HomeMy WebLinkAbout2021-10-19 City Council Work Session Meeting PacketAgenda
City Council Work Session
City of Edina, Minnesota
Edina City Hall Community Room
Tuesday, October 19, 2021
5:30 PM
I.Call To Order
II.Roll Call
III.2022-2023 Budget and Budget Work Plan
IV.Sustainable Buildings Policy Proposal
V.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 ampli)cation, an
interpreter, large-print documents or something else, please call 952-927-8861
72 hours in advance of the meeting.
Date: October 19, 2021 Agenda Item #: III.
To:Mayor and City Council Item Type:
Other
From:Lisa A. Schaefer, Assistant City Manager
Item Activity:
Subject:2022-2023 Budget and Budget Work Plan Discussion
CITY OF EDINA
4801 West 50th Street
Edina, MN 55424
www.edinamn.gov
ACTION REQUESTED:
None, discussion only.
INTRODUCTION:
2022-2023 Proposed Budget.
Staff will provide an update of the 2022-2023 Proposed Budget and Budget Work Plan.
Draft 2022-2023 Budget Work Plan
Staff would like Council discussion and feedback on the draft Budget Work Plan. This latest version
incorporates Council Values, and has revised P illar descriptions based on previous Council Feedback.
ATTACHMENTS:
Description
Current Approved Budget Work Plan (2020-2021)
Draft 2022-2023 Budget Work Plan
Staff Presentation
Rev Dec. 3, 2019 Page 1 of 7
2020 – 2021 Proposed Budget Work Plan
DEFINITIONS
Describes the broad outcomes that must be achieved
through the budget.
Defines the measurable results that need to be
achieved to meet the goals.
Details the specific actions to be taken this budget to
meet the objectives.
Goal 1: Maintain Physical Assets &
Infrastructure
It is crucial to maintain City infrastructure including streets, facilities,
buildings, equipment and public spaces. Deferred maintenance can
lead to costly unplanned repairs and replacements with decisions
based on short-term implementation costs, vs. long-term maintenance
costs. Properly maintained facilities, streets, water main, sanitary sewer
and storm sewer systems provide reliable and efficient operations
while lessening the City’s carbon footprint.
ONGOING OBJECTIVES:
• Incorporate financial, societal and environmental costs into decision-making processes.
• Incorporate lifecycle and maintenance costs and climate adaptation design practices to allow
more informed decision making.
Budget Goal
Budget Objective
Strategy/Action
Rev Dec. 3, 2019 Page 2 of 7
2020 – 2021 Proposed Budget Work Plan
• Provide funding to maintain and replace City facilities, assets and equipment in a manner that
avoids deferred maintenance, prevents emergency repair and replaces assets at the most cost-
effective time.
• Manage the City’s facilities, operations, equipment and capital investments in a manner that
increases energy efficiency, reduces the City’s carbon footprint and GHG emissions and meets
sustainability goals.
• Design and build for resiliency in the infrastructure that reduces flooded structures, improves
water quality (drinking and surface) and increases filtered drinking water production.
2020-2021 BUDGET OBJECTIVES
• As debt levies expire, increase the CIP Levy to establish reliable funding for ongoing building
maintenance, replacement and capital improvements.
• Capture the Southdale TIF tax capacity for 2022 CIP.
• Reduce the City operations’ total electricity GHG emissions by 5 percent, 893,000 kWh each year,
through implementation of energy management plans, ongoing facility maintenance, capital
improvements and operational behavior change.
• Implement Green Fleet Policy recommendations to meet goal of 30 percent emission reduction
mpg and gas usage by 2025.
• Improve security and safety in City facilities for public and staff.
2020-2021 Strategy/Action: Lead
1 Approve architectural option and complete construction of Water Plant
#5. (Q4 2021)
Engineering
2 Create a green building policy for City facilities incorporating
sustainability principles into evaluation, design and construction of
City capital projects. (Connected with project 3-2).
Administration
3 Determine interim park and recreational uses of Fred Richards Park.
Update cost plan estimate prior to CIP process. (Q2 2020)
Parks & Rec
4 Identify funding source and timeline for implementation for Braemar
Park Master Plan by Q3 2020. Prioritize master plan components for
future implementation. Ensure that master plan costing is updated prior to
CIP process. (Q3 2020)
Parks & Rec
5 Consider options for using alternative funding methods for park
improvements and determine next steps. (Q2 2020)
Finance
6 Develop a master plan for addressing City Hall deferred maintenance,
energy efficiency, security and service needs in a cost-effective manner.
(Q3 2020)
Facilities
Rev Dec. 3, 2019 Page 3 of 7
2020 – 2021 Proposed Budget Work Plan
7 Implement decision (to be made in 2019) regarding street assessment
financing and transition plan if applicable. If local option sales tax is
selected, seek State legislative approval to request that voters approve a local
option sales tax for regional park improvements and MSA street
improvements. (Q2 2020 [state approval], Q4 2021 [referendum])
Finance
8 Approve a water quality strategy for Lake Cornelia. (Q2 2021)
Engineering
9 Upgrade the communication equipment (SCADA) that monitors and
ensures delivery of safe potable water and improve our ability to have a
reliable storm and sanitary sewer system. (Q4 2020)
Public Works
10 Develop and begin implementation of the street lighting system and
maintenance plan that balances sustainability, public safety, and quality
of life goals, including increasing energy efficiency, ensuring safely lit
community, and minimizing light pollution. (Q4 2020)
Public Works
11 Prepare for possible conversion of Centennial Lakes from Enterprise fund
to General fund in 2022-23 budget cycle. (Q2 2021)
Finance
Goal 2: Maintain Service Levels that Best Meet
the Needs of the Community
The City delivers a variety of services, including police and fire response,
water and sewer, snow plowing and building inspections, that are
essential for the safety and wellbeing of those who live, work or visit
Edina. In addition, amenities and services including recreation facilities,
parks and programs contribute to the overall quality of life within the
community. To deliver reliable service, the City needs to recruit and
retain a strong workforce that has the resources and technology needed
to effectively and efficiently perform their work.
ONGOING OBJECTIVES
• Comply with legal and safety standards.
• Maintain adequate response times.
• Provide high-quality services in an efficient manner that demonstrates respect for the public.
• Promote an engaging and respectful work culture that values employee quality of life and
work/life balance.
• Provide competitive employee compensation and benefits to attract and retain a skilled and high-
performing workforce.
Rev Dec. 3, 2019 Page 4 of 7
2020 – 2021 Proposed Budget Work Plan
• Provide staffing, tools, equipment, resources and training to meet expectations for service
delivery.
• Utilize effective technology to easily maintain and locate data for the public, reduce risk and
provide better data for informed decision-making by elected officials and staff.
• Ensure that limited resources (money, equipment and time) are deployed in an equitable and
sustainable manner.
2020-2021 BUDGET OBJECTIVES
• Increase integration of disparate City data systems, (e.g., Financial, Human Resources and
Geographic Information Systems) for better decision-making and easier access.
• Maintain adequate work-life balance for employees with an increased focus on employee quality
of life, stress management, physical and mental well-being.
• Provide adjustments to employee compensation to maintain position with market.
• Provide benefit increases to and design changes to maintain affordability.
2020-2021 Strategy/Action: Department Lead
1 Implement Enterprise Resource Planning (ERP) System, including:
• Project hierarchy and metrics (Q4 2020)
• “Go-live” new finance and HR software (Q1 2021)
• Begin implementation of UB software (Q1 2021)
• “Go-live” new UB system (Q3 2021)
Finance
2 Determine long-term plan for future of Art Center, including:
• Program evaluation of community service needs for the Art Center.
• Ensure critical repairs are made to Art Center to properly continue
existing operations in current building for at least 10 years.
• Conduct feasibility and infrastructure analysis on existing Art Center
building prior to the CIP process. (Q2 2020)
• Conduct alternative site analysis and business plan modeling for
relocation of the Art Center operations. (Q2 2021)
Parks & Recreation
3 Implement rental housing license and inspection program. (Q1 2020) Health
4 Implement Police-Worn Body Cameras. (Q4 2020) Police
5 Replace Public Safety Computer-aided Dispatch (CAD) and Record
Management System (RMS) (Q4 2020)
Police
Rev Dec. 3, 2019 Page 5 of 7
2020 – 2021 Proposed Budget Work Plan
6 Decision, finance method and plan for relocating OR expanding Fire
Station 2 in order to accommodate 24-hour operations with one fire
apparatus, two ambulances and support vehicle. (Q4 2020)
Fire
7 Determine finance method and plan for Fire Station 3 in the Northeast
Quadrant of the City. This station would be of such size to accommodate
24-hour operations with one fire engine, ambulance and support vehicle. (Q4
2020)
Fire
8 Conduct first presidential primary under new state legislation. (Q1 2020) Administration
9 Develop long-term plan for elections absentee voting and storage. (Q1 2020) Administration
Goal 3: Plan for Connected & Sustainable
Development
Redevelopment and renewal of commercial and residential real estate is
essential to the vibrancy of the community. Redevelopment will play an
integral part of providing an inclusive, high quality of life that the Edina
community expects. It is important to ensure plans and policies are
relevant today and flexible for tomorrow. Incorporating sustainability
principles and standards during redevelopment with the goal of
reducing the community’s carbon footprint will be critical to human
health and safety. Creating sustainable redevelopment requires forward
thinking and preparing for the future.
ONGOING OBJECTIVES
• Determine, track and meet sustainability goals for metrics such as energy, transportation, water
and waste.
• Connect neighborhoods, businesses and open spaces.
• Support the continued high quality of life offered to residents and those who work in Edina.
• Promote affordable lifecycle housing.
• Demonstrate resiliency to changing climate and future community needs.
2020-2021 BUDGET OBJECTIVES
• Continue installation of sidewalks and shared-use paths (e.g., Twin Loops implementation).
• Launch residential curbside organics and recycling (define numbers and goals).
• Create affordable/workforce housing (1,220 units by 2030).
2020-2021 Strategy/Action: Department Lead
Rev Dec. 3, 2019 Page 6 of 7
2020 – 2021 Proposed Budget Work Plan
1 Continue development and implement a strategy to create
affordable housing units with revenue from the Affordable
Housing Policy and from Southdale II TIF District special authority.
Community
Development
2 Create and implement a green building policy to incent sustainable
building and operational practices for new development and
redevelopment. (Connected with 1-2)
Administration
3 Develop waste reduction goals and implementation plan for
residential organics recycling for April 2020 launch.
Health
4 Implement Energy Benchmarking ordinance. Administration
5 Decide on future of redevelopment of the former Public Works site in the
Grandview area by Q2 2021.
Administration
6 Develop a Climate Action Plan for the City. (Q4 2021) Administration
7 Complete study of expanding public parking at 44th and France and
explore a strategy to create district parking in the 44th and France Area per
the 44th and France Small Area Plan, including parameters that balance
current transportation needs and sustainability goals. (Q4 2021)
Community
Development/
Finance
8 Develop Travel Demand Management Policy. (Q4 2020) Engineering
9 Prepare a District Plan for the Cahill Industrial Park by Q4 2021. Community
Development
10 Work with Edina School District to develop and implement Safe
Routes to Schools program. (Q4 2021)
Engineering
Goal 4: Foster Inclusive and Engaged
Community
It is important that the City helps to foster a community that is
welcoming and inclusive to all who live, work and spend time in Edina.
The City wants to ensure that it works for all of the community. Efforts
to engage the community will utilize multiple platforms, be informative,
transparent, responsive and involve volunteers and City Commissions.
