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HomeMy WebLinkAbout09 Community Services and Facilities_12-31-19 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 12-31-19 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 12-31-19 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 12-31-19 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 12-31-19 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 12-31-19 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 12-31-19 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 12-31-19 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 12-31-19 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 12-31-19 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 12-31-19 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 12-31-19 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 12-31-19 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 12-31-19 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 12-31-19 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 12-31-19 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 12-31-19 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 12-31-19 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 12-31-19 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 12-31-19 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 12-31-19 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 12-31-19 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 12-31-19 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 12-31-19 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 12-31-19 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.