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Home My WebLink About2019-12-03 City Council Regular Meeting PacketAgenda City Council Meeting City of Edina, Minnesota Edina City Hall Council Chambers Tuesday, December 3, 2019 7:00 PM I.Call To Order II.Roll Call III.Pledge of Allegiance A.Moment of Silence for Employee Ron Tschosick IV.Approval Of Meeting Agenda V.Community Comment During "Community Comment," the City Council will invite residents to share new issues or concerns that haven't been considered in the past 30 days by the Council or which aren't slated for future consideration. Individuals must limit their comments to three minutes. The Mayor may limit the number of speakers on the same issue in the interest of time and topic. Generally speaking, items that are elsewhere on tonight's agenda may not be addressed during Community Comment. Individuals should not expect the Mayor or Council to respond to their comments tonight. Instead the Council might refer the matter to sta, for consideration at a future meeting. A.Meeting Handout #1 B.Meeting Handout #2 C.City Manager's Response to Community Comment VI.Adoption Of Consent Agenda All agenda items listed on the consent agenda are considered routine and will be enacted by one motion. There will be no separate discussion of such items unless requested to be removed from the Consent Agenda by a Member of the City Council. In such cases the item will be removed from the Consent Agenda and considered immediately following the adoption of the Consent Agenda. (Favorable rollcall vote of majority of Council Members present to approve.) A.Approve Minutes: Town Hall, Nov. 16, Work Session and Regular Meeting, Nov. 19, 2019 B.Approve Payment of Claims C.Resolution No. 2019-107: Approving Deferral of Special Assessments D.Resolution No. 2019-109: Setting 2020 Ambulance and Miscellaneous Fire Fees E.Request for Purchase: Public Safety Communication Radios F.Ordinance No. 2019-18: Amending Chapter 22 Concerning Access to Multi-Unit Structures by U.S. Census Bureau Employees G.Approve Termination of Metropolitan Livable Communities Demonstration Account Grant H.Approve 50th & France Shared Trash Facility Master License Agreements I.Request for Purchase: Glengarry Parkway Sump Drain Improvements J.Approve 2020 Calendar of Meeting Dates K.Approve Proposed 2020 Commission Work Plans L.Resolution No. 2019-110: Accepting Donations VII.Special Recognitions And Presentations A.Human Rights & Relations Commission: Tom Oye Awards B.Body Worn Camera Policy VIII.Public Hearings During "Public Hearings," the Mayor will ask for public testimony after City sta, members make their presentations. If you wish to testify on the topic, you are welcome to do so as long as your testimony is relevant to the discussion. To ensure fairness to all speakers and to allow the eEcient conduct of a public hearing, speakers must observe the following guidelines: Individuals must limit their testimony to three minutes. The Mayor may modify times, as deemed necessary. Try not to repeat remarks or points of view made by prior speakers and limit testimony to the matter under consideration. In order to maintain a respectful environment for all those in attendance, the use of signs, clapping, cheering or booing or any other form of verbal or nonverbal communication is not allowed. A.PUBLIC HEARING: Resolution No. 2019-108, Authorizing Submittal of the 2018 Comprehensive Plan to Met Council B.PUBLIC HEARING: Resolution No. 2019-66, Preliminary & Final Plat, Lot Depth Variance; Platting an Existing Outlot, and Development Contract at Oak Lane C.PUBLIC HEARING: Ordinance No. 2019-16: Amending Chapter 2 of the City Code, Setting Fees for 2020 D.PUBLIC HEARING: Resolution No. 2019-106, Setting the 2020 Tax Levy and Adopting 2020 Operating Budget IX.Correspondence And Petitions A.Correspondence B.Minutes 1.Minutes: Transportation Commission, October 24, 2019 X.Aviation Noise Update XI.Mayor And Council Comments XII.Manager's Comments XIII.City Council Upcoming Meetings and Events XIV.Adjournment The City of Edina wants all residents to be comfortable being part of the public process. If you need assistance in the way of hearing ampliJcation, an interpreter, large-print documents or something else, please call 952-927-8861 72 hours in advance of the meeting. Date: December 3, 2019 Agenda Item #: III.A. To:Mayor and City Council Item Type: Other From:Jennifer Bennerotte, Director Item Activity: Subject:Moment of Silence for Employee Ron Tschosick Information CITY OF EDINA 4801 West 50th Street Edina, MN 55424 www.edinamn.gov ACTION REQUESTED: None. INTRODUCTION: Moment of silence in honor of Braemar Golf Course employee Ron Tschosick, who passed away Oct. 31. ATTACHMENTS: Description Ron Tschosick Date: December 3, 2019 Agenda Item #: V.A. To:Mayor and City Council Item Type: From: Item Activity: Subject:Meeting Handout #1 CITY OF EDINA 4801 West 50th Street Edina, MN 55424 www.edinamn.gov ACTION REQUESTED: INTRODUCTION: ATTACHMENTS: Description Meeting Handout #1 12-3-2019 The enclosed signed petition letters were handed out Nov. 11 to the 29 occupied households on Sunnyside Road from France to Grimes avenues. The signed letters represent residents' collective opposition to the city's plan to allow parking on both sides, instead of just one side of our street. Susan Peterson 4060 Sunnyside Road November 11, 2019 Dear Neighbor, The City of Edina recently sent out letters notifying us that it is going to test allowing parking on both sides of Sunnyside from France to Arden Avenues. I am among neighbors who oppose this change and consider it a wrong-headed way to achieve the city's stated safety goal of slowing down traffic on our street. The reasons include: 1. Increased Danger for Drivers and Bikers —this is especially true given the amount of truck traffic, which will increase when the 4500 France apartment/restaurant/retail project is built 2. Reduced Access for Emergency Vehicles — a neighbor on the "no-parking" side of Sunnyside was denied a parking permit for a food service van for a party, told by the city that would restrict access for firetrucks, ambulances, etc. 3. No Proof That Narrowing the Road Reduces Speeds — the city's own data shows the average speed on Sunnyside (30.3 miles) has not changed since the bump-outs were installed in our street reconstruction I, along with other neighbors, believe there are ways to possibly manage traffic on Sunnyside, including installing speed bumps and/or diverting some traffic from the 4500 France project. If you'd like to have your views on this known, please sign and put your street address on the spaces I've provided at the bottom of this page and put it in my mailbox at 4060 Sunnyside by November 20. I will collect these and give them to the city, where they can serve as a neighborhood petition that demonstrates our opposition. Additionally, you can separately contact Traffic Safety Coordinator Nick Bauler (who has asked for feedback) at 952-826-0349 or nbauler@edinamn.gov Thanks, Please sign below and return to Susan Peterson, 4060 Sunnyside I am opposed to the City's change to allow parking on both sides of Sunnyside Road. Name(s) 5‘e t/c- Street Address 1(0 Su #77 e November 11, 2019 Dear Neighbor, The City of Edina recently sent out letters notifying us that it is going to test allowing parking on both sides of Sunnyside from France to Arden Avenues. I am among neighbors who oppose this change and consider it a wrong-headed way to achieve the city's stated safety goal of slowing down traffic on our street. The reasons include: 1. Increased Danger for Drivers and Bikers — this is especially true given the amount of truck traffic, which will increase when the 4500 France apartment/restaurant/retail project is built 2. Reduced Access for Emergency Vehicles — a neighbor on the "no-parking" side of Sunnyside was denied a parking permit for a food service van for a party, told by the city that would restrict access for firetrucks, ambulances, etc. 3. No Proof That Narrowing the Road Reduces Speeds — the city's own data shows the average speed on Sunnyside (30.3 miles) has not changed since the bump-outs were installed in our street reconstruction I, along with other neighbors, believe there are ways to possibly manage traffic on Sunnyside, including installing speed bumps and/or diverting some traffic from the 4500 France project. If you'd like to have your views on this known, please sign and put your street address on the spaces I've provided at the bottom of this page and put it in my mailbox at 4060 Sunnyside by November 20. I will collect these and give them to the city, where they can serve as a neighborhood petition that demonstrates our opposition. Additionally, you can separately contact Traffic Safety Coordinator Nick Bauler (who has asked for feedback) at 952-826-0349 or nbauler@edinamn.gov Thanks, - Please Please sign below and return to Susan Peterson, 4060 Sunnyside I am opposed to the City's change to allow parking on both sides of Sunnyside Road. Name(s) K Xei, y mrk, Street Address OS-5— h I/ 5 &' 16v-14 6V---1,,V C>t-71 7Z. ..-7L'i'717--e a-7-71D Ci-4-Zki-1 - ot/Le,(_-;fe IA . ktze_ 1/11- 5*A- 1- /5 8)7 '91 4r/24,i . wi7A-e--e" kaz,11.,te AFL /.l Le -711-e' desk 41.?5" - November 11, 2019 Dear Neighbor, The City of Edina recently sent out letters notifying us that it is going to test allowing parking on both sides of Sunnyside from France to Arden Avenues. I am among neighbors who oppose this change and consider it a wrong-headed way to achieve the city's stated safety goal of slowing down traffic on our street. The reasons include: 1. Increased Danger for Drivers and Bikers —this is especially true given the amount of truck traffic, which will increase when the 4500 France apartment/restaurant/retail project is built 2. Reduced Access for Emergency Vehicles — a neighbor on the "no-parking" side of Sunnyside was denied a parking permit for a food service van for a party, told by the city that would restrict access for firetrucks, ambulances, etc. 3. No Proof That Narrowing the Road Reduces Speeds —the city's own data shows the average speed on Sunnyside (30.3 miles) has not changed since the bump-outs were installed in our street reconstruction I, along with other neighbors, believe there are ways to possibly manage traffic on Sunnyside, including installing speed bumps and/or diverting some traffic from the 4500 France project. If you'd like to have your views on this known, please sign and put your street address on the spaces I've provided at the bottom of this page and put it in my mailbox at 4060 Sunnyside by November 20. I will collect these and give them to the city, where they can serve as a neighborhood petition that demonstrates our opposition. Additionally, you can separately contact Traffic Safety Coordinator Nick Bauler (who has asked for feedback) at 952-826-0349 or nbauler@edinamn.gov Thanks, Please sign below and return to Susan Peterson, 4060 Sunnyside I am opposed to the City's change to allow parking on both sides of Sunnyside Road. Names) //) */1--1-/Y)7-1 a-0/ 2 ... xD.4't 14 re,Z.,7-0-eZJ-7-7_fir?__„,,,,,_,,,,..„,_,,,,,_4_ --7111)/2 C4(4 e-4'7,f /-;.. 2°3'7 ce'2" CLA-C42_17 g2t3-0-7 oe _119 2/---e_ (24_ c* Gz_cCe.4.4 17 _z__/)7, /W15 744-a r";.ez_ 7ea,,c4/Lci_a___</-760L=Ca41 Street Address November 11, 2019 Dear Neighbor, The City of Edina recently sent out letters notifying us that it is going to test allowing parking on both sides of Sunnyside from France to Arden Avenues. I am among neighbors who oppose this change and consider it a wrong-headed way to achieve the city's stated safety goal of slowing down traffic on our street. The reasons include: 1. Increased Danger for Drivers and Bikers —this is especially true given the amount of truck traffic, which will increase when the 4500 France apartment/restaurant/retail project is built 2. Reduced Access for Emergency Vehicles — a neighbor on the "no-parking" side of Sunnyside was denied a parking permit for a food service van for a party, told by the city that would restrict access for firetrucks, ambulances, etc. 3. No Proof That Narrowing the Road Reduces Speeds — the city's own data shows the average speed on Sunnyside (30.3 miles) has not changed since the bump-outs were installed in our street reconstruction I, along with other neighbors, believe there are ways to possibly manage traffic on Sunnyside, including installing speed bumps and/or diverting some traffic from the 4500 France project. If you'd like to have your views on this known, please sign and put your street address on the spaces I've provided at the bottom of this page and put it in my mailbox at 4060 Sunnyside by November 20. I will collect these and give them to the city, where they can serve as a neighborhood petition that demonstrates our opposition. Additionally, you can separately contact Traffic Safety Coordinator Nick Bauler (who has asked for feedback) at 952-826-0349 or nbaulerPedinamn.gov Thanks, Please sign below and return to Susan Peterson, 4060 Sunnyside I am opposed to the City's change to allow parking on both sides of Sunnyside Road. Name(s) -6; A// 613Z/t1 /jeE- /(44/u/sL-,i Street Address ‘-t7 S \)---(,),c7x)y.,)---6/Jc 'pct / /17-k, 4--zz/e-7>4?2 /2./E,` , a., 2A-do dvie November 11, 2019 Dear Neighbor, The City of Edina recently sent out letters notifying us that it is going to test allowing parking on both sides of Sunnyside from France to Arden Avenues. I am among neighbors who oppose this change and consider it a wrong-headed way to achieve the city's stated safety goal of slowing down traffic on our street. The reasons include: 1. Increased Danger for Drivers and Bikers—this is especially true given the amount of truck traffic, which will increase when the 4500 France apartment/restaurant/retail project is built 2. Reduced Access for Emergency Vehicles — a neighbor on the "no-parking" side of Sunnyside was denied a parking permit for a food service van for a party, told by the city that would restrict access for firetrucks, ambulances, etc. 3. No Proof That Narrowing the Road Reduces Speeds — the city's own data shows the average speed on Sunnyside (30.3 miles) has not changed since the bump-outs were installed in our street reconstruction I, along with other neighbors, believe there are ways to possibly manage traffic on Sunnyside, including installing speed bumps and/or diverting some traffic from the 4500 France project. If you'd like to have your views on this known, please sign and put your street address on the spaces I've provided at the bottom of this page and put it in my mailbox at 4060 Sunnyside by November 20. I will collect these and give them to the city, where they can serve as a neighborhood petition that demonstrates our opposition. Additionally, you can separately contact Traffic Safety Coordinator Nick Bauler (who has asked for feedback) at 952-826-0349 or nbauler@edinamn.gov Thanks, Please sign below and return to Susan Peterson, 4060 Sunnyside I am opposed to the City's change to allow parking on both sides of Sunnyside Road. Name(s) ekt C.. $ 1.3.14,7116% Diej\e‘ate Street Address C. 0 a °T6C7 IA) ni 1E4 R Please sign below ar... return Lc, i I I am opposed to the City's change to allow parking on both sides of Sunnyside Road. Name(s) Street Address D52 1/n11‘,.5'1al, • provided at at the bottom of this page and put it in my mailbox at 4060 Sunnyside by November 20. I will collect these and give them to the city, where they can serve as a neighborhood petition that demonstrates our opposition. Additionally, you can separately contact Traffic Safety Coordinator Nick Bauler (who has asked for feedback) at 952-826-0349 or nbauler@edinamn.gov Thanks, Please sign below and return to Susan Peterson, 4060 Sunnyside I am opposed to the City's change to allow parking on both sides of Sunnyside Road. Name(s) \Jamul 6\icch F da,, Lea_d--) Street Address CI Lit S CAAN,le 1CW November 11, 2019 Dear Neighbor, The City of Edina recently sent out letters notifying us that it is going to test allowing parking on both sides of Sunnyside from France to Arden Avenues. I am among neighbors who oppose this change and consider it a wrong-headed way to achieve the city's stated safety goal of slowing down traffic on our street. The reasons include: 1. Increased Danger for Drivers and Bikers —this is especially true given the amount of truck traffic, which will increase when the 4500 France apartment/restaurant/retail project is built 2. Reduced Access for Emergency Vehicles — a neighbor on the "no-parking" side of Sunnyside was denied a parking permit for a food service van for a party, told by the city that would restrict access for firetrucks, ambulances, etc. 3. No Proof That Narrowing the Road Reduces Speeds — the city's own data shows the average speed on Sunnyside (30.3 miles) has not changed since the bump-outs were installed in our street reconstruction I, along with other neighbors, believe there are ways to possibly manage traffic on Sunnyside, including installing speed bumps and/or diverting some traffic from the 4500 France project. If you'd like to have your views on this known, please sign and put your street address on the spaces I've provided at the bottom of this page and put it in my mailbox at 4060 Sunnyside by November 20. I will collect these and give them to the city, where they can serve as a neighborhood petition that demonstrates our opposition. Additionally, you can separately contact Traffic Safety Coordinator Nick Bauler (who has asked for feedback) at 952-826-0349 or nbauler@edinamn.gov Thanks, Please sign below and return to Susan Peterson, 4060 Sunnyside I am opposed to the City's change to allow parking on both sides of Sunnyside Road. Name(s) M 0.-MA611\ Street Address 404'3 n (2-ct_ November 11, 2019 Dear Neighbor, The City of Edina recently sent out letters notifying us that it is going to test allowing parking on both sides of Sunnyside from France to Arden Avenues. I am among neighbors who oppose this change and consider it a wrong-headed way to achieve the city's stated safety goal of slowing down traffic on our street. The reasons include: 1. Increased Danger for Drivers and Bikers —this is especially true given the amount of truck traffic, which will increase when the 4500 France apartment/restaurant/retail project is built 2. Reduced Access for Emergency Vehicles — a neighbor on the "no-parking" side of Sunnyside was denied a parking permit for a food service van for a party, told by the city that would restrict access for firetrucks, ambulances, etc. 3. No Proof That Narrowing the Road Reduces Speeds —the city's own data shows the average speed on Sunnyside (30.3 miles) has not changed since the bump-outs were installed in our street reconstruction I, along with other neighbors, believe there are ways to possibly manage traffic on Sunnyside, including installing speed bumps and/or diverting some traffic from the 4500 France project. If you'd like to have your views on this known, please sign and put your street address on the spaces I've provided at the bottom of this page and put it in my mailbox at 4060 Sunnyside by November 20. I will collect these and give them to the city, where they can serve as a neighborhood petition that demonstrates our opposition. Additionally, you can separately contact Traffic Safety Coordinator Nick Bauler (who has asked for feedback) at 952-826-0349 or nbauler@edinamn.gov Thanks, Please sign below and return to Susan Peterson, 4060 Sunnyside I am opposed to the City's change to allow parking on both sides of Sunnyside Road. Name(s) Q3/\,M(3\-\-- Street Address 9 0 \,\ (A.VVY1U Side Name(s) Street Address November 11, 2019 Dear Neighbor, The City of Edina recently sent out letters notifying us that it is going to test allowing parking on both sides of Sunnyside from France to Arden Avenues. I am among neighbors who oppose this change and consider it a wrong-headed way to achieve the city's stated safety goal of slowing down traffic on our street. The reasons include: 1. Increased Danger for Drivers and Bikers —this is especially true given the amount of truck traffic, which will increase when the 4500 France apartment/restaurant/retail project is built 2. Reduced Access for Emergency Vehicles — a neighbor on the "no-parking" side of Sunnyside was denied a parking permit for a food service van for a party, told by the city that would restrict access for firetrucks, ambulances, etc. 3. No Proof That Narrowing the Road Reduces Speeds — the city's own data shows the average speed on Sunnyside (30.3 miles) has not changed since the bump-outs were installed in our street reconstruction I, along with other neighbors, believe there are ways to possibly manage traffic on Sunnyside, including installing speed bumps and/or diverting some traffic from the 4500 France project. If you'd like to have your views on this known, please sign and put your street address on the spaces I've provided at the bottom of this page and put it in my mailbox at 4060 Sunnyside by November 20. I will collect these and give them to the city, where they can serve as a neighborhood petition that demonstrates our opposition. Additionally, you can separately contact Traffic Safety Coordinator Nick Bauler (who has asked for feedback) at 952-826-0349 or nbauler@edinamn.gov Thanks, Please sign below and return to Susan Peterson, 4060 Sunnyside I am opposed to the City's change to allow parking on both sides of Sunnyside Road. Name(s) Street Address 11-01-1 November 11, 2019 Dear Neighbor, The City of Edina recently sent out letters notifying us that it is going to test allowing parking on both sides of Sunnyside from France to Arden Avenues. I am among neighbors who oppose this change and consider it a wrong-headed way to achieve the city's stated safety goal of slowing down traffic on our street. The reasons include: 1. Increased Danger for Drivers and Bikers —this is especially true given the amount of truck traffic, which will increase when the 4500 France apartment/restaurant/retail project is built 2. Reduced Access for Emergency Vehicles — a neighbor on the "no-parking" side of Sunnyside was denied a parking permit for a food service van for a party, told by the city that would restrict access for firetrucks, ambulances, etc. 3. No Proof That Narrowing the Road Reduces Speeds —the city's own data shows the average speed on Sunnyside (30.3 miles) has not changed since the bump-outs were installed in our street reconstruction I, along with other neighbors, believe there are ways to possibly manage traffic on Sunnyside, including installing speed bumps and/or diverting some traffic from the 4500 France project. If you'd like to have your views on this known, please sign and put your street address on the spaces I've provided at the bottom of this page and put it in my mailbox at 4060 Sunnyside by November 20. I will collect these and give them to the city, where they can serve as a neighborhood petition that demonstrates our opposition. Additionally, you can separately contact Traffic Safety Coordinator Nick Bauler (who has asked for feedback) at 952-826-0349 or nbauler@edinamn.gov Thanks, Please sign below and return to Susan Peterson, 4060 Sunnyside I am opposed to the City's change to allow parking on both sides of Sun side Road. November 11, 2019 Dear Neighbor, The City of Edina recently sent out letters notifying us that it is going to test allowing parking on both sides of Sunnyside from France to Arden Avenues. I am among neighbors who oppose this change and consider it a wrong-headed way to achieve the city's stated safety goal of slowing down traffic on our street. The reasons include: 1. Increased Danger for Drivers and Bikers —this is especially true given the amount of truck traffic, which will increase when the 4500 France apartment/restaurant/retail project is built 2. Reduced Access for Emergency Vehicles — a neighbor on the "no-parking" side of Sunnyside was denied a parking permit for a food service van for a party, told by the city that would restrict access for firetrucks, ambulances, etc. 3. No Proof That Narrowing the Road Reduces Speeds — the city's own data shows the average speed on Sunnyside (30.3 miles) has not changed since the bump-outs were installed in our street reconstruction I, along with other neighbors, believe there are ways to possibly manage traffic on Sunnyside, including installing speed bumps and/or diverting some traffic from the 4500 France project. If you'd like to have your views on this known, please sign and put your street address on the spaces I've provided at the bottom of this page and put it in my mailbox at 4060 Sunnyside by November 20. I will collect these and give them to the city, where they can serve as a neighborhood petition that demonstrates our opposition. Additionally, you can separately contact Traffic Safety Coordinator Nick Bauler (who has asked for feedback) at 952-826-0349 or nbaulerPedinamn.gov Thanks, - Please Please sign below and return to Susan Peterson, 4060 Sunnyside I am opposed to the City's change to allow parking on both sides of Sunnyside Road. Name(s) clY\ok- \Leir11 Street Address eS-Q_ November 11, 2019 Dear Neighbor, The City of Edina recently sent out letters notifying us that it is going to test allowing parking on both sides of Sunnyside from France to Arden Avenues. I am among neighbors who oppose this change and consider it a wrong-headed way to achieve the city's stated safety goal of slowing down traffic on our street. The reasons include: 1. Increased Danger for Drivers and Bikers —this is especially true given the amount of truck traffic, which will increase when the 4500 France apartment/restaurant/retail project is built 2. Reduced Access for Emergency Vehicles — a neighbor on the "no-parking" side of Sunnyside was denied a parking permit for a food service van for a party, told by the city that would restrict access for firetrucks, ambulances, etc. 3. No Proof That Narrowing the Road Reduces Speeds —the city's own data shows the average speed on Sunnyside (30.3 miles) has not changed since the bump-outs were installed in our street reconstruction I, along with other neighbors, believe there are ways to possibly manage traffic on Sunnyside, including installing speed bumps and/or diverting some traffic from the 4500 France project. If you'd like to have your views on this known, please sign and put your street address on the spaces I've provided at the bottom of this page and put it in my mailbox at 4060 Sunnyside by November 20. I will collect these and give them to the city, where they can serve as a neighborhood petition that demonstrates our opposition. Additionally, you can separately contact Traffic Safety Coordinator Nick Bauler (who has asked for feedback) at 952-826-0349 or nbauler@edinamn.gov Thanks, Please sign below and return to Susan Peterson, 4060 Sunnyside I am opposed to the City's change to allow parking on both sides of Sunnyside Road. Name(s) CipC1 -901q) t-h3 p7) 'Pact icuAler Street Address tf-oS S vieMys Mk 12-a afna., itiA) November 11, 2019 Dear Neighbor, The City of Edina recently sent out letters notifying us that it is going to test allowing parking on both sides of Sunnyside from France to Arden Avenues. I am among neighbors who oppose this change and consider it a wrong-headed way to achieve the city's stated safety goal of slowing down traffic on our street. The reasons include: 1. Increased Danger for Drivers and Bikers —this is especially true given the amount of truck traffic, which will increase when the 4500 France apartment/restaurant/retail project is built 2. Reduced Access for Emergency Vehicles — a neighbor on the "no-parking" side of Sunnyside was denied a parking permit for a food service van for a party, told by the city that would restrict access for firetrucks, ambulances, etc. 3. No Proof That Narrowing the Road Reduces Speeds — the city's own data shows the average speed on Sunnyside (30.3 miles) has not changed since the bump-outs were installed in our street reconstruction I, along with other neighbors, believe there are ways to possibly manage traffic on Sunnyside, including installing speed bumps and/or diverting some traffic from the 4500 France project. If you'd like to have your views on this known, please sign and put your street address on the spaces I've provided at the bottom of this page and put it in my mailbox at 4060 Sunnyside by November 20. I will collect these and give them to the city, where they can serve as a neighborhood petition that demonstrates our opposition. Additionally, you can separately contact Traffic Safety Coordinator Nick Bauler (who has asked for feedback) at 952-826-0349 or nbauler@edinamn.gov Thanks, ,c5r-ze Please sign below and return to Susan Peterson, 4060 Sunnyside I am opposed to the City's cha ge to allow parking on both sides.7of Sunnyside d. Name(s) C)\11 c)‘ "6 0 1110111 19 '61% 0-1- ; A(1 Street Address OZ), ( in, Wlk P--t( November 11, 2019 Dear Neighbor, The City of Edina recently sent out letters notifying us that it is going to test allowing parking on both sides of Sunnyside from France to Arden Avenues. I am among neighbors who oppose this change and consider it a wrong-headed way to achieve the city's stated safety goal of slowing down traffic on our street. The reasons include: 1. Increased Danger for Drivers and Bikers —this is especially true given the amount of truck traffic, which will increase when the 4500 France apartment/restaurant/retail project is built 2. Reduced Access for Emergency Vehicles — a neighbor on the "no-parking" side of Sunnyside was denied a parking permit for a food service van for a party, told by the city that would restrict access for firetrucks, ambulances, etc. 3. No Proof That Narrowing the Road Reduces Speeds — the city's own data shows the average speed on Sunnyside (30.3 miles) has not changed since the bump-outs were installed in our street reconstruction I, along with other neighbors, believe there are ways to possibly manage traffic on Sunnyside, including installing speed bumps and/or diverting some traffic from the 4500 France project. If you'd like to have your views on this known, please sign and put your street address on the spaces I've provided at the bottom of this page and put it in my mailbox at 4060 Sunnyside by November 20. I will collect these and give them to the city, where they can serve as a neighborhood petition that demonstrates our opposition. Additionally, you can separately contact Traffic Safety Coordinator Nick Bauler (who has asked for feedback) at 952-826-0349 or nbauler@edinamn.gov Thanks, Please sign below and return to Susan Peterson, 4060 Sunnyside I am opposed to the City's change to allow parking on both sides of Sunnyside Road. Name(s) //1-/ ) r°,4777 Frac Street Address z-t06 -Con 7 5,de 4-/ Op„...&, cry zy November 11, 2019 Dear Neighbor, The City of Edina recently sent out letters notifying us that it is going to test allowing parking on both sides of Sunnyside from France to Arden Avenues. I am among neighbors who oppose this change and consider it a wrong-headed way to achieve the city's stated safety goal of slowing down traffic on our street. The reasons include: 1. Increased Danger for Drivers and Bikers —this is especially true given the amount of truck traffic, which will increase when the 4500 France apartment/restaurant/retail project is built 2. Reduced Access for Emergency Vehicles — a neighbor on the "no-parking" side of Sunnyside was denied a parking permit for a food service van for a party, told by the city that would restrict access for firetrucks, ambulances, etc. 3. No Proof That Narrowing the Road Reduces Speeds — the city's own data shows the average speed on Sunnyside (30.3 miles) has not changed since the bump-outs were installed in our street reconstruction I, along with other neighbors, believe there are ways to possibly manage traffic on Sunnyside, including installing speed bumps and/or diverting some traffic from the 4500 France project. If you'd like to have your views on this known, please sign and put your street address on the spaces I've provided at the bottom of this page and put it in my mailbox at 4060 Sunnyside by November 20. I will collect these and give them to the city, where they can serve as a neighborhood petition that demonstrates our opposition. Additionally, you can separately contact Traffic Safety Coordinator Nick Bauler (who has asked for feedback) at 952-826-0349 or nbauler@edinamn.gov Thanks, 65-11 Please sign below and return to Susan Peterson, 4060 Sunnyside I am opposed to the City's change to allow parking on both sides of Sunnyside Road. Name(s) (zte Street Address (/ `-e s)e Name(s) /,,A A5114 -t IS tre, Street Address i. LT. 1.#& Vi November 11, 2019 Dear Neighbor, The City of Edina recently sent out letters notifying us that it is going to test allowing parking on both sides of Sunnyside from France to Arden Avenues. I am among neighbors who oppose this change and consider it a wrong-headed way to achieve the city's stated safety goal of slowing down traffic on our street. The reasons include: 1. Increased Danger for Drivers and Bikers — this is especially true given the amount of truck traffic, which will increase when the 4500 France apartment/restaurant/retail project is built 2. Reduced Access for Emergency Vehicles — a neighbor on the "no-parking" side of Sunnyside was denied a parking permit for a food service van for a party, told by the city that would restrict access for firetrucks, ambulances, etc. 3. No Proof That Narrowing the Road Reduces Speeds — the city's own data shows the average speed on Sunnyside (30.3 miles) has not changed since the bump-outs were installed in our street reconstruction I, along with other neighbors, believe there are ways to possibly manage traffic on Sunnyside, including installing speed bumps and/or diverting some traffic from the 4500 France project. If you'd like to have your views on this known, please sign and put your street address on the spaces I've provided at the bottom of this page and put it in my mailbox at 4060 Sunnyside by November 20. I will collect these and give them to the city, where they can serve as a neighborhood petition that demonstrates our opposition. Additionally, you can separately contact Traffic Safety Coordinator Nick Bauler (who has asked for feedback) at 952-826-0349 or nbaulerPedinarrin.gov Thanks, Please sign below and return to Susan Peterson, 4060 Sunnyside I am opposed to the City's change to allow parking on both sides of Sunnyside Road. November 11, 2019 Dear Neighbor, The City of Edina recently sent out letters notifying us that it is going to test allowing parking on both sides of Sunnyside from France to Arden Avenues. I am among neighbors who oppose this change and consider it a wrong-headed way to achieve the city's stated safety goal of slowing down traffic on our street. The reasons include: 1. Increased Danger for Drivers and Bikers —this is especially true given the amount of truck traffic, which will increase when the 4500 France apartment/restaurant/retail project is built 2. Reduced Access for Emergency Vehicles — a neighbor on the "no-parking" side of Sunnyside was denied a parking permit for a food service van for a party, told by the city that would restrict access for firetrucks, ambulances, etc. 3. No Proof That Narrowing the Road Reduces Speeds — the city's own data shows the average speed on Sunnyside (30.3 miles) has not changed since the bump-outs were installed in our street reconstruction I, along with other neighbors, believe there are ways to possibly manage traffic on Sunnyside, including installing speed bumps and/or diverting some traffic from the 4500 France project. If you'd like to have your views on this known, please sign and put your street address on the spaces I've provided at the bottom of this page and put it in my mailbox at 4060 Sunnyside by November 20. I will collect these and give them to the city, where they can serve as a neighborhood petition that demonstrates our opposition. Additionally, you can separately contact Traffic Safety Coordinator Nick Bauler (who has asked for feedback) at 952-826-0349 or nbauler@edinamn.gov Thanks, Please sign below and return to Susan Peterson, 4060 Sunnyside I am opposed to the City's change to allow parking on both sides of Sunnyside Road. Name(s) Street Address LI-010 xt , November 11, 2019 Dear Neighbor, The City of Edina recently sent out letters notifying us that it is going to test allowing parking on both sides of Sunnyside from France to Arden Avenues. I am among neighbors who oppose this change and consider it a wrong-headed way to achieve the city's stated safety goal of slowing down traffic on our street. The reasons include: 1. Increased Danger for Drivers and Bikers — this is especially true given the amount of truck traffic, which will increase when the 4500 France apartment/restaurant/retail project is built 2. Reduced Access for Emergency Vehicles — a neighbor on the "no-parking" side of Sunnyside was denied a parking permit for a food service van for a party, told by the city that would restrict access for firetrucks, ambulances, etc. 3. No Proof That Narrowing the Road Reduces Speeds — the city's own data shows the average speed on Sunnyside (30.3 miles) has not changed since the bump-outs were installed in our street reconstruction I, along with other neighbors, believe there are ways to possibly manage traffic on Sunnyside, including installing speed bumps and/or diverting some traffic from the 4500 France project. If you'd like to have your views on this known, please sign and put your street address on the spaces I've provided at the bottom of this page and put it in my mailbox at 4060 Sunnyside by November 20. I will collect these and give them to the city, where they can serve as a neighborhood petition that demonstrates our opposition. Additionally, you can separately contact Traffic Safety Coordinator Nick Bauler (who has asked for feedback) at 952-826-0349 or nbauler@edinamn.gov Thanks, Please sign sign below and return to Susan Peterson, 4060 Sunnyside I am opposed to the City's change to allow parking on both sides of Sunnyside Road. Name(s) CJA qlhies t) Street Address goo TtA.Amicio November 11, 2019 Dear Neighbor, The City of Edina recently sent out letters notifying us that it is going to test allowing parking on both sides of Sunnyside from France to Arden Avenues. I am among neighbors who oppose this change and consider it a wrong-headed way to achieve the city's stated safety goal of slowing down traffic on our street. The reasons include: 1. Increased Danger for Drivers and Bikers —this is especially true given the amount of truck traffic, which will increase when the 4500 France apartment/restaurant/retail project is built 2. Reduced Access for Emergency Vehicles — a neighbor on the "no-parking" side of Sunnyside was denied a parking permit for a food service van for a party, told by the city that would restrict access for firetrucks, ambulances, etc. 3. No Proof That Narrowing the Road Reduces Speeds—the city's own data shows the average speed on Sunnyside (30.3 miles) has not changed since the bump-outs were installed in our street reconstruction I, along with other neighbors, believe there are ways to possibly manage traffic on Sunnyside, including installing speed bumps and/or diverting some traffic from the 4500 France project. If you'd like to have your views on this known, please sign and put your street address on the spaces I've provided at the bottom of this page and put it in my mailbox at 4060 Sunnyside by November 20. I will collect these and give them to the city, where they can serve as a neighborhood petition that demonstrates our opposition. Additionally, you can separately contact Traffic Safety Coordinator Nick Bauler (who has asked for feedback) at 952-826-0349 or nbauler@edinamn.gov Thanks, „e_ Please sign below and return to Susan Peterson, 4060 Sunnyside I am opposed to the City's change to allow parking on both sides of Sunnyside Road. Name(s Street Address 5-i4,/,6/4/< November 11, 2019 Dear Neighbor, The City of Edina recently sent out letters notifying us that it is going to test allowing parking on both sides of Sunnyside from France to Arden Avenues. I am among neighbors who oppose this change and consider it a wrong-headed way to achieve the city's stated safety goal of slowing down traffic on our street. The reasons include: 1. Increased Danger for Drivers and Bikers — this is especially true given the amount of truck traffic, which will increase when the 4500 France apartment/restaurant/retail project is built 2. Reduced Access for Emergency Vehicles — a neighbor on the "no-parking" side of Sunnyside was denied a parking permit for a food service van for a party, told by the city that would restrict access for firetrucks, ambulances, etc. 3. No Proof That Narrowing the Road Reduces Speeds — the city's own data shows the average speed on Sunnyside (30.3 miles) has not changed since the bump-outs were installed in our street reconstruction I, along with other neighbors, believe there are ways to possibly manage traffic on Sunnyside, including installing speed bumps and/or diverting some traffic from the 4500 France project. If you'd like to have your views on this known, please sign and put your street address on the spaces I've provided at the bottom of this page and put it in my mailbox at 4060 Sunnyside by November 20. I will collect these and give them to the city, where they can serve as a neighborhood petition that demonstrates our opposition. Additionally, you can separately contact Traffic Safety Coordinator Nick Bauler (who has asked for feedback) at 952-826-0349 or nbauler@edinamn.gov Thanks, Please sign below and return to Susan Peterson, 4060 Sunnyside I am opposed to the City's change to allow parking on both sides of Sunnyside Road. Name(s) 5,1A /2/44 tt V s k0 dte Street Address 06 ft /if' 5/de le4 F4,61, Re November 11, 2019 Dear Neighbor, The City of Edina recently sent out letters notifying us that it is going to test allowing parking on both sides of Sunnyside from France to Arden Avenues. I am among neighbors who oppose this change and consider it a wrong-headed way to achieve the city's stated safety goal of slowing down traffic on our street. The reasons include: 1. Increased Danger for Drivers and Bikers — this is especially true given the amount of truck traffic, which will increase when the 4500 France apartment/restaurant/retail project is built 2. Reduced Access for Emergency Vehicles — a neighbor on the "no-parking" side of Sunnyside was denied a parking permit for a food service van for a party, told by the city that would restrict access for firetrucks, ambulances, etc. 3. No Proof That Narrowing the Road Reduces Speeds —the city's own data shows the average speed on Sunnyside (30.3 miles) has not changed since the bump-outs were installed in our street reconstruction I, along with other neighbors, believe there are ways to possibly manage traffic on Sunnyside, including installing speed bumps and/or diverting some traffic from the 4500 France project. If you'd like to have your views on this known, please sign and put your street address on the spaces I've provided at the bottom of this page and put it in my mailbox at 4060 Sunnyside by November 20. I will collect these and give them to the city, where they can serve as a neighborhood petition that demonstrates our opposition. Additionally, you can separately contact Traffic Safety Coordinator Nick Bauler (who has asked for feedback) at 952-826-0349 or nbauler@edinamn.gov Thanks, Please sign below and return to Susan Peterson, 4060 Sunnyside I am opposed to the City's change to allow parking on both sides of Sunnyside Road. Name(s) Street Address , e A/6- ) Aid IV L{3 LI 9 Z....) Sys vE. November 11, 2019 Dear Neighbor, The City of Edina recently sent out letters notifying us that it is going to test allowing parking on both sides of Sunnyside from France to Arden Avenues. I am among neighbors who oppose this change and consider it a wrong-headed way to achieve the city's stated safety goal of slowing down traffic on our street. The reasons include: 1. Increased Danger for Drivers and Bikers — this is especially true given the amount of truck traffic, which will increase when the 4500 France apartment/restaurant/retail project is built 2. Reduced Access for Emergency Vehicles — a neighbor on the "no-parking" side of Sunnyside was denied a parking permit for a food service van for a party, told by the city that would restrict access for firetrucks, ambulances, etc. 3. No Proof That Narrowing the Road Reduces Speeds —the city's own data shows the average speed on Sunnyside (30.3 miles) has not changed since the bump-outs were installed in our street reconstruction I, along with other neighbors, believe there are ways to possibly manage traffic on Sunnyside, including installing speed bumps and/or diverting some traffic from the 4500 France project. If you'd like to have your views on this known, please sign and put your street address on the spaces I've provided at the bottom of this page and put it in my mailbox at 4060 Sunnyside by November 20. I will collect these and give them to the city, where they can serve as a neighborhood petition that demonstrates our opposition. Additionally, you can separately contact Traffic Safety Coordinator Nick Bauler (who has asked for feedback) at 952-826-0349 or nbauler@edinamn.gov Thanks, Please sign below and return to Susan Peterson, 4060 Sunnyside I am opposed to the City's change to allow parking on both sides of Sunnyside Road. Name(s) Street Address /-7/6?--.3 s (4-ot Date: December 3, 2019 Agenda Item #: V.B. To:Mayor and City Council Item Type: From: Item Activity: Subject:Meeting Handout #2 CITY OF EDINA 4801 West 50th Street Edina, MN 55424 www.edinamn.gov ACTION REQUESTED: INTRODUCTION: ATTACHMENTS: Description Meeting Handout #2 R. Castellano, 12-3-2019, Page 1 of 4 Delivered to Council via the online Correspondence Submission Form, and directly via email, for the Tuesday, December 3, 2019 Edina City Council Regular Meeting. Tuesday, December 3, 2019 Mayor and City Council, The 2018 Comprehensive Plan decennial Update document ("2018 Comp Plan") has not yet been finalized, and is scheduled for a final City Council Public Hearing this evening. Upon approval, it will be submitted to the Metropolitan Council for their review and approval. The first draft of the 2018 Comp Plan was posted in March 2019 (the "March 6 Draft"). The main public hearings were held earlier this year at Planning Commission on 4-24-2019 and City Council on 5-7-2019. The hearing draft was the March 6 Draft. The City of Edina (the "City") subsequently issued a 2nd draft in May (the "May 8 Draft") and a 3rd draft in October (the "October 2019 Draft"), but did not disclose what the revisions were. In all three versions, the Comp Plan Update is a draft document of well over 400 pages (436, 436, and 447 pages, respectively). In November 2019, the City posted a redlined version (the "Redline") to show the revisions, and represented that the Redline showed all of the revisions that the City had made since the March 6 Draft. However, I have found that some revisions were not identified in the Redline, and that it appears that the City intended to not publicly disclose some revisions. One undisclosed revision involves the Grandview District. The City Council is poised to approve the 2018 Comp Plan this evening without full disclosure about this matter, and this is especially troubling because it suggests that the City is surreptitiously moving forward with planning for the Grandview Green, a.k.a. "The Lid", a development proposal that has been highly controversial within our community. A chronology of the draft versions, with links: March 7, 2019 The first draft of the 2018 Comp Plan (the March 6 Draft) was publicly posted on March 7, 2019. April 24, 2019 Planning Commission Public Hearing on the draft 2018 Comp Plan • The March 6 Draft was presented for this hearing. Access is via a link in the Agenda Item Cover Sheet: https://edina.novusagenda.conn/AgendaPublic/CoverSheet.aspx?ItemID=6395 &MeetinglD=1075 May 7, 2019 City Council Public Hearing on the draft 2018 Comp Plan. • The March 6 Draft was also presented for the Council hearing. Access is via a link in the Agenda Item Cover Sheet: https://edina.novusagenda.com/AgendaPublic/CoverSheet.aspx?ItemID=6450 &MeetinglD=1094 p a rrs p R. Castellano, 12-3-2019, Page 2 of 4 Posted after May 7, 2019 2nd Draft. The May 8 Draft. Sometime after the City Council's May 7 hearing, the City posted this draft under the link title "Draft Comprehensive Plan 5.8.19" on the Comprehensive Plan webpage: https://www.edi nam n.gov/647/Com prehensive-Pl an . October 2019 3rd Draft. The City posted a new draft (the October 2019 Draft) under the link title: "October 2019 Comprehensive Plan Draft (PDF)" on the Comprehensive Plan webpage: https://www.edinamn.gov/647/Comprehensive-Plan. November 2019 November 2019 The Redline. The City posted the Redline on the Comprehensive Plan webpage under the link title "October 2019 Comprehensive Plan REDLINE (PDF)" at: https://www.edinamn.gov/647/Comprehensive-Plan. The City posted a description of the Redline on the 2018 Comp Plan page of the City's adjunct website "Better Together". It is the first posting under the News Feed tab at: https://www.bettertogetheredina.org/comp-plan-update Below is the text from the post on "Better Together", concerning the Redline: "The redlined versions of each chapter... compare the version revised in May (incorporating comments from the public hearings) with the October 2019 draft. Some chapters were not changed between March and May, so the comparison is actually with the March version of the plan." [CC-1.] The City's confusingly worded description obscures a significant omission. What can be inferred with effort, however, is that some chapters were changed "between March and May", and that the May 8 Draft contains edits that the Redline does not disclose. In fact, three chapters in the May 8 Draft were backdated: the Executive Summary, the Community Profile Chapter (Ch2), and the Land Use Chapter (Ch3). In my 8-29-2019 letter to the City Council, I reported false implications regarding the 50th & France SAP that were created by the backdating of the Land Use Chapter. With that letter, I enclosed a worksheet showing the dates of all the chapters in the May 8 Draft, so I am enclosing the worksheet here, too [CC-2]. Again, one of the undisclosed revisions involves the Grandview District. The Grandview District Development Framework ("Grandview SAP") is a Small Area Plan ("SAP") that was completed in April, 2012. In the March 6 Draft, the Grandview SAP was included in the list of SAPs being incorporated into the 2018 Comp Plan. This can be found on Text Page iii (PDF14) of the Executive Summary, in the bottom half of the page [CC-3]. Scroll Inr 4D 11:50 / 1.50 IS Edina City Council Meeting / Nov. 6, 2019 nn\r V. Community Comment City Council - Wednesda . Nov. 6. 2019 R. Castellano, 12-3-2019, Page 3 of 4 However, on that same Text Page iii of the Executive Summary in the May 8 Draft, the Grandview SAP was deleted. Moreover, the Executive Summary had been backdated to May 6, which was one day prior to the City Council's May 7 public hearing, falsely implying that this version had been subjected to the May 7 hearing [CC-4]. The deletion of the Grandview SAP is not reported in the Redline [CC-5]. In the October 2019 Draft, which is the draft under the Council's consideration this evening, the Grandview SAP remains absent from Text Page iii [CC-6]. (The date in the header is 9-30-2019.) During Community Comment at the November 6, 2019 City Council meeting, I asked if the Redline represented all changes to the March 6 Draft [CC-7]. In response, Mayor Hovland posed my question to Community Development Director Cary Teague. Below I have transcribed the exchange, and you can also listen to it via the link immediately below the picture. https://youtu.be/L. OQAkLRpZc?t=684 Mayor Hovland: I think Ms. Castellano's question was basically, was there, can we, can we, if we look at the October 20-- 2019 redline version of the proposed Comprehensive Plan, does that encompass, does that show all the changes that have been made since there was a version of it on March 6, 2019? Director Teague: Yes, it does. Mayor Hovland: Ok. All right. Director Teague replied with a misstatement of fact, in that his answer was false. A17-- 3 P s R. Castellano, 12-3-2019, Page 4 of 4 Furthermore, a reference unique to the backdated Executive Summary can actually be found in the file name of the Redline. The file name is "All%20Chapters_5-6%20to%209-30_REDLINES". The file is a PDF, so if you remove all of the instances of "%20", the file name reads as follows: "All Chapters_5-6 to 9-30_REDLIN ES". The Executive Summary was the only chapter that was backdated to May 6. It appears to me that the City of Edina has intentionally excluded a specific set of revisions from the Redline. At this time, on the cusp of final approval and submittal to the Metropolitan Council, these revisions, along with the impacts that may result, have not yet been publicly disclosed. I have been able to identify the Grandview SAP as one example that has significant potential implications. I am not able to say whether there are any other significant non-disclosures, as I have not conducted a complete review. Backdating, obfuscation, falsification, and undisclosed planning in a public process. In closing, I will repeat a statement that I previously made on April 2 at City Council, and again on November 13 at Planning Commission. On April 2, during the Council's public hearing for the 50th & France Small Area Plan, based on what I observed to be patterned falsification, I testified: "The City of Edina has demonstrated at this time that they are not capable of conducting a comprehensive plan development, review, and approval process." I call on the City Council to suspend the Comprehensive Planning process, and to maintain it in suspension until such time as the undisclosed revisions have been publicly disclosed and reversed, the reasons for this defective process have been publicly identified and reformed, and until such time as the City provides full disclosure to the public regarding all of the intended changes and other purposes contained in the 2018 Comp Plan, with a public discussion of the associated potential likely implications and impacts. Thank you. Sincerely, Roberta Castellano 4854 France Ave S Edina, MN 55410-1756 Encl: [CC-1]_2019Dec3_CP@BT_NewsFeed_Pg1_Redline [CC-2]_Chapter_Dates_in_May_8_Draft [CC-3]_2018CP_Mar6-DRFT'3-61Text_iii_(PDF14)_Grandview_incorporated [CC-4]_2018CP_May8-DRFT'5-61_Text_iiiiPDF14)_Grandview_is_gone [CC-S]:Redline' _PDF5_Grandview_deletion_not_identified [CC-6]_2018CP_Oct-DRFT'9-30T_Text jiiiPDF15)_Grandview_absent [CC-7]_2019Nov6_Questions_to_CC_re_edits_to_DraftCompPlan Py, 2019_12-3_Responses_to_Edina R. Castellano 12-3-2019 Page 1 of 5 (1) My Submitted Comment about the Staff Presentation Table 3.5 (2) Edina's Response (.3e) tr fl i T --. (3) My Response to Edina e/-------A--r „," 1) falsely reported the Current The graphic referred to (Table 3.5) did not show The graphic I referred to and included with my statement Housing Unit Density range for the correct density in the Medium Density was the Staff Presentation Version of Table 3.5, which Medium Density Residential. Residential category. contained both a "Current Density" column and a going The range shown was 5-20 units per acres for both forward Density column ("Units per Acre 2018 Plan"). the 2008 Comprehensive Plan and the draft 2018 Edina's false reporting of the 5-12 Current Density, as Plan. though it were 5-20, concealed that the Edina's going- forward Density range of 5-20 constituted an increase. The Planning Commission did not intend to increase density in these areas. 2) falsely represented that the City The representation was correct. The Planning The representation was not correct. See above. Had I not is not changing the Density range Commission is not recommending a density caught and addressed this matter, the concealed Density for the Medium Density increase in the Medium Density Residential increase would have been approved. Residential Category going forward. Category. 2019_12-3_Responses_to_Edina R. Castellano 12-3-2019 Page 2 of 5 (1) My Submitted Comment about the Staff Presentation Table 3.5 (2) Edina's Response (3) My Response to Edina Density had been proposed and approved to In the Comp Plan Draft, Edina maintained the Max Density increase in the small area plans outside of the of 100 in spite of the Council's vote to approve the lesser Greater Southdale Area. (44th & France, 70th and Max Density of 75. This was further complicated by the Cahill) backdating of the 2nd Draft (The "May 8 Draft"). In my 8- 29-2019 lette to Council, I addressed this matter in The 50th and France area was reduced by City greater depth nd described the false implications that Council from a maximum of 100 units per acre to resulted fro the backdating. 3) falsely reported that the increases in Density only impact land within the Greater Southdale 75. The High-Density Residential category was also -71,, Lepoi u5L, £ho SrAr- 74. f If the Density increase is limited to those areas, then Edina Area. increased from 12 to 30 units per acre to 20-60 still has it wrong in the Comp Plan, because Edina has units per acre in the Grandview area and Highway represented an across the board increase, and there are 62 & Tracy Avenue. several High-Density Residential locations in the City of Edina. The vast majority of the density increases are Doesn't matter. Edina falsely stated that the increases within the Greater Southdale Area. "are entirely within the Greater Southdale Area." 4) falsely represented that the Greater Southdale District Residential was not a So I was correct, thank you. Greater Southdale District land use category in the 2008 Comprehensive Residential was a pre-existing category. Plan. The High-Density Residential land use in the Southdale District was recategorized in the 2018 plan as Greater Southdale District Residential, along with an increase of density from 12 to 30 units per acre to 50 to 100 units per acre. 2019_12-3_Responses_to_Edina R. Castellano 12-3-2019 Page 3 of 5 (1) My Submitted Comment about the Staff Presentation Table 3.5 (2) Edina's Response (3) My Response to Edina 5) falsely represented the Density When the City Council approved the Small Area See my comments about 50th & France above. going forward for 50th & France, as compared to what the City Plan for 50th and France, the density was reduced from a maximum of 100 units per acre to 75 units Furthermore, the issue of how the Max Density ever came to be 100 is a matter yet to be addressed. actually entered into the Draft per acre. The draft plan includes the reduced Comp Plan—something I subsequently addressed. density that was approved by the City Council. 6 and 7) falsely represented the The existing Mixed-Use Center at Southdale was Edina's response was not fully forthcoming. going forward Density and the transitioned to the Community Activity Center You don't see it in Edina's response at left, but the fact is going forward Land Use Category, for the Mixed-Use Center at since the allowed land uses within those categories were the same, and to reflect updated that Edina is increasing the Minimum Density of what has been the Southdale Mixed Use Center, from Min 12 up to Southdale, as compared to what guidance from the small area planning process. a new Min of 90. I'm still seeing some recurring problems the City has actually entered in the regarding disclosure. Draft Comp Plan. The density in what was the Mixed-Use Center (and later became the Community Activity Center) Edina is also changing the Land Use Category, from remained the same with a maximum density of Southdale Mixed Use Center to Community Activity 150 units per acre. Center. The method by which this has been accomplished appears as a surreptitious action. The area that was Community Activity Center in the 2008 Plan was increased from 12 to 105 units per acre to 90 to 150 units per acre. 2019_12-3_Responses_to_Edina R. Castellano 12-3-2019 Page 4 of 5 (1) My Submitted Comment about the Staff Presentation Table 3.5 (2) Edina's Response (3) My Response to Edina There is no increase in area or change to the The 16 and 46 acres (62 total) at 50th & France and at boundaries of the Mixed-Use Center in either Grandview, come from Edina's 2017 Comprehensive Plan Grandview or 50th and France. Amendment application form filed with the Met Council. The difference appears to be the result in a change "Appears to be" does not provide the clarity and how acreage was calculated between the previous and current Comprehensive Plan. certainty that this matter can have and should have. 9) concealed a 7-acre increase in Given the matter of non-disclosure of some revisions to the number of acres assigned to the Mixed-Use Center Land Use Numbers in the current plan are based on updated GIS analysis of the parcel layer shown on the map. the Comp PLan draft, one of which involves Grandview, answers from the City of Edina must be received with Category at either or both the renewed skepticism. I addressed this matter in my letter Grandview and 50th & France to Council of 12-3-2019 (today). Districts, and at this time, I haven't learned which one or both. Well, then, let's find out what the numbers are. The public still does not know what the 69 combined acres in the Draft Comp Plan means. How many acres each at 50th & France and how many at Grandview? For one example. Further, Edina needs to disclose what areas those 69 acres represent. 2019_12-3_Responses_to_Edina R. Castellano 12-3-2019 Page 5 of 5 (1) My Submitted Comment about the Staff Presentation Table 3.5 (2) Edina's Response (3) My Response to Edina 10) Ms. Castellano questioned if The area over Highway 100 that was part of what It may not be in the present, but again, we need to learn properties on Maple Road or the had been referred to as the "lid" is not part of the what those 69 acres represent. lid account for the increase in Grandview Mixed Use area. acres mentioned in 9) above The boundary at the Mixed-Use Center for 50th What are the boundaries for the 50th & France MXC? The and France has not been expanded to include low 50th & France SAP did not provide the boundaries. The density residential properties along Maple Road. SAP only reported "Study Area" boundaries. I also asked about West 49th Street at50th & France, and Hankerson at Grandview. A response would be appreciated. • Units per acre were all approved as part of each Small Area Plan. • 7% of Edina has been guided for increased density • 93% of Edina will remain guided for no change in density or will experience a decrease. • Suggested ranges do not mean that is the density for a site. Number of units allowed on sites is a decision of the City Council in a Rezoning application. Land Use Guide Changes Table 3.5: Guided Land Category Use Acres Current Density Units Per Acre 2018 Plan Acres % of Total Acres Low Density Residential 1-5 1-5 4,613 45.1% Low Density Attached Residential 4-8 4-8 126 1.2% Medium Density Residential 5-20 5-20 225 2.2% High Density Residential 12-30 20-60 179 1.7% Greater Southdale District Residential 12-30 50-100 68 0.7% Office Residential 12-30 20-75 315 3.1% Office 69 0.7% Neighborhood Node — 70th & Cahill Neighborhood Node — Vllyvw/Wddale Neighborhood Node — 44th & France 10-50 Up to 30 units 12 and up 10-50 Up to 30 units 12 and up 26 0.3% Mixed-use Center — Grandview Mixed-use Center — 50th and France 20-100 20-100 -11. (Mt, 69 0.7% Community Activity Center Mixed use Center - Southdale 12-105 12-150 90-150 12-150 135 93 228 1.29% .9% 2.2% Industrial 279 2.7% Open Space and Parks 1,312 12.8% Public/Semi Public 561 5.5% Regional Medical 12-80 50-100 45 0.4% Right-of-Way 2,111 20.6% Total 10,224 100.0% 7% of the land Area in Edina is proposed for a density increase. These areas are entirely within the Greater Southdale Area. R. Castellano, 11-13-2019, Page 1 of 2 Read during the Wed. Nov. 13, 2019 Planning Commission Public Hearing for the decennial Comprehensive Plan Update (2018 Comprehensive Plan). Written copy submitted via the Online Correspondence Submission Form to Planning Commission and City Council on Mon. Nov. 18, 2019 Wednesday, November 13, 2019 Planning Commission, Over the course of the past year, I have repeatedly raised concerns about how the City has been conducting the Comprehensive Planning process, and this remains a chief concern. Two Comprehensive Plan public hearings were conducted earlier this year on April 24 at Planning Commission and May 7 at City Council. As just one example of problems, I would like to review Page 13 of the Staff Presentation for both hearings [ATT-1]. In just this one page, the City of Edina: 1) falsely reported the Current Housing Unit Density range for Medium Density Residential. 2) falsely represented that the City is not changing the Density range for the Medium Density Residential Category going forward. 3) falsely reported that the increases in Density only impact land within the Greater Southdale Area. 4) falsely represented that the Greater Southdale District Residential was a pre-existing category. 5) falsely represented the Density going forward for 50th & France, as compared to what the City actually entered into the Draft Comp Plan—something I subsequently addressed. 6 and 7) falsely represented the going forward Density and the going forward Land Use Category, for the Mixed-Use Center at Southdale, as compared to what the City has actually entered in the Draft Comp Plan. 8) falsely represented that the City is not proposing to change the Land Use Category of any land in the City, which also contradicts a statement of intent that is found in the Draft Plan. 9) concealed a 7-acre increase in the number of acres assigned to the Mixed-Use Center Land Use Category at either or both the Grandview and 50th & France Districts, and at this time, I haven't learned which one or both. Arr-.2 , For 11 R. Castellano, 11-13-2019, Page 2 of 2 In short, the City of Edina has been concealing information from the public, undermining the public's ability to effectively participate in the Comprehensive Planning process. On April 2, 2019, during the Council's public hearing for the 50th & France Small Area Plan, based on what I observed to be patterned falsification, I testified: "The City of Edina has demonstrated at this time that they are not capable of conducting a comprehensive plan development, review, and approval process." I call on the Planning Commission to suspend the Comprehensive Planning process, and to maintain it in suspension until such time as the reason for these defects has been publicly identified and reformed, and until such time as the City provides full disclosure to the public regarding all of the intended changes and other purposes contained in the Update. Thank you. Sincerely, Roberta Castellano 4854 France Ave S Edina, MN 55410-1756 I Date: December 3, 2019 Agenda Item #: V.C. To:Mayor and City Council Item Type: Other From:Sharon Allison, City Clerk Item Activity: Subject:City Manager's Response to Community Comment Information CITY OF EDINA 4801 West 50th Street Edina, MN 55424 www.edinamn.gov ACTION REQUESTED: None. INTRODUCTION: City Manager Neal will respond to community comment from the previous week's meeting. Date: December 3, 2019 Agenda Item #: VI.A. To:Mayor and City Council Item Type: Minutes From:Sharon Allison, City Clerk Item Activity: Subject:Approve Minutes: Town Hall, Nov. 16, Work Session and Regular Meeting, Nov. 19, 2019 Action CITY OF EDINA 4801 West 50th Street Edina, MN 55424 www.edinamn.gov ACTION REQUESTED: Approve minutes as presented. INTRODUCTION: ATTACHMENTS: Description Draft: Town Hall Minutes, Nov. 16, 2019 Draft: Work Session Minutes, Nov. 19, 2019 Draft: City Council Minutes, Nov. 19, 2019 MINUTES OF THE TOWN HALL MEETING OF THE EDINA CITY COUNCIL HELD AT SENIOR CENTER NOVEMBER 16, 2019 10:00 A.M. TO 12:00 NOON Council attendance: Members Fischer, Anderson, Staunton, Brindle and Mayor Hovland. Staff attendance: City Manager Scott Neal, and City Clerk Sharon Allison. The Mayor explained the purpose of the town hall meeting was to allow a free flow of questions between residents and Council. Approximately 13 residents attended the meeting and asked a variety of questions that included the following: • Concerned with City assuming role of developer for 4040 W. 70th Street. • How to fix the reading curriculum in the School District. • Bike and pedestrian safety. • Why were hydrants covered with plastic bags? • Status of refugee settlement for the State of Minnesota and how many refugees would Edina take. • During work session with Rep. Omar, Council should have asked for money to build a fire station. • Status of Local Option Sales Tax. • Tax levy increasing, adding more taxes such as park referendum, increase use of Tax Increment Financing Funds (TIFF) and impacts to residents on a fixed income. • Reducing spending to reduce taxes. • Communicate accurate TIFF amount that the City was obligated to pay including borrowing costs. • Why were town hall meetings so poorly attended? • City should be more involved with the planning of the Southdale Library reconstruction at Southdale Mall. • Frequent use of TIFF. • Arden Park project: a skeptic liked the result. • Reorganizing trash collection. • Reducing speed limit on Vernon Avenue to 30 mph the entire length of the roadway. • Congestion created when narrowing streets from 4- to 2-lanes, e.g. France Avenue near West 50th Street. The Mayor thanked everyone for attending. The meeting ended at noon. Respectfully submitted, _________________________________ Sharon Allison, City Clerk Minutes approved by Edina City Council, December 3, 2019. ___________________________________ James B. Hovland, Mayor MINUTES OF THE WORK SESSION OF THE EDINA CITY COUNCIL TUESDAY, NOVEMBER 19, 2019 5:30 P.M. Mayor Hovland called the meeting to order at 5:36 p.m. ROLL CALL Answering roll call were Members Anderson, Brindle, Fischer and Mayor Hovland. Absent: Member Staunton. Staff attending the meeting were: Scott Neal, City Manager; Lisa Schaefer, Assistant City Manager; Emily Bodeker, Assistant City Planner; Perry Vetter, Parks & Recreation Director; Heidi Lee, Race & Equity Coordinator; Andrew Scipioni, Transportation Planner; Jeff Brown, Community Health Administrator; Cary Teague, Community Development Director; MJ Lamon, Community Engagement Coordinator; Casey Casella, City Management Fellow; Susan Tarnowski, Art Center General Manager; Ryan Browning, IT Manager; Jennifer Bennerotte, Communication & Technology Director; and Sharon Allison, City Clerk. 2020 Commission Proposed Work Plans City Manager Neal explained that staff worked with the commissions to understand how their proposed work plans fits into citywide goals. City Manager Neal said several changes for 2020 were limiting cross- commission work because it was not effective in 2019, determine if a proposed work plan should be a staff work plan, clarify commissions’ role as advisor versus performing the work, and identify common themes. For example, trees were in several work plans and it would be more effective if staff identified a citywide goal related to trees. Community Engagement Coordinator Lamon presented the proposed work plans to Council. Council offered feedback. The final work plans will be presented to Council on Dec. 3 for approval. ADJOURNMENT Mayor Hovland adjourned the meeting at 6:25 p.m. Respectfully Submitted, _____________________________________ Sharon Allison, City Clerk Minutes approved by the Edina City Council Dec. 3, 2019. _____________________________ James B. Hovland, Mayor Page 1 MINUTES OF THE REGULAR MEETING OF THE EDINA CITY COUNCIL HELD AT CITY HALL NOVEMBER 19, 2019 7:00 P.M. I. CALL TO ORDER Mayor Hovland called the meeting to order at 7:00 p.m. II. ROLLCALL Answering rollcall were Members Anderson, Brindle, Fischer, Hovland. Absent: Member Staunton. III. PLEDGE OF ALLEGIANCE IV. MEETING AGENDA APPROVED AS PRESENTED Member Brindle made a motion, seconded by Member Fischer, to approve the meeting agenda as presented. Ayes: Anderson, Brindle, Fischer, Hovland Motion carried. V.A. COMMUNITY COMMENT Rick Cousins, 5412 York Avenue South, addressed the Council. Janet Kitui, 7201 York Avenue South, #519, addressed the Council. Roberta Castellano, 4854 France Avenue South, addressed the Council. Keith Friede, 5041 William Avenue, addressed the Council. Frank Lorenz, 7151 York Avenue South, addressed the Council. V.B. CITY MANAGER’S RESPONSE TO COMMUNITY COMMENTS Manager Neal responded to past Community Comments. VI. CONSENT AGENDA ADOPTED AS AMENDED Member Anderson made a motion, seconded by Member Fischer, approving the consent agenda as revised to remove Item VI.P, Resolution No. 2019-101; Cancelling Public Improvement Hearing for Melody Lake A and Grandview A Neighborhood Roadway Reconstruction, as follows: VI.A. Approve minutes of the October 29, 2019, Virtual Town Hall and November 6, 2019, Work Session and Regular Meeting VI.B. Approve payment claims for check register claims pre-list dated November 7-14, 2019 totaling $1,899,023.89 and electronic payment register dated November 7-14, 2019, totaling $251,058.03 VI.C. Adopt Ordinance No. 2019-15; Amending City Code Chapters 2 and 20 Fees and Organics Recycling VI.D. Approve Citywide Recycling Contract VI.E. Adopt Resolution No. 2019-102; Setting Polling Locations for Edina VI.F. Approve Change of Officers for Galleria Hotel LLC dba Westin Edina Galleria’s Liquor License VI.G. Approve Easement and Maintenance Agreement with Edina Market Street, LLC Minutes/Edina City Council/November 19, 2019 Page 2 VI.H. Approve Joint Powers Agreement with the City of Richfield VI.I. Adopt Resolution No. 2019-103; Requesting Variance from State Aid Standards for West 58th Street from Wooddale Avenue to Xerxes Avenue VI.J. Approve Request for Purchase, awarding the bid to the recommended low bidder, ESRI GIS Enterprise License Agreement, Environmental Systems Research Institute, Inc., $124,671.00 VI.K. Approve Request for Purchase, awarding the bid to the recommended low bidder, Multi-Use Vehicle for Maintenance of 50th and France Area, Cushman Motors, $34,603 VI.L. Approve Request for Purchase, awarding the bid to the recommended low bidder, Four Water Tower Mixers, Medora Corporation, $34,320.00 VI.M. Approve Request for Purchase, awarding the bid to the recommended low bidder, Wells No. 13 and 16 Rehabilitation, Keys Well Drilling, $39,530 VI.N. Approve Request for Purchase, awarding the bid to the recommended low bidder, Audit Services, CliftonLarsonAllen LLP for a five-year term, $243,130 VI.O. Approve Memorandum of Understanding with Hennepin County for Maintenance of Donated Bench VI.P. Resolution No. 2019-101; Cancelling Public Improvement Hearing for Melody Lake A and Grandview A Neighborhood Roadway Reconstruction VI.Q. Approve Access Easement Agreement with Doran-KM2 Edina, LLC VI.R. Approve Revised Site Improvement Plan Agreement for 3650 Hazelton Road, Guitar Center Site VI.S. Adopt Resolution No. 2019-105; Rescheduling Public Hearing Date for Amundson Avenue Tax Increment Financing District Rollcall: Anderson, Anderson, Brindle, Fischer, Hovland Motion carried. VI.P. RESOLUTION NO. 2019-101; CANCELLING PUBLIC IMPROVEMENT HEARING FOR MELODY LAKE A AND GRANDVIEW A NEIGHBORHOOD ROADWAY RECONSTRUCTION – ADOPTED The Council asked staff to explain the public improvement hearing cancelation request. Engineering Director Millner said a petition had not been received but the project was on the agenda to hear resident concerns and request to delay the project until 2021 in order to merge it with another neighborhood project to the south and avoid construction impacts for two years. Member Brindle introduced and moved adoption of Resolution No. 2019-101, Cancelling Public Improvement Hearing for Melody Lake A and Grandview A Neighborhood Roadway Reconstruction. Member Fischer seconded the motion. Ayes: Anderson, Brindle, Fischer, Hovland Motion carried. VII. PUBLIC HEARINGS HELD – Affidavits of Notice presented and ordered placed on file. VII.A. RESOLUTION NO. 2019-91, PRELIMINARY AND FINAL PLAT FOR SOUTHDALE OFFICE CENTER, 6600 FRANCE AVENUE – ADOPTED Community Development Director Teague shared that Wildamere Capital Management, on behalf of the Southdale Office Partners, LLC, was requesting a subdivision to create a new lot for the recently constructed Bank of America, located at the north west corner of 69th Street and France Avenue. He stated there was no proposed development associated with this request and the purpose of the request was simply to create a separate lot for the existing Bank of America. Mr. Teague explained that because the property was never platted, the City had the authority to collect park dedication fees but in 1957, former owners of this property, Dayton's and the Southdale Realty Company, gifted the City 24.2 acres of land and 10.4 acres of land was sold to the City for $50,000 for what became Rosland Park. He explained while this gift was not considered park dedication as part of any platting process, it was a significant contribution to the City's park system by the previous land owner. The proposal was simply to divide off a separate parcel for Bank of America and Statute required park dedication fees must bear a rough Minutes/Edina City Council/November 19, 2019 Page 3 proportionality to the need created by the proposed subdivision. Since the subdivision would not result in any new development, it would not create any additional need for parks and provided an argument for the Council to waive the park dedication fee. The Council asked for an estimate of the waived park dedication fee. Mr. Teague replied the fee would be $159,537.00 and any future development where a new lot or building would be created would require park dedication fees at that time. The Council spoke about the possibility of precedent for request to waive future park dedication fees. City Attorney Knutson advised Statutes and ordinances could change but noted the City would be applying the law as it was today and with no new development, it was not appropriate to charge park dedication fees at this time. Shawn Smith, Vice President Wildamere Capital Management, LLC, shared they were available for questions. Mayor Hovland opened the public hearing at 7:37 p.m. Public Testimony No one appeared. Member Brindle made a motion, seconded by Member Fischer, to close the public hearing. Ayes: Anderson, Brindle, Fischer, Hovland Motion carried. Member Fischer introduced and moved adoption of Resolution No. 2019-91 Approving a Preliminary & Final Plat at 6600 France Avenue subject to a condition that park dedication fee of $159,537 shall be paid at the time the City releases the final plat. Member Brindle seconded the motion. The Council asked about the motion subject to the condition of park dedication and suggested the action be taken in two motions, one to waive park dedication fees and the other to adopt the resolution. Mr. Teague clarified that the Council could remove the amount from the resolution and the applicant pay no park dedication fee at this time or the Council could delete the proposed condition. Manager Neal explained the reason an amount had been included was because staff felt a park dedication fee could be collected but upon additional research, discovered the City could not. He suggested amending the motion by deleting text after “plat” and removing the condition in its entirety. The Council confirmed the motion would not preclude future park dedication being paid and the motioner and seconder accepted the friendly amendment to delete the proposed condition. Rollcall: Ayes: Anderson, Brindle, Fischer, Hovland Motion carried. VIII. CORRESPONDENCE AND PETITIONS VIII.A. MELODY LAKES NEIGHBORHOOD STREET RECONSTRUCTION PETITION – RECEIVED Mr. Millner explained the Melody Lakes Neighborhood petition was submitted to Council at the November 6, 2019 Council meeting which requested that Council consider combining the Melody Lakes road construction project into one year starting in 2021. He noted that adoption of Resolution No. 2019- 101 cancelled the December 9, 2019, public hearing and scheduled the project for 2021. Member Fischer made a motion, seconded by Member Brindle, to receive the Melody Lakes Minutes/Edina City Council/November 19, 2019 Page 4 Neighborhood Street Reconstruction Petition and forward it to the Engineering Department for consideration. Ayes: Anderson, Brindle, Fischer, Hovland Motion carried. VIII.B. PROSPECT KNOLLS A NEIGHBORHOOD STREET RECONSTRUCTION PETITION – RECEIVED Mr. Millner stated petitioners were requesting that Prospect Knolls A be removed from the planned reconstruction effort scheduled for summer 2020 and instead be maintained through an effective mill and overlay procedure. Member Anderson made a motion, seconded by Member Fischer, to receive the Prospect Knolls A Neighborhood Street Reconstruction Petition and forward it to the Engineering Department for consideration. Ayes: Anderson, Brindle, Fischer, Hovland Motion carried. VIII.C. CORRESPONDENCE - Received Mayor Hovland acknowledged the Council’s receipt of various correspondence. VIII.D. MINUTES – Received 1. ARTS AND CULTURE COMMISSION, JUNE 28, 2018 – SEPTEMBER 26, 2019 2. COMMUNITY HEALTH COMMISSION, JULY 8, AUGUST 5, SEPTEMBER 9, 2019 3. PARKS AND RECREATION COMMISSION, OCTOBER 7, 2019 4. ENERGY AND ENVIRONMENT COMMISSION, OCTOBER 10, 2019 Informational; no action required. IX. AVIATION NOISE UPDATE – Received X. MAYOR AND COUNCIL COMMENTS – Received XI. MANAGER’S COMMENTS – Received XI.A. VIRTUAL TOWN HALL DEBRIEF Mr. Neal shared a virtual town hall debrief with the Council. XII. CITY COUNCIL UPCOMING MEETINGS AND EVENTS – Received XIII. ADJOURNMENT There being no further business on the Council Agenda, Mayor Hovland declared the meeting adjourned at 7:59 p.m. Respectfully submitted, Sharon Allison, City Clerk Minutes approved by Edina City Council, December 3, 2019. James B. Hovland, Mayor Video Copy of the November 19, 2019, meeting available. Date: December 3, 2019 Agenda Item #: VI.B. To:Mayor and City Council Item Type: Claims From:Don Uram, Finance Director Item Activity: Subject:Approve Payment of Claims Action CITY OF EDINA 4801 West 50th Street Edina, MN 55424 www.edinamn.gov ACTION REQUESTED: Approve claims for payment: Check Register Claims Pre-List Dated 11.21.19-11.27.19 TOTAL $2,332,933.73 Electronic Payment Register Dated 11.21.19-11.27.19 TOTAL $184,397.28 Credit Card Transactions 08272019-09252019 TOTAL $63,749.68 INTRODUCTION: Claim information for approval is attached. ATTACHMENTS: Description Check Register Claims Pre-List Dated 11.21.19-11.27.19 TOTAL $2,332,933.73 Electronic Payment Register Dated 11.21.19-11.27.19 TOTAL $184,397.28 Credit Card Transactions 08272019-09252019 TOTAL $63,749.68 11/26/2019CITY OF EDINA 16:14:44R55CKS2LOGIS100 1Page -Council Check SummaryNote: Payment amount may not reflect the actual amount due to data sequencing and/or data selection. 11/27/201911/21/2019 - Company Amount 272,076.7401000GENERAL FUND 1,780.0002300POLICE SPECIAL REVENUE 483.0502500PEDESTRIAN AND CYCLIST SAFETY 450.0003100GENERAL DEBT SERVICE FUND 189,340.1204000WORKING CAPITAL FUND 36,001.3204100PIR CONSTRUCTION FUND 221,687.5004200EQUIPMENT REPLACEMENT FUND 711.5405100ART CENTER FUND 3,205.1305200GOLF DOME FUND 286.1505300AQUATIC CENTER FUND 47,579.5805400GOLF COURSE FUND 12,349.4905500ICE ARENA FUND 14,894.6205550SPORTS DOME FUND 7,117.7605700EDINBOROUGH PARK FUND 12,925.9205750CENTENNIAL LAKES PARK FUND 476,495.5105800LIQUOR FUND 394,238.3805900UTILITY FUND 29,202.9205930STORM SEWER FUND 40,461.4805950RECYCLING FUND 375,284.8406000RISK MGMT ISF 21,043.0207400PSTF AGENCY FUND 7,988.1007500MN TASK FORCE 1 FUND 85,146.2709232CENTENNIAL TIF DISTRICT 40,008.6109248WEST 76TH STREET TIF DISTRICT 42,175.6809900PAYROLL FUND Report Totals 2,332,933.73 11/26/2019CITY OF EDINA 16:14:29R55CKR2LOGIS101 1Page -Council Check Register by GL Council Check Register by Invoice & Summary 11/27/201911/21/2019 -- Inv No Account No Account Description Business UnitDoc NoCheck #PO #SubledgerSupplier / ExplanationDateAmount 441215 11/21/2019 145950 AARP DRIVER SAFETY PROGRAM 295.00 AARP SMART DRIVING 506363 11072019 1628.6103 PROFESSIONAL SERVICES SENIOR CITIZENS 295.00 441216 11/21/2019 129458 ACME TOOLS 299.00 BAND SAW 506997 7074823 1553.6585 ACCESSORIES EQUIPMENT OPERATION GEN 299.00 441217 11/21/2019 143143 ACT CLEANING SERVICE 3,215.40 CLEANING SERVICE 506669 INV-1286 5511.6103 PROFESSIONAL SERVICES ARENA BLDG/GROUNDS 3,215.40 441218 11/21/2019 144139 ADRIATIC CONSTRUCTION 10,000.00 ESCROW REFUND FROM NEW SFD 506926 ED166989-REFUND 1495.4109 CONSTRUCTION DEPOSIT INSPECTIONS 10,000.00 441219 11/21/2019 100620 AIM ELECTRONICS INC. 60.00 BACK YARD SCORE BOARD ANTENA 506364 42193 5511.6406 GENERAL SUPPLIES ARENA BLDG/GROUNDS 60.00 441220 11/21/2019 139129 ALERUS RETIREMENT AND BENEFITS 204.00 OCT ALERUS INVOICE 506495 C86407 1556.6160 DATA PROCESSING EMPLOYEE SHARED SERVICES 204.00 441221 11/21/2019 141768 ALTEC INDUSTRIES INC. 53.82 CAMLOCKS, ADAPTERS 506365 11283286 1553.6530 REPAIR PARTS EQUIPMENT OPERATION GEN 50.48 NOZZLES 506366 11283787 1553.6530 REPAIR PARTS EQUIPMENT OPERATION GEN 68.53 FITTING, BUSHING 506918 11290806 1553.6530 REPAIR PARTS EQUIPMENT OPERATION GEN 52.12 HOSE LUG 506988 11291542 5765.6530 REPAIR PARTS PROMENADE EXPENSES 224.95 441222 11/21/2019 141960 AMAZON CAPITAL SERVICES 9.94 TB CLEANER 506369 14NK-N183-QWKW 5761.6511 CLEANING SUPPLIES CENTENNIAL LAKES OPERATING 124.40 SOCKET SET 506372 16DD-HYP6-T6J3 1553.6556 TOOLS EQUIPMENT OPERATION GEN 31.41 WIPER ARM 506998 19KC-MXFJ-W7JG 1553.6530 REPAIR PARTS EQUIPMENT OPERATION GEN 57.81 CLEAN CAB CONCEPT SUPPLIES 506867 1CVD-RCLT-GTWV 1470.6406 GENERAL SUPPLIES FIRE DEPT. GENERAL 19.98 BBALL SCOREBOOKS 506368 1G36-9QK7-VD4X 1621.6406 GENERAL SUPPLIES ATHLETIC ACTIVITIES 53.82 OFFICE SUPPLIES 506374 1KJ1-G9R7-VYCR 1554.6406 GENERAL SUPPLIES CENT SERV GEN - MIS 45.56 REPLACEMENT KEYBOARD 506855 1MM3-CT1V-X4J7 1554.6710 EQUIPMENT REPLACEMENT CENT SERV GEN - MIS 24.99 WIRELESS PUMP 506999 1N44-LJQG-T33Y 1553.6530 REPAIR PARTS EQUIPMENT OPERATION GEN 126.60 MNTF-1 CONSUMABLES 506865 1P4T-PDF9-4N4W 1470.6406 GENERAL SUPPLIES FIRE DEPT. GENERAL 11/26/2019CITY OF EDINA 16:14:29R55CKR2LOGIS101 2Page -Council Check Register by GL Council Check Register by Invoice & Summary 11/27/201911/21/2019 -- Inv No Account No Account Description Business UnitDoc NoCheck #PO #SubledgerSupplier / ExplanationDateAmount 441222 11/21/2019 141960 AMAZON CAPITAL SERVICES Continued... 13.94 EXTENTION CORD - DOME 506291 1P4T-PDF9-GDT7 5210.6406 GENERAL SUPPLIES GOLF DOME PROGRAM 138.19 WIPER MOTOR 506373 1PCW-QW97-NTYL 1553.6530 REPAIR PARTS EQUIPMENT OPERATION GEN 176.24 506367 1PT4-TGJM-G9L3 1490.6406 GENERAL SUPPLIES PUBLIC HEALTH 49.47 REPL ACCESSORIES 506375 1PT4-TGJM-J334 1554.6710 EQUIPMENT REPLACEMENT CENT SERV GEN - MIS 52.09 SPRAY BOTTLES 506670 1VWQ-MVXC-N4K4 5720.6406 GENERAL SUPPLIES EDINBOROUGH OPERATIONS 46.62 FOLDING TABLE FOR AGENDA EDINA 506854 1W97-NPGW-TJTC 1130.6410 VIDEO PRODUCTION SUPPLIES COMMUNICATIONS 200.00 MUDFLAPS 507000 1XL1-3MVP-WVDQ 1553.6585 ACCESSORIES EQUIPMENT OPERATION GEN 33.97 506290 1XMD-X9MR-7YL6 1400.6406 GENERAL SUPPLIES POLICE DEPT. GENERAL 45.99 VIDEO ADAPTER FOR PLANNING 506370 1XMD-X9MR-WMCP 1140.6106 MEETING EXPENSE PLANNING 137.97 VIDEO ADAPTER SUPPLIES 506370 1XMD-X9MR-WMCP 1554.6406 GENERAL SUPPLIES CENT SERV GEN - MIS 38.50 WHEEL SPACERS 506371 1YH7-YXXQ-3JY4 1553.6530 REPAIR PARTS EQUIPMENT OPERATION GEN 1,427.49 441223 11/21/2019 101115 AMERIPRIDE SERVICES INC. 228.14 LAUNDRY 506936 1004638810 1470.6201 LAUNDRY FIRE DEPT. GENERAL 228.14 441224 11/21/2019 146338 AMERIPUMPS 125.57 SEALS, O RINGS 506914 13657 1553.6530 REPAIR PARTS EQUIPMENT OPERATION GEN 125.57 441225 11/21/2019 114475 ARMOR SECURITY INC. 623.40 ARDEN SHELTER FIRE MONITOR 506671 41281 47106.6710 EQUIPMENT REPLACEMENT Arden Park Shelter and Imp 623.40 441226 11/21/2019 132031 ARTISAN BEER COMPANY 1,800.60 18373 506586 3384640 5800.1354 INVENTORY BEER LIQUOR BALANCE SHEET 1,925.45 18524 506292 3386202 5800.1354 INVENTORY BEER LIQUOR BALANCE SHEET 410.00 18572 506588 3386203 5800.1354 INVENTORY BEER LIQUOR BALANCE SHEET 410.00 18568 506722 3386204 5800.1354 INVENTORY BEER LIQUOR BALANCE SHEET 2,976.85 18527 506828 3386206 5800.1355 INVENTORY MIX & MISC LIQUOR BALANCE SHEET 3,171.50 18525 506721 3386207 5800.1354 INVENTORY BEER LIQUOR BALANCE SHEET 64.84-2048 506587 473910 5800.1354 INVENTORY BEER LIQUOR BALANCE SHEET 10,629.56 441227 11/21/2019 146315 ASCHEMAN, JAMES 1,752.00 506871 AMBULANCE REFUND 1470.4329 AMBULANCE FEES FIRE DEPT. GENERAL 1,752.00 11/26/2019CITY OF EDINA 16:14:29R55CKR2LOGIS101 3Page -Council Check Register by GL Council Check Register by Invoice & Summary 11/27/201911/21/2019 -- Inv No Account No Account Description Business UnitDoc NoCheck #PO #SubledgerSupplier / ExplanationDateAmount 441228 11/21/2019 102774 ASPEN WASTE SYSTEMS Continued... 1,085.13 506376 1-146354110119 7411.6182 RUBBISH REMOVAL PSTF OCCUPANCY 1,085.13 441229 11/21/2019 101718 AUTO PLUS - FORMERLY PARTS PLUS 31.29 FILTERS 506377 038015290 1553.6530 REPAIR PARTS EQUIPMENT OPERATION GEN 13.26 ENGINE OIL DYE 506992 038016567 1553.6530 REPAIR PARTS EQUIPMENT OPERATION GEN 12.18 DYE 506993 038016586 1553.6530 REPAIR PARTS EQUIPMENT OPERATION GEN 56.73 441230 11/21/2019 102195 BATTERIES PLUS 57.60 506858 P20977783 1400.6406 GENERAL SUPPLIES POLICE DEPT. GENERAL 57.60 441231 11/21/2019 111316 BENTON COUNTY 300.00 OUT OF COUNTY WARRANT 506857 11152019 1000.2055 DUE TO OTHER GOVERNMENTS GENERAL FUND BALANCE SHEET 300.00 441232 11/21/2019 131191 BERNATELLO'S PIZZA INC. 624.00 PIZZA 506673 4853459 5730.5510 COST OF GOODS SOLD EDINBOROUGH CONCESSIONS 312.00 CONCESSIONS FOOD 506674 4854105 5520.5510 COST OF GOODS SOLD ARENA CONCESSIONS 936.00 441233 11/21/2019 126847 BERRY COFFEE COMPANY 581.64 CONCESSIONS FOOD 507013 707316 5520.5510 COST OF GOODS SOLD ARENA CONCESSIONS 581.64 441234 11/21/2019 142153 BLACK STACK BREWING INC. 189.00 18464 506594 5835 5800.1354 INVENTORY BEER LIQUOR BALANCE SHEET 189.00 441235 11/21/2019 124534 BLACKSTONE CONTRACTORS LLC 17,845.20 PAY #1 506293 10312019 01267.1705.30 CONTRACTOR PAYMENTS MSA Maintenance Projects 17,845.20 441236 11/21/2019 105367 BOUND TREE MEDICAL LLC 111.86 AMBULANCE SUPPLIES 506677 83296837 1470.6510 FIRST AID SUPPLIES FIRE DEPT. GENERAL 111.86 441237 11/21/2019 119351 BOURGET IMPORTS 29.75 18431 506595 166070 5822.5513 COST OF GOODS SOLD WINE 50TH ST SELLING 11/26/2019CITY OF EDINA 16:14:29R55CKR2LOGIS101 4Page -Council Check Register by GL Council Check Register by Invoice & Summary 11/27/201911/21/2019 -- Inv No Account No Account Description Business UnitDoc NoCheck #PO #SubledgerSupplier / ExplanationDateAmount 441237 11/21/2019 119351 BOURGET IMPORTS Continued... 5,569.28 18431 506595 166070 5800.1353 INVENTORY WINE LIQUOR BALANCE SHEET 24.50 18414 506596 166107 5842.5513 COST OF GOODS SOLD WINE YORK SELLING 2,225.52 506596 166107 5800.1353 INVENTORY WINE LIQUOR BALANCE SHEET 31.50 17496 506729 166160 5862.5513 COST OF GOODS SOLD WINE VERNON SELLING 5,602.88 17496 506729 166160 5800.1353 INVENTORY WINE LIQUOR BALANCE SHEET 13,483.43 441238 11/21/2019 124291 BREAKTHRU BEVERAGE MINNESOTA 10.54 18301 506601 1081053552 5822.5512 COST OF GOODS SOLD LIQUOR 50TH ST SELLING 1,212.40 18301 506601 1081053552 5800.1352 LIQUOR INVENTORY LIQUOR BALANCE SHEET 3.45 18542 506600 1081055570 5842.5512 COST OF GOODS SOLD LIQUOR YORK SELLING 676.65 18542 506600 1081055570 5800.1352 LIQUOR INVENTORY LIQUOR BALANCE SHEET 67.85 18396 506606 1081057051 5862.5513 COST OF GOODS SOLD WINE VERNON SELLING 6,008.13 18396 506606 1081057051 5800.1353 INVENTORY WINE LIQUOR BALANCE SHEET 25.68 18480 506605 1081057052 5862.5512 COST OF GOODS SOLD LIQUOR VERNON SELLING 4,052.04 18480 506605 1081057052 5800.1352 LIQUOR INVENTORY LIQUOR BALANCE SHEET 23.00 18426 506604 1081057053 5822.5513 COST OF GOODS SOLD WINE 50TH ST SELLING 2,416.97 18426 506604 1081057053 5800.1353 INVENTORY WINE LIQUOR BALANCE SHEET 19.55 18501 506603 1081057134 5822.5512 COST OF GOODS SOLD LIQUOR 50TH ST SELLING 1,825.26 18501 506603 1081057134 5800.1352 LIQUOR INVENTORY LIQUOR BALANCE SHEET 2.30 18509 506602 1081057135 5822.5515 COST OF GOODS SOLD MIX 50TH ST SELLING 81.09 18509 506602 1081057135 5800.1355 INVENTORY MIX & MISC LIQUOR BALANCE SHEET 33.35 18411 506597 1081057136 5842.5513 COST OF GOODS SOLD WINE YORK SELLING 3,189.47 18411 506597 1081057136 5800.1353 INVENTORY WINE LIQUOR BALANCE SHEET 47.65 18490 506599 1081057137 5842.5512 COST OF GOODS SOLD LIQUOR YORK SELLING 2,423.40 18490 506599 1081057137 5800.1352 LIQUOR INVENTORY LIQUOR BALANCE SHEET 1.15 18109 506598 1081057138 5842.5515 COST OF GOODS SOLD MIX YORK SELLING 20.00 18109 506598 1081057138 5800.1355 INVENTORY MIX & MISC LIQUOR BALANCE SHEET 139.85-2049 506607 2080246928 5800.1352 LIQUOR INVENTORY LIQUOR BALANCE SHEET 1.15-2049 506607 2080246928 5862.5512 COST OF GOODS SOLD LIQUOR VERNON SELLING 21,998.93 441239 11/21/2019 124529 BREAKTHRU BEVERAGE MINNESOTA BEER LLC 4,576.30 18475 506611 1091079421 5800.1354 INVENTORY BEER LIQUOR BALANCE SHEET 132.50 18476 506610 1091079422 5800.1355 INVENTORY MIX & MISC LIQUOR BALANCE SHEET 1,349.60 18474 506609 1091079423 5800.1354 INVENTORY BEER LIQUOR BALANCE SHEET 6,066.90 18477 506608 1091079424 5800.1354 INVENTORY BEER LIQUOR BALANCE SHEET 2,702.75 18652 506921 1091082198 5800.1354 INVENTORY BEER LIQUOR BALANCE SHEET 14,828.05 11/26/2019CITY OF EDINA 16:14:29R55CKR2LOGIS101 5Page -Council Check Register by GL Council Check Register by Invoice & Summary 11/27/201911/21/2019 -- Inv No Account No Account Description Business UnitDoc NoCheck #PO #SubledgerSupplier / ExplanationDateAmount 441240 11/21/2019 146313 BROWN, DEANNA Continued... 1,567.20 506870 AMBULANCE REFUND 1470.4329 AMBULANCE FEES FIRE DEPT. GENERAL 1,567.20 441241 11/21/2019 141523 BURNSVILLE TOYOTA & SCION 29,574.00 NEW VEHICLE FOR INVESTIGATIONS 506875 NEW POLICE VEHICLE 421400.6710 EQUIPMENT REPLACEMENT POLICE EQUIPMENT 29,574.00 441242 11/21/2019 143136 CANTEEN REFRESHMENT SERVICES 203.00 COFFEE SUPPLIES 506384 141780000067073 1628.6406 GENERAL SUPPLIES SENIOR CITIZENS 293.36 CARIBOU COFFEE 506679 MSP2860 5730.5510 COST OF GOODS SOLD EDINBOROUGH CONCESSIONS 402.35 COFFEE SUPPLIES 506385 MSP360 1628.6406 GENERAL SUPPLIES SENIOR CITIZENS 898.71 441243 11/21/2019 119455 CAPITOL BEVERAGE SALES 201.18 18471 506615 2345948 5800.1355 INVENTORY MIX & MISC LIQUOR BALANCE SHEET 3,096.65 18472 506613 3449035 5800.1354 INVENTORY BEER LIQUOR BALANCE SHEET 1,431.90 18468 506614 3449036 5800.1354 INVENTORY BEER LIQUOR BALANCE SHEET 448.75 18469 506616 3449037 5800.1354 INVENTORY BEER LIQUOR BALANCE SHEET 172.26-2050, 18520 506617 3449038 5800.1354 INVENTORY BEER LIQUOR BALANCE SHEET 18.80-2043 506612 625-00550 5800.1354 INVENTORY BEER LIQUOR BALANCE SHEET 4,987.42 441244 11/21/2019 129923 CAWLEY COMPANY, THE 20.98 506386 V673522 1490.6575 PRINTING PUBLIC HEALTH 20.98 441245 11/21/2019 101515 CEMSTONE PRODUCTS CO. 745.00 REDIE MIX CONCRETE 506680 C2127951 1314.6520 CONCRETE STREET RENOVATION 745.00 441246 11/21/2019 100683 CHEMSEARCH 655.58 WATER TREATMENT SERVICE 506387 3744507 5511.6103 PROFESSIONAL SERVICES ARENA BLDG/GROUNDS 655.58 441247 11/21/2019 142028 CINTAS CORPORATION 49.38 MATS 506295 4033935394 5210.6406 GENERAL SUPPLIES GOLF DOME PROGRAM 40.95 LAUNDRY 506294 4033935422 5421.6201 LAUNDRY GRILL 37.20 RUG LAUNDERING 506297 4034618799 7411.6103 PROFESSIONAL SERVICES PSTF OCCUPANCY 11/26/2019CITY OF EDINA 16:14:29R55CKR2LOGIS101 6Page -Council Check Register by GL Council Check Register by Invoice & Summary 11/27/201911/21/2019 -- Inv No Account No Account Description Business UnitDoc NoCheck #PO #SubledgerSupplier / ExplanationDateAmount 441247 11/21/2019 142028 CINTAS CORPORATION Continued... 13.44 SHOP RAGS 506296 4034618815 5422.6201 LAUNDRY MAINT OF COURSE & GROUNDS 15.12 RUG SERVICE 506681 4034618833 5511.6511 CLEANING SUPPLIES ARENA BLDG/GROUNDS 35.55 LAUNDRY 506388 4034735201 1552.6511 CLEANING SUPPLIES CENT SVC PW BUILDING 34.70 UNIFORM RENTAL 506389 4034735207 5913.6201 LAUNDRY DISTRIBUTION 57.10 UNIFORM RENTAL 506392 4034735211 1301.6201 LAUNDRY GENERAL MAINTENANCE 15.26 UNIFORM RENTAL 506391 4034735292 1646.6201 LAUNDRY BUILDING MAINTENANCE 46.32 UNIFORM RENTAL 506390 4034735392 1553.6201 LAUNDRY EQUIPMENT OPERATION GEN 345.02 441248 11/21/2019 122317 CITY OF EDINA - COMMUNICATIONS 111.52 FLAGS 506393 COM-2035 5511.6406 GENERAL SUPPLIES ARENA BLDG/GROUNDS 100.00 TELEPHONES 506907 COM-2043 7411.6188 TELEPHONE PSTF OCCUPANCY 211.52 441249 11/21/2019 120433 COMCAST 361.66 CABLE 506298 8772 10 614 0744438-11/19 5210.6188 TELEPHONE GOLF DOME PROGRAM 361.66 441250 11/21/2019 120433 COMCAST 92.34 RAMP PHONE LINES 506394 0703566-11/19 4090.6103 PROFESSIONAL SERVICES 50TH&FRANCE MAINTENANCE 92.34 441251 11/21/2019 120433 COMCAST 84.90 RAMP INTERNET 506395 0540232-11/19 4090.6103 PROFESSIONAL SERVICES 50TH&FRANCE MAINTENANCE 84.90 441252 11/21/2019 120433 COMCAST 6.77 CABLE TV 506881 877210614002397 3-11/19 1551.6103 PROFESSIONAL SERVICES CITY HALL GENERAL 6.77 441253 11/21/2019 144027 COMMUNITY GROWTH SOLUTIONS INC. 630.00 OFFICER WELLNESS 507010 19-09 1400.6103 PROFESSIONAL SERVICES POLICE DEPT. GENERAL 630.00 441254 11/21/2019 104928 CONCRETE CUTTING & CORING INC. 103.82 FILTERS 506894 12420 1553.6530 REPAIR PARTS EQUIPMENT OPERATION GEN 103.82 11/26/2019CITY OF EDINA 16:14:29R55CKR2LOGIS101 7Page -Council Check Register by GL Council Check Register by Invoice & Summary 11/27/201911/21/2019 -- Inv No Account No Account Description Business UnitDoc NoCheck #PO #SubledgerSupplier / ExplanationDateAmount 441255 11/21/2019 140999 CORE-MARK MIDCONTINENT INC.Continued... 813.45 CONCESSIONS FOOD 506682 7383611 5520.5510 COST OF GOODS SOLD ARENA CONCESSIONS 813.45 441256 11/21/2019 142772 CREATIVE ARCADE 750.00 EDINET MAINTENANCE 506396 INV_2019_1010 1554.6124 WEB DEVELOPMENT CENT SERV GEN - MIS 750.00 441257 11/21/2019 146345 CRP/TCC AA II EDINA, LLC 31,500.00 90% ESCROW REFUND - BUS GARAGE 506874 111819 1000.2066 ESCROW DEPOSITS GENERAL FUND BALANCE SHEET 31,500.00 441258 11/21/2019 100699 CULLIGAN BOTTLED WATER 370.39 506397 114-10014090-3- 10/19 1400.6406 GENERAL SUPPLIES POLICE DEPT. GENERAL 370.39 441259 11/21/2019 103799 CURBSIDE LANDSCAPE & IRRIGATION 75.00 SNOW REMOVAL 506981 193537 5720.6103 PROFESSIONAL SERVICES EDINBOROUGH OPERATIONS 75.00 441260 11/21/2019 119214 CUSTOM HOSE TECH INC. 86.20 SWIVEL NUTS 506398 99184 1553.6530 REPAIR PARTS EQUIPMENT OPERATION GEN 86.20 441261 11/21/2019 102514 CUTTER & BUCK 1,406.76 STAFF UNIFORMS 506299 94899829 5210.6406 GENERAL SUPPLIES GOLF DOME PROGRAM 1,406.76 441262 11/21/2019 100718 DELEGARD TOOL CO. 78.32 UNDERHOIST STAND 506399 164047 1553.6556 TOOLS EQUIPMENT OPERATION GEN 119.01 DRIVER SET 506887 165596 1553.6556 TOOLS EQUIPMENT OPERATION GEN 114.91 SOCKETS 506888 165618 1553.6556 TOOLS EQUIPMENT OPERATION GEN 312.24 441263 11/21/2019 121546 DICK, KENNA 356.77 KENNA DICK 506300 09242019 1400.6203 UNIFORM ALLOWANCE POLICE DEPT. GENERAL 356.77 441264 11/21/2019 100744 EDINA CHAMBER OF COMMERCE 1,622.00 CHAMBER YEARLY DUES 506402 41407 1120.6105 DUES & SUBSCRIPTIONS ADMINISTRATION 11/26/2019CITY OF EDINA 16:14:29R55CKR2LOGIS101 8Page -Council Check Register by GL Council Check Register by Invoice & Summary 11/27/201911/21/2019 -- Inv No Account No Account Description Business UnitDoc NoCheck #PO #SubledgerSupplier / ExplanationDateAmount 441264 11/21/2019 100744 EDINA CHAMBER OF COMMERCE Continued... 1,622.00 441265 11/21/2019 101630 EDINA PUBLIC SCHOOLS 19,526.42 CITY GYM BILL 7.1.18-6.30.19 506829 CITY GYM 1621.6103 PROFESSIONAL SERVICES ATHLETIC ACTIVITIES 19,526.42 441266 11/21/2019 146139 EDINA/EDEN PRAIRIE EXPLORER POST #925 1,869.15 506987 14521025 1419.6203 UNIFORM ALLOWANCE RESERVE PROGRAM 1,869.15 441267 11/21/2019 145957 EVERGREEN BIO SOLUTIONS, LLC 678.07 BIO TREATMENTS, MN DR.506403 1051 5923.6136 PROFESSIONAL SVC - OTHER COLLECTION SYSTEMS 678.07 441268 11/21/2019 100146 FACTORY MOTOR PARTS COMPANY 125.22 COIL 506913 112-131658 1553.6530 REPAIR PARTS EQUIPMENT OPERATION GEN 32.07 IGNITION COIL 506910 112-131762 1553.6530 REPAIR PARTS EQUIPMENT OPERATION GEN 49.59 AIR HOSE 506406 1-6160655 1553.6530 REPAIR PARTS EQUIPMENT OPERATION GEN 230.24 AIR HOSE 506405 1-6160658 1553.6530 REPAIR PARTS EQUIPMENT OPERATION GEN 238.25 BATTERY 506404 1-Z19966 1553.6530 REPAIR PARTS EQUIPMENT OPERATION GEN 502.03 BATTERIES 506411 1-Z20032 1553.6530 REPAIR PARTS EQUIPMENT OPERATION GEN 126.69 BATTERY 506413 1-Z20033 1553.6530 REPAIR PARTS EQUIPMENT OPERATION GEN 35.35 CAMSHAFT 506407 5-3614700 1553.6530 REPAIR PARTS EQUIPMENT OPERATION GEN 32.93-CREDIT MEMO 506410 69-367267 1553.6530 REPAIR PARTS EQUIPMENT OPERATION GEN 31.07 CAMSHAFT 506408 69-367692 1553.6530 REPAIR PARTS EQUIPMENT OPERATION GEN 31.07 CAMSHAFT 506409 69-368020 1553.6530 REPAIR PARTS EQUIPMENT OPERATION GEN 129.21 BATTERY 506414 69-368526 1553.6530 REPAIR PARTS EQUIPMENT OPERATION GEN 34.00 FITTINGS 506415 75-363206 1553.6530 REPAIR PARTS EQUIPMENT OPERATION GEN 44.36 CRANKSHAFT 506412 95-291605 1553.6530 REPAIR PARTS EQUIPMENT OPERATION GEN 1,576.22 441269 11/21/2019 126004 FERGUSON WATERWORKS 1,706.27 CURB BOXES AND REPAIR BANDS 506496 0347335 5913.6406 GENERAL SUPPLIES DISTRIBUTION 1,706.27 441270 11/21/2019 143552 FINBERG, RACHEL 127.57 WREATH CLASS SUPPLIES 506989 WREATH CLASS SUPPLIES 5760.6406 GENERAL SUPPLIES CENTENNIAL LAKES ADMIN EXPENSE 127.57 11/26/2019CITY OF EDINA 16:14:29R55CKR2LOGIS101 9Page -Council Check Register by GL Council Check Register by Invoice & Summary 11/27/201911/21/2019 -- Inv No Account No Account Description Business UnitDoc NoCheck #PO #SubledgerSupplier / ExplanationDateAmount 441271 11/21/2019 141837 FIRST CHOICE COFFEE SERVICES Continued... 697.10 COFFEE AND SUPPLIES FOR CH/PD 506418 453588 1120.6513 OFFICE SUPPLIES ADMINISTRATION 128.92 COFFEE - FIRE 506416 456611 1120.6513 OFFICE SUPPLIES ADMINISTRATION 299.75 FILTERS FOR COFFEE SYSTEMS 506938 456612 1120.6513 OFFICE SUPPLIES ADMINISTRATION 295.95 COFFEE FOR CITY HALL/PD 506417 806278 1120.6513 OFFICE SUPPLIES ADMINISTRATION 1,421.72 441272 11/21/2019 101603 FLAHERTY'S HAPPY TYME CO. 114.00 18700 506920 36129 5800.1355 INVENTORY MIX & MISC LIQUOR BALANCE SHEET 114.00 441273 11/21/2019 130699 FLEETPRIDE 22.21 VALVE, CONNECTOR 506419 39652148 1553.6530 REPAIR PARTS EQUIPMENT OPERATION GEN 22.21 441274 11/21/2019 122414 FORKLIFTS OF MINNESOTA INC. 250.47 CONTRACTED REPAIR 506917 01S7393880 1553.6180 CONTRACTED REPAIRS EQUIPMENT OPERATION GEN 250.47 441275 11/21/2019 144080 FURBISH, JOSH 404.08 MILAGE 2019 506420 MILEAGE REIMBURSEMENT 1120.6106 MEETING EXPENSE ADMINISTRATION 404.08 441276 11/21/2019 144408 G. F. JEDLICKI, INC. 9,444.35 PAY #2 506301 SUNNYSLOPE/OCT 04445.1705.30 CONTRACTOR PAYMENTS Sunnyslope Shoreline Stabiliz 9,444.35 441277 11/21/2019 102456 GALLS INC. 6.59-CREDIT 506898 014226603 1400.6203 UNIFORM ALLOWANCE POLICE DEPT. GENERAL 193.86 VEST CARRIER 507008 BC0959449 1400.6203 UNIFORM ALLOWANCE POLICE DEPT. GENERAL 473.08 UNIFORMS AND EQUIPMENT 506421 BC0971342 1400.6203 UNIFORM ALLOWANCE POLICE DEPT. GENERAL 373.33 UNIFORMS 506899 BC0976442 1400.6203 UNIFORM ALLOWANCE POLICE DEPT. GENERAL 262.95 UNIFORMS 506900 BC0976893 1400.6203 UNIFORM ALLOWANCE POLICE DEPT. GENERAL 1,309.01 UNIFORMS AND EQUIPMENT 506901 BC0976898 1400.6203 UNIFORM ALLOWANCE POLICE DEPT. GENERAL 282.44 EQUIPMENT 507011 BC0978707 1400.6203 UNIFORM ALLOWANCE POLICE DEPT. GENERAL 2,888.08 441278 11/21/2019 100775 GENERAL SPORTS CORPORATION 1,120.00 BASES AND MOUNDS 506422 95838 5552.6406 GENERAL SUPPLIES SPORTS DOME ADMINISTRATION 55.40 TAPE, LACES, MOUTH GAURDS 506423 95839 5520.5510 COST OF GOODS SOLD ARENA CONCESSIONS 11/26/2019CITY OF EDINA 16:14:29R55CKR2LOGIS101 10Page -Council Check Register by GL Council Check Register by Invoice & Summary 11/27/201911/21/2019 -- Inv No Account No Account Description Business UnitDoc NoCheck #PO #SubledgerSupplier / ExplanationDateAmount 441278 11/21/2019 100775 GENERAL SPORTS CORPORATION Continued... 1,175.40 441279 11/21/2019 142407 GO PERMITS, LLC 102.16 REFUND 80% OF PERMIT 506923 ED173469-REFUND 1495.4111 BUILDING PERMITS INSPECTIONS 102.16 441280 11/21/2019 100781 GRAFIX SHOPPE 1,775.00 GRAPHICS FOR NEW SQUADS 506853 131058 421400.6710 EQUIPMENT REPLACEMENT POLICE EQUIPMENT 1,775.00 441281 11/21/2019 101103 GRAINGER 86.89 TEST KIT ON CARTS 506303 9346219133 5422.6556 TOOLS MAINT OF COURSE & GROUNDS 404.24 SAFETY BOLLARDS 506424 9346219141 1553.6585 ACCESSORIES EQUIPMENT OPERATION GEN 196.12 SHELVES 506425 9346749881 1553.6585 ACCESSORIES EQUIPMENT OPERATION GEN 202.12 SAFETYN BOLLARD 506426 9347308968 1553.6585 ACCESSORIES EQUIPMENT OPERATION GEN 123.29-CREDIT FOR TSTAT 506302 9347554538 5913.6406 GENERAL SUPPLIES DISTRIBUTION 40.62 RV ANTI-FREEZE 506427 9354580087 1553.6530 REPAIR PARTS EQUIPMENT OPERATION GEN 806.70 441282 11/21/2019 146321 GREEN, THOMAS 97.20 506428 AMBULANCE REFUND 1470.4329 AMBULANCE FEES FIRE DEPT. GENERAL 97.20 441283 11/21/2019 137695 GREENWOOD DESIGN BUILD 2,385.00 ESCROW REFUND FROM DEMO 506928 ED172671-REFUND 1495.4109 CONSTRUCTION DEPOSIT INSPECTIONS 2,385.00 441284 11/21/2019 140010 GROUP HEALTH INC.-WORKSITE 383.00 OCT EAP INVOICE 506683 W816529 1556.6103 PROFESSIONAL SERVICES EMPLOYEE SHARED SERVICES 383.00 441285 11/21/2019 138241 GROWLER MAGAZINE, THE 250.33 506429 2527-R 5822.6122 ADVERTISING OTHER 50TH ST SELLING 250.33 506429 2527-R 5842.6122 ADVERTISING OTHER YORK SELLING 250.34 506429 2527-R 5862.6122 ADVERTISING OTHER VERNON SELLING 107.00 506437 2532-R 5842.6122 ADVERTISING OTHER YORK SELLING 107.83 506437 2532-R 5822.6122 ADVERTISING OTHER 50TH ST SELLING 108.67 506437 2532-R 5862.6122 ADVERTISING OTHER VERNON SELLING 1,074.50 11/26/2019CITY OF EDINA 16:14:29R55CKR2LOGIS101 11Page -Council Check Register by GL Council Check Register by Invoice & Summary 11/27/201911/21/2019 -- Inv No Account No Account Description Business UnitDoc NoCheck #PO #SubledgerSupplier / ExplanationDateAmount 441285 11/21/2019 138241 GROWLER MAGAZINE, THE Continued... 441286 11/21/2019 141986 GYSWYT, CORBIN 39.25 LTS MEMBERSHIP 506905 LTS0140675 5510.6105 DUES & SUBSCRIPTIONS ARENA ADMINISTRATION 39.25 441287 11/21/2019 129929 HANLY, DUSTIN 75.00 METER READING CONFERENCE 506304 10/23/2019 5919.6104 CONFERENCES & SCHOOLS TRAINING 75.00 441288 11/21/2019 139501 HCT 1,170.00 TITLE, PLATES 506497 LICENSE TABS 1553.6260 LICENSES & PERMITS EQUIPMENT OPERATION GEN 1,170.00 441289 11/21/2019 146272 HEDBERG, STEPHEN AND JENNIFER 500.00 VARIANCE REFUND 506305 09052019 1140.4361 PLANNING FEES PLANNING 500.00 441290 11/21/2019 102460 HENNEPIN COUNTY TREASURER 174.00 COURT ACCESS FEE 506306 1000138838 1400.6160 DATA PROCESSING POLICE DEPT. GENERAL 174.00 441291 11/21/2019 102460 HENNEPIN COUNTY TREASURER 1,368.99 OCT PUBLIC WORKS RADIO FEES 506307 1000138940 1553.6237 RADIO SERVICE EQUIPMENT OPERATION GEN 1,368.99 441292 11/21/2019 102460 HENNEPIN COUNTY TREASURER 145.00 HENN CO INFO TECH 506308 1000138837 1190.6105 DUES & SUBSCRIPTIONS ASSESSING 145.00 441293 11/21/2019 102460 HENNEPIN COUNTY TREASURER 690.00 OCTOBER BOOKING 506430 1000139123 1195.6170 COURT CHARGES LEGAL SERVICES 690.00 441294 11/21/2019 102460 HENNEPIN COUNTY TREASURER 1,847.05 FIRE DEPT OCT RADIO FEES 506431 1000138895 1470.6151 EQUIPMENT RENTAL FIRE DEPT. GENERAL 1,847.05 441295 11/21/2019 118765 HENRY SCHEIN INC. 570.00 CONCESSIONS FOOD 507014 71002354 5520.5510 COST OF GOODS SOLD ARENA CONCESSIONS 570.00 11/26/2019CITY OF EDINA 16:14:29R55CKR2LOGIS101 12Page -Council Check Register by GL Council Check Register by Invoice & Summary 11/27/201911/21/2019 -- Inv No Account No Account Description Business UnitDoc NoCheck #PO #SubledgerSupplier / ExplanationDateAmount 441295 11/21/2019 118765 HENRY SCHEIN INC.Continued... 441296 11/21/2019 104375 HOHENSTEINS INC. 805.50 18442 506623 174661 5800.1354 INVENTORY BEER LIQUOR BALANCE SHEET 50.40 18252 506622 174662 5800.1355 INVENTORY MIX & MISC LIQUOR BALANCE SHEET 1,182.25 18443 506621 174663 5800.1354 INVENTORY BEER LIQUOR BALANCE SHEET 2,067.70 18444 506624 174664 5800.1354 INVENTORY BEER LIQUOR BALANCE SHEET 225.35 18636 506916 176063 5800.1354 INVENTORY BEER LIQUOR BALANCE SHEET 4,331.20 441297 11/21/2019 119998 HOVLAND, JAMES 502.26 USCM FALL MEETING HOTEL 506362 HOTEL REIMBURSEMENT 1100.6104 CONFERENCES & SCHOOLS CITY COUNCIL 502.26 441298 11/21/2019 142744 HP INC. 1,024.74 LAPTOP REPLACEMENT 506433 9009578662 1554.6710 EQUIPMENT REPLACEMENT CENT SERV GEN - MIS 1,024.74 441299 11/21/2019 131544 INDEED BREWING COMPANY 283.50 18455 506627 84407 5800.1354 INVENTORY BEER LIQUOR BALANCE SHEET 292.05 18459 506626 84408 5800.1354 INVENTORY BEER LIQUOR BALANCE SHEET 630.15 18460 506625 84410 5800.1354 INVENTORY BEER LIQUOR BALANCE SHEET 1,205.70 441300 11/21/2019 146337 INDUSTRIAL BATTERY PRODUCTS INC 291.25 SOUTH ZAM CHARGER 506906 54147114 5521.6180 CONTRACTED REPAIRS ARENA ICE MAINT 291.25 441301 11/21/2019 104696 INT'L SECURITY PRODUCTS 39.50 RINK PARTS 506684 3054336 1646.6577 LUMBER BUILDING MAINTENANCE 39.50 441302 11/21/2019 104572 INVISIBLE FENCE CO. OF MN 113.90 506434 261607 1318.6406 GENERAL SUPPLIES SNOW & ICE REMOVAL 113.90 441303 11/21/2019 146310 J KATH LLC 2,500.00 ESCROW REFUND FROM DEMO 506309 ED174545-REFUND 1495.4109 CONSTRUCTION DEPOSIT INSPECTIONS 2,500.00 11/26/2019CITY OF EDINA 16:14:29R55CKR2LOGIS101 13Page -Council Check Register by GL Council Check Register by Invoice & Summary 11/27/201911/21/2019 -- Inv No Account No Account Description Business UnitDoc NoCheck #PO #SubledgerSupplier / ExplanationDateAmount 441304 11/21/2019 100829 JERRY'S HARDWARE Continued... 109.00 MISC SUPPLIES 506435 9/19-STREETS 1314.6406 GENERAL SUPPLIES STREET RENOVATION 109.00 441305 11/21/2019 100741 JJ TAYLOR DIST. OF MINN 4,379.40 18531 506633 3037486 5800.1354 INVENTORY BEER LIQUOR BALANCE SHEET 3,939.55 18521 506629 3037487 5800.1354 INVENTORY BEER LIQUOR BALANCE SHEET 21.50 18522 506628 3037488 5800.1355 INVENTORY MIX & MISC LIQUOR BALANCE SHEET 129.55 18532 506632 3037489 5800.1355 INVENTORY MIX & MISC LIQUOR BALANCE SHEET 59.40 18530 506630 3037490 5800.1355 INVENTORY MIX & MISC LIQUOR BALANCE SHEET 4,840.35 18526 506631 3037491 5800.1354 INVENTORY BEER LIQUOR BALANCE SHEET 13,369.75 441306 11/21/2019 100835 JOHNSON BROTHERS LIQUOR CO. 9.77-11795 506732 1238245AG 5800.1353 INVENTORY WINE LIQUOR BALANCE SHEET 39.08-11957 506731 1238248AG 5800.1353 INVENTORY WINE LIQUOR BALANCE SHEET 2.08 18164 506645 1421300 5822.5513 COST OF GOODS SOLD WINE 50TH ST SELLING 277.76 18164 506645 1421300 5800.1353 INVENTORY WINE LIQUOR BALANCE SHEET 9.52 18346 506635 1427072 5822.5513 COST OF GOODS SOLD WINE 50TH ST SELLING 869.75 18346 506635 1427072 5800.1353 INVENTORY WINE LIQUOR BALANCE SHEET 4.76 18435 506643 1432811 5822.5513 COST OF GOODS SOLD WINE 50TH ST SELLING 275.54 18435 506643 1432811 5800.1353 INVENTORY WINE LIQUOR BALANCE SHEET 8.33 18498 506638 1432812 5822.5512 COST OF GOODS SOLD LIQUOR 50TH ST SELLING 760.49 18498 506638 1432812 5800.1352 LIQUOR INVENTORY LIQUOR BALANCE SHEET 24.99 18433 506641 1432813 5822.5513 COST OF GOODS SOLD WINE 50TH ST SELLING 2,028.98 18433 506641 1432813 5800.1353 INVENTORY WINE LIQUOR BALANCE SHEET 5.95 18438 506642 1432814 5822.5513 COST OF GOODS SOLD WINE 50TH ST SELLING 571.15 18438 506642 1432814 5800.1353 INVENTORY WINE LIQUOR BALANCE SHEET 3.57 18504 506637 1432815 5822.5512 COST OF GOODS SOLD LIQUOR 50TH ST SELLING 283.38 18504 506637 1432815 5800.1352 LIQUOR INVENTORY LIQUOR BALANCE SHEET 1.19 18549 506644 1432816 5822.5515 COST OF GOODS SOLD MIX 50TH ST SELLING 28.00 18549 506644 1432816 5800.1355 INVENTORY MIX & MISC LIQUOR BALANCE SHEET 11.90 18546 506640 1432817 5822.5513 COST OF GOODS SOLD WINE 50TH ST SELLING 1,560.00 18546 506640 1432817 5800.1353 INVENTORY WINE LIQUOR BALANCE SHEET 41.65 18535 506639 1432818 5822.5513 COST OF GOODS SOLD WINE 50TH ST SELLING 4,666.55 18535 506639 1432818 5800.1353 INVENTORY WINE LIQUOR BALANCE SHEET 7.73 18505 506636 1432819 5822.5512 COST OF GOODS SOLD LIQUOR 50TH ST SELLING 1,445.46 18505 506636 1432819 5800.1352 LIQUOR INVENTORY LIQUOR BALANCE SHEET 26.18 18419 506654 1432820 5842.5513 COST OF GOODS SOLD WINE YORK SELLING 1,292.52 18419 506654 1432820 5800.1353 INVENTORY WINE LIQUOR BALANCE SHEET 46.41 18494 506648 1432821 5842.5512 COST OF GOODS SOLD LIQUOR YORK SELLING 11/26/2019CITY OF EDINA 16:14:29R55CKR2LOGIS101 14Page -Council Check Register by GL Council Check Register by Invoice & Summary 11/27/201911/21/2019 -- Inv No Account No Account Description Business UnitDoc NoCheck #PO #SubledgerSupplier / ExplanationDateAmount 441306 11/21/2019 100835 JOHNSON BROTHERS LIQUOR CO.Continued... 2,821.50 18494 506648 1432821 5800.1352 LIQUOR INVENTORY LIQUOR BALANCE SHEET 29.75 18416 506653 1432822 5842.5513 COST OF GOODS SOLD WINE YORK SELLING 2,391.60 18416 506653 1432822 5800.1353 INVENTORY WINE LIQUOR BALANCE SHEET 8.33 18496 506650 1432823 5842.5512 COST OF GOODS SOLD LIQUOR YORK SELLING 629.00 18496 506650 1432823 5800.1352 LIQUOR INVENTORY LIQUOR BALANCE SHEET 47.60 18423 506652 1432824 5842.5513 COST OF GOODS SOLD WINE YORK SELLING 3,580.83 18423 506652 1432824 5800.1353 INVENTORY WINE LIQUOR BALANCE SHEET 11.90 18488 506649 1432825 5842.5512 COST OF GOODS SOLD LIQUOR YORK SELLING 1,240.63 18488 506649 1432825 5800.1352 LIQUOR INVENTORY LIQUOR BALANCE SHEET 1.19 18550 506647 1432826 5842.5515 COST OF GOODS SOLD MIX YORK SELLING 28.00 18550 506647 1432826 5800.1355 INVENTORY MIX & MISC LIQUOR BALANCE SHEET 5.95 18548 506651 1432827 5842.5513 COST OF GOODS SOLD WINE YORK SELLING 680.00 18548 506651 1432827 5800.1353 INVENTORY WINE LIQUOR BALANCE SHEET 40.88 18489 506646 1432828 5842.5512 COST OF GOODS SOLD LIQUOR YORK SELLING 6,148.60 18489 506646 1432828 5800.1352 LIQUOR INVENTORY LIQUOR BALANCE SHEET 15.17 18405 506734 1432833 5862.5513 COST OF GOODS SOLD WINE VERNON SELLING 955.47 18405 506734 1432833 5800.1353 INVENTORY WINE LIQUOR BALANCE SHEET 5.95 18482 506735 1432834 5862.5512 COST OF GOODS SOLD LIQUOR VERNON SELLING 457.25 18482 506735 1432834 5800.1352 LIQUOR INVENTORY LIQUOR BALANCE SHEET 5.95 18358 506742 1432835 5862.5513 COST OF GOODS SOLD WINE VERNON SELLING 1,117.11 18358 506742 1432835 5800.1353 INVENTORY WINE LIQUOR BALANCE SHEET 28.56 18402 506736 1432836 5862.5513 COST OF GOODS SOLD WINE VERNON SELLING 1,150.30 18402 506736 1432836 5800.1353 INVENTORY WINE LIQUOR BALANCE SHEET 21.12 18408 506738 1432837 5862.5513 COST OF GOODS SOLD WINE VERNON SELLING 1,473.88 18408 506738 1432837 5800.1353 INVENTORY WINE LIQUOR BALANCE SHEET 5.47 18479 506739 1432838 5862.5512 COST OF GOODS SOLD LIQUOR VERNON SELLING 418.04 18479 506739 1432838 5800.1352 LIQUOR INVENTORY LIQUOR BALANCE SHEET 1.19 18551 506740 1432839 5862.5512 COST OF GOODS SOLD LIQUOR VERNON SELLING 28.00 18551 506740 1432839 5800.1355 INVENTORY MIX & MISC LIQUOR BALANCE SHEET 11.90 18517 506737 1432840 5862.5513 COST OF GOODS SOLD WINE VERNON SELLING 880.00 18517 506737 1432840 5800.1353 INVENTORY WINE LIQUOR BALANCE SHEET 76.15 18534 506733 1432841 5862.5513 COST OF GOODS SOLD WINE VERNON SELLING 6,933.16 18534 506733 1432841 5800.1353 INVENTORY WINE LIQUOR BALANCE SHEET 51.67 18481 506741 1432842 5862.5512 COST OF GOODS SOLD LIQUOR VERNON SELLING 5,829.10 18481 506741 1432842 5800.1352 LIQUOR INVENTORY LIQUOR BALANCE SHEET 2,420.50 17768 506634 3379834/36 5800.1354 INVENTORY BEER LIQUOR BALANCE SHEET 2.00-576835 506744 576835 5800.1355 INVENTORY MIX & MISC LIQUOR BALANCE SHEET 9.65-576836 506745 576836 5800.1353 INVENTORY WINE LIQUOR BALANCE SHEET 24.00-2057 506743 576837 5800.1353 INVENTORY WINE LIQUOR BALANCE SHEET 11/26/2019CITY OF EDINA 16:14:29R55CKR2LOGIS101 15Page -Council Check Register by GL Council Check Register by Invoice & Summary 11/27/201911/21/2019 -- Inv No Account No Account Description Business UnitDoc NoCheck #PO #SubledgerSupplier / ExplanationDateAmount 441306 11/21/2019 100835 JOHNSON BROTHERS LIQUOR CO.Continued... 53,721.04 441307 11/21/2019 145396 JUNKYARD BREWING COMPANY, LLC 188.00 18576 506746 1270 5800.1354 INVENTORY BEER LIQUOR BALANCE SHEET 188.00 441308 11/21/2019 116901 K.C. GROVES TREE EXPERTS, INC. 526.87 TREE REMOVAL 506685 11052019 1644.6180 CONTRACTED REPAIRS TREES & MAINTENANCE 118.53 TREE REMOVAL 506686 11082019 1644.6180 CONTRACTED REPAIRS TREES & MAINTENANCE 645.40 441309 11/21/2019 100839 KAMAN INDUSTRIAL TECHNOLOGIES 21.89 SEALS 506439 F 93606 1553.6530 REPAIR PARTS EQUIPMENT OPERATION GEN 22.88 BEARINGS 506436 L122573 1553.6530 REPAIR PARTS EQUIPMENT OPERATION GEN 19.34 SEALS 506438 U243393 1553.6530 REPAIR PARTS EQUIPMENT OPERATION GEN 64.11 441310 11/21/2019 146340 KANNAS, RONALD 250.00 506897 12911435-REFUND 1470.4329 AMBULANCE FEES FIRE DEPT. GENERAL 250.00 441311 11/21/2019 113212 KENDELL DOORS & HARDWARE INC. 42.90 KEYS 506687 IN010411 1646.6406 GENERAL SUPPLIES BUILDING MAINTENANCE 42.90 441312 11/21/2019 138279 KFT FIRE TRAINER LLC 16,821.00 PLC SOFTWARE UPGRADE 506440 160.00003049 7413.6215 EQUIPMENT MAINTENANCE PSTF FIRE TOWER 16,821.00 441313 11/21/2019 145801 KOTSKA, DEE 9.60 506268 10.14.19 5101.4413 ART WORK SOLD ART CENTER REVENUES 9.60 441314 11/21/2019 146314 KRAGNESS, GENE 94.63 506441 AMBULANCE REFUND 1470.4329 AMBULANCE FEES FIRE DEPT. GENERAL 94.63 441315 11/21/2019 116776 KUSTOM KARRIERS 397.00 CONTRACTED REPAIR 506442 11012019 1553.6180 CONTRACTED REPAIRS EQUIPMENT OPERATION GEN 11/26/2019CITY OF EDINA 16:14:29R55CKR2LOGIS101 16Page -Council Check Register by GL Council Check Register by Invoice & Summary 11/27/201911/21/2019 -- Inv No Account No Account Description Business UnitDoc NoCheck #PO #SubledgerSupplier / ExplanationDateAmount 441315 11/21/2019 116776 KUSTOM KARRIERS Continued... 397.00 441316 11/21/2019 143544 LADY A LITERARY 2,860.00 ABOUT TOWN SALES COMMISSION 506310 #21 1130.4318 MISC RETAIL COMMUNICATIONS 2,860.00 441317 11/21/2019 100852 LAWSON PRODUCTS INC. 26.55 WIRE 506443 9307158665 1553.6530 REPAIR PARTS EQUIPMENT OPERATION GEN 1,174.66 ADAPTERS, LOCK NUTS, BOLTS 506498 9307162168 1553.6530 REPAIR PARTS EQUIPMENT OPERATION GEN 30.48 ANCHORS 506444 9307165489 1553.6530 REPAIR PARTS EQUIPMENT OPERATION GEN 1,231.69 441318 11/21/2019 134957 LEACH LAW OFFICE LLC 20,766.80 OCTOBER ATTORNEY'S FEES 506311 0656.001-11/19 1195.6103 PROFESSIONAL SERVICES LEGAL SERVICES 20,766.80 441319 11/21/2019 101552 LEAGUE OF MINNESOTA CITIES 85.00 LMC EVENT-SCHAEFER 506939 311700 1120.6104 CONFERENCES & SCHOOLS ADMINISTRATION 85.00 441320 11/21/2019 138211 LEAGUE OF MINNESOTA CITIES 8,653.58 OCT WC DEDUCTIBLE 506499 1003628-11/19 6002.6200 INSURANCE RISK MGMT EMP SHARED SERVICE 8,653.58 441321 11/21/2019 138211 LEAGUE OF MINNESOTA CITIES 932.86 OCT WC DEDUCTIBLE2 506500 1003628 #2 - 11/19 6002.6200 INSURANCE RISK MGMT EMP SHARED SERVICE 932.86 441322 11/21/2019 135867 LIBATION PROJECT 1.50 18450 506657 25846 5862.5513 COST OF GOODS SOLD WINE VERNON SELLING 120.00 18450 506657 25846 5800.1353 INVENTORY WINE LIQUOR BALANCE SHEET 1.50 18451 506655 25847 5842.5513 COST OF GOODS SOLD WINE YORK SELLING 120.00 18451 506655 25847 5800.1353 INVENTORY WINE LIQUOR BALANCE SHEET 1.50 18449 506656 25848 5822.5513 COST OF GOODS SOLD WINE 50TH ST SELLING 120.00 18449 506656 25848 5800.1353 INVENTORY WINE LIQUOR BALANCE SHEET 364.50 441323 11/21/2019 144426 LIFE LINE BILLING SYSTEMS, LLC 9,632.29 506312 50158 1470.6103 PROFESSIONAL SERVICES FIRE DEPT. GENERAL 11/26/2019CITY OF EDINA 16:14:29R55CKR2LOGIS101 17Page -Council Check Register by GL Council Check Register by Invoice & Summary 11/27/201911/21/2019 -- Inv No Account No Account Description Business UnitDoc NoCheck #PO #SubledgerSupplier / ExplanationDateAmount 441323 11/21/2019 144426 LIFE LINE BILLING SYSTEMS, LLC Continued... 9,632.29 441324 11/21/2019 146312 LITZOW, DAVE 90.71 506445 AMBULANCE REFUND 1470.4329 AMBULANCE FEES FIRE DEPT. GENERAL 90.71 441325 11/21/2019 101851 LMCIT 13,587.72 HOME INS CLAIM - WW 506446 WORKER'S COMP #2 6002.6200 INSURANCE RISK MGMT EMP SHARED SERVICE 13,587.72 441326 11/21/2019 133185 LOGAN, PATRICK 43.45 GOLF DOME CLEANING SUPPLIES 506940 HD REIMBURSEMENT 5210.6511 CLEANING SUPPLIES GOLF DOME PROGRAM 43.45 441327 11/21/2019 141916 LUPULIN BREWING 160.00 18461 506658 25175 5800.1354 INVENTORY BEER LIQUOR BALANCE SHEET 275.00 18462 506747 25176 5800.1354 INVENTORY BEER LIQUOR BALANCE SHEET 30.00-2061 506990 975432 5800.1354 INVENTORY BEER LIQUOR BALANCE SHEET 405.00 441328 11/21/2019 100864 MACQUEEN EQUIPMENT INC. 36.53 FLANGES 506447 P23485 1553.6530 REPAIR PARTS EQUIPMENT OPERATION GEN 19.33 WIPER SEAL BOX 506912 P23567 1553.6530 REPAIR PARTS EQUIPMENT OPERATION GEN 122.78 PRESSURE SENDER 506995 P23585 1553.6530 REPAIR PARTS EQUIPMENT OPERATION GEN 487.00 SHEAR BOLTS AND NUTS 506996 P23595 1553.6530 REPAIR PARTS EQUIPMENT OPERATION GEN 328.69 NOSE PIECE LID, BOLTS 507003 P23609 1553.6530 REPAIR PARTS EQUIPMENT OPERATION GEN 206.35 CUTTING EDGE 507004 P23614 1553.6530 REPAIR PARTS EQUIPMENT OPERATION GEN 1,200.68 441329 11/21/2019 134063 MANSFIELD OIL COMPANY 270.67 FUEL 506452 21537745 1553.6581 GASOLINE EQUIPMENT OPERATION GEN 523.93 FUEL 506450 21537746 1553.6581 GASOLINE EQUIPMENT OPERATION GEN 442.41 FUEL 506455 21537747 1553.6581 GASOLINE EQUIPMENT OPERATION GEN 761.08 FUEL 506454 21537748 1553.6581 GASOLINE EQUIPMENT OPERATION GEN 461.30 FUEL 506449 21537749 1553.6581 GASOLINE EQUIPMENT OPERATION GEN 254.30 FUEL FEE 506448 21537750 1553.6581 GASOLINE EQUIPMENT OPERATION GEN 251.75 FUEL 506453 21537751 1553.6530 REPAIR PARTS EQUIPMENT OPERATION GEN 11/26/2019CITY OF EDINA 16:14:29R55CKR2LOGIS101 18Page -Council Check Register by GL Council Check Register by Invoice & Summary 11/27/201911/21/2019 -- Inv No Account No Account Description Business UnitDoc NoCheck #PO #SubledgerSupplier / ExplanationDateAmount 441329 11/21/2019 134063 MANSFIELD OIL COMPANY Continued... 748.90 FUEL 506451 21537755 1553.6581 GASOLINE EQUIPMENT OPERATION GEN 3,057.57 FUEL 506501 21538167 1553.6581 GASOLINE EQUIPMENT OPERATION GEN 6,771.91 441330 11/21/2019 142349 MAX TREE FARM 140.00 TREES 506688 1391-19 1644.6541 PLANTINGS & TREES TREES & MAINTENANCE 140.00 441331 11/21/2019 105603 MEDICINE LAKE TOURS 1,386.00 HOLIDAY FLOWERS TRIP 506847 HOLIDAY FLOWERS 1628.6103.07 TRIPS PROF SERVICES SENIOR CITIZENS 1,386.00 441332 11/21/2019 146040 MEGA BEER LLC 541.30 18379 506749 1256 5800.1354 INVENTORY BEER LIQUOR BALANCE SHEET 72.00 18461 506748 1261 5800.1354 INVENTORY BEER LIQUOR BALANCE SHEET 72.00 18377 506750 1262 5800.1354 INVENTORY BEER LIQUOR BALANCE SHEET 685.30 441333 11/21/2019 101987 MENARDS 16.47 LIGHTERS FOR B-DAY PARTIES 506925 084311 5720.6406 GENERAL SUPPLIES EDINBOROUGH OPERATIONS 49.00 ORBIT SANDER 506980 84546 5720.6406 GENERAL SUPPLIES EDINBOROUGH OPERATIONS 65.47 441334 11/21/2019 146307 MENDORA HEIGHTS FIRE DEPARTMENT 240.00 506457 MN-TFL OT 7510.6406 GENERAL SUPPLIES MN TF 1 ADMINISTRATION 240.00 441335 11/21/2019 101625 METRO FIRE CHIEFS OFFICERS ASSOCIATION 100.00 DUES 506458 111419 1470.6105 DUES & SUBSCRIPTIONS FIRE DEPT. GENERAL 100.00 441336 11/21/2019 102507 METRO VOLLEYBALL OFFICIALS 522.00 VOLLEYBALL OFFICIALS 506986 479 1621.6103 PROFESSIONAL SERVICES ATHLETIC ACTIVITIES 522.00 441337 11/21/2019 102729 METROPOLITAN FORD OF EDEN PRAIRIE 13.06 SWITCH 504949 516435 1553.6530 REPAIR PARTS EQUIPMENT OPERATION GEN 33.72 SLEEVE 506459 516531 1553.6530 REPAIR PARTS EQUIPMENT OPERATION GEN 155.60 WHEEL ASSY 505376 516596 1553.6530 REPAIR PARTS EQUIPMENT OPERATION GEN 44.26 HOSES, JET KITS 506889 516895 1553.6530 REPAIR PARTS EQUIPMENT OPERATION GEN 11/26/2019CITY OF EDINA 16:14:29R55CKR2LOGIS101 19Page -Council Check Register by GL Council Check Register by Invoice & Summary 11/27/201911/21/2019 -- Inv No Account No Account Description Business UnitDoc NoCheck #PO #SubledgerSupplier / ExplanationDateAmount 441337 11/21/2019 102729 METROPOLITAN FORD OF EDEN PRAIRIE Continued... 77.62 COIL ASY 506890 516896 1553.6530 REPAIR PARTS EQUIPMENT OPERATION GEN 216.92-CREDIT MEMO 504948 CM516362 1553.6530 REPAIR PARTS EQUIPMENT OPERATION GEN 107.34 441338 11/21/2019 102481 MIDLAND HVAC LLC 98.60 REFUND 80% PERMIT 506929 ED174569-REFUND 1495.4115 MECHANICAL PERMITS INSPECTIONS 98.60 441339 11/21/2019 100890 MIDWEST AQUA CARE 220.00 FOUNTAIN REMOVAL 506460 POND CL PARK 5761.6103 PROFESSIONAL SERVICES CENTENNIAL LAKES OPERATING 220.00 441340 11/21/2019 127062 MINNEHAHA BLDG. MAINT. INC. 10.75 506842 180145577 5821.6162 SERVICES CUSTODIANS 50TH ST OCCUPANCY 43.01 506843 180145578 5861.6162 SERVICES CUSTODIANS VERNON OCCUPANCY 32.26 506841 180145579 5861.6162 SERVICES CUSTODIANS VERNON OCCUPANCY 86.02 441341 11/21/2019 136248 MINNESOTA EQUIPMENT 1.80 BUSHING 506991 P07859 1553.6530 REPAIR PARTS EQUIPMENT OPERATION GEN 1.80 441342 11/21/2019 106193 MINNESOTA HIGHWAY SAFETY AND 1,780.00 EVOC CLASS FOR 4 OFFICERS 506882 629430-7521 2340.6104 CONFERENCES & SCHOOLS DWI FORFEITURE 1,780.00 441343 11/21/2019 101952 MINNESOTA/WISCONSIN PLAYGROUND 92,671.25 FRED PLAYGROUND EQUIPMENT 506504 2019472 47107.6710 EQUIPMENT REPLACEMENT Fred Richards - Phase 1 28,248.75 FRED PLAYGROUND INSTALL 506503 2019489 47107.6710 EQUIPMENT REPLACEMENT Fred Richards - Phase 1 120,920.00 441344 11/21/2019 128914 MINUTEMAN PRESS 121.00 R&E BROCHURES 506693 28700 1120.6406 GENERAL SUPPLIES ADMINISTRATION 199.00 506869 28701 5822.6122 ADVERTISING OTHER 50TH ST SELLING 199.00 506869 28701 5842.6122 ADVERTISING OTHER YORK SELLING 199.00 506869 28701 5862.6122 ADVERTISING OTHER VERNON SELLING 718.00 441345 11/21/2019 140955 MODIST BREWING LLC 126.00 18452 506751 9425 5800.1354 INVENTORY BEER LIQUOR BALANCE SHEET 11/26/2019CITY OF EDINA 16:14:29R55CKR2LOGIS101 20Page -Council Check Register by GL Council Check Register by Invoice & Summary 11/27/201911/21/2019 -- Inv No Account No Account Description Business UnitDoc NoCheck #PO #SubledgerSupplier / ExplanationDateAmount 441345 11/21/2019 140955 MODIST BREWING LLC Continued... 238.50 18453 506752 E-9423 5800.1354 INVENTORY BEER LIQUOR BALANCE SHEET 182.25 18454 506753 E-9424 5800.1354 INVENTORY BEER LIQUOR BALANCE SHEET 546.75 441346 11/21/2019 100916 MOOD MEDIA 306.75 MUSIC SERVICE 506461 54904036 5760.6105 DUES & SUBSCRIPTIONS CENTENNIAL LAKES ADMIN EXPENSE 306.75 441347 11/21/2019 100912 MOTOROLA INC. 855.00 506895 8280860250 421400.6710 EQUIPMENT REPLACEMENT POLICE EQUIPMENT 855.00 441348 11/21/2019 143339 MR CUTTING EDGE 170.00 SHARPEN ZAM BLADES 506694 1610 5521.6215 EQUIPMENT MAINTENANCE ARENA ICE MAINT 170.00 441349 11/21/2019 106073 MR. RAIN IRRIGATION INC. 186.58 SALLY LANE IRRIGATION 506943 8034 01452.1705.21 CONSULTING INSPECTION Indian Trails B/C 186.58 441350 11/21/2019 132591 MUSKA ELECTIRC COMPANY 13,575.00 GOLF DOME ELECTRICAL UPRADE 506505 25120 5400.1705 CONSTR. IN PROGRESS GOLF BALANCE SHEET 10,250.00 ELECTRICAL/IT UPGRADE 506506 25121 5400.1705 CONSTR. IN PROGRESS GOLF BALANCE SHEET 23,825.00 441351 11/21/2019 134024 NAGELL APPRAISAL & CONSULTING INC. 1,200.00 APPRAISAL REPORT 506462 27412 01458.1705.20 CONSULTING DESIGN Prospect Knolls A 1,200.00 441352 11/21/2019 100920 NAPA AUTO PARTS 19.72 DOOR HANDLE 506463 2122-534946J 1553.6530 REPAIR PARTS EQUIPMENT OPERATION GEN 67.84 HEATER 507001 2122-538350J 1553.6585 ACCESSORIES EQUIPMENT OPERATION GEN 87.56 441353 11/21/2019 100076 NEW FRANCE WINE CO. 6.00 18437 506755 150715 5822.5513 COST OF GOODS SOLD WINE 50TH ST SELLING 312.00 18437 506755 150715 5800.1353 INVENTORY WINE LIQUOR BALANCE SHEET 14.00 18421 506754 150716 5842.5513 COST OF GOODS SOLD WINE YORK SELLING 608.00 18421 506754 150716 5800.1353 INVENTORY WINE LIQUOR BALANCE SHEET 14.00 18407 506756 150717 5862.5513 COST OF GOODS SOLD WINE VERNON SELLING 11/26/2019CITY OF EDINA 16:14:29R55CKR2LOGIS101 21Page -Council Check Register by GL Council Check Register by Invoice & Summary 11/27/201911/21/2019 -- Inv No Account No Account Description Business UnitDoc NoCheck #PO #SubledgerSupplier / ExplanationDateAmount 441353 11/21/2019 100076 NEW FRANCE WINE CO.Continued... 820.00 18407 506756 150717 5800.1353 INVENTORY WINE LIQUOR BALANCE SHEET 1,774.00 441354 11/21/2019 104232 NORTHERN SAFETY TECHNOLOGY INC 313.20 EMERGENCY LIGHTS 507002 49226 1553.6530 REPAIR PARTS EQUIPMENT OPERATION GEN 313.20 441355 11/21/2019 142201 NORTHWEST LIGHTING SYSTEMS CO. 20.00 REPAIR PARTS ST. 1 506864 114157 1470.6530 REPAIR PARTS FIRE DEPT. GENERAL 182.45 LAMPS 506942 114321 1551.6406 GENERAL SUPPLIES CITY HALL GENERAL 202.45 441356 11/21/2019 103578 OFFICE DEPOT 32.99 COPY PAPER 506695 400249567001 5510.6513 OFFICE SUPPLIES ARENA ADMINISTRATION 34.99 LABEL MAKER 506696 400249720001 5553.6513 OFFICE SUPPLIES SPORTS DOME BLDG&GROUNDS 67.98 441357 11/21/2019 101659 ORKIN 153.42 GRANGE CAHILL PEST 506469 186857422 1646.6103 PROFESSIONAL SERVICES BUILDING MAINTENANCE 26.28 SO RAMP PEST 506468 186858392 4090.6103 PROFESSIONAL SERVICES 50TH&FRANCE MAINTENANCE 60.00 NORTH RAMP PEST 506467 186859128 4090.6103 PROFESSIONAL SERVICES 50TH&FRANCE MAINTENANCE 239.70 441358 11/21/2019 100347 PAUSTIS WINE COMPANY 8.75 18240 506911 69806 5822.5513 COST OF GOODS SOLD WINE 50TH ST SELLING 609.20 18240 506911 69806 5800.1353 INVENTORY WINE LIQUOR BALANCE SHEET 10.50 18432 506758 70611 5822.5513 COST OF GOODS SOLD WINE 50TH ST SELLING 771.00 18432 506758 70611 5800.1353 INVENTORY WINE LIQUOR BALANCE SHEET 18.75 18401 506760 70617 5862.5513 COST OF GOODS SOLD WINE VERNON SELLING 1,537.40 18401 506760 70617 5800.1353 INVENTORY WINE LIQUOR BALANCE SHEET 13.75 18415 506757 70620 5842.5513 COST OF GOODS SOLD WINE YORK SELLING 1,307.90 506757 70620 5800.1353 INVENTORY WINE LIQUOR BALANCE SHEET 7.00 18539 506759 70621 5862.5513 COST OF GOODS SOLD WINE VERNON SELLING 572.00 18539 506759 70621 5800.1353 INVENTORY WINE LIQUOR BALANCE SHEET 4,856.25 441359 11/21/2019 141258 PEMBER COMPANIES INC. 456.93 INTER/VERNON FINAL PAY 506697 INTERLACHEN BLVD 07159.1705.30 CONTRACTOR PAYMENTS Vernon/Interlachen Intersectio 105,262.30 INTER/VERNON FINAL PAY 506697 INTERLACHEN 05578.1705.30 CONTRACTOR PAYMENTS Vernon Interlachen WM 11/26/2019CITY OF EDINA 16:14:29R55CKR2LOGIS101 22Page -Council Check Register by GL Council Check Register by Invoice & Summary 11/27/201911/21/2019 -- Inv No Account No Account Description Business UnitDoc NoCheck #PO #SubledgerSupplier / ExplanationDateAmount 441359 11/21/2019 141258 PEMBER COMPANIES INC.Continued... BLVD 2,605.81 INTER/VERNON FINAL PAY 506697 INTERLACHEN BLVD 04450.1705.30 CONTRACTOR PAYMENTS Vernon/Interlachen Intersectio 83,814.07 INTER/VERNON FINAL PAY 506697 INTERLACHEN BLVD 9232.6710 EQUIPMENT REPLACEMENT CENTENNIAL TIF DISTRICT 192,139.11 441360 11/21/2019 100945 PEPSI-COLA COMPANY 409.86 CONCESSIONS FOOD 506698 50226453 5520.5510 COST OF GOODS SOLD ARENA CONCESSIONS 170.50 18579 506761 52949204 5800.1355 INVENTORY MIX & MISC LIQUOR BALANCE SHEET 580.36 441361 11/21/2019 117087 PETERSON COMPANIES 300.00 RAMP IRRIGATION BLOW OUT 506472 41362 4090.6103 PROFESSIONAL SERVICES 50TH&FRANCE MAINTENANCE 300.00 441362 11/21/2019 100743 PHILLIPS WINE & SPIRITS 2.38 18385 506771 2651256 5862.5512 COST OF GOODS SOLD LIQUOR VERNON SELLING 540.00 18385 506771 2651256 5800.1352 LIQUOR INVENTORY LIQUOR BALANCE SHEET 2.38 18390 506762 2651257 5822.5512 COST OF GOODS SOLD LIQUOR 50TH ST SELLING 540.00 18390 506762 2651257 5800.1352 LIQUOR INVENTORY LIQUOR BALANCE SHEET 67.90 18201 506826 2651265 5862.5513 COST OF GOODS SOLD WINE VERNON SELLING 6,299.25 18201 506826 2651265 5800.1353 INVENTORY WINE LIQUOR BALANCE SHEET 35.66 18412 506767 2655095 5842.5513 COST OF GOODS SOLD WINE YORK SELLING 2,341.75 18412 506767 2655095 5800.1353 INVENTORY WINE LIQUOR BALANCE SHEET 8.33 18499 506763 2655096 5822.5512 COST OF GOODS SOLD LIQUOR 50TH ST SELLING 640.10 18499 506763 2655096 5800.1352 LIQUOR INVENTORY LIQUOR BALANCE SHEET 5.95 18538 506765 2655097 5822.5515 COST OF GOODS SOLD MIX 50TH ST SELLING 174.30 18538 506765 2655097 5800.1355 INVENTORY MIX & MISC LIQUOR BALANCE SHEET 7.14 18492 506766 2655098 5842.5512 COST OF GOODS SOLD LIQUOR YORK SELLING 674.50 18492 506766 2655098 5800.1352 LIQUOR INVENTORY LIQUOR BALANCE SHEET 3.37 18540 506768 2655099 5842.5515 COST OF GOODS SOLD MIX YORK SELLING 153.60 18540 506768 2655099 5800.1355 INVENTORY MIX & MISC LIQUOR BALANCE SHEET 3.57 18485 506769 2655100 5862.5512 COST OF GOODS SOLD LIQUOR VERNON SELLING 407.00 18485 506769 2655100 5800.1352 LIQUOR INVENTORY LIQUOR BALANCE SHEET 5.95 18541 506770 2655101 5862.5515 COST OF GOODS SOLD MIX VERNON SELLING 170.30 18541 506770 2655101 5800.1355 INVENTORY MIX & MISC LIQUOR BALANCE SHEET 10.71 18427 506764 2655102 5822.5513 COST OF GOODS SOLD WINE 50TH ST SELLING 766.00 18427 506764 2655102 5800.1353 INVENTORY WINE LIQUOR BALANCE SHEET 30.94 18397 506772 2655103 5862.5513 COST OF GOODS SOLD WINE VERNON SELLING 11/26/2019CITY OF EDINA 16:14:29R55CKR2LOGIS101 23Page -Council Check Register by GL Council Check Register by Invoice & Summary 11/27/201911/21/2019 -- Inv No Account No Account Description Business UnitDoc NoCheck #PO #SubledgerSupplier / ExplanationDateAmount 441362 11/21/2019 100743 PHILLIPS WINE & SPIRITS Continued... 1,319.00 18397 506772 2655103 5800.1353 INVENTORY WINE LIQUOR BALANCE SHEET 364.80 18578 506773 2656333 5800.1355 INVENTORY MIX & MISC LIQUOR BALANCE SHEET 14,574.88 441363 11/21/2019 100954 PIONEER RIM & WHEEL CO. 128.16 WIPER BLADES 506994 01BR2283 1553.6530 REPAIR PARTS EQUIPMENT OPERATION GEN 128.16 441364 11/21/2019 100957 PLANT & FLANGED EQUIPMENT 379.10 10" ELBOW FOR WELL13 506886 0075520-IN 5912.6406 GENERAL SUPPLIES WELL HOUSES 379.10 441365 11/21/2019 130926 PLANTSCAPE INC. 2,223.86 PLANT MAINTENANCE 506985 356997 5720.6620 TREES, FLOWERS, SHRUBS EDINBOROUGH OPERATIONS 2,223.86 441366 11/21/2019 103591 PLEHAL BLACKTOPPING INC. 527.00 5916 DREW DRIVEWAY 506932 30202A 01451.1705.21 CONSULTING INSPECTION Chowen A/B 527.00 441367 11/21/2019 146318 PLEVY, NOEL 93.73 506473 AMBULANCE REFUND 1470.4329 AMBULANCE FEES FIRE DEPT. GENERAL 93.73 441368 11/21/2019 100961 POSTMASTER - USPS 5,070.45 506699 11132019 1130.6575 PRINTING COMMUNICATIONS 5,070.45 441369 11/21/2019 141028 PRO-VISION INC. 447.94 CAMERA SYSTEM 507006 327424 1553.6585 ACCESSORIES EQUIPMENT OPERATION GEN 447.94 441370 11/21/2019 100466 R & R PRODUCTS INC. 202.54 TIRES FOR CARTS 506315 CD2398328 5422.6530 REPAIR PARTS MAINT OF COURSE & GROUNDS 202.54 441371 11/21/2019 120221 RACHEL CONTRACTING INC. 1,376.00 REPAIR DUE TO GAS LINE TRENCH 506705 18130.E1 47106.6710 EQUIPMENT REPLACEMENT Arden Park Shelter and Imp 1,376.00 11/26/2019CITY OF EDINA 16:14:29R55CKR2LOGIS101 24Page -Council Check Register by GL Council Check Register by Invoice & Summary 11/27/201911/21/2019 -- Inv No Account No Account Description Business UnitDoc NoCheck #PO #SubledgerSupplier / ExplanationDateAmount 441371 11/21/2019 120221 RACHEL CONTRACTING INC.Continued... 441372 11/21/2019 146270 RCN TECHNOLOGIES 1,545.95 506316 106361899 7510.6406 GENERAL SUPPLIES MN TF 1 ADMINISTRATION 1,545.95 441373 11/21/2019 138298 RED BULL DISTRIBUTION COMPANY INC. 108.00 18552 506774 K-99170726 5800.1355 INVENTORY MIX & MISC LIQUOR BALANCE SHEET 108.00 441374 11/21/2019 144575 RED RIVER KITCHEN/LANCER CATERING 327.56 Q4 IQS LEADERSHIP MEETING 506862 EDN19737 1556.6104 CONFERENCES & SCHOOLS EMPLOYEE SHARED SERVICES 327.56 441375 11/21/2019 125936 REINDERS INC. 5,201.45 FUNGICIDE 506844 3064215-00 5761.6540 FERTILIZER CENTENNIAL LAKES OPERATING 5,201.45 441376 11/21/2019 133475 REPLACEMENT HOUSING SERVICE CONS 2,500.00 ESCROW REFUND FROM DEMO 506927 ED172290-REFUND 1495.4109 CONSTRUCTION DEPOSIT INSPECTIONS 2,500.00 441377 11/21/2019 102408 RIGID HITCH INCORPORATED 34.88 TRAILER LIGHTING 506475 1928228461 1553.6530 REPAIR PARTS EQUIPMENT OPERATION GEN 34.88 441378 11/21/2019 145548 RIHM MOTOR COMPANY 540.95 PURGE VALVE CARTRIDGE DRYERS 506476 2044139A 1553.6530 REPAIR PARTS EQUIPMENT OPERATION GEN 601.90 FILTERS, PURGE VALVES 506477 2044491A 1553.6530 REPAIR PARTS EQUIPMENT OPERATION GEN 1,142.85 441379 11/21/2019 127774 ROOTSTOCK WINE COMPANY 9.00 18440 506776 19-16384 5822.5513 COST OF GOODS SOLD WINE 50TH ST SELLING 459.96 18440 506776 19-16384 5800.1353 INVENTORY WINE LIQUOR BALANCE SHEET .75 18425 506775 19-16385 5842.5513 COST OF GOODS SOLD WINE YORK SELLING 61.98 18425 506775 19-16385 5800.1353 INVENTORY WINE LIQUOR BALANCE SHEET 360.00 18564 506777 19-16418 5800.1353 INVENTORY WINE LIQUOR BALANCE SHEET 2.25 18617 506919 19-16540 5822.5513 COST OF GOODS SOLD WINE 50TH ST SELLING 190.02 18617 506919 19-16540 5800.1353 INVENTORY WINE LIQUOR BALANCE SHEET 1,083.96 11/26/2019CITY OF EDINA 16:14:29R55CKR2LOGIS101 25Page -Council Check Register by GL Council Check Register by Invoice & Summary 11/27/201911/21/2019 -- Inv No Account No Account Description Business UnitDoc NoCheck #PO #SubledgerSupplier / ExplanationDateAmount 441380 11/21/2019 139439 RUE 38 LLC Continued... 1.50 18422 506778 6924 5842.5513 COST OF GOODS SOLD WINE YORK SELLING 120.00 18422 506778 6924 5800.1353 INVENTORY WINE LIQUOR BALANCE SHEET 3.00 18614 506922 6983 5822.5513 COST OF GOODS SOLD WINE 50TH ST SELLING 264.00 18614 506922 6983 5800.1353 INVENTORY WINE LIQUOR BALANCE SHEET 388.50 441381 11/21/2019 144464 RUETER WALTON COMMERICAL 10,000.00 ESCROW REFUND FROM NEW SFD 506860 ED165800-REFUND 1495.4109 CONSTRUCTION DEPOSIT INSPECTIONS 10,000.00 441382 11/21/2019 101682 S & S WORLDWIDE INC. 159.98 BB HOOPS 506984 IN100255292 5720.6406 GENERAL SUPPLIES EDINBOROUGH OPERATIONS 159.98 441383 11/21/2019 134173 SAFE-FAST INC. 52.00 UNIFORM JACKET 506478 INV223582 5913.6201 LAUNDRY DISTRIBUTION 52.00 441384 11/21/2019 100988 SAFETY KLEEN 40.00 USED OIL FILTER PICK UP 507005 81181504 1553.6584 LUBRICANTS EQUIPMENT OPERATION GEN 124.21 CLEAN OUT PARTS WASHER 507007 R002653690 1553.6530 REPAIR PARTS EQUIPMENT OPERATION GEN 164.21 441385 11/21/2019 144553 SALTCO MSP LLC 70.00 SOFTNER TANK RENTAL 506706 29391 5511.6103 PROFESSIONAL SERVICES ARENA BLDG/GROUNDS 70.00 441386 11/21/2019 101431 SCAN AIR FILTER INC. 95.87 AIR FILTER 506317 147306 5210.6530 REPAIR PARTS GOLF DOME PROGRAM 95.87 441387 11/21/2019 104151 SCHINDLER ELEVATOR CORP. 957.99 LIB SENIOR CENTER ELEVATOR 506318 8105193586 1628.6103 PROFESSIONAL SERVICES SENIOR CITIZENS 957.99 441388 11/21/2019 145865 SCHUMACHER'S NURSERY & BERRY FARM, INC. 651.00 TREES 506707 SO2236 1644.6541 PLANTINGS & TREES TREES & MAINTENANCE 651.00 441389 11/21/2019 100995 SEH 11/26/2019CITY OF EDINA 16:14:29R55CKR2LOGIS101 26Page -Council Check Register by GL Council Check Register by Invoice & Summary 11/27/201911/21/2019 -- Inv No Account No Account Description Business UnitDoc NoCheck #PO #SubledgerSupplier / ExplanationDateAmount 441389 11/21/2019 100995 SEH Continued... 8.53 INTER/VERNON CONSULTING 506948 374805 07159.1705.21 CONSULTING INSPECTION Vernon/Interlachen Intersectio 527.68 INTER/VERNON CONSULTING 506948 374805 05578.1705.21 CONSULTING INSPECTION Vernon Interlachen WM 45.66 INTER/VERNON CONSULTING 506948 374805 04450.1705.21 CONSULTING INSPECTION Vernon/Interlachen Intersectio 435.21 INTER/VERNON CONSULTING 506948 374805 9232.6710 EQUIPMENT REPLACEMENT CENTENNIAL TIF DISTRICT 8,556.15 506848 374806 03510.1705.21 CONSULTING INSPECTION SS Trunk Ext - York Phase 1 16,887.87 PROSPECT KNOLLS DESIGN 506851 374812 01458.1705.20 CONSULTING DESIGN Prospect Knolls A 6,750.00 2019 WM PCA 506852 376143 5924.6103 PROFESSIONAL SERVICES ENGINEER SERVICES - WATER 17.59 INTER/VERNON CONSULTING 506947 376165 07159.1705.21 CONSULTING INSPECTION Vernon/Interlachen Intersectio 1,087.57 INTER/VERNON CONSULTING 506947 376165 05578.1705.21 CONSULTING INSPECTION Vernon Interlachen WM 94.08 INTER/VERNON CONSULTING 506947 376165 04450.1705.21 CONSULTING INSPECTION Vernon/Interlachen Intersectio 896.99 INTER/VERNON CONSULTING 506947 376165 9232.6710 EQUIPMENT REPLACEMENT CENTENNIAL TIF DISTRICT 17,199.87 PROSPECT KNOLLS DESIGN 506849 376166 01458.1705.20 CONSULTING DESIGN Prospect Knolls A 10,950.22 506850 376167 03510.1705.21 CONSULTING INSPECTION SS Trunk Ext - York Phase 1 63,457.42 441390 11/21/2019 101106 SERVICEMASTER 755.00 RAMP TRASH ROOM CLEANING 506859 63742 4090.6103 PROFESSIONAL SERVICES 50TH&FRANCE MAINTENANCE 755.00 441391 11/21/2019 100998 SHERWIN WILLIAMS CO. 242.33 PAINT 506710 5773-0 1646.6577 LUMBER BUILDING MAINTENANCE 234.49 PAINT 506709 9992-5 1646.6577 LUMBER BUILDING MAINTENANCE 476.82 441392 11/21/2019 118211 SHERWIN WILLIAMS CO. 234.40 PAINT 506708 3969-9 1646.6577 LUMBER BUILDING MAINTENANCE 234.40 441393 11/21/2019 145394 SHIRTS ON SITE 450.00 SAFETY CAMP SHIRTS 506863 1000184 1630.6406 GENERAL SUPPLIES PARTNERSHIP PROGRAMS 450.00 441394 11/21/2019 101556 SHRED-IT USA 194.42 SHREDDING 506711 8128439445 1470.6103 PROFESSIONAL SERVICES FIRE DEPT. GENERAL 194.42 441395 11/21/2019 100999 SIGNAL SYSTEMS INC. 286.15 TIME CLOCK RENTAL 506712 13090446 5310.6105 DUES & SUBSCRIPTIONS POOL ADMINISTRATION 286.15 11/26/2019CITY OF EDINA 16:14:29R55CKR2LOGIS101 27Page -Council Check Register by GL Council Check Register by Invoice & Summary 11/27/201911/21/2019 -- Inv No Account No Account Description Business UnitDoc NoCheck #PO #SubledgerSupplier / ExplanationDateAmount 441396 11/21/2019 137482 SITEONE LANDSCAPE SUPPLY LLC Continued... 38.00 DRAINAGE CAPS 506319 95687910-001 5422.6406 GENERAL SUPPLIES MAINT OF COURSE & GROUNDS 38.00 441397 11/21/2019 100430 SNAP-ON INDUSTRIAL 26.24 WIRE STRIPPER 506479 41792838 1553.6556 TOOLS EQUIPMENT OPERATION GEN 80.00 TOOL REPAIR 506480 ARS/14025169 1553.6556 TOOLS EQUIPMENT OPERATION GEN 155.84 SOCKET SET 506915 ARV/41818017DUP 1553.6556 TOOLS EQUIPMENT OPERATION GEN 262.08 441398 11/21/2019 135719 SOLARWINDS 5,440.00 IT SOFTWARE 506481 IN456572 1554.6160 DATA PROCESSING CENT SERV GEN - MIS 5,440.00 441399 11/21/2019 127878 SOUTHERN WINE AND SPIRITS 44.80 18428 506824 1889205 5822.5513 COST OF GOODS SOLD WINE 50TH ST SELLING 4,071.15 18428 506824 1889205 5800.1353 INVENTORY WINE LIQUOR BALANCE SHEET 6.40 18429 506825 1889206 5822.5513 COST OF GOODS SOLD WINE 50TH ST SELLING 990.00 18429 506825 1889206 5800.1353 INVENTORY WINE LIQUOR BALANCE SHEET 2.40 18511 506782 1889207 5822.5512 COST OF GOODS SOLD LIQUOR 50TH ST SELLING 288.00 18511 506782 1889207 5800.1352 LIQUOR INVENTORY LIQUOR BALANCE SHEET 7.44 18500 506822 1889208 5822.5512 COST OF GOODS SOLD LIQUOR 50TH ST SELLING 1,649.56 18500 506822 1889208 5800.1352 LIQUOR INVENTORY LIQUOR BALANCE SHEET 1.60 18441 506823 1889209 5822.5513 COST OF GOODS SOLD WINE 50TH ST SELLING 72.00 18441 506823 1889209 5800.1353 INVENTORY WINE LIQUOR BALANCE SHEET 4.80 18519 506827 1889210 5822.5512 COST OF GOODS SOLD LIQUOR 50TH ST SELLING 162.00 18519 506827 1889210 5800.1355 INVENTORY MIX & MISC LIQUOR BALANCE SHEET .80 18545 506820 1889211 5842.5513 COST OF GOODS SOLD WINE YORK SELLING 3.20 18495 506779 1889212 5842.5512 COST OF GOODS SOLD LIQUOR YORK SELLING 697.30 18495 506779 1889212 5800.1352 LIQUOR INVENTORY LIQUOR BALANCE SHEET .80 18514 506818 1889213 5842.5513 COST OF GOODS SOLD WINE YORK SELLING 310.00 18514 506818 1889213 5800.1353 INVENTORY WINE LIQUOR BALANCE SHEET 2.40 18513 506781 1889214 5842.5515 COST OF GOODS SOLD MIX YORK SELLING 288.00 18513 506781 1889214 5800.1355 INVENTORY MIX & MISC LIQUOR BALANCE SHEET 7.28 18486 506780 1889215 5842.5512 COST OF GOODS SOLD LIQUOR YORK SELLING 1,247.94 18486 506780 1889215 5800.1352 LIQUOR INVENTORY LIQUOR BALANCE SHEET 3.20 18517 506790 1889216 5842.5512 COST OF GOODS SOLD LIQUOR YORK SELLING 359.60 506790 1889216 5800.1352 LIQUOR INVENTORY LIQUOR BALANCE SHEET 47.20 18413 506819 1889217 5842.5513 COST OF GOODS SOLD WINE YORK SELLING 3,957.00 18413 506819 1889217 5800.1353 INVENTORY WINE LIQUOR BALANCE SHEET 6.80 18484 506785 1889218 5862.5512 COST OF GOODS SOLD LIQUOR VERNON SELLING 11/26/2019CITY OF EDINA 16:14:29R55CKR2LOGIS101 28Page -Council Check Register by GL Council Check Register by Invoice & Summary 11/27/201911/21/2019 -- Inv No Account No Account Description Business UnitDoc NoCheck #PO #SubledgerSupplier / ExplanationDateAmount 441399 11/21/2019 127878 SOUTHERN WINE AND SPIRITS Continued... 1,067.18 18484 506785 1889218 5800.1352 LIQUOR INVENTORY LIQUOR BALANCE SHEET 2.40 18512 506783 1889219 5862.5512 COST OF GOODS SOLD LIQUOR VERNON SELLING 288.00 18512 506783 1889219 5800.1352 LIQUOR INVENTORY LIQUOR BALANCE SHEET 2.27 18399 506786 1889220 5862.5513 COST OF GOODS SOLD WINE VERNON SELLING 1,226.70 18399 506786 1889220 5800.1353 INVENTORY WINE LIQUOR BALANCE SHEET 13.35 18478 506789 1889221 5862.5513 COST OF GOODS SOLD WINE VERNON SELLING 2,705.37 18478 506789 1889221 5800.1352 LIQUOR INVENTORY LIQUOR BALANCE SHEET 52.80 18398 506788 1889222 5862.5513 COST OF GOODS SOLD WINE VERNON SELLING 6,528.58 18398 506788 1889222 5800.1353 INVENTORY WINE LIQUOR BALANCE SHEET .80 18544 506784 1889223 5862.5513 COST OF GOODS SOLD WINE VERNON SELLING 128.00 18544 506784 1889223 5800.1353 INVENTORY WINE LIQUOR BALANCE SHEET 2.40 18543 506787 1889224 5862.5513 COST OF GOODS SOLD WINE VERNON SELLING 672.00 18543 506787 1889224 5800.1353 INVENTORY WINE LIQUOR BALANCE SHEET .80 18577 506792 1890660 5800.1352 LIQUOR INVENTORY LIQUOR BALANCE SHEET 269.98 506792 1890660 5800.1352 LIQUOR INVENTORY LIQUOR BALANCE SHEET .80 18575 506791 1890661 5862.5512 COST OF GOODS SOLD LIQUOR VERNON SELLING 269.98 18575 506791 1890661 5800.1352 LIQUOR INVENTORY LIQUOR BALANCE SHEET 80.00-2053 506821 52918 5800.1353 INVENTORY WINE LIQUOR BALANCE SHEET 27,383.08 441400 11/21/2019 134700 SPOK INC. 126.76 506482 319246 1400.6151 EQUIPMENT RENTAL POLICE DEPT. GENERAL 126.76 441401 11/21/2019 143363 STATE OF FUN INFLATABLES 750.00 OPEN STREETS BOUNCE HOUSE 506904 447825 1627.6406 GENERAL SUPPLIES SPECIAL ACTIVITIES 750.00 441402 11/21/2019 133068 STEEL TOE BREWING LLC 627.00 18446 506794 31033 5800.1354 INVENTORY BEER LIQUOR BALANCE SHEET 165.00 18447 506793 31034 5800.1354 INVENTORY BEER LIQUOR BALANCE SHEET 792.00 441403 11/21/2019 104349 STRUCTURED NETWORK SOLUTIONS, INC. 1,094.10 CABLING AP ISSUES AT MULT LOCA 507009 22580 1554.6103 PROFESSIONAL SERVICES CENT SERV GEN - MIS 1,094.10 441404 11/21/2019 146317 SUKOWATEY, MARY 1,718.00 506872 AMBULANCE REFUND 1470.4329 AMBULANCE FEES FIRE DEPT. GENERAL 11/26/2019CITY OF EDINA 16:14:29R55CKR2LOGIS101 29Page -Council Check Register by GL Council Check Register by Invoice & Summary 11/27/201911/21/2019 -- Inv No Account No Account Description Business UnitDoc NoCheck #PO #SubledgerSupplier / ExplanationDateAmount 441404 11/21/2019 146317 SUKOWATEY, MARY Continued... 1,718.00 441405 11/21/2019 119864 SYSCO MINNESOTA 610.78 CONCESSION PRODUCT 506982 247764937 5730.5510 COST OF GOODS SOLD EDINBOROUGH CONCESSIONS 610.78 441406 11/21/2019 118133 TCIC INC. 575.00 RADIO RAPAIR 506909 RP84921-R 5913.6180 CONTRACTED REPAIRS DISTRIBUTION 575.00 441407 11/21/2019 146342 THE CHAPMAN GROUP 3,000.00 Q4 IQS LEADERSHIP MEETING 506903 19-1089 1556.6104 CONFERENCES & SCHOOLS EMPLOYEE SHARED SERVICES 3,000.00 441408 11/21/2019 102798 THOMSON REUTERS - WEST 693.67 INVESTIGATIONS OCTOBER 506487 841246658 1400.6105 DUES & SUBSCRIPTIONS POLICE DEPT. GENERAL 693.67 441409 11/21/2019 101826 THYSSENKRUPP ELEVATOR CORP. 1,267.49 ELEVATOR SERVICE CONTRACT 506320 3004894947 5410.6230 SERVICE CONTRACTS EQUIPMENT GOLF ADMINISTRATION 1,267.49 441410 11/21/2019 120595 T-MOBILE 35.00 SURVEY GPS 506944 477067848-11/19 1261.6188 TELEPHONE CONSTRUCTION MANAGEMENT 35.00 441411 11/21/2019 134673 TOTAL MECHANICAL SERVICES INC. 2,554.00 SERVICE CONTRACT 506488 PM3604 5511.6103 PROFESSIONAL SERVICES ARENA BLDG/GROUNDS 2,554.00 441412 11/21/2019 143772 TRADE TOOLS INC. 158.51 DOME CONNECTIONS 507015 287609 5553.6406 GENERAL SUPPLIES SPORTS DOME BLDG&GROUNDS 158.51 441413 11/21/2019 138732 TRADITION WINE & SPIRITS LLC 7.00 18410 506795 20817 5862.5513 COST OF GOODS SOLD WINE VERNON SELLING 280.00 18410 506795 20817 5800.1353 INVENTORY WINE LIQUOR BALANCE SHEET 274.00-2058 506796 20885 5800.1352 LIQUOR INVENTORY LIQUOR BALANCE SHEET 13.00 11/26/2019CITY OF EDINA 16:14:29R55CKR2LOGIS101 30Page -Council Check Register by GL Council Check Register by Invoice & Summary 11/27/201911/21/2019 -- Inv No Account No Account Description Business UnitDoc NoCheck #PO #SubledgerSupplier / ExplanationDateAmount 441414 11/21/2019 103982 TRAFFIC CONTROL CORPORATION Continued... 7,265.00 TRAFFIC SIGNAL MATERIALS 506321 117004 01267.1705.20 CONSULTING DESIGN MSA Maintenance Projects 635.00 WDALE/VV SIGNAL MATERIALS 506489 117066 01267.1705.21 CONSULTING INSPECTION MSA Maintenance Projects 7,900.00 441415 11/21/2019 144209 VENN BREWING COMPANY LLC 175.50 18470 506797 1379 5800.1354 INVENTORY BEER LIQUOR BALANCE SHEET 175.50 441416 11/21/2019 131737 VEOLIA ENVIRONMENTAL SERVICES 1,768.36 HAZ. WASTE DISP.506490 926047476 1280.6271 HAZ. WASTE DISPOSAL SUPERVISION & OVERHEAD 1,768.36 441417 11/21/2019 101061 VICTORY CORPS 202.01 U.S. FLAGS 506491 1794777 7411.6406 GENERAL SUPPLIES PSTF OCCUPANCY 202.01 441418 11/21/2019 137833 VIKING TROPHIES AWARDS & RECONGNITION 447.25 EMPLOYEE RECOG LUNCH-AWARDS 506492 1884 1556.6406 GENERAL SUPPLIES EMPLOYEE SHARED SERVICES 12.31 ELT NAMEPLATE FOR NEW PHOTO 506713 1895 1120.6406 GENERAL SUPPLIES ADMINISTRATION 459.56 441419 11/21/2019 103088 WASTE MANAGEMENT OF WI-MN 165.22 PW CLEANUP 506323 8179435-2282-8 1552.6103 PROFESSIONAL SERVICES CENT SVC PW BUILDING 165.22 441420 11/21/2019 130574 WATSON COMPANY 289.51 CONCESSIONS FOOD 506715 104324 5520.5510 COST OF GOODS SOLD ARENA CONCESSIONS 289.51 441421 11/21/2019 106501 WERNER ELECTRIC SUPPLY 273.23 TIMING RELAY, WELL 10 AND 11 506883 S010183062.001 5911.6406 GENERAL SUPPLIES WELL PUMPS 273.23 441422 11/21/2019 101312 WINE MERCHANTS 11.90 18434 506809 7260750 5822.5513 COST OF GOODS SOLD WINE 50TH ST SELLING 1,040.00 18434 506809 7260750 5800.1353 INVENTORY WINE LIQUOR BALANCE SHEET 53.55 18418 506810 7260751 5842.5513 COST OF GOODS SOLD WINE YORK SELLING 4,558.00 506810 7260751 5800.1353 INVENTORY WINE LIQUOR BALANCE SHEET 19.64 18404 506811 7260752 5862.5513 COST OF GOODS SOLD WINE VERNON SELLING 1,776.00 18404 506811 7260752 5800.1353 INVENTORY WINE LIQUOR BALANCE SHEET 11/26/2019CITY OF EDINA 16:14:29R55CKR2LOGIS101 31Page -Council Check Register by GL Council Check Register by Invoice & Summary 11/27/201911/21/2019 -- Inv No Account No Account Description Business UnitDoc NoCheck #PO #SubledgerSupplier / ExplanationDateAmount 441422 11/21/2019 101312 WINE MERCHANTS Continued... 7,459.09 441423 11/21/2019 144412 WINEBOW 1.75 18436 506814 MN00069376 5822.5513 COST OF GOODS SOLD WINE 50TH ST SELLING 84.00 18436 506814 MN00069376 5800.1353 INVENTORY WINE LIQUOR BALANCE SHEET 5.25 18406 506815 MN00069381 5862.5513 COST OF GOODS SOLD WINE VERNON SELLING 830.00 18406 506815 MN00069381 5800.1353 INVENTORY WINE LIQUOR BALANCE SHEET 2.25 18491 506813 MN00069383 5842.5512 COST OF GOODS SOLD LIQUOR YORK SELLING 174.00 18491 506813 MN00069383 5800.1352 LIQUOR INVENTORY LIQUOR BALANCE SHEET 5.25 18420 506812 MN00069384 5842.5513 COST OF GOODS SOLD WINE YORK SELLING 340.00 18420 506812 MN00069384 5800.1353 INVENTORY WINE LIQUOR BALANCE SHEET 3.50 18612 506908 MN00069643 5822.5513 COST OF GOODS SOLD WINE 50TH ST SELLING 192.00 18612 506908 MN00069643 5800.1353 INVENTORY WINE LIQUOR BALANCE SHEET 1,638.00 441424 11/21/2019 130471 WINFIELD SOLUTIONS LLC 79.10 FINANCE CHARGE 506717 000063498073 5422.6545 CHEMICALS MAINT OF COURSE & GROUNDS 1,030.74 CRABGRASS HERBICIDE 506719 63327028 5422.6545 CHEMICALS MAINT OF COURSE & GROUNDS 7,840.94 EARLY ORDER FOR NEXT SEASON 506718 63499622 5422.6545 CHEMICALS MAINT OF COURSE & GROUNDS 8,950.78 441425 11/21/2019 124503 WINSUPPLY OF EDEN PRAIRIE 38.11 LOCKER ROOM # 16 MOTION DETECT 507012 187081 01 5511.6406 GENERAL SUPPLIES ARENA BLDG/GROUNDS 38.11 441426 11/21/2019 146320 WOLF, SARAH 1,559.85 506873 AMBULANCE REFUND 1470.4329 AMBULANCE FEES FIRE DEPT. GENERAL 1,559.85 441427 11/21/2019 123556 WOODDALE BUILDERS 10,000.00 ESCROW REFUND NEW SFD 506324 ED162352-REFUND 1495.4109 CONSTRUCTION DEPOSIT INSPECTIONS 10,000.00 441428 11/21/2019 142220 WOODEN HILL BREWING COMPANY 45.00 18467 506325 1916 5800.1354 INVENTORY BEER LIQUOR BALANCE SHEET 164.40 18465 506817 1917 5800.1354 INVENTORY BEER LIQUOR BALANCE SHEET 238.80 18466 506816 1918 5800.1354 INVENTORY BEER LIQUOR BALANCE SHEET 448.20 11/26/2019CITY OF EDINA 16:14:29R55CKR2LOGIS101 32Page -Council Check Register by GL Council Check Register by Invoice & Summary 11/27/201911/21/2019 -- Inv No Account No Account Description Business UnitDoc NoCheck #PO #SubledgerSupplier / ExplanationDateAmount 441429 11/21/2019 146268 WORRY FREE BUILDING LLC Continued... 1,900.00 COUNTERTOP REPLACEMENT 506493 807 7411.6406 GENERAL SUPPLIES PSTF OCCUPANCY 1,900.00 441430 11/21/2019 100300 WRIGHT COUNTY 100.00 OUT OF COUNTY WARRANT 506856 11142019 1000.2055 DUE TO OTHER GOVERNMENTS GENERAL FUND BALANCE SHEET 100.00 441432 11/21/2019 136192 ZOLL MEDICAL CORPORATION 828.00 AMBULANCE SUPPLIES 506494 2960073 1470.6510 FIRST AID SUPPLIES FIRE DEPT. GENERAL 828.00 441433 11/21/2019 146357 MCCARTY, STEPHEN 240.00 PERFORMER AT E.P.502676 NOV 3 5710.6136 PROFESSIONAL SVC - OTHER EDINBOROUGH ADMINISTRATION Supplier 146038 THE JAZZ STANDARDS 240.00 441434 11/27/2019 142327 56 BREWING, LLC 192.00 18731 507192 5608107 5800.1354 INVENTORY BEER LIQUOR BALANCE SHEET 192.00 441435 11/27/2019 129458 ACME TOOLS 650.00 507144 7085464 1314.6518 BLACKTOP STREET RENOVATION 650.00 441436 11/27/2019 143143 ACT CLEANING SERVICE 755.89 CLEANING 507052 INV-1285 5210.6230 SERVICE CONTRACTS EQUIPMENT GOLF DOME PROGRAM 400.00 CLEANING 507052 INV-1285 5410.6230 SERVICE CONTRACTS EQUIPMENT GOLF ADMINISTRATION 1,155.89 441437 11/27/2019 135922 ACUSHNET COMPANY 184.75-CREDIT FOR OVERPAYMENT 504909 907318843CM 5400.1356 INVENTORY SUPPLIES GOLF BALANCE SHEET 73.72 MERCHANDISE 504047 907805755 5400.1356 INVENTORY SUPPLIES GOLF BALANCE SHEET 366.00 MERCHANDISE 504045 907838077 5400.1356 INVENTORY SUPPLIES GOLF BALANCE SHEET 129.91 MERCHANDISE 504046 907838145 5400.1356 INVENTORY SUPPLIES GOLF BALANCE SHEET 86.56 MERCHANDISE 504044 908062632 5400.1356 INVENTORY SUPPLIES GOLF BALANCE SHEET 380.86 MERCHANDISE 503416 908167565 5400.1356 INVENTORY SUPPLIES GOLF BALANCE SHEET 2,214.60-RETURNED MERCHANDISE 504043 908178829 5400.1356 INVENTORY SUPPLIES GOLF BALANCE SHEET 63.00 MERCHANDISE 506068 908280382 5400.1356 INVENTORY SUPPLIES GOLF BALANCE SHEET 18.00 MERCHANDISE 506289 908313907 5400.1356 INVENTORY SUPPLIES GOLF BALANCE SHEET 2,679.51 MERCHANDISE 507050 908317825 5400.1356 INVENTORY SUPPLIES GOLF BALANCE SHEET 11/26/2019CITY OF EDINA 16:14:29R55CKR2LOGIS101 33Page -Council Check Register by GL Council Check Register by Invoice & Summary 11/27/201911/21/2019 -- Inv No Account No Account Description Business UnitDoc NoCheck #PO #SubledgerSupplier / ExplanationDateAmount 441437 11/27/2019 135922 ACUSHNET COMPANY Continued... 103.21 MERCHANDISE 507051 908326843 5400.1356 INVENTORY SUPPLIES GOLF BALANCE SHEET 1,501.42 441438 11/27/2019 140318 ADVANCED ENGINEERING AND 1,240.39 SCADA SERVER 3 MEMORY/WIN911 507040 65752 5913.6103 PROFESSIONAL SERVICES DISTRIBUTION 1,240.39 441439 11/27/2019 138492 ALL STATE COMMUNICATIONS 645.00 PROGRAM PULL STATIONS 507451 297935 5553.6103 PROFESSIONAL SERVICES SPORTS DOME BLDG&GROUNDS 1,425.00 REPLACE PULL STATIONS 507450 297939 5553.6180 CONTRACTED REPAIRS SPORTS DOME BLDG&GROUNDS 2,070.00 441440 11/27/2019 141768 ALTEC INDUSTRIES INC. 72.64 SPRING CLIP NOZZLE BODY 507348 11287670 1553.6530 REPAIR PARTS EQUIPMENT OPERATION GEN 72.64 441441 11/27/2019 141960 AMAZON CAPITAL SERVICES 59.85 PHONE HOLDERS 507349 11HX-GDRG-Y147 1470.6406 GENERAL SUPPLIES FIRE DEPT. GENERAL 137.98 IPAD REPL CASES 507145 11KR-RYYL-FCLQ 1554.6710 EQUIPMENT REPLACEMENT CENT SERV GEN - MIS 27.72 CO DETECTOR 507017 14KK-JYNK-MNDD 1646.6610 SAFETY EQUIPMENT BUILDING MAINTENANCE 512.56 OFFICE DESK 507061 17HD-DLBQ-XX3R 5422.6406 GENERAL SUPPLIES MAINT OF COURSE & GROUNDS 382.73 SD CARDS FOR CAMERAS 507452 1FKK-H1F7-P1QN 1130.6410 VIDEO PRODUCTION SUPPLIES COMMUNICATIONS 76.50 CONTROLLER 507093 1L11-KN4C-1PF3 5765.6530 REPAIR PARTS PROMENADE EXPENSES 322.00 507079 1P4T-PDF9-CCK3 5111.6530 REPAIR PARTS ART CENTER BLDG/MAINT 397.36 CARBURETOR FOR WORKMAN 507053 1QG4-DYVJ-RK4L 5422.6530 REPAIR PARTS MAINT OF COURSE & GROUNDS 69.98-507453 1WWF-GTMJ-DWGM 5860.6406 GENERAL SUPPLIES VERNON LIQUOR GENERAL 69.98 507453 1WWF-GTMJ-DWGM 5860.6406 GENERAL SUPPLIES VERNON LIQUOR GENERAL 69.98 507453 1WWF-GTMJ-DWGM 5860.6406 GENERAL SUPPLIES VERNON LIQUOR GENERAL 1,986.68 441442 11/27/2019 101115 AMERIPRIDE SERVICES INC. 175.37 LAUNDRY 507071 1004640732 1470.6201 LAUNDRY FIRE DEPT. GENERAL 183.26 507454 1004640738 5860.6103 PROFESSIONAL SERVICES VERNON LIQUOR GENERAL 181.50 LAUNDRY 507350 1004645226 1470.6201 LAUNDRY FIRE DEPT. GENERAL 540.13 441443 11/27/2019 141414 AMF SOUTHTOWN 67.60 BOWLING 11.9 507352 441,351 1629.6406 GENERAL SUPPLIES ADAPTIVE RECREATION 62.40 BOWLING 11.16 507351 443, 306 1629.6406 GENERAL SUPPLIES ADAPTIVE RECREATION 130.00 11/26/2019CITY OF EDINA 16:14:29R55CKR2LOGIS101 34Page -Council Check Register by GL Council Check Register by Invoice & Summary 11/27/201911/21/2019 -- Inv No Account No Account Description Business UnitDoc NoCheck #PO #SubledgerSupplier / ExplanationDateAmount 441443 11/27/2019 141414 AMF SOUTHTOWN Continued... 441444 11/27/2019 114475 ARMOR SECURITY INC. 1,246.80 ARDEN FIRE EQUIPMENT 507146 225059 1646.6610 SAFETY EQUIPMENT BUILDING MAINTENANCE 111.00 FIRE MONITORING 507147 225060 1646.6103 PROFESSIONAL SERVICES BUILDING MAINTENANCE 1,357.80 441445 11/27/2019 132031 ARTISAN BEER COMPANY 2,446.85 18523 507195 3386205 5800.1354 INVENTORY BEER LIQUOR BALANCE SHEET 1,142.15 18745 507196 3387682 5800.1354 INVENTORY BEER LIQUOR BALANCE SHEET 2,846.93 18743 507197 3387683 5800.1354 INVENTORY BEER LIQUOR BALANCE SHEET 400.00 18800 507263 3387684 5800.1354 INVENTORY BEER LIQUOR BALANCE SHEET 1,684.40 18744 507264 3387685 5800.1354 INVENTORY BEER LIQUOR BALANCE SHEET 8,520.33 441446 11/27/2019 102774 ASPEN WASTE SYSTEMS 352.66 TRASH REMOVAL 507075 1-146354090119 7411.6182 RUBBISH REMOVAL PSTF OCCUPANCY 363.53 TRASH REMOVAL 507076 1-146354100119 7411.6182 RUBBISH REMOVAL PSTF OCCUPANCY 716.19 441447 11/27/2019 101718 AUTO PLUS - FORMERLY PARTS PLUS 13.26-CREDIT MEMO 507521 038016587 1553.6530 REPAIR PARTS EQUIPMENT OPERATION GEN 9.84 FILTERS 507354 038016947 1553.6530 REPAIR PARTS EQUIPMENT OPERATION GEN 40.54 FILTERS 507353 038016969 1553.6530 REPAIR PARTS EQUIPMENT OPERATION GEN 11.77 FILTER 507355 038017007 1553.6530 REPAIR PARTS EQUIPMENT OPERATION GEN 48.89 441448 11/27/2019 131191 BERNATELLO'S PIZZA INC. 624.00 PIZZA 507455 4855629 5730.5510 COST OF GOODS SOLD EDINBOROUGH CONCESSIONS 624.00 441449 11/27/2019 126847 BERRY COFFEE COMPANY 391.84 CONCESSIONS FOOD 507456 709089 5520.5510 COST OF GOODS SOLD ARENA CONCESSIONS 391.84 441450 11/27/2019 115305 BLENKER, DEAN 31.96 UNIFORM HATS 507105 111819DB 1301.6201 LAUNDRY GENERAL MAINTENANCE 31.96 441451 11/27/2019 131967 BOLLIG & SONS 2,500.00 ESCROW REFUND FROM DEMO 507103 ED174550-REFUND 1495.4109 CONSTRUCTION DEPOSIT INSPECTIONS 11/26/2019CITY OF EDINA 16:14:29R55CKR2LOGIS101 35Page -Council Check Register by GL Council Check Register by Invoice & Summary 11/27/201911/21/2019 -- Inv No Account No Account Description Business UnitDoc NoCheck #PO #SubledgerSupplier / ExplanationDateAmount 441451 11/27/2019 131967 BOLLIG & SONS Continued... 2,500.00 441452 11/27/2019 105367 BOUND TREE MEDICAL LLC 360.00-AMBULANCE SUPPLIES 507044 70282188 1470.6510 FIRST AID SUPPLIES FIRE DEPT. GENERAL 978.95 AMBULANCE SUPPLIES 507359 83417707 1470.6510 FIRST AID SUPPLIES FIRE DEPT. GENERAL 59.45 AMBULANCE SUPPLIES 507360 83422464 1470.6510 FIRST AID SUPPLIES FIRE DEPT. GENERAL 678.40 441453 11/27/2019 119351 BOURGET IMPORTS 14.00 18607 507201 166304 5822.5513 COST OF GOODS SOLD WINE 50TH ST SELLING 1,014.40 18607 507201 166304 5800.1353 INVENTORY WINE LIQUOR BALANCE SHEET 10.50 18590 507203 166322 5862.5513 COST OF GOODS SOLD WINE VERNON SELLING 767.00 18590 507203 166322 5800.1353 INVENTORY WINE LIQUOR BALANCE SHEET 7.00 18623 507202 166326 5842.5513 COST OF GOODS SOLD WINE YORK SELLING 584.00 507202 166326 5800.1353 INVENTORY WINE LIQUOR BALANCE SHEET 2,396.90 441454 11/27/2019 117040 BOYER TRUCKS 14.00 VALVE 506379 25829D 1553.6530 REPAIR PARTS EQUIPMENT OPERATION GEN 57.57 ANTI SAIL 506381 26025D 1553.6530 REPAIR PARTS EQUIPMENT OPERATION GEN 81.72 MUDFLAPS 506383 26055D 1553.6530 REPAIR PARTS EQUIPMENT OPERATION GEN 134.33 ANTI SAIL 506380 890095 1553.6530 REPAIR PARTS EQUIPMENT OPERATION GEN 787.85 OIL, PAN 507361 890924 1553.6584 LUBRICANTS EQUIPMENT OPERATION GEN 57.57-CREDIT MEMO 506382 CM26025D 1553.6530 REPAIR PARTS EQUIPMENT OPERATION GEN 679.84-CREDIT MEMO 506378 CM886540 1553.6530 REPAIR PARTS EQUIPMENT OPERATION GEN 338.06 441455 11/27/2019 124291 BREAKTHRU BEVERAGE MINNESOTA .19 18767 507208 1081060718 5862.5512 COST OF GOODS SOLD LIQUOR VERNON SELLING 43.27 18767 507208 1081060718 5800.1352 LIQUOR INVENTORY LIQUOR BALANCE SHEET 10.35 18682 507211 1081060719 5862.5512 COST OF GOODS SOLD LIQUOR VERNON SELLING 1,677.09 18682 507211 1081060719 5800.1352 LIQUOR INVENTORY LIQUOR BALANCE SHEET 73.60 18585 507210 1081060720 5862.5513 COST OF GOODS SOLD WINE VERNON SELLING 6,549.30 18585 507210 1081060720 5800.1353 INVENTORY WINE LIQUOR BALANCE SHEET 3.45 18741 507209 1081060721 5862.5515 COST OF GOODS SOLD MIX VERNON SELLING 92.10 18741 507209 1081060721 5800.1355 INVENTORY MIX & MISC LIQUOR BALANCE SHEET 29.90 18671 507207 1081060722 5822.5512 COST OF GOODS SOLD LIQUOR 50TH ST SELLING 3,344.28 18671 507207 1081060722 5800.1352 LIQUOR INVENTORY LIQUOR BALANCE SHEET 26.45 18602 507204 1081060723 5822.5513 COST OF GOODS SOLD WINE 50TH ST SELLING 3,185.46 18602 507204 1081060723 5800.1353 INVENTORY WINE LIQUOR BALANCE SHEET 11/26/2019CITY OF EDINA 16:14:29R55CKR2LOGIS101 36Page -Council Check Register by GL Council Check Register by Invoice & Summary 11/27/201911/21/2019 -- Inv No Account No Account Description Business UnitDoc NoCheck #PO #SubledgerSupplier / ExplanationDateAmount 441455 11/27/2019 124291 BREAKTHRU BEVERAGE MINNESOTA Continued... 53.58 18660 507206 1081060754 5842.5512 COST OF GOODS SOLD LIQUOR YORK SELLING 8,684.95 507206 1081060754 5800.1352 LIQUOR INVENTORY LIQUOR BALANCE SHEET 71.49 18619 507205 1081060755 5842.5513 COST OF GOODS SOLD WINE YORK SELLING 6,090.05 507205 1081060755 5800.1353 INVENTORY WINE LIQUOR BALANCE SHEET 8.05 18817 507405 1081063153 5862.5512 COST OF GOODS SOLD LIQUOR VERNON SELLING 1,448.59 18817 507405 1081063153 5800.1352 LIQUOR INVENTORY LIQUOR BALANCE SHEET 7.20 18893 507403 1081063194 5862.5513 COST OF GOODS SOLD WINE VERNON SELLING 1,008.41 18893 507403 1081063194 5800.1352 LIQUOR INVENTORY LIQUOR BALANCE SHEET 8.05 18873 507404 1081063195 5862.5513 COST OF GOODS SOLD WINE VERNON SELLING 521.66 18873 507404 1081063195 5800.1353 INVENTORY WINE LIQUOR BALANCE SHEET 3.45 18819 507407 1081063196 5822.5512 COST OF GOODS SOLD LIQUOR 50TH ST SELLING 653.03 18819 507407 1081063196 5800.1352 LIQUOR INVENTORY LIQUOR BALANCE SHEET 6.21 18840 507408 1081063197 5822.5512 COST OF GOODS SOLD LIQUOR 50TH ST SELLING 429.10 18840 507408 1081063197 5800.1352 LIQUOR INVENTORY LIQUOR BALANCE SHEET 9.20 188822 507406 1081063198 5822.5513 COST OF GOODS SOLD WINE 50TH ST SELLING 760.47 188822 507406 1081063198 5800.1353 INVENTORY WINE LIQUOR BALANCE SHEET 34,798.93 441456 11/27/2019 124529 BREAKTHRU BEVERAGE MINNESOTA BEER LLC 7,379.75 18653 507214 1091082196 5800.1354 INVENTORY BEER LIQUOR BALANCE SHEET 132.50 18654 507215 1091082197 5800.1355 INVENTORY MIX & MISC LIQUOR BALANCE SHEET 6,478.45 18656 507213 1091082199 5800.1354 INVENTORY BEER LIQUOR BALANCE SHEET 79.50 18657 507212 1091082200 5800.1355 INVENTORY MIX & MISC LIQUOR BALANCE SHEET 14,070.20 441457 11/27/2019 143136 CANTEEN REFRESHMENT SERVICES 161.23 COFFEE SUPPLIES 507149 MSP3160 1628.6406 GENERAL SUPPLIES SENIOR CITIZENS 161.23 441458 11/27/2019 119455 CAPITOL BEVERAGE SALES 6,196.35 18643 507220 344081 5800.1354 INVENTORY BEER LIQUOR BALANCE SHEET 220.44 18648 507217 3449076 5800.1355 INVENTORY MIX & MISC LIQUOR BALANCE SHEET 2,548.05 18645 507218 3449078 5800.1354 INVENTORY BEER LIQUOR BALANCE SHEET 57.98 18646 507219 3449079 5800.1355 INVENTORY MIX & MISC LIQUOR BALANCE SHEET 8,592.82 18647 507216 3449080 5800.1354 INVENTORY BEER LIQUOR BALANCE SHEET 126.57 18644 507221 3449082 5800.1355 INVENTORY MIX & MISC LIQUOR BALANCE SHEET 17,742.21 441459 11/27/2019 143702 CARAHSOFT TECHNOLOGY CORP 1,725.00 END USER TRAINING 507364 15913476INV 1554.6104 CONFERENCES & SCHOOLS CENT SERV GEN - MIS 11/26/2019CITY OF EDINA 16:14:29R55CKR2LOGIS101 37Page -Council Check Register by GL Council Check Register by Invoice & Summary 11/27/201911/21/2019 -- Inv No Account No Account Description Business UnitDoc NoCheck #PO #SubledgerSupplier / ExplanationDateAmount 441459 11/27/2019 143702 CARAHSOFT TECHNOLOGY CORP Continued... 1,725.00 441460 11/27/2019 146140 CEDAR FOREST PRODUCTS 21,000.00 FRED PHASE 1 SHELTER 507139 3428 47107.6710 EQUIPMENT REPLACEMENT Fred Richards - Phase 1 21,000.00 441461 11/27/2019 145552 CEF EDINA COMMUNITY SOLAR, LLC 11.65 507527 11/2019 1552.6185 LIGHT & POWER CENT SVC PW BUILDING 11.65 441462 11/27/2019 117818 CHIRPICH, JUDY 17.50 507457 1159101-REFUND 1000.2039 SALES & USE TAX PAYABLE GENERAL FUND BALANCE SHEET 232.50 507457 1159101-REFUND 1600.4390.59 ADULT VOLLEYBALL PARK ADMIN. GENERAL 250.00 441463 11/27/2019 142028 CINTAS CORPORATION 15.26 UNIFORM RENTAL 507154 4035354070 1646.6201 LAUNDRY BUILDING MAINTENANCE 34.70 UNIFORM RENTAL 507153 4035354071 5913.6201 LAUNDRY DISTRIBUTION 35.55 LAUNDRY 507150 4035354091 1552.6511 CLEANING SUPPLIES CENT SVC PW BUILDING 57.10 UNIFORM RENTAL 507151 4035354144 1301.6201 LAUNDRY GENERAL MAINTENANCE 46.32 UNIFORM RENTAL 507152 4035354174 1553.6201 LAUNDRY EQUIPMENT OPERATION GEN 188.93 441464 11/27/2019 101850 CITY OF ST. PAUL 2,894.52 507458 MN-TFL 7510.6406 GENERAL SUPPLIES MN TF 1 ADMINISTRATION 2,894.52 441465 11/27/2019 100692 COCA-COLA DISTRIBUTION 357.84 18642 507409 3638209718 5800.1355 INVENTORY MIX & MISC LIQUOR BALANCE SHEET 357.84 441466 11/27/2019 129820 COLLIERS INTERNATIONAL 1,107.47 507460 DECEMBER-19 5841.6103 PROFESSIONAL SERVICES YORK OCCUPANCY 1,107.47 507459 NOVEMBER-19 5860.6105 DUES & SUBSCRIPTIONS VERNON LIQUOR GENERAL 2,214.94 441467 11/27/2019 120433 COMCAST 31.50 CABLE TV 507461 877210614037302 2-11/2019 1400.6103 PROFESSIONAL SERVICES POLICE DEPT. GENERAL 31.50 11/26/2019CITY OF EDINA 16:14:29R55CKR2LOGIS101 38Page -Council Check Register by GL Council Check Register by Invoice & Summary 11/27/201911/21/2019 -- Inv No Account No Account Description Business UnitDoc NoCheck #PO #SubledgerSupplier / ExplanationDateAmount 441467 11/27/2019 120433 COMCAST Continued... 441468 11/27/2019 145952 COMPUTER INTEGRATION TECHNOLOGIES, INC 246.39 IT CONSULTING 507077 284764 1554.6103 PROFESSIONAL SERVICES CENT SERV GEN - MIS 246.39 441469 11/27/2019 144092 CONCENTRA 1,231.00 507091 103079675 1556.6175 PHYSICAL EXAMINATIONS EMPLOYEE SHARED SERVICES 1,231.00 441470 11/27/2019 145447 COPS, ANNE 56.34 507068 11132019 5110.6103 PROFESSIONAL SERVICES ART CENTER ADMINISTRATION 56.34 441471 11/27/2019 140999 CORE-MARK MIDCONTINENT INC. 548.03 CONCESSIONS FOOD 507155 7394174 5520.5510 COST OF GOODS SOLD ARENA CONCESSIONS 548.03 441472 11/27/2019 103799 CURBSIDE LANDSCAPE & IRRIGATION 90.00 SNOW REMOVAL 507462 194014 5720.6103 PROFESSIONAL SERVICES EDINBOROUGH OPERATIONS 90.00 441473 11/27/2019 129884 DEARBORN NATIONAL LIFE INSURANCE CO. 3,171.45 DEC STD INVOICE 507465 18342-1111119 9900.2033.16 LTD - 99 PAYROLL CLEARING 3,171.45 441474 11/27/2019 102930 DEEP TINE LLC 3,325.53 DEEP TINED CHAMP GREENS 507048 2924 5422.6103 PROFESSIONAL SERVICES MAINT OF COURSE & GROUNDS 3,325.53 441475 11/27/2019 118189 DEM-CON COMPANIES 371.87 507466 3057 5841.6182 RUBBISH REMOVAL YORK OCCUPANCY 371.87 441476 11/27/2019 121103 DIRECTV 90.98 DIRECT TV 507064 36893735406 7411.6406 GENERAL SUPPLIES PSTF OCCUPANCY 90.98 441477 11/27/2019 146267 DONALD ROSS SPORTSWEAR LLC 1,157.37 MERCHANDISE 507049 91027 5400.1356 INVENTORY SUPPLIES GOLF BALANCE SHEET 1,157.37 11/26/2019CITY OF EDINA 16:14:29R55CKR2LOGIS101 39Page -Council Check Register by GL Council Check Register by Invoice & Summary 11/27/201911/21/2019 -- Inv No Account No Account Description Business UnitDoc NoCheck #PO #SubledgerSupplier / ExplanationDateAmount 441477 11/27/2019 146267 DONALD ROSS SPORTSWEAR LLC Continued... 441478 11/27/2019 100730 DORSEY & WHITNEY LLP 6,746.50 ERP CONTRACT - LEGAL 507045 3537385 4627.6131 PROFESSIONAL SERV - LEGAL ERP System 6,746.50 441479 11/27/2019 146359 DUCHSCHERER, JILL 48.00 LTS CLASS REFUND 507468 PARTIAL CLASS REFUND 5510.6103 PROFESSIONAL SERVICES ARENA ADMINISTRATION 48.00 441480 11/27/2019 103594 EDINALARM INC. 345.16 PRO SHOP ALARM 507058 46837 5420.6250 ALARM SERVICE CLUB HOUSE 345.16 441481 11/27/2019 146355 EGEBERG, AMY 133.00 507090 1039084-REFUND 1600.4390.22 MINI HAWKS PARK ADMIN. GENERAL 133.00 441482 11/27/2019 100146 FACTORY MOTOR PARTS COMPANY 495.64 BATTERIES 507366 1-Z20120 1553.6530 REPAIR PARTS EQUIPMENT OPERATION GEN 116.84 FILTERS 507367 69-369310 1553.6530 REPAIR PARTS EQUIPMENT OPERATION GEN 612.48 441483 11/27/2019 106035 FASTENAL COMPANY 42.84 NUTS AND BOLTS FOR PROCESS PIP 507158 MNTC2160291 5911.6406 GENERAL SUPPLIES WELL PUMPS 156.46 NUTS AND BOLTS FOR PROCESS PIP 507159 MNTC2160305 5912.6406 GENERAL SUPPLIES WELL HOUSES 199.30 441484 11/27/2019 126004 FERGUSON WATERWORKS 741.12 CS SUPPLIES 507160 0347713 5913.6406 GENERAL SUPPLIES DISTRIBUTION 741.12 441485 11/27/2019 141881 FIDELITY SECURITY LIFE 1,536.93 NOV AVESIS INVOICE 507081 2422026 9900.2033.27 VISION INS PAYROLL CLEARING 1,536.93 441486 11/27/2019 126444 FISH WINDOW CLEANING 890.00 50TH WINDOW CLEANING 507368 2315-33883 4090.6103 PROFESSIONAL SERVICES 50TH&FRANCE MAINTENANCE 890.00 11/26/2019CITY OF EDINA 16:14:29R55CKR2LOGIS101 40Page -Council Check Register by GL Council Check Register by Invoice & Summary 11/27/201911/21/2019 -- Inv No Account No Account Description Business UnitDoc NoCheck #PO #SubledgerSupplier / ExplanationDateAmount 441487 11/27/2019 140809 FLAGSHIP RECREATION Continued... 650.00 BENCH PARTS 507019 F4135 1646.6530 REPAIR PARTS BUILDING MAINTENANCE 650.00 441488 11/27/2019 101603 FLAHERTY'S HAPPY TYME CO. 171.00 18655 507226 36128 5800.1355 INVENTORY MIX & MISC LIQUOR BALANCE SHEET 171.00 441489 11/27/2019 102727 FORCE AMERICA 544.26 507161 001-1394509 1314.6518 BLACKTOP STREET RENOVATION 544.26 441490 11/27/2019 142334 FURTHER 965.00 NOV FURTHER INVOICE 507523 008816-11/2019 1556.6160 DATA PROCESSING EMPLOYEE SHARED SERVICES 965.00 441491 11/27/2019 146319 GALL, PALMIRA 60.00 507111 AMBULANCE REFUND 1470.4329 AMBULANCE FEES FIRE DEPT. GENERAL 60.00 441492 11/27/2019 146362 GARCIA, MARIA 14.00 507369 1182673-REFUND 1000.2039 SALES & USE TAX PAYABLE GENERAL FUND BALANCE SHEET 186.00 507369 1182673-REFUND 1000.2065 DEPOSITS PAYABLE GENERAL FUND BALANCE SHEET 200.00 441493 11/27/2019 146356 GARSKE, JENNIFER 140.00 507162 NOTARY CERTIFICATION 1120.6105 DUES & SUBSCRIPTIONS ADMINISTRATION 140.00 441494 11/27/2019 100775 GENERAL SPORTS CORPORATION 1,175.00 STAFF UNIFORMS 507163 95906 5552.6513 OFFICE SUPPLIES SPORTS DOME ADMINISTRATION 1,175.00 441495 11/27/2019 144022 GOLDSTREET DESIGN AGENCY, INC 100.00 FOG BROCHURES (PDF VERSIONS)507479 1958 1130.6103 PROFESSIONAL SERVICES COMMUNICATIONS 100.00 441496 11/27/2019 101103 GRAINGER 506.59 AUTO TOILET FLUSH 507522 9348209405 5720.6406 GENERAL SUPPLIES EDINBOROUGH OPERATIONS 11/26/2019CITY OF EDINA 16:14:29R55CKR2LOGIS101 41Page -Council Check Register by GL Council Check Register by Invoice & Summary 11/27/201911/21/2019 -- Inv No Account No Account Description Business UnitDoc NoCheck #PO #SubledgerSupplier / ExplanationDateAmount 441496 11/27/2019 101103 GRAINGER Continued... 77.19 DEEP CLEANSING SOAP 507056 9353059356 5422.6406 GENERAL SUPPLIES MAINT OF COURSE & GROUNDS 35.96 BLADE 507097 9359955391 1553.6556 TOOLS EQUIPMENT OPERATION GEN 115.68 LOCATE PAINT 507480 9361265235 1322.6406 GENERAL SUPPLIES STREET LIGHTING ORNAMENTAL 50.58 ORGANIZER, EAR MUFFS 507370 9361587448 1553.6406 GENERAL SUPPLIES EQUIPMENT OPERATION GEN 58.46 ORGANIZER, EAR MUFFS 507370 9361587448 1552.6406 GENERAL SUPPLIES CENT SVC PW BUILDING 28.92 LOCATE PAINT 507481 9365741801 1322.6406 GENERAL SUPPLIES STREET LIGHTING ORNAMENTAL 115.68 LOCATE PAINT 507486 9365741819 1322.6406 GENERAL SUPPLIES STREET LIGHTING ORNAMENTAL 989.06 441497 11/27/2019 144026 GRANBECK, LESLIE 80.00 507487 #2019-17 5110.6564 CRAFT SUPPLIES ART CENTER ADMINISTRATION 135.00 507487 #2019-17 5110.6103 PROFESSIONAL SERVICES ART CENTER ADMINISTRATION 215.00 441498 11/27/2019 120201 GRANICUS INC. 6,429.00 WEBSTREAMING SERVICE & SOFTWAR 507488 116319 1130.6103 PROFESSIONAL SERVICES COMMUNICATIONS 9,397.50 NOVUSAGENDA 507488 116319 1185.6103 PROFESSIONAL SERVICES LICENSING, PERMITS & RECORDS 3,465.00 ENCODER FOR WEBSTREAMING 507488 116319 421130.6710 EQUIPMENT REPLACEMENT COMMUNICATION EQUIPMENT 19,291.50 441499 11/27/2019 141531 HASTINGS FIRE DEPARTMENT 1,853.11 507164 MN-TFL OT 7510.6406 GENERAL SUPPLIES MN TF 1 ADMINISTRATION 1,853.11 441500 11/27/2019 100797 HAWKINS INC. 4,707.60 TREATMENT CHEMICALS 507041 4615096 5915.6586 WATER TREATMENT SUPPLIES WATER TREATMENT 3,477.60 CHEMICALS FOR WATER 507165 4618223 5915.6586 WATER TREATMENT SUPPLIES WATER TREATMENT 8,185.20 441501 11/27/2019 100798 HAYDEN-MURPHY EQUIPMENT 55.66 507143 C24372 1314.6406 GENERAL SUPPLIES STREET RENOVATION 55.66 441502 11/27/2019 122093 HEALTH PARTNERS 23,169.86 DEC HP INVOICE-NONACTIVES 507167 93592505 6002.6043 COBRA INSURANCE RISK MGMT EMP SHARED SERVICE 328,635.82 DEC HP INVOICE-ACTIVES 507166 93613326 6002.6040 HOSPITALIZATION RISK MGMT EMP SHARED SERVICE 351,805.68 441503 11/27/2019 101503 HENNEPIN COUNTY PROPERTY TAX 40,008.61 4100 W 76TH PROPERTY TAX 507138 31-028-24 41 9248.6102 CONTRACTUAL SERVICES WEST 76TH STREET TIF DISTRICT 11/26/2019CITY OF EDINA 16:14:29R55CKR2LOGIS101 42Page -Council Check Register by GL Council Check Register by Invoice & Summary 11/27/201911/21/2019 -- Inv No Account No Account Description Business UnitDoc NoCheck #PO #SubledgerSupplier / ExplanationDateAmount 441503 11/27/2019 101503 HENNEPIN COUNTY PROPERTY TAX Continued... 0010-11/19 40,008.61 441504 11/27/2019 143585 HENNEPIN HEALTHCARE 555.00 HOHMEISTER EMR 507489 63589 1400.6104 CONFERENCES & SCHOOLS POLICE DEPT. GENERAL 555.00 441505 11/27/2019 104375 HOHENSTEINS INC. 2,133.30 18638 507227 176064 5800.1354 INVENTORY BEER LIQUOR BALANCE SHEET 761.30 18637 507228 176065 5800.1354 INVENTORY BEER LIQUOR BALANCE SHEET 1,911.00 18916 507412 177306 5800.1354 INVENTORY BEER LIQUOR BALANCE SHEET 2,975.70 18914 507411 177307 5800.1354 INVENTORY BEER LIQUOR BALANCE SHEET 7,781.30 441506 11/27/2019 126816 HOME DEPOT CREDIT SERVICES 22.77 INVASIVE CONTROL 507168 6613597 1644.6406 GENERAL SUPPLIES TREES & MAINTENANCE 22.77 441507 11/27/2019 100417 HORIZON COMMERCIAL POOL SUPPLY 488.82 CHLORINE PUMP, INJECTION VALVE 507490 191106156-NH 5720.6545 CHEMICALS EDINBOROUGH OPERATIONS 377.23 CHLORINE, ACID 507491 191108156-ER 5720.6545 CHEMICALS EDINBOROUGH OPERATIONS 866.05 441508 11/27/2019 146137 HUINKER, BRYAN 200.00 2019 SAFETY BOOTS 507107 111919BH 1646.6610 SAFETY EQUIPMENT BUILDING MAINTENANCE 200.00 441509 11/27/2019 131544 INDEED BREWING COMPANY 166.50 18727 507229 84756 5800.1354 INVENTORY BEER LIQUOR BALANCE SHEET 498.50 18726 507230 84757 5800.1354 INVENTORY BEER LIQUOR BALANCE SHEET 441.60 18724 507231 84758 5800.1354 INVENTORY BEER LIQUOR BALANCE SHEET 472.44 18917 507413 84903 5800.1354 INVENTORY BEER LIQUOR BALANCE SHEET 1,579.04 441510 11/27/2019 146408 INGVOLDSTAD, CURTIS 8,500.00 CITY HALL TOTEM 507525 191104 1500.6103 PROFESSIONAL SERVICES CONTINGENCIES 8,500.00 441511 11/27/2019 123266 INSITUFORM 227,654.98 507492 PAY REQUEST #3 03511.1705 CONSTR. IN PROGRESS Minnehaha Trunk Sewer Rehab 11/26/2019CITY OF EDINA 16:14:29R55CKR2LOGIS101 43Page -Council Check Register by GL Council Check Register by Invoice & Summary 11/27/201911/21/2019 -- Inv No Account No Account Description Business UnitDoc NoCheck #PO #SubledgerSupplier / ExplanationDateAmount 441511 11/27/2019 123266 INSITUFORM Continued... 227,654.98 441512 11/27/2019 100741 JJ TAYLOR DIST. OF MINN 25.55 18720 507233 3037526 5800.1355 INVENTORY MIX & MISC LIQUOR BALANCE SHEET 4,913.20 507232 3037527 5800.1354 INVENTORY BEER LIQUOR BALANCE SHEET 6,347.45 18725 507236 3037528 5800.1354 INVENTORY BEER LIQUOR BALANCE SHEET 76.35 18728 507237 3037529 5800.1355 INVENTORY MIX & MISC LIQUOR BALANCE SHEET 5,107.35 18721 507234 3037530 5800.1354 INVENTORY BEER LIQUOR BALANCE SHEET 47.05 18723 507235 3037531 5800.1355 INVENTORY MIX & MISC LIQUOR BALANCE SHEET 16,516.95 441513 11/27/2019 100835 JOHNSON BROTHERS LIQUOR CO. 49.51 507422 1054458ABC 5800.1352 LIQUOR INVENTORY LIQUOR BALANCE SHEET 16.66 18671 507245 1431082 5862.5512 COST OF GOODS SOLD LIQUOR VERNON SELLING 2,273.35 18671 507245 1431082 5800.1352 LIQUOR INVENTORY LIQUOR BALANCE SHEET 227.60 18658 507238 1435713 5800.1353 INVENTORY WINE LIQUOR BALANCE SHEET 2.38 18363 507239 1436102 5842.5512 COST OF GOODS SOLD LIQUOR YORK SELLING 768.00 18363 507239 1436102 5800.1352 LIQUOR INVENTORY LIQUOR BALANCE SHEET 7.14 18701 507269 1437371 5842.5513 COST OF GOODS SOLD WINE YORK SELLING 612.25 18701 507269 1437371 5800.1353 INVENTORY WINE LIQUOR BALANCE SHEET 1.19 18795 507259 1439049 5822.5512 COST OF GOODS SOLD LIQUOR 50TH ST SELLING 346.00 18795 507259 1439049 5800.1352 LIQUOR INVENTORY LIQUOR BALANCE SHEET 2.38 18362 507268 1439050 5822.5512 COST OF GOODS SOLD LIQUOR 50TH ST SELLING 768.00 18362 507268 1439050 5800.1352 LIQUOR INVENTORY LIQUOR BALANCE SHEET 2.38 18793 507242 1439051 5862.5512 COST OF GOODS SOLD LIQUOR VERNON SELLING 692.00 18793 507242 1439051 5800.1352 LIQUOR INVENTORY LIQUOR BALANCE SHEET 14.28 18611 507256 1439052 5822.5513 COST OF GOODS SOLD WINE 50TH ST SELLING 1,390.20 18611 507256 1439052 5800.1353 INVENTORY WINE LIQUOR BALANCE SHEET 1.19 18759 507257 1439053 5822.5515 COST OF GOODS SOLD MIX 50TH ST SELLING 37.00 18759 507257 1439053 5800.1355 INVENTORY MIX & MISC LIQUOR BALANCE SHEET 8.33 18675 507267 1439054 5822.5512 COST OF GOODS SOLD LIQUOR 50TH ST SELLING 929.25 18675 507267 1439054 5800.1352 LIQUOR INVENTORY LIQUOR BALANCE SHEET 1.19 18801 507277 1439055 5842.5512 COST OF GOODS SOLD LIQUOR YORK SELLING 346.00 507277 1439055 5800.1352 LIQUOR INVENTORY LIQUOR BALANCE SHEET 16.07 18609 507255 1439056 5822.5513 COST OF GOODS SOLD WINE 50TH ST SELLING 1,009.96 18609 507255 1439056 5800.1353 INVENTORY WINE LIQUOR BALANCE SHEET 13.09 18770 507266 1439057 5822.5512 COST OF GOODS SOLD LIQUOR 50TH ST SELLING 1,220.00 18770 507266 1439057 5800.1352 LIQUOR INVENTORY LIQUOR BALANCE SHEET 5.95 18676 507261 14390581 5822.5512 COST OF GOODS SOLD LIQUOR 50TH ST SELLING 414.00 18676 507261 14390581 5800.1352 LIQUOR INVENTORY LIQUOR BALANCE SHEET 11/26/2019CITY OF EDINA 16:14:29R55CKR2LOGIS101 44Page -Council Check Register by GL Council Check Register by Invoice & Summary 11/27/201911/21/2019 -- Inv No Account No Account Description Business UnitDoc NoCheck #PO #SubledgerSupplier / ExplanationDateAmount 441513 11/27/2019 100835 JOHNSON BROTHERS LIQUOR CO.Continued... 19.04 18615 507254 1439059 5822.5513 COST OF GOODS SOLD WINE 50TH ST SELLING 1,072.94 18615 507254 1439059 5800.1353 INVENTORY WINE LIQUOR BALANCE SHEET 3.57 18670 507260 1439060 5822.5512 COST OF GOODS SOLD LIQUOR 50TH ST SELLING 350.68 18670 507260 1439060 5800.1352 LIQUOR INVENTORY LIQUOR BALANCE SHEET 1.38 18678 507258 1439061 5822.5512 COST OF GOODS SOLD LIQUOR 50TH ST SELLING 156.10 18678 507258 1439061 5800.1352 LIQUOR INVENTORY LIQUOR BALANCE SHEET 30.94 18628 507282 1439063 5842.5513 COST OF GOODS SOLD WINE YORK SELLING 1,858.30 507282 1439063 5800.1353 INVENTORY WINE LIQUOR BALANCE SHEET 45.00 18760 507276 1439064 5800.1355 INVENTORY MIX & MISC LIQUOR BALANCE SHEET 14.28 18751 507281 1439065 5842.5513 COST OF GOODS SOLD WINE YORK SELLING 1,632.00 507281 1439065 5800.1353 INVENTORY WINE LIQUOR BALANCE SHEET 19.04 18661 507275 1439066 5842.5512 COST OF GOODS SOLD LIQUOR YORK SELLING 2,067.04 507275 1439066 5800.1352 LIQUOR INVENTORY LIQUOR BALANCE SHEET 29.66 18625 507280 1439067 5842.5513 COST OF GOODS SOLD WINE YORK SELLING 1,893.95 507280 1439067 5800.1353 INVENTORY WINE LIQUOR BALANCE SHEET 45.22 18631 507279 1439068 5842.5513 COST OF GOODS SOLD WINE YORK SELLING 2,622.92 507279 1439068 5800.1353 INVENTORY WINE LIQUOR BALANCE SHEET 15.47 18659 507273 1439069 5842.5512 COST OF GOODS SOLD LIQUOR YORK SELLING 1,256.55 507273 1439069 5800.1352 LIQUOR INVENTORY LIQUOR BALANCE SHEET 11.90 18773 507278 1439070 5842.5513 COST OF GOODS SOLD WINE YORK SELLING 666.70 507278 1439070 5800.1353 INVENTORY WINE LIQUOR BALANCE SHEET 21.74 18667 507271 1439071 5842.5512 COST OF GOODS SOLD LIQUOR YORK SELLING 2,644.48 507271 1439071 5800.1352 LIQUOR INVENTORY LIQUOR BALANCE SHEET 40.46 18754 507270 1439072 5842.5512 COST OF GOODS SOLD LIQUOR YORK SELLING 7,142.50 507270 1439072 5800.1352 LIQUOR INVENTORY LIQUOR BALANCE SHEET 10.71 18666 507272 1439073 5842.5512 COST OF GOODS SOLD LIQUOR YORK SELLING 674.00 507272 1439073 5800.1352 LIQUOR INVENTORY LIQUOR BALANCE SHEET 13.09 18788 507274 1439074 5842.5512 COST OF GOODS SOLD LIQUOR YORK SELLING 1,220.00 507274 1439074 5800.1352 LIQUOR INVENTORY LIQUOR BALANCE SHEET 2.38 18361 507241 1439078 5862.5512 COST OF GOODS SOLD LIQUOR VERNON SELLING 768.00 18361 507241 1439078 5800.1352 LIQUOR INVENTORY LIQUOR BALANCE SHEET 54.74 18595 507253 1439079 5862.5513 COST OF GOODS SOLD WINE VERNON SELLING 2,882.11 18595 507253 1439079 5800.1353 INVENTORY WINE LIQUOR BALANCE SHEET 1.19 18761 507246 1439080 5862.5515 COST OF GOODS SOLD MIX VERNON SELLING 49.50 18761 507246 1439080 5800.1355 INVENTORY MIX & MISC LIQUOR BALANCE SHEET 9.52 18750 507243 1439081 5862.5513 COST OF GOODS SOLD WINE VERNON SELLING 1,016.00 18750 507243 1439081 5800.1353 INVENTORY WINE LIQUOR BALANCE SHEET 39.27 18592 507247 1439083 5862.5513 COST OF GOODS SOLD WINE VERNON SELLING 2,037.20 18592 507247 1439083 5800.1353 INVENTORY WINE LIQUOR BALANCE SHEET 11/26/2019CITY OF EDINA 16:14:29R55CKR2LOGIS101 45Page -Council Check Register by GL Council Check Register by Invoice & Summary 11/27/201911/21/2019 -- Inv No Account No Account Description Business UnitDoc NoCheck #PO #SubledgerSupplier / ExplanationDateAmount 441513 11/27/2019 100835 JOHNSON BROTHERS LIQUOR CO.Continued... 16.66 18772 507248 1439084 5862.5512 COST OF GOODS SOLD LIQUOR VERNON SELLING 1,212.00 18772 507248 1439084 5800.1352 LIQUOR INVENTORY LIQUOR BALANCE SHEET 2.38 18684 507249 1439085 5862.5512 COST OF GOODS SOLD LIQUOR VERNON SELLING 246.95 18684 507249 1439085 5800.1352 LIQUOR INVENTORY LIQUOR BALANCE SHEET 64.46 18599 507250 1439086 5862.5513 COST OF GOODS SOLD WINE VERNON SELLING 3,498.70 18599 507250 1439086 5800.1353 INVENTORY WINE LIQUOR BALANCE SHEET 8.33 18687 507251 1439087 5862.5512 COST OF GOODS SOLD LIQUOR VERNON SELLING 899.98 18687 507251 1439087 5800.1352 LIQUOR INVENTORY LIQUOR BALANCE SHEET 11.90 18776 507244 1439088 5862.5513 COST OF GOODS SOLD WINE VERNON SELLING 466.69 18776 507244 1439088 5800.1353 INVENTORY WINE LIQUOR BALANCE SHEET 18.48 18688 507252 1439089 5862.5512 COST OF GOODS SOLD LIQUOR VERNON SELLING 3,150.62 18688 507252 1439089 5800.1352 LIQUOR INVENTORY LIQUOR BALANCE SHEET 38.08 18752 507240 1439090 5862.5512 COST OF GOODS SOLD LIQUOR VERNON SELLING 7,347.50 18752 507240 1439090 5800.1352 LIQUOR INVENTORY LIQUOR BALANCE SHEET 2.38 18803 507423 1441509 5862.5512 COST OF GOODS SOLD LIQUOR VERNON SELLING 198.00 18803 507423 1441509 5800.1352 LIQUOR INVENTORY LIQUOR BALANCE SHEET 7.44 18845 507427 1442827 5822.5512 COST OF GOODS SOLD LIQUOR 50TH ST SELLING 1,327.22 18845 507427 1442827 5800.1352 LIQUOR INVENTORY LIQUOR BALANCE SHEET 5.95 18832 507426 1442828 5822.5513 COST OF GOODS SOLD WINE 50TH ST SELLING 349.45 18832 507426 1442828 5800.1353 INVENTORY WINE LIQUOR BALANCE SHEET 1.19 18844 507425 1442829 5822.5512 COST OF GOODS SOLD LIQUOR 50TH ST SELLING 103.00 18844 507425 1442829 5800.1352 LIQUOR INVENTORY LIQUOR BALANCE SHEET 2.38 18835 507424 1442830 5822.5513 COST OF GOODS SOLD WINE 50TH ST SELLING 122.67 18835 507424 1442830 5800.1353 INVENTORY WINE LIQUOR BALANCE SHEET 4.76 18902 507429 1442831 5822.5513 COST OF GOODS SOLD WINE 50TH ST SELLING 272.00 18902 507429 1442831 5800.1353 INVENTORY WINE LIQUOR BALANCE SHEET 4.76 18840 507428 1442832 5822.5513 COST OF GOODS SOLD WINE 50TH ST SELLING 508.70 18840 507428 1442832 5800.1352 LIQUOR INVENTORY LIQUOR BALANCE SHEET 11.31 18898 507421 1442841 5862.5512 COST OF GOODS SOLD LIQUOR VERNON SELLING 1,434.50 18898 507421 1442841 5800.1352 LIQUOR INVENTORY LIQUOR BALANCE SHEET 5.95 18886 507420 1442842 5862.5513 COST OF GOODS SOLD WINE VERNON SELLING 273.80 18886 507420 1442842 5800.1353 INVENTORY WINE LIQUOR BALANCE SHEET 18.54 18890 507419 1442843 5862.5512 COST OF GOODS SOLD LIQUOR VERNON SELLING 1,546.70 18890 507419 1442843 5800.1352 LIQUOR INVENTORY LIQUOR BALANCE SHEET 8.33 18882 507418 1442844 5862.5513 COST OF GOODS SOLD WINE VERNON SELLING 454.88 18882 507418 1442844 5800.1353 INVENTORY WINE LIQUOR BALANCE SHEET 4.76 18897 507414 1442845 5862.5512 COST OF GOODS SOLD LIQUOR VERNON SELLING 388.13 18897 507414 1442845 5800.1352 LIQUOR INVENTORY LIQUOR BALANCE SHEET 4.76 18903 507416 1442846 5862.5513 COST OF GOODS SOLD WINE VERNON SELLING 11/26/2019CITY OF EDINA 16:14:29R55CKR2LOGIS101 46Page -Council Check Register by GL Council Check Register by Invoice & Summary 11/27/201911/21/2019 -- Inv No Account No Account Description Business UnitDoc NoCheck #PO #SubledgerSupplier / ExplanationDateAmount 441513 11/27/2019 100835 JOHNSON BROTHERS LIQUOR CO.Continued... 272.00 18903 507416 1442846 5800.1353 INVENTORY WINE LIQUOR BALANCE SHEET 13.09 18922 507417 1442847 5862.5512 COST OF GOODS SOLD LIQUOR VERNON SELLING 495.00 18922 507417 1442847 5800.1352 LIQUOR INVENTORY LIQUOR BALANCE SHEET 10.71 18879 507415 1442848 5862.5513 COST OF GOODS SOLD WINE VERNON SELLING 798.98 18879 507415 1442848 5800.1353 INVENTORY WINE LIQUOR BALANCE SHEET 69,248.99 441514 11/27/2019 146339 JOHNSTONS VAC & SEW 57.94 VACUUM REPAIRS 507072 76711575 1470.6530 REPAIR PARTS FIRE DEPT. GENERAL 57.94 441515 11/27/2019 145396 JUNKYARD BREWING COMPANY, LLC 13.00 18808 507283 1307 5842.5514 COST OF GOODS SOLD BEER YORK SELLING 175.00 507283 1307 5800.1354 INVENTORY BEER LIQUOR BALANCE SHEET 188.00 441516 11/27/2019 113212 KENDELL DOORS & HARDWARE INC. 72.60 KEYS 507169 IN010733 1646.6406 GENERAL SUPPLIES BUILDING MAINTENANCE 72.60 441517 11/27/2019 124707 KNAEBLE, PETER 459.87 507170 MN-TFL UQT2 FOOD 7510.6406 GENERAL SUPPLIES MN TF 1 ADMINISTRATION 459.87 441518 11/27/2019 119947 KRAEMER MINING & MATERIALS INC. 479.32 GRAVEL 507171 281584 1647.6517 SAND GRAVEL & ROCK PATHS & HARD SURFACE 479.32 441519 11/27/2019 100852 LAWSON PRODUCTS INC. 1,190.88 SCREWS, BITS, WIRE, SEALS 507034 9307176125 1553.6530 REPAIR PARTS EQUIPMENT OPERATION GEN 109.29 ABSORBANTS 507098 9307179829 1553.6530 REPAIR PARTS EQUIPMENT OPERATION GEN 1,300.17 441520 11/27/2019 141402 LENNES, PATRICIA A. 200.00 507493 00078224-012091 0005 5900.2015 CUSTOMER REFUND UTILITY BALANCE SHEET 200.00 441521 11/27/2019 136027 LINA 11/26/2019CITY OF EDINA 16:14:29R55CKR2LOGIS101 47Page -Council Check Register by GL Council Check Register by Invoice & Summary 11/27/201911/21/2019 -- Inv No Account No Account Description Business UnitDoc NoCheck #PO #SubledgerSupplier / ExplanationDateAmount 441521 11/27/2019 136027 LINA Continued... 5,189.98 NOV LTD INVOICE 507080 0416005118 0000 110119 9900.2033.16 LTD - 99 PAYROLL CLEARING 5,189.98 441522 11/27/2019 132809 LOEKS, JORDAN 50.54 UNIFORM 507104 11/6/19 1640.6201 LAUNDRY PARK MAINTENANCE GENERAL 50.54 441523 11/27/2019 139469 LUBE TECH LIQUID RECYCLING 100.00 USED OIL PICK UP 507099 1499507 1553.6584 LUBRICANTS EQUIPMENT OPERATION GEN 100.00 441524 11/27/2019 141916 LUPULIN BREWING 230.00 18733 507430 25350 5800.1353 INVENTORY WINE LIQUOR BALANCE SHEET 130.00 18734 507284 25351 5800.1354 INVENTORY BEER LIQUOR BALANCE SHEET 130.00 18732 507431 25352 5800.1354 INVENTORY BEER LIQUOR BALANCE SHEET 490.00 441525 11/27/2019 134063 MANSFIELD OIL COMPANY 518.93 FUEL 507094 21547857 1553.6581 GASOLINE EQUIPMENT OPERATION GEN 562.35 FUEL 507095 21547858 1553.6581 GASOLINE EQUIPMENT OPERATION GEN 12,246.00 FUEL 507032 658084 1553.6581 GASOLINE EQUIPMENT OPERATION GEN 1,000.75 FUEL 507033 658774 1553.6581 GASOLINE EQUIPMENT OPERATION GEN 14,328.03 441526 11/27/2019 144331 MARKUS HOMES LLC 125.00 507494 00125627-012014 2005 5900.2015 CUSTOMER REFUND UTILITY BALANCE SHEET 125.00 441527 11/27/2019 141215 MAVERICK WINE LLC - PREV NEGOCE 1.50 18689 507285 INV378904 5862.5512 COST OF GOODS SOLD LIQUOR VERNON SELLING 241.98 18689 507285 INV378904 5800.1352 LIQUOR INVENTORY LIQUOR BALANCE SHEET 243.48 441528 11/27/2019 105603 MEDICINE LAKE TOURS 132.00 HOLIDAY FLOWERS TRIP 507110 HOLIDAY FLOWERS-ADD ON 1628.6103.07 TRIPS PROF SERVICES SENIOR CITIZENS 132.00 11/26/2019CITY OF EDINA 16:14:29R55CKR2LOGIS101 48Page -Council Check Register by GL Council Check Register by Invoice & Summary 11/27/201911/21/2019 -- Inv No Account No Account Description Business UnitDoc NoCheck #PO #SubledgerSupplier / ExplanationDateAmount 441529 11/27/2019 101987 MENARDS Continued... 30.51 PAINT AND SUPPLIES 507495 84055 5720.6532 PAINT EDINBOROUGH OPERATIONS 30.51 441530 11/27/2019 102281 MENARDS 17.45 FILTER PIPE SUPPLIES 507172 10359 5912.6406 GENERAL SUPPLIES WELL HOUSES 17.45 441531 11/27/2019 135708 MERSC 175.00 2020 MERSC RENEWAL 507084 20201103 1556.6218 EDUCATION PROGRAMS EMPLOYEE SHARED SERVICES 175.00 441532 11/27/2019 100885 METRO SALES INC 300.07-RICOH CREDIT 505436 INV1456981 1554.6230 SERVICE CONTRACTS EQUIPMENT CENT SERV GEN - MIS 13,828.00 RICOH INSPECTIONSCTS 507498 INV1460663 421554.6710 EQUIPMENT REPLACEMENT IT CENTRAL SERVICES EQUIPMENT 2,244.30 QTRLY HP SERVICE 507078 INV1472961 1554.6230 SERVICE CONTRACTS EQUIPMENT CENT SERV GEN - MIS 15,772.23 441533 11/27/2019 102729 METROPOLITAN FORD OF EDEN PRAIRIE 14.98 HOSE 507096 516924 1553.6530 REPAIR PARTS EQUIPMENT OPERATION GEN 14.98 441534 11/27/2019 103216 MINNEAPOLIS FINANCE DEPARTMENT 12,487.35 507115 431-0005.300-11 /19 5913.6601 WATER PURCHASED DISTRIBUTION 12,487.35 441535 11/27/2019 101638 MINNESOTA DEPARTMENT OF HEALTH 45.00 507020 RENEWAL APP 1490.6105 DUES & SUBSCRIPTIONS PUBLIC HEALTH 45.00 441536 11/27/2019 136248 MINNESOTA EQUIPMENT 222.48 COUPLER 507018 P08071 1648.6406 GENERAL SUPPLIES SKATING RINK MAINTENANCE 222.48 441537 11/27/2019 123909 MINNESOTA SODDING CO LLC 291.12 TRUF RIP REPAIR 507499 9528 5553.6180 CONTRACTED REPAIRS SPORTS DOME BLDG&GROUNDS 291.12 441538 11/27/2019 128914 MINUTEMAN PRESS 67.80 POST CARD FOR ADDISON NEW SFD 507109 28732 1495.6575 PRINTING INSPECTIONS 11/26/2019CITY OF EDINA 16:14:29R55CKR2LOGIS101 49Page -Council Check Register by GL Council Check Register by Invoice & Summary 11/27/201911/21/2019 -- Inv No Account No Account Description Business UnitDoc NoCheck #PO #SubledgerSupplier / ExplanationDateAmount 441538 11/27/2019 128914 MINUTEMAN PRESS Continued... 67.80 441539 11/27/2019 140955 MODIST BREWING LLC 675.00 18640 507286 9557 5800.1354 INVENTORY BEER LIQUOR BALANCE SHEET 281.25 18639 507287 E-9545 5800.1354 INVENTORY BEER LIQUOR BALANCE SHEET 618.75 18635 507288 E-9546 5800.1354 INVENTORY BEER LIQUOR BALANCE SHEET 1,575.00 441540 11/27/2019 100912 MOTOROLA INC. 20,675.50 507037 8280822371 421400.6710 EQUIPMENT REPLACEMENT POLICE EQUIPMENT 151,515.00 507038 8280822968 421400.6710 EQUIPMENT REPLACEMENT POLICE EQUIPMENT 172,190.50 441541 11/27/2019 101390 MUNICIPAL EMERGENCY SERVICES INC. 994.65 507176 IN1393858 7510.6406 GENERAL SUPPLIES MN TF 1 ADMINISTRATION 994.65 441542 11/27/2019 100076 NEW FRANCE WINE CO. 4.00 18597 507291 151022 5862.5513 COST OF GOODS SOLD WINE VERNON SELLING 308.00 18597 507291 151022 5800.1353 INVENTORY WINE LIQUOR BALANCE SHEET 2.00 18630 507290 151023 5842.5513 COST OF GOODS SOLD WINE YORK SELLING 88.00 18630 507290 151023 5800.1353 INVENTORY WINE LIQUOR BALANCE SHEET 4.00 18613 507289 151024 5822.5513 COST OF GOODS SOLD WINE 50TH ST SELLING 120.00 18613 507289 151024 5800.1353 INVENTORY WINE LIQUOR BALANCE SHEET 10.00 18884 507432 151284 5862.5513 COST OF GOODS SOLD WINE VERNON SELLING 600.00 18884 507432 151284 5800.1353 INVENTORY WINE LIQUOR BALANCE SHEET 12.00 18834 507433 151285 5822.5513 COST OF GOODS SOLD WINE 50TH ST SELLING 576.00 18834 507433 151285 5800.1353 INVENTORY WINE LIQUOR BALANCE SHEET 1,724.00 441543 11/27/2019 104232 NORTHERN SAFETY TECHNOLOGY INC 40.47 LENSES 507372 49241 1553.6530 REPAIR PARTS EQUIPMENT OPERATION GEN 40.47 441544 11/27/2019 142201 NORTHWEST LIGHTING SYSTEMS CO. 375.00 WEST HALLWAY LED'S 507500 114476 5511.6180 CONTRACTED REPAIRS ARENA BLDG/GROUNDS 375.00 441545 11/27/2019 146360 OEDING, MELISSA 147.51 507501 00124891-034142 5900.2015 CUSTOMER REFUND UTILITY BALANCE SHEET 11/26/2019CITY OF EDINA 16:14:29R55CKR2LOGIS101 50Page -Council Check Register by GL Council Check Register by Invoice & Summary 11/27/201911/21/2019 -- Inv No Account No Account Description Business UnitDoc NoCheck #PO #SubledgerSupplier / ExplanationDateAmount 441545 11/27/2019 146360 OEDING, MELISSA Continued... 8002 147.51 441546 11/27/2019 102712 OFFICE OF MN.IT SERVICES 15.29 LANGUAGE LINE 507502 W19100657 1400.6204 TELETYPE SERVICE POLICE DEPT. GENERAL 15.29 441547 11/27/2019 101659 ORKIN 30.00 NORTH RAMP 507030 184468798 4090.6103 PROFESSIONAL SERVICES 50TH&FRANCE MAINTENANCE 30.00 3 HALFIAX WELL 507021 184919595 5913.6103 PROFESSIONAL SERVICES DISTRIBUTION 30.00 7 SHERWOOD WELL 507023 184919678 5913.6103 PROFESSIONAL SERVICES DISTRIBUTION 30.00 8 BROOKVIEW WELL 507022 184932085 5913.6103 PROFESSIONAL SERVICES DISTRIBUTION 30.00 15 MIRROR WELL 507024 184932191 5913.6103 PROFESSIONAL SERVICES DISTRIBUTION 30.00 16 GLEASON WELL 507025 184932264 5913.6103 PROFESSIONAL SERVICES DISTRIBUTION 45.00 2 COMMUNITY 507026 184932652 5913.6103 PROFESSIONAL SERVICES DISTRIBUTION 45.00 FRED WELL 507027 184932724 5913.6103 PROFESSIONAL SERVICES DISTRIBUTION 45.00 HOPKINS WELL 507028 184932757 5913.6103 PROFESSIONAL SERVICES DISTRIBUTION 60.00 DANENS 507029 184932814 5913.6103 PROFESSIONAL SERVICES DISTRIBUTION 63.00 HISTORICAL PEST 507031 186859052 1646.6103 PROFESSIONAL SERVICES BUILDING MAINTENANCE 438.00 441548 11/27/2019 146239 PARRO'S GUN SHOP & POLICE SUPPLIES INC 862.20 VEST POUCHES FOR LOAD BEARING 507503 92096 1400.6203 UNIFORM ALLOWANCE POLICE DEPT. GENERAL 862.20 441549 11/27/2019 100347 PAUSTIS WINE COMPANY 7.00 18692 507294 71019 5842.5513 COST OF GOODS SOLD WINE YORK SELLING 384.00 507294 71019 5800.1353 INVENTORY WINE LIQUOR BALANCE SHEET 8.75 18694 507297 71022 5862.5513 COST OF GOODS SOLD WINE VERNON SELLING 672.00 18694 507297 71022 5800.1353 INVENTORY WINE LIQUOR BALANCE SHEET 11.25 18608 507293 71606 5822.5513 COST OF GOODS SOLD WINE 50TH ST SELLING 847.80 18608 507293 71606 5800.1353 INVENTORY WINE LIQUOR BALANCE SHEET 18.75 18624 507295 71610 5842.5513 COST OF GOODS SOLD WINE YORK SELLING 1,688.30 18624 507295 71610 5800.1353 INVENTORY WINE LIQUOR BALANCE SHEET 13.75 18591 507296 71622 5862.5513 COST OF GOODS SOLD WINE VERNON SELLING 1,009.40 18591 507296 71622 5800.1353 INVENTORY WINE LIQUOR BALANCE SHEET 2.25 18841 507435 72204 5822.5512 COST OF GOODS SOLD LIQUOR 50TH ST SELLING 87.00 18841 507435 72204 5800.1352 LIQUOR INVENTORY LIQUOR BALANCE SHEET 10.50 18828 507434 72211 5822.5513 COST OF GOODS SOLD WINE 50TH ST SELLING 569.70 18828 507434 72211 5800.1353 INVENTORY WINE LIQUOR BALANCE SHEET 11/26/2019CITY OF EDINA 16:14:29R55CKR2LOGIS101 51Page -Council Check Register by GL Council Check Register by Invoice & Summary 11/27/201911/21/2019 -- Inv No Account No Account Description Business UnitDoc NoCheck #PO #SubledgerSupplier / ExplanationDateAmount 441549 11/27/2019 100347 PAUSTIS WINE COMPANY Continued... 