HomeMy WebLinkAbout2015-03-10 Park Board PacketAGENDA
CITY OF EDINA, MINNESOTA
PARK BOARD MEETING
COMMUNITY ROOM
Tuesday, March 10, 2015
7 p.m.
CALL TO ORDER
II. ROLL CALL
III. APPROVAL OF MEETING AGENDA
IV. ADOPTION OF CONSENT AGENDA
A. Approval of Minutes — Regular meeting on Tuesday, Feb. 10, 2015
V. COMMUNITY COMMENT
During "Community Comment, " the Park Board 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 Members to respond to their comments tonight. Instead, the Board might refer
the matter to staff for consideration at a future meeting.
VI. REPORTS/RECOMMENDATIONS
A. Election of Officers
B. Vision Edina Presentation
C. Geographic Information System (GIS) Management and Analysis System
D. Park System Strategic Planning
VII. CORRESPONDENCE AND PETITIONS
A. Council Updates
B. Veteran's Memorial Committee, Jan. 30, 2015 Minutes
0 VIII. CHAIR AND BOARD MEMBER COMMENTS
• IX. STAFF COMMENTS
X. ADJOURNMENT
The city of Edina wants all residents to be comfortable being part of the public process. If you need
assistance in the way of hearing amplification, an interpreter, large -print documents or something,
please call 952-927-8861 72 hours in advance of the meeting.
MINUTES
OF THE REGULAR MEETING OF THE
EDINA PARK BOARD
HELD AT CITY HALL
March 10, 2015
7 p.m.
I. CALL TO ORDER
Chair Gieseke called the meeting to order at 6:59 p.m.
II. ROLL CALL
Answering roll call were Members Cella, Good, Strother, Jones, Gieseke and Jacobson
Member Segreto arrived at 7:26 p.m.
Absent were Members Greene, McCormick and Steel.
Absent were Student Members Chowdhury and Colwell
111. APPROVAL OF MEETING AGENDA
Member Jones made a motion, seconded by Member Cella, approving the meeting
agenda.
Ayes: Members Cella, Gieseke, Good, Jacobson, Jones, Strother.
Motion Carried.
IV. ADOPTION OF CONSENT AGENDA
Member Cella made a motion, seconded by Member Jones, approving the consent agenda
as follows:
W.A. Approval of Minutes — Regular Park Board Meeting of Tuesday, February 10, 2015
Ayes: Members Cella, Gieseke, Good, Jacobson, Jones, Strother.
Motion Carried.
V. COMMUNITY COMMENT
None
V1. REPORTS/RECOMMENDATIONS
VI.A. Election of Officers
Ms. Kattreh asked for nominations for chair and vice -chair.
Chair Gieseke made a motion, seconded by Member Cella, to nominate himself as chair.
Ayes: Members Cella, Gieseke, Good, Jacobson, Jones, Strother.
Motion Carried.
Chair Gieseke made a motion, seconded by Member Cella, to nominate Member
McCormick as vice -chair.
Ayes: Members Cella, Gieseke, Good, Jacobson, Jones, Strother.
Motion carried.
VI.B. Vision Edina Presentation
Karen Kurt, Assistant City Manager, gave an update to the Park Board on the "Vision Edina Process".
Member Jones wondered why quality public amenities would be on one side and not the other. Ms.
Kurt stated in terms of focus, it is attempting to draw out painting a picture of two different alternatives
Member Jones stated she was looking at the quality of the facilities as a Park Board member.
Ms. Kurt continued with her presentation.
Chair Gieseke asked if they have any age data that reflect this to which Ms. Kurt replied they do. Ms.
Kurt explained that on the city's website you can actually go through each question and sort them by
different categories such as age, gender, quadrant, etc.
Member Jones asked when they became an urban community instead of a suburban community. Ms.
Kurt replied that was a word they chose but it depends on how you define urban. She noted it is
something they can certainly change.
Ms. Kurt reviewed the vision statement with the Park Board.
Member Good stated one point on the features that he found noteworthy is that only one of the 20
bullet points mentioned parks and wondered if that received any discussion. Ms. Kurt replied it has not
yet but thought this was the Park Board's opportunity to touch on that. She stated amenities and green
spaces are not directly called out. She indicated a lot of the work that specific boards and commissions
do, to some degree, is based on the key drivers that were identified and Parks & Recreation would not
necessarily come up as a key driver. She stated that does not mean that it is not worthy of inclusion and
does not warrant some additional bullet points.
Chair Gieseke stated they might interpret this as the park system, which is not lacking and does not
require as much attention as some other areas. Member Good commented it could be that and it could
be excluded as a strategic priority if it is not already stated in the visionary plan.
Member Cella stated if you just read the bullets under inclusive and connect it and talk about the mix of
development and transportation and if there is not a statement about the parks system then she
thought the document was lacking. Member Jones agreed and stated she was confused by the tense
used in the vision statement. Ms. Kurt stated that would be something to be addressed. Chair Gieseke
stated he agreed and stated the document and vision itself should look forward.
Ms. Kurt stated she wanted to talk more about how to deliver feedback and one was to deliver group
feedback as a Park Board and there was also the opportunity to deliver individual feedback at the open
house that will be held on April 14.
Member Cella stated from a school district perspective, if she wanted to make a comment at the district
level without going to the open house how would she do that. Ms. Kurt informed Member Cella she
could forward her comments on to her and she would be sure to get them to the City Council or they
could be sent directly to the City Council. Member Cella commented that one of the strategic actions is
actually telling the School District to do something which she doesn't think is really appropriate. Ms.
Kurt indicated that the City Council hasn't really fully vetted this so don't take whatever is in here as
being something that they've combed through and wordsmithed yet because they haven't; they are
soliciting feedback first. At this point it is purely the consultant's draft.
Member Cella asked how much wordsmithing is the City Council going to do to which Ms. Kurt replied
she thinks it will depend on the comments they receive. Member Jones indicated she attended those
meetings and they were never that specific in regards to the strategic actions. Ms. Kurt stated for the
consultants she thought it was coming out of the strategic think tank and also the community meeting
® comments that were received.
2
Member Good wondered if the City Council knew what communities Edina competes with. Ms. Kurt
stated there were some communities that were called out in terms of benchmarking and those were
nationally. She did not know if they had a discussion on what peer cities would be in the Metro.
Member Jones stated she doesn't see anything on water or environmental stewardship. She stated
their lakes are rated a C which is not very good and her vision would be that they have one. She
indicated she would like to see some mention on parks in the document. Chair Gieseke pointed out a
major attribute that draws folks to the city is parks and amenities. He noted if it's not measured and
mentioned it won't be followed up on.
Member Cella asked if it was appropriate for them as a Park Board to adopt a position that they would
like Ms. Kattreh or someone to formally present a vision statement from the Park Board. Chair Gieseke
did not think it was inappropriate.
Ms. Kurt stated she will summarize all of the notes and will make sure they are included as part of the
materials that will go to the City Council. She stated if the Park Board wanted to do an advisory
communication with more detail that could be achieved as well.
Member Jacobson commented under the transportation options the last point talks about continuing to
promote development of the sidewalks, trails and biking networks throughout the city to provide
accessibility and also throughout the parks because that is where they are building a network of trails.
Member Strother stated they are advocating that they add something to the vision statement in
addition to flushing out some of the places in the additional action items or features. Did they want:
more of this in the vision statement or just in the features; because there are some places that the parks
are mentioned. Member Jones indicated they did not say. Member Good indicated his personal opinion
would be he is not as concerned about the vision statement as he is with the lack of the focus in the rest
of the content. Member Jones stated if they could get some language in this document, it would be,
helpful.
The Park Board reviewed the document to address where the Park Board should be included.
Ms. Kurt indicated she needed to leave for another meeting but indicated the Park Board should send
her additional communication of items that should be added or changed.
Chair Gieseke thought the Park Board should take some time to look through the document and send
feedback to staff to forward to Ms. Kurt.
VI.C. Geographic Information System (GIS) Management and Analysis System
David Holdstock, of Geographic Technologies Group, gave a presentation to the Park Board on the:
new Geographic Information System (GIS).
Member Segreto stated the photographs are not real time, it is a point in time and that is what
management has to deal with in regards to the flooding of a ball field or other issues. Mr. Holdstock
indicated inspections would still need to be done, probably on an annual basis. What they have done is
taken a snapshot in time and they know where all of the features are situated and what the condition
was at a certain date. He stated the idea is to figure out what needs to be repaired and maintained
based on the inspection they made.
Member Strother asked from this can a report be done on what parks need to be improved to which Mr.
Holdstock replied that is correct.
Member Segreto asked if there is other software out there like this and wondered what the relationship
with the city was. Mr. Holdstock indicated there are other software programs out there but they do not
all do as much as this program does. He stated the relationship was the fact that the Parks & Recreation
Department paid them $39,000 to do this and because of the relationship they are looking at an on-
going relationship to further look at all of the widgets they are developing.
Member Segreto asked if there would be an ongoing management contract with this company to which
Mr. Holdstock thought that would be appropriate. He stated he would like to establish a relationship
with Edina and a retainer to keep things going and it would not need to be a lot of money. He stated
this can be a huge success if staff is trained properly and staff utilizes it.
Mr. Holdstock showed a walking tour map of Centennial Lakes Park and indicated the walking tour
would be for public use.
Chair Gieseke stated when he sees this he thought it looked fantastic but he wondered where they
recoup the savings to break even and save from this. Mr. Holdstock stated the return on investment is
the significant improved efficiency and productivity of staff. He stated that he did not think this would
recover any tangible money.
Member Jacobson indicated it seems like the perfect tool to use as an outcome from the strategic vision
once they get this in place. Mr. Minarik indicated this could also be added.
Chair Gieseke thought this is being implemented at the perfect time as they are implementing and
devising a master strategic plan. He wondered where they could put this to use to really put together a
plan. Member Good thought the further challenge is how they will engage the community.
Member Jacobson asked if this would have any tie to the park reservation system. Ms. Kattreh did not
think it would other than being able to get information. Member Jacobson stated it seems like they,
could use this for maintenance at a minimum.
Mr. Holdstock stated his greatest concern is the possibility that they will not keep this data up-to-date
because staff will need to continue to provide information to the program. He added they will need to
educate and train staff until it is being used consistently. Ms. Kattreh stated the other thing to consider
is what the cost savings would be by using the information entered.
VI.D. Park System Strategic Planning
Terry Minarik from Confluence and Jeff Bransford from Pros Consulting gave the Park Board a
presentation on where they are at with the Strategic Plan.
Member Jones and Member Cella asked about the comparison point index to which Ms. Kattreh talked
about ESRE.
Member Jones stated she was not really sure how useful the comparison point index would be to them.
She was also confused by seeing the trend for snow sports because if it was looked at closely, cross-
country skiing would not be shown. She thought this was misleading at best by comparing their
community to the national trend. Mr. Minarik thought that was comparing in general the skiing trends
nationally. Member Jones replied that trend is not happening here. It is stable so she thought they
4
need to use the data is available locally for Edina. Mr. Bransford agreed and stated that any local and
available data they should try to include. He stated it is fairly standard in planning to take a look at what
is going on nationally because players do come under criticism when they only take a look at what is
happening within the city limits of a particular city and do not pay attention to what is going on
regionally or nationally. He stated this is just one piece to show what is happening in Edina.
Member Jones stated when projecting the demographics for the increase in population, is it possible to
show where the forecast is located of the population increase. Mr. Minarik indicated they can show it
by neighborhood in the community.
Mr. Bransford continued with the presentation.
Member Jones commented she is confused with the slide that said "Improve on existing system features
versus building new." She stated based on their survey information stating people want a community
center and additional fitness facilities, the extent of that repeatedly on any survey and the meetings she
has attended for strategic planning, they were all concerned about that so she was not sure that should
be a bullet point. Mr. Minarik stated that is noted in the overall report summary of the focus groups and
the workshop. It did not go to the top as one of the key items that was identified.
Mr. Bransford continued with the presentation.
Member Segreto stated with regards to the slide that refers to threats and the change in demographic
characteristics they need to be careful about identifying changing demographics as being a threat to
their system. She noted that could be very offensive. Mr. Bransford indicated this can be rephrased
because it is a threat if they do not do anything to change the system to prepare for the changing
demographics.
Mr. Bransford went through facility assessments with the Park Board.
Member Jones stated in the past one of the weaknesses of the Art Center was it was mainly used by
non-residents and she wondered if that was still true. Ms. Faus stated she did not know if that was still
accurate and thought there was a larger use by residents but is still used a lot by non-residents. Ms.
Kattreh thought that by combining their brochure into the Activities Directory it has increased the
resident usage. She informed the Park Board she could run a report for them regarding the Art Center.
Mr. Bransford and Mr. Minarik continued on with the presentation.
Member Jones wondered why, when looking at national trends, they looked at figure skating and ice
skating as snow sports. Mr. Minarik stated locally there was representation of local participation in a lot
of those items. He stated it is really hard to find statistical information on northern sports.
Mr. Bransford indicated they are always open to getting local data. Member Jones suggested they
contact Three Rivers Park District and get local data. Mr. Bransford replied they did interview Three
Rivers Park District for this presentation; however, they did not give them a lot of information. He
informed the Park Board that benchmarking will be in a future presentation.
VII. CORRESPONDENCE AND PETITIONS
VII.A. Council Updates
No discussion.
5
VII.B. Veteran's Memorial Committee
No discussion.
VIII. CHAIR AND BOARD MEMBER COMMENTS
Chair Gieseke introduced the two new Park Board members: Julie Strother and Greg Good.
IX. STAFF COMMENTS
Ms. Kattreh went through staff comments.
X. ADJOURNMENT
Chair Member Gieseke made a motion, seconded by Member Segreto, to adjourn the meeting at
9:55 p.m.
Ayes: Cella, Gieseke, Good, Jacobson, Jones, Strother and Segreto
Motion Carried.
Meeting adjourned at 9:55 p.m.
6
To: Park Board
From: Ann Kattreh
Director of Parks & Recreation
Date: March 10, 2015
Subject: Election of Officers
Action Requested:
Elect a Chair and Vice Chair
Agenda Item #: VLA.
Action
Discussion ❑
Information ❑
Information / Background:
Each year the Park Board self -elects a Chair and Vice Chair. I will request nominations from the Park. Board
for Chair. If there is more than one nomination, Janet Canton will pass around paper ballots for Park Board
members to vote for their choice of Chair. The same process will then be used to elect a Vice Chair. In the
case of a tie, nominations for that position will reopen and the process will start over until a Chair and Vice
Chair are chosen.
The main duties of the Chair are:
I . Work with staff in establishing an agenda prior to each meeting.
2. Chair the process of each Park Board meeting. The Chair provides leadership that keeps Park Board
meetings orderly, democratic and encourages input from all Park Board members and guests.
3. Serve as spokesperson for the Park Board at City Council meetings, work sessions and other public
functions.
4. Assign Park Board related duties to Park Board members.
5. Assist the City Council with interviewing applicants who were interested in serving on the Park
Board.
The Vice Chair is to carry out the duties of the Chair in his/her absence.
In accordance with City Code, a member may serve a maximum of two consecutive years as Chair.
City of Edina • 4801 W. 501h St. • Edina, MN 55424
To:
Park Board
From:
Karen M. Kurt
Date:
March 10, 2015
Subject:
Vision Edina Presentation
tit
o
MEW
Agenda Item #: VI.B.
Action ❑
Discussion ❑
Information
Action Requested:
Review draft Strategic Vision and Framework Report and share feedback with City Council
Information / Background:
Vision Edina is a broad-based and inclusive community visioning process. The Vision Edina initiative worked
with local residents, organizations and businesses to explore:
• What is unique and important about living in Edina?
• Where is there opportunity or need to evolve or change?
• How can we continue to progress to keep the city relevant and attractive to current and future
residents and businesses? What is our competitive edge?
Vision Edina will serve as an important foundation for other strategic efforts, such as the City's
Comprehensive Plan and Capital Improvement Plans. When finished, Vision Edina will replace Edina Vision
20/20, which was developed in 2000 and updated in 2003.
The City Council is seeking feedback from board and commission members prior to their work session on
April 21. Members can share feedback 1) individually using Speak Up Edina or email at maile-edinamn gov or
2) as a group by submitting comments or meeting minutes to the Assistant City Manager.
The goal is to approve the draft Strategic Vision and Framework Report during the month of May.
City of Edina • 4801 W. 50th St. - Edina, MN 55424
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ISION EDINA-
CITY OF EDINA
DRAFT STRATEGIC VISION and FRAMEWORK
This vision and framework is an outcome of the broad-based community engagement and
4 visioning process, conducted between September and December 2014
January 2015
CITY OF EDINA DRAFT STRATEGIC
VISION AND FRAMEWORK '
VISION EDINA
This vision and framework is an outcome of the broad-based community engagement and
visioning process, conducted between September and December 2014.
January 2015
f utu reL> i Q
P A R T N E R S
0
VISION EDINA
Vision Edina represents a fresh look at the future for the City of Edina. This work builds on the previous
Edina Vision 20/20 planning work that was undertaken 15 years ago. Since that time, the world has changed.
We are subject to stronger external trends and forces, and we face renewed pressures with increasing
population and developmental growth. The future we face is one filled with greater uncertainty, more rapid
pace of change and emerging new opportunities. Vision Edina allows us to step back and look again at the
big picture, and decide how we continue to evolve to remain a relevant, competitive and progressive city.
Vision Edina is a long-term strategic framework that helps our community understand and guide the
important decision-making that will impact the City's future. This framework lays out the key issues
identified by our community, which we need to be focusing our attention and resources on, over the
coming years. The Vision Edina work and publications have been developed through a broad-based and
inclusive community visioning process conducted in 2014.
It is proposed that the current City of Edina mission statement remains unchanged. This is a potent and
relevant mission statement that has, and continues to, serve the City well.
"Our mission is to provide effective and valued public services, maintain a sound public
infrastructure, offer premier public facilities and guide the development and redevelopment
of lands, all in a manner that sustains and improves the uncommonly high quality of life
enjoyed by our residents and businesses."
Vision Edina - DRAFT Strategic Vision Framework - January 2015 3
EDINAS VISION STATEMENT
Edina holds a well-earned reputation as a city of choice. It is the model of a successful, mature, and
progressive urban community, which remains relevant in a modern and evolving world. We maintain
our heritage and attractiveness, and afford our residents the highest quality of life, while actively
embracing the future. Within the context of North America and the Twin Cities, Edina is known as
a distinguished location that provides the ideal environment to raise families, run businesses and
simply enjoy life.
The features that define our future community include:
Inclusive and Connected
• Our community embraces diversity and cherishes the contributions of all residents and stakeholders,
whatever their background, age or interests.
• The community offers an enticing mix of residential development that retains and builds upon our
strong foundation of single-family housing, but also includes a dimension of higher density multi-
family options, especially for the young and the old.
• Edina strives to promote a healthy demographic mix that builds on the tradition of multi -generational
families, and also provides entry opportunities for new people seeking to raise families, start
businesses, and join our quality community.
• Transportation options of all kinds are available, allowing residents to be connected via a network of
transportation modes that fosters mobility for people and connects the community together.
• Our cohesive neighborhoods are able to retain their unique individual character, while being linked
seamlessly together into the broader fabric of our city, and beyond to the larger metropolitan area.
Built -to -Scale Development
• The community has worked hard to create an innovative and long-term comprehensive development
policy, which strikes the right balance between renewal and progress, and protection and preservation.
This has allowed the City to navigate the period of intense redevelopment and create a richer more
vibrant city, without losing our historic neighborhoods.
• Our development policy promotes and encourages innovative ideas, and we have formed a working
partnership between the community and the developers where creative solutions are found to create
the best long-term outcome from new developments.
• Our community's commercial and retail base has been significantly enhanced through the creation of
more mixed-use locations, sympathetically woven throughout our neighborhoods. These small nodes
enhance our neighborhood feel and quality of life, and provide important community gathering points.
W
4 Vision Edina - DRAFT Strategic Vision Framework - January 2015
• We have proactively developed planning procedures and policies that allow the character of our
neighborhoods to be protected and enhanced, and that local development reflects the aspirations of
the neighborhood associations and residents.
Sustainable Environment
• Edina has taken its responsibility for the environment seriously. As a community we have focused and
invested in world-class citywide resource management systems, built around the leading principles of
environmental sustainability.
• We have implemented sophisticated systems, including recycling, energy efficiency and management
of water, to the point where we have substantially reduced our overall environmental impact and
significantly increased the efficiency in our resource use.
