HomeMy WebLinkAbout02.26.2019 Meeting PacketAgenda
Human Rights and Relations Commission
City Of Edina, Minnesota
Edina City Hall
Tuesday, February 26, 2019
7:00 PM
I.Call To Order
II.Roll Call
III.Approval Of Meeting Agenda
IV.Approval Of Meeting Minutes
A.Meeting Minutes: February 5, 2019
V.Community Comment
During "Community Comment," the Board/Commission will invite residents to share relevant issues
or concerns. Individuals must limit their comments to three minutes. The Chair may limit the
number of speakers on the same issue in the interest of time and topic. Generally speaking, items
that are elsewhere on tonight's agenda may not be addressed during Community Comment.
Individuals should not expect the Chair or Board/Commission Members to respond to their
comments tonight. Instead, the Board/Commission might refer the matter to sta% for
consideration at a future meeting.
VI.Reports/Recommendations
A.2019 Human Rights & Relations Commission Work Plan
B.Review Draft Comprehensive Plan Chapters
C.Bias O0ense Report
D.Legislation Bills
VII.Chair And Member Comments
VIII.Sta0 Comments
IX.Adjournment
The City of Edina wants all residents to be comfortable being part of the public
process. If you need assistance in the way of hearing ampli6cation, an
interpreter, large-print documents or something else, please call 952-927-8861
72 hours in advance of the meeting.
Date: February 26, 2019 Agenda Item #: IV.A.
To:Human Rights and Relations Commission Item Type:
Minutes
From:Jennifer Garske, Executive Assistant
Item Activity:
Subject:Meeting Minutes: February 5, 2019 Action
CITY OF EDINA
4801 West 50th Street
Edina, MN 55424
www.edinamn.gov
ACTION REQUESTED:
Approve the December 18, 2018 meeting minutes.
INTRODUCTION:
See attached.
ATTACHMENTS:
Description
February 5, 2019 HRRC Meeting Minutes
Draft Minutes☒
Approved Minutes☐
Approved Date: Click here to enter a date.
Minutes
City Of Edina, Minnesota
Human Rights & Relations Commission
Edina City Hall, Community Room,
Feb. 5, 2019, 7 p.m.
I. Call To Order
• Vice Chair Beringer called the meeting to order at 7:10 p.m.
II. Roll Call
Answering Roll Call: Commissioners Arsenault, Beringer, Edwards, Epstein, Kennedy and Meek
Staff present: MJ Lamon, Community Engagement Coordinator; Jennifer Garske, Executive Assistant
Absent: Waldron
Arrived late: Chair Nelson, Stringer Moore, Moss-Keys
III. Approval Of Meeting Agenda
Commissioner Kennedy requested to amend the agenda and add an item VI. C. Move June 25
meeting to June 18
Motion by Commissioner Arsenault to approve the Feb. 5, 2019 meeting agenda as
amended, seconded by Commissioner Kennedy. Motion carried.
IV. Approval Of Meeting Minutes
Motion by Commissioner Kennedy to approve the Dec. 18, 2018 meeting minutes. Seconded
by Commissioner Arsenault. Motion carried.
V. Community Comment—None
VI. Reports/Recommendations
A: 2019 Human Rights & Relations Commission Work Plan
• Commission reviewed their approved 2019 work plan and assigned members to initiatives.
Nelson and Stringer-Moore arrived at 7:15 p.m.
Moss-Keys arrived at 7:16 p.m.
B: Advisory Communication: City Council Community Comment Request
• Commission discussed sending an Advisory Communication to the City Council regarding
process around City Council requesting addresses for individuals who comment at City
Council meetings.
• Liaison Lamon shared information about new online community engagement tool, “Better
Together Edina.”
Draft Minutes☒
Approved Minutes☐
Approved Date: Click here to enter a date.
• Commission discussed rewording of Advisory Communication to the City Council.
Motion by Commissioner Arsenault to amend Advisory Communication before sending to
City Council. Seconded by Commissioner Epstein. Motion carried.
Motion by Commissioner Kennedy to send Advisory Communication to City Council.
Seconded by Commissioner Meek. Motion carried.
C: Move June 25 Human Rights & Relations meeting to June 18
• Commission discussed moving the June 25, 2019 meeting to 6 p.m. June 18, 2019, in order to
meet right after the City Council Work Session they are attending at 5:30 p.m.
Motion by Commissioner Arsenault to approve moving the June 25, 2019 Human Rights &
Relations Commission meeting to June 18, 2019. Seconded by Commissioner Kennedy.
Motion carried.
VII. Chair And Member Comments
• Commissioner Stringer Moore requested contact information for fellow Human Rights &
Relations members at next meeting.
• Commissioner Arsenault shared that she and Commissioner Meek met with the Energy &
Environment Commission, which is interested in doing an award to recognize businesses in
the City of Edina. They are using the Tom Oye Award as an example. They also discussed
crossover with the two commissions.
• Commissioner Epstein requested feedback on having guest speakers come to Human Rights &
Relations Commission meetings. Discussion about how often, how long they would speak and
process for booking speakers. Commissioners Epstein and Kennedy have guest speakers they
will reach out to, and then confirm with Chair Nelson.
VIII. Staff Comments—None
IX. Adjournment
Motion by Commissioner Kennedy to adjourn the meeting. Commissioner Arsenault
seconded. Motion carried.
Adjourned 8:37 p.m.
Date: February 26, 2019 Agenda Item #: VI.A.
To:Human Rights and Relations Commission Item Type:
Report and Recommendation
From:Jennifer Garske, Executive Assistant
Item Activity:
Subject:2019 Human Rights & Relations Commission Work
Plan
Discussion
CITY OF EDINA
4801 West 50th Street
Edina, MN 55424
www.edinamn.gov
ACTION REQUESTED:
None.
INTRODUCTION:
2019 Work Plans were approved by Council in December 2018. Commission will discuss:
Bias Offense Team update
Days of Remembrance updated
ATTACHMENTS:
Description
2019 HRRC Work Plan
Approved by Council 12/4/18
HUMAN RIGHTS AND RELATIONS COMMISSION
Commission: Human Rights and Relations Commission
2019 Annual Work Plan
Initiative # 1 Council Charge (Proposed Charge Completed by CM)
☐ 1 (Study & Report) ☒ 2 (Review & Comment)
☐ 3 (Review & Recommend) ☐ 4 (Review & Decide)
Target
Completion
Date
Budget Required
(Staff Liaison)
Staff Support
Required
(Staff Liaison)
Initiative Type: ☒ New Initiative ☐ Continued Initiative ☐ Ongoing Responsibility Q2 2019
☐ Funds available
Funds are available for this project.
☐ Staff Liaison: Hrs_1__
☒ CTS (including Video)
☐ Other Staff: Hrs_____
R&E 8.D. Review and comment on staff developed protocol and procedures for
applying a race and equity lens to communication content.
☐ Funds not available
There are not funds available for this
project (explain impact of Council
approving initiative in liaison
comments). Lead Commissioners: Nelson/Arseneault
Progress Report:
Initiative # 2 Council Charge (Proposed Charge Completed by CM)
☐ 1 (Study & Report) ☒ 2 (Review & Comment)
☐ 3 (Review & Recommend) ☐ 4 (Review & Decide)
Target
Completion
Date
Budget Required
(Staff Liaison)
Staff Support
Required
(Staff Liaison)
Initiative Type: ☒ New Initiative ☐ Continued Initiative ☐ Ongoing Responsibility December ☐ Funds available
Funds are available for this project.
☐ Staff Liaison: Hrs_1__
☐ CTS (including Video)
☐ Other Staff: Hrs_____
R&E 2.A. Serve on cross-commission committee to review the naming a public
facility in the Grandview area after the BC and Ellen Yancey.
☒ Funds not available
There are not funds available for this
project (explain impact of Council
approving initiative in liaison
comments). Lead Commissioners: Stringer-Moore/Epstein/Nelson
Partners: Human Rights & Relations Commission and Parks & Recreation
Commission [LEAD]
Progress Report:
Approved by Council 12/4/18
HUMAN RIGHTS AND RELATIONS COMMISSION
Initiative # 3 Council Charge (Proposed Charge Completed by CM)
☐ 1 (Study & Report) ☐ 2 (Review & Comment)
☒ 3 (Review & Recommend) ☐ 4 (Review & Decide)
Target
Completion
Date
Budget Required
(Staff Liaison)
Staff Support
Required
(Staff Liaison)
Initiative Type: ☒ New Initiative ☐ Continued Initiative ☐ Ongoing Responsibility December ☐ Funds available
Funds are available for this project.
☐ Staff Liaison: Hrs_3__
☐ CTS (including Video)
☐ Other Staff: Hrs_____
R&E 18.E. Chair/co-chair a cross-commission committee (see partners) to ensure
City facility artwork and décor reflects diversity of race and culture.
☒ Funds not available
There are not funds available for this
project (explain impact of Council
approving initiative in liaison
comments). Lead Commissioners: Meek/Stringer-Moore/Kennedy/Moss-Keys
Partners: Arts & Culture Commission, Human Rights & Relations Commission [LEAD],
and Heritage Preservation Commission
Progress Report:
Initiative # 4 Council Charge (Proposed Charge Completed by CM)
☐ 1 (Study & Report) ☐ 2 (Review & Comment)
☒ 3 (Review & Recommend) ☐ 4 (Review & Decide)
Target
Completion
Date
Budget Required
(Staff Liaison)
Staff Support
Required
(Staff Liaison)
Initiative Type: ☒ New Initiative ☐ Continued Initiative ☐ Ongoing Responsibility December ☐ Funds available
Funds are available for this project.
☒ Staff Liaison: Hrs_3__
☐ CTS (including Video)
☐ Other Staff: Hrs_____
R&E 20.B. Chair/co-chair a cross-commission committee (see partners) in
partnership with communities of color to identify barriers for participation in
programming.
☒ Funds not available
There are not funds available for this
project (explain impact of Council approving initiative in liaison comments). Lead Commissioners: Edwards/Waldron/Stringer-Moore/Moss-Keys
Partners: Human Rights & Relations Commission [LEAD] and Parks & Recreation
Commission
Progress Report:
Approved by Council 12/4/18
HUMAN RIGHTS AND RELATIONS COMMISSION
Initiative # 5 Council Charge (Proposed Charge Completed by CM)
☐ 1 (Study & Report) ☒ 2 (Review & Comment)
☐ 3 (Review & Recommend) ☐ 4 (Review & Decide)
Target
Completion
Date
Budget Required
(Staff Liaison)
Staff Support
Required
(Staff Liaison)
Initiative Type: ☒ New Initiative ☐ Continued Initiative ☐ Ongoing Responsibility Q2 2019 ☐ Funds available
Funds are available for this project.
☐ Staff Liaison: Hrs_1__
☐ CTS (including Video)
☐ Other Staff: Hrs_____ R&E 21.C. Review and comment on the Race and Equity policy statement developed
by City staff.
☒ Funds not available
Lead Commissioners: Epstein/Edwards/Arseneault
Progress Report:
Initiative # 6 Council Charge (Proposed Charge Completed by CM)
☐ 1 (Study & Report) ☐ 2 (Review & Comment)
☒ 3 (Review & Recommend) ☐ 4 (Review & Decide)
Target
Completion
Date
Budget Required
(Staff Liaison)
Staff Support
Required
(Staff Liaison)
Initiative Type: ☒ New Initiative ☐ Continued Initiative ☐ Ongoing Responsibility August ☐ Funds available
Funds are available for this project.
☐ Staff Liaison: Hrs_8__
☐ CTS (including Video)
☐ Other Staff: Hrs_____
Bias Offense Response Plan review to determine if the plan should be broadened to
include offenses outside of the state statute’s definition of bias offense. (Review
Racial Equity Recommendation 3. A.)
☒ Funds not available
There are not funds available for this
project (explain impact of Council
approving initiative in liaison
comments). Lead Commissioners: Kennedy/Nelson/Epstein/Meek
Progress Report:
Initiative # 7 Council Charge (Proposed Charge Completed by CM)
☐ 1 (Study & Report) ☐ 2 (Review & Comment)
☐ 3 (Review & Recommend) ☒ 4 (Review & Decide)
Target
Completion
Date
Budget Required
(Staff Liaison)
Staff Support
Required
(Staff Liaison)
Initiative Type: ☐ New Initiative ☐ Continued Initiative ☒ Ongoing Responsibility April ☒ Funds available
Funds are available for this project.
☐ Staff Liaison: Hrs_12_
☒ CTS (including Video)
☐ Other Staff: Hrs_____ Days of Remembrance Event ☐ Funds not available
Lead Commissioners: Arseneault/Edwards/Moss-Keys/Epstein/Beringer/Waldron
Progress Report:
Approved by Council 12/4/18
HUMAN RIGHTS AND RELATIONS COMMISSION
Initiative # 8 Council Charge (Proposed Charge Completed by CM)
☐ 1 (Study & Report) ☐ 2 (Review & Comment)
☒ 3 (Review & Recommend) ☐ 4 (Review & Decide)
Target
Completion
Date
Budget Required
(Staff Liaison)
Staff Support
Required
(Staff Liaison)
Initiative Type: ☒ New Initiative ☐ Continued Initiative ☐ Ongoing Responsibility October ☒ Funds available
Funds are available for this project.
