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Home My WebLink About2018-10-11 EEC Meeting PacketAgenda Energy and Environment Commission City Of Edina, Minnesota City Hall Community Room Thursday, October 11, 2018 7:00 PM I.Call To Order II.Roll Call III.Approval Of Meeting Agenda IV.Approval Of Meeting Minutes A.Minutes: Energy and Environment Commission September 13, 2018 V.Community Comment During "Community Comment," the Board/Commission will invite residents to share relevant issues or concerns. Individuals must limit their comments to three minutes. The Chair may limit the number of speakers on the same issue in the interest of time and topic. Generally speaking, items that are elsewhere on tonight's agenda may not be addressed during Community Comment. Individuals should not expect the Chair or Board/Commission Members to respond to their comments tonight. Instead, the Board/Commission might refer the matter to sta% for consideration at a future meeting. VI.Reports/Recommendations A.Comprehensive Plan VII.Correspondence And Petitions A.Food Waste Policy Proposal VIII.Chair And Member Comments A.2019 Work Plan Update IX.Sta0 Comments A.SolSmart Update and Proposed Zoning Amendments B.Comp Plan Chapter 8 Water Draft X.Calendar Of Events A.EEC Meeting Schedule and Roster List XI.Adjournment The City of Edina wants all residents to be comfortable being part of the public process. If you need assistance in the way of hearing ampli7cation, an interpreter, large-print documents or something else, please call 952-927-8861 72 hours in advance of the meeting. Date: October 11, 2018 Agenda Item #: IV.A. To:Energy and Environment Commission Item Type: Minutes From:Casey Casella, City Management Fellow Item Activity: Subject:Minutes: Energy and Environment Commission September 13, 2018 Information CITY OF EDINA 4801 West 50th Street Edina, MN 55424 www.edinamn.gov ACTION REQUESTED: Motion to approve the September 13, 2018 Minutes for the Energy and Environment Commission. INTRODUCTION: Receive the Energy and Environment Commission Minutes of September 13, 2018. ATTACHMENTS: Description Minutes of Sept 13,2018 Draft Minutes☒ Approved Minutes☐ Approved Date: Minutes City Of Edina, Minnesota Energy and Environment Commission Edina City Hall Community Room Thursday, September 13, 2018, 7:00 PM I. Call To Order Chair Jackson called the meeting to order at 7:00 p.m. II. Roll Call Answering Roll Call were Chair Jackson, Commissioners Horan, Hussain, Kostuch, Manser, Seeley, Lanzas, Hoffman, Glahn, Fernands, Maynor Late: Satterlee Staff Present: Liaison Brown, Casey Casella III. Approval Of Meeting Agenda Commissioner Seely made a motion to approve the September 13, 2018 meeting agenda. Hoffman seconded. All voted aye. Motion carried. Commissioner Satterlee arrived at 7:02 PM IV. Approval Of Meeting Minutes Motion made by Seeley to approve the Aug 9, 2018 minutes. Motion seconded by Hoffman. All voted aye. Motion carried. V. Special Recognitions and Presentations A. Welcome new EEC Commissioner Chair Jackson introduced Commissioner Maynor as a new member of the EEC. B. State of the Infrastructure Ross Bintner, Engineering Services Manager, shared the annual State of the Infrastructure report. Mr. Bintner discussed the value of infrastructure. Mr. Bintner shared a personal carbon footprint calculator to illustrate return on investment of sustainable actions and behaviors. The presentation reviewed infrastructure replacement in Edina. Currently, the City is in the “rebuild” stage of its infrastructure which was built, for the most part, in the 1960’s. C. Street Sweeping Report Ross Bintner, Engineering Services Manager, answered questions about street sweeping. Mr. Bintner referenced the street sweeping report he presented to the EEC in 2015. Draft Minutes☒ Approved Minutes☐ Approved Date: Chair Jackson asked what is involved with increasing the street sweeping schedule. Mr. Bintner answered it is a goal for Water Resources, but the 2019 Water Resources Management Plan focuses on flood protection. Mr. Bintner passed around a draft of chapter 8 of the Comprehensive Plan regarding water. Chair Jackson asked a clarification question on how the EEC should reference subject matter in chapter 8 of the Comprehensive Plan. Mr. Bintner stated he will send an updated draft to the Commission. Commissioner Kostuch asked about the consultant study in the report that showed costs of street sweeping. Mr. Bintner estimated $200,000 for a new street sweeper plus personnel costs. Commissioner Manser asked about water quality and treatment capacity for the future. Mr. Bintner mentioned water capacity is part of the chapter 8 Comprehensive Plan draft, called “One Water”. VI. Community Comment Chair Jackson mentioned the letter from Matt Samuel about Climate Action. VII. Reports/Recommendation A. Energy and Environment Comprehensive Plan Chair Jackson reminded the Commission the draft chapter should focus on the Commission’s goals. The Chair stated opposition to the draft chapter as it is currently written. Chair Jackson handed out her memo of objections to Comprehensive Plan draft chapter including content, process and policy objections. The Commission asked about the process of drafting the Comprehensive Plan. Staff Liaison Brown stated the consultant received the EEC’s goals and drafted the chapter in a similar manner to other leading documents like Vision Edina. There was discussion on the level of detail the Comprehensive Plan should have. The Chair felt there was too much detail in the current draft. Other Commissioners agreed. Commissioner Glahn made a motion to not recognize the draft Comprehensive Plan chapter as the Edina Energy and Environment Commission. It is not correct in tone or in scope. The EEC is not in concurrence with this chapter. For more detail, reference the memorandum by Carolyn Jackson on Sept 13th. Kostuch Seconded. All voted aye. Motion prevails. B. 2019 Work Plan Discussion Chair Jackson presented the results of the work plan survey the Commissioners completed earlier this month to rank their top five work plan initiatives. The Commission had a discussion on the order of the initiatives in the work plan. Commissioner Satterlee made a motion to move the Climate Action Plan initiative to #5 initiative on the work plan and move the Pollinator initiative off the workplan and on the parking lot. Manser seconded the motion. Commissioners Kostuch and Glahn oppose. All others voted aye. Motion prevails. Draft Minutes☒ Approved Minutes☐ Approved Date: Upon further discussion, another motion was made to change the work plan order. Commissioner Manser made a motion to remove the Street Sweeping and other Water Quality Improvement actions initiative off the workplan and on the parking lot. In its place, re-add the pollinator resolution as #4 initiative on the work plan. Lanzas seconds. Commissioners Glahn and Kostuch oppose. All others voted aye. Motion prevails. Chair Jackson entertained a discussion on the order of the Climate Action Plan initiative. No motion was made on the topic. Commissioners finalized the 2019 EEC Work Plan and selected the actions under each initiative. The final draft Work Plan will be sent to City Council for review and approval. VIII. Correspondence And Petitions A. Working Group Minutes • Minutes received from the Education and Outreach Working Group. • Minutes received from the Business Environmental Working Group. IX. Chair And Member Comments A. Chair Jackson provided a handout of Edina’s energy actions from the State Fair Eco Booth. Liaison Brown mentioned the Department of Commerce will send the extra handouts from the State Fair to the City to use for new resident packets and for the City Council to use. X. Staff Comments A. Open Streets and EV Ride and Drive Staff Liaison Brown reminded the Commission of the Open Streets Event on September 23, 2018. There will be an EEC booth and an EV Ride and Drive event. XII. Adjournment Motion made by Manser to adjourn the September 13, 2018 meeting at 8:56 p.m. Motion seconded by Seely. Motion carried. Respectfully submitted, Casey Casella City Management Fellow Draft Minutes☒ Approved Minutes☐ Approved Date: Date: October 11, 2018 Agenda Item #: VI.A. To:Energy and Environment Commission Item Type: From:Tara Brown, Sustainability Coordinator Item Activity: Subject:Comprehensive Plan CITY OF EDINA 4801 West 50th Street Edina, MN 55424 www.edinamn.gov ACTION REQUESTED: INTRODUCTION: ATTACHMENTS: Description Chapter 10 Draft with no markup Tentative Comprehensive Plan Schedule Question for EEC on Chapter 10 Chapter 10 Draft with markup Content to reference for appendix discussion Health Chapter Draft Example for discussion Arden Park Human Rights and Relations Chapter Draft Comprehensive Plan Discussion Directions to writers of Comp Plan: When writing the new chapter, keep it concise. Current chapter is too long with too much backstory. Chapter should be a summary, ideally less than 6 pages, with an appendix that can provide a history and examples that are more specific. When maps are added (i.e. gross solar potential map), add that the fact that the map was a point in time. If possible, add real-time or updated maps over time. Throughout the plan, EEC wants to see: • City operations be a leader. • City staff consider the impact of climate change on making decisions on staffing and services. • Environmental sustainability and stewardship framed in practical outcomes. Chapter template – Review layout and the purpose of each section. 1. Chapter highlights Keep section, review content 2. Introduction – This is the manifesto. This is driven by EEC Keep section, review content 3. Background - Includes statutory duties and past actions Keep section, review content 4. Definitions Keep section, keep recommendation these are added to the intro chapter 5. Current Conditions – level set of what’s going on at the time of the chapter draft. Data points. Gives context to recommendations, goals and policies. Change content, keep section brief. May be a potential to merge the two sections. 6. Trends, Challenges, and Opportunities – Education tool to assist readers in understanding why recommendations were chosen. Gives context to recommendations, goals, and policies. 7. Recommendations – Community priorities and avenues for a sustainable future Content should reflect EEC’s recommendations 8. Goals & Policies - Content should reflect EEC’s recommendations Chapter Highlights •Edina has a strong interest in taking a leadership role on sustainability. There are many options for how this can be pursued – from the scale of an individual household to national policy advocacy. •The climate is changing in ways that will increasingly impact life in Edina, including warmer winters with more freeze and thaws, more extreme precipitation, strong storms and winds, and high summer humidity. As a community, Edina will need to respond with plans to mitigate climate impacts on the community and respond to local factors impacting the community. •An approach to sustainability can focus on key subject areas (e.g. energy, waste, air quality, natural habitat), but also should be reflected in city design, development, and function. •Key decisions involve how the City operations leads by example, and what the community requires of each other, including residents, commercial businesses and industrial businesses. Introduction The citizens of Edina are ready for Edina to be a leader in sustainability and quality of life. Each development decision must consider the ‘triple bottom line’ – people, planet and profit – so that the economic factors are not favored over the health and welfare of the City’s natural environment and/or its residents in present and future decisions. The City of Edina supports environmental policy and practices values that positively impact the community. Environmental stewardship was identified as one of seven key strategic focus areas for the City. Vision Edina stated: “Community residents and stakeholders believe that Edina can take an active and ambitious internal and regional leadership role in embedding environmental stewardship principles through actions such as promoting more comprehensive recycling, smart building and energy efficiency practices.” •This includes clean energy, reduction of GHG emissions, clean water, responsible management of solid waste, clean air, transportation, ecological health, and wise management of natural resources. •This means actions throughout the city which includes all parts of the city: city operations, commercial, industrial, and residential. •This addresses trade-offs that occur when working to meet multiple goals, including environmental, fiscal/economic, and quality of life. •This proactively pursues resiliency and adaptation in the face of a changing climate. This chapter outlines existing conditions and progress to date as well as a framework for recommendations for the future to ensure the economic and environmental health of the community. Background (Edina’s Commitment to Sustainability) From the early 1970’s, with the establishment of its first Environmental Quality Commission, Edina has sought to be on the forefront of environmental and natural resource issues. The past decade in particular has represented strong action in that area, particularly around energy and climate change topics. The City of Edina established a citizen Energy and Environment Commission (EEC) in 2007 to promote sustainability initiatives and to advise the City Council. The commission is comprised of Edina residents focused on specific sustainability topics. The commission creates a work plan annually, and recent focus has been on carbon emission reduction. Since its founding, the EEC has overseen a number of sustainability initiatives, as summarized in the sidebar to the right. An early focus has been on municipal facilities, looking for opportunities for the city to lead by example. In 2007, the City Council set specific goals related to greenhouse gas (GHG) reduction:15% reduction by 2015, 25% reduction by 2025, and 80% reduction by 2050 (based on the state 2007 Next Generation Energy Act). These goals were incorporated in the city’s 2008 comprehensive plan. When the 2015 goal was not met, this was a wakeup call to do more. The Conservation and Sustainability Fund was created to fund a dedicated resource to manage and measure carbon reduction actions. An important tool in meeting future goals was the development of an energy action plan, to develop a citywide strategy for energy use reduction. In 2016, the City completed its Electricity Action Plan, the first element of this plan. Additional action plans are anticipated to be completed in the following years, as outlined in this plan. Current conditions Pick out a few pieces that correlate with trends and challenges and insert it there. Trends and challenges Climate change – Climate change is a global challenge, with local implications regarding impacts and policy. Addressing this will require coordinated change on many fronts – including reduction of emissions, promotion of alternative energy sources, and alterations in consumption patterns and waste. Climate resilience – In response to the impacts of climate change, there is a need to develop climate resilience – defined as the ability to absorb and respond to stresses, and to adapt and evolve accordingly. The key changes in weather patterns that the MN DNR Climatologist is predicting include warmer winters, more extreme precipitation, strong storms and winds, and high summer humidity. Developing a resilience strategy will include identifying and responding to climate vulnerabilities in the community, in terms of both people and resources. Energy –Sustainability best practices support continued energy efficiency and expanded use of alternative energy sources which replace large GHG emissions sources. Costs for renewable energy have reduced significantly at a commercial level. The cost of wind is on parity with coal generation. However, there are still issues regarding the availability and affordability of renewable energy generation on small residential scale (solar photovoltaic systems on a home). Conversion to renewables cannot be done overnight as there is significant infrastructure investment around current energy generation that will take time and resources to replace. Additionally, continued focus on efficiency use of energy generated will be critical to reducing emissions and keeping costs down. Waste - Sustainability also leads to an increased focus on a reduce/reuse/recycle approach to resources – with the goal of reducing overall waste generated. It is critical to capture materials from the waste stream that can be reused. The market for materials continues to change which makes recycling expensive to complete. These macro level systems will be challenging for a small community, like Edina, to change. However, education and behavior changes for city operations, residents and businesses to alter their purchasing and disposal practices will be critical for successful recycling and waste reduction. Leading by Example – The City of Edina can set an example for sustainability best practices through its own operations and facilities. It will be important to look at the complete lifecycle of purchases and processes to determine the opportunities to meet sustainability goals and improve the community’s health and resiliency. This will need to be done through a triple-bottom line lens, which identifies the true financial, environmental, and societal costs to allow productive discussion and decision making about the level of commitment needed. Natural Habitat - Much of the land in Edina has been removed from its original ecological and natural function to make way for human development. While development impacts will remain, there are opportunities to retain, restore, and connect natural habitat areas within the city. A fuller picture emerges when looking at how this developed area fits into the larger ecological context of the region. Water – Water quantity and quality must be wisely managed to deliver core services of drinking water distribution and source protection, sanitary sewer service, flood protection, runoff management, and clean surface water (lakes, creeks, ponds, and wetlands). Climate change and land use decisions have the biggest impacts on the resilience of our water resources systems. See Chapter 8 for more information and direction on water resources Density and Development – As the City considers development and density options, they must consider the trade-offs to the environment. Meeting the carbon reduction goal will necessitate discussions on tradeoffs in development, density, and their carbon impacts. For example, density can provide a lower carbon footprint per resident and new development can be more energy efficient. But increasing the population through density may increase the community’s overall carbon footprint. Recommendations Utilize a myriad of tools available. There are different tools for the City to use and support the community’s goals. The right tool depends on the need and goaled outcome: • Policy – The city will focus through staff and commission to amend and approve policies and its regulatory framework that support sustainable actions, meet sustainability goals, and meet the needs of the community. • Education – We encourage city to connect on policies, learn best practices. a. We will use opportunities with city staff, EEC, organized neighborhoods, neighbor-to- neighbor, and business organizations to promote sustainable actions. • Alliances – Edina is a part of a larger community. It is important to build alliances across City Commissions, with Edina School District, Chamber of Commerce, Hennepin County, and other government entities within the region to connect on policies, learn best practices, and share resources. • Measurements – Develop and utilize existing tools for benchmarking and metrics to monitor and reach stated goals Understand there are different actors and their roles and impact on sustainability varies: • City operations and budget– City facilities, capital budget, operating budget and operating decisions will lead by example and commit resources to achieving our sustainability goals. This would include: o Integrating strategy, planning, and budgetary decisions o Encouraging city staff to embed sustainability into decision-making, budget process, capital improvements and build alliances across City Departments. o Operations – Green building policy, net new city buildings Operational aspects (like irrigation, tree canopy and green space). Share resources example (South Metro training center). o Reporting – setting baselines and report out on (e.g. energy utilization, purchasing, new buildings) • Commercial and Industrial Facilities – In addition to private businesses, this includes non-city owned government and nonprofit entities, as well as multifamily and mixed-use development o Constructions and Design – encourage green buildings, energy guidelines, give to get options, deconstruction o Operations – encourage energy consumption and efficiency, minimize waste and optimize processing of waste stream with zero waste being target goal, water quality, water drainage o Capturing opportunities to educate (with appendix of big ideas) o Drainage and impervious surfaces, run-off plans o Energy efficiencies and renewable energy options o Lawns and plant diversity – permeable lawn, grass (appendix the weed ordinance), tree policy o Rebate and financial options • Single family Residential o Utilize policies available to support green buildings (design, materials, etc.), energy efficiency and residential energy options, responsible demolition, pervious surface use, smart water use (e.g. irrigation), reduction of waste, and increase in plant biodiversity (including tree canopy and green space). Give to get options was mentioned as a policy form. o Continue to reassess policies that impact drainage and impervious surfaces (i.e. construction permits needing runoff plans) and look for ways to stack benefits (i.e. utilizing native plants that can absorb runoff, support pollinators, and clean water versus use of a buried cistern) o Support pollinators, tree canopy, biodiversity and native plants o Beyond policy, look for opportunities to educate (with appendix of big ideas) Incorporate Sustainability into Land Use Decisions On the regional scale, it is generally more sustainable for development to be located in developed communities that are well-served by infrastructure, rather than on the outskirts where undeveloped land is being consumed and infrastructure is being created and extended, creating a larger carbon footprint. However, at the local level, as the City considers development and density options it must consider local impacts to the environment. Meeting the carbon reduction goal will necessitate discussions on trade-offs in development and density and their carbon impacts. For example, growth can provide a lower carbon footprint per resident and new development can be more energy efficient. But increasing the population would likely increase the community’s net carbon footprint overall (though possibly not at a per capita level). Stopping density within the city will not solve sustainability problems and meet sustainability goals, but accommodating growth does require investigation of ways to grow more sustainably, and to seek to decouple carbon increases from economic growth. There are key areas to focus sustainable action • Solid waste – Encourage all to think of their waste footprint, use the waste reduction pyramid (i.e. rethink, reduce, reuse, recycle), and anti-littering to reduce waste and its impact on the environment. o As we manage waste (i.e. trash, recyclables, and organic recyclables), continue to find ways for reduction via pick up options, hazardous waste, green demolition, sharing economy, and the circular economy. • Energy – The city will consider energy resources and reduction and their impact on our city’s goals. o Continue to look for opportunities for renewable resources • Water – See Water Chapter and notes below. Water is governed by the water chapter. Here are the guiding principles: o Sewage management – Monitor environmental opportunities such as grey water o Surface water management - Create resilience plan for severe weather events and volatility. Consider the effects of development and increased impervious surfaces on stormwater management. Encourage resiliency systems. o Water quality – Protect water quality including the connection between stormwater and groundwater policy and continue to consider the factors affecting water quality o Wetlands – value the protection of wetlands o Water supply – value the protection of the water supply • Air Quality – Promote clean energy and other actions to improve air quality such as reducing transportation emissions • Trees – Tree canopy has many stacked benefits (carbon sequestering, reduction in heat island effect, storm water mitigation, supporting wildlife, etc.). Review policy and actions that support tree canopy and benefits. • Natural Habitat – Consider other natural resources such as soil, natural habitat, and sunlight. • Environmental Contamination – Reduce pesticide and fertilizer use. Goals and Policies Goals are our way to prioritize actions, get resources, and measure our actions. Meeting these goals will require trade-offs by communities. • GHG goal: 30% Greenhouse gas (GHG) emissions reduction by 2025, 80% emissions reduction by 2050. • Waste goal: Reduce residential waste 75% by 2030. • Additional ways to promote action planning. • Other government entity and community goals (reference water section for water goals) • Equitable distribution of environmental benefits Definitions Environment includes factors that act upon a community and ultimately determine its form and survival, including the impact humans have on natural resources. Sustainability means protecting regional vitality for future generations by preserving our capacity to maintain and support our region’s well-being and productivity. Resilience is the ability to recover from a disaster that could have been prevented or mitigated with sustainable practices. ***END*** -Page 1- CITY OF EDINA 2018 COMPREHENSIVE PLAN UPDATE DRAFT SCHEDULE September 2018: ▪ City-Wide Comprehensive Plan: - 9/23/18 50th & France Open Streets public engagement ▪ Consultant team revises and refines comprehensive plan chapters ▪ Human Rights and Relations Commission, Edina Housing Foundation, and Edina Neighbors for Affordable Housing: - 9/10/18 Submit comments on the Housing chapter ▪ Comprehensive Plan Task Force : - 9/12/18 Wrap up discussion on Housing Chapter (10 minutes), review/discuss draft project schedule (15 minutes), and review/discuss Economic Competitiveness Chapter (65 minutes) - 9/19/18 CPTF submits final comments on Land Use, Housing, and Economic Competitiveness chapters (Complete and submit spreadsheet comment form to consultants) - 9/26/18 Review/discuss draft Greater Southdale District Plan ▪ 50th & France Small Area Plan Work Group: - 9/18/18 Review work on preferred concept alternative(s) and provide direction to consultants ▪ 70th & Cahill Small Area Plan Work Group: - 9/21/18 Submits final comments/suggested revisions to consultant team. ▪ Greater Southdale District Plan Work Group: - 9/6/18 Review draft District Plan with staff and Work Group - 9/13/18 Work Group works on revisions to Draft District Plan - 9/20/18 Work Group submits draft District Plan to CPTF and releases for public review - 9/26/18 Present draft District Plan to CPTF for discussion/review October 2018: ▪ City-Wide Comprehensive Plan: - One public engagement event (date to be determined) ▪ Consultant team revises and refines comprehensive plan chapters and delivers to CPTF for review and discussion at October work sessions and regular sessions ▪ City Council Work Session: - 10/16/18 Present progress report on 50th & France Small Area Plan (25 minutes) Present progress report on 70th & Cahill Small Area Plan (15 minutes) Draft Edina Comprehensive Plan Schedule -Page 2- ▪ Comprehensive Plan Task Force: - 10/10/18 Review/discuss Comprehensive Plan chapters: Work Session --- Land Use and Water Resources Regular Session --- Community Health, Heritage Preservation, Arts and Culture, Human Rights and Relations - 10/24/18 Review/discuss 70th & Cahill SAP, Southdale Design Experience Guidelines, and Comprehensive Plan chapters: Work Session --- 70th & Cahill SAP and Southdale Design Experience Guidelines Regular Session --- Human Relations, Environment, Parks, and Community Facilities ▪ 50th & France Small Area Plan Work Group: - 10/9/18 Review work on preferred concept alternative(s) and provide direction and prepare for third Community Meeting - 10/23/18 Third Community Meeting ▪ 70th & Cahill Small Area Plan Work Group: - 10/18/18 Submit draft SAP to CPTF and release for public review ▪ Greater Southdale District Plan Work Group: - 10/4/18 Work Group reviews Experience Guidelines - 10/11/18 Public Open House - 10/18/18 Submit draft Design Experience Guidelines to CPTF and release for public review November 2018: ▪ City-Wide Comprehensive Plan: - One public engagement event (date to be determined) ▪ 50th & France Small Area Plan Work Group: - 11/8/18 Submit draft SAP to CPTF and release for public review ▪ Greater Southdale District Plan Work Group: - 11/8/18 Work Group reviews Experience Guidelines and prepares for 11/14/18 Public Hearing ▪ Planning Commission: - 11/14/18 Work Session – Discuss/review Transportation chapter and draft 50th & France SAP - 11/14/18 Regular Session – Public Hearings on Southdale Design Experience Guidelines and 70th & Cahill SAP - 11/28/18 Regular Session – Public Hearings on Southdale District Plan and 50th & France SAP ▪ City Council: - 11/20/18 Council Check-In to: Review/discuss overall project schedule, Greater Southdale District Plan, and Economic Competitiveness chapter. Draft Edina Comprehensive Plan Schedule -Page 3- December 2018: ▪ City Council: - 12/4/18 Southdale Experience Guidelines Public Hearing - 12/4/18 50th & France Public Hearing - 12/18/18 Greater Southdale District Plan Public Hearing - 12/18/18 70th & Cahill SAP Public Hearing January 2019: ▪ Consultant team: - 1/15/19 Draft Comprehensive Plan released for public review and 30-day comment period begins - 1/23/19 CPTF reviews/discusses draft Comprehensive Plan - 1/20/19 Open House for public comment on draft Comprehensive Plan February 2019: ▪ Consultant team: - 2/18/19 Comment period ends - 2/27/19 Planning Commission Public Hearing on Draft Comprehensive Plan March 2019: ▪ Consultant team: - 3/8/19 Responses to Comments document submitted to CPTF and released for public review - 3/13/19 CPTF review/discuss Responses to Comments document - 3/19/19 City Council Public Hearing on draft Comprehensive Plan - 3/20/19 Six-month review begins on adopted draft Comprehensive Plan Post Six-Month Review 2019 ▪ Consultant team: - 10/21/19 Revisions to adopted draft Comprehensive Plan are completed ▪ Planning Commission: - November Planning Commission reviews revised adopted draft Comprehensive Plan ▪ City Council: - December City Council Public Hearing on revised adopted draft Comprehensive Plan ▪ Staff: - December Adopted Comprehensive Plan is submitted to the Metropolitan Council Questions for Energy and Environment Commission October 11, 2018 Comprehensive Plan Discussion Below are current sections for Chapter 10 and their purpose to assist users in the context of this chapter. Note that these represent a combination of the draft elements produced by EEC, as well as the general format developed for the full comprehensive plan document. At the October 11 EEC meeting, we will ask the questions in the final column to ensure tone and content align with EEC’s recommendations. The overall goal is a chapter that is a helpful tool for City, EEC, and other implementing partners for the next 10+ years. Chapter Sections and Purpose Proposed Approach Questions for EEC Meeting 1. Chapter highlights • High level summary of what’s most important • For people quickly skimming the chapter Keep section, review content Does this summarize what’s most important to know? 2. Introduction – • This is the manifesto. This is driven by EEC. Keep section, review content Does this set the stage for what this chapter is about, and what is the focus for action? Simply stated, what are the overall principles that should guide all decision making and action? 3. Background • Includes statutory duties and past actions • Shows how current direction fits in context of prior decisions and actions Keep section, review content Does this succinctly tell the story of Edina’s accomplishments and decisions to date? 4. Definitions • Defines technical terms for purpose of clarity Keep section, keep recommendation these are added to the intro chapter Are there any terms missing? Any adjustments to these definitions? 5. Current Conditions • Level set of what’s going on at the time of chapter draft. Include data trends/current snapshot, with potential link to page for future ongoing updates. • Gives context to recommendations, goals and policies. Change content, keep section brief. May be a potential to merge the two sections. What information is most essential that the non-expert reader needs to know to demonstrate why this chapter’s approach is needed? (e.g. on topics of climate, emissions, resilience, energy, waste, leading by example, water, and development) 6. Trends, Challenges, and Opportunities • Education tool to assist readers in understanding why recommendations were chosen. • Gives context to recommendations, goals, policies. Chapter Sections and Purpose Proposed Approach Questions for EEC Meeting 7. Recommendations • Community priorities and avenues for a sustainable future Content should reflect EEC’s recommendations Does this provide enough direction in terms of what to do? Where does there need to be more detail in terms of approach on these topics? 8. Goals & Policies • Provides standards and accountability to guide actions towards desired ends; general enough to be flexible but not so much that measurement is impossible Content should reflect EEC’s recommendations What specific goals, policies, guidelines, indicators, etc., should be in place to guide actions and justify future time, expense, and effort? What topics are more settled/decided, and which ones need more exploration? 