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HomeMy WebLinkAbout2016-12-06 City Council Work SessionAgenda City Council Work Session City of Edina, Minnesota Edina City Hall Community Rooom Tuesday, December 6, 2016 5:30 PM I.Call To Order II.Roll Call III.Liquor Operations Strategy IV.Joint Session: Arts & Culture Commission V.Adjournment The City of Edina wants all residents to be comfortable being part of the public process. If you need assistance in the way of hearing ampli&cation, an interpreter, large-print documents or something else, please call 952-927-8861 72 hours in advance of the meeting. Date: December 6, 2016 Agenda Item #: III. To:Mayor and City Council Item Type: Reports / Recommendation From:Scott H. Neal, City Manager Item Activity: Subject:Liquor Operations Strategy Information CITY OF EDINA 4801 West 50th Street Edina, MN 55424 www.edinamn.gov ACTION REQUESTED: None. INTRODUCTION: Staff will present an update on Liquor strategy. ATTACHMENTS: Description Report: Liquor Store Stragegy Presentatoin Liquor Store Strategy City of Edina • 4801 W. 50th St. • Edina, MN 55424 $- $200,000 $400,000 $600,000 $800,000 $1,000,000 $1,200,000 $1,400,000 $1,600,000 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 Liquor Profit Date: December 2nd, 2016 To: Mayor and City Council From: Scott Neal, City Manager Subject: Edina Liquor Strategic Plan Background Since its establishment by an affirmative vote of the residents of Edina on February 24, 1948, the Edina municipal off-sale liquor enterprise was established to 1) exert local control over the distribution of alcoholic beverages in the city, 2) eliminate the influence in city government of organized crime and liquor-related business interests, and 3) provide revenue to the city treasury for public purposes, such as property tax relief and public infrastructure investment. It is without question that Edina Liquor has achieved success in fulfilling all three of these goals for over sixty years. Since its opening day on June 5, 1948, it is estimated that Edina Liquor has produced for the Edina municipal treasury well over $25,000,000 for property tax relief and investment in public infrastructure. This has benefited generations of Edina residents and taxpayers. The apex in public treasury revenue generation of Edina Liquor was achieved in 2012 when the liquor enterprise’s total profit was $1.49 million. Edina Liquor has provided support to the entire City of Edina organization by subsidizing recreation enterprises as well as providing significant funding for the City’s operating and capital budgets. However, significant new competition into the local retail market in late 2014 resulted in Edina Liquor’s total income dropping to $650,106 for 2015. The relatively quick and deep reduction in total income, coupled with a budget that projected substantial increases in profit, had an immediate negative impact to the City’s budgets. To manage this impact, capital improvement spending was reduced for 2015 and 2016. In addition, property taxes were increased by 2.6% in 2016 in order to replace liquor income that was formerly transferred into the City’s General Fund to support the general operating costs of the City. Actual Profit Estimated Profit Page 2 City of Edina • 4801 W. 50th St. • Edina, MN 55424 Preparing for Competition The City took several actions to prepare for the increased competition. In 2013, the City implemented a new customer service model as well as a new branding campaign. The branding campaign better connected shopping at Edina Liquor to supporting the Edina community in the tagline “Where Profits Get Poured Back into the Community.” In 2014, the City moved forward with plans for renovations at the 50th and France Store. Updating Edina Liquor facilities has been a successful model throughout our enterprise operations to improve both service and profits. In addition to the renovation, staff extended store hours and adjusted both staffing levels and product pricing. In 2015, the City invested in a new point of sale system, to better analyze sales data and achieve PCI compliance. The City Manager’s Liquor Store Task Force In February of 2016, Edina City Manager, Scott Neal created and appointed the City Manager’s Liquor Store Task Force (Task Force) to create a plan to restore Edina Liquor to its previous levels of profitability. The Task Force was composed of individuals