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Home My WebLink About2015-04-21 WS• Tues Tues Wed Tues Wed Wed Tues Tues Mon Tues Tues Tues Tues Fri Sat 9S Tues Tues Tues AGENDA CITY COUNCIL WORK SESSION CITY OF EDINA, MINNESOTA COMMUNITY ROOM TUESDAY APRIL 21, 2015 5:30 P.M. CALL TO ORDER 11. ROLL CALL III. VISION Edina IV. 2016 -17 PROPOSED WORK PLAN V. BUSINESS MEETING VI. 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 amplification, an interpreter, large -print documents or something else, please call 952- 927 -8861 72 hours in advance of the meeting. SCHEDULE OF UPCOMING MEETINGS /DATES /EVENTS Apr 21 Work Session — Vision Edina/2016 -17 Proposed Work Plan /Business Meeting 5:30 P.M. COMMUNITY ROOM Apr 21 Regular Meeting 7:00 P.M. COUNCIL CHAMBERS Apr 29 Volunteer Recognition Dinner 5:30 P.M. BRAEMAR CLUBHOUSE May 5 SPECIAL ELECTIONS — POLLS OPEN AT 7:00 A.M. May 6 Work Session — Park Strategic Plan Drive 5:30 P.M. COMMUNITY ROOM May 6 Regular Meeting 7:00 P.M. COUNCIL CHAMBERS May 19 Work Session — Grandview Development Alternatives 5:30 P.M. COMMUNITY ROOM May 19 Regular Meeting 7:00 P.M. COUNCIL CHAMBERS May 25 MEMORIAL DAY HOLIDAY OBSERVED — City Hall Closed June 2 Work Session — Parking & Future of City Owned Properties 50th & France 5:00 P.M. COMMUNITY ROOM Affordable Housing 6:15 P.M. COMMUNITY ROOM June 2 Regular Meeting 7:00 P.M. COUNCIL CHAMBERS June 16 Work Session —joint Meeting with Edina Transportation Commission 5:00 P.M. COMMUNITY ROOM Joint Meeting with Bike Edina 6:00 P.M. COMMUNITY ROOM June 16 Regular Meeting 7:00 P.M. COUNCIL CHAMBERS July 3 INDEPENDENCE DAY HOLIDAY OBSERVED — City Hall Closed July 4 INDEPENDENCE DAY PARADE July 7 Work Session — Sidewalk & Street Maintenance /Special Assessments 5:30 P.M. COMMUNITY ROOM Utility Rate Study July 7 Regular Meeting 7:00 P.M. COUNCIL CHAMBERS July 21 Work Session — Business Meeting/201 -2017 Proposed Budget 5:30 P.M. COMMUNITY ROOM July 21 Regular Meeting 7:00 P.M. COUNCIL CHAMBERS MEMO City Hall • 4801 W. 50th St., Edina, MN 55424 Phone 952 - 927 -8861 • Fax 952 - 826 -0390 • www.CityofEdina.com Date: April 21, 2015 To: City Council From: Karen M. Kurt Re: Strategic Vision and Framework Draft Attached you will find the following documents for our Vision Edina discussion: • A copy of the original consultant draft • A marked -up version (text -only) of the consultant draft with suggested edits. Since the vision statement will be used extensively in our other documents, staff have recommended edits to make the content more concise. Other edits are based on feedback from the Boards and Commissions and Council Member Brindle. • Correspondence received related to the Vision and Strategic Framework, as well as staff notes from the Board and Commission meetings. City nf Frlinri • A801 Wact .SNk Straat • Frlinn MN .S.U9A Y # i *i lam, Y ; • • \' - _ ,g + a -, - - - - • - AT _ VISION EDINA CITY OF EDINA DRAFT STRATEGIC VISION and FRAMEWORK This vision and framework is an outcome of the broad- bated community engagement and visioning process, conducted between September and December 2014 *t January 2015 L' CITY OF EDINA DRAFT STRATEGIC VISION AND FRAMEWORK I VISION EDINA This vision and framework is an outcome of the broad -based community engagement and visioning process, conducted between September and December 2014. January 2015 futur&AQ • PARTNERS o e 0 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, t e world has changed. We are subject to stronger external trends and forces, and we face renewed pres ures with increasing population and developmental growth. The future we face is one filled with greater u certainty, more rapid pace of change and emerging new opportunities. Vision Edina allows us to step back nd look again at the big picture, and decide how we continue to evolve to remain a relevant, competitive a d progressive city. Vision Edina is a long -term strategic framework that helps our community under tand and guide the he important decision- making that will impact the City's future. This framework lay out the key issues identified by our community, which we need to be focusing our attention and re ources on, over the coming years. The Vision Edina work and publications have been developed throug� a broad -based and inclusive community visioning process conducted in 2014. • It is proposed that the current City of Edina mission statement remains 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 iredevelopment :njoyed f lands, all in a manner that sustains and improves the uncommonly hig1�I quality of life by our residents and businesses." • Vision Edina - DRAFT Strategic Vision Framework - January 2015 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, which remains relevant 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. Within the context of North America and the Twin Cities, Edina is known as a distinguished location that provides the ideal environment to raise families, run businesses and simply enjoy life. The features that define our future community include: Inclusive and Connected • Our community embraces diversity and cherishes the contributions of all residents and stakeholders, whatever their background, age or interests. • The 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. • Edina strives 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. • Transportation options of all kinds are available, allowing residents to be connected via a network of transportation modes that fosters mobility for people and connects the community together. • Our cohesive neighborhoods are able to retain their unique individual character, while being linked seamlessly together into the broader fabric of our city, and beyond to the larger metropolitan area. Built -to -Scale Development • The community has worked hard to create an innovative and long -term comprehensive development policy, which strikes the right balance between renewal and progress, and protection and preservation. This has allowed the City to navigate the period of intense redevelopment and create a richer more vibrant city, without losing our historic neighborhoods. • Our development policy promotes and encourages innovative ideas, and we have formed a working partnership between the community and the developers where creative solutions are found to create the best long -term outcome from new developments. • Our community's commercial and retail base has been significantly enhanced through the creation of more mixed -use locations, sympathetically woven throughout our neighborhoods. These small nodes enhance our neighborhood feel and quality of life, and provide important community gathering points. • 4 Vision Edina — DRAFT Strategic Vision Framework — January 2015 • We have proactively developed planning procedures and policies that allow 'the character of our neighborhoods to be protected and enhanced, and that local development refle is the aspirations of the neighborhood associations and residents. Sustainable Environment • Edina has taken its responsibility for the environment seriously. As a community#e have focused and invested in world -class citywide resource management systems, built around the leading principles of environmental sustainability. • We have implemented sophisticated systems, including recycling, energy efficiency and management of water, to the point where we have substantially reduced our overall environmental impact and significantly increased the efficiency in our resource use. • Our planning has integrated the best - proven standards of sustainable build in and environmental stewardship into all aspects of our city planning and building codes. We are regar ed as a leader in the integration of environmental management into city management and function. • Our community continues to treasure and protect our public spaces and parks, and these have been further enhanced to build 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 sh re the responsibility for decision making and working collectively toward the common vision. • We recognize and appreciate the significant value of our education system, and �e continue to work and invest to strengthen and grow this key community asset. • As technology and society has evolved, so has our prized education system. We have a high quality, future orientated 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 c mpetitive, relevant and innovative. We stand on the foundation of our traditions, but are not afraid o adapt and change as the city evolves. • Our city leaders and organizations are actively engaged in regional leadership nd in ensuring the interests of Edina are represented at the level of the Twin Cities metropolis, b t also beyond. Our City's priorities and interests are fundamentally integrated into the broader regio al planning. • Edina is willing to use its privileged position, 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. Vision Edina — DRAFT Strategic Vision Framework — January 2015 5 t, 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'. • 2 6 Vision Edina - DRAFT Strategic Vision Framework - January 2015 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 of the city. 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 to develop more multi - family options in order to serve the needs of young professionals and our senior citizens, and create some diversity in housing affordability. 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 the 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 and opportunities for new multi - family development opportunities in the Southdale, Pentagon Park, and Grandview areas, and on the appropriate fringes of other mixed -use areas and public spaces. Vision Edina — DRAFT Strategic Vision Framework — January 2015 7 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 the dependency on automobiles, but also to enhance the community's ease of connectivity. Access to a variety of biking and walking trail options is a key amenity that helps 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 in response to concerns about immediate local impacts. The larger community sentiment of support should be highlighted to advance policies and developments deemed to be in the larger public good. SSUES • 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, but has a lesser appetite for a transit - forward strategy. STRATEGIC ACTIONS • Undertake community education and promotion, to highlight the broad support and benefits of more diverse transport options, and particularly to highlight the support expressed across multiple age demographics. • Continue to work actively with Metro Transit to expand transit options to Edina, and ensure that Edina residents do not become further isolated from the larger transit infrastructure. • Continue to develop an integrated long -term plan that lays out a future orientated and ambitious transport network that covers multiple modes of transport and takes into account potential impacts of future technology on transport modes and corridors. • Continue to promote and develop the sidewalk, trail and bike lane networks to improve accessibility and connectivity throughout the City, and beyond. • 8 Vision Edina - DRAFT Strategic Vision Framework - January 2015 3. COMMERCIAL DEVELOPMENT MIX Edina has traditionally embraced commercial development along a relatively narrow corridor along France Avenue, and originally anchored by Southdale Mall. While this practice has been successful and has led to additional growth along France Avenue and elsewhere, 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 and France precinct. New development opportunities can build upon this example 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 towards also including smaller -scale models. • Some 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 a significant once -off redevelopment opportunity in Pentagon Park and other areas key areas, but as of yet, there appears to be no clear community consensus as to the best and most appropriate uses and ultimate outcome. 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 viability of developing 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 Mall, and also actively pursue economic development strategies targeting specific professional services clusters. These approaches could enhance the core economic underpinning of the local economy. Vision Edina — DRAFT Strategic Vision Framework — January 2015 4. LIVE AND WORK Edina's community has a large number of high wage earners, most of who 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 key staff in organizations across Edina cannot afford to live in the community, creating a potential service disconnect. 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. • 10 Vision Edina — DRAFT Strategic Vision Framework —January 2015 S. 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 the responsibility of other entities, 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. • While Edina Public Schools and other local institutions adeptly provide K -12 education, the community is largely responsible for providing lifelong learning and other cultural education opportunities. 