5,330.45 441550 11/27/2019 100945 PEPSI-COLA COMPANY 403.54 CONCESSIONS FOOD 507101 50286551 5520.5510 COST OF GOODS SOLD ARENA CONCESSIONS 449.20 18641 507436 51320154 5800.1355 INVENTORY MIX & MISC LIQUOR BALANCE SHEET 529.10 18737 507298 69741336 5800.1355 INVENTORY MIX & MISC LIQUOR BALANCE SHEET 1,381.84 441551 11/27/2019 100743 PHILLIPS WINE & SPIRITS 1.19 18388 507299 2651255 5842.5512 COST OF GOODS SOLD LIQUOR YORK SELLING 270.00 18388 507299 2651255 5800.1352 LIQUOR INVENTORY LIQUOR BALANCE SHEET 2.38 18794 507302 2659302 5822.5512 COST OF GOODS SOLD LIQUOR 50TH ST SELLING 540.00 18794 507302 2659302 5800.1352 LIQUOR INVENTORY LIQUOR BALANCE SHEET 58.70 18586 507301 2659303 5862.5513 COST OF GOODS SOLD WINE VERNON SELLING 5,131.00 18586 507301 2659303 5800.1353 INVENTORY WINE LIQUOR BALANCE SHEET 27.37 18680 507300 2659304 5862.5512 COST OF GOODS SOLD LIQUOR VERNON SELLING 2,399.50 18680 507300 2659304 5800.1352 LIQUOR INVENTORY LIQUOR BALANCE SHEET 29.74 18665 507306 2659305 5842.5512 COST OF GOODS SOLD LIQUOR YORK SELLING 1,995.50 507306 2659305 5800.1352 LIQUOR INVENTORY LIQUOR BALANCE SHEET 66.64 18620 507307 2659306 5842.5513 COST OF GOODS SOLD WINE YORK SELLING 4,014.20 507307 2659306 5800.1353 INVENTORY WINE LIQUOR BALANCE SHEET 20.23 18768 507440 2659307 5822.5513 COST OF GOODS SOLD WINE 50TH ST SELLING 1,672.00 18768 507440 2659307 5800.1353 INVENTORY WINE LIQUOR BALANCE SHEET 22.67 18603 507305 2659308 5822.5513 COST OF GOODS SOLD WINE 50TH ST SELLING 1,366.50 18603 507305 2659308 5800.1353 INVENTORY WINE LIQUOR BALANCE SHEET 1.19 18710 507304 2659309 5822.5515 COST OF GOODS SOLD MIX 50TH ST SELLING 72.00 18710 507304 2659309 5800.1355 INVENTORY MIX & MISC LIQUOR BALANCE SHEET 26.18 18677 507303 2659310 5822.5512 COST OF GOODS SOLD LIQUOR 50TH ST SELLING 1,625.50 18677 507303 2659310 5800.1352 LIQUOR INVENTORY LIQUOR BALANCE SHEET 1.19 18838 507443 2662086 5822.5512 COST OF GOODS SOLD LIQUOR 50TH ST SELLING 95.00 18838 507443 2662086 5800.1352 LIQUOR INVENTORY LIQUOR BALANCE SHEET 13.09 18823 507442 2662087 5822.5513 COST OF GOODS SOLD WINE 50TH ST SELLING 762.25 18823 507442 2662087 5800.1353 INVENTORY WINE LIQUOR BALANCE SHEET 3.57 18891 507439 2662088 5862.5512 COST OF GOODS SOLD LIQUOR VERNON SELLING 318.70 18891 507439 2662088 5800.1352 LIQUOR INVENTORY LIQUOR BALANCE SHEET 28.56 18874 507438 2662089 5862.5513 COST OF GOODS SOLD WINE VERNON SELLING 1,571.07 18874 507438 2662089 5800.1353 INVENTORY WINE LIQUOR BALANCE SHEET 28.56 18811 507441 2662092 5822.5513 COST OF GOODS SOLD WINE 50TH ST SELLING 2,400.00 18811 507441 2662092 5800.1353 INVENTORY WINE LIQUOR BALANCE SHEET 28.56 18821 507437 2662095 5862.5513 COST OF GOODS SOLD WINE VERNON SELLING 11/26/2019CITY OF EDINA 16:14:29R55CKR2LOGIS101 52Page -Council Check Register by GL Council Check Register by Invoice & Summary 11/27/201911/21/2019 -- Inv No Account No Account Description Business UnitDoc NoCheck #PO #SubledgerSupplier / ExplanationDateAmount 441551 11/27/2019 100743 PHILLIPS WINE & SPIRITS Continued... 2,240.00 18821 507437 2662095 5800.1353 INVENTORY WINE LIQUOR BALANCE SHEET 26,833.04 441552 11/27/2019 102423 PLAISTED COMPANIES INC 1,735.43 SAND FOR TEES AND APPROACHES 507047 28733 5422.6517 SAND GRAVEL & ROCK MAINT OF COURSE & GROUNDS 2,646.00 MATERIAL FOR RANGE TEE PROJECT 507047 28733 5400.1705 CONSTR. IN PROGRESS GOLF BALANCE SHEET 4,381.43 441553 11/27/2019 100957 PLANT & FLANGED EQUIPMENT 21.60 GASKETS FOR PROCESS PIPING 507177 0075550-IN 5912.6406 GENERAL SUPPLIES WELL HOUSES 21.60 441554 11/27/2019 100958 PLUNKETT'S PEST CONTROL 62.40 507067 #6477282 5111.6103 PROFESSIONAL SERVICES ART CENTER BLDG/MAINT 48.55 PEST CONTROL 507074 #6478152 7411.6103 PROFESSIONAL SERVICES PSTF OCCUPANCY 110.95 441555 11/27/2019 138292 PRECISE IRRIGATION 6,072.09 IRRIGATION REPAIR FOR PATHWAY 507504 3687 5750.1715 LAND IMPROVEMENTS CENTENNIAL LAKES BALANCE SHEET 6,072.09 441556 11/27/2019 143618 PRYES BREWING COMPANY 496.00 18747 507308 1-8797 5800.1354 INVENTORY BEER LIQUOR BALANCE SHEET 496.00 18748 507309 1-8801 5800.1354 INVENTORY BEER LIQUOR BALANCE SHEET 691.00 18749 507310 8802 5800.1354 INVENTORY BEER LIQUOR BALANCE SHEET 1,683.00 441557 11/27/2019 139392 Q-FREE TCS INC. 5,840.00 SENSORS - WAY FIND CENTER RAMP 507039 12165 4090.6406 GENERAL SUPPLIES 50TH&FRANCE MAINTENANCE 5,840.00 441558 11/27/2019 104642 RCM SPECIALTIES INC. 1,296.61 507179 7321 1301.6519 ROAD OIL GENERAL MAINTENANCE 1,296.61 441559 11/27/2019 138298 RED BULL DISTRIBUTION COMPANY INC. 219.00 18742 507311 99170780 5800.1355 INVENTORY MIX & MISC LIQUOR BALANCE SHEET 219.00 441560 11/27/2019 125936 REINDERS INC. 11/26/2019CITY OF EDINA 16:14:29R55CKR2LOGIS101 53Page -Council Check Register by GL Council Check Register by Invoice & Summary 11/27/201911/21/2019 -- Inv No Account No Account Description Business UnitDoc NoCheck #PO #SubledgerSupplier / ExplanationDateAmount 441560 11/27/2019 125936 REINDERS INC.Continued... 824.49 LIGHTS 507092 3067568-00 5765.6406 GENERAL SUPPLIES PROMENADE EXPENSES 824.49 441561 11/27/2019 133627 REPUBLIC SERVICES #894 40,461.48 507114 0894-005028274 5952.6183 RECYCLING CHARGES RECYCLING 40,461.48 441562 11/27/2019 146341 RESILIENCE RESOURCES, LLC 15,992.02 507505 0004-2019-001 5960.6103 PROFESSIONAL SERVICES ENGINEER SERVICES - STORM 15,992.02 441563 11/27/2019 146308 RIESTERER, SUZY 46.20 507065 1002944-REFUND 5101.4607 CLASS REGISTRATION ART CENTER REVENUES 46.20 441564 11/27/2019 127774 ROOTSTOCK WINE COMPANY 1.50 18633 507312 19-16541 5842.5513 COST OF GOODS SOLD WINE YORK SELLING 96.00 507312 19-16541 5800.1353 INVENTORY WINE LIQUOR BALANCE SHEET 97.50 441565 11/27/2019 139439 RUE 38 LLC 1.50 18598 507313 6984 5862.5513 COST OF GOODS SOLD WINE VERNON SELLING 176.00 18598 507313 6984 5800.1353 INVENTORY WINE LIQUOR BALANCE SHEET 177.50 441566 11/27/2019 100988 SAFETY KLEEN 2,899.99 LUBRICANT 507035 81533246 1553.6584 LUBRICANTS EQUIPMENT OPERATION GEN 2,899.99 441567 11/27/2019 144371 SENTEXT 299.00 SENTEXT SUBSCRIPTION 507506 115246 1554.6124 WEB DEVELOPMENT CENT SERV GEN - MIS 299.00 441568 11/27/2019 101106 SERVICEMASTER 755.00 RAMP TRASH ROOM 507374 63780 4090.6103 PROFESSIONAL SERVICES 50TH&FRANCE MAINTENANCE 755.00 441569 11/27/2019 100998 SHERWIN WILLIAMS CO. 37.31 PAINT FOR PROCESS PIPING 507180 OE0172787A3163 5911.6406 GENERAL SUPPLIES WELL PUMPS 37.31 11/26/2019CITY OF EDINA 16:14:29R55CKR2LOGIS101 54Page -Council Check Register by GL Council Check Register by Invoice & Summary 11/27/201911/21/2019 -- Inv No Account No Account Description Business UnitDoc NoCheck #PO #SubledgerSupplier / ExplanationDateAmount 441569 11/27/2019 100998 SHERWIN WILLIAMS CO.Continued... 441570 11/27/2019 120784 SIGN PRO 298.00 DASHERBOARD FABRICATION 507507 14747 5510.6103 PROFESSIONAL SERVICES ARENA ADMINISTRATION 298.00 441571 11/27/2019 132195 SMALL LOT MN 5.00 18618 507314 MN33175 5822.5513 COST OF GOODS SOLD WINE 50TH ST SELLING 104.04 18618 507314 MN33175 5800.1353 INVENTORY WINE LIQUOR BALANCE SHEET 109.04 441572 11/27/2019 127878 SOUTHERN WINE AND SPIRITS .80 18786 507321 1890659 5822.5512 COST OF GOODS SOLD LIQUOR 50TH ST SELLING 269.98 18786 507321 1890659 5800.1352 LIQUOR INVENTORY LIQUOR BALANCE SHEET 1.60 18674 507320 1891983 5822.5512 COST OF GOODS SOLD LIQUOR 50TH ST SELLING 304.90 18674 507320 1891983 5800.1352 LIQUOR INVENTORY LIQUOR BALANCE SHEET 2.40 18606 507315 1891984 5822.5513 COST OF GOODS SOLD WINE 50TH ST SELLING 424.00 18606 507315 1891984 5800.1353 INVENTORY WINE LIQUOR BALANCE SHEET 3.20 18707 507318 1891985 5822.5513 COST OF GOODS SOLD WINE 50TH ST SELLING 640.00 18707 507318 1891985 5800.1353 INVENTORY WINE LIQUOR BALANCE SHEET 30.40 18604 507316 1891986 5822.5513 COST OF GOODS SOLD WINE 50TH ST SELLING 3,010.00 18604 507316 1891986 5800.1353 INVENTORY WINE LIQUOR BALANCE SHEET 1.60 18605 507317 1891987 5822.5513 COST OF GOODS SOLD WINE 50TH ST SELLING 160.00 18605 507317 1891987 5800.1353 INVENTORY WINE LIQUOR BALANCE SHEET 2.55 18673 507319 1891988 5822.5512 COST OF GOODS SOLD LIQUOR 50TH ST SELLING 438.62 18673 507319 1891988 5800.1352 LIQUOR INVENTORY LIQUOR BALANCE SHEET 2.13 18774 507325 1891989 5842.5512 COST OF GOODS SOLD LIQUOR YORK SELLING 533.54 507325 1891989 5800.1352 LIQUOR INVENTORY LIQUOR BALANCE SHEET 2.53 18668 507333 1891990 5842.5512 COST OF GOODS SOLD LIQUOR YORK SELLING 450.60 507333 1891990 5800.1352 LIQUOR INVENTORY LIQUOR BALANCE SHEET 37.87 18621 507324 1891991 5842.5513 COST OF GOODS SOLD WINE YORK SELLING 3,452.57 507324 1891991 5800.1353 INVENTORY WINE LIQUOR BALANCE SHEET 2.40 18634 507323 1891992 5842.5513 COST OF GOODS SOLD WINE YORK SELLING 158.00 507323 1891992 5800.1353 INVENTORY WINE LIQUOR BALANCE SHEET 6.40 18706 507322 1891994 5842.5513 COST OF GOODS SOLD WINE YORK SELLING 1,280.00 507322 1891994 5800.1353 INVENTORY WINE LIQUOR BALANCE SHEET 11.51 18664 507326 1891995 5842.5512 COST OF GOODS SOLD LIQUOR YORK SELLING 2,127.01 507326 1891995 5800.1352 LIQUOR INVENTORY LIQUOR BALANCE SHEET 3.20 18601 507330 1891996 5862.5513 COST OF GOODS SOLD WINE VERNON SELLING 244.00 18601 507330 1891996 5800.1353 INVENTORY WINE LIQUOR BALANCE SHEET .80 18690 507331 1891997 5862.5512 COST OF GOODS SOLD LIQUOR VERNON SELLING 11/26/2019CITY OF EDINA 16:14:29R55CKR2LOGIS101 55Page -Council Check Register by GL Council Check Register by Invoice & Summary 11/27/201911/21/2019 -- Inv No Account No Account Description Business UnitDoc NoCheck #PO #SubledgerSupplier / ExplanationDateAmount 441572 11/27/2019 127878 SOUTHERN WINE AND SPIRITS Continued... 264.00 18690 507331 1891997 5800.1352 LIQUOR INVENTORY LIQUOR BALANCE SHEET 27.20 18588 507449 1891998, 1893617 5862.5513 COST OF GOODS SOLD WINE VERNON SELLING 4,784.00 18588 507449 1891998, 1893617 5800.1353 INVENTORY WINE LIQUOR BALANCE SHEET 6.40 18704 507329 1891999 5862.5513 COST OF GOODS SOLD WINE VERNON SELLING 1,280.00 18704 507329 1891999 5800.1353 INVENTORY WINE LIQUOR BALANCE SHEET 43.47 18587 507332 1892000 5862.5513 COST OF GOODS SOLD WINE VERNON SELLING 5,219.39 18587 507332 1892000 5800.1353 INVENTORY WINE LIQUOR BALANCE SHEET 1.60 18203 507327 1892001 5862.5513 COST OF GOODS SOLD WINE VERNON SELLING 160.00 18203 507327 1892001 5800.1353 INVENTORY WINE LIQUOR BALANCE SHEET 13.90 18681 507328 1892002 5862.5512 COST OF GOODS SOLD LIQUOR VERNON SELLING 3,013.46 18681 507328 1892002 5800.1352 LIQUOR INVENTORY LIQUOR BALANCE SHEET 4.00 18702 507467 1893613 5822.5513 COST OF GOODS SOLD WINE 50TH ST SELLING 3.20 18805 507334 1893614 5842.5513 COST OF GOODS SOLD WINE YORK SELLING 12.00 18790 507335 1893615 5842.5513 COST OF GOODS SOLD WINE YORK SELLING 1,824.00 507335 1893615 5800.1353 INVENTORY WINE LIQUOR BALANCE SHEET 3.20 18809 507448 1893616 5862.5513 COST OF GOODS SOLD WINE VERNON SELLING 9.60 18824 507475 1894235 5822.5513 COST OF GOODS SOLD WINE 50TH ST SELLING 938.00 18824 507475 1894235 5800.1353 INVENTORY WINE LIQUOR BALANCE SHEET 1.60 18846 507478 1894236 5822.5513 COST OF GOODS SOLD WINE 50TH ST SELLING 264.50 18846 507478 1894236 5800.1352 LIQUOR INVENTORY LIQUOR BALANCE SHEET 4.16 18839 507473 1894237 5822.5512 COST OF GOODS SOLD LIQUOR 50TH ST SELLING 875.17 18839 507473 1894237 5800.1352 LIQUOR INVENTORY LIQUOR BALANCE SHEET .80 18825 507471 1894238 5822.5513 COST OF GOODS SOLD WINE 50TH ST SELLING 80.00 18825 507471 1894238 5800.1353 INVENTORY WINE LIQUOR BALANCE SHEET .80 18923 507469 1894239 5822.5513 COST OF GOODS SOLD WINE 50TH ST SELLING 176.00 18923 507469 1894239 5800.1353 INVENTORY WINE LIQUOR BALANCE SHEET 1.60 18876 507446 1894247 5862.5513 COST OF GOODS SOLD WINE VERNON SELLING 410.00 18876 507446 1894247 5800.1353 INVENTORY WINE LIQUOR BALANCE SHEET 34.40 18875 507447 1894248 5862.5513 COST OF GOODS SOLD WINE VERNON SELLING 2,902.00 18875 507447 1894248 5800.1353 INVENTORY WINE LIQUOR BALANCE SHEET 2.90 18900 507444 1894250 5862.5512 COST OF GOODS SOLD LIQUOR VERNON SELLING 917.41 18900 507444 1894250 5800.1352 LIQUOR INVENTORY LIQUOR BALANCE SHEET 5.87 18892 507445 1894251 5862.5512 COST OF GOODS SOLD LIQUOR VERNON SELLING 1,268.90 18892 507445 1894251 5800.1352 LIQUOR INVENTORY LIQUOR BALANCE SHEET 38,156.14 441573 11/27/2019 100181 SPEEDY KEYS 11/26/2019CITY OF EDINA 16:14:29R55CKR2LOGIS101 56Page -Council Check Register by GL Council Check Register by Invoice & Summary 11/27/201911/21/2019 -- Inv No Account No Account Description Business UnitDoc NoCheck #PO #SubledgerSupplier / ExplanationDateAmount 441573 11/27/2019 100181 SPEEDY KEYS Continued... 320.00 CONTRACTED SERVICE 507375 191914 1553.6581 GASOLINE EQUIPMENT OPERATION GEN 320.00 CONTRACTED SERVICE 507376 191915 1553.6180 CONTRACTED REPAIRS EQUIPMENT OPERATION GEN 320.00 CONTRACTED SERVICE 507377 191916 1553.6180 CONTRACTED REPAIRS EQUIPMENT OPERATION GEN 960.00 441574 11/27/2019 133068 STEEL TOE BREWING LLC 330.00 18729 507337 31149 5800.1354 INVENTORY BEER LIQUOR BALANCE SHEET 165.00 18730 507336 31150 5800.1354 INVENTORY BEER LIQUOR BALANCE SHEET 495.00 441575 11/27/2019 135803 SUN LIFE FINANCIAL 6,458.45 NOV SUN LIFE INVOICE-ACTIVES 507082 237716·001-11/1 9 9900.2033.05 LIFE INSURANCE - 99 PAYROLL CLEARING 305.00 NOV SUN LIFE INVOICE-NONACTIVE 507083 237716-901-11/1 9 #2 6002.6043 COBRA INSURANCE RISK MGMT EMP SHARED SERVICE 6,763.45 441576 11/27/2019 137673 SWEETLAND ORCHARD LLC 60.00-2020 505060 3200 5800.1354 INVENTORY BEER LIQUOR BALANCE SHEET 120.00 18771 507338 3253 5800.1354 INVENTORY BEER LIQUOR BALANCE SHEET 60.00 441577 11/27/2019 102063 SWENSON, THOMAS 94.54 MILEAGE REIMBURSEMENT 507395 MILEAGE 1640.6103 PROFESSIONAL SERVICES PARK MAINTENANCE GENERAL 94.54 441578 11/27/2019 119864 SYSCO MINNESOTA 656.07 CONCESSION 507510 247776173 5730.5510 COST OF GOODS SOLD EDINBOROUGH CONCESSIONS 656.07 441579 11/27/2019 118133 TCIC INC. 348.00 ANTENNA FOR SAN10 507182 96233 5913.6103 PROFESSIONAL SERVICES DISTRIBUTION 1,753.00 RADIO REPAIRS 507042 RP84922-R 5913.6180 CONTRACTED REPAIRS DISTRIBUTION 2,101.00 441580 11/27/2019 146347 TELEFLEX LLC 1,215.50 AMBULANCE SUPPLIES 507070 9501752471 1470.6510 FIRST AID SUPPLIES FIRE DEPT. GENERAL 1,215.50 441581 11/27/2019 143678 THRESHOLD HOLDINGS LLC 11/26/2019CITY OF EDINA 16:14:29R55CKR2LOGIS101 57Page -Council Check Register by GL Council Check Register by Invoice & Summary 11/27/201911/21/2019 -- Inv No Account No Account Description Business UnitDoc NoCheck #PO #SubledgerSupplier / ExplanationDateAmount 441581 11/27/2019 143678 THRESHOLD HOLDINGS LLC Continued... 174.99 507511 00125359-030538 8005 5900.2015 CUSTOMER REFUND UTILITY BALANCE SHEET 174.99 441582 11/27/2019 136802 TINBERG, TIM 28.18 REPAIR SUPPLIES 507106 MENARDS REIMBURSEMENT 5210.6530 REPAIR PARTS GOLF DOME PROGRAM 28.18 441583 11/27/2019 101619 TRI-COUNTY LAW ENFORCEMENT ASSOC. 75.00 ANNUAL DUES 507512 2020 ANNUAL DUES 1400.6105 DUES & SUBSCRIPTIONS POLICE DEPT. GENERAL 75.00 441584 11/27/2019 101403 TRUCK BODIES & EQUIP INTL INC 590.84 BEARING CUPS, CONES 507397 LC00061400 1553.6530 REPAIR PARTS EQUIPMENT OPERATION GEN 590.84 441585 11/27/2019 141269 TSYS|CAYAN 69.90 507514 #1211571 5860.6105 DUES & SUBSCRIPTIONS VERNON LIQUOR GENERAL 104.85 507519 1217028 5860.6105 DUES & SUBSCRIPTIONS VERNON LIQUOR GENERAL 104.85 507513 1221628 5860.6105 DUES & SUBSCRIPTIONS VERNON LIQUOR GENERAL 279.60 441586 11/27/2019 103973 ULINE 121.09 CLEAR PLACTIC BAGS FOR HYDRANT 507185 114151924 5913.6406 GENERAL SUPPLIES DISTRIBUTION 121.09 441587 11/27/2019 144823 UNITED RENTALS 8,519.76 INSTALL BASKET LIFT 507187 175180533-001 5553.6103 PROFESSIONAL SERVICES SPORTS DOME BLDG&GROUNDS 1,525.24 INSTALL EXTENDING BOOM 507186 213389 5553.6103 PROFESSIONAL SERVICES SPORTS DOME BLDG&GROUNDS 10,045.00 441588 11/27/2019 103048 US BANK 450.00 2013B PAYING AGENT FEE 507140 5527424 5210.6103 PROFESSIONAL SERVICES GOLF DOME PROGRAM 450.00 441589 11/27/2019 103048 US BANK 450.00 2011 A PAYING AGENT 507141 5534121 5902.6103 PROFESSIONAL SERVICES UTILITY BILLING - FINANCE 450.00 11/26/2019CITY OF EDINA 16:14:29R55CKR2LOGIS101 58Page -Council Check Register by GL Council Check Register by Invoice & Summary 11/27/201911/21/2019 -- Inv No Account No Account Description Business UnitDoc NoCheck #PO #SubledgerSupplier / ExplanationDateAmount 441589 11/27/2019 103048 US BANK Continued... 441590 11/27/2019 103048 US BANK 450.00 2013A PAYING AGENT 507142 5527423 3101.6103 PROFESSIONAL SERVICES GENERAL DEBT SERVICE REVENUES 450.00 441591 11/27/2019 101058 VAN PAPER CO. 406.18 507400 521550-00 5862.6406 GENERAL SUPPLIES VERNON SELLING 108.60 507516 521551-00 5860.6513 OFFICE SUPPLIES VERNON LIQUOR GENERAL 35.08 507515 521553-00 5860.6513 OFFICE SUPPLIES VERNON LIQUOR GENERAL 549.86 441592 11/27/2019 144209 VENN BREWING COMPANY LLC 85.50 15606 507339 1225 5800.1354 INVENTORY BEER LIQUOR BALANCE SHEET 135.00 18473 507340 1378 5800.1354 INVENTORY BEER LIQUOR BALANCE SHEET 220.50 441593 11/27/2019 102970 VERIZON WIRELESS 35.01 PARKSREC VZ DATA 507188 9841235777 1600.6105 DUES & SUBSCRIPTIONS PARK ADMIN. GENERAL 35.01 COUNCIL VZ DATA 507188 9841235777 1100.6160 DATA PROCESSING CITY COUNCIL 35.01 FINANCE VZ MIFI 507188 9841235777 1160.6406 GENERAL SUPPLIES FINANCE 105.03 COMMUNICATIONS VZ 507188 9841235777 1130.6160 DATA PROCESSING COMMUNICATIONS 140.04 ASSESSING VZ 507188 9841235777 1190.6188 TELEPHONE ASSESSING 140.04 PARK MAINT VZ DATA 507188 9841235777 1646.6188 TELEPHONE BUILDING MAINTENANCE 183.05 IT VZ DATA 507188 9841235777 1554.6188 TELEPHONE CENT SERV GEN - MIS 209.16 ADMIN VZ 507188 9841235777 1120.6188 TELEPHONE ADMINISTRATION 351.25 ENGINEERING VZ DATA 507188 9841235777 1260.6188 TELEPHONE ENGINEERING GENERAL 495.14 INSPECTIONS VZ 507188 9841235777 1495.6188 TELEPHONE INSPECTIONS 1,190.38 POLICE VZ DATA 507188 9841235777 1400.6160 DATA PROCESSING POLICE DEPT. GENERAL 1,240.35 FIRE VZ DATA 507188 9841235777 1470.6188 TELEPHONE FIRE DEPT. GENERAL 3,119.95 REPLACEMENT IPADS 507188 9841235777 1554.6710 EQUIPMENT REPLACEMENT CENT SERV GEN - MIS 70.02 BGC VZ 507188 9841235777 5422.6230 SERVICE CONTRACTS EQUIPMENT MAINT OF COURSE & GROUNDS 35.01 TSHIRLEY VZ IPAD 507188 9841235777 5760.6188 TELEPHONE CENTENNIAL LAKES ADMIN EXPENSE 70.02 LIQ GV VZ IPAD 507188 9841235777 5861.6188 TELEPHONE VERNON OCCUPANCY 70.02 LIQ SDALE VZ IPAD 507188 9841235777 5841.6188 TELEPHONE YORK OCCUPANCY 70.02 LIQ 50TH VZ IPAD 507188 9841235777 5821.6188 TELEPHONE 50TH ST OCCUPANCY 40.01 UTIL BILLING VZ IPAD 507188 9841235777 5902.6160 DATA PROCESSING UTILITY BILLING - FINANCE 840.24 PUBLIC WORKS VZ DATA 507188 9841235777 5910.6188 TELEPHONE GENERAL (BILLING) 51.53 FIRE - RESCUE 91 PHONE 507520 9841291636 1470.6188 TELEPHONE FIRE DEPT. GENERAL 51.53 PW ELECTR VZ PHONE 507520 9841291636 1322.6185 LIGHT & POWER STREET LIGHTING ORNAMENTAL 83.49 PARK MAINT VZ PHONES 507520 9841291636 1640.6188 TELEPHONE PARK MAINTENANCE GENERAL 11/26/2019CITY OF EDINA 16:14:29R55CKR2LOGIS101 59Page -Council Check Register by GL Council Check Register by Invoice & Summary 11/27/201911/21/2019 -- Inv No Account No Account Description Business UnitDoc NoCheck #PO #SubledgerSupplier / ExplanationDateAmount 441593 11/27/2019 102970 VERIZON WIRELESS Continued... 1,099.72 POLICE VZ PHONES 507520 9841291636 1400.6406 GENERAL SUPPLIES POLICE DEPT. GENERAL 248.14 PUBLIC WORKS VZ PHONES 507520 9841291636 5910.6188 TELEPHONE GENERAL (BILLING) 41.96 SOUTHMETRO VZ PHONE 507520 9841291636 7411.6188 TELEPHONE PSTF OCCUPANCY 10,051.13 441594 11/27/2019 145966 VIRCHOW, DAN 407.30 49ER TRAINING REIMBURSEMENT 507189 11212019 1281.6104 CONFERENCES & SCHOOLS TRAINING 407.30 441595 11/27/2019 142361 VISTA OUTDOOR SALES, LLC 106.05 MERCHANIDSE 507062 426138 5400.1356 INVENTORY SUPPLIES GOLF BALANCE SHEET 106.05 441596 11/27/2019 124469 W.P. & R.S. MARS CO. 279.46 CAN LINERS 507518 30122868 1645.6406 GENERAL SUPPLIES LITTER REMOVAL 279.46 441597 11/27/2019 103088 WASTE MANAGEMENT OF WI-MN 4,095.50 50TH AND FRANCE CENTER TRASH 507043 8177339-2282-4 4095.6103 PROFESSIONAL SERVICES 50TH STREET RUBBISH 4,095.50 441598 11/27/2019 135181 WATERFORD OIL COMPANY INC. 312.08 DIESEL FOR AIR COMPRESSOR 507054 85325 5422.6581 GASOLINE MAINT OF COURSE & GROUNDS 307.65 DIESEL FOR AIR COMPRESSOR 507055 85339 5422.6581 GASOLINE MAINT OF COURSE & GROUNDS 260.67 DIESEL FOR AIR COMPRESSOR 507060 87962 5422.6581 GASOLINE MAINT OF COURSE & GROUNDS 880.40 441599 11/27/2019 101312 WINE MERCHANTS 1.19 17255 507386 7253753AB 5800.1353 INVENTORY WINE LIQUOR BALANCE SHEET 14.28 18610 507390 7261909 5822.5513 COST OF GOODS SOLD WINE 50TH ST SELLING 1,157.00 18610 507390 7261909 5800.1353 INVENTORY WINE LIQUOR BALANCE SHEET 5.95 18719 507389 7261910 5822.5515 COST OF GOODS SOLD MIX 50TH ST SELLING 98.75 18719 507389 7261910 5800.1355 INVENTORY MIX & MISC LIQUOR BALANCE SHEET 13.68 18627 507391 7261911 5842.5513 COST OF GOODS SOLD WINE YORK SELLING 2,371.00 507391 7261911 5800.1353 INVENTORY WINE LIQUOR BALANCE SHEET 34.51 18594 507387 7261913 5862.5513 COST OF GOODS SOLD WINE VERNON SELLING 4,248.00 18594 507387 7261913 5800.1353 INVENTORY WINE LIQUOR BALANCE SHEET 8.33 18722 507388 7261914 5862.5515 COST OF GOODS SOLD MIX VERNON SELLING 138.25 18722 507388 7261914 5800.1355 INVENTORY MIX & MISC LIQUOR BALANCE SHEET 9.52 18831 507483 7262647 5822.5513 COST OF GOODS SOLD WINE 50TH ST SELLING 11/26/2019CITY OF EDINA 16:14:29R55CKR2LOGIS101 60Page -Council Check Register by GL Council Check Register by Invoice & Summary 11/27/201911/21/2019 -- Inv No Account No Account Description Business UnitDoc NoCheck #PO #SubledgerSupplier / ExplanationDateAmount 441599 11/27/2019 101312 WINE MERCHANTS Continued... 1,530.00 18831 507483 7262647 5800.1353 INVENTORY WINE LIQUOR BALANCE SHEET 20.23 18881 507482 7262649 5862.5513 COST OF GOODS SOLD WINE VERNON SELLING 5,700.00 18881 507482 7262649 5800.1353 INVENTORY WINE LIQUOR BALANCE SHEET 15,350.69 441600 11/27/2019 144412 WINEBOW 3.50 18629 507392 69644 5842.5513 COST OF GOODS SOLD WINE YORK SELLING 218.00 507392 69644 5800.1353 INVENTORY WINE LIQUOR BALANCE SHEET 7.00 18596 507399 MN00069647 5862.5513 COST OF GOODS SOLD WINE VERNON SELLING 404.00 18596 507399 MN00069647 5800.1353 INVENTORY WINE LIQUOR BALANCE SHEET 1.75 18686 507398 MN00069835 5862.5512 COST OF GOODS SOLD LIQUOR VERNON SELLING 153.00 18686 507398 MN00069835 5800.1352 LIQUOR INVENTORY LIQUOR BALANCE SHEET 288.00 18716 507396 MN00069836 5800.1353 INVENTORY WINE LIQUOR BALANCE SHEET 3.00 18715 507394 MN00069837 5822.5513 COST OF GOODS SOLD WINE 50TH ST SELLING 266.00 18715 507394 MN00069837 5800.1353 INVENTORY WINE LIQUOR BALANCE SHEET 3.50 18833 507485 MN00070160 5822.5513 COST OF GOODS SOLD WINE 50TH ST SELLING 218.00 18833 507485 MN00070160 5800.1353 INVENTORY WINE LIQUOR BALANCE SHEET 1.75 18883 507484 MN00070174 5862.5513 COST OF GOODS SOLD WINE VERNON SELLING 72.00 18883 507484 MN00070174 5800.1353 INVENTORY WINE LIQUOR BALANCE SHEET 1,639.50 441601 11/27/2019 105740 WSB & ASSOCIATES INC. 1,021.00 507401 R-013540-000-9 5924.6103 PROFESSIONAL SERVICES ENGINEER SERVICES - WATER 1,021.00 507401 R-013540-000-9 5925.6103 PROFESSIONAL SERVICES ENGINEER SERVICES - SEWER 1,021.00 507401 R-013540-000-9 5960.6103 PROFESSIONAL SERVICES ENGINEER SERVICES - STORM 3,063.00 441602 11/27/2019 146269 ZAZILCLICKPIX PHOTOGRPAHY, LLC 50.00 506716 CITY STAFF PHOTOS 2019 1130.6123 MAGAZINE/NEWSLETTER EXPENSE COMMUNICATIONS 750.00 506716 CITY STAFF PHOTOS 2019 1130.6408 PHOTOGRAPHIC SUPPLIES COMMUNICATIONS 800.00 441603 11/27/2019 136192 ZOLL MEDICAL CORPORATION 655.04 AMBULANCE SUPPLIES 507069 2959858 1470.6510 FIRST AID SUPPLIES FIRE DEPT. GENERAL 432.92 CABLES 507402 2964408 1470.6530 REPAIR PARTS FIRE DEPT. GENERAL 1,087.96 11/26/2019CITY OF EDINA 16:14:29R55CKR2LOGIS101 61Page -Council Check Register by GL Council Check Register by Invoice & Summary 11/27/201911/21/2019 -- Inv No Account No Account Description Business UnitDoc NoCheck #PO #SubledgerSupplier / ExplanationDateAmount 441604 11/27/2019 123582 TSCHOSICK, RON 2,138.77-Final Payroll 507524 11262019 9900.2033 PAYROLL DEDUCTIONS PAYROLL CLEARING 27,957.64 Final Payroll 507524 11262019 9900.2033 PAYROLL DEDUCTIONS PAYROLL CLEARING 25,818.87 2,332,933.73 Grand Total Payment Instrument Totals Checks 2,332,933.73 Total Payments 2,332,933.73 11/26/2019CITY OF EDINA 16:13:05R55CKS2LOGIS100 1Page -Council Check SummaryNote: Payment amount may not reflect the actual amount due to data sequencing and/or data selection. 11/27/201911/21/2019 - Company Amount 62,776.0001000GENERAL FUND 1,243.4504000WORKING CAPITAL FUND 295.2404100PIR CONSTRUCTION FUND 107.6105100ART CENTER FUND 260.0005200GOLF DOME FUND 7,583.0405400GOLF COURSE FUND 35,317.6205500ICE ARENA FUND 3,047.6005550SPORTS DOME FUND 2,926.9605700EDINBOROUGH PARK FUND 1,613.4205750CENTENNIAL LAKES PARK FUND 43,186.0005800LIQUOR FUND 23,314.9105900UTILITY FUND 2,310.1505930STORM SEWER FUND 235.2807400PSTF AGENCY FUND 180.0009210HRA ADMINISTRATION Report Totals 184,397.28 11/26/2019CITY OF EDINA 16:13:01R55CKR2LOGIS101 1Page -Council Check Register by GL Council Check Register by Invoice & Summary 11/27/201911/21/2019 -- Inv No Account No Account Description Business UnitDoc NoCheck #PO #SubledgerSupplier / ExplanationDateAmount 8925 11/21/2019 102971 ACE ICE COMPANY 6.44-2047 506584 2439493 5800.1355 INVENTORY MIX & MISC LIQUOR BALANCE SHEET 31.44 18571 506720 2440327 5800.1355 INVENTORY MIX & MISC LIQUOR BALANCE SHEET 51.52 18574 506585 3501217223 5800.1355 INVENTORY MIX & MISC LIQUOR BALANCE SHEET 76.52 8926 11/21/2019 100638 BACHMAN'S 471.43 PLANTINGS 506672 112265/50 1643.6406 GENERAL SUPPLIES Greenhouse and horticulture 295.24 TREES 506931 124756/50 01452.1705.21 CONSULTING INSPECTION Indian Trails B/C 766.67 8927 11/21/2019 101355 BELLBOY CORPORATION 43.40 18483 506724 0081539100 5862.5512 COST OF GOODS SOLD LIQUOR VERNON SELLING 4,121.70 18483 506724 0081539100 5800.1352 LIQUOR INVENTORY LIQUOR BALANCE SHEET 1.55 17961 506725 0081557600 5862.5515 COST OF GOODS SOLD MIX VERNON SELLING 32.00 17961 506725 0081557600 5800.1355 INVENTORY MIX & MISC LIQUOR BALANCE SHEET 5.26 18536 506726 0100451900 5862.5515 COST OF GOODS SOLD MIX VERNON SELLING 270.15 18536 506726 0100451900 5800.1355 INVENTORY MIX & MISC LIQUOR BALANCE SHEET 3.34 18565 506589 100452200 5822.5515 COST OF GOODS SOLD MIX 50TH ST SELLING 289.62 18565 506589 100452200 5800.1355 INVENTORY MIX & MISC LIQUOR BALANCE SHEET 5.35 18567 506591 100452300 5842.5515 COST OF GOODS SOLD MIX YORK SELLING 289.82 506591 100452300 5800.1355 INVENTORY MIX & MISC LIQUOR BALANCE SHEET 35.65 18487 506593 81538700 5842.5512 COST OF GOODS SOLD LIQUOR YORK SELLING 3,184.15 506593 81538700 5800.1352 LIQUOR INVENTORY LIQUOR BALANCE SHEET 13.18 18503 506590 81538800 5822.5512 COST OF GOODS SOLD LIQUOR 50TH ST SELLING 1,415.52 18503 506590 81538800 5800.1352 LIQUOR INVENTORY LIQUOR BALANCE SHEET 3.10 18569 506592 81558900 5842.5515 COST OF GOODS SOLD MIX YORK SELLING 64.00 506592 81558900 5800.1355 INVENTORY MIX & MISC LIQUOR BALANCE SHEET 7.75 18557 506728 81559100 5842.5512 COST OF GOODS SOLD LIQUOR YORK SELLING 684.00 18557 506728 81559100 5800.1352 LIQUOR INVENTORY LIQUOR BALANCE SHEET 7.75 18558 506723 81559700 5862.5512 COST OF GOODS SOLD LIQUOR VERNON SELLING 684.00 18558 506723 81559700 5800.1352 LIQUOR INVENTORY LIQUOR BALANCE SHEET 7.75 18562 506727 81559900 5822.5512 COST OF GOODS SOLD LIQUOR 50TH ST SELLING 684.00 18562 506727 81559900 5800.1352 LIQUOR INVENTORY LIQUOR BALANCE SHEET 11,853.04 8928 11/21/2019 101375 BLOOMINGTON SECURITY SOLUTIONS INC. 14.00 KEYS 506675 SH100176 5511.6406 GENERAL SUPPLIES ARENA BLDG/GROUNDS 14.00 8929 11/21/2019 122688 BMK SOLUTIONS 11/26/2019CITY OF EDINA 16:13:01R55CKR2LOGIS101 2Page -Council Check Register by GL Council Check Register by Invoice & Summary 11/27/201911/21/2019 -- Inv No Account No Account Description Business UnitDoc NoCheck #PO #SubledgerSupplier / ExplanationDateAmount 8929 11/21/2019 122688 BMK SOLUTIONS Continued... 86.17 PWSUPPLIES 506676 154190 1552.6406 GENERAL SUPPLIES CENT SVC PW BUILDING 86.17 8930 11/21/2019 137533 BUSBY, TREVOR 1,617.00 BBALL OFFICIALS NOV 506868 1-11/13/19 1621.6103 PROFESSIONAL SERVICES ATHLETIC ACTIVITIES 1,617.00 8931 11/21/2019 100648 BUSINESS ESSENTIALS 35.68 ADMIN SUPPLIES 506678 WO-1035700-1 1120.6406 GENERAL SUPPLIES ADMINISTRATION 100.16 SUPPLY ROOM 506678 WO-1035700-1 1120.6513 OFFICE SUPPLIES ADMINISTRATION 135.84 8932 11/21/2019 130477 CLEAR RIVER BEVERAGE CO 360.00 18456 506730 22872877 5800.1354 INVENTORY BEER LIQUOR BALANCE SHEET 433.00 18458 506620 35402876 5800.1354 INVENTORY BEER LIQUOR BALANCE SHEET 99.00 18533 506619 47932875 5800.1354 INVENTORY BEER LIQUOR BALANCE SHEET 8.25-2056 506618 515434 5800.1354 INVENTORY BEER LIQUOR BALANCE SHEET 883.75 8933 11/21/2019 129718 DREW'S CONCESSIONS LLC 288.00 CARAMEL CORN FOR CONCESSIONS 506401 2578 5730.5510 COST OF GOODS SOLD EDINBOROUGH CONCESSIONS 1,061.80 CONCESSIONS FOOD 506400 2579 5520.5510 COST OF GOODS SOLD ARENA CONCESSIONS 1,349.80 8934 11/21/2019 101956 EMERGENCY APPARATUS MAINTENANCE 441.78 REPAIR PARTS T90 506866 109117 1470.6180 CONTRACTED REPAIRS FIRE DEPT. GENERAL 441.78 8935 11/21/2019 100768 GARTNER REFRIGERATION & MFG INC 548.99 EAST COMPRESSOR #2 506934 W11369 5511.6180 CONTRACTED REPAIRS ARENA BLDG/GROUNDS 4,308.00 EAST RELIEF VALVE REPLACEMENT 506935 W11371 5521.6215 EQUIPMENT MAINTENANCE ARENA ICE MAINT 4,856.99 8936 11/21/2019 143443 HAWKINSON, STEPHANIE 3.33 MTG WITH HOPE MELTON 506876 1118191 1140.6106 MEETING EXPENSE PLANNING 12.00 PARKING FOR A FED RESERVE MTG 506877 1118192 1140.6106 MEETING EXPENSE PLANNING 13.06 OUTREACH REAL ESTATE EQUITIES 506878 1118193 1140.6106 MEETING EXPENSE PLANNING 2.97 MTG W HUGGETT,SWENSEN, BROKER 506879 1118194 1140.6106 MEETING EXPENSE PLANNING 4.25 WHAHLT MTG WTIH JANET 506880 1118195 1140.6106 MEETING EXPENSE PLANNING 35.61 11/26/2019CITY OF EDINA 16:13:01R55CKR2LOGIS101 3Page -Council Check Register by GL Council Check Register by Invoice & Summary 11/27/201911/21/2019 -- Inv No Account No Account Description Business UnitDoc NoCheck #PO #SubledgerSupplier / ExplanationDateAmount 8936 11/21/2019 143443 HAWKINSON, STEPHANIE Continued... 8937 11/21/2019 128215 HOFFMAN & MCNAMARA 1,243.45 FINAL PAY 506432 TRACY AVE 01267.1705.30 CONTRACTOR PAYMENTS MSA Maintenance Projects 1,243.45 8938 11/21/2019 100869 MARTIN-MCALLISTER 2,000.00 FFD APPOINTMENT 506502 12672 1556.6175 PHYSICAL EXAMINATIONS EMPLOYEE SHARED SERVICES 2,000.00 8939 11/21/2019 101483 MENARDS 84.40 RINK HARDWARE 506691 3030.1646.6577 LUMBER BUILDING MAINTENANCE 71.50 CONSTRUCTION MATERIALS 506313 3824 1301.6406 GENERAL SUPPLIES GENERAL MAINTENANCE 170.10 SNOW STAKE MATERIAL 506314 3829 1318.6406 GENERAL SUPPLIES SNOW & ICE REMOVAL 49.96 WINTER PREP 506456 4153 7411.6406 GENERAL SUPPLIES PSTF OCCUPANCY 19.90 TRAIL MARKERS 506692 4303 1647.6530 REPAIR PARTS PATHS & HARD SURFACE 119.84 CONSTRUCTION MATERIAL 506946 4524 1301.6406 GENERAL SUPPLIES GENERAL MAINTENANCE 38.55 DUCK TAPE 506945 4527 1301.6406 GENERAL SUPPLIES GENERAL MAINTENANCE 59.98 LIGHTS 507016 4530 5511.6406 GENERAL SUPPLIES ARENA BLDG/GROUNDS 69.95-REFUND 506845 4603 5511.6406 GENERAL SUPPLIES ARENA BLDG/GROUNDS 168.22 CLEANING SUPPLIES 506689 4606 5511.6511 CLEANING SUPPLIES ARENA BLDG/GROUNDS 51.94 BATTERIES AND DRAIN CLEANER 506690 4639 5511.6406 GENERAL SUPPLIES ARENA BLDG/GROUNDS 291.46 CONSTRUCTION MATERIALS 506924 4660 1552.6406 GENERAL SUPPLIES CENT SVC PW BUILDING 124.98 SALT/SNOW SUPPLIES 506930 4677 5511.6406 GENERAL SUPPLIES ARENA BLDG/GROUNDS 10.47 PIPE SUPPLIES 506885 4692 5911.6406 GENERAL SUPPLIES WELL PUMPS 1,191.35 8940 11/21/2019 104366 MENDEL, NATHAN 20.44 UNIFORM REIMBURSEMENT 506902 113-2301890-867 7063 1400.6203 UNIFORM ALLOWANCE POLICE DEPT. GENERAL 20.44 8941 11/21/2019 100886 METROPOLITAN COUNCIL 24,601.50 ELECTRONIC PAYMENT 506861 2019_10 SAC 1495.4307 SAC CHARGES INSPECTIONS 24,601.50 8942 11/21/2019 100906 MTI DISTRIBUTING INC. 4,452.86 MOWER/CARTS WINTER MAKEOVERS 506941 1239003-00 5422.6530 REPAIR PARTS MAINT OF COURSE & GROUNDS 4,452.86 8943 11/21/2019 127547 NEAL, SCOTT H. 11/26/2019CITY OF EDINA 16:13:01R55CKR2LOGIS101 4Page -Council Check Register by GL Council Check Register by Invoice & Summary 11/27/201911/21/2019 -- Inv No Account No Account Description Business UnitDoc NoCheck #PO #SubledgerSupplier / ExplanationDateAmount 8943 11/21/2019 127547 NEAL, SCOTT H.Continued... 11.67 TRAVEL AT ICMA 506464 11042019 1120.6104 CONFERENCES & SCHOOLS ADMINISTRATION 7.72 TRAVEL AT ICMA 506465 11042019 #2 1120.6104 CONFERENCES & SCHOOLS ADMINISTRATION 19.39 8944 11/21/2019 101620 NORTH SECOND STREET STEEL SUPPLY 471.60 STEEL 506466 448475 1553.6530 REPAIR PARTS EQUIPMENT OPERATION GEN 471.60 8945 11/21/2019 100940 OWENS COMPANIES INC. 819.00 HVAC SERVICE 506470 86021 5761.6230 SERVICE CONTRACTS EQUIPMENT CENTENNIAL LAKES OPERATING 819.00 8946 11/21/2019 129485 PAPCO INC. 185.32 506471 214141 7411.6511 CLEANING SUPPLIES PSTF OCCUPANCY 185.32 8947 11/21/2019 106322 PROSOURCE SUPPLY 167.58 PAPER TOWELS, TISSUE 506700 158321 5720.6406 GENERAL SUPPLIES EDINBOROUGH OPERATIONS 226.80 FOAMY CLEANER, LINERS 506700 158321 5720.6511 CLEANING SUPPLIES EDINBOROUGH OPERATIONS 1,397.99 BATHROOM/CLEANING SUPPLIES 506704 158323 5511.6511 CLEANING SUPPLIES ARENA BLDG/GROUNDS 155.33 BATHROOM/CLEANING SUPPLIES 506704 158323 5553.6511 CLEANING SUPPLIES SPORTS DOME BLDG&GROUNDS 969.50 ICE MELT 506703 158327 5511.6406 GENERAL SUPPLIES ARENA BLDG/GROUNDS 107.52 ICE MELT 506703 158327 5553.6406 GENERAL SUPPLIES SPORTS DOME BLDG&GROUNDS 794.60 BDAY CUTLERY, PLATES, CUPS 506701 158330 5720.5510 COST OF GOODS SOLD EDINBOROUGH OPERATIONS 274.58 PAPER TOWELS, PURELL 506702 158331 5720.6406 GENERAL SUPPLIES EDINBOROUGH OPERATIONS 295.69 GLOVES, FLOOR STRIPPER PADS 506702 158331 5720.6511 CLEANING SUPPLIES EDINBOROUGH OPERATIONS 263.97 LINERS, FOAMY CLEANER 506983 158334 5720.6511 CLEANING SUPPLIES EDINBOROUGH OPERATIONS 520.64 TOWELS, TISSUE,, PURELL 506983 158334 5720.6406 GENERAL SUPPLIES EDINBOROUGH OPERATIONS 5,174.20 8948 11/21/2019 100972 R&R SPECIALTIES OF WISCONSIN INC. 136.90 ZAM SNOW BREAKER 506474 0068984-IN 5521.6215 EQUIPMENT MAINTENANCE ARENA ICE MAINT 1,363.95 '01 AND '14 REPAIRS 506846 0069080-IN 5521.6180 CONTRACTED REPAIRS ARENA ICE MAINT 1,500.85 8949 11/21/2019 101000 SOULO COMMUNICATIONS 61.21 BUS CARDS 506937 107648 1400.6575 PRINTING POLICE DEPT. GENERAL 61.21 8950 11/21/2019 122455 SPRING LAKE ENGINEERING 11/26/2019CITY OF EDINA 16:13:01R55CKR2LOGIS101 5Page -Council Check Register by GL Council Check Register by Invoice & Summary 11/27/201911/21/2019 -- Inv No Account No Account Description Business UnitDoc NoCheck #PO #SubledgerSupplier / ExplanationDateAmount 8950 11/21/2019 122455 SPRING LAKE ENGINEERING Continued... 9,888.11 PLC PROGRAMMING 506507 2248 5913.6103 PROFESSIONAL SERVICES DISTRIBUTION 9,758.25 GEN & PLC PROGRAMMING 506508 2261 5923.6136 PROFESSIONAL SVC - OTHER COLLECTION SYSTEMS 19,646.36 8951 11/21/2019 101004 SPS COMPANIES INC. 8.06 PARTS FOR LIFT STATION 506884 S3888756.001 5921.6406 GENERAL SUPPLIES SANITARY LIFT STATION MAINT 1,423.60 BATHROOM FAUCETS 506933 S3889504.001 5553.6180 CONTRACTED REPAIRS SPORTS DOME BLDG&GROUNDS 1,431.66 8952 11/21/2019 103277 TITAN MACHINERY 207.70 FILTERS 506892 13259786 1553.6530 REPAIR PARTS EQUIPMENT OPERATION GEN 207.70 FILTERS 506891 13259786 GP 1553.6530 REPAIR PARTS EQUIPMENT OPERATION GEN 415.40 8953 11/21/2019 118190 TURFWERKS LLC 632.56 BREAK PAD ASSEMBLY CUSHMAN 506322 EI1O520 5422.6530 REPAIR PARTS MAINT OF COURSE & GROUNDS 632.56 8954 11/21/2019 119454 VINOCOPIA 6.00 18553 506803 0245451 5862.5513 COST OF GOODS SOLD WINE VERNON SELLING 312.00 18553 506803 0245451 5800.1353 INVENTORY WINE LIQUOR BALANCE SHEET 1.50 18555 506804 0245452 5862.5512 COST OF GOODS SOLD LIQUOR VERNON SELLING 184.17 18555 506804 0245452 5800.1352 LIQUOR INVENTORY LIQUOR BALANCE SHEET 1.50 18573 506805 0245453 5862.5515 COST OF GOODS SOLD MIX VERNON SELLING 160.00 18573 506805 0245453 5800.1355 INVENTORY MIX & MISC LIQUOR BALANCE SHEET 1.50 18554 506800 245435 5842.5513 COST OF GOODS SOLD WINE YORK SELLING 104.00 506800 245435 5800.1353 INVENTORY WINE LIQUOR BALANCE SHEET 1.50 18493 506802 245436 5842.5512 COST OF GOODS SOLD LIQUOR YORK SELLING 126.75 506802 245436 5800.1352 LIQUOR INVENTORY LIQUOR BALANCE SHEET 1.50 18556 506801 245437 5842.5515 COST OF GOODS SOLD MIX YORK SELLING 26.75 506801 245437 5800.1355 INVENTORY MIX & MISC LIQUOR BALANCE SHEET 1.50 18502 506799 245449 5822.5512 COST OF GOODS SOLD LIQUOR 50TH ST SELLING 270.50 18502 506799 245449 5800.1352 LIQUOR INVENTORY LIQUOR BALANCE SHEET 1.50 18430 506798 245450 5822.5513 COST OF GOODS SOLD WINE 50TH ST SELLING 104.00 18430 506798 245450 5800.1353 INVENTORY WINE LIQUOR BALANCE SHEET 1,304.67 8955 11/21/2019 120627 VISTAR CORPORATION 284.82 CONCESSIONS FOOD 506714 56288331 5520.5510 COST OF GOODS SOLD ARENA CONCESSIONS 284.82 11/26/2019CITY OF EDINA 16:13:01R55CKR2LOGIS101 6Page -Council Check Register by GL Council Check Register by Invoice & Summary 11/27/201911/21/2019 -- Inv No Account No Account Description Business UnitDoc NoCheck #PO #SubledgerSupplier / ExplanationDateAmount 8955 11/21/2019 120627 VISTAR CORPORATION Continued... 8956 11/21/2019 101033 WINE COMPANY, THE 5.00 18439 506806 125968 5822.5513 COST OF GOODS SOLD WINE 50TH ST SELLING 96.00 18439 506806 125968 5800.1353 INVENTORY WINE LIQUOR BALANCE SHEET 13.20 18409 506807 125970 5862.5513 COST OF GOODS SOLD WINE VERNON SELLING 977.60 18409 506807 125970 5800.1353 INVENTORY WINE LIQUOR BALANCE SHEET 11.55 18424 506808 125971 5842.5513 COST OF GOODS SOLD WINE YORK SELLING 581.40 506808 125971 5800.1353 INVENTORY WINE LIQUOR BALANCE SHEET 1,684.75 8957 11/27/2019 101304 ABM EQUIPMENT & SUPPLY 2,380.61 CONTRACTED REPAIR 507036 01616720-IN 1553.6180 CONTRACTED REPAIRS EQUIPMENT OPERATION GEN 2,380.61 8958 11/27/2019 102971 ACE ICE COMPANY 87.74 18799 507262 2444116 5800.1355 INVENTORY MIX & MISC LIQUOR BALANCE SHEET 2.00 18796 507193 2444195 5862.5515 COST OF GOODS SOLD MIX VERNON SELLING 71.33 18796 507193 2444195 5800.1355 INVENTORY MIX & MISC LIQUOR BALANCE SHEET 2.00 18802 507194 2444198 5822.5515 COST OF GOODS SOLD MIX 50TH ST SELLING 44.16 18802 507194 2444198 5800.1355 INVENTORY MIX & MISC LIQUOR BALANCE SHEET 207.23 8959 11/27/2019 129624 BARNA GUZY & STEFFEN LTD 602.00 HR LEGAL 507137 209306 1170.6103 PROFESSIONAL SERVICES HUMAN RESOURCES 602.00 8960 11/27/2019 100643 BARR ENGINEERING CO. 2,244.00 507356 23271728.00-5 04438.1705 CONSTR. IN PROGRESS Flood Risk Reduction Strategy 2,244.00 8961 11/27/2019 101355 BELLBOY CORPORATION 1.55 18593 507199 0081667900 5862.5513 COST OF GOODS SOLD WINE VERNON SELLING 84.00 18593 507199 0081667900 5800.1353 INVENTORY WINE LIQUOR BALANCE SHEET 12.40 18685 507200 0081668100 5862.5512 COST OF GOODS SOLD LIQUOR VERNON SELLING 1,576.55 18685 507200 0081668100 5800.1352 LIQUOR INVENTORY LIQUOR BALANCE SHEET 7.75 18672 507198 81667800 5822.5512 COST OF GOODS SOLD LIQUOR 50TH ST SELLING 759.50 18672 507198 81667800 5800.1352 LIQUOR INVENTORY LIQUOR BALANCE SHEET 2,441.75 8962 11/27/2019 101375 BLOOMINGTON SECURITY SOLUTIONS INC. 11/26/2019CITY OF EDINA 16:13:01R55CKR2LOGIS101 7Page -Council Check Register by GL Council Check Register by Invoice & Summary 11/27/201911/21/2019 -- Inv No Account No Account Description Business UnitDoc NoCheck #PO #SubledgerSupplier / ExplanationDateAmount 8962 11/27/2019 101375 BLOOMINGTON SECURITY SOLUTIONS INC.Continued... 485.00 SOUTH TUNNEL DOOR 507148 55038 5511.6180 CONTRACTED REPAIRS ARENA BLDG/GROUNDS 485.00 8963 11/27/2019 122688 BMK SOLUTIONS 31.91 PW SUPPLIES 507357 154612 1552.6406 GENERAL SUPPLIES CENT SVC PW BUILDING 345.05 OFFICE SUPPLIES 507358 54634 1470.6513 OFFICE SUPPLIES FIRE DEPT. GENERAL 376.96 8964 11/27/2019 120935 CAMPBELL KNUTSON 20,935.90 CITY ATTORNEY-OCTOBER 507136 2851G-10/19 1196.6131 PROFESSIONAL SERV - LEGAL CITY ATTORNEY 20,935.90 8965 11/27/2019 130477 CLEAR RIVER BEVERAGE CO 980.00 18763 507223 20252932 5800.1354 INVENTORY BEER LIQUOR BALANCE SHEET 1,757.00 18756 507265 59882930 5800.1354 INVENTORY BEER LIQUOR BALANCE SHEET 714.00 18757 507222 77442931 5800.1354 INVENTORY BEER LIQUOR BALANCE SHEET 720.00 18764 507224 80622934 5800.1354 INVENTORY BEER LIQUOR BALANCE SHEET 271.00 18758 507225 99532933 5800.1354 INVENTORY BEER LIQUOR BALANCE SHEET 4,442.00 8966 11/27/2019 104020 DALCO 95.10 KAIVAC SUPPLIES 507463 3524968 5720.6511 CLEANING SUPPLIES EDINBOROUGH OPERATIONS 84.39 PARKS SUPPLIES 507365 3525344 1646.6406 GENERAL SUPPLIES BUILDING MAINTENANCE 110.00 PARKS SUPPLIES 507464 3527391 1646.6406 GENERAL SUPPLIES BUILDING MAINTENANCE 289.49 8967 11/27/2019 132810 ECM PUBLISHERS INC. 29.75 2040 COMP PLAN 507156 736068 1185.6120 ADVERTISING LEGAL LICENSING, PERMITS & RECORDS 33.07 AERATION PUBLIC NOTICE 507470 736069 5937.6103 PROFESSIONAL SERVICES INDIANHEAD LK VEGETATION CONTR 33.08 AERATION PUBLIC NOTICE 507470 736069 5936.6103 PROFESSIONAL SERVICES ARROWHEAD LK VEGETATION CONTRO 916.30 ORD FEES INCREASES 507157 738155 1185.6120 ADVERTISING LEGAL LICENSING, PERMITS & RECORDS 1,012.20 8968 11/27/2019 134852 GL SPORTS CAMPS LLC 21.42 18753 507410 1439062 5822.5513 COST OF GOODS SOLD WINE 50TH ST SELLING 3,805.75 18753 507410 1439062 5800.1352 LIQUOR INVENTORY LIQUOR BALANCE SHEET 3,827.17 8969 11/27/2019 129508 IMPACT 3,415.87 507526 144065 5902.6103 PROFESSIONAL SERVICES UTILITY BILLING - FINANCE 11/26/2019CITY OF EDINA 16:13:01R55CKR2LOGIS101 8Page -Council Check Register by GL Council Check Register by Invoice & Summary 11/27/201911/21/2019 -- Inv No Account No Account Description Business UnitDoc NoCheck #PO #SubledgerSupplier / ExplanationDateAmount 8969 11/27/2019 129508 IMPACT Continued... 3,415.87 8970 11/27/2019 132592 J.F. AHERN CO. 260.00 MONTHLY SPRINKLER INSPECTION 507057 346776 5210.6103 PROFESSIONAL SERVICES GOLF DOME PROGRAM 260.00 8971 11/27/2019 121075 JIMMY'S JOHNNYS INC. 39.64 BIFFY'S 507046 157638 5422.6182 RUBBISH REMOVAL MAINT OF COURSE & GROUNDS 39.64 8972 11/27/2019 101483 MENARDS 126.28 GARAGE DOOR STOP/SCREWS 507173 4997 1552.6406 GENERAL SUPPLIES CENT SVC PW BUILDING 9.88 LOCATE PAINT 507496 5007 1322.6406 GENERAL SUPPLIES STREET LIGHTING ORNAMENTAL 75.92 LUMBER 507175 5008 1646.6577 LUMBER BUILDING MAINTENANCE 18.95 SUPPLIES 507174 5010 5511.6406 GENERAL SUPPLIES ARENA BLDG/GROUNDS 231.03 8973 11/27/2019 104366 MENDEL, NATHAN 154.95 UNIFORM REIMBURSEMENT 507497 112-9864083-657 2236 1400.6203 UNIFORM ALLOWANCE POLICE DEPT. GENERAL 154.95 8974 11/27/2019 101161 MIDWEST CHEMICAL SUPPLY 532.38 STATION SUPPLIES 507371 42021 1470.6511 CLEANING SUPPLIES FIRE DEPT. GENERAL 532.38 8975 11/27/2019 127547 NEAL, SCOTT H. 1,585.86 NEAL MILEAGE 2019 507108 11152019 1120.6106 MEETING EXPENSE ADMINISTRATION 1,585.86 8976 11/27/2019 106322 PROSOURCE SUPPLY 107.61 507066 158326 5111.6406 GENERAL SUPPLIES ART CENTER BLDG/MAINT 107.61 8977 11/27/2019 100972 R&R SPECIALTIES OF WISCONSIN INC. 1,361.15 2001 ZAM 507178 0069099-IN 5553.6180 CONTRACTED REPAIRS SPORTS DOME BLDG&GROUNDS 1,361.15 8978 11/27/2019 100977 RICHFIELD PLUMBING COMPANY 1,343.75 REMOVE WEST WATER HEATERS 507102 78061 5511.6180 CONTRACTED REPAIRS ARENA BLDG/GROUNDS 11/26/2019CITY OF EDINA 16:13:01R55CKR2LOGIS101 9Page -Council Check Register by GL Council Check Register by Invoice & Summary 11/27/201911/21/2019 -- Inv No Account No Account Description Business UnitDoc NoCheck #PO #SubledgerSupplier / ExplanationDateAmount 8978 11/27/2019 100977 RICHFIELD PLUMBING COMPANY Continued... 1,343.75 8979 11/27/2019 102935 SOUTH TOWN REFRIGERATION INC 1,095.00 507508 W29734 5860.6103 PROFESSIONAL SERVICES VERNON LIQUOR GENERAL 1,095.00 8980 11/27/2019 101004 SPS COMPANIES INC. 234.15 WTP3 FILTER PARTS 507181 S3889664.001 5912.6406 GENERAL SUPPLIES WELL HOUSES 234.15 8981 11/27/2019 145599 SSI MN TRANCHE 1, LLC 1,022.42 507112 2019000273 5420.6185 LIGHT & POWER CLUB HOUSE 1,386.30 507112 2019000273 5430.6185 LIGHT & POWER RICHARDS GOLF COURSE 18,842.69 507112 2019000273 5511.6185 LIGHT & POWER ARENA BLDG/GROUNDS 169.72 507112 2019000273 5761.6185 LIGHT & POWER CENTENNIAL LAKES OPERATING 226.68 507112 2019000273 5761.6185 LIGHT & POWER CENTENNIAL LAKES OPERATING 398.02 507112 2019000273 5761.6185 LIGHT & POWER CENTENNIAL LAKES OPERATING 1,201.63 507112 2019000273 5861.6185 LIGHT & POWER VERNON OCCUPANCY 1,260.45 507112 2019000273 5861.6185 LIGHT & POWER VERNON OCCUPANCY 1,295.72 507112 2019000273 5861.6185 LIGHT & POWER VERNON OCCUPANCY 25,803.63 8982 11/27/2019 101015 STREICHERS 25.99 EQUIPMENT 507393 I1398995 1400.6203 UNIFORM ALLOWANCE POLICE DEPT. GENERAL 83.95 GUN MAGAZINES FOR 174 507509 I1399131 1400.6203 UNIFORM ALLOWANCE POLICE DEPT. GENERAL 109.94 8983 11/27/2019 123129 TIMESAVER OFF SITE SECRETARIAL INC. 215.00 PC MINUTES 10/23 507183 M25179 1185.6103 PROFESSIONAL SERVICES LICENSING, PERMITS & RECORDS 285.00 COUNCIL MINUTES 10/15 507183 M25179 1185.6103 PROFESSIONAL SERVICES LICENSING, PERMITS & RECORDS 180.00 HRA 10/24 507184 M25206 9210.6136 PROFESSIONAL SVC - OTHER HRA ADMINISTRATION 680.00 8984 11/27/2019 118190 TURFWERKS LLC 49.26 BEARING FOR CUSHMAN 507059 EI10547 5422.6530 REPAIR PARTS MAINT OF COURSE & GROUNDS 49.26 8985 11/27/2019 144033 USS MINNESOTA ONE MT LLC 3,242.73 507113 2019000260 5511.6185 LIGHT & POWER ARENA BLDG/GROUNDS 3,242.73 11/26/2019CITY OF EDINA 16:13:01R55CKR2LOGIS101 10Page -Council Check Register by GL Council Check Register by Invoice & Summary 11/27/201911/21/2019 -- Inv No Account No Account Description Business UnitDoc NoCheck #PO #SubledgerSupplier / ExplanationDateAmount 8985 11/27/2019 144033 USS MINNESOTA ONE MT LLC Continued... 8986 11/27/2019 119454 VINOCOPIA 4.50 18779 507345 0245956 5862.5513 COST OF GOODS SOLD WINE VERNON SELLING 312.00 18779 507345 0245956 5800.1353 INVENTORY WINE LIQUOR BALANCE SHEET 4.50 18797 507343 0245961 5862.5513 COST OF GOODS SOLD WINE VERNON SELLING 312.00 18797 507343 0245961 5800.1353 INVENTORY WINE LIQUOR BALANCE SHEET 7.50 18683 507344 0245984 5862.5512 COST OF GOODS SOLD LIQUOR VERNON SELLING 1,290.38 18683 507344 0245984 5800.1352 LIQUOR INVENTORY LIQUOR BALANCE SHEET 2.50 18784 507342 0245985 5862.5515 COST OF GOODS SOLD MIX VERNON SELLING 53.50 18784 507342 0245985 5800.1355 INVENTORY MIX & MISC LIQUOR BALANCE SHEET 8.75 18589 507341 0245986 5862.5513 COST OF GOODS SOLD WINE VERNON SELLING 768.00 18589 507341 0245986 5800.1353 INVENTORY WINE LIQUOR BALANCE SHEET 7.50 18806 507378 245952 5842.5513 COST OF GOODS SOLD WINE YORK SELLING 520.00 507378 245952 5800.1353 INVENTORY WINE LIQUOR BALANCE SHEET 1.50 18777 507346 245954 5822.5513 COST OF GOODS SOLD WINE 50TH ST SELLING 104.00 18777 507346 245954 5800.1353 INVENTORY WINE LIQUOR BALANCE SHEET 7.50 18778 507379 245960 5842.5513 COST OF GOODS SOLD WINE YORK SELLING 520.00 507379 245960 5800.1353 INVENTORY WINE LIQUOR BALANCE SHEET 8.75 18783 507347 245997 5842.5515 COST OF GOODS SOLD MIX YORK SELLING 146.75 507347 245997 5800.1355 INVENTORY MIX & MISC LIQUOR BALANCE SHEET 22.50 18781 507380 246019 5842.5513 COST OF GOODS SOLD WINE YORK SELLING 2,032.00 507380 246019 5800.1353 INVENTORY WINE LIQUOR BALANCE SHEET 6,134.13 8987 11/27/2019 120627 VISTAR CORPORATION 963.38 CONCESSIONS FOOD 507517 56758092 5520.5510 COST OF GOODS SOLD ARENA CONCESSIONS 963.38 8988 11/27/2019 103219 WENDEL SGN ARCHITECTURE INC. 1,622.20 ARDEN ARCHITECTURE 507190 200391 1600.6103 PROFESSIONAL SERVICES PARK ADMIN. GENERAL 1,622.20 8989 11/27/2019 101033 WINE COMPANY, THE 13.20 18616 507381 126787 5822.5513 COST OF GOODS SOLD WINE 50TH ST SELLING 914.67 18616 507381 126787 5800.1353 INVENTORY WINE LIQUOR BALANCE SHEET 24.75 18632 507382 126789 5842.5513 COST OF GOODS SOLD WINE YORK SELLING 1,736.00 507382 126789 5800.1353 INVENTORY WINE LIQUOR BALANCE SHEET 29.70 507384 126790 5862.5513 COST OF GOODS SOLD WINE VERNON SELLING 1,978.67 507384 126790 5800.1353 INVENTORY WINE LIQUOR BALANCE SHEET 3.30 18792 507383 126938 5822.5513 COST OF GOODS SOLD WINE 50TH ST SELLING 11/26/2019CITY OF EDINA 16:13:01R55CKR2LOGIS101 11Page -Council Check Register by GL Council Check Register by Invoice & Summary 11/27/201911/21/2019 -- Inv No Account No Account Description Business UnitDoc NoCheck #PO #SubledgerSupplier / ExplanationDateAmount 8989 11/27/2019 101033 WINE COMPANY, THE Continued... 144.00 18792 507383 126938 5800.1353 INVENTORY WINE LIQUOR BALANCE SHEET 9.90 18696 507385 126939 5862.5513 COST OF GOODS SOLD WINE VERNON SELLING 624.00 18696 507385 126939 5800.1353 INVENTORY WINE LIQUOR BALANCE SHEET 5,478.19 8990 11/27/2019 101091 ZIEGLER INC 1,449.56 507191 U0103701 1314.6518 BLACKTOP STREET RENOVATION 1,449.56 184,397.28 Grand Total Payment Instrument Totals Checks 184,397.28A/P ACH Payment Total Payments 184,397.28 11/12/2019CITY OF EDINA 8:52:12R55CKS2LOGIS100 1Page -Council Check SummaryNote: Payment amount may not reflect the actual amount due to data sequencing and/or data selection. 10/8/201910/8/2019 - Company Amount 31,618.7301000GENERAL FUND 615.1102300POLICE SPECIAL REVENUE 61.2704000WORKING CAPITAL FUND 467.2404200EQUIPMENT REPLACEMENT FUND 699.5405100ART CENTER FUND 6,576.3805200GOLF DOME FUND 138.3505300AQUATIC CENTER FUND 2,256.3205400GOLF COURSE FUND 1,109.9405500ICE ARENA FUND 19.9705550SPORTS DOME FUND 4,369.4205700EDINBOROUGH PARK FUND 2,679.9605750CENTENNIAL LAKES PARK FUND 733.2905800LIQUOR FUND 2,147.0005900UTILITY FUND 2.9905930STORM SEWER FUND 807.2807400PSTF AGENCY FUND 9,200.5907500MN TASK FORCE 1 FUND 246.3009210HRA ADMINISTRATION Report Totals 63,749.68 11/12/2019CITY OF EDINA 8:52:09R55CKR2LOGIS101 1Page -Council Check Register by GL Council Check Register by Invoice & Summary 10/8/201910/8/2019 -- Inv No Account No Account Description Business UnitDoc NoCheck #PO #SubledgerSupplier / ExplanationDateAmount 20191008 10/8/2019 129962 US BANK - CREDIT CARD 250.00 OPEN STREETS ENTERTAINMENT 503078 AMANDA 9/19/2019 196 1627.6406 GENERAL SUPPLIES SPECIAL ACTIVITIES Supplier 142428 IN *PRINCESS PARTY PALS - PCARD 4.49 WATER FOR OPEN STREETS VOLUNT 503079 AMANDA 9/22/2019 197 1627.6406 GENERAL SUPPLIES SPECIAL ACTIVITIES Supplier 131250 LUNDS - PCARD 110.70 SCHEDULING APP 504561 AMY 9/17/2019 177 5410.6230 SERVICE CONTRACTS EQUIPMENT GOLF ADMINISTRATION Supplier 135907 WHENIWORK.COM - PCARD 150.00 PRIZES 503408 AMY 9/18/2019 178 5420.6136 PROFESSIONAL SVC - OTHER CLUB HOUSE 80.00 PRIZES 503389 AMY 9/20/2019 179 5420.6136 PROFESSIONAL SVC - OTHER CLUB HOUSE Supplier 145691 O'REILLY @RED RIVER BRAE - PCARD 370.72 DOOR PARTS 503406 AMY 9/4/2019 175 5420.6530 REPAIR PARTS CLUB HOUSE Supplier 137640 TWIN CITY HDWE - PCARD 477.82 DIVIDER PARTS 503407 AMY 9/4/2019 176 5210.6530 REPAIR PARTS GOLF DOME PROGRAM Supplier 130404 MENARDS - PCARD 1,280.00 503294 ANDERSON 9/13/2019 164 1281.6104 CONFERENCES & SCHOOLS TRAINING Supplier 135893 LOCAL 49 TRAINING CENTER - PCARD 600.00 504547 ANDERSON 9/6/2019 163 1301.6519 ROAD OIL GENERAL MAINTENANCE Supplier 146078 FEHN COMPANIES - PCARD 214.23 PAINT PUMPS 503076 BRIAN 9/11/2019 149 1642.6530 REPAIR PARTS FIELD MAINTENANCE Supplier 130418 NORTHERN TOOL - PCARD 156.00 504567 BRIAN 9/12/2019 122 1280.6104 CONFERENCES & SCHOOLS SUPERVISION & OVERHEAD Supplier 130520 MSP AIRPORT PARKING - PCARD 2,560.00 49ER EQUIP TRAINING 503075 BRIAN 9/13/2019 150 1640.6104 CONFERENCES & SCHOOLS PARK MAINTENANCE GENERAL Supplier 135893 LOCAL 49 TRAINING CENTER - PCARD 9.98 BATTERIES FOR EQUIPMENT 503179 BRIAN 9/13/2019 151 1642.6406 GENERAL SUPPLIES FIELD MAINTENANCE Supplier 146077 BATTERIES+BULBS #021 - PCARD 149.00 504568 BRIAN 9/15/2019 1280.6406 GENERAL SUPPLIES SUPERVISION & OVERHEAD 11/12/2019CITY OF EDINA 8:52:09R55CKR2LOGIS101 2Page -Council Check Register by GL Council Check Register by Invoice & Summary 10/8/201910/8/2019 -- Inv No Account No Account Description Business UnitDoc NoCheck #PO #SubledgerSupplier / ExplanationDateAmount 20191008 10/8/2019 129962 US BANK - CREDIT CARD Continued... 123 Supplier 135907 WHENIWORK.COM - PCARD 36.77 GAS FOR SQUAD 26-169 503263 BRIAN 9/23/2019 165 1400.6107 MILEAGE OR ALLOWANCE POLICE DEPT. GENERAL Supplier 137635 RIPLEY 1 STOP - PCARD 25.00 504566 BRIAN 9/6/2019 121 1280.6104 CONFERENCES & SCHOOLS SUPERVISION & OVERHEAD Supplier 146070 SOUND TRANSIT - SO QPS - PCARD 57.25 PC WORK SESSION MEAL 503118 CARY 8/26/2019 259 1140.6106 MEETING EXPENSE PLANNING Supplier 130523 DAVANNI'S - PCARD 89.00 HAWKSINSON AT FINANCE SUMMIT 503121 CARY 8/29/2019 260 1140.6104 CONFERENCES & SCHOOLS PLANNING Supplier 140298 REAL ESTATE SUMMITS - PCARD 2.89 COFFEE FOR COMP PLAN PREP MTG 503119 CARY 8/30/2019 261 1140.6106 MEETING EXPENSE PLANNING 15.55 COFFEE FOR COMP PLAN PREP MTG 503120 CARY 8/30/2019 262 1140.6106 MEETING EXPENSE PLANNING Supplier 131300 CARIBOU COFFEE - PCARD 118.30 HAWKINSON FLIGHT FIANCE SUMMIT 503122 CARY 9/11/2019 264 1140.6104 CONFERENCES & SCHOOLS PLANNING Supplier 130682 UNITED AIR - PCARD 74.30 FLIGHT AND BAG FOR STEPHANIE 503123 CARY 9/12/2019 263 1140.6104 CONFERENCES & SCHOOLS PLANNING Supplier 132914 SUN COUNTRY - PCARD 73.77 DOOR SIGN HOLDERS 503086 CHAD 9/12/2019 254 5510.6406 GENERAL SUPPLIES ARENA ADMINISTRATION Supplier 130739 DISPLAYS2GOCOM - PCARD 64.98 COLLINS FLOWERS 503087 CHAD 9/14/2019 255 5510.6103 PROFESSIONAL SERVICES ARENA ADMINISTRATION Supplier 130645 ARTISTIC FLORAL - PCARD 19.97 TURF SEMINAR 503088 CHAD 9/16/2019 256 5552.6406 GENERAL SUPPLIES SPORTS DOME ADMINISTRATION Supplier 130362 TARGET - PCARD 37.30 TURF SEMINAR BADGES 503089 CHAD 9/16/2019 257 5510.6513 OFFICE SUPPLIES ARENA ADMINISTRATION Supplier 131619 OFFICE DEPOT - PCARD 4.38 TURF SEMINAR 503090 CHAD 9/17/2019 258 5510.6406 GENERAL SUPPLIES ARENA ADMINISTRATION 11/12/2019CITY OF EDINA 8:52:09R55CKR2LOGIS101 3Page -Council Check Register by GL Council Check Register by Invoice & Summary 10/8/201910/8/2019 -- Inv No Account No Account Description Business UnitDoc NoCheck #PO #SubledgerSupplier / ExplanationDateAmount 20191008 10/8/2019 129962 US BANK - CREDIT CARD Continued... Supplier 130733 HOLIDAY STATION - PCARD 176.92 BATTERY CHARGER 503080 CHRISTOPHER 8/29/2019 208 5511.6406 GENERAL SUPPLIES ARENA BLDG/GROUNDS Supplier 130421 THE HOME DEPOT - PCARD 25.00 HELP WANTED 503082 CHRISTOPHER 9/12/2019 210 5510.6575 PRINTING ARENA ADMINISTRATION Supplier 132896 FACEBOOK - PCARD 409.91 CHRIS S ISI CLASS 503164 CHRISTOPHER 9/16/2019 211 5510.6104 CONFERENCES & SCHOOLS ARENA ADMINISTRATION Supplier 130654 HOLIDAY INN - PCARD 2.74 ZAM PARTS 503083 CHRISTOPHER 9/23/2019 212 5521.6215 EQUIPMENT MAINTENANCE ARENA ICE MAINT Supplier 131611 JERRYS DO IT BEST HARDWARE - PCARD 107.73 VACUUM 503085 CHRISTOPHER 9/23/2019 214 5511.6406 GENERAL SUPPLIES ARENA BLDG/GROUNDS Supplier 131472 MILWAUKEE ELECTRIC TOOL - PCARD 24.11 HELP WANTED 503084 CHRISTOPHER 9/24/2019 213 5510.6575 PRINTING ARENA ADMINISTRATION Supplier 132896 FACEBOOK - PCARD 182.78 TRANSFER PUMP 503081 CHRISTOPHER 9/4/2019 209 5521.6406 GENERAL SUPPLIES ARENA ICE MAINT Supplier 130418 NORTHERN TOOL - PCARD 37.06 SHOVEL, RAKE, TOOLS 503109 CRAIG 9/18/2019 281 7411.6406 GENERAL SUPPLIES PSTF OCCUPANCY Supplier 130404 MENARDS - PCARD 191.33 CISM DEBRIEF FOOD 503677 DANIEL 9/17/2019 189 1400.6406 GENERAL SUPPLIES POLICE DEPT. GENERAL Supplier 130523 DAVANNI'S - PCARD 66.32 AED BATTERY 503676 DANIEL 9/5/2019 188 1400.6510 FIRST AID SUPPLIES POLICE DEPT. GENERAL Supplier 140308 CARDIAC SCIENCE - PCARD 1,497.00 UTIL MGMT TRAINING 503293 DAVE 8/26/2019 186 5919.6104 CONFERENCES & SCHOOLS TRAINING Supplier 142296 IN *EDUCATION & TRAINING - PCARD 275.00 H2O RESOURCES CONF.503292 DAVE 9/10/2019 187 5919.6104 CONFERENCES & SCHOOLS TRAINING Supplier 139922 U OF M CONTLEARNING - PCARD 85.00 STATE SEMINAR 503114 DAVID 8/26/2019 242 1495.6104 CONFERENCES & SCHOOLS INSPECTIONS 11/12/2019CITY OF EDINA 8:52:09R55CKR2LOGIS101 4Page -Council Check Register by GL Council Check Register by Invoice & Summary 10/8/201910/8/2019 -- Inv No Account No Account Description Business UnitDoc NoCheck #PO #SubledgerSupplier / ExplanationDateAmount 20191008 10/8/2019 129962 US BANK - CREDIT CARD Continued... Supplier 131007 DEPARTMENT OF LABOR - PCARD 599.00 MAINTENANCE RENEWAL 503264 DAVID 8/26/2019 5 2310.6230 SERVICE CONTRACTS EQUIPMENT E911 Supplier 146063 IN *BIDDLE CONSULTING GRO - PCARD 85.00 STATE SEMINAR 503115 DAVID 8/28/2019 243 1495.6104 CONFERENCES & SCHOOLS INSPECTIONS Supplier 131007 DEPARTMENT OF LABOR - PCARD 907.98 DETACHABLE FOLDING KEYBOARD 503248 DAVID 8/28/2019 6 1400.6215 EQUIPMENT MAINTENANCE POLICE DEPT. GENERAL Supplier 130422 PAYPAL - PCARD 161.72 503250 DAVID 9/11/2019 10 1400.6406 GENERAL SUPPLIES POLICE DEPT. GENERAL Supplier 146064 HOWARD ELECTRONIC INSTRUM - PCARD 85.00 STATE SEMINAR 503117 DAVID 9/12/2019 245 1495.6104 CONFERENCES & SCHOOLS INSPECTIONS Supplier 131007 DEPARTMENT OF LABOR - PCARD 16.11 CHAIR PART 503678 DAVID 9/13/2019 11 2310.6406 GENERAL SUPPLIES E911 Supplier 141442 LAACKE & JOYS COMPANY - PCARD 120.00 DUES FOR CERTS 503116 DAVID 9/13/2019 244 1495.6105 DUES & SUBSCRIPTIONS INSPECTIONS Supplier 130651 INT'L CODE COUNCIL INC - PCARD 75.24 503251 DAVID 9/16/2019 12 1400.6406 GENERAL SUPPLIES POLICE DEPT. GENERAL Supplier 146064 HOWARD ELECTRONIC INSTRUM - PCARD 44.95 TRANSCRIPTION HEADSET 503261 DAVID 9/21/2019 13 1400.6406 GENERAL SUPPLIES POLICE DEPT. GENERAL Supplier 130358 AMAZON MARKETPLACE - PCARD 258.72 SAFETY GLASSES & BAGS 503301 DAVID 9/22/2019 246 1495.6558 DEPT UNIFORMS INSPECTIONS 44.04 SAFETY GLASSES 503300 DAVID 9/22/2019 247 1495.6558 DEPT UNIFORMS INSPECTIONS Supplier 134733 AMAZON.COM - PCARD 119.92 CAR PHONE HOLDERS 503302 DAVID 9/22/2019 248 1495.6406 GENERAL SUPPLIES INSPECTIONS 41.91 TAPE MEASURES 503303 DAVID 9/23/2019 249 1495.6406 GENERAL SUPPLIES INSPECTIONS Supplier 130358 AMAZON MARKETPLACE - PCARD 150.00 ADV GUN LAWS 503262 DAVID 9/24/2019 1400.6104 CONFERENCES & SCHOOLS POLICE DEPT. GENERAL 11/12/2019CITY OF EDINA 8:52:09R55CKR2LOGIS101 5Page -Council Check Register by GL Council Check Register by Invoice & Summary 10/8/201910/8/2019 -- Inv No Account No Account Description Business UnitDoc NoCheck #PO #SubledgerSupplier / ExplanationDateAmount 20191008 10/8/2019 129962 US BANK - CREDIT CARD Continued... 14 Supplier 136308 MINNESOTA SHERIFFS ASSN - PCARD 120.00 503249 DAVID 9/3/2019 7 1400.6406 GENERAL SUPPLIES POLICE DEPT. GENERAL Supplier 130891 SECRETARY OF STATE - PCARD 45.12 CELL PHONE MOUNT 503289 DAVID 9/5/2019 8 1400.6406 GENERAL SUPPLIES POLICE DEPT. GENERAL Supplier 130358 AMAZON MARKETPLACE - PCARD 30.09 FLASH DRIVES 503260 DAVID 9/9/2019 9 1400.6406 GENERAL SUPPLIES POLICE DEPT. GENERAL Supplier 130424 MICRO CENTER - PCARD 999.00 BOUNCY HOUSE PAYMENT 503680 DAWN 8/29/2019 167 5720.6406 GENERAL SUPPLIES EDINBOROUGH OPERATIONS Supplier 131026 N FLATABLES - PCARD 39.00 WHEN I WORK 503672 DAWN 9/11/2019 171 5710.6105 DUES & SUBSCRIPTIONS EDINBOROUGH ADMINISTRATION Supplier 135907 WHENIWORK.COM - PCARD 10.74 SPOTIFY MONTHLY FEE 503673 DAWN 9/2/2019 168 5310.6105 DUES & SUBSCRIPTIONS POOL ADMINISTRATION Supplier 142899 SPOTIFY USA - PCARD 277.14 503670 DAWN 9/9/2019 169 5720.5510 COST OF GOODS SOLD EDINBOROUGH OPERATIONS Supplier 130362 TARGET - PCARD 99.00 WHEN I WORK 503671 DAWN 9/9/2019 170 5310.6105 DUES & SUBSCRIPTIONS POOL ADMINISTRATION Supplier 135907 WHENIWORK.COM - PCARD 79.00 ONLINE WORK ORDER SYSTEM 503111 DEB 9/16/2019 287 7410.6105 DUES & SUBSCRIPTIONS PSTF ADMINISTRATION Supplier 145263 WORKSTRAIGHT.COM - PCARD 65.55 SIGNS 503112 DEB 9/18/2019 288 7411.6406 GENERAL SUPPLIES PSTF OCCUPANCY Supplier 130429 SMARTSIGN - PCARD 47.48 WALL CALENDAR 503113 DEB 9/20/2019 289 7410.6513 OFFICE SUPPLIES PSTF ADMINISTRATION Supplier 133213 ACCO BRANDS DIRECT - PCARD 75.12 ANNUAL STAFF HEARING LEAD TEST 503110 DEB 9/4/2019 286 7410.6106 MEETING EXPENSE PSTF ADMINISTRATION Supplier 132008 PIZZA LUCE - PCARD 30.80 FACEBOOK 503369 DIETRICH 1132.6122 ADVERTISING OTHER CABLE COMMISSION 11/12/2019CITY OF EDINA 8:52:09R55CKR2LOGIS101 6Page -Council Check Register by GL Council Check Register by Invoice & Summary 10/8/201910/8/2019 -- Inv No Account No Account Description Business UnitDoc NoCheck #PO #SubledgerSupplier / ExplanationDateAmount 20191008 10/8/2019 129962 US BANK - CREDIT CARD Continued... 8/31/2019 142 Supplier 132896 FACEBOOK - PCARD 72.73 CARDS 503370 DIETRICH 9/6/2019 143 1132.6406 GENERAL SUPPLIES CABLE COMMISSION Supplier 131310 CARDS DIRECT - PCARD 21.23 RANGE SUPPLIES 503103 GREG 8/28/2019 101 7412.6406 GENERAL SUPPLIES PSTF RANGE Supplier 131611 JERRYS DO IT BEST HARDWARE - PCARD 60.11 GUN CARE 503104 GREG 9/10/2019 102 7412.6406 GENERAL SUPPLIES PSTF RANGE Supplier 130561 MILLS FLEET FARM - PCARD 35.40 GUN PATCHES 503105 GREG 9/10/2019 103 7412.6406 GENERAL SUPPLIES PSTF RANGE Supplier 132886 ARNZEN ARMS - PCARD 10.71 UMBRELLA 503106 GREG 9/12/2019 104 7411.6406 GENERAL SUPPLIES PSTF OCCUPANCY Supplier 130421 THE HOME DEPOT - PCARD 152.40 AMMO 503107 GREG 9/24/2019 105 7414.6406 GENERAL SUPPLIES PUBLIC PROGRAMS Supplier 130688 GANDER MOUNTAIN - PCARD 33.36 WATERPROOFING 503380 GUNNAR 8/27/2019 86 1553.6406 GENERAL SUPPLIES EQUIPMENT OPERATION GEN Supplier 130422 PAYPAL - PCARD 500.00-CREDIT FOR PART 503381 GUNNAR 8/30/2019 87 1553.6530 REPAIR PARTS EQUIPMENT OPERATION GEN Supplier 134143 ROCK AUTO - PCARD 328.60 CANOPY 503384 GUNNAR 9/10/2019 90 1553.6585 ACCESSORIES EQUIPMENT OPERATION GEN 62.74 LUNCH 503386 GUNNAR 9/11/2019 92 1553.6406 GENERAL SUPPLIES EQUIPMENT OPERATION GEN Supplier 138386 SAMS CLUB - PCARD 114.71 CHECK VALVES 503387 GUNNAR 9/13/2019 93 1553.6530 REPAIR PARTS EQUIPMENT OPERATION GEN Supplier 132918 US PLASTICS - PCARD 180.00 TRAINING 503388 GUNNAR 9/13/2019 94 1281.6104 CONFERENCES & SCHOOLS TRAINING Supplier 130422 PAYPAL - PCARD 620.38 GATE PARTS 503382 GUNNAR 9/3/2019 88 1552.6530 REPAIR PARTS CENT SVC PW BUILDING 11/12/2019CITY OF EDINA 8:52:09R55CKR2LOGIS101 7Page -Council Check Register by GL Council Check Register by Invoice & Summary 10/8/201910/8/2019 -- Inv No Account No Account Description Business UnitDoc NoCheck #PO #SubledgerSupplier / ExplanationDateAmount 20191008 10/8/2019 129962 US BANK - CREDIT CARD Continued... Supplier 145233 TS DISTRIBUTORS INC - PCARD 21.53 RETIREMENT PLAQUE 503383 GUNNAR 9/9/2019 89 1553.6406 GENERAL SUPPLIES EQUIPMENT OPERATION GEN Supplier 132497 QUICKNAMETAGS - PCARD 141.35 NEW RADIO 503385 GUNNAR 9/9/2019 91 1553.6585 ACCESSORIES EQUIPMENT OPERATION GEN Supplier 139899 CRUTCHFIELD - PCARD 24.72 BIKE HELMET FOR NORDHUS 503274 JACOB 8/26/2019 21 1400.6406 GENERAL SUPPLIES POLICE DEPT. GENERAL Supplier 130362 TARGET - PCARD 895.00 LESS LETHAL COURSE 503267 JACOB 9/16/2019 27 1400.6104 CONFERENCES & SCHOOLS POLICE DEPT. GENERAL Supplier 137876 SAFARILAND LLC - PCARD 261.05 CNT MEALS 503268 JACOB 9/16/2019 28 1400.6104 CONFERENCES & SCHOOLS POLICE DEPT. GENERAL Supplier 130374 D BRIAN'S DELI - PCARD 500.00 TWO BCA CLASSES FOR BOERGER 503269 JACOB 9/16/2019 29 1400.6104 CONFERENCES & SCHOOLS POLICE DEPT. GENERAL 150.00 SEX TRAFFICKING CONFERENCE 503270 JACOB 9/16/2019 30 1400.6104 CONFERENCES & SCHOOLS POLICE DEPT. 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PAUL CS 1X - PCARD 1,885.57 IPAD MOUNTS 504555 RYAN 8/27/2019 1554.6230 SERVICE CONTRACTS EQUIPMENT CENT SERV GEN - MIS 11/12/2019CITY OF EDINA 8:52:09R55CKR2LOGIS101 18Page -Council Check Register by GL Council Check Register by Invoice & Summary 10/8/201910/8/2019 -- Inv No Account No Account Description Business UnitDoc NoCheck #PO #SubledgerSupplier / ExplanationDateAmount 20191008 10/8/2019 129962 US BANK - CREDIT CARD Continued... 115 Supplier 144153 SP * POWERBX - PCARD 399.00 IT SOFTWARE 504554 RYAN 8/28/2019 116 1554.6160 DATA PROCESSING CENT SERV GEN - MIS Supplier 146069 COCOBOLOSOFTWARELLC - PCARD 495.00 TRAINING 503287 RYAN 8/28/2019 273 1470.6104 CONFERENCES & SCHOOLS FIRE DEPT. GENERAL Supplier 146090 NACCME - PCARD 133.58 TRAINING 503282 RYAN 8/28/2019 274 1470.6104 CONFERENCES & SCHOOLS FIRE DEPT. GENERAL Supplier 146091 KALAHARI RESORT - WI - PCARD 518.00 TRAINING 503285 RYAN 8/28/2019 276 1470.6104 CONFERENCES & SCHOOLS FIRE DEPT. GENERAL Supplier 130386 DELTA AIR - PCARD 33.67 TRAINING 503286 RYAN 8/29/2019 275 1470.6104 CONFERENCES & SCHOOLS FIRE DEPT. GENERAL Supplier 131781 TRAVEL INSURANCE POLICY - PCARD 262.37 TRAINING 503253 RYAN 8/30/2019 277 1470.6104 CONFERENCES & SCHOOLS FIRE DEPT. GENERAL Supplier 146092 HARRAH'S ADVANCE DEP - PCARD 75.20 IT SUPPLIES 503405 RYAN 9/10/2019 118 1400.6160 DATA PROCESSING POLICE DEPT. GENERAL Supplier 136311 OTTERBOX / LIFEPROOF - PCARD 2,150.49 IT SOFTWARE 504550 RYAN 9/14/2019 119 1554.6160 DATA PROCESSING CENT SERV GEN - MIS Supplier 132919 LOGMEIN.COM - PCARD 110.00 503679 RYAN 9/17/2019 120 1554.6160 DATA PROCESSING CENT SERV GEN - MIS Supplier 141645 NINITE.COM - PCARD 181.88 TRAINING 503284 RYAN 9/18/2019 280 1470.6104 CONFERENCES & SCHOOLS FIRE DEPT. GENERAL Supplier 141113 NATIONAL EMERGENCY TRAIN - PCARD 44.75 IT SOFTWARE 504556 RYAN 9/4/2019 117 1554.6160 DATA PROCESSING CENT SERV GEN - MIS Supplier 133134 TECHSMITH CORPORATION - PCARD 305.40 TRAINING 503283 RYAN 9/6/2019 278 1470.6104 CONFERENCES & SCHOOLS FIRE DEPT. GENERAL Supplier 132302 ARROWWOOD RESORT - PCARD 8.20 BOOK 503252 RYAN 9/9/2019 1470.6405 BOOKS & PAMPHLETS FIRE DEPT. GENERAL 11/12/2019CITY OF EDINA 8:52:09R55CKR2LOGIS101 19Page -Council Check Register by GL Council Check Register by Invoice & Summary 10/8/201910/8/2019 -- Inv No Account No Account Description Business UnitDoc NoCheck #PO #SubledgerSupplier / ExplanationDateAmount 20191008 10/8/2019 129962 US BANK - CREDIT CARD Continued... 279 Supplier 130422 PAYPAL - PCARD 41.93 FACEBOOK POSTS 503362 SCOTT 8/31/2019 124 1130.6410 VIDEO PRODUCTION SUPPLIES COMMUNICATIONS Supplier 132896 FACEBOOK - PCARD 256.95 CASE FOR SONY CAMERA 503364 SCOTT 9/12/2019 127 421130.6710 EQUIPMENT REPLACEMENT COMMUNICATION EQUIPMENT Supplier 131597 B & H PHOTO-VIDEO.COM - PCARD 36.03 MEALS AT MEETING-FISCHER, NEAL 505143 SCOTT 9/17/2019 1 1100.6106 MEETING EXPENSE CITY COUNCIL Supplier 135373 HILLTOP PUB AND RESTAURANT - PCARD 1,187.71-SONY LENS RETURN 503365 SCOTT 9/18/2019 128 421130.6710 EQUIPMENT REPLACEMENT COMMUNICATION EQUIPMENT 1,398.00 SONY CAMERA LENS 503366 SCOTT 9/19/2019 129 421130.6710 EQUIPMENT REPLACEMENT COMMUNICATION EQUIPMENT Supplier 131597 B & H PHOTO-VIDEO.COM - PCARD 55.11 NATOA UBER RIDE 503371 SCOTT 9/22/2019 130 1130.6104 CONFERENCES & SCHOOLS COMMUNICATIONS 11.02 NATOA UBER RIDE 503372 SCOTT 9/22/2019 131 1130.6104 CONFERENCES & SCHOOLS COMMUNICATIONS Supplier 140448 UBER US - PCARD 29.00 TAXI RIDE TO HOTEL FOR NATOA 504564 SCOTT 9/22/2019 132 1130.6104 CONFERENCES & SCHOOLS COMMUNICATIONS Supplier 146072 SQ *FRAISO - PCARD 22.45 DINNER AT NATOA 504549 SCOTT 9/22/2019 133 1130.6104 CONFERENCES & SCHOOLS COMMUNICATIONS Supplier 146073 COLUMBIA CAFE 0501 - PCARD 19.19 DINNER AT NATOA 504548 SCOTT 9/24/2019 134 1130.6104 CONFERENCES & SCHOOLS COMMUNICATIONS Supplier 146074 AMERICAN SOCIAL TAMPA - PCARD 118.95 HDMI SPLITTER AND TOOLS 503363 SCOTT 9/9/2019 125 1130.6410 VIDEO PRODUCTION SUPPLIES COMMUNICATIONS Supplier 131597 B & H PHOTO-VIDEO.COM - PCARD 40.00 REAL VNC SUBSCRIPTION 503373 SCOTT 9/9/2019 126 1130.6410 VIDEO PRODUCTION SUPPLIES COMMUNICATIONS Supplier 146071 REALVNC LIMITED - PCARD 340.00 SEMINAR SK, TE, NB, TN 503094 STEPHEN 8/26/2019 95 1495.6104 CONFERENCES & SCHOOLS INSPECTIONS 85.00 SEMINAR JS 503095 STEPHEN 1495.6104 CONFERENCES & SCHOOLS INSPECTIONS 11/12/2019CITY OF EDINA 8:52:09R55CKR2LOGIS101 20Page -Council Check Register by GL Council Check Register by Invoice & Summary 10/8/201910/8/2019 -- Inv No Account No Account Description Business UnitDoc NoCheck #PO #SubledgerSupplier / ExplanationDateAmount 20191008 10/8/2019 129962 US BANK - CREDIT CARD Continued... 8/26/2019 96 170.00 SEMINAR DM, SJ 503096 STEPHEN 8/26/2019 97 1495.6104 CONFERENCES & SCHOOLS INSPECTIONS Supplier 131007 DEPARTMENT OF LABOR - PCARD 125.00 SEMINAR JS 503099 STEPHEN 9/20/2019 100 1495.6104 CONFERENCES & SCHOOLS INSPECTIONS 125.00 SEMINAR TN 503097 STEPHEN 9/20/2019 98 1495.6104 CONFERENCES & SCHOOLS INSPECTIONS Supplier 146067 EB MINNESOTA 2015 ACC - PCARD 250.00 SEMINAR JS 503098 STEPHEN 9/20/2019 99 1495.6104 CONFERENCES & SCHOOLS INSPECTIONS Supplier 146068 EB 2018 MIXED OCCUPAN - PCARD 56.35 503161 SUSAN 9/16/2019 19 5110.6564 CRAFT SUPPLIES ART CENTER ADMINISTRATION Supplier 134733 AMAZON.COM - PCARD 141.90 503162 SUSAN 9/17/2019 20 5110.6406 GENERAL SUPPLIES ART CENTER ADMINISTRATION Supplier 130421 THE HOME DEPOT - PCARD .69 LICENSE SERVICE 504545 SUSAN 9/23/2019 284 1553.6260 LICENSES & PERMITS EQUIPMENT OPERATION GEN 27.88 LICENSE PLATE 504546 SUSAN 9/23/2019 285 1553.6260 LICENSES & PERMITS EQUIPMENT OPERATION GEN Supplier 140435 SOUTHDALE SERV CTR - PCARD 82.01 503157 SUSAN 9/4/2019 15 5110.6564 CRAFT SUPPLIES ART CENTER ADMINISTRATION Supplier 133601 SETTERGREN HARDWARE - PCARD 55.91 503158 SUSAN 9/5/2019 16 5110.6406 GENERAL SUPPLIES ART CENTER ADMINISTRATION Supplier 131261 CROWN TROPHY - PCARD 5.00 503159 SUSAN 9/5/2019 17 5110.6564 CRAFT SUPPLIES ART CENTER ADMINISTRATION 5.00-503160 SUSAN 9/5/2019 18 5110.6564 CRAFT SUPPLIES ART CENTER ADMINISTRATION Supplier 131758 EDINA ART CENTER - PCARD 119.00-AMAZON MEMBERSHIP REIMBURSE 503077 TIFFANY 9/3/2019 85 1621.6406 GENERAL SUPPLIES ATHLETIC ACTIVITIES Supplier 134881 AMAZONRPIME MEMBERSHIP - PCARD 53.65 CASH REGISTER TAPE 503165 TOM 8/26/2019 72 5760.6513 OFFICE SUPPLIES CENTENNIAL LAKES ADMIN EXPENSE 11/12/2019CITY OF EDINA 8:52:09R55CKR2LOGIS101 21Page -Council Check Register by GL Council Check Register by Invoice & Summary 10/8/201910/8/2019 -- Inv No Account No Account Description Business UnitDoc NoCheck #PO #SubledgerSupplier / ExplanationDateAmount 20191008 10/8/2019 129962 US BANK - CREDIT CARD Continued... Supplier 130358 AMAZON MARKETPLACE - PCARD 34.90 PENS, NOTEBOOKS 503176 TOM 8/27/2019 183 1640.6406 GENERAL SUPPLIES PARK MAINTENANCE GENERAL Supplier 130892 STAPLES - PCARD 476.13 GENERAL SUPPLIES 503166 TOM 8/27/2019 74 5761.6406 GENERAL SUPPLIES CENTENNIAL LAKES OPERATING Supplier 130421 THE HOME DEPOT - PCARD 107.06 SIGNS FOR ART FAIR 503378 TOM 8/28/2019 73 5761.6406 GENERAL SUPPLIES CENTENNIAL LAKES OPERATING Supplier 139160 SUPER CHEAP SIGNS - PCARD 55.00 STAMPS 503167 TOM 8/29/2019 75 5760.6235 POSTAGE CENTENNIAL LAKES ADMIN EXPENSE Supplier 131250 LUNDS - PCARD 19.72 BUSHINGS 503177 TOM 8/30/2019 184 1642.6530 REPAIR PARTS FIELD MAINTENANCE Supplier 146081 AGRI FAB - PCARD 85.00 BOOT REPAIRS 503304 TOM 8/31/2019 181 1470.6558 DEPT UNIFORMS FIRE DEPT. GENERAL Supplier 146079 BOBS SHOE REPAIR TOO - PCARD 144.64 FLOWERS 503170 TOM 9/12/2019 79 5761.6620 TREES, FLOWERS, SHRUBS CENTENNIAL LAKES OPERATING Supplier 142029 PRAIRIE MOON - PCARD 27.32 PAILS AND BAGS 503171 TOM 9/12/2019 80 5761.6406 GENERAL SUPPLIES CENTENNIAL LAKES OPERATING Supplier 130404 MENARDS - PCARD 368.74 GENERAL SUPPLIES 503172 TOM 9/13/2019 81 5761.6406 GENERAL SUPPLIES CENTENNIAL LAKES OPERATING Supplier 130421 THE HOME DEPOT - PCARD 75.20 GENERAL SUPPLIES 503173 TOM 9/17/2019 82 5761.6406 GENERAL SUPPLIES CENTENNIAL LAKES OPERATING Supplier 130358 AMAZON MARKETPLACE - PCARD 76.60 GOLF PENCILS 503174 TOM 9/17/2019 83 5760.6513 OFFICE SUPPLIES CENTENNIAL LAKES ADMIN EXPENSE Supplier 134733 AMAZON.COM - PCARD 29.00 SCHEDULING APP.503175 TOM 9/17/2019 84 5760.6105 DUES & SUBSCRIPTIONS CENTENNIAL LAKES ADMIN EXPENSE Supplier 135907 WHENIWORK.COM - PCARD 36.65 STENCIL 503178 TOM 9/24/2019 185 1647.6406 GENERAL SUPPLIES PATHS & HARD SURFACE 11/12/2019CITY OF EDINA 8:52:09R55CKR2LOGIS101 22Page -Council Check Register by GL Council Check Register by Invoice & Summary 10/8/201910/8/2019 -- Inv No Account No Account Description Business UnitDoc NoCheck #PO #SubledgerSupplier / ExplanationDateAmount 20191008 10/8/2019 129962 US BANK - CREDIT CARD Continued... Supplier 144867 STENCIL EASE - PCARD 50.00 TRAINING 503281 TOM 9/4/2019 182 1470.6104 CONFERENCES & SCHOOLS FIRE DEPT. GENERAL Supplier 146080 EB FIRST RESPONDER SL - PCARD 990.47 GENERATOR FOR ART FAIR 503379 TOM 9/5/2019 76 5761.6406 GENERAL SUPPLIES CENTENNIAL LAKES OPERATING Supplier 138808 SUNBELT RENTALS - PCARD 139.51 DOG WATSE BAGS 503168 TOM 9/5/2019 77 5765.6511 CLEANING SUPPLIES PROMENADE EXPENSES Supplier 142269 DOG WASTE DEPOT - PCARD 100.64 GENERAL SUPPLIES 503169 TOM 9/5/2019 78 5761.6406 GENERAL SUPPLIES CENTENNIAL LAKES OPERATING Supplier 130421 THE HOME DEPOT - PCARD 33.34 INTRO TO HANDGUNS SNACKS 503108 VICTORIA 9/24/2019 205 7414.6218 EDUCATION PROGRAMS PUBLIC PROGRAMS Supplier 130692 CUB FOODS - PCARD 200.00 ULI COMM DEV COMM 504542 WILLIAM 8/27/2019 206 9210.6105 DUES & SUBSCRIPTIONS HRA ADMINISTRATION Supplier 131006 URBAN LAND INSTITUTE - PCARD 61.27 VENT FAN - JERRY'S HRDW 504544 WILLIAM 9/11/2019 207 4090.6710 EQUIPMENT REPLACEMENT 50TH&FRANCE MAINTENANCE Supplier 131611 JERRYS DO IT BEST HARDWARE - PCARD 63,749.68 63,749.68 Grand Total Payment Instrument Totals Checks EFT Payments 63,749.68 Total Payments 63,749.68 Date: December 3, 2019 Agenda Item #: VI.C. To:Mayor and City Council Item Type: Report / Recommendation From:Bob Wilson, City Assessor Item Activity: Subject:Resolution No. 2019-107: Approving Deferral of Special Assessments Action CITY OF EDINA 4801 West 50th Street Edina, MN 55424 www.edinamn.gov ACTION REQUESTED: Motion to adopt Resolution 2019-107 approving deferral of special assessments. INTRODUCTION: State Statutes and City policy allow the deferment of special assessments for property owners who meet the required eligibility standards of age and income, or disability, and complete an application. One application for deferment has been received. The applicant qualifies for the deferral. ATTACHMENTS: Description Resolution No 2019-107 RESOLUTION NO. 2019-107 APPROVING DEFERRAL OF SPECIAL ASSESSMENTS WHEREAS, certain applications and authorization for deferral of special assessments have been received by the City of Edina from property owners seeking to have the special assessments for their properties deferred as allowed by provisions of Minnesota Statutes Section 435.193 to 435.195 NOW, THEREFORE, BE IT RESOLVED by the Edina City Council: The following application satisfies the criteria for deferral of special assessments and is hereby granted: PID PROPERTY OWNER ADDRESS LEVY NO. 30-028-24-22-0032 Marlys Pajari 6232 Parnell Ave. 20267 PASSED AND ADOPTED this 3rd day of December, 2019 ATTEST: ___________________________ __________________________________ Sharon Allison, City Clerk James B. Hovland, Mayor STATE OF MINNESOTA ) COUNTY OF HENNEPIN )SS CITY OF EDINA ) CERTIFICATE OF CITY CLERK I, the undersigned duly appointed and acting City Clerk for the City of Edina do hereby certify that the attached and foregoing Resolution was duly adopted by the Edina City Council at its Regular Meeting of December 3, 2019, and as recorded in the Minutes of said Regular Meeting. WITNESS my hand and seal of said City this ____ day of _________________ , 20___. _________________________________ City Clerk Date: December 3, 2019 Agenda Item #: VI.D. To:Mayor and City Council Item Type: Report / Recommendation From:Tom M. Schmitz, Fire Chief Item Activity: Subject:Resolution No. 2019-109: Setting 2020 Ambulance and Miscellaneous Fire Fees Action CITY OF EDINA 4801 West 50th Street Edina, MN 55424 www.edinamn.gov ACTION REQUESTED: Adopt Resolution No. 2019-109 approving the 2020 Ambulance and Miscellaneous Fire Fees. INTRODUCTION: Attached is Resolution No. 2019-109 setting 2020 Ambulance and Miscellaneous Fire Fees. The fees as presented by the Fire Department reflect minor changes (1.5%) to primarily address cost of living increase. No significant changes are recommended this year. The proposed fee changes from 2019 to 2020 are in bold. ATTACHMENTS: Description Resolution No. 2019-109: Setting 2020 Ambulance and Miscellaneous Fire Fees RESOLUTION NUMBER 2019-109 SETTING AMBULANCE AND MISCELLANEOUS FIRE FEES FOR 2020 BE IT RESOLVED BY THE CITY COUNCIL OF THE CITY OF EDINA, MINNESOTA, hereby approve and set the following ambulance service and miscellaneous fire fees for 2020. 2019 2020 Level 1 - ON SCENE TREATMENT Specialized medical services performed at scene with no transport involved ALS TREATMENT – NO TRANSPORT Admin. Of One or more medications with no transport $503.00 $510.00 Level 2 - MINOR CARE (BLS) BASIC LIFE SUPPORT Vital Signs, Splinting, Bandaging $1,562.00 $1,585.00 Level 3 - MODERATE CARE ALS-1 ALS Assessment, O2, IV, Nitroglycerin Translingual Spray, ASA, Nitrous Oxide, 3-12 Lead EKG Monitoring, Spine Immobilization, Ultrasound, Glucose Monitoring, CO Monitoring, O2 Monitoring $1,726.00 $1,751.00 Level 4 - MAJOR CARE ALS-2 ALS Assessment and any of the following: 3 or more Medications Cardiac Pacing Cardioversion Defibrillation Intraosseous Infusions Surgical Airway Management Chest Decompression Endotracheal Intubation Central Venous Line, End-Tidal CO2 Monitoring PCT (inflated) Cardio/Pulmonary Resuscitation (CPR) $2,196.00 $2,228 RESPONSE TO SCENE AND NO TREATMENT OR TRANSPORTATION PROVIDED No Charge No Charge OXYGEN ADMINISTRATION Included in above Included in above MILEAGE FROM SCENE TO HOSPITAL $26.00/mile No Change ADDITIONAL STAFFING OR MECHANICAL EXTRICATION VEHICLE DECONTAMINATION $740.00 1-hour minimum $1,106.00 $751 1-hour minimum $1,122.00 AMBULANCE FEES: Service Level Fees for Ambulance Service, including medical treatment and/or transportation to a medical facility. SPECIALIZED RESPONSE 2019 2020 Engine/Fire Company* $574.00 $582.00 Ladder Company* $757.00 $768.00 HazMat Unit* $838.00 $850.00 Special Operations Team* $1,057.00 $1,072.00 Limited Response* $287.00 $291.00 Gas Line Rupture Response* $493.00 $500.00 Specialized Equipment* Cost + 15% administrative charge No Change Supplies or Additional Personnel Cost + 15% administrative charge No Change Disposal Cost + 15% administrative charge No Change Other City Resources Cost + 15% administrative charge No Change Ambulance Standby* $246.00 $250.00 Whereupon said resolution was declared duly passed and adopted. Dated this 3rd day of December 2019. Attest: Sharon Allison, City Clerk James B. Hovland, Mayor STATE OF MINNESOTA ) COUNTY OF HENNEPIN )SS CITY OF EDINA ) CERTIFICATE OF CITY CLERK I, the undersigned duly appointed and acting City Clerk for the City of Edina do hereby certify that the attached and foregoing Resolution was duly adopted by the Edina City Council at its Regular Meeting of December 3, 2019, and as recorded in the Minutes of said Regular Meeting. WITNESS my hand and seal of said City this 3rd day of December, 2019. _________________________________ City Clerk Date: December 3, 2019 Agenda Item #: VI.E. To:Mayor and City Council Item Type: Request For Purchase From:Tom Schmitz, Fire Chief Item Activity: Subject:Request for Purchase: Public Safety Communication Radios Action CITY OF EDINA 4801 West 50th Street Edina, MN 55424 www.edinamn.gov ACTION REQUESTED: Approve request for purchase of Motorola Radios and Accessories for the Edina Fire Department. INTRODUCTION: Currently the City of Edina Police, Fire and Public Works use the State of Minnesota ARMER (Allied Radio Matrix for Emergency Response) radio system to communicate for essential work-related needs. T his network of radios is an essential tool to perform work duties. This equipment is our primary form of communication to dispatch emergency and non-emergency calls to responders. The purchase is in preparation for the added Paramedic/Firefighter positions in 2020. ATTACHMENTS: Description Request for Purchase: Public Safety Communication Radios City of Edina • 4801 W. 50th St. • Edina, MN 55424 Request for Purchase Date: December 3, 2019 To: Mayor and Council From: Tom M. Schmitz, Fire Chief Subject: Request for Purchase: Public Safety Communication Radios Purchase Subject to: ☐List Quote/Bid ☒State Contract ☐Service Contract The Recommended Bid is: ☒Within Budget ☐Not Within Budget Motorola Solutions State of Minnesota Cooperative Purchasing Agreement Contract #119587 Date Bid Opened or Quote Received: Bid or expiration Date: 11/06/2019 02/04/2020 Company: Amount of Quote or Bid: Motorola Solutions 13108 Collections Center Drive Chicago, IL 60693 $25,720.00 Recommended Quote or Bid: Page 2 City of Edina • 4801 W. 50th St. • Edina, MN 55424 Request for Purchase Department Director Authorization: ________________________________________ City Council Authorization Date: ______________________ (for purchases over $20,000 only) Budget Impact Funding for this purchase is from the fire department’s equipment and general supplies account and is within budget. Environmental Impact Motorola Solutions continues to improve energy efficiency across their product range. Evolving regulatory and customer requirements for energy-efficient products align with our drive to reduce carbon impacts across their portfolio. These products also use rechargeable batteries and are used until end of life. Community Impact These radios are an addition to our current radio inventory. They will be used by the new fire paramedic/firefighter positions that will be added 2020. These radios are an essential tool to perform work duties and is our primary form of communication to dispatch emergency and non- emergency calls to fire responders. Date: December 3, 2019 Agenda Item #: VI.F. To:Mayor and City Council Item Type: Report / Recommendation From:Scott Neal, City Manager Item Activity: Subject:Ordinance No. 2019-18: Amending Chapter 22 Concerning Access to Multi-Unit Structures by U.S. Census Bureau Employees Action CITY OF EDINA 4801 West 50th Street Edina, MN 55424 www.edinamn.gov ACTION REQUESTED: Approve Ordinance No. 2019-18 amending Chapter 22 of the Edina City Code Concerning Access to Multi-Unit Housing Structures by United States Census Bureau Employees, and waive second reading. INTRODUCTION: Hard-to-count (HTC) communities are approximately 10% of Edina's residents. Traditionally, HTC communities have been undercounted in the census. One of the significant barriers to reaching HT C communities is getting access to them. Most HTC residents live in apartment buildings with restricted access. The attached proposed ordinance is designed to help census takers in Edina gain access to these restricted apartment buildings. ATTACHMENTS: Description Ordinance No. 2019-18: Concerning Access to Multi-Unit Structures by U.S. Census Bureau Employees 1 205562v1 ORDINANCE NO. 2019-18 AN ORDINANCE AMENDING CHAPTER 22 OF THE EDINA CITY CODE CONCERNING ACCESS TO MULTI-UNIT HOUSING STRUCTURES BY UNITED STATES CENSUS BUREAU EMPLOYEES THE CITY COUNCIL OF EDINA ORDAINS: Section 1. Chapter 22 of the Edina City Code is amended by adding Article 10 to provide as follows: ARTICLE X. ACCESS TO MULTI-UNIT HOUSING STRUCTURES BY UNITED STATES CENSUS BUREAU EMPLOYEES 22-310. Declaration; Purpose. (a) The United States Constitution directs a decennial census count of all persons living in the United States. (b) Complete, accurate census data is of critical importance to all residents of Edina for equal political representation, fair distribution of federal and state funding, and sound planning and investment in infrastructure, real estate, business development, and public policy and programming. (c) During the decennial census, the United States Census Bureau conducts Non-Response Follow-up Operations (NRFU), when employees of the United States Census Bureau visit households that have not yet submitted a census form. (d) Renters and others who live in multi-unit housing structures have historically been at higher risk of being undercounted in the decennial census, with the number of renter households in an area being the most influential variable affecting an area’s census self- response rate; in other words, the more renters in an area, the lower the self-response rate of that area. (e) The risk of an undercount is compounded in areas with high concentrations of communities that have been consistently undercounted in the past and who are more likely to be renters, including low- income households, communities of color, Native American/American Indian communities, immigrants and refugees, and young people. (f) Multi-unit housing structures can be difficult for Census Bureau employees to enter due to security barriers. (g) It is critical that Census Bureau employees have access to multi-unit housing structures during the decennial census, so they can reach households that have not yet participated. (h) 13 U.S. Code § 223 authorizes Census Bureau employees to access “any hotel, apartment house, boarding or lodging house, tenement, or other building”. 22-311. It is unlawful for a person, either directly or indirectly, to deny access to an apartment building, dormitory, nursing home, manufactured home park, other multi-unit structure used as a residence, or an area in which one or more single-family dwellings are located on private roadways, to employees of the United States Census Bureau who display current, valid Census Bureau credentials and who are engaged in official census counting operations during the Census Bureau’s standard operational hours of 2 205562v1 9:00 a.m. to 9:00 p.m. (local time) during the decennial census; and Be It Further 22-312. Census Bureau employees granted access must be permitted to leave census materials in an orderly manner for residents at their doors, except that the manager of a nursing home may direct that the materials be left at a central location within the facility; and Be It Further. 22-313. This ordinance does not prohibit (1) denial of admittance into a particular apartment, room, manufactured home, or personal residential unit; (2) denial of permission to visit certain persons for valid health reasons, in the case of a nursing home or a Registered Housing with Services Establishment providing assisted-living services meeting the requirements of Minnesota Statutes, section 144G.03, subdivision 2; (3) limiting visits to a reasonable number of census employees; (4) requiring a prior appointment or notification to gain access to the structure; or (5) denial of admittance to or expulsion of an individual employee from a multi-unit housing structure for good cause. Section 2. This ordinance is effective immediately upon its passage and publication. First Reading: December 3, 2019 Second Reading: Waived Published: December 26, 2019 ATTEST: Sharon Allison, City Clerk James B. Hovland, Mayor Please publish in the Edina Sun Current on: December 26, 2019 Send two affidavits of publication Bill to Edina City Clerk Date: December 3, 2019 Agenda Item #: VI.G. To:Mayor and City Council Item Type: Report / Recommendation From:Bill Neuendorf, Economic Development Manager Item Activity: Subject:Approve Termination of Metropolitan Livable Communities Demonstration Account Grant Action CITY OF EDINA 4801 West 50th Street Edina, MN 55424 www.edinamn.gov ACTION REQUESTED: Approve the Termination Agreement. INTRODUCTION: This item pertains to a 2017 Livable Communities grant awarded to the City from the Metropolitan Council for the redevelopment of 6600-6800 France Avenue. Subsequently, the City entered into a sub-recipient grant agreement with Southdale Office Partners, LLC as the developer of the property. The developer indicates that the project as described in the grant agreement is unable to move forward at this time and in the approved configuration. While new redevelopment plans are anticipated to be prepared, the timing and deliverables are not known at this time. City staff has discussed the situation with staff at Metropolitan Council and determined that it would be most appropriate for the City to rescind the grant and terminate the sub-grant agreement. The attached Termination Agreement has been prepared by the City Attorney. Staff recommends that the City Council approve this termination agreement and rescind the grant from the Metropolitan Council. ATTACHMENTS: Description Termination Agreement 205610v1 TERMINATION OF METROPOLITAN LIVABLE COMMUNITIES DEMONSTRATION ACCOUNT DEVELOPMENT GRANT PROGRAM SUB-GRANT AGREEMENT Agreement is entered into on this _________ day of ____________________, 2019, by and between the CITY OF EDINA, a Minnesota municipal corporation (hereinafter referred to as the “Sub- Grantor”) and SOUTHDALE PARTNERS MN, LLC AS THE ADMINISTRATIVE MEMBER OF SOUTHDALE OFFICE PARTNERS, LLC, a Minnesota limited liability company (hereinafter referred to as the “Sub-Grantee”). RECITALS WHEREAS, the Sub-Grantor has been awarded Livable Communities Demonstration Account Grant SG-08939 from the Metropolitan Council based on an application prepared in coordination with the Sub-Grantee; and WHEREAS, the Sub-Grantor and Sub-Grantee have entered into a Metropolitan Livable Communities Demonstration Account Development Grant Program Sub-Grant Agreement dated the 17th of April, 2018 (hereinafter “Agreement”); and WHEREAS, the Sub-Grantee indicates that significant changes are required to the redevelopment plans for the property and that these changes will impact the final deliverable outcomes and schedule in a manner that is inconsistent with the Agreement; and WHEREAS, no work has begun on the property and no funds have been distributed from the Sub- Grantor to the Sub-Grantee under the Agreement; and WHEREAS, the Sub-Grantor and Sub-Grantee mutually agree to terminate this Agreement. NOW, THEREFORE, in consideration of the mutual promises and covenants herein, Sub-Grantor and Sub-Grantee do hereby agree as follows: 1. TERMINATION OF AGREEMENT. The Agreement is terminated effective immediately. Dated: , 2019. CITY OF EDINA BY: James Hovland, Mayor AND Scott Neal, City Manager Dated: , 2019. SOUTHDALE PARTNERS MN, LLC AS THE ADMINISTRATIVE MEMBER OF SOUTHDALE OFFICE PARTNERS, LLC BY: (Print Name) Its: (Print Title) Date: December 3, 2019 Agenda Item #: VI.H. To:Mayor and City Council Item Type: Report / Recommendation From:Bill Neuendorf, Economic Development Manager Item Activity: Subject:Approve 50th & France Shared Trash Facility Master License Agreements Action CITY OF EDINA 4801 West 50th Street Edina, MN 55424 www.edinamn.gov ACTION REQUESTED: Approve the general forms of the 50th & France Shared Trash Facility Master License Agreements and authorize the City Manager to execute agreements with each commercial property owner. INTRODUCTION: This item pertains to the shared trash facilities provided by the City of Edina to serve several commercial properties at 50th & France. License agreements will be executed with the property owners and businesses that use the City's facilities. The general form of license was approved on November 6, 2019. The City Attorney has made some minor revisions to the Master License to address recent concerns of the businesses. Staff recommends approval of the general form of the revised agreements and authorization given to the City Manager to execute each agreement. ATTACHMENTS: Description Master License - Center Block Master Agreement - South Block 1 Revised November 2019 MASTER LICENSE AGREEMENT 50th and France Shared Trash Facility (Center Block) This Master License Agreement (“Agreement”) is made this _________ day of ______________________, 20_____ by and between __________________________________, a Minnesota _____________________________ (“Licensee”) and the City of Edina, a Minnesota municipal corporation (“City”). RECITALS WHEREAS, Edina Market Street, LLC (“Owner”) is the owner of the property located at 3925 to 3945 Market Street, (“Property”) which includes two trash facilities (“Trash Facility”) as depicted in Exhibit A and which is subject to an easement in favor of the City; WHEREAS, Licensee is an owner of a building located at ___________________, Edina, MN ________ (“Serviced Building”) which Serviced Building is further described in the Easement Agreement and Redevelopment Agreement between the City and the Owner (“Master License Agreement”) providing for City licensing authority for the Trash Facility; WHEREAS, as the owner of a Serviced Building, the Licensee (“Eligible Licensee”) is eligible for issuance of a license to use the Trash Facility for trash disposal for the Serviced Building, subject to the terms of this Agreement; NOW, THEREFORE, in consideration of the foregoing, the agreements of the parties contained herein and other good and valuable consideration, the receipt and sufficiency of which is hereby acknowledged, the parties agree as follows: 1. Grant of License. City hereby grants to Licensee a non-exclusive license to access the Trash Facility solely for the purpose of disposing of trash, refuse, debris, filth, recyclable materials (including organic recycling materials) and such other ordinary waste products generated within the Serviced Building. Licensee shall not use the Trash Facility for any other purpose, except as specifically authorized in this Agreement. This Agreement creates a license only and Licensee acknowledges that Licensee does not and shall not claim at any time any interest or estate of any kind or extent whatsoever in the Trash Facility by virtue of this Agreement or Licensee’s use of the Trash Facility under this Agreement. The City agrees to grant sub-licenses to the Serviced Building’s tenants and sub-tenants in a form approved by the City, which may be revoked by the City pursuant to the terms and conditions of this Agreement or the license agreement with the tenant or sub-tenant. The Serviced Building’s tenants and sub-tenants who are not issued a sub-license will not be granted access to the Trash Facility. 2. License Term. The License granted hereunder shall commence on the date hereof for a period of one year, unless sooner terminated pursuant to the terms of this Agreement. At the expiration of the initial term, this Agreement shall be automatically renewed for successive quarterly terms (January 1st, April 1st, July 1st, and October 1st), unless sooner terminated in accordance with the terms of this Agreement, or immediately, with no further action being 2 Revised November 2019 required, in the event (i) Licensee is no longer an Eligible Licensee; or (ii) the City’s Easement is released or terminated in whole or in part with respect to Licensee’s respective Service Building as provided under the Easement Agreement. 3. Conditions of License. During the term of this Agreement, Licensee agrees to comply with the following conditions: A. Licensee shall not use the Trash Facility, or permit anything to be done in or about the Trash Facility, which will in any way conflict with any law, statute, ordinance, or governmental rule or regulation; B. Licensee shall not use, generate, store, or dispose of any Hazardous Materials in or about the Trash Facility. The term “Hazardous Materials” shall mean asbestos, petroleum and any other hazardous or toxic substance, material, or waste which is, or becomes, regulated by any local governmental authority, the State of Minnesota, or the United States Government; C. Licensee shall comply with all Owner and City established hours of operation, rules and regulations, and secured access requirements provided to the Licensee by the City for use of the Trash Facility, which may be modified from time to time and Licensee shall keep the Trash Facility in a clean and orderly condition; D. Licensee shall not cause or allow damage in or upon the Trash Facility, or any improvements, fixtures and/or equipment located upon the Property or Trash Facility. E. Licensee will not share or provide access or secured access equipment to the Trash Facility to any individual other than Licensee’s officers, employees, or contracted cleaning service solely for the use provided under this Agreement. F. Licensee agrees to comply with all applicable state and local government waste removal laws related to waste removal for the Serviced Building. 4. Responsibility for Costs. A. Licensee shall be responsible for repayment of City costs in accordance with the allocation provided in Exhibit B (“Cost Allocation”) attached hereto and incorporated herein, for any and all waste or material of any nature that is deposited in the Trash Facility by Licensee, its officers, employees, or agents or by the Service Building’s tenants or subtenants, or their officers, employees or contracted cleaning service. The Licensee’s Cost Allocation shall be based on the estimated waste generated from the Serviced Building taking into consideration the gross building area, leasable area and occupancy type. The Cost Allocation shall be calculated as the percentage of the adjusted building area (of the Licensee’s Serviced Building) divided by the total adjusted area of all Serviced Buildings licensed to use the Trash Facility. Calculations of Cost Allocations are shown in Exhibit B. 3 Revised November 2019 The Licensee’s Cost Allocation shall be adjusted at least annually on January 1st of each year based but no more frequently than the first day of each billing quarter (January 1, April 1, July 1 and October 1). Licensee must provide the City with any changes to the occupancy information shown in Exhibit B at least one week prior to the first day of each quarter. The City will identify the Licensee’s Cost Allocation on each billing statement. An updated Cost Allocation table will be provided upon request. B. Licensee shall also be responsible for reimbursing the City for any costs, charges, and expenses, related to the operations and maintenance of the Trash Facility including a customary and reasonably administrative fee, the costs of enforcement and reasonable attorney’s fees and fees of agents and others retained by the City incurred in connection with Licensee’s or it officers’, employees’, contracted cleaning service’s (i) damage to the Trash Facility or Property, (ii) improper use of the Trash Facility, (iii) failure to return to the City secured access equipment (e.g. key fobs or key codes) to the Trash Facility; (iii) violation of obligations under the terms of this Agreement. The City will provide invoices for additional costs charge to Licensee for any expenses attributed to a violation of the use of the Trash Facility by the Licensee or sub-licensee and information concerning the date, responsible party and associated cost, fee or fine. 5. Licensee Responsibility. Licensee shall be responsible for the actions or inactions of its officers’, employees’, or agents’ use of the Trash Facility. 6. Default. If the Licensee violates or fails to perform any conditions under the terms of this Agreement, and such default continues for three (3) days after written notice from the City, the City may, in addition to any other remedies available to the City at law or in equity, immediately revoke the license granted by this Agreement without any further notice to Licensee. Upon revocation of the license by the City, all sub-licensees of the Serviced Building tenants and sub-tenants for use of the trash facility will be revoked by the City. Neither the passage of time after the occurrence of an event of default nor the exercise by the City of any other remedy with regard to such event of default shall limit City’s rights under this Section. If the City fails to make the Trash Facility available during the term of the License, the City shall provide alternate temporary facilities. For any period of time that the Trash Facility or an alternate trash facility is not available to the Licensee during the term of this Agreement, Licensee’s sole remedy shall be a pro-rated reduction in fees for the relevant period. 7. Termination. A. Except as otherwise provided under this Agreement, Licensee or City may terminate this Agreement for each renewal period by notice provided to the other party at least 30 days prior to the renewal period. Upon the termination of this Agreement, Licensee shall discontinue any further use of the Trash Facility for any purpose and return to City all secured access equipment used for access to the Trash Facility. 8. Indemnification. Licensee hereby covenants and agrees to assume and to permanently indemnify and save harmless the Owner and the City and their employees and agents, from and against any and all claims, demands, actions, damages, costs, expenses, attorneys’ fees, 4 Revised November 2019 and liability in connection with the loss of life, personal injury and/or damage to property arising from or out of any occurrence in, at, upon, or from the use or occupancy of the Trash Facility by Licensee, it officers, employees or agents, except to the extent caused by the willful misconduct or negligence of the Owner, the City, or another licensee or their officers, employees or agents. The indemnifications contained in this Agreement shall survive the expiration or termination of this Agreement 9. Assignment. Licensee shall not transfer or assign this Agreement to any other party, except by written approval of the City. 10. Notices. All notices and other communications given pursuant to this Agreement shall be in writing and shall be deemed properly served if delivered in person to the party to whom it is addressed or upon deposit in the U.S. Mail as certified mail, return-receipt requested, postage prepaid, as follows: If to Licensee: __________________________ (name) __________________________ (address) __________________________ (city, state, zip) Attn:______________________ If to City: City of Edina 4801 W. 50th Street Edina, MN 55424 Attn: City Manager 11. Authority. The undersigned represent that they have the authority to execute this Agreement on behalf of the respective parties to this Agreement. IN WITNESS WHEREOF, the parties hereto have executed this License Agreement as of the day and year first above written. CITY OF EDINA By:___________________________________ Scott Neal, City Manager LICENSEE: __________________________________ [name] By: __________________________________ __________________________________ [print name] Its: _________________________________ [title] 5 Revised November 2019 EXHIBIT A DEPICTION OF TRASH FACILITY – Center Block 6 Revised November 2019 7 Revised November 2019 EXHIBIT B Trash Disposal Cost Allocation - Center Block 8 Revised November 2019 9 Revised November 2019 10 Revised November 2019 1 Revised November 2019 MASTER LICENSE AGREEMENT 50th and France Shared Trash Facility (South Block) This Master License Agreement (“Agreement”) is made this _________ day of _______________________, 20_______ by and between _______________________________, a Minnesota ____________________________ (“Licensee”) and the City of Edina, a Minnesota municipal corporation (“City”). RECITALS WHEREAS, the City of Edina is the owner of the property located at 4050 West 51st Street, commonly referred to as the South Parking Ramp, (“Property”) which includes a trash facility (“Trash Facility”) as depicted in Exhibit A; WHEREAS, Licensee is an owner of a Serviced Building (“Eligible Licensee”) located on the block bounded by West 50th Street, France Avenue, West 51st Street and Halifax Avenue (“Serviced Building”); WHEREAS, as the owner of a Serviced Building, the Licensee (“Eligible Licensee”) is eligible for issuance of a license to use the Trash Facility for trash disposal for the Serviced Building, subject to the terms of this Agreement; NOW, THEREFORE, in consideration of the foregoing, the agreements of the parties contained herein and other good and valuable consideration, the receipt and sufficiency of which is hereby acknowledged, the parties agree as follows: 1. Grant of License. City hereby grants to Licensee a non-exclusive license to access the Trash Facility solely for the purpose of disposing of trash, refuse, debris, filth, recyclable materials (including organic recycling materials) and such other ordinary waste products generated within the Serviced Building. Licensee shall not use the Trash Facility for any other purpose, except as specifically authorized in this Agreement. This Agreement creates a license only and Licensee acknowledges that Licensee does not and shall not claim at any time any interest or estate of any kind or extent whatsoever in the Trash Facility by virtue of this Agreement or Licensee’s use of the Trash Facility under this Agreement. The City agrees to grant sub-licenses to the Serviced Building’s tenants and sub-tenants in a form approved by the City, which may be revoked by the City pursuant to the terms and conditions of this Agreement or the license agreement with the tenant or sub-tenant. The Serviced Building’s tenants and sub-tenants who are not issued a sub-license will not be granted access to the Trash Facility. 2. License Term. The License granted hereunder shall commence on the date hereof for a period of one year, unless sooner terminated pursuant to the terms of this Agreement. At the expiration of the initial term, this Agreement shall be automatically renewed for successive quarterly terms (January 1st, April 1st, July 1st, and October 1st), unless sooner terminated in accordance with the terms of this Agreement, or immediately, with no further action being required, in the event Licensee is no longer an Eligible Licensee. 2 Revised November 2019 3. Conditions of License. During the term of this Agreement, Licensee agrees to comply with the following conditions: A. Licensee shall not use the Trash Facility, or permit anything to be done in or about the Trash Facility, which will in any way conflict with any law, statute, ordinance, or governmental rule or regulation; B. Licensee shall not use, generate, store, or dispose of any Hazardous Materials in or about the Trash Facility. The term “Hazardous Materials” shall mean asbestos, petroleum and any other hazardous or toxic substance, material, or waste which is, or becomes, regulated by any local governmental authority, the State of Minnesota, or the United States Government; C. Licensee shall comply with all City established hours of operation, rules and regulations, and secured access requirements provided to the Licensee by the City for use of the Trash Facility, which may be modified from time to time and Licensee shall keep the Trash Facility in a clean and orderly condition; D. Licensee shall not cause or allow damage in or upon the Trash Facility, or any improvements, fixtures and/or equipment located upon the Property or Trash Facility. E. Licensee will not share or provide access or secured access equipment to the Trash Facility to any individual other than Licensee’s officers, employees, or contracted cleaning service solely for the use provided under this Agreement. F. Licensee agrees to comply with all applicable state and local government waste removal laws related to waste removal for the Serviced Building. 4. Responsibility for Costs. A. Licensee shall be responsible for repayment of City costs in accordance with the allocation provided in Exhibit B (“Cost Allocation”) attached hereto and incorporated herein, for any and all waste or material of any nature that is deposited in the Trash Facility by Licensee, its officers, employees, or agents or by the Service Building’s tenants or subtenants, or their officers, employees or contracted cleaning service. The Licensee’s Cost Allocation shall be based on the estimated waste generated from the Serviced Building taking into consideration the gross building area, leasable area and occupancy type. The Cost Allocation shall be calculated as the percentage of the adjusted building area (of the Licensee’s Serviced Building) divided by the total adjusted area of all Serviced Buildings licensed to use the Trash Facility. Calculations of Cost Allocations are shown in Exhibit B. The Licensee’s Cost Allocation shall be adjusted at least annually on January 1st of each year based but no more frequently than the first day of each billing quarter (January 1, April 1, 3 Revised November 2019 July 1 and October 1). Licensee must provide the City with any changes to the occupancy information shown in Exhibit B at least one week prior to the first day of each quarter. The City will identify the Licensee’s Cost Allocation on each billing statement. An updated Cost Allocation table will be provided upon request. B. Licensee shall also be responsible for reimbursing the City for any costs, charges, and expenses, related to the operations and maintenance of the Trash Facility including a customary and reasonable administrative fee, the costs of enforcement and reasonable attorney’s fees and fees of agents and others retained by the City incurred in connection with Licensee’s or it officers’, employees’, contracted cleaning service’s (i) damage to the Trash Facility or Property, (ii) improper use of the Trash Facility, (iii) failure to return to the City secured access equipment (e.g. key fobs or key codes) to the Trash Facility; (iii) violation of obligations under the terms of this Agreement. The City will provide invoices for additional costs charge to Licensee for any expenses attributed to a violation of the use of the Trash Facility by the Licensee or sub-licensee and information concerning the date, responsible party and associated cost, fee or fine. 5. Licensee Responsibility. Licensee shall be responsible for the actions or inactions of its officers’, employees’, or agents’ use of the Trash Facility. 6. Default. If the Licensee violates or fails to perform any conditions under the terms of this Agreement, and such default continues for three (3) days after written notice from the City, the City may, in addition to any other remedies available to the City at law or in equity, immediately revoke the license granted by this Agreement without any further notice to Licensee. Upon revocation of the license by the City, all sub-licensees of the Serviced Building tenants and sub-tenants for use of the trash facility will be revoked by the City. Neither the passage of time after the occurrence of an event of default nor the exercise by the City of any other remedy with regard to such event of default shall limit City’s rights under this Section. If the City fails to make the Trash Facility available during the term of the License, the City shall provide alternate temporary facilities. For any period of time that the Trash Facility or an alternate trash facility is not available to the Licensee during the term of this Agreement, Licensee’s sole remedy shall be a pro-rated reduction in fees for the relevant period. 7. Termination. A. Except as otherwise provided under this Agreement, Licensee or City may terminate this Agreement for each renewal period by notice provided to the other party at least 30 days prior to the renewal period. Upon the termination of this Agreement, Licensee shall discontinue any further use of the Trash Facility for any purpose and return to City all secured access equipment used for access to the Trash Facility. 8. Indemnification. Licensee hereby covenants and agrees to assume and to permanently indemnify and save harmless the City and its employees and agents, from and against any and all claims, demands, actions, damages, costs, expenses, attorneys’ fees, and liability in connection with the loss of life, personal injury and/or damage to property arising from or out of any occurrence in, at, upon, or from the use or occupancy of the Trash Facility by Licensee, it officers, employees or agents, except to the extent caused by the willful misconduct or negligence 4 Revised November 2019 of the City, or another licensee or their officers, employees or agents. The indemnifications contained in this Agreement shall survive the expiration or termination of this Agreement 9. Assignment. Licensee shall not transfer or assign this Agreement to any other party, except by written approval of the City. 10. Notices. All notices and other communications given pursuant to this Agreement shall be in writing and shall be deemed properly served if delivered in person to the party to whom it is addressed or upon deposit in the U.S. Mail as certified mail, return-receipt requested, postage prepaid, as follows: If to Licensee: __________________________ (name) __________________________ (address) __________________________ (city, state, zip) Attn:______________________ If to City: City of Edina 4801 W. 50th Street Edina, MN 55424 Attn: City Manager 11. Authority. The undersigned represent that they have the authority to execute this Agreement on behalf of the respective parties to this Agreement. IN WITNESS WHEREOF, the parties hereto have executed this License Agreement as of the day and year first above written. CITY OF EDINA By:___________________________________ Scott Neal, City Manager LICENSEE: __________________________________ [name] By: __________________________________ __________________________________ [print name] Its:__________________________________ [title] 5 Revised November 2019 EXHIBIT A DEPICTION OF TRASH FACILITY – South Block 6 Revised November 2019 EXHIBIT B Trash Disposal Cost Allocation – South Block 7 Revised November 2019 8 Revised November 2019 Date: December 3, 2019 Agenda Item #: VI.I. To:Mayor and City Council Item Type: Request For Purchase From:Chad A. Millner, P.E., Director of Engineering Item Activity: Subject:Request for Purchase: Glengarry Parkway Sump Drain Improvements Action CITY OF EDINA 4801 West 50th Street Edina, MN 55424 www.edinamn.gov ACTION REQUESTED: Approve Request for Purchase for Glengarry Parkway Sump Drain Improvements INTRODUCTION: Residents along Glengarry Parkway requested a sump drain pipe to manage sump water and ice adjacent to their properties. Staff supports this pipe installation. ATTACHMENTS: Description Request for Purchase City of Edina • 4801 W. 50th St. • Edina, MN 55424 Request for Purchase Date: December 3, 2019 To: Mayor and City Council From: Chad A. Millner, PE, Director of Engineering Subject: Request for Purchase: Glengarry Parkway Sump Drain Improvements Purchase Subject to: ☒List Quote/Bid ☐State Contract ☐Service Contract The Recommended Bid is: ☒Within Budget ☐Not Within Budget Date Bid Opened or Quote Received: 11/21/2019 Bid or expiration Date: 1/21/2020 Company: Amount of Quote or Bid: Downrite Boring & Metro General Services Casterjohn Boring & Metro General Services $24,560.00 $29,140.00 $24,560.00 Recommended Quote or Bid: Downrite Boring & Metro General Services Page 2 City of Edina • 4801 W. 50th St. • Edina, MN 55424 Request for Purchase Department Director Authorization: ________________________________________ City Council Authorization Date: ____________ (for purchases over $20,000 only) Budget Impact This project will be funded from the stormwater utility. It is an unplanned project. Environmental Impact The project involves installation of a sump drain pipe. 5212 Glengarry Parkway recently redeveloped. Groundwater has been pumped into the street for the majority of the summer from this property. The developer has installed large infiltration basins at two locations but the amount of groundwater is greater than the rate of infiltration. In order to reduce Public Work staff time on ice control during winter months, the sump drain pipe will provide a conduit for pumped water. This will reduce staff time and salt application for both the city and private properties. Community Impact The project serves the purpose of reducing ice and water management along Glengarry Parkway. This project is supported by four properties along the pipe alignment. The pipe is available to four properties for future connections. Date: December 3, 2019 Agenda Item #: VI.J. To:Mayor and City Council Item Type: Other From:Sharon Allison, City Clerk Item Activity: Subject:Approve 2020 Calendar of Meeting Dates Action CITY OF EDINA 4801 West 50th Street Edina, MN 55424 www.edinamn.gov ACTION REQUESTED: Approve the 2020 calendar of meetings for the City Council, Commissions, legal holidays, and days of religious observance. INTRODUCTION: City Council's regular and work session meetings are held the 1st and 3rd Tuesday of each month, except in instances for town hall meetings or to accommodate council member's schedule or elections. Please note the following meeting date exceptions: 1. Wed., Jan. 22 2. Wed., Feb. 19 3. Wed., Mar. 4 4. Sat., Apr. 4 (Town Hall) 5. Wed., Aug. 5 6. Wed., Nov. 4 7. Sat., Dec 5 (Town Hall) 8. Mon., Dec. 7 (Public Hearing for 2021 Street Reconstruction Projects) The color key at the top of the calendar indicates the types of meetings including religious observance days when public meetings will not be scheduled. The Housing and Redevelopment Authority will adopt it's 2020 calendar of meeting dates separately. ATTACHMENTS: Description 2020 Calendar of Meeting Dates 2020 CITY OF EDINA COUNCIL AND ADVISORY COMMISSIONS MEETINGS, HOLIDAYS, DAYS OF RELIGOUS OBSERVANCE AND ELECTION DATES Holidays City Council Nite to Unite Pln Comm Trns Comm Pk & Rec Comm Indicates a religious holiday's observance Election Day HRA HP Comm Health Comm Human R/R Comm E& E Comm Arts & Culture Comm JANUARY FEBRUARY MARCH S M T W T F S S M T W T F S S M T W T F S 1 2 3 4 1 1 2 3 4 5 6 7 5 6 7 8 9 10 11 2 3 4 5 6 7 8 8 9 10 11 12 13 14 12 13 14 15 16 17 18 9 10 11 12 13 14 15 15 16 17 18 19 20 21 19 20 21 22 23 24 25 16 17 18 19 20 21 22 22 23 24 25 26 27 28 26 27 28 29 30 31 23 24 25 26 27 28 29 29 30 31 S M T W T F S S M T W T F S S M T W T F S 1 2 3 4 1 2 1 2 3 4 5 6 5 6 7 8 9 10 11 3 4 5 6 7 8 9 7 8 9 10 11 12 13 12 13 14 15 16 17 18 10 11 12 13 14 15 16 14 15 16 17 18 19 20 19 20 21 22 23 24 25 17 18 19 20 21 22 23 21 22 23 24 25 26 27 26 27 28 29 30 24 25 26 27 28 29 30 28 29 30 31 S M T W T F S S M T W T F S S M T W T F S 1 2 3 4 1 1 2 3 4 5 5 6 7 8 9 10 11 2 3 4 5 6 7 8 6 7 8 9 10 11 12 12 13 14 15 16 17 18 9 10 11 12 13 14 15 13 14 15 16 17 18 19 19 20 21 22 23 24 25 16 17 18 19 20 21 22 20 21 22 23 24 25 26 26 27 28 29 30 31 23 24 25 26 27 28 29 27 28 29 30 30 31 S M T W T F S S M T W T F S S M T W T F S 1 2 3 1 2 3 4 5 6 7 1 2 3 4 5 4 5 6 7 8 9 10 8 9 10 11 12 13 14 6 7 8 9 10 11 12 11 12 13 14 15 16 17 15 16 17 18 19 20 21 13 14 15 16 17 18 19 18 19 20 21 22 23 24 22 23 24 25 26 27 28 20 21 22 23 24 25 26 25 26 27 28 29 30 31 29 30 27 28 29 30 31 OCTOBER NOVEMBER APRIL MAY JUNE JULY AUGUST SEPTEMBER DECEMBER Adopted City Council Revised City Council Adopted HRA Date: December 3, 2019 Agenda Item #: VI.K. To:Mayor and City Council Item Type: Report / Recommendation From:MJ Lamon, Community Engagement Coordinator Item Activity: Subject:Approve Proposed 2020 Commission Work Plans Action CITY OF EDINA 4801 West 50th Street Edina, MN 55424 www.edinamn.gov ACTION REQUESTED: Approve 2020 Commission work plans. INTRODUCTION: Annually, commissions develop a proposed work plan which is presented to City Council, reviewed by staff and then approved by Council. Council reviewed the proposed work plans with staff comments at their November 19, 2019 work session. Following this work session, feedback was incorporated to develop a proposed work plan for Council's approval. Items attached include: 1. Staff Report 2. Proposed work plans with staff comments presented to Council November 19 3. Clean copy of each proposed work plans ATTACHMENTS: Description Staff Report: Approve Proposed 2020 Commission Work Plans Arts and Culture Commission Community Health Commission Energy and Environment Commission Heritage Preservation Commission Human Rights and Relations Commission Parks and Recreation Commission Planning Commission Transportation Commission 2020 Proposed Commission Work Plans with Staff Comments December 3, 2019 Mayor & City Council MJ Lamon, Community Engagement Coordinator Approve Proposed 2020 Commission Work Plans Information / Background: The proposed 2020 Commission work plans were reviewed at the City Council’s November 19, 2019 work session. These work plans included city staff comments and recommendations. Recommendations for initiatives were guided by the following themes: 1. Cross-Commission Committees New last year, was assigning cross-commission committees, comprised of 2 or 3 commissions, to an initiative. Commissions found this structure to be challenging, and struggled with finding meeting times, communication, and different project priorities across commissions. The new recommendations for cross-commission committees assigns the initiative to one commission and asks another commission to “appoint” up to two members to provide feedback on the final recommendation before it goes to Council. This will reduce the need for additional meetings while still ensuring another commission’s perspective is provided. 2. Staff Operations There are initiatives presented on proposed work plans which would be considered staff operational responsibilities. For these types of proposed initiatives, the recommendation is to establish the commissions role as a Council Charge “review and comment”. This allows staff to establish a process yet collect comment / feedback from commission members. 3. Other City Work Plans Initiatives tied to city-wide work with unestablished direction or tied to an approval of CIP, was recommended to be removed or moved to the parking lot. Before having commissions expend energy on work still undetermined, staff should establish goals to help identify a commissions’ role. This included tree initiatives and park strategic plans. STAFF REPORT Page 2 4. Role Clarification Commissions are advisory to Council and their work plans should consist of the work they intend to complete in the upcoming year. Language changes were made to clarify role of the commission and eliminate misunderstanding the intent of the initiative. 5. Events When planning communication campaigns and engagement events we need to ensure that 1) we have the appropriate time and resources to produce intended results, and 2) the number of events does not result in City programs competing with each other for participation. In making the final recommendations, staff incorporated feedback from the Council work session. Since the work session, one initiative was added to the Energy & Environment Commission work plan. This initiative reads: Initiative #7: Coordinate 50th Anniversary of Earth Day event with Edina Community Education. There were a few discussions at the work session about ideas for the Energy & Environment Commission (EEC). These ideas were not added to the proposed work plans but are listed below for Council review. 1. Sustainability Award - The Commission launched the Business Recognition Program (BRP) in 2019 that achieves goals of recognizing organizations outside of City Hall who contribute to sustainability. The BRP is a work plan item for 2020. For recognizing individuals’ contributions to sustainability, the City has Hometown Heroes as an avenue for such award. EEC and staff can continue to recommend residents like the current Heroes, Marcie and Tom Hamel, for their work on water quality. 2. Styrofoam The EEC had this initiative on 2016 work plan in the form of Study and Report. The Study and Report was submitted to Council on November 7, 2016. During 2019 Work Plan discussion, to-go food packaging ordinance did come up in the EEC discussion. The EEC decided not to put it on the Work Plan, but in the parking lot until curbside organics was successfully launched. There was also discussion of whether an ordinance was the best policy to tackle considering the compostable packaging is becoming more ubiquitous and might there be a different opportunity to be a leader. The conversation at the work session was to focus on curbside organics first. Staff’s recommendation is to approve the 2020 Commission work plans as presented. Arts & Culture 2020 DRAFT Commission Work Plan Template Initiative #1 Initiative Type Completion Date Council Charge Ongoing 20-Dec 4 (review and decide) Lead Commissioners Budget Staff Support Funds available $10,000 in public art fund IT/Communications - 20 Staff Liaison - 40 hrs Initiative:#2 Initiative Type Completion Date Council Charge New Dec-20 2 (review and comment) Lead Commissioners Budget Staff Support NA NA Initiative #3 Initiative Type Completion Date Council Charge New Dec-20 1 (study and report) Lead Commissioners Budget Staff Support NA Staff liaison - 4 hrs Initiative #4 Initiative Type Completion Date Council Charge New Dec-20 1 (study and report) Lead Commissioners Budget Staff Support Review and Decide Progress Report: Implement year one of the Public Art Plan. Consult with the HRRC on incorporating the city art and décor assessment rubric. Assist staff with collecting data and conducting inventory on current public art. Study and Report Study and Report Study and report on past program and facility assessments and studies completed on the Art Center. Assemble all components into one final report for Council review. Progress Report: Review and Comment Appoint up to two members to provide feedback on HRRC's initiative (#4) to create an assessment rubric / recommendation process for City facility artwork and décor before final recommendation goes to Council. Progress Report: NA Liaison - 20 hrs Progress Report: Community Health 2020 DRAFT Commission Work Plan Template Initiative 1 Initiative Type Completion Date Council Charge New Q3 2020 1 (study and report) Lead Commissioners Budget Staff Support None No additional Initiative 2 Initiative Type Completion Date Council Charge New Q3 2020 3 (review and recommend) Lead Commissioners Budget Staff Support None No additional Initiative 3 Initiative Type Completion Date Council Charge Continue Q4 2020 1 (study and report) Lead Commissioners Budget Staff Support None No additional Initiative 4 Initiative Type Completion Date Council Charge New Q3 2020 1 (study and report) Lead Commissioners Budget Staff Support Progress Report: Study and Report Study and report possible smoke-free multi-unit property policies, possible ordinance language, and programs. Gather examples from other cities. Study and Report Progress Report: Study and report regarding benefits of social connectedness, including examples of local government initiatives from around the country to reduce social isolation. Study and report the feasability to receive and maintain AARP designation. Draft report to City Council regarding possible actions moving forward. Amanda Herr Progress Report: Study and Report Review and Recommend Review and recommend city code language regulating / banning sale of flavored tobacco and tobacco-related products, including e-cigarettes. Greg Wright None No additional Parking Lot Edina Public Schools - lack of provision of feminine hygiene products in school restrooms Local opioid efforts, including Police-led take back programs - publicity campaign, how do people know this is available? Statement by City regarding firearm safety or gun violence Technology and health - social media, isolation, bullying Progress Report: Energy & Environment 2020 DRAFT Commission Work Plan Template Initiative 1 Initiative Type Completion Date Council Charge Continue Dec-20 2 (review and comment) Lead Commissioners Budget Staff Support Staff Liaison NA Staff Liaison (40 hrs) Initiative 2 Initiative Type Completion Date Council Charge Event Dec-20 4 (review and decide) Lead Commissioners Budget Staff Support Funds available Staff Liaison, Other $200 for supplies and food p ( ) g Coordinator (20hrs) and Recycling Coordinator (8 hrs) can advise and provide materials already created. Initiative 3 Initiative Type Completion Date Council Charge Ongoing 4 (review and decide) Lead Commissioners Budget Staff Support Review and Comment Progress Report: Review and comment on Climate Action Plan during development and final plan. Jackson, Satterlee Review and Decide Review and decide on commission members coordinating and tabling at City events to educate the community on organics and recycling.Lanzas, Maynor Progress Report: Review and Decide Review and decide on the Business Recognition Program outreach and application review. By the end of Q4, complete a program assessment.Horan NA Staff liaison to manage in take and acceptance process (40 hrs), CTS to support communication updates (16 hrs), Staff liaison to manage in take and acceptance process (40 hrs), CTS to support communication updates (16 hrs), Community Engagment Coordinator (8 hrs) Initiative 5 Initiative Type Completion Date Council Charge Event July 4 (review and decide) Lead Commissioners Budget Staff Support Funds available Staff Liaison Initiative 6 Initiative Type Completion Date Council Charge New Dec-20 2 (review and comment) Lead Commissioners Budget Staff Support NA Initiative 7 Initiative Type Completion Date Council Charge New April 4 (review and decide) Lead Commissioners Budget Staff Support Staff Liaison NA CTS Progress Report: Review and Comment Appoint up to 2 members to provide feedback on PARC's initiative (#4) to develop criteria that incorporates sustainability and equity for prioritizing capital improvements for park infrastructure needs, including playground equipment, warming houses and core amenities for expansion and replacement before final criteria goes to Council. Review and Decide Co-chair a cross-commission committee (EEC & HRRC) to coordinate the "Sharing Values, Sharing Communities Event" on the adpatation and /or resilience on climate change. Committee will be comprised of no more than 2-3 members from each commission and one member from each commission will serve as a co-chair Hussian, Martinez Progress Report: Review and Decide Coordinate 50th Anniversary of Earth Day event with Edina Community Education. Progress Report: Progress Report: Heritage Preservation 2020 DRAFT Commission Work Plan Template Initiative #1 Initiative Type Completion Date Council Charge Ongoing Ongoing 3 (review and recommend) Lead Commissioners Budget Staff Support Funds available Staff Liaison Preservation Consultant-Robert Vogel Initiative #2 Initiative Type Completion Date Council Charge Ongoing Ongoing 3 (review and recommend) Lead Commissioners Budget Staff Support Funds available Staff Liaison Preservation Consultant-Robert Vogel Initiative #3 Initiative Type Completion Date Council Charge Ongoing Ongoing 4 (review and decide) Lead Commissioners Budget Staff Support Funds available Staff Liaison Preservation Consultant-Robert Vogel Initiative #4 Initiative Type Completion Date Council Charge Ongoing May-20 4 (review and decide) Lead Commissioners Budget Staff Support Progress Report: Review and Recommend Evaluate and recommend potential properties to be added to the Heritage Preservation eligible landmark list. All Commission Award the 2020 Edina Heritage Award during National Preservation Month in May. Use different media outlets to help increase awareness during the Progress Report: Review and Recommend Invite owners of determined eligible properties to designate their properties as Edina Heritage Landmarks and recommend to Planning Commission and City Council. All Commission Review and Decide Progress Report: Review and decide on Certificates of Appropriateness (COA) applications for changes to heritage landmark designated properties. All Commission Review and Decide Funds available , CTS - 5 hrs Initiative #5 Initiative Type Completion Date Council Charge Event May-20 4 (review and decide) Lead Commissioners Budget Staff Support Funds available Liaison - 5 hrs, CTS Initiative #6 Initiative Type Completion Date Council Charge New Dec-20 2 (review and comment) Lead Commissioners Budget Staff Support Funds available Staff Liaison Preservation Consultant-Robert Vogel Initiative #7 Initiative Type Completion Date Council Charge Continue Dec-20 2 (review and comment) Lead Commissioners Budget Staff Support Funds available Staff Liaison Preservation Consultant-Robert Vogel Initiative #8 Initiative Type Completion Date Council Charge Dec-20 Lead Commissioners Budget Staff Support Staff Liaison NA Preservation Consultant-Robert Vogel nomination period to increase interest. All Commission Review and Comment Progress Report: Review and Decide Coordinate a public walking tour around the Edina Country Club golf course area to view historic properties and pieces of the Edina Mill. All Commission, Lead: Annie Schilling Progress Report: Progress Report: Review and Comment Continue the 2019 resurvey of the Country Club District and review the plan of treatment. All Commission Review and comment on staff's adminstrative process improvement for Certificates of Apprpriateness. All Commission Progress Report: Review and Decide Apply for CLG grant to test the archeological model. All Commission Initiative #9 Initiative Type Completion Date Continue Ongoing 2 (review and comment) Lead Commissioners Budget Staff Support NA Progress Report: Progress Report: Review and Comment Appoint up to two members members to provide feedback on HRRC's initiative (#4) to create an assessment rubric / recommendation process for City facility artwork and décor before final recommendation goes to City Human Rights & Relations 2020 DRAFT Commission Work Plan Template Initiative #1 Initiative Type Completion Date Council Charge Ongoing April 2020 4 (review and decide) Lead Commissioners Budget Staff Support Funds available CTS Staff Liaison Initiative #2 Initiative Type Completion Date Council Charge Ongoing December 2020 4 (review and decide) Lead Commissioners Budget Staff Support Funds available CTS Staff Liaison Initiative #3 Initiative Type Completion Date Council Charge Ongoing October 2020 4 (review and decide) Lead Commissioners Budget Staff Support Funds available CTS Staff Liaison Initiative #4 Initiative Type Completion Date Council Charge Continue December 2020 3 (review and recommend) Lead Commissioners Budget Staff Support Funds not available Staff Liaison Review and Decide 2020 Tom Oye Award: Coordinate and select one recipient for the 2020 Tom Oye Award to be given in December. Review and Decide Progress Report: Days of Remembrance Event Review and Recommend Create an assessment rubric / recommendation process for City facility artwork and décor to ensure it reflects diversity of race and culture (R&E 18.E.). HRRC will be the lead commission and the Progress Report: Review and Decide Co-chair a cross-commission (HRRC & EEC) committee to coordinate the "Sharing Values, Sharing Communites" event on the adaptation and / or resilience on climate change. Committee will be comprised of no more than 2-3 members from each commission and one member from each commission will serve as a co-chair. Progress Report: Initiative #5 Initiative Type Completion Date Council Charge Continue December 2020 3 (review and recommend) Lead Commissioners Budget Staff Support Funds not available Staff Liaison Initiative #6 Initiative Type Completion Date Council Charge Continue December 2020 3 (review and recommend) Lead Commissioners Budget Staff Support Funds not available Staff Liaison Initiative #8 Initiative Type Completion Date Council Charge New December 2020 3 (review and recommend) Lead Commissioners Budget Staff Support CTS NA Staff Liaison Initiative #9 Initiative Type Completion Date Council Charge New December 2020 2 (review and comment) Lead Commissioners Budget Staff Support NA Review and comment on Housing Task Force comprehensive housing policy using a race & equity lens. Progress Report: Progress Report: Review and Recommend Celebrate 50th anniversary of HRRC in Edina by submitting a proclamation for City Council approval. Review and Comment Progress Report: Review and Recommend Bias Offense Plan review, create definitionsto differeniate between bias incidens and bias offenses wihtith the state statute's definition, trakcing and notification process for bias incidents. Progress Report: Co-chair a cross-commission committee (HRRC & PARC) in partnership with communities of color to identify barriers for participation in programming by creating a plan to reach communities of color through different modes, structure of feedback, and how data will be used. (R&E 20.B.) Committee will be comprised of no more than 2-3 members from each commission and one member from each commission will serve as co-chair. Arts & Culture and Heritage Preservation commissions will appoint up to 2 members for feedback on the final recommendation before Progress Report: Review and Recommend Initiative #10 Initiative Type Completion Date Council Charge New December 2020 2 (review and comment) Lead Commissioners Budget Staff Support Progress Report: Review and Comment Appoint up to 2 members to provide feedback on PARC's initiative (#4) to develop criteria that incorporates sustainability and equity for prioritizing capital improvements for park infrastructure needs, including playground equipment, warming houses and core amenities for expansion and replacement before final criteria goes to Council. Parks & Recreation 2020 DRAFT Commission Work Plan Template Initiative 1 Initiative Type Completion Date Council Charge New Dec-20 2 (review and comment) Lead Commissioners Budget Staff Support NA Initiative 2 Initiative Type Completion Date Council Charge Continue Dec-20 3 (review and recommend) Lead Commissioners Budget Staff Support Staff Liaison NA Review and Comment Progress Report: Review and comment on the Flood Risk Reduction Strategy and Climate Action Plan. Review and Recommend Co-chair a cross-commission committee (HRRC & PARC) in partnership with communities of color to identify barriers for participation in programming by creating a plan to reach communities of color through different modes, structure of feedback, and how data will be used. (R&E 20.B.) Committee will be comprised of no more than 2-3 members from each commission and one member from each commission will serve as co-chair. Progress Report: Initiative 3 Initiative Type Completion Date Council Charge New Dec-20 4 (review and decide) Lead Commissioners Budget Staff Support Staff Liaison NA Initiative 4 Initiative Type Completion Date Council Charge New 3 (review and recommend) Lead Commissioners Budget Staff Support Staff Liaison NA 25-35 Initiative 5 Initiative Type Completion Date Council Charge New Dec-20 4 (review and decide) Lead Commissioners Budget Staff Support Funds not available Staff Liaison 2017 Est. $2,200,000 Review and Decide Review and Recommend Develop criteria that incorporates sustainability and equity for prioritizing capital improvements for park infrastructure needs, including playground equipment, warming houses and core amenities for expansion and replacement. Parks and Recreation Commission will create the criteria and both Energy & Environment commission and Human Rights & Relations commission will appoint up to 2 members for feedback on final criteria before it goes to Council. Develop an approach to build community by proactively connecting with neighborhood groups, community athletic groups and underserved members of the community. Progress Report: Progress Report: Progress Report: Review and Decide Asssit staff with the pursuit of funding opportunities for Braemar Park Master Plan Initiative 6 Initiative Type Completion Date Council Charge New Dec-20 4 (review and decide) Lead Commissioners Budget Staff Support Funds not available Staff Liaison 2017 Est. $13,700,000 Initiative 7 Initiative Type Completion Date Council Charge New Dec-20 1 (study and report) Lead Commissioners Budget Staff Support Staff Liaison, Other NA 20-25 Parking Lot Review and Decide Assist staff with the pursuit of funding opportunities for Fred Richards Park master plan. Progress Report: Study and Report Study and report on the strategic goal of 15% of Edina land dedicated to parks and green spaces. Progress Report: Planning 2020 DRAFT Planning Commission Work Plan Initiative #1 Initiative Type Completion Date Council Charge Ongoing Dec-20 3 (review and recommend) Lead Commissioners Budget Staff Support All Funds Available Staff Liaison Initiative #2 Initiative Type Completion Date Council Charge New Q4 2020 3 (review and recommend) Lead Commissioners Budget Staff Support Funds available Staff Liaison Initiative #3 Initiative Type Completion Date Council Charge New 2020/21 3 (review and recommend) Lead Commissioners Budget Staff Support Funds not available Staff Liaison Initiative #4 Initiative Type Completion Date Council Charge New Q4 2020 3 (review and recommend) Lead Commissioners Budget Staff Support Funds available Staff Liaison Review and Recommend Progress Report: Review land use applications. Review and Recommend Planning Study of the Edina Business Park. (The office/industrial area between Highway 100, Cahill Road, 70th Street and Edina's southern boarder.) This Study would include recommendations from Chapter 10, Economic Competitiveness. Progress Report: Review and Recommend Comprehensive Plan Follow-up. Make revisions as required by the Met Council. * Rezoning of 7101-7155 Amundson Avenue from Industrial use to Commercial/Mixed Use. * Increase Heights in the 70th and Cahill Area. Progress Report: Review and Recommend Zoning Ord. Amendments: Items to be considered for change to the Ordinance: drive-throughs; basement requirement; one-foot rule; two car garage; allow s.f. homes in R-2 District; allow secondary dwelling units; restaurant odor; upgrade building material requirements Initiative #5 Initiative Type Completion Date Council Charge New Q4 2020 3 (review and recommend) Lead Commissioners Budget Staff Support Funds available Staff Liaison Initiative #6 Initiative Type Completion Date Council Charge New Q4 2020 3 (review and recommend) Lead Commissioners Budget Staff Support Staff Liaison Progress Report: Review and Recommend Conduct a full review of the Planning Commission bylaws. Planning Commission bylaws need to be compared to standard bylaws. Progress Report: building material requirements. Progress Report: Review and Recommend Greater Southdale District Design Experience Guidelines - Consider codifying recommendations within the guidelines and creating a checklist to use for reviews of redevelopment proposals. Transportation 2020 DRAFT Commission Work Plan Template Initiative #1 Initiative Type Completion Date Council Charge Continue Q3 3 (review and recommend) Lead Commissioners Budget Staff Support NA Staff Liaison, CTS Initiative #2 Initiative Type Completion Date Council Charge Ongoing Q4 2 (review and comment) Lead Commissioners Budget Staff Support Staff Liaison NA Initiative #3 Initiative Type Completion Date Council Charge New Q4 2 (review and comment) Lead Commissioners Budget Staff Support Staff Liaison NA Initiative #4 Initiative Type Completion Date New Q4 2 (review and comment) Lead Commissioners Budget Staff Support Staff Liaison Review and Comment Review and comment on staff's recommendations for Travel Demand Management policy / ordinance. Progress Report: Review and comment on traffic impact studies associated with proposed developments. Review and Comment Review and comment on staff's framework for the completion of traffic impact studies conducted for proposed development / redevelopment projects. Progress Report: Progress Report: Review and Recommend Review and evaluate performance of CloverRide circulator services (North and South) and make recommendations to Council for future service after contracts expire. Review and Comment NA Initiative #5 Initiative Type Completion Date Council Charge Continue Q4 4 (review and decide) Lead Commissioners Budget Staff Support Funds not available Staff liaison, CTS Initiative #5 Initiative Type Completion Date Council Charge Ongoing Q4 2 (review and comment) Lead Commissioners Budget Staff Support Funds not available Staff Liaison Initiative #6 Initiative Type Completion Date Council Charge Ongoing Q4 2 (review and comment) Lead Commissioners Budget Staff Support Staff Liaison NA Parking Lot Progress Report: Develop and corodinate up to six educational activities to inform the community about transportation safety (which will include an annual community event).Mindy Ahler Review and Decide Progress Report: Review and Comment Progress Report: Review and comment on monthly Traffic Safety Reports Review and Comment Review and comment on proposed Capital Improvement projects, including roadway reconstructions and projects funded by the Pedestrian and Cyclist Safety (PACS) Fund Progress Report: Arts & Culture 2020 DRAFT Commission Work Plan Template Initiative #1 Initiative Type Completion Date Council Charge Ongoing Dec-20 4 (review and decide) Lead Commissioners Budget Staff Support Funds available $10,000 in public art fund IT/Communications - 20 Staff Liaison - 40 hrs Initiative: NEW Initiative Type Completion Date Council Charge New Dec-20 Lead Commissioners Budget Staff Support Review and Decide Staff Liaison Comments: ACC requests assistance for the development and dissemination of a survey, and planning/implementation of focus groups for community input. Money will also be used to pilot new programming. City Manager Comments: Recommend changing initiative to read, " Implement year one of Public Art Plan. Consult with the HRRC on incorporating the city art and decor assessment rubric." Progress Report: Public Art Year 1 - Implement plans as described in Public Art Plan (Years 1-3) - Key elements include survey, community feedback and year 1 prototype programs, budget. - Maintain partnership with HRRC and institute partnerships with other commissions for strengthening Public Art throughout the community. - Inform all activities with a focus on diversity, inclusion, accessibility, and community building Staff Liaison: City Manager Comments: NEW INITIATIVE: "Appoint up to two members to provide feedback on the assessment rubric / recommendation process for City facility artwork and décor before final recommendation goes to Council." Progress Report: Initiative #2 Initiative Type Completion Date Council Charge New Dec-20 3 (review and recommend) Lead Commissioners Budget Staff Support Funds not available Staff Liaison - 40 hrs IT - 20 hrs Initiative #3 Initiative Type Completion Date Council Charge New Dec-20 1 (study and report) Lead Commissioners Budget Staff Support Funds available Staff Liaison - 30 hrs Initiative #3 Initiative Type Completion Date Council Charge New Dec-20 1 (study and report) Lead Commissioners Budget Staff Support Funds not available $15,000 Staff Liaison - 40 hrs IT - 20 hrs City of Edina existing art work - Conduct an inventory of the City of Edina art collection - Recommend maintenance work for high priority items - Repair artwork as needed Staff Liaison Comments: Staff liaison will need to gather reports and assist in analyzing/summarizing for Commission members; Parks and Rec and City administrators may Progress Report: Review and Recommend Review and Recommend Next Generation Art Center - Present an assessment of program and capacity needs that includes past analysis and updated - Present an assessment of EAC physical facility - Recommend priority actions for both program and facility needs Staff Liaison Comments: Staff liaison will need to gather reports and assist in analyzing/summarizing for Commission members; Parks and Rec and City administrators may City Manager Comments: Recommend changing initiative to read, "Study and report past program and facility assessments and studies completed on the Art Center. Assemble all components into one final report for Council review." City Manager Comments: Recommend removing. Complete the rubric for City art / décor first. Progress Report: Review and Recommend Leadership - Provide leadership and advocacy to advance the role and value of arts & culture activities in Edina - Ensure that inclusive and accessible art is considered in planning and decision- making - Partner with the planning commission and parks and rec Commission to Provide an on-going role for the arts and culture commission in all future building developments and programs. Staff Liaison: Arts and Culture commission members and staff liaison will attend other commission meetings. City Manager Comments: Recommend changing initiative to read, "Assist staff with collecting data and conducting inventory on current public art." Change council charge to Study and Report. Progress Report: Community Health 2020 DRAFT Commission Work Plan Template Initiative 1 Initiative Type Completion Date Council Charge New Q3 2020 1 (study and report) Lead Commissioners Budget Staff Support None No additional Initiative 2 Initiative Type Completion Date Council Charge New ev 2 (review and comment) Lead Commissioners Budget Staff Support None No additional Progress Report: Review and recommend city code language regulating / banning sale of flavored tobacco and tobacco-related products, including e-cigarettes. Greg Wright Staff Liaison Comments: 1. Initiative is not on Health Division work plan. 2. Initiative fits role of commission. 3. Initiative is reasonable, commission members will complete advisory communication. 5. Zero budget impact. Staff Liaison Comments: This initiative is very timely, fits with current intitatives at other City/County/State level regarding the concern over youth access to tobacco related products. City Manager Comments: No changes. Study and Report Staff Liaison Comments: 1. Initiative is not on Health Division work plan. 2. Initiative is the role of the Commission. 3. Initiative is reasonable, to be completed by commission members. 5. Zero budget impact. Staff Liaison Comments: This initiative fits well with current Public Health initiatives regarding the connection between housing and mental well-being. City Manager Comments: No changes. Progress Report: Study and report regarding benefits of social connectedness, including examples of local government initiatives from around the country to reduce social isolation. Initiative 3 Initiative Type Completion Date Council Charge Continue Q4 2020 1 (study and report) Lead Commissioners Budget Staff Support None No additional Initiative 4 Initiative Type Completion Date Council Charge New Q3 2020 1 (study and report) Lead Commissioners Budget Staff Support None No additional Parking Lot Edina Public Schools - lack of provision of feminine hygiene products in school restrooms Chair/co-chair a cross-commission committee (see partners) to evaluate process for Edina to receive AARP City Designation. Draft report to City Council regarding possible actions moving forward. Amanda Herr City Manager Comments: Recommend changing initiative to read, " Study and report the feasability to receive and maintian AARP designation. Draft report to City Council regarding possible actions moving forward." Community Health Commission will take on this initaitive and HRRC will be removed as a partner. Progress Report: Study and Report Staff Liaison Comments: 1. Initiative not on Health Division work plan. 2. Intitiative is the role of the Commission(s) 3. Initiative may be more resource intensive than previously thought, demanding staff time beyond initial efforts by Commissions to obtain and maintain designation. 5. May require further investment of time/resources that are not currently budgeted to maintain designation. Staff Liaison Comments: Continued initiative from 2019. Process for becoming AARP designated city and maintaining designation is more resource intensive than initially thought, cross-commission committee may need to report on process and resources needed to work on designation, rather than working on designation immediately. Local opioid efforts, including Police-led take back programs - publicity campaign, how do people know this is available? Statement by City regarding firearm safety or gun violence Technology and health - social media, isolation, bullying Study and report possible smoke-free multi-unit property policies, possible ordinance language, and programs. Gather examples from other cities. Staff Liaison Comments: 1. Initiative not on Health Division work plan. 2. Role of Commission to advise Edina Community Health Board (Council) regarding Public Health initiatives. 3. Yes, reasonable, commission members will draft report with support from Health Division staff. 5. Zero budget impact to receive report. Some budget impact possible depending on future action. Staff Liaison Comments: This initiative fits well with Public Health intitiatives around healthy housing and tobacco use. City Manager Comments: No changes. Progress Report: Energy & Environment 2020 DRAFT Commission Work Plan Template Initiative 1 Initiative Type Completion Date Council Charge Continue Dec-20 2 (review and comment) Lead Commissioners Budget Staff Support Funds not available Staff Liaison Funds not required EEC's role.Staff Liaison (40 hrs) Initiative 2 Initiative Type Completion Date Council Charge Event Dec-20 4 (review and decide) Lead Commissioners Budget Staff Support Funds available Staff Liaison, Other $200 for supplies and food Staff Liaison to post event (8hrs), Organics Coordinator (20hrs) and Recycling Coordinator (8 hrs) can advise and provide materials already created. Review and Comment Staff Liaison Comments: This initiative aligns with City Budget Goal 3 Sustainable Development to complete a Climate Action Plan. EEC completed a Study and Report on parameters of a Climate Action Plan. EEC's role would be to give input throughout the process and comment on the final plan. Reccommend changing inititiave to read" Reveiw and Comment on Climate Action Plan during development and final plan." City Manager Comments: Recommend liaison initiative language to support specificity. Progress Report: on a Climate Action Plan. Jackson, Satterlee Review and Decide on organics and recycling re-education at City events. Lanzas, Maynor Initiative 3 Initiative Type Completion Date Council Charge Ongoing 4 (review and decide) Lead Commissioners Budget Staff Support Funds available Staff Liaison, CTS (including video) $250 for supplies Staff liaison to manage in take and acceptance process (40 hrs), CTS to support communication updates (16 hrs), Staff liaison to manage in take and acceptance process (40 hrs), CTS to support communication updates (16 hrs), Community Engagment Coordinator (8 hrs) Initiative 4 Initiative Type Completion Date Council Charge New December Lead Commissioners Budget Staff Support Funds not available Staff Liaison, Other Forester and Assistant Director of Natural Resources (24 hrs) Staff Liaison Comments: This initiative aligns with City Budget Goal 3 Sustainable Development to rollout organics recycling. With the new curbside organics recycling and the need to keep contaminants low in recycling, the commission will table at City events to educate the community and answer questions. Organics Coordinator will provide training and supplies. Recommend changing initiative to read, " Review and Decide on commision members coordinating and tabling at City events to educate the community on organics recycling." City Manager Comments: Recommend liaison initiative language to support specificity. Progress Report: Review and Decide on a Business Recognition Program outreach and application review. Horan Staff Liaison Comments: The Commission will continue outreach and review of applications for the business recognition program launched in 2019. City Manager Comments: Recommend initiative to read "Reivew and Decide on the Business Recognition Program outreach and application review. By the end of Q4, complete a program assessment." Progress Report: Review and Recommend on an enhanced tree ordinance. EEC Lead - Manser\ Planning Commission support Initiative 5 Initiative Type Completion Date Council Charge Event July 4 (review and decide) Lead Commissioners Budget Staff Support Funds available Staff Liaison Staff Liaison (8 hrs) Initiative 6 Initiative Type Completion Date Council Charge Lead Commissioners Budget Staff Support Staff Liaison Comments: Planning Commission also has this on their work plan as well as Transportation and the Park Commission. City Manager Comments: Remove tree initiatives from Commission work plans. It will be added to Parks and Recreation department work plan. Staff will work to evaluate goals on tree canopy and will bring this to Council. Staff will develop a process to get feedback from commissions. Staff Liaison Comments: Staff Liaison Comments: Cross commission committee to plan and execute event. This committee would include individuals from the HRRC and EEC. City Manager Comments: Change initiative to read, "Co-chair a cross-commission committee (EEC & HRRC) to coordinate a "Sharing Values, Sharing Communities Event" on the adpatation and /or resilience on climate change. Committee will be comprised of no more than 2-3 members from each commission and one member from each commission will serve as a co-chair." Progress Report: Progress Report: Review and Decide an event on Climate Change and Adaptation with the Human Rights and Relations Commission's (HRRC) "Sharing values. Sharing communities" work plan initiative. Hussian, Martinez Progress Report: City Manager Comments: NEW INITIATIVE: Appoint up to 2 members to review and comment on criteria that incorporates sustainability and equity for prioritizing capital improvements for park infrastructure needs, including playground equipment, warming houses and core amenities for expansion and replacement. Parks and Recreation Commission will create the criteria and both Energy & Environment commission and Human Rights & Relations commission will review and comment." Transportation 2020 DRAFT Commission Work Plan Template Initiative #1 Initiative Type Completion Date Council Charge Continue Q3 3 (review and recommend) Lead Commissioners Budget Staff Support Funds available Staff Liaison, CTS (including video) Initiative #2 Initiative Type Completion Date Council Charge Continue Q4 2 (review and comment) Lead Commissioners Budget Staff Support Funds not available Staff Liaison Progress Report: Review and Comment Review and comment on traffic impact studies associated with proposed developments as requested by the Planning Commission. Serve on a cross- commission committee with the Planning Commission to discuss traffic impacts associated with development/redevelopment projects and evaluate implementation of Travel Demand Management policy/ordinance. Staff Liaison Comments: Staff recommends that this initiative be divided into two separate initiatives; 1) Review and comment on traffic impact studies associated with proposed developments (on-going), and 2) review and comment on staff's recommendations for Travel Demand Management policy/ordinance (continued). City Manager Comments: Recommend liaison initiative language / change and initiative addition to support specificity. City Manager Comments: No changes. Progress Report: Staff Liaison Comments: Commission members will serve on the Task Force, along with staff, DARTS representatives and community partners. The Task Force will regularly review operations, communications and marketing strategies and recommend changes, as necessary. Review and Recommend Review and evaluate performance of CloverRide circulator services (North and South) and make recommendations to Council for future service after contracts expire. Initiative #3 Initiative Type Completion Date New Q4 2 (review and comment) Lead Commissioners Budget Staff Support Funds not available Staff Liaison Initiative #4 Initiative Type Completion Date Council Charge Continue Q4 4 (review and decide) Lead Commissioners Budget Staff Support Funds not available Staff Liaison, CTS (including video) Initiative #5 Initiative Type Completion Date Council Charge Ongoing Q4 2 (review and comment) Lead Commissioners Budget Staff Support Funds not available Staff Liaison City Manager Comments: Change initiative to read, "Develop and coordinate up to six educational activities to inform community members about transportation safety (which will include an annual community event)." Progress Report: Develop and coordinate educational activities to inform community members about transportation safety (which will include an annual community event). Mindy Ahler Staff Liaison Comments: Similar efforts were launched in 2015, 2016, and 2019 with involvement from Engineering, Police and CTS staff. This will address all modes of transportation, including but not limited to pedestrian, bicycle, scooters, and motor vehicles. There may be costs associated with publications or social media; these costs may be covered by the Pedestrian and Cyclists Safety Fund or the Transportation Division's annual budget at staff's discretion. Review and Recommend Prepare and recommend standards and best practices for traffic impact studies conducted for proposed development/redevelopment projects for the purpose of ensuring high-quality studies are performed for the City. Review and Decide Staff Liaison Comments: Staff recommends changing the Council Charge for this initiative to Study and Report. This initiative is related to Initiative #2, but is strictly related to the creation of a document of recommended standards and best practices. City Manager Comments: Traffic impact studies and the process is an operational staff function. Change initiative to read, " Review and Comment on staff's framework for the completion of traffic impact studies conducted for proposed development / redevelopment projects." Progress Report: Review and Comment Staff Liaison Comments: ETC will review reports after regular Traffic Safety Committee meetings and provide comments prior to City Council approval. City Manager Comments: No changes. Progress Report: Review and comment on monthly Traffic Safety Reports Initiative #6 Initiative Type Completion Date Council Charge Ongoing Q4 2 (review and comment) Lead Commissioners Budget Staff Support Funds not available Staff Liaison Initiative #7 Initiative Type Completion Date New Q4 3 (review and recommend) Lead Commissioners Budget Staff Support Funds not available Staff Liaison City Forester Parking Lot Review and Comment Review and comment on proposed Capital Improvement projects, including roadway reconstructions and projects funded by the Pedestrian and Cyclist Safety (PACS) Fund Staff Liaison Comments: Staff recommends changing iniative language to "Review and comment on approved roadway reconstruction projects and projects funded by the Pedestrian and Cyclist Safety (PACS) Fund." ETC will be given the opportunity to comment on these projects prior to presentations to City Council. City Manager Comments: Recommend liaison initiative language / change to support specificity. Progress Report: Progress Report: Review and Recommend Develop and recommend a boulevard tree policy in conjunction with the Energy and Environment Commission Liaison Comments: The commission is interested in exploring the beneifts of trees related to traffic calming and the City's policy on tree removal and replacement associated with public improvement projects and developments. City Manager Comments: Remove tree initiatives from Commission work plans. It will be added to Parks and Recreation department work plan. Staff will work to evaluate goals on tree canopy and will bring this to Council. Staff will develop a process to get feedback from commissions. Heritage Preservation 2020 DRAFT Commission Work Plan Template Initiative #1 Initiative Type Completion Date Council Charge Ongoing Ongoing 3 (review and recommend) Lead Commissioners Budget Staff Support Funds available Staff Liaison Preservation Consultant-Robert Vogel Initiative #2 Initiative Type Completion Date Council Charge Ongoing Ongoing 3 (review and recommend) Lead Commissioners Budget Staff Support Funds available Staff Liaison Preservation Consultant-Robert Vogel Initiative #3 Initiative Type Completion Date Council Charge Ongoing Ongoing 4 (review and decide) Lead Commissioners Budget Staff Support Funds available Staff Liaison Preservation Consultant-Robert Vogel Progress Report: Review and Recommend Evaluate and recommend potential properties to be added to the Heritage Preservation eligible landmark list. All Commission Staff Liaison Comments: None. This item is an ongoing item for the HPC. City Manager Comments: No changes. Progress Report: Review and Recommend Invite owners of determined eligible properties to designate their properties as Edina Heritage Landmarks and recommend to Planning Commission and City Council. All Commission Staff Liaison Comments: None. This item is an ongoing item for the HPC. There is currently one property in the process. City Manager Comments: No changes. Review and Decide Staff Liaison Comments: None. This item is an ongoing item for the HPC. City Manager Comments: No changes. Progress Report: Review and decide on Certificates of Appropriateness (COA) applications for changes to heritage landmark designated properties. All Commission Initiative #4 Initiative Type Completion Date Council Charge Ongoing May-20 4 (review and decide) Lead Commissioners Budget Staff Support Funds available CTS (including video) 5 hours Initiative #5 Initiative Type Completion Date Council Charge Event May-20 4 (review and decide) Lead Commissioners Budget Staff Support Funds available Staff Liaison, Other, CTS (including video) 5 hours for staff liaison, will need communication support from CTS Initiative #6 Initiative Type Completion Date Council Charge New Dec-20 2 (review and comment) Lead Commissioners Budget Staff Support Funds available Staff Liaison Preservation Consultant-Robert Vogel Award the 2020 Edina Heritage Award during National Preservation Month in May. Use different media outlets to help increase awareness during the nomination period to increase interest. All Commission Review and Decide Progress Report: Review and Decide Hold the May Heritage Preservation Commission meeting as a "Community Meeting." Invite the Public on a walking tour around the Edina Country Club golf course area to view Historic Properties and pieces of the Edina Mill. All Commission, Lead: Annie Schilling Review and Decide Staff Liaison Comments: This will be a new event for the commission. Recommend changing the initiative to "Coordinate a public walking tour around the Edina Country Club golf course area to view historic properties and pieces of the Edina Mill." City Manager Comments: Recommend liaison initiative language / change to support specificity. Staff Liaison Comments: The HPC wants to work on advertising the award and nominations to increase awareness and nominations. City Manager Comments: No changes. Progress Report: Review the administrative process and Country Club Plan of Treatment to identify any recommendations for improvement. All Commission City Manager Comments: The administrative process for Certificate of Appropriateness is an operational staff function. Change initiative to read, " Review and Comment on staff's administrative process improvement for Certificates of Appropriateness." Progress Report: Staff Liaison Comments: Split the two items. Recommend initiative #6 to read "Review and if needed, update, the Certificate of Appropriateness (COA ) administrative process. Add review of the plan of treatment to initiative #7 Initiative #7 Initiative Type Completion Date Council Charge Continue Dec-20 2 (review and comment) Lead Commissioners Budget Staff Support Funds available Staff Liaison Preservation Consultant-Robert Vogel Initiative #8 Initiative Type Completion Date Council Charge Dec-20 Lead Commissioners Budget Staff Support Funds not available Staff Liaison The HPC proposes applying for a Grant to fund this project. Preservation Consultant- Robert Vogel Initiative #9 Initiative Type Completion Date Council Charge Continue Ongoing 2 (review and comment) Lead Commissioners Budget Staff Support Funds available Staff Liaison No additional hours needed Study and Report Progress Report: Review and Comment Continue the 2019 resurvey of the Country Club District and review the plan of treatment. All Commission Staff Liaison Comments: This is continued from 2019-review the plan of treatment with results of the resurvey. City Manager Comments: No changes. Progress Report: The HPC proposes in 2020, to apply for a CLG grant (similar to the one in 2019) to test the archeological model. See page 20 of the NCC Final Archeological report. All Commission Staff Liaison Comments: The HPC worked with Nienow Cultural Consultants in 2019 on a Phase I Archeology report that models areas of different degrees of potential archeological sites in Edina. This is a new item that builds off of the Archeological report completed in 2019. The testing would take place on public property with the permission of the Parks and Recreation Director, Perry Vetter. Recommend changing initiative to read "Apply for CLG grant to test the archeological model" and change council charge to review and decide. City Manager Comments: Recommend liaison initiative language / change to support specificity. Progress Report: Review and Decide R&E 18E. Serve on a cross-commission committee to ensure City facility artwork and décor reflects diversity of race and culture. Partners: Arts & Culture Commission, Staff Liaison Comments: Continued from 2019. Commissioner Schilling serves on the cross commission committee City Manager Comments: Appoint HRRC as lead commissioner for this initiative. Change initiative to read, " Appoint up to 2 commissioners to provide feedback to HRRC on Race & Equity initiative 18.E. related to City facility artwork and décor." Initiative #10 Initiative Type Completion Date Council Charge New Dec-20 Lead Commissioners Budget Staff Support Funds available CTS (including video) GIS Support-2 hours Review and Decide Progress Report: City Manager Comments: Remove, this is a GIS staff function. Staff Liaison Comments: Remove, this is an item that staff can complete with GIS support. All Commission, Lead: Jane Lonnquist Create an interactive bike/ped map for a Historical Property tour. Use the map during events, school programs, etc. to help raise awareness. Human Rights & Relations 2020 DRAFT Commission Work Plan Template Initiative #1 Initiative Type Completion Date Council Charge Ongoing April 2020 4 (review and decide) Lead Commissioners Budget Staff Support Funds available CTS Staff Liaison Initiative #2 Initiative Type Completion Date Council Charge Ongoing December 2020 4 (review and decide) Lead Commissioners Budget Staff Support Funds available CTS Staff Liaison Initiative #3 Initiative Type Completion Date Council Charge Ongoing October 2020 4 (review and decide) Lead Commissioners Budget Staff Support Funds available CTS Staff Liaison Review and Decide Staff Liaison Comments: No change. City Manager Comments: No change. Progress Report: Days of Remembrance Event Review and Decide 2020 Tom Oye Award Staff Liaison Comments: I recommend the commission only award 1 recipient due to low number of submissions. City Manager Comments: Change initiative to read, "Coordinate and select one recipient for the 2020 Tom Oye Award to be given in December." Progress Report: Review and Decide Sharing Values, Sharing Communities Event Staff Liaison Comments: Commission would coordinate a Sharing Values, Sharing Communities Event on the adaptation and/or resilience on climate change in partnership with Energy & Environment Commission. Initiative #4 Initiative Type Completion Date Council Charge Continue 3 (review and recommend) Lead Commissioners Budget Staff Support Funds not available Staff Liaison Initiative #5 Initiative Type Completion Date Council Charge Continue December 2020 3 (review and recommend) Lead Commissioners Budget Staff Support Funds not available Staff Liaison Staff Liaison Comments: Recommend changing initiative to read "Chair/co-chair a cross-commission committee in partnership with communities of color to identify barriers for participation in programming by creating a plan to reach communities of color through different modes, structure of feedback, and how data will be used. (R&E 20.B.)" City Manager Comments: Recommend changing initiative to read "Co-chair a cross-commission committee (HRRC & PARC) in partnership with communities of color to identify barriers for participation in programming by creating a plan to reach communities of color through different modes, structure of feedback, and how data will be used. (R&E 20.B.) Committee will be comprised of no more than 2-3 members from each commission and one member from each commission will serve as co-chair." Progress Report: City Manager Comments: Change initiative to read, "Co-chair a cross-commission (HRRC & EEC) committee to coordinate a "Sharing Values, Sharing Communities Event" on the adpatation and /or resilience on climate change. Committee will be comprised of no more than 2-3 members from each commission and one member from each commission will serve as a co-chair." Progress Report: Review and Recommend R&E 18.E. Chair/co-chair a cross-commission committee (see partners) to ensure City facility artwork and décor reflects diversity of race and culture. Staff Liaison Comments: Recommend chaning inititiave to read "Chair/co-chair a cross-commission committee to ensure City facility artwork and décor reflects diversity of race and culture by creating an assessment rubric/recommendations process. (R&E 18.E.)" City Manager Comments: Recommend this be assigned to HRRC as the lead and Arts & Culture will provide feedback. Change iniative to read, "Create an assessment rubric / recommendation process for City facility artwork and décor to ensure it reflects diversity of race and culture (R&E 18.E.). HRRC will be the lead commission and Arts & Culture commission will appoint up to 2 members for feedback on the final recommendation before it goes to Council" Progress Report: Review and Recommend R&E 20.B. Chair/co-chair a cross-commission committee (see partners) in partnership with communities of color to identify barriers for participation in programming. Initiative #6 Initiative Type Completion Date Council Charge Continue December 2020 Lead Commissioners Budget Staff Support Funds not available Staff Liaison Initiative #7 Initiative Type Completion Date Council Charge Continue December 2020 Lead Commissioners Budget Staff Support Funds available CTS (including video) Staff Liaison Initiative #8 Initiative Type Completion Date Council Charge Event December 2020 Lead Commissioners Budget Staff Support Funds available CTS (including video) Staff Liaison Initiative #9 Initiative Type Completion Date Council Charge New December 2020 Lead Commissioners Budget Staff Support Funds not available Staff LiaisonLead: Human Rights & Relations Commission Progress Report: Staff Liaison Comments: Recommend initiative to read "Serve on a cross-commission committee to research the feasibility to receive and maintain the AARP City City Manager Comments: Recommend assiging this to Community & Health Commission to create recommendation. Remove from HRRC's work plan. Progress Report: Review and Decide Celebrate 50th anniversity of HRRC in Edina Lead: Human Rights & Relations Commission Review and Recommend Serve on a cross-commission committee (see partners) to complete requirements for Edina to receive the AARP City Designation. -Complete Walk Audit Tool Kit provided by AARP -October Senior Expo & Designation Lead: Community Health Commission Partners: Parks & Recreation Commission, Transportation Commission Staff Liaison Comments: Recommend changing inititiave to read "Celebrate 50th anniversity of HRRC in Edina by submitting a proclamation for City Council approval." City Manager Comments: Recommend liaison initiative language / change to support specificity. Bias Offense Response Plan review to determine if the plan should be broadened to include offenses outside of the state statute’s definition of bias offense. (Review Racial Equity Recommendation 3. A.) Lead: Human Rights & Relations Commission Staff Liaison Comments: Recommend changing initiative to read "Bias Offense Plan review, create definition to differeniate between bias incident and bias offense within the state statue's definition, tracking and notification process for bias incidents." City Manager Comments: Recommend liaison initiative language / change to support specificity. Progress Report: Review and Recommend Initiative #10 Initiative Type Completion Date Council Charge New December 2020 2 (review and comment) Lead Commissioners Budget Staff Support City Manager Comments: NEW INITIATIVE: Appoint up to 2 members to review and comment on criteria that incorporates sustainability and equity for prioritizing capital improvements for park infrastructure needs, including playground equipment, warming houses and core amenities for expansion and replacement. Parks and Recreation Commission will create the criteria and both Energy & Environment commission and Human Rights & Relations commission will review and comment." Progress Report: City Manager Comments: NEW INITIATIVE: Review and comment on Housing Task Force comprehensive housing policy using a race & equity lens. Lead: Human Rights & Relations Commission Progress Report: Staff Liaison Comments: Staff Liaison Comments: Parks & Recreation 2020 DRAFT Commission Work Plan Template Initiative 1 Initiative Type Completion Date Council Charge New 2 (review and comment) Lead Commissioners Budget Staff Support Funds available Staff Liaison, Other 35-45 Initiative 2 Initiative Type Completion Date Council Charge Continue 2 (review and comment) Lead Commissioners Budget Staff Support Funds available Staff Liaison Study and Report Staff Liaison Comments: Positive way to include PARC into the work being done by the EEC and the Flood reduction task force working with Engineering Dept. Would need to further develop the work of those two committees to define direction of PARC. City Manager Comments: Recommend changing initiative to read, " Review and comment on the Flood Risk Reduction Strategy and Climate Action Plan." Progress Report: Assess existing conditions, quality and sustainability of parks and green spaces. Identify areas prone to risk and areas of opportunity for future improvements. Study and Report R&E 20.B. Serve on a cross-commission committee (see partners) in partnership with communities of color to identify barriers for participation in programming. Staff Liaison Comments: Continued partnership with HRRC, made positive steps in 2019 and will formulate a defined approach in 2020. Discussed with Heidi on working together. City Manager Comments: Recommend changing initiative to read "Co-chair a cross-commission committee (PARC & HRRC) in partnership with communities of color to identify barriers for participation in programming by creating a plan to reach communities of color through different modes, structure of feedback, and how data will be used. (R&E 20.B.) Committee will be comprised of no more than 2-3 members from each commission and one member from each commission will serve as co-chair." Progress Report: Initiative 3 Initiative Type Completion Date Council Charge New 3 (review and recommend) Lead Commissioners Budget Staff Support Funds available Staff Liaison Initiative 4 Initiative Type Completion Date Council Charge New 3 (review and recommend) Lead Commissioners Budget Staff Support Funds available Staff Liaison 25-35 Initiative 5 Initiative Type Completion Date Council Charge New 3 (review and recommend) Lead Commissioners Budget Staff Support Funds not available Staff Liaison 2017 Est. $2,200,000 TBD Review and Recommend Develop an approach to build community by proactively connecting with neighborhood groups, community athletic groups and underserved members of the community. Staff Liaison Comments: Successor goal of Initiative 2. Perfect scenario is to build a coalition of boosters for future opportunities in the park system for participation, use and alternate funding. City Manager Comments: No changes. Progress Report: Review and Recommend Prioritize park capital infrastructure needs, including playground equipment, warming houses and core amenities for expansion and replacement. Staff Liaison Comments: Mirrors staff and council goals of prioritization, alternate funding and moving the work plan results of 2019 into a CIP planning year. City Manager Comments: Recommend to change initiative language to read, "Develop criteria that incorporates sustainability and equity for prioritizing capital improvements for park infrastructure needs, including playground equipment, warming houses and core amenities for expansion and replacement. Parks and Recreation Commission will create the criteria and both Energy & Environment commission and Human Rights & Relations commission will appoint up to 2 members for feedback on final criteria before it goes to Council." This plan will just be one of the many considerations for CIP. Progress Report: Review and Recommend Implement the Braemar Park master plan and pursue alternate funding opportunities for eligible components. Staff Liaison Comments: One approach to the implementation of the master plan is to secure full funding for all components. This ensures the vision is fully executed. Without dedicated full funding, alternate approach is to look at alternate methods to fund the master plan, which could fragment the vision in the interim, as long as support remains for fully funding any remaining components. Based upon available funding pursing alternate opportunities is a higher likelihood of success at this time. City Manager Comments: Change initiative to read, " Assist staff with the pursuit of funding opportunities for Braemar Park Master Plan." Progress Report: Initiative 6 Initiative Type Completion Date Council Charge New 3 (review and recommend) Lead Commissioners Budget Staff Support Funds not available Staff Liaison 2017 Est. $13,700,000 TBD Initiative 7 Initiative Type Completion Date Council Charge New 3 (review and recommend) Lead Commissioners Budget Staff Support Funds available Staff Liaison, Other 20-25 Parking Lot Staff Liaison Comments: One approach to the implementation of the master plan is to secure full funding for all components. This ensures the vision is fully executed. Without dedicated full funding, alternate approach is to look at alternate methods to fund the master plan, which could fragment the vision in the interim, as long as support remains for fully funding any remaining components. Based upon available funding pursing alternate opportunities is a higher likelihood of success at this time. City Manager Comments: Change initiative to read, " Assist staff with the pursuit of funding opportunities for Fred Richards Park Master Plan." Progress Report: Review and Recommend Implement the Fred Richards Park master plan and pursue alternate funding opportunities for eligible components. City Manager Comments: Recommend initiative language to read, " Study and report on strategic goal of 15% of Edina land dedicated to parks and green spaces. " Progress Report: Review and Recommend Review the commitment to and execution of the strategic goal of 15% of Edina land dedicated to parks and green spaces. Staff Liaison Comments: Evaluation for department and commission as defined in strategic plan. Would include an inventory and mapping. Assistance needed from GIS staff. Planning 2020 DRAFT Planning Commission Work Plan Initiative #1 Initiative Type Completion Date Council Charge Ongoing 2020 3 (review and recommend) Lead Commissioners Budget Staff Support Funds Available Staff Liaison None Required Staff spends 80% of their time in support of land use applciations Initiative #2 Initiative Type Completion Date Council Charge New Q4 2020 3 (review and recommend) Lead Commissioners Budget Staff Support Funds available Staff Liaison Initiative #3 Initiative Type Completion Date Council Charge New 2020/21 3 (review and recommend) Lead Commissioners Budget Staff Support Funds not available Staff Liaison Progress Report: Review and Recommend Comprehensive Plan Follow-up. Make revisions as required by the Met Council. * Rezoning of 7101-7155 Amundson Avenue from Industrial use to Commercial/Mixed Use. * Increase Heights in the 70th and Cahill Area. Staff Liaison Comments: This item is required by Met Council to bring Zoning into compliance with the Comprehensive Plan. City Manager Comments: No changes. Review and Recommend Staff Liaison Comments: Planning Staff spends the majority (over 80%) of its time in support of land use applications brought before the planning commission and city council. This includes meeting with applicants, preparing staff reports, answering questions from the public, preparing for and attending meetings, and project follow up to ensure compliance. City Manager Comments: No changes. Progress Report: The Planning Commission is responsible to review all Land Use applications submitted to the City of Edina. Land Use applications include: Variances; Site Plan Review; Sketch Plan Review; Conditional Use Permits; Subdivision; Lot Line Adjustments; Rezoning; and Comprehensive Plan Amendments. All Review and Recommend Planning Study of the Edina Business Park. (The office/industrial area between Highway 100, Cahill Road, 70th Street and Edina's southern boarder.) This Study would include recommendations from Chapter 10, Economic Competitiveness. Initiative Initiative Type Completion Date Council Charge New Q4 2020 3 (review and recommend) Lead Commissioners Budget Staff Support Funds available Staff Liaison Initiative Initiative Type Completion Date Council Charge New Q4 2020 3 (review and recommend) Lead Commissioners Budget Staff Support Funds available Staff Liaison Initiative Initiative Type Completion Date Council Charge New Q4 2020 3 (review and recommend) Lead Commissioners Budget Staff Support Staff Liaison Staff Liaison Comments: Staff Liaison Comments: This is a Comp. Plan recommendation in both the 70th/Cahill SAP and Chapter 10, Economic Competitiveness. Staff has made a request of the City Council to provide funds in the 2020 Budget. City Manager Comments: No changes. Progress Report: Progress Report: Review and Recommend Zoning Ord. Amendments: Items to be considered for change to the Ordinance: drive-throughs; basement requirement; one-foot rule; two car garage; allow s.f. homes in R-2 District; allow secondary dwelling units; restaurant odor; tree ordinance; upgrade building material requirements. Staff Liaison Comments: Ordinances are to be considered for change but does not conclude that a change will be recommended. City Manager Comments: Remove tree initiatives from Commission work plans. It will be added to Parks and Recreation department work plan. Staff will work to evaluate goals on tree canopy and will bring this to Council. Staff will develop a process to get feedback from commissions. Progress Report: Review and Recommend Greater Southdale District Design Experience Guidelines - Consider codifying recommendations within the guidelines and creating a checklist to use for reviews of redevelopment proposals. Staff Liaison Comments: To assist the Planning Commission and City Council with review of development proposals in the Greater Southdale District. Mic Johnson, AFO would be utilized to assist in this process. City Manager Comments: No changes. Progress Report: City Manager Comments: NEW INITIATIVE: Conduct a full review of Planning Commission bylaws. Date: December 3, 2019 Agenda Item #: VI.L. To:Mayor and City Council Item Type: Report / Recommendation From:Sharon Allison, City Clerk Item Activity: Subject:Resolution No. 2019-110: Accepting Donations Action CITY OF EDINA 4801 West 50th Street Edina, MN 55424 www.edinamn.gov ACTION REQUESTED: Approve Resolution No. 2019-110 accepting donations. INTRODUCTION: To comply with State Statute, all donations to the City must be accepted by resolution and approved by two- thirds majority of the Council. See attached resolution with list of donations. ATTACHMENTS: Description Resolution No. 2019-110: Accepting Donations RESOLUTION NO. 2019-110 ACCEPTING DONATIONS ON BEHALF OF THE CITY OF EDINA WHEREAS, Minnesota Statute 465.03 allows cities to accept grants and donations of real or personal property for the benefit of its citizens; WHEREAS, said donations must be accepted via a resolution of the Council adopted by a two thirds majority of its members. NOW, THEREFORE, BE IT RESOLVED, that the Edina City Council accepts with sincere appreciation the following listed grants and donations on behalf of its citizens. Parks & Recreation Department • Kelodale Garden Club, Edina Garden $400 Buckthorn treatment at Rosaland Park Club affiliate • Kelodale Garden Club, Edina Garden $100 Miscanthus treatment at Lake Cornelia Club affiliate • Federated Garden Clubs of Minnesota $300 Noxious weed treatment at Bredesen Park Edina Senior Center • Karen Franzmeier Lowry Piano Dated: December 3, 2019 Attest: Sharon Allison, City Clerk James B. Hovland, Mayor STATE OF MINNESOTA ) COUNTY OF HENNEPIN) SS CITY OF EDINA ) CERTIFICATE OF CITY CLERK I, the undersigned duly appointed and acting City Clerk for the City of Edina do hereby certify that the attached and foregoing Resolution was duly adopted by the Edina City Council at its Regular Meeting of December 3, 2019, and as recorded in the Minutes of said Regular Meeting. WITNESS my hand and seal of said City this _______ day of ___________________, ____________. City Clerk Date: December 3, 2019 Agenda Item #: VII.A. To:Mayor and City Council Item Type: Other From:Heidi Lee, Race & Equity Coordinator Item Activity: Subject:Human Rights & Relations Commission: Tom Oye Awards Information CITY OF EDINA 4801 West 50th Street Edina, MN 55424 www.edinamn.gov ACTION REQUESTED: None. INTRODUCTION: The Human Rights & Relations Commission will be present to recognize the 2019 Tom Oye Award recipients. Caitlin Ellingen Friedemann will present the awards. She is the daughter of the first Tom Oye Award recipient, 2006 winner Mary Ellingen. Date: December 3, 2019 Agenda Item #: VII.B. To:Mayor and City Council Item Type: Other From:Dave Nelson, Chief of Police Item Activity: Subject:Body Worn Camera Policy Information CITY OF EDINA 4801 West 50th Street Edina, MN 55424 www.edinamn.gov ACTION REQUESTED: None. INTRODUCTION: Sgt. White will present the process that was used in developing the Body Worn Camera Policy. Community Engagement Coordinator MJ Lamon will explain the process for providing public input on the policy. ATTACHMENTS: Description Draft Body Worn Camera Policy Engagement Plan Staff Presentation DRAFTEdina Police Operations Manual Policy Number 775.00 Subject: Body Worn Cameras – DRAFT POLICY Effective Date TBD Revised Date 11/13/2019 Page 1 PURPOSE The primary purpose of using body-worn-cameras (BWCs) is to capture evidence arising from police-citizen encounters. This policy sets forth guidelines governing the use of BWCs and administering the data that results. It is the policy of this department to authorize the use of department-issued BWCs as set forth below, and to administer BWC data as provided by law. Officers who have been issued BWCs shall use them consistent with this policy. 775.01 SCOPE This policy governs the use of BWCs in the course of official duties. It does not apply to the use of squad-based (dash-cam) recording systems. The chief or chief’s designee may supersede this policy by providing specific instructions for BWC use to individual officers, providing specific instructions pertaining to a particular event or providing specific instructions or standard operating procedures for BWC use to officers assigned to specialized details. 775.02 USE AND DOCUMENTATION A. Uniformed officers who are working patrol, traffic enforcement, special details, or department authorized off-duty employment shall use a BWC unless permission has been granted by a supervisor to deviate from this policy. Plain clothes officers and/or officers working administrative assignments are not required to use a BWC but may elect to use a BWC pursuant to the needs of a specific investigation or job duty or when directed by a supervisor. B. Officers may use only department-issued BWCs in the performance of official duties for this agency or when otherwise performing authorized law enforcement services as an employee of this department. Officers shall not use their BWC to record non-work-related activity. C. Officers shall conduct a function test of their issued BWCs at the beginning of each shift. Officers noting a malfunction during testing or at any other time should promptly report the malfunction to the officer’s supervisor. Supervisors should take prompt action to address malfunctions, assign spare equipment when necessary, and report malfunctions using the I.T. Help Desk. D. Prior to utilizing BWCs users shall complete an approved training course covering proper operation of assigned equipment and a review of this policy. Officers shall wear their issued BWCs in the manner specified in training. DRAFT EDINA POLICE OPERATIONS MANUAL Policy Number 775.00 Subject: Body Worn Cameras Page 2 E. Whenever an officer makes a recording it shall be documented in the incident report, or if no report is written, in the CAD event. F. Whenever an officer fails to record an activity that is required to be recorded under this policy or captures only a part of the activity, the officer must document the reasons for not recording. G. The department will maintain the following records and documents relating to BWC use, which are classified as public data: 1. The total number of BWCs owned or maintained by the department; 2. A daily record of the total number of BWCs deployed and used by officers; 3. The total amount of recorded BWC data collected and maintained; 4. This policy, together with the records retention schedule. 775.03 GENERAL GUIDELINES FOR RECORDING A. Officers shall activate their BWCs when anticipating that they will be involved in or become involved in a pursuit, Terry stop of a motorist or pedestrian, search, seizure, arrest, use of force, adversarial contact, and during other activities likely to yield information having evidentiary value. However, officers need not activate their cameras when it would be unsafe, impossible, or impractical to do so. Such instances of not recording when otherwise required must be documented. B. Officers have discretion to record or not record general citizen contacts. General citizen contact means an informal encounter with a citizen that is not and does not become law enforcement-related or adversarial, and a recording of the event would not yield information relevant to an ongoing investigation. C. Officers have no affirmative duty to inform people that a BWC is being operated or that the individuals are being recorded. D. Once activated, the BWC should continue recording until the conclusion of the incident or encounter, or until it becomes apparent that additional recording is unlikely to capture information having evidentiary value. The officer having charge of a scene may direct the discontinuance of recording when further recording is unlikely to capture additional information having evidentiary value. If the recording is discontinued while an investigation, response or incident is ongoing, officers should state the reasons for ceasing the recording on camera before deactivating their BWC. If circumstances change, officers shall reactivate their cameras as required by this policy to capture information having evidentiary value. DRAFT EDINA POLICE OPERATIONS MANUAL Policy Number 775.00 Subject: Body Worn Cameras Page 3 E. Officers should be sensitive to the dignity of members of the public being recorded and exercise sound discretion to respect privacy by discontinuing recording when it reasonably appears that such privacy outweighs any legitimate law enforcement interest in recording. Requests by members of the public to stop recording should be considered using these same criteria. Recording should resume when privacy is no longer at issue unless no longer required by another section of this policy. Officers should state the reason on camera before deactivating their BWC and specify the circumstances in their report. F. Officers shall not intentionally block the BWC’s audio or visual recording functionality to defeat the purposes of this policy. G. Officers shall not use their BWCs to record other agency personnel during non- enforcement related activities, such as before or after shift time, in locker rooms or restrooms, during breaks, during other private conversations or within areas of the police department restricted to personnel-only unless recording is authorized as part of an administrative or criminal investigation. 775.04 SPECIAL GUIDELINES FOR RECORDING A. Officers may determine to use their BWCs to record any police-citizen encounter if there is reason to believe the recording would potentially yield information having evidentiary value, unless such recording is otherwise expressly prohibited. B. Officers need not record persons being provided medical care unless there is reason to believe the recording would document information having evidentiary value. When responding to an apparent mental health crisis or event, BWCs shall be activated as necessary to document any use of force and the basis for it, and any other information having evidentiary value, but need not be activated when doing so would serve only to record symptoms or behaviors believed to be attributable to the mental health issue. C. Officers should use their BWC to record their transportation and the physical transfer of persons in their custody to hospitals, detox and mental health facilities and other agencies detention facilities, but otherwise should not record inside these facilities unless necessary to document criminal activity, use of force or an adversarial encounter. 