ONGOING OBJECTIVES
• Ensure City policies and practices do not have disparate impacts based on race, color, national
origin, creed, religion, age, sex, sexual orientation, gender expression, familial status or disability.
• Conduct clear and meaningful community engagement where:
o The decision to be made and decision-making process is clearly defined.
o Individuals understand how and when they can participate.
o The City communicates what feedback is used and why.
Rev Dec. 3, 2019 Page 7 of 7
2020 – 2021 Proposed Budget Work Plan
o Inclusive engagement methods provide a variety of ways for the public to participate in
the decision-making process and ensure all voices are heard.
o Residents are satisfied with the process, even if they disagree with the outcome.
2020-2021 BUDGET OBJECTIVES
• Increase participation in Better Together Edina online engagement website.
• Implement racial equity measures to provide accountability of work.
• Strengthen leadership and support for city-wide racial equity work.
• Better leverage Boards and Commissions.
• Reduce barriers to public participation.
• Increase diversity of boards, commissions, task forces and staff.
NEW 2020-2021 Strategy/Action: Department Lead
1 Continue implementation of Racial Equity Implementation Plan and
provide quarterly reports to City Council and HRRC. (Q4 2020)
Administration
2 Continue to evaluate and further refine community engagement standards
and protocols based on IAP2 model. (Q4 2020)
Administration
3 Develop measurable city-wide/department racial equity goals (Q3 2020)
and incorporate racial equity tools and resources into decision-making
processes. (Q1 2021)
Administration
4 Strengthen leadership and support for city-wide racial equity work,
including providing additional training, tools and resources to embed an
equity framework to City processes, services and decisions. This strategy
will build upon all employee and leadership training conducted in 2018-
2019.
• Develop and implement racial equity leadership training, resources
and support for City Council. (Q1 2020).
• Conduct advanced racial equity training for staff leadership and
foundational training for all employees. (Q2 2020).
• Incorporate employee selected racial equity competency in annual
performance review. (Q3 2020)
Administration
5 Develop and implement a plan to increase diversity of boards and
commissions members. (Q3 2020)
Administration
DRAFT V5.1 20211019 Council Work Session Page 1 of 9
2022-2023 DRAFT Budget Work Plan
Wr Budget Work Plan Definitions
VALUES:
Engagement
Equity
Sustainability
Ideas to consider:
Add Health in All policies to Values?
Revise Community Engagement Value Statement or move to Pillar 4?
Community Engagement
As the Edina City Council, we are dedicated to fostering an engaged community built on a
foundation of trust. We will do this by intentionally focusing on equity, diversity and inclusion
and creating a dialogue of perspectives. We will build trust by demonstrating our engagement
principles of Relationships, Equity, Inclusivity, and Accountability.
o Relationships: make relationships foundational; strengthen relationships and build new
ones; develop a trust between the City and residents
o Equity: engage with residents where they are; remove barriers for participation;
provide multiple options for participation
o Inclusivity: strive to provide meaningful engagement opportunities; invite
underrepresented groups to participate; make all feel welcomed and valued
o Accountability: make a plan; do what we say we are going to do; don’t change the rules;
make a decision; communicate how participation influenced decision
Ongoing Planning & Decision Making (Remain constant)
Budget Pillars (OUTCOME)
The broad outcomes that must be achieved
through every budget.
Pillar Objectives: Measurable results that
demonstrate success in the Pillar.
Council Values (LENS)
The beliefs that guide decision-making.
Values Indicators: The way in which values
are used in decision-making for each Pillar.
Short-term Tactics (Specific to 2022-2023 Budget)
Strategies: Specific actions, projects, and targets to strengthen the pillars in this two-year
budget.
DRAFT V5.1 20211019 Council Work Session Page 2 of 9
2022-2023 DRAFT Budget Work Plan
Wr
Equity
As the Edina City Council, we are dedicated to creating an environment in our community
where residents have equitable opportunities to participate in their city government and
access the City’s institutions, facilities and services.
Our commitment to diversity, equity and inclusion will be a continuous process of learning and
adapting to the multiple needs of all in the community, while consistently applying an equity
lens in all decisions and interactions. Our vision of a welcoming Edina includes removing
systemic and institutional barriers to create opportunities for all in the community to thrive.
Sustainability
As the Edina City Council, we are dedicated to building a sustainable environment where
current and future generations benefit from clean air and water, climate and community
resiliency, and access to nature.
We recognize that the City’s natural environment, and the health and quality of life of its
residents are just as, or even more, important, than the financial factors. We will ensure that
our policies, decisions and future plans have a positive impact on people and the planet, in
addition to profit.
Health
As the Edina City Council, we are dedicated to promoting and protecting the health of people
that live, work and spend time in the City. We recognize that an individual’s health and
wellbeing is more than just their physical health—it is also impacted by social and economic
factors, and the environment around us. By utilizing a Health in All Policies (HiAP) approach,
we apply a health lens to our policies, systems, programming and decision-making processes
and consider how they could promote or hinder the health and wellbeing of our community.
The goal of HiAP is to improve the health of our community by examining health, equity, and
sustainability impacts. We aim to achieve this goal by ensuring that everyone has the
opportunity to attain their full health potential, free from any barriers due to socially-
determined circumstances or inequities.
Pillar 1: Resilient City infrastructure, facilities,
technology, & equipment meets community needs
now and in the future.
Infrastructure serves as the foundation for providing core city
services such as transportation, clean drinking water, sanitary
sewer services, and flood protection. City facilities house the
people and equipment that provide public services, and the shared
right of way, public places and parks are where people come
DRAFT V5.1 20211019 Council Work Session Page 3 of 9
2022-2023 DRAFT Budget Work Plan
Wr together. Technology & equipment support our ability to provide
reliable service day to day or in emergencies.
STRONG FOUNDATION OBJECTIVES:
Consider the full-life cycle of infrastructure, facilities, or equipment when considering new
projects or purchases, by planning for initial cost, use, operation and the burden to
maintenance.
Design and build resilient infrastructure that reduces flooded structures, improves water
quality (drinking and surface) and increases filtered drinking water production.
Maintain proactively and replace facilities, infrastructure assets and equipment at the most
cost-effective time to prevent emergency repair and avoid service disruptions.
Implement effective and secure technology systems to easily maintain and locate data for
the public, reduce risk and provide better data for informed decision-making by elected
officials and staff.
Create and manage secure and reliable technology systems that are protected against
deliberate misuse and work when they are needed most, at times of emergency or natural
hazard.
STRONG FOUNDATION VALUES-INDICATORS:
Manage infrastructure systems, facilities, technology, and equipment to support the safety,
health and welfare of the public
Ensure that all residents have equitable access to services and facilities.
Conduct integrated project scope and decision-making processes that partners with
customers, stakeholders, and related city services to deliver best value projects that stand
the test of time.
Design, operate and modify infrastructure, facilities and equipment systems to reduce the
City’s carbon footprint and GHG emissions and meets sustainability goals.
Evaluate the impact of future climate and extreme weather on infrastructure systems and
create or modify infrastructure to reduce risk or improve resilience.
2022-2023 Strategies Department Lead
INFRASTRUCTURE (Streets, water, storm, sanitary sewer,)
1 As debt levies expire, increase the Capital Improvement Plan (CIP) Levy
by equivalent amount to establish reliable funding for ongoing building
maintenance, replacement, and capital improvements.
Finance
2 Host local option sales tax referendum in 2022 general election. If
approved, implement the results.
Finance/Parks &
Rec/City Clerk
3 Approve a clean water strategy for surface waters. (Q3 2022)
Engineering
DRAFT V5.1 20211019 Council Work Session Page 4 of 9
2022-2023 DRAFT Budget Work Plan
Wr 4 Develop funding strategy to implement a street lighting system and
maintenance plan that balances sustainability, public safety, and quality of
life goals, including increasing energy efficiency, ensuring safely lit
community, and minimizing light pollution. (Q4 2022)
Engineering
5 Implement Morningside Flood Infrastructure Project (Q4 2023)
Engineering
BUILDINGS & FACILITIES
6 Consider recommendations from Parks & Recreation Commission for
using alternative funding methods for park improvements and determine
next steps.
Finance
7 Reassess City Hall space needs for post-pandemic service delivery.
Facilities
8 Acquire Fire Station #2 construction site. Determine finance
method/plans. Select a project architect. Approve construction plans to
ensure the building satisfies the needs of City staff to provide 24-hour fire
and EMS operations. Include office space for Community Health division
within the Station #2 site.
Fire/Facilities
9 Determine finance method and plan for Fire Station #3 in the Northeast
Quadrant of the City. Propose and acquire site after Station #2 site is
determined, utilizing response models to provide efficient emergency
response to all residents.
Fire
TECHNOLOGY & EQUIPMENT
11 Expand the City’s fiber optic network for faster and more secure
connections.
IT
12 Replace Public Safety Computer-aided Dispatch (CAD) and Record
Management System (RMS) Go live Q1 2023.
Police
Pillar 2: City services enhance the safety, wellbeing,
and quality of life experienced in Edina.
City services including police, fire, inspections, water/sewer, and
streets are critical to the safety of the community. Parks,
recreational facilities, and other City programs enhance to overall
quality of life for those who live, work, and visit Edina. The City
recognizes that a skilled and engaged workforce is the critical for the
delivery of high quality services. Skilled. the City needs to recruit
and retain a strong workforce with the necessary skills, tools, and
resources to accomplish the work.
DRAFT V5.1 20211019 Council Work Session Page 5 of 9
2022-2023 DRAFT Budget Work Plan
Wr RELIABLE SERVICE OBJECTIVES
Services are delivered in an efficient manner that ensures appropriate response times and
makes wise use of City resources.
Amenities and services including recreation facilities, parks and programs contribute to the
overall quality of life within the community
Provide a safe and secure working environment for employees and visitors.
Provide competitive employee compensation and benefits to attract and retain a skilled and
high-performing workforce.
Provide staffing, tools, equipment, resources, and training to meet expectations for service
delivery
RELIABLE SERVICE VALUES INDICATORS
Provide high quality services in a manner that demonstrates respect for the public.
Ensure equitable enforcement and access to services.
Promotes an engaging and respectful work culture that values employee quality of life,
physical and mental-wellbeing and work/life balance.
2022-2023 Strategies Department Lead
PUBLIC SERVICES
1 Determine long-term plan for future of Art Center building and
delivery of Art programs.
Parks & Recreation
2 Increase resources, training, and coordination for responding to
mental health-related calls for service.
Police/Fire/
Administration
3 Implement new agreement with Edina Public Schools regarding election
administration for 2022 and beyond.
Administration
STRONG WORKFORCE
4 Evaluate remote work and services delivery—long-term impact
post-COVID to ensure:
Resources for employee mental health and work/life balance
Part-time / seasonal staffing model and compensation
Human Resources
DRAFT V5.1 20211019 Council Work Session Page 6 of 9
2022-2023 DRAFT Budget Work Plan
Wr
PILLAR 3: Plan for Connected & Sustainable
Development
Ensuring a vibrant city requires forward thinking and preparing for
the future. Redevelopment and renewal of commercial and
residential corridors that center principles of sustainability, health,
engagement and equity will contribute to an inclusive, high quality
of life that the Edina community expects. Reducing the community’s
greenhouse gas emissions, responding to climate change through
adaptive management of natural assets such as trees, greenspace
and water, and welcoming new residents to the city with affordable,
walkable neighborhoods that foster mobility and
interconnectedness will be critical to a more resilient future.