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 practice across a range of topics. In particular, it is important to expand the scope beyond regional expertise and explore best practice and emerging trends on a global scale. • The City should continue to foster their 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. • The City and school district should continue to explore future opportunities for expanded partnerships between the school and existing employment opportunities within the city, thereby helping develop career paths and local workforce development. Vision Edina — DRAFT Strategic Vision Framework — January 2015 11 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 retirement 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 also viewed as a perceived 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 • Edina Public Schools should continue 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 towards new residents and new 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. • 12 Vision Edina - DRAFT Strategic Vision Framework - January 2015 .7 7 ENVIRONMENTAL STEWARDSHIP 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 towards good environmental stewardship. Community residents and stakeholders believe that Edina can take an active and ambitious internal and regional leadership role in 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 resulting in multiple providers 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 city. STRATEGIC ACTIONS • Develop a comprehensive citywide environmental management plan, that explores and includes best practice in terms of water management, biodiversity, green space management, street scape preservation 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 part in the overall city responsibility to environmental management, including reducing nutrient loads in run -off, local recycling and efficient resource usage. Vision Edina — DRAFT Strategic Vision Framework — January 2015 13 8. REGIONAL LEADERSHIP Edina has long been recognized as one of the premier communities in the Twin Cities. It has also historically assumed a leadership role as it served as the home to many influential individuals. The City has also been historically viewed as somewhat progressive in its policies and practices. Recently, this reputation has somewhat faded as other neighboring communities have jumped to the fore, and Edina has approached a 'fully built out' phase. The existing phase of redevelopment, and the expanding pressures from the surrounding metropolis offer the need and opportunity for Edina to once again emerge as an innovator, seeking and implementing creative solutions to local and regional issues. SSUES • City leadership has generally focused on local issues, in large part driven by community needs and expectations and the trend towards conservatism that comes with an aging population. • The city's size limits its relative influence when compared to larger neighboring communities. This fully built nature constrains the city to internal redevelopment and forces it to deal with new issues, previously not encountered. • 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, beyond just as a residential abode. STRATEGIC ACTIONS • City leaders should actively advocate for Edina's interests in the Metropolitan 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. 14 Vision Edina — DRAFT Strategic Vision Framework — January 2015 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 tiers. 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. Vision Edina — DRAFT Strategic Vision Framework — January 2015 1 5 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 an outcome of a broad -based and inclusive community visioning process. The engagement portion of this important planning process ran from Septemberto 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 enables 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, and 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: • wvA1r Karen Kurt, Assistant City Manager o� City of Edina o Tel: + 1 952 - 826 -0415 r� ay KKurt@EdinaMN.gov www.EdinaMN.gov VISION futurc>IQ V•v ✓Y EDINA PARTNERS • 0 • Vision Edina CITY OF EDINA DRAFT STRATEGIC VISION and FRAMEWORK This report is a summary of the DRAFT Strategic Vision and Framework forth e City of Edina. This vision and framework is an outcome of the broad -based community engagement and visioning process, conducted between September and December 2014 Add logo's for FiQ and City of Edina Vision Edina —DRAFT strategic vision framework — January 2015 January 2015 • 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 the City'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 remains unchanged. This is a potent and relevant mission statement that has, and continues to, serve the City well. 0 "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 uncommonly high quality of life enjoyed by our residents and businesses." • Vision Edina —DRAFT strategic vision framework — January 2015 • EDINA'S VISION STATEMENT (double page spread) • Edina holds a well- earned reputation as a city of choice. It is the model of a successful, mature, and progressive urban community, relevant 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. WithiR the context pFavides the ideal eAYiFeAmeRt te raise families, Fun Shu-sipe-r-ses and simply eRjey life. The features that define our future community include: Inclusive and Connected • Our community embraces diversity and cherishes the contributions of all residents and stakeholders.; ,•,h-,+, yeF +het.- h-„-1,0F ^.,,,,d Rt • QurT#e 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€d-id a 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. Fesi.deRtS to be connected via e +,,,.,.L of tF +-, +' d that festePS • 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 4i4e- 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. This has allowed the City te • Our development policy promotes partnerships between developers and community members and encourages innovative ideas. , and we have {,,,.,,,,,,,d Vision Edina - DRAFT strategic vision framework -January 2015 i i ki nn h' between the community and the deyelopeFS whnrn GFeatiye • fir"- "T`_.. _. _..-r - -------- --- ° ° " " "- "` °i - "- °- -- -- - °- - -: °`- ° "' °'- - ` ° ° °`° • Our community's commercial and retail base has been significantly enhanced through the creation of more mixed -use locations, sympathetic carefully woven throughout our neighborhoods. We have proactively developed planning procedures and policies that allow the character of our neighborhoods to be protected and enhanced, and t4at-local development reflects the aspirations of t-he both neighborhood residents and i,°°�,denn the community as a whole. Sustainable Environment • have Edina has focused and invested in world -class citywide resource management systems, built around the leading principles of environmental sustainability. • We have implemented sephistieated systems, _We have substantially reduced our overall environmental impact and significantly increased t4.e our resource use efficiency iR euF FesE)UFGe • Our planning has integrated the best - proven standards of sustainable building and • environmental stewardship into all aspects of our city planning and building codes. b • Our community continues to treasure and protect our public spaces and parks_ We have enhanced our -, and these have been funheF enhanced to build 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 has evolved, so has our prized education system. We have a high quality, future orientated 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. • Vision Edina - DRAFT strategic vision framework - January 2015 4 • 0 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. 9HF Gity'° ^ +:^° aAGI inteFest° , „ fHRda ,.,eRtau„ • Edina is willing to use its pFivileged positien, 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. Vision Edina — DRAFT strategic vision framework — January 2015 • 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'. • Vision Edina — DRAFT strategic vision framework — January 2015 6 0 Balancing Edina's Redevelopment (header text for this section 1 -4) 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 of the city. 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 to develop more multi - family options in order to serve the needs of young professionals and our senior citizens, and create some diversity in housing affordability. 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.' Ol Strategic Actions • Further encourage the development of the 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. 77 L_J Continue to explore options and opportunities for new multi - family development opportunities in the Southdale, Pentagon Park, and Grandview areas, and on the appropriate fringes of other mixed -use areas and public spaces. Vision Edina — DRAFT strategic vision framework —January 2015 7 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 the dependency on automobiles, but also to enhance the community's work and life balance, and ease of connectivity. Walking and biking options is represent a key amenity that helps 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_, but has a lesseF appetite feF a transit f^F""d StFategy. 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. • Continue to work actively with Metro Transit 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 orientated and ambitious transportation network that covers multiple modes of transportation including pedestrian, bikeways, and takes into account potential impacts of future technology on transportation modes and corridors. • Continue to promote and develop the sidewalk, trail and bike lame- networks to improve accessibility and connectivity throughout the City, and beyond. Vision Edina — DRAFT strategic vision framework — January 2015 8 • • 0 3. Commercial Development Mix Edina has traditionally embraced commercial development along a relatively narrow corridor along France Avenue, and originally anchored by Southdale Mall. 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 and France precinct. 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 towards 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 v;ce- effrredevelopment opportunitiesy in the Pentagon Park, Grandview, and Southdale areas and etheF areas key ,•e,s-, but as of yet, there appears to be no clear consensusvisien 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. .7 • 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 Mall, and also actively pursue economic development strategies targeting specific professional services clusters. These approaches could enhance the core economic underpinning of the local economy. Vision Edina — DRAFT strategic vision framework — January 2015 4. Work and Life Balance 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 key staff in organizations across Edina cannot afford to live in the community, creating a service disconnect. 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. • Vision Edina — DRAFT strategic vision framework — January 2015 10 • Enhancing Our Community Fabric and Character (header text for this section 5 -8) 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 practice across a range of topics. In particular, it is important to expand the scope beyond regional expertise and explore best practice and emerging trends on a global scale. • The City should continue to foster their 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 city, thereby helping develop career paths and local workforce development. Vision Edina — DRAFT strategic vision framework — January 2015 11 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 retirement 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 also viewed as a perceived 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 Edina Public coma,, he City should expand its work with local school districts should eentinue 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 towards new residents and new 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. • Vision Edina — DRAFT strategic vision framework — January 2015 12 • 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 towards good environmental stewardship. Community residents and stakeholders believe that Edina can take an active and ambitious internal and regional leadership role in 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 resulting in multiple providers 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 city. • Strategic Actions • Develop a comprehensive citywide environmental management plan, that explores and includes best practice in terms of water management, biodiversity, green space management, street scape preservation 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 part in the overall city responsibility to environmental management, including reducing nutrient loads in run- off, local recycling and efficient resource usage. Vision Edina — DRAFT strategic vision framework — January 2015 13 S. Regional Leadership Edina has long been recognized as one of the premier communities in the Twin Cities. It has also historically assumed a leadership role as it served as the home to many influential individuals. The City has also been historically viewed as somewhat progressive in its policies and practices. Recently, this reputation has somewhat faded as other neighboring communities have jumped to the fore, and Edina has approached a 'fully built out' phase. The existing phase of redevelopment, and the expanding pressures from the surrounding metropolis offer the need and opportunity for Edina to once again emerge as an innovator, seeking and implementing creative solutions to local and regional issues. Issues City leadership has generally focused on local issues, in large part driven by community needs and expectations and the trend towards conservatism that comes with an aging population. While T44e the city's size may limits its relative influence when compared to larger neighboring communities,7its 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. This fully built Rature renstF ins the Git • eReau„ter 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, beyond just as a residential abode. 