775.05 DOWNLOADING AND LABELING DATA A. Each officer using a BWC is responsible for assuring the transfer of the data from their BWC to the video storage server by the end of the shift. However, if the officer is involved in a shooting, in-custody death, or other law enforcement activity resulting in death or great bodily harm, a supervisor or investigator shall take custody of the officer’s BWC and assume responsibility for transferring the data. DRAFT EDINA POLICE OPERATIONS MANUAL Policy Number 775.00 Subject: Body Worn Cameras Page 4 B. Officers should label the BWC data files at the time of video capture or transfer to storage, and should consult with a supervisor if in doubt as to the appropriate labeling. 1. Traffic / No Citation: Traffic related contacts that do not result in the issuance of a citation. (90 days minimum retention) 2. Traffic Citation: Traffic related contacts when a citation is issued. (1 year minimum retention) 3. Arrest or Use of Force: Incidents involving an arrest and/or the use of force. (3 years minimum retention) 4. Transport: Custodial and non-custodial transports not categorized as “Arrest or Use of Force”. (180 days minimum retention) 5. Misc. Evidence: The recording does not fit into a foregoing category and the information has evidentiary value with respect to an actual or suspected criminal incident or involved an adversarial encounter that could result in a complaint against the officer. (1 year minimum retention) 6. Misc. Not Evidence: The recording does not fit into a foregoing category and has no apparent evidentiary value including recordings of general citizen contacts. (90 days minimum retention) 7. Test / Error: Equipment testing and unintentional recordings that have no evidentiary value. (90 days minimum retention) C. Labeling designations may be corrected or amended based on additional information. 775.06 AGENCY USE OF DATA A. Supervisors shall review BWC usage by each officer to ensure compliance with this policy. B. In addition, supervisors and other assigned personnel may access BWC data for the purposes of reviewing or investigating a specific incident that has given rise to a complaint or concern about officer misconduct or performance. C. Field training officers may utilize BWC data with trainees for the purpose of providing coaching and feedback on the trainees’ performance. DRAFT EDINA POLICE OPERATIONS MANUAL Policy Number 775.00 Subject: Body Worn Cameras Page 5 775.07 DATA SECURITY A. BWC data will be stored on file servers managed by LOGIS who will assure the security of stored data and provide reasonable backup procedures to protect the data in accordance with their policies and procedures. B. Personally owned devices, including but not limited to computers and mobile devices, shall not be used to access or view agency BWC data. C. The video storage database shall be administered in a manner that prevents users from editing, altering, or erasing any BWC recording unless expressly authorized by the chief or the chief’s designee. D. As required by Minn. Stat. § 13.825, subd. 9, as may be amended from time to time, this agency shall obtain an independent biennial audit of its BWC program. 775.08 DATA RETENTION A. All BWC data shall be retained for a minimum period of 90 days. There are no exceptions for erroneously recorded or non-evidentiary data. B. Data documenting the discharge of a firearm by a peace officer in the course of duty, other than for training or the killing of an animal that is sick, injured or dangerous must be maintained for a minimum period of one year. C. Certain kinds of BWC data must be retained for six years: 1. Data that documents the use of deadly force by a peace officer, or force of a sufficient type or degree to require supervisory review. 2. Data documenting circumstances that have given rise to a formal complaint against an officer. D. Other data having evidentiary value shall be retained for the period specified in the General Records Retention Schedule. When a particular recording is subject to multiple retention periods, it shall be maintained for the longest applicable period. E. All other BWC footage that is classified as non-evidentiary, becomes classified as non-evidentiary, or is not maintained for training shall be destroyed after 90 days. F. Upon written request by a BWC data subject, the agency shall retain a recording pertaining to that subject for an additional time period requested by the subject of up to 180 days. The agency will notify the requestor at the time of the request that the data will then be destroyed unless a new written request is received. DRAFT EDINA POLICE OPERATIONS MANUAL Policy Number 775.00 Subject: Body Worn Cameras Page 6 775.09 ADMINISTERING ACCESS TO BWC DATA A. Data subjects. Under Minnesota law, the following are considered data subjects for purposes of administering access to BWC data: 1. Any person or entity whose image or voice is documented in the data. 2. The officer who collected the data. 3. Any other officer whose voice or image is documented in the data, regardless of whether that officer is or can be identified by the recording. B. BWC data is presumptively private. BWC recordings are classified as private data about the data subjects unless there is a specific law that provides differently. As a result: 1. BWC data pertaining to people is presumed private, as is BWC data pertaining to businesses or other entities. 2. Some BWC data is classified as confidential (see C. below). 3. Some BWC data is classified as public (see D. below). C. Confidential data. BWC data that is collected or created as part of an active criminal investigation is confidential. This classification takes precedence over the “private” classification listed above and the “public” classifications listed below. D. Public data. The following BWC data is public: 1. Data documenting the discharge of a firearm by a peace officer in the course of duty, other than for training or the killing of an animal that is sick, injured or dangerous. 2. Data that documents the use of force by a peace officer that results in substantial bodily harm. 3. Data that a data subject requests to be made accessible to the public, subject to redaction. Data on any data subject (other than a peace officer) who has not consented to the public release must be redacted if practicable. In addition, any data on undercover officers must be redacted. 4. Data that documents the final disposition of a disciplinary action against a public employee. DRAFT EDINA POLICE OPERATIONS MANUAL Policy Number 775.00 Subject: Body Worn Cameras Page 7 However, if another provision of the Data Practices Act classifies data as private or otherwise not public, the data retains that other classification. For instance, data that reveals protected identities under Minn. Stat. § 13.82, subd. 17 (e.g., certain victims, witnesses, and others) should not be released even if it would otherwise fit into one of the public categories listed above. E. Access to BWC data by non-employees. Officers shall refer members of the media or public seeking access to BWC data to the data practices designee, who shall process the request in accordance with the MGDPA and other governing laws. In particular: 1. An individual shall be allowed to review recorded BWC data about him- or herself and other data subjects in the recording, but access shall not be granted: a. If the data was collected or created as part of an active investigation. b. To portions of the data that the agency would otherwise be prohibited by law from disclosing to the person seeking access, such as portions that would reveal identities protected by Minn. Stat. § 13.82, subd. 17. 2. Unless the data is part of an active investigation, an individual data subject shall be provided with a copy of the recording upon request, but subject to the following guidelines on redaction: a. Data on other individuals in the recording who do not consent to the release must be redacted. b. Data that would identify undercover officers must be redacted. c. Data on other officers who are not undercover and who are on duty and engaged in the performance of official duties, may not be redacted. d. Data subject must submit an official request and pay any associated fees from the posted fee schedule. F. Access by peace officers and law enforcement employees. No employee may have access to the department’s BWC data except for legitimate law enforcement or data administration purposes: 1. Officers may access and view stored BWC video only when there is a business need for doing so, including the need to defend against an allegation of misconduct or substandard performance. Officers may review video footage of an incident in which they were involved prior to preparing a report, giving a statement or providing testimony about the incident. DRAFT EDINA POLICE OPERATIONS MANUAL Policy Number 775.00 Subject: Body Worn Cameras Page 8 2. Access by agency personnel shall be logged automatically within the BWC video storage database at the time of each access. Agency personnel are prohibited from accessing BWC data for non-business reasons and from sharing the data for non-law enforcement related purposes, including but not limited to uploading BWC data recorded or maintained by this agency to public and social media websites. 3. Employees seeking access to BWC data for non-business reasons may make a request for it in the same manner as any member of the public. G. Other authorized disclosures of data. Officers may display portions of BWC footage to witnesses as necessary for purposes of investigation as allowed by Minn. Stat. § 13.82, subd. 15, as may be amended from time to time. Officers should generally limit these displays in order to protect against the incidental disclosure of individuals whose identities are not public. Protecting against incidental disclosure could involve, for instance, showing only a portion of the video, showing only screen shots, muting the audio or playing the audio but not displaying video. In addition: 1. BWC data may be shared with other law enforcement agencies only for legitimate law enforcement purposes that are documented in writing at the time of the disclosure. 2. BWC data shall be made available to prosecutors, courts, and other criminal justice entities as provided by law. 775.10 COMPLIANCE A. Supervisors shall monitor for compliance with this policy. The unauthorized access to or disclosure of BWC data may constitute misconduct and subject individuals to disciplinary action and criminal penalties pursuant to Minn. Stat. § 13.09. B. The chief or chief’s designee shall periodically review the efficacy of the body worn camera program including review of this policy to assure it remains compliant with relevant laws and best practices. PUBLIC PARTICIPATION PLAN I BODY WORN CAMERAS I CITY OF EDINA 1 ENGAGEMENT PLAN PROJECT: BODY WORN CAMERAS PROJECT SCOPE - The City must have a policy for Body Worn Cameras prior to purchasing the system. - Council approves the purchase, staff approves the policy. - Draft policy will be available for public input PROJECT CRITERIA DESIRED INPUT As cited in Minnesota State Statute 626.8473 Subd.2. Public comment. A local law enforcement agency must provide an opportunity for public comment before it purchases or implements a portable recording system. At a minimum, the agency must accept public comments submitted electronically or by mail, and the governing body with jurisdiction over the budget of the law enforcement agency must provide an opportunity for public comment at a regularly scheduled meeting. Portions of the draft policy are required to meet state statute requirements. The City of Edina must meet those minimum requirements. The City will accept public comment on the policy through an engagement process. CITY DECISIONS / ROLES DECISION DECISION MAKER - Policy - Staff - Purchase - Council - Implementation Plan - Staff OTHER CONSIDERATIONS - Cost - Privacy rights of employees & public - Legal requirements - Data practices - Equity - Transparency - Safety of employees, witnesses & public - Integrity of investigations - Administrative / logistical resources PARTICIPATON LEVEL CONSULT - Goal: We will work directly with the public throughout the process to ensure that public concerns and aspirations are consistently understood and considered. - Promise: We will work to ensure that your concerns and aspirations are directly reflected in the alternatives developed and provide feedback on how public input influenced the decision. PUBLIC PARTICIPATION PLAN I BODY WORN CAMERAS I CITY OF EDINA 2 TIMELINE PUBLIC PARTICIPATION TECHNIQUES BETTER TOGETHER EDINA - Goal: Take public comment on the draft policy. - Project Page: BetterTogetherEdina.org/bodycams - Open Date: December 3 - Close Date: December 20 COMMUNITY COMMENT - Goal: Take public comment on the draft policy - City Council Meeting: December 17, 2019 Q4 2020 • Program implementation February • Finalize technical specifications and begin purchasing process. January • Public feedback synthesis • Policy updated December •Public input process open December 3 - 20 • December 3, 2019 City Council meeting staff presentation • Community Comment on 12/17/19 • Better Together Edina November • Draft policy • Better Together Edina project page developed Public Input Process Police Body Worn Cameras Policy Development & Engagement Plan Sgt. Aaron White & MJ Lamon, Community Engagement Coordinator Policy Development •State Statutes 13.825 & 626.8473 •League of Minnesota Cities Model Policy •Other Agency Policies •Internal Reviews •Legal Review EdinaMN.gov 2 Roles EdinaMN.gov 3 DECISION DECISION MAKER -Policy -Staff -Purchase -Council -Implementation Plan -Staff Timeline EdinaMN.gov 4 Q4 2020 •Program implementation February •Finalize technical specifications and begin purchasing process. January •Public feedback synthesis •Policy updated December •Public input process open December 3 - 20 November •Draft policy •Better Together Edina project page developed Public Input Process 1. Better Together Edina Opportunities for Public Input EdinaMN.gov 5 2. December 17 City Council Meeting www.BetterTogetherEdina.org/bodycams OR Portion of agenda item Community Comment will be dedicated to this topic. Date: December 3, 2019 Agenda Item #: VIII.A. To:Mayor and City Council Item Type: Report / Recommendation From:Cary Teague, Community Development Director Item Activity: Subject:PUBLIC HEARING: Resolution No. 2019-108, Authorizing Submittal of the 2018 Comprehensive Plan to Met Council Action CITY OF EDINA 4801 West 50th Street Edina, MN 55424 www.edinamn.gov ACTION REQUESTED: Approve Resolution No. 2019-108 authorizing staff to submit the 2018 Comprehensive Plan to Met Council. INTRODUCTION: This is the City Council Public Hearing for approval and authorization for staff to submit the 2018 Comprehensive Plan to Met Council. T he Plan incorporates feedback from the public review period for residents and surrounding jurisdictions. The Comprehensive Plan provides a vision for the City and framework for shaping future growth and change. It contains information about current conditions, trends, and goals and policies for land use, community design, housing, transportation, parks, recreation, and natural resources, water resources, heritage preservation, and community services and facilities. In the last two years, more than 180 meetings have been held to gather feedback from the community to update the Comprehensive Plan and small area plans. Click here to view the red line chapters showing changes made from the March draft posted on Better Together. The 2018 Comprehensive Plan is attached and is listed by chapter for easy viewing. ATTACHMENTS: Description Resolution 2019-108: Authorizing Submittal of the 2018 Comprehensive Plan to Met Council Table of Contents Introduction and Vision Community Profile Land Use and Community Design Housing Transportation Parks, Open Space, and Natural Resources Water Resources Environment and Environment Community Services and Facilities Economic Competitveness and Economic Development Human Rights and Relations Community Health Heritage Preservation Arts and Culture Implementation Response to comments submitted by Roberta Castellano Staff Presentation Staff Presetnation: Density Comparison RESOLUTION NO. 2019-108 AUTHORIZING STAFF SUBMITTAL OF THE 2018 COMPREHENSIVE PLAN UPDATE TO THE METROPOLITAN COUNCIL WHEREAS, Minnesota Statutes section 473.864 requires each local governmental unit to review and, if necessary, amend its entire comprehensive plan and its fiscal devices and official controls at least once every ten years to ensure its comprehensive plan conforms to metropolitan system plans and ensure its fiscal devices and official controls do not conflict with the comprehensive plan or permit activities that conflict with metropolitan system plans; and WHEREAS, Minnesota Statutes sections 473.858 and 473.864 require local governmental units to complete their “decennial” reviews by December 31, 2018; and WHEREAS, the City of Edina received an extension from the Metropolitan Council to submit the Plan by December 31, 2019; and WHEREAS, the City Council, Planning Commission, and City Staff have prepared a proposed Comprehensive Plan intended to meet the requirements of the Metropolitan Land Planning Act and Metropolitan Council guidelines and procedures; and WHEREAS, pursuant to Minnesota Statutes section 473.858, the proposed Comprehensive Plan was submitted to adjacent governmental units and affected special districts and school districts for review and comment on May 8, 2019, and the statutory six-month review and comment period has elapsed; and WHEREAS, the Planning Commission has considered the proposed Comprehensive Plan and all public comments, and thereafter submitted its recommendations to the City Council; and WHEREAS, the City of Edina conducted public hearing(s) on November 13 by the Planning Commission and December 3rd by the City Council relative to the adoption of the proposed Comprehensive Plan; and WHEREAS, the City Council has reviewed the proposed Comprehensive Plan and those recommendations, public comments, and comments from adjacent jurisdictions and affected districts; and WHEREAS, Minnesota Statutes section 473.858 requires a local governmental unit to submit its proposed comprehensive plan to the Metropolitan Council following recommendation by the planning commission and after consideration but before final approval by the governing body of the local governmental unit. WHEREAS, based on its review of the proposed Comprehensive Plan and Planning Commission and staff recommendations, the City Council is ready to submit its proposed plan to the Metropolitan Council for review pursuant to Minnesota Statutes section 473.864; and BE IT RESOLVED by the City Council of the City of Edina, Minnesota, as follows: 1. The City Planner is directed to distribute said Comprehensive Plan to the Metropolitan Council by December 31, 2019 pursuant to Minnesota Statutes section 473.864. Adopted this 3rd day of December 2019. ATTEST: Sharon Allison, City Clerk James B. Hovland, Mayor STATE OF MINNESOTA ) COUNTY OF HENNEPIN )SS CITY OF EDINA ) CERTIFICATE OF CITY CLERK I, the undersigned duly appointed and acting City Clerk for the City of Edina do hereby certify that the attached and foregoing Resolution was duly adopted by the Edina City Council at its Regular Meeting of December 3, 2019, and as recorded in the Minutes of said Regular Meeting. WITNESS my hand and seal of said City this ____ day of __________________, 2019. _________________________________ City Clerk Table of Contents Acknowledgements Executive Summary a. Why Plan? ........................................................................................................................... i b. Purpose of the Comprehensive Plan .................................................................................. i c. Plan Development ............................................................................................................. ii d. Plan Organization .............................................................................................................. ii e. Chapter Highlights ............................................................................................................ iii 1. Introduction and Vision a. Introduction .................................................................................................................... 1-1 b. How the Comprehensive Plan Was Prepared ................................................................ 1-3 c. How to Use This Comprehensive Plan .......................................................................... 1-16 2. Community Profile a. Chapter Highlights .......................................................................................................... 2-1 b. Introduction .................................................................................................................... 2-1 c. Planning Context ............................................................................................................ 2-1 d. Planning Area Designation ............................................................................................. 2-2 e. Forecasted Growth ......................................................................................................... 2-4 f. Population and Households ........................................................................................... 2-5 g. Housing Units ............................................................................................................... 2-13 h. Employment ................................................................................................................. 2-35 3. Land Use and Community Design a. Chapter Highlights .......................................................................................................... 3-1 b. Introduction .................................................................................................................... 3-1 c. Forecasted Growth ......................................................................................................... 3-2 d. Community Designation ................................................................................................. 3-4 e. Trends and Challenges.................................................................................................... 3-6 f. Existing Land Use and Conditions ................................................................................... 3-7 g. Residential Density ....................................................................................................... 3-17 h. Areas of Potential Change ............................................................................................ 3-21 i. Future Land Use ............................................................................................................ 3-24 j. Community Design Guidelines ..................................................................................... 3-38 k. Land Use Goals and Policies ......................................................................................... 3-44 4. Housing a. Chapter Highlights .......................................................................................................... 4-1 b. Introduction .................................................................................................................... 4-1 c. Current Conditions ......................................................................................................... 4-2 d. Trends and Challenges.................................................................................................. 4-11 e. Housing Needs Analysis ................................................................................................ 4-14 f. Affordable Housing Allocation...................................................................................... 4-18 g. Goals and Policies ......................................................................................................... 4-21 h. Implementation Plan .................................................................................................... 4-23 i. Additional Housing Tools .............................................................................................. 4-26 5. Transportation a. Chapter Highlights .......................................................................................................... 5-1 b. Introduction .................................................................................................................... 5-5 Edina Comprehensive Plan Table of Contents Draft 09-30-19 c. Current Conditions ......................................................................................................... 5-5 d. Transit ............................................................................................................................. 5-9 e. Roadways ...................................................................................................................... 5-12 f. Aviation ......................................................................................................................... 5-24 g. Freight........................................................................................................................... 5-24 h. Trends and Challenges.................................................................................................. 5-28 i. Future Transit Services ................................................................................................. 5-31 j. Future Roadways .......................................................................................................... 5-35 k. Goals and Policies ......................................................................................................... 5-56 l. Transportation Objectives ............................................................................................ 5-60 6. Parks, Open Space, and Natural Resources a. Chapter Highlights .......................................................................................................... 6-1 b. Edina Parks and Recreation Department Vision and Mission ........................................ 6-1 c. Introduction .................................................................................................................... 6-1 d. Inventory and Current Conditions .................................................................................. 6-2 e. Trends and Challenges.................................................................................................... 6-9 f. Goals and Policies ........................................................................................................... 6-9 g. 1995 Revised Introductory Guidance ........................................................................... 6-12 7. Water Resources Overview a. Chapter Highlights .......................................................................................................... 7-1 b. Introduction .................................................................................................................... 7-1 c. Central to Modern Life ................................................................................................... 7-1 d. Making the Invisible, Visible ........................................................................................... 7-2 e. Asset Management and Safety ....................................................................................... 7-4 f. Reimagine and Renew .................................................................................................... 7-5 g. Trends and Challenges.................................................................................................... 7-6 h. Conclusion ...................................................................................................................... 7-6 Sanitary Sewer Utility a. Introduction .................................................................................................................... 7-7 b. Current and Future Conditions ....................................................................................... 7-9 c. Goals and Policies ......................................................................................................... 7-17 d. Implementation ............................................................................................................ 7-18 e. References and Appendices ......................................................................................... 7-23 Stormwater Utility a. Introduction .................................................................................................................. 7-24 b. Current and Future Conditions ..................................................................................... 7-26 c. Goals and Policies ......................................................................................................... 7-30 d. Implementation ............................................................................................................ 7-31 e. References and Appendices ......................................................................................... 7-34 Drinking Water Utility a. Introduction .................................................................................................................. 7-35 b. Current and Future Conditions ..................................................................................... 7-37 c. Goals and Policies ......................................................................................................... 7-41 d. Implementation ............................................................................................................ 7-44 e. References and Appendices ......................................................................................... 7-47 Edina Comprehensive Plan Table of Contents Draft 09-30-19 8. Energy and Environment a. Chapter Highlights .......................................................................................................... 8-1 b. Introduction .................................................................................................................... 8-1 c. Background: Edina’s Commitment to Sustainability ...................................................... 8-2 d. Existing Conditions, Trends, and Challenges .................................................................. 8-4 e. Recommendations and Strategies .................................................................................. 8-8 f. Collection of Sustainability Ideas and Specifics from the EEC ...................................... 8-11 g. Solar Access Protection ................................................................................................ 8-14 9. Community Services and Facilities a. Chapter Highlights .......................................................................................................... 9-1 b. Introduction .................................................................................................................... 9-2 c. Public Safety: Police Protection ...................................................................................... 9-4 d. Public Safety: Fire Protection ......................................................................................... 9-9 e. Education/Lifelong Learning: Schools .......................................................................... 9-14 f. Education/Lifelong Learning: Libraries ......................................................................... 9-21 10. Economic Competitiveness and Economic Development a. Chapter Highlights ........................................................................................................ 10-1 b. Introduction .................................................................................................................. 10-1 c. Background ................................................................................................................... 10-2 d. Current Conditions ....................................................................................................... 10-4 e. Trends and Challenges................................................................................................ 10-10 f. Goals and Policies ....................................................................................................... 10-15 11. Human Rights and Relations a. Chapter Highlights ........................................................................................................ 11-1 b. Introduction .................................................................................................................. 11-2 c. Current Conditions ....................................................................................................... 11-3 d. Trends, Challenges, and Themes .................................................................................. 11-5 e. Goals and Policies ......................................................................................................... 11-6 12. Community Health a. Chapter Highlights ........................................................................................................ 12-1 b. Introduction .................................................................................................................. 12-1 c. Background ................................................................................................................... 12-2 d. Current Conditions ....................................................................................................... 12-4 e. Trends, Challenges, and Opportunities ........................................................................ 12-6 f. Recommendations ........................................................................................................ 12-8 g. Additional Resources .................................................................................................. 12-10 13. Heritage Preservation a. Chapter Highlights ........................................................................................................ 13-1 b. Introduction .................................................................................................................. 13-1 c. Trends and Challenges.................................................................................................. 13-3 d. Goals and Policies ......................................................................................................... 13-4 14. Arts and Culture a. Chapter Highlights ........................................................................................................ 14-1 b. Introduction .................................................................................................................. 14-2 c. Current Conditions: Historic Contexts and Inventory .................................................. 14-3 d. Arts and Culture in the Comprehensive Plan ............................................................... 14-5 e. Vision for Arts and Culture in Edina ............................................................................. 14-7 Edina Comprehensive Plan Table of Contents Draft 09-30-19 f. Dedicated Venues and Spaces ...................................................................................... 14-8 g. Art and Artists in Edina ............................................................................................... 14-11 h. Arts and Culture Commission .................................................................................... 14-13 i. Summary of Current Conditions ................................................................................. 14-14 j. Trends and Challenges................................................................................................ 14-15 k. Goals and Policies ....................................................................................................... 14-17 15. Implementation a. Chapter Highlights ........................................................................................................ 15-1 b. Introduction .................................................................................................................. 15-1 c. Implementation Responsibility .................................................................................... 15-1 d. Implementation Tools .................................................................................................. 15-2 e. Key Official Controls ..................................................................................................... 15-5 f. Implementation Actions ............................................................................................... 15-8 g. Plan Amendment Process ........................................................................................... 15-40 Tables 1. Introduction and Vision 2. Community Profile 2.1 Population, Household, and Employment Projections ................................................. 2-4 2.2 Race and Ethnicity Trends in Edina ............................................................................. 2-10 2.3 Housing Values, Costs, and Affordability Gap ............................................................. 2-32 2.4 Persons Per Household................................................................................................ 2-34 2.5 Employment by Industry ............................................................................................. 2-37 2.6 Percentage Employment by Industry .......................................................................... 2-38 2.7 Top Edina Resident Commuter Destinations .............................................................. 2-42 2.8 Top Edina Worker Origins............................................................................................ 2-43 3. Land Use and Community Design 3.1 Population, Household, and Employment Projections ................................................. 3-3 3.2 Existing Land Use, 2005-2016 ........................................................................................ 3-8 3.3 Residential Acres by Type ............................................................................................ 3-21 3.4 Net Residential Density ............................................................................................... 3-21 3.5 Guided Land Use Acres ................................................................................................ 3-25 3.6 Future Land Use Categories ........................................................................................ 3-28 3.7 Future Land Use in Change Areas ................................................................................ 3-34 3.8 Residential Expected Density Ranges .......................................................................... 3-35 3.9 Commercial/Industrial Expected Density Ranges ....................................................... 3-35 3.10 Demand for Residential Acres Through 2040............................................................ 3-36 3.11 Demand for Commercial/Industrial Acres Through 2040 ......................................... 3-37 3.12 Staged Development or Redevelopment – Residential ............................................ 3-38 3.13 Staged Development or Redevelopment – Commercial ........................................... 3-39 4. Housing 4.1 Housing Conditions in 2016 ........................................................................................... 4-7 4.2 Subsidized Affordable Housing in Edina, 2016 .............................................................. 4-8 4.3 Edina Households Experiencing Cost Burden, 2016 ...................................................... 4-9 4.4 New Affordable Housing Allocation ............................................................................ 4-19 4.5 Residential Future Land Use Designations .................................................................. 4-20 Edina Comprehensive Plan Table of Contents Draft 09-30-19 4.6 Development Capacity for Affordable Housing Allocation ......................................... 4-20 4.7 Housing Implementation Tools ................................................................................... 4-27 5. Transportation 5.1 Scheduled Transit Service in Edina (2018) .................................................................... 5-9 5.2 “A” Minor Arterial Roadways ...................................................................................... 5-19 5.3 Other Arterial Roadways ............................................................................................. 5-20 5.4 Major Collector Roads ................................................................................................. 5-20 5.5 2040 Transportation Analysis Zone Base Forecasts .................................................... 5-37 5.6 2040 Transportation Analysis Zone Forecasts Adjusted ............................................. 5-38 5.7 2040 Transportation Analysis Zones Forecasts Changes............................................. 5-39 5.8 Planning Level Roadway Capacities by Facility Type ................................................... 5-43 5.9 Bridges with Insufficient Height Clearances ................................................................ 5-56 6. Parks, Open Space, and Natural Resources 6.1 Mini Parks ...................................................................................................................... 6-4 6.2 Neighborhood Parks ...................................................................................................... 6-5 6.3 Community Playfields .................................................................................................... 6-5 6.4 Community Parks .......................................................................................................... 6-6 6.5 Special Purpose Parks .................................................................................................... 6-6 6.6 Park Summary ............................................................................................................... 6-6 6.7 Total Acreage by Number of Park Facilities................................................................... 6-7 6.8 Natural Open Space Areas ............................................................................................. 6-8 6.9 Maintained Grass Areas ................................................................................................ 6-8 7. Water Resources 7.1 Historic Sanitary System Flows .................................................................................... 7-14 7.2 Metropolitan Sewer Interceptors ................................................................................ 7-15 7.3 Storage ........................................................................................................................ 7-38 7.4 Existing Supply Wells ................................................................................................... 7-39 7.5 Existing Water Treatment Plants ................................................................................. 7-40 7.6 Existing Demands ........................................................................................................ 7-41 7.7 Ultimate Water Demand Projections .......................................................................... 7-42 8. Energy and Environment 8.1 Edina Gross and Rooftop Solar Generation Potential ................................................. 8-14 9. Community Services and Facilities 9.1 School Enrollment ....................................................................................................... 9-19 10. Economic Competitiveness and Economic Development 11. Human Rights and Relations 11.1 Percent of Edina Population by Race ........................................................................ 11-5 12. Community Health 13. Heritage Preservation 14. Arts and Culture 15. Implementation 15.1 Implementation Actions ............................................................................................ 15-8 Edina Comprehensive Plan Table of Contents Draft 09-30-19 Figures 1. Introduction and Vision 2. Community Profile 2.1 Community Designation ................................................................................................ 2-3 2.2 Edina Population, Housing, and Employment Trends and Forecasts ............................ 2-5 2.3 Total Population of Edina, 1970-2016 ........................................................................... 2-6 2.4 Population Forecasts of Edina and Adjacent Communities, 2010-2040 ....................... 2-6 2.5 Age of Edina Residents, 2000-2016 ............................................................................... 2-7 2.6 Percentage of Residents Over 65 Years of Age ............................................................. 2-7 2.7 Percentage of Edina Population Under 20 and Over 65 Years of Age .......................... 2-8 2.8 Average Size of Edina Households, 1990-2040 ............................................................. 2-9 2.9 Comparison in Percentages of Household and Population Change .............................. 2-9 2.10 Median Age of Edina Residents by Migration Type in the Last Five Years ................ 2-10 2.11 Race and Ethnicity in Edina ....................................................................................... 2-11 2.12 Household Type in Edina ........................................................................................... 2-12 2.13 Median Household Income ....................................................................................... 2-13 2.14 Edina Housing Units by Percentage ........................................................................... 2-13 2.15 Housing Year Built ..................................................................................................... 2-15 2.16 Age of Edina Housing Percentage Built by Decade ................................................... 2-16 2.17 Comparison of Persons in Household and Bedrooms per Structure ........................ 2-17 2.18 Households Per Acre ................................................................................................. 2-18 2.19 Housing Units Per Acre .............................................................................................. 2-19 2.20 Homeownership Rates .............................................................................................. 2-20 2.21 Tenure and Vacancy .................................................................................................. 2-21 2.22 Household Tenure by Year Moved In ........................................................................ 2-21 2.23 New Housing Units Permitted ................................................................................... 2-22 2.24 Building Conditions .................................................................................................... 2-23 2.25 Median Value of Owner-Occupied Units ................................................................... 2-24 2.26 Median Housing Values ............................................................................................. 2-24 2.27 Owner Occupied Units by Estimated Market Value .................................................. 2-25 2.28 Median Household Income by Age of Householder ................................................. 2-26 2.29 Median Gross Rent .................................................................................................... 2-27 2.30 Average Housing and Transportation Costs .............................................................. 2-28 2.31 Median Housing Costs ............................................................................................... 2-28 2.32 Average Number of Days on the Markey .................................................................. 2-29 2.33 Average Price Per Square Foot .................................................................................. 2-29 2.34 Trulia Median Sale Price ............................................................................................ 2-30 2.35 Median Rent .............................................................................................................. 2-30 2.36 Census Tract Map ...................................................................................................... 2-31 2.37 Housing and Transportation Costs, Percent of Income............................................. 2-33 2.38 Total City Employment, 1970-2016 ........................................................................... 2-35 2.39 Generalized Job Concentrations ................................................................................ 2-36 2.40 Percentage of Edina Workers in the Labor Force by Age and Sex ............................ 2-39 2.41 Labor Force Participation Percentage of 16-64 Population ...................................... 2-40 2.42 Job Density Patterns in Edina .................................................................................... 2-41 2.43 Communing Destinations of Edina Residents ........................................................... 2-42 2.44 Place of Residence of Edina Workers ........................................................................ 2-43 Edina Comprehensive Plan Table of Contents Draft 09-30-19 2.45 Commuting Distance ................................................................................................. 2-44 2.46 Projected Employment for Edina and Adjacent Communities .................................. 2-45 2.47 Percentage Change in Employment and Population Projected ................................ 2-46 3. Land Use and Community Design 3.1 Edina Population, Household, and Employment Trends ............................................... 3-3 3.2 Community Designation ................................................................................................ 3-5 3.3 Existing Land Use ........................................................................................................... 3-9 3.4 Market Value Per Acre ................................................................................................ 3-13 3.5 Land Value to Total Value Ratio .................................................................................. 3-14 3.6 Building Age ................................................................................................................. 3-16 3.7 Building Condition ....................................................................................................... 3-17 3.8 Existing Housing Units Per Acre ................................................................................... 3-19 3.9 Population Per Square Mile ......................................................................................... 3-20 3.10 Potential Areas of Change from 2008 Plan ............................................................... 3-23 3.11 Potential Areas of Change from 2018 Plan ............................................................... 3-24 3.12 Future Land Use ........................................................................................................ 3-26 4. Housing 4.1 Edina Population and Households................................................................................. 4-2 4.2 Edina Resident Student Population and District Enrollment Trends ............................ 4-4 4.3 Median Home Sales Price .............................................................................................. 4-5 4.4 Percent of Edina Households Experiencing Cost Burden .............................................. 4-9 4.5 Owner Occupied Units by Estimated Market Value .................................................... 4-10 4.6 Affordable New Units Added by Year .......................................................................... 4-18 5. Transportation 5.1 Existing Sidewalk Facilities ............................................................................................ 5-6 5.2 Existing Bicycle Facilities ................................................................................................ 5-7 5.3 Tier 1 and Tier 2 Regional Bike Network ....................................................................... 5-8 5.4 Existing, Scheduled Transit Service ............................................................................. 5-11 5.5 Regional Roadway Network ........................................................................................ 5-13 5.6 Current (2016) Daily Traffic Volumes .......................................................................... 5-14 5.7 Number of Lanes on Collectors and Arterials .............................................................. 5-15 5.8 Regional Roadway Functional Classification ............................................................... 5-17 5.9 Local Roadway Functional Classification ..................................................................... 5-18 5.10 Existing Jurisdictional Classification .......................................................................... 5-22 5.11 Existing MSA Network ............................................................................................... 5-23 5.12 Freight System ........................................................................................................... 5-26 5.13 Current Daily Volume of Heavy Commercial Traffic .................................................. 5-27 5.14 Proposed Sidewalk Facilities ..................................................................................... 5-29 5.15 Proposed Bicycle Facilities ......................................................................................... 5-30 5.16 Metropolitan Council Regional Transitways ............................................................. 5-34 5.17 Traffic Analysis Zones ................................................................................................ 5-36 5.18 2040 Base Forecast Daily Traffic................................................................................ 5-41 5.19 2040 Revised (Adjusted) Base Forecast Daily Traffic ................................................ 5-42 5.20 2040 Forecast Capacity Deficiencies (Met Council Base) .......................................... 5-44 5.21 2040 Forecast Capacity Deficiencies ......................................................................... 5-45 5.22 Conceptual East/West Connector ............................................................................. 5-49 5.23 Jurisdictional Turnbacks Proposed by Hennepin County .......................................... 5-53 Edina Comprehensive Plan Table of Contents Draft 09-30-19 6. Parks, Open Space, and Natural Resources 6.1 City of Edina Parks and Facilities Map ........................................................................... 6-2 6.2 Alternative Alignments for the CP Regional Trail .......................................................... 6-3 7. Water Resources 7.1 Sanitary Sewer Map .................................................................................................... 7-10 7.2 Major Sewer Shed and Outlets .................................................................................... 7-11 7.3 Lift Station Sewersheds and Outlets ........................................................................... 7-12 7.4 Surface Water Resources ............................................................................................ 7-27 8. Energy and Environment 8.1 Energy Use – Total All Energy Types.............................................................................. 8-5 8.2 Energy Use – Residential ............................................................................................... 8-6 8.3 Gross Solar Potential in Edina ..................................................................................... 8-15 9. Community Services and Facilities 10. Economic Competitiveness and Economic Development 10.1 Assessed Value Per Acre for Commercial Parcels ..................................................... 10-3 10.2 Employment Density ................................................................................................. 10-4 10.3 Edina’s Traded Industry Clusters ............................................................................... 10-5 10.4 Edina’s Business and Industrial Parks ........................................................................ 10-6 10.5 Recently Remodeled Business Park Properties ......................................................... 10-6 10.6 Regionally Significant Retail/ Commercial Areas ....................................................... 10-8 10.7 City of Edina, Major Fiber Routes .............................................................................. 10-9 10.8 Seven County Metro Manufacturing Employment ................................................. 10-10 10.9 Transformation of Shopping Centers ...................................................................... 10-11 10.10 Conversion of Former Service Station ................................................................... 10-13 11. Human Rights and Relations 11.1 Food for Thought: Equality Versus Equity Versus Justice ......................................... 11-3 11.2 City of Edina Median Household Income by Year and Race ..................................... 11-6 12. Community Health 13. Heritage Preservation 14. Arts and Culture 15. Implementation 15.1 Existing Zoning ........................................................................................................... 15-4 Edina Comprehensive Plan Table of Contents Draft 09-30-19 Appendices 1. Introduction and Vision 2. Community Profile 3. Land Use and Community Design 4. Housing 5. Transportation 5.1 Edina Living Streets 5.2 Pedestrian and Bicycle Master Plan 5.3 50th & France Transportation Study 5.4 Edina Southdale Area Model Update and Transportation Study 5.5 Grandview District Transportation Study 6. Parks, Open Space, and Natural Resources 6.1 City of Edina Parks, Recreation, and Trails Strategic Plan 7. Water Resources Sanitary Sewer Utility 7.1 Grandview Green 7.2 Southeast Edina Sanitary Sewer Preliminary Engineering 7.3 Edina South Sanitary Sewer Capacity Evaluation Stormwater Utility 7.4 2018 Comprehensive Water Resources Management Plan 7.5 Nine Mile Creek Water Management Plan 7.6 Minnehaha Creek Watershed Management Plan 7.7 Stormwater Pollution Prevention Program Drinking Water Utility 7.8 Wellhead Protection Plan 7.9 2018 Water Supply Plan 8. Energy and Environment 9. Community Services and Facilities 10. Economic Competitiveness and Economic Development 11. Human Rights and Relations 12. Community Health 13. Heritage Preservation 14. Arts and Culture 15. Implementation 15.1 Edina Capital Improvement Plan Acknowledgements This Comprehensive Plan is the product of many, many people. The City of Edina gratefully acknowledges the efforts of hundreds of people who cared enough about Edina’s future to dedicate an enormous portion of their time and energy to creating this Plan. We thank all of them for their insights, questions, and contributions. The following lists those who participated formally. Mayor James Hovland Edina City Council Council Member Mary Brindle Council Member Mike Fischer Council Member Kevin Staunton Council Member Ronald Anderson Edina Planning Commission (Comp Plan Task Force – CPTF) Jo Ann Olsen, Chair Ian Nemerov, Vice-Chair James Bennett Sheila Berube John Hamilton Susan Lee Louis Miranda Gerard Strauss Todd Thorsen Yash Mangalick - Student Isabel Melton – Student Tanner Jones – Student Anand Mittal - Student Edina City Commissions Arts and Culture Commission Community Health Committee Energy and Environment Commission Heritage Preservation Commission Human Rights and Relations Commission Race and Equity Initiative Parks and Recreation Commission Transportation Commission Small Area Plan and District Plan Work Groups 44th & France 50th & France 70th & Cahill Grandview Greater Southdale Wooddale & Valley View Edina Comprehensive Plan Acknowledgements Draft 09-30-19 City of Edina Staff City Manager Scott Neal Community Development Director Cary Teague Assistant City Planner Kris Aaker Assistant City Planner Emily Bodeker Affordable Housing Development Manager Stephanie Hawkinson Engineering Director Chad Millner Transportation Planner Mark Nolan Engineering Services Manager Ross Bintner Economic Development Manager Bill Neuendorf Parks and Recreation Director Ann Kattreh Assistant Parks Director Susan Faus Sustainability Coordinator Tara Brown Police Chief Dave Nelson Police Lieutenant Dan Conboy Fire Chief Tom Schmitz Fire Marshall Rick Hammerschmidt Chief Building Official David Fisher Community Health Administrator Jeff Brown Community Engagement Coordinator MJ Lamon Administrative Support Specialist Liz Olson Heritage Preservation consultant Robert Vogel Edina Arts Center Manager Susan Tarnowski Consultants Biko Associates, Inc. William Smith Daniel Lubben Aida Strom Bolton & Menk, Inc. Haila Maze Sarah Strain Cornejo Consultants Dan Cornejo Economic Development Services, Inc. Janna King Griffin Design, LLC Timothy J. Griffin Joseph Hang ZAN Associates, Inc. Dan Edgerton Faith Xiong Coal Dorius Tom Holmes Bob Close Studio, LLC Bob Close i Executive Summary Why plan? Some ask “Why bother to predict the future?” However, when a community prepares a Comprehensive Plan, it is not trying to predict the future – the distant future in particular. Through comprehensive planning, a community examines trends, challenges, and opportunities, studies the forces of change from within their community and from without, and contemplates possible futures. Through these activities a community can prepare for what may come to pass. By building on its vision and values, a community can also decide what kind of future looks best and steer itself in that direction. Minnesota State law requires that cities’ comprehensive plans must be updated at least once every ten (10) years. This Comprehensive Plan fulfills the City’s responsibilities in growth management as required by the Metropolitan Land Planning Act (Section 462.355, Subds. 4, 473.175 and 473.851 to 473.871) and ensures consistency with and support of Thrive MSP 2040, which documents the Metropolitan Council’s vision for the Twin Cities metropolitan region over the next 30 years. Thrive MSP 2040 anticipates future needs in the region and identifies each community’s role and responsibility in bringing the region’s vision to life. Purpose of the Comprehensive Plan: Making the Right Choices The Edina Comprehensive Plan is designed as a framework for guiding future development, redevelopment, and community enhancement. By integrating social, physical, economic, and broader environmental perspectives into the community’s decision-making, the Comprehensive Plan provides direction to matters that can improve the everyday lives of residents, workforce, and visitors. It is a guide for making the right choices to shape Edina’s collective future growth, to protect what Edina values, and to create an even more attractive, sustainable, and welcoming Edina. The Edina Comprehensive Plan lays out a unified “big picture” for seeing connections and understanding the consequences of our choices. This plan was developed around a strategy that recognizes that most of the community is fully-developed. Therefore, growth, redevelopment, and public investments are directed to neighborhood nodes through Small Area Plans for Wooddale/Valley View, 44th and France, 50th and France, 70th and Cahill, and in the City’s southeast quadrant with the Greater Southdale District Plan. This strategy to focus growth preserves the integrity of single-family and low-density neighborhoods, makes good use of existing infrastructure capacity and planned improvements, and encourages Edina’s Vision Statement Edina holds a well-earned reputation as a city of choice. It is a model of 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. Edina’s defining features: • Inclusive and Connected • Built-to-Scale Development • Sustainable Environment • A Community of Learning • Future-Oriented Source: City of Edina: Strategic Vision and Framework (May, 2015) Edina Comprehensive Plan Executive Summary 09-30-19 ii efficiency in new infrastructure investments in streets, sidewalks, transit lines, water and sewer lines, stormwater management, and parks. Plan Development During 2017 and 2018, City of Edina Comprehensive Plan Task Force (CPTF) of the Planning Commission led a work program that organized the City’s other commissions in a collaborative effort with City staff and a team of professional consultants to examine and update the various topical chapters of the 2008 Comprehensive Plan, consider current and future issues, and propose new directions where appropriate and warranted. The planning process was initiated in April, 2017 with two workshops. The first workshop, conducted over two days, was “Bridging Between Vision and Planning. During the first day, participants reaffirmed findings from “Vision Edina,” a city-wide visioning document completed in 2015 and identified “Big Ideas” that should be considered in the development of the Comprehensive Plan. The second day was focused on mapping the “Big Ideas. In early May, another workshop, “Comprehensive Planning 101” was sponsored by the Comprehensive Plan Task Force for all City Commissions. A Community Kick-Off Meeting was held in mid-May, 2017 to officially begin work on the Comprehensive Plan. Through dozens and dozens of meetings and work sessions, resident and business Work Groups led the preparation of each of the draft neighborhood node Small Area Plans and the District Plan for Greater Southdale, with those processes also including public open houses for review and comment. Throughout this process, over 170 meetings, workshops, and open houses were held. Plan Organization The Edina Comprehensive Plan is designed: (1) to be a readable and functional decision-making framework to guide future growth and change in Edina and (2) to fulfill Edina’s regional responsibilities for land use, housing, transportation, water resources, and regional parks and trails. Edina: A Community of Learning An additional focus of Edina’s local planning is “EDUCATION.” This element of life in Edina has long served as a major attraction for families who decide to move to the community, and the quality and achievement levels of Edina’s public schools are second to none in the State of Minnesota. But the Planning Commission has asked, “Why should high quality education be limited to the public schools? Shouldn’t education be woven into the fabric of the community in as many ways as possible; in artistic and cultural expressions, in the parks, in public infrastructure, in community gatherings, in community health, in policing, in heritage preservation, etc.?” Thus, goals, policies, and implementation steps presented in this plan update place an emphasis on information demonstrations, exhibitions, sharing, Edina Comprehensive Plan Executive Summary 09-30-19 iii communication, and expanding residents’ awareness . . . all in an effort to ensure that learning extends beyond formal classroom settings. Each chapter of the plan that discusses the thirteen (13) substantive resource areas (e.g., land use, housing, arts and culture, transportation, economic development, water resources, etc.) includes examples of how EDUCATION and the benefits of learning can be extended across generations and into the fabric of the community This plan is organized into these basic components: 1. An Executive Summary 2. Chapter 1: Introduction and Vision which makes the connection between the previous 2008 Comprehensive Plan, other “foundation documents” such as Vision 2015, Parks, Recreation, and Trails Strategic Plan, Living Streets Plan, and Affordable Housing Policy. The public engagement process is also described in more detail. 3. Topical chapters (2-14), each of which describes existing conditions/context, explores trends, challenges, and opportunities, and formulates goals and policies to achieve Edina’s vision. • Chapter 2 Community Profile • Chapter 3 Land Use and Community Design • Chapter 4 Housing • Chapter 5 Transportation • Chapter 6 Parks, Open Space, and Natural Resources • Chapter 7 Water Resources • Chapter 8 Energy and Environment • Chapter 9 Community Services and Facilities • Chapter 10 Economic Competitiveness and Economic Development • Chapter 11 Human Rights and Relations • Chapter 12 Health • Chapter 13 Heritage Preservation • Chapter 14 Arts and Culture 4. Chapter 15: Implementation which contains the (1) recommended actions and activities that emanate from the goals and policies, (2) timelines, (3) and roles and responsibilities for the various departments and agencies designated to carry out the actions and activities. Small Area Plans are incorporated by reference into the Comprehensive Plan: • Wooddale / Valley View Small Area Plan • Small Area Plan for 44th and France Neighborhood Node • Small Area Plan for 50th and France Neighborhood Node • Small Area Plan for 70th and Cahill Neighborhood Node • Greater Southdale District Plan Edina Comprehensive Plan Executive Summary 09-30-19 iv Chapter Highlights Chapter 2: Community Profile provides data trends and future projections of basic demographic elements including population, housing, and employment. The intent is to provide context that will inform both the vision for growth in the community, and the recommended direction for policy. • The City of Edina is expected to continue to grow in population, households, and jobs. • Demographic trends such as an increase in children, as well as the overall aging of the population, will shape the future of the city. • The population is still fairly racially homogenous and affluent, but is steadily becoming more diverse, particularly with newer and younger residents. • Edina’s population is older than the state overall, with more than one third of Edina households including at least one older adult. • Edina’s median household income is well above metro and state averages. • Household sizes are declining overall, but there is evidence of the appeal of Edina to families with school aged children, with a large share of married couple families and one or both parents less likely to be working outside the home. • The housing stock continues to diversify over time, though housing affordability remains a consistent challenge, especially for first time homeowners and seniors, due to very high land values. • Edina retains its role as a regional employment destination, building on its centralized location and established economic base. Chapter 3: Land Use and Community Design provides not only guidance for land use and development within the city, but some of the organizing principles for the city itself. This chapter also provides guidance for the character, scale, and built form of development. • The land use vision for the City of Edina will guide the future distribution, mix, and intensity of uses to optimize the current and future vitality and livability of the community. • The biggest land use changes in the city will be in targeted areas of change – including those identified through the small area planning processes. These places are potential opportunities for shifts in uses and intensities, supporting larger community goals. Edina Comprehensive Plan Executive Summary 09-30-19 v • While much of the city’s land area will not be targeted for change, it will not remain static or frozen in time. Continued investments in these primarily single-family areas are needed to maintain and update aging buildings and infrastructure to meet the needs of the people and businesses that use them. • Overall community character and livability are greatly valued in Edina. There will be a continual need to balance protecting what is valued and responding to needed and ongoing changes. • Land use bears a close and vital relationship to public infrastructure, utilities, and services. The City will need to plan and invest responsibly in these systems – both to maintain existing facilities and to provide new ones in response to changing and expanding needs. This is addressed in more depth in other chapters. • Sustainability is an important value throughout this plan. In terms of land use, it has implications from the small scale (e.g. how buildings are constructed and maintained) to citywide (e.g. responsible use of resources, preparing a community to respond to climate change). This is addressed in more depth in other chapters. Chapter 4: Housing provides an overview of (1) existing housing conditions, (2) trends and challenges related to housing, (3) discussion of future housing needs including the need for affordability, (4) goals and policies, and (5) an implementation plan. • The housing vision for Edina will guide policies related to housing affordability, choice, quality, and community context. • Affordability will remain a central issue and challenge for Edina in the coming years as it seeks to provide a range of housing options to meet the needs of Edina residents at all life stages and income levels. • The City of Edina has taken proactive steps regarding affordability via its Housing Succession Plan and the subsequent adoption of its Affordable Housing Policy, but evaluation is needed to determine if this is sufficient. Edina Comprehensive Plan Executive Summary 09-30-19 vi • Changing needs and preferences in Edina regarding housing type, size, style, and location will have implications both in areas of change and areas of stability citywide. • Interactions between housing and other community elements (including schools, employers, transportation, parks, retail and services, etc.) are critical to the long-term sustainability of the community. • Safe, secure, and affordable housing is essential to the healthy development of individuals, families, businesses, and communities. The City of Edina recognizes the need to provide affordable housing to a broad range of people who live, work and attend school here. It serves to preserve, create, and maintain an equitable community that promotes racial/ethnic and socioeconomic diversity. • Diversity of housing is essential to the creation of innovative and sustainable communities that will succeed in a rapidly changing society. • Affordable housing is also a region-wide issue of vitality and sustainability. Regional vitality depends upon all municipalities, including Edina, providing their fair share of affordable housing. Chapter 5: Transportation discusses the transporta- tion network, its existing and planned future design, function, and operational characteristics. Current and future conditions are considered against three aspects of movement: (1) to and from, (2) within, and (3) through the City. Edina is a nearly fully developed community, and the existing roadway network is essentially complete. Today’s primary transportation planning focus is not on building new roads or new alignments but on: • Renewing, managing, and improving the existing transportation system (network). • Ensuring the transportation system can accommodate travel demand imposed by new developments. • Improving the City’s non-motorized transportation system to facilitate pedestrian and bicycle movement and increase active transportation. • Supporting and encouraging transit use. • Increasing safety for all modes and users. • Implementing the City’s Livable Streets Plan to ensure that the transportation needs of all users will be considered and all modes will be appropriately accommodated. Edina Comprehensive Plan Executive Summary 09-30-19 vii • Ensuring that the City will manage the existing and future transportation systems in an efficient and responsible manner to achieve livability, sustainability, and a high level of environmental quality. Chapter 6: Parks, Open Space, and Natural Resources uses the following six key points to guide the development of goals and policies presented in this chapter. • Commit a minimum of 15 percent of Edina’s land area to be used as parks and green space. (As of the most recent census, we are right at this threshold.) Future standards will need to consider changing demographics along with population increases, as a percentage of land area is not necessarily a good measure or threshold. • Prepare an updated Master Plan for all Community and Special Use parks to guide use, growth and future development. Every Park Master Plan will include an approach to best maintain, improve and promote its natural resources. Some parks will be developed from the removal of parking lots or buildings, where natural resources have long since been eliminated. • Connect our neighborhoods via a Grand Rounds concept and in coordination with the Pedestrian and Bicycle Master Plan. • Be intentional on the use of benchmarking to assess progress against strategic objectives. • Explore alternative funding models to support future growth and accomplishment of the Edina Park and Recreation Department Mission Statement: To create parks, facilities and programs that foster a healthy inclusive community. We accomplish this through creative leadership, collaborations, environmentally sustainable practices and the responsible use of available resources. • Establish park facilities within a half mile distance of each Edina resident Chapter 7: Water Resources provides a citywide perspective on all water resource utilities: Sanitary Utility removes wastewater from residences, businesses, and institutions for treatment. Stormwater Utility maintains resources and facilities for the citywide management of stormwater. Edina Comprehensive Plan Executive Summary 09-30-19 viii Water Utility treats and supplies drinking water to residents, businesses, and institutions. • Improvements to the utilities are done according to established standards to meet expectation for high quality service. • Concepts of one water, sustainability, and conservation guide the City in ongoing improvements to the systems. • While the utility system is largely established citywide, it needs ongoing maintenance and renewal to continue to function. • With regular maintenance and planned improvements, the water resource utilities will have adequate capacity to accommodate growth within the city through 2040, consistent with other sections of the comprehensive plan. Chapter 8: Energy and Environment outlines existing conditions and progress to date on promoting more comprehensive recycling, smart building, and energy efficiency practices, as well as a framework for recommendations for the future to ensure the economic and environmental health of the community. • The people in the City of Edina strongly value building and maintaining a sustainable environment, although that has not always been matched by actions. • The City of Edina will take actions to address climate change, including greenhouse gas reduction and solid waste reduction. • Climate change will have an increasing impact on Edina, as evidenced by a recent United Nations report as well as by atmospheric processes, land-atmospheric interactions, and greenhouses gases responses research studies carried out by the Department of Soil, Water, and Climate at the University of Minnesota. • Sustainability aligned with equitable distribution of benefits should be a foundational element of the City’s decision-making process. Chapter 9: Community Services and Facilities inventories and examines existing services and facilities, identifies future needs, determines the requirements for maintaining and enhancing these services and facilities to meet Edina’s growing and changing population. Community services and facilities are publicly-accessible resources that (1) Help make lives safer, healthier, and more enjoyable, and (2) Enhance skills and abilities to enable residents, workers, and visitors to lead more rewarding and productive lives. This chapter addresses Public Safety (Police and Fire) and Education / Lifelong Learning (Schools and Libraries). Edina Comprehensive Plan Executive Summary 09-30-19 ix • Population growth, demographic changes especially in the 65+ age category, a growing workforce, and an increased pace of redevelopment, especially in the Greater Southdale District, will require an increased public safety response, including consideration of alternative non- traditional styles of policing and addressing growing diversity through the lens of equity and inclusion. • Increased building activity, primarily in the form of multi- unit residential and mixed-use structures, place high demands on both the Fire and Building Inspection Divisions of the Fire Department. • Current and future redevelopment activities and the concomitant population increase in the Greater Southdale District point to the need to relocate and expand Fire Station No. 2 towards the northwest area of this District to address the rising increase in response times, and to accommodate additional Emergency Management Services (EMS) resources, possibly as a joint Police/Fire facility. Also, it is anticipated that in 5-10 years, there will be a need for (new) Fire Station No. 3 in the northeast quadrant of the City. • Enrollment projections in the Edina Public Schools (ISD 273) do not point to a need to expand existing facilities. However, in recognition of the fast-paced redevelopment activity and the changing demographics in the Greater Southdale District, Edina Public Schools is monitoring these changes to determine the impact on future enrollment and the broader range of services they provide. • Hennepin County Library plans no significant facility or programmatic change to the Grandview Library. However, Hennepin County Library does plan to replace the Southdale Library either on the northwest quadrant of its current 7.7-acre site on York Avenue or at a nearby location. • An opportunity is identified for Hennepin County Library to partner with Edina Public Schools and others such as Fairview Southdale Medical Center, City of Edina Departments, Southdale Center Mall, Southdale YMCA, and Minnesota State University-Mankato at Edina to provide “outside-the-box” multi-generational and lifelong learning programs, especially in a re-location and re-design of the new Southdale Library to better match the pattern and character of the Greater Southdale District’s evolution. Chapter 10: Economic Competitiveness and Economic Development discusses Edina’s important role in the regional economy by providing employment locations for high-wage industries in its business and industrial parks, and serving as a regional hub for health care, retail, hospitality, dining, and entertainment. • Workplaces are changing and many are being designed to attract the next generation of workers. Edina’s business and industrial parks are aging and there are opportunities for updating and revitalization. Edina Comprehensive Plan Executive Summary 09-30-19 x • The health care sector is one of the fastest growing segments of the economy nationally and regionally. Growth is expected to continue as the large “baby boom” generation creates an increased demand for medical services. This has implications for the strong health care sector in the Greater Southdale area. • The retail industry is experiencing significant transformation as consumer shopping patterns change. Retail stores and shopping centers are rethinking their role and exploring ways to adapt successfully. • Smaller commercial nodes in Edina serve important functions in their neighborhoods, providing goods and services to area residents and building a sense of community and place. These are areas where smaller, locally-owned businesses typically find more affordable rents, property ownership opportunities, and access to a customer base. • Goals developed for this chapter are focused on: o Revitalizing Edina’s business and industrial parks o Capitalizing on expected growth in the health care sector o Attracting high quality employment opportunities o Successfully adapting to dynamic market changes in regional retail areas o Encouraging vibrant neighborhood commercial nodes o Ensuing the availability of a skilled, productive workforce o Expanding the city’s broadband infrastructure and capacity • Chapter 11: Human Rights and Relations describes the Edina’s goals and policies that have been developed to ensure that City departments, programs, officials and staff are working to “Build a Human Rights City with Race Equity For All.” Before outlining these specific goals and policies, the chapter discusses the difference between “equality” and “equity;” two words, which at the surface, imply the same thing and are often used interchangeably. At a deeper level, however, these two words are related but have different meanings. Together, with equality as a base and equity as an aspirational end, they define how the City will operate to ensure that all residents are given the opportunities they need to enjoy and benefit from living in Edina. One of the aims of this chapter is to ensure that steps are taken to ensure that the City looks at its departments, program, services, and practices through the lenses of equality and equity and, thus, truly established itself as a “Human Rights City.” Of particular concern is equality and equity in the areas of: housing, community services and Edina Comprehensive Plan Executive Summary 09-30-19 xi facilities, parks and recreation, and environment. Goals discussed in this chapter are focused on: • Establishing a race equity plan. • Ensuring equal access and opportunities for all residents. • Ensuring that the City welcomes all members of the community to participate in its social, employment, economic, political, and recreational activities. • Ensuring that the City supports and fosters economic equity and justice for all residents. • Ensuring that economic harm should not be an intended or unintended consequence of City programs, initiatives, or activities. Chapter 12: Health states that the mission of the Edina Public Health Division is to protect the health and promote the general well-being and welfare of the City’s residents, and to prevent disease and illness in the community. This chapter provides a policy framework for continued progress on the division’s mission and goals. This chapter also outlines a “health in all policies” approach wherein health is systemically addressed and included in policies throughout the plan. • Edina strives for a high standard of health overall, although specific concerns and racial and economic disparities exist that need to be addressed. • Understanding of health concerns is limited by the lack of community-specific data. • Changing demographics and aging in the community will continue to change health outcomes and needs. • Public health is impacted by a range of social and environmental factors that require a multi-faceted approach across all of the city. • Health in all policies provides an approach to comprehensively address health concerns across the full city government in cooperation with partners. Chapter 13: Heritage Preservation discusses the City’s Heritage Preservation Commission and its ongoing efforts to recognize, honor, appreciate, and make accessible the City’s past. It is the mission of the Commission to preserve the City’s historically significant resources (sites, districts, buildings, and objects) and ensure that they will be available for future generations to provide a sense of identity and Edina Comprehensive Plan Executive Summary 09-30-19 xii continuity in a fast-changing world. It is the belief of the Commission that these things reflect and shape values and aspirations and thereby contribute to the City’s identity. This chapter describes the process by which historic resources gain Heritage Landmark designation, and provides a description of existing heritage resources and their historical contexts. The city heritage preservation program, as well as its goals and policies, are organized into six program areas, reflecting the Secretary of the Interior’s standards and guidelines for historic preservation as well as current professional practices in heritage preservation planning. • Program Area 1 - Preservation Planning • Program Area 2 - Identification of Heritage Resources • Program Area 3 - Evaluation of Heritage Resources • Program Area 4 - Designation of Heritage Landmarks • Program Area 5 - Design Review and Compliance • Program Area 6 - Public Education and Outreach Chapter 14: Arts and Culture examines arts, creative expression, and culture in the City of Edina and the Arts and Culture Commission’s efforts to tie these to the community in ways that will enrich residents and visitors and contribute to a high quality of living. The following six goals were developed to guide the development of the Arts and Culture Commission’s annual work plans for the next ten years: Goal 1: Distribute and promote arts and culture across all of Edina to provide opportunities for people to come together in the creation and celebration of art and culture, building inclusive communities. Goal 2: Leverage the Edina Arts and Culture Commission (ACC) to form strong and enduring collaborative partnerships between the ACC and other Edina commissions and associations to incorporate arts and culture into planning and implementation processes. Goal 3: Improve and maintain dedicated spaces and venues for arts and culture; activate each with dynamic programming that includes a broad array of art forms and expressions accessible to all. Goal 4: Expand and continue to drive awareness of and participation in Edina’s Public Art program and art collection. Edina Comprehensive Plan Executive Summary 09-30-19 xiii Goal 5: Establish a formal role for artists and other creative thinkers to participate in forward-looking plans for Edina. Goal 6: Research, decide on, and implement the necessary funding and governance plans for supporting arts and culture in Edina. Chapter 15: Implementation contains the recommended actions and activities that emanate from the goals and policies, along with timelines for completing them. Together, these actions, activities, and timelines define an overall strategy for executing the Comprehensive Plan. This chapter describes the official controls (such as ordinances, and zoning and subdivision regulations), public programs and policies (such as the Affordable Housing Policy), funding partners, and fiscal devices (such as the Capital Improvement Program). Also, this chapter designates implementation roles and responsibilities that will ensure implementation and efficient management of public infrastructure and investments. Primary responsibility and decision-making authority lie with the City Council. Appointed Boards and Commissions provide oversight, input, and guidance related to focus areas for the community. City staff carry out implementation actions through departmental work programs and budgets. Many other organizations and agencies are an important part of the implementation process to achieve the intended outcomes. Examples of these include Hennepin County, the Edina School District, Hennepin County Library, Nine Mile Creek Watershed District, Minnehaha Creek Watershed District, adjacent cities, and various neighborhood groups and community associations in Edina. 1-1 I. Introduction and Vision Introduction Edina is a preeminent community for living, learning, raising families, and doing business. A strong and healthy community grows and evolves in response to its residents’ needs and wants; changing demographics; emerging social needs; environmental awareness; advances in technology; and market- based trends, realities, and demands. Additionally, communities within the Twin Cities metropolitan area, in order to maintain and ensure the future health and prosperity of the region, grow in response to thresholds identified by the Metropolitan Council. These are the premises upon which this 2018 Comprehensive Plan Update is based. Regional Planning Minnesota State law requires that cities’ comprehensive plans must be reviewed and updated at least once every 10 years. The updated Edina Comprehensive Plan must be submitted to the Metropolitan Council by December 31, 2019 or according to a date acceptable to the Council if later than December 31. This Comprehensive Plan fulfills the City’s responsibilities in growth management as required by the Metropolitan Land Planning Act (Section 462.355, Subds. 4, 473.175 and 473.851 to 473.871), in concert with Thrive MSP 2040, which presents the Metropolitan Council’s vision for Twin Cities metropolitan area (our region) over the next 30 years. Adopted on May 28, 2014, Thrive MSP 2040 anticipates future needs in the region and identifies each community’s role and responsibility in bringing the region’s vision to life. About Thrive MSP 2040 Under state law, the Metropolitan Council prepared Thrive MSP 2040 as the long-range plan for the Twin Cities region. This plan set the policy foundations for systems and policy plans developed by the Council, specifically for four regional systems: • Housing (Chapter 4) • Transportation (Chapter 5) • Regional parks (Chapter 6) • Water resources (Chapter 7) In accordance with the Metropolitan Land Planning Act, the City of Edina’s 2018 Comprehensive Plan Update duly responds to regional mandates. Resilience Resiliency is having the capacity to respond, adapt, and thrive under changing conditions. Consideration of vulnerabilities - and responses to those vulnerabilities – can only strengthen a community’s ability to prepare for and respond to unforeseen occurrences. Toward that end, Thrive MSP 2040 additionally encouraged communities within the region to plan for climate change, for example, and to develop climate mitigation strategies as part of their comprehensive plan updates. It was suggested that climate- related strategies might: (1) promote land use and development patterns that will contribute toward achieving Minnesota’s adopted greenhouse gas emissions goals or (2) recognize changing rainfall patterns that require additional storm water management capacity. While resilience was not identified as a required element in comprehensive plan updates, the City of Edina elected to include a vigorous discussion of current conditions, goals, and polices that will better Edina Comprehensive Plan 1. Introduction Draft 09-30-19 1-2 position the City to meet climate-related challenges in a proactive manner. (See Chapter 8: Energy and Environment.) Economic Competitiveness As with Resilience, consideration of the region’s ability to compete in a global economy was not identified as a required element in the comprehensive plan updates. The City of Edina, nonetheless, elected to address its responsibility to the region through consideration of factors that drive the regional economy and how, by aligning itself appropriately, regional and local economic benefits can be realized. (See Chapter 10: Economic Competitiveness and Economic Development.) While the Metropolitan Council does not assume an active role in economic development, the Council’s role in providing regional infrastructure, services, and amenities that serve as a foundation for economic growth is intended to align with and support ongoing economic development efforts to the greatest extent possible. As acknowledged in Thrive MSP 2040, regional economic competitiveness is a core element of the region’s sustained prosperity. Collectively, cities in the region must provide great and suitable locations for businesses to succeed; particularly for those industries that export products or services beyond the metropolitan area and bring revenue and jobs to the region. Chapter 10 recognizes and plans for Edina’s responsibility to the region (and its local economy and tax base) by addressing its ability to retain, attract, and grow businesses that bring wealth into the community and region. Developed in Chapter 10 are goals for retaining businesses and industries located along major transportation facilities and strengthening relationships with organizations such as Greater MSP, economic development authorities, industry associations, the Minnesota Department of Employment and Economic Development (DEED), and chambers of commerce. Local Planning The City of Edina currently uses its 2008 Comprehensive Plan to guide its policy-making and decisions. However, as Edina moves towards the future, the needs of the City and its residents will change. The changes need to be reflected and addressed in an updated Comprehensive Plan to better serve the community, i.e. its current citizens and new residents and businesses that will come here in the future. Thus, the 2018 Comprehensive Plan Update has not only been prepared to meet requirements codified in State statutes but also (and as importantly) to define and reinforce local concerns and preferences for life in Edina. This update is largely about the City, its residents and visitors, its workforce, its residential areas, its commercial areas, and its design and appearance. Areas of Change As a fully developed first-ring suburb of Minneapolis, Edina, at nearly 16 square miles in area, is largely built with established land use patterns. It is anticipated that the majority of uses and development patterns will not change. Approximately 93 percent of the City’s land area will be unaffected by the 2018 Comprehensive Plan Update. The 2008 Comprehensive Plan, however, did identify six areas within the community where change was anticipated to occur. This update to 2008 plan followed direction provided earlier by recognizing existing land use would remain constant except for the following six nodes: • Wooddale & Valley View • GrandView • 44th & France • Greater Southdale Edina Comprehensive Plan 1. Introduction Draft 09-30-19 1-3 • 70th & Cahill • 50th & France A development framework plan was prepared for one of these areas (the GrandView District) in 2012, and small area plans were developed for four of the areas (Wooddale & Valley View, 44th & France, 70th & Cahill, and 50th & France) between 2015 and 2019. A district plan was developed for Greater Southdale in 2018. These plans were developed to provide guidance for the changes expected to occur: guidance in the areas of land use, density, transportation, economic vitality, and design and appearance. Outcomes from the framework plan and the small area and district plans have informed and influenced the development of both Edina’s locally-focused and regional planning. These small area and district plans are incorporated by reference in the 2018 Comprehensive Plan Update and can be accessed electronically with hyperlinks. Relationships Across Local Systems As directed by the Edina Planning Commission and the City’s other commissions, an important focus of this 2018 update has been placed on the relationships that exist across the City’s systems. Viewed as opportunities to design programs and provide services more efficiently and effectively, enhanced integration of the City’s various departments and divisions presents potential to further enhance the community’s livability. Efforts to call attention to these relationships are presented in the plan’s goals, policies, and implementation steps; through hyperlinks; and in a matrix shown in the Appendix that shows where and how the City’s systems and programs can be better linked. Edina: A Community of Learning An additional focus of Edina's local planning is "EDUCATION." The quality and achievement levels of Edina's public schools are highly regarded in the State of Minnesota, and this element of life in Edina has long served as a major attraction for families who decide to move to the community. But the Planning Commission has asked, "Why should high quality education be limited to the public schools? Shouldn't education be woven into the fabric of the community in as many ways as possible; in artistic and cultural expressions, in the parks, in public infrastructure, in community gatherings, in community health, in policing, in heritage preservation, etc.?" Thus, goals, policies, and implementation steps presented in this plan update place an emphasis on information sharing, exhibitions, communication, and expanding residents' awareness of how the City works, how it has been and will be developed, and the interrelatedness of its program and services. Each chapter of the plan includes examples of how EDUCATION and the benefits of learning can be extended beyond the formal classroom, across generations, and into the fabric of the community. How the Comprehensive Plan Update was Prepared Comprehensive Plan Task Force (Planning Commission) and Work Group According to Edina City Code (Sec, 805.02, Subd, 1), the Planning Commission is responsible for preparing, reviewing, and making recommendations on the Comprehensive Plan, including its required updates. The Comprehensive Plan Task Force, comprised of residents who are currently on the Planning Commission, oversaw the preparation of the updated Comprehensive Plan and addressed both the Metropolitan Council’s regional planning requirements and local planning concerns. The City’s local planning efforts documented in this Comprehensive Plan update were predominantly focused on five small area plans and one district plan. Work Groups made up of community members appointed by City Council guided the small area plan and district plan studies and the development of Edina Comprehensive Plan 1. Introduction Draft 09-30-19 1-4 the plans. Two members of the Comprehensive Plan Task Force co-chaired each of the five Small Area Plan Work Groups, and three members of the Comprehensive Plan Task Force participated with the Greater Southdale District Plan Work Group. Work Group meetings were attended by City staff and consultants. Each Work Group conducted a series of internal work sessions (which were opened to the public) as well as community meetings where members of the public could participate and provide input. These meetings are documented in the five small area plans and the district plan, which are posted on the City’s website. • GrandView Development Framework (2012) https://www.edinamn.gov/DocumentCenter/View/3984/Grandview-Development-Framework-FINAL-April-2012-lo- res?bidId= • Small Area Plan for the Wooddale-Valley View Neighborhood Node (2015) https://www.edinamn.gov/DocumentCenter/View/1051/Wooddale-Valley-View-Plan-PDF?bidId= • Greater Southdale District Plan (2018) https://edinamn.gov/DocumentCenter/View/5645/Greater-Southdale-District-Plan-11-15-18-DRAFT- • Small Area Plan for the City of Edina’s 44th & France Neighborhood Node (2018) https://edinamn.gov/DocumentCenter/View/4467/Revised-Draft-Plan--44th-and-France-Small-Area-Plan--February-21- 2018 • Small Area Plan for the City of Edina’s 70th & Cahill Neighborhood Node (2018) https://www.edinamn.gov/DocumentCenter/View/5955/View-the-70th--Cahill-plan-adopted-January-8-2019-PDF • Small Area Plan for the City of Edina’s 50th & France Neighborhood Node (2019) https://www.edinamn.gov/DocumentCenter/View/6158/50th--France-Small-Area-Plan-Draft-22119?bidId= The small area plans and the district plan, by virtue of their incorporation by reference, carry the full weight and authority of other elements of the Comprehensive Plan. 2015 Visioning Edina’s Mission and Vision While work on the first small area plan (Wooddale/Valley View) began in September 2014, an important early step in developing the 2018 Comprehensive Plan began a month earlier in August of the same year. That is when the City contracted Future iQ, an international firm specializing in future visioning, to lead a process through which residents, organizations and businesses would explore: • What is unique and important about living in Edina? • Where is there opportunity or need to evolve or change? • How can we continue to progress to keep the City relevant and attractive to current and future residents and businesses? • What is our competitive edge? Edina Comprehensive Plan 1. Introduction Draft 09-30-19 1-5 The visioning program conducted by Future iQ would continue until May 2015, when the final visioning document (City of Edina Strategic Vision and Framework) was approved.1 https://www.edinamn.gov/DocumentCenter/View/1629/Strategic-Vision-and-Framework-PDF?bidId= The City’s mission and vision statements are provided below. Mission Statement: “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.” 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 visioning process conducted 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 identified in City Of Edina Strategic Vision and Framework are listed below. • Residential Development Mix • Transportation Options • Commercial Development Mix • Live and Work • Educational Focus • Population Mix • Environmental Stewardship • Regional Leadership Bridging Edina’s Vision and Comprehensive Planning With Edina’s vision document already two years old, there was a desire to give community members an opportunity to revisit City of Edina Strategic Vision and Framework and provide additional opportunities to define a future vision for the City. It was determined by the Edina Council that earlier visioning outcomes should be revisited in two workshops in order to ensure a bridge between the City’s vision and the 2018 Comprehensive Plan Update, prior to actually launching the comprehensive planning process. 1 Planning studies and the development of plans typically begin with visioning exercises. With a visioning statement already developed, work on this Comprehensive Plan update (i.e., small area and district planning and regional planning) began in January 2017 without the customary visioning activities. Edina Comprehensive Plan 1. Introduction Draft 09-30-19 1-6 The diagram below illustrates relationships between visioning, the previous (2008) Comprehensive Plan, small area planning, and the 2018 Comprehensive Plan Update. Big Ideas Workshop and Mapping Edina’s Big Ideas 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 cited above with an ultimate goal of propelling Edina toward its “Nodes and Modes” preferred future. The purpose of the second workshop, held on April 22, was to determine where and how earlier defined “Big Ideas” would be located on the landscape of the City. The Big Ideas Workshop began with a review of major conclusions reached in earlier in City of Edina Strategic Vision and Framework. Participants were asked to rank which major strategic focus areas should be a priority for innovation in Edina over the next 5 years. Participants ranked Environmental Stewardship (25%) and Transportation Options (25%) as the top two innovation priority areas, followed Edina Comprehensive Plan 1. Introduction Draft 09-30-19 1-7 by Education Focus (18%), Commercial Development Mix (11%), Residential Development Mix (9%), Regional Leadership (6%), Population Mix (4%), and Live and Work (1%). Next participants were asked to identify Big Ideas under each strategic focus area and then rank them. The Big Ideas with the most votes, under each focus area, are listed on the following pages. The Big Ideas that are reported on the following pages are just some of the projects and initiatives that might be implemented in Edina. It is anticipated that other Big Ideas will emerge; some in response to needs, threats, and constraints, and others in response to opportunities, new technologies and innovations. It is not possible to identify all the Big Ideas that will be implemented as time progresses and as Edina changes over time. The important “take away” from the Big Ideas workshop sessions was the earlier identification of key strategic focus areas and the community’s recognition that they are relevant, as corner stones, of actions that will be taken as the City moves forward…. and that each Big Idea is connected to a larger strategy that encourages exploration, investigation, customization, fine tuning and refinement, and ultimately a commitment to implement. 25% 25% 18% 11% 9% 6% 4% 1% Edina Comprehensive Plan 1. Introduction Draft 09-30-19 1-8 Transportation Environmental Stewardship Education Focus Edina Comprehensive Plan 1. Introduction Draft 09-30-19 1-9 Commercial Development Mix Housing and Residential Development Mix Edina Comprehensive Plan 1. Introduction Draft 09-30-19 1-10 Regional Leadership Population Mix Edina Comprehensive Plan 1. Introduction Draft 09-30-19 1-11 Live and Work Participants in the Big Ideas Workshop Edina Comprehensive Plan 1. Introduction Draft 09-30-19 1-12 The Mapping Workshop engaged participants in an exercise where they identified important locations on a map of the City. 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?) Presented on page 1-13 is a City of Edina aerial base map that shows four quadrants that are defined by north/south Trunk Highway (TH) 100 and east/west TH 62 (aka Crosstown Highway); Quadrant 1 – Northwest 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 considering the where some of Edina’s Big Ideas could possibly be addressed in the comprehensive plan. • Six existing small areas (activity centers/nodes): - 44th/France - 50th/France - Grandview - Wooddale/Valley View - 70th/Cahill - Greater Southdale • Three potential small areas for future consideration: - Lincoln/169/near Eden Prairie - Expanded 70th/Cahill - Pentagon Park • Parks and Nine Mile Creek • Golf courses • Recreation destinations • Canadian Pacific Rail alignment • Southwest LRT alignment • TH 100 and TH 62 with adjacent pedestrian and bicycle paths • Pedestrian and bicycle lids over TH 100 and TH 62 to re-connect the city’s four quadrants • Conceptual parkway (Edina Grand Rounds) alignment that forms a ring around the city and a ring within each quadrant In support of the fundamental element of Edina’s future development, existing and potential future small areas and recreation destinations (nodes) are linked by the parkway system (pedestrian, bicycle, and transit modes). Edina Comprehensive Plan 1. Introduction Draft 09-30-19 1-13 Quadrant 1 Quadrant 2 Quadrant 3 Quadrant 4 Edina Comprehensive Plan 1. Introduction Draft 09-30-19 1-14 Edina Comprehensive Plan 1. Introduction Draft 09-30-19 1-15 Comprehensive Planning Begins With work completed ensuring that Edina’s vision for the future was reinforced and further defined relative to issues to be addressed, desired directions, and locations identified where capital improvements should be implemented and land use changes would be supported, work on the small areas plans could begin. Edina Comprehensive Plan 1. Introduction Draft 09-30-19 1-16 How to Use this Comprehensive Plan The City Council and City departments use the Comprehensive Plan to make land use and development decisions, to initiate studies and develop programs built around the policies outlined in the Comprehensive Plan, and to establish annual goals, work programs and priorities, including Capital Improvement Plans. It will be the primary responsibility of the Planning Department to ensure that the Comprehensive Plan is consulted and its policies followed. The Planning Commission uses the Comprehensive Plan as the basis for its deliberations and decisions regarding review of development applications and for its recommendations to City Council. Most City of Edina 2018 Comprehensive Plan Update Planning Process Guided by Work Groups for: • Wooddale/Valley View • 44th & France • Southdale District • 70th & Cahill • 50th & France Edina Comprehensive Plan 1. Introduction Draft 09-30-19 1-17 importantly, this Comprehensive Plan provides guidance to those preparing zoning and other ordinance changes, whether as part of implementation of this Comprehensive Plan or as additional requests for ordinance changes arise in the future. Edina’s other advisory commissions should use the Comprehensive Plan to guide their goal- setting and programs. It is a Metropolitan Council requirement that the Comprehensive Plan will be shared with neighboring municipalities, regional and state agencies, educational and health care institutions, and other public and private entities, as a means of educating and informing them about Edina’s vision and plan for shaping growth and change. The Comprehensive plan is intended to help property owners, residents, businesses, and developers understand the kind of community Edina aspires to be and, in this case, Edina’s Comprehensive Plan goes further to suggest how equity becomes a foundational component of creating a more welcoming and complete community. 2-1 2. Community Profile Chapter Highlights • The City of Edina is expected to continue to grow in population, households, and jobs. • Demographic trends, such as an increase in children and the overall aging of the population, will shape the future of the city. • The population is still fairly racially homogenous and affluent, but is steadily becoming more diverse, particularly with newer and younger residents. • Edina’s population is older than the state overall, with more than one third of Edina households including at least one older adult. • Edina’s median household income is well above metro and state averages. • Household sizes are declining overall, but there is evidence of the appeal of Edina to families with school aged children, with a large share of married couple families and parents less likely to be working outside the home. • The housing stock continues to diversify over time, though housing affordability remains a consistent challenge, especially for first time homeowners and seniors, due to very high land values. • Edina retains its role as a regional employment destination, building on its centralized location and established economic base. Introduction This chapter of the comprehensive plan provides data trends and future projections of basic demographic elements including population, housing, and employment. The intent is to provide context that will inform both the vision for growth in the community, and the recommended direction for policy. Historical data are provided where possible to show how the city has changed over the past few decades and suggest how things may continue to change in the future. Planning Context Since the early days of the community, Edina has been on the forefront of planning for the city’s growth and change. In 1928, it was the first village in the state to appoint a planning commission. In 1957, it was the first municipality to hire a full-time planning director. The city’s purview has covered everything from neighborhood character to major development projects, such as the nation’s first enclosed regional mall. Definition: Forecasts The 2040 population, household, and employment forecasts for Edina were derived from regional forecasts developed by the Metropolitan Council. The regional forecasting process considered the region’s position within the national economy, focusing on economic growth and how that drives population growth. Once the regional forecasts were completed, additional modeling was used to assign growth to specific communities. This analysis considered how demographics, policies, and land availability affect real estate decisions. The City of Edina has worked with the Metropolitan Council to further refine the initial forecasts, based on more detailed community knowledge. The forecasts have been adjusted since the 2015 System Statement values based on observed growth trends and expectations. Forecasts are intended to represent expected growth patterns but are not to be interpreted as goals or targets for the community to meet. Edina Comprehensive Plan Community Profile Chapter Draft 09-30-19 2-2 In terms of more recent planning history, this comprehensive plan updates the city’s 2008 Comprehensive Plan. Since that plan was completed, there have been a number of other plans that focus on particular topics and inform the development of this comprehensive plan update. As part of this most recent comprehensive plan update, the city chose to undertake a series of small area plans for key areas of growth and change throughout the city. These provide additional detailed guidance for comprehensive plan topics in the areas of the city that are most likely to see redevelopment and infill. The following plans and policies have been used to inform the development of this comprehensive plan update: • Active Routes to School Comprehensive Plan (2014) • Vision Edina Community Benchmark Profile, Scenarios, and Engagement Report (2014) • Vision Edina Strategic Vision and Framework (2015) • GrandView Development Framework (2012) • Small Area Plan for the Wooddale-Valley View Neighborhood Node (2015) • Affordable Housing Policy (2015) • Living Streets Plan (2015) • Electricity Action Plan (2016) • Pedestrian and Bicycle Master Plan (2018) • Greater Southdale District Plan (2018) • Small Area Plan for the City of Edina’s 44th & France Neighborhood Node (2018) • Small Area Plan for the City of Edina’s 70th & Cahill Neighborhood Node (2018) • Small Area Plan for the City of Edina’s 50th & France District (2019) Planning Area Designation Edina is designated as an Urban community in the Metropolitan Council’s Thrive MSP 2040 plan. Figure 2.1 shows the extent of this designation for the city, as well as that of surrounding communities. The Metropolitan Council uses these designations to guide regional growth and development, establish land use expectations including overall development densities and patterns, and outline the respective roles of the Council and individual communities, along with strategies for planning for forecasted growth. As stated in the regional plan: Urban communities experienced rapid development during the post-World War II era and exhibit the transition toward the development stage dominated by the influence of the automobile. Urban communities are expected to plan for forecasted population and household growth at average densities of at least 10 units per acre for new development and redevelopment. In addition, Urban communities are expected to target opportunities for more intensive development near regional transit investments at densities and in a manner articulated in the 2040 Transportation Policy Plan. This designation informs how the city will to grow. This involves determining the type of housing and employment uses that are appropriate for the community and can accommodate the forecasted growth, and how this relates to plans for transit and other infrastructure and public services. Edina Comprehensive Plan Community Profile Chapter Draft 09-30-19 2-3 Figure 2.1: Community Designation Edina Comprehensive Plan Community Profile Chapter Draft 09-30-19 2-4 Forecasted Growth Population, household, and employment forecasts are long range projections of expected growth, largely based on market-driven assumptions. The Metropolitan Council undertakes these for the seven-county metropolitan area as part of their regional planning mandate. The forecasting process analyzes the seven-county region’s position within the larger, national economy. The region's business climate and competitive advantages determine economic and employment levels which, in turn, drive population growth by attracting people to the Twin Cities. Additional land use modeling locates future population, households, and employment in specific communities within the region. The model looks at how demographics, regional policies, and available land affect real estate supply and demand. Forecasts are meant to be realistic assumptions that can be used to guide investments in infrastructure and public services. They are not goals, aspirations, or targets. At the regional level, they are used to forecast resource needs for regional parks, transportation, and water resources, as well as to direct investments in affordable housing. At the local level, they can also be used to forecast need for capital improvements, public services, and other public investments to ensure that the community is fiscally sustainable and maintains a high quality of life. The Metropolitan Council periodically adjusts forecasts based on new data, to ensure they are as accurate as possible. The forecasts used in this plan have been modified from Edina’s 2015 System Statement totals, reflecting new information about development that has occurred since 2015. Specifically, the near-term development in Edina and several other cities has outpaced initial estimates due to a robust economy, particularly in terms of market demand for new multifamily housing in developed communities. The modifications shown here were recommended by Metropolitan Council staff to ensure that actual population, household, and employment totals would not outpace the forecasted ones. As Edina is already fully developed, this plan reflects how expected increases in population, households, and jobs will be accommodated through redevelopment and infill within designated growth and change areas. Historical population and household growth trends in Edina have been fairly steady since 1970. Employment, after surging in earlier years, has followed a similar pattern. The ratio of jobs to population has remained fairly high, reflecting the role of portions of Edina as a regional employment center. From 2016-2040, population is expected to grow about 23%, households 34%, and employment 7%. This shift towards residential growth over employment reflects both availability of redevelopment sites and overall demand for development in the area. Table 2.1: Population, Household, and Employment Projections 1970 1980 1990 2000 2010 2016 2020 2030 2040 Population 44,046 46,073 46,070 47,425 47,941 51,804 55,000 60,000 63,600 Households 13,005 17,961 19,860 20,996 20,672 22,309 24,000 27,700 29,800 Employment 20,240 36,061 44,534 52,991 47,457 52,330 51,800 54,000 56,100 Source: Metropolitan Council, US Census Bureau Edina Comprehensive Plan Community Profile Chapter Draft 09-30-19 2-5 Source: Metropolitan Council, US Census Bureau Population and Households The total population in Edina in 2016 is estimated at around 51,804, according to the US Census. This reflects an increase of over 8% from 2010. This is a much faster rate of growth than from 2000-2010, when it only grew about 1%. The total population has increased since 1970. Growth has not been steady – there were significant increases in the 1970s, 1990s, and 2010s, but little change during the 1980’s and 2000’s. This reflects the fact that recent growth has been happening opportunistically based on market conditions and the availability of redevelopment and infill sites, within the context of a largely developed community. Despite the recent uptick in growth, the city has been outgrown by several cities in the region in the past 10 years. While the 2030 plan indicated it was the 11th largest city in the Twin Cities metropolitan area by population, it is now the 16th largest. This is largely a function of land availability and market conditions, which vary across the region. Regardless, the city’s population is forecasted to continue to growth through 2040. Compared to adjacent developed communities, Edina’s population is expected to grow at a higher rate from 2010 to 2040, similar to Eden Prairie. Among other things, this rate reflects estimated growth in Edina since 2010, which has been strong. 0 10,000 20,000 30,000 40,000 50,000 60,000 70,000 1970 1980 1990 2000 2010 2016 2020 2030 2040 Figure 2.2: Edina Population, Household, and Employment Trends and Forecasts Population Households Employment Edina Comprehensive Plan Community Profile Chapter Draft 09-30-19 2-6 Source: US Census Bureau Source: Metropolitan Council, US Census Bureau Age The age distribution of Edina residents has distinctive patterns as well. Between 200-2016, there have been increases in the number of children and youth under 20 and in the middle aged 45-64 cohort. This points in part to the appeal of Edina to families with school-aged children based on the strength of the school district. (See the Community Facilities chapter for more discussion on school district planning and coordination.) While overall trends have pointed to the aging of the population, this is evidence of the unique appeal of this area to families with young children. 44,046 46,073 46,070 47,425 47,941 51,804 1970 1980 1990 2000 2010 2016Number of ResidentsFigure 2.3: Total Population of Edina, 1970-2016 33% 13% 36% 20% 24% 7% 3% 0% 5% 10% 15% 20% 25% 30% 35% 40% Edina Bloomington Eden Prairie Minneapolis Minnetonka Richfield St. Louis Park Figure 2.4: Population Forecasts of Edina and Adjacent Communities, 2010-2040 (with forecasted percent change 2010-2040) Edina Comprehensive Plan Community Profile Chapter Draft 09-30 Source: US Census Bureau The population over 65 fluctuated s 65+ residents in Edina remains significantly higher than in surrounding communities. people under 20, the median age in Ed an estimated 46.7 in 2016. While there have been some gains in the number of children and youth, the overall trend toward an aging population continues. Source: US Census Bureau The trend data in the following graph The 2010 Census represents a departu 0 2K 4K 6K 8K 10K 12K 14K 16K Under 20 20-24Number of ResidentsFigure 2.5: Age of Edina Residents, 2000 20.7%[VALUE] 0% 5% 10% 15% 20% 25% Figure 2.6: Percentage of Residents over 65 Years of Age Edina and Adjacent Communities, 2016 30-19 2-7 The population over 65 fluctuated somewhat during the same time period. That said, the percentage of 65+ residents in Edina remains significantly higher than in surrounding communities. Despite gains in the median age in Edina has continued to increase from 44.5 in 2000 to While there have been some gains in the number of children and youth, the overall trend toward an aging population continues. graph shows the overall pattern of the population over 65 and under 20 The 2010 Census represents a departure from the trend, but 2016 does not continue the new direction. 24 25-34 35-44 45-64 Years of Age Figure 2.5: Age of Edina Residents, 2000-2016 2000 2010 2016 10.8% 8.8% 19.5% 14.9% Figure 2.6: Percentage of Residents over 65 Years of Age Edina and Adjacent Communities, 2016 That said, the percentage of Despite gains in 4.5 in 2000 to 45.1 in 2010 to While there have been some gains in the number of children and youth, the shows the overall pattern of the population over 65 and under 20. re from the trend, but 2016 does not continue the new direction. 65+ 13.9% Edina Comprehensive Plan Community Profile Chapter Draft 09-30-19 2-8 Source: US Census Bureau, City of Edina Household Size Household size is an important factor in determining the expected rate of population growth. Historically, average household size has been on the decline in the Twin Cities area, primarily because families are having fewer children than in previous generations. A declining household size has numerous implications, including the fact that it takes more housing units to house the same sized population, so the pace of housing unit development may surpass the pace of population growth. Edina’s household size has declined in recent years, and this is expected to continue. 0% 10% 20% 30% 40% 50% 1960 1970 1980 1990 2000 2010 2016 Figure 2.7: Percentage of Edina Population Under 20 and Over 65 Years of Age, 1960-2016 Residents Under 20 Residents Over 65 Edina Comprehensive Plan Community Profile Chapter Draft 09-30-19 2-9 Source: Metropolitan Council, US Census Bureau For the most part, trends in household and population growth from 2000-2016 show a pattern of declining household size. However, as evidenced by the chart below, the 2000-2010 period was an exception to the rule for both Edina and Richfield, when population grew faster than households. Source: US Census Bureau 3.69 3.39 2.57 2.32 2.24 2.31 2.27 2.21 2.17 0 1 2 3 4 1960 1970 1980 1990 2000 2010 2020 2030 2040 Figure 2.8: Average Size of Edina Households, 1990-2040 6.3% 4.5% 21.5% 10.8%9.2% 0.7% 12.8% 9.2% 3.7% 15.0% 9.8% 2.8% 5.5% 10.9% 0% 10% 20% 30% Edina Bloomington Eden Prairie Minneapolis Minnetonka Richfield St. Louis Park Figure 2.9: Comparison in Percentages of Household and Population Change, 2000 - 2016 Percent Change in Number of Households 2000-2016 Percent Change in Number of Residents 2000-2016 Edina Comprehensive Plan Community Profile Chapter Draft 09-30-19 2-10 Resident Migration According to the American Community Survey (ACS), as of 2016 around 88.6% of residents in Edina were living the same house that they were one year previously. Meanwhile, 10.0% were living elsewhere in the country, and 1.4% were living in another country. The percentage staying in one place has increased slightly since 2010, when 87% were in the same house after one year – though this may be within the ACS margin of error. Approximately 10.9% of the overall population of Edina is foreign born, and 13% speak a language other than English. Historically, immigrant populations to the country and region have been younger than native born residents – and more likely to have children. This is reflected in data that shows the median age of Edina residents by migration type in recent years. It is notable that the median age of recent arrivals from abroad is nearly half that of people who have lived in the same house for the past year. Source: US Census Bureau Race and Ethnicity While the majority of the population in Edina is non-Hispanic white, around 86.5% as of 2016, there has been a steady trend over the past decades towards racial and ethnic diversity. This is consistent with the changing composition of the region and state. The largest growth in terms of a share of the population since 2000 has been in the Asian population, which has gone from 3% to 7% of the population. The two or more races category was added in 2000, so it is not possible to compare that category in previous years. 45.3 47.5 33.0 40.2 32.4 27.9 20 25 30 35 40 45 50 All Residents Same house 1 year ago Moved; within same county Moved; from different county, same state Moved; from different state Moved; from abroad Figure 2.10: Median Age of Edina Residents by Migration Type in Last Five Years, 2015 Edina Comprehensive Plan Community Profile Chapter Draft 09-30-19 2-11 Table 2.2: Race and Ethnicity Trends in Edina 1980 1990 2000 2010 2016 White 98.4% 97.2% 94.3% 88.1% 86.5% Black or African American 0.5% 0.7% 1.2% 3.0% 2.2% American Indian and Alaska Native 0.1% 0.1% 0.1% 0.2% 0.2% Asian 0.8% 1.7% 3.0% 6.1% 7.1% Other Race 0.2% 0.2% 0.3% 0.7% 1.8% 2 or More Races n/a n/a 1.1% 1.8% 2.2% Hispanic or Latino 0.5% 0.7% 1.1% 2.1% 3.0% Source: US Census Source: US Census 0.0% 10.0% 20.0% 30.0% 40.0% 50.0% 60.0% 70.0% 80.0% 90.0% 100.0% 1980 1990 2000 2010 2016 Figure 2.11: Race and Ethnicity in Edina White Black or African American American Indian and Alaska Native Asian Other Race 2+ Races Hispanic or Latino Edina Comprehensive Plan Community Profile Chapter Draft 09-30-19 2-12 Household Type Household type in Edina has been slowly shifting toward households with children, and away from families without children and people living alone. This may be a generational change, as empty nesters move out of their long-time homes, and are replaced by families with young children. The numbers of both married families with children and unmarried families with children have increased while the numbers of families without children and persons living alone have decreased. Source: US Census Median Income In 2016, the median household income in Edina was $91,800. Median incomes in Edina are well above regional and state levels and have been consistently so over time. The only community in the vicinity to have a potentially higher median income is Eden Prairie. 0 1,000 2,000 3,000 4,000 5,000 6,000 7,000 8,000 9,000 Families without Children Lived Alone Married Families with Children Unmarried Families with Children Non-Family Households Figure 2.12: Household Type in Edina 1990 2000 2010 2016 Edina Comprehensive Plan Community Profile Chapter Draft 09-30-19 2-13 Housing Units In 2016, Edina contained about 22,639 housing units, 62% of which were single family and 38% of which were multi-family. Most homes are owner occupied (72%). The majority of Edina’s housing stock has remained single family detached, though with a growing percentage of multifamily units. As there is currently no land in the city planned for single family expansion (new units mostly just replace those that were already there, resulting in no net gain in units), the multifamily percentage is likely to continue to grow with future infill development. However, since most of the multifamily units are concentrated in a relatively small number of larger buildings, a substantial majority of residential land area in the city is expected to remain as single family detached. Source: US Census Bureau $- $20,000 $40,000 $60,000 $80,000 $100,000 $120,000 Figure 2.13: Median Household Income, 2016 [VALUE]% [VALUE]% [VALUE]% [VALUE]% Figure 2.14: Edina Housing Units by Percentage, 2016 Single-family detached Single-family attached or duplex Multi-family with 3-19 units Edina Comprehensive Plan Community Profile Chapter Draft 09-30-19 2-14 Housing Age Edina’s housing stock spans around a century of growth, from the earliest developments in the Morningside area, to current day redevelopment projects. Nearly 60% of the structures in Edina were built between 1950 and 1979 in a period of rapid suburban expansion in the region. The median year structures were built is 1968. This diverse range of housing stock gives the community character and variety. While there are some intact areas with distinct features of a particular era, this has been increasingly changing over time with renovations and infill development. See the Heritage Preservation chapter for more discussion on the unique character of historic development patterns in Edina. Additionally, see the Housing chapter for more discussion on what role existing housing plays in preserving housing affordability. Edina has seen an increase in new housing units permitted since 2012. Many of the permitted units are multifamily housing. This increase has helped keep the city’s median age of a dwelling unit down. Figure 2.15 shows the age of buildings (including residential and non-residential) citywide. The pattern on the map shows how the city grew in concentric circles until the 1980s, at which point growth was in primarily in the form of infill. Edina Comprehensive Plan Community Profile Chapter Draft 09-30-19 2-15 Figure 2.15: Housing Year Built Edina Comprehensive Plan Community Profile Chapter Draft 09-30-19 2-16 Source: US Census Bureau Persons Per Household and Bedrooms Per Structure One method of assessing the current housing stock is to compare the size of households and the size of housing units. The following graph shows that households with 1-2 members outnumber structures with a similar number of bedrooms. However, there are fewer 3-4 member households than the quantity of 3-4 bedroom dwelling units. Although it is common for a household to reside in a dwelling where the number of members does not match the number of bedrooms, the mismatch between the large number of 1-2 person households and the relative scarcity of 1-2 bedroom dwelling units indicates that availability or affordability of these housing units may be a concern for some households who desire such a unit. In 2016, 66% of households in the city were 1-2 member households while about 43% of units were 0-2 bedroom dwelling units. This gap between household size and number of bedrooms has decreased 6% since 2000, which may be due to increased construction of 0-2 bedroom housing units or a decrease in families without children and persons living alone. 1%1% 7% 4% 14% 19% 20% 21% 6% 8% Figure 2.16: Age of Edina Housing, 2016 Percentage Built by Decade Built 2014 or later Built 2010 to 2013 Built 2000 to 2009 Built 1990 to 1999 Built 1980 to 1989 Built 1970 to 1979 Built 1960 to 1969 Built 1950 to 1959 Built 1940 to 1949 Built 1939 or earlier Edina Comprehensive Plan Community Profile Chapter Draft 09-30-19 2-17 Source: US Census Bureau Housing Density Compared to other cities and Hennepin County, Edina has a moderate level of households per acre. Edina averages 2.1 households per acre, which is higher than the countywide average of 1.36, and reflects its predominantly single-family residential character. St. Louis Park and Richfield have higher household per acre densities than Edina due in part to smaller average lot sizes. This calculation considers all land in city/county limits, not only areas zoned for residential or mixed use purposes. 0% 10% 20% 30% 40% 0 1 2 3 4 5+ Figure 2.17: Comparison of Persons in Household and Bedrooms per Structure City of Edina, 2016 Persons in Household Bedrooms per Structure Edina Comprehensive Plan Community Profile Chapter Draft 09-30-19 2-18 Source: Housing and Transportation Affordability Index, Center for Neighborhood Technology Figure 2.19 shows the intensity of housing units per acre citywide. It is notable that higher housing densities are concentrated in a small number of areas, particularly Southdale, Grandview, 50th & France, and a few others. 2.1 3.2 3.34 1.63 1.15 1.28 1.36 0 0.5 1 1.5 2 2.5 3 3.5 4 Edina St. Louis Park Richfield Bloomington Eden Prairie Minnetonka Hennepin County Figure 2.18: Households per Acre Edina Comprehensive Plan Community Profile Chapter Draft 09-30-19 2-19 Figure 2.19: Housing Units Per Acre Edina Comprehensive Plan Community Profile Chapter Draft 09-30-19 2-20 Tenure and Vacancy The percentage of owner occupied homes is about 72%. This proportion has been decreasing slightly since 2000. This trend is a regional one, reflecting the turnover of some properties to rental, and the construction of new rental units. The 2010 number may also show the effects of the recession, which suppressed home purchasing activity. Source: Metropolitan Council Tabulations of ACS and Census Data Residential vacancy rates have remained fairly low throughout this time, at around 5% in 2016. Current rental market data suggests it may be even lower than that at the time of this writing. 76.4%76.5%74.8%72.3% 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% 1990 2000 2010 2016 Figure 2.20: Homeownership Rates Edina Comprehensive Plan Community Profile Chapter Draft 09-30-19 2-21 Source: Metropolitan Council Tabulations of ACS and Census Data Length of Residency Length of residency is important for building community cohesion in a neighborhood and strengthening community engagement. The longer residents live in a neighborhood or a city, the more opportunity they have to develop relationships with neighbors and become involved in local organizations. The largest proportion of homeowners in Edina moved into their current house between 2000 and 2009, while the largest proportion of renters moved in between 2010 and 2014. Source: American Community Survey 0 5,000 10,000 15,000 20,000 25,000 1990 2000 2010 2016 Figure 2.21: Tenure and Vacancy Owner Renter Vacant 0 1,000 2,000 3,000 4,000 5,000 6,000 1979 or earlier 1980 to 1989 1990 to 1999 2000 to 2009 2010 to 2014 2015 or later Figure 2.22: Housing Tenure by Year Moved In, 2016 Owner Renter Edina Comprehensive Plan Community Profile Chapter Draft 09-30-19 2-22 Building Permits Single family unit construction Edina has been relatively consistent since 2000, averaging around 100 per year over the past 6 years. However, this does not represent a significant net number of new units, since typically these new units are replacing teardowns. There have been several large multifamily developments constructed in Edina since 2012. At the regional level, high amenity locations located near transit, jobs, and amenities have been the most attractive for developers. Portions of Edina that meet that description have seen multiple proposals for multifamily and mixed use development. Combined, these trends show strength in market demand for both single family and larger multifamily residential in Edina. Figure 2.23 shows the number of units in permitted projects from 2000-2017. Source: Metropolitan Council Tabulations Building Condition Figure 2.24 shows the condition of buildings in Edina. This is collected on a multi-year cycle by the City of Edina. Since not every building is surveyed every year, it may not be completely up to date for any given structure. Nonetheless, it does give a reasonably good picture of overall conditions. For the most part, buildings in the city are in average-to-good condition, with just a few scattered exceptions. As with other patterns, the oldest and most historic areas stand out as exceptional – though there are many very well-maintained properties throughout. 0 100 200 300 400 500 600 700 800 900 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 Figure 2.23: New Housing Units Permitted Single-Family Detached Townhomes (single-family attached) Duplex, Triplex, Quad Multifamily (5 units or more) Edina Comprehensive Plan Community Profile Chapter Draft 09-30-19 2-23 Figure 2.24: Building Condition Edina Comprehensive Plan Community Profile Chapter Draft 09-30-19 2-24 Housing Values Median housing values in Edina have increased 171% since 1990, not accounting for inflation (48% increase in value from 1990 to 2016, adjusting to 2016 dollars). In 2016, the median housing value was about $424,500, which is at least 20% more than median housing values in neighboring communities. Historically, Edina has had higher median housing values than neighboring communities, shown below in Figure 2.27. This reflects the attractiveness of the city to homebuyers, particularly related to school quality and community amenities. Source: Metropolitan Council Tabulations Source: Metropolitan Council Tabulations 156,400 248,500 408,200 424,500 $0 $50,000 $100,000 $150,000 $200,000 $250,000 $300,000 $350,000 $400,000 $450,000 1990 2000 2010 2016 Figure 2.25 Median Value of Owner Occupied Units 0 50,000 100,000 150,000 200,000 250,000 300,000 350,000 400,000 450,000 Edina Bloomington Eden Prairie Minnetonka Richfield St. Louis Park Figure 2.26: Median Housing Values 1990 2000 2010 2016 Edina Comprehensive Plan Community Profile Chapter Draft 09-30-19 2-25 Figure 2.27: Owner Occupied Units by Estimated Market Value Edina Comprehensive Plan Community Profile Chapter Draft 09-30-19 2-26 According to the standard benchmark of affordability, by which a household does not spend more than 30% of its gross income on housing costs, the median household income needed to afford Edina’s median-priced home in 2016 was about $127,350 per year. As the following graph illustrates, most householders aged 25-64 can afford a median-priced home in Edina. The median income for householders age 45-64 is somewhat below that threshold, which may limit housing options or contribute to housing cost burden among these households. Due to changes in data collection, a finer level of analysis cannot be obtained to know if certain age groups within these larger categories cannot afford a median valued home in Edina. The median incomes of both young and senior households in Edina are well below the $127,350 required to afford a median value housing unit. There has been some effort to address affordable housing needs in Edina through the construction of affordable units. There are nearly 400 affordable units in the city for elderly residents, which make up most of the city’s affordable housing units. See the Housing chapter for additional discussion on this topic. Source: US Census Bureau While median housing values are higher in Edina than surrounding communities, median gross rent is more comparable to neighboring communities, specifically Eden Prairie and Minnetonka. In 2016, the median rent in Edina was roughly $1,280. $92,885 $136,250 $123,454 $47,123 $0 $20,000 $40,000 $60,000 $80,000 $100,000 $120,000 $140,000 $160,000 Under 25 25-44 45-64 65 or Older Figure 2.28: Median Household Income by Age of Householder, 2016 Edina Comprehensive Plan Community Profile Chapter Draft 09-30-19 2-27 Source: US Census Bureau Housing and Transportation Affordability Index The Housing and Affordability Index is produced by the Center for Neighborhood Technology and uses US Census Bureau data to describe costs and sustainability at a neighborhood or city level. As a benchmark, the Center recommends households spend no more than 45% of their income on housing and transportation, supporting the 30% housing affordability threshold and budgeting another 15% for transportation needs. Average costs in Edina are well above these recommendations. The average Edina household spends 57% of their income on housing and transportation. Edina has higher housing costs than neighboring communities and the averages for both Hennepin County and the 7 County Metropolitan Area, with households spending an average of 38% of their income on housing. Average transportation costs for Edina residents are similar to all other cities and regions compared (18%). 0 200 400 600 800 1,000 1,200 1,400 1990 2000 2010 2016 Figure 2.29: Median Gross Rent Edina Bloomington Eden Prairie Minnetonka Richfield St. Louis Park Edina Comprehensive Plan Community Profile Chapter Draft 09-30-19 2-28 Source: Housing and Transportation Affordability Index, Center for Neighborhood Technology The high housing costs in Edina tend to come from owner occupied housing units. Edina’s median owner costs are at least $200 more per month than comparable communities. Median rent is still high (second most expensive city) but is more comparable to other cities, Hennepin County, and the Metropolitan Area. Source: Housing and Transportation Affordability Index, Center for Neighborhood Technology 0% 10% 20% 30% 40% 50% 60% Edina St. Louis Park Richfield Bloomington Eden Prairie Minnetonka Hennepin County Region (Met Council) Figure 2.30: Average Housing and Transportation Costs Average Housing Cost (% Income)Average Transportation Cost (% Income) Total Average H+T Costs (% Income) $0 $500 $1,000 $1,500 $2,000 $2,500 Edina St. Louis Park Richfield Bloomington Eden Prairie Minnetonka Hennepin County Region (Met Council) Figure 2.31: Median Housing Costs Median Monthly Rent Median Monthly Owner Costs Edina Comprehensive Plan Community Profile Chapter Draft 09-30-19 2-29 Housing Market Conditions The Star Tribune prepared a housing market analysis for 2016, comparing all communities in the seven county metro that had 100 or more sales. This index and comparison were based on the average price per square foot, average number of days on the market, percent of the list price received by the seller, and the share of all distressed sales (foreclosure and short sale). Using these metrics, Edina’s housing market is the slowest/coolest compared to neighboring communities, receiving the lowest index score among communities considered. Richfield has the “hottest” market both among neighboring communities and metro wide. Edina homes, on average, have the longest average days on the market and sellers are receiving a lower percentage of their original asking price than homes and sellers in neighboring communities. All comparable communities and Edina have selling prices that are 95% or more of the original price and only differ by 1% or 2%. On the other hand, average price per square foot in Edina has already returned to peak values seen in 2006. In 2016, price per square foot in Edina was $180 (same as 2006). Price per square foot bottomed out in 2011 at $146 and have been gradually increasing over the past 5 years. Other communities have not returned to peak values; instead, most cities are seeing values closer to 2003 or 2004 numbers. This may partially explain Edina’s lower rate of change in average price per square foot compared to neighboring communities, since the city has already returned to peak values. Additionally, only 2% of Edina’s housing sales were considered distressed, which is the lowest among comparable communities. Source: Star Tribune Trulia.com provides more detailed housing market data for both median home sale price and median rent. Overall, median home sale prices have increased 25% since 2012. The biggest increases over the past five years have been in three-bedroom homes while two-bedroom home prices have increased the most in the past year. One-bedroom homes have decreased in median sale price, down 72% from prices in 2012. Median rent has decreased 18% in the past year, on average. In April 2017, the most recent month detailed data is available for, the median rent for all units was $2,980. This includes both apartment and single family home rentals. 0 20 40 60 80 100 Figure 2.32: Average Number of Days on the Market, 2016 $180 $129 $137 $143 $133 $158 $0 $50 $100 $150 $200 Figure 2.33: Average Price per Square Foot, 2016 Edina Comprehensive Plan Community Profile Chapter Draft 09-30-19 2-30 Source: Trulia Source: Trulia -80% -60% -40% -20% 0% 20% 40% 60% 1 Bedroom 2 Bedroom 3 Bedroom 4 Bedroom All Property Figure 2.34: Trulia Median Sale Price % Change (5 year)% Change (1 year) $0 $500 $1,000 $1,500 $2,000 $2,500 $3,000 $3,500 $4,000 $4,500 $5,000 1 Bedroom 2 Bedroom 3 Bedroom 4 Bedroom All Property Figure 2.35: Median Rent, April 2017 Edina Comprehensive Plan Community Profile Chapter Draft 09-30 Census Tract Analysis Table 2.3 includes census tract level data on housing values, costs, and the affordability gap. The census tracts in Edina with the lowest median incomes are located along the borders of the city: tract 235.01, the north/northwest corner of the city bordering Hopkins and St. Louis Park; and tracts 238.02, 240.04, and 240.05 in the southeast corner, bordering Minneapolis and Richfield. Some of the same tracts also experience the most housing cost burden: 240.04, 238.02, and 235.01. 30% of householders in these tracts experience cost burden. About 15% of households in these tracts are severely cost burdened, spending 50% or more of their income on housing. The tracts with higher percentages of older homes are located in the northeast corner of the city, bordering Minneapolis and St. Louis Park (231 and 236). The greatest number of new housing units built since 2010 have been built in the southeast corner of the city (bordering Richfield) and the northwest quadrant (north of Highway 62 and west of Highway 100). Tracts 240.04 and 240.05 also have the highest percentages of residents over 65. There are a couple of tracts, also explaining some of the lower income Almost 20% of owner occupied residents in tract 231 have lived in their homes years). Tracts 239.01 and 240.03 also have greater proportions of long term residents, with about 16% of owner households living in their homes since at least 1979. Tract 235.01 has the longest rental tenure. Tracts 235.02, 239.01, and 240.05 have had the 2015. The southeast corner of the city has had the 240.03, 240.04 and 240.05). Tract 240.03 has seen the most international migration of all census tracts across 2010 and 2015. Tract 240.04 saw the most international migration in 2010 but had little of this type of movement in 2015. 30-19 2-31 includes census tract level data on housing values, costs, and the affordability gap. with the lowest the borders of the city: tract 235.01, the north/northwest ns and St. Louis Park; and tracts 238.02, 240.04, and 240.05 in the southeast corner, bordering Minneapolis and Richfield. Some of the same tracts also experience the most housing cost burden: 240.04, 238.02, and 235.01. 30% of experience cost burden. About 15% of households in these tracts are severely cost burdened, spending e of their income on housing. The tracts with higher percentages of older homes are located in the northeast corner of apolis and St. Louis Park (231 and 236). The greatest number of new housing units built since 2010 have been built in the southeast corner of the city (bordering Richfield) and the northwest quadrant (north of Highway 62 and west of 0.04 and 240.05 also have the highest percentages of residents over 65. There are a couple of senior living facilities in thes tracts, also explaining some of the lower incomes. Almost 20% of owner occupied residents in tract 231 have lived in their homes since 1979 (over 40 years). Tracts 239.01 and 240.03 also have greater proportions of long term residents, with about 16% of owner households living in their homes since at least 1979. Tract 235.01 has the longest rental Tracts 235.02, 239.01, and 240.05 have had the largest number of new owner occupied residents since 2015. The southeast corner of the city has had the largest number of new renters since 2015. (Tracts most international migration of all census tracts across 2010 and 2015. Tract 240.04 saw the most international migration in 2010 but had little of this type of movement in 2015. Figure 2.36: Census Tract Map senior living facilities in these since 1979 (over 40 years). Tracts 239.01 and 240.03 also have greater proportions of long term residents, with about 16% of owner households living in their homes since at least 1979. Tract 235.01 has the longest rental new owner occupied residents since new renters since 2015. (Tracts most international migration of all census tracts across 2010 and 2015. Tract 240.04 saw the most international migration in 2010 but had little of this type of movement in 2015. Edina Comprehensive Plan Community Profile Chapter Draft 09-30-19 2-32 Table 2.3: Housing Values, Costs, and Affordability Gap Tract Median Home Value Median Income Income to Afford Median Valued Home Difference Total Housing + transportation Costs (% Income) Census Tract 231 $486,100 $126,563 $145,830 $19,267 65% Census Tract 235.01 $344,000 $69,207 $103,200 $33,993 49% Census Tract 235.02 $478,500 $112,833 $143,550 $30,717 65% Census Tract 236 $861,400 $194,219 $258,420 $64,201 80% Census Tract 237 $387,000 $101,743 $116,100 $14,357 58% Census Tract 238.01 $414,900 $123,375 $124,470 $1,095 63% Census Tract 238.02 $340,200 $90,761 $102,060 $11,299 57% Census Tract 239.01 $419,100 $121,429 $125,730 $4,301 63% Census Tract 239.02 $618,800 $141,141 $185,640 $44,499 80% Census Tract 239.03 $465,000 $102,344 $139,500 $37,156 61% Census Tract 240.03 $403,100 $72,380 $120,930 $48,550 41% Census Tract 240.04 $145,800 $49,957 $43,740 -$6,217 37% Census Tract 240.05 $137,100 $42,368 $41,130 -$1,238 37% Census Tract 240.06 $421,700 $119,583 $126,510 $6,927 66% Source: US Census Edina Comprehensive Plan Community Profile Chapter Draft 09-30-19 2-33 Average housing and transportation costs vary dramatically in Edina. Three census tracts in the city (240.03, 240.04, and 240.05) are below the recommended housing and transportation costs of 45% of income, and one tract (235.01) is just above this mark at 49%. Most tracts spend between 57% and 66% of their income on housing and transportation. Two tracts (236 and 239.02) spend an average of 80% of household income on housing and transportation, which is well above recommended affordability levels. These two tracts have the highest median home values and the highest median incomes in Edina, but the gap between the median income and the income needed to affordably own the home is still very wide. Source: Housing and Transportation Affordability Index, Center for Neighborhood Technology 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% Census Tract 231, Census Tract 235.01, Census Tract 235.02, Census Tract 236, Census Tract 237, Census Tract 238.01, Census Tract 238.02, Census Tract 239.01, Census Tract 239.02, Census Tract 239.03, Census Tract 240.03, Census Tract 240.04, Census Tract 240.05, Census Tract 240.06, Figure 2.37: Housing and Transportation Costs, Percent of Income Edina Comprehensive Plan Community Profile Chapter Draft 09-30-19 2-34 Census tracts in Edina also vary greatly by household size. Tracts 231, 236, 238,01, 239.01, and 239.02 all have 30% or more of their households with four or more people. This indicates a high number of households with young children. On the other hand, around 60% of the households in tracts 240.04 and 240.05 have just one resident. This is due to the large percentage of multifamily housing in these tracts, particularly senior housing. Table 2.4: Persons Per Household (% of households) Tracts 1 Person 2 Persons 3 Persons 4 or More Persons Census Tract 231 14.0 38.3 14.3 33.5 Census Tract 235.01 41.6 32.3 12.2 13.9 Census Tract 235.02 30.5 36.3 13 20.1 Census Tract 236 16.3 32.7 12.3 38.7 Census Tract 237 24.2 40.9 11.7 23.1 Census Tract 238.01 19.2 30.7 17 33 Census Tract 238.02 24.3 35.8 11.3 28.6 Census Tract 239.01 10.6 39.2 18.9 31.3 Census Tract 239.02 12.6 36.1 15.4 35.9 Census Tract 239.03 40.2 32.1 9.6 18.1 Census Tract 240.03 27.3 38.8 14.3 19.6 Census Tract 240.04 58.4 24.9 11.7 5 Census Tract 240.05 60.4 30.6 4.1 4.9 Census Tract 240.06 26.4 31 13.9 28.7 Source: US Census 2010 Edina Comprehensive Plan Community Profile Chapter Draft 09-30-19 2-35 Employment As with population, total employment in Edina has been on the rise for decades, particularly between 1970 and 2000. There was a dip between 2000 and 2010 related to the recession, but jobs have been growing again in recent years. The ratio of population to jobs has been fairly consistent over time in Edina, with approximately one job for every one resident and about two jobs for every city resident in the 16-64 age range. As a significant number of residents are not in the workforce, this means that the city is a net importer of workers, functioning as part of a regional job concentration as defined by the Metropolitan Council. Combined with other cities like Eden Prairie and Bloomington, the southwest metro is one of the economic hubs of the Twin Cities area. Source: Metropolitan Council, MN-DEED 0 100K 200K 300K 0K 50K 100K 150K 1970 1980 1990 2000 2010 2016 Minneapolis JobsJobsFigure 2.38: Total City Employment, 1970-2016 for Edina and Adjacent Communities Edina Bloomington Eden Prairie Minnetonka Richfield St. Louis Park Minneapolis Edina Comprehensive Plan Community Profile Chapter Draft 09-30-19 2-36 Figure 2.39: Generalized Job Concentrations Edina Comprehensive Plan Community Profile Chapter Draft 09-30-19 2-37 Employment by Industry Employment by industry in Edina and Hennepin County is summarized in Table 2.5. The industries with the largest employment in Edina are health care and social assistance, administrative and waste services, retail trade, and finance and insurance. The ones that have been the fastest growing include management of companies and enterprises, health care and social assistance, and accommodation, and food services. Industries with recent declines in employment include professional and technical services and manufacturing. For more information on the implications of these trends, see the Economic Competitiveness chapter. Table 2.5: Employment by Industry, 2000-2016 Edina Hennepin County Industry 2000 2010 2016 Chg 00-16 2000 2010 2016 Chg 00-16 Accommodation and Food Services 2,354 3,517 3,624 54% 57,895 60,170 68,755 19% Administrative and Waste Services 5,644 6,028 7,176 27% 61,018 51,518 58,254 -5% All Other Industries 1,858 2,163 2,873 55% 89,472 56,841 67,950 -24% Arts, Entertainment, and Recreation 967 588 1,019 5% 12,158 13,120 15,837 30% Educational Services 1,720 2,198 1,954 14% 50,960 60,333 62,027 22% Finance and Insurance 4,582 5,446 4,263 -7% 67,334 67,263 68,243 1% Health Care and Social Assistance 7,335 7,756 10,518 43% 87,064 112,587 136,284 57% Information 1,213 586 859 -29% 31,844 21,173 19,437 -39% Management of Companies and Enterprises 579 1,948 1,878 224% 39,632 40,186 44,647 13% Manufacturing 4,374 1,778 1,614 -63% 104,410 70,723 74,577 -29% Other Services, Ex. Public Admin 2,499 1,888 2,366 -5% 28,305 25,276 27,092 -4% Professional and Technical Services 6,683 4,949 4,884 -27% 71,191 67,274 91,401 28% Public Administration 287 333 392 37% 24,125 24,929 25,707 7% Real Estate and Rental and Leasing 2,791 1,707 1,572 -44% 17,828 17,776 16,595 -7% Retail Trade 6,973 5,083 5,615 -19% 83,617 72,262 78,341 -6% Wholesale Trade 3,132 1,489 1,723 -45% 50,841 44,010 46,702 -8% Source: US Census Bureau Edina Comprehensive Plan Community Profile Chapter Draft 09-30-19 2-38 Compared to Hennepin County, Edina has higher percentages of employment in administrative and waste services, health care and social assistance, retail trade, and real estate and rental and leasing. Table 2.6: Percentage Employment by Industry, 2016 Industry Edina Hennepin Accommodation and Food Services 7% 8% Administrative and Waste Services 14% 6% All Other Industries 5% 8% Arts, Entertainment, and Recreation 2% 2% Educational Services 4% 7% Finance and Insurance 8% 8% Health Care and Social Assistance 20% 15% Information 2% 2% Management of Companies and Enterprises 4% 5% Manufacturing 3% 8% Other Services, Ex. Public Admin 5% 3% Professional and Technical Services 9% 10% Public Administration 1% 3% Real Estate and Rental and Leasing 3% 2% Retail Trade 11% 9% Wholesale Trade 3% 5% Source: US Census Bureau Edina Comprehensive Plan Community Profile Chapter Draft 09-30-19 2-39 Labor Force Participation As of 2016, there were around 25,340 people in Edina in the labor force, or about 64% of the population 16 years and older. As shown in the following graph, except for the teenage years, male residents are more likely to be employed than females throughout their lives. The highest percentage of both men and women who work is in the 20-54 age range, decreasing in subsequent years. Source: US Census Bureau 41% 76% 67% 27% 4% 34% 94% 84% 50% 11% 16-19 20-54 55-64 65-74 75+Age GroupFigure 2.40: Percentage of Edina Workers in Labor Force by Age and Sex, 2016 Female Male Edina Comprehensive Plan Community Profile Chapter Draft 09-30-19 2-40 In 2016, Edina had one of the lowest labor force participation rates among the comparison cities. Along with Bloomington and Minnetonka, Edina saw a decline in the labor force participation rate between 2000 and 2016. For Edina, that continued a previous declining trend from 1990-2000. This reflects the fact that Edina parents with children at home are less likely to work outside the home than those in other cities. For instance, in Edina the share of children under age 6 with all parents working is 62%, compared to 74% in the Twin Cities region. For children aged 6-17, the percentages are 63% and 78%, respectively. Source: US Census Bureau 60% 70% 80% 90% Edina Bloomington Eden Prairie Minneapolis Minnetonka Richfield St. Louis Park Figure 2.41: Labor Force Participation Percentage of Age 16-64 Population for Edina and Adjacent Communities, 2000 & 2016 2000 2016 Edina Comprehensive Plan Community Profile Chapter Draft 09-30-19 2-41 Place of Work and Worker Residency City residents are impacted by work travel trips whether or not they commute to work, since work- related trips are a primary contributor to the burden placed on transportation infrastructure. The Metropolitan Council’s 2010 Travel Behavior Inventory estimates that around 18% trips on the roadway network are work commute trips. Around 40% of trips are social/recreational, 22% are to school or within work, and 20% are shopping/errand. Work commute trips tend to be the longest trip type, on average. Related to commuting patterns is the job distribution within the city. The heat map below shows concentrations of employment around the city. The main job concentrations include Greater Southdale area, the Cahill industrial area near Highway 100, near the intersection of TH 62 with TH 169 in the western part of the city, and the Grandview area. Figure 2.42: Job Density Patterns in Edina, 2016 Edina Comprehensive Plan Community Profile Chapter Draft 09-30-19 2-42 Around 75% of Edina residents that commute to work travel to a destination in Hennepin County. Most of the remainder travel to other metropolitan area counties. The top destination cities are Minneapolis, Edina, and Bloomington. Source: U.S. Census Bureau, OnTheMap Application and LEHD Origin-Destination Employment Statistics Table 2.7: Top Edina Resident Commuter Destinations, 2015 Destination # Commuters % Commuters Minneapolis MN 5,798 27% Edina MN 2,763 13% Bloomington MN 1,904 9% Eden Prairie MN 1,085 5% St. Paul MN 1,085 5% St. Louis Park MN 846 4% Minnetonka MN 829 4% Golden Valley MN 590 3% Plymouth MN 492 2% Eagan MN 461 2% All Other Locations 5394 25% Source: U.S. Census Bureau, OnTheMap Application and LEHD Origin-Destination Employment Statistics 13% 63% 9% 5% 6% 5% Figure 2.43: Commuting Destinations of Edina Residents, 2015 Edina Hennepin Ramsey Dakota Scott, Anoka, Carver, Washington Other Edina Comprehensive Plan Community Profile Chapter Draft 09-30-19 2-43 As Edina is an employment center for the southwest metro in proximity to a number of others, it is not surprising that the percentage of people who both live and work in Edina (6%) is relatively low. About half of people who work in Edina live Hennepin County. The top cities where workers live are Minneapolis, Edina, and Bloomington. Source: U.S. Census Bureau, OnTheMap Application and LEHD Origin-Destination Employment Statistics Table 2.8: Top Edina Worker Origins, 2015 Origin # Commuters % Commuters Minneapolis city, MN 5,221 12% Edina city, MN 2,763 6% Bloomington city, MN 2,539 6% St. Paul city, MN 2,014 5% Eden Prairie city, MN 1,822 4% Richfield city, MN 1,301 3% St. Louis Park city, MN 1,270 3% Eagan city, MN 1,098 3% Plymouth city, MN 1,048 2% Minnetonka city, MN 1,042 2% All Other Locations 23,395 54% Source: U.S. Census Bureau, OnTheMap Application and LEHD Origin-Destination Employment Statistics 6% 44% 8% 12% 17% 13% Figure 2.44: Place of Residence of Edina Workers, 2015 Edina Hennepin Ramsey Dakota Scott, Anoka, Carver, Washington Other Edina Comprehensive Plan Community Profile Chapter Draft 09-30-19 2-44 Edina resident commuters compare favorably on travel time to work, with around three quarters of commuters traveling less than 30 minutes. This reflects the city’s proximity to many of the region’s major employment centers. Source: U.S. Census 0.0% 10.0% 20.0% 30.0% 40.0% 50.0% 60.0% 70.0% 80.0% 90.0% 100.0% Edina Bloomington Eden Prairie Minnetonka Richfield St Louis Park Figure 2.45: Commuting Distance, 2016 Less than 10 minutes 10-19 minutes 20-29 minutes 30 minutes or longer Edina Comprehensive Plan Community Profile Chapter Draft 09-30-19 2-45 Employment Projections As part of the Thrive MSP 2040 plan, the Metropolitan Council projects future employment figures for all cities in the seven county region. Between the years 2010 and 2040, the Council projects that total employment in Edina will increase by about 18%. This is slightly faster than Richfield and St. Louis Park, but slower than Bloomington, Eden Prairie, Minneapolis, and Minnetonka. Source: Metropolitan Council A comparison of projected population and employment changes from 2010 to 2040 shows that employment is expected to grow at a faster rate than total population for Edina and other nearby cities. With employment growing, there are potential implications with additional work trips. However, as the 2010 Travel Behavior Inventory noted, telecommuting and working from home are becoming increasingly common – offsetting some of the need for commuting trips. Additionally, the inventory shows people increasingly choosing non-single occupant vehicles for travel. Therefore, the full impact of additional commuting trips may be mitigated by these factors. 0 50K 100K 150K 200K 250K 300K 350K 0K 20K 40K 60K 80K 100K 120K 2010 2020 2030 2040 Minneapolis Number of JobsNumber of JobsFigure 2.46: Projected Employment for Edina and Adjacent Communities, 2010-2040 Edina Bloomington Eden Prairie Minnetonka Richfield St. Louis Park Minneapolis Edina Comprehensive Plan Community Profile Chapter Draft 09-30-19 2-46 Source: Metropolitan Council 0% 10% 20% 30% 40% 50% Figure 2.47: Percentage Change in Employment and Population Projected for Edina and Adjacent Communities, 2010-2040 Percent Population Change Percent Employment Change Edina: A Community of Learning. Edina has a prized education system of high-quality public schools. The Community Profile chapter of the Comprehensive Plan recognizes the importance of extending the benefits of education to the entire community. The information compiled in this chapter can be a significant educational resource in terms of understanding the current population, economy, and other socioeconomic data. The City may use this as a stand-alone community profile, or as background information to inform another project. An example of a use may be to provide a baseline for community status prior to a planned change. 3-1 3. Land Use and Community Design Chapter Highlights • The land use vision for the City of Edina will guide the future distribution, mix, and intensity of uses to optimize the current and future vitality and livability of the community. • The biggest land use changes in the city will be in targeted areas of change, including those identified through the small area planning processes. These places are potential opportunities for shifts in uses and intensities, supporting larger community goals. • While much of the city’s land area will not be targeted for change, it will not remain static or frozen in time. Continued investments in these areas are needed to maintain and update aging buildings and infrastructure, to meet the needs of the people and businesses that use them. • Overall community character and livability are greatly valued in Edina. There will be a continual need to balance protecting what is valued and responding to needed and ongoing changes. • Land use bears a close and vital relationship to public infrastructure, utilities, and services. The City will need to plan and invest responsibly in these systems – both to maintain existing facilities and to provide new ones in response to changing and expanding needs. This is addressed in more depth in other chapters. • Sustainability is an important value throughout this plan. In terms of land use, it has implications from the small scale (e.g. how buildings are constructed and maintained) to citywide (e.g. responsible use of resources, preparing a community to respond to climate change). This is addressed in more depth in other chapters. Introduction The land use element of the comprehensive plan provides not only guidance for land use and development within the city, but some of the organizing principles for the city itself. The planned and orderly development of land reflects community values and priorities, in terms of the opportunities it creates for where people can live, work, and congregate within city limits. It establishes the planned scale and intensity of neighborhoods and reflects the ability of the community overall to accommodate growth and change. It also relates to existing and planned infrastructure – including roadways, trails, transit systems, water and wastewater, parks, and others. Since a plan to accommodate growth is one of the central functions of this comprehensive plan, this land use element will focus primarily on how this can be accomplished in a way that is sustainable and consistent with overall community goals. Definitions Design Guidelines provide guidance for the character, scale, and built form of development. Land Use is the purpose for which land cover is committed, such as residential, industrial, or open space. Mixed Use is a land use category that includes two or more different land uses, arranged either horizontally on the same site, or vertically in the same building. Zoning is a technique used in land use planning to divide an area into a series of zones with defined characteristics, which are regulated through city ordinance. Under Minnesota state statute, zoning must be consistent with a city’s adopted comprehensive plan. Edina Comprehensive Plan Land Use and Community Design Chapter Draft 09-30-19 3-2 To be a useful day-to-day decision-making guide, the land use plan must be adaptable to unanticipated changes and be specific to current conditions and issues in the city. To balance these goals, it will be necessary to closely monitor and update the land use plan on a regular basis. It is widely recognized that the appearance and compatibility of a land use with its surroundings frequently are as important as the use itself. Community design guidelines are defined by this plan to guide the built and natural form of the city to foster and sustain livability and sense of place. Where the land use plan addresses specific areas and combinations of land uses, community design addresses the way these land uses are sited and designed. The community design component of this chapter looks at existing and planned land uses from the perspective of their current natural, designed, or built character. It suggests design strategies for protecting or enhancing this character or allowing for appropriate transitions. Forecasted Growth Addressing and accommodating forecasted growth in the City of Edina is a core function of the comprehensive plan. As Edina is already fully developed, this land use plan demonstrates how expected increases in population, households, and jobs can be accommodated through redevelopment and infill within designated change areas. Table 3.1 and Figure 3.1 show past patterns and future projections of growth in Edina. Population and household growth rates in Edina were relatively steady between 1970 and 2010, though they have increased since then. Employment, after surging in earlier years, has followed a similar pattern. The ratio of jobs to population has remained high, reflecting the role of portions of Edina as a regional employment center. The overall rate of change has increased since 2010, due to many new multifamily residential, commercial, and mixed-use projects. The forecasts included in this chapter were developed by the Metropolitan Council, indicating the city’s expected share of market-driven growth in the region. These forecasts are modified versions of those in Edina’s original 2015 System Statement, adjusting for higher-than-expected growth rates in Edina over the past few years. Metropolitan Council forecasts at the local and regional level are adjusted as needed, to reflect new information and market changes. The current forecasts reflect mutual agreement between the Metropolitan Council and Edina regarding implications of market-driven growth trends. The forecasts are derived from local and regional factors, including past housing and job trends and the city’s expected share of projected regional growth. Between 2020 and 2040, the population is projected to increase by 16% or 8,600. Households are expected to increase by 24% or 5,800. Jobs are expected to increase by 8% or 4,300. The faster rates of population and household growth relative to employment reflect the anticipated transition of primarily commercial areas into residential-commercial mixed-use districts. These forecasts are based on several assumptions, including overall economic climate, site availability, and market conditions. The actual counts may be lower or higher than these estimates. Edina Comprehensive Plan Land Use and Community Design Chapter Draft 09-30-19 3-3 Table 3.1: Population, Household, and Employment Projections 1970 1980 1990 2000 2010 2016 2020 2030 2040 Population 44,046 46,073 46,070 47,425 47,941 51,804 55,000 60,000 63,600 Households 13,005 17,961 19,860 20,996 20,672 22,309 24,000 27,700 29,800 Employment 20,240 36,061 44,534 52,991 47,457 52,330 51,800 54,000 56,100 Source: Metropolitan Council estimates and revised Thrive MSP 2040 forecasts, as of January 2019 Source: Metropolitan Council estimates and revised Thrive MSP 2040 forecasts, as of January 2019 0 10,000 20,000 30,000 40,000 50,000 60,000 70,000 1970 1980 1990 2000 2010 2016 2020 2030 2040 Figure 3.1: Edina Population, Household, and Employment Trends Population Households Employment Edina Comprehensive Plan Land Use and Community Design Chapter Draft 09-30-19 3-4 Community Designation Community designation is a typology used by the Metropolitan Council to categorize cities by geography and development patterns. Edina is designated as an Urban community in the Metropolitan Council’s Thrive MSP 2040 plan. Figure 3.2 shows the extent of this designation for the city, as well as that of surrounding communities. These designations are largely a function of when and how communities were developed. The Metropolitan Council uses these designations to guide regional growth and development, establish land use expectations including overall development densities and patterns, and outline the respective roles of the Council and individual communities, along with strategies for planning for forecasted growth. This designation has implications for how Edina plans for growth, density, and change. This includes a particular focus on guiding development around existing and planned transit. Metropolitan Council Guidance In Thrive MSP 2040, the Metropolitan Council states: “Urban communities experienced rapid development during the post-World War II era, and exhibit the transition toward the development stage dominated by the influence of the automobile. Urban communities are expected to plan for forecasted population and household growth at average densities of at least 10 units per acre for new development and redevelopment. In addition, Urban communities are expected to target opportunities for more intensive development near regional transit investments at densities and in a manner articulated in the 2040 Transportation Policy Plan.” Edina: A Community of Learning. Edina has a prized education system of high-quality public schools. The Land Use chapter of the Comprehensive Plan recognizes the importance of extending the benefits of education to the entire community. The development review process is often the place where the public comes most into contact with land use guidance at the city level. Educational elements to help inform the development review process can both build public knowledge and improve process outcomes. Edina Comprehensive Plan Land Use and Community Design Chapter Draft 09-30-19 3-5 Figure 3.2: Community Designation (Source: Metropolitan Council Thrive MSP 2040) Edina Comprehensive Plan Land Use and Community Design Chapter Draft 09-30-19 3-6 Trends and Challenges Strategic redevelopment and reinvestment. Growth of population and jobs helps keep Edina a vibrant, healthy, and attractive place to live and work. However, as a fully developed city, Edina will accommodate growth via the reuse of existing properties. Future development plans must balance market feasibility and responsiveness with overall perceived community benefits. Plans for land use changes should be strategic, particularly in regard to improving access to transportation networks and providing benefits to the community. Preserving existing residential character. High land prices and scarcity of available land within the city have resulted in a sharp increase in single-family home redevelopment. New housing is often significantly larger than existing adjacent housing, particularly in small-lot neighborhoods, and can appear to visually overwhelm these homes, block views or cast shadows on them. There has been considerable public discussion about the appropriate massing, height and proportions of architectural elements in established neighborhoods. How can the City balance the desire of some residents for larger homes with state-of-the-art features and developers seeking to offer housing units that appeal to today’s market, with the interests of neighbors who object to the size and scale of some new construction? Adding walkability and bikeability. Much of Edina was developed during post-WWII decades, when auto-oriented suburbs did not prioritize accommodating pedestrians and bicycles. A transportation network that allows for additional transit and non-motorized travel options increases the movement capacity of the existing public right-of-way and capitalizes on resident needs for more active lifestyles. Developing a complete transportation network will take time and effort and should fit into a well- planned, incremental transportation network. Changing needs of commercial and industrial uses. The useful life of commercial and industrial buildings tends to be significantly shorter than residential buildings, and many of Edina’s buildings are aging and potentially obsolete, at least based on their originally intended use. Buildings will need to be renovated, repurposed, or replaced to reflect current and future needs, including a much different model for retail than in the past, and increased interest in mixed-use/live-work scenarios. Vision Edina surveyed respondents on the question of the residential development mix in the city, and the need for options to live near where people work. Around 37% expressed a stronger preference for mixed use and diverse residential options, as opposed to a single-family home focus. Around 52% had a stronger preference for “live and work local” options, in contrast to reliance on commuting elsewhere. Demographic changes. A dominant trend, both locally and nationally, is the overall aging of the population. This has a host of implications for land use, including changes in the type of housing needed, goods and services demanded, and reliance on non-auto transportation options. Additionally, the Vision Edina community engagement process found that both younger (those under 30) and older (those over 60) participants were equally in support of more housing options, in contrast to a single-family housing focus. Expanding transportation options. In addition to walkability and bikeability at the neighborhood level, there is increased interest in providing access to multiple modes of transportation. This has implications for land use, in terms of locating appropriate housing units and jobs within safe and comfortable walking and bicycling distances of transit stops. Edina Comprehensive Plan Land Use and Community Design Chapter Draft 09-30-19 3-7 Existing Land Use and Conditions Overview The existing land uses in the City of Edina provide a view into the character of the community, as well as the starting place for planning future growth and change. A substantial majority of the land area is expected to continue in its current use through 2040, with growth focused in specific defined areas discussed later in the chapter. This section covers current land use and conditions. This includes the existing land use map and acreages, property value (market value and land/value ratio), building age and condition, and definitions of existing land use categories. Land Use Map Figure 3.3 shows the existing land uses in the City of Edina, and Table 3.2 shows the percentage of existing land use by category as of 2016, compared with 2005 data from the previous comprehensive plan. Comparing the two years shows a decline in commercial, industrial, and institutional, and a rise in mixed use, parks, and multifamily housing. Over half of the land in the city (53%) is single family detached residential, with the next largest proportion taken by parks (10%). Golf courses are called out as a separate category, so the parks number is lower than an overall calculation of open space in the city. Commercial, industrial, and higher density residential uses are clustered in specific areas, typically in defined nodes and districts, as well as along some major corridors. Consistent with the overall regional approach to mapping land use, existing land use calculations in this plan do not distinguish between local roads and adjacent uses. This is different than the parcel-based approach for future land use shown later in the chapter. Edina Comprehensive Plan Land Use and Community Design Chapter Draft 09-30-19 3-8 Table 3.2: Existing Land Use, 2005-2016 (Total Acres) Use 2005 Acres 2016 Acres Percent Total Acres (2016) 2005-2016 Change 2005-2016 Percent Change Single Family Detached 5,434 5,419 53% -15 -0.3% Park, Recreational or Preserve 922 972 10% 50 5.4% Golf Course 693 666 7% -27 -3.9% Institutional 468 444 4% -24 -5.1% Major Highway 401 442 4% 41 10.2% Multifamily 420 433 4% 13 3.1% Office 407 395 4% -12 -2.9% Retail and Other Commercial 384 313 3% -71 -18.5% Industrial and Utility 337 299 3% -38 -11.3% Single Family Attached 261 272 3% 11 4.2% Open Water 261 269 3% 8 3.1% Undeveloped Land 211 216 2% 5 2.4% Mixed-use Commercial & Other 51 1% 25 Mixed-use Industrial 17 0% 17 Mixed-use Residential 17 0% 17 Mixed Use 2008* 26 -15 226.9%** TOTAL 10,225 10,225 100% Source: Metropolitan Council *The 2008 plan did not split up mixed use into multiple categories, so comparison is between combined totals of mixed use. **Change in total mixed use Edina Comprehensive Plan Land Use and Community Design Chapter Draft 09-30-19 3-9 Figure 3.3: Existing Land Use Edina Comprehensive Plan Land Use and Community Design Chapter Draft 09-30-19 3-10 Changes Since 2008 Plan Since the City of Edina is fully developed, changes in existing land use have been incremental based on redevelopment, with a shift towards more multifamily and mixed use within potential areas of change, as shown on Figure 3.11. In the interim since the adoption of the previous comprehensive plan in 2008, there also have been changes to the land use policy and regulatory guidance for the city. These changes include: • Comprehensive plan amendments to add more detailed guidance for land use density by future land use category. • Comprehensive plan amendments to provide development guidelines for planned unit development or other larger projects. • Zoning changes at the individual site level to support new development projects, particularly mixed use. Existing Land Use Categories Figure 3.3 illustrates the pattern of existing land use in Edina as of 2016. The categories on the map are described as follows: Single-Family Residential Single-Family Detached. Residential neighborhoods are the most extensive land use within the city in terms of total land area, and single family detached housing is the largest component of that. Neighborhood character varies based on era of construction, scale of development, and landscape influences. Although there is significant variation, the most common residential type consists of post- WWII contemporary single-family homes on wooded lots along curvilinear streets. Multifamily Residential Single-Family Attached. This land use consists of residential units with common walls, where each unit has direct exterior access. In Edina the most common building types are townhouses and duplexes (two-family dwellings). Townhouses tend to be clustered close to highway or major road corridors, while duplexes are often found in narrow strips along major thoroughfares such as Vernon and France Avenues, as a kind of buffer for adjacent single-family detached housing. Multifamily. This land use is defined by the multiple-unit building type where each individual unit does not have direct ground floor access to the outside. Multifamily developments are concentrated primarily along the main traffic arteries and are generally located toward the edges of the city, often in proximity to retail business establishments. Concentrations of multifamily development are found along York Avenue, France Avenue, Vernon Avenue, Lincoln Drive, and Cahill Road. Commercial Retail and Other Commercial. An important part of Edina’s identity is its status as a regional commercial and employment center. The Edina marketplace is dominated by high-end retail, medical, real estate, and banking services, making it a unique destination within the metro area. The city’s demographics, in terms of incomes, match this business market. Retail areas can be defined based on their market positions: regional, community, and neighborhood. Edina’s regional retail district is the Greater Southdale area. Community-level districts include 50th& France and Grandview, although they contain some regional destinations Neighborhood shopping districts, including the commercial nodes at Valley View and Wooddale and West 70th and Cahill, mainly serve surrounding neighborhoods with convenience shopping and services. Several other neighborhoods have small commercial nodes providing convenience goods and services. The larger concentrations of this land use are generally located toward the edges of the city, rather than in the center. Edina Comprehensive Plan Land Use and Community Design Chapter Draft 09-30-19 3-11 Office. Long known as a retail center for the southwest metro area, Edina also contains office space in its four business and industrial areas, occupants of which include several large corporations, as covered in the Economic Competitiveness Chapter. This land use is concentrated along such major thoroughfares as the western sides of France Avenue and TH 100 and the northern side of West 66th Street. Mixed-use Mixed-use Residential. This land use consists of areas with a mix of uses including residential units and commercial. In its 2016 data, the Metropolitan Council recognizes around 17 acres of this land use in the city, primarily in the Southdale area. While a small percentage of overall uses, this has been growing. Mixed-use Industrial. This land use includes a mixture of industrial uses that may include office and retail but no residential units. The mixed-use industrial land use is found primarily in the Cahill industrial area west of TH 100 and along the south side of West 77th Street in the Pentagon Park area. Mixed-use Commercial and Other. This land use category contains nonresidential uses exclusively. There are around 51 acres of this in Edina, primarily in the Southdale area and north of Highway 62 on the city’s western border. Other Land Uses Industrial and Utility. Industrial uses are concentrated near areas with historically lower land prices and multimodal transportation options. Currently, the two areas in the city that meet these qualifications are the Cahill area west of TH 100 and south of West 70th Street, the greater Pentagon Park area, and a smaller concentration along TH 169 as it borders Eden Prairie in the extreme southwest corner of the city. It is expected that lower intensity industrial uses in these areas may transition to other uses in the future. Institutional. Institutional land uses are located through the city. They are occupied by large public and private service providers such as public safety (police, fire), essential services (public works), county libraries, hospitals, and other medical care facilities. They also include schools; social, cultural, and educational establishments; and cemeteries. Parks and Recreation. Edina has an extensive public park system that serves the community and area residents. Parklands include a golf course; biking and walking trails; various forms of recreational and athletic facilities, playgrounds and playing fields; and natural open space. Lands devoted to parks and recreation constitute the second highest percentage of all land use acreages. Some of the land included as park and recreational is within the Minnehaha and Nine Mile Creek floodplains, as well as other floodplains and stormwater drainage areas. Golf Course. Edina has four major golf courses located in these public parks and private country clubs: Braemar, Interlachen, and Edina. They constitute around 666 acres of the city’s land area. Major Highway. The city is bisected by two regional arteries, TH 62 and TH 100, which divide the city into geographic quadrants. In addition, two more highways, I-494 and TH 169, border the city or pass near its boundaries. These limited access roads allow for convenient access to points outside the city or to destinations within the city for residents, workers, and visitors. The acreage listed for this land use does not include local roads. Railway. The Canadian Pacific Railway maintains a rail line that runs north-south through the city. The rail line, sometimes referred to as the Dan Patch or Soo Line, contains about four miles of track in the city and runs roughly parallel to TH 100, west of that highway. Edina Comprehensive Plan Land Use and Community Design Chapter Draft 09-30-19 3-12 Undeveloped. Land categorized as “undeveloped” in the city contains protected and non-protected wetlands, steep slopes, and land not clearly used for any other categorized land use. Open Water. Nine Mile and Minnehaha Creeks provide a natural drainage system for the city’s land. Numerous lakes are both independent and linked to the creeks. Property Value Assessed property value is an important determinant of how market forces, property condition, and community context contribute to the perceived value of a property. This section is included to provide an overview of current conditions in Edina, as well as some implications. Figure 3.4 shows estimated market value per acre. Property values in Edina tend to be among the highest in the region, reflecting the desirable nature of the community. In Edina, the area with the most consistently high values per acre is the Country Club District, a designated historic district on the National Register of Historic Places. (See Chapter 13 Heritage Preservation for more information on designated historic resources.) Property values are more variable (though still fairly high) in the western neighborhoods. While high values may mean that property owners are able to keep their investments, they may also make it more challenging to maintain affordability. High land values in particular may make certain areas more attractive for redevelopment, particularly when the building value is relatively low in comparison. For areas where the value of the land is fairly high relative to the building value, it may be attractive to either renovate or expand the building, or to redevelop the site entirely. This is not always allowed under ordinance or encouraged by policy, although either may be modified by the City Council in response to changing conditions or opportunities. An example of this situation could be a location where land values may make it economically feasible to develop at a scale beyond what is allowed under city policy and regulation. Figure 3.5 shows the ratio of land value to total value for a property. A substantial amount of the land in Edina has land values that are more than half of the total value. This suggests that the underlying property is a very strong contributor to the value – which is consistent with much of what is known about Edina from other sources. In such circumstances, there may be market incentive to further invest in the property through expansion or redevelopment. These figures show potential change areas, which are guided for growth and redevelopment in accordance with small area plans and covered later in the chapter. Properties within these change areas with relatively high land-to-value ratios may be targets for redevelopment. One example of a potential change area, based on these maps, could be the Cahill industrial area. Edina Comprehensive Plan Land Use and Community Design Chapter Draft 09-30-19 3-13 Figure 3.4: Market Value Per Acre Edina Comprehensive Plan Land Use and Community Design Chapter Draft 09-30-19 3-14 Figure 3.5: Land Value to Total Value Ratio Edina Comprehensive Plan Land Use and Community Design Chapter Draft 09-30-19 3-15 Building Age and Condition Building age and condition are contributing factors when determining future redevelopment potential. All other things being equal, older and poorer condition buildings may be more viable redevelopment opportunities than those that are newer and better condition. There are exceptions to this, particularly in the case of protected historic properties. Additionally, there may be opportunities to reinvest in the property, rather than to change use or scale. Figure 3.6 shows the age of the buildings in Edina. Starting as a largely rural farm community on the outskirts of the Twin Cities region in the early 1900’s, Edina evolved rapidly into a developing suburb, with its own commercial and employment centers. Growth spread outwards from the area closest to Minneapolis, with the full extent of the existing city limits mostly developed by the 1980’s. Land use patterns reflect planned growth areas, largely separated by use and intensity, though there have been more mixed-uses in recent years. It’s notable that there is also a sprinkling of newer housing in some of the oldest neighborhoods. This reflects new construction, either on infill sites or replacement of existing housing stock. Building permit data shows this has continued in recent years at a moderate pace. Figure 3.7 shows the condition of buildings in Edina. This is collected on a multi-year cycle by the City of Edina. Since not every building is surveyed every year, it may not be completely up-to-date for any given structure. Since it is based primarily on an external assessment of building appearance, it may not reflect the condition of interiors or building systems. Due to these limitations, additional investigation may be needed at the individual property level to more completely assess a building’s condition. For the most part, buildings in the city are in average-to-good condition, with just a few scattered exceptions. As with other patterns, the oldest and most historic areas stand out as exceptional. However, there are many well-maintained properties throughout the city. Edina Comprehensive Plan Land Use and Community Design Chapter Draft 09-30-19 3-16 Figure 3.6: Building Age Edina Comprehensive Plan Land Use and Community Design Chapter Draft 09-30-19 3-17 Figure 3.7: Building Condition Edina Comprehensive Plan Land Use and Community Design Chapter Draft 09-30-19 3-18 Residential Density Since Edina is a fully developed community with no room to expand its boundaries, increased residential density is needed to accommodate new growth within the city. Areas with concentrations of residential density are beneficial in various other ways. They: • provide a customer and workforce base for commercial districts • support the viability of alternative transportation modes such as transit, car share, micro transit, and nonmotorized • generate activity and interactions that support community placemaking • more efficiently use existing infrastructure and public service capacity • protect undeveloped areas in the region from encroaching outward development • create additional tax base to take some of the burden off single family housing. Denser areas may also generate higher traffic volumes, increase demands for public services, and create environmental consequences. One purpose of this plan is to anticipate those effects, and to plan for improvements and investments that reduce or mitigate impacts. Impacts addressed in the comprehensive plan include, but are not limited to: • Multimodal transportation needs (Transportation Chapter) • Water supply, sanitary sewer, and stormwater needs (Water Resources Chapter) • Parks and trails (Parks, Open Space, and Natural Resources Chapter) • Environmental impacts (Energy and Environment Chapter) • Community service and facility needs (Community Services and Facilities Chapter) Economic development opportunities (Economic Competitiveness Chapter)Residential density in Edina is measured and regulated in terms of total dwelling units per acre, consistent with regional standards. What a building of a certain density will look like is not always intuitive. Due to variations in unit size, building layout, and site design, two buildings with the same number of units per acre can appear very different from one another in terms of height, bulk, and character. While it is useful to allocate growth in terms of the number of units that can be placed on a site, units per acre should not be the only measure used to determine whether a certain development is appropriate for a site. Additionally, variations in unit size impact units per acre calculations. An example could be small units for senior housing or micro units. Figure 3.8 shows the distribution of housing unit density across the city, and Figure 3.9 shows population density. Since this is based on 2010 data, it does not show development that has been constructed and occupied since then. Housing and population densities follow similar patterns to overall land uses. Almost all the single-family areas average less than five units per gross acre, with higher densities in multifamily and mixed-use areas. The older neighborhoods along the eastern side of Edina are slightly higher density than other single-family neighborhoods, reflecting smaller lots and smaller buildings. Edina Comprehensive Plan Land Use and Community Design Chapter Draft 09-30-19 3-19 Figure 3.8: Existing Housing Units per Acre Edina Comprehensive Plan Land Use and Community Design Chapter Draft 09-30-19 3-20 Figure 3.9: Population Per Square Mile Edina Comprehensive Plan Land Use and Community Design Chapter Draft 09-30-19 3-21 Table 3.3 summarizes Edina’s residential acreage by existing land use category. Single family detached housing covers the majority of residential acres in the city. Table 3.3: Residential Acres by Type (Total Acres) Land Use Acres Percent of Total Single Family Detached 5,419 88.2% Single Family Attached 272 4.4% Multifamily 433 7.1% Mixed-use Residential 17 0.3% Total 6,141 100% Source: Metropolitan Council Net residential density is used to determine how dense residential areas are within a community. For the purposes of utility planning, this is an indicator of whether a development pattern is compact enough to be efficiently served. For the purposes of transportation planning, it is an indicator of where development is dense enough to support alternative travel modes such as transit. Net residential density is determined by subtracting out undevelopable portions of residential land, including wetlands and water bodies, public parks and open space, major road right-of-way, and other areas protected from development by local ordinances. Since Edina is a fully developed community, undevelopable acres account for a fairly small percentage of residential parcels, since most of those areas have either been modified or converted to permanent open space. Table 3.4 shows net residential density in Edina. Table 3.4: Net Residential Density in 2016 Land Use Number of Units Acres Gross Residential Acres Undevelopable Net Residential Acres Net Density Units/Acre Single Family Attached 12,851 5,419 329 5,090 2.5 Single Family Detached 1,326 272 15 257 5.2 Multifamily 8,980 433 20 413 21.8 Mixed-use Residential 353 17 0 17 20.8 Total 23,510 6,141 364 5,777 4.1 Source: Metropolitan Council Edina Comprehensive Plan Land Use and Community Design Chapter Draft 09-30-19 3-22 Potential Change Areas The Comprehensive Plan functions as a long-range tool that anticipates where growth in populations, households, and jobs will be incorporated in the city. As a fully developed city, it is expected that most of the land in Edina will maintain its current land use, scale, and intensity. Where there are single-family homes, they will remain single family homes. Greater density may occur in other areas. Appropriate transitions will need to be implemented for development in areas that abut neighborhoods with single-family homes. No area will be completely static. Due to the city’s aging building stock and changing needs of residents and businesses, continued investments will be required for rehabilitation, expansion, and replacement of existing structures. The number of residents and employees within these areas is expected to remain approximately the same. Other areas of the city have capacity to accommodate new growth in the form of housing units and job- generating uses. These are places where infrastructure capacity to support new growth is already relatively strong. The Greater Southdale District is the largest of these areas and is subsequently expected to accommodate a sizeable percentage of citywide growth. The City of Edina 2008 comprehensive plan identified “potential areas of change” as shown on Figure 3.10. These were places where change was most likely to occur. A major recommendation following up on this designation was to complete small area plans for “specific neighborhoods, districts, or potential areas of change in the community” to provide more specific guidance for these areas. Working with community-based stakeholder groups and through extensive public engagement, the City has undertaken and completed plans for the following areas. The study areas are shown on Figure 3.11, with the boundaries that were established for the plans. • GrandView Development Framework (2012) • Small Area Plan for the Wooddale-Valley View Neighborhood Node (2015) • Greater Southdale District Plan (2018) • Small Area Plan for the City of Edina’s 44th & France Neighborhood Node (2018) • Small Area Plan for the City of Edina’s 70th & Cahill Neighborhood Node (2018) • Small Area Plan for the City of Edina’s 50th & France District (2019) These City Council adopted small area plans are incorporated into the comprehensive plan by reference. Recommendations from the plans for land use guidance and other elements has been incorporated onto the future land use map and throughout the comprehensive plan. The Edina Big Ideas process identified three potential small areas for future consideration, including Lincoln/169/Eden Prairie, expanded 70th & Cahill, and Pentagon Park. The 2008 plan also showed a portion of North France Avenue, which may be potentially impacted by the future E Line Rapid Bus project. The City will continue to monitor these areas for growth potential, and there may be additional studies in the future. Edina Comprehensive Plan Land Use and Community Design Chapter Draft 09-30-19 3-23 Figure 3.10: Potential Areas of Change from 2008 Plan Edina Comprehensive Plan Land Use and Community Design Chapter Draft 09-30-19 3-24 Figure 3.11: Potential Areas of Change for 2018 Plan Edina Comprehensive Plan Land Use and Community Design Chapter Draft 09-30-19 3-25 Future Land Use Land Use Plan The future land use plan is the guide for the allowed type and intensity of development citywide. It does not provide the full level of detail shown in the zoning code – rather, it is overarching guidance for the patterns, to ensure decisions made through the city’s regulatory and enforcement process are consistent with a comprehensive approach and strategy. As a developed community, the future land use plan does not tend to change dramatically from year to year. The boundaries of Edina are not expected to be altered and many of the overall patterns have been established for decades. Despite this, the city has capacity to accommodate growth and change through the redevelopment and renewal of sites in targeted areas. Figure 3.12 shows the planned land use for all property within Edina. Table 3.5 summarizes the planned land uses by category shown on the map. The planned future land uses shown on this map reflect previous community planning efforts as well as desired updates identified as part of the 2018 Comprehensive Plan Update process. The following section provides definitions of the future land use categories shown. By way of comparison, the table also includes the range of housing units per acre for land uses that include residential. Table 3.5: Guided Land Use Acres Category Units Per Acre Acres % of Total Acres Low Density Residential 1-5 4,613 45.1% Low Density Attached Residential 4-8 126 1.2% Medium Density Residential 5-20 5-12 225 2.2% High Density Residential 20-60 179 1.7% Greater Southdale District Residential 50-100 68 0.7% Office Residential 20-75 315 3.1% Office 69 0.7% Neighborhood Node* 10-50 26 0.3% Mixed-use Center* 12-100 69 0.7% Community Activity Center 90-150 228 2.2% Industrial 279 2.7% Open Space and Parks 1,312 12.8% Public/Semi Public 561 5.5% Regional Medical 50-100 45 0.4% Right-of-Way 2,111 20.6% Total 10,224 100.0% *Density within these categories varies by subarea. See Table 3.6 for details Source: City of Edina Edina Comprehensive Plan Land Use and Community Design Chapter Draft 09-30-19 3-26 Figure 3.12: Future Land Use Edina Comprehensive Plan Land Use and Community Design Chapter Draft 09-30-19 3-27 Future Land Use Categories The categories in Table 3.6 apply to the Future Land Use Plan. Land use categories are broader and more long-term in scope than zoning districts. The land use plan and the zoning ordinance should be consistent with one another but not necessarily identical. Each land use category may be implemented through more than one zoning district, allowing for differences in building height, bulk and coverage in different areas of the city. Some revisions to existing zoning districts or creation of new districts may be needed as part of the implementation of the land use plan. Land in cities is categorized first by how it is used, and secondarily by the scale and intensity of that use. For residential uses, density is defined in terms of dwelling units per net acre (exclusive of major road rights-of-way and public lands). For nonresidential and mixed-uses, intensity is typically defined in terms of floor-to-area ratio, or FAR, which refers to the ratio of a building’s total floor area to the size of its lot. Thus, a maximum FAR of 1.0 could allow for a two-story building covering 50% of the lot, a three- story building on one-third of the lot, and so on. FAR limits for uses are regulated through the City’s zoning code. Building heights are not specified in the table because height will vary within and between categories, based on neighborhood context, infrastructure, and community design goals. The small area plans incorporated by reference here provide more detailed information on height and density guidance. The “Development Guidelines" in the table below are intended to highlight important design considerations for each land use category but are not regulatory in nature. The maximum densities given may not be achievable on all development sites, and other factors besides comprehensive plan guidelines are used to determine the appropriate scale and density of development on a site. The density ranges shown in this plan are consistent with those developed in the small area planning process for the designated areas of change. Edina Comprehensive Plan Land Use and Community Design Chapter Draft 09-30-19 3-28 Table 3.6: Future Land Use Categories Categories Description, Land Uses Development Character and Guidelines Density and Intensity Guidance** LDR Low Density Residential Applies to largely single- family residential neighborhoods, encompassing a variety of lot sizes and street patterns. Typically includes small institutional uses such as schools, churches, etc. Massing standards (under development) and impervious coverage limitations would apply to ensure compatibility of infill construction. 