Ideas to consider:
Change “Livable City” to “Resilient,” “Healthy,” or “Vibrant”? Plan for thriving, connected
communities?
LIVABLE CITY OBJECTIVES
Determine, track and meet sustainability goals for metrics such as energy, transportation,
water and waste.
Connect neighborhoods, businesses and open spaces with multi-modal transportation
options.
Explore digital connectedness opportunities and expansion of broadband access.
Continue installation of sidewalks and shared-use paths (e.g., Twin Loops implementation).
Support the continued high quality of life offered to residents and those who work in Edina.
Bi-annual Quality of Life Survey demonstrates improvements in the question “Please rate
how welcoming Edina is as a community.”
Create affordable/workforce housing (between 992 and 1,804 units by 2030).
Increase organics participation to 50% (currently 32%) and tonnage to 200 per month
(currently 100) by 2023.
LIVABLE CITY VALUES INDICATORS
Demonstrate resiliency to a changing climate and future community needs.
Sustainable design is visibly and materially included in all redevelopment strategies.
Edina community members can easily access digital City resources from home, work or
transit-connected public places.
Health: Residents and workers can easily access City resources to ensure clean, safe housing
and workplaces.
Health: Residents can safely and enjoyably access a park or open green space within a short
walk from home.
2022-2023 Strategies Department Lead
DRAFT V5.1 20211019 Council Work Session Page 7 of 9
2022-2023 DRAFT Budget Work Plan
Wr 1 Continue implementing strategies to create affordable
housing units using the affordable housing trust fund and
other applicable sources; explore acquiring another parcel for a multi-
housing development; continue developing single family and multi-
family preservation strategies.
Community
Development
2 Implement sustainable building policy to incent sustainable building
and operational practices for new development and redevelopment.
Engineering
3 Execute and implement redevelopment agreements for 5146 Eden
Ave.
Community
Development
4 Evaluate the feasibility of creating district parking in the 44th and
France Area per the 44th and France Small Area Plan, including
parameters that balance current transportation needs and
sustainability goals.
Community
Development
5 Prepare a District Plan for the Cahill Industrial Park. Community
Development
6 Implement recommendations of the Housing Strategy Task Force final
report.
Community
Development
7 Determine spending plan for available TIF funds by 2022. Community
Development
8 Explore ways City can incent expansion of fiber optic to public. Community
Development
9 Implement strategies to increase organics participation to 50%
(currently 32%) and tonnage to 200 per month (currently 100) by
2023.
Fire/Health
10 Implement strategies to create affordable/workforce housing
(between 992 and 1,804 units by 2030).
Community
Development
PILLAR 4: Foster an Inclusive and Engaged
Community
An inclusive and engaged community is one where everyone feels
welcome, has equitable access to services, and has a voice in
decisions that affect them. It is important that the City strives to
foster an engaged community built on a foundation of trust by
focusing on relationships, equity, inclusivity, and diversity. When
the values of sustainability, health, engagement and equity are
embraced it contributes to an inclusive and engaged community.
BETTER TOGETHER OBJECTIVES
City policies and practices do not have disparate impacts based on race, color, national
origin, creed, religion, age, sex, sexual orientation, gender expression, familial status or
disability, status with regard to public assistance, housing and real property.
Relationships: make relationships foundational; strengthen relationships and build new
ones; develop a trust between the City and residents
DRAFT V5.1 20211019 Council Work Session Page 8 of 9
2022-2023 DRAFT Budget Work Plan
Wr Community and staff members have access to opportunities to be engaged, heard and
informed.
City Council, City Staff, and members of the community treat each other with
professionalism and respect.
Community and council values are embedded into the decision-making process and there is
ongoing examination of city policies and practices.
Data is gathered and results reviewed over time for to provide transparency, accountability
and responsiveness
The process of learning will be a continuous and adaptive to the multiple needs of all in
the community, while consistently applying an equity lens in all decisions and
interactions.
BETTER TOGETHER VALUE INDICATORS
Growth of diversity in the individuals participating in city government
Community input is valued by City Council and staff.
Equity: engage with residents where they are; remove barriers for participation; provide
multiple options for participation
Inclusivity: strive to provide meaningful engagement opportunities; invite
underrepresented groups to participate; make all feel welcomed and valued
Accountability: make a plan; do what we say we are going to do; don’t change the rules;
make a decision; communicate how participation influenced decision
2022-2023 Strategies Department Lead
1 Complete final report of the 2018 Racial Equity Implementation
Plan and incorporate race & equity goals into ongoing
department work plans. (Operationalize equity plans)
Administration
2 Create strategy, tools, and templates for better alignment and
measurement of Council Values (Community Engagement,
Sustainability, Community Health, and Race & Equity) into City
decision-making, and provide quarterly resources and activities
for City Council.
Administration
3 Continue implementation of recruitment and selection strategy
for Boards & Commissions to better reflect diversity reflective of
demographics in Edina.
Administration
4 Administer 2023 Quality of Live Survey. Communications
5 Evaluate and implement transparency tools and dashboards for
City budget and overall performance.
Administration/Finance
DRAFT V5.1 20211019 Council Work Session Page 9 of 9
2022-2023 DRAFT Budget Work Plan
Wr 6 Use an equity lens to evaluate City complaint response process
and procedures. (Q1 2023)
Administration
7
Ensure successful implementation of ARPA Funding. Administration
The CITYofEDINAwww.EdinaMN.gov12021 Budget AmendmentProjectFacility Projects4,043,106 Braemar West Ice PlantCompressors at City HallBraemar Parking lot lights & asphaltAquatic Center water treatment roomCity-wide roof repairsCity-wide HVAC Repairs & UpgradesADA ImprovementsPublic Works trench drain & car wash repairsSouthdale Streetscape Management Project 160,000 Total Transfer to Construction Fund 4,203,106 Transfer to HRA for Housing Assistance 300,000 Total 4,503,106
The CITYofEDINA2022-23 Budget and Preliminary LevyCouncil Work SessionOctober 19, 2021
The CITYofEDINAAgenda•Timeline•Budget and Levy •Budget Work Plan Discussionwww.EdinaMN.gov3
The CITYofEDINABudget Timelinewww.EdinaMN.gov4Date TopicPresenter(s)March City Council Retreat StaffJune 1 Department Heads submit Budget RequestsJuly 7 ELT Reviews 2022-2023 Budget Draft ELT DiscussionJuly 212022-2023 Draft Budget Work Plan & ScenariosCC Work SessionAug. 172022-2023 City Manager proposed budgetCC Work SessionSept. 9 CC consent to two-year HRA levy CC MeetingSept. 10 Preliminary HRA Levy Adoption HRA MeetingSept. 21 Preliminary CC Levy Adoption CC MeetingOct. 192022-2023 Budget Discussion/UpdateCC Work SessionNov. 16 Open (Another 30 mins with CC?) CC Work SessionDec. 7 TNT Budget Presentation CC Work SessionDec. 7 TNT Budget Hearing (CC and HRA) CC/HRA MeetingDec. 21 Last Day to Adopt Budget CC/HRA Meeting
The CITYofEDINAService Excellence•2021 quality of life survey reported 7 out of 10 survey respondents felt they get excellent or good value for taxes paid•Maintaining and improving these valued services requires keeping up with inflationary pressures and innovating to improve service deliverywww.EdinaMN.gov5
The CITYofEDINAProposed 2022-23 Budgetexcluding Special Street Levy www.EdinaMN.gov6Proposed Proposed2021 2022 2023General Fund 33,986,471$ 36,708,036$ 38,947,298$ 6.14% 8.01% 6.10%Arts/Culture 20,000$ -$ -$ 0% -100% N/ADebt Service 3,651,400$ 3,232,000$ 3,230,000$ -20.56% -11.49% -0.06%Construction 4,130,000$ 4,240,000$ 4,350,000$ 45.94% 2.66% 2.59%HRA 230,400$ 237,300$ 244,400$ 20.00% 2.99% 2.99%Total Tax Levy 42,018,271$ 44,417,336$ 46,771,698$ % Increase 5.95% 5.71% 5.30%
The CITYofEDINAProposed 2022-23 Budget www.EdinaMN.gov7August 17th Sept. 23 Proposed August 17th Sept. 23 Proposed2021 2022 2022 2022 2023 2023 2023General Fund 33,986,471$ 36,258,036$ 36,708,036$ 36,708,036$ 38,497,298$ 38,947,298$ 38,947,298$ 6.14% 6.68% 8.01% 8.01% 6.18% 6.10% 6.10%Arts/Culture 20,000$ -$ -$ -$ -$ -$ -$ 0% -100% -100% -100% N/A N/A N/ADebt Service 3,651,400$ 3,657,000$ 3,657,000$ 3,232,000$ 3,653,000$ 3,653,000$ 3,230,000$ -20.56% 0.15% 0.15% -11.62% -0.11% -0.11% -0.06%Construction 4,130,000$ 4,240,000$ 4,240,000$ 4,240,000$ 4,350,000$ 4,350,000$ 4,350,000$ 45.94% 2.66% 2.66% 2.66% 2.59% 2.59% 2.59%Special Street -$ 950,000$ 950,000$ 950,000$ 1,210,400$ 1,210,400$ 1,210,400$ 0% N/A N/A N/A 27.41% 27.41% 27.41%HRA 230,400$ 237,300$ 237,300$ 237,300$ 244,400$ 244,400$ 244,400$ 20.00% 2.99% 2.99% 2.99% 2.99% 2.99% 2.99%Total Tax Levy 42,018,271$ 45,342,336$ 45,792,336$ 45,367,336$ 47,955,098$ 48,405,098$ 47,982,098$ % Increase 5.95% 7.91% 8.98% 7.97% 5.76% 5.71% 5.76%
The CITYofEDINADebt Service ChangeAction Summary:1.HRA redeemed 2009A bonds1.Result: Levy-supported savings to city over remaining term2.Refund 2013A bonds 1.Result: Lower levy-supported debt service expense over remaining term3.Refund 2012C and 2013B Bonds1.Result: Lower debt service expense for recreational enterprise fundswww.EdinaMN.gov8
The CITYofEDINADrivers of levy change for 2022www.EdinaMN.gov9Change Reason2.75% Wage increases0.66% Benefit increases3.03% Inflationary increases for products/services purchased; staffing to support level of service expected by council & community0.26% Equipment levy ($100,000)-1.01% Debt refinancing0.02%HRA levy ($6,900)5.71%Total 2022 levy without Special Street levy2.26%Special Street levy ($950,000)7.97%Total 2022 City + HRA levy increase
The CITYofEDINAwww.EdinaMN.gov10Edina Consolidated Budget $132MGovernmental Funds $75MGeneral Fund $48MDebt Service Fund $7MConstruction Fund $11MSpecial Revenue Funds, including HRA $9MEnterprise Funds $50MUtility Fund $22MLiquor Fund $15MPark Enterprises $13MInternal Service Funds $7MRisk Management $1MEquip. Operations $2MIT $2MFacilities $2MInternal Service FundsIT equipment & servicesMaintain and operate facilitiesMaintain vehicles and equipmentProperty, liability & workers’ comp insurancePurpose: Allocating central “overhead” expenses:
The CITYofEDINA2022 Estimated Levy Impacts•In 2021 the median home pays about $135 per month in property taxes to fund all City provided services.•Total EMV is increasing by about 3.7% for taxes payable in 2022. The median value single family home is now $571,800.•With the proposed property tax levy increase, the effect on the 2022 median valued home would be about a:•- 4.87% increase in City property taxes.•- $80 increase per year, or $6.63 per month.•- $142 payment per month in 2022 City property taxes.www.EdinaMN.gov11
Vision Edina(Twenty-year)Budget Work Plan Operating Budget(Two-year)Department Work Plans (Annual)Employee Work Plans (Annual)Commission Work Plans (Annual)Comprehensive Plan (Ten-year)Capital Improvement Plan (Five-year)Strategic PolicyImplementation LevelWork PlanBudget
Two-Year Budget Work PlanCity-Wide Performance MeasuresApproval: City CouncilAccountable: City ManagerAnnual Department Work PlansCity-Wide Performance Measures Approval: City ManagerAccountable: Department DirectorIndividual Work PlansAnnual Performance ReviewsApproval: ManagerAccountable: EmployeeAnnual Commission Work Plans Approval: City CouncilAccountable: CommissionBudget Work PlanOther Work Plans
2022-2023 Budget & Work PlanGOALSGOALSGOALSGOALSOBJECTIVESOBJECTIVESOBJECTIVESOBJECTIVESSTRATEGIESSTRATEGIESSTRATEGIESSTRATEGIESFeedback from Council:•Goals/descriptions that are more aspirational•Incorporate recently adopted Council ValuesFeedback from Staff:•Eliminate redundancy•Align terminology
DRAFT: 2022-2023 Budget & Work PlanBudget Pillars (ONGOING)Describe the broad outcomes that must be achieved through the budget. Pillar Objectives (ONGOING)Measurable results that demonstrate success in the Pillar.Pillar Values Indicators (ONGOING)The way in which values are used in decision-making for each Pillar.STRATEGIES (THIS BUDGET)Specific actions, projects, and targets to strengthen the pillars in this two-year budget.