9. Appendix • Provide helpful resources and supporting information that do not need to be in the main document, but should be readily available for reference. • Used in part to ensure main chapter is not overly long or technical Content should reflect EEC’s recommendations What additional information is useful for context, but would make the main chapter too long? (e.g. existing trends and conditions, important supporting documents and studies, documentation of decision and process, etc.) What resources, ideas, tools, etc. should be available to guide decisions? FOLLOW UP ACTIONS • Get page counts for other chapters to assist in context on length (example Health is 13 pages long). Comprehensive Plan Discussion Directions to writers of Comp Plan: When writing the new chapter, keep it concise. Current chapter is too long with too much backstory. Chapter should be a summary, ideally less than 6 pages, with an appendix that can provide a history and examples that are more specific. When maps are added (i.e. gross solar potential map), add that the fact that the map was a point in time. If possible, add real-time or updated maps over time. Throughout the plan, EEC wants to see: • City operations be a leader. • City staff consider the impact of climate change on making decisions on staffing and services. • Environmental sustainability and stewardship framed in practical outcomes. Chapter template – Review layout and the purpose of each section. 1. Chapter highlights Keep section, review content 2. Introduction – This is the manifesto. This is driven by EEC Keep section, review content 3. Background - Includes statutory duties and past actions Keep section, review content 4. Definitions Keep section, keep recommendation these are added to the intro chapter 5. Current Conditions – level set of what’s going on at the time of the chapter draft. Data points. Gives context to recommendations, goals and policies. Change content, keep section brief. May be a potential to merge the two sections. 6. Trends, Challenges, and Opportunities – Education tool to assist readers in understanding why recommendations were chosen. Gives context to recommendations, goals, and policies. 7. Recommendations – Community priorities and avenues for a sustainable future Content should reflect EEC’s recommendations 8. Goals & Policies - Content should reflect EEC’s recommendations Chapter Highlights •Edina has a strong interest in taking a leadership role on sustainability. There are many options for how this can be pursued – from the scale of an individual household to national policy advocacy. •The climate is changing in ways that will increasingly impact life in Edina, including warmer winters, more extreme participation, strong storms and winds, and high summer humidity. As a community, Edina will need to respond with plans to mitigate climate impacts on the community and respond to local factors impacting the community. •An approach to sustainability can focus on key subject areas (e.g. energy, waste, air quality, natural habitat), but also should be reflected in the way the city is designed, developed, and functions. •Key decisions involve how the City operations leads by example, and what the community requires of each other, including residents, commercial businesses and industrial businesses. Introduction The citizens of Edina are ready for Edina to be a leader in sustainability and quality of life. Each development decision must consider the ‘triple bottom line’ – people, planet and profit – so that the economic factors are not favored over the health and welfare of the City’s natural environment and/or its residents in present and future decisions. The City of Edina supports environmental policy and practices values that positively impact the community. Environmental stewardship was identified as one of seven key strategic focus areas for the City. Vision Edina stated: “Community residents and stakeholders believe that Edina can take an active and ambitious internal and regional leadership role in embedding environmental stewardship principles through actions such as promoting more comprehensive recycling, smart building and energy efficiency practices.” •This includes clean energy, reduction of GHG emissions, clean water, responsible management of solid waste, clean air, transportation, ecological health, and wise management of natural resources. •This means actions throughout the city which includes all parts of the city: city operations, commercial, industrial, and residential. •This addresses trade-offs that occur when working to meet multiple goals, including environmental, fiscal/economic, and quality of life. •This proactively pursues resiliency and adaptation in the face of a changing climate. This chapter outlines existing conditions and progress to date as well as a framework for recommendations for the future to ensure the economic and environmental health of the community. Background (Edina’s Commitment to Sustainability) From the early 1970’s, with the establishment of its first Environmental Quality Commission, Edina has sought to be on the forefront of environmental and natural resource issues. The past decade in particular has represented strong action in that area, particularly around energy and climate change topics. The City of Edina established a citizen Energy and Environment Commission (EEC) in 2007 to promote sustainability initiatives and to advise the City Council. The commission is comprised of Edina residents focused on specific sustainability topics. The commission creates a work plan annually, and recent focus has been on carbon emission reduction. As of 2016, the EEC has been supported by a full-time staff sustainability coordinator. Since its founding, the EEC has overseen a number of sustainability initiatives, as summarized in the sidebar to the right. An early focus has been on municipal facilities, looking for opportunities for the city to lead by example. In 2007, the City Council set specific goals related to greenhouse gas (GHG) reduction:15% reduction by 2015, 25% reduction by 2025, and 80% reduction by 2050 (based on the state 2007 Next Generation Energy Act). These goals were incorporated in the city’s 2008 comprehensive plan. When the 2015 goal was not met, this was a wakeup call to do more. The Conservation and Sustainability Fund was created to fund a dedicated resource to manage and measure carbon reduction actions. An important tool in meeting future goals was the development of an energy action plan, to develop a citywide strategy for energy use reduction. In 2016, the City completed its Electricity Action Plan, the first element of this plan. Additional action plans are anticipated to be completed in the following years, as outlined in this plan. Current conditions Pick out a few pieces that correlate with trends and opportunities and insert it there. Trends and challenges Climate change – Climate change is a global challenge, with local implications regarding impacts and policy. Addressing this will require coordinated change on many fronts – including reduction of emissions, promotion of alternative energy sources, and alterations in consumption patterns and waste. Climate resilience – In response to the impacts of climate change, there is a need to develop climate resilience – defined as the ability to absorb and respond to stresses, and to adapt and evolve accordingly. The key changes in weather patterns that the MN DNR Climatologist is predicting include warmer winters, more extreme precipitation, strong storms and winds, and high summer humidity. Developing a resilience strategy will include identifying and responding to climate vulnerabilities in the community, in terms of both people and resources. Energy –Sustainability best practices support continued energy efficiency and expanded use of alternative energy sources which replace large GHG emissions sources. Costs for renewable energy have reduced significantly at a commercial level. The cost of wind is on parity with coal generation. However, there are still issues regarding the availability and affordability of renewable energy generation on small residential scale (solar photovoltaic systems on a home). Conversion to renewables cannot be done overnight as there is significant infrastructure investment around current energy generation that will take time and resources to replace. Additionally, continued focus on efficiency use of energy generated will be critical to reducing emissions, keeping costs down, Waste - Sustainability also leads to an increased focus on a reduce/reuse/recycle approach to resources – with the goal of reducing overall waste generated. It is critical to capture materials from the waste stream that can be reused. The market for materials continues to change which makes recycling expensive to complete. These macro level systems will be challenging for a small community, like Edina, to change. However, education and behavior changes for city operations, residents and businesses to alter their purchasing and disposal practices will be critical for successful recycling and waste reduction. Leading by Example – The City of Edina can set an example for sustainability best practices through its own operations and facilities. It will be important to look at the complete lifecycle of purchases and processes to determine the opportunities to meet sustainability goals and improve the community’s health and resiliency. This will need to be done through a triple-bottom line lens, which identifies the true financial, environmental, and societal costs to allow productive discussion and decision making about the level of commitment needed. Natural Habitat - Much of the land in Edina has been removed from its original ecological and natural function to make way for human development. While development impacts will remain, there are opportunities to retain, restore, and connect natural habitat areas within the city. A fuller picture emerges when looking at how this developed area fits into the larger ecological context of the region. Water – Water quantity and quality must be wisely managed to deliver core services of drinking water distribution and source protection, sanitary sewer service, flood protection, runoff management, and clean surface water (lakes, creeks, ponds, and wetlands). Climate change and land use decisions have the biggest impacts on the resilience of our water resources systems. Density and Development: As the City considers development and density options, they must consider the trade-offs to the environment. Meeting the carbon reduction goal will necessitate discussions on tradeoffs in development, density, and their carbon impacts. For example, density can provide a lower carbon footprint per resident and new development can be more energy efficient. But increasing the population through density may increase the community’s overall carbon footprint. Recommendations Utilize a myriad of tools available. There are different tools for the City to use and support the community’s goals. The right tool depends on the need and goaled outcome: • Policy – The city will focus through staff and commission to amend and approve policies that support sustainable actions, meet sustainability goals, and meet the needs of the community. • Education – We encourage city to connect on policies, learn best practices. a. We will use opportunities with city staff, EEC, organized neighborhoods, neighbor-to- neighbor, and business organizations to promote sustainable actions. • Alliances – Edina is a part of a larger community. It is important to build alliances across City Commissions, with Edina School District, Chamber of Commerce, Hennepin County, and other government entities within the region to connect on policies, learn best practices, and share resources. • Measurements – Develop and utilize existing tools for benchmarking and metrics to monitor and reach stated goals Understand there are different actors and their roles and impact on sustainability varies: • City facilities – City facilities and operations will lead by example and commit resources to achieving our sustainability goals. This would include: o Integrating strategy, planning, and budgetary decisions o Encouraging city staff to embed sustainability into decision-making, budget process, capital improvements and build alliances across City Departments. o Operations – Green building policy, net new city buildings Operational aspects (like irrigation, tree canopy and green space). Share resources example (South Metro training center). o Reporting – setting baselines and report out on (e.g. energy utilization, purchasing, new buildings) • Commercial and Industrial Facilities – In addition to private businesses, this includes non-city owned government and nonprofit entities, as well as multifamily and mixed-use development o Constructions and Design – encourage green buildings, energy guidelines, give to get options, deconstruction o Operations – encourage energy consumption and efficiency, minimize waste and optimize processing of waste stream with zero waste being target goal, water quality, water drainage o Capturing opportunities to educate (with appendix of big ideas) o Drainage and impervious surfaces, run-off plans o Energy efficiencies and renewable energy options o Lawns and plant diversity – permeable lawn, grass (appendix the weed ordinance), tree policy o Rebate and financial options • Single family Residential o Utilize policies available to support green buildings (design, materials, etc.), energy efficiency and residential energy options, responsible demolition, pervious surface use, smart water use (e.g. irrigation), reduction of waste, and increase in plant biodiversity (including tree canopy and green space). Give to get options was mentioned as a policy form. o Continue to reassess policies that impact drainage and impervious surfaces (i.e. construction permits needing runoff plans) and look for ways to stack benefits (i.e. utilizing native plants that can absorb runoff, support pollinators, and clean water versus use of a buried cistern) o Support pollinators, tree canopy, biodiversity and native plants o Beyond policy, look for opportunities to educate (with appendix of big ideas) XXXXXX 1. Density and Development: As the City considers development and density options they must consider the trade-offs to the environment. Meeting the carbon reduction goal will necessitate discussions on trade-offs in development & density and their carbon impacts. For example, density can provide a lower carbon footprint per resident and new development can be more energy efficient. But increasing the population through density would increase community the community’s carbon footprint. 2. On the regional scale, it is generally more sustainable for development to be located in developed communities that are well-served by infrastructure, rather than on the outskirts where undeveloped land is being consumed and infrastructure is being created and extended, creating a larger carbon footprint. However, at the local level, as the City considers development and density options it must consider local impacts to the environment. Meeting the carbon reduction goal will necessitate discussions on trade-offs in development and density and their carbon impacts. For example, growth can provide a lower carbon footprint per resident and new development can be more energy efficient. But increasing the population would likely increase the community’s net carbon footprint overall (though possibly not at a per capita level). Stopping density within the city will not solve sustainability problems and meet sustainability goals, but accommodating growth does require investigation of ways to grow more sustainably, and to seek to decouple carbon increases from economic growth. There are key areas to focus sustainable action • Solid waste – Encourage all to think of their waste footprint, use the waste reduction pyramid (i.e. rethink, reduce, reuse, recycle), and anti-littering to reduce waste and its impact on the environment. o As we manage waste (i.e. trash, recyclables, and organic recyclables), continue to find ways for reduction via pick up options, hazardous waste, green demolition, sharing economy, and the circular economy. • Energy – Commission to review the LoGoPEP work o The city will consider energy resources and reduction and their impact on our city’s goals. o Continue to look for opportunities for renewable resources • Water – See Water Chapter and notes below. Water is governed by the water chapter. Here are the guiding principles: o Sewage management – Monitor environmental opportunities such as grey water o Surface water management - Create resilience plan for severe weather events and volatility. Consider the effects of development and increased impervious surfaces on stormwater management. Encourage resiliency systems. o Water quality – Protect water quality including the connection between stormwater and groundwater policy and continue to consider the factors affecting water quality o Wetlands – value the protection of wetlands o Water supply – value the protection of the water supply • Air Quality – Promote clean energy and other actions to improve air quality such as reducing transportation emissions • Trees – Tree canopy has many stacked benefits (carbon sequestering, reduction in heat island effect, storm water mitigation, supporting wildlife, etc.). Review policy and actions that support tree canopy and benefits. • Natural Habitat – Consider other natural resources such as soil, natural habitat, and sunlight. • Environmental Contamination – Reduce pesticide and fertilizer use. Goals and Policies Goals: Goals are our way to prioritize actions, get resources, and measure our actions. Meeting these goals will require trade-offs by communities. • GHG goal: 30% Greenhouse gas (GHG) emissions reduction by 2025, 80% emissions reduction by 2050. • Waste goal: Reduce residential waste 75% by 2030. • Facilities lower and report electricity greenhouse gas emissions annually to meet 30% reduction goals by 2025 a. 750 homes take energy savings actions each year, saving 562,000 kWh annually, or 395 metric tons of CO2 equivalent. b. 100 new Windsource or Renewable Connect subscribers annually c. Reduce and/or offset 2% of electricity usage annually, which is 7.3 million kWh, equivalent to 5,140 metric tons of CO2.* • Additional ways to promote action planning. • Other government entity and community goals (reference water section for water goals) • Equitable distribution of environmental benefits Definitions Environment includes factors that act upon a community and ultimately determine its form and survival, including the impact humans have on natural resources. Sustainability means protecting regional vitality for future generations by preserving our capacity to maintain and support our region’s well-being and productivity. Resilience is the ability to recover from a disaster that could have been prevented or mitigated with sustainable practices. ***END*** Notes for Other Chapters and Commissions: Planning • Density and Development discussion: Overall impact of density within the geographical outlines. Density can provide a lower carbon footprint per resident, but increase the population would increase community the community’s carbon footprint. • Live, work, and play. Development that is more efficient has mixed use, which allows people to cut their transportation carbon footprint when they live and work in close proximity. • Look for opportunities for district level sustainable, environmental, and resiliency benefits. Water – Questions for the Water section when reviewed • Sewage management – No comments. Will grey water come into effect? • Surface water management - o Stormwater - Creating resilience plan for severe weather events and volatility. Encourage resiliency systems o Water quality - Consider the connection between stormwater and groundwater policy o Wetlands - Do we talk about the relationship development and wetlands? Ask Jess if we have a map on wetland • Water supply – No comments Appendix: Collection of Sustainability Ideas and Specifics Solid Waste - Incorporate consideration of waste into every aspect of plan - think of the waste hierarchy: reduce, reuse, recycle - Any new commercial development should incorporate 3-stream waste collection - Consideration for organics both in production and collection - i.e. new food establishments take packaging and waste collection into consideration - Keep all new technologies and innovations in regards to waste on the table - Educate citizens on waste at every opportunity - Public spaces need to have 3-stream waste receptacles conveniently located for citizens - Events should consider waste in their planning. Both packaging and waste collection should be part of permit/expectation - Consider opportunities for citizens to dispose of waste materials at centralized location - i.e. a day where there is an electronics collection at a central drop-off - Construction and demolition requirements or options for greener practices. This could include reusing materials and/or more environmental considerations when building - Parks using a percentage of compost in turf management and in planting beds Energy -Consideration of self generation or self sourced generation: -Look into costs for on site generation or programs to source directly from remote sources -Consider long term environmental impact relative to city goals -Consider carbon free sources or programs giving Renewable Energy Credits to end users -Explore benefits of all electric sites and partnerships with utilities to off set potentially higher bills -For larger developments consider on site generation, district energy systems, or district thermal options (Natural Gas use on site will always have carbon emissions) - Consider the impact of community solar gardens -If the new home construction boom continues, consider local rebates/incentives to make homes more efficient, resilient , & sustainable. Consider incentives for reused materials or products sourced through in-state companies. (Discount on permit fees? Free LEDs throughout the house is builder/owner meets ____ efficiency level or a percentage of recycled materials. Wetland - Achieve no net loss of wetlands - Discourage wetland alteration. - administering the Wetland Conservation Act - update the wetland inventory data - restore previously existing wetlands - buffer zones of native vegetation - minimization of water level fluctuations - Involve the appropriate regulatory agencies (MPCA, U.S. Army Corps of Engineers, and the MnDNR) in the planning of any proposed water quality or flood control facilities Natural Habitat - Address invasive species - Encourage native plants, especially pollinator-friendly plants - Encourage large tree preservation - Encourage increasing tree canopy - Capture education opportunities for teaching eco-systemsReduce pesticide and fertilizer use Water - Road salt best practices for overall reduction of chlorides to surface water receptors - Irrigation system best practices including upgrades and incentives for overall water use reduction - Incentives for potable water use reduction (business, residential) - Long term drinking water sustainability, well redundancy, and water quality (including emerging chemicals of concern) - Leveraging available new technologies that optimizes electricity usage and well maintenance. - Resilient storm water management - Incentives to reduce the proliferation of single use plastic water bottles - Building / new structure enhancements that optimize water usage including options for gray water systems - Continued long term water use coordination with water water shed agencies, County, and adjacent communities. - Innovative use of rainwater run-off for activities such as watering plants (refer to U of M operations example) Below is content from EEC recommendations and content created specifically for Edina created from EEC Recommendations, content shared at Comprehensive Plan meetings, and City strategy plans like Vision Edina. After review of Chapter 10. Consultant will ask a few questions on EEC’s recommendations of need for an appendix and direction for content to insert in an appendix. Collection of Sustainability Ideas and Specifics from EEC Solid Waste • Incorporate consideration of waste into every aspect of plan - think of the waste hierarchy: reduce, reuse, recycle • Any new commercial development should incorporate 3-stream waste collection • Consideration for organics both in production and collection - i.e. new food establishments take packaging and waste collection into consideration • Keep all new technologies and innovations in regards to waste on the table • Educate citizens on waste at every opportunity • Public spaces need to have 3-stream waste receptacles conveniently located for citizens • Events should consider waste in their planning. Both packaging and waste collection should be part of permit/expectation • Consider opportunities for citizens to dispose of waste materials at centralized location - i.e. a day where there is an electronics collection at a central drop-off • Construction and demolition requirements or options for greener practices. This could include reusing materials and/or more environmental considerations when building • Parks using a percentage of compost in turf management and in planting beds\\ Energy • Consideration of self generation or self sourced generation: • Look into costs for on site generation or programs to source directly from remote sources • Consider long term environmental impact relative to city goals • Consider carbon free sources or programs giving Renewable Energy Credits to end users • Explore benefits of all electric sites and partnerships with utilities to off set potentially higher bills • For larger developments consider on site generation, district energy systems, or district thermal options • (Natural Gas use on site will always have carbon emissions) • Consider the impact of community solar gardens • If the new home construction boom continues, consider local rebates/incentives to make homes more efficient, resilient , & sustainable. Consider incentives for reused materials or products sourced through in-state companies. (Discount on permit fees? Free LEDs throughout the house is builder/owner meets ____ efficiency level or a percentage of recycled materials. Wetland • Achieve no net loss of wetlands • Discourage wetland alteration. • administering the Wetland Conservation Act • update the wetland inventory data • restore previously existing wetlands • buffer zones of native vegetation • minimization of water level fluctuations • Involve the appropriate regulatory agencies (MPCA, U.S. Army Corps of • Engineers, and the MnDNR) in the planning of any proposed water quality or • flood control facilities Natural Habitat • Address invasive species • Encourage native plants, especially pollinator-friendly plants • Encourage large tree preservation • Encourage increasing tree canopy • Capture education opportunities for teaching eco-systems • Reduce pesticide and fertilizer use Water • Road salt best practices for overall reduction of chlorides to surface water receptors • Irrigation system best practices including upgrades and incentives for overall water use reduction • Incentives for potable water use reduction (business, residential) • Long term drinking water sustainability, well redundancy, and water quality (including emerging chemicals of concern) • Leveraging available new technologies that optimizes electricity usage and well maintenance. • Resilient storm water management • Incentives to reduce the proliferation of single use plastic water bottles • Building / new structure enhancements that optimize water usage including options for gray water systems • Continued long term water use coordination with water water shed agencies, County, and adjacent communities. • Innovative use of rainwater runoff for activities such as watering plants (refer to U of M operations example) Below is content created for Chapter 10. It will be important to include some data to show a baseline and the ‘why’ behind chosen topics and goals. This can be done by writing into the chapter, an appendix, and providing references or links where data will be found in the future. Current Conditions Much of the data in this section is drawn from Edina’s participation in the Regional Indicators Initiative, a Twin Cites metro project to measure municipal performance data. Cities who participated in this initiative did so as part of a commitment to increase their overall efficiency and level of sustainability. Data was collected across areas of energy, water, travel, and waste, and corresponding GHG emissions and costs were calculated for each area. For the purposes of comparison, data are also included for several adjacent communities with comparable conditions. Energy Use Energy use in Edina and comparable communities has been gradually decreasing over time, coinciding with a focus on increasing energy efficiency. Commercial energy use accounts for a larger portion of the city’s energy use than residential, which aligns with the fairly high ratio of jobs to residents in Edina. An analysis of electricity use from 2014 showed that the community used a total of 584 million kWh of electricity. Commercial and industrial use accounted for 60% of the total, residential use was 34%, and municipal and school operations were 5%. When considering energy used per capita, Edina consumes the second largest amount of energy (behind Bloomington). In 2013, Edina consumed 27.6 tons of carbon dioxide worth energy per capita per day. However, this may be changing; Edina may drop to third largest consumer due to a combination of Edina residents’ decreased energy use and increased energy use per capita of Minnetonka residents. When digging into the numbers, Residential energy use per capita is higher than other comparable suburbs and uses 25% more electricity per capita than the average Minnesota city. Water Use Edina’s water use decreased from 2007 to 2010 and has been increasing since. Among neighboring cities, Edina consumes the third most amount of water (behind Bloomington and Eden Prairie, and just ahead of Minnetonka). Unlike energy, more of the city’s water use comes from single family residential uses. Commercial water use in the city had been one of the lowest among neighboring cities, but it has been increasing since 2009 and is now the second highest among neighboring cities. This change is likely due to both increased commercial water use in the city (including from new multifamily development) and decreased commercial water use in Eden Prairie and St. Louis Park. Compared to the peer cities, Edina consumes the most water on a per capita basis, at around 133.8 gallons per capita per day. Vehicles Miles Traveled Compared to neighboring cities, Edina has a median value for total vehicle miles traveled. From 20072013, total vehicle miles have fluctuated between 495 million and 510 million miles annually (about 13,600,000 range). Most cities experienced similar ranges, except for Bloomington. Bloomington saw a sharp decrease in the number of vehicles miles traveled in 2010 (about 200 million miles fewer), and total miles have remained close to 2010 totals since. In 2013, total vehicle miles traveled per capita per day was 27.88 miles. This rate has been very gradually decreasing since 2007 when the total was 29.69 miles per capita per day. Among neighboring cities, Edina falls in the lower half of total vehicles miles traveled Waste Production Given available data, most communities have somewhat plateaued in terms of waste reduction efforts. Edina and neighboring communities cut tons of waste and tons of CO2 emitted from 2007 to 2010 but have struggled to make further reductions. In 2013, Edina produced nearly 55,000 tons of waste, creating about 9,900 tons of CO2 emissions. Waste per household per day has decreased in Edina and neighboring communities, but the rate of reductions decreased after 2009. In Edina, the amount of landfilled and incinerated trash has decreased while the amount of recycled trash has remained fairly constant. MPCA’s Metropolitan Solid Waste Mater Plan 20162036 was approved on April 6, 2017 and outlined the goals of municipal solid waste with a goal of recycling 75% of waste by 2030. To meet this, the state and County are focusing on diverting organic food waste from landfills. Hennepin County is proposing to amend Ordinance to require cities like Edina to provide residents the opportunity to recycle organics by 2022. Solar Access Protection One important contribution the City can make in the transition to renewable energy sources is to protect the access that individual residents, businesses and industry have to renewable sources of energy. Active solar rooftop collectors and passive solar technologies require maximum exposure to sunlight, which may be challenging in a developed environment. To help ensure that sufficient exposure is available for all homeowners and businesses, the City already has ordinances for building setbacks, building height restrictions, and maximum lot coverage. At present, there are still very few houses with solar energy systems, likely due to high costs and logistical considerations associated with installation. The University of Minnesota has developed a highresolution statewide solar resource map that allows cities to calculate how much electricity they could potentially receive from locally installed solar energy systems. These data (see Figure XX) were used to calculate Edina’s solar resource, in terms of potential for energy generation. The solar map shows the location of the best sites solar installations and helps identify where there may be potential land use conflicts with solar development. Table XX shows the amount of solar energy reasonably available for development in Edina. The gross potential includes the total available resource, regardless of location; rooftop capacity and generation include only the resource available on the rooftops of commercial buildings located in the city. Table XX – Hopkins Gross and Rooftop Solar Generation Potential Total Generation Potential (MWh/year) 16,700,686 Rooftop Potential (MWh/year) 2,739,861 Gross Generation Potential (MWh/year) 1,670,068 Roof Generation Potential (MWh/year) 273,986 These calculations assume a 10% conversion efficiency and current (2016/17) solar technologies. The average home in Minnesota consumes between 9 and 10 Mwh/year (Solar Energy Industries Association; US Energy Information Administration). Using only Edina’s rooftop generation potential, 27,00030,000 homes could be powered by solar energy annually – more than the total number of existing units in Edina. Actions by the City of Edina that promote solar access and energy usage – such as facilitating financing mechanisms like PACE financing and maintaining updated development regulations and incentives – can result in wider adoption of solar energy in Edina. Another alternative is participation in community solar gardens, which provide people an opportunity to support renewable energy through membership in a large solar array located in a sunny open area. The Edina Community Solar Garden, located on the roof of the Public Works and Park Maintenance Facility, is fully subscribed at the time of this writing with 68 households participating. Environmental Stewardship In Vision Edina (2015), the city’s strategic vision framework, environmental stewardship was identified as a strategic focus area. Participants in the process were more supportive of environmentally responsible policies and practices than any other issue area. This reflected an awareness of the impact of the built environment on the natural environment, and a sense of individual and collective responsibility to address this. There also was a strong belief that that Edina can and should take an active and ambitious internal and regional leadership role in embedding environmental stewardship principles through actions such as promoting more comprehensive recycling, smart building, and energy efficiency practices. The process cited a number of issues to be addressed, including lack of financial incentive for the private sector to pursue environmentally sensitive practices, lack of coordination in waste removal and other environmental services, and increased pressures on City infrastructure and the environment resulting from growth and change. Climate Change The role of a community in addressing the global issue of climate change is necessarily limited as a smaller city not on the global stage. However, the City of Edina has committed to several actions within the community to support this goal. In 2007, Edina joined over 700 cities in signing the U.S. Mayors Climate Protection Agreement. The same year, the City Council voted to join the International Council of Local Environmental Initiative (ICLEI) Cities for Climate Protection (CCP). Copies of these agreements and their related milestones and objectives can be found LINK/APPENDIX. The significance of these actions is a commitment on behalf of the city to identify actions to reduce greenhouse gas emissions in the community, primarily through reduction of dependence on fossil fuels. Strategies covered include pursuing clean and efficient energy alternatives, supporting sustainable development approaches, promoting alternative transportation options, encouraging green building techniques, using energy efficient equipment and fleets, increasing water system efficiency, encouraging recycling, maintaining urban forests, clean water landscaping, native prairie restoration, and many related initiatives. Since addressing climate change covers a broad range of topics, they are each discussed in more detail in the following sections Energy Efficiency and Alternatives Addressing energy efficiency and promoting the use of renewable energy alternatives to fossil fuels is a key part of the climate change agenda. At present, the majority of energy consumed in Edina uses non- renewable sources, and (though progress has been made) Edina consumes energy at a higher rate than many other communities. Through the City’s Electricity Action Plan and other assessment work, the City has been engaged in understanding energy usage patterns in the city, and identifying strategies to promote solutions that fit for the community. The approach to addressing energy efficiency and alternatives in Edina has been focused on two main areas of influence: leading by example through municipal facilities and operations, and encouraging and incentivizing private sector action. Solar access protection, a state-required element, is also part of the City’s approach to promoting alternative energy. Municipal Facilities and Operations A core priority of the City and the EEC has been to lead by example by operating city facilities sustainably. To ensure action, City Council setup the Conservation and Sustainability Fund to establish a dedicated resource and funding for initial energy efficiency investments. Currently, the efficiency projects are focused on facilities with a high Energy Use Intensity (EUI) and purchasing high efficiency products when a system, like lighting or HVAC, come up for replacement. Transportation is another GHG emitter. The current fleet is being reviewed and recommended actions are being implemented to meet a 30% reduction goal. Private Sector Development The City’s influence on the private sector is less direct, but no less important. The City has taken on a role of supporting community education around energy efficiency and other sustainability initiatives. Examples of initiatives include home energy fairs and energy house parties. These efforts also involve partners such as the Home Energy Squad or Center for Energy and the Environment, and tabling at other community events. Education with businesses in the community regarding opportunities to increase energy efficiency, such as utilizing programs, have proven more challenging as there are many decision makers between tenant, property manager, and building owner. Cities have taken on green building policies, energy benchmarking, and other policies to ensure data and standards are available to assist in encouraging sustainable building construction and maintenance. To date, the City has created a toolkit for builders when applying for permits that encourages sustainable practices. There may be additional need to revisit regulations to determine if additional incentives or requirements are merited to further encourage sustainable development. Sustainable Buildings and Sites The built environment has a significant impact on the natural environment, particularly in a city like Edina that is already fully developed. Investment in sustainable building and site practices – either in new or renovated projects – can have a significant impact on energy efficiency and reduction of energy costs and GHG emissions. On the regional scale, it is generally more sustainable for development to be located in developed communities that are well-served by infrastructure, rather than on the outskirts where undeveloped land is being consumed and infrastructure is being extended, creating a larger carbon footprint. However, at the local level, as the City considers development and density option they must consider local impacts to the environment. Meeting the carbon reduction goal will necessitate discussions on tradeoffs in development and density and their carbon impacts. For example, growth can provide a lower carbon footprint per resident and new development can be more energy efficient. But increasing the population would likely increase community the community’s carbon footprint overall (though possibly not at a per capita level). Stopping density is not the answer but growth does require investigation of ways to grow more sustainably, and to seek to decouple carbon increases from economic growth. For building construction and design, particularly in the case of larger scale development, the City encourages developers to consider and pursue green building standards and sustainable energy guidelines. The “give to get” city development review process provides an opportunity to discuss how the developer and City can achieve a project that benefits the community. A green building policy will provide clear direction to developers. The City encourage best management practices in building and site design and maintenance that: • Support green building development, including design, materials, and operations • Encourage responsible demolition practices • Promote energy efficiency and renewable energy options • Minimize waste, and optimize processing of the waste stream with zero waste being the target goal • Reflect best practices to support water quality through drainage plans, stormwater management, and limitations on impervious surface • Encourage sustainable lawn management, plant biodiversity, and tree canopy development • Investigate ways to stack benefits, such as native plants that absorb runoff, support pollinators, and help clean water • Support smart water use policies that conserve and reuse water, such as grey water Education and outreach is always the first step, and can be incentivized with tools such as rebates and other financial options. Education and outreach are useful tools that we should continue to use; however, we should recognize that the impact of education alone is limited. Beyond these actions, many cities explore regulatory tools, either at the local level or through state action, that provide additional reinforcement and consistency to sustainable practices. Natural Environment Protecting the natural environment in Edina is an overall goal for the community. In a practical sense, that means addressing impacts of development and human activity on natural resources, and addressing ways to mitigate those impacts. Focus areas include waste reduction, water quality, air quality, ecology and habitat, and the city’s tree canopy. Waste Reduction The City of Edina has pursued waste reduction and recycling programs since the 1970’s, and continues its commitment to the present day. The City has adopted the long-standing Minnesota waste hierarchy to prioritize policies and actions: • Rethink. Rethinking how to approach waste can provide new directions for how to use resources. The City encourages all to think of their waste footprint as a starting point to reduce waste and its impact on the environment. • Reduce. Recent emphasis on the “sharing economy” – where people share resources rather than purchase their own – is very consistent with reduce policies. Opportunities to efficiently share vehicles, space, tools, or other elements can be both cost effective and good for the environment. Limiting the use of disposable materials at the City operations level can also help in this area. • Reuse. Reuse policies fit in well with sustainable building and design practices, which include green demolition approaches as well as use of reclaimed and recycled materials over new ones. The concept of a circular economy (where resources are repeatedly used to extract the maximum usage, before recovery and regeneration) forms a model for how resources can be used more sustainably than a traditional linear system. • Recycle. The City’s current recycling program involves biweekly curbside single sort collection. Drop off sites are available at the county level for larger items, and items with hazardous content. Air Quality Outdoor Air Quality The quality of the air in Edina is a significant determinant to the health and comfort of the city’s residents. Pollutants in the air can cause anything from minor irritations or annoyances to serious respiratory health problems. In Edina, the outdoor air quality is generally very good; however, there are certain sections of the city, which are at particular risk for degradation of air quality – mostly due to auto emissions during traffic congestion. Air quality in a metropolitan area is greatly influenced by factors outside the control of an individual community. However, the City can seek to promote cleaner air through policies that reduce mobile source emissions, namely automobile traffic, by encouraging alternative forms of transportation. On a more granular scale, the City can limit practices such as open burning and small engine equipment which high levels of emissions. Indoor Air Quality Indoor air quality is also a consideration, though with different factors to consider. Poor indoor air quality is typically linked to presence of contaminants and/or poor building system condition or maintenance. Remedies are typically consistent enforcement of building codes and public health standards, which are largely already addressed in city and state regulations. Ecology and Habitat While natural ecological system and habitat have been significantly impacted by development in Edina over the past century, they are still present. A diverse array of plants and animals live alongside people in the city – and positive steps are possible to ensure ecological functions are protected, enhanced, and restored. Protecting, enhancing, and restoring ecological systems in Edina involves a range of best management practices to mitigate impacts of pollution and runoff. This can include brownfields remediation in the case of contaminated soils or groundwater. It can also involve promoting connectivity in green space, to allow for more functional habitat for plants and wildlife. The City’s actions will be a blend of regulation, education and encouragement, programmatic approaches, and capital investment. Programmatic approaches would include municipal best practices, and operations and maintenance such as street sweeping. A couple focus areas of the city related to this topic have been reduction of excessive pesticide and fertilizer use, and promotion of plantings that support pollinators. These are related to goals regarding biodiversity and the use of native plants where possible. An example is Braemar Golf Course’s Academy 9 native restoration, completed in 2016. The restoration included more than 13 acres of prairie and oak savanna restored, more than 29,000 square feet of wetland buffer planted, and expansion of a water quality pond. Managing and expanding this native restoration is a long-term commitment. Tree Canopy The City of Edina has a substantial tree canopy throughout much of the city. Tree canopies have many stacked environmental benefits such as carbon sequestering, reduction in heat island effect, storm water mitigation, and supporting wildlife. Actively managing the tree canopy diversity will be important maintaining its health and resiliency to the changing climate and diseases like Emerald Ash Borer. The City should review policies and actions that support the establishment and maintenance of a tree canopy and benefits. Water Water resources are an essential element of the City’s environment, and a key element for its life and health. The Water Chapter covers this topic in depth. Some potential priority areas related to water and environmental sustainability are listed below: • Water supply. PLACEHOLDER – COMPLETE WITH INPUT FROM ENGINEERING STAFF • Surface water management. PLACEHOLDER – COMPLETE WITH INPUT FROM ENGINEERING STAFF • Water quality. Encouraging more sustainable practices related to salt usage to reduce pollution of waterways. Goals and Policies Environmental Stewardship Goal: Take a leadership role in promoting environmentally responsible policies and practices. 1. Develop a comprehensive citywide environmental management plan that explores and includes best practices in water management, biodiversity, green space management, streetscape enhancement and waste management. 2. 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. 3. Continue to identify a series of environmental flagship pilot projects to bring stakeholders together and begin exploring creative solutions. 4. Develop incentives for individual households to take an active role in the overall city responsibility for environmental management. Climate Change Goal: Support statewide and national efforts to meet or beat targets for reducing greenhouse gas emissions. 1. Support state and federal efforts to implement policies and programs in support of greenhouse gas emission goals, including reduction of dependence on fossil fuels. 2. Strive to meet or exceed Paris Climate Accord and Next Generation Energy Act targets for reducing greenhouse gas emissions. 3. Inventory greenhouse gas emissions in city operations and in the community and set reduction targets and timelines to reduce those emissions. 4. Create a holistic climate action plan that tackles both climate mitigation and climate adaptation. Energy Conservation and Alternatives Goal: Improve energy efficiency consumption in the city, and replace fossil fuels with renewable sources where possible. 1. Increase the use of clean, alternative energy by advocating for the development of renewable energy resources. 2. Make energy efficiency a priority across city programs, policies, regulations, and investments. a. Create benchmarks of current energy use in all public facilities and set a goal to reduce energy use and costs. b. Monitor energy usage at public facilities and make changes and investments as needed to increase overall energy efficiency and reduce cost. c. Pursue the reduction of emissions from municipal fleet vehicles through “green fleet” practices, including the use of high efficiency and alternative fuel vehicles, no- idling, reduction of discretionary trips, and vehicle sharing. d. Implement purchasing guidelines for city procurement that address energy efficiency and alternative energy. e. Work with public and private institutions to support the development of renewable energy pilot projects in the city. 3. Develop goals for energy efficiency, implement through policies and programs, and monitor and verify results. Goal: Encourage private property owners to pursue energy efficient practices in the construction and maintenance of their homes, businesses, and commercial properties. 1. Inform residents of the opportunities available to them to control and reduce their energy consumption. 2. Create incentives in the form of tax rebates and low interest financing to reduce residential energy demand and promote renewable energy and low-carbon energy use. 3. Promote the adoption by homeowners, builders, and remodelers of city and state government energy guidelines, with the goal of meeting LEED certification standards for new constructions. 4. Encourage the use of green building materials and sustainable site design to reduce the need for summer cooling and winter heating. 5. Inform and educate builders, property owners, and businesses about energy conservation and alternative energy opportunities, including tax incentives or rebates. 6. Support the development of locally generated renewable energy by to power part or all of the energy needs of a private development. 7. Explore opportunities for establishing district energy systems where appropriate, to promote a more efficient and cost effective energy solution. Goal: Meet or exceed state standards regarding solar access protection. 1. Continue to enforce setback, building height, and lot coverage ordinances that can serve as protection to solar access 2. Become SolSmart certified to ensure policies, permitting, and inspections processes do not inhibit solar access. 3. Consider access to solar protection when reviewing variance requests. 4. Promote the use of active and passive solar energy for heating, lighting, and other aspects in design, construction, remodeling, and operation of City buildings. 5. Leverage the Solar and Wind Access Law to establish polices that restrict development for the purpose of protecting solar access. Sustainable Sites and Buildings Goal: Encourage sustainable development patterns that reduce dependence on fossil fuels. 1. Adopt and enforce land use policies that reduce sprawl, preserve open space, and create compact, walkable urban communities. 2. Promote transportation options such as bicycle facilities, commute trip reduction programs, incentives for carpooling, and public transit. 3. Encourage and incentivize sustainable building practices using the Minnesota B3 Guidelines, U.S. Green Building Council's LEED program, or other standards. 4. Evaluate adopting ordinances and policies to provide incentives for energy efficiency, renewable energy, and reductions in greenhouse gases. 5. Continue to implement City’s sustainability purchasing policy that considers the environmental impact of City purchases. Environmental Quality Goal: Pursue a reduction in overall waste through initiatives to reduce, reuse, and recycle materials. 1. Continue to operate a household recycling program for single-family and multi-family housing, encouraging the 3 R’s, reduction, reuse, and recycling. 2. Encourage home composting of organic wastes, including food scraps and yard waste. 3. Support citywide co-collection of Source Separated Organics with yard waste. 4. Encourage local businesses to participate in waste reduction programs such as the Minnesota Chamber of Commerce’s WasteWise program. 5. Encourage proper disposal of hazardous and other problem materials such as e-waste through public education about opportunities and regulations around disposal. 6. Educate consumers on how to avoid purchasing products with environmentally harmful ingredients and instead buy “green.” 7. Recommend changes to the City purchasing policy to encourage the use of materials that are re- usable, recycled, compostable, or which use minimal packaging. Incentivize city vendors to deliver products in reusable containers. 8. Expand the range of plastics that can be included in residential recycling as markets permit. 9. Encourage greater recycling among local businesses. 10. Identify an Edina site that would produce renewable energy from city waste, such as an anaerobic digester, away from residential areas. Goal: Encourage best practices to reduce air pollution and maintain good indoor and outdoor air quality. 1. Cooperate with enforcement of the Clean Air Act and other laws and regulations relating to air quality including the Minnesota Clean Indoor Air Act. 2. Encourage and consider requiring mechanical ventilation systems in new homes. 3. Provide incentives for building practices that improve indoor air quality. 4. Encourage property owners to plant trees along roadways where possible to help reduce traffic noise and absorb CO2. 5. Maintain healthy urban forests on public lands and streets to increase shading and absorb CO2, and encourage private property owners to do the same. 6. Enact an ordinance that restricts vehicle idling in Edina and post ‘No Idling’ signs at all schools and public parking lots. 7. Promote the use of renewable energy sources at the local and state levels to reduce the amount of particulate matter generated by coal plants. Goal: Support the protection, enhancement, and restoration of natural ecological systems and habitat, in the context of a developed environment. 1. Support the cleanup and remediation of brownfields where appropriate. 2. Encourage open space and site design that provides connectivity in green space, and supports habitat and ecological function. 3. Investigates strategies to reduce of excessive pesticide and fertilizer use and to limit runoff. 4. Promotion of plantings that support pollinators, and encourage biodiversity and the use of native plants where possible. 5. Encourage the development and maintenance of a healthy urban tree canopy. Implementation Implementation Strategy The City of Edina has a range of tools and strategies that it can use to implement these goals and policies. These include: • City Budget and Operations. The most direct control the City has is over how it manages its own internal systems. Implementation strategies will include: o Addressing sustainability through strategy, planning, and budgetary decisions. o Embedding sustainability into decisionmaking, budget process, capital improvements, and inter-departmental initiatives. o Operating city facilities in sustainable manner, including supporting green building policies, net zero goals for new buildings, and efficient/shared use of existing facilities. o Setting baselines and reporting on goals and benchmarks, such as energy utilization, purchasing, and performance standards. • Policy and Regulations: The city will work through staff and commission to amend and approve policies that support sustainable actions, meet sustainability goals, and meet the needs of the community. This will include: o Creating incentives for sustainable practices in policy and regulations, to encourage and guide property owners, developers, and others to adopt best practices. o Where appropriate, evaluate creating regulatory requirements and/or options (such as “give to get”) to promote sustainable practices. • Education: The city will continue to pursue and learn about best practices across a range of topics, and to share that information with the community. This will include: o Participating in regional, state, and national conversations and initiatives regarding moving forward on sustainability goals. o Using opportunities with city staff, EEC, neighborhood organizations, neighbor-to- neighbor interactions, business associations, and other community partners to promote sustainable actions. o Appendix XX has ideas for education and outreach. • Alliances: Edina is a part of a larger community, and that can bring advantages – particularly regarding taking on projects that are beyond the scope or scale of an individual city. o Building alliances among city commissions, Edina School District, Chamber of Commerce, Hennepin County, neighboring jurisdictions, and other governmental entities within the region to connect on policies, learn best practices, and share resources. • Goals, Metrics, and Benchmarking: Setting specific goals, metrics, and benchmarks can provide focus and accountability when working toward a long term vision. o Continuing to develop and utilize benchmarking and metrics to monitor and reach stated goals. Some of the ones that have already been developed are included below. Citywide Goals Goals are our way to prioritize action, get resources, and measure our actions. Meeting these goals will require trade-offs by communities. Current adopted City goals related to sustainability and the environment include: 1. Greenhouse Gases. 30% Greenhouse gas emissions reduction by 2025, 80% emissions reduction by 2050. a. Municipal: Lower the City’s GHG emissions by 7.5% over 18 months; reduce the City’s GHG emissions 30% by 2025 from a 2012 baseline b. Residential: 750 homes take energy saving actions each year; double the number of subscribers to Windsource®, and double the average subscription amount within 18 months c. Business: Reduce and/or off-set 2% of electricity usage annually 2. Waste: Reduce residential waste 75% by 2030. 3. Add goals arising out of the Partners in Energy Program (To be determined in Summer 2018) along with additional ways to promote action planning. 4. Other government entity and community goals (reference water section for water goals) 5. Equitable distribution of environmental benefits 6. WATER GOALS Page 1 I. Health Chapter Highlights • Edina strives for a high standard of health overall, although specific concerns and racial and economic disparities exist that need to be addressed. • Understanding of health concerns is limited by the lack of community-specific data. • Changing demographics and aging in the community will continue to change health outcomes and needs. • Public health is impacted by a range of social and environmental factors that require a multi-faceted approach across all of the city. • Health in all policies provides an approach to comprehensively address health concerns across the full city government, in cooperation with partners. Introduction Public health is the art, practice and science of protecting and improving the health of the population. Public health is about what makes us healthy, what makes us sick, and what we can do together about it. When we think about health, what often comes to mind is the individual and ways he or she can stay healthy. Public health shifts the focus to the population – from me to all of us. Research suggests that around 80% of health outcomes are influenced by the environment and by human behavior. As a result, comprehensive planning can have a significant impact on the factors that contribute to health, by shaping the environment and helping to positively impact behavior in ways that lead to healthier communities and people. There are a number of principles underlying public health: • Public health is about prevention. This means intervening early and keeping people from getting sick or injured. • Public health is about populations. This means focusing on groups of people rather than single individuals. • Public health is about overall wellness. This means the broadest possible view of what makes and keeps us healthy including our mental health, everyday health choices, and our surroundings – not just health care services. • Public health is about local needs. This means identifying what a community needs to improve health and assuring effective action which uses local assets to solve unique challenges. The mission of the Edina Public Health Division is to protect the health and promote the general well-being and welfare of the City’s residents, and to prevent disease and illness in the community. Accomplishing this mission involves a range of programs and initiatives, run directly by the City and through its public partners. This chapter provides a policy framework for continued progress on the division’s mission and goals. Edina Comprehensive Plan Health Chapter 070818 Draft Page 2 However, the vision for a healthy community in Edina is bigger than just the charge to one division. This chapter also outlines a “health in all policies” approach, wherein health is systematically addressed and included in policies throughout the plan. Addressing health and wellness is essential to ensuring a sustainable community, and to maintaining the high quality of life enjoyed by Edina’s residents. Background The city has long had a Public Health Department, and the promotion of public health is a core value which is promulgated through numerous regulations and initiatives – both directly through the City and in partnership with others. The City of Edina is designated as a Community Health Board (CHB) by Minnesota Statute 145A. A CHB is the legal governing authority for local public health in Minnesota, and community health boards work with the Minnesota Department of Health (MDH) to promote the public's health. The City Council acts as the CHB governing body and is responsible for fulfilling the statutory duties of a CHB, which are to: 1. Assure an adequate local public health infrastructure by maintaining the basic foundational capacities of a well-functioning public health system that include: o Data analysis and utilization o Health planning o Partnership development and community mobilization o Policy development, analysis and decision support o Communication o Public health research, evaluation and quality improvement Example: Assess health priorities with community input; develop community health improvement plans to address identified needs and monitor progress. 2. Promote healthy communities and healthy behavior through activities that improve health in a population, such as: o Investing in healthy families Definitions Chronic disease: A disease that is permanent, causes disability, is caused by a nonreversible pathological alteration, and/or requires a long period of supervision, observation or care. Behavioral risk factors: Behaviors that cause or contribute to accidents, injuries, disease, and death during youth and adolescence as well as significant morbidity and mortality in later life. Environmental hazards: Situations or materials that pose a threat to human health and safety in the built or natural environment. Health disparity: When a health outcome is seen to a greater or lesser extent between specific population groups. Health equity: Achieving the conditions in which all people can realize the highest level of health possible, without limits from structural inequities. Morbidity: Illness or lack of health caused by disease, disability, or injury. Mortality: A measure of the incidence of deaths in a population. Social determinants: Structural factors and conditions in which people are born, grow, live, work and age, that impact health. Edina Comprehensive Plan Health Chapter 070818 Draft Page 3 o Engaging communities to change policies, systems or environments to promote positive health or prevent adverse health o Providing information and education about healthy communities or population health status o Addressing issues of health equity, health disparities, and the social determinants of health Example: Minimize tobacco use and exposure among residents through policy change such as raising the purchasing age to 21 years (“Tobacco 21 Ordinance”). 3. Prevent the spread of communicable disease by preventing diseases that are caused by infectious agents through: o Detecting acute infectious diseases o Ensuring the reporting of infectious diseases o Preventing the transmission of infectious diseases o Implementing control measures during infectious disease outbreaks Example: Monitor immunization levels and perform outreach to high-risk groups; run immunization clinics; investigate outbreaks and conduct contact interviews with exposed individuals. 4. Protect against environmental health hazards by addressing aspects of the environment that pose risks to human health, such as: o Monitoring air and water quality o Developing policies and programs to reduce exposure to environmental health risks and promote healthy environments o Identifying and mitigating environmental risks such as food and waterborne diseases, radiation, occupational health hazards, and public health nuisances Example: Conduct restaurant and swimming pool inspections, respond to reports of unsanitary and uninhabitable housing conditions, and inspect indoor air quality of parking garages in multi- unit dwellings. 