☐ Staff Liaison: Hrs_12_
☒ CTS (including Video)
☐ Other Staff: Hrs_____
Serve on a cross-commission committee (see partners) to complete requirements
for Edina to receive the AARP City Designation.
-Complete Walk Audit Tool Kit provided by AARP
-October Senior Expo & Designation
☐ Funds not available
There are not funds available for this
project (explain impact of Council
approving initiative in liaison
comments).
Lead Commissioners: Beringer/Edwards
Partners: Community Health Commission [LEAD], Human Rights & Relations
Commission, Parks & Recreation Commission, Transportation Commission
Progress Report:
Initiative # 9 Council Charge (Proposed Charge Completed by CM)
☐ 1 (Study & Report) ☐ 2 (Review & Comment)
☐ 3 (Review & Recommend) ☒ 4 (Review & Decide)
Target
Completion
Date
Budget Required
(Staff Liaison)
Staff Support
Required
(Staff Liaison)
Initiative Type: ☐ New Initiative ☐ Continued Initiative ☒ Ongoing Responsibility December ☒ Funds available
Funds are available for this project.
☐ Staff Liaison: Hrs_8_
☒ CTS (including Video)
☐ Other Staff: Hrs_____ 2019 Tom Oye Award ☐ Funds not available
Lead Commissioners: Arseneault/Kennedy
Progress Report:
Initiative #
10
Council Charge (Proposed Charge Completed by CM)
☐ 1 (Study & Report) ☐ 2 (Review & Comment)
☐ 3 (Review & Recommend) ☒ 4 (Review & Decide)
Target
Completion
Date
Budget Required
(Staff Liaison)
Staff Support
Required
(Staff Liaison)
Initiative Type: ☐ New Initiative ☒ Continued Initiative ☐ Ongoing Responsibility October ☒ Funds available
Funds are available for this project.
☒ Staff Liaison: Hrs_12_
☒ CTS (including Video)
☐ Other Staff: Hrs_____ Sharing Values, Sharing Communities (One Event)
☐ Funds not available
Lead Commissioners: Meek/Stringer-Moore/Beringer
Progress Report:
Approved by Council 12/4/18
HUMAN RIGHTS AND RELATIONS COMMISSION
Initiative #
11
Council Charge (Proposed Charge Completed by CM) ☐ 1 (Study & Report) ☒ 2 (Review & Comment)
☐ 3 (Review & Recommend) ☐ 4 (Review & Decide)
Target
Completion
Date
Budget Required
(Staff Liaison)
Staff Support
Required
(Staff Liaison)
Initiative Type: ☒ New Initiative ☐ Continued Initiative ☐ Ongoing Responsibility May 2019
☐ Funds available
Funds are available for this project.
☒ Staff Liaison: Hrs 20 ☐ CTS (including Video) ☐ Other Staff: Serve on a cross-commission committee (see partners) to review the Public Art
Program and recommend a 3-year plan for the program. ☒ Funds not available
Lead Commissioners: Kennedy/Stringer-Moore
Partners: Arts & Culture Commission [LEAD] and Human Rights and Relations
Commission
Progress Report:
Parking Lot: (These items have been considered by the BC, but not proposed as part of this year’s work plan. If the BC decides they would like to
work on them in the current year, it would need to be approved by Council.)
School District Partnership (Stringer-Moore/Meek)
Date: February 26, 2019 Agenda Item #: VI.B.
To:Human Rights and Relations Commission Item Type:
Report and Recommendation
From:Jennifer Garske, Executive Assistant
Item Activity:
Subject:Review Draft Comprehensive Plan Chapters Discussion
CITY OF EDINA
4801 West 50th Street
Edina, MN 55424
www.edinamn.gov
ACTION REQUESTED:
None.
INTRODUCTION:
The Human Rights & Relations Commission is asked to review the Housing, Human Rights and Relations, and
Implementation chapters of the draft Comprehensive P lan. Any edits that need to be made will be sent to
Planning Director Cary Teague.
The draft Comprehensive P lan will be shared with the public at an Open House March 11, 2019. The HRRC is
invited to attend the Open House. HRRC members may be asked questions about your commission and plan.
There will be a Public Hearing on the Comprehensive Plan at the April 24, 2019 P lanning Commission meeting,
and a Public Hearing on the plan at the May 7, 2019 City Council meeting.
ATTACHMENTS:
Description
Housing Chapter, Comp Plan, 1-31-19
Human Rights Chapter, Comp Plan, 1-31-19
Implementation Chapter, Com Plan, 1-31-19
Edina
Comprehensive
Plan
4-1
4. Housing
Chapter Highlights
• The housing vision for Edina will guide policies
related to housing affordability, choice, quality, and
community context.
• Affordability will remain a central issue and
challenge for Edina in the coming years, as it seeks
to provide a range of housing options to meet the
needs of Edina residents at all life stages and
income levels.
• The City of Edina has taken proactive steps
regarding affordability via its Housing Succession
Plan and the subsequent adoption of its Affordable
Housing Policy, but evaluation is needed to
determine if this is sufficient.
• Changing needs and preferences in Edina regarding
housing type, size, style, and location will have
implications both in areas of change and areas of
stability citywide.
• Interactions between housing and other
community elements (including schools,
employers, transportation, parks, retail and
services, etc.) are critical to the long-term
sustainability of the community.
• Safe, secure, and affordable housing is essential to
the healthy development of individuals, families,
businesses, and communities. The City of Edina
recognizes the need to provide affordable housing
to a broad range of people who live, work and
attend school here. It serves to preserve, create,
and maintain an equitable community that
promotes racial/ethnic and socioeconomic
diversity.
• Diversity is essential to the creation of innovative
and sustainable communities that will succeed in a
rapidly changing society.
• Affordable housing is also a region-wide issue of
vitality and sustainability. Regional vitality depends upon all municipalities, including Edina,
providing their fair share of affordable housing.
Introduction
Housing and residential neighborhoods provide a core part of the identity of Edina for its residents, in
terms of its role in providing basic shelter, community character, livability, a means of wealth creation,
and proximity to jobs, services, and amenities. Likewise, housing policy for the city has shaped how
housing has grown, what it looks like, how property is valued, and even who lives here.
Definition: Affordability
This plan uses the definition of
affordability used by the
Metropolitan Council for developing
and tracking affordable housing
allocations.
Affordability is based on a
percentage of Area Median Income
(AMI), the midpoint of the Twin
Cities region income distribution.
Low income affordability is defined
at three levels:
• Extremely low income (30% of
AMI)
• Very low income (50% of AMI)
• Low income (80% of AMI)
This is further broken down by
household size. The US Department
of Housing and Urban Development
has calculated levels of affordability
based on these criteria. For
example, as of 2018, a four-person
household is considered extremely
low income if its household income
is below $28,300 per year.
One consideration is that Edina’s
median household income is actually
significantly higher than the regional
AMI, which compounds issues with
the availability of affordable housing.
Edina Comprehensive Plan
Housing Chapter Draft 01-31-19
4-2
Although the housing patterns throughout Edina have been largely established for decades, they are not
static. The high land values that characterize this community have attracted continued investment in
properties – from extensive renovation to teardowns to larger scale infill development. This reflects the
changing needs and preferences of residents, as well as the need for thoughtful guidance for change.
This chapter provides an overview of (1) existing housing conditions, (2) trends and challenges related
to housing, (3) discussion of future housing needs including the need for affordability, (4) goals and
policies, and (5) an implementation plan.
Current Conditions
Past and Future Growth
Population and housing growth trends in the City of Edina help define both the current housing stock
and future growth opportunities. Forecasts included here were produced by the Metropolitan Council
through the regional planning process.
Historically, Edina grew primarily east to west, starting in the late 1800’s. Since the early 1980’s, it has
been largely built out – with new housing primarily being constructed as infill projects within existing
neighborhoods and in redevelopment areas. Population trend data shows this. Over the 50-year period
from 1960 to 2010, the population of Edina increased approximately 68%. The vast majority of this
growth was within the first two decades – from 1980 to 2010, it only grew 4%.
The Great Recession (2007-2009) impacted Edina’s housing market, as it did others throughout the
nation. The rate of additional of housing units slowed, and housing values declined. However, consistent
with its strong overall position, Edina was impacted less severely than many other communities and
recovered faster. Since then, there has a significant increase in growth, responding to both the city’s
strong market position and pent-up demand. Consistent with this, the population is forecasted to grow
15% between 2010 and 2040.
In contrast to population, the number of households (and consequently the number of housing units)
have grown much faster. From 1960 to 2010 they increased 168%, and increased 15% since 1980. They
are expected to grow 23% between 2010 and 2040. This demonstrates a declining household size during
that time period – going from 3.69 people per household in 1960 to 2.31 in 2010. This trend is more
widespread than just Edina, reflecting an overall decrease in family size, with people having fewer
children on average. The end effect is that it takes more housing units to house the same number of
people as it did in the past, particularly as much of new housing being constructed in the city is small
multifamily units which tend to have fewer people per household than single family detached units.
Edina Comprehensive Plan
Housing Chapter Draft 01-31-19
4-3
Source: US Census and Metropolitan Council
Factors Contributing to Housing Growth
The Community Profile chapter provides an overview of demographic and economic factors
contributing to growth and change in Edina. Implications for housing are summarized below:
Demographic Changes
Demographic change in Edina in recent years has been characterized by three main factors:
• Aging population
• The strong draw to the area by households with school-aged children.
• Continued increases in racial and ethnic diversity
The median age in Edina is older than in surrounding communities, and the percentage of residents over
65 has been increasing for decades – particularly relative to the percentage under 20. Currently, the
percent of 65+ residents is more than 20% of the population, and the median age is 46.7. With a
growing percentage of residents in the 45-64 age cohort, this is only expected to increase over time.
However, a limiting factor for the growth of the 65+ population could be the availability of appropriate
and affordable senior housing options, as residents continue to age in place and need to move from their
existing single family housing.
The appeal of the area the families with school-aged children is tied closely to the strength of the Edina
Public Schools – which draws its student body not only from residents, but also from the surrounding
communities via open enrollment. As a result, while the median age of the population continues to
increase, the number of children has as well. The population under 20 has increased since 2000, both in
absolute terms and as a percentage of the population, and currently is around 25% of the population.
While not above statewide averages, it is notable for Edina, particularly considering the strong growth at
the other end of the age range. Additionally, compared to other communities, the married couple
household type is large and growing percentage of overall households. A limiting factor in
28501
44046 46073 46070 47425 47941 51804 51900 54600 55100
7723
13005
17961 19860 20996 20672 22309 22900 24700 25400
0
10000
20000
30000
40000
50000
60000
1960 1970 1980 1990 2000 2010 2016 2020 2030 2040
Edina Population and Households
Population Households
Edina Comprehensive Plan
Housing Chapter Draft 01-31-19
4-4
accommodating this demand could be the availability of affordable housing options for young families
seeking to become established in Edina. Some declines in young adult populations could reflect this.
Not all growth in enrollment is due to the resident population: Edina has seen an increase in open
enrollment as well from students living outside the district. The following chart shows the relationship
between the resident population of students and overall district enrollment – the latter being higher due
to open enrollment. These steady upward trends have influenced the corresponding strong growth in
housing values in the city.
Source: Star Tribune, Minnesota Department of Education
Racial and ethnic diversity has increased gradually but steadily for decades. While still a fairly small
percentage of the population, it is growing – and is likely to continue to grow, given regional forecasts
for demographic change. Evidence suggests that the youngest generations are typically more diverse than
older ones. While the overall percentage of people reporting minority status in Edina is 13.5%, it is 24%
of Edina Public Schools students, an increase of over 10% in the last ten years. International immigrants
moving to Edina are also more likely to be both young and diverse, compared to the native born
population.
Housing Stock
The city has a diverse housing mix that appeals to a variety of household types. The majority of the
housing stock (57%) are single family detached units, with the remainder being single family attached and
duplex (7%), multifamily with 3-19 units (6%), and multifamily with 20+ units (31%). The substantial
percentage of the multifamily housing stock in larger buildings reflects the fact that most multifamily is
concentrated in a few higher density locations – such as the Greater Southdale area – where guidance
and land values support larger scale development.
Much of the housing stock in Edina is aging: over half of the housing stock (55%) was built in the 1960s
and earlier, so is approaching 50 years old. As housing stock ages, continued investment is needed to
address maintenance needs as well as changing tastes and preferences. Housing condition and building
permit data suggests that this is for the most part happening: the vast majority of housing in the city is of
average or better condition, and many properties have been substantially upgraded over the years.
0
2000
4000
6000
8000
10000
Edina Resident Student Population and District
Enrollment Trends
Resident Students Enrollment
Edina Comprehensive Plan
Housing Chapter Draft 01-31-19
4-5
Housing Market
The housing market in Edina has been consistently strong over the years. The housing stock is
high valued compared to the rest of the region, and has retained that value over time. In 2016,
the median home value in Edina was over $424,000, compared to $220,000 regionally. Like the
rest of the regional and national housing market, Edina saw declines in sales prices and volumes
during the recent recession (2007-2009). However, median housing sales prices in Edina
recovered and exceeded pre-recession levels by 2015 – a year earlier than the Twin Cities region
overall. This points to the fact that the impact was less, and the recovery quicker, than the
market overall.
