HomeMy WebLinkAbout2017-10-12_07_00_PM-EEC_MembersAgenda
Energy and Environment Commission
City Of Edina, Minnesota
City Hall, Community Room
Thursday, October 12, 2017
7:00 PM
I.Call To Order
II.Roll Call
III.Approval Of Meeting Agenda
IV.Approval Of Meeting Minutes
A.Meeting Minutes
V.Special Recognitions And Presentations
A.Grandview Green Project
B.Comprehensive Water Resources Management Plan
VI.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.
VII.Reports/Recommendations
A.Comprehensive Plan Kick-o)
B.Pollinator resolution
VIII.Correspondence And Petitions
A.Attendance Report and Roster
B.Working Group Minutes
IX.Chair And Member Comments
X.Sta) Comments
A.B3 Data
XI.Adjournment
The City of Edina wants all residents to be comfortable being part of the
public process. If you need assistance in the way of hearing ampli/cation, an
interpreter, large-print documents or something else, please call 952-927-8861
72 hours in advance of the meeting.
Date: October 12, 2017 Agenda Item #: IV.A.
To:Energy and Environment Commission Item Type:
Minutes
From:Sulekha Mohamed, Executive Assistant
Item Activity:
Subject:Meeting Minutes Action
CITY OF EDINA
4801 West 50th Street
Edina, MN 55424
www.edinamn.gov
ACTION REQUESTED:
Approve Regular September 14, 2017 Meeting Minutes.
INTRODUCTION:
ATTACHMENTS:
Description
20170914 Regular Minutes Draft
Draft Minutes☒
Approved Minutes☐
Approved Date:
Minutes
City Of Edina, Minnesota
Energy and Environment Commission
Edina City Hall Community Room
Thursday, September 14, 2017, 7:00 PM
I. Call To Order
Chair Manser called the meeting to order at 7:00p.m.
II. Roll Call
Answering Roll Call were Burmeister, Fernands, Hoffman, Horan, Jackson, Glahn, Kostuch,
Madhok, Manser, Satterlee, Seeley, Shanmugavel, and Waddick
Late:
Absent:
Staff Present: Liaison Brown, Sulekha Mohamed
III. Approval Of Meeting Agenda
Motion made by Member Jackson to approve the Meeting Agenda. Motion seconded by
Member Waddick. Motion carried.
IV. Approval Of Meeting Minutes
A. Commissioner Jackson wanted to amend the minutes to the following under “Special
Recognitions And Presentations” following “Hosting Energy Fairs, Emma Struss” to state:
• Ms. Struss helped organize and execute 2013 Bloomington Sustainability Fair.
• Ms. Struss worked from May to September almost full time (paid position) on the
2013 Bloomington Sustainability Fair.
Motion made by Member Glahn to approve the July 13, 2017 Meeting Minutes with edits.
Motion seconded by Member Jackson. Motion carried.
V. Community Comment
A. None.
VI. Reports/ Recommendation
A. 2018 Work Plan
Motion made by Chair Manser to approve the 2017 Work Plan with edits. Motion seconded by
Member Seeley. Opposed Glahn. Motion carried.
B. Home Energy Fair
Draft Minutes☒
Approved Minutes☐
Approved Date:
• Commissioner Satterlee reviewed final questions and needs before the October 7th,
Home Energy Fair. Please contact Commissioner Satterlee if anyone is interested in
volunteering for the Home Energy Fair event.
C. Initiative 7: Staff Action Plan for Residential Waste Goals
• EEC’s Work Plan Initiative 7 states: Review and make a recommendation regarding
staff’s action plan to attain Hennepin County waste reduction goal for residential.
• Commissioner Seeley and Commissioner Horan worked together to present a Draft
Recommendation September 14, 2017 to Commission members.
Motion made by Commissioner Jackson to approve the Draft Recommendation September 14,
2017 as amended. Motion seconded by member Horan. Motion carried.
Motion made by Commissioner Glahn to request for a roll call. Motion seconded by member
Kostuch. Motion carried.
Roll Call:
Answering Roll Call for Yea were: Burmeister, Hoffman, Horan, Jackson, Glahn, Kostuch,
Manser, Satterlee, Seeley, Shanmugavel, and Waddick
Answering Roll Call for Nay were: Glahn
VII. Correspondence And Petitions
Motion made by Member Jackson to remove Amy Ma from existing Business Energy Efficiency
and Conservation Working Group. Motion seconded by Kostuch. Motion carried.
Motion made by Member Satterlee to add new Member Jeff Lundgren and move Member
Ramesh Shanmugavel to be listed as Commissioner in the existing Education & Outreach
Working Group. Motion seconded by Glahn. Motion carried.
Motion made by Member Waddick to remove Commissioner Joanna Kim and Member Kevin
Zickert from existing Water Quality Working Group. Motion seconded by Glahn. Motion carried.
A. Working Group Minutes
• Business Energy Efficiency and Conservation Working Group
a. Commissioner Jackson updated Commissioners that Business Energy Efficiency
and Conservation Working Group worked on steps toward benchmarking
ordinance. Commissioner Jackson is currently looking at ways to set up a
meeting with Hennepin County to discuss means of funding benchmarking and
other ways they can support a benchmarking initiative.
• Residential Energy Efficiency and Conservation Working Group
a. Commissioner Hoffman updated Commissioners that Residential Energy
Efficiency and Conservation Working Group didn’t officially meet last
month. Although, they did meet for a training on tabling. Commissioner
Draft Minutes☒
Approved Minutes☐
Approved Date:
Hoffman spoke informally (unofficial meeting) with Bob Gubrud and Jeff
Lungren about Energy House parities.
• Education & Outreach Working Group
a. Reminder the Energy & Environment Commission film series, “No Impact
Man,” is scheduled for September 21, at 7:00pm, located at Edina Senior.
This is the last film of the film series!
b. Commissioner Satterlee updated Commission members that they are
focusing on the Home Energy Fair by reviewing items, hearing updates
from leads on upcoming task. Also, reviewing and editing timeline.
• Water Quality Working Group
a. Commissioner Waddick updated Commission members about meeting
with Lake Nancy Lake Association. She also updated members with Salt
Group progress.
b. Master Water Stewards will table with the City of Edina for Open Streets
on Sunday, September 24th.
VIII. Chair And Member Comments
A. Commissioner Seeley updated commissioners about an upcoming event called Start
Compositing. Backyard composting is a great way to turn food and yard waste into a
nutrient-rich resource, and Hennepin County is selling a compost bins to help everyone
get started. For more information to order a bin, visit Hennepin.us/composting.
a. Start Composting upcoming events:
i. Monday, September 11, 4:30pm-6:30pm at Plymouth Maintenance Facility.
ii. Thursday, September 14, 5-7:00pm at Urban Reach and Outreach-
Engagement Center.
iii. Saturday, September 30, Valley View Middle School in Edina.
B. Add new Student Member
a. Madeline Fernands is the new Student Member Commissioner.
IX. Staff Comments
A. Quarterly Electricity Action Plan Update
• Liaison Brown shared with Commissioners about Edina Electricity Action Plan
Update Q2.
• Liaison Brown is working with City Operation facilities to be part of the decision-
making process help identify energy saving opportunities and solutions.
B. Staff Report: Initiative 1 & 2
• Liaison Brown shared with Commissioners staff reports that will be submitted
with the Commission’s plastic bag and to-go packaging reports.
• A quick reminder:
Draft Minutes☒
Approved Minutes☐
Approved Date:
i. Energy & Environment Commission approved the 2018 Work Plan, and
Chair Manser will take that report to the City Council Work Session on
October 03, 2017.
ii. Any questions from Council members will be asked on November 08,
2017, during the City Council Work Session meeting and approved on
December 05, 2017, Council Work Session meeting.
X. Adjournment
Motion made by Member Glahn to adjourn the September 14, 2017, meeting at 8:30 p.m.
Motion seconded by Member Jackson. Motion carried.
Respectfully submitted,
Sulekha Mohamed
Executive Assistant
Date: October 12, 2017 Agenda Item #: V.A.
To:Energy and Environment Commission Item Type:
Other
From:Katie Clark Sieben, Economic Development Project
Consultant Item Activity:
Subject:Grandview Green Project Information
CITY OF EDINA
4801 West 50th Street
Edina, MN 55424
www.edinamn.gov
ACTION REQUESTED:
INTRODUCTION:
Katie Clark Sieben will introduce the Grandview Green project concept and solicit feedback from
Commissioners.
ATTACHMENTS:
Description
Grandview Green Presentation
The CITY of
EDINA
Grandview Green:
A Case Study for Lid Development in MN
September 2017
Katie Clark Sieben, Project Consultant
*DRAFT for Preliminary Discussion Purposes
The CITY of
EDINAToday’s Agenda
•Edina’s Grandview District
•The Grandview Green Project:
•Concept
•Feasibility Study Findings
•Five Year Vision
•The Partnership
•Next Steps
2DRAFT for Preliminary Discussion Purposes
The CITY of
EDINAWhy Grandview Green?
Reconnect neighborhoods and communities divided by Highway 100
◦Reestablishes street grids, safe pedestrian walkways and bicycle paths
◦Provides new green space for community programming and social events
Increases economic productivity:
◦Of airspace above Highway 100
◦Of land adjacent to Highway 100
Enhances sustainability practices through increased storm water
collection, potential solar installations, etc.