5. Prepare and respond to emergencies by engaging in activities that prepare public health departments to respond to events and incidents and assist communities in recovery, such as: o Providing leadership for public health preparedness activities within a community o Developing, exercising and periodically reviewing response plans for public health threats o Developing and maintaining a system of public health workforce readiness, deployment and response Example: Share resources with Bloomington and Richfield for Public Health Emergency Preparedness activities; hold events simulating natural disasters or mass dispensing of medication in response to an outbreak or other threat. Edina Comprehensive Plan Health Chapter 070818 Draft Page 4 6. Assure health services by engaging in activities such as: o Assessing the availability of health-related services and health care providers in local communities o Identifying gaps and barriers in services o Convening community partners to improve community health systems o Providing services identified as priorities by the local assessment and planning process Example: The City’s annual agreement with Edina Public Schools to provide funding for chemical dependency services. Current Conditions Municipal Structures The Edina Community Health Commission (CHC) is comprised of volunteer residents serving in an advisory capacity to the Edina CHB (City Council). A representative of the CHB is appointed annually to represent the City on the State Community Health Services Advisory Committee (SCHSAC). A CHC member has filled the SCHSAC seat in recent years. The Health Division of the Edina Police Department provides Environmental Public Health services to residents, such as regulation of food, pool, lodging, body art, and massage establishments, housing and code enforcement inspections, noise complaint response, and public health nuisance investigations. Additional Public Health services such as health education and promotion, communicable disease prevention programs, public health nursing services, home health visits, maternal and child health services, health assessments and public health emergency preparedness are provided to Edina residents through a contract with Bloomington Public Health. Population Health Status It is difficult to assess the health status of Edina residents at the population level. This is in large part due to a lack of Edina-specific health data. Where data are available (often because it can be aggregated by zip code following statewide data collection), there are frequently limitations to what can be inferred, in part related to data privacy concerns regarding the sharing of health information for individuals. Some examples providing key, albeit imperfect, information about Edina residents are below: Incidence of Chronic Disease. According to the Minnesota Department of Health, Edina has low rates of hospitalization from both chronic obstructive pulmonary disease (COPD) as well as asthma when compared to neighboring suburbs. While COPD predominantly affects the elderly, asthma hospitalization is a greater risk for pediatric populations, especially those living below federal poverty levels. In an effort to maintain strong respiratory health at all ages by preventing tobacco use, exposure and addiction, in 2017 the City passed an ordinance limiting tobacco sales to those over age 21. Edina Comprehensive Plan Health Chapter 070818 Draft Page 5 Youth Health The Minnesota Student Survey is another rich data source. The survey is administered every three years of middle school and high school grades with voluntary participation. Data are available at the school district level, including Edina School District. More information about the survey and recent results can be found in Appendix XX. Consistent with other health data, Edina students typically are above statewide averages in terms of their well-being. Reflecting broader regional and state trends, there has been a consistent reported decline over the past ten years in many of the risky and negative behaviors tracked among students. There are a few notable exceptions: • Recent data show a possible upward trend in alcohol/tobacco use among 9th grade girls. It also confirms the uptick of e-cigarette consumption. Rates are still below state averages for the same time period. • There has been a reported increase in online bullying, counter to a trend of declining physical bullying. • There has been a substantial increase in the number of students reporting that they have been treated for a mental health, emotional, or behavioral problem, particularly among girls. Adult Health Another source of information that can help to triangulate current health conditions in Edina is the Adult Survey of the Health of All Populations and the Environment (SHAPE). In Hennepin County, SHAPE has been administered every four years since 1998, surveying randomly chosen adults about their health. In this survey, Edina is grouped with Richfield and Fort Snelling in the category of South Suburbs – Inner Ring. While it captures some overall health perceptions and specific conditions such as overweight, asthma, diabetes and hypertension, it is very difficult to evaluate where Edina sits relative to other communities in this area. Overall, the survey suggests that the majority of people in the area think their health is excellent or very good (over 65%), and that the highest reported health concerns are being overweight (33%) or having high cholesterol (32%). It is unknown if these aggregate numbers represent Edina. The City of Edina 2017 Quality of Life Survey asked a few questions of residents related to health, summarized below: • 92% thought health and wellness opportunities in Edina are “excellent” or “good.” • 86% thought the City’s public health services were “excellent” or “good.” • 4% had been in contact with the health department during the course of the year. • 75% thought fitness opportunities (including exercise classes and paths or trails, etc.) are “excellent” or “good.” • 1500 surveys were sent out with 477 respondents for a 34% response rate to the 2017 Quality of Life Survey. In terms of understanding baseline health status and trends over time, it would be highly beneficial if Edina were able to build on these sort of satisfaction-driven questions as well as collect baseline city-specific data relevant to disease prevalence, mental health needs, environmental exposures, or other metrics. Health Care Resources Edina Comprehensive Plan Health Chapter 070818 Draft Page 6 In addition to the community health services provided through the Health Department, there are private health services and facilities serving Edina. Generally speaking, the Edina area has excellent access to health care facilities, as well as health education and wellness programs. In addition to a level two trauma center within the City,, there are numerous smaller specialty clinics, medical offices, dental services, and ambulatory surgical centers serving Edina. Most are located in and around the Greater Southdale area. At the regional level, other major medical centers provide access to specialty care as needed. Trends, Challenges and Opportunities Many factors combine together to affect the health of individuals and communities. At the time this plan was developed, the following factors were considered to be emerging or priority issues over the next ten years: Health, Economic, and Racial Disparities Disparities exist across many factors in the city including health, economics, and race. Structural inequities occur when structures or systems of society—such as finance, housing, transportation, education, social opportunities, etc.—are designed in such a way that they benefit one population unfairly (whether intended or not). One example of a disparity in Edina is that from 2012-2016 there were lower than average rates of health insurance coverage among certain groups including non-US citizens (83.1%), people with less than a high school education (80.0%), and individuals of color (89.6% for Black or African American; 81.5% for Alaska Native or American Indian; 74.4% for Hispanic or Latino) despite fairly high health insurance rates in the city overall (97.4%). Premature death, defined as dying before age 65, is used to identify largely preventable causes of death impacting our community. On average from 2013-2015, 10% of white individuals died before 65 compared to 31% of individuals of color living in Edina. Blacks in Edina are especially disparate with 42% of premature deaths. Additionally, according to 9th grade responses in the 2016 Minnesota Student Survey, 64% and 44% of Hispanic and Black students respectively respond to enrollment in Free and Reduced Lunch program compared to just 3% of white students in Edina. See Appendix XX for further illustrations of racial and income disparities in Edina. Transportation & Mobility Transportation is an integral component of an individual’s health, from utilizing transportation to access healthy foods and healthcare, to walking and biking for exercise as well as travel. The City will consider the health benefits of an active transportation system when development and road construction projects are designed and constructed. While Edina has an array of healthy food resources, it has fewer community food service programs than both Bloomington and Richfield, according to a 2013 Community Food Assessment. See Appendix XX for a map of Edina Community Food Asset Locations and additional information from the assessment. As well, while a ‘circulator’ for seniors debuted in 2018, it will be important to build upon and track success with that investment. Aging Population The aging population will require adjustments in many areas, from expansion of care facilities to adding senior-focused recreational opportunities. According to the 2012-2016 American Community Survey, disability rates are higher for seniors in Edina. 60% of those aged 65 and older are disabled (two-third of Commented [JB1]: Need some language to link the ideas before and after this point. Linking transportation to access to food… Edina Comprehensive Plan Health Chapter 070818 Draft Page 7 those are over age 75). This includes hearing, vision, cognitive, ambulatory and self-care difficulties. Providing a full spectrum of community services to support aging in place will be critical. Mental Health and Social Connectedness There is an increasing need for mental health services for all ages in the city, from elementary and middle school children to seniors. Social connectedness contributes to improved mental and physical health in people of all ages. In older adults, social conditions like loneliness and isolation have a significant negative impact on long-term health and wellbeing. As Edina continues to age and the number of adults living alone continues to increase, strategies to address social isolation will become important to improve community health. According to the 2014 SHAPE survey, nearly 25% of the population in Hennepin County had been diagnosed with depression and another more than 20% with anxiety. The numbers were slightly higher in the south suburbs (which would include Edina) than the county at large. While it is not possible to tease out Edina specifically given the survey design, these are staggering numbers that indicate the need for mental health support in our community and surrounding areas. As noted in the Youth Health section, the Minnesota Student Survey indicates that mental health concerns are surfacing among the younger generation as well. Addiction and opioid abuse/overdose are growing issues across the state, as well, including in Hennepin County. Municipal activities such as first responder training with naloxone (an opioid antagonist used to reverse overdose) are important, as are sufficient community resources to address mental health needs, treatment, and prevention. Housing Safe and affordable housing is one of the most basic and powerful social determinants of health. Quality housing improves the health of vulnerable populations and is a cornerstone of a strong and healthy community. The City will continuously evaluate housing policies and regulations to provide safe and affordable housing for residents of all ages, cultural backgrounds, and social demographics. This might include enhanced efforts to address the large proportion of homes that register elevated radon levels. The City will also look at ways to support sustainable housing. Homelessness disparities were pronounced among black 9th graders in Edina (14% compared to 5% among white students) as measured in the 2016 Minnesota Student Survey. Current data are inadequate to assess affordable housing stock in the City. Recommendations To effectively address the trends and challenges identified above, it is recommended that Edina commit to the following actions: Enhance Data Collection Collection of quality health-related data, especially at the city level, is becoming increasingly difficult and expensive. Traditional survey methods like mail or landline telephone use are typically answered by only certain demographics which results in poor quality data that does not represent the community as a whole. The City will research and invest in collection methods for quality, city-specific health data to Commented [JB2]: Insert State Demographer Data regarding age of residents. Edina Comprehensive Plan Health Chapter 070818 Draft Page 8 better inform local decisions. The City will study best practices, including around privacy protections, and work to design a comprehensive public health survey that can be used consistently from year to year with flexibility to ask detailed questions about emerging trends. Address Social Determinants of Health Health is a critical aspect of planning. In fact, a community’s plan for housing, transportation, land use, parks, and economic development encompasses the largest factors that determine one’s health. “Social determinants of health” are structural factors and conditions in which people are born, grow, live, work and age. Most premature deaths are connected to these determinants, like air and water quality or access to physical activity and healthy food. Since the practice of community planning plays a significant role in shaping the built environment, local planning can have real and significant impacts on community health. The comprehensive plan is a tool to strategically increase health and reduce health disparities for all. CHECKLIST: COMPREHENSIVE PLANNING FOR A HEALTHY COMMUNITY, Metro Healthy Comprehensive Plan Work Group Use a Health in All Policies Approach “Health in All Policies” is a collaborative approach to improve health by incorporating health considerations into decision-making across all policy areas. A Health in All Policies approach will be embedded in decision-making across all policy areas within the city. Questions to be addressed while pursuing this strategy include: a. Does it empower those that live and work in Edina to support their physical, mental and social well-being? b. How does this decision affect social determinants of health? c. How will this decision reduce health disparities and improve health equity? i. Health Disparity – When a health outcome is seen to a greater or lesser extent between populations, there is a health disparity. Populations may be defined by race, ethnicity, gender, sexual orientation, age, disability, socioeconomic status, or location. Edina Comprehensive Plan Health Chapter 070818 Draft Page 9 ii. Health Equity – Achieving the conditions in which all people have the opportunity to realize their health potential – the highest level of health possible for that person- without limits imposed by structural inequities. Goals and Policies Data Collection Goal: Improve the quality and availability of city-specific public health data in Edina to inform policy development and monitor impacts. 1. Research and invest in collection methods for quality, city-specific health data to better inform local decisions. 2. Study best practices, including around privacy protections, and work to design a comprehensive public health survey that can be used consistently from year to year with flexibility to ask detailed questions about emerging trends. 3. Work with public and private sector partners on joint data collection and data sharing initiatives, particularly when providing community-specific results. Edina Comprehensive Plan Health Chapter 070818 Draft Page 10 Appendix XX Edina Comprehensive Plan Health Chapter 070818 Draft Page 11 There are 15 grocery stores in Edina, including six supermarkets, six convenience/limited grocery stores, and three small grocery stores. Three of these stores accept WIC and 12 accept SNAP/EBT. There are no ethnic markets in the city. The City of Edina piloted a community garden in summer 2013, which offers garden plots to city residents at a nominal fee, and an Edible Playground Garden that is open to families of registered playground program participants. Edina also has two farmers markets. The City-run market has 32 vendors including those selling locally grown produce and an extensive variety of other locally produced foods product such as breads and specialty bakery goods, candies, jams and other items. The Edina Farmers Market began accepting SNAP/EBT at the beginning of its 2013 market season but does not accept WIC. In 2013, Fairview Southdale Hospital opened the Farm to Fairview Farmers Market with four vendors who sell a variety of locally grown produce. The Farm to Fairview market does not accept EBT or WIC. Edina has one privately owned farm stand open seven days a week during the summer growing season. There are four CSA farm drop sites in Edina, only one of which is located near low-income dense residential areas and a bus line. Given the substantially smaller number of low-income residents in Edina, there are fewer community food service programs within city limits. There is one community dining site located in a housing complex that serves senior residents. There are four meal and four grocery delivery services. There are two mobile food shelf drop sites located at apartment buildings within city limits, but these services are limited to residents only. There are no Fare For All drop sites in Edina. Healthy, low-cost or free food options in Edina are limited, which presents challenges for low-income and senior residents with mobility issues and fixed incomes. 40.66% 0.00%0.00%2.39%All Edina Children, 3.25% 0% 5% 10% 15% 20% 25% 30% 35% 40% 45% Black or African American Alone Hispanic or Latino Asian Alone White Alone - Not Hispanic or Latino Child Poverty by Race & Ethnicity in Edina-2015 Edina Comprehensive Plan Health Chapter 070818 Draft Page 12 The CITY of EDINA Arden Park 90% Design Report City Council October 2, 2018 The CITY of EDINA 90% Open House Shelter Update www.EdinaMN.gov 2 The CITY of EDINADaylight Modeling www.EdinaMN.gov 3 The CITY of EDINABuilding Interior Plans www.EdinaMN.gov 4 The CITY of EDINADesign Options www.EdinaMN.gov 5 Save $163.12 annually in energy costs = 6.7% $735,218 estimated construction cost Save $308.12 annually in energy costs = 12.65% $747,771 estimated construction cost 1 | P a g e Edina Comprehensive Plan 2018 X.1 Introduction The City of Edina has long been recognized as an exceptionally livable and desirable community. Livability is best described by Bruce Appleyard in Transportation Research Record: Journal of the Transportation Research Board (2014), as “an individual’s ability to readily access opportunities to improve a citizen’s personal quality of life for living, working, playing, shopping, learning, worshiping, resting and moving within his or her city, town or neighborhood.” However, not all Edina residents experience these opportunities in the same way, nor with the same degree of success. It is the public policy of the City of Edina to secure for all residents of the City freedom from discrimination because of race, color, creed, religion, age, sex, sexual orientation, gender expression, marital status, disability, states with regard to public assistance, familial status or national origin in connection with employment, housing and real property, public accommodations, public services, credit and education. In 1970, the City of Edina established the Human Rights and Relations Commission (Commission) to promote and help implement its public policy of nondiscrimination. The Commission is charged with the responsibility to advise the City Council on matters relating to discrimination and human relations, and to implement programs of education and community action designed to advance public policy regarding human rights. The Commission advocates for basic human rights and needs in the community and promotes responsibility and integrity in human relationships by providing service, information and recommendations, cooperating with other communities and governmental organizations, and sponsoring forums and community events. In 2016 the City of Edina became a Human Rights City. This is a commitment to “provide leadership and advocacy to secure, protect, and promote human rights for all people and to be a model for communities in the United States and around the world.” Edina has made it an objective to pay attention to the needs of historically oppressed and marginalized groups. This includes people of color, Indigenous peoples, women, LGBTQ+ people, immigrants, people with disabilities, youth and older adults. In 2017, Edina joined the Government Alliance on Race and Equity (GARE), which is a national network of governments working to achieve racial equity and to advance opportunities for all. The work involves using a race equity framework to create long term sustainable results on race equity in all aspects of government. Achieving race equity means closing the gap so that race does predict a person’s success, while improving the outcomes for all. It involves target strategies to focus improvement on those worse off and changing policies, institutions and structures. The policies that Edina supports and enacts should focus improvement on those worse off while improving the outcomes for all. This Comprehensive Plan chapter outlines goals, policies, and implementation steps that will foster an inclusive and engaged community, i.e., a welcoming community where every person can contribute, thrive and enjoy the benefits our city has to offer. The Commission recognizes in its work that there is a difference between equity and equality and that it is critical that this FIGURE 1. Equality vs. Equity 2 | P a g e Edina Comprehensive Plan 2018 difference is taken into account when addressing human rights and relations. Equality implies that the same resources are provided for everyone regardless of background or circumstance. Equity implies that everyone is given the resources needed to have an equal chance of succeeding, with those facing more obstacles to success receiving the resources needed to overcome them. This concept is illustrated in Figure 1. The Commission’s recent activities have included: 1) Advocacy for rights for domestic partners 2) Advocacy for gay marriage 3) Programming to promote inter-ethnic, inter-generational, and inter-religious understanding 4) Advocacy for affordable housing 5) Public recognition of those who advocate for and promote human rights 6) Advocacy to end all forms of discrimination against women 7) Participation in the City’s Race and Equity Initiative 8) Active involvement in the City’s participation in the Government Alliance on Race and Equity (GARE) X.2 Current Conditions In 2015, the City of Edina formally adopted a Vision Statement, which describes Edina as a “… preeminent place for living, learning, raising families and doing business”. In order for Edina to live up to its adopted vision and reputation for livability, discriminatory acts and inequities that might be experienced by residents and visitors to Edina should be prevented to the extent possible. Moreover, efforts should be made to ensure that when such acts occur, they are addressed. Both of these efforts require an understanding of current demographic and social-economic information. The Edina Community is made up of families and individuals of all ethnicities, but a majority of residents are European Americans (85 percent). Additionally, 7.1 percent are Asian Americans, 2.2 percent are African Americans, 2.1 percent are more than one race, 1.8 percent are other races, and 0.2 percent are Native Americans. African American families played a prominent role in settling Edina, but European American families became the majority of Edina residents during the 20th century. This was in part due to restrictive covenants, which prevented people of color from owning or leasing property in entire neighborhoods. Parts of Edina were subject to these covenants, which have been outlawed since the Shelly v. Kramer United States Supreme Court ruling of 1948. Though racial inequities exist in Edina today, great progress has been made since the time of racially restrictive covenants. Negative Race-Related Experiences in the City of Edina Discrimination and inequities may be experienced by residents and visitors in an array of contexts. In recognizing the unwelcoming dynamic experienced by some community members, including people of color, the City began a race and equity initiative in 2017 to “identify and eliminate race-based disparities in Edina city government facilities, services and institutions.” [City Manager Scott Neal, in December 6, 2016 Staff Report to City Council on Establishing an Edina Race & Equity Task Force.] The initiative was led by a Task Force of Edina residents who oversaw the collection of data and the development of 3 | P a g e Edina Comprehensive Plan 2018 recommendations for City Council, with the objective “to determine what changes could be made to ensure that Edina is a welcoming community for all people.” [Race & Equity Initiative Final Report & Recommendations, May 15, 2018, Purpose and Objectives, at page 18] As set forth in the Race & Equity Final Report & Recommendations (“Report”), “[t]o understand the scope of race-based discrimination and feelings of being unwelcome, data was collected from a range of Edina community members during the summer, fall, and winter months of 2017.” The Report found that “20 themes consistently emerged surrounding experiences, observations, and awareness of race-based discrimination” including the following. • Parks: “Edina parks are places where community members have experienced racism primarily through racial slurs and race-based vandalism.” • Other Facilities: “There are observations and experiences of race-based harassment and raced- based violence at various city facilities….” • Lack of Representation / Decision Making: Many observe that there are few or no people of color that represent the city of Edina in government leadership, nor in government-appointed groups.” • Hiring Practices and Procedures: “There is uneasiness and suspicion around how race plays a role in government hiring practices.” • Responsiveness to Race-Based Concerns: “Many feel the city responds poorly to reports of race- based discrimination, or that the city does not respond at all.” • Police Department: “There is significant concern about police conduct with people of color.” • City Housing Programs: “Perceptions exist that city-based housing programs and policies are contributing to the lack of people of color in Edina.” • Other Services: “There is a perceived lack of inclusion in the process for how city services are designated and delivered.” Report, Community Findings, pages 25-30. See Report for more complete findings. As Edina prepares for the next two decades, addressing these experiences will be essential to ensure that Edina is a welcoming, inclusive and engaged community. X.3 Trends, Challenges, and Themes To grasp the policy implications of current and potential future human rights and relations issues, it is essential to know the demographic composition of Edina and how those demographics relate to income and other factors. 4 | P a g e Edina Comprehensive Plan 2018 Trends The population of Edina has grown in the last 10 years, from 45,569 in 2009 to 49,976 in 2016. Population growth by race between 1980 and 2016 can be seen in detail below in Table 1. As shown above, while the white population of Edina has grown since 1980, the proportion of Edina that is white has decreased from 98.4 percent in 1980 to 86.5 percent in 2016. As Table 1 indicate, there has been a slow but consistent trend toward racial and ethnic diversity in Edina. It is additionally noted that some specific minority populations have grown while others have shrunk as a proportion of the population. The largest increase in population share was the Asian population, which grew from nearly 1 percent in 1980 to 7 percent of the City’s population 2016, with 4 percent of that growth occurring since 2000. The immigrant population has also steadily increased, forming 8.9 percent of Edina’s population in 2009, and 10.9 percent of the population in 2016. TABLE 1. Percent Edina Population by Race, 1980-2016 Race and Ethnicity Trends in Edina, 1980-2016 1980 1990 2000 2010 2016 White 98.4% 97.2% 94.3% 88.1% 86.5% Black or African American 0.5% 0.7% 1.2% 3.0% 2.2% American Indian and Alaska Native 0.1% 0.1% 0.1% 0.2% 0.2% Asian 0.8% 1.7% 3.0% 6.1% 7.1% Other Race 0.2% 0.2% 0.3% 0.7% 1.8% 2 or More Races n/a n/a 1.1% 1.8% 2.2% Hispanic or Latino 0.5% 0.7% 1.1% 2.1% 3.0% Source: US Census Bureau Challenges In the past ten years median income of most racial and ethnic groups has broadly diverged. American Indian/Alaska Native and African American residents have seen significant reductions in median household income throughout the past 10 years; Native American residents by roughly two thirds, and African American residents by about one third. Black residents have also had the lowest median household incomes through nearly the entirety of the 2008-16 period. By contrast, the median household incomes of European American and Asian American residents have steadily increased by roughly one quarter. Hispanic/Latino, Two or More Races, and Other Races have seen fluctuating median household incomes throughout the same period. 5 | P a g e Edina Comprehensive Plan 2018 Themes The Edina Human Rights and Relations Commission identified seven themes to consider when developing policies. 1. Race equity 2. Gender justice 3. Social inclusion 4. Economic justice 5. Education 6. Environment 7. Police and justice system reforms The Commission has identified the following 10 social capital/social well-being indicators of Edina residents when making policy decisions. 1. Race 2. Age 3. Ability 4. Sexual orientation 5. Gender identity 6. Ethnicity 7. Religion 8. Health 9. Poverty/socioeconomic status 10. Education Through participation in GARE and the City’s Race and Equity Initiative, the Commission recognizes that the City’s policies and practices may work better for white people than for people of color who live, work or study in Edina, even though unintentionally and inadvertently. The impact of such policies combined with the recognized history of discriminatory practices such as Edina’s restrictive covenants creates a system that can negatively impact communities of color. The Commission understands that moving toward race equity as a priority by closing the gap on whether race will predict a person’s success within the city will improve outcomes relative to all social capital/social well-being indicators. X.4 Goals, Policies, and Implementation Goal 1: Establish Race Equity Plan Eliminate any disparate impact of City policies and operations that is caused by race. Ensure that city policies, practices and programs are equitable for all community members. Policy 1: The City will develop accountability measures to monitor, assess and evaluate progress toward race equity goals. 6 | P a g e Edina Comprehensive Plan 2018 Policy 2: The City will build relationships with communities of color. Policy 3: The City will gather and analyze data in a way that provides an understanding of the difference in experiences of residents of color. Policy 4: The City will take steps to address inclusion in city staffing, communications and appointments. Policy 5: The City will focus on eliminating policies that create and maintain inequities based on race. Implementation Steps: 1. Timely and fully implement the May 15, 2018, Race and Equity Task Force recommendations pursuant to the plan articulated in the September 5, 2018 Race Equity Implementation Report. 2. Employ or identify staff responsible for overseeing implementation of the Edina Race and Equity Task Force recommendations per the September 5, 2018 Race Equity Implementation plan. 3. Create an Annual Report on progress toward established racial equity goals to be provided to City Council, the Human Rights and Relations Commission, and the public. 4. Include a racial equity training requirement and performance goals and metrics from the Race Equity Implementation Plan in department work plans and performance standards used to evaluate leadership performance. Goal 2: Ensure equal access and opportunities for all residents regardless of their gender. Where appropriate, consider equitable programs and services for women and girls. Policy 1: The City will ensure that all public policy decisions account for the differential impacts on women and LGBTQ+ individuals. Policy 2: The City will use the Convention on the Elimination of Discrimination Against Women (CEDAW), passed in Edina in 2016, as a framework for improving the conditions of women and girls in Edina. Policy 3: The City will support efforts to ensure equal pay and fair employment practices for all people regardless of sex, gender identity, and sexual orientation. Policy 4: The City will promote preventative education about gender-based violence, sexual assault, and sexual harassment in schools. Implementations Steps: 1. Train law enforcement to conduct trauma-informed interviews with sexual assault survivors. 2. Human Rights and Relations Commission to be tasked with educational and other relative projects designed to advance goal as needed by inclusion of such projects in the Commission’s annual work plan. Goal 3: Ensure that the City welcomes all members of the community to participate in its social, employment, economic, political, and recreational activities. Policy 1: The City will create an intentional community engagement plan. 7 | P a g e Edina Comprehensive Plan 2018 Policy 2: The City will ensure that accessibility to community organizations, facilities, and services for residents with physical and other disabilities is barrier-free. Policy 3: The City will take steps to improve transparency and access to local government for all. Implementations Steps: 1. Include reporting of results for quality to life surveys compared by race /ethnicity to determine how well residents of color are served by city programs and services, and whether residents of color believe they have an opportunity to participate in community and government matters. 