HomeMy WebLinkAbout2017-10-24_07_00_PM-HRRC_MembersAgenda
Human Rights and Relations Commission
City Of Edina, Minnesota
Edina City Hall Community Room
Tuesday, October 24, 2017
1:00 AM
I.Call To Order
II.Roll Call
III.Approval Of Meeting Agenda
IV.Approval Of Meeting Minutes
A.Minutes: September 26
B.Minutes: October 3, Special Meeting
V.Community Comment
During "Community Comment," the Board/Commission will invite residents to share relevant
issues or concerns. Individuals must limit their comments to three minutes. The Chair may limit
the number of speakers on the same issue in the interest of time and topic. Generally speaking,
items that are elsewhere on tonight's agenda may not be addressed during Community Comment.
Individuals should not expect the Chair or Board/Commission Members to respond to their
comments tonight. Instead, the Board/Commission might refer the matter to sta% for
consideration at a future meeting.
VI.Reports/Recommendations
A.2017 Work Plan Updates
B.Edina Community Foundation: MLK Panel Program
C.2018 Proposed Work Plan Update
VII.Correspondence And Petitions
A.Sanford Berman, Correspondence
B.City of Bloomington, Correspondence
VIII.Chair And Member Comments
IX.Sta4 Comments
X.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 ampli7cation, an
interpreter, large-print documents or something else, please call 952-927-8861
72 hours in advance of the meeting.
Date: October 24, 2017 Agenda Item #: IV.A.
To:Human Rights and Relations Commission Item Type:
Minutes
From:Chante Mitchell, City Management Fellow
Item Activity:
Subject:Minutes: September 26 Action
CITY OF EDINA
4801 West 50th Street
Edina, MN 55424
www.edinamn.gov
ACTION REQUESTED:
Approve September 26 Minutes.
INTRODUCTION:
ATTACHMENTS:
Description
September 26 Minutes
Draft Minutes☒
Approved Minutes☐
Approved Date:
Minutes
City Of Edina, Minnesota
Human Rights and Relations Commission
Edina City Hall, Community Room
September 26, 2017 7:00pm
I. Call To Order
Chair Nelson called the September 26, 2017, meeting of the Human Rights and Relations Commission to
order at 7:01 pm.
II. Roll Call
Answering roll call were Chair Nelson; Commissioners Arseneault, Beringer, Edelson, Edwards,
Kennedy, Meek, Sinha, Mangalick.
Late Arrival: Commissioner Martin
Absent Member: Commissioner Rivera.
Staff Present: Staff Liaison, MJ Lamon and City Management Fellow, Chante Mitchell
III. Approval Of Meeting Agenda
Motion by Commissioner Arseneault to approve the meeting agenda for September 26th,
2017. Seconded by Commissioner Meek. Motion carried.
IV. Approval Of Meeting Minutes
Motion by Arseneault to approve the August 22nd, 2017 Human Rights and Relations
Commission meeting minutes. Seconded by Commissioner Kennedy. Motion carried.
V. Special recognitions and presentations
A. Introduction of new Student Commissioner, Mangalick.
Commissioner Introductions.
B. Grandview Lid Project: Katie Clark Sieben, Economic Development Project Coordinator
Presentation on Grandview Green project and development.
Commissioner Martin arrived at 7:11pm.
VI. Community Comment
None.
VII. Reports and Recommendations
A. 2017 Work Plan Updates
Draft Minutes☒
Approved Minutes☐
Approved Date:
Race & Equity Update:
• Task Force and working groups have been provided feedback from their interviews on the four
questions asked by Citizen’s League.
• Next steps are to engage community discussion on race and equity and receive community
feedback on the same four questions asked of the Task Force and working group members.
Human Rights Essay Contest:
• Marketing had error with the prize amounts to be given to contestants, group decided that both
winners will receive $100 and this will also be reflected on all marketing material moving forward.
Motion by Arseneault to give both essay contestant winners a monetary prize of $100.
Seconded by Kennedy. Motion Carried.
Comprehensive Plan Update:
• Staff liaison MJ Lamon went over comprehensive plan toolkits and all aspects that will start to be
distributed to all Boards & Commissions, as well as Planning Commission.
The HRRC will hold a special meeting on October 3rd at 6:15pm in the Mayor’s Conference Room
to review the comprehensive plan toolkit and to assign tasks to commissioners.
B. 2018 Work Plan Proposal
Commissioners discussed 2018 work plan initiatives along with logistics, finances, and possible dates.
• Tom Oye: Martin will continue to work on this initiative. Commissioners discussed new avenues for
marketing the event.
• Sharing Values, Sharing Communities: No updates.
• Human Right Essay: No updates.
• Days of Remembrance: Change description to, “Speakers and focus to be determined.”
• Indigenous Peoples Recognition: May be led by Commissioner Rivera.
• Comprehensive Plan: No updates.
• Affirmation of Edina, as a Human Rights City, as a Welcoming community for all residents, including
immigrants and refugees
• Parking Lot Work Plan Items:
Partnering with the School District
Commissioner Meek left room at 9:04pm
Edina Community Foundation, MLK Panel Program:
• Commissioner Edelson will seek more clarity on the event and see if there are other opportunities to
partner.
Draft Minutes☒
Approved Minutes☐
Approved Date:
Motion by Kennedy to add participation in annual MLK Panel Event in partnership with the Edina
Library & Community Foundation as a new initiative on the 2018 work plan. Seconded by
Edelson. Motion carried.
Commissioner Meek returned at 9:07pm.
C. Bias Offense Amendments
Arseneault advised the commission on Chief Nelson’s review of the proposed plan amendments and his
concerns regarding removal of the term “victim” in the response plan.
Motion by Arseneault for the commission not to recommend removal and replacement of the
word “victim” in step 4 of the Bias Offense Response Plan. Seconded by Kennedy. Motion carried.
Kennedy provided 311 summary information for Minneapolis. Kennedy volunteered to bring back more
information regarding reporting of bias offenses as part of the 311 system.
VIII. Correspondence
Received, no discussion.
IX. Chair and Member Comments
Chair Nelson provided information about what is happening regarding the affordable housing issue in
St. Louis Park.
Commissioner Kennedy provided information on October events of interest on Sexual
Violence/Marriage/Prosecutions, and a Discussion on Supporting Civil and Voting Rights in
conjunction with the History Theatre’s play (All The Way) on the same.
Commissioner Beringer shared information on a children’s bike donation program, “Free Bikes 4
Kidz.”
X. Staff Comments
Staff informed group of Urban Vision Symposium.
XI. Adjournment
Motion by Commissioner Arseneault to adjourn meeting. Seconded by Commissioner
Kennedy. Motion carried.
Meeting adjourned at 9:26pm.
Date: October 24, 2017 Agenda Item #: IV.B.
To:Human Rights and Relations Commission Item Type:
Minutes
From:Chante Mitchell, City Management Fellow
Item Activity:
Subject:Minutes: October 3, Special Meeting Action
CITY OF EDINA
4801 West 50th Street
Edina, MN 55424
www.edinamn.gov
ACTION REQUESTED:
Approve the October 3 Special Meeting Minutes.
INTRODUCTION:
ATTACHMENTS:
Description
October Special Meeting Minutes
Draft Minutes☒
Approved Minutes☐
Approved Date:
Minutes
City Of Edina, Minnesota
Human Rights and Relations Commission
Edina City Hall, Mayor’s Conference Room
October 3, 2017 6:15pm
I. Call To Order
Chair Nelson called the October 3, 2017 Special meeting of the Human Rights and Relations
Commission at 6:15pm.
II. Roll Call
Answering roll call were Chair Nelson, Commissioners Arseneault, Beringer, Edwards, Edelson,
Meek, Kennedy
Absent Members: Martin, Sinha, Mangalick, and Rivera
Staff present: Staff Liaison, MJ Lamon and City Management Fellow, Chante Mitchell
III. Reports and Recommendations
A. 2018 Comprehensive Plan
• The commission established a process and chapter responsibilities to update the 2018
comprehensive plan.
IV. Adjournment
Special Meeting adjourned at 7:05pm.
Date: October 24, 2017 Agenda Item #: VI.A.
To:Human Rights and Relations Commission Item Type:
Report and Recommendation
From:MJ Lamon, Project Coordinator
Item Activity:
Subject:2017 Work Plan Updates Information
CITY OF EDINA
4801 West 50th Street
Edina, MN 55424
www.edinamn.gov
ACTION REQUESTED:
None.
INTRODUCTION:
Race and Equity Update (Meek/Arseneault)
Essay Contest (Kennedy/Edelson/Edwards)
Bias Offense Response Plan (Nelson)
Comprehensive Plan (All)
Link to 2008 Comprehensive Plan:
2008 Comprehensive Plan
ATTACHMENTS:
Description
2017 Approved Work Plan
Comp Plan Document: Vision Edina
Comp Plan Document: Met Council System Statment
Comp Plan Document: Big Ideas Workshop
Comp Plan Chapter Responsibilities
Approved by Council 12/6/16
Board/Commission: Human Rights and Relations Commission
2017 Annual Work Plan
Initiative
1
Council Charge
☐ 1 ☐ 2 ☐ 3 ☒ 4
Target Completion
Date
Budget Required
(Staff Liaison)
Staff Support Required
(Staff Liaison)
☐ New Initiative ☐ Continued Initiative ☒ Ongoing Responsibility April 2017 $75 for plaque +
possible cost for new
printed materials
• Register attendance at
event
• Track nominations
• Update website
Tom Oye Award
• In 2017 the committee will develop an annual theme.
Progress Report:
Initiative
2
Council Charge
☐ 1 ☐ 2 ☒ 3 ☐ 4
Target Completion
Date
Budget Required
(Staff Liaison)
Staff Support Required
(Staff Liaison)
☐ New Initiative ☐ Continued Initiative ☒ Ongoing Responsibility August 2017 None. • Coordinate Meetings
• Maintain record of meetings
about incidents Bias Offense Response Plan – review and update, if needed, annually
Progress Report:
Initiative
3
Council Charge
☐ 1 ☐ 2 ☐ 3 ☒ 4
Target Completion
Date
Budget Required
(Staff Liaison)
Staff Support Required
(Staff Liaison)
☐ New Initiative ☐ Continued Initiative ☒ Ongoing Responsibility April 2017 $300 for marketing
materials and
refreshments
Day of Remembrance Event
Progress Report:
Initiative
4
Council Charge
☐ 1 ☐ 2 ☒ 3 ☐ 4
Target Completion
Date
Budget Required
(Staff Liaison)
Staff Support Required
(Staff Liaison)
☒ New Initiative ☐ Continued Initiative ☐ Ongoing Responsibility December 2017 $1000 fee for
workshop facilitators
• Event coordination
• Communications
• Marketing Serve as lead Commission for City’s new racial equity initiative as
assigned by City Council and the task force. [Initiative attributes to
Human Rights City Designation]
Progress Report:
Approved by Council 12/6/16
Initiative
5
Council Charge
☐ 1 ☐ 2 ☐ 3 ☒ 4
Target Completion
Date
Budget Required
(Staff Liaison)
Staff Support Required
(Staff Liaison)
☐ New Initiative ☒ Continued Initiative ☐ Ongoing Responsibility October 2017 $300 for marketing
materials and
refreshments,
depending on event)
• Event coordination
• Communications
• Marketing Sharing Values, Sharing Communities
Progress Report:
Initiative
6
Council Charge
☐ 1 ☐ 2 ☐ 3 ☒ 4
Target Completion
Date
Budget Required
(Staff Liaison)
Staff Support Required
(Staff Liaison)
☒ New Initiative ☐ Continued Initiative ☐ Ongoing Responsibility May 2017 $200 for marketing
$100 for award
Communications
Marketing
Manage essays Human Rights Essay Contest
• Develop an annual theme
• Develop age categories
Progress Report:
Initiative
7
Council Charge
☐ 1 ☒ 2 ☐ 3 ☐ 4
Target Completion
Date
Budget Required
(Staff Liaison)
Staff Support Required
(Staff Liaison)
☒ New Initiative ☐ Continued Initiative ☐ Ongoing Responsibility December 2017
Assist as requested with development of the City’s new
Comprehensive Guide Plan. [Initiative attributes to Human Rights
City Designation]
Progress Report:
Parking Lot: (These items have been considered by the BC, but not proposed as part of this year’s work plan. If the BC decides they would like
to work on them in the current year, it would need to be approved by Council.)
Transgender Rights – Educational presentation or other efforts to ensure welcome and safe environment for all within the city
Recognition for Community Members whose work addresses issues of racism (e.g., an MLK Award)
Proposed Month for Joint Work Session (one time per year, up to 60 minutes): June
VISION EDINA
CITY OF EDINA STRATEGIC VISION and FRAMEWORK
This vision and framework is an outcome of the broad-based community engagement and
visioning process, conducted between September and December 2014
May 2015
CITY OF EDINA
STRATEGIC VISION AND FRAMEWORK
VISION EDINA
This vision and framework is an outcome of the broad-based community engagement and
visioning process, conducted between September and December 2014.
May 2015
Vision Edina – Strategic Vision Framework – May 2015 3
VISION EDINA
Vision Edina represents a fresh look at the future for the City of Edina. This work builds on the previous
Edina Vision 20/20 planning work that was undertaken 15 years ago. Since that time, the world has changed.
We are subject to stronger external trends and forces, and we face renewed pressures with increasing
population and developmental pressure. The future we face is one filled with greater uncertainty, more rapid
pace of change and emerging new opportunities. Vision Edina allows us to step back and look again at the
big picture, and decide how we continue to evolve to remain a relevant, competitive and progressive city.
Vision Edina is a long-term strategic framework that helps our community understand and guide the
important decision-making that will impact Edina’s future. This framework lays out the key issues identified
by our community, which we need to be focusing our attention and resources on, over the coming years. The
Vision Edina work and publications have been developed through a broad-based and inclusive community
visioning process conducted in 2014.
It is proposed that the current City of Edina mission statement remain largely unchanged. This is a potent
and relevant mission statement that has, and continues to, serve the City well.
“Our mission is to provide effective and valued public services, maintain a sound public
infrastructure, offer premier public facilities and guide the development and redevelopment
of lands, all in a manner that sustains and improves the health and uncommonly high quality
of life enjoyed by our residents and businesses.”