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. • Vision Edina — DRAFT strategic vision framework — January 2015 14 0 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. • Vision Edina —DRAFT strategic vision framework — January 2015 15 0 FOR MORE INFORMATION (back page - Add City of Edina Logo and FiQ) Vision Edina The Vision Edina initiative has aimed to define a shared vision for the City of Edina. Hosted by 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, and the survey results included in this report, enables 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: Karen Kurt, Assistant City Manager City of Edina 952 - 826 -0415 KKurt @EdinaMN.gov www.EdinaMN.gov C7 Vision Edina — DRAFT strategic vision framework — January 2015 16 City Hall • 4801 W. 50th St., Edina, MN 55424 Phone 952 - 927 -8861 • Fax 952 - 826 -0390 • www.CityofEdina.com Date: April 14, 2015 To: City Council From: Karen M. Kurt Re: Vision Edina Comments from Boards and Commissions MEMO Over the last two months, I shared the Vision Edina survey results and draft Strategic Vision and Framework with each of our Boards and Commissions. Board and Commission members were encouraged to share feedback as a group through their meeting minutes or an advisory communication and /or individually via email or Speak Up, Edina! During the discussion, I mostly received questions with respect to the process or survey data. I have summarized some of the additional comments below. Park Board • Solicit feedback from school district on Education section • Change language to future tense • Missing park component in vision statement and defining features • Environment stewardship, including water resources, is good but it needs references to Parks in environmental section • Emphasize connections to parks not just in transportation but throughout the City of Edina ACC • Vision doesn't include learning or education • Vision statement isn't crisp enough ETC • Concerned about "randomness" and "either /or" nature of the survey • Liked small group input sessions • Why was statement "lesser appetite for transit forward" statement included given strength of survey response? Issue is connected to regional leadership — are we slipping in that regard? • With respect to Education Focus, liked last sentence and first strategic action. Are their enough resources to support this effort? • Define diversity of transportation — what does that mean? • Transportation — third bullet under issues — what does "local access options" mean? • Transportation — in the first section — should it be "variety of biking and walking options" • Break out local transportation options • What is definition of local? • Check use of orientated on p5 and p8 H RRC • Is there anything can be gleaned from the school district vision document? City of Edina • 4801 West 50th Street • Edina, MN 55424 Karen M. Kurt From: Heather Branigin Sent: Tuesday, April 14, 2015 12:31 PM To: Karen M. Kurt Subject: FW: From: Doscotch, Matthew A [ mailto : Matt. Doscotch @zimmer,com] Sent: Friday, March 13, 2015 1:15 PM To: Karen M. Kurt Cc: Jeff Brown: Subject: Ka ren, I really like the draft Vision Edina. I think the emphasis and any additional emphasis that can be included on community connectedness (through transportation options (car, bus, bike, walk) and community gathering opportunities) is a great way to promote the "physical, social, emotional well - being" (the Health) of those that live and work in Edina. A couple places to consider adding more on a "connected" community are the Built -to -Scale and Residential Development Mix headings. I also think there can be more focus on the prioritized maintenance, development, and creation of accessible public meeting and gathering places. 0 I have one additional comment. In reading the draft Vision documents, I noticed an inconsistency related to the concept of inclusiveness and the tone of some of the document. For example on page 5 under the 3 bullet of Future - Oriented • there is reference to "privileged position ". I am not sure the phrase adds anything and may in fact be a negative. Also, I think deleting it and keeping "resources and expertise" conveys the same thing. I would be cautious about overstating our "status" as it may be at odds with the inclusive theme. Matt Matt Doscotch� Senior Patent Counsel, Zimmer, Inc. Office 952.857.5615 1 Mobile 612.325.7833 1 Fax 952.857.5815 7375 Bush Lake Road Minneapolis, MN 55439 www.zimmerspine.com This communication may contain information that is proprietary, confidential, or exempt from disclosure. If you are not the intended recipient, please note that any other dissemination, distribution, use or copying of this communication is strictly prohibited. Anyone who receives this message in error should notify the sender immediately by telephone or by return e-mail and delete it from his or her computer. • Karen M. Kurt • From: Heather Branigin Sent: Tuesday, April 14, 2015 12:33 PM To: Karen M. Kurt Subject: FW: Feedback on plan From: Joel Stegner [ mailto :joel.r.stegnerOgmail.com] Sent: Tuesday, February 10, 2015 5:20 PM To: Heather Branigin Subject: Feedback on plan Hi Heather, I've submitted extensive comments on the plan via Speak Up Edina. I guess that I feel the interest in embracing change reflected in the large group discussion (with the two top positioning positions reflecting moving the city forward) has been to some degree lost in the documents. The words about preserving what we have are quite detailed, while those about embracing future are somewhat vague and non - committal. I had expected to see some change in the mission statement - given that my commission, Community Health, found it somewhat stilted and limited - but saw that didn't change - with no real explanation why making no change was necessary. If the • vision statement is in any way viewed as an change in direction from the past, it is hard to understand how the city thinks it can achieve it without rethinking how it approaches its work. If you have any questions or concerns about my feedback, please feel free to get in touch with me. Thanks, Joel Joel Stegner 6312 Barrie Road 1C Edina, MN 55435 952- 843 -3440 • i Karen M. Kurt From: Heather Branigin • Sent: Tuesday, April 14, 2015 12:31 PM To: Karen M. Kurt Subject: FW: Nice job on your presentation tonight From: Joel Stegner [ mailto :joel.r.stegner @gmaii.com] Sent: Wednesday, March 04, 2015 3:22 PM To: Karen M. Kurt Subject: Re: Nice job on your presentation tonight Hi Karen, Please feel free to include my comments in what you share with the Council. As there were personal elements to my communication, please feel free to remove those as you wish. I sort of acknowledged that you admitted to being somewhat at a loss in terms of explaining certain concepts, although since they were confusing, being in consultant speak, that wasn't the issue you made it out to be - those points could be taken out. It is unfortunate that the Council did not inform our Commission that it was not going to be using our feedback and suggestions regarding vision and mission, as I think we were • previously assured .that would be happening - and that we should be patient and trusting on the issue. Frankly, the Council continues to not routinely consult with its Boards and Commissions as frequently as it could or should. A current example is medical marijuana. That got turfed off as a zoning issue, with feedback not gathered from Community Health before the moratorium was put in place. Some of us have been closely tracking this issue - not just in Minnesota, but in other places, and also in places which have legalized recreational use, which is something that will come up sooner rather than later. Marijuana has replaced alcohol as the drug of choice at the high school, just as e- cigarettes are replacing the real variety. Research is suggesting that while marijuana has adverse effects, its current classification as a drug with no redeeming value (like heroin) is simply not justified by the research. In terms of actual harm to health and well being, alcohol and tobacco, both unregulated by the drug laws, are far more harmful. At the same time, research is finding clinical benefits for illegal drugs such as LSD, information that I suspect very few in city government have any awareness of, just as they are unwilling to deal with how deeply binge drinking is embedded in the Edina youth and adult culture. My belief is that among our outwardly successful population, we have a lot of "walking wounded" - people who are struggling with all sorts of physical and mental health issues that are not immediately apparent and are so contrary to the vision of success and happiness most people who live here want to project. We have great parks, but how many people use them? We couldn't have much more or better medical care, but how many people are overweight, have type 2 diabetes, are fighting anxiety, depression and addiction (or all three), have unhealthy diets and suffer from preventable chronic i disease. Without health, there is no quality of life, regardless of how dishonest people are about their situations. • When I criticize the city for not reexamining and changing its mission statement, it is because it is only through government intervention, working with health advocacy groups, that we can improve our local health indicators. Right now, we arent even able to size the problems adequately. We believe up to half of the adult population is overweight, and the city by doing things differently, could encourage its citizens to be more active and consume fewer calories. We advocate things that undermine our best efforts. We say we want more restaurants, but we know that restaurants serve quantities of food that go well beyond any individual's daily needs, increasing the level of exercise needed to keep weight reasonable far beyond what people are able to commit to doing on a regular basis, assuming that they actually have a place to exercise. We also will shortly remove the 60 -40 rule, which means more people drinking more alcohol away from home, probably in most cases driving after drinking. A community center used by a substantial portion of the population, particularly those not affluent enough to belong to a health club, is a key tool for impacting adult health - but our preoccupation with making individuals solely responsible for their health and expected to pay their own way is self defeating. The City is engaged in social engineering whatever it decides to do, and continuing to do what it does today will mean that our adult health indicators will not improve, driving up healthcare costs to a point • that few will be able to afford care. A preeminent city does things differently - smarter actions to achieve much better than average results. In terms of preeminence, I'd like Edina to be the healthiest community in the state and one of the healthiest suburban cities in the country - measurably better. It won't happen without focus and sustained effort. We are committed to the prosperity of our citizens - but if we don't have the same commitment to health, all the money in the world won't do people any good. Thanks, Joel PS Please feel free to share these comments with the council as well. Not everyone is going to like what I have to say, but sometimes difficult messages need to be communicated and understand, even if people are unhappy about it. I am tempted to go through the plan and suggest specific action steps to strengthen each of the goal areas - and will do so, if you tell me that it will be looked at favorably. The consultant has laid out some broad ideas, but only through actions that local residents wholeheartedly buy into doing something about, will anything be accomplished. For example, I believe that we need a system of sidewalks in 10 years not 30. I'm not talking about a complete network, but a network that enables one to take a sidewalk to walk between any two points in the city. This means no walk of more than two or three blocks in the street to get to a sidewalk - and sidewalks on all heavy traffic corridors z within the next five years. That is the kind of stretch goal that gets away from business as usual thinking. • Joel Stegner 6312 Barrie Road 1C Edina, MN 55435 952 - 843 -3440 On Wed, Mar 4, 2015 at 2:32 PM, Karen M. Kurt <KKWjgedinamn.gov> wrote: Thank you Joel for your comments. Can I include your message with the other comments we gather for the Council? With respect to the previous work done by the Health Commission, early on the Council decided not to update Vision 20/20 but to start over with a community -based process. Because of this, the consultant was not given any specific direction with respect any items that should (or should not) be included. Now that you've seen the draft, it certainly appropriate to push for a more direct health focus if you feel that the current draft does not go far enough. Karen Kurt, Assistant City Manager 952- 826 -0415 1 Fax 952- 826 -0390 KKurtgEdinaMN.gov I www.EdinaMN.gov ...For Living, Learning, Raising Families & Doing Business - - - -- Original Message - - - -- . From: Joel Stegner [mailto:joel.r.stegner@gpI il.com] Sent: Wednesday, March 04, 2015 1:15 AM To: Karen M. Kurt Subject: Nice job on your presentation tonight Hi