The housing market in Edina is not always the hottest in the region in terms of time on the
market and sales above asking price. That reflects in part the fact that there are fewer buyers per
available property for higher priced offerings. While there is still strong demand for housing in
Edina, other nearby communities with more moderate prices (such as Richfield and Hopkins) may
see more dynamic housing markets.
Source: Minneapolis Area Association of Realtors
The rental market is similarly strong. Particularly post-recession, there has been pent up demand
for new rental properties, resulting in a wave of new construction of multifamily rentals. Median
rents in Edina are above regional medians as well: $1,280/month compared to $980/month, based
on 2016 numbers. The average rent of apartments that currently are available for rent may be
significantly higher (perhaps $2,500 or more), as it reflects the newest units which tend to be
higher priced. Like much of the market, rental vacancy rates are low, in the 1-3% range, though
this will likely change as more units are constructed.
$0
$50,000
$100,000
$150,000
$200,000
$250,000
$300,000
$350,000
$400,000
$450,000
$500,000
2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017
Median Home Sales Price
Edina Twin Cities
Edina Comprehensive Plan
Housing Chapter Draft 01-31-19
4-6
Housing Units and Affordability
Housing affordability is one of the most important factors related to the housing stock. Broadly defined,
affordability means that the intended residents are able to pay for the cost of housing without expending
a disproportionate share of their income (generally greater than 30%). In practice, the City focuses on
policies and interventions regarding affordability for low income households, as they typically have the
most challenges in finding affordable options. The definition of affordability for low income households
can be found in the box on this page.
The main categories focus on rental property, where there is a desire to also include affordable
ownership in the plan. Therefore, there are several main categories of affordable housing, detailed
below:
• Subsidized housing. These units received some sort of subsidy for construction and/or
renovation, with the criteria that rents are limited to be affordable to households with
incomes at or below 80% of Area Median Income and home mortgages are affordable to
households with incomes at or below 120% Area Median Income. Properties meeting
these criteria are included in the count of units in Table 4.1.
• Naturally Occurring Affordable Housing (NOAH). These are units with rents
typically below market, but not due to any policy or regulation. They are a substantial
percentage of the affordable housing stock in the Twin Cities. However, as they are not
protected, their values and rents can rise depending on property and market conditions.
There is no official tally of these in the area.
• Senior housing. While most affordable housing cannot be restricted based on
demographics of residents, senior housing is an exception. This housing has age guidelines
for residents, and often features appropriate supporting services – ranging from optional
programs to full service.
• Supportive housing. Supportive housing integrates services with housing. It is typically
targeted at vulnerable groups, such as people with disabilities, people experiencing
homelessness, or people dealing with addictions or having other specialized medical
needs.
Table 4.1 contains a summary of current housing data. In 2016, Edina contained about 23,510 housing
units, 60% of which were single family and 40% of which are multifamily. Most homes are owner
occupied (72%). The percentages of multifamily (both owner and renter occupied) and rental units in
general have been increasing gradually, reflecting a fairly static inventory of single family homes versus
growing multifamily infill development.
According to Metropolitan Council housing data, about 32% of housing units in Edina are affordable to
households with incomes at or below 80% of area median income (AMI). While this is a substantial
number, it is significantly below the countywide average of 63%. Additionally, according to the US
Census, around 29% of all households in Edina are cost burdened, meaning they spend more than 30%
of their income on housing costs.
There are 560 publicly subsidized affordable housing units currently in Edina, most of which are for
seniors. Table 4.2 provides additional detail as to the specific developments which include these units.
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Table 4.1: Housing Conditions in 2016
Housing Units Number % of Total
Housing Units
Total 23,510 100%
– Owner Occupied 16,880 72%
– Rental 6,630 28%
– Single Family Homes 14,177 60%
– Multifamily Homes 9,333 40%
Publicly Subsidized
Total Subsidized 560 2.4%
– Senior Housing 393 1.7%
– Housing for People with Disabilities 0 0.0%
– All Other Publicly Subsidized Units 167 0.7%
Affordable Units
Housing Units affordable to households with incomes at
or below 30% Area Median Income (AMI) 1,351 6%
Housing Units affordable to households with incomes
between 31 and 50% Area Median Income (AMI) 2,254 10%
Housing Units affordable to households with incomes
between 51 and 80% Area Median Income (AMI) 3,920 17%
Total Affordable Housing Units at 80% AMI and below 7,525 32%
Source: Metropolitan Council and Housing Link
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Table 4.2: Subsidized Affordable Housing in Edina, 2016
Name and Location Description Eligibility Funding
66 West
3330 W 66th Street
39 affordable units
supportive housing
facility – 39 studio
apartments
Young adults
experiencing
homelessness at
or below 30%
AMI
City, County,
MHFA, MEF, FHF
Crossroads of Edina
(formerly Oak Glen)
5515 Oak Glen Road
26 affordable units in
64 unit apartment
building – 4 1-bedroom
and 22 3-bedroom
Families at or
below 30% AMI
HUD Section 8
(PBA); MHFA
Edina Lodge
6312 to 6314 France Ave S
6 affordable units in
duplexes and triplexes 60% AMI MHFA
Interlodge
5141 William Ave
6 affordable units in
duplexes 30% AMI County and
MHFA
South Haven
3400 Parklawn Ave
100 affordable
apartments, 1-bedroom
Seniors at or
below 30% AMI
LIHTC, HUD
Section 202
Summit Point/Woodhaven
5010 Summit Ave
29 affordable
apartments, 1-bedroom
Seniors at or
below 30% AMI
LIHTC, HUD
Section 202
Yorkdale Townhomes
W 76th St & York Ave S
90 affordable units: 10
1-bedroom, 56 2-
bedroom, 20 3-
bedroom, 4 4-bedroom
Families at or
below 30% AMI
LIHTC, County,
MHFA
Yorktown Continental
7151 York Ave S
264 affordable units,
262 1-bedroom, 2 2-
bedroom
Seniors at or
below 30% AMI LIHTC, MHFA
Source: Housing Link - https://www.housinglink.org/
As shown in Table 4.3 and the following chart, the percentage of households that are experiencing cost
burden has gradually risen since 1990, reaching the greatest proportion in 2010. The trend is mixed: the
percentage of renters experiencing cost burden has been slowly decreasing since 1990 while the
percentage of owners experiencing cost burden has fluctuated over the past 3 decades. Of all cost
burdened households in Edina, about 10% of households spend 50% or more of their household income
on housing, which is qualifies as severe housing cost burden.
It is important to note that cost burden is also present in households making greater than Area Median
Income, which explains the gap between percentages presented in Table 4.3 (for cost burdened
households making 80% or less of AMI) and the following graph. Roughly 9% of households making at
least 80% AMI ($75,000 or more) experience cost burden.
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Table 4.3: Edina Households Experiencing Cost Burden, 2016
Category Households
in Bracket
Percent of Total
Households
Existing households experiencing housing
cost burden with incomes below 30% AMI 1,328 6%
Existing households experiencing housing
cost burden with incomes between 31 and
50% AMI
1,228 5%
Existing households experiencing housing
cost burden with incomes between 51 and
80% AMI
1,341 6%
Source: Metropolitan Council, US Census
Source: Metropolitan Council, US Census
25%26%
31%29%
19%19%
28%26%
43%43%43%
39%
0%
5%
10%
15%
20%
25%
30%
35%
40%
45%
50%
1990 2000 2010 2016
Percent of Edina Households Experiencing Cost Burden
All Households Owner Households Renter Households
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Figure 4.1: Owner Occupied Housing Estimated Market Value
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Trends and Challenges
• Addressing the need to provide housing that is affordable across a range of
household types. As a highly desirable
community with typically high land
values, affordability is a challenge for
Edina. This extends well beyond the
lowest income households, including
limited affordability for first time
homeowners, young families, seniors
seeking to downsize, and many other
groups. Lack of affordable housing
prevents new people from moving into
the community, and may force existing
households to relocate when they face a
lifestyle change. This is further
emphasized by demographic changes, in particular the aging of the population, and the
fact that wages have not kept up with inflation and the rising cost of housing.
• Incorporating housing within walkable neighborhoods. Especially in developed
communities like Edina, residents are frequently looking for a location where they can
easily access what they need on a daily basis. This includes proximity to retail and
services, walkable and bikeable routes, connections to parks and community services,
access to transit, and other amenities. In Edina in particular, there is an exceptionally
strong relationship between housing and the school district, which attracts many
residents to the city. Post-recession housing patterns show that particularly in the case of
multifamily development, residents are often looking for these amenities within walking
distance of their home. Additionally, walkable development patterns can help reduce the
traffic impact of denser housing patterns by accommodating at least some trips through
walking, biking, or transit rather than automobile.
• Accommodating affordability in a high property value community. The high
values of land in Edina complicate the provision of affordable housing in several ways.
There is limited supply of what is
known as naturally occurring
affordable housing (NOAH), since
most unsubsidized housing in Edina
does not qualify as affordable. Also,
acquiring land to preserve or
construct housing is so expensive,
that even dedicated resources (such
as funds from the inclusionary
zoning policy proceeds) are not
sufficient to create impact.
Additionally, the factors that
contribute to the maintenance of
high values are not accidental. Edina
has been mindful for decades of
developing a community that protects
and grows value, sometimes to the
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extent of excluding types of development or even people. Now is time to change course,
to be more welcoming and inclusive by seeking to provide housing for households with a
broader range of incomes.
• Accommodating development of new housing types that are responsive to
needs but compatible with existing community. As a fully developed community,
any new development will occur within an area with existing character and context.
Particularly when new or different housing types are introduced to meet needs, there is
an interest to ensure it is an asset to the community, and any impacts to surrounding
properties are adequately mitigated. For instance, there has been increased interest in
higher intensity mixed use development in recent years – providing residents with easy
access to transit, retail, and services, as well as opportunities to live and work in spaces
with close proximity. High density developments are already present in Edina (formally
and informally), but more are likely to occur. Managing these uses to mitigate any
potential conflicts is important.
• Allowing innovation while maintaining community character. With the changing
ways people are living, working, and using spaces, there will be changes in how land uses
function – both in new and renovated spaces. Edina is frequently on the forefront of
innovative practices, particularly related to sustainability and technology. However, this
will require some flexibility in development standards. One of the goals of innovating may
be to find ways to accommodate missing housing types or to let housing be produced
more affordably. Examples of
housing types may include
“missing middle” housing
options – a range of multi-unit
or clustered housing types
compatible in scale with single-
family homes that help meet
the growing demand for
walkable urban living. These
housing options may include co-
housing, duplexes, triplexes,
fourplexes, and other smaller
scale multifamily types. Ways to
reduce housing costs could
include modular building styles
that take advantage of efficiencies in the construction process.
• Combatting social isolation. While not a housing issue per se, the way people live
their lives now has become more isolated and disconnected than in the past. This has
contributed to any number of societal problems, from political polarization to a rise in
the suicide rate. How do we help connect communities back together through shared
spaces and functions, including accommodating diversity in various forms? This can be
addressed through how residential areas are designed and built, to support social
interaction and community connectivity.
• Need for housing tools in strong markets. Many traditional public sector
interventions in the housing market were originally designed to work in areas where the
private sector is absent or underperforming. However, these same tools can be effective
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in a place like Edina, though they may require creative approaches and partnerships. In
general, Edina needs approaches that are focused on value capture of current and
forecasted growth. The city’s inclusionary housing policy is a key example of this, but will
need to be supported by addressing the barriers to creating affordable housing such as
zoning restrictions.
• Accommodating housing needs of a changing population. The City of Edina is
seeing changes in its demographics,
particularly in terms of increased racial
and ethnic diversity, and overall aging
on the population. In particular, there
are specific needs related to a growing
senior population. This includes options
for residents to safely age in place,
including receiving in-home medical
care and other supportive services.
Special housing types that accommodate
health and mobility limitations, including
congregate housing and memory care,
will be needed.
Housing Needs Analysis
Between 2016 and 2040, it is anticipated that around 7,500 new households will be added to the City of
Edina. What type of units will be constructed will depend on housing needs, community preferences,
and market realities. This section provides an overview of recent housing studies for Edina, and
summarizes existing and project housing needs within the city.
Future Housing Needs
Edina’s Cities of the Future (2015) report described trends that are shaping the demand for housing in the
city. It envisions a future where housing is integrated into mixed use neighborhoods, better meeting the
needs of smaller households with fewer children, and an aging population. Characteristics of new
housing may include:
• New housing options primarily are provided as attached (multifamily) apartments and
townhouses and small detached lots, with a variety of sizes, uses, and resident types.
• Low rise, high density buildings with smaller apartments that are adaptable to provide
opportunities to work at home, and to meet the needs of people with disabilities.
• Neighborhoods providing walking access to residents, retail, office, culture, entertainment,
restaurants, schools, community centers, and green space.
• Smart buildings and sites ensuring wise resource use with low energy and water consumption,
and integrated recycling and composting systems.