Maintain resilient City infrastructure and facilities.Provide City services that enhance the safety and wellbeing of the public.Promote healthy, connected, & sustainable spaces.Foster an inclusive and engaged Community.Budget Goals or Pillars
Discussion1. Terminology/Definitions•Budget Goals vs. Budget Pillars?•Budget Goal/Pillar Objectives and Values Indicators? 2. Budget Goals/Pillar descriptions3. Health as an additional Council Value?4. Community Engagement as a Council Value or as Goal/Pillar 4?
The CITYofEDINANext Steps •Based on Council input, continue to refine 2022-2023 budget•Budget discussion/update to Council at work session on Nov. 16 •Public hearing on Dec. 7•Final date to take action is hearing on Dec. 21www.EdinaMN.gov18
Date: October 19, 2021 Agenda Item #: IV.
To:Mayor and City Council Item Type:
Reports / Recommendation
From:Grace Hancock, Sustainability Coordinator
Item Activity:
Subject:Sustainable Buildings Policy Proposal Action
CITY OF EDINA
4801 West 50th Street
Edina, MN 55424
www.edinamn.gov
ACTION REQUESTED:
Review and comment on proposed Sustainable Buildings Policy
INTRODUCTION:
Relates to Sustainability staff work plan items:
- Create a Green Building P olicy for City facilities incorporating sustainability principles into evaluation, design
and construction of City capital projects
- Create a green building policy to incent sustainable building and operational practices for new development and
redevelopment
- Implement Next Phase of Energy Benchmarking Ordinance and Analyze Penalties
ATTACHMENTS:
Description
Staff Report: Sustainable Buildings Policy Proposal
Proposed Sustainable Buildings Policy 10.11.21
Appendix: Sustainable Buildings Policy Operations Plan
Appendix: Hennepin County Scope of Support Services
Appendix: MN Sustainable Buildings Report - CEE
Appendix: CEE-Edina SBP Agreement 2021
Staff Presentation
October 19th, 2021
Mayor and City Council
Grace Hancock, Sustainability Coordinator
Proposed Sustainable Buildings Policy
Executive Summary
The City of Edina staff requests the City Council review and comment on the proposed Sustainable
Buildings Policy. After receiving comment, staff will submit the policy for adoption by the City Council at a
future 2021 City Council meeting.
The policy reads: New Construction or Major Renovations to which this policy applies are required to be
certified under an eligible Sustainable Building Rating System at the listed rating level and must meet the
standards set forth in the Edina Overlay. Effective April 1, 2022.
A policy of this kind will affect roughly 2/3 of large building proposals in Edina each year. Large buildings
are the greatest emitter of greenhouse gas emissions in Edina and, based on energy benchmarking data
from 2019 and 2020, are not operating more efficiently than buildings built 20 years ago despite
advancements in sustainable design technology. Thus, this policy lever is required to drive new
construction to adopt more efficient building techniques and achieve efficiency targets that meaningfully
contribute to making progress on the City’s greenhouse gas emission reduction goals.
What is a Sustainable Buildings Policy
Sustainable building policies establish minimum sustainability criteria that go beyond existing state code for
new construction or significantly renovated developments. Included criteria typically target areas for
pollution reduction and resource conservation. Because the State of Minnesota sets the building code,
cities are unable to establish building requirements that are more strict than existing code; however, with
financial levers and authority over land use, cities can use sustainable building policies as a tool to make
progress toward sustainability goals. Thus, where triggered by funding or land use incentives, sustainable
building policies establish minimum sustainability criteria that go beyond existing state code for new
construction or significantly renovated developments
This policy, known as the Edina Sustainable Building Policy, proposes to require sustainability components
beyond existing code for developments receiving financial and planning incentives from the City. The
requirements include complying with one sustainability rating system, which is selected from a list, as well
as with an Edina-specific overlay. The overlay targets specific sustainability strategies that align with
existing Edina goals and are not necessarily covered by all rating system options.
STAFF REPORT Page 2
Why a Sustainable Buildings Policy
Climate change in Minnesota is here. The state’s climate today is warmer, wetter, and less predictable
than in the past thanks to an accumulation of greenhouse gas emissions (GHGs) - primarily CO2 and CH4
(methane) - in the atmosphere. To meet this challenge, the City of Edina set emission reduction goals of
30% by 2025, and 80% by 2050, from 2007. These goals are under review as part of the climate action plan
development process, and will likely become more ambitious in line with current understanding of the
climate crisis.
In Edina, building energy use – electricity and natural gas - accounted for ~60% of GHG emissions in
20181. Roughly 60% of building energy use comes from commercial buildings (rather than residential).
Finally, the top 20% of commercial energy accounts consume nearly 90% of Edina’s commercial electricity
use2.
The City of Edina currently has a voluntary development questionnaire that asks developers and architects
to design for sustainability early in the design process. While this questionnaire uses guided questions on a
limited number of topic areas to encourage sustainable development, the new policy requires developers
select one third-party green rating systems from a list and become certified, along with compliance with a
short specific list of overlay requirements.
A sustainable buildings policy would complement the City’s existing Efficient Building Benchmarking
Ordinance and its Green Business Recognition program - ensuring the most efficient building is designed,
constructed and operated to help the community meets its GHG emission reduction goals and build a
more resilient city.
The policy would apply to new construction and significant renovations that either (a) seek public funding
or (b) seek a Planned Unit Development variance. A policy of this design would cover roughly two thirds
of large commercial development proposals, while only relying on a funding trigger would cover just 10-
15%. The policy would include two requirements: projects select and comply with a third-party rating
system and comply with the City’s Overlay.
The City’s forthcoming Climate Action Plan addresses the need for a policy such as the proposed
Sustainable Buildings Policy. One of the eight chapters included in the plan focuses on building energy use.
This chapter outlines strategies to reduce building energy needs 15% community-wide by 2030, increase
renewable energy use to 17%, transition 10% of on-site fossil fuel combustion (like natural gas) to less
carbon intensive sources, and reduce the number of residents living in high energy poverty by half. Each of
these strategies is supported by implementing the proposed policy.
1 Regional Indicators Initiative, https://www.regionalindicatorsmn.com/emissions-chart, 2018
2 Edina Electricity Action Plan, Xcel Energy, 2016
STAFF REPORT Page 3
Policy Development Process
Feb-March: Staff convened an internal working group in February, 2021 to study the impact and craft an
initial version of a sustainable buildings policy for city-owned buildings. This preliminary information was
shared with City Council at their March 16, 2021 work session.
April-June: Soon after, the Center for Energy and Environment (CEE) approached Edina with the
opportunity to provide their services to assist in a policy development process. These services were
rendered free of charge, thanks to support from Hennepin County Efficient Buildings Collaborative. Edina
agreed to engage CEE, and from April to October worked together to craft the proposed policy under
review at the October 19th, 2021 City Council Work Session
Five planning meetings took place with City staff in May and June of 2021. City staff representing
sustainability, community and economic development, and building inspections participated in the sessions
led by the Center for Energy and Environment on behalf of Hennepin County’s Efficient Buildings
Collaborative. In these sessions, staff learned about the basic elements typical of sustainable building
policies, internal operational needs of a policy, and best practices around stakeholder engagement. Given
the development patterns in Edina, one planning meeting focused on this policy’s potential applicability for
single-family homes, where it was determined there was not a pathway to expressly apply this to single-
family home developments.
July: After staff scoped initial policy details, the Sustainability Coordinator hosted five stakeholder
engagement sessions in partnership with CEE. The audiences for these sessions included the Planning and
Energy & Environment Commissions, the public, and those directly impacted by the policy – developers,
architects, and contractors. A BetterTogetherEdina project site was made available for community
information.
Stakeholders received information on the policy within the following parameters:
• Tone:
o Overall positive tone with focus on how sustainable building development is core to the city
realizing its sustainability values and that more sustainable development will make the city
even more attractive.
o The City will help building owners and managers succeed in developing their building.
STAFF REPORT Page 4
o This is an established policy by our peers. We’re not the first.
• Process and Resources:
o The policy leverages the existing development process, adding an additional meeting pre-
project, agenda items during the 30, 60, 90 check-ins, and inspection items.
o The City will provide technical resources to help developers comply.
o The City is taking best practices from other cities and aims to support regional consistency.
• Benefits:
o Sustainable development saves businesses and residents operational costs.
o Sustainable development will help the city reach its environmental goals and make the city
more attractive.
Stakeholder Engagement Results
1. Statewide developer attitudes - Concurrent to the stakeholder engagement activities described above,
CEE conducted a statewide survey of developers and architects, to set a baseline understanding of
attitudes toward sustainable building. Here are their findings in brief:
a. Many developers and architects already incorporate sustainable elements
i. 90% of surveyed developers answered “yes” they incorporate some sustainable
standard into design
ii. Majority of respondents said because of mission, requirement of development funding
and then requirement by local policy
STAFF REPORT Page 5
2. Edina-specific developer attitudes – Two virtual focus group sessions were held with architects and
developers who commonly propose projects in Edina. These stakeholders shared the following:
a. Barriers and Concerns mentioned by stakeholders:
b. Solutions and Benefits mentioned by stakeholders:
3. Community Information sharing – Edina sustainability and CEE hosted a virtual information session
with the public, primarily to share additional information and contextualize the information shared on
the Better Together Edina Sustainable Buildings project site.
4. Primary developer & public findings and takeaways:
a. Building owners should be able to choose their rating system based on goals and cost
i. Bringing in third party rating requirements takes risk/liability off design team
ii. Need for technical expert for questions
b. It’s important to be able to tell the story of SBP through case studies, both to demonstrate
best practices and to sell to financiers
i. Currently, there is a market for sustainability in commercial buildings
ii. There is less of a market demand for sustainability in multi-family buildings.