Karen, Although I had lots of questions, your presentation provided much more insight than the planning document itself, which looks good, but doesn't necessarily have strong actions. I had surgery for a detached retina last week, so I wasn't at my best, but tried to carry on - but probably seemed pained (it is a tough recovery. You shouldn't be too concerned about being confused by some the language in the document or wide range of responses. The things that more people agreed with (e.g. sidewalks) just need greater attention than the rest. People want to live in Edina in housing affordable to an average income. The single family housing stock is for most unaffordable for people with household incomes below $100,000 per year, which means that to get people here before they are earning that, we need more multiunit development. If people's first move is elsewhere, they are increasingly unlikely over time to pull up roots and move here. Although the plan does not have a population target, I believe 75,000 residents is attainable if we make the SE quadrant an urban node. In other words, virtually all the growth is multi unit, with some growth with 4 -6 person families (a hallmark of affluent families is more children) moving into large homes now occupied elderly couples or singles. The education section needs to flesh out how to retrain older workers, as everyone age 50+ is now subject to layoff and replacement by younger, cheaper workers. Many will never gain regular employment, but will work as contractors or consultants out of their homes. If they cannot sustain most of their income, many will be forced to leave the city - a huge loss. If people think an excellent HS takes care of our education needs, they . • aren't paying attention to the national economy. I consider health a key quality of life indicator, at least on a personal level. Serious physical or mental health issues literally destabilizes individual and family life. Simply having affluence and wonderful healthcare resources cannot overcome obesity, chronic physical illness, lack of exercise and a sidewalk free environment that actively discourages walking. We have wonderful parks filled with youth sports, but our parks are empty most of the time, because we don't have the programs and lifestyles for adults to regularly use them. Our workforce has sedentary jobs and sedentary leisure pursuits. If we asked people about how often they walk to do errands, exercise regularly enough to be fit and height - weight appropriate, manage stress, depression and substance abuse, have a network of people they can rely on in a pinch, I think we would find that people are taking these things on individually with very uneven success. Instead, we ask about community quality of life. Obviously, the resources and opportunities here are pretty great, but are people happy with what they are making of them? If we were to ask, I think we would be surprise the concerns people would express. One problem with city considering itself preeminent already is that we aren't looking at the things the city needs to make itself a much better place - the weaknesses and threats of the traditional SWOT analysis. We have a great HS, but it isn't consistently rated in the top 100 in the country. It has problems with educational disparities (by income and race), has a significant bullying problem, and binge drinking and marijuana use are high. Our city s very lacking in affordable housing and has very poor connectivity in terms of sidewalks. It tends to do one off development projects - and can add lots of congestion without strong plans to reduce it. Removal of barriers and bottlenecks to moving forward and putting in missing pieces perhaps is mundane, but it • tends not to happen if not in the plan. So what I hope the next step involves identifying more of the must dos and putting in stretch goals (e.g. 30 years to have a more complete system of sidewalks is not a stretch goal). One fundamental issue is that the city's defined mission is unchanged. What cities do and how they do it is evolving and it is hard to believe much innovation will occur if the city does have a fresh take on what it is trying to accomplish. Our commission found it very easy to rewrite the mission statement - and were told to wait for the planning process for our thoughts to be considered. That seems like a promise that was made, but perhaps forgotten or never communicated to the consultant. We spent a lot of time thinking about how health could be included - and how the work of the city could be extended by community partnerships, giving up some control for greater impact on city issues. There is no evidence that was considered. Of course, the city can reject ideas, but not to acknowledge that they were made and providing reasons for rejecting them - that comes off as dismissive and not really valuing volunteer contributions. That might be unfair, but understand the basis. I look forward to seeing what is next. Thanks, Joel • City of Edina City of Edina • Home Discussions • Forums Sigh as • Meeting s • Surveys Email email ddress... Passrw& IPSEORUk ti, or, Si ' {� ty' h: Connect Siglt Un Sign In Lilo t 0-1 Twe et Sh p -ea Page 1 of 3 1 a � Rkk r SHARE your feedba l_' ► P0ST our ideast r JOIN tho dszcuz ian! This Discussion channel is currently closed. Discussion: Vision Edina Strategy A draft Stategy Vision and Framework is now available for Vision Edina! Click here to review the draft and give your feedback to the draft vision below. 4 Topics 4 Answers Cbsed 2015 03 -07� View Discussion Topic: Vision Statement What do you think of Edina's vision statement and the features it defines? I Responses I Responses Joel Steagncr, Community volunteer 2 months ago First, Pit note that the Edina mission statement is unchanged. There is really no justification provided for this. The commission on which I serve, Community Health, suggested substantial changes in the mission statement almost 2 years ago and were told to wait until the new planning process was done. There is no evidence whatsoever that the points that we brought up were even considered by the consultant. Having a new mission, but approaching it (through the mission) in an unchanged way would seem likely to undermine any results one might want to achieve. One of the points that we brought up was related to the importance of physical, mental and spiritual health to individual and community quality of life. In other words, if an individual or family is struggling with an issue and isn't receiving the right kind of health, the fact that general community of life rates high does little for them. Serious problems can be triggered by many things - loss of a job, a business or one's housing, loss of spouse through death or divorce or a significant health issue. We do not know to what degree Edina residents are experiencing each of these problems, so it is a bit presumptuous to suggest people have excellent quality of life when these factors are in play, particularly if the city doesn't provide opportunities for people to address their challenges. During the large group discussion, it seemed that the majority of people were expressing a desire for a significant chanEp in direction from the city. When one reads through the documents, this attitude is not readily apparent. More talk is about heritage items that must be preserved, versus new http- / /speakupedim.org/ discussions / vision - edina- strategy /topics /vision- statement -1 4/16/2015 • • • • r� City of Edina Page 2 of 3 things that we might want to consider. There is also a level of self satisfaction in thinking that is likely to get in the way of being more inclusive and accepting of people who look and think differently from our older residents., Now the vision statement: Edina holds a well -eamed reputation as a city of choice. It is the model of a successful, mature, and progressive urban community, which remains relevant 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. Within the context of North America and the Twin Cities, Edina is known as a distinguished location that provides the ideal environment to raise families, run businesses and simply enjoy life. As I suggest, while there is talk about embracing the future, the emphasis is clearly on preserving what we consider to be our exalters position in the metro area, perhaps neglecting to ask whether people who don't live here share our viewpoint. Their opinion matters more, because they are the people who will choose to move here or to another community. Particularly the undo age 40 group (the millennials) are known to have very different attitudes and behaviors from their elders. We might instead suggest we want to be the preferred destination for millennials who want a suburban lifestyle, as the older generations always have shown their preference for Edina. That generation is much more diverse and has more serious economic challenges than older generations did at thesame age - and if our vision doesn't build a community where they feel at home, Edina's strengths (such as its schools and neighborhoods) will deteriorate. There is very little in the plan that is designed to appeal for them. Also, it might be pointed out that more people than ever are past the place where they are raising children. Many of them are leaving the suburbs to move into the city, which has more amenities that appeal to them. There is also a need to match the community with the needs of the empty nesters as well as the very large single population. This vision statement needs to be reworked to better fit the future that Edina needs to embrace - and the vision needs to be as progressive as it claims the city to be. It isn't as though the city's high income neighborhoods are going away, or that the insttitutions like the country clubs are lacking for members, but really making the city more inclusive is the key to its future success. 0 Supports comment... 1 —._.__._._..___.- .____..__.,_.._..._...._..__�— Sign Up Connect __ ernall address... 'Sign Up Participants - &- 1, Ideas In Action Reply to Joel Stegner Path Flooded Sign at Bredesen Park Portable "Path Flooded" Sign at .Hredesen Remove bushes on 42nd St. concealing Weber Park Edina iust lured someone to represent existing residents who are dealing with redevelopment issues ... we need someone to help new entrants deal with harassment. Bike Lanes Recent Activity Cindy Perusse answered a Discussion Dennis Leese answered a Discussion Chip Jones answered a Discussion David Frenkel answered a Discussion Marilyn Listvan answered a Discussion Discussions City Ta Ig ine • "1'ernu and Conditions • Privacy Policv • Support http: / /speakupedina. org/ discussions /vision - edina- strategy /topics /vision- statement -1 4/16/2015 City of Edina City of Edina Home �---•� t � r Discussions • Forums sigh WMs • Meetil s • Surveys Email email dd ass... �� Passwor _ or, Sign h: Connect Sign Up Sign In Uke i o Tweet Share Page 1 of 3 y"� <a: ,, g. ._... ,� �..,..x•r.:a ,,., ki.-,... ...,..i:+ 1` SHARE your feedba.ca i POST yL'Siir ido -as! ► JOIN tho diaCLt,..sions: This Discussion channel is currently closed. Discussion: Vision Edina Strategy A draft Stategy Vision and Framework is now available for Vision Edina! Click here to review the draft, and give your feedback to the draft vision below. 4 Topics A Answers Cbsed 2D15- 03.07 View Discussion Topic: Focus Areas What do you think of the issues and actions outlined in the stategic focus areas? Strategic focus areas include: residential redevelopment, transportation, commercial redevelopment, live and work, education, population, environmental stewardship and regional leadership. I Responses 1 Responses Joel Steg-ner, Community volunteer 2 months ago No real problem with the themes, although I'd suggest that quality of life be added ... and that for quality of life, it is made very explicit what is meant. by quality of life and that the quality of life of every residents and worker is equally important. In the last quality of life survey, the question that asked about quality of life in the community received a significantly lower score (in terms of "excellent ") compared to the study done two years, which I suspect was directly related to what was going on with the national economy - lots of hurt, even for people who were previously very economically secure. There was no question that asked people to rate their personal quality of life and if it was less than perfect, what was the reason. Edina is due to do another quality of life survey in 2015. It is my hope this time that the second question will be asked, so we get a better understanding of how life in Edina is impacting people at a personal level, as this is something that the city and other community organizations can impact. For example, Edina now has a substantial international/minority community. Are they feeling as well served as Edina's white residents? In the last survey, the community quality of life survey was rated lower by younger, single people - with younger and single people becoming more the norm in many communities. If we are not doing the best job with these populations today, will we be able to attract their peers who have the interest and financial means to live here. The real population growth in the city will be in the Southeast sector, where large multi -unit residential http: / /speakupedina.org/ discussions /vision - edina- strategy /topics /focus -areas 4/16/2015 • • City of Edina Page 2 of 3 developments are concentrated. Is the quality of life in that part of the city equal to the rest