• Outdoor spaces integrating pedestrians, cyclists, playgrounds and ecology.
• Recognition that cars are guests in the streets and are respectful of other users.
The study notes that mixed use neighborhoods are becoming a better match with current and expected
future housing needs than traditional suburban neighborhoods. However, investing in Edina’s single
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family housing stock remains popular, as evidenced by the teardown trend. Demographic changes are
driving demand for different housing types, including smaller units which are more affordable, and have
lower costs for maintenance, energy and water. As population density increases, and citizens are using
their neighborhoods more intensely, there will be a transformation of streets to spaces shared by
automobiles and other uses, more areas will become car free, and there will be other initiatives that
improve safety on the streets. The shift in desired housing, combined with changes in working modes,
means that more people are self-employed and/or work remotely, this may be from home, a local co-
working space or even a coffee shop. People are more often mixing work and leisure time, and
therefore want to work within their community, where they also recreate and engage in social activities.
Outside of this report, a couple other housing concepts that have been identified during the planning
process include:
• “Missing middle” housing. This encompasses housing between the scale of low and high densities,
providing both an option to meet needs, and a built form type that can transition between
adjacent districts of different levels of scale and intensity.
• Lifecycle housing. Ensuring there is a full range of housing options for all stages of life, from starter
homes through continuum of care, so people can live their whole lives in Edina as they choose.
Community Priorities for Housing
Vision Edina Strategic Vision and Framework and Vision Edina Community Engagement Report (both 2015)
outlines directions for housing from the City’s community visioning process, reflecting community input.
Results are summarized below.
Residential Development Mix
The issue of residential property
development was repeatedly
raised throughout the Vision
Edina process. The City has
been faced with a number of
redevelopment pressures and
challenges across numerous
areas. Residents strongly favor a
continued focus on the single-
family housing nature of the
majority of the city
neighborhoods, but there is
increasing concern about the
trend and impact of so-called
‘teardowns’ on the community.
There is also recognition of
some need for additional multifamily options to create more diversity in housing affordability. This
would provide increased options at all stages of life and attract younger residents. It is notable that
residents who were either among the youngest, the oldest, or female were more likely to favor multiple
housing options – whereas middle aged and male respondents were more likely to favor single family.
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Issues
• Residential neighborhoods continue to serve as the defining characteristic of the city, and there
is a high desire to protect and enhance such neighborhoods.
• Residents take a great deal of pride in their homes, and express concern about the escalating
redevelopment pressures facing some neighborhood areas.
• Edina continues to face competition from neighboring communities that claim to offer a similar
quality of life while also offering more available land for development.
• The community must balance the needs of the families that have defined its character, with an
aging population that desires to ‘age in place.’
Strategic Actions
• Further encourage the development of neighborhood associations and the overall neighborhood
concept. Define the unique character and brand of each of the well-established neighborhoods,
and explore innovative planning guidelines to allow preservation and enhancement of the
desired neighborhood visual appeal.
• Pursue further planning and development options that protect and locate key amenities, such as
parks and community facilities, within the neighborhood framework to allow neighborhood
centers and focus points to further evolve.
• Continue to explore options for new multifamily housing throughout the city in mixed-use areas
and near public spaces, including areas such as Southdale, Pentagon Park and Grandview.
• Work to create affordable housing options close to transit, shopping and employment centers.
Big Ideas for Housing
Bridging between the Vision Edina process and the City’s comprehensive plan update, the Big Ideas
initiative in 2017 looked to draw out some of the major areas of focus that needed to be addressed in
the comprehensive plan.
From the major strategic focus areas identified in the Vision Edina process, Residential Development and
Live and Work (two of the most housing-related ones) were ranked about in the middle of the pack.
Participants were asked to identify Big Ideas associated with each of these focus areas. Those with the
most votes for these two focus areas included:
Residential Development Mix
• Affordable housing that is really life cycle housing; supports the values of equity, balance, and
diversity
• Neighborhoods all need a node. Nodes should all be different.
• Cooperative housing; separate living space that include communal areas such as gardens,
kitchens, gathering spaces
• Affordable single family homes
Live and Work
• Campus grouping jobs and housing with environmental amenities and attention to beauty (low-
scale residential and business)
• Enable live and work nodes attractive to emerging technology and medical device companies
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Edina Affordable Housing Policy
As of November 2015, the City of Edina has adopted an Affordable Housing Policy. The focus of this
policy is on a proactive and inclusionary approach to providing affordable housing in the city. This was in
response to the City’s recognition of the need to provide affordable housing in order to maintain a
diverse population and to provide housing for those who live or work in the city. The policy will be
reviewed and adjusted from time to time to better align with the City’s affordable housing goals and
current housing market conditions. Additionally, the Edina HRA has adopted guidelines for affordable
housing development that apply to projects that are supported by tax increment financing.
Existing and Projected Housing Needs
Based on an analysis of existing conditions and the studies summarized above, it is anticipated that the
following housing types likely will be the most needed in the coming years:
• Affordable housing. As of 2016, around 29% of households in Edina experienced cost burden,
paying more than 30% of their incomes on housing costs. The percentage for renters was even
higher, at around 39%. With an aging population and an influx of young families with children, it
is not anticipated that the need for affordable housing will decrease. Addressing the affordable
housing needs of current and future residents will continue to be a primary need in Edina.
• Housing for young families, including first-time homebuyers. The strength of the school
district in Edina has continued to attract families with school aged children. There will be a
continued need for housing options that work for families, including those that are affordably
priced. This may be in the form of maintenance of existing single-family residences, or newer
options – including “missing middle” type multifamily housing developments and other types.
• Lifecycle and senior housing. With an aging population, Edina will see continued and
expanded need for housing options that work at all life stages. This may include senior and
assisted living housing options, so that residents are able to stay in Edina throughout their lives.
• Housing in walkable and livable communities. In metropolitan areas, there is a growing
interest in housing, particularly multifamily housing, that is located within walking distance of
amenities including retail, services, parks, and other destinations. Particularly in areas like
Greater Southdale, there is the opportunity to add housing into a mixed-use community, which
in turn can help reduce dependence on automobile travel.
While housing constructed in Edina will largely be driven by market forces, the City of Edina has an
opportunity to influence developers through policy and regulatory guidance, partnerships, and strategic
investments. The implementation section later in this chapter provides more detail on how these
housing needs will be addressed.
Affordable Housing Goals
Affordable housing is a primary concern in Edina, particularly given the high property values that tend to
push housing prices out of the reach of many households. The Metropolitan Council has recognized that
affordable housing is a regional issue, and has allocated forecasted affordable housing needs to each
community. One of the primary factors used in assigning these forecasts was the presence of low wage
jobs, a primary source of employment for residents of lower cost affordable housing. Edina’s allocation
was influenced by the fact that it has a high ratio of jobs to affordable units currently. This suggests that
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employers in this area may have trouble finding all the workers they need for these jobs, and workers
may have trouble finding housing near where they work.
Being cost burdened is not uniquely associated with low income households. Cost burden can affect
households at virtually all income levels, depending on the relative cost of housing. And all housing has
been subsidized at some point through public investment in community building, services, and
infrastructure – not to mention mortgage programs and terms that making homeownership more
accessible. Nevertheless, the focus of this plan will be on lower income households, since the need and
the lack of options are strongest in that category.
Edina has had relatively few units affordable to low income households added over the past decade.
However, some were added in 2015 and 2016.
Source: Metropolitan Council, US Census
Housing Performance Scores are a measure of how a community is progressing toward its affordable
housing goals. It reflects the amount of affordable housing constructed over the previous decade, as well
as preservation and rehabilitation of existing affordable housing, housing policies and ordinances, and
characteristics of the existing housing stock. Edina’s 2017 score is 91 out of 100, reflecting both recent
housing development and its affordable housing policy approach.
The Metropolitan Council prioritized housing affordability in Thrive MSP 2040, and the 2021-2030
Allocation of Affordable Housing Need for Edina reflects the city’s share of the region’s forecasted
population that will need affordable housing. Housing is considered “affordable” when no more than 30%
of household income goes to housing, so households with different income levels have different
thresholds of “affordable.”
According to this allocation, Edina’s share of affordable housing need is 1,220 units by 2030, as shown in
Table 4.4. This represents a significant increase from the target in the previous comprehensive plan,
which, it must be acknowledged, was not achieved. As the total expected housing growth for Edina is
around 7,500 units, this represents a substantial share of overall net new housing as well.
0
5
10
15
20
25
30
35
40
45
2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016
Affordable New Units Added by Year
Owner Renter
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The total is further allocated by three tiers of affordability. These are based on how much households at
certain percentages of Area Median Income (AMI) can pay for housing without becoming cost burdened
– that is, spending more than a third of their income on housing costs. For instance, as of 2018, the
income limits for a four-person household were $28,300 (30% AMI), $47,150 (50% AMI), and $71,900
(80% AMI). These amounts will continue to be adjusted over time.
Table 4.4: Affordable Housing Allocation Goals
Income Range New Unit Goal
At or below 30 AMI 508
From 31 to 50 AMI 325
From 51 to 80 AMI 387
Total Number 1,220
Source: Metropolitan Council
The corresponding affordable purchase price for a household at 80% AMI is approximately $236,000, as
of 2018. It is anticipated that the demand for affordable housing will be accomplished through
construction of new subsidized housing units, participation in land trusts, subsidized acquisition of
existing units, and other strategies.
To meet Metropolitan Council housing plan requirements, Edina must demonstrate it has sufficient land
guided for development at minimum densities (units/acre) high enough to make affordable housing a
viable option. which have been shown to support affordable housing. The cost to build per unit typically
decreases as the number of units per acre increases. Lower per unit costs make development an option
for affordable housing developers as well as market-rate developers.
According to the Metropolitan Council, any residential future land use designation that has a minimum
density of eight units per acre or more will count towards affordable housing allocation calculations.
Table 4.5 includes the future land use designations for Edina and the minimum units per acre.
Table 4.5: Residential Future Land Use Designations
Land Use Minimum Density
(units/acre)
Qualify for
Affordable Housing
Low Density Residential 1 No
Low Density Attached Residential 4 No
Medium Density Residential 5 No
High Density Residential 20 Yes
Greater Southdale District Residential 50 Yes
Neighborhood Node* 30 Yes
Office Residential* 20 Yes
Mixed-use Center* 20 Yes
Community Activity Center* 90 Yes
Regional Medical Center* 50 Yes
*Mixed use
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Table 4.6 demonstrates that Edina has well beyond the necessary minimum land guided for residential
development to meet the affordable housing allocation.
Table 4.6: Development Potential for Affordable Housing Allocation
Land Use Net Acres Min
Units/Acre
Min %
Residential
Potential
Units
Low Density Residential 0 1 100% 0
Low Density Attached Residential 0 4 100% 0
Medium Density Residential 0 5 100% 0
High Density Residential 86 20 100% 1,720
Greater Southdale District Residential 68 50 100% 3,400
Neighborhood Node* 7 30 50% 105
Office Residential* 116 20 50% 1,160
Mixed-use Center* 21 20 50% 210
Community Activity Center* 114 90 50% 5,130
Regional Medical Center* 22 50 50% 550
Total 435 - - 12,275
*Mixed use
This does not mean that all the allocated land will be used for affordable housing redevelopment, nor
that the market would necessarily support the creation of these units. However, it does demonstrate
that Edina may have capacity for development beyond the 2040 forecasts. This may inform future policy
decisions if the rate of is faster than anticipated.
Goals and Policies
Housing Supply and Community Growth
Goal 1: Accommodate all planned residential growth in the city based on planned
infrastructure investments and other community goals and assets.
1. Seek to accommodate the total new households projected to locate in the city by the year
2040.
2. Acknowledge the interrelationship between land use, transportation, and public school
enrollments, and support development of housing in areas accessible to a range of
transportation options, including bicycle, pedestrian, and transit.
3. Recognize that successfully reaching affordable housing goals assists the city in achieving related
community goals, including:
a. Accommodating housing for young families with children in Edina schools;
b. Maintaining community character and supporting a strong tax base;
c. Fostering diversity by addressing disparities;
d. Supporting Edina businesses’ ability to remain competitive in regional and global
markets and attract quality employees;
e. Providing lifecycle housing opportunities for community renewal
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Housing Affordability
The City of Edina is committed to aid and secure affordable lifecycle housing for a diverse community.
Safe, secure, and affordable housing is essential to the healthy development of individuals, families,
businesses, and communities.
Goal 2: Encourage the development and maintenance of a range of housing options
affordable to residents at all income levels and life stages.
1. Encourage the production of additional affordable housing units and retention of existing
affordable housing units to meet the city’s housing needs and its Metropolitan Council affordable
housing need allocation of 878 units.
2. Encourage the preservation and maintenance of, and improvements to, existing subsidized and
naturally occurring affordable housing.
3. Support tenant rights to ensure that renters are treated fairly and equitably by landlords.
4. Revisit height and density zoning requirements if needed to make the development of affordable
housing financially feasible in areas guided for redevelopment.
5. Promote the preservation and production of affordable housing through the areas of Edina
accessible to transit by addressing financial and zoning barriers.