INSERT SECTION TITLE HEREBALANCING EDINA’S REDEVELOPMENT
Vision Edina – Strategic Vision Framework – May 20154
INSERT SECTION TITLE HERE
EDINA’S VISION STATEMENT
Edina holds a well-earned reputation as a city of choice. It is the model of a successful, mature, and
progressive urban community, that strives to lead in a modern and evolving world. We maintain
our heritage and attractiveness, and afford our residents the highest quality of life, while actively
embracing the future.
The features that define our future community include:
Inclusive and Connected
• Our community embraces diversity and cherishes the contributions of all residents and stakeholders.
• Our community offers an enticing mix of residential development that retains and builds upon our
strong foundation of single-family housing, but also includes a dimension of higher density multi-
family options, especially for the young and the old.
• We strive to promote a healthy demographic mix that builds on the tradition of multi-generational
families, and also provides entry opportunities for new people seeking to raise families, start
businesses, and join our quality community.
• Our residents enjoy a wide range of transportation options that foster mobility and interconnectedness.
• Our cohesive neighborhoods are able to retain their unique individual character, while being linked
seamlessly together into the broader fabric of our city.
• Our residents benefit from close access to parks and other gathering spaces where they can regenerate,
connect with community members and enjoy nature.
Built-to-Scale Development
• Our community has worked hard to create an innovative and long-term comprehensive development
policy that strikes the right balance between renewal and progress, and protection and preservation.
• Our development policy promotes partnerships between developers and community members and
encourages innovative ideas.
• Our community’s commercial and retail base has been significantly enhanced through the creation of
more mixed-use locations, carefully woven throughout our neighborhoods.
• We have proactively developed planning procedures and policies that allow the character of our
neighborhoods to be preserved and enhanced. Local development reflects the aspirations of both
neighborhood residents and the community as a whole.
EDINA’S VISION STATEMENT
Vision Edina – Strategic Vision Framework – May 2015 5
Sustainable Environment
• Edina has focused and invested in world-class citywide resource management systems, built around
the leading principles of environmental sustainability.
• We have substantially reduced our overall environmental impact and significantly increased our
resource use efficiency.
• Our planning has integrated the best-proven standards of sustainable building and environmental
stewardship into all aspects of our city planning and building codes.
• Our community continues to treasure and protect our public spaces and parks. We have enhanced our
biodiversity and natural ecosystems, which in turn support and purify our natural environment.
A Community of Learning
• Edina has continued to evolve as a highly engaged community, where residents share the responsibility
for decision making and working collectively toward the common vision.
• We recognize and appreciate the significant value of our education system, and we continue to work
and invest to strengthen and grow this key community asset.
• As technology and society have evolved, so has our prized education system. We have a high quality,
future- oriented education system, which undeniably prepares our students to thrive in an increasingly
competitive and globalized world.
• As residents, we never tire in our pursuit of knowledge and understanding. We collectively promote
the value of engagement and education, and we ensure that we have the capacity as a community to
understand and remain agile in a fast changing and complex world.
Future-Oriented
• As a community, we continually look forward and are always working to remain competitive, relevant
and innovative. We stand on the foundation of our traditions, but are not afraid to adapt and change
as the city evolves.
• Our city leaders and organizations are actively engaged in regional leadership and in ensuring the
interests of Edina are represented at the level of the Twin Cities metropolis, but also beyond.
• Edina is willing to use its resources and expertise to apply new ideas and technology, and we actively
invest ourselves in finding and creating innovative solutions to the emerging challenges of living in a
major city.
INSERT SECTION TITLE HEREEDINA’S VISION STATEMENT
Vision Edina – Strategic Vision Framework – May 20156
INSERT SECTION TITLE HERE
STRATEGIC FOCUS AREA, ISSUES AND ACTIONS
Eight key strategic focus areas have emerged through the Vision Edina process. These areas are built
from the key drivers and issues identified early in the Vision Edina process, and have carried through the
extensive community and stakeholder engagement process. These focus areas, and the attendant issues
and actions, represent emerging priority areas that can both leverage and guide the future evolution of
our city. This is not intended to be an exhaustive list, and in no way displaces the underlying foundational
work that continues on our key areas of infrastructure, community services, governance and fiscal
management. Rather, these strategic focus areas represent key emerging priorities, and reflect the core
drivers of our future that can be summarized in the categories of Balancing Edina’s Redevelopment, and
Enhancing Our Community Fabric and Character.
STRATEGIC FOCUS AREA, ISSUES AND ACTIONS
Vision Edina – Strategic Vision Framework – May 2015 7
INSERT SECTION TITLE HEREBALANCING EDINA’S REDEVELOPMENT
1. RESIDENTIAL DEVELOPMENT MIX
The issue of residential property development has been repeatedly raised throughout the Vision Edina
process. The City has been faced with a number of redevelopment pressures and challenges across
numerous areas. Residents strongly favor a continued focus on the single-family housing nature of the
majority of the city neighborhoods, but there is increasing concern about the trend and impact of so-called
‘teardowns’ on the community. There is also recognition of some need for additional multi-family options
to create more diversity in housing affordability. This would provide increased options at all stages of life
and attract younger residents.
ISSUES
• Residential neighborhoods continue to serve as the defining characteristic of the city, and there is a
high desire to protect and enhance such neighborhoods.
• Residents take a great deal of pride in their homes, and express concern about the escalating
redevelopment pressures facing some neighborhood areas.
• Edina continues to face competition from neighboring communities that claim to offer a similar
quality of life while also offering more available land for development.
• The community must balance the needs of the families that have defined its character, with an aging
population that desires to ‘age in place.’
STRATEGIC ACTIONS
• Further encourage the development of neighborhood associations and the overall neighborhood
concept. Define the unique character and brand of each of the well-established neighborhoods,
and explore innovative planning guidelines to allow preservation and enhancement of the desired
neighborhood visual appeal.
• Pursue further planning and development options that protect and locate key amenities, such as
parks and community facilities, within the neighborhood framework to allow neighborhood centers
and focus points to further evolve.
• Continue to explore options for new multi-family housing throughout the city in mixed-use areas and
near public spaces, including areas such as Southdale, Pentagon Park and Grandview.
• Work to create affordable housing options close to transit, shopping and employment centers.
Vision Edina – Strategic Vision Framework – May 20158
INSERT SECTION TITLE HERE
2. TRANSPORTATION OPTIONS
Participants in the Vision Edina process expressed a strong desire to continue to expand a variety of
transportation options to both reduce dependency on automobiles and enhance the community’s work
and life balance, and ease of connectivity. Walking, biking, and transit options represent key amenities
that help residents feel connected to their community, and improve the overall quality of life. A diversity
of transportation options is also highly preferred among younger residents. However, such options have
met resistance in some areas, largely a reflection of a ‘not in my back yard’ reaction. The larger community
sentiment of support should be highlighted to advance policies and developments deemed to be in the
larger public good.
ISSUES
• The community’s infrastructure continues to age and be stressed by increasing traffic volume.
• The majority of Edina’s employed population works outside of the city and is therefore reliant on the
connectivity and maintenance of the roadway system for their livelihood.
• The community overall is highly supportive of increased diversity and integration of transportation
and local access options.
STRATEGIC ACTIONS
• Undertake community education and promotion to highlight the broad support and benefits of more
diverse transportation options, and particularly to highlight the support expressed across multiple
age demographics.
• Work to expand transit options to Edina, and ensure that Edina residents do not become further
isolated from the larger transit infrastructure.
• Develop an integrated long-term plan that lays out a future-oriented and ambitious transportation
network that covers multiple modes of transportation, and takes into account potential impacts of
future technology on transportation modes and corridors.
• Continue to promote and develop the sidewalk, trail and bike networks to improve accessibility and
connectivity throughout the city and beyond.
BALANCING EDINA’S REDEVELOPMENT
Vision Edina – Strategic Vision Framework – May 2015 9
3. COMMERCIAL DEVELOPMENT MIX
Edina has traditionally embraced commercial development along a relatively narrow corridor along France
Avenue, and originally anchored by Southdale Center. While this practice has been successful and has led
to additional growth along France Avenue, Vision Edina participants have expressed a desire for easier and
more proximal access to small retail options and other amenities. Many participants of the engagement
process highlighted the unique and appealing experience of the 50th & France district. New development
opportunities can build upon this example and model to develop neighborhood nodes of an appropriate
scale in other locations across the city.
ISSUES
• Edina has historically favored large-scale commercial development. Best practice and community
desire has moved toward also including smaller-scale models.
• Residents currently feel somewhat disconnected from common amenities, including banking, dry
cleaning, groceries and pharmacies – and this is an issue likely to be exacerbated with an aging
population.
• The community has significant redevelopment opportunities in the Pentagon Park, Grandview, and
Southdale areas, but as of yet, there appears to be no clear consensus as to the best and most
appropriate uses and ultimate outcomes.
STRATEGIC ACTIONS
• In light of the escalating developmental pressures facing the Council and City, the City should as a
priority renew its broader land use plan. This plan should examine and consider the future broad fabric
of the community, and begin to define key nodes of higher-density mixed use, and potential nodes of
small-scale commercial opportunity, embedded in more of a neighborhood context.
• More consideration of scale and appropriate mixed use could be used in the review of new commercial
development proposals, especially to take into account the compounding impact of numerous
developments in close proximity and the concerns about this overall impact on streetscape,
environmental aspects, transportation and utilities and services.
• The community should further examine and consider the development of small neighborhood-based
business nodes to provide a range of local amenities and services.
• Edina should continue to explore strategies that promote the continued vitality of existing core retail
zones around Southdale Center, and also actively pursue economic development strategies targeting
specific professional services clusters. These approaches could enhance the core economic underpinning
of the local economy.
INSERT SECTION TITLE HEREBALANCING EDINA’S REDEVELOPMENT
Vision Edina – Strategic Vision Framework – May 201510
INSERT SECTION TITLE HERE
4. LIVE AND WORK
Edina’s community has a large number of high-wage earners, most of whom commute to areas outside
the city for work. Therefore, Edina is highly dependent on the vitality of the regional economy to maintain
prosperity. At the same time, the community also recognizes a growing desire, especially among young
professionals, to both live and work in the same location. There is evidence to suggest this represents
part of a larger societal trend, and could have important implications to the future location appeal of
Edina. The city currently offers limited opportunities to do so, as a mismatch exists between the wage-
earning potential of many of the employment opportunities in the community and the relatively high cost
of quality housing. However, the city is very well endowed with recreation facilities, which offers excellent
outdoor and sporting amenities.
ISSUES
• Many of the city’s residents commute outside of the city for work. This creates a disincentive to
young professionals who may aspire to live and work in Edina.
• The community does not possess significant spaces for collaborating, start-ups or telecommuting.
• Many people who work in Edina cannot afford to live in the community.
STRATEGIC ACTIONS
• Edina should support the development of a start-up or entrepreneurial climate in the city, and bring
together key stakeholders to develop an integrated economic development strategy.
• The community should consider the inclusion of incubators or co-working spaces in any new
redevelopment projects and in mixed-use proposals.
• The City should promote the development of a mix of commercial amenities, including restaurants
and cultural amenities, which are attractive to young families and professionals and can further act as
connection points or hubs within the fabric of neighborhoods and development areas.
BALANCING EDINA’S REDEVELOPMENT
Vision Edina – Strategic Vision Framework – May 2015 11
INSERT SECTION TITLE HERE
5. EDUCATIONAL FOCUS
Edina Public Schools are recognized as one of the principal assets of the community. The school district
and its institutions are routinely recognized as among the best in the state and nation. Participants in
the Vision Edina process routinely singled out quality education as one of the defining characteristics of
their preferred future. However, respondents also expressed a desire for the greater use of technology in
the classroom, expansion of cultural and ‘globally-focused’ learning opportunities and the promotion of
lifelong learning.
ISSUES
• Education policy and funding are largely a state matter, placing the City in an advocacy and partnership role.
• Respondents desire an educational system that maintains high quality while also embracing new
techniques and technologies. A balance needs to be struck.
• While Edina Public Schools and other local institutions adeptly provide K-12 education, lifelong
learning and other cultural education opportunities requires leadership from a variety of community
institutions.
STRATEGIC ACTIONS
• The community should promote a culture of learning among all of its residents, and continue to find
ways to explore, understand and present best practices across a range of topics. In particular, it is
important to expand the scope beyond regional expertise and explore best practices and emerging
trends on a global scale.
• The City should continue to foster its productive working partnership with Edina Public Schools. These
two entities represent some of the key leverage points in the city, and combining their influence
could accelerate the progress on key initiatives. Similar partnerships should be established with the
Richfield and Hopkins school districts.
• The City and school district should continue to explore future opportunities for expanded partnerships
between the schools and existing employment opportunities within the community, thereby helping
develop career paths and local workforce development.
ENHANCING OUR COMMUNITY FABRIC AND CHARACTER
Vision Edina – Strategic Vision Framework – May 201512
INSERT SECTION TITLE HERE
6. POPULATION MIX
The demographics of the Twin Cities are constantly changing as new residents are attracted by strong
regional employment prospects, economic tailwinds and quality cultural and public amenities. Edina
is well positioned to attract many of these new residents because of its high quality of life. Edina’s
population is also undergoing a generational transformation as its population continues to age, creating
a new group of active senior citizens with different housing and amenity needs. Developing an effective
balance in each of these areas is critical to ensuring future sustainable growth.
ISSUES
• The perception of an ‘Edina Bubble’ carries with it the stigma of being an exclusive and exclusionary
community.
• The relatively high cost of housing is a barrier to entry into the community, especially for younger
families.
• The needs of an aging population are often in conflict with the preferences of the younger residents
the community seeks to attract.
STRATEGIC ACTIONS
• The City should expand its work with local school districts to expose students and parents to a variety
of cultural experiences. This will serve to foster a global mindset while also cementing the education
system as a key population draw.
• Edina’s civic organizations should promote a welcoming image of the city. These efforts should be
equally directed toward new residents and businesses. These organizations should also take a lead
role in publicizing the city’s cultural amenities.
• The City should continue to prioritize amenities that meet the needs of residents of all ages. The
City should continue discussions about the effects of an aging population, as referenced in the Vision
20/20 process. Similar efforts should be used to engage young adults, including high school students.