2. Employ or identify staff responsible for overseeing and directing community engagement work. Goal 4: Ensure that the City supports and fosters economic fairness and justice for all residents and that economic harm is not an intended nor unintended consequence of City programs, initiatives, or activities. Policy 1: The City will support social and economic policies that make human rights a primary objective. Policy 2: The City will explore policies that support the development and success of locally-owned and minority-run and owned businesses. Policy 3: The City will promote access to affordable and nutritional food for all residents. Implementation Steps: 1. All departments to evaluate existing goals, policies and practices to determine their impact on the 10 social capital/social well-being indicators listed above, and to modify goals, policies and practices as needed. 2. Apply race equity criteria for allocating funds through city budgeting process for Capital Improvement Projects, Pedestrian and Cycling Safety Fund and Operating Budget. 3. Assess the number and type of locally-owned and minority-run and owned businesses, and identify opportunities for the City to contract with these businesses for needed products and services. X.5 Goals, Policies, and Implementation Steps that Overlap with other Chapters of the Comprehensive Plan The following are goals and policy recommendations of the Human Rights and Relations Commission that relate directly to other chapters of the comprehensive plan. They have been divided into four categories that correspond to the chapters to which they relate: Housing, Community Services and Facilities, Parks, and Environment. A. Housing 1. Review the City’s Affordable housing policy to assess needs based on: a) a constantly changing housing market, b) the City’s changing demographics, and c) while considering a race and equity. 8 | P a g e Edina Comprehensive Plan 2018 B. Community Services and Facilities 1. Review the Police Department’s policy for posting individual names on the department website’s “Crimes Report.” Revise the policy to balance public safety with protection of due process through a racial equity lens. 2. Collect and analyze data to permit the development of informed policy and procedure adjustments. • Collect data regularly on community attitudes and perceptions about local law enforcement through an anonymous survey, including race data. • Collect and analyze demographic data, including but not limited to race, on all stops (with outcome, by race), searches and seizures (all detentions) in accordance with 21st Century Policing’s best practices • Collect data about non-criminal tickets to create transparency. • Analyze the data on a regular basis and share the information with the public. Put actions in place when adjustments to policy or practices are needed. • After a process is developed for the collection of race data, the department should provide the officers training on why it is important to collect race data and how the data will be collected and used. 3. Coordinate with the Police Department to improve community outreach. • Place the Department Policy Manual on the Department website for public viewing. • Develop a strategy to improve Police Department communications. • Develop an ongoing strategy to publicize and promote the Police Department, including but not limited to the increased use of social media. • Evaluate and improve the Department’s current community outreach programs. • Build trust between Police and Community: Create Resident Oversight Board to review complaints of police misconduct. Review current outreach (community involvement) programs, evaluate the efficacy of each of those programs, prioritize department focus to ensure participation of people of color, and introduce new ones as needed. 4. Ensure equitable access to City facilities • Review the City’s website and print and social media materials to ensure they serve a racially and culturally diverse population. Implement translation services for the website and include print materials in appropriate multiple languages (based on top non-English primary languages in Minnesota). • Implement access to translation services for staff to access when working with guests who speak English as a second language. • Ensure all facility and park plans reflect a racial equity lens by intentionally seeking input from a racially, culturally and geographically diverse group in planning and review (ex: Braemar Master plan, establishing new or expanded facilities, etc.) • Ensure that City Council presentation (ex: Annual Report) are delivered across multiple locations, to ensure people who live in different parts of the city have access. • Deliver staff training on scholarship fund availability so that all staff are familiar with and know how to speak about them or know where to direct guests for more information. Consider a sliding scale fee structure or identify other ways to ensure consistency and increase affordability for guests. • Add Metro transit link to website to highlight public transportation options if available to the facility and add printed transit information at facility kiosks or on-site. For those facilities 9 | P a g e Edina Comprehensive Plan 2018 currently difficult to access via public transportation, develop a plan to create new transportation options to address the gap (example: a new shared shuttle service). • Develop alternate ways to register for programs or use of facility, to accommodate those who do not have ready access to a computer. Establish time for staff to do in-person outreach to areas in the city to reach and welcome new and underserved populations in the community C. Parks 1. Collect and analyze data on parks and recreation utilization: • Parks and recreation programs should collect demographic data about program utilization across all users or participants. • In partnership with communities of color, identify if barriers to utilization exist and elicit solutions from community members and users. Barriers might include price, programming, location, sense of belonging, language and cultural or religious values. 2. Develop a process for collecting and responding to complaints at parks and recreation facilities: • Require youth sports associations and other associations utilizing City of Edina parks and recreational facilities to operate in accordance with the City's expectation regarding equality, equity and inclusion. • Establish a policy for use and create enforcement mechanisms for abuse or lack of enforcement of such policy. • Create clear city expectations regarding equality, equity, and inclusion. Post the City’s policies within all sports facilities. Provide written policies to all associations and organizations using Edina park and recreation facilities. • Establish expectations that all outside vendors will adhere to and established process and procedure for dealing with discriminatory practices. D. Environment 1. Ensure that the City takes steps to provide all residents a clean, pollution-free environment and seeks to attain the highest possible levels of environmental sustainability. • Conduct an environmental assessment to identify and quantify the environmental impacts of any major municipal action and analyze the effectiveness of identified mitigation measures. • As part of the development review process, require project proposers to address environmental issues associated with proposed projects and document information on waste streams, energy use, greenhouse gas production, etc. Date: October 11, 2018 Agenda Item #: VII.A. To:Energy and Environment Commission Item Type: Correspondence From:Tara Brown Item Activity: Subject:Food Waste Policy Proposal Information CITY OF EDINA 4801 West 50th Street Edina, MN 55424 www.edinamn.gov ACTION REQUESTED: INTRODUCTION: See attached letter from Sarah Zuhlsdorf, previous Edina resident. ATTACHMENTS: Description Food Waste Policy Proposal 1 Presidio Graduate School 1202 Ralston Ave #300 San Francisco, CA. 94129 https://www.presidio.edu/ September 26, 2018 Tara Brown City of Edina 4801 W 50th St Edina, MN 55424 Dear Tara, As an Edina native who is passionate about food, I’m writing with a proposal that will help the City of Edina reduce its food waste. Edina’s recent adoption of a city-wide compost initiative shows that it’s on the forefront of environmental practices in Minnesota. I believe it can take the next step in leading the state to take on more sustainable practices. According to ReFED, Americans wasted $218 billion of food last yeari. That’s equivalent to one pound of food per person each dayii. Not only is the food going to waste, but the amount of resources used to grow this food is also wasted. This includes 21% of all fresh water, 19% of all fertilizer, 18% of cropland and 21% of landfill volume, annuallyiii. As Minnesota is the 5th largest agricultural state, we know how precious these resources are to our communities. In addition, 508,630 people in Minnesota are hungryiv. This means that 1 in 11 people struggles with hunger, including 1 in 8 children. Most of the food that is thrown out is perfectly good and safe to eat. If we diverted food waste from the retail level and used it to feed the hungry, we would have a happier and healthier population. Diverting food waste from landfill would be achieved more successfully by putting some policy and incentives in place. In 2016, France made it illegal for grocery stores to throw away edible food. Those who ignore the ban can incur a $4500 fine for each instancev. As a result of the law, 5000 food banks across the nation have fresh food being delivered daily and grocery stores are seen as a source of good in their communities. Edina could instate its own fine for food waste coming from grocery stores to incentivize them to donate to food banks. If Edina has the power to write its own municipal tax laws, it could further incentivize retailers to donate food by subsidizing costs for food storage and delivery to food banks. The State of California credits retailers 10% of inventory costs, and non-profits 50% of delivery costsvi. In addition, California passed the "Bill Emerson Good Samaritan Food Donation Act" (Public Law 104-210) to protect donors from liability when donating to non- profits. This may require some collaboration on the state level, but that would encourage other municipalities to create their own food waste reduction goals as well. 2 I acknowledge that it’s not easy to change policy on any level. However, Edina is uniquely positioned to be progressive when addressing the issues facing its community, while also conserving valuable resources. I hope that you take my proposal into consideration. Please don’t hesitate to reach out with questions. Sincerely, Sarah Zuhlsdorf MBA Candidate, 2018 Presidio Graduate School szuhlsdorf@gmail.com (952) 913-1729 i https://www.refed.com/?sort=economic-value-per-ton ii https://www.theguardian.com/environment/2018/apr/18/americans-waste-food-fruit-vegetables-study iii http://www.feedingamerica.org/hunger-in-america/minnesota/ iv http://www.feedingamerica.org/hunger-in-america/minnesota/ v https://www.npr.org/sections/thesalt/2018/02/24/586579455/french-food-waste-law-changing-how-grocery-stores-approach-excess-food vi https://www.refed.com/tools/food-waste-policy-finder/california#tax-incentives Date: October 11, 2018 Agenda Item #: VIII.A. To:Energy and Environment Commission Item Type: Other From:Carolyn Jackson, Chair Item Activity: Subject:2019 Work Plan Update Information CITY OF EDINA 4801 West 50th Street Edina, MN 55424 www.edinamn.gov ACTION REQUESTED: INTRODUCTION: Chair Jackson will update the Commission on 2019 Work P lan presentation to Council. ATTACHMENTS: Description EEC 2019 Work Plan Proposed Commission Work Plan Instructions Updated 2018.06.27 Instructions:  Each section with a white background should be filled out.  Do not fill out council charge. Scott will complete this section with his proposed charge to the Council.  Liaisons are responsible for completing the budget and staff support columns.  List initiatives in order of priority Definitions  New Initiative – not on previous work plan and has completion date  Continued Initiative – carried over from a previous work plan with a revised target completion date  Ongoing Responsibility – annually on the work plan and may or may not have a target completion date  Parking Lot – initiatives considered by not proposed as part of the work plan. Not approved by Council  EVENT Initiatives – if it is an annual event list the initiative as ongoing. It if is a new event list the items as a new initiative. Timeline SEPT MEETINGS: Commission approves proposed work plan. Plans due to MJ September 25. OCT 2 WORK SESSION:Chairs present proposed work plan to Council. Chairs present. NOV 7 WORK SESSION: City Manager presents staff proposed revisions. Liaisons present. DEC 4 COUNCIL MEETING: City Manager incorporates council feedback and submits final draft for approval. JAN 1: Commission officially starts implementing work plans. Commission: Energy and Environment Commission 2019 Annual Work Plan Proposal Initiative # 1 Council Charge (Proposed Charge Completed by CM) ☐ 1 (Study & Report) ☐ 2 (Review & Comment) ☒ 3 (Review & Recommend) ☐ 4 (Review & Decide) Target Completion Date Budget Required (Staff Liaison) Staff Support Required (Staff Liaison) Initiative Type: ☐ New Initiative ☒ Continued Initiative ☐ Ongoing Responsibility ☐ Funds available Funds are available for this project. ☒ Staff Liaison: Hrs_8 ☐ CTS (including Video) ☒ Other Staff: Hrs_16__ Review and recommend residential curbside organics recycling ☒ Funds not available There are not funds available for this project (explain impact of Council approving initiative in liaison comments). Lead Commissioners: Seeley Liaison Comments: Staff will finalize RFP in 2018. In 2019, staff will need help promoting organics at local events (i.e. Edina Art Fair, Farmers Market, Open Streets, etc.) City Manager Comments: Progress Report: Initiative # 2 Council Charge (Proposed Charge Completed by CM) ☐ 1 (Study & Report) ☐ 2 (Review & Comment) ☐ 3 (Review & Recommend) ☐ 4 (Review & Decide) Target Completion Date Budget Required (Staff Liaison) Staff Support Required (Staff Liaison) Initiative Type: ☒ New Initiative ☐ Continued Initiative ☐ Ongoing Responsibility ☒ Funds available Funds are available for this project. ☒ Staff Liaison: Hrs_60_ ☒ CTS (including Video) 62hrs ☐ Other Staff: Hrs_____ Business recognition program ☐ Funds not available There are not funds available for this project (explain impact of Council approving initiative in liaison comments). Lead Commissioners: Horan Liaison Comments: For this to be successful, Commission will need assistance making business connections. Current commission proposal is more like a certification process than an annual award like the Tom Oye award. Recommend first year is an award and move into certification process if engagement is high. City Manager Comments: Progress Report: Initiative # 3 Council Charge (Proposed Charge Completed by CM) ☐ 1 (Study & Report) ☐ 2 (Review & Comment) ☒ 3 (Review & Recommend) ☐ 4 (Review & Decide) Target Completion Date Budget Required (Staff Liaison) Staff Support Required (Staff Liaison) Initiative Type: ☒ New Initiative ☐ Continued Initiative ☐ Ongoing Responsibility ☒ Funds available Funds are available for this project. ☒ Staff Liaison: Hrs_40_ ☐ CTS (including Video) ☒ Other Staff: Hrs_8___ Review and recommend a building energy benchmarking policy ☐ Funds not available There are not funds available for this project (explain impact of Council approving initiative in liaison comments). Lead Commissioners: Jackson Liaison Comments: This initiative has the greatest potential to reduce community-wide emissions and save businesses money. City Manager Comments: Progress Report: Initiative # 4 Council Charge (Proposed Charge Completed by CM) ☐ 1 (Study & Report) ☐ 2 (Review & Comment) ☐ 3 (Review & Recommend) ☐ 4 (Review & Decide) Target Completion Date Budget Required (Staff Liaison) Staff Support Required (Staff Liaison) Initiative Type: ☒ New Initiative ☐ Continued Initiative ☐ Ongoing Responsibility ☐ Funds available Funds are available for this project. ☒ Staff Liaison: Hrs_6_ ☐ CTS (including Video) ☒ Other Staff: Hrs_16_ Study and report on pollinator resolution. ☒ Funds not available There are not funds available for this project (explain impact of Council approving initiative in liaison comments). Lead Commissioners: Horan Liaison Comments: Staff recommends commission learn about current City initiatives and competing priorities within parks to understand how best to bring forward a resolution that is supported and has a positive impact. Staff recommends ‘Study and Report on supporting pollinators’. Commission discussed this would be a good opportunity to work jointly with the Parks Commission. City Manager Comments: Progress Report: Initiative # 5 Council Charge (Proposed Charge Completed by CM) ☒ 1 (Study & Report) ☐ 2 (Review & Comment) ☐ 3 (Review & Recommend) ☐ 4 (Review & Decide) Target Completion Date Budget Required (Staff Liaison) Staff Support Required (Staff Liaison) Initiative Type: ☒ New Initiative ☐ Continued Initiative ☐ Ongoing Responsibility ☐ Funds available Funds are available for this project. ☒ Staff Liaison: Hrs_32 ☐ CTS (including Video) ☒ Other Staff: Hrs_20_ Study and report about timeline and parameters recommendation for a Climate Action Plan including the city’s leadership role ☒ Funds not available There are not funds available for this project (explain impact of Council approving initiative in liaison comments). Lead Commissioners: Satterlee Liaison Comments: Our current Action Plan is limited to electricity. To reach our community reduction goals, we will need to broaden action and planning. City Manager Comments: Progress Report: Parking Lot: (These items have been considered by the BC, but not proposed as part of this year’s work plan. If the BC decides they would like to work on them in the current year, it would need to be approved by Council.) Increase street sweeping, water quality improvements and conservation actions Education and outreach events, Green building policy, Pass an enhanced tree ordinance City owned building energy efficiency Proposed Month for Joint Work Session (one time per year, up to 60 minutes): ☐ Mar ☐ April ☐ May ☒ June ☐ July ☐ Aug ☐ Sept ☐ Oct ☐ Nov Date: October 11, 2018 Agenda Item #: IX.A. To:Energy and Environment Commission Item Type: Other From:Casey Casella, City Management Fellow Item Activity: Subject:SolSmart Update and Proposed Zoning Amendments Information CITY OF EDINA 4801 West 50th Street Edina, MN 55424 www.edinamn.gov ACTION REQUESTED: None. INTRODUCTION: Staff will provide an update on the City's SolSmart application and successes. Staff will also update the Commission on proposed zoning amendments to reduce barriers for solar. P lease see the Staff Report for more information. ATTACHMENTS: Description Staff Report: Solar PV Zoning Updates Presentation: SolSmart and Zoning Updates Zoning Memo: Solar Foundation Proposed Zoning Ordinance Changes 10.2.2018 October 11, 2018 Environment and Energy Commission Casey Casella, City Management Fellow SolSmart and Solar Zoning Discussion Information / Background: City of Edina staff are applying to be a SolSmart Designated Community. Solar PV, also known as solar electricity, uses sunlight to directly generate electricity harvested through solar panels. The City of Edina would like to build awareness of solar and provide key resources to residents and businesses regarding solar. The SolSmart program is funded by the U.S. Department of Energy Solar Technologies and led by the International City/County Management Association and The Solar Foundation. SolSmart understands local governments have tremendous influence over the prospects for solar energy growth. SolSmart advisors work with local governments to streamline a city’s zoning and inspection requirements and remove barriers to solar development. SolSmart uses objective criteria to designate communities that have successfully met solar goals. Since the program launched in 2016, more than 200 municipalities nationwide have achieved SolSmart designation. City staff continue to complete aspects of the application. Accomplishments to date include: • Created a Solar Statement and published our intent to become a SolSmart Community • Created a permitting and inspection checklist for solar in Edina • Created a webpage of resources for individual solar in Edina • Presenting background and proposed zoning changes to the Planning Commission The SolSmart application requires the City to “review zoning requirements and identify restrictions that intentionally or unintentionally prohibit solar PV development.” National experts at SolSmart have completed the memo to satisfy this requirement. Staff drafted proposed changes to the Edina City Code based off the recommendations of the memo. Areas of change include: REPORT / RECOMMENDATION Page 2 • Definitions o Sec. 36-10 o Adding definition of “Solar Energy System” • Accessory Use o Sec. 36-1269 o State solar energy systems has by-right accessory use in all major zones • Screening Code o Sec. 36-1457 o Exempt solar energy systems Action Requested: Today, staff will provide a brief background on SolSmart and present the proposed zoning changes to the Commission. There will be time for a brief discussion on the proposed changes to the zoning ordinance. SolSmart & Solar Zoning Updates Energy and Environment Commission 10/11/2018 SolSmart Program EdinaMN.gov 2 •Streamline a city’s zoning and inspection requirements and remove barriers to solar development Application •Foundational categories: •Permitting •Planning, Zoning and Development •Required Actions: •SolSmart Statement (done) •Online permitting checklist with 3 day turn around (done) •Zoning memo review (done) •Train inspections and permitting staff in solar PV resources (done) •Allow accessory use of Solar in zoning code (in progress) EdinaMN.gov 3 Actions EdinaMN.gov 4 www.edinamn.gov/solar Proposed Ordinance Amendments Goal: Draft proposed language changes to zoning code that intentionally or unintentionally prohibit solar PV development. Recommended changes from Staff: •Definitions o Sec. 36-10 o Adding definition of “Solar Energy System” •Accessory Use o Sec. 36-1269 o Solar energy systems has by-right accessory use in all major zones •Screening Code o Sec. 36-1457 o Exempt solar energy systems EdinaMN.gov 5 Planning Commission 9/26 •Gathered feedback from Planning Commission on Sept. 26 Changes included: •Removed building coverage exemption •Looking at potential of height restrictions EdinaMN.gov 6 Next Steps •Public Hearing for proposed zoning changes at Planning Commission •Proposed date of Wednesday, Nov. 14th •Public Hearing at City Council for reading of changes •Proposed date of Tuesday, Dec.4th EdinaMN.gov 7 Questions EdinaMN.gov 8 ZONING REVIEW – Edina, MN Potential barriers in current code language Section(s) Element Reviewer Comments Example(s) from other codes Priority level Ex. Setbacks, Height Restrictions, Definition, etc. Sec. 36- Screening It is unclear from the More Permissive: Low (Screening 1457. - zoning ordinance Screening of Mechanical and requirements Required. whether solar systems Electrical Equipment: All may increase the would be required to exterior mechanical and cost of be screened. It is not a electrical equipment shall be installation and best practice to require screened on all vertical sides could also screening of roof- at least to the height of the decrease the mounted solar energy equipment it is screening and efficiency of a systems, as it could incorporated into the design solar energy create shading that of buildings to the maximum system by could decrease the extent feasible. Equipment to increase shading system’s efficiency, be screened includes, but is of solar while also potentially not limited to, all roof- modules.) adding to the cost of mounted equipment, air installation. conditioners, heaters, utility meters, cable equipment, telephone entry boxes, backflow preventions, irrigation control valves, electrical transformers, pull boxes, and all ducting for air conditioning, heating, and blower systems. Screening materials may include landscaping or other materials that shall be consistent with the exterior colors and materials of the building. Solar energy systems are exempt from this screening requirement. PZD-1a: Review zoning requirements and identify restrictions that intentionally or unintentionally prohibit solar PV development. Compile findings in a memo. (Required) To assist your community, the national solar experts at SolSmart have conducted a review of your community’s zoning code to assess possible barriers (i.e. height restrictions, set-back requirements, etc.) and gaps related to solar PV development. Below, please find the outcome of their review. By reading the narrative, reviewing the example code language provided, and signing the statement at the bottom of the page, your community will satisfy PZD-1a and be one step closer to achieving SolSmart designation. (emphasis added) The Architectural Review Board or Landmarks Commission may reduce the height of the required screening based on the placement of the equipment on the roof, the existing height of the subject building and surrounding buildings, and the overall visibility of the equipment. (Santa Monica Zoning Code) Less Permissive: Existing language in Sec. 36- 1457 Potential gaps in current code language Element Reviewer Comments Example(s) from other codes Priority level Ex. Setbacks, Height Restrictions, Definition, etc. Definition The zoning ordinance does not appear to establish a definition for solar energy system. More permissive: “Solar Energy System: An energy system that consists of one or more solar collection devices, solar energy related ‘balance of system’ equipment, and other associated infrastructure with the primary intention of generating electricity, storing electricity, or otherwise converting solar energy to a different form of energy. Solar energy systems may generate energy in excess of the energy requirements of a property if it is to be sold back to a public utility in accordance with the law.” (Renewable Energy Ordinance Framework, DVRPC) Less permissive: “Solar Energy System: An energy system which converts solar energy to usable thermal, mechanical, chemical, or electrical energy to meet all or a significant part of a structure’s energy requirements.” (Renewable Energy Ordinance Framework, DVRPC) High (Establishing a clear foundation with an inclusive and comprehensive definition will prevent future misinterpretation. ) Accessory Use The zoning ordinance does not list solar energy systems as a by-right accessory use in all major zones. A best practice is to define solar energy systems and to make them by-right accessory uses in the major zoning categories, which would not require a conditional or special use permit. Most permissive: Solar Energy System: An energy system that consists of one or more solar collection devices, solar energy related “balance of system” equipment, and other associated infrastructure with the primary intention of generating electricity, storing electricity, or otherwise converting solar energy to a different form of energy. Solar energy systems may generate energy in excess of the energy requirements of a property if it is to be sold back to a public utility in accordance with the law. (Renewable Energy Ordinance Framework, DVRPC) Less permissive: Solar Energy System: An energy system which converts solar energy to usable thermal, mechanical, chemical, or electrical energy to meet all or a significant part of a structure’s energy requirements. Other types of definitions: Building-Integrated Photovoltaic (BIPV) Systems: A solar energy system that consists of integrating Solar PV modules into the building envelope, where the solar panels themselves act as a building material (roof shingles) or structural element (i.e. façade) Ground-Mounted Solar Energy Systems: A solar energy system where an array is mounted onto the ground. (Renewable Energy Ordinance Framework, DVRPC) High (Developing a definition for solar energy systems is a key step. It would allow the City to determine what type(s) of systems and components should be permitted. By defining solar energy systems, the City also makes the installation of systems more predictable for installers, by outlining what types of systems and components are allowed and how they will be treated.) Lot Coverage Sec. 36-438(1)(e) lists exclusions from lot coverage calculations, but does not include ground-mounted solar energy systems. Many municipalities explicitly Most Permissive: “For purposes of determining compliance with building coverage standards of the applicable zoning district, the total horizontal projection area of all ground-mounted and free- Medium (Counting solar energy systems as lot coverage could limit the implementation of solar systems, exclude solar from this calculation so long as the ground beneath the panel is pervious (e.g. grass) standing solar collectors, including solar photovoltaic cells, panels, arrays, inverters, shall be considered pervious coverage so long as pervious conditions are maintained underneath the solar photovoltaic cells, panels, and arrays.” (Renewable Energy Ordinance Framework, DVRPC) especially if many of the current lots at or are near the maximum lot coverage allowed under the code.) Less Permissive: “For purposes of determining compliance with building coverage standards of the applicable zoning district, the total horizontal projection area of all ground-mounted and free- standing solar collectors, including solar photovoltaic cells, panels, arrays, inverters and solar hot air or water collector devices, shall be considered % impervious coverage. For example, if the total horizontal projection of a solar energy system is 100 square feet, XX square feet shall count towards the impervious coverage standard. For a tracking array or other moveable system, the horizontal projection area shall be calculated at a 33 degree tilt angle.” (Renewable Energy Ordinance Framework, DVRPC) Setback Sec. 36-1269 requires solar energy systems to maintain the same setbacks as required for the principal building or structure. It is a best practice to allow solar a minimal encroachment into the setback, while still preserving the purpose of requiring accessory uses to be set back from the lot line. More permissive option: (1) Small- and medium-scale ground-mounted solar energy systems accessory to principal use may be located no closer than [1/2 of the setback that would otherwise apply] from the front, side or rear lot line. All ground-mounted solar energy systems in residential districts shall be installed either in the side yard or rear yard to the extent practicable (Massachusetts Dept. of Energy Resources, Model Zoning for the Regulation of Solar Energy Systems) Low (The City may want to consider reducing the setback requirements for solar energy systems and/or allow them to encroach reasonably into the setback so that they can receive adequate sunlight to make them efficient.) Less permissive option: (2) Small- and medium-scale ground-mounted solar energy systems accessory to a principal use may be located no closer than [twenty (20) feet] from the front, side or rear lot line. All ground-mounted solar energy systems in residential districts shall be installed either in the side yard or rear yard to the extent practicable. (Massachusetts Dept. of Energy Resources, Model Zoning for the Regulation of Solar Energy Systems) Additional notes Date Signature I, , as of , [Name] [Title] [Community] [State] , have received the zoning review and read its findings. Existing text – XXXX Stricken text – XXXX Added text – XXXX ORDINANCE NO. 2018- AN ORDINANCE AMENDMENT REGARDING REGULATIONS THE CITY COUNCIL OF EDINA ORDAINS: Section 1. Chapter 36, Article I., Section 36-10 is amended to add the following: Sec. 36-10 – Definitions. Solar Energy System: An energy system that consists of one or more solar collection devices, solar energy related “balance of system” equipment, and other associated infrastructure with the primary intention of generating electricity, storing electricity, or otherwise converting solar energy to a different form of energy. Solar energy systems may generate energy in excess of the energy requirements of a property if it is to be sold back to a public utility in accordance with applicable laws. Section 2. Chapter 36, Article XII., Section 36-1269 (General Requirements Applicable to all Districts) is amended as follows: Sec. 36-1269. - Energy collection systems setbacks and as a permitted accessory use. Facilities and equipment designed for the collection of solar energy or wind energy shall maintain the same setbacks as are required for principal buildings or structures and shall not be located within the front yard. Solar Energy Systems are permitted accessory uses in all zoning districts. Section 3. Chapter 36, Article XII., Section 36-1457, Subdivision III (Screening) is amended as follows: Sec. 36-1457. - Required. The following uses shall be screened in accordance with the requirements of this subdivision with the exception of Solar Energy Systems. Solar Energy Systems are exempt from screening requirements. Existing text – XXXX Stricken text – XXXX Added text – XXXX 2 Section 4. This ordinance is effective ________. First Reading: Second Reading: Published: ATTEST: __________________________ ___________________________ Debra A. Mangen, City Clerk James B. Hovland, Mayor Please publish in the Edina Sun Current on: Send two affidavits of publication. Bill to Edina City Clerk Date: October 11, 2018 Agenda Item #: IX.B. To:Energy and Environment Commission Item Type: From:Tara Brown, Sustainability Coordinator Item Activity: Subject:Comp Plan Chapter 8 Water Draft CITY OF EDINA 4801 West 50th Street Edina, MN 55424 www.edinamn.gov ACTION REQUESTED: INTRODUCTION: Attached is the initial draft for the Comprehensive Plan Chapter 8 Water Resources. Staff will be present at the November EEC meeting and will take time to answer questions and receive feedback. ATTACHMENTS: Description Comp Plan Chapter 8 Water Draft -Page 1- I. Chapter 8 - Water Resources Introduction Since its founding, the City of Edina has been in the business of creating, owning, operating, and maintaining infrastructure systems. These systems of public works ensure the health, safety and welfare of the community and are central to modern life. The water resources chapter of the comprehensive plan describes the provision of core municipal services of clean water, sanitation, and drainage and flood protection provided by the Water Utility, Sanitary Utility, and Stormwater Utility. Stewards of public works face key business trends of aging infrastructure and preparing for growth. As infrastructure systems age, the owner’s commitment to reinvest, reimagine and renew is tested. Edina’s position as a first ring suburb means being on the leading edge of this trend. Rapid historic development led to city infrastructure grouped into a tight age cohort, and repair is coming due. At the same time, redevelopment and infill of aging buildings and localized growth in water service demand in multiuse business nodes is planned and requires new or upsized pipes and service connections. Central to Modern Life Before noon every day, you have likely engaged in many activities that rely on city infrastructure. Running the water to brush your teeth, taking a shower, preparing food and washing dishes, flushing the toilet, walking to school, or driving a car; each of these activities utilizes public works. The roads, water, sanitary and stormwater infrastructure help provide mission-critical transportation and mobility, public health, sanitation and public safety services in the City of Edina.  