of the city? If not perhaps the city might want to focus • there. Within each of these issues, I think that there is a burning topic. For residential redevelopment in single- family neighborhoods, the issue is teardowns/remodels that make the house's footprint much larger than its neighborhood. The city has not taken a well reasoned position on the issue of massing, and by not doing so, is undermining the value to preserved housing stock. If an entire neighborhood is going to be redone in this way, that might be acceptable, but if it is one monster house here, overshadowing (literally) all its neighbor, that doesn't reflect a spirit of community planning that will preserve neighborhoods. Transportation - we have a mature road system, but a very immature system of bike paths and sidewalks, and have some distance to go on mass transit. Younger people have a desire to live in walkable and bikeable neighborhoods, with Edina has in short supply. The level of danger involved in getting around by walking and biking is high enough that not enough people are doing so, increasing traffic congestion beyond what it needs to be. Short trips (under a quarter to half mile) should be doable without a car and longer trips reasonably effuicent with transit. Edina passed up the opportunity to be along the SW light rail line, because people were concerned about trains going through their backyards - and in the process lost a lot of economic development and convenience in the process, We need to get away from our total reliance on roads. Commercial redevelopment. For me, the primary question is what direction Southdale Shopping Center and the area around it is going to take. Will it become a high density urban -like environment (supporting a varied shopping experience) or only really be a destination for those in their cars. Walking and biking around Southdale is very difficult. The whole section from Fairview Southdale to Centennial Lakes need to be rethought. Live and work. The word here is many options - not just single family on large lots. The community is doing a great job for seniors who want to downsize, but not so well for younger people who want to get a foothold in Edina, without taking on a big mortgage before they have the income and family to justify it. I would personally like Grandview developed as a hub for young adults -- a place to compete with Uptown. There is no evidence that the city is thinking strategically about building housing to attract a new demographic to the community. Education. Edina Public Schools are great, but frankly in today's work world, where employers have practically eliminated in house training programs and pursuing degrees as a working adult is very difficult and expensive, Edina should be focusing a lot more on adult education - particularly to make sure that the Generation X group doesn't have the same experience as the older babyboomers - age discrimination due to the perceived lack of comfort with technology. Adult education in Edina should become a real focus, with technological literacy being key. We read about robots replacing human workers, but at least for now, it is humans who are designing, programming and building the robots - so do our adult education programs actually keep our adult worker's skills where they need to be to stay employed. I'm not really sure that has even been considered. Most of fhe student we educate leave the community, never to come back - but it is the education of our adult workers which will determine what household incomes in our community look like in the future. Population - the key is diversity. For example, Edina is attracting a high number of East Asian skilled workers, many who live in the SE part of the • city. Are we a suburb that iswelcoming to immigrants? I don't know whether that is true. Younger people are not going to be attracted to communities that actively discriminate against poor and minority populations. When they see housing projects approved by the city consistently reject the idea of affordable housing, it raises questions in their minds. What happens if I have some bad things happen to me? Will I be able to find a way to stay in the community, or will people look down on me as soon as I don't have a high income and a prestigious job? I'm not suggesting putting a big affordable housing project in Country Club or Indian Hills, but frankly there are places in the city where it works - such as the location picked by the Beacon Housing Collaborative. Every large project is a test - and does the city stick up for affordable housing, or simply think "show me the money." Environmental stewardship. That has some different definitions. Some people, when looking at their neighborhood park, prefer it when virtually no one is using it - it becomes like their private space. On the other hand, when the city makes investments in parks, let them be used. For all resources within the control of the city, the City needs of determine best use. Finally, regional leadership. What exactly does that mean? Does that means Edina makes itself better than everyone else, by making other communities deal with the metro area's challenges - or is it the kind of leadership where Edina helps make the entire West metro area one of the best places to live in the country. For example, the Braemar complex is incredibly strong - and a good example to other communities, which also benefit from it being there. In contrast, Edina is one of the few west metro communities without a modem community center - a natural gathering place, something that all communities benefit from. At one point, one could make the argument that Southdale or 50th and France was such a place, but they are so designed for shopping and spending money, that they aren't necessarily financially accessible for local residents. Making our city's services financially accessible for all Edina residents is a community challenge that few suburbs Hould even attempt - but should Edina? 0 Supports comment... Reply to Joel Stegner Sign Up Connec, t email address... Sign Up 9 Participants http: / /speakupedina.org/ discussions / vision - edina- strategy /topics /focus -areas 4/16/2015 City of Edina City of Edina � • Home ED- T Discussion • Forums Si as Meetings • Surves Email email aadd ress... 4:aiikl� e• Password' or, si&� t% : Connect Sig-ti Up sign In Uke 0 Tweet. Shera Page 1 of 2 � � * A to iwl.. �✓ R��s i SEURE your Seodbacit! i, POST your id,.,:asl i, JOIN tM discussion' This Discussion channel is currently closed. Discussion: Vision Edina Strate;_y A draft Stategy Vision and Framework is now available for Vision Edina! Click here to review the draft, and give your feedback to the draft vision below. 4 Topics 4 Answers [Closed 2015 03 07- View Discussimt Topic: Other Ideas? What other ideas should be considered as part of Vision Edina? I Responses 1 Responses Joel Sterner. Community volunteer 2 months ago is • Currently, all the statements are quite mushy. What I mean by that is how do we know that we have been successful? I really think thatwe need to get much more specific about measurable outcomes. Let me use quality of life as an example. One metric that most people would agree on is that the community has little crime. By that statement, I'm talking about very few people breaking the law. Take traffic speeds for an example. Law breaking is very widespread and this, combined with the lack of sidewalks and bike lanes, and our crosswalk situation (often unmarked or barely visible) creates great risk for pedestrians. People are smart enough, given the situation, to adapt. They don't walk or bike when it is dangerous - which is in most situation. Here is a clear example of where lawlessness lowers the quality of life in the community. Our Community Health Commission has identified binge drinking among youth and adults as a key problem. As with speeding, illegal binge drinking is a greatly underreported offense. We know that much mere drinking and chronic drug use is going on among our high school students than is ever captured, and that is by intention, because getting caught is the parent's worst fear - as it is a black mark that may keep their child out of their preferred college choice. Rather than trying to prevent it, parents tend to cover it up - and when it happens, to shield their child from the worst consequences. Part of the issue is that the adults themselves can be quite irresponsible about their own drinking and in their willingness to keep their child safe by looking the other way when alcohol is consumed by their child and others in the home environment. While not all binge drinking leads addiction, • between 20 -25 %of the population are having problems generated by consumption of alcohol or illegal drugs. This also lowers the quality of life in the community, in terms of sexual assault, domestic and other violence and traffic accidents. For quality of life, an these other indicators, I believe that the city should have upwards to 20 different indicators that define whether the city is on the right track. http: / /speakupedina.orgldiscussionsl vision - edina- strategy /topics /other- ideas-3 4/16/2015 City of Edina Page 2 of 2 The city is doing strategic planning, but in terms of development, appears to think of projects as one -time things - and deals with only the burning • issues. For example, Edina doesn't have a modern community center, but doesn't seem to be considering where one might go at the point where the space controlled by the school is no long available. Likewise,with Granview, the site would be most more developable if the current Edina Schools bus garage were part of the project. ft is surprising that the city and the schools aren't talking about a joint project, as the city could undoubtedly find another location for the bus garage, as it did for Public Works. Pretending that there is a partnership when very little comes out of it is being a little less than honest with how things really are. 0 Supports Reply to Joel Stegner Sign Up Connect _ email address... _- Sign Up Participants Ideas In Action Path Flooded Sign atBredesen Park Portable "Path Flooded" Sian at Rredesen. Remove bushes on 42nd St. concealing Weber Park Edina just hired someone to represent existing residents who are dealing with redevelopment issues ... we need someone to help new entrants deal %vith harassment. • Bike Lanes..._. Recent Activity • Cindy Perusse answered a Discussion Dennis Leese answered a Discussion Chip Jones answered a Discussion David Frenkel answered a Discussion Marilyn Listvan answered a Discussion Discussions City Tagline • Terms and Conditions • Privacv Policy �! •Sunort • powered by Speaki;n • ® 2014 Granicus http: / /speakupedina.org/ discussions / vision - edina- strategy /topics /other- ideas-3 4/16/2015 City of Edina Page 1 of 2 City of Edina • Home Discussions • Forums sigh Was • Mectrn •rs • Survas or, Sigii C)p —Sign In Lilo 0 Tweet 11Shere Ut5• t E ,dam• c:�i( w ... �: :_ _.:5 ,y ? t'rrr, t�cash° F. 5HARE your footibr7CN-tt ► POST your ideas! i, JOIN tho discuasion! This Discussion channel is currently closed. Discussion: Vision Edina Strate�y A draft Stategy Vision and Framework is now available for Vision Edina! Click here to review the draft, and give your feedback to the draft vision below. 4 Toplcs 4 Answers Closed 2015- 03 -07] View Discussion Topic: Feedback What feedback do you have about the Vision Edina process? 1 Responses 1 Responses Joel Steener, Community volunteer 2 months ago The Edina City Council has established boards and commissions to advise the city on important topics. Let me pick an example of a Commission that I haven't been very involved with - Human Rights - to make an observation. I have suggested that while Edina has mentioned the subject of diversity, there is not a clear suggestion in the plan what role international and minority populations might play in the future of the city.. if one looks at where population growth, in 2050, white non - Hispanic Americans will be in the minority across the country. The US continues to be a magnet for international migration, with Minnesota a surprising popular destination, in large part because our headquarters corporations like Target bring in high skill foreign workers and we have been a haven for many refugee populations. Cities like New York City are making every effort to attract high income, high skill residents of other countries who want to work or set up businesses there. Edina's ability to attract these diverse populations depends on specific actions we take - or avoid - to make our community more attractive to people fiom many different places. Human Rights is the in -house source of expertise on diversity, but it is not at all evident that they were asked either whether 1) Edina should try to be a magnet for these populations - I suspect they would say by all means yes and 2) what the city should do differently to make it more attractive in the future. However if they are not asked their opinion, it is unlikely to be heard. I understand thatthe city wanted to reach out widely to all Edina residents, but it seems like that in that process, it may have neglected to ask the opinions of those closest to the actions. As one reads through the plan, it appears that the Edina business community has had a lot of impact on what issue are a high priority. In the large community group, conservative voices were a small minority of those who participated, but when it cones to public meetings, it seems that those http : / /speakupedina.org/discussions /Vision - edina- strategy /topics /feedback 4/16/2015 • • City of Edina Page 2 of 2 • who prefer the least active role possible for government tend to come out in numbers, suggesting all the things that the city shouldn't be doing. The reality is that those folks tend to be Edina loyalists - older and here to stay, unless they decide to move to Florida or other places to less their income and estate taxes. Very few of them will be here in 20 years, so building a community to suit them is very short sighted. It actually are the people that aren't here yet, but we want to move here, are the people who we need to update the community to better serve. That requires an ability to make a bet on how one perceives the future rolling out - not just same old, same old. The group you might want to talk to would be Edina and other west metro grads from approximately 2000- 2010in terms of what it would take to attract them back to Edina after they have completed their education and found a career direction. 