• Our planning has integrated the best -proven standards of sustainable building and environmental
stewardship into all aspects of our city planning and building codes. We are regarded as a leader in the
integration of environmental management into city management and function.
• Our community continues to treasure and protect our public spaces and parks, and these have been
further enhanced to build biodiversity and natural ecosystems, which in turn support and purify our
natural environment.
A Community of Learning
• Edina has continued to evolve as a highly engaged community, where residents share the responsibility
for decision making and working collectively toward the common vision.
• We recognize and appreciate the significant value of our education system, and we continue to work
and invest to strengthen and grow this key community asset.
• As technology and society has evolved, so has our prized education system. We have a high quality,
future orientated education system, which undeniably prepares our students to thrive in an
increasingly competitive and globalized world.
• As residents, we never tire in our pursuit of knowledge and understanding. We collectively promote
the value of engagement and education, and we ensure that we have the capacity as a community to
understand and remain agile in a fast changing and complex world.
Future -Oriented
• As a community, we continually look forward and are always working to remain competitive, relevant
and innovative. We stand on the foundation of our traditions, but are not afraid to adapt and change
as the city evolves.
• Our city leaders and organizations are actively engaged in regional leadership and in ensuring the
interests of Edina are represented at the level of the Twin Cities metropolis, but also beyond. Our
City's priorities and interests are fundamentally integrated into the broader regional planning.
• Edina is willing to use its privileged position, resources, and expertise to apply new ideas and
technology, and we actively invest ourselves in finding and creating innovative solutions to the
emerging challenges of living in a major city.
Vision Edina - DRAFT Strategic Vision Framework - January 2015 5
STRATEGIC FOCUS AREA, ISSUES AND ACTIONS
Eight key strategic focus areas have emerged through the Vision Edina process. These areas are built
from the key drivers and issues identified early in the Vision Edina process, and have carried through the
extensive community and stakeholder engagement process. These focus areas, and the attendant issues
and actions, represent emerging priority areas that can both leverage and guide the future evolution of
our city. This is not intended to be an exhaustive list, and in no way displaces the underlying foundational
work that continues on our key areas of infrastructure, community services, governance, and fiscal
management. Rather, these strategic focus areas represent key emerging priorities, and reflect the core
drivers of our future that can be summarized in the categories of 'Balancing Edina's Redevelopment', and
'Enhancing Our Community Fabric and Character'.
6 Vision Edina - DRAFT Strategic Vision Framework - January 2015
1. RESIDENTIAL DEVELOPMENT MIX
The issue of residential property development has been repeatedly raised throughout the Vision Edina
process. The City has been faced with a number of redevelopment pressures and challenges across
numerous areas of the city. Residents strongly favor a continued focus on the single-family housing
nature of the majority of the city neighborhoods, but there is increasing concern about the trend and
impact of so-called 'teardowns' on the community. There is also recognition of some need to develop
more multi -family options in order to serve the needs of young professionals and our senior citizens, and
create some diversity in housing affordability.
ISSUES
• Residential neighborhoods continue to serve as the defining characteristic of the city, and there is a
high desire to protect and enhance such neighborhoods.
• Residents take a great deal of pride in their homes, and express concern about the escalating
4` redevelopment pressures facing some neighborhood areas.
• Edina continues to face competition from neighboring communities that claim to offer a similar
quality of life while also offering more available land for development.
• The community must balance the needs of the families that have defined its character, with an aging
population that desires to 'age in place.'
STRATEGIC ACTIONS
• Further encourage the development of the neighborhood associations and the overall neighborhood
concept. Define the unique character and brand of each of the well-established neighborhoods,
and explore innovative planning guidelines to allow preservation and enhancement of the desired
neighborhood visual appeal.
• Pursue further planning and development options that protect and locate key amenities, such as
parks and community facilities, within the neighborhood framework to allow neighborhood centers
and focus points to further evolve.
• Continue to explore options and opportunities for new multi -family development opportunities in the
Southdale, Pentagon Park, and Grandview areas, and on the appropriate fringes of other mixed-use
areas and public spaces.
Vision Edina - DRAFT Strategic Vision Framework - January 2015 7
Z. TRANSPORTATION OPTIONS
Participants in the Vision Edina process expressed a strong desire to continue to expand a variety of
transportation options to both reduce the dependency on automobiles, but also to enhance the
community's ease of connectivity. Access to a variety of biking and walking trail options is a key amenity
that helps residents feel connected to their community, and improve the overall quality of life. A diversity
of transportation options is also highly preferred among younger residents. However, such options have
met resistance in some areas, largely in response to concerns about immediate local impacts. The larger
community sentiment of support should be highlighted to advance policies and developments deemed to
be in the larger public good.
ISSUES
• The community's infrastructure continues to age and be stressed by increasing traffic volume.
• The majority of Edina's employed population works outside of the City and is therefore reliant on the
connectivity and maintenance of the roadway system for their livelihood.
• The community overall is highly supportive of increased diversity and integration of transportation
and local access options, but has a lesser appetite for a transit -forward strategy.
STRATEGIC ACTIONS
• Undertake community education and promotion, to highlight the broad support and benefits of more
diverse transport options, and particularly to highlight the support expressed across multiple age
demographics.
• Continue to work actively with Metro Transit to expand transit options to Edina, and ensure that Edina
residents do not become further isolated from the larger transit infrastructure.
• Continue to develop an integrated long-term plan that lays out a future orientated and ambitious
transport network that covers multiple modes of transport and takes into account potential impacts
of future technology on transport modes and corridors.
• Continue to promote and develop the sidewalk, trail and bike lane networks to improve accessibility
and connectivity throughout the City, and beyond.
8 Vision Edina - DRAFT Strategic Vision Framework - January 2015
•
3. COMMERCIAL DEVELOPMENT MIX
Edina has traditionally embraced commercial development along a relatively narrow corridor along France
Avenue, and originally anchored by Southdale Mall. While this practice has been successful and has led to
additional growth along France Avenue and elsewhere, Vision Edina participants have expressed a desire
for easier and more proximal access to small retail options and other amenities. Many participants of the
engagement process highlighted the unique and appealing experience of the SOth and France precinct. New
development opportunities can build upon this example to develop neighborhood nodes of an appropriate
scale, in other locations across the City.
ISSUES
Edina has historically favored large-scale commercial development. Best practice and community
desire has moved towards also including smaller -scale models.
Some residents currently feel somewhat disconnected from common amenities, including banking,
dry cleaning, groceries, and pharmacies - and this is an issue likely to be exacerbated with an aging
population.
The community has a significant once -off redevelopment opportunity in Pentagon Park and other
areas key areas, but as of yet, there appears to be no clear community consensus as to the best and
most appropriate uses and ultimate outcome.
STRATEGIC ACTIONS
• In light of the escalating developmental pressures facing the Council and City, the City should as a
priority renew its broader land use plan. This plan should examine and consider the future broad fabric
of the community, and begin to define key nodes of higher density mixed use, and potential nodes of
small-scale commercial opportunity, embedded in more of a neighborhood context.
• More consideration of scale and appropriate mixed use could be used in the review of new commercial
development proposals, especially to take into account the compounding impact of numerous
developments in close proximity, and the concerns about this overall impact on streetscape,
environmental aspects, transportation and utilities and services.
• The community should further examine and consider the viability of developing small neighborhood -
based business nodes, to provide a range of local amenities and services.
• Edina should continue to explore strategies that promote the continued vitality of existing core retail
zones around Southdale Mall, and also actively pursue economic development strategies targeting
specific professional services clusters. These approaches could enhance the core economic underpinning
of the local economy.
Vision Edina - DRAFT Strategic Vision Framework - January 2015
•
4. LIVE AND WORK
Edina's community has a large number of high wage earners, most of who commute to areas outside the
city for work. Therefore, Edina is highly dependent on the vitality of the regional economy to maintain
prosperity. At the same time, the community also recognizes a growing desire, especially among young
professionals to both live and work in the same location. There is evidence to suggest this represents part
of a larger societal trend, and could have important implications to the future location appeal of Edina.
The City currently offers limited opportunities to do so, as a mismatch exists between the wage-earning
potential of many of the employment opportunities in the community and the relatively high cost of
quality housing. However, the City is very well endowed with recreation facilities, which offers excellent
outdoor and sporting amenities.
ISSUES
• Many of the city's residents commute outside of the city for work. This creates a disincentive to
young professionals who may aspire to live and work in Edina.
• The community does not possess significant spaces for collaborating, start-ups or telecommuting.
• Many key staff in organizations across Edina cannot afford to live in the community, creating a
potential service disconnect.
STRATEGIC ACTIONS
• Edina should support the development of a start-up or entrepreneurial climate in the city, and bring
together key stakeholders to develop an integrated economic development strategy.
• The community should consider the inclusion of incubators or co -working spaces in any new
redevelopment projects and in mixed-use proposals.
• The City should promote the development of a mix of commercial amenities, including restaurants
and cultural amenities, which are attractive to young families and professionals and can further act as
connection points or hubs within the fabric of neighborhoods and development areas.
10 Vision Edina - DRAFT Strategic Vision Framework - January 2015
S. EDUCATIONAL FOCUS
Edina Public Schools are recognized as one of the principal assets of the community. The school district
and its institutions are routinely recognized as among the best in the state and nation. Participants in
the Vision Edina process routinely singled out quality education as one of the defining characteristics of
their preferred future. However, respondents also expressed a desire for the greater use of technology in
the classroom, expansion of cultural and 'globally -focused' learning opportunities, and the promotion of
lifelong learning.
SSUES
• Education policy and funding are largely the responsibility of other entities, placing the City in an
advocacy and partnership role.
• Respondents desire an educational system that maintains high quality while also embracing new
techniques and technologies.
• While Edina Public Schools and other local institutions adeptly provide K-12 education, the community
is largely responsible for providing lifelong learning and other cultural education opportunities.
STRATEGIC ACTIONS
• The community should promote a culture of learning among all of its residents, and continue to find
ways to explore, understand and present best practice across a range of topics. In particular, it is
important to expand the scope beyond regional expertise and explore best practice and emerging
trends on a global scale.
• The City should continue to foster their productive working partnership with Edina Public Schools.
These two entities represent some of the key leverage points in the City, and combining their influence
could accelerate the progress on key initiatives.
• The City and school district should continue to explore future opportunities for expanded partnerships
between the school and existing employment opportunities within the city, thereby helping develop
career paths and local workforce development.
Vision Edina - DRAFT Strategic Vision Framework - January 2015 11
6. POPULATION MIX
The demographics of the Twin Cities are constantly changing as new residents are attracted by strong
regional employment prospects, economic tailwinds and quality cultural and public amenities. Edina
is well positioned to attract many of these new residents because of its high quality of life. Edina's
population is also undergoing a generational transformation as its population continues to age, creating a
new group of active retirement senior citizens with different housing and amenity needs. Developing an
effective balance in each of these areas is critical to ensuring future sustainable growth.
ISSUES
• The perception of an 'Edina Bubble' carries with it the stigma of being an exclusive and exclusionary
community.
• The relatively high cost of housing is also viewed as a perceived barrier to entry into the community,
especially for younger families.
• The needs of an aging population are often in conflict with the preferences of the younger residents
the community seeks to attract.
STRATEGIC ACTIONS
• Edina Public Schools should continue to expose students, and parents, to a variety of cultural
experiences. This will serve to foster a global mindset, while also cementing the education system as
a key population draw.
• Edina's civic organizations should promote a welcoming image of the city. These efforts should be
equally directed towards new residents and new businesses. These organizations should also take a
lead role in publicizing the City's cultural amenities.
• The City should continue to prioritize amenities that meet the needs of residents of all ages. The
City should continue discussions about the effects of an aging population, as referenced in the Vision
20/20 process. Similar efforts should be used to engage young adults, including high school students.
12 Vision Edina - DRAFT Strategic Vision Framework - January 2015
7. ENVIRONMENTAL STEWARDSHIP
There is a growing awareness of the impact that the built environment has on the natural environment,
and the individual and collective responsibility we all have towards good environmental stewardship.
Community residents and stakeholders believe that Edina can take an active and ambitious internal and
regional leadership role in promoting more comprehensive recycling, smart building, and energy efficiency
practices. These themes couple well with the parallel benefits in smarter urban planning, increased
transportation options, and application of technology.
SSUES
• Residential and commercial developers have little incentive to balance environmentally friendly
building practices with market pressures, or in fact to provide leading edge examples of energy
efficient and environmentally sensitive construction.
• Currently, residential waste removal and other environmental services are poorly coordinated,
and in some cases resulting in multiple providers serving the same streets, contributing to noise,
environmental impact and inefficiencies.
• The need for green spaces is well recognized, but the use of these areas currently follows more
traditional 'green lawn' approaches rather than integrated habitat zones.
• Developmental pressures are likely to continue to place increased demands on the City's infrastructure
and contribute to concerns about decline in environmental quality in the city.
STRATEGIC ACTIONS
• Develop a comprehensive citywide environmental management plan, that explores and includes
best practice in terms of water management, biodiversity, green space management, street scape
preservation and waste management.
• Partner with energy and utility service providers to educate residents on the importance of energy
efficiency in their daily living, and promote energy efficiency and smart building practices at all City -
owned properties. This could include well established practices such as publishing data on the carbon
emission, waste levels and recycling levels.
• Identify a series of environmental flagship pilot projects to bring stakeholders together and begin
exploring creative solutions. Examples could include: waste collection and management across the
city; recycling and green waste management; environmental overlays on development projects such
as Pentagon Park; and, utilization of available areas such as Fred Richards Park as community gardens
and biodiversity spaces.
• Develop incentives for individual households to take an active part in the overall city responsibility to
environmental management, including reducing nutrient loads in run-off, local recycling and efficient
resource usage.
Vision Edina - DRAFT Strategic Vision Framework - January 2015 13
8. REGIONAL LEADERSHIP
Edina has long been recognized as one of the premier communities in the Twin Cities. It has also historically
assumed a leadership role as it served as the home to many influential individuals. The City has also been
historically viewed as somewhat progressive in its policies and practices. Recently, this reputation has
somewhat faded as other neighboring communities have jumped to the fore, and Edina has approached
a 'fully built out' phase. The existing phase of redevelopment, and the expanding pressures from the
surrounding metropolis offer the need and opportunity for Edina to once again emerge as an innovator,
seeking and implementing creative solutions to local and regional issues.
ISSUES
• City leadership has generally focused on local issues, in large part driven by community needs and
expectations and the trend towards conservatism that comes with an aging population.
• The city's size limits its relative influence when compared to larger neighboring communities. This
fully built nature constrains the city to internal redevelopment and forces it to deal with new issues,
previously not encountered.
• The community has regional economic importance, but its cultural importance has been somewhat
more limited. However, there is potential for Edina to have some destination value, beyond just as a
residential abode.
STRATEGIC ACTIONS
• City leaders should actively advocate for Edina's interests in the Metropolitan Council and other
regional bodies. In addition, the City should form particularly close functional connections with the
immediately neighboring cities, as they share many aspects and challenges.
• City leaders should continue to inform residents on the impact of issues of regional importance, and
work to better integrate an understanding of the importance of being an active participant, and leader,
in the larger regional system
• City leaders and residents should collaborate to discover, develop and apply new best practices in
environmental sustainability, aging in place, educational quality, and other broad areas of consensus.
These efforts will ensure that Edina builds the future intelligence capacity to retain a future -focused
worldview, and act as an example and role model to other cities in North America.
14 Vision Edina - DRAFT Strategic Vision Framework - January 2015
CONCLUSION
The Vision Edina process has presented an opportunity for the community to come together and explore
the longer-term future. The current period of intense redevelopment, which is occurring within Edina,
represents an important juncture in the community's history and evolution. This is coupled with a more
gradual generational shift, as the predominant Baby Boom generation moves through the demographic
tiers. The resultant situation is where Edina stands poised before some significant choices about future
trajectory and outcomes. This has been well articulated in the Vision Edina process.
The community has chosen a path forward that represents some significant change and reinvention, but
without losing touch with the important family values and rationale that has always defined Edina as a
community. The path ahead is not without its challenges and will require careful balancing of differing
priorities, aspirations and desires. The collective decision making process required to move forward will
set Edina apart as an intelligent, engaged, thoughtful and forward looking city. It will require maturity
and patience on behalf of the citizens and leadership, and recognition that the complex resident mix,
which makes Edina interesting, also brings with it differing opinions and perspectives. Understanding
the importance of the common good over personal self -interests will be critical to build alignment around
important future shaping decisions and actions.
The population and leadership of Edina possess and exhibit more than sufficient knowledge and experience
to guide the City toward the vibrant and balanced future desired by the residents and stakeholders.
Vision Edina - DRAFT Strategic Vision Framework - January 2015 15
S FOR MORE INFORMATION
u�41181011 0001
The Vision Edina initiative has aimed to define a shared vision for the City of Edina. The vision and strategic
framework is an outcome of a broad-based and inclusive community visioning process. The engagement
portion of this important planning process ran from September to December 2014, and gathered significant
community input.
From a strategic planning perspective, Vision Edina examines the issues that have been identified as
having the highest priority within the community. The initiative examined future trends in cities across
North America and the world, and how generational values are changing. This was also linked to local
aspirations, values and desires for the future. This process enables a clearer understanding of what people
might be looking for in Edina in 2030 and beyond. Vision Edina has represented an opportunity for all
residents to have a say and contribute to creating the shared future vision. Vision Edina is part of the
overall community process to update the long-term vision for the City of Edina, and will also serve as
an important foundation for other strategic efforts, such as the City's Comprehensive Plan and Capital
Improvement Plans.
The City of Edina partnered with Future iQ Partners, an international consultancy company, to design and
facilitate the process.
For more information on the Vision Edina project and the City of Edina, please contact:
, yr Karen Kurt, Assistant City Manager
e City of Edina
s Tel: + 1 952-826-0415
ry �y KKurt@EdinaMN.gov
www.EdinaMN.gov
C�Ce 11//1, VISION futur&> Q
`.'•!-"' EDINA PARTNERS
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To: Park Board Agenda Item #: VI -C.
From: Susan Faus Action ❑
Assistant Parks & Recreation Director Discussion ❑
Date: March 10, 2015 Information El
Subject: GIS Management and Analysis System
Action Requested:
Information only
Information / Background:
The Parks & Recreation Department implemented an outstanding, innovative enterprise and sustainable GIS
management and analysis system that will change and shape the way the department operates. The
solution is redefining how the Parks & Recreation Department functions, operates, and thinks about data. It
is proving to be an invaluable turn -key solution that offers the following benefits to the department:
1. INTUITIVE GIS MAP VIEWER: It uses a custom version of a new smart intuitive geographic system for
viewing, querying, and analyzing Parks & Recreation data. This tool offers new and innovative
decision support and a solution that will drive the Parks & Recreation Master Planning process.
GMAS is a pre -requisite to Parks & Recreation Master Planning.
2. EASY DATA COLLECTOR: It offers an intuitive easy-to-use map centric solution to inventory and
maintain the entire park infrastructure system. It takes advantage of smart phones, IPads, and
tablets. The task of collecting data in the field and turning into meaningful information in the office
has never been easier.
3. INTERACTIVE OPERATIONS DASHBOARD: It includes a unique and customized interactive operations
dashboard that dynamically monitors activities and events and assesses the status and performance
of daily operations.
4. IMPROVED CITIZEN AWARENESS: It offers improved community awareness and engagement
through geo-spatial story maps, walking tours, and an on-line citizen Parks & Recreation query tool
that enables citizens to locate Parks & Recreation opportunities in the community.
5. INTEGRATION OF MANAGEMENT SOFTWARE: It offers a real opportunity to integrate to the city's
new Max Galaxy software solution that will allow recreation user's data to be mapped, and potential
integration to the city's work order data.
City of Edina • 4801 W. 501h St. • Edina, MN 55424
REPORT / RECOMMENDATION
Page 2
David Holdstock from Geographical Technologies Group will be present to provide an overview of the
project and answer questions.
To: Park Board
From: Ann Kattreh
Director of Parks & Recreation
Date: March 10, 2015
Subject: Park System Strategic Planning
Action Requested:
No formal action required
Agenda Item #: VI.D.
Action ❑
Discussion
Information
Information / Background:
Attached are the four DRAFT technical reports that have been completed to date:
• Demographic & Recreation Trends Analysis
• Benchmark Analysis
• Focus Group Summary
• Recreation Facility Assessment
Jeff Bransford, Pros Consulting , via conference call, will present a summary of the technical reports and
findings as developed by the consultant team for the Park System Strategic Master Plan.
Attached you will also find a Timeline to Project Completion for your review. Please note that these are
DRAFT documents. Your input is requested and appreciated.