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 Viewed from a historical perspective, public works are a hidden wonder, enabling local and regional travel, and the movement of goods in times and amounts unimaginable in the past. Similarly, the availability and abundance of clean water and near elimination of diseases related to poor sanitation and foul water has saved countless time, expense and life. Making the Invisible, Visible Public works operate over generations, continuously providing reliable service to residents and businesses. Given their high reliability, physical infrastructure can fade into the background of life, or be completely out of sight and out of mind. The mission to “maintain a sound public infrastructure,” must be generational as well, as the life of public works can span hundreds of years. Every home and business in Edina are served by all or a majority of the city infrastructure. Roads, sidewalks and trails are the most visible of the infrastructure. While a resident or traveler can see and feel the bumps in the road, even roads have a hidden depth. Underlain by aggregate base material, structural soils, and drainage networks, the road is made of a system of intentionally designed parts. Bridges are another visible, but mostly forgotten infrastructure. While the decorative outer finishes occupy the imagination, concrete, beams, reinforcing bars, structural soils, and piles carry the load. Utility infrastructure is even more hidden; seen only by the occasional fire hydrant, manhole, catch basin or valve casting, the entire body of the urban landscape pulses with a pumped network of clean water, oozes with gravity drained sewers, and stands ready with empty storm sewers waiting for the next rain. Edina Comprehensive Plan Chapter 8 – Water Resources Page 2 Asset Management While hidden from the untrained eye, public works are operated by trained professionals whose duty is the safety and well-being of the customer. Day to day activities the public may perceive include paving, concrete repairs, street sweeping, pothole filling, catch basin or manhole repair, vacuum truck sewer cleaning, camera truck CCTV inspection, light or electrical repair, and hydrant inspection and flushing. Visible or not, these ongoing maintenance interventions, applied by Public Works professionals allow the City of Edina to operate and maintain infrastructure systems with a very high reliability, meaning that over the course of a year, average per capita unplanned outages are minimal, estimated in seconds of time. Failures, when they happen often relate to flooding, clogs, and cycles of freeze and thaw. When service is interrupted, the effect on user quality of life is immediate, and so is the emergency response. In addition to emergency repair and normal maintenance and operations, staff assesses the condition of infrastructure systems. Collecting, understanding and reacting to the changing condition of infrastructure is becoming more important, because as systems of ages, its condition slowly decays. Managing aging infrastructure assets is a growing challenge that Edina has been addressing as it reimagines and renews its public works. (revise in formatting: this text is for a “more info” callout box, Ross Bintner can also provide images) Asset Management is defined in ISO55000 as “the coordinated activity of an organization to realize value from assets” and an asset as “any item, thing or entity that has potential or actual value to an organization.” Asset management is further described by best practice frameworks from organizations such as IAM, IPWEA, APWA, and AWWA. Reimagine and Renew The link between physical infrastructure and the core services of transportation and mobility, public health, sanitation and public safety often comes into the most focus when a project is defined, and decision makers, users and technical professionals engage in conversations and draw up plans that reimagine, renew and improve upon the systems that support the services we all enjoy. Integrating the maintenance of the old with vision for the new, Edina practices an integrated project scope decision-making process that partners with customers and other stakeholders. These conversations are guided in this comprehensive plan with an eye toward the future, building the community’s vision:  Edina holds a well-earned reputation as a city of choice. It is the model of a successful, mature, and progressive urban community, that strives to lead in a modern and evolving world. We maintain our heritage and attractiveness, and afford our residents the highest quality of life, while actively embracing our future. Whether considering a small area with planned growth, or customer expectation for reliability, it is clear the expectations for infrastructure-derived service continue to grow. Reacting to this change in expectations, project teams engage project and policy stakeholders to provide specific input, resulting in finished works that more closely match the vision. Examples of project-specific input include stakeholder engagement around reconstruction of municipal state-aid roadways or neighborhood streets. Examples of policy input include testing ideas about bike and pedestrian facilities, sustainable infrastructure, climate change and adaptation and living streets at the energy or transportation advisory boards. -Page 3- Unified trends section: Describe cross cutters (equity, health, risk, conservation and sustainability) and one water (open loop, systems with closed loop, circular economy opportunities) Conclusion Public works directly affect the quality of life, health and safety of the public, are central to modern life, but are sometimes hidden from view. The water resources chapter of the Comprehensive Plan goes into detail about the purpose, current and future condition and demand, goals, policies, and implementation framework for each water-related utility and invites the public to take part in the renewal and reimagination of public works. II. Sanitary Sewer Introduction This section of the water resources chapter focuses on the Sanitary Utility. The introduction discusses the purpose of the utility, describes technical service levels and related customer service expectations. A high-level overview describes the people, equipment and infrastructure used to provide the service, and the asset management statement puts programs and infrastructure into a generational context of lifecycle service delivery. The current and future conditions section provides an overview of existing conditions, demand and more detail on the parts that make up the public utility and how it relates private systems, organizations and partners and the overall water industry. The goals and policies section describes the governance structure, policies and relationships and sets goals to guide the utility in the next 10 years. The implementation section describes the framework for implementation using principles of lifecycle management of assets and management of capacity and risk. The reference section links to plans and studies that provide the body of understanding at the foundation of the utility and useful tools from the water industry. Purpose of Plan: The purpose of this section is to guide the Sanitary Utility by defining the service, detailing goals and policies and framing the resources and methods of implementation used to provide for the citywide removal of waste water. The plan;  Defines service levels and relation to citywide policy goals such conservation, resilience, procurement, and others. Edina Comprehensive Plan Chapter 8 – Water Resources Page 4  Provides a framework for the procurement and maintenance of services while managing risk, and supporting growth.  Summarizes demand and demand growth with ongoing development and potential redevelopment within the City and describes how land use impacts the sanitary sewer infrastructure in the City.  Describes how the provision of service is provided and how it relates and coordinates with regional services such as the trunk sewer system operated by Metropolitan Council Environmental Services (MCES).  The scope of this plan is the local collection system. The regional collection and treatment system is owned by the MCES and funded by fees based on percent of system flow. Because of the interrelation of local and regional systems, the Comprehensive Plan is a tool to make sure local and regional systems are aligned. This plan has been prepared in accordance with the current requirements of the Metropolitan Land Planning Act and the content of the sewer element included in the Local Planning Handbook including data and descriptions specifically required in the City’s system statement. Service Levels The core service of the Sanitary Utility is the removal of domestic, commercial and industrial waste waters to promote sanitary conditions and public health. The service is provided citywide with minimal risk of interruption. Customer service In the 2017 Quality of Life Survey Edina residents rated sewer service as 31% Excellent, 57% Good, 11% Fair and 14% Poor. The percent positive ranked as 37th among 298 comparable communities by survey firm Decision Resources. Key customer interactions include billing, hook up and shut off, clogs and failures, flooding or other backflow events, utility improvement projects, neighborhood street reconstruction projects, and education and engagement events. The utility serves residential and businesses customers based on metered domestic flow with rates described and updated annually in City Code 2-724, with specialized strength requirements on some industrial users billed by MCES. The service is reliable with service interruption or risk of backflow typically experienced only sporadically based on clogs, damaged lines, construction activity or significant flooding events. Staff manages the utility to reduce risk. The provision of this service uses natural resources such as materials, energy, and water. Conservation is promoted in combination with the drinking Water Utility and through the repair of leaks and points of inflow and sustainability is promoted through compliance with citywide procurement policy and the inclining block rate fee structure. Technical service requirements The sanitary sewer system is managed to provide reliable removal of sanitary waste water with minimal risk to residents and businesses. The sanitary sewer treatment practice is highly regulated on the treatment side, and governed by standards of practice and plumbing code on the collection side. Several technical studies have reviewed demand and capacity for specific areas of development and summarized capacity utilization and capacity needs based on planned growth. Utilization and needs are discussed in more detail in demand section below. The collection system is managed to improve resilience and reduce or prevent waste and risk caused by leaks, backflow, inflow and infiltration. Edina Comprehensive Plan Chapter 8 – Water Resources Page 5 Means of provision of service Sanitary sewer service is provided primarily using a local system of conveyance pipes, lift stations, and control infrastructure managed by the City of Edina Engineering and Public Works departments and a regional conveyance and treatment system managed by public partners at MCES. The system of infrastructure is described in greater detail in the public utility section below. Programmatic activities undertaken by supporting staff are described in the implementation section below. Local sanitary sewer system The local system is owned and operated by the City of Edina and consists of trunk and lateral sewer lines that collect and carry sewage from private service lines to the City’s sanitary network, and eventually to MCES interceptors. Private service lines are owned by households, business and industry. Generally, the City’s sanitary sewer system flows in an east to southeasterly direction out of the City via three metered connections to MCES interceptors. Additional flow leaves the City via six other unmetered minor trunk lines and five small laterals. These pipes flow to surrounding cities and eventually to other MCES interceptors. There are no MCES interceptors flowing through the City. Edina’s sewer system is fully developed. The infrastructure that makes up the local sanitary system is described in more detail in public system section below. Regional sewers Regional sewers are owned and operated by MCES. These local and regional systems must interact smoothly to ensure safe and reliable service now and throughout the planning period. Asset Management Statement Sanitary sewer utility infrastructure assets and relating programs are managed to; anticipate and react to the impact of growth, identify and manage risk, assess condition and take a lifecycle approach to the operation, maintenance and replacement of system components, and monitor system performance. These management activities are conducted to provide a valuable public service by continually improving our operation and infrastructure to meet the level of service expected by the public and defined by technical service requirements, while minimizing cost and risk. Current and Future Conditions This section of the plan will describe system conditions, system demand, support systems and resources, and relations to private customers and public partners. Public Utility The public sanitary sewer system collects waste water citywide from private service pipes and conveys them to MCES sewer interceptors using a system of pipes and pumps with regular manhole access locations. Assets The local sanitary sewer system is owned and operated by the City of Edina. Regional sewers are owned and operated by the Metropolitan Council Environmental Services (MCES). The local system is made up of 194.2 miles of gravity main, 5014 manholes, 4.5 miles of pressure main and 23 lift stations. The majority of the sewage flows easterly and leaves the City along its eastern border via interceptors that are shown on Figure S-1. A small amount of sewage flows to the north into St. Louis Park through four smaller pipes that carry no more than one block each. Finally, there is a small section of commercial and industrial land along the southern border of the City that flows south into Bloomington via interceptor 3-BN-499. Edina Comprehensive Plan Chapter 8 – Water Resources Page 6 The majority of the system was constructed in the 1940’s and 50’s, with some development occurring in the west half of the City during the 1960’s and 70’s. In the 1990’s one of the last large tracts of land was developed creating the Centennial Lakes neighborhood. The Edina sanitary sewer system currently serves almost all properties within the City. The only exceptions to this are areas served by nearby communities and several remaining locations that are served by Individual Sewage Treatment Systems and regulated by Hennepin County. The City’s sewer system has been divided into five main sewer districts which are shown on Figure X. Four of the districts are associated with MCES interceptors based on the meter and interceptor to which they flow. The fifth is a catch-all group in the northern part of the City that includes all of the small areas that do not flow to one of the other four interceptors. The system is further divided into sub-districts based on lift station service. Each area that is tributary to a given lift station has been color-coded. Lift station sub-districts are depicted on Figure X by a system of colors. Organization and partners: Internal departments tasked with management of the Sanitary Utility are the Engineering and Public Works Departments. These two functional departments employ engineers, operators, technicians, and administrative staff to run the utility. These functional departments are supported by the Finance Department, Utility Billing division, Administration and Human Resource Departments. Utility connections and acquisition of developer installed new infrastructure are supported by the Planning and Building divisions of the Community Development and Fire departments. Organization Chart Key external partners in the provision of sewer services include the electric power utility, MCES, engineering professional service providers, utility general contractors, state regulators, and nongovernmental water industry associations. MCES provides regional conveyance and treatment for all city wastewater and their pass though costs make up a majority of a customer’s sanitary sewer bill. All effluents exiting the City are carried through MCES interceptors to the Metro Waste Water Treatment Plant, except those from south-central Edina that flow via an MCES interceptor through the City of Bloomington to the Seneca Wastewater Treatment Plant. The MCES interceptors that carry Edina wastewater are identified as Interceptor Nos. 1MN-343, 1-MN-344, 1MN-345, 1RF-490, 1RF-491, and are depicted on Figure X, Sanitary Sewer Map. The MCES monitors flow rates at the border of the City in three of the main interceptors in special meter stations that it uses to determine the City’s wastewater fees. The majority of Edina’s sewage flows through metered connections to these interceptors. The metered interceptors include 1-RF-491, which is served by MCES meter M129; 1-RF-490, which is served by meter M128; and 1-MN-345, which is served by meter M127. The remainder of the City’s sewage flows through interceptors 1-MN-344, 1- MN-343, 1-MN-342. Tools, Equipment, Facilities The Engineering and Public Works Departments rely on tools, equipment, and facilities procured and maintained by the Facilities and Fleet support divisions of Public Works and the Communications and Technical Services Department. System models are maintained by partner engineering professional service providers. Demand: Waste water is created through a variety of water uses, from flushing, cleaning, cooking, washing, the creation of industrial products and other business practices. Sewer demand is related to water use and constituents of the waste water. Demand varies with the intensity and type of land use and how the Edina Comprehensive Plan Chapter 8 – Water Resources Page 7 water is used. For the local conveyance system, volume and rate flow are primary concerns, and for the regional conveyance and treatment system both volume and strength, or difficulty to treat to clean water standards are notable concerns. Existing Demand Annual historic sanitary flows decreased by X% between 1980 and 2015, as can be seen in table/chart name. The decrease is a result of a number of factors, including the City’s efforts to reduce inflow and infiltration and increased water conservation efforts as low-flow plumbing fixtures become more prevalent. Table/chart name represents the sanitary flow metered by MCES for the majority of the City as metered by MCES meters M127, M128 and M129. <ADD INFLOW AND INFILTRATION CALLOUT BOX or image> Future Demand Future demand growth focuses around areas of potential growth. Current system evaluation conducted by Barr Engineering include; Southeast Edina Sanitary Sewer Preliminary Engineering (April 2017), Grandview Analysis (January 2018), and the Edina South Sanitary Sewer Capacity Evaluation (August 2018). Evaluation conducted as part of an AUAR process for Pentagon Park by WSB and Associated (2008, updates in 2013, 2018) Links to each document are available in the appendix to this chapter. Private System Every home and business service connection to the Sanitary Utility is owned by the private property owner. While widely disbursed, the system of service connections and the internal private plumbing of customers affects the outcomes of the Sanitary Utility. Private system connection and good working order are regulated, permitted and enforced directly through the Building Department and state and local partners. <ADD SERVICE LINE WARRENTY PROGRAM CALLOUT BOX> State and Local Partners Regulation of connections, operator certification and training, planning for growth, plumbing code and plumbing licensing, and environmental standards and regulation all affect the outcomes of the Sanitary Utility and involve the Minnesota Department of Health, Minnesota Pollution Control Agency, Department of Labor and Industry, MCES, and others. The City of Edina takes an active role in policy and regulation advocacy directly and through partner professional associations. Goals and Policies This chapter describes; How the Sanitary Utility supports the Mission and Vision of the City of Edina, the governance of the utility, key local policy and regulation, and ten-year strategic goals. Service Level Statement The Sanitary Sewer Utility will provide safe, reliable, and efficient removal of wastewater for residents and customers in the City of Edina, while eliminating risk of inflow, infiltration and backflow to protect the health, safety and welfare of our citizens now and into the future. Role and responsibility of Council and Management The City Council is the policy body for the utility and is responsible to set the strategic and policy direction of the utility. The City Council is responsible and accountable to the customers of the utility and appoints and evaluates the chief executive. The City Council sets the budget and capital improvement direction of the utility, defines policy and code that define service and risk, levies fees, Edina Comprehensive Plan Chapter 8 – Water Resources Page 8 issues bonds, accepts or disposes of real estate, approves contracts with service providers, and hears appeals on enforcement matters. The City Manager is the chief executive of the three water utilities. The chief executive is ultimately responsible for the function of the utility and delegates areas of responsibility to various City Departments. Divisions of responsibility are shared and split among City Departments. Utility management for the Sanitary Utility is jointly practiced with the Water and Stormwater Utilities with close coordination of local transportation system management. Policy and Regulation A variety of policies and ordinance apply to the sanitary utility. Policies: The following policies support the function of the utility. (Edit after commission and council input, these examples seem too detailed for this level)  Monitor sewage flow at principal metering points to insure capacity of the system.  Monitor function and condition of the local system through both televising lines and electronic utility data collection.  Eliminate points of inflow and infiltration to the system on public property, and require elimination of inflow and infiltration on private property.  Maintain operating efficiency and minimize sewage blockages through routing maintenance.  Reduce potential for inflow and infiltration in private systems during plan and permit review.  Review all sanitary sewer mains and services prior to reconstructing any roadway.  Enforce standards and inspections for private sewer line connections to the public sanitary sewer system.  Repair pipes immediately upon detection of a failure or critical defect.  Continue to eliminate private on-site sewage systems (only several remaining).  Identify all future sanitary sewer facility improvements in the Capital Improvement Plan.  Maintain and enforce the following ordinances and new ones adopted that deal with the sanitary system.  To the extent possible Engineers should differentiate between renewal/replacement and new/upgrade in project reports. Ordinances: The following ordinances govern public and private utility service, connections and related infrastructure, land use and other topics related to the utility.  Chapter 10: Building and Building Regulation o Article 9: Regulating plumbing and installation of water conditioning equipment o Article 10 Requiring connection to sanitary and water systems and regulating discharge into the sanitary sewer system  Chapter 24: Public right of way and easement  Chapter 28: Utilities  Chapter 36: Zoning o Article 3 Site Plan Review o Article 12, Supplementary District Regulations Edina Comprehensive Plan Chapter 8 – Water Resources Page 9 10 Year Stategic Goals The following goals areas represent areas of strategic importance to the utility. (Finalize after commission and council input)  Goal Area 1: Aging infrastructure and management of assets over generations  Goal Area 2: Conservation and sustainability, one water  Goal Area 3: Preparing for areas of growth  Goal Area 4: Risk, health, equity and engagement Implementation This section addresses specific projects and day-to-day tasks that City staff undertake to implement the business of the utility and serve the customer. Some tasks have been ongoing for many years and simply represent the high quality of service that the City has always provided to its population, while others are new initiatives that are the City’s response to recent development. Lifecycle Asset Management Sanitary sewer service is provided primarily with infrastructure. The following section describes the coordinated activities that the City of Edina undertakes to provide value to the customer. These coordinated activities seek to balance service, cost and risk over the generational lifecycle of infrastructure. Operations Operations are actions that sustain, modify, alter or regain system function and provide service or manage risk. System operation is conducted primarily by the trained and certified utility operators from the Public Works Department. Typical operations consist of a variety of activities such as flow monitoring, pumping, routine inspection, routine care of high touch system components, CCTV inspection of pipes, root cutting, jetting and vactoring of debris, backup failure analysis, and other activities. Much of the system operation is automated by a system of computerized controls, sensors, level monitors, flow monitors, and other devices. Emergency operations: The three highest risk Lift Stations (in terms of potential back up flooding) are equipped with onsite generators that automatically engage upon Xcel failure. All other Lift Stations are equipped with quick connect plugins for portable generators that can be rotated between sites as necessary. Two combination Jet/Vac trucks can also be utilized to empty wet wells and reestablish detention time if needed. Two large capacity portable pumps could also be utilized for bypass pumping as well. The following programs support operation and maintenance decisions:  Jet-cleaning program for all lateral collection piping. Each pipe is cleaned on a four-to-five year revolving schedule. The main trunk sewers are not included in the cleaning program since they receive regular scouring velocities from normally occurring peak flows and the flushing from cleaning in the laterals.  Televises trunk lines and laterals for operation and condition assessment. Each pipe is televised on a 12-year revolving schedule to help determine areas in need of cleaning and improvements. <ADD FLUSHABLE WIPES CALLOUT BOX> Edina Comprehensive Plan Chapter 8 – Water Resources Page 10 Maintenance Maintenance is any action that repairs or retains the physical infrastructure assets to meet projected service levels. System maintenance is conducted primarily by the trained and certified utility operators from the Public Works Department. Typical maintenance consists of replacement of worn manhole lids, grouting of manhole rings, spot repair of leaks, spot repair of pipe, refurbishment or replacement of pumps, and refurbishment or replacement of electrical control components, replacement of other worn or damaged system components, and other minor maintenance. Renewal and Replacement Renewal and replacement are major repair or replacement of assets at or near the end of their service life. This activity is conducted by the engineers, technicians and inspectors in the Engineering Department or by consulting engineers, and typically occurs in parallel with the City’s neighborhood street reconstruction program and municipal state aid reconstruction program, or are completed as standalone utility project. Replacement and renewal projects are bundled by age cohort of road and utility infrastructure. System components are inspected and conditions assessed to inform project replacement and repair interventions. Engineers produce project reports and recommend project scope to the City Council. Projects are bundled and bid for reconstruction and contracts are considered by the City Council. Bundling of projects is favorable to goals of efficiency and customer service by generating efficiency of scale and timing needed renewal around the disruptions caused by a single project. Renewal and replacement decisions assume the infrastructure service remains the same or is replaced with current industry standard materials and components. Typically, projects mix scope between renewal and replacement, and new and upgraded service. New and upgraded assets New and upgraded assets are either entirely new areas or levels of service, or major improvements to the marginal level of service provided by infrastructure. This activity is generally conducted by engineers, technicians and inspectors in the Engineering Department, or by engineers employed by private developers as part of land use, community development, or economic development projects. Other Programs Programs and activities managed in partner organizations, and various city departments affect outcomes of the utility. The following is a noncomprehensive summary of related programs and activities. Demand Management / Source Control  The conservation rate tier in City ordinance are key conservation and demand management practices for the utility.  State and national plumbing code is a key conservation and demand management tool that is reducing per capita flow.  The MPCA dental amalgam separator program is a key source control for mercury  City efforts to reduce infiltration and inflow is a demand control, and is described in greater detail in the risk management section below. Assurance, Condition Assessment, System Monitoring, Modeling Many business practices and their associated systems that are otherwise classified as operations also provide assurance of system function;  SCADA controls and monitoring Edina Comprehensive Plan Chapter 8 – Water Resources Page 11  Periodic inspection and operation  System planning and design The sanitary sewer system is modeled on an occasional basis and that model is occasionally recalibrated with flow monitoring data. The model is used to review flow trends and test scenarios of system changes due to growth and other notable modifications to system function. Risk Management, Resilience The following programs or business practices manage risk associated with the utility:  City emergency response command,  Gopher State One Call Utility / locates,  Right of Way management,  Connection permits,  Fats/Oils/Grease (FOG) source controls,  Private connection program as part of reconstruction,  Parking garage inspections,  City risk management, and League of Minnesota Cities insurance trust  City conservation and sustainability programs  The system of backup power for key pump stations, and mobile power reserve  Flood control works and activities in the city Stormwater Utility  Two additional programs are described in greater detail due to their significance; infiltration and inflow program, sump disconnection inspections, Infiltration and Inflow (I&I) Program A key risk management approach for the sanitary utility is the identification, reduction or elimination of infiltration and inflow. The following is a summary of past infiltration and inflow reduction efforts:  Donohue 1983, CH2M 1992, TKDA Sewer Evaluation 1997, Barr Engineering flow modeling and metering 2006, 2012, Bolton and Menk Trunk Sewer Infiltration Study 2013  Post 1997 study I&I projects; o All buildings within the City were inspected for potential clear water connection. Buildings with sump pump systems were inspected for clear water connections, o A 325,000 gallon peak flow storage tank was installed in the sewer shed tributary to interceptor 1-MN-345.  2012, 14, 17 MCES I&I reduction grant projects The following strategies are used to reduce I&I risk:  Replacement of vented manhole covers with solid water tight covers.  Removal of surface drainage cross connections.  Repair of manhole frames that have separated from rings in concrete street sections.  Replacement or lining of dilapidated brick manholes with new precast manholes.  Installation of chimney seal systems on manholes that have evidence of inflow characteristics.  Complete relining or replacement of sewers constructed in low areas subject to frequent inundation, such as along creeks and wetlands. Private Connections and Sump Cross Connection One of the main sources of inflow continues to come from private connections. One of those sources is the connection of lower levels of parking ramps to the sanitary sewer. Though upper levels of ramps are connected to the storm sewer, lower levels are connected to the sanitary sewer. When runoff events exceed the capacity of the upper level collection systems, it often simply flows to the next level down where it runs directly into the sanitary sewer. Similarly, if flood water enter lower levels of the Edina Comprehensive Plan Chapter 8 – Water Resources Page 12 ramp, they can inflow directly into the sanitary system. Edina is working with private developers to prevent this from occurring on future proposed ramps and, in some cases, to correct existing ramps where this is known to be a problem. Another key component to inflow and infiltration is related to private services. Metropolitan Council Environmental Services estimates that as much as 70% of all I&I comes from private sources. As already noted, the City has completed a successful sump pump program. However, in addition to the sump pumps, many of the private sanitary sewer service laterals are old and susceptible to I&I. Education, Outreach and Engagement The understanding, support, consent, and participation of customers and stakeholders is key to building the brand of the utility and city, and affects customer good will and outcomes. The following programs and activities support the education, outreach and engagement goals of the City and the operation of the utility.  