1 - 5 residential dwelling units/acre LDA Low-Density Attached Residential Applies to two-family and attached dwellings of low densities and moderate heights. This category recognizes the historical role of these housing types as transitional districts between single-family residential areas and major thoroughfares or commercial districts. May include single-family detached dwellings. Introduction of more contemporary housing types, such as low- density townhouses, may be an appropriate replacement for two- family dwellings in some locations, provided that adequate transitions to and buffering of adjacent dwellings can be achieved. 4 - 8 residential dwelling units/acre MDR Medium- Density Residential Applies to attached housing (townhouses, quads, etc.) and multi-family complexes of moderate density. May also include small institutional uses. In new development or redevelopment, improve integration of multi-family housing into an interconnected street network and work to create an attractive, pedestrian- friendly street edge. 5 – 20 5 - 12 residential dwelling units/acre HDR High-Density Residential Existing “high-rise" and other concentrated multi- family residential, some of which may contain a mixed- use component. May also include limited office, service, or institutional uses primarily to serve residents’ needs. Provide incentives for updating older multifamily buildings. The Comprehensive Plan provides a description of these areas. Densities are based on units per acre. Work to create an attractive, pedestrian- 20 – 60 residential dwelling units/acre Edina Comprehensive Plan Land Use and Community Design Chapter Draft 09-30-19 3-29 Table 3.6: Future Land Use Categories Categories Description, Land Uses Development Character and Guidelines Density and Intensity Guidance** friendly street edge and provide convenient access to transit, schools, parks, and other community destinations. GSDR Greater Southdale District Residential Primarily residential area located in the core of the Greater Southdale District. Compared with other multifamily districts, this one has more compact buildings, structured parking, and a stronger focus on transit supportive densities. This may include some mixed- use elements compatible with residential development, such as small-scale retail, services, and institutional uses. 50 – 100 residential dwelling units/acre NN Neighborhood Node Current examples: • 44th & France • 70th & Cahill • Valley View & Wooddale In general, small-to moderate-scale commercial, residential or mixed-use buildings serving primarily the adjacent neighborhood(s). Primary uses encouraged are neighborhood-serving retail and services, offices, studios, institutional and residential. Building footprints generally less than 20,000 sq. ft. (or less for individual storefronts). Parking is less prominent than pedestrian features. Encourage underground parking (for comparatively larger developments), district parking for smaller developments, and open space linkages where feasible; emphasize enhancement of the pedestrian environment. Varies by small area: • Wooddale/Valley View – up to 30 du/acre • 70th & Cahill – 10-50 du/acre • 44th & France – 12 du/acre and up 30%/70% residential/commercial mixed-use Edina Comprehensive Plan Land Use and Community Design Chapter Draft 09-30-19 3-30 Table 3.6: Future Land Use Categories Categories Description, Land Uses Development Character and Guidelines Density and Intensity Guidance** OR Office Residential Transitional areas along major thoroughfares or between higher-intensity districts and residential districts. Many existing highway-oriented commercial areas are anticipated to transition to this more mixed -use character. Primary uses are offices, attached or multifamily housing. Secondary uses: Limited retail and service uses (not including “big box" retail), limited industrial (fully enclosed), institutional uses, parks and open space. Vertical mixed- use should be encouraged and may be required on larger sites. Upgrade existing streetscape and building appearance, improve pedestrian and transit environment. Encourage structured parking and open space linkages where feasible; emphasize the enhancement of the pedestrian environment. 20 – 75 residential dwelling units/acre 50%/50% estimated residential/commercial mixed-use O Office This designation allows for professional and business offices, generally where retail services do not occur within the development unless they are accessory uses that serve the needs of office building tenants. Vehicle access requirements for office uses are high; however, traffic generation from office buildings is limited to morning and evening peak hours during weekdays. Office uses should be located generally along arterial and collector streets. Provide buffer/transition to adjacent residential uses. Use high quality permanent building materials and landscaping. Encourage structured parking. Floor to Area Ratio – Per Zoning Code: Maximum of 0.5 MXC Established or emerging mixed-use districts serving Maintain existing, or create new, Varies by small area: Edina Comprehensive Plan Land Use and Community Design Chapter Draft 09-30-19 3-31 Table 3.6: Future Land Use Categories Categories Description, Land Uses Development Character and Guidelines Density and Intensity Guidance** Mixed-Use Center Current examples: • 50th and France • Grandview areas larger than one neighborhood (and beyond city boundaries). Primary uses: Retail, office, service, multifamily residential, and institutional uses. Vertical mixed-use should be encouraged, and may be required on larger sites. pedestrian and streetscape amenities. Encourage or require structured parking. Buildings may “step down" in height from intersections. Varies by small area: • 50th & France – 12-75 du/acre • Grandview – 20-100 du/acre 50%/50% estimated residential/commercial mixed-use CAC Community Activity Center Contains larger scale uses, height and coverage. Primary uses: Retail, office, lodging, entertainment and residential uses, combined or in separate buildings. Secondary uses: Institutional and recreational. Mixed-use should be encouraged, and may be required on larger sites. Design standards for building placement, massing and street- level treatment. Where applicable, refer to small area plan for more detailed design guidance. Buildings should be placed in appropriate proximity to streets to create pedestrian scale. Buildings may “step down" at boundaries with lower-density districts and upper stories “step back" from street. More stringent design standards for larger buildings. Emphasize pedestrian circulation; re-introduce finer- grained circulation patterns where feasible. 90 – 150 residential dwelling units/acre 50%/50% estimated residential/commercial mixed-use Edina Comprehensive Plan Land Use and Community Design Chapter Draft 09-30-19 3-32 Table 3.6: Future Land Use Categories Categories Description, Land Uses Development Character and Guidelines Density and Intensity Guidance** I Industrial Applies to existing predominantly industrial areas within the City. Primary uses: industrial, manufacturing. Secondary uses: limited retail and service uses. Development standards to ensure compatibility with adjacent uses; screening of outdoor activities. Floor to Area Ratio – Per Zoning Code: Maximum of 0.5 RM Regional Medical Hospitals, senior housing*, affordable housing, medical and dental offices and clinics, and laboratories for performing medical or dental research, diagnostic testing, analytical or clinical work, having a direct relationship to the providing of health services. General office uses are permitted. * Senior housing may include: independent living, assisted living, memory care, and skilled nursing. Design standards for building placement, massing and street- level treatment. Pedestrian circulation and open space amenities should be provided for larger sites. 50 – 100 senior residential and affordable dwelling units/acre OSP Open Space and Parks Applies to major parks and protected open space that is publicly owned. Performance and buffering standards for intensive outdoor recreation and parking. See Parks chapter for how future growth will be accommodated in the parks system. N/A PSP -Public/Semi- Public Applies to schools, large institutional uses (churches, cemeteries) and semi-public uses such as country clubs. Some small uses of these types may be integrated into other land use districts. Performance and buffering standards for intensive outdoor recreation, parking. N/A LAH Expressways and access ramps for two regional arterial highways (TH 62 Edina Comprehensive Plan Land Use and Community Design Chapter Draft 09-30-19 3-33 Table 3.6: Future Land Use Categories Categories Description, Land Uses Development Character and Guidelines Density and Intensity Guidance** Limited Access Highway and TH 100) occupy land within the City to serve local and regional travel needs. NA N/A *Floor-to-area ratio, or FAR, refers to the ratio of a building’s floor area to the size of this lot. **For mixed use categories, estimated percentage of residential/commercial use split is included for the purposes of calculating capacity for growth. These are not binding requirements for specific development projects. Source: City of Edina Edina Comprehensive Plan Land Use and Community Design Chapter Draft 09-30-19 3-34 Allocating Growth and Density The potential change areas on Figure 3.11 are the primary areas intended to accommodate the forecasted growth of housing units and employment uses through 2040. In addition to identifying potential developable areas, there needs to be guidance to determine an acceptable range of residential density within areas, based on consistency with city policy and ordinances. Adequate density ranges are necessary to show the ability to accommodate all forecasted growth, as well as to strengthen the city’s tax base, support regular transit service, and ensure efficient use of limited land. Table 3.7 details the acreages within the change areas. It does not include acres that are considered permanently non-developable, such as right of way, though it does include occupied development sites which may redevelop in the future. Note that the redevelopment areas are a subset of the overall future land use designations, so these totals are different than the overall future land use categories. Table 3.7: Future Land Use in Change Areas Category Developable Non- Developable Total % of Developable Low Density Residential 6.84 0.15 6.99 1% Low Density Attached Residential 2.72 0.06 2.78 0% Medium Density Residential 2.48 1.14 3.62 0% High Density Residential 81.45 5.05 86.5 11% Greater Southdale District Residential 68.12 0.17 68.29 9% Neighborhood Node 23.89 0.32 24.21 3% Office Residential* 223.5 4.15 227.65 31% Mixed-use Center* 41.54 0.67 42.21 6% Community Activity Center* 226.64 1.36 228 31% Regional Medical Center* 44.31 0.28 44.59 6% TOTAL 721.49 13.35 734.84 100% *mixed-use Source: City of Edina Based on the density ranges shown on the future land use map, Table 3.8 shows the range of residential units per acre that are expected to be added through new development and redevelopment. The actual range of densities may vary based on specifics of propose development projects and the site. These ranges will be used to calculate land needs for new development and redevelopment. For the purposes of allocating growth at the city level, the calculations below aggregate the total acres available for development across all change areas. The small area plans incorporated by reference provide more specific guidance as to the allocation of growth within those areas. Edina Comprehensive Plan Land Use and Community Design Chapter Draft 09-30-19 3-35 Table 3.8: Residential Expected Density Ranges Type Units/Acre (Min) Units/Acre (Max) Low Density Residential 1 5 Low Density Attached Residential 4 8 Medium Density Residential 5 20 12 High Density Residential 20 60 Greater Southdale District Residential 50 100 Neighborhood Node** 10 50 Office Residential* 20 75 Mixed-use Center* ** 12 100 Community Activity Center* 90 150 Regional Medical Center* 50 100 *mixed-use ** as the range varies by subarea, this aggregate number is just for calculation purposes; see Table 3.6 for actual policy guidance by subarea Source: City of Edina Correspondingly, measures of jobs per acre can be used to calculate estimated employment intensity and to determine land needed to accommodate forecasted job growth. Using observed information about typical job density ranges and the city’s employment projections, an estimate of jobs/acre can be developed to project need for additional commercial and industrial land. Table 3.9 summarizes these ranges. Table 3.9: Commercial/Industrial Expected Density Ranges Minimum Jobs/Acre Maximum Jobs/Acre Neighborhood Node 10 30 Office Residential 35 40 Mixed-use Center 25 30 Community Activity Center 70 75 Regional Medical Center 45 50 Office 40 45 Industrial 40 45 Source: City of Edina Estimated Land Requirements Based on the above future land use plan and expected density ranges, estimated residential and commercial land use requirements have been calculated. The purpose is to help Edina plan for and accommodate growth in population, households, and employment. Residential calculations are detailed in Table 3.10 and commercial calculations are detailed in Table 3.11. Since this is a fully developed community, development will take place on sites that already have some existing use. It is assumed that there will be no net loss of housing units or jobs with the construction of Edina Comprehensive Plan Land Use and Community Design Chapter Draft 09-30-19 3-36 infill development. This is possible, particularly with infill development of sites with a very low population or job count, and/or a significant amount of land dedicated to uses such as surface parking. Residential Table 3.9 estimates residential acres needed for forecasted growth through 2040. Based on the assumptions in this plan, accommodating the planned growth in population and households in Edina will require 83-244 acres of land. This assumes that all projected growth will be accommodated within the designated change areas, and the percentage of units will be distributed roughly based on the total acreage currently present for residential and mixed-use land use types. It also assumes no loss of existing residential units, so actual development may need to be higher if any units are displaced in the process. There are approximately 725 total acres of residential or mixed-use land in these change areas. Between 11% to 33% of that total may be impacted by development by 2040. Table 3.10: Demand for Residential Acres Through 2040 Density Range (Units/Acre) Units Needed Minimum Acres Maximum Acres Type Minimum Maximum Low Density Residential 1 5 0 0 0 Low Density Attached Residential 4 8 0 0 0 Medium Density Residential 5 20 12 0 0 0 High Density Residential 20 60 889 15 44 Greater Southdale District Residential 50 100 706 7 14 Neighborhood Node* ** 10 50 26 1 3 Office Residential* 20 75 2,237 30 112 Mixed-use Center* ** 12 100 368 4 31 Community Activity Center* 90 150 2,805 19 31 Regional Medical Center* 50 100 461 5 9 Total 7,491 79 244 *mixed-use land use type ** as the range varies by subarea, this aggregate number is just for calculation purposes; see Table 3.6 for actual policy guidance by subarea Source: City of Edina Commercial/Industrial Based on similar assumptions, Edina will need 79-99 acres of land for commercial/industrial uses. This assumes no net loss of existing jobs in these areas, so the actual totals may be higher if there is a redevelopment of sites that removes jobs. Additionally, it is possible that the density range for jobs may be higher or lower in some cases, depending on the scale and intensity of the development and whether it is a mixed-use. The total acres of commercial or mixed-use land in these change areas is around 571 acres, so this estimates that between 14% to 17% of that total will be impacted by commercial/industrial development by 2040. Edina Comprehensive Plan Land Use and Community Design Chapter Draft 09-30-19 3-37 Table 3.11: Demand for Commercial/Industrial Acres Through 2040 Density Range (Jobs/Acre) Jobs Needed Minimum Acres Maximum Acres Minimum Maximum Neighborhood Node 10 30 160 5 16 Office Residential 35 40 1526 38 44 Mixed-use Center 25 30 283 9 11 Community Activity Center 70 75 1506 20 22 Regional Medical Center 45 50 295 6 7 Office 40 45 0 0 0 Industrial 40 45 0 0 0 Total 3770 79 99 Source: City of Edina Staged Development and Redevelopment Tables 3.12 and 3.13 show the staging of development within the change areas in terms of units and net acres. Given the fully developed character of the city, the future land use plan does not include a specific schedule for staging or phasing of redevelopment. Public utilities and services have already been extended to all parts of the city, so there is no need to show staging for extension of infrastructure. Furthermore, the water supply, local water management, and wastewater plans demonstrate that adequate capacity will be available by 2040, and at interim stages, to serve the needs of all forecasted growth within the city as identified in the comprehensive plan. However, there may be specific areas of the city where infrastructure capacity needs to be expanded to meet the needs of new development. The Public Works Department and Engineering Department will study needs for service capacity improvements throughout the city on an as-needed basis. Instead, the purpose of this staging plan is to show that adequate land is available to accommodate all forecasted growth within the city. The numbers in the chart below are based on development at minimum densities, and with no mixing of uses on individual sites, thereby identifying the potential maximum amount of land needed. For land use categories where there are different ranges depending on the specific area (such as Neighborhood Node and Mixed-use Center), the lowest number is used to calculate the capacity. These calculations show that the city has capacity to accommodate forecasted growth through 2040, without assuming maximum buildout of all sites. This does not mean, however, that this scale of development is necessarily preferable. As demonstrated in Tables 3.10 and 3.11, the amount of land developed could be significantly less if growth is accommodated in higher density projects. Edina Comprehensive Plan Land Use and Community Design Chapter Draft 09-30-19 3-38 Table 3.12 – Staged Development or Redevelopment - Residential Within Urban Service Area Average Density Range Housing Units/Acre Existing Development Acres (2016)* 2016-2020 2021-2030 2031-2040 Remaining Acres in 2040 Min Max Acres Units Acres Units Acres Units Acres Acres High Density Residential 20 60 81 194 10 425 21 241 12 38 Greater Southdale District Residential 50 100 68 162 3 355 7 202 4 54 Neighborhood Node* ** 10 50 7 6 1 14 1 8 1 4 Office Residential* 20 75 112 499 25 1,092 55 620 31 1 Mixed-use Center* ** 20 100 21 14 1 32 3 18 1 15 Community Activity Center* 90 150 113 709 8 1,552 17 881 10 78 Regional Medical Center* 50 100 22 106 2 231 5 131 3 13 Total 425 1,691 50 3,700 109 2,100 62 204 *mixed-use – available acres based on split between residential/commercial in future land use table ** as the range varies by subarea, this aggregate number is just for calculation purposes; see Table 3.6 for actual policy guidance by subarea Source: City of Edina Edina Comprehensive Plan Land Use and Community Design Chapter Draft 09-30-19 3-39 Table 3.13 – Staged Development or Redevelopment - Commercial Within Urban Service Area Estimated Jobs/Acre Existing Development Acres (2016)* 2016-2020 2021-2030 2031-2040 Remaining Acres in 2040 Min Max Acres Jobs Acres Jobs Acres Jobs Acres Acres Neighborhood Node 10 30 17 32 3 64 6 64 6 1 Office Residential 35 40 112 301 9 602 17 602 17 69 Mixed-use Center 25 30 21 56 2 112 4 112 4 10 Community Activity Center 70 75 113 305 4 610 9 610 9 92 Regional Medical Center 45 50 22 60 1 119 3 119 3 16 Total 285 754 20 1,508 39 1,508 39 186 Source: City of Edina The Transportation Chapter provides direction for improvements to the multimodal transportation network to address the needs of planned growth for the city – including bicycle, pedestrian, roadway, and transit modes. While improvements are planned citywide, the focus is around increased travel needs in and around the planned growth areas, particularly the Greater Southdale District. See that chapter for more information on potential planned projects and general policy guidance. The Water Chapter provides direction for improvements to the sanitary sewer, stormwater, and water supply systems needed to address planned growth. While improvements are planned citywide, the focus will be on planned growth areas, particularly the Greater Southdale District. Presently, the sewer and water supply systems in that area of the city have the greatest capacity for additional users, supporting the city’s overall land use plan for growth in that area. See that chapter for more information on potential planned projects and general policy guidance, including how the increased demand for stormwater treatment will be managed in a fully developed community. Edina Comprehensive Plan Land Use and Community Design Chapter Draft 09-30-19 3-40 Community Design Guidelines In order for Edina to remain economically competitive, attractive to residents, businesses, and visitors, and sustainable, the community must be more than functionally responsive. Edina must also be beautiful, vibrant, safe, inclusive, and promote active living. The principles and guidelines in this chapter are intended to help the City achieve this vision by focusing on the design of the built environment and the natural environment. The community design principles apply to both City actions and private sector development. The City is responsible for designing, maintaining and improving its streets, parks, public buildings and other public spaces. The private sector is encouraged to design buildings, structures and landscape features that complement and support the public realm and fit within the context of the surrounding neighborhoods or districts. This section provides principles and guidelines for buildings, site design, and interconnecting spaces. The 2008 comprehensive plan also included guidance for citywide movement patterns and public spaces. This has subsequently been replaced by the Living Streets Plan (2015). Living streets balance the needs of motorists, bicyclists, pedestrians and transit riders in ways that promote safety and convenience, enhance community identity, create economic vitality, improve environmental sustainability, and provide meaningful opportunities for active living and better health. The Living Streets Plan defines Edina's vision for living streets and addresses how the vision is implemented by providing information on street design, traffic calming, bike facilities, landscaping and lighting, as well as best practices for community engagement during the design process. See the Transportation Chapter for additional information on how the Living Streets Plan is incorporated in the comprehensive plan. As a largely developed city, Edina’s future growth will be built on infill and redevelopment sites and will need to fit in, improving the character of surrounding areas. The small area plans provide more detailed guidance for specific redevelopment areas of the city. The following overall principles, focused primarily on aesthetic issues, provide general guidance when redevelopment occurs. Principles 1. Design buildings with an interesting and varied pedestrian-scaled street frontage, as expressed through building massing, façade articulation, materials, and details. 2. Recognize that diverse architectural styles can be employed to achieve city-building goals. 3. -Position buildings to fit with their existing and/or planned context by facing and complementing adjacent streets, parks and open spaces. 4. Locate and orient vehicle parking, vehicular access, service areas and utilities to minimize their visual impact on the property and on adjacent/surrounding properties, without compromising the safety and attractiveness of adjacent streets, parks, and open spaces. 5. Regulate scale, massing, and height to provide complementary transitions to adjacent sites and nearby neighborhoods and areas. Buildings should have an interesting and varied pedestrian-scaled street frontage, with parking located to the rear when possible. Edina Comprehensive Plan Land Use and Community Design Chapter Draft 09-30-19 3-41 Guidelines: Low-Density Design (Residential) 1. Control the scale and massing of infill housing to make it reasonably compatible with established residences. Recent zoning changes have partially addressed this issue. Future zoning changes should refer to and consider the small area plans discussed earlier in this chapter. Other techniques that may be considered include: • a graduated scale, or floor area ratio that relates building size to lot size; • an impervious surface maximum to ensure that a reasonable percentage of each lot remains as green space, for aesthetics and stormwater management; • design standards that guide the stepping back of building mass and height from adjacent residential buildings and parks. 2. Building and garage placement. Many neighborhoods and individual blocks have an established pattern of building placement, spacing, landscape treatments, front yard setbacks and garage placement that combine to convey a particular neighborhood character. For example, most garages in the city’s older traditional neighborhoods are detached and located within the rear yard. While new construction is likely to vary from this pattern, some limits on the degree of variation may be appropriate in areas such as historic districts. For example, the following guidelines should be considered: • The width of front-loaded garages is limited so that they occupy no more than a defined percentage of the front façade; • Driveway width at the curb is limited; • Front-loaded garages may be required to meet the same setback as the rest of the front façade. 3. Integration of multi-unit housing into transitional areas. In the past, duplexes were located along many major thoroughfares in Edina as a kind of buffer or transition to the adjacent single-family housing. Today this housing type is in need of updating or replacement in many locations, and high land and redevelopment costs create pressure for higher-density housing types. Townhouse complexes have been constructed in locations such as north France Avenue. The challenge is that in many locations the duplexes Infill housing can be scaled to be compatible with the neighborhood context. Parking located to the rear of a property creates a more pedestrian friendly street frontage. Multifamily housing can be scaled to be compatible with lower density neighborhoods. Edina Comprehensive Plan Land Use and Community Design Chapter Draft 09-30-19 3-42 are only one lot deep, which makes it difficult to provide an adequate transition to single-family scale. The following sections broadly address the issue of integrating multi-unit housing into lower-density, primarily single-family neighborhood transitional areas. 4. Single-family characteristics. Attached and multifamily housing should emulate single-family housing in its basic architectural elements – pitched roofs, articulated facades, visible entrances, porches or balconies. Taller buildings should step down to provide a height transition to existing adjacent residential buildings. 5. Level of formality. Design the front and back facades with appropriate levels of formality. The front, as the more public side of the house, will receive the more formal treatment, with the main entrance, porch or steps and landscaping, while trash/recycling storage, play equipment and outdoor storage should be located in the back. 6. Parking to the rear. Where rear-loaded or detached garages predominate, parking spaces and garages should be located to the rear of the lot or interior of the block. If this is infeasible, garages should be recessed some distance behind the main façade of the house and surface parking should be placed within side yards to the extent feasible. 7. Mechanical systems on all buildings should be positioned so they are not visible from the public view, unless they are an integral part of the architectural design (i.e. photovoltaic roof tiles). Solar panels, satellite dishes and air conditioning systems should be positioned to the back or side yard of the house, or screened by plantings or low walls. 8. Garages and outbuildings should be designed in character with the primary residence on the site. When placed on an alley or lane, the design should contain windows that provide a view to the lane, for additional security. When attached, the garage elevation should not dominate the street elevation of the primary residence. Parking to the rear can create attractive pedestrian oriented environments. Multifamily housing can emulate architectural elements of neighborhood context. Edina Comprehensive Plan Land Use and Community Design Chapter Draft 09-30-19 3-43 Guidelines: Medium- and High-Density Design (All Uses) 1. A Pedestrian-Friendly Environment. Improving the auto-oriented design pattern present in much of the city will call for guidelines that change the relationship between parking, pedestrian movement and building placement. a. Provide visual screening and privacy to buffer cars from people, provide visual relief and allow stormwater infiltration in parking lots. Permeable hardscape, where appropriate, may be preferred over blacktop or traditional paving. Vertical “living walls” (trellis, vine-covered fences) are preferable to materials that absorb and reflect heat. b. Evaluate current parking standards in order to encourage shared parking and minimize the visual impact of surface parking. c. Encourage or require placement of surface parking to the rear or side of buildings, rather than between buildings and the street. d. Landscaping is essential to screen parking areas, buffer adjacent residential uses and create a pedestrian-friendly environment along streets. e. Design surface parking to maximize stormwater infiltration and allow for groundwater recharge, using infiltration swales, pervious pavement or similar techniques. f. Where vehicle parking requirements exist, implement minimum bicycle parking standards as well. g. Encourage the development of parking lots or structures so they can be shared by more than one building on the site or by buildings on neighboring sites, and which can transition over time to other uses if parking needs change. h. Enhance the appearance of parking ramps by designing the structure with the possibility of the addition of liner buildings when development opportunities are ripe. i. Use striping, curbs and landscape treatments, centralized walkway medians and islands, and textured paving to clearly define walking spaces within parking areas and adjacent to vehicular circulation. j. Use raised crossings, speed humps, and speed tables to discourage high traffic speeds in parking lots where pedestrian volumes are high. k. Locate and screen service and loading areas to minimize their visibility from public streets and adjacent residential areas. Visual screening and permeable pavers can create a more attractive, sustainable treatment for surface parking. Particularly in medium to high density areas, structured parking and shared parking support efficient use of land and increased walkability. Edina Comprehensive Plan Land Use and Community Design Chapter Draft 09-30-19 3-44 2. Encourage Successful Mixed-use Development. As shown in the future land use section of this chapter, many of Edina’s commercial, office and industrial districts are evolving towards a greater degree of mixed-use. The land use plan encourages this evolution by defining land use categories that encourage combinations of compatible uses. Mixed-use development allows for a savings in time and convenience for residents who choose to live in closer proximity to where they work and shop. Community interest is served by this type of development, as the city is able to integrate additional residences and businesses more efficiently within existing city infrastructure. Pedestrian amenities and proximity of uses encourage more trips to be made by foot or bike, reducing the increase of congestion that can otherwise result from conventional development of separated land uses. The City of Edina has several examples of successful mixed-use developments, most notably the 100-acre Centennial Lakes area and the 24-acre Edinborough project. Additionally, there are opportunities to encourage mixed use in areas such as 50th & France, 44th & France, and Wooddale Valley View. The following guidelines are directed toward creating successful mixed- use environments. 3. Building Placement and Design. Where appropriate, building facades should form a consistent street wall that helps to define the street and enhance the pedestrian environment. On existing auto-oriented development sites, encourage placement of liner buildings close to the street to encourage pedestrian movement. • Locate prominent buildings to visually define corners and screen parking lots. • Locate building entries and storefronts to face the primary street, in addition to any entries oriented towards parking areas. • Encourage storefront design of mixed-use buildings at ground floor level, with windows and doors along at least 50% of the front façade. In some cases, much higher window coverage may be appropriate. Mixed use development can provide an amenity for area residents and support multimodal transportation alternatives. A consistent street wall can provide an enhanced pedestrian environment, particularly in commercial and mixed use areas. Edina Comprehensive Plan Land Use and Community Design Chapter Draft 09-30-19 3-45 4. Movement Patterns. • Provide sidewalks along primary streets and connections to adjacent neighborhoods along secondary streets or walkways. • Limit driveway access from primary streets while encouraging access from secondary streets. • Encourage enhanced transit stops, including shelters, shade and seating where feasible. • Provide pedestrian amenities, such as wide sidewalks, street trees, pedestrian-scale lighting, and street furnishings (benches, trash receptacles, etc.). 5. Appropriate Parking Standards. Mixed-use developments often produce an internal capture rate. This refers to residents and workers who obtain goods and services from within the development without making additional vehicle trips. Parking ratios for mixed-use development should reflect the internal capture rate and the shared parking opportunities this type of development offers. In the long term other factors will be impacting parking demand, such as the availability of autonomous vehicles, shared cars, bike and scooter share, and other modes that provide alternatives to driving and parking a car. 6. Improve Connectivity in Large-scale Development. Internal and external connectivity. As part of redevelopment or expansion of large-scale sites, reintroduce an internal local street and pathway network that connects through the site and to suitable entry points at the perimeter. The goal is to encourage pedestrians to reach the site and drivers upon arriving to continue all further movement by foot. As a result, the capacity of internal roads can be reduced and more area devoted to amenities, providing still more incentives to walk. Bicycle facilities should allow residents in surrounding neighborhoods to bike safely to the site. Transit stops should be provided in visible and central locations. 7. “Edge” or transitional uses. Moderately sized liner buildings should be encouraged to soften the edge of large-scale superblock development. Medium-density housing types such as townhouses combined with structured parking may also be an appropriate transitional use. Adding pedestrian and bicycle amenities and facilities can encourage people to walk and bike to destinations. Mixed use development provides an opportunity for shared parking between uses. Connectivity within large developments can support walkability. Edina Comprehensive Plan Land Use and Community Design Chapter Draft 09-30-19 3-46 8. Provide appropriate transitions between land uses. Rather than discouraging movement between adjacent land uses with berms and fences, focus on creating elegant and attractive transitions between adjacent uses. Transitional areas include well-landscaped pedestrian walkways, seating areas, arcades, and other spaces that encourage integration rather than separation. 9. Buildings Frame the Street. Building placement and heights can serve to define the streetscape and visually reduce the apparent width of the street. Generally speaking, wider streets can accommodate taller buildings subject to the height limitations described elsewhere in this Chapter. 10. Façade Articulation. Primary facades should be designed with a well-defined base, middle and top, providing visual interest at ground level. Building entries and access points should be clearly visible from the primary street. Long building facades should be divided into smaller increments using contrasting materials, textures, detailing, setbacks or similar techniques. 11. Transparency and Natural Surveillance. Building forms and facades should provide an awareness of the activity within the buildings through frequent doors and windows oriented toward public streets and open space. 12. Variety of Building Forms. Encourage an integrated mix of building types, heights and footprints within blocks, rather than single buildings or building groups. 13. Building Height Transitions. Taller buildings (generally four stories or higher) should step down to provide a height transition to surrounding residential buildings, including buildings across a street or pathway, and to avoid excessive shadowing of sidewalks, parks and public spaces. 14. Height. With the development of a series of small area plans as additional guidance for growth and development in Edina, the decision was made to not include guidance for building height in the main comprehensive plan document. This will allow for more flexibility in the development review process. Building height is still being addressed through the city’s zoning code and in the small area plans. Stepping down building height and scale can provide a transition to lower density areas. Buildings that frame the street and have transparent facades can provide a pedestrian- oriented experience. Varying building forms provides visual interest and aids in transitions. Edina Comprehensive Plan Land Use and Community Design Chapter Draft 09-30-19 3-47 Land Use Goals and Policies Land use goals and policies are provided below. See the Implementation Chapter for related implementation steps, lead implementing agencies, and estimated timelines. Goal 1: Encourage infill and redevelopment that optimize use of city infrastructure, complement community character, and respond to needs at all stages of life. 1. Endeavor to accommodate private redevelopment in targeted potential areas of change, consistent with future land use guidance. 2. In reviewing development proposals, examine how land use and transportation are integrated to ensure that new development and redevelopment expand nonmotorized travel options that reduce the need for automobile travel. 3. Increase pedestrian and bicycling opportunities and connections between neighborhoods and key destinations, and with other communities, to improve multimodal transportation infrastructure and reduce dependence on cars. Goal 2: Support livability and high quality of life for all city residents by balancing goals and priorities for development, especially as the community changes over time. 1. Manage transitions and seams between different use, scale, and intensity types to mitigate any negative impacts and encourage positive connections between areas where appropriate. 2. Improve the current development review and approval system to provide clearer direction as to community design goals and encourage high-quality development that is compatible with its surroundings. 3. Incorporate Edina’s tradition of leadership in education throughout the city by providing and encouraging opportunities for residents to engage and learn about the community. 4. Pursue overall goals of promoting equity and reducing disparities in outcomes for people living and working in the community. Goal 3: Grow and develop sustainably to protect the natural environment, promote energy efficiency, conserve natural resources, and minimize the impacts of buildings on the environment. 1. Incorporate principles of sustainability and energy conservation into all aspects of design, construction, renovation and long-term operation of new and existing development. 2. Encourage efficient use of land through shared functions where appropriate, such as stormwater management incorporated as a community amenity. 3. Maintain the current open space and wetlands acreage and seek to expand it whenever possible. 4. Encourage development types that are designed to function well in all seasons, including winter. Goal 4: Create and maintain housing options that serve a diverse range of ages, household types, and economic situations. 1. Building on current efforts, seek options that allow for residential redevelopment that is sensitive to the community character and context, while expanding options for residents. Edina Comprehensive Plan Land Use and Community Design Chapter Draft 09-30-19 3-48 2. Seek opportunities to increase the supply of affordable housing, as well as to preserve the affordability of existing affordable housing. 3. Facilitate the development of new housing that accommodates the needs of a people of diverse needs and from diverse backgrounds. 4. Investigate opportunities to accommodate Missing Middle housing within the city, defined as range of multi-unit or clustered housing types compatible in scale with single-family homes that help meet the growing demand for walkable urban living. Goal 5: Support and enhance commercial and mixed-use areas that serve the neighborhoods, the city, and the larger region. 1. Recognize and support commercial, office, and industrial job centers that draw workers from the city and across the region. 2. Increase mixed-use development where supported by adequate infrastructure to minimize traffic congestion, support transit, and diversify the tax base. 3. Support the development of mixed use districts that provide a variety of living opportunities within a walkable and livable area. Goal 6: Ensure that public realm design respects community character, supports of commercial and mixed-use development, promotes community identity, and creates high quality experiences for pedestrians, cyclists, transit users, and motorists. 1. Ensure that the city’s roads continue to evolve to act as connectors, rather than as barriers. 2. Incorporate amenities and infrastructure into public corridors to make them beautiful, efficient, and multimodal public spaces that contribute to community identity and pride. 3. Encourage the development of living streets with enhanced public realms and integrated environmental functions, including potentially functioning as high-integrity ecologic corridors. 4-1 4. Housing Chapter Highlights • Changing needs and preferences in Edina regarding housing type, size, style, and location will have implications both in areas of change and areas of stability citywide. • Affordability will remain a central issue and challenge for Edina in the coming years, as it seeks to provide a range of housing options to meet the needs of Edina residents at all life stages and income levels. • There is a need to provide affordable housing to a broad range of people who wish to live, work, and attend school in Edina. The city will preserve, create, and maintain an equitable community that promotes racial, ethnic, and socioeconomic diversity. • The City of Edina has taken proactive steps regarding affordability via its 2005 Housing Succession Plan and the subsequent adoption of its 2015 Affordable Housing Policy and subsequent 2019 New Multi-Family Affordable Housing Policy, but evaluation is needed to determine if this is sufficient. Introduction Housing and residential neighborhoods provide a core part of the identity of Edina for its residents, in terms of its role in providing basic shelter, community character, livability, a means of wealth creation, and proximity to jobs, services, and amenities. Likewise, housing policy for the city has shaped how housing has grown, what it looks like, how property is valued, and even who lives here. Although the housing patterns throughout Edina have been largely established for decades, they are not static. The high land values that characterize this community have attracted continued investment in properties – from extensive renovation to teardowns to larger scale infill development. This reflects the changing needs and preferences of residents, as well as the need for thoughtful guidance for change. The housing vision for Edina guides policies related to housing affordability, choice, quality, and community context. Even as the city contemplates changes to the housing stock to meet existing and future housing needs, it is important to note that majority of residential neighborhoods in Edina are guided to remain predominantly single family housing. Growth and change will be directed to designated areas, as described in the Land Use Chapter. Future housing policy will strike a balance between maintaining existing housing and adding needed new options. This chapter provides an overview of (1) existing housing conditions, (2) trends and challenges related to housing, (3) future housing needs including the need for affordability, (4) goals and policies, and (5) an implementation plan. Chapter Content This chapter focuses on the following aspects of housing: • Housing supply and community growth • Housing affordability • Housing quality and design • Housing choice The chapter provides an overview of existing housing conditions, existing and future needs, goals and policies, and an implementation plan to meet identified goals. Edina Comprehensive Plan Housing Chapter Draft 09-30-19 4-2 Existing Conditions Past and Future Growth Population and housing growth trends in the City of Edina help define both the existing housing stock and future growth opportunities. Forecasts included here were produced by the Metropolitan Council through the regional planning process and with input from the City of Edina Planning Division. Forecasts continue to be revised as needed. Beginning in the late 1800s, Edina developed east to west. By the early 1980s, it was largely built out. Since then new housing primarily has been constructed as infill within existing neighborhoods and in redevelopment areas. Population trend data shows this. Over the 50-year period from 1960 to 2010, the population of Edina increased approximately 68%. The vast majority of this growth was within the first two decades. Between 1980 to 2010, it only grew 4%. The Great Recession (2007-2009) impacted Edina’s housing market, as it did in other communities throughout the nation. The rate of adding new housing units slowed, and housing values declined. Due to historically strong demand for its housing, Edina was impacted less severely than many other communities and recovered faster. Since then, there has a significant increase in growth, responding to both the city’s strong market position and pent-up demand. The population is expected to grow by 16% or 8,600 between 2020 and 2040. These forecasts are modified versions of those in Edina’s original 2015 System Statement, adjusting for higher-than-expected growth rates in Edina over the past few years. Metropolitan Council forecasts at the local and regional level are adjusted as needed, to reflect new information and market changes. The current forecasts reflect mutual agreement between the Metropolitan Council and Edina regarding implications of market-driven growth trends. In contrast to population, the number of households and housing units have grown much faster. From 1960 to 2010 they increased 168%. They are expected to grow by 24% or 5,800 from 2020 to 2040. Household size declined from 3.69 people per household in 1960 to 2.31 in 2010. This reflects a national trend toward smaller family size and fewer children per household. It now takes more housing units to house the same number of people as it did in the past. Edina Comprehensive Plan Housing Chapter Draft 09-30-19 4-3 Source: US Census and Metropolitan Council Factors Contributing to Housing Growth See Chapter 2 Community Profile for a full overview of demographic and economic factors contributing to growth and change in Edina. Implications for housing are summarized below: Demographic Changes Demographic change in Edina in recent years has been characterized by: • Aging population • Families with school-aged children • Increasing racial and ethnic diversity The median age in Edina is older than in surrounding communities, and the percentage of residents over 65 has been increasing for decades, particularly relative to the percentage under 20. As of 2016, the percent of 65+ residents was more than 20% of the population, and the median age is 46.7. With a growing percentage of residents in the 45-64 age cohort, this is only expected to increase over time. However, a limiting factor for the growth of the 65+ population could be the availability of appropriate and affordable options for seniors seeking to transition from single family housing to other housing types. The appeal of the area to families with school-aged children is tied closely to the strength of the Edina Public Schools which draws its student body not only from residents, but also from the surrounding communities via open enrollment. As a result, while the median age of the population continues to increase, the number of children has as well. The population under 20 has increased since 2000, both in absolute terms and as a percentage of the population and was around 25% of the population in 2016. While not above statewide averages, it is notable for Edina, particularly considering the strong growth at the other end of the age range. Compared to other communities, married couples are a large and Edina Comprehensive Plan Housing Chapter Draft 09-30-19 4-4 growing percentage of overall households. A limiting factor in accommodating this demand is the availability of affordable housing options for young families wishing to move to Edina. Not all growth in enrollment is due to the resident population. Edina has seen an increase in open enrollment as well. The following chart shows the relationship between the resident population of students and overall district enrollment. Steady upward trends have influenced strong growth in home values in the city. Source: Star Tribune, Minnesota Department of Education Racial and ethnic diversity has increased gradually but steadily for decades. While still a relatively small percentage of the population, it is likely to continue to grow, given regional forecasts for demographic change. Evidence suggests that the youngest generations are typically more diverse than older ones. While the overall percentage of people reporting minority status in Edina is 13.5%, it is 24% of Edina Public Schools students, an increase of over 10% in the last ten years. International immigrants moving to Edina are also more likely to be both young and diverse, compared to the native born population. Housing Stock The city has a diverse housing mix that appeals to a variety of household types. The majority of the housing stock (57%) are single family detached units, with the remainder being single family attached and duplex (7%), multifamily with 3-19 units (6%), and multifamily with 20+ units (31%). The substantial percentage of the multifamily housing stock in larger buildings reflects the fact that most multifamily is concentrated in a few higher density locations, such as the Greater Southdale area, where guidance and land values support larger scale development. Over half of the housing stock (55%) was built in the 1960s and earlier, so is approaching 50 years old. As housing stock ages, continued investment is needed to address maintenance needs as well as changing tastes and preferences. Housing condition and building permit data suggests that this is happening. The vast majority of housing in the city is of average or better condition, and many properties have been substantially upgraded over the years. Housing Market The housing market in Edina has been consistently strong over the years. The housing stock is higher valued compared to the rest of the region, and has retained that value over time. In 2016, Edina Comprehensive Plan Housing Chapter Draft 09-30-19 4-5 the median home value in Edina was over $424,000, compared to $220,000 regionally. Like the rest of the regional and national housing market, Edina saw declines in sales prices and volumes during the recent recession (2007-2009). However, median housing sales prices in Edina recovered and exceeded pre-recession levels by 2015, a year earlier than the Twin Cities region. This points to the fact that the impact was less, and the recovery quicker, than the market overall. Source: Minneapolis Area Association of Realtors The rental market is similarly strong. Particularly post- recession, there has been pent up demand for new rental properties, resulting in a wave of new construction of multifamily rentals. Median rents in Edina are above regional medians: $1,280/month compared to $980/month, based on 2016 numbers. As of this writing, rents are significantly higher, as much as $2,500 or more, and reflect the newest units which tend to be higher priced. Like much of the market, rental vacancy rates are low, in the 1-3% range, though this will likely change as more units are constructed. Housing Units and Affordability Housing affordability is one of the most important factors related to the housing stock. Broadly defined, affordability means that the intended residents can pay for the cost of housing without expending a disproportionate share of their income (generally greater than 30%). In practice, the City focuses on policies and interventions regarding affordability for low income households, as they typically have the most challenges in finding affordable options. The definition of affordability Definition: Affordability The Metropolitan Council measures affordability using Area Median Income (AMI), the midpoint of the seven-county Twin Cities metropolitan region income distribution. Low income affordability is defined at three levels: • xtremely low income (30% of AMI) • ery low income (50% of AMI) • ow income (80% of AMI) This is further broken down by household size. The US Department of Housing and Urban Development has calculated levels of affordability based on these criteria. In 2018, a four-person household is considered extremely low income if its household income is below $28,300 per year. Edina’s median household income is significantly higher than the regional AMI, Edina Comprehensive Plan Housing Chapter Draft 09-30-19 4-6 for low income households can be found in the box on this page. The main categories focus on rental property, where there is a desire to also include affordable ownership in the plan. Therefore, there are several main categories of affordable housing, detailed below: • Subsidized housing. These units received some sort of subsidy for construction and/or renovation, with the criteria that rents are limited to be affordable to households with incomes at or below 80% of Area Median Income and home mortgages are affordable to households with incomes at or below 120% Area Median Income. Properties meeting these criteria are included in the count of units in Table 4.1. • Naturally Occurring Affordable Housing (NOAH). These are both ownership and rental units with below market costs for occupants, but not due to any policy or regulation. They are a substantial percentage of the affordable housing stock in the Twin Cities, and include single family homes, apartments, and other housing types. However, as they are not protected, their values and rents can rise depending on property and market conditions. There is no official tally of these in the area. • Senior housing. While most affordable housing cannot be restricted based on demographics of residents, senior housing is an exception. This housing has age guidelines for residents, and often features appropriate supporting services – ranging from optional programs to full service. The exact type and configuration of senior housing will vary based the market and resident needs and preferences. • Supportive housing. Supportive housing integrates services with housing. It is typically targeted at vulnerable groups, such as people with disabilities, people experiencing homelessness, or people dealing with addictions or having other specialized medical needs. • Congregate living. Congregate living features independent living units for residents, with shared activities and services in common areas. This model may be used in senior or supportive housing developments. Table 4.1 summarizes existing housing data. As of 2016, Edina had about 23,510 housing units, 60% of which were single family and 40% of which are multifamily. Most homes in the city are owner occupied (72%). The percentages of multifamily and rental units have been increasing gradually, whereas the number of single family homes has remained fairly static. According to Metropolitan Council housing data, about 32% of housing units in Edina are affordable to households with incomes at or below 80% of area median income (AMI). While this is a substantial number, it is significantly below the countywide average of 63%. Additionally, according to the US Census, around 29% of all households in Edina are cost burdened. Cost burden, as defined by the US Department of Housing and Urban Development, is based on the percentage of households whose typical housing expenditures are more than 30 percent of their income. This threshold has been used to indicate a point at which households may have difficulty affording other basics such as food, clothing, transportation, and medical care. There are 560 publicly subsidized affordable housing units in Edina, most of which are designated for seniors. Table 4.2 provides additional detail as to the specific developments which include these units. Edina Comprehensive Plan Housing Chapter Draft 09-30-19 4-7 Table 4.1: Housing Conditions in 2016 Housing Units Number % of Total Housing Units Total 23,510 100% – Owner Occupied 16,880 72% – Rental 6,630 28% – Single Family Homes 14,177 60% – Multifamily Homes 9,333 40% Publicly Subsidized Total Subsidized 560 2.4% – Senior Housing 393 1.7% – Housing for People with Disabilities 0 0.0% – All Other Publicly Subsidized Units 167 0.7% Affordable Units Total Affordable Housing Units at 80% AMI and below 7,525 32% – Housing Units affordable to households with incomes at or below 30% Area Median Income (AMI) 1,351 6% – Housing Units affordable to households with incomes between 31 and 50% Area Median Income (AMI) 2,254 10% – Housing Units affordable to households with incomes between 51 and 80% Area Median Income (AMI) 3,920 17% Source: Metropolitan Council and Housing Link Edina Comprehensive Plan Housing Chapter Draft 09-30-19 4-8 Table 4.2: Subsidized Affordable Housing in Edina, 2016 Name and Location Description Eligibility Funding 66 West 3330 W 66th Street 39 affordable units supportive housing facility – 39 studio apartments Young adults experiencing homelessness at or below 30% AMI City, County, MHFA, MEF, FHF Crossroads of Edina (formerly Oak Glen) 5515 Oak Glen Road 26 affordable units in 64 unit apartment building – 4 1-bedroom and 22 3-bedroom Families at or below 30% AMI HUD Section 8 (PBA); MHFA Edina Lodge 6312 to 6314 France Ave S 6 affordable units in duplexes and triplexes 60% AMI MHFA Interlodge 5141 William Ave 6 affordable units in duplexes 30% AMI County and MHFA South Haven 3400 Parklawn Ave 100 affordable apartments, 1-bedroom Seniors at or below 30% AMI LIHTC, HUD Section 202 Summit Point/Woodhaven 5010 Summit Ave 29 affordable apartments, 1-bedroom Seniors at or below 30% AMI LIHTC, HUD Section 202 Yorkdale Townhomes W 76th St & York Ave S 90 affordable units: 10 1-bedroom, 56 2- bedroom, 20 3- bedroom, 4 4-bedroom Families at or below 30% AMI LIHTC, County, MHFA Yorktown Continental 7151 York Ave S 264 affordable units, 262 1-bedroom, 2 2- bedroom Seniors at or below 30% AMI LIHTC, MHFA Source: Housing Link - https://www.housinglink.org/ In addition to the affordable housing developments in Table 4.2, some primarily market rate developments contain affordable units. These include Aurora on France (4005 W 65th/6500 France), Aria (3200 Southdale Circle), and Yorktown Gardens (7151 York). The total number of anticipated units between these projects is around 26. As shown in Table 4.3 and the following chart, the percentage of households that are experiencing cost burden has gradually risen since 1990, reaching the greatest proportion in 2010. The trend is mixed: the percentage of renters experiencing cost burden has been slowly decreasing since 1990 while the percentage of owners experiencing cost burden has fluctuated over the past 3 decades. Of all cost burdened households in Edina, about 10% of households spend 50% or more of their household income on housing, which is qualifies as severe housing cost burden. Edina Comprehensive Plan Housing Chapter Draft 09-30-19 4-9 It is important to note that cost burden is also present in households making greater than Area Median Income, which explains the gap between percentages presented in Table 4.3 (for cost burdened households making 80% or less of AMI) and the following graph. Roughly 9% of households making at least 80% AMI ($75,000 or more) experience cost burden. Table 4.3: Edina Households Experiencing Cost Burden, 2016 Category Households in Bracket Percent of Total Households Existing households experiencing housing cost burden with incomes below 30% AMI 1,328 6% Existing households experiencing housing cost burden with incomes between 31 and 50% AMI 1,228 5% Existing households experiencing housing cost burden with incomes between 51 and 80% AMI 1,341 6% Source: Metropolitan Council, US Census Source: Metropolitan Council, US Census Edina Comprehensive Plan Housing Chapter Draft 09-30-19 4-10 Figure 4.5: Owner Occupied Housing Estimated Market Value Edina Comprehensive Plan Housing Chapter Draft 09-30-19 4-11 Trends and Challenges • Affordability across a range of household types. As a desirable community with high land values, affordability is a challenge for Edina. This includes low income households, first time homeowners, young families, seniors seeking to downsize, and many other groups. Lack of affordable housing prevents new people from moving into the community, and may force existing households to relocate when they face a lifestyle change. This is further emphasized by demographic changes, in particular the aging of the population, and the fact that wages have not kept up with inflation and the rising cost of housing. • Designing walkability as part of new development. Especially in developed communities like Edina, residents are frequently looking for a location where they can easily access what they need daily. Public input received during recent planning processes supports this: 61% of Vision Edina participants indicated a stronger preference for alternative modes (including walking and biking) than for driving, and participants in the Pedestrian & Bicycle Master Plan identified a number of barriers that kept them from being able to walk and bicycle as much as they would prefer. Designing for walkability includes proximity to retail and services, walkable and bikeable routes, connections to parks and community services, access to transit, and other amenities. In Edina in particular, there is an exceptionally strong relationship between housing and the school district, which attracts many residents to the city. Post-recession Edina: A Community of Learning. Edina has a prized education system of high-quality public schools. The Housing chapter of the Comprehensive Plan recognizes the importance of extending the benefits of education to the entire community. Particularly in the case where there are housing projects with public participation, due to partnerships and subsidy, there is an opportunity to educate about the important role of housing to a community, and how they related to other features. The close relationship between education and housing is a unique opportunity to highlight how they reinforce and work together in the community. Edina Comprehensive Plan Housing Chapter Draft 09-30-19 4-12 housing patterns show that particularly in the case of multifamily development, residents are often looking for these amenities within walking distance of their home. Additionally, walkable development patterns can help reduce the traffic impact of denser housing patterns by accommodating at least some trips through walking, biking, or transit rather than automobile. • Accommodating affordability in a high property value community. The high values of land in Edina complicate the provision of affordable housing in several ways. There is limited supply of NOAH, since most unsubsidized housing in Edina does not qualify as affordable. Also, acquiring land to preserve or construct housing is so expensive, that even dedicated resources (such as funds from the inclusionary zoning policy proceeds) are not sufficient to create impact. Additionally, the factors that contribute to the maintenance of high values are not accidental. Edina has worked for decades to protect and grow value, sometimes to the extent of excluding types of development or even people. Because Edina is a welcoming and inclusive city, it will strive to provide housing for households with a broader range of incomes. • Mitigate impacts of new development on existing neighborhoods. As a fully developed community, any new development will occur within an area with existing character and context. Particularly when new or different housing types are introduced to meet needs, there is an interest to ensure it is an asset to the community, and any impacts to surrounding properties are adequately mitigated. For instance, there has been increased interest in higher intensity mixed use development in recent years. This has provided residents with easy access to transit, retail, and services, as well as opportunities to live and work in spaces with close proximity. High density developments are already present in Edina, but more are likely to occur. Managing these uses to mitigate any potential conflicts is important. • Maintaining community character. With the changing ways people are living, working, and using spaces, there will be changes in how land uses function – both in new and renovated spaces. Edina is frequently on the forefront of innovative practices, particularly related to sustainability and technology. However, this will require some flexibility in development standards. One of the goals of Edina Comprehensive Plan Housing Chapter Draft 09-30-19 4-13 innovating may be to find ways to accommodate missing housing types or to let housing be produced more affordably. Examples of housing types may include “missing middle” housing options – a range of multi-unit or clustered housing types compatible in scale with single- family homes that help meet the growing demand for walkable urban living. These housing options may include co-housing, duplexes, triplexes, fourplexes, and other smaller scale multifamily types. Ways to reduce housing costs could include modular building styles that take advantage of efficiencies in the construction process. • Combatting social isolation. While not a housing issue per se, the way people live their lives now has become more isolated and disconnected than in the past. This has contributed to any number of societal problems, from political polarization to a rise in the suicide rate. How do we help connect communities back together through shared spaces and functions, including accommodating diversity in various forms? This can be addressed through how residential areas are designed and built, to support social interaction and community connectivity. • Planning for housing in strong markets. Many traditional public sector interventions in the housing market were originally designed to work in areas where the private sector is absent or underperforming. However, these same tools can be effective in a place like Edina, though they may require creative approaches and partnerships. In general, Edina needs approaches that are focused on leveraging private investment in existing and future development. The city’s inclusionary housing policy is a Edina Comprehensive Plan Housing Chapter Draft 09-30-19 4-14 key example of this, but will need to be supported by addressing the barriers to creating affordable housing, such as zoning restrictions that limit housing density. • Accommodating housing needs of a changing population. The City of Edina is seeing changes in its demographics, particularly in terms of increased racial and ethnic diversity, and overall aging on the population. In particular, there are specific needs related to a growing senior population. This includes options for residents to safely age in place, including receiving in-home medical care and other supportive services. Special housing types that accommodate health and mobility limitations, including congregate housing (independent living with shared activities) and memory care, will be needed. Housing Needs Analysis Between 2020 and 2040, it is anticipated that around 5,800 new households will be added to the City of Edina. What type of units will be constructed will depend on housing needs, community preferences, and market realities. This section provides an overview of recent housing studies for Edina, and summarizes existing and project housing needs within the city. Future Housing Needs Edina’s Cities of the Future (2015) report described trends that are shaping the demand for housing in the city. It envisions a future where housing is integrated into mixed use neighborhoods, better meeting the needs of smaller households with fewer children, and an aging population. Characteristics of new housing may include: • New housing options primarily are provided as attached (multifamily) apartments and townhouses and small detached lots, with a variety of sizes, uses, and resident types. • Low rise, high density buildings with smaller apartments that are adaptable to provide opportunities to work at home, and to meet the needs of people with disabilities. • Neighborhoods providing walking access to residents, retail, office, culture, entertainment, restaurants, schools, community centers, and green space. • Smart buildings and sites ensuring wise resource use with low energy and water consumption, and integrated recycling and composting systems. • Outdoor spaces integrating pedestrians, cyclists, playgrounds and ecology. • Recognition that cars are guests in the streets and are respectful of other users. The study notes that mixed use neighborhoods are becoming a better match with existing and expected future housing needs than traditional suburban neighborhoods. However, investing in Edina’s single family housing stock remains popular, as evidenced by the teardown trend. Demographic changes are driving demand for different housing types, including smaller units which are more affordable, and have Edina Comprehensive Plan Housing Chapter Draft 09-30-19 4-15 lower costs for maintenance, energy and water. As population density increases, and citizens are using their neighborhoods more intensely, there will be a transformation of streets to spaces shared by automobiles and other uses, more areas will become car free, and there will be other initiatives that improve safety on the streets. The shift in desired housing, combined with changes in working modes, means that more people are self-employed and/or work remotely, this may be from home, a local co- working space or even a coffee shop. People are more often mixing work and leisure time, and therefore want to work within their community, where they also recreate and engage in social activities. Outside of this report, a couple other housing concepts that have been identified during the planning process include: • “Missing middle” housing. This encompasses housing between the scale of low and high densities, providing both an option to meet needs, and a built form type that can transition between adjacent districts of different levels of scale and intensity. These may include co-housing, duplexes, triplexes, fourplexes, and other smaller scale multifamily types. • Lifecycle housing. Ensuring there is a full range of housing options for all stages of life, from starter homes through continuum of care, so people can live their whole lives in Edina as they choose. Community Priorities for Housing Vision Edina Strategic Vision and Framework and Vision Edina Community Engagement Report (both 2015) outlines directions for housing from the City’s community visioning process, reflecting community input. Results are summarized below. Residential Development Mix The issue of residential property development was repeatedly raised throughout the Vision Edina process. The City has been faced with a number of redevelopment pressures and challenges across numerous areas. Residents strongly favor a continued focus on the single- family housing nature of the majority of the city neighborhoods, but there is increasing concern about the trend and impact of so-called ‘teardowns’ on the community. There is also recognition of some need for additional multifamily options to create more diversity in housing affordability. This would provide increased options at all stages of life and attract younger residents. 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. Edina Comprehensive Plan Housing Chapter Draft 09-30-19 4-16 • 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 multifamily housing throughout the city in mixed-use areas and near public spaces, including areas such as Southdale, Pentagon Park and Grandview. • Work to create affordable housing options close to transit, shopping and employment centers. Big Ideas for Housing Bridging between the Vision Edina process and the City’s comprehensive plan update, the Big Ideas initiative in 2017 looked to draw out some of the major areas of focus that needed to be addressed in the comprehensive plan. From the major strategic focus areas identified in the Vision Edina process, Residential Development and Live and Work (two of the most housing-related ones) were ranked about in the middle of the pack. Participants were asked to identify Big Ideas associated with each of these focus areas. Those with the most votes for these two focus areas included: Residential Development Mix • Affordable housing that is really life cycle housing; supports the values of equity, balance, and diversity • Neighborhoods all need a node. Nodes should all be different. • Cooperative housing; separate living space that include communal areas such as gardens, kitchens, gathering spaces • Affordable single family homes Live and Work • Campus grouping jobs and housing with environmental amenities and attention to beauty (low- scale residential and business) • Enable live and work nodes attractive to emerging technology and medical device companies (for example, the Centennial Lakes development) Edina Affordable Housing Policy In November 2015, the City of Edina adopted an Affordable Housing Policy. The focus of this policy is on a proactive and inclusionary approach to providing affordable housing in the city. This was in response to the City’s recognition of the need to provide affordable housing in order to maintain a Edina Comprehensive Plan Housing Chapter Draft 09-30-19 4-17 diverse population and to provide housing for those who live or work in the city. The policy will be reviewed and adjusted from time to time to better align with the City’s affordable housing allocation and market conditions. Additionally, the Edina HRA has adopted guidelines for affordable housing development that apply to projects that are supported by tax increment financing. As of March 2019, the Affordable Housing Policy was revised and renamed the New Multi-Family Affordable Housing Policy to clarify its focus and intent. Existing and Projected Housing Needs Based on an analysis of existing conditions and the studies summarized above, it is anticipated that the following housing types likely will be the most needed in the coming years: • Affordable housing. As of 2016, around 29% of households in Edina experienced cost burden, paying more than 30% of their incomes on housing costs. The percentage for renters was even higher, at around 39%. With an aging population and an influx of families with children, the need for affordable housing will increase. Addressing the affordable housing needs of existing and future residents will continue to be a priority. • Housing for families with children, including first-time homebuyers. The strength of the school district in Edina attracts families with school aged children. While some of these households can afford to purchase homes in Edina, affordability will be a growing need, based on regional trends where housing costs are rising faster than incomes and feedback from Edina residents with family members who are unable to find housing they can afford in the city. There will be a continued need for housing options that work for families, including affordably priced ones. This may be in the form of maintenance of existing single-family residences, or newer options, including “missing middle” type multifamily housing developments, such as duplexes, triplexes, and condominiums. • Lifecycle and senior housing. With an aging population, Edina will see continued and expanded need for housing options that work at all life stages. This may include senior and assisted living housing options, so that residents are able to stay in Edina throughout their lives. Senior housing co-ops, housing with services provided, and/or multigenerational housing models may appeal to these residents. • Housing in walkable and livable communities. In metropolitan areas, there is a growing interest in housing that is located within walking distance of retail, services, parks, and other destinations. Particularly in areas like Greater Southdale, there is the opportunity to add housing into a mixed-use community, which in turn can help reduce dependence on automobile travel. • Smaller household types. There is a growing need for housing for smaller households, including childless couples, single professionals, and empty nesters. In additional to multifamily style housing, other types – such as “missing middle” or accessory dwelling units – may appeal to these households. While housing constructed in Edina will largely be driven by market forces, the City of Edina has an opportunity to influence developers through policy, regulatory guidance, partnerships, and strategic investments. The implementation section later in this chapter provides more detail on how these housing needs will be addressed. For comparison with how nonresidential development is being guided by the City, see the Economic Competitiveness Chapter. Edina Comprehensive Plan Housing Chapter Draft 09-30-19 4-18 Affordable Housing Allocation Affordable housing is a primary concern in Edina, particularly given the high property values that tend to push housing prices out of the reach of many households. The Metropolitan Council has recognized that affordable housing is a regional issue, and has allocated forecasted affordable housing needs to each community. One of the primary factors used in assigning these forecasts was the presence of low wage jobs, a primary source of employment for residents of lower cost affordable housing. Edina’s allocation was influenced by the fact that it has a high ratio of jobs to affordable units. This suggests that employers in this area may have trouble finding all the workers they need for these jobs, and workers may have trouble finding housing near where they work. Being cost burdened is not uniquely associated with low income households. Cost burden can affect households at virtually all income levels, depending on the relative cost of housing. And all housing has been subsidized at some point through public investment in community building, services, and infrastructure – not to mention mortgage programs and terms that making homeownership more accessible. Edina has had relatively few units affordable to low income households added over the past decade. However, some were added in 2015 and 2016. Source: Metropolitan Council, US Census Housing Performance Scores are a measure of how a community is progressing toward its affordable housing allocation. It reflects the amount of affordable housing constructed over the previous decade, as well as preservation and rehabilitation of existing affordable housing, housing policies and ordinances, and characteristics of the existing housing stock. Edina’s 2017 score is 91 out of 100, reflecting both recent housing development and its affordable housing policy approach. The Metropolitan Council prioritized housing affordability in Thrive MSP 2040, and the 2021-2030 Allocation of Affordable Housing Need for Edina reflects the city’s share of the region’s forecasted population that will need new affordable housing. Housing is considered “affordable” when no more than 30% of household income goes to housing, so households with different income levels have different thresholds of “affordable.” Edina Comprehensive Plan Housing Chapter Draft 09-30-19 4-19 Edina’s share of the regional need for new affordable housing is 1,220 units by 2030, as shown in Table 4.4. This represents a significant increase from the number in the previous comprehensive plan, which, it must be acknowledged, was not achieved. It is also higher than the original allocation in the System Statement, as it was increased along with the overall population and household forecasts, due to higher- than-expected growth rates in the city. As the total expected housing growth for Edina is around 7,500 units, this represents a substantial share of overall net new housing as well. This number is in addition to existing affordable housing units in Edina, as identified earlier in this chapter. The total is further allocated by three tiers of affordability. These are based on how much households at certain percentages of Area Median Income (AMI) can pay for housing without becoming cost burdened by spending more than a third of their income on housing costs. For instance, as of 2018, the income limits for a four-person household were $28,300 (30% AMI), $47,150 (50% AMI), and $71,900 (80% AMI). These amounts will continue to be adjusted over time as median income changes. Table 4.4: New Affordable Housing Allocation Income Range New Units At or below 30 AMI 508 From 31 to 50 AMI 325 From 51 to 80 AMI 387 Total Number 1,220 Source: Metropolitan Council The corresponding affordable purchase price for a household at 80% AMI is approximately $236,000, as of 2018. It is anticipated that new units will be acquired through construction of new subsidized housing units, participation in land trusts, subsidized acquisition of existing units, and other strategies. To meet Metropolitan Council housing plan requirements, Edina must demonstrate it has sufficient land guided for development at minimum densities (units/acre) high enough to make affordable housing a viable option. The cost to build per unit typically decreases as the number of units per acre increases. Lower per unit costs make development an option for affordable housing developers as well as market- rate developers. According to the Metropolitan Council, any residential future land use designation that has a minimum density of eight units per acre or more will count towards affordable housing allocation calculations. Table 4.5 includes the future land use designations for Edina and the minimum units per acre. Edina Comprehensive Plan Housing Chapter Draft 09-30-19 4-20 Table 4.5: Residential Future Land Use Designations Land Use Minimum Density (units/acre) Qualify for Affordable Housing Low Density Residential 1 No Low Density Attached Residential 4 No Medium Density Residential 5 No High Density Residential 20 Yes Greater Southdale District Residential 50 Yes Neighborhood Node* 10 Yes Office Residential* 20 Yes Mixed-use Center* 12 Yes Community Activity Center* 90 Yes Regional Medical Center* 50 Yes *Mixed use Table 4.6 demonstrates that Edina has well beyond the necessary minimum land guided for residential development to meet the affordable housing allocation. This land includes net guided residential acres within the change areas. For categories that are mixed use, only the percentage allocated for residential is included here. See Table 3.7 for comparison. Table 4.6: Development Capacity for Affordable Housing Allocation Land Use Net Acres Min Units/Acre Min % Residential Potential Units Low Density Residential 6.84 1 100% 0 Low Density Attached Residential 2.72 4 100% 0 Medium Density Residential 2.48 5 100% 0 High Density Residential 81.45 20 100% 1,629 Greater Southdale District Residential 68.12 50 100% 3,406 Neighborhood Node* 7.17 10 30% 22 Office Residential* 111.75 20 50% 1,118 Mixed-use Center* 20.77 12 50% 125 Community Activity Center* 113.32 90 50% 5,099 Regional Medical Center* 22.16 50 50% 554 Total 437 - - 11,952 *Mixed use This does not mean that all the allocated land will be used for affordable housing redevelopment, nor that the market would necessarily support the creation of these units. However, it does demonstrate that Edina may have capacity for development beyond the 2040 forecasts. This may inform future policy decisions if the rate of is faster than anticipated. Edina Comprehensive Plan Housing Chapter Draft 09-30-19 4-21 Goals and Policies Housing Supply and Community Growth Goal 1: Accommodate all planned residential growth in the city based on planned infrastructure investments and other community goals and assets. 1. Seek to accommodate the total new households projected to locate in the city by the year 2040. 2. Acknowledge the interrelationship between land use, transportation, and public school enrollments, and support development of housing in areas accessible to a range of transportation options, including bicycle, pedestrian, and transit. 3. Recognize that successfully reaching affordable housing goals assists the city in achieving related community goals, including: a. Accommodating housing for families with children in Edina schools; b. Maintaining community character and supporting a strong tax base; c. Fostering diversity by addressing disparities; d. Supporting Edina businesses’ ability to remain competitive in regional and global markets and attract quality employees; e. Providing lifecycle housing opportunities to allow residents to remain in the city throughout all life stages f. Addressing climate change through higher density development patterns that help reduce vehicle emissions (see Energy and Environment Chapter) Housing Affordability The City of Edina is committed to aid and secure affordable lifecycle housing for a diverse community. Safe, secure, and affordable housing is essential to the healthy development of individuals, families, businesses, and communities. Goal 2: Encourage the development and maintenance of a range of housing options affordable to residents at all income levels and life stages. 1. Encourage the production of additional affordable housing units and retention of existing affordable housing units to meet the city’s housing needs and its Metropolitan Council affordable housing need allocation of 1,220 units. 2. Encourage the preservation and maintenance of, and improvements to, existing subsidized and naturally occurring affordable housing (NOAH). 3. Support tenant rights to ensure that renters are treated fairly and equitably by landlords. 4. Revisit height and density zoning requirements if needed to make the development of affordable housing financially feasible in areas guided for redevelopment. 5. Promote the preservation and production of affordable housing through the areas of Edina accessible to transit by addressing financial and zoning barriers. 6. Increase housing stability and security of residents living in affordable housing. 7. Engage Edina residents, through Edina Neighborhood Associations, faith institutions, the Senior Center, and other community organizations, in a dialogue about the city’s commitment to affordable housing, with the intention to educate and engage all Edina residents about this issue and public policies to address it. 8. Engage the Planning Commission and the Human Rights and Relations Commission to annually Edina Comprehensive Plan Housing Chapter Draft 09-30-19 4-22 review with staff and report to the City Council the City’s progress in meeting affordable housing and diversity goals as set out in this Chapter, in order to measure the success of the Affordable Housing Plan and recommend changes required to better advance those goals. 9. Promote owner-occupied units over rental units when providing affordable housing. 10. Recognize that housing is a long term investment and promote housing policies that offer enduring opportunities for medium and low income residents to house themselves, emphasizing home ownership. Housing Quality and Design Goal 3: Continue to support high quality design of residences and residential neighborhoods in a way that furthers sustainability, character, and livability, and maintains long term investment. 1. Provide an attractive living environment and promote housing that is compatible in quality, design, and intensity within neighborhoods in order to ensure the vitality and health of single- family and multifamily/mixed-use neighborhoods. 2. Where appropriate and guided by city policy, encourage the development of walkable neighborhoods that provide a range of daily needs within walking distance, potentially reducing reliance on cars. 3. Housing should support and be supported by surrounding land uses, traffic capacity and patterns, public facilities, and connections to open space and natural resource features. 4. Maintain some of Edina’s lower square footage housing stock in order to attract new residents and retain existing residents, including providing affordable options. 5. Encourage the use of green and sustainable building materials and methods, to reduce the environmental impact of residential construction and maintenance. 6. Support healthy housing options through missing middle planning, neighborhood community, and building design and maintenance, as well as walkable and livable neighborhoods that encourage active living. Housing Choice Goal 4: Support the development of a wide range of housing options to meet the diverse needs and preferences of the existing and future Edina community. 1. Promote increased housing opportunities and a diversity of housing types by promoting the creative and innovative use of land guided for residential/commercial mixed-use while promoting transit use and other mobility alternatives. 2. Promote a vision of community that is inclusive of a range of ages, incomes, abilities, and other demographics, and offers a range of housing options. 3. Promote affordable and workforce housing that includes a range of housing prices and options, based on the principle that those who contribute to the community should have the opportunity to live here. Also, this housing vision strengthens and reinvigorates community institutions and makes the city an attractive destination for young families. 4. Promote lifecycle housing to support a range of housing options that meet people’s preferences and circumstances in all stages of life. 5. Protect and maintain lifecycle housing that is important for attracting young families. 6. Retain and expand housing ownership options, while also supporting a balance between ownership and rental households. 7. Support the development of both mixed income and 100% affordable housing throughout Edina where there is access to transit. Edina Comprehensive Plan Housing Chapter Draft 09-30-19 4-23 Implementation Plan Housing Strategies Housing Supply and Community Growth 1. Assign responsibility for implementing all of the housing plan policies. Provide an annual progress report. 2. Create a financing plan for implementing all of the housing plan policies. 3. Develop a housing implementation strategy to guide future housing priorities and actions. Housing Affordability 1. Provide active leadership to meet affordable housing needs for residents and workforce through land use and fiscal policies, and to manage funds accordingly. 2. Collaborate with the public, nonprofit, and private sectors in planning and developing housing, especially focused on the provision of mixed income, affordable, and other housing types the marketplace does not sufficiently provide. 3. Encourage long-term management strategies for affordable housing, in cooperation with affordable housing organizations, to ensure the continuation of its affordability features to successive households. 4. Continue to fund and expand financial and technical support of community land trusts that provide affordable housing within the city. 5. Expand educational outreach to the larger metropolitan community about programs that are available in Edina to foster affordability and maintenance. 6. Address any regulatory barriers that unnecessarily decrease housing affordability without a counterbalancing benefit to the community. 7. Continue to implement the City’s inclusionary affordable housing policy, and ensure that any accumulated funds are invested appropriately in expanding affordable housing options. 8. Within appropriate areas, support flexibility in official controls to allow densities that are compatible with providing affordable housing options for residents. 9. Investigate the need for, and implement as deemed appropriate and practicable, tenant protections, including rental licensure and tracking, tenant notification requirements, or other approaches. 10. Identify additional creative funding approaches, such as socially oriented investing models, use of tax credits, modified forms of tax increment financing, and other alternative financing structures. 11. Review existing subsidized housing affordability agreements and use of housing vouchers to determine status. 12. Provide a mortgage assistance program to specifically target income-eligible workers employed within the city to enable them to live in the city. The City may choose to collaborate with other organizations to develop this program. 13. Support the use of rental assistance programs for income-eligible households within the city. 14. Ensure race and equity are addressed in the dissemination and publicizing of information on affordable units. 15. Develop marketing plans for subsidized affordable rental and ownership units targeted geographic areas or groups in the metropolitan area who may be unlikely to consider renting or purchasing housing in Edina due to inaccessibility of information or concerns about discrimination. 16. Expand awareness and understanding of affordable housing. 17. Engage the Edina community through neighborhood associations, faith institutions, Early Edina Comprehensive Plan Housing Chapter Draft 09-30-19 4-24 Childhood, Senior Center, and other community resident and business organizations in regularly scheduled dialogues, education, and presentations on the city's need and commitment to provide affordable housing. Housing Quality and Design 1. Maintain and update a citywide survey of housing conditions, to determine where additional investment may be needed. 2. Encourage repairs and improvements to existing single-family homes that avoid tear-downs, extend their useful life, and ensure that they are designed and maintained in a manner that complements the dwelling’s character and is compatible with adjacent homes and the character of the surrounding neighborhood. 3. Consider program of assisting income eligible property owners with rehabilitating their homes to extend their useful life in a manner that also complements the dwelling’s character and is compatible with the character of the surrounding neighborhood. Housing Choice 1. Support the development of a program that will assist workers employed within the city to live in the city and attract new residents to the area. 2. Offer resources to support senior residents seeking to age-in-place. 3. Assist neighborhoods in retaining starter housing stock that can accommodate young families. City programs and policies can promote such features as housing affordability, sidewalks, and proximity to recreational amenities such as parks (including pocket parks), playgrounds and community gardens that act as magnets to encourage young families to settle in the city. 4. Develop and implement fair housing policy. Partners and Programs The City has many existing and potential partners to collaborate in the effort to create affordable housing in the city. Some of these partners are: Edina Housing Foundation. Edina Housing Foundation (EHF) is a nonprofit corporation founded in 1984 under the auspices of the Edina City Council. It has five members all residents of Edina and appointed by the Edina City Council. The EHF provides a variety of financial and policy support to promote affordable housing in the city of Edina. Actions and programs include Come Home 2 Edina; a second mortgage program for home ownership; investments in property to potentially create affordable single and multi-family housing in the city and grants/loans to build new affordable housing. The Foundation supports with yearly grants Home Senior Services for elderly residents that need help keeping up their homes. The EHF also recommends policy changes on affordable housing to the city council. The full time position in the city of Edina of Affordable Housing Manager is financially supported by the EHF. West Hennepin Affordable Housing Land Trust (WHAHLT) WHAHLT is a nonprofit community land trust organization originally established by the City of Minnetonka to sustain and preserve affordable homeownership opportunities for working households. This program provides affordable homeownership opportunities using the community land trust model, which removes the market value of the land from the mortgage equation, thereby reducing the cost of a home significantly. Since 2007, the City of Edina provided annual funding to the organization to purchase three properties within the city to create perpetually affordable housing through Edina Comprehensive Plan Housing Chapter Draft 09-30-19 4-25 WHAHLT’s Homes Within Reach program. Between 2007 and 2017, 12 homes in Edina have been acquired through this program. The West Hennepin Affordable Housing Land Trust has a program known as Homes Within Reach (HWR) in the western suburbs of Hennepin County. HWR offers the opportunity for people to live in communities in which they work and or reside, creating stable communities and households, through the advantages of homeownership. By preserving and recycling available resources, the program maximizes the public and private investment being made in workforce housing. Metropolitan Council. The Metropolitan Council provides access to a number of housing assistance programs, including those using federal funds. The Metropolitan Council’s Livable Communities Act (LCA) is a voluntary, incentive-based approach to help the Twin Cities metropolitan area address affordable and lifecycle housing needs while providing funds to communities to assist them in carrying out their development plans. Through funds provided by the Livable Communities Act (LCA), the Metropolitan Council awards grants to participating communities in the seven-county area to help them remediate polluted sites, promote compact and connected development and redevelopment and increase the supply of affordable housing. Funds are distributed through four LCA accounts: Tax Base Revitalization Account, Livable Communities Demonstration Account, Local Housing Incentives Account, and Transit Oriented Development. Through the Metro Housing and Redevelopment Authority (HRA), the Metropolitan Council also administers a range of housing assistance programs. Edina participates in several Metro HRA programs, including: o Housing Choice Voucher Rent Assistance Program, also known as Section 8, which is federally funded and provides rental assistance for low income households through direct payments to landlords. o Family Affordable Housing Program (FAHP), which provides scattered site affordable housing in suburban communities. o Additional specialized programs are available for people with disabilities and special needs to fund supportive housing options, such as Shelter + Care, Bridges Rental Assistance, Housing Opportunities for People with AIDS (HOPWA) Rental Assistance, and others. Hennepin County. Hennepin County provides emergency/short-term support for residents “in a financial crisis that poses a direct threat to their physical health or safety.” This assistance can provide emergency or temporary shelter; housing costs like rent payments, damage deposits, home repairs and utility bills; and foreclosure prevention, moving expenses and transportation to relocate, and extra food support for people on special diets. Minnesota Housing. Minnesota Housing, the state’s housing finance agency, provides a range of programs to support affordable housing ownership options. These programs, which typically have income limit eligibility requirements for participants, include: o Start Up is a first-time homebuyer program meant to promote affordable interest rates and help homeowners cover their down payments and closing costs. o Step Up is a loan program meant to promote affordable interest rates, with assistance for home purchases and rehabilitation. Edina Comprehensive Plan Housing Chapter Draft 09-30-19 4-26 o Deferred Payment Loan is meant for first-time homebuyers to help reduce the cost of homeownership. o Monthly Payment Loan is a supplementary program to provide additional home purchase assistance, in addition to other Minnesota Housing programs. o Mortgage Credit Certificate reduces the cost of mortgages by allowing homeowners to claim a mortgage tax credit. Real Estate Developers. As addressed in the City’s affordable housing policy, affordable units are required to be addressed as part of mixed income developments, or to pay into a fund to pay for the construction of units elsewhere. Examples of this are already in existence in the Greater Southdale area. Nonprofit developers who specialize in affordable housing may be more equipped to navigate the various state and federal funding sources that are used to fund permanently affordable units. Land Bank Twin Cities. Land Bank Twin Cities works with developers, nonprofit service providers, and local governments to assist with real estate related transactions designed to benefit low income people and other disadvantaged groups. They offer support via brokering and negotiating property purchases, land banking and holding property, and financing/lending for a property or project. Private Foundations and Funds. Minnesota has a strong tradition of local and regional philanthropy. Opportunities may exist to partner with private foundations and funds to advance mission-driven, innovative approaches to meeting housing needs. Alternative Ownership Structures. Community land trusts, cohousing communities, cooperative housing, and other alternative ownership models can help control costs and lock in affordability over the long term – in part by separating out the value of the land from that of the housing, and by introducing a structure to manage values over the long term. There are limitations to how much these can be used in high value areas like Edina, but they certainly should be considerations when the city is considering its affordable housing strategy. Housing Justice Center. Founded in 1999, the Housing Justice Center (HJC, formerly known as the Housing Preservation Project, or HPP) is a nonprofit public interest advocacy and legal organization whose primary mission is to preserve and expand affordable housing for low income individuals and families. HJC seeks to prevent the loss of affordable rental housing by conversion to market rate, demolition, foreclosure, and other causes. HJC also seeks to foster expanded affordable housing opportunities. Additional housing tools and strategies that may be used by the City of Edina are included in the following Additional Housing Tools section. Additional Housing Tools In the following table are a number of additional housing tools and strategies, divided up by the type housing goal or need they may help fulfill. This is meant as a resource to supplement the main ones provided in the Housing chapter. For tools that specify funding is for affordable housing at or below 80% AMI, this is inclusive of housing at the 30% and 50% AMI levels as well. Edina Comprehensive Plan Housing Chapter Draft 09-30-19 4-27 Table 4.7: Housing Implementation Tools Housing Goal/Need Implementation Opportunity/Available Tool Circumstance and Sequence of Use Development of affordable housing (up to 80% AMI) Planned Unit Development (PUD) The City may consider a PUD application for project that includes affordable housing at or below 80% AMI, in locations guided at appropriate densities and land use categories as shown on the future land use map. Tax Abatement The City may consider tax abatement for development proposals including housing affordable at or below 80% AMI, in locations guided at appropriate densities and land use categories as shown on the future land use map. Tax-Increment Financing (TIF) The City may consider TIF for proposals for housing affordable at or below 80% AMI, in locations guided at appropriate densities and land use categories as shown on the future land use map. Housing Bonds It is unlikely the City will consider issuing housing bonds to support affordable housing development, as it is not regularly used here. However, this is still a potential tool that may be considered for projects meeting multiple city goals. Site Assembly The City may consider assembling a site for affordable housing at or below 80% AMI. This could include acquiring and holding land as well as sub-allocating such monies to a qualified developer approved by the City Council. Consolidated Request for Proposals (RFP) The City may consider supporting an application to RFP programs for housing affordable at or below 80% AMI in locations guided at appropriate densities and land use categories as shown on the future land use map. Community Development Block Grant (CDBG) The City has supported the use of CDBG funds to develop affordable housing opportunities at or below 60% AMI in the past, and may consider using for future projects which are consistent with city policy and meet program criteria. HOME Investment Partnerships Program (HOME) The City may consider supporting an application to HOME to fund activities to build, buy, or rehabilitate affordable housing at or below 60% AMI for locations guided at appropriate densities and land use categories as shown on the future land use map. Livable Communities Demonstration Account (LCDA) The City has supported the use of LCDA funds to develop affordable housing opportunities in the past, and will consider using it for future projects affordable at or below 80% AMI which are consistent with city policy and meet program criteria. Inclusionary Zoning Policy The City has already adopted an inclusionary zoning policy supporting the construction of affordable housing at or below 60% AMI and will continue to use and modify this tool as needed to support the development of affordable housing. Affordable Housing Incentive Fund (AHIF) The City has supported the use of AHIF to develop very low income affordable housing opportunities at or below 30% AMI, and will consider using it for future housing projects which are consistent with city policy and meet program criteria. Preserving existing affordable housing stock 4d Tax Program The City has a 4d pilot program with an affordable housing rehabilitation component that will be reviewed and possibly expanded. This program may be used to provide reduced tax rates for properties with housing affordable at Edina Comprehensive Plan Housing Chapter Draft 09-30-19 4-28 or below 60% AMI. Landlord Education for Inclusive Housing Policies Landlord education can provide information for how to maintain and manage affordable housing. The City may partner with other agencies to offer educational resources to landlords of existing affordable rental properties at 80% AMI or lower. Land Bank Twin Cities and Community Land Trusts Land banks and land trusts can be used to maintain existing affordable housing stock at or below 80% AMI, including naturally occurring affordable housing. The City may consider working with the Land Bank Twin Cities or other land trusts on affordable housing preservation. Project Based Rental Assistance The City may consider supporting the use of project based rental assistance programs, such as Section 8, to maintain affordable options at or below 80% AMI in the city. Rental Rehabilitation Grants and Loans The City may partner with other agencies to offer resources to landlords for rehabilitation grants and/or loans for existing affordable rental properties at or below 80% AMI, when consistent with city goals and policies. Low Income Housing Tax Credit Properties (LIHTC) The City has supported the use of LIHTC to develop affordable housing opportunities and will consider using it for future projects affordable at or below 60% AMI. This will include exploring options for expiring LIHTC properties. Single Family Rehabilitation Grants and Loans The City may partner with other agencies to offer resources to homeowners for home rehabilitation grants/loans, when consistent with city goals and policies. Income may be a criterion used to determine eligibility. Supporting young/first-time homeowners Start-Up Loan Program Minnesota Housing provides this program to assist first- time homebuyers with financing a home purchase and down payment through a dedicated loan program. The City may partner to offer education about the availability of this program. Single Family Rehabilitation Grants and Loans The City may partner with other agencies to offer resources to homeowners for home rehabilitation grants/loans when consistent with city goals and policies. Maintaining homeownership Foreclosure Prevention Counseling The City may partner with other agencies to offer foreclosure prevention resources to homeowners and educate homeowners about opportunities for assistance. Step-Up Loan Program Minnesota Housing provides this program to assist non first-time homebuyers to purchase or refinance a home through a dedicated loan program. The City may partner to offer education about this program to potential applicants. Senior housing Planned Unit Development (PUD) The City may consider a PUD application for senior housing in locations guided at appropriate densities and land use categories as shown on the future land use map. Expedited Pre-application Process The City may consider creating a pre-application process to identify ways to minimize unnecessary delay for senior housing and affordable projects prior to formal application process. Site Assembly The City may consider assembling a site for senior housing. This could include acquiring and holding land as well as sub-allocating such monies to a qualified developer approved by the City Council. Edina Comprehensive Plan Housing Chapter Draft 09-30-19 4-29 Zoning Ordinance The City may review the zoning ordinance and identify policies or regulations that may inhibit senior housing development. Tax Abatement The City may consider tax abatement for a senior housing project with units affordable at or below 80% AMI. Tax-Increment Financing (TIF) The City may consider using TIF to finance this housing type, when the project is consistent with other city goals and policies, particularly for affordable housing at or below 80% AMI. Housing Bonds It is unlikely the City will consider issuing housing bonds to support senior housing development. However, this may be an option for projects meeting multiple city goals and policies. Consolidated RFP The City may consider supporting an application to RFP programs for senior housing affordable at or below 80% AMI in locations guided at appropriate densities and land use categories as shown on the future land use map. Community Development Block Grant (CDBG) The City has supported the use of CDBG funds to develop affordable housing opportunities at or below 60% AMI in the past, and may consider using it for future affordable senior housing projects which are consistent with city policy and meet program criteria. Livable Communities Demonstration Account The City may consider supporting or sponsoring an application to Livable Communities Account programs for affordable senior housing at or below 60% AMI to address above housing needs and goals. Increasing the livability of the city Home Improvement Loans Minnesota Housing offers this program to assist homeowners in financing home maintenance projects to accommodating a physical disability or select energy efficiency improvement projects. The City may partner to educate about this program. ADU Ordinance The City may consider developing an ordinance permitting the construction of accessory dwelling units or guest homes in specific zoning districts, if consistent with overall city goals and policies Program or Framework The City may consider working with stakeholders to develop guiding principles, frameworks, and action plans to consider and incorporate the needs of existing and potential residents into development decisions. Fair Housing Policy The City has an adopted Fair Housing Policy and will continue to use it in the future and modify as needed. Housing-related Organizations, Partnerships, and Initiatives The City will consider participation in housing-related organizations, partnerships, and initiatives. 5-1 5. Transportation Chapter Highlights This chapter of the Edina Comprehensive Plan discusses the transportation network; its existing and planned future design, function, and operational characteristics. Current and future conditions are considered against three aspects of movement: 1) to and from, 2) within, and 3) through the City. As presented in this chapter, movement is broadly discussed to take into account: • The municipal transportation system comprising local streets, pedestrian ways, bicycle facilities, and City-operated transit services; • The regional transportation system of State of Minnesota and Hennepin County highways • Transit services that are provided by the Metropolitan Council/Metro Transit, Southwest Metro Transit; and the City of Edina through a contractual arrangement with DARTS. • Non-motorized transportation modes supported by the City and Three Rivers Park District. The chapter defines the existing system, identifying the locational and physical characteristics of system components and assesses them against factors such as: • capacity, • safety, • efficiency, • environmental and social impacts, and • overall contribution to: a) the ability to conveniently move around and b) the physical design of the City. Edina’s Transportation Planning Mission: The mission for transportation planning in Edina is to provide access and facilitate the movement of people and goods efficiently, safely, cost effectively, and comfortably to any desired destination while, at the same time, seeking to improve community livability and the environment and minimize associated negative impacts. Transportation planning is not an end in and of itself. Instead, transportation planning is performed to proactively identify the most suitable travel modes and pathways to help achieve a desirable and livable community and accommodate safe and convenient travel to, within, and through the community’s nodes, parks, and City facilities. Toward this end, this chapter considers the roles of a range of transportation infrastructure (roadways, transitways, walkways, bikeways, railways and flyways), to support a variety of vehicles, each operating successfully and in a manner that minimizes conflicts with each other and surrounding land uses. Edina is a near fully developed community, and the existing roadway network is essentially complete. Today’s primary transportation planning focus is not on building new roads or new alignments but on: 1. Renewing, managing, and improving the existing transportation system (network); 2. Ensuring that the transportation system can accommodate travel demand imposed by new developments; 3. Improving the City’s non-motorized transportation system to facilitate pedestrian and bicycle movement and increase active transportation; 4. Supporting and encouraging transit use; 5. Increasing safety; 6. Implementing the City’s Living Streets Plan (2015) to ensure that the transportation needs of all users will be considered and all modes will be appropriately accommodated; and 7. Ensuring that the City will manage the existing and future transportation systems in an efficient and responsible manner to achieve livability, sustainability, and a high level of environmental quality. Edina Comprehensive Plan 5. Transportation Chapter Draft 09-30-19 5-2 Fourteen goals developed for this chapter, which follow, focus on developing a multi-modal transportation system that is conveniently accessible to all users. The goals recognize and seek to reverse the advantage that automobile travel has had over transit and non-motorized modes; thus enabling residents and visitors to travel without increasing greenhouse gas emissions, personal costs, and costs to society. 1. Improve mobility for residents, visitors and businesses with a balanced system of transportation alternatives for transit users, pedestrians, bicyclists and motorists. 2. Implement a fully multi-modal transportation system that supports the land use vision and future land use plan for managing and shaping future growth. 3. Minimize the impacts of the transportation system on Edina’s environment and neighborhood quality of life and emphasize methods to reduce greenhouse gas emissions. 4. Reduce the overall dependence on and use of single-occupant vehicles by promoting land use patterns that allow for shorter vehicular trips and the use of alternative travel options. 5. Promote a travel demand management (TDM) program through a coordinated program of regulations, marketing, and provision of alternative workplace and travel options. 6. Encourage and support attractive and reliable high-performance transit service and connections. 7. Develop and manage parking provision to encourage joint and shared use of facilities, ride-sharing (car pools and van pools), and bicycle parking. 8. Invest in infrastructure to support the continued growth in low- to zero-emission technology and support regional and statewide efforts to educate and adopt electric vehicles. 9. Provide for efficient movement of goods within Edina, while minimizing the impacts of freight traffic on other trips and reducing negative impacts on land uses on freight corridors. 10. Engage, seek input from and educate all segments of the community regarding transportation- related issues and projects impacting the City. 11. Identify new and continuing sources for transportation infrastructure funding by seeking to partner where feasible with federal, state, county and adjacent community sources. 12. Design roadway facilities according to their intended service function and neighborhood context. 13. Provide and maintain adequate access to and from, and safety on, local and regional roadways. adjacent community redevelopment and other activity that potentially impacts the City of Edina. 14. Manage, maintain and operate roadways to maximize wherever possible the safety and mobility of all users and all modes. These goals are consistent with and support the City’s Living Streets Plan (2015), a policy plan that is divided into three elements: Vision, Principles and Implementation. The policy plan includes a description of core services provided by the City of Edina that are related to or implemented in part through Living Streets. (https://www.edinamn.gov/DocumentCenter/View/1199/Living-Streets-Plan-PDF?bidId=) Excerpts from the policy plan are provided below. Living Streets Policy Living Streets balance the needs of motorists, bicyclists, pedestrians and transit riders in ways that promote safety and convenience, enhance community identity, create economic vitality, improve environmental sustainability, and provide meaningful opportunities for active living and better health. The Living Streets Policy defines Edina’s vision for Living Streets, the principles Living Streets will embody, and the plan that will guide implementation of their construction. Edina Comprehensive Plan Transportation Chapter Draft 09-30-19 5-3 Living Streets Vision Edina is a place where ... Transportation utilizing all modes is equally safe and accessible; Residents and families regularly choose to walk or bike; Streets enhance neighborhood character and community identity; Streets are safe, inviting places that encourage human interaction and physical activity; Public policy strives to promote sustainability through balanced infrastructure investments; Environmental stewardship and reduced energy consumption are pursued in public and private sectors alike; and Streets support vibrant commerce and add to the value of adjacent land uses. Living Streets Principles Fifteen principles guide implementation of the Living Streets Policy in the areas of all users and all modes, connectivity, context sensitivity and sustainability. The City will incorporate these principles when planning for and designing the local transportation network and when making public and private land use decisions. All Users and All Modes Principles: • Principle 1: Living Streets are high-quality transportation facilities that meet the needs of the most vulnerable users such as pedestrians, cyclists, children, seniors and the disabled. • Principle 2: Living Streets provide access and mobility for all transportation modes while enhancing safety and convenience for all users. Connectivity Principles: • Principle 3: The City designs, operates and maintains a transportation system that provides a highly connected network of streets that accommodate all modes of travel. • Principle 4: The City seeks opportunities to overcome barriers to active transportation by preserving and repurposing existing rights-of-way and adding new rights-of-way to enhance connectivity for pedestrians, bicyclists and transit. • Principle 5: The City prioritizes improvements to non-motorized connections to key destinations such as public facilities, public transit, the regional transportation network and commercial areas. • Principle 6: The City will require new developments to provide interconnected street and sidewalk networks that connect to existing or planned streets or sidewalks on the perimeter of the development. • Principle 7: Projects will include consideration of the logical termini by mode. For example, the logical termini for a bike lane or sidewalk may extend beyond the traditional limits of a street construction or reconstruction project, in order to ensure multimodal connectivity and continuity. Context Sensitivity Principles: • Principle 8: Living Streets are developed with input from stakeholders and designed to consider neighborhood character and promote a strong sense of place. Edina Comprehensive Plan Transportation Chapter Draft 09-30-19 5-4 • Principle 9: Living Streets preserve and protect natural features such as waterways, urban forest, sensitive slopes and soils. • Principle 10: Living Streets are designed and built with coordination between business and property owners along commercial corridors to develop vibrant commercial districts. • Principle 11: Living Streets coordinate with regional transit networks and regional authorities. • Principle 12: The City will consider the fiscal context of projects and potential financial impacts when implementing Living Streets at the project level. Sustainability Principles: • Principle 13: Living Streets will improve the current and future quality of life of the public. • Principle 14: Living Streets will reduce environmental impacts associated with the construction and operation of roadways. • Principle 15: The City will increase the life span and resilience of its infrastructure and will build infrastructure with consideration for lifecycle costs and ease of maintenance. Living Streets Implementation The City of Edina will develop Living Streets in the regular course of business of maintaining, expanding or redeveloping the road network and will be guided by the Vision and Principles established above. Implementation will happen predominantly through the neighborhood street reconstruction program but also though specific stand-alone stormwater utility, pedestrian, bicycle or safety projects. Project prioritization is not specifically part of the Living Streets Plan. Prioritization of projects takes place in the City’s Capital Improvement Program and Budget and is determined by the City Council with guidance from the Living Streets Vision and Principles. The City will actively promote and apply the Living Streets Policy and Plan by: • Applying the Living Streets Policy and Plan to all street projects, including those involving operations, maintenance, new construction, reconstruction, retrofits, repaving, rehabilitation or changes in the allocation of pavement space on an existing roadway. This also includes privately built roads, sidewalks, paths and trails. • Drawing on all sources of transportation funding and actively pursuing grants, cost-sharing opportunities and other new or special funding sources as applicable. • Through all City departments supporting the vision and principles outlined in this Plan in their work. • By acting as an advocate for Living Streets principles when a local transportation or land use decision is under the jurisdiction of another agency. Projects that implement Living Streets will be guided by pedestrian and cyclist network plans and roadway classifications and will consider the physical, social, ecologic, regulatory and economic context in a given project area. Edina Comprehensive Plan Transportation Chapter Draft 09-30-19 5-5 Introduction Overview Effective transportation planning is critically important for a community such as Edina. Residents, institutions, and businesses must be provided with transportation facilities and services that meet mobility needs in an efficient, effective 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. (Chapter 3 of this Comprehensive Plan identifies existing and planned future land uses, which are base-level inputs in transportation planning.) Edina Transportation Commission In 2003, the City formed the Edina Transportation Commission (ETC). It comprises citizens appointed by the City Council. It advises the City Council on transportation issues facing the City, including traffic management, roadway improvement projects, non-motorized transportation, and traffic safety requests. This transportation chapter was prepared under the guidance of the ETC. Purpose There are three objectives of this Transportation chapter: 1. To provide a guidance document for City staff and elected officials regarding the planning and implementation of effective transportation facilities and systems over the planning horizon. 2. To give citizens and businesses background on transportation issues and allow them to be better informed regarding the City’s decision making on transportation issues. 3. To communicate to other government agencies Edina’s perspectives and intentions regarding transportation planning issues. The preparation of the document also has provided stakeholders with the opportunity to have input into the transportation planning process. Current Conditions Walking and Bicycling Walking and Bicycling Facilities The existing network of sidewalks, pathways and bicycle facilities serving the City of Edina is depicted on Figures 5.1 and 5.2. In 2018 the City prepared a Pedestrian and Bicycle Master Plan; the Master Plan’s pedestrian and bicycle findings and recommendations are summarized in Section 7.3. The full Master Plan is attached as an appendix to the Comprehensive Plan and can be accessed at https://www.edinamn.gov/DocumentCenter/View/5433/Final-Master-Plan-Report-PDF Regional Bicycle Transportation Network The goal of the Metropolitan Council’s Regional Bicycle Transportation Network (RBTN) is to establish an integrated seamless network of on-street bikeways and off-road trails to improve conditions for bicycle transportation at the regional level and encourage planning and implementation of future bikeways. The network is divided into two tiers each for RBTN corridors and alignments. Figure 5.3 depicts the Tier 1 and Tier 2 RBTN Corridors and Alignments. Edina Comprehensive Plan Transportation Chapter Draft 09-30-19 5-6 Figure 5.1: Existing Sidewalk Facilities Edina Comprehensive Plan Transportation Chapter Draft 09-30-19 5-7 Figure 5.2: Existing Bicycle Facilities Edina Comprehensive Plan Transportation Chapter Draft 09-30-19 5-8 Figure 5.3: Tier 1 and Tier 2 Regional Bike Network Edina Comprehensive Plan Transportation Chapter Draft 09-30-19 5-9 Tier 1 RBTN Corridors have been identified by the Metropolitan Council as the highest priority for regional transportation planning and investment. Tier 2 RBTN Corridors are the remaining corridors in the overall regional network and are assigned the second tier priority. As shown, there is one small Tier 1 RBTN corridors in Edina, which looks to make a connection between two RBTN alignments across the W 77th St bridge over TH 100. Additionally, there are three Tier 2 RBTN corridors in Edina. These corridors (which do not yet have defined alignments) are centered on: • Blake Road/Interlachen Boulevard • Vernon Avenue/West 50th Street • Canadian Pacific Railroad north of West 66th Street Tier 1 and Tier 2 RBTN Corridors are similar to RBTN Alignments. Unlike the Corridors, the Alignments have specific route alignments defined through discussions with City and County staff. These alignments either already exist or are defined in City planning documents. The Nine Mile Creek Regional Trail, opened in 2018 by Three Rivers Park District, is the only Tier 1 RBTN Alignment in Edina, and West 66th Street is the City’s only Tier 2 RBTN Alignment. Transit Existing Transit Routes and Paratransit Services Scheduled transit service for Edina residents is currently provided by Metro Transit (a division of the Metropolitan Council) and by Southwest Transit. Most of the City of Edina is within Metro Transit’s Market Area III, with eastern portions (including Southdale and northeast Edina) in Market Area II. The existing scheduled service to Edina residents is depicted on Figure 5.4 and summarized in Table 5.1, below. Table 5.1: Scheduled Transit Service In Edina (2018) Route Number Service Route/Area Service Description 6 Edina (includes Southdale Transit Center), Uptown, downtown Minneapolis, University of Minnesota High frequency local service, all day/evening, all week; 5-15 minute headways 46 Eden Prairie, Edina (includes 50th/France), south Minneapolis, St Paul Local service all day/evening, all week; 30-60 minute headways 146 Edina (Vernon Avenue), southwest Minneapolis, downtown Minneapolis Limited stop service (I-35W) service during a.m. and p.m. rush hours, weekdays 515 Edina (Includes Southdale Transit Center), Richfield, South Minneapolis, Bloomington (includes Mall of America), Veterans Medical Center Local service, all day/evening, all week; 10-30 minute headways 537 Bloomington (includes Normandale College), Edina (includes Southdale Transit Center) Local service, all day/evening, weekdays; 60 minute headways 538 Edina (includes Southdale Transit Center), Richfield, Bloomington (includes Mall of America) Local service, all day/evening, all week; 30-60 minute headways 540 Edina, Richfield (includes Best Buy Headquarters), Bloomington (includes Mall of America) Local service, all day/evening, all week; 15-30 minute headways during a.m./p.m. rush hours, otherwise 60-90 minute headways Edina Comprehensive Plan Transportation Chapter Draft 09-30-19 5-10 Table 5.1: Scheduled Transit Service In Edina (2018) (Continued) Route Number Service Route/Area Service Description 578 Edina (includes Southdale Transit Center), downtown Minneapolis Express service (TH 62 and I-35W) during a.m. and p.m. rush hours 579 University of Minnesota, south Minneapolis, Edina (includes Southdale Transit Center) Express service (I-35W and TH 62) during p.m. rush hour, weekdays 587 Edina, downtown Minneapolis Express service (TH 100 and I-394) during a.m. and p.m. rush hours, weekdays 600 (Southwest Transit) Eden Prairie (includes Southwest Station), Edina (includes Southdale Transit Center), downtown Minneapolis “Flex route” service during a.m. and p.m. rush hours, weekdays, 10-20 minute headways Note: All the routes listed in Table 5.1 are provided by Metro Transit with the exception of Route 600, which is provided by Southwest Metro Transit. Edina Comprehensive Plan Transportation Chapter Draft 09-30-19 5-11 Figure 5.4: Existing, Scheduled Transit Service Edina Comprehensive Plan Transportation Chapter Draft 09-30-19 5-12 Metro Mobility Paratransit services are provided by Metro Transit’s Metro Mobility service. Door to door service is provided using a wheelchair lift-equipped van on a first come-first served basis. 2018 hours of operation are daily 4:15 a.m. to 2:30 a.m. CloverRide Circulator Service The City of Edina contracts with Dakota Area Resources and Transportation for Seniors (DARTS) to provide a circulator bus service in the Southdale area for Edina residents and visitors. This service, called CloverRide, operates from 10 a.m. to 3 p.m. on Fridays. CloverRide is a reliable, continuous shuttle service that provides accessibility from senior housing locations in the Southdale area to retail and other popular destinations. The one-hour “loop” runs clockwise along France and York Avenues between W 65th Street and Minnesota Drive. While focused on serving senior citizens, the CloverRide circulator bus service is available to riders of any age. High-Frequency Transit Routes The only high-frequency transit route that currently serves Edina is the Route 6 (see Table 5.1 above). This route serves Edina’s industrial park area, the Southdale Transit Center, South Minneapolis (including the Uptown Transit Station), downtown Minneapolis and the University of Minnesota. Transit Stations and Transit Centers Southdale Transit Center The key transit facility in Edina is the Southdale Transit Center, which is located in the eastern portion of Southdale Center shopping mall. It includes a covered shelter area where route and schedule information can be found. The Southdale Transit Center is one of the busiest transit centers in the Twin Cities, with seven transit lines that stop and link at this location, along with a park & ride (see below). Three lighted, covered waiting shelters are equipped with on-demand heat and real-time departure information. Park-and-Rides and Express Bus Corridors Southdale Park & Ride There are 70 surface park & ride spaces at the Southdale Transit Center (see above), with available overflow parking for additional vehicles. Express Bus Corridors TH 62, TH 100, I-35W and I-394 serve as express bus corridors for Metro Transit routes that connect Edina commuters to downtown Minneapolis and the University of Minnesota. Express Routes 578 and 579 run along TH 62 and I-35W, while Route 587 runs along TH 100 and I-394. Transit Advantages and Transit Support Facilities Currently, Metro Transit operates on “bus-only shoulders” within Edina on northbound TH 100 (north of Benton Avenue) and both eastbound and westbound TH 62 (east of Gleason Road). There are currently no transit support facilities in Edina Roadways Located within the Twin Cities metropolitan area, the City of Edina is served by the regional roadway network that is shown on Figure 5.5. As shown, Edina is a first-tier suburb within the I-494 beltway, and the important regional roadways that pass through or are adjacent to the City are: I-494, Trunk Highway (TH) 169, TH 100, and TH 62 (Crosstown). Cities that are adjacent to Edina are: Minneapolis, St. Louis Park, Hopkins, Minnetonka, Eden Prairie, Bloomington, and Richfield. Figure 5.6 shows existing daily traffic volumes, and Figure 5.7 shows the number of lanes on the regional roads that comprise the regional roadway network. Edina Comprehensive Plan Transportation Chapter Draft 09-30-19 5-13 Figure 5.5: Regional Roadway Network Edina Comprehensive Plan Transportation Chapter Draft 09-30-19 5-14 Figure 5.6: Current (2016) Daily Traffic Volumes Edina Comprehensive Plan Transportation Chapter Draft 09-30-19 5-15 Figure 5.7: Number of Lanes on Collectors and Arterials Edina Comprehensive Plan Transportation Chapter Draft 09-30-19 5-16 Roadway Functional Classification The roadway functional classification system describes how streets and highways in a network collect and distribute traffic from neighborhood streets to collector roadways to arterials and ultimately to the Metropolitan Highway System. Roads are placed into categories based on the degree to which they provide access to adjacent land versus provide higher-speed mobility for “through” traffic. Functional classification is a cornerstone of transportation planning. Within this approach, roads are located and designed to perform their designated function. It should be noted that while functional classification is an important factor to determine the engineering/technical design parameters for roadways, aesthetic considerations in Edina will be directed by the Living Streets Plan and transportation-related community design guidelines discussed in Chapter 3 of this Comprehensive Plan. The functional classification system used in the City of Edina, as described below and shown on Figures 5.8 and 5.9, conforms to the Metropolitan Council standards. The Metropolitan Council has published these criteria in the Transportation Development Guide/Policy Plan. This guide separates roadways into four (4) street classifications, including principal arterials, minor arterials, collectors, and local streets. The City of Edina has expanded the Metropolitan Council’s classification system to include local connectors, bringing the total to five classifications. These classifications address the function of state, county and city streets from a standpoint of the safe and efficient movement of traffic through the City while providing satisfactory access to residents and businesses located within the City. Under the following headings, information is provided for each of the respective functional classes, as well the roadways that fall under those classes in Edina. The descriptions of the characteristics of the functional classes provided below are based on Metropolitan Council information. It should be noted that an additional sub-classification called Local Connector streets is included as part of Edina’s local roadway network and is described below. It should also be noted that these descriptions represent “ideal conditions” and that not all roadways Key Features of a Functionally Classified Roadway System • Systems that include an appropriate balance of the five types of roadways provide the greatest degree of safety and efficiency. • It takes a combination of various types of roadways to meet the needs of the variety of land uses found in most urbanized areas. • Most agencies could not afford a system made up entirely of principal arterials, and a region only served by a system of local streets would likely be gridlocked. • Roadways that only serve one function are generally safer and tend to operate more efficiently. For example, freeways only serve the mobility function and, as a group, have the lowest crash rates and the highest levels of operational efficiency. • Functional classification can be used to prioritize roadway improvements. • The design features and levels of access for specific roadways can be matched to the intended function of individual roadways. • The appropriate balance point between competing functions should be determined for each roadway based on analyses of specific operational, safety, design, and land features. Edina Comprehensive Plan Transportation Chapter Draft 09-30-19 5-17 Figure 5.8: Regional Roadway Functional Classification Edina Comprehensive Plan Transportation Chapter Draft 09-30-19 5-18 Figure 5.9: Local Roadway Functional Classification Edina Comprehensive Plan Transportation Chapter Draft 09-30-19 5-19 within that functional class will fit the specific description due to unique local conditions, history of the roadway, or other factors. Principal Arterials Principal Arterials include all Interstate freeways. Interstate freeways connect the region with other areas in the state and other states. They also connect the metro centers to regional business concentrations. The emphasis of principal arterials is on moving large volumes of traffic over long distances rather than providing direct access to land. They connect only with other Interstate freeways, other principal arterials, and select minor arterials and collectors. Principal arterials are not intended to serve pedestrian and bicycle travel directly and they often act as barriers to bicycle and pedestrian travel in the centers and neighborhoods through which they pass. The principal arterials through or adjacent to Edina are: • I-494 • TH 100 • TH 169 • TH 62 (Crosstown) Minor Arterials The primary function of Minor Arterials is mobility as opposed to access in the urban area; and only concentrations of commercial or industrial land uses should have direct access to them. Minor arterials should connect to principal arterials, other minor arterials, and collectors. Connection to some local streets is acceptable. Minor arterials are designed to carry higher volumes of general traffic than other local roads carry. Sometimes the design standards for high volume minor arterials create a barrier for bicycle and pedestrian travel. The Metropolitan Council has identified “A” minor arterials as streets that are of regional importance because they relieve, expand, or complement the principal arterial system. The “A” minor arterials in the Edina area are summarized in Table 5.2, below. Table 5.2 – “A” Minor Arterial Roadways Roadway From To Type France Avenue (CSAH 17) Southern City Limit Northern City Limit Reliever Arterial Valley View Road TH 62 West 66th Street Reliever Arterial West 66th Street Valley View Road Eastern City Limit Reliever Arterial Vernon Avenue (CSAH 158) Interlachen Boulevard TH 100 Augmenter Arterial West 50th St TH 100 France Avenue South (CSAH 17)** Augmenter Arterial TH 169 E Frontage Road/West 78th Street/Edina Industrial Boulevard/West 77th Street/West 76th Street Western City Limit Eastern City Limit Reliever Arterial ** County State Aid Highway (CSAH): A county road where funding support is provided to the county by the state, because the road functions to link metropolitan highways. Edina Comprehensive Plan Transportation Chapter Draft 09-30-19 5-20 Remaining minor arterials are considered “other” minor arterials, which have the same function as “A” minor arterials but are not eligible for federal funds. As shown in Table 5.3 below, CSAH 158 is functionally classified as an “other“ minor arterial. It is the only roadway in Edina that falls into this category. Table 5.3 – Other Arterial Roadways Roadway From To Vernon Avenue/Gleason Road (CSAH 158) TH 62 Interlachen Boulevard Collector Roads Collectors provide connections between neighborhoods and from neighborhoods to minor business concentrations. It also provides supplementary interconnections of major traffic generators within the metro centers and regional business concentrations. Mobility and land access are equally important. Direct land access should predominately be to development concentrations. In order to preserve the amenities of neighborhoods while still providing direct access to business areas, these streets are usually spaced at one-half mile intervals in developed areas. Major collectors serve higher density residential areas, job and activity centers and freight terminals that are not on the arterial system, and they serve longer local trips, including local bus service. Major collectors are included in the Metropolitan Council’s regional network. Minor collectors serve shorter local trips and lower density land uses and play a key role in the City of Edina’s local roadway network. Major and minor collector roads can be good candidates for bicycle routes because they serve shorter trips that bicyclists make and generally have more compatible traffic speeds and volumes as compared to arterials. Major collector roadways in the Edina are summarized in Table 5.4, below. Table 5.4 Major Collector Roads Street From To Blake Rd./Interlachen Rd. Northern City Limit Vernon Avenue (CSAH 158) Blake Road Interlachen Boulevard Vernon Avenue (CSAH 158) Gleason Road TH 62 West 78th Street Valley View Road/Tracy Avenue Gleason Road Vernon Avenue (CSAH 158) Cahill Road West 78th Street Dewey Hill Road Brookside Avenue Interlachen Boulevard Northern City Limit Dewey Hill Road Gleason Road Cahill Road Antrim Road Valley View Road W 70th Street West 70th Street Antrim Road France Avenue South (CSAH 17) York Avenue S/Xerxes Avenue South (CSAH 31) Northern City Limit Southern City Limit West 69th Street York Avenue S (CSAH 31) Eastern City Limit Edina Comprehensive Plan Transportation Chapter Draft 09-30-19 5-21 Local Connector Streets Local Connectors are a subset of Local Roads (below) and are not part of the Metropolitan Council TPP standards. Local Connectors are those with a Local Road functional classification, as defined in the Comprehensive Plan, that meet at least one of the following two criteria: • Average daily traffic (ADT) of at least 1,000 vehicles. • Serves as a connection between neighborhoods, destinations and higher-level roadways. Local Connectors provide continuous walking and bicycling routes, and some may accommodate transit routes as well. While they are essential to the flow of people between neighborhoods and destinations, the needs of people passing through must be balanced with the needs of those who live and work along Local Connectors. Local connector streets in the City are depicted on Figure 5.9. Local Roads Local Roads provide the most access and the least mobility within the overall functional classification system. They allow access to individual homes, shops, and similar traffic destinations. Through traffic should be discouraged from using local roads by using appropriate geometric designs and traffic control devices. Local roads serve local travel for pedestrians and bicyclists. Local roads in the City are depicted on Figure 5.9. Jurisdictional Classification State, County, and Municipal Roadways Roadways are further classified on the basis of which level of government owns and has jurisdiction over the given facility. The three levels of government that have involvement are the State of Minnesota (MnDOT), Hennepin County, and the City of Edina. MnDOT owns/maintains the Principal Arterial and Trunk Highway (TH) systems, Hennepin County the County State Aid Highway (CSAH) and County Road (CR) system. The City owns/maintains the local (and local connector) streets, including Municipal State Aid (MSA) streets. Figure 5.10 provides a graphic depicting the jurisdictional classification of the overall roadway network serving Edina and its residents, businesses, and institutions. Cities in Minnesota with populations greater than 5,000 are eligible to receive Municipal State Aid (MSA) funding from the state Highway User Tax Distribution Fund. The basic purpose of this program is to help local governments construct and maintain those collector and arterial roadways that have consistent design standards and are well integrated into the overall network of collector and arterial roadways. The State Aid office of MnDOT has established clearly defined design requirements for MSA streets. These requirements ensure that capacity, operational, and safety goals are met in a uniform manner from community to community and that street systems are well coordinated with each other. Based on State Statute, sections 169.80 and 169.87, MnDOT does not allow cities to restrict truck traffic on local or MSA streets. However, cities may restrict trucks over a certain weight depending on road conditions and time of year. Edina’s current (2018) MSA network is identified on Figure 5.11. These roadways are eligible to receive MSA funds for maintenance and/or improvement projects. The MSA network is reviewed every year and may be revised subject to MnDOT State Aid review and approval. Edina Comprehensive Plan Transportation Chapter Draft 09-30-19 5-22 Figure 5.10: Existing Jurisdictional Classification Edina Comprehensive Plan Transportation Chapter Draft 09-30-19 5-23 Figure 5.11: Existing MSA Network Edina Comprehensive Plan Transportation Chapter Draft 09-30-19 5-24 Aviation There currently are no airports within the City of Edina. The closest airport is the Minneapolis-Saint Paul International Airport (MSP), which is approximately three and one half miles east of the City. Edina is within the influence area of MSP as determined by Metropolitan Council Guidance (Transportation Policy Plan, Appendix K). Aviation-Related Policies and Ordinances Any person or organization intending to sponsor the construction or alteration of a structure affecting navigable airspace as defined in Federal Regulation Title 14, Part 77 must inform the Federal Aviation Agency (FAA) of the project. This notification is accomplished through the completion and submittal of Form 7460. In the case of Edina, this requirement applies to the following circumstances: • any construction or alteration exceeding 200 feet above ground level • any construction or alteration of greater height than an imaginary surface extending outward and upward at a slope of 100 to 1 for a horizontal distance of 20,000 feet from the nearest point of the nearest runway (Runway 17/35 at MSP) Aviation-Related Facilities Edina has no permitted seaplane surface waters, tall towers, radio beacons or other air navigation aids located within the city. There is currently one heliport in the City of Edina, which is located at the Fairview Southdale Hospital. Heliports are regulated through City ordinance. Freight A safe, efficient, high-capacity freight transportation system is essential to the economic well-being of Edina, the region, and the state. However, freight movement (by truck and rail) is often regarded as incompatible with other land uses and other modes of transportation. The following is a summary of existing facilities, nodes and issues relating to freight movement in Edina. Figure 5.12 shows roads and railways that carry freight through Edina. Figure 5.13 depicts the current volumes of multi-axle (or heavy commercial traffic) on principle arterials in and adjacent to the City. Freight Facilities While Edina has no intermodal freight terminals, the Canadian Pacific Railway (CP Rail) railroad runs north- south over four miles through the entire city, just west of Highway 100. Currently, freight trains on this portion of the CP Rail line are operated by the Twin Cities and Western (TC&W) Railroad. Approximately two trains run through Edina on CP Rail per day – one in the morning and one the evening. The existing freight rail traffic in the corridor remains about the same as it did in 2001 (about 1-2 trains per day). Some freight improvements/track improvements have been made recently which may lead to increased freight traffic, though specific railroad plans are not known. Other Freight-Related Nodes The Cahill industrial area, located in south-central Edina, consists of two distinct areas. The northwestern corner of this area comprises some residential uses on the north side of West 70th Street and a concentration of commercial (office and retail) and light industrial uses on the south side of West 70th Street. This area is bordered by West 70th Street to the north, the Canadian Pacific Railroad to the east, generally the FilmTech industrial use to the south, and Cahill Road to the west. A small area plan for the northwest corner of this area was approved by the Planning Commission in December 2018 and adopted by Council in January 2019. Edina Comprehensive Plan Transportation Chapter Draft 09-30-19 5-25 The remaining area is bordered by West 70th Street to the north, TH 100 to the east, the southern city limits to the south, and the Canadian Pacific Railroad to the west. The land uses within these borders can best be described as light industrial and business park. With the Great Recession of 2008 and the economic downturn, retail uses and other non-business uses began to appear in this area. At this time it is known that existing land uses in the Cahill industrial area tend to generate multi-axle truck traffic, future plans are somewhat unknown as the City considers preparing a small area or district plan for the area. Another concentration of uses associated with truck traffic is the Southdale commercial district, in southeastern Edina. This area has a large number of commercial and retail land uses that must be served by trucks for deliveries, in addition to the general purpose traffic associated with the district. Edina Comprehensive Plan Transportation Chapter Draft 09-30-19 5-26 Figure 5.12: Freight System Edina Comprehensive Plan Transportation Chapter Draft 09-30-19 5-27 Figure 5.13: Current Daily Volume of Heavy Commercial Traffic Edina Comprehensive Plan Transportation Chapter Draft 09-30-19 5-28 Trends and Challenges The City of Edina recognizes the need to increase active transportation through the construction and maintenance of infrastructure, which will improve the livability and sense of community in Edina. When planning for the future it is important to lessen the negative impacts that transportation may have on the environment and neighborhoods, and improve connectivity throughout the city. In order to prepare for the coming seismic changes in transportation, including vehicle electrification, connected and automated vehicles, changes in parking demand, technology, funding availability, delivery of goods and the aging population, it is necessary to plan for a balanced transportation system. Walking and Bicycling The following is a summary of Edina’s Pedestrian and Bicycle Master Plan, the findings and recommendations of which serve to identify the trends, challenges and opportunities of walking and bicycling in Edina. The full Master Plan is attached as an appendix. Proposed pedestrian and bicycle networks are illustrated on Figures 5.14 and 5.15 on the following two pages. The Pedestrian and Bicycle Master Plan is a document to guide Edina’s continuing evolution toward becoming a more walkable, bikeable community that offers its residents a full range of healthy, active and sustainable transportation options for moving in and around the city, and for connecting to its numerous recreational, commercial and entertainment opportunities. Walking and Biking Goals Goals for the plan are twofold: • To increase the number of Edina residents, workers and visitors who walk or bike for transportation, health, fitness, and recreation in the city, and, • To support city, resident and elected officials’ work and efforts to offer the highest quality of life and best experience of their city to Edina residents, businesses, workers and visitors. Community Guidance The plan was developed with the active participation of the Edina community and guidance and consultation with city staff. A vigorous engagement process - using both in-person and innovative online approaches - brought the Edina: A Community of Learning. Edina has a prized education system of high-quality public schools. The Transportation chapter of the Comprehensive Plan recognizes the importance of extending the benefits of education to the entire community. Collaborating with the Arts and Culture, Heritage Preservation, and Parks and Recreation Commissions and Edina public schools, the Planning and Public Works Departments could incorporate continued learning into infrastructure improvement projects. New sidewalks, for example, might include cast-in alphabets to spur toddler interest in reading, poetry to stimulate us all, original art to tie it all together and certainly dates of construction to help us all understand the effects of time. And all of this could become visual clutter, but under the guidance of the Arts and Culture Commission, it has the possibility to become a pervasive and convincing presence of a commitment to education and learning that can delight the community and indicate that the community is committed to becoming an even better place to live. Edina Comprehensive Plan Transportation Chapter Draft 09-30-19 5-29 Figure 5.14: Proposed Sidewalk Facilities Edina Comprehensive Plan Transportation Chapter Draft 09-30-19 5-30 Figure 5.15: Proposed Bicycle Facilities Edina Comprehensive Plan Transportation Chapter Draft 09-30-19 5-31 voice and ideas of well over a thousand Edina residents into the shaping of the plan’s vision and recommendations. The guidance was clear: residents recognize, enjoy and appreciate the many walk/bike assets the City has developed over the last ten years - but there are also many opportunities for improving current conditions and innovating, once again, to develop and offer residents the best, most productive approaches for growing walking and biking in the city. An All Ages and Abilities Network Guidance from Edina residents was very clear: connecting to schools, parks and neighborhoods with safe and comfortable facilities is a key priority. The plan proposes an All Ages and Abilities walk/bike system that is built around a new “Twin Loops” framework connecting key assets in the city through a high-comfort, high-amenity network of walking and biking routes and supporting facilities. The Inner and Outer Loops, working together with the new Nine Mile Creek Regional Trail, provide high quality connections tying all four city quadrants and serving Edina schools, community destinations and parks, regional destinations, and adjoining communities. A Comprehensive Approach The plan recognizes the importance of a comprehensive approach for achieving success: a full suite of recommendations - from on-the-ground routes and facilities to a robust set of education, encouragement and other programming initiatives are part of the plan’s “6Es” approach. Bikeshare, educational campaigns, and recommendations for supporting development of new “mobility hubs” in the city are included. Taking Care of What We’ve Got But the plan is not only about making new investments - it’s also about recognizing and taking care of the many walk/bike assets Edina has developed over the last few years. Recommendations for maintaining infrastructure, and offering a year-round walking and biking network are also a key part of the plan. Implementation - Where We Make it Real Recommendations are great - but none of it counts if we don’t build it. The plan includes robust guidance for implementation approaches - from a “test it first” and quick/tactical approach to developing facilities and infrastructure to recommendations for implementing programs. Most important of all, it includes a preliminary evaluation on how to implement the Edina Twin Loops - by looking at opportunities, constraints, and potential phasing for developing the individual segments that will make up this premier, signature walking and biking framework for the City’s transportation network. Several potential funding sources are also identified. Safe Routes to School In 2014 the City of Edina approved its Active Routes to School (ARTS) Plan. The purpose of the ARTS Plan is to identify opportunities and priorities to increase walking and biking to schools, and develop an implementation plan for making improvements in these areas. The City worked together with the Edina School District to prepare the plan, and the City has been successful in implementing most of the sidewalk recommendations indicated in the ARTS Plan. Future Transit Service The City of Edina, as an inner ring suburb, has good transit service relative to much of the overall metro region. The existing service and facilities are identified on Figure 5.4. The Southdale Transit Center is one of the busiest Edina Comprehensive Plan Transportation Chapter Draft 09-30-19 5-32 transit facilities in the region, and there is generally good commuter service to downtown Minneapolis. However, transit service in western portions of the City is quite limited, and the need has been identified to evaluate additional park and ride capacity to improve the usability of commuter service for Edina residents. This will be discussed further under the facilities heading below. As discussed in Chapter 3 of this Comprehensive Plan, the population of Edina is aging to a greater degree than many communities in the region. This trend will likely increase the demand for transit services in coming years. The City should track this and other factors including increasing gasoline costs to assess on-going demand for enhanced scheduled transit service. The City should work with Metro Transit and Southwest Metro Transit to advance such service as demand is identified. Metro Transit provides the great majority of transit service options in Edina, and it would make the determination if service revisions or enhancements would be viable for its service areas. The ability to plan and provide additional transit service is subject to state and regional funding that Metro Transit receives. Facilities Metro Transit’s Central-South (Sector 5) Plan (revised 2004) identified a future 300-500 car park and ride facility at TH 100 and Vernon Avenue. However, the Metropolitan Council’s 2030 Park-and-Ride Plan (adopted 2010) does not include a future park-and-ride facility in Edina. The Plan identifies an existing 1-150 car “transitway facility” at TH 100 and Vernon Avenue, which consists of “hide-and-ride” transit users who park in and around the City-owned parking structure in this location. Given the current limited transit service in the western portion of the City, future evaluation of the need for a more formal park-and-ride facility at this location may be necessary. Future Service Local Circulator Service As discussed above, there is very limited Metro Transit Service in the western portions of Edina. In the past the City has had discussions with Metro Transit regarding additional service to the western areas, perhaps as circulator service. This would involve smaller vehicles that would seat between 12 and 18 riders. At the time Metro Transit determined that there is not enough demand in this area for it to viably provide such service, given its funding limitations. Metro Transit staff cited the relatively high income levels and high rates of car ownership as factors limiting the demand for additional transit service in these areas. The City has evaluated, on a preliminary basis, the option of providing its own circulator service. This would provide service to the western portions of the City and would give those who cannot drive or choose not to an alternative travel mode to use. In summary, the capital costs (in 2008 dollars) for the lowest level of service (“baseline”) evaluated would be approximately $150,000 (three vans), and the annual operating costs would be over $250,000. The more extensive operational scenario evaluated resulted in costs substantially higher. The evaluation summarized above is intended to stimulate preliminary but systematic consideration of circulator service which could increase transit coverage in western Edina. To move this issue forward, a more detailed study will be required to address the following issues: • Clarify the City’s understanding of potential ridership; who will use the service and at what times? • Preferred service type (fixed route vs. flex or “on-demand”) and frequency • If fixed route, identify the optimal routes and stops • If a hybrid fixed route/flex service, identify optimal operating parameters • Hours of operations • Fare structure Edina Comprehensive Plan Transportation Chapter Draft 09-30-19 5-33 Greater Southdale Area Bus Circulator Service The 2008 Comprehensive Plan recommended that the City conduct a study to assess the viability of a Southdale District shuttle service. In 2018 the City initiated a pilot bus circulator service, called CloverRide and operated by DARTS, that provides service to residential and commercial areas in the greater Southdale area. This fixed- route service runs one day per week during the mid-day, and has a one-hour “loop” through the area, stopping at four (primarily senior) housing destinations and six commercial/retail destinations. While the service runs on a fixed schedule, riders are allowed to request “on demand” stops provided they are proximate to the regular route. City staff and the Edina Transportation Commission will evaluate this pilot program and make recommendations regarding its continued service. This could include changes to stop locations and times, as well as expanded service (e.g. more buses, more stops located in other areas of the city). Light Rail Transit In the 2040 Transportation Policy Plan (TPP), the Metropolitan Council has identified a series of transitway corridors for planning purposes. This network is included as Figure 5.16. The METRO Blue Line (Hiawatha LRT Corridor), connecting downtown Minneapolis, the MSP International Airport, and the Mall of America, was completed in 2004. The METRO Green Line (Central LRT Corridor), connecting Downtown Minneapolis and Downtown St. Paul, was completed in 2014. The METRO Green Line Extension (Southwest LRT Corridor) is currently being designed. This LRT corridor will operate on a route from downtown Minneapolis through St. Louis Park, Hopkins, Minnetonka, and Eden Prairie, passing in close proximity to Edina. The line will include 16 new stations and will be part of an integrated system of transitways, including connections to the METRO Blue Line, the Northstar Commuter Rail line, many bus routes, and proposed future transitways. Six planned Green Line stations will be within one mile of the Edina city border; however, the accessibility of each station from Edina varies considerably. The City should continue to work with neighboring cities to make pedestrian and bicycle connections to Green Line stations and cooperate with Metro Transit regarding feeder bus connections. between Edina’s neighborhoods and stations constructed along the Green Line Extension. Heavy construction of the Green Line Extension is scheduled to take place between 2018 and 2022, with passenger service as an extension of the METRO Green Line beginning in 2023. Passenger Rail MnDOT’s 2015 update to the Minnesota Comprehensive Statewide Rail Plan guides the future of both freight and intercity passenger rail systems and rail services in the state. While there is no specific mention of Edina, the plan generally provides strong support for increased investment in passenger rail as a response to growing congestion on highways serving the metropolitan area and exurban communities. The Rail Plan identifies an intercity passenger rail line that extends from the Twin Cities to Northfield that would pass through the City of Edina by way of the Canadian Pacific Minneapolis, Northfield and Southern Railway (CP MN&S) subdivision. This corridor is also known as the Dan Patch Corridor and is identified as a Phase 1 project in the plan. This identification indicates it is a desirable project within a 0- to 20-year (2015 - 2035) implementation horizon. A study conducted in 2002 examined the feasibility of establishing commuter rail service along the Dan Patch corridor. At that time, responding to opposition from residents, former State Representative Ron Erhardt introduced legislation that would prohibit state and regional agencies from spending any money to study, plan or design a commuter rail line in this corridor. This legislation, which was passed and has been referred to as the "gag order," applies to state agencies and affected Regional Railroad Authorities but not cities. Based on interest in commuter rail expressed by Edina residents, the City in 2017 conducted a study to gauge public support for passenger rail in the Dan Patch corridor through Edina. The majority of public feedback was not supportive of Edina Comprehensive Plan Transportation Chapter Draft 09-30-19 5-34 Figure 5.16: Metropolitan Council Regional Transitways Edina Comprehensive Plan Transportation Chapter Draft 09-30-19 5-35 passenger rail in the Dan Patch corridor through Edina. The majority of public feedback was not supportive of passenger rail in the corridor; particularly noted are comments coming from residents who live along the route. The study, which is documented in the Passenger Rail Community Engagement Report, concluded with a recommendation that the City should not pursue passenger rail in the Dan Patch corridor at that time. The City may benefit from interest in light rail by other communities, particularly Savage, which sees a light rail crossing of the Minnesota River and connection to Southwest Light Rail as a means to relieve congestion on the US Highway 169 bridge. Light rail concepts being considered are less noisy and safer than heavy alternatives such as intercity and commuter rail, can be implemented quickly, and will cost a small fraction of recent Twin Cities light rail projects. If implemented, a light rail system between Saint Louis Park and Savage along the Dan Patch corridor (with two or three stops in Edina) will have a profound effect on transportation, will stimulate development, and will increase property values along the route Bus Rapid Transit Metro Transit is currently planning improvements to the Route 6 corridor with the E Line bus rapid transit (BRT) project. The E Line will substantially replace parts of Route 6 in the Hennepin Avenue corridor, serving uptown Minneapolis. Since this BRT line was identified in 2012, community members have expressed interest in a longer BRT corridor to serve more places along Route 6, including extending service along France and/or York Avenues in Edina. Metro Transit is studying the corridor in 2018-2019 to determine whether to extend the E Line south into Edina. Following this corridor study, E Line station planning will begin in 2019 with construction (pending full funding) beginning as soon as 2023. The City of Edina is represented on the study’s Technical Advisory Committee. Future Roadways 2040 Traffic Forecasts Year 2040 traffic forecasts were prepared using the Metropolitan Council travel demand model. The model was refined for application specifically for the City of Edina. The 2040 roadway network assumed for this analysis is the same as the current roadway network, as the City and County Capital Improvement Programs (CIPs) do not include any projects that add significant capacity to the roadway network. While the travel demand model is a valuable tool for identifying future traffic based on the proposed land use impacts, it is not meant for use in detailed traffic operations studies. For a more accurate representation of the transportation impacts from specific developments, detailed traffic studies should be conducted to determine the operational impacts on adjacent roadways and intersections. A central concept of travel demand forecasting is the use of Transportation Analysis Zones (TAZs). Each forecast study area, in this case the City of Edina, is divided into a series of TAZs. Each TAZ has land use data which indicates trip generation and trip attraction including population, household, and employment data. Figure 5.17 displays Metropolitan Council TAZs within the City of Edina. Table 5.5 provides the initial population, household, and employment allocations by TAZ assumed in the Metropolitan Council model. Table 5.6 provides the population, household, and employment allocations by TAZ based on the City of Edina’s Land Use Plan adjustments as detailed in Chapter 3. Table 5.7 shows the change in TAZs between the base condition and the adjusted condition. Results of the City of Edina modeling process are summarized on Figure 5.18 showing the 2040 Traffic Forecast (Met Council Base) and Figure 5.19 showing the 2040 Traffic Forecast with Edina Land Use adjustments. Edina Comprehensive Plan Transportation Chapter Draft 09-30-19 5-36 Figure 5.17: Traffic Analysis Zones Edina Comprehensive Plan Transportation Chapter Draft 09-30-19 5-37 Table 5.5: 2040 Transportation Analysis Zone (TAZ) Forecasts – Metropolitan Council Base TAZ 2020 2030 2040 Households Pop. Employment Households Pop. Employment Households Pop. Employment 1022 0 0 0 3 7 0 10 22 0 1395 569 1504 109 577 1472 108 563 1381 110 1396 699 1894 1024 768 1949 1059 804 1919 1091 1397 309 850 35 313 824 38 302 762 40 1398 23 61 1 22 57 1 20 49 0 1403 686 1453 40 698 1440 40 684 1380 40 1404 95 205 193 94 199 197 91 187 200 1408 351 871 6 352 869 8 342 836 10 1409 690 1713 375 701 1732 413 684 1675 450 1410 1288 2735 430 1301 2690 446 1267 2564 460 1411 1241 2498 8998 1263 2466 9092 1237 2375 9106 1412 663 1848 41 670 1860 41 654 1807 40 1413 34 79 570 39 83 577 40 81 580 1414 726 1446 361 734 1416 644 714 1352 951 1415 0 0 219 0 0 237 0 0 250 1416 0 0 868 0 0 930 0 0 1011 1417 61 89 10533 62 91 10884 60 89 11198 1418 757 1505 24 765 1471 48 744 1403 80 1419 356 964 34 361 971 36 352 942 40 1420 342 928 11 348 937 10 342 915 10 1421 452 1225 12 455 1223 11 442 1184 10 1422 158 412 295 162 417 348 161 408 400 1423 671 1604 177 680 1567 183 664 1485 190 1424 602 1640 48 609 1628 49 593 1553 50 1425 358 947 61 362 952 70 352 920 80 1426 322 853 345 328 864 393 322 843 440 1427 834 1911 1163 915 1955 1204 955 1919 1241 1428 353 926 761 358 904 787 352 859 811 1429 475 1248 926 490 1237 955 483 1179 981 1430 480 1261 41 484 1225 41 473 1156 40 1431 459 1236 102 464 1245 116 453 1210 130 1432 326 865 13 330 875 11 322 852 10 1435 708 1879 29 719 1907 29 704 1869 30 1436 123 295 21 142 324 20 151 327 20 1585 1290 2268 5044 1651 2936 5212 1911 3433 5364 1586 290 689 146 302 669 155 302 634 170 1587 531 1244 1593 554 1210 1687 553 1148 1841 Edina Comprehensive Plan Transportation Chapter Draft 09-30-19 5-38 Table 5.5: 2040 Transportation Analysis Zone (TAZ) Forecasts – Metropolitan Council Base (Continued) TAZ 2020 2030 2040 Households Pop. Employment Households Pop. Employment Households Pop. Employment 1588 243 475 3818 333 667 3947 402 813 4063 1593 2182 3723 3266 2400 4229 3375 2504 4547 3472 1594 1981 4411 871 2422 5319 1229 2715 5889 1601 1595 507 1026 5667 591 1208 5724 644 1324 5754 1596 662 1116 2941 880 1508 2993 1036 1811 3032 1637 0 0 450 0 0 508 0 0 560 1640 0 0 140 0 0 140 0 0 140 Totals 22897 51897 51802 24702 54603 53996 25404 55102 56097 Table 5.6: 2040 Transportation Analysis Zone (TAZ) Forecasts – Adjusted TAZ 2020 2030 2040 Households Pop. Employment Households Pop. Employment Households Pop. Employment 1022 0 0 0 3 7 0 10 22 0 1395 569 1549 109 577 1496 108 583 1438 110 1396 699 1949 1024 858 2129 1059 950 2340 1091 1397 309 874 35 313 837 38 313 793 40 1398 23 63 1 22 58 1 22 51 0 1403 722 1510 40 734 1470 40 745 1452 40 1404 95 213 193 94 203 197 94 197 200 1408 351 899 6 352 884 8 354 871 10 1409 699 1768 375 701 1761 413 709 1745 450 1410 1288 2837 430 1301 2744 446 1312 2693 460 1411 1241 2596 8998 1263 2518 9092 1281 2499 9106 1412 663 1900 41 670 1888 41 677 1873 40 1413 34 82 570 39 84 577 40 84 580 1414 726 1503 361 734 1446 644 740 1425 951 1415 0 0 219 0 0 237 0 0 250 1416 0 0 868 0 0 930 0 0 1011 1417 120 178 10533 191 305 10884 190 312 11198 1418 757 1565 24 765 1503 48 772 1479 80 1419 356 992 34 361 986 36 365 978 40 1420 342 955 11 348 951 10 354 949 10 1421 452 1261 12 455 1242 11 458 1229 10 1422 158 425 295 162 424 348 167 424 400 1423 671 1657 177 680 1595 183 688 1552 190 1424 602 1688 48 609 1653 49 614 1613 50 Edina Comprehensive Plan Transportation Chapter Draft 09-30-19 5-39 Table 5.6 –2040 Transportation Analysis Zone (TAZ) Forecasts – Adjusted (Continued) TAZ 2020 2030 2040 Households Pop. Employment Households Pop. Employment Households Pop. Employment 1425 358 975 61 362 967 70 365 956 80 1426 328 879 345 334 878 393 340 876 440 1427 834 1977 1163 1001 2135 1204 1045 2283 1241 1428 353 954 761 358 919 787 364 894 811 1429 475 1286 926 490 1257 955 500 1227 981 1430 480 1299 41 484 1245 41 490 1204 40 1431 459 1272 102 464 1264 116 469 1256 130 1432 326 891 13 330 889 11 334 885 10 1435 708 1935 29 719 1937 29 730 1940 30 1436 123 305 21 142 329 20 151 339 20 1585 1290 2370 5044 1717 3114 5212 1996 3699 5364 1586 482 727 146 494 689 155 494 682 170 1587 531 1286 1593 554 1232 1687 572 1201 1841 1588 562 1021 3818 1112 2023 3947 1412 2656 4063 1593 2445 4114 3266 3444 5689 3375 3744 6375 3472 1594 1981 4568 871 2670 5683 1229 2947 6308 1601 1595 726 1509 5667 954 2030 5724 1425 2923 5754 1596 662 1168 2941 839 1536 2993 984 1877 3032 1637 0 0 450 0 0 508 0 0 560 1640 0 0 140 0 0 140 0 0 140 Totals 24000 55000 51802 27700 60000 53996 29800 63600 56097 Table 5.7: 2040 Transportation Analysis Zone (TAZ) Forecasts – TAZ Changes TAZ 2020 2030 2040 Households Population Households Population Households Population 1395 0 45 0 24 20 57 1396 0 55 90 180 146 421 1397 0 24 0 13 11 31 1398 0 2 0 1 2 2 1403 36 57 36 30 61 72 1404 0 8 0 4 3 10 1408 0 28 0 15 12 35 1409 9 55 0 29 25 70 1410 0 102 0 54 45 129 1411 0 98 0 52 44 124 1412 0 52 0 28 23 66 Edina Comprehensive Plan Transportation Chapter Draft 09-30-19 5-40 Table 5.7: 2040 Transportation Analysis Zone (TAZ) Forecasts – TAZ Changes (Continued) TAZ 2020 2030 2040 Households Population Households Population Households Population 1413 0 3 0 1 0 3 1414 0 57 0 30 26 73 1417 59 89 129 214 130 223 1418 0 60 0 32 28 76 1419 0 28 0 15 13 36 1420 0 27 0 14 12 34 1421 0 36 0 19 16 45 1422 0 13 0 7 6 16 1423 0 53 0 28 24 67 1424 0 48 0 25 21 60 1425 0 28 0 15 13 36 1426 6 26 6 14 18 33 1427 0 66 86 180 90 364 1428 0 28 0 15 12 35 1429 0 38 0 20 17 48 1430 0 38 0 20 17 48 1431 0 36 0 19 16 46 1432 0 26 0 14 12 33 1435 0 56 0 30 26 71 1436 0 10 0 5 0 12 1585 0 102 66 178 85 266 1586 192 38 192 20 192 48 1587 0 42 0 22 19 53 1588 319 546 779 1356 1010 1843 1593 263 391 1044 1460 1240 1828 1594 0 157 248 364 232 419 1595 219 483 363 822 781 1599 1596 0 52 -41 28 -52 66 Totals 1103 3103 2998 5397 4396 8498 Edina Comprehensive Plan Transportation Chapter Draft 09-30-19 5-41 Figure 5.18: 2040 Base Forecast Daily Traffic Edina Comprehensive Plan Transportation Chapter Draft 09-30-19 5-42 Figure 5.19: 2040 Revised (Adjusted) Base Forecast Daily Traffic Edina Comprehensive Plan Transportation Chapter Draft 09-30-19 5-43 2040 Roadway Deficiency Analysis Congestion on the roadway system is judged to exist when the ratio of traffic volume (number of daily vehicles on a given roadway) to roadway capacity (maximum number of daily vehicles a given roadway can reasonably accommodate) approaches or exceeds 1.0. The ratio of volume to capacity (v/c ratio) provides a measure of congestion along a stretch of roadway and can help determine where roadway improvements, access management, transit services, or demand management strategies need to be implemented. It does not, however, provide a basis for determining the need for specific intersection improvements or other detailed mitigation. Table 5.8 presents high-level estimates of the average daily traffic (ADT) capacity ranges for various types of roadways. These ranges are based on guidance from the Highway Capacity Manual, discussions with the Metropolitan Council, and professional engineering judgment. A range is used since the actual capacity of any roadway design (v/c = 1) is a theoretical measure that can be affected by its functional classification, traffic peaking, traffic composition, access (e.g. intersection or driveway spacing), speed, and other roadway design features such as grade, pavement condition, presence or absence of bike lanes, number of bus stops, type of intersection control devices, traffic signal phasing and timing, pedestrian crosswalks, etc. In order to define a facility’s “daily capacity,” the top of each facility type’s volume range should be used. This allows for capacity improvements that can be achieved by roadway performance enhancements. Another useful capacity analysis index is the level of traffic that a facility can accommodate before it is defined as approaching its capacity limit. A segment of road is noted as “approaching capacity” when observed daily volume equals or exceeds 85 percent of daily capacity (v/c > 0.85). This level of traffic volume is also presented in Table 5.8 by facility type. Table 5.8: Planning-Level Roadway Capacities by Facility Type at Level of Service (LOS) D/E Facility Type Planning Level Daily Capacity Ranges (ADT) Approaching Capacity (85% of ADT) Two-lane urban 8,000-10,000 8,500 Two-lane rural 14,000-15,000 12,750 Two-lane urban with a left-turn lane 14,000-17,000 15,555 Four-lane urban 18,000-22,000 18,700 Four-lane urban with a left-turn lane 28,000-36,800 31,200 Note: The terms urban and rural describe typical section designs (e.g., curb and gutter for urban and ditch drainage for rural). They do not imply geographic areas. Using the methodology described above, capacity deficiencies were identified by comparing existing ADT volumes to the threshold capacities noted in Table 5.8. The existing number of lanes (Figure 5.7) were compared to the forecast daily traffic volumes (Figures 5.18 and 5.19) to develop the 2040 capacity deficiencies. Figure 5.20 shows the base 2040 forecast capacity deficiencies, which were based on the original Metropolitan Council land use projections. Figure 5.21 shows the revised (adjusted) 2040 forecast capacity deficiencies based on Edina’s land use projections. As noted on Figures 5.20 and 5.21, “congested” roadway segments are defined as those with a volume-to-capacity ratio at or above 1.0.. Edina Comprehensive Plan Transportation Chapter Draft 09-30-19 5-44 Figure 5.20: 2040 Forecast Capacity Deficiencies (Met Council Base) Edina Comprehensive Plan Transportation Chapter Draft 09-30-19 5-45 Figure 5.21: Revised 2040 Forecast Capacity Deficiencies Edina Comprehensive Plan Transportation Chapter Draft 09-30-19 5-46 Based on the 2040 traffic some of the major roadways in the City are expected to operate at levels approaching capacity or over capacity. The following summarizes the road segments anticipated to exceed their design capacity or are expected to approach capacity by 2040: 2040 Met Council Base Forecast Deficiencies: Approaching Capacity: • Interlachen Parkway – Maloney Avenue to W 50th Street • Interlachen Road – TH 169 to Lincoln Drive • Vernon Avenue – Hansen Road to Eden Avenue • Tracy Avenue – Valley View Road to Valley Lane • West 70th Street – Cahill Road to Metro Boulevard • Edina Industrial Boulevard – Bush Lake Road to Metro Boulevard • West 50th Street – Halifax Avenue to France Avenue • France Avenue – North City Limit to West 58th Street • Xerxes Avenue – West 54th Street to West 60th Street • West 70th Street – France Avenue to Xerxes Avenue S • France Avenue – West 70th Street to South City Limit • York Avenue South – West 66th Street to 70th Street • York Avenue South – West 76th Street to South City Limit Over Capacity: • Vernon Avenue – Gleason Road to Hansen Road • Gleason Road – TH 62 to Vernon Avenue • France Avenue – West 58th Street to TH 62 • Xerxes Avenue South – West 60th Street to TH 62 • West 70th Street – TH 100 to France Avenue 2040 Revised Forecast Deficiencies with City Land Use Adjustment: Approaching Capacity: • Interlachen Parkway – Maloney Avenue to W 50th Street • Interlachen Road – TH 169 to Lincoln Drive • Vernon Avenue – Lincoln Drive to Gleason Road • Vernon Avenue – Hansen Road to Eden Avenue • Tracy Avenue – Valley View Road to Valley Lane • West 70th Street – Cahill Road to Metro Boulevard • Edina Industrial Boulevard – Bush Lake Road to Metro Boulevard • W 50th Street – Halifax Avenue to France Avenue • France Avenue – North City Limit to W 58th Street • Xerxes Avenue South – W 54th Street to W 60th Street • France Avenue – West 70th Street to South City Limit • York Avenue – West 66th Street to W 70th Street • York Avenue – West 76th Street to South City Limit Edina Comprehensive Plan Transportation Chapter Draft 09-30-19 5-47 Over Capacity: • Vernon Avenue – Gleason Road to Hansen Road • Gleason Road – TH 62 to Vernon Avenue • France Avenue – West 58th Street to TH 62 • Xerxes Avenue South – West 60th Street to TH 62 • West 70th Street – TH 100 to York Avenue South Roadway Deficiencies and Improvement Needs The City of Edina is considered fully developed and therefore it is not expected to see substantial traffic increases over the planning horizon in many locations. However, with the anticipated redevelopment of land use in some locations (for example, areas covered by the Small Area Plans), combined with regional traffic trends and considerations, there will be some areas of significant traffic growth. Most (but not all) of the areas identified above as approaching or over capacity in 2040 are two-lane, state-aid roadways, which will require working with other agencies to improve or otherwise mitigate. Taking into account projected future traffic conditions, together with current issues, the following areas have been identified for recommended improvements and/or monitoring and further evaluation: • Gateway area redevelopment • France Avenue (West 70th Street to I-494) • France Avenue (north of TH 62, especially south of West 58th Street) • West 70th Street • Vernon Avenue/Gleason Road (north of TH 62) • Other trunk highway and interchange area These areas and others will be addressed under the following headings. The final heading will address a summary of implementation considerations and requirements. Within the context of this planning level information, individual projects will be identified to be included in the City’s Capital Improvement Programs over the next ten years (until the next Comprehensive Plan Update is required). Potential Problem Locations The primary current problem locations are identified below. Trunk Highway System Congestion Peak period congestion occurs on nearly all of the trunk highway segments passing through or adjacent to the City. This includes I-494, TH 169, TH 100, and TH 62 (Crosstown Highway). In addition to the mainline congestion, queuing from ramp meters provides a source of localized congestion on the City street system as discussed under the following headings. Freeway Interchange Queues Peak period queuing occurs at most freeway ramps. In particular, the older freeway interchanges with TH 62 at Xerxes Avenue South and France Avenue (see above) have inadequate bridge width and storage capacity to accommodate vehicles waiting at the queue. Similar problems exist along TH 100 at West 70th Street and West 77th Street. Through Traffic on Local Streets Various residential areas experience, or perceive that they experience, large amounts of through traffic. Edina Comprehensive Plan Transportation Chapter Draft 09-30-19 5-48 France Avenue/West 50th Street Intersection This intersection, in the middle of a popular older commercial area, is affected by high pedestrian traffic levels as well as high vehicular traffic volumes. It is a destination for local as well as many non-local visitors. Refer to the 50th & France Small Area Plan for further details. France Avenue North of TH 62 The concentration of recent and future increased redevelopment in the greater Southdale area, along with the congested interchange at TH 62, has the potential to result in congestion on France Avenue north of TH 62. France Avenue transitions from a four-lane to a two-lane roadway at the interchange. Gateway Redevelopment Area Improvements An Alternative Urban Areawide Review (AUAR) was prepared by the City in 2007 (with updates in 2013 and 2018) for an area generally bounded by TH 100 to the west, Fred Richards Golf Course/76th Street to the north, France Avenue to the east, and Minnesota Drive to the south. The impetus for the AUAR was the purchase of a parcels within the Study Area by a developer and subsequent discussions with the City regarding their redevelopment. The City decided to review the potential for further redevelopment within the commercial and industrial area along West 77th Street adjacent to these recently acquired parcels. The AUAR reviewed five different scenarios: 1 – Comprehensive Plan (1998), 2 – Master Plan (proposed by developer), 3 – Maximum Commercial, 4 – Maximum Residential, and 4.1 – Modified Scenario 4. Each of these scenarios required its own set of roadway improvements to accommodate the development envisioned for the given scenario. Perhaps the most notable observation is that Scenario 3 (Maximum Commercial) would require reconstruction of the West 77th Street Bridge over TH 100 to provide additional through and turning lanes. Funding requirements may preclude the implementation of this scenario in the foreseeable future. The AUAR identifies improvements that will be required for various types and intensities of development outcomes. The specific improvements that will be required, and the schedule of those improvements, will be dictated by the development projects that are actually proposed and occur over time. It is recommended that the City clarify to developers early in the plan review procedures for this overall area that they must address transportation improvement needs in a proactive manner. The City will coordinate with developers regarding the planning and funding of the improvements, but developers will be required to perform their “fair share” such that needed improvements are identified and implemented in advance of the added traffic volumes. A conceptual east-west connector corridor north of I-494 has been identified for further evaluation and potential long-term implementation. This corridor is identified on Figure 5.22. As shown, it uses West 78th Street, West 77th Street, and West 76th Street with enhanced continuity. It will be further discussed under a separate heading, below. The improvements addressed in the Gateway Area AUAR are considered short to mid-range improvements, with the east-west connector corridor being a long-range concept. France Avenue (TH 62 to I-494) France Avenue between TH 62 and I-494 carries high volumes of traffic. The design of the roadway, 4-lane divided with turn lanes, has a high level of capacity, and roadway actually operates better than what perhaps is the common perception. For example, motorists must wait more than one signal cycle to proceed through an intersection only infrequently even at peak travel times. However, as traffic levels increase as projected on Figure 5.19, congestion on the main portion of this stretch of roadway will become more of a concern. Refer to the transportation section of the Southdale District Area Plan for additional information regarding France Avenue. TH 62 and Central Areas The primary issue at TH 62 is that there is currently not enough bridge width to provide storage for vehicles waiting in queues on France Avenue at the interchange. To address this issue, in 2019 MnDOT (in cooperation Edina Comprehensive Plan Transportation Chapter Draft 09-30-19 5-49 with Hennepin County) is planning to redeck the France Avenue bridge over TH 62 to include a second northbound left-turn lane, with the intent to shorten queuing for vehicles waiting to head westbound on TH 62. Additionally, the sidewalks on both sides of the bridge will be significantly widened to improve pedestrian comfort and safety. An additional means to improve this situation is through traffic management, attempting to spread the traffic more equally between the interchanges at Valley View Road, France Avenue, and Xerxes Avenue. Both the Valley View Road and Xerxes Avenue interchanges currently relieve the France Avenue interchange, but efforts can be made to increase this affect. Options that could be further explored include employee training for businesses in the area, to promote increased use of the alternate interchanges, and improved signage indicating the option of using alternate interchanges. However, it is not known how effective such measures could be, short of significant operational or infrastructure projects. There currently does not appear to be any physical/infrastructure projects that could readily be implemented and would have clear benefits in terms of redirecting traffic from France Avenue to York/Xerxes Avenue. However, as redevelopment continues to take place in the Greater Southdale area, the City should promote access and street design that helps make Xerxes/York Avenue a viable alternative to France Avenue. Figure 5.22: Conceptual East/West Connector Edina Comprehensive Plan Transportation Chapter Draft 09-30-19 5-50 An important limitation of Xerxes/York Avenue in terms of serving as an alternate route for France Avenue is that it does not have an interchange at I-494. As will be discussed under a separate heading, the City should investigate an enhanced east-west connector corridor north of I-494. This would tie into Richfield’s West 76th/ 77th Street corridor. One of the benefits of such a connector route is that it could make the use of Xerxes/York Avenue as an alternate to France Avenue more viable. East-west traffic flow would be enhanced in the southern portion of the City with connections to both France Avenue and York Avenue. I-494 Area The primary operational difficulty on France Avenue at the south end at I-494 relates to the single southbound right turn lane to accommodate both motorists using the ramp to westbound I-494 and those using the loop to eastbound I-494. This causes excessive southbound queuing in the right lane. The proximities of Minnesota Drive and West 78th Street to the interchange exacerbate this problem. Hennepin County has identified a roadway re-striping plan which would help address this problem. This plan separates the traffic turning onto the westbound I-494 ramp from the traffic turning onto the eastbound loop. The City will work with the County and the City of Bloomington to ensure that this improvement takes place. West 70th Street The section of West 70th Street between TH 100 and France Avenue (reconstructed in 2011) is problematic because it experiences relatively high traffic levels for a roadway passing through a residential setting. The traffic levels are due in large part to the basic location and context of the segment. At one end of the segment is an interchange with major highway (TH 100), and at the other end is an important “A” minor arterial roadway (France Avenue) and a major commercial center (greater Southdale area). Traffic levels are currently at the high end of the capacity for a 2-lane roadway with turn lanes, and are forecasted to be over capacity by 2040. East-West Connector Corridor A significant transportation difficulty facing the City is that there is not a continuous east-west reliever roadway on the north side of I-494. Motorists making east-west trips north of the freeway must proceed through a series of roadway segments that are currently not well coordinated or tied into a larger roadway network. Coordinating with adjacent communities, a conceptual corridor has been identified that is depicted on Figure 5.22. This improvement area would align along existing West 78th Street west of E Bush Lake Road, West 77th Street between East Bush Lake Road and Parklawn Ave, and West 76th Street east of Parklawn Avenue. An alternative (and longer-term) alignment between East Bush Lake Road and Parklawn Avenue would involve a new bridge crossing of TH 100, which would relieve traffic levels on the W 77th Street/Edina Industrial Boulevard bridge over TH 100 (see the Long-Term “Alternative Alignment” on Figure 5.22). The rationale behind this concept is to provide a roadway that would serve a similar function to American Boulevard in Bloomington and the West 76th/77th Street corridor in Richfield. It would tie directly into the Richfield corridor. As stated above, it could ultimately relieve congestion through the TH 100/West 77th Street/Edina Industrial Boulevard interchange. It would generally allow more efficient east-west movements and tie into the larger Edina network more effectively. For example, it would make Xerxes/York Avenue easier and more logical to use as an alternative to France Avenue to relieve traffic levels on France. It would likely make this portion of Edina a more attractive location for business and office development because of improved mobility and access. The Gateway Redevelopment discussed under an earlier heading may provide the opportunity to begin roadway reconstruction efforts associated with implementation of the overall East-West Connector concept. Because this roadway would support and improve operations on trunk highways (TH 100 and I-494), MnDOT and the Federal Highway Administration (FHWA) would be supportive of such a project. The City should explore the availability of state and federal funding to help advance this concept if it is deemed viable. Edina Comprehensive Plan Transportation Chapter Draft 09-30-19 5-51 It should be emphasized that this long-term corridor improvement plan is only conceptual at this point, and no major right-of-way acquisitions are anticipated. However, it is recommended that the City continue to explore the concept and discuss it with adjacent communities, MnDOT, and Hennepin County. The City can also coordinate roadway reconfiguration and reconstruction with the redevelopment of the Gateway area as appropriate. The potential benefits of such a corridor could be quite significant, just as American Boulevard has benefited Bloomington, and the West 76th/77th corridor has benefited Richfield. Summary of Key Implementation Considerations and Requirements Gateway Redevelopment Area Improvements The City should require, early in the plan review procedures for redevelopment projects proposed in this area, that transportation improvements be clearly identified and addressed. The City will expect developers to plan, coordinate and finance their fair share of the required improvements in a proactive manner. Any roadway reconfiguration associated with the Gateway redevelopment will need to be consistent with the long term vision of the East-West Connector roadway summarized below. East – West Connector Roadway The City should continue to coordinate with neighboring communities, Hennepin County, and MnDOT to advance the planning and evaluation of the general corridor identified on Figure 5.22. It is likely a long-term concept, but as redevelopment is proposed and implemented in the southern portion of Edina, consideration should be given to this potential corridor in terms of long term right-of-way issues and access design. Roadway Jurisdictional Issues In general, it is good policy that Hennepin County and MnDOT assume responsibility for and jurisdiction over the arterial network, and cities assume responsibility for the collector and local street systems. This is, to a large extent, the situation in Edina. The existing roadway jurisdictional classification system is depicted on Figure 5.10. At present, there are no roadways in the City under State (MnDOT) jurisdiction that are being considered for turnback to Hennepin County or the City of Edina. However, Hennepin County, in its Transportation System Plan, identifies two roadway segments that are candidates for turnback to the City of Edina (see Figure 5.23): • CSAH 31 (York/Xerxes Avenue) from 50th Street to south City limit (see Figure 5.23) • CSAH 158 (Vernon Avenue/Gleason Road) from TH 100 to TH 62 (see Figure 5.23) Regarding these segments, the City of Edina does not support either turnback option. These segments should remain under County jurisdiction for the following reasons: • CSAH 31 - This roadway serves an inter-community function, connecting Bloomington, Edina and Minneapolis. It also links with TH 62. It carries a significant percentage of traffic not originating or terminating in Edina. • CSAH 158 - This roadway is an arterial roadway serving an intercommunity function and is therefore appropriate for Hennepin County jurisdiction. It carries a substantial percentage of traffic not originating or terminating in Edina. • Both – At current Municipal State Aid funding levels, the City believes that there would not be enough resources for Edina to maintain these roadway segments in the future. In the event the City is ultimately required to accept one or both of the transfers identified above, it should ensure that the roads are brought up to the appropriate design and maintenance standards prior to accepting transfer. Edina Comprehensive Plan Transportation Chapter Draft 09-30-19 5-52 Access Management Access management refers to balancing the need for access to local land uses with the need for mobility and safety on the roadway system. Arterials generally have limited access, collectors allow a greater degree of access given their combined mobility/access function, and local streets allow the most access of the roadway functional Edina Comprehensive Plan Transportation Chapter Draft 09-30-19 5-53 Figure 5.23: Jurisdictional Turnbacks Proposed by Hennepin County Edina Comprehensive Plan Transportation Chapter Draft 09-30-19 5-54 categories. Appropriate access control preserves the capacity on arterial streets and improves safety by reducing the need for traffic to divert to local streets. It separates local turning movements from higher speed “through” traffic, concentrating traffic linkages at intersections controlled with traffic signals, roundabouts, or other measures. MnDOT and County roadways serving Edina are identified on Figure 5.10. For MnDOT roadways, MnDOT’s access management guidelines apply. These guidelines are included in the Appendix. For County roadways, Hennepin County access management guidelines apply. These guidelines were established in the Hennepin County Transportation System Plan, and are included in Appendix T-4. In instances of local site redevelopment, the City will continue to work with these guidelines in the site plan review and approval process. The City’s existing ordinance on curb cut placement limits the placement and number of accesses to local and collector roadways under City jurisdiction. General guidelines include the following: • No driveway on a local street is to be within 50 feet of a street intersection • When properties adjoin two streets, the access should be to the lower volume street Community/Aesthetic Design for Transportation Facilities Community design goals and treatments were discussed in Chapter 3 of this Comprehensive Plan, and in the Living Streets Plan. Roadways are an important component in community design because they represent a significant percentage of the overall land area of any community, they represent public space over which the City has jurisdiction (the municipal right-of-way area), and because they are obviously very visible to many travelers, local and non-local. Refer to chapter three of the Living Streets Plan for detailed descriptions of the type, function and location of Living Streets in Edina, and chapter six for roadway design guidelines. These design guidelines discuss the following design elements (both functional and aesthetic): • Vehicular Facilities (driving and parking lanes, pavement markings and signage) • Pedestrian Facilities (sidewalks, pedestrian crossings, street furniture and public art) • Bicycle Facilities (type and placement, signage and wayfinding and intersections • Traffic Calming (road design, curb extensions, boulevard trees, pavement color/texture) • Stormwater Management and Sustainable Infrastructure (impervious surface reduction; soil, turf and trees; rain gardens; filtration/infiltration; ponds and wetlands) Another important component of the Community Design Guidelines which pertains to transportation and roadways is the guideline for gateways. Gateways define areas with character and a sense of place, and can include such features as street or other lighting, signage, street furniture and public art, and other streetscape improvements. Many of these elements are in place in various districts throughout the City, but other locations could be identified and improved. Travel Demand Management The primary emphasis of Travel Demand Management (TDM) is to reduce the number of vehicular trips on congested roadways during peak travel times. Since the many or most of these trips are commuter (work) trips, TDM strategies primarily involve places of employment and associated travel behavior. The primary methods or strategies are identified below: • transit • car/van-pooling • telecommuting Edina Comprehensive Plan Transportation Chapter Draft 09-30-19 5-55 • flex-time • non-motorized commuting In general, the policies or incentives to promote TDM activities are provided through employers. For example, employers can provide monthly discounts or passes to employees to use transit. They can provide coordination services to match up individuals for car/van pooling activities. They can allow or promote telecommuting, particularly in various industries for which face-to-face contact is not important for task performance. Similarly, employers can allow or promote flex time, which enables employees to travel to/from work at non-peak travel times. Regarding non-motorized commuting, the provision of shower and changing facilities is often helpful to promote bicycle commuting. There is a number of reasons for employers to promote TDM activities. In some cases, vehicle parking is at a premium and anything they can do to reduce parking requirements is beneficial. Another example may be a large employer or group of employers accessed by congested road systems. If these employers can reduce rush hour trips into their facilities and associated congestion, it benefits their workers and makes their places of business more attractive places to work. Some employers wish to reduce vehicle trips to their facilities simply because it is “the right thing to do” for environmental reasons. Cities can increase TDM activities through promotional activities and by coordinating with key employers to identify and implement TDM plans. Cities may require TDM plans for new developments if they are large enough to have significant traffic impacts. Cities can also form or coordinate the formation of Transportation Management Organizations (TMOs). These organizations pool resources and strategies to get the biggest “bang for the buck” for reducing traffic levels in a given area. The City of Edina is an active member of the 494 Corridor Commission, which is a TMO striving to limit single occupancy vehicle trips on I- 494. It is difficult to project the quantitative benefits of Travel Demand Management activities with confidence. However, as fuel prices increase and congestion on major roadways in the metro region increase into the future, the demand for and potential of this approach will increase accordingly. The City of Edina currently requires developers proposing projects with the potential for significant traffic impacts to submit TDM plans as part of the plan review and approval process. The thresholds which are currently in place requiring these plans to be generated are projects that would: • generate 1,000 or more vehicle trips per day, or • generate 100 or more trips during any one-hour period, or • increase the traffic levels on an adjacent roadway by 50 percent or more The City’s requirements in terms of commitment to TDM activities and programs within the TDM plans are currently not rigorous. For example, these plans often simply identify existing transit service within the vicinity of the proposed project to suggest future TDM activities. It is recommended that the City evaluate the option of adding “teeth” to TDM requirements for developers, perhaps using the City of Minneapolis and Bloomington programs as a guide. Aviation According to Appendix L of the 2040 Transportation Policy Plan, Edina is not a “noise impacted community.” However, members of the community have expressed increased concern over the effects of aircraft noise on their property and quality of life. These issues can be shared with the MSP Noise Oversight Committee (NOC), which was established in 2002. The MAC Noise Program Office works closely with the NOC and is dedicated to collecting, analyzing and reporting aircraft operations data for the purpose of working with the communities surrounding the MAC's system of airports on aircraft noise issues. The MSP NOC membership is balanced with Edina Comprehensive Plan Transportation Chapter Draft 09-30-19 5-56 community and aviation industry representatives who work together to address aircraft noise issues associated with MSP. The City of Edina is represented through an “at-large” membership on the NOC. Freight Roadway and Bridge Restrictions The only weight-restricted bridge in the City of Edina is the West 50th Street bridge over Minnehaha Creek. Table 5.9 indicates bridges in Edina that have insufficient height clearances (less than 15’-6” clear): Table 5.9 –Bridges with Insufficient Height Clearances Bridge Number Location Height Clearance 7296 Pedestrian bridge over Interlachen Boulevard 14’-2” 27646 Canadian Pacific Rail bridge over Eden Avenue 15’-0” 90641 Canadian Pacific Rail bridge over West 44th Street 14’-3” 94176 Pedestrian bridge over Braemar Boulevard 15’-0” Goals and Policies 1. Improve mobility for residents, visitors and businesses (including those with transportation disadvantages) through the creation and maintenance of a balanced system of transportation alternatives for transit users, pedestrians, bicyclists and motorists. 