STAFF REPORT Page 6
iii. In both cases, SBP can help move the market.
c. This policy takes a different approach than Edina’s development questionnaire
i. Rather than guided questions, it requires a third-party certification and compliance
with an overlay
d. Be very clear about rating system version requirements and the policy’s relationship to code
i. Requirement will be for whichever is most stringent between chosen rating system
and code
e. There was interest:
i. In addressing sustainability in existing buildings
ii. To accelerate this policy’s adoption
5. Commission feedback – The EEC and Planning Commission each received a presentation on the
Sustainable Buildings Policy at their July meetings. Comments received include:
EEC:
a. Overlay requirements for electrification and electric vehicles should be stronger
i. Electrification has greenhouse gas emission impacts and is important component of
Climate Action Plan under development
ii. Electric vehicle requirements seem low, especially with even more new vehicles on
the road
b. Timeline for implementation should be moved up
i. Education period should be shorter to avoid missing 2022 projects
c. Renovations and remodels should be included in the policy at 10,000 sq ft
d. Sustainability rating systems should include LEED Silver as a minimum
e. Where possible, integrate this into EEC business recognition program
PC:
a. Single-family: is there a way to put incentives specific to single-family homes so more are
included in this policy scope?
b. Parking: the overlay should include additional requirements around parking maximums, flat
ramp requirements (for future reuse) and bike parking minimums
c. Healthy buildings: how are healthy building principles included here? Can we call out goals or
objectives around this?
d. Costs: LEED and other certifications are costly and there are concerns about the burden being
put on developers
e. Operationalizing: Ensure developers know about this early on and don't skirt the requirement
by asking for TIF after project approval
f. Emphasize Edina is joining an existing community of practice nation and statewide where
sustainable building policies are common. Consider if there more leading-edge and ambitious
requirements we can incorporate using other cities as an example.
g. “This kind of policy is important”… “a good start”…”I would support a policy that goes further
quicker”… “Only addressing a small wedge of what we need to.”
Policy Description
STAFF REPORT Page 7
Staff expertise and stakeholder feedback shaped the attached policy proposal and related policy operations
plan for Edina. The following section describes the policy elements and seeks to contextualize reasoning
for inclusion.
The policy, known as the Edina Sustainable Building Policy, proposes to require sustainability components
beyond existing code for developments receiving financial and planning incentives from the City. The
requirements include complying with one sustainability rating system, which is selected from a list, as well
as with an Edina-specific overlay. The overlay targets specific sustainability strategies that align with
existing Edina goals and are not necessarily covered by all rating system options.
1. Policy Application
The policy applies to all of the following new construction and major renovation projects:
1. Facilities owned or operated by the City of Edina or the HRA.
2. Facilities of which the City or HRA are, or will become, the sole tenant.
3. Facilities within the City of Edina receiving Financial Assistance (further defined in 2. Policy Triggers).
4. Facilities within the City of Edina with Planned Unit Development District zoning.
Policy application of this scope will affect roughly 2/3 of all large projects proposed in Edina.
Note on single-family homes: it is rare for a single-family home development to apply for a PUD or
financial incentive from the City. Examples of when this policy might affect single-family homes include an
affordable townhome development or a subdivision development requesting a PUD. Thus, staff expects
this policy will not have a large effect on single-family home development.
2. Policy Triggers
Per Minnesota law, cities cannot make additional requirements of developers unless as part of an exchange
in which the developer is asking something of the city. In the case of Edina, staff recommend that the
following planning and financial incentives be used to trigger sustainable development requirements:
• Primary
• Tax Increment Financing (TIF)
• HRA Funds
• Metropolitan Council Livable Communities Grant
• Housing Improvement Area
• Affordable Housing Trust Fund
• Conduit Bonds
• Land sale
• Land write-downs
• Other funds granted or loaned by the City of Edina and Edina HRA
3. Rating Systems
STAFF REPORT Page 8
Sustainability rating systems encourage increased environmental and health performance in buildings
through comprehensive sets of energy, water, waste, material, siting, and other strategies. They are third
party administered and certified. Not all rating systems are exactly alike but may accomplish similar goals.
Some are building type specific, while others are more adaptive.
Using a third-party rating system, such as LEED or MN Green Communities, ensures that buildings are
meeting sustainability requirements that are widely recognized as best practices. Doing so also clarifies
liability and allows for more certainty for the design team in knowing the policy requirements will be met.
The cost for engaging the third-party rater is typically less than one percent of the cost of a project and
when examined early in the design process, studies show that utilizing sustainability practices contributes
1-2% to total costs. While third party verification is relatively easy to operationalize for a city, some
certifications cannot be given until 12 months after a development is constructed.
When a development triggers the sustainability requirements, we recommend the following rating systems
as options by development type.
Development Type Recommended Rating Systems
Municipal, Commercial, Mixed-
Use, Industrial
∙ LEED for New Construction and Major Renovations;
Certified Silver or higher
∙ B3 Guidelines; Certified Compliant
Multifamily
∙ LEED for New Construction and Major Renovations;
Certified Silver or higher
∙ B3 Guidelines
∙ Green Communities; Certified
Single-family ∙ LEED for Homes; Certified Silver or higher
∙ Green Communities
Parking ∙ Park Smart Silver; Certified Silver or higher
As rating systems are constantly evolving and developing, the policy allows for developments to petition
for alternative rating systems.
4. Overlay
An overlay is used to customize sustainability requirements based on City goals. The overlay is additive to
the selected rating system. In some cases, an overlay requirement may help to create standardization
among the rating systems for a specific topic area (i.e. using the same energy standard). Based on existing
City goals and workplans, the following overlay requirements are proposed:
a. Predicted greenhouse gas emissions
i. Calculated and reported
b. Electric vehicle charging capability
STAFF REPORT Page 9
i. 5% of parking spaces must install Level 2 or higher charging stations –AND-
ii. Install conduit that allows 10% of spaces dedicated to Level 2 or higher charging
stations, which would be installed at a future date
c. Energy efficiency standard
i. For 1-4 unit residential New Construction and Major Renovation projects:
1. US Department of Energy Zero Energy Ready Homes
ii. For all other residential and commercial New Construction and Major Renovation
projects:
1. Sustainable Buildings 2030
d. Bird-safe glazing
i. For New Construction and Major Renovation projects seeking LEED:
1. Achieve bird collision deterrence point
ii. For New Construction and Major Renovation projects seeking all other Sustainable
Rating Systems:
1. Follow B3 Guideline S.9: Bird-Safe Building
5. Compliance
The policy reads:
• For any projects to which this policy applies, compliance must be a condition of receipt of Financial
Assistance or Planned Unit Development approval.
• Buildings will not advance to the next stage of construction or operation, including necessary permit
issuance, without demonstrated ongoing compliance with this Policy.
• The requirements of this Policy may be waived, in whole or in part, by the City Council after
consideration of the advantages and disadvantages of a waiver, and upon demonstration by the
developer of a compelling public purpose.
Sustainability, the Planning Department, and the Building Department will work jointly to implement and
enforce the policy, with Sustainability having the ultimate responsibility. Although penalties for lack of
enforcement were discussed, the recommendation is to use the development and inspection processes to
ensure regular progress and adherence with the policy.
6. Effective Date
Staff originally recommended an effective date of July 1, 2022, allowing for a ~6-month transition and
education period. Upon feedback from Planning Commission and EEC, the current policy will take effect in
April 1, 2022.
Appendices:
A. For Review: Proposed Sustainable Buildings Policy
B. For Information: Draft Policy Operations Plan
C. For Information: MN Sustainable Building Policy Recommendations
D. For Information: CEE-Edina Policy Planning Services Report
E. For Information: Staff Presentation: Proposed Sustainable Buildings Policy
☒City Council Approved: Click here to enter a date.
☐City-Wide Revised: Click here to enter a date.
☐Department
City of Edina Policy
Sustainable Building Policy
The Edina community is dedicated to building a sustainable environment where current and future generations
benefit from clean air and water, climate and community resiliency, and access to nature, as reflected in City
Council value statements. In particular, the City recognizes the risks of climate change and has set a goal of
reducing greenhouse gas emissions 30% by 2025. Since the built environment is a significant contributor to Edina’s
greenhouse gas footprint, it is important that new developments are built to minimize emissions and
environmental impact during construction as well as the operation of buildings. For developments that seek City
funding or land use incentives, it is reasonable that they meet set sustainability requirements in service to those
goals. As such, the City of Edina adopts the following Sustainable Building Policy:
FOR THE PURPOSES OF THIS POLICY:
For the purposes of this chapter, the following words and phrases shall have the following meanings:
1. “Developer” means the entity, whether public or private, that undertakes New Construction or Major
Renovation projects, and to whom the provisions of this policy apply.
2. “Division” means the Sustainability Division or their designee.
3. “Financial Assistance” means funds provided for New Construction or Major Renovations projects
provided by agreement from the City of Edina or the Edina Housing and Redevelopment Authority (HRA),
including:
a. Tax Increment Financing (TIF)
b. HRA Funds
c. Metropolitan Council Livable Communities Grant
d. Housing Improvement Area
e. Affordable Housing Trust Fund
f. Conduit Bonds
g. Land sale
h. Land write-downs
i. Other funds that require approval by the City of Edina and Edina HRA
Notwithstanding the above, Financial Assistance does not include environmental remediation funds such as the
following:
j. Department of Employment and Economic Development (DEED) Cleanup and Investigation
Grants
k. Met Council Tax Base Revitalization Account (TBRA) Contamination Cleanup Grants
l. Met Council TBRA Site Investigation Grants
4. “Level 2” electric vehicle charging capability means chargers with voltage greater than 120 and includes
240.
5. “Major Renovation” means renovation work performed on an existing building or portion thereof
consisting of at least 10,000 square feet (gross) for non-municipal buildings and 2,500 square feet (gross)
for municipal buildings, and requiring installation of new mechanical, ventilation, or cooling systems, or the
replacement of such systems.
Page | 2
6. “New Construction” means the planning, design, construction and commissioning of a new building, or an
addition of at least 10,000 square feet to an existing building if such addition requires installation of new
mechanical, ventilation, or cooling systems.
7. “Sustainable Building Rating System” means any of the following:
i. LEED; Certified Silver, Gold or Platinum
1. US Green Building Council SITES Certification can be used in tandem with LEED
for suitable municipal projects
ii. State of Minnesota B3 Guidelines; Certified Compliant
iii. Green Communities; Certified
iv. Parksmart; Certified Silver or Gold
b. Equivalent substitute standards may be utilized at the discretion of the Division.
8. “Edina Overlay” means specific measurable standards that New Construction and Major Renovations must
meet regardless of sustainable rating system, and which are to be managed by the Division. The Edina
Overlay includes:
a. Predicted greenhouse gas emissions
i. Calculated and reported
b. Electric vehicle charging capability
i. 5% of parking spaces must install Level 2 or higher charging stations –AND-
ii. Install conduit that allows 10% of spaces dedicated to Level 2 or higher charging
stations, which could be installed at a future date
c. Energy efficiency standard
i. For 1-4 unit residential New Construction and Major Renovation projects:
1. US Department of Energy Zero Energy Ready Homes
ii. For all other residential and commercial New Construction and Major Renovation
projects:
1. Sustainable Buildings 2030
d. Bird-safe glazing
i. For New Construction and Major Renovation projects seeking LEED:
1. Achieve bird collision deterrence point
ii. For New Construction and Major Renovation projects seeking all other Sustainable
Rating Systems:
1. Follow B3 Guideline S.9: Bird-Safe Building
THIS POLICY APPLIES TO ALL OF THE FOLLOWING NEW CONSTRUCTION AND MAJOR RENOVATION
PROJECTS:
1. Facilities owned or operated by the City of Edina or the HRA.
2. Facilities of which the City or HRA are, or will become, the sole tenant.
3. Facilities within the City of Edina receiving Financial Assistance.
4. Facilities within the City of Edina with Planned Unit Development District zoning.
Page | 3
THE POLICY
1. Requirements. New Construction or Major Renovations to which this policy applies are required to be
certified under an eligible Sustainable Building Rating System at the listed rating level and must meet the
standards set forth in the Edina Overlay. Applicable versions of Sustainable Rating Systems and Overlay
standards include the most recent or current iteration of a rating system in existence at the time of
development application.