Serves as a case study for lid development in Minnesota
The CITY of
EDINAGreen Lid Examples
Klyde Warren Park, Dallas, TX
◦Completed 2012
◦Size: 5.2 Acres, Length 1,045’
◦Cost: $471/sq. foot
◦Attributes:
Spurred over $1 billion in private development
Reconnected districts
Improved accessibility in/out of downtown
Air quality improvement
◦Owner:
City of Dallas
Texas DOT
Klyde Warren Foundation
The CITY of
EDINAGreen Lid Examples
I-670 at Union Station, Columbus, Ohio
◦Completed: 2004
◦Area: 1.12 Acres, length 227’
◦Cost: $160/ sq. foot
Attributes
◦Mends a 40 year scar
◦Composed of three separate bridges
◦Provides 25,500 sf of leasable space
◦The previous void caused by the highway
was transformed into a seamless urban
streetscape
Owner
◦Ohio DOT
◦30 year lease with an extension to 70 years
The CITY of
EDINAMN Green Lid Outcomes
…also serves as a case study to uncover how we leverage
unused public land to spur private development!
Neighborhood Connectivity Economic Development Green Space Transportation/ Parking
Longfellow Gardens, Minneapolis x
ABC Ramps, Minneapolis x
Fort Snelling,Saint Paul x
JW Marriott at MOA,Bloomington x
Leif Erickson Park, Duluth x x
Grandview Green, Edina x x x x
The CITY of
EDINA2012 Grandview District
Development Framework
Create a place with a unique identity announced by signature elements like: an iconic ‘gateway”, a central commons, serves the neighborhood’s needs, innovative 21st century sustainability approach
Completely rethink and reorganize the District’s transportation infrastructure to: make the district accessible to pedestrians and cyclists, provide automobile friendly access to convenience retail and preserve future transit opportunities consistent with the
district’s envisioned character
Leverage public resources to make incremental value-creating changes that enhance the public realm and encourage voluntary private redevelopment consistent with the vision that improves the quality of the neighborhood for residents, businesses, and
property owners
The CITY of
EDINA2016 Grandview District
Transportation Study
Short Term Changes (0-5 Years)
◦Pedestrian crossing and intersection improvements for Vernon and Eden Avenues
◦Conversion of two off-ramps from Highway 100
◦Reconfiguration of Arcadia Avenue along former Public Works site to accommodate pedestrians and bikers
Mid Term Changes (5-15 Years)
◦Vernon and Eden Avenues converted to support bikes, pedestrians, greenspace and traffic management
◦Added infrastructure to support bicycling on Eden Avenue over Highway 100
◦Enhanced bus stops
◦New frontage road providing southbound access to Highway 100 and development parcels on west side of Highway 100
◦Improved parking
Long Term Changes (15-30 Years)
◦New pedestrian and cyclist connection over Highway 100 to City Hall
◦New frontage road providing northbound access to Highway 100 and development parcels on east side of Highway 100
◦Direct connection for high capacity transit line and new district parking on the former public works site
The CITY of
EDINAGrandview Green Feasibility Study
In summary, the May 2017 feasibility study found:
◦No major fatal flaws in the development of a green lid over limited portions of Highway 100.
◦This concept has the potential to create approximately 13 acres of new buildable land on 16 parcels.
◦The area has the potential to support 2,525 new parking spaces and an additional 2.4 million square feet in private development.
◦After completion, property tax revenue is projected to increase from approx. $2 million to $100 million.
◦The initial economic analysis predicts the public investment will realize a 348% return on investment over a fifteen year period (assumes a public investment of $37 million).
◦There is a dramatic range in the level of public investment that could be needed for this project:
$6.7 million for the construction of one lid segment (another est. $2.3 million for design, landscaping, etc.)
$70-90 million if both lid segments, new roads and off-ramps and public parking ramps are constructed
◦Several public entities could potentially be involved in this project –MnDOT, the Metropolitan
Council, Hennepin County, the City of Edina and possibly others.
The CITY of
EDINA
The CITY of
EDINA
The CITY of
EDINA
FYI, update this
graphic to show lid
is also planned for
parcel 12.
The CITY of
EDINA
FYI, update this
slide to show lid
in parcel 12
The CITY of
EDINA
The CITY of
EDINA
2017 2018 2019 2020 2021
City Engagement
Public AgencyEngagement
Community Engagement
Legislative Work
Funding and Financing
Concept Design/ Technical Studies
Development Master Planning
Detailed Design
Infrastructure Construction (Phased)
Building Construction (Phased)
Occupancy
Grandview Green
5 Year Vision
•Infrastructure Construction
Begins: 2020
•Building Construction
Begins: Mid 2020
•Occupancy Begins: 2022
LEGEND
Explore
Discover
Build
The CITY of
EDINA
The Community
Edina City Council
Edina City Staff
State & CountyPublicOfficials&
Comp Plan Taskforce
FundraisingHostCommittee(501c3?)
LocalGrandviewStakeholders
Agencies
and Commissions
The Grandview Green Partnership…
will continue to grow!
The CITY of
EDINANext Steps:
Fall 2017:
◦Roadshow Presentations for City Commissions
◦Urban Land Institute Technical Assistance Panel
◦Launch Four Exploratory Technical Studies:
Transportation
Utilities
Sustainability
Market Research
◦Community Visioning Sessions with Businesses, Neighborhoods, Schools and Churches
January 2018:
◦Grandview Green Update to Edina HRA
The CITY of
EDINA
D R A F T
September 2017
The CITY of
EDINA
D R A F T
September 2017
The CITY of
EDINAContact Information
Katie Clark Sieben
Economic Development Project
ConsultantKsieben@edinamn.gov612-655-5199
Bill Neuendorf
Economic Development Manager
Bneuendorf@edinamn.gov952-491-1143
Date: October 12, 2017 Agenda Item #: V.B.
To:Energy and Environment Commission Item Type:
Other
From:Jessica Vanderwerff Wilson, Water Resources
Coordinator Item Activity:
Subject:Comprehensive Water Resources Management Plan Information
CITY OF EDINA
4801 West 50th Street
Edina, MN 55424
www.edinamn.gov
ACTION REQUESTED:
INTRODUCTION:
An update to Edina’s local water plan, called the Comprehensive Water Resources Management Plan
(CWRMP), is required for the City Comprehensive Plan. Staff are working on updates to the CWRMP which
include refining the models, identifying and prioritizing issue areas, and revising policies.
Comments will also be sought from the public. Staff will review comments received from the public and EEC
and bring a revised draft to City Council at their November 21st meeting. Staff will be seeking City Council
comments and if appropriate, requesting approval to submit the draft CWRMP to agency stakeholders for
review. The updated CWRMP will ultimately require formal approval from Nine Mile Creek Watershed District
and Minnehaha Creek Watershed District.
Date: October 12, 2017 Agenda Item #: VII.A.
To:Energy and Environment Commission Item Type:
Other
From:Tara Brown, Sustainability Coordinator
Item Activity:
Subject:Comprehensive Plan Kick-off Action
CITY OF EDINA
4801 West 50th Street
Edina, MN 55424
www.edinamn.gov
ACTION REQUESTED:
Determine how the Commission wants to accomplish the objectives in the given timeline.
INTRODUCTION:
Liaison Brown will share objectives and timelines.
ATTACHMENTS:
Description
Commissions' Comprehensive Plan Work Objectives
Commissions' Comprehensive Plan Instructions and Timeline
Sustainability, Energy and Environment Tool-Kit
Commissions' Comprehensive Plan Chapter Responsibility Chart
Commissions' Chapter Assessment Tool
Commissions' Example of Tool Kit Goal and Policy Development
Vision Edina Strategic Vision and Framework
Big Ideas Summary Report
Met Council System Statement - Edina
WORK OBJECTIVES
Commissions are being asked to:
1. Review and analyze policies and goals outlined in the 2008 Comprehensive Plan to
determine their current relevancy
2. Identify which existing 2008 policies and goals should be:
a. eliminated or retained
b. retained and modified
c. completely re-written or
d. created for inclusion in a current chapter and/or new chapter
3. Engage with other commissions
a. identify overlapping topics/issues
b. work together to determine relevancy of each other goals and policies
c. assist with writing additional goals and policies
4. Make recommendations to policies, goals and/or the addition of content
INSTRUCTIONS & TIMELINE
October
2017
A 2008 Comprehensive Plan chapter(s) will be given to the
Commission whose work is most closely related. For example,
members of the Edina Transportation Commission will receive the
Transportation Chapter from the 2008 Comprehensive Plan.
Objective 1
November
2017
Commissions will discuss their chapter(s), giving attention to goals
and policies at the conclusion of each chapter to determine their
current relevancy. It is anticipated that the discussions will include
critical evaluations of the goals and policies using the following
considerations and documents:
Changes that have taken place since the 2008
Comprehensive Plan
Examples of changes include: Economy, Environment,
Demographics, Housing, etc.
Vision Edina 2015 and Big Ideas Report (2017)
Commissions should review chapters through the
eight Vision Edina strategic focus area lenses.
Additional Edina Guiding Documents
Chamber of Commerce – Economic
Development/Stakeholder Engagement Analysis
(January 2017)
Quality of Life Survey (August 2017)
Living Streets Plan (2015)
Affordable Housing Policy (2015)
Parks, Recreation and Trails Strategic Plan (2015)
Metropolitan Council System Statement for the City of
Edina (2015)
Objective 1
November
2017
Determine if the goals and policies outlined in 2008’s
Comprehensive Plan should be:
eliminated or retained
retained and modified
completely re-written or
created for inclusion in a current chapter and/or
new chapter
Objective 2
Dec 2017/
Jan 2018
Engage with other to discuss overlapping issues and assist
with writing appropriate goals and policies.