ENHANCING OUR COMMUNITY FABRIC AND CHARACTER
Vision Edina – Strategic Vision Framework – May 2015 13
INSERT SECTION TITLE HEREENHANCING OUR COMMUNITY FABRIC AND CHARACTER
7. ENVIRONMENTAL STEWARDSHIP
Participants in the Vision Edina process were more supportive of environmentally responsible policies and
practices than any other issue area. There is a growing awareness of the impact that the built environment has on
the natural environment, and the individual and collective responsibility we all have toward good environmental
stewardship. Community residents and stakeholders believe that Edina can take an active and ambitious internal
and regional leadership role in embedding environmental stewardship principles through actions such as promoting
more comprehensive recycling, smart building and energy efficiency practices. These themes couple well with the
parallel benefits in smarter urban planning, increased transportation options and application of technology.
ISSUES
• Residential and commercial developers have little incentive to balance environmentally friendly building practices
with market pressures, or in fact to provide leading-edge examples of energy efficient and environmentally
sensitive construction.
• Currently, residential waste removal and other environmental services are poorly coordinated, and in some cases
multiple providers are serving the same streets, contributing to noise, environmental impact and inefficiencies.
• The need for green spaces is well recognized, but the use of these areas currently follows more traditional
‘green lawn’ approaches rather than integrated habitat zones.
• Developmental pressures are likely to continue to place increased demands on the City’s infrastructure and
contribute to concerns about decline in environmental quality in the community.
STRATEGIC ACTIONS
• Develop a comprehensive city-wide environmental management plan that explores and includes best practices in
water management, biodiversity, green space management, street scape enhancement and waste management.
• Partner with energy and utility service providers to educate residents on the importance of energy efficiency
in their daily living and promote energy efficiency and smart building practices at all City-owned properties.
This could include well-established practices such as publishing data on the carbon emission, waste levels and
recycling levels.
• Identify a series of environmental flagship pilot projects to bring stakeholders together and begin exploring
creative solutions. Examples could include: waste collection and management across the city; recycling and green
waste management; environmental overlays on development projects such as Pentagon Park; and utilization of
available areas such as Fred Richards Park as community gardens and biodiversity spaces.
• Develop incentives for individual households to take an active role in the overall city responsibility for environmental
management, including reducing nutrient loads in run-off, local recycling and efficient resource usage.
Vision Edina – Strategic Vision Framework – May 201514
INSERT SECTION TITLE HERE
8. REGIONAL LEADERSHIP
Edina has long been recognized as one of the premier communities in the Twin Cities. The City has been
historically viewed as somewhat progressive in its development policies and practices. The existing phase
of redevelopment and the expanding pressures from the surrounding metropolitan area highlights the
need and opportunity for Edina to continue as an innovator, seeking and implementing creative solutions
to local and regional issues.
ISSUES
• City leadership has rightfully focused on many local issues, in large part driven by changing community
needs and expectations. In recent years, City officials have also been playing an important role in
some significant regional discussions.
• Edina’s size may limit its influence when compared to larger neighboring communities, its popularity
with respect to redevelopment has presented a unique set of challenges and the opportunity to lead
on some issues previously not encountered in the larger metropolitan area.
• The community has regional economic importance, but its cultural importance has been somewhat
more limited. However, there is potential for Edina to have some destination value as a regional
cultural center.
STRATEGIC ACTIONS
• City leaders should actively advocate for Edina’s interests in the Met Council and other regional bodies.
In addition, the City should form particularly close functional connections with the immediately
neighboring cities, as they share many aspects and challenges.
• City leaders should continue to inform residents on the impact of issues of regional importance and
work to better integrate an understanding of the importance of being an active participant, and leader,
in the larger regional system
• City leaders and residents should collaborate to discover, develop and apply new best practices in
environmental sustainability, aging in place, educational quality and other broad areas of consensus.
These efforts will ensure that Edina builds the future intelligence capacity to retain a future-focused
worldview, and act as an example and role model to other cities in North America.
ENHANCING OUR COMMUNITY FABRIC AND CHARACTER
Vision Edina – Strategic Vision Framework – May 2015 15
INSERT SECTION TITLE HERECONCLUSION
CONCLUSION
The Vision Edina process has presented an opportunity for the community to come together and explore
the longer-term future. The current period of intense redevelopment, which is occurring within Edina,
represents an important juncture in the community’s history and evolution. This is coupled with a more
gradual generational shift, as the predominant Baby Boom generation moves through the demographic
system. The resultant situation is where Edina stands poised before some significant choices about future
trajectory and outcomes. This has been well articulated in the Vision Edina process.
The community has chosen a path forward that represents some significant change and reinvention, but
without losing touch with the important family values and rationale that has always defined Edina as a
community. The path ahead is not without its challenges and will require careful balancing of differing
priorities, aspirations and desires. The collective decision-making process required to move forward will
set Edina apart as an intelligent, engaged, thoughtful and forward-looking city. It will require maturity
and patience on behalf of the citizens and leadership, and recognition that the complex resident mix,
which makes Edina interesting, also brings with it differing opinions and perspectives. Understanding
the importance of the common good over personal self-interests will be critical to build alignment around
important future shaping decisions and actions.
The population and leadership of Edina possess and exhibit more than sufficient knowledge and experience
to guide the City toward the vibrant and balanced future desired by the residents and stakeholders.
FOR MORE INFORMATION
VISION EDINA
The Vision Edina initiative has aimed to define a shared vision for the City of Edina. The vision and strategic
framework is the outcome of a broad-based and inclusive community visioning process. The engagement
portion of this important planning process ran from September to December 2014, and gathered significant
community input.
From a strategic planning perspective, Vision Edina examines the issues that have been identified as
having the highest priority within the community. The initiative examined future trends in cities across
North America and the world, and how generational values are changing. This was also linked to local
aspirations, values and desires for the future. This process provides a clearer understanding of what
people might be looking for in Edina in 2030 and beyond. Vision Edina has represented an opportunity for
all residents to have a say and contribute to creating the shared future vision. Vision Edina is part of the
overall community process to update the long-term vision for the City of Edina. Vision Edina will also serve
as an important foundation for other strategic efforts, such as the City’s Comprehensive Plan and Capital
Improvement Plans.
The City of Edina partnered with Future iQ Partners, an international consultancy company, to design and
facilitate the process.
For more information on the Vision Edina project and the City of Edina, please contact:
Scott H. Neal, City Manager
City of Edina
952-826-0415
SNeal@EdinaMN.gov
www.EdinaMN.gov
2015 SYSTEM STATEMENT
System Statement Issue Date:
2015SYSTEM STATEMENT
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2015 SYSTEM STATEMENT FOR
CITY OF EDINA
September 17, 2015
Regional Development Plan Adoption
In May 2014, the Metropolitan Council adopted Thrive MSP 2040. Following adoption of Thrive, the
Council adopted the 2040 Transportation Policy Plan, the 2040 Regional Parks Policy Plan, the 2040 Water Resources Policy Plan, and the 2040 Housing Policy Plan. The Metropolitan Council is now
issuing system statements pursuant to State statute.
Receipt of this system statement and the metropolitan system plans triggers a community’s obligation to review and, as necessary, amend its comprehensive plan within the next three years, by the end of
2018. The complete text of Thrive MSP 2040 as well as complete copies of the recently adopted
metropolitan system and policy plans are available for viewing and downloading at http://www.metrocouncil.org/Communities/Planning.aspx. Paper copies are available by calling the
Council’s Data Center at 651-602-1140.
System Statement Definition
Metropolitan system plans are long-range comprehensive plans for the regional systems – transit, highways, and airports; wastewater services; and parks and open space – along with the capital
budgets for metropolitan wastewater services, transportation, and regional recreation open space. System statements explain the implications of metropolitan system plans for each individual community in the metropolitan area. They are intended to help communities prepare or update their comprehensive
plan, as required by the Metropolitan Land Planning Act:
Within nine months after receiving a system statement for an amendment to a metropolitan system plan, and within three years after receiving a system statement issued in conjunction
with the decennial review required under section 473.864, subdivision 2, each affected local
governmental unit shall review its comprehensive plan to determine if an amendment is
necessary to ensure continued conformity with metropolitan system plans. If an amendment is
necessary, the governmental unit shall prepare the amendment and submit it to the council
for review.
Local comprehensive plans, and amendments thereto, will be reviewed by the Council for conformance
to metropolitan system plans, consistency with Council policies, and compatibility with adjacent and affected governmental units. Updated local comprehensive plans are due to the Council for review by
December 31, 2018.
What is in this System Statement
The system statement includes information specific to your community, including:
• your community designation or designation(s);
• forecasted population, households, and employment through the year 2040;
• guidance on appropriate densities to ensure that regional services and costly regional infrastructure can be provided as efficiently as possible.
• affordable housing need allocation;
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In the following sections, this system statement contains an overview of each of the system plan updates and specific system changes that affect your community. The sections are:
• Transportation, including metropolitan highways, aviation, and transit
• Water Resources, including wastewater, surface water, and water supply planning
• Regional parks and trails
Dispute Process
If your community disagrees with elements of this system statement, or has any questions about this
system statement, please contact your Sector Representative, Michael Larson, at 651-602-1407, to
review and discuss potential issues or concerns.
The Council and local government units and districts have usually resolved issues relating to the
system statement through discussion.
Request for Hearing
If a local governmental unit and the Council are unable to resolve disagreements over the content of a system statement, the unit or district may, by resolution, request that a hearing be conducted by the
Council’s Land Use Advisory Committee or by the State Office of Administrative Hearings for the purpose of considering amendments to the system statement. According to Minnesota Statutes section 473.857, the request shall be made by the local governmental unit or school district within 60 days after
receipt of the system statement. If no request for a hearing is received by the Council within 60 days, the statement becomes final.
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Regional Development Guide
The Council adopted Thrive MSP 2040 as the new regional development guide on May 28, 2014. Thrive identifies five outcomes
that set the policy direction for the region’s system and policy plans. Building on our region’s history of effective stewardship of our resources, Thrive envisions a prosperous, equitable, and livable
region that is sustainable for today and generations to come. The
Council is directing its operations, plans, policies, programs, and resources toward achieving this shared long-term vision.
Three principles define the Council’s approach to implementing regional policy: integration, collaboration, and accountability. These principles reflect the Council’s roles in integrating policy areas, supporting local governments and regional partners, and promoting and implementing the
regional vision. The principles define the Council’s approach to policy implementation and set expectations for how the Council interacts with local governments.
Thrive also outlines seven land use policies and community designations important for local
comprehensive planning updates. The land use policies establish a series of commitments from the Council for local governments and uses community designations to shape development policies for
communities. Community designations group jurisdictions with similar characteristics based on Urban
or Rural character for the application of regional policies. Together, the land use policies and community designations help to implement the region’s vision by setting expectations for development
density and the character of development throughout the region.
Community Designation
Community designations group jurisdictions with similar characteristics for the application of regional policies. The Council uses community designations to guide regional growth and development; establish land use expectations including overall development densities and patterns; and outline the
respective roles of the Council and individual communities, along with strategies for planning for forecasted growth. If there are discrepancies between the Thrive MSP 2040 Community Designations
Map and the Community Designation map contained herein because of adjustments and refinements
that occurred subsequent to the adoption of Thrive, communities should follow the specific guidance contained in this System Statement.
Thrive identifies Edina with the community designation of Urban (Figure 1). Urban communities
experienced rapid development during the post-World War II era, and exhibit the transition toward the development stage dominated by the influence of the automobile. Urban communities are expected to
plan for forecasted population and household growth at average densities of at least 10 units per acre for new development and redevelopment. In addition, Urban communities are expected to target opportunities for more intensive development near regional transit investments at densities and in a
manner articulated in the 2040 Transportation Policy Plan.
Specific strategies for Urban communities can be found on Edina’s Community Page in the Local Planning Handbook.
Forecasts
The Council uses the forecasts developed as part of Thrive to plan for regional systems. Communities
should base their planning work on these forecasts. Given the nature of long-range forecasts and the planning timeline undertaken by most communities, the Council will maintain on-going dialogue with
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communities to consider any changes in growth trends or community expectations about growth that may have an impact on regional systems.
The Thrive forecasts for population, households, and employment for your community are:
2010 (actual) 2014 (est.) 2020 2030 2040
Population 47,941 50,261 49,800 52,500 53,000
Households 20,672 21,645 22,000 23,800 24,500 Employment 47,457 49,082 51,800 54,000 56,100
Housing Policy
The Council adopted the Housing Policy Plan on December 10, 2014, and amended the plan on July 8,
2015. The purpose of the plan is to provide leadership and guidance on regional housing needs and challenges and to support Thrive MSP 2040. The Housing Policy Plan provides an integrated policy
framework to address housing challenges greater than any one city or county can tackle alone.
Consistent with state statute (Minn. Stat. 473.859, subd. 2(c) and subd. 4), communities must include a housing element and implementation program in their local comprehensive plans that address existing
and projected housing needs.
The Council has also determined the regional need for low and moderate income housing for the
decade of 2021-2030 (see Part III and Appendix B in the Housing Policy Plan).
Edina’s share of the region’s need for low and moderate income housing is 878 new units affordable to households earning 80% of area median income (AMI) or below. Of these new units, the need is for
365 affordable to households earning at or below 30% of AMI, 234 affordable to households earning
31% to 50% of AMI, and 279 affordable to households earning 51% to 80% of AMI.
Affordable Housing Need Allocation for Edina
At or below 30% AMI 365 31 to 50% AMI 234
51 to 80% AMI 279 Total Units 878
Specific requirements for the housing element and housing implementation programs of local
comprehensive plans can be found in the Local Planning Handbook.
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Figure 1. Edina Community Designation
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TRANSPORTATION SYSTEM
STATEMENT
City of Edina
The 2040 Transportation Policy Plan (TPP) is the metropolitan system plan for highways, transit, and
aviation to which local comprehensive plans must conform. This system statement summarizes significant changes to these three systems, as well as other changes made to the Transportation Policy Plan since the last 2030 TPP was adopted in 2010, and highlights those elements of the system plan
that apply specifically to your community. The TPP incorporates the policy direction and the new 2040 socio economic forecasts adopted by the Metropolitan Council in the Thrive MSP 2040, and extends
the planning horizon from 2030 to 2040.