6. Increase housing stability and security of residents living in affordable housing.
7. Engage Edina residents, through Edina Neighborhood Associations, faith institutions, the Senior
Center, and other community organizations, in a dialogue about the city’s commitment to
affordable housing, with the intention to educate and engage all Edina residents about this issue
and public policies to address it.
8. Engage the Planning Commission and the Human Rights and Relations Commission to annually
review with staff and report to the City Council the City’s progress in meeting affordable
housing and diversity goals as set out in this Chapter, in order to measure the success of the
Affordable Housing Plan and recommend changes required to better advance those goals.
9. Promote owner-occupied units over rental units when providing affordable housing.
10. Recognize that housing is a long term investment and promote housing policies that offer
enduring opportunities for medium and low income residents to house themselves, emphasizing
home ownership.
Housing Quality and Design
Goal 3: Continue to support high quality design of residences and residential
neighborhoods in a way that furthers sustainability, character, and livability, and maintains
long term investment.
1. Provide an attractive living environment and promote housing that is compatible in quality,
design, and intensity within neighborhoods in order to ensure the vitality and health of single-
family and multifamily/mixed-use neighborhoods.
2. Where appropriate and guided by city policy, encourage the development of walkable
neighborhoods that provide a range of daily needs within walking distance, potentially reducing
reliance on cars.
3. Housing should support and be supported by surrounding land uses, traffic capacity and
patterns, public facilities, and connections to open space and natural resource features.
4. Maintain Edina’s lower square footage housing stock in order to attract new residents and retain
current residents, including providing affordable options.
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5. Encourage the use of green and sustainable building materials and methods, to reduce the
environmental impact of residential construction and maintenance.
6. Support healthy housing options through missing middle planning, neighborhood community, and
building design and maintenance, as well as walkable and livable neighborhoods that encourage
active living.
Housing Choice
Goal 4: Support the development of a wide range of housing options to meet the diverse
needs and preferences of the current and future Edina community.
1. Promote increased housing opportunities and a diversity of housing types by promoting the
creative and innovative use of land guided for residential/commercial mixed-use while promoting
transit use and other mobility alternatives.
2. Promote a vision of community that is inclusive of a range of ages, incomes, abilities, and other
demographics, and offers a range of housing options.
3. Promote affordable and workforce housing that includes a range of housing prices and options,
based on the principle that those who contribute to the community should have the opportunity
to live here. Also, this housing vision strengthens and reinvigorates community institutions and
makes the city an attractive destination for young families.
4. Promote lifecycle housing to support a range of housing options that meet people’s preferences
and circumstances in all stages of life.
5. Protect and maintain lifecycle housing that is important for attracting young families.
6. Retain and expand housing ownership options, while also supporting a balance between
ownership and rental households.
7. Support the development of both mixed income and 100% affordable housing throughout Edina
where there is access to transit.
Implementation Plan
Housing Strategies
General
1. Assign responsibility for implementing all of the housing plan policies. Provide an annual
progress report.
2. Create a financing plan for implementing all of the housing plan policies.
Housing Choice
1. Support the development of a program that will assist workers employed within the city to live
in the city and attract new residents to the area.
2. Offer resources to support senior residents to age-in-place, if desired.
3. Assist neighborhoods in retaining starter housing stock that can accommodate young families.
City programs and policies can promote such features as housing affordability, sidewalks, and
proximity to recreational amenities such as parks (including pocket parks), playgrounds and
community gardens that act as magnets to encourage young families to settle in the city.
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Affordable Housing
1. Provide active leadership and acknowledge the responsibility to meet affordable housing needs
for residents and workforce through land use and fiscal policies.
2. Collaborate with the public, nonprofit, and private sectors in the planning and developing of
housing, especially with those that focus on the provision of mixed income and affordable
housing and other housing the marketplace does not sufficiently provide.
3. Encourage long-term management strategies for affordable housing, in cooperation with
affordable housing organizations, to ensure the continuation of its affordability features to
successive households.
4. Continue to fund and expand financial and technical support of community land trusts that
provide affordable housing within the city.
5. Expand educational outreach to the larger metropolitan community about programs that foster
affordability and maintenance.
6. Address any regulatory barriers that unnecessarily decrease housing affordability without a
counterbalancing benefit to the community.
7. Continue to implement the City’s inclusionary affordable housing policy, and ensure that any
accumulated funds are invested appropriately in expanding affordable housing options.
8. Within appropriate areas and in the context of “give to get” approaches, support densities that
are compatible with providing affordable housing options for residents.
9. Investigate the need for, and implement as deemed appropriate and practicable, tenant
protections, including rental licensure and tracking, tenant notification requirements, or other
approaches.
10. Seek out additional creative funding approaches, such as socially oriented investing models, use
of tax credits and modified forms of tax increment financing, and other alternative financing
structures.
11. Review existing affordability agreements with subsidized housing and use of housing vouchers to
determine status.
12. Create a mortgage assistance program to specifically target income-eligible workers employed
within the city to enable them to live in the city. The City may choose to collaborate with other
organizations to develop this program.
13. Support the use of rental assistance programs for income-eligible households within the city.
14. Develop marketing plans for affordable rental and ownership units produced or preserved with
public subsidy, addressed to the larger metropolitan community, targeted at geographic areas or
groups who are unlikely to consider renting or purchasing housing in Edina, whether because of
inaccessibility of information or because they fear they will face racial, ethnic, or other
socioeconomic discrimination. The intention is to address race equity issues.
15. Develop and implement fair housing policy.
Housing Quality and Design
1. 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.
2. Maintain and update a citywide survey of housing conditions, to determine where additional
investment may be needed.
3. Consider program of offering assistance to income eligible property owners to rehabilitate 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.
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Partners and Programs
The City has many current and potential partners to collaborate in the effort to create affordable
housing in the city. Some of these partners are:
Edina Housing Foundation. Edina Housing Foundation (EHF) is a nonprofit corporation
founded in 1984 under the auspices of the Edina City Council. It has five members all residents
of Edina and appointed by the Edina City Council. The EHF provides a variety of financial and
policy support to promote affordable housing in the city of Edina. Current actions and programs
include Come Home 2 Edina; a second mortgage program for home ownership; investments in
property to potentially create affordable single and multi-family housing in the city and
grants/loans to build new affordable housing. The Foundation supports with yearly grants Home
Senior Services for elderly residents that need help keeping up their homes. The EHF also
recommends policy changes on affordable housing to the city council. The full time position in
the city of Edina of Affordable Housing Manager is financially supported by the EHF.
• West Hennepin Affordable Housing Land Trust (WHAHLT) WHAHLT is a nonprofit
community land trust organization originally established by the City of Minnetonka to sustain
and preserve affordable homeownership opportunities for working households. This program
provides affordable homeownership opportunities using the community land trust model, which
removes the market value of the land from the mortgage equation, thereby reducing the cost of
a home significantly. Since 2007, the City of Edina provided annual funding to the organization to
purchase three properties within the city to create perpetually affordable housing through
WHAHLT’s Homes Within Reach program. Between 2007 and 2017, 12 homes in Edina have
been acquired through this program.
The West Hennepin Affordable Housing Land Trust has a program known as Homes Within
Reach (HWR) in the western suburbs of Hennepin County. HWR offers the opportunity for
people to live in communities in which they work and or reside, creating stable communities and
households, through the advantages of homeownership. By preserving and recycling available
resources, the program maximizes the public and private investment being made in workforce
housing.
• Metropolitan Council. The Metropolitan Council provides access to a number of housing
assistance programs, including those using federal funds.
The Metropolitan Council’s Livable Communities Act (LCA) is a voluntary, incentive-based
approach to help the Twin Cities metropolitan area address affordable and lifecycle housing
needs while providing funds to communities to assist them in carrying out their development
plans. Through funds provided by the Livable Communities Act (LCA), the Metropolitan Council
awards grants to participating communities in the seven-county area to help them remediate
polluted sites, promote compact and connected development and redevelopment and increase
the supply of affordable housing. Funds are distributed through four LCA accounts: Tax Base
Revitalization Account, Livable Communities Demonstration Account, Local Housing Incentives
Account, and Transit Oriented Development.
Through the Metro Housing and Redevelopment Authority (HRA), the Metropolitan Council
also administers a range of housing assistance programs. Edina participates in several Metro
HRA programs, including:
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o Housing Choice Voucher Rent Assistance Program, also known as Section 8, which is
federally funded and provides rental assistance for low income households through
direct payments to landlords.
o Family Affordable Housing Program (FAHP), which provides scattered site affordable
housing in suburban communities. o Additional specialized programs are available for people with disabilities and special
needs to fund supportive housing options, such as Shelter + Care, Bridges Rental
Assistance, Housing Opportunities for People with AIDS (HOPWA) Rental Assistance,
and others.
• Hennepin County. Hennepin County provides emergency/short-term support for residents
“in a financial crisis that poses a direct threat to their physical health or safety.” This assistance
can provide emergency or temporary shelter; housing costs like rent payments, damage
deposits, home repairs and utility bills; and foreclosure prevention, moving expenses and
transportation to relocate, and extra food support for people on special diets.
• Minnesota Housing. Minnesota Housing, the state’s housing finance agency, provides a range
of programs to support affordable housing ownership options. These programs, which typically
have income limit eligibility requirements for participants, include:
o Start Up is a first-time homebuyer program meant to promote affordable interest rates
and help homeowners cover their down payments and closing costs.
o Step Up is a loan program meant to promote affordable interest rates, with assistance
for home purchases and rehabilitation. o Deferred Payment Loan is meant for first-time homebuyers to help reduce the cost of
homeownership.
o Monthly Payment Loan is a supplementary program to provide additional home
purchase assistance, in addition to other Minnesota Housing programs. o Mortgage Credit Certificate reduces the cost of mortgages by allowing homeowners to
claim a mortgage tax credit.
• Real Estate Developers. As addressed in the City’s affordable housing policy, affordable units
are required to be addressed as part of mixed income developments, or to pay into a fund to
pay for the construction of units elsewhere. Examples of this are already in existence in the
Greater Southdale area. Nonprofit developers who specialize in affordable housing may be more
equipped to navigate the various state and federal funding sources that are used to fund
permanently affordable units.
• Land Bank Twin Cities. Land Bank Twin Cities works with developers, nonprofit service
providers, and local governments to assist with real estate related transactions designed to
benefit low income people and other disadvantaged groups. They offer support via brokering
and negotiating property purchases, land banking and holding property, and financing/lending for
a property or project.
• Private Foundations and Funds. Minnesota has a strong tradition of local and regional
philanthropy. Opportunities may exist to partner with private foundations and funds to advance
mission-driven, innovative approaches to meeting housing needs.
• Alternative Ownership Structures. Community land trusts, cohousing communities,
cooperative housing, and other alternative ownership models can help control costs and lock in
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affordability over the long term – in part by separating out the value of the land from that of the
housing, and by introducing a structure to manage values over the long term. There are
limitations to how much these can be used in high value areas like Edina, but they certainly
should be considerations when the city is considering its affordable housing strategy.
Additional housing tools and strategies that may be used by the City of Edina are included in the
following Additional Housing Tools section.
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Additional Housing Tools
In the following table are a number of additional housing tools and strategies, divided up by the type
housing goal or need they may help fulfill. This is meant as a resource to supplement the main ones
provided in the Housing chapter.
Table XX: Housing Implementation Tools
Housing
Goal/Need
Implementation
Opportunity/Available Tool
Circumstance and Sequence of Use
Development of
affordable
housing (up to
80% AMI)
Planned Unit Development
(PUD)
The City may consider a PUD application for project that
includes affordable housing at or below 80% AMI, in
locations guided at appropriate densities and land use
categories as shown on the future land use map.
Tax Abatement The City may consider tax abatement for development
proposals including housing affordable at or below 80%
AMI, in locations guided at appropriate densities and land
use categories as shown on the future land use map.
Tax-Increment Financing (TIF) The City may consider TIF for proposals for housing
affordable at or below 80% AMI, in locations guided at
appropriate densities and land use categories as shown on
the future land use map.
Housing Bonds It is unlikely the City will consider issuing housing bonds to
support affordable housing development, as it is not
regularly used here. However, this is still a potential tool
that may be considered for projects meeting multiple city
goals.
Site Assembly The City may consider assembling a site for affordable housing
at or below 80% AMI. This could include acquiring and holding
land as well as sub-allocating such monies to a qualified
developer approved by the City Council.
Consolidated Request for
Proposals (RFP)
The City may consider supporting an application to RFP
programs for housing affordable at or below 80% AMI in
locations guided at appropriate densities and land use
categories as shown on the future land use map.
Community Development
Block Grant (CDBG)
The City has supported the use of CDBG funds to develop
affordable housing opportunities at or below 60% AMI in the
past, and may consider using for future projects which are
consistent with city policy and meet program criteria.
HOME Investment Partnerships
Program (HOME)
The City may consider supporting an application to HOME
to fund activities to build, buy, or rehabilitate affordable
housing at or below 60% AMI for locations guided at
appropriate densities and land use categories as shown on
the future land use map.