2. For any projects to which this policy applies, compliance must be a condition of receipt of Financial Assistance
or Planned Unit Development approval.
3. Buildings will not advance to the next stage of construction or operation, including necessary permit issuance,
without demonstrated ongoing compliance with this Policy.
4. The requirements of this Policy may be waived, in whole or in part, by the City Council after consideration of
the advantages and disadvantages of a waiver, and upon demonstration by the Sustainability Division of a
compelling public purpose. Applicable portions of this Policy are contingent upon availability of programs at
participating utility companies. This Policy may be amended or discontinued without prior notice.
Effective date: April 1, 2022
Originally adopted:
Edina Sustainable Building
Policy Operations Plan
Background: The following plan was developed over planning workshops
with City staff and stakeholder engagement that occurred in May through September of 2021.
City staff representing sustainability, community and economic development, and building
inspections were represented in the sessions led by the Center for Energy and Environment on
behalf of Hennepin County’s Efficient Buildings Collaborative. In the sessions, staff learned
about the basic elements typical of sustainable building policies, internal operational needs of a
policy, and best practices around stakeholder engagement.
1. Project Management
The implementation of the policy will be overseen by the Sustainability Division, with the
Planning Department and the Building Department playing key roles. Management tasks
include:
• establishing and updating a City webpage about the policy
• establish and manage Hennepin County Implementor contract
• coordinating with Implementor to:
o developer education
o developer technical support
o overall compliance tracking
o impact analysis and reporting
• communicating about the program to Council, established relevant commissions, and
other groups as necessary
• coordinating along the development process through 30/60/90% meetings and
inspections as needed.
2. Efficient Buildings Collaborative Support
Because the thrust of the policy is to encourage developers to succeed in constructing a
sustainable building, the group recommends taking advantage of the resources and expertise of
the Efficient Buildings Collaborative (EBC). The EBC is a Hennepin County initiative to provide a
platform of shared resources for cities as a way to lower costs and administrative burden as well
as generally make sustainable building policy feasible for cities. As part of the EBC, the County
is undergoing a competitive RFP process to hire a vendor to provide education, technical
resources, and compliance assistance. The City already takes advantage of the EBC model for
the Efficient Building Policy and contracts with the County’s vendor to provide valuable
benchmarking services. The EBC support is scoped to be customizable to the number of annual
developments in the city that would be subject to the policy and to fit the operational needs of
staff. Staff intend to take advantage of the EBC vendor’s resources sustainable building policy
for implementation. Upon policy passage and JPA approval, the City will enter into a contract
with Overlay to better detail its desired services.
3. Compliance Process
The policy relies on certification by third-party rating systems, which cannot provide certification
until the development is complete and sometimes not until up to a year after construction due to
on-going tracking requirements. For that reason, it is impractical to withhold a PUD, occupancy
permit, or revoke funding. It’s recommended that a development be tracked to be on a pathway
for compliance throughout the development and inspection processes.
Sustainability staff would be ultimately responsible for the policy. They will oversee that a
development project is on track for compliance, while Planning staff, Building staff, and the EBC
vendor play specific roles in that process. Developers requesting a planning or financial
incentive are to be notified early in the development process about the sustainability
requirements, prior to the initial sketch plan review and zoning memo. Progress will be
monitored during the 30%, 60%, 90% plan review check-ins.
If some element of the policy is found to be unworkable within a given development,
Sustainability staff is responsible for drafting a memo requesting a waiver from the City Council.
The memo will describe the policy element they seek to except the development from, and the
reasoning. No development receiving City support, defined by the policy, can receive a waiver
for the full policy. Below we provide more detail on the sustainable building policy compliance is
integrated into the existing development process.
General Developer education
•EBC vendor maintains materials and hosts education activities
Pre-project Inquiries
•Planning staff flag project if policy requirement is triggered•Sustainability staff and EBC vendor educate developer about policy
Proposal to staff
•Site/sketch Plan•Planning Dept Memo on Zoning•Consults EBC vendor to check for planned rating system and pathway for overlay compliance•EBC vendor available for technical assistance
Proposal to Planning Commission
•Asked to consider sketch plan request•PUD or Zoning Variance requests made•Planning staff detail development’s pathway for policy compliance
Financing Requests Reviewed
•Planning staff verify development’s pathway for policy compliance•Consults EBC vendor as needed
Council Resolution
•Public hearing•Adopts a resolution approving project, resolution used as reference point for future check-ins/inspections
Approved Plan Gets Underway
•Building Dept check SBP compliance status at 30/60/90% meetings•Consults EBC vendor as needed•Building permit issuance•Inspections•EBC vendor indicate particular inspection needs•Certificate of Occupancy
Impact Analysis and Reporting
•EBC vendor develop case studies and summarize impacts –cost, savings potentials, and actuals
Hennepin County Sustainable Building Policy
Technical Support Services
Hennepin County has a goal to create a comprehensive program to aid cities within Hennepin County in
successful implementation of sustainable building policies. Sustainable building policies establish minimum sustainability criteria that go beyond existing state code for new construction or significantly
renovated developments. Cities may set these requirements for developments receiving financial or land
use incentives. Included sustainability criteria typically target areas for pollution reduction and resource conservation. Given Hennepin County’s Climate Action Plan goals, the Hennepin County seeks to make
the adoption of sustainable building policies more streamlined and economically feasible for small and mid-sized cities. The successful development of this program will help the County achieve its sustainability goals and will help the County and its cities, businesses, and residents benefit from a cleaner, more
efficient built environment.
The County is in the process of initiating an RFP is to procure services to be offered to cities to implement a sustainable building policy in their city. The services will be provided for a minimum of six years. The
services will be priced based on the number of developments anticipated along with the specific services to be contracted for. Cities will individually enter into a contract with the Consultant as services are
needed over the life of the contract. The intent is to provide services to the cities at a more economical
rate due to economy of scale and consistent approach. Cities outside of Hennepin County will also be able to utilize the services offered under this contract.
This program is intended to promote regional consistency for sustainable building policies in order to reduce complexity and promote cost effectiveness. Building off existing Minnesota city sustainability policies, the County developed model guidance in the Minnesota Municipal Sustainable Buildings Policies
Guide. Sustainable building policies of participating cities must be consistent with the model guidance. The Guide details two requirements – a third party green rating system and a city-specific overlay. Developers choose among a list of sustainability rating systems, including as LEED, B3, Green
Communities, and ParkSmart, which provide recognized, holistic approaches to sustainability including energy, water, waste, materials, and site best practices. The city-specific overlay is a set of universal requirements applied to developments in a city regardless of rating system selected. Overlays allow a city
to customize a set of requirements to strategies of greatest importance to an individual city. Such strategies can range in effort from calculating predicted greenhouse gas emissions to installing electric
vehicle chargers for a percentage of parking spots.
Key focus areas of this support services will be:
• ensuring a smooth implementation of sustainable building policies for Hennepin County cities;
• developing outreach and engagement efforts that educate developers, architects, and contractors
about the sustainable building policy model and differences in policies among cities;
• Providing expertise on sustainability rating systems, design, and construction practices, as well as
technical support to ensure compliance;
• Confirming design and construction will meet rating system through spot checks and verifying overlay component compliance.
• making sustainable building policy implementation economically feasible for small to mid-sized
cities.
January, 2021
Prepared by
Katie Jones, Marisa Bayer
Center for Energy and Environment
In collaboration with
Hennepin County
MINNESOTA MUNICIPAL SUSTAINABLE
BUILDING POLICIES GUIDE
Policy Framework and Implementation Recommendations
1
OVERVIEW
Cities throughout Minnesota seek to improve public health,
environmental justice, and environmental and economic
sustainability. As cities set targets to reduce carbon
emissions, reduce waste, protect natural areas, and mitigate
stormwater runoff, many are turning to building-related
strategies to help achieve these goals.
Generally, cities have three main levers to create change:
mandatory requirements, process incentives, and financial
incentives. Because the State of Minnesota sets the building
code, cities are unable to establish building requirements that
are more strict than existing code; however, with financial
levers and authority over land use, cities have tremendous
potential to use sustainable building policies as a tool to make
progress toward sustainability goals.
To date, Minnesota cities have taken three approaches in the
application of sustainable building policies, listed below in
order of impact:
1. Mandatory approach (Recommended). This policy
approach identifies default sustainability requirements
for funding programs and land use variances above
certain thresholds. These requirements are in addition
to other program and land use requirements.
2. Scoring approach. Buildings are scored on a set of
criteria and those with the highest scores qualify for
city program funding and approval.
3. Suggestion approach. Developers are strongly
encouraged to consider sustainability in construction
through a sustainability questionnaire.
Based on research of existing policies and interviews with
Minnesota cities, we identified best practices and
recommendations for creating a framework and implementing
a mandatory sustainable building policy.
The intent of this guide is to provide a resource for cities
considering sustainable building policies and to encourage
standardization across cities. Standardization has many
benefits including improving efficiency and cost-effectiveness
across the region, facilitating the adoption of sustainable
building practices, and reducing competition among cities for
development.
Sustainable Building Policy
Defined
Sustainable building policies
establish minimum
sustainability criteria that go
beyond existing state code for
new construction or
significantly renovated
developments. Included criteria
typically target areas for
pollution reduction and
resource conservation. Also
known as green building
policies.
Existing Policies
As of 2020, seven Minnesota
cities have some type of
formal sustainable building
approach: Duluth, Edina,
Maplewood, Minneapolis,
Rochester, St. Louis Park,
and Saint Paul.
The affected building types,
triggers, and criteria vary by
policy, although some
standardization is taking
shape. See the Appendix for
detailed comparison of the
policies.
2
POLICY FRAMEWORK GUIDE
A policy framework addresses the fundamental questions of “what” and “who” — what does the
policy cover, who does this apply to, who manages the policy, and what happens with non-
compliance.
Identify City Overlay and Applicable Rating Systems
The first step is to understand the universe of existing third-party green building rating systems.1
Such rating systems provide processes for developers to achieve the city’s aims. Rating
systems are often similar but not identical. For that reason, the city should note the strengths
and weaknesses of the rating systems relative to one another and make a list of priority impacts
the city wants to target. That list, along with considerations of other city goals, becomes a city
overlay — a set of specific measurable minimum requirements that go beyond the base
construction code and may exceed a standard’s requirements.
Figure 1: Example relationship between the city overlay and an existing rating system for a single-
family home new construction. A development must comply with everything in the city overlay.
For many components, the MN Green Communities rating system meets the city’s criteria.
However, as this example shows the city is specifically targeting higher building performance with
DOE Zero Energy Ready certification.
Applicable rating systems and the overlay should both be included in a policy. The two work in
tandem, giving the city high-level policy customization, while giving developers flexibility in how
to meet the targets. One benefit for the city is that using such rating systems lessens the need
for specialized staff. In addition, leveraging existing rating systems that are well known in
today’s construction industry allows for ease of communication and cost-effectiveness of
implementation.
1 Green building rating systems — sets of sustainability criteria with detailed and proscriptive pathways for
meeting the criteria. They are generally broad covering many sustainability areas (e.g., water, energy, waste,
materials) and can include topic focused standards (e.g., Sustainable Buildings 2030 energy standard).
DOE Zero
Energy
Ready
Homes
ENERGY
STAR®
certification
Water
conservation,
waste
diversion,
indoor
environmental
quality,
etc.
City Overlay:
Single Family
Residential
Rating System: MN
Green Communities
3
Leverage existing third-party rating systems
Cities with existing sustainable building policies recognize the value of standardization
across the region — the more ubiquitous the rules, the more practiced the industry
becomes at complying with them and the more cost-effective implementation becomes.
Because of the unique characteristics of different building types, policy requirements
should specify the appropriate rating system for each building type. The table below
shows the most common and recommended minimum rating systems and their
associated levels by building type.
Municipal,
Commercial, Mixed-
Use, Industrial
• LEED for New Construction and Major Renovations;
Certified Silver or higher
• B3 Guidelines
Multifamily
• LEED for New Construction and Major Renovations;
Certified Silver or higher
• B3 Guidelines
• GreenStar Homes; Certified Silver or higher
• Green Communities *
Single-family
• LEED for Homes; Certified Silver or higher
• MN GreenStar; Certified Silver or higher
• Green Communities*
Parking • Park Smart Silver
*For projects with MHFA funding, it is recommended that the MN Overlay version be used.
Establish City Overlay Criteria
Below we lay out the most common overlay criteria. Where possible, criteria are
performance-based, which gives developers flexibility, and drives innovation and cost
efficiencies. Cities should prioritize criteria for adoption that balance needs for
implementation with city goals to ensure policy success.
It is also important to note that as environmental and economic conditions change,
flexibility within each criterium is valuable. For that reason, it is recommended that a
department director be charged with promulgating the detailed overlay requirements. It is
also critical to include a third-party verification component in the policy. Verifiers should
be proposed by the developer and acceptable to the city.
4
Recommended Overlay Criteria Recommended Rule
Predicted and actual energy use
Meet SB 2030 Energy Standard through
design and operation; for 1-3-unit buildings,
meet DOE’s Zero Energy Ready Homes
standard.
Predicted greenhouse gas
emissions
Calculate and report.
Predicted and actual use of
potable water
Achieve 30% below the water efficiency
standards of the Energy Policy Act of 1992.
Predicted use of water for
landscaping
Achieve 50% reduction from consumption of
traditionally irrigated site.
Utilization of renewable energy Evaluate 2% of on-site renewables; install if
cost-effective using SB 2030 guidance.
Electric vehicle charging
capability (if parking is
included)
Install conduit that allows charging stations to
be installed at a future date.
Diversion of construction waste
from landfills and incinerators
Achieve 75% diversion rate
Indoor environmental quality
Use low-VOC (volatile organic compounds)
materials including paints, adhesives,
sealants, flooring, carpet, as well as ASHRAE
thermal and ventilation minimums.
Stormwater management
Adhere to quantity and quality requirements,
including infiltration rate, suspended solid,
and phosphorous reductions.
Resilient design
Document a design response to several
identified potential shocks and stressors such
as utility interruption, extreme rainfall and
transportation interruption. Design Team shall
integrate the identified strategies into the
design of the project.
Ongoing monitoring of actual
energy and water use
Benchmark using ENERGY STAR® Portfolio
Manager annually.
5
Policy Triggers
Given the regional competition for development, cities often balance priorities of encouraging
development while achieving community-wide goals, such as sustainability targets. For this
reason, we 1) encourage the greatest number of cities to adopt similar sustainable building
policies to standardize the practice across a region, and 2) recommend cities consider their
unique leverage points for the greatest impact. Cities can use the following triggers to activate a
sustainable building policy:
1. Funding incentives. The most straightforward trigger is a
developer’s request for public funding. To date, several cities
have successfully used a minimum trigger of $200,000 in
cumulative public funding. The types of qualifying funding
sources vary. We recommend maximizing public funding
sources for the greatest impact. (See examples below.)
2. Land use incentives. Though there is little track record of this
approach for sustainability in Minnesota, it is used in other
areas of the country. For cities with established zoning rules,
we recommend cities consider three types of land use triggers:
a. Planned unit development (PUD). Where a city has a
large tract of land for development, it can set high-level
density and other rules, such as a sustainable building
policy, for the site, while giving the developer flexibility
in how that is accomplished.
b. Premiums. Setting clear expectations for developers
can reduce costs and encourage specific types of
development. We recommend cities consider codifying
sustainability premiums as an incentive for density and
height bonuses.
c. Variance. Where not codified as premiums, cities
should consider applying a policy when more intense
variances are requested.
3. Process incentives. Cities can create faster approval processes and higher prioritization in
permit and inspection reviews for developments that adhere to the sustainable building
policy. This has not yet been tried in Minnesota but has been done elsewhere.
4. Building size. Because larger building developments have the greatest environmental
impact and more sophisticated design teams, we recommend that a policy apply to buildings
that meet the following size thresholds. This trigger is only activated when a project receives
a funding, land use, or process incentive.
a. New construction of 10,000 square feet and greater.
b. Significant renovation of buildings 10,000 square feet and greater that include a new
heating, ventilation, and air conditioning (HVAC) system.
Funding Sources
Comprehensive policies count all
public dollars toward the
threshold that triggers
compliance including:
1. Community Development
Block Grants (CDBG)
2. Bonds
3. Tax Increment Financing
(TIF)
4. HOME Investment
Partnership Program
5. Housing Redevelopment
Authority funds
6. Land write-downs
7. Low-Income Housing Tax
Credits (LIHTC)
8. A dedicated Sustainable
Building Policy fund
9. Any other Federal, State,
Regional (e.g., Met
Council), or City funding
source
6
Enforcement
Enforcement can be approached from two angles — either for financially incentivized projects or
for those triggered by land use and process incentives.
The financial incentive is often needed to encourage and make such developments viable in the
first place, making a financial penalty for non-compliance challenging to employ. For that
reason, the best practice is to be proactive on the front end, providing sufficient resources and
check-ins during the design development process to ensure compliance along the way.
For projects triggered by land use and process incentives, the city could enact a fine for
violation, which has been done in other American cities with some as high as $500 per day for
non-compliance. In either case, compliance with the sustainable building policy should be
included in the development agreement and loan documents.
Evaluation
Cities should evaluate a policy’s impact and adjust over time in order to meet stated goals. A
best practice is to build a framework for these components within the policy itself by requiring an
annual progress and impact report and setting a reassessment timeline (e.g., every 3-5 years)
for overlay criteria and the approved third-party rating systems.
Codify the Policy
After the city council or board adopts the sustainability building policy, it is important to codify
the policy within or near zoning- and planning-related chapters in city code because a
sustainable building policy concerns land development.
IMPLEMENTATION GUIDE
Before approval, it is important to have a plan to address questions of “how” — namely, how to
operationalize the policy. Policy adoption alone will not ensure a sustainable building policy will
be successful. Additional steps are needed to create structure, ownership, and awareness of
the policy.
Identify Leaders and Collaborators
Policies are often managed by departments that are responsible for education, awareness, and
enforcement. In some cases, these responsibilities may fall across departments, so it is
important early on to identify the department and individual who will take primary ownership for
the policy. Below is a list of key stakeholders to involve:
Sustainability Staff
As topic specialists, sustainability staff should either lead or play a significant part in
policy development and assist in policy implementation. Such staff can advocate for the
policy internally and educate external stakeholders. In addition, any initial meetings with
7
a project’s development team should include sustainability staff or other designated,
qualified individuals who can speak to the technical nature of sustainability requirements.
Planning Department
City planning departments should be involved in the management of the sustainable
building policy. City planners are responsible for reviewing project applications, engaging
with developers, and ultimately drafting the developer’s agreement, which is the
document holding a project developer accountable for following policies and codes.
External Collaborators
External partners can provide technical assistance to project teams to meet policy rating
systems. These generally fall into two categories:
• Specific: A partner that develops and manages an individual rating system is best
equipped to answer questions regarding pathways for compliance for their rating
system (e.g., USGBC for LEED).
• Broad: A partner that can answer questions across multiple rating systems.
Increase Awareness of the Policy
A key question to ask is: how do developers, architects, and contractors know the policy exists?
If the policy is new, or if major changes have been made to an existing policy, cities should take
proactive steps to inform their development community about how this policy will impact future
projects. At minimum, cities should post the policy clearly on the city’s website for easy access.
Additional engagement would build support and acceptance of the policy. We recommend cities
offer trainings, networking events, and building tours, as well as engage building associations to
spread the word about the policies. Cities could also partner on outreach initiatives to increase
reach and minimize cost.
Community Highlight: St. Louis Park, MN
Because the City’s Community Development Department oversees project and land use
applications as well as financial incentives for development, it is a natural fit for the
sustainable building policy to be managed by that department. Sustainability staff, who are
in a different department, remain engaged by attending project meetings with developers to
educate them about the City’s climate goals and aspects of the policy. The City also keeps
an architecture and engineering firm on retainer for more detailed review beyond
sustainability staff’s abilities and to help developers meet the goals of the policy.
Community Highlight: Rochester, MN
The City of Rochester hosts green building tours to showcase successful implementation of
their policy in new development. Developers and architects can tour new buildings, ask
questions, and learn how their peers are following Rochester’s sustainable building policy.
8
Identify Projects Subject to the Policy
Although a policy itself specifies minimum requirements for subject developments, the city must
create a process to easily identify incoming projects that meet those requirements. This is
accomplished by leveraging existing development review processes. Planners also often use
checklists and review guides to ensure projects meet required development policies and codes.
For that reason, we recommend cities use this process to integrate a review for the sustainable
building policy. Cities should make sure someone with sustainability expertise, either
sustainability staff or other designated reviewers, attend development review meetings.
Educate Project Teams
Once the city has identified an eligible project, the policy should be reviewed with the project’s
development team to ensure they understand all the components of the policy. This is a great
opportunity for development teams to ask questions and for city staff to champion their policy.
This meeting should be scheduled after a project application or funding application is received
to ensure policy criteria can be incorporated as early as possible in the design process. Having
the right people at the meeting will ensure that the policy expectations are clearly
communicated, and any questions are addressed. On the city’s side, this meeting should
include those involved in managing the policy, such as sustainability and planning staff. If the
city is working with an external collaborator to help with technical assistance, including them in
this meeting would be advantageous. From the project team, the architect and owner’s
representative should be invited so that the team responsible for designing and funding the
project understand the expectations.
Ensure Compliance
A best practice for compliance is for cities to connect project teams with external collaborators
who are technical experts in both the development process and sustainability requirements.
Cities then track compliance with the list of requirements. Because most projects that have been
subject to sustainable building policies in Minnesota have been commercial, mixed use, or large
multifamily, city staff have relied on the B3 Tracking Tool to monitor compliance for most
recommended overlay criteria and then have separate manual tracking mechanisms to track
any remaining criteria.
Community Highlight: Saint Paul, MN
The City of Saint Paul uses funding and size minimums to determine the projects subject to
their sustainable building policy. After public project funding is requested and before it is
approved, the staff member responsible for managing the policy is notified of the project.