Objective 3
Jan/Feb
2018
Complete work objectives Objective
1,2,3
March
2018
Make recommendations to policies, goals and/or the
addition of content
Commissions will present recommendations to
the Planning Commission at March work
sessions.
Objective 4
1
SustainabilitySustainabilitySustainabilitySustainability, Energy and Environment, Energy and Environment, Energy and Environment, Energy and Environment ToolToolToolTool----
KitKitKitKit
Edina Comprehensive Plan Task Force
September 2017
2
Sustainability: Main Ideas
• Edina has demonstrated a strong interest in taking a leadership role on sustainability. There are
many options for how this can be pursued – from the scale of an individual household to national
policy advocacy.
• Climate change is demonstrating impacts today, with more in the future.
• An approach to sustainability can focus on key areas of intervention (e.g. energy, waste,
environmental quality), but also should be reflected in the way the city is developed and
functions.
• Key decisions involve how the City leads by example, and what they require of residents and
businesses.
3
Sustainability: Trends and Challenges
General Trends and Challenges
Climate change. Climate change is a global challenge, with local implications regarding impacts and
policy. Addressing this will require coordinated change on a number of fronts – including reduction of
emissions, promotion of alternative energy sources, and alterations in consumption patterns and waste.
Climate resilience. In response to the impacts of climate change, there is a need to develop climate
resilience – defined as the ability to absorb and respond to stresses, and to adapt and evolve accordingly.
This will include identifying vulnerabilities in the community, in terms of both people and resources.
Alternative energy availability and cost. Sustainability best practices support the expanded use of
alternative energy sources, and the reduction and replacement of conventional ones. However, there are
still issues regarding the availability and affordability of alternative energy – especially in contrast to that
of conventional sources. Correspondingly, there is significant infrastructure investment around
conventional energy that will take time and substantial resources to replace.
Cost and logistics of separating waste and recyclable items. Sustainability also leads to an increased
focus on a reduce/reuse/recycle approach to resources – with the goal of reducing overall waste generated.
However, this can be complicated and expensive to complete, as well as there being a behavioral issue for
residents and businesses to change their purchasing and disposal practices.
City’s potential to lead by example. The City of Edina has the ability to set the example for
sustainability best practices through its own operations and facilities. However, as this may often involve
additional costs and complexities compared to conventional approaches, there will need to be discussion
about the level of commitment needed.
Environmental impacts in a fully developed community. Edina exists on land that has mostly been
removed from its original ecological and natural function to make way for human development. While
there are opportunities to improve this, substantial impacts remain. A fuller picture emerges when looking
at how this developed area fits into the larger regional and ecological context of the region.
Water resource impacts. Water resources are impacted in numerous ways – water supply by increased
demand, water quality by development-related runoff, and water amenity value by presence and condition
of public parks and open space. This topic will be more fully addressed in the water resources element of
the plan.
4
From Cities of the Future (2015):
Climate Change Mitigation and Adaptation
Government, businesses and citizens implement practices to mitigate and adapt to climate change to
reduce the vulnerability and to increase the resilience of social, ecologic and economic systems:
• greenhouse gas reduction strategies
• preparations for sea level rise and changing weather patterns
• preparations for natural disasters and extreme climate events (heat waves, ice storms, extreme
snow falls, flooding)
• landscape modifications for drought tolerance
• adapting building codes to future climate conditions
• watershed management planning and rainwater management facilities
• habitat restoration and migration corridors for plants and wildlife
• infrastructure upgrading
Green spaces and ecosystem connections, including parks, agriculture, residential gardens and lawns,
street trees and roof gardens also provide opportunities for climate change mitigation and adaptation.
Vegetation in these spaces uptake and store carbon, while providing habitat, rainwater interception and
infiltration, and pollutant filtration. The shade and cooling provided by trees also reduces the heat island
effect and overall energy consumption. In most cities around the world, there are abundant opportunities
to increase urban vegetation.
Sustainability Concepts
Sustainability concepts are integrated into decision making process for all city planning activities:
• Biomimicry
• Ecological footprint
• Resiliency
• Net Zero
• Cradle to Cradle
• Closed loop
• Community-scaled solutions
• Triple Bottom Line -
Economy/Society/Ecology
Natural systems also function as role models for building better human systems. For example, ecosystems
are closed loop systems with no waste (one organism’s waste is another’s food), and they run entirely on
renewable energy, along with nature being an excellent engineer.
Urban design and management (along with other disciplines) are beginning to integrate these principles.
Opportunities include biomimicry for architectural and green space design; net zero, cradle to cradle and
closed loop systems for managing infrastructure; and triple bottom line and ecological foot print
assessments to establish baselines and monitor progress.
5
From Vision Edina Strategic Vision and Framework (2015):
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.
6
From Vision Edina Community Engagement Report (2015):
Environmental Stewardship
The third question related to the community fabric and character of Edina asked survey respondents to
consider the extent they wished the community to consider environmentally-friendly practices in making
future development decisions. Not surprisingly, the majority of respondents strongly support
environmentally-sensitive development practices. Responses here again highly correlate with support for
increased transportation options, as well as multi-family residential development. This contributes to a
development perspective that embraces small-scale development as opposed to large-scale growth which
may not be environmentally-sustainable. Comments in this area also point to monitoring the level of
residential teardowns in the community, as well as the preservation of existing green spaces.
Environmental stewardship in this regard is considered a quality of life issue. Respondents believe that
the City has the opportunity to assume a leading position in this regard and point to a number of existing
initiatives already underway. Similarly, support is highest among younger residents who are viewed as
critical to the future viability of the community. Sustainable environmental policies are also considered
part of the narrative that will attract new residents to the city.
7
From Mapping Edina’s Big Ideas (2017):
From the major strategic focus
areas identified in the Vision
Edina process, Environmental
Stewardship was ranked as one
of the top two innovation priority
areas, along with Transportation.
Participants were asked to
identify Big Ideas associated
with each of these focus areas.
Those with the most votes for
Environmental Stewardship
included:
8
Sustainability Goals and Policies (from existing comprehensive plan’s
Energy and Environment Chapter)
Climate Change and Global Warming Goals (from U.S. Mayors Climate Protection
Agreement)
1. Urge the federal government and state governments to enact policies and programs to meet or
beat the target of reducing global warming pollution levels to seven percent below 1990 levels by
2012, including efforts to: reduce the United States’ dependence on fossil fuels and accelerate the
development of clean, economical energy resources and fuel-efficient technologies such as
conservation, methane recovery for energy generation, waste to energy, wind and solar energy,
fuel cells, efficient motor vehicles, and biofuels;
2. Urge the U.S. Congress to pass bipartisan greenhouse gas reduction legislation that 1) includes
clear timetables and emissions limits and 2) a flexible, market-based system of tradable
allowances among emitting industries;
3. Strive to meet or exceed Kyoto Protocol targets for reducing global warming pollution by taking
actions in our own operations and communities such as:
a. Inventory global warming emissions in City operations and in the community, set
reduction targets and create an action plan;
b. Adopt and enforce land-use policies that reduce sprawl, preserve open space, and create
compact, walkable urban communities;
c. Promote transportation options such as bicycle trails, commute trip reduction programs,
incentives for car-pooling and public transit;
d. Increase the use of clean, alternative energy by, for example, investing in “green tags”,
advocating for the development of renewable energy resources, recovering landfill
methane for energy production, and supporting the use of waste to energy technology;
e. Make energy efficiency a priority through building code improvements, retrofitting City
facilities with energy efficient lighting and urging employees to conserve energy and save
money;
f. Purchase only Energy Star equipment and appliances for City use;
g. Practice and promote sustainable building practices using the U.S. Green Building
Council's LEED program or a similar system;
h. Increase the average fuel efficiency of municipal fleet vehicles; reduce the number of
vehicles; launch an employee education program including anti-idling messages; convert
diesel vehicles to bio-diesel;
i. Evaluate opportunities to increase pump efficiency in water and wastewater systems;
recover wastewater treatment methane for energy production;
j. Increase recycling rates in City operations and in the community;
k. Maintain healthy urban forests; promote tree planting to increase shading and to absorb
CO2; and
l. Help educate the public, schools, other jurisdictions, professional associations, business
and industry about reducing global warming pollution.
9
Climate Change and Global Warming Policies
To achieve its climate change and global warming goals, the City will:
1. Conduct a baseline emissions inventory and forecast. Based on energy consumption and waste
generation, the City will calculate greenhouse gas emissions for a base year (e.g., 2007) and for a
forecast year (e.g., 2015). The inventory and forecast provide a benchmark against which the City
can measure progress.
2. Adopt an overall greenhouse gas reduction goal and an emissions reduction target based on the
forecast year. The City will use its best efforts to reduce community greenhouse gases by 15
percent by 2015, 25 percent by 2025, and 80 percent by 2050 in agreement with the Global
Warming Mitigation Act of 2007. The City will also develop milestone emission reduction target
for City operations from the baseline year. The GHG reduction goal and reduction targets both
foster political will and create a framework to guide the planning and implementation of
measures.
3. Develop a Local Action Plan. The City will develop a Local Action Plan that describes the
specific policies and measures that it will take to reduce greenhouse gas emissions and achieve its
emissions reduction target. The plan should include a timeline, a description of financing
mechanisms, and an assignment of responsibility to departments and staff, and incorporate public
awareness and education efforts.