Livable Communities
Demonstration Account
(LCDA)
The City has supported the use of LCDA funds to develop
affordable housing opportunities in the past, and will consider
using it for future projects affordable at or below 80% AMI
which are consistent with city policy and meet program criteria.
Inclusionary Zoning Policy The City has already adopted an inclusionary zoning policy
supporting the construction of affordable housing at or
below 60% AMI and will continue to use and modify this
tool as needed to support the development of affordable
housing.
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Affordable Housing Incentive
Fund (AHIF)
The City has supported the use of AHIF to develop very low
income affordable housing opportunities at or below 30% AMI,
and will consider using it for future housing projects which are
consistent with city policy and meet program criteria.
Preserving
existing
affordable
housing stock
4d Tax Program The City currently has a 4d pilot program with an
affordable housing rehabilitation component that will be
reviewed and possibly expanded. This program may be
used to provide reduced tax rates for properties with
housing affordable at or below 60% AMI.
Landlord Education for
Inclusive Housing Policies
Landlord education can provide information for how to
maintain and manage affordable housing. The City may
partner with other agencies to offer educational resources
to landlords of existing affordable rental properties at 80%
AMI or lower.
Land Bank Twin Cities and
Community Land Trusts
Land banks and land trusts can be used to maintain existing
affordable housing stock at or below 80% AMI, including
naturally occurring affordable housing. The City may
consider working with the Land Bank Twin Cities or other
land trusts on affordable housing preservation.
Project Based Rental
Assistance
The City may consider supporting the use of project based
rental assistance programs, such as Section 8, to maintain
affordable options at or below 80% AMI in the city.
Rental Rehabilitation Grants
and Loans
The City may partner with other agencies to offer
resources to landlords for rehabilitation grants and/or
loans for existing affordable rental properties at or below
80% AMI, when consistent with city goals and policies.
Low Income Housing Tax
Credit Properties (LIHTC)
The City has supported the use of LIHTC to develop affordable
housing opportunities, and will consider using it for future
projects affordable at or below 60% AMI.
Single Family Rehabilitation
Grants and Loans
The City may partner with other agencies to offer
resources to homeowners for home rehabilitation
grants/loans, when consistent with city goals and policies.
Income may be a criterion used to determine eligibility.
Supporting
young/first-time
homeowners
Start-Up Loan Program Minnesota Housing provides this program to assist first-
time homebuyers with financing a home purchase and
down payment through a dedicated loan program. The
City may partner to offer education about the availability
of this program.
Single Family Rehabilitation
Grants and Loans
The City may partner with other agencies to offer
resources to homeowners for home rehabilitation
grants/loans when consistent with city goals and policies.
Maintaining
homeownership
Foreclosure Prevention
Counseling
The City may partner with other agencies to offer
foreclosure prevention resources to homeowners and
educate homeowners about opportunities for assistance.
Step-Up Loan Program Minnesota Housing provides this program to assist non
first-time homebuyers to purchase or refinance a home
through a dedicated loan program. The City may partner
to offer education about this program to potential
applicants.
Senior housing Planned Unit Development
(PUD)
The City may consider a PUD application for senior
housing in locations guided at appropriate densities and
land use categories as shown on the future land use map.
Expedited Pre-application
Process
The City may consider creating a pre-application process
to identify ways to minimize unnecessary delay for senior
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housing and affordable projects prior to formal application
process.
Site Assembly The City may consider assembling a site for senior housing. This
could include acquiring and holding land as well as sub-allocating
such monies to a qualified developer approved by the City
Council.
Zoning Ordinance The City may review the zoning ordinance and identify
policies or regulations that may inhibit senior housing
development.
Tax Abatement The City may consider tax abatement for a senior housing
project with units affordable at or below 80% AMI.
Tax-Increment Financing (TIF) The City may consider using TIF to finance this housing
type, when the project is consistent with other city goals
and policies, particularly for affordable housing at or below
80% AMI.
Housing Bonds It is unlikely the City will consider issuing housing bonds to
support senior housing development. However, this may
be an option for projects meeting multiple city goals and
policies.
Consolidated RFP The City may consider supporting an application to RFP
programs for senior housing affordable at or below 80% AMI in
locations guided at appropriate densities and land use
categories as shown on the future land use map.
Community Development
Block Grant (CDBG)
The City has supported the use of CDBG funds to develop
affordable housing opportunities at or below 60% AMI in the
past, and may consider using it for future affordable senior
housing projects which are consistent with city policy and meet
program criteria.
Livable Communities
Demonstration Account
The City may consider supporting or sponsoring an
application to Livable Communities Account programs for
affordable senior housing at or below 60% AMI to address
above housing needs and goals.
Increasing the
livability of the
city
Home Improvement Loans Minnesota Housing offers this program to assist
homeowners in financing home maintenance projects to
accommodating a physical disability or select energy
efficiency improvement projects. The City may partner to
educate about this program.
ADU Ordinance The City may consider developing an ordinance permitting
the construction of accessory dwelling units or guest
homes in specific zoning districts, if consistent with overall
city goals and policies
Program or Framework The City may consider working with stakeholders to
develop guiding principles, frameworks, and action plans to
consider and incorporate the needs of existing and
potential residents into development decisions.
Fair Housing Policy The City has an adopted Fair Housing Policy and will
continue to use it in the future and modify as needed.
Edina
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Plan
11-1
11.0 Human Rights and Relations
Chapter Highlights
This Chapter of the Comprehensive Plan describes
the Edina’s goals and policies that have been
developed by the Human Rights and Relations
Commission to ensure that City departments,
programs, officials and staff are working to “Build a
Human Rights City with Race Equity For All.”
Before outlining these specific goals and policies, the
chapter discusses the difference between “equality”
and “equity;” two words, which at the surface, imply
the same thing and are often interchangeable. At a
deeper level, however, these two words are related
but have different meanings. Together, with equality
as a base and equity as an aspirational end, they
define how the City will operate to ensure that all
residents are given the opportunities they need to
enjoy and benefit from living in Edina.
This chapter:
• Explains the differences between equality
and equity
• Discusses Edina’s commitment to ensuring
equality and equity, through Resolution No.
2016-72 that established the City as a
“Human Rights City”
• Discusses the current state of human rights
and relations in Edina
• Outlines areas of concern where work
needs to be done to address equality and
equity
One of the aims of this chapter is to ensure that
steps are taken to ensure that the City looks at its departments, program, services, and practices
through the lenses of equality and equity and, thus, truly established itself as a “Human Rights City.” Of
particular concern is equality and equity in the areas of: housing, community services and facilities, parks
and recreation, and environment. Goals discussed in this chapter are focused on:
• Establishing a race equity plan,
• Ensuring equal access and opportunities for all residents
• Ensuring that the City welcomes all members of the community to participate in its social,
employment, economic, political, and recreational activities,
• Ensuring that the City supports and fosters economic equity and justice for all residents, and
• Ensuring that economic harm should not be an intended or unintended consequence of City
programs, initiatives, or activities.
Human Rights and Relations
Commission
Themes
The Edina Human Rights and Relations
Commission identified seven themes to
consider when developing policies.
1. Race equity
2. Gender justice
3. Social inclusion
4. Economic justice
5. Education
6. Environment
7. Police and justice system reforms
The Commission has identified the
following ten social capital/social well-
being indicators to consider when
making policy decisions:
1. Race
2. Age
3. Ability
4. Sexual orientation
5. Gender identity
6. Ethnicity
7. Religion
8. Health
9. Poverty/socio-economic status
10. Education
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Introduction
The City of Edina has long been recognized as an exceptionally livable and desirable community.
Livability is best described by Bruce Appleyard in Transportation Research Record: Journal of the
Transportation Research Board (2014), as “an individual’s ability to readily access opportunities to
improve [ ] personal quality of life for living, working, playing, shopping, learning, worshiping, resting and
moving within [a] city, town or neighborhood.” However, not all Edina residents experience these
opportunities in the same way, nor with the same degree of success.
It is the public policy of the City of Edina to secure for all residents of the City freedom from
discrimination because of race, color, creed, religion, age, sex, sexual orientation, gender expression,
marital status, disability, status with regard to public assistance, familial status or national origin in
connection with employment, housing and real property, public accommodations, public services, credit
and education [Edina City Ordinance 15.01]. In 1970, the City of Edina established the Human Rights
and Relations Commission (Commission) to promote and help implement its public policy of
nondiscrimination. The Commission is charged with the responsibility to advise the City Council on
matters relating to discrimination and human relations, and to implement programs of education and
community action designed to advance public policy regarding human rights. [Edina City Ordinance
1501.02]. The Commission advocates for basic human rights and needs in the community and promotes
responsibility and integrity in human relationships by providing service, information and
recommendations, cooperating with other communities and governmental organizations, and sponsoring
forums and community events.
In 2016, the City of Edina became a Human Rights City. This is a commitment to “reducing
discrimination, inequality, racism, and xenophobia in all aspects of civic life: housing, education, economic
opportunity, religious and cultural expression, access to public institutions and opportunities, and safety
and security” [City of Edina Resolution No. 2016-72 Establishing Edina, Minnesota as a Human Rights
City].
In 2017, Edina joined the Government Alliance on Race and Equity (GARE), which is a national network
of governments working to achieve racial equity and to advance opportunities for all. The work involves
using a race equity framework to create long-term sustainable results on race equity in all aspects of
government. Achieving race equity means that race will no longer predict a person’s success, while also
improving the outcomes for everyone.
This Comprehensive Plan chapter outlines goals, policies, and implementation that will foster an inclusive
and engaged community, i.e., a welcoming community where every person can contribute, thrive, and
enjoy the benefits that our city has to offer.
The Commission recognizes in its work that there is a difference between equity and equality and it is
critical this difference is taken into account when addressing human rights and relations. Equality implies
that the same resources are provided for everyone regardless of background or circumstance. Equity
implies that everyone is given the resources needed to have an equal chance of succeeding, with those
facing more obstacles to success receiving the resources needed to overcome them. This concept is
illustrated in Figure 11-1 on the following page.
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The Commission’s recent activities have included
1) Advocacy for rights for domestic partners
2) Advocacy for gay marriage
3) Programming to promote inter-ethnic, inter-generational, and inter-religious understanding
4) Advocacy for affordable housing
5) Public recognition of those who advocate for and promote human rights
6) Advocacy to end all forms of discrimination against women
7) Community response to bias offenses
8) Participation in the City’s Race and Equity Initiative
9) Ex Officio Involvement in the City’s participation in the Government Alliance on Race and Equity
(GARE)
Current Conditions
In 2015, the City of Edina formally adopted a Vision Statement, which describes Edina as “a …
preeminent place for living, learning, raising families and doing business.” In order for Edina to live up to
its adopted vision and reputation for livability, discriminatory acts and inequities that might be
FIGURE 11-1: Equality vs. Equity
Source: Interaction Institute for Social Change, Boston, Massachusetts, January 13, 2016
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experienced by residents and visitors to Edina should be
prevented. Moreover, efforts should be made to ensure that
when such acts occur, appropriate action will be taken. These
efforts require an understanding of current demographic and
socio-economic information.
The Edina Community is made up of families and individuals of
all ethnicities, but a majority of residents are European
Americans (85 percent). Additionally, 7.1 percent are Asian
Americans, 2.2 percent are African Americans, 2.1 percent are
more than one race, 1.8 percent are other races, and 0.2
percent are Native Americans. African-American families played a prominent role in settling Edina, but
European-American families became dominant during the 20th century. This was in part due to
restrictive covenants, which prevented people of color from owning or leasing property in entire
neighborhoods. Parts of Edina were subject to these covenants, which have been outlawed since the
Shelly v. Kramer United States Supreme Court ruling of 1948.
Negative Race-Related Experiences in the City of
Edina
Discrimination and inequities may be experienced by residents
and visitors in an array of contexts. In recognizing the
unwelcoming dynamic experienced by some community
members, including people of color, the City began a race and
equity initiative in 2017 to “identify and eliminate race-based
disparities in Edina city government facilities, services and
institutions” [City Manager Scott Neal, in December 6, 2016
Staff Report to City Council on Establishing an Edina Race &
Equity Task Force].
The initiative was led by a task force of Edina residents who
oversaw the collection of data and the development of
recommendations for the City Council, with the objective “to
determine what changes could be made to ensure that Edina is
a welcoming community for all people” [Race & Equity
Initiative Final Report & Recommendations, Version 2.0,
Finalized June 26, 2018, (“Report”) Purpose and Objectives, page
18].
As set forth in the Report, “[t]o understand the scope of race-
based discrimination and feelings of being unwelcome, data was
collected from a range of Edina community members during
the summer, fall, and winter months of 2017.” The Report
found that “20 themes consistently emerged surrounding
experiences, observations, and awareness of race-based
discrimination” including the following.
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• Parks: “Edina parks are places where community members have experienced racism primarily
through racial slurs and race-based vandalism.”
• Other Facilities: “There are observations and experiences of race-based harassment and race-
based violence at various city facilities….”
• Lack of Representation / Decision Making: “Many observe that there are few or no people of
color that represent the city of Edina in government leadership, nor in government-appointed
groups.”
• Hiring Practices and Procedures: “There is uneasiness and suspicion around how race plays a
role in government hiring practices.”
