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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
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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:
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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.
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Figure 15.1: Existing Zoning
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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.
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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.
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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.
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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
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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
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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
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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
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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
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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
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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 12-31-19
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 12-31-19
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 12-31-19
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 12-31-19
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 12-31-19
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 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 12-31-19
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 12-31-19
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 12-31-19
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 12-31-19
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 12-31-19
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 12-31-19
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 12-31-19
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 12-31-19
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 12-31-19
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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 12-31-19
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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
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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
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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 12-31-19
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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
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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 12-31-19
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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
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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
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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
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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 12-31-19
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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
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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 12-31-19
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 12-31-19
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 12-31-19
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.