4. Implement policies and measures. The City will implement the policies and measures in the Local
Action Plan. Policies and measures should include energy efficiency improvements to municipal
buildings and water treatment facilities, streetlight retrofits, public transit improvements, and
installation of renewable power applications.
5. Monitor and verify results. The City will monitor and verify progress on the implementation of
measures to reduce or avoid greenhouse gas emissions in an ongoing process. Monitoring should
begin once measures are implemented and continue for the life of the measures, providing
important feedback that can be used to improve the measures over time.
Energy Goals and Policies
1. Lead by example in conserving energy and developing renewable energy for city buildings,
fleets, and operations.
2. Promote community and business energy conservation, including adopting ordinances and
policies to provide incentives for energy efficiency, renewable energy, and reductions in
greenhouse gases.
3. Adopt purchasing guidelines for the City of Edina that include renewable energy sources,
Examples are purchasing wind energy for electrical consumption and purchasing blended
fuels for the City fleet.
4. Promote educational programs to inform residents and businesses of the availability of
renewable energy options in energy and fuel supply, and carbon-neutral actions.
5. Work with public and private institutions to obtain grants for adoption of renewable energy
sources by the City and residents. Work with these institutions to make these projects
economically self-sustaining.
10
Solar Protection Goals and Policies
1. Continue to enforce setback, building height, and lot coverage ordinances that can serve as
protection to solar access
2. Consider access to solar protection when reviewing variance requests
3. Promote the use of active and passive solar energy for heating, lighting, and other aspects in
design, construction, remodeling, and operation of City buildings.
4. Leverage the Solar and Wind Access Law to establish polices that restrict development for the
purpose of protecting solar access to light.
Residential Energy Consumption Goals and Policies
1. Inform residents of the opportunities available to them to control and reduce their energy
consumption.
2. Create incentives in the form of tax rebates and low interest financing to reduce residential energy
demand and promote renewable energy and low-carbon energy use.
3. Promote the adoption by homeowners, builders and remodelers of Edina’s and Minnesota State
government energy guidelines, with the goal of meeting LEED certification standards for new
constructions.
4. Encourage the use of green materials (building materials and vegetation) to reduce the need for
summer cooling and winter heating.
5. Inform/educate new homebuilders and remodelers in Edina of energy efficient options.
Commercial/Industrial Energy Consumption Goals and Policies
1. Educate and inform the commercial and industrial sector about energy conservation opportunities.
Providing tax incentives or rebates may help building owners take action on energy conservation
opportunities. Efforts by the commercial and industrial sector to limit energy consumption during
peak demand periods are critical to reducing the incentive for creating more centrally stationed
power plants. The City will explore ways to partner with State and Federal programs to facilitate
such action.
2. Promote the adoption by local businesses of locally generated renewable energy to power part or
all of their energy needs.
City Energy Consumption Goals and Policies
1. Create benchmarks of current energy use in all public facilities and set a goal to reduce energy
use and costs according to the ICLEI milestones and the Minnesota Global Warming Mitigation
Act of 2007.
2. Establish a policy that all public buildings report annually on the cost of operation, goals for
further reduction.
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Waste Goals and Policies
1. Continue to operate a household recycling program for single-family and multi-family housing,
encouraging the 3 R’s, reduction, reuse and recycling.
2. Encourage backyard home composting of organic wastes. This includes food scraps as well as
yard waste.
3. Support City-wide co-collection of Source Separated Organics with yard waste.
4. Encourage local businesses to participate in the Minnesota Chamber of Commerce’s WasteWise
program. www.MNWasteWise.org
5. Encourage proper disposal of hazardous and other problem materials such as e-waste through
public education about Hennepin Co hazardous waste collection sites as well as MN Stat.
115A.1310-1330.
6. Educate consumers to avoid purchasing products with harmful ingredients and instead buy
“green”.
7. Recommend changes to the City purchasing policy to encourage the use of materials that are re-
usable, recycled, compostable, or which use minimal packaging. Incentivize City vendors to
deliver products in reusable containers.
8. Expand the range of plastics that can be included in residential recycling from only #1 and #2 to
include #3 through #7 as markets permit.
9. Encourage greater recycling among local businesses
10. Identify an Edina site that would produce renewable energy from City waste, such as an
anaerobic digester, away from residential areas.
Air Goals and Policies
1. Cooperate with enforcement of the Clean Air Act and other laws and regulations relating to air
quality including Minnesota’s Freedom to Breath Act
2. Encourage and consider requiring mechanical ventilation systems in new homes
3. Provide incentives for building practices that improve indoor air quality
4. Encourage property owners to plant trees along roadways where possible to help reduce traffic
noise and absorb carbon dioxide
5. Enact an ordinance that prohibits vehicle idling in Edina and post ‘No Idling’ signs at all schools
and public parking lots
6. Promote the use of renewable energy sources at the City and State level to reduce the amount of
particulate matter generated by coal plants.
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Sustainability Data Profile
Energy Use
Energy use in Edina and comparable communities has been gradually decreasing from 2008 to 2012 and
has seen in increase in energy use in 2013. Edina consumes the third most amount of energy total, behind
Bloomington and Eden Prairie. Commercial energy use accounts for a larger portion of the City’s energy
use than residential, which is aligns with the large employers and inflow of employees in the City.
When considering energy used per capita, Edina consumes the second largest amount of energy (behind
Bloomington). In 2013, Edina consumed 27.6 tons of carbon dioxide worth energy per capita per day.
However, this may be changing; Edina may drop to third largest consumer due to a combination of Edina
residents’ decreased energy use and increased energy use per capita of Minnetonka residents.
Figure 1: Bloomington and Richfield excluded as high and low outliers to better display variation in data. Their data follows the
same patterns as the 4 cities given, just at much higher (Bloomington) and lower (Richfield) totals
Percent Change in Total Energy Use
2007 -
2008
2008 -
2009
2009 -
2010
2010 -
2011
2011 -
2012
2012 -
2013
Edina 7% -3% -4% 3% -11% 15%
Richfield 9% -4% -5% 5% -12% 16%
Bloomington 6% -5% -4% 4% -10% 13%
St. Louis Park 7% -4% -5% 4% -11% 14%
Minnetonka 7% -4% -5% 3% -11% 17%
Eden Prairie 6% -4% -5% 3% -10% 15%
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Water Use
Edina’s water use decreased from 2007 to 2010 and has been increasing since. Among neighboring cities,
Edina consumes the third most amount of water (behind Bloomington and Eden Prairie, and just ahead of
Minnetonka). Unlike energy, more of the City’s water use comes from residential uses, which has been
relatively the same except for a decrease in use in 2010. Commercial water use in the City was one of the
lowest among neighboring cities, but it has been increasing since 2009 and is now the second highest
among neighboring cities. This change is likely due to both increased commercial water use in the City
and decreased commercial water use in Eden Prairie and St. Louis Park.
Per capita, Edina consumes the most water per day. The City consumes 133.8 gallons per capita per day.
Per capita water consumption decreased from 2007 to 2010, and was one of the lowest among compared
cities. Water consumption has been increasing since 2010, though water use in 2013 was decreased.
14
Figure 2: Bloomington excluded to better show changes in Edina. Bloomington has much higher commercial water uses that
have been gradually decreasing since 2007
15
Vehicles Miles Traveled
Compared to neighboring cities, Edina has a median value for total vehicle miles traveled. From 2007-
2013, total vehicle miles have fluctuated between 495 million and 510 million miles annually (about
13,600,000 range). Most cities experienced similar ranges, except for Bloomington. Bloomington saw a
sharp decrease in the number of vehicles miles traveled in 2010 (about 200 million miles fewer), and total
miles have remained close to 2010 totals since.
In 2013, total vehicle miles traveled per capita per day was 27.88 miles. This rate has been very gradually
decreasing since 2007 when the total was 29.69 miles per capita per day. Among neighboring cities,
Edina falls in the lower half of total vehicles miles traveled. This may be more to do with increasing total
miles per capita in Richfield, which has seen noticeable increases in mileage since 2009.
16
Waste Production
Given available data, most communities have somewhat plateaued in waste reduction efforts. Edina and
neighboring communities cut tons of waste and tons of CO2 emitted from 2007 to 2010 but have
struggled to make further reductions. In 2013, Edina produced nearly 55,000 tons of waste, creating about
9,900 tons of CO2 emissions. Waste per household per day has decreased in Edina and neighboring
communities, but the rate of reductions decrease after 2009. Edina is tied with Bloomington for third
among neighboring cities for most waste per household per day, following Eden Prairie and Richfield. In
Edina, the amount of landfilled and incinerated trash has decreased while the amount of recycled trash has
remained fairly constant.
17
Greenhouse Gas Emissions
CO2 emissions in Edina decreased 17% between 2007 and 2010 and have since remained relatively
constant. St. Louis Park and Bloomington also experienced similar trends of decrease from 2007 to 2010
and more recent fluctuation in emissions. Most of the City’s emissions come from energy related sources.
Per capita, Edina produces the third most emissions after Bloomington and Minnetonka. In 2013, 15.76
tons of CO2 were produced per capita in Edina.
18
Commuting
In 2015, most Edina resident drove alone to work. Since 1990, residents have been increasingly working
from home, which neighboring communities are also experiencing.