Customer service interactions  Utility billing  Communications and Technology Service Department maintained tools and platforms  City outreach and engagement practices  Public Works Week proclamation and biennial public works open house  Occasional infrastructure tours Organizational Improvement The following review includes potential actions for each strategic goal area identified in the goal and policy section above. (Edit after commission and council input)  Goal Area 1: Aging infrastructure and management of assets over generations: o Review and implement best practices to promote financial awareness across departments. o Improve financial asset register and physical asset register so they are complete and consistent with each other and useful for uncovering trends and for strategic planning. o Improve information management systems and staff procedures to build awareness of customer and technical service issues. o Track and classify key customer service requests and complaints. o Track number and duration of planned and unplanned service interruptions and reliability trend. o Build organization tools to identify and track age, condition, and function of system. o Use results of condition assessments to inform replacement and renewal decisions. o Improve organizational line-of-sight by developing processes that build consensus on service and risk that are informed by data from all levels of the organization. o Improve project selection procedures that involve staff from diverse functions between departments.  Goal Area 2: Conservation and sustainability, one water o Identify demonstration project that utilizes thermal resource in trunk sanitary sewer main and develop design and business case. o Quantify utility energy use and associated environmental impact and consider renewable energy or credit purchase to offset. Edina Comprehensive Plan Chapter 8 – Water Resources Page 13 o Review metering, SCADA and billing system requirements jointly with water utility for opportunities relating to asset management and conservation business goals when major system replacements are considered.  Goal Area 3: Preparing for areas of growth o Complete York trunk extension. o Complete Fairview trunk extension and LS4 flow bypass. o Plan for Parklawn area lift and force extension coordinate easement acquisition when development opportunities allow. o Plan for Grandview area sanitary extension as development requires capacity. o Consider Pentagon Park utility transition from Bloomington to Edina sewer operations to align with ownership in coordination with water system review.  Goal Area 4: Risk, Health, Equity and Engagement o Comprehensively assess risk jointly with storm water utility using an international risk framework. o Consider range of options for enforcing or promoting private sewer inspection and repair. o Review and modify after-action and failure reporting processes to promote cross functional organization learning. o Support citywide framework and criteria for purchasing, health, and race and equity in all business practices. o Support citywide framework for engagement and public participation References and Appendices Grandview System Analysis (2018 Barr) Southeast Edina Capacity and Preliminary Engineering (2017 Barr) Edina South Sanitary Sewer Capacity Evaluation (2018 Barr) Pentagon AUAR (2018 Update) III. Stormwater Utility Introduction This section of the water resources chapter focuses on the Stormwater Utility. The introduction discusses the purpose of the utility, describes technical service levels and related customer service expectations. A high-level overview of means describes the people, equipment and infrastructure used to provide the service, and the asset management statement puts programs and infrastructure into a generational context of lifecycle service delivery. The current and future conditions section provides an overview of existing conditions, demand and more detail on the parts that make up the public utility and how it relates private systems, organizations and partners and the overall water industry. The goals and policies section describes the governance structure, policies and relationships and sets goals to guide the utility in the next 10 years. The implementation section describes the framework for implementation using principles of lifecycle management of assets and management of capacity and risk. The reference section links to plans and studies that provide the body of understanding at the foundation of the utility and useful tools from the water industry. Edina Comprehensive Plan Chapter 8 – Water Resources Page 14 Purpose of Plan The purpose of this section is to guide the Stormwater Utility by defining the service, detailing goals and policies and framing the resources and methods of implementation used to provide for the citywide management of stormwater. The plan;  Defines service levels and relation to citywide policy goals such conservation, resilience, protection, procurement, and others.  Provides a framework for the procurement and maintenance of services while managing risk, and supporting development .  Summarizes demand and demand shifts with ongoing development and potential redevelopment within the City and describes how land use impacts the stormsewer infrastructure in the City.  Recognizes the interconnected nature of surface water and groundwater, promoting management strategies that protect and improve lakes, ponds, streams, and wetlands, as well as the City’s drinking water source through the Wellhead Protection Plan (WHPP).  Describes how the provision of service is provided and how it relates and coordinates within the watershed framework. The relationship of flood and clean water services to the regional creeks, lakes and rivers, and how programs and services coordinate and overlap with those of the Nine Mile Creek Watershed District, and the Minnehaha Creek Watershed District.  The scope of this plan is the local drainage network, the local conveyance, and treatment system that makes up the Municipal Separate Storm Sewer System (MS4), and the local system of natural water bodies such as wetlands, streams and lakes that connect to and drain to Nine Mile Creek, Minnehaha Creek and downstream lakes and ponds like Bde Maka Ska or Adams Hill Pond. This plan is informed by the City of Edina Comprehensive Water Resources Management Plan (CWRMP) and that plan is incorporated by reference. History of the CWRMP In 2003-2004, the City developed the Comprehensive Water Resource Management Plan to address current and future storm water issues, especially those related to future development and redevelopment. The plan addressed storm water runoff management and flood control, water quality management, and wetlands protection through establishment of storm water planning policies and recommendations. This plan was developed to assist the City of Edina in defining and implementing a comprehensive and environmentally sound system of surface water management. The plan was updated in 2008, as part of the last comprehensive plan, again in 2011 to conform to changes in the policies of the Minnehaha Creek Watershed District and the Nine Mile Creek Watershed District plans. To inform this update of the comprehensive plan, the CWRMP was again reviewed, updated, and adopted in 2018. Service Levels The core services of the Stormwater Utility are drainage and management of runoff and flood risk, clean surface waters, and protection of natural waterbodies and wetlands. The purpose and interactions among the service levels is described in greater detail in CWRMP section 3. The services are improving citywide with some risk of disruption, and are increasingly better understood using hydraulic and hydrologic models and risk management principles. Edina Comprehensive Plan Chapter 8 – Water Resources Page 15 Customer In the 2017 Quality of Life Survey Edina residents rated storm drainage as 27% Excellent, 53% Good, 16% Fair and 4% Poor. The percent positive ranked as 26th among 328 comparable communities by survey firm Decision Resources. Residents rated street cleaning as 24% Excellent, 56% Good,16% Fair and 5% Poor. The percent positive ranked as 43rd among 300 comparable communities with a statistically significant disparity in service geographically where 95% in the southwest quadrant and 71% in the northwest quadrant rated the service as excellent or good. Key customer interactions include customer service requests and permit interactions around residential redevelopment and the lakes and ponds program, flooding and failures, utility improvement projects, neighborhood street reconstruction projects, and education and engagement events. The utility serves residential and businesses customers citywide with billing based on customer class / land use flow equivalences, with the rate of billing updated annually in City Code 2-724. Customers also pay for services provided by local watershed districts in their property tax. The provision of this service uses natural resources such as materials and energy. Conservation is promoted in combination with the educational mission of local watershed districts, through customer engagement broadly, and in the lakes and ponds program specifically. Sustainability is promoted through; interrelated planning and project implementation with transportation services as part of the Living Streets Plan, the creation of green infrastructure directly and through permitting, and in compliance with citywide procurement policy. Technical The stormwater system, natural waterbodies, and land use activities are managed to provide the three core services while reducing risk to residents and businesses. Portions of the stormwater infrastructure are regulated through the MS4 and by the watershed districts, while programs and activities are regulated depending on their impact to specific types of waters at a state and federal level. Because regulation and expectations have changed in a relatively recent time compared to the age of the infrastructure there are significant service deficits and some overlapping or conflicting regulation. The CWRMP has reviewed service demand trends and levels of achievement in greater detail. Typical redevelopment improves service as areas of land go from minimal infrastructure and treatment to modern systems. Means of provision of service Stormwater services are provided using a combination of infrastructure, programs and land use regulation directly and in coordination with local and state partners. Local systems are managed by the City of Edina Engineering and Public Works departments and the two main creeks are managed by public partners at the watershed districts. Some services relating to flood risk are managed jointly with the Sanitary Utility and some services relating to clean water and pollution prevention and managed jointly with the Water Utility through the Wellhead Protection Plan. Asset Management Statement Stormwater Utility infrastructure assets and relating programs are managed to; understand and react to service level deficits, identify and manage risk, assess condition and take a lifecycle approach to the operation, maintenance and replacement of system components, and monitor system performance. These management activities are conducted to provide a valuable public service by continually improving Edina Comprehensive Plan Chapter 8 – Water Resources Page 16 our operation and infrastructure to improve the level of service experienced by the public and defined by technical service requirements, while minimizing cost and risk. Current and Future Conditions The City of Edina and its residents value the surface water resources within the city, which include two creek systems, a number of lakes and ponds, and numerous wetlands (see Figure X). In addition to being a major component of the City’s flood protection and surface water treatment system, these resources supply aesthetic and recreational benefits and provide wildlife habitat and refuge. The northeast corner of the City drains to Minnehaha Creek, which enters the city limits northwest of West 44th Street and T.H.100 and flows in a southeasterly direction through the city, exiting near West 54th Street and York Avenue. The southwest corner of the city drains to the South Fork of Nine Mile Creek, which meanders through the Braemar Golf Course and then exits the city limits toward Bloomington at West 78th Street. The remainder of the city drains to the North Fork of Nine Mile Creek, which enters the Edina city limits in the northwest corner of the city north of the intersection of T.H. 169 and Londonderry Road and flows in a southeasterly direction through the city, exiting to Bloomington near the intersection of T.H. 100 and Interstate 494. The City of Edina encompasses portions of two watershed districts: the Nine Mile Creek Watershed District and the Minnehaha Creek Watershed District (see Figure 8.2.1). Watershed districts are local units of government that specifically address the management and protection of water resources based on hydrologic boundaries instead of political boundaries. Each District is governed by a Board of Managers, comprised of citizens appointed by the boards of the counties with land in the watershed district. The districts are charged by State statute “to conserve the natural resources of the state by land use planning, flood control, and other conservation practices using sound scientific principles for the protection of the public health and welfare and provident use of the natural resource.” Because these watershed districts are granted authority to regulate, conserve, and control the use of water resources within the district, the City is required to comply with the specific storm water and water resource related requirements of each District. The City of Edina places a high importance on providing quality storm water management service to its residents. Since the City of Edina has been a developing community throughout much of the past century, the age and condition of the existing storm water infrastructure is quite variable. Additionally, Public Utility The stormwater system is public stormwater system collects, treats, drains, retains and/or detains water from public facilities, public transportation infrastructure, private properties, and outflow from private stormwater systems citywide. The systems also convey outflows from natural water bodies and routes them to downstream waterbodies. Assets The local stormwater system is owned and operated by the City of Edina, and portions of the system are interconnected into systems owned by Hennepin County or neighboring cities. The system is made up of 127 miles of gravity main ranging from 12-84” in diameter, 6800 manholes, 900 outlets, 38 miles of small diameter sump drain, 11 stormwater lift stations, one half mile of stormwater force main, 150 ponds and wetlands, and numerous sediment traps. The majority of the system was constructed in the 1940’s through 60’s, with significant additions and extensions occurring after that period. Much of the treatment infrastructure was added later and much is privately owned with maintenance declarations in favor of local watershed districts. The system is extensively mapped and modeled in the reference CWRMP. Edina Comprehensive Plan Chapter 8 – Water Resources Page 17 Organization and partners Internal departments tasked with management of the Stormwater Utility are the Engineering and Public Works Departments. These two functional departments employ engineers, operators, natural resource and engineering technicians, and administrative staff to run the utility. These functional departments are supported by the Finance Department, Utility Billing division, Administration and Human Resource Departments. Land use permitting and acquisition of developer-installed new infrastructure are supported by the Planning and Building divisions of the Community Development and Fire departments. <ADD Organization Chart> Key external partners in the provision of stormwater services include the Nine Mile and Minnehaha Creek Watershed Districts, engineering and natural resources professional service providers, utility and natural resources contractors, state regulators, and nongovernmental water industry associations. Lake association customer groups also make requests for service. Tools, Equipment, Facilities The Engineering and Public Works Departments rely on tools, equipment, and facilities procured and maintained by the Facilities and Fleet support divisions of Public Works and the Communications and Technical Services Department. System models are maintained by partner engineering professional service providers. Demand The city and watershed districts have implemented conventional storm water quality treatment requirements since the late-1980s, typically in the form of storm water detention ponds and underground storage and infiltration chambers. Regional detention ponds, while generally encouraged by the City for their efficiency of scale, have been hard to organize, due to the developed nature of the area. Storm water detention ponds are effective for removal of sediment and phosphorus from storm water runoff. In recent years, storm water quality treatment trends have shifted to incorporate volume reduction of storm water runoff, in addition to the removal of sediment and phosphorus. This movement comes in response to both the desire of citizens and local governments to embrace the challenge of protecting our urban surface water resources and changes in regulation. Stormwater volume reduction can be accomplished by reducing the fraction of impervious surface on a site and/or installing infrastructure to increase rainfall abstraction processes such as infiltration, evaporation, water storage, and vegetation management. Future Drivers Existing demand and trends that drive changes in demand are discussed below for flood and clean water service areas. Storm Drainage and Flood Protection: Key drivers adding demand for drainage and flood risk are cyclical wet periods, increasing rainfall peaks and frequencies due to climate change, and increasing urbanization leading to changing land uses that add hardscape and change soils and grades. Clean Surface Waters: Key drivers adding demand for surface water including changing expectation and regulation. The federal Clean Water Act (CWA) requires states to adopt water quality standards to protect the nation’s waters. Water quality standards designate beneficial uses for each waterbody and establish criteria that must be met within the waterbody to maintain the water quality necessary to support its designated use(s). Section 303(d) of the CWA requires each state to identify and establish priority rankings for waters that do not meet the existing water quality standards. The list of impaired Edina Comprehensive Plan Chapter 8 – Water Resources Page 18 waters is updated by the State every two years. For impaired waterbodies, the CWA requires the development of a total maximum daily load (TMDL), which establishes the pollutant loading capacity within a waterbody and develops an allocation scheme amongst the pollutant contributors, which include point sources, non-point sources and natural background pollutants. Private Systems Nearly every home and business drains to Stormwater Utility or has a service connection from a private system to the utility. While widely disbursed, the system drains, overland flow paths, catch basins, and service connections connect the land use of the private customers directly to the utility and affects the outcomes of the Stormwater Utility. The land use of private property, certain high impact or polluting activities, private system connection and other activities are regulated, permitted and enforced directly through the Community Development, Building and Engineering Departments and by state and local partners. State and Local Partners Regulation of connections, construction, grading, work within waters, operator certification and training, planning for growth, plumbing code and plumbing licensing, and environmental standards and regulation all affect the outcomes of the Stormwater Utility and involve the Minnesota Department of Health, Minnesota Pollution Control Agency, Department of Labor and Industry, Department of Natural Resources, Watershed Districts, and others. The City of Edina takes an active role in policy and regulation advocacy directly and through partner professional associations and nonprofit groups. Goals and Policies The City’s Comprehensive Water Resource Management Plan addresses storm water runoff management and flood control, water quality management, and wetlands protection through establishment of water resource management goals, policies, and design standards. The City’s plan is required to conform with the existing watershed district plans and is modified through major and minor amendments as needed. . Service Level Statement The Stormwater Utility will provide drainage of surface waters, management of rainfall runoff and flood risk, reduction of water pollution, treatment of stormwaters, and protection of natural water bodies and wetlands to provide outcomes supportive of local, state and national surface water goals and policies. The purpose and interactions among the service levels is described in greater detail in the CWRMP. Role and responsibility of Council and Management The City Council is the policy body for the utility and is responsible to set the strategic and policy direction of the utility. The City Council is responsible and accountable to the residents and customers of the utility and appoints and evaluates the chief executive. The City Council sets the budget and capital improvement direction of the utility, defines policy and code that define service and risk, levies fees, issues bonds, accepts or disposes of real estate, approves contracts with service providers, and hears appeals on enforcement matters. The City Manager is the chief executive of the three water utilities. The chief executive is ultimately responsible for the function of the utility and delegates areas of responsibility to various City Departments. Divisions of responsibility are shared and split among City Departments. Edina Comprehensive Plan Chapter 8 – Water Resources Page 19 Utility management for the Stormwater Utility is jointly practiced with the Water and Stormwater Utilities with close coordination of local transportation system management. Policy and Regulation Policies of the Stormwater Utility are defined in greater detail in the reference CWRMP. <Finalize after board and CC review. Do we want summarize or define any policies here?> The following ordinances govern public and private utility service, connections and related infrastructure, land use and other topics related to the utility.  Chapter 10: Building and Building Regulation o Article 2: Landscape, Screening and Erosion Control o Article 4: Demolition o Article 7: Littering in the Course of Construction Work o Article 17: Land Disturbing Activities  Chapter 23: Nuisances and Noise  Chapter 24: Public right of way and easement  Chapter 28: Utilities  Chapter 30: Vegetation  Chapter 32: Subdivision  Chapter 36 Zoning o Article 3, Site Plan Review o Article 5, Conditional Use Permits o Article 8, Districts o Article 10, Floodplain Districts o Article 12, Supplementary District Regulations A brief summary of the management goals in the City of Edina Comprehensive Water Resource Management Plan are summarized below. Additional information on the policies and design standards can be found in the latest version of the City’s plan. 10 Year Strategic Goals The following goals areas represent areas of strategic importance to the utility. (Finalize after commission and council input)  Goal Area 1: Prioritization of service levels and rates of attainment.  Goal Area 2: Conservation and sustainability, one water  Goal Area 3: Aging infrastructure and management of assets over generations:  Goal Area 4: Risk, Health and Equity Implementation This section addresses specific projects and day-to-day tasks that City staff undertake to implement the business of the utility and serve the customer. Some tasks have been ongoing for many years and simply represent the high quality of service that the City has always provided to its population, while others are new initiatives that are the City’s response to recent development. Lifecycle Asset Management Stormwater service is provided using extensive infrastructure. The following section describes the coordinated activities that the City of Edina undertakes to provide value to the customer. These coordinated activities seek to balance service, cost and risk over the generational lifecycle of infrastructure. Edina Comprehensive Plan Chapter 8 – Water Resources Page 20 Call out box: Green and Grey Infrastructure, stormwater is more than just pipes and ponds. It’s also plants! Operations Operations are actions that sustain, modify, alter or regain system function and provide service or manage risk. System operation is conducted primarily by the trained and certified utility operators from the Public Works Department and natural resource technicians Parks Maintenance Division. Typical operations consist of a variety of activities such as routine inspection, routine care of high touch system components, CCTV inspection of trouble pipes, jetting and vactoring of debris, care of vegetation, failure analysis, and other activities. Emergency operations: (Dave to complete) The 5 year rotating inspection program supports operation and maintenance decisions. Maintenance Maintenance is any action that repairs or retains the physical infrastructure assets to meet projected service levels. System maintenance is conducted primary by the trained and certified utility operators from the Public Works Department and natural resource technicians in the Parks Maintenance Division. Typical maintenance consists of replacement of worn manhole lids, grouting of manhole rings, spot repair of pipe, refurbishment or replacement of pumps, and refurbishment or replacement of electrical control components, replacement of other worn or damaged system components, replacement of plant material, and other minor maintenance. Renewal and Replacement Renewal and replacement are major repair or replacement of assets at or near the end of their service life. This activity is conducted by the engineers, technicians and inspectors in the Engineering Department or by consulting engineers, and typically occurs in parallel with the City’s parks development projects, neighborhood street reconstruction program, municipal state aid reconstruction program, or are completed as standalone utility projects. Replacement and renewal projects are bundled by age cohort of road and utility infrastructure or are added to the scope of new infrastructure projects. System components are inspected and conditions assessed to inform project replacement and repair interventions. Engineers produce project reports and recommend project scope to the City Councils. Projects are bundled and bid for reconstruction and contracts are considered by the City Council. Bundling of projects is favorable to goals of efficiency and customer service by generating efficiency of scale and timing needed renewal around the disruptions caused by a single project. Renewal and replacement decisions assume the infrastructure service remains the same or is replaced with current industry standard materials and components. Typically, projects mix scope between renewal and replacement, and new and upgraded service. New and upgraded Public or Private assets New and upgraded assets are either entirely new areas or levels of service, or major improvements to the marginal level of service provided by infrastructure. This activity is generally conducted by engineer, technicians and inspectors in the Engineering Department, or by engineers employed by private developers as part of land use, community development, or economic development projects. Edina Comprehensive Plan Chapter 8 – Water Resources Page 21 Other Programs Programs and activities managed in partner organizations, and various city departments affect outcomes of the utility. The following is a noncomprehensive summary of related programs and activities. Pollution Source and Hydrologic Control  Pollution prevention activities associated with the MS4 permit, street sweeping program, and the Water Utility’s Wellhead Protection Plan.  Land use regulation in the zoning code and limitations on building hard cover.  Land use permitting at the City and Watershed level.  Grading and erosion control requirements at State, Watershed and local levels.  Stormwater requirements at State, Watershed and local levels.  Implementation of the Living Streets Plan Assurance, Condition Assessment, System Monitoring, Modeling Many business practices and their associated system that are otherwise classified as operations also provide assurance of system function;  SCADA controls and monitoring  Periodic inspection and maintenance  System planning and design The stormwater sewer system is modeled on an occasional basis and that model is occasionally recalibrated with flow monitoring data. The model is coordinated in the Nine Mile Creek Watershed with the District overall creek model. The model is used to review flood risk and test scenarios of system changes due to growth, system retrofit as part of improvement proposals, or other notable modifications to system function. Risk Management, Resilience The following programs or business practices manage risk and liability the storm utility faces.  City emergency response command,  Gopher State One Call Utility / locates,  Right of Way management,  Grading and land use permits  Parking garage inspections,  City risk management, and League of Minnesota Cities insurance trust  City conservation and sustainability programs  Flood control works and activities  FEMA National Flood Insurance Program  Stormwater regulation at State, Watershed and local levels. Education, Outreach and Engagement The understanding, support, consent, and participation of customers and stakeholders is key to building the brand of the utility and city, and affects customer good will and outcomes. The following programs and activities support the education, outreach and engagement goals of the City and the operation of the utility.  Civic engagement, pulic participation and communication  Customer service interactions  Utility billing  Communications and Technology Service Department maintained tools and platforms  Community Outreach and Engagement practices  Public Works Week proclamation and biennial public works open house  Occasional infrastructure tours Edina Comprehensive Plan Chapter 8 – Water Resources Page 22 Organizational Improvement The following review includes potential actions for each strategic goal area identified in the goal and policy section above. (Edit after commission and council input)  Goal Area 1: Prioritization of service levels and rates of attainment. o Compete flood protection strategy to demonstrate range of practices and levels of attainment in focus area of Morningside Neighborhood. o Complete clean water strategy to demonstrate range of practices and levels of attainment in focus area of Lake Cornelia watershed. o Use results of each strategy to inform changes to codes and standards, and review internal processes for project selection.  Goal Area 2: Conservation and sustainability, one water o Identify demonstration project that reuses stormwater or surface waters for irrigation at Braemar Golf Course jointly with Water Utility. o Quantify utility energy use and associated environmental impact and consider renewable energy or credit purchase to offset. o Promote ecosystem services, such as native vegetation, that support clean water.  Goal Area 3: Aging infrastructure and management of assets over generations: o Review and implement best practices to promote financial awareness across departments. o Improve financial asset register and physical asset so they are complete and consistent with each other and useful for uncovering trends and for strategic planning. o Improve information management systems and staff procedures to build awareness of customer and technical service issues. o Track and classify key customer service requests and complaints. o Build organization tools to identify and track age, condition, and function of system. o Use results of condition assessments to inform replacement and renewal decisions. o Improve organizational line-of-sight by developing processes that build consensus on service and risk that are informed by data from all levels of the organization. o Improve project selection procedures that involve staff from diverse functions between departments.  Goal Area 4: Risk, Health, Equity and Engagement o Comprehensively assess risk jointly with sanitary utility and water utility using an international risk framework. o Review and modify after-action and failure reporting processes to promote cross functional organization learning o Support citywide framework and criteria for purchasing, health, and race and equity in all business practices. o Support citywide framework for engagement and public participation. References and Appendices CWRMP Nine Mile Plan Minnehaha Plan MS4 Permit and Stormwater Pollution Prevention Program Edina Comprehensive Plan Chapter 8 – Water Resources Page 23 Wellhead Protection Plan IV. Drinking Water Utility Introduction This section of the water resources chapter focuses on the water utility. The introduction discusses the purpose of the utility, describes technical service levels and related customer service expectations. A high-level overview of means describes the people, equipment and infrastructure used to provide the service, and the asset management statement puts programs and infrastructure into a generational context of lifecycle service delivery. The current and future conditions section the water system’s current operating conditions will be established along with historical water use trends from the last 10 years. Future water use trends will be projected to the year 2040, and potential infrastructure challenges that may arise will be identified. More detail on the parts that make up the public utility and how it relates private systems, organizations and partners and the overall water industry are also included in this section. The goals and policies section describes the governance structure, policies and relationships and sets goals to guide the utility in the next 10 years. The implementation section describes the framework for implementation using principles of lifecycle management of assets and management of capacity and risk. The reference section links to plans and studies that provide the body of understanding at the foundation of the utility and useful tools from the water industry. Possible call-out box text for the water utility  The City of Edina’s existing water system consists of 5 storage facilities, 18 active groundwater wells, 4 water treatment plants, and a pipe distribution system.  