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HomeMy WebLinkAbout2015-04-14 Park Board PacketAGENDA CITY OF EDINA, MINNESOTA PARK BOARD MEETING COUNCIL CHAMBERS Tuesday, April 14, 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, March 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. Donations, Sponsorships and Advertising Policy B. Centennial Lakes Park Sculpture Donation C. Park System Strategic Planning — Draft Report VII. CORRESPONDENCE AND PETITIONS A. Council Updates B. Veteran's Memorial Committee, Feb. 27, 2015 Minutes VIII. CHAIR AND BOARD MEMBER COMMENTS IX. STAFF COMMENTS X11 : ►] 7�l►�il►� 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 April 14, 2015 7 p.m. 1. CALL TO ORDER Chair Gieseke called the meeting to order at 7:04 p.m. 11. ROLL CALL Answering roll call were Members Cella, Good, Strother, Jones, Gieseke, Segreto and Jacobson Member McCormick arrived at 7:11 p.m. Member Greene arrived at 7:29 p.m. Student Members: Chowdhury and Colwell Absent was Member Steel 111. APPROVAL OF MEETING AGENDA Member Segreto made a motion, seconded by Member Good, approving the meeting agenda. Ayes: Segreto, Strother, Gieseke, Good, Cella, Jacobson, Jones. Motion carried. IV. ADOPTION OF CONSENT AGENDA W.A. Approval of Minutes — Regular Park Board Meeting of Tuesday, March 10, 2015 • Member Segreto made a motion, seconded by Chair Gieseke, to make a change to the minutes on page four, third paragraph change "Member Segreto thought there would be an..." to "Member Segreto asked if there would be an ongoing management contract". Ayes: Segreto, Cella, Gieseke, Good, Jacobson, Jones, Strother. Motion carried. Member Strother made a motion, seconded by Member Jones, to adopt the Minutes of the March 10, 2015 Park Board minutes with the changes requested. Ayes: Segreto, Cella, Gieseke, Good, Jacobson, Jones, Strother. Motion carried. V. COMMUNITY COMMENT None VI. REPORTS/RECOMMENDATIONS VI.A. Donations, Sponsorships and Advertising Policy Ms. Kattreh went through the Donations, Sponsorships and Advertising Policy with the Park Board. VI.B. Centennial Lakes Park Sculpture Donation Tom Shirley, General Manager of Centennial Lakes Park, informed the Park Board of the donation. Nick Legeros showed his sculptures and gave the history to the Park Board. Member Segreto thanked Mr. Legeros and was pleased to see there were pedestals on the sculptures. She wondered if Mr. Legeros wanted the sculptures all together. Mr. Legeros replied they are spread apart in the park and the two children are actually on real stones and added they want these sculptures to be indestructible. He stated in regard to pedestals, every artist has to consider what type of pedestal the sculptures are going to be on, depending on the size. Member Segreto thought at some point they need some curatorial review so they do not end up having a sculpture park that looks like a hodgepodge. Michael Frey, General Manager of the Edina Art Center, stated Member Segreto brought up a good point and that they have been working on that because there is no uniformity to the pedestals in the parks. Member Segreto stated she was at an arboretum and all of the sculptures were so close together that it looked discordant and she would hate to have the Edina parks look like that. Mr. Frey agreed and commented spacing is an issue so they need to be mindful of that as well. Chair Gieseke asked if there is a security guideline, has there been any theft of sculptures in Edina and how are they fastened down. Mr. Frey stated there has been theft and damage done to sculptures. Member Strother asked about unintentional damage and asked if they were made to be touched and climbed on. Mr. Legeros stated he has done many pieces and these are durable enough to be climbed upon. He noted the measures they go to in order to protect the sculptures from damage. Chair Gieseke stated he would like to expand on that and wondered if safety to children has been considered as well. Mr. Legeros replied he hopes people will interact with the sculptures and he tries to design the sculptures so there are not any sharp areas or places on the sculptures that will hurt people. Mr. Frey stated it is a primary concern of the Edina Art Center. Member Good asked if these were considered unrestricted donations or will there be restrictions to the donations to which Ms. Kattreh replied they will be considered a restricted donation. Dick Crockett, Executive Director of the Edina Community Foundation, stated he was especially pleased to have this proposal come before the Park Board and City Council because it is within their mission to bring people together to serve, strengthen and celebrate the community and this is what it is all about. Member Jones thought the sculptures were lovely and really appreciated the opportunity to see them. She commented she was curious about the process because she knows they do not get sculptures frequently to look at because they are not involved in that and wondered if this was going to be a new process where they will start seeing donations. Ms. Kattreh thought that was a good question and stated it was a decision by staff to bring this forward to the Park Board because in this case they are changing the use of a part of the park. This part of the park was not originally designed or intended to be sculpture pads and staff felt it was very important they were not making the decision to change this use of the park. She noted staff wants the Park Board to be able to weigh in on it along with the City Council in making the final decision on the acceptance of the sculptures. Barbara La Valleur, Public Art Edina working group member, stated they had a presentation by Mr. Legeros and the Arts and Culture Commission endorsed this and felt it was a very fine and high quality display of sculptures. She stated she was personally thrilled with the sculptures. Member Cella asked for information on how that part of the park is now being used and what putting the sculptures there would curtail or change so it can actually be discussed. Mr. Shirley responded right now the northeast part of the park is a natural grass area with a passive use of the park. He did not think the sculptures will change the use of that area of the park and will add to that passive use that is there and feels it would be a great addition to that area. Ms. La Valleur stated she has been with public 2 art for years and the original intent for Centennial Lakes Park was to place public art in different areas, which are shown on the map. Member Segreto asked if anyone else is seeing these sculptures in the light of being a memorial because she struggles a little bit with that. Chair Gieseke stated it concerns him as well and also brought that up and wondered if they want three sculptures with the same theme. Member Segreto stated that is why she was thinking about spacing them apart so that it would not appear to be such a memorial. She thought they also need to be thoughtful about portraying their community and would hope the images would show the growing diversity of the community. Mr. Legeros pointed out the girl is of Korean descent and there was never really a desire to make this a memorial. This was supposed to honor the people and history of the airline so he tried not to focus on things that would typically go into a memorial. Chair Gieseke stated he wanted to get an idea of the percentage of artwork that will be in the park. Mr. Shirley replied there has been talk in the past and there has always been some thought about artwork throughout the park in different areas, but we have not identified those areas. Ms. La Valleur stated a lot of it comes down to funding and someone having an idea of a sculpture. She thought this process would probably take 20 years before they would see four or five sculptures in Centennial Lakes Park. Ms. Kattreh stated she did not think it would be difficult to find a dozen different nice places in the original part of the park for public art. Member Strother stated what is important to her is if they are putting sculptures into an already established park that the park not turn into a museum and that it is allowed to be interactive, which is what these sculptures are going to be. Member Jones stated that she would like to recognize that when someone is donating something as a memorial and is willing to fund art, she appreciates that it is not a representation of the person and does not feel like a memorial at all. Mr. Crockett stated he just wanted to make the point that over the period of 10 years, this has amounted to a pretty significant investment for the city and added they have acquired approximately $250,000 in sculptures. VI.C. Park System Strategic Planning — Draft Report Terry Minarik from Confluence went through the Strategic Plan Draft with the Park Board. Member Jones asked Mr. Minarik if he was going to be defining the difference of what makes a community park versus a neighborhood park. Mr. Minarik responded this is an executive summary within the body of the park classification and in a later chapter it defines a community park, a neighborhood park, an enterprise facility, etc. He noted there is also an in-depth definition of each of those parks in the system and a summary of what amenities they have. Member Jones asked if the Park Board will be seeing this again to which Mr. Minarik indicated they will. Mr. Minarik explained they are moving forward to present the next draft through a City Council work session. He asked if the committee would like to meet prior to that for an overview before this is actually presented to the council. Member Good asked in regards to the use of the classifications, did the team find the classification • process useful in helping them to determine or discern things or are they just classifications. Mr. Minarik responded it is very useful especially when they begin to break it down; it helps them to identify how much of the city is actually covered by the park system. { Member Cella stated regarding the acknowledgements, the Park Board is going to have to decide if it is going to be the Park Board members who were present when they started or when they end or will they include everyone because it is not going to be the same list. She also pointed out that Member Jones name is missing. Ms. Kattreh stated to be honest she did not review the list and she would be interested in how the Park Board felt about it. Member Good wondered why they had to have an acknowledgement page. Member Segreto indicated she felt the same way. Ms. Kattreh indicated she thought it was standard in every strategic plan she has seen; however, she is open to doing it either way. Chair Gieseke commented that it gives some accountability as to who was there during the process. Mr. Minarik pointed out that some communities are very adamant about having it. Chair Gieseke stated in his opinion they should include everyone from start to finish to which Ms. Kattreh agreed. Mr. Minarik reviewed the park system with the board. Member Jones was not sure if they settled on if they provide a wide variety of high quality and innovative parks and recreation programs and facilities. She wondered if they were going to keep the wording as high quality. Mr. Minarik thought they talked about excellence as noted. Mr. Minarik continued with his presentation. Member McCormick stated there is a lot of activity that happens in the back half of 2015 and she wondered how that gets approved and what the process looks like. Ms. Kattreh indicated they need to talk a lot about that time frame because she felt it was very aggressive. Member McCormick asked when this will go to the City Council to which Mr. Minarik replied the City Council will see it on May 6. Member McCormick thought that would give them enough time to work through this. Mr. Minarik continued reviewing the Strategic Plan with the board. Member McCormick asked if they have any trend information to which Mr. Minarik indicated they did. Member McCormick stated on page 44, the chart shows cross country skiing is down by nine percent. Mr. Minarik stated it is down nine percent nationally but up for Minnesota in general. Member McCormick thought they might want to make note of this so it is more specific. Member Jacobson asked if there was a place where they recommend what kind of new things Edina should be looking to add to the parks they do not already have. Mr. Minarik stated some of the recommendations coming forward come from the demographic and trend findings. He pointed out this is through the Level of Service section, where they talk about where Edina fits in. Member Cella stated she would like to see the whole trending section reformatted so they can look specifically at more state and local trends. Mr. Minarik responded they could definitely do that. Member Segreto asked if there was any part of this plan that Ms. Kattreh would like the Park Board to focus more on in terms of helping get staff a tool that would be useful to use. Ms. Kattreh stated that is a great question. She wants to make sure that when they get to the recommendations at the end that it has everything they want to see addressed in the parks system and that it is spelled out clearly in the report. The most important part of the plan to focus attention on is the Implementation Plan. Member Segreto stated she felt overwhelmed commenting on the whole document in general and decided to 4 focus in on the portions of the plan that are important to her such as 4. I, 4.2, and the natural areas, assuming the rest of the Park Board members are looking at the rest of the plan that is important to them. She asked if it would make sense that they break the plan apart so that they know the whole plan is getting attention rather than just a part of it because the document is overwhelming. Mr. Minarik stated he did not expect them to come back with all of their comments at this meeting. They knew it would take the board some time to review it and they would love it if the board looked at the recommendations and implementation process. Member McCormick thought that is a really good idea to break this down and have different board members look at different sections of the plan. Ms. Kattreh thought that was a great idea too. Member Good stated this is a great body of work but what he saw as he looked at comments was strategy. When he looks at strategy, it is about making choices and to some degree when he read the plan there is a list of everything. Without yet any guidance for them as a board, how do they say no to things and feel it is the right thing to do because they have made a decision that this is what they want to build. He felt it was missing some direction around what the strategic themes are. Mr. Minarik stated if they could begin to list those things that would be helpful and have all of the goals have priorities. Member Good stated if it's a needs to be done, that is a red flag and needs to be addressed but there are 14 different goals with items under them and he sensed it is a list of things they want to get accomplished but no direct path. Member Jacobson stated one thing she was trying to do was put on her tactical hat and use this as a document that would push her forward to have some kind of direction. Mr. Minarik thought there is currently a replacement plan within the system for some things that are out there. He stated this is a big checklist for them too. Member Jacobson thought there were some key things they were hoping to get such as a replacement plan in place and some kind of way to try to figure out if there is equity in the different parks. Mr. Minarik stated they have had discussions about making a plan for the park buildings, repairs and replacements and they are trying to figure out how to recommend a plan moving forward. Member Jacobson asked if they also go as high a level as helping the board figure out if they want mini or mega parks and how do they choose those parks. Mr. Minarik stated the other thing they found too was that they have general open space and they need to determine what to do with that space. Member Jacobson asked what in the plan guides them to make the discussions that the city needs them to make to which Mr. Minarik replied they are going to make those recommendations to the board. Mr. Minarik continued with his presentation. Member Jones stated when they are looking at the benchmark figures she thought it would be useful to see national trends. Mr. Minarik responded he will try to think of how they can incorporate that into the plan. Member Jones asked if there is a map of where there are playgrounds. Mr. Minarik recalled there is one but was not sure if it was in the document. Member McCormick stated she thought it would be helpful to have that in the document with the demographic information. Member Jones asked if they could include school playgrounds and Member Jacobson asked if school locations could also be included. Mr. Minarik continued with the review of the Strategic Plan. Member McCormick asked if they could show on the plan where the trails currently exist and where ® trails are proposed to which Mr. Minarik responded they could show that. Member McCormick stated if they have data that shows where they are missing trails that would be helpful. Mr. Minarik stated they could change the color to show the different types of trails. Ms. Kattreh thought that might be helpful and they could show in a different color what is a designated trail and what is a sidewalk or on -street shared bike trail. Ms. Kattreh informed the Park Board that she recently had a really good meeting with Ms. Faus, Mr. Minarik and Mark Nolan from the Engineering Department. She indicated that conversation alone sparked so many ideas and so many comments. She noted it is really going to help them move forward with the Engineering Department as they are preparing sidewalk and road construction plans as well as figuring out the timing and how some of the sidewalk and trails can be incorporated into this larger plan. Member Good asked what is the rank priority based on to which Mr. Minarik replied it is based on the level of service analysis and the benchmarking. Member Cella asked Mr. Minarik to tell them a little about the Senior Center because that comes up really high. She indicated she did not see any verbiage what is needed beyond what they already have. Mr. Minarik stated what came up was through the focus groups, people came forward and said the Senior Center was not necessarily used the way it could be used because the space is actually bigger than what they are using it for. He stated another thing that came up was the fact that the name of the Senior Center should be changed to a more community center or multi -generational facility. The board discussed how they can improve the programming for the Senior Center. Mr. Minarik continued with the presentation. • Member Good thought in the program area of the report they could have some real support in having a fit to mission so they know why they are developing the program. Mr. Minarik stated one of the things they talked about is the city is more in the job of introducing things to people then once they become proficient in them then they go to the specialists. Member Good stated there seems to be a thread going through here about wanting the city to stay involved and help to manage the other programs. Mr. Minarik agreed. Member Jones asked if there was a way to find out if the people using the facilities are residents. Mr. Minarik thought it can be tracked by registration. Ms. Kattreh indicated it could. Member Jones asked if that could be put into the report to which Mr. Minarik thought it could. Ms. Kattreh noted 95% of the program users are residents. Member Jacobson stated as she looked at the list of operational costs and funding opportunities, one thing she did not see on the list is facility rentals and they have talked in the past about being able to rent out rooms in the Senior Center or wherever there is room. Mr. Minarik asked if this is something they currently take advantage of. Ms. Kattreh indicated it was and is a big revenue source for them. Member Good stated he read both the vision and mission statement and they seemed similar to him. He wondered what their vision is as a group. Mr. Minarik stated this is a placeholder and they are working on the vision statement, and it will be added to the document. Chair Gieseke asked how they can make sure this is implementable and actionable. Ms. Kattreh explained they want to make sure the implementation pages are clear and accurate and follow the direction that staff, Park Board, and City Council see for the city. She wants this to be a document that informs but also drives the work that the Park Board and staff have going forward for the next 10 years. 0 Mr. Minarik thought that the thing they can do is clarify the priorities and strategies that are most achievable and show early success. Student Member Chowdhury stated this might be redundant but this document has gone through many surveys in terms of what specific demographic is more inclined to do a specific activity and he thought this was important in considering when they take action to renovate something that they are not doing it without recognizing if people will use it and not just renovate it to use up funds. Student Member Colwell stated he liked Member Good's comment regarding the vision and the discrepancy between the vision and the mission statement. The mission statement should be more of a description of what they do as a community and a Park Board whereas the vision is what they hope to achieve from what they do as a community. Staff reviewed with the Park Board the timeline for the Park System Strategic Planning. Member Segreto indicated she would look at sections 4.1 and 4.2. Member Jones stated she would look at section 4.3. Member Strother indicated she would look at section 4.5 and Member McCormick indicated she would look at section 4.6. VII. CORRESPONDENCE AND PETITIONS VII.A. Council Updates No discussion. VII.B. Veteran's Memorial Committee No discussion. Vlll. CHAIR AND BOARD MEMBER COMMENTS Member Gieseke stated later in the summer they would like to have an offsite retreat type of meeting to discuss items and get to know each other better. Member Greene stated the Edina Soccer Club is going to donate a $50,000 floor that will go inside the new outdoor hockey rink during the summer months and will be utilized to play futsal, which is a form of soccer. It will allow for outdoor use of futsal and they will be able to get 5,000 hours of kids playing in a covered area. IX. STAFF COMMENTS Ms. Kattreh went through her list of staff comments. Ms. Susan Faus gave an update on the Veteran's Memorial Project. x ADJOURNMENT Chair Gieseke made a motion, seconded by Member Greene, to adjourn the meeting at 9:14 p.m. Ayes: Members Cella, Jones, Gieseke, Jacobson, McCormick, Segreto, Greene, Good, Strother Motion carried. Meeting adjourned at 9:14 p.m. 7 To: Park Board From: Ann Kattreh Parks & Recreation Director Date: April 14, 2015 Subject: Donations, Sponsorships and Advertising Policy Action Requested: None. Information only. a e • I,C-OHPOVLNII ` • 1886 Agenda Item #: VI.A. Action ❑ Discussion ❑ Information ❑x Information / Background: A revised Donations, Sponsorships and Advertising Policy was prepared by city staff based on the concepts identified by a Park Board working group, City Council feedback at three work sessions, and staff • recommendations. This policy was prepared by Assistant City Manager Karen Kurt and was approved by the City Council on Nov. 18, 2014. The previous policy was approved on June 5, 1995. This is provided as "information only" as staff thought it was pertinent considering a potential donation of sculptures at Centennial Lakes Park is also on the Park Board agenda. Attachment: Donations, Sponsorships and Advertising Policy City of Edina • 4801 W. 501h St. • Edina, MN 55424 I. General Statement DONATIONS, SPONSORSHIPS AND ADVERTISING POLICY This policy is intended to apply uniform criteria and guidelines for donations, sponsorships and advertising across City departments and functions. The objectives of the policy are to: • Establish and guide relationships with donors, sponsors and advertising organizations who share the City's commitment to provide a high-quality civic environment; • To enrich our community by responsibly and efficiently managing such activities; and • To generate revenue to fund new and existing facilities, projects, programs and activities for the benefit of the City and its residents. 2. Donations Introduction The City of Edina encourages and welcomes donations from civic groups, organizations, individuals, businesses or churches for a variety of community programs, projects or events. The City appreciates the generosity of donors who wish to make Edina a better community for all. Types of Donations Donations are defined as a monetary (cash) contribution, financial securities, real or personal property the City has accepted and for which the donor has received no compensation, goods or services in return. Donations may be restricted or unrestricted. Donations fall into three categories: Restricted donations are given for a specified purpose or with conditions attached. Restricted donations require a written agreement be accepted by the City Council. The written agreement should outline responsibility for purchasing, installation, repair and replacement costs. Unless the written agreement provides for long-term repair and replacement costs, the City has the right to remove, relocate or dispose of a donation when it has been vandalized, damaged or reached the end of its useful life. The City also reserves the right to relocate a donation when its current location interferes with site safety, maintenance, facility use, aesthetics or construction activities. Unrestricted donations do not have a condition specified for use or recognition. Donated items are assumed to be unrestricted unless a written agreement to restrict the donation is accepted by the City Council. Donation programs are documented programs, typically created by City departments, for donations. Examples could include programs for purchasing brick pavers, park benches or trees; or large capital campaigns for projects such as the Hornet's Nest and Veterans Memorial. The written program should cover the key elements of a written agreement for restricted gifts, including how donors will be recognized and what happens when the item is damaged or reaches the end of its life span. When an approved program exists, gifts will be treated as unrestricted donations under the Donation Acceptance Process. Donations programs will be reviewed and approved by the City Council. In the case of capital campaigns for large projects, the City will not contract for services or purchase materials until 100% of the donation goal has been met unless earlier action is approved by the City Council. Adopted Edina City Council November 18, 2014 Page I I • • Donation Acceptance Criteria Minnesota State Statute 465.03 requires the City Council to formally approve gifts to the City. As a result, donations do not become the property of the City until accepted by the City Council. Donations also involve considerations of aesthetics, compatibility and cost. City leadership will evaluate donations for acceptance by the City Council based on the following criteria: • The item is made of durable, high-quality materials and/or in good condition and there is an appropriate and safe place for location. The items should be free of inherent hazards or other characteristics that could potentially cause harm or injury. • The donation doesn't conflict with future site plans, including improvements, renovations, conversions or potential changes in use. Donated items must complement the character of the specific site or facility with respect to scale, materials, subject and style in relation to the physical site, its uses and its users. • The donation doesn't include commercial advertising or solicitation. Corporate donations are encouraged, but will not constitute an endorsement of the organization, product or service by the City. Donation Acceptance Process City staff will evaluate all donations for approval by the City Council. If staff recommends approval of an unrestricted donation, he or she will forward the item to the City Clerk for inclusion on a resolution accepting donations for Council approval. If staff recommends approval of a restricted donation, a separate report and recommendation will be prepared for Council that includes the written agreement for the donation. Donations given through a donation program do not typically require staff approval. These donations will also be forwarded to the City Clerk for inclusion on a resolution accepting donations for Council approval. Recognition Recognition of unrestricted donations will follow the standards outlined below: Up to $500 • Letter of appreciation from Department $500 to $4,999 • Letter of appreciation from Mayor • Donation listed in annual About Town report $5,000 to $24,999 (Bronze) • Letter of appreciation from Mayor • Donation listed in annual About Town Report • Listed as bronze sponsor on publicly displayed board at City Hall or appropriate City facility $25,000 to $49,999 (Silver) . Letter of appreciation from Mayor • Donation listed in annual About Town Report • Listed as silver sponsor on publicly displayed donor board at City Hall or appropriate City facility • Engraved plaque of appreciation presented by Mayor, City Manager or other City official at an appropriate event (ribbon -cutting ceremony, facility or event opening, or City Council meeting) $50,000-$99,999 (Gold) • Letter of appreciation from Mayor • Donation listed in annual About Town Report • Listed as gold sponsor on publicly displayed donor board at City Hall or appropriate City facility • Engraved plaque of appreciation presented by Mayor, City Manager or other City official at an appropriate event (ribbon -cutting ceremony, facility or event opening, or City Council meeting) $100,000 or more (Platinum) . Letter of appreciation from Mayor Adopted Edina City Council November 18, 2014 Page 12 • Donation listed in annual About Town Report • Listed as platinum sponsor on publicly displayed donor board at City Hall or appropriate City facility • Engraved plaque of appreciation presented by Mayor, City Manager or other City official at an appropriate event (ribbon -cutting ceremony, facility or event opening, or City Council meeting) Recognition of restricted donations or donations through a donation program should generally follow the principles summarized in the table above. In some cases, a physical plaque at the site or similar item may be warranted to recognize the donation. Provisions for physical recognition should be covered in the written agreement for a restricted donation or in the donation program guidelines. Physical recognition should generally be discreet in nature, uniformly applied and consistent with City branding standards. Edina Community Foundation This policy also applies to donations (grants) from the Edina Community Foundation. Most donations can be made directly to the City. However, the Edina Community Foundation can be an important partner when soliciting donations. Partnership opportunities include those times when: • Large-scale fundraising is necessary, • Donations are being collected at an event hosted by an outside party to support a community goal, and/or • Donors wish to remain anonymous. Both the Foundation and donor (if applicable) will be recognized unless the donor requests to remain anonymous. 3. Sponsorships and Advertising Definitions A sponsorship is payment to support an event, program or facility with the expectation that the sponsor will be publicly acknowledged for their contribution. To qualify for a tax deduction under IRS rules, sponsors can only be acknowledged by mentioning or displaying the following: company name, company logo, slogan, product lines or value -neutral descriptions of a sponsor's goods or services, and contact information (address, phone number and web address). It is also permissible to distribute or display a sponsor's products to the general public at the sponsored activity or event. An advertisement is payment for the opportunity to market products or services through a City communication platform, program or event. Advertisements include a call to purchase, sell or use the advertiser's products or services. Advertisements may also include coupons, endorsements, pricing or indications of savings or value, or comparisons to competitors. Fees for advertisements are set by Communications & Technology Services Department. Guidelines The City of Edina will not accept sponsorships or advertisements in the following cases: • The organization's product or service conflicts with a City's policy or goal. For example, the City does not accept sponsorships or advertisements from organizations promoting tobacco use or gambling. • The organization's product or service competes with a City enterprise facility. • The sponsorship or advertisement supersedes or interferes with the primary objective of a program or service provided by the City of Edina. • The sponsorship or advertisement interferes with the City's political neutrality. • The sponsorship or advertisement supersedes or interferes with the aesthetic quality of public lands and facilities. Adopted Edina City Council November 18, 2014 Page 13 The City Manager or his or her delegate will determine the appropriateness of advertising and sponsorship requests. Generally, advertising will not be considered for City fixed assets (e.g. buildings, signs and equipment) with the exception of enterprise facilities. Advertising may be considered on fixed • assets at enterprise facilities, which are expected to generate enough revenue to substantially cover operating expenses, as long as the criteria above are met. • • Edina Liquor may advertise on fixed assets at enterprise facilities, but only to recognize the role Edina Liquor plays in funding City programs or facilities and not to promote product use. Sponsorship Benefits Sponsorships are payments to support a specific event or program(s) that have defined dates and venues. Sponsorship benefits are summarized in the table below. It is important to note that some benefits will not apply to all events. Additional sponsorship benefits - unique to the facility or program - may be approved by the City Manager, or his or her delegate, as long as the value is commensurate with the benefits outlined on the schedule above. Adopted Edina City Council November 18, 2014 Page 14 Up to $500 • Letter of appreciation from department • Sponsor's name on event website or page • Sponsor's name on event program $500-$999 Benefits listed above, plus: • Verbal recognition of sponsorship at event $1,000-$2,499 Benefits listed above, plus: • Sponsor allowed to place a reasonably sized temporary sign or banner at the event • Posters, ads or similar marketing materials include the logos of the sponsors • Free tickets (2 tickets for every $1,000 given) $2,500-$4,999 Benefits listed above, plus: • Sponsor allowed to have table or some other presence at event • Sponsor may purchase one deeply discounted ad in About Town or Parks & Recreation Activities Directory or commercial to run during Movies in the Park for every $2,500 given. $5,000 and $9,999 Benefits listed above, plus: • Sponsor given opportunity to speak at the event for up to two minutes • Sponsor is recognized as a "presenting sponsor" in press release • Sponsor is recognized as a "presenting sponsor" in marketing materials and advertisements. $10,000 and above Benefits listed above, plus possible additional items negotiated as part of an agreement. Additional sponsorship benefits - unique to the facility or program - may be approved by the City Manager, or his or her delegate, as long as the value is commensurate with the benefits outlined on the schedule above. Adopted Edina City Council November 18, 2014 Page 14 To: Park Board From: Susan Faus Parks & Recreation Assistant Director Date: April 14, 2015 Subject: Centennial Lakes Park Sculpture Donation Action Requested: Review and comment Agenda Item #: VI.B. Action ❑ Discussion x❑ Information ❑ Information / Background: The Edina Community Foundation, through a gift from former Northwest Airlines employees, would like to donate three life-sized bronze sculptures to the City of Edina. These sculptures would be installed along the lower walkway in the northeast part of Centennial Lakes Park. These sculptures would be created and installed by Edina artist Nick Legeros. All three pieces would have an aviation theme to honor Northwest Airlines employees and former CEO Donald Nyrop, a longtime Edina resident. The sculpture project includes life-sized bronze figures of a young girl and boy holding model airplanes, as well as a family including a father, mother, boy and girl as they exit what appears to be an airplane door frame. The base has a slight relief of the flight patterns of former NWA routes on a map. The donation of this artwork is endorsed by the Edina Public Art. The sculptures are all appropriate for the public park environment with minimal maintenance required. Included in the project is the plan to provide the park with periodic work crews, under the direction of Tom Shirley, General Manager of Centennial Lakes Park, to help in the maintenance and beautification of the area around the sculptures. The value of the three pieces is $135,000; this includes the sculptures and installation. The sculptures would be scheduled for installation in the summer of 2015. Staff fully support the location of the sculptures in the park and believe that this project will greatly enhance the overall appearance of the park. The donation will be presented to City Council for approval at the May 6 meeting. Attachments: Diagrams of the sculptures Picture of location in the park City of Edina • 4801 W. 501h St. • Edina, MN 55424 l r C � r 1 •� �,i � � � ��r P 13of . • - .. _ �, %•rah < �.