Federal Requirements
The TPP must respond to requirements outlined in state statute, as well as federal law, such as some
new requirements included in the federal law known as the Moving Ahead for Progress in the 21st Century Act (MAP-21). For instance, metropolitan transportation plans must now be performance
based, so the TPP now includes goals, objectives, and strategies outlined in chapter 2. In previous versions of the TPP the strategies were known as policies; while some are new, the wording of many strategies are similar to the wording of policies in previous plans. Performance measurements for this
plan are also discussed in Chapter 12, Federal Requirements.
Federal law requires the long range plan to identify regionally significant transportation investments
expected to be made over the next two decades, and to demonstrate that these planned investments
can be afforded under the plan’s financial assumptions. Both costs and available revenues have changed since the last plan was adopted in 2010, resulting in many changes in the plan. Federal law
does allow the plan to provide a vision for how an increased level of transportation revenue might be
spent if more resources become available, but the programs or projects identified in this scenario are not considered part of the approved plan.
The TPP includes two funding scenarios for the metropolitan highway and transit systems: the “Current Revenue Scenario” and the “Increased Revenue Scenario.”
• The Current Revenue Scenario represents the fiscally constrained regional transportation
plan, which assumes revenues that the region can reasonably expect to be available based on past experience and current laws and allocation formulas.
• The Increased Revenue Scenario represents an illustration of what be achieved with a reasonable increase in revenues for transportation.
Under the Metropolitan Land Planning Act, local comprehensive plans are expected to conform to the
Current Revenue Scenario, which is the official metropolitan system plan. Potential improvements in the Increased Revenue Scenario can be identified separately in local plans as unfunded proposals. A
more detailed description of how to handle the various improvements in this category is included under Other Plan Considerations.
In addition to reviewing this system statement, your community should consult the entire 2040
Transportation Policy Plan to ensure that your community’s local comprehensive plan and plan amendments conform to the metropolitan transportation system plan. Chapter 3, Land Use and Local Planning, has been expanded and all communities should carefully review this chapter. A PDF file of
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the entire 2040 Transportation Policy Plan can be found at the Metropolitan Council’s website: http://www.metrocouncil.org/Transportation/Planning-2/Key-Transportation-Planning-
Documents/Transportation-Policy-Plan-(1)/The-Adopted-2040-TPP-(1).aspx. The format of the plan is
slightly different than past Transportation Policy Plans. An introductory Overview, Chapter 1: Existing System and Chapter 10: Equity and Environmental Justice have been added to this version of the TPP,
in addition to the changes noted in the first paragraph. Please note some modifications have been made to the appendices as well.
Key Changes in the 2040 Transportation Policy Plan
Adopted by the Metropolitan Council in January 2015, the revised 2040 Transportation Policy Plan
incorporates the following changes:
Metropolitan Highway System - Chapter 5
The Metropolitan Highway System is made up of principal arterials, shown in Fig 1-1 of the TPP and also attached to this system statement. Although no new highways have been added to this system in
the 2040 TPP, the last incomplete segment of this system, TH 610, is now under construction in Maple
Grove.
• The TPP acknowledges that congestion cannot be eliminated or greatly reduced. The region’s
mobility efforts will need to focus on managing congestion and working to provide alternatives. The majority of resources available between now and 2040 will be needed for preservation,
management and operation of the existing highway system.
• Due to increased costs and decreased revenue expectations, many long-planned major projects
to add general purpose highway lanes are not in this fiscally constrained plan. While the
preservation, safety, and mobility needs of these corridors are recognized, investments in these corridors will be focused on implementing traffic management strategies, lower cost-high benefit
spot mobility improvements, and implementing MnPASS lanes. Some specific projects have
been identified in this plan, but funding has primarily been allocated into various investment categories rather than specific projects. The highway projects specifically identified in the
Current Revenue Scenario are shown in Figure 5-8 of the TPP which is also attached to this system statement.
• Modifications were made to Appendix D - Functional Classification Criteria, and Appendix F –
Highway Interchange Requests. Appendix C – Project List is new and contains all of the transit and highway projects that have been identified between 2014 and 2023.
Transit System - Chapter 6
The transit system plan provides an overview of the basic components of transit planning, including
demographic factors, transit route and network design factors and urban design factors that support transit usage. Local governments have the primary responsibility for planning transit-supportive land
use, through their comprehensive planning, and subdivision and zoning ordinances.
• The TPP includes updated Transit Market Areas (shown in TPP Figure 6-3, also attached) which
reflect 2010 Census information and an updated methodology that better aligns types and levels of transit service to expected demand. These market areas identify the types of transit services that are provided within each area.
• The TPP includes limited capital funding for transit expansion and modernization. Opportunities primarily exist through competitive grant programs such as the regional solicitation for US DOT
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funding. These opportunities are guided by the strategies in the TPP and the various elements of the Transit Investment Plan.
• The TPP includes an updated transitway system plan that more clearly articulates which projects can be funded within reasonable revenue expectations through year 2040 (Current Revenue
Scenario as shown in TPP Figure 6-8, which is also attached). The plan includes five new or
expanded METRO lines, three new arterial bus rapid transit lines, and three corridors under study for mode and alignment but identified in the Counties Transit Improvement Board’s (CTIB) Phase I
Program of Projects. This system was developed in collaboration with CTIB, a major partner in regional transitway expansion.
• The TPP does not include operating funding for transit service expansion beyond the existing network of regular route bus, general public dial-a-ride, and Metro Vanpool.
• The Increased Revenue Scenario (shown TPP Figure 6-9, which is also attached) illustrates the
level of expansion for the bus and support system and transitway system that might be reasonable if additional revenues were made available to accelerate construction of the transitway vision for the
region.
• The plan includes updated requirements and considerations for land use planning around the
region’s transit system. This includes new residential density standards for areas near major
regional transit investments and an increased emphasis on proactive land use planning in coordination with the planning of the transit system.
Aviation System - Chapter 9
The Metropolitan Aviation System is comprised of nine airports (shown in Figure 1-9 of the TPP and
also attached to this system statement) and off-airport navigational aids. There are no new airports or navigational aids that have been added to the system in the 2040 TPP.
• The TPP discusses the regional airport classification system as well as providing an overview of roles and responsibilities in aviation for our regional and national partners. The investment plan in
includes an overview of funding sources for projects, and an overview of projects proposed for the
local airports that will maintain and enhance the regional airport system.
• Modifications were made to Appendix I – Regional Airspace, Appendix J – Metropolitan Airports
Commission Capital Investment Review Process, Appendix K – Airport Long Term Comprehensive Plans and Appendix L – Aviation Land Use Compatibility.
Other Plan Changes
Regional Bicycle Transportation Network - Chapter 7
The 2040 TPP encourages the use of bicycles as a mode of transportation. To that end, the TPP establishes for the first time a Regional Bicycle Transportation Network (RBTN). The goal of the RBTN
is to establish an integrated seamless network of on-street bikeways and off-road trails that complement each other to most effectively improve conditions for bicycle transportation at the regional level. Cities, counties, and parks agencies are encouraged to plan for and implement future bikeways
within and along these designated corridors and alignments to support the RBTN vision.
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Freight - Chapter 8 Most aspects of freight movement are controlled by the private sector, so unlike other sections of the
TPP, there is not a specific plan adopted for future public sector investment in freight facilities.
However, the discussion of the need for a safe and efficient multimodal freight system has been updated and expanded in the TPP to recognize challenges and opportunities for freight movement as
well as the future direction of freight by mode. It acknowledges the closure of the Minneapolis Upper
Harbor in 2015, leaving St Paul and Shakopee as the region’s major barge terminal areas in the future. The plan also acknowledges the increase of trains since 2010 carrying oil from North Dakota on BNSF
and CP rail tracks, which is expected to continue into the future. Although railroad trackage in the
region was significantly decreased over the last 20 years to “right size” the system after federal deregulation, communities should not expect much additional rail abandonment. Many tracks that
appear to be seldom used are owned by the smaller Class III railroads that serve local businesses by providing direct rail connections from manufacturing and warehousing/distribution facilities to the major national railroads. The major Class I railroads are approaching capacity and actually adding tracks in
some locations.
System Plan Considerations Affecting Your Community
Edina should consult the complete 2040 Transportation Policy Plan in preparing its local comprehensive plan. In addition, Edina should consult Thrive MSP 2040 and the current version of the
Metropolitan Council’s Local Planning Handbook for specific information needed in its comprehensive
plan. Specific system plan considerations affecting Edina are detailed below.
Metropolitan Highways
There are several principal arterials located within Edina: I-494, TH 169, TH 100, and TH 62. The TPP
does not identify any specific regional mobility improvements on these highways, although maintenance
and preservation investments will be made on all highways.
Transit System
Edina includes the following Transit Market Areas:
Transit Market Area Market Area Description and Typical Transit Services
Market Area II Transit Market Area II has high to moderately high population and employment
densities and typically has a traditional street grid comparable to Market Area I.
Much of Market Area II is also categorized as an Urban Center and it can support many of the same types of fixed-route transit as Market Area I, although usually
at lower frequencies or shorter service spans.
Market Area III Transit Market Area III has moderate density but tends to have a less traditional street grid that can limit the effectiveness of transit. It is typically Urban with large
portions of Suburban and Suburban Edge communities. Transit service in this
area is primarily commuter express bus service with some fixed-route local service providing basic coverage. General public dial-a-ride services are available
where fixed-route service is not viable.
Edina should identify and map existing transit services and facilities in the local comprehensive plan.
Edina should also work with transit providers serving their community to identify potential future transit
service options and facilities that are consistent with the TPP and the applicable Transit Market Areas. Communities can find further maps and guidance for transit planning in the Transportation section of
the Local Planning Handbook.
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Transitways
Current Revenue Scenario Transitways
Edina should acknowledge in your local comprehensive plan the transitway investments planned for
your community in the Current Revenue Scenario (TPP Figure 6-8) as the community may be impacted
by the Green Line Extension with a mode and alignment adopted in the TPP.
Edina should also identify potential stations along planned transitways (once identified) and adopt
guiding land use policies, station-area plans, and associated zoning, infrastructure, and implementation tools that support future growth around transit stations consistent with Chapter 3 - Land Use and Local Planning from the TPP and consistent with the project phase of development. Communities can find
further guidance for station-area planning in the Transportation section of the Local Planning Handbook and the Transit Oriented Development Guide. The Transportation section of the Local Planning
Handbook also includes a map of existing, planned, and proposed transitway stations throughout the
region and the planning status of these stations that should be reflected in Comprehensive Plans.
Increased Revenue Scenario Transitways
The TPP Increased Revenue Scenario shows additional transitway corridors beyond the scope of the
plan’s adopted and fiscally constrained Transit Investment Plan (the Current Revenue Scenario). These corridors are listed on page 6.63 of the TPP, and TPP Figure 6-9, which is attached, shows the
complete transitway vision for the region.
If Edina believes it might be directly impacted by transitways in the Increased Revenue Scenario (for example, because they are participating in transitway corridor studies or feasibility analyses), the
transitways may be acknowledged in the Comprehensive Plan. These additional corridors are or will be
under study for mode and alignment recommendations, but they are not included in fiscally constrained plan. However, they should be clearly identified as not funded within the currently expected resources
for transitways. The Council recognizes the important planning work that goes into a corridor prior to it
becoming part of the region’s Transit Investment Plan, especially if increased revenues were to become available.
Similar to Current Revenue Scenario Transitways, communities should identify known potential stations
along planned transitways and consider guiding land use policies, station area plans, and associated zoning, infrastructure, and implementation tools that support future growth around transit stations.
These policies can also influence station siting in initial planning phases of transitway corridors and influence the competitiveness of a transitway for funding. Communities can find further guidance for station area planning in the Transportation section of the Local Planning Handbook and the Transit
Oriented Development Guide.
Aviation
All communities must include an aviation element in the transportation sections of their comprehensive plans. The degree of aviation planning and development considerations that need to be included in the
comprehensive plan varies by community. Even those communities not impacted directly by an airport
have a responsibility to include airspace protection in their comprehensive plan. The protection element should include potential hazards to air navigation including electronic interference.
Edina is within the influence area of Minneapolis-St. Paul International Airport. The long term comprehensive plan (LTCP) for this airport shown in Appendix K of the 2040 TPP has not changed from the LTCP included in the 2030 TPP adopted by the Metropolitan Council in 2010. However,
updated LTCP’s are anticipated prior to 2018. Communities influenced by this airport should review the LTCP to assure that the updated comprehensive plan developed by the community remains consistent
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with the airport plans. Consult the Local Planning Handbook for specific comprehensive planning requirements and considerations such as airport zoning, noise and other environmental mitigation,
airport development and economic impacts, ground access needs, infrastructure requirements, and
general land use compatibility.
Other Plan Considerations
Regional Bicycle Transportation Network
TPP Figure 7-1 shows the RBTN as established for the first time in the 2040 TPP. The network consists
of a series of prioritized Tier 1 and Tier 2 corridors and dedicated alignments (routes). The process
used to develop the RBTN, as well as the general principles and analysis factors used in its development, can be found in the Bicycle and Pedestrian Chapter of the TPP.
The RBTN corridors and alignments make up the “trunk arterials” of the overall system of bikeways that
connect to regional employment and activity centers. These are not intended to be the only bicycle facilities in the region, and local units should also consider planning for any additional bike facilities
desired by their communities. RBTN corridors are shown where more specific alignments within those
corridors have not yet been designated, so local governments are encouraged to use their comprehensive planning process to identify suitable alignments within the RBTN corridors for future
incorporation into the TPP.
In addition, agencies should plan their local on and off-road bikeway networks to connect to the designated Tier 1 and Tier 2 alignments, as well as any new network alignments within RBTN corridors
to be proposed in local comprehensive plans. Bikeway projects that complete segments of, or connect to, the RBTN are given priority for federal transportation funds through the Transportation Advisory Board’s biannual regional solicitation.
Figure 7-1 shows that your community currently has one or more RBTN corridors and alignments within its jurisdiction. The Council encourages local governments to incorporate the RBTN map within their
local bicycle plan maps to show how the local and regional systems are planned to work together. An
on-line interactive RBTN map, which allows communities to view the RBTN links in their community at a much more detailed scale than Figure 7-1, can be found in the Transportation section of the Local
Planning Handbook. The handbook also includes best practices, references, and guidance for all local
bicycle planning.