Attachments:
Demographic & Recreation Trends Analysis
Benchmark Analysis
Focus Group Summary
Recreation Facility Assessment
Timeline to Project Completion
City of Edina • 4801 W. 501h St. • Edina, MN 55424
L�
113
f:
I i i -:', ,
City of Edina
PARK RECREATION AND TRAILS
R
1%
STRATEGIC PLAN
Demographic Trends
March 4th, .2015
•
City of Edina
PARK RECREATION AND TRAILS
DEMOGRAPHIC AND RECREATION TRENDS ANALYSIS
DEMOGRAPHIC ANALYSIS
Trends
Demographic Analysis provides an understanding of the population within City of Edina, Minnesota.
This analysis is reflective of the total population, and its key characteristics such as age segments,
income levels, race, and ethnicity.
It is important to note that future projections are all based on historical patterns and unforeseen
circumstances. As the study is conducted, changes in demographic data may have a significant bearing
on the validity of the final projections.
DEMOGRAPHIC OVERVIEW
The total population of City of Edina recently
underwent minimal growth of approximately
1.4% from 47,941 in 2010 to 48,626 in 2014.
The current estimated population is projected
to continue to grow to 50,504 in 2019, and
reach 53,255 by 2029.
The current estimate for 2014 depicts the
service area as family-oriented, as
approximately 62% of total households are
represented as families.
According to U.S. Census reports, the total
number of households in the target area has
grown by approximately 1.7%, from 20,672 in
2010 to 21,015 in 2014. The city's total
households are expected to increase to 23,118
households by 2029.
City of Edina's median household income
($88,201) and per capita income ($54,649) are
well above the state and national averages.
Based on the 2010 Census, the population of
the target area is much older (45.1 years) than
the median age of the U.S. (37.2 years).
Projections show that by 2029 the City of Edina
'll d h 55
City of Edina - Total Population
47,941
2910 Cenws
48,626
tease
201410;mate
2019 51C0{504
'02»2w.,ecb
53,255
2,129 P i«tion
MEDIAN HOUSEHOLD COMPARISON
,$88,207 66666666b
$59,726 6660-8
$53.046 066661
wi experience an aging tren , as t e + age
group increases to represent nearly 45% of the total population.
The estimated 2014 population of Edina is predominantly White Alone (86.7%), with Asians (6.96%)
representing the largest minority. Future projections show that by 2029 the overall composition of the
population will slowly become more diverse. Forecasts of the target area through 2029 expect a slight
decrease in the White Alone category (81.54%), with small increases in the Asian (9.89%) and Black
Alone (4.46%) minorities.
CO(1FLUEnCE pros-
consulting
•
City of Edina
PARK RECREATION AND TRAILS Demographic Trends
METHODOLOGY
Demographic data used for the analysis was obtained from U.S. Census Bureau and from Environmental
Systems Research Institute, Inc. (ESRI), the largest research and development organization dedicated
to Geographical Information Systems (GIS) and specializing in population projections and market
trends. All data was acquired in August 2014 and reflects actual numbers as reported in the 2010
Census and estimates for 2014 and 2019 as obtained by ESRI. Straight line linear regression was
utilized for projected 2024 and 2029 demographics. The City of Edina geographic boundary was
utilized as the demographic analysis boundary shown in Figure 1.
COnFLUEnCE pros;,':-
consul ting
(.
City of Edina
PARK RECREATION AND TRAILS
•
Trends
RACE AND ETHNICITY DEFINTIONS
The minimum categories for data on race and ethnicity for Federal statistics, program administrative
reporting, and civil rights compliance reporting are defined as below. The Census 2010 data on race
are not directly comparable with data from the 2000 Census and earlier censuses; caution must be used
when interpreting changes in the racial composition of the US population over time. The latest (Census
2010) definitions and nomenclature are used within this analysis.
• American Indian - This includes a person having origins in any of the original peoples of North
and South America (including Central America), and who maintains tribal affiliation or
community attachment
• Asian - This includes a person having origins in any of the original peoples of the Far East.,
Southeast Asia, or the Indian subcontinent including, for example, Cambodia, China, India,
Japan, Korea, Malaysia, Pakistan, the Philippine Islands, Thailand, and Vietnam
• Black - This includes a person having origins in any of the black racial groups of Africa
• Native Hawaiian or Other Pacific Islander - This includes a person having origins in any of the
original peoples of Hawaii, Guam, Samoa, or other Pacific Islands
• White - This includes a person having origins in any of the original peoples of Europe, the
Middle East, or North Africa
• Hispanic or Latino - This is an ethnic distinction, a subset of a race as defined by the Federal
Government; this includes a person of Cuban, Mexican, Puerto Rican, South or Central
American, or other Spanish culture or origin, regardless of race
c o n F L U E n C E pros:,': - 3
consul ting
•
•
City of Edina
PARK RECREATION AND TRAILS
CITY OF EDINA POPULACE
Trends
POPULATION
City of Edina has observed minimal growth in recent years. From 2010 to 2014, the target area's total
population experienced a slight increase of 1.4% or an annual rate of 0.35%. This is approximately half
of the national population growth average, which is around 0.7% annually. Projecting ahead, the city's
population is expected to continue to slowly grow over the next 15 years. Based on predictions through
2029, the target area is expected to have approximately 53,255 residents living within 23,118
households. See Figure 2.
City of Edina: Total Population
60,000
50,504 51,813 53,255
50,000 ,441._._._. 48,626
40,000 ___ -------- _..._.__..--
30,000-
-
❑Total Population
20,000
10,000 _...... F
0 1
2010 2014 2019 2024 2029
Census Estimate Projection Projection Projection
C O n F L l ,i E n C E pros;,':
consulting
M
City of Edina
~� �\ PARK RECREATION AND TRAILS Demographic Trends
POPULATION GROWTH HEAT MAP
conFLo EnCE prOS ,`:-
consul ting
•
City of Edina
PARK RECREATION AND TRAILS Demo a hic Trends
AGE SEGMENT
When evaluating the distribution by age, the City of Edina is skewed toward the middle-aged and senior
populations. In 2014, the highest segment by population is the 55+ age group representing 36.9%, and
the lowest is the 18-34 segment which constitutes 14.7% of the population.
Over time, the overall composition of the population of the city continue on an aging trend. Future
projections through 2029 show that the 55+ group will grow most rapidly, with some minimal growth
from the 18-34 segment. The 55+ segment is expected to represent approximately 44.3% of the
population by 2029. The senior population will be the single largest age segment by a large margin,
with each of the remaining segments accounting for 15%-20% of the populace. This is consistent with
general national trends where the 55+ age group has been growing as a result of increased life
expectancies and the baby boomer population entering that age group. See Figure 4.
c o n F L O E n C E pros,,'. - 6
consulting
City of Edina:
Population by Age Segments
100%
90%
80%
70%
—
--
60%
-
■ 55+
50%
■ 35-54
40%
-
■ 18-34
30%
■ <18
20%
10%
0%
2010 2014
2019 2024 2029
Census Estimate
Projection Projection Projection
c o n F L O E n C E pros,,'. - 6
consulting
•
s
City of Edina
PARK RECREATION AND TRAILS
Trends
RACE AND ETHNICITY
When analyzing race and ethnicity, the diversity of the service area is limited. The 2014 estimate
shows that the vast majority of the population falls into the White Only (86.70, with Asians (6.96%)
representing the largest minority. Projections for 2029 expect the city to experience minimal change,
with the majority White Only population dropping to 81.54%, while the Asian (9.89%) and Black Only
(4.46%) categories will undergo minimal growth. See Figure 5.
City of Edina: Population by Race
100%
90% -
80%
70% - Two or More Races
60% 0 Some Other Race
50% Ea Pacific Islander
■Asian
40%
DAmerican Indian
30%
■ Black Alone
20%
■White Alone
10%
0%
2010 2014 2019 2024 2029
Census Estimate Projection Projection Projection
conFL!JEnCE pros
consul ting
7
City of Edina
PARK RECREATION AND TRAILS
HOUSEHOLDS AND INCOME
The City of Edina's income
characteristics demonstrate
rapid growth trends. The
median household income is
estimated to be $88,201 in
2014. It is projected to grow
to $149,026 by 2029. The
median household income
represents the earnings of all
persons age 16 years or older
living together in a housing
unit. The per capita income,
is also projected to increase
from $54,649 in 2014 to
$89,107 by 2029 (Figure 6).
Trends
City
of Edina: Household Income Characteristics
$250,000
— -..--
M Median
Household
$200,000
-- - Income
■ Average
$150,000
Household
Income
$100,000
I
Per Capita
Income
i ' I
$50,000
—
$
-
2014 2019 2024 2029
Estimate Projection Projection Projection
As observed in Figure 7, City of Edina's
• median household income is well above
the state ($59,126) and national
($53,046) averages. The target area's
Per Capita Income is also much higher
than state ($30,656) and national
($28,051) averages.
•
c o n F C_'U Enc E pros;, #.
consulting
City of Edina: Comparative Income Characteristics
$100,000
$90,000 ------
$80,000
$70,000
■ City of Edina
$60,000 - - -
$50,000
■ Minnesota
$40,000 {
$30,000
U.S.A.
$20,000 -
$10,000
'Lin 1
Median Per Capita
Household Income
Income
Figure 7 - Comparative Income Characteristics
s
•
City of Edina
,r-_ PARK RECREATION AND TRAILS Demographic Trends
TRENDS ANALYSIS
The following tables summarize the findings from the Sports ft Fitness Industry Association's (SFIA)
2014 Sports, Fitness and Leisure Activities Topline Participation Report. The local market potential
index data compares the demand for recreation activities and spending of the City of Edina's residents
to the national averages.
1. Number of "inactives" decreased slightly, those active to a healthy level on the rise
a. "Inactives" down 0.4% in 2013, from 80.4 million to 80.2 million
b. Approximately one-third of Americans (ages 6+) are active to a healthy level
2. Most popular sport and recreation activities
a. Fitness Walking (117 million)
b. Running/Jogging (54 million)
c. Treadmill (48 million)
3. Most participated in team sports
a.
Basketball (23.7 million)
b.
Tennis (17.7 million)
c.
Baseball (13.3 million)
4. Activities
most rapidly growing over last five years
a.
Adventure Racing - up 159%
b.
Non-traditional/Off-road Triathlon - up 156%
c.
Traditional/ Road Triathlon - up 140%
d.
Squash - up 115%
e.
Rugby - up 81%
5. Activities most rapidly declining over last five years
a. Wrestling - down 45%
b. In-line Roller Skating - down 40%
c. Touch Football - down 32%
d. Horseback Riding - down 29%
e. Slow -pitch Softball - down 29%
Summary of Local Market Potential Indi t�
6. City of Edina exhibits above average market potential for sport and leisure activities
7. Top recreation activities in Edina compared to the national average
a. Downhill Skiing
b. Tennis
c. Yoga
COf1FLO EnCE pros - 9
consul t69
s
•
City of Edina
PARK RECREATION AND TRAILS
Trends
The Sports & Fitness Industry Association (SFIA) Sports, Fitness & Recreational Activities Topline
Participation Report 2014 was utilized to evaluate national sport and fitness participatory trends. SFIA
is the number one source for sport and fitness research. The study is based on online interviews carried
out in January and February of 2014 from more than 19,000 individuals and households.
Information released by SFIA's 2014 Study of Sports, Fitness, and Leisure Participation reveals that the
most popular sport and recreation activities include: fitness walking, treadmill, running/jogging, free
weights and bicycling. Most of these activities appeal to both young and old alike, can be done in most
environments, are enjoyed regardless of level of skill, and have minimal economic barriers to entry.
These popular activities also have appeal because of their social advantages. For example, although
fitness activities are mainly self-directed, people enjoy walking and biking with other individuals
because it can offer a degree of camaraderie.
Fitness walking has remained the most popular activity of the past decade by a large margin. Walking
participation according to data available in 2013, reported over 117 million Americans had walked for
fitness at least once.
From a traditional team sport standpoint, basketball ranks highest among all sports, with nearly 24
million people reportedly participating in 2013. Team sports that have experienced significant growth
in participation are rugby, lacrosse, field hockey, ice hockey, gymnastics, beach volleyball, and
ultimate Frisbee- all of which have experienced double digit growth over the last five years. Most
recently, rugby, field hockey, and lacrosse underwent the most rapid growth among team sports from
2012 to 2013.
In the past year, there has been a slight 0.4% decrease of "inactives" in America, from 80.4 million in
2012 to 80.2 million in 2013. According to the Physical Activity Council, an "inactive" is defined as an
individual that doesn't take part in any "active" sport. Even more encouraging is that an estimated
33.9% of Americans above the age of 6 are active to a healthy level, taking part in a high calorie
burning activity three or more times per week.
NOTE: In 2012, the Sports & Fitness Industry Association (SFIA) came into existence after a two-year
strategic review and planning process with a refined mission statement-- "To Promote Sports and
Fitness Participation and Industry Vitality". The SFIA was formerly known as the Sporting Goods
Manufacturers Association (SGMA).
conFLUEnCE pros.-.,`:- 10
consulting
1�1
•
City of Edina
PARK RECREATION AND TRAILS
Trends
NATIONAL TRENDS IN GENERAL SPORTS
Basketball, a game originating in the U.S., is the most participated in sport among the traditional "bat
and ball" sports with almost 24 million estimated participants. Popularity can be attributed to the
ability to compete with relatively small number of participants, the limited amount of equipment
needed to participate, and the limited space requirements necessary - the last of which make
basketball the only traditional sport that can be played at the majority of American dwellings as a
drive -way pickup game.
As observed in Figure 8, since 2008, squash and other niche sports like lacrosse and rugby have
experienced strong growth. Squash has emerged as the overall fastest growing sport, as participation
levels have increased by nearly 115% over the last five years. Based on survey findings from 2008-2013,
rugby and lacrosse have also experienced significant growth, increasing by 80.9% and 66% respectively.
Other sports with notable growth in participation over the last five years were field hockey (31.4%), ice
hockey (27.9%), gymnastics (25.1%), and beach volleyball (18.5%). From 2012 to 2013, the fastest
growing sports were rugby (33.4%), field hockey (19.2%), lacrosse (12.8%), and squash (9.6%). During
the last five years, the sports that are most rapidly declining include wrestling (45.2% decrease), touch
football (down 32%), and slow pitch softball (28.9% decrease).
In terms of total participants, the most popular activities in the general sports category in 2013 include
basketball (23.7 million), tennis (17.7 million), baseball (13.3 million), outdoor soccer (12.7 million),
and slow pitch softball (6.9 million). Although three out of five of these sports have been declining in
recent years, the sheer number of participants demands the continued support of these activities.
C O n F L l 1 E n C E pros-'„': > 11
consulting
Activity
2008
Participation Levels
2012 2013
%Change
12-13 08-13
Baseball
15,539
12,976
13,284
2.4%
-14.5%
Basketball
26,108
23,708
23,669
-0.2%
-9.3%
Cheerleading
3,192
3,244
3,235
-0.3%
1.3%
Field Hockey
1,122
1,237
1,474
19.2%
Football, Flag
7,310
5,865
5,610
-4.3%
-23.3%
Footbal I, Tackle
7,816
1 6,220
6,165
-0.9%
-21.1%
Football, Touch
10,493
7,295
7,140
-2.1%-32.0%
Gymnastics
3,975
5,115
4,972
-2.8%
25A%
Ice Hockey
1,871
2,363
2,393
1.3%
27.9%
Lacrosse
1,092
1,607
1,813
12.8%
Racquetball
4,611
4,070
3,824
-6.0%
-17.1%
Roller Hockey
1,569
1,367
1,298
-5.0%
-17.3%
Rugby
654
887
1,183
Soccer (indoor)
4,487
4,617
4,803
4.. 09/o
7.0%
Soccer (outdoor)
13,996
12,944
12,726
-1.7%
-9.1%
Softball (Fast Pitch)
2,331
2,624
2,498
-4.8%
7.2%
Softball (Slow Pitch)
9,660
7,411
6,868
-7.3%
Squash
659
1,290
1,414
9.651
Tennis
17,749
17,020
17,678
3.9%
-0.4%
Track and Field
4,604
4,257
4,071
-4.4%
-11.6%
Ultimate Frisbee
4,459
5,131
5,077
-1.1%
13.9%
Volleyball (Court)
7,588
6,384
6,433
0.8%
-15.2%
Volleyball (Sand/Beach)
4,025
4,505
4,769
5.9%
18.5%
Wrestling
3,335
1,922
1,829
-4.8%
NOTE: Participation figures are in 000's forthe US population ages 6 and over
Legend:
moc eate
In
moaeate
Decrease
C O n F L l 1 E n C E pros-'„': > 11
consulting
City of Edina
PARK RECREATION AND TRAILS
Trends
NATIONAL TRENDS IN AQUATIC ACTIVITY
Swimming is unquestionably a lifetime sport. Swimming activities have remained very popular among
Americans, and both competition and fitness swimming have experienced an increase in participation.
Fitness swimming is the absolute leader in multigenerational appeal with over 26 million reported
participants in 2013, a 13.5% increase from the previous year (Figure 9). NOTE: In 2011, recreation
swimming was separated into competition and fitness categories in order to better identify key trends.
Aquatic Exercise has a strong participation base, but has recently experienced a downward trend.
Aquatic exercise has paved the way for a less stressful form of physical activity, allowing similar gains
and benefits to land based exercise, including aerobic fitness, resistance training, flexibility, and
better balance. Doctors have begun recommending aquatic exercise for injury rehabilitation, mature
patients, and patients with bone or joint problems due to the significant reduction of stress placed on
weight-bearing joints, bones, muscles, and also the affect that the pressure of the water assists in
reducing swelling of injuries.
conFLOEnCE pros:;;' 12
consulting
Activity
Participation
Participation Levels
2012 2013
%Change
12-13 08-13
Aquatic Exercise
9,512
9,177 8,483
-7.6% -10.8%
Swimming (Competition)
N/A
2,502 2,638
5.4% N/A
Swimming (Fitness)
N/A
23,216 26,354
13.5% N/A
NOTE: Participation figures are in 000's forthe US population a es 6
and over
Legend
m.a.r.. Do .<.
e.d.. -.s.
(0%m 25%) (0%[0-25%)
conFLOEnCE pros:;;' 12
consulting
(e �' City of Edina
PARK RECREATION AND TRAILS
•
Demographic Trends
NATIONAL TRENDS IN GENERAL FITNESS
National participatory trends in general fitness have experienced some strong growth in recent years.
Many of these activities have become popular due to an increased interest among people to improve
their health by engaging in an active lifestyle. These activities also have very few barriers to entry,
which provides a variety of activities that are relatively inexpensive to participate in and can be
performed by nearly anyone with no time restrictions.
The most popular fitness activity by far is fitness walking, which had over 117 million participants in
2013. This change represents 2.9% increase from the previous year. Other leading fitness activities
based on number of participants include running/jogging (over 54 million), treadmill (48.1 million), and
hand free weights (43.2 million), and weight/ resistant machines (36.3 million).
Over the last five years, the activities that are growing most rapidly are high impact aerobics (up
47.1%), yoga (up 36.9%), running/jogging (up 31.9%), cardio kickboxing (28.7% increase), and group
stationary cycling (up 27.8%). Most recently, from 2012-2013, the largest gains in participation were in
boxing for fitness (8.7% increase), Tai Chi (up 8.3%), and high impact aerobics (up 7.1%). See Figure
10.
CO(1FLOEnCE pros -.',',-
consulting
13
Activity
Participation Levels
Participation
2013
%Change
12-13 08-13
Aerobics (High Impact)
11,780
17,323
7.1%
Aerobics (Low Impact)
23,283
25,033
-2.6%
7.5%
Aerobics (Step)
9,423
8,961
-6.4%
-4.9%
Boxingfor Fitness
N/A
5,251
8.7%
N/A
Calisthenics
8,888
9,356
0.0%
5.3%
Cross -Training
N/A
7,496
6,911
-7.8%
N/A
Cardio Kickboxing
4,905
6,725
6,311
-6.2%
Elliptical Motion Trainer
24,435
28,560
27,119
-5.0%
11.0%
Fitness Walking
110,204
114,029
117,351
2.9%
6.5%
Free Weights (Barbel Is)
25,821
26,688
25,641
-3.9%
-0.7%
Free Weights (Dumbells)
N/A
N/A
32,309
N/A
N/A
Free Weights (Hand Weights)
N/A
N/A
43,164
N/A
N/A
Martial Arts
6,818
5,075
5,314
4.7%
-22.1%
Pilates Training
9,039
8,519
8,069
-5.3%
-10.7%
Running/Jogging
41,097
51,450
54,188
5.3%
Stair Climbing Machine
13,863
12,979
12,642
-2.6%
8.8%
Stationary Cycling (Group)
6,504
8,477
8,309
-2.0%
Stationary Cycling (Recumbent)
11,104
11,649
11,159
-4.2%
0.5%
Stationary Cycling (Upright)
24,918
24,338
24,088
-1.0%
3.3%
Stretching
36,235
35,873
36,202
0.9%
-0.1%
Tai Chi
3,424
3,203
3,469
8.3%
1.3%
Treadmill
49,722
50,839
48,166
-5.3%
-3.1%
Weight/Resistant Machines
38,844
38,999
36,267
-7.0%
-6.6%
Yoga
17,758
23,253
24,310
4.5%
NOTE: Participation figures are in 000's for the
US population ages 6 and over
I --A.