0 Supports comment... Reply to Joel Stegner I Sign Up 'onnect _ email address. r Sign Up Participants Ideas In Action Path Flooded Sien at Bredesen Park Portable "Path FlooLck Sign at Bredesen Remove bushes on 42nd St. concealing Weber Park Ebina ust_h_ired someone to re resent existing residents are dealing. wi h rede4glspment issues ... we need someone to help 11gLN entrgnts dell • with hwassment. Bike Limes Recent Activity Cindy Perusse answered a Discussion Dennis Leese answered a Discussion Chip Jones answered a Discussion David Frenkel answered a Discussion Marilyn Listvan answered a Discussion Discussions City Tagline • Terms rind Conditions • Privacy.Policv • Sunnort • powered by SpeakUn • 0 2014 Granicus http: / /speakupedina.org/ discussions / vision - edina- strategy /topics /feedback 4/16/2015 0 0 0 Vision Edina Open House April 14, 2015 City Hall 5:00- 7:OOPM Total Attendance- 6 e H• my +x+Y.w +� VISION EDINA Topic Comment I like the "successful, mature & progressive" wording. It captures the essence of Edina. Also like "urban" community as I think Edina will be increasingly integrated into Minneapolis —more mixed use, Edina's Vision Statement higher densities — woonerfs & hopefully more/ better public transportation. Location is key —& proximity to downtown is a huge asset for young & able alike. I am encouraged to see Edina described as an urban community. We need to stay progressive to encourage younger people to move here. This Is great. Totally agree. Transportation Options I have seen information on the potential consideration of changing our freight railway to a passenger transport option —for those homeowners on the rail line, this would not be a positive future vision. Please consider the effects of such a decision on local residents. Really like entrepreneurial climate. This is where intergovernmental interaction would be great. Love co- working spaces — commercial mixed use. Live and Work Work -life balance is one the most important aspects of Edina's future. The younger generation is looking for this —this should influence our housing decisions. Overall (General) Awesome Job! City Hail • 4801 W. 50th St., Edina, MN 55424 hone 952 - 927 -8861 • Fax 952 - 826 -0390 • www.CityofEdina.com Date: April 21, 2015 To: City Council From: Karen M. Kurt Re: 2016 -17 Draft Work Plan MEMO Attached is the 2016 -17 draft work plan. After the Council retreat, additional input was gathered from the Executive Leadership Team and other key staff members. Please note the following: • An additional theme titled "Future Planning" was added to reflect to the depth of work that will need to be completed in conjunction with the Comprehensive Plan. Some items were reorganized based on this addition. Future Development is organized by specific sites; Future Planning is organized by districts. • It was difficult to identify specific tactics relative to Intergovernmental Relations. Instead, the intent would be to provide quarterly updates with respect to interactions and progress with key government partners. • Infrastructure financing was added to the Transportation theme. • Enterprise Stability includes developing business plans for each of our enterprises. Once those plans are developed, we would provide quarterly updates on our progress. Scott will be working with each of the enterprises to identify appropriate financial targets by the end of this year. We draft this work plan early so that the themes are understood during the budgeting process. Our intent is to finalize the work plan in conjunction with the 2016 -17 Operating Budget later this year. City nF Frlinn • AR01 Wact %k Straat • Frlinn MN 55A9A 0 0 0 2016 -17 City of Edina Strategic Priorities Redevelopment and renewal to the commercial and residential areas is essential to the on -going health of the community. The City is continuing to focus on the revitalization of two important commercial areas, Southdale and Grandview, as well as nurturing the vibrant 50th and France commercial area. The proposed Pentagon Park redevelopment has the potential to be the most significant project in Edina since the completion of Centennial Lakes in the late 1980s. The redevelopment process should consider the potential cumulative impact — both positive and negative - on streets and streetscape, transportation, utilities and other services, and nearby single family homes. Tax increment financing and other tools may be used to provide incentives to develop in ways consistent with the City's land use, transit, density and health goals. For the 2016 -2017 work plan, the City Council has identified the following key targets with respect to focused redevelopment: • Completed redevelopment of the former public works site and potential adjacent sites. • Adopted redevelopment strategy for the Edina Realty and Hootens site • Fred Richards park plan is adopted and implemented Former Public Works Site Redevelopment plan is adopted and related zoning changes are made for public works site by 3/1/17. A decision is reached with respect to the community use at the former public works site and financing is secured by 3/1/16. Community space is constructed and operational by 12/31/17. Proposals for the redevelopment of the bus garage site are evaluated and, if appropriate, approved by 12/31/17. Complete preliminary study of feasibility of lid over Highway 100 by 12/31/17. Establish a TIF district by 2/1/16. 491/2th Street.Sjtes Parking studv of demand and usage for 50" and France is updated by 2/1/16. Investigate soil conditions on Hootens site and, if required for proposed use, complete any remediation work by 7/1/16 Redevelopment strategy is adopted by 3/1/16. Redevelopment strategy is implemented by 12/31/17. Hennepin County Library Site Proposals for the redevelopment of the Hennepin County Library site evaluated and, if appropriate, approved by 12/31/16. Pentagon Park Site Amend development agreement on a site by site (phase) basis through 12/31/17. Fred Richards Site Fred Richards master plan adopted and financing secured by 12/31/16 First Phase of Fred Richards master plan implemented by 12/31/17. 0 0 0 0 0 0 Future Planning Vision Edina established long term strategic framework to guide our community's development over the two decades. The future holds both great opportunities and challenges as Edina residents seek to preserve what has made the community successful in past, while reinventing itself to meet the needs of future generations. Residents have made it clear that they believe forward looking planning is critical to the community's success. The next Comprehensive Plan will be the first opportunity to translate Vision Edina into actionable goals with respect to land use, transportation, water resource management, parks, energy and environment, housing and heritage preservation. For the 2016 -2017 work plan, the City Council has identified the following key targets with respect to future planning: • Completion of a draft Comprehensive Plan document with broad community support • Development of necessary tools to guide and evaluate redevelopment in the Southdale area • port Comprehensive Plan Update Outline of process developed and adopted by 6/31/16 RFP for consulting partner(s) issued by 9/31/16 and consultant partner(s) identified by 12/31/16 Evaluate the use of multiple single family residential zoning districts of 12/31/17. Community engagement process and draft plan completed by 12/31/17 with final plan review in 2018. Southdale Development guidelines completed and adopted by 3/31/16 Public infrastructure, density and transit study completed by 3/31/16 Design guidelines completed by 7/1/16 Explore potential for Southdale special services district by 12/31/17. Identify route for promenade phase 5 by 12/31/17. Grandview ` Complete preliminary study of feasibility of lid over Highway 100 by 12/31/17. Environmental Update comprehensive water resources management plan by 12/31/16. 0 9 0 • • • ntereovern mental Relations Achieving many of Edina's goals will require strong intergovernmental relationships. Vision Edina participants identified both education and transportation as a critical drivers of future success. In both of these areas, the City must effectively partner with other government entities to promote effective outcomes. For the 2016 -2017 work plan, the City Council has identified the following key targets with respect to intergovernmental relationships • Schools: Edina residents have preference and priority with respect to open enrollment in the Edina school district. • Aircraft noise: RNAV fan for outbound flights, implementation of runway use system. • MNDOT: Priority funding for Hwy 62 /France, Hwy 100 /Vernon, 1494/35W; rail options preserved. Goals .. School Districts - Advocate for Edina resident preference and priority for Edina School District and resolve by 12/31/16. Schedule two joint Council - School Board meetings each year. Schedule joint City — School District leadership meetings twice per year. Assign staff to monitor opportunities and issues with Hopkins and Richfield school districts by 3/31/16. Meet with superintendents annually. Invite superintendents to provide City Council update annually. Aviation Noise Formalize relationship with Minneapolis and St. Louis Park and establish joint goals by 3/31/16. Report updates quarterly. MNDOT Priorities Advocate for Edina priorities and look for opportunities to partner on projects. Report updates quarterly. Border Cities Complete annual staff meetings with border cities by 12/31/16 and 12/31/17. Transportation The City is committed to preserving and expanding infrastructure systems to maintain reliability and quality, and to meet the demands of redevelopment. This will be accomplished through a long term financing plan that balances prudence and community expectations. Vision Edina highlights resident's strong desire to expand the variety of transportation options both to reduce the dependency on automobiles but also to enhance the community's ease of connectivity. Adoption of the Living Streets Plan was an important step forward, but significant work has yet to be done. For the 2016 -2017 work plan, the City Council has identified the following key targets with respect to transportation and infrastructure: • Grandview: Park and Ride completed, Vernon improvements, CP rail crossing completed, Hwy 100 west frontage road reconfigured, improvements for non - motorized travel completed. • Southdale: Expected level of service is defined and maintained, pedestrian plan completed. • Streets: Longevity of street useful life is extended. Report Goals Progress Grandview Partner with Metro transit to identify site for Park and Ride and secure funding by 12/31/17. Complete transportation study by 6/30/16. Develop plan for better access /ramps at Hwy 100 by 12/31/17. Evaluate striping and implementation of pedestrian improvements on Vernon between Hwy 100 and 53rd Street Complete construction of street or woonerf linking Eden to north side of railroad track in conjunction with former public works site redevelopment. Southdale Develop plans for reconstruction of water treatment plant #5 by 12/31/16 Start construction on water treatment plant #5 in 2017 (two year project) • • • • • • Complete Southdale sanitary truck capacity study by 12/31/16 Implement results of Southdale sanitary trunk capacity study by 12/31/17 Pentagon Park Prepare for street and infrastructure improvements as site plans are approved through 12/31/17. Infrastructure Financing Convert opportunity from debt retirement in 2017 into funding for the capital improvement plan. Consider increasing franchise fees to support street pavement longevity program by 12/31/16. Enterprise • Edina's enterprises — Art Center, Braemar Golf, Braemar Arena, Braemar Field, Centennial Lakes Park, and Edinborough Park - represent important community amenities. Revenues from Edina Liquor help to defray some of the operating and capital for these enterprises. While still highly profitable, Edina Liquor is generating less revenue with the entry of a new national competitor in the local liquor market. A high level of cost recovery at the enterprise facilities ensures that community resources are being well used and the general tax payers are not heavily subsidizing amenities used by a select group. However, cost recovery at the enterprise facilities also involves careful policy considerations with respect to access, partnerships and type of use. For the 2016 -2017 work plan, the City Council has identified the following key targets with respect to enterprise stability: • All