Figure 3 Source: Metropolitan Council tabulation of US Census and ACS data
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Figure 4 Source: Metropolitan Council tabulation of US Census and ACS data
Citizen Engagement
Edina had one of the highest voter turnout rates in the state in 2016 among cities with available data.
Edina is ranked 5th in both the state and the metro area, recording 83% turnout. Minnetonka is ranked 6th
in the stat and metro with 83%. These rates are above the metro wide average of 71% voter turnout.
Richfield is one of the lowest ranked cities in the metro with 65% voter turnout.
Figure 5 Source: Minnesota Compass
20
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(s)
Community Profile Human Rights and Relations Commission
Community Health Commission
Landuse & Community Design Planning Commission
Housing Human Rights and Relations Commission
Heritage Preservation Heritage Preservation Commission
Transportation Transportation Commission
Water Resources Management Energy and Environment Commission
Parks, Open Space and Natural Resources Parks and Recreation Commission
Arts and Culture Commission
Energy, Environment, and Resilience* Energy and Environment Commission
Community Services and Facilities Parks and Recreation Commission
Community Health Commission
Human Rights and Relations Commission
Arts and Culture
Comprehensive Plan: Chapter Assessment Tool
Chapter Title: xxxx
Commission Name: xxxxx
Current Goals Eliminate from 2018 plan
Still Relevant,
Include in 2018 plan
Still Relevant, but
should be updated
1
2
3
4
5
New Goals
1
2
3
4
Current Policies
1
2
3
New Policies
1
2
3
GOAL AND POLICY DEVELOPMENT EXAMPLE
The example goal and policy included in this tool kit was taken from the Parks, Open Space
and Natural Resources Chapter of the 2008 Comprehensive Plan. Each chapter in the 2008
Comprehensive Plan concludes with goals and policies that:
discuss aspirations, a vision, and steps the city will take
establish parameters and define overall approaches and directions the city will follow
The chapter on Parks, Open Space, and Natural Resources provides a particularly useful example
for Commissions on how these might be written for inclusion in the 2018 comprehensive plan
update.
Setting the stage for a successful physical plan are policies that are outlined in the plan. As a
policy plan, the plan document will reflect community goals and aspirations in terms of
community development. (These have largely been defined in Vision Edina and through the Big
Ideas Workshop.) High-level policies are the backbone of the plan because they will provide
overall direction, set parameters and limits, and guide the development of the physical plan.
Provided below (for your consideration as you review, analyze, and document goals and policies)
are excerpts from the 2008 Comprehensive Plan’s Parks, Open Space, and Natural Resources
Chapter.
EXAMPLE BELOW:
Natural Resources Conservation and Management
Background Over the past decade, residents of the Twin Cities metropolitan area and nation-wide have shown an
increased interest in the preservation and restoration of open space and unique natural areas. Consistent with national trends, Edina residents have voiced a strong interest in the protection and restoration of Edina’s natural resources. The community wants to examine ways to better restore native landscaping and maintain native vegetative buffers along the riparian corridors of Minnehaha Creek and Nine-Mile Creek, and the small lakes in Edina, to maintain and improve water quality, and to provide more and higher quality habitat for birds and wildlife.
The Community Needs Assessment Survey shows that 66 percent of Edina residents have a need/desire for natural areas and wildlife habitats compared to 48 percent which is the national benchmark response for that need/desire. Edina residents feel strongly about natural resources, natural areas and their protection and (where appropriate) restoration. The need/desire for natural areas and wildlife habitat was second only to the highest need/desire, which was walking and biking trails at 86 percent. Third place was the need for golf courses (49 percent) and fourth was playground equipment at 45 percent.
The City owns over 1,565 acres of park land and open space areas and the City is essentially 100 percent developed. Therefore, in establishing goals for Edina’s natural resources the primary focus is on establishing restoration and preservation management practices. Open space areas owned by the City are
intended to remain protected and preserved from any future development. Therefore, the focus will be to determine what level of management and restoration is desired for Edina’s natural resources.
Policies 1. The City’s Parks Department will conduct resource inventories and assessments to identify Edina’s prairies, woods and wetlands and produce a landscape comprehensive resource map. The inventories and assessments will identify rare plant and animal species, and exotic non-native plant species. The assessment can also include other important information such as soil types, existing infrastructures, and areas of significant historical and cultural values.
2. The City will establish a Natural Resources Conservation and Management Plan that outlines policies to address exotic or invasive plants and further protect native habitats for the health and safety of the public. 3. The City will develop a landscaping master plan, which will be updated on an annual basis, to identify additional landscape plantings are desired for each park.
4. The City will continue to coordinate with the Minnesota DNR and continue to carry out all Minnesota state mandates for shade tree disease control and noxious weed control.
5. The City will develop and implement a program for maintaining trees throughout the City, and replacing them as necessary. , 6. The City, through its Parks Commission and Energy and Environment Commission, initiate programs to embrace and utilize volunteer service that provides valuable resident input and advice on natural resource conservation and management plans. 7. The City will not sell any park and/or open space property currently owned by the City. An exception to this policy might include a property exchange for land of equal or greater value that is determined to be in the best interest of the community.
Goals 1. Establish a scientifically-based Natural Resources Conservation and Management Plan to identify, restore and/or protect natural resources and native wildlife habitat. The primary reason to restore and/or protect natural resources is to sustain their ecological integrity and functions and protect the health and safety of the public. Natural resource areas shall include prairies, woods and wetlands. The Water Resources Management Plan is addressed under the Water Resources section of this Comprehensive Plan.
2. Ensure that Edina’s development regulations include provisions for protection of the shorelands of
those sections of Minnehaha Creek and Nine-Mile Creek within Edina, and for the shorelands of the lakes within Edina. 3. Identify a master landscape plantings plan for all Edina parks, which is the final phase of park
development that has yet to be completed.
4. Conserve, and replace as necessary, Edina’s urban forest to ensure the long- term vitality and viability of this integral part of Edina’s overall identity and attractiveness.
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
MAPPING EDINA’S BIG IDEAS
Bridging Between Vision and Planning
City of Edina, Minnesota
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
Residential Development Mix
Transportation Options
Commercial Development Mix
Live and Work
Educational Focus
Population Mix
Environmental Stewardship
Regional Leadership
Vision Edina established the stakeholders’ desire to pursue a preferred
future of “Nodes and Modes,” an effort to maintain and enhance the
characteristics and fabric of Edina while embracing balanced urban
renewal. The central part of this preferred future is the focus on unique
nodes that represent the character and future goals of each
neighborhood with highly connected modes of transportation between
them.
Biko Associates’ 2018 Comprehensive Plan Update:
The Biko Associates consultant team was contracted in January 2017 to
update the 2008 comprehensive plan. Per instructions in the city’s
Request for Proposals (RFP), the Biko Associates team submitted a
proposal that did not include extensive visioning exercises, because a
community-supported vision had already been developed and
documented in 2015 by Future iQ. Instead, the team’s proposal
described steps that would be taken to work with Small Area Plan Work
Groups in each of three small areas (44th/France, 50th/France, and
70th/Cahill) to determine how the city-wide vision from 2015 might be
applied.
Bridging the Vision and Comprehensive Planning
With Edina’s vision document already two years old, there was a desire
to give community members and the comprehensive planning process an
opportunity to revisit Vision Edina and provide additional opportunities
to define a future vision for the city.
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.
Six existing small areas (activity centers/nodes):
- 44th/France
- 50th/France
- Grandview
- Wooddale/Valley View
- 70th/Cahill
- Southdale
Three potential small areas for future consideration:
- Lincoln/169/near Eden Prairie
- Expanded 70th/Cahill
- Pentagon Park
Parks and Nine Mile Creek
Golf courses
Recreation destinations
Canadian Pacific Rail alignment
Southwest LRT alignment
TH 100 and TH 62 with adjacent pedestrian and bicycle paths
Pedestrian and bicycle lids over TH 100 and TH 62 to re-connect
the city’s four quadrants
Conceptual parkway (Edina Grand Rounds) alignment that forms a
ring around the city and a ring within each quadrant
In support of the fundamental element of Edina’s future development, e
existing and potential future small areas and recreation destinations
(nodes) are linked by the parkway system (pedestrian, bicycle, and transit
modes).
Page 18
Page 19
Edina’s Big Ideas by Quadrant (all participants’ comments are shown below)
North/south bike corridor that avoids
France, from 50th to Centennial Lakes
Technology center campus uses with hotel
High tech, innovation sub-divided for small
tenants
Events facilities for conferences
Education-focused uses
Full, safe bike/ped access to/from and within
Southdale
Extend Promenade to Strachauer Park
East and west promenades
Low scale townhomes/duplexes
Affordable housing
Integrated node: Southdale, Pentagon Park,
and Fred Richards
Communities center with YMCA
Break up Southdale into parcels where
affordable housing can be constructed
Break up Southdale to allow small retail
shops and housing
Artist destinations and arts focus
Regional leadership
Bike/Ped bridge over TH 169
Protected bike trail to/from City Hall
Community park, co-op, restaurant, and
coffee shop
Pocket neighborhoods
Access to LRT for bikes/peds
Safe bike paths
Eliminate buckthorn
Parking and dog park for Weber Woods
Wellness clinic at 44th/France , 50th/France,
and Wooddale/ Valley View
Gateway into Wooddale/Valley View
Coffee shop and neighborhood gathering
centers at Wooddale/Valley View
Freeway lid over TH 100 at Grandview
No “un-used” city land at Grandview
Improve Valley View Parkway linkage to
Rosland Park
No more six story mixed use buildings
Live/work at 70th/Cahill
70th/Cahill redevelopment as activity center
Medium density residential with more activity
70th/Cahill should be walkable and connected
Variety of housing types (townhomes,
duplexes, affordable.