1.1. Increase protected and separate bike facilities between nodes, parks, schools and City facilities as indicated in the Pedestrian and Bicycle Master Plan. 1.2. Connectivity between nodes shall be enhanced to include three modes of transportation where at least one is non-motorized. 1.3. Create safe and convenient pedestrian and bicycle connections between major traffic generators, with particular emphasis on continuity at roadway and other barrier crossings. 1.4. Connect to regional non-motorized transportation networks by reviewing and recommending pedestrian and bicycle facilities throughout Edina cooperatively with the Three Rivers Park District and Hennepin County. 1.5. Support recommendations of the Pedestrian and Bicycle Master Plan for implementation. 2. Implement a fully multi-modal transportation system that supports the land use vision and future land use plan for managing and shaping future growth. 3. Minimize the impacts of the transportation system on Edina’s environment and neighborhood quality of life and emphasize methods to reduce greenhouse gas emissions. 3.1. Strive for transportation infrastructure designs that have a neutral to positive impact on the natural environment. 3.2. Effectively balance access from and mobility on Edina’s roadways, prioritizing safe and efficient movement between the city’s primary nodes, parks, schools and community facilities. Edina Comprehensive Plan Transportation Chapter Draft 09-30-19 5-57 4. Reduce the overall dependence on and use of single-occupant vehicles by promoting land use patterns that allow for shorter vehicular trips and the use of alternative travel options. 4.1. Take a comprehensive approach to reducing single-occupant vehicle trips by involving those who live, work and shop. 5. Promote a travel demand management (TDM) program through a coordinated program of regulations, marketing, and provision of alternative workplace and travel options. 5.1. Partner with Commuter Services to encourage all forms of travel demand management in order to reduce single occupancy vehicle travel, overall vehicle miles of travel, reduce petroleum consumption, and improve air quality. 5.2. Review and recommend policies necessitating a TDM Plan and/or a transit component with all types of development and redevelopment. Review and implement substantive requirements associated with these TDM Plans, potentially including TDM escrow accounts, transit passes, preferential parking for car-poolers, and other measures. 5.3. Review all major new developments in light of the potential for ridesharing including bus accessibility, preferential parking for carpools/vanpools, and mixed-use development. 5.4. Support preferential treatments for transit and high occupancy vehicles on streets and highways. 5.5. Include transit planning in the construction or upgrading of streets and highways. 6. Encourage and support attractive and reliable high-performance transit service and connections. 6.1. Increase transit options for Edina residents, focusing on connecting the underserved western segment of Edina with the eastern segment. 6.2. Provide transit service to connect nodes and commercial hubs. 7. Develop and manage parking provision to encourage joint and shared use of facilities, ride-sharing (car pools and van pools), and bicycle parking. 7.1. Encourage and develop preferred locations in surface and structured parking for electric vehicles (personal and shared) and car pool/van pool vehicles. 7.2. Provide or require covered and secure bicycle parking (including e-bicycles) in all parking structures. 7.3. Continuously evaluate the need for, and design of, parking facilities (e.g. effects of autonomous vehicles and future conversion of parking structures to inhabited buildings) and revise regulations as necessary. 8. Invest in infrastructure to support the continued growth in low- to zero-emission technology and support regional and statewide efforts to educate and adopt electric vehicles. 8.1. Continue to install chargers at City facilities where use can benefit residents, City fleet, and partners. 8.2. Ensure that the methodology to determine electric vehicle charging locations considers both public and private facilities with an inclusive and equitable lens. 8.3. Provide residents and businesses the opportunity to learn the benefits of zero emission vehicles through outreach, education and events. 8.4. Advocate for electric vehicle charging programs and incentives with the state, utilities, and car manufacturers. Edina Comprehensive Plan Transportation Chapter Draft 09-30-19 5-58 9. Provide for efficient movement of goods within Edina, while minimizing the impacts of freight traffic on other trips and reducing negative impacts on land uses on freight corridors. 9.1. Through the use of technology, minimize congestion on neighborhood streets and ensure the safety while balancing delivery service requirements. 9.2. Serve major truck users and intermodal facilities with good minor arterial access to the metropolitan highway system. 9.3. Investigate and implement solutions to minimize the impact of delivery of goods by drone in residential areas. 10. Engage, seek input from and educate all segments of the community regarding transportation-related issues and projects impacting the City. 10.1. Develop and implement methodology for consistent education of motorist, pedestrian and cyclist safety as indicated in the Pedestrian and Bicycle Master Plan. 10.2. Seek inclusive, equitable and meaningful public participation throughout the community in all transportation studies and projects conducted by the City. 11. Identify new and continuing sources for transportation infrastructure funding by seeking to partner where feasible with federal, state, county and adjacent community sources. 11.1. Pursue and support regional or multi-community funding sources for improvements that provide regional or multi-community benefit. 11.2. Support research efforts into more efficient and cost-effective management, maintenance and replacement of street surfaces. 11.3. Support governmental jurisdiction over roadways that reflect the role of the roadway in the overall transportation system. 11.4. Encourage the legislature to continue a dedicated source for funding for efficient mass transit. 11.5. Encourage the legislature to provide stable, long-term roadway funding for capital, operating/traffic management, and maintenance. 11.6. Develop and support legislation permitting a transportation utility. 12. Design roadway facilities according to their intended service function and neighborhood context. 12.1. Upgrade existing roadways when warranted by demonstrated volume, safety or functional needs, taking into consideration environmental limitations. 12.2. Design/enhance residential street systems to discourage through traffic and to be compatible with lower speed bicycling and walking. This includes consideration of traffic calming measures on local streets, local connectors and, in some cases, collector streets. 12.3. Use adequate transitions and buffers including, but not limited to, earth berms, walls, landscaping and distance to mitigate the undesirable impact of high volume roadways. 12.4. Consider the use of sound mitigating features for residential development adjacent to high volume roadways, and make property owners and land developers responsible for noise attenuation at new developments near high volume roadways. 12.5. Encourage beautification of local roadways, where appropriate, with amenities such as boulevard trees, decorative street lighting, and monuments. Edina Comprehensive Plan Transportation Chapter Draft 09-30-19 5-59 12.6. Monitor and address transportation requirements associated with demographic trends, such as an aging population. 13. Provide and maintain adequate access to and from, and safety on, local and regional roadways. 13.1. Provide logical street networks to connect residential areas to the regional highway system and local activity centers. 13.2. Adequately control access points to the regional roadway system (including minor arterials) in terms of driveway openings and side street intersections. 13.3. Provide access to the local street system (including collector, local connector and local streets) in a manner that balances the need to safely and efficiently operate the street system with the need for access to land. 13.4. Separate, to the extent possible, conflicting uses on the roadway system in order to minimize safety problems. Give special attention to pedestrian and bicycle routes. 13.5. Review and update regional and local functional street classification and coordinate with adjacent cities and Hennepin County. Review and recommend traffic calming policies and consider traffic calming implementation where requested by residents using the Living Streets Plan as the primary guide. 13.6. Review and monitor citywide traffic volumes, congestion, existing traffic calming devices and measures, accident history, vehicle violation history, speed limits and enforcement. 13.7. Educate public on vehicle operations including public relations campaigns that focus on individual responsibilities to each other rather than individual rights only. 13.8. When requested by the Edina Transportation Commission and/or the Planning Commission, review land use that may impact traffic implementations. Continue to monitor adjacent community redevelopment and other activity that potentially impacts the City of Edina. 13.9. Evaluate and implement measures required for school safety. 14. Manage, maintain and operate roadways to maximize wherever possible the safety and mobility of all users and all modes. 14.1. Cooperate with other agencies having jurisdiction over streets and highways in Edina to assure implementation of Living Streets elements, good roadway conditions and operating efficiency. 14.2. Continue the implementation of the I-494 frontage road system through ongoing coordination with MnDOT, Hennepin County, and the cities of Richfield and Bloomington. 14.3. Maintain roads by repairing weather-related and other damage. Continue current on-going pavement improvement plan. 14.4. Use economic and environmentally sound management techniques for snow and ice removal. 14.5. Replace substandard bridges and bridges that present safety or traffic problems. 14.6. Track developments regarding the most current transportation systems and technologies, evaluate and implement as warranted. Edina Comprehensive Plan Transportation Chapter Draft 09-30-19 5-60 14.7. Support state legislation to decrease statutory urban speed limits from 30 to 25 miles per hour. Transportation Objectives Previous sections of this chapter have examined existing conditions, as well as future issues, needs, and recommendations. This section discusses the City’s transportation objectives. By adopting the overall Comprehensive Plan Update including the Transportation Chapter, the City Council will establish the guidelines by which decisions regarding transportation facilities and programs will be made in Edina. The City should periodically review the assumptions under which the plan was developed, including estimates of future development, changing financial resources, citizen and governmental input, and other factors which may arise, and update the plan as appropriate. Roadways • France Avenue – work with Hennepin County to ensure the overall operation and safety of this roadway, particularly at its interchanges with TH 62 and I-494. • Gateway redevelopment project area –with a developer to define roadway needs and ensure that the developer(s) participates appropriately in the funding of improvements. • East-west connector roadway – continue to coordinate with adjacent communities, MnDOT, and Hennepin County to discuss and advance this concept (identified on Figure 5.22) as appropriate. • Jurisdictional Classification – Hennepin County has identified two roadway segments as potential candidates to turn back to the City. The City opposes these reclassifications. The City should coordinate as needed with Hennepin County to demonstrate that turning back jurisdictional authority to the City is not appropriate for the following locations: o Vernon Avenue/Gleason Road (CSAH 158) between TH 62 and TH 100 o York/Xerxes Avenue (CSAH 31) between I-494 and 50th Street (CSAH 21) • Review and potentially implement the option of increasing TDM requirements for developers. Transit • Continue efforts to establish a park-and-ride facility at TH 100/50th Street. • Continue to evaluate the feasibility of circulator service focusing on the western portion of the City, and evaluate the existing CloverRide shuttle service in the Greater Southdale area. Bicycling and Walking • Use the Pedestrian and Bicycle Master Plan to identify ongoing bicycle projects for feasibility review and implementation as warranted. • Working in conjunction with roadway or other infrastructure improvement projects, construct sidewalks on an on-going basis consistent with the Pedestrian and Bicycle Master Plan. Funding Funding for transportation improvements and programs can be obtained from a variety of sources, as summarized below: • General Ad Valorem (Property) Taxes – Transportation projects can be funded with the general pool of municipal revenues raised through property taxes. Edina Comprehensive Plan Transportation Chapter Draft 09-30-19 5-61 • State Aid – Cities with populations of greater than 5,000 are eligible for funding assistance from the Highway User Tax Distribution Fund (funded with the state gas tax and vehicle taxes, as well as federal transportation funds through MnDOT). These funds are allocated to a network of Municipal State Aid (MSA) streets. Currently, the City of Edina receives an apportionment per year for improvements to its MSA streets, which are typically collector roadways higher in functional classification. • Federal Transportation Funds – The guidelines for direct federal funding for transportation projects are established under the Fixing America’s Surface Transportation (FAST) Act. These funds are allocated by the Metropolitan Council which serves as the Metropolitan Planning Organization for the Twin Cities metropolitan area. Roadway, transit, non-motorized, and other transportation-related projects are selected on a competitive basis based on evaluation, prioritization, and recommendation by the Metropolitan Council’s Transportation Advisory Board (TAB). The process of solicitation for project proposals and resulting allocation of federal funding to selected projects occurs every two years. The next round of solicitation for proposals will take place in 2019. • Cooperative Agreements with MnDOT and/or Hennepin County – Different levels of government can cooperate on planning, implementing, and financing transportation projects which provide benefits to all the concerned agencies. The financial terms and obligations are generally established at the front end of the projects. • Tax Increment Financing (TIF) – This is a method of funding improvements that are needed immediately by using the additional tax revenue anticipated to be generated because of the given project’s benefits in future years. The difference between current tax revenues from the targeted district and the increased future tax revenues resulting from the improvements is dedicated to retiring the municipal bonds used to finance the initial improvement(s). • Developer Contributions/Impact Fees – Under this approach, the impact of the additional traffic from a proposed development on the local roadway system is projected, using standard traffic engineering procedures. Costs associated with improving the roadway system to handle the additional traffic at an acceptable level of service are assessed to the developer. This approach generally involves some level of negotiation between the local government and the developer to work out a cost-sharing agreement that allows the development to move forward. • Assessments – Properties that benefit from a roadway scheduled for improvement may be assessed for the cost of construction. In order to assess the owner, it must be demonstrated that the value of their property will increase by at least the amount of the assessment. • Utility Franchise Fees – The City’s Pedestrian and Cyclist Safety (PACS) Fund is one example of using franchise fees for public improvements. The PACS Fund is generated from franchise fees on customers of electric and gas utilities in Edina are dedicated to the construction and maintenance of non-motorized infrastructure. In addition to these methods, the City should always consider negotiating with business and medical centers to help fund transportation improvement projects, large or small, which would have direct benefits to those centers. Two potential sources of transportation funding have been proposed and discussed for a number of years, but are not currently allowed under state law. They are: Edina Comprehensive Plan Transportation Chapter Draft 09-30-19 5-62 • Road Access Charge – All new developments would be charged based on the trip generation rates of the given development, without an estimation or documentation of specific traffic impacts or improvement requirements. It would be analogous to the Sewer Access Charge (SAC) for access to the Metropolitan Council’s sanitary sewer system. Revenues from this source could be used to build or improve collector and arterial roadways within the local jurisdiction collecting the tax. • Transportation Utility Billing – All properties within the local jurisdiction would be subject to a periodic fee, based on the number of vehicle trips generated by the type of property. The pool of funding generated in this manner would be used for community-wide transportation improvements such as preventive maintenance and road reconstruction. The periodic nature of the billing would be beneficial in terms of supporting on-going or routine roadway maintenance projects through the entire network. The City should continue to support and promote the passage of legislation at the state level which would allow these forms of dedicated local transportation revenue generation. Capital Improvement Program The City has a Capital Improvement Program that is used to guide transportation investments within the community. The process includes analyzing projects that contribute to the maintenance and improvement of the transportation network based on the policies set forth in the Comprehensive Plan. As mentioned, the prioritization of projects takes place in the City’s Capital Improvement Program and is determined by the City Council with guidance from the Living Streets Vision, Principles, and Implementation elements. The City Council updates the Capital Improvement Program biannually to reflect the changing needs of our transportation network. Edina Comprehensive Plan Park, Recreation and Open Space Chapter Draft 6-1 6. Parks, Open Space, and Natural Resources Chapter Highlights The following six points guided the development programs, goals and policies presented in this chapter of the Comprehensive Plan Update. 1. Edina has committed to a minimum of 15 percent of its land area to be used as parks and green space. (As of the most recent census, we are right at this threshold.) Future standards will need consider “hardscape” environments as represented in the Greater Southdale District Plan. 2. All Community and Special Use parks will have an updated Master Plan to guide use, growth and future development. Every Park MP will include an approach to best maintain, improve and promote its natural resources. 3. Connecting our neighborhoods via a Grand Rounds concept and in coordination with the Pedestrian and Bicycle Master Plan. 4. Be intentional on the use of benchmarking to assess progress against strategic objectives. 5. Explore alternative funding models to support future growth and accomplishment of our Mission. 6. Establish a goal to have park facilities within a maximum distance of one mile from each Edina resident Edina Parks and Recreation Department Vision and Mission The Parks and Recreation Department’s vision and mission are stated in the 2015 Parks and Recreation Strategic Plan. This policy plan document can be accessed by clicking on the hyperlink below. https://www.edinamn.gov/315/Park-System-Strategic-Plan Vision: To be recognized as having Minnesota’s premier parks, recreation and trail system that provides unrivaled opportunities to maximize Edina’s quality of life by nurturing the health and well-being of our people, our community, our environment, and our economy. Mission: We create parks, facilities, and programs to foster a healthy inclusive community. We accomplish this through creative leadership, collaborations, environmentally sustainable practices, and the responsible use of available resources. The Major Challenge Like many communities, Edina is witnessing demographic changes. Changes that occurred between 2008, when the last comprehensive plan was written, and now are only a glimpse of what is expected to occur over the next 10 years. In order to ensure that the City’s park system will continue to meet the needs of residents, the City will need to continually provide sensitive and appropriate responses to changes in social, demographic, technological, economic, political and environmental trends. The magnitude of these changes will demand flexibility in planning practices to appropriately respond to rapidly changing needs. Edina Comprehensive Plan Parks, Open Space, and Natural Resources Chapter Draft 09-30-19 6-2 Introduction The City of Edina operates one of the most well-regarded parks and recreation systems in the metropolitan Twin Cities. Edina is a fully developed first ring suburb of Minneapolis with a park system that continues to be improved with targeted additions and innovative operations. The park system, comprising the City’s physical park lands, recreation areas, and trails, along with numerous programs and collaborations with local youth sports associations, greatly contribute to a high quality of life. The Vision of the Edina Park and Recreation Department (EPRD) is “To strive for excellence in our parks, recreation and trails system to provide Edina a high quality of life by nurturing the health and well- being of our people, our community, our environment and our economy.” In fulfillment of that vision, the EPRD’s Mission Statement is “To create parks, facilities, and programs to foster a healthy and inclusive community. We accomplish this through creative leadership, collaborations, environmentally sustainable practices and the responsible use of available resources.” Inventory and Current Conditions The National Park and Recreation Association (NRPA) periodically publishes “Park and Open Space Standards and Guidelines” for municipal park and recreation agencies to assist in comprehensive planning. The NRPA suggests that the “national standards” be used only as a benchmark guideline, because each community has its own unique profile in regards to demographics, total acreage, terrain, climate and a host of other affecting factors. Nonetheless, Edina currently exceeds the national standard guideline for acres per 1,000 residents. The NRPA suggests a national standards guideline of 25 acres per 1,000 residents. This standard would include all local, county, and state-owned property within the community. There are currently no county, state or federal park lands in Edina. All 1,565 acres of park land and open space are owned and maintained by the City of Edina. The City’s 1,565 total park and open space acreage computes to 30.2 acres per 1,000 residents (based on the 2016 Census population of 51,804). Currently, the EPRD oversees 43 parks and open spaces totaling more than 1,565 acres and operates nine facilities, which include: • Edina Aquatic Center • Edina Art Center • Braemar Ice Arena and Sports Dome • Braemar Golf Courses • Braemar Golf Dome • Centennial Lakes Park • Edinborough Park • Arneson Acres Park • Edina Senior Center Figure 6.1: City of Edina Parks and Facilities Map Edina Comprehensive Plan Parks, Open Space, and Natural Resources Chapter Draft 09-30-19 6-3 Park amenities at these facilities include baseball and soft ball diamonds; football, soccer, and lacrosse fields; basketball, tennis, pickleball and bocce ball courts; outdoor skating rinks; playground equipment for young children, including an adaptive playground; a community garden; and both winter warming houses and summer picnic shelters. The Department also maintains over eight miles of scenic pathways for bicycling, walking, jogging, cross-country skiing, snowshoeing and mountain biking. Regional Parks and Trails and the 2040 Regional Parks Policy Plan As stated in the Goals and Policies and section of this chapter, it is a goal to make connections to parks and trails to ensure that Edina residents have convenient access to recreational facilities and services. These include regional park and trail facilities both outside and within the City. The 2040 Regional Parks Policy Plan adopted by the Metropolitan Council in February 2015 is the metropolitan system plan for regional recreation open space, and there are regional public parks and facilities in the Twin Cities area that serve Edina residents. For example, Three Rivers Park District owns and maintains regional parks and trails throughout suburban Hennepin County, such as the Nine Mile Creek Regional Trail in addition to seven park reserves, 12 regional parks, five special recreation features, and 15 other regional trails. The Minneapolis Park Board’s Grand Rounds trail system (including the Chain of Lakes Trail) and the Three Rivers Park District’s Cedar Lake LRT Regional Trail are regional facilities that are outside the City of Edina but can be accessed by Edina residents. These regional parks offer a variety of recreation opportunities. For example, Three Rivers Park District parks offer snowmobiling, horseback riding, boating, archery, camping, canoeing, downhill skiing, nature centers and historic farm facilities. The 2040 Regional Parks Policy Plan does not identify regional park and recreation facilities directly in the City of Edina, with the following two exceptions: Nine Mile Creek Regional Trail – Nine Mile Creek Regional Trail is a 15-mile multi-use trail that spans the Cities of Hopkins, Minnetonka, Edina, Richfield, and Bloomington. It also connects to the Lake Minnetonka LRT, Minnesota River Bluffs LRT, Cedar Lake LRT, North Cedar Lake, and Nokomis-Minnesota River Regional Trails as well as the planned Minnesota River State Trail, Dakota County Big Rivers Regional Trail, Minnesota Valley National Wildlife Refuge Bloomington Visitor Center, and Fort Snelling State Park. Much of the trail was completed and opened for use in 2017. The Edina segment of the trail was completed in spring 2018. From the west, it currently enters the City of Edina from Hopkins over the Bren Road/Londonderry Road Bridge Interchange at TH-169. From the east, it enters the City from Richfield at the cul-de-sac of Xerxes Avenue just south behind Fire Station 2. In 2020 the Park District anticipates it will construct a safer and more direct connection under TH-169 that will pass through the Nine Mile Creek watershed. Figure 6.2: Alternative Alignments for the CP Rail Regional Trail Source: Three Rivers Park District Edina Comprehensive Plan Parks, Open Space, and Natural Resources Chapter Draft 09-30-19 6-4 Canadian Pacific Rail Regional Trail (CP Rail Regional Trail) – This proposed regional trail was first identified in the 2030 Regional Parks Policy Plan (adopted in June 2005 as the Southwest Hennepin Regional Trail West). The regional trail generally follows the existing north/south, Canadian Pacific Railroad alignment in the City of Edina. Once constructed, it will link the Hyland-Bush-Anderson Park Reserve in Bloomington to the Nine Mile Creek Regional Trail in Edina. From Edina, the future trail will connect regional trails in Hopkins, St. Louis Park, Golden Valley, and Crystal. In 2019, Three Rivers Park District completed a regional trail study and master plan for the south Edina portion of the CP Rail Regional Trail. Figure 6-2, on the previous page, shows the preferred alignment through this area along Bush Lake Road, Dewey Hill Road, and Cahill Road. City Park Inventory The following are individual park locations and acreage totals. Mini-Parks - 12 Parks – 21.12 Acres A Mini park is characterized by a size of approximately 2 acres or less and is designed to serve primarily the needs of pre-school age children, although it may provide facilities designed to serve the recreation needs of other age groups. Edina’s Mini-Parks typically do not have scheduled athletic facilities. Mini parks are typically used to address limited or isolated recreational needs. Service Area - ¼ Square Mile. Table 6.1: Mini Parks Park Address Size Quadrant Birchcrest 6016 Hansen Rd. 1.61 Acres NW Browndale 4510 Browndale Ave. .82 Acre NE Chowen 5700 Chowen Ave. .93 Acre NE Grandview Square 5213 Grandview Square .60 Acre NW Kojetin 4201 W. 44th Street 2.69 Acres NE Lake Edina 4400 Parklawn Ave. 3.10 Acres SE McGuire W. 69th & McGuire Rd. 2.00 Acres SW Melody Lake Sherwood 5501 Melody Lake Dr. Sherwood Rd. & Edenmoor 4.18 Acres 1.53 Acres NW NW St. Johns W. 60th & St.Johns Ave. .94 Acre NE Tingdale W. 59th & Tingdale Ave. .67 Acre NW York Park 5448 York Ave. 2.05 Acres NE Neighborhood Parks - 12 Parks -112.85 Acres Neighborhood parks are designed to serve primarily the needs of children six to fourteen years of age. Tennis courts, softball diamonds, basketball and ice skating facilities are commonly provided in neighborhood parks. Some of Edina’s neighborhood parks have one or more scheduled athletic facilities, such as outdoor hockey rinks and/or fields for soccer, football, baseball and softball. Neighborhood parks typically range in size from approximately two acres to twenty acres. Service Area = 1 Square Mile. Edina Comprehensive Plan Parks, Open Space, and Natural Resources Chapter Draft 09-30-19 6-5 Community Playfields – 8 Parks - 253.68 Acres Community playfields typically range in size from approximately 20 to 60 acres. These parks are designed to provide facilities for diverse recreational activities for young people and adults, although a section is also typically set aside for smaller neighborhood children. All of Edina’s Community Playfields have one or more scheduled athletic facilities, such as outdoor hockey rinks and fields for soccer, football, baseball and softball. Service area - 9-16 square miles. Table 6.2: Neighborhood Parks Park Address Size Quadrant Alden 6750 Belmore Lane 5.12 Acres NW Arden 5230 Minnehaha Blvd. 17.75 Acres NE Cornelia School 7124 Cornelia Drive 10.75 Acres SE Countryside 6240 Tracy Ave. 9.01 Acres NW Fox Meadow Blake Rd. & Fox Meadow Ln. 3.84 Acres NW Heights 5520 W. 66th Street 4.00 Acres SW Normandale 6501 Warren Ave. 10.06 Acres SW Strachauer 6200 Beard Ave. 4.50 Acres NE Utley 50th & Wooddale Ave. 5.73 Acres NE Wooddale W. 50th & Wooddale Ave. 4.70 Acres NE Yorktown W. 73rd & York Ave. 3.42 Acres SE Todd Park 4429 Vandervork Ave. 33.97 Acres NW Table 6.3: Community Playfields Park Address Size Quadrant Creek Valley W. 64th & Gleason Road 10.00 Acres SW Garden 5520 Hansen Road 18.74 Acres NW Highlands 5200 Doncaster Way 44.05 Acres NW Lewis Dewey Hill & Cahill Road 21.04 Acres SW Pamela 5900 Park Place 62.00 Acres NE Van Valkenburg 4935 Lincoln Drive 41.76 Acres NW Walnut Ridge 5801 Londonderry Road 44.24 Acres NW Weber 4115 Grimes Ave. 11.85 Acres NE Edina Comprehensive Plan Parks, Open Space, and Natural Resources Chapter Draft 09-30-19 6-6 Community Parks - 4 Parks - 549.05 Acres The community park is usually a large park of more than 100 acres, or a smaller park containing special community facilities. Table 6.4: Community Parks Park Address Size Quadrant Braemar SW Corner of Edina 500.00 Acres SW Centennial Lakes 7495 France Avenue 25.00 Acres SE Kenneth Rosland 4300 West 66th Street 22.05 Acres SE Edinborough 7700 York Avenue South 2.00 Acres SE Special Purpose Parks - 7 Parks - 287.11 Acres The special purpose park provides a single or specific form of recreation. Service Area is citywide. Table 6.5: Special Purpose Parks Park Address Size Quadrant Arneson Acres 4711 West 70th Street 15.00 Acres SE Bredesen Vernon Ave. & Olinger Blvd. 206.00 Acres NW Richards 7640 Parklawn Ave. 39.65 Acres SE Southdale Gateway SE Corner of Edina 9.97 Acres SE Tupa 4918 Eden Avenue 1.00 Acre NE Williams West 50th & Browndale .34 Acre NE Grandview Square/ Senior Citizen Center 5280 Grandview Square 5.15 Acres NW Weber Woods 40th Street & France 10.0 Acres NE Summary of Parks and Natural Resource Parks - 7 Parks – 1,575.94 Acres Table 6.6: Park Summary Park Type Acres Natural Resource Areas (19 areas) 352.13 Mini-Parks (12) 21.12 Neighborhood Parks ( 12) 112.85 Community Playfields ( 8) 253.68 Community Parks (4) 549.05 Special Purpose Parks (7) 287.11 Total Parklands & Natural Resource Areas 1,575.94 Edina Comprehensive Plan Parks, Open Space, and Natural Resources Chapter Draft 09-30-19 6-7 The following are parkland acreage totals per park classification. Table 6.7: Total Acreage by Number of Park Facilities Component Character SVC Area # of Parks Total Acreage Natural Resource Areas Vary in size Varies 19 352.13 Mini-Parks Less than 2 acres ¼ sq.mi. 12 21.12 Neighborhood Parks Serve children (ages 6 to 14) 1 sq.mi. 11 78.88 Community Playfields Serve recreational needs of young people and adults 9-16 sq.mi. 9 287.65 Community Parks Large parks in excess 100 acres. Serve pre-school-adult active and passive recreational pursuits 4-16 sq.mi. 4 549.05 Special Purpose Parks Provide a special form of recreation City Wide 7 287.11 Total Parkland & Natural Resource Areas 62 1,575.94 Natural Resource Open Space Areas The NRPA defines Natural Resource Areas as lands set aside for preservation of significant natural resources, remnant landscapes, open space, and visual aesthetics/buffering. These lands consist of: • Individual sites exhibiting natural resources. • Land that is unsuitable for development but offers natural resource potential. (Examples include parcels with steep slopes, and natural vegetation, drainage-ways and ravines, surface water management areas (man-made pond areas, and utility easements). • Protected lands, such as wetlands/lowlands and shorelines along waterways, lakes, and ponds. All natural resource open space areas were inventoried and categorized as follows. The City’s quadrants were determined by the two dividing highways in Edina: TH 62 and TH 100. Table 6.8, below, presents results of the inventory. Edina Comprehensive Plan Parks, Open Space, and Natural Resources Chapter Draft 09-30-19 6-8 Table 6.8: Natural Resource Open Space Areas Northwest Quadrant Acreage Nine Mile Creek Right of Way 148.15 Lincoln Drive Floodplain 17.16 Division Street Storm Water Drainage 18.14 Moore Property (Melody Lake) 4.96 Normandale Rd. (NW Benton & Hwy 100) 2.14 Garden Park Addition 6.70 Glenbrae & Ayrshire 4.30 Krahl Hill 7.75 Pine Grove Rd. (S and E of dead-end) 4.39 Northeast Quadrant Acreage Littel & Lynn Avenue .46 W. 41st Street and Lynn Avenue 3.10 Minnehaha Creek Right of Way 22.88 Townes Road 1.00 Southwest Quadrant Acreage Nine Mile Creek Right of Way 9.75 Cahill School Backlot 11.05 NE of High School & S of Crosstown 37.29 Dewey Hill Ponds 48.00 Limerick Dr. (dead end W of RR) 3.90 Southeast Quadrant Acreage Bristol & Mavelle 1.01 Total Natural Resource Acres 352.13 Other Maintained Grass Areas Table 6.9: Maintained Grass Areas Park Type Acres Plazas, Triangles, and circles 5.00 Storm Water and Drainage Areas 60.00 Total Maintained Grass Areas 65.00 Edina Comprehensive Plan Parks, Open Space, and Natural Resources Chapter Draft 09-30-19 6-9 Trends and Challenges There are numbers of trends that should be considered in the park and recreation planning process. In this post-industrial age of rapid change, constant monitoring will be required to ensure awareness of trends that have a bearing on park programming, utilization, and sustainability. In the case of Edina, the City will need to continually provide sensitive and appropriate responses to changes in social, demographic, technological, economic, political and environmental trends. The magnitude of these changes will demand flexibility in planning practices to appropriately respond to rapidly changing needs. In 2015, the EPR completed a Strategic Plan to guide decision-making, priorities, and plans over the next 10+ years. This chapter of the 2018 Comprehensive Plan is structured around five “Key Development Areas” that were identified and discussed in the 2015 Strategic Plan. With the “Key Development Area” as a foundation, content in the Comprehensive Plan has been structured as goals, policy statements, and action items applicable to policies. Goals and Policies The Goals and Policies section is organized around five sections: 1) Parks, Open Space, and Trails; 2) Natural Resources and Sustainable Parks; 3) Recreational Facilities; 4) Recreational Programs; and 5) Finance and Management. Parks, Open Spaces and Trails Goal 1: Ensure that parks, recreational facilities, and trails are a source of community pride by providing a balance of well connected, active and passive spaces that reflect high quality design principles and maintenance standards and appreciation of the arts; that allow residents to engage in healthy activities and engage in enriching experiences. Policy 1-A: The City will devote a minimum of 15 percent of Edina’s land area to parkland and open spaces. Policy 1-B: The City will work to meet NRPA guidelines indicating a need for 15-20 miles of additional trails in Edina. Edina: A Community of Learning. Edina has a prized education system of high- quality public schools. The Parks, Open Space, and Natural Resources chapter of the Comprehensive Plan recognizes the importance of extending the benefits of education to the entire community through parks-related policies and programming and building on both obvious and not so obvious linkages between the City’s parks, public schools, Public Works projects, heritage resources, arts and culture, community health, etc. For example, the parks can be used as classrooms by the public schools to expose students (and their parents) to the importance of pollinator gardens and rain gardens. Moreover, informational kiosks can be installed in the City’s parks that explain how recreational trails and paths are constructed and how stormwater is filtered in retention ponds. Edina Comprehensive Plan Parks, Open Space, and Natural Resources Chapter Draft 09-30-19 6-10 Policy 1-C: It is the intent of the City to maintain and, when feasible, increase its current park and open space property The City, on a case by case basis, will consider the sale, swap, or disposal of park property, as deemed in the best interest of the City. Goal 2: Encourage and support active lifestyles through use of City Parks and participation in City sponsored recreational programs. Policy 2: The City will, through the EPRD, develop promotional and educational materials about the benefits of an active lifestyle and the relationship between health and parks and recreation. Goal 3: Develop plans based on research and analysis of current trends, input from community members, input from City departments and Commissions, state-of-the art approaches, and best practices to ensure: a) that parks, recreation, and trail needs are documented, b) plans are developed with broad participation from the community, and c) capital expenditures for future investments in parks and recreational facilities and services are justifiable. Policy 3-A: The City will follow recommendations outlined in the 2015 Comprehensive Parks and Recreation Strategic Plan, Vision Edina 2015 and the 2017/2018 Big Idea Workshops as one of its guides for investments in parks, recreational facilities and trails. Policy 3-B: The City will update its Parks Master Plan every ten years (or less) to guide use, growth, improvements, developments, and capital expenditures for all Community and Special Use parks, recreational facilities, and trails. Policy 3-C: The City of Edina has utilized Small Area Plans to provide long-range vision for land use and development in specific areas of the city. The ERPD and PARC will support the successful development and execution of these plans through a proactive engagement process in planning how parks and green spaces fit in these development plans. Natural Resources and Sustainable Parks Goal 1: Protect, enhance, engage, and restore our urban forests, natural areas, and water resources to sustain a healthy, diverse, and balanced natural environment for all to enjoy and understand. Wildlife will be nurtured and protected. Animal and bird populations that are considered a threat to public health or safety, or may be considered hazardous to the environment or infrastructure within Edina, will be proactively managed. Policy 1-A: The City will include a section on how to best promote, improve, or maintain our natural resources in each new Master Park Plan. Policy 1-B: The City will exhibit leadership in the area of sustainability in our park system to support the health of our parks and open spaces. Policy 1-C: The City will develop a wild life management program to reduce wild life migration away from their primary habitat. Recreation Facilities Goal 1: Provide safe, clean, and reliable facilities and program spaces that provide users the highest level of value, which supports their health and wellness, while supporting financial sustainability for the City in the future. Edina Comprehensive Plan Parks, Open Space, and Natural Resources Chapter Draft 09-30-19 6-11 Policy 1-A: The City, through EPRD, will maximize the use of enterprise facilities primarily, but not exclusively, for Edina residents. Policy 1-B: The City will manage enterprise assets as fee-based revenue generating facilities that support programs and collectively cover all expenses including capital investments, land purchases, and all operating expenses. Policy 1-C: The City will exhibit leadership in matching facility space and utilization with the future needs of our community. Recreation Programs Goal 1: Develop, provide, and manage recreation programs to support the community’s need for health and wellness, individual skill development, and community connectivity in a safe and enjoyable environment. Policy 1-A: The City will develop recreation programs that emphasize Edina as a learning community. Policy 1-B: The City will develop recreation programs that exhibit a balance of inclusion across generations, skills, economic conditions and seasons. Policy 1-C: The City will develop recreation programs will include aspects of art, culture, health, sustainability and also support unstructured recreation. Policy 1-D: The City will prioritize program development that focuses on enhancing health and activity for all ages, while providing special consideration for our youth population. Finance and Management Goal 1: Provide and encourage use of parks, trails, facilities, and programs that deliver on the community’s expectations for a safe and enjoyable experience while keeping the infrastructure of the system in a quality state. Policy 1-A: The City, through EPRD, will provide a high level of park maintenance to achieve all aspects of our EPRD vision. Policy 1-B: The City, through EPRD, will form partnerships when appropriate to provide new services or facilities to Edina residents. Policy 1-C: The City will remain open to unique ideas and opportunities to enhance financial leverage to capitalize and operate the park system. Policy 1-D: The City, through EPRD, will demonstrate its commitment to inclusion and diversity across a broad range of the Edina community. Policy 1-E: When planning and making improvements, EPRD will consider impact to the brands of both the City of Edina and its park system. Policy 1-F: EPRD will build strong connections with established neighborhood organizations to best understand and serve specific needs in those areas (nodes). Edina Comprehensive Plan Parks, Open Space, and Natural Resources Chapter Draft 09-30-19 6-12 Policy 1-G: To ensure transparency, accountability and sustainability of Edina assets, ERPD staff will work with the City Manager to renew long term business plans for the park system’s our Enterprise facilities every third year. The structure, content, and oversight of these plans will be at the sole direction of the City Council in coordination with the Edina City Manager. Policy 1-H: The EPRD will use benchmarking to assess progress against our Vision. Policy 1-I: EPRD will maintain a focus on its Comprehensive Plan by including a 2018 Comp Plan self-audit in its work plan every third year. 1995 Revised Inventory Guidance In 1995, the National Recreation and Park Association (NRPA) and the Academy of Park and Recreation Administration (APRA) revised the suggested classifications for parks, recreation areas and open spaces. The key changes were the inclusion of park-school sites, athletic fields, private park/recreation facilities, natural resource areas/preserves and greenway classifications. This new classification system states that there are essentially two types of park and recreation land: • Privately owned land that contributes to the public’s park and recreation system. • Publicly owned land. Examples of privately owned land that contribute to the public’s park and recreation system would include: • Edina Country Club • Interlachen Country Club • Church-owned properties • Southdale YMCA • The meadows in White Oaks neighborhood • Power line easements • Other miscellaneous privately owned vacant space These privately-owned spaces and facilities provide the public with valued park and recreation services and benefits. Edina Comprehensive Plan Park, Recreation and Open Space Chapter Draft 7-1 7. Water Resources Highlights • The City of Edina maintains sanitary, stormwater, and water utilities to provide essential services to residents and workers in the city. • Improvements to the utilities are done according to established standards to meet expectations for high quality service. • Concepts of one water, sustainability, and conservation guide the City in ongoing improvements to the systems. • While the utility system is largely established citywide, it needs ongoing maintenance and renewal to continue to function. • With regular maintenance and planned improvements, the water resource utilities will have adequate capacity to accommodate growth within the city through 2040, consistent with other sections of the comprehensive plan. Introduction Since its founding, the City of Edina has been in the business of creating, owning, operating, and maintaining infrastructure systems. These systems of public works ensure the health, safety, and welfare of the community and are central to modern life. The water resources chapter of the comprehensive plan describes the provision of core municipal services of clean water, sanitation, and drainage and flood protection provided by the Water Utility, Sanitary Utility, and Stormwater Utility. Stewards of public works face key business trends of aging infrastructure and preparing for growth. As infrastructure systems age, the owner’s commitment to reinvest, reimagine, and renew is tested. Edina’s position as a first ring suburb means being on the leading edge of this trend. Rapid historic development led to city infrastructure grouped into a tight age cohort, and repair is coming due. At the same time, redevelopment and infill of aging buildings and localized growth in water service demand in multiuse business nodes is planned and requires new or upsized pipes and service connections. Moving forward, there will be continued need to ensure that public and private investment are well coordinated whenever possible. To meet local and regional goals, the city’s growth should be adequately supported by water, sewer, stormwater, transportation, and other infrastructure. At the same time, by building the city’s tax base, new growth will help to pay for ongoing maintenance and rehabilitation costs for these systems – and assist in maintaining the city’s high quality of life. Central to Modern Life Before noon every day, you have likely engaged in many activities that rely on city infrastructure. Running the water to brush your teeth, taking a shower, preparing food and washing dishes, flushing the toilet, walking to school, or driving a car; each of these activities utilizes public works. The roads, water, Water Resource Utilities The City of Edina provides services through three municipal utilities: Sanitary Utility removes wastewater from residences, businesses, and institutions for treatment. Stormwater Utility maintains resources and facilities for the citywide management of stormwater. Water Utility treats and supplies drinking water to residents, businesses, and institutions. Edina Comprehensive Plan Water Resources Chapter Draft 09-30-19 7-2 sanitary and stormwater infrastructure help provide mission-critical transportation and mobility, public health, sanitation, and public safety services in the City of Edina. 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 uncommonly high quality of life enjoyed by our residents and businesses. Viewed from a historical perspective, public works are a hidden wonder, enabling local and regional travel, and the movement of goods in times and amounts unimaginable in the past. Similarly, the availability and abundance of clean water and near elimination of diseases related to poor sanitation and foul water have saved countless time, expense, and lives. Making the Invisible, Visible Public works operate over generations, continuously providing reliable service to residents and businesses. Given their high reliability, physical infrastructure can fade into the background of life, or be completely out of sight and out of mind. The mission to “maintain a sound public infrastructure” must be generational as well, as the life of public works can span hundreds of years. Every home and business in Edina is served by all or a majority of the city infrastructure. Roads, sidewalks and trails are the most visible of the infrastructure. While a resident or traveler can see and feel the bumps in the road, even roads have a hidden depth. Underlain by aggregate base material, structural soils, and drainage networks, the road is made of a system of intentionally designed parts. Bridges are another visible, but mostly forgotten infrastructure. While the decorative outer finishes occupy the imagination, concrete, beams, reinforcing bars, structural soils, and piles carry the load. Utility infrastructure is even more hidden; seen only by the occasional fire hydrant, manhole, catch basin, or valve casting, the entire body of the urban landscape pulses with a pumped network of clean water, oozes with gravity drained sewers, and stands ready with empty storm sewers waiting for the next rain. Edina Comprehensive Plan Water Resources Chapter Draft 09-30-19 7-3 Edina: A Community of Learning. Edina has a prized education system of high-quality public schools. The Water Resources chapter of the Comprehensive Plan recognizes the importance of extending the benefits of education to the entire community, recognizing that public utilities can provide opportunities to educate the community particularly about the unseen aspects of the infrastructure. Collaborating with Edina public schools and other municipal departments, Public Works could: • Develop informational signage to include at public utility sites, providing statistics on the type, capacity, and usage of underground infrastructure • Create and distribute information about the city’s public utilities, such as the illustration provided above Consistent with Edina’s value of education and lifelong learning, there may be opportunities to further reveal the hidden workings of the City’s utility systems to the public through education and outreach. This may serve both to inform the public and increase support for investment in these critical systems. Edina Comprehensive Plan Water Resources Chapter Draft 09-30-19 7-4 Asset Management and Safety While hidden from the untrained eye, public works are operated by trained professionals whose duty is the safety and well-being of the customer. Day to day activities the public may perceive include paving, concrete repairs, street sweeping, pothole filling, catch basin or manhole repair, vacuum truck sewer cleaning, camera truck inspection, light or electrical repair, and hydrant inspection and flushing. Visible or not, these ongoing maintenance interventions, applied by Public Works professionals allow the City of Edina to operate and maintain infrastructure systems with a very high reliability, meaning that over the course of a year, average per capita unplanned outages are minimal, estimated in seconds of time. Failures, when they happen often relate to flooding, clogs, and cycles of freeze and thaw. When service is interrupted, the effect on user quality of life is immediate, and so is the emergency response. In addition to emergency repair and normal maintenance and operations, staff assesses the condition of infrastructure systems. Collecting, understanding, and reacting to the changing condition of infrastructure is becoming more important, because as a system ages, its condition slowly decays. Managing aging infrastructure assets is a growing challenge that Edina has been addressing as it reimagines and renews its public works. The safety and security of Edina’s utility systems are of utmost importance to the City, and systems are monitored and maintained to ensure that risks are anticipated and addressed. Digitalization of the water utilities has opened up some cybersecurity risks, alongside the substantial benefits it provides. Edina will take necessary measures to ensure that cybersecurity risks are adequately addressed, consistent with state and national standards. Defining Asset Management Asset Management is defined in ISO55000 as “the coordinated activity of an organization to realize value from assets” and an asset as “any item, thing or entity that has potential or actual value to an organization.” Asset management is further described by best practice frameworks from organizations such as IAM, IPWEA, APWA, and AWWA. Edina Comprehensive Plan Water Resources Chapter Draft 09-30-19 7-5 Reimagine and Renew The link between physical infrastructure and the core services of transportation and mobility, public health, sanitation, and public safety often comes into the most focus when a project is defined, and decision makers, users and technical professionals engage in conversations and draw up plans that reimagine, renew and improve upon the systems that support the services we all enjoy. Integrating the maintenance of the old with vision for the new, Edina practices an integrated project scope decision-making process that partners with customers and other stakeholders. These conversations are guided in this comprehensive plan with an eye toward the future, building the community’s vision: 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 our future. Whether considering a small area with planned growth, or customer expectation for reliability, it is clear the expectations for infrastructure-derived service continue to grow. Reacting to this change in expectations, project teams engage project and policy stakeholders to provide specific input, resulting in finished works that more closely match the vision. Examples of project-specific input include stakeholder engagement around reconstruction of municipal state-aid roadways or neighborhood streets. Examples of policy input include testing ideas about bike and pedestrian facilities, sustainable infrastructure, climate change and adaptation, and living streets at the energy or transportation advisory boards. One Water The Water Research Foundation states “One Water is an integrated planning and implementation approach to managing finite water resources for long-term resilience and reliability, meeting both community and ecosystem needs.” The One Water approach recognizes the benefits of removing barriers traditionally separating how water, wastewater, stormwater, and water reuse are managed. This approach increases system efficiencies and supports environmental sustainability. Edina Comprehensive Plan Water Resources Chapter Draft 09-30-19 7-6 Trends and Challenges Climate Change and Resilience – While climate change is a global challenge, there are local implications regarding impacts and policy. The key changes in weather patterns that the Minnesota Department of Natural Resources (MN DNR) Climatologist is predicting include warmer winters with more freezes and thaws, more extreme precipitation, strong storms and winds, and high summer humidity. This will affect the health and safety of people and property in Edina, and impact the City’s approach to managing water resources and infrastructure. Equity – Increased diversity in Edina’s population has highlighted the need to ensure that equity is taken into account when providing all City services. This includes ensuring that all residents have accessible and equitable access to services and facilities. Edina’s Race and Equity Initiative is developing a series of initiatives related to this goal, to be implemented across multiple city departments. Community Health – A commitment to the provision of safe, clean drinking water and proper sanitation are foundational elements of a public health, dating back generations to early public health reforms. Today a “health in all policies” approach goes beyond that, providing a comprehensive look at how all public systems impact human health and community livability. In the case of water resources, this may include looking at how stormwater management facilities can provide additional health benefits beyond the basic system function. Conservation and Sustainability – Water conservation has been a long-standing component of an environmentally sustainable strategy for the community. The newer focus on One Water (defined in the box above) provides additional tools for more efficiently and sustainably managing water resources. While water conservation remains a goal, reduced water use may eventually trigger the need to alternatives sources of revenue for the Water Utility, which bills customers based on usage. Circular Economy – The concept of a circular economy is an alternative to a traditional linear economy, where resources are used once and discarded. The difference is that it seeks to keep resources in use for as long as possible, extracting the maximum value while in use and recovering materials at the end of service life. Related to this are the concepts of open-loop and closed-loop systems: the former results in resources eventually being discarded, while the latter results in them being reused indefinitely. Conclusion Public works directly affect the quality of life, health, and safety of the public. They are central to modern life, but are sometimes hidden from view. The water resources chapter of the Comprehensive Plan goes into detail about the purpose, current and future condition, and demand, goals, policies, and implementation framework for each water-related utility and invites the public to take part in the renewal and reimagination of public works. Edina Comprehensive Plan Water Resources Chapter Draft 09-30-19 7-7 Sanitary Sewer Introduction This section of the water resources chapter focuses on the Sanitary Utility. The introduction discusses the purpose of the utility, describes technical service levels and related customer service expectations. A high-level overview describes the people, equipment, and infrastructure used to provide the service, and the asset management statement puts programs and infrastructure into a generational context of lifecycle service delivery. The current and future conditions section provides an overview of existing conditions, demand, and more detail on the parts that make up the public utility and how it relates private systems, organizations, and partners and the overall water industry. The goals and policies section describes the governance structure, policies, and relationships and sets goals to guide the utility in the next 10 years. The implementation section describes the framework for implementation using principles of lifecycle management of assets and management of capacity and risk. The reference section links to plans and studies that provide the body of understanding at the foundation of the utility and useful tools from the water industry. Purpose of Plan: The purpose of this section is to guide the Sanitary Utility by defining the service, detailing goals and policies, and framing the resources and methods of implementation used to provide for the citywide removal of wastewater. The plan: • Defines service levels and relation to citywide policy goals such conservation, resilience, procurement, and others. • Provides a framework for the procurement and maintenance of services while managing risk, and supporting growth. • Summarizes demand and demand growth with ongoing development and potential redevelopment within the city and describes how land use impacts the sanitary sewer infrastructure in the city. • Describes how the provision of service is provided and how it relates and coordinates with regional services such as the trunk sewer system operated by Metropolitan Council Environmental Services (MCES). • The scope of this plan is the local collection system. The regional collection and treatment system is owned by the MCES and funded by fees based on percent of system flow. Because of the interrelation of local and regional systems, the Comprehensive Plan is a tool to make sure local and regional systems are aligned. This plan has been prepared in accordance with the current requirements of the Metropolitan Land Planning Act and the content of the sewer element included in the Local Planning Handbook including data and descriptions specifically required in the city’s system statement. Service Levels The core service of the Sanitary Utility is the removal of domestic, commercial, and industrial wastewaters to promote sanitary conditions and public health. The service is provided citywide with minimal risk of interruption. Customer Service In the 2017 Quality of Life Survey, Edina residents rated sewer service as 31% Excellent, 57% Good, 11% Fair, and 14% Poor. The percent positive ranked as 37th among 298 comparable communities by survey firm Decision Resources. While this is a satisfactory rating, there may be opportunities to increase the overall rating through improved customer service or facility upgrades. Edina Comprehensive Plan Water Resources Chapter Draft 09-30-19 7-8 Key customer interactions include billing, hook up and shut off, clogs and failures, flooding or other backflow events, utility improvement projects, neighborhood street reconstruction projects, and education and engagement events. The utility serves residential and businesses customers based on metered domestic flow with rates described and updated annually in City Code 2-724, with specialized strength requirements on some industrial users billed by MCES. The service is reliable with service interruption or risk of backflow typically experienced only sporadically based on clogs, damaged lines, construction activity, or significant flooding events. Staff manages the utility to reduce risk. The provision of this service uses natural resources such as materials, energy, and water. Conservation is promoted in combination with the drinking Water Utility and through the repair of leaks and points of inflow, and sustainability is promoted through compliance with citywide procurement policy and the inclining block rate fee structure. Technical Service Requirements The sanitary sewer system is managed to provide reliable removal of sanitary wastewater with minimal risk to residents and businesses. The sanitary sewer treatment practice is highly regulated on the treatment side, and governed by standards of practice and plumbing code on the collection side. Several technical studies have reviewed demand and capacity for specific areas of development and summarized capacity utilization and capacity needs based on planned growth. Utilization and needs are discussed in more detail in demand section below. The collection system is managed to improve resilience and reduce or prevent waste and risk caused by leaks, backflow, inflow, and infiltration. Means of Provision of Service Sanitary sewer service is provided primarily using a local system of conveyance pipes, lift stations, and control infrastructure managed by the City of Edina Engineering and Public Works departments and a regional conveyance and treatment system managed by public partners at MCES. The system of infrastructure is described in greater detail in the public utility section below. Programmatic activities undertaken by supporting staff are described in the implementation section below. Local Sanitary Sewer System The local system is owned and operated by the City of Edina and consists of trunk and lateral sewer lines that collect and carry sewage from private service lines to the City’s sanitary network, and eventually to MCES interceptors. Private service lines are owned by households, business, and industry. Generally, the City’s sanitary sewer system flows in an east to southeasterly direction out of the city via three metered connections to MCES interceptors. Additional flow leaves the city via six other unmetered minor trunk lines and five small laterals. These pipes flow to surrounding cities and eventually to other MCES interceptors. There are no MCES interceptors flowing through the city. Edina’s sewer system is fully developed. The infrastructure that makes up the local sanitary system is described in more detail in public system section below. Regional Sewers Regional sewers are owned and operated by MCES. These local and regional systems must interact smoothly to ensure safe and reliable service now and throughout the planning period. Asset Management Statement Sanitary sewer utility infrastructure assets and relating programs are managed to anticipate and react to the impact of growth, identify and manage risk, assess condition and take a lifecycle approach to the Edina Comprehensive Plan Water Resources Chapter Draft 09-30-19 7-9 operation, maintenance and replacement of system components, and monitor system performance. These management activities are conducted to provide a valuable public service by continually improving our operation and infrastructure to meet the level of service expected by the public and defined by technical service requirements, while minimizing cost and risk. Current and Future Conditions This section of the plan will describe system conditions, system demand, support systems and resources, and relations to private customers and public partners. Public Utility The public sanitary sewer system collects wastewater citywide from private service pipes and conveys them to MCES sewer interceptors using a system of pipes and pumps with regular manhole access locations. Assets The local sanitary sewer system is owned and operated by the City of Edina. Regional sewers are owned and operated by the Metropolitan Council Environmental Services (MCES). The local system is made up of 194.2 miles of gravity main, 5014 manholes, 4.5 miles of pressure main, and 23 lift stations. The majority of the sewage flows easterly and leaves the city along its eastern border via interceptors that are shown on Figure 7.1. A small amount of sewage flows to the north into St. Louis Park through four smaller pipes that carry no more than one block each. Finally, there is a small section of commercial and industrial land along the southern border of the city that flows south into Bloomington via interceptor 3-BN-499. The majority of the system was constructed in the 1940’s and 50’s, with some development occurring in the west half of the city during the 1960’s and 70’s. In the 1990’s, one of the last large tracts of land was developed creating the Centennial Lakes neighborhood. The Edina sanitary sewer system currently serves almost all properties within the city. The only exceptions to this are areas served by nearby communities and several remaining locations that are served by Individual Sewage Treatment Systems and regulated by Hennepin County. The City’s sewer system has been divided into five main sewer districts which are shown on Figure 7.2. Four of the districts are associated with MCES interceptors based on the meter and interceptor to which they flow. The fifth is a catch-all group in the northern part of the city that includes all of the small areas that do not flow to one of the other four interceptors. The system is further divided into subdistricts based on lift station service. Each area that is tributary to a given lift station has been color- coded. Lift station subdistricts are depicted on Figure 7.3 by a system of colors. Edina Comprehensive Plan Water Resources Chapter Draft 09-30-19 7-10 Figure 7.1: Sanitary Sewer Map Edina Comprehensive Plan Water Resources Chapter Draft 09-30-19 7-11 Figure 7.2: Major Sewer Shed and Outlets Edina Comprehensive Plan Water Resources Chapter Draft 09-30-19 7-12 Figure 7.3: Lift Station Sewersheds and Outlets Edina Comprehensive Plan Water Resources Chapter Draft 09-30-19 7-13 Organization and Partners: Internal departments tasked with management of the Sanitary Utility are the Engineering and Public Works Departments. These two functional departments employ engineers, operators, technicians, and administrative staff to run the utility. These functional departments are supported by the Finance Department, Utility Billing division, Administration and Human Resource Departments. Utility connections and acquisition of developer-installed new infrastructure are supported by the Planning and Building divisions of the Community Development and Fire Departments. Key external partners in the provision of sewer services include the electric power utility, MCES, engineering professional service providers, utility general contractors, state regulators, and nongovernmental water industry associations. MCES provides regional conveyance and treatment for all city wastewater, and their pass-through costs make up a majority of a customer’s sanitary sewer bill. All effluents exiting the City are carried through MCES interceptors to the Metro Wastewater Treatment Plant, except those from south-central Edina that flow via an MCES interceptor through the City of Bloomington to the Seneca Wastewater Treatment Plant. The MCES interceptors that carry Edina wastewater are identified as Interceptor Nos. 1MN-343, 1-MN-344, 1MN-345, 1RF-490, 1RF-491, and are depicted on Figure 7.1, Sanitary Sewer Map. The MCES monitors flow rates at the border of the city in three of the main interceptors in special meter stations that it uses to determine the City’s wastewater fees. Most of Edina’s sewage flows through metered connections to these interceptors. The metered interceptors include 1-RF-491, which is served by MCES meter M129; 1-RF-490, which is served by meter M128; and 1-MN-345, which is served by meter M127. The remainder of the city’s sewage flows through interceptors 1-MN-344, 1- MN-343, and 1-MN-342. Tools, Equipment, Facilities The Engineering and Public Works Departments rely on tools, equipment, and facilities procured and maintained by the Facilities and Fleet support divisions of Public Works and the Communications and Technical Services Department. System models are maintained by partner engineering professional service providers. Demand Wastewater is created through a variety of water uses, from flushing, cleaning, cooking, washing, the creation of industrial products, and other business practices. Sewer demand is related to water use and constituents of the wastewater. Demand varies with the intensity and type of land use and how the water is used. For the local conveyance system, volume and rate flow are primary concerns, and for the regional conveyance and treatment system both volume and strength, or difficulty to treat to clean water standards are notable concerns. Inflow and Infiltration Inflow and infiltration (I&I) is clean water that enters the sewer system through cracks, leaks, or other openings. Most inflow comes from stormwater and most infiltration comes from groundwater. I&I may cause of sanitary sewer overflows and backups, and contribute to increased wastewater treatment costs and rates. The City of Edina is required by the Metropolitan Council to develop and implement a strategy to reduce I&I in its sanitary sewer system. Edina Comprehensive Plan Water Resources Chapter Draft 09-30-19 7-14 Existing Demand Annual historic sanitary flows decreased between 1980 and 2015, as can be seen in Table 7.1. The decrease is a result of a number of factors, including the City’s efforts to reduce inflow and infiltration and increased water conservation efforts as low-flow plumbing fixtures become more prevalent. Table 7.1: Historic Sanitary System Flows Year Population Flow (million gallons/year) 1979-80 46,073 2,664 1990 46,984 2,727 1994 46,841 2,508 1995 46,845 2,559 1996 47,029 2,208 1997 47,128 2,336 1998 47,227 2,150 1999 47,326 2,187 2000 47,425 2,046 2001 47,583 2,162 2002 47,740 2,238 2003 47,898 2,157 2004 48,055 2,129 2005 48,213 2,138 2006 48,370 2,133 Edina Comprehensive Plan Water Resources Chapter Draft 09-30-19 7-15 Table 7.2 represents the sanitary flow metered by MCES for the majority of the City as metered by MCES meters M127, M128 and M129. Table 7.2: Metropolitan Sewer Interceptors, Capacities and Flows Year M127 Annual Total (MG) M128 Annual Total (MG) M129 Annual Total (MG) 1997 692 0 1,644 1998 579 0 1,571 1999 565 0 1,622 2000 532 0 1,514 2001 593 0 1,570 2002 576 0 1,661 2003 533 135 1,489 2004 524 129 1,476 2005 510 136 1,492 2006 473 130 1,530 2007 486 126 1,541 2008 468 125 1,532 2009 437 133 1,450 2010 455 130 1,456 2011 492 133 1,518 2012 407 116 1,382 2013 451 132 1,425 2014 533 136 1,459 2015 463 130 1,377 2016 497 128 1,424 2017 495 128 1,405 2018 470 129 1,387 Edina Comprehensive Plan Water Resources Chapter Draft 09-30-19 7-16 Future Demand Future demand growth focuses around areas of potential growth. Current system evaluations conducted by Barr Engineering include: Southeast Edina Sanitary Sewer Preliminary Engineering (April 2017), Grandview Analysis (January 2018), and the Edina South Sanitary Sewer Capacity Evaluation (August 2018). Evaluation was conducted as part of an AUAR process for Pentagon Park by WSB and Associates (2008, updates in 2013, 2018). Links to each document are available in the appendix to this chapter. Private System Every home and business service connection to the Sanitary Utility is owned by a private property owner. While widely dispersed, the system of service connections and the internal private plumbing of customers affects the outcomes of the Sanitary Utility. Private system connection and good working order are regulated, permitted, and enforced directly through the Building Department and state and local partners. State and Local Partners Regulation of connections, operator certification and training, planning for growth, plumbing code and plumbing licensing, and environmental standards and regulation all affect the outcomes of the Sanitary Utility and involve the Minnesota Department of Health, Minnesota Pollution Control Agency, Department of Labor and Industry, MCES, and others. The City of Edina takes an active role in policy and regulation advocacy directly and through partner professional associations. Service Line Warranty Program Edina’s Service Line Warranty Program offers water, sewer, and in- home plumbing insurance to utility customers. It is currently provided through a private insurance company. The City Council endorsed this program on November 1, 2016. It is recommended as an option to help residents whose water and sewer lines aren’t covered by their homeowners insurance. The program is entirely optional, but may help people avoid expensive repair costs in the event of a break or failure. Edina Comprehensive Plan Water Resources Chapter Draft 09-30-19 7-17 Goals and Policies This chapter describes how the Sanitary Utility supports the mission and vision of the City of Edina, the governance of the utility, key local policy and regulation, and ten-year strategic goals. Service Level Statement The Sanitary Sewer Utility will provide safe, reliable, and efficient removal of wastewater for residents and customers in the City of Edina, while eliminating risk of inflow, infiltration, and backflow to protect the health, safety, and welfare of our citizens now and into the future. Role and Responsibility of Council and Management The City Council is the policy body for the utility and is responsible to set the strategic and policy direction of the utility. The City Council is responsible and accountable to the customers of the utility and appoints and evaluates the chief executive. The City Council sets the budget and capital improvement direction of the utility, defines policy and code that define service and risk, levies fees, issues bonds, accepts or disposes of real estate, approves contracts with service providers, and hears appeals on enforcement matters. The City Manager is the chief executive of the three water utilities. The chief executive is ultimately responsible for the function of the utility and delegates areas of responsibility to various City Departments. Divisions of responsibility are shared and split among City Departments. Utility management for the Sanitary Utility is jointly practiced with the Water and Stormwater Utilities with close coordination of local transportation system management. Policy and Regulation A variety of policies and ordinances apply to the sanitary utility. Policies: The following policies support the function of the utility. • Monitor sewage flow at principal metering points to insure capacity of the system. • Monitor function and condition of the local system through both televising lines and electronic utility data collection. • Eliminate points of inflow and infiltration to the system on public property, and require elimination of inflow and infiltration on private property. • Maintain operating efficiency and minimize sewage blockages through routing maintenance. • Reduce potential for inflow and infiltration in private systems during plan and permit review. • Review all sanitary sewer mains and services prior to reconstructing any roadway. • Enforce standards and inspections for private sewer line connections to the public sanitary sewer system. • Repair pipes immediately upon detection of a failure or critical defect. • Continue to eliminate private on-site sewage systems (only several remaining). • Identify all future sanitary sewer facility improvements in the Capital Improvement Plan. • Maintain and enforce the following ordinances and new ones adopted that deal with the sanitary system. • To the extent possible, engineers should differentiate between renewal/replacement and new/upgrade in project reports. Edina Comprehensive Plan Water Resources Chapter Draft 09-30-19 7-18 Ordinances: The following ordinances govern public and private utility service, connections and related infrastructure, land use, and other topics related to the utility. • Chapter 10: Building and Building Regulation o Article 9: Regulating plumbing and installation of water conditioning equipment o Article 10 Requiring connection to sanitary and water systems and regulating discharge into the sanitary sewer system • Chapter 24: Public right of way and easement • Chapter 28: Utilities • Chapter 36: Zoning o Article 3 Site Plan Review o Article 12, Supplementary District Regulations 10 Year Strategic Goals The following goals areas represent areas of strategic importance to the utility. • Goal Area 1: Aging infrastructure and management of assets over generations • Goal Area 2: Conservation and sustainability, one water • Goal Area 3: Preparing for areas of growth • Goal Area 4: Risk, health, equity, and engagement Implementation This section addresses specific projects and day-to-day tasks that City staff undertake to implement the business of the utility and serve the customer. Some tasks have been ongoing for many years and simply represent the high quality of service that the City has always provided to its population, while others are new initiatives that are the City’s response to recent development. Lifecycle Asset Management Sanitary sewer service is provided primarily with infrastructure. The following section describes the coordinated activities that the City of Edina undertakes to provide value to the customer. These coordinated activities seek to balance service, cost and risk over the generational lifecycle of infrastructure. Operations Operations are actions that sustain, modify, alter, or regain system function and provide service or manage risk. System operation is conducted primarily by the trained and certified utility operators from the Public Works Department. Typical operations consist of a variety of activities such as flow monitoring, pumping, routine inspection, routine care of high touch system components, CCTV inspection of pipes, root cutting, jetting and vactoring of debris, backup failure analysis, and other activities. Much of the system operation is automated by a system of computerized controls, sensors, level monitors, flow monitors, and other devices. Emergency operations: The three highest risk Lift Stations (in terms of potential back up flooding) are equipped with onsite generators that automatically engage upon Xcel failure. All other Lift Stations are equipped with quick connect plugins for portable generators that can be rotated between sites as Edina Comprehensive Plan Water Resources Chapter Draft 09-30-19 7-19 necessary. Two combination Jet/Vac trucks can also be utilized to empty wet wells and reestablish detention time if needed. Two large capacity portable pumps could also be utilized for bypass pumping as well. The following programs support operation and maintenance decisions: • Jet-cleaning program for all lateral collection piping. Each pipe is cleaned on a four-to-five year revolving schedule. The main trunk sewers are not included in the cleaning program since they receive regular scouring velocities from normally occurring peak flows and the flushing from cleaning in the laterals. • Televising trunk lines and laterals for operation and condition assessment. Each pipe is televised on a 12-year revolving schedule to help determine areas in need of cleaning and improvements. Maintenance Maintenance is any action that repairs or retains the physical infrastructure assets to meet projected service levels. System maintenance is conducted primarily by the trained and certified utility operators from the Public Works Department. Typical maintenance consists of replacement of worn manhole lids, grouting of manhole rings, spot repair of leaks, spot repair of pipes, refurbishment or replacement of pumps, refurbishment or replacement of electrical control components, replacement of other worn or damaged system components, and other minor maintenance. Renewal and Replacement Renewal and replacement are major repair or replacement of assets at or near the end of their service life. This activity is conducted by the engineers, technicians, and inspectors in the Engineering Department or by consulting engineers, and typically occurs in parallel with the City’s neighborhood street reconstruction program and municipal state aid reconstruction program, or are completed as standalone utility projects. Replacement and renewal projects are bundled by age cohort of road and utility infrastructure. System components are inspected and conditions assessed to inform project replacement and repair interventions. Engineers produce project reports and recommend project scope to the City Council. Projects are bundled and bid for reconstruction and contracts are considered by the City Council. Bundling of projects is favorable to goals of efficiency and customer service by generating efficiency of scale and timing needed renewal around the disruptions caused by a single project. Renewal and replacement decisions assume the infrastructure service remains the same or is replaced with current industry standard materials and components. Typically, projects mix scope between renewal and replacement, and new and upgraded service. “Flushable” Wipes While biodegradable, disposable wipes do not break down the same way as toilet paper does. As as result, they tend to clog residential and municipal sewer pipes. This can overburden the system, and cause increased repair and maintenance costs. This in turn can increase utility rates, as well as potential repair costs for homeowners. Even though these wipes are marketed as flushable, it is recommended that residents do not flush them down the toilet. Edina Comprehensive Plan Water Resources Chapter Draft 09-30-19 7-20 New and Upgraded Assets New and upgraded assets are either entirely new areas or levels of service, or major improvements to the marginal level of service provided by infrastructure. This activity is generally conducted by engineers, technicians, and inspectors in the Engineering Department, or by engineers employed by private developers as part of land use, community development, or economic development projects. Other Programs Programs and activities managed by partner organizations and various city departments affect outcomes of the utility. The following is a noncomprehensive summary of related programs and activities. Demand Management / Source Control • The conservation rate tiers in City ordinance are key conservation and demand management practices for the utility. • State and national plumbing code are key conservation and demand management tools that are reducing per capita flow. • The MPCA dental amalgam separator program is a key source control for mercury. • The City effort to reduce infiltration and inflow is a demand control, and is described in greater detail in the risk management section below. Assurance, Condition Assessment, System Monitoring, Modeling Many business practices and their associated systems that are otherwise classified as operations also provide assurance of system function: • SCADA controls and monitoring • Periodic inspection and operation • System planning and design The sanitary sewer system is modeled on an occasional basis and that model is occasionally recalibrated with flow monitoring data. The model is used to review flow trends and test scenarios of system changes due to growth and other notable modifications to system function. Risk Management, Resilience The following programs or business practices manage risk associated with the utility: • City emergency response command • Gopher State One Call Utility / locates • Right of Way management • Connection permits • Fats/Oils/Grease (FOG) source controls • Private connection program as part of reconstruction • Parking garage inspections • City risk management, and League of Minnesota Cities insurance trust • City conservation and sustainability programs • The system of backup power for key pump stations, and mobile power reserve • Flood control works and activities in the city Stormwater Utility • Two additional programs are described in greater detail due to their significance:infiltration and inflow program and sump disconnection inspections. Infiltration and Inflow (I&I) Program A key risk management approach for the sanitary utility is the identification, reduction, or elimination of infiltration and inflow. The following is a summary of past infiltration and inflow reduction efforts: Edina Comprehensive Plan Water Resources Chapter Draft 09-30-19 7-21 • Donohue 1983, CH2M 1992, TKDA Sewer Evaluation 1997, Barr Engineering flow modeling and metering 2006, 2012, Bolton and Menk Trunk Sewer Infiltration Study 2013 • Post 1997 study I&I projects: o All buildings within the City were inspected for potential clear water connection. Buildings with sump pump systems were inspected for clear water connections. o A 325,000 gallon peak flow storage tank was installed in the sewer shed tributary to interceptor 1-MN-345. • 2012, 14, 17 MCES I&I reduction grant projects The following strategies are used to reduce I&I risk: • Replacement of vented manhole covers with solid water tight covers. • Removal of surface drainage cross connections. • Repair of manhole frames that have separated from rings in concrete street sections. • Replacement or lining of dilapidated brick manholes with new precast manholes. • Installation of chimney seal systems on manholes that have evidence of inflow characteristics. • Complete relining or replacement of sewers constructed in low areas subject to frequent inundation, such as along creeks and wetlands. Private Connections and Sump Cross Connection One of the main sources of inflow continues to come from private connections. One of those sources is the connection of lower levels of parking ramps to the sanitary sewer. Though upper levels of ramps are connected to the storm sewer, lower levels are connected to the sanitary sewer. When runoff events exceed the capacity of the upper level collection systems, it often simply flows to the next level down where it runs directly into the sanitary sewer. Similarly, if flood waters enter lower levels of the ramp, they can inflow directly into the sanitary system. Edina is working with private developers to prevent this from occurring on future proposed ramps and, in some cases, to correct existing ramps where this is known to be a problem. Another key component to inflow and infiltration is related to private services. Metropolitan Council Environmental Services estimates that as much as 70% of all I&I comes from private sources. As already noted, the City has completed a successful sump pump program. However, in addition to the sump pumps, many of the private sanitary sewer service laterals are old and susceptible to I&I. Education, Outreach, and Engagement The understanding, support, consent, and participation of customers and stakeholders are key to building the brand of the utility and city, and affect customer goodwill and outcomes. The following programs and activities support the education, outreach, and engagement goals of the City and the operation of the utility. • Customer service interactions • Utility billing • Communications and Technology Service Department maintained tools and platforms • City outreach and engagement practices • Public Works Week proclamation and biennial public works open house • Occasional infrastructure tours Organizational Improvement The following review includes potential actions for each strategic goal area identified in the goal and policy section above. Edina Comprehensive Plan Water Resources Chapter Draft 09-30-19 7-22 • Goal Area 1: Aging infrastructure and management of assets over generations o Review and implement best practices to promote financial awareness across departments. o Improve financial asset register and physical asset register so they are complete and consistent with each other and useful for uncovering trends and for strategic planning. o Improve information management systems and staff procedures to build awareness of customer and technical service issues. o Track and classify key customer service requests and complaints. o Track number and duration of planned and unplanned service interruptions and reliability trends. o Build organizational tools to identify and track age, condition, and function of system. o Use results of condition assessments to inform replacement and renewal decisions. o Improve organizational line-of-sight by developing processes that build consensus on service and risk that are informed by data from all levels of the organization. o Improve project selection procedures that involve staff from diverse functions between departments. • Goal Area 2: Conservation and sustainability, one water o Identify demonstration project that utilizes thermal resource in trunk sanitary sewer main and develop design and business case. o Quantify utility energy use and associated environmental impact and consider renewable energy or credit purchase to offset. o Review metering, SCADA, and billing system requirements jointly with water utility for opportunities relating to asset management and conservation business goals when major system replacements are considered. • Goal Area 3: Preparing for areas of growth o Complete York trunk extension. o Complete Fairview trunk extension and LS4 flow bypass. o Plan for Parklawn area lift and force extension coordinate easement acquisition when development opportunities allow. o Plan for Grandview area sanitary extension as development requires capacity. o Consider Pentagon Park utility transition from Bloomington to Edina sewer operations to align with ownership in coordination with water system review. o Continue to collaboratively review MCES interceptor capacity with Bloomington and Metropolitan Council to assess capacity issues downstream from L55. • Goal Area 4: Risk, health, equity and engagement o Comprehensively assess risk jointly with stormwater utility using an international risk framework. o Consider range of options for enforcing or promoting private sewer inspection and repair. o Review and modify after-action and failure reporting processes to promote cross functional organization learning. o Support citywide framework and criteria for purchasing, health, and race and equity in all business practices. o Support citywide framework for engagement and public participation. Edina Comprehensive Plan Water Resources Chapter Draft 09-30-19 7-23 References and Appendices Grandview System Analysis (2018 Barr) Southeast Edina Capacity and Preliminary Engineering (2017 Barr) Edina South Sanitary Sewer Capacity Evaluation (2018 Barr) Pentagon AUAR (2018 Update) Edina Comprehensive Plan Water Resources Chapter Draft 09-30-19 7-24 Stormwater Utility Introduction This section of the water resources chapter focuses on the Stormwater Utility. The introduction discusses the purpose of the utility, and describes technical service levels and related customer service expectations. A high-level overview of means describes the people, equipment, and infrastructure used to provide the service, and the asset management statement puts programs and infrastructure into a generational context of lifecycle service delivery. The current and future conditions section provides an overview of existing conditions, demand, and more detail on the parts that make up the public utility and how it relates to private systems, organizations and partners and the overall water industry. The goals and policies section describes the governance structure, policies, and relationships and sets goals to guide the utility in the next 10 years. The implementation section describes the framework for implementation using principles of lifecycle management of assets and management of capacity and risk. The reference section links to plans and studies that provide the body of understanding at the foundation of the utility and useful tools from the water industry. Purpose of Plan The purpose of this section is to guide the Stormwater Utility by defining the service, detailing goals and policies, and framing the resources and methods of implementation used to provide for the citywide management of stormwater. The plan: • Defines service levels and relationship to citywide policy goals such conservation, resilience, protection, procurement, and others. • Provides a framework for the procurement and maintenance of services while managing risk and supporting development. • Summarizes demand and demand shifts with ongoing development and potential redevelopment within the city and describes how land use impacts the stormsewer infrastructure in the city. • Recognizes the interconnected nature of surface water and groundwater, promoting management strategies that protect and improve lakes, ponds, streams, and wetlands, as well as the City’s drinking water source through the Wellhead Protection Plan (WHPP). • Describes how service is provided and how it relates and coordinates within the watershed framework. The relationship of flood and clean water services to the regional creeks, lakes, and rivers, and how programs and services coordinate and overlap with those of the Nine Mile Creek Watershed District and the Minnehaha Creek Watershed District. • The scope of this plan is the local drainage network, the local conveyance and treatment system that makes up the Municipal Separate Storm Sewer System (MS4), and the local system of natural water bodies such as wetlands, streams, and lakes that connect and drain to Nine Mile Creek, Minnehaha Creek, and downstream lakes and ponds like Bde Maka Ska or Adams Hill Pond. This plan is informed by the City of Edina Comprehensive Water Resources Management Plan (CWRMP) and that plan is incorporated by reference. Edina Comprehensive Plan Water Resources Chapter Draft 09-30-19 7-25 History of the CWRMP In 2003-2004, the City developed the Comprehensive Water Resource Management Plan to address current and future stormwater issues, especially those related to future development and redevelopment. The plan addressed stormwater runoff management and flood control, water quality management, and wetlands protection through establishment of stormwater planning policies and recommendations. This plan was developed to assist the City of Edina in defining and implementing a comprehensive and environmentally sound system of surface water management. The plan was updated in 2008 as part of the last comprehensive plan, and again in 2011 to conform to changes in the policies of the Minnehaha Creek Watershed District and the Nine Mile Creek Watershed District plans. To inform this update of the comprehensive plan, the CWRMP was again reviewed, updated, and adopted in 2018. Service Levels The core services of the Stormwater Utility are drainage and management of runoff and flood risk, clean surface waters, and protection of natural waterbodies and wetlands. The purpose and interactions among the service levels is described in greater detail in CWRMP section 3. The services are improving citywide with some risk of disruption, and are increasingly better understood using hydraulic and hydrologic models and risk management principles. Customer In the 2017 Quality of Life Survey, Edina residents rated storm drainage as 27% Excellent, 53% Good, 16% Fair and 4% Poor. The percent positive ranked as 26th among 328 comparable communities by survey firm Decision Resources. Residents rated street cleaning as 24% Excellent, 56% Good,16% Fair and 5% Poor. The percent positive ranked as 43rd among 300 comparable communities with a statistically significant disparity in service geographically where 95% in the southwest quadrant and 71% in the northwest quadrant rated the service as excellent or good. While this is a satisfactory rating, there may be opportunities to increase the overall rating through improved customer service or facility upgrades. Key customer interactions include customer service requests and permit interactions around residential redevelopment and the lakes and ponds program, flooding and failures, utility improvement projects, neighborhood street reconstruction projects, and education and engagement events. The utility serves residential and businesses customers citywide with billing based on customer class / land use flow equivalences, with the rate of billing updated annually in City Code 2-724. Customers also pay for services provided by local watershed districts in their property tax. The provision of this service uses natural resources such as materials and energy. Conservation is promoted in combination with the educational mission of local watershed districts, through customer engagement broadly, and in the lakes and ponds program specifically. Sustainability is promoted through interrelated planning and project implementation with transportation services as part of the Living Streets Plan, the creation of green infrastructure directly and through permitting, and compliance with citywide procurement policy. Technical The stormwater system, natural waterbodies, and land use activities are managed to provide the three core services while reducing risk to residents and businesses. Portions of the stormwater infrastructure are regulated through the MS4 and by the watershed districts, while programs and activities are regulated depending on their impact to specific types of waters at a state and federal level. Because Edina Comprehensive Plan Water Resources Chapter Draft 09-30-19 7-26 regulation and expectations have changed in a relatively recent time compared to the age of the infrastructure, there are significant service deficits and some overlapping or conflicting regulations. The CWRMP has reviewed service demand trends and levels of achievement in greater detail. Typical redevelopment improves service as areas of land go from minimal infrastructure and treatment to modern systems. Means of Provision of Service Stormwater services are provided using a combination of infrastructure, programs, and land use regulation directly and in coordination with local and state partners. Local systems are managed by the City of Edina Engineering and Public Works departments and the two main creeks are managed by public partners at the watershed districts. Some services relating to flood risk are managed jointly with the Sanitary Utility and some services relating to clean water and pollution prevention and managed jointly with the Water Utility through the Wellhead Protection Plan. Asset Management Statement Stormwater Utility infrastructure assets and related programs are managed to: understand and react to service level deficits, identify and manage risk, assess condition and take a lifecycle approach to the operation, maintenance and replacement of system components, and monitor system performance. These management activities are conducted to provide a valuable public service by continually improving our operation and infrastructure to improve the level of service experienced by the public and defined by technical service requirements, while minimizing cost and risk. Current and Future Conditions The City of Edina and its residents value the surface water resources within the city, which include two creek systems, a number of lakes and ponds, and numerous wetlands (see Figure 7.4). In addition to being a major component of the City’s flood protection and surface water treatment system, these resources supply aesthetic and recreational benefits and provide wildlife habitat and refuge. The northeast corner of the city drains to Minnehaha Creek, which enters the city limits northwest of West 44th Street and T.H.100 and flows in a southeasterly direction through the city, exiting near West 54th Street and York Avenue. The southwest corner of the city drains to the South Fork of Nine Mile Creek, which meanders through the Braemar Golf Course and then exits the city limits toward Bloomington at West 78th Street. The remainder of the city drains to the North Fork of Nine Mile Creek, which enters the Edina city limits in the northwest corner of the city north of the intersection of T.H. 169 and Londonderry Road and flows in a southeasterly direction through the city, exiting to Bloomington near the intersection of T.H. 100 and Interstate 494. The City of Edina encompasses portions of two watershed districts: the Nine Mile Creek Watershed District and the Minnehaha Creek Watershed District (see Figure 8.2.1). Watershed districts are local units of government that specifically address the management and protection of water resources based on hydrologic boundaries instead of political boundaries. Each District is governed by a Board of Managers, comprised of citizens appointed by the boards of the counties with land in the watershed district. The districts are charged by State statute “to conserve the natural resources of the state by land use planning, flood control, and other conservation practices using sound scientific principles for the protection of the public health and welfare and provident use of the natural resource.” Because these watershed districts are granted authority to regulate, conserve, and control the use of water resources within the district, the City is required to comply with the specific stormwater and water resource related requirements of each District. Edina Comprehensive Plan Water Resources Chapter Draft 09-30-19 7-27 Figure 7.4: Surface Water Resources Edina Comprehensive Plan Water Resources Chapter Draft 09-30-19 7-28 The City of Edina places a high importance on providing quality stormwater management service to its residents. Since the City of Edina has been a developing community throughout much of the past century, the age and condition of the existing stormwater infrastructure is quite variable. Additionally, Public Utility The stormwater system is public stormwater system collects, treats, drains, retains and/or detains water from public facilities, public transportation infrastructure, private properties, and outflow from private stormwater systems citywide. The systems also convey outflows from natural water bodies and routes them to downstream waterbodies. Assets The local stormwater system is owned and operated by the City of Edina, and portions of the system are interconnected into systems owned by Hennepin County or neighboring cities. The system is made up of 127 miles of gravity main ranging from 12-84” in diameter, 6800 manholes, 900 outlets, 38 miles of small diameter sump drain, 11 stormwater lift stations, one half mile of stormwater force main, 150 ponds and wetlands, and numerous sediment traps. The majority of the system was constructed in the 1940’s through 60’s, with significant additions and extensions occurring after that period. Much of the treatment infrastructure was added later and much is privately owned with maintenance declarations in favor of local watershed districts. The system is extensively mapped and modeled in the referenced CWRMP. Organization and partners Internal departments tasked with management of the Stormwater Utility are the Engineering and Public Works Departments. These two functional departments employ engineers, operators, natural resource and engineering technicians, and administrative staff to run the utility. These functional departments are supported by the Finance Department, Utility Billing division, Administration, and Human Resource Departments. Land use permitting and acquisition of developer-installed new infrastructure are supported by the Planning and Building divisions of the Community Development and Fire Departments. Key external partners in the provision of stormwater services include the Nine Mile and Minnehaha Creek Watershed Districts, engineering and natural resources professional service providers, utility and natural resources contractors, state regulators, and nongovernmental water industry associations. Lake association customer groups also make requests for service. Tools, Equipment, Facilities The Engineering and Public Works Departments rely on tools, equipment, and facilities procured and maintained by the Facilities and Fleet support divisions of Public Works and the Communications and Technical Services Department. System models are maintained by partner engineering professional service providers. Demand The city and watershed districts have implemented conventional stormwater quality treatment requirements since the late-1980s, typically in the form of stormwater detention ponds and underground storage and infiltration chambers. Regional detention ponds, while generally encouraged by the City for their efficiency of scale, have been hard to organize, due to the developed nature of the area. Stormwater detention ponds are effective for removal of sediment and phosphorus from stormwater runoff. Edina Comprehensive Plan Water Resources Chapter Draft 09-30-19 7-29 In recent years, stormwater quality treatment trends have shifted to incorporate volume reduction of stormwater runoff, in addition to the removal of sediment and phosphorus. This movement comes in response to both the desire of citizens and local governments to embrace the challenge of protecting our urban surface water resources and changes in regulation. Stormwater volume reduction can be accomplished by reducing the fraction of impervious surface on a site and/or installing infrastructure to increase rainfall abstraction processes such as infiltration, evaporation, water storage, and vegetation management. Future Drivers Existing demand and trends that drive changes in demand are discussed below for flood and clean water service areas. Storm Drainage and Flood Protection: Key drivers adding demand for drainage and flood risk are cyclical wet periods, increasing rainfall peaks and frequencies due to climate change, and increasing urbanization leading to changing land uses that add hardscape and change soils and grades. Clean Surface Waters: Key drivers adding demand for surface water including changing expectation and regulation. The federal Clean Water Act (CWA) requires states to adopt water quality standards to protect the nation’s waters. Water quality standards designate beneficial uses for each waterbody and establish criteria that must be met within the waterbody to maintain the water quality necessary to support its designated use(s). Section 303(d) of the CWA requires each state to identify and establish priority rankings for waters that do not meet the existing water quality standards. The list of impaired waters is updated by the State every two years. For impaired waterbodies, the CWA requires the development of a total maximum daily load (TMDL), which establishes the pollutant loading capacity within a waterbody and develops an allocation scheme amongst the pollutant contributors, which include point sources, non-point sources and natural background pollutants. Private Systems Nearly every home and business drains to Stormwater Utility or has a service connection from a private system to the utility. While widely disbursed, the system drains, overland flow paths, catch basins, and service connections connect the land use of the private customers directly to the utility and affects the outcomes of the Stormwater Utility. The land use of private property, certain high impact or polluting activities, private system connection, and other activities are regulated, permitted, and enforced directly through the Community Development, Building, and Engineering Departments and by state and local partners. State and Local Partners Regulation of connections, construction, grading, work within waters, operator certification and training, planning for growth, plumbing code and plumbing licensing, and environmental standards and regulation all affect the outcomes of the Stormwater Utility and involve the Minnesota Department of Health, Minnesota Pollution Control Agency, Department of Labor and Industry, Department of Natural Resources, Watershed Districts, and others. The City of Edina takes an active role in policy and regulation advocacy directly and through partner professional associations and nonprofit groups. Edina Comprehensive Plan Water Resources Chapter Draft 09-30-19 7-30 Goals and Policies The City’s Comprehensive Water Resource Management Plan addresses storm water runoff management and flood control, water quality management, and wetlands protection through establishment of water resource management goals, policies, and design standards. The City’s plan is required to conform with the existing watershed district plans and is modified through major and minor amendments as needed. Service Level Statement The Stormwater Utility will provide drainage of surface waters, management of rainfall runoff and flood risk, reduction of water pollution, treatment of stormwaters, and protection of natural water bodies and wetlands to provide outcomes supportive of local, state and national surface water goals and policies. The purpose and interactions among the service levels is described in greater detail in the CWRMP. Role and Responsibility of Council and Management The City Council is the policy body for the utility and is responsible to set the strategic and policy direction of the utility. The City Council is responsible and accountable to the residents and customers of the utility and appoints and evaluates the chief executive. The City Council sets the budget and capital improvement direction of the utility, defines policy and code that define service and risk, levies fees, issues bonds, accepts or disposes of real estate, approves contracts with service providers, and hears appeals on enforcement matters. The City Manager is the chief executive of the three water utilities. The chief executive is ultimately responsible for the function of the utility and delegates areas of responsibility to various City Departments. Divisions of responsibility are shared and split among City Departments. Utility management for the Stormwater Utility is jointly practiced with the Water and Stormwater Utilities with close coordination of local transportation system management. Policy and Regulation Policies of the Stormwater Utility are defined in greater detail in the referenced CWRMP. The following ordinances govern public and private utility service, connections and related infrastructure, land use, and other topics related to the utility. • Chapter 10: Building and Building Regulation o Article 2: Landscape, Screening and Erosion Control o Article 4: Demolition o Article 7: Littering in the Course of Construction Work o Article 17: Land Disturbing Activities • Chapter 23: Nuisances and Noise • Chapter 24: Public Right of Way and Easement • Chapter 28: Utilities • Chapter 30: Vegetation • Chapter 32: Subdivision • Chapter 36 Zoning o Article 3: Site Plan Review o Article 5: Conditional Use Permits o Article 8: Districts o Article 10: Floodplain Districts o Article 12: Supplementary District Regulations Edina Comprehensive Plan Water Resources Chapter Draft 09-30-19 7-31 A brief summary of the management goals in the City of Edina Comprehensive Water Resource Management Plan is provided below. Additional information on the policies and design standards can be found in the latest version of the City’s plan. 10 Year Strategic Goals The following goals represent areas of strategic importance to the utility. • Goal Area 1: Prioritization of service levels and rates of attainment. • Goal Area 2: Conservation and sustainability, one water • Goal Area 3: Aging infrastructure and management of assets over generations: • Goal Area 4: Risk, health, and equity Implementation This section addresses specific projects and day-to-day tasks that City staff undertake to implement the business of the utility and serve the customer. Some tasks have been ongoing for many years and simply represent the high quality of service that the City has always provided to its population, while others are new initiatives that are the City’s response to recent development. Lifecycle Asset Management Stormwater service is provided using extensive infrastructure. The following section describes the coordinated activities that the City of Edina undertakes to provide value to the customer. These coordinated activities seek to balance service, cost, and risk over the generational lifecycle of infrastructure. Operations Operations are actions that sustain, modify, alter, or regain system function and provide service or manage risk. System operation is conducted primarily by the trained and certified utility operators from the Public Works Department and natural resource technicians in the Parks Maintenance division. Typical operations consist of a variety of activities such as routine inspection, routine care of high touch system components, CCTV inspection of trouble pipes, jetting and vactoring of debris, care of vegetation, failure analysis, and other activities. Emergency operations: The 5-year rotating inspection program supports operation and maintenance decisions. Maintenance Maintenance is any action that repairs or retains the physical infrastructure assets to meet projected service levels. System maintenance is conducted primary by the Grey and Green Infrastructure Stormwater is more than just pipes and ponds. It’s also plants! Gray infrastructure – including sewer pipes, reservoirs, and treatment plants – plays a central role in collecting, conveying, and treating wastewater and stormwater prior to discharge. Green infrastructure – including vegetation, open space, and natural landscapes – complement and make grey infrastructure more cost- efficient. Green stormwater infrastructure replicates natural hydrologic processes, reducing runoff by absorbing and filtering stormwater. Green infrastructure may also serve as a community amenity and recreational area. Edina Comprehensive Plan Water Resources Chapter Draft 09-30-19 7-32 trained and certified utility operators from the Public Works Department and natural resource technicians in the Parks Maintenance division. Typical maintenance consists of replacement of worn manhole lids, grouting of manhole rings, spot repair of pipe, refurbishment or replacement of pumps, refurbishment or replacement of electrical control components, replacement of other worn or damaged system components, replacement of plant material, and other minor maintenance. Renewal and Replacement Renewal and replacement are major repair or replacement of assets at or near the end of their service life. This activity is conducted by the engineers, technicians, and inspectors in the Engineering Department or by consulting engineers, and typically occurs in parallel with the City’s parks development projects, neighborhood street reconstruction program, municipal state aid reconstruction program, or are completed as standalone utility projects. Replacement and renewal projects are bundled by age cohort of road and utility infrastructure or are added to the scope of new infrastructure projects. System components are inspected and conditions assessed to inform project replacement and repair interventions. Engineers produce project reports and recommend project scope to the City Councils. Projects are bundled and bid for reconstruction and contracts are considered by the City Council. Bundling of projects is favorable to goals of efficiency and customer service by generating efficiency of scale and timing needed renewal around the disruptions caused by a single project. Renewal and replacement decisions assume the infrastructure service remains the same or is replaced with current industry standard materials and components. Typically, projects mix scope between renewal and replacement, and new and upgraded service. New and Upgraded Public or Private Assets New and upgraded assets are either entirely new areas or levels of service, or major improvements to the marginal level of service provided by infrastructure. This activity is generally conducted by engineers, technicians, and inspectors in the Engineering Department, or by engineers employed by private developers as part of land use, community development, or economic development projects. Other Programs Programs and activities managed in partner organizations and various City departments affect outcomes of the utility. The following is a noncomprehensive summary of related programs and activities. Pollution Source and Hydrologic Control • Pollution prevention activities associated with the MS4 permit, street sweeping program, and the Water Utility’s Wellhead Protection Plan. • Land use regulation in the zoning code and limitations on building hard cover. • Land use permitting at the City and Watershed levels. • Grading and erosion control requirements at State, Watershed, and local levels. • Stormwater requirements at State, Watershed, and local levels. • Implementation of the Living Streets Plan. Assurance, Condition Assessment, System Monitoring, Modeling Many business practices and their associated system that are otherwise classified as operations also provide assurance of system function: Edina Comprehensive Plan Water Resources Chapter Draft 09-30-19 7-33 • SCADA controls and monitoring • Periodic inspection and maintenance • System planning and design The stormwater sewer system is modeled on an occasional basis and that model is occasionally recalibrated with flow monitoring data. The model is coordinated in the Nine Mile Creek Watershed with the District overall creek model. The model is used to review flood risk and test scenarios of system changes due to growth, system retrofit as part of improvement proposals, or other notable modifications to system function. Risk Management, Resilience The following programs or business practices manage risk and liability the storm utility faces: • City emergency response command • Gopher State One Call Utility / locates • Right of Way management • Grading and land use permits • Parking garage inspections • City risk management, and League of Minnesota Cities insurance trust • City conservation and sustainability programs • Flood control works and activities • FEMA National Flood Insurance Program • Stormwater regulation at State, Watershed, and local levels. Education, Outreach and Engagement The understanding, support, consent, and participation of customers and stakeholders is key to building the brand of the utility and city, and affects customer goodwill and outcomes. The following programs and activities support the education, outreach, and engagement goals of the City and the operation of the utility. • Civic engagement, public participation, and communication • Customer service interactions • Utility billing • Communications and Technology Service Department maintained tools and platforms • Community outreach and engagement practices • Public Works Week proclamation and biennial public works open house • Occasional infrastructure tours Organizational Improvement The following review includes potential actions for each strategic goal area identified in the goal and policy section above. • Goal Area 1: Prioritization of service levels and rates of attainment. o Complete flood protection strategy to demonstrate range of practices and levels of attainment in focus area of Morningside Neighborhood. o Complete clean water strategy to demonstrate range of practices and levels of attainment in focus area of Lake Cornelia watershed. o Use results of each strategy to inform changes to codes and standards, and review internal processes for project selection. • Goal Area 2: Conservation and sustainability, one water. Edina Comprehensive Plan Water Resources Chapter Draft 09-30-19 7-34 o Identify demonstration project that reuses stormwater or surface waters for irrigation at Braemar Golf Course jointly with Water Utility. o Quantify utility energy use and associated environmental impact and consider renewable energy or credit purchase to offset. o Promote ecosystem services, such as native vegetation, that support clean water. • Goal Area 3: Aging infrastructure and management of assets over generations. o Review and implement best practices to promote financial awareness across departments. o Improve financial asset register and physical asset register so they are complete and consistent with each other and useful for uncovering trends and for strategic planning. o Improve information management systems and staff procedures to build awareness of customer and technical service issues. o Track and classify key customer service requests and complaints. o Build organization tools to identify and track age, condition, and function of system. o Use results of condition assessments to inform replacement and renewal decisions. o Improve organizational line-of-sight by developing processes that build consensus on service and risk that are informed by data from all levels of the organization. o Improve project selection procedures that involve staff from diverse functions between departments. • Goal Area 4: Risk, health, equity, and engagement. o Comprehensively assess risk jointly with sanitary utility and water utility using an international risk framework. o Review and modify after-action and failure reporting processes to promote cross functional organization learning. o Support citywide framework and criteria for purchasing, health, and race and equity in all business practices. o Support citywide framework for engagement and public participation. References and Appendices CWRMP Nine Mile Plan Minnehaha Plan MS4 Permit and Stormwater Pollution Prevention Program Wellhead Protection Plan Edina Comprehensive Plan Water Resources Chapter Draft 09-30-19 7-35 Drinking Water Utility Introduction This section of the water resources chapter focuses on the Water Utility. The introduction discusses the purpose of the utility, describes technical service levels and related customer service expectations. A high-level overview of means describes the people, equipment, and infrastructure used to provide the service, and the asset management statement puts programs and infrastructure into a generational context of lifecycle service delivery. The current and future conditions section the water system’s current operating conditions will be established along with historical water use trends from the last 10 years. Future water use trends will be projected to the year 2040, and potential infrastructure challenges that may arise will be identified. More detail on the parts that make up the public utility and how it relates private systems, organizations, and partners and the overall water industry are also included in this section. The goals and policies section describes the governance structure, policies, and relationships and sets goals to guide the utility in the next 10 years. The implementation section describes the framework for implementation using principles of lifecycle management of assets and management of capacity and risk. The reference section links to plans and studies that provide the body of understanding at the foundation of the utility and useful tools from the water industry. Purpose of Plan The purpose of this section is to guide the water utility by defining the service, detailing goals and policies, and framing the resources and methods of implementation used to provide for the citywide distribution of water. The plan: • Defines service levels and relation to citywide policy goals such conservation, resilience, procurement, and others. • Provides a framework for the procurement and maintenance of services while managing risk and supporting growth. • Summarizes demand and demand growth with ongoing development and potential redevelopment within the city and describes how land use impacts the water utility infrastructure in the city. Service Levels The core services of the water utility are: the delivery of safe and healthy waters to promote public health, the delivery of water for commercial and industrial uses, and the availability of water for fire suppression. These services are provided citywide with minimal risk of interruption. A secondary service of the water utility is the delivery of water for irrigation and other nonessential uses. Water Utility Facts The City of Edina’s existing water system consists of 5 storage facilities, 18 active groundwater wells, 4 water treatment plants, and a pipe distribution system. Historical data shows that the average day water demand has been decreasing. Projections indicate additional storage will be required to meet future water use demands. The City is considering water system improvements including an additional water treatment plant, changes to Dublin Street Reservoir operation and storage capacity, and water main upgrades and replacements. Demand increases by xx% during the summer to accommodate outdoor use. Edina Comprehensive Plan Water Resources Chapter Draft 09-30-19 7-36 Customer Service In the 2017 Quality of Life Survey Edina residents rated drinking water as 28% Excellent, 41% Good, 18% Fair and 1% Poor. Drinking water received lowest marks for hardness and taste and highest marks for reliability and appearance. The percent positive ranked as 176th among 300 comparable communities by survey firm Decision Resources. While this is a satisfactory rating, there may be opportunities to increase the overall rating through improved customer service or facility upgrades. Key customer interactions include billing, hook up and shut off, water main breaks or service line freezing events, utility improvement projects, planned and unplanned outages, neighborhood street reconstruction projects, and education and engagement events. The utility serves residential and businesses customers based on metered domestic flow with rates described and updated annually in City Code 2-724, with specific irrigation meters for residential and industrial customer classes. The service is highly reliable with service interruption or risk interruption typically experienced only sporadically based on deep frost, construction activity, main breaks, or significant power outage or drought. Staff manages the utility to reduce risk. Technical Service Requirements The water utility is managed to provide highly reliable service, and clean and safe water to residents and businesses. Water treatment and distribution practices are regulated and governed by state law, standards of practice, and plumbing code. Recent technical studies reviewing demand, capacity, water source protection, and water quality include: • Wellhead Protection Plan (Sourcewater Solutions 2011 and 2013) – This plan focuses on improving the sustainability of the City’s water supply. It identifies the vulnerability of the water supply, and potential contaminants that could impact the water quality. The plan also includes actions to reduce the likelihood of contamination and alternate water sources in the event of an emergency. • Water System Master Plan (SEH 2018) – This plan details the historical water use data, projects future water use trends, and identifies potential areas for system improvements. A computer model of the City’s water distribution system was created to aid in determining existing operating conditions and plan for future developments under different system conditions. • Water Treatment Plant 5 Preliminary Engineering Report (AE2S 2017) Means of Provision of Service Water service is provided primarily using a system of local wells, treatment plants, pumps, distribution main, service lines, control and metering infrastructure. The system is managed by the City of Edina Engineering and Public Works Departments. The system of infrastructure is described in greater detail in the public utility section below. Programmatic activities such as water system monitoring, disinfection, and wellhead protection are described in the implementation section below. Asset Management Statement Water utility infrastructure assets and relating programs are managed to: anticipate and react to the impact of growth, identify and manage risk, assess condition and take a lifecycle approach to the operation, maintenance and replacement of system components, and monitor water quality and system performance. These management activities are conducted to provide a valuable public service by continually improving our operations and infrastructure to meet the level of service expected by the public and defined by technical service requirements, while minimizing cost and risk. Edina Comprehensive Plan Water Resources Chapter Draft 09-30-19 7-37 Current and Future Conditions The City’s public water system provides water to the majority of Edina’s residential and commercial areas. Within the city, a few residential and commercial areas are served by other public water suppliers due to their proximity to surrounding cities. The cities that service areas within Edina are Bloomington, Eden Prairie, Minneapolis and St Louis Park. Surrounding cities also provide Edina with interconnections that can be utilized in emergency situations where an alternate water supply is needed. Public Utility The public water system pumps, treats, filters, stores, meters, and delivers waters to private service connections citywide. Water for fire suppression is stored and made available at public and private fire hydrant connections located citywide. The sections below details rates of flow in gallons per minute (GPM), million gallons of storage (MG), millions of gallons of water per day (MGD), and describes average day (AD) and maximum day (MD) demands. Some system constraints and improvement options are discussed and more detail can be found in goals and policies section, and the Water System Master Plan (SEH 2018). Assets Assets are used to supply, treat, store, distribute, connect to, and meter water. The existing water system is made up of 220 miles of pressure main ranging from 4-16” diameter, nearly 5000 service valves, 2000 hydrants, 13800 metered service connections, 4 tower storage facilities, 1 ground reservoir, 18 groundwater wells, and 4 water treatment plants. Table 7.3 shows the 4 elevated storage tanks and 1 groundwater storage tank utilized in the City’s distribution system. The 4 elevated storage tanks have a combined storage capacity and usable storage capacity of 3.0 MG. The Dublin Reservoir is limited to a 2,000 GPM output by the pumps over a 24 hour time period. Therefore, the reservoir only has a usable storage of 2.88 MG even though the storage capacity is 4.0 MG. The City has a total usable storage capacity of 5.88 MG. Edina Comprehensive Plan Water Resources Chapter Draft 09-30-19 7-38 Table 7.3: Storage Facility Name Location Year Constructed Type Storage Capacity (MG) Usable Storage Capacity (MG) Dublin Reservoir 700 Dublin Road 1960 Ground 4.0 2.88 Gleason Road Tank 6001 Gleason Road 1970 Elevated 1.0 1.0 Community Center Tank 5901 Ruth Drive 1955 Elevated 0.5 0.5 Van Valkenburg Tank 4949 Malibu Drive 1989 Elevated 1.0 1.0 Southdale Tank 6853 France Avenue S. 1956 Elevated 0.5 0.5 Total 7.0 5.88 Eighteen wells are utilized to supply groundwater to the City as shown in Table 7.4. Water pumped from each well receives fluoride for public health and wellness purposes, chlorine for disinfection, and polyphosphates to prevent pipe corrosion. Many of the wells supply water to the water treatment plants for additional treatment. However, a few wells provide water directly to the distribution system. Well #14 is no longer used as a water supply. However, it is used as an irrigation well at Braemar Golf Course. Edina Comprehensive Plan Water Resources Chapter Draft 09-30-19 7-39 Table 7.4: Existing Supply Wells Well Name Status Additional Treatment Supply Capacity (GPM) Supply Capacity (MGD) Well #1 Offline - - - Well #2 Active WTP #6 750 1.1 Well #3 Active None 900 1.3 Well #4 Active WTP #2 900 1.3 Well #5 Active Proposed WTP #5 950 1.4 Well #6 Active WTP #2 900 1.3 Well #7 Active WTP #6 900 1.3 Well #8 Active None 600 0.9 Well #9 Active WTP #6 900 1.3 Well #10 Active WTP #3 1,000 1.4 Well #11 Active WTP #3 1,000 1.4 Well #12 Active WTP #4 900 1.3 Well #13 Active WTP #4 1,000 1.4 Well #14 Irrigation Only None - 0.0 Well #15 Active WTP #6 750 1.1 Well #16 Active None 1,000 1.4 Well #17 Active WTP #2 850 1.2 Well #18 Active Proposed WTP #5 950 1.4 Well #19 Active None 950 1.4 Well #20 Active None 950 1.4 Total Supply Capacity 16,150 23.3 Firm Supply Capacity (Two largest Wells Offline) 14,150 20.4 Edina Comprehensive Plan Water Resources Chapter Draft 09-30-19 7-40 The City currently has 4 water treatment plants that provide additional treatment before sending the water into the distribution system as shown in Table 7.5. All 4 plants utilize a pressure filter for iron and manganese removal. The majority of the water distribution and storage systems were constructed in the 1950’s through 70’s, with treatment system being added and expanded later. Wells were added as demand grew, and all well systems have been through multiple lifecycles as pumps are replaced on a more frequent basis, and wells are redeveloped as their flow decays. Organization and Partners Internal departments tasked with management of the water utility are the Engineering and Public Works Departments. These two functional departments employ engineers, operators, technicians, and administrative staff to run the utility. These functional departments are supported by the Finance Department, Utility Billing division, and Administration and Human Resource Departments. Utility connections and acquisition of developer-installed new infrastructure are supported by the Planning and Building divisions of the Community Development and Fire Departments. Key external partners in the provision on water services include the electric power utility, local water utilities for emergency interconnect and for areas of service in the city but not provided by the utility, engineering professional service providers, utility general contractors, the Met Council, the Minnesota Department of Health, state regulators, and nongovernmental water industry associations. Tools, Equipment, Facilities The Engineering and Public Works Departments rely on tools, equipment, and facilities procured and maintained by the Facilities and Fleet support divisions of public works and the Communications and Technical Services Department. Demand Water demand is viewed in a variety of time steps, and each affects system requirements. For example: In several seconds a water main may be required to flow to provide water for fire suppression, in Table 7.5: Existing Water Treatment Plants Water Treatment Plant Name Receives Water From Treatment Method Treatment Type Treatment Capacity (GPM) WTP #2 Well #4, Well #6, and Well #17 Pressure Filter Iron and Manganese Removal 3,000 WTP #3 Well #10, and Well #11 Pressure Filter Iron and Manganese Removal 2,000 WTP #4 Well #12, and Well #13 Pressure Filter Iron and Manganese Removal 2,000 WTP #6 Well #2, Well # 7, Well #9 and Well #15 Pressure Filter Iron and Manganese Removal, Air Stripping for VOC removal 3,850 Edina Comprehensive Plan Water Resources Chapter Draft 09-30-19 7-41 several minutes a tower or well may provide water to match a peak hour’s ramping system demand, for periods of hours wells may run and storage systems empty or fill to meet demand during a peak summer drought over the course of days or months an aquifer pressure may lower or rise due to intense summer demands, low winter demands, rainfall and infiltration, and finally over years or decades an aquifer may rise and fall based on regional trends in water use and aquifer recharge. Existing Demand Table 7.6: Existing Demands Year AD Demand (MGD) MD Demand (MGD) MD Peaking Factor 2008 7.36 16.29 2.21 2009 7.60 18.75 2.47 2010 6.79 13.13 1.93 2011 6.91 14.12 2.04 2012 7.59 17.08 2.25 2013 6.65 15.78 2.37 2014 6.49 15.45 2.38 2015 6.31 12.70 2.01 2016 6.03 12.99 2.15 2017 5.95 12.5 2.1 Average 6.8 14.9 2.20 Table 7.6 shows historical data from the last 10 years identifying water use trends in the average daily demand (AD), maximum daily demand (MD), and maximum daily peaking factor. The AD demand has been exhibiting an overall decreasing trend over the last 10 years, with the exception of 2012 which was a drought year. The maximum and minimum AD demands were 7.59 MGD (2012) and 6.03 MGD (2016) respectively. The decreasing trend can be attributed to daily conservation efforts and replacing outdated plumbing fixtures with more conservative fixtures. The MD demand has widely varied over the last 10 years. The maximum and minimum MD demands were 18.75 MGD (2009) and 12.70 MGD (2015) respectively. The MD demand can vary depending on seasonal conditions. Hot and dry summers will often result in larger MD demands. The MD peaking factor is the MD demand divided by the AD demand. The MD peaking factors have remained relatively stable over the last 10 years. The maximum and minimum MD peaking factors were 2.47 MGD (2009) and 1.93 MGD (2010) respectively. A recent trend of high rainfall has partially influenced water use as can be seen in the water use trends. Though the City has realized a steady growth in population and redevelopment, water use has remained flat and has even declined as of late. Edina Comprehensive Plan Water Resources Chapter Draft 09-30-19 7-42 Water conservation, both active (conservation programs) and passive (change in water user habits) may also have had an influence on recent water use trends. Future Demand Future population and water use trends were projected through the year 2040 as seen in Table 7.7. The City’s population was projected based on data from the Metropolitan Council and interpolation. The AD demand was calculated by multiplying the population by the average per capita demand determined from the historical data. The AD demand was then multiplied by the selected MD Peaking Factor determined from the historical data. The projections indicate that the AD demand has the potential to increase to approximately 9.9 MGD. As part of the 2018 water supply plan update, the City’s water storage needs were evaluated. Using the selected sizing criteria of water storage with 2040 projected demands, the following future water storage needs can be estimated. Recommended Water Storage (Criteria 2) = 12 hour AD supply (4.95 MGD) plus fire storage (0.63 MGD) plus equalization storage (1.7 MGD) equals 7.3 MG recommended storage volume compared to a current usable volume of 5.9 MG and nominal storage volume of 7.0 MG. It is recommended that the projected water storage shortage can be addressed by increasing the usable volume of the Dublin tank and increasing elevated storage available. This could potential be accomplished by replacing the Community Center water tower (0.5 MG) with a larger storage tank (1.0-1.5 MG). The projected MD demand has the potential to reach 22.3 MGD by 2040. The City’s firm well capacity (capacity with two largest wells out of service) should be larger than the projected MD demand. Under existing conditions, the City is capable of pumping 20.4 MGD with the largest two wells out of service, therefore, the production capacity growth is required to meet projected demands or additional conservation measures will be needed. Table 7.7: Ultimate Water Demand Projections Year Population AD Demand (MGD) MD Demand (MGD) MD Peaking Factor 2020 55,000 8.6 19.3 2.25 2025 57,500 8.9 20.1 2.25 2030 60,000 9.3 21 2.25 2035 61,800 9.6 21.6 2.25 2040 63,600 9.9 22.3 2.25 Private Systems Every home and business service connection to the Water Utility is owned by the private property owner. The typical connection point has a shut off valve at the point of connection and is metered internally. While widely dispersed, the system of service connections and the internal plumbing of customers affects the outcomes of the Water Utility. Private system connection and good working Edina Comprehensive Plan Water Resources Chapter Draft 09-30-19 7-43 order are regulated, permitted and enforced directly through the Building Department and state and local partners. State and Local Partners Regulation of connections, operator certification and training, regional planning for growth, plumbing code and plumbing licensing, and environmental standards and regulation all affect the outcomes of the Water Utility and involve the Minnesota Department of Health, Minnesota Pollution Control Agency, Department of Labor and Industry, Met Council, and others. The City of Edina takes an active role in policy and regulation advocacy directly and through partner professional associations. Goals and Policies This chapter describes how the Water Utility supports the mission and vision of the City of Edina, the governance of the utility, key local policy and regulation, and ten-year strategic goals. Service Level Statement The Water Utility will provide safe, reliable, and efficient water for residents and customers in the City of Edina, reliable and available water for fire suppression, and water for nonessential uses when provision would not create undue risk, while treating contaminants, reducing the risk of contamination, and improving our operations to protect the health, safety and welfare of our citizens now and into the future. Role and Responsibility of Council and Management The City Council is the policy body for the utility and is responsible to set the strategic and policy direction of the utility. The City Council is responsible and accountable to the customers of the utility and appoints and evaluates the chief executive. The City Council sets the budget and capital improvement direction of the utility, defines policy and code, levies fees, issues bonds, accepts or disposes of real estate, approves contracts with service providers, and hears appeals on enforcement matters. The City Manager is the chief executive of the three water utilities. The chief executive is ultimately responsible for the function of the utility and delegates areas of responsibility to various City Departments. Divisions of responsibility are shared and split among City Departments. Management for the Water Utility is jointly practiced with the Sanitary and Stormwater Utilities with close coordination of local transportation system management. Policy and Regulation: A variety of local policies and ordinance apply to the water utility. Policies • Provide the City’s water customers with safe, high quality potable water. o Meet or exceed all Federal and State drinking water standards. o Provide treatment or replace existing wells with contaminants that exceed EPA Maximum Contaminant Levels. • Provide sustainability of the City’s water system through preservation and conservation. o Protect the City’s existing sources of supply by implementation of the Wellhead Protection Plan. Edina Comprehensive Plan Water Resources Chapter Draft 09-30-19 7-44 o Continue to implement a conservation-oriented water rate system that charges increasing fees for increasing use of water. o Continue to provide education regarding conservation though mailings, website, newspaper, and public involvement. • Provide a reliable water system that can provide a safe supply of water during emergencies. o Continue the relationship with adjacent communities to provide interconnections for emergency needs. o Continue to complete water main looping of dead ends to improve available fire flow to customers. • Continue to improve the quality of water throughout the distribution system by pursuing solutions to water quality complaints. o Implement a unidirectional flushing program throughout the system. o Continue to replace sections of aging water mains in areas with water quality and/or hydraulic deficiencies. • Implement new technologies including pipe bursting and cleaning and lining to limit full reconstruction of utilities. Ordinances The following ordinances govern public and private utility service, connections and related infrastructure • Chapter 10: Building and Building Regulation o Article 9: Regulating plumbing and installation of water conditioning equipment o Article 10: Requiring connection to sanitary and water systems and regulating discharge into the sanitary sewer system • Chapter 24: Public right of way and easement • Chapter 28: Utilities • Sec. 36-1273: Utility buildings and structures. 