^Sy.�"rJ i � a Npk ,,.�+., + ! fiat-•2,,�., 'r �r�`�f� r4 �1 �,/ �c.['r3a� IV Wd 1'"k...e4._.,._. t ,x�rr ✓4 rr /s'1��1'�lr //{'+ ►yj�+^W„ r.' olv �r �dsl F t I�/ ,. ;FAN 1 =% 1�, !` Ii/ �� l Ap/f�t�.F• A� /^'i�sa7% I�,;�cRir"...sf J � vt.?r �: fJc ''. .:: '�' ; uf/ ✓ rb` F � `}- ,9; a .� ..1.,>;i�f: DN � p'' !r(s ♦ \ K 4 ,\ t+�t„) , t i ♦,rte ^� ''",�• �. • - � � �� J✓� .tom iC � }Z � � , 1, � 11� ?'�� - a 1i z�tii aye : �•' ,1 � a �.A i t 1 a�`f. s t , s 49� tSty `•'P. �• .' .,.�1y ' { 1��'+tq�j.�'/y�, • �{''�'tj'. �r �}Ay �yj��1,," 7,,k ! t4r�' itT"" %='l 3 • t '�jrr I i� }1�'�ifr { x 1 4 a�`f. s t , s 49� tSty `•'P. �• .' .,.�1y ' { 1��'+tq�j.�'/y�, • �{''�'tj'. �r �}Ay �yj��1,," 7,,k ! t4r�' itT"" %='l E It To: Park Board From: Ann Kattreh Parks & Recreation Director Date: April 14, 2015 Subject: Park Strategic Plan Draft Review Action Requested: Provide review and comment on the Strategic Plan draft report. A, v � • ,,��nRPOREAY'O • i £3 Pil Agenda Item #: VI.C. Action ❑ Discussion Z Information Z Information / Background: Terry Minarik from Confluence will present the Draft Edina Park Recreation and Trails Strategic Plan. The presentation will walk through the draft of the Edina Park Recreation and Trails Strategic Plan and highlight the layout, content of each chapter and show examples of the information gathered that is contained within • the document. Mr. Minarik will then lead a discussion to get feedback on members' initial thoughts and comments on the Strategic Plan based on the review and presentation. These comments will be discussed and recorded as potential edits to the Strategic Plan. Attachments: DRAFT Edina Parks Recreation and Trails Strategic Plan City of Edina • 4801 W. 50th St. • Edina, MN 55424 d raf City of Edina IN 19 PARK RECREATION AND TRAILS STRATEGIC PLAN DRAFT April 8, 2015 A C K N 0 W L E D G LO CITY COUNCIL Mary Brindle James Hovland - Mayor Kevin Staunton Bob Stewart Ann Swenson PARK BOARD Dan Gieseke - Chair Brenda McCormick - Vice Chair Cathy Cella David Deeds Tom Downing Gerry Greene Susan Jacobson Brenda McCormick Louise Segreto Keeya Steel Sarah Good - Student Member Julie Johnson - Student Member PARK DEPARTMENT Ann Kattreh - Director Susan Faus - Asst. Director Eric Boettcher - Recreation Supervisor Amanda Holle - Recreation Supervisor Donna Tilsner - Recreation Supervisor Seniors Patty McGrath - General Manager - Edinborough Park & Aquatic Center Tom Shirley - General Manager - Centennial Lakes Joseph Abood - General Manager - Braemar Golf Susie Miller - General Manager - Braemar Arena Michael Frey - General Manager - Edina Art Center COMMUNITY STAKEHOLDERS A number of key stakeholders from the Community have provided invaluable input into the creation of this Strategic Plan including: School/ Community Ed. Groups Athletic Associations Arts and Culture Top 10 Business Organizations Environmental Groups Neighborhood Groups Agency Commissions 2 1 CITY OF EDINA Civic Groups City Staff Park Maintenance Staff T4R1 F (1F (`.(1nITFnIT.q d raft Acknowledgements 2 Table of Contents 3 1.0 Introduction & Executive Summary 5 2.0 Community Needs Assessment 19 3.0 Community profile 25 4.0 Park System Classifications And Assessments 63 4.1 natural and water resources 63 4.2 park, open space, and trails 85 4.3 facilities and buildings 113 4.4 branding, signage, and wayfinding 127 4.5 program assessments 143 4.6 operational and financial management 175 5.0 Vision, Goals, and Strategies 191 6.0 Conclusion 203 APPENDIX A - Implementation Plan 205 APPENDIX B - Park Assessments 233 mini parks 237 neighborhood parks 259 community parks 289 special use parks 313 APPENDIX C - Enterprise Facilities Assessments 347 APPENDIX D - Operations and Finance Templates 367 PARKS RECREATION & TRAILS STRATEGIC MASTER PLAN 1 3 d rafl d raf 1 n INTRODUCTION & EXECUTIVE SUMMARY 1611=.1MME0111, The City of Edina operates one of the most well-regarded parks and recreation systems in the metropolitan Twin Cities. This system, along with numerous programs and collaborations with local youth sports associations, greatly contribute to the quality of life in the City of Edina. In order to maintain the high quality of life, and adapt to changing populations and parks system needs, the City of Edina is developing a comprehensive Park, Recreation, and Trails System Strategic Plan to provide a clear vision for Edina's park system, and guide decision making for the next 20 years. This plan will include both short-term and long- term recommendations regarding the development and redevelopment of parks, trails, and recreational opportunities, as well as potential funding strategies. PARK RECREATION & TRAILS STRATEGIC MASTER PLAN 1 5 EXECUTIVE SUMMARY PURPOSE OF THE PLAN The Purpose of the Park System Strategic Plan is to: d raf • Establish clear and realistic goals, objectives, and implementation strategies that can guide Edina's decision making for the next 20 years • Provide system -wide recommendations which incorporate any detailed studies completed to date as well as ongoing planning and design initiatives • Provide a strategy to preserve and maintain open space and significant natural resources in Edina • Evaluate current facilities and programs to determine if the recreation and leisure needs of Edina's citizens are being adequately met • Identify and evaluate potential cooperative local community, non-profit, and private sector ventures that can aid in meeting recreation needs • Assist the community in establishing a vision for the future of their park and recreation system • Provide a user-friendly roadmap to guide the implementation of the community's vision for a sustainable 21 st century Parks and Recreation system The plan is not intended to deal comprehensively with every aspect of the Parks and Recreation Department, but instead focuses on gaps in service and key areas of development including parks, open spaces, and trails, recreation facilities, recreation programs, and finance and management. WHY THE PLAN IS IMPORTANT It is clear from the community input that Edina has a well -loved park and recreation system, including 40 parks covering more than 1,550 acres, 8 miles of scenic pathways, 10 high quality recreation facilities, collaborations with 14 different local youth sports associations, and many year-round programs for people with disabilities. Edina's parks and recreation programs play a significant role in making the City such an attractive place to live, work, and play. While Edina's park and recreation system is well loved by the community, there are opportunities to reevaluate the system and facilities and update goals and strategies to allow the park system to build on it's high quality system to create one of the best park systems in the state. Responding to aging populations, changing community needs and desires, and creating a more sustainable system, environmentally and financially, are a few challenges that must be addressed. The Strategic Plan will offer a vision for how the Parks Department can meet these challenges, and build on a proud history of high quality parks. The Strategic Plan will assist EPRD in identifying issues within the system, will offer goals, strategies, and implementation tools that will assist with the myriad decisions required to achieve this vision. 6 1 CITY OF EDINA PROJECT PROCESS The foundation of the Strategic Plan was the compilation of a number of different public input sessions, stakeholder input, staff and city official insight, and consultant experience and expertise. It was important to engage community members who enjoy participating in the planning process and encourage participation among those members that typically do not contribute. 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. The information received from these community input processes was applied to the overall planning process and was combined with the expertise of the consultant team, benchmarking data, standards from the National Recreation and parks Association and best practices from other communities. This is critical when accurately articulating the true unmet needs, addressing key issues, providing recommendations for change, and strategizing to move the Department forward for optimum results. Some of the key public input received included: The Community Values Model TM was modified to provide the foundations of the Edina Parks Recreation and Trails Strategic Plan. The Community Values Model TM is an innovative process to utilize comprehensive public input and insight in a meaningful way. Input, guidance, and values from key community leaders, stakeholders, and the general public are used to create overall guiding principles and values of the community related to the delivery of parks, recreation facilities, and program services. The model is then used as the basis for developing or reaffirming the vision, mission, and goals for the strategic plan. The strategic objectives address unique areas of parks and recreation planning that guide the plan. CHALLENGES AND OPPORTUNITIES Throughout the planning process, community members continually voiced their support for the value and benefits of Edina's quality park system. Despite the existing quality of the Parks System there are numerous challenges to address in the short and long term. Shrinking resources, growing demand, and an aging population are a few of the issues that will continue to challenge the parks and recreation services in Edina. A powerful vision, innovative strategic plan, and strong leadership will allow the Department to address issues and strengthen the environmental and financial sustainability of the park system, while meeting the community's changing needs. A changing community has changing needs. We view the following topics as issues that need to be addressed in the Strategic Plan over the short and long term. PARKS RECREATION & TRAILS STRATEGIC MASTER PLAN 1 7 EXECUTIVE SUMMARY 8 1 CITY OF EDINA d raf CHANGING COMMUNITY, CHANGING NEEDS Active aging Edina has a growing population over the age of 55. In 2014 nearly 35% of the population is above age 55 and that number is projected to be approximately 45%. Many individuals in an aging population are seeking changes in lifestyle to reflect their lack of child-care responsibilities, reduced work loads, and expanded recreation, educational, and cultural interests. Baby boomers are aging more actively than previous generations with more focus on continuing to participate in social, cultural, spiritual, and civic activities. Edina will need to provide opportunities for civic participation, active and passive recreation, and social interaction. Active youth Edina remains a strong community for attracting families with their focus on quality education and youth support. Providing opportunities to engage youth in a variety of activities is important for teaching them the tools to create a life-long healthy and active lifestyles. Teaching healthy habits and developing self esteem in the community's youth are important functions that the park and recreation system can provide in collaboration with other community organizations including schools, sports associations, non -profits, and other youth focused groups. While current sports associations are excellent at teaching important active lifestyle lessons, diversifying the activities and supporting a broader range of interests will attract and serve more youth. Accessibility for all Active lifestyles, independent lives, and community involvement should be made available to all residents. Parks and recreation facilities are required to do so by law, and the parks department will continue to update and adapt infrastructure to provide inclusive, accessible facilities for residents with various abilities. Providing these opportunities builds more independent individuals that can contribute positively to the community, and allows other lower mobility residents to utilize these same facilities. Health conscious & active living The national obesity trend has slowed as the general public becomes more educated and is engaging in active lifestyles in all age groups. Health insurance providers and health care workers are actively educating the public in benefits of active lifestyles, and health and recreation centers are seeing increased memberships and use. As a result, the general public is demanding facilities and programs that support healthier lifestyles, in a variety of means. Walking, running, and biking are becoming more popular as recreation activities and methods of transportation, and require necessary infrastructure to support. Supporting these individuals is a key function of parks and recreation in building a healthier community. Streets, sidewalks, and trails throughout the city also support health and wellness and the parks department should collaborate with other programs existing in the city that address this need. Nature deficit Reduced access to natural areas, increased use of technology, and highly scheduled lives has created a lifestyle for many children that doesn't allow them the opportunity to engage with the natural world in any meaningful way. The mental health benefits from exposure to natural areas can help reduce depression, anxiety, and other mental and learning disorders related to attention deficit disorder. Natural areas, passive trails and open spaces, nature based play areas, and general roaming through natural areas, with unstructured imaginative play has a huge impact on physical and mental health and development. These areas are an important component of a high quality park system. Environmental awareness The general public's increased awareness of environmental issues in Minnesota, surrounding clean water, air, and energy efficiency has put increased demands on parks departments to provide more quality natural resources and areas. People associate the natural world with healthy environments and view the parks department as stewards of the natural environment in their city. Additionally, the parks department has an opportunity to foster sustainability throughout the community by providing leadership in advancing environmentally sensitive practices. Sustainable building, native landscapes, sustainable stormwater management, and energy efficiency are all commonly understood aspects of sustainability that are directly impacted by parks and facilities. PARKS RECREATION & TRAILS STRATEGIC MASTER PLAN 1 9 EXECUTIVE SUMMARY M 0 10 1 CITY OF EDINA d raf CHANGING COMMUNITY, CHANGING NEEDS Climate change Recent climate trends, and future forecasts will impact parks facilities with increased storm intensities, longer periods of drought between storms, higher temperatures (summer and winter), decreased snow cover,impacts to traditional vegetation, and increased threats from insects and invasive species. These changes will have significant impacts on the park systems ability to provide key services throughout the seasons, protect park user's during and after storms, and support quality turf grass required for active field play. Storm damage will likely increase and these issues can create additional pressures for City and Park system budgets and resources. Climate change also brings opportunities for longer growing seasons and longer periods of use for certain park uses. Financial challenges Increased costs in areas like health care, energy, and construction are occurring at a time when reduced financial from State and local taxes has placed parks lower in priority than many other public services. Many parks have aging infrastructure that will need to be evaluated and selectively reinvested in to maintain levels of service expectations. Funding reductions for maintenance and operations can have a significant impact on the health and usability of the park system. New revenue opportunities will need to be explored for maintenance and capitol improvements. Partnerships, volunteers, donations, and other sources will need to be identified as funding inputs, as well as communicating the value of parks and recreation to the general community. Time and technology Technology is continually integrated into our daily lives, and time pressures are increasing. While technology can help address some time pressures, it can also exacerbate the issues of time management and scheduling in our daily lives. Because of the pressures on time, people are seeking activities and infrastructure that are in close proximity, allow unstructured participation that meets their schedules, and allows them to engage with their family, friends, and community. This will require a flexible park system with facilities and programs that allow families and individuals with options that fit their needs. Additionally, technology can be embraced by the parks department for communication, marketing, increasing administrative efficiency, as well as creating entirely new activities (e.g. geocaching). However, care should be taken to provide areas of the park system that allow the community to escape from technology, if so desired. COMMUNITY NEEDS ASSESSMENT A comprehensive public input process was used to identify community needs and goals. Surveys, questionaires, and public forums, along with staff input helped identify and prioritize amenities, development, policies and programs that the community would like to see within the park system: • Complete a multi -use trail system that improves access and connectivity to the parks, recreational facilities, commercial centers and public transportation system, and serve as a catalyst for healthy lifestyles. • Develop a recreation and community center. • Develop a community arts and performance facility. • Improve the marketing strategies to better inform a the general public about the park system and what it has to offer. • Improve and maintain existing parks, facilities, and amenities when possible versus building new ones. • Improve community wayfinding and signage for the parks system. • Increase the amount of passive recreational opportunities available to . residents in the parks system to increase flexibility of use in the space provided. • The Department should strive to be all-inclusive by providing equity in the parks system facilities and flexible to accomodate a changing demographic. • There are ample opportunities community partnerships and to strengthen existing relationships. The Department should continue to seek out partners in development, operations and marketing by working with outside organizations/agencies, developers and companies to enhance capabilities of delivering services. • The Department should continue to serve as an effective facilitator, unifying and coordinating the various sports clubs and youth sports organizations. • The Department would benefit from a city wide natural resource inventory, identifying the natural systems within the city and the associated opportunities, maintenance requirements, resources management, planning, conservation/ preservation, park design, compliance tracking, and regulatory requirements. • The Department should prioritize what needs to be bought, what to fix, and where to put things, as well identify 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 to eliminate overlap with other community programs available. PARKS RECREATION & TRAILS STRATEGIC MASTER PLAN 1 11 EXECUTIVE SUMMARY 12 1 CITY OF EDINA PARKS CLASSIFICATIONS It is important to classify the types of parks in Edina to understand what functions and facilities existing parks are providing vs. what they should be providing as referenced from the National Recreation and Park Association (NRPA). These classifications are based on NRPA definitions, staff and consultant analysis, and field visits. Defining park classifications helps establish a standard for level of service to the residents and future recommendations on facility development or improvement. The following parks were grouped and categorized to assist in planning efforts, level of service expectation, as well as future planning efforts (e.g. facilities standards, maintenance needs, etc.): ENTERPRISE FACILITIES Braemar Braemar Golf Course Braemar Arena Braemar Field Centennial Lakes Edinborough Rosland Edina Aquatic Center Edina Art Center Senior Center (follow up with Ann about how we are wanting to classify this) SPECIAL USE PARKS Arneson Acres Braemar Bredesen Edina Promenade Frank Tupa Park Nine Mile Creek Trail Van Valkenburg Yorktown COMMUNITY PARKS Creek Valley Fred Richards Garden Park Highlands Lewis Pamela Todd Van Valkenburg Walnut Ridge NEIGHBORHOOD PARKS Alden Arden Cornelia School Countryside Normandale Strachauer Utley Weber Wooddale MINI PARKS Birchcrest Browndale Chowen Fox Meadow Heights Lake Edina McGuire Melody Lake Robert J. Kojetin Sherwood St. John's Tingdale Williams York NJ NJ , PARK SYSTEMS ASSESSMENTS The following systems were assessed by staff and the consultant team to identify issues and provide recommendations and strategies to maximize the function of these systems. Key findings and analysis is summarized in the document and detailed assessments are found in the Appendices for some of the systems. The consultant team feels that these key systems are crucial to maintaining and improving the efficiency and quality of the facilities and services offered by EPRD. These key park systems assessments can be found in Chapter 4 and the Appendices: 1. Natural and Water Resources 2. Parks, Open Spaces and Trails 3. Facilities and Buildings 4. Programs and Programming 5. Operations and Management 6. Branding, Signage, and Wayfinding PARKS ASSESSMENT KEY RECOMMENDATIONS Some of the key recommendations of the park system assessments include: Update PARKS RECREATION & TRAILS STRATEGIC MASTER PLAN 1 13 EXECUTIVE SUMMARY GUIDING STATEMENTS d raf In developing a master plan it is important to build upon the mission statement for the Department to guide its efforts for the future. The mission statement will be connected to the work of the Department through the Guiding Principles, Goals, Strategies, and Tactics found in the document and Appendices. The following Guiding Principles have been developed for the Strategic Plan: MISSION STATEMENT We create parks, facilities, and programs to faster a healthy inclusive community. We accomplish this through creative leadership, collaborations, environmentally sustainable practices, and the responsible use of available resources. —from website GUIDING PRINCIPLES Along with the Vision and Mission statements, there are 6 Guiding Principles that will identify how the organization will go about it's work. • Promote community health and wellness by engaging all residents in our parks and programming. • Provide a wide variety of high quality and innovative parks and recreation services to meet the needs of the community. • Develop creative funding opportunities and programming partnerships to ensure quality facilities, programs, and financial stewardship for future generartions. • Advance environmental stewardship and conservation to preserve and protect natural resources and build more sustainable parks. • Connect residents to park facilities and their programs. • Promote social equity and engagement within the parks system and its programs. 14 1 CITY OF EDINA COMMUNITY VISION AND GOALS SUMMARY FOR KEY DEVELOPMENT AREAS The following vision and goals were developed for 5 key development areas that will guide how EPRD continues to create a parks and recreation system that is the best in the State. The document contains general strategies for achieving each goal, and Appendix A includes implementation tactics for advancing the strategies: COMMUNITY VISION AND GOALS FOR NATURAL RESOURCES AND SUSTAINABLE PARKS Vision Protect and restore our valuable natural resources and maximize the ecosystem services that parks provide to the community. Goals 1. Protect, enhance and restore the city's natural resources and natural areas. 2. Create more resilient and sustainable parks, facilities, and landscapes. 3. Protect and restore Edina's water resources. COMMUNITY VISION AND GOALS FOR PARKS, OPEN SPACES, AND TRAILS Vision Ensure parks are a source of community pride by providing a balance of active and passive spaces that are well connected and reflect high quality design principles and maintenance standards; that allow all residents to engage in healthy activities. Goals 4. Promote connections to the park system withing the City, and to the surrounding region. 5. Ensure equitable access to high quality parklands for all residents. 6. Increase the health and safety of the parks and trail system. 7. Revitalize existing parks by aligning park, open space, and trail infrastructure with current and anticipated community needs. PARKS RECREATION & TRAILS STRATEGIC MASTER PLAN 1 15 EXECUTIVE SUMMARY d raf COMMUNITY VISION AND GOALS FOR RECREATION FACILITIES Vision Provide safe, clean, and reliable facilities and program spaces that provide users the highest level of value and supports their health and wellness, while supporting financial sustainability of the Department in the Future. Goals 8. Provide high functioning community parks, recreation, learning and gathering facilities that are responsive to changing community needs and interests. 9. Increase facility accessibility and consistency throughout the city. COMMUNITY VISION AND GOALS FOR RECREATION PROGRAMS Vision Develop, provide, and manage recreation programs to support the community's need for health and wellness, individual skill development, and community connectivity in a safe and enjoyable environment. Goals 10. Provide a variety of high quality programs that meet community needs and interests. 11. Deliver park and recreation programming more efficiently and effectively. 12. Promote awareness, appreciation, and understanding of Edina's park programs - emphasizing natural and cultural resources. COMMUNITY VISION AND GOALS FOR FINANCE AND MANAGEMENT Vision Provide and encourage use of quality parks, trails, facilities, and programs that deliver on the community's expectations for a safe and enjoyable experience while keeping the infrastructure of the system in a quality state. Goals 13. Increase financial sustainability, efficiency, and strong partnerships. 14. Strengthen business and marketing development. 16 1 CITY OF EDINA CONCLUSION The Parks and Recreation Department has provided city residents with excellent parks and recreation facilities that are currently well used and appreciated by the community. Moving forward, additional actions are required to retain a quality system and stay ahead of the park infrastructure and asset needs that the Department manages and owns. Improving the existing park system to address underserved populations and changing needs will ensure the system continues to support the high quality expectations of Edina's residents. The Strategic Plan outlines many recommendations for each element of key development areas, which will require support throughout various levels of City government. These recommendations address unmet community needs and expectations and have been cross referenced with other existing City programs. The Strategic Plan is intended to support and provide synergies with efforts such as the City's Comprehensive Plan, Vision Edina, Bike Edina, Living Streets, Active Routes to School, Neighborhood Small Area Plans, and several other programs currently underway in the City, as well as support the initiatives started by do.town. The Strategic Plan highlights the importance of creating master plans for several existing parks, and how these efforts will contribute to the overall success and sustainability of the system. The Strategic Plan will inform, and be informed by, these master plans and other planning projects throughout the city. This strategic plan is intended to be a "living document" that creates a strong framework but is responsive to changing needs and values. The following planning tool allows the department to manage proactively. The Parks and Recreation Department has become a major service provider to the community and has helped develop one of the key quality of life components that make the City of Edina such a great place to live, work, and play. Community support follows great vision and the Strategic Plan is a critical step in laying the Parks Department's vision out to the City. PARKS RECREATION & TRAILS STRATEGIC MASTER PLAN 1 17 COMMUNITY NEEDS ASSESSMENT FOCUS GROUP SUMMARY 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. PARKS RECREATION & TRAILS STRATEGIC MASTER PLAN 1 19 COMMUNITY NEEDS ASSESSMENT STRENGTHS d rafI • 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. • 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 20 1 CITY OF EDINA COMMUNITY S 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: • Multi -use trails and connections to outside systems • Sports fields • Mountain bike trails • Recreation/community centers • Gymnasium space • ADA accessibility and inclusive design for parks/ facilities • Ample and dedicated parking • Community gathering spaces • An "actual" Art Center (instead of an adapted house) • Pickleball courts • Passive/interpretive recreation space • Arts in the park • Dog parks • Multi-purpose/flexible space, both indoors and outdoors • Teen center • An additional disc golf course • Natural playscapes • Interactive/educational play features • Community gardens • Food trucks in the parks • Fitness centers and programming • Multi -generational programming • 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 PARKS RECREATION & TRAILS STRATEGIC MASTER PLAN 1 21 COMMUNITY NEEDS ASSESSMENT 22 1 CITY OF EDINA d raf 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. 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, COMMUNITY S 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. THREATS • Out -of -control invasive species, most notoriously buckthorn, are severely limiting acres of usable 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. • 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. PARKS RECREATION & TRAILS STRATEGIC MASTER PLAN 1 23 d raf 3.0 COMMUNITY PROFILE 3.11 DEMOGRAPHIC ANALYSIS 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. PARKS RECREATION & TRAILS STRATEGIC MASTER PLAN 1 25 COMMUNITY PROFILE DEMOGRAPHIC OVERVIEW d raf City of Edina - Total Population 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 47,941 _0 C_,�_ ' ' population is projected to continue to grow to 50,504 in 2019 and reach 53 255 b Y 48,626 • • • • • 2029. 50,504 • • • • The current estimate for 2014 depicts the service area as family-oriented, as 2213°'°eI, Sol approximately 62% of total households are represented as families. 51,813 K24Pro: e., s • • • • • According to U.S. Census reports, the total number of households in the target area has 53,255 • • • • • 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. Figure 3.1 City of Edina's median household income ($88,201) and per capita income ($54,649) MEDIAN HOUSEHOLD COMPARISON 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) $88,201 666rj666A than the median age of the U.S. (37.2 years). Projections show that by 2029 the City of ZMff Edina will experience an aging trend, as the 55+ age group increases to represent nearly $59,126 666666 45% of the total population. The estimated 2014 population of Edina is predominantly White Alone (86.7%), with $53,046 666661 Asians (6.96%) representing the largest minority. Future projections show that by 2029 the overall composition of the population will slowly become more diverse. Figure 3.2 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. 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 demoeraohic analvsis boundary shown in Fionre I I -1 RACE AND ETHNICITY DEFINITIONS Figure 3.3 - City of Edina Service Area Boundaries 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. 26 1 CITY OF EDINA • 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 CITY OF EDINA POPULACE 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 3.4. 60,000 50,000 47,941 40,000 30,000 - 20,000 - 10,000 0 2010 Census City of Edina: Total Population 48,626 50,504 51,813 i 2014 T 2019 2024 Estimate Projection Projection 53,255 2029 Projection ❑Total Population PARKS & RECREATION STRATEGIC MASTER PLAN 1 27 COMMUNITY PROFILE POPULATION GROWTH HEAT MAP draf / ir -1401, r4i� r4 wdtrN 7x 7' 2014-2019 Population: i Annual Growth Rate (Esri) by Block Groups 0.19% to 3AM 0.7 rhi -098% to 0,01% 0.01% to ifi9ii 0 1 km N 147% to 2-65% lure PnmdAfinn (;­/fh Haat AAm, 28 1 CITY OF EDINA 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 3.6 City of Edina: Population by Age Segments 100% 90% 80 70% 60% - �__ __ 1155+ 50% --.— 35-54 40% - El 18-34 30% —_ O <18 20%, 10% 0% 2010 2014 Census Estimate Figure 3.6 2019 2024 2029 Projection Projection Projection PARKS RECREATION & TRAILS STRATEGIC MASTER PLAN 1 29 COMMUNITY PROFILE MEDIAN AGE BY NEIGHBORHOOD City of Edina Median Age by Neighborhood (2014 Population) HILLDALE 50.2 PRESIDENTS INTERLACHEN ROLLING PARK GREEN 44.5 50.1 50.2 INDIAN TRAILS 43.3 PARKWOOD KNOLLS 43.7 BREDESEN 57.8 INDIAN HILLS 47.0 BRAEMAR HILLS 48.4 Figure 3.7 - Median Age By Neighborhood 30 1 CITY OF EDINA d raf MORNINGSIDE SUNNYSLOPE 42.3 j 42.5 GRANDVIEW ARDEN PARK =OXWOOD HIGHLANDSCREEK KNOLL 50.6 MEADOW V GOLFTERRACE 44HEIGHTS .6 5.5 4 42.5 46.6 WHITE OAKS TODD PARK COUNTRY 46.0 50.0 CLUB WOODS 40,7 50TH & �-} A 2. 1 EDINBOROUGH FRANCE 47.0 46.1 GRANDVIEW ARDEN PARK =OXWOOD HIGHLANDSCREEK KNOLL 50.6 MEADOW V GOLFTERRACE 44HEIGHTS .6 5.5 4 42.5 46.6 CAHILL 40.0 MINNEHAHA WOODS MELODY LAKE �-} A 2. 1 EDINBOROUGH DEWEY HILL 47.0 CHOWEN PARK 62 2 40.2 COUNTRYSIDE 64.3 47.5 BIRCHCREST CONCORD PAMELA PARK CENTENNIAL `F 41.0 A O.1 STRACHAUER LAKES 42.1 40.3 NORMA DALE PARK CREEK VALLEY 45.1 48.3 LAKE CORNELIA SOUTHDALE 45.7 57.7 THE HEIGHTS BROOKVIEW HEIGHTS 44.4 43.5 SOUTH CORNELIA PROMENADE PROSPECT KNOLLS 45.7 64.8 48.0 CAHILL EDINBOROUGH DEWEY HILL 62 2 64.3 LAKE EDINA PARKLAWN CENTENNIAL 35.3 33.2 LAKES 63.7 POPULATION BY NEIGHBORHOOD It has been observed that the population of Edina as a whole is aging, and in breaking down the populations by neighborhood we can begin to see more specific demographic trends. The Median age by neighborhood (Figure 3.8 & 3.9) show the average ages in each neighborhood. The youngest neighborhood median is age 33.2 in the Parklawn neighborhood. The oldest neighborhood median age is 64.8 in the Promenade Neighborhood. It is observed that the southeast neighborhoods contain many of the oldest and youngest neighborhoods (by median age). 