who live or work in Edina, and have particular skill sets in the areas of retail liquor, retail management, marketing, hospitality or small business management. The members of the Task Force were David Burley, Ed Cracraft, Mike Lynch, Nick Pahl, and Birdie Rand. The staff liaison to the Task Force was Assistant City Manager, Lisa Schaefer and was further supported by Liquor Store Operations Director Steve Grausam, Assistant Liquor Store Operations Director Woody Keehr, and City Management Fellows Devin Massopust and Kelly Dumais. The Task Force was asked to research Edina Liquor operations and to develop a set of recommendations for the City Manager that would improve its operations and profitability in the future. Specifically, the Task Force was to explore the following questions: Page 3 City of Edina • 4801 W. 50th St. • Edina, MN 55424 After thorough review, the Task Force identified seven focus areas from which to develop their recommendations. • In-store marketing • Social media & advertising • Loyalty program • Margin management • Staffing models • Customer service and convenience • Transformational ideas The Task Force completed its work in August of 2016, identifying recommendations to improve the competitive position of Edina Liquor. City Leadership carefully reviewed the recommendations of the Task Force. Edina Liquor Strategic Plan The Edina Liquor enterprise exists to meet certain goals. Building on the foundational ideas that drove residents of Edina to establish Edina Liquor in the past, the City has defined four core objectives to our enterprise operations. These objectives frame the purpose of Edina Liquor, meaning that initiatives pursued by the enterprise operate to meet the objectives as a whole, not a single one at the expense of another. Together, these objectives define why Edina Liquor exists and sets its path forward. The objectives are as follows: 1. How can the City increase the profits of its municipal liquor operations without compromising its commitment to restricting access to underage adults? 2. What operational practices can the City adopt to control its operating costs, while not diminishing its profitability and quality of the customer experience? 3. What operational practices can the City adopt to improve the overall retail experience to our consumers without decreasing profits or increasing net operating costs? 4. What marketing strategies can the City adopt that will increase sales and market share? 5. What management practices and structures can the City adopt that will better inform city management and elected officials of the municipal liquor system's operating performance? Liquor Store Task Force Questions Page 4 City of Edina • 4801 W. 50th St. • Edina, MN 55424 As the challenges and opportunities that Edina Liquor faces over time change, these objectives shall remain at the center of the Edina Liquor operations. Management has taken the report compiled by the Task Force and contextualized their recommendations within the framework of these four objectives. The product of that has been outlined below in this six item strategy that the City will pursue to reinvigorate the Edina Liquor Store enterprise. 1. Invest in marketing focused on benefits to shareholders and targeted to specific buyers through email and social media. Edina Liquor serves a critical role in supporting the City’s municipal services, but beyond that, Edina Liquor is an important part of the Edina community. The City’s 2011, 2013, and 2015 Quality of Life Surveys all report strong levels of support for Edina Liquor and for its continued operation in the community. Many Edina residents have stated that they are proud to shop at Edina Liquor. In addition to being customers at Edina Liquor, Edina residents are also “shareholders” in the enterprise. The residents of Edina have a financial interest in the profitability of the Edina Liquor enterprise. In order to build on the existing community support, Edina Liquor will develop and implement a loyalty program to provide discounts and special offers to repeat customers. The loyalty program 1. Edina Liquor will consistently provide funding to 1) subsidize the City’s recreation enterprises, and 2) contribute to the City’s capital improvement plan. 2. Edina Liquor will consistently provide the best customer service experience in the metro area. 3. Edina Liquor will control the sale of alcohol to ensure that sales are not made to minors or other individuals as provided by law. 4. Edina Liquor will demonstrate accountability to City Council, customers, and shareholders. 