A Minor System / Functional Classification
The TPP has always recognized the A minor arterial system as an important supplement to the regional
highway system, and the Transportation Advisory Board (TAB) continues to maintain the official regional map of these roads. The 2040 TPP does include an updated functional classification map (Fig.
1-2 in Chapter 1) and a modified Appendix D - Functional Classification Criteria. Communities should
consult the Local Plan Handbook for more information on functional classification, how to reflect the A minor arterial system in their plan, and how to request functional classification changes if necessary.
Freight
The Council encourages all local governments to plan for freight movement in their communities.
Trucks are the major mode of freight movement in the region and across the nation to distribute consumer goods as well as move manufactured goods and commodities, and they operate in every
community. Communities with special freight facilities shown on TPP Figure 8-1, Metropolitan Freight
System, (attached) should also include those additional modes and facilities in their local plan, and plan for compatible adjacent land uses.
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Figure 1-1 of the TPP
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Figure 1-2 of the TPP
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Figure 5-8 of the TPP
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Figure 6-3 of the TPP
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Figure 6-8 of the TPP
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Figure 6-9 of the TPP
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Figure 7-1 of the TPP
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Figure 8-1 of the TPP
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Figure 9-1 of the TPP
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WATER RESOURCE REQUIREMENTS/
WASTEWATER SYSTEM STATEMENT
City of Edina
The 2040 Water Resources Policy Plan includes policies and strategies to achieve the following goal:
To protect, conserve, and utilize the region’s groundwater and surface water in ways that protect
public health, support economical growth and development, maintain habitat and ecosystem health, and provide for recreational opportunities, which are essential to our region’s quality of life.
The Policy Plan takes an integrated approach to water supply, water quality, and wastewater issues.
This approach moves beyond managing wastewater and stormwater only to meet regulatory
requirements by viewing wastewater and stormwater as resources, with the goal of protecting the quantity and quality of water our region needs now and for future generations.
The Policy Plan includes policies and strategies to:
• Maximize regional benefits from regional investments in the areas of wastewater, water supply
and surface water.
• Pursue reuse of wastewater and stormwater to offset demands on groundwater supplies.
• Promote greater collaboration, financial support, and technical support in working with partners to address wastewater, water quality, water quantity and water supply issues.
• Implement environmental stewardship in operating the regional wastewater system by reusing wastewater, reducing energy use and air pollutant emissions, and reducing, reusing, and
recycling solid waste.
Key Concepts in the 2040 Water Resources Policy Plan
Adopted by the Metropolitan Council in May 2015, the 2040 Water Resources Policy Plan is the metropolitan system plan for metropolitan wastewater services with which local comprehensive plans
must conform. The Policy Plan incorporates the following changes:
• Centers on and around an integrated approach to water supply, wastewater, and surface water
planning.
• Promotes the investigation of the issues and challenges in furthering our work in water conservation,
wastewater and stormwater reuse, and low impact development practices in order to promote a
more sustainable region.
• Promotes the concept of sustainable water resources where, through collaboration and cooperation,
the region will take steps to manage its water resources in a sustainable way aimed at: o Providing an adequate water supply for the region
o Promoting and implementing best management practices that protect the quality and quantity of
our resources o Providing efficient and cost effective wastewater services to the region
o Efficiently addressing nonpoint and point sources pollution issues and solutions, and, o Assessing and monitoring lakes, rivers, and streams so that we can adequately manage, protect, and restore our valued resources.
• Continues the Council’s position that communities that permit the construction and operation of subsurface sewage treatment systems and other private wastewater treatment systems are
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responsible for ensuring that these systems are installed, maintained, managed and regulated consistent with Minnesota Rules Chapter 7080-7083.
• Includes requirements in Appendix C for comprehensive sewer plans, local water plans, and local water supply plans.
• Establishes inflow and infiltration goals for all communities served by the regional wastewater system and requires all communities to include their inflow and infiltration mitigation programs in
their comprehensive sewer plan.
• Works with the State to attempt to (1) make funds available for inflow and infiltration mitigation, and
(2) promote statutes, rules, and regulations to encourage I/I mitigation.
Edina should consult the complete Policy Plan in preparing its local comprehensive plan. In addition,
Edina should consult Thrive MSP 2040 and the Local Planning Handbook for specific information needed in its comprehensive plan.
System Plan Considerations Affecting Your Community
Metropolitan Sewer Service
Under state law (Minn. Stat. 473.513) local governments are required to submit both a wastewater plan
element to their comprehensive plan as well as a comprehensive sewer plan describing service needs
from the Council. Specific requirements for the sewer element of your comprehensive plan can be found in the Water Resources section of the Local Planning Handbook.
Forecasts
The forecasts of population, households, employment, and wastewater flows for Edina as contained in the adopted 2040 Water Resources Policy Plan can be found
at: http://www.metrocouncil.org/Wastewater-Water/Planning/2040-Water-Resources-Policy-Plan.aspx
and on your Community Page in the Local Planning Handbook. These forecasts are for sewered development. The sewered housing forecasts were estimated using SAC data, annual city reports,
current trends, existing and future local wastewater service areas and other information relating to your
community. The wastewater flows are based on historical wastewater flow data, future projected wastewater generation rates, and the projected sewered population and employment data.
The Council will use these growth and wastewater flow forecasts to plan future interceptor and
treatment works improvements needed to serve your community. The Council will not design future interceptor improvements or treatment facilities to handle peak hourly flows in excess of the allowable
rate for your community. Edina, through its comprehensive planning process, must decide the location and staging of development, and then plan and design its local wastewater collection system to serve this development. The Council will use its judgment as to where to assign growth within your
community to determine regional system capacity adequacy. If Edina wishes to identify specific areas within the community to concentrate its growth, it should do so within its Comprehensive Sewer Plan.
You should also note that urban development at overall densities that are substantially lower than those
identified for your community in the Community Designation Section of this Systems Statement will also be analyzed by the Council for their potential adverse effects on the cost of providing metropolitan sewer service.
Description of the Metropolitan Disposal System Serving Your Community
Figure 1 shows the location of the Metropolitan Disposal System (MDS) serving your community. Wastewater flow from Edina is treated at the Metropolitan and Seneca WWTP’s.
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Description of the Regional Inflow/Infiltration (I/I) Program The 2040 Water Resources Policy Plan states that the Council will establish I/I goals for all
communities discharging wastewater to the MDS. Communities that have excessive I/I in their sanitary
sewer systems will be required to eliminate excessive I/I. The Council will continue the implementation of its on-going I/I reduction program. Communities identified through the program as needing to
eliminate excessive I/I will be required to submit a work plan that details work activities to identify and
eliminate sources of I/I. The Council can limit increases in service within those communities having excess I/I that do not demonstrate progress in reducing their excess I/I. The Council will meet with the
community and discuss this alternative before it is implemented.
It is required that those communities that have been identified as contributors of excessive I/I, and that have not already addressed private property sources, do so as part of their I/I program. Significant work
has been accomplished on the public infrastructure portion of the wastewater system. The Council will pursue making funds available through the State for I/I mitigation, and promote statutes, rules and regulations to encourage I/I mitigation.
Management of Subsurface Sewage Treatment Systems (SSTS) and Private
Systems
The Metropolitan Land Planning Act requires the sewer element of the local comprehensive plan to
describe the standards and conditions under which the installation of subsurface sewage treatment systems and other private wastewater treatment systems will be permitted and to the extent
practicable, the areas not suitable for public or private systems.
The appropriate density for development with subsurface sewage treatment systems depends on the suitability of the soils to treat wastewater and whether space is available for a primary and back up
drainfield. It is the Council’s position that all municipalities and counties allowing subsurface sewage treatment systems should incorporate current MPCA regulations (Minn. Rules Chapter 7080-7083) as part of a program for managing subsurface sewage treatment systems in the sewer element of their
local comprehensive plan and implement the standards in issuing permits.
Edina should adopt a management program consistent with state rules. An overview of Edina’s management program must be included in the community’s local comprehensive plan update. If
adequate information on the management program is not included; the comprehensive plan will be found incomplete for review until the required information is provided to the Council. Specific requirements for the local comprehensive plan can be found in the Local Planning Handbook.
Small private treatment plants are located throughout the Metropolitan Area serving such developments as individual industries, mobile home parks, and other urban type uses. The Council’s position is that
such private wastewater treatment plants should be permitted only if they are in areas not programmed
for metropolitan sewer service in the future and they are provided for in a community’s comprehensive plan that the Council has approved. Furthermore, the community is responsible for permitting all
community or cluster wastewater treatment systems consistent with Minnesota Rules Chapter 7080-
7083 and MPCA standards. The Council will not provide financial support to assist communities if these systems fail.
Edina should include in the sewer element of its local comprehensive plan the conditions under which
private treatment plants or municipal treatments would be allowed, and include appropriate management techniques sufficiently detailed to ensure that the facilities conform to permit conditions.
Edina is responsible for ensuring that permit conditions for private treatment plants are met and
financial resources to manage these facilities are available.
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Surface Water Management
In 1995, Minnesota Statutes Section 473.859, subd. 2 was amended to make the local water plan (often referred to as local surface water management plans) required by section 103B. 235 a part of the
land use plan of the local comprehensive plan. Minnesota Rules Chapter 8410, updated in July of 2015,
includes the requirements for local water management plans. The main change that you need to be aware of is that all communities in the metropolitan area must update their local water plan between
January 1, 2017 and December 31, 2018. This means that Edina must update its local water plan as
part of the comprehensive plan update. The community’s updated local water plan should be submitted to the Council for its review concurrent with the review by the Watershed Management Organization(s)
within whose watershed(s) the community is located. Failure to have an updated local water plan will result in the comprehensive plan being found incomplete for review until the required plan is provided to the Council.
Local water plans must meet the requirements for local water plans in Minnesota Statutes, section 103B.235 and Minnesota Rules Chapter 8410. In general, local surface water plans need to include a summary of the priorities and problems in the community; structural, nonstructural and programmatic
actions to take to address the priorities and problems; and clearly identified funding mechanisms to fix the problems.
More detailed guidance for the local water plans can be found in Appendix C of the Council’s 2040
Water Resources Policy Plan and in the Council’s current Local Planning Handbook.
In addition, the Council has also updated its priority lake list that was first developed in the 1980s as
part of the Water Resources Policy Plan update. Figure 2 shows the priority lakes for Edina. The
Council uses the priority lake list to focus its limited resources. The list is also used in the environmental review process. Where a proposed development may impact a priority lake, the project proposer must
complete a nutrient budget analysis for the lake as part of the environmental review process.
Also included on Figure 2 is the watershed organization(s) that Edina is part of and a list of impaired waters in the community for use in development of your local water plans.
Other Plan Considerations
Water Supply
Local comprehensive plans also address water supply (Minn. Stat., Sec. 473.859). For communities in
the metropolitan area with municipal water supply systems, this local comprehensive plan requirement is met by completing the local water supply plan template, which was jointly developed by the
Metropolitan Council and the Minnesota Department of Natural Resource (DNR).
FOR COMMUNITIES WHO OWN/OPERATE A PUBLIC WATER SUPPLY SYSTEM:
Because your community owns/operates a municipal community public water supply system (PWS),
the local water supply plan must be updated as part of the local comprehensive plan (Minn. Stat., Sec.
103G.291).
The updated local water supply plan should include information about your community along
with information about any neighboring communities served by your system.
You should update your local water supply plan upon notification by DNR. Local water supply plan due dates will be staggered between January 1, 2017 and December 31, 2018. Your updated local water
supply plan should be submitted to the DNR. DNR will share the plan with the Council, and it will be
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reviewed concurrently by both agencies. This schedule allows the local water supply plans to be completed and included in the local comprehensive plan.
Failure to have an updated local water plan will result in the comprehensive plan being found incomplete for review until the required plan is provided to the Council.
The water supply plan template fulfills multiple statutory obligations including:
• Minn. Stat., Sec. 103G.291 to complete a water supply plan including demand reduction
• Minn. Stat., Sec. 473.859 to address water supply in local comprehensive plans
• Minn. Administrative Rules 4720.5280 to address contingency planning for water supply
interruption
The plan must be officially adopted by your community, and if applicable the utility board, as part of the local comprehensive plan.
At a minimum, the updated local water supply plan must use the joint DNR and Metropolitan Council
template and include water demand projections that are consistent with the community’s population forecast provided in the introductory section of this system statement. Potential water supply issues
should be acknowledged, monitoring and conservation programs should be developed, and
approaches to resolve any issues should be identified.
Guidance and information for water supply planning can be found in the Appendix C of the 2040 Water
Resources Policy Plan, the Local Planning Handbook, and the Council’s Master Water Supply Plan.
The Council’s Master Water Supply Plan provides communities in the region with planning assistance for water supply in a way that:
• Recognizes local control and responsibility for owning, maintaining and operating water systems
• Is developed in cooperation and consultation with municipal water suppliers, regional
stakeholders and state agencies
• Protects critical habitat and water resources over the long term
• Meets regional needs for a reliable, secure water supply
• Highlights the benefits of integrated planning for stormwater, wastewater and water supply
• Emphasizes and supports conservation and inter-jurisdictional cooperation
• Provides clear guidance by identifying key challenges/issues/considerations in the region and available approaches without dictating solutions
Figures 3-5 illustrate some water supply considerations that the community may consider as they develop their local water supply plans, such as: aquifer water levels, groundwater and surface water interactions, areas where aquifer tests or monitoring may be needed to reduce uncertainty, regulatory
and management areas, and emergency interconnections.
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Figure 1. MCES Sanitary Sewer Meter Service Areas
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Figure 2. Surface Water Resources
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Figure 3. Surface water features and interaction with the regional groundwater system, and state-protected surface water features
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Figure 4. Availability of MN Department of Natural Resources groundwater level and MN Department of Health aquifer test data
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Figure 5. Municipal public water supply system interconnections and regulatory management areas
Page - 31 | 2015 SYSTEM STATEMENT – EDINA REGIONAL PARKS
REGIONAL PARKS SYSTEM
STATEMENT
City of Edina
The Regional Parks System includes 62 regional parks, park reserves, and special recreation features,
plus more than 340 miles of regional trails that showcase the unique landscapes of the region and
provide year-round recreation. The Regional Parks System is well-loved by our region’s residents and
attracted over 48 million annual visits in 2014.