Staff send a letter to the project team detailing compliance requirements for the project, and
soon after they hold a meeting involving the project team to review these requirements.
Sustainability staff leverage this opportunity to walk through the policy step by step to make
sure there are no surprises for the project team.
9
Another best practice is to leverage other existing processes for front end-confirmation of
sustainable design, such as Xcel Energy’s Energy Design Assistance program and other similar
utility programs that incentivize energy modeling to meet building performance criteria.
Enforce the Policy
Enforcement comes into play once a project receives the necessary approvals to start
construction. In most cases, following the previous steps will ensure that a project adheres to
the policy; however, if the project does not meet minimum standards, enforcement may be
necessary. Formal enforcement should be codified in the policy, so developers understand the
implications of not complying. Informally, city staff can communicate with project teams about
the negative impact to their relationship and concerns over future projects following city policies.
Evaluate Impact
Evaluating the policy’s impact helps city staff and city decision-makers understand if the policy
achieved the intended goals. Project reports should detail the size, cost, and anticipated savings
compared to actual performance. A summary of these along with the collective environmental
benefits (e.g., gallons of water and greenhouse gas emissions saved compared to code) should
be shared with city council, staff, and the public. In addition, annual or biennial reviews with
project teams, city staff, and external collaborators give valuable input into the effectiveness of
the policy. Cities should talk to project teams about what worked and what could be improved
about the sustainable building policy’s implementation process. They should also talk to external
collaborators and sustainability experts about the latest trends and best practices for
sustainable buildings. Having both quantitative and qualitative data on the policy’s success will
be useful during future policy updates to strengthen its impact.
FUTURE CONSIDERATIONS
Going forward, these policies should evolve as new sustainability standards become available
and as city goals around reducing structural racism and ensuring equity become clearer and
more focused. As cities find alignment on these issues, they should continue to exchange best
practices and evolve together. We recommend cities check in on at least a biannual if not
quarterly basis. This could be led by cities themselves or by an external coordinator.
Areas that may warrant further exploration include:
• Compliance tracking tool. Cities currently lack a holistic method for tracking
compliance for all property types and may benefit from the development of one.
Community Highlight: Rochester, MN
The City of Rochester structures their Tax Increment Financing (TIF) agreements as pay-as-
you-go disbursements, giving the city the opportunity to withhold future disbursements if a
project does not adhere to certain policies or codes. The city has used this approach for
projects in the Destination Medical Center and throughout the municipality.
10
• Additional compliance strategies. Another possible route to ensure compliance is by
leveraging permitting and inspections processes. However, because construction code
is prescriptive and most sustainability criteria is performance-based, there has been no
attempt in Minnesota thus far to take either of these two routes:
o During permit approval. Because cities approve permits that give the green
light for construction, they could explore issuing permits only once design models
adequately indicate that sustainability requirements will be met. Incorporating
permit approvals that are based on modeled designs of performance would
necessitate thorough consideration of expertise and permitting staff needs.
o During inspections. Building inspectors could take a bigger role in ensuring
sustainability criteria are incorporated during construction. Similar to design
review for permits, inspectors evaluate a building based on prescriptive code. For
that reason, inspector scope would need to expand to include evaluation against
a performance-based model design.
• A one-stop-shop for expertise on sustainable building policies. An external
collaborator would not only consult on multiple rating systems, but also serve as a single
point of communication for technical questions and compliance monitoring for project
teams and cities, respectively. This type of group has not yet been established to serve
Minnesota cities. However, such a partner with broad expertise, design review
experience, and implementation support ability could serve multiple cities while reducing
sustainability staff needs.
Although sustainable building policies have been around more than a decade in Minnesota,
there remain great opportunities for more cities to leverage such policy tools and for better
standardization among cities to ease implementation. As cities actively invest in new
developments or receive developer requests outside existing zoning rules, they can use these
policies to achieve sustainability goals. In the end, the built environment has strong impacts on
environmental health and livability, and sustainable building policies are an important tool to
build the physical environment that cities want and need.
Proposal
Edina Sustainability Policy Planning Services
Client: City of Edina
Contact: Grace Hancock, Sustainability Coordinator
Draft Date: April 7, 2021
Intent of Services
Through the Hennepin County Efficient Buildings Collaborative, the Center for Energy and Environment
(CEE) will provide planning and technical assistance to support the successful development of a
commercial sustainable building policy. These services will support the city with technical guidance on
the program design, roles, timelines, resources, and stakeholder engagement required to pass and
implement a policy or guidance, and to support city staff in those activities as needed.
Work to Date
The City of Edina has effectively already developed a sustainable building policy for municipal buildings.
For that reason, several City staff are familiar with the general concept. In addition, City staff have
already identified a comprehensive list of stakeholders that would likely be affected by a commercial
policy. The proposed services below will leverage this work done to date.
Proposed Activities
To support the development of a sustainable building policy in the City of Edina, CEE will host a series of
planning workshops, working with city staff to identify stakeholders and strategize on the appropriate
timelines and order for city internal and external engagement, policy framework development, and
internal operations planning. We will support the City in identifying the appropriate scope of policy
based on current building data, existing sustainability initiatives, and operations. Following the
workshops and the creation of the Development Plan, we will support the City in delivering that plan
with stakeholder engagement, material development, and technical guidance.
Tasks:
1. Outline roles and responsibilities among City staff, relevant commissions, and other City
leadership relevant to the policy development and implementation
2. Coordinate project management check-ins with City staff to keep project on track with
established timelines
3. Plan and facilitate workshop series, as detailed below, to meet City timeline targets
4. Attend and support relevant City Council and Commission meetings
5. Provide technical support and best practice guidance
6. Support community and leadership stakeholder education by developing presentations and
serving as a technical advisor
Month Major Activity (italics indicates City-lead, CEE supported activity)
May Workshop 1: Introduction and Foundations
a. Introductions and workshop objectives
i. Develop policy framework
ii. Develop stakeholder engagement plan
iii. Develop internal operations plan
b. Anchoring
i. Discuss development review process
c. Baseline
i. Project information (number of annual projects, type, size,
funding amounts)
a. Policy framework: Discuss scenarios and detailed options
i. Review sustainable building policy concepts
ii. Narrow options and make decisions on as many areas as
possible
iii. Identify areas needing more information/feedback from
stakeholders
Workshop 2: Stakeholder planning
a. Review any unfinished elements from the policy framework discussion
b. Identify how to approach internal and external stakeholders
c. Create a process and schedule for soliciting stakeholder feedback
June Workshop 3: Operations planning
a. Outline what tasks and activities will be needed to operationalize the
policy/guidance in this city
b. Walk through project approval process and identify how SBP fits
July Stakeholder Engagement
August Workshop 4: Policy development - final
a. Use stakeholder feedback to finalize concepts and draft policy
b. Finalize operations plan
September Policy Presentation to Council
Deliverables:
1. Development Plan
• 6-10-page reference document outlining engagement plans, policy framework, and city
operations plan along with a timeline of activities
2. Educational Handout
• A 1-page (front/back) document describing the policy to community stakeholders
3. Presentation for Stakeholders
• Delivery of slide presentations to community stakeholders and to council members
Total Hours: Approx. 90
Costs
$0
Timeline
All services will be completed by Dec. 31, 2021.
The CITY ofEDINA
Edina Sustainable Buildings Proposal
Grace Hancock, Sustainability Coordinator
October 19, 2021
The CITY ofEDINAAgenda
•Policy context
•Proposed policy
•Implementation & next steps
www.EdinaMN.gov 2
The CITY ofEDINA
Existing Practices
o Reduce Greenhouse Gas
Emissions 30% by 2025
o 2016 Electricity Action Plan
o 2019 Efficient Building
Benchmarking Ordinance
o 2021 Climate Action Plan
www.EdinaMN.gov 3
Buildings impact climate goals
56%
41%
2%1%
Energy, -10%
Transportation, +13%
Solid waste, +20%
Water & wastewater, -2%
The CITY ofEDINAThe Triple Bottom Line
With this policy:
•1-2% premium on project
cost
•+ ~3-400 metric tonnes
GHGs to Edina/build
www.EdinaMN.gov 4
Without this policy:
•Cost premium shifts from
developer to operator
•+ ~1,000 annual metric
tonnes GHGs to Edina/build
To meet City goals, reduce 50-55,000 mt GHGs/year.
This policy helps us build 80% more efficient than 2006 average build with a
12-year payback requirement for sustainable elements.
The CITY ofEDINAPolicies in Minnesota
www.EdinaMN.gov 5
Being Planned or Redesigned
•City of Bloomington
•City of Duluth
•City of Edina
•City of Minneapolis
•City of St. Louis Park
On the books
•City of Duluth
•City of Maplewood
•City of Minneapolis
•City of Rochester
•City of Saint Paul
•City of St. Louis Park
The CITY ofEDINAThe Policy
New Construction or Major Renovations to which this policy applies
are required to be certified under an eligible Sustainable Building
Rating System at the listed rating level and must meet the standards
set forth in the Edina Overlay.
www.EdinaMN.gov 6
The CITY ofEDINAApplicability
•Facilities owned or operated by the City of Edina or the HRA.
•Facilities of which the City or HRA are, or will become, the sole
tenant.
•Facilities within the City of Edina receiving Financial Assistance.
•Facilities within the City of Edina with Planned Unit Development
District zoning.
www.EdinaMN.gov 7
The CITY ofEDINAPolicy Triggers
•Land use incentives
•Planned unit development (PUD)
•Financial incentive
•Tax Increment Financing (TIF)
•HRA Funds
•Metropolitan Council Livable Communities Grant
•Housing Improvement Area
•Affordable Housing Trust Fund
•Conduit Bonds
•Land sale
•Land write-downs
www.EdinaMN.gov 8
The CITY ofEDINARating Systems
•LEED; Certified Silver, Gold or Platinum
•US Green Building Council SITES Certification can be used in tandem
with LEED for suitable municipal projects
•State of Minnesota B3 Guidelines; Certified Compliant
•Green Communities; Certified
•Parksmart; Certified Silver or Gold
*Equivalent substitute standards may be utilized at the discretion of the Division.
www.EdinaMN.gov 9
The CITY ofEDINAOverlay
•Predicted greenhouse gas emissions –calculated & reported
•EV chargers
•i. 5% installed and 10% parking stalls EV-ready
•Energy efficiency standard
•i.For 1-4 unit residential New Construction and Major Renovation projects:
US Department of Energy Zero Energy Ready Homes
•ii. For all other residential and commercial New Construction and Major Renovation
projects:
Sustainable Buildings 2030
•Bird safe glazing –Follow LEED or B3
www.EdinaMN.gov 10
The CITY ofEDINACompliance & Effective Date
“an ounce of prevention is worth a pound of cure”
•Use existing accountability processes (30/60/90% design meetings &
inspections) to drive accountability and maintain transparency
•Compliance must be met to receive incentive
•Effective April 1, 2022
www.EdinaMN.gov 11
The CITY ofEDINAImplementation
www.EdinaMN.gov 12
Development
Sustainability
Efficient
Buildings
Collaborator
Other City
Departments
•Policy Requirement
Education
•Technical Assistance
•Compliance Tracking
and Certification
•Reporting
The CITY ofEDINAWhat’s Next
www.EdinaMN.gov 13
Proposal to City Council in 2021
October 2021
Implementation vendor contracted
Q4 2021
Policy goes into effect
•Only new developments started after this date
would be subject to the policy
April 1, 2022
The CITY ofEDINA
Thank you!
Questions & Comments?
www.EdinaMN.gov 14