1. Invest in marketing focused on benefits to shareholders and targeted to specific buyers through email and social media. 2. Improve service provided to customers by in-store staff. 3. Improve convenience and in-store experience for customers. 4. Schedule and distribute work to maximize efficiency. 5. Expand specialty products offered. 6. Consistently measure and report results. Edina Liquor Enterprise Objectives Edina Liquor Enterprise Strategies Page 5 City of Edina • 4801 W. 50th St. • Edina, MN 55424 will emphasize the community impact of shopping at Edina Liquor. A loyalty program was the strongest recommendation from the Task Force. The Task Force articulated three potential phases for a loyalty program roll out. The first phase is the Edina Liquor loyalty program, which will provide incentive for customers to return to Edina Liquor to shop more through the use of discounts and special rewards. The second phase expands the loyalty program to all of the Edina municipal enterprises so that rewards earned at one city enterprise can be redeemed an any of the others. Both of these phases are geared towards highlighting the relationship between Edina Liquor and our other municipal enterprises. The City will also consider a phase three for the loyalty program initiative that expands the program to include non-municipal local Edina businesses. Phase three creates opportunities to attract additional Edina Liquor customers as well as encourage local investment throughout the Edina community. Overall, the loyalty program aims to redefine residents of Edina as shareholders in Edina municipal enterprises. A complementary initiative to the development of our loyalty program is the aggressive expansion of social media and email promotions. The City will use data collected through the Edina Liquor loyalty program as well as a new e-receipt option at check out and enrollment in clubs (i.e. birthday club, beer & wine club, etc.) to create a new targeted email marketing promotion program that sends offers to customers. Store staff will begin posting on multiple social media platforms to build followership and marketing influence. The City of Edina may choose to develop these strategies in house, but we are evaluating the feasibility and benefit of partnering with different consultants to better create and deliver these initiatives. Finally, in response to the challenge of building awareness in the community about the relationship between municipal liquor, taxes, and city services, we are exploring developing a municipal liquor cooperative in partnership with other cities in the Minnesota Municipal Beverage Association (MMBA). Edina liquor operations will benefit from greater awareness and support for municipal liquor throughout the state of Minnesota. Consistently marketing the benefits of municipal liquor across the state would elevate the brand of all municipal liquor stores. Secondly, the City of Edina might be able to expand the use of our loyalty program to serve a larger clientele in partnership with all Minnesota municipal liquor providers, and could provide some economies of scale in marketing and technology. 2. Improve service provided to customers by in-store staff. The City is reinvigorating its customer service model. Every single customer who comes into Edina Liquor should experience exceptional customer service. Utilizing the tools that we already have to their greatest potential will drive profitability and customer satisfaction. A major component of this initiative is making sure that our recruitment and selection procedures set us up for hiring employees who fit our expectations and will advance overall service standards. In addition to revamping our recruitment procedures, we are going to work to reward and better retain employees who exemplify our highest performance standards. Employees will complete on- going product training and will be expected to use that training to provide exceptional customer service. The City will support excellent customer service, specialized expertise and high performance employees with additional compensation. The City has recently conducted an employee engagement survey for both full-time and part-time liquor employees. We have reviewed the results of that survey with liquor staff, and are working to Page 6 City of Edina • 4801 W. 50th St. • Edina, MN 55424 develop and implement an action plan based on the results. High employee engagement will help our operations to be more successful and profitable. 3. Improve convenience and in-store experience for customers. The Edina Liquor Strategy strives to recognize market trends and find ways to lead in efforts to serve our residents. One prominent opportunity emerging in the market is online ordering with options for either in-store pick-up or a home delivery service. Therefore Edina Liquor will be expanding its services into this market to ensure that our operation is meeting the needs of customers and staying competitive in the marketplace. Our customer service model centers on staff engaging every customer who comes into Edina Liquor stores, but the City also wants to introduce tools for shoppers to use even if they do not want assistance from sales staff. We are building a standard signage brand to be used throughout all of our stores that is recognizable and consistent. These will include shelf talkers that share product knowledge including product characteristics and pairing information. These tools will ensure that even if a customer does not want help from a sales person that they will be able to find the item that they came into the store looking for and leave happy. Furthermore, the City wants to provide an opportunity for customers to discover new products so Edina Liquor will test allocating additional space in its stores to wine or single shot products that have high profit margins and that offer upsell opportunities. Finally, the City is monitoring the effectiveness of all of our stores to meet objectives set forth in this strategy. Specifically, we are assessing the profitability of each store, establishing minimum expectations for profits, and exploring opportunities for new store locations. This includes looking at new store locations or formats such as “mini stores,” in emerging growth areas around town and exploring the viability of adding a fourth store to our enterprise. 4. Schedule and distribute work to maximize efficiency. Edina Liquor employees are one of the City’s overall greatest resources and to be successful, the City needs to ensure that Edina Liquor is utilizing them in the most effective and efficient way. To accomplish this, the City will distribute work assignment so that employees work for Edina Liquor as a whole rather than working for a particular store. Training staff to work throughout our operation may open opportunities for specialization, additional training, and greater engagement for staff. In addition to scheduling employees across all of Edina Liquor stores, the City will explore the feasibility of centralizing more of the administrative duties between the three stores. These efforts are all geared towards ensuring the right people are in the right place, at the right time. Centralizing more employee resources will introduce greater flexibility in the City’s organization to fill scheduling needs. 5. Expand specialty products offered. Our goal is to not only to survive, but to thrive as a liquor operation. The City wants to capitalize on any opportunities to grow its services, build brand loyalty, and improve services. As a business, Edina Liquor wants to be innovative. We are going to build on current efforts to supply and market specialty orders by incorporating targeted marketing of this service through our loyalty program initiative. Edina Liquor also will explore other opportunities that we have as a municipal liquor operation that are unique from our private competitors. Edina Liquor is interested in exploring these options as mechanisms for the City to gain advantage in the marketplace. Page 7 City of Edina • 4801 W. 50th St. • Edina, MN 55424 6. Consistently measure and report results. In our efforts to better engage Edina residents as shareholders, we want to better build communication mechanisms to share performance information about our operations. Additionally, the City wants to develop better mechanisms of communicating ongoing performance to the City Council. Starting in 2017, City and liquor management staff will conduct an Annual General Meeting, to promote accountability, engage the community in the operational health of Edina Liquor, and provide an opportunity to reinforce the shareholder relationship that Edina residents have to Edina Liquor. This meeting will be an opportunity to inform resident shareholders about the previous year’s operations and plans for the immediate future. Staff will also start delivering regular performance and financial updates, including an “Edina Liquor Scorecard” at the City Council’s quarterly business meeting. In addition, quarterly financial and operating “Shareholder Reports” will be distributed on the City’s website, in Edition Edina, and to all City employees. We are setting a goal of 1.0 million dollars in profit for the year 2017. We believe that this is challenging, but an achievable goal that will demand a high level of performance from our teams. The City hopes to build on that goal in 2018 with 1.1 million in profit and 1.2 million in 2019. Edina Liquor Profitability Goals 2017 $1.0 million 2018 $1.1 million 2019 $1.2 million The CITY of EDINA Edina Liquor Operations Strategy City Council Work Session December 6, 2016. The CITY of EDINA EdinaMN.gov 2 Art Pool Centennial Lakes Edinborough Park Golf Arena Edina Liquor The CITY of EDINA www.EdinaMN.gov 3 $- $200,000 $400,000 $600,000 $800,000 $1,000,000 $1,200,000 $1,400,000 $1,600,000 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 Liquor Profit The CITY of EDINA www.EdinaMN.gov 4 $- $200,000.00 $400,000.00 $600,000.00 $800,000.00 $1,000,000.00 $1,200,000.00 $1,400,000.00 $1,600,000.00 $1,800,000.00 $2,000,000.00 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 Do l l a r s Liquor Profts vs. Budgeted Transfers Budgeted transfers Profit The CITY of EDINA www.EdinaMN.gov 5 $1,800,000.00 $785,000.00 $- $200,000.00 $400,000.00 $600,000.00 $800,000.00 $1,000,000.00 $1,200,000.00 $1,400,000.00 $1,600,000.00 $1,800,000.00 $2,000,000.00 Projected Profit Actual Profit 2015 Liquor Transfer Projected Profit Actual Profit -$1,005,000 The CITY of EDINA www.EdinaMN.gov 6 $10,000,000 $10,500,000 $11,000,000 $11,500,000 $12,000,000 $12,500,000 $13,000,000 $13,500,000 $14,000,000 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 Do l l a r s Liquor Revenue and Expenses Revenue Expenses The CITY of EDINA Pouring Profits Back Into the Community •In 2016, the Edina City Council increased our property tax levy 2.2% or $665,100 to compensate for reduced Liquor profit. www.EdinaMN.gov 7 The CITY of EDINA 2015 State Auditor Report City Sales Gross Profit GP % sales Net Profit NP % sales Lakeville $13,611,294 $3,289,120 24.2% $761,908 5.6% Edina $12,462,387 $3,046,938 24.4% $653,384 5.2% Eden Prairie $11,312,822 $3,210,052 28.4% $954,238 8.4% Richfield $10,859,642 $2,648,928 24.4% $638,404 5.9% Apple Valley $8,480,414 $2,443,210 28.8% $747,992 8.8% www.EdinaMN.gov 8 •7-County Metro Area has 19 Municipal Liquor Operations The CITY of EDINA Edina Liquor EdinaMN.gov 9 Art Pool Centennial Lakes Edinborough Park Golf Arena The CITY of EDINA Edinborough Park 1.Edina Swim Club agreement. 2.Facility updates. 3.Rate increases. 4.Contracted landscaping services. www.EdinaMN.gov 10 The CITY of EDINA Edinborough Park www.EdinaMN.gov 11 $0 $20,000 $40,000 $60,000 $80,000 $100,000 $120,000 $140,000 $160,000 $180,000 $200,000 2012 2013 2014 2015 Revenues and Expenses Rentals Lights/Power Staffing 2012 2013 2014 2015 Series2 $(111,000.00)$7,900.00 $(14,000.00)$(57,000.00) $(111,000.00) $7,900.00 $(14,000.00) $(57,000.00) $(120,000.00) $(100,000.00) $(80,000.00) $(60,000.00) $(40,000.00) $(20,000.00) $- $20,000.00 Edinborough Park Profit and Loss The CITY of EDINA Braemar Arena and Field www.EdinaMN.gov 13 1.Built Hornets Nest. 2.Revised fees. 3.Built the Backyard. 4.Built Sports Dome. 5.Added commercial tenants. The CITY of EDINA 2012 2013 2014 2015 Dollars $(646,964)$(180,250)$(144,986)$(199,011) $(646,964) $(180,250) $(144,986) $(199,011) $(700,000) $(600,000) $(500,000) $(400,000) $(300,000) $(200,000) $(100,000) $- Braemar Arena Profit/Loss The CITY of EDINA Braemar Golf Course 1.Narrow Golf Enterprise scope. 2.Golf Course improvements. 3.Pricing and discounts. 4.Outsource ancillary services. 5.Expanded marketing. 