Medium density housing
Start up office space with affordable rents
Access to LRT and Methodist Hosp on intra-city
transit line (CP Rail)
Trail around circumference of Braemar
Nine Mile Creek trail should be developed
Mixed use ground floor commercial and retail;
second and third story residential
“Maker space” and incubator uses
1 2
3 4
Page 20
Edina’s City-Wide Big Ideas (all participants’ comments are shown below)
All neighborhood parks should have
community centers
A Grand Rounds should be developed to
allow people to walk and bike around
the city
A transit circulator that links nodes
should be implemented
Access guards for children walking/biking
to school
Educational activities should be
everywhere for all ages, including
elementary, high school, post-secondary
Nature parks with educational focus
should be developed along a Grand
Rounds
Wellness centers should be developed
throughout the city that provide services
including daycare, early childhood
education, eldercare, and primary health
care
Housing diversity to allow wider diversity
in the city’s population mix
Community meeting facilities are needed
1 2 3 4
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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.
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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:
Affordability
Costs and benefits
Opportunity costs
Environmental consequences and impacts
Implementation feasibility
Public acceptance
2015 SYSTEM STATEMENT
System Statement Issue Date:
2015SYSTEM STATEMENT
Page - 1 | 2015 SYSTEM STATEMENT – EDINA INTRODUCTION
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
Page - 21 | 2015 SYSTEM STATEMENT – EDINA WATER RESOURCES
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
Page - 22 | 2015 SYSTEM STATEMENT – EDINA WATER RESOURCES
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.
Page - 23 | 2015 SYSTEM STATEMENT – EDINA WATER RESOURCES
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.
Page - 24 | 2015 SYSTEM STATEMENT – EDINA WATER RESOURCES
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
Page - 25 | 2015 SYSTEM STATEMENT – EDINA WATER RESOURCES
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.
Page - 26 | 2015 SYSTEM STATEMENT – EDINA WATER RESOURCES
Figure 1. MCES Sanitary Sewer Meter Service Areas
Page - 27 | 2015 SYSTEM STATEMENT – EDINA WATER RESOURCES
Figure 2. Surface Water Resources
Page - 28 | 2015 SYSTEM STATEMENT – EDINA WATER RESOURCES
Figure 3. Surface water features and interaction with the regional groundwater system, and state-protected surface water features
Page - 29 | 2015 SYSTEM STATEMENT – EDINA WATER RESOURCES
Figure 4. Availability of MN Department of Natural Resources groundwater level and MN Department of Health aquifer test data
Page - 30 | 2015 SYSTEM STATEMENT – EDINA WATER RESOURCES
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.
Page - 32 | 2015 SYSTEM STATEMENT – EDINA REGIONAL PARKS
• 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.
Page - 33 | 2015 SYSTEM STATEMENT – EDINA REGIONAL PARKS
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
Page - 34 | 2015 SYSTEM STATEMENT – EDINA REGIONAL PARKS
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.
Page - 35 | 2015 SYSTEM STATEMENT – EDINA REGIONAL PARKS
Figure 1. 2040 Regional Parks System Plan Map
Page - 36 | 2015 SYSTEM STATEMENT – EDINA REGIONAL PARKS
Figure 2. Regional Parks System Facilities in and adjacent to Edina
Date: October 12, 2017 Agenda Item #: VII.B.
To:Energy and Environment Commission Item Type:
Other
From:Carolyn Jackson, Vice Chair
Item Activity:
Subject:Pollinator resolution
CITY OF EDINA
4801 West 50th Street
Edina, MN 55424
www.edinamn.gov
ACTION REQUESTED:
INTRODUCTION:
Commissioner Jackson would like to discuss the Pollinator resolution that was sent in Correspondence in July
2017.
ATTACHMENTS:
Description
Model polinator resolution
(Model) POLLINATOR PROTECTION RESOLUTION
for city, county, township, school district, agency
Promoting a healthy environment for bees, pollinators, beneficial insects and people too.
WHEREAS: Globally, bees and other pollinators are responsible for at least a third of
the food humans eat and their pollination services also provide food for other animals
including wildlife; and are responsible for the pollination of key crops contributing over
$19 billion worth of services to U.S. agriculture; and
WHEREAS: The Worldwide Integrated Assessment (WIA), a review of 1,121 studies
conducted by the Task Force on Systemic Pesticides, plus the Minnesota Department of
Agriculture’s Special Registration Review of Neonicotinoids, both found that bees and
other pollinators are threatened by exposure to pesticides, in particular systemic
insecticides including neonicotinoids and fipronil; and
WHEREAS: Research shows multiple interacting causes are contributors to the severe
decline of pollinator populations including pathogens, habitat loss, exposure to
pesticides, and synergistic effects of herbicides, fungicides and insecticides; and
WHEREAS: The Task Force on Systemic Pesticides is comprised by 29 independent
scientists commissioned by the International Union for Conservation of Nature (IUCN)
and after four years of analysis of 800 peer reviewed reports (not industry funded) of
systemic pesticides, neonicotinoids and fipronil found clear evidence of harm sufficient
to call on all governments around the world to immediately regulate and restrict the
use of the systemic insecticides, neonicotinoids and fipronil; and
WHEREAS: There is concern that the pesticide industry will continue to develop new
systemic pesticides that might be as dangerous or more dangerous than the current
systemic pesticides; and
WHEREAS: Bees and other pollinators have become weakened due to lack of nutrition
since WWII when mono-cropping and herbicide use became prominent; and
WHEREAS: The Task Force on Systemic Pesticides in their WIA report encourages
farmers and other stewards of the land to replace pesticide use with sustainable
growing techniques such as Integrated Pest Management (IPM) and organic practices
instead of pesticides; and
WHEREAS: We find these actions to be in the public interest and demonstrates the
city’s commitment to a healthy community environment for people and pollinators.
THEREFORE, BE IT RESOLVED:
•The (county, city, township, school district, agency) promotes healthy environments
including food sources, clean water and habitat for pollinators through existing
programs and new opportunities.
•The City, including its contractors, shall take immediate steps to eliminate the use of
systemic insecticides, including neonicotinoids and fipronil on trees, public property
and parks including the plants and plant products they purchase. The city shall
encourage citizens and businesses to do the same on their property.
•The City will immediately conduct an inventory of all pesticides being used by the city
and its contractors. This inventory will be reviewed and updated with the least toxic
methods as part of the Integrated Pest Management System plan.
•The City shall restore and increase habitat to include native plants with succession
blooming, aiming for pollen and nectar sources throughout pollinator seasons. The city
shall encourage and allow citizens and residents to participate in pollinator programs
and gardening.
•The City shall take immediate steps to learn or improve and implement an Integrated
Pest Management (IPM) plan and sustainable land management practices. IMP is a land
management strategy that emphasizes least possible disruption to ecosystems and
controlling pests with chemical use as a last resort. Practices and principles include:
Inspection and monitoring plant health and pests, forecasting and timing weather, pest
trapping, reasonable thresholds that allow for plant damage and pests, cultural
controls, biological controls, and organic chemical controls. Sustainable land
management embraces: building soil health, conserving biodiversity, restoring native
vegetation, and promoting composting.
•The City shall assign or appoint a person to oversee and encourage actions of this
resolution to include an annual report, public awareness, habitat installation and
communication across departments.
•The City shall publish a yearly report, during the anniversary month of this resolution,
to its citizens and staff regarding the city’s progress during the past year and goals for
the upcoming year.
•The City will support efforts to educate the broader community about the action it has
taken, the importance of creating and maintaining pollinator-friendly habitat and
encourage residents and businesses to use similar pollinator protection practices.
•The City shall transmit copies of this resolution to the Minnesota Department of
Agriculture, The Governor of Minnesota, State Representatives and Senators, U.S.
Representatives and Senators, U.S. Department of Agriculture and U.S. Environmental
Protection Agency.
Contributors: Humming for Bees, Pesticide Action Network, Pollinate Minnesota, Pollinator Friendly Alliance 4/2017.
Date: October 12, 2017 Agenda Item #: VIII.A.
To:Energy and Environment Commission Item Type:
Other
From:Sulekha Mohamed, Executive Assistant
Item Activity:
Subject:Attendance Report and Roster Information
CITY OF EDINA
4801 West 50th Street
Edina, MN 55424
www.edinamn.gov
ACTION REQUESTED:
None.
INTRODUCTION:
ATTACHMENTS:
Description
2017 EEC Meeting and Roster List
EEC Attendance
Meetings and Events
Day Date Event Time Location
Thurs Jan 12 Regular Meeting 7:00 pm Community Room
Thurs Feb 9 Regular Meeting 7:00 pm Community Room
Thurs Mar 9 Regular Meeting 7:00 pm Community Room
Mon April 3 Volunteer Recognition 5:00 pm Braemar Golf Course
Thurs April 13 Regular Meeting 7:00 pm Community Room
Tues April 25 BC Member Annual Reception 5:00 pm Braemar Golf Course
Wed May 3 Commission Comp Plan 101 7:00 pm Public Works
Thurs May 11 Regular Meeting 7:00 pm Community Room
Thurs June 8 Regular Meeting 7:00 pm Community Room
Thurs July 13 Regular Meeting 7:00 pm Community Room
Tues July 18 Work Session w/ City Council 6:00 pm Community Room
Thurs August 10 CANCELLED - Regular Meeting 7:00 pm Community Room
Thurs Sept 14 Regular Meeting 7:00 pm Community Room
Thurs Oct 12 Regular Meeting 7:00 pm Community Room
Thurs Nov 9 Regular Meeting 7:00 pm Community Room
Thurs Dec 14 Regular Meeting 7:00 pm Community Room
Attendance at Regular Meetings and Rescheduled Regular Meetings are counted towards attendance policy.