5 * N 5 j I g a 1. of 40 NEIGHBORHOOD 2014 MaNANAGE Promenade 64.8 Edinborou h 64.3 Centennial Lakes 63.7 Dewey Hill 62.2 Bredesen Park 57.8 Southdale 57.7 Grandview 50.6 Hilldale 50.2 Rolling Green 50.2 Interlachen Park 50.1 Todd Park 50.0 Braemar Hills 48.4 Creek Valley 48.3 Prospect Knolls 48.0 Countryside 47.5 Indian Hills 47.0 Melody Lake 47.0 Fox Meadow 46.6 Indian Trails 46.3 50th and France 46.1 White Oaks 46.0 Lake Cornelia 45.7 South Cornelia 45.7 Highlands 45.5 Normandale Park 45.1 Arden Park 44.6 Presidents 44.5 The Heights 44.4 Minnehaha Woods 43.7 Parkw ood Knolls 43.7 Brookview Heights 43.5 Creek Knoll 42.5 Morningside 42.5 Sunny Sloe 42.3 Birchcrest 42.1 Concord 41.0 Golf Terrace Heights 40.9 Country Club 40.7 Strachauer Park 40.3 Chow en Park 40.2 Pamela Park 40.1 Lake Edina 35.3 Parklaw n 33.2 Figure 3.8 - Median Age By Neighborhood PARKS RECREATION & TRAILS STRATEGIC MASTER PLAN 1 31 COMMUNITY PROFILE NOGHBORHOOD 2014 POPULATION (%) Age 0-14 Country Club 30.6 Golf Terrace Heights 27.2 Sunny Slope 26.3 Birchcrest 24.6 Arden Park 24.2 Minnehaha Woods 23.9 Morningside 23.9 Brookview Heights 23.8 Normandale Park 23.0 50th and France 22.7 The Heights 22.7 White Oaks 22.6 Pamela Park 22.4 Creek Knoll 22.2 Highlands 21.9 Concord 21.8 Indian Trails 21.8 Indian Hills 21.4 Lake Cornelia 21.3 Chow en Park 21.3 Melody Lake 21.2 Braemar Hills 20.8 Parklaw n 20.6 Strachauer Park 20.6 Lake Edina 20.5 Countryside 20.4 Creek Valley 20.4 Prospect Knolls 18.8 Parkw ood Knolls 18.6 South Cornelia 18.4 Rolling Green 17.8 Interlachen Park 17.4 Hilldale 17.0 Fox Meadow 16.9 Todd Park 16.7 Presidents 16.2 Grandview 15.6 Bredesen Park 10.1 Dewey Hill 9.4 Edinborou h 9.3 Southdale 6.5 Promenade 6.4 Centennial Lakes 4.2 % 40, 15rA POPULATION OF AGES 0-14 BY NEIGHBORHOOD The population of ages 0-14 by neighborhood are important to study because their park and recreation needs for this age group vary drastically from other ages. Youth rely on either walking, biking or transportation from others to get around the city. This age group will also have the most need for city play areas and playgrounds, as well as youth -size athletic fields. This age group will be most likely to use mini and neighborhood parks where amenities are more youth -oriented. As Figure 3.9 & 3.10 show, the highest concentration of youth ages 0-14 reside in the northeast neighborhoods of Edina, including Country Club, Golf Terrace Heights, Sunny Slope, Birchcrest and Arden Park. These neighborhood's populace comprise of about 25% youth (ages 0-14). I Grez r2 Greatest % of populations 0-14 Hgure 3.9 - opu a ron o ges 0-74 bylveighborhood Figure 3.10 - Population of Ages 0-14 by Neighborhood 32 1 CITY OF EDINA POPULATION OF AGES 55+ BY NEIGHBORHOOD The population of ages 55+ by neighborhood also begin to show us where the highest concentration of Elders (age 55+) live. The most popular activity for Americans over 45 is exercise walking. It will be important to ensure that aging citizens of Edina have access to amenities that fit their needs. w.. .. �.... , . As Figure 3.11 & 3.12 show, the highest concentration of aging adults ages 55+ is in the very southeast neighborhoods of Edina including Centennial Lakes, Promenade and Edinborough. The placement of the Senior Center (highlighted in figure 3.11) in a demographically appropriate neighborhood is discredited by the young population that live in the surrounding neighborhoods. HILL C-NNIPL s Greatest % of Senior Center Populations 55+ N Figure 3.11 - Population ofAges 55+ by Neighborhood NOGHBORHOOD 2014 POPULATION (%) Age 55+ Centennial Lakes 63.2 Dewey Hill 62.4 Promenade 62.2 Edinborou h 58.1 Bredesen Park 54.9 Southdale 53.7 Grandview 44.0 Todd Park 41.9 Rolling Green 41.5 Hilldale 41.4 Interlachen Park 41.2 Prospect Knolls 39.6 Braemar Hills 38.8 Countryside 38.1 Melody Lake 38.1 Creek Valley 37.4 Indian Hills 36.7 South Cornelia 36.3 50th and France 35.8 Fox Meadow 35.6 Lake Cornelia 35.4 White Oaks 35.4 Indian Trails 35.2 Normandale Park 32.7 Highlands 32.5 Parkw ood Knolls 32.3 Arden Park 32.1 The Heights 32.0 Brookview Heights 31.8 Presidents 31.5 Creek Knoll 30.7 Birchcrest 30.0 Minnehaha Woods 29.9 Pamela Park 28.2 Sunny Sloe 28.2 Concord 28.0 Morningside 28.0 Chow en Park 27.7 Strachauer Park 27.5 Golf Terrace Heights 25.5 Lake Edina 24.4 Country Club 21.9 Parklaw n 19.5 rlyurU J. ,, - rV/Jul--' yr _v- "- ray Svc & - "- PARKS RECREATION & TRAILS STRATEGIC MASTER PLAN 1 33 COMMUNITY PROFILE 34 1 CITY OF EDINA d raf 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 (86.7%), 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 3.13. 100% 90% 80% 70% 60% 50% 40% 30% 20% 10% 0% City of Edina: Population by Race 2010 2014 2019 2024 2029 Census Estimate Projection Projection Projection Two or More Races Some Other Race ❑ Pacific Islander E]Asian 'American Indian ® Black Alone ❑ White Alone Figure 3.14 shows the breakdown of diversity of race by neighborhood. The figure shows the top five most diverse neighborhoods and the top five least diverse neighborhoods. Diverse neighborhoods were defined by the percentage of population that were considered of all other races other than "White Alone", while least diverse neighborhoods had the highest percentage of population that were "White Alone". The demographic trends show a clumping of diversity with more diverse neighborhoods to the south and southeast and least diverse neighborhoods in the north and northeast. The neighborhoods in Edina that are the least diverse include Highlands, Minnehaha Woods, Sunny Slope, Country Club & Arden Park, while neighborhoods that were most diverse include Parklawn, Lake Edina, Edinborough, Promenade and Prospect Knolls. DIVERSITY OF RACE BY NEIGHBORHOOD Diver: EDINBOROUGH Most Diverse Least Diverse - 0 N Figure 3.14 - Diversity of Race by Neighborhood PARKS RECREATION & TRAILS STRATEGIC MASTER PLAN 1 35 COMMUNITY PROFILE mm d raf NBGHBORHOOD 2014 RACE POPULATION (%) "WHITEALONIT' 2014 RACE POPULATION (%) ALL OTHERS Parklaw n 47.6 52.5 Lake Edina 58.8 41.2 Edinborough 70.7 29.3 Promenade 74.6 25.3 Prospect Knolls 81.9 18.2 Centennial Lakes 83.2 16.9 Southdale 83.3 16.5 Pamela Park 84.9 15.2 South Cornelia 86.6 13.4 Strachauer Park 86.9 13.2 Concord 87.3 12.6 Chow en Park 88.5 11.5 Parkw ood Knolls 88.8 11.1 Indian Hills 89.4 10.6 Lake Cornelia 89.3 10.6 Indian Trails 89.4 10.6 Residents 89.6 10.5 The Heights 90.1 9.9 Grandview 90.1 9.8 Creek Valley 90.5 9.6 Braemar Hills 90.6 9.5 Normandale Park 90.7 9.3 Todd Park 90.9 9.1 Brookview Heights 91.0 9.0 Dewey Hill 91.4 8.6 Creek Knoll 92.2 7.8 Rolling Green 92.3 7.8 Hilldale 92.5 7.4 Interlachen Park 92.5 7.4 Countryside 93.0 7.1 Birchcrest 93.1 7.0 Bredesen Park 93.5 6.6 50th and France 93.4 6.5 White Oaks 93.5 6.5 t Morningside 93.7 6.2 Melody Lake 94.0 6.0 Golf Terrace Heights 94.4 5.7 PFox Meadow 94.4 5.6 , Arden Park 94.5 5.4 Country Club 95.0 5.0 Sunny Slope 95.2 4.8 Minnehaha Woods Highlands 95.7 96.5 4.3 3.6 rigure s. 7,D - uiversiry or Kace ny iveignoornooa 36 1 CITY OF EDINA 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 3.16). City of Edina: Household Income Characteristics $250,000 ❑Median Household $200,000 -- Income E3 Average $150,000 Household Income $100,000 Per Capita Income $50,000 2014 2019 2024 2029 Estimate Projection Projection Projection =figure 3.16 ks observed in Figure 3.17, City of Edina's median household incom Mate ($59,126) and national ($53,046) averages. The target area's Pe ilso much higher than state ($30,656) and national ($28,051) average City of Edina: Comparative Income Characteristics $100,000 $90,000 $80,000 $70,000 LI City of Edina $60,000 - $50,000 Minnesota $40,000 $30,000 1 U.S.A. $20,000 $10,000 $ - Median Per Capita Household Income Income is well above the Capita Income is S. PARKS RECREATION & TRAILS STRATEGIC MASTER PLAN 1 37 COMMUNITY PROFILE Ki 38 1 CITY OF EDINA d raf 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 (86.7%), 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 3.13 SUMMARY OF NATIONAL PARTICIPATORY TRENDS ANALYSIS MOST POPULAR SPORT AND RECREATION ACTIVITIES • Fitness Walking (117 million) • Running/Jogging (54 million) • Treadmill (48 million) '.LOST PARTICIPATED IN TEAM SPORTS • Basketball (23.7 million) • Tennis (17.7 million) • Baseball (13.3 million) ACTIVITIES MOST RAPIDLY GROWING OVER LAST FIVE YEARS • Adventure Racing — up 159% • Non-traditional/Off-road Triathlon — up 156% • Traditional/Road Triathlon — up 140% • Squash — up 115% • Rugby — up 81 % ACTIVITIES MOST RAPIDLY DECLINING OVER LAST FIVE YEARS • Wrestling — down 45% • In-line Roller Skating — down 40% • Touch Football — down 32% • Horseback Riding — down 29% • Slow -pitch Softball — down 29% NUMBER OF "INACTIVES" DECREASED SLIGHTLY, THOSE ACTIVE TO A HEALTHY LEVEL ON THE RISE • "Inactives" down 0.4% in 2013, from 80.4 million to 80.2 million • Approximately one-third of Americans (ages 6+) are active to a healthy level 3.2 1 TRENDS ANALYSIS The following tables summarize the findings from the Sports & 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. 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% ofAmericans 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). PARKS RECREATION & TRAILS STRATEGIC MASTER PLAN 1 39 COMMUNITY PROFILE 40 1 CITY OF EDINA d rafI 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 ofAmerican dwellings as a drive -way pickup game. figure 3.18 As observed in Figure 3.18, 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 1 l 5% 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 Activity 2048 Participation Levels 2012 2013 % Change 12-13 08-13 Baseball 15,539 1.2,976 13,284 2.4% -14.5% Basketball 26,108 23,708 23,669 -0.2% -9.3% cheerleading 3,1.9C! 3,244 3,235 -0.3% 1.3% =geld Hockey 11122 1,237 1,474 19.2% . 1.4% Football, Flag 7,31.0 51865 5,618 -4.3% -23.3% Football, Tackle 7,816 6,220 6,16.5 -0.9% -21.1% Football,Toudh 10,493 7,295 7,140 -2.1% -32.0% Gymnastics 3,975 5,115 4,972 -2.8% 25.1% IceHodcey 1,871 2,363 2,393 1.3% 27.9% Lacrosse 1,092 1,607 1,813 12.8% 66.0% Rmque'tball 4,611 46WM 3,824 -6.0% -17.1% Roller Hockey Rigby 1,569 654 1,367 887 1,298 1,183 -5.0% WWWROMORM -17.3% Soccer (indoor) 4,487 4,617 4,803 4.0% 7.0% Soccer{Outdoor) 13,996 12,944 Softball (Fast Pitch) 2,331 2,624 2,498 -4.8% 7.2% Softball (Slow Pitdr) 9,660 7x411 6,868 -7.3% -28.9% Squash 659 1,290 1,414 9.6% 114.6% Temis 17,749 17,020 17,678 3.9% -0.4`6 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 (Sa *UBachJ 4,025 46505 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. Modem* bap, a I Moftate Decrease (O%to -25x3 figure 3.18 As observed in Figure 3.18, 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 1 l 5% 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. NEW SPORT/ RECREATION TRENDS Aerial Challenge (ropes) Courses Frisbee \ Disc Sports Adventure Biking, BMX Platform Tennis Community Gardens Target Golf Foot Golf Quidditch Kickball Pickleball Splash Pads Urban Agriculture Multi Generational Centers Kronum Circle Rules Football Yard Games Setak/ Takraw Bike Courses 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 3.19). 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 Figure 3.19 PARKS RECREATION & TRAILS STRATEGIC MASTER PLAN 1 41 Activity 2008 Participation Levels 2012 2013 % Change 12-13 08-13 Aquatic0mrcise 9,512 9,177 SAM -7.6% -10.8% Swimming (Competition) N/A 2,502 2,638 5.4% N/A Swimming(Ftness) NIA 23,216 25,354 13.5% N/A NOTE: Participation figures are in 000's for the US population ages 6 and over legend Yoder Mod�atQ WHOW EWi%m Figure 3.19 PARKS RECREATION & TRAILS STRATEGIC MASTER PLAN 1 41 COMMUNITY PROFILE 42 1 CITY OF EDINA d raf 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. 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). rlyure a.Zu Activity Participation Levels 2008 2012 2013 % Change 12-13 08-13 Aerobics (High Impart) 1x,780 161178 17,323 7.1% Aerobics (Low Impact) 23,283 25,707 25,033 -2.6% 7.5% Aembics(Steo 9x133 9,577 8,961 -6.4% -4.9% Boxing for Fitness N/A 4,831 5,251 8.7% N/A Calistheoicr 81888 9,356 9,356 0.0% 5.3`.% Cross -Training N/A 7,496 6,911 -7.8% Cardio Kid iboxing 4,903 61775 6,311 -6.2% 28.7`/ Elliptical Motion Trainer 24,435 1 28,560 27,119 -5.0% 11.0% Fitness Walking 110,204 114,029 117,351 2.9% 6.5% Free Weights (Barbells) 25,821 26,688 25,641 -3.9% -0.7•/6 BOB Welghts (Du hells] N/A N/A 32,309 NIA 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% PilatesTraining 9,039 8,519 8,069 -5.3% -10.7% 14--in0ming 41,097 MAN 54,188 5.3% 3 Stair Climbing Machine 13,863 12,979 12,642 -2.6% -3.8% Statianary Cyd ing (G-*) 61504 8,477 8,309 -2.0% 2 Stationary Cycling (Recumbent) 11,104 11,649 11,159 -4.2% 0.5% StationaryCyding(tWght] 24,918 24,338 24,088 -1.0% -3.3% Stretching 36,235 35,873 36,202 0.9% -0.1% Tai Ch! 31124 3,203 3AW 8.3% 1.3% Treadmill 49,722 50,839 48,166 -5.3% -3.1% Weight/Rrsistantli4ladrines 38,844 38,999 35,257 -7.0% -6.6% Yoga 17,758 23,253 24,310 4.5% 36 NOTE: Participation figures are in 000's for the US population ages 6 and over Legend: Moderate Inorease (0`:to 25%) Moderate Decrease (0.1. W -25-Q rlyure a.Zu 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 3.20. 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 perfon-ned 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 triathlon (up 139.9%), and trail running (up 49.7%). In-line roller nyura a. c t I PARKS RECREATION & TRAILS STRATEGIC MASTER PLAN 1 43 Activity Participation Levels 20M 2012 2013 % Change 12-13 08-13 Advertve Radng Archery 809 6,180 1618 7,173 2085 7,647 6.6% 23.7% Bigdi (Marktain 7,262 7,265 8,542 17.6% 18.0% Bicycling (Road) 38,527 39,790 40,888 2.8% 6.1% Bfgding(BLU) 1,896 1,861 2,168t5.9% 14.3% Camping (Recreational Vehicle) 16,343 15,903 14,556-10.9% Campingwiithinl/4MileofVehicle/Horne 32,531 31,156 29,259-10.0% Climbing(Sport/indoor/Boulder) 4,642 4,355 4,745 2.2% Climbing(iraditionW/lue/M0Urdaineeri 2,175 2,189 2,319 6.6% Fishing (Fly) 5,849 5,848 5,878 0.5% 0.5% Fishing( 42,095 39,062 37,7% -3.1% -10.2% Fishing (Saihvater) 14,121 12,000 11,790 -1.8% -16.5% Golf 28,571 25,286 246720 -2.2% -13.5% Hiking (Da) 31,238 34,519 34,378 -0.4% 10.1% Horseback Riding 11„ 657 8x123 8,089 -4.0% Hunting (Bow) 3,770 4,354 4,079 -6.3% 8.2% Hunti (Harkdgkrk) 2,734 3,112 3,198 2.8% 17.0% Hunting (Rifle) 10,490 10,485 9,792 -6.6% -6.7% Hunts (Shatli-) 8,638 SAN 7,894 -6.3% -8.6% Roller Skating, In -Line 10,211 6,647 6,129 -7.8% 9K -ting Clays) 46199 46564 4,479 -1.4% 6.7% Shooting (Trap/Skeet) 3,523 3,591 3,784 5.4% 7.4% Simtebowding 8,138 6,227 6,350 2.0% -21.8% Target Shooting (Handgun) 12,551 15,418 14,370 6.8`,-5 14.5% Target9KWtf Rifle) 12,709 13,853 13,M23 -6.05; 2.0% Trail Running 4,537 5,806 6,792 17.0% 49.7% Tdalhlm(Nuri-Traditional/OifRkwd) 513 1075 1,390 29.3% 156.0% Triathlon (Traditional/Road) 943 1 1,7891 2,262 6.4% 139. NOTE: Participation figures are in 000's forthe US population ages 6 and over Legend•Moderate Moderate k'_kre.^R55e (0 r:to T5°J.} (6':to-T5".� nyura a. c t I PARKS RECREATION & TRAILS STRATEGIC MASTER PLAN 1 43 COMMUNITY PROFILE 44 1 CITY OF EDINA d raf 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 3.21 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, ice fishing, 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 figure s.22 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. 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. Activity 2007 Participation Levels 2011 2012 %Change 11-12 07-12 Skiing(Alpine/Downhill) 10,3162 10,201 81213 -19.2% -20.4% Skiing (Cross -Count 3,530 3,641 3,307 -9.2% -6.3% Skiing Freestyle) 2,817 4,318 5,357 24.1% Snowboardin 6,841 7,579 7,351 -3.0% 7.5% Snnrnnabi'lirig 46SU 4,908 3,7n22.8% -21.3% Snowshoeing Teleumkirg(Dow "ll) 2,400 31,173 11 4,1 1 1 2,099 I 4,029 2,766 2.0% NOTE: Participation figures are in 000'sforthe US population ages 6 and over Legend: Moderate Increase I Moderate Decrease (O%to25%) low to -2516) figure s.22 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. 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 overtime. 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. U.S. ,Figure Skating Membership 210 190 w 150 � 120 .g u 90 .c E 60 30 0 Figure 3.23 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 & 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 I% growth in players over the past year, and continues to be ranked #I 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. While 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). PARKS RECREATION & TRAILS STRATEGIC MASTER PLAN 1 45 COMMUNITY PROFILE SNOW SPORTS d raf 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 #I 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. 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. Cross Country, 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 Trails that may be amenities managed by the Parks and Recreation Department. Snowboarders may be looking to use these local amenities as well. Though According to Snowsports Industries America, cross country skiing is growing at a rate of nine percent a year, downhill is increasing at less than one percent and snowboarding is growing at five percent a year. Salomon, an international outdoor equipment provider indicates that overall nNordic business in the US is up 17% from 2013 to 2014. Salomon sales numbers in MN/WI for nordic equipment is up 22% from 2013 to 2014 as well. Of residents in the service area, 9.6% (3,586) watch skiing or ski jumping on television, which is well 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. 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). 46 1 CITY OF EDINA 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 WINTER SPORTS Nationally, 11.9% of the population 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). Other popular winter sports in Minnesota include: • Sledding and Tubing • Ice Fishing • Snowmobiling • Snowshoeing • Curling • Biathalon • Skijoring 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. Of these winter sports growing in popularity that EPRD could evaluate the potential to integrate into the park system include - snowshoeing, curling, biatholon, skijoring, and fat tire biking. PARKS RECREATION & TRAILS STRATEGIC MASTER PLAN 1 47 COMMUNITY PROFILE d raf REGIONAL TRENDS IN GENERAL RECREATION The Metropolitan Council is the regional planning organization for the seven -county Twin Cities area. It operates the regional trail system and helps plan and fund regional parks operated by local jurisdictions. Every year, the Metropolitan Council reports the estimated number of visits to regional parks and an overview of the recreation activities visitors engage in through their report entitled Annual Use Estimate of the Metropolitan Regional Parks System. The latest available report presents information from 2013. ---------- -- --- ----------- - - Regional park visitation has steadily increased over the past decade. Between 2004 and 2013, annual visitation to regional parks increased from an estimated 33,182,900 to 47,304,800 for a total increase of 29.9%. Overall in 2013, 26% of all visits were to regional trails and 74% were visits to regional parks, park reserves, and special recreation features. The figure 3.28 is an excerpt from the Annual Use Estimate report and presents the top recreation activities in the regional park system. In regional parks, walking/hiking (21 % of activity occasions), swimming (16%), biking (10%), and picnicking (10%) were the pursuits with the most participation. On trails the top activities were biking (45%), walking/hiking (30%), jogging/running (10%), and dog -walking (7%). Activiri % of park activity trrrtrwi01110 # arf 1a4111i iscti•.'zty occasiow, "a cif 193il ACRianty o:cgt. iofft$ # of tisil activily aA i4wt$ Total Ar of actiMity 9ccos"Is %of 11AM visits f'oWL IMS, S VVa1krq1tdan) 21% 7,316 .il % 3.740 1 11,066 23% E3rkrr 10% 3,44. 45% 5.09 1 9,093 19% vrirf rYrt[ f h r = '.. 2 24,41 5.124 121% rc ck�raq 10% :i tsct 0% � 3;dFL1 7% fiat axirx' 9% 3,13E 2 2491 3,385 7% t Praxtrvaat 6% 1,74:' 101* 1.247 1 2.989 6% PL3yground use � 7% 2,439 1 % 125 f 2,553 5% Dog -walking 5% 1,742 7% 8731 2,615 6% Sunbathing ' 6% 2,090 1% 1251 2,215 5% t=astung ' 6% 2,021 l a _ 1251 2,145 5% Boatirg 4% 091 _- 1 1,3 3'4k 700 'anri (C.ww) 4% 1,��+4 1 9.394 3% to-bae skaling 2% 697 4991 1.195 3% tin t 2% 697 697 1% RailuEn.al P:aaks R,r(rional Trail tw•�ti€�•ni�»�aih 2t11:3sy%tk'!rn whir, — visits fry 1.000's of % of 20 9 3 ,Kasrts t 1`t• ; r; Y, €es' r Data on acbAy Patterns of regional park and trait vrsnors was. collected in 2008 and stud in the hdetrope.aao Clou cif R'ra7 mks &-�j T ra,i's Survoy 2(YA Tlic. activity fxitlorn%w(wrr N,phed 10Il Wa M. vn l (-20niale io s?orteri3t*t thm epiAO W%dorE= "xid do naC o than cxx; ub4V during tlwm vitt to a rcVicxtil park ot tr.aal E;Oi tmno the. p;irtttrfr of+tt in irr :mGGt.-.qty, d ww; cort!W(,rod in adivity ocruis+xx 1 l'iNeloie, iter 1001 nuratk7crr 0f c!N-tly caeca"arias is greater ttktn the iduaa3 najnber of visa, "Relax ' was a general .activity on a last of actrAies that park vi dors used to irate �hihat thev did during 11-reir park ww This 3trw iter oms not specificaly defined I -'or trail vrsifs, sur.vyv respor s rr -04 tbat It -W tex is si c, Pfoa,ndinq i vE-;s to those artr ikoc*s f or e"nif4e. 2% cw trail visrts terra -ed Icress to v6vnsxknq and 1% of trail vts4s. prodded access 10 fishrig Figure 3.28 - Top recreational activities in the Regional Parks System, 2013 48 1 CITY OF EDINA LOCAL SPORT AND MARKET POTENTIAL The following charts show sport and leisure market potential data from ESRI. 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 figures 3.29, 3.30, 3.31 & 3.32 the following sport and leisure trends are most prevalent for residents within the City of Edina: Figure 3.29 PARKS RECREATION & TRAILS STRATEGIC MASTER PLAN 1 49 Activity MPI Participated in Skiing 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 Figure 3.29 PARKS RECREATION & TRAILS STRATEGIC MASTER PLAN 1 49 COMMUNITY PROFILE FITNESS MARKET POiEN1IAL d raf riyure 3.JU I ITJOOR A0 FIVITY T PO I EJTIAL Activity MPI Participated in Yoga 140 Participated in Aerobics 129 Participated in logging/ Running 118 Participated in Pilates 118 Participated in Walking for Exercise 118 Participated in Swimming 117 Participated in Weight Lifting 116 riyure 3.JU I ITJOOR A0 FIVITY T PO I EJTIAL Figure 3.31 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 Horsphw* Ridirig 97 Participated in Fishing (fresh water) 74 Figure 3.31 MONEY SPENT ON MISCELLANEOUS RECREATION rIgure s.:rz 50 1 CITY OF EDINA 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 rIgure s.:rz 50 1 CITY OF EDINA DEMOGRAPHICS AND TRENDS FINDINGS 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. PARKS RECREATION & TRAILS STRATEGIC MASTER PLAN 1 51 COMMUNITY PROFILE BENCHMARK ANALYSIS INTRODUCTION d rafI 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: Agenc -y' State Jurisdiction Type •.. 9" 16 6h"N Inc kPA Gold Tr Medal CAPRA Accredited Edina P&R MN city 48,000 $88,201 - No 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, Cult Arts OH city 56,163 $50,187 Finalist2014 Yes (1996) Finalist2013 Maple GroveP&R Board MN city 63,128 $92,768 No Plymouth MN city 71,000 $86,466 Yes (2010) Waukegan Park District g IL special 88,892 $46,256 Winner 2013 Yes (2012) district Westerville P&R OH city 36,665 $84,095 Winner 2013 Yes (2005) figure 3.33 - Benchmark Agencies 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. 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 52 1 CITY OF EDINA 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 3.34). Figure 3.34 - General Comparative of Systems SYSTEM ACREAGES AND TRAIL MILES 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. 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. System Jurisd57 size. "A 1 0, 1System r �- pi ITI-4 Edina .6 48,00G 3,000 39 C.anrrel Clay 49 866439 1!760 15 Cast e Ruck 3Z 53,466 1,573 19 Faun 36 64,854 1:807 55 Ketter ne 18 56,=6c; 5, 2C E1 h4imple Core 36 63,128 L75+4 78 F 36 7 "_,CCC 150.00 2.31 Warman 21 88!892 433 40 Westerviiie 13 36,665 2,82C 52 Figure 3.34 - General Comparative of Systems SYSTEM ACREAGES AND TRAIL MILES 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. 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. System of City/ �- pi ITI-4 Edina 48,000 1,552 1,086 70% 32.33 29.56 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 Ma pie Grove 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 1 63% 16.83 32.25 0.88 Figure 3.35 - Acreage and Trail Miles PARKS RECREATION & TRAILS STRATEGIC MASTER PLAN 1 53 COMMUNITY PROFILE ANNUAL OPERATING BUDGET AND COST RECOVERY d raf 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 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. 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, primarily through their enterprise facilities, but Edina also reports a significantly higher revenue per capita. The Department's emphasis on complete or near-complete cost recovery of its enterprise facilities has resulted in 99% operating cost recovery. This high cost recovery level is well above other benchmark agencies, and indicates the Department is operating in a financially sustainable way. 'k, Edina Jurisdiction Population 48,000 Total Non��1111111111111111111[k R $ 8,606,114 $ Operating penses 8,651,257 Capital Budget $ 1,933,000 Revenue Per Capita $ 179.29 Operating Expense Capita $ Per 180.23 Recovery 99` o 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 1 $ 4,824,793 1 $ 9,297,690 1 $ 1,386,700 1 $ 54.28 1 $ 104.60 52% Westerville 36,665 1 $ 3,789,991 1 $ 10,575385 1 $ 1168,086 1 $ 103.37 1 $ 288.43 36% *Note: Castle Rock Figures unavailable. Kettering revenue and capital budget figures unavailable. *Note: Carmel -Clay and Westervi I I e ca pita I budget fgures as a 3 -year average Figure 3.36 - Budget Details and Cost Recovery 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. Figure 3.37 - Sources of Non -Tax Revenues 54 1 CITY OF EDINA Source -of Non -Tax Revenues Facility Entry Fees / Memberships Facility, Program Fees Facility and Charges Rentals Property, or ROW Leases Concessions/ Sale of Real Resale Items Property Other Edina 47.00% 12.00% 18.00% 5.00% 11.00% 7.00% Carmel Clay 42.60% 50.00% 2.40% 3.90% 1.10% Eagan 35.63% 24.99% 25.71% 3.15% 10.17% 0.03% 0.32% MapleGrove 20.00% 30.00% 40.00% 10.00% Plymouth 1.00% 20.00% 74.00% 3.00% 2.00% Waukegan 3.00% 3.00% 2.00% 1.00% 1.00% 90.00% Westerville 55.50% 36.00% 5.00% 3.40% 0.10% *Note: Castle Rock and Kettering figures unavailable. Figure 3.37 - Sources of Non -Tax Revenues 54 1 CITY OF EDINA 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 3.38 - Capital Budget Sources 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. - fa Local General Fund (Tax Supported) Local Dedicated Fund (Non- General Funds) General Obligation Bonds source of Grants Ital u get Gifts / Tax Increment Endowment Sponsorships Financing Other Edina 31.00% 26.00% Carmel Clay 9.80% 72.90% 43.00% Carmel Clay Eagan 100.00% 15.44% 82.23% 0.02% Maple Grove Eagan 36.72% 63.28% Plymouth 17.00% 25.00% Maple Grove 90.00% Waukegan 2.00% 37.00% 4.00% 10.00, Plymouth 7.00% 44.00% 39.00% 10.00% Waukegan 93.0 % 7.00% Westerville 68.00% 18.00% 4.00% 1 10.00% *Note: Castle Rock and Kettering figures unavailable. Figure 3.38 - Capital Budget Sources 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. - fa Design Construction Acquisition Renovation Other Edina 45.00% 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 8.00% 82.00% 10.00% *Note: Castle Rock and Kettering figures unavailable. Figure 3.39 - Capital Budget Distribution PARKS RECREATION & TRAILS STRATEGIC MASTER PLAN 1 55 COMMUNITY PROFILE SOURCES OF OPERATING FUNDS d raf 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. tea,, 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 9.90% 46.40% 53.60% 16.00% MapleGrove 55.00% 45.00% 56.66% Plymouth 67.00% 33.00% Maple Grove 15.00% Waukegan 60.00% 85.00% 1.00% 1.00% 13.00% Westerville 46.00% 44.00% 9.00% 1.00% *Note: Castle Rock and Kettering figures unavailable. Figure 3.40 - Sources of Operating Funds 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 figures unavailable. Figure 3.41 - Distribution of Expenditures 56 1 CITY OF EDINA Exec Staff Admin Operations Programs Maint Plan /Dev Debt Service Other Edina 3.00% 5.00% 68.00% 4.00% 20.00% Carmel Clay 3.30% 9.90% 28.60% 40.40% 16.00% 1.80% Eagan 56.66% 15.86% 24.99% 2.49% Maple Grove 15.00% 60.00% 25.00% Plymouth 5.00% 4.00% 29.00% 19.00% 43.00% Waukegan 3.00% 4.00% 1 13.00% 1 28.00% 1 22.00% 1.00% 26.00% j 3.00% Westerville 1.00% 1 6.00% 1 39.00% 1 12.00% 1 30.00% 3.00% 9.00% *Note: Castle Rock and Kettering figures unavailable. Figure 3.41 - Distribution of Expenditures 56 1 CITY OF EDINA 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. System Edina $ operatingtal 8,651,257 •• Acre 1,086 $ 7,963 Carmel Clay $ 9,985,902 177 $ 56,418 Eagan $ 9,497,795 490 $ 19,383 Kettering $ 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 389T_$ 27,186 *Note: Castle Rock figures unavailable. Figure 3.42 - Cost per Maintained Acre 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. FULL-TIME EQUIVALENTS This section compares levels of staffing for each system by comparing fiill-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. 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. PARKS RECREATION & TRAILS STRATEGIC MASTER PLAN 1 57 COMMUNITY PROFILE 58 1 CITY OF EDINA d raf Edina M FTE 96.0 Population per 48,000 1,000 P.. 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 1 88,892 1 1.28 Westerville 125.0 1 36,665 1 3.41 *Note: Castle Rock, Kettering, and Maple Grove figures unavailable. Figure 3.43 - FTE per 1, 000 Population stem Total FTE 96.0 Developed Developed Acres per 1,086 FTE 11.32 Carmel Clay 199.7 177 0.89 Eagan 209.0 490 2.34 Plymouth 76.0 1,431 18.83 Waukegan 1 114.0 1 685 6.01 Westerville 125.0 1 389 3.11 *Note: Castle Rock, Kettering, and Maple Grove figures unavailable. Figure 3.44 - Developed Acre per FTE 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. System Edina Total Square Footage ofCommunity/ Recreation Centers 42,000 Population Square Population 48,000 Feet per 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 88,892 1.06 Westerville 96,591 36,665 2.63 Figure 3.45 - Community / Recreation Center Level of Service 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 3.46 — Rectangular Athletic Fields Inventory 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. System low F,77MP7 Edina Football Soccer, Lacrosse, Field Hockey (regulation) Soccer, Lacrosse, Field Hockey (small) Edina 5 4 12 Carmel Clay - Ea ga n 2 Castle Rock Ketteri ng 21 2 Eagan 5 15 29 Kettering 1 4 4 Ma pl e Grove - 11 9 Plymouth 16 20 Waukegan 1 - Westervi I le 22 13 9 Figure 3.46 — Rectangular Athletic Fields Inventory 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. System Indoor Outdoor Edina 3 23 Carmel Clay - - Castle Rock 1 - Ea ga n 2 28 Ketteri ng 1 - Maple Grove 2 12 Plymouth 3 11 Waukegan 1 Westerville - Figure 3 45 - Sheets of Ice Inventory PARKS RECREATION & TRAILS STRATEGIC MASTER PLAN 1 59 COMMUNITY PROFILE AQUATIC FACILITIES d raf 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. jEdi.na Total Performing/ Visual Arts Centers Edina 1 Indoor Pools l0utcloor Pools 1 1 Water Park Yes Sprayground No _ Carmel Clay 2 5 Yes Yes Castle Rock 2 2 No No Eagan 0 1 Yes No Kettering 1 2 Yes Yes Maple Grove 2 1 No No Plymouth 0 0 No No Waukegan 0 2 No Yes Westerville 1 2 1 2 No Yes Figure 3.46 - Aquatic Facilities Inventory 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. System Total Performing/ Visual Arts Centers Edina 1 Carmel Clay 1 Castle Rock _ Eagan 1 Ketteri ng 2 Maple Grove _ Plymouth 1 Waukegan 2 Westervi I I e _ Figure 3.47 - Performing / Visual Arts Center Inventory 60 1 CITY OF EDINA EDINA SIMILAR PROVIDER ANALYSIS As part of the Master Plan for Edina Parks and Recreation, the consulting team conducted a similar provider analysis of the service area (Figure 3.48). Scanning the City for similar providers of facilities and programs is useful in that it helps identify gaps and overlaps in the service delivery of recreational opportunities for Edina residents. Each facility or organization was evaluated based on the Core Program areas of the Department, which were defined by staff during the recreational program assessment as: • Adaptive Recreation • Adult Athletics • Arts • Golf • Senior • Special Events • Youth • Youth Athletics In addition, the analysis notes additional details regarding services that fall outside of these Core Program areas or other notes that are relevant to the analysis. The search produced a variety of public, private, and not-for-profit facilities and organizations within the City, including assets owned by Edina Public Schools, recreation/community centers, fitness/wellness facilities, golf courses, churches, retail locations, entertainment venues, and local athletic associations. PARKS RECREATION & TRAILS STRATEGIC MASTER PLAN 1 61 COMMUNITY PROFILE d raf I-Igure J.46 - 5imuar I✓rovioer Inventory 62 1 CITY OF EDINA 0 Similar Provider C .a 9 r C. J Edina Community Center 5701 Normandale Blvd Edina 55424 X X X X X X X Owned by Edina Public Schools Edina Performing Arts Center 6754 Valley View Rd Edina 55439 X Edina High School Fick Auditorium 6754 Valley View Rd Edina 55439 X Edina High School High School Gymnasium 6754 Valley View Rd Edina 55439 X Edina High School EHS Community Room 6754 Valley View Rd Edina 55439 Edina High School Meeting / Rental Spaces Dragseth Auditorium 4725 South View Ln Edina 55424 X South View Middle School South View Gymnasium 4725 South View Ln Edina 55424 X South View Middle School South View Pool 4725 South View Ln Edina 55424 X South View Middle School Valley View Auditorium 6750 Valley View Rd Edina 55439 X Valley View Middle School Valley View Gymnasium 6750 Valley View Rd Edina 55439 X Valley View Middle School Valley View Pool 6750 Valley View Rd Edina 55439 X Valley View Middle School Southdale YMCA 7355 York Ave S Edina 55435 X X X X X X X Fitness / Wellness Programs LA Fitness 4175 W 76th St Edina 55435 X X Fitness / Wellness Programs Snap Fitness 5125 Edina Industrial Blvd Edina 55439 Fitness/ Wellness Programs Snap Fitness 4402 France Ave Edina 55410 Fitness / Wellness Programs Curves 5221 Edina Industrial Edina 55439 Fitness/ Wellness Programs Steele Fitness 3908 W 50th St Edina 55424 Fitness / Wellness Programs Fitness Together 5008 Vernon Ave Edina 55436 Fitness/ Wellness Programs Welcyon Fitness After 50 4420 Valley View Rd Edina 55424 Fitness / Wellness Programs CorePower Yoga 7495 France Ave Edina 55435 Fitness/ Wellness Programs MunA Yoga 7417 Washington Ave Edina 55439 Fitness / Wellness Programs Veda Yoga Therapy & Body Work 4532 France Ave S Mpls 55410 Fitness/ Wellness Programs Meeting / Rental Spaces Edina Country Club 5100 Wooddale Ave Edina 55424 X X X Banquets/Catering Fitness Center Meeting / Rental Spaces Interlachen Country Club 6200 Interlachen Blvd Mpls 55436 X X X X X Banquets / Catering Fitness Center Church of St. Patrick 6820 St Patricks Ln Edina 55439 X X X Meeting / Rental Spaces Colonial Church 6200 Colonial Way Edina 55436 X X X X Meeting / Rental Spaces Christ Presbyterian 6901 Normandale Rd Edina 55435 X X X Meeting/ Rental Spaces Normandale Lutheran 6100 Normandale Rd Edina 55436 X X X X Meeting / Rental Spaces Edina Morningside Community Church 4201 Morningside Road Edina 55416 X X X X Meeting / Rental Spaces Southdale Shopping Center 10 Southdale Center Edina 55435 Meeting/ Rental Spaces Lunds Grocery Stare 3945 West 50th St Edina 55424 X Meeting / Rental Spaces Westin Edina Galleria 3201 Galleria Edina 55435 Meeting/ Rental Spaces Edina Cinema 3911 W 50th St Edina 55424 X Meeting/ Rental Spaces Southdale Library 7001 York Ave Edina 55435 X X X X Meeting / Rental Spaces Edina Library 5280 Grandview Square Edina 55436 X X X X Meeting / Rental Spaces Branch of Edina Public Schools Edina Community Education 5701 Normandale Blvd Edina 55424 X X X X X X Fitness / Wellness, Aquatics, Life Skills, Culinary Programs Braemar City of Lakes Figure Skating Club PO Box 390301 Edina 55439 X X Supported by Edina Parks & Rec Dept Edina Baseball Assn c/o EPR -4801 West 50th St Edina 55424 X Supported by Edina Parks & Rec Dept Edina Basketball Assn c/o EPR - 4801 West 50th St Edina 55424 X Supported by Edina Parks & Rec Dept Edina Girls Athletic Assn c/o EPR -4801 West 50th St Edina 55424 X Supported by Edina Parks & Rec Dept Edina Volleyball Assn c/o EPR -4801 West 50th St Edina 55424 X Supported by Edina Parks & Rec Dept Edina Hockey Assn c/o EPR - 4801 West 50th St Edina 55424 X Supported by Edina Parks & Rec Dept Edina Soccer Assn c/o EPR - 4801 West 50th St Edina 55424 X Supported by Edina Parks & Rec Dept Edina Soccer Club c/o EPR -4801 West 50th St Edina 55424 X Supported by Edina Parks & Rec Dept Edina Football Assn c/o EPR -4801 West 50th St Edina 55424 X Supported by Edina Parks & Rec Dept Edina Youth Softball Assn c/o EPR - 4801 West 50th St Edina 55424 X Supported by Edina Parks & Rec Dept Edina Swim Club 4445 West 77th St Edina 55435 X X Supported by Edina Parks & Rec Dept Edina Girls Fast Pitch Sotfball Assn c/o EPR - 4801 West 50th St Edina 55424 X Supported by Edina Parks & Rec Dept Edina Lacrosse Assn c/o EPR -4801 West 50th St Edina 55424 X Supported by Edina Parks & Rec Dept Edina Boys Flag Football Assn c/o EPR -4801 West 50th St Edina 55424 X Supported by Edina Parks & Rec Dept I-Igure J.46 - 5imuar I✓rovioer Inventory 62 1 CITY OF EDINA NATURAL AND WATER RESOU raf 4.0 PARK SYSTEM CLASSIFICATIONS AND ASSESSMENTS 4.1 NATURAL AND WATER RESOURCES 4.2 PARK, OPEN SPACE, AND TRAILS 4.3 FACILITIES AND BUILDINGS 4.4 BRANDING, SIGNAGE, AND WAYFINDING 4.5 PROGRAMS 4.6 OPERATIONAL AND FINANCIAL MANAGEMENT CLASSIFICATIONS AND ASSESSMENT Our team has reviewed and incorporated previous facilities inventories and combined this work with our own thorough assessments of key systems in Edina's Park and Recreation system. These assessments provide an understanding of existing offerings of the system and a clear understanding of existing conditions, and allow the park system to be evaluated next to the community needs assessment and profile to identify strengths of the park system, as well as opportunities for improvement. Additionally, park classifications were developed for all of EPRD parks based on National Recreation and Parks Association (NRPA) guidelines. Using these classifications, a standard for level of service to the residents of Edina can be addressed and allow for the formulation of capital improvement recommendations for future improvements or new facilities. PARK RECREATION & TRAILS STRATEGIC MASTER PLAN 1 63 NATURAL AND WATER RESOURCE ASSESSMENTS 64 1 CITY OF EDINA d raf NATURAL AND WATER RESOU raf 4.1 NATURAL RESOURCES ASSESSMENT An increase in natural areas and open spaces for passive enjoyment and intepretation are greatly desired by residents. Trails through these areas could provide greater access and opportunities for seating. Increasing the natural areas will require a shift in current park maintenance obligations and will necessitate an aggressive invasive species program. There are three main recommendations made to support th co �� cmmunity's goal of having more quality natural areas to interact with: 1. Hire a Natural Resource 2. Complete a Natural J^IW lhbentory (NRI) and a management plan 3. Develop an on ental Learning Center (Nature Center) 4. Ct?i�n adaptations - trees 1. QIA NATURAL RESOURCE MANAGER A full time natural resource manager will provide the City with a critical person that will be educated in and best develop a restoration, maintenance, and operation plan. Additionally, this person would be able to garner grants and funding for specific projects or restoration efforts. They would be able to coordinate all natural resource based efforts in the City, including efforts by the County, Watershed District, or other agency. There are similar full time positions in surrounding cities and is important given the arrival of many invasive species and ecological issues that require a greater understanding of ecology. 