The organizational structure of the Regional Parks System is unique, built upon a strong partnership
between the Council and the ten regional park implementing agencies that own and operate Regional
Parks System units. The regional park implementing agencies are:
Anoka County Ramsey County
City of Bloomington City of Saint Paul
Carver County Scott County
Dakota County Three Rivers Park District
Minneapolis Park and Recreation Board Washington County
The 2040 Regional Parks Policy Plan was developed based on furthering the Thrive MSP 2040
outcomes of Stewardship, Prosperity, Equity, Livability, and Sustainability. Thrive MSP 2040 states that
the Council will collaborate with the Metropolitan Parks and Open Space Commission, the regional park
agencies, and state partners to:
• Expand the Regional Parks System to conserve, maintain, and connect natural resources
identified as being of high quality or having regional importance, as identified in the 2040
Regional Parks Policy Plan.
• Provide a comprehensive regional park and trail system that preserves high-quality natural
resources, increases climate resiliency, fosters healthy outcomes, connects communities, and
enhances quality of life in the region.
• Promote expanded multimodal access to regional parks, regional trails, and the transit network,
where appropriate.
• Strengthen equitable usage of regional parks and trails by all our region’s residents, such as
across age, race, ethnicity, income, national origin, and ability.
Key Concepts in the 2040 Regional Parks Policy Plan
The 2040 Regional Parks Policy Plan includes the following policies, each with specific associated
strategies:
• Recreation Activities and Facilities Policy: Provide a regional system of recreation
opportunities for all residents, while maintaining the integrity of the natural resource base within
the Regional Parks System.
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• Siting and Acquisition Policy: Identify lands with high-quality natural resources that are
desirable for Regional Parks System activities and put these lands in a protected status so they
will be available for recreational uses and conservation purposes in perpetuity.
• Planning Policy: Promote master planning and help provide integrated resource planning
across jurisdictions.
• Finance Policy: Provide adequate and equitable funding for the Regional Parks System units
and facilities in a manner that provides the greatest possible benefits to the people of the region.
• System Protection Policy: Protect public investment in acquisition and development by
assuring that every component in the system is able to fully carry out its designated role as long
as a need for it can be demonstrated.
The 2040 Regional Parks Policy Plan is the metropolitan system plan for regional recreation open
space with which local comprehensive plans must conform. This system statement highlights the
elements of the system plan which apply specifically to your community. Find the complete text of the
2040 Regional Parks Policy Plan on the Council’s website.
2040 Regional Parks System Facilities
The Regional Parks System is comprised of four main types of facilities: regional parks, park reserves,
special recreation features and regional trails.
Regional Parks
Regional parks most notably contain a diversity of nature-based resources, either naturally occurring or
human-built, and are typically 200-500 acres in size. Regional parks accommodate a variety of passive
recreation activities.
Park Reserves
Park reserves, like regional parks, provide for a diversity of outdoor recreation activities. One major
feature that distinguishes a park reserve from a regional park is its size. The minimum size for a park
reserve is 1,000 acres. An additional characteristic of park reserves is that up to 20 percent of the park
reserve can be developed for recreational use, with at least 80 percent of the park reserve to be
managed as natural lands that protect the ecological functions of the native landscape.
Special Recreation Features
Special recreation features are defined as Regional Parks System opportunities not generally found in
the regional parks, park reserves or trail corridors. Special recreation features often require a unique
managing or programming effort.
Regional Trails
Regional trails are classified as 1) destination or greenway trails and 2) linking trails. Destination or
greenway trails typically follow along routes with high-quality natural resources that make the trail itself
a destination. Linking trails are predominately intended to provide connections between various
Regional Parks System facilities, most notably regional parks or park reserves.
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2040 Regional Parks System Components
The 2040 Regional Parks Policy Plan identifies six components which together comprise the vision for
the Regional Parks System in 2040, as described below.
Existing Regional Parks System Facilities: include Regional Parks System Facilities that are
open for public use. These facilities include land that is owned by regional park implementing agencies,
and may include inholding parcels within the boundaries of these parks and trail corridors that have not
yet been acquired. Existing regional trails may include planned segments that will be developed in the
future.
Planned Regional Parks System Facilities (not yet open to the public): include Regional
Parks System Facilities that have a Council-approved master plan and may be in stages of acquisition
and development, but are not yet open for public use.
Regional Parks System Boundary Adjustments: include general areas identified as potential
additions to existing Regional Parks System Facilities to add recreational opportunities or protect
natural resources. Specific adjustments to park or trail corridor boundaries have not yet been planned.
Regional Park Search Areas: include general areas for future regional parks to meet the
recreational needs of the region by 2040 where the regional park boundary has not yet been planned.
Regional Trail Search Corridors: include proposed regional trails to provide connections between
Regional Parks System facilities where the trail alignment has not yet been planned.
2040 Regional Trail Search Corridor System Additions: include regional trail search corridors
that were added to the Regional Parks System as part of the 2040 Regional Parks Policy Plan.
Key Changes in the 2040 Regional Parks Policy Plan
Adopted by the Metropolitan Council in February 2015, the 2040 Regional Parks Policy Plan
incorporates the following changes:
Identify all proposed regional trails as regional trail search corridors All proposed regional trails that are not yet open to the public and do not have a Metropolitan Council
approved master plan are represented as a general regional trail search corridor. The 2030 Regional
Parks Policy Plan depicted these trails with a proposed alignment. The alignment of these regional
trails will be determined in the future through a planning process led by the regional park implementing
agency. The alignment of these trails is subject to Metropolitan Council approval of a regional trail
master plan.
Acquire and develop ten new regional trails or trail extensions to meet the needs of the
region in 2040. The 2040 Regional Trail Search Corridor Additions include:
Carver County:
• County Road 61
• Highway 41
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Three Rivers Park District:
• CP Rail Extension
• Dakota Rail Extension
• Lake Independence Extension
• Lake Sarah Extension
• Minnetrista Extension
• North-South 1
• North-South 2
• West Mississippi River
The 2040 Regional Parks System Plan Map is depicted in Figure 1. Edina should consult the
complete 2040 Regional Parks Policy Plan in preparing its local comprehensive plan. In addition, Edina
should consult Thrive MSP 2040 and the current version of the Metropolitan Council’s Local Planning
Handbook for specific information needed in its comprehensive plan.
System Plan Considerations Affecting Your Community
Regional Parks System Components in your community
The following Regional Parks System Components within Edina as identified in the 2040 Regional
Parks Policy Plan are listed below.
Regional Trails
Nine Mile Creek Regional Trail: This is an existing regional trail that is open to the public. The
regional trail travels through Hopkins, Edina, Richfield and Bloomington as it connects Minnesota River
Bluffs LRT Regional Trail, South Hennepin West and South Hennepin East (CP Rail) Regional Trail Search Corridors, Intercity Regional Trail, and Minnesota Valley National Wildlife Refuge. The regional
trail alignment as shown in Figure 2 should be acknowledged in the comprehensive plan.
South Hennepin West (CP Rail) Regional Trail Search Corridor: The regional trail search corridor
travels through Bloomington, Edina, St. Louis Park, and Golden Valley as it connects South Hennepin
East Regional Trail Search Corridor, Hyland-Bush-Anderson Lakes Park Reserve, Nine Mile Creek Regional Trail, Cedar Lake LRT Regional Trail, North Cedar Lake Regional Trail and Luce Line
Regional Trail. The trail will follow existing railroad grades. The railroad is still in active use so
planning for the conversion to a regional trail is on hold pending a change in status of the active railroad operations. Three Rivers Park District will lead a planning process in the future to determine the
alignment of the regional trail. When preparing its comprehensive plan, Edina should verify whether a
master plan has been approved by the Metropolitan Council. If a master plan has been approved, the planned regional trail alignment should be acknowledged in the comprehensive plan. Otherwise, the
general search corridor as shown in Figure 2 should be acknowledged in the comprehensive plan.
Please contact Three Rivers Park District for more information regarding Regional Parks System Components in Edina.
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Figure 1. 2040 Regional Parks System Plan Map
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Figure 2. Regional Parks System Facilities in and adjacent to Edina
Page i
Mapping Edina’s Big Ideas
Bridging between Vision and Planning
Prepared for:
City of Edina, Minnesota
4801 W 50th St, Edina, MN 55424
Prepared by:
Biko Associates, Inc.
79 13th Avenue NE
Studio 107
Minneapolis, MN 55413
May 24, 2017
Page ii
Table of Contents
Introduction .................................................................................................... 1
Purpose ............................................................................................................. 1
Background ....................................................................................................... 1
Wednesday, April 19 Big Ideas Workshop ........................................................ 7
Summary of Findings......................................................................................... 7
Transportation .................................................................................................. 8
Environmental Stewardship .............................................................................. 8
Education Focus ................................................................................................ 8
Commercial Development Mix ......................................................................... 9
Residential Development Mix ........................................................................... 9
Regional Leadership ........................................................................................ 10
Population Mix ................................................................................................ 10
Live and Work ................................................................................................. 11
Saturday, April 22 Mapping Edina’s Big Ideas ................................................. 13
Agenda and Format ........................................................................................ 13
“Where is Important to me in Edina?” ........................................................... 15
“How do I Travel to Important Places?” ......................................................... 15
“Where Should Big Ideas be Implemented and How are
Big Ideas Related ....................................................................................... 16
Physical Framework for Implementing Big Ideas ........................................... 16
Edina’s Big Ideas by Quadrant ........................................................................ 19
Interpreting Edina’s Big Ideas for Inclusion in the Comprehensive
Plan and Implementation ......................................................................... 21
Proposed Process for Incorporating Big Ideas in the
Comprehensive Plan ................................................................................ 23
Page iii
Page 1
Introduction
Purpose
This report documents two community-based events held in the City of
Edina in April 2017 to provide community members opportunities to
collaborate and develop future-oriented Big Ideas that will shape the
city’s growth and development in extraordinary ways over the next 20
years.
The report summarizes outcomes from these two events and identifies a
recommended process that will be put in place during a study to prepare
the city’s 2018 comprehensive plan update to ensure that the Big Ideas
will be given consideration in the plan.
Background
Comprehensive Planning in the Twin Cities
Communities in the Twin Cities metropolitan area are required by statute
to update their comprehensive plans every ten years. Traditionally, a
community’s comprehensive plan, based on a shared community vision
and goals, outlines growth and development policies and describes what,
where, and by how much a community will grow…and, as importantly,
where growth will not occur. Local comprehensive plans, which provide
communities with a foundation to support defensible land use decision
making, land use regulations, and building codes, can also include urban
design guidelines to help define the desired design and appearance of
districts and new developments.
Within the Twin Cities metropolitan area, completed comprehensive
plans are approved and adopted by local governments. The plans are
also reviewed for adequacy by the Twin Cities Metropolitan Council, the
metropolitan area’s regional planning agency. As such, the Council is
charged with planning and coordinating the growth and development of
the seven-county metropolitan area. Its review of local comprehensive
Page 2
plans is largely focused on determining how a local community’s growth
plans will impact regional systems (e.g., transportation, sanitary sewer
and water treatment, water systems, and regional parks) and whether a
local community’s plans are aligned with an overall framework that is
provided in regional plans.
Thus, comprehensive plans in the metropolitan area have two purposes.
They are tools for local governments to use in planning for their
communities, and they are tools the Council uses to ensure that regional
systems can be provided to communities in the metropolitan area in a
planned and cost efficient manner.
Without a defined community vision, potential exists that a community’s
comprehensive plan, while adequately addressing regional concerns,
could fail to adequately address its own local concerns.
Edina’s Current Comprehensive Planning
As mentioned, a community’s comprehensive plan is fundamentally built
on a shared community vision and goals, and initial steps in accepted,
comprehensive planning processes include community outreach activities
designed to define community members’ vision for the future. Thus, it is
a community’s shared vision and support for the vision that permit a
comprehensive plan to assert an overall direction for growth and
development.
Future iQ’s Vision Edina 2015:
The City of Edina in 2014 contracted Future iQ to prepare Vision Edina, a
series of documents that articulated a vision for the city and outlined a
long-term strategic framework that lays out key issues identified by
Edina’s community members. The visioning process used by Future iQ
included extensive community outreach activities (focus group meetings,
community-wide surveys, think tank meetings, community meetings,
etc.) and demonstrated wide spread community support for the vision
and strategic framework. Eight strategic focus areas were identified in
Vision Edina:
Page 3
Page 4
It was determined by the Edina Council that Vision Edina should be
revisited in two workshops in order to ensure a bridge between the city’s
vision and the 2018 comprehensive plan update.
Page 5
Big Ideas Workshop:
The purpose of the first workshop, held April 19, 2017 was to encourage
new “Big Ideas” and connect them to the eight key strategic focus areas
that emerged from Vision Edina with an ultimate goal of propelling Edina
toward its “Nodes and Modes” preferred future.
Mapping Edina’s Big Ideas:
The purpose of the second workshop, April 22, was to determine where
and how earlier defined “Big Ideas” would be located on the landscape of
the city.
Page 6
Page 7
Wednesday, April 19 Big Ideas Workshop
Summary of Findings
The workshop began with a review of major conclusions reached in Vision
Edina 2015. Participants were asked to rank which major strategic focus
areas should be a priority for innovation in Edina over the next 5 years.
The participants ranked Environmental Stewardship (25%) and
Transportation Options (25%) as the top two innovation priority areas,
followed by Education Focus (18%), Commercial Development Mix (11%),
Residential Development Mix (9%), Regional Leadership (6%), Population
Mix (4%), and Live and Work (1%).
Participants were then asked to identify Big Ideas under each strategic
focus area and then rank them. The top Big Ideas with the most votes,
under each focus area, are listed on the following pages. A complete list
the Big Ideas is presented in Nodes and Modes: Bridging between Vision
and Planning, April 19 Big Ideas Workshop, Future iQ.,
25%
25%
18%
11%
9%
6%
4%
1%
Page 8
Transportation
Environmental Stewardship
Education Focus
Page 9
Commercial Development Mix
Residential Development Mix
Page 10
Regional Leadership
Population Mix
Page 11
Live and Work
Page 12
Page 13
Saturday, April 22 Mapping Edina’s Big Ideas
Agenda and Format
The agenda followed for the Saturday morning workshop is presented on
the following page. The all-day session was divided into two parts.