Chair and Vice Chair specific meetings
Wed March 29 Chair and Vice Chair Annual Meeting 6:30pm Community Room
Tues Oct 3 Chair Only - 2018 Work Plan Review w/ Council 5:30 pm Community Room
Roster
Name Email
Burmeister, Jeff jeff@burmeister.com
Glahn, Bill billglahn@aol.com
Fernands, Maddy maddyfernands@gmail.com
Hoffman, Howard howard.hoffman@gmail.com
Horan, Michelle mhoran00@gmail.com
Jackson, Carolyn
(Vice Chair) bjandcj@aol.com
Kostuch, Keith kostuch.eec@gmail.com
Madhok, Gauri gaurim18720@isd273.org
Manser, Richard
(Chair) richardmanser@icloud.com
Satterlee, Lauren lauren.mpls.mn@gmail.com
Seeley, Melissa msee10@me.com
Shanmugavel, Ramesh sidharthshrey@gmail.com
Waddick, Louann lawaddick@gmail.com
Brown, Tara (Liaison) tbrown@edinamn.gov
Mohamed, Sulekha (Executive Assistant) smohamed@edinamn.gov
J F M A M J J A S O N D # of Mtgs.Attendance %
Meetings/Work Sessions 1 1 1 1 1 1 1 1 1 9
NAME
Burmeister, Jeff 1 1 1 1 1 1 1 1 8 89%
Glahn, William 1 1 1 1 1 1 1 1 1 9 100%
Hoffman, Howard 1 1 1 1 1 1 6 86%
Horan, Michelle 1 1 1 1 1 1 1 1 1 9 100%
Jackson, Carolyn 1 1 1 1 1 1 1 1 8 89%
Kostuch, Keith 1 1 1 1 1 1 1 1 8 89%
Manser, Richard 1 1 1 1 1 1 1 1 1 9 100%
Satterlee, Lauren 1 1 1 1 1 1 1 1 1 9 100%
Seeley, Melissa 1 1 1 1 1 1 1 7 78%
Shanmugavel, Ramesh 1 1 1 1 1 1 6 86%
Waddick, Louise 1 1 1 1 1 1 1 1 1 9 100%
Students: 1
Fernands, Madeline 1 1 100%
Kim, Joanna 1 1 1 1 4 44%
Madhok, Gauri 1 1 1 1 1 5 56%
Madhok, Gauri 1 1 100%
Liaisons: Do not enter numbers into the last two columns. Meeting numbers & attendance percentages will calculate automatically.
INSTRUCTIONS:Counted as Meeting Held (ON MEETINGS' LINE)Attendance Recorded (ON MEMBER'S LINE)
Regular Meeting w/Quorum Type "1" under the month on the meetings' line. Type "1" under the month for each attending member.
Regular Meeting w/o Quorum Type "1" under the month on the meetings' line. Type "1" under the month for each attending member.
Joint Work Session Type "1" under "Work Session" on the meetings' line. Type "1" under "Work Session" for each attending member.
Rescheduled Meeting*Type "1" under the month on the meetings' line. Type "1" under the month for each attending member.
Cancelled Meeting Type "1" under the month on the meetings' line. Type "1" under the month for ALL members.
Special Meeting There is no number typed on the meetings' line.There is no number typed on the members' lines.
*A rescheduled meeting occurs when members are notified of a new meeting date/time at a prior meeting. If shorter notice is
given, the previously-scheduled meeting is considered to have been cancelled and replaced with a special meeting.
Key:
** Black shaded box means new Commissioner(s)
** Grey shaded box means Commissioner was absent from regular meeting
ENERGY & ENVIRONMENT COMMISSION
Date: October 12, 2017 Agenda Item #: VIII.B.
To:Energy and Environment Commission Item Type:
Minutes
From:Sulekha Mohamed, Executive Assistant
Item Activity:
Subject:Working Group Minutes Discussion
CITY OF EDINA
4801 West 50th Street
Edina, MN 55424
www.edinamn.gov
ACTION REQUESTED:
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INTRODUCTION:
ATTACHMENTS:
Description
2017-09 Working Group List
2017.08.30 EOWG Minutes
2017.09.05 BEEC Minutes
2017.09.28 RGHGRWG Minutes
2017.08.08 WQWG
Edina Energy & Environment Commission
Working Groups and Subcommittees
Draft of 09-14-17
Business Energy Efficiency and Conservation Working Group – 1st Tuesday at 7:00pm - Chair Carolyn Jackson -
Commissioner: Michelle Horan, Members: Paul Hussian, Peter Liska, Mike Woolsey, and Bill Sierks
Objective: Business energy efficiency and conservation, 30% GHG emission reduction by 2025.
Residential Energy Efficiency and Conservation Working Group – 4th Thursday at 7:00pm – Co-Chairs Jeff Burmeister
and Howard Hoffman- Commissioner: Richard Manser, Members: Bob Gubrud, Clover Graham, Paul Hussian, Gauri
Madhok, Mathias Samuel, Jeff Lungren, and Jeremy Voigts
Objective: Residential energy efficiency and conservation, 30% GHG emission reduction by 2025.
City Operations Energy Efficiency and Conservation Subcommittee – Chair Keith Kostuch Commissioners: Bill Glahn,
Ramesh Shanmugavel, and Richard Manser
Objective: City Operations energy efficiency and conservation, 30% GHG emission reduction by 2025.
Education Outreach Working Group (EOWG) – 1st Thursday at 7:00 pm – Chair Lauren Satterlee - Commissioner:
Ramesh Shanmugavel, Gauri Madhok, Members: Paul Thompson, Bob Gubrud , Clover Graham, Chuck Prentice,
Kristopher Wilson, Jeff Lundgren, and Mindy Ahler.
Objective: The mission of the Education and Outreach Working Group is to support the charter of the Edina
Energy and Environment Commission by creating awareness and engaging residents, schools, communities of
faith, business' and community organizations to take action to conserve and increase energy efficiency, to reuse
and recycle, and to preserve and enhance our environment
Recycling Solid Waste and Organics Working Group(RSWO) – 1st Wednesday at 7:00 pm - Chair Melissa Seeley –
Commissioners: Lauren Satterlee, Michelle Horan, Joanna Kim, Members: DP Latham – City Staff: Solvei Wilmot
Objective: Evaluate and monitor the provisions of the recycling, solid waste and organic waste collection
programs in Edina. Evaluate and monitor the reduction in municipal solid waste by residents and businesses in
Edina. Educate the public about recycling, organics and solid waste reduction.
Student Environmental Leadership Council (Subcommittee) – Chair Melissa Seeley - Student Members: Joanna Kim,
Gauri Madhok and open to students attending secondary schools in Edina.
Objective: To facilitate, coordinate and share information between the EEC and the School Environmental
groups and to work on common energy and environmental objectives as appropriate. To assist in developing
environmental leaders of tomorrow.
Water Quality Working Group (WQWG) – 2nd Tuesday at 6:30pm - Chair Lou Ann Waddick – Members: Jon Moon,
Steve Wielock, Katherine Winston, Sue Nissen and Randy Holst, Richard Strong, Walter Lavesque, Erin Hunker, and
Richard Manser
Objective: To facilitate communication between citizens and city government and champion efforts to improve
water quality within Edina.
Minutes
Education and Outreach Working Group Energy & Environment Commission
Edina City Hall, Mayor’s Conference Room
I. Call To Order: August 3, 2017 and 7:05 pm
II. Attendees: Lauren Satterlee, Ramesh Shanmugavel, Paul Thompson, Mindy
Ahler, Kristopher Wilson, Clover Graham
III. Agenda approved
IV. Minutes from last meeting approved unanimously
V. Topics Discussed
a. Home Energy Fair
i. Reviewed Sponsor / Exhibitors
ii. Exhibitors applications due by August 17
iii. 3 applications submitted from Exhibitors so far
iv. Additional push with phone calls to invite potential exhibitors
v. Yellow highlighted items in spreadsheet need special attention
vi. 6:00-6:30 August 9: phone check-in with EOWG
b. Film Series
i. Have plenty of popcorn, may need to buy more oil
ii. Buy lemonade
iii. Contact Ed at the Senior Center in advance to confirm
c. Youth Activities
i. Compost bin distribution on September 30 at Valley View
ii. Gauri went to Salt Lake City to present about iMatter at an
Audubon conference
iii. Natalie met with school board member, David Goldstein
VI. Next steps
VII. Other meetings and invitations to consider
a. 6:00-6:30 August 9 phone/video check-in with EOWG
b. Volunteer training on Thursday, August 24th at 7pm at the Senior Center
VIII. Adjournment: 8:36pm
IX. Next Meeting: September 7
BEEC Working Group Minutes 9/5/17
In attendance:
Carolyn Jackson
Michelle Horan
Paul Hussian
Mike Woolsey
BEEC WG needs to generate a report for PIE including:
• What steps were taken to reach goals of PIE and the challenges .