10 Year Strategic Goals The following goals areas represent areas of strategic importance to the utility. • Goal Area 1: Aging infrastructure and management of assets over generations • Goal Area 2: Conservation and sustainability, one water • Goal Area 3: Preparing for areas of growth • Goal Area 4: Risk, health, and equity Implementation This section addresses specific projects and day-to-day tasks that City staff undertake to implement the goals and policies laid out in this plan. Some tasks have been ongoing for many years and simply represent the high quality of service that the City has always provided to its population, while others are new initiatives that are the City’s response to recent development. Lifecycle Asset Management Water service is provided primarily with infrastructure. The following section describes the coordinated activities that the City of Edina undertakes to provide value to the customer. These coordinated activities seek to balance service, cost and risk over the generational lifecycle of infrastructure. Edina Comprehensive Plan Water Resources Chapter Draft 09-30-19 7-45 Operations System operation is conducted primarily by the trained and certified utility operators from the Public Works Department. Typical operations consist of a variety of activities such as flow monitoring, pumping, routine inspection, routine repair, or replacement of high touch system components. Much of the system operation is automated by a system of computerized controls, sensors, level monitors, flow monitors, and other devices. Emergency operations: All four WTPs have onsite generators equipped to automatically transfer power upon loss of Xcel service. All well sites are equipped with quick connect plugins for use with portable generators. In case of catastrophic failure or compromised water safety, the City of Edina has interconnects with municipal supplies from Eden Prairie, Hopkins, St. Louis Park, Minneapolis and Bloomington. Staff is currently exploring the feasibility of adding an interconnect with Richfield, possibly to be constructed in 2019-20. Maintenance Maintenance is any action that repairs or retains the physical infrastructure assets to meet projected service levels. System maintenance is conducted primarily by the trained and certified utility operators from the Public Works Department. Typical maintenance consists of replacement or refurbishment of values, hydrants, pumps, electrical components, spot repair of leaks, spot repair of pipe, replacement of other worn or damaged system components, and other minor maintenance. Renewal and Replacement Renewal and replacement are major repair or replacement of assets at or near the end of their service life. This activity is conducted by the engineers, technicians, and inspectors in the Engineering Department or by consulting engineers, and typically occurs in parallel with the City’s neighborhood street reconstruction program and municipal state aid reconstruction program, or are completed as standalone utility projects. Replacement and renewal projects are bundled by age cohort of road and utility infrastructure. System components are inspected and conditions assessed to inform project replacement and repair interventions. Engineers produce project reports and recommend project scope to the City Council. Projects are bundled and bid for reconstruction and contracts are considered by the City Council. Bundling of projects is favorable to goals of efficiency and customer service by generating efficiency of scale and timing needed renewal around the disruptions caused by a single project. Renewal and replacement decisions assume the infrastructure service remains the same or is replaced with current industry standard materials and components. Typically, projects mix scope between renewal and replacement, and new and upgraded service. New and Upgraded Assets New and upgraded assets are either entirely new areas or levels of service, or major improvements to the marginal level of service provided by infrastructure. This activity is generally conducted by engineers, technicians and inspectors in the Engineering Department, or by engineers employed by private developers as part of land use, community development, or economic development projects. The City is continuously planning to for future expansions and updates so the water system can grow and change with the City. A few projects the City has been planning are the addition of Water Edina Comprehensive Plan Water Resources Chapter Draft 09-30-19 7-46 Treatment Plant 5, operation and storage improvements at Dublin Street Reservoir, and continuing to add and update the water main throughout the city. The City plans to add Water Treatment Plant 5 to improve the quality of water coming from wells #5 and #18, and increase the treatment capacity of the system. It will be a pressure filter water treatment plant for the removal of iron and manganese, and is planned to have a treatment capacity of 2.88 MGD. Under existing conditions, the Dublin Street Reservoir has 2.88 MG of usable storage capacity, but has a storage capacity of 4.0 MG. The City is reviewing different options to improve the usable storage capacity and operation a Dublin Street Reservoir. As the City plans for road construction and additional development, they are reviewing each project to determine if it is feasible to include water main replacements and upgrades. Including these upgrades and replacements will aid improving water quality by replacing unlined cast iron pipes, and reducing the quantity of unaccounted water. Other Programs Programs and activities managed in partner organizations and various city departments affect outcomes of the utility. The following is a noncomprehensive summary of related programs and activities. Utility locate, right of way, connection permits. Demand Management / Source Control • The conservation rate tier and separate commercial irrigation accounts in City ordinance are key conservation and demand management practices for the utility. • State and national plumbing code is a key conservation and demand management tool that is reducing per capita water use. Assurance, Condition Assessment, System Monitoring, Modeling Many business practices and their associated systems that are otherwise classified as operations also provide assurance of system function: • SCADA controls, flow and storage monitoring • Metering • Periodic inspection and maintenance • Water quality testing program • Groundwater level and quality monitoring • System planning and design Risk Management, Resilience The following programs or business practices manage risk associated with the utility: • City emergency response command • Gopher State One Call Utility / locates • Right of Way management • Connection permits • Private connection program as part of reconstruction • City risk management, and League of Minnesota Cities insurance trust • City conservation and sustainability programs • Odd/even watering ban • Many of the assurance programs above also provide risk management functions • Corrosion inhibiting practices prevent decay of pipes • The disinfection strategy and monitoring for byproducts Edina Comprehensive Plan Water Resources Chapter Draft 09-30-19 7-47 • The system of backup power for key water supply and treatment facilities, and mobile power reserve • The Wellhead Protection Program addresses vectors for pollution and potential contaminant sources to the wellhead and the overlapping surface water pollution prevention activities of the Stormwater Utility help protect future water supply quality. Education, Outreach and Engagement The understanding, support, consent, and participation of customers and stakeholders is key to building the brand of the utility and city, and affects customer goodwill and outcomes. The following programs and activities support the education, outreach and engagement goals of the City and the operation of the utility. • Customer service interactions • Utility billing • Communications and Technology Service Department maintained tools and platforms • Community outreach and engagement practices • Public Works Week proclamation and biennial public works open house • Occasional infrastructure tours Organizational Improvement The following review includes potential actions for each strategic goal area identified in the goal and policy section above. • Goal Area 1: Aging infrastructure and management of assets over generations o Review and implement best practices to promote financial awareness across departments. o Improve financial asset register and physical asset register so they are complete and consistent with each other and useful for uncovering trends and for strategic planning. o Improve information management systems and staff procedures to build awareness of customer and technical service issues. o Track and classify key customer service requests and complaints. o Track number and duration of planned and unplanned service interruptions and trends. o Build organization tools to identify and track age, condition, and function of system. o Use results of condition assessments to inform replacement and renewal decisions. o Improve organizational line-of-sight by developing processes that build consensus on service and risk that are informed by data from all levels of the organization. o Improve project selection procedures that involve staff from diverse functions between departments. • Goal Area 2: Conservation and sustainability, one water o Identify demonstration project for surface water irrigation reuse at Braemar Golf Course and develop design and business case for irrigation reuse practice. o Quantify utility energy use and associated environmental impact and consider renewable energy or credit purchase to offset. o Confirm water utility rates structure supports conservation outcomes. o Review metering, SCADA and billing system requirements jointly with sanitary utility for opportunities relating to asset management and conservation business goals when major system replacements are considered. Edina Comprehensive Plan Water Resources Chapter Draft 09-30-19 7-48 • Goal Area 3: Preparing for areas of growth o Add filtered treatment capacity for >95% of drought year. o Complete Grandview trunk facilities as growth opportunities allow. o Consider Pentagon Park utility transition from Bloomington to Edina water service in coordination with sanitary system review. • Goal Area 4: Risk, health, equity and engagement o Improve fire flow capacity in northeast Edina as 50th and Wooddale road project opportunities allow. o Comprehensively assess risk using an international risk framework. o Actively encourage sealing of unused, unmaintained, and abandoned private wells. o Review vulnerabilities related to updated flood model (CWRMP). o Review and modify after-action and failure reporting processes to promote cross functional organization learning. o Support citywide framework and criteria for purchasing, health, and race and equity in all business practices. References and Appendices Wellhead Protection Plan (2011 and 2013 Sourcewater Solutions) Water Supply Plan (2018 SHE) Text 8-1 8. Energy and Environment Chapter Highlights • The people in the City of Edina strongly value building and maintaining a sustainable environment, although that has not always been matched by actions. • The City of Edina will take actions to address climate change, including greenhouse gas reduction and solid waste reduction. • Climate change will have an increasing impact on Edina, as evidenced by a recent United Nations report. • The City intends to learn from the experience of implementation since the last comprehensive plan, to build a stronger foundation to implement its values. • The City will make sustainability a foundational element of its decision-making process. • The decision-making process should also take into account the goal of an equitable distribution of benefits. Introduction The people in the City of Edina strongly value building and maintaining a sustainable environment. Each development decision must consider the ‘triple bottom line’ – people, planet and profit – so that the economic factors are not favored over the health and welfare of the city’s natural environment and/or its residents in present and future decisions. The City of Edina supports an environmental policy approach that positively impacts the community. In a recent citywide visioning process, environmental stewardship was identified as one of seven key strategic focus areas for the City. Vision Edina states: “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.” • This includes clean energy, reduction of greenhouse gas (GHG) emissions, clean water, responsible management of solid waste, clean air, transportation, ecological health, and wise management of natural resources. • This means actions throughout the city which includes all parts of the city: city operations, commercial, industrial, and residential. • This addresses tradeoffs that occur when working to meet multiple goals, including environmental, fiscal/economic, and quality of life. • This proactively pursues resiliency and adaptation in the face of a changing climate. This chapter outlines existing conditions and progress to date as well as a framework for recommendations for the future to ensure the economic and environmental health of the community. Definitions Environment includes factors that act upon a community and ultimately determine its form and survival, including the impact humans have on natural resources. Sustainability means protecting regional vitality for future generations by preserving our capacity to maintain and support our region’s well-being and productivity. Resilience is the ability to recover from a disaster or disruption while maintaining integrity and purpose. Edina Comprehensive Plan Energy and Environment Chapter Draft 09-30-19 8-2 Background: Edina’s Commitment to Sustainability History From the early 1970’s, with the establishment of its first Environmental Quality Commission, Edina has sought to be on the forefront of environmental and natural resource issues. The past decade has included significant action in that area, particularly around energy and climate change topics. The City of Edina established a citizen Energy and Environment Commission (EEC) in 2007 to promote sustainability initiatives and to advise the City Council. The commission is comprised of Edina residents focused on specific sustainability topics. The commission creates a work plan annually, and recent focus has been on carbon emission reduction. Since its founding, the EEC has overseen several sustainability initiatives, as summarized in the sidebar to the right. An early focus has been on municipal facilities, looking for opportunities for the City to lead by example. In 2007, the City Council set specific goals related to greenhouse gas (GHG) reduction: 15% reduction by 2015, 25% reduction by 2025, and 80% reduction by 2050 (based on the state 2007 Next Generation Energy Act). These goals were incorporated in the city’s 2008 comprehensive plan. When the 2015 goal was not met, this was a wakeup call to do more. The Conservation and Sustainability Fund was created to fund a dedicated resource to manage and measure carbon reduction actions. An important tool in meeting future goals was the development of an energy action plan, to jump-start a citywide effort towards energy efficiency. In 2016, the City worked with the Partners in Energy program to complete its Electricity Action Plan, the first element of this plan, to begin its strategy for energy use reduction. Additional action plans are anticipated to be completed in the following years, as outlined in this plan. Key Edina Sustainability Milestones 2007: Became a participant in the Regional Indicators Initiative (RII) Established EEC Signed U.S. Mayor’s Climate Protection Agreement Became an ICLEI City for Climate Protection 2008: Energy and Environment chapter in the Comprehensive Plan 2009: Completed Greenhouse Gas Inventory 2010: Began benchmarking City Buildings; Installed a closed loop geothermal system at the Public Works building 2011: Entered into a Guaranteed Energy Savings Contract; Joined GreenStep Cities; Installed solar panels on the roof of City Hall 2012-2016: LED lighting retrofits in multiple public buildings 2015: Established Conservation and Sustainability Fund 2016: Hired sustainability coordinator; completed Electricity Station Plan 2017: Participation in Community Resilience-Building Workshop Series 2018: MN GreenCorps member provided recommendations to green City Fleet and meet GHG goals 664kW Community Solar Garden installed on top of the Public Works building. Edina Comprehensive Plan Energy and Environment Chapter Draft 09-30-19 8-3 What We Have Learned The past decade has shown that the strong values and intentions of Edina to pursue environmental sustainability have not always been demonstrated in decisions and results. Therefore, the EEC seeks to learn from past experiences to support a renewed approach moving forward. This chapter takes from a 2008 experience and builds on it. In 2008, Edina was the first city in the metropolitan area to include environmental action in its comprehensive plan. In 2018, Chapter 10 seeks to summarize the framework created since 2008 for taking environmental action: • Sustainability actions will focus on key subject areas. To date, those areas include energy, water, solid waste, air quality, natural habitat, trees, and environmental contamination. • Environmental decisions and actions vary across different sectors of the community: City municipal operations, residents, other governmental bodies, and commercial and industrial businesses. • The City of Edina will take actions affecting all of these actors and, most importantly, lead by example. It is our intent that future Energy and Environment Commissions use this chapter to frame their annual work plans. Building on the past experience of the EEC, we direct future EECs to advise the City to: • Meet existing goals of Greenhouse Gas (GHG) and waste reduction. • Set new goals with community input to address climate change. • Continually learn about environmental best practices and integrate those into action plans. • Educate the community about the environment and sustainability. • Leverage areas where the environment intersects with other commissions. Edina: A Community of Learning. Edina has a prized education system of high-quality public schools. The Energy and Environment chapter of the Comprehensive Plan recognizes the importance of extending the benefits of education to the entire community. The work of City staff and the Energy and Environment Commission includes educating the public about best practices related to environment and sustainability. This covers what the public can do to support community goals regarding environmental quality and energy use. For instance, education about climate change can strengthen support for city goals and actions to address its impacts on the community. Edina Comprehensive Plan Energy and Environment Chapter Draft 09-30-19 8-4 Existing Conditions, Trends, and Challenges Climate Change – The urgency of action on climate change has been emphasized by an October 2018 report by the United Nations Intergovernmental Panel on Climate Change. This report asserts that unprecedented changes are needed within the next 12 years to keep rising temperatures in check and thereby lessen severe climate and weather impacts. While climate change is a global challenge, there are local implications regarding impacts and policy. Addressing this will require coordinated change on many fronts including reduction of emissions, promotion of alternative energy sources, and alterations in consumption patterns and waste production and management. This action will extend over multiple City departments and commissions. Climate Resilience – Resilience is defined as the ability to absorb and respond to stresses, and to adapt and evolve accordingly. The key changes in weather patterns that the Minnesota Department of Natural Resources (MN DNR) Climatologist is predicting include warmer winters with more freezes and thaws, more extreme precipitation, strong storms and winds, and high summer humidity. This will affect the health and safety of people and property in Edina, including increased risk from ice, flooding, and pests such as mosquitoes. The City will need to mitigate climate impacts on the community to maintain a safe and desirable community. Developing a resilience strategy will include identifying and responding to climate vulnerabilities in the community, in terms of both people and resources. Leading by Example – The City of Edina can set an example for sustainability best practices through its own operations and facilities. It will be important to look at the complete lifecycle of purchases and processes to determine the opportunities to meet sustainability goals and improve the community’s health and resiliency. This will need to be done through a triple-bottom line lens, which identifies the true financial, environmental, and societal costs to allow productive discussion and decision making about the level of commitment needed. While there have been some significant steps in this direction, including the hiring of a sustainability coordinator and the completion of an electricity action plan, the data show that there is a still a long way to go to live up to the City’s goals and aspirations. Energy – Sustainability best practices support continued energy efficiency and expanded use of alternative energy sources which replace large GHG emissions sources. Costs for renewable energy have reduced significantly at a commercial level. The cost of wind is on parity with coal generation. However, there are still issues regarding the availability and affordability of renewable energy generation on small residential scale (solar photovoltaic systems on a home). Conversion to renewables cannot be done overnight as there is significant infrastructure investment around current energy generation that will take time and resources to replace. Additionally, continued focus on efficiency use of energy generated will be critical to reducing emissions and keeping costs down. Data on Edina’s energy consumption patterns, included in the following charts, shows that the city consumes energy at a fairly high rate with significant room for efficiency and reduction. The missing years reflect a gap in the available data. Edina Comprehensive Plan Energy and Environment Chapter Draft 09-30-19 8-5 Source: Regional Indicators Initiative 0 0.05 0.1 0.15 0.2 0.25 0.3 0.35 0.4 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 Figure 8.1: Energy Use -Total All Energy Types (MMBtu per capita per day) St Louis Park Minnetonka Edina Eden Prairie Bloomington Edina Comprehensive Plan Energy and Environment Chapter Draft Figure 8.2: Environment Chapter Draft 09-30-19 8-6 Figure 8.2: Energy Use – Residential (MMBtu per capita per day) Edina Comprehensive Plan Energy and Environment Chapter Draft 09-30-19 8-7 Solid Waste – Sustainability also leads to an increased focus on a reduce/reuse/recycle approach to resources – with the goal of reducing overall waste generated. Undifferentiated waste in landfills, particularly organic waste, creates methane gas which is a primary contributor to climate change. Additionally, siting new landfills is increasingly costly and undesirable for communities. For these reasons, it is critical to address different waste streams, seek best practices and new technologies to reduce solid waste. This includes segregating the waste streams for the most sustainable outcome. The market for materials continues to change which makes recycling complex. These macro level systems will be challenging for a small community, like Edina, to change. However, education and behavior changes for city operations, residents, and businesses to alter their purchasing and disposal practices will be critical for successful recycling and waste reduction. In particular, education is needed on reducing waste contamination of the recycling stream, to ensure a higher percentage of recyclables collected can be processed cost-effectively. Natural Habitat – Much of the land in Edina has been removed from its original ecological and natural function to make way for human development. While development impacts will remain, there are opportunities to retain, restore, and connect natural habitat areas within the city. A fuller picture emerges when looking at how this developed area fits into the larger ecological context of the region. Impacts on the city’s tree canopy due to single-family home development, and pests such as the emerald ash borer, need to be addressed. Water – Water quantity and quality must be wisely managed to deliver core services of drinking water distribution and source protection, sanitary sewer service, flood protection, runoff management, and clean surface water (lakes, creeks, ponds, and wetlands). Climate change and land use decisions have the biggest impacts on the resilience of our water resources systems. See Chapter 8 for more information and direction on water resources. The energy-water nexus is an important issue for sustainability as well: water treatment and transportation takes a considerable amount of energy, so reduction in water usage can reduce energy usage as well. Density and Development – On the regional scale, it is generally more sustainable for development to be located in developed communities that are well-served by infrastructure, rather than on the outskirts where undeveloped land is being consumed and infrastructure is being created and extended, creating a larger carbon footprint. However, at the local level, as the City considers development and density options it must consider local impacts to the environment. Meeting the carbon reduction goal will necessitate discussions on tradeoffs in development, density, and their carbon impacts. For example, density can provide a lower carbon footprint per resident and new development can be more energy efficient. But increasing the population through density may increase the community’s overall carbon footprint (though possibly not at a per capita level). Stopping density within the city will not solve sustainability problems and meet sustainability goals, but accommodating growth does require investigation of ways to grow more sustainably, and to seek to decouple carbon increases from economic growth. Youth Activism – Climate change will impact youth and young adults much more than older generations. As a result, there is growing concern and activism among young people in Edina around the issue of climate change. Youth will need to be involved in the discussion and decision-making process to ensure their views are taken into consideration. The role of student members on the EEC is an example of this. Attracting New Residents – Many young adults and families are taking green and sustainable values into account when deciding where they will live. To continue to attract young people and families to the community, it is important for the City to demonstrate a commitment to these values. Edina Comprehensive Plan Energy and Environment Chapter Draft 09-30-19 8-8 Financial Stewardship – A comprehensive approach to sustainability also includes a financial element. Strategic and timely investments in the short term may preclude much larger expenses later. One key element of this is identifying the lifecycle cost of investments – for example a larger up-front capital cost may at times be justified by lower operations and maintenance cost over the life of an investment. This should be taken into account in decision making. Ongoing Data Needs – Particularly with regards to its commitment to GHG and waste reduction goals, the City will need to continually monitor data regarding environmental and climate conditions, energy usage, water usage, waste production, recycling participation, travel behavior, and other factors. The City of Edina’s participation in the Regional Indicators Initiative https://www.regionalindicatorsmn.com/ provides access to a regularly updated data source that can help inform the City’s decisions. Additional information sources may be linked on the City’s website as well, as they are identified. Recommendations and Strategies Recommendations The City will lead in sustainability both by example and by taking the lead role where possible. The City will plan for resilience regarding climate change. Future EECs will build on past experience. The City will meet or exceed its GHG reduction goals and solid waste reduction goals. Future EECs will continue to research and educate the community on environmental best practices. Strategies The following section summarizes the strategies used to implement the above goals. More details and examples of best practices can be found in a section at the end of this chapter. Utilize a myriad of tools available. There are different tools for the City to use and support the community’s goals. The right tool depends on the need and targeted outcome: • Policy – The City will focus through staff and commission to amend and approve policies and its regulatory framework in order to support sustainable actions, meet sustainability goals, and meet the needs of the community. • Education – The EEC encourages the City to connect on policies and learn best practices. We will use opportunities with city staff, EEC, organized neighborhoods, neighbor-to-neighbor, and business organizations to promote sustainable actions. • Alliances – Edina is a part of a larger community. It is important to build alliances across City Commissions, with Edina School District, Chamber of Commerce, Hennepin County, and other government entities within the region to connect on policies, learn best practices, and share resources. Edina Comprehensive Plan Energy and Environment Chapter Draft 09-30-19 8-9 • Measurements – Develop and utilize existing tools for benchmarking and metrics to monitor and reach stated goals. Understand there are different actors and their roles and impact on sustainability varies: • City operations and budget decisions – City facilities, capital budget, operating budget, and operating decisions will lead by example and commit resources to achieving our sustainability goals through its own facilities and operations. • Commercial and industrial facilities – In addition to private businesses, this includes non-city owned government and nonprofit entities, as well as multifamily and mixed-use development. Work with these entities to address sustainability through design, construction, and operations. • Single family residential – Work with single family residential communities, residents, and developers to address sustainability. Incorporate sustainability into land use decisions: Decisions on land use and development are one of the main ways the City can influence sustainability in the community. From the beginning of the process, land use and development review should incorporate sustainability as a primary consideration when making decisions. There are key areas to focus sustainable action: • Energy – The City will consider energy resources and reduction and their impact on our city’s goals. Continue to look for opportunities for renewable energy sources, including solar. • Water – Water is governed by the water chapter (see Chapter 7 for more information). • Solid Waste – Encourage all to think of their waste footprint, use the waste reduction pyramid (i.e. rethink, reduce, reuse, recycle), and anti-littering to reduce waste and its impact on the environment. As we manage waste (i.e. trash, recyclables, and organic recyclables), continue to find ways for reduction via pick up options, hazardous waste, green demolition, sharing economy, and the circular economy. • Air Quality – Promote clean energy and other actions to improve air quality such as reducing transportation emissions. • Trees – Tree canopy has many stacked benefits (carbon sequestering, reduction in heat island effect, storm water mitigation, supporting wildlife, etc.). Review policy and actions that support tree canopy and benefits. • Natural Habitat – Consider other natural resources such as soil, biodiversity, and sunlight. • Environmental Contamination – Monitor sources of contamination of nonpoint source contaminants like runoff, pet waste, pesticide, and fertilizer use. Edina Comprehensive Plan Energy and Environment Chapter Draft 09-30-19 8-10 Goals and Benchmarks Goals are our way to prioritize actions, get resources, and measure our actions. Meeting these goals will require trade-offs between various city priorities, though this chapter asserts that sustainability should be a major consideration in all decisions. The need for the city to address environmental and sustainability issues is urgent and important. • GHG reduction: 30% or more reduction in GHG emissions by 2025, 80% emissions reduction by 2050. • 75% of solid waste annually diverted from landfills by 2030 • Create an integrated environmental action plan. • Continually seek best practices, reference following resource list for ideas. • Apply metrics, benchmarks, and reporting to environmental actions. • Lead decision-making policies with sustainable principles. • Coordinate and communicate technical aspects of addressing resilience. • Ensure equitable distribution of environmental benefits. • Seek continuous improvement in water planning for drinking water, surface water, and storm water Edina Comprehensive Plan Energy and Environment Chapter Draft 09-30-19 8-11 Collection of Sustainability Ideas and Specifics from the Energy and Environment Commission The following is a list of tools and ideas compiled through the Energy and Environment Commission (EEC) to inform ongoing work by the City and the EEC. The intent is to provide a flexible framework and list of options that can apply to a wide range of circumstances and decisions. While these are written as general guidance, they may be used to direct the development of more formal programs, goals, benchmarks, and initiatives. City Budget and Leading by Example • Integrate strategy, planning, and budgetary decisions. • Encourage city staff to embed sustainability into decision-making, budget process, capital improvements and build alliances across city departments. • Operations – consider development of green building policy, and approach on net new city buildings o Operational aspects (like irrigation, tree canopy and green space). o Share resources example (South Metro training center). • Reporting – set baselines and report out on (e.g. energy utilization, purchasing, new buildings). Commercial and Industrial Facilities • Constructions and Design – encourage green buildings, energy guidelines, give to get options, and deconstruction. • Operations – encourage energy consumption and efficiency, minimize waste and optimize processing of waste stream with zero waste being target goal, water quality, and water drainage. • Capture opportunities to educate. • Address drainage, impervious surfaces, and runoff plans. • Consider energy efficiencies and renewable energy options. • Support lawn and plant diversity – permeable lawn, grass (weed ordinance), tree policy. • Explore rebate and financial options. Single Family Residential • Utilize policies available to support green buildings (design, materials, etc.), energy efficiency and residential energy options, responsible demolition, pervious surface use, smart water use (e.g. irrigation), reduction of waste, and increase in plant biodiversity (including tree canopy and green space). • Give to get options was mentioned as a policy form. • Continue to reassess policies that impact drainage and impervious surfaces (i.e. construction permits needing runoff plans) and look for ways to stack benefits (i.e. utilizing native plants that can absorb runoff, support pollinators, and clean water versus use of a buried cistern). • Support pollinators, tree canopy, biodiversity, and native plants. • Beyond policy, look for opportunities to educate (see big ideas section). Edina Comprehensive Plan Energy and Environment Chapter Draft 09-30-19 8-12 Solid Waste • Incorporate consideration of waste into every aspect of plan – think of the waste hierarchy: reduce, reuse, recycle. • Any new commercial development should incorporate three-stream waste collection. • Consideration for organics both in production and collection – i.e. new food establishments take packaging and waste collection into consideration. • Keep all new technologies and innovations regarding waste on the table. • Educate citizens on waste at every opportunity. • Public spaces need to have three-stream waste receptacles conveniently located for citizens. • Events should consider waste in their planning. Both packaging and waste collection should be part of permit/expectation. • Consider opportunities for citizens to dispose of waste materials at centralized location – i.e. a day where there is an electronics collection at a central drop-off. • Construction and demolition requirements or options for greener practices. This could include reusing materials and/or more environmental considerations when building. • Parks using a percentage of compost in turf management and in planting beds. Energy • Consideration of self-generation or self-sourced generation: o Look into costs for on-site generation or programs to source directly from remote sources. o Consider long term environmental impact relative to city goals. o Consider carbon free sources or programs giving Renewable Energy Credits to end users. • Explore benefits of all electric sites and partnerships with utilities to offset potentially higher bills. • For larger developments consider on-site generation, district energy systems, or district thermal options. (Natural gas use on site will always have carbon emissions.) • Consider the impact of community solar gardens. • If the new home construction boom continues, consider local rebates/incentives to make homes more efficient, resilient, and sustainable. Consider incentives for reused materials or products sourced through in-state companies. (Discount on permit fees? Free LEDs throughout the house is builder/owner meets a designated energy efficiency level or a percentage of recycled materials.) Wetland • Achieve no net loss of wetlands. • Discourage wetland alteration. • Administer the Wetland Conservation Act. • Update the wetland inventory data. • Restore previously existing wetlands. • Buffer zones of native vegetation. • Minimization of water level fluctuations. • Involve the appropriate regulatory agencies (MPCA, U.S. Army Corps of Engineers, and the MnDNR) in the planning of any proposed water quality or flood control facilities. Edina Comprehensive Plan Energy and Environment Chapter Draft 09-30-19 8-13 Natural Habitat • Address invasive species, including ongoing coordination with Hennepin County and the Minnesota Department of Agriculture regarding the City’s plan for emerald ash borer treatment and mitigation. • Encourage native plants, especially pollinator-friendly plants. • Encourage large tree preservation. • Encourage increasing tree canopy. • Capture education opportunities for teaching ecosystems. • Reduce pesticide and fertilizer use. Water • Road salt best practices for overall reduction of chlorides to surface water receptors. • Irrigation system best practices including upgrades and incentives for overall water use reduction. • Incentives for potable water use reduction (business, residential). • Long term drinking water sustainability, well redundancy, and water quality (including emerging chemicals of concern). • Leveraging available new technologies that optimize electricity usage and well maintenance. • Resilient storm water management. • Incentives to reduce the proliferation of single use plastic water bottles. • Building / new structure enhancements that optimize water usage including options for gray water systems. • Continued long term water use coordination with watershed agencies, County, and adjacent communities. • Innovative use of rainwater run-off for activities such as watering plants (refer to U of M operations example). Edina Comprehensive Plan Energy and Environment Chapter Draft 09-30-19 8-14 Solar Access Protection One important contribution the City can make in the transition to renewable energy sources is to protect the access that individual residents, businesses and industry have to renewable sources of energy. Active solar rooftop collectors and passive solar technologies require maximum exposure to sunlight, which may be challenging in a developed environment. To help ensure that sufficient exposure is available for all homeowners and businesses, the City already has ordinances for building setbacks, building height restrictions, and maximum lot coverage. At present, there are still very few houses with solar energy systems, likely due to high costs and logistical considerations associated with installation. The University of Minnesota has developed a high-resolution statewide solar resource map that allows cities to calculate how much electricity they could potentially receive from locally installed solar energy systems. These data (see Figure 8.3) were used to calculate Edina’s solar resource, in terms of potential for energy generation. The solar map shows the location of the best sites solar installations and helps identify where there may be potential land use conflicts with solar development. Table 8.1 shows the amount of solar energy reasonably available for development in Edina. The gross potential includes the total available resource, regardless of location; rooftop capacity and generation include only the resource available on the rooftops of commercial buildings located in the city. Table 8.1 – Edina Gross and Rooftop Solar Generation Potential Total Generation Potential (MWh/year) 16,700,686 Rooftop Potential (MWh/year) 2,739,861 Gross Generation Potential (MWh/year) 1,670,068 Roof Generation Potential (MWh/year) 273,986 These calculations assume a 10% conversion efficiency and current (2016/17) solar technologies. The average home in Minnesota consumes between 9 and 10 Mwh/year (Solar Energy Industries Association; US Energy Information Administration). Using only Edina’s rooftop generation potential, 27,000-30,000 homes could be powered by solar energy annually – more than the number of existing units in Edina. Actions by the City of Edina that promote solar access and energy usage – such as facilitating financing mechanisms like PACE financing and maintaining updated development regulations and incentives – can result in wider adoption of solar energy in Edina. Another alternative is participation in community solar gardens, which provide people an opportunity to support renewable energy through membership in a large solar array located in a sunny open area. The Edina Community Solar Garden, located on the roof of the Public Works and Park Maintenance Facility, is fully subscribed at the time of this writing with 68 households participating. The City plans to meet or exceed state standards regarding solar access protection: 1. Continue to enforce setback, building height, and lot coverage ordinances that can serve as protection to solar access 2. Become SolSmart certified to ensure policies, permitting, and inspections processes do not inhibit solar access. 3. Consider access to solar protection when reviewing variance requests. 4. Promote the use of active and passive solar energy for heating, lighting, and other aspects in design, construction, remodeling, and operation of City buildings. 5. Leverage the Solar and Wind Access Law to establish polices that restrict development for the purpose of protecting solar access. Edina Comprehensive Plan Energy and Environment Chapter Draft 09-30-19 8-15 Figure 8.3: Gross Solar Potential in Edina 9-1 9. Community Services and Facilities Chapter Highlights • This chapter addresses: o Public Safety: Police Protection o Public Safety: Fire Protection o Education / Lifelong Learning: Schools o Education / Lifelong Learning: Libraries • Population growth, demographic changes especially in the 65+ age category, a growing workforce, and an increased pace of redevelopment, especially in the Greater Southdale District, will require an increased public safety response, including consideration of alternative non-traditional styles of policing and addressing growing diversity through the lens of equity and inclusion. • Increased building activity, primarily in the form of multi-unit residential and mixed-use structures, will place high demands on both the Fire and Building Inspection Divisions of the Fire Department. • Current and future redevelopment activities and the concomitant population increase in the Greater Southdale District point to the need to relocate and expand Fire Station No. 2 toward the northwest area of this District to address the rising increase in response times and to accommodate additional Emergency Management Services (EMS) resources. Consideration could be given to a possible joint Police/Fire facility. Also, it is anticipated that in 5-10 years, there will be a need for (new) Fire Station No. 3 in the northeast quadrant of the City. • Enrollment projections in the Edina Public Schools (ISD 273) do not point to a need to expand existing facilities. However, in recognition of the fast-paced redevelopment activity and the changing demographics in the Greater Southdale District, Edina Public Schools is monitoring these changes to determine the impact on future enrollment and the broader range of services the school district provides. • Hennepin County Library plans no significant facility or programmatic change to the Grandview Library. However, Hennepin County Library does plan to replace the Southdale Library. Current plans are to relocate and rebuild the new library at the Southdale Center shopping mall. The existing library on York Avenue would remain open during construction of the new facility, which is expected to be completed in early 2022. Definition: Community Services and Facilities Community services and facilities are publicly-accessible resources that: • Help make lives safer, healthier, and more enjoyable, and • Enhance skills and abilities to enable residents, workers, and visitors to lead more rewarding and productive lives. These social infrastructure resources are as important to Edina’s future as “hard” services like water, sewer, roads, and transit. Strategic investment in social infrastructure encourages greater levels of equity, access, participation, and social cohesion. Edina Comprehensive Plan 9. Community Services and Facilities Draft 09-30-19 9-2 • An opportunity is identified for Hennepin County Library to partner with Edina Public Schools and others such as Fairview Southdale Medical Center, City of Edina Departments, Southdale Center Mall, Southdale YMCA, and Minnesota State University-Mankato at Edina to provide “outside-the-box,” multi-generational and lifelong learning programs, especially in a re-location and re-design of the new Southdale Library to better match the pattern and character of the Greater Southdale District’s evolution. Introduction Edina’s quality of life, and the health and well-being of its neighborhoods and business districts, require not only effective and coordinated planning, but also the involvement of human services sectors and investment in comprehensive social infrastructure. Preserving and improving access to services and facilities in established Edina neighborhoods and providing a full range of community services and facilities in areas experiencing major or incremental growth, such as in Grandview, 50th and France, and in the Greater Southdale District, is a shared responsibility. The City of Edina, Hennepin County, the State/Metropolitan Council, school districts, other public agencies, and even the development community all play a role. The types of community services, and the manner in which they are provided, are determined by demographics and by political decisions on managing growth. The demographic trends that shape Minnesota, as well as Edina, are population shifts, aging of population, workforce considerations, and growing diversity. Edina’s population is increasing, with a more recent surge in new residential development in the Greater Southdale District. The median age of Edina residents is 44.5, about 25 percent higher than the Minneapolis-St. Paul-Bloomington, MN-WI Area. Edina’s share of households with an older adult (65+) is 35 percent, much higher than the MSP metro area at 22 percent. In Edina, 8 percent of all residents (about 4,000) report a disability; 70 percent of those with a disability are age 65+. With respect to workforce considerations, Edina “grows” by 23,000 (net) people entering Edina each day to work. Edina’s growing diversity is reflected in Edina Public Schools, with nearly twenty different home languages of students who speak a language other than English at home. With this Comprehensive Plan, the City of Edina is welcoming new population and employment growth, adopting policies to shape and locate most of that growth in several specified areas, especially to the rapidly-evolving mixed-use Greater Southdale District. Edina Comprehensive Plan 9. Community Services and Facilities Draft 09-30-19 9-3 The demand for quality community services will increase in the future. The provision of those services will need to be altered in nature. The City must balance the need to maintain existing services and facilities with the need to bring new or improved services to a growing senior population, to under- served and under-represented communities, and to new residents, workforce participants, and businesses. Environmental, economic, and technological changes will occur as well. Edina service providers must reinvent delivery systems and facilities to respond to multiple and competing demands, withstand environmental stress, and adapt to changing circumstances. The purposes of this chapter are to: 1) inventory and examine existing services and facilities, 2) identify future needs, and 3) determine the requirements for maintaining and enhancing these services and facilities to meet Edina’s growing and changing population. The goals and policies in this chapter support equitable, efficient, and adaptive management approaches that are needed to continue to provide high- quality services and facilities to all Edina residents, businesses, and visitors, now and in the future. This Community Services and Facilities chapter addresses the following; • Public Safety: Police Protection • Public Safety: Fire Protection • Education / Lifelong Learning: Schools • Education / Lifelong Learning: Libraries Other services and facilities, including parks and recreation, arts and culture, water resources, energy and environment, transportation, and health are addressed in other Comprehensive Plan chapters. Edina: A Community of Learning. Edina has a prized education system of high- quality public schools. This chapter of the Comprehensive Plan recognizes the importance of extending the benefits of education to the entire community by increasing multi-generational learning through expanded mentoring and tutoring opportunities that involve school-age children, senior citizens, local businesses and institutions, and health care facilities. Collaborating with Edina Public Schools, Edina’s community services can be delivered in ways that will better enable everyone in the community to appreciate the scope of available services and their importance. Additionally, through the community’s engagement in these learning experiences, a foundation will be laid to help ensure that these services continue to meet the evolving needs of Edina’s growing population. Examples of such methods include: • Hennepin County Library, Edina’s Public Schools, and the Edina Fire and Police Department’s might extend their community outreach in a collaborative manner in planning their respective future services and facility development in the Greater Southdale District to explore solutions and outcomes that could produce cost savings, efficiencies, and opportunities for multi-generational learning. • The Police Department might involve students, business owners and employees in cybercrime awareness education along with Police Department detective training. Edina Comprehensive Plan 9. Community Services and Facilities Draft 09-30-19 9-4 Public Safety: Police Protection Introduction The mission of the Police Department is the service and protection of the community within the scope of the law and trusts and expectations placed in that department by the community. Current Conditions The Edina Police Department consists of 75 full-time and 11 part-time employees, including the Community Health Division which was integrated into the Police Department in 2012. Trends, Challenges, and Opportunities The Police Department is called upon to perform many emergency and public service tasks. In 2017, the department responded to over 72,068 calls for service that involved medical emergencies, fires, accidents, thefts, damage to property, suspicious persons and vehicles, alarm responses, as well as public service educational and self-initiated activities. Approximately 19 percent of these calls required multiple officer responses, which equaled more than 32,000 officer responses. In 2016, the City reported 963 major Part I crimes such as burglary, robbery, assault, and theft. This was a 1.7 percent drop from 2015. Additionally, the City reported 1,168 Part II crimes, which was a 12.8 percent increase from 2015. Police respond to emergency calls within five and a half minutes and to non-emergency calls within 12.5 minutes under normal conditions. This was a slight increase from the previous comprehensive report in 2008. The rationale for the increased response times is that officers are responding to higher call loads with staffing levels that haven’t changed for several decades. Also, the City’s population density has increased, which has created heavier traffic patterns. The Police Department operates a 24-hour Communications Center, which handles 911 calls and dispatches the appropriate Police, Fire, and Emergency Medical Services (EMS) units for both the cities of Edina and Richfield. Law enforcement organizations around the state are experiencing a downward trend in the number of qualified individuals looking to become police officers. Edina has a long-standing tradition of hiring only the most qualified candidates. Moving toward the future, the Police Department may have to consider non-traditional recruiting options such as mentoring potential candidates in high school or early college, second career individuals, reduced tuition or grants, and tuition forgiveness. Edina Comprehensive Plan 9. Community Services and Facilities Draft 09-30-19 9-5 The Police Department is also responsible for educating the public in crime prevention techniques, all felony crimes against persons, hate crimes and sexual violence, and other crimes as well. This is accomplished by connecting with community members through community outreach events and programs. The Edina Police Department’s community engagement officer plays a vital role in connecting with community members through various means including, but not limited to: Night to Unite, school resources officer program, presence at local public forums where health and safety topics are discussed and educational programs regarding traffic safety and laws. These partnerships help identify and then address problems and concerns in the community. Over 80 percent of the Police Department budget is directly or indirectly spent on labor. The Police Department operates seven days a week, 24 hours per day, and maintains an average patrol strength of 5.2 officers at any given time. The Police Department also supervises an Explorer Post comprising approximately 20 young adults who have an interest in law enforcement. The Explorer Post contributes approximately 500 hours of public services to various community events and programs. The Police Department oversees a Police Reserve program with individuals that want to give back to the community. The Reserves provide extra support during special events, non-emergency calls for service, and extra patrol. On average, the Reserve provided the community in excess of 1,800 hours of supplemental coverage every year. Tornadoes, floods, blizzards, and other natural disasters can affect the City. In addition, major disasters such as train wrecks, school shootings, plane crashes, explosions, and accidental release of hazardous materials pose a potential threat to safety in Edina. The City has an Emergency Response Plan that follows an all-hazards approach to preparing for and responding to large-scale emergencies. The purpose of the Plan is to ensure the effective, coordinated use of its resources to maximize the protection of life and property, ensure the continuity of government, sustain survivors and repair essential facilities and utilities. The Edina Police Department participates in a Mutual Aid Agreement with Hennepin County and all law enforcement agencies in surrounding municipalities. The purpose of the agreement is to provide a legal vehicle for sharing law enforcement resources, both personnel and equipment. In addition, the Department participates in regional emergency response and mass casualty training. Edina Comprehensive Plan 9. Community Services and Facilities Draft 09-30-19 9-6 The Civil Defense Program prepares the community for disasters or emergencies, natural or man-made. This is accomplished by compliance with Federal, State and County guidelines for emergency preparedness planning. The City of Edina also partners with the Cities of Bloomington, Eden Prairie, and Minneapolis-Saint Paul Airport Police Departments to operate the South Metro Public Safety Training Facility. This facility provides a variety of police and fire training opportunities in a two-building campus located in Braemar Park at 7525 Braemar Boulevard in Edina. Demographic changes, a growing workforce, and an increased pace of redevelopment will require an increased public safety response, including consideration of alternative non-traditional styles of policing and addressing growing diversity through the lens of equity and inclusion. Goals, Policies, and Strategies Police Protection Goal 1: Maintain or improve police service levels, in both response and prevention activities. Projected increases in multiple occupancy housing and population, especially in the 65+ age category, are anticipated to result in an increase in calls for service that may affect the number of officers necessary to provide the highest quality of law enforcement services. A staffing study in 2016 recommends increasing patrol levels by seven officers by 2019 to stay with Edina’s high level of productivity and quality service. A senior population is associated with higher numbers of medical calls for service. All Edina patrol officers are either certified as Emergency Medical Technicians or First Responders and respond to all medical emergencies. All of Edina’s dispatchers are training in Emergency Medical Dispatching (EMD) to provide pre-arrival instructors during medical emergencies. Seniors have increasingly become targets for criminal and financial exploitation. The Department has assigned an officer to vulnerable adult investigations on a near full-time basis due to the increase in these types of crimes. If the trend continues, additional resources may have to be devoted to this area. With an increase in mental health calls for service, police officers need the skills to handle individuals who are experiencing episodes of uncontrolled or erratic behavior due to mental illness. Polices and strategies for action include: 1. Continue to be a transparent organization to ensure trust within the community. 2. Utilize new technology to analyze call patterns to plan for and allocate resources and maintain rapid response times. 3. Research the possible implementation of officer-worn body cameras and identify a funding source to pay for the ongoing staff time and storage needs. Edina Comprehensive Plan 9. Community Services and Facilities Draft 09-30-19 9-7 4. Expand crime prevention services to reach a larger resident base, with emphasis on the expanding senior population. 5. Examine the need for and feasibility of building a joint Police/Fire sub-station in the Greater Southdale Area to assist with the increased call load and to provide better response times. 6. Work with the major retail business to develop a crime prevention strategy. 7. Explore and stay current with new styles of Crisis Intervention Training (CIT) for officers so they are best prepared to handle situations they encounter safely and professionally. This not only entails police tactics and investigations, but also the social aspect of recognizing the needs of various cultures within the community. Police Protection Goal 2: Promote traffic safety through enforcement and education. Traffic enforcement is a top priority for the Edina Police Department. In addition to the traffic safety benefits of enforcement, it also serves as a crime prevention and interdiction tool. The majority of criminal activity is being committed by people coming into the city via streets and highways. With projected population increases, three major highways running through the City and a lack of capacity on roads, congestion and cut-through traffic will continue to be problematic. Requests for increased traffic enforcement have consistently been the top request to the Police Department over the last 20+ years. A continued strong enforcement presence will be needed to keep Edina one of the safest areas in the metropolitan area. Also, over the next ten to twenty years, pedestrian, bicycle, and vehicular traffic is anticipated to increase exponentially with major retail and high-density residential complexes being planned and built at the Greater Southdale District. The Police Department will be responsible for providing security and safety along new walkways and roadways in the area. The unknown make-up of the higher density population that will live in the Greater Southdale District and in other areas where growth is anticipated to occur will lead the Police Department to consider alternative styles of policing to adapt to community needs. This could be in the form of more foot and/or bicycle patrols, security cameras, and specialized public education. Policies and strategies include: 1. Provide an unmistakable presence and visibility on the roadways. 2. Utilize educational tools such as the radar trailer and digital display signs to increase driver awareness. 3. Take advantage of State-wide partnerships, e.g. Toward Zero Death (TZD) and DWI officer grants to increase funding for enforcement and education efforts. 4. Work with city planners during design/planning stages in the Greater Southdale District and other areas where growth is anticipated to ensure safety and crime prevention through environmental design, including clear signage and landmarks for people to communicate their location to dispatchers and responders. Edina Comprehensive Plan 9. Community Services and Facilities Draft 09-30-19 9-8 Police Protection Goal 3: Make cost-effective use of technology to meet public safety goals. One of the more daunting challenges ahead is the use and attendant cost of technology. In 2007, the Edina Police Department made a significant investment in a new computer system. Moving forward, the current system is reaching the end of its life expectancy. The previous system lasted 16 years, while the current system was scheduled for replacement in 2012. The Police Department will have to carefully monitor and plan for upgrades and eventual replacement. The complexity of new systems, along with the push for information sharing among all criminal justice agencies, places greater demands upon staff. Law enforcement has greatly benefited from improved technology but has also seen an explosion in the use of technology by the criminal element. Internet pornography and child exploitation, cyber stalking, phishing, and identity theft are examples of crimes that have dramatically increased in the past five years. These types of crimes create the need for officers who have knowledge and state-of-the-art equipment to properly investigate the digital crimes that are constantly evolving. In order to stay current with crime trends and to assist the investigative division, the Police Department hired a full-time Crime Analyst. In 2016, the Police Department reassigned an officer to become a full-time forensic investigator to help address crimes involving technology. Policies and strategies include: 1. Monitor technological advances relating to law enforcement and evaluate applicability to ensure that the Police Department has a full toolset of technical, managerial, and legal mechanisms to identify cybercrime offenders and prevent their illegal activities. 2. Use crime analyst and crime intelligence to predict crimes and likely crime areas. 3. Going forward, if crimes involving technology continue to increase, the Police Department will need a second or even a third detective with specialized forensics training to keep up with the demand of investigating cybercrimes. 4. Participate in joint task forces or use consultants in areas that call for specialized or unique crime-fighting skills. 5. Budget or look for grants to assist with funding for new forensic equipment. Police Protection Goal 4: Ensure that the community is prepared to effectively mitigate and respond to disasters. The importance of local level planning and response has been highlighted with concerns about terrorism, pandemic flu, and recent disasters. Depending on the scale of the emergency, assistance from outside agencies may not be available for an extended time. Preparedness for natural or man-made disasters, pandemic flu or terrorism is part of the charter of the Edina Health Commission and is in the Minnesota State statute regarding a city’s preparedness. Policies and strategies to prepare for a disaster include: 1. Educate and involve the community in disaster preparedness activities. 2. Update the Emergency Operations Plan regularly to stay current with evolving threats or hazards. 3. Build collaborative efforts with State and County agencies to maximize funding, training, and information sharing opportunities. Edina Comprehensive Plan 9. Community Services and Facilities Draft 09-30-19 9-9 The Edina Police Department has a strong tradition of planning for the future, and change is the one thing that the future promises. The Police Department’s primary strategy is to prepare for the future by maintaining a well-trained, equipped, and highly motivated staff with the flexibility to address challenges that lie ahead. Public Safety: Fire Protection Introduction The mission of the Edina Fire Department is to serve the community by protecting lives, property and the environment in a safe, efficient, and professional manner. The Edina Fire Department fulfills this mission through the implementation and enforcement of building and fire codes for new construction and existing structures, extinguishing fires, providing paramedic advanced life support ambulance service, delivering fire prevention and education programs, and maintaining the City’s firefighting equipment and facilities. Current Conditions The Edina Fire Department is organized into two divisions: Fire Division and Building Inspections Division. The combined full-time staff consists of 46 full-time personnel. The 36 Fire Division staff members consist of 24 shift personnel (captain, lieutenant, seven paramedic/firefighters), five command officers, three fire inspectors, one administrative assistant, and one paramedic/firefighter on special assignment with Minnesota Task Force 1 Urban Search & Rescue Team serving as the administrator for the team. The Fire Division also has two part-time positions assigned to the fire inspections bureau – administrative support and public education. Additionally, the Fire Division supports a cadre (10-15) of paid on-call (volunteers) firefighters. The Fire Division operates out of two fire stations. Fire Station No. 1 (Department Headquarters) is located at 6250 Tracy Avenue and Fire Station No. 2 is located at 7335 York Avenue. Edina Comprehensive Plan 9. Community Services and Facilities Draft 09-30-19 9-10 Finally, the Fire Division oversees the South Metro Public Safety Training Facility, which receives its direction from the Board of Directors. The Facility is managed by an executive director and a core of part-time staff members. The Building Inspections Division enforces minimum standards related to building construction to safeguard life or limb, health, property, and public welfare by regulating buildings and structures within the City with regards to construction, design, location and maintenance, quality of materials, and use and occupancy. The 14 Building Inspections Division staff members consists of a chief building official, a field inspector supervisor and seven field inspectors, two commercial plan reviewers and three permit technicians. Several years ago, the Fire Department took on the duties and responsibilities of emergency management for the City. The Fire Chief is the Director of Emergency Management (EM). The Assistant Fire Chief in Charge of Operations is the EM Coordinator. Their primary roles are to ensure the City Emergency Operations Plan is up to date and that the Emergency Operations Center is equipped and operational when activated. The EM Director and Coordinator work closely with Hennepin County and State EM officials to ensure response plans are aligned with County and State requirements and best practices. In the event of a large-scale incident, the EM Director would assist the City leadership in managing the incident to ensure a positive outcome. Trends, Challenges, and Opportunities Trends from the past and those for the future point to a continued increase in all aspects of the Fire Division and Building Inspections Division operations. The Fire Division’s primary functions (fire suppression, emergency medical services, and special operations) are focused on providing an immediate response to protect lives, property (total est. market value $13 billion), and the environment from exposure to natural, industrial and environmental hazards. Anticipated response times should place a fire or emergency unit on the scene within six minutes at least 90 percent of the time. Typical actions are search, rescue, and removal of persons in immediate danger; interior fire attack to stop the fire development; exterior fire streams to prevent fire extension; and fire extinguishment and control. Also necessary are actions and measures to minimize property damage by smoke, water, weather, and release of hazardous or toxic materials. The Division’s equipment consists of three pumpers, one aerial tower, one heavy rescue vehicle, and and various support vehicles. In 2017, 1,217 fire responses included fires, rescues, hazardous conditions, and public service emergency calls. Emergency Medical Services (EMS) accounted for 4,511 responses (79 percent) in 2017. The Special Operations Team (SOT) also supports the State of Minnesota Task Force One Urban Search & Rescue Team and responds State-wide to structural collapse and other technical rescues. Although the calls for special operations service are very low the time commitment for training is extremely high to ensure competency in this very technical field. A major component of the Fire Division and one that sets us apart from any other fire department in Hennepin County is that it provides the only municipal Advanced Life Support (ALS) ambulance service. The Division’s deployment goal is to place an ambulance on the scene within six minutes at least 90 percent of the time. To meet that goal the equipment consists of four ALS paramedic ambulances and one ALS equipped pumper. Services provide both immediate emergency care and transportation to metro-area hospitals. Paramedics are cross-trained as firefighters, and all firefighters are cross-trained to the Emergency Medical Technician level. Emergency medical services also include public information Edina Comprehensive Plan 9. Community Services and Facilities Draft 09-30-19 9-11 activities to prevent and best prepare citizens for emergency medical situations. The Fire Department ambulance service generated revenues in excess of $2.2 million in 2017. Edina’s City-wide average response time to all emergencies is 5.48 minutes. Source: Map A-1 from “Response Times and Station Location Study – Edina Fire Department,” Five Bugles Design, December 5, 2018 The Building Inspections Division has seen significant increases in single-family residential tear- downs and rebuilds with an average of 124 per year for the past several years. The peak of this activity may have been realized in 2014, but it is anticipated that there will be brisk activity for several years to come. Multi-unit residential structures continue to be a strong redevelopment strategy especially in the southeast quadrant of the City in the Greater Southdale District bordered by France Avenue, York Avenue, Trunk Highway 62, and Minnesota Drive, as well as in the 76th Street/77th Street corridor to the west. Additionally, the City is planning for redevelopment in the Grandview area west of Trunk Highway 100, 50th and France, 44th and France, and 70th and Cahill areas. This increased building activity, primarily in the form of multi-unit residential and mixed-use structures, will certainly place a high demand on the both the Fire and Building Inspections Divisions. In anticipation of this increased workload, the Building Inspections Division added three full-time staff members in 2015 – two field inspectors and one permit technician. A recent addition to the operation is the implementation of electronic plan review for all permits. This has provided many efficiencies within the Building Inspections Division and throughout the City. All permitting is now done through e-permits and all plan reviews are completed electronically. Edina Comprehensive Plan 9. Community Services and Facilities Draft 09-30-19 9-12 Goals, Policies, and Strategies Fire Protection Goal 1: Prevent fire ignition whenever and wherever possible. 1. Prevention through education. a. Public education class in the schools b. Senior Safety Camps c. Kids Safety Camps d. Other community outreach Fire Protection Goal 2: When fires do occur, minimize fire impact on lives and property. 1. Response through appropriate equipment and staff. a. Properly placed fire and EMS response vehicles b. Properly trained fire and EMS staff c. Strategically located response units to ensure timely response Fire Protection Goal 3: Forecast needs in the areas of building fire protection systems, operational support and program development. 1. Building code compliance 2. Fire and life safety code compliance 3. Proactive fire and life safety inspection programs. Strategies for action include: • Ensure sufficient building inspections staff along with advancing technology. This will be a major factor as we try to meet the fire and life safety needs of the community as redevelopment takes place. • Achieve a balance in EMS service delivery. This will mean operations will need to expand and address the complexity created by the fact that many new mixed-use redevelopment projects are located proximate to existing multi-unit residential senior living facilities. Additionally, changing demographics towards a more diverse community and an expansion in affordable housing may play a part in the increasing emergency call volume. Edina Comprehensive Plan 9. Community Services and Facilities Draft 09-30-19 9-13 The Fire Department has seen a continuous upward trend in emergency medical call requests. From 2007 to 2017, there was a 27 percent increase in emergency call volume. The southeast quadrant of the City, which includes the 750-acre mixed-use Greater Southdale District and is served by Fire Station No. 2, continues to see the largest portion of EMS runs. This trend will continue as many recent multi-unit residential/retail structures have been built in this quadrant and several more are planned. Of concern is the proposed redevelopment of the 43-acre low- rise Pentagon Park office campus west of France Avenue in the southern part of the City. The transformation of this area will likely be to mid-to-high-rise multi-unit residential and mixed-use structures. These new uses, building types, and increased densities will place new and different demands on building inspections and the long-term public safety service delivery. • Increase initial and ongoing building and fire inspections and code enforcement along with prevention and education undertakings. These measures are cost effective and produce a dramatic reduction in loss of life, injuries, and property. • Continue to assess the capabilities of Fire Station No. 1 and No. 2 and make upgrades as needed. Plan for Fire Station No. 3 in northeast quadrant of the City. In 2008, Fire Station No. 1 was rebuilt and enlarged to accommodate the increase in equipment and staffing. Since 2008, there has not been an increase in staffing but future increases are anticipated in 2019. In 2018, an analysis was conducted by Five Bugles Design to look at current emergency response times and station location throughout the city and to make recommendations. In short, the analysis recommended: 1. Keeping existing Station No. 1 in its current location. 2. Construction of a New Station No. 2 near the southwest corner of Southdale Center within the next 3-5 years. 3. Acquire 2-4 acres of land for a Proposed Station No. 3 near City Hall, and construct proposed Station No. 3 as needed, assumed to be required in the next 5-10 years. This will hopefully address the rising increase in response times and accommodate additional EMS resources because of the increasing run volume associated with the redevelopment in the Greater Southdale District. Furthermore, 5-10-year forecasts point to a need for a third station in the northeast quadrant, again to address the increasing response times in this area because of current and future redevelopment activities. BEST PRACTICES: Rather than build a traditional single-use facility, the City of Alexandria, Virginia pursued an innovative design that fit the new station into the mixed-use fabric of the new neighborhood. The Station at Potomac Yard is a massive new mixed- use development that includes a building with a new 21,953 sq. ft. Fire Station with four emergency vehicle bays, four stories of affordable and workforce housing (64 units), 1,500 sq. ft. of commercial space, and two community rooms. Edina Comprehensive Plan 9. Community Services and Facilities Draft 09-30-19 9-14 • Revise City Emergency Operations Plan as needed to respond to changing population levels and demographic diversity. Emergency Management oversight is a function of the Fire Department. As the demographics and density of the community change so too will the need for plans that address the changing diversity. The Department will continue to revise the City Emergency Operations Plan on a regular basis and will work closely with local, county and State officials to ensure required plans are in place. The Fire Department will continue to develop, update, and implement goals, policies and strategies to meet the needs of the Edina community. Education / Lifelong Learning: Schools Introduction One of the five key features that define the future of Edina, as articulated in the 2015 Edina Vision Statement, is that Edina will continue to be a Community of Learning. The participants in that visioning process routinely singled out quality education as one of the characteristics of their future. Edina has a high-quality future-oriented formal education system that undeniably prepares its students to thrive in an increasingly competitive and globalized world. The Vision Statement noted that the respondents desired greater use of technology in the classroom, an expansion of cultural and globally-focused learning opportunities, and the promotion of lifelong learning. Also, the Vision Statement stated that the City should continue to foster its productive working partnerships and explore future opportunities for expanded partnerships. Current Conditions Public Education Edina is served primarily by Independent School District 273, Edina Public Schools. Portions of Edina are included in five other public school districts: Hopkins (ISD 270), Bloomington (ISD 271), Eden Prairie (ISD 272), Richfield (ISD 280), and St. Louis Park (ISD 283). Edina Public Schools (EPS) is a nationally recognized suburban public school district serving approximately 8,500 students, up from 7,700 ten years ago. Edina Comprehensive Plan 9. Community Services and Facilities Draft 09-30-19 9-15 As articulated in the Strategic Plan: Building the Next Generation of Edina Public Schools: “The mission of the Edina Public Schools, working in partnership with the family and the community, is to educate all individuals to be responsible, lifelong learners who possess the skills, knowledge, creativity, sense of self-worth, and ethical values necessary to thrive in a rapidly changing, culturally diverse, global society.” There are six elementary schools (grades K-5), two middle schools (grades 6-8), and one high school (grades 9-12). The District also includes the award-winning Early Learning Center that provides early learning opportunities for children age 0-5 and their families, and Community Education Services that provides programs and services for learners of all ages, from birth through 85+. Parents have three elementary (K-5) program choices: • Neighborhood Program which serves 70 percent of students. • Continuous Progress in which teachers work with students more than one year in multiage groups at Highlands and Countryside (10 percent). • French Immersion at Normandale (20 percent). There are six elementary schools: • Concord Elementary School, 5900 Concord Avenue (743 students) • Cornelia Elementary School, 7000 Cornelia Drive (577 students) • Countryside Elementary School, 5701 Benton Ave South (574 students) • Creek Valley Elementary School, 6401 Gleason Road (588 students) • Normandale Elementary School, 5701 Normandale Road (647 students) • Highlands Elementary School, 5505 Doncaster Way (579 students) There are two middle schools (6-8) serving students based on geographical boundaries: • South View Middle School, 4725 South View Lane (1007 students) • Valley View Middle School (including Extended French Program), 6750 Valley View Road (1039 students) Edina Comprehensive Plan 9. Community Services and Facilities Draft 09-30-19 9-16 There is one high school, the Edina Senior High School, 6754 Valley View Road (2,737 students) The original building/location for Edina East High School at 5701 Normandale Road now functions as the Edina Community Center, housing the community education and early childhood programs, School District offices, and the Normandale French Immersion K-5 elementary school. Of the total 8,500 student enrollment in Edina Public Schools (EPS) approximately: • 85 percent of resident school-age students attend Edina Public Schools; 15 percent of the student population joins EPS through state open enrollment programs. • 24 percent of Edina Public Schools students report minority status, an increase of over 10 percent in the last ten years. • 4 percent of students receive English Learner services, with EPS families speaking 44 different languages at home. • 9 percent of Edina students qualify for Free and Reduced priced meals. • 10 percent of students receive Special Education services. • 18 percent of EPS students are served by the Gifted and Talented Program. • 98.1percent of students graduate from Edina High School, with 94 percent pursuing some sort of higher education. In early 2018, the doors of the new Edina Activity Center (EAC) opened. The EAC accommodates the needs of the Edina High School student body, which grew by 25 percent this year when the ninth-grade class transitioned to the high school. It also helps meet the community’s ever-growing need for additional athletic and activity spaces. The Activity Center is a 70,000 square foot addition to the Edina High School, and includes a three-court gymnasium, auxiliary gym, three-lane walking track, fitness center, locker rooms, and lobby area that doubles as a large group project space during the school day. The EAC also encompasses robotics labs and large learning spaces for Project Lead The Way classes and other technology courses. Private Education Edina is served by six private schools: • Calvin Christian School, 4015 Inglewood Avenue South (Grades K-8) • Edina Montessori School, 6133 Kellogg Avenue (Grades PK-K) • Golden Years Montessori, 4100 West 42nd Street (Grades PK-2) Edina Comprehensive Plan 9. Community Services and Facilities Draft 09-30-19 9-17 • Step By Step Montessori, 6519 Barrie Road (Grades PK-K) • Our Lady of Grace Catholic School, 5071 Eden Avenue (Grades K-8) • St. Peter’s Lutheran School/Early Childhood Education Center, 5421 France Avenue (Grades PK-K) Lifelong Learning Edina Public Schools has recognized that, in the larger Edina community, people are looking for connections – physical and social and virtual – to build community and bridge differences. Edina Public Schools has an excellent Community Education program that embraces the beliefs that: • Education is a lifelong process; • Everyone in the community – individuals, businesses, public and private agencies – shares responsibility for educating all members of the community; and • Citizens have a right and a responsibility to be involved in determining community needs, identifying community resources, and linking those needs and resources to improve their community. The goal of Edina Community Education is to find ways to engage the Edina community with the school district and the larger community so that people can learn throughout their life. Edina Community Education operates the following programs: • Early Learning Center of which the Early Childhood Family Education (ECFE) is the heart of the program. ECFE enhances the ability of all parents and other caregivers to provide seamless transitions to Kindergarten and beyond. • Out-of-School Time Programs for Youth (K-12) that provide hands-on, exploratory experiences so that students can continue to develop their academic, social, emotional, and physical skills. • Adult Programs including Community Woodshop, Fitness programs, Ed2go which provides high quality non-credit continuing education programs, and Aquatics training. • Schools Volunteer Program which promotes and strengthens partnerships between the school and the community as well as helps to personalize instruction and enrich curriculum for all learners (Classroom Support, Before or after school academic support, One-on-One Mentorship, Non-academic support, Media Center support, and Special event support). • Facilities Rental which uses schools as community centers for educational, cultural, and civic activities. • Edina Resources Center which connects residents to resources and information in Edina, including connections to the Hennepin South Workforce Center, Family Crisis Information, Food Assistance, Health and Medical, Housing Resources, Immigrant/Refugees/English Learners, Social Services Agencies, and Transportation Resources. Edina Comprehensive Plan 9. Community Services and Facilities Draft 09-30-19 9-18 Also, in terms of adult education, Minnesota State University-Mankato at Edina offers University Extended Education programs for professionals and other adults who want to advance their careers, complete a degree, or build new skill sets. Trends, Challenges, and Opportunities Demographic Changes – Racial Equity and Cultural Competence: In Edina Public Schools, demographic data show a considerable increase in the percentage of students of color enrolled – including a ten percent increase in the last ten years – with projections indicating continued growth in racial diversity in the district in the future. Edina Public Schools recognizes this local demographic shift stresses the urgency to which they must not only assess and enhance the delivery of instruction, but more importantly the need to better understand the changing world of today and tomorrow. School Security: Recent school shootings, most recently in Florida, and student activism in speaking out on the issue of gun violence, including school walkouts, have caused Edina Public Schools to examine the security of its own school facilities as well as monitor student protest discussions and demonstration events. Edina Public Schools supports the students’ rights to free speech and peaceful assembly, so long as doing so is not disruptive and done in accordance with district policy. With respect to school security, Edina Public Schools seeks to create a welcoming environment while enhancing security with lockdown buttons, electronic doors at entry points, upgraded Public Address Systems and security cameras. The Edina Public Safety Departments (Police and Fire) are working with Edina Public Schools to ensure that the buildings’ emergency plans are sufficient, including enhanced staff training on evacuations, lockdowns, shelter-in-place, and buildings’ new security features. Enrollment Projections: The “2017-2018 Enrollment, Projections, Class Size and Facility Information Report,” contained in a memo dated October 23, 2017, provided the following five-year assessment. The official enrollment in Edina Public Schools was determined in September, 2017. The district has used a cohort survival method for projecting enrollment and Average Daily Members (ADM) along with periodic demographic studies. Both the district and demographic study results have historically been reliable. The official enrollment information was used to develop student enrollment projection for five years into the future. These data, along with enrollment history and census information, was used to make the calculations. Recent changes in resident enrollment patterns have made both the district and demographic study projections more volatile. Non- resident enrollment is also projected based on historical enrollment of non-resident students. Projections for non-resident students are more challenging as it is difficult to determine if current patterns of non- resident enrollment will continue. Edina Comprehensive Plan 9. Community Services and Facilities Draft 09-30-19 9-19 Table 9-1: School Enrollment Prior Year 2016-2017 Current Year 2017-2018 Projected 2022-2023 Grade Group Kindergarten 605.0 577.0 621.4 Grades 1-5 3,109.0 3,131.0 3,229.3 Grades 6-8 2,045.0 2,046.0 1,998.0 Grades 9-12 2,724.0 2,746.0 2,764.4 Total K-12 8,483.0 8,500.0 8,613.1 Source: Edina Public Schools Summary statements about K-12 enrollment projections comprised the following: 1. The elementary school enrollment is projected to increase by 143 students (3.8 percent) during the five-year period. 2. The secondary enrollment is projected to decrease by 30 students (-.5 percent) during the next five years. Middle school is projected to decrease by 48 students (-2.3 percent) in the next five years, while high school is projected to increase by 18 students (.5 percent) in the next five years. 3. K-12 total growth is projected to increase by 113 students (1.3 percent) during the five-year period. 4. The administration recognizes the projection model, the district-wide programming studies and building capacity may need to be revised to be responsive to changing community demographics and educational trends. The model must be flexible with on-going monitoring. Greater Southdale District: In recognition of the fast-paced redevelopment activity and the changing demographics in the Greater Southdale District, Edina Public Schools is monitoring these changes to determine the impact on future enrollment and other possible impacts on the broader range of services that EPS provides to the community. There is a tremendous opportunity for the District to provide “outside-the-box” opportunities that could function as a magnet program to all of the District, including hands-on applied STEM learning at Fairview Southdale Medical Center; retail economics, logistics, marketing and product development at Southdale Center mall; innovative district stormwater management through partnerships with Edina Departments of Engineering and Public Works, etc. As well, there is an opportunity for the School District to partner with Hennepin County Library (new Southdale Library) and Minnesota State University-Mankato at Edina to expand community education programs. Edina Public Schools Strategic Plan Edina Public Schools adopted the Next Generation of Edina Public Schools Strategic Plan – Blending the Best of Today with the Possibilities of Tomorrow. This document sets out the EPS vision and core strategies along with implementation descriptions. This Strategic Plan represents the “goals and policies” that will guide their decisions, programs, and investments over the next five to ten years. The Next Generation of Edina Public Schools Strategic Plan looks to the future trends, challenges, and opportunities with the following approach: Edina Comprehensive Plan 9. Community Services and Facilities Draft 09-30-19 9-20 “Edina Public Schools is steeped in a strong tradition of excellence but knows that its student body is changing from traditional norms, as are the community and future workforce expectations. While Edina Public School’s brand continues to be strong, it must look at developing that next generation of Edina Public Schools to ensure that it is meeting the needs of the today’s students as well as those who will be served tomorrow. Through customized learning, innovative programming, and a commitment to partnership, the Edina Public Schools are focusing on the needs of today’s learners with an eye to the future. Part of Edina Public School’s Next Generation plan is to look at increasing partnerships, not only locally and nationally, but also internationally. As part of the strategic studies – including a comprehensive secondary academic programming study and a facilities study currently underway, and preK - elementary programming study slated for next year – we are looking at examples from around the country and the globe to develop schools and programs that are developed for the needs of 21st century students.” The Vision is two-fold: • Edina Public Schools will continue to be among the premier school districts both nationally and internationally. • High expectations in academics, arts, extracurricular activities and community involvement best prepare each learner to achieve success in college, career, and life. The Core Strategies are: • Personalized Learning Experiences for ALL students • Coherent and Comprehensive Educational Programs • Effective and Valued District Partnerships More recently, Edina Public Schools adopted Position Statements on (1) Personalized Learning and, (2) Racial Equity and Cultural Competence. 1. Personalized Learning: Edina Public Schools believes students must play an active role in what, when, and how they learn to reach their full potential and be prepared for the dynamic world that awaits them. In order to allow all students to progressively advance ownership of their learning, Edina Public Schools will partner with families and the community to develop customized learning pathways that promote success for all students. By instilling a personalized learning philosophy throughout the organization, Edina Public Schools will be able to achieve its mission of educating all learners with skills they need to thrive in a rapidly changing, culturally diverse, global society. 2. Racial Equity and Cultural Competence: Edina Public Schools is committed to looking at all district work and initiatives through a lens of racial equity so that all learners have the skills, opportunities and access to experiences that will help them reach their full potential and achieve success. Edina Public Schools will partner families and the community to gain a better understanding of and eliminate barriers rooted in racial constructs and cultural misunderstandings that can interfere with a student’s learning or reduce his/her willingness to persist academically. By applying this lens of racial equity and cultural understanding to all teaching and learning experiences, Edina Public Schools will be able to achieve its mission of educating all learners with the skills they need to thrive in a rapidly changing, culturally diverse, global society. Edina Comprehensive Plan 9. Community Services and Facilities Draft 09-30-19 9-21 Personalized learning opportunities could include internships for students at City departments such as Public Works, Police, Fire, and Planning, and at hospitals and clinics – the possibilities are endless. Diversity in the schools is a strength that can be used to teach and learn about language, culture, and art through educational programming that includes the whole community, not only the students. The Edina Public School’s All for All Plan, developed in 2013, advances strategic initiatives that focus on growth and achievement for each and every student, without predictable links to race or income. The Plan focuses on action strategies around five central “gap” areas – belief, leadership, preparation, teaching and learning, and time. School Facilities: The Next Generation Facilities Plan includes renovations and/or additions at all 10 of the district’s schools, from early childhood through grade 12, to enhance building security, create a variety of learning spaces, and improve district infrastructure. Goals and Policies Schools Goal 1: Support school districts serving Edina, and assist them to be multi-functional neighborhood anchors, so that they excel in not only in their primary mission of providing elementary and secondary education services and facilities, but also in their efforts to respond to needs and opportunities for lifelong learning. Policy 1-1: Encourage and support coordinated facilities planning among school districts serving Edina, along with Edina Parks and Recreation Department and Hennepin County Library. Policy 1-2: Encourage and support the upgrading of public schools programming to enhance the flexibly to accommodate multiple community-serving uses and adapt to changes in educational approaches, technology, and student needs over time, as well as to facilitate programming for intergenerational and lifelong learning. Education / Lifelong Learning: Libraries Introduction The City of Edina has a long history of library services and facilities. Its first library opened in 1921, and after several moves it became the Edina Morningside Branch Library which eventually closed in 1976. A second Edina Branch Library opened in 1954. The Edina Community Library opened in 1968. When the new library opened at Grandview Square in 2002, Edina razed the old library to make way for a new City Hall and police facility. Hennepin County opened a new library at Southdale in 1973. The City of Edina remains committed to a community of learning, viewing libraries as an integral component of lifelong learning resources that enhance intellectual, social, and psychological development of children, youth and adults. Edina Comprehensive Plan 9. Community Services and Facilities Draft 09-30-19 9-22 Current Conditions Edina is served by two libraries, both of which are operated as part of the Hennepin County system. Hennepin County Library is a department in Hennepin County Government. An eleven-member advisory Library Board governs its activities. Edina Library, located at 5280 Grandview Square, has assistive technology, 28 computer workstations, 6 word-processing workstations, a meeting room with a capacity of 75, a great room with a fireplace, and language collections (Chinese, French, and Spanish). The library shares facilities with the Edina Senior Center which has fostered building relationships with all ages of the community. Within its 18,000 square feet of space there is also a Chrysalis Room that anchors a dedicated space for children’s and teen’s events and programs. Art is included both inside and outside of the library building, in a variety of media. Southdale Library, located at 7001 York Avenue South, has assistive technology, a computer lab and 127 work stations, 38 word-processing stations, a meeting room with a capacity of 200, government documents, and language collections (Chinese, Russian, Somali, Spanish and Vietnamese). Edina Comprehensive Plan 9. Community Services and Facilities Draft 09-30-19 9-23 Trends, Challenges, and Opportunities Lifelong learning is not only a trend, but it also a means for Edina to remain and evolve as a highly engaged community where residents share the responsibility for decision-making and working collectively toward a common vision. One of the five defining features in Edina’s Vision Statement is to be a Community of Learning. This desired future is intended to include not only Edina’s high-quality future-oriented education system, but also resources such as the two Hennepin County libraries. The challenge and the opportunity are to promote the value of engagement and educational excellence and equity, from early childhood through formal school instruction through older adult education, so that the community has the capacity as a diverse, multi-generational community to understand and remain agile in a fast and changing world. As Edina moves forward, most of the changes in population size, demographics, and household types are expected to take place in a number of nodes: 44th and France, 50th and France, Valley View and Wooddale, Grandview, 70th and Cahill, and the Greater Southdale District. Of these nodes, the Grandview area and, to a much greater degree, the Greater Southdale District will experience the most dramatic changes. The Greater Southdale District, at 750+ acres, is already experiencing fast-paced growth and will continue to do so. These two areas will place greater and differing demands on library resources. The Edina Library at Grandview Square was completed in 2002. No facility changes are contemplated, although services and programs may be revised to meet new demands. The Southdale Library, completed in 1973, is outdated and deemed impractical to renovate and repurpose. The building housed not only library facilities, but also a variety of county services and courtrooms. The Hennepin County Service Center moved to Southdale Center shopping mall in 2016. Hennepin County had considered a number of redevelopment plans for the 7.7-acre site which Edina Comprehensive Plan 9. Community Services and Facilities Draft 09-30-19 9-24 straddles the border of Edina and Richfield. Early planning meetings reflected a desire for a more open and welcoming environment that is easier to access, as well as increased flexibility of spaces. Of the four alternative plans, the Hennepin County Library officials had recommended the option to build a new two-story library on the northwest quadrant of the site, at the intersection of York Avenue and West 70th Street. A parking lot with possible underground parking would border Xerxes Avenue. That plan included the sale of at least 3.9 acres on the southern half of the site for future development. However, current plans are to relocate and rebuild the new library at the Southdale Center shopping mall. The existing library on York Avenue would remain open during construction of the new facility, expected to be completed in early 2022. As the Greater Southdale District Plan has noted, many new libraries have compensated for a shift to technology by creating “third spaces” that are neither home nor work. Public libraries are re-inventing themselves for the 21st Century. These innovative libraries have universally accessible spaces where people are free to congregate and fraternize, moving away from a consumer approach to knowledge to a more sharing and experiencing mode of learning. Libraries are being connected to real world participation, communication, and collaboration. With the pace and mixed-use nature of redevelopment in the Greater Southdale District, there is an obvious and exciting opportunity for the new Southdale Library to be re-imagined and re-built as a focal point in the northern portion of the District, with a location and design that better match the pattern and character of the Greater Southdale District’s evolution. Programming of such a re-imagined library could focus on lifelong learning, reaching out to partner with the Edina and Richfield school districts, City of Edina Departments, Fairview Southdale Medical Center, Southdale Center shopping mall, Southdale YMCA, Minnesota State University-Mankato at Edina, and others. Toronto Public Library – Fort York Branch BEST PRACTICES: Toronto Public Library’s branches’ walk-ins bring their coffee and lunches; they do their homework; they make videos or create objects with 3D printers; take classes in computer coding or yoga; attend author talks or listen to experts offer advice for those looking after elderly relatives; access video tutorials; borrow musical instruments or artwork; and, of course, borrow plain old print-and-ink books. Edina Comprehensive Plan 9. Community Services and Facilities Draft 09-30-19 9-25 Hennepin County Library Strategic Plan 2011-2025 Both of the Hennepin County libraries in Edina have operations, programs, and events that respond to Edina’s desire to foster a culture of ongoing learning, in alignment with Vision Edina 2015, the City’s long-term strategic framework. The Hennepin County Library Strategic Plan 2011-2025 frames their mission and vision as follows: • Our mission is to nourish minds, transform lives and build community together. • We envision a Hennepin County where library services ensure every person has the opportunity and resources to read, graduate, engage, work, and learn. To fulfill its mission and vision, and live out its core values of customer service, continuous improvement, diversity, and inclusion, employee engagement and workforce development, Hennepin County Library makes the following promise to the communities it serves: We promise to engage with you, building strength and health by: • Providing library services that reflect and respond to community diversity • Using research-based information when development library services • Quickly recognizing and responding to changing communities and demographics • Deepening community engagement and collaborations • Partnering with schools, businesses, and nonprofits in our communities • Creating library environments that are welcoming, safe and secure • Configuring library spaces and places to reflect new and broader purposes. Goals and Policies Library Goal 1: Support Hennepin County Library mission and vision, and encourage expanded and innovative learning programs and facility designs that produce greater levels of equity, equality, access, participation, and social cohesion within Edina. Policy 1-1: Encourage the continuation and potential expansion of multi-generational learning programs and activities at the Edina Library at Grandview Square. Policy 1-2: Encourage a location, design, and programming for a new Southdale regional library in ways that match the development pattern and character of the Greater Southdale District’s evolution, especially in response to the District’s growing multi-generational resident population. 10-1 10. Economic Competitiveness and Economic Development Chapter Highlights Edina’s business and industrial parks provide space for regionally significant industry sectors. Businesses in these sectors, which command a high average wage and build wealth in the regional economy, value Edina’s business and industrial parks due to: • freeway access • airport proximity • transit and employee parking • a diverse labor pool • good image and security • proximity to hotels, restaurants, customers and suppliers. • • Workplaces are changing, and many are being designed to attract the next generation of workers. Edina’s business and industrial parks are aging and, in order to ensure their continued success, the they will need to be updated and revitalized. • The health care sector is one of the fastest growing segments of the economy, both nationally and regionally. Growth is expected to continue as the large “baby boom” generation creates an increased demand for medical services. This has implications for the strong health care sector in the Greater Southdale area. • • The retail industry is experiencing significant transformation as consumer shopping patterns change. Retail stores and shopping centers are rethinking their role and exploring ways to adapt successfully. • • Smaller commercial nodes in Edina serve important functions in their neighborhoods, providing goods and services to area residents and building a sense of community and place. These are areas where smaller, locally-owned businesses typically find more affordable rents, property ownership opportunities, and access to a customer base. Introduction The Minneapolis Saint Paul region competes with other regions around the globe for talent and quality employment opportunities. The region ranks highly among its peers in a number of areas including household income, educational Definitions Economic competitiveness: the ability of the region to prosper in the global economy Economic development: local strategies to enhance business formation and growth, job creation and tax base development Edina Industry Clusters Traded industry clusters: Related industries that bring wealth to the region by selling goods or services to other regions or nations. 2016 average wage, Hennepin County - $85,040 Traded clusters • finance and insurance • corporate headquarters • advanced business services (e.g. legal, engineering, accounting) • med tech & med device • science & water tech • information technology • advanced manufacturing Local industry clusters: Businesses that sell primarily to consumers within the region. 2016 average wage, Hennepin County - $45,776 Local clusters • health care • retail trade • educational services • personal services • leisure & hospitality Edina Comprehensive Plan 10. Economic Competitiveness and Economic Development Chapter Draft 09-30-19 10-2 attainment, livability, infrastructure, environment, and business vitality. Nevertheless, maintaining and enhancing the region’s competitiveness requires constant attention and stewardship. Creating places that are attractive to businesses and talent is influenced significantly by cities throughout the region; cities are largely responsible for attending to the details of updating infrastructure, revitalizing aging business districts and housing supplies, and providing quality of life amenities like parks and trails; while, at the same time, maintaining a competitive tax structure. The City of Edina plays an important role in the regional economy by providing employment locations for high wage industries in its business and industrial parks. The City also serves as regional hub for health care, retail, hospitality, dining, and entertainment. Edina contributes to the region’s economic vitality by providing well-located business and industrial parks, health care, excellent housing, schools, shopping, recreation, dining and entertainment, and other amenities important to residents’ quality of life and talent attraction to the region. Background Economic Development in Edina The City of Edina has proactively pursued economic development for many decades. These efforts have helped create a balanced community with a diverse tax base, strong employment opportunities, and a plethora of goods and services for residents and visitors. In recent years, the City has employed a full time Economic Development Manager who is positioned in the Administrative Department. The City strives to work with the local business community to sustain a regulatory environment that provides necessary safeguards without stifling business growth and creativity. These efforts include active involvement in the three local business associations: Edina Chamber of Commerce, 50th and France Business Association, and Explore Edina (the City’s convention and tourism partner). In 2017, the Edina Chamber of Commerce initiated an Economic Development Committee so that they can remain an active and relevant force in matters of local economic significance. Commercial/Industrial Property Taxes In addition to the benefits of local employment opportunities, commercial/industrial facilities in Edina make an important contribution to the City and region by virtue of their tax base. Because Minnesota applies a higher rate to commercial/industrial properties, the tax yield for a commercial/industrial property is higher than a residential property. In 2017, commercial/industrial property represented 15 percent of Edina’s market value, but yielded 26 percent of its tax capacity (www.Edina.MN.gov). Edina contributes 40 percent of its commercial/ industrial revenue generation back to other cities in the region through fiscal disparities. The costs of implementing and delivering public services for commercial/industrial properties are lower than they are for residential properties. The League of MN Cities estimates that households generally consume $1.38 in services for every dollar paid while commercial/industrial properties consume $0.68 in services for every dollar paid. Office and industrial areas typically have an extremely low demand for services, where retail areas have a higher demand for police services. Because of the high cost of office finishes compared to other types of commercial-industrial construction, multi-story offices typically yield the most tax base per acre and have an extremely low demand for services. Figure 10.1 shows that the Edina Comprehensive Plan 10. Economic Competitiveness and Economic Development Chapter Draft 09-30-19 10-3 highest commercial valuations in Edina (orange and red) are concentrated in the Greater Southdale area, at 50th and France, and at Grandview. Figure 10.1: Assessed Value per Acre for Commercial Parcels Edina Comprehensive Plan 10. Economic Competitiveness and Economic Development Chapter Draft 09-30-19 10-4 Current Conditions Employment Density The highest employment concentrations in Edina, as shown on Figure 10.2 above, are located along the regional freeway system. The areas with the greatest employment concentration are served by at least two freeways and public transit – the Greater Southdale area and the business/industrial park area north of I-494 along TH 100. Employers value locations that allow them to access a diverse talent pool from throughout the metro area and are increasingly interested in transit service to reduce the cost of parking and respond to the increased interest in transit among the younger generation. While there is some potential to reduce commuting and congestion by creating employment locations close to where people live, the impact of these strategies is likely to be limited because many households include two active workforce participants and over the arc of their careers, they will likely change employers several times. Figure 10.2: Employment Density Employment density in Edina is most concentrated in the business and industrial parks along Trunk Highway 100, just north of I-494. Other concentrations are found near Grandview, 50th and France and the industrial parks along US 169. Edina Comprehensive Plan 10. Economic Competitiveness and Economic Development Chapter Draft 09-30-19 10-5 Edina’s Industry Clusters Traded Industry Clusters Several traded industry clusters that sell goods and services to other regions or nations, are located in the Southwest metro and Edina’s business parks, as shown on the following maps prepared by the Metropolitan Council. • Information technology • Advanced manufacturing • Headquarters and advanced business services • Finance and insurance The stong average wage ($73,122- $92,789) for these industries builds wealth and spending power in the region. Local Industry Clusters Edina has several significant clusters dependent on local or regional consumers including educational services, health care, retail trade, personal services, leisure and hospitality. Employee compensation is significantly lower in most local clusters, with the exception of health care. Health Care is a cluster that has been targeted for special attention by the Edina Chamber of Commerce. Fairview Southdale Hospital has served the Southwest metro area since 1965. It is a full-service, 390-bed acute care center, specializing in maternal and newborn care, oncology, mental health treatment, eye care, vascular, spine, neurology, neurosurgery, urology, and orthopedic surgery and joint replacement. It provides complete outpatient care with a comprehensive 24-hour emergency department, urgent care for 2014 Ave. Wage $92,789 2014 Ave. Wage $82,363 2014 Ave. Wage - $83,321 2014 Ave. Wage - $73,122 Edina's Local Clusters Ave wage (2014) Educational services 45,084$ Health care (hospitals & amubulatory care only)64,402$ Health care, (including hospital, ambulatory care, nursing homes, social assistance) 47,372$ Leisure & hospitality 21,996$ Personal services 33,072$ Retail trade 29,848$ Source: Department of Employment and Economic Development (DEED) Quarterly Census of Employment and wages. Figure 10.3: Edina’s Traded Industry Clusters. Source: Metropolitan Council Edina Comprehensive Plan 10. Economic Competitiveness and Economic Development Chapter Draft 09-30-19 10-6 evenings and weekends, diagnostic radiology and imaging, and a same day surgery center. It also offers a wide selection of health education and wellness programs. In addition to the hospital, there are numerous smaller specialty clinics and medical offices serving Edina. Most are located in and around the Greater Southdale area. Edina’s Business and Industrial Parks The four areas shown in light purple on Figure 10.4 comprise the 390 acres of industrially zoned land in the City of Edina. These areas are well located on the region’s freeway and transit system and offer proximity to a diverse workforce, MSP international airport, as well as hotels and restaurants. Over the decades, business and industrial parks in Edina met the needs of small to mid- sized corporate headquarters as well as businesses in key sectors of the regional economy including finance and insurance, medical technology, science and water technology, information technology, advanced business services (e.g. engineering, accounting, legal) and advanced manufacturing. However, Edina’s business and industrial parks, built out in the 1950s, 60s and 70s, are aging. Properties in Edina’s business and industrial parks typically feature low-ceiling heights, lack windows and are not structurally suitable for vertical expansion, and this limits their attractiveness to many employers. Recently, several owner- occupied facilities were remodeled with substantial increases in amount of office space, windows and amenities for employees, such as outdoor patios and facilities for bicyclists. The economics of such substantial renovations may work for owner-occupants who factor in multiple objectives and have a long view of their investments, but the economics of renovating facilities do not seem to be working on a widespread basis yet for investors who own and lease out properties. However, one property was substantially renovated by a landlord for a medical device firm in the park. The property owner removed many bays from the multi-tenant property creating a much better work environment for the medical device firm and an engineering lab. The medical device firm considered other locations in the metro area, but rather than build in a greenfield location in the Shakopee area, opted to remodel an existing facility because of the access to a broad spectrum of the workforce, transit Figure 10.4: Edina’s Business and Industrial Parks Source: 2017 Land Use Map, City of Edina Figure 10.5: Recently Remodeled Business Park Properties Typically feature more glass, open office floor plans and amenities like patios and facilities for bicyclists. Edina Comprehensive Plan 10. Economic Competitiveness and Economic Development Chapter Draft 09-30-19 10-7 service and proximity to health care industry partners in the southwest metro. This international firm also values access to area hotels, restaurants and MSP International for accommodating and entertaining business visitors. Some notable southwest metro office employers have migrated to downtown Minneapolis and the North Loop to attract millennial talent. Features like transit, bike and pedestrian access as well as an environment rich with dining and entertainment options are attractive to this highly sought-after generation of young workers. There are early indications that suburban office, flex-office and value office environments have an opportunity to be competitive in the future due to the loss of parking and related cost increases downtown and in the North Loop. While the millennial generation may be attracted to downtown in the early years out of school, as they establish families, some may be motivated to find different housing, school and the lifestyle options. Edina’s convenient location, amenities and high quality schools are likely to be attractive. Business and Industrial Park Infrastructure and Amenities Transit, Sidewalks, Trails Parks Amenities and infrastructure in Edina’s business and industrial parks are also dated. Business and industrial parks developed in the metro area in the 1990s integrated sidewalks and trails to better address the needs of transit users and of employees interested in walking or running during a break or over lunch. Some developments integrated commercial amenities valued by businesses and employees at the entrances to business and industrial parks including banking, child care and dining. Some offered picnic tables and trails adjacent to attractive storm water detention facilities and small park areas. More recently, bicycle paths have been connected to regional trails and also to transit stops to help with “last mile” connections between transit and employment locations. Enhanced transit stops with thoughtful sidewalk and trail connections encourage transit use and would address safety issues, which can be a barrier to transit users in areas that lack sidewalks, especially in winter conditions. Storm Water The storm water management systems in Edina’s business and industrial parks are outdated. The City recently retained a consultant to prepare a plan for managing storm water in Pentagon Park. Similar studies are needed for the city’s largest business park, located north and west of the I-494/TH 100 interchange. Nine Mile Creek passes through this area, which has implications for potential flooding and storage of floodwaters. The area is also characterized by poor soil conditions, which makes redevelopment and revitalization of the area more expensive. District storm water management options could be evaluated as part of revitalization planning for the area. There may be opportunities to partner with Nine Mile Creek Watershed District and the Nine Mile Creek Regional Trail managed by Edina’s Major Business and Industrial Park Employers • Regis • Western National Insurance Group • SpartanNash • Barr Engineering • Dow Water Process- Filmtec • Dougherty Staffing • BI Worldwide (sales incentives) • Arkray USA (med instruments) • Gilbert Electrical/ Mechanical Contractors Edina Comprehensive Plan 10. Economic Competitiveness and Economic Development Chapter Draft 09-30-19 10-8 Three Rivers Park District to create amenities in the City’s largest business/industrial park, which could serve as a stimulus to private reinvestment. Regionally Significant Retail/Commercial Areas Edina is home to two regionally significant commercial areas • Greater Southdale Area – a 739-acre district developed beginning in the 1950s, includes a regional hospital and related specialty clinics and approximately 2.8 million square feet of retail space. The district includes: Southdale - the nation’s first indoor shopping mall; Galleria – the MSP region’s high end shopping mall; a Westin Hotel; a concentration of furniture and design-related retailers; five grocery stores, five pharmacies (not including clinic/hospital), banks, offices, condos, apartments and numerous retail and dining options. • 50th and France- Edina’s “downtown” is a district that is located in both Edina and Minneapolis. Properties on the east side of France are located in Minneapolis. The 25-acre area (Edina only) includes properties developed from the 1930s to the present day. The district meets the daily needs of area residents with a full-service grocery, movie theater, two pharmacies, post office, banks, small medical and dental practices, salons, national and local clothing stores, boutiques, and a growing number of dining establishments. Smaller Commercial Nodes Edina’s quality of life is enhanced by smaller commercial nodes focused primarily on the needs of local residents. Wooddale/ValleyView, Grandview, 70th and Cahill and 44th and France serve primarily neighborhood markets and typically involve locally-owned businesses and property owners from Edina or with strong ties to the community. In addition to providing goods and services to area residents, the smaller commercial nodes in Edina help build a sense of community and place. Workforce The Greater MSP region enjoys a high concentration of Fortune 500 headquarters and privately held, globally leading companies like Cargill. There’s a rich ecosystem of business and professional services and other infrastructure to support these global firms. As the baby boom generation retires, it is very important for these companies and others throughout the metro area to Figure 10.6: Regionally Significant Retail/ Commercial Areas Edina Comprehensive Plan 10. Economic Competitiveness and Economic Development Chapter Draft 09-30-19 10-9 compete successfully for talent on a national and global basis. By 2020, the McKinsey Global Institute projects a shortfall of 85 million high and middle-skilled workers globally. For the MSP region, labor force shortages topping 62,000 are projected by 2020 (MN DEED MSP Regional Forecast Overview, November 2017). This competitive issue is motivating initiatives by organizations like GREATER MSP and the Itasca Project. These initiatives are designed to: • Attract diverse young talent from around the globe to the MSP region (www.makeitMSP.org) • Tap the full potential of the region’s human capital by reducing disparities in education and employment (The Itasca Project -competitive workforce) • Strengthen the connection between employers and higher education to reduce the skills mismatch, helping employers find the talent they need and helping job seekers find the work they want (www.realtimetalent.org) Like employers throughout the MSP region, Edina employers are experiencing talent recruitment challenges and report that prospective employees seek transit access, housing within their household’s budget, quality of life amenities and ongoing training and education to remain relevant in their field of expertise. Broadband Infrastructure In the world today, many aspects of daily life depend on or are enhanced by the Internet and reliable broadband infrastructure. Significant growth in capacity will be needed to address the increasing demands of businesses, residents and major institutions for information, communication, commerce, education, recreation, health care, telecommuting, security and life-style enhancement. At this time, the City of Edina has limited baseline information and has not explored opportunities to ensure that the competitive advantages of excellent broadband service are available to the City’s businesses, institutions and all city residents. Figure 10.7: City of Edina, Major Fiber Routes Edina: A Community of Learning. Edina has a prized education system of high- quality public schools. This chapter of the Comprehensive Plan recognizes the importance of extending the benefits of education to the entire community. Edina benefits from its location with access to TH-169, TH-62, TH-100, and I-494. Access to these roadway facilities and other regional attractions (e.g., MSP Airport, Mall of America, and Southdale) well positions the community to be economically competitive. As Edina’s business and industrial facilities grow, opportunities to attract new talent and hire already present local talent will increase. To potentiate these opportunities, the City, through its Economic Development Office, can work with the school system to expose students to new businesses and the skills they will require in future employees. Edina Comprehensive Plan 10. Economic Competitiveness and Economic Development Chapter Draft 09-30-19 10-10 Trends and Challenges Changing Workplaces Workplaces are changing and many are being designed to attract the next generation of workers who have grown up on mobile technology and relate to space differently. According to CBRE, a global real estate and investment firm, since 1970 office space decreased from 600+ square feet per worker to approximately 160 square feet per worker and by 2030 traditional workplaces will be in the minority. Already 30-50% of new workplaces in western economies designed for major corporations reflect next generation thinking. The new workplaces involve a wide variety of spaces: retreat and collaborative settings; spaces that are calm or stimulating; spaces for introverts and extroverts; and an environment that supports well-being, providing air, water, light, fitness and nourishment. Amenities are provided within and around to find solitude, stimulation, engaging activities and build a sense of community. Also important is the rediscovery and nurturing of authentic local identity and culture. Because of the pace of change it will be important to build flexibility into everything. https://www.cbre.com/research-and- reports/future-of-work Co-working represents another important trend in the evolution of the workplace, providing space for occasional or consistent telecommuters as well as building an entrepreneurial ecosystem. Employers and developers seeking to create facilities that better meet the needs of today’s operations and workforce must choose between renovating existing facilities, building on redevelopment sites or building on greenfield sites. Greenfield sites, located in more distant suburbs such as Shakopee, Lakeville or Rogers, are the least expensive from a construction perspective but offer limited access to workforce or transit. Public transit providers find the economics of serving these remote areas challenging and some employers in remote suburbs have opted to provide private bus options, while employees spend long, un-paid hours commuting. The high value of properties and land in the core cities and inner ring suburbs for uses such as housing, retail and consumer-oriented services creates a demand for conversion of properties in employment-oriented business, office and industrial parks to housing or consumer-oriented businesses; significant amounts of employment-oriented land in the core cities and inner-ring suburbs have converted. Edina’s Business and Industrial Parks During the recession, manufacturing employment in the seven-county metro area declined substantially, resulting in significant vacancies in business and industrial parks throughout the area. During the recession, new uses came into Edina’s business parks at an accelerated pace. According to brokers in an October 2017 focus group, Edina made a change to its zoning ordinance approximately 12 years earlier to allow for assembly (e.g. religious organizations) and other purposes. Edina’s zoning ordinance now allows for churches, schools, storage and athletic facilities. This is not the case in Eden Prairie, Chaska and some other suburbs. Because such uses are not allowed in some other suburban business and MN DEED: QCEW Data Tool Figure 10.8: Seven County Metro Manufacturing Employment Edina Comprehensive Plan 10. Economic Competitiveness and Economic Development Chapter Draft 09-30-19 10-11 industrial parks, Edina may see an increased concentration of such uses. When asked about this conversion to other uses, representatives of major development firms in the metropolitan area participating an October 2017 economic development focus group, indicated that uses like churches, storage and schools create a lack of coherence and confusion about the purpose and image of the business and industrial park areas. When asked if the city should let this trend toward schools, churches and storage continue, they responded that it would result in the area “spiraling downward”. Instead, they recommended a focus on revitalizing the buildings and public realm in the business and industrial parks and creating a clear focus on quality employment opportunities. The developers identified “value office” as an emerging market for the types of property found in Edina’s business and industrial parks. Property owners are renovating these properties by adding windows to dark concrete structures, increasing office employment for tech, marketing, sales and management in open floor plans, and adding amenities like patios. Smaller corporations – many that spin off larger corporate headquarters in the metro - typically integrate management, sales and technology with some production and warehousing functions and such buildings can work well for them. The transition to “value office” increases employment at converted buildings. Typically parking may be available in areas previously used for truck parking or truck movement on site, but some parking challenges may occur. Strengthening infrastructure to encourage people to use transit and bicycles can reduce parking demand. Possible adjustments to parking requirements should be examined in revitalization planning for the area. Retail Transformation The retail industry is experiencing transformation as consumer shopping patterns change to on-line shopping and home delivery. Retail stores and shopping centers are rethinking their role in this rapidly changing environment and exploring ways to successfully adapt. Creating “an experience” that consumers can’t get on-line is critical to generating traffic to support brick and mortar stores. These changes, which are underway globally, are expressed in higher vacancies and turnover in the retail sector in the Greater Southdale area and at 50th and France. Research by CBRE, The Future of Retail 2030, indicates that a number of technology trends will impact how we make purchases. From a real estate perspective, technology and other trends are expected to have the following impacts: • Independent stores and food and beverage operators will be more prevalent • The traditional in-store physical point of purchase will disappear, resulting in fewer employees • Wellness establishments will grow and there will be a diverse offering of fitness options • Mundane purchases will be ordered and delivered without traditional “shopping” and consumers will increasingly see retail as a social and leisure experience • The divide between retail and leisure will blur. Leisure activities including cinemas, food and beverage, bowling, Figure 10.9: Transformation of Shopping Centers Shopping centers will become simply “centers”. From CBRE, The Future of Retail 2030 CBRE, The Future of Retail 2030 Edina Comprehensive Plan 10. Economic Competitiveness and Economic Development Chapter Draft 09-30-19 10-12 ice skating will bring traffic; retailers will create opportunities for an experience in their stores. • People will spend money on products, services and experiences, with an increased emphasis on experiences • Personal ownership of vehicles will be reduced dramatically and fleets of driverless vehicles will reduce the demand for parking Regionally Significant Retail/Commercial Areas Edina’s regional retail districts are evolving with mixed-use lifestyle developments emerging in the 50th and France and Greater Southdale/Galleria/Centennial Lakes areas of Edina. These developments include: • More dining and entertainment options • New hotel, condo and residential rental developments • An increased focus on pedestrian-oriented environments with the Promenade in the Southdale area and attractive outdoor plazas • The location of a Life Time Fitness “diamond level” club at Southdale – with co-working, advanced dietary, physical therapy, chiropractic and proactive medical care Health Care as an Opportunity The health care sector is one of the fastest growing segments of the economy nationally and regionally. Growth is expected to continue as the large “baby boom” generation creates an increased demand for medical services. The 65+ population, which typically accounts for the highest per capita health care spending, is expected to grow in Hennepin County by 37% between 2015 and 2025 and by 71% between 2016 and 2040. Some notable trends for this sector include: • Many specialty clinics, medical offices and other facilities prefer close proximity to hospital campuses • In addition to an aging population, investment in new technology will drive facility renovation and new construction • Cost containment is driving a trend to lower cost delivery settings, including medical office buildings, urgent care and day-surgery facilities • New payment systems will favor medical office space that creates opportunities for collaboration to help providers minimize costs and maximize outcomes • Patient recovery in hotels located near medical campuses, removes patients from high-cost hospital beds, while allowing them to conveniently access medical services. Such hotels can also serve family members of hospitalized patients. Several such facilities have been created in the MSP metro area in recent years, including Hilton hotels near Abbott Northwestern and TRIA Orthopedic in Bloomington and a Marriott Courtyard near TRIA Orthopedic in Woodbury. Medical offices can generate significant tax base and diverse employment opportunities, while providing important services to residents of Edina and the southwest metro. As the retail footprint shrinks and changes in the Greater Southdale area, the growth of the health care sector presents an important opportunity for the community. Edina Comprehensive Plan 10. Economic Competitiveness and Economic Development Chapter Draft 09-30-19 10-13 Smaller Commercial Nodes Smaller commercial nodes such as Wooddale/ValleyView, Grandview, 70th and Cahill and 44th and France serve important functions in their neighborhoods, providing services to area residents and building a sense of community and place. The businesses and properties are often family-owned. Such businesses and properties experience transitions when owners retire, sell or pass businesses or properties to the next generation. Reinvestment of the properties varies based on owner goals. In some cases, retail uses are no longer as competitive and there has been a transition to office and dining. Examples include: • transition of a former service station at Wooddale Valleyview to a neighborhood dining establishment • the transition of Durr at 44th and France from retail to mixed use (office and retail) • redevelopment of the Edina Cleaners site at 44th and France to mixed use, including residential and dining Some properties may become physically obsolete and/or less desirable. Second or third generation property owners may not be focused on active management or reinvestment in the properties, or struggle with decision-making among multiple family members. There may be trouble attracting quality tenants and the areas may experience higher turnover. Such areas cease to meet resident needs and no longer serve a role in building a sense of community. In such cases, the city and neighboring property owners have an interest in redevelopment or revitalization and maintaining an attractive tenant mix. In the case of Wooddale/Valleyview, the City recently invested in improvements to the public realm. The independence of the business and property owners in the smaller commercial nodes is both a strength and a weakness. Malls and strip centers have more control over store hours, address shared maintenance (e.g. snow plowing, seasonal plantings and decorations) and coordinate marketing and promotional activities. A business and property owners association was established at 50th and France 75 years ago and special legislation established a special services district at 50th and France, which addresses maintenance of the parking ramps and the public realm in the district. The Association’s primary focus in recent years has been the annual Edina Art Fair, which also serves as a primary source of revenue for the group. Some businesses and property owners at 44th and France are affiliated with the Linden Hills Business Association, but the level of engagement, particularly among property owners does not appear to be consistent or strong. Business and property owners associations do not exist at Edina’s other commercial nodes – 70th and Cahill, Wooddale/ValleyView, Grandview or the Greater Southdale Area. Business and property owners associations can serve several vital functions in maintaining the economic vitality and community orientation of smaller commercial nodes. Key functions include: • clarifying a vision and strategy for the node, including a strategic tenant mix • regular communication among stakeholders • strengthening design and appearance • working together on marketing and promotion Figure 10.10: Conversion of a former service station to a dining establishment at Wooddale and Valleyview Edina Comprehensive Plan 10. Economic Competitiveness and Economic Development Chapter Draft 09-30-19 10-14 • coordination of shared parking and other tactics to strengthen a district. Engagement of property owners is critical, because they determine the tenant mix and ultimately make the investments needed to keep an area adapting to market changes over time. Because change is occurring on so many fronts at once – demographic, transportation, housing, technology, and the ways consumers “shop”, it is especially important for independent business and property owners to share information and strategies to adapt successfully. Workforce Workforce Attraction Edina contributes to the region’s capacity to attract talent to the region by offering vibrant places to live, recreate, shop and work. Awareness of millennial preferences should be incorporated into revitalization planning. Education and Training The pace of change is expected to accelerate, requiring up-skilling of the workforce on an on-going basis. For Edina, there are implications for both the employers who need appropriately skilled talent and residents, who may want to improve their skills. Although Edina does not have a public university or college campus, Minnesota State University Mankato located its extended campus in the metro area in Edina at 7700 France Ave South, offering a range of academic programs, from professional certifications to undergraduate and graduate degrees. Diversity and Inclusion Globally leading companies seek workforce diversity because a diverse workforce has been documented to increase innovation, provide stronger connections to a more diverse customer base and achieve better decisions and financial results. Cities, chambers and businesses across the county have adopted initiatives to promote diversity and inclusion and create welcoming communities. Broadband Infrastructure Access to high speed internet, through reliable broadband infrastructure, is critical for health care education and government institutions, commercial and industrial areas as well as residential areas. Some counties and cities have undertaken a variety of initiatives to ensure competitive and equitable service in their communities. Strategies include: • Establish “build once/open access” policies and install conduit during major road reconstruction and other redevelopment projects, especially in congested areas, to ensure competition, redundancy resilience and minimize the cost and disruption associated with updating underground infrastructure • Establish broadband readiness guidelines to encourage developers to bring conduit new and renovated buildings to make them ready for broadband. • Addressing internet access limitations faced by residents of older apartment buildings, which can limit resident access to education, health care and work-related communications. • Building broadband infrastructure shared by cities, school districts and other institutions to reduce costs and improve services, including traffic control Edina Comprehensive Plan 10. Economic Competitiveness and Economic Development Chapter Draft 09-30-19 10-15 Goals and Policies Revitalize Edina’s Business and Industrial Parks Goal: Prepare small area plan(s) for the business and industrial park areas with a focus on repurposing and revitalizing the building stock to create a vibrant and attractive location for corporate headquarters, technology companies and other businesses offering high wage employment opportunities. 1. Create small area or district plans for Edina’s business and industrial park areas. Work with adjacent cities – Bloomington, Minnetonka, Eden Prairie. Involve developers and property owners in understanding the revitalization and investment challenges and in crafting a range of solutions. Work with adjacent suburbs and transit agencies to provide excellent transit service. 2. The small area plan(s) should consider investments in sidewalks, transit amenities and public realm improvements to stimulate private sector investment in revitalization. Capitalize on Expected Growth in the Health Care Sector Goal: Capitalize on growth trends in the health care sector. Plan a health care district in the Greater Southdale area that creates an exceptional experience for patients, family members and employees. 1. Convene a health care task force to research the potential growth of the health care sector in Edina. Identify and characterize the land use, real estate, workforce and transportation implications for redevelopment and revitalization of the Greater Southdale district. Create a vision and a plan to create an exceptional health care district. Attract High Quality Employment Opportunities Goal: Retain, attract and support employment opportunities in innovative and creative industries, such as technology and medical devices. 1. Collaborate with the private sector to become a desired location for innovative and creative industries such as technology and medical devices. 2. Identify and create or encourage appropriate public and private sector retention, attraction and support tools and systems, including co-working. Adapt Successfully to Dynamic Market Changes in Regional Retail Areas Goal: Support strong public-private alliances, relationships and communication channels at 50th and France and the Greater Southdale. The alliances should actively engage property owners and provide information and resources that enable public and private sector decision-makers to adapt strategically in an era of significant on-going change in the retail sector, major demographic shifts and related generational needs and preferences, technology, transit, transportation and housing choices. A shared vision, guiding principles and meaningful on-going dialogue can help property owners, business owners, residents and the city navigate the significant forces of changes that are reshaping communities. 1. Support the creation of an association in the Greater Southdale area that engages major institutions and property owners to work together to revitalize the Greater Southdale area consistent with the small area plan guiding principles. 2. Provide support to the 50th and France Association to enable the association to adapt successfully to dynamic changes underway in the market. Near term, research into implications of market changes and a strategic tenant mix could guide infill of the current influx of available retail space and future redevelopment opportunities. Edina Comprehensive Plan 10. Economic Competitiveness and Economic Development Chapter Draft 09-30-19 10-16 3. Work with Metro Transit to provide Bus Rapid Transit service on “Line 6” (U of MN, Downtown, Uptown, France Ave) to reduce traffic congestion and improve employee and customer access to the regional retail areas, while reducing parking demand. Encourage Vibrant Neighborhood Commercial Nodes Goal: Encourage vibrant neighborhood commercial nodes that meet resident needs for goods and services and build a sense of community. Take steps to encourage locally-owned small businesses. 1. Stimulate effective property and business owners associations at each of the neighborhood nodes, focusing on the area’s economic niche and tenant mix and strategies to support that economic niche including design and appearance, and marketing and promotion. 2. Develop policies to support the inclusion of locally-owned small businesses in new development projects – especially in cases that involve a significant change in rent 3. Encourage location of co-working in neighborhood commercial nodes 4. Work with Hennepin County’s Open to Business to promote technical assistance services available to small business owners Workforce Goal: Participate in regional efforts to ensure that a highly skilled and productive workforce continues to be a competitive advantage of the MSP region. 1. Connect targeted employers in Edina to regional talent attraction and development initiatives led by GREATER MSP and other organizations. 2. Strengthen and explore opportunities to diversify higher education access in Edina. 3. Explore city and chamber-led diversity and inclusion efforts. Identify approaches that are well- suited to Edina and pursue implementation. Broadband Infrastructure Goal: Ensure that Edina residents and businesses have access to world-class broadband infrastructure at competitive rates. 1. Establish a broadband taskforce with a charge to explore models used by other cities and counties to ensure world-class broadband infrastructure to residential and commercial/industrial areas as well as public institutions and spaces. 2. Evaluate “build-once” open-access options to encourage competition, and minimize the cost and disruptions associated with updating underground infrastructure. 3. Consider “broadband readiness” policies (Example: St. Louis Park) 4. Address social equity considerations associated with the provision of broadband access in older apartment buildings. 11-1 11. Human Rights and Relations Chapter Highlights This Chapter of the Comprehensive Plan describes Edina’s goals and policies that have been developed by the Human Rights and Relations Commission to ensure that City departments, programs, officials and staff are working to “Build a Human Rights City with Race Equity For All.” Before outlining these specific goals and policies, the chapter discusses the important difference between achieving “equality” and striving for “equity” in all aspects of City governance. This chapter: • Describes the public policy of Edina to secure for all residents freedom from discrimination in all aspects of city life, and the City’s establishment of the Human Rights and Relations Commission to further its public policy of nondiscrimination • Discusses Edina’s commitment to reduce discrimination, inequality and racism through Resolution No. 2016-72 that established the City as a “Human Rights City” • Describes the City’s participation in the Government Alliance on Race and Equity and explains the differences between the concept of equality and the goal of advancing race equity • Discusses the current state of human rights and relations in Edina • Outlines areas of concern where work needs to be done to achieve race equity, and to advance opportunities and ensure a welcoming community for all One of the aims of this chapter is to ensure that steps are taken to ensure that the City looks at its departments, program, services, and practices through the lens of race equity and thus reinforces the City’s status as a “Human Rights City.” Of particular concern is equity in the areas of: housing, community services and facilities, parks and recreation, and environment. Goals discussed in this chapter are focused on: • Establishing a race equity plan, • Ensuring equal access and opportunities for all residents, • Ensuring that the City welcomes all members of the community to participate in its social, employment, economic, political, and recreational activities, Human Rights and Relations Commission Themes The Edina Human Rights and Relations Commission identified seven themes to consider when developing policies. 1. Race equity 2. Gender justice 3. Social inclusion 4. Economic justice 5. Education 6. Environment 7. Police and justice system reforms The Commission has identified the following ten social capital/social well-being indicators to consider when making policy decisions: 1. Race 2. Age 3. Ability 4. Sexual orientation 5. Gender identity 6. Ethnicity 7. Religion 8. Health 9. Poverty/socio-economic status 10. Education Edina Comprehensive Plan Human Rights and Relations Chapter Draft 09-30-19 11-2 • Ensuring that the City supports and fosters economic equity and justice for all residents, students and visitors, and • Ensuring that economic harm should not be an intended or unintended consequence of City programs, initiatives, or activities. Introduction The City of Edina has long been recognized as an exceptionally livable and desirable community. Livability is best described by Bruce Appleyard in Transportation Research Record: Journal of the Transportation Research Board (2014), as “an individual’s ability to readily access opportunities to improve personal quality of life for living, working, playing, shopping, learning, worshipping, resting and moving within [a] city, town, or neighborhood.” However, not all Edina residents, students and visitors experience these opportunities in the same way, nor with the same degree of success. It is the public policy of the City of Edina to secure for all residents of the City freedom from discrimination because of race, color, creed, religion, age, sex, sexual orientation, gender expression, marital status, disability, status with regard to public assistance, familial status, or national origin in connection with employment, housing and real property, public accommodations, public services, credit and education [Edina City Ordinance 15.01]. In 1970, the City of Edina established the Human Rights and Relations Commission (Commission) to promote and help implement its public policy of nondiscrimination. The Commission is charged with the responsibility to advise the City Council on matters relating to discrimination and human relations and to implement programs of education and community action designed to advance public policy regarding human rights [Edina City Ordinance 1501.02]. The Commission advocates for human rights and needs in the community and promotes responsibility and integrity in human relationships by providing service, information and recommendations, cooperating with other communities and governmental organizations, and sponsoring forums and community events. In 2016, the City of Edina became a Human Rights City. This is a commitment to “reducing discrimination, inequality, racism, and xenophobia in all aspects of civic life: housing, education, economic opportunity, religious and cultural expression, access to public institutions and opportunities, and safety and security” [City of Edina Resolution No. 2016-72 Establishing Edina, Minnesota as a Human Rights City]. In 2017, Edina joined the Government Alliance on Race and Equity (GARE), which is a national network of governments working to achieve racial equity and advance opportunities for all. The work involves using a race equity framework to create long-term sustainable results on race equity in all aspects of government. Achieving race equity means that race will no longer predict a person’s success, while also improving the outcomes for everyone. This Comprehensive Plan chapter outlines goals and policies that will foster an inclusive and engaged community, i.e., a welcoming community where every person can contribute, thrive, and enjoy the benefits that the City of Edina has to offer. The Commission recognizes in its work that there is a difference between equity and equality and that it is critical that this difference is taken into account when addressing human rights and relations. Equality implies that the same resources are provided for everyone regardless of background or circumstance. Equity implies that everyone is given the resources needed to have an equal chance of succeeding, with Edina Comprehensive Plan Human Rights and Relations Chapter Draft 09-30-19 11-3 those facing more obstacles to success receiving the resources needed to overcome them. This concept is illustrated below on Figure 11.1. The Commission’s recent activities have included 1) Advocacy for rights for domestic partners 2) Advocacy for gay marriage 3) Programming to promote inter-ethnic, inter-generational, and inter-religious understanding 4) Advocacy for affordable housing 5) Public recognition of those who advocate for and promote human rights 6) Advocacy to end all forms of discrimination against women 7) Community response to bias offenses 8) Participation in the City’s Race and Equity Initiative 9) Ex Officio involvement in the City’s participation in the Government Alliance on Race and Equity (GARE) Current Conditions In 2015, the City of Edina formally adopted a Vision Statement that describes Edina as “a … preeminent place for living, learning, raising families and doing business.” In order for Edina to live up to its adopted vision and reputation for livability, discriminatory acts and inequities that might be experienced by residents and visitors to Edina should be prevented. Moreover, efforts should be made to ensure that when such acts occur, appropriate action will be taken. These efforts require an understanding of current demographic and socio-economic information. The Edina Community is made up of families and individuals of all ethnicities, but a majority of residents are European Americans (85 percent). Additionally, 7.1 percent are Asian Americans, 2.2 percent are African Americans, 2.1 percent are more than one race, 1.8 percent are other races, and 0.2 percent are Native Americans. African-American families played a prominent role in settling Edina, but European-American families became dominant during the 20th century. This was in part due to restrictive covenants which prevented people of color from owning or leasing property in entire neighborhoods. Parts of Edina were subject to these covenants, which have been outlawed since the Shelly v. Kramer United States Supreme Court ruling of 1948. Negative Race-Related Experiences in the City of Edina Discrimination and inequities may be experienced by residents and visitors in an array of contexts. In recognizing the unwelcoming dynamic experienced by some community members, including people of color, the City began a race and equity initiative in 2017 to “identify and eliminate race-based disparities in Edina city government facilities, services and institutions” [City Manager Scott Neal, in December 6, 2016 Staff Report to City Council on Establishing an Edina Race & Equity Task Force]. Figure 11.1: Food for Thought: Equality Vs Equity Vs Justice Source: The InclusionSolution Equality Equity Justice Edina Comprehensive Plan Human Rights and Relations Chapter Draft 09-30-19 11-4 The initiative was led by a task force of Edina residents who oversaw the collection of data and the development of recommendations for the City Council, with the objective “to determine what changes could be made to ensure that Edina is a welcoming community for all people” [Race & Equity Initiative Final Report & Recommendations, Version 2.0, Finalized June 26, 2018, (“Report”) Purpose and Objectives, page 18]. As set forth in the Report, “[t]o understand the scope of race-based discrimination and feelings of being unwelcome, data was collected from a range of Edina community members during the summer, fall, and winter months of 2017.” The Report found that “20 themes consistently emerged surrounding experiences, observations, and awareness of race-based discrimination” including the following. • Parks: “Edina parks are places where community members have experienced racism primarily through racial slurs and race-based vandalism.” • Other Facilities: “There are observations and experiences of race-based harassment and race- based violence at various city facilities….” • Lack of Representation / Decision Making: “Many observe that there are few or no people of color that represent the city of Edina in government leadership, nor in government-appointed groups.” • Hiring Practices and Procedures: “There is uneasiness and suspicion around how race plays a role in government hiring practices.” • Responsiveness to Race-Based Concerns: “Many feel the city responds poorly to reports of race-based discrimination, or that the city does not respond at all.” • Police Department: “There is significant concern about police conduct with people of color.” • City Housing Programs: “Perceptions exist that city-based housing programs and policies are contributing to the lack of people of color in Edina.” • Other Services: “There is a perceived lack of inclusion in the process for how city services are designated and delivered.” Report, Community Findings, pages 25-30. See Report for more complete findings. As Edina prepares for the next two decades, addressing these experiences will be essential to ensure that Edina is a welcoming, inclusive, and engaged community. Edina: A Community of Learning. Edina has a prized education system of high- quality public schools. This chapter of the Comprehensive Plan recognizes the importance of extending the benefits of education to the entire community by Increasing multi-generational learning through expanded mentoring and tutoring opportunities that involve school-age children, and their parents, senior citizens, local businesses and institutions, and health care facilities. Collaborating with the Edina public schools, Edina’s Human Rights and Relations Commission can play an important role in the community by engaging students and educating them on the City’s programs and initiatives that address equality and equity for all. Opportunities exist for the Human Rights Commission, in partnerships with the Arts and Culture and Heritage Preservation Commissions, to expand residents’ understanding of equality and equity by recognizing and honoring people of color and other marginalized groups who have contributed to Edina’s growth and prosperity. Edina Comprehensive Plan Human Rights and Relations Chapter Draft 09-30-19 11-5 Trends, Challenges, and Themes To grasp the policy implications of current and future human rights and relations issues, it is essential to know the demographic composition of Edina and how those demographics relate to income and other factors. The Human Right and Relations Commission notes that national data collection is based on categories that may not reflect the same demographic composition of our community; for example, recent immigrants from African may or may not be included in a category, i.e., African American. Trends The population of Edina grew from 45,569 in 2009 to 49,976 in 2016. Population growth by race between 1980 and 2016 can be seen in detail below in Table 11. 1. While the white population of Edina has grown since 1980, the proportion of Edina that is white has decreased from 98.4 percent in 1980 to 86.5 percent in 2016. As Table 11.1 indicates, there has been a trend toward racial and ethnic diversity in Edina. The largest increase in population share was the Asian American population, which grew from nearly 1 percent in 1980 to 7 percent of the City’s population 2016, with 4 percent of that growth occurring since 2000. Table 11.1: Percent of Edina Population by Race, 1980-2016 1980 1990 2000 2010 2016 White or European American 98.4% 97.2% 94.3% 88.1% 86.5% Black or African American 0.5% 0.7% 1.2% 3.0% 2.2% American Indian and Alaska Native 0.1% 0.1% 0.1% 0.2% 0.2% Asian American 0.8% 1.7% 3.0% 6.1% 7.1% Other Race 0.2% 0.2% 0.3% 0.7% 1.8% 2 or More Races n/a n/a 1.1% 1.8% 2.2% Hispanic or Latino 0.5% 0.7% 1.1% 2.1% 3.0% Source: US Census Bureau Challenges In the past ten years, median incomes of most racial and ethnic groups have broadly diverged. American-Indian/Alaska-Native and African-American residents have seen significant reductions in median household income throughout the past ten years: Native-American residents by roughly two- thirds and African-American residents by about one-third. African-American residents have also had the lowest median household incomes through nearly the entire 2008-2016 period. By contrast, the median household incomes of European-American and Asian-American residents have steadily increased by roughly one-quarter. Hispanic/Latino, Two or More Races, and Other Races have had fluctuating median household incomes in the same period. Edina Comprehensive Plan Human Rights and Relations Chapter Draft 09-30-19 11-6 Through participation in GARE and the City’s Race and Equity Initiative, the Commission recognizes that the City’s policies and practices may currently work better for white people than for people of color who live, work, or study in Edina, even though unintentionally and inadvertently. The impact of such policies, combined with the recognized history of discriminatory practices such as Edina’s restrictive covenants, creates a system that can negatively impact communities of color. Making race equity a priority will help close the gap on race as a predictor of a person’s success. This will improve outcomes relative to all social capital/social well-being indicators. Goals and Policies Goal 1: Establish Race Equity Plan Eliminate any disparate impact of City policies and operations caused by race. Ensure city policies, practices and programs are equitable for all community members. The five policies below are based on the Edina Race and Equity Task Force’s five thematic recommendations. Policy 1: The City will develop accountability measures to monitor, assess, and evaluate progress toward race equity goals. Policy 2: The City will build relationships with communities of color. Policy 3: The City will gather and analyze data in a way that provides an understanding of the difference in experiences of people of color. Policy 4: The City will take steps to address inclusion in city staffing, communications, and appointments. Policy 5: The City will focus on eliminating policies that create and maintain inequities based on race. Source: US Census Bureau Figure 11.2: City of Edina Median Household Income by Year and Race Edina Comprehensive Plan Human Rights and Relations Chapter Draft 09-30-19 11-7 Goal 2: Ensure equal access and opportunities for all residents regardless of their gender or sexual orientation. Policy 1: The City will ensure that all public policy decisions account for the differential impacts on women and LGBTQ+ individuals. Policy 2: The City will use the Convention on the Elimination of Discrimination Against Women (CEDAW), passed in Edina in 2016, as a framework for improving the conditions of women and girls in Edina. Policy 3: The City will support efforts to ensure equal pay and fair employment practices for all people regardless of sex, gender identity, and sexual orientation. Policy 4: The City will promote preventive education about gender-based violence, sexual assault, and sexual harassment in schools. Goal 3: Ensure that the City welcomes all members of the community to participate in its social, employment, economic, political, and recreational activities. Policy 1: The City will create an intentional community engagement plan. Policy 2: The City will continue to improve transparency and access to local government for all. Policy 3: The City will ensure accessibility to city facilities, services, and programs for residents with physical and other disabilities. Goal 4: Ensure that the City supports and fosters economic equity and justice for all residents. Economic harm should not be an intended or unintended consequence of City programs, initiatives, or activities. Policy 1: The City will support social and economic policies that make human rights a primary objective. Policy 2: The City will explore policies that support the development and success of minority-run and minority-owned businesses. Policy 3: The City will promote access to affordable and nutritional food for all residents. 12-1 12. Community Health Chapter Highlights • Edina strives for a high standard of health overall, although specific concerns and racial and economic disparities exist that need to be addressed. • Understanding of health concerns is limited by the lack of community-specific data. • Changing demographics and aging in the community will continue to change health outcomes and needs. • Public health is impacted by a range of social and environmental factors that require a multi-faceted approach across all of the city. • Health in all policies provides an approach to comprehensively address health concerns across the full city government, in cooperation with partners. Introduction Public health is the art, practice and science of protecting and improving the health of the population. Public health is about what makes us healthy, what makes us sick, and what we can do together about it. When we think about health, what often comes to mind is the individual and ways he or she can stay healthy. Public health shifts the focus to the population – from me to all of us. Research suggests that around 80% of health outcomes are influenced by the environment and by human behavior. As a result, comprehensive planning can have a significant impact on the factors that contribute to health, by shaping the environment and helping to positively impact behavior in ways that lead to healthier communities and people. There are a number of principles underlying public health: • Public health is about prevention. This means intervening early and keeping people from getting sick or injured. • Public health is about populations. This means focusing on groups of people rather than single individuals. • Public health is about overall wellness. This means the broadest possible view of what makes and keeps us healthy including our mental health, everyday health choices, and our surroundings – not just health care services. Definitions Chronic disease: A disease that is permanent, causes disability, is caused by a nonreversible pathological alteration, and/or requires a long period of supervision, observation or care. Behavioral risk factors: Behaviors that cause or contribute to accidents, injuries, disease, and death during youth and adolescence as well as significant morbidity and mortality in later life. Environmental hazards: Situations or materials that pose a threat to human health and safety in the built or natural environment. Health disparity: When a health outcome is seen to a greater or lesser extent between specific population groups. Health equity: Achieving the conditions in which all people can realize the highest level of health possible, without limits from structural inequities. Morbidity: Illness or lack of health caused by disease, disability, or injury. Mortality: A measure of the incidence of deaths in a population. Social determinants: Structural factors and conditions in which people are born, grow, live, work and age, that impact health. Edina Comprehensive Plan Community Health Chapter Draft 09-30-19 12-2 • Public health is about local needs. This means identifying what a community needs to improve health and assuring effective action which uses local assets to solve unique challenges. The mission of the Edina Public Health Division is to protect the health and promote the general well-being and welfare of the city’s residents, and to prevent disease and illness in the community. Accomplishing this mission involves a range of programs and initiatives, run directly by the City and through its public partners. This chapter provides a policy framework for continued progress on the division’s mission and goals. However, the vision for a healthy community in Edina is bigger than just the charge to one division. This chapter also outlines a “health in all policies” approach, wherein health is systematically addressed and included in policies throughout the plan. Addressing health and wellness is essential to ensuring a sustainable community, and to maintaining the high quality of life enjoyed by Edina’s residents. Background The city has long had a Public Health Department, and the promotion of public health is a core value which is promulgated through numerous regulations and initiatives – both directly through the city and in partnership with others. The City of Edina is designated as a Community Health Board (CHB) by Minnesota Statute 145A. A CHB is the legal governing authority for local public health in Minnesota, and community health boards work with the Minnesota Department of Health (MDH) to promote the public's health. The City Council acts as the CHB governing body and is responsible for fulfilling the statutory duties of a CHB, which are to: 1. Assure an adequate local public health infrastructure by maintaining the basic foundational capacities of a well-functioning public health system that include: o Data analysis and utilization o Health planning o Partnership development and community mobilization o Policy development, analysis and decision support o Communication o Public health research, evaluation and quality improvement Example: Assess health priorities with community input; develop community health improvement plans to address identified needs and monitor progress. 2. Promote healthy communities and healthy behavior through activities that improve health in a population, such as: o Investing in healthy families o Engaging communities to change policies, systems or environments to promote positive health or prevent adverse health o Providing information and education about healthy communities or population health status o Addressing issues of health equity, health disparities, and the social determinants of health Edina Comprehensive Plan Community Health Chapter Draft 09-30-19 12-3 Example: Minimize tobacco use and exposure among residents through policy change such as raising the purchasing age to 21 years (“Tobacco 21 Ordinance”). 3. Prevent the spread of communicable disease by preventing diseases that are caused by infectious agents through: o Detecting acute infectious diseases o Ensuring the reporting of infectious diseases o Preventing the transmission of infectious diseases o Implementing control measures during infectious disease outbreaks Example: Monitor immunization levels and perform outreach to high-risk groups; run immunization clinics; investigate outbreaks and conduct contact interviews with exposed individuals. 4. Protect against environmental health hazards by addressing aspects of the environment that pose risks to human health, such as: o Monitoring air and water quality o Developing policies and programs to reduce exposure to environmental health risks and promote healthy environments o Identifying and mitigating environmental risks such as food and waterborne diseases, radiation, occupational health hazards, and public health nuisances Example: Conduct restaurant and swimming pool inspections, respond to reports of unsanitary and uninhabitable housing conditions, and inspect indoor air quality of parking garages in multi- unit dwellings. 5. Prepare and respond to emergencies by engaging in activities that prepare public health departments to respond to events and incidents and assist communities in recovery, such as: o Providing leadership for public health preparedness activities within a community o Developing, exercising and periodically reviewing response plans for public health threats o Developing and maintaining a system of public health workforce readiness, deployment and response Example: Share resources with Bloomington and Richfield for Public Health Emergency Preparedness activities; hold events simulating natural disasters or mass dispensing of medication in response to an outbreak or other threat. See Community Services and Facilities chapter for more information on emergency preparedness measures. 6. Assure health services by engaging in activities such as: o Assessing the availability of health-related services and health care providers in local communities o Identifying gaps and barriers in services Edina Comprehensive Plan Community Health Chapter Draft 09-30-19 12-4 o Convening community partners to improve community health systems o Providing services identified as priorities by the local assessment and planning process Example: The City’s annual agreement with Edina Public Schools to provide funding for chemical dependency services. Current Conditions Municipal Structures The Edina Community Health Commission (CHC) is comprised of volunteer residents serving in an advisory capacity to the Edina CHB (City Council). A representative of the CHB is appointed annually to represent the City on the State Community Health Services Advisory Committee (SCHSAC). A CHC member has filled the SCHSAC seat in recent years. The Health Division of the Edina Police Department provides Environmental Public Health services to residents, such as regulation of food, pool, lodging, body art, and massage establishments, housing and code enforcement inspections, noise complaint response, and public health nuisance investigations. Additional Public Health services such as health education and promotion, communicable disease prevention programs, public health nursing services, home health visits, maternal and child health services, health assessments and public health emergency preparedness are provided to Edina residents through a contract with Bloomington Public Health. Population Health Status It is difficult to assess the health status of Edina residents at the population level. This is in large part due to a lack of Edina-specific health data. Where data are available (often because it can be aggregated by zip code following statewide data collection), there are frequently limitations to what can be inferred, in part related to data privacy concerns regarding the sharing of health information for individuals. Some examples providing key, albeit imperfect, information about Edina residents are below: Incidence of Chronic Disease. According to the Minnesota Department of Health, Edina has low rates of hospitalization from both chronic obstructive pulmonary disease (COPD) as well as asthma when compared to neighboring suburbs. While COPD predominantly affects the elderly, asthma hospitalization is a greater risk for pediatric populations, especially those living below federal poverty levels. In an effort to maintain strong respiratory health at all ages by preventing tobacco use, exposure and addiction, in 2017 the City passed an ordinance limiting tobacco sales to those over age 21. Youth Health The Minnesota Student Survey is another rich data source. The survey is administered every three years of middle school and high school grades with voluntary participation. Data are available at the school district level, including Edina School District. More information about the survey and recent results can be found in a resource section at the end of the chapter Consistent Edina Comprehensive Plan Community Health Chapter Draft 09-30-19 12-5 with other health data, Edina students typically are above statewide averages in terms of their well-being. Reflecting broader regional and state trends, there has been a consistent reported decline over the past ten years in many of the risky and negative behaviors tracked among students. There are a few notable exceptions: • Recent data show a possible upward trend in alcohol/tobacco use among 9th grade girls. It also confirms the uptick of e-cigarette consumption. Rates are still below state averages for the same time period. • There has been a reported increase in online bullying, counter to a trend of declining physical bullying. • There has been a substantial increase in the number of students reporting that they have been treated for a mental health, emotional, or behavioral problem, particularly among girls. Adult Health Another source of information that can help to triangulate current health conditions in Edina is the Adult Survey of the Health of All Populations and the Environment (SHAPE). In Hennepin County, SHAPE has been administered every four years since 1998, surveying randomly chosen adults about their health. In this survey, Edina is grouped with Richfield and Fort Snelling in the category of South Suburbs – Inner Ring. While it captures some overall health perceptions and specific conditions such as overweight, asthma, diabetes and hypertension, it is very difficult to evaluate where Edina sits relative to other communities in this area. Overall, the survey suggests that the majority of people in the area think their health is excellent or very good (over 65%), and that the highest reported health concerns are being overweight (33%) or having high cholesterol (32%). It is unknown if these aggregate numbers represent Edina. The City of Edina 2017 Quality of Life Survey asked a few questions of residents related to health, summarized below: • 92% thought health and wellness opportunities in Edina are “excellent” or “good.” • 86% thought the City’s public health services were “excellent” or “good.” • 4% had been in contact with the health department during the course of the year. • 75% thought fitness opportunities (including exercise classes and paths or trails, etc.) are “excellent” or “good.” • 1500 surveys were sent out with 477 respondents for a 34% response rate to the 2017 Quality of Life Survey. In terms of understanding baseline health status and trends over time, it would be highly beneficial if Edina were able to build on these sort of satisfaction-driven questions as well as collect baseline city-specific data relevant to disease prevalence, mental health needs, environmental exposures, or other metrics. Health Care Resources In addition to the community health services provided through the Health Department, there are private health services and facilities serving Edina. Edina Comprehensive Plan Community Health Chapter Draft 09-30-19 12-6 Generally speaking, the Edina area has excellent access to health care facilities, as well as health education and wellness programs. In addition to a level two trauma center within the City, there are numerous smaller specialty clinics, medical offices, dental services, and ambulatory surgical centers serving Edina. Most are located in and around the Greater Southdale area. At the regional level, other major medical centers provide access to specialty care as needed. Trends, Challenges and Opportunities Many factors combine to affect the health of individuals and communities. At the time this plan was developed, the following factors were emerging or priority issues to be addressed over the next ten years: Health, Economic, and Racial Disparities Disparities exist across many factors in the city including health, economics, and race. Structural inequities occur when structures or systems of society—such as finance, housing, transportation, education, social opportunities, etc.—are designed in such a way that they benefit one population unfairly (whether intended or not). One example of a disparity in Edina is that from 2012-2016 there were lower than average rates of health insurance coverage among certain groups including non-US citizens (83.1%), people with less than a high school education (80.0%), and individuals of color (89.6% for Black or African American; 81.5% for Alaska Native or American Indian; 74.4% for Hispanic or Latino) despite fairly high health insurance rates in the city overall (97.4%). Premature death, defined as dying before age 65, is used to identify largely preventable causes of death impacting our community. On average from 2013-2015, 10% of white individuals died before 65 compared to 31% of individuals of color living in Edina. Blacks in Edina are especially disparate with 42% of premature deaths. Additionally, according to 9th grade responses in the 2016 Minnesota Student Survey, 64% and 44% of Hispanic and Black students respectively respond to enrollment in Free and Reduced Lunch program compared to just 3% of white students in Edina. See the resource section at the end of the chapter for further illustrations of racial and income disparities in Edina. Edina: A Community of Learning. Edina has a prized education system of high-quality public schools. The Community Health chapter of the Comprehensive Plan recognizes the importance of extending the benefits of education to the entire community, and to people at all stages of life. Public education about health is a core component of the Public Health Division’s role, including: • Conducting and sharing research and analysis to support policy and program development • Providing information and education about healthy communities or population health status • Tracking public health indicators in Edina, and working to expand the amount and quality of data available • Working with Edina Public Schools on public health partnerships Edina Comprehensive Plan Community Health Chapter Draft 09-30-19 12-7 Transportation & Mobility Transportation is an integral component of an individual’s health, from utilizing transportation to access healthy foods and healthcare, to walking and biking for exercise as well as travel. The City will consider the health benefits of an active transportation system when development and road construction projects are designed and constructed. Adequate transit access is another part of a transportation system that supports healthy living. While a ‘circulator’ for seniors debuted in 2018, it will be important to build upon and track success with that investment. Access to Healthy Foods While Edina has an array of healthy food resources, it has fewer community food service programs than both Bloomington and Richfield, according to a 2013 Community Food Assessment. See the resource section at the end of the chapter for a map of Edina Community Food Asset Locations and additional information from the assessment. It will be important to assess whether the food service programs provided are adequate to meet existing and future community needs. Aging Population The aging population will require adjustments in many areas, from expansion of care facilities to adding senior-focused recreational opportunities. According to the 2012-2016 American Community Survey, disability rates are higher for seniors in Edina. 60% of those aged 65 and older are disabled (two-thirds of those are over age 75). This includes hearing, vision, cognitive, ambulatory and self-care difficulties. Providing a full spectrum of community services to support aging in place will be critical. Mental Health and Social Connectedness There is an increasing need for mental health services for all ages in the city, from elementary and middle school children to seniors. Social connectedness contributes to improved mental and physical health in people of all ages. In older adults, social conditions like loneliness and isolation have a significant negative impact on long-term health and wellbeing. As Edina continues to age and the number of adults living alone continues to increase, strategies to address social isolation will become important to improve community health. According to the 2014 SHAPE survey, nearly 25% of the population in Hennepin County had been diagnosed with depression and another more than 20% with anxiety. The numbers were slightly higher in the south suburbs (which would include Edina) than the county at large. While it is not possible to tease out Edina specifically given the survey design, these are staggering numbers that indicate the need for mental health support in our community and surrounding areas. As noted in the Youth Health section, the Minnesota Student Survey indicates that mental health concerns are surfacing among the younger generation as well. Addiction and opioid abuse/overdose are growing issues across the state, as well, including in Hennepin County. Municipal activities such as first responder training with naloxone (an opioid antagonist used to reverse overdose) are important, as are sufficient community resources to address mental health needs, treatment, and prevention. Housing Safe and affordable housing is one of the most basic and powerful social determinants of health. Quality housing improves the health of vulnerable populations and is a cornerstone of a strong and healthy community. The City will continuously evaluate housing policies and regulations to provide safe and affordable housing for residents of all ages, cultural backgrounds, and social demographics. This might include enhanced efforts to address the large proportion of homes that register elevated radon levels. Edina Comprehensive Plan Community Health Chapter Draft 09-30-19 12-8 The City will also look at ways to support sustainable housing. Homelessness disparities were pronounced among black 9th graders in Edina (14% compared to 5% among white students) as measured in the 2016 Minnesota Student Survey. Additional information on affordable housing in Edina is provided in the Housing Chapter. Recommendations To effectively address the trends and challenges identified above, it is recommended that Edina commit to the following actions: Enhance Data Collection Collection of quality health-related data, especially at the city level, is becoming increasingly difficult and expensive. Traditional survey methods like mail or landline telephone use are typically answered by only certain demographics which results in poor quality data that does not represent the community as a whole. The City will research and invest in collection methods for quality, city-specific health data to better inform local decisions. The City will study best practices, including around privacy protections, and work to design a comprehensive public health survey that can be used consistently from year to year with flexibility to ask detailed questions about emerging trends. Address Social Determinants of Health Health is a critical aspect of planning. In fact, a community’s plan for housing, transportation, land use, parks, and economic development encompasses the largest factors that determine one’s health. “Social determinants of health” are structural factors and conditions in which people are born, grow, live, work and age. Most premature deaths are connected to these determinants, like air and water quality or access to physical activity and healthy food. Since the practice of community planning plays a significant role in shaping the built environment, local planning can have real and significant impacts on community health. The comprehensive plan is a tool to strategically increase health and reduce health disparities for all. Edina Comprehensive Plan Community Health Chapter Draft 09-30-19 12-9 Source: Checklist: Comprehensive Planning for a Healthy Community, Metro Healthy Comprehensive Planning Workshop Use a Health in All Policies Approach “Health in All Policies” is a collaborative approach to improve health by incorporating health considerations into decision-making across all policy areas. A Health in All Policies approach will be embedded in decision-making across all policy areas within the city. Questions to be addressed while pursuing this strategy include: a. Does it empower those that live and work in Edina to support their physical, mental and social well-being? b. How does this decision affect social determinants of health? c. How will this decision reduce health disparities and improve health equity? i. Health Disparity – When a health outcome is seen to a greater or lesser extent between populations, there is a health disparity. Populations may be defined by race, ethnicity, gender, sexual orientation, age, disability, socioeconomic status, or location. ii. Health Equity – Achieving the conditions in which all people have the opportunity to realize their health potential – the highest level of health possible for that person- without limits imposed by structural inequities. Data Collection Goal: Improve the quality and availability of city-specific public health data in Edina to inform policy development and monitor impacts. 1. Research and invest in collection methods for quality, city-specific health data to better inform local decisions. 2. Study best practices, including around privacy protections, and work to design a comprehensive public health survey that can be used consistently from year to year with flexibility to ask detailed questions about emerging trends. 3. Work with public and private sector partners on joint data collection and data sharing initiatives, particularly when providing community-specific results. Edina Comprehensive Plan Community Health Chapter Draft 09-30-19 12-10 Additional Resources Edina Comprehensive Plan Community Health Chapter Draft 09-30-19 12-11 There are 15 grocery stores in Edina, including six supermarkets, six convenience/limited grocery stores, and three small grocery stores. Three of these stores accept WIC and 12 accept SNAP/EBT. There are no ethnic markets in the city. The City of Edina piloted a community garden in summer 2013, which offers garden plots to city residents at a nominal fee, and an Edible Playground Garden that is open to families of registered playground program participants. Edina also has two farmers markets. The City-run market has 32 vendors including those selling locally grown produce and an extensive variety of other locally produced foods product such as breads and specialty bakery goods, candies, jams and other items. The Edina Farmers Market began accepting SNAP/EBT at the beginning of its 2013 market season but does not accept WIC. In 2013, Fairview Southdale Hospital opened the Farm to Fairview Farmers Market with four vendors who sell a variety of locally grown produce. The Farm to Fairview market does not accept EBT or WIC. Edina has one privately owned farm stand open seven days a week during the summer growing season. There are four CSA farm drop sites in Edina, only one of which is located near low-income dense residential areas and a bus line. Given the substantially smaller number of low-income residents in Edina, there are fewer community food service programs within city limits. There is one community dining site located in a housing complex that serves senior residents. There are four meal delivery and four grocery delivery services. There are two mobile food shelf drop sites located at apartment buildings within city limits, but these services are limited to residents only. There are no Fare For All drop sites in Edina. Healthy, low-cost or free food options in Edina are limited, which presents challenges for low-income and senior residents with mobility issues and fixed incomes. 40.66% 0.00% 0.00% 2.39% All Edina Children, 3.25% 0% 5% 10% 15% 20% 25% 30% 35% 40% 45% Black or African American Alone Hispanic or Latino Asian Alone White Alone -Not Hispanic or Latino Child Poverty by Race & Ethnicity in Edina- 2015 Edina Comprehensive Plan Community Health Chapter Draft 09-30-19 12-12 13-1 13. Heritage Preservation Chapter Highlights The Heritage Preservation Chapter of the Comprehensive Plan discusses the City’s Heritage Preservation Commission and its ongoing efforts to recognize, honor, appreciate, and make accessible the City’s past. It is the mission of the Commission to preserve the City’s historically significant resources (sites, districts, buildings, and objects) and ensure that they will be available for future generations to provide a sense of identity and continuity in a rapidly-changing world. It is the belief of the Commission that these things reflect and shape values and aspirations and thereby contribute to the City’s identity. This chapter includes: • Description of the process by which historic resources gain Heritage Landmark designation • Brief description of existing heritage resources and their historical contexts • Heritage resource goals and policies Heritage preservation goals are summarized under six program areas: • Program Area 1 - Preservation Planning • Program Area 2 - Identification of Heritage Resources • Program Area 3 - Evaluation of Heritage Resources • Program Area 4 - Designation of Heritage Landmarks • Program Area 5 - Design Review and Compliance • Program Area 6 - Public Education and Outreach Introduction The Edina Heritage Preservation Commission (formerly the Heritage Preservation Board) is a seven-member body appointed by the Mayor to advise the City Council, City Manager, other City boards and commissions, and staff on all matters relating to the protection, management and enhancement of heritage resources. The mission of the Heritage Preservation program is to preserve Edina’s heritage resources by protecting historically significant buildings, sites, structures, objects and districts. The centerpiece of the city preservation program is the Edina Heritage Landmarks Registry, which is essentially the local government equivalent of the National Register of Historic Places. Properties are designated Heritage Landmarks or Heritage Landmark Criteria guiding the Edina Heritage Preservation Commission and City Council in evaluating potential Heritage Landmark designations: • An association with important events or patterns of events that reflect significant broad trends in local history. • An association with the lives of historically significant persons or groups. • An embodiment of distinctive characteristics an architectural style, design, period, type of construction; possess high artistic values, or represents a significant and distinguishable entity whose components may lack individual distinction • Important archaeological data or the potential to yield important archaeological data. Edina Comprehensive Plan Heritage Preservation Chapter Draft 09-30-19 13-2 Districts by the Edina City Council, upon nomination by the Heritage Preservation Commission. The Heritage Landmark program is administered by the City’s Planning Department. The purpose of this Comprehensive Plan chapter is to help decision-makers plan for the wise use of heritage resources. The Heritage Preservation Chapter also helps improve city officials’ understanding and awareness of the role heritage preservation plays in the delivery of important municipal services. Equally important is the comprehensive nature of this chapter, which, in scope, is integrated with other city planning efforts and provides an efficient and effective means of evaluating the performance of the heritage preservation program. How Historic Resources Gain Heritage Landmark Designation: 1. The terms historic property and heritage resource are used interchangeably and refer to buildings, sites, structures, objects and districts that are of historical, architectural, archaeological, or cultural interest. 2. The Edina Heritage Landmark program focuses solely on the preservation, protection and use of heritage resources that meet established criteria for historical significance and integrity. 3. In order for a property to qualify for registration as a Heritage Landmark, it must meet at least one of the preservation ordinance eligibility criteria by being associated with an important historic context and by retaining integrity of those physical features necessary to convey its significance. 4. If the property appears to qualify for landmark registration, the Heritage Preservation Commission directs its staff to prepare a written nomination report, which is submitted to the City Council. 5. Following a public hearing, the Council may formally designate a landmark by resolution. Historic Cahill School was built in 1864 and was located near the intersection of 70th and Cahill. It served as the center of Edina’s Irish community, providing a gathering place for school, meetings, church services, and social events. It was used by the congregation of St. Patrick’s Catholic Church until 1958. It is on the National Register of Historic Places. Edina: A Community of Learning. Edina has a prized education system of high-quality public schools. Edina’s education system is a major factor that has contributed to the City’s growth and success, and extending education beyond the classroom will enhance livability and help create a stronger community. Heritage Preservation, a potential vehicle for learning, can be incorporated in the City’s parks, in the delivery of community health programs and services, in the development of transportation infrastructure, and in artistic programs. Edina Comprehensive Plan Heritage Preservation Chapter Draft 09-30-19 13-3 Trends and Challenges Heritage Resources Inventory Between 1972 and 2018, the Edina heritage preservation program carried out more than a dozen major studies to survey historic properties. As used in preservation planning, survey refers to the process of identifying and gathering information on a community’s heritage resources. It includes field survey (the physical search for and recording of historic properties) as well as historical research in documentary sources. An inventory is one of the basic products of a survey. As a result of these activities, more than 600 historic properties within the Edina city limits have been investigated as part of surveys sponsored by the Heritage Preservation Commission, and 11 properties have been designated Edina Heritage Landmarks: These are listed in the Appendix to the Comprehensive Plan. In addition, the Heritage Preservation Commission has determined that 79 properties are eligible for heritage landmark registration. These, too, are listed in the Appendix. The heritage resource identification and evaluation effort is ongoing, and as of 2018, it is estimated that approximately 75 percent of the city remains un-surveyed for heritage resources. Historic Contexts Historic contexts are the cornerstone of the preservation planning process. Historic contexts have been used since ancient times to organize information about historical events and to provide a rational framework for evaluating their importance. In the field of heritage preservation, historic contexts are planning constructs used to develop goals and priorities for the identification, evaluation, registration and treatment of historic resources. The City of Edina has employed a contextual approach to preservation planning since the 1970s. The initial statement of local historic contexts has been continuously refined, modified, added to, and elaborated on as new information and interpretations have become available. Edina’s 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 landscapes to denote a holistic, or ecosystem approach focusing on changing patterns of land use. Conceptually, each study unit represents a different historical environment within the 12,000-year arc of Edina area history, from the end of the last ice age to the present day. The Tier 1 contexts emphasize linking general categories of heritage resources with important broad patterns that describe major changes in the relationships between people and their surroundings. The first-tier historic contexts are city-wide in geographic scope: • American Indian Cultural Traditions, 10,000 BCE to AD 1862 • Agriculture and Rural Life, 1851 to 1959 • Suburbanization, 1883 to the present Southdale Center, Designed by Victor Gruen Associates, opened in 1956 and is the oldest fully enclosed, climate- controlled shopping mall in the United States. Site of the historic Edina Mill, one of the first of six gristmills to be built on Minnehaha Creek in Hennepin County between 1855 and 1876. Edina Comprehensive Plan Heritage Preservation Chapter Draft 09-30-19 13-4 Tier 2 historic contexts are more narrowly defined thematically, chronologically, and geographically. As their names indicate, these study units represent aspects of Edina history that are reflected in the kinds of heritage resources found at particular locations. In contrast with the Tier 1 study units, there is more emphasis on the development of neighborhoods and the characteristics of specific types of heritage resources. The Tier 2 historic contexts are: • Edina Mills, 1857 to 1932 • Morningside, 1905 to 1966 • Country Club District, 1922-1944 • Southdale, 1952 to 1975 • Country Clubs and Parks, 1909 to 50 years before the present • Minnehaha Creek, 10,000 BCA to 50 years before the present • Postwar Residential Neighborhoods, 1945 to 1975 • Midcentury Modern Architecture and Landscapes, 1934 to 1975 • Edina’s Recent Past, 1975 to the present • Morningside Bungalows, 1905 to 1930 A number of new historic contexts are currently being developed for the identification and evaluation of specific types of historic resources, such as churches, Cold War fallout shelters, American Foursquare style houses, and the Works Progress Administration Goals and Policies Guiding Principles This section of the Heritage Preservation chapter discusses the City’s heritage preservation goals, policies, and implementation steps, which were developed after consideration of the following guiding principles. 1. Heritage resources are scarce, non-renewable cultural resources and should be treated as critical assets for community development. 2. Heritage preservation is an important public service and a legitimate responsibility of city government. 3. Not everything that is old is worth preserving: strategic planning for heritage preservation must focus on historically significant heritage resources. 4. Saving significant historic properties for the benefit of future generations will always be in the public interest. Frank Tupa Park is located in northeast Edina on Eden Avenue, directly across from Edina City Hall. This one-acre park is the home of the Old Cahill School, visited throughout the year by students who want to experience a day of school in the 1800s. A Heritage Preservation Landmark overlay zoning designation was assigned to the Country Club District in 2003. Edina Comprehensive Plan Heritage Preservation Chapter Draft 09-30-19 13-5 5. Effective heritage preservation policies are those which create partnerships between the owners of heritage resources as city government. 6. Heritage preservation is about people, not things—significant historic resources should be preserved and protected, and used in a manner consistent with community values. Program Goals and Policies The city heritage preservation program is organized into six program areas: 1) preservation planning, 2) identification of heritage resources, 3) evaluation of heritage resources, 4) designation of heritage landmarks, 5) design review and compliance, and 6) public education and outreach. The organizational format reflects the Secretary of the Interior’s standards and guidelines for historic preservation as well as current professional practices in heritage preservation planning The heritage preservation program’s goals and policies are organized below to reflect consistency with the Interior Department’s standards and guidelines. Program Area 1: Preservation Planning Goals: 1. Adopt a Heritage Preservation Plan. 2. Integrate heritage preservation planning with other city planning for community development. 3. Develop strategies and establish priorities for the restoration and rehabilitation of City-owned heritage resources. 4. Participate in the federal-state-local government heritage preservation partnership. Policies: a) The City Council will adopt and maintain a Heritage Preservation Plan as part of the city’s Comprehensive Plan. b) All preservation program activities will be carried out in a manner consistent with the comprehensive plan. c) The City will use the Heritage Preservation Plan to establish policies, procedures, and plans for managing the preservation, protection, and use of significant heritage resources. d) The Heritage Preservation Plan will establish local historic contexts and the Heritage Preservation Commission will undertake research to revise and update these study units. e) The City will provide the Heritage Preservation Commission with the resources needed to prepare and implement the comprehensive heritage preservation plan. f) Because comprehensive planning is a continuous cycle, the Heritage Preservation Commission will periodically review and update the Heritage Preservation Plan. g) The City will continue to participate in the Certified Local Government (CLG) program and cooperate with neighboring cities and other communities in development their heritage preservation programs. Edina Comprehensive Plan Heritage Preservation Chapter Draft 09-30-19 13-6 Program Area 2: Identification of Heritage Resources Goals: 1. Identify, locate and collect information regarding significant heritage resources worthy of consideration in community planning. Policies: a) The Heritage Preservation Commission will carry out a comprehensive survey of heritage resources within the city limits and maintain an inventory of all properties recorded. b) The Heritage Preservation Commission will establish survey goals and priorities based on historic contexts. c) The results of heritage resource surveys will be systematically gathered, recorded, and made available to those responsible for heritage preservation planning. d) The City will provide greater access to the information generated by the heritage resources survey by investing in the technological infrastructure that will bring the information to all users who obtain information through the Internet. e) The City will make the heritage resources inventory data adaptable for Geographic Information Systems (GIS) users and map the location of heritage resources and their relationship to other layers of information. f) All surveys will be carried out by personnel who meet the Secretary of the Interior’s Professional Qualifications Standards (or other applicable qualification standards) within their professional field. Program Area 3: Evaluation of Heritage Resources Goals: 1. All heritage resources identified by survey will be evaluated for heritage landmark eligibility using established criteria applied within historic contexts. 2. The Heritage Preservation Commission will maintain an accurate, up-to-date inventory and map depicting the heritage resources evaluated as significant, including all properties designated or determined eligible for designation as heritage landmarks. Policies: a) For each property evaluated as eligible for heritage landmark designation the Heritage Preservation Commission 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. b) Determinations of landmark eligibility may be provisional and it may be necessary for the Heritage Preservation Commission to conduct additional studies prior to initiating the landmark nomination process. Edina Comprehensive Plan Heritage Preservation Chapter Draft 09-30-19 13-7 Program Area 4: Designation of Heritage Landmarks Goals: 1. Significant heritage resources will be designated Edina Heritage Landmarks or Landmark Districts. Policies: a) The Heritage Preservation Commission will nominate significant historic properties for designation as Heritage Landmarks or Landmark Districts by the City Council. b) 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. c) Each landmark nomination study will include a Plan of Treatment that will recommend property-specific approaches to design review and treatment. d) Except in extraordinary circumstances, the Heritage Preservation Commission will not nominate a property for landmark designation without the consent of the owner. e) The City may, upon recommendation by the Heritage Preservation Commission, nominate properties for listing in the National Register of Historic Places. Program Area 5: Design Review and Compliance Goals: 1. Protect Heritage Landmarks and Landmark Districts through design review and compliance with heritage preservation standards. 2. Carry out public facilities maintenance and construction projects in such a manner that significant heritage preservation resources are preserved and protected. The Edina Theatre, itself, is an Art Deco style motion picture theater. Built in 1934, the original design by Liebenberg and Kaplan featured a brick-faced, ziggurat-stepped façade with a tower, metal canopy and lighted sign. In 2004, the Edina Heritage Award was presented to the owner of the Edina Theatre in recognition of the careful reconstruction of the historic sign. The attention to detail, referring to the original 1934 plans during reconstruction resulted in a sign that continues to prominently identify downtown Edina. Edina Comprehensive Plan Heritage Preservation Chapter Draft 09-30-19 13-8 3. Encourage voluntary compliance with historic preservation treatment standards. Policies: a) 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 HPC. b) The City will develop partnerships with property owners to develop preservation plans for their properties, advise them about approached used in similar preservation projects, and provide technical assistance in historic property rehabilitation and restoration treatments. c) The Heritage Preservation Commission will work closely with the Planning Commission and other citizen advisory boards and commissions to ensure that heritage resource management issues are taken into account in planning for development projects. d) 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 Heritage Preservation Commission, which will advise the Planning Commission whether or not the requested action will have an adverse effect on a significant heritage preservation resource. e) When demolition or site destruction cannot be avoided, careful consideration will be given to mitigating the loss by moving the affected heritage resource to another location, recording it prior to demolition, or by salvaging architectural elements or archaeological data for reuse or curation. f) In cases involving permits that are not subject to design review, a reasonable effort will be made to preserve and protect important historical, architectural, archaeological, and cultural features. g) The Heritage Preservation Commission and its staff will work with the city manager, city engineer, community development director, and others to ensure that heritage preservation resources are taken into account in project planning. h) The Heritage Preservation Commission and its staff will review voluntary requests for design review of work that would not ordinarily be subject to regulation under the heritage preservation ordinance and issue Certificates of Appropriateness for projects that meet preservation treatment standards. i) The City will consider financial incentives for the preservation, rehabilitation, and adaptive use of heritage resources, including but not limited to tax incentives, grants, loans, easements, and subsidies. Program Area 6: Public Education and Outreach Goals: 1. Provide the public with information about heritage preservation resources and public history education activities. Policies: a) The Heritage Preservation Commission will design and maintain a high-quality heritage preservation page on the City’s website. b) The Heritage Preservation Commission will develop facilities and programs that interpret heritage resources for the public. Edina Comprehensive Plan Heritage Preservation Chapter Draft 09-30-19 13-9 c) The HPC will partner with the Edina Historical Society, neighborhood groups, and other community organizations with shared interests in the preservation, protection, and use of historic properties or to develop effective public education and outreach programs. d) All current heritage resource survey reports and other studies carried out under the auspices of the Heritage Preservation Commission will be published or made available to the public through other appropriate media such as the City’s website. 14-1 14. Arts and Culture Chapter Highlights This chapter looks at: 1) arts, creative expression, and culture in the City of Edina and 2) the Arts and Culture Commission’s efforts to tie these to the community in ways that will enrich residents and visitors and contribute to a high quality of living. In this sense, arts and culture are not to be viewed as isolated and abstract things and events but, instead, elements that are woven into the fabric of the community and linked to as many aspects of the community and life as possible. It is these linkages (some obvious, and others not so obvious) that will contribute to a community where arts and culture are always visible and in the consciousnesses of observers. This chapter discusses: • Historical contexts and inventory of the City’s arts and cultural events • Direct benefits of arts and culture to a City’s image and livability • The future vision for arts and culture • The City’s venues for artistic expression • Trends and challenges • Goals and objectives Six goals developed for this chapter are summarized below. Together, with policies developed for this chapter, the six goals will serve to inform the development of the Arts and Culture Commission’s annual work plans for the next ten years. Goal 1: Distribute and promote arts and culture across all of Edina to provide opportunities for people to come together in the creation and celebration of art and culture, building inclusive communities. Goal 2: Leverage the Edina Arts and Culture Commission (ACC) to form strong and enduring collaborative partnerships between the ACC and other Edina commissions and associations to incorporate arts and culture into planning and implementation processes. Goal 3: Improve and maintain dedicated spaces and venues for arts and culture; activate each with dynamic programming that includes a broad array of art forms and expressions accessible to all. Goal 4: Expand and continue to drive awareness of and participation in Edina’s Public Art program and art collection.. Vision and Challenges Vision – Edina will be a community where: • Everyday life is integrated with art, culture, expression, and creativity. • Community growth is coupled with arts and culture. • The number of people who appreciate, engage with and create art is increased. • Arts and culture are accessible and inclusive of all members of the community. • High value is demonstrated on arts and culture. • As a “creative city,” arts and culture positively impact livability, diversity, inclusion, and economic development. Challenges: • Demographic changes within the community. • Capture opportunities to integrate life- long learning and appreciation of the arts. • Demand for arts and culture experiences has currently out-paced the supply. • Need for a new Edina Art Center to accommodate the City’s growing demand for artistic and cultural activities. • Resistance to change. • Funding availability. Edina Comprehensive Plan 14. Arts and Culture Chapter Draft 09-30-19 14-2 Goal 5: Establish a formal role for artists and other creative thinkers to participate in forward-looking plans for Edina. Goal 6: Research, decide on, and implement the necessary funding and governance plans for supporting arts and culture in Edina. Introduction The City of Edina is well-known for excellence in quality of life, education, and parks and recreational facilities. In Edina and similar communities, there is a growing expectation that arts, culture, and creative expression are equally important to a vibrant and strong community. As highly-valued aspects of everyday life, arts and culture make substantial contributions to livability, the local economy, and cultural industry competitiveness. Toward these ends, the Edina Comprehensive Plan 2018 includes - for the first time - a stated commitment to arts and culture as part of the essential objectives for the City of Edina. As Edina moves into the next ten years, facing myriad changes in demographics and shifts in economic realities, the community can build cohesion and resilience based in part on the positive impact of arts and culture The highest-priority objectives for arts and culture are: 1. Incorporate arts and culture across all of Edina to provide opportunities for people to come together, share experiences, and build an inclusive and cohesive community. 2. Improve and maintain dedicated spaces and venues for arts and culture; activate each with dynamic programming that includes a broad array of art forms and expressions that are accessible to all. Edina Comprehensive Plan 14. Arts and Culture Chapter Draft 09-30-19 14-3 3. Incorporate arts and culture into Edina’s planning and implementation processes through strong collaborative partnerships. The City of Edina, during the life of this Comprehensive Plan, stands to benefit immensely from an intentional and deliberate approach to weave arts and culture into the very fabric of the community; and thus, engage as many people as possible and help the City reach its overall strategic goals. Current Conditions: Historic Contexts and Inventory The City of Edina’s vision statement (Vision Edina, 2015) describes the community as a “… preeminent place for living, learning, raising families, and doing business.” It also speaks to a “livable environment” as a distinguishing hallmark not only for our residents but also for those who work here and those who choose Edina as an entertainment destination. https://www.edinamn.gov/DocumentCenter/View/1629/Strategic- Vision-and-Framework-PDF?bidId= During the past 10 years covered by the most-recent comprehensive plan (2008- 2018), the City of Edina has moved well beyond its basic role of providing residential neighborhoods with high quality and effective urban services. In fact, Edina has steered toward innovative growth enabling the development of: • Commercial areas that offer more dining options • New entertainment venues and unique shopping zones • Places to relax, exercise, and enjoy our best-in-class lifestyle, including excellent parks, trails and green spaces Moving into the next decade, Edina is poised to build on these accomplishments while at the same time continuing to increase the quality of its livable environment. One of the most-impactful ways to do this is to weave arts and culture into the fabric of the community. Interestingly, it’s getting more difficult to define “arts and culture” as we move into the 21st Century. The national strategy firm LaPlaca Cohen conducts an ongoing longitudinal study called Culture Track, which is a national survey of people’s attitudes, motivators, and barriers to taking part in cultural experiences. Over time, respondents have demonstrated a vastly expanded definition of culture, which now includes not only traditional art forms, (e.g., opera, symphony concerts, ballet, and art museums) but also street fairs, food trucks, culinary arts, and popular music festivals. Audiences now describe culture as any activity that “ … questions what you already know; brings people who may not think they have much in common together; and broadens horizons, understanding of life situations and helps me learn about other peoples in the world.” When discussing the value of arts and culture, at both a community-level and to wider society, people typically begin with its intrinsic value: how arts and culture illuminate our inner lives and enrich our emotional world. In addition, it is understood that arts and culture have a wider impact on our economy, education, health and well- being, and community-building. In fact, arts and culture are valuable strategic resources, and Edina has an opportunity to apply those resources in exciting and effective ways. Edina Comprehensive Plan 14. Arts and Culture Chapter Draft 09-30-19 14-4 In the white paper titled “Creative Placemaking,” commissioned by The Mayors’ Institute on City Design, co-authors Markuson and Gadwa report on the results of extensive research on placemaking that is led by arts and culture. Their findings are outlined below: • Cities and neighborhoods no longer compete for major infrastructure commitments nor aspire to move up an urban hierarchy of look-alikes. Instead, they look beyond physical alterations and pay more attention to the animation of places with cultural and economic activity. • Significant arts and cultural investments revitalize local economies, create and provide jobs, nurture local businesses, and stabilize neighborhoods. • Arts-anchored revitalization encourages families and companies—even those without ties to the arts—to commit to place and to participate actively in remaking where they live and work. • Local arts offerings—public art, murals, art parades, art fairs and crawls, museums, performances, and open studio nights—offer people an opportunity to enjoy and participate. • Federal research shows arts and cultural participants are more likely to be civically engaged in their communities than non-participants, even after controlling for other factors (2006, National Endowment for the Arts). • A culture-based initiative is best when it is appropriate to local circumstances, not simply a replica of what other cities and towns are doing. The best projects nurture distinctive qualities and resources that already exist in a community and can serve community members while also drawing in visitors and new businesses. The role of arts and culture in this broad context is to increase the value of living in, working in, and exploring Edina, from the perspective of personal and communal experiences, as well as economic impact. By taking an informed and strategic approach to incorporating arts and culture even more deeply into the community, Edina has an opportunity to build upon its strengths and achieve its aspirational vision. Edina Comprehensive Plan 14. Arts and Culture Chapter Draft 09-30-19 14-5 Arts and Culture in the Comprehensive Plan There are two significant reasons for incorporating arts and culture into the City of Edina’s 2018 comprehensive plan: direct benefits to the community and positive economic impact. Arts and Culture Offer Direct Benefits to a Community Research has demonstrated many benefits to a community and its citizens when the arts and art centers are present and readily accessible. Arts and culture can: • Build community identity, pride, and status • Activate a vibrant community, where people of all ages are connected to one another • Increase the sense of welcoming, promote neighborhood cultural diversity, and create inclusive communities • Improve people’s sense of belonging to a community • Bring people together who might not otherwise come into contact with each other, increasing empathy and tolerance of others, and building social networks • Increase livability, which attracts people (especially visitors and highly-skilled workers) • Reduce stress, improve happiness, increase physical health • Attract businesses and increase economic investment Source: Joshua Guetzkow, How the Arts Impact Communities, 2002, Princeton University Center for Arts and Cultural Policy Studies. Edina Comprehensive Plan 14. Arts and Culture Chapter Draft 09-30-19 14-6 Arts and Culture Drive Positive Economic Impact Arts and culture have been shown to contribute to the economic vitality of a community. Studies have shown the positive impact that a strong portfolio of arts-related activities and destinations has on other businesses, including retail, hospitality and services. For example: • In a 2015 study completed by the Washington, DC organization Americans for the Arts, data demonstrated that the nonprofit arts and culture sector is “... a substantial industry in the State of Minnesota generating $1.2 billion in total economic impact annually.” • Creative MN has reported that the total economic impact of arts and culture on the City of Minneapolis alone totals $541 million, a number which includes both direct expenditures by arts organizations along with spending by audiences. • When a community attracts cultural tourists, it harnesses significant economic rewards. Researchers from Americans for the Arts estimate that 85.6 percent of the City of Minneapolis’ 7.8 million nonprofit arts attendees were residents of the Seven-County Twin Cities Metro Area, with 14.4 percent were non-residents. Non-resident attendees spend an average of 52 percent more per person than local attendees ($39.16 vs. $25.82) as a result of their attendance to cultural events. As would be expected from a traveler, higher spending was typically found in the categories of lodging, meals, and transportation. The data indicate that a vibrant arts community not only keeps residents and their discretionary spending close to home, it also provides jobs and attracts visitors who spend money and help local businesses thrive. Edina Comprehensive Plan 14. Arts and Culture Chapter Draft 09-30-19 14-7 Vision for Arts and Culture in Edina In taking the long view, the opportunity to deeply embed arts and culture into the Edina community inspires a vision of the future, so that in ten years’ time: Edina will be known as a community that embraces arts and culture, weaving it into all aspects of daily life. • The experience of living in Edina will be integrated with art, culture, expression, and creativity. • As it applies within the community, Edina will have expanded upon the meaning and impact of arts and culture. • Edina will have significantly increased the number of people who appreciate, engage with, and create arts and culture. • Arts and culture in Edina will be accessible accessible and inclusive of all members of the community, playing an important role in building bridges to create stronger, more collaborative, and diverse communities. • Edina will demonstrate that it places a high value on arts and culture through prioritization and provision of sustainable funding streams. • Edina will be seen as a “creative city,” where arts and culture positively impact livability, diversity, inclusion, and economic development. In addition, arts and culture will contribute to increased safety, aesthetics, expressiveness, and environmental stewardship, all to the benefit of the people who live, work, and visit. Edina has a strong history of arts and cultural activities that represent a wide array of experiences, including: • Edina Art Center • Public Art Edina • The annual Edina Art Fair • The John Philip Sousa Memorial Band concerts Edina Comprehensive Plan 14. Arts and Culture Chapter Draft 09-30-19 14-8 • The annual Edina Fall into the Arts Festival • The Edina Historic Museum in Arneson Acres Park • Edina Reads program • Edina High School plays and concerts (such as the annual Pops concert) • Morningside After Dark poetry and music events • The Edina Theater • Centennial Lakes Park summer concerts • Edina Student Art Show at the Edina Library • The Edina High School Teen Art Salon at the Edina Art Center • Edina’s collection of award-winning artworks Other arts and cultural activities in Edina contribute more subtly, such as: requirements for design elements in new buildings, the historic preservation of the Edina Country Club District, and city-wide signage. Our parks, trails and green spaces also contribute to the beauty and artistic impact the City offers. As a community, we recognize the need to create visual appeal throughout our City’s tangible assets and enliven our public spaces with performances, art installations, and participatory activities for all ages and abilities. Dedicated Venues and Spaces The City of Edina is fortunate to have several venues that currently offer opportunities to experience and participate in arts and culture activities, including: The Edina Promenade, Centennial Lakes Park, Edina Art Center, Braemar Park, and the 50th and France Business District. Moving forward, Edina will benefit from further development and activation at each of these venues as designated and recognized centers of art and culture activities. Edina can also explore the potential of identifying and creating additional venues for arts and culture, particularly alongside real estate development initiatives. In this way, Edina can increase the visibility and participation rate in arts and culture activities by utilizing and re-purposing the significant amount of public and park space already at our disposal. The Edina Art Center Perhaps most-recognizable among the venues dedicated to arts and culture in our community is the Edina Art Center (EAC). The EAC opened in 1976 with classrooms, studios and two small display galleries. The Edina Comprehensive Plan 14. Arts and Culture Chapter Draft 09-30-19 14-9 EAC is open 52 weeks per year. It currently serves 2,800 people annually with over 230 different class offerings, more than a dozen exhibitions, and nearly 100 different summer camps for children. In addition, 27 events are programmed by the EAC that are held outside the facility draw an estimated 33,000 additional participants per year. The EAC is one of six enterprise facilities owned and operated by the City of Edina within the Parks and Recreation Department, along with the Braemar Golf Course and Dome, Edinborough Park and Aquatic Center, Braemar Ice Arena, Centennial Lakes Park, and the Senior Center. The EAC is considered to be an ‘arts affiliate’, owned by the City of Edina - a municipality that operates under the Plan B form of government. As such, the EAC has benefitted from years of stable financial support and has not had to carry the overhead costs and intensive work effort of independent fund-raising activities. At present, the EAC is not proposing any changes to this arrangement (i.e., no shift to another governance model, such as a 501(c)(3) nonprofit organization) without first conducting extensive research and planning. For the last 40+ years, the Edina Art Center has served people of all ages and abilities with exhibitions and classes in the fine arts, including pottery and clay sculpture, watercolor, drawing, painting, jewelry, photography, printmaking, and classes for youth. The EAC has an outstanding reputation for arts-making experiences, with the pottery and ceramics classes considered especially top-notch and popular. Available classes and camps are typically sold out rapidly, often with a waiting list of eager prospective participants. Edina Art Center at 4701 W 64th St, Edina, MN 55435 Edina Comprehensive Plan 14. Arts and Culture Chapter Draft 09-30-19 14-10 Three separate, independent studies conducted within the past six years all concluded that an improved EAC is vital to the City of Edina: • 2012 Sutton Report found that the Edina Art Center was a cherished community asset but had challenges to remain competitive in the market, including building design and size, ADA compliance issues, circulation, and location. Two outcomes of the Sutton Report were the formation of the Arts and Culture Commission and the hiring of a full-time Edina Art Center director. • 2014 Schuler Shook analysis of physical space found that the Edina Art Center lacked sufficient size to meet its needs or allow for growth. • 2016 Grandview Task Force proposed to build a community center on the 3.3 acre Grandview site. That project featured a new and larger art center, along with a senior center, recreation spaces and underground parking. While the final proposed cost was significant, the proposal clearly indicated the viability and potential of a new art center. The current Edina Art Center is facing several challenges, all related to the limitations of the existing facility. 1. The EAC sits within a building that was originally designed as a residential dwelling. Through the years, the EAC has been modified to the extent possible in order to provide the space and facilities required for a functioning art center. Additional modifications are neither prudent financially nor feasible structurally. 2. The size of the facility is small and inflexible. As a result, the class and studio offerings are neither able to meet current demand nor adapt to future growth. 3. The facility is not compliant with the Americans with Disabilities Act. Individuals with physical disabilities, whether temporary or permanent, cannot fully navigate the space. 4. The location is secluded, not on or near public transit routes, and can be difficult to find. The surrounding area has very little foot traffic, and no nearby businesses or amenities. 5. Supply of available classes and camps - limited by the constraints listed above - is unable to meet demand, which decreases potential earned revenue. Edina Comprehensive Plan 14. Arts and Culture Chapter Draft 09-30-19 14-11 More than 2,800 participants use the EAC facilities each year; approximately 65 percent of whom reside outside of Edina. By developing a new EAC, there is an opportunity to grow the number and percentage of Edina residents taking part. With just under 1,000 Edina residents actively using the EAC each year, it currently attracts less than 2 percent of the community. Increasing that percentage is an achievable goal for a new, improved, and more accessible EAC with a greater number of offerings. Art and Artists in Edina The City of Edina owns a collection of original works of art, referred to as the Public Art Edina Permanent Collection. The collection originated in the early 1990s as part of the activities of the Edina Public Art Committee (now called Public Art Edina). With assistance from the Edina Community Foundation and oversight provided by the Edina Arts and Culture Commission, works of art are submitted for review and approval by the Edina City Council for acceptance in the Collection. The Public Art Edina Permanent Collection includes a variety of objects, including: stained glass (2 story window at Edina City Hall), sculpture (glass, steel, bronze, rock, marble and limestone, Black Belgian marble, ceramic), photographs, watercolors, pastels, mixed media, and oil paintings. The Collection is displayed throughout Edina: City Hall, Edina Senior Center, Edina Art Center, Hennepin County Library Edina Branch, Edina Promenade, Centennial Lakes Park, 50th & France Business District, Grandview Square Park, and Southview Middle School gymnasium. Edina Comprehensive Plan 14. Arts and Culture Chapter Draft 09-30-19 14-12 There are currently 40 works of art in the Public Art Edina Permanent Collection. The Collection is documented at the Edina Art Center (in a binder of information about each work of art in the collection) and information shared with the public on the Edina Art Center portion of the City of Edina website. Future use of this valuable collection will provide for greater exposure and appreciation across Edina. Adding works of art to areas of high traffic in commercial zones can enhance the feel and ambience of these locations. The City of Edina is rich with artistic talent and home to many strong supporters of arts and culture. There are a number of practicing visual artists, musicians, actors and directors, and writers, several of whom have been nationally recognized and award- winning, who reside in Edina. Deeper relationships between these artists and the community can be developed with a program of frequent and welcoming events that connect these individuals with Edina residents. Edina benefits when arts and culture are incorporated into daily life. As part of demonstrating shared values across the community, the City of Edina - in collaboration with artists and other creative thinkers - can develop a set of recommendations as part of the planning process that include spaces and opportunities to display works of art, venues for performances, and other dedicated community spaces where residents and visitors can share experiences of arts and culture that enhance Edina’s quality of life. Edina Comprehensive Plan 14. Arts and Culture Chapter Draft 09-30-19 14-13 Arts and Culture Commission The Edina Arts and Culture Commission was established in May 2013 to help build a vibrant community through art and culture, as the Edina City Council finds that the encouragement and enhancement of the arts in Edina is vital to the social and cultural well-being of the City and its residents. The Edina Arts and Culture Commission is, by City Ordinance, a formalized independent advisory board of the Edina City Council. Along with the Edina Art Center staff, this working Commission guides and supports general development of artistic initiatives in the City of Edina, including the Edina Art Center. The Commission provides recommendations to the City Council concerning collaboration, communication, facilities, activities and programs in arts and cultural activities. The Edina Arts and Culture Commission works in close collaboration with the City of Edina Government and all other City Commissions to incorporate the perspective and advantages of arts and culture across Edina, using the conceptual framework of “How can we help?” a. Help make Edina an outstanding community in every respect. b. Help sustain excellent quality of life. c. Help drive economic impact. d. Help the community adapt to changes over time. e. Help teach tolerance and empathy through cultural exchange and exposure. f. Help other Edina Commissions complete their assigned tasks, from the perspectives of creative placemaking and community-building. g. Help ensure that any culture-based efforts in Edina are matched to the community’s distinctive qualities and resources. Edina Comprehensive Plan 14. Arts and Culture Chapter Draft 09-30-19 14-14 Summary of Current Conditions Edina has an opportunity to build on its history of dedicating venues and sponsoring highly-regarded annual activities that provide arts and cultural experiences to thousands of people. Research has demonstrated that these resources and activities provide direct benefits to a community and offer lasting, positive economic impact. A community with vibrant arts and culture keeps residents and their discretionary spending close to home and also provides jobs and attracts visitors who spend money and help local businesses thrive. In addition, the City of Edina is rich with artistic talent and home to many strong supporters of the arts. By taking a coordinated, strategic approach to arts and culture over the next ten years, Edina will continue to utilize existing resources and also develop additional, improved venues and initiatives that will serve to embed arts and culture even more deeply into the community. This will increase the value of living in, working in, and visiting Edina. Edina: A Community of Learning. Edina has a prized education system of high-quality public schools. The Arts and Culture chapter of the Comprehensive Plan recognizes the importance of extending the benefits of education to the entire community, recognizing that art and culture can be vehicles for expanding awareness, increasing exposure, and instilling values. Collaborating with Edina public schools and Edina’s various municipal departments, the Arts and Culture Commission could: involve students and their parents in programs to: • Create and install visual art in parks, along City streets (consistent with the Living Streets Policy), and in commercial nodes. • Develop directional signage for installation along recreational trails • Recognize and honor the contributions of individuals who founded and built the City. Edina Comprehensive Plan 14. Arts and Culture Chapter Draft 09-30-19 14-15 Trends and Challenges Arts and culture occur within the context of time and place. That context includes a number of relevant trends and challenges that Edina will be facing in the coming years. Each can point the way toward opportunities for the arts to contribute meaningfully and productively to the community. Trends There are numbers of current and near-horizon trends that will have an impact on the way arts and culture are incorporated into daily life in Edina. Chief among these are: 1. Demographic changes: • Trends for Minnesota and Edina point to increased diversity and population density. • As population diversity increases, Edina will face issues of inclusion, equity, and accessibility around characteristics such as race, socioeconomic class, culture, and creed. • Aging, especially aging in place, is a demographic trend that will particularly affect Edina. Ensuring accessibility for all is key. • Opportunities: Plan arts and culture initiatives that are inclusive of all ages, abilities and backgrounds. See Goals 1, 3, and 5 below. 2. Interest in lifelong learning continues to grow, with people seeking experiences that inform and inspire: • Opportunities: Increase offerings for Edina residents to participate in classes and other events that combine arts and culture with learning and education for all ages and abilities. See Goals 1 and 3 below. 3. The definition of “culture” is evolving rapidly and now includes a range of experiences and activities that involve events at which people gather and interact, in what has been termed a “meeting of like-minded strangers”. • Art as activism is increasingly apparent, with artists responding to current events and community changes. • Opportunities: Leverage arts and culture initiatives to bring Edina citizens together as a community. See Goals 1, 2, 3 and 4 below. 4. Technology and social media continue to change rapidly; we can know more and find it fast, but we can also become isolated and be susceptible to phenomena like fake news or scams. • There is also a push back against technology, which recognizes the value of face-to- face contact (examples include local meet up groups or the maker culture). • Opportunities: Utilize technology to inform and invite participation in arts and culture activities. See Goal 1 below. • It is important to take note of trends that may be specific to the Edina community 5. Shifting demographics and politics - Edina is becoming more heterogeneous, with more points of view which can differ significantly on some pertinent issues. 6. Commercial development and changes are taking place and/or are planned for areas such as Southdale, 50th and France, Grandview, and Pentagon Park. Edina Comprehensive Plan 14. Arts and Culture Chapter Draft 09-30-19 14-16 7. Opportunities: Use arts and culture activities and perspectives to support a resilient and cohesive community in Edina. See Goals 1 through 5 below. Challenges A number of current and near-horizon challenges will have an impact on the way that arts and culture are incorporated into daily life in Edina. Chief among these include: 1. The demand for arts and culture experiences is currently out-paced the supply. • There is an established need for a new Edina Art Center. There is a strong opportunity to increase both the overall customer base and the percentage of Edina residents taking part in the offerings of the Edina Art Center. • Opportunities: Provide additional arts and culture experiences for citizens and visitors of Edina. See Goals 3 and 6 below. 2. There will be a number of changes to the city, including real estate development • There can be tension between property development and maintaining historic continuity. This will have an impact on potential location of a new art center • Resistance to change is common in most communities, including Edina. That requires a thoughtful, creative, and community-engaged planning process. As population density increases, there is a need for an intentional approach to design that allows for necessary change, but respects history and local neighborhood identity. • Development plans for the Southdale area are likely to lead to numerous changes to that part of Edina. • There are risks in the local retail sector: reduction in bricks-and- mortar retail stores, likely increases in experiential customer focus, more restaurants and entertainment venues. • Opportunities: Incorporate arts and culture perspectives to engage the community, add creativity, and augment decision-making. See Goals 2, 5, and 6 below. 3. Funding and organizational structures for arts and culture can be improved • Funding for arts and culture remains a challenge. It is important for arts and culture efforts in Edina to take a strategic and planned approach to fund-raising and sustainable funding models. There are opportunities in Minnesota, such as the Legacy Amendment Funding1, that might be tapped. • Opportunities: Establish sustained funding models for arts and culture in Edina. See Goal 6 below. 4. Transportation undergoing a number of significant changes • The next ten years is likely to see an increase in hybrid and electric cars, light rail lines and services, and the implementation of assisted and/or autonomous vehicles. 1 In 2008, Minnesota passed the Clean Water, Land and Legacy Amendment to the State Constitution. This Amendment increased state sales tax by three-eighths of one percent, from July 1, 2009 through 2034. A portion of the revenue (19.75%) is dedicated to The Arts and Cultural Heritage Fund which is used to support arts, arts education and arts access, and to preserve Minnesota's history and cultural heritage. Based on current sales tax revenue, Minnesotans will invest more than $1.2 billion in arts and cultural heritage fund projects and programs over the 25-year life span of the tax. Edina Comprehensive Plan 14. Arts and Culture Chapter Draft 09-30-19 14-17 • Edina is also anticipating an increase in walking and bicycling. • Opportunities: Incorporate a creative placemaking perspective to enable Edina to embrace change over time. See Goals 2, 4 and 5 below. Summary of Trends and Challenges Edina is changing, along with the rest of the region and the country. As demographics shift and the community evolves, Edina is becoming more heterogeneous, and the investment in efforts that are inclusive and accessible will provide value. While change can be hard for any community, this can be eased when leaders are aware of the trends and challenges, so that they can anticipate and plan for the impact they will have on the city. Arts and culture initiatives can help enable Edina to take advantage of opportunities and therefore support the city’s overall strategic goals. Those opportunities are reflecting in the Goals and Policies listed below. Goals and Policies As Edina looks forward into the next ten years, there are six major goals for arts and culture that consider the Trends and Challenges listed above along with the unique needs and resources of Edina. The City of Edina, through its Arts and Culture Commission, prepares annual work plans that define how goals will be implemented. The first step in this process is the development of policies that will lead to a list of tactics or implementation steps. The tactics for arts and culture (presented below) are paired with the goals and policy statements. Recognizing that ten years is a long timeframe, the following tactics are listed with an understanding that they may shift and evolve over time and in response to changing conditions or unforeseen circumstances. Edina Comprehensive Plan 14. Arts and Culture Chapter Draft 09-30-19 14-18 Goal 1: Distribute and promote arts and culture across all of Edina to provide opportunities for people to come together in the creation and celebration of art and culture, building inclusive communities. Policy 1: The City will continue to support and promote arts and culture activities and programs across Edina. Goal 2: Leverage the Edina Arts and Culture Commission (ACC) to form strong and enduring collaborative partnerships between the ACC and other Edina commissions and associations to incorporate arts and culture into planning and implementation processes. Policy: The City will incorporate arts and culture into planning and implementation processes by supporting collaborative partnerships between the ACC and other Edina commissions and associations. Goal 3: Improve and maintain dedicated spaces and venues for arts and culture; activate each with dynamic programming that includes a broad array of art forms and expressions accessible to all. Policy: The City will continue to support dedicated venues for arts and culture, and actively support the construction of a new Edina Art Center. Goal 4: Expand and continue to drive awareness of and participation in Edina’s Public Art program and art collection. Policy: The City will continue to support the Edina Public Art program and art collection, including ongoing financial support. Goal 5: Establish a formal role for artists and other creative thinkers to participate in forward-looking plans for Edina. Policy: The City will actively seek and include the perspective of arts and culture to contribute to decision-making and policy-setting in Edina. Goal 6: Research, decide on, and implement the necessary funding and governance plans for supporting arts and culture in Edina. Policy: The City will work closely with the ACC to plan for sustainable financial support of arts and culture across Edina. Edina Comprehensive Plan 14. Arts and Culture Chapter Draft 09-30-19 14-19 Taken together, these goals and policies will serve to inform the development of the Arts and Culture Commission’s annual work plans for the next ten years and will enrich community life in Edina, drawing participation from residents and non-residents alike. The result of this is to reinforce the positive image of Edina as a preeminent place to live, work, and visit. The inclusion of a chapter dedicated to arts and culture as part of the 2018 City of Edina Comprehensive Plan is a powerful statement that recognizes the importance of arts, culture, and creative expression - which are as valuable to a vibrant and strong community as are quality of life, education, parks and recreational facilities. By incorporating strategies and objectives for arts and culture that are thoughtfully woven into the fabric of Edina, the plan increases the benefits to residents and visitors, and works in support of achieving the inspirational vision for the city as a “… preeminent place for living, learning, raising families and doing business”. 15-1 15. Implementation Chapter Highlights • This chapter provides some initial action steps for implementing the comprehensive plan, with a focus on the ten years prior to the next scheduled comprehensive plan update. • The chapter describes some of the commonly used tools and strategies that the City of Edina will deploy to achieve the goals and policies outlined in this plan. • The chapter also includes implementation steps from the topical chapters of the plan, with additional details added as to proposed timeline for implementation and the major entities that will be responsible for implementation. • As required, the chapter takes a closer look at zoning and land use regulation, since those are directly impacted by changes to land use guidance, and there are statutory requirements to ensure consistency between comprehensive plans and city zoning guidance. Introduction Plans are judged not only by the quality of their content but by the extent to which they are implemented as intended. The City of Edina undertook this plan update with the intention that it would provide a community vision of the future and be used by city staff and officials on a regular basis to guide decisions. The intent of this chapter is to show how goals and policies can be translated into action, guiding the ongoing work undertaken by the City and its partners. Another planning axiom is that a community plan is most worthwhile if it influences how a city writes its regulations or spends its money. Leadership and encouragement, while critical, are not sufficient alone to effect changes. To that end, this chapter makes a connection between policies and the City’s budgetary process, including the Capital Improvement Plan. While the comprehensive plan does not program specific yearly expenditures, it should be influential as to how those decisions are being made. Implementation Responsibility As this is the City of Edina’s comprehensive plan, the primary responsibility lies with the City itself to ensure the plan is implemented. However, the plan includes a vision beyond the scope of basic public services. To fully accomplish what the comprehensive plan envisions, partners are needed to work with the City on implementation. While this plan does not directly guide their actions, the intent it to show how ongoing work through a variety of partners can be coordinated together to increase overall impact and effectiveness in achieving shared goals. Definitions Official controls: locally adopted ordinances, policies, design guidelines, fiscal tools, and other regulations that direct, guide, and assist in development decisions Zoning ordinance: local ordinance that regulates the type, scale, and intensity of development in a community. Subdivision ordinance: local ordinance that regulates the subdivision and platting of land Capital improvement plan: a five-year financing plan created by a municipality to fund infrastructure such as roads, utilities, parks, and community buildings Edina Comprehensive Plan 15. Implementation Chapter Draft 09-30-19 15-2 Advisory Boards and Commissions City leadership and staff will implement the plan on an ongoing basis through decision-making, including city budgeting and provision of programs and services. One of the main ways the City of Edina implements the plan is through its system of advisory boards and commissions. The active volunteer members of these groups reflect the deep commitment of many Edina residents to support their city and maintain the community’s high quality of life. At this time, the list includes: • Arts and Culture Commission • Board of Appeal and Equalization • Community Health Commission • Construction Board of Appeals • Energy and Environment Commission • Heritage Preservation Commission • Housing and Redevelopment Authority • Human Rights and Relations Commission • Parks and Recreation Commission • Planning Commission • Race and Equity Task Force • Transportation Commission Many of these boards and commissions were involved in the development of this plan, to ensure that it was consistent with their own mission and goals to the extent applicable for a comprehensive plan. While the primary decision-making authority for the City of Edina remains with the City Council, these bodies of appointed members provide oversight, input, and guidance related to focus areas for the community. They are supported by Edina staff liaisons who provide direction for and assistance with meetings, activities, and initiatives. During the planning process for the comprehensive plan, the advisory boards and commissions guided the development of applicable draft chapters. During the plan implementation, their role will shift to providing oversight and input in the city’s work plan. Other Agencies Many other organizations and agencies are an important part of the implementation of the comprehensive plan. This is particularly true for areas that are important to the City of Edina, but the City itself is not the main implementing agency. Examples of these include Hennepin County, the Edina School District, Hennepin County Library, Nine Mile Creek Watershed District, Minnehaha Creek Watershed District, adjacent cities, and various neighborhood and community groups in Edina. The City will continue to coordinate as appropriate with these organizations on areas of shared interest and responsibility. Implementation Tools The City has numerous tools at its disposal to shape development patterns, protect natural and built infrastructure, and protect the quality of life for residents. Implementation strategies can be separated into several distinct ‘tool’ categories. Each tool has distinct characteristics that make it suitable for specific goals and circumstances. The tools available to the City comprise the City’s implementation portfolio. These tools include: Edina Comprehensive Plan 15. Implementation Chapter Draft 09-30-19 15-3 Education and Promotion – Formal programs or informal efforts undertaken by the City or in conjunction with the City to encourage voluntary actions by individuals or businesses that help fulfill the City’s desired future as described in the Comprehensive Plan. Incentives and Incentive Regulation – Inducements offered by the City alone or in partnership with others to elicit actions by individuals or businesses that move the City toward its desired future. The inducements or incentives can include: • Direct financial assistance such as cost sharing • Indirect financial assistance such as assistance in applying for grants, or with infrastructure improvements • Regulatory incentives such as flexible regulations and guidelines • Professional assistance incentives such as technical assistance in façade or infrastructure design, integration of historic elements, or meeting state or federal regulatory standards City Ordinances and Other Regulation – City ordinances, including zoning, subdivision, environmental, and other standards, as well as the administrative approvals process. Regulation includes: • Threshold standards such as minimum or maximum lot sizes and height requirements • Performance standards that regulate development impacts such as traffic or sewer capacity • Administrative standards such as information or analyses required for a development • Application and the order and timing of approvals by regulating authorities Managing Public Processes and Resources – Public investments and management decisions for infrastructure, public services, public lands, and public processes. Such investment or decisions can include: • Programming of public improvements through the Capital Improvement Plan (see Appendix for the City’s current CIP) • Water, wastewater, and transportation investments made by the City or ultimately managed by the City • Land acquisition, sale, or exchange for the purpose of preservation or development • Management decisions and expenditures for public resources such as streets, parks, and deployment of public services • Conducting studies and making decisions on enhancing or modifying the Comprehensive Plan or supporting documents Rarely will a single tool or category of tools be sufficient to achieve Comprehensive Plan goals. Most policies, and most of the preferred mix of land uses shown on the future land use map, require the use of several tools from different categories in order to be realized and sustained. The City must take a ‘portfolio’ approach in its implementation choices, recognizing that each category of tools has unique strengths and weaknesses. Edina Comprehensive Plan 15. Implementation Chapter Draft 09-30-19 15-4 Figure 15.1: Existing Zoning Edina Comprehensive Plan 15. Implementation Chapter Draft 09-30-19 15-5 Key Official Controls This section focuses on the key implementation ordinances and regulations that are the official controls that the City will use to implement the City’s Comprehensive Plan Update. Zoning Ordinance Zoning is the primary means of land use control. Minnesota State Statues (MS § 462.357) provides the authority for municipalities to enact zoning ordinances. Section 850 of the Edina City Code (see Chapter 8 – Land Use, Plats, and Zoning) contains the Zoning Ordinance. The Findings, Purpose and Objectives of that Section (850.01) state: The Council finds that Edina has emerged from an era exemplified by unparalleled growth and development and has entered a period of stability, reuse, and redevelopment; that some of the standards and regulations which guided initial development of the City are not appropriate for guiding future development and redevelopment ; and that standards and regulations for guiding future development and redevelopment should be based upon the stated goals, objectives, and policies of the Comprehensive Plan of this City, as from time to time amended, which constitutes the City’s statement of philosophy concerning the use of land within its jurisdiction. Through enactment of this Section, the Council intends to implement this statement of philosophy so as to provide for the orderly and planned development and redevelopment of lands and waters in Edina, to maintain an attractive living and working environment in Edina, to preserve and enhance the high quality residential character of Edina and to promote the public health, safety and general welfare. Among the objectives cited are: Maintain, protect and enhance single family detached dwelling neighborhoods as the dominant land use. Encourage orderly development of multi-family housing that offers a wide range of housing choice, density and location while maintaining the overall high quality of residential development. Encourage orderly development, use and maintenance of office, commercial and industrial uses which are compatible with the residential character of the City. This Section divides the City into districts and establishes minimum requirements for these districts as to the location, height, parking, landscaping, bulk, mass, building coverage, density and setbacks of buildings and structures and the use of buildings, structures, and properties for residences, retailing, offices, industry, recreation, institutions and other uses. This Section also provides procedures for the transfer of property to another district, procedures for the issuance of conditional use permits, establishes the Zoning Board of Appeals, provides for the administration of this Section, and establishes penalties and remedies for violations. This Section also establishes overlay districts designed to preserve buildings, lands, areas and districts of historic or architectural significance and to protect surface and ground water supplies and minimize the possibility of periodic flooding resulting in the loss of life and property, health and safety hazards and related adverse effects. Edina Comprehensive Plan 15. Implementation Chapter Draft 09-30-19 15-6 Minnesota State Law also requires consistency between a community’s zoning ordinance and its Comprehensive Plan. The City’s Zoning Ordinance will be reviewed to ensure consistency with the 2018 Comprehensive Plan Update. The City of Edina’s current zoning districts currently include: • Single Dwelling Unit District (R-1). The Principal use permitted in R-1 are buildings containing not more than one dwelling unit. • Double Dwelling Unit District (R-2). The Principal use permitted in R-2 are buildings containing two dwelling units. • Planned Residence District (PRD and PSR). The principal uses vary between single dwelling unit buildings, double dwelling unit buildings and residential townhouses or residential buildings containing six or fewer dwelling units. PRD-5. Rest homes, convalescent homes and nursing homes. PSR-3 and PSR-4. Buildings containing four or more dwelling units, all but one of which are senior citizen dwelling units. • Mixed Development District (MDD). The principal uses permitted in the MDD include buildings containing not fewer than ten dwelling units or senior citizen dwelling units with publicly owned park and recreational facilities, publicly owned or operated civic or cultural institutions, offices, suites hotels and commercial in some districts. • Planned Office District (POD). Uses permitted in the POD include business and professional offices. • Planned Commercial District (PCD). Principal uses in the PCD include commercial retail, business and professional offices, restaurants, medical uses, hotels among other commercial uses. • Planned Industrial District (PID). Uses permitted in the PID include manufacturing, compounding, processing, packaging, treatment and assembly of products and materials and warehousing. • Regional Medical District (RMD). Uses permitted in the RMD include hospitals, medical and dental offices, clinics, laboratories for research, diagnostic testing, analytical or clinical work, having a direct relationship to the providing of health services. • Automobile Parking District (APD). Permitted uses in the Automobile Parking District (APD) include Parking lots and drive-through banking facilities. • Heritage Preservation Overlay District (HPD). • Floodplain Overlay District (FD). • Building Height Overlay District (HOD). • Planned Unit Development District (PUD). PUD are determined by an approved plan. These will be revisited and modified as part of the comprehensive plan implementation, as described in the following implementation table. Historic Preservation Ordinance Minnesota State Statutes (MS § 471.193) sets forth the enabling legislation that provides for municipalities to engage in a comprehensive program of historic preservation, and to promote the use and conservation of historic properties for the education, inspiration, pleasure, and enrichment of the citizens of Minnesota. This Statute also provides for a municipality to establish a Heritage Preservation Commission and to delegate or assign powers to enable it to carry out a program of historic preservation activities. Edina Comprehensive Plan 15. Implementation Chapter Draft 09-30-19 15-7 Section 801 of the Edina City Code (see Chapter 8 – Land Use, Plats, and Zoning) contains the Historic Preservation Ordinance which establishes the Heritage Preservation Board and includes its duties and responsibilities. Subdivision Ordinance Minnesota State Statutes (MS § 462.358) sets forth the enabling legislation that provides municipalities the authority to enact subdivision regulations and dedication requirements associated with subdividing land. Section 810 of the Edina City Code (see Chapter 8 – Land Use, Plats, and Zoning) contains the “Subdivision Ordinance: Plats and Subdivisions.” This Section establishes physical standards, design requirements and procedures for plats and subdivisions of land to allow flexibility in the design of plats and subdivisions, to develop a consistency with and to help implement the zoning, building, and other applicable sections and provisions of the City Code, and to support and further the City’s Comprehensive Plan. This nexus between the Subdivision Ordinance and Zoning Ordinance is intended to provide for the establishment of uniform procedures and regulations for plats and subdivisions to preserve and enhance the value and viable economic use of property, to protect the character and symmetry of neighborhoods in the City, and to protect and further, and not frustrate, legitimate investment-backed expectations of property owners. The City will review, and update, the Subdivision Ordinance following Zoning Ordinance updates that will be needed to implement the Comprehensive Plan. Housing Plan The City will implement its Housing Plan through the goals, policies and action steps identified in Chapter 4: Housing. The City will continue to implement the adopted Livable Communities Act (LCA) Goals Agreement related to affordable housing, as further described in that chapter. Transportation Plan The implementation of the Transportation Plan will occur through many different avenues ranging from policy decisions to specific roadway improvements to multimodal enhancements such as bicycle and pedestrian facilities. Chapter 5: Transportation describes implementation strategies for the transportation element. The Capital Improvement Plan is an important tool for implementing this plan. Utilities and Infrastructure The most commonly used tools for utilities and infrastructure are described in Minnesota State Statutes (MS § 429), which confers the authority to cities to charge special assessments and user charges, as well as establish utilities, to pay for utilities and infrastructure. Chapter 7 Water Resources and its appendices provide additional information on the implementation plan for maintaining, upgrading, and expanding the city’s utility systems, including sanitary sewer, drinking water, and stormwater. The Capital Improvement Plan is an important tool for implementing utility and infrastructure improvements. Edina Comprehensive Plan 15. Implementation Chapter Draft 09-30-19 15-8 Implementation Actions The following table lists the major actions needed to implement the policy recommendations in each element of the plan. It briefly describes each action, designates its relative time frame (Short- term: 1-5 years, Medium-term: 6-10 years, and Long-term: 11+ years), and indicates which departments, agencies or interest groups should be involved, both in primary (bold) and secondary or advisory roles. This table is meant as a summary of chapter content, to allow viewing of actions in one location to make it more straightforward to track progress. See the individual chapter for more detail on implementation strategies, including a review of housing- specific tools in Chapter 4 Housing. Table 15.1: Implementation Actions Goal/Policy Topic Strategy/Action Steps Timeline Lead/Coordinating Agencies 3. Land Use and Community Design Land Use Topic 1: Zoning ordinance revisions Update the zoning code to be consistent with new future land use guidance. May include revisions to zoning district definitions, permitted densities, building height standards, building massing and setback standards, standards and guidelines for mixed use development, and other related changes that are consistent with the comprehensive plan. Short-term: within 9 months of plan adoption Planning Department, City Council, Planning Commission Land Use Topic 2: Subdivision ordinance revisions Review subdivision ordinance to ensure consistency with Living Streets Plan and other design guidelines for corridors in the city. Short-term Planning Department, Public Works, City Council, Planning Commission Land Use Topic 3: Development review process Evaluate and update the City’s development review process to clarify role and involvement of community input, including residents and neighborhood groups. Encourage review of plans at the conceptual plan level to incorporate feedback. Formal approval of plans by the City will still be based on fully engineered plan submittal. Short-term Planning Department, City Council, Planning Commission Land Use Topic 3: Subarea and topical studies Create small area or district plans for Edina’s business and industrial park areas, to provide guidance for area of potential change identified in land use chapter. Short-term Planning Department, Economic Development Office, City Council, Planning Commission Edina Comprehensive Plan 15. Implementation Chapter Draft 09-30-19 15-9 Table 15.1: Implementation Actions Goal/Policy Topic Strategy/Action Steps Timeline Lead/Coordinating Agencies 4. Housing Housing Topic 1: Housing Supply and Community Growth Assign responsibility for implementing all of the housing plan policies. Provide an annual progress report. Ongoing Planning Department, Planning Commission, Housing & Redevelopment Authority Create a financing plan for implementing all of the housing plan policies. Short Term City Manager, Planning Department, City Manager Develop a housing implementation strategy to guide future housing priorities and actions. Short Term Housing & Redevelopment Authority, Planning Department Housing Topic 2: Housing Affordability Provide active leadership to meet affordable housing needs for residents and workforce through land use and fiscal policies, and to manage funds accordingly. Ongoing Housing & Redevelopment Authority, Planning Department, Edina Housing Foundation Collaborate with the public, nonprofit, and private sectors in planning and developing housing, especially focused on the provision of mixed income, affordable, and other housing types the marketplace does not sufficiently provide. Ongoing Housing & Redevelopment Authority, Planning Department Encourage long-term management strategies for affordable housing, in cooperation with affordable housing organizations, to ensure the continuation of its affordability features to successive households. Ongoing Housing & Redevelopment Authority, Planning Department Continue to fund and expand financial and technical support of community land trusts that provide affordable housing within the city. Ongoing Housing & Redevelopment Authority, Planning Department, City Council Expand educational outreach to the larger metropolitan community about programs that are available in Edina to foster housing affordability and maintenance. Short Term Housing & Redevelopment Authority, Planning Department Address any regulatory barriers that unnecessarily decrease housing affordability without a counterbalancing benefit to the community. Ongoing Housing & Redevelopment Authority, Planning Commission, City Council Edina Comprehensive Plan 15. Implementation Chapter Draft 09-30-19 15-10 Table 15.1: Implementation Actions Goal/Policy Topic Strategy/Action Steps Timeline Lead/Coordinating Agencies Continue to implement the City’s inclusionary affordable housing policy, and ensure that any accumulated funds are invested appropriately in expanding affordable housing options. Ongoing Housing & Redevelopment Authority, Planning Commission, City Council Within appropriate areas, support flexibility in official controls that allow densities that are compatible with providing affordable housing options for residents. Ongoing Planning Department, Planning Commission, City Council Investigate the need for, and implement as deemed appropriate and practicable, tenant protections, including rental licensure and tracking, tenant notification requirements, or other approaches. Short Term Housing & Redevelopment Authority, Planning Department Planning Commission, City Council Identify additional creative funding approaches for affordable housing, such as socially oriented investing models, use of tax credits, modified forms of tax increment financing, and other alternative financing structures. Medium Term Housing & Redevelopment Authority, Planning Department, Edina Housing Foundation Review existing subsidized housing affordability agreements and use of housing vouchers to determine status. Short Term Housing & Redevelopment Authority, Planning Department, Edina Housing Foundation Provide mortgage assistance program to specifically target income-eligible workers employed within the city to enable them to live in the city. The City may choose to collaborate with other organizations to develop this program. Medium Term Housing & Redevelopment Authority, Planning Department, Edina Housing Foundation Support the use of rental assistance programs for income- eligible households within the city Ongoing Housing & Redevelopment Authority, Planning Department, Edina Housing Foundation Ensure race and equity are addressed in the dissemination and publicizing of information on affordable units. Develop marketing plans for subsidized Short Term Housing & Redevelopment Authority, Planning Department, Edina Housing Foundation Edina Comprehensive Plan 15. Implementation Chapter Draft 09-30-19 15-11 Table 15.1: Implementation Actions Goal/Policy Topic Strategy/Action Steps Timeline Lead/Coordinating Agencies affordable rental and ownership units targeted geographic areas or groups in the metropolitan area who may be unlikely to consider renting or purchasing housing in Edina due to inaccessibility of information or concerns about discrimination. Expand awareness and understanding of affordable housing. Engage the Edina community through neighborhood associations, faith institutions, Early Childhood, Senior Center, and other community resident and business organizations in regularly scheduled dialogues, education, and presentations on the city's need and commitment to provide affordable housing. Short Term Housing & Redevelopment Authority, Planning Department Housing Topic 3: Housing Quality and Design Maintain and update a citywide survey of housing conditions, to determine where additional investment may be needed. Ongoing Housing & Redevelopment Authority, Planning Department, Planning Commission, Building Inspections Encourage repairs and improvements to existing single- family homes that avoid tear- downs, extend their useful life, and ensure that they are designed and maintained in a manner that complements the dwelling’s character and is compatible with adjacent homes and the character of the surrounding neighborhood. Ongoing Housing & Redevelopment Authority, Planning Department, Planning Commission Consider program of assisting income eligible property owners with rehabilitating their homes to extend their useful life in a manner that also complements the dwelling’s character and is compatible with the character of the surrounding neighborhood Medium Term Housing & Redevelopment Authority, Planning Department, City Council Housing Topic 4: Housing Choice Support the development of a program that will assist workers employed within the city to live in the city and attract new residents to the area. Medium Term Housing & Redevelopment Authority, Planning Department Edina Comprehensive Plan 15. Implementation Chapter Draft 09-30-19 15-12 Table 15.1: Implementation Actions Goal/Policy Topic Strategy/Action Steps Timeline Lead/Coordinating Agencies Offer resources to support senior residents seeking to age-in-place. Medium Term Housing & Redevelopment Authority, Planning Department Assist neighborhoods in retaining starter housing stock that can accommodate young families. City programs and policies can promote such features as housing affordability, sidewalks, and proximity to recreational amenities such as parks (including pocket parks), playgrounds and community gardens that act as magnets to encourage young families to settle in the city. Medium Term Housing & Redevelopment Authority, Planning Department Develop and implement fair housing policy. Short Term Housing & Redevelopment Authority, Planning Department, City Council 5. Transportation Transportation Topic 1: Improve mobility for residents, visitors and businesses (including those with transportation disadvantages) through the creation and maintenance of a balanced system of transportation alternatives for transit users, pedestrians, bicyclists and motorists. Increase protected and separated bike facilities between nodes, parks, schools and City facilities as indicated in the Pedestrian and Bicycle Master Plan. Short-term Mid-term Ongoing Public Works Department Create safe and convenient pedestrian and bicycle connections between major traffic generators, with particular emphasis on continuity at roadway and other barrier crossings. Short-term Mid-term Ongoing Public Works Department Connect to regional non-motorized transportation networks by reviewing and recommending pedestrian and bicycle facilities throughout Edina cooperatively with the Three Rivers Park District and Hennepin County. Short-term Mid-term Ongoing Public Works Department Strive for transportation infrastructure designs that have a neutral to positive impact on the natural environment. Ongoing Public Works Department and Edina Transportation Commission Transportation Topic 2: Minimize the impacts of the transportation system Effectively balance access to/from and mobility on Edina’s roadways, prioritizing safe and efficient movement between the city’s Ongoing Public Works Department and Edina Transportation Edina Comprehensive Plan 15. Implementation Chapter Draft 09-30-19 15-13 Table 15.1: Implementation Actions Goal/Policy Topic Strategy/Action Steps Timeline Lead/Coordinating Agencies on Edina’s environment and neighborhood quality of life and emphasize methods to reduce greenhouse gas emissions. primary nodes, parks, schools and community facilities. Commission Consider the consequences of land use development patterns on travel demand and costs incurred meeting the demand. Encourage land use development (type and scale and location) that supports live, work, play and minimizes travel demand. Short-term Mid-term Ongoing Edina Transportation Commission and City departments and staff. Transportation Topic 3: Reduce the overall dependence on and use of single- occupant vehicles by promoting land use patterns that can be served with shorter vehicular trips and the use of alternative travel options. Partner with Commuter Services to encourage all forms of travel demand management in order to reduce single occupancy vehicle travel, overall vehicle miles of travel, reduce petroleum consumption, and improve air quality. Short- term and Ongoing Public Works Department Transportation Topic 4: Promote a travel demand management (TDM) program through a coordinated program of regulations, marketing, and provision of alternative workplace and travel options. Review and recommend policies necessitating a TDM Plan and/or a transit component with all types of development and redevelopment. Review and implement substantive requirements associated with these TDM Plans, potentially including TDM escrow accounts, transit passes, preferential parking for car- poolers, and other measures. Short-term and Ongoing Public Works Department and Planning Department Review all major new developments in light of the potential for ridesharing including bus accessibility, preferential parking for carpools/vanpools, and mixed- use development. Short-term and Ongoing Public Works Department, Planning Department Support preferential treatments for transit and high occupancy vehicles on streets and highways. Short-term and Ongoing Public Works Department, Planning Department Include transit planning in the construction or upgrading of streets and highways. Short-term and Ongoing Public Works Department and Planning Department Increase transit options for Edina residents, focusing on: a) connecting Short-term and Public Works Department and Edina Comprehensive Plan 15. Implementation Chapter Draft 09-30-19 15-14 Table 15.1: Implementation Actions Goal/Policy Topic Strategy/Action Steps Timeline Lead/Coordinating Agencies the underserved western segment of Edina with the eastern segment and b) areas outside Edina. Ongoing Edina Transportation Commission Transportation Topic 5: Encourage and support attractive and reliable high- performance transit service and connections. Provide transit service to connect nodes and commercial hubs. Short-term and Ongoing Public Works Department and Edina Transportation Commission Encourage and develop preferred locations in surface and structured parking for electric vehicles (personal and shared) and car pool/van pool vehicles. Short-term and Mid-term Public Works Department Transportation Topic 6: Develop and manage parking provision to encourage joint and shared use of facilities, ride-sharing (car pools and van pools), bicycle parking, bike share, on demand carshare, etc. Provide or require covered and secure bicycle parking (including e-bicycles) in all parking structures. Short-term Public Works Department Continuously evaluate the need for, and design of, parking facilities (e.g. effects of autonomous vehicles and future conversion of parking structures to inhabited buildings) and revise regulations as necessary. Ongoing Public Works Department and Edina Transportation Commission Continue to install chargers at City facilities where use can benefit residents, City fleet, and partners. Ongoing Public Works Department Transportation Topic 7: Invest in infrastructure to support the continued growth in low- to zero-emission technology and support regional and statewide efforts to educate and adopt electric vehicles. Ensure that the methodology to determine electric vehicle charging locations considers both public and private facilities with an inclusive and equitable lens. Short-term and Ongoing Public Works Department and Edina Transportation Commission Provide residents and businesses the opportunity to learn the benefits of zero emission vehicles through outreach, education and events. Short-term and Ongoing Public Works Department and Edina Transportation Commission Advocate for electric vehicle charging programs and incentives with the state, utilities, and car manufacturers. Short-term and Ongoing Public Works Department and Edina Transportation Commission Through the use of technology (connected vehicles, e.g.), minimize congestion on neighborhood streets and ensure the safety while balancing delivery service requirements. Short-term and Ongoing Public Works Department Transportation Serve major truck users and Mid-term and Public Works Edina Comprehensive Plan 15. Implementation Chapter Draft 09-30-19 15-15 Table 15.1: Implementation Actions Goal/Policy Topic Strategy/Action Steps Timeline Lead/Coordinating Agencies Topic 8: Provide for efficient movement of goods within Edina, while minimizing the impacts of freight traffic on other trips and reducing negative impacts on land uses on freight corridors. intermodal facilities with good minor arterial access to the metropolitan highway system. Ongoing Department Investigate and implement solutions to minimize the impact of delivery of goods by drone in residential areas. Short-term Public Works Department Develop and implement methodology for consistent education of motorist, pedestrian and cyclist safety as indicated in the Pedestrian and Bicycle Master Plan. Ongoing Public Works Department and Edina Transportation Commission Transportation Topic 9: Engage, seek input from and educate all segments of the community regarding transportation-related issues and projects impacting the City. Seek inclusive, equitable and meaningful public participation throughout the community in all transportation studies and projects conducted by the City. Ongoing Public Works Department and Edina Transportation Commission Pursue and support regional or multi-community funding sources for improvements that provide regional or multi-community benefit. Short-term and Ongoing City Council, City Manager, Planning Department, Public Works Department Transportation Topic 10: Identify new and continuing sources for transportation infrastructure funding by seeking to partner where feasible with federal, state, county and adjacent community sources. Support research efforts into more efficient and cost-effective management, maintenance and replacement of street surfaces. Short-term and Ongoing Public Works Department Support governmental jurisdiction over roadways that reflect the role of the roadway in the overall transportation system. Ongoing Public Works Department Encourage the legislature to continue a dedicated source for funding for efficient mass transit. Short-term and Ongoing City Council Encourage the legislature to provide stable, long-term roadway funding for capital, operating/traffic management, and maintenance. Short-term and Ongoing City Council Develop and support legislation permitting a transportation utility. Mid-Term City Council Upgrade existing roadways when warranted by demonstrated volume, safety or functional needs, taking into consideration environmental limitations. Transportation Topic 11: Design roadway facilities Design/enhance residential street systems to discourage through traffic and to be compatible with Edina Comprehensive Plan 15. Implementation Chapter Draft 09-30-19 15-16 Table 15.1: Implementation Actions Goal/Policy Topic Strategy/Action Steps Timeline Lead/Coordinating Agencies according to their intended service function and neighborhood context. lower speed bicycling and walking. This includes consideration of traffic calming measures on local streets, local connectors and, in some cases, collector streets. Use adequate transitions and buffers including, but not limited to, earth berms, walls, landscaping and distance to mitigate the undesirable impact of high volume roadways. Consider the use of sound mitigating features for residential development adjacent to high volume roadways, and make property owners and land developers responsible for noise attenuation at new developments near high volume roadways. Encourage beautification of local roadways, where appropriate, with amenities such as boulevard trees, decorative street lighting, and monuments. Monitor and address transportation requirements associated with demographic trends, such as an aging population. Provide logical street networks to connect residential areas to the regional highway system and local activity centers. Mid-term Public Works Department Transportation Topic 12: Provide and maintain adequate access to and from, and safety on, local and regional roadways. Adequately control access points to the regional roadway system (including minor arterials) in terms of driveway openings and side street intersections. Short-term and Ongoing Public Works Department Provide access to the local street system (including collector, local connector and local streets) in a manner that balances the need to safely and efficiently operate the street system with the need for access to land. Short-term and Ongoing Public Works Department Separate, to the extent possible, conflicting uses on the roadway system in order to minimize safety problems. Give special attention to pedestrian and bicycle routes. Short-term and Ongoing Public Works Department Review and update regional and Mid-term and Public Works Edina Comprehensive Plan 15. Implementation Chapter Draft 09-30-19 15-17 Table 15.1: Implementation Actions Goal/Policy Topic Strategy/Action Steps Timeline Lead/Coordinating Agencies local functional street classification and coordinate with adjacent cities and Hennepin County. Review and recommend traffic calming policies and consider traffic calming implementation where requested by residents using the Living Streets Plan as the primary guide. Long-term Department and Edina Transportation Commission Review and monitor citywide traffic volumes, congestion, existing traffic calming devices and measures, accident history, vehicle violation history, speed limits and enforcement. Ongoing Public Works Department and Edina Transportation Commission Educate public on vehicle operations including public relations campaigns that focus on individual responsibilities to each other rather than individual rights only. Short-term and Ongoing Public Works Department and Edina Transportation Commission When requested by the Edina Transportation Commission and/or the Planning Commission, review land use that may impact traffic implementations. Continue to monitor adjacent community redevelopment and other activity that potentially impacts the City of Edina. Ongoing Public Works Department Evaluate and implement measures required for school safety. Ongoing Public Works Department and Edina Transportation Commission Cooperate with other agencies having jurisdiction over streets and highways in Edina to assure implementation of Living Streets elements, good roadway conditions and operating efficiency. Ongoing Public Works Department and Edina Transportation Commission Transportation Topic 13: Manage, maintain and operate roadways to maximize wherever possible the safety and mobility of all users and all modes. Continue the implementation of the I-494 frontage road system through ongoing coordination with MnDOT, Hennepin County, and the cities of Richfield and Bloomington. Ongoing Public Works Department Maintain roads by repairing weather-related and other damage. Continue current on-going pavement improvement plan. Ongoing Public Works Department Use economic and environmentally Ongoing Public Works Edina Comprehensive Plan 15. Implementation Chapter Draft 09-30-19 15-18 Table 15.1: Implementation Actions Goal/Policy Topic Strategy/Action Steps Timeline Lead/Coordinating Agencies sound management techniques for snow and ice removal. Department Replace substandard bridges and bridges that present safety or traffic problems. Ongoing Public Works Department Track developments regarding the most current transportation systems and technologies, evaluate and implement as warranted. Ongoing Public Works Department Support state legislation to decrease statutory urban speed limits from 30 to 25 miles per hour. Mid-term City Council Support state legislation to decrease statutory urban speed limits from 30 to 25 miles per hour. Mid-term City Council 6. Parks, Open Space, and Natural Resources Parks Topic 1: Maintain Regional Leadership Establish additional and more meaningful metrics to proactively assess the changing park and recreation needs of our community. Ongoing City Council and Edina Parks and Recreation Commission Match increased density of commercial and residential growth with the creation of new parks and open spaces, or connections to already existing nearby parks. Ongoing City Council and Edina Parks and Recreation Commission Ensure that park and recreation needs, facilities, and programs are considered when decisions are made about proposed, future developments Ongoing City Council and Edina Parks and Recreation Commission Coordinate with the Transportation Commission to implement the Pedestrian and Bicycle Master Plan across Edina. Short-term Edina Parks and Recreation Commission and Edina Transportation Commission Parks Topic 2: Improve performance Coordinate with the Transportation Commission to develop and implement the Edina “Grand Rounds” that will link the City’s quadrants, activity nodes, and parks with trails for non-motorized transportation; i.e., walking, biking, skateboarding, etc. Short-term Edina Parks and Recreation Commission and Edina Transportation Commission Coordinate with the Transportation Commission to develop a city of Edina public transport circulator, electric bus that will link the city’s Short-term Edina Parks and Recreation Commission and Edina Transportation Edina Comprehensive Plan 15. Implementation Chapter Draft 09-30-19 15-19 Table 15.1: Implementation Actions Goal/Policy Topic Strategy/Action Steps Timeline Lead/Coordinating Agencies quadrants, activity nodes, and parks. Commission Work collaboratively with the Arts and Culture Commission and Public Art Edina to develop and execute a plan that adds art to enhance these public spaces. Short-term Edina Parks and Recreation Commission and Edina Arts and Culture Commission Ensure that the diversity of our community is addressed through trails accessible for seniors, youth, and people with disabilities. Short-term Edina Parks and Recreation Commission and Edina Human Rights and Relations Commission Consider the community’s interest in exercise/fitness or additional nature trails, in addition to existing walking and biking trails. Short-term Edina Parks and Recreation Commission Parks Topic 3: Communicate and gather data and opinions. Conduct reviews and assessments of park land and open spaces within the City to assess value added to the community. Short-term Edina Parks and Recreation Commission Conduct reviews and assessments of land within the City, as it becomes available, to determine the appropriateness, need for, and feasibility of acquisition and development as park land; particularly as new developments are proposed. Short-term Edina Parks and Recreation Commission Review how community gardens in our parks and green spaces would help support this policy. Short-term and Ongoing Edina Parks and Recreation Commission Parks Topic 4: Promote and support the development of “neighborhood nodes,” with access to parks and trails, as focal points for community activity. Work toward providing a park, green space, or trail within one-half mile walking distance to all residents in Edina. Short-term and Ongoing Edina Parks and Recreation Commission Proactively engage neighborhood associations in planning and upkeep of associated parks and green space. Short-term and Ongoing Edina Parks and Recreation Commission Evaluate and prioritize parkland designated as Community Park space when increasing parkland. Short-term and Ongoing Edina Parks and Recreation Commission Consider additional multi-purpose athletic fields when evaluating future growth or utilization of parks and Short-term and Ongoing Edina Parks and Recreation Edina Comprehensive Plan 15. Implementation Chapter Draft 09-30-19 15-20 Table 15.1: Implementation Actions Goal/Policy Topic Strategy/Action Steps Timeline Lead/Coordinating Agencies green space. Commission Establish a Natural Resources Conservation and Management Plan focused on natural resources, shorelines and wildlife habitat. Include in near term (first 1-3 years) annual action plan. Recommend appropriate budget to accomplish. Short-term Planning Department and Edina Parks and Recreation Commission Parks Topic 5: Preserve natural resources and sustainable parks Develop Master Park Plans that should include an assessment of all park’s energy and water usage, storm water runoff and management, solid waste management, use of fertilizers, pesticides, and salts, and invasive species control. In addition, opportunities for education and selective use of art will be considered within each park. Short-term Planning Department and Edina Parks, Recreation Commission, and Public Works Department Each Master Park Plan will take into consideration all relevant insights from the most recent Comprehensive Water Resources Management Plan. Short-term Planning Department and Edina Parks, Recreation Commission, and Public Works Establish metrics to track progress. Partner with surrounding communities to engage in best practices and share resources. Mid-term Edina Parks and Recreation Commission, City Council, neighboring municipalities Participate in local, regional or national efforts to better understand the impact of climate change. Short-term and ongoing Edina Parks and Recreation Commission Develop a sustainability scorecard to guide meaningful actions to protect Edina’s green assets. Short-term and ongoing Edina Parks and Recreation Commission Reduce GHG (Greenhouse Gas) impact by reviewing options to utilize solar power on playing field or ice rink lights, making facility roofs solar panel ready, and increasing he use of LED lighting as appropriate. Short-term and Mid-term Edina Parks and Recreation Commission Emphasize recycling in the parks and enterprise facilities. Short-term Edina Parks and Recreation Commission Proactively address current and future needs for an Art Center, a Short-term and Mid-term Edina Arts and Culture Commission Edina Comprehensive Plan 15. Implementation Chapter Draft 09-30-19 15-21 Table 15.1: Implementation Actions Goal/Policy Topic Strategy/Action Steps Timeline Lead/Coordinating Agencies Senior Center, and a Community Center. and Edina Parks and Recreation Commission Parks Topic 6: Recreation facilities Assess NRPA guidelines that indicate our community “need” for an additional 60,000 square feet of facility space, such as an activity center to support both winter and year round recreational programs. Short-term and Ongoing Edina Parks and Recreation Commission Ensure bathroom facilities meet the needs of community users and are ADA compliant. Short-term City Council and Edina Parks and Recreation Commission Develop plans, budgets and services to execute required activity. Short-term and Ongoing City Council, City Manager, Planning Department, Edina Parks and Recreation Commission Parks Topic 7: Finance and management Maintain or replace existing park infrastructure in a timely, cost effective manner. Short-term and Ongoing City Council and Edina Parks and Recreation Commission Support efforts of our athletic associations as needed to explore creative solutions for access to additional field or court space. Short-term and Ongoing Edina Parks and Recreation Commission Explore partnerships to expand exercise and fitness opportunities for Edina residents. Short-term and Ongoing Edina Parks and Recreation Commission and Edina Community Health Commission Partner with the Edina School System in order to best utilize facility, field and program assets to meet community needs. Short-term and Mid-term Edina Parks and Recreation Commission and Edina Public Schools Partner with organizations in the metropolitan area (such as Three Rivers Park District or Nine Mile Creek Watershed District) that would support similar objectives to those of our mission. Short-term and Mid-term Edina Parks and Recreation Commission and affected agencies and organizations Take a leadership role to proactively align with other Edina Commissions in mutual support of this Comprehensive Plan. Short-term and Ongoing Edina Parks and Recreation Commission and other Commissions Edina Comprehensive Plan 15. Implementation Chapter Draft 09-30-19 15-22 Table 15.1: Implementation Actions Goal/Policy Topic Strategy/Action Steps Timeline Lead/Coordinating Agencies Explore alternative funding to support growth and accomplish our objectives (mission). Short-term and Ongoing Edina Parks and Recreation Commission Prioritize the use of web-based applications and communications in how we engage and communicate with our community. Short-term Edina Parks and Recreation Commission Evaluate adding Wi-Fi connectivity to select parks and enterprise facilities. Short-term Edina Parks and Recreation Commission Use benchmarking on the following items to maintain or achieve our strategic objectives: • Park acreage / resident • Ice sheet facilities • Operating expense cost recovery • Trails and total trail mileage • Capital budget level and funding sources • Expenditures on planning and development • Rectangular athletic fields • Expanding outdoor pavilions and/or picnic space • Additional dog parks • Additional volleyball courts • Additional pickle ball courts • Splash pads Skate parks Short-term and Mid-term Edina Parks and Recreation Commission • Conduct benchmarking on a regular basis, at least every 3-5 years, and provide a report and action plan to the City Council. Short-term and Mid-term Edina Parks and Recreation Commission Conduct benchmarking on a regular basis, at least every 3-5 years, and provide a report and action plan to the City Council. Short-term and Mid-term Edina Parks and Recreation Commission 7. Water Resources Sewer Topic 1: Aging infrastructure and management of assets over generations Review and implement best practices to promote financial awareness across departments. Ongoing Public Works and City Manager Improve financial asset register and physical asset register so they are complete and consistent with each other and useful for uncovering trends and for strategic planning. Short Term Public Works and City Manager Edina Comprehensive Plan 15. Implementation Chapter Draft 09-30-19 15-23 Table 15.1: Implementation Actions Goal/Policy Topic Strategy/Action Steps Timeline Lead/Coordinating Agencies Improve information management systems and staff procedures to build awareness of customer and technical service issues. Short Term Public Works and Communications & Technology Services Track and classify key customer service requests and complaints. Ongoing Public Works Track number and duration of planned and unplanned service interruptions and reliability trends. Ongoing Public Works Build organizational tools to identify and track age, condition, and function of system. Ongoing Public Works Use results of condition assessments to inform replacement and renewal decisions. Ongoing Public Works Improve organizational line-of-sight by developing processes that build consensus on service and risk that are informed by data from all levels of the organization. Short Term Public Works and other departments Improve project selection procedures that involve staff from diverse functions between departments. Short Term Public Works and other departments Identify demonstration project that utilizes thermal resource in trunk sanitary sewer main and develop design and business case. Medium Term Public Works and Energy and Environment Commission Sewer Topic 2: Conservation and sustainability, one water Quantify utility energy use and associated environmental impact and consider renewable energy or credit purchase to offset. Medium Term Public Works and Energy and Environment Commission Review metering, SCADA, and billing system requirements jointly with water utility for opportunities relating to asset management and conservation business goals when major system replacements are considered. Medium Term Public Works and Energy and Environment Commission Complete York trunk extension. Medium Term Public Works Sewer Topic 3: Preparing for areas of growth Complete Fairview trunk extension and LS4 flow bypass. Medium Term Public Works Plan for Parklawn area lift and force extension coordinate easement acquisition when development opportunities allow. Medium Term Public Works and Planning Department Plan for Grandview area sanitary extension as development requires capacity. Medium Term Public Works and Planning Department Edina Comprehensive Plan 15. Implementation Chapter Draft 09-30-19 15-24 Table 15.1: Implementation Actions Goal/Policy Topic Strategy/Action Steps Timeline Lead/Coordinating Agencies Consider Pentagon Park utility transition from Bloomington to Edina sewer operations to align with ownership in coordination with water system review. Medium Term Public Works Comprehensively assess risk jointly with stormwater utility using an international risk framework. Ongoing Public Works Sewer Topic 4: Risk, health, equity and engagement Consider range of options for enforcing or promoting private sewer inspection and repair. Ongoing Public Works Review and modify after-action and failure reporting processes to promote cross functional organization learning. Short Term Public Works Support citywide framework and criteria for purchasing, health, and race and equity in all business practices. Ongoing Public Works, City Manager, and Human Rights & Relations Commission Support citywide framework for engagement and public participation. Ongoing Public Works, City Manager, and Planning Department Complete flood protection strategy to demonstrate range of practices and levels of attainment in focus area of Morningside Neighborhood. Medium Term Public Works Stormwater Topic 1: Prioritization of service levels and rates of attainment Complete clean water strategy to demonstrate range of practices and levels of attainment in focus area of Lake Cornelia watershed. Medium Term Public Works Use results of each strategy to inform changes to codes and standards, and review internal processes for project selection. Medium Term Public Works and Planning Department Identify demonstration project that reuses stormwater or surface waters for irrigation at Braemar Golf Course jointly with Water Utility. Medium Term Public Works and Energy and Environment Commission Stormwater Topic 2: Conservation and sustainability, one water Quantify utility energy use and associated environmental impact and consider renewable energy or credit purchase to offset. Medium Term Public Works and Energy and Environment Commission Promote ecosystem services, such as native vegetation, that support clean water. Short Term Public Works and Energy and Environment Commission Edina Comprehensive Plan 15. Implementation Chapter Draft 09-30-19 15-25 Table 15.1: Implementation Actions Goal/Policy Topic Strategy/Action Steps Timeline Lead/Coordinating Agencies Review and implement best practices to promote financial awareness across departments. Ongoing Public Works and City Manager Stormwater Topic 3: Aging infrastructure and management of assets over generations Improve financial asset register and physical asset register so they are complete and consistent with each other and useful for uncovering trends and for strategic planning. Short Term Public Works and City Manager Improve information management systems and staff procedures to build awareness of customer and technical service issues. Short Term Public Works and Communications & Technology Services Track and classify key customer service requests and complaints. Ongoing Public Works Build organization tools to identify and track age, condition, and function of system. Ongoing Public Works Use results of condition assessments to inform replacement and renewal decisions. Ongoing Public Works Improve organizational line-of-sight by developing processes that build consensus on service and risk that are informed by data from all levels of the organization. Short Term Public Works and other departments Improve project selection procedures that involve staff from diverse functions between departments. Short Term Public Works and other departments Comprehensively assess risk jointly with sanitary utility and water utility using an international risk framework. Ongoing Public Works Stormwater Topic 4: Risk, health, equity, and engagement Review and modify after-action and failure reporting processes to promote cross functional organization learning. Short Term Public Works Support citywide framework and criteria for purchasing, health, and race and equity in all business practices. Ongoing Public Works, City Manager, and Human Rights & Relations Commission Support citywide framework for engagement and public participation. Ongoing Public Works, City Manager, and Planning Department Review and implement best practices to promote financial awareness across departments. Ongoing Public Works and City Manager Water Topic 1: Aging infrastructure Improve financial asset register and physical asset register so they are Short Term Public Works and City Manager Edina Comprehensive Plan 15. Implementation Chapter Draft 09-30-19 15-26 Table 15.1: Implementation Actions Goal/Policy Topic Strategy/Action Steps Timeline Lead/Coordinating Agencies and management of assets over generations complete and consistent with each other and useful for uncovering trends and for strategic planning. Improve information management systems and staff procedures to build awareness of customer and technical service issues. Short Term Public Works and Communications & Technology Services Track and classify key customer service requests and complaints. Ongoing Public Works Track number and duration of planned and unplanned service interruptions and trends. Ongoing Public Works Build organization tools to identify and track age, condition, and function of system. Ongoing Public Works Use results of condition assessments to inform replacement and renewal decisions. Ongoing Public Works Improve organizational line-of-sight by developing processes that build consensus on service and risk that are informed by data from all levels of the organization. Short Term Public Works and other departments Improve project selection procedures that involve staff from diverse functions between departments. Short Term Public Works and other departments Identify demonstration project for surface water irrigation reuse at Braemar Golf Course and develop design and business case for irrigation reuse practice. Medium Term Public Works and Energy and Environment Commission Water Topic 2: Conservation and sustainability, one water. Quantify utility energy use and associated environmental impact and consider renewable energy or credit purchase to offset. Medium Term Public Works and Energy and Environment Commission Confirm water utility rates structure supports conservation outcomes. Medium Term Public Works and Energy and Environment Commission Review metering, SCADA and billing system requirements jointly with sanitary utility for opportunities relating to asset management and conservation business goals when major system replacements are considered. Medium Term Public Works and Energy and Environment Commission Add filtered treatment capacity for >95% of drought year. Medium Term Public Works Edina Comprehensive Plan 15. Implementation Chapter Draft 09-30-19 15-27 Table 15.1: Implementation Actions Goal/Policy Topic Strategy/Action Steps Timeline Lead/Coordinating Agencies Water Topic 3: Preparing for areas of growth. Complete Grandview trunk facilities as growth opportunities allow. Medium Term Public Works and Planning Department Consider Pentagon Park utility transition from Bloomington to Edina water service in coordination with sanitary system review. Medium Term Public Works Improve fire flow capacity in northeast Edina as 50th and Wooddale road project opportunities allow. Medium Term Public Works and Edina Fire Department Water Topic 4: Risk, health, equity, and engagement. Comprehensively assess risk using an international risk framework. Ongoing Public Works Actively encourage sealing of unused, unmaintained, and abandoned private wells. Ongoing Public Works Review vulnerabilities related to updated flood model (CWRMP). Ongoing Public Works Review and modify after-action and failure reporting processes to promote cross functional organization learning. Ongoing Public Works Support citywide framework and criteria for purchasing, health, and race and equity in all business practices. Ongoing Public Works, City Manager, and Human Rights & Relations Commission Support citywide framework and criteria for purchasing, health, and race and equity in all business practices. Ongoing Public Works, City Manager, and Human Rights & Relations Commission 8. Energy and Environment The City will lead in sustainability both by example and by taking the lead role where possible. The City will plan for resilience regarding climate change. Future EECs will build on past experience. The City will meet or exceed its GHG reduction goals and solid waste reduction • Utilize a myriad of tools available, including policy, education, alliances, and measurements. • Understand there are different actors and their roles and impact on sustainability varies. • Incorporate sustainability into land use decisions. • Focus sustainable action on key areas, including energy, water, solid waste, air quality, trees, natural habitat, and environmental contamination. Ongoing Energy and Environment Commission and Sustainability Coordinator Edina Comprehensive Plan 15. Implementation Chapter Draft 09-30-19 15-28 Table 15.1: Implementation Actions Goal/Policy Topic Strategy/Action Steps Timeline Lead/Coordinating Agencies goals. Future EECs will continue to research and educate the community on environmental best practices. 9. Community Services and Facilities Community Services and Facilities Topic 1: Public Safety Relocate Fire Station No. 2 to northwest area of the SE quadrant of the city and expand facility to be joint Police and Fire Station Short- Term Fire Department, Police Department Plan for and construct new Fire Station No. 3 in NE quadrant of the city Medium- Term Fire Department Update Emergency Operations Plan Short- Term Fire Department, Police Department Upgrade Emergency Medical Services delivery Short- Term Fire Department Encourage coordinated facilities planning among school districts serving Edina along with Edina Parks and Recreation Dept. and Hennepin County Library Ongoing Planning Department Economic Development Office, Edina School District, Parks and Recreation Dept., and Hennepin County Library Community Services and Facilities Topic 2: Education – Schools Encourage and support the upgrading of public schools programming to enhance the flexibly to accommodate multiple community- serving uses and adapt to changes in educational approaches, technology, and student needs over time, as well as to facilitate programming for intergenerational and lifelong learning. Ongoing Planning Department, Edina School District Encourage the continuation and potential expansion of multi- generational learning programs and activities at the Edina Library at Grandview Square. Ongoing Planning Department, Hennepin County Library Community Services and Facilities Topic 3: Education – Libraries Encourage a location, design, and programming for a new Southdale Library in ways that match the development pattern and character of the Greater Southdale District’s evolution, especially in response to Short- Term Planning Department, Economic Development Office, Hennepin County Library Edina Comprehensive Plan 15. Implementation Chapter Draft 09-30-19 15-29 Table 15.1: Implementation Actions Goal/Policy Topic Strategy/Action Steps Timeline Lead/Coordinating Agencies the District’s growing multi- generational resident population. Encourage a location, design, and programming for a new Southdale Library in ways that match the development pattern and character of the Greater Southdale District’s evolution, especially in response to the District’s growing multi- generational resident population. Short- Term Planning Department, Economic Development Office, Hennepin County Library 10. Economic Competitiveness and Economic Development Economic Competitiveness Goal 1: Prepare small area plan(s) for the business and industrial park areas Create small area or district plans for Edina’s business and industrial park areas. Work with adjacent cities – Bloomington, Minnetonka, Eden Prairie. Involve developers and property owners in understanding the revitalization and investment challenges and in crafting a range of solutions. Work with adjacent suburbs and transit agencies to provide excellent transit service. Short-term Planning Department and Economic Development Office Upon completion of the small area plan(s), consider investments in sidewalks, transit amenities and public realm improvements to stimulate private sector investment in revitalization. Short-term City Council, Planning Department, City Manager Convene a health care task force to research the potential growth of the health care sector in Edina. Short- term Economic Development Office, Planning Department Economic Competitiveness Goal 2: Capitalize on growth trends in the health care sector. Identify and characterize the land use, real estate, workforce and transportation implications for redevelopment and revitalization of the Greater Southdale district. Short- term Economic Development Office Create a vision and a plan to create an exceptional health care district. Short- term Economic Development Office Collaborate with the private sector to become a desired location for innovative and creative industries such as technology and medical devices. Short- term Economic Development Office Economic Competitiveness Identify and create or encourage appropriate public and private sector Short-term Economic Edina Comprehensive Plan 15. Implementation Chapter Draft 09-30-19 15-30 Table 15.1: Implementation Actions Goal/Policy Topic Strategy/Action Steps Timeline Lead/Coordinating Agencies Goal 3: Retain, attract and support employment opportunities in innovative and creative industries, such as technology and medical devices. retention, attraction and support tools and systems, including co- working. Development Office Support the creation of an association in the Greater Southdale area that engages major institutions and property owners to work together to revitalize the Greater Southdale area consistent with the small area plan guiding principles. Short- term Economic Development Office Economic Competitiveness Goal 4: Support strong public-private alliances, relationships and communication channels at 50th and France and the Greater Southdale. Provide support to the 50th and France Association to enable the association to adapt successfully to dynamic changes underway in the market. Short-term Economic Development Office Conduct short-term, research into implications of market changes and a strategic tenant mix could guide infill of the current influx of available retail space and future redevelopment opportunities. Short- term Economic Development Office Work with Metro Transit to provide Bus Rapid Transit service on “Line 6” (U of MN, Downtown, Uptown, France Ave) to reduce traffic congestion and improve employee and customer access to the regional retail areas, while reducing parking demand. Short- term Planning Department, Public Works Department, Economic Development Office Stimulate effective property and business owners’ associations at each of the neighborhood nodes, focusing on the area’s economic niche and tenant mix and strategies to support that economic niche including design and appearance, and marketing and promotion. Short- term and Mid-term Economic Development Office Economic Competitiveness Goal 5: Encourage vibrant neighborhood commercial nodes that meet resident needs for goods and services and build a sense of Develop policies to support the inclusion of locally-owned small businesses in new development projects – especially in cases that involve a significant change in rent. Short- term Economic Development Office Encourage location of co-working in neighborhood commercial nodes Mid-term Economic Development Office Work with Hennepin County’s Short-Economic Edina Comprehensive Plan 15. Implementation Chapter Draft 09-30-19 15-31 Table 15.1: Implementation Actions Goal/Policy Topic Strategy/Action Steps Timeline Lead/Coordinating Agencies community. Take steps to encourage locally- owned small businesses. Open to Business to promote technical assistance services available to small business owners term Development Office Connect targeted employers in Edina to regional talent attraction and development initiatives led by GREATER MSP and other organizations. Short-term and Mid-term Economic Development Office Economic Competitiveness Goal 6: Participate in regional efforts to ensure that a highly skilled and productive workforce continues to be a competitive advantage of the MSP region. Strengthen and explore opportunities to diversify higher education access in Edina. Short-term and Mid-term Economic Development Office Explore city and chamber-led diversity and inclusion efforts. Identify approaches that are well- suited to Edina and pursue implementation. Short- term Economic Development Office and Human Rights and Relations Commission Establish a broadband taskforce with a charge to explore models used by other cities and counties to ensure world-class broadband infrastructure to residential and commercial/industrial areas as well as public institutions and spaces. Short- term Economic Development Office, Planning Department, and Public Works Department Economic Competitiveness Goal 7: Ensure that Edina residents and businesses have access to world-class broadband infrastructure at competitive rates. Evaluate “build-once” open-access options to encourage competition, and minimize the cost and disruptions associated with updating underground infrastructure. Short-term Economic Development Office, Planning Department, and Public Works Department Consider “broadband readiness” policies (Example: St. Louis Park) Short-term Economic Development Office, Planning Department, and Public Works Department Address social equity considerations associated with the provision of broadband access in older apartment buildings. Short-term Economic Development Office, Planning Department, and Public Works Department Address social equity considerations associated with the provision of broadband access in older apartment buildings. Short-term Economic Development Office, Planning Department, and Public Works Department 11. Human Rights and Relations Edina Comprehensive Plan 15. Implementation Chapter Draft 09-30-19 15-32 Table 15.1: Implementation Actions Goal/Policy Topic Strategy/Action Steps Timeline Lead/Coordinating Agencies Human Rights and Relations Goal 1: Establish a Race Equity Plan Timely and fully implement the Race and Equity Task Force recommendations pursuant to the plan articulated in the September 5, 2018 Race Equity Implementation Report. Short-term City Council, City Departments, Edina Human Rights and Relations Commission Employ or identify staff responsible for overseeing implementation of the Edina Race and Equity Task Force recommendations per the Race Equity Implementation plan. Short-term City Council, City Manager, Edina Human Rights and Relations Commission Create an Annual Report on progress toward established race equity goals to be provided to City Council, the Human Rights and Relations Commission, and the public. Short-term and Ongoing City Manager Include race equity goals in all department work plans. Short-term City Manager Task the Human Rights and Relations Commission to develop and implement educational and other related projects designed to advance this goal as needed by including such projects in the Commission’s annual work plan. Short-term and Mid-term City Council, Edina Human Rights and Relations Commission, and department directors Human Rights and Relations Goal 2: Ensure equal access and opportunities for all residents regardless of their gender or sexual orientation. Include reporting of results for quality-of-life surveys by race /ethnicity to determine how residents of color are served by city programs and services, and whether residents of color believe they are served by and participate in community and government matters. Short-term and Ongoing City Manager and department directors Human Rights and Relations Goal 3: Ensure that the City welcomes all members of the community to participate in its social, employment, economic, political, and recreational activities. Employ or identify staff responsible for overseeing and directing community engagement work. Short- term and Ongoing City Manager and department directors Through the normal course of review and modification, departments will evaluate existing goals, policies, and practices to determine their impact on the ten social capital/social well-being indicators listed above and modify as needed. Short- term and Ongoing Department directors Human Rights and Apply race equity criteria in the Short-term and City Council, City Edina Comprehensive Plan 15. Implementation Chapter Draft 09-30-19 15-33 Table 15.1: Implementation Actions Goal/Policy Topic Strategy/Action Steps Timeline Lead/Coordinating Agencies Relations Goal 4: Ensure that the City supports and fosters economic equity and justice for all residents. Economic harm should not be an intended or unintended consequence of City programs, initiatives, or activities allocation of funds through the city budgeting process for Capital Improvement Projects, the Pedestrian and Cycling Safety (PACS) Fund, and the Operating Budget. Ongoing Manager, department directors Assess the number and type of minority-run and minority-owned businesses. Identify opportunities for the City to contract with these businesses. Short-term and Ongoing Economic Development Office, Planning Department, Edina Human Rights and Relations Commission. Work in strong collaboration with the Edina City Council and Mayor to establish an effective working model for including the perspective of arts and culture as a meaningful contribution to decision-making and creative placemaking Short-term Edina Arts and Culture Commission, City Council, and Mayor. Human Rights and Relations Goal 5: Establish a formal role for artists and other creative thinkers to participate in forward-looking plans for Edina. Based upon Implementation Step 1 above, establish a review panel for design as it pertains to new buildings and other structures constructed in Edina. Short- term and Long-term City Council with input from City Manager, Community Development Department and Edina Arts and Culture Commission. Based on Implementation Step 1 above, establish a review panel to focus on City policies, ordinances and statutes from the perspective of arts and culture, in order to make recommendations. Short- term and Long-term City Council with input from City Manager, Community Development Department and Edina Arts and Culture Commission. Select individuals to participate on the panels listed in Implementation. Long-term City Council with input from Edina Arts and Culture Commission. Utilize the skills and connections of the individuals above to enliven and strengthen Edina neighborhoods through outreach and communication with residents, including community artists, to understand specific goals for arts and culture and other designed elements of the neighborhood environment (Long-term). Long-term Edina Arts and Culture Commission. Edina Comprehensive Plan 15. Implementation Chapter Draft 09-30-19 15-34 Table 15.1: Implementation Actions Goal/Policy Topic Strategy/Action Steps Timeline Lead/Coordinating Agencies Pending funding, enhance the experience and visibility of arts and culture in Edina through artist-in- residence, writer-in-residence, and/or musician-in- residence programs. Short- term Edina Arts and Culture Commission. Plan for financial sustainability, such as the creation of a benefactor group that can generate contributed revenue to accelerate the role and importance of the Arts and Culture in Edina. Short- term City Council with input from City Manager, Community Development Department and Edina Arts and Culture Commission. Human Rights and Relations Goal 6: Research, decide on, and implement the necessary funding and governance plans for supporting arts and culture in Edina. Determine the feasibility of creating a 501(c)(3) nonprofit organization (or similar structure) to oversee and coordinate the Edina Art Center and/or other arts and culture venues and activities. Decide whether this is the best option for the future of the EAC. Ongoing City Council with input from City Manager, Community Development Department and Edina Arts and Culture Commission Determine the feasibility of a staff position within the City of Edina that would have direct responsibility for arts and culture initiatives, similar to other existing positions that currently serve as liaisons between the City and its commissions. Short-term and Ongoing City Council with input from City Manager, Community Development Department and Edina Arts and Culture Commission. Investigate sources for Ongoing funding for the appropriate maintenance of the works of art in the Public Art Edina Permanent Collection and recommend next steps. Short-term Edina Arts and Culture Commission with input from Planning Department. Coordinate the efforts of the Arts and Culture Commission and the Planning Commission to research the feasibility and - where practical - implement effective methods to increase funding for arts and culture in Edina via local development fees and/or sales and use taxes. For an illustrative example of a similar approach, see the SCFD model used in Denver, Colorado. Long-term Edina Arts and Culture Commission with input from Planning Department. Establish consistent revenue base, earned and contributed, to support arts and culture initiatives in Edina. Long-term City Council with input from the Edina Arts and Edina Comprehensive Plan 15. Implementation Chapter Draft 09-30-19 15-35 Table 15.1: Implementation Actions Goal/Policy Topic Strategy/Action Steps Timeline Lead/Coordinating Agencies Culture Commission Establish consistent revenue base, earned and contributed, to support arts and culture initiatives in Edina. Long-term City Council with input from the Edina Arts and Culture Commission 12. Community Health Community Health Goal 1: Improve the quality and availability of city-specific public health data in Edina to inform policy development and monitor impacts. Research and invest in collection methods for quality, city-specific health data to better inform local decisions. Short-term Health Division Study best practices, including around privacy protections, and work to design a comprehensive public health survey that can be used consistently from year to year with flexibility to ask detailed questions about emerging trends. Short-term Health Division Work with public and private sector partners on joint data collection and data sharing initiatives, particularly when providing community-specific results. Short-term and Mid-term Health Division and other partners, including MN Dept. of Health and other cities Work with city staff and leadership to identify and address elements of the social determinants of health that are impacted by city policy and activities. Short-term Health Division and other city departments Community Health Goal 2: Address how all city policy and activities impact the social determinants of health, and explore changes to strategically increase health and reduce disparities for all. Pursue a collaborative approach to improve health by incorporating health considerations into decision- making across all policy areas. Ongoing Health Division and other city departments Work with city staff and leadership to determine how policies support physical, mental, and social well- being, reduce health disparities, and improve health equity. Short Term Health Division and other city departments Community Health Goal 3: Use a Health in All Policies Approach to improve health by incorporating health considerations into decision-making across all policy areas. Work with city staff and leadership to determine how policies support physical, mental, and social well- being, reduce health disparities, and improve health equity. Short Term Health Division and other city departments 13. Heritage Preservation Program Area 1: Carry out a systematic city-wide Short-term and Planning Edina Comprehensive Plan 15. Implementation Chapter Draft 09-30-19 15-36 Table 15.1: Implementation Actions Goal/Policy Topic Strategy/Action Steps Timeline Lead/Coordinating Agencies Preservation Planning Program Area 2: Identification of Heritage Resources Program Area 3: Evaluation of Heritage Resources survey to identify and evaluate the heritage preservation value of buildings, structures, sites, objects and districts. Ongoing Department and Edina Heritage Preservation Commission Update the information in the heritage resources inventory and convert it to a digital format so that it can be conveniently manipulated, used, and retrieved. Short-term and Ongoing Planning Department and Edina Heritage Preservation Commission Create a Geographic Information System (GIS) for the heritage resources inventory. Short-term Planning Department and Edina Heritage Preservation Commission Designate historically significant properties as Edina Heritage Landmarks or Heritage Landmark Districts. Short- term and Ongoing City Council with input from Planning Commission and Edina Heritage Preservation Commission Program Area 4: Designation of Heritage Landmarks Use existing planning tools more effectively and create a better “tool box” to address emerging heritage preservation challenges. Short- term and Ongoing Planning Department and Edina Heritage Preservation Commission Program Area 5: Design Review and Compliance Explore economic incentives for the preservation, rehabilitation, restoration, and reconstruction of privately owned heritage resources. Short- term and Ongoing Planning Department and Edina Heritage Preservation Commission Redirect the resources of the Heritage Preservation Commission toward an increased emphasis on education and technical assistance programming aimed at historic property owners. Short- term and Ongoing City Council with input from Planning Department and Edina Heritage Preservation Commission Program Area 6: Public Education and Outreach Improve partnerships with other agencies, organizations, and individual property owners to ensure that historically significant heritage resources are preserved, protected, and used in a manner that is consistent with appropriate preservation standards. Short- term and Ongoing Edina Heritage Preservation Commission Initiate innovative demonstration projects and disseminate information about the economic and cultural benefits of heritage preservation. Short- term and Ongoing Edina Heritage Preservation Commission Provide better public access to heritage preservation information Short- term and Edina Heritage Preservation Edina Comprehensive Plan 15. Implementation Chapter Draft 09-30-19 15-37 Table 15.1: Implementation Actions Goal/Policy Topic Strategy/Action Steps Timeline Lead/Coordinating Agencies using appropriate media. Ongoing Commission Provide better public access to heritage preservation information using appropriate media. Short- term and Ongoing Edina Heritage Preservation Commission 14. Arts and Culture Arts and Culture Goal 1: Distribute and promote arts and culture across all of Edina. Create and maintain an online calendar listing all arts and culture activities in Edina. Short- term Edina Arts and Culture Commission Through strong collaboration with the Edina Parks and Recreation Commission, activate parks and park facilities with arts and culture initiatives, such as: • Develop and maintain a successful Art in the Parks program. • Select one park per year that is recognized as an arts and culture destination with displays, classes, and activities. • Expand successful arts and culture activities in several parks that include a range of age groups, including preschoolers, school-aged children, families, young adults and adults of all ages. Engage neighborhood citizens in a contest to propose designs and paint selected local park buildings each year. Ongoing Short- term Short- term Long-term Short-term Edina Arts and Culture Commission • Develop a successful traveling art classroom; e.g., an “Art Truck” similar in concept to the popular food truck phenomenon. Long-term Edina Arts and Culture Commission Propose and implement art installations at or near transit stops, bicycle parking facilities, and bike share locations. Long-term Edina Arts and Culture Commission, Planning Department, Department of Public Works, Police Department. Develop strong relationship between the ACC and the other City of Edina Commissions (ongoing). Ongoing Edina Arts and Culture Commission and affected City Commissions, agencies, Edina Comprehensive Plan 15. Implementation Chapter Draft 09-30-19 15-38 Table 15.1: Implementation Actions Goal/Policy Topic Strategy/Action Steps Timeline Lead/Coordinating Agencies and institutions. Arts and Culture Goal 2: Leverage the Edina Arts and Culture Commission (ACC) to form strong and enduring collaborative partnerships with other Edina commissions and associations. Develop strong relationship between the ACC and the Edina Chamber of Commerce and other local business associations. Short- term Edina Arts and Culture Commission and affected City Commissions, agencies, and institutions. Develop strong relationship between the ACC and the Edina Library. Short- term Edina Arts and Culture Commission and affected City Commissions, agencies, and institutions. Develop strong relationship between the ACC and the Edina Historical Society and Museum. Short- term Edina Arts and Culture Commission and affected City Commissions, agencies, and institutions. Develop strong relationship between the ACC and the Edina Community Foundation. Short- term Edina Arts and Culture Commission and affected City Commissions, agencies, and institutions. Develop strong relationship between the ACC and Edina Community Education. Short- term Edina Arts and Culture Commission and affected City Commissions, agencies, and institutions. Develop strong relationship between the ACC and other community groups and organizations that embrace arts and culture, such as churches, schools, and senior homes. Short- term Edina Arts and Culture Commission and affected City Commissions, agencies, and institutions. Build a new Edina Art Center (EAC): Choose site, establish financial plan, complete construction. Long-term City Council with input from City Manager, Community Development Director, and Edina Arts and Culture Commission. Arts and Culture Goal 3: Improve and maintain dedicated spaces and venues for arts and culture. Increase the number of exhibitions and performances at multiple venues across Edina. Ongoing Edina Arts and Culture Commission. Increase the number of classes and other opportunities to participate in arts and culture (short-term). Short- term Edina Arts and Culture Commission. Increase the percentage of Edina residents utilizing the EAC, from a baseline of less than 2% to a goal of more Long- term Edina Arts and Culture Commission. Edina Comprehensive Plan 15. Implementation Chapter Draft 09-30-19 15-39 Table 15.1: Implementation Actions Goal/Policy Topic Strategy/Action Steps Timeline Lead/Coordinating Agencies than 5% by 2028 (long-term) Research the feasibility of and make recommendations for a significant art presence in the Southdale area that is aligned with development plans. Examples to be considered might include a signature art installation, building, gallery space, etc. Short- term Edina Arts and Culture Commission. Create an annual event that highlights an important individual or work of art that is specific to the history/development of Edina. Short- term Edina Arts and Culture Commission. Implement Student Sculpture Competition in K-5 Edina Schools. Ongoing Edina Arts and Culture Commission and Edina School District. Arts and Culture Goal 4: Expand and continue to drive awareness of and participation in Edina’s Public Art program and art collection. Work with each Edina neighborhood to understand perspectives and ideas for public art and creative placemaking that is specific to location. Short- term Edina Arts and Culture Commission. While maintaining the outdoor sculptures that have long been a part of Public Art Edina, also incorporate new expressions of public art (examples might include: works of art that involve light, sound, and/or movement; 100 foot table for individuals to eat together and engage during the Fall into the Arts Festival; public performances; multi-season or season-specific experiences to celebrate the region’s four distinct seasons; something unique to Edina akin to the sidewalk poetry in St. Paul, MN). Short- term, Mid- term, and Long-term Edina Arts and Culture Commission. Work in strong collaboration with the Edina City Council and Mayor to establish an effective working model for including the perspective of arts and culture as a meaningful contribution to decision-making and creative placemaking.. Short- term Edina Arts and Culture Commission, City Council, and Mayor. Arts and Culture Goal 5: Establish a formal role for artists and other creative thinkers to participate Based upon Implementation Step 1 above, establish a review panel for design as it pertains to new buildings and other structures constructed in Edina. Short- term, Mid- term, and Long-term City Council with input from City Manager, Community Development Department and Edina Arts and Culture Edina Comprehensive Plan 15. Implementation Chapter Draft 09-30-19 15-40 Table 15.1: Implementation Actions Goal/Policy Topic Strategy/Action Steps Timeline Lead/Coordinating Agencies in forward-looking plans for Edina. Commission. Based on Implementation Step 1 above, establish a review panel to focus on City policies, ordinances and statutes from the perspective of arts and culture, in order to make recommendations. Short- term, Mid- term, and Long-term City Council with input from City Manager, Community Development Department and Edina Arts and Culture Commission. Select individuals to participate on the panels listed in Implementation. Long-term City Council with input from Edina Arts and Culture Commission. Utilize the skills and connections of the individuals above to enliven and strengthen Edina neighborhoods through outreach and communication with residents, including community artists, to understand specific goals for arts and culture and other designed elements of the neighborhood environment (long-term). Long-term Edina Arts and Culture Commission. Pending funding, enhance the experience and visibility of arts and culture in Edina through artist-in- residence, writer-in-residence, and/or musician-in- residence programs. Short- term Edina Arts and Culture Commission. Plan for financial sustainability, such as the creation of a benefactor group that can generate contributed revenue to accelerate the role and importance of the Arts and Culture in Edina. Short- term City Council with input from City Manager, Community Development Department and Edina Arts and Culture Commission. Arts and Culture Goal 6: Research, decide on, and implement the necessary funding and governance plans for supporting arts and culture in Edina. Determine the feasibility of creating a 501(c)(3) nonprofit organization (or similar structure) to oversee and coordinate the Edina Art Center and/or other arts and culture venues and activities. Decide whether this is the best option for the future of the EAC. Ongoing City Council with input from City Manager, Community Development Department and Edina Arts and Culture Commission. Determine the feasibility of a staff position within the City of Edina that would have direct responsibility for arts and culture initiatives, similar to other existing positions that currently serve as liaisons Short- term and Ongoing City Council with input from City Manager, Community Development Department and Edina Arts and Culture Edina Comprehensive Plan 15. Implementation Chapter Draft 09-30-19 15-41 Table 15.1: Implementation Actions Goal/Policy Topic Strategy/Action Steps Timeline Lead/Coordinating Agencies between the City and its commissions. Commission. Investigate sources for ongoing funding for the appropriate maintenance of the works of art in the Public Art Edina Permanent Collection and recommend next steps. Short- term Edina Arts and Culture Commission with input from Planning Department. Coordinate the efforts of the Arts and Culture Commission and the Planning Commission to research the feasibility and - where practical - implement effective methods to increase funding for arts and culture in Edina via local development fees and/or sales and use taxes. For an illustrative example of a similar approach, see the SCFD model used in Denver, Colorado. Long-term Edina Arts and Culture Commission with input from Planning Department. Establish consistent revenue base, earned and contributed, to support arts and culture initiatives in Edina. Long-term City Council with input from the Edina Arts and Culture Commission Edina Comprehensive Plan 15. Implementation Chapter Draft 09-30-19 15-42 Plan Amendment Process The comprehensive plan is intended to apply to a wide range of circumstances, providing a balance between structure and flexibility. It is the intent of the City that the need to amend the plan should be primarily for major events, rather than routine actions. However, from time to time amendments to the plan will be needed to address changing conditions, emerging opportunities, and other factors. The City of Edina should periodically review of the plan to see if amendments are needed to address changing conditions or shifting priorities. Additionally, plan amendments may be requested in response to a specific proposal or project, such as new development project. When considering amendments to this plan, the City of Edina will follow procedures described in city ordinances. Depending on the circumstances, landowners, developers, organizations, individuals, the City Council, and Planning Commission may initiate amendments to the comprehensive plan. After an amendment is proposed, the Planning Commission will direct staff to prepare a thorough analysis of the proposed amendment. Staff will present to the Planning Commission a report analyzing the proposed changes, including their findings and recommendations regarding the proposed plan amendment. The Planning Commission will determine whether to proceed with the proposed amendment. If a decision to proceed is made, a formal public hearing will be held, followed by action by the Planning Commission and City Council. If approved by the City Council, the amendment will be submitted for review to the Metropolitan Council, following established procedure and notification requirements. Responses to comments submitted to the Planning Commission on November 13 and in City Council Correspondence on November 19 by Roberta Castellano. The comments submitted relate to materials presented In April and May. The changes recommended are to the current draft of the 2018 Comprehensive Plan: Comment Submitted Response Action Taken 1) falsely reported the Current Housing Unit Density range for Medium Density Residential. The graphic referred to (Table 3.5) did not show the correct density in the Medium Density Residential category. The range shown was 5-20 units per acres for both the 2008 Comprehensive Plan and the draft 2018 Plan. The Planning Commission did not intend to increase density in these areas. The Plan will be corrected to show the density range as 5-12 units per acre in the Medium Density Residential Category. (See attached revised Table 3.5) 2) falsely represented that the City is not changing the Density range for the Medium Density Residential Category going forward. The representation was correct. The Planning Commission is not recommending a density increase in the Medium Density Residential Category. See above action. 3) falsely reported that the increases in Density only impact land within the Greater Southdale Area. Density had been proposed and approved to increase in the small area plans outside of the Greater Southdale Area. (44th & France, 70th and Cahill) The 50th and France area was reduced by City Council from a maximum of 100 units per acre to 75. The High-Density Residential category was also increased from 12 to 30 units per acre to 20-60 units per acre in the Grandview area and Highway 62 & Tracy Avenue. The vast majority of the density increases are within the Greater Southdale Area. No action needed. 4) falsely represented that the Greater Southdale District Residential was a pre-existing category. Greater Southdale District Residential was not a land use category in the 2008 Comprehensive Plan. The High-Density Residential land use in the Southdale District was recategorized in the 2018 plan as Greater Southdale District Residential, along with an increase of density from 12 to 30 units per acre to 50 to 100 units per acre. No action needed. 5) falsely represented the Density going forward for 50th & France, as compared to what the City actually entered into the Draft Comp Plan—something I subsequently addressed. When the City Council approved the Small Area Plan for 50th and France, the density was reduced from a maximum of 100 units per acre to 75 units per acre. The draft plan includes the reduced density that was approved by the City Council. No action needed. 6 and 7) falsely represented the going forward Density and the going forward Land Use Category, for the Mixed-Use Center at Southdale, as compared to what the City has actually entered in the Draft Comp Plan. The existing Mixed-Use Center at Southdale was transitioned to the Community Activity Center since the allowed land uses within those categories were the same, and to reflect updated guidance from the small area planning process. The density in what was the Mixed-Use Center (and later became the Community Activity Center) remained the same with a maximum density of 150 units per acre. The area that was Community Activity Center in the 2008 Plan was increased from 12 to 105 units per acre to 90 to 150 units per acre. No action needed. 8) falsely represented that the City is not proposing to change the Land Use Category of any land in the City, which also contradicts a statement of intent that is found in the Draft Plan. As part of the Small Area Plan for 70th and Cahill, there were properties east of Amundson Avenue that were recommended for a land use change from Industrial to Neighborhood Node. These were identified in that study. These are the only properties in which the actual land uses for the site are recommended for change and will therefore require rezoning following formal adoption of the Comprehensive Plan. The names of some land use categories have changed throughout the City, however, the uses allowed within them have not changed significantly enough to require rezoning. No action needed. 9) concealed a 7-acre increase in the number of acres assigned to the Mixed-Use Center Land Use Category at either or both the Grandview and 50th & France Districts, and at this time, I haven’t learned which one or both. There is no increase in area or change to the boundaries of the Mixed-Use Center in either Grandview or 50th and France. The difference appears to be the result in a change how acreage was calculated between the previous and current Comprehensive Plan. Numbers in the current plan are based on updated GIS analysis of the parcel layer shown on the map. No action needed. 10) Ms. Castellano questioned if properties on Maple Road or the lid account for the increase in acres mentioned in 9) above The area over Highway 100 that was part of what had been referred to as the “lid” is not part of the Grandview Mixed Use area. The boundary at the Mixed-Use Center for 50th and France has not been expanded to include low density residential properties along Maple Road. No action needed. 5-12 The CITY of EDINA 2018 Comprehensive Plan Update City Council Public Hearing December 3, 2019 Planning Commission Public Hearing April 24, 2019 Presentation Overview 2 •Background •What is a Comprehensive Plan? •Metropolitan Council requirements •City of Edina electives •Small area planning •Edina’s Comprehensive Planning Process •Public meetings •Schedule •Revisions since the March 7, 2019 draft plan was presented to the Planning Commission and Council •Next steps Background 3 The Edina Comprehensive Plan is designed as a framework for guiding future development, redevelopment, and community enhancement. Metropolitan Council Requirements •Comprehensive Plan updates are required by State Statute •Required to address regional systems: •Land Use •Housing •Regional Parks and Trails •Transportation •Water Resources •Encouraged to address Economic Competitiveness and Resiliency Background 4 City of Edina Electives •Not merely a document prepared to meet Metropolitan Council requirements •Also prepared to address local, non-regional concerns and issues: •Arts and Culture •Community Facilities and Services •Community Health •Environment and Energy •Heritage Preservation •Human Rights and Relations •Local Economic Development •Local Parks Background 5 Small Area Planning •The 2008 Edina Comprehensive Plan identified several areas as “Potential Areas of Change.” •During the 2018 Edina Comprehensive Plan process, Small Area Plans were completed for each of these areas, which represent 7 percent of Edina’s land area. •All Small Area Plans have been approved by the City Council, and will be included in the Comprehensive Plan. Small Area Plan Areas •Wooddale Valley View •44th and France •50th and France •Greater Southdale District •70th and Cahill Background 6 Small Area Plans •Preserve the integrity of single-family and low-density neighborhoods. •Focus redevelopment to those areas that have Small Area Plans. •Enhance mobility and mobility options by creating complementary relationships between private redevelopment and sustainable infrastructure improvements. •Encourage efficiency in new infrastructure investments in streets, sidewalks, transit, water and sewer services, storm water management, and parks and plazas. Edina’s Comprehensive Planning Process 7 Vision Edina 2015 Foundation Big Ideas Workshop 2017 Bridge Small Area & District Planning 2016-2019 Work Groups Comprehensive Plan Update 2019 Commissions, Staff & Agencies Planning Commission (CPTF) 2008 Direction Prepare Small Area Plans •Led by the Planning Commission’s Comprehensive Plan Task Force (CPTF) •Focus on identified areas of change. •Built on a foundation provided by Vision Edina 2015 •Informed by community members’ opinions and concerns •Final recommendations made by Work Groups and Commissions Public Meetings 8 •City Council/Planning Commission work sessions •Comprehensive Plan Task Force work sessions •Edina Boards and Commissions meetings •Big Ideas workshops •Southdale District Plan Work Group meetings •Southdale District Plan Open Houses •Small Area Plan Work Group meetings •Small Area Plan Community Meetings •Planning Commission Public Hearings •City Council Public Hearings 180 public meetings between February 2017 and November 2019 9 Revisions Since the Last Round of Public Hearings 10 Two sources of comments received on the March 7, 2019 Draft Comprehensive Plan •Community members via Better Together Edina during the 30-day review period: •95 comments submitted and reviewed by the CPTF •Consultants were directed to respond to 53 (56 percent) of the comments in future revisions. •Treatment of the comments is documented in Responses to Comments Report, May 8, 2019. •Neighboring municipalities and agencies during the 6-month review (May 8 –Nov 8, 2019) •Hennepin County •MnDOT •Three Rivers Park District •City of Bloomington Revisions Since the Last Round of Public Hearings 11 Hennepin County and MnDOT: •Both commented on the Transportation chapter •Neither found any issues or concerns Three Rivers Park District: •Revisions to three maps to better illustrate the Nine Mile Creek Regional Trail •Language revisions to better and more accurately describe Three Rivers Park District properties, trails, and trail alignments and identify the preferred alignment for the CP Rail Regional Trail •Revisions to address typographical errors City of Bloomington: •Revision to a map to demonstrate Bloomington’s decision to no longer support the Conceptual East/West Connector, a bridge over I-494 between France Avenue and Normandale Boulevard. Revisions Since the Last Round of Public Hearings 12 Revisions made by the Consultant Team •All chapters were generally reviewed and revised to correct obvious typographical, grammatical, and style-related errors and to improve consistency in labels, tables and figures, photo captions, and supporting data. •Revisions in response to questions and concerns raised by community members and staff following the 30-day review period Revisions Since the Last Round of Public Hearings 13 Land Use Chapter Revisions to Ensure Consistency throughout the Document •Clarification on the growth forecasts •Description of both benefits of new growth and how the plan mitigates impacts of growth •Details on mixed use center guidance and updates from small area plans •Updates to land use calculations to separate out a small amount of undevelopable lands •Added details of land uses in change areas •Updated photos with captions to illustrate concepts Revisions Since the Last Round of Public Hearings 14 Housing Chapter Revision for Consistency and Clarity •Description of forecasts and change areas •Additional detail in definitions for housing tools •Clarifications on housing trends and needs •Revisions to affordable housing allocation to be consistent with land use Next Steps 15 We’re Almost There! •Review/approval by Planning Commission (11/13/19) and City Council (12/3/19) •Submittal by 12/31/19 to Met Council •Met Council has 6 months to review and approve the City’s completed Comprehensive Plan. •Plan returns to City Council for final resolution adopting the plan. •After adoption, the City will incorporate any required zoning changes. Response to Council Correspondence 16 Comment Submitted Response Action Taken 1) falsely reported the Current Housing Unit Density range for Medium Density Residential. The graphic referred to (Table 3.5) did not show the correct density in the Medium Density Residential category. The range shown was 5-20 units per acres for both the 2008 Comprehensive Plan and the draft 2018 Plan. The Planning Commission did not intend to increase density in these areas. The Plan will be corrected to show the density range as 5-12 units per acre in the Medium Density Residential Category. (See attached revised Table 3.5) 2) falsely represented that the City is not changing the Density range for the Medium Density Residential Category going forward. The representation was correct. The Planning Commission is not recommending a density increase in the Medium Density Residential Category. See above action. Response to Council Correspondence 17 5-12 Response to Council Correspondence 18 Comment Submitted Response Action Taken 3) falsely reported that the increases in Density only impact land within the Greater Southdale Area. Density had been proposed and approved to increase in the small area plans outside of the Greater Southdale Area. (44th & France, 70th and Cahill) The 50th and France area was reduced by City Council from a maximum of 100 units per acre to 75. The High-Density Residential category was also increased from 12 to 30 units per acre to 20-60 units per acre in the Grandview area and Highway 62 & Tracy Avenue. The vast majority of the density increases are within the Greater Southdale Area. No action needed. Response to Council Correspondence 19 Comment Submitted Response Action Taken 4) falsely represented that the Greater Southdale District Residential was a pre-existing category. Greater Southdale District Residential was not a land use category in the 2008 Comprehensive Plan. The High-Density Residential land use in the Southdale District was recategorized in the 2018 plan as Greater Southdale District Residential, along with an increase of density from 12 to 30 units per acre to 50 to 100 units per acre. No action needed. 20 2008 vs. 2018 Plan Densities Response to Council Correspondence 21 Comment Submitted Response Action Taken 5) falsely represented the Density going forward for 50th & France, as compared to what the City actually entered into the Draft Comp Plan. When the City Council approved the Small Area Plan for 50th and France, the density was reduced from a maximum of 100 units per acre to 75 units per acre. The draft plan includes the reduced density that was approved by the City Council. No action needed. 6 and 7) falsely represented the going forward Density and the going forward Land Use Category, for the Mixed-Use Center at Southdale, as compared to what the City has actually entered in the Draft Comp Plan. The existing Mixed-Use Center at Southdale was transitioned to the Community Activity Center since the allowed land uses within those categories were the same, and to reflect updated guidance from the small area planning process. The density in what was the Mixed-Use Center (and later became the Community Activity Center) remained the same with a maximum density of 150 units per acre. The area that was Community Activity Center in the 2008 Plan was increased from 12 to 105 units per acre to 90 to 150 units per acre. No action needed. 22 2008 vs. 2018 Plan Densities Response to Council Correspondence 23 Comment Submitted Response Action Taken 8) falsely represented that the City is not proposing to change the Land Use Category of any land in the City, which also contradicts a statement of intent that is found in the Draft Plan. As part of the Small Area Plan for 70th and Cahill, there were properties east of Amundson Avenue that were recommended for a land use change from Industrial to Neighborhood Node. These were identified in that study. These are the only properties in which the actual land uses for the site are recommended for change and will therefore require rezoning following formal adoption of the Comprehensive Plan. The names of some land use categories have changed throughout the City, however, the uses allowed within them have not changed significantly enough to require rezoning. No action needed. 9) concealed a 7-acre increase in the number of acres assigned to the Mixed-Use Center Land Use Category at either or both the Grandview and 50th & France Districts. There is no increase in area or change to the boundaries of the Mixed-Use Center in either Grandview or 50th and France. The difference appears to be the result in a change how acreage was calculated between the previous and current Comprehensive Plan. Numbers in the current plan are based on updated GIS analysis of the parcel layer shown on the map. No action needed. 10) Ms. Castellano questioned if properties on Maple Road or the lid account for the increase in acres mentioned in 9) above The area over Highway 100 that was part of what had been referred to as the “lid” is not part of the Grandview Mixed Use area. The boundary at the Mixed-Use Center for 50th and France has not been expanded to include low density residential properties along Maple Road. No action needed. Response to Council Correspondence 24 The CITY of EDINADensity Changes 70th and Cahill –Increase from 12 to 50 units per acre 44th and France –Increase from 12 to 60 units per acre 50th & France –Decrease from 100 to 75 units per acre West Side of France –Increase from 30 to 75 units per acre Pentagon Park –Increase from 30 to 75 units per acre Southdale & Galleria –Increase from 105 to 150 units per acre High Density Residential –Increase from 30 to 60 and 100 units per acre Regional Medical District –Increase from 80 to 100 units per acre www.EdinaMN.gov 1 The CITY of EDINA2008 vs. 2018 Plan Densities www.EdinaMN.gov 2 The CITY of EDINA www.EdinaMN.gov 3 2018 Comprehensive Plan 12-60 100-75 12-50 The CITY of EDINA www.EdinaMN.gov 4 2018 Comprehensive Plan 12-60 100-75 12-50 55-75 30-75 105-150 80-100 30-60 30-100 30-75 30-60 The CITY of EDINAZoning Changes -70th and Cahill –Industrial to mixed Use www.EdinaMN.gov 5 Date: December 3, 2019 Agenda Item #: VIII.B. To:Mayor and City Council Item Type: Report / Recommendation From:Cary Teague, Community Development Director Item Activity: Subject:PUBLIC HEARING: Resolution No. 2019-66, Preliminary & Final Plat, Lot Depth Variance; Platting an Existing Outlot, and Development Contract at Oak Lane Action CITY OF EDINA 4801 West 50th Street Edina, MN 55424 www.edinamn.gov ACTION REQUESTED: Adopt Resolution No. 2019-66 approving preliminary & final plat, platting an existing outlot, and development contract at Oak Lane. INTRODUCTION: The applicant, Lance Elliott is proposing to build a new single-family home on property that is currently platted as an Outlot. This lot was originally created in 1975 as part of Warden Acres Austin Replat and Warden Acres Austin 2nd Replat. See attached 1975 and 1985 P lats. In the 1975 P lat, 25 feet of right-of-way was dedicated to the City with the intention of building a street to the east from Oak Lane to Garden Avenue (see attached). An additional 25 feet right-of-way was expected to be taken from the property to the south when it was ready to be developed. On August 14, 2019, the Planning Commission recommended approval of the Preliminary P lat and Variances. Vote: 7 Ayes and 2 Nays. See attached staff reports. ATTACHMENTS: Description Staff Reports: Preliminary & Final Plat, Lot Depth Variance; Platting an Existing Outlot, and Development Contract at Oak Lane Resolution No. 2019-66 Development Contract Site Survey, Location and Existing Conditions Proposed Plans Wetland Delineation and Technical Report Nine Mile Creek Conditional Permit Historical Documents Neighbor Letters Staff Presentation Applicant Presentation December 3, 2019 Honorable Mayor and Councilmembers Cary Teague, Community Development Director Preliminary & Final Plat, Lot Depth Variance and Development Contract – Platting an Existing Outlot – Oak Lane Information / Background: The applicant, Lance Elliott is proposing to build a new single-family home on property that is currently platted as an Outlot. This lot was originally created in 1975 as part of Warden Acres Austin Replat and Warden Acres Austin 2nd Replat. See attached 1975 and 1985 Plats. In the 1975 Plat, 25 feet of right-of-way was dedicated to the City with the intention of building a street to the east from Oak Lane to Garden Avenue (see attached). An additional 25 feet right-of-way was expected to be taken from the property to the south when it was ready to be developed. However, over the past 40+ years the rules regarding filling in wetlands and flood plains have changed and the property to the south did not develop. See attached floodplain and wetland map. Note that there is a large wetland to the east, which has prevented the street from being built. However, there still is the opportunity for the street to be extended unless the right-of-way be vacated. The original request was to construct a private driveway over the existing right-of-way. Private driveways can only be built within public rights-of-way if the underlying property owner is agreeable. In this instance, the underlying owner is not agreeable; therefore, a public street and alley is requested to be constructed to provide access to the site. Five feet of additional right of way would be dedicated to the City to expand the right-of-way to 30 feet. Cities may build public streets within existing right- of-way. Where the right-of-way is 25 feet in width, the street would be considered an alley. An alley is public right-of-way less than 30 feet in width, which is used or usable for a public thoroughfare. The city engineer has reviewed the revised street/alley plans and finds them acceptable subject to the terms in the Development Contract. Staff believes it is reasonable to serve the site with a reduced width street/alley to provide access to this lot, until such time that the property to the south and/or east is proposed to be subdivided. If the property to the south is subdivided, the City may require the proposed street be widened and assess the cost in accordance with the City’s assessment policy. The Development Contract has been drafted by the city attorney and the applicant is agreeable to the terms. The Developer is responsible for snow removal from the street and all maintenance and repair. If the property to the south of the street is subdivided the City may require the street to be widened and assess the cost in accordance with the City’s assessment policy. August 14, 2019 Planning Commission Cary Teague, Community Development Director Preliminary Plat – Platting an Existing Outlot – Oak Lane Information / Background: The applicant, Lance Elliott is proposing to build a new single-family home on property that is currently platted as an Outlot. This lot was originally created in 1975 as part of Warden Acres Austin Replat and Warden Acres Austin 2nd Replat. (See attached 1975 and 1985 Plats.) Within the 1975 Plat, 25 feet of right-of-way was dedicated to the City with the intention of building a street to the east from Oak Lane to Garden Avenue. (See attached.) An additional 25 feet right-of-way was expected to be taken from the property to the south when it was ready to be developed. However, over the past 40+ years the rules in regard to filling in wetlands and flood plains have changed and the property to the south did not develop. (See attached floodplain and wetland map. Note that there is a large wetland to the east, which prevented the street from being built.) The applicant would like build a private driveway within the existing right-of-way and build a home on the existing outlot. Edina city ordinance requires outlots to be replatted prior to any construction. To accommodate the request, the following is required: 1. Preliminary Plat; and 2. A lot depth variance from 151 to 138 feet. Within this neighborhood, the minimum lot size is established by the median width, depth and area of all lots within 500 feet of the property. The minimum lot width and area requirements are met. Surrounding Land Uses The lots on all sides of the subject properties are zoned and guided low-density residential, and contain single-family residential homes. STAFF REPORT Page 2 Existing Site Features The existing site is vacant, contains, mature trees and a wetland. See the attached tree inventory. Planning Guide Plan designation: Single-dwelling residential Zoning: R-1, Single-dwelling district Outlots Section 32-9 of the Edina City Code regulates outlots as follows: (a) It is the policy of the city to allow outlots on plats and subdivisions presented to the city for approval pursuant to this chapter, but only for the purpose of simplifying the descriptions of parcels of land that: (1) Would otherwise be excepted from the platted area; or (2) Are to be conveyed or dedicated to the city or other public body. (b) Therefore, any outlots shown on a plat or subdivision approved by the council shall not be, nor deemed to be, lots or parcels, as defined in chapter 36, nor shall any outlots be developed by the erection or placing of improvements on the outlots, unless first replatted into lots and blocks pursuant to this chapter and the applicable provisions of state law. Except, however, improvements may be erected or placed by the city or other public body upon outlots conveyed or dedicated to it. This lot was platted as an outlot in 1985 as part of the Warden Acres Austin 2nd Replat, and the 1973 Warden Acres Austin Replat. (See attached Plats.) It was platted at an outlot subject to future platting of property to the south and west. (See attached history/minutes.) Right-of-way was platted in 1973 to provide access to this lot in the Warden Acres Austin Replat. There was to be a street constructed between Oak Lane and Garden Avenue. Additional right-of-way was to be obtained with the platting of lots to the south to complete the street. (See attached existing right-of-way.) However, the property to the south never redeveloped and the roadway never constructed. This is due in large part to the wetland located to the east. (See attached wetland map.) The outlot under consideration to be built on could be served by a private driveway over the existing right-of-way to provide access to the site. STAFF REPORT Page 3 Lot Dimensions Area Lot Width Depth REQUIRED 12,800 s.f. 82 feet 190 feet Lot 1 20,064 s.f. 140 feet 138 feet* *Variance requested The proposed subdivision meets the lot area and width requirements, but does not meet the lot depth requirement. (See the attached median calculations done by a licensed surveyor.) Grading/Drainage/Utilities Drainage flows from north to the south toward the wetlands. This drainage pattern will continue. (See attached grading and drainage plan.) The applicant is proposing to capture runoff in a raingarden to slow down and filter sediment before draining to the wetland. The watershed district has required a buffer adjacent to the wetland. The city engineer has reviewed the proposed plans and found them to be acceptable. There shall be no increase in peak rate or volume to neighboring private properties. The detailed grading plans would be reviewed by the city engineer at the time of building permit application for each lot. A construction management plan will be required for the construction of the new home. Any approval of the proposed plat would be subject to meeting all the conditions required by engineering in their review memo dated August 2, 2019. Retaining walls will likely be required at the time of building permit for the construction of the driveway, to minimize impact to the adjacent property. Street Access As mentioned, access to the site is proposed by a private driveway that would be constructed within existing platted public right-of-way. After preliminary approval has been given to a plat or subdivision, the applicant shall enter into an encumbrance agreement to construct the driveway in the right-of-way with the city, on terms and conditions determined by the city. The city engineer has recommended construction of retaining walls with the driveway construction to minimize impacts on adjacent property. Staff recommends that the east-west portion of the right-of-way should be centered in the right-of-way to allow room for landscaping north of the driveway to minimize impacts on the neighboring home to the north. The driveway length from the nearest improved street, Oak Lane is over 200 feet, therefore the new home must be constructed with a fire sprinkler system, as required by the fire marshal. (See attached memo from the fire marshal.) STAFF REPORT Page 4 City Code Considerations Sec. 32-130. – Considerations. The planning commission, in reviewing proposed plats and subdivisions and in determining its recommendation to the council, and the council in determining whether to approve or disapprove of any plat or subdivision, may consider, among other matters, the following: (1) Whether the physical characteristics of the property, including, without limitation, topography, vegetation, susceptibility to erosion or siltation, susceptibility to flooding, use as a natural recovery and ponding area for storm water, and potential disturbance of slopes with a grade of 18 percent or more, are such that the property is not suitable for the type of development or use proposed. (2) Whether development within the proposed plat or subdivision will cause the disturbance of more than 25 percent of the total area in such plat or subdivision containing slopes exceeding 18 percent. (3) Comply with section 10-82. (Tree Ordinance) Protected trees may be removed without mitigation, in the following areas: a. Including, and within a ten-foot radius of, the building pad, deck or patio of a new or remodeled building. b. Including, and within a five-foot radius of driveways and parking areas. c. Including, and within ten-foot radius of installation of public infrastructure improvements including public roadways, stormwater retention areas and utilities. Trees outside of these areas would have to be replaced. Sec. 32-131. - Additional considerations. In addition to the foregoing matters, the commission, in connection with its recommendation to the council, and the council in determining whether to approve or disapprove a proposed plat or subdivision, shall specifically and especially consider the following matters: (1) Whether the proposed plat or subdivision complies with the policies, objectives and goals of the comprehensive plan. (2) Whether the proposed plat or subdivision complies with chapter 36. (3) Whether the design of the proposed plat or subdivision, or the design or type of improvements proposed to be placed thereon, may be detrimental to the health, safety or general welfare of the public. (4) Whether the proposed plat or subdivision conforms to, and complies with, the requirements of applicable state law. (5) Whether the proposed plat or subdivision complies with the policies, objectives, goals and requirements of this chapter, as varied by variances therefrom, if any. STAFF REPORT Page 5 The proposed plat is compliant with the exception of the lot depth. The median lot depth is not met due to the extremely deep lots to the south. (See attached.) These lots were planned to be divided in half with the construction of the road that was to connect Oak Lane and Garden Avenue. The 138 foot deep lot is reasonable when comparing the adjacent lot depths, which range from 120-138 feet. This lot has already been platted as an outlot, with the assumption that it would be built on in the future. The previous property owner dedicated the right-of-way to the city to provide access. Tree Removal There would be 26 trees removed to accommodate the building pad and driveway. The majority of these trees are Cottonwood; there are a couple of Oak trees that would be removed in the building pad area. There is a lot of Buckthorn. Under the City’s tree ordinance, these trees would not have to be replaced. Any trees removed outside of a 10-foot radius of the building pad, deck, patio, stormwater or utilities, and outside a five-foot radius of driveways and parking areas would have to be replaced. The applicant has provided a landscape plan with this proposal to plant trees along the driveway. Park Dedication As with all subdivision proposals, park dedication is required. Edina City Code requires a park dedication fee of $5,000 for each additional lot created. Therefore, a park dedication fee of $5,000 to plat this outlot into a buildable lot. History of Recent Subdivision Requests in Edina The City of Edina has considered several subdivision requests with variances in recent years. Please note that the location of this site is not in the vicinity of all of these recent subdivisions, (See attached area map showing the locations of these requests…note that they are located in the Pamela Park Area.) History of Recent Subdivisions with Variances 1. In 2006, the property at 5901 France Avenue received variances to build four (4) 66-foot wide lots consistent with the area. (Median = 9,269 s.f. & 73 feet wide.) 2. In 2008, 6120 Brookview Avenue was proposed to be divided into two (2) 50-foot lots; however, the applicant withdrew the request before action was taken. (Median = 6,700 s.f. & 50 feet wide.) 3. In 2009, a 100-foot lot at 5920 Oaklawn was granted variances to divide into two (2) 50-foot lots. (Median = 6,699 s.f. & 50 feet wide.) 4. In 2011, the property at 5829 Brookview was granted variances to divide into two (2) 50-foot lots. (Median = 6,769 s.f. & 50 feet wide.) 5. In 2012, the property at 6109 Oaklawn was denied the request to subdivide the property into two (2) 50-foot lots. (Median = 6,701 s.f. & 50 feet wide.) STAFF REPORT Page 6 6. In 2012, 6120 Brookview was again proposed for subdivision. That request was denied. (Median = 6,700 s.f. & 50 feet wide.) 7. In 2012, 5945 Concord was denied the request to subdivide the property into two (2) 50-foot lots. (Median = 10,028 s.f. & 77 feet wide.) 8. In 2015, a 100-foot lot at 5825 Ashcroft Avenue was granted variances to divide into two (2) 50-foot lots. (Median = 6,790 s.f. & 50 feet wide.) 9 In 2015, 5945 Concord was approved for a request to subdivide the property into two (2) 50-foot lots. (Median = 10,028 s.f. & 77 feet wide.) 10. In 2016, 5845 Kellogg Avenue was denied a request to subdivide the property into two (2) 50-foot lots. (Median = 6,715 s.f. & 50 feet wide.) 11. In 2017, 6124 Ewing Avenue was approved for a request to subdivide into two (2) lots with lot width and area variances. (Median = 11,500 s.f. & 80 feet wide.) 12. In 2017, 5404 Park Place was approved for a request to subdivide into two (2) lots with lot width variances from 75 feet to 65 feet for each lot; and lot area variances from 9,000 square feet to 8,705 and 8,840 square feet. (Median = 8,107 s.f. & width was 60 feet wide.) 13. In 2019, 5841 Oaklawn was approved for a request to subdivide into two (2) lots with lot width variances from 75 feet to 50 feet for one lot; and lot area variances from 9,000 square feet to 8,793 and 6,694 square feet. Lot Depth Variance Per state law and the Zoning Ordinance, a variance should not be granted unless it is found that the enforcement of the ordinance would cause practical difficulties in complying with the zoning ordinance and that the use is reasonable. As demonstrated below, staff believes the proposal meets the variance standards, when applying the three conditions: a) Will the proposal relieve practical difficulties that prevent a reasonable use from complying with the ordinance requirements? Reasonable use does not mean that the applicant must show the land cannot be put to any reasonable use without the variance. Rather, the applicant must show that there are practical difficulties in complying with the code and that the proposed use is reasonable. “Practical difficulties” may include functional and aesthetic concerns. The practical difficulty is the fact this lot was platted for future development at 138 feet of depth. It met the city standard at that time of 135 feet. Additionally, the road was never constructed to serve this lot, as the property to the south was never developed, likely due to the location of a large wetland. STAFF REPORT Page 7 b) There are circumstances that are unique to the property, not common to every similarly zoned property, and that are not self-created? The circumstances of the previous platting in this area that includes right-of-way to provide access and future street construction are unique in this area and not common in other R-1 Zoning Districts. These conditions were not created by the applicant. c) Will the variance alter the essential character of the neighborhood? No. The proposed improvements requested by the variance would not alter the essential character of the neighborhood. The new single-family home would be constructed on an existing lot similar to lot sizes in the Grove Street area. Primary Issues • Is the proposed Re-plat (Platting an Outlot into a buildable lot) with a Lot Depth Variance reasonable for the site? Yes. Staff believes that the proposed subdivision is reasonable for the following reasons: 1. With the exception of the lot depth, the proposed lot meets all minimum zoning ordinance requirements. 2. Lot depth is reasonable in the context of this neighborhood (The Grove Street area) with lot depths ranging from 120 feet to 138 feet. 3. The lot size is similar and in many instances larger than many in the neighborhood. 4. Upon compliance with all city and watershed district requirements for grading and drainage, the proposed subdivision would not have a negative impact on adjacent property. 5. This lot was platted with the assumption that it would be built on in the future. The previous property owner dedicated the right-of-way to the city to provide access. 6. A public road is not likely to be constructed in this right-of-way due to the location of wetland to the east. 7. It is reasonable to serve the site with a private driveway over the public right-of-way to provide access to this lot. STAFF REPORT Page 8 Options for Consideration Denial Recommend the City Council deny the proposed Preliminary Plat with the Lot Depth Variance. Denial is based on the following findings: 1. The proposed plat does not meet the standards outlined in Sec. 32-130. – Considerations as follows: (1) Whether the physical characteristics of the property, including, without limitation, topography, vegetation, susceptibility to erosion or siltation, susceptibility to flooding, use as a natural recovery and ponding area for storm water, and potential disturbance of slopes with a grade of 18 percent or more, are such that the property is not suitable for the type of development or use proposed. (2) Whether development within the proposed plat or subdivision will cause the disturbance of more than 25 percent of the total area in such plat or subdivision containing slopes exceeding 18 percent. (3) Comply with section 10-82. (Tree Ordinance) 2. The physical characteristics of the subject property including topography, trees, vegetation, wetland, susceptibility to erosion and siltation, make the subject property unsuitable for development. 3. Development of the site as proposed would be harmful to adjacent properties. 4. A public street to serve this lot will not be built due to topography, mature trees and the location of a large wetland. Approval Recommend the City Council approve the proposed Preliminary Plat with the Lot Depth Variance. Approval is based on the following findings: 1. With the exception of the lot depth, the proposed lot meets all minimum zoning ordinance requirements. 2. Lot depth is reasonable in the context of this neighborhood (Grove Street area) with lot depths ranging from 120 feet to 138 feet. 3. The lot area is similar and in many instances larger than many in the neighborhood. 4. Upon compliance with all city and watershed district requirements for grading and drainage, the proposed subdivision would not have a negative impact on adjacent property. 5. This lot was platted with the assumption that it would be built on in the future. The previous property owner dedicated the right-of-way to the city to provide access. STAFF REPORT Page 9 6. A public road is not likely to be constructed in this right-of-way due to the location of wetland to the east. 7. It is reasonable to serve the site with a private driveway over the public right-of-way to provide access to this lot. Approval is subject to the following conditions: 1. The City must approve the final plat within one year of preliminary approval or receive a written application for a time extension or the preliminary approval will be void. Final plat shall include a complete grading and drainage plan subject to review and approval of the city engineer. 2. At the time of final plat approval, the applicant shall enter into an encumbrance Agreement to construct the driveway in the right-of-way with the city, on terms and conditions determined by the city. The city engineer has recommended construction of retaining walls with the driveway construction to minimize impacts on adjacent property. 3. Prior to release of the final plat, the following items must be submitted: a. Park dedication fee of $5,000 must be paid prior to release of the final plat. b. Submit evidence of a Nine Mile Creek Watershed District approval. The City may require revisions to the preliminary plat to meet the district’s requirements. 4. Prior to issuance of a building permit, the following items must be submitted: a. Curb-cut permits must be obtained from the Edina engineering department. Driveway plans are subject to review and approval of the city engineer. b. A construction management plan will be required for the construction of the new home. c. Utility hook-ups are subject to review of the city engineer. d. There shall be no increase in peak rate or volume to neighboring private property. e. Any disturbance to the roadway caused by the construction of the new homes must be repaired by replacing the asphalt pavement from curb-to-curb and from saw-cut to saw-cut. 5. Compliance with the conditions outlined in the director of engineering’s memo dated August 2, 2019. 6. Compliance with the conditions outlined in the building official & fire marshal’s memo dated August 6, 2019, including the new home must be constructed with a fire sprinkler system. 7. Compliance with the tree ordinance. STAFF REPORT Page 10 8. The east-west portion of the driveway should be centered in the right-of-way to allow room for landscaping north of the driveway to minimize impacts on the neighboring home to the north. Staff Recommendation Staff recommends approval of the proposed Preliminary Plat and Lot Depth Variance subject to the findings and conditions listed above. Deadline for a City Decision: November 6, 2019 DATE: August 2, 2019 TO: Cary Teague, Community Development Director FROM: Zuleyka Marquez, Graduate Engineer RE: Oak Lane: Outlot A 32211721410101 - Variance Review The Engineering Department has reviewed the subject property for street and utility concerns, grading, storm water, erosion and sediment control and for general adherence to the relevant ordinance sections. This review was performed at the request of the Planning Department; a more detailed review will be performed at the time of building permit application. Plans reviewed include the existing conditions survey, and proposed grading & erosion control plan, proposed utility plan, and stormwater & wetland plan revised 5/13/19. A certificate of survey dated 6/28/19 was also reviewed. Grading and Drainage The proposed plan includes full redevelopment of the property. Site drains to a local 1% annual chance floodplain. Proposed drainage is similar to existing lot. Stormwater Mitigation Stormwater was reviewed and is consistent with City of Edina Building Policy SP-003 standards. A final grade as-built survey and inspection will be required to verify compliance with the approved stormwater plan. Floodplain Development The proposed lowest floor is at 912’. The local flood elevation is 908.8’. Compensatory storage required if fill is placed in the 1% annual chance floodplain. Applicant to submit earthwork calculations with building permit application. Erosion and Sediment Control An erosion control plan was reviewed and is consistent with City of Edina Building Policy SP-002. Street and Curb Cut The applicant proposes a new driveway in the right-of way. A curb cut permit will be required. Staff has concerns with the preliminary grading plan from a constructability and slope stability standpoint adjacent to the driveway. Applicants engineer understood the concerns and stated it would be addressed in the final design. Public Utilities Water and sanitary are served from Oak Lane. A one-inch water service line from the curb stop to the dwelling is required per the City’s policy SP-024, which is shown on the utility plan. Other Items A final Nine Mile Creek Watershed District permit is required. A wetland buffer is required and proposed. The wetland delineation is over 5-years old. City will require confirmation from watershed on use of this delineation. Retaining walls may be needed for proposed driveway. If greater than 4-feet, the applicant will be required to submit drawings, cross-section, and calculations prepared and signed by a Minnesota licensed professional engineer. August 6, 2019 Cary Teague, Community Development Director David Fisher, Chief Building Official & Rick Hammerschmidt, Fire Marshal Oak Lane House Proposal Information / Background: After reviewing the site plans for the new proposed house on Oak Lane. Do to the location of the new house, angle, length of the driveway and the house having no direct access to a street I would require a 13-D fire sprinkler system be installed. Verify fire hydrant location. RESOLUTION NO. 2019-66 APPROVING A PRELIMINARY & FINAL PLAT WITH A LOT DEPTH VARIANCE AND APPROVAL OF THE DEVELOPMENT CONTRACT FOR WARDEN ACRES AUSTIN 2ND REPLAT OF OUTLOT A BE IT RESOLVED by the City Council of the City of Edina, Minnesota, as follows: Section 1. BACKGROUND. 1.01 The applicant, Lance Elliott is proposing to build a new single-family home on property that is currently platted as an Outlot. This lot was originally created in 1975 as part of Warden Acres Austin Replat and Warden Acres Austin 2nd Replat. 1.02 Within the 1975 Plat, 25 feet of right-of-way was dedicated to the City with the intention of building a street to the east from Oak Lane to Garden Avenue. An additional 25 feet right-of- way was expected to be taken from the property to the south when it was ready to be developed. However, over the past 40+ years the rules in regard to filling in wetlands and flood plains have changed and the property to the south did not develop. There is a large wetland to the east, which have prevented the street from being built. The proposed plans however would still provide the opportunity for the street to be extended to the east. 1.03 The applicant would dedicate an additional 5-feet of right-of-way along the south lot line to increase the right-of-way to 30 feet. The applicant would then build a reduced width public street and alley within the existing right-of-way and build a home on the existing outlot. 1.04 Cities may build public streets within existing right-of-way. Where the right-of-way is 25 feet in width, the street would be considered an alley. An alley is public right-of-way less than 30 feet in width, which is used or usable for a public thoroughfare. 1.05 Edina city ordinance requires outlots to be replatted prior to any construction. 1.06 The property owner is responsible for snow removal, maintenance and repair of the proposed street. 1.07 If the property to the south and east of the proposed alley/street is subdivided, the City may require the proposed alley/street be widened to accommodate additional lot(s) and assess the cost in accordance with the City’s assessment policy. 1.08 Within this neighborhood, the minimum lot size is established by the median width, depth and area of all lots within 500 feet of the property. The minimum lot width and area requirements are met. 1.09 The following described tract of land is requested to be platted: Outlot A, Warden Acres Austin 2nd Replat, Hennepin County, Minnesota. 1.10 To accommodate the request the following is required: Resolution No. 2019-66 Page 2 1. Preliminary & Final Plat; and 2. A lot depth variance from 151 to 138 feet. 1.09 The Subject Property is guided Single Family Residential under the City’s Comprehensive Plan and is zoned R-1, Single Dwelling Unit District. 1.10 On August 14, 2019 after published and mailed notice in accordance with Minnesota Statutes and the City Code, the Planning Commission held a public hearing, at which time all persons desiring to be heard concerning this application were given the opportunity to speak thereon. The Planning Commission recommended approval of the Preliminary Plat and Variances. Vote: 7 Ayes and 2 Nays. 1.11 On September 4, 2019, the City Council continued the public hearing to December 3rd, 2019. 1.12 On December 3, 2019, the City Council held a public hearing and considered the request. Section 2. FINDINGS 2.01 Approval is based on the following findings: 1. Except for the lot depth, the proposed lot meets all minimum zoning ordinance requirements. 2. The applicant is dedicating 5-feet of right-of-way to increase the right-of-way width to 30 feet. 3. Lot depth is reasonable in the context of this neighborhood (Grove Street area) with lot depths ranging from 120 feet to 138 feet. 4. The lot area is similar and, in many instances, larger than many in the neighborhood. 5. Upon compliance with all city and watershed district requirements for grading and drainage, the proposed subdivision would not have a negative impact on adjacent property. 6. This lot was platted with the assumption that it would be built on in the future. The previous property owner dedicated the right-of-way to the city to provide access. 7. A public street is not likely to be constructed to connect to Garden Avenue due to the location of wetland to the east; however, without vacating right-of-way, it is still possible. 8. It is reasonable to serve the site with a reduced width public street and alley to provide access to this lot, until such time that the property to the south and east is proposed to be subdivided. If these properties are subdivided, the City may require the proposed alley/street be widened and assess the cost in accordance with the City’s assessment policy. Resolution No. 2019-66 Page 3 Section 3. APPROVAL NOW THEREFORE, it is hereby resolved by the City Council of the City of Edina, approves the Preliminary and Final Plat, Lot Depth Variance and Development Contract. Approval is subject to the following Conditions: 1. An additional 5 feet of right-of-way shall be dedicated on the plat to widen the total right-of- way to 30 feet. 2. At the time of final plat approval, the applicant shall enter into a Development Contract to construct a public street and alley in the right-of-way with the city, on terms and conditions determined by the city. 3. Prior to release of the final plat, the following items must be submitted: a. Park dedication fee of $5,000 must be paid prior to release of the final plat. b. Submit evidence of a Nine Mile Creek Watershed District approval. The City may require revisions to the preliminary plat to meet the district’s requirements. 4. Prior to issuance of a building permit, the following items must be submitted: a. Curb-cut permits must be obtained from the Edina engineering department. Driveway plans are subject to review and approval of the city engineer. b. A construction management plan will be required for the construction of the new home. c. Utility hook-ups are subject to review of the city engineer. d. There shall be no increase in peak rate or volume to neighboring private property. e. Any disturbance to the roadway caused by the construction of the new homes must be repaired by replacing the asphalt pavement from curb-to-curb and from saw-cut to saw- cut. 5. Compliance with the conditions outlined in the director of engineering’s memo dated August 2, 2019. 6. Compliance with the conditions outlined in the building official & fire marshal’s memo dated August 6, 2019, including the new home must be constructed with a fire sprinkler system. 7. Compliance with the tree ordinance. 8. The larger trees shown to be preserved on the landscape plan shall be protected with tree protective fencing during construction of the new home. 9. Execution of the Development Contract prior to the City releasing the Final Plat. 10. Any new home built on the new lot shall maintain a 25-foot minimum setback from the west lot line. Resolution No. 2019-66 Page 4 Adopted this 3rd day of December 2019. ATTEST: Sharon Allison, City Clerk James B. Hovland, Mayor STATE OF MINNESOTA ) COUNTY OF HENNEPIN )SS CITY OF EDINA ) CERTIFICATE OF CITY CLERK I, the undersigned duly appointed and acting City Clerk for the City of Edina do hereby certify that the attached and foregoing Resolution was duly adopted by the Edina City Council at its Regular Meeting of December 3, 2019, and as recorded in the Minutes of said Regular Meeting. WITNESS my hand and seal of said City this ____ day of __________________, 2019. _________________________________ City Clerk 1 204923v2 (reserved for recording information) DEVELOPMENT CONTRACT WARDEN ACRES AUSTIN 3rd REPLAT DEVELOPMENT CONTRACT (this "Contract") dated ___________, 2019, by and between the CITY OF EDINA, a Minnesota municipal corporation (“City”), and CURTIS EUGENE AUSTIN and VALBORG JUNE AUSTIN JOINT REVOCABLE LIVING TRUST dated March 5th, 2013 (the “Owner” and “Developer”). 1. REQUEST FOR PLAT APPROVAL. The Developer has asked the City to approve a plat for WARDEN ACRES 3RD REPLAT (referred to in this Contract as the “plat”). The land is situated in the County of Hennepin, State of Minnesota, and is legally described (prior to the filing of the Plat) as: That part of Outlot A, Warden Acres Austin 2nd Replat embraced within Lot 37, Warden Acres, Hennepin County Minnesota. (torrens) AND Lot A, except That part of Outlot A, Warden Acres Austin 2nd Replat embraced within Lot 37, Warden Acres, Hennepin County, Minnesota. (abstract) (the "Property"). 2 204923v2 2. CONDITIONS OF PLAT APPROVAL. The City hereby approves the plat on condition that the Developer enter into this Contract, furnish the security and insurance certificate required by it, and record the plat with the Hennepin County Recorder and Registrar of Titles within one (1) year after the City Council approves the final plat. 3. RIGHT TO PROCEED. Unless separate written approval has been given by the City, as evidenced by grading, utility or building permits or other written authorization to proceed, the Developer may not grade or otherwise disturb the earth, remove trees, construct sewer lines, water lines, streets, utilities, public or private improvements, or any buildings until all the following conditions have been satisfied: 1) this Contract has been fully executed by both parties and filed with the City Clerk and County Recorder/Registrar, 2) the necessary security and insurance certificate have been received by the City, 3) the plat has been recorded with the Hennepin County Recorder’s/Registrar’s Office, and 4) the City’s Community Development Director has issued a letter that the foregoing conditions have been satisfied and that the Developer may proceed. 4. CHANGES IN OFFICIAL CONTROLS. For two (2) years from the date of this Contract no amendments to the City’s Comprehensive Plan or official controls shall apply to or affect the use, development density, lot size, lot layout or dedications of the approved final plat unless required by state or federal law or agreed to in writing by the City and the Developer. Thereafter, notwithstanding anything in this Contract to the contrary, and not in conflict with any portion of the development already completed or under construction, to the full extent permitted by state law, the City may require compliance with any amendments to the City’s Comprehensive Plan, official controls, platting or dedication requirements enacted after the date of this Contract. 5. DEVELOPMENT PLANS. The Property shall be developed in accordance with the following plans (hereinafter the “Development Plans”) which the City must approve. The Development 3 204923v2 Plans shall not be attached to this Contract. If the Development Plans vary from the written terms of this Contract, the written terms shall control. The Development Plans are: Plan A – Plat Plan B – Plans and specification for street 6. PUBLIC IMPROVEMENT. The Developer shall construct and pay for the Street identified in Plan B. The Owner of Lot 1, Block 1, Warden Acres Austin 3rd Replat is responsible for snow removal from the Street and maintenance and repair of the Street. 7. CITY ENGINEERING ADMINISTRATION AND CONSTRUCTION OBSERVATION. City engineering administration will include construction inspections and shall be paid for by the Developer. 8. PERMITS. The Developer shall obtain or require its contractors and subcontractors to obtain all necessary permits, as required, including but not limited to: A. Minnesota Department of Health for Watermain B. MPCA NPDES Permit for Construction Activity C. MPCA for Hazardous Material Removal and Disposal D. City of Edina for Building Permits E. MCES for Sanitary Sewer Connections F. Nine Mile Creek Watershed District Permit Other than as set forth above, as of the date of this Contract, no other City permits or City approvals are required to permit Developer to develop the Property in accordance with the Development Plans. 9. LICENSE. The Developer hereby grants the City, its agents, employees, officers and contractors a license to enter the Property upon reasonable notice to Developer to perform inspections deemed appropriate by the City in conjunction with the development of the Property. 10. PARK DEDICATION. Park dedication is not required. 11. BUILDING PERMITS/CERTIFICATES OF OCCUPANCY. 4 204923v2 A. Breach of the terms of this Contract by the Developer, including nonpayment of billings from the City beyond applicable notice and cure periods, shall be grounds for denial of building permits for the Property, including lots sold to third parties. B. If building permits are issued prior to the acceptance of Public Improvements, the Developer assumes all liability and costs resulting in delays in completion of Public Improvements and damage to Public Improvements caused by the City, Developer, and their respective contractors, subcontractors, materialmen, employees, agents, or third parties. No sewer and water connection permits may be issued until the streets needed for access have been paved with a bituminous surface and the utilities are tested and approved by the City Engineer. 12. RESPONSIBILITY FOR COSTS. A. Except as otherwise specified herein, the Developer shall pay all costs incurred by the Developer or the City in conjunction with the development of the Property, including but not limited to legal, planning, engineering and inspection expenses incurred in connection with approval and acceptance of the plat, the preparation of this Contract, review of construction plans and documents, and all reasonable costs and expenses incurred by the City (at its then prevailing rate(s)) in monitoring and inspecting development of the Property. B. The Developer agrees to indemnify, defend and hold harmless the City and its officers, employees, and agents from and against all losses, damages (excluding consequential, punitive, special and similar type damages, except to the extent claimed by third parties), costs and expenses sustained or incurred by the City to the extent caused by the negligence or willful misconduct of Developer, its employees, contractors or agents in connection with the construction of the improvements contemplated by the Development Plan. The City agrees to tender defense to the Developer of any claim made against the 5 204923v2 City which is subject to the Developer’s indemnity in sufficient time to avoid prejudice to the Developer for handling by counsel of the Developer’s selection and reasonably acceptable to the City. C. The Developer shall reimburse the City for reasonable costs incurred in the enforcement of this Contract, including reasonable engineering and attorneys’ fees. D. The Developer shall pay in full all bills properly submitted to it by the City for obligations incurred under this Contract within thirty (30) days after receipt. Bills not paid within thirty (30) days shall accrue interest at the rate of eight percent (8%) per year. E. In addition to the charges referred to herein, other charges may be imposed such as, but not limited to, sewer availability charges (“SAC”), City water connection charges, City sewer connection charges, and building permit fees. 13. MISCELLANEOUS. A. The Developer’s obligations hereunder shall continue in full force and effect even if the Developer sells, assigns, transfers or conveys one or more lots, the entire plat, or any part thereof. The Developer shall notify the City when it sells, assigns, conveys or transfers any of its rights, title or interest in the Property. B. Developer shall take out and maintain or cause to be taken out and maintained until six (6) months after the City engineers certify completion of the Improvements, commercial general liability and property damage insurance covering personal injury, including death, and claims for property damage which may arise out of Developer’s work or the work of its subcontractors or by one directly or indirectly employed by any of them with respect to the Property. Limits for bodily injury and death shall be not less than $1,000,000 for one person and $2,000,000 for each occurrence; limits for property damage shall be not less than $1,000,000 for each occurrence. The City shall be named as an additional insured on the policy 6 204923v2 on a primary and noncontributory basis, and the Developer shall file with the City a certificate evidencing coverage prior to the City issuing a grading permit. C. Third parties shall have no recourse against the City under this Contract. D. If any portion, section, subsection, sentence, clause, paragraph, or phrase of this Contract is for any reason held invalid, such decision shall not affect the validity of the remaining portion of this Contract. E. The action or inaction of the City shall not constitute a waiver or amendment to the provisions of this Contract. To be binding, amendments or waivers shall be in writing, signed by the parties and approved by written resolution of the City Council. The City’s failure to promptly take legal action to enforce this Contract shall not be a waiver or release. F. This Contract shall run with the land and shall be recorded against the title to the Property. The City covenants to provide a recordable Certificate of Completion of the work required herein. The Developer covenants with the City, its successors and assigns, that the Developer has fee title to the Property and/or has obtained consents to this Contract, in the form attached hereto, from all parties who have an interest in the Property; and that to the best of Developer’s knowledge there are no unrecorded interests in the Property. G. Each right, power or remedy herein conferred upon the City is cumulative and in addition to every other right, power or remedy, express or implied, now or hereafter arising, available to City, at law or in equity, or under any other agreement, and each and every right, power and remedy herein set forth or otherwise so existing may be exercised from time to time as often and in such order as may be deemed expedient by the City and shall not be a waiver of the right to exercise at any time thereafter any other right, power or remedy. 7 204923v2 H. The City agrees that it will, from time to time upon request by the Developer, execute and deliver to the Developer, and to any parties designated by the Developer, within ten (10) days following demand therefor, an estoppel certificate in a form reasonably acceptable to the parties, certifying (i) that this Contract is unmodified and in full force and effect (or if there had been modifications, that the same is in full force and effect as so modified), (ii) that there are no defaults hereunder (or specifying any claimed defaults), and (iii) such other matters as may be reasonably requested by the Developer. I. Whenever a period of time is herein prescribed, for action to be taken by the Developer or the City, then the Developer or the City, as the case may be, shall not be liable or responsible for, and there shall be excluded from the computation of any such period of time, any delays due to strikes, riots, acts of God, fire or other casualty, shortages of labor or materials, war, governmental loss, regulations or restrictions of any or any other causes of any kind whatsoever which are beyond the reasonable control of the parties, including without limitation, inclement climatic conditions and delays in the issuance of permits and approvals. J. The City and the Developer each agree to do, execute, acknowledge and deliver any and all other reasonable documents and instruments and to take all such further reasonable action as shall be necessary or required in order to fully carry out this Contract and to fully consummate and effect the transactions contemplated hereby. 14. DEVELOPER’S DEFAULT. In the event of default by the Developer as to any of the work to be performed by it hereunder, the City may, at its option, perform the work and the Developer shall promptly reimburse the City for any reasonable expense incurred by the City, provided the Developer, except in an emergency as determined by the City, is first given notice of the work in default, not less than ten (10) calendar days in advance, and the Developer has failed to commence to cure such work in default within said ten (10) calendar day period. In the event of default by the Developer (beyond said notice and 8 204923v2 cure period), this Contract is a license for the City to act, and it shall not be necessary for the City to seek a Court order for permission to enter the land and when the City does any such work, the City may, in addition to its other remedies, assess the cost in whole or in part. 15. The Developer warrants the Improvements against defects in workmanship and materials. The Developer shall submit either a warranty or maintenance bond for one hundred percent (100%) of the cost of the Improvements, or a letter of credit for twenty-five percent (25%) of the amount of the original cost of the 16. SUMMARY OF SECURITY REQUIREMENTS. To guarantee compliance with the terms of this Contract by the Developer, payment of the cost of City engineering administration and construction observation the Developer shall furnish the City with a letter of credit, in the form attached hereto and made a part hereof as Exhibit “A”, from a bank, cash escrow or a combination cash escrow and Letter of Credit (“security”) for fifty thousand dollars ($50,000.00). The City may draw down the security, without notice, for any violation of the terms of this Contract (and any such violation extends beyond any applicable notice and cure period) or if the security is allowed to lapse prior to the end of the required term. If the draw on the Security exceeds the cost to cure the default, the balance shall be given to the Developer. Upon receipt of proof reasonably satisfactory to the City Engineer that work has been completed and financial obligations to the City including payment of special assessment have been satisfied, with City Engineer approval the security may be reduced from time to time but not more than once every ninety (90) days by ninety percent (90%) of the financial obligations that have been satisfied. Ten percent (10%) of the amounts certified by the Developer’s engineer shall be retained as security until: (1) all Improvements have been completed, (2) iron monuments for lot corners of the Property have been installed, (3) all financial obligations to the City satisfied, (4) all special assessment have been paid as required by the Public Improvement and Special Assessment and (4) the required “record” plans have been received by the City. 9 204923v2 17. NOTICES. Required notices to the Developer shall be in writing, and shall be either hand delivered to the Developer, its employees or agents, or mailed to the Developer by certified mail at the following address: 9328 Father Joe LA, Pequot Lakes, Minnesota 56472. Notices to the City shall be in writing and shall be either hand delivered to the City Manager, or mailed to the City by certified mail in care of the City Manager at the following address: Edina City Hall, 4801 West 50th Street, Edina, Minnesota 55424- 1330. Attorneys for the Developer and the City are authorized to give notices for and on behalf of their respective clients. [Remainder of page intentionally left blank. Signature pages follow.] 10 204923v2 CITY OF EDINA By: ________________________________ James Hovland, Mayor And: _______________________________ Scott Neal, City Manager STATE OF MINNESOTA ) ) ss. COUNTY OF HENNEPIN ) The foregoing instrument was acknowledged before me this _____ day of _______________, 2019, by James Hovland and Scott Neal, respectively the Mayor and City Manager of the City of Edina, a Minnesota municipal corporation, on behalf of the corporation and pursuant to the authority granted by its City Council. _____________________________________ Notary Public 11 204923v2 CURTIS EUGENE AUSTIN and VALBORG JUNE AUSTIN JOINT REVOCABLE LIVING TRUST dated March 5th, 2013 By ____________________________________ _________________________, Trustee By ____________________________________ _________________________, Trustee STATE OF MINNESOTA ) ) ss. COUNTY OF ___________ ) The foregoing instrument was acknowledged before me this ______ day of ______________, 2019, by _________________________ and _______________________, trustees of the Curtis Eugene Austin and Valborg June Austin Joint Revocable Living Trust dated March 5th, 2013, on behalf of the Trust. _____________________________________ Notary Public DRAFTED BY: CAMPBELL, KNUTSON Professional Association Grand Oak Office Center I 860 Blue Gentian Road, Suite 290 Eagan, Minnesota 55121 Telephone: (651) 452-5000 RNK 12 204923v2 EXHIBIT “A” IRREVOCABLE LETTER OF CREDIT No. ___________________ Date: _________________ TO: City of Edina Dear Sir or Madam: We hereby issue, for the account of (Name of Developer) and in your favor, our Irrevocable Letter of Credit in the amount of $____________, available to you by your draft drawn on sight on the undersigned bank. The draft must: a) Bear the clause, “Drawn under Letter of Credit No. __________, dated ________________, 2______, of (Name of Bank) “; b) Be signed by the Mayor or City Manager of the City of Edina. c) Be presented for payment at (Address of Bank) , on or before 4:00 p.m. on December 31, 2018. d) Beneficiary’s signed and dated statement, signed by an authorized representative, as follows: “____________________________ has failed to fulfil its obligations under the Development Contract for Lincoln Drive Residences”. This Letter of Credit shall automatically renew for successive one-year terms unless, at least forty-five (45) days prior to the next annual renewal date (which shall be November 30 of each year), the Bank delivers written notice to the Edina City Manager that it intends to modify the terms of, or cancel, this Letter of Credit. Written notice is effective if sent by certified mail, postage prepaid, and deposited in the U.S. Mail, at least forty- five (45) days prior to the next annual renewal date addressed as follows: City Manager, Edina City Hall, 4801 West 50th Street. Edina Minnesota 55424 and is actually received by the City Manager at least thirty (30) days prior to the renewal date. This Letter of Credit sets forth in full our understanding which shall not in any way be modified, amended, amplified, or limited by reference to any document, instrument, or agreement, whether or not referred to herein. This Letter of Credit is not assignable. This is not a Notation Letter of Credit. More than one draw may be made under this Letter of Credit. This Letter of Credit shall be governed by the most recent revision of the Uniform Customs and Practice for Documentary Credits, International Chamber of Commerce Publication No. 600. We hereby agree that a draft drawn under and in compliance with this Letter of Credit shall be duly honored upon presentation. BY: _____________________________________ __________________________________ Its ___________________________ The CITY of EDINA History of Similar Requests EdinaMN.gov 1 2&6 3 4 7&9 8 5 1 History of Recent Similar Subdivisions 1.In 2006, the property at 5901 France Avenue received variances to build four (4) 66-foot wide lots consistent with the area. (Median = 9,269 s.f. & 73 feetwide.) 2.In 2008, 6120 Brookview Avenue was proposed to be divided into two (2) 50-foot lots; however, the applicant withdrew the request before action was taken. (Median = 6,700 s.f. & 50 feet wide.) 3.In 2009, a 100-foot lot at 5920 Oaklawn was granted variances to divide into two (2) 50-foot lots. (Median = 6,699 s.f. & 50 feet wide.) 4.In 2011, the property at 5829 Brookview was granted variances to divide into two (2) 50-foot lots. (Median = 6,769 s.f. & 50 feet wide.) 5.In 2012, the property at 6109 Oaklawn was denied the request to subdivide theproperty into two (2) 50-foot lots. (Median = 6,701 s.f. & 50 feet wide.) 6. In 2012, 6120 Brookview was again proposed for subdivision. That request was denied. (Median = 6,700 s.f. & 50 feet wide.) 7.In 2012, 5945 Concord was denied the request to subdivide the property into two (2) 50-foot lots. (Median = 10,028 s.f. & 77 feet wide.) 8.In 2015, a 100-foot lot at 5825 Ashcroft Avenue was granted variances to divide into two (2) 50-foot lots. (Median = 6,790 s.f. & 50 feet wide.) 9 In 2015, 5945 Concord was approved for a request to subdivide the property into two (2) 50-foot lots. (Median = 10,028 s.f. & 77 feet wide.) 10. In 2016, 5845 Kellogg Avenue was denied a request to subdivide the property into two (2) 50-foot lots. (Median = 6,715 s.f. & 50 feet wide.) 11. In 2017, 6124 Ewing Avenue was approved for a request to subdivide into two (2)lots with lot width and area variances. (Median = 11,500 s.f. & 80 feet wide.) 12. In 2017, 5404 Park Place was approved for a request to subdivide into two (2) lots with lot width variances from 75 feet to 65 feet for each lot; and lot area variances from 9,000 square feet to 8,705 and 8,840 square feet. (Median = 8,107 s.. & width was 60 feet wide.) 13. In 2019, 5841 Oaklawn was approved for a request to subdivide into two (2) lots with lot width variances from 75 feet to 50 feet for one lot; and lot area variances from 9,000 square feet to 8,793 and 6,694 square feet. Approved 10 11 12 5616 Dalrymple Rd, Edina, MN 55424 Phone: (612) 220-0152 www.elliottdesignbuild.com City of Edina Cary Teague 4801 W 50th St Edina, MN 55424 Re: Formal platting of Outlot A and related variance request, PID 3211721410101 Dear Mr. Teague, Please see the enclosed applications. Proposed Lot Plat This request is to formally plat Outlot A to create a lot for a single family home. This outlot was held by the original developer for the future development of two residential lots at the time of the original plat, but we are proposing to plat the property into just one lot. Access to the lot is provided via Oak Lane. We have applied for and received approval from Nine Mile Creek Watershed for the development of this lot, including the driveway. A wetland buffer that exceeds the minimal requirements is proposed as well as a large rainwater garden to handle stormwater runoff. The proposed runoff rates are less than existing. A copy of this approval is provided with this application. Below is a summary of the proposed lot. Lot Area: 20,064 SF (Exceeds 9,000SF minimum and 12,800 SF median lot size in 500’ Neighborhood) Lot Width: 149.14 Feet (Exceeds 75 Feet minimum and 82 Feet median lot width in 500’ Neighborhood) Lot Depth: 138.15 Feet (Exceeds 120 Feet minimum but less than 151.6 Feet median lot depth in 500’ Neighborhood, therefore variance is required) As you can see, the proposed lot greatly exceeds the minimum size requirements under Chapters 32 and 63, other than the lot depth is slightly less that the median lot depth based on the 500’ Neighborhood calculation. This is primarily due to the 500’ limit touching the deep lots located on the other side of Benton which is a significant distance from the property. In fact, if only two of those lots missed the 500’ line, the proposed lot would be in full compliance and no variance would be required. Also, something to note, 27 of the 61 lots within the 500’ limit have a lot depth less than our proposed depth. 5616 Dalrymple Rd, Edina, MN 55424 Phone: (612) 220-0152 www.elliottdesignbuild.com Variance Request All of the criteria of the City of Edina Ordinances are met in our Plat Application except Sec. 36-437 (3) Minimum Lot Depth. Although the lot exceeds the standard 120 feet depth minimum by over 18 feet at 138.15 feet, it is slightly shorter than the median lot depth of the lots within the 500’ radius neighborhood of 151.6 feet depth. The “Practical Difficulties” is that at the time of the original plat, the size of the subject property met the minimum lot depth requirements. In fact, it still does. The proposed lot depth of 138.15 is over 18 feet deeper than the minimum size requirement. But, it is technically less than the median lot depth of all the lots within 500 feet of the property based on this secondary provision in the city code. The reason for this is two-fold. There are a number of lots on the south side of Benton Ave. that are extremely deep at 299 feet. Also, some of the property owners in the near vicinity purchased second lots and joined them with theirs, creating double deep lots. If you were to disregard these lots for discussion purposes, our proposed lot would actually be one of the deeper lots in the neighborhood. All of these circumstances are unique to this property and not caused by the petitioner. Once granted, this variance will not alter the essential character of the property or neighborhood. The majority of the lots adjoining the property and in the vicinity have less lot depth than our proposed depth. Also, with a lot width and total area of the proposed lot is over twice the minimum size requirements, this lot will actually look and feel larger than the surrounding lots. Thank you for your consideration and please let me know if you have any questions. Sincerely, Lance Elliott, PE 5616 Dalrymple Rd, Edina, MN 55424 Phone: (612) 220-0152 www.elliottdesignbuild.com RESPONSE TO PETITION TO: The Honorable Mayor James Hovland (via email) Edina Council Members (via email) Community Development Director Cary Teauge (via email) City Manager Scott Neal (via email) City Council Correspondence Submission portal Please see the following response to the petition submitted by Rick Bale regarding Oak Lane. 1. It is our understanding that Mr. Elliott does not own Outlot A. He has an option to purchase the Outlot if he can proceed with his project to clear the land and build a house. Mr. Elliott cannot be subject to a hardship in connection with property he does not own. The owner of the property submitted the variance request and I am working for them as a professional engineer. The owner has the hardships as described in the variance request application. The fact that Sara and I have disclosed that we would like to purchase the property from the current owner upon approval should not have any impact on the variance request. 2. The project will require the removal of a very large stand of mature cottonwood trees at the end of Oak Lane for the construction of the driveway, and the removal of other mature trees, including mature oaks, to accommodate the building pad on the Outlot. The revised plan shows the driveway shifted slightly coming off the culdesac to preserve 13 cottonwood trees from being removed, as compared to the original plan approved at the Planning Commission Meeting. We voluntarily made this change to reduce the total number of trees being removed for the entire project (driveway and home site) from 26 to 13 trees. Note that the majority of the trees being removed are of poor quality. They are either severely leaning, or hollowed out in the center and dying. We are preserving 12 mature oak trees, which are the main grove of trees that create the natural wooded feel. 3. We oppose the loss of these mature climate change buffering trees because they cannot be adequately replaced by smaller, immature replacement trees. As described in 2. above, we have minimized the number of proposed trees to be removed. In addition, even though no replacement trees are required for this project, we are voluntarily planting over 30 new trees throughout the site. Upon completion, we are confident that the overall tree buffer will exceed current conditions. 4. The Outlot has a uniquely significant influence on the character of our neighborhood because of the number of properties immediately adjacent to and surrounding the Outlot. As reflected in the plan, we have created a site that will retain the natural character of the neighborhood by saving 12 mature oak trees. In addition, by removing the buckthorn and poor quality trees and replacing them with over twice as many trees being removed, the overall status of the woodland on the site will actually be significantly improved. 5. Since the 1980’s, the character of our neighborhood has been defined by the presence of the wooded Outlot, and the natural habitat it provides for wood ducks, racoon, piliated woodpecker, fox, hawks, horned owls and other wildlife. The goal has been to preserve the natural habitat and create a low-impact design that blends into the surroundings. In addition to preserving the majority of existing trees and planting more, the oversized raingarden is designed to not only handle storm water runoff but includes flowering plants that provide habitat for bees and butterflies. A new wetland buffer exceeding the required size will be created along the wetland boundary. This buffer will create superior wildlife refuse compared to the current condition of bare soil and buckthorn. We also plan to build wood duck nesting boxes to be placed in the wetland. 6. The project would dramatically open up the neighborhood visually and acoustically and eliminate the privacy and natural setting afforded by the Outlot. As described in responses 1-5 above, the project will not dramatically “open up” the neighborhood visually and acoustically. Upon completion, there will be very little difference from the current conditions and the property will be very similar to the surrounding properties. To put it into context, there is about 115,000 square feet of “natural area” that the petition is referring to. This area includes the wetland and surrounding wooded areas including the subject lot. The proposed house and driveway will displace less than 5% of this natural area. In other words, 95% of the existing woods and wetland in the vicinity will remain as-is. 7. The project also would remove a precious pocket of urban wildlife that has been an integral part of our neighborhood for decades, and take away for ourselves and our children the opportunity to experience and learn about our natural world close to home. As described in 5 and 6 above, most of the natural areas is being preserved for urban wildlife. The residents of Edina are fortunate to have access to an extensive network of parks, trails, and access to urban wildlife. In fact, right across the street to the north, Garden Park has over 25 acres of natural wooded trails, ponds, and playgrounds. 8. We are very concerned that the stormwater runoff potential has not been adequately investigated. Many of us struggle to manage the stormwater runoff in the area. The construction of a house directly in the path of the flow of surface water runoff towards the wetland presents significant risk to adjacent properties. In addition, the project envisions a driveway built directly through an area that regularly see standing water from the wetland. The stormwater runoff for this property has been investigated and analyzed very extensively. The proposed plans meet (and actually exceeds) all of the City of Edina and Nine Mile Creek Watershed requirements. The rainwater garden is oversized by nearly two times what is required. Water runoff from this property will not impact surrounding properties and proposed design does not impede or alter the path of water runoff from those properties to the wetland. In fact, drainage will be improved for the neighboring properties with the creation of the drainage swales shown along the west, north, and east property lines on the grading plan. Sincerely, Lance Elliott, P.E. Civil Engineer Wetland Delineation and Technical Report at Curtis Austin and Adjacent Properties for Mr. Curtis Austin 9328 Father Joe Lane Pequot Lakes, MN 56472-3231 By Michael B. Whitt Certified Wetland Delineator, PWS, CWB Wetland and Wildlife Consulting, Inc. August 13, 2006 TABLE OF CONTENTS INTRODUCTION ........................................................................................................................1 TECHNICAL CRITERIA ..........................................................................................................1 Vegetation ..........................................................................................................................2 Soils ...................................................................................................................................2 Hydrology ..........................................................................................................................3 WETLAND AND SAMPLE PLOT DESCRIPTIONS Wetland Descriptions .........................................................................................................3 Wetland 1 ...............................................................................................................3 CONCLUSION ............................................................................................................................4 TABLES Table 1. Wetland Habitat Dependence of Plants ..........................................................................2 FIGURES Figure 1. U.S.G.S. 7.5 minute topographic (Minneapolis South) quadrangle (www.deli.dnr.state.mn.us) with the approximate location of the delineated wetland (WWC GIS) Figure 2. Aerial photograph (2003, www.lmic.state.mn.us) with approximate location of delineated wetland with overlays of the Hennepin County Soil Survey (www.soildatamart.nrcs.usda.gov) and the National Wetland Inventory (www.deli.dnr.state.mn.us Figure 3. Aerial photograph (2003, www.lmic.state.mn.us) with approximate location of the delineated wetland and sample points (all WWC GIS). Please consult the site survey compiled by Frank Carderalle for the actual surveyed features Figure 4. Precipitation as a percentage of normal from the Minnesota Climatological Working Group (www.climate.umn.edu) APPENDIX A. Field Data Sheets 1 Introduction I delineated one wetland that partly occurred on property owned by Mr. Curtis Austin. The subject property is located within an outlot of Warden Acres located within the City of Edina, Hennepin County, Minnesota. This land is located in the NW1/4 of the SW1/4 T 117 N, R 21 W, The subject property is located with Nine Mile Creek Watershed. This delineation was necessary in order to provide information for planned development at the site. I completed this delineation on July 3, 2006. Frank Carderalle Land Surveying, located all my flags and has incorporated them onto plan sheets for client evaluation. I have included three figures in this report. Figure 1 is the U.S.G.S. 7.5 minute topographic map that depicts the subject property and the vicinity. I obtained the USGS Topographic map from www.deli.dnr.state.mn.us. Figure 2 is the 2003 aerial photograph with overlays of the Hennepin County Soil Survey and the National Wetland Inventory mapped data. I obtained the soils data from the NRCS at www.soildatamart.nrcs.usda.gov, the aerial photograph at the Minnesota Land Management Information Center at www.lmic.state.mn.us, and the NWI data at the Minnesota data deli. Figure 3 is the 2003 aerial photograph with the approximate locations of one delineated wetland and two sample points that I utilized to help determine the wetland boundary. WWC produced all figures in ArcView 3.3 GIS using UTM, Zone 15 North, NAD 1983 coordinates. Precipitation (as a percent of normal) at the time of my delineation was near normal but since that time conditions have become very dry as reported by the Minnesota Climatological Working Group (www.climate.umn.edu, Figure 4). I have included data sheets as Appendix A, and these data include specific, technical information observed at sample points. I have included all relevant wetland information in the narrative descriptions of each wetland including classification, number of flags, and sample point numbers. Technical Criteria I delineated wetlands described in this report using 1987 Corps of Engineers Wetlands Delineation Manual (hereafter, 1987 Manual) combined with Field Indicators of Hydric Soils in the United States (Version 4.0, March 1998). The 1987 Manual (Part II, paragraph 26a) defines wetlands: Definition. The CE (Federal Register 1982) and the EPA (Federal Register 1980) jointly define wetlands as: Those areas that are inundated or saturated by surface or ground water at a frequency and duration sufficient to support, and that under normal circumstances do support, a prevalence of vegetation typically adapted for life in saturated soil conditions. Wetlands generally include swamps, marshes, bogs, and similar areas. The technical approach for identification and delineation of wetlands (1987 Manual, Part II, paragraph 26c) requires a minimum of one positive indicator from each of three parameters: vegetation, soils, and hydrology. Areas that meet these requirements are called jurisdictional wetlands. The three requirements are dominance by hydrophytic vegetation, presence of hydric soils, and presence of hydrology. Each of the three parameters are described below. When 2 delineating wetlands, I record information onto a hand-held tape recorder, and then transcribe this information into reports when I return to the office. Vegetation. A national interagency panel has prepared a National List of Plant Species that occur in wetlands. Listings of plants and their wetland habitat dependencies are compiled in the National List of Plant Species that Occur in Wetlands (Reed 1988). The 1987 Manual requires that more than 50 percent of the dominant species are OBL, FACW, or FAC on lists of plant species that occur in wetlands. The wetland habitat dependence of some plants are further narrowed by using a positive or negative sign after the indicator which identifies plants on the higher or lower portion of the range, respectively. A FAC- plant is not a hydrophyte because it occurs less than 50-percent of the time in wetlands. I assessed dominants using the 50-20 Rule detailed in the 1987 Manual. Table 1. Wetland Habitat Dependence of Plants Indicator Abbreviation Wetland Frequency of Occurrence Obligate OBL >99% Facultative Wetland FACW 67% - 99% Facultative FAC 34 - 66% Facultative Upland FACU 1% - 33% Upland UPL <1% Soils. Hydric soils are those soils that formed under conditions of saturation, flooding, or ponding long enough during the growing season to develop anaerobic conditions in the upper part (1998 NRCS Field Indicators). The following criteria reflect soils that meet the hydric soils definition. 1 All Histosols except Folists 2. Soils in Aquic suborders, great groups, or subgroups, Albolls suborder, Aquisalids, Pachic subgroups, or Cumulic subgroups that are: a. Somewhat poorly drained with a water table equal to 0.0 foot from the surface during the growing season, or b. poorly drained or very poorly drained and have either: (1) water table equal to 0.0 ft during the growing season if textures are coarse and, sand, or fine sand in all layers within 20 inches; or for other soils (2) water table at less than or equal to 0.5 ft from the surface during the growing season if permeability is equal to or greater than 6.0 in/hour in all layers within 20 in, or (3) water table at less than or equal to 1.0 ft from the surface during the growing season if permeability is less than 6.0 in/hr in any layer within 20 in, or 3. Soils that are frequently ponded for long duration or very long duration during the growing season, or 4. Soils that are frequently flooded for long duration or very long duration during the growing season. The hydric soil definition is difficult to apply in the field, and therefore, wetland delineators use field indicators of hydric soils which relate to the criteria which in turn relate to the hydric soil 3 definition. Field indicators of hydric soils in the 1987 Manual have been superseded by Field Indicators of Hydric Soils in the United States (Version 4.0, March 1998). The field indicators are based on the fact that: Nearly all hydric soils exhibit characteristic morphologies that result from the repeated periods of saturation and/or inundation for more than a few days. Saturation or inundation when combined with anaerobic microbiological activity in the soil causes a depletion of oxygen. This anaerobiosis promotes biogeochemical processes such as the accumulation of organic matter and the reduction, translocation, and/or accumulation of iron and other reducible elements. These processes result in characteristic morphologies which persist in the soil during both wet and dry periods, making them particularly useful for identifying hydric soils. Hydrology. Hydrology is often the most difficult of the three parameters to evaluate because some wetland types may only display hydrology for a short period of time. Areas with evident characteristics of wetland hydrology are those where the presence of water has an overriding in- fluence on characteristics of vegetation and soils due to anaerobic and reducing conditions, respectively (1987 Manual, Part III, paragraph 46). The minimum hydrologic requirement is inundated or saturated to the surface continuously for at least 5% of the growing season in most years (50% probability of recurrence). These areas are wetlands if they also meet hydrophytic vegetation and hydric soil requirements (HQUSACE, 7 Oct 91 and 6 Mar 92)(1987 Manual, Part III, Table 5). The 1987 Manual also permits identification of two secondary indicators of hydrology as evidence of saturation to the surface. Secondary indicators include oxidized rhizospheres within the uppermost 10-inches, undisturbed soils in Aquic moisture regimes, and a predominance of hydrophytes in the FAC neutral test. WETLAND DESCRIPTIONS WETLAND 1 Wetland 1 occurs in the middle of four Edina through-streets: Johnson Drive in the west, Benton Avenue in the south, Hansen Road in the east, and Grove Street in the north (Figure 1). The USGS Topographic map does reveal this area as a depression (Figure 1). The 2003 aerial photograph depicts this as an opening with some apparent wetland characteristic within a suburban neighborhood (Figure 2). The National Wetland Inventory mapped this area as a Palustrine unconsolidated bottom semipermanently flooded wetland (PEMF, Figure 2). I could not determine the meaning of the “843" label attached to the Hennepin County soils data, but I predict that it was meant to be Glencoe silty clay loam as the area is the terminus of a broad swale that runs northwest to southeast (Figure 2). It is also important to note that the entire area is a “cut and fill” soil type that resulted from extensive development that occurred in this area in the 1940s and 1950s. The wetland boundary that I delineated approximately corresponds with all of the available mapped and photographic data. Although much of the basin is unconsolidated bottom of mud the majority would be persistent emergent and broad-leaf, deciduous forest and saturated which corresponds with classifications PUB3F, PEM1F, and PFO1B, respectively. The Circular 39 classifications are Type 4, Type 3, and Type 1. Appendix A contains the data sheets for three sample plots. 4 I sampled one wetland and one upland location to assist with my placement of the wetland boundary. I used 31 consecutively-numbered flags to form a complete polygon around the entire wetland that I labeled 1-1 START to 1-31 END. Most of the boundary was abrupt due to the topography and the presence of common buckthorn (Rhamnus cathartica, FAC-) as an overwhelming dominant. Sample Point 1 not jurisdictional wetland because it did not met all three parameters. Dominant vegetation was not hydrophytic. Vegetation in the herbaceous stratum consisted of common buckthorn (Rhamnus cathartica, FAC-) and, dwarf enchanter’s nightshade (Circeae alpina, FACW). Common buckthorn (Rhamnus cathartica, FAC-) also dominated the shrub stratum. Box elder (Acer negundo, FACW-) and green ash (Fraxinus pennsylvanica, FACW). Soils were hydric based on the presence of a depleted matrix with redox concentrations. I did not observe any primary hydrologic indicators but the plot did meet the FAC-Neutral test as a secondary indicator. I observed that the plot was much higher than obvious wetland. Sample Point 2 was jurisdictional wetland because it met all three parameters. Dominant vegetation consisted of bittersweet nightshade (Solanum dulcamara, FAC), lakebank sedge (Carex lacustris, OBL), and American elm (Ulmus americana, FACW-). Soils were hydric based on a high organic content in the uppermost portion of the profile. Hydrology consisted of saturation within the uppermost 12-inches of the profile which is a primary indicator but I also observed that the basin served as a collection point for surface water (i.e., drainage patterns) and the plot met the FAC-Neutral test as a secondary indicator. Conclusion I delineated one wetland on the subject property. The wetland appears to be a collection point for local surface water. This delineation was necessary because Mr. Austin is studying the feasibility of collaborating with several adjacent property owners to develop the area and a wetland delineation will be needed for plat approval. The wetlands that I delineated were surveyed and incorporated onto the plan sheets. I labeled all sampling points with orange pin flags. I flagged wetland boundaries with sequentially-numbered flourescent pink flags with the words, “Wetland Boundary - WWC Inc.” This report ultimately is intended to accompany other materials for plat approval. I welcome any questions regarding technical details of this report, and I also affirm that the material in this report represents my best professional judgement: Michael B. Whitt, Certified Wetland Delineator, Wetland and Wildlife Consulting, Inc., 6600 Century Lane, Prior Lake, MN 55372, wwc@integra.net Figures # Delineated Wetland Benton Ave Grove StTracy AveHansen RdV e r no n A v e S Johnson DrHighway 1002000 0 2000 4000 Feet Scale Equals 1:12000 Figure 1. USGS 7.5 minute topographic (Minneapolis South) quadrangle (www.deli.dnr.state.mn.us) with the approximate location of the delineated wetland N EW S 843 860C 843 1027 PFO1/EMC PUBF PUBG Hansen RoadGrove Street Countryside Road Crescent DriveTracy AvenueJohnson DriveGarden AvenueOak LaneBenton Avenue 500 0 500 1000 1500 Feet Figure 2. Aerial photograph (2003, www.lmic.state.mn.us) with approximate location of delineated wetland with overlays of the Hennepin County Soil Survey (www.soildatamart.nrcs.usda.gov) and the National Wetland Inventory (www.deli.dnr.state.mn.us) Scale Equals 1:4000 N EW S Hennepin County Soil Survey (in yellow) All units consist of "Cut and Fill Land" National Wetland Inventory (in light blue) PFO1/EMC Palustrine, broadleaf deciduous forest with emergent vegetation and seasonally flooded PUBG Palustrine unconsolidated bottom intemittently exposed LEGEND cc Benton AvenueOak LaneGarden AvenueJohnson DriveTracy AvenueCrescent DriveCountryside Road Grove Street Hansen RoadPlot 1 Plot 2 Approximate Wetland Boundary 500 0 500 1000 1500 Feet N EW S Scale Equals 1:4000 Figure 3. Aerial photograph (2003, www.lmic.state.mn.us) with approximate locations of delineated wetland and sample points (all WWC GIS). Please consult site survey compiled by Frank Carderalle for the actual surveyed features. Hennepin County, Minnesota Hennepin County, Minnesota Figure 4. Precipitation data as a percentage of normal from the Minnesota Climatology Working Group (www.climate.umn.edu) DATA FORM ROUTINE WETLAND DETERMINATION (1 987 COE Wetlands Delineation Manual) VEGETATION ProjecVSite: &U \&- n 2 if@ Applicant/Owner: kis+-v\ ef 4. Investigator: Yhlcha~1 Wh,e; WWc.Thulc. Do Normal Circumstances exist on the site? Is the site significantly disturbed (Atypical Skuation)? Is the area a potential Problem Area? (If needed, explain on reverse.) 1- Stratum Mlcator Date: $-Li2$; County: state: \Y\O ah Community ID: Transect ID: Plot ID: ?wT Percent of Dornlnant Specles that are OBL, FACW or FAC (elocluding FAC-). 60 z Remarks: tt-~kcdb~ &\fi& & 2 1% LtSl- SO: ~trn~,&~: P(,*Z,"~,*~,*S 9 - Recorded Data (Describe in Remarks): - Stream, Leke, or Tide Gauge -Aerial Photographs -Other NO Recorded Data Available Field Observations: Depth of Surface Water: (in.) Depth to Free Water in Pit: (In.) Depth to Saturated Soil: (in.) 1 Wetland Hydrology Indicators: Primary hdicators: Inundated - Saturated In Upper 12 lnches -Water Mrks -Drift Unes - Sediment Deposits Drainage Patterns in Wetlands secondary hdicators (2 or more required): -Oxidized Root Channels in Upper 12 Inches - Water-Stained Leaves - Local Soil Survey Data - FAC-Neutral Test Other (Explain in Remarks) I Remarks: EJ~ ~V~YWLC tr~ S~LOYILY indt~c,+a~S VCM.~+ 3 J Appendix B Blank and Example Data Forms SOILS I Map Unit Name (Series and Phase): Dralnage Class: Field Observations Tamnomy (Subgroup): Confirm Mapped Type? Yes tb 1- Depth Matrix Color male colors Mottle Abundance/ Tedure, Conwetlops, llluhsAHoriznnlMunsellp- etc. I - tos sol - Hlstlc Eplpedon - Sulfldic Odor - Aqulc Molsture Reglme - Reduclng Condltlons 4 Qleyed or Lowchroma Colors -Concretions - Hlgh Organic Content in Surface Layer In Sandy Solls - Oraanlc Streaklna In Sandv Solls 1 ~~sied on Local C;jdric SO& ~1st Listed on National Hydrlc Solls List - Other (Ewlaln In Remarks) YETLAND DETERMINATION Hydrophytk Vegetation Present? Wetland Hydrdcgy Present? Hydric Sdls Present? li thls Sampling Point Within a Welland? ye@ Approved by HQUSACE 3/92 - -- -.- - -.I -. -Y- t- -w p. 4 . t Appendix B Blank and Example Data Forms DATA FORM ROUTINE WETLAND DETERMINATION (1 987 COE Wetlands Delineation Manual) VEGETATION ~rojectl~ite: fi~klb sib . ApplicarWOwner: hrb~ Rtl~dt?? e+ 4.f. Investigator: mt~hqd I?)h% ; d d Jc .LC r Do Normal Circumstances exist on the site? is the site significantbdisturbed (Atypical Situation)? Is the area a potential Problem Area? Yes (if needed, explain on reverse.) Stratum- - - L PAC Date: 7-3-2-oOb County: b~e~ \r\ state: lv\\~\n~~fZ; Community ID: Transect ID: Plot ID: E Stratum hdlcator Percent of Dominant Species that are OBL, FACW or FAG (excluding FAC-). I IYDROLOGY - Recorded Data (Describe in Remarks): - Stream, Lake, or Tide Gauge -Aerial Photographs L/-- Other - No Recorded Data Available Field Observations: Depth of Surface Water: Depth to Free Water in Pit: Depth to Saturated Soil: & 0'' (in.) Wetland Hydrology Indicators: Primary hdicatm: Sg:Z2 in upper (2 hch -Water M%ks - Drift Lines - Sediment Deposits Drainage Patterns in Wetlands Secondary Indicators (2 or more required): -Oxidized Root Channels in Upper 12 Inches Water-Stained Leaves al Soll Survey Data FAC-Neutral Test fl -Other (Explain in Remarks) I Remarks: Appendix B Blank and Example Data Forms Map Unlt Name (Series and Phase): Drainage Class: Field Observations Tmnomy (Subgroup): Conflrm Mapped Type? Yes No Depth . (Inchesl- Matrix Color Motfle colors Mottle Abundance1 Texture, Concretbns. --- - Hydrlc Soil Indicators: - Hlstosd mlc Eplpedon - Suifldlc Odor - Aquic Moisture Reglme - Reducing Conditions - Gleyed or Lowchroma Colors - Concretlons - High Organic Content in Surface Layer In Sandy Solls -Organic Strsaklng In Sandy Soils L Llsted on Local Hydrk Sdlls List - Llsted on National Hydrlc Sdlls List -Other (Ewlaln In Remarks) , WETLAND DETERMINATION Remarks: Approved by HQUSACE 3/92 Appendix B Blank and Example Data Forms Nine Mile Creek Discovery Point 12800 Gerard Drive Eden Prairie, MN 55346 (952) 835-2078 ninemilecreek.org Understanding Our Urban Watershed BOARD OF MANAGERS: Bob Cutshall • Erin Hunker • Steve Kloiber • Jodi Peterson • Grace Sheely May 14, 2019 Lance Elliott EDBI 5616 Dalrymple Rd Edina, MN 55424 RE: Conditional Approval of NMCWD Permit 2019-25 for Home Construction at Lot A at the intersection of Grove St. and Oak Ln. in Edina Dear Mr. Elliott, The Nine Mile Creek Watershed District has reviewed and conditionally approved the permit application for the project referenced in bold above. The NMCWD permit was approved, but not valid and issued, until the project is in compliance with the following conditions: 1. General Conditions 2. Financial Assurance in the amount of $12,700. 3. Submission of documentation that a drainage easement over the stormwater-management facilities has been submitted to Edina (4.5.4i), if such easement is required by the city. 4. A receipt showing recordation of a maintenance declaration for the on-site storm water management facility and wetland buffer. A draft of the declaration must be approved by the District prior to recordation. By accepting the permit, when issued, the applicant agrees to the following: • Per Rule 4.5.6, an as-built drawing of the storm water facilities conforming to the design specifications as approved by the District must be submitted. A stage-volume relation for the rainwater garden/infiltration basin must also be submitted. • For the release of the $12,700 financial assurance required, Rule 12.4.1b requires demonstration and confirmation that the storm water management facilities have been constructed or installed and are functioning as designed and permitted. Verification, through daily observation logs and photographs, must be provided showing the storm water facilities used for volume retention have drawn down within 48 hours from the completion of two 1-inch (approximate) separate rainfall events. The Nine Mile Creek Watershed District will hold the permit until items 2, 3, and 4 above are received by the District. Nine Mile Creek Discovery Point 12800 Gerard Drive Eden Prairie, MN 55346 (952) 835-2078 ninemilecreek.org Understanding Our Urban Watershed BOARD OF MANAGERS: Bob Cutshall • Erin Hunker • Steve Kloiber • Jodi Peterson • Grace Sheely If you have any questions, please contact Randy Anhorn, District Administrator at (952) 835-2078. Sincerely, Lauren Foley Permit and Water Resources Coordinator 1 Permit #: 2019-25 Project Name: Home Construction – Lot 1, Block1 Warden Acres Austin 3rd Replat – Oak Lane and Grove Street: Edina Approval Date: May 14, 2019 General Provisions 1. All temporary erosion control measures shown on the erosion and sedimentation control plans must be installed prior to commencement of surface or vegetation alteration and be maintained until completion of construction and vegetation is established as determined by NMCWD. If silt fence is used, the bottom flap must be buried and the maximum allowable spacing between posts is 4-foot on center. All posts must be either 2-inch x 2-inch pine, hardwood, or steel fence posts. If hay bales are used, all bales must be staked in place and reinforced on the downstream side with snow fence. 2. All areas altered because of construction must be restored with seed and disced mulch, sod, wood fiber blanket, or be hard surfaced within two weeks after completion of land alteration and no later than the end of the permit period. 3. Upon final stabilization, the permit applicant is responsible for the removal of all erosion control measures installed throughout the project site. 4. At the entryway onto the site, a rock filter dike being a minimum of two feet in height and having maximum side slopes of 4:1 must be constructed. This rock filter dike will enable construction traffic to enter the site and also provide an erosion control facility. 5. If dewatering is required and sump pumps are used, all pumped water must be discharged through an erosion control facility prior to leaving the construction site. Proper energy dissipation must be provided at the outlet of the pump system. 6. The NMCWD must be notified a minimum of 48 hours prior to commencement of construction. 7. The NMCWD, its officers, employees and agents review, comment upon, and approve plans and specifications prepared by permit applicants and their consultants for the limited administrative purpose of determining whether there is reasonable assurance that the proposed project will comply with the regulations and criteria of the NMCWD. The determination of the NMCWD that issuance of this permit is appropriate was made in reliance on the information provided by the applicant. 8. The grant of this permit shall not in any way relieve the permittee, its engineer, or other professional consultants of responsibility, nor shall it make the NMCWD responsible for the technical adequacy of the engineer’s or consultant’s work. The grant of this permit shall not relieve the permittee from complying with all conditions and requirements of the permit which shall be retained by the permittee with the permit. 9. The issue of this permit does not convey any property rights in either real or personal property, or any exclusive privileges, nor does it authorize any injury to private property or any invasion of personal rights, nor any infringement of federal, state, or local laws or regulations. 10. This permit is permissive only. No liability shall be imposed upon the NMCWD or any of its officers, agents or employees, officially or personally, on account of the granting of this permit or on account of any damage to any person or property resulting from any act or omission of the permittee or any of its agents, employees, or contractors. 2 11. In all cases where the doing by the permittee of anything authorized by this permit shall involve the taking, using, or damaging of any property, rights or interests of any other person or persons, or of any publicly-owned lands or improvements or interests, the permittee, before proceeding therewith, shall obtain the written consent of all persons, agencies, or authorities concerned, and shall acquire all necessary property, rights, and interest. 12. The permit is transferable only with the approval of the NMCWD (see NMCWD Rule 1.0). The permittee shall make no changes, without written permission previously obtained from the NMCWD, in the dimensions, capacity, or location of any items of work authorized by this permit. 13. The permittee shall grant access to the site at all reasonable times during and after construction to authorized representatives of the NMCWD for inspection of the work authorized by this permit. 14. This permit may be terminated by the NMCWD at any time deemed necessary in the interest of public health and welfare, or for violation of any of the provisions of this permit. 15. Construction work authorized under this permit shall be completed on or before date specified above. The permittee may, in writing, request that the NMCWD extend the time to complete the project in accordance with NMCWD Rule 1.0. Draft Minutes☐ Approved Minutes☒ Approved Date: September 25, 2019 Page 1 of 5 Minutes City Of Edina, Minnesota Planning Commission Edina City Hall Council Chambers August 28, 2019 I. Call To Order Chair Olsen called the meeting to order at 7:00 PM. II. Roll Call Answering the roll call were: Commissioners Lee, Bennett, Nemerov, Melton, Strauss, Berube, Miranda, and Chair Olsen. Staff Present: Cary Teague, Community Development Director, Kris Aaker, Assistant Planner, Kaylin Eidsness, Senior Communications Coordinator, Liz Olson, Administrative Support Specialist, and Roger Knutson, City Attorney. Absent from the roll call: Commissioners Thorsen, Douglas, and Mangalick. III. Approval Of Meeting Agenda Commissioner Berube moved to approve the August 28, 2019, agenda. Commissioner Nemerov seconded the motion. The motion carried unanimously. IV. Approval Of Meeting Minutes A. Minutes: Planning Commission, August 14, 2019 Commissioner Lee moved to table the approval of the August 14, 2019, meeting minutes until the next Planning Commission meeting. Commissioner Strauss seconded the motion. The motion carried unanimously. V. Community Comment None. VI. Public Hearings A. Appeal of an Administrative Decision – B-19-13, 5712 Woodland Lane Assistant City Planner Aaker presented the request for an appeal of an administrator decision – B-19-13, 5712 Woodland Lane. Staff recommends the Planning Commission uphold staff’s administrative decision of denial for building permit #163990 for a new home plan for the property located at 5712 Woodland Lane. Draft Minutes☐ Approved Minutes☒ Approved Date: September 25, 2019 Page 2 of 5 • The building permit application was rejected due to the ground elevation along the back of the house. • Main issue was whether the lower level qualified as a story. • Previous request for a variance for first floor elevation and was denied by City Council. • Does the basement count as a story to the house or not and if the planter boxes change the ground elevation. Mr. Tim Keane, 60 South 6th Street, was at the meeting representing the applicant and made a presentation. He asked that the letter submitted from the homeowner at 86 Woodland Curve be made a part of the record. Mr. Chad Holder, property owner of 5712 Woodland Lane, was at the meeting and answered questions. Public Hearing Mr. Nick Boosalis, 5704 Woodland Lane, showed a photo of the previous house on the property along with a drawing of the proposed house that required a variance and reviewed the changes to the plan over time. Ms. Heather Beal, 4236 Crocker Avenue, was in support of staff’s recommendation to deny the permit request for this three-story building. Mr. Ken Potts, 4236 Crocker Avenue, was in support the staff decision and recommendation. Mr. Tracy Eichhorn-Hicks, 5708 Woodland Lane, was in support of staff’s recommendation to deny the permit. Ms. Katherine Boosalis, 5704 Woodland Lane, was in support of staff’s recommendation to deny and would like to see an alternate plan for the site. Mr. Marty Freeman, 5637 Woodcrest Drive, thought there should be a solution to this which does not involve repackaging the previous proposal where the variance was denied. Ms. Lori Grotz, 5513 Park Place, was against this plan and agreed with staff. Commissioner Miranda moved to close the public hearing. Commissioner Berube seconded the motion. The motion carried unanimously. Mr. Chad Holder, applicant, explained the reasoning for his house plan design and aesthetics. Discussion/Comments/Questions • Commissioners asked if the other homes in the neighborhood have a basement plus one level. Aaker replied that it depends, and commented that the older neighborhood homes were built Draft Minutes☐ Approved Minutes☒ Approved Date: September 25, 2019 Page 3 of 5 prior to when the city did the flood study and commented that some of the homes are slab on grade. • Commissioners asked what the difference was between planter boxes and re-grading the backyard. Aaker explained that retaining walls are retaining grade/dirt. A longer discussion went on regarding the definition of a retaining wall. • Commissioners asked if the Watershed District or the City has regulations about having piers to support a structure over the flood plain area to allow the flood plain to still be utilized and Aaker replied that they do not in the flood way. • Roger Knutson, City Attorney, summarized that the issue being presented to the Planning Commission was if the basement counted as a story or not. Knutson stated that Staff does count it as a story and that is what is being appealed. Knutson also summarized that the other issue being presented is if the planter boxes change the ground elevation or not. Knutson stated that if the planter boxes change the ground elevation then it’s not a story, but if the planter boxes do not change the ground elevation then it is a story. Knutson said that the determination is made by the Planning Commission. • Commissioners asked what the Engineering or esthetic purpose of the retaining wall was. Mr. Holder replied that it was to get to the 50 percent, which he stated was ridiculous. Mr. Holder stated that he wished they didn’t have to include the retaining wall. • Commissioners stated that the plain meaning of grade is the natural grade. Commissioners stated that when you put a retaining wall to create an artificial grade, it no longer is plain. Commissioners stated that the City seems to be more accurate in defining the grade where the existing grade is and the retaining wall appears to be a tactic to get to the 50 percent. Mr. Holder agreed that the plans were adjusted to meet code. • Mr. Holder stated that he has looked at other plans, but believes the neighbors won’t like them either. Mr. Holder stated that he also wants reasonable use of the property. • Commissioners asked if it matters which door is considered the front door of the home and Knutson replied that it does not. • Commissioners stated that Staff did a great job and also stated that typically retaining walls are used to hold back soil. Commissioners stated that typically there is a slope and a straight cut is needed to hold soil back, but in this case the retaining wall was put up and then filled with soil to push against the basement wall. Commissioners commented that the need for a retaining wall should be a natural occurrence, not a manmade occurrence. Commissioners summarized the reasons why this appeal should be denied: • Concern about flooding if ground elevation along the back of the house is changed. • Does not meet city code for a 2.5 story building. • Previous variance request for first floor elevation was denied. Motion Commissioner Lee moved that the Planning Commission deny the appeal to the administrative decision for 5712 Woodland Lane. Commissioner Berube seconded the motion. The motion carried unanimously. Draft Minutes☐ Approved Minutes☒ Approved Date: September 25, 2019 Page 4 of 5 VII. Reports/Recommendations A. Sketch Plan Review – Vernon Avenue/Lane & Olinger Road (5835 Vernon Lane) Director Teague presented the request for a Sketch Plan review. Teague stated the Planning Commission is asked to consider a sketch plan request to develop the vacant land at the corner of Vernon Avenue/Vernon Lane and Olinger Drive. • Contingent on 75% of homeowner’s association for approval. • Higher density nearby to proposed development. • Comprehensive Plan Amendment would be needed. Mr. Patrick McGlynn, McGlynn Partners, appeared before the Planning Commission and made a presentation. Mr. Ken Piper, Tanek Architects, 118 East 26th Street, Minneapolis, made a presentation to the Planning Commission. Discussion/Comments/Questions • Providing a real need for this type of housing. • The variety of styles is attractive. • Price point is on the high end, so applicant needs to make the homes really nice. • Need bike parking and connectivity for walking and biking. • Benefit to the City if well done and offers a good variety of living choices. • Address the two villas that are turned sideways and have it match all the other ones. • Reluctant to see density on the corner but liked whatever is on the corner being different. • Same style of living is close by and fits well in the area. • Opportunity to treat the parcel as its own community. • Massing on corner feels too heavy and chunky. Try to make the units smaller and increase the number of units overall throughout the development. • Concerned with possible setback variance on this project. Reduce parking to pull building back. • Would like affordable housing in this project. • Liked having a bus stop in front of where the condo’s will be. • This all fits well with what the applicant is trying to do and is well designed. • Liked the 8-10 feet setback on the third level. • Would like buffer along Vernon for safety of residents. More landscaping between building and road would be nice. • Enhance bike parking and walking connectivity. • Would like buffer along Vernon for safety of residents. • Turn villas to match all other villas in development. Mr. Michael Cashman, Homeowners Association representative, indicated this is part of the old Vernon HOA and will require homeowner approval before City approval. Draft Minutes☐ Approved Minutes☒ Approved Date: September 25, 2019 Page 5 of 5 It was noted this item would go to the City Council the first week in September. VIII. Correspondence and Petitions None. IX. Chair and Member Comments • Staff confirmed the project on 66th and Xerxes was moving forward. • Commissioners expressed interest in working on a ready response when applicants state that cost is driving submissions. X. Staff Comments None. XI. Adjournment Commissioner Miranda moved to adjourn the August 28, 2019, Meeting of the Edina Planning Commission at 9:51 PM. Commissioner Berube seconded the motion. The motion carried unanimously. The CITY of EDINA Preliminary & Final Plat with Variance Oak Lane The CITY of EDINA www.EdinaMN.gov 2 The CITY of EDINA EdinaMN.gov 3 The CITY of EDINA EdinaMN.gov 4 The CITY of EDINA EdinaMN.gov 5 The CITY of EDINA www.EdinaMN.gov 6 The CITY of EDINA www.EdinaMN.gov 7 The CITY of EDINA EdinaMN.gov 8 The CITY of EDINA EdinaMN.gov 9 The CITY of EDINA EdinaMN.gov 10 The CITY of EDINA www.EdinaMN.gov 11 The CITY of EDINA www.EdinaMN.gov 12 The CITY of EDINA EdinaMN.gov 13 The CITY of EDINAThis Request Requires: EdinaMN.gov 14 ➢Preliminary & Final Plat; and ➢A lot depth variance from 151 to 138 feet. The CITY of EDINAPrimary Issue •Is the proposed Re-plat (Platting an Outlot into a buildable lot) with a Lot Depth Variance reasonable for the site? EdinaMN.gov 15 The CITY of EDINA EdinaMN.gov 16 The CITY of EDINA www.EdinaMN.gov 17 The CITY of EDINA EdinaMN.gov 18 The CITY of EDINA EdinaMN.gov 19 The CITY of EDINARecommendation EdinaMN.gov 20 The CITY of EDINA EdinaMN.gov 21 The CITY of EDINAFinal Plat www.EdinaMN.gov 22 The CITY of EDINA EdinaMN.gov 23 The CITY of EDINA EdinaMN.gov 24 The CITY of EDINA EdinaMN.gov 25 The CITY of EDINA EdinaMN.gov 26 The CITY of EDINA EdinaMN.gov 27 The CITY of EDINA EdinaMN.gov 28 The CITY of EDINA EdinaMN.gov 29 The CITY of EDINA EdinaMN.gov 30 The CITY of EDINA EdinaMN.gov 31 The CITY of EDINA www.EdinaMN.gov 32 The CITY of EDINA EdinaMN.gov 33 Date: December 3, 2019 Agenda Item #: VIII.C. To:Mayor and City Council Item Type: Report / Recommendation From:Kyle Sawyer, Assistant Finance Director Item Activity: Subject:PUBLIC HEARING: Ordinance No. 2019-16: Amending Chapter 2 of the City Code, Setting Fees for 2020 Action CITY OF EDINA 4801 West 50th Street Edina, MN 55424 www.edinamn.gov ACTION REQUESTED: Approve Ordinance No. 2019-16 Amending City Code Chapter 2, Section 2-724 Schedule A, Setting Fees for 2020, and waive second reading. INTRODUCTION: Attached is a schedule of fees and charges to be adopted by Ordinance No. 2019-16, proposed for 2020. The fees that are proposed to change from 2019 to 2020 are bold. In summary, most fee changes are in the following chapters of City Code: Chapter 18 - Fire Prevention Fees are proposed to increase approximately 1.5% to better align with the cost of service. Chapter 28 - Utilities At the November 20, 2018 City Council work session, staff and Ehlers presented an update to the 2015 Utility Rate Study. T he update recommended an increase of 5% for water and sanitary sewer charges and 8% for storm sewer charges for 2020. The increase to water and sanitary sewer charges is consistent with previous annual increases. The storm sewer charge is being increased 8% for 2020 compared to the 2015 rate study projection of 6.5% to offset increased proposed capital spending. Rates in the Morningside district will be set once we receive the 2020 water rates from the City of Minneapolis. ATTACHMENTS: Description Ordinance No. 2019-16: Amending Chapter 2 of the City Code, Setting Fees for 2020 ORDINANCE NO. 2019-16 AN ORDINANCE AMENDING CHAPTER 2 OF THE EDINA CITY CODE THE CITY COUNCIL OF THE CITY OF EDINA ORDAINS: Section 1. Only the following described fees of Schedule A to City Code Chapter 2, Section 2-724 are amended to read as follows: Chapter and Section Purpose of Fee/Charge 2019 Fee Proposed 2020 Fee Chapter 10 10-74 New single-family dwellings valued at $350,000.00 or less $0.00 Wave building permit and plan review fee for affordable single- family home Temporary Certificate of Occupancy Fee $105.00 For every 30-days the temporary certificate of occupancy is open except October 15th through June 1st $110.00 For every 30-days the temporary certificate of occupancy is open except October 15th through June 1st 10-513(d) Public swimming pool license $545.00 Per year for each enclosed pool (partial or all of the year) $560.00 Per year for each enclosed pool (partial or all of the year) $395.00 Per year for each outdoor pool $405.00 Per year for each outdoor pool Public whirlpool bath or therapeutic swimming pool license $195.00 Per year for each bath or pool $200.00 Per year for each bath or pool Chapter 12 12-104 Refuse or recycling hauler's license $330.00 Per year for first vehicle $340.00 Per year for first vehicle 12-218 Tobacco sale license $415.00 Per location $430.00 Per location 12-343 Registration for massage therapists $35.00 Per therapist for those businesses exempt from licensure $40.00 Per therapist for those businesses exempt from licensure 12-346(a) Physical culture and health service or club, reducing club or salon, sauna parlor, massage parlor or escort service $330.00 Business license $340.00 Business license Chapter 18 18-64 Emergency Responder Radio Coverage Fee $82.00 $83.00 18-67(a) Operational permits required by MSFC § 105.6. $82.00 Per hour with a minimum one hour fee (includes supervision, code review, inspections overhead, hourly wages and fringe benefits of employees involved) $83.00 Per hour with a minimum one hour fee (includes supervision, code review, inspections overhead, hourly wages and fringe benefits of employees involved) Nonbusiness hours inspection $132.00 Per hour with a minimum one hour fee $134.00 Per hour with a minimum one hour fee Construction permits required by MSFC § 105.7, except for those covered in this Code in chapter 18, article III, division 5, if total valuation of work is: $1.00 to $500.00 $35.18 *Minimum fee $35.71 *Minimum fee Ordinance No. 2019-16 Page 2 $501.00 to $2,000.00 $35.18 *For first $500.00, plus $35.71 *For first $500.00, plus $3.95 For each additional $100.00 or fraction thereof to and including $2,000.00 $4.01 For each additional $100.00 or fraction thereof to and including $2,000.00 $2,001.00 to $25,000.00 $94.34 *For first $2,000.00, plus $95.76 *For first $2,000.00, plus $18.22 For each additional $1,000.00 or fraction thereof to and including $25,000.00 $18.49 For each additional $1,000.00 or fraction thereof to and including $25,000.00 $25,001.00 to $50,000.00 $513.60 *For first $25,000.00, plus $521.30 *For first $25,000.00, plus $12.94 For each additional $1,000.00 or fraction thereof to and including $50,000.00 $13.13 For each additional $1,000.00 or fraction thereof to and including $50,000.00 $50,001.00 to $100,000.00 $836.54 *For first $50,000.00, plus $849.09 *For first $50,000.00, plus $9.40 For each additional $1,000.00 or fraction thereof to and including $100,000.00 $9.54 For each additional $1,000.00 or fraction thereof to and including $100,000.00 $100,001.00 to $500,000.00 $1,306.65 *For first $100,000.00, plus $1,326.25 *For first $100,000.00, plus $7.05 For each additional $1,000.00 or fraction thereof to and including $500,000.00 $7.16 For each additional $1,000.00 or fraction thereof to and including $500,000.00 $500,001.00 to $1,000,000.00 $4,129.42 *For the first $500,000.00, plus $4,191.36 *For the first $500,000.00, plus $6.17 For each additional $1,000.00 or fraction thereof to and including $1,000,000.00 $6.26 For each additional $1,000.00 or fraction thereof to and including $1,000,000.00 $1,000,001.00 and up $7,215.49 *For the first $1,000,000.00, plus $7,323.72 *For the first $1,000,000.00, plus $4.70 For each additional $1,000.00 or fraction thereof $4.77 For each additional $1,000.00 or fraction thereof 18-67(b) Code compliance inspection $82.00 Per hour with a minimum one hour fee (includes supervision, code review, inspections, overhead, hourly wages and fringe benefits of employees involved) $83.00 Per hour with a minimum one hour fee (includes supervision, code review, inspections, overhead, hourly wages and fringe benefits of employees involved) 18-131 License to service fire extinguishers $121.00 Per year per person licensed $122.00 Per year per person licensed 18-168 Permit fee for cleaning kitchen exhaust hood and duct systems $100.00 $105.00 18-195(a) Sprinkler permit, if total valuation of work is: $1.00 to $500.00 $35.18 *Minimum fee $35.71 *Minimum fee $501.00 to $2,000.00 $35.18 *For first $500.00, plus $35.71 *For first $500.00, plus $3.95 For each additional $100.00 or fraction thereof to and including $2,000.00 $4.01 For each additional $100.00 or fraction thereof to and including $2,000.00 $2,001.00 to $25,000.00 $94.34 *For first $2,000.00, plus $95.76 *For first $2,000.00, plus $18.22 For each additional $1,000 or fraction thereof to and including $25,000.00 $18.49 For each additional $1,000 or fraction thereof to and including $25,000.00 $25,001.00 to $50,000.00 $513.60 *For first $25,000.00, plus $521.30 *For first $25,000.00, plus $12.94 For each additional $1,000 or fraction thereofe to and including $50,000.00 $13.13 For each additional $1,000 or fraction thereof to and including $50,000.00 $50,001.00 to $100,000.00 $836.54 *For first $50,000.00, plus $849.09 *For first $50,000.00, plus $9.40 For each additional $1,000 or fraction thereof to and including $100,000.00 $9.54 For each additional $1,000 or fraction thereof to and including $100,000.00 $100,001.00 to $500,000.00 $1,306.65 *For first $100,000.00, plus $1,326.25 *For first $100,000.00, plus $7.05 For each additional $1,000 or fraction thereof to and including $500,000.00 $7.16 For each additional $1,000 or fraction thereof to and including $500,000.00 Ordinance No. 2019-16 Page 3 $500,001.00 to $1,000,000.00 $4,129.42 *For the first $500,000.00, plus $4,191.36 *For the first $500,000.00, plus $6.17 For each additional $1,000 or fraction thereof to and including $100,000,000.00 $6.26 For each additional $1,000 or fraction thereof to and including $100,000,000.00 $1,000,001.00 and up $7,215.49 *For the first $1,000,000.00, plus $7,323.72 *For the first $1,000,000.00, plus $4.70 For each additional $1,000.00 or fraction thereof $4.77 For each additional $1,000.00 or fraction thereof Hydrant Flow Test Fee $124.00 $167.00 Fire alarm and alternative fire suppression permit, if total valuation of work is: $1.00 to $500.00 $35.18 *Minimum fee $35.71 *Minimum fee $501.00 to $2,000.00 $35.18 *For first $500.00, plus $35.71 *For first $500.00, plus $3.95 For each additional $100.00 or fraction thereof to and including $2,000.00 $4.01 For each additional $100.00 or fraction thereof to and including $2,000.00 $2,001.00 to $25,000.00 $94.34 *For first $2,000.00, plus $95.76 *For first $2,000.00, plus $18.22 For each additional $1,000 or fraction thereof to and including $25,000.00 $18.49 For each additional $1,000 or fraction thereof to and including $25,000.00 $25,001.00 to $50,000.00 $513.60 *For first $25,000.00, plus $521.30 *For first $25,000.00, plus $12.94 For each additional $1,000 or fraction thereof to and including $50,000.00 $13.13 For each additional $1,000 or fraction thereof to and including $50,000.00 $50,001.00 to $100,000.00 $836.54 *For first $50,000.00, plus $849.09 *For first $50,000.00, plus $9.40 For each additional $1,000 or fraction thereof to and including $100,000.00 $9.54 For each additional $1,000 or fraction thereof to and including $100,000.00 $100,001.00 to $500,000.00 $1,306.65 *For first $100,000.00, plus $1,326.25 *For first $100,000.00, plus $7.05 For each additional $1,000 or fraction thereof to and including $500,000.00 $7.16 For each additional $1,000 or fraction thereof to and including $500,000.00 $500,001.00 to $1,000,000.00 $4,129.42 *For the first $500,000.00, plus $4,191.36 *For the first $500,000.00, plus $6.17 For each additional $1,000 or fraction thereof to and including $100,000,000.00 $6.26 For each additional $1,000 or fraction thereof to and including $100,000,000.00 $1,000,001.00 and up $7,215.49 *For the first $1,000,000.00, plus $7,323.72 *For the first $1,000,000.00, plus $4.70 For each additional $1,000.00 or fraction thereof $4.77 For each additional $1,000.00 or fraction thereof 18-195(b) Other permit-related fees $82.00 Per hour with a minimum one hour fee (includes supervision, code review, inspections, overhead, hourly wages and fringe benefits of employees involved) $83.00 Per hour with a minimum one hour fee (includes supervision, code review, inspections, overhead, hourly wages and fringe benefits of employees involved) 18-217 False alarm fees $329.00 Residential $300.00 Residential $549.00 Commercial $450.00 Commercial $125.00 Medical 18-244 License allowing sale of fireworks $119.00 Per year $121.00 Per year Chapter 20 20-218 Recycling service $8.10 Per quarter, single family $10.65 Per quarter, single family $8.10 Per quarter, double bungalow $10.65 Per quarter, double bungalow $8.10 Per quarter, apartments/condos (2—8 units) $10.65 Per quarter, apartments/condos (2—8 units) Ordinance No. 2019-16 Page 4 20-277 Food establishment $660.00 High risk food $675.00 High risk food $410.00 Medium risk food $420.00 Medium risk food $125.00 Low risk food $130.00 Low risk food $170.00 Base fee $175.00 Base fee $165.00 Seasonal temporary food stand $170.00 Seasonal temporary food stand $165.00 Seasonal permanent food stand $170.00 Seasonal permanent food stand $220.00 Mobile food unit $230.00 Mobile food unit $165.00 Food vehicle $170.00 Food vehicle $165.00 Additional facility $170.00 Additional facility $200.00 Pushcart $210.00 Pushcart $120.00 Special event food stand $125.00 Special event food stand 20-386 Boarding establishment or lodging license $110.00 $115.00 20-476 Body art establishment license $330.00 $340.00 Body art establishment plan review fee $330.00 $340.00 Chapter 28 28-43(b) Sewer Service: Based upon water usage during winter quarter (November 1 to March 1) Based upon water usage during winter quarter (November 1 to March 1) 1. Single-family, townhouses, two-family dwellings, apart- ment buildings containing four or less dwelling units $65.28 Per quarter to and including 12,000 gallons $68.52 Per quarter to and including 12,000 gallons $5.44 Per 1,000 gallons used, whichever is greater $5.71 Per 1,000 gallons used, whichever is greater 2. Apartment building with more than four dwelling units $58.78 Per quarter for each unit over four; or $61.72 Per quarter for each unit over four; or $5.44 Per 1,000 gallons used, whichever is greater $5.71 Per 1,000 gallons used, whichever is greater 3. Commercial and industrial buildings, including schools and churches $65.28 Per water meter or approved sewage metering device on premises; or $68.52 Per water meter or approved sewage metering device on premises; or $5.44 Per 1,000 gallons of water used during the quarter, whichever is greater $5.71 Per 1,000 gallons of water used during the quarter, whichever is greater Water Service: 1. Per 1,000 gallons for areas of city, except in the Morningside area $2.34 Up to 26,000 gallons $2.46 Up to 26,000 gallons $3.11 26,001 to 49,000 gallons $3.27 26,001 to 49,000 gallons $4.86 Over 49,000 gallons $5.10 Over 49,000 gallons 2. Domestic accounts used by commercial and industrial buildings, including schools and churches $2.34 Up to 26,000 gallons $2.46 Up to 26,000 gallons $3.11 Over 26,000 gallons $3.27 Over 26,000 gallons 3. Lawn watering accounts used by commercial and industrial buildings, including schools and churches $3.11 Up to 26,000 gallons $3.27 Up to 26,000 gallons $4.86 Over 26,000 gallons $5.10 Over 26,000 gallons 4. Meter charge $21.35 Per quarter for up to 3/4-inch meter $22.42 Per quarter for up to 3/4-inch meter $29.12 Per quarter for 1-inch meter $30.58 Per quarter for 1-inch meter Ordinance No. 2019-16 Page 5 $33.21 Per quarter for 11/4-inch meter $34.87 Per quarter for 11/4-inch meter $37.35 Per quarter for 11/2-inch meter $39.22 Per quarter for 11/2-inch meter $60.15 Per quarter for 2-inch meter $63.16 Per quarter for 2-inch meter $228.41 Per quarter for 3-inch meter $239.83 Per quarter for 3-inch meter $290.73 Per quarter for 4-inch meter $305.27 Per quarter for 4-inch meter $368.43 Per quarter for 6-inch meter $386.85 Per quarter for 6-inch meter $467.90 Per quarter for 8-inch meter $491.30 Per quarter for 8-inch meter 28-143 Charge for connection to city water or sewer system $2,450.00 Water connection charge per REC unit × number of SAC units $2,609.25 Water connection charge per REC unit × number of SAC units $1,960.00 Water connection charge per REC unit × number of SAC units with 20% reduction with City approval $2,087.40 Water connection charge per REC unit × number of SAC units with 20% reduction with City approval $1,837.50 Water connection charge per REC unit × number of SAC units with 25% reduction with City approval $1,956.94 Water connection charge per REC unit × number of SAC units with 25% reduction with City approval $1,500.00 Sewer connection charge per REC unit × number of SAC units $1,597.50 Sewer connection charge per REC unit × number of SAC units $1,200.00 Sewer connection charge per REC unit × number of SAC units with 20% reduction with City approval $1,278.00 Sewer connection charge per REC unit × number of SAC units with 20% reduction with City approval $1,125.00 Sewer connection charge per REC unit × number of SAC units with 25% reduction with City approval $1,198.13 Sewer connection charge per REC unit × number of SAC units with 25% reduction with City approval 28-208 28-209 Stormwater drainage charge $34.81 Per quarter pursuant to formula in section 28-208 $37.59 Per quarter pursuant to formula in section 28-208 Section 2. The effective date of this Ordinance shall be January 1, 2020. First Reading: December 3, 2019 Second Reading: Waived Published: December 26, 2019 Attest Sharon Allison, City Clerk James B. Hovland, Mayor PLEASE PUBLISH IN THE EDINA SUN CURRENT, THURSDAY, December 26, 2019 SEND TWO AFFIDAVITS OF PUBLICATION BILL TO EDINA CITY CLERK Date: December 3, 2019 Agenda Item #: VIII.D. To:Mayor and City Council Item Type: Report / Recommendation From:Don Uram, Finance Director Item Activity: Subject:PUBLIC HEARING: Resolution No. 2019-106, Setting the 2020 Tax Levy and Adopting 2020 Operating Budget Action CITY OF EDINA 4801 West 50th Street Edina, MN 55424 www.edinamn.gov ACTION REQUESTED: Approve Resolution No. 2019-106 Setting the 2020 Tax Levy and Adopting 2020 Operating Budget. Approve the proposed 2020-21 Budget Work Plan. INTRODUCTION: The 2020-2021 budget process began in early 2019. Following an extensive process including several departmental meetings, the preliminary 2020-2021 Budget was presented to the City Council for review at two work sessions during August. On Sept. 17, staff recommended, and the Council approved a preliminary levy for taxes payable in 2020 of $39,467,543 which is an increase of $2,228,522 or 5.9% over 2019. Staff recommends the preliminary levy be approved as final as shown in attached resolution. If no budget resolution is passed on December 3, the Council will be required by statute to act at the next meeting on December 17, 2019. ATTACHMENTS: Description Staff Report: Setting 2020 Tax Levy and Adopting Operating Budget Resolution No. 2019-106: Setting 2020 Tax Levy and Adopting Operating Budget Attachment A - 2020 Governmental Funds Budget Attachment B - 2020 Enterprise Funds Budget 2020-2021 Proposed Tax Levy and Budgets 2020-21 Budget Work Plan Staff Presentation December 3, 2019 Mayor and City Council Scott Neal, City Manager Don Uram, Finance Director PUBLIC HEARING: Resolution No. 2019-106 Setting the 2020 Tax Levy and Adopting 2020 Operating Budget Information / Background: The City Council will consider the City Manager’s proposed Budget and Tax Levy at the December 3, 2019 meeting. This budget is the result of an extensive process that began in early spring and included several meetings among staff and City Council work sessions. The final Tax Levy of $39,467,543 is the same as the preliminary levy that was approved by the City Council on September 17. The HRA will consider the adoption of a final Tax Levy of $192,000 at their meeting also scheduled on December 3. If approved, the Total Property Tax Levy will equal $39,659,543. This levy represents an increase of 5.95% over the 2019 Total Tax Levy. For 2020, the median value home has increased by 3.36% to $548,500 from $530,650 in 2019. The impact of the proposed 2020 levy on the median value home is +5.98%, or $87 per year. The final levy includes: 1. General Fund Operations - $32,021,243 2. Arts and Culture - $20,000 3. Debt Service - $4,596,300 4. Construction Fund - $2,830,000 Other than some minor adjustments, the biggest change to the final 2020 budget is the addition of six new paramedic/firefighters. This became possible when the City was awarded a Staffing for Adequate Fire and Emergency Response (SAFER) grant. Also, the City will begin accounting for our Equipment Operations, Information Technology, and Facilities Management costs as individual Internal Service Funds. The advantages of using Internal Service Funds include transparency of budgeting/spending, budgeted chargeback amount is set and does not require adjustment at year-end, and the ability to build a fund balance for future needs. These are shown on pages 9-10 of the 2020-2021 Proposed Tax Levy and Budgets attachment. Staff recommends that the City Council adopt Resolution No. 2019-106. RESOLUTION NO. 2019-106 A RESOLUTION ADOPTING THE BUDGET FOR THE CITY OF EDINA FOR YEAR 2020, AND ESTABLISHING THE TAX LEVY PAYABLE IN 2020 THE CITY COUNCIL OF THE CITY OF EDINA, MINNESOTA, DOES RESOLVE AS FOLLOWS: Section 1. The Budgets for all Governmental Funds as shown on Attachment A for the City of Edina for the calendar year 2020 is hereby adopted and funds are hereby appropriated; Section 2. The Budgets for all Enterprise Funds as shown on Attachment B for the City of Edina for the calendar year 2020 is hereby adopted and funds are hereby appropriated; Section 3. That there will be levied upon all taxable real and personal property in the City of Edina, a tax rate sufficient to produce the amount as follows: FOR GENERAL FUND $32,021,243 FOR CONSTRUCTION FUND $2,830,000 FOR ARTS AND CULTURE FUND $20,000 LEVY FOR PAYMENT OF CIP PLAN BONDS – SERIES 2016A (Fire) $402,000 LEVY FOR PAYMENT OF CIP PLAN BONDS – SERIES 2010A (City Hall) $952,000 LEVY FOR PAYMENT OF CIP PLAN BONDS – SERIES 2017C (PW) $1,043,000 LEVY FOR PAYMENT OF CIP PLAN BONDS – SERIES 2013A (PW) $448,600 LEVY FOR PAYMENT OF HRA PUBLIC PROJECT BONDS – SERIES 2009A (PW)$196,400 LEVY FOR PAYMENT OF HRA PUBLIC PROJECT BONDS – SERIES 2014 (Dome)$1,163,300 LEVY FOR PAYMENT OF HRA PUBLIC PROJECT BONDS – SERIES 2015A (Gym)$391,000 TOTAL TAX CAPACITY LEVY $39,467,543 Section 3. That the 2020 budget and tax levy incorporate revisions to the scheduled levy for the Series 2019A General Obligation Bonds (Fire Equipment) due to sufficient funds available to pay the required debt service. Approved this 3rd day of December 2019. Attest: Sharon Allison, City Clerk James B. Hovland, Mayor STATE OF MINNESOTA ) COUNTY OF HENNEPIN ) SS CITY OF EDINA ) CERTIFICATE OF CITY CLERK I, the undersigned duly appointed and acting City Clerk for the City of Edina do hereby certify that the attached and foregoing Resolution was duly adopted by the Edina City Council at its Regular Meeting of December 3, 2019 and as recorded in the Minutes of said Regular Meeting. WITNESS my hand and seal of said City this ______ day of __________, 20___. _______________________________ City Clerk CITY OF EDINA Proposed Governmental Fund Budgets Braemar Arts &Debt General HRA PACS CAS CDBG Police SR Memorial Culture Service Construction Fund Fund Fund Fund Fund Fund Fund Fund Fund Fund Total REVENUES AND OTHER FINANCING SOURCES Property tax levy 32,021,243$ 192,000$ -$ -$ -$ -$ -$ 20,000$ 4,596,300$ 2,830,000$ 39,659,543$ Tax increments - 6,708,700 - - - - - - - - 6,708,700 Franchise fees & other taxes 877,000 - 1,200,000 1,000,000 - - - - - 105,000 3,182,000 Special assessments - - - - - - - - - 4,102,231 4,102,231 Licenses and permits 5,066,561 - - - - - - - - 78,000 5,144,561 Intergovernmental 1,753,218 - - - 125,000 - - - - 2,460,960 4,339,178 Charges for services 5,465,499 2,000 - - - - - - - 200,000 5,667,499 Fines and forfeitures 950,000 - - - - - - - - - 950,000 Investment income 150,000 235,058 1,060 5,190 - 5 2,007 485 8,000 225,000 626,805 Other revenue 475,700 - - 7,000 - 172,061 2,500 2,500 - - 659,761 Transfers 50,000 - - - - - - - 3,500,165 275,000 3,825,165 Loan received - - - - - - - - - - - Debt issued - - - - - - - - - 3,659,279 3,659,279 Other financing sources 90,375 1,900,000 - - - - - - - -1,990,375 TOTAL REVENUES AND OTHER FINANCING SOURCES 46,899,596 9,037,758 1,201,060 1,012,190 125,000 172,066 4,507 22,985 8,104,465 13,935,470 80,515,097 EXPENDITURES AND OTHER FINANCING USES - BY DEPARTMENT Administration 2,439,333 6,784,124 - 1,133,523 - - - - - - 10,356,980 Communication & tech.1,338,881 - - - - - - - - 293,800 1,632,681 Human resources 1,288,736 - - - - - - - - - 1,288,736 Finance 1,180,227 - - - - - - - - 500,000 1,680,227 Public works 6,852,480 - - - - - - - - 1,932,056 8,784,536 Engineering 1,920,392 - 1,520,802 - - - - - - 7,417,998 10,859,192 Police 13,947,203 - - - - 96,585 - - - 499,000 14,542,788 Fire 10,171,998 - - - - - - - - 1,411,432 11,583,430 Parks & recreation 5,846,867 - - - - - - 14,600 - 267,325 6,128,792 Community development 1,913,479 - - - 125,000 - - - - 190,000 2,228,479 Loan issued - - - - - - - - - - - Debt service - - - - - - - - 7,850,224 - 7,850,224 Transfers - - - - - - - - - 3,500,165 3,500,165 TOTAL EXPENDITURES AND OTHER FINANCING USES 46,899,596 6,784,124 1,520,802 1,133,523 125,000 96,585 - 14,600 7,850,224 16,011,776 80,436,230 EXPENDITURES AND OTHER FINANCING USES - BY TYPE Personal services 33,018,357 182,624 115,642 158,035 - - - - - 100,702 33,575,360 Contractual services 6,736,208 1,638,000 75,000 103,000 125,000 89,085 - 14,000 - 294,826 9,075,119 Commodities 2,567,739 2,500 15,000 - - 7,500 - 600 - 23,448 2,616,787 Internal services 4,577,292 - 7,200 7,488 - - - -- 780 4,592,760 Equipment - - - - - - - -- 2,825,257 2,825,257 Capital outlay - 4,961,000 1,307,960 865,000 - - - -- 9,266,598 16,400,558 Loan issued - - - - - - - -- -- Debt service - - - - - - - -7,850,224 - 7,850,224 Transfers - - - - - - - -- 3,500,165 3,500,165 TOTAL EXPENDITURES AND OTHER FINANCING USES 46,899,596 6,784,124 1,520,802 1,133,523 125,000 96,585 - 14,600 7,850,224 16,011,776 80,436,230 CHANGE IN FUND BALANCE -$ 2,253,634$ (319,742)$ (121,333)$ -$ 75,481$ 4,507$ 8,385$ 254,241$ (2,076,306)$ 78,867$ 2020 GOVERNMENTAL FUND BUDGETS Attachment A CITY OF EDINA Proposed Enterprise Fund Budgets Aquatic Golf Sports Art Utilities Liquor Center Course Arena Dome Center Edinborough Centennial Fund Fund Fund Fund Fund Fund Fund Fund Fund Total REVENUES AND TRANSFERS IN Operating revenues 25,899,589$ 13,863,059$ 1,027,298$ 4,044,256$ 2,552,877$ 472,169$ 502,934$ 1,396,982$ 822,031$ 50,581,195$ Intergovernmental 72,600 - - - - - - - -72,600 Investment income 324,120 - 24,000 15,000 7,000 13,000 - 30,000 3,000 416,120 Other revenue 25,000 31,000 - - - - 10,000 - -66,000 Transfers - - - - 300,000 - 225,000 - 100,000 625,000 TOTAL REVENUES AND TRANSFERS IN 26,321,309 13,894,059 1,051,298 4,059,256 2,859,877 485,169 737,934 1,426,982 925,031 51,760,915 EXPENSES AND TRANSFERS OUT - BY DEPARTMENT Administration - 12,546,438 - - - - - - - 12,546,438 Finance 348,572 - - - - - - - - 348,572 Public works 18,313,651 - - - - - - - - 18,313,651 Engineering 511,830 - - - - - - - - 511,830 Police 1,580,690 - - - - - - - - 1,580,690 Parks and recreation - - 1,125,503 3,900,556 3,183,375 928,915 820,171 1,725,089 1,241,858 12,925,467 Transfers 100,000 850,000 - - - - - - - 950,000 TOTAL EXPENSES AND TRANSFERS OUT 20,854,743 13,396,438 1,125,503 3,900,556 3,183,375 928,915 820,171 1,725,089 1,241,858 47,176,648 EXPENSES AND TRANSFERS OUT - BY TYPE COGS - 9,668,176 49,474 129,706 114,591 - 500 81,618 9,795 10,053,860 Personal services 2,816,212 1,787,593 448,414 1,609,379 1,046,441 167,393 558,764 842,040 712,011 9,988,247 Contractual services 9,319,578 649,568 211,887 460,450 983,521 190,900 109,545 384,380 200,888 12,510,717 Commodities 1,157,000 55,050 75,600 274,000 106,112 22,000 76,500 144,700 124,395 2,035,357 Internal services 1,335,322 289,551 39,236 220,690 192,950 32,622 68,862 131,851 102,769 2,413,853 Depreciation 5,451,000 96,500 286,500 960,000 660,000 516,000 6,000 140,500 92,000 8,208,500 Interest 675,631 - 14,392 246,331 79,760 - - - - 1,016,114 Transfers 100,000 850,000 - - - - - - - 950,000 TOTAL EXPENSES AND TRANSFERS OUT 20,854,743 13,396,438 1,125,503 3,900,556 3,183,375 928,915 820,171 1,725,089 1,241,858 47,176,648 CHANGE IN NET POSITION 5,466,566$ 497,621$ (74,205)$ 158,700$ (323,498)$ (443,746)$ (82,237)$ (298,107)$ (316,827)$ 4,584,267$ 2020 ENTERPRISE FUND BUDGETS 11/25/2019 Attachment B CITY OF EDINA Proposed Tax Levies Budget Budget 2017 2018 2019 2020 2021 General Fund Levies General Operating Levy 26,860,319$ 28,493,077$ 30,009,121$ 32,021,243$ 33,986,471$ General Fund Subtotal 26,860,319 28,493,077 30,009,121 32,021,243 33,986,471 Increase From Prior Year (%)7.34%6.08%5.32%6.71%6.14% Arts and Culture Fund Levies Arts and Culture 20,000 20,000 20,000 20,000 20,000 Arts and Culture Fund Subtotal 20,000 20,000 20,000 20,000 20,000 Increase From Prior Year (%)0.00%0.00%0.00%0.00%0.00% Debt Service Fund Levies City Hall Debt Service 946,000 950,000 952,000 952,000 - Gymnasium Debt Service 388,000 389,000 390,000 391,000 392,000 Fire Station Debt Service 403,000 405,000 406,000 402,000 402,000 Public Works Facility Debt Service 1,696,000 1,667,000 1,695,000 1,688,000 1,695,000 Sports Dome 1,162,500 1,168,700 1,168,900 1,163,300 1,162,400 Debt Service Fund Subtotal 4,595,500 4,579,700 4,611,900 4,596,300 3,651,400 Increase From Prior Year (%)-9.45%-0.34%0.70%-0.34%-20.56% Construction Fund Levies Capital Improvement Plan Levy 101,550 327,000 300,000 800,000 2,000,000 Equipment Levy 1,750,000 1,840,000 1,930,000 2,030,000 2,130,000 Weber Woods NOTE 1 400,000 400,000 400,000 - - Construction Fund Subtotal 2,251,550 2,567,000 2,630,000 2,830,000 4,130,000 Increase From Prior Year (%)34.02%14.01%2.45%7.60%45.94% HRA Fund Levies HRA Operating Levy 95,000 125,000 160,000 192,000 230,400 HRA Fund Subtotal 95,000 125,000 160,000 192,000 230,400 Increase From Prior Year (%)31.58%28.00%20.00%20.00% Total Property Tax Levy 33,822,369$ 35,784,777$ 37,431,021$ 39,659,543$ 42,018,271$ Increase From Prior Year (%)6.36%5.80%4.60%5.95%5.95% NOTE 1:The City made an offer to purchase a portion of Weber Woods from the City of Minneapolis in 2016 and used Construction Fund reserves to finance the purchase. The levy shown here is to restore the Construction Fund reserves to the pre-purchase level over the next three years. CITY OF EDINA Consolidated Proposed Budget 2018 2019 2020 2021 Actual Budget Budget Budget REVENUES AND OTHER FINANCING SOURCES Property tax levy 35,613,883$ 37,431,021$ 39,659,543$ 5.95%42,018,271$ 5.95% Tax increments 4,997,706 5,315,000 6,708,700 26.22%7,969,700 18.80% Franchise fees & other taxes 2,584,741 3,397,500 3,182,000 -6.34%3,182,000 0.00% Special assessments 4,747,205 3,956,273 4,102,231 3.69%4,281,222 4.36% Licenses and permits 5,912,757 4,789,430 5,144,561 7.41%5,258,514 2.22% Intergovernmental 5,598,563 1,663,977 4,411,778 165.13%2,888,218 -34.53% Charges for services 4,898,548 4,721,523 5,667,499 20.04%5,636,930 -0.54% Fines and forfeitures 1,122,426 900,000 950,000 5.56%950,000 0.00% Operating revenue 44,644,751 46,835,044 50,578,406 7.99%52,586,578 3.97% Investment income 1,371,304 564,779 1,042,925 84.66%1,039,925 -0.29% Other revenue 2,437,621 653,861 725,761 11.00%726,761 0.14% Capital contribution 57,550 - - NA - NA Loan received - - - NA - NA Debt issued 2,266,488 2,648,269 3,659,279 38.18%3,144,387 -14.07% Other financing sources 6,201,630 - 1,990,375 NA 28,135 -98.59% TOTAL REVENUES AND OTHER FINANCING SOURCES 122,455,173 112,876,677 127,823,058 13.24%129,710,641 1.48% EXPENDITURES, EXPENSES AND OTHER FINANCING USES - BY DEPARTMENT Administration 26,197,951 23,234,764 22,903,418 -1.43%22,346,062 -2.43% Communications & tech.1,391,085 2,096,724 1,632,681 -22.13%1,495,409 -8.41% Human resources 1,046,623 888,694 1,288,736 45.01%1,317,285 2.22% Finance 1,322,987 1,483,534 2,028,799 36.75%1,575,228 -22.36% Public works 24,441,258 25,324,553 27,098,187 7.00%27,703,662 2.23% Engineering 6,772,232 7,175,297 11,371,022 58.47%8,758,609 -22.97% Police 13,321,203 13,620,838 16,123,478 18.37%17,743,443 10.05% Fire 8,360,983 9,180,218 11,583,430 26.18%10,752,843 -7.17% Parks & recreation 16,466,007 18,339,940 19,054,259 3.89%19,451,571 2.09% Community development 3,952,022 1,966,996 2,228,479 13.29%2,161,890 -2.99% Loan issued - - - NA - NA Debt service 17,102,963 7,684,860 7,850,224 2.15%7,287,877 -7.16% TOTAL EXPENDITURES, EXPENSES AND OTHER FINANCING USES 120,375,314 110,996,418 123,162,713 10.96%120,593,879 -2.09% EXPENDITURES, EXPENSES AND OTHER FINANCING USES - BY TYPE Cost of goods sold 9,847,842 10,578,807 10,053,860 -4.96%10,218,869 1.64% Personal services 36,912,364 39,903,771 43,563,607 9.17%45,333,488 4.06% Contractual services 18,021,494 18,305,264 21,585,836 17.92%22,130,672 2.52% Commodities 4,273,495 4,944,488 4,652,144 -5.91%4,696,946 0.96% Internal services 5,780,117 5,913,624 7,006,613 18.48%7,436,487 6.14% Equipment 1,707,006 2,318,100 2,825,257 21.88%2,495,960 -11.66% Capital outlay 18,045,830 12,153,872 16,400,558 34.94%11,426,741 -30.33% Depreciation 7,577,122 8,268,250 8,208,500 -0.72%8,466,500 3.14% Loan issued - - - NA - NA Debt service 18,149,767 8,610,242 8,866,338 2.97%8,388,216 -5.39% Other expense 60,277 - - NA - NA TOTAL EXPENDITURES, EXPENSES AND OTHER FINANCING USES 120,375,314 110,996,418 123,162,713 10.96%120,593,879 -2.09% CHANGE IN FUND BALANCE OR NET POSITION 2,079,859 1,880,259 4,660,345 9,116,762 FUND BALANCE OR NET POSITION - JANUARY 1 172,237,093 174,316,952 176,197,211 180,857,556 FUND BALANCE OR NET POSITION - DECEMBER 31 174,316,952$ 176,197,211$ 180,857,556$ 189,974,318$ CITY OF EDINAProposed Budget by Fund Type Governmental Enterprise Internal Service Governmental Enterprise Internal Service Funds Funds Funds Total Funds Funds Funds Total REVENUES AND OTHER FINANCING SOURCES Property tax levy 35,613,883$ -$ -$ 35,613,883$ 37,431,021$ -$ -$ 37,431,021$ Tax increments 4,997,706 - - 4,997,706 5,315,000 - - 5,315,000 Franchise fees & other taxes 2,584,741 - - 2,584,741 3,397,500 - - 3,397,500 Special assessments 4,747,205 - - 4,747,205 3,956,273 - - 3,956,273 Licenses and permits 5,912,757 - - 5,912,757 4,789,430 - - 4,789,430 Intergovernmental 5,124,573 473,990 - 5,598,563 1,553,977 110,000 - 1,663,977 Charges for services 4,898,548 - - 4,898,548 4,721,523 - - 4,721,523 Fines and forfeitures 1,122,426 - - 1,122,426 900,000 - - 900,000 Operating revenue - 44,484,469 902,952 45,387,421 - 46,792,092 902,952 47,695,044 Investment income 889,550 481,754 - 1,371,304 401,779 163,000 - 564,779 Other revenue 1,622,288 98,622 716,711 2,437,621 610,861 43,000 - 653,861 Contributions 37,978 112,831 - 150,809 - - - - Transfers 5,464,771 650,000 - 6,114,771 3,548,163 700,000 - 4,248,163 Debt issued 2,266,488 - - 2,266,488 2,648,269 - - 2,648,269 Other financing sources 6,201,630 - - 6,201,630 - - - - TOTAL REVENUES AND OTHER FINANCING SOURCES 81,484,544 46,301,666 1,619,663 129,405,873 69,273,796 47,808,092 902,952 117,984,840 EXPENDITURES, EXPENSES AND OTHER FINANCING USES - BY FUNCTION Administration 14,202,792 11,995,159 - 26,197,951 10,568,602 12,666,162 - 23,234,764 Communication & tech.1,391,085 - - 1,391,085 2,096,724 - - 2,096,724 Human resources 1,046,623 - 742,670 1,789,293 888,694 - 860,000 1,748,694 Finance 1,031,852 291,135 - 1,322,987 1,099,125 384,409 - 1,483,534 Public works 7,630,484 16,810,774 - 24,441,258 8,000,677 17,323,876 - 25,324,553 Engineering 6,278,362 493,870 - 6,772,232 6,827,879 347,418 - 7,175,297 Police 12,795,914 525,289 - 13,321,203 13,082,656 538,182 - 13,620,838 Fire 8,360,983 - - 8,360,983 9,180,218 - 9,180,218 Parks & recreation 5,901,975 10,564,032 - 16,466,007 5,876,635 12,463,305 - 18,339,940 Community development 3,952,022 - - 3,952,022 1,966,996 - - 1,966,996 Debt service 17,102,963 - - 17,102,963 7,684,860 - - 7,684,860 Transfers and contributions 5,139,771 1,068,259 - 6,208,030 3,298,163 950,000 - 4,248,163 TOTAL EXPENDITURES, EXPENSES AND OTHER FINANCING USES 84,834,826 41,748,518 742,670 127,326,014 70,571,229 44,673,352 860,000 116,104,581 EXPENDITURES, EXPENSES AND OTHER FINANCING USES - BY TYPE Cost of goods sold - 9,847,842 - 9,847,842 - 10,578,807 - 10,578,807 Personal services 29,092,318 7,820,046 56,548 36,968,912 30,510,814 9,392,957 115,000 40,018,771 Contractual services 6,882,137 11,139,357 686,122 18,707,616 7,342,300 10,962,964 745,000 19,050,264 Commodities 2,606,648 1,666,847 - 4,273,495 2,897,376 2,047,112 - 4,944,488 Internal services 4,258,153 1,521,964 - 5,780,117 4,365,744 1,547,880 - 5,913,624 Equipment 1,707,006 - - 1,707,006 2,318,100 - - 2,318,100 Capital outlay 18,045,830 - - 18,045,830 12,153,872 - - 12,153,872 Depreciation - 7,577,122 - 7,577,122 - 8,268,250 - 8,268,250 Debt service 17,102,963 1,046,804 - 18,149,767 7,684,860 925,382 - 8,610,242 Other expense - 60,277 - 60,277 - - - - Contributions - 93,259 - 93,259 - - - - Transfers 5,139,771 975,000 - 6,114,771 3,298,163 950,000 - 4,248,163 TOTAL EXPENDITURES, EXPENSES AND OTHER FINANCING USES 84,834,826 41,748,518 742,670 127,326,014 70,571,229 44,673,352 860,000 116,104,581 CHANGE IN FUND BALANCE OR NET POSITION (3,350,282) 4,553,148 876,993 2,079,859 (1,297,433) 3,134,740 42,952 1,880,259 FUND BALANCE OR NET POSITION - JANUARY 1 65,613,539 106,073,952 549,602 172,237,093 62,263,257 110,627,100 1,426,595 174,316,952 FUND BALANCE OR NET POSITION - DECEMBER 31 62,263,257$ 110,627,100$ 1,426,595$ 174,316,952$ 60,965,824$ 113,761,840$ 1,469,547$ 176,197,211$ 2018 Actual 2019 Budget CITY OF EDINAProposed Budget by Fund Type Governmental Enterprise Internal Service Governmental Enterprise Internal Service Funds Funds Funds Total Funds Funds Funds Total REVENUES AND OTHER FINANCING SOURCES Property tax levy 39,659,543$ -$ -$ 39,659,543$ 42,018,271$ -$ -$ 42,018,271$ Tax increments 6,708,700 - - 6,708,700 7,969,700 - - 7,969,700 Franchise fees & other taxes 3,182,000 - - 3,182,000 3,182,000 - - 3,182,000 Special assessments 4,102,231 - - 4,102,231 4,281,222 - - 4,281,222 Licenses and permits 5,144,561 - - 5,144,561 5,258,514 - - 5,258,514 Intergovernmental 4,339,178 72,600 - 4,411,778 2,828,218 60,000 - 2,888,218 Charges for services 5,667,499 - - 5,667,499 5,636,930 - - 5,636,930 Fines and forfeitures 950,000 - - 950,000 950,000 - - 950,000 Operating revenue - 50,581,195 5,842,464 56,423,659 - 52,462,902 6,233,148 58,696,050 Investment income 626,805 416,120 - 1,042,925 626,805 413,120 - 1,039,925 Other revenue 659,761 66,000 - 725,761 660,761 66,000 - 726,761 Transfers 3,825,165 625,000 - 4,450,165 3,255,444 650,000 - 3,905,444 Loan received - - - -- - - - Debt issued 3,659,279 - - 3,659,279 3,144,387 - - 3,144,387 Other financing sources 1,990,375 - - 1,990,375 28,135 - - 28,135 TOTAL REVENUES AND OTHER FINANCING SOURCES 80,515,097 51,760,915 5,842,464 138,118,476 79,840,387 53,652,022 6,233,148 139,725,557 EXPENDITURES, EXPENSES AND OTHER FINANCING USES - BY FUNCTION Administration 10,356,980 12,546,438 - 22,903,418 9,542,147 12,803,915 - 22,346,062 Communication & tech.1,632,681 - 1,699,463 3,332,144 1,495,409 - 1,777,106 3,272,515 Human resources 1,288,736 - 1,091,461 2,380,197 1,317,285 - 1,096,173 2,413,458 Finance 1,680,227 348,572 - 2,028,799 1,220,537 354,691 - 1,575,228 Public works 8,784,536 18,313,651 3,054,329 30,152,516 8,446,946 19,256,716 3,236,193 30,939,855 Engineering 10,859,192 511,830 - 11,371,022 8,240,798 517,811 - 8,758,609 Police 14,542,788 1,580,690 - 16,123,478 16,132,310 1,611,133 - 17,743,443 Fire 11,583,430 - - 11,583,430 10,752,843 - - 10,752,843 Parks & recreation 6,128,792 12,925,467 - 19,054,259 6,242,568 13,209,003 - 19,451,571 Community development 2,228,479 - - 2,228,479 2,161,890 - - 2,161,890 Loan issued - - - - - - - - Debt service 7,850,224 - - 7,850,224 7,287,877 - - 7,287,877 Transfers 3,500,165 950,000 - 4,450,165 2,955,444 950,000 - 3,905,444 TOTAL EXPENDITURES, EXPENSES AND OTHER FINANCING USES 80,436,230 47,176,648 5,845,253 133,458,131 75,796,054 48,703,269 6,109,472 130,608,795 EXPENDITURES, EXPENSES AND OTHER FINANCING USES - BY TYPE Cost of goods sold - 10,053,860 - 10,053,860 - 10,218,869 - 10,218,869 Personal services 33,575,360 9,988,247 2,163,803 45,727,410 34,844,101 10,489,387 2,375,247 47,708,735 Contractual services 9,075,119 12,510,717 2,362,350 23,948,186 9,279,995 12,850,677 2,382,450 24,513,122 Commodities 2,616,787 2,035,357 1,319,100 5,971,244 2,638,184 2,058,762 1,351,775 6,048,721 Internal services 4,592,760 2,413,853 - 7,006,613 4,867,752 2,568,735 - 7,436,487 Equipment 2,825,257 - - 2,825,257 2,495,960 - - 2,495,960 Capital outlay 16,400,558 - - 16,400,558 11,426,741 - - 11,426,741 Depreciation - 8,208,500 - 8,208,500 - 8,466,500 - 8,466,500 Loan issued - -- -- -- - Debt service 7,850,224 1,016,114 - 8,866,338 7,287,877 1,100,339 - 8,388,216 Transfers 3,500,165 950,000 - 4,450,165 2,955,444 950,000 - 3,905,444 TOTAL EXPENDITURES, EXPENSES AND OTHER FINANCING USES 80,436,230 47,176,648 5,845,253 133,458,131 75,796,054 48,703,269 6,109,472 130,608,795 CHANGE IN FUND BALANCE OR NET POSITION 78,867 4,584,267 (2,789) 4,660,345 4,044,333 4,948,753 123,676 9,116,762 FUND BALANCE OR NET POSITION - JANUARY 1 60,965,824 113,761,840 1,469,547 176,197,211 61,044,691 118,346,107 1,466,758 180,857,556 FUND BALANCE OR NET POSITION - DECEMBER 31 61,044,691$ 118,346,107$ 1,466,758$ 180,857,556$ 65,089,024$ 123,294,860$ 1,590,434$ 189,974,318$ 2020 Budget 2021 Budget CITY OF EDINA Proposed Governmental Fund Budgets Braemar Arts &Debt General HRA PACS CAS CDBG Police SR Memorial Culture Service Construction Fund Fund Fund Fund Fund Fund Fund Fund Fund Fund Total REVENUES AND OTHER FINANCING SOURCES Property tax levy 32,021,243$ 192,000$ -$ -$ -$ -$ -$ 20,000$ 4,596,300$ 2,830,000$ 39,659,543$ Tax increments - 6,708,700 - - - - - - - - 6,708,700 Franchise fees & other taxes 877,000 - 1,200,000 1,000,000 - - - - - 105,000 3,182,000 Special assessments - - - - - - - - - 4,102,231 4,102,231 Licenses and permits 5,066,561 - - - - - - - - 78,000 5,144,561 Intergovernmental 1,753,218 - - - 125,000 - - - - 2,460,960 4,339,178 Charges for services 5,465,499 2,000 - - - - - - - 200,000 5,667,499 Fines and forfeitures 950,000 - - - - - - - - - 950,000 Investment income 150,000 235,058 1,060 5,190 - 5 2,007 485 8,000 225,000 626,805 Other revenue 475,700 - - 7,000 - 172,061 2,500 2,500 - - 659,761 Transfers 50,000 - - - - - - - 3,500,165 275,000 3,825,165 Loan received - - - - - - - - - - - Debt issued - - - - - - - - - 3,659,279 3,659,279 Other financing sources 90,375 1,900,000 - - - - - - - -1,990,375 TOTAL REVENUES AND OTHER FINANCING SOURCES 46,899,596 9,037,758 1,201,060 1,012,190 125,000 172,066 4,507 22,985 8,104,465 13,935,470 80,515,097 EXPENDITURES AND OTHER FINANCING USES - BY DEPARTMENT Administration 2,439,333 6,784,124 - 1,133,523 - - - - - - 10,356,980 Communication & tech.1,338,881 - - - - - - - - 293,800 1,632,681 Human resources 1,288,736 - - - - - - - - - 1,288,736 Finance 1,180,227 - - - - - - - - 500,000 1,680,227 Public works 6,852,480 - - - - - - - - 1,932,056 8,784,536 Engineering 1,920,392 - 1,520,802 - - - - - - 7,417,998 10,859,192 Police 13,947,203 - - - - 96,585 - - - 499,000 14,542,788 Fire 10,171,998 - - - - - - - - 1,411,432 11,583,430 Parks & recreation 5,846,867 - - - - - - 14,600 - 267,325 6,128,792 Community development 1,913,479 - - - 125,000 - - - - 190,000 2,228,479 Loan issued - - - - - - - - - - - Debt service - - - - - - - - 7,850,224 - 7,850,224 Transfers - - - - - - - - - 3,500,165 3,500,165 TOTAL EXPENDITURES AND OTHER FINANCING USES 46,899,596 6,784,124 1,520,802 1,133,523 125,000 96,585 - 14,600 7,850,224 16,011,776 80,436,230 EXPENDITURES AND OTHER FINANCING USES - BY TYPE Personal services 33,018,357 182,624 115,642 158,035 - - - - - 100,702 33,575,360 Contractual services 6,736,208 1,638,000 75,000 103,000 125,000 89,085 - 14,000 - 294,826 9,075,119 Commodities 2,567,739 2,500 15,000 - - 7,500 - 600 - 23,448 2,616,787 Internal services 4,577,292 - 7,200 7,488 - - - -- 780 4,592,760 Equipment - - - - - - - -- 2,825,257 2,825,257 Capital outlay - 4,961,000 1,307,960 865,000 - - - -- 9,266,598 16,400,558 Loan issued - - - - - - - -- -- Debt service - - - - - - - -7,850,224 - 7,850,224 Transfers - - - - - - - -- 3,500,165 3,500,165 TOTAL EXPENDITURES AND OTHER FINANCING USES 46,899,596 6,784,124 1,520,802 1,133,523 125,000 96,585 - 14,600 7,850,224 16,011,776 80,436,230 CHANGE IN FUND BALANCE -$ 2,253,634$ (319,742)$ (121,333)$ -$ 75,481$ 4,507$ 8,385$ 254,241$ (2,076,306)$ 78,867$ 2020 GOVERNMENTAL FUND BUDGETS CITY OF EDINA Proposed Governmental Fund Budgets Braemar Arts &Debt General HRA PACS CAS CDBG Police SR Memorial Culture Service Construction Fund Fund Fund Fund Fund Fund Fund Fund Fund Fund Total REVENUES AND OTHER FINANCING SOURCES Property tax levy 33,986,471$ 230,400$ -$ -$ -$ -$ -$ 20,000$ 3,651,400$ 4,130,000$ 42,018,271$ Tax increments - 7,969,700 - - - - - - - - 7,969,700 Franchise fees & other taxes 877,000 - 1,200,000 1,000,000 - - - - - 105,000 3,182,000 Special assessments - - - - - - - - - 4,281,222 4,281,222 Licenses and permits 5,179,514 - - - - - - - - 79,000 5,258,514 Intergovernmental 1,753,218 - - - 125,000 - - - - 950,000 2,828,218 Charges for services 5,434,930 2,000 - - - - - - - 200,000 5,636,930 Fines and forfeitures 950,000 - - - - - - - - - 950,000 Investment income 150,000 235,058 1,060 5,190 - 5 2,007 485 8,000 225,000 626,805 Other revenue 476,700 - - 7,000 - 172,061 2,500 2,500 - - 660,761 Transfers 50,000 - - - - - - - 2,955,444 250,000 3,255,444 Debt issued - - - - - - - - - 3,144,387 3,144,387 Other financing sources 28,135 - - - - - - - - - 28,135 TOTAL REVENUES AND OTHER FINANCING SOURCES 48,885,968 8,437,158 1,201,060 1,012,190 125,000 172,066 4,507 22,985 6,614,844 13,364,609 79,840,387 EXPENDITURES AND OTHER FINANCING USES - BY DEPARTMENT Administration 2,379,841 6,265,853 - 896,453 - - - - - - 9,542,147 Communication & tech.1,404,409 - - - - - - - - 91,000 1,495,409 Human resources 1,317,285 - - - - - - - - - 1,317,285 Finance 1,220,537 - - - - - - - - - 1,220,537 Public works 7,040,222 - - - - - - - - 1,406,724 8,446,946 Engineering 1,995,995 - 1,142,287 - - - - - - 5,102,516 8,240,798 Police 14,712,978 - - - - 147,882 - - - 1,271,450 16,132,310 Fire 10,642,843 - - - - - - - - 110,000 10,752,843 Parks & recreation 6,134,968 - - - - - - 14,600 - 93,000 6,242,568 Community development 2,036,890 - - - 125,000 - - - - - 2,161,890 Debt service - - - - - - - - 7,287,877 - 7,287,877 Transfers - - - - - - - - - 2,955,444 2,955,444 TOTAL EXPENDITURES AND OTHER FINANCING USES 48,885,968 6,265,853 1,142,287 896,453 125,000 147,882 - 14,600 7,287,877 11,030,134 75,796,054 EXPENDITURES AND OTHER FINANCING USES - BY TYPE Personal services 34,263,697 190,353 120,202 165,109 - - - - - 104,740 34,844,101 Contractual services 7,183,342 1,363,000 75,000 123,100 125,000 92,882 - 14,000 - 303,671 9,279,995 Commodities 2,588,433 2,500 15,000 - - 7,500 - 600 - 24,151 2,638,184 Internal services 4,850,496 - 7,860 8,244 - - - -- 1,152 4,867,752 Equipment - - - - - 47,500 - -- 2,448,460 2,495,960 Capital outlay - 4,710,000 924,225 600,000 - -- -- 5,192,516 11,426,741 Debt service - - - - - -- -7,287,877 - 7,287,877 Transfers - - - - - -- -- 2,955,444 2,955,444 TOTAL EXPENDITURES AND OTHER FINANCING USES 48,885,968 6,265,853 1,142,287 896,453 125,000 147,882 - 14,600 7,287,877 11,030,134 75,796,054 CHANGE IN FUND BALANCE -$ 2,171,305$ 58,773$ 115,737$ -$ 24,184$ 4,507$ 8,385$ (673,033)$ 2,334,475$ 4,044,333$ 2021 GOVERNMENTAL FUND BUDGETS CITY OF EDINA Proposed Enterprise Fund Budgets Aquatic Golf Sports Art Utilities Liquor Center Course Arena Dome Center Edinborough Centennial Fund Fund Fund Fund Fund Fund Fund Fund Fund Total REVENUES AND TRANSFERS IN Operating revenues 25,899,589$ 13,863,059$ 1,027,298$ 4,044,256$ 2,552,877$ 472,169$ 502,934$ 1,396,982$ 822,031$ 50,581,195$ Intergovernmental 72,600 - - - - - - - -72,600 Investment income 324,120 - 24,000 15,000 7,000 13,000 - 30,000 3,000 416,120 Other revenue 25,000 31,000 - - - - 10,000 - -66,000 Transfers - - - - 300,000 - 225,000 - 100,000 625,000 TOTAL REVENUES AND TRANSFERS IN 26,321,309 13,894,059 1,051,298 4,059,256 2,859,877 485,169 737,934 1,426,982 925,031 51,760,915 EXPENSES AND TRANSFERS OUT - BY DEPARTMENT Administration - 12,546,438 - - - - - - - 12,546,438 Finance 348,572 - - - - - - - - 348,572 Public works 18,313,651 - - - - - - - - 18,313,651 Engineering 511,830 - - - - - - - - 511,830 Police 1,580,690 - - - - - - - - 1,580,690 Parks and recreation - - 1,125,503 3,900,556 3,183,375 928,915 820,171 1,725,089 1,241,858 12,925,467 Transfers 100,000 850,000 - - - - - - - 950,000 TOTAL EXPENSES AND TRANSFERS OUT 20,854,743 13,396,438 1,125,503 3,900,556 3,183,375 928,915 820,171 1,725,089 1,241,858 47,176,648 EXPENSES AND TRANSFERS OUT - BY TYPE COGS - 9,668,176 49,474 129,706 114,591 - 500 81,618 9,795 10,053,860 Personal services 2,816,212 1,787,593 448,414 1,609,379 1,046,441 167,393 558,764 842,040 712,011 9,988,247 Contractual services 9,319,578 649,568 211,887 460,450 983,521 190,900 109,545 384,380 200,888 12,510,717 Commodities 1,157,000 55,050 75,600 274,000 106,112 22,000 76,500 144,700 124,395 2,035,357 Internal services 1,335,322 289,551 39,236 220,690 192,950 32,622 68,862 131,851 102,769 2,413,853 Depreciation 5,451,000 96,500 286,500 960,000 660,000 516,000 6,000 140,500 92,000 8,208,500 Interest 675,631 - 14,392 246,331 79,760 - - - - 1,016,114 Transfers 100,000 850,000 - - - - - - - 950,000 TOTAL EXPENSES AND TRANSFERS OUT 20,854,743 13,396,438 1,125,503 3,900,556 3,183,375 928,915 820,171 1,725,089 1,241,858 47,176,648 CHANGE IN NET POSITION 5,466,566$ 497,621$ (74,205)$ 158,700$ (323,498)$ (443,746)$ (82,237)$ (298,107)$ (316,827)$ 4,584,267$ 2020 ENTERPRISE FUND BUDGETS CITY OF EDINA Proposed Enterprise Fund Budgets Aquatic Golf Sports Art Utilities Liquor Center Course Arena Dome Center Edinborough Centennial Fund Fund Fund Fund Fund Fund Fund Fund Fund Total REVENUES AND TRANSFERS IN Operating revenues 27,537,195$ 14,076,681$ 1,040,875$ 4,044,256$ 2,556,942 472,169$ 502,934$ 1,402,819$ 829,031$ 52,462,902$ Intergovernmental 60,000 - - - - - - - -60,000 Investment income 324,120 - 26,000 15,000 7,000 14,000 - 27,000 - 413,120 Other revenue 25,000 31,000 - - - - 10,000 - - 66,000 Transfers - - - - 300,000 - 250,000 - 100,000 650,000 TOTAL REVENUES AND TRANSFERS IN 27,946,315 14,107,681 1,066,875 4,059,256 2,863,942 486,169 762,934 1,429,819 929,031 53,652,022 EXPENSES AND TRANSFERS OUT - BY DEPARTMENT Administration - 12,803,915 - - - - - - - 12,803,915 Finance 354,691 - - - - - - - - 354,691 Public works 19,256,716 - - - - - - - - 19,256,716 Engineering 517,811 - - - - - - - - 517,811 Police 1,611,133 - - - - - - - - 1,611,133 Parks and recreation - - 1,148,810 3,975,089 3,241,415 938,447 847,772 1,776,012 1,281,458 13,209,003 Transfers 100,000 850,000 - - - - - - - 950,000 TOTAL EXPENSES AND TRANSFERS OUT 21,840,351 13,653,915 1,148,810 3,975,089 3,241,415 938,447 847,772 1,776,012 1,281,458 48,703,269 EXPENSES AND TRANSFERS OUT - BY TYPE COGS - 9,833,185 49,474 129,706 114,591 - 500 81,618 9,795 10,218,869 Personal services 3,043,658 1,855,852 464,478 1,671,452 1,086,231 173,828 579,389 874,981 739,518 10,489,387 Contractual services 9,647,622 650,603 217,768 465,450 983,521 190,900 109,545 384,380 200,888 12,850,677 Commodities 1,177,100 55,050 77,100 274,000 106,112 22,000 76,500 144,700 126,200 2,058,762 Internal services 1,387,235 312,725 44,281 242,329 212,718 35,719 75,838 144,833 113,057 2,568,735 Depreciation 5,696,000 96,500 284,500 965,000 665,000 516,000 6,000 145,500 92,000 8,466,500 Interest 788,736 - 11,209 227,152 73,242 - - - - 1,100,339 Transfers 100,000 850,000 - - - - - - - 950,000 TOTAL EXPENSES AND TRANSFERS OUT 21,840,351 13,653,915 1,148,810 3,975,089 3,241,415 938,447 847,772 1,776,012 1,281,458 48,703,269 CHANGE IN NET POSITION 6,105,964$ 453,766$ (81,935)$ 84,167$ (377,473) (452,278)$ (84,838)$ (346,193)$ (352,427)$ 4,948,753$ 2021 ENTERPRISE FUND BUDGETS CITY OF EDINA Proposed Internal Service Fund Budgets Risk Equipment Information Facilities Management Operations Technology Management Fund Fund Fund Fund Total REVENUES AND TRANSFERS IN Operating revenues 971,484$ 1,906,716$ 1,740,300$ 1,223,964$ 5,842,464$ TOTAL REVENUES AND TRANSFERS IN 971,484 1,906,716 1,740,300 1,223,964 5,842,464 EXPENSES AND TRANSFERS OUT - BY DEPARTMENT Communication & tech.- - 1,699,463 -1,699,463 Human resources 1,091,461 - - - 1,091,461 Public works - 1,860,222 -1,194,107 3,054,329 TOTAL EXPENSES AND TRANSFERS OUT 1,091,461 1,860,222 1,699,463 1,194,107 5,845,253 EXPENSES AND TRANSFERS OUT - BY TYPE Personal services 199,961 705,122 830,613 428,107 2,163,803 Contractual services 891,500 187,000 709,850 574,000 2,362,350 Commodities - 968,100 159,000 192,000 1,319,100 TOTAL EXPENSES AND TRANSFERS OUT 1,091,461 1,860,222 1,699,463 1,194,107 5,845,253 CHANGE IN NET POSITION (119,977)$ 46,494$ 40,837$ 29,857$ (2,789)$ 2020 INTERNAL SERVICE FUND BUDGETS CITY OF EDINA Proposed Internal Service Fund Budgets Risk Equipment Information Facilities Management Operations Technology Management Fund Fund Fund Fund Total REVENUES AND TRANSFERS IN Operating revenues 1,096,188$ 1,958,868$ 1,819,860$ 1,358,232$ 6,233,148$ TOTAL REVENUES AND TRANSFERS IN 1,096,188 1,958,868 1,819,860 1,358,232 6,233,148 EXPENSES AND TRANSFERS OUT - BY DEPARTMENT Communication & tech.- - 1,777,106 -1,777,106 Human resources 1,096,173 - - - 1,096,173 Public works - 1,911,066 -1,325,127 3,236,193 TOTAL EXPENSES AND TRANSFERS OUT 1,096,173 1,911,066 1,777,106 1,325,127 6,109,472 EXPENSES AND TRANSFERS OUT - BY TYPE Personal services 204,673 733,191 891,256 546,127 2,375,247 Contractual services 891,500 188,600 720,850 581,500 2,382,450 Commodities - 989,275 165,000 197,500 1,351,775 TOTAL EXPENSES AND TRANSFERS OUT 1,096,173 1,911,066 1,777,106 1,325,127 6,109,472 CHANGE IN NET POSITION 15$ 47,802$ 42,754$ 33,105$ 123,676$ 2021 INTERNAL SERVICE FUND BUDGETS Rev Dec. 3, 2019 Page 1 of 7 2020 – 2021 Proposed Budget Work Plan DEFINITIONS Describes the broad outcomes that must be achieved through the budget. Defines the measurable results that need to be achieved to meet the goals. Details the specific actions to be taken this budget to meet the objectives. Goal 1: Maintain Physical Assets & Infrastructure It is crucial to maintain City infrastructure including streets, facilities, buildings, equipment and public spaces. Deferred maintenance can lead to costly unplanned repairs and replacements with decisions based on short-term implementation costs, vs. long-term maintenance costs. Properly maintained facilities, streets, water main, sanitary sewer and storm sewer systems provide reliable and efficient operations while lessening the City’s carbon footprint. ONGOING OBJECTIVES: • Incorporate financial, societal and environmental costs into decision-making processes. • Incorporate lifecycle and maintenance costs and climate adaptation design practices to allow more informed decision making. Budget Goal Budget Objective Strategy/Action Rev Dec. 3, 2019 Page 2 of 7 2020 – 2021 Proposed Budget Work Plan • Provide funding to maintain and replace City facilities, assets and equipment in a manner that avoids deferred maintenance, prevents emergency repair and replaces assets at the most cost- effective time. • Manage the City’s facilities, operations, equipment and capital investments in a manner that increases energy efficiency, reduces the City’s carbon footprint and GHG emissions and meets sustainability goals. • Design and build for resiliency in the infrastructure that reduces flooded structures, improves water quality (drinking and surface) and increases filtered drinking water production. 2020-2021 BUDGET OBJECTIVES • As debt levies expire, increase the CIP Levy to establish reliable funding for ongoing building maintenance, replacement and capital improvements. • Capture the Southdale TIF tax capacity for 2022 CIP. • Reduce the City operations’ total electricity GHG emissions by 5 percent, 893,000 kWh each year, through implementation of energy management plans, ongoing facility maintenance, capital improvements and operational behavior change. • Implement Green Fleet Policy recommendations to meet goal of 30 percent emission reduction mpg and gas usage by 2025. • Improve security and safety in City facilities for public and staff. 2020-2021 Strategy/Action: Lead 1 Approve architectural option and complete construction of Water Plant #5. (Q4 2021) Engineering 2 Create a green building policy for City facilities incorporating sustainability principles into evaluation, design and construction of City capital projects. (Connected with project 3-2). Administration 3 Determine interim park and recreational uses of Fred Richards Park. Update cost plan estimate prior to CIP process. (Q2 2020) Parks & Rec 4 Identify funding source and timeline for implementation for Braemar Park Master Plan by Q3 2020. Prioritize master plan components for future implementation. Ensure that master plan costing is updated prior to CIP process. (Q3 2020) Parks & Rec 5 Consider options for using alternative funding methods for park improvements and determine next steps. (Q2 2020) Finance 6 Develop a master plan for addressing City Hall deferred maintenance, energy efficiency, security and service needs in a cost-effective manner. (Q3 2020) Facilities Rev Dec. 3, 2019 Page 3 of 7 2020 – 2021 Proposed Budget Work Plan 7 Implement decision (to be made in 2019) regarding street assessment financing and transition plan if applicable. If local option sales tax is selected, seek State legislative approval to request that voters approve a local option sales tax for regional park improvements and MSA street improvements. (Q2 2020 [state approval], Q4 2021 [referendum]) Finance 8 Approve a water quality strategy for Lake Cornelia. (Q2 2021) Engineering 9 Upgrade the communication equipment (SCADA) that monitors and ensures delivery of safe potable water and improve our ability to have a reliable storm and sanitary sewer system. (Q4 2020) Public Works 10 Develop and begin implementation of of the street lighting system and maintenance plan that balances sustainability, public safety, and quality of life goals, including increasing energy efficiency, ensuring safely lit community, and minimizing light pollution. (Q4 2020) Public Works 11 Prepare for possible conversion of Centennial Lakes from Enterprise fund to General fund in 2022-23 budget cycle. (Q2 2021) Finance Goal 2: Maintain Service Levels that Best Meet the Needs of the Community The City delivers a variety of services, including police and fire response, water and sewer, snow plowing and building inspections, that are essential for the safety and wellbeing of those who live, work or visit Edina. In addition, amenities and services including recreation facilities, parks and programs contribute to the overall quality of life within the community. To deliver reliable service, the City needs to recruit and retain a strong workforce that has the resources and technology needed to effectively and efficiently perform their work. ONGOING OBJECTIVES • Comply with legal and safety standards. • Maintain adequate response times. • Provide high-quality services in an efficient manner that demonstrates respect for the public. • Promote an engaging and respectful work culture that values employee quality of life and work/life balance. • Provide competitive employee compensation and benefits to attract and retain a skilled and high- performing workforce. Rev Dec. 3, 2019 Page 4 of 7 2020 – 2021 Proposed Budget Work Plan • Provide staffing, tools, equipment, resources and training to meet expectations for service delivery. • Utilize effective technology to easily maintain and locate data for the public, reduce risk and provide better data for informed decision-making by elected officials and staff. • Ensure that limited resources (money, equipment and time) are deployed in an equitable and sustainable manner. 2020-2021 BUDGET OBJECTIVES • Increase integration of disparate City data systems, (e.g., Financial, Human Resources and Geographic Information Systems) for better decision-making and easier access. • Maintain adequate work-life balance for employees with an increased focus on employee quality of life, stress management, physical and mental well-being. • Provide adjustments to employee compensation to maintain position with market. • Provide benefit increases to and design changes to maintain affordability. 2020-2021 Strategy/Action: Department Lead 1 Implement Enterprise Resource Planning (ERP) System, including: • Project hierarchy and metrics (Q4 2020) • “Go-live” new finance and HR software (Q1 2021) • Begin implementation of UB software (Q1 2021) • “Go-live” new UB system (Q3 2021) Finance 2 Determine long-term plan for future of Art Center, including: • Program evaluation of community service needs for the Art Center. • Ensure critical repairs are made to Art Center to properly continue existing operations in current building for at least 10 years. • Conduct feasibility and infrastructure analysis on existing Art Center building prior to the CIP process. (Q2 2020) • Conduct alternative site analysis and business plan modeling for relocation of the Art Center operations. (Q2 2021) Parks & Recreation 3 Implement rental housing license and inspection program. (Q1 2020) Health 4 Implement Police-Worn Body Cameras. (Q4 2020) Police 5 Replace Public Safety Computer-aided Dispatch (CAD) and Record Management System (RMS) (Q4 2020) Police Rev Dec. 3, 2019 Page 5 of 7 2020 – 2021 Proposed Budget Work Plan 6 Decision, finance method and plan for relocating OR expanding Fire Station 2 in order to accommodate 24-hour operations with one fire apparatus, two ambulances and support vehicle. (Q4 2020) Fire 7 Determine finance method and plan for Fire Station 3 in the Northeast Quadrant of the City. This station would be of such size to accommodate 24-hour operations with one fire engine, ambulance and support vehicle. (Q4 2020) Fire 8 Conduct first presidential primary under new state legislation. (Q1 2020) Administration 9 Develop long-term plan for elections absentee voting and storage. (Q1 2020) Administration Goal 3: Plan for Connected & Sustainable Development Redevelopment and renewal of commercial and residential real estate is essential to the vibrancy of the community. Redevelopment will play an integral part of providing an inclusive, high quality of life that the Edina community expects. It is important to ensure plans and policies are relevant today and flexible for tomorrow. Incorporating sustainability principles and standards during redevelopment with the goal of reducing the community’s carbon footprint will be critical to human health and safety. Creating sustainable redevelopment requires forward thinking and preparing for the future. ONGOING OBJECTIVES • Determine, track and meet sustainability goals for metrics such as energy, transportation, water and waste. • Connect neighborhoods, businesses and open spaces. • Support the continued high quality of life offered to residents and those who work in Edina. • Promote affordable lifecycle housing. • Demonstrate resiliency to changing climate and future community needs. 2020-2021 BUDGET OBJECTIVES • Continue installation of sidewalks and shared-use paths (e.g., Twin Loops implementation). • Launch residential curbside organics and recycling (define numbers and goals). • Create affordable/workforce housing (1,220 units by 2030). 2020-2021 Strategy/Action: Department Lead Rev Dec. 3, 2019 Page 6 of 7 2020 – 2021 Proposed Budget Work Plan 1 Continue development and implement a strategy to create affordable housing units with revenue from the Affordable Housing Policy and from Southdale II TIF District special authority. Community Development 2 Create and implement a green building policy to incent sustainable building and operational practices for new development and redevelopment. (Connected with 1-2) Administration 3 Develop waste reduction goals and implementation plan for residential organics recycling for April 2020 launch. Health 4 Implement Energy Benchmarking ordinance. Administration 5 Decide on future of redevelopment of the former Public Works site in the Grandview area by Q2 2021. Administration 6 Develop a Climate Action Plan for the City. (Q4 2021 Administration 7 Complete study of expanding public parking at 44th and France and explore a strategy to create district parking in the 44th and France Area per the 44th and France Small Area Plan, including parameters that balance current transportation needs and sustainability goals. (Q4 2021) Community Development/ Finance 8 Develop Travel Demand Management Policy. (Q4 2020) Engineering 9 Prepare a District Plan for the Cahill Industrial Park by Q4 2021. Community Development 10 Work with Edina School District to develop and implement Safe Routes to Schools program. (Q4 2021) Engineering Goal 4: Foster Inclusive and Engaged Community It is important that the City helps to foster a community that is welcoming and inclusive to all who live, work and spend time in Edina. The City wants to ensure that it works for all of the community. Efforts to engage the community will utilize multiple platforms, be informative, transparent, responsive and involve volunteers and City Commissions. ONGOING OBJECTIVES • Ensure City policies and practices do not have disparate impacts based on race, color, national origin, creed, religion, age, sex, sexual orientation, gender expression, familial status or disability. • Conduct clear and meaningful community engagement where: o The decision to be made and decision-making process is clearly defined. o Individuals understand how and when they can participate. o The City communicates what feedback is used and why. Rev Dec. 3, 2019 Page 7 of 7 2020 – 2021 Proposed Budget Work Plan o Inclusive engagement methods provide a variety of ways for the public to participate in the decision-making process and ensure all voices are heard. o Residents are satisfied with the process, even if they disagree with the outcome. 2020-2021 BUDGET OBJECTIVES • Increase participation in Better Together Edina online engagement website. • Implement racial equity measures to provide accountability of work. • Strengthen leadership and support for city-wide racial equity work. • Better leverage Boards and Commissions. • Reduce barriers to public participation. • Increase diversity of boards, commissions, task forces and staff. NEW 2020-2021 Strategy/Action: Department Lead 1 Continue implementation of Racial Equity Implementation Plan and provide quarterly reports to City Council and HRRC. (Q4 2020) Administration 2 Continue to evaluate and further refine community engagement standards and protocols based on IAP2 model. (Q4 2020) Administration 3 Develop measurable city-wide/department racial equity goals (Q3 2020) and incorporate racial equity tools and resources into decision-making processes. (Q1 2021) Administration 4 Strengthen leadership and support for city-wide racial equity work, including providing additional training, tools and resources to embed an equity framework to City processes, services and decisions. This strategy will build upon all employee and leadership training conducted in 2018- 2019. • Develop and implement racial equity leadership training, resources and support for City Council. (Q1 2020). • Conduct advanced racial equity training for staff leadership and foundational training for all employees. (Q2 2020). • Incorporate employee selected racial equity competency in annual performance review. (Q3 2020) Administration 5 Develop and implement a plan to increase diversity of boards and commissions members. (Q3 2020) Administration The CITY of EDINA 2020-2021 Budget and Tax Levy Tuesday, December 3 The CITY of EDINAAgenda 1.Budget Process and Timeline 2.Budget Work Plan 3.Levy History 4.City Manager Proposed Budget 5.Levy Impacts www.EdinaMN.gov 2 The CITY of EDINABiennial Budget Process 2019 (Odd Year) Second year of 2018- 2019 Budget Approve 2020-2021 budget, including CIP Levy. 2020 (Even Year) First year of 2020- 2021 Budget Review/approve of 2021-2025 CIP www.EdinaMN.gov 3 The CITY of EDINABudget Timeline Feb 26 ELT Retreat Mar.14 Council Retreat June 1 Department Heads send budget requests to Finance July 19 ELT reviews 2020-2021 budget draft Aug. 7 City Manager presents 2020-21draft budget work plan and budget scenarios Aug. 20 City Manager presents 2020-21budget draft to Council Sept. 17 City Council adopts preliminary 2020 property tax levy and budget Sept.26 HRA adopts preliminary 2020 property tax levy and budget Dec.3 Public Hearing & option to adopt 2020 final property and HRA tax levy and budget Dec. 17 Deadline to adopt final 2020 property and HRA tax levy and budget www.EdinaMN.gov 4 Vision Edina (Twenty-year) Budget Work Plan Operating Budget (Two-year) Department Work Plans (Annual) Employee Work Plans (Annual) Commission Work Plans (Annual) Comprehensive Plan (Ten-year) Capital Improvement Plan (Five-year) Strategic Policy Implementation Level Work Plan Budget The CITY of EDINABudget & Work Plan GOALS OBJECTIVES STRATEGIES Broad Outcomes (Evergreen) Measurable Results (This Budget) Specific Actions (This Budget) Budget Goals The CITY of EDINA www.EdinaMN.gov 7 Edina Consolidated Budget $134M Governmental Funds $81M General Fund $47M Debt Service Fund $8M Construction Fund $16M Special Revenue Funds, including HRA $10M Enterprise Funds $47M Utility Fund $21M Liquor Fund $13M Park Enterprises $13M Internal Service Funds $6M Risk Management $1M Equip. Operations $2M IT $2M Facilities $1M The CITY of EDINAEstimated Market Value 10.1 9.9 9.4 9.1 8.9 9.0 9.8 10.4 10.9 11.6 12.4 12.9 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 Values are in Billions www.EdinaMN.gov 8 The CITY of EDINAMedian Value Home 439,000 396,300 548,500 $300,000 $350,000 $400,000 $450,000 $500,000 $550,000 $600,000 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 www.EdinaMN.gov 9 The CITY of EDINAHistorical EMV, City Tax and Levy Changes www.EdinaMN.gov 10 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 Median -4.90%-2.04%-1.69%0.86%9.78%4.22%2.01%7.40%5.92%3.36% City Tax 2.16%3.84%1.85%3.45%4.82%6.11%4.02%5.61%5.81%5.90% EMV -5.21%-2.78%-2.44%1.23%8.52%5.92%4.63%6.90%6.13%4.32% -6.00% -4.00% -2.00% 0.00% 2.00% 4.00% 6.00% 8.00% 10.00% 12.00% The CITY of EDINATotal Debt Outstanding www.EdinaMN.gov 11 0 20 40 60 80 100 120 $'s in MillionsLevy Debt Other Funding Debt The CITY of EDINA Year Increase 2016 7.07% •Grandview Planning Study •Braemar Park Planning Study •Liquor Transfer adjustment 2015 8.18% •Braemar Field/Backyard •Pamela Park Past Levy Increases & Drivers www.EdinaMN.gov 12 Year Increase 2019 4.6% •Public Safety Staff 2018 5.8% •Increased CIP Levy •Public Safety Staff 2017 6.36% •Weber Woods •Comp Plan •CIP for Streets & Bridges The CITY of EDINA2019 Property Tax Distribution www.EdinaMN.gov 13 Hennepin County 32% City of Edina 21% Edina School District 39% Watershed, Metro Districts, & Other 8% City Manager Proposed Budget www.EdinaMN.gov 14 Proposed Proposed 2019 2020 2021 General Fund 30,009,121$ 32,021,243$ 33,986,471$ 5.32%6.71%6.14% Arts/Culture 20,000 20,000 20,000 0.00%0.00%0.00% Debt Service 4,611,900 4,596,300 3,651,400 0.70%-0.34%-20.56% Construction 2,630,000 2,830,000 4,130,000 2.45%7.60%45.94% HRA 160,000 192,000 230,400 28.00%20.00%20.00% Total Tax Levy 37,431,021$ 39,659,543$ 42,018,271$ % Increase 4.60%5.95%5.95% The CITY of EDINALevy Increase for 2020 www.EdinaMN.gov 15 Change Reason 5.4%Primary Drivers •Wages & Benefits (3%) •Service level changes (2.2%) •Inflation & all other changes (>1%) 0.0%Steady Debt Service Levy 0.5%Increased Capital levy of $200,000 0.1%Increased HRA levy of $32,000 5.95%Total 2020 City + HRA Levy increase The CITY of EDINACity Manager Proposed Budget What does this budget proposal accomplish in the community? www.EdinaMN.gov 16 Action: Significantly increases the level of dedicated revenue available for capital reinvestment into infrastructure including buildings, parks, playgrounds and recreational facilities. Effect: Capital reinvestment for parks, recreation facilities, buildings and infrastructure that improve quality of life. Goal 1: Maintain physical assets & infrastructure Action: Increases the number of facilities staff to better manage approx. 80 buildings/facilities with an estimated market value of $170 million. Effect: Supports the Mission by being a good steward of the City’s significant investment in public facilities and infrastructure. Goal 1: Maintain physical assets & infrastructure Action: Implement new service to inspect and license rental residential property. Effect: Increased safety and protections for renters and community at-large. Goal 2: Maintain service levels that best meet community needs Action: Increases the number of public safety staff in the City’s Police and Fire Departments (SAFER grant). Effect: Respond to increased demand for public safety response while maintaining a high level of public safety response. Goal 2: Maintain service levels that best meet community needs Action:Mass replacement of the City’s emergency response fleet including fire engines, aerial truck and ambulances. Effect:Enables staff to streamline operations and reduce operational risk improving the level of service and care that Edina Firefighters provide to people requiring their services. Goal 2: Maintain service levels that best meet community needs Action: Implement a new service to collect organic recyclable materials at the curbside from Edina homes. Effect: Provide an easy and cost-effective way to reach waste reduction goals. Goal 3: Plan for connected & sustainable development Action: Continue funding for work on the City’s Racial Equity Plan and other equity initiatives. Effect: Ensure the City works equitably for all of the community regardless of race, color, national origin, religion, sexual or gender expression. Goal 4: Foster an inclusive and engaged community. Action: Purchase and implementation of body worn cameras for police officers. Effect: Increased accountability for police and community, creates record of actual incidents to increase transparency, reduce risk, and identify opportunities to improve service. Goal 4: Foster an inclusive and engaged community. The CITY of EDINACity Manager Proposed Budget What does this budget proposal cost the community? www.EdinaMN.gov 25 The CITY of EDINA www.EdinaMN.gov 26 The CITY of EDINAEstimated Levy Impacts 2019 2020 $ Chg.% Chg. Median Value Home $530,650 $548,500 $17,850 3.36% Annual City Tax $1,474 $1,561 $87 6% Monthly Cost $123 $130 $7 6% www.EdinaMN.gov 27 The CITY of EDINAEstimated Levy Impacts (Pay 2020) Taxable Market Value City Tax 2019 City Tax 2020 Difference $600,000 $1,711 $1,740 $29 $800,000 $2,396 $2,437 $41 $1,000,000 $3,080 $3,133 $53 $1,200,000 $3,765 $3,829 $64 $1,400,000 $4,449 $4,525 $76 $1,600,000 $5,134 $5,221 $87 www.EdinaMN.gov 28 The CITY of EDINAProperty Tax History www.EdinaMN.gov 29 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 City Tax $943 $1,013 $1,073 $1,113 $1,141 $1,086 $1,104 $1,127 $1,110 $1,096 $1,116 Total Tax $4,550 $4,925 $5,365 $5,504 $5,610 $5,305 $5,475 $5,462 $5,362 $5,228 $943 $1,116 $4,550 $5,228 $0 $1,000 $2,000 $3,000 $4,000 $5,000 $6,000 $400,000 Home The CITY of EDINAProperty Tax History www.EdinaMN.gov 30 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 City tax $1,020 $1,042 $1,082 $1,102 $1,140 $1,195 $1,266 $1,319 $1,393 $1,474 $1,561 Total tax $4,922 $5,066 $5,410 $5,449 $5,606 $5,835 $6,276 $6,367 $6,715 $7,041 Median Value $432,700 $411,500 $403,100 $396,300 $399,700 $438,800 $457,300 $466,500 $501,000 $530,650 $548,500 $1,020 $1,561 $4,922 $7,041 $- $1,000 $2,000 $3,000 $4,000 $5,000 $6,000 $7,000 $8,000 "Median" Value Home The CITY of EDINA“Median” Home –CPI Adjusted www.EdinaMN.gov 31 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 Total City (2003 dollars)$843 $821 $841 $829 $870 $859 $854 $867 $869 $884 $927 $973 $991 $1,021 $1,062 Total Tax (2003 dollars)$3,817 $3,770 $3,952 $3,930 $4,064 $4,147 $4,153 $4,333 $4,298 $4,347 $4,527 $4,872 $4,782 $4,922 $5,012 Median Value $355,90 $385,10 $433,30 $444,80 $439,00 $432,70 $411,50 $403,10 $396,30 $399,70 $438,80 $457,30 $466,50 $501,00 $530,65 $843 $1,062 $3,817 $5,012 $- $1,000 $2,000 $3,000 $4,000 $5,000 $6,000 The CITY of EDINAHRA Levy for 2020 •An HRA can levy up to 0.0185% the previous year’s taxable market value of all property in the City, or about $2.3M in Edina. •An HRA levy is separate from the City levy. •Levies collected must be used for purposes listed in the HRA Act. •A $192,000 HRA levy in Edina would be about $7.62/year for a median single family home ($548,500). www.EdinaMN.gov 32 The CITY of EDINABudget Timeline Feb 26 ELT Retreat Mar.14 Council Retreat June 1 Department Heads send budget requests to Finance July 19 ELT reviews 2020-2021 budget draft Aug. 7 City Manager presents 2020-21draft budget work plan and budget scenarios Aug. 20 City Manager presents 2020-21budget draft to Council Sept. 17 City Council adopts preliminary 2020 property tax levy and budget Sept.26 HRA adopts preliminary 2020 property tax levy and budget Dec.3 Public Hearing & option to adopt 2020 final property and HRA tax levy and budget Dec. 17 Deadline to adopt final 2020 property and HRA tax levy and budget www.EdinaMN.gov 33 The CITY of EDINA Questions? www.EdinaMN.gov 34 Date: December 3, 2019 Agenda Item #: IX.A. To:Mayor and City Council Item Type: Other From:Jennifer Garske, Executive Assistant Item Activity: Subject:Correspondence Information CITY OF EDINA 4801 West 50th Street Edina, MN 55424 www.edinamn.gov ACTION REQUESTED: None. INTRODUCTION: Attached is correspondence received since the last City Council meeting. ATTACHMENTS: Description Correspondence 12-3-19 City of Edina Correspondence Submission Correspondence Selection * Data Practices Advisory: Any information submitted through this form will be emailed to all City Council Members and submitted for inclusion in the next public “Council packet.” Council packets are permanent records of materials prepared for City Council meetings. Council packets are public documents that are available in print, published on the City’s website and maintained in permanent electronic records. You are not required to complete any fields of this form. However, if you do not provide your name and street or email address, your comments will not be included in the Council packet. Open Meeting Law City Council Members receive and consider all feedback sent through this form. Because of the open meeting law, Council Members cannot engage in back-and-forth emails involving a quorum of three or more members. For that reason, you might not receive a response from them. You might also receive a response from a City staff member. Email City Council: If you only want to email the City Council and not send your comments for publishing, contact members at CityCouncil@EdinaMN.gov. Contact Executive Assistant Jennifer Garske, at JGarske@EdinaMN.gov, if you have any questions or require assistance. Council Packet Deadline Correspondence must be received by noon the Thursday prior to a City Council meeting in order to ensure it is published in the packet prior to the Council meeting. Submissions after that time may be included in a future Council packet. Name * Street Address City State Zip Code Phone Number Email Comments * File Upload By submitting this form, I have read and agree to the Data Practices Advisory above. Mayor & City Council Keith Friede 5041 William Ave. Edina Minnesota 55436 9529276399 no dashes or spaces kafriede@comcast.net This is a transcript of the comments I made at the November 19, 2019 Edina City Council Meeting, for inclusion in the Council Packet. Attachments allowed: pdf, jpg, png K Friede - Edina City Council Address - 11-19- 2019.pdf 332.64KB Remarks delivered in person by Keith Friede Edina City Council Meeting, Community Comment Section November 19, 2019 This fall my wife Linda ran for the Edina School Board. She ran an awesome, solid, intellectual, honest and ethical campaign. I’m not here tonight to re-debate the school board election. I’m here simply to set the record straight. Edina, two weeks ago our mayor opined in these chambers, “School is not for politics. School is for educating kids. Kids deserve better than to be the subject of politics.” Yet on September 5, there was an annual fund raiser for the DFL state senator, co- hosted by the mayor, at the DFL district chair’s home that was piggybacked into a campaign kickoff event for the eventual winning candidates, complete with yard signs displayed in violation of the city ordinance. At a recent Rotary meeting, our mayor publicly endorsed those candidates and asked members to display their yard signs. Yet two weeks ago, Councilman Fischer said about the mayor, “I don’t think you tried to pick candidates on one side or the other.” At the beginning of the campaign, Linda sought out the DFL-affiliated head of the teachers’ union to discuss important issues. At that meeting, he said, “You know, this is going to get very political.” And throughout the campaign, Linda heard from many Edina teachers who supported her. They felt it was dangerous to their careers to more openly support Linda, their former colleague. The main reason that this school board campaign was so contentious was that there were two fairly distinctly different educational philosophies and approaches in play, with three candidates lining up pretty clearly behind one, and three lining up mostly behind the other. That’s OK. That’s what should be debated in a school board campaign. Vigorously. One candidate and her supporters – backed by at least three city officials that I know of – worked extremely hard at door knocking throughout Edina. And if those face-to-face encounters had been wholly truthful, ethical and policy-oriented, I would salute the candidate and her dedicated team. But they weren’t. Here is just a selection of the lies and slanders we heard about from people whose doors your fellow supporters knocked on:  Linda Friede is not really a teacher  She only cares about smart kids  She was the mole for the CAE article  She didn’t pay union dues and she took advantage of union negotiating without financially supporting it  She hates Somalis, and  She is racist Each of these lies – told by your fellow supporters – to use your words Councilman Fischer, “was a very careful, well thought-out use of words to send a message to get a reaction to achieve a certain goal.” Mr. Mayor, you stated that, “The attempt by some in our community to mislead voters with ill-founded fears and distorted facts should not be the new standard.” No one in Linda’s campaign lied about or defamed her opponents. Ever. But your candidates’ campaigners did. [Not spoken, as Mr. Staunton was not in attendance: Councilman Staunton, We know the names of some of these people. Perhaps you can “take down the names” of the others.] These were the campaigns that used your names and your prominence as city officials as evidence of the candidates’ strength, credibility and superiority. Also, we have a copy of a text string that one of your endorsed candidates was on, on which your fellow supporters were discussing what embarrassing dirt they might dig up on a supporter of Linda, to threaten and intimidate her to cancel a meet & greet for her. Councilman Fischer – I’m going to use your words here . . . “If you don’t like something about Linda’s campaign platform, that’s OK. But base it on what she really said. Base it on what she really did. Give her the benefit of the doubt that maybe she is trying to make the community better. It’s that simple. Let’s be ethical. Let’s be truthful. I think everybody should be ethical in their communication and what they’re doing. I think that would be great for our town.” So do I, Councilman. The Friday before the election, our mayor used his influence to get an op ed placed in the Star Tribune entitled, “Edina schools are under attack. As mayor, I’ve had enough.” We do see through the timing of this – it was to influence the election in favor of the candidates you supported. The op ed contained misrepresentations and omissions “to send a message to get a reaction to achieve a certain goal.” Linda was just 326 votes short of winning the third available seat on the board. We will forever wonder what would have happened if the campaigns you supported had been run ethically. Our neighbors were at Hilltop on the evening of the election, where one of the mayor’s endorsed candidates had a party. We are told that when the mayor arrived, he was greeted by the candidates’ supporters with thunderous applause. So – to my fellow Edinans: The new school board will have an ideological supermajority. Based on social media postings of her family, the new board chair has already been chosen. She fancies herself a crack marketer. That should tell you a lot about where this is going. You will soon be bombarded with happy talk from the board and the administration about the state of Edina Schools, and there is truly a lot to celebrate. But it will also be a marketing juggernaut designed to whitewash real problems that the board, administration, union, and apparently most of this council, in concert, don’t want you to understand, as things deteriorate further. Be vigilant. I wish the best for you and your children – even those of you who may aggressively disagree with my and my wife’s views, and even those who slandered her. May your future in this community be all you want it to be. City of Edina Correspondence Submission Correspondence Selection * Data Practices Advisory: Any information submitted through this form will be emailed to all City Council Members and submitted for inclusion in the next public “Council packet.” Council packets are permanent records of materials prepared for City Council meetings. Council packets are public documents that are available in print, published on the City’s website and maintained in permanent electronic records. You are not required to complete any fields of this form. However, if you do not provide your name and street or email address, your comments will not be included in the Council packet. Open Meeting Law City Council Members receive and consider all feedback sent through this form. Because of the open meeting law, Council Members cannot engage in back-and-forth emails involving a quorum of three or more members. For that reason, you might not receive a response from them. You might also receive a response from a City staff member. Email City Council: If you only want to email the City Council and not send your comments for publishing, contact members at CityCouncil@EdinaMN.gov. Contact Executive Assistant Jennifer Garske, at JGarske@EdinaMN.gov, if you have any questions or require assistance. Council Packet Deadline Correspondence must be received by noon the Thursday prior to a City Council meeting in order to ensure it is published in the packet prior to the Council meeting. Submissions after that time may be included in a future Council packet. Name * Street Address City State Zip Code Phone Number Email Mayor & City Council Susan Peterson 4060 Sunnyside Road Edina MN 55424 9522015569 no dashes or spaces sefpeterson@gmail.com Comments * File Upload By submitting this form, I have read and agree to the Data Practices Advisory above. Please see the attached petition letter, which I distributed to occupied households on Sunnyside between France and Grimes after the city notified us of plans to allow parking on both sides, instead of just one side, of our street. This change supposedly is being done to cut down on speeding traffic, but in reality will make our street more dangerous than it already is for drivers and bikers. As the petition letter points out, traffic speeds have not changed a bit since the bump-outs were installed in 2016. to "calm" traffic. Traffic volume and speed are problems now and will become worse after the 4500 France project is done. City staff would be well- advised to meet and talk with neighbors - the people who live with this every day - before coming up with a "solution" and forcing it on us. I will hand over the signed petition letters, a collective expression of our opposition to this change, at the next Council meeting. Attachments allowed: pdf, jpg, png neighbor cover letter.pdf 72.23KB November 11, 2019 Dear Neighbor, The City of Edina recently sent out letters notifying us that it is going to test allowing parking on both sides of Sunnyside from France to Arden Avenues. I am among neighbors who oppose this change and consider it a wrong-headed way to achieve the city’s stated safety goal of slowing down traffic on our street. The reasons include: 1. Increased Danger for Drivers and Bikers – this is especially true given the amount of truck traffic, which will increase when the 4500 France apartment/restaurant/retail project is built 2. Reduced Access for Emergency Vehicles – a neighbor on the “no-parking” side of Sunnyside was denied a parking permit for a food service van for a party, told by the city that would restrict access for firetrucks, ambulances, etc. 3. No Proof That Narrowing the Road Reduces Speeds – the city’s own data shows the average speed on Sunnyside (30.3 miles) has not changed since the bump-outs were installed in our street reconstruction I, along with other neighbors, believe there are ways to possibly manage traffic on Sunnyside, including installing speed bumps and/or diverting some traffic from the 4500 France project. If you’d like to have your views on this known, please sign and put your street address on the spaces I’ve provided at the bottom of this page and put it in my mailbox at 4060 Sunnyside by November 20. I will collect these and give them to the city, where they can serve as a neighborhood petition that demonstrates our opposition. Additionally, you can separately contact Traffic Safety Coordinator Nick Bauler (who has asked for feedback) at 952-826-0349 or nbauler@edinamn.gov Thanks, Please sign below and return to Susan Peterson, 4060 Sunnyside I am opposed to the City’s change to allow parking on both sides of Sunnyside Road. Name(s) __________________________________________________________________ Street Address_______________________________________________________________ City of Edina Correspondence Submission Correspondence Selection * Data Practices Advisory: Any information submitted through this form will be emailed to all City Council Members and submitted for inclusion in the next public “Council packet.” Council packets are permanent records of materials prepared for City Council meetings. Council packets are public documents that are available in print, published on the City’s website and maintained in permanent electronic records. You are not required to complete any fields of this form. However, if you do not provide your name and street or email address, your comments will not be included in the Council packet. Open Meeting Law City Council Members receive and consider all feedback sent through this form. Because of the open meeting law, Council Members cannot engage in back-and-forth emails involving a quorum of three or more members. For that reason, you might not receive a response from them. You might also receive a response from a City staff member. Email City Council: If you only want to email the City Council and not send your comments for publishing, contact members at CityCouncil@EdinaMN.gov. Contact Executive Assistant Jennifer Garske, at JGarske@EdinaMN.gov, if you have any questions or require assistance. Council Packet Deadline Correspondence must be received by noon the Thursday prior to a City Council meeting in order to ensure it is published in the packet prior to the Council meeting. Submissions after that time may be included in a future Council packet. Name * Street Address City State Zip Code Phone Number Email Mayor & City Council Hope Melton 4825 Valley View Road Edina MN 55424 9529263959 no dashes or spaces hopemelton@hotmail.com Comments * File Upload By submitting this form, I have read and agree to the Data Practices Advisory above. Dear Mayor and Council Members I urge you to approve the 2018 Comprehensive Plan as written, without amendments that would compromise the zoning and land use ordinances that support affordable housing and will secure Edina as an inclusive, equitable, and future-oriented community. Housing policy is also climate policy. Building sustainably and Increasing housing density in as many ways and as quickly as possible will enable more and better public transit--crucial to reducing carbon emissions. This Comp Plan is an excellent start that direction. Finally, I know that some of you are targets for unwarranted and deceitful personal attacks, both in public and privately. This Plan is a thoroughly democratic document and the vast majority Edina of residents support your work and your courageous commitment to its passage. Remember that you are unlikely to see or hear from those who will benefit most from this Plan. They nevertheless look to you to approve it. Attachments allowed: pdf, jpg, png City of Edina Correspondence Submission Correspondence Selection * Data Practices Advisory: Any information submitted through this form will be emailed to all City Council Members and submitted for inclusion in the next public “Council packet.” Council packets are permanent records of materials prepared for City Council meetings. Council packets are public documents that are available in print, published on the City’s website and maintained in permanent electronic records. You are not required to complete any fields of this form. However, if you do not provide your name and street or email address, your comments will not be included in the Council packet. Open Meeting Law City Council Members receive and consider all feedback sent through this form. Because of the open meeting law, Council Members cannot engage in back-and-forth emails involving a quorum of three or more members. For that reason, you might not receive a response from them. You might also receive a response from a City staff member. Email City Council: If you only want to email the City Council and not send your comments for publishing, contact members at CityCouncil@EdinaMN.gov. Contact Executive Assistant Jennifer Garske, at JGarske@EdinaMN.gov, if you have any questions or require assistance. Council Packet Deadline Correspondence must be received by noon the Thursday prior to a City Council meeting in order to ensure it is published in the packet prior to the Council meeting. Submissions after that time may be included in a future Council packet. Name * Street Address City State Zip Code Phone Number Email Mayor & City Council Roberta Castellano 4854 France Ave S Edina MN 55410-1756 no dashes or spaces Comments * File Upload By submitting this form, I have read and agree to the Data Practices Advisory above. Sun. Dec. 1, 2019 Enclosed please find a resubmittal of 1 letter with 7 attachments concerning the going-forward 4-story building height limitation for 50th & France, a policy that was stipulated in the 50th & France Small Area Plan. In my first submittal, I had not yet labeled the attachments with their respective, sequential numbers. I have done so now, and I apologize for the initial omission and any resulting inconvenience. Thank you. Sincerely, Roberta Castellano Attachments allowed: pdf, jpg, png 2019_12-1_toCC_SAP- BuildingHeightLimit@50th&France.pdf 185.6KB [CC-1]_F- 50FrSAP_Text34(PDF56)_Height_ZoningCode+SA… 145.6KB [CC-2]_F- 50FrSAP_Text37(PDF59)_Height_ConceptualPlan… 630.45KB [CC-3]_F-50FrSAP_Text51(PDF73)_SAP's_4- story_Height_Limit.pdf 622.1KB [CC- 4]_2008CP_PDF102_Figure4.6A_MAP_FutureBldg… 439.6KB [CC- 5]_2008CP_PDF79_Table4.3_FutureLandUseCat- Grandview.pdf 271.01KB [CC-6]_PC_2017_6_28_StaffRpt1_Pg4-BldgHeight- Text.pdf 508.08KB [CC-7]_PC_2017_6_28_StaffRpt1_Pg22- BldgHeight-AlteredMAP.pdf 1.08MB R. Castellano, 12-1-2019, Page 1 of 3 Delivered via the online Correspondence Submission Form for the Tuesday, December 3, 2019 Edina City Council Regular Meeting. Sunday, December 1, 2019 Mayor and City Council, The 50th & France Small Area Plan (“the 50th & France SAP”, or “the SAP”) clearly stipulates as policy a going-forward 4-story building height limit. However, the SAP also contains an internal contradiction about this matter. As it stands, some members of the public have been reassured by the limitation, as it has positively addressed their concerns about height and their desire for a continuance of the 4-story height limit, and they have either missed or not recognized an apparent contradiction, leading them to accept the plan, possibly under false pretenses, that is, if a future adverse interpretation by the City of Edina (“the City”) should occur. The City must remove the false and potentially misleading adverse language. As an example, I will also describe a similar situation regarding building height that occurred with the 2008 Comprehensive Plan (“2008 Comp Plan”). Current Status: The 50th & France SAP received final approval by the City Council on 4-2-2019, but it has not yet been placed into effect, as the Metropolitan Council (“Met Council”) guidelines require that the City hold it until after the City Council gives final approval to the citywide, 2018 Comprehensive Plan decennial Update (“2018 Comp Plan”), at which time the 2018 Comp Plan and the 50th & France SAP will then be submitted together for Met Council approval and permission to place into effect. The 50th & France SAP is incorporated by reference into the 2018 Comp Plan. The City should not submit the SAP to the Met Council with known internal discrepancies. If the City Council allows the SAP to go forward to the Met Council, in its present condition, in spite of the discrepancy, then the City would be positioned to use its authority to re-interpret the SAP language after-the-fact and without public consent. This could occur privately between the City and the Met Council, should the Met Council observe the discrepancy during its review process, or it could occur later, for example, when a redevelopment project is proposed. Below are three quotations regarding building height that I was able to locate in the 50th & France SAP (there might be more): [CC-1] 50th & France SAP, Text Page 34 (PDF56). See top of the page: Quote: “50th & France Building Height - Other than recommending that the four story height limit in the zoning code should remain in place, this Small Area Plan does not prescribe building height requirements for the study area.” The above statement contains false information that should be removed, as you will see below in [CC-3]. [CC-2] 50th & France SAP, Text Page 37 (PDF59). See the final sentence on the page: Quote: “Note that this plan makes no recommendation regarding building height.” The ambiguous reference to “this plan” appears in the context of a description of “conceptual plan” imagery, and not as a reference to the SAP itself. This unnecessary and potentially misleading statement should be removed. R. Castellano, 12-1-2019, Page 2 of 3 [CC-3] 50th & France SAP, Text Page 51 (PDF73). See the final heading near the bottom of the page: Quote: “Policies for Land Use and Community Design 1. With adoption of the plan the City will maintain the existing building height limit at four stories.” Here you can see that a going-forward 4-story building height limit is not only clearly stipulated, but is further stipulated as policy. Regarding Grandview: The 2008 Comp Plan was finalized with an internal contradiction about the going-forward building height in the Grandview District. Apparently, some people did not notice the discrepancy, and, therefore, it was not resolved prior to Council approval. It also seems likely that, similar to the present situation, some citizens believed that the City was proposing a building height limit of 4 stories at Grandview, based on having seen a Futures map of building height limits in the 2008 Comp Plan. [CC-4] Text Page 4-52 (PDF102): MAP “Figure 4.6A Future Land Use Plan with Building Heights: Northeast Quadrant In this map, the Grandview district is clearly shown with a maximum going-forward height of 4 stories. According to the box in the lower left corner, the lesser number is a Podium Height, so Grandview was shown with a podium height of 2 stories, and a maximum height of 4 stories. [CC-5] Text Page 4-29 (PDF79): This is the third page of “Table 4.3: Future Land Use Categories” Grandview is at the top of the page in the MXC, Mixed-Use Center category. As you can see, the going-forward building height was represented differently, as a range from 3-6 stories. In 2017, a redevelopment proposal for the 6-story Avidor senior-living apartments (at the Edina Public School’s bus garage site) put the discrepancy to the test. A building height limit of 4 stories, as displayed on the Futures map, would require the City to request a Comprehensive Plan Amendment for height, in order to permit the 6-story Avidor. The City did resolve the issue, and the means of resolution can be found in the Staff Report prepared for the 6-28-2017 Planning Commission Public Hearing, which was subsequently also presented at the 7-18- 2017 City Council Public Hearing. The City gave favor to the 6-story height limit, and requested a Comprehensive Plan Amendment only for the matter of housing unit density. [CC-6] 6-28-2017 Staff Report 1 of 2, Page 4, narrative under the paragraph heading “Height”. Quote: “The proposed height is 6-stories, which is allowed in the Comprehensive Plan.” [CC-7] 6-28-2017 Staff Report 1 of 2, Page 22, Altered map from the 2008 Comp Plan: “Figure 4.6A Future Land Use Plan with Building Heights: Northeast Quadrant”. R. Castellano, 12-1-2019, Page 3 of 3 As you can see in the above quoted text of the Staff Report, the City resolved the discrepancy in favor of the 6-story height limit. Furthermore, by comparing the Futures map from the 2008 Comp Plan [CC-4] and the Futures map as re-interpreted by the City in the Staff Report [CC-7], you can see that, for the 2017 Public Hearings, the City altered the original map in order to display a 6-story height limit at Grandview instead of 4 stories. The complete “Staff Report 1 of 2” can be accessed via a link in the Cover Sheets a. for the 6-28-2017 Planning Commission Public Hearing: https://edina.novusagenda.com/AgendaPublic/CoverSheet.aspx?ItemID=3197&MeetingID=287 b. and the 7-18-2017 City Council Public Hearing: https://edina.novusagenda.com/AgendaPublic/CoverSheet.aspx?ItemID=3263&MeetingID=473 The complete 2008 Comp Plan can be accessed at the City’s Comp Plan webpage, via a link under the heading “Comprehensive Plan Resources”: https://www.edinamn.gov/647/Comprehensive-Plan I call on the City Council to withhold the 50th & France Small Area Plan, and not submit it to the Metropolitan Council, until such time as the City of Edina re-affirms the going-forward 4-story building height limitation policy contained therein, and removes from the SAP any and all false and potentially misleading statements, and any other language and other forms of representation that are to any extent in conflict with the existence of and/or specifications of this limitation. Thank you. Sincerely, Roberta Castellano 4854 France Ave S Edina, MN 55410-1756 Encl: [CC-1]_F-50FrSAP_Text34(PDF56)_Height_ZoningCode+SAP [CC-2]_F-50FrSAP_Text37(PDF59)_Height_ConceptualPlan [CC-3]_F-50FrSAP_Text51(PDF73)_SAP's_4-story_Height_Limit [CC-4]_2008CP_PDF102_Figure4.6A_MAP_FutureBldgHeight@NE [CC-5]_2008CP_PDF79_Table4.3_FutureLandUseCat-Grandview [CC-6]_PC_2017_6_28_StaffRpt1_Pg4-BldgHeight-Text [CC-7]_PC_2017_6_28_StaffRpt1_Pg22-BldgHeight-AlteredMAP 50th & France Building Height Other than recommending that the four story height limit in the zoning code should remain in place, this Small Area Plan does not prescribe building height requirements for the study area. At the same time it is recognized that some developers will wish to exceed the existing height limit. In response to these requests, this plan proposes that the City should not consider proposals by developers that exceed the height limits unless they demonstrate a willingness and ability to: 1)Implement private realm improvements. which, without limitation. will be implemented on private property and will necessarily include energy efficient buildings of superior construction and aesthetic quality and may also include other features that assist the city in the realization of its economic, environmental, transportation, and social goals; and 2)Assist the City with the cost of implementing public realm improvements that will ensure that the development project achieves goals outlined in the 50th & France Vision Statement and the 50th & France Guiding Principles. (See pages 8 through 15 of this plan document.) Any development that would exceed the zoning limit would need to meet several requirements. including being of particularly high quality, because 50th & France is one of Edina's premier districts and any building that exceeds the standard height limits would become a signature building in the district, necessitating that it be a structure than increases the public perception of 50th & France. Also, the developer of such a building would need to make contributions to Edina's public realm that would be determined by the City management at the time a project is proposed, but examples (which are not intended to be a preference) may include parks, public gathering areas, affordable housing, utility improvements (such as co-locating, mapping and burying utilities). and improved sidewalks. The project would also need to go through a public process, allowing feedback from Edina's elected officials, Planning Commission, and residents. Meeting environment goals could also be a particular focus for future developments. These goals could include constructing developments with limited or zero emissions and assisting the City with improving stormwater management in the district. Separately, the City should explore ways to implement centralized stormwater management. Related to existing zoning regulations. it is recommended that the City should develop step back requirements for new buildings that exceed two stories, in order to ensure that any new developments are scaled appropriately so as to allow full sunlight to reach the street level and not negatively impact the pedestrian experience and residences in adjacent neighborhoods. Conceptual illustration of building stepbacks, which allow buildings to be taller without impacting pedestrians and adjacent residential uses. Small Area Plan for the City of Edina's 50th & France Mixed Use Center Page34 Edina Comp Plan Update 2008 Chapter 4: Land Use and Community Design 4-52 Edina Comp Plan Update 2008 Chapter 4: Land Use and Community Design 4-29 Nonresidential and Mixed Use Categories Description, Land Uses Development Guidelines Density Guidelines MXC Mixed-Use Center Current examples: 50th Grandview and France Established or emerging mixed use districts serving areas larger than one neighborhood (and beyond city boundaries). Primary uses: Retail, office, service, multifamily residential, institutional uses, parks and open space. Vertical mixed use should be encouraged, and may be required on larger sites. Maintain existing, or create new, pedestrian and streetscape amenities; encourage or require structured parking. Buildings “step down” in height from intersections. 4 stories at 50th Floor to Area Ratio-Per current Zoning Code: maximum of 1.5 1 - 2 units/acre& France; 3-6 stories at Grandview CAC Community Activity Center Example: Greater Southdale area (not including large multi- family residential neighborhoods such as Centennial Lakes) The most intense district in terms of uses, height and coverage. Primary uses: Retail, office, lodging, entertainment and residential uses, combined or in separate buildings. Secondary uses: Institutional, recreational uses. Mixed use should be encouraged, and may be required on larger sites. Form-based design standards for building placement, massing and street-level treatment. Buildings should be placed in appropriate proximity to streets to create pedestrian scale. Buildings “step down” at boundaries with lower-density districts and upper stories “step back” from street. More stringent design standards for buildings > 5 stories. Emphasize pedestrian circulation; re- introduce finer- grained circulation patterns where feasible. Floor to Area Ratio-Per current Zoning Code: maximum of 0.5 to 1.0* 2 - 3 units/acre I Industrial Applies to existing predominantly industrial areas within the City. Primary uses: industrial, manufacturing. Secondary uses: limited retail and service uses. Performance standards to ensure compatibility with adjacent uses; screening of outdoor activities. Floor to Area Ratio: Per Zoning Code: 0.5* STAFF REPORT Page 4 Building/Building Material The building materials would be a variety combination of stone, brick, stucco, metal panel and glass. (See materials renderings on pages A55-A58.) The applicant will have a materials board for the Planning Commission to review at the Planning Commission meeting. Sustainable Design . The project would be enrolled in the Xcel Energy EDA (Energy Design Assistance) program to research and select building materials and systems that have low energy consumption characteristics and high life-cycle value. The building would be designed to incorporate assemblies that ensure the highest quality acoustical and energy performance (wall and floor assemblies). Construction phase sustainable practices would include construction waste management and recycling. Finally, this project will incorporate energy-efficient appliances, low- flow water fixtures, low-VOC paints and building-wide recycling practices. (See sustainability questionnaire on pages A 14-A 15.) Mechanical Equipment No mechanical equipment has been shown on the plans. Any rooftop and/or ground level equipment would have to be screened if visible from adjacent property lines. Final Plans must include location of mechanical equipment and the means of screening. No ground level mechanical equipment shall be located within the front yard of the development. Signage The signage allowed on the site would correspond to the use, which would be housing. This would be written into the PUD. Height The proposed height is 6-stories, which is allowed in the Comprehensive Plan. The zoning requirement for the site is 4 stories. At Sketch Plan review, the Planning Commission and City Council raised some concern in regard to the height of the residential condominium. The applicant has addressed that concern by stepping the upper levels in from Eden Avenue, and moved in a portion of the east and west sides to break up the mass. (See pages A56a-A59.) Living Streets/Multi"Modal Consideration Sec. 36" I 274." Sidewalks, trails and bicycle facilities. (a) In order to promote and provide safe and effective sidewalks and trails in the city and encourage the use of bicycles for recreation and transportation, the following improvements are required, as a condition of approval, on developments requiring the approval of a final development plan or the issuance of a Conditional Use Permit pursuant to Article V of this Chapter: CITY OF EDINA L•liftd LDR~L9'>¥0m:litjlR111Clln I <lR•OlktRllldwtJJI lbN!I, LJr,. Dl!nlft AtfllMsJ,ftnld O • Oikt WCR•MM11mDSllftt~ICil -blKO•lilklld\htCc:nkr -~•Mlfl""'c.trRt-•wtm -we-i.1LJ,botroo•c ■HHn_Avt Height Limits 2 StcriH: 24' 3 Stories: 36' i 4 Stories: 48' 6 Stories: 72' J7 Standard Height Ll Podlllm Height MEMO -""·lil9'-• ., -0~-o,.;,, ........ , ... -PCl>•l!u'Mt#Gll'dof'u'tG j IAH• l: GACt-.ctH~ wn1, 1 w••111at a City of Edina (I ' 2008 Comprehensive Plan Update Future Land Use Plan w ith lluilcling Heights Northeast au ad rant 1Zigure4.6A .Data Source: URS e~SMJNm ,43 City of Edina • 480 1 W. SO•h St. • Edina, MN 55424 City of Edina Correspondence Submission Correspondence Selection * Data Practices Advisory: Any information submitted through this form will be emailed to all City Council Members and submitted for inclusion in the next public “Council packet.” Council packets are permanent records of materials prepared for City Council meetings. Council packets are public documents that are available in print, published on the City’s website and maintained in permanent electronic records. You are not required to complete any fields of this form. However, if you do not provide your name and street or email address, your comments will not be included in the Council packet. Open Meeting Law City Council Members receive and consider all feedback sent through this form. Because of the open meeting law, Council Members cannot engage in back-and-forth emails involving a quorum of three or more members. For that reason, you might not receive a response from them. You might also receive a response from a City staff member. Email City Council: If you only want to email the City Council and not send your comments for publishing, contact members at CityCouncil@EdinaMN.gov. Contact Executive Assistant Jennifer Garske, at JGarske@EdinaMN.gov, if you have any questions or require assistance. Council Packet Deadline Correspondence must be received by noon the Thursday prior to a City Council meeting in order to ensure it is published in the packet prior to the Council meeting. Submissions after that time may be included in a future Council packet. Name * Street Address City State Zip Code Phone Number Email Comments * File Upload By submitting this form, I have read and agree to the Data Practices Advisory above. Mayor & City Council Jennifer Janovy no dashes or spaces jjanovy@outlook.com Please see attached. Thank you. Attachments allowed: pdf, jpg, png Janovy correspondence 12-2-19.pdf 34KB December 2, 2019 Dear Edina City Council: In early November, I co-signed a letter to the editor that was published in the Star Tribune. The letter included this paragraph: At an Edina City Council retreat this past summer, the City Council identified Edina residents as a threat to their “livable city” strategy. You read that right—a threat to the Edina council’s plans are the residents they represent (emphasis added). In a lengthy reaction to the letter at the November 6, 2019 City Council meeting, Council member Fischer did not dispute that opposition to density/affordable housing is a threat to the city’s Livable Cities goal. He said: “When you talk about livable cities and we’re talking about housing for all, clearly a threat to that goal would be people that don’t want housing for all or affordable housing.” But then he said: “There’s nothing about our citizens or, you know, the folks in Edina being a threat to the Council or anyone else.” What? There is nothing in the letter I co-signed that said or could be interpreted to say that Edina residents are a threat to the Council or anyone else. The letter says clearly “a threat to their ‘livable city’ strategy” and “a threat to the Edina council’s plans.” Plans and strategies are not people. Had Member Fischer misread it? Was he not thinking clearly? (He did say he was “really distracted” that night.) Or had he read it correctly but chose to mislead listeners about what it said? Member Fischer then went on to chide the letter co-signers about ethics. Let’s remember that members Fischer and Staunton have said Edina doesn’t need an ethics policy. It has been eight months since the council retreat, at which an ethics policy was discussed—more than enough time to adopt an ethics policy and code of conduct for the city council. After Member Fischer concluded, Member Staunton said, “Good on you, Mike Fischer. Couldn’t agree more and I think people ought to take down the names of the folks who were authoring that letter and note that when they speak in the future you need to check the facts.” Take down the names? As a common phrase, we know what “take down names” means. As for checking “the facts,” that is fine with me. I only ask that members Fischer and Staunton interpret them accurately and engage directly about any disagreement. Don’t go off, as Member Fischer did, on camera about something that wasn’t said. Members Fischer and Staunton have had over three weeks to apologize for their comments and conduct. I take the fact that they have not as an indication they believe they have done nothing wrong. To be clear, they did do something wrong. Citizens have a right to express their views about city government, including in letters to the editor. They have a right to speak out, in print, person, social media or other forums. Elected officials who use public meeting time and resources to grumble about residents and condemn their speech are wrong. Elected officials who also distort what residents have actually said, thereby damaging reputations and misleading the public, are wrong. The use of public meeting time, resources or public position to condemn residents for their speech is a serious issue. Misrepresenting that speech adds to the seriousness. This quote from Justice Stephen Breyer sums up why: Whenever government disfavors one kind of speech, it places that speech at a disadvantage, potentially interfering with the free marketplace of ideas and with an individual’s ability to express thoughts and ideas that can help the individual determine the kind of society in which he wishes to live, help shape the society, and help define his place in it. If there are any questions about members Fischer’s and Staunton’s statements, a professional transcript is attached. Member Brindle and Member Anderson, it may be up to you to take the lead on this, to stand up for residents’ right to speak out about their local government without the risk of retribution from the dais or in some other public form. Please bring forward a strong city council ethics policy and code of conduct that champions free speech and see that it is adopted without delay. Thank you. Jennifer Janovy City of Edina Correspondence Submission Correspondence Selection * Data Practices Advisory: Any information submitted through this form will be emailed to all City Council Members and submitted for inclusion in the next public “Council packet.” Council packets are permanent records of materials prepared for City Council meetings. Council packets are public documents that are available in print, published on the City’s website and maintained in permanent electronic records. You are not required to complete any fields of this form. However, if you do not provide your name and street or email address, your comments will not be included in the Council packet. Open Meeting Law City Council Members receive and consider all feedback sent through this form. Because of the open meeting law, Council Members cannot engage in back-and-forth emails involving a quorum of three or more members. For that reason, you might not receive a response from them. You might also receive a response from a City staff member. Email City Council: If you only want to email the City Council and not send your comments for publishing, contact members at CityCouncil@EdinaMN.gov. Contact Executive Assistant Jennifer Garske, at JGarske@EdinaMN.gov, if you have any questions or require assistance. Council Packet Deadline Correspondence must be received by noon the Thursday prior to a City Council meeting in order to ensure it is published in the packet prior to the Council meeting. Submissions after that time may be included in a future Council packet. Name * Street Address City State Zip Code Phone Number Email Comments * File Upload By submitting this form, I have read and agree to the Data Practices Advisory above. Mayor & City Council Jennifer Janovy no dashes or spaces jjanovy@outlook.com Please see transcript attached. Thank you. Attachments allowed: pdf, jpg, png Transcript Fischer and Staunton 11-6-19.pdf 81.34KB 1 Fischer and Staunton comments, November 6, 2019 Edina City Council meeting (Transcribed from video recording 11/20/2019) Hovland: Okay. And Mayor and Council comments, council comments, Member Fisher. Fischer: Jennifer, could you bring up the slides? So, what I want to talk about is something that just came up today and it’s actually caused me to be really distracted tonight. I feel like I haven’t maybe engaged the way I sometimes do, ‘cause it’s just very troubling to me. And this goes back to a letter that our mayor wrote in the Star Tribune on October 31. I have to tell you I read that letter and I was very proud of you as a leader in our community because I feel like at a very contentious time, a lot of stress in our community over this school board election, I felt like you found sort of a middle ground. You didn’t -- I don’t think you tried to pick candidates on one side or the other, but you really tried to send a message, which is a leadership message about how we talk about our community, in this case it was about the school district. But in your last paragraph, I’m going to quote you. You said the attempt by some in our community to mislead voters with ill-founded fears and distorted facts should not be the new standard. And I think that’s an important message. And you know we -- we get a lot of information sent to us quite often and -- and I’ve oftentimes commented that well that seems to be, you know, there seems to be misinformation, which is a term I use a lot, but some folks took exception to the Mayor’s letter, and there was a letter in the paper today and I just want to highlight the part in red where it references a retreat that the City Council had this past summer where we identified Edina residents as a threat to our livable city strategy and then it repeats it, yes a threat, that’s what we said. And it’s actually exactly what the mayor was talking about. It’s a distortion of something that happened and it’s a very careful well thought out use of words to send a message to get a reaction to achieve a certain goal and that’s really troubling to me. Could you go to the next slide? So, our retreat that this refers to was in March. It was two days where this Council and our staff met and we had a consultant helping facilitate, and it’s basically a budget planning session. And we talked about four key goals that we aligned a budget around. One, so first is strong foundation, which is maintaining physical assets and infrastructure. Two [6:42] of service, which is maintaining service levels that best meet community needs. Three, livable city, which is a [6:53] for connected and sustainable development and that’s what we will talk about a little bit because that’s the one that was being referenced in particular. But the fourth one is better together, fostering an inclusive and engaged community. These are the four pillars that we try to set our budget around. We don’t just randomly do a budget. We’re trying to achieve goals for our community. So, these four particular people that signed this letter and very intentionally wrote these words, we’re referring to one part of our retreat which is the focus on livable cities. So, I just wanted people to see what livable city -- what that goal is about and it is a plan for connected and sustainable development. And if you go to the next slide, we do what we call the SWOT analysis which is strengths, weaknesses, opportunities and threats. Anyone that’s taken a single business class, actually anyone that’s gone through high school should know what a SWOT analysis is. So, when you use the word threat in the context that they did, completely out of context, that’s a very intentional act and it’s exactly what the mayor was talking about. So, if you go to the next slide, this is a -- and by the way, this is all part of a 13-page document which our staff did a -- I don’t know if it was staff or a consultant or both, documented sort of the discussion that was happening in the retreat. If you look in the lower quadrant under threats, we talked about economy. Now threats to livable city, which again is this -- I talked about what the definition of that is, we talked about economy, perception that the city is driving development 2 versus regulating development, and then opposition to density and affordable housing. When you talk about livable cities and we’re talking about housing for all, clearly a threat to that goal would be people that don’t want housing for all or affordable housing. There’s nothing about our citizens or you know the folks in Edina being a threat to the Council or anyone else. You have to have these things in context. And I guess I can’t tell people how to feel about this, but what I would ask is that rather than what seems to be the pattern is somebody throws some -- they lob something out there and the reaction on social media is immediate take an opinion, take a stand, and doggone it, what’s wrong with those people. Hey, if you don’t like something I do, I want -- that’s okay, but base it on what I really said. Base it on what I really did. These are really hardworking people up here. And they’re working really hard for the betterment of this community. And you know it’s just where we’re going in this country and I’m seeing it in our town is just not a good place. You know, just give people the benefit of the doubt that maybe whether they’re running for school board or they’re on a city council or they’re on our commissions that they -- they’re residents, they live here and they’re trying to make the community better. It’s that simple, right. And what I would ask everyone to do is read all 13 pages of this document and it really will give you actually some context about the full discussion, not one word that you pull out and lob out there in the Star Tribune. And you’ll see a lot in there about ethics. And I would suggest the same people that are writing the stuff in the Star Tribune are challenging us, you need an ethics policy. You know what, I think everybody should be ethical in their communication and what they’re doing. I think that would be great for our town. I also want to point out something. On the far-right quadrant, under threats, well that’s for better together, that’s how we worked together as a community. One of the threats that we talked about, misinformation and communication fatigue. I’m tired of the stuff I see every day in my email because people are reacting to false information. I’ve actually been chewed out by folks on Next Door because I’ve used the term misinformation, that that’s insulting, they’re not misinformed. What’s my other alternative? To say it’s a lie? I guess I could be more straightforward and just say it’s not misinformation, it’s deliberate. National and partisan divides creeping into local issues, that’s exactly again what the mayor was talking about. We can do better and we should do better. And I don’t want in any way to think that I don’t want to take criticism. If I’m doing something wrong, if I’m -- if you don’t like something I voted on, by all means, I should be subject to criticism, to second guess -- whatever, that’s what we’re here for, right. That’s part of our job. But let’s be ethical, let’s be truthful, let’s put the context in to things and I think we’ll be in a much better place. Thank you. Thank you. Member Stauton. Thank you, Member Fisher. Staunton: Good on you, Mike Fisher. Couldn’t agree more and I think people ought to take down the names of the folks who were authoring that letter and note that when they speak in the future you need to check the facts. So, on a different note, I wanted to talk about an election we had in our town last night and congratulate the three winners of the school board election race. But I also wanted to thank all seven people who decided to run. Those of us who sit up here on this dais know what it’s like to run for office, know what a sacrifice it is for you and your family and all to make your community better. And I think all seven of those folks were interested in making their community better, felt strongly enough about it that they were willing to run for office, spent the time and energy and just aggravation to try to do that and I want to applaud all seven folks who chose to make that sacrifice. And then I’d like to also specifically recognize Sarah Patzloff and Amir Gharbi. Amir served for the last four years on the school board and 3 chose not to run for reelection and Sarah has served for eight years and will finish her service up at the end of the year. And again, those are people who made a great sacrifice individually and for their families in order to make our community a better place. And whether you agree with what they’ve done or not, whether you agree with what the folks who were elected last night have done or not, all of these are folks who are really putting it on the line to make their community a better place and I think they deserve the credit and the gratitude from all of us in the community. So, I wanted Mr. Mayor to take the time tonight to make sure and thank all those folks. Date: December 3, 2019 Agenda Item #: B.1. To:Mayor and City Council Item Type: Minutes From:Andrew Scipioni, Transportation Planner Item Activity: Subject:Minutes: Transportation Commission, October 24, 2019 Information CITY OF EDINA 4801 West 50th Street Edina, MN 55424 www.edinamn.gov ACTION REQUESTED: None. INTRODUCTION: Receive the minutes of the Transportation Commission from October 24, 2019. ATTACHMENTS: Description Minutes: Transportation Commission, October 24, 2019 Draft Minutes☐ Approved Minutes☒ Approved Date: November 21, 2019 Minutes City Of Edina, Minnesota Transportation Commission Community Conference Room October 24, 2019 I. Call To Order Vice-Chair Ahler called the meeting to order II. Roll Call Answering roll call were Commissioners Ahler, Erickson, Johnson, McCarthy, Olson, Plumb-Smith, Ruthruff, Late: Commissioner Kane, Scherer Absent: Commissioner Richman, Venell III. Approval Of Meeting Agenda Motion was made by Commissioner Ruthruff and seconded by Commissioner Plumb-Smith to approve the agenda. All voted aye. Motion carried. IV. Approval Of Meeting Minutes Motion was made by Commissioner Johnson and seconded by Commissioner Olson approving the amended September 19, 2019 meeting minutes. All voted aye. Motion carried. V. Special Recognitions and Presentations A. Draft Travel Demand Management Ordinance Presentation and Discussion TDM Committee presented their first draft of a TDM ordinance for developments in the City of Edina. Discussion about suggested changes were noted by the committee and will be incorporated into the next draft of the ordinance. Commissioners Kane and Scherer arrived at 6:15 pm. VI. Community Comment None. VII. Reports/Recommendations A. Traffic Safety Report Commissioners reviewed the traffic safety report from September 24, 2019 and recommended no changes. B. 2020 Roadway Reconstruction Draft Engineering Studies Assistant City Engineer Aaron Ditzler and Kevin Manzke with SEH, Inc. presented the draft studies for the 2020 reconstruction projects. The following comments were made: Draft Minutes☐ Approved Minutes☒ Approved Date: November 21, 2019 • W 58th St: o The proposed 8’ shared-use path may feel uncomfortable to some users without a buffer. o Bicycle commuters may be more likely to travel in the roadway rather than on the concrete shared-use path to minimize conflicts with vehicles in driveways. o Staff should communicate with Metro Transit about future improvements at France Ave as part of the E-Line Bus Rapid Transit project. • Melody Lake A/Grandview A: o In response to a question, staff clarified that the proposed sidewalks will be funded by the Pedestrian and Cyclist Safety (PACS) Fund, not special assessments. o It was asked whether residents within the project area were notified about the proposed project. Staff responded that property owners were invited to open houses via mailings as early as 2017. o Staff clarified a discrepancy in the draft study regarding parking on Hansen Rd. Staff is proposing two-sided parking on Hansen Rd between Vernon Ave and the railroad tracks and one-sided parking (west side) between the railroad tracks and Grove St. o In response to a question, staff clarified that the costs associated with improving the existing railroad crossing will be funded by the City in the form of special assessments. • Prospect Knolls A: o No comments. C. 2019 Work Plan Updates • #3 Working on an article to the Edina Sun Current • #4 Making an adjustment to the route on the North Loop to allow riders to get to Jerry’s sooner • #5 - Staff is revising the PACS policy to include prioritization criteria using R & E - Staff meeting with Edina Public Schools to discuss Active Routes to School Plan implementation - Draft will be available by November • #7 Staff presented the Pedestrian and Bicycle Master Plan to PARC October 7; this initiative is considered completed as it is being handled by City staff D. 2020 Work Plan Proposal/Work Session Follow Up Planner Scipioni discussed the work plan proposal with ETC. • ETC suggested adding more information to initiative #7 such as types of tree recommendations and tree replacement policy Draft Minutes☐ Approved Minutes☒ Approved Date: November 21, 2019 VIII. Chair and Member Comments Commissioner Ruthruff said there is an emphasis on scooters in the TDM and asked if it could be removed as the city moves away from them. Commissioner Scherer expressed dislike of e-scooters. Commissioner Olson said scooters work great in Washington, D.C. because they have the infrastructure to support them. Commissioner Plumb-Smith mentioned an abandoned scooter in the Country Club neighborhood. Commissioner Ahler said Mayor Hovland recommended having an industry expert come in and present on the future of transportation. IX. Staff Comments • 2019 PACS projects o Beard Ave sidewalk is complete (part of Chowen Park A/B reconstruction) o Lincoln Dr trail is substantially completed o Wooddale/Valley View traffic signal materials should arrive by the end of the month o W 70th St trail is anticipated to be paved next week • New draft of the Comprehensive Plan is posted on Better Together Edina website o Slight changes to some graphics in Transportation chapter o Municipal review ends Nov 8 o Planning Commission public hearing Nov 13 o City Council public hearing Dec 3 • Planner Scipioni will be absent for the November 21 regular meeting; Director of Engineering Chad Millner will substitute X. Schedule of Meeting and Events as of October 18, 2019 For information purposes only, no discussion. XI. Adjournment at 8:45 p.m. Motion was made by Commissioner Olson and seconded by Commissioner McCarthy to adjourn the October 24, 2019 meeting. All voted Aye. Motion Carried. Draft Minutes☐ Approved Minutes☒ Approved Date: November 21, 2019 TRANSPORTATION COMMISSION ATTENDANCE J F M A M J J A S O N D # of Mtgs Attendance % Meetings/Work Sessions 1 1 1 1 1 1 1 1 1 1 10 NAME Ahler, Mindy 1 1 1 1 1 1 1 7 70% Johnson, Kirk 1 1 1 1 1 1 1 1 1 1 10 100% Kane, Bocar 1 1 1 1 1 1 1 1 1 9 90% McCarthy, Bruce 1 1 1 1 1 1 1 7 70% Olson, Larry 1 1 1 1 1 1 1 7 70% Plumb-Smith, Jill 1 1 1 1 1 5 83% Richman, Lori 1 1 1 1 1 1 1 1 1 9 90% Ruthruff, Erik 1 1 1 1 1 1 1 1 1 1 10 100% Scherer, Matthew 1 1 1 1 1 1 1 7 70% Veluvali, Shankar 1 RESIGNED 1 N/A Emmanual Ayelomi (s) 1 1 10% Yeukai Zimbwa (s) 0 0% Tayden Erickson (s) 1 1 50% Simon Venell (s) 1 1 50% Date: December 3, 2019 Agenda Item #: XIII. To:Mayor and City Council Item Type: Other From:Sharon Allison, City Clerk Item Activity: Subject:City Council Upcoming Meetings and Events Information CITY OF EDINA 4801 West 50th Street Edina, MN 55424 www.edinamn.gov ACTION REQUESTED: None; information only. INTRODUCTION: Date Time Meeting/Event Location Tues, Dec. 3 5:30 p.m.2020-21 Final P roperty/HRA Levy & Budget & Human Services Task Force Community Room 7:00 p.m.City Council Regular Meeting Council Chambers Mon, Dec. 9 6:00 p.m.City Council Regular Meeting Council Chambers Thurs, Dec. 12 7:30 a.m.HRA Regular Meeting Council Chambers Tues, Dec. 17 5:30 p.m.Work Session: Green Building Policy & Climate Action Plan Community Room 7:00 p.m.City Council Regular Meeting Council Chambers Tues-Wed, Dec. 24-25 LEGAL HOLIDAY (CHRISTMAS EVE AND CHRISTMAS DAY) Wed, Jan. 1, 2020 LEGAL HOLIDAY (NEW YEARS DAY)