6.Improve customer service. www.EdinaMN.gov 15 2008 2009 2010 2011 2012 2013 2014 2015 Estimated 2016 Series2 $143,204 $116,626 $(100,354)$(101,885)$(60,925)$(468,973)$(71,196)$(25,413)$(10,000) $(500,000) $(400,000) $(300,000) $(200,000) $(100,000) $- $100,000 $200,000 Braemar Golf Proft/Loss The CITY of EDINA Edina Liquor Recap 2012 •Most profitable year on record, with over $1.4 million in profit. www.EdinaMN.gov DRAFT 17 The CITY of EDINA www.EdinaMN.gov 18 2013 •New Branding campaign •New Customer Service GUEST Model: •Greet, Understand, Explore, Suggest, Thank The CITY of EDINA www.EdinaMN.gov 19 2014 2015 •Extended Store Hours •Staffing Hours adjustment •Product Pricing Adjustment •Updated POS •50th and France Store Remodel The CITY of EDINA www.EdinaMN.gov 20 2016 The City Manager’s Liquor Store Taskforce February – August 2016 The CITY of EDINA Edina liquor Strategic Plan www.EdinaMN.gov 21 The CITY of EDINA Edina Liquor Objectives www.EdinaMN.gov 22 Edina Liquor will consistently provide funding to 1) subsidize the City’s recreation enterprises, and 2) contribute to the City’s capital improvement plan. Edina Liquor will consistently provide the best customer service experience in the metro area. Edina Liquor will control the sale of alcohol to ensure that sales are not made to minors or other individuals as provided by law. Edina Liquor will increase accountability to City Council, shareholders, and customers. 1 2 3 4 The CITY of EDINA 1.Invest in marketing focused on benefits to shareholders and targeted to specific buyers through email and social media. 2.Improve service provided to customers by in-store staff. 3.Improve convenience and in-store experience for customers. 4.Schedule and distribute work to maximize efficiency. 5.Expand specialty products offered. 6.Consistently measure and report results. Strategies to Success www.EdinaMN.gov 23 The CITY of EDINA •Implement Loyalty “Shareholders” Program. •Actively market at and with other City enterprises. •Centralize aggressive social media and email marketing at the store-level. •Introduce clubs and specials. •Evaluate business model for producing marketing materials. 1. Invest in marketing focused on benefits to shareholders and targeted to specific buyers through email and social media. 24 The CITY of EDINA 2. Improve service provided to customers by in-store staff. www.EdinaMN.gov 25 •Action plan based on engagement survey. •Guest – Every customer, every time! •Product training is used to provide exceptional service. •Performance and specialized expertise are reflected in compensation. •Employee standards are modeled and enforced – name tags, shirts, appearance. The CITY of EDINA 3. Improve convenience and in-store experience for customers. www.EdinaMN.gov 26 •Online ordering and delivery. •Common signage and placement. •Standard shelf-talkers & tools to assist with selection and pairing. The CITY of EDINA www.EdinaMN.gov 27 4. Schedule and distribute work to maximize efficiency. •Work schedules. •Work assignments. •Edina Liquor is One! The CITY of EDINA 5. Expand Specialty Products Offered www.EdinaMN.gov 28 The CITY of EDINA www.EdinaMN.gov 29 6. Consistently Measure & Report Results The CITY of EDINA $1,000,000 EdinaMN.gov 30 2017 GOAL Date: December 6, 2016 Agenda Item #: IV. To:Mayor and City Council Item Type: Other From:Michael Frey, Art Center General Manager Item Activity: Subject:Joint Session: Arts & Culture Commission Discussion CITY OF EDINA 4801 West 50th Street Edina, MN 55424 www.edinamn.gov ACTION REQUESTED: None. INTRODUCTION: The goal of each Board and Commission joint work session with Council is to discuss the progress on their current work plan. ATTACHMENTS: Description 2016 Arts & Culture Commission Work Plan with Progress Report Approved by City Council on December 15, 2015 Board/Commission: Arts and Culture Commission 2016 Annual Work Plan Initiative 1 ☐ New Initiative ☐ Continued Initiative ☒ On-Going Initiative Target Completion Date Budget Required Staff Support Required Liaison Comments Literature 1) The Author’s Studio (approx. 5 events) 2) The Loft Around Town Ongoing 1) None 2) None Art Center/CTS 8 hours/event marketing Progress Report: One special event featuring a new mystery anthology “Cooked to Death” was held October 22, 2016. Five local authors read from their short stories published by Nodin Press of St. Louis Park. Nature Haiku writing classes offered at the Art Center. No Loft Around Town classes offered in 2016. Initiative 2 ☐ New Initiative ☐ Continued Initiative ☒ On-Going Initiative Target Completion Date Budget Required Staff Support Required Liaison Comments Public Art Public Art Edina Ongoing Up to $10,000 Art Center/CTS P&R/Public Works 5 month process to create call, send & accept entries, schedule installs – Art Center 6 hrs/week Jan-May Progress Report: 2016 saw the largest number of submissions received by Public Art Edina at 37 entries from 18 regional artists. Jim Dehne of Newton, WI received 1st & 2nd Place People’s Choice Awards for “Peacock Display” and “Horse Play” with James Bearden of Des Moines, IA winning 3rd Place for “Bonded Souls”. 