Edina Housing Strategy Task Force

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The Housing Strategy Task Force was established by City Council in June 2019 for the purpose of gathering information, perspectives and analysis that will assist in the development of the comprehensive housing strategy for the City of Edina. Check back for more updates!


The Housing Strategy Task Force was established by City Council in June 2019 for the purpose of gathering information, perspectives and analysis that will assist in the development of the comprehensive housing strategy for the City of Edina. Check back for more updates!


  • Updated Goals and Strategies

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    14 Oct 2020

    GOAL 1: PROMOTE LIFECYCLE HOUSING

    A) PROMOTE AFFORDABLE AND ATTAINABLE HOUSING

    B) PROMOTE MISSING MIDDLE HOUSING PRODUCTION

    C) PROMOTE SPECIAL NEEDS HOUSING

    D) ENCOURAGE PRESERVATION AND PROMOTION OF DIVERSE HOUSING STOCK


    GOAL 2: PROMOTE DIVERSE HOUSING STOCK THROUGH RELAXING LAND USE REGULATIONS

    A) ADJUST ZONING STANDARDS FOR HOUSING

    B) CONSIDER ZONING DISTRICT AMENDMENTS TO EXPAND HOUSING OPTIONS


    GOAL 3: REDUCE BUILDING COSTS

    A) STREAMLINE THE APPROVAL PROCESS FOR HOUSING DEVELOPMENTS REQUIRING A VARIANCE OR SUBSIDY

    B) REDUCE THE COST OF BUILDING, RENOVATING AND FINANCING QUALITY HOUSING


    GOAL 4: ENCOURAGE SUSTAINABLE DESIGN AND TECHNOLOGY IN ALL NEW HOUSING

    A) CONSIDER INCORPORATING REASONABLE, ENVIRONMENTALLY SUSTAINABLE SITE DESIGN AND BUILDING PRACTICES FOR NEW HOUSING AND REHABILITATED HOUSING

  • Task Force Defines Goals and Strategies

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    19 Aug 2020

    Housing Strategy Task Force Approved Goals and Strategies


    GOALS AND STRATEGIES

    GOAL 1: PROMOTE AFFORDABLE AND ATTAINABLE HOUSING

    1

    Prepare a housing implementation plan using tools to achieve the goals, including 1,804 affordable units, in the ten-year horizon with time-bound goals and milestones, to be reviewed on an annual basis.

    2

    Facilitate the development of new housing options to accommodates the diverse needs of a people of different ages, household sizes, lifestyle and incomes.

    3

    Attract new residents and retain existing residents by preserving and expanding housing options for moderate and low-income households.

    4

    Promote affordable and workforce housing that includes a range of housing prices and options, based on the principle that those who contribute to the community should have the opportunity to live here.

    5

    Explore directing City portion of increment of increased tax value of tear down properties to Affordable Housing



    GOAL 2: PROMOTE LIFECYCLE HOUSING


    Actively work to create lifecycle housing to support a range of housing options that meet people’s preferences and circumstances in all stages of life, such as first-time homebuyers and empty nesters.

    a. Rental Housing

    b. Condominiums

    c. Cooperative Housing

    d. Townhouses

    e. Over 55 Housing

    i. Active Adults

    ii. Assisted Housing



    GOAL 3: PROMOTE SPECIAL NEEDS HOUSING


    Provide a range of housing options for people with special needs (Developmentally, Physically, or Mentally)

    a. Families with a disabled member

    b. Affordable housing for working households with a disabled member

    c. Supportive Housing for those with significant disabilities.



    GOAL 4: SUPPORT MISSING MIDDLE

    1

    Support opportunities to accommodate Missing Middle housing within the city, defined as range of multi-unit or clustered housing types compatible in scale with single-family homes that help meet the growing demand for walkable living.



    GOAL 5: ENCOURAGE PRESERVATION OF DIVERSE HOUSING STOCK

    1

    Protect and maintain lifecycle housing that is important for attracting young families.

    2

    Assist neighborhoods in retaining starter housing stock that can accommodate young families.

    3

    Encourage the preservation, maintenance, and rehabilitation of existing naturally occurring affordable housing (NOAH)

    4

    Encourage the preservation, maintenance, and rehabilitation of existing subsidized housing

    5

    Maintain some of Edina’s lower square footage housing stock.

    6

    Support program(s) for assisting income eligible property owners with rehabilitating their homes to extend their useful life.



    GOAL 6: ENCOURAGE HOUSING TO SUPPORT AND BE SUPPORTED BY TRANSIT

    1

    Support the development and preservation of both mixed income and 100% affordable housing throughout Edina where there is access to transit.



    GOAL 7: INVESTIGATE LAND USE REGULATION

    1

    Address any regulatory barriers that unnecessarily decrease housing affordability without a significant counterbalancing benefit to the community.

    2

    Consider zoning amendments and pursue zoning changes to encourage split lots to allow infill, single family ownership housing, detached or attached (zero lot line), on lots after splitting that are 50’ or wider (or 3,500 sf or larger)

    3

    Provide zoning flexibility to allow height, density, and parking space requirement modifications as needed to make the development of affordable housing financially feasible in areas guided for redevelopment.

    4

    Consider amending current R1 zoning to allow attached or detached Accessory Dwelling Units (ADU) such as self-contained "mother-in-law units" with one of the units being owner occupied.

    5

    Support teardowns/rebuilds but consider design guidelines and regulations that prevent privacy invasion via window placement and infringement on both active and passive solar energy capture.

    6

    Develop Small Area Plans for extending R2 zoning along Vernon Ave from 169 to Interlachen, France Ave north of Hwy 62, and Valley View from 66th to Hwy 100. Evaluate additional areas for R2 zoning.