I
Moderate I
Moderate
CO(1FLOEnCE pros -.',',-
consulting
13
!a
•
City of Edina
PARK RECREATION AND TRAILS
Trends
NATIONAL TRENDS IN GENERAL RECREATION
Results from the SFIA's Topline Participation Report demonstrate increased popularity among
Americans in numerous general recreation activities. Much like the general fitness activities, these
activities encourage an active lifestyle, can be performed individually or with a group, and are not
limited by time restraints. In 2013, the most popular activities in the general recreation category
include road bicycling (over 40 million participants), freshwater fishing (nearly 38 million participants),
and day hiking (over 34 million participants).
From 2008-2013, general recreation activities that have undergone very rapid growth are adventure
racing (up 159%), non-traditional/off-road triathlons (up 156%), traditional/ road triathlons (up 139.9%),
and trail running (up 49.7%). In-line roller skating, horseback riding, and skateboarding have all seen a
substantial drop in participation, decreasing by 40%, 29.4%, and 21.8% respectively over the last five
years. See Figure 11.
conFLOEnCE proSr,':, 14
consulting
Activity
Participation Levels
2008 2012 2013
%Change
12-13 08-13
Adventure Racing
809
1,618
2,095
Archery
6,180
7,173
7,647
6.6%
23.7%
Bicycling (Mountain)
7,242
7,265
8,542
17.6%
18.0%
Bicycling (Road)
38,527
39,790
40,888
2.8%
6.1%
Bicycling (BMX)
1,896
1,861
2,168
16.5%
14.3%
Camping (Recreational Vehicie)
16,343
15,903
14,556
-8.5%
-10.9%
Camping (Within 1/4 Mile of Vehicle/Home)
32,531
31,454
29,269
-6.9%
-10.0%
Climbing(Sport/Indoor/Boulder)
4,642
4,355
4,745
9.09/6
2.2%
Climbing(Traditional/Ice/Mountaineering)
2,175
2,189
2,319
5.9%
6.6%
Fishing (Fly)
5,849
5,848
5,878
0.5%
0.5%
Fishing (Freshwater)
42,095
39,002
37,796
-3.1%
-10.20o
Fishing (Saltwater)
14,121
12,000
11,790
-1.8%
-16.5%
Golf
28,571
25,280
24,720
-2.2%
-13.5%
Hiking (Day)
31,238
34,519 1
34,378
-0.4%
10.1%
Horseback Riding
11,457
8,423
8,089
-4.0%
Hunting (Bow)
3,770
4,354
4,079
-6.3%
8.2%
(Handgun)
2,734
3,112
3,198
2.8%
17.0%
-Hunting
Hunting (Rifle)
10,490
10,485
9,792
-6.6%
6.7%
Hunting (Shotgun)
8,638
8,426
7,894
-6.3%
8.6%
Roller Skating, In -Line
10,211
6,647
6,129
-7.8%
Shooting (Sport Clays)
4,199
4,544
4,479
-1.4%
6.7%
Shooting(Trap/Skeet)
3,523
3,591
3,784
5.4%
7.4%
Skateboarding
8,118
6,227
6,350
2.0%
-21.8%
Target Shooting (Handgun)
12,551
15,418
14,370
-6.8%
14.5%
Target Shooting (Rifle)
12,769
13,853
13,023 1
-6.0%
2.09%
Trail Running
4,537
5,806
6,792
17.0%
Triathlon (Non-Traditional/Off Road)
543
1,075
1,390
Triathlon (Traditional/Road)
943
1,789
2,262
NOTE: Participation figures are in 000's forthe US population ages 6 and over
Legend:
Moderate I
Increase
0% to 25%)
Moderate
Decrease
(0% to -25%)
conFLOEnCE proSr,':, 14
consulting
City of Edina
Demographic Trends
• PARK RECREATION AND TRAILS
WINTER RECREATION TRENDS
Winter sports and recreation is a key consideration in the development of a Master Plan for outdoor
recreation needs in Edina. Though national and local recreation trend and market potential information
includes a few basic winter sports, it is necessary in order to provide a thorough analysis of recreation
trends for Edina to delve further into this area. There is a need for more consistent market tracking
nationally in this area.
Participation in outdoor winter recreation can be influenced year over year by weather, convenience
(distance to venue, availability/ cost of equipment), ability to participate with others, and whether it is
an Olympic year. In general, Minnesotans tend to have higher than average participation rates in
hockey, skiing, ice skating, snowmobiling, and broomball. Because the median household income for
residents in Edina is $88,201, participation in winter sports is not as limited by financial barriers such
as purchasing gear and equipment, lessons, leagues or teams, resorts, and indoor ice time.
Additionally, 23% of residents are under the age of 18, which is on par with the national average.
Identification of amenities and programming within the service area should take these demographics
into account.
In this section, national trend information for individual winter sports was gathered from industry
associations, leagues, and local or regional government agency reports. In most, but not all, cases,
data was found at the regional, state, and/or local level as well. While some data is very recent, other
trend information is not. Tracking of usage statistics at the city or service area level in outdoor
recreation would help Edina to identify localized trends more accurately for winter recreation in the
future.
conFLOEnCE pros'', 15
consult)n4
Activity
2007
Participation Levels
2011 2012
% Change
11-12
07-12
Skiing (Alpine/Downhill)
10,362
10,201
8,243
-19.2%
-20.4%
Skiing (Cross -Country)
3,530
3,641
3,307
-9.2%
-6.3%
Skiing (Freestyle)
2,817
4,318
5,357
24.1%
90.2%
Snowboarding
6,841
7,579
7,351
-3.0%
7.5%
Snowmobiling
4,811
4,908
3,788
-22.8%
-21.3%
Snowshoeing
2,400
4,111
4,029
-2.0%
67.9%
Telemarking (Downhill)
1,173
1 2099,
2,766
NOTE: Participation figures are in 000's forthe
US population ages 6 and over
Legend:
ModerateIncrease
(oito25%)
Moderate Decrease
(o%to-25%)
Participation in outdoor winter recreation can be influenced year over year by weather, convenience
(distance to venue, availability/ cost of equipment), ability to participate with others, and whether it is
an Olympic year. In general, Minnesotans tend to have higher than average participation rates in
hockey, skiing, ice skating, snowmobiling, and broomball. Because the median household income for
residents in Edina is $88,201, participation in winter sports is not as limited by financial barriers such
as purchasing gear and equipment, lessons, leagues or teams, resorts, and indoor ice time.
Additionally, 23% of residents are under the age of 18, which is on par with the national average.
Identification of amenities and programming within the service area should take these demographics
into account.
In this section, national trend information for individual winter sports was gathered from industry
associations, leagues, and local or regional government agency reports. In most, but not all, cases,
data was found at the regional, state, and/or local level as well. While some data is very recent, other
trend information is not. Tracking of usage statistics at the city or service area level in outdoor
recreation would help Edina to identify localized trends more accurately for winter recreation in the
future.
conFLOEnCE pros'', 15
consult)n4
•
e City of Edina
PARK RECREATION AND TRAILS Demographic Trends
ICE SKATING
There were 170,000 registered U.S. Figure Skating members during the 2013-14 season in over 680
clubs and 950 registered Basic Skills programs. According to the U.S. Figure Skating data, the national
trend for membership is down just 0.7% over the last 10 seasons. This indicates a relatively flat trend
nationally over time.
U.S. Figure Skating Membershi
FW
1&0
,150
a
120
90
160
30
0
q ; 18 ! 4 4 q ; � $ = V ^ '
s 0 s s s a o� ��--
In the service area, 15.8% of residents watched figure skating on television in the past 12 months,
which is about 25% higher than the national average. Approximately 3.4% of Edina residents (1,270
people) participated in ice skating in the past 12 months, which is about 25% above average for
participation nationally, with an MPI of 126. Therefore, we can extrapolate that Edina residents are
upwards of one-fourth more likely to participate or spectate in figure skating than the U.S. population,
as a whole.
HOCKEY
According to USA Hockey, there were 519,417 registered hockey players in the U.S. in 2013-14, an
increase of 9,000 over the previous year (1.7%). Nationally, Adult hockey and 6 EL Under membership
have seen the largest rise over the past decade, including a recent 4.3% and 4.0% increase,
respectively, from 2012-13 to 2013-14. Age 7-8 has seen a slight decline, while number of female
players has increased by 2.3% over 2012-13, possibly due to it being an Olympic year. Introducing body
checking at age 13-14, rather than 11-12, may contribute to keeping players in the game longer.
Minnesota continues to reign as the State of Hockey. According to USA Hockey, the 10 -year growth rate
in Minnesota hockey participation from 2002-2013 was 20.2%. Minnesota as a state has seen a 1%
growth in players over the past year, and continues to be ranked #1 in the country with a player
population of 54,507, with Michigan just behind at 50,585. Minnesota's high school ranks are not
registered with USA Hockey, so the actual playing population is likely even higher. Continuing growth is
a testament to the sport's popularity in Minnesota. There are 8,667 coaches and 2,302 officials
registered with USA Hockey in Minnesota, for a total of 65,476 hockey participants.
conFwEncE pros;,'.- 16
consulting
10
City Of Edina
1 PARK RECREATION AND TRAILS Demographic Trends
L.J
•
White there are no hockey participation statistics for the local service area, the propensity for
residents here to attend or watch an NHL game is well above average compared to the U.S. population
as a whole (MPI of 118 and 127, respectively).
SNOW SPORTS
According to the Sports Industry Association/ Physical Activity Council 2012-2013 Snow Sports
Participant Study, there were approximately 19,286,000 snow sports participants in 2012-13, showing
an overall decline of 2% from the previous season. The #1 reason for not participating is "no one to go
with." National trends in skiing include:
• Alpine skiers and snowboarders make up 49% of all snow sports participants.
• Snowshoeing is the most popular snow sport amongst women, representing 46% of snowshoers.
• Freeskiing is the most diverse snow sport, with minorities representing half of its participants.
• 54% of snow sports participants make more than $75K a year.
• Over 39% of snowboarders are under age 24.
• 74% of snow sports participants are homeowners.
• 43% of snow sports participants are very interested in the winter Olympics.
C(DnFLUEnCE pros,',`, 17
consul ting
City of Edina
PARK RECREATION AND TRAILS
Trends
2013
SIA/Physical
Activity Council ....��
Region
Total
Bachelor's
Income
Activity
Participation
Trend
Age
Gender
Degree/Higher
>$75k
w/ Most
Part.
60% Male/
CA, NY,
Alpine Ski
8,243,000
-19.2%
57% 18-44
40%
56%
63%
CO, TX,
Female
MN
67% Male/
CA, NY,
Snowboard
7,351,000
-3%
51% 18-34
33%
42%
48%
WA, CO,
Female
PA
60% Male/
Cross Country
3,307,000
-23.0%
42%25-44
40%
59%
49%
--
Ski
Female
64% Male/
Mid-
Freeski
5,357,000
+47.0%
50% 18-34
36%
49%
60%
Atlantic
Female
Pacific
Mid -
54% Male/
Atlantic
Snowshoe
4,029,000
-2.0%
39% 18-34
46%
57%
46%
,
Female
Mountai
n
61% Male/
Mid -
Telemark
2,766,000
+32.0%
45% 18-35
°
54/
Atlantic
Female
76% Male/
Pacific,
Backcountry
West
(Resort)
35% 25-34
24%
59%
65%
North
Female
Central
73% Male/
Pacific,
Backcountry
West
(Non -Resort)
36%25-34
27%
60%
60%
North
Female
Central
Figure 14 - SIA/PAC Snow Sport Findings
C O n F L U E n C E pros,'.', 18
consul ting
City of Edina
•PARK RECREATION AND TRAILS Demographic Trends
Snow Sports Participation Trends by Discipline
14.000
IZOOO
10,000 - ------ -
8.000
IL 6000
16
E 4,000
z
z000
A"* Ski Snowboard Cross Country
Ski Freeski SnowshTeoe lemark Ski
2008QOOSlSeason 10,346 7.159 3,848 2711 4,922 1,435
2009
008r
In 0
2D09MOSeason 10,919 7,421 4,157 zM 3.431 1,482
MO
0 0
20IGM11 Season 11,504 8,196 4,MO �"7 3:1� 1,821
020111MI12Season 10= 7,5n 4,318 "1
0 0 lig
12
2 2099
m2012J20113Se3son 8,243 7,351 3,307 5.357 4.029 2,766
SIXfPhy— Act,,-y--c.-c1Z313PMtcVZtJWnS" ALL RIGHTS RESERVED
Snow Sports Annual Growth Rate
_3().0% r
__
Alpine Ski
_
Snowboard
Cross Country
Ski
---
Snovahoe
Freeski
- I
Telemark
I
1 2008109to21309/10
5.5%
3.7%
8-0%
17.4%
81%
3.3%
20MIO to 201113M
5-4%
10.4%
9.0%
11-4%
23.6%
22.9%
�016/1 1 to 2011/12
�■■2 01(y
-11.3%
-7.5%
-4.7%
7.5%
-0.2%
153%
.
a 2011/12 to 2012113
a ..
-19.2%
-3.0%
-23.4%
-2.0%
SAIPhy—lActmly C—d 2D13 Partepation Study ALL RIGHTS RESERVED.
Figure 16 - Snow Sports Annual Growth Rate
conFLUEnCE pros,-'-- 19
consulting
(�
City of Edina
PARK RECREATION AND TRAILS
Trends
Snow Sports: What Encourages Participation
70.0% -
60.0% - - -- - - --- -- ---- -
50.0% - - - -----
400%
30.0% - - --
20.0%
10.0%
'o19 Tax Break an Avelldi y b Hsviny a Having a
Someone to Fquiprvlent Paffi* ben Now Y FiierrdTal� FtiHavingmnill auct B&Nin 'More'-/acation Fewer Work
TaWithan and Fees Cnr>rffIY rnlwty k L�On10U6g k1eAJmV the Better Hea171 '. Time CammitnxMs
_- crow
1--
crow Country 61.9% 26-11% 24.8% 23.7% 23.2% 39.4% 25.9% 1 217% 29.0% 21.9%
iaAlpine 60.2% 2521A 1 20.7% 20.8% 27.2% 41.8% 23.7% 17.4% 31.6% 25.9%
■Freestyle
51.7% -- 309% 29.3% - 425% 322% 38.7% 37.2% 24.3% 29.4% 23.2%
aSticotmard 59.6% 1 23.9% 18.8% 24.1% 26.5% 420% 28.29E 23.1% 26.0% 24.0%
■ Snowshoe - - 65.61% 1 19.9% 26.3% 126.8% 29.696 44.1% 31.7% 313% 26.9% 26.7%
- --
!Telemark 45.2% 30.3% 27.5% 23.3% 24.4% 38.9% 26.3% 24.4% 28.0% 1 15.3%
S IA'Phys cY Activry Counc l 2013 Panc patron Study. ALL RIGHTS RESERVED
Snow Sports Ethnic Demographics
SWPhysicaiAc&"Council 2013 Participation Study- ALL RIGHTS RESERVED.
Figure 18 - Snow Sports Participation by Race/Ethnicity
c o n F L O E n C E pros;,, ? 20
consulting
70.0%
-----
°c 60-0%
K
C 50.0%
---
ro
L
40.0%
0
---
---
--
0 30.0%
c
-
s 20.0%
m
10.0%
0.0%
Afican
ASIanJPaclfic islander
Caucasian/White,
Hispanic
Other
AmericanBlack
non -Hispanic
Alpine
7.3%
10.6%
72.1%
5.9%
4.1%
■ Snowboard
10.2%
10.4%
67.1%
9.1%
3.2%
■Cross Country
13.0%
7.3%
69.5%
4.9%
5.3%
■Freeski
17.8%
152%
50.4%
14.6%
1.9%
■Snowshoe
9.8%
5.7%
75.3%
6.7%
2.6%
■Telemark
20.8%
8.9%
54.0%
13.1%
3.2%
SWPhysicaiAc&"Council 2013 Participation Study- ALL RIGHTS RESERVED.
Figure 18 - Snow Sports Participation by Race/Ethnicity
c o n F L O E n C E pros;,, ? 20
consulting
City of Edina
PARK RECREATION AND TRAILS
Trends
According to the 2013 Physical Activity Council Participation Study, in the West North Central Region
(includes Minnesota) of the United States, 7.8% of the population Alpine Skis, 7.2% Snowboard, 10.7%
Cross Country Ski, 7.3% Freeski, 12.4% Snowshoe, and 5.5% Telemark Ski.
• Of those who Alpine Ski, 10% do so on Ungroomed Trails or Other, with the remainder using
Resorts.
• Of those who Snowboard, 36% do so on Ungroomed Trails, in Urban Areas, Terrain Parks, or Golf
Courses, with the remainder using Resorts.
• Of those who Cross Country Ski, 28% do so on Ungroomed Trails or in the Backcountry, with the
remainder using Nordic Centers.
• Of those who Freeski, 30% do so in Urban Areas, Golf Courses, or Other, while 32% ski at
Terrain Parks and 38% ski at Resorts.
In Minnesota specifically, 7.5% of the population Alpine Skis, the #3 state in the country for this sport
(4.3% of Americans who Alpine Ski live in Minnesota). Additionally, 3.9% of the population Snowboards
(2.5% of Americans who Snowboard live in Minnesota).
Freeskiing, Telemark Skiing, and Snowshoeing are both growing and have participants which are likely
to use local amenities such as Urban Areas, Golf Courses, or Traits that may be amenities managed by
the Parks and Recreation Department. Snowboarders may be looking to use these local amenities as
well. Though Minnesota does have a large population of Alpine skiers, they are not likely to use local
park amenities for this activity. Because having a partner to participate with is the largest barrier to
participation, the Department may want to consider offering group programming, such as locally
guided treks, in this area.
Of residents in the service area, 9.6% (3,586) watch alpine skiing or ski jumping on television, which is
wet[ above the national average with an MPI of 134. Because the median income of Edina is over
$88,000 and 54% of participants in snow sports have an income of over $75,000 per year, in theory
residents in this area are much more likely to participate in snow sports than the national average. In
addition, the MPI for Downhill Skiing in the service area is 176, significantly higher than average.
Therefore, residents of Edina are skiing much more than the national average and may be looking for
related programming offered through the Department (i.e., in local parks).
BROOMBALL
Broomball is a popular league sport in Minnesota, and there are several recreational to semi-
professional leagues in the Minneapolis area. 90% of participants in the national title game are from
Minnesota. Blaine, Minnesota hosted the 2014 USA Broomball Championships, and in 2013 teams from
Minneapolis won the Men's Class A, Men's Class B, and Co-Rec A/B national titles. Minnesota teams
have also upset Canadian teams in the international tournament.
The sport started in the 1930's in Minnesota, but really began to grow in the 1960's. The first
Minnesota state tournament was in 1996. There are 19 registered Broomball leagues in Minnesota, with
the Minneapolis Outdoor League run by the Minneapolis Park and Recreation Board and Metro Area
winter and summer leagues run by Cities Sports Connection. The Edina Parks and Recreation
Department also runs its own broomball league.
OTHER
Nationally, 11.9% spent the same or more on winter sports for 2011 compared to 2010, and 16.3%
planned to spend the same or more in 2012 (Physical Activity Council's 2012 Participation Report).
conFLUU)CE pros", 21
consulting
0
City of Edina
PARK RECREATION AND TRAILS
Trends
Minnesota has the highest number of registered snowmobiles in the U.S. at 258,000, according to the
International Snowmobile Manufacturers Association.
Within the City of Edina, 8.2% of residents (3,059) watch extreme winter sports on television, nearly
equivalent to the national average, and 33.7% (12,588) watch the winter Olympics, which is well above
the national average.
conFLUEnCE pros -,',':'-
consulting
22
City of Edina
PARK RECREATION AND TRAILS
Demographic Trends
LOCAL SPORT AND MARKET POTENTIAL
The following charts show sport and leisure market potential data from ESRL A Market Potential Data
(MPI) measures the probable demand for a product or service in the target area. The MPI shows the
likelihood that an adult resident of the city will participate in certain activities when compared to the
US National average. The National average is 100 therefore numbers below 100 would represent a
lower than average participation rate and numbers above 100 would represent higher than average
participation rate. The city is compared to the national average in four (4) categories - general sports
by activity, fitness by activity, outdoor activities, and money spent on miscellaneous recreation.
The City of Edina demonstrates very high market potential index numbers for fitness activities, outdoor
activities, and money spent on recreation while producing mixed results for general sports and. All
activities related to fitness reported well above average market potential, as well as some select
general sports activities (e.g. downhill skiing, tennis, and golf). These high index numbers paired with
the above average household income characteristics of residents is very promising from a programming
standpoint. The Department has strong potential to generate revenues from programs by capitalizing
on the favorable earning ability of the service area and the residents' willingness to spend money on
recreational activities, as exhibited by the market potential index figures.
Although the local market potential for most activities is very promising, there is one area of concern
that is notable. In analyzing the local trends in general sports, the majority of activities fall below the
national average. These activities are some of the most popular sports and typically considered
programming staples in athletics for departments nationwide. This deviation might indicate a lack of
awareness among potential users, programs that don't align with community needs and interests, a
Lack of available amenities and/or a need to motivate residents to participate in offerings at a higher
Level.
As observed in the tables below, the following sport and leisure trends are most prevalent for residents
within the City of Edina.
GENERAL SPORTS MARKET POTENTIAL
conFLUEnCE
pros;,` ,
consulting
23
Activity
MPI
Participated in Skiing (Downhill)
176
Participated in Tennis
149
Participated in Golf
125
Participated in Soccer
102
Participated in Softball
93
Participated in Volleyball
89
Participated in Baseball
88
Participated in Basketball
87
Participated in Football
80
pros;,` ,
consulting
23
City of Edina
PARK RECREATION AND TRAILS
FITNESS MARKET POTENTIAL
Demographic Trends
OUTDOOR ACTIVITY MARKET POTENTIAL
Activity
MPI
Participated in Yoga
140
Participated in Aerobics
129
Participated in Jogging/ Running
118
Participated in Pilates
118
Participated in Walkingfor Exercise
118
Participated in Swimming
117
Participated in Weight Lifting
116
OUTDOOR ACTIVITY MARKET POTENTIAL
MONEY SPENT ON MISCELLANEOUS RECREATION
Activity
MPI
Participated in Bicycling (mountain)
137
Participated in Hiking
127
Participated in Bicycling (road)
126
Participated in Canoeing/Kayaking
124
Participated in Backpacking
115
Participated in Boating (Power)
102
Participated in Horseback Riding
97
Participated in Fishing (fresh water)
74
MONEY SPENT ON MISCELLANEOUS RECREATION
conFLI,JEnCE pros:., 24
consulting
Activity
MPI
Attend sports event: baseball game - MLB reg seas
136
Spent on sports/rec equipment in last 12 mo: $250+
123
Attend sports event: football game - NFL Mon/Thurs
119
Attend sports event: ice hockey - NHL reg seas
118
Attend sports event
116
Attend sports event: basketball game (college)
115
Attend sports event: football game - NFL weekend
114
Visited a theme park in last 12 months
113
Attend sports event: basketball game - NBA reg seas
109
Spent on sports/rec equipment in last 12 mo: $100-249
106
Went to zoo in last 12 months
106
Attend sports event: football game (college)
103
Went on overnight camping trip in last 12 months
91
Spent on sports/rec equipment in last 12 mo: $1-99
85
Attend sports event: high school sports
82
conFLI,JEnCE pros:., 24
consulting
City of Edina
PARK RFC;RFATION AND TRAILS
DEMOGRAPHICS AND TRENDS FINDINGS
Demographic Trends
The City of Edina exhibits favorable demographic characteristics and local market potential, as it
pertains to the Parks and Recreation Department and the services it provides. There are two
prominent features from the demographic analysis for the Department to focus on for the future: the
aging trend and the elevated earnings of the service area. The local trends are also very promising, as
the city's residents demonstrate high market potential index figures for many of the activities related
to parks and recreation.
The senior population represents the largest age segment and is growing at a rapid rate. The
Department must ensure that it is in tune with the needs and interests of the 55+ group by offering a
variety of quality programs and facilities that cater to the senior crowd, while still adequately serving
the youth and adult segments. This will require careful planning and development of a program
curriculum that is sensitive to the changing demographic.
Income characteristics for residents of the City of Edina are also very encouraging, as median
household income and per capita income are significantly higher than state and national averages. This
indicates the presence of increased disposable income among residents and greater elasticity in pricing
programs and services. These elevated income levels may also suggest more flexibility in
programming, including programs that have high barriers of entry (i.e. expensive equipment, cutting-
edge technology, specialized amenities, etc.). The fact that residents have greater earning
capabilities signals that they are likely willing to pay for high-quality programs and services that
require a greater financial commitment, as long as the quality reflects the price.
A direct correlation exists between the national participatory trends and the local market trends, in
that the service area shows a high propensity to engage in recreational activities pertaining to fitness.
Based on market potential index figures, the Department should expect residents to participate in
fitness activities at a much higher rate than the national average. This would indicate that the
Department should offer a wide variety of fitness programming, with a willingness to introduce
innovative and trending activities.
The local participatory trends also show that residents of Edina attend sporting events and theme parks
at a high level, as index figures for these categories are well above average. This demonstrates that
the local community is very social and residents enjoy attending a variety of events. From a
programming standpoint, this presents an opportunity for the department to offer more special events
and excursions, such as day trips for seniors or a community day at the ballpark.
Based on the findings from the demographic and trends analysis, the Department is very fortunate to
have an ideal service area. Not only are income characteristics well above average, but the user base
also has a strong tendency to spend their time and money on activities that are in the Department's
wheelhouse. The future success of the Department will rely heavily on its ability to capitalize on these
favorable market conditions by providing facilities, amenities, and programs that are geared toward
the needs and interests of the local community.
conFLUEf10E pros;, 25
consul ting
•
vei L"
4
City of Edina
PARK RECREATION AND TRAILS
1►!
STRATEGIC PLAN
Benchmark Analysis
March 4th, .2015
City of Edina
PARK RECREATION AND TRAILS
BENCHMARK ANALYSIS
INTRODUCTION
Benchmark
PROS Consulting, along with Edina Parks and Recreation, identified operating metrics to be
benchmarked to comparable industry leading park and recreation systems nationwide. The benchmark
agencies selected for analysis included jurisdictions with demographic characteristics similar to the
City of Edina, as well as departments that are CAPRA accredited or were finalists or winners of the
NRPA Gold Medal Award in recent years. The complexity in this analysis was ensuring direct
comparison through a methodology of statistics and ratios in order to provide comparable information,
as best as possible.
It must be noted that the benchmark analysis is only an indicator based on the information provided.
Information for benchmark agencies was sourced from the NRPA's PRORAGIS database, or directly from
the agency in select cases. The information sought was a combination of operating metrics with
budgets, staffing, supporting plans, and inventories. In some instances, the information was not
tracked or not available. The attributes considered for selection of comparable agencies included:
• Regional Location
• Population size
• Income characteristics
• Jurisdiction type
• Winner or finalist of NRPA Gold Medal Award
• CAPRA accreditation
Careful attention was paid to incorporate a mix of systems that are comparable industry leaders and
they include:
Due to difference in how each system collects, maintains and reports data, variances exist. These
variations have an impact on the per capita and percentage allocations within the budget, and the
overall comparison must be viewed with this in mind.
C O n F L O E f 1 C E pros-:;:.
consulting
No
Edina P&R
MN
city
48,000
$88,201
Carmel Clay P&R
IN
other
86,439
$107,505
Winner 2014
Yes (2014)
Castle Rock P&R
CO
town
53,466
$84,781
Winner 2012
No
Eagan P&R
MN
city
64,854
$79,639
No
Kettering Parks, Rec, CultArts
OH
city
56,163
$50,187
Finalist 2014
Finalist2013
Yes (1996)
Maple Grove P&R Board
MN
city
63,128
$92,768
No
Plymouth
MN
city
71,000
$86,466
Yes (2010)
Waukegan Park District
IL
special
88,892
$46,256
Winner 2013
Yes (2012)
district
Westerville P&R
OH
city
36,665
$84,095
Winner 2013
Yes (2005)
Due to difference in how each system collects, maintains and reports data, variances exist. These
variations have an impact on the per capita and percentage allocations within the budget, and the
overall comparison must be viewed with this in mind.
C O n F L O E f 1 C E pros-:;:.
consulting
t
City of Edina
PARK RECREATION TI N AND TRAILS
Benchmark
The benchmark data collection for all systems was done as of January 2015. While it is possible that
there may have been changes or updates in the data provided, in order to ensure consistency in data
collection the original figures obtained at that time have been used in the benchmark.
The goal was to evaluate where Edina Parks and Recreation is positioned among peer agencies as it
applies to efficiency and effectiveness practices. The benchmark assessment is organized into specific
categories and questions to obtain data that offers an encompassing view of each system's operating
metrics in comparison to the Edina Parks and Recreation Department.
BENCHMARK COMPARISON
GENERAL COMPARATIVE OF SYSTEMS
This section provides a general overview of each system within the benchmark analysis. The table
below describes the jurisdiction size, population, and density, as well as the total number of park sites
within each system (Figure 2).
The City of Edina is one of the smaller agencies in terms of jurisdiction size and population, ranking
next to last among benchmark agencies for both categories. Although the City of Edina is small in
comparison, it has one of the highest ratios for population density among benchmarked systems. In
terms of total park sites, the City of Edina is very close to the average for all benchmark agencies,
which is favorable considering its below average size.
C O n F L l a E n C E pros;`, 2
consul ng
+t 6h
A�jlt5.�}`
Edina
16
48,000
3,000
39
Carmel Clay
49
86,439
1,760
15
Castle Rock
34
53,466
1,573
19
Eagan
36
64,854
1,802
55
Kettering
18
56,163
3,120
21
MapleGrove
36
63,128
1,754
78
Plymouth
36
71,000
1,972
54
Waukegan
21
88,892
4,233
40
Westerville
13
36,665
2,820
52
The City of Edina is one of the smaller agencies in terms of jurisdiction size and population, ranking
next to last among benchmark agencies for both categories. Although the City of Edina is small in
comparison, it has one of the highest ratios for population density among benchmarked systems. In
terms of total park sites, the City of Edina is very close to the average for all benchmark agencies,
which is favorable considering its below average size.
C O n F L l a E n C E pros;`, 2
consul ng
'(e City of Edina
.�.
PARK RECREATION AND TRAILS Benchmark
SYSTEM ACREAGES AND TRAIL MILES
This section compares the total acreage and total trail miles managed by each agency. These totals
are further dissected to identify the percentage of developed acres and current level of service per
1,000 population for park acres and trail miles.
Although Edina is the second smallest city in the benchmark in terms of overall population, the Parks
and Recreation Department has the second highest total acreage and developed acreage, and ranks a
strong first in park acres per 1,000 population. In comparison to the other benchmark agencies, the
Department has strong parkland assets in its inventory. One area that the system has strong potential
for improvement is in total trail miles and trail mileage per capita, which are both in the bottom third
of the benchmark comparison.
ANNUAL OPERATING BUDGET AND COST RECOVERY
This portion covers two parts, the annual budget and cost recovery. Budget items in this section
include the most recent figures available for operating expenses and capital expenditures for each
agency. Operating expenses are compared to the population of each jurisdiction to determine the
operational cost per capita. The operational cost recovery is arrived at by dividing total non -tax
Operating
System
Edina
Population
of City/
Jurisdiction
48,000
Total Acres
Owned or
Managed by
System
1,552
Total
Developed
Acres
1,086
Percentage of
Developed
Acres
70%
Total Park
Acres Per
1,000 Pop.
32.33
Trail
Total Trail per
Miles
29.56
JMile
1,09
P
0.62
Carmel Clay
86,439
505
177
35%
5.84
16.00
0.19
Castle Rock
53,466
737
273
37%
13.78
51.00
0.95
Eagan
64,854
1,400
490
35%
21.59
150.00
2.31
Kettering
56,163
488
478
98%
8.69
35.69
0.64
MapleGrove
63,128
1,194
358
30%
18.91
46.00
0.73
Plymouth
71,000
1,684
1,431
85%
23.72
150.00
2.11
Waukegan
88,892
721
685
95%
8.11
5.50
0.06
Westerville
36,665
617
389
63%
16.83
32.25
0.88
Although Edina is the second smallest city in the benchmark in terms of overall population, the Parks
and Recreation Department has the second highest total acreage and developed acreage, and ranks a
strong first in park acres per 1,000 population. In comparison to the other benchmark agencies, the
Department has strong parkland assets in its inventory. One area that the system has strong potential
for improvement is in total trail miles and trail mileage per capita, which are both in the bottom third
of the benchmark comparison.
ANNUAL OPERATING BUDGET AND COST RECOVERY
This portion covers two parts, the annual budget and cost recovery. Budget items in this section
include the most recent figures available for operating expenses and capital expenditures for each
agency. Operating expenses are compared to the population of each jurisdiction to determine the
operational cost per capita. The operational cost recovery is arrived at by dividing total non -tax
*Note: Castle Rock Figures unavailable. Kettering revenue a na capitai ouaget rigures una vauau�c.
*Note: Carmel -Clay and Westerville capital budgetfigures as a 3 -year average
revenue by total operating expense. The
operational cost recovery is a critical performance indicator that measures how well each
department's revenue generation covers the total operating costs.
Figure 4 - Budget Details and Cost Recovery
COnFLUEnCE pros; � 3
consul e6g
Operating
System
i
Edina
Jurisdiction
Population
48,000
Total Non -Tax
Revenues
$ 8,606,114
Total Operating
Expenses
$ 8,651,257
Capital Budget
$ 1,933,000
Revenue Per
Capita
$ 179.29
Expense
Capita
$
Operating
Per Recovery
180.23
99%
Carmel Clay
86,439
$ 8,514,366
$ 9,985,902
$ 3,039,902
$ 98.50
$
115.53
85%
Eagan
64,854
$ 4,409,097
$ 9,497,795
$ 689,700
$ 67.98
$
146.45
46%
Kettering
56,163
n/a
$ 13,297,799
n/a
n/a
$
236.77
n/a
Maple Grove
63,128
$ 3,198,135
$ 8,623,455
$ 7,650,000
$ 50.66
$
136.60
37%
Plymouth
71,000
$ 2,936,000
$ 9,064,382
$ 3,337,000
$ 41.35
$
127.67
32%
Waukegan
88,892
$ 4,824,793
$ 9,297,690
$ 1,386,700
$ 54.28
$
104.60 1
52%
Westerville
36,665
$ 3,789,991
$ 10,575,385
$ 1,168,086
$ 103.37
$
288.43
36%
*Note: Castle Rock Figures unavailable. Kettering revenue a na capitai ouaget rigures una vauau�c.
*Note: Carmel -Clay and Westerville capital budgetfigures as a 3 -year average
revenue by total operating expense. The
operational cost recovery is a critical performance indicator that measures how well each
department's revenue generation covers the total operating costs.
Figure 4 - Budget Details and Cost Recovery
COnFLUEnCE pros; � 3
consul e6g
(e City of Edina
~J PARK RECREATION AND TRAILS
Benchmark
Based on expenditure figures, the largest operational budgets belong to Kettering and Westerville,
while Edina reports the second lowest operating expense. From an efficiency standpoint, Edina ranks
near the bottom for operating expense per resident, with only Kettering and Westerville spending more
per capita. Capital budget figures reveal that Edina is doing a nice job of controlling its expenditures,
as the City is positioned near the middle of the benchmark range.
Edina Parks and Recreation is the clear benchmark leader in revenue generation and cost recovery.
Not only is the Department bringing in the most non -tax revenue among benchmark agencies, but they
also report a significantly higher revenue per capita. The strong earning power of the Department has
resulted in an equally impressive 99% operating cost recovery. This high cost recovery level is well
above other benchmark agencies, and indicates the Department is operating extremely efficiently and
is highly sustainable.
SOURCES OF NON -TAX REVENUES
This section describes how each system generates non -tax revenues. Comparatively, Edina generates
strong revenue from facility entry fees/ memberships and concessions/ resale items, while it is not as
successful as other agencies in bringing in fees and charges related to programming.
*Note: Castle Rock and Kettering figures unavailable.
CAPITAL BUDGET SOURCES
The following reveals the sources from which each system's capital budget is derived. The Department
is doing a good job of not overdrawing from a single source, but the limited variety of sources presents
an opportunity to explore new alternatives for funding capital improvements.
Facility Entry
/
Memberships
Program Fees
and Charges
Facility
Rentals
Facility,
Property,
ROW L ases
Concessions / Saleof RealFees
ResaleItems Property
Other
Edina
47.00%
12.00%
18.00%
5.00%
11.00%
7.00%
Carmel Clay
42.60%
50.00%
2.40%
Carmel Clay
3.90%
1.10%
Eagan
35.63%
24.99%
25.71%
3.15%
10.17% 0.03% 1
0.32%
Maple Grove
20.00%
30.00%
40.00%
10.00%
Plymouth
1.00%
20.00%
74.00%
39.00%
3.00%
2.00%
Waukegan
3.00%
3.00%
2.00%
1.00%
1.00%
90.00%
Westerville
55.50%
36.00%
5.00%
10.00%
3.40%
*Note: Castle Rock and Kettering figures unavailable.
CAPITAL BUDGET SOURCES
The following reveals the sources from which each system's capital budget is derived. The Department
is doing a good job of not overdrawing from a single source, but the limited variety of sources presents
an opportunity to explore new alternatives for funding capital improvements.
*Note: Castle Rock and Kettering figures unavailable.
Figure 6 - Capital Budget Sources
conFLUEnCE pros 4
consul ting
- Local General
Fund (Tax
Supported)
Local Dedicated
Fund (Non-
General Funds)
General
Obligation
Bonds
Gifts / Tax Increment Endowment
GrantsSponsorshipsFinancing
Other
Edina
31.00%
26.00%
43.00%
Carmel Clay
100.00%
Eagan
36.72%
63.28%
Maple Grove
90.00%
10.00%
Plymouth
7.00%
44.00% 1
39.00%
10.00%
Waukegan
93.00 %
7.00
Westerville
68.00%
18.00% 1 4.00% 1
10.00%
*Note: Castle Rock and Kettering figures unavailable.
Figure 6 - Capital Budget Sources
conFLUEnCE pros 4
consul ting
City of Edina
PARK RECREATION AND TRAILS
Benchmark
CAPITAL BUDGET DISTRIBUTION
The table below describes how the capital budget for each agency is spent. Based on these
allocations, Edina is heavily focused on renovation and construction, but does not invest any capital
dollars into design, acquisition, or other categories. Based on the activity of other benchmark
agencies, the Department should explore the potential for diversifying its capital budget spending.
*Note: Castle Rock and Kettering figures unavailable.
SOURCES OF OPERATING FUNDS
This section shows how each system sources its operating funds. While an established general fund is
important to funding operations, Department's should strive to find alternative sources of financial
support. Edina Parks and Recreation does a nice job of limiting its reliance on the general fund to
support operations.
Design
Construction
Acquisition
Renovation Other
Edina
27.00%
45.00%
0.50%
55.00%
Carmel Clay
9.80%
72.90%
17.30%
Eagan
2.31%
15.44%
82.23%
0.02%
Maple Grove
20.00%
80.00%
Plymouth
17.00%
25.00%
39.00%
19.00%
Waukegan
2.00%
37.00%
4.00%
57.00%
Westerville
1 46.00%
8.00%
9.00%
82.00% 10.00%
*Note: Castle Rock and Kettering figures unavailable.
SOURCES OF OPERATING FUNDS
This section shows how each system sources its operating funds. While an established general fund is
important to funding operations, Department's should strive to find alternative sources of financial
support. Edina Parks and Recreation does a nice job of limiting its reliance on the general fund to
support operations.
*Note: Castle Rock and Kettering figures unavailable.
Figure 8 - Sources of Operating Funds
conFLO EnCE pros-:
consutFin' g
5
Jurisdiction
General Fund
Agency Fees
and Charges
Tax
Sponsorship/
Endowment Grants Donation Other
Edina
27.00%
61.00%
0.50%
2.00% 9.50%
Carmel Clay
23.50%
75.80%
0.70%
Eagan
46.40%
53.60%
Maple Grove
55.00%
45.00%
Plymouth
67.00%
33.00%
Waukegan
85.00%
1.00% 1.00% 13.00%
Westerville
1 46.00%
44.00%
9.00%
1 1.00%
*Note: Castle Rock and Kettering figures unavailable.
Figure 8 - Sources of Operating Funds
conFLO EnCE pros-:
consutFin' g
5
•
•
City of Edina
PARK RECREATION AND TRAILS
Benchmark
DISTRIBUTION OF EXPENDITURES
This section reveals how expenditures for each system are allocated. Overall, Edina demonstrates a
favorable distribution of expenditures that are on pace with the benchmark averages. Areas of interest
for the Department include above average spending on operations and minimal spending dedicated to
programming. Edina may also want to consider dedicating some money for planning and development
in the future.
*Note: Castle Rock and Kettering tigures unavaiiaDie.
Figure 9 - Distribution of Expenditures
COST PER MAINTAINED ACRE
This category assesses the cost to maintain each park system. This figure is obtained by taking the
operational budget and dividing it by the amount of maintained acres. This does not take into account
the total amount of acreage for each system.
Exec Staff
Admin
Operations
Programs
Maint
Plan /Dev Debt Service Other
Edina
3.00%
5.00%
68.00%
4.00%
20.00%
177
Carmel Clay
3.30%
9.90%
28.60%
40.40%
16.00%
1.80%
Eagan
Ketteri ng
$
56.66%
15.86%
24.99%
2.49%
Maple Grove
15.00%
8,623,455
60.00%
$
25.00%
Plymouth
Plymouth
5.00%
4.00%
29.00%
19.00%
43.00%
$
Waukegan
3.00%
4.00%
13.00%
28.00%
22.00%
1.00% 26.00% 3.00%
Westerville
1.00%
6.00%
39.00%
12.00%
30.00%
1 3.00% 1 9.00%
*Note: Castle Rock and Kettering tigures unavaiiaDie.
Figure 9 - Distribution of Expenditures
COST PER MAINTAINED ACRE
This category assesses the cost to maintain each park system. This figure is obtained by taking the
operational budget and dividing it by the amount of maintained acres. This does not take into account
the total amount of acreage for each system.
*Note: Castle Rock figures unavailable.
The chart above highlights a noteworthy attribute of the Edina Parks and Recreation Department,
which reflects the fact that park maintenance services are performed and funded in part through the
Public Works Division. As a result, Edina's cost per acre is considerably lower than all other agencies,
except Plymouth, in the benchmark. This favorable representation is also a reflection of good
management of operational costs and well developed acreage within the system. It will be a key
challenge to continue to thrive on efficiency as the Department continues to invest in capital
improvements that will required additional operational and maintenance expenses in the future.
conFLUEnCE pros 6
consulting
t� s
Edina
$
8,651,257
1,086
$
7,963
Carmel Clay
$
9,985,902
177
$
56,418
Eagan
$
9,497,795
490
$
19,383
Ketteri ng
$
13,297,799
478
$
27,820
Maple Grove
$
8,623,455
358
$
24,074
Plymouth
$
9,064,382
1,431
$
6,334
Waukegan
$
9,297,690
685
$
13,573
Westerville
$
10,575,385
389
$
27,186
*Note: Castle Rock figures unavailable.
The chart above highlights a noteworthy attribute of the Edina Parks and Recreation Department,
which reflects the fact that park maintenance services are performed and funded in part through the
Public Works Division. As a result, Edina's cost per acre is considerably lower than all other agencies,
except Plymouth, in the benchmark. This favorable representation is also a reflection of good
management of operational costs and well developed acreage within the system. It will be a key
challenge to continue to thrive on efficiency as the Department continues to invest in capital
improvements that will required additional operational and maintenance expenses in the future.
conFLUEnCE pros 6
consulting
Fe
•
City of Edina
PARK RECREATION AND TRAILS Benchmark Ana
FULL-TIME EQUIVALENTS
This section compares levels of staffing for each system by comparing full-time equivalents (FTE's) to
total population and developed park acres. It should be noted that the park maintenance staff is not
included in the total FTE's for the Department because they are considered an extension of the Public
Works Division.
When comparing staffing levels to the overall population of each service area, Edina falls near the
middle of the range, with exactly 2.00 FTE's per 1,000 residents. Although the benchmark leaders
report over 3 FTE's per 1,000 population, Edina's staffing levels are adequate in comparison to the
population size, especially in lieu of the park maintenance staff not being included in the total FTE
count.
.__ern
Edina
96.0
Population
per
48,000
TotalFTE
1,000
2.00
Carmel Clay
199.7
86,439
2.31
Eagan
209.0
64,854
3.22
Plymouth
76.0
71,000
1.07
Waukegan
114.0
88,892
1.28
Westerville
125.0
36,665
3.41
*Note: Castle Rock, Kettering, ano [via pie orove rigures unavaiiau e.
In terms of developed acres per FTE, Edina's staff is not very proportionate to the amount of
developed acres maintained by the Department. This level of staffing would usually indicate
difficulties in keeping up with routine maintenance and oversight of the acreage inventory; however,
this representation is skewed due to the fact that the park maintenance staff falls under the Public
Works Division.
*Note: Castle Rock, Kettering, and Maple Grove figures unavailable.
Figure 12 - Developed Acre per FTE
COnFL'II)EnCE pros r
consLdtrng
7
r
Edina
96.0
11086
11.32
Carmel Clay
199.7
177
0.89
Eagan
209.0
490
2.34
Plymouth
76.0
1,431
18.83
Waukegan
114.0
685
6.01
Westerville
125.0
389
3.11
*Note: Castle Rock, Kettering, and Maple Grove figures unavailable.
Figure 12 - Developed Acre per FTE
COnFL'II)EnCE pros r
consLdtrng
7
•
City of Edina
PARK RECREATION AND TRAILS
Benchmark
COMMUNITY / RECREATION CENTERS
The table below compares the total square footage of community / recreation centers to each
jurisdiction's population. This identifies the current level of service for recreation centers of each
system in terms of available square feet of center space per person. The Department ranks second to
last among benchmark agencies in center square footage per person. This comparison confirms the
well-known deficit of community/ recreation center space within the City.
RECTANGULAR ATHLETIC FIELDS
This category compares each system's inventory of rectangular fields, which includes football fields, as
well as small and regulation fields for soccer, lacrosse, and field hockey. While Edina does have a fair
amount of football fields, they are trailing behind in fields intended for soccer, lacrosse, and field
hockey.
Football
Soccer, Lacrosse, Field
Hockey (regulation)
Soccer, Lacrosse, Field
Hockey (small)
Edina
42,000
48,000
0.88
Carmel Clay
194,409
86,439
2.25
Castle Rock
83,000
53,466
1.55
Eagan
70,000
64,854
1.08
Kettering
156,000
56,163
2.78
MapleGrove
164,493
63,128
2.61
Plymouth
33,000
71,000
0.46
Waukegan
93,850 1
88,892 1
1.06
Westerville
96,591
36,665
2.63
RECTANGULAR ATHLETIC FIELDS
This category compares each system's inventory of rectangular fields, which includes football fields, as
well as small and regulation fields for soccer, lacrosse, and field hockey. While Edina does have a fair
amount of football fields, they are trailing behind in fields intended for soccer, lacrosse, and field
hockey.
Figure 14 - Rectangular Athletic Fields Inventory
CO(1FL',,1EnCE pros
consulting
0
Football
Soccer, Lacrosse, Field
Hockey (regulation)
Soccer, Lacrosse, Field
Hockey (small)
Edina
5
4
12
Carmel Clay
-
-
Castle Rock
-
21
2
Eagan
5
15
29
Kettering
1
4
4
Maple Grove
-
11
9
Plymouth
16
20
Waukegan
1
-
-
Westervil le
22
13
9
Figure 14 - Rectangular Athletic Fields Inventory
CO(1FL',,1EnCE pros
consulting
0
•
%•� i
City of Edina
PARK RECREATION ATI N AND TRAILS
Benchmark
SHEETS OF ICE
This section reveals the amount of indoor and outdoor sheets of ice supported by each agency.
Naturally, the majority of these assets are found within departments located in Minnesota. Edina is a
clear leader in this category, and trails only Eagan in outdoor sheets of ice. While Edina's sheets of ice
inventory is impressive, the Department should carefully assess utilization rates to make sure the level
of service is appropriate. Sheets of ice are expensive to set up and maintain, and the stress they cause
on the turf below can lead to extensive damage, especially when they rest upon athletic fields that are
used in the warmer months.
AQUATIC FACILITIES
The table below compares each system in terms of available aquatic facilities, and provides a count of
indoor and outdoor pools, as well as whether each agency has a water park and/or sprayground.
Regionally, Edina is one of the better providers of aquatic facilities, and is only outshined by
benchmark systems located in more southern locations with longer warm seasons. Edina is only one of
four benchmark agencies offering a water park, and is one of two Minnesotan agencies offering this
type of facility.
Indoor
Outdoor
Edina
3
23
Carmel Clay
-
-
Castle Rock
1
-
Eagan
2
28
Ketteri ng
1
-
Ma pl e Grove
2
12
Plymouth
3
11
Waukegan
-
1
Westerville
Plymouth
-
AQUATIC FACILITIES
The table below compares each system in terms of available aquatic facilities, and provides a count of
indoor and outdoor pools, as well as whether each agency has a water park and/or sprayground.
Regionally, Edina is one of the better providers of aquatic facilities, and is only outshined by
benchmark systems located in more southern locations with longer warm seasons. Edina is only one of
four benchmark agencies offering a water park, and is one of two Minnesotan agencies offering this
type of facility.
Figure 146 - Aquatic Facilities Inventory
ConFLlJEnCE pros,,:.- 9
consulting
Indoor Pools Outdoor Pools
Water Park
w,
Sprayground
Edina
1 1
Yes
No
Carmel Clay
2 5
Yes
Yes
Castle Rock
2 2
No
No
Eagan
0 1
Yes
No
Kettering
12
Yes
Yes
Maple Grove
2 1
No
No
Plymouth
0 0
No
No
Waukegan
0 2
No
Yes
Westerville
2 2
No
Yes
Figure 146 - Aquatic Facilities Inventory
ConFLlJEnCE pros,,:.- 9
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City of Edina
PARK RECREATION AND TRAILS
Benchmark
PERFORMING / VISUAL ARTS CENTERS
This portion of the benchmark report identifies how many performing/visual arts centers are offered by
each department. This comparison is significant due to the development taking place at Grandview,
and general perception among residents that there is not enough performing arts spaces currently
available in the City of Edina. Based on the table below, Edina is on par among benchmark agencies
for performing/visual arts centers.
conFLUEnCE
pros
consulting
IN
Edina
1
Carmel Clay
1
Castle Rock
-
Eagan
1
Kettering
2
Maple Grove
-
Plymouth
1
Waukegan
2
Westerville
pros
consulting
IN
'lwl I& ;I&
,��� I Citv of Edina
PARK RECREATION AND TRAILS
STRATEGIC PLAN
Focus Group Summary
March 4th, 2015
I
City of Edina
PARK RECREATION AND TRAILS
FOCUS GROUP SUMMARY
Focus
As part of the public engagement process for the Master Plan, the consultant team conducted a series
of 14 focus groups with key stakeholders of the Department. Focus groups took place in December of
2014, and solicited valuable input from more than 100 individuals. Participants included residents,
community leaders, business owners, recreation providers, athletic associations, civic groups,
neighborhood associations, environmental organizations, departmental staff, maintenance staff, City
Council, the Executive Leadership Team, and the Park Board. Seeking community input is critical to
the planning process, in that it is an early indicator of strengths, weaknesses, opportunities, and
threats and it identifies how the Department is perceived in and around Edina.
• The City of Edina has a nice variety of unique, top-notch facilities that are among the best in
the Metro Area, such as the Braemar sports facilities, Centennial Lakes, and Edinborough
Indoor Park. In general, parks and facilities are very well maintained and aesthetically
pleasing.
• Many focus group participants praised the leadership of the Department, noting the positive
impact of personnel changes in recent years. Residents are excited about the leadership team
that is in place, and there is an elevated level of confidence that the Department is primed for
success.
• The Department has been diligent in seeking public input to inform decision making, as well as
listening to staff and trying to be progressive in thinking and planning. In many instances
recently, the Department is breaking the mold of traditional thinking by taking strategic risks
and being proactive in addressing major issues.
• Youth sports have very high levels of participation, and there are an abundance of organized
leagues that develop young beginners into skilled young adults. The ice hockey program in
Edina has a long tradition of excellence and is a well-known powerhouse in the Twin Cities
Area.
• The high level of community involvement and ownership of parks and facilities is another
strength of the City. Edina residents are very proud of their parks system and the community is
very engaged in the offerings of the Department.
WEAKNESSES
• Parking at parks and facilities seems to be at a premium, especially at sites hosting organized
sports. Due to the lack of designated parking on gamedays, many of these locations require an
overload of on -street parking. Not only is this occasionally frustrating to users and neighbors,
but it also presents a safety hazard and disrupts traffic flow within the neighborhoods.
• Equity was another popular topic among focus groups. Many residents feel that there are areas
of Edina that are not as privileged as others in terms of parks, facilities, and amenities. There
also seems to be disparity in which locations receive upgrades and higher levels of routine
upkeep.
• Accessibility and connectivity of the parks within the City and with adjacent systems is poor.
There are plans to improve these issues through sidewalk and trail additions to connect parks
and recreational facilities with neighborhoods, commercial centers, and the public
transportation system.
COnFLl)EnCE pros-",.
consul ting
\� e City of Edina
PARK RECREATION AND TRAILS Focus Group Summary
• The park and recreation system lacks sufficient park signage, which makes wayfinding to park
properties difficult. This also impairs efforts to promote connectivity and cross -promotion
between parks. This is a major factor contributing to limited visibility of many Department
locations and offerings across Edina.
• Focus group participants mentioned the following amenities or services are in short supply or
are missing from the Edina park and recreation system:
o Multi -use trails and connections to outside systems
o Sports fields
o Mountain bike trails
o Recreation/ community centers
o Gymnasium space
o ADA accessibility and inclusive design for parks/ facilities
o Ample and dedicated parking
o Community gathering spaces
o An "actual" Art Center (instead of an adapted house)
o Pickleball courts
o Passive/ interpretive recreation space
o Arts in the park
o Dog parks
o Multi-purpose/flexible space, both indoors and outdoors
o Teen center
• o An additional disc golf course
o Natural playscapes
o Interactive/ educational play features
o Community gardens
o Food trucks in the parks
o Fitness centers and programming
o Multi -generational programming
o Additional safety measures for crime prevention (i.e. lights on trails)
OPPORTUNITIES
• Based on the tone of the community, an multi -use trail system is eagerly anticipated and a
speedy completion should be a priority of the City. An extensive trail system will act as a
catalyst for healthy lifestyles and better connectivity in and around the City. Over time, the
system will also encourage alternative modes of transport that will help lessen Edina's carbon
footprint.
• Improve marketing strategy to better inform a broader spectrum of users about departmental
offerings. This could include enhancements to the website for better navigation to make
information easier to find, and/or development of new, innovative marketing methods, such as
social media or a parks and recreation app.
• Improve on existing parks, facilities, and amenities versus building new ones. Edina is
perceived to have a solid base of recreational features, but there are many sites and amenities
in need of repairs/ updates. Many residents would prefer that Department's existing capital be
elevated to a consistent quality standard and repurpose tired facilities in lieu of costly new
additions.
conFLOEnCE pros- 2
consulting
1t\ a City Of Edina
PARK RECREATION AND TRAILS Focus Group Summary
• Increase the amount of passive recreational opportunities available to residents. The
perception is that the majority of Edina's parks and facilities are dominated by organized youth
sports. Residents would like more spaces within the parks that incorporate arts and culture,
passive recreation, and community. The Department could be a better facilitator of recreation
by bringing people, especially adults, with common interests together and providing more
spaces that are open to interpretation of the user, which might encourage wider segment
appeal than the heavily programmed, youth -centric focus of parks today.
• The Department should strive to expand its target market to be all-inclusive. There is a large
portion of the community that is currently underserved. There is a clear deficiency of
recreational opportunities for adults and seniors, and the Department must improve its multi-
generational appeal.
• There are ample opportunities to seek additional partnerships and strengthen existing ones.
The Department could do a better job of partnering in operations and marketing by bringing in
outside organizations/ agencies to enhance capabilities of delivering services. The Department
would also benefit from revisiting all existing partnerships to ensure that they are both
equitable and beneficial.
• There is notable disconnect between the numerous sports organizations currently operating in
Edina, and the organized sports community would benefit from an athletic organization
commission that regulates all of these groups. The Department could serve as an effective
facilitator, acting as a unifying and coordinating force for the various clubs and sports
organizations. This Commission could lessen the cost of doing business and simplify
administrative tasks for athletics by providing a central database for users, facilitating
registrations, conducting/ tracking background checks for coaches/refs, managing field/court
availability and priority, simplify communication between organizations and users, etc.
• The Department would benefit from a thorough a natural resource inventory, such as
identifying where lakes, water bodies, wetlands, tree types, invasive species exist. This would
serve as a valuable asset for public access opportunities, maintenance, management planning,
conservation/ preservation, park design, compliance tracking, and regulatory requirements.
• Opportunities also exist internally in terms of strategic planning for the future. The
Department needs to prioritize what needs to be bought, what to fix, and where to put things,
as well as identifying goals with outcomes that are measurable, realistic, and attainable.
• From a programming standpoint, the Department must establish an identity that defines level
and scope of services offered, identifies core services, and determines its role in the
community as a recreation provider.
1 i k, /
• Out -of -control invasive species, most notoriously buckthorn, are severely limiting acres of
useable parkland. Although the removal of the buckthorn is an enormous undertaking, its
overbearing presence has spurred a citywide attitude in favor of exhausting the extensive
resources required to eliminate the "tangled mess." An effective plan for eradication of
invasive species is imperative to ensure Edina's future is full of aesthetic and ecologically
healthy recreational settings with maximized potential.
• The highways and freeways that transect Edina impede the ability to develop alternative
transportation corridors such as trails and greenways.
CO(1FLOEnCE pros;,:;- 3
consulting
City of Edina
PARK RECREATION AND TRAILS Focus
• There is a territorial tendency among some residents in relation to neighborhood parks, in that
many remain isolated to their local park and do not take advantage of recreational
opportunities elsewhere in the City.
• The changing demographic profile of Edina, particularly due to an aging population, will put
new and different demands on the Department in terms of the programs and facilities it
provides to the public. Given that many of the Department's offerings are geared towards
youth and families, the mix of services and amenities may need to change over time. The full
extent of this demographic change and its effect on the Department will need to be monitored.
• There are several similar recreation facility and service providers that are already well
established in Edina, such as Community Education and private fitness facilities, that can be
considered as possible potential threats or partnership opportunities. Understanding the
services provided by these other entities and tracking their impact on the market will be
critical for the Department.
COnFLUEnCE PPOs- 4
consulfmg
,&-t, --1
�� City Of Edina
PARK RECREATION AND TRAILS
STRATEGIC PLAN
Facility Assessment
March 4th, .2015
a(e )\ City of Edina
• PARK RECREATION AND TRAILS
FACILITY ASSESSMENT
INTRODUCTION
Facilitv Assessment
In December of 2014, the consultant team joined the Edina Parks and Recreation staff on a guided tour
of indoor recreational facilities. The purpose of the tour was to familiarize the consultants with the
existing inventory and to evaluate the quality and performance of the indoor facilities. The facility
assessments looked closely at user participation, staffing, programming, amenities, operations, and
overall design of each facility. Through careful observation and interaction with staff, the consultant
team identified the strengths, weaknesses, and opportunities present to develop specific
recommendations for indoor recreational facilities in Edina.
Evaluations were completed for the following indoor recreation facilities:
Facility
Location
Major Amenities/Services
Braemar Arena
7501 Ikola Way
Indoor ice skating, hockey, special events
Braemar Field
7501 Ikola Way
Year-round athletic field (inflated Nov -Apr)
Braemar Backyard Rink
7501 Ikota Way
Outdoor covered ice staking and hockey
Braemar Golf Course
6364 John Harris Dr.
Golf, tournaments, special events
Braemar Golf Dome
7420 Braemar Blvd
Indoor driving range and special uses
Edina Art Center
4701 W. 64th St.
Art gallery, classes, and special events
Edinborough Park
7700 York Ave. S.
Indoor playground/play area, theater, pool, track
Senior Center
5280 Grandview Sq.
Recreational and multi-purpose rooms
Although the consultant team was thorough in the evaluation of these facilities, it must be noted that
observations were dependent upon activity levels and condition for a single visit. It is understood that
this limited sample could have produced results that may not be typical for a particular facility.
co n E Ll.) E nc E pros-',:�
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City of Edina
PARK RECREATION AND TRAILS
FACILITY ASSESSMENTS
BRAEMAR SPORTS COMPLEX
Assessment
OVERVIEW
The Braemar Sports Complex consists of the Braemar Arena, Backyard Rink, and Braemar Field, which
combine to represent the crown jewel of the Department's recreational facilities. The Braemar
complex is in the midst of an exciting transformation, as the final touches are underway in the
completion of the multi-million dollar expansion that includes the new Backyard Rink and year-round
Sports Dome. These new additions are nice compliments to the existing Arena, and will greatly aid in
supporting the high demand in Edina for athletic facilities.
The Braemar Arena has been an integral part of the
organized sports scene in Edina for more than 50
years. The Arena houses three indoor ice rinks, top
notch locker rooms and training facilities, a retail
equipment store, an ice hockey training center,
coach's resource center, concession space, skate .'
rental shop, Zamboni storage and service area, and
an indoor walking loop. The Arena serves as a hub for
youth hockey in Edina, and has a reputation as one of
the best facilities of its kind in the Metro Area. This facility is well utilized, bordering on over -utilized,
and supports the local hockey association, the high school hockey team, and the figure skating club.
The Arena also offers some instructional programming, open skating, and private rentals.
The recently added Backyard Rink is a state -of -the-
.,—'" ah.. art outdoor ice rink that is equipped to host
M p competitive hockey matches and figure skating
competitions and exhibitions. Not only does this
facility allow for a unique experience by bringing
competitive skating to an outdoor setting, but it also
helps shoulder the overflow from the Arena by
increasing the available ice space by one-third.
Although the outdoor rink is still under construction,
its popularity is already creating a buzz in and around Edina, as the early forecasts expect the facility
will remain fully booked for the foreseeable future.
Another exciting addition to the Braemar experience can be found a short distance away from the
Backyard Rink at the new Braemar Field. This facility represents the new age of athletic fields, with
an oversized indoor synthetic turf field that is housed
within a 100,000 square foot inflatable dome. The
space is extremely versatile, in that the removable
dome allows for year-round accessibility to multi -use
field space, even during the harsh winter months.
This first -in -class facility is the culmination of years
of planning and development by the City that began
in August of 2011. The recently completed sports
dome has garnered a 20 -year commitment from four
CO(1FLUEnCE pros:,'.,, 2
consulting
e City Of Edina
(�
PARK RECREATION AND TRAILS Facility Assessment
major sports associations that are expected to bring in nearly $100K per year, and the facility has
already surpassed its budgeted revenue goals before the official grand opening to the public.
STRENGTHS
The high-quality standards and breadth of experiences available at the Braemar Sports Complex are an
accurate reflection of the expectations residents have for recreational facilities in Edina. The Braemar
area is a hotspot for recreational activity within
jf
� t - the City, as it boasts some of the most popular
/ facilities in Edina. Residents are very proud of
these facilities and there is a strong sense of
1
1 ownership among the community in relation to the
Braemar Arena, Backyard Rink, and Braemar Field.
This lineup of facilities is not only an asset to the
„w City, but they are also developing a solid
reputation as some of the best in the Metro Area.
Selecting Braemar as the host site for development of the new multi-million dollar facilities was largely
due to the success of the Arena over the years. The Braemar Arena represents excellence, and the new
additions are hoping to capture that essence and build upon it. Hockey is extremely popular in the
Metro Area, and Edina has a long standing tradition of being the best, which is evidenced by the multi-
generational appeal among residents and the countless championship
banners hanging from the rafters. Excellence is also exemplified by the
high quality standard that is upheld within the Arena, such as fast ice
technology, locker rooms comparable to those found at the collegiate
level, and professional grade training facilities.
The long standing popularity of the Braemar Arena has already began to
spill over onto the new outdoor rink and sports dome. It is clear that the
high levels of participation will be directly transferable to the new
facilities, based on the immediate success of rentals at the new sites
The local baseball, football, lacrosse, and soccer associations have all committed to a 20 -year schedule
at the new multi-purpose dome, which will generate about $100K per year in revenue and
approximately 800 hours of field rental time. Both the outdoor rink and sports dome are in high
demand from their inception, as each facility was already booked well into the future before their
grand openings.
The facilities at the Braemar Complex are also very focused on achieving sustainability. The
department has been creative in finding significant streams of revenue and incorporating best practices
in energy efficiency in the planning and development of the new additions, which are a direct
extension of the innovation and earning capability
that exists at the Arena. The development of
effective partnerships has been a catalyst for
generating revenue and encouraging self-
sustainabitity. In the renovation to the locker
rooms at the Arena (Hornet's Nest), the Department
included retail spaces as part of the addition. This
retail space attracted two tenants to a 10 -year
lease agreement, which contribute enough rent to
conFLOEnCE pros; ,-
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3
(e of Edina
1�!!�ECREATION AND TRAILS
•
Assessment
cover the bond payment for the associated capital improvement. The department also struck deals
with the participating sports organizations that bring in significant dollars, on a per player basis, that
are applied directly to bond payments. The Braemar Arena is also bringing in substantial profits from
its concession operation, generating around $240K in revenue per year and netting between $70-$80K
in profit.
WEAKNESSES
Although the facilities found at Braemar are pillars of the Edina Parks and Recreation Department,
consultant visits did yield a short list of weaknesses that were evident. Naturally, the shortcomings
were most prevalent in the older Arena, as the newly developed facilities are still in their infancy and
have yet to demonstrate any outstanding weaknesses.
The Arena has been through many expansions and
renovations during its life, but a facility that is
more than 50 years old is bound to have issues in
need of improvement. The most significant — _ -
concern that exists at the facility relates to the
safety of the spectators. The seating areas of
the ice rink are lacking handrails along the aisle
ways, which poses a liability for the Department
if the absence of these railings results in
someone being injured. There are also some
maintenance issues and outdated, or neglected, components to the building that are creating some eye
sores. This is evidenced by the deteriorating condition of the ceiling in the East Rink, which is in need
of attention. There is some abandoned, and underutilized, space at the site of the old front desk.
This area should be repurposed, or at least cleaned up, so it matches the feel of the rest of the
facility. In a facility as active as the Arena, this dead space should be better utilized due to the
substantial opportunity cost associated with it. There is also a large amount of unsightly territory
underneath the bleachers in the auxiliary rinks that could be cleaned up and hidden from view.
Another weakness of the facilities at Braemar (and system -wide) is the clear lack of recreational
opportunities and programming for adult users. It is very apparent that these athletic facilities are
geared toward the youth population, and adults are merely present in support of their children. Staff
mentioned that there are open recreation opportunities and rental times for adults, but there was no
real evidence that there is any adult user presence at any of the Braemar facilities. Although the
department is slightly lagging in satisfying the demand for fields, courts, and ice for youth athletics, it
must not exclude large user segments from participating, especially since this segment is comprised of
taxpayers that support the Department.
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In addition to the equity issues among user groups,
there is also disparity in the quality of the three
indoor ice rinks at the Braemar Arena. The
addition of the Hornet's Nest to the main rink has
highlighted the inequities of the other two.
Although the recent renovation was a major
facelift for the facility, it has left the auxiliary
rinks with features and amenities that are of
significantly lesser quality in comparison. Those
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City of Edina
PARK RECREATION AND TRAILS Facility Assessment _
that are not privileged to the pristine conditions of the main rink, often feel slighted by the
accommodations offered, which can result in reduced satisfaction of users. It should be a priority of
the Department to ensure that future capital improvements aim to enhance the areas that are lagging
behind in quality.
OPPORTUNITIES _
A comprehensive view of the Braemar Complex reveals
a substantial opportunity to combine the variety of
experiences available into one package. Creation of a _
dedicated Site Master Plan as a guideline for Braemar
will be essential in order to rebrand the existing
facilities as a single entity. If the Department decides
to create a new brand, development of a thorough
strategy that builds upon core competencies of each
facility and identifies clear objectives with
measurable outcomes will be key to the overall
success. A strategically coordinated effort among the various facilities at Braemar would also
encourage better cross -promotion and collaboration between sites, as well as the seamless sharing of
staff and resources.
Opportunities also exist within the Braemar Arena to better utilize the existing space. One of these
prospects is the conversion of the old front desk that has been deteriorating for decades. The location
of the old desk is situated in an area of regular traffic flow, and its neglected state takes away from
the aesthetics of the facility. Similarly, there are vast
sections of wasted space underneath the bleachers in
the secondary rinks of the Arena. These voids could be
enclosed to provide valuable storage space for
t
equipment or maintenance needs. There is also an
undeveloped area off the west arena that overlooks the
new outdoor rink that would be an ideal setting for an
outdoor seating area that helps tie the two facilities
together. Another underperforming feature of the
Arena is the Coach's Resource Center. Although it is in clear sight, the resource center remains
dormant throughout the year, and finding a way to make this space useful should be addressed in the
near future.
The lack of adult programming and adult users is a system -wide issue that is exemplified within the
indoor recreational facilities operated by the Department. Although the addition of the new facilities
at Braemar promises to relieve some of the strain that existed in providing sufficient field and ice time
for youth athletics, it appears that the gain for adult users is minimal. Finding ways to inject some
multi -generational usage into the new facilities may be challenging, but it is the duty of the
department to provide recreational opportunities for all user segments.
Based on past success, the Department should also try to
incorporate new ideas for Braemar that are outside the
box. The two retail spaces at Braemar Arena and the
proposed restaurant that will be part of the golf course
clubhouse remodel are prime examples of how the
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PARK RECREATION AND TRAILS
Facility Assessment
Department has been creative in finding alternate sources of revenue to help fund capital
improvements and support operations. With the overwhelming popularity of the new facilities at
Braemar, there should be strong potential to try new and innovative ways to capture additional
revenues from the substantial traffic flow that is expected.
KEY RECOMMENDATIONS
• Explore the possibility of a Braemar brand for the variety of experiences available in the area.
This would include thorough analysis of the potential benefit and feasibility of sharing
resources and cross -promotion between the various sites.
• Improve equity among user groups by adding more program opportunities for adults at the
Braemar facilities, along with an effective marketing plan that targets this underserved
segment.
• Continue to seek innovative, non-traditional forms of revenue generation that capitalize on the
strong participation levels at the Braemar athletic facilities.
• Make necessary updates and repurposing of underperforming/failing areas of the Arena to
ensure it is up to the high level of quality expected from the Braemar facilities.
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PARK RECREATION AND TRAILS Facilitv Assessment
BRAEMAR GOLF FACILITIES
In addition to the sports fields and ice rinks offered at Braemar, there are also indoor facilities related
to golf that are located in the area. These include that clubhouse for the 27 -hole golf course and the
golf dome practice facility. Similar to the other Braemar
experiences, the golf facilities are well used by residents and
they are unique components of the existing inventory.
The clubhouse and the golf dome complement the golf course
and provide sanctuary for golf enthusiasts during the winter
off-season. The clubhouse sees the majority of its activity
during the summer months, but it does offer rental
opportunities for private parties or meetings that can be used
year-round. The golf dome has an opposite effect, as its pace
accelerates during the winter months when golfing outdoors is not a viable option.
Currently, the clubhouse and golf dome are in opposite stages of transition. The clubhouse is in the
initial stages of a transformation that will completely change the existing layout. At the time of the
consultants' visit, the demolition phase was only a few days away. This will initiate a long overdue
facelift for the facility, which will include a variety of updates and remodeling, as well as the
introduction of a dedicated kitchen that will enact a new partnership with a popular local restaurant.
In contrast, the golf dome is on the tail end of a recent revamp that took place following an
unfortunate fire that set the facility ablaze a few years ago. Its recent rebuild revitalized the golf
dome, resulting in improved earning power and elevated participation levels.
STRENGTHS
The strengths of the clubhouse and the golf dome vary significantly due to the purpose each facility
serves. The clubhouse is more of a support function to the golf course, while the golf dome is more of
a stand-alone enterprise. As mentioned previously, these facilities are also at very different stages in
their useful lives, with the golf dome regaining its bearings following its rebirth, while the clubhouse is
just beginning its significant transformation.
As a support function of the golf course, the clubhouse's success is heavily reliant on the amount of
golfer turnout. Based on insight from staff at the site, the golf course is extremely popular during the
peak season and is receiving favorable levels of play. Strong utilization of the course is a driver to the
success of the clubhouse, in that it encourages concession and retail sales in the proshop and increases
the exposure of the facility for potential rentals. The existing user base at the clubhouse is expected
to increase in the near future due to the closing of Fred Richards, the addition of the Tin Fish
restaurant, and the proposed redesign of the 9 -hole course.
The setting of the clubhouse is another perceived
strength. The facility and its setting reflect the
natural beauty of the surrounding golf course,
exhibited by the picturesque views from the
second level balcony. The floor plan of the
clubhouse is well suited to serve its purpose, with
a dedicated proshop on the lower level to carry
out the golf operations and a large open space
upstairs that is conducive to hosting various
functions or to simply relax and grab a bite to eat
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PARK RECREATION AND TRAILS
Assessment
before or after a round of golf. Another interesting feature of the property is its accessibility, as users
can enter the building through the upper and lower levels. The improvements that will be completed
in the near future are expected to further enhance the solid framework that exists, which should lead
to better customer satisfaction, increased revenues, and stronger appeal for rentals.
At face value, the most obvious strength of the golf
dome is the fact that it is a brand new facility in
excellent condition. Although the fire to the old
dome was very unfortunate, the phoenix effect that
resulted gave way to a pristine facility that the
community is very proud to have. The site is very
popular during the winter season, and allows Edina
golfers the luxury of having year round access to a
high-quality practice facility.
Another strength of the new golf dome is the new technologies that are available. The past tragedy
that wiped out the old golf dome was a learning experience that resulted in the installation of the
latest technologies for fire prevention as part of the reconstruction. The facility also recently
introduced new tee dividers that are very popular among users because of their ability to measure ball
speed and trajectory to produce a digital readout of how far the ball would travel.
WEAKNESSES
The success of the golf course clubhouse and the golf dome are heavily influenced by the seasonality of
• these two facilities. The clubhouse experiences subpar usage levels during the winter months when
the golf course is dormant, while the golf dome has a reciprocal effect as its attendance drops
significantly during the warmer months when the course is highly accessible.
A direct result of the heavy usage of the golf course is the negative effect overcrowding can have on
overall customer satisfaction. Many residents are disappointed with the golf course's preferential
disposition towards league play, and the resulting exclusion of paying customers. The leagues have
become notorious for blocking out tee times, which has significantly diminished the amount of open
play available to the average resident.
Furthermore, the course has noticed that the
leagues have recently been more inclined to
overestimate the amount of tee times needed,
and they are not paying for the unused times,
which frustrates golfers that are turned away and
punishes the course in the form of lost revenue.
This phenomenon must be carefully observed due
to the fact that there is likely to be an increased
demand for open play as a result of the closing of
Fred Richards.
One weakness identified for the golf dome was actually a perceived strength in the facility before the
fire. In the past, the golf dome was not only a practice facility for golf, but it also supported practice
time from a variety of sports teams, such as lacrosse and soccer. The rentals among these groups has
really fallen off in the new facility, and with the opening of Braemar Field, the Department anticipates
even less interest in rentals at the golf dome.
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PARK RECREATION AND TRAILS Facilitv Assessment
OPPORTUNITIES
The golf course and the golf dome would greatly benefit from the creation of a Braemar Master Plan
and a consolidated branding strategy for the Braemar experiences. Adding the golf facilities to this
effort would help add value to the Braemar brand and diversify
the experiences available in the area. Not only would the golf
facilities add to the new brand, but the combined effort of the
Braemar facilities would also help gain exposure for the golf
course and dome that might lead to increased usage and rentals.
Effective cross -promotion and collaboration between the Braemar
facilities will be the key to success in creating a new brand, and
the combined effort should produce a noticeable improvement in
all facilities involved. A prime example of the potential that can
be realized in collaboration of facilities is in the increased retail
revenue that has resulted from the sharing of inventory between
the clubhouse and the golf dome.
A tremendous opportunity is on the horizon for the golf course clubhouse, based on the renovation to
the facility and the addition of the Tin Fish restaurant. The much needed facelift to the facility was
long overdue, and the fresh look to the facility should make it more attractive to users and encourage
increased off-season activity at the clubhouse. The addition of the restaurant demonstrates great
forward thinking by the Department in finding new ways to enhance the earning capabilities of the
facility. Capitalizing on the popularity of their new partner should generate new traffic to the facility,
as well as improving the overall satisfaction of the existing users.
The rebirth of the golf dome has been well received, but there are a variety of opportunities for
improvement that still exist. Based on the popularity of the new tee divider technology, the
Department should not only invest in adding more units to the facility, but also explore differential
pricing for the use of the technology to help
offset the cost of purchasing more dividers.
There is also large potential to generate
funding in the form of sponsorships and
advertising, especially with the capabilities
of the new tee dividers to display ads. The
Department should increase the amount of
programming offered through the golf dome,
especially among youth and beginners.
Additional programming in the dome could
compliment lessons and camps that are
prevalent at the golf course, and/or create hybrid programs that utilize both facilities to increase
exposure of the facility. The dome could also serve as a great catch-all for the overflow from sports
teams and private rentals at the Braemar Field, and communication between the two facilities could
prevent turning away some of these groups due to the limited amount of available field time at the
new sports dome.
KEY RECOMMENDATIONS
• Explore the possibility of incorporating golf facilities into a comprehensive Braemar brand. This
would include thorough analysis of the potential benefit and feasibility of sharing resources and
cross -promotion between the various sites.
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Facility Assessment
•� RECREATION TRAILS
PARK RECRE O Y
• Actively advertise and promote the golf course clubhouse during and following the remodel in
coordination with the Department's overall marketing strategy to raise awareness of the
improvement, drive new use of the facility, and communicate the return on investment.
• Increase instructional programming at the golf facilities, especially for youth and beginners, as
well as introducing programming that utilizes both the golf course and the golf dome to
increase exposure of these facilities.
• Coordinate with reservations at Braemar Field to increase rentals at golf dome by capturing the
overflow from the popularity of the new sports dome.
• Seek sponsorship/advertising dollars and develop additional revenue sources, such as
differential pricing for tee divider technology, to help support operational costs.
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City Of Edina
PARK RECREATION AND TRAILS
EDINA ART CENTER
The Edina Art Center is a very unique facility that
highlights the variety of experiences the Parks and
Recreation Department has to offer. The building that
houses the Art Center is an old house from the 1930's
that was purchased by the City nearly 40 years ago and
was retrofitted to provide a facility for residents to
explore their artistic creativity.
The features of the Art Center include an exhibit
gallery that rotates works from local artists, classroom and studio space, a gift shop, a small catering
kitchen, and an array of artistic equipment and supplies. The Edina Art Center also provides an
extensive lineup of art programs that utilize a variety of mediums, including pottery, clay sculpture,
drawing, painting, videography, photography, and more. The facility offers instruction and exploratory
classes, camps, and private studio rentals for all ages and skill levels.
Assessment
STRENGTHS
The setting of the Edina Art Center is a perceived strength. The facility is fortunate to be in a very
serene location that has beautiful views of nature, which sets an overlying tone on the property of
artistic expression that translates into the building. Although the building is aging
and very outdated, its natural setting helps preserve the beauty of the facility. The
Art Center is beloved by residents as a creative outlet for artists, which is reflected
«' in the strong program participation and the vast amount of community support
received by the center.
Another strength of the Art Center rests in its ability to attract local artists and
engage in partnerships. The Art Center is one of the few facilities in the Metro
Area that offers private studio space for local artists, and the rates for usage of the
space are extremely reasonable. The Edina Art Center has also been effective in
enacting partnerships with outside organizations, which is exhibited in its successful
web design venture it is currently engaged in with the University of Minnesota. The
art exhibitions that are on display in the gallery have a pool of over 270 local artists that have
contributed their works.
WEAKNESSES
While the facility rests in a beautiful setting, the age and deterioration of the building overtime is its
most prominent weakness. The building that houses the Art Center is busting at the seams and the
amount of available space isn't nearly sufficient enough to handle the amount of activity the facility
receives. The current design has no space dedicated to the performing arts, which is normally a basic
component for a traditional Art Center, especially since there is very
limited performance space available elsewhere in the City. Storage
within the facility is also very limited, and this shortage is hindering "
the ability of the center to function properly. The limited space is
also an issue on the exterior, as the amount of parking at the facility
has become a major issue.
The building has endured a variety of structural issues that are a direct
result of the age of the facility. Most recently, the site has
experienced significant drainage issues that have affected the
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PARK RECREATION AND TRAILS Faa� v Assessment
accessibility and safety of the facility. The lone ADA accessible entrance to the lower level of the
building has turned into a safety hazard due to excessive moisture that is accumulating due to poor
drainage. The outdoor kiln area has also been compromised by poor drainage, and the erosion caused
by rainwater is threatening to ruin some costly equipment.
OPPORTUNITIES
The general consensus among users is that the Art Center needs to be relocated or rebuilt to provide an
adequate facility. The current facility needs major repairs and improvements, and the design of the
facility is not meeting the needs as an art center. It would be a challenge to develop new location or
repurpose the existing facility, but based on the amount of activity at the current center and the
community support for the arts, these efforts would be well
received. An appropriate facility could also provide some
much needed performing arts space in Edina that would add
tremendous value to the Arts Center.
In its current state, there is some opportunity to take
advantage of the Center's ideal setting. The natural
surroundings of the facility would be perfect to incorporate
a nature center, trails, and wildlife viewing opportunities.
These features would complement the activities of the art
center, and could provide a source of inspiration for artists
using the facility.
Based on the activity levels of the Art Center, there is also an opportunity to realize additional
revenues for the center. The demand for use at the center is very high, and the current pricing for
private studio time is well below the market value. In addition, the current 35% commission for art
sold through the Center is also low, as the going commission rates elsewhere in the market area is
normally closer to 50%.
KEY RECOMMENDATIONS
• Conduct a feasibility study to determine the cost -benefit of renovating versus relocating the
existing facility, and develop a strategic plan for satisfying the need for an adequate Art
Center.
• Address structural and design issues of the facility to improve accessibility, protect valuable
equipment, and ensure safety of users.
• Explore the potential for nature -based programming and amenities that add value to the
Center and utilize the natural resources and beauty that is present on the property.
• Assess the market rate for commission on art sales and studio rentals in the Metro Area and
determine whether the current rates at the Center need to be adjusted.
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City of Edina
�.- AND TRAILS Facility PARK RECREATIONY Assessment
EDINBOROUGH PARK
The Edinborough Park indoor recreation facility is a prime example of
the unique experiences the Edina Parks and Recreation Department has
to offer. This entire one -acre park is indoors, and features the tallest
indoor play structure in Minnesota, an amphitheater, a 25 -yard lap pool,
a walking/running loop, fitness area, multi-purpose play area, private
rental space, and concessions. Edinborough is separated into two
recreational spaces: one side is comprised of the indoor park and great
hall, and the other side is dedicated to amenities for fitness and
exercise.
This facility is extremely popular within the community, especially when the temperature drops or
there is precipitation outside. On a busy day the park is known to experience over 2,500 admissions,
which can include up to 24 private birthday parties in a single day. Admission can be purchased for the
indoor playground (parents accompanying children are free), the fitness
area and pool, or the entire facility, as well as a discounted 10 -visit pass.
Edinborough Park also offers a variety of youth programming throughout
the year, as well as live entertainment for the entire family. Youth
programming at the facility aim to combine learning and play, with many
programs related to the arts and most have a minimal additional fee for a
wristband for the child to stay and play. The 250 -seat auditorium hosts a
variety of live performances that are free to the public and provide a
prime venue to display the performing arts groups of the area.
Another interesting dynamic of this facility is the partnership agreements
with the other tenants of the building and outside organizations. The
park is essentially an enclosed courtyard that connects several taller
buildings, which include a corporate center, a senior living community, and a hotel. These adjacent
tenants utilize the features of Edinborough to supplement lacking amenities that provide fitness and
other recreational opportunities for hotel guests, office workers, and residents living onsite. The
facility also partners up with the Edina Art Center for programming and allows the Edina Swim Club to
use the pool.
STRENGTHS
Edinborough Park is an exceptionally unique facility that reflects beautiful design that promotes
activity, excitement, and fun. The layout is accentuated by fantastic sightlines with far reaching views
and the massive tree -like play structure that
stretches from floor to ceiling. This facility
exudes excitement, and even grown adults are
likely to be enticed to enjoy all the fun the site a
has to offer.
Another perceived strength of the facility is its
interaction with the other tenants on the
property. Edinborough Park adds superb value ►r+
to the neighboring businesses, offices, and
residences. The indoor park is a strong
economic asset for the partners it shares space with, and the additional usage these relationships bring
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ND TRAILS Facility PARK RECREATION A Y Assessment
to the facility allow the park to maintain strong utilization levels and, to some extent, guarantees
participation at the facility even during off-peak times for public use.
The multi -generational appeal that exists at
Edinborough Park is undoubtedly a strength of the
facility. Many of the recreational facilities in
Edina are dominated by an individual age
segment, but the variety of experiences available
at Edinborough encourage users of all ages to
recreate in harmony. Part of this all-inclusive
appeal is tied to the functional layout of the
facility, which allows for just enough separation
between the kid -centric play features and the
adult-oriented fitness amenities, with sufficient common ground to provide a homogeneous overtone
for the park.
WEAKNESSES
Although this facility has a wide variety of amenities for users, some of these features are showing
signs of age. The pool and fitness area, in particular, is in need of some extensive updating and
redesign. The upgrades needed for this portion of the facility would allow it to be more like a
conventional fitness center. Improvements that are most needed include: addition of ADA
accessibility, upgrading the locker room
facilities, adding air conditioning to the indoor
walking/jogging loop, a designated space for
fitness equipment, and resurfacing of the track.
Another notable weakness is the conflict in
usage agreements for the indoor pool.
Currently, the Edina Swim Club occupies the
pool Monday through Friday from 3pm-8pm. The
facility is also supposed to be available to guests
staying at the Marriott attached to the facility,
per the facilities joint -use agreement with the
hotel. This has presented a major issue, in that it devalues the experience of the hotel's guests, and
subsequently limits the value of the agreement between the hotel and Edinborough Park.
Unfortunately, the Edina Swim Club's pool time falls into the prime time for open swim among hotel
guests.
OPPORTUNITIES
Based on the variety of recreational spaces and experiences available at Edinborough Park, there is a
e opportunity to use the facility as a solid base for a recreation
er. It has been well documented that residents of Edina perceive
idoor recreation center as the most needed type of facility in the
. It would require some renovation and expansion of the existing
ity, but there is solid framework at the site for the development of
-reation center. If the Department decided to move forward with
concept, there is optimal outdoor space adjacent to the pool that
A be ideal for expansion.
14
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, City Of Edina
AIL Facility PARK RECREATION AND TRAILS Y Assessment
There is also a considerable opportunity to rework the existing layout to incorporate a dedicated
fitness center within the facility. The fitness equipment that is currently available is well used, but it
is poorly placed around the track. Not only is the placement of the fitness equipment limiting its
usage, it also hinders the usage of the track and
some equipment is presenting a safety hazard
because it infringes on the inner path of the
walking/jogging loop. In addition to removing the
misplaced exercise equipment from the indoor
track, the loop would also be better utilized by
installing a new surface that is appropriate for
walking/jogging. The addition of air conditioning is
another much needed improvement to the fitness
area, as the extreme temperatures within this area
are a huge deterrent for users.
The renewal of the joint use agreement between Edinborough Park and its neighbors should be another
point of emphasis for the facility in the near future. The agreement is scheduled for review in 2017,
and the success of the facility will hinge on whether or not the adjacent tenants are willing to re-sign.
The corporate center, residences, and hotel are key players in the high levels of activity at
Edinborough Park, and ensuring these relationships remain intact and healthy should be a high priority
with the upcoming renewal date. The extent of improvements and updates that take place at the
facility over the next several years will be a key driver in the renewal of the existing agreement, and
the Department should be taking the necessary steps to be well-positioned for resigning.
KEY RECOMMENDATIONS
• Conduct feasibility study for future renovation and expansion to convert existing facility into a
recreation center.
• Develop a business plan for the park to understand the current cost of facility ownership and
operation, and identify a long-term partnership strategy with neighboring tenants (i.e., hotel,
residences, office tower) and user groups (i.e., swim team) in order to prioritize facility
improvements and operations. Improvements to be considered include:
o Redesigning the existing fitness area/track to remove impediments from running lanes
and creating a more functional space for exercise.
o Identifying a designated space for workout equipment other than around the indoor
track due to the limited space available.
o Adding air conditioning and resurfacing the loop to make the track more user friendly
and increase participation.
C O n F LO E n C E pros
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�.ND TRAIL
PARK RECREATION A S
SENIOR CENTER
The Edina Senior Center was built nearly 15 years
ago and hosts a variety of activities and programs
primarily for seniors, but also other community
groups. The building is a shared site, with the
Senior Center occupying the first floor and the
Edina Library upstairs. The Senior Center
functions as a partnership, with the City and
County sharing costs for operating the facility.
The Senior Center offers memberships for a small
annual fee, which includes a monthly newsletter and priority registration for activities at the Center.
Programming offered include sports, games, movies, fine arts, trips and tours, fitness, health and
wellness, social gatherings, and life skills education, as welt as private rentals. The Center also
organizes multiple performance groups and a variety of special interest groups and clubs. The average
user of the facility is between the ages of 70-85.
Facility Assessment
STRENGTHS
Overall, the facility is in excellent condition and appears to be well-maintained. This site has a nice
mix of meeting rooms and multi-purpose spaces, with ample space for hosting a variety of programs
and activities simultaneously. The layout is also very conducive to the activities that take place at the
facility, and the added bonus of a commercial
kitchen and easily accessible patio area make an
ideal setting for private rentals.
The Senior Center is also fortunate to have
strong partnerships that help support the site.
The fact that the City and County split costs at
the Center is a major boost, and it is a
testament to the perceived benefit the site
provides for residents. The Senior Center also
has a strong relationship with the library it
shares the building with, and the missions of these organizations are well -aligned. The commitment of
outside organizations to the Center are also very important to the success of the facility, specifically
the Edina Art Center and Community Education.
WEAKNESSES
The most noticeable weakness of the Edina Senior Center is its underutilization, as the facility typically
remains far below capacity during the majority of its operating hours. This is primarily due to the
inability to capture the 55-70 age segment, which play an integral part in the participation levels at
the Center. Based on interactions with staff, weak marketing efforts in the past have also been a
contributing factor to the modest attendance at the site.
Although the Senior Center is in excellent condition and provides ample spaces for senior programming,
there are a few factors present that limit its potential. Perhaps the top deterrent for use of the
facility is the severe shortage of parking. The amount of parking stalls available onsite are well below
what is needed to support strong usage of the Senior Center and library. Furthermore, the only
overflow parking for the facility is at an office building across the street, but this is only available for
use in the evenings after the offices are closed. The rentals of the facility have been gaining
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PARK RECREATION AND TRAILS Facilitv Assessment
momentum recently, but the lack of a liquor license, cracking floor of the main rental space, and the
dated audio visual equipment for formal meetings are preventing some would-be rentals.
OPPORTUNITIES
Finding a way for the Senior Center to tap into the 55-70 year old age segment, and other younger age
segments, is a prime opportunity for the site. Today's seniors are healthier and younger than ever
before, and the marketing to these groups needs to reflect this change. Residents just entering the
senior age segment typically don't want to be classified as a "senior." The rebranding of the facility
and a modified marketing approach to remove the negative connotation associated with the title of
"senior" could significantly improve the Center's ability to attract the younger target audience.
Another opportunity exists in addressing the severe shortage of parking available onsite. This shortage
is well known among users of the Center and many individuals have stopped participating in activities
because they know what a challenge it is to
find parking. Although space in the area is
limited to develop additional parking, the
success at the Senior Center will forever be
hamstrung by this lack of sufficient parking.
There are also opportunities to make the
facility more inviting for private rentals. As
long as the facility doesn't hold a liquor
license, this will be a deal breaker for some
private rentals. The Department should be
tracking these instances in order to accurately measure the cost -benefit of holding said license.
Addressing the poor condition of the floor in the fireside room and an upgrade to the technology
available for meetings could also prove very beneficial in enhancing the attractiveness of the facility
for potential rentals.
KEY RECOMMENDATIONS
• Consider rebranding the facility and/or programming as a "community center" or "activity
center" to attract other age segments by removing the negative connotation of "senior" label
among 55-75 age segment.
• Develop potential solutions that addressing parking shortage available at the facility. Due to
the limitations of the property and its immediate surroundings, this may require exploring the
development of a format agreement with adjacent property owners, offering public
transportation incentives, or the addition of remote parking locations accompanied by a shuttle
service.
• Address items limiting private rentals of facility, such as fixing the floor in the fireside room,
updating technology, and assessing potential benefit of acquiring a liquor license.
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•
To: Park Board
From: Ann Kattreh
Parks & Recreation Director
Date: March 10, 2015
Subject: City Council Updates
Action Requested:
No Action is Necessary.
Information / Background:
Agenda Item #: VILA.
Action ❑
Discussion ❑
Information M
Please see the City Council updates from their Feb. 17 and March 3, 2015 City Council Meetings.
City of Edina • 4801 W. 501h St. • Edina, MN 55424
City Council Updates
February 17, 2015
• Approved the purchase of the MaxGalaxy software package for the Parks & Recreation
Department.
• Received a presentation from golf course architect Richard Mandell updating the City Council
on the status of his work to redesign Braemar Golf Course
• Approved the appointment of new advisory board and commission members.
• Awarded a $1,268,550 contract to Meisinger Construction for the fourth phase of the Edina
Promenade.
• Issued new liquor licenses to the new Tin Fish restaurant at Braemar Park and Hello Pizza at
3904 Sunnyside Road.
March 3, 2015
Approved the purchase of a Toro Spray Vehicle, Toro Greensmaster and Toro Workman
Heady Duty Utility Vehicle for Braemar Golf Course
• Approved the request for purchase for several items regarding the interior renovation of
Braemar Clubhouse.
• Awarded the Bid for the Braemar Golf Course Driving Range and Executive Course Renovation
to Landscapes Unlimited, LLC
To: Park Board
From: Ann Kattreh
Parks & Recreation Director
Date: March 10, 2015
Subject: Veteran's Memorial Committee, Jan. 30, 2015 Minutes
Action Requested:
No Action is Necessary.
Information / Background:
,tit
l�
�14 ch
• •�C�RPORp`�f�O �
IBAB
Agenda Item #: VII.B.
Action ❑
Discussion ❑
Information ❑x
Attached are the approved minutes from the Veteran's Memorial Committee meeting held on Jan. 30, 2015.
City of Edina • 4801 W. 501h St. • Edina, MN 55424
MINUTES
OF THE REGULAR MEETING OF THE
VETERANS MEMORIAL COMMITTEE
HELD AT CITY HALL
JANUARY 30, 2015
7:30 AM
1. CALL TO ORDER
Chairman Olson called the meeting to order at 7:35 a.m.
It. ROLL CALL
Answering roll call were Members Carrabelle, Christiansen, Crain, Currie, Elliott, Kinetin, Olson, and
Schwartz.
Members Absent: Members Benson and Reed
Staff in attendance: Kristin Aarsvold, Edina Park and Recreation Department Supervisor.
Others in attendance: Dick Crockett.
111. APPROVAL OF MINUTES
In reference to the October 31, 2014, the sixth paragraph, it should state, "...suppeeted served..."
The October 31, 2014 minutes were approved as amended.
The December 19, 2014 minutes were approved as presented.
IV. UPDATE ON CONSTRUCTION AND DONOR RECOGNITION
Member Elliott provided an update on the construction process. He discussed the installation of the
sentinels and the engraving process and stated that the memorial font has been recommended. He
stated that the Design Committee has met and has proposed quotes, sizing, and font. He advised that
the recognition of donors was also discussed and recommended that the monument and the donor
recognition should be separate. He stated that the recommendation is to have a separate bronze
plaque, which recognizes donors for their time and/or financial contribution. It was further
recommended that additional signage, such as a kiosk, could be placed further away with additional
information on the monument and the park in general. He stated that the Design Committee believes
that it would be too much work to create the kiosk within this group. He believed that perhaps
someone with more energy could complete that project, noting that while it would be nice to have the
kiosk completed in conjunction with the monument that would not be a necessity.
Member Crain agreed that a separate group could work on the sign as the Design Committee is
already involved in the monument and donor recognition.
Member Kojetin stated that there is a similar kiosk in another park of the City.
Member Schwartz referenced a name listed for the memorial and provided input that perhaps a title
should be included.
Ms. Aarsvold stated that she can work with the Communications Department and other City staff
regarding the kiosk, to ensure that the sign would match with the updating of signs that is currently
occurring. Members Kojetin, Currie and Schwartz also volunteered their efforts.
Member Kojetin asked for additional information regarding the benches.
Member Elliott stated that the bench plans moved forward as proposed in the design concept, with
black metal and wooden slots.
Member Kojetin commented that the brush near the monument should be cleared prior to the
celebration.
Member Schwartz stated that there are some differences in rank and/or title found in searching
different resources. It was the consensus of the Committee to use the rank/title listed at Fort Snelling.
Member Elliott stated that the Design Committee have also talked about the level of contribution that
should be recognized, specifically whether the recognition should be all inclusive or whether there
should be guidelines for recognition.
Dick Crocket provided additional information on the number and level of donors. He advised there
were 368 donors in total, with 43 at $500 and above, and a reduction to 27 at the $1,000 and above
level. He stated that there will be a website, which recognizes all donors.
It was the consensus of the Committee that a link to the recognition website could be provided on the
kiosk.
Member Schwartz confirmed that the in-kind donations were not included in the list.
Member Christiansen reviewed the donor list composed by the Design Committee, which includes
donors that donated $1,000, and over, the in kind service donations, and past and present Members of
the Committee.
Member Currie questions if the actual names would need to be listed for the Members of the
Committee or whether the focus should remain on the memorial.
Member Crain explained that the placement of the donor recognition would be away from the
memorial so that it does not compete. He explained that the contributions of the Committee are
important to the creation of the memorial.
Member Schwartz stated that he agreed that perhaps the names should not be listed. He believes that
the less information, the more important that information becomes.
Chairperson Olson stated that the names of the Members are important because of the contribution
they have made to seeing this through to creation.
Ms. Aarsvold agreed that there are other names that could be removed in lieu of not listing the
• Committee names.
It was determined that the Design Committee would continue to work on that issue and would bring
back potential layouts for the recognition as discussed as well as another option which would include
donors of $500 and above. The consensus was to include the names of all past and present
Committee Members; the Councilmembers that were involved will be listed separately; Dick Crocket
as a Member of the Committee, with the Edina Community Foundation to be listed separately.
Member Elliott confirmed that there would not be double recognition, in example if a Member of the
Committee donated over $1,000 they would not be doubly listed.
Member Christiansen continued to review the recommendation recognition list including specific City
Officials and other elected officials.
Member Currie pointed out a punctuation issue that should be double checked for the quotes.
V. BUDGET STATUS UPDATE
Dick Crockett reviewed the budget status for the project including the total amount of project funds,
funds spent, and funds remaining.
VI. CELEBRATION UPDATE
Chairman Olson stated that he contacted the elected officials for the area to invite them to the
celebration. He noted that once responses are finalized the Committee can determine who should
speak at the event. He noted that he has also reached out to determine possible bands that could
attend. He stated that tents will be setup and the Committee can also determine the Veteran that
speaks at the event.
Member Currie questioned if current representatives from the different branches of armed forces have
been invited. The Committee was unsure how to do that.
Member Schwartz stated that following the previous meeting he did reach out to relatives of those
listed and believed that there would be relatives in attendance at the celebration. He noted that some
of those individuals are older and would require close parking, perhaps assistance and assigned seating
for those individuals. He also believed that one person should be allowed to speak representing the
relatives.
Ms. Aarsvold stated that the Committee is going to attempt to have Boy Scouts present to pass out
programs and assist people in getting to their seats. She also noted that perhaps some golf carts could
be used to transport people.
Member Elliott stated that if relatives to those recognized on the memorial are coming in from out of
town, host families can be selected that would shuttle those people from the airport to their hotel and
from the hotel to the event.
Chairperson Olson stated that the next meeting for the Committee will be on February 27, 2015.
Member Currie stated that in the past there has been discussion on renaming the park as Veteran's
Memorial Park and questioned if that could occur before the celebration.
Ms. Aarsvold stated that is not possible. She noted that any renaming of the parks that may occur goes
through the Park Commission.
VII. ADJOURNMENT
Meeting adjourned at 8:33 a.m.