367 paper ballots and 29 on-line ballots were cast – the largest quantity yet. Four new utility boxes were wrapped with artwork from Edina residents Marnie Teppen (Metro & Industrial Blvds.), Katy Elfstrand, Bradley Davis, and Lois Anderson (66th, 70th, 76th & France Ave.) Public Art Edina completed all work within budget. $5,000 received from Edina Federated Women’s Club for K9 sculpture. Initiative 3 ☐ New Initiative ☐ Continued Initiative ☒ On-Going Initiative Target Completion Date Budget Required Staff Support Required Liaison Comments Dance Edina Art Center Dance Programs Ongoing None Art Center/CTS Senior Center Staff hours hiring, scheduling, Act. Dir. Approved by City Council on December 15, 2015 Progress Report: Argentine Tango dance lessons ended in December 2015 with instructor leaving for FT position. No new dance offerings in 2016. Initiative 4 ☐ New Initiative ☐ Continued Initiative ☒ On-Going Initiative Target Completion Date Budget Required Staff Support Required Liaison Comments Music Music in Edina Ongoing $10,000 Art Center/CTS Art Center staff 6 hrs/wk CTS 8 hrs marketing/event Progress Report: A successful Valentine’s event with The Rockin’ Hollywoods was held Sat., Feb. 13 with 250-300 attendees. Food and beverage provided by Tin Fish Restaurant. Two Summer Music in the Parks events held with approx. 100 attendees at each; Homeward Bound at Arneson Acres on July 15 and Blue Mood at Braemar Clubhouse on July 29. A third concert with The Percolators at Todd Park on Aug. 19 was cancelled by the band due to bad weather. The ACC sponsored a free event - Olé with the Minnehaha Music Repertory Orchestra on Sun., Nov. 13 with 250 people in attendance. Approximately $5,000 spent on events with no donations received from fundraising. Initiative 5 ☒ New Initiative ☐ Continued Initiative ☐ On-Going Initiative Target Completion Date Budget Required Staff Support Required Liaison Comments Theater Theater in Edina December 2016 None Art Center/CTS/P&R Time: TBD Progress Report: No progress to report. Initiative 6 ☒ New Initiative ☐ Continued Initiative ☐ On-Going Initiative Target Completion Date Budget Required Staff Support Required Liaison Comments Traveling Exhibitions Art on the Move December 2016 None Art Center/CTS Time: TBD Progress Report: Two new working group meetings held; Oct. 17 and Nov. 14 with 6 interested individuals. Chair Cheryl Gunness will determine if the working group will continue. Both meetings had good ideas and conversation about bringing art to the community; the group also talked strategy for long-term viability. Initiative 7 ☐ New Initiative ☐ Continued Initiative ☒ On-Going Initiative Target Completion Date Budget Required Staff Support Required Council Approval Approved by City Council on December 15, 2015 Funding Foster Cultural Entrepreneurship in Edina Ongoing None Progress Report: Developing strong relationship with Minnehaha Repertory Music. Cedars of Edina paid for three new utility box wraps through work of Public Art chair. Ongoing Responsibilities Art Center Membership and Special Events Enhance Communication of Arts & Cultural Events Other Work Plan Ideas Considered for Current Year or Future Years Grandview Enhance Communication of Arts and Cultural Events (Calendar/Website) Proposed Month for Joint Work Session: October Council Comments: Work plans proposed by the Boards and Commissions were reviewed at the December 1 work session. The following changes/comments were made and are reflected on this work plan:  This year, Music in Edina will be funded at the amount it costs for the 2 events up to $10,000.  Next year, the council would like the funds for Music in Edina is raised by the commission. The Council will consider doing a match for the amount raised.  Council would like the commission to move around the location of the events and consider partnering with businesses.  Moving initiative 8 (Enhance Communication of Arts and Cultural Events) to future ideas section.