• Responsiveness to Race-Based Concerns: “Many feel the city responds poorly to reports of
race-based discrimination, or that the city does not respond at all.”
• Police Department: “There is significant concern about police conduct with people of color.”
• City Housing Programs: “Perceptions exist that city-based housing programs and policies are
contributing to the lack of people of color in Edina.”
• Other Services: “There is a perceived lack of inclusion in the process for how city services are
designated and delivered.”
Report, Community Findings, pages 25-30. See Report for more complete findings.
As Edina prepares for the next two decades, addressing these experiences will be essential to ensure
that Edina is a welcoming, inclusive, and engaged community.
Trends, Challenges, and Themes
To grasp the policy implications of current and future human rights and relations issues, it is essential to
know the demographic composition of Edina and how those demographics relate to income and other
factors. The Human Right and Relations Commission notes that national data collection is based on
categories that may not reflect the same demographic composition of our community; for example,
recent immigrants from African may or may not be included in a category, i.e., African American.
Trends
The population of Edina has grown from 45,569 in 2009 to 49,976 in 2016. Population growth by race
between 1980 and 2016 can be seen in detail below in Table 1. While the white population of Edina has
grown since 1980, the proportion of Edina that is white has decreased from 98.4 percent in 1980 to
86.5 percent in 2016. As Table 11-1 indicates, there has been a trend toward racial and ethnic diversity
in Edina. The largest increase in population share was the Asian population, which grew from nearly 1
percent in 1980 to 7 percent of the City’s population 2016, with 4 percent of that growth occurring
since 2000.
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Table 11-1: Percent of Edina Population by Race, 1980-2016
1980 1990 2000 2010 2016
White 98.4% 97.2% 94.3% 88.1% 86.5%
Black or African American 0.5% 0.7% 1.2% 3.0% 2.2%
American Indian and Alaska Native 0.1% 0.1% 0.1% 0.2% 0.2%
Asian 0.8% 1.7% 3.0% 6.1% 7.1%
Other Race 0.2% 0.2% 0.3% 0.7% 1.8%
2 or More Races n/a n/a 1.1% 1.8% 2.2%
Hispanic or Latino 0.5% 0.7% 1.1% 2.1% 3.0%
Source: US Census Bureau
Challenges
In the past ten years, median incomes of most racial and ethnic groups have broadly diverged.
American-Indian/Alaska-Native and African-American residents have seen significant reductions in
median household income throughout the past ten years; Native-American residents by roughly two-
thirds, and African-American residents by about one-third. African-American residents have also had
the lowest median household incomes through nearly the entire 2008-2016 period. By contrast, the
median household incomes of European-American and Asian-American residents have steadily increased
by roughly one-quarter. Hispanic/Latino, Two or More Races, and Other Races have had fluctuating
median household incomes in the same period.
Source: US Census Bureau
Graph X.X City of Edina Median Household Income by Year and Race
Edina Comprehensive Plan
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Through participation in GARE and the City’s Race and Equity Initiative, the Commission recognizes that
the City’s policies and practices may currently work better for white people than for people of color
who live, work, or study in Edina, even though unintentionally and inadvertently. The impact of such
policies, combined with the recognized history of discriminatory practices such as Edina’s restrictive
covenants, creates a system that can negatively impact communities of color. Making race equity a
priority will help close the gap on race as a predictor of a person’s success. This will improve outcomes
relative to all social capital/social well-being indicators.
Goals and Policies
Goal 1: Establish Race Equity Plan
Eliminate any disparate impact of City policies and operations caused by race. Ensure city policies,
practices and programs are equitable for all community members.
The five policies below are based on the Edina Race and Equity Task Force’s five thematic
recommendations.
Policy 1: The City will develop accountability measures to monitor, assess, and evaluate progress
toward race equity goals.
Policy 2: The City will build relationships with communities of color.
Policy 3: The City will gather and analyze data in a way that provides an understanding of the difference
in experiences of people of color.
Policy 4: The City will take steps to address inclusion in city staffing, communications, and
appointments.
Policy 5: The City will focus on eliminating policies that create and maintain inequities based on race.
Goal 2: Ensure equal access and opportunities for all residents regardless of their gender
or sexual orientation.
Policy 1: The City will ensure that all public policy decisions account for the differential impacts on
women and LGBTQ+ individuals.
Policy 2: The City will use the Convention on the Elimination of Discrimination Against Women
(CEDAW), passed in Edina in 2016, as a framework for improving the conditions of women
and girls in Edina.
Policy 3: The City will support efforts to ensure equal pay and fair employment practices for all people
regardless of sex, gender identity, and sexual orientation.
Policy 4: The City will promote preventive education about gender-based violence, sexual assault, and
sexual harassment in schools.
Goal 3: Ensure that the City welcomes all members of the community to participate in its
social, employment, economic, political, and recreational activities.
Policy 1: The City will create an intentional community engagement plan.
Policy 2: The City will continue to improve transparency and access to local government for all.
Policy 3: The City will ensure accessibility to city facilities, services, and programs for residents with
physical and other disabilities.
Goal 4: Ensure that the City supports and fosters economic equity and justice for all
residents. Economic harm should not be an intended or unintended consequence
of City programs, initiatives, or activities.
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Policy 1: The City will support social and economic policies that make human rights a primary
objective.
Policy 2: The City will explore policies that support the development and success of minority-run and
minority-owned businesses.
Policy 3: The City will promote access to affordable and nutritional food for all residents.
Edina
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1. 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
XX 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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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.
Appendix XX includes a summary of the City of Edina’s current zoning districts. 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.
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
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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.
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
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Goal/Policy Topic Strategy/Action Steps Timeline Lead/Coordinating
Agencies
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
4. Housing
Housing Topic 1:
General housing
support
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 Planning
Department, City
Manager
Housing Topic 2:
Promote 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 Planning
Department, Housing
& Redevelopment
Authority
Offer resources to support senior
residents to age-in-place, if desired.
Medium Term Planning
Department, Housing
& Redevelopment
Authority
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 Planning
Department, Housing
& Redevelopment
Authority
Housing Topic 3:
Support and expand
affordable housing
Provide active leadership and
acknowledge the responsibility to
meet affordable housing needs for
Ongoing Planning
Department, Housing
& Redevelopment
Authority
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Goal/Policy Topic Strategy/Action Steps Timeline Lead/Coordinating
Agencies
residents and workforce through
land use and fiscal policies.
Collaborate with the public,
nonprofit, and private sectors in
the planning and developing of
housing, especially with those that
focus on the provision of mixed
income and affordable housing and
other housing the marketplace
does not sufficiently provide.
Ongoing Planning
Department,
Housing &
Redevelopment
Authority
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 Planning
Department,
Housing &
Redevelopment
Authority
Continue to fund and expand
financial and technical support of
community land trusts that provide
affordable housing within the city.
Ongoing Planning
Department,
Housing &
Redevelopment
Authority, City
Council
Expand educational outreach to
the larger metropolitan community
about programs that foster
affordability and maintenance.
Short
Term
Planning
Department,
Housing &
Redevelopment
Authority
Address any regulatory barriers
that unnecessarily decrease
housing affordability without a
counterbalancing benefit to the
community.
Ongoing Planning
Department,
Planning
Commission, City
Council
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 Planning
Department,
Planning
Commission, City
Council
Within appropriate areas and in
the context of “give to get”
approaches, support 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 Planning
Department,
Planning
Commission, City
Council
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Goal/Policy Topic Strategy/Action Steps Timeline Lead/Coordinating
Agencies
Seek out additional creative
funding approaches, such as
socially oriented investing models,
use of tax credits and modified
forms of tax increment financing,
and other alternative financing
structures.
Medium Term Planning
Department,
Housing &
Redevelopment
Authority, City
Council
Review existing affordability
agreements with subsidized
housing and use of housing
vouchers to determine status.
Short
Term
Planning
Department, Housing
& Redevelopment
Authority, City Council
Create a mortgage assistance
program to specifically target
income-eligible workers employed
within the city to enable them to
live in the city. The City may
choose to collaborate with other
organizations to develop this
program.
Medium
Term
Planning
Department, Housing
& Redevelopment
Authority, City Council
Support the use of rental
assistance programs for income-
eligible households within the city
Ongoing Planning
Department, Housing
& Redevelopment
Authority, City Council
Develop marketing plans for
affordable rental and ownership
units produced or preserved with
public subsidy, addressed to the
larger metropolitan community,
targeted at geographic areas or
groups who are unlikely to
consider renting or purchasing
housing in Edina, whether because
of inaccessibility of information or
because they fear they will face
racial, ethnic, or other
socioeconomic discrimination. The
intention is to address race equity
issues.
Short
Term
Planning
Department, Housing
& Redevelopment
Authority
Develop and implement fair
housing policy.
Short
Term
Planning
Department, Housing
& Redevelopment
Authority, City Council
Housing Topic 4:
Preserve and
strengthen housing
quality and design
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 Planning
Department, Planning
Commission
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Goal/Policy Topic Strategy/Action Steps Timeline Lead/Coordinating
Agencies
Maintain and update a citywide
survey of housing conditions, to
determine where additional
investment may be needed.
Ongoing Planning
Department, Planning
Commission, Building
Inspections
Consider program of offering
assistance to income eligible
property owners to rehabilitate
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
Planning
Department, Housing
& Redevelopment
Authority, 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.
Timeline
identified in
Pedestrian and
Bicycle Master
Plan
Lead agency identified in
Pedestrian and Bicycle
Master Plan
Enhance connectivity between
nodes shall to include three modes
of transportation where at least one
is non-motorized.
Timeline
identified in
Pedestrian and
Bicycle Master
Plan
Lead agency identified in
Pedestrian and Bicycle
Master Plan
Create safe and convenient
pedestrian and bicycle connections
between major traffic generators,
with particular emphasis on
continuity at roadway and other
barrier crossings.
Timeline
identified in
Pedestrian and
Bicycle Master
Plan
Lead agency identified in
Pedestrian and Bicycle
Master Plan
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.
Timeline
identified in
Pedestrian and
Bicycle Master
Plan
Lead agency identified
in Pedestrian and
Bicycle Master Plan
Transportation
Topic 2: Minimize
the impacts of the
transportation system
on Edina’s
environment and
neighborhood quality
of life and emphasize
methods to reduce
greenhouse gas
emissions.
Strive for transportation
infrastructure designs that have a
neutral to positive impact on the
natural environment.
Ongoing Public Works
Department and
Edina Transportation
Commission
Effectively balance access to/from
and mobility on Edina’s roadways,
prioritizing safe and efficient
movement between the city’s
primary nodes, parks, schools and
community facilities.
Ongoing Public Works
Department and
Edina Transportation
Commission
Transportation
Topic 3: Reduce the
Take a comprehensive approach to
reducing single-occupant vehicle
Short-
term
Edina
Transportation
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Goal/Policy Topic Strategy/Action Steps Timeline Lead/Coordinating
Agencies
overall dependence on
and use of single-
occupant vehicles by
promoting land use
patterns that allow for
shorter vehicular trips
and the use of
alternative travel
options.
trips by involving those who live,
work and shop.
Commission and
City departments and
staff.
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.
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
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
Transportation
Topic 5: Encourage
and support attractive
and reliable high-
performance transit
service and
connections.
Increase transit options for Edina
residents, focusing on connecting
the underserved western segment
of Edina with the eastern segment.
Short-term and
Ongoing
Public Works
Department and
Edina Transportation
Commission
Provide transit service to connect
nodes and commercial hubs.
Short-term and
Ongoing
Public Works
Department and
Edina Transportation
Commission
Transportation
Topic 6: Develop and
manage parking
Encourage and develop
preferred locations in surface
and structured parking for
Short-term and
Mid-term
Public Works
Department
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15-12
Goal/Policy Topic Strategy/Action Steps Timeline Lead/Coordinating
Agencies
provision to
encourage joint and
shared use of facilities,
ride-sharing (car pools
and van pools), and
bicycle parking.
electric vehicles (personal and
shared) and car pool/van pool
vehicles.
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
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.
Continue to install chargers at City
facilities where use can benefit
residents, City fleet, and partners.
Ongoing Public Works
Department
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
Transportation
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.
Through the use of technology,
minimize congestion on
neighborhood streets and ensure
the safety while balancing delivery
service requirements.
Short-term and
Ongoing
Public Works
Department
Serve major truck users and
intermodal facilities with good
minor arterial access to the
metropolitan highway system.
Mid-term and
Ongoing
Public Works
Department
Investigate and implement solutions
to minimize the impact of delivery
of goods by drone in residential
areas.
Short-term Public Works
Department
Transportation
Topic 9: Engage, seek
input from and
educate all segments
of the community
regarding
transportation-related
Develop and implement
methodology for consistent
education of motorist, pedestrian
and cyclist safety as indicated in the
Pedestrian and Bicycle Master Plan.
Timeline
identified in
Pedestrian and
Bicycle Master
Plan
Lead agency identified
in Pedestrian and
Bicycle Master Plan
Seek inclusive, equitable and
meaningful public participation
Ongoing Public Works
Department
Edina Comprehensive Plan
Implementation Chapter Draft 01-31-19
15-13
Goal/Policy Topic Strategy/Action Steps Timeline Lead/Coordinating
Agencies
issues and projects
impacting the City.
throughout the community in all
transportation studies and projects
conducted by the City.