Part I
The first part, an early meeting, was held to map the Big Ideas that had
been developed at the April 19 Big Ideas Workshop.
Three mapping exercises were completed, and each was followed by a
discussion where participants were able to comment on outcomes from
the mapping and report on observations. The three mapping exercises
were:
1. Where is important to me in Edina? (I.e., identify nodes)
2. How do I travel to important places? (I.e., identify modes)
3. Where Big Ideas should be implemented? (I.e., where are
opportunity sites, where are opportunities to link Big Ideas, and
does this reinforce Edina’s future vision?)
The three mapping exercises were completed on a 25 foot-long by 20
foot-wide map of the city that was printed on a durable fabric and taped
to the floor in the city’s Public Works Department Building. (See the
attached hyper-link https://youtu.be/X8hZ8m9m8h4)
Part II
The second part included a discussion that was held among design and
planning professionals, residents, Planning, Commission members, and
staff. The planning consultants who have begun preparing the city’s 2018
comprehensive plan update requested the post-mapping discussion to
help bring clarity to their work tasks and ensure that there would be a
physical framework on which Big Ideas could be implemented throughout
the city and discussed in the comprehensive plan.
Page 14
Mapping Edina’s Big Ideas Workshop
Agenda
Saturday, April 22, 2017
8:00 Doors open, social hour
9:00 Welcome, Introductions, and Purpose ............... Cary Teague, City of Edina and Bill Smith, Biko Associates
9:15 Recap Big Ideas Workshop ..................................................................................... David Buerle, Future iQ
9:30 Post-It Mapping Exercise 1: Nodes — Where is important to me in Edina?
- My home
- Places I haunt (shop, get coffee, meet friends, entertainment)
- Where I work or attend school
- Recreational places or systems I use
10:00 Observations on important places
10:20 Yarn Mapping Exercise 2: Modes — How do I travel to important places:
- Light green for existing walking/running/biking recreational trails
- Dark green for desired walking/running/biking recreational trails
- Light yellow for the existing bike network (on-street or commuter — separate from more
exclusively recreational trails)
- Orange for desired bike network
- Light blue for existing transit
- Dark blue for desired transit
- Black for motor vehicle
- Pink for sidewalks and pedestrian systems
- Red for critical gaps in any of the above networks
10:50 Observations on transportation modes
11:10 Post-It Mapping Exercise 3: How should Edina evolve, and how can this evolution incorporate the Big
Ideas you explored on Wednesday? White Post-Its with written descriptions:
- What are the best opportunities for change?
- Where should they be located and why?
- How do they reinforce Vision Edina?
- Why is this important to Edina’s future?
11:40 Observations on the relationships physical nodes and modes and Edina’s Big Ideas
12:00 Invitation to return for Pin-Up at 3:00 ..................................................................................... Cary Teague
Policy, Project and Design Discussion
12:00 Lunch break and discussion ...................................................................... CPTF, Staff, Urban Design Team
- Big Ideas contribution to the Comprehensive Plan update
- Policies
- Projects
1:00 Urban Design Team illustrations
2:45 Prepare for Pin-Up
3:00 Pin-Up presentation
4:00 Adjourn
Page 15
“Where is Important to me in Edina?”
1. The majority of nodes are located in the eastern quadrants of the
city. Fewer are located in the western quadrants.
2. The important places are known activity centers.
3. The most active nodes are five of the six small areas that are
being addressed in the comprehensive plan. 70th/Cahill, one of
the six small areas, is not widely viewed as a high activity center.
4. The schools are recognized as important places.
5. How does the city’s changing demographics impact the
identification of important places?
6. Churches (houses of worship) are also important places where
people gather.
7. Opportunities to increase the number of live/work uses should be
place-based.
8. What are the engines for change in Edina?
9. The northwest quadrant is an area with large lots. Residents in
this quadrant cannot walk to many places. Is this the way they
want to live….without a node, gathering place, or activity center?
“How do I Travel to Important Places?”
1. The major transportation mode is driving. Is this the way we want
to be?
2. It’s a big city; 4 miles by 4-1/2 miles. Travelling across the city is
not easy without a car.
3. How do people travel within the four quadrants? How do people
travel across quadrants?
4. Our city has been cut apart by the highways (TH 100 and TH 62).
It is not possible to get to other places without travelling
(sometimes) out of the way to get to an overpass.
5. There aren’t lots of transit routes. Those that the city has are very
good at providing transportation service. There should be more
routes, however.
Page 16
6. The Southwest LRT should have a station at TH 169/Valley View
Road.
7. The streets that are county roads are problematic: they function
to carry lots of traffic and there isn’t much room left over for
other functions like bikes. France is an example.
8. There should be more inter-quadrant connectors in Edina.
Observations from “Where should Big Ideas be Implemented
and How are the Big Ideas Related?”
1. Because of our aging population, the housing needs of the future
will change.
2. Health care clinics and child care facilities could be physically
combined in community centers. All of these should be accessible
to all travel modes.
3. The Promenade should be extended north of TH 62.
4. Grandview should have a freeway lid.
5. The Zoning Code should be modified to allow pocket
neighborhoods with several bungalows on a parcel.
6. Each neighborhood should have a community-specific, community
defined activity center.
7. A circulator transit service is needed to connect the nodes.
8. Streets should be complete for all types of users.
9. Parks and park buildings could be expanded and redeveloped to
meet neighborhood needs.
10. Large buildings should be energy self-sufficient with solar and
green roofs.
The Physical Framework for Implementing Big Ideas in the
Comprehensive Plan
Presented on page 18 is a City of Edina aerial base map that shows each
of the city’s neighborhoods. The map shows that the city is divided into
four quadrants that are defined by north/south Trunk Highway (TH) 100
and east/west TH 62 (aka Crosstown Highway); Quadrant 1 – Northwest
Page 17
Edina, Quadrant 2 – Northeast Edina, Quadrant 3 -- Southeast Edina, and
Quadrant 4 – Southwest Edina.
The map identifies the following physical features that form a framework
for incorporating Big Ideas in the comprehensive plan.
Page 18
Page 19
Edina’s Big Ideas by Quadrant (all participants’ comments are shown below)
Page 20
Edina’s City-Wide Big Ideas (all participants’ comments are shown below)
Page 21
Interpreting Edina’s Big Ideas for Inclusion in the
Comprehensive Plan and Implementation
Nodes and Modes
Create a Vibrant Public Realm in Edina:
Reimagine nodes as places of more dense community activity connected
by vibrant multi-modal parkways and boulevards
What are Nodes? Nodes are existing and potential future commercial
districts. Nodes can be some parks, some schools, and many of the city’s
existing and future gathering places. Nodes are defined as the point
where a minimum of two transportation facilities cross. The connections
(parkways and boulevards) are the key….there must be a facility that
accommodates a range of movement type.
Enliven Edina’s Commercial Zones:
Reform commercial zones as unique combinations of activity offering
greater diversity of use, especially related to housing choices and
opportunities for public gathering.
This should be a primary focus of the small area plan portion of the
comprehensive plan. Without some statement like this, that effort seems
un-comprehensive.
Encourage Infrastructure Development that Serves Many Purposes:
Reconsider the community’s infrastructure in ways that are sustainable,
prudent, efficient, and most important, are relevant for people.
Work with other taxing authorities in Edina need to work better to
achieve the plan. The city might become more active in pursuing
relationships with MnDOT (arterial trails and lids), Hennepin County (turn
backs, library site), Watershed District (day-lighting creeks and storm
water ponds).
Page 22
Refocus Energy on Education as a Community Value:
Excellence in education is one of Edina’s strongest selling points. Make
education and learning a hallmark of any development, redevelopment,
and revitalization strategy. Provide opportunities for learning at each
node and along all modes.
Recreate the Community’s Industrial Areas:
The city’s industrial areas are showing signs of age. In recent times, non-
industrial uses are being approved to occupy industrial spaces. Industrial
uses are a major source of tax revenue where the demand for public
services is comparatively low.
This is about not starting over… we don’t want to get rid of what we
have… we want to encourage innovation and evolution. Retaining
existing industrial uses, encouraging existing uses to stay, and attracting
new uses is the direction the city should establish.
Reclaim Unused Pieces of Bisecting Arterials:
Edina is a community that is divided into four quadrants by TH 100 and
TH 62. Use under-utilized roadway facilities as new bridges and decks
over these highways to reconnect the community.
Create Vital and Relevant Neighborhoods:
Renew Edina’s neighborhoods through thoughtful new introductions for
contemporary living that respects the fabric unique to each street and
block and so that the grain of how it happens is really critical—so street
and block are the scale, not neighborhood.
Reinforce Equity in the Practices and Actions of the Community
Edina should be a Fair, Inviting, and Equitable community. Efforts should
be made, when developing policies and goals and when implementing
programs and projects, to determine the implications on existing and
future Edina residents.
Questions to ask: Are city practices and actions exclusionary or
inclusionary? Do city practices and actions invite or discourage a diverse
population?
Page 23
Proposed Process for Incorporating Big Ideas in
the Comprehensive Plan
Community Engagement
Community engagement activities will be conducted throughout the
comprehensive planning process. These events can be divided into two
categories -- 1) events that will take place during three small area
planning studies and 2) events that will take place as the city-wide
comprehensive plan update is being prepared.
Small Area Planning Engagement Activities:
Each of the three small area planning processes will include direct and
close involvement with a Work Group and three community meetings.
Findings from Edina’s 2015 vision study will be reviewed for each small
area with Work Group members and community members at community
meetings. Community members will be asked to provide input on how
the city-wide vision applies to their particular small area.
In addition, the Big Ideas workshop activities will be explained, and
community members will be asked to contribute additional Big Ideas,
which will be added to the already existing list (see pages 15 through 20).
The three small area planning processes are anticipated to extend from
mid-May 2017 to mid-May 2018.
City-Wide Comprehensive Planning Update:
Work on the city-wide comprehensive plan update has already begun
with the consultant team working to update chapters of the 2008 plan in
areas where outreach and engagement are not required. For example,
the demographic analyses, which will be included in the Community
Character Chapter of the plan, have already been completed.
Outreach and engagement activities will begin in earnest in the spring of
2018. These activities will include pop-up events at locations where
community members gather; e.g., shopping venues and community
Page 24
festivals. Opportunities will be provided for community members to
contribute to the list of Big Ideas at these events.
Comprehensive Plan Task Force and Commissions
All information learned by the consulting team during its community
engagement activities will be brought to the Comprehensive Plan Task
Force (CPTF). In activities that are focused on an evaluation against
preliminary screening criteria , the CPTF will determine which of the Big
Ideas should be eliminated from further discussion and which should be
retained. Big Ideas that are retained will be defined and categorized to
match chapters of the comprehensive plan and brought to the attention
of the city’s respective commissions at their monthly meetings.
It is proposed that the CPTF members will then share information about
the list of retained Big Ideas with their respective commissions and
conduct a second screening (with their commissions) to determine how
the retained Big Ideas measure against established evaluation criteria.
Based on their performance, the commissions will help CPTF members by
letting them know which Big Ideas they can support as candidates for
inclusion in the comprehensive plan.
Following their meetings with their respective commissions, CPTF
members will participate in larger discussions at their monthly workshop
meeting with the comprehensive plan consultants. It is proposed that, at
this level, the CPTF members will jointly agree on the Big Ideas that
should be included in the plan.
The evaluation criteria for the preliminary evaluation should be taken
from the city’s mission and vision statements, city adopted goals, and the
strategic focus areas outlined in Vision Edina. The evaluation criteria for
the second evaluation should be taken from goals that have already been
developed by the commissions to guide and direct their work.
Page 25
The final discussion and decision to include or not include a Big Idea in
the comprehensive plan should consider a number of evaluation criteria,
including:
2008 COMPREHENSIVE PLAN CHAPTERS
A Commission will be provided a chapter(s) as the lead reviewer. This does not mean
Commission’s cannot provide input on other chapters AND there may be cases when a
Commission creates content that might be better served by its own chapter. The 2008
chapters includes:
Land use
Transportation
Housing
Water Resources
Parks
Health
Heritage Preservation
Sustainability
Community Facilities and Services
Chapter Responsibility Chart:
We will look to Commissions for input on chapters most closely related to the goals and
missions of the Commission. The chart designates the chapter or chapters your
commission will be asked to focus on.
Chapter Title Commission Member(s)
Community Profile Michelle
Landuse & Community Design Jim/Heather/Robert
Housing Jim/Heather/Robert
Heritage Preservation Ellen
Transportation Catherine
Water Resources Management Catherine
Parks, Open Space and Natural Resources Pat/ Cindy
Energy, Environment, and Resilience* Michelle/ Prasoon/ Saumya
Community Services and Facilities Ellen/ Kristina
Date: October 24, 2017 Agenda Item #: VI.B.
To:Human Rights and Relations Commission Item Type:
Report and Recommendation
From:Chante Mitchell, City Management Fellow
Item Activity:
Subject:Edina Community Foundation: MLK Panel Program Discussion, Information
CITY OF EDINA
4801 West 50th Street
Edina, MN 55424
www.edinamn.gov
ACTION REQUESTED:
None.
INTRODUCTION:
Heather has been corresponding with Maureen from the Edina Library on a MLK panel event.
Group will need to decide what members will sit on the panel.
Discuss meeting logistics for that day (event is during a HRRC meeting time) on January 23rd.
ATTACHMENTS:
Description
MLK Panel Program Letter
Dear Ms. Lamon,
On January 23, 2018, the Edina Library and the Edina Community Foundation with support from
the Edina Reads Committee and the Friends of the Edina Library will present a panel program in honor of
Dr. Martin Luther King, Jr. Edina Community Foundation and the Edina Library have been doing
programs to honor Dr. King’s birthday for over ten years. Dr. King’s dream is always at the heart of the
event.
Our hope is that members of the Human Rights & Relations Commission could address their
mission in our community. By its very nature, a Human Rights & Relations Commission seems to be
pursuing his dream by the work that it does. If you think that the Commission would be interested in
participating in a panel discussion we would be thrilled. Generally there would be a series of questions
that members of the panel would address and questions from the audience.