Historical data shows that the average day water demand has been decreasing.  Projections indicate additional storage will be required to meet future water use demands.  The City is considering water system improvements including an additional water treatment plant, changes to Dublin Street Reservoir operation and storage capacity, and water main upgrades and replacements.  Any stats about outdoor use? For example, demand increases by xx% during the summer to accommodate outdoor use. If we don’t have it, perhaps we can use this quote from Met Council’s ‘Efficient Water Use on Twin Cities Lawns through Assessment, Research, and Demonstration’ project. “In the TCMA, approximately 20% of all treated drinking water is used outdoors, with a majority of this being used on lawns and landscapes.” Purpose of Plan The purpose of this section is to guide the water utility by defining the service, detailing goals and policies and framing the resources and methods of implementation used to provide for the citywide distribution of water. The plan;  Defines service levels and relation to citywide policy goals such conservation, resilience, procurement, and others.  Provides a framework for the procurement and maintenance of services while managing risk, and supporting growth.  Summarizes demand and demand growth with ongoing development and potential redevelopment within the City and describes how land use impacts the sanitary sewer infrastructure in the City. Edina Comprehensive Plan Chapter 8 – Water Resources Page 24 Service Levels The core services of the water utility are; The delivery of safe and healthy waters to promote public health, the delivery of water for commercial and industrial uses, and the availability of water for fire suppression. These services are provided citywide with minimal risk of interruption. A secondary service of the water utility is the delivery of water for irrigation and other nonessential uses. Customer Service In the 2017 Quality of Life Survey Edina residents rated drinking water as 28% Excellent, 41% Good, 18% Fair and 1% Poor. With lowest marks for hardness and taste, and highest marks for reliability and appearance. The percent positive ranked as 176th among 300 comparable communities by survey firm Decision Resources. Key customer interactions include billing, hook up and shut off, water main breaks or service line freezing events, utility improvement projects, planned and unplanned outages, neighborhood street reconstruction projects, and education and engagement events. The utility serves residential and businesses customers based on metered domestic flow with rates described and updated annually in City Code 2-724, With specific irrigation meters for residential and industrial customer classes. The service is highly reliable with service interruption or risk interruption typically experienced only sporadically based on deep frost, construction activity, main breaks, or significant power outage or drought. Staff manages the utility to reduce risk. Technical service requirements The water utility is managed to provide highly reliable service, and clean and safe water to residents and businesses. Water treatment and distribution practices are regulated and governed by state law, standards of practice, and plumbing code. Recent technical studies reviewing demand, capacity, water source protection, and water quality include:  Wellhead Protection Plan (Sourcewater Solutions 2011 and 2013) This plan focuses on improving the sustainability of the City’s water supply. It identifies the vulnerability of the water supply, and potential contaminates that could impact the water quality. The plan also includes actions to reduce the likelihood of contamination and alternate water sources in the event of an emergency.  Water System Master Plan (SEH 2018) This plan details the historical water use data, projects future water use trends, and identifies potential areas for system improvements. A computer model of the City’s water distribution system was created to aid in determining existing operating conditions and plan for future developments under different system conditions.  Water Treatment Plant 5 Preliminary Engineering Report (AE2S 2017) Means of provision of service Water service is provided primarily using a system of local wells, treatment plants, pumps, distribution main, service lines, control and metering infrastructure. The system is managed by the City of Edina Engineering and Public Works departments. The system of infrastructure is described in greater detail in the public utility section below. Programmatic activities such as water system monitoring, disinfection, and wellhead protection are described in the implementation section below. Asset Management Statement Water utility infrastructure assets and relating programs are managed to; anticipate and react to the impact of growth, identify and manage risk, assess condition and take a lifecycle approach to the operation, maintenance and replacement of system components, and monitor water quality and system Edina Comprehensive Plan Chapter 8 – Water Resources Page 25 performance. These management activities are conducted to provide a valuable public service by continually improving our operation and infrastructure to meet the level of service expected by the public and defined by technical service requirements, while minimizing cost and risk. Current and Future Conditions The City’s public water system provides water to the majority of Edina’s residential and commercial areas. Within the City, a few residential and commercial areas are served by other public water supplies due to their proximity to surrounding cities. The cities that service areas within Edina are Bloomington, Eden Prairie, Minneapolis and St Louis Park. Surrounding cities also provide Edina with interconnections that can be utilized in emergency situations where an alternate water supply is needed. Public Utility The public water system pumps, treats, filters, stores, meters and delivers waters to private service connections citywide. Water for fire suppression is stored and made available at public and private fire hydrant connection located citywide. The sections below details rates of flow in gallons per minute (GPM), million gallons of storage (MG), millions of gallons of water per day (MGD), and describes average day (AD) and maximum day (MD) demands. Some system constraints and improvement options are discussed and more detail can be found in goals and policies section, and the Water System Master Plan (SEH 2018.) Assets Assets are used to supply, treat, store, distribute, connect to and meter water. The existing water system is made up of 220 miles of pressure main ranging from 4-16” diameter, nearly 5000 service valves, 2000 hydrants, 13800 metered service connections, 4 tower storage facilities, and 1 ground reservoir, 18 groundwater wells, and 4 water treatment plants. Table 1 shows the 4 elevated storage tanks and 1 groundwater storage tank utilized in the City’s distribution system. The 4 elevated storage tanks have a combined storage capacity and usable storage capacity of 3.0 MG. The Dublin Reservoir is limited to a 2,000 GPM output by the pumps over a 24 hour time period. Therefore, the reservoir only has a usable storage of 2.88 MG even though the storage capacity is 4.0 MG. The City has a total usable storage capacity of 5.88 MG. Table 1: Storage Facility Name Location Year Constructed Type Storage Capacity (MG) Usable Storage Capacity (MG) Dublin Reservoir 700 Dublin Road 1960 Ground 4.0 2.88 Gleason Road Tank 6001 Gleason Road 1970 Elevated 1.0 1.0 Community Center Tank 5901 Ruth Drive 1955 Elevated 0.5 0.5 Edina Comprehensive Plan Chapter 8 – Water Resources Page 26 Van Valkenburg Tank 4949 Malibu Drive 1989 Elevated 1.0 1.0 Southdale Tank 6853 France Avenue S. 1956 Elevated 0.5 0.5 Total 7.0 5.88 eighteen wells are utilized to supply groundwater to the City as shown in Table 2. Water pumped from each well receives fluoride for public health and wellness purposes, chlorine for disinfection, and polyphosphates to prevent pipe corrosion. Many of the wells supply water to the water treatment plants for additional treatment. However, a few wells provide water directly to the distribution system. Well #14 is no longer used as a water supply, however, it is used as an irrigation well at Braemar golf course. Table 2: Existing Supply Wells Well Name Status Additional Treatment Supply Capacity (GPM) Supply Capacity (MGD) Well #1 Offline - - - Well #2 Active WTP #6 850 1.22 Well #3 Active None 1,000 1.44 Well #4 Active WTP #2 1,000 1.44 Well #5 Active Proposed WTP #5 1,000 1.44 Well #6 Active WTP #2 1,000 1.44 Well #7 Active WTP #6 1,000 1.44 Well #8 Active None 850 1.22 Well #9 Active WTP #6 1,000 1.44 Well #10 Active WTP #3 1,000 1.44 Well #11 Active WTP #3 1,000 1.44 Well #12 Active WTP #4 1,000 1.44 Well #13 Active WTP #4 1,000 1.44 Well #14 Irrigation Only None - - Edina Comprehensive Plan Chapter 8 – Water Resources Page 27 Well #15 Active WTP #6 1,000 1.44 Well #16 Active None 1,000 1.44 Well #17 Active WTP #2 1,000 1.44 Well #18 Active Proposed WTP #5 1,000 1.44 Well #19 Active None 1,000 1.44 Well #20 Active None 1,000 1.44 The City currently has 4 water treatment plants that provide additional treatment before sending the water into the distribution system as shown in Table 3. All 4 plants utilize a pressure filter for iron and manganese removal. The majority of the water distribution and storage systems were constructed in the 1950’s through 70’s, with treatment system being added and expanded later. Wells were added as supply demand grew, and all well systems have been through multiple lifecycles as pumps are replaced on a more frequent basis, and wells are redeveloped as their flow decays. Table 3: Existing Water Treatment Plants Water Treatment Plant Name Receives Water From Treatment Method Treatment Type Treatment Capacity (GPM) WTP #2 Well #4, Well #6, and Well #17 Pressure Filter Iron and Manganese Removal 3,000 WTP #3 Well #10, and Well #11 Pressure Filter Iron and Manganese Removal 2,000 WTP #4 Well #12, and Well #13 Pressure Filter Iron and Manganese Removal 2,000 WTP #6 Well #2, Well # 7, Well #9 and Well #15 Pressure Filter Iron and Manganese Removal, Air Stripping for VOC removal 3,850 ` -Page 28- Organization and partners Internal departments tasked with management of the water utility are the Engineering and Public Works Departments. These two functional departments employ engineers, operators, technicians, and administrative staff to run the utility. These functional departments are supported by the Finance Department, Utility Billing division, Administration and Human Resource Departments. Utility connections and acquisition of developer installed new infrastructure are supported by the Planning and Building divisions of the Community Development and Fire departments. Organization Chart Key external partners in the provision on water services include the electric power utility, local water utilities for emergency interconnect and for areas of service in the city but not provided by the utility, engineering professional service providers, utility general contractors, the Met Council, the Minnesota Department of Health, state regulators, and nongovernmental water industry associations. Tools, Equipment, Facilities The Engineering and Public Works Departments rely on tools, equipment, and facilities procured and maintained by the Facilities and Fleet support divisions of public works and the Communications and Technical Services Department. Demand Water demand is viewed in a variety of time steps and each affect system requirements. For example; In several seconds a water main may be required to flow to provide water for fire suppression, in several minutes a tower or well may provide water to match a peak hour’s ramping system demand, for periods of hours wells may run and storage systems empty or fill to meet demand during a peak summer drought over the course of days or months an aquifer pressure may lower or rise due to intense summer demands, low winter demands, rainfall and infiltration, and finally over years or decades an aquifer may rise and fall based on regional trends in water use and aquifer recharge. Existing Demand Table 4: Existing Demands Year AD Demand (MGD) MD Demand (MGD) MD Peaking Factor 2007 7.37 16.69 2.26 2008 7.36 16.29 2.21 2009 7.60 18.75 2.47 2010 6.79 13.13 1.93 2011 6.91 14.12 2.04 2012 7.59 17.08 2.25 2013 6.65 15.78 2.37 2014 6.49 15.45 2.38 Edina Comprehensive Plan Chapter Number and Title Page 29 2015 6.31 12.70 2.01 2016 6.03 12.99 2.15 Average 6.91 15.30 2.21 Table 4 shows historical data from the last 10 years identifying water use trends in the average daily demand (AD), maximum daily demand (MD) and maximum daily peaking factor. The AD demand has been exhibiting an overall decreasing trend over the last 10 years, with the exception of 2012 which was a drought year. The maximum and minimum AD demands were 7.59 MGD (2012) and 6.03 MGD (2016) respectively. The decreasing trend can be attributed to daily conservation efforts and replacing outdated plumbing fixtures with more conservative fixtures. The MD demand has widely varied over the last 10 years. The maximum and minimum MD demands were 18.75 MGD (2009) and 12.70 MGD (2015) respectively. The MD demand can vary depending on seasonal conditions. Hot and dry summers will often result in larger MD demands. The MD peaking factor is the MD demand divided by the AD demand. The MD peaking factors have remained relatively stable over the last 10 years. The maximum and minimum MD peaking factors were 2.47 MGD (2009) and 1.93 MGD (2010) respectively. More info on shorter term and longer-term demands? Chad SEH? MetCouncil supply planners? Future Demand Future population and water use trends were projected through the year 2040 as seen in Table 5. The City’s population was projected based on data from the Minnesota State Demographic and interpolation. The AD demand was calculated by multiplying the population by the average per capita demand determined from the historical data. The AD demand was then multiplied by the average MD Peaking Factor determined from the historical data. The projections indicate that the AD demand will increase to approximately 8.58 MGD. It is recommended that there should be sufficient storage to hold the AD demand volume for 1 day. The current storage capacity will not adequately meet the projected AD demand; therefore, additional storage will be needed. The projected MD demand is expected to reach 19.3 MGD. The City’s treatment capacity should be larger than the projected MD demand. Under existing conditions, the City is capable of treating 22.6 MGD, therefore, the treatment capacity is sufficient for projected demands. Table 5: Ultimate Water Demand Projections Year Population AD Demand (MGD) MD Demand (MGD) MD Peaking Factor 2020 51,900 8.09 18.2 2.25 2025 53,250 8.27 18.6 2.25 2030 54,600 8.49 19.1 2.25 Edina Comprehensive Plan Chapter Number and Title Page 30 2035 54,850 8.53 19.2 2.25 2040 55,100 8.58 19.3 2.25 Private Systems Every home and business service connection to the Water Utility is owned by the private property owner, the typical connection point has a shut off valve at the point of connection and is metered internally. While widely disbursed, the system of service connections and the internal plumbing of customers affects the outcomes of the Water Utility. Private system connection and good working order are regulated, permitted and enforced directly through the Building Department and state and local partners. State and Local Partners Regulation of connections, operator certification and training, regional planning for growth, plumbing code and plumbing licensing, and environmental standards and regulation all affect the outcomes of the Sanitary Utility and involve the Minnesota Department of Health, Minnesota Pollution Control Agency, Department of Labor and Industry, Met Council, and others. The City of Edina takes an active role in policy and regulation advocacy directly and through partner professional associations. Goals and Policies This chapter describes; How the Water Utility supports the Mission and Vision of the City of Edina, the governance of the utility, key local policy and regulation, and ten-year strategic goals. Service Level Statement The Water Utility will provide safe, reliable, and efficient water for residents and customers in the City of Edina, reliable and available water for fire suppression, and water for nonessential uses when it provision would not create undue risk, while treating contaminants, reducing the risk of contamination, and improving our operations to protect the health, safety and welfare of our citizens now at into the future. Role and responsibility of Council and Management The City Council is the policy body for the utility and is responsible to set the strategic and policy direction of the utility. The City Council is responsible and accountable to the customers of the utility and appoints and evaluates the chief executive. The City Council sets the budget and capital improvement direction of the utility, defines policy and code, levies fees, issues bonds, accepts or disposes of real estate, approves contracts with service providers, and hears appeals on enforcement matters. The City Manager is the chief executive of the utility three water utilities. The chief executive is ultimately responsible for the function of the utility and delegates areas of responsibility to various City Departments. Divisions of responsibility are shared and split among City Departments. Utility management for the Water Utility is jointly practiced with the Sanitary and Stormwater Utilities with close coordination of local transportation system management. Policy and Regulation: A variety of local policies and ordinance apply to the water utility. Edina Comprehensive Plan Chapter Number and Title Page 31 Policies  Provide the City’s water customers with safe, high quality potable water. o Meet or exceed all Federal and State drinking water standards. o Provide treatment or replace existing wells with contaminants that exceed EPA Maximum Contaminant Levels.  Provide sustainability of the City’s water system through preservation and conservation. o Protect the City’s existing sources of supply by implementation of the Wellhead Protection Plan. o Continue to implement a conservation-oriented water rate system that charges increasing fees for increasing use of water. o Continue to provide education regarding conservation though mailings, website, newspaper, and public involvement.  Provide a reliable water system that can provide a safe supply of water during emergencies. o Continue the relationship with adjacent communities to provide interconnections for emergency needs. o Continue to complete water main looping of dead ends to improve available fire flow to customers.  Continue to improve the quality of water throughout the distribution system by pursuing solutions to water quality complaints. o Implement a unidirectional flushing program throughout the system. o Continue to replace sections of aging water mains in areas with water quality and/or hydraulic deficiencies.  Implement new technologies including pipe bursting and cleaning and lining to limit full reconstruction of utilities. Ordinances The following ordinances govern public and private utility service, connections and related infrastructure  Chapter 10: Building and Building Regulation o Article 9: Regulating plumbing and installation of water conditioning equipment o Article 10 Requiring connection to sanitary and water systems and regulating discharge into the sanitary sewer system  Chapter 24: Public right of way and easement  Chapter 28: Utilities  Sec. 36-1273. - Utility buildings and structures. 10 Year Strategic Goals The following goals areas represent areas of strategic importance to the utility. (Finalize after commission and council input)  Goal Area 1: Aging infrastructure and management of assets over generations:  Goal Area 2: Conservation and sustainability, one water  Goal Area 3: Preparing for areas of growth  Goal Area 4: Risk, Health and Equity Implementation This section addresses specific projects and day-to-day tasks that City staff undertake to implement the goals and policies laid out in this plan. Some tasks have been ongoing for many years and simply Edina Comprehensive Plan Chapter Number and Title Page 32 represent the high quality of service that the City has always provided to its population, while others are new initiatives that are the City’s response to recent development. Lifecycle Asset Management Water service is provided primarily with infrastructure. The following section describes the coordinated activities that the City of Edina undertakes to provide value to the customer. These coordinated activities seek to balance service, cost and risk over the generational lifecycle of infrastructure. Operations System operation is conducted primarily by the trained and certified utility operators from the Public Works Department. Typical operations consist of a variety of activities such as flow monitoring, pumping, routine inspection, routine repair or replacement of high touch system components. Much of the system operation is automated by a system of computerized controls, sensors, level monitors, flow monitors, and other devices. Emergency operations: All four WTPs have onsite generators equipped to automatically transfer power upon loss of Xcel service. All well sites are equipped with quick connect plugins for use with portable generators. In case of catastrophic failure or compromised water safety, the City of Edina has interconnects with municipal supplies from Eden Prairie, Hopkins, St. Louis Park, Minneapolis and Bloomington. Staff is currently exploring the feasibility of adding an interconnect with Richfield, possibly to be constructed in 2019-20. Maintenance Maintenance is any action that repairs or retains the physical infrastructure assets to meet projected service levels. System maintenance is conducted primarily by the trained and certified utility operators from the Public Works Department. Typical maintenance consists of replacement or refurbishment of values, hydrants, pumps, electrical components, spot repair of leaks, spot repair of pipe, replacement of other worn or damaged system components, and other minor maintenance. Renewal and Replacement Renewal and replacement are major repair or replacement of assets at or near the end of their service life. This activity is conducted by the engineers, technicians and inspectors in the Engineering Department or by consulting engineers, and typically occurs in parallel with the City’s neighborhood street reconstruction program and municipal state aid reconstruction program, or are completed as standalone utility project. Replacement and renewal projects are bundled by age cohort of road and utility infrastructure. System components are inspected and conditions assessed to inform project replacement and repair interventions. Engineers produce project reports and recommend project scope to the City Council. Projects are bundled and bid for reconstruction and contracts are considered by the City Council. Bundling of projects is favorable to goals of efficiency and customer service by generating efficiency of scale and timing needed renewal around the disruptions caused by a single project. Renewal and replacement decisions assume the infrastructure service remains the same or is replaced with current industry standard materials and components. Typically, projects mix scope between renewal and replacement, and new and upgraded service. Edina Comprehensive Plan Chapter Number and Title Page 33 New and upgraded assets New and upgraded assets are either entirely new areas or levels of service, or major improvements to the marginal level of service provided by infrastructure. This activity is generally conducted by engineers, technicians and inspectors in the Engineering Department, or by engineers employed by private developers as part of land use, community development, or economic development projects. The City is continuously planning to for future expansions and updates so the water system can grow and change with the City. A few projects the City has been planning are the addition of Water Treatment Plant 5, operation and storage improvements at Dublin Street Reservoir, and continue to add and update the water main throughout the City. The City plans to add Water Treatment Plant 5 to improve the quality of water coming from wells #5 and #18, and increase the treatment capacity of the system. It will be a pressure filter water treatment plant for the removal of iron and manganese, and is planned to have a treatment capacity of 2.88 MGD. Under existing conditions, the Dublin Street Reservoir has 2.88 MG of usable storage capacity, but has a storage capacity of 4.0 MG. The City is reviewing different options to improve the usable storage capacity and operation a Dublin Street Reservoir. As the City plans for road construction and additional development they are reviewing each project to determine if it is feasible to include water main replacements and upgrades. Including these upgrades and replacements will aid improving water quality by replacing unlined cast iron pipes, and reduce the quantity of unaccounted water. Other Programs Programs and activities managed in partner organizations, and various city departments affect outcomes of the utility. The following is a noncomprehensive summary of related programs and activities. Utility locate, right of way, connection permits, Demand Management / Source Control  The conservation rate tier and separate commercial irrigation accounts in City ordinance are key conservation and demand management practices for the utility.  State and national plumbing code is a key conservation and demand management tool that is reducing per capita water use Assurance, Condition Assessment, System Monitoring, Modeling Many business practices and their associated systems that are otherwise classified as operations also provide assurance of system function;  SCADA controls, flow and storage monitoring,  Metering,  Periodic inspection and maintenance,  Water quality testing program,  Groundwater level and quality monitoring,  System planning and design Risk Management, Resilience The following programs or business practices manage risk associated with the utility:  City emergency response command,  Gopher State One Call Utility / locates,  Right of Way management,  Connection permits, Edina Comprehensive Plan Chapter Number and Title Page 34  Private connection program as part of reconstruction,  City risk management, and League of Minnesota Cities insurance trust  City conservation and sustainability programs,  Odd/even watering ban  Many of the assurance programs above, also provide risk management functions,  Corrosion inhibiting practices prevents decay of pipes,  The disinfection strategy, and monitoring for byproducts,  The system of backup power for key water supply and treatment facilities, and mobile power reserve  The Wellhead Protection Program address vectors for pollution and potential contaminate sources to the wellhead and the overlapping surface water pollution prevention activities of the Storm Utility help protect future water supply quality. Education, Outreach and Engagement The understanding, support, consent, and participation of customers and stakeholders is key to building the brand of the utility and city, and affects customer good will and outcomes. The following programs and activities support the education, outreach and engagement goals of the City and the operation of the utility.  Customer service interactions  Utility billing  Communications and Technology Service Department maintained tools and platforms  Community Outreach and Engagement practices  Public Works Week proclamation and biennial public works open house  Occasional infrastructure tours Organizational Improvement The following review includes potential actions for each strategic goal area identified in the goal and policy section above. (Edit after commission and council input)  Goal Area 1: Aging infrastructure and management of assets over generations: o Review and implement best practices to promote financial awareness across departments o Improve financial asset register and physical asset so they are complete and consistent with each other and useful for uncovering trends and for strategic planning. o Improve information management systems and staff procedures to build awareness of customer and technical service issues. o Track and classify key customer service requests and complaints. o Track number and duration of planned and unplanned service interruptions and trend. o Build organization tools to identify and track age, condition, and function of system. o Use results of condition assessments to inform replacement and renewal decisions. o Improve organizational line-of-sight by developing processes that build consensus on service and risk that are informed by data from all levels of the organization. o Improve project selection procedures that involve staff from diverse functions between departments  Goal Area 2: Conservation and sustainability, one water Edina Comprehensive Plan Chapter Number and Title Page 35 o Identify demonstration project for surface water irrigation reuse at Braemar golf course and develop design and business case for irrigation reuse practice. o Quantify utility energy use and associated environmental impact and consider renewable energy or credit purchase to offset. o Confirm water utility rates structure supports conservation outcomes. o Review metering, SCADA and billing system requirements jointly with sanitary utility for opportunities relating to asset management and conservation business goals when major system replacements are considered.  Goal Area 3: Preparing for areas of growth o Add filtered treatment capacity for >95% of drought year. o Complete Grandview trunk facilities as growth opportunities allow. o Consider Pentagon Park utility transition from Bloomington to Edina water service in coordination with sanitary system review.  Goal Area 4: Risk, Health, Equity and Engagement o Improve fire flow capacity in northeast Edina as 50th and Wooddale road project opportunities allow. o Comprehensively assess risk using an international risk framework. o Actively encourage sealing of unused, unmaintained, and abandoned private wells o Review vulnerabilities related to updated flood model (CWRMP) o Review and modify after-action and failure reporting processes to promote cross functional organization learning o Support citywide framework and criteria for purchasing, health, and race and equity in all business practices. V. References Distribution System Analysis (2002 SEH) Wellhead Protection Plan (2011 and 2013 Sourcewater Solutions) Water Supply Plan (2018 SEH) VI. Appendices text -Page 36- 11 x 17, page 1 Edina Comprehensive Plan Chapter Number and Title Page 37 11 x 17, page 2 Edina Comprehensive Plan Chapter 8 – Water Resources Page 38 Regular page, after a section break. Edina Comprehensive Plan Chapter Number and Title Page 39 Text Date: October 11, 2018 Agenda Item #: X.A. To:Energy and Environment Commission Item Type: From:Tara Brown, Sustainability Coordinator Item Activity: Subject:EEC Meeting Schedule and Roster List CITY OF EDINA 4801 West 50th Street Edina, MN 55424 www.edinamn.gov ACTION REQUESTED: INTRODUCTION: ATTACHMENTS: Description 2018 EEC Meeting and Roster List Meetings and Events Day Date Event Time Location Thurs Jan 11 Regular Meeting 7:00 pm Community Room Thurs Feb 8 Regular Meeting 7:00 pm Community Room Thurs Mar 8 Regular Meeting 7:00 pm Community Room Wed Mar 28 Commission Comp Plan Presentations 5:30 pm Council Chambers Thurs April 12 Regular Meeting 7:00 pm Community Room Mon April 16 BC Member Annual Reception 5:30 pm Braemar Golf Course Mon April 23 Volunteer Recognition 5:30 pm Braemar Golf Course Thurs May 3 Comprehensive Plan Mid-Term Check in 6:00 pm Public Works Thurs May 11 Regular Meeting 7:00 pm Community Room Tues May 15 Work Session w/ City Council 5:30 pm Community Room Thurs June 14 Regular Meeting 7:00 pm Community Room Thurs July 12 Regular Meeting 7:00 pm Community Room Thurs August 9 Regular Meeting 7:00 pm Community Room Thurs Sept 13 Regular Meeting 7:00 pm Community Room Thurs Oct 11 Regular Meeting 7:00 pm Community Room Thurs Nov 8 Regular Meeting 6:00 pm Community Room Thurs Dec 13 Regular Meeting 7:00 pm Community Room Attendance at Regular Meetings and Rescheduled Regular Meetings are counted towards attendance policy. Chair and Vice Chair specific meetings Mon March 21 Chair and Vice Chair Annual Meeting 6:00 pm Public Works Tues Oct 2 Chair Only - 2018 Work Plan Review w/ Council 5:30 pm Community Room Roster Name Email Glahn, Bill billglahn@aol.com Fernands, Maddy maddyfernands@gmail.com Hoffman, Howard howard.hoffman@gmail.com Horan, Michelle mhoran00@gmail.com Hussian, Paul pahussian@hotmail.com Jackson, Carolyn (Chair) bjandcj@aol.com Kostuch, Keith kostuch.eec@gmail.com Lanzas, Bayardo blanzas@artaxstudios.com Manser, Richard (Vice Chair) richardmanser@icloud.com Maynor, Chloe chloem20475@isd273.org Satterlee, Lauren lauren.mpls.mn@gmail.com Seeley, Melissa msee10@me.com Brown, Tara (Liaison) tbrown@edinamn.gov Casella, Casey (City Fellow) ccasella@edinamn.gov