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.
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
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
Transportation
Topic 11: Design
roadway facilities
according to their
intended service
function and
neighborhood
context.
Upgrade existing roadways when
warranted by demonstrated
volume, safety or functional needs,
taking into consideration
environmental limitations.
Design/enhance residential street
systems to discourage through
traffic and to be compatible with
lower speed bicycling and walking.
This includes consideration of traffic
calming measures on local streets,
local connectors and, in some cases,
collector streets.
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.
Edina Comprehensive Plan
Implementation Chapter Draft 01-31-19
15-14
Goal/Policy Topic Strategy/Action Steps Timeline Lead/Coordinating
Agencies
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.
Transportation
Topic 12: Provide
and maintain adequate
access to and from,
and safety on, local
and regional roadways.
Provide logical street networks to
connect residential areas to the
regional highway system and local
activity centers.
Mid-term Public Works
Department
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
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.
Mid-term and
Long-term
Public Works
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
Edina Comprehensive Plan
Implementation Chapter Draft 01-31-19
15-15
Goal/Policy Topic Strategy/Action Steps Timeline Lead/Coordinating
Agencies
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
Transportation
Topic 13: Manage,
maintain and operate
roadways to maximize
wherever possible the
safety and mobility of
all users and all
modes.
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
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
sound management techniques for
snow and ice removal.
Ongoing Public Works
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
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
Edina Comprehensive Plan
Implementation Chapter Draft 01-31-19
15-16
Goal/Policy Topic Strategy/Action Steps Timeline Lead/Coordinating
Agencies
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
Parks Topic 2:
Improve performance
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
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
quadrants, activity nodes, and parks.
Short-term Edina Parks and
Recreation
Commission and
Edina Transportation
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
Parks Topic 3:
Communicate and
gather data and
opinions.
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
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
Edina Comprehensive Plan
Implementation Chapter Draft 01-31-19
15-17
Goal/Policy Topic Strategy/Action Steps Timeline Lead/Coordinating
Agencies
Parks Topic 4:
Promote and support
the development of
“neighborhood nodes,”
with access to parks
and trails, as focal
points for community
activity.
Review how community gardens in
our parks and green spaces would
help support this policy.
Short-term and
Ongoing
Edina Parks and
Recreation
Commission
Work toward providing a park,
green space, or trail within one-half
mile walking distance to all
residents in Edina.
Short-term and
Ongoing
Edina Parks and
Recreation
Commission
Proactively engage neighborhood
associations in planning and upkeep
of associated parks and green space.
Short-term and
Ongoing
Edina Parks and
Recreation
Commission
Evaluate and prioritize parkland
designated as Community Park
space when increasing parkland.
Short-term and
Ongoing
Edina Parks and
Recreation
Commission
Consider additional multi-purpose
athletic fields when evaluating future
growth or utilization of parks and
green space.
Short-term and
Ongoing
Edina Parks and
Recreation
Commission
Parks Topic 5:
Preserve natural
resources and
sustainable parks
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
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
Edina Comprehensive Plan
Implementation Chapter Draft 01-31-19
15-18
Goal/Policy Topic Strategy/Action Steps Timeline Lead/Coordinating
Agencies
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
Parks Topic 6:
Recreation facilities
Proactively address current and
future needs for an Art Center, a
Senior Center, and a Community
Center.
Short-term and
Mid-term
Edina Arts and
Culture
Commission and
Edina Parks and
Recreation
Commission
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
Parks Topic 7:
Finance and
management
Develop plans, budgets and services
to execute required activity.
Short-term and
Ongoing
City Council, City
Manager, Planning
Department, Edina
Parks and Recreation
Commission
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
Edina Comprehensive Plan
Implementation Chapter Draft 01-31-19
15-19
Goal/Policy Topic Strategy/Action Steps Timeline Lead/Coordinating
Agencies
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
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
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
Short Term Public Works and
City Manager
Edina Comprehensive Plan
Implementation Chapter Draft 01-31-19
15-20
Goal/Policy Topic Strategy/Action Steps Timeline Lead/Coordinating
Agencies
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 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
Sewer Topic 2:
Conservation and
sustainability, one
water
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
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
Sewer Topic 3:
Preparing for areas
of growth
Complete York trunk extension. Medium Term Public Works
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
Edina Comprehensive Plan
Implementation Chapter Draft 01-31-19
15-21
Goal/Policy Topic Strategy/Action Steps Timeline Lead/Coordinating
Agencies
Plan for Grandview area sanitary
extension as development requires
capacity.
Medium Term Public Works
and Planning
Department
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
Sewer Topic 4:
Risk, health, equity
and engagement
Comprehensively assess risk jointly
with stormwater utility using an
international risk framework.
Ongoing Public Works
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
Stormwater Topic
1: Prioritization of
service levels and
rates of attainment
Complete flood protection
strategy to demonstrate range of
practices and levels of attainment
in focus area of Morningside
Neighborhood.
Medium Term Public Works
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
Stormwater Topic
2: Conservation and
sustainability, one
water
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
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
Edina Comprehensive Plan
Implementation Chapter Draft 01-31-19
15-22
Goal/Policy Topic Strategy/Action Steps Timeline Lead/Coordinating
Agencies
Promote ecosystem services, such
as native vegetation, that support
clean water.
Short Term Public Works and
Energy and Environment
Commission
Stormwater Topic
3: 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
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
Stormwater
Topic 4: Risk,
health, equity,
and
engagement
Comprehensively assess risk jointly
with sanitary utility and water
utility using an international risk
framework.
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
Water Topic 1:
Aging infrastructure
and management of
Review and implement best
practices to promote financial
awareness across departments.
Ongoing Public Works and City
Manager
Edina Comprehensive Plan
Implementation Chapter Draft 01-31-19
15-23
Goal/Policy Topic Strategy/Action Steps Timeline Lead/Coordinating
Agencies
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
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
Water Topic 2:
Conservation and
sustainability, one
water.
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
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
Implementation Chapter Draft 01-31-19
15-24
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
Water Topic 4:
Risk, health, equity,
and engagement.
Improve fire flow capacity in
northeast Edina as 50th and
Wooddale road project
opportunities allow.
Medium Term Public Works and
Edina Fire Department
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
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
goals.
Future EECs will
continue to research
and educate the
community on
• 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
Implementation Chapter Draft 01-31-19
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Goal/Policy Topic Strategy/Action Steps Timeline Lead/Coordinating
Agencies
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
Community
Services and
Facilities Topic 2:
Education – Schools
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
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
Community
Services and
Facilities Topic 3:
Education – Libraries
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
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
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
Short-term
Planning Department
and Economic
Development Office
Edina Comprehensive Plan
Implementation Chapter Draft 01-31-19
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Goal/Policy Topic Strategy/Action Steps Timeline Lead/Coordinating
Agencies
business and industrial
park areas
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.
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
Economic
Competitiveness
Goal 2: Capitalize on
growth trends in the
health care sector.
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
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
Economic
Competitiveness
Goal 3: Retain, attract
and support
employment
opportunities in
innovative and creative
industries, such as
technology and medical
devices.
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
Identify and create or
encourage appropriate public
and private sector retention,
attraction and support tools
and systems, including co-
working.
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.
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
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
Edina Comprehensive Plan
Implementation Chapter Draft 01-31-19
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Goal/Policy Topic Strategy/Action Steps Timeline Lead/Coordinating
Agencies
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
Economic
Competitiveness
Goal 5: Encourage
vibrant neighborhood
commercial nodes that
meet resident needs
for goods and services
and build a sense of
community. Take steps
to encourage locally-
owned small
businesses.
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
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
Open to Business to promote
technical assistance services
available to small business owners
Short-
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.
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
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
Economic
Competitiveness
Goal 7: Ensure that
Edina residents and
Establish a broadband taskforce with
a charge to explore models used by
other cities and counties to ensure
world-class broadband infrastructure
Short-term Economic
Development Office,
Planning Department, and
Edina Comprehensive Plan
Implementation Chapter Draft 01-31-19
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Goal/Policy Topic Strategy/Action Steps Timeline Lead/Coordinating
Agencies
businesses have access
to world-class
broadband
infrastructure at
competitive rates.
to residential and
commercial/industrial areas as well
as public institutions and spaces.
Public Works
Department
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
11. Human Rights and Relations
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
Human Rights and
Relations Goal 2:
Ensure equal access and
opportunities for all
residents regardless of
their gender or sexual
orientation.
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 3:
Ensure that the City
welcomes all members
Include reporting of results for
quality-of-life surveys by race
/ethnicity to determine how
residents of color are served by city
Short-
term and
Ongoing
City Manager and
department directors
Edina Comprehensive Plan
Implementation Chapter Draft 01-31-19
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Goal/Policy Topic Strategy/Action Steps Timeline Lead/Coordinating
Agencies
of the community to
participate in its social,
employment, economic,
political, and
recreational activities.
programs and services, and whether
residents of color believe they are
served by and participate in
community and government matters.
Employ or identify staff responsible
for overseeing and directing
community engagement work.
Short-
term and
Ongoing
City Manager and
department directors
Human Rights and
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
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
Apply race equity criteria in the
allocation of funds through the city
budgeting process for Capital
Improvement Projects, the
Pedestrian and Cycling Safety (PACS)
Fund, and the Operating Budget.
Short-term and
Ongoing
City Council, City
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.
Human Rights and
Relations Goal 5:
Establish a formal
role for artists and
other creative
thinkers to
participate in
forward-looking plans
for Edina.
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.
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.
Edina Comprehensive Plan
Implementation Chapter Draft 01-31-19
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Goal/Policy Topic Strategy/Action Steps Timeline Lead/Coordinating
Agencies
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.
Human Rights and
Relations Goal 6:
Research, decide on,
and implement the
necessary funding and
governance plans for
supporting arts and
culture in Edina.
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.
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
Long-term Edina Arts and
Culture
Edina Comprehensive Plan
Implementation Chapter Draft 01-31-19
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Goal/Policy Topic Strategy/Action Steps Timeline Lead/Coordinating
Agencies
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.
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
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
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.
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
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
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
Edina Comprehensive Plan
Implementation Chapter Draft 01-31-19
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Goal/Policy Topic Strategy/Action Steps Timeline Lead/Coordinating
Agencies
Program Area 1:
Preservation Planning
Program Area 2:
Identification of
Heritage Resources
Program Area 3:
Evaluation of Heritage
Resources
Carry out a systematic city-wide
survey to identify and evaluate the
heritage preservation value of
buildings, structures, sites, objects
and districts.
Short-term and
Ongoing Planning
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
Program Area 4:
Designation of Heritage
Landmarks
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 5:
Design Review and
Compliance
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
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
Program Area 6:
Public Education and
Outreach
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
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
Short-
term and
Ongoing
Edina Heritage
Preservation
Commission
Edina Comprehensive Plan
Implementation Chapter Draft 01-31-19
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Goal/Policy Topic Strategy/Action Steps Timeline Lead/Coordinating
Agencies
information using appropriate
media.
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.
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 other
City of Edina Commissions
(ongoing).
Ongoing Edina Arts and
Culture Commission
and affected City
Commissions, agencies,
and institutions.
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.
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Goal/Policy Topic Strategy/Action Steps Timeline Lead/Coordinating
Agencies
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.
Arts and Culture
Goal 3: Improve and
maintain dedicated
spaces and venues for
arts and culture.
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.
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 than 5% by 2028 (long-term)
Long-
term
Edina Arts and
Culture Commission.
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
Short-
term
Edina Arts and
Culture Commission.
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Agencies
installation, building, gallery space,
etc.
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.
Arts and Culture
Goal 4: Expand and
continue to drive
awareness of and
participation in Edina’s
Public Art program and
art collection.
Implement Student Sculpture
Competition in K-5 Edina Schools.
Ongoing Edina Arts and
Culture Commission
and Edina School District.
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.
Arts and Culture
Goal 5: Establish a
formal role for artists
and other creative
thinkers to participate
in forward-looking
plans for Edina.
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.
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
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.
Edina Comprehensive Plan
Implementation Chapter Draft 01-31-19
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Goal/Policy Topic Strategy/Action Steps Timeline Lead/Coordinating
Agencies
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.
Arts and Culture
Goal 6: Research,
decide on, and
implement the
necessary funding and
governance plans for
supporting arts and
culture in Edina.
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.
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
Long-term Edina Arts and
Culture Commission
Edina Comprehensive Plan
Implementation Chapter Draft 01-31-19
15-37
Goal/Policy Topic Strategy/Action Steps Timeline Lead/Coordinating
Agencies
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.
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
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.
Date: February 26, 2019 Agenda Item #: VI.C.
To:Human Rights and Relations Commission Item Type:
From:Jennifer Garske, Executive Assistant
Item Activity:
Subject:Bias Offense Report
CITY OF EDINA
4801 West 50th Street
Edina, MN 55424
www.edinamn.gov
ACTION REQUESTED:
None.
INTRODUCTION:
Chair Nelson will update Commission on a bias offense report after meeting with Police Chief Dave Nelson.