enterprise funds have business plans approved and in use. • Golf Course achieves $ net income or maximum subsidy. • Braemar Arena achieves $ net income or maximum subsidy. • Braemar Field achieves $ net income or maximum subsidy. • Liquor stores achieve $ net income. Goals .. All Enterprises Complete business and related marketing plans for each enterprise each year. Create coordinated marketing and cross promotion plan for all enterprise facilities by 6/30/16 Explore centralized services model for staffing, marketing, purchasing, weddings /events etc... by 12/31/16 Explore expansion of food and liquor sales to create more varied customer and corporate outing experiences by 12/31/16. Braemar Golf Report quarterly business plan update Braemar Arena and Field Report quarterly business plan update Art Center Report quarterly business plan update • • • Edinborough Park Report quarterly business plan update Aquatic Center Report quarterly business plan update Centennial Lakes Report quarterly business plan update Liquor Stores Report quarterly business plan update Evaluate sites for potential new Grandview store by 12/31/17 0 0 • April 21, 2015 City Council Work Session Quarterly Council Business Meeting Financial Update 0 OF (e � 2014 Preliminary General Fund Summary (Unaudited) Revenue • 2014 Preliminary = $34.6M vs. $33.3M in 2013 (3.8% increase) • 104% of budget, compared to 107% in 2013 Expenditures • 2014 Preliminary = $33.4M vs. $32.2M in 2013 (7.5% increase) • 99% of budget, compared to 102% in 2013 Key Metric: License & Permit Revenue • 2014 Preliminary= $4.5M vs. $4.1M in 2013,9% increase & new record • 137% of budget, compared to 144% in 2013 Other • $765,100 transfer to General Fund from Liquor fund was cancelled • The City received about $750,000 in Park Dedication in 2014 is 4/21/2015 CITY OF EDINA Utilities Fund Utilities Fund Operating Revenue X2014 Actual 2014 Budget 50% 45% 40% 35% 30% 25% 20% 15% 10% 5% 0% QS 02 03 CA Key Metric: Water pumped out of City wells • 2014 water pumped = 2.4B gallons vs. 2.4B gallons in 2013 • 2009 -2013 average rate was 2.6B gallons • silo 1. A0, Liquor Fund Liquor Fund Operating Revenue e¢ >'e 2014 A,t-1 ,. C!4 B -get 50% 45% 40% - 35% 30% 25% 20% 15% 10% 5% 0% - QI Q2 Q3 Q4 Key Metric: Customer Counts • 2014 customers= 500,000 vs. 510,000 in 2013 • 2009 -2013 average count was 507,000 xvrvi.EdinaMN.g- 4/21/2015 • • 2 0 CITY OF EDINA Liquor Fund re Liquor Fund Operating Income i IA, ■2009 02010 22011 02012 ■2013 02014Anual 500,000 Liquor Fund C 500,000 Liquor Fund Operating Income 400,000 02010 02011 ■2012 02013 ■2014 02015ACtual 600,000 300,000 500,000 200,000 400,000 100,000 300,000 Ql Q2 Q3 Q4 200,000 Key Metric: Customer Counts 100,000 • 2014 customers= 500,000 vs. 510,000 in 2013 Ql c Q3 Q4 • 2009 -2013 average count was 507,000 Key Metric: Customer Counts • 2015 Q 1 customers= 104,000 vs. 113,000 in 2014 .. .. w .EdinaMN.gw • • 4/21/2015 i-. i IA, Liquor Fund C Liquor Fund Operating Income 02010 02011 ■2012 02013 ■2014 02015ACtual 600,000 500,000 400,000 300,000 200,000 100,000 Ql c Q3 Q4 Key Metric: Customer Counts • 2015 Q 1 customers= 104,000 vs. 113,000 in 2014 • 2009 -2013 average count was 109,000 wwx. EdinaMN.gw • 4/21/2015 �5) Aquatic Center Fund Aquatic Center Operating Revenue —2014 A—I —2014 Budget 60% 50% - 40% 30% 20% 10% 0% Q1 U Q3 Q4 Key Metric: Season passes sold • 2014 YTD passes = 3,462 (10,617 people) vs. 3,308 (10,774 people) in 2013. • 2011 -2013 average sales were 3,156. Note that new POS system in 2012 may distort this comparison slightly. vmw. Ed-MN g- 4/21/2015 • C • IH Golf Course Fund Golf Course Fund Operating Revenue a�2014 Actual —2014 Budget 50% 45% 40% 35% 30% 25% 20% 15% 10% 5% 096 Q1 Q2 Q3 Q4 Key Metric: Golf rounds played (Braemar, Executive & Fred Richards) • 2013 rounds = 85,231 vs. 79,529 in 2013 • 2009 -2013 average rounds were 98,200 mw. Ed —MN 9.v 4/21/2015 • C • IH F 0 • tile CITY OF Art Center Fund e Arena Fund v�� Arena Operating Revenue a 2014 Actual -2014 Budget 50% 45% 45% 40% 35% 35% 30% 30% 25% 20% 15% 20% 10% 15% 5% 0% QS 02 Q3 04 vnvw.EdinaMN.gov • • 4/21/2015 5 CITY OF Art Center Fund Art Center Operating Revenue X2014 Actual -2014 Budget 50% 45% 40% 35% 30% 25% 20% 15% 10% 5% 0% Q1 02 Q3 04 vmw. EdinaMN.gw • 4/21/2015 5 4/21/2015 • • 9 .It wv��'' oil 01�, No, Edinborough Park Fund Centennial Lakes Operating Revenue Edinborough Operating Revenue 25% 20% 15% 10% 5% o% Q1 Q2 Q3 Q4 .201411ctua1 — 2014BUdget 50% 45% - vw. Ed —MN g- 40% 35% 30% 25% , 20% 15% 10% 5% 0% I-A"_ —,-- _ —, Q1 Q2 Q3 04 4/21/2015 • • 9 .It wv��'' oil T. "Centennial Lakes Fund Centennial Lakes Operating Revenue 2014 Actual —2D14 Budget 50% 45% 40% 35% 30% 25% 20% 15% 10% 5% o% Q1 Q2 Q3 Q4 vw. Ed —MN g- 4/21/2015 • • 9 • 2014 General fund reserves • There will be unallocated reserves in the General Fund at the end of 2014. The amount is still uncertain, but appears to be lower than recent years. • There are many factors, but the largest two are permit revenue above budget ($1.2M) and cancellation of the liquor transfer to the general fund ($765K). • Our fund balance policy states, "to the extent possible, such excess funds will be transferred to the Construction Fund to support capital improvements and equipment" vmv+ Ed-MN gw • 0 4/21/2015 0 0 0 oe,� �° � .ay 2014-15 City of Edina Strategic Priorities • ��'ORlONnre� The City of Edina's mission is to provide effective and valued 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 uncommonly high quality of life enjoyed by our residents and businesses. Our vision is to be the preeminent place for living, learning, raising families and doing business distinguished by: • A livable environment • Effective and valued city services • A sound public infrastructure • A balance of land uses, and • Innovation The City of Edina is known for excellent city services and sound fiscal management. Our ongoing work will contribute this to tradition. In addition to our core services, the Council has identified six priorities for the 2014 -15 biennial budget in support of our mission and vision: • Community Vision • Infrastructure • Commercial and Mixed Use Redevelopment • Workforce • Communication and Engagement • Aviation Noise These themes will guide our organization as we identify projects and prioritize our work. 1 Community Vision Description Key Performance Indicators A clear vision of a desired future will help focus our daily efforts . A Vision Plan will be in place prior to next Comprehensive and sustain a high quality of life. A vision for the community Plan update. through the year 2040 that reflects the unique character, values . 1200 citizens involved in a community process to create a and priorities of our citizens and stakeholders will be developed. vision. Broad community participation will be central to our effort and critical to its ultimate success. • Future • Values • 2040- or date certain in the future • Priorities Goals Progress Report as of March 31, 2015 Identify consulting partner by 3/1/14. (Admin) Completed. Council work session was held in January to clarify goals. Consultant RFI was issued in March. Future IQ selected as consultant in June. Complete visioning process by 12/1/14. (Admin) Held "think tank" workshop scheduled for September 9 and 11 with 110 participants. Community outreach included five public sessions and over 30 meetings hosted by individuals or outside organizations. Collected over 591 surveys. Approve community vision by 3/1/15. (Admin) City Council hosted workshop on April 14 and will discuss final draft at work session scheduled for April 21. Other: No update. 0 9 0 • • • Infrastructure Description Key Performance, Indicators The City is committed to preserving and expanding infrastructure • Construction Fund structural deficit eliminated by 3/1/20. systems to maintain reliability and quality, and to meet the • Centennial Lakes TIF spending plan adopted and demands of expansion and redevelopment. This will be implemented by 12/31/15. accomplished through a long -term financing plan that balances . Municipal facilities upgrade scope finalized by 12/31/15. prudence and community expectations. • 25,000 feet of bicycle improvements and 5,200 feet of • Financing sidewalks are completed each year. • Preservation • Expansion Goals Progress Report as of March 31, 2015 Convert a half million in unreserved General Fund balance to Completed. The 2015 adopted budget includes significant operating budget by tightening revenue and expenditure estimates increases in general fund revenue estimates, license and permit and increasing construction fund line item over the two year revenue in particular. The adopted budget also allocates an period. (Finance) additional $625,000 of the property tax levy to fund equipment replacement in the construction fund. Meet with Utility companies once each year to assess future plans Engaging in on -going discussions with all utility companies to and to advocate for interests of Edina residents and businesses. continue assessing future plans. (Engineering) Complete physical evaluation of all City buildings and facilities in Completed. A physical evaluation of all City buildings and order to develop a comprehensive maintenance plan and facilities has been completed. In conjunction with the Energy and replacement schedule by 6/30/14. (Public Works) Environment Commission Building subcommittee, preparations are being made for a comprehensive maintenance and replacement plan that focuses on energy efficiency improvements. Complete Living Streets Plan by 12/31/14 Living Streets Plan chapters are in draft form. Street and related projects: (Engineering) types /network and design guidelines were shared with Council at France Ave pedestrian crossings by 12/31/14 July 1 work session, with the ETC in July and with the Planning 54th Street by 12/31/14 Commission in August. The Sidewalk Facilities Map was approved Tracy Avenue plan by 12/31/15 by Council and will amend the Comprehensive Plan. The revised plan is to present the final Living Streets Plan to Council for approval on May 6, 2015. France Ave pedestrian crossings project is substantially complete. Commercial and Mixed Use Redevelopment The light pole installation has been delayed until April /May 2015 Key Performance Indicators due to communication issues between the general contractor and • Public parking capacity at 50th and France is increased by fabricator. Compensation for the delay is 2.5 free lights. 54th 20 %. The perception of parking availability at 50th and France Street Project was awarded and is scheduled for construction in is improved. Ground broken for redevelopment of parking 2015. facility by 12/31/14. Tracy Avenue Project from Benton to TH62 is scheduled for an . Grandview redevelopment plan executed with final public engineering study in 2015 and construction in 2016. Engineering space plan by 12/31/15. met with residents on Septembers 29 to discuss our typical street . France Ave pedestrian plan improvements completed by reconstruction process. Also conducted a kick -off meeting on December 19 with the fire and public works departments to determine key requirements of the project. Complete driving range and cart path projects at Braemar Golf Driving Range and Par 3 renovation will begin on July 7, 2015. The Course by 12/31/15. (Parks & Rec) Braemar Master Plan will be adopted by July 31, 2015. Complete Parks Master Plan by 12/31/14 (Parks & Rec) The Park Strategic Plan is on schedule for City Council approval by June 30, 2015. Adopt and implement Centennial Lakes TIF spending plan by The 2015 -19 CIP includes anticipated infrastructure projects 12/31/15 (Admin) anticipated to be funded with remaining increment from the Centennial Lakes TIF District. Finalize southeast Edina sanitary sewer capacity study by 4/1/14 Completed. Study has been completed and will be used for CIP for inclusion in the CIP. (Engineering) planning purposes. Complete construction of the sports dome by the end of 2014. Final work is scheduled to be completed by July 1, 2015. (Parks & Rec) Other: No update. Commercial and Mixed Use Redevelopment Description Key Performance Indicators Development and renewal of commercial and residential areas is • Public parking capacity at 50th and France is increased by essential to the on -going health of the city. The City will focus on 20 %. The perception of parking availability at 50th and France the 50th & France and Grandview areas to create maximum is improved. Ground broken for redevelopment of parking positive impact. Tax increment financing and other tools will be facility by 12/31/14. used to provide incentives to develop in ways consistent with the . Grandview redevelopment plan executed with final public City's land use, transit, density and health goals. space plan by 12/31/15. 0 50th & France . France Ave pedestrian plan improvements completed by 49 • • • • • • Grandview 12/31/14. • TIF • Redevelopment roadway improvements substantially • Transit /Land use /Density /Health completed for Hazelton by 12/31/14. Goals Progress Report as of March 31, 2015 Complete plans to expand North Ramp and plan improvements at Restoration work to parking ramps, streetscape & wayfinding other ramps by 12/31/14. Complete ramp projects by 12/31/15. system was substantially completed in October 2014. Punch list (Admin) items and warranty repairs will be completed in Spring 2015. Bids for south ramp elevator were rejected due to excessive cost. Expansion plans for North Ramp will be discussed in Q2 2015 after the effect of the wayfinding system and employee parking changes can be measured. Implement ramp demand management system by 5/31/14. Completed. Significant changes to employee permit parking (Admin) policy and fees were implemented in May 2014 with minor adjustments implemented in January 2015. Complete small area plan for Wooddale and Valley View by WVV small area plan kickoff meeting was held on June 18. Small 12/31/14 and Cahill and 701h Street by 12/31/15. area planning team members were appointed in July and Peter (Admin /Community Development) Musty LLC selected as the consultant in July. Two community workshops were held on October 11 (Discover) and November 8 (Dream), as well as a community update on December 3. WVV Small Area Plan was approved at April 7 Council meeting. Approve redevelopment plan for former public works site by In progress. Collaborative planning partnership with Frauenshuh 7/1/14; complete project by 12/31/15. (Admin) solidified in November 2014. Community engagement process began in December 2014. Multiple options for mixed -use / public - private development will be unveiled in April 2015 for public comment and City Council consideration in June 2015. Approve redevelopment agreement with the School District for the The City and SD273 approved joint agreement to work current School District bus barn site by both the City and the cooperatively in March 2014. Funding for bus garage relocation is School by July 1, 2014. (Admin) included in May 2015 referendum. Work with 50th and France property owners on redevelopment The owners of 3939 W. 50th building anticipate remodeling the projects. (Admin) facade in summer 2015. The fagade of the Edina Liquor store will also be updated at that time. Outline development goals and incentives related to sustainability, Given the Planning Commission's heavy work load, this issue has health and transit /connectivity by 12/31/15. (Community Dev) not been addressed in detail. Negotiations continue it as part of a PUD. This has been placed on the 2015 work plan again to 40 • • provide clear direction on what the city would like to achieve in these areas. Master redevelopment plan for Pentagon Park approved by Preliminary site plan approval and PUD zoning was granted in 12/31/14. (Comm Dev) March 2014. A full TIF redevelopment agreement was completed in May 2014. The developer continues to move ahead with redevelopment plans for each portion of the site. The south parcel was cleared in December 2014, ahead of original schedule. Developer is starting to consider first phase; anticipation of late 2015 for a full rezoning. Other: In addition to the scheduled workload, staff has helped advance several redevelopment projects, primarily in the Greater Southdale area. Many new commercial projects were approved in 2014 and are in various stages of construction. Highlights include: Think Bank — Grand Opening November 2014. Onyx mixed -use on York Ave — PUD approved in 2014, site assembled in October 2014 and cleared in November 2014. Full construction anticipated in Spring 2015. 6500 France — senior housing granted final approvals in Nov 2014 with construction anticipated in Spring 2015. 7151 York / Yorktown Continental apartments — remodel of existing high rise and new building approved in 2014. Remodeling has begun. New construction anticipated in 2015. 66th & France medical office — approved in 2014 and currently under construction. 66 West transitional housing — approved in October 2014. Construction anticipated in 2015 or 2016 (waiting for funding) New restaurant at 7690 France — approved in 2014. Construction anticipated in 2015. Staff continues to work with developers, architects and owners on other redevelopment projects. They include: 7200 France mixed -use — completed sketch plan review in 2014; Project is on hold pending development of guiding principals. Galleria shopping center — owners anticipate expansion and renovation, likely in 2015/2016. Lincoln Corporate Center (Lincoln Ave & Bren Road) — Children's Hospital is contemplating occupancy in the existing buildings for lease. Workforce Description Key Performance Indicators High quality service delivery requires skilled employees who are • Affordability of family insurance improves to meet average properly deployed. The City supports high performance staffing for comparison cities by end of 2016 -2017 budget cycle. approaches and the recruitment and retention of well - qualified • Customer service evaluation scores on 2015 Quality of Life employees. To support these efforts, the organization will provide Survey continue to be 90% or better positive ratings with competitive compensation and benefits packages. "excellent" ratings increasing to 30 %. • Staffing and resource allocation • An employee engagement baseline measurement is • Recruitment & retention established through an employee engagement survey 40 • • 0 0 • Compensation and benefits Goals Restructure employee benefit program by 9/1/2014. (HR) Allocate $150,000 in operating budget each benefit year towards our benefit plans. (Finance) Develop employee engagement survey and measure every two years starting in 2014. (Admin) Develop and implement customer service standards and related training organization -wide by 12/31/15. (Admin) Incorporate defined values into hiring process by 3/1/14 and performance management system by 3/1/15. (Admin /HR) Develop standard onboarding and leadership training by 12/31/15 (Admin /HR) Other: No update. Communication and Engagement Description To clearly understand community needs, expectations and opinions, the City will consistently seek the input of a broad range of stakeholders in meaningful and interactive communication. Efforts to engage the community will utilize multiple platforms, be informative, transparent, responsive, and will involve volunteers Progress Report as of March 31,;2015 Complete. HR has worked with the Employee Advisory Committee to make significant changes for 2015 benefit to shift contribution dollars towards higher insurance costs (i.e. family /dependent coverage). The result is a significant increase in affordability of health insurance for all full -time employees. We have also ensured that all full -time employees will receive long -term disability coverage. We are on track to meet the goal of meeting the average for comparison cities by 2017. Completed. Completed. Results have been shared with City staff and follow up action items were identified for 2015 work plans. Customer Service Team piloted 4 hour training in March. First four employee sessions are scheduled for April, May, June and July. The goal is to have all FT employees trained by year end. Starting in 2016, training with be offered quarterly for new hires. Completed. Edina IQS hiring process was developed and reviewed with ELT. HR led a training session on values -based hiring for managers. The first group of employee volunteers was trained in September and now panels are now being incorporated into the hiring process. The training being developed by the customer service team will also be used for onboarding new employees starting in second quarter of 2015. Key Performance Indicators • At least 85% of residents will continue to respond positively when asked if they felt they could have a say in local government in the 2015 Quality of Life Survey. • Residents will continue to prefer a City communications tool • and city commissions. as their primary information source for City news in the 2015 • Coordinated Quality of Life survey. • Multi- platform • The number of City Extra subscribers will increase by 25% • Strategic from 8/1/13 to 12/31/15. • Transparent • 90% of participants on boards, commissions, advisory groups • Two -way, interactive, inviting and task forces rate their overall experience positively. • Accessible • Ten neighborhood associations will be recognized by • Comprehensive, informative 12/31/15. • Timely • Registered users of City of Edina websites or fans /followers will increase by 20% from 8/1/13 to 12/31/15. Goals Progress Report as of March 31, 2015' Host and promote Speak Up Edina topic monthly. (CTS) Successful online discussions have been held since January 2014. Communications Coordinator reports survey results and participation each month to the City Council. Monthly discussions have spawned other discussions, including parking at 501h & France, the Capital Improvement Program and repurposing of Fred Richards Executive Golf Course. Use "telephone town hall" meeting or live social media chat at State of the Community held in February and March 2014 and least once per year. (CTS) February and March 2015. A live town hall meeting was held December 6, 2014. Develop plan to promote City Extra by 3/1/14 and implement by The entire "City Extra" email system was converted from Penteon 6/1/14. (CTS) to Mail Chimp in March 2015. The tool has already seen rapid growth. As of April 1, 2015, there are 24,307 City Extra subscriptions. Identify and train communication coordinators in each department An internal Communications Advisory Team (CAT) was formed to by 6/1/14. (CTS) aid the Communications staff and met for the first time in March 2015. Staff members from all other City departments are part of the CAT. Train key City staff on public engagement methods by 12/1/14. No update. (Admin) Prioritize needs for mobile apps and implement at least one The City launched its first mobile app, Edina To Go, in June. The mobile reporting app by 7/1/14. (CTS) requests for service reported through the app feed into the existing work order system in the Public Works Department. Since launch, the app has been downloaded 1,162 times. • 0 • 0 0 0 Develop and implement survey for volunteer participants and exit surveys for board and commission members by 3/1/14. (Admin) Completed. Developed and implemented survey for departing board and commission members and shared results with Council. Will be using the same survey for Grandview CAT, Braemar Task Force and WVV Small Area Planning Team as these citizen advisory groups complete their service. Other: Workshop for residents interested in organizing a neighborhood held on May 17. Note: The Key Performance Indicator for "Registered users of City of Edina websites or fans /followers will increase by 20% from 8/1/13 to 12/31/15" has largely been met. Growth is still needed for the City Facebook page. www.EdinaMN.gov Aug. 1, 2013 April 1, 2015 Change 2,241 10,472 +367.3% SpeakUpEdina.org July 17, 2013 April 1, 2015 Change 267 906 239.3% Social Media Site July 29, 2013* April 1, 2015 Change City Twitter 3,212 5,082 +47.6% Scott Neal Twitter 127 (Oct. 25, 2013) 427 +161.1% City Facebook 5,453 6,280 +14.3% Braemar Arena 310 581 +74.8% Braemar Golf Course 442 673 +49.5% Braemar Field (started in 2014) 98 n/a Centennial Lakes Park 1,577 2,639 +55.4% Edina Art Center 552 802 +41.1% Edina Aquatic Center 759 1,085 +39.4% Edina Liquor 200 359 +79% Edina Senior Center (started in 2014) 21 n/a Edinborough Park 2,817 4,272 +47.4% 10 0 Nextdoor users 4,282 n/a Aug. 1 -31, 2013 March 1 -31, 2015 YouTube channel views 4,733 6,360 34.4% * Unless otherwise noted 10 0 Aviation Noise Description Key Performance Indicators Changes in flight patterns from the Minneapolis -Saint Paul • Achieve an outcome generally acceptable to the City. International Airport over the community negatively affect the • Relationships with neighbors are not negatively impacted quality of community life. We are committed to influencing the by efforts. outcome of decisions, mitigating the impacts to the community, • New positive relationships with MAC, FAA and the airlines and working with our neighboring communities to find the best are established. possible solutions. • Mitigating impact • Influencing outcome • Working with /partnering with the cities of Minneapolis, Bloomington, Richfield, the Federal Aviation Administration (FAA), Metropolitan Airports Commission (MAC), and the MSP Noise Oversight Committee (NOC) Goals Progress Report as of March 31, 2015 Average daily overflights of the City do not exceed their 2012 No update. levels. (Comm Dev) Average daily aviation noise levels in the City do not exceed 2012 The City obtained noise monitors to establish a benchmark levels. (Comm Dev) measurement and average daily noise levels. The hybrid RNAV solution endorsed by the MAC in 11/2012 is MAC completed a two week aviation noise testing procedure in implemented. (Comm Dev) two Edina locations in September. Staff expects to receive the results and analysis of the tests in November 2014. Other: City Council members and City staff traveled to Washington D.C. March 8 -12th 2014 to meet with Senator Klobuchar and staff liaisons for Representatives Paulson, Ellison, Franken, and Nolan, as well staff from the Majority Senate Aviation Subcommittee and Majority and Minority House Aviation Subcommittee, to discuss RNAV implementation, reauthorization of the FAA budget bill, potentially removing RNAV from the list of categorical exclusions (CATEX), requiring the FAA to conduct Environmental Impact Assessments prior to RNAV implementation, and building local community engagement into all NextGen projects. Edina joined the National Organization for a Sound Controlled Environment (N.O.I.S.E) and members of the D.C. delegation participated in the 2014 N.O.I.S.E. Legislative Summit on May 9th, where legislative priorities were set for the current session. City Council Members and staff continue to work with neighboring communities and MAC to discuss noise mitigation strategies. City of Edina hosted the NOC cities meeting in August 2014. 11