    GOAL 8: REDUCE BUILDING COSTS BY STREAMLINING THE APPROVAL PROCESS FOR HOUSING DEVELOPMENTS REQUIRING A VARIANCE OR SUBSIDY

    1

    Fully empower the City’s Economic Development and Planning Departments to identify properties for development or redevelopment, analyze projects for both fit with the Comprehensive Plan Design Guidelines and economic feasibility in prevailing market conditions, balancing these two as needed. Communicate development objectives to developers and encourage the preparation of proposals for development.

    2

    Implement active outreach and recruit developers with a successful track record in providing the housing desired

    3

    Empower the City’s Economic Development and Planning Departments to guide developers through the project approval process.

    4

    Provide better guidelines for development requirements, based on location and economic objectives.

    5

    Simplify the current project approval process. Limit discussion to the variance or Comprehensive Plan amendment issues being raised.

    6

    Conduct semi-annual project review meetings between Staff, City Council and Planning Commission to discuss lessons learned, gain alignment and determine policy implications of projects completed in the past six months.

    7

    Complete Post-mortem reviews of the current development review process, paying particular attention to assessing the level of quality of resulting developments. Identify what developments have been delayed or have been negatively impacted by incurring additional costs in the development process due to multiple levels of approvals or ad hoc design and amenity requests.

    8

    Ensure that there is a robust system in place to identify the evolving best practices for managing housing developments being used by other communities. For example, Bloomington, St. Louis Park, Brooklyn Center or others.



    GOAL 9: IDENTIFY ADDITIONAL WAYS TO LOWER THE COST OF BUILDING, RENOVATING, AND FINANCING APPROPRIATE QUALITY HOUSING, INCLUDING AFFORDABLE HOUSING

    1

    Develop a parking policy that reflects the latest thinking for current and future parking needs, parking construction costs, sustainability and evolving economic and marketability needs for successful projects.

    2

    Expand the HRA levy to generate funds that can be leveraged for land acquisition, bridge loans and renovations.

    3

    Utilize land trusts and land write-downs to secure land for future development projects.

    4

    Empower the City’s Affordable Housing Development Manger to be responsible for establishing/evaluating the parking, design, and amenity requirements for affordable housing developments to ensure economic viability of these projects.

    5

    Empower the City’s Economic Development Manager and the Planning Manager to be responsible for parking, design, and amenity requirements for housing for seniors, people with disabilities and other housing market segment with specific needs.

    6

    Authorize the City, through a public hearing process, to have authority to make property purchases that are consistent with a city development strategy, within a financial limit, to be able to secure control of potential properties for affordable housing development, in an expeditious manner.

    7

    Fully utilize the other options the city has to lower the cost of development and or financing (i.e. rebate on fees, tax exempt bond financing, upgrading to an Economic Development Agency, selling land below market value, reduced property taxes, etc.)

    8

    Explore directing City portion of increment of increased tax value of tear down properties to Affordable Housing Trust Fund (reword and place in affordable housing)

    9

    If underground or covered parking is required, be willing to fund it by TIF or other means of subsidy.



    GOAL 10: ENCOURAGE SUSTAINABLE DESIGN AND TECHNOLOGY IN ALL HOUSING DEVELOPMENTS


    Consider incorporating reasonable environmentally sustainable site design and building practices for new housing and rehabilitated housing, including:

    a) alternative energy sources

    b) active and passive energy efficiency

    c) water conservation

    d) mitigation of water runoff

    e) alternative transportation options


  • Comprehensive Housing Market Analysis is Completed

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    13 Apr 2020

    Maxfield Research and Consulting has completed the Housing Market Analysis for the City. As stated in the cover letter, "The study projects housing demand from 2020 to 2040 and provides recommendations on the amount and type of housing for Edina that could be built to satisfy housing needs from 2020 to 2040." The full Study can be found here.

  • In Person Meetings Suspended

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    24 Mar 2020

    Due to COVID-19, the Housing Strategy Task force has suspended meeting in person. Instead we will be communicating via WebEx or conference calls. Meeting minutes will continue to be posted on the City website.

  • Joint Meeting with the City Council Postponed

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    18 Mar 2020

    On March 17 the Housing Strategy Task Force was scheduled to have a joint meeting with the City Council. In response the COVID-19 and the request to keep safe distances, the meeting has been postponed. A new date has not yet been scheduled.

  • Consultant Onboarded

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    10 Mar 2020

    On March 4 the City Council approved hiring Moxie Consulting, LLC to help facilitate the meetings moving forward, help design and implement a public engagement tool, and draft the final strategy for City Council approval. The consultant will work closely with the appointed Task Force and report to the City Manager.

    Moxie Consulting, LLC submitted a proposal in response to an RFP. The project lead, Merritt Clapp-Smith, served as the Project Manager for the Governor’s Task Force on Housing and as the Principal Planner for the St. Paul Ford Site redevelopment plan. Assisting her will be Janna Flisrand, an urban sustainability consultant, who will assist with the public engagement process, and Antonio Rosell who specializes in community planning and public engagement.

    The Task force is proceeding with enhancing their work plan. If you have questions, comments, or suggestions, please feel free to submit them here.

  • Winter 2019-2020

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    07 Jan 2020

    The Task Force reviewed the Housing Chapter of the Comprehensive Plan in the context of past studies, reports, housing needs articles, and local and national trends received throughout the summer and fall. The strategy plan is now in the assessing stage. The goal is that there will be community outreach by spring for specific input.


  • Summer and Fall 2019

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    07 Jan 2020

    Since June, the Task Force has heard from Metropolitan Council, School District, Chamber of Commerce, Maxfield Research, the Center for the American Experiment representatives, and the City’s Building Department and Community Development staff to gain insight and perspective on various housing topics in the speaker’s area of expertise.