• Why policy initiatives would be more effective
• What are those possible policies
Benchmarking
Recognition
Other?
Benchmarking
• Recap of policy
• Hennepin County’s RFP to “procure services to be offered to cities to implement an
energy benchmarking program in their city”. Hennepin County’s goal is to to make the
adoption of building energy benchmarking and transparency policies more streamlined
and economically feasible for small and mid-sized cities.
• Once the Hennepin County RFP has been awarded, benchmarking will be evaluated for
it’s is feasible in Edina. Currently Edina does not have the staff or money to provide
benchmarking analysis.
Business Recognition.
What would that look like?
• City’s communications would like to do a series of stories
• Model similar to the City of Marshall (see attached)
• Had a conference call with the Tom Hoff, City of Marshall, but will need to
reschedule
Centennial Lakes event
• Tara is still working on date for event
• Mike said he was willing to take the lead. Dates he is available in October are the 9, 13,
16-18, 25-31
Comp Plan. Need to put together ideas to be included
Passive House possible tabler at Energy Fair
http://www.phius.org/what-is-passive-building/passive-house-principles
Mikes Woolsey’s company, Swegon, manufactures HVAC equipment, with particular focus on
providing energy savings to the owner and comfort to the occupant. They are based in Sweden,
and have North American headquarters in Toronto.
In North America, our products are applied on commercial, educational, healthcare and mixed-
use projects.
When the energy commission last met, we discussed Passive House, and how many
municipalities in North America are encouraging developers to apply Passive House principals,
in efforts to green up the building stock.
Minutes
Residential Green House Gas Reduction Work Group, Energy & Environment
Commission
Community Room, Edina City Hall
I. Call To Order: September 28nd 2017 Community Room at Edina City Hall 7:00pm
II. Attendees:
Howard Hoffman, Bob Gubrub, Jeff Lundgren, Matt Samuel
III. Topics Discussed
a. Open Streets
i. Windsource and Home Energy Squad both went well
b. Parties
i. Still working across the board, not a ton of traction
c. Energy Fair
i. CERTs hand outs
d. Future Endeavors (Do we have a budget in any form)
i. Interact with schools?
ii. Coffee and energy? The warming house / Starbucks / Caribou
iii. Pint night at Town Hall Brewery
iv. Online quick five things you can do via QR Code
v. Edina Art Fair Booth
e. Get details on numbers for Windsource/Visits/ overall impact
f. Paint a less rosy picture, we aren’t leading like we do everywhere else
g. Climate Action Plan (St Louis Park as an example)
IV. Adjournment: 8:45pm
V. Next Meeting: October 26, 2017 Community Room 7 pm
Minutes, Edina WQWG Agenda, August 8, 2017
Present: Walter Levesque, Randy Holst, Erin Hunker, Sue Nissen, Katherine Winston
Absent: Richard Manser, Jon Moon, Richard Strong, LouAnn Waddick, Chair, Steve
Wielock
Sue Nissen chaired the meeting in LouAnn’s absence.
Old Business: Report about information from the watershed districts provided for National Night
Out, update on organizing for salt bill and reminder to send tweets to Steve.
New Business: Reminder of Lorax on August 17. Discussion on merit of attending four fall
events, ideas on what to present and volunteering to staff those events. Three of the four events
were selected (Lake Nancy Assoc, Open Streets and ECC Home Energy). It was decided to send
one volunteer to Arts at Centennial Lake this year and reconsider attending as a group next year.
Walter suggested adding the following as an open agenda item: How do we reduce carbon as part
of a WQWG? No action was taken.
Guest Speaker John Anderson from Conservation Minnesota summarized Governor Dayton 25%
by 2025 infinitive and asked about our water quality concerns.
Sincerely,
Sue Nissen
Off the official record:
1. Tuesday, Aug. 29 at 7:00 p.m. Lake Nancy Lake Association Annual Meeting – need 1-2
people give a 15-20 min presentation. Volunteers: LouAnn & Walter
2. Saturday & Sunday, September 9-10, Fall in Arts at Centennial Lake Centennial Park, Sat 9-6
and Sunday 10-5. Tara is requesting the fee for our own table, if not we can be with Arts
Commission. Volunteers: Thinking not our own table, have literature at Arts Commission
table and if someone is available, check it out for next year.
3. Sunday, September 24, Open Streets, We need to decide to either table with city or our have
own table? The Alliance will furnish yard bags to hand out. How many? Also need a volunteer to
contact the NMCWSD in the next week to reserve one of their displays. Randy Volunteers: Jon,
Erin last shift, Katherine
LouAnn – are the bags marked with information about the Alliance program?
We would prefer to have our own table or second choice is to partner with city but either
way locate the table near a storm drain. If the storm drain not full of leaves, etc, mock it up
so it is to use as an example. Randy has reserved “Plinko” from MCWD. He’ll pick it up. It
will allow discussions about storm drains. Pictures of Plinko below.
4. Saturday, October 7, ECC Home Energy Fair at Braemar 9-1. Volunteers: Erin, Katherine
Date: October 12, 2017 Agenda Item #: X.A.
To:Energy and Environment Commission Item Type:
Report and Recommendation
From:Tara Brown, Sustainability Coordinator
Item Activity:
Subject:B3 Data Information
CITY OF EDINA
4801 West 50th Street
Edina, MN 55424
www.edinamn.gov
ACTION REQUESTED:
INTRODUCTION:
ATTACHMENTS:
Description
B3 Data for Edina's Top Use Facilities
City of Edina
Site Name Benchmark Status Building Type Current SF
Actual (kBtu/SF)Benchmark (kBtu/SF)Art Center Park/Recreation 8,073 185.15 70.55Braemar Golf Dome Gymnasium 50,883 123.79 51.68Centennial Lakes Hughes Pavilion Park/Recreation 6,413 169.16 77.69Edinborough Park Community/Recreation Center 58,427 171.56 107.32Braemar Arena Ice Arena 264,304 128.84 88.47City Hall City Hall 74,781 139.10 102.06Liquor Store York Ave Retail / Store 8,741 112.02 91.56Senior Center Park/Recreation 17,841 69.38 60.07South Metro Public Safety Training Facility Community/Recreation Center 25,077 91.85 88.72Fire Station No. 1 Tracy Ave Fire Station 33,996 95.32 100.74Liquor Store Vernon Ave Retail / Store 8,661 86.93 103.52Fire Station No. 2 York Ave Fire Station 4,999 95.48 118.18Braemar Golf Course Clubhouse Bar/Tavern 23,059 113.04 175.57Liquor Store 50th St Retail / Store 10,972 48.87 80.48Arneson Acres Greenhouse Greenhouse 3,280 64.93 1,865.06Arneson Acres Museum Museum 7,539 54.24 156.82Centennial Lakes Maintenance Maintenance Repair Shop 16,100 15.97 190.64Fred Richards Golf Course Clubhouse Park/Recreation 6,246 12.83 89.50Fred Richards Golf Course Maintenance Maintenance Repair Shop 2,787 56.52 215.38Public Works Maintenance Repair Shop 148,949 36.61 156.60781,128
Reporting began in 2009Actual Period For AboveSep 2016 - Aug 2017
City of Edina
Site NameArt CenterBraemar Golf DomeCentennial Lakes Hughes PavilionEdinborough ParkBraemar ArenaCity HallLiquor Store York AveSenior CenterSouth Metro Public Safety Training FacilityFire Station No. 1 Tracy AveLiquor Store Vernon AveFire Station No. 2 York AveBraemar Golf Course ClubhouseLiquor Store 50th StArneson Acres GreenhouseArneson Acres MuseumCentennial Lakes MaintenanceFred Richards Golf Course ClubhouseFred Richards Golf Course MaintenancePublic Works
Reporting began in 2009Actual Period For AboveSep 2016 - Aug 2017
Index Ratio
Benchmark Rating (Stars)
Potential Savings (kBtu)Potential Savings ($) Address Bldgs Meters2.62 0.95 135,000 $5,000 4701 W 64TH ST 1 22.40 1.04 4,280,000 $27,000 7420 BRAEMAR BLVD 1 22.18 1.15 58,000 $2,000 7471 FRANCE AVE S 1 21.60 1.56 4,694,000 $68,000 7700 YORK AVE S 1 21.46 1.72 14,705,000 $254,000 7501 IKOLA WAY 2 101.36 1.83 3,915,000 $63,000 4801 W 50TH ST 1 21.22 2.04 368,000 $11,000 6755 YORK AVE S 1 21.16 2.16 450,000 $3,000 5280 Grandview Sq 1 21.04 2.41 412,000 $3,000 7525 BRAEMAR BLVD 1 20.95 2.64 749,000 $5,000 6250 TRACY AVE 1 20.84 2.98 220,000 $10,000 5013 VERNON AVE S 1 20.81 3.09 0 $0 7335 YORK AVE S 1 20.64 3.88 0 $0 6364 JOHN HARRIS DR 1 20.61 4.12 135,000 $4,000 3943 W 50TH ST 1 20.03 5.00 0 $0 4711 W 70TH ST 1 20.35 5.00 0 $0 4709 W 70TH ST 1 20.08 5.00 0 $0 7471 FRANCE AVE S 1 20.14 5.00 0 $0 7640 PARKLAWN AVE 1 20.26 5.00 0 $0 7640 PARKLAWN AVE 1 20.23 5.00 0 $0 7450 METRO BLVD 1 2