Each participant will also have a chance to tell their story, tell how they came to be on the
commission, and, if they would like, to address the force of Dr. King’s dream in their life. The program
can be tweaked and we are open to your suggestions, regarding it.
The event will take place in the Fireside Room of the Edina Senior Center, on Tuesday, January
23, 2018, 6:30 – 8:30 p.m. We hope that the Commission will want to participate.
All the best,
Maureen
Maureen Millea Smith
Edina Library
5280 Grandview Square
Edina, Minnesota 55436
612-543-6331
mmilleasmith@hclib.org
www.hclib.org
“I have always imagined that Paradise will be a kind of library.” Jorge Luis Borges
Disclaimer: If you are not the intended recipient of this message, please immediately notify the
sender of the transmission error and then promptly delete this message from your computer
system.
Date: October 24, 2017 Agenda Item #: VI.C.
To:Human Rights and Relations Commission Item Type:
Report and Recommendation
From:Chante Mitchell, City Management Fellow
Item Activity:
Subject:2018 Proposed Work Plan Update Information
CITY OF EDINA
4801 West 50th Street
Edina, MN 55424
www.edinamn.gov
ACTION REQUESTED:
None.
INTRODUCTION:
Chair Nelson presented the 2018 proposed work plan to Council and will provide an update.
November 8 - City Council Work Session - Council reviews work plans and City Manager comments
December 5 - City Council Meeting - Council approves work plans
ATTACHMENTS:
Description
HRRC Proposed Work Plan 2018
Commission Work Plan Instructions Updated 2017.05.24
Instructions:
Each section with a white background should be filled out.
Do not fill out council charge. Scott will complete this section with his proposed charge to the Council.
Liaisons are responsible for completing the budget and staff support columns.
List initiatives in order of priority
Definitions
New Initiative – not on previous work plan and has completion date
Continued Initiative – carried over from a previous work plan with a revised target completion date
Ongoing Responsibility – annually on the work plan and may or may not have a target completion date
Parking Lot – initiatives considered by not proposed as part of the work plan. Not approved by Council
EVENT Initiatives – if it is an annual event list the initiative as ongoing. It if is a new event list the items as a new initiative.
Dates
Return proposed work plan to MJ by September 20, 2017
The Annual work plan meeting with Council is October 3, 2017 – Chairs present
Finalize work plans works session with Council is November 8, 2017 – Liaisons present
Work Plans should be approved by Council by December 5, 2017
Ch
a
r
g
e
1
Study and
Report
- Commission is asked to
study a specific issue or
event and report its
findings to City Council.
- Advisory
Communication required
/ staff report optional.
- No vote is taken by the
Board or Commission.
- No official Commission
recommendation is
provided to the City
Council.
Ch
a
r
g
e
2
Review and
Comment
- Commission is asked to review a
specific policy issue and to seek
comments from each individual
member of the group to pass on to
City Council for further
consideration.
- Member comments will be
included in the Staff Report
(optional Advisory Communication
can be included with the staff
report).
- No vote is taken by the
Commission.
- No official Commission
recommendation is provided to City
Council.
Ch
a
r
g
e
3
Review and
Recommend
- Commission is asked to
review a specific policy
issue and to issue a
recommendation on the
issue to the City Council.
- Individual member
comments are not
included in the Staff
Report (optional, BC can
include an Advisory
Communication with the
staff report).
- A majority vote is
necessary for a
recommendation to be
formally submitted to City
Council.
Ch
a
r
g
e
4
Review and
Decide
- Commission is asked to
study, review, and decide
on an issue.
- The group’s decision will
be the City’s official
position on the matter
unless the issue is formally
considered and reversed
by a majority vote of City
Council.
Commission: Human Rights and Relations Commission
2018 Annual Work Plan Proposal
Initiative # 1 Council Charge (Proposed Charge Completed by CM)
☐☐☐☐ 1 (Study & Report) ☐☐☐☐ 2 (Review & Comment)
☐☐☐☐ 3 (Review & Recommend) ☐☐☐☐ 4 (Review &
Decide)
Target
Completion
Date
Budget Required
(Staff Liaison)
Staff Support Required
(Staff Liaison)
Initiative Type
☐ New Initiative ☐ Continued Initiative ☒ Ongoing Responsibility
April 2018 ☒ Funds available
Funds are available for this project.
☒ Staff Liaison: Hrs__10
☒ CTS (including Video)
☐ Other Staff: Hrs_____________
Tom Oye Award (Martin)
($75 for plaque + possible cost for new printed materials)
• Coordinate recognition
• Track nominations
• Update website
☐ Funds not available
There are not funds available for this
project (explain impact of Council
approving initiative in liaison
comments).
Liaison Comments: Click here to enter text.
City Manager Comments: Click here to enter text.
Progress Report: Click here to enter text.
Initiative # 2 Council Charge (Proposed Charge Completed by CM)
☐☐☐☐ 1 (Study & Report) ☐☐☐☐ 2 (Review & Comment)
☐☐☐☐ 3 (Review & Recommend) ☐☐☐☐ 4 (Review &
Decide)
Target
Completion
Date
Budget Required
(Staff Liaison)
Staff Support Required
(Staff Liaison)
Initiative Type
☐ New Initiative ☐ Continued Initiative ☒ Ongoing Responsibility
August
2018
☐ Funds available
Funds are available for this project.
☒ Staff Liaison: Hrs__8
☐ CTS (including Video)
☐ Other Staff: Hrs_____________
Bias Offense Response Plan
• Review and update, if needed, annually
☒ Funds not available
There are not funds available for this
project (explain impact of Council
approving initiative in liaison
comments).
Liaison Comments: Click here to enter text.
City Manager Comments: Click here to enter text.
Progress Report: Click here to enter text.
Initiative # 3 Council Charge (Proposed Charge Completed by CM)
☐☐☐☐ 1 (Study & Report) ☐☐☐☐ 2 (Review & Comment)
☐☐☐☐ 3 (Review & Recommend) ☐☐☐☐ 4 (Review &
Decide)
Target
Completion
Date
Budget Required
(Staff Liaison)
Staff Support Required
(Staff Liaison)
Initiative Type
☐ New Initiative ☒ Continued Initiative ☐ Ongoing Responsibility
October
2018
☒ Funds available
Funds are available for this project.
☒ Staff Liaison: Hrs__10
☒ CTS (including Video)
☐ Other Staff: Hrs_____________
Sharing Values, Sharing Communities (Edelson/Meek)
($300 for marketing materials and refreshments, depending on event)
• Topic to be determined by commission
• Event coordination
• Communications
• Marketing
☐ Funds not available
There are not funds available for this
project (explain impact of Council
approving initiative in liaison
comments).
Liaison Comments:
City Manager Comments: Click here to enter text.
Progress Report: Click here to enter text.
Initiative # 4 Council Charge (Proposed Charge Completed by CM)
☐☐☐☐ 1 (Study & Report) ☐☐☐☐ 2 (Review & Comment)
☐☐☐☐ 3 (Review & Recommend) ☐☐☐☐ 4 (Review &
Decide)
Target
Completion
Date
Budget Required
(Staff Liaison)
Staff Support Required
(Staff Liaison)
Initiative Type
☐ New Initiative ☒ Continued Initiative ☐ Ongoing Responsibility
December
2018
☒ Funds available
Funds are available for this project.
☒ Staff Liaison: Hrs__10
☒ CTS (including Video)
☐ Other Staff: Hrs_____________
Human Rights Essay Contest (Kennedy)
($200 for winner gift cards, $75 for posters)
• Develop an annual theme
• Committee reviews essays
• Event on December 10, 2018 to recognize/ honor contest winners
☐ Funds not available
There are not funds available for this
project (explain impact of Council
approving initiative in liaison
comments).
Liaison Comments: Click here to enter text.
City Manager Comments: Click here to enter text.
Progress Report: Click here to enter text.
Initiative # 5 Council Charge (Proposed Charge Completed by CM)
☐☐☐☐ 1 (Study & Report) ☐☐☐☐ 2 (Review & Comment)
☐☐☐☐ 3 (Review & Recommend) ☐☐☐☐ 4 (Review &
Decide)
Target
Completion
Date
Budget Required
(Staff Liaison)
Staff Support Required
(Staff Liaison)
Initiative Type
☐ New Initiative ☐ Continued Initiative ☒ Ongoing Responsibility
April 2018 ☒ Funds available
Funds are available for this project.
☒ Staff Liaison: Hrs__15
☒ CTS (including Video)
☐ Other Staff: Hrs_____________
Days of Remembrance
($75 for printed materials, $100 for refreshments)
• Speakers and focus to be determined by commission
• Event coordination
• Communications
• Marketing
☐ Funds not available
There are not funds available for this
project (explain impact of Council
approving initiative in liaison
comments).
Liaison Comments: Click here to enter text.
City Manager Comments: Click here to enter text.
Progress Report: Click here to enter text.
Initiative # 6 Council Charge (Proposed Charge Completed by CM)
☐☐☐☐ 1 (Study & Report) ☐☐☐☐ 2 (Review & Comment)
☐☐☐☐ 3 (Review & Recommend) ☐☐☐☐ 4 (Review &
Decide)
Target
Completion
Date
Budget Required
(Staff Liaison)
Staff Support Required
(Staff Liaison)
Initiative Type
☒ New Initiative ☐ Continued Initiative ☐ Ongoing Responsibility
October
2018
☒ Funds available
Funds are available for this project.
☒ Staff Liaison: Hrs__15
☐ CTS (including Video)
☐ Other Staff: Hrs_____________
Indigenous Peoples Recognition Event
($300 for printed materials and refreshments)
• Event coordination
• Communications
• Marketing
☐ Funds not available
There are not funds available for this
project (explain impact of Council
approving initiative in liaison
comments).
Liaison Comments: Click here to enter text.
City Manager Comments: Click here to enter text.
Progress Report: Click here to enter text.
Initiative # 7 Council Charge (Proposed Charge Completed by CM)
☐☐☐☐ 1 (Study & Report) ☐☐☐☐ 2 (Review & Comment)
☐☐☐☐ 3 (Review & Recommend) ☐☐☐☐ 4 (Review &
Decide)
Target
Completion
Date
Budget Required
(Staff Liaison)
Staff Support Required
(Staff Liaison)
Initiative Type
☐ New Initiative ☒ Continued Initiative ☐ Ongoing Responsibility
December
2018
☐ Funds available
Funds are available for this project.
☒ Staff Liaison: Hrs__10
☐ CTS (including Video)
☐ Other Staff: Hrs_____________
Comprehensive Plan
• Assist with reviewing and updating of the 2018 Comprehensive Plan
☒ Funds not available
There are not funds available for this
project (explain impact of Council
approving initiative in liaison
comments).
Liaison Comments: Click here to enter text.
City Manager Comments: Click here to enter text.
Progress Report: Click here to enter text.
Initiative # 8 Council Charge (Proposed Charge Completed by CM)
☐☐☐☐ 1 (Study & Report) ☐☐☐☐ 2 (Review & Comment)
☐☐☐☐ 3 (Review & Recommend) ☐☐☐☐ 4 (Review &
Decide)
Target
Completion
Date
Budget Required
(Staff Liaison)
Staff Support Required
(Staff Liaison)
Initiative Type
☐ New Initiative ☐ Continued Initiative ☒ Ongoing Responsibility
December
2018
☐ Funds available
Funds are available for this project.
☒ Staff Liaison: Hrs__4
☐ CTS (including Video)
☐ Other Staff: Hrs_____________
Affirmation of Edina, as a Human Rights City, as a Welcoming Community
for all residents, including immigrants and refugees. (Kennedy)
• Report on best practices
☒ Funds not available
There are not funds available for this
project (explain impact of Council
approving initiative in liaison
comments).
Liaison Comments: Click here to enter text.
City Manager Comments: Click here to enter text.
Progress Report: Click here to enter text.
Initiative # 9 Council Charge (Proposed Charge Completed by CM)
☐☐☐☐ 1 (Study & Report) ☐☐☐☐ 2 (Review & Comment)
☐☐☐☐ 3 (Review & Recommend) ☐☐☐☐ 4 (Review &
Decide)
Target
Completion
Date
Budget Required
(Staff Liaison)
Staff Support Required
(Staff Liaison)
Initiative Type
☒ New Initiative ☐ Continued Initiative ☒ Ongoing Responsibility
January
2018
☐ Funds available
Funds are available for this project.
☒ Staff Liaison: Hrs__4
☐ CTS (including Video)
☐ Other Staff: Hrs_____________
Annual MLK Panel Event
• Partnership with Edina Library & Community Foundation
☒ Funds not available
There are not funds available for this
project (explain impact of Council
approving initiative in liaison
comments).
Liaison Comments: Click here to enter text.
City Manager Comments: Click here to enter text.
Progress Report: Click here to enter text.
Parking Lot: (These items have been considered by the BC, but not proposed as part of this year’s work plan. If the BC decides they would like to
work on them in the current year, it would need to be approved by Council.)
1. Partnership with School District
Proposed Month for Joint Work Session (one time per year, up to 60
minutes):
☐ Mar ☐ April ☐ May ☒ June ☐ July ☐ Aug ☐ Sept ☐ Oct ☐ Nov
Council Comments:
Date: October 24, 2017 Agenda Item #: VII.A.
To:Human Rights and Relations Commission Item Type:
Correspondence
From:Chante Mitchell
Item Activity:
Subject:Sanford Berman, Correspondence Information
CITY OF EDINA
4801 West 50th Street
Edina, MN 55424
www.edinamn.gov
ACTION REQUESTED:
None.
INTRODUCTION:
ATTACHMENTS:
Description
Nuclear Weapons Petition
City Pages Articles
Lake Calhoun Letter
Democracy Greensboro
Date: October 24, 2017 Agenda Item #: VII.B.
To:Human Rights and Relations Commission Item Type:
Correspondence
From:Chante Mitchell, City Management Fellow
Item Activity:
Subject:City of Bloomington, Correspondence Information
CITY OF EDINA
4801 West 50th Street
Edina, MN 55424
www.edinamn.gov
ACTION REQUESTED:
None.
INTRODUCTION:
ATTACHMENTS:
Description
The Latino Legal Experience in Minnesota