2. COMPLETE A NATURAL RESOURCE INVENTORY (NRI) AND A NATURAL AREAS MANAGEMENT PLAN A Natural Resource Inventory is a locical first step in determining the available resources and potential for restoration. There have been a few studies on the park's natural resources, and anecdotally there appear to be a few patches of quality natural areas, but a majority of the resources have been compromised with the aggressive spread of buckthorn throughout the City. One of the key first steps is creating a strategy for addressing invasive species, namely buckthorn. The city has completed a study with the consultant Prairie Restorations Inc. to prioritize parks based on their potential for high quality natural areas with some work in controlling invasives. This study is 10 years old and needs to be updated with an NRI but some of the general recommendations are useful for prioritizing efforts. High Priority: The following parks were listed in the high priority category because of their potential for higher quality, if the buckthorn layer was removed. These parks have greater diversity and quality trees along with a quality herbaceaous layer - Van Valkenburg, NIA -TI rn n i nrCln Inf-C nn01-T-1(-W0, PARK RECREATION & TRAILS STRATEGIC MASTER PLAN 1 65 NATURAL AND WATER RESOURCE ASSES" 66 1 CITY OF EDINA Arden, Normandale, Highland, Garden, Melody Lake, Krahl Hill, Braemar Park, and Lake Cornelia. Medium Priority: These areas are ranked lower because of the lower quality, with less desirable tree species and a minimal herbaceous layer - Pamela, Todd, Lewis, York, Creek Valley, heights, Walnut Ridge, Wooddale, Utley, Williams, Bredesen Park, and Arneson Acres. Low Priority: These parks have the lowest priority because of their buckthorn infestation on the edge of woodlands. These parks would respond greatly to volunteer efforts. Strategies for buckthorn control include - continuing existing volunteer efforts, reallocating funds and/or City staff time and effort, hiring a consultant to complete mechanical and chemical removal, use education campaign. in certain areas, and a matching public 3. ENVIRONMENTAL LEARNING CENTER While a significant investment, the creation of an environmental learning center would allow the City to provide a headquarters for natural resource efforts and programs, serve as an education facility. Additionally, by locating the facility north of 62, EPRD could address the lack of an enterprise facility in the area. aBredesen appears to be a location that would be a candidate for such a facility. While it currently is of low quality, and is overrun with buckthorn, it has the potential to be an excellent education opportunity for the public to watch, and engage in, the restoration of the existing natural resource area. A few case studies exist locally that combine the environmental learning aspects with meeting space and rental space opportunities. Additionally, Bredesen would provide an excellent trail headhead for internal trail loops and connection to the Nine Mile Creek trail that passes through it. ........BARR information following - combine into one section NATURAL AND WATER RESOU raf Edina Parks Natural Resources for the Strategic Plan Fred Rozumalski Barr Engineering March 20, 2015 O P Natural resources of Edina Pa i rees, lawn and landscape in the developed areas of the r the unmaintained natural areas of the parks, beautiful for ea ws wetlands and creeks. Natural resources in parks can b m aded and require care. We can't assume they will thrive w' t o protection and stewardship. The following is an overview of the statu o ding parks' natural resources and recommendations for pre- serving and nurturing them into the future. A detailed natural resources study was not conducted as part of this project, therefore, it is recommended to conduct a parks natural resources inventory and produce a Natural Resources Master Plan. Natural Areas The natural areas within the Edina park system are a treasured asset for the citizens of Edina. Here the term natural areas mean any unmaintained land- scape which includes forest, meadows, wetlands and streams. They provide valuable services such as the filtering of water and air, as well as opportunities for passive and active recreation. Historically natural areas have been for the most part unmaintained. Ideally this would change as our parks are now experiencing an onslaught of invasive species, and the forces of climate change. These topics are discussed further below. Wildlife Most Edina citizens enjoy seeing wildlife. Parks (as opposed to private prop- erty in Edina) provide better wildlife habitat simply because of the acreage of natural area. Park staff has promoted habitat creation in such projects as achieving Audubon designation for Braemar Golf Course and removing buck- thorn in several parks, planting pollinator attracting flowers, tree planting and providing education programs. Habitat continues to be a valued aspect of the Edina Park system. Add fishing and fish stocking. threatened wildlife species identified in Smile trail EAW... PARK RECREATION & TRAILS STRATEGIC MASTER PLAN 1 67 NATURAL AND WATER RESOURCE ASSESSMENTS 68 1 CITY OF EDINA Invasive Plant Species d raf Invasive, non-native plant species are common in Edina Parks, as they are throughout the metro area. Primary species include common buckthorn, Tartarian honeysuckle, garlic mustard, hybrid cattail, reed canary grass, and purple loosestrife, with minor infestations of other species. These plants dis- place native species, degrading wildlife habitat and, in the case of buckthorn, preventing the regeneration of trees in woodlands and leaving soil open to erosion. For healthy natural areas, invasive species are best kept to a mini- mum. Unfortunately total elimination is not possible because invasive species are transported into Edina parks from around the region. We have come to a point in our urban environments where if we want diverse natural areas that support native plants and animals, we must intervene control invasive spe- cies. If we do not control invasive species park natural areas will eventually degrade to a tangle of invasive species without native plants. Buckthorn is the most dominant and impactful invasive species in Edina Parks. Currently buckthorn is managed in some parks, but this could expand. In a 2009 survey by Prairie Restorations Inc., parks were ranked for priority of buckthorn removal. This included: High Priority: Parks with high quality natural areas with a good diversity of native plant species. Including: Van Valkenburg, Arden, Normandale, Highland, Garden, Melody Lake, Krahl Hill, Braemar Park and Lake Cornelia. Mid Priority: Parks with lower quality natural areas. These areas have lower plant diversity and not as desirable trees as the high prior- ity natural areas, plus a minimal herbaceous layer. Including: Pamela, Todd, Lewis, York, Creek Valley, Heights, Walnut Ridge, Wooddale, Utley, Williams, Lincoln Drive Floodplain, Bredesen Park and Arneson Acres. Low Priority: These parks have the lowest priority ranking due to the nature of their buckthorn infestation. Buckthorn is common on the woodland edges of these parks and generally is not very heavily infested. Including: Alden, Browndale, St. Johns, Birchcrest, Coun- tryside, Sherwood Pump, Cornelia School, Frank Tupa, Bob Kojetin, Chowen, Weber, Lake Edina, Fred Richards Golf Course, Fox Meadow, Bristol, Yorktown, McGuire, Strachauer, and Tingdale. The priority rankings serve as a guideline in creating a buckthorn removal plan. The next step is to conduct a thorough inventory and produce a buck- thorn management strategy within a Natural Resources Master Plan. Some factors to be considered as part of the buckthorn removal plan includes: the quality of the natural area, percentage of infestation, preferred buckthorn removal process and equipment required, economic limitations and amount NATURAL AND WATER RESOU raf of time allotted to complete the removal process. The key in the removal of buckthorn is having a long term plan that is flexible and persistent. Other invasive species should also be included in this inventory and plan. Invasive species control is most effective if professionals are hired for invasive species removal. This can be supplemented with volunteers, but volunteers should not be relied upon. An annual budget should be set for invasive spe- cies control if this is a priority for our parks. Trees Trees in Edina parks can be considered in two categories; those that exist within lawns developed areas of the parks and those that exist within natural areas. In general trees in developed areas need more care and are subject to higher public expectations, and therefore require more maintenance. Trees in natural areas are left to nature. In the future, however, climate change may dictate that greater attention be given to trees in natural areas. Native trees may be impacted, and certainly are now being impacted by insect and disease epidemics. A recommendation of this report is to conduct an inventory of the natural areas of the parks in order to understand their current condition, and to have a base -line to track changes in the parks. A tree inventory has already been completed. A new threat to park trees is the Emerald Ash Borer (EAB). EAB is in the metro area and is expected to slowly spread. From observations in the eastern U.S., the mortality curve will drastically swerve upward as more trees die and insect populations increase exponentially. Edina is fortunate to have manage- able ash tree densities in maintained parklands. Generally Edina parks have a good diversity of tree species, with low popula- tions of significant Ash trees. Two parks are at risk for being the most affected by Ash tree losses; Heights Park (13 trees) and Lewis Park (47 trees). Tree removal and replacement, both proactively and as trees die, is the current management strategy, but selective chemical protection is an option for the most valuable Ash trees. Since EAB cannot be controlled through the removal of dead trees, dead Ash trees will be removed for public safety purposes in the developed portions of parks, but left for wildlife habitat in natural areas. With the potential for increased tree losses from EAB and stress from soil compaction and climate change, an increase in annual tree planting is rec- ommended. A Park and Recreation tree replacement budget increase from $11,000 to $21,000 will increase the annual tree planting from 25 — 30 trees to 65-70 trees. Tree planting is only the initial stage of a reforestation pro- gram. Before trees are planted a plan must be in place for their maintenance (mulching, pruning and watering). It is especially important to continue prun- ing young trees every year to establish sturdy form. Approximately 100 —150 trees are lost annually on city property to Dutch elm disease. An existing tree removal program has diseased trees removed as the disease is discovered. A further 2 — 3 tree are lost annually due to oak wilt; not a serious problem for Edina Parks. PARK RECREATION & TRAILS STRATEGIC MASTER PLAN 1 69 NATURAL AND WATER RESOURCE ASSESSMENTS d raf Communities across the Midwest have been experiencing increased downed trees and limbs due to high winds. Increased winds are a symptom of climate change. Edina parks remove 5 —10 trees each year due to storm damage. Most of these losses are in city woodland areas, where trees are replaced naturally. This may increase. Park staff has done a great job of diversifying the parks tree canopy. As climate change evolves, the consideration for planting tree species with increased drought tolerance, and planting species that typically grown further south will adjust for increased temperatures and extended droughts. Tu rfgrass In actively used park land there is no better groundcover than turfgrass. It is durable and attractive. To keep it this way, however, requires the use of ma- terials that are not ideal for our health, or that of the environment. Currently, an organic lawn care policy exists for turf management of Edina parks. Staff has seen this policy come and go twice since the 1970s. As weeds increase with the absence of herbicides, park neighbors' tolerance of dandelions and therefore the policy receives heavy objection and has resulted in reversal of the policy. Dandelions and clover are great food sources for pollinator insects, but their seed drifts into neighboring properties. A'Seeing Yellow' education campaign would help to inform residents as to benefits of not treating dande- lions and other lawn weeds. Lawn that is not actively used could be converted to natural areas. There are many options for alternative plantings including native wildflower and grass plantings, shrub plantings and eco -lawns. It must be understood that plant- ing lawn alternatives does not mean that they do not require maintenance. Unmaintained plantings quickly become dominated by invasive plant species if not maintained. Careful planning is necessary when considering lawn conversion. Planners must first observe which lawns are used by people and which are not, and to assess the aesthetic implications of a conversion. It is best to conduct a public education program when converting turf to discuss and inform park neighbors of the plans. Soils An issue central to plant health and survivability in the parks is soil compac- tion. It is important to prevent soil compaction in order to grow healthy trees and reduce the need for lawn chemicals. Soils that have been compacted by over -use by people or by vehicles driven on lawns do not support healthy 70 1 CITY OF EDINA NATURAL AND WATER RESOU raf plant growth because they greatly limit the oxygen and water that can move into the soil. Compacted soils result in the need for more fertilizer and her- bicides because turf species become weakened while weeds like dandelion thrive in compacted soils. Soil compaction is a difficult issue because people want to actively use parks. An example of this is Rosland Park Frisbee golf course. This popular area gets heavy use which is compacting the soil and has now gotten to the point that the beautiful oak trees within the course are showing signs of stress because their roots systems are not receiving the oxygen and water they require. Annual aeration of lawns helps to alleviate compaction, as does incorporat- ing lots of compost into soils of new lawns. It is also important to stay off wet soils if possible because this is when they are easily compacted. Public aware- ness is helpful in starting to curb this problem. Seeing yellow education program Climate Change Climate change has begun to impact Edina's parks, and these effects will am- plify in the next few decades. We are already experiencing: • More summer days over ninety degrees • Increased intensity of humid and dry days • Increased rainfall intensity with decreased frequency • Decreased snow cover & increased average winter temperatures • Increased wind & soil drying The result of these weather changes is stress on plants - trees, lawns and other plants in the park, as well as stress on wildlife. Stress makes plants and animals more vulnerable to insects and diseases. To sustain the park system's landscapes and habitats, parks may require more resources to maintain vegetation in the parks. Choices will have to be made on priority landscapes, and budget will need to be allocated for tree removal and planting, as well as greater efforts in maintaining turf areas. Park staff has already been increas- ing the number and diversity of trees planted in the parks, as well as selecting species for greater drought tolerance. PARK RECREATION & TRAILS STRATEGIC MASTER PLAN 1 71 NATURAL AND WATER RESOURCE ASSESSMENTS 72 1 CITY OF EDINA d raf, Because of the increase in storm size we can also expect increased flooding in flood prone areas. Natural Resources Education and Interpretation Natural resources are respected when they are understood. Edina Parks has teamed with Edina Community education to offer classes on natural resources topics. This will continue and grow to include issues with water conservation and stormwater use, pesticide -free lawn care and lawn alternatives, habitat protection and creation of pollinator habitat and much more. A nature center has long been a desire for the Edina Park system. A nature center would bring a greater focus on natural resources in Edina and provide a convenient opportunity for school children as well as adult learners. Conclusion The managers of Edina parks have been doing a great job maintaining the trees, turf and landscape of the parks. Excellent maintenance programs exist, and it is important to preserve these programs and even increase invest- ment in maintenance as peoples' demands on parks increase, and as climate change stresses the landscape. The natural areas of the park, however, have gotten less attention and show signs of degradation from the impacts of inva- sive plant species. In order to preserve and preferably increase the diversity of natural areas, additional funding should be allocated to remove invasive species and plant adapted native species in Edina Parks to provide the natural experience Edina citizens appreciate. This plan does not include an extensive assessment of Edina Park's natural resources, nor include a deep strategy for their protection. This plan recom- mends that a natural resources master plan be conducted to thoroughly assess natural resources, to examine priorities for their preservation, and to create an action plan for their management and regeneration. A Natural Resources Master Plan would answer these questions: • What and where are Edina Park's natural resources? • What condition are they in? • What are the goals for natural resources in Edina parks? • How can we accomplish these goals? NATURAL AND WATER RESOdraf Take away items: • Conduct a natural resources inventory and write a Natural Re- sources Master Plan • Continue with the excellent maintenance program for developed areas of the parks. This may require increased budget for tree removal and planting in the near future. • Turn more attention to the natural areas of the parks to prevent further degradation by invasive species. This will require pro- fessionals to remove invasive species and to nurture the native plant communities. • Create a nature center. • Prepare for climate change by understanding the changes that are taking place and be prepare for extended drought, high winds and heavy storm events. J s � PARK RECREATION & TRAILS STRATEGIC MASTER PLAN 1 73 NATURAL AND WATER RESOURCE ASSESSMENTS �og�F 74 1 CITY OF EDINA draf 4.1.B WATER RESOURCES ASSESSMENT E Qds Strategic Plan -Flood Man- i�ent, Water Quality, and Wetland rotection Lakes, streams, and wetlands are key attractions in many of the City's parks, including Rosland Park, Bredesen Park, Pamela Park, Utley Park and Centen- nial Lakes Park. Figure 1-1 shows the City's parks and recreational areas along with the lakes, streams, and wetlands within the city. These water resources provide aesthetic and recreational benefits to park users, as well as wild- life habitat. Many of these waterbodies, and the low areas adjacent to the waterbodies, also provide important flood storage and flood protection for nearby or downstream properties. As the City considers potential changes to the parks system, it is important to understand the role that many of the city's water resources play in flood management and the role that the City and park system can have in protecting and improving the quality of these resources. Flood Management and Protection Flood Storage in Edina Parks Many of the City's parks serve as flood storage areas during large storm events or times of high creek flows. Several parks along the Nine Mile and Minnehaha Creek corridors are within the 100 -year (or 1% probability) floodplain, including Walnut Ridge Park, Bredesen Park, Creek Valley School Park, Pamela Park and the Braemar Golf Course; significant areas within these parks can become inundated during times of high creek flows. Inundation during large storm events can occur in other parks due to more localized flood management, such as Lewis Park, St. John's Park, Bristol Park or Fred Richards Golf Course. Figure 1-2 shows the areas of flood inundation within the City parks and along the Nine Mile and Minnehaha Creek corridors from a 1% probability flood event. Inundation from a 100 -year flood event occurs within the following parks and open space areas within the City of Edina: Arneson Acres Park, Birchcrest Park, Braemar Park (Courtney Fields), Bredesen Park, Bristol Park, Centennial Lakes Park, Cornelia School Park, Countryside Park, Creek Valley School Park, Fred Richards Golf Course, Garden Park (and Garden Park Addition), Highlands Park, Lake Edina Park, Lewis Park, Lincoln Drive Floodplain, McGuire Park, Melody Lake Park, Moore Property, Normandale Park, Pamela Park, Rosland Park, St. John's Park, Strachauer Park, Van Valkenburg Park, Walnut Ridge Park, Weber Field Park, and York Park. It is important to maintain flood storage capacity in many of the inundated ar- eas shown in Figure 12 to prevent flooding impacts to nearby or downstream properties. In regulated floodplain areas, fill within the floodplain is regulated NATURAL AND WATER RESOU raf by the two local watershed districts: the Nine Mile Creek Watershed District and the Minnehaha Creek Watershed District (Figure 1-2). Watershed dis- tricts are local units of government that specifically address the management and protection of water resources based on hydrologic boundaries instead of political boundaries. Because these watershed districts are granted author- ity to regulate, conserve, and control the use of water resources, the City is required to comply with the specific stormwater and water resource related requirements of each district, including floodplain management. Regulated Floodplain The floodplain of a stream can be defined as that area adjacent to a stream which is inundated during times of flood. More specifically, the Minnesota Floodplain Management Act of 1969 defines the floodplain as that area adjoining a watercourse which is subject to inundation by a flood of 100year frequency. Flood frequency data is also described by the Federal Emergency Management Agency (FEMA) in terms of a percentage of risk, or annual exceedance probability. For example, the 100year frequency flood inundation area represents an area that has a 1 percent chance of flooding (lpercent- annual chance flood) for any given year. Under the provisions of the Minnesota Floodplain Management Act of 1969, local governmental units are required to adopt floodplain management ordinances that prohibit major alteration to existing structures, new fill, and floodplain use which would unreasonably constrict flood flows in the flood- plain unless further provisions are made to fully compensate any detrimental effects. The following policies regarding floodplain regulation within the City of Edina have been adopted in the City's Comprehensive Water Resources Management Plan (CWRMP): The floodplain of Nine Mile Creek is defined as that area lying be- low the 100year flood elevations as shown in the Nine Mile Creek Watershed Management Plan, March 2007. The floodplain of Min- nehaha Creek is defined as that area lying below the 100year flood elevations as shown in the Federal Emergency Management Agency (FEMA) Flood Insurance Study for Hennepin County, Minnesota All Jurisdictions, September 2004. 2. The floodplain requirements of the Nine Mile Creek Watershed District (Rule 2- Floodplain Management and Drainage Alterations: littp://www.iiiiiemilecreek.or,,Y,/Re,-,Lllatory/Reg.asp) and the Minnehaha Creek Watershed District (Floodplain Alteration Rule: http://www. minnehahacreek. ore/permits/regulatory-rules) are applicable. In 2013, the National Weather Service released updated precipitation fre- quency estimates for the Midwest region of the United States, referred to as "Atlas 14". The Nine Mile Creek Watershed District is in the process of updat- ing their revised 100 -year flood elevations and associated inundation areas to reflect the increased precipitation depths. Therefore, while the City of Edina's current floodplain policies refer to the Nine Mile Creek floodplain defined in the 2007 Watershed Management Plan, Figure 1-2 reflects the prelimi- nary Atlas 14 100 -year inundation area for the Nine Mile Creek watershed expected to be adopted by the Watershed District in 2015. Please note that PARK RECREATION & TRAILS STRATEGIC MASTER PLAN 1 75 NATURAL AND WATER RESOURCE ASSESSMENTS WATERBODIES AND WETLANDS IN EDINA H I National Wetland Inventor Lake Freshwater Emergent Wetla R, anrre Freshwater Forested/Shrub' \_- Greek/Stream Freshwater Pond f Lake/Pond 76 1 CITY OF EDINA Bloomington Min Source: Esri, DigitalGlobe, GeoEye, i -cubed, USDA, USGS, AEX, Getmapping, Aero( User Communitv 100 -YEAR FLOOD INUNDATION NATURAL AND WATER RESOD raf 100-Year Flood Inundation' _ - Creek/Stream Park/Recreational Area Roads/Highways Watershed District Divide Bloomington okf) Minne Source: Esri, Digital Globe, GeoEye, i -cubed, USDA, USGS, AEX, Getmapping, Aerogrid, K User Community PARK RECREATION & TRAILS STRATEGIC MASTER PLAN 1 77 NATURAL AND WATER RESOURCE ASSESSMENTS d raf, the inundation area provided is still preliminary, currently under review by the Nine Mile Creek Watershed District and subject to change. Therefore, the preliminary inundation boundary provided should be identified as preliminary on any published maps or plans. June 19th, 2014 flooding in Pamela Park. June 19th, 2014 flooding in St. John's Park. June 19th, 2014 flooding in Rosland Park. Water Quality Management Water Quality Challenges Many of the City's most valuable water resources are within or near City parkland. Located in an urbanized setting, the quality of many of the lakes, streams, and wetlands within the city has suffered due to the developed na- ture of their watersheds. These waterbodies often receive stormwater runoff from impervious surfaces such as roadways, driveways, along with pollutants such as sediment, phosphorus and chlorides (salt). The Minnesota Pollution Control Agency (MPCA) has identified several waterbodies within Edina as impaired, meaning the water quality does not meet state water quality stan- dards. These waterbodies include Lake Cornelia, Lake Edina, Nine Mile Creek and Minnehaha Creek. Lakes Lake Cornelia and Lake Edina are both shallow lakes within the city that are classified by the MPCA as impaired because the phosphorus concentrations in the lakes exceed the state's shallow lake standards. High phosphorus concen- trations often result in frequent algal blooms, reducing the clarity of the lake and hindering the growth of aquatic plants. Some of the other lakes within or adjacent to city parkland have been periodically monitored by the water- shed district(s) or citizen volunteers, including Lake Pamela, Melody Lake and Mirror Lake. While not enough data has been collected from these lakes for the MPCA to make a determination whether these lakes are impaired, the available data indicates that these lakes have poor water clarity due to high phosphorus concentrations and abundant algal populations. Studies have been conducted for Lake Cornelia and Mirror Lake by the Nine Mile Creek Watershed District to assess the water quality problems and identify best management practices that can be implemented within the watershed(s) to improve the water quality of the lakes. These lakes, as well as Lake Edina, are also monitored periodically by the NMCWD. The MCWD has a lake grading system that identifies how lakes within the Minnehaha Creek watershed compare to other area lakes based on water quality and recreational opportunities such as swimming, boating and fish- ing. Lake Pamela and Melody Lake have received poor lake grades in the past, likely due to poor water clarity and observed algal blooms. Receiving "high" lake grades in shallow lakes like Lake Pamela and Melody may be unlikely, 78 1 CITY OF EDINA NATURAL AND WATER RESOU raf as these shallow lakes will typically not exhibit the water clarity of deeper lakes of similar size, especially when receiving stormwater from a developed watershed. However, the poor lake grades are an indicator that measures to improve the water quality and recreational opportunities of these lakes should be considered. Streams Both streams that meander through Edina are identified by the MPCA as impaired. Nine Mile Creek is impaired for excess chlorides due to winter salt usage, as well as biological impairment for fish habitat. Minnehaha Creek is impaired due to excess chloride, bacteria, insufficient dissolved oxygen, and fish biological impairment for fish habitat. In addition to these impairments of Minnehaha Creek, the concentrations of phosphorus in Minnehaha Creek have led to impairment in downstream Lake Hiawatha in Minneapolis. As a result, the MCWD has required that the City of Edina reduce the amount of phosphorus discharged to Minnehaha creek on an annual basis. Water Quality Protection and Improvement The City has established water quality management policies and design stan- dards in the Comprehensive Water Resources Management Plan to protect the water quality of the waterbodies within the city. The watershed districts also have rules to protect the quality of lakes, streams, and wetlands, which are administered through their respective permitting programs. As the City implements future park improvements, green infrastructure techniques to re- duce and manage stormwater runoff should be incorporated into site designs. Park maintenance activities should be evaluated to identify techniques to protect the downstream waterbodies. Education of parks staff and park users can also help protect and improve the quality of the city's water resources. Green Infrastructure Implementing park improvements provides an opportunity to incorporate green infrastructure to reduce the impacts of stormwater and protect and im- prove the downstream water resources. Green infrastructure can take many forms, but often refers to use of stormwater management techniques that mimic natural hydrology by infiltrating, evapotranspiring, capturing and using stormwater and thereby reducing runoff. With abundant green space and proximity to waterbodies, many of the Edina parks lend themselves to the implementation of green infrastructure tech- niques, many of which have already been tested in Edina. The following is a short discussion of the techniques appropriate for treating stormwater run- ning off park buildings, parking lots, streets and even lawns in Edina parks. Reduce Impervious Surfaces The best way to prevent stormwater runoff pollution is to avoid building hard surfaces or to eliminate existing hard surfaces that generate runoff. It is im- portant to closely evaluate the need and size of pavement during site design. Sometimes sidewalks, driveways, parking lots and streets can be narrower or smaller than first proposed. PARK RECREATION & TRAILS STRATEGIC MASTER PLAN 1 79 NATURAL AND WATER RESOURCE ASSESSMENTS lf� 80 1 CITY OF EDINA Rainwater Gardens d raf, Rainwater gardens are shallow, landscaped depressions that collect stormwater and allow it to soak into the ground. They filter out pollutants and recharge groundwater. They can be planted with ornamental or native plants. Grass Swales Grass swales are vegetated channels used primarily to convey runoff from one area to another. They can be designed with a flat bottom or with check dams to promote stormwater infiltration. Permeable Pavement Permeable pavement can be used instead of traditional pavement for road- ways, parking lots and trails. Permeable pavement allows precipitation to filter through the paved surface and infiltrate into the ground or storage or filtration system beneath the pavement. Permeable pavements can be installed over an entire parking or driving surface, or in a smaller area that receives runoff from adjacent impermeable surfaces. In a parking lot setting, one of the primary advantages of permeable pavement is reduced stormwater runoff without the loss of available parking. Permeable paving options include porous asphalt, pervious concrete, permeable pavers, and grass or gravel -filled grid paver systems. One of the more common and successful permeable pavement options is permeable pavers, which are specially shaped pavers that are set in a manner that runoff can easily seep between them into a gravel storage layer beneath. Pavers clean and infiltrate stormwater. They also help to prevent ice accumula- tion in winter as melt water is quickly drained below ground. They can be used for walkways such as at building entrances where it is important to prevent slipping. Stormwater Wetlands Stormwater wetlands treat runoff from large watersheds. They often are com- posed of two cells, a pre-treatment cell to settle out course sediments, and the larger wetland to filter out fine particulates and dissolved pollutants. Besides cleaning stormwater these wetlands provide wildlife habitat. NATURAL AND WATER RESOU raf Stormwater Capture and Reuse Stormwater running off hard surfaces can be a resource or a source of pollu- tion depending how it is managed. Capturing stormwater and repurposing it for irrigation or other uses is an excellent way to reduce stormwater runoff. Stormwater from impervious surfaces can be stored in ponds, underground tanks, or cisterns, and used as sole irrigation for landscapes or to supplement an existing irrigation system and reduce water use and associated costs. Tree Trenches Swedish trench trenches are a technique for treating stormwater as well as growing trees in urban areas with 100% hard surface, such as in parking lots and urban plazas. An underground trench is first constructed and filled with rock. Soil is then washed into the voids of the rock. This allows tree roots to grow protected under the weight of pavement. Stormwater is stored in open rock voids at the bottom of the trench. This technique should only be used in extensively paved areas where it is important to both grow trees and treat stormwater. Park Maintenance There are many park maintenance practices that can be implemented to help protect and improve downstream water resources. Several recommended maintenance activities are described below. Winter Salt Use The City should seek opportunities to reduce winter salt usage within its parks, especially considering that both Minnehaha Creek and Nine Mile Creek have been identified as impaired with respect to aquatic life due to high chloride levels in the streams. Enhanced education for winter salt applicators is a primary practice to reduce excess salt usage. Trainings for city staff and private applicators are typically offered by the Nine Mile Creek watershed district or MPCA. Other considerations for reducing salt usage in city parks include use of alternative de-icing products and evaluating salt stockpiling locations and practices. Pet Waste Management When pet waste is not properly disposed of, it can be washed away by stormwater runoff and end up in downstream lakes, wetlands, and streams. Pet waste in our water resources is problematic as it carries harmful bacteria, viruses and parasites that can threaten the health of humans, pets, or wild- life. Pet waste also contains nutrients such as nitrogen and phosphorus and consumes oxygen as it decays, reducing the oxygen available for aquatic life. Enhanced education and public awareness on proper pet waste disposal prac- tices is recommended to reduce the amount of pet waste reaching the city's waterbodies. Signage is a common form of outreach to inform pet owners about the importance of cleaning up after their pets. Wetland and Shoreline Buffers Buffers around wetlands, lakes, and streams can provide shoreline protection PARK RECREATION & TRAILS STRATEGIC MASTER PLAN 1 81 NATURAL AND WATER RESOURCE ASSESSMENTS d raf from erosion, reduce impacts from stormwater runoff and associated pollut- ants, and provide habitat for aquatic and terrestrial wildlife. Restoring and/ or creating broader wetland buffers within city parks should be considered, where feasible. A strategy for buffer restoration and management should include management of invasive species, planting of native species that pro- vide diversity yet are simple to maintain, and commitment to regular mainte- nance. Education of park users regarding the importance of buffers, such as educational signage and/or programming, should also be considered. Wetland Protection and Management The City's goal is to achieve no net loss of wetlands, including acreage, func- tions, and values. To achieve this goal, policies have been established in the CWRMP to protect the wetlands within the city. To provide a basis for wet- land protection efforts, an inventory and general assessment of all the wet- lands within the city was completed in the late -1990s. A subsequent wetland functions and values assessment was conducted in 2003 by the Minnehaha Creek Watershed District for wetlands within the Minnehaha Creek water- shed. While these wetland inventories and assessments have provided the city with useful planning -level information, more up-to-date and detailed wet- land delineations and function and values assessments are often required by the regulators as part of permitting for park improvement projects. Because the wetland delineation and assessments timeframe is limited to the growing season, it is important to conduct the assessment in advance of park improve- ment site design development. Due to the developed nature of the city, many of the wetlands within the city are used for storm water management purposes. Where feasible, opportuni- ties to reduce the degradation of wetlands from stormwater inputs should be considered, including pretreatment of stormwater discharges and restoration and maintenance of wetland buffers. In Minnesota, wetlands are protected by the Minnesota Wetland Conserva- tion Act (WCA). The watershed districts are the local government unit re- sponsible for implementing WCA within the city of Edina. The WCA prohibits draining, filling and in some cases, excavating in wetlands unless (a) the drain, fill, or excavation activity is exempt or (b) wetlands are replaced by restoring or creating wetland areas of at least equal public value. The overall goal is no net loss of wetlands (Minnesota Rules, part 8420.0105). in addition -to -implementing WCA, the +...o watershed districts have 'wetland management rules that specify wetland replacement criteria for mitigat- ing wetland impacts, require buffers around wetlands affected by regulated land -altering activities, and require stormwater treatment prior to discharge to a wetland. More detailed information on the watershed district wetland management rules can be found in Rule 3.0 of the Nine Mile Creek Watershed District Amended Rules (dated March 19, 2008) (http://www.ninemilecreek. org/Regulatory/Req.asp) and the Wetland Protection Rule for Minnehaha Creek Watershed District (http://www.minnehahacreek.org/permits/regu- latory-rules) Other Watershed District Rules The watershed district rules also include requirements under the following 82 1 CITY OF EDINA NATURAL AND WATER RESOU raf categories: Nine Mile Creek Watershed District (http://www ninemilecreek.org/Regula- tory/Rea.asp) • Erosion and Sediment Control (Rule 5) • Waterbody Crossings and Structures (Rule 6) • Shoreline and Streambank Improvements (Rule 7) • Sediment Removal (Rule 8) • Appropriation of Public Surface Waters (Rule 9) • Variances and exceptions (Rule 10) • Permit Fees (Rule 11) • Sureties (Rule 12) Minnehaha Creek Watershed District (http://www.minnehahacreek.org permits/regulatory-rules) • Enforcement • Erosion Control • Appropriations • Illicit Discharge • Financial Assurances • Procedural Requirements • Variances and Exceptions • Waterbody Crossings and Structures • Shoreline and Streambank Stabilization • Dredging • Fees PARK RECREATION & TRAILS STRATEGIC MASTER PLAN 1 83 PARK SY\ 1 4.2 PARK, OPEN SPACE & TRAILS Our team has reviewed and incorporated previous inventories and has all Parks, Open space and Trails assessed to provide an understanding of existing offerings of the system, and a clear understanding of existing conditions, along with opportunities throughout the system. Based on these inventories, comprehensive recommendations for classifications based on National Recreation and Parks Association (NRPA) guidelines can be developed. Using these classifications, a standard for level of service to the residents of Edina can be addressed and allow for the formulation of capital improvement recommendations PARKS RECREATION & TRAILS STRATEGIC MASTER PLAN 1 85 PARK SYSTEM ASSESSMENT for future improvements or new facilities. PARK CLASSIFICATIONS d raf The consultant team joined the Edina Parks and Recreation staff on guided tours of park system facilities and completed follow up visits and studies, as needed, to com- plete an overall inventory and assessment of parks within the System. The follow- ing parks were grouped and categorized to assist in planning efforts, level of service expectation, as well as future planning efforts (e.g. facilities standards, maintenance needs, etc.): A detailed analysis of each park and its facilities is located in the Appendix. The following is a definition of the park category classifications and summaries of key SPECIAL USE PARKS Arneson Acres Braemar* Bredesen Centennial Lakes* Edina Promenade Edinborough Frank Tupa Rosland Van Valkenburg Yorktown *Enterprise Facility exists COMMUNITY PARKS Creek Valley Fred Richards Garden Park Highlands Lewis Pamela Rosland Todd Walnut Ridge 86 1 CITY OF EDINA NEIGHBORHOOD PARKS Alden Arden Cornelia School Countryside Fox Meadow Heights Normandale Robert J. Kojetin Strachauer Utley Weber Wooddale York MINI PARKS Birchcrest Browndale Chowen Grandview Square McGuire Melody Lake Sherwood St. John's Tingdale Williams PARK SY draf CITY OF EDINA Park Classification & Service Area Map 31 NEIGHBOPHO-OD PARK -5 ,—:uA4Mi,,r,vTle PARWj FIGURE 4.2.1 PARKS RECREATION & TRAILS STRATEGIC MASTER PLAN 1 87 PARK SYSTEM ASSESSMENT 1 17 • 1 f ACRES ACRES d raf findings and recommendations from the park assessments. Park classifications are useful when planning park needs for new parks or major redevelopment plans. SPECIAL USE PARKS CLASSIFICATION AND KEY RECOMMENDATIONS • Creek Valley Pamela • Fred Richards Rosland • Garden Park Todd • Highlands Walnut Ridge • Lewis Size: Varies, but typically similar to Community size parks /1000 PERSONS . Service Area: City and neighborhood wide, often providing specialized use or ,,„,:�� „ . attractions to all City residents. Service Level: 11.00 acres/1000 persons Description: Edina has a number of Special Use Parks that cover a broad range of parks and facilities generally oriented toward a particular purpose or unique function. Functions tend to fulfill more specialized purposes such. as natural resource based, specialized recreation activities, public/ private commercial gathering areas, museum functions, and special event hosting (e.g. weddings, etc.). Arneson Acres Park - A unique park with formal gardens, gazebos, a museum and event spaces. • Natural areas restoration opportunities? • ADA compliance? • Provide a master plan to increase safety, maintenance efficiency, and maximize value to visitors • Marketing potential for special events Braemar Park - Braemar park provides residents with unique facilities including Braemar Golf Course, Golf Dome, Braemar Arena, Courtney Fields, and Braemar Field (expand) Bredesen Park - A nature sanctuary with a lot of potential to provide the community a high quality environmental education facility and program. Cur- rently supports passive recreation, which the community has identified as a need. • Buckthorn infestation - lowers environmental and aesthetic value. Needs to 88 1 CITY OF EDINA 1 0 a - IM riiA be addressed with a comprehensive plan. • Potential for an Environmental Learning Center • Natural play areas • Connections to Nine Mile Creek ; • Programming - a desire for natural resources and education programming and interpretive areas was identified by the community IMAM • Several miles of trails - summer and winter use potential that could easily ; connect to larger regional systems. Centennial Lakes Park - A distinctly urban park facility with exception- ally maintained grounds, walking trails, a 10 -acre lake, formal and informal seating areas, and fountains, among other things. The park is highly pro- grammed with a variety of cultural performances and activities as well as year round community and recreation activities. The facilities attract a wide variety of demographic users. • Good year-round use with recreational features for all -seasons including lawn games, mini -golf, boat rentals, and ice skating. • With over 10,000 square feet of open ice, it is the largest skating area in the metro. • Strong vitality and community integration with mixed-use development including office towers, residential buildings, and retails shops. Edina Promenade - A nicely landscaped and maintained greenway that connects the region's various retail, residential and recreational amenities. While technically a greenway, numerous seating options, art installations, and garden landscapes allow the Promenade to act as a destination as well as a con- necting greenway. • Beautiful landscaping, well maintained - High standard for park system • Connect better to overall park system and trails • Include more bike racks (nice ride type facility?) • Include drinking fountains Frank Tupa Park - A cultural site with a historical emphasis that includes 2 facilities listed on the National Register of Historic Places. The site is spatially limited, has inadequate parking, and lacks standard amenities that would make the facility more usable to staff and visitors. • Create more natural areas to reduce turf, and create an accurate historical landscape to complement the buildings • Address parking and pedestrian safety issues • Include basic amenities such as bike racks, drinking fountains, recycling PARKS RECREATION & TRAILS STRATEGIC MASTER PLAN 1 89 PARK SYSTEM ASSESSMENT 90 1 CITY OF EDINA d raf receptacles, etc. • On-site storage for garden supplies • Consider relocating facilities to other area to accommodate visitors ROSland Park - Rosland Park includes several amenities such as the Edina Art Center, Aquatic Center, as well as trails, frisbee golf, and other traditional park activities. The park is located on Lake Cornelia and is bounded by arterial roads and highways. • Create better trail connections to the park • Better trail circulation inside the park • Reevaluate lighting and scale for pedestrians • Opportunity to introduce natural areas - reduce turf • Update Vita Course Van Valkenburg Park - A park with two very specific functions includ- ing Van Valkenburg Park provides a high quality softball complex as well as the city's only off -leash dog park. • Create better trail connections to park • Provide bicycle racks and pumps • Look at the stormwater management and make improvements accordingly • Add recycling receptacles Yorktown Park - Yorktown's special facilities and proximity to the Edina Promenade, YMCA, and Adam's Hill Park (Richfield City Park) create high use and traffic volumes. Facilities include the city's only skatepark and community gardens that are very popular with residents. • Explore natural area restoration to reduce turf • Include basic amenities to support users - bike racks, drinking fountains, tc. • Provide shelter for gathering • Expand and enhance the community gardens and provide facilities support such as tool shed. City of Edina Special Use Parks & Enterprise Facilities FIGURE 4.2.2 PARK SY raf EDINA PROMENDADE YORKTOWN PARK Special Use Park Y PARKS RECREATION & TRAILS STRATEGIC MASTER PLAN 1 91 PARK SYSTEM ASSESSMENT ACRES /1000 PERSONS 92 1 CITY OF EDINA d raf COMMUNITY PARKS CLASSIFICATION AND KEY RECOMMENDATIONS • Alden Robert J. Kojetin • Arden Strachauer • Cornelia School Utley • Countryside Weber • Fox Meadow Wooddale • Heights York • Normandale Size: 15 - 65 Acres Service Area: The surrounding community to a distance of 1-1.5 mile radius. Service Level: 7.00 acres/1000 persons Description: Developed to provide more active and less passive recreation, this medium park serves as a social and recreational focal point for multiple neighborhoods or medium sector of the community. Designed to serve users of all ages, it is often located on arterial streets and is accessible by vehicle, bicycle or walking. Usually a stand-alone, this type of park can often be located adjacent to a high school to maximize resources and to benefit from joint -use of such facilities as athletic fields, multi -use courts and swimming pool. Edina Community Parks - Edina's community parks provide a vital service within the system accommodating large athletic fields and active recreation facilities. Parking lots are typical to accommodate users traveling from surrounding neighborhoods. Year round activities are maintained in these parks with hockey rinks in all, and warming houses and lights for hockey in some parks. Buildings with meeting space exist in some parks, as well as outdoor gathering shelters. KEY RECOMMENDATIONS - Issues that appear throughout most of these parks include pedestrian/bicycle connections to the greater park system. Planning efforts should focus on circulation that focus on creating a hierarchy for multiple modes of transportation that create better connections to the community and increased safety between automobiles and pedestrian/ bicycles. Parking can become an issue with high traffic events and activity times spilling out to the neighborhoods. An overflow parking plan would be beneficial. Standards should be created for the community parks and a plan put into place to replace infrastructure, provide standard amenities, and increase safety with adequate lighting, ADA standards, and surfacing. Opportunities for greater stormwater management, irrigation reuse potential, and introducing natural areas into low traffic zones will increase the environmental and operational sustainability of the parks. FIGURE 4.2.3 CITY OF EDINA Community Parks & Service Area Map PARK SY raf 8 Community Parks PARKS RECREATION & TRAILS STRATEGIC MASTER PLAN 1 93 PARK SYSTEM ASSESSMENT 1.9 ACRES /1000 PERSONS d raf NEIGHBORHOOD PARKS CLASSIFICATION AND KEY RECOMMENDATIONS • Birchcrest Melody Lake • Browndale Sherwood • Chowen St. John's • Grandview Square Tingdale • McGuire Williams Size: 4 - 20 Acres Service Area: The immediate neighborhood to .5 mile radius distance. Service Level: 1.75 acres/1000 persons Description: Developed to provide both passive and active recreation, this small park serves as a social and recreational focal point of the neighborhood. It is a destination within walking distance that provides ease of access for users of all ages, but generally focuses on young and senior adult users. Usually a stand-alone, this type of park can often be located adjacent to an elementary school to maximize resources to the benefit of the community. Edina Neighborhood Parks: Edina's neighborhood parks provide a vital - — service to nearby residents byproviding open space and in close proximity. These parks are generally less programmed with activities and often include no programming other than existing facilities, such as playgrounds. Neighborhood parks are generally flexible in order to accommodate a variety of uses. Parking facilities are unique to each park but are generally less prominent than Community parks, if they exist at all. Neighborhood parks can be territorial - mainly being used by people in the surrounding neighborhoods, and may be the most often used part of Edina's park system for certain users. KEY RECOMMENDATIONS - There are a variety of types and quality of facilities and amenities found throughout the neighborhood parks. Creating a plan to provide equal levels of service and quality would create equity throughout the city and could provide some maintenance and operational efficiencies if a Furnishings, Fittings, and Equipment was created for neighborhood parks. Neighborhood parks are more dependent on pedestrian/ bicycle travel. A park trails connection plan would be useful, as well as coordinating with the city's current sidewalk plans. Current standards of ADA access should be a standard at all parks. Facilities should be evaluated for quality, safety, and whether they are serving a need - consider renovating or replacing facilities based on assessments found in the Appendix. Standard support amenities should be provided such as waste and recycling receptacles and safety lighting. The recommended service area of a Neighborhood Park is .5 -mile radius and as Figure X shows, there is a deficit of Neighborhood parks in the SW quadrant of Edina. 94 1 CITY OF EDINA PARK SY raf FIGURE 4.2.4 food PARKS RECREATION & TRAILS STRATEGIC MASTER PLAN 1 95 PARK SYSTEM ASSESSMENT ACRES /1000 PERSONS 96 1 CITY OF EDINA d raf MINI PARKS CLASSIFICATION AND KEY RECOMMENDATIONS Size: less than 2 acres (exception at Melody Lake) Service Area: The immediate neighborhood to .25 mile radius distance. Service Level: 0.5 acres/1000 persons Description: Developed for passive recreation, these small parks fulfill a variety of purposes including neighborhood gathering areas, small children's playgrounds, or flexible open spaces. Mini parks are typically within walking distance and generally rely on pedestrian or bicycle access - no parking lots exist within mini parks. Mini parks are very flexible to accommodate a variety of uses and may consist exclusively of open space. Although these parks are needed within the system, they typically have high maintenance costs associated with them that should be considered. Edina Mini Parks: Edina's mini parks provide open space to nearby neighborhood residents for a variety of activities. Trails are generally not a part of mini parks infrastructure and most do not have building facilities such as restrooms or sneiters. vara mtrastructure is typically limited to small playgrounds and/ or a backstop for informal baseball/ softball. KEY RECOMMENDATIONS - There is a wide variety in the amount and quality of infrastructure within the mini parks. Creating a plan to provide equal levels of service and quality would create equity throughout the city and could provide some maintenance and operational efficiencies if an HE plan was created for neighborhood parks. Mini parks are dependent on pedestrian/ bicycle travel and a comprehensive parks and trails plan should coordinate with the city's sidewalk plan to maximize access and safety. ADA access should be examined as well, especially regarding access to playgrounds. Standard support amenities should be provided such as waste and recycling receptacles. The recommended service area of a Mini Park is .25 -mile radius and as Figure X shows, there is a deficit of Mini parks in the NW, SW and SE quadrants of Edina. FIGURE 4.2.5 PARK SY i CITY OF EDINA Mini Parks & Service Area Map 10 Mini Parks PARKS RECREATION & TRAILS STRATEGIC MASTER PLAN 1 97 PARK SYSTEM ASSESSMENT d raf OPEN SPACE Open space is defined as space that is owned and maintained by the City of Edina, but is not developed for use as park area. Most of Edina's Open space is along watersheds and contains wetlands. These spaces were mapped in Figure 4.2.6. Further evaluation of potential use should be explored. City of Edina Open Space Area !' O o i ;O �a �--� Open Space Wetland Area t�♦ N FIGURE 4.2.6 CITY OF EDINA TRAILS Size: N/A Service Area: City -Wide Service Level: 0.75 miles/1000 persons (Guidelines NOT met) Description: Trails are defined as any path or route, in this case used for bicycling or walking. There are two types of trails systems. A linear trail system goes from one point to another without connecting trails. These types of trails are usually destination trails or transit trails. The second type of trail system is a looped trail system. A looped trail system allows a user to end up where they started with either minimal or no repeating parts of the trail. Looped trails can be a single -loop (often used around lakes, wetlands, and other geological features) or it can be a series of loops, known as a stacked loop trail system. A stacked loop trail system has several, interconnected looped trails designed so the user has many route options. Edina Trails: The following is a list of the major elements in the existing trail network in Edina (also shown in FIgure 4.2.7): NINE MILE CREEK TRAIL - This is a regional trail in the progress of being developed by Three Rivers Park District that will create a east/west corridor across Edina from Richfield to Minnetonka. The trail would be shared -use and will connect with many of the following parks. EDINA PROMENADE - A shared use greenway connecting Centennial Lakes North to Southdale Mall and East to Yorktown Park/YMCA. Nine -Mile Creek Trail is proposed to go along Edina Promenade and through York Park connecting Edina and Richfield. BREDESEN - An existing 2.0 mile? shared -use loop trail surrounding Bredesen, Edina's natural reserve park. Bredesen borders Nine -mile Creek. Bredesen also has an internal path which is pedestrian only. HEIGHTS PARK - A neighborhood park connected to Nine -Mile Creek. This park contains a path that crosses Nine Mile Creek and adjoins two neighborhoods. WALNUT RIDGE - A community park connected to Nine -Mile Creek. This park contains an enclosed loop trail surrounding the park as well as a bridged path over Nine -Mile Creek. FRED RICHARDS GOLF COURSE - A dissolved public golf course now in the Master planning phase. This park is going to include part of the new Nine -Mile Creek XXMX MILES .XX MILES /1000 PERSONS PARKS RECREATION & TRAILS STRATEGIC MASTER PLAN 1 99 PARK SYSTEM ASSESSMENT 100 1 CITY OF EDINA drafi Trail. The master plan should also consider other trail loops within the park to connect park users to the natural resources and various planned amenities. ROSLAND PARK - A special -use park with a walking trail surrounding lake Cornelia. The trail is not connected to the rest of the park system, but should be explored as the trail is scenic and the park has many unique features including a fishing dock, picnic facility, frisbee golf course as well as both the Edina Aquatic Center and the Edina Art Center. PARK TRAILS - Other circulation specific trails exists within the following parks: KEY RECOMMENDATIONS - Throughout the community input sessions it became apparent that a multi -use trail system connecting the parks system, and allowing more passive walking and hiking opportunities is a high priority, and eagerly anticipated by the public. This has been a reoccurring theme and has been stated in the Needs Assessment Survey (2006) and in the Community Attitude and Interest Citizen Survey (2006). A trail system could immediately make a dramatic positive impact on the Parks system and attract a host of new users to access and enjoy the parks. The conceptual Parks and recreation trails plan (shown in figure X) builds on the current construction of the Nine Mile Creek Regional Trail and seeks to create a stacked loop trail system allowing for multiple route options. This plan is to stitch together the four quadrants, as well as create shorter internal loops for walking and biking. A hierarchy of trails for each park should be created to allow safe trail use for bikers, walkers/ joggers, and more challenging trails available for hiking in natural areas or steeper topographic parts of the park. ADA requirements should be provided for a majority of trails to accommodate access to the park systems offerings for lower mobility users. Park trails can connect to existing and proposed city sidewalks to create an a wide variety of routes, loops, and destinations for pedestrians/ runners. Table 4.2.7 summarizes how Edina can start to classify and create a hierarchy of trails to accommodate a broad range of uses and trail users within the City. Edina can build on it's current network of trails and trail plans, and fill in the gaps of the trail hierarchy with targeted projects. MULTI -USE PAVED TRAILS - THE GREEN LOOP A multi -use trail connecting the parks is one of the top community priorities. Developing this trail system in a fully developed suburban environments will have some challenges but to maximize the trail's use and safety for pedestrian's and bicyclists, it should be physically separated from the roadway traffic. Ideally this would be with a designated multi -use trail with a landscaped buffer separation. In areas where this isn't possible, the lane should be separated with striping, curbing, signage, and/or other physical dividers that distinctly separate the automobile and bike traffic lanes. A combination of these strategies, in addition to on -road bike lane strategies will likely be PARK SY raf City of Edina Dr^r,r%cori! Trnil Al1M+1kAinrL- "�"�' Nine Mile Creek Trail Proposed Grand Loop Proposed Support Trails ------- - ------------- FIGURE 4.2.7 N PARKS RECREATION & TRAILS STRATEGIC MASTER PLAN 1 101 PARK SYSTEM ASSESSMENT t.� _, d raf needed but there is significant data highlighting not only the safety of separated trails, but also dramatic increases in useage compared to on -street striped trails. NATURAL SURFACE TRAILS These trails are informal, generally not ADA accessible, and allow a more intimate experience with nature. Surfacing can be native ground, wood chips, loose gravel, or a combination of natural surfaces. These trails are generally utilized by pedestrians but can accomodate specialized bike uses (e.g. mountain bikes). Natural surface trails exist at Bredesen and other parks throughout the system. Typical trail classifications in Minnesota Trail Category Classifications Typical User Groups Edina Existing Trails and Opportunities Multi -Use Paved Park Trails Walking, jogging, bicycling, Existing — Bredesen, park circulation Trails and in-line skating typically trails, Nine Mile Creek Regional Trail City Trails assumed to be accommo- dated when paved. Regional Trails Opportunities —Green Loop, Internal State Trails circulators at larger parks Trail user groups consistent Existing — Bredesen nature trails, infor- Natural Surface " Hiking Trails Trails with classifications. mal local trails Nature/ Interpretive Trails Mountain Biking Trail Opportunities —Mountain biking Shared Use Trails Bike Routes ` Bicyclists are primary user. Existing - Several streets identified in r ....,..� ..... .... .... Some in-line skating poten- — Comprehensive Bike Plan Bike Lanes tial. Provided on street as shoul- ders or designated lanes Opportunities — Realize previous plans, (markings) connect to Green Loop and parks throughout City Winter -Use Trails Cross Country Skiing Trail user groups consistent Existing — School skiing trails, informal with classifications. snowshoeing Snowshoeing Winter Hiking Opportunities —create well defined Skijoring winter trail network opportunities — Braemar, Bredesen, Fred Richards stand Fat Tire Biking out *based on MnDNR Trail Planning, Design, and Development Guidelines Figure 4.2.8 102 1 CITY OF EDINA ON -ROAD BIKEWAYS The city of Edina, along with Bike Edina, have completed extensive studies and planning for on -road bikeways that will help connect the City and allow better access to parks for bicyclists. The difference between the Multi -Use trail proposed in this Strategic Plan is the physical separation that greatly increases safety and useage. Additionally, the Green Loop helps directly connect the parks to each other and the on -road bikeway network will feed into that system. Similar branding and wayfinding techniques should be utilized throughout the trail network to further tie the system together. WINTER USE TRAILS Providing opportunities to stay active and recreate during the winter months is important to residents and park systems in Minnesota. A variety of activities are becoming increasingly popular in cold climates and should be planned for by including in master planning efforts for all parks. Specifically, Braemar would lend itself to increasing winter activities that are compatible with existing facilities and uses. Current planning efforts should explore the revenue potential of winter activities as well as current trends in health, wellness, and recreation including: • Cross Country Skiing - While Edina high school has a strong history in Nordic ski racing, cross country skiing has become more popular with people of all ages and mobility levels. EPRD has plans for providing more cross country trails, and should continue to look for opportunities to expand infrastructure and services. Partnerships with ski organizations and clubs should be explored to support maintenance and grooming activities for an expanded network of trail options. • Snowshoeing - There are ample opportunities to provide snowshoe opportunities in several parks. Snowshoeing can be open very informal - open to anyone with gear and a sense of adventure, to formal trails that accomodate lower skill and fitness levels. Snowshoe trails can be combined with other winter multi -use activities including skijorning, fat tire biking, etc.. • Skijoring - Skiing with dogs is becoming increasingly popular and provides an excellent opportunity to keep pets and their owners active during winter months. Skijoring trails should be kept separate from traditional nordic skiing trails as grooming needs are different between them. • Fat tire biking - Fat tire bikes have become much more common in Minnesota and dedicated trails could provide an important need to the area. Trails can utilize the same traditional mountain biking trails but require grooming to pack down snow. Some trails could be part of a multi -use groomed winter trail that accomodates skijoring and snowshoeing. Bike trails have been incorporated into traditional nordic trails by creating a separate lane to the outside of classic tracks and skate skiing lanes. • Winter walking/ running - There is demand for walking and running throughout the winter months and safe, accessible, plowed trails would likely be well used by residents. Creating a trail and sidewalk plowing plan for parks and facilities should be explored during operations and maintenance planning, as well as during master planning efforts for parks throughout the system. PARK SY raf PARKS RECREATION & TRAILS STRATEGIC MASTER PLAN 1 103 PARK SYSTEM ASSESSMENT 104 1 CITY OF EDINA d raf ADDITIONAL TRAIL CONSIDERATIONS Some additional considerations and opportunities for creating a comprehensive, safe, and attractive trail network within the City's parks include: • Buckthorn Removal - Pedestrian and hiking trails should be coordinated with buckthorn removal areas in certain parks as the buckthorn thickets have blocked off entire areas of parks from easy access. The City Forester has identified areas of Walnut.Ridge, Bredesen and Heights Park as areas with potential for a linear trail system and/ or loops, if buckthorn were cleared in key areas. • Lighting - Higher traffic areas should be adequately lit to extend the use of trails and facilities. Additionally, lighting is critical to facility entrances, pick up/ drop off zones, and parking lots during the short days of winter and for programming occurring at night. • Maintenance - Trails should be integrated into maintenance plans and surfacing should support equipment needed to access areas for maintenance. Additionally, trails are ideal maintenance breaks between natural areas and mowed turf - providing fire, spray, and general maintenance transitions, as well as an aesthetic edge to mark the difference between natural and higher maintainance areas. • Safety - Specific attention should be paid to areas of intersection between automobiles, bikes, and pedestrians. Circulation issues and conflicts have been identified at a number of parks. These areas should clearly designate modes of travel, should be highly visible, and provide infrastructure to support the intended mode of travel (e.g. bike racks). Additionally, connections and entrances to facilities should be planned for with clear sightlines and wayfinding to building entry's, pick up/ drop off zones, and wayfinding signage for amenities. Crime Prevention Through Environmental Design (OPTED) should be used as a guide throughout the parks, especially in higher traffic areas. LEVEL OF SERVICE STANDARDS Level of Service Standards (LOS) are guidelines that define service areas based on population that support investment decisions related to parks, facilities, and amenities. LOS can and will change over time as the program lifecycles change and demographics of a community change. The consultant team evaluated park facility standards using a combination of resources. These resources included National Recreation and Park Association (NRPA) guidelines, recreation activity participation rates reported by the Sports & Fitness Industry Association as it applies to activities that occur in the U.S. and the City area, community and stakeholder input, findings fi•om the community -wide survey and general observations. This information allowed standards to be customized to the City of Edina (Figure x). These standards need to be viewed as a guide. The standards are to be coupled with conventional wisdom and judgement related to the particular situation and needs of the community. By applying these facility standards to the population of Edina, gaps and surpluses in park and facility/ amenity types are revealed. As one can see there are many needs to be met in the present and future. The standards outlined are not aggressive, but are conservative. When looking at needs, the design team focused on the 2019 projections. These projections allowed for planning suggestions to be made that would allow time for implementation. The following park amenities were shown to have a needs that exist: PICNIC PAVILIONS - There seems to be a need in Edina for picnic pavilions. The LOS projections show a need for five additional picnic pavilions (3 small/medium and 2 large/indoor). This calculation correlated with the results of the community survey and should be explored. Figure 4.2.9 can begin to show the need for picnic pavilions based of proximity mapping. The figure shows the current park picnic pavilions with both a 5 -minute and 10 -minute walking radius from them. It is recommended to look into placement of future picnic pavilions in the underserved areas. City of Edina Picric 9holtw BASEBALL/SOFTBALL FIELDS - The LOS projections show a need for two Figure 4.2.9 additional baseball fields and two softball fields in Edina. However, the need was not correlated in the community survey and was ranked very low in overall priorities. The design team feels that the current baseball and softball fields should be maintained, and the addition of more baseball and softball fields should be put on hold and revisited as the need is expressed by the community. MULTI -USE FIELDS - After the construction of the fields at Pamela Park, the LOS projections show a need for three additional multi -use field in Edina. EPRD should look at other multi -use field opportunities in the City for partnerships to fulfill this need. An example of this would be the multi -use lacrosse fields at Creek Valley that are on school property and are not currently being counted in the Park System. There may be additional field space at schools and properties throughout the City that could fulfill this need. Multi -use fields can accommodate a number of activities and allow the park system to be very flexible into the future. Sports such as ultimate frisbee, soccer, target golf, and a host of other activities can be utilized by multi -use fields and open lawn areas. MULTI -USE TRAILS - The LOS projections show a need for _ additional miles of trails in Edina after the implementation of Nine mile Creek Trail. This need also correlated with the community survey in which Walking and Biking Trails were ranked the highest priority for Edina with Nature trails being ranked second highest. The community may not see as much of a need for this after the completion of Nine Mile Creek Trail. PARKS RECREATION & TRAILS STRATEGIC MASTER PLAN 1 105 PARK SYSTEM ASSESSMENT 106 1 CITY OF EDINA d raf OUTDOOR BASKETBALL COURTS - The LOS projections show a need for four additional outdoor basketball courts in Edina. DOG PARKS - The LOS projections show a need for one additional dog park in Edina. There is only one that exists at Van Valkenburg Park in the far northwest part of Edina. This park is mainly accessible by car, and is a difficult park for people (and their dogs) to walk to. The community survey correlated with this need and ranks Dogs parks as a high priority for Edina. Provide opportunities for dog agility testing, specialized events and training activities. 0 T z Q J a W CQ G U_ 0 W a J_ Q Ir 06 z 40 W U w Ir Cn Y 01 Q<- a� Li = ON 53, v N N cu L. t LL. z U U U U U U 41 N N a) a) 00 00 a) a) N a) a) a) �_ O a)Cr C6 N Q Q Q Q Q Q (7)C15 LELE M LZ U U U) U) C/5 U)(n C7 C/) C/) U).2 O O W N LC) M N N N N N CA W 'd N <- N CO 00 Q Q C C() -o a 72-2 a a -a N -a N a C- cn N�N•, 'n N N N N N N CLC N (C (C (C ,� CLC .N-. 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CD a) a) U 025 y cn N E C U U — n +L-•' C N CL CL O O N N C/1 015 (� (C .N-� a) 7 (C a dt Ll N O CD EP cna a Y a) O N O - d Q N ` Na)O a s a C.i N N L cn r-+ _0 (C C7 O C L L (C C6 N_ LL. - N m0U 0 —0 CC O N CLN inL-0 0•i— CC• yN in = o N o o Tm j p O `0 w w[L •� -E a) :E; c p a) E -pN — -0 �=, �= a a >O, N O Y := O E U O O U co C6 O O O 7 -Op 7 a O O O ON Oz 0 cn C A H • a a m U) �� m O H� O a 0> N� 0 0 0 N N 0 T z Q J a W CQ G U_ 0 W a J_ Q Ir 06 z 40 W U w Ir Cn Y 01 Q<- PARK SYSTEM ASSESSMENT FACILITY / AMENITY PRIORITY RANKINGS d raf The purpose of the Facility and Program Priority Rankings is to provide a prioritized list of facility/ amenity needs and for the community served by the City of Edina Parks and Recreation Department. This rankings model evaluated both quantitative and qualitative data. Quantitative data includes the statistically valid Community Survey, which asked residents to list un -met needs and rank their importance. Qualitative data includes resident feedback obtained in community input and demographics and trends. A weighted scoring system was used to determine the priorities for parks and recreation facilities/ amenities. For instance as noted below, a weighted value of 3.5 for the un -met Desires expressed through the community survey means that out of a total of 100%, unmet needs make up 35% of the total score. Similarly, Importance ranking from the community survey also makes up 35%, while Consultant Evaluation makes up 30% of the total score, thus totaling 100°/x. This scoring system considers the following: • Community Survey • Un -met needs for facilities and amenities — This is used as a factor from the total number of households mentioning whether they have a need for a facility and the extent to which their need for facilities has been met. Survey participants were asked to identify this for 28 different facilities/ amenities. • Importance ranking for facilities — This is used as a factor from the importance allocated to a facility or amenity by the community. Each respondent was asked to identify the top four most important facilities and amenities. • Consultant Evaluation • Factor derived from the consultant's evaluation of facility and amenity priority based on survey results, demographics, trends and overall community input. • The weighted scores were as follows: • 70% from the statistically valid community survey results. • 30% from consultant evaluation using demographic and trends data, community focus groups and public meetings and levels of service. These weighted scores were then summed to provide an overall score and priority ranking for the system as a whole. The results of the priority ranking were tabulated into three categories: High Priority (top third), Medium Priority (middle third) and Low Priority (bottom third). The combined total of the weighted scores for Community Unmet Needs, Community Importance, and Consultant Evaluation is the total score based on which the Facility/Amenity Priority is determined. As seen below, Walking and Biking Trails, Nature Trails, Indoor Fitness and Exercise Facilities, Natural Areas and Wildlife Habitats, and Senior Center were ranked as the top five highest facility / amenity priorities in Edina. 108 1 CITY OF EDINA PARK SY raf Facility/Amenity Priority Rankings 0 walkingand t'Ia6re trai Is Indoor fitness and exercise faci 1 ities Hatural areas and wildlife habitats Senior center Park shelter buildings b Playground equipment Indoor basketball and Krol leybal I courts Off leash dog parks Oubhx r swimmingpooljwatPr park 10 Mountain bikirgtraiis 11 Outdoor splash pads 12 Ultimate frisbee fields 13 Outdoor hockey rinks 14 Soccer fields 15 19 and 9 hole golf courses 16 Carmmm ty gardens 17 Indoor swimmingpools for recreation 1$ Indoor hockey and figure skating Fink 19 PicklebalI pouts Picnic areas Indoor playground Outdoor temis courts Basebal I and sofMbal I fields Archery narCe Ckddoor basketball counts FvoMal l and lacrosse fields Skateboard parks PARKS RECREATION & TRAILS STRATEGIC MASTER PLAN 1 109 PARK SYSTEM ASSESSMENT 110 1 CITY OF EDINA d raf COMMUNITY RECOMMENDED ACTIVITIES AND FACILITIES Some additional specialized amenities and facilities were identified by the public through the input sessions that relate to the changing needs of the community and their expectations for the EPRD. PICKLE BALL COURTS - Pickle ball has become increasingly popular with aging populations and there is a need for more courts - outdoor and potentially indoor. OUTDOOR SPLASH PADS - Smaller scale outdoor splash pads are becoming increasingly popular as an attractive alternative to outdoor pools. There are currently no outdoor splash pads outside of the Aquatic Center in the City. Splash pads should be evaluated as an attractive alternative to pools and require less safety supervision and operating costs than traditional pool facilities. FRISBEE GOLF - There is one frisbee golf course at Rosland that is very popular and is showing signs of wear on the grass and trees. This could be an indication that there is a greater need for more facilities in other parts of the City. Frisbee golf courses are very affordable compared to other recreational activities. ARCHERY RANGE - Archery is growing in popularity and has been identified by the community as a need. There are currently no formalized places for archery in the parks system and there may be benefits to setting up a structured area for archery practice. Archery facilities are relatively inexpensive compared to other recreation activities. The Minnesota State Archery Association and/ or MnDNR could be coordinated with for education programs and events. COMMUNITY GARDENS/ URBAN AGRICULTURE - The community gardens at Yorkville are very popular, promote community engagement, and support healthy lifestyles. Other opportunities for community gardens should be explored. Infrastructure is relatively affordable compared to other recreation activities. Soil tests should be performed prior to installation and raised beds created if any evidence of contamination is shown. Organic leaf compost is an excellent addition to soils to increase production and condition existing soils. INDOOR FITNESS - A desire for increased access to a range of indoor fitness activities was expressed. Flexible indoor facilities could host a range of activities for a wide age -range of ages and ability levels. Some recent trending activities that could be found indoors include: • Boxing • Indoor parkour • Treadmill only workouts • Group rowing • Stationary cycling/ spin • Futsal - 5 person indoor soccer • Indoor pickle ball • Dodgeball • Yoga, pilates, hot yoga • Mommy fitness POTENTIAL USES COORDINATED WITH EXISTING FACILITIES The consultant team identified activities that were not mentioned specifically by the community or survey data, but do parallel national and regional trends, and could be integrated into Edina's parks with little additional financial or infrastructure inputs. FOOT GOLF - Foot golf's introduction and growth in popularity has corresponded directly with traditional golf's decline. Two courses exist in Minneapolis. Usually taking place in the rough, or next to the fairway, it is played simultaneously with golf and allows courses another form of revenue. Foot golf is cheaper than regular golf, requires a ball for equipment, and is generally accessible to a much wider range of people. BROOMBALL - A Minnesota tradition. See Chapter 3 for more information on Broomball. GEOCACHING - Geocaching is a passive recreational opportunity that would allow greater exposure to underutilized natural areas of the park. A great family activity that requires very little investment and/ or management. RESTAURANTS AND BEER GARDENS - Integrating food and beverage into the park system as another form of revenue generation, and cross pollinating activities by bringing more people into an area has worked well in other areas of the country and is something Edina is currently pursuing. The synergy of tapping into the Twin Cities emergence as a midwestern Food and MicroBrew leader has a lot of potential for creative partnership opportunities. The Consultant team identified the lawn bowling green at Centennial Lakes as an exiciting opportunity to bring more consistent users to the area. Food trucks could also be a way to bring this added service to the population, and EPRD should study how to encourage and accommodate in key areas of the park system. AERIAL CHALLENGE COURSES - ROPE CHALLENGES - Aerial ropes courses have become popular and offer a unique experience opportunity for Edina's parks. Partnerships may be an effective way to deliver this feature to residents. FRISBEE GAMES (BEYOND GOLF) - Frisbee and disc games have consistently increased in popularity over the years and groups in Edina have organized the "Edina Family Frisbee Festival" in the past. Family friendly, and games that can accommodate a wide range of abilities, EPRD could work with existing groups to encourage and help integrate frisbee activities and facilities into the Park System. SEPAK TAWKRA - A game native to SE Asia that is played primarily by Hmong community's will become more popular as Edina's population diversifies. Sport can be played on turf fields and only requires a net and ball. PARK SY raf PARKS RECREATION & TRAILS STRATEGIC MASTER PLAN 1 111 PARK SYSTEM ASSESSMENT 112 1 CITY OF EDINA d raf TARGET GOLF GAMES - Golf oriented games that can be played in a number of settings including parks. Sometimes played using a soft core type ball (to reduce injury and property damage from errandt shots) and higher lofted clubs, players aim for targets and non-traditional golf holes. Cost is typically free and no additional infrastructure would necessarily be needed in a park. Divot repair would be the main maintenance issue needing to be addressed. EPRD could designate certain areas to encourage target golf (potentially nearby in Braemar), and potentially organize education events. BIKING - Different forms of biking have become popular, often in association with the X Games. Mountain biking is discussed further in this document but a few other biking activities include a host of BMX related events - BMX vert, dirt, Big Air, Street, and others. Many of these events are somewhat related to skateboarding and future facility construction should evaluate the need and requirements to host these biking events. Building large ramps and dirt tracks may be beyond the purview of EPRD but partnerships and programming could be explored. PLATFORM TENNIS - Similar to pickle ball, platform tennis requires a greater infrastructure investment in building the courts that are usually heated - allowing outdoor winter use. There are a number of additional activities and sports that could be integrated into EPRD facilities and programs. The list is continuously changing and EPRD should reevaluate current trends and existing offerings every few years to ensure they are consistently meeting current resident needs. FACILITY & BUIL AT 4.3 FACILITY AND BUILDING ASSESSMENTS INTRODUCTON Our team has reviewed and incorporated previously completed facility inventories into an and has all Enterprise Facilities and Park Buildings. Through the analysis process, the assessments provide an understanding of existing offerings of the system and a clear understanding of existing conditions, along with size, age, and maintenance levels provided throughout the system. Based on these inventories, comprehensive recoimnmendations for classifications based on National Recreation and Parks Association (NRPA) guidelines can be developed. Using these classifications, a standard for level of service to the residents of Edina can be addressed and allow for the formulation of capital improvement recommendations for future improvements or new facilities. PARKS RECREATION & TRAILS STRATEGIC MASTER PLAN 1 113 FACILITY & BUILDING ASSESSMENTS d raf ENTERPRISE FACILITIES CLASSIFICATION The consultant team joined the Edina Parks and Recreation staff on guided tours of park system facilities and completed follow up visits and studies, as needed, to complete an overall inventory and assessment of parks within the System. A detailed analysis of each enterprise facility is located in Appendix A. The following section definesthe park category classifications and summaries of key findings and recommendations from the facility assesments. Park classifications are useful when planning needs for new parks or major redevelopment plans. Classifications will help guide facility and use plans. ENTERPRISE FACILITIES CLASSIFICATION Braemar Braemar Golf Course and Dome Braemar Arena Braemar Field Centennial Lakes Edinborough Edina Aquatic Center Edina Art Center Size: Varies, typically related to special use parks and community parks Service Level: Each enterprise facility is operated like abusiness; however, the mission as stated (and unlike the private sector) is not to maximize profits but to provide recreational opportunities that are accessible and affordable to primarily, but not exclusively, Edina residents and yet remain competitively priced in the Twin Cities area. Service Area: City wide at a minimum. These facilities are high quality and well used by residents throughout the City, but also attract park users from other areas of the metro searching for specialized facilities that are not available in their city or area. Description: Edina has a few key Enterprise facilities that are unique, of high quality, and generally held in high regard by those within the community. These facilities are the cornerstone of Edina's innovative Parks and Recreation System and attract users from all parts of the city and throughout the metro. Enterprise parks and facilties are typically located on arterial streets and are primarily accessed by automobile. These facilities can be supported fully by public funding, but have also utilized key partnerships with private and public organizations to provide exceptional service and facilities. 114 1 CITY OF EDINA FACILITY & BUIL AT City of Edina Special Use Parks & Enterprise Facilities BRAEMAR FIELD 1 k BRAEMAR EDINA AQUATIC ARENA CENTER Figure 4.3.1 EDINATER C � CENTER � 1' 1 / ' JL- 1 .—CW- R GOLF / COURSE Special Use Park Enterprise Facility N PARKS RECREATION & TRAILS STRATEGIC MASTER PLAN 1 115 EDINA AQUATIC -S AND PARK ` CENTER EDINA _UENI—E vOaKTONM MRH ly- CENTENNIAL 1 1 I LAKES EDINAR O GHP PARKK Special Use Park Enterprise Facility N PARKS RECREATION & TRAILS STRATEGIC MASTER PLAN 1 115 FACILITY & BUILDING ASSESSMENTS 116 1 CITY OF EDINA d raf ENTERPRISE FACILITIES ASSESSMENTS AND KEY RECOMMENDATIONS 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 Enterprise facilities: FACILITY LOCATION MAJOR AMENITY/ SERVICE Indoor ice skating, hockey, special Braemar Arena 7501Ikolaway events Year-round athletic field (inflated Nov - Braemar Field 7501 1 kola way Apr) Braemar Backyard Outdoor covered ice staking and Rink 75011kolaway hockey Braemar Golf 6364 John Harris Dr. Golf, tournaments, special events Course Braemar Golf Dome 7420 Braemar Blvd. Indoor driving range and special uses Urban park, lake, amphitheater, Centennial Lakes 7499 France Ave. S. pavilion, ice skating, walking loop, mini golf / lawn games Edina Art Center 4701 W. 64th St. Art gallery, classes, and special events Indoor playground/ play area, theater, Edinborough Park 7700 York Ave. S. pool, track Edina Aquatic 4300 W. 66th St. Outdoor pool., splash pads, waterslides Center The full facility assessments for enterprise facilities can be found in the Appendix. The assessments focus on strengths and weaknesses ,with opportunities for improvement noted. 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. FACILITY & BUIL AT BRAEMAR SPORTS COMPLEX - ARENA, BACKYARD RINK, AND FIELD The Braemar Sports Complex consists of the Braemar Arena, Backyard Rink, Braemar Field, and Courtney Fields which combine to represent the crown jewel of the Department's recreational facilities. A multi-million dollar expansion that includes the new Backyard Rink and year-round Sports Dome will soon be complete. 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 facilities at Braemar are of high quality and helped support outstanding youth hockey and sports programs. The facilities are very well used and in high demand from residents. The following key recommendations for the Braemar Sports Complex include: Develop a master plan for the site to aid in circulation, wayfinding, general branding, and aesthetic improvements. 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. Maintain equity among user groups by balancing program opportunities for adults at the Braemar facilities, along with an effective marketing plan that targets all user group segments. Maintain 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. • Develop summer use and programmng for Backyard Rink. BRAEMAR GOLF FACILITIES The golf facilities at Braemar include the main clubhouse for the 27 -hole golf course and a secondary clubhouse for the driving range and executive course, as well as 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 main 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 includes a variety of updates and remodeling, as well as the introduction of a dedicated kitchen that will enact PARKS RECREATION & TRAILS STRATEGIC MASTER PLAN 1 117 FACILITY & BUILDING ASSESSMENTS 118 1 CITY OF EDINA d raf a new partnership with a popular local restaurant. In contrast, the golf dome has recently rebuilt following extensive fire damage. Its recent rebuild revitalized the golf dome, resulting in improved earning power and elevated participation levels. Key recommendations for the Braemar Golf Faciliities include: • 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. • 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. • Explore partnerships such as a corporate sponsorship for the Golf Dome. CENTENNIAL LAKES This enterprise facility offers a variety of recreational experiences in a unique urban setting. Centennial Lakes is considered a gem of the parks system, and is truly a one of a kind facility for the Greater Metro Area. The park and its facilities can be enjoyed year-round and offers something for all types of users. The 10 -acre lake is a focal point of the park in the warm season and it hosts a variety of activities, such as fishing, paddleboat rentals, and even supports a local radio -controlled model yacht club. The 1,000 seat outdoor amphitheater is a prominent feature and hosts numerous live performances and special events for the community. The on-site pavilion remains in high demand for private rentals throughout the year, with multiple layout options and full-service catering. Another popular part of Centennial Lakes is the designated lawn games area and the challenging 18 -hole miniature golf course that features real bent grass. The park also features a walking loop that circles the lake, beautiful landscaping accentuated by public art displays, and a plethora of passive recreational settings. Centennial Lakes remains popular in the winter with a beautiful outdoor ice skating facility that draws massive crowds. The outdoor ice rink is one of the largest, and most unique, of its kind and the surface is kept in pristine condition due to daily grooming by an ice resurfacer. The outdoor rink is complimented by the Hughes Pavilion which serves as a warming house complete with skate rentals, indoor/outdoor fireplaces, and concessions. Key recommendations for the EPRD for Centennial Lakes include: • Introduce new programming to the site for more structured activities that supplement the variety of passive recreation opportunities and provide additional revenue generation. • Ensure that the Nine Mile Creek Trail connects to Centennial Lakes as a destination along the route, as well as being a strategic connection to outlying neighborhoods and other parks and facilities. • Explore strategies to minimize landscape maintenance inputs. Consider updating landscape planting palette to more natives or drought tolerant species that require less care from pruning, watering, spraying, etc. Increase visibility from surrounding streets with signage and wayfinding. 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 Art Center supports strong program participation and significant community support. 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. Key recommendations for the Edina Art Center include: • Conduct a feasibility study to determine the cost -benefit of renovating, or rebuilding 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. • Consider moving facility and operations to address ADA, financial, and other facility needs. AQUATIC CENTER The Edina Aquatic Center.... from PROS PARKS RECREATION & TRAILS STRATEGIC MASTER PLAN 1 119 FACILITY & BUILDING ASSESSMENTS d raf 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 indoor park, one -acre outdoor park, and features the tallest indoor play structure in Minnesota, a 250 seat 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 and regionally, especially during inclement weather. 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 combines learning and play, with many programs related to the arts. The 250 -seat amphitheater 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 partners with the Edina Swim Club to use the pool. Key recommendations for EPRD to consider for Edinborough include: • 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: • Redesigning the existing fitness area/track to remove impediments from running lanes and creating a more functional space for exercise. • Identifying a designated space for workout equipment other than around the indoor track due to the limited space available. • Adding air conditioning and resurfacing the loop to make the track more user friendly and increase participation. 120 1 CITY OF EDINA FACILITY & BUIL AT SENIOR CENTER(RELOCATE) The Edina Senior Center is approximately 15 years old 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 well 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. Key recommendations for the Senior Center include: • 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 formal 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. PARK BUILDING ASSESSMENTS AND KEY RECOMMENDATIONS SPECIAL USE PARKS BUILDING ASSESSMENTS AND KEY RECOMMENDATIONS PARKS RECREATION & TRAILS STRATEGIC MASTER PLAN 1 121 GENERAL PARK FACILITIES/BUILDINGS CONDITION Edina Historical Museum, meeting Arneson Acres Fair rooms, and greenhouses Braemar Enterprise Facility Bredesen Restrooms Good/Fair Centennial Lakes Golf, tournaments, special events PARKS RECREATION & TRAILS STRATEGIC MASTER PLAN 1 121 FACILITY & BUILDING ASSESSMENTS 122 1 CITY OF EDINA d raf The special use parks buildings have a range of issues and quality. Generally, the newer facilities are in better condition and serving their uses much better than older structures that have been added onto and repurposed. Utility buildings such as bathrooms and concession stands are generally in good condition and meeting the EPRD's needs. Routine maintenance should be scheduled for all buildings as well as examining energy efficiency. Specific use buildings in some of the special use parks, particularly those at Arneson Acres should be closely examined to gage whether they are meeting EPRD needs and would be better served with a different facility that could better serve residents, and allow additional uses or revenue streams to be created. ADA access, circulation, and parking are issues that should be addressed at some of the popular facilities that have older, outdated structures. General recommendations for the Special Use Park facilities include: • Evaluate facilities at Frank Tupa and consider relocating to space that can accomodate safe parking, drop- off, and circulation, as well as opportunities for additional revenue generation - Arneson Acres has been suggested. • Evaluate facilities at Arneson Acres and consider updating, rebuilding facilities that can better accomodate uses and opportunities for additional revenue generation - weddings, larger gatherings, etc. to take advantage of grounds. • Provide routine maintenance for all facilities to extend their useful lifespan. • Review ADA requirements and plan for upgrading if necessary. • Explore opportunities to increase energy efficiency of all facilities with strategies such as energy efficient lightbulbs, motion sensors, insulation upgrade, etc.. COMMUNITY PARKS BUILDING ASSESSMENTS AND KEY RECOMMENDATIONS GENERAL PARK FACILITIES/BUILDINGS CONDITION Creek Valley School Edina Cahill Schoolhouse, Minnehaha Frank Tupa Fair, Site Issues Park Grange Hall Rosland Enterprise Facilities NA Van Valkenburg Softball concession stand and restrooms Good Yorktown Skatepark, community gardens Good The special use parks buildings have a range of issues and quality. Generally, the newer facilities are in better condition and serving their uses much better than older structures that have been added onto and repurposed. Utility buildings such as bathrooms and concession stands are generally in good condition and meeting the EPRD's needs. Routine maintenance should be scheduled for all buildings as well as examining energy efficiency. Specific use buildings in some of the special use parks, particularly those at Arneson Acres should be closely examined to gage whether they are meeting EPRD needs and would be better served with a different facility that could better serve residents, and allow additional uses or revenue streams to be created. ADA access, circulation, and parking are issues that should be addressed at some of the popular facilities that have older, outdated structures. General recommendations for the Special Use Park facilities include: • Evaluate facilities at Frank Tupa and consider relocating to space that can accomodate safe parking, drop- off, and circulation, as well as opportunities for additional revenue generation - Arneson Acres has been suggested. • Evaluate facilities at Arneson Acres and consider updating, rebuilding facilities that can better accomodate uses and opportunities for additional revenue generation - weddings, larger gatherings, etc. to take advantage of grounds. • Provide routine maintenance for all facilities to extend their useful lifespan. • Review ADA requirements and plan for upgrading if necessary. • Explore opportunities to increase energy efficiency of all facilities with strategies such as energy efficient lightbulbs, motion sensors, insulation upgrade, etc.. COMMUNITY PARKS BUILDING ASSESSMENTS AND KEY RECOMMENDATIONS GENERAL PARK FACILITIES/BUILDINGS CONDITION Creek Valley School 1 building - warming room, restrooms, Poor Park park maintenance and utility Fred Richards Master Plan underway NA FACILITY & BUIL AT There is a large discrepancy of building quality in the community parks - from very poor, recommended for replacement, to newer structures that are functioning well. Most of the community park buildings have similar functions such as restrooms and warming houses to support year round use for park users. Some of the newer facilities include flexible meeting room type spaces that can accomodate a range of uses and groups, and some have additional staff support space. ADA accessiblity appears to relate to age of the buildings, as well as energy efficiency. General recommendations for the community parks buildings include: • Schedule buildings at Highlands, Lewis and Creek Valley School Park for replacement. Repairs at these facilities should be evaluated for cost benefit. • Provide routine maintenance for all facilities to extend their useful lifespan. • Explore opportunities to increase energy efficiency of all facilities with strategies such as energy efficient lightbulbs, motion sensors, insulation upgrade, etc.. • Maximize flexible activity/ meeting rooms with programming. NEIGHBORHOOD PARKS BUILDING ASSESSMENTS AND KEY RECOMMENDATIONS G1 PARK FACILITIES/BUILDINGS CONDITION Seasonal restrooms and electrical Seasonal Garden Park Good equipment Highlands Warming house with restrooms Poor Warming house, restrooms, meeting Lewis Park Poor space Warming house - scheduled for Pamela Park Poor replacement April 2015 Activity room, warming house, restroom, T. Lea Todd Good staff space Activity room, warming house, restroom, Walnut Ridge Good and staff space There is a large discrepancy of building quality in the community parks - from very poor, recommended for replacement, to newer structures that are functioning well. Most of the community park buildings have similar functions such as restrooms and warming houses to support year round use for park users. Some of the newer facilities include flexible meeting room type spaces that can accomodate a range of uses and groups, and some have additional staff support space. ADA accessiblity appears to relate to age of the buildings, as well as energy efficiency. General recommendations for the community parks buildings include: • Schedule buildings at Highlands, Lewis and Creek Valley School Park for replacement. Repairs at these facilities should be evaluated for cost benefit. • Provide routine maintenance for all facilities to extend their useful lifespan. • Explore opportunities to increase energy efficiency of all facilities with strategies such as energy efficient lightbulbs, motion sensors, insulation upgrade, etc.. • Maximize flexible activity/ meeting rooms with programming. NEIGHBORHOOD PARKS BUILDING ASSESSMENTS AND KEY RECOMMENDATIONS PARKS RECREATION & TRAILS STRATEGIC MASTER PLAN 1 123 GENERAL PARK I ACILITIES/BUILDINGS CONDITION Park maintenance and utility - no public Alden Park Good use Arden Park Warming house with restrooms Poor Parm maintenance and utility - no public Cornelia School Park Good use Activity/ warming room, restrooms and Countryside Park Good staff space PARKS RECREATION & TRAILS STRATEGIC MASTER PLAN 1 123 FACILITY & BUILDING ASSESSMENTS 124 1 CITY OF EDINA d raf There is a large discrepancy of building quality in the neighborhoo parks - from very poor, recommended for replacement, to newer structures that are functioning well. Most of the neighborhood park buildings have similar functions, though there are some facilities that are outdoor pavilion/ picnic shelters. Most of the pavilions are newer and in better condition. The older facilities in poor condition seem to be of the same era and architectural style of poor buildings throughout the system. It is likely these structures are beyond their lifecycle and are ready for replacement. Some of the newer facilities include flexible meeting room type spaces that can accomodate a range of uses and groups, and some have additional staff support space. ADA accessiblity appears to relate to age of the buildings, as well as energy efficiency. General recommendations for the community parks buildings include: • Schedule buildings at Arden, Normandale, Strachauer for replacement. Repairs at these facilities should be evaluated for cost benefit. • Provide routine maintenance for all facilities to extend their useful lifespan. • Explore opportunities to increase energy efficiency of all facilities with strategies such as energy efficient lightbulbs, motion sensors, insulation upgrade, solar energy sources, etc.. MINI PARKS BUILDING ASSESSMENTS AND KEY RECOMMENDATIONS GENERAL GENERAL PARK FACILITIES/BUILDINGS CONDITION Fox Meadow Park Outdoor pavilion/ gazebo - small Good Heights None Normandale Warming house with restrooms Poor Robert J. Kojetin None Strachauer Warming house with restrooms Poor Utility building, restrooms, and outdoor Good Utley pavilion - medium Activity/ warming room, restrooms, and Weber Field Park Good staff space Outdoor picnic shelter with seasonal Wooddale Park Good restrooms York None There is a large discrepancy of building quality in the neighborhoo parks - from very poor, recommended for replacement, to newer structures that are functioning well. Most of the neighborhood park buildings have similar functions, though there are some facilities that are outdoor pavilion/ picnic shelters. Most of the pavilions are newer and in better condition. The older facilities in poor condition seem to be of the same era and architectural style of poor buildings throughout the system. It is likely these structures are beyond their lifecycle and are ready for replacement. Some of the newer facilities include flexible meeting room type spaces that can accomodate a range of uses and groups, and some have additional staff support space. ADA accessiblity appears to relate to age of the buildings, as well as energy efficiency. General recommendations for the community parks buildings include: • Schedule buildings at Arden, Normandale, Strachauer for replacement. Repairs at these facilities should be evaluated for cost benefit. • Provide routine maintenance for all facilities to extend their useful lifespan. • Explore opportunities to increase energy efficiency of all facilities with strategies such as energy efficient lightbulbs, motion sensors, insulation upgrade, solar energy sources, etc.. MINI PARKS BUILDING ASSESSMENTS AND KEY RECOMMENDATIONS GENERAL PARK FACILITIES/BUILDINGS CONDITION Birchcrest None Browndale None FACILITY & BUIL A raf PARK FACILITIES/BUILDINGS GENERAL CONDITION Chowen Outdoor picnic pavilion - medium Good Grandview Square ? McGuire None Melody Lake None Sherwood Park Utility building with overhang acts as small picnic shelter Good St. Johns Park None Tingdale Park None Williams Park None Mini Parks do no include many building structures. Most of the buildings appear to be newer and in good condition. The following recommendations for structures within mini parks include: • Consider adding outdoor picnic pavilions in heavily used mini parks per LOS study suggestion. • Keep up with routine maintenance. • Explore opportunities to increase energy efficiency of all facilities with strategies such as energy efficient lightbulbs, motion sensors, insulation upgrade, solar energy sources, etc.. PARK BUILDINGS ASSESSMENT CONCLUSION A majority of the enterprise facilities are in good to excellent condition. These facilities are newer, are well loved by residents, and are a top priority of City and EPRD staff. Observing park buildings throughout the rest of the park system, a gap in quality, safety, energy efficiency, and maintenance needs is quite apparent and generally corresponds with the age of the structures. The structures that need the most attention fall into the following general categories: 1. Old warming house/ restroom facilities - these buildings appear to be from the same era of construction and design and have clearly outlived their likely fifty-year designed lifespan. The buildings require extensive maintenance, are poorly insulated, visually intimidating with no windows, and should be scheduled for replacement and/or studied for whether to replace at all. Repurposed structures and museums - this category includes structures that have been inherited or repurposed in some fashion by the EPRD. The Art Center and Arneson Acres are the prime examples of this. They have served their purpose well and allowed the programming and activities to thrive; however, they are at a point where the functions they serve are outgrowing them and redesigns/ different facilities would likely better support the programs and potentially allow EPRD to generate revenues and more actively PARKS RECREATION & TRAILS STRATEGIC MASTER PLAN 1 125 FACILITY & BUILDING ASSESSMENTS FaclIWAmeanityPrIcirity nkinglioverall Ranking Walking and biking trails Nature trai Is Indoor fitness and exercise facilities Natural areas and wildlife habitats Senior center Park shelter buildings Playground equipment _ Indoor basketball and Irolleyball courts off -leash dog parks Outdoor swimming pool/water park 10 Mountain bik-.ng trails _ 11 Outdoors ",ash pads 12 Ultimate frisbee fields 13 Outdoor hack rinkz 14 Soccer fields 15 18 and 9 hole golf courses 16 Wmmunitygardens 17 Indoor swimming pools for recreation 1g Indoor hockey and figure skating rink 19 Pickleball courts I Picnic areas Indoor playground Outdoor tennis courts Baseball and softball fields Archery range Outdoor basketball courts Football end lacrosse fields Skateboard parks 126 1 CITY OF EDINA d raf compete in the marketplace for wedding/ meeting rentals, etc. Additionally there are some structures, such as the historic structures at Frank Tupa that may be served in a better location. Their current location makes hosting larger school groups and circulation challenging, as well as providing safety challenges. Parking is also at a premium. Relocating these facilities could provide better opportunities for safer automobile circulation, increased parking and drop-off space, and addressing ADA circulation issues. Moving facilities to a compatible park might provide synergies within the park system to increase attendance, efficiency, and revenue generation - e.g. placing the facilities in Arneson Acres would be a beautiful setting, allow appropriate parking and circulation, and be benerficial to the museum and the wedding event facilities. Another consideration when assessing the facilities is using the Level of Service Standards. The deficiencies in the system highlighted by this study show there is a need for an existing 59,000 s.f. of recreation center amenities withing the city, as well as a need for 3 small/ medium, and 2 large pavilion/ outdoor picnic structures within the park system. Similarly, the Facility/ Amenity Priority Rankings identify an indoor fitness/ exercise facility, Senior Center, park shelter buildings, and indoor basketball courts were identified as high priority by community surveys. Additionally, an Environmental Learning Center/ Nature Center was identified by the consultant team as an excellent way to address some of the natural resources visions and goals. Some of these uses and needs could be combined and/or share flexible building space. Overall, a strategy of providing community center services should be discussed - whether to provide these services and facilities at smaller scales, dispersed throughout the City, or larger more concentrated facilities in few locations in the City. In general, consideration of replacement, new, or relocated facilities should consider and prioritize opportunities for cross pollination, where similar activities and users could utilize multiple facilities and programs in one trip. BRANDING SIGNA D YF IN � 4.4 BRANDING, SIGNAGE, AND WAYFINDING OVERVIEW: WAYFINDING USER EXPERIENCE Disorientation is a significant cause of stress in everyday life. Consider the ft-ustration of the usually competent parent, running late as he searches for a play field in an unfamiliar park, or a family searching for a patient among a warren of departments within an unfamiliar medical building. When visitors like these can't find their way, hearts pound, perspiration forms, and worries increase. Studies at University of California San Diego have shown that part of the stress comes not only from too few signs, but also from too many signs in our midst. The visual noise of signage or too many environmental clues can actually create more disorientation because of the distraction they create for users. In addition to physical and psychological effects, disorientation can have other negative consequences. Opportunities, including time and money may be lost as a result of disorientation and its effects on missed meetings, travel connections, or undiscoverable retail or entertainment venues. Many cities and organizations pride themselves on having customer -driven vision u rfriendliness. The way they do this is to eliminate disorientation and inab a d through all the means available and relevant. Ease of user experience o to tion can add to our reputation of being a well designed and well maW s or environment. y PARKS RECREATION & TRAILS STRATEGIC MASTER PLAN 1 127 BRANDING SIGNAGE AND WAYFINDING d raf Even as digital wayfinding grows via smart phones and apps, physical signs and paper guides are still OVERVIEW: THE CASE FOR WAYFINDING SYSTEMS OWe live in a world where cities can be navigated through a smart- phone or other technologies and any information on a destination can be found within minutes. With The benefits of wayfinding are: all of these tools at our disposal, why are physical wayfinding elements even necessary? KEY TAKEAWAYS Municipal wayfinding systems serve an important and crucial role well beyond As walkability and a richer, denser mix of uses responding to the need for basic navigation, identification and information. Wayfinding grows, signage and wayfinding play a bigger role elements — such as monuments, directional systems, directories, interpretive and in identity/branding, convenience and business support. This is particularly important for retail even regulatory signs — can enrich and enhance our experiences with urban and park space within park amenities and local landmarks environments. with lesser visibility. to identifying and directing visitors to city and related institutional destinations. The Even as digital wayfinding grows via smart phones and apps, physical signs and paper guides are still DEFINING A SENSE OF PLACE + BRAND important parts of the wayfinding and signage portfolio. perhaps even more important is the role of wayfinding, both signage and intuitive way "showing" play in creating a sense of connection to place. Given the proliferation The benefits of wayfinding are: of smart phones and devices, you generally know you are here, but how do you know Reduction of stress + frustration where here is? And why does here matter? Municipal and public amentiy wayfinding Fun^tional efficiency systems not only direct visitors to destinations, but also serve as a teaching tool that Visitor accessibility educates the visitor on the boundaries, destinations and key features of the urban Safety Visitor empowerment environment. This creates a "legible city" where wayfinding and identification elements Improved bottom line (access to services) support the overall urban structure and experience. Wayfinding systems are not limited to identifying and directing visitors to city and related institutional destinations. The inclusion of standards as well as promotion of high-quality commercial on -premise signs, including -free standing monuments and building mounted identifications and marquees, play a key role in enhancing the overall brand of the community. OVERVIEW: TYPES OF WAYFINDING FROM LARGE SCALE TO INTIMATE 1. GATEWAYS Regional Gateways City Gateways: landmarks including bridges, buildings and parks District and Neighborhood Gateways: Areas including Large park areas Area Identification 2. VEHICULAR WAYFINDING Controlled Access Road Signs Regional Signs Large Scale Signs Downtown and Neighborhood Signs Park + Trail Access Signs 128 1 CITY OF EDINA 3. PEDESTRIAN WAYFINDING Pedestrian Directional Signs: Signs that direct pedestrians directly to destinations. Map Signs: Pedestrian maps that define the urban district and the key landmarks and Even in an era of ubiquitous and destinations within that district. hand held wayfinding tools, there is a sense of ease from seeing Directories: Maps that also contain a directory of destinations with additional information including addresses, phone grounded, substantial signage elements to confirm that we are numbers or interpretive descriptions. where we think we are. 4. DESTINATION IDENTITY Street Signs: Signs that designate city streets and can also identify unique districts. Regulatory Signs: Signs that regulate street activity that can also identify unique urban districts. Street Furniture: A range of street elements that can support urban identity including benches, trash receptacles, lights, landscape and parking meters. Public Art: Public art and display that can also serve as urban landmarks. Civic Banner Programs: Temporary banner and lighting programs that support identity as well as ongoing activities. Visitor Centers: Kiosks and buildings that provide information on city and district activities. 5. MEDIA + PRINT SUPPORT Web sites Mobile Media Printed maps PARKS & RECREATION STRATEGIC MASTER PLAN 1 129 BRANDING SIGNAGE AND WAYFINDING 130 1 CITY OF EDINA d raf STATE OF THE STATE: REVIEW + ANALYSIS OF EXISTING SIGNAGE For the puposes of this review and assessment, we have utilized an example of each type of Park included in the Edina portfolio. As a next step, a full signage and message schedule can be executed with a signage fabrication partner. Once it is determined that we will move forward with the study's recommendations, an estimate and stakeholder process can begin to inform both the design, materials, and the messaging required for each category of sign. NEXT STEPS Distance visibility analysis Traffic analysis — pedestrian and vehicular Client and user interviews Budgeting* FULL SIGNAGE MASTERPLAN Detailed Message Schedule Sign Type Hierarchy Terminology Consistency Review OSHA, ADA + Fire Compliance Review Permitting + Code Analysis Sign Location Plan Sign Size, Style + Color Review Sign Installation BRANDING SIGNA D YF IN I PARKS RECREATION & TRAILS STRATEGIC MASTER PLAN 1 131 BRANDING SIGNAGE AND WAYFINDING jo BROOKLYN BRIDGE PARK (ONSIRVANLY � P, MILLENNIUM PARK CHICAGO P 0 R T I A N D P A R K S e n r 1 u n r, n s 132 1 CITY OF EDINA d raf STATE OF THE STATE: REVIEW + ANALYSIS OF BRAND Brands are actually a serieis of perceptions and experiences. Strategic Signage and Environmental Branding should look critically at current brand perceptions, define what is authentic and true about the brand, and set a vision for brand design, implementation and management. Icons also serve the brand, but are not the brand, and are one of our first encounters with an organization or place. CURRENT PLACE BRAND CURRENT PARKS BRAND Delaware RNer WATERFR00% Cor w&oon SAN ANTONIO F 0 U N D A T 1 0 N FRIENDS OF THE HIGH LINE CENTRAL PARK CONSERVANCY central L_-. ,_r_,_� i, LosMgeles Parks FouodatiooA' --''Iva NATIONAL PAR KSCONIERVANCY FRIENDS 111 -ANT I -ARK o(Hudson River Park MINNEAPOLIS PARKS FOUNDATION I4 ­�=1 �, BUFFALO P .1r'k5 AUSTIN OLMSTED PARKS FOUNDATION PARKS -= CONSERVANCY FOUNDATION STATE OF THE STATE: REVIEW + ANALYSIS OF BRAND For the puposes of this review and assessment, we have utilized an example of different types of Parks included in the Edina portfolio. The City operates nearly 40 parks and recreational facilities, including Arneson Acres, Braemar Park, Braemar Golf Courses, Braemar Golf Dome, Centennial Lakes Park, Edina Aquatic Center, Edina Art Center, Edina Senior Center, indoor Edinborough Park, Fred Richards Park and a dozen warming houses. The Edina Park brand and sub brands show up in various ways, using various signage types and media. The web presence is often the first portal to location information, and the user's first wayfinding step. Maps, and then Park monument signs are the next user encounter, and most Edina Parks are consistent in application and installation of these identification sign types. As a next step, a full signage and message schedule can be executed with signage design and fabrication partners. Once it is determined that the city will move forward with the study's recommendations, an estimate and stakeholder process can begin to inform both the design, materials, and the messaging required for each category of signage, and what vehicles for wayfinding are needed. BRANDING SIGNA D YF IN I -1 /BRAEMAM •E;dnIiborough Park � FIELD PARKS RECREATION & TRAILS STRATEGIC MASTER PLAN 1 133 d r014 NO 16, MIN �I 3 r ti J`i"y• BtpE or,�!'F yip STATE OF THE STATE: PRELIMINARY SIGN TYPES IDENTIFICATION SIGNS Identification signs serve as elements that help distinguish address, location, and access to buildings + occupants. Sometimes iconic in nature, these signs are often monuments, and larger signs that are legibile from a distance and from vehicles. DIRECTIONAL/ WAYFINDING SIGNS VEHICULAR WAYFINDING Vehicular Wayfinding signage orient and navigate drivers through the site from arrival to departure. They provide direction on where parking is available and where it is not. PEDESTRIAN WAYFINDING Pedestrian Wayfinding signage picks up when the individual leaves their car and helps them navigate to their destination on the site. REGULATORY SIGNS Regulatory signs are typically enforceable and targeted at traffic control within the site for life safety and accessibility. INTERPRETIVE SIGNS Interpretive signs tell us more about the place and it's history, the natural world, or key points of engagement and interest. Often not considered to be "necessary" signs, these are the ones that create meaning for the user and add to a sense of place. it►iA I if t gfION SIGNS ftftftl--&� INFORMATON SIGNS VEHICULAR SIGNS User information about how to engage at the site, available activities, schedules, etc. REGULATORY SIGNS PEDESTRIAN SIGNS PARKS RECREATION & TRAILS STRATEGIC MASTER PLAN 1 135 BRANDING SIGNAGE AND WAYFINDING STATE OF THE STATE: GENERAL WAYFINDING SIGNAGE OBSERVATIONS Enterprise I Activity ( Neighborhood I Micro This inventory was intended as a review of various sizes of parks in the Edina Park system to provide an overview of signage types. Site images show some of the conditions at Parks. The following was noted: • In general, minimal signage was noted at most Park sites. • Some Park access points are clearly signed, some are not. • Signage at access points is not always legible at vehicular scale. • Pedestrian scale signage is present in some parking areas and at some entries. Signage siting could be improved for legibility. Monument signage (entries) is mostly consistent across system in materials/design Signage at entry is not consistent with building identification signage. Regulatory signage is clear and present. Interpretive (engagement) signage is not used at most locations. 136 1 CITY OF EDINA d raf BRANDING SIGNA D YF IN � DESIGN RECOMMENDATIONS- DEVELOP A STRATEGIC SIGNAGE PLAN DESIGN CONSIDERATIONS PLANNING- Develop the system in stages or all at once? (media + signage + icons) DESIGN- Are signs the best option for a wayfinding system? (banners + kisoks etc.) IDENTITY- Should programs be fully integrated into one system or include unique freestanding elements? What role does/should brand play for Edina Parks? LEGIBILITY. Scale and legibility matter, where should each type of sign be, and how visible? MATERIALS + TECHNOLOGY- Design for today or tomorrow? Who creates content? RECOMMENDATIONS PROVIDE a signage inventory survey to each park to catalogue each category of signs. OBSERVE park users and perform brief user interviews for wayfinding insights. ESTABLISH oversight committee and defne stakeholder--- ----- .__.._I__ DEFINE message types for the Park system. CREATE a signage strategy that contains a hierarchy for IDENTIFY decision points for vehicular and pedestrian tri RECORD and categorize all signs in a signage schedule f Number R029 Quantity 1 Type Regulatory Dimensions 12" x 18" Ntateial i Aluminium Panel w/ Vinyl Graphics 1 Attachment Bolted to Steel Post i Illumination Non -Illuminated Notes I PARKS BRANDING SIGNAGE AND WAYFINDING 138 1 CITY OF EDINA d raf ORGANIZATION OF FURTHER WAYFINDING ASSESSMENT 1. VEHICULAR WAYFINDING DECISION POINTS WHAT DO 1 NEED TO KNOW? WHAT SIGNS ARE ALREADY HERE? IS THE SCALE APPROPRIATE? IS IT LEGIBLE? 2. PEDESTRIAN WAYFINDING DECISION POINTS WHAT DO I NEED TO KNOW? WHAT INFORMATION IS ALREADY HERE? IS IT LEGIBLE? IS IT THE INFORMATION I NEED? 3. IDENTIFICATION ZONES WHO / WHAT IS HERE? IS THERE GATEWAY SIGNAGE? 4. REGULATORY ZONES ARE INSTRUCTIONS CLEAR? ARE SITE RESTRICTIONS AND RULES CLEAR? ARE THERE CLEAR ACCESS POINTS AND SIGNAGE? ARE REGULATIONS CLEAR? (ONE WAY/ SPEED LIMITS) C''416 ki 471 10 t EDINA PARKS SUMMARY RECOMMENDATIONS Be deeply user focused. Determine the right hierarchy of messaging Create consistency in signage design, typography and materials The right message right time (only as much signage as needed) NJ Leverage art + landmarks (intuitive wayfinding + wayshowing) Branded spaces: clearly identify and leverage Edina's brand Employ best practices in place branding: Authenticity + Credibility Create more interpretive signs to engage users in your history M PARKS RECREATION & TRAILS STRATEGIC MASTER PLAN 1 139 BRANDING SIGNAGE AND WAYFINDING d raf APPENDIX + RESOURCES • The Case for Wayfinding Systems — including Creating a Sense of Place, Enhancing the Urban Commercial Brand, and Consistency and Consolidation. Case Study: Legible London • What Comprises a Wayfinding System — including Area Identification, Vehicular & Pedestrian Wayfinding, destinations, Urban/Street Identity, and Media/Print Support. Case Study: City of Charlotte, NC • Getting Started — Working with Stakeholders, Government Officials & Community Leaders, and a Stakeholder Framework. Case Study: Philadelphia, PA • System Financing — Design, Fabrication, and Management Costs, Sources of Financing, and Ongoing Financing. Case Study: Phoenixville, PA • Managing the Regulatory Framework- The Disconnect Between Best Practices and Regulation, Developing Regulations for Various Urban Environments, and Framing Perceptions. Case Study: Miami Beach, FL • Managing the Design Process — Planning, Design, Fabrication, Installation. Case Study: Los Angeles, CA • Design Issues — Planning, Identity, Design, Legibility, Materials and Technology. Case Study: Rockville Town Center, MD 140 1 CITY OF EDINA COST OF IMPLEMENTATION* The following phases were estimated by The Signage Foundation based on 2013 materials and fabrication costs. Planning: The cost of initial planning includes the design brief, planning scope and conceptual design of the system. These costs are generally from $10,000-$50,000 (depending on the size and complexity of the project) and usually are paid for by grants, donations or directly from an organization's budget. Fabrication and Installation: The final cost of shop drawings, fabrication and installation can range from $100,00045,000,000 and is financed through an assortment of local, state and federal programs. Sample fabrication budgets include: Neighborhood and Main Streets $75,000 - $150,000 Small Towm $200,000 - $350,000 Small Downtown or Mid Sized City $ 350,000 - $750,000 Large Downtown $ 750,000 - $1.5 million Entire Cities and Regional Areas $1.5 million - $3 million+ * ©The Signage Foundation 2013 Note: This is a general overview of design and fabrication budgets. Some projects including specialty gateways, landmarks, lighting, streetscape and media projects could cost more and should be analyzed as unique projects. In addition, there is a great deal of variability in the size and scope of projects that can affect pricing. Design: The cost of designing the full program including design development, approvals, documentation and bidding. Design fees can range from $35,000-$500,000 and, like planning fees are often paid for from grants, organizational budgeting and city line budgeting. Sample design budgets include: Neighborhoods and Main Streets $ 35,000 - $75,000 Small Town $ 75,000 - $100,000 Small Downtown or Mid Sized City $100,000 - $150,000 Large Downtown $125,000 - $300,000 Entire Cities and Regional Areas $125,000- $500,000 PARKS RECREATION & TRAILS STRATEGIC MASTER PLAN 1 141 BRANDING SIGNAGE AND WAYFINDING 142 1 CITY OF EDINA d raf OTHER GREEN LOOP BRANDING/ WAYFINDING THOUGHTS - BA needs to be separated trails - much higher ridership, use, and visibility. whether physical or with barriers - signage should brand - mark the trail system and build on the green loop motif :- • green loop branding • green lanes at intersections • green Armadillo curbs (plowing issues...) • green dividers - Photoluminescent in areas for night "glow" • green reflectors at night provide quick graphics to show... like toronto cycletrack. 4.5 PROGRAM ASSESSMENT INTRODUCTION As part of the strategic planning process, the consulting team performed a Program Assessment of the programs and services offered by the Edina Parks and Recreation Department (EPRD or Department). The assessment offers an in-depth perspective of program and service offerings and helps identify strengths, weaknesses, and opportunities regarding programming. The assessment also assists in identifying core programs, program gaps within the community, key system -wide issues, and areas of improvement and in determining future programs and services for residents. PARKS RECREATION & TRAILS STRATEGIC MASTER PLAN 1 143 PROGRAM ASSESSMENT d raf The consulting team based these program findings and comments fro n a review of information provided by the department including program descriptions, participation statistics, financial data, website content, focus groups, stakeholder interviews, and discussions with staff. This report addresses the program offerings from a systems perspective for the entire portfolio of programs, as well as individual program information. OVERVIEW OF PROGRAMS EPRD provides a wide variety of activities and services to the residents of Edina. Department staff are responsible for the management and implementation of recreation programs, special community -wide events, and the operation of multiple facilities. Employees are engaged year round in planning, implementing, conducting, and evaluating programs and events. All functions within the Department combine to provide hundreds of programs in the areas of youth athletics, adult athletics, golf, youth programming, senior programming, adaptive recreation, arts, and special events. The Department also operates specialized facilities such as Braemar Arena, Braemar Field, Braemar Golf Course and Dome, Edina Senior Center, Edina Art Center, Edinborough Park, and a variety of neighborhood and community parks. In addition to the provision of services provided directly by EPRD, partnerships with other organizations are utilized throughout the service area. Through formal and informal cooperative relationships, partners assist with delivering select programs, training of staff, granting access to specialized facilities, and providing support to programs with supplies and materials. PRIORITIES AND CORE PROGRAMS FRAMEWORK The mission of the Edina Parks and Recreation Department is to "create parks, facilities and programs to foster a healthy inclusive community. We accomplish this through creative leadership, collaborations, environmentally sustainable practices, and the responsible use of available resources." To help achieve this mission, it is important to identify Core Program Areas based on current and future needs to create a sense of focus around specific program areas of greatest importance to the community. Public recreation is challenged by the premise of being all things to all people, especially in a community such as Edina. The philosophy of the Core Program Area assists staff, policy makers, and the public focus on what is most important. Program areas are considered as Core if they meet a majority of the following categories: • The program area has been provided for a long period of time (over 4-5 years) and/or is expected by the community. • The program area consumes a relatively large portion (5% or more) of the agency's overall budget. 144 1 CITY OF EDINA • The program area is offered 3-4 seasons per year. • The program area has wide demographic appeal. • There is a tiered level of skill development available within the programs area's offerings. • There is full-time staff responsible for the program area. • There are facilities designed specifically to support the program area. • The agency controls a significant percentage (20% or more) of the local market. OVERVIEW OF EPRD CORE PROGRAM AREAS In consultation with Department staff, the planning team identified the following Core Program Areas currently being offered by EPRD: ADAPTIVE RECREATION PROGRAMS Because all people have the right to participate in the activities of their choice, EPRD provides adaptive recreation programs and inclusion services for individuals with disabilities. The Adaptive Recreation and Learning Exchange (AR&LE) partnership offers recreation, leisure and community education opportunities specifically designed to meet the needs of people with disabilities in the cities of Bloomington, Eden Prairie, Edina and Richfield. Examples of Adaptive Recreation Programs include: • Adaptive Bowling • Adaptive Golf • Adaptive Theater Camp • Adaptive Water Aerobics • DREAM Ice Staking • Presents for the Holidays ADULT ATHLETICS The Department offers a variety of athletic and recreation programs for adults throughout the year aimed at enhancing not only physical health, but also social and mental well-being. Examples of programs within Adult Athletics include: • Basketball • Broomball PARKS & RECREATION STRATEGIC MASTER PLAN 1 145 PROGRAM ASSESSMENT 146 1 CITY OF EDINA 1� -700, 1A F4 0- A n I • Disc Golf • Hockey - 4 man • Learn -to -Skate • Softball • Tennis • Volleyball • LaCrosse • Baggo • Disc golf • Water polo - inner tube ARTS PROGRAMS Art programs are primarily based out of the Edina Art Center. The Center provides the community with a place to enjoy visual art as well as programs to learn and refine its creation. The Edina Art Center includes a gallery for solo and group exhibitions and a gift shop for items produced by local artists. Examples of programs within Arts include: • Art Academy • Camera Club • Clay • Drawing • Jewelry • Photography • Pottery • Watermedia GOLF The Braemar Golf Course and Golf Dome are the primary homes to golf programming offered by the Department. In addition to open play, these facilities feature tournaments and regularly scheduled programming. Examples of programs within Golf include: • Adult Golf Lessons & Clinics • Four and Pour • Golf Etiquette • Junior Development & Clinics • School's Out Two -Day Kids Kamp • Snag Golf • Winter Kids Kamp SENIOR PROGRAMS Senior programming is offered primarily at the Edina Senior Center, although senior - oriented programs are offered throughout the system on health, wellness, active lifestyles, travel, hobbies, informational talks, and special interests. Examples of Senior Programs include: • Book clubs • Cross Country Skiing • Genealogy Computer Club • Health Insurance Counseling • Holiday Lunches • Pickleball • Poker • Square Dancing SPECIAL EVENTS Edina Parks and Recreation offers a variety of events throughou of creating memorable experiences for participants of all ages w and building a sense of community. Examples of Special Events include: • Back to School Celebration • Barnyard Boogie • Fam Jam • Glowdodgeball at Braemar Field • Movie Night on the Rane ..� PARKS RECREATION & TRAILS STRATEGIC MASTER PLAN 1 147 PROGRAM ASSESSMENT 148 1 CITY OF EDINA d raf • Night Glow Golf • Music in Edina • Open Streets • Skate with Santa • Vehicle Day • Walk with the Mayor • Farmers Market • Edina Fall in the Arts • 4th of July Fireworks & Parade YOUTH PROGRAMS A variety of programs for children is offered by the Department, primarily during the spring and summer months and targeted at ages three and up. Programs inspire creativity, build life skills, and promote wellness and activity. Examples of Youth Programs include: • Cinderella Dreams • Don't Bug Me! • Get Messy with Me • Highlands Explorers • Learn to Skate • Play Date with Mom • Sesame Street Gang • Sing -Along Art Class YOUTH ATHLETICS Programs in Youth Athletics serve to help children learn the basic skills of a sport or gain experience in athletics through a number of recreation camps, events, and other activities. Examples of programs within Youth Athletics include: • Mini Hawks Camps • Mini Hornets Youth Touch Footall �e- • Skyhawks Basketball Camps • Skyhawks Soccer Camps • Soccer Shots • Tennis • Wrestling PARTICIPATION BY CORE PROGRAM AREA [Section to be revised when additional data becomes available] Core Program Area 2012 2013 2014 Adaptive 230 191 172 Adult Athletics n/a 2,184 n/a Arts 2,318 2,566 2,712 Golf 1953 955 1,978 Senior n/a 15,100 n/a Special Events n/a 5,990 n/a Youth 11856 2,014 1,924 Youth Athletics 9,556 9,516 9,364 TOTAL PROGRAM PARTICIPATION 15,913 38,516 16,150 T The preceeding table provides an overview of participation in each Core Program Area from 2012-2014. Full participation data for Adult Athletics, Senior Programming, and Special Events were not available. As such, totals for 2012 and 2014 do not completely reflect actual participation. CORE PROGRAM PORTFOLIO OBSERVATIONS These existing Core Program Areas provide a generally well-rounded and diverse array of programs that serve the community at present. Based upon input from community members, stakeholders, staff, and the observations of the planning team, as well as demographic and recreation trends, the Department should consider the following adjustments to their portfolio of Core Program Areas over the next five years: • Consider adding a Core Program Area for Health & Fitness and offering more programs with the objective of introducing the community to active lifestyles, healthy living, and regular exercise. • Consider adding a Core Program Area for Environmental Education and Awareness and offering more programs to both children and adults on the natural resources of Edina and the importance of ecological sustainability. • Consider re -configuring the Department's approach to Adaptive Programming by not having it be a separate Core Program Area "siloed" from other programs, but rather as an objective and priority across all other Core Program Areas to promote inclusion throughout all EPRD offerings. PARKS RECREATION & TRAILS STRATEGIC MASTER PLAN 1 149 PROGRAM ASSESSMENT d raf All Ages Programming is sometimes cited as a separate Core Program Area. It can include open skating time, open hockey time, and open dome time. These activities are not necessarily programs because they do not have program elements such as a manageable pattern of participant development; a formal beginning, middle, and end; and the ability to design the program to achieve measureable objectives. Instead, these should be considered services. Regardless, it is possible to define objectives, establish funding policies, create marketing strategies, and evaluate service delivery effectiveness. All Core Program areas should have a .Mini Business Plan that identifies unique descriptions, goals, and desired outcomes for each Core Program Area and lists the programs or services offered within each. The Plans should also identify participation statistics, major competitors / other service providers, key staff responsible for program development and evaluation, and performance measures to assess the effectiveness of the Core Program Area. AGE SEGMENT ANALYSIS The table below depicts each Core Program Area and the age segments they serve. Recognizing that many Core Program Areas serve multiple age segments, Primary (noted with a `P') and Secondary (noted with an `S') markets were identified. Core Program Area Preschool (5 & under) Elementary (6-12) Teens (13-17) Adult (18-54) Senior (55+) All Ages Adaptive Adult Athletics S S Arts S Golf S Senior S S Special Events Youth Programs S S Youth Athletics S Findings from the analysis show that the Department provides a good balance of programs across all age segments. All segments are targeted as a primary market for multiple Core Program Areas. Special Events, Adaptive Programming, and Arts Programming offer programs that are targeted to all segments as well as programs that have universal age appeal (i.e., All Ages Programs). This balance should be maintained moving forward, and the Department should update this Age Segment Analysis every year to note changes in Core Program Areas or to refine age segment categories. Given the growing population trend for residents 150 1 CITY OF EDINA ages 55 and over, and the growing demand for services in this age bracket, it is also recommended that the Department further segment this group into 55-70 and 71 and over. These two sub -segments will have increasingly different needs and expectations for programming in coming years, and program planning will be needed to provide differing requirements. Age Segment Analyses should ideally be done for every program offered by the Department, not just for each Core Program Area. Program coordinators/managers should include this information when creating or updating program plans for individual programs. An Age Segment Analysis can also be incorporated into Mini Business Plans for comprehensive program planning. PROGRAM LIFECYCLE ANALYSIS A Program Lifecycle Analysis involves reviewing every program identified by EPRD staff members to determine the stage of growth or decline for each. This provides a way of informing strategic decisions about the overall mix of programs managed by the agency to ensure that an appropriate number of programs are "fresh" and that relatively few programs, if any, need to be discontinued. This analysis is not based on strict quantitative data but, rather, is based on staff members' knowledge of their program areas. The table below shows the percentage distribution of the various life cycle categories of the Department's programs. These percentages were obtained by comparing the number of programs in each individual stage with the total number of programs listed by staff members. Lifecycle Stage Description Actual Program Distribution Recommended Distribution Introduction New program; modest participation 18% 45% total 50-60% total Take -Off Rapid participation growth 11% Growth Moderate, but consistent population growth 16% Mature Slow participation growth 47% 47% 40% Saturation Minimal to no participation growth; extreme competition 2% 9% total 0-10% total Decline Declining participation 7% Overall, the Program Lifecycle Analysis results indicate a fair balance of all programs across the lifecycle. A combined total of 45% of programs fall into the Introduction, Take -Off, and Growth stages. These are the newest within the Department's portfolio of programs and are characterized by growing popularity and participation. In order to keep the overall mix of Department programs novel, relevant, and attractive to participants, the consulting team recommends that this total be between 50-60%. Currently, EPRD has about 45% in these three categories. However, it is also important to have a stable core segment of programs that are in the Mature stage. Currently the Department has about 47% of their programs in this PARKS RECREATION & TRAILS STRATEGIC MASTER PLAN 1 151 PROGRAM ASSESSMENT d raf category. The consulting team recommends this be about 40% so as to provide stability to the overall program portfolio, but without dominating the portfolio with programs that are advancing to the later stages of the lifecycle. Programs in the Mature stage should be tracked for signs they are entering the Saturation or Decline stages. According to staff, there is an on-going process to evaluate program participation and trends to ensure that program offerings continue to meet the community's needs. A total of about 9% of programs are in the Saturation or Decline stages. Programs in the Decline stage must be closely reviewed to evaluate repositioning them or eliminating them. The consulting team's recommendation is to modify these programs to begin a new lifecycle with the Introductory stage as well as to continue to add new programs based upon community needs and trends. Staff should complete a Program Lifecycle Analysis on an annual basis and ensure that the percentage distribution closely aligns with desired performance. Furthermore, EPRD could include an annual performance measures for each Core Program Area to track participation growth, customer retention, and percentage of new programs offered as an incentive for additional innovation and alignment with community trends. PROGRAM FUNDING, COST RECOVERY, AND PRICING Finding ways to sustain cost recovery and improve service pricing strategies is a priority for the Edina Parks and Recreation Department. To that end, the consulting team assessed program cost recovery and pricing strategies based on information provided by staff members. COST RECOVERY STRATEGIES According to information provided to the consulting team, cost recovery performance is currently tracked for some programs areas, but not all. Cost recovery standards exist for several programs, but methodologies for calculating cost recovery do not appear to be consistent. Cost recovery is tracked at the Department level, but, in addition to this, the consulting team recommends using Core Program Areas as an additional basis for categorization. Cost recovery targets should be identified for each Core Program Area, at least, and for specific programs or events as necessary. The previously identified Core Program Areas would serve as an effective breakdown for tracking cost recovery metrics, which would theoretically group programs with similar cost recovery and subsidy goals. Determining cost recovery performance and using it to inform pricing decisions involves a three-step process: 1. Classify all programs and services based on the public or private benefit they provide. 2. Conduct a Cost of Service Analysis to calculate the full cost of each program. 3. Establish a cost recovery percentage, through Department policy, for each program or program type based on the outcomes of the previous two steps, 152 1 CITY OF EDINA and adjust program prices accordingly. The following three sections provide further detail on this process. CLASSIFICATION OF PROGRAMS AND SERVICES Conducting a classification of services informs how each program serves the overall organization mission, the goals and objectives of each Core Program Area, and how the program should to be funded with regard to tax dollars and/or user fees and charges. How a program is classified can help to determine the most appropriate management, funding, and marketing strategies. Program classifications are based on the degree to which the program provides a public benefit versus a private benefit. Public benefit can be described as everyone receiving the sarne level of benefit with equal access, whereas private benefit can be described as the user receiving exclusive benefit above what a general taxpayer receives for their personal benefit. The three classifications used are Essential, Important, and Value -Added. Where a program or service is classified depends upon alignment with the organizational mission, how the public perceives a program, legal mandates, financial sustainability, personal benefit, competition in the marketplace, and access by participants. The table below describes each of the three classifications in these terms. With assistance fi•om Department staff, a classification of services (presented on the following pages) was conducted of all of the recreation programs offered by EPRD. PARKS RECREATION & TRAILS STRATEGIC MASTER PLAN 1 153 ESSENTIAL IMPORTANT VALUE-ADDED Programs Programs Programs Public interest; High public expectation a High public expectation • High individual and interest Legal Mandate; group expectation Mission Alignment Financial Sustainability e Free, nominal or fee tailored to • Fees cover some direct costs 9 Fees cover most direct and public needs e Requires a balance of public indirect costs Requires public funding funding and a cost recovery • Some public funding as ap- tar et propriate Benefits (i.e., health, Substantial public benefit 9 Public and individual benefit • Primarily individual benefit safety, protection of as- (negative consequence if not sets).provided) Competition in the Limited or no alternative a Alternative providers unable to e Alternative providers readily Market providers meet demand or need available ccess e Open access by all Open access • Limited access to specific users Limited access to specific users With assistance fi•om Department staff, a classification of services (presented on the following pages) was conducted of all of the recreation programs offered by EPRD. PARKS RECREATION & TRAILS STRATEGIC MASTER PLAN 1 153 PROGRAM ASSESSMENT d raf Core Program Area ESSENTIAL Programs Adaptive • Adaptive Theater Camp Adult Athletics • Bowling Arts DREAM Ice Skating Dream Skating Golf Presents for the Holidays Theatre Camp Water Aerobics Adult Athletics none Arts none Golf none _ Senior none Special Events none Youth Pro ra E!sPlayground • Art Academy outh Athletics _ none Core Program Area IMPORTANT Programs Adaptive none Adult Athletics none Arts • Adult - Beginning Drawing & Painting • Adult - Beginning Photography • Adult - Beginning Pottery • Adult - Beginning Watermedia • Adult - Drawing & Painting Special Topics • Adult - Intermediate/Advanced Drawing & Painting • Adult - Intermediate/Advanced/Special Topic Photography • Adult - Intermediate/Advanced/Special Topic Pottery • Adult - Intermediate/Advanced/Special Topic Watermedia • All Ages - Beginning Pottery • All Ages - Intermediate/Advanced Pottery • Art Academy • Youth - Beginning Drawing • Youth - Cla Golf Advanced Adult Golf Lessons • Beginner Adult Golf Lessons • Beginner Junior Golf Lessons • Golf Etiquette Class • Intermediate Adult Golf Lessons • SNAG Golf Senior • Pickleball • Exercise classes • Golf leagues Informational Talks • Singing group • Smart driving classes • Softball • Tennis lessons and open tennis • Trips- overnight and day only • Walking group • Water Aerobics -Comm. Ed. S ecial Events Barnyard Boogie 154 1 CITY OF EDINA riol F. OT Youth Programs • Basic Skills (1-8) Adaptive • Fab 4&5 Adult Athletics • Firearm Safety Training Safety Camp Super 6 & 7 o Travelin' Teens Youth Athletics • Mini Hawks Camps Skyhawks Basketball Camp Skyhawks Soccer Camps Soccer Shots • Tennis • Wrestlin Core Program Area VALUE-ADDED Programs Adaptive none Adult Athletics • 4 -Man Hockey Basketball Co-Rec Broomball Co-Rec Volleyball Disc Golf Kickball Learn to Skate Adult Class • Softball Tennis Women's Volleyball Arts e Adult - Adobe Photoshop Elements Adult - Beginning Dance o Adult - Beginning Jewelry Adult - Intermediate/Advanced Dance Adult - Intermediate/Advanced/Special Topic Jewelry Adult - Private Lessons - Photography Adult - Related Arts - Beginner Adult - Related Arts - Intermediate/Advanced o Adult - Video Editing Youth - Camera Club • Youth - Intermediate/Advanced Drawing Youth - Jewelry Youth - Private Lessons - Drawing, Watercolor Acrylics, Jewelry Golf Beginner Adult Winter Golf Lessons Four and Pour • Intermediate Adult Winter Golf Lessons Intermediate Junior Golf Lesssons • Junior 18 Hole League Junior 9 Hole League • Junior Development - Level I • Junior Development - Level II • Junior Executive League • SchooFs Two Day Kids Kamp • Winter Kids Kam PARKS RECREATION & TRAILS STRATEGIC MASTER PLAN 1 155 PROGRAM ASSESSMENT d raf Senior e Billiard Tournaments • Book Clubs Crafts Cross Country skiing Digital camera group Flash mob o Genealogy computer club • Kindle, nook & I Pad user group Knitting group Line dancing Mexican Train o Movie of the month Needle talk Nordic Walking Open Billiards Sheep head Single Mingle group Snowshoeing Square dancing Tabletop aames Special Events • Back to School Celebration -Families Breakfast w/Santa Fam Jam Frozen Party Glowdodgeball-Braemar Field Halloween Party -Families Ladies Night at the Dome Movie Night on the Rane National Skating Month Event • New Year's Eve Party -Families • Night Glow Golf Pajama Party -Families • Skate with Santa 156 1 CITY OF EDINA FR E4 , IR11 Youth Programs • Centennial Lakes Challenges • Cheerleading Camp • Children Entertainment, Thursdays, September -May • Cinderella' Princess Ball • Clay N' Play -Edina Art Center • Cookies with Mrs. Claus • Crazy About Winter Camp • Creative Kids • Dance & Skate • Edible Playground • Family Entertainment, Sundays, September -May • Fishing Clinic • Garden Camp • Glow Dodgeball • Highlands Explorers • Jump & Spin • Kid n' Play Camp • Kids Create classes • Leaders in Training • Mom and Me Frozen • Santas Breakfast at the Peak • Sing and Play -MacPhail • Small Wonders Snowplow Sam (1-3) Sports of All Sorts Termite Hockey Tot Time outh Athletics e Hockey Skills & Drills Winter Break Day Camp USA Hockey 1-4 PARKS RECREATION & TRAILS STRATEGIC MASTER PLAN 1 157 PROGRAM ASSESSMENT UNDERSTANDING THE FULL COST OF SERVICE d raf To properly fund all programs, either through tax subsidies or user fees, and to establish the right cost recovery targets, a Cost of Service Analysis should be conducted on each program, or program type, that accurately calculates direct (i.e., program -specific) and indirect (i.e., comprehensive, including administrative overhead) costs. Completing a Cost of Service Analysis not only helps determine the true and full cost of offering a program, but provides information that can be used to price programs based upon accurate delivery costs. The figure below illustrates the common types of costs that must be accounted for in a Cost of Service Analysis. i f Personnel I -- Costs f ` Indirect � Costs Building Costs Admini- VehicIeCosts I TOTAL strativeCost Allocation COSTS FOR ACTIVITY Contracted Debt 4 Services l aer-i:e - Cost -- Equipment 1 Supplyand Costs 4 Material Costs The methodology for determining the total Cost of Service involves calculating the total cost for the activity, program, or service, then calculating the total revenue earned for that activity. Costs (and revenue) can also be derived on a per unit basis. Program or actvity units may include: • Number of participants • Number of tasks performed • Number of consumable units • Number of service calls • Number of events • Required time for offering program/service. 158 1 CITY OF EDINA r_,...[WellawkyAl Agencies use Cost of Service Analyses to determine what financial resources are required to provide specific programs at specific levels of service. Results are used to determine and track cost recovery as well as to benchmark different programs provided by EPRD between one another. Cost recovery goals are established once Cost of Service totals have been calculated. Department staff should be trained on the process of conducting a Cost of Service Analysis and the process undertaken on a regular basis. See Appendix D for a sample Cost of Service Analysis. COST RECOVERY POLICY AND PRICING STRATEGIES Cost recovery targets should reflect the degree to which a program provides a public versus private good. Programs providing public benefits (i.e. Essential programs) should be subsidized more by the Department; programs providing private benefits (i.e., Value -Added programs) should seek to recover costs and/or generate revenue for other services. To help plan and implement cost recovery policies, the consulting team has developed the following definitions to help classify specific programs within program areas. Programs in the Essential category are critical to achieving the departmental mission and providing community -wide benefits and, therefore, generally receive priority for tax -dollar subsidization. Programs falling into the Important or Value - Added classifications generally represent programs that receive lower priority for subsidization. Important programs contribute to the organizational mission but are not essential to it; therefore, cost recovery for these programs should be high (i.e., at least 80% overall). Value Added programs are not critical to the mission and should be prevented from drawing upon limited public funding, so overall cost recovery for these programs should be near or in excess of 100%. The pricing of programs should be established based on the Cost of Service Analysis, overlaid onto programs areas or specific events, and strategically adjusted according to market factors and/or policy goals. According to EPRD staff, the Department currently uses several pricing strategies (see Table on next page). PARKS RECREATION & TRAILS STRATEGIC MASTER PLAN 1 159 ESSENTIAL IMPORTANT VALUE-ADDED Programs Programs Programs Description • Part of the organizational • Important to the community • Enhanced community offcr- mission a Serves large portions of the ings Serves a majority of the com- community • Serves niche groups munity e "We should offer this program" • "It is nice to offer this pro - "We must offer this program" gram' Desired Cost Recovery a None to Moderate Moderate • High to Complete Desired Subsidy • High to Complete Moderate a Little to None Programs in the Essential category are critical to achieving the departmental mission and providing community -wide benefits and, therefore, generally receive priority for tax -dollar subsidization. Programs falling into the Important or Value - Added classifications generally represent programs that receive lower priority for subsidization. Important programs contribute to the organizational mission but are not essential to it; therefore, cost recovery for these programs should be high (i.e., at least 80% overall). Value Added programs are not critical to the mission and should be prevented from drawing upon limited public funding, so overall cost recovery for these programs should be near or in excess of 100%. The pricing of programs should be established based on the Cost of Service Analysis, overlaid onto programs areas or specific events, and strategically adjusted according to market factors and/or policy goals. According to EPRD staff, the Department currently uses several pricing strategies (see Table on next page). PARKS RECREATION & TRAILS STRATEGIC MASTER PLAN 1 159 PROGRAM ASSESSMENT d raf Currently, EPRD uses all recommended pricing strategies with the exception of Family/Household Status. It is a recommendation of the planning team that the use of strategies expand in the following ways: • Use Family/Household Status for pricing for Arts, Special Events, and Youth programs. • Use Residency for pricing for Youth Athletics. • Use Day of the Week for some Special Event pricing. • Use Prime / Non -Prime Time and Location for Adult Athletics pricing, particularly to control demand for facilities. • Use Group Discount pricing for Golf and Special Events. Overall, the degree to which pricing strategies are used currently is good but could be stronger with the adoption of a formal policy to set prices explicitly based upon cost recovery goals. Staff should continue to monitor the effectiveness of the various pricing strategies they employ and make adjustments as necessary within the policy frameworks that guide the overall pricing philosophies of the 160 1 CITY OF EDINA Family / Prime/ By Cost Age Residency Day of Week Non -Prime Group By Location RY Market Recovery BY Customer's Segment Household Time Discounts Rate Goals Ability to Pay Status Different Different Different Different Different prices prices prices for prices for prices for Different Different Competitors' Dept. offered offered for resident different different prices for prices at prices cost for family/ vs non- days of times of groups different influence recovery different household resident the week the day locations your price goals ages groups Adaptive ✓ ✓ ✓ ✓ ✓ Adult ✓ R R ✓ ✓ ✓ Athletics Arts R ✓ ✓ ✓ ✓ ✓ Golf ✓ ✓ ✓ ✓ R ✓ ✓ ✓ Senior ✓ ✓ ✓ ✓ Special R R R ✓ ✓ ✓ Events Youth ✓ R ✓ ✓ ✓ Programs Youth ✓ R ✓ ✓ ✓ ✓ Athletics Currently, EPRD uses all recommended pricing strategies with the exception of Family/Household Status. It is a recommendation of the planning team that the use of strategies expand in the following ways: • Use Family/Household Status for pricing for Arts, Special Events, and Youth programs. • Use Residency for pricing for Youth Athletics. • Use Day of the Week for some Special Event pricing. • Use Prime / Non -Prime Time and Location for Adult Athletics pricing, particularly to control demand for facilities. • Use Group Discount pricing for Golf and Special Events. Overall, the degree to which pricing strategies are used currently is good but could be stronger with the adoption of a formal policy to set prices explicitly based upon cost recovery goals. Staff should continue to monitor the effectiveness of the various pricing strategies they employ and make adjustments as necessary within the policy frameworks that guide the overall pricing philosophies of the 160 1 CITY OF EDINA Department. It is also important for yearly competitor and other service providers to be benchmarked, shopped, and evaluated, in order to monitor changes and track how those other providers compare with EPRD programs. Furthermore, and as mentioned previously in this chapter, the planning team recommends that Mini Business Plans (2-3 pages) for each Core Program Area be created on a yearly basis. These plans should evaluate the Core Program Area based on meeting the outcomes desired for participants, cost recovery, percentage of the market and business controls, Cost of Service, pricing strategy for the next year, and marketing strategies that are to be implemented. If developed regularly and consistently, they can be effective tools for budget construction and justification processes outside of the marketing and communication planning process. See Appendix B for a template of a Mini Business Plan. PROGRAM STANDARDS AND PERFORMANCE MANAGEMENT The relationship between meeting the needs of the community, achieving the agency mission, and executing service delivery is of critical importance. With an understanding of this important dynamic, the following section provides an analysis of the service system and includes building on the service foundation that already exists within the agency. As observed from the discussions with and data from the staff, the community seems to exhibit a high level of satisfaction with the offerings provided by EPRD. Based on the consulting team's observations, the Department's operations and program offerings are solid, but enhancements to performance management practices would not only yield overall improvements to the services provided to the community, but are desired by the staff, as well. This section is intended to provide resources and insight to move EPRD to a higher level of sophistication in quality management and move it into the realm of national best practices. The practice of using program standards is essential for agencies desiring to perform at high levels and that aspire to be community and industry leaders. One of the most significant issues in managing a recreation program system includes the challenges faced with the complexity associated with thousands of service transactions, in-person and online, from multiple staff members dealing with a diverse audience at a variety of facilities within the system. Furthermore, the heavy reliance on part-time and seasonal staff in the service delivery process creates even greater challenges. These dynamics result in significant program and service quality variation. In reviewing the information collected from staff, there is some evidence of the ongoing use of performance measures throughout EPRD to gauge performance. Examples of measures in place include: • Participation levels • Participant -to -staff ratios ri PARKS RECREATION & TRAILS STRATEGIC MASTER PLAN 1 161 PROGRAM ASSESSMENT • Program cancelation rates • Customer satisfaction levels. d raf Staff indicate that some select performance measures are used across all Core Program Areas, and several others are used only for particular program types. This is acceptable, and even desirable, as long as the universal measures are reflective of core performance outcomes applicable across all departmental programming, and that specific/specialized measures are used to track critical attributes unique to certain programs. According to the planning team's observations of other agencies, however, there is a danger of using performance measurement in excess, creating a situation wherein staff are hampered by the bureaucratic process of tracking performance rather than benefiting from it. Again, this issue can be mitigated by identifying critical program outcomes, developing a limited yet comprehensive set of performance metrics, and deploying them across the agency with an emphasis on efficient measurement by staff. Additional performance metrics for EPRD staff to consider, if they align with desired organizational or programmatic area outcomes, include the following: • Program cost per participant • Service cost per resident • Program or facility availability by geography • Household percentage of program distribution • Program availability distribution by age group Quality Management Methods Given the organizational goals of the Department, trends in the park and recreation profession, and the level of performance reflected by EPRD staff in the area of programming, the consulting team recommends the following methods and best practices in order to maintain a culture of quality management in program delivery. These overall approaches reflect some of the observations presented previously and also include additional considerations based upon best practices and the organizational goals of the Department. Some practices are already periodically undertaken by EPRD in conjunction with other organizational processes and are re-emphasized here due to their criticality. Others represent new practices to be implemented. Annual Review Process: Staff present their yearly goals for program areas to senior leadership and/or an advisory board. This would include policy reviews, financial and registration performance, customer issues, and plans for the future. This process helps to ensure good communication and cooperation for supporting departments, such as parks, administration and technology as well. • Documented Program Development Process: This is required in order to reduce service variation and assist in training new staff. A common approach is to use a process map that provides guidance to staff for 162 1 CITY OF EDINA consistently developing new programs. It can help to diminish the learning curve for new staff and reinforce program development as a core competency. This is created in a flow chart format showing the steps in the process for program development including writing class descriptions, process steps, hiring staff, using contractual employees, and the list of standards. Establish program Design program goals scenarios and components Develop program ConducVoperate operatinglbusiness program plan i Modify program • Instructor/Contractor Tool Kit: Kits need to be created by the staff that outline information about the department, including mission, vision, values, goals, organizational structure, roster of users, program guides, program standards, evaluation forms, registration forms, important phone numbers, name tags, thank you cards, and program learning objectives. On-going Connections with Part-time and Seasonal Staff: There should be on-going processes and events to connect part-time and seasonal programming staff, as well as some contractors, with full-time personnel through meetings, email, newsletters, staff recognition, and random visits by management. This also assists with determining and managing job satisfaction of these employees. Ongoing Identification of Customer Requirements: Staff identify customer requirements for core program areas on an ongoing basis. This is important to emphasize with staff that directly interface with customers. Requirements relate to those service attributes that are most important to a customer, and requirements should be developed with customer input. Each core program area should include a listing of approximately five key customer requirements. For example, in a sports skills program, key requirements could include: overall safety of the program, instructional quality, convenience and ease of registration, cost of the program, and skill development. Ongoing Environmental Scan of Best Practices: Staff identify key competitors or similar providers, both locally and nationally, of core program areas. Every year staff should develop a matrix of information to compare services in areas that have the greatest importance to customers. Benchmarking other nationally renowned agencies also can provide a process to continuously improve programming. Conduct regular evaluation based on established criteria a Continue program Terminate pro -gram PARKS RECREATION & TRAILS STRATEGIC MASTER PLAN 1 163 PROGRAM ASSESSMENT d raf VOLUNTEER AND PARTNERSHIP MANAGEMENT Today's economic climate and political realities require most public park and recreation departments to seek productive and meaningful partnerships with both community organizations and individuals to deliver quality and seamless services to their residents. These relationships should be mutually beneficial to each party to better meet overall community needs and expand the positive impact of the agency's mission. Because of the constraints facing EPRD, effective partnerships and meaningful volunteerism are a key strategy areas for the agency to meet the needs of the community in the years to come. VOLUNTEERS When managed with respect and used strategically, volunteers can serve as the primary advocates for EPRD and its offerings. Best practices that the Department should be aware of in managing volunteers include: • Involve volunteers in cross -training to expose them to various departmental functions and increase their skill. This can also increase their utility, allowing for more flexibility in making work assignments, and can increase their appreciation and understanding of the Department. • Ensure a Volunteer Coordinator and associated staff stay fully informed about the strategic direction of the agency overall, including strategic initiatives for all divisions. Periodically identify, evaluate, or revise specific tactics the volunteer services program should undertake to support the larger organizational mission. A key part of maintaining the desirability of volunteerism in the agency is developing a good reward and recognition system. The consultant team recommends using tactics similar to those found in frequent flier programs, wherein volunteers can use their volunteer hours to obtain early registration at programs, or discounted pricing at certain programs, rentals or events, or any other Department function. Identify and summarize volunteer recognition policies in a Volunteer Policy document. • Regularly update volunteer position descriptions. Include an overview of the volunteer position lifecycle in the Volunteer Policy, including the procedure for creating a new position. • Add end -of -lifecycle process steps to the Volunteer Policy to ensure that there is formal documentation of resignation or termination of volunteers. Also include ways to monitor and track reasons for resignation/termination and perform exit interviews with outgoing volunteers when able. • Categorize and track volunteerism by type and extent of work, such as: Regular volunteers: Those volunteers whose work is considered to be continuous, provided their work performance is satisfactory and there is a continuing need for their services. 164 1 CITY OF EDINA • Special event volunteers: Volunteers who help out with a particular event with no expectation that they will return after the event is complete. • Episodic volunteers: Volunteers who help out with a particular project type on a recurring or irregular basis with no expectation that they will return for other duties. • Volunteer interns: Volunteers who have committed to work for the agency to fulfill a specific higher-level educational learning requirement. • Community service volunteers: Volunteers who are volunteering over a specified period of time to fulfill a community service requirement Encourage employees to volunteer themselves in the community. Exposure of EPRD staff to the community in different roles (including those not related to parks and recreation) will raise awareness of the agency and its volunteer program. It also helps staff understand the role and expectations of a volunteer if they can experience it for themselves. PARTNERSHIPS EPRD has a strong partnership network that shows strong signs of further growth. Current partners include the Edina School District, the County Library system, private businesses, civic groups, and nonprofit organizations. A community and organizational goal for EPRD is to further expand and formalize partnerships for the agency. The initial step in developing multiple partnerships in the community that expand upon existing relationships is to have an overall partnership philosophy that is supported by a policy framework for managing these relationships. Many times partnerships are inequitable to the public agency and do not produce reasonable shared benefits between parties. The recommended policies will promote fairness and equity within the existing and future partnerships while helping staff to manage against potential internal and external conflicts. Certain partnership principles must be adopted by the Department for existing and future partnerships to work effectively. These partnership principles are as follows: • All partnerships require a working agreement with measurable outcomes and will be evaluated on a regular basis. This should include reports to the agency on the performance and outcomes of the partnership. • All partnerships should track costs associated with the partnership investment to demonstrate the shared level of equity. • All partnerships should maintain a culture that focuses on collaborative planning on a regular basis, regular communications, and annual reporting on performance and outcomes. PARKS RECREATION & TRAILS STRATEGIC MASTER PLAN 1 165 PROGRAM ASSESSMENT d raf Partnerships can be pursued and developed with other public entities such as neighboring cities, schools, colleges, state or federal agencies; nonprofit organizations; as well as with private, for-profit organizations. There are recommended standard policies and practices that will apply to any partnership, and those that are unique to relationships with private, for-profit entities. POLICY RECOMMENDATIONS FOR ALL PARTNERSHIPS All partnerships developed and maintained by EPRD should adhere to common policy requirements. These include: Each partner will meet with or report to Department staff on a regular basis to plan and share activity -based costs and equity invested. Partners will establish measurable outcomes and work through key issues to focus on for the coming year to meet the desired outcomes. Each partner will focus on meeting a balance of equity agreed to and track investment costs accordingly. • Measurable outcomes will be reviewed quarterly and shared with each partner, with adjustments made as needed. • A working partnership agreement will be developed and monitored together on a quarterly or as -needed basis. • Each partner will assign a liaison to serve each partnership agency for communication and planning purposes. • if conflicts arise between partners, the EPRD Director, along with the other partner's highest ranking officer assigned to the agreement, will meet to resolve the issue(s) in a timely manner. Any exchange of money or traded resources will be made based on the terms of the partnership agreement. • Each partner will meet with the other partner's respective board or managing representatives annually, to share updates and outcomes of the partnership agreement. POLICY RECOMMENDATIONS FOR PUBLIC/PRIVATE PARTNERSHIPS The recommended policies and practices for public/private partnerships that may include businesses, private groups, private associations, or individuals who desire to make a profit from use of EPRD facilities or programs are detailed below. These can also apply to partnerships where a private party wishes to develop a facility on park property, to provide a service on publically-owned property, or who has a contract with the agency to provide a task or service on the agency's behalf at public facilities. These unique partnership principles are as follows: • Upon entering into an agreement with a private business, group, association or individual, EPRD staff and political leadership must recognize that 166 1 CITY OF EDINA r they must allow the private entity to meet their financial objectives within reasonable parameters that protect the mission, goals and integrity of the Department. As an outcome of the partnership, EPRD must receive a designated fee that may include a percentage of gross revenue dollars less sales tax on a regular basis, as outlined in the contract agreement. The working agreement of the partnership must establish a set of measurable outcomes to be achieved, as well as the tracking method of how those outcomes will be monitored by the agency. The outcomes will include standards of quality, financial reports, customer satisfaction, payments to the agency, and overall coordination with the Department for the services rendered. • Depending on the level of investment made by the private contractor, the partnership agreement can be limited to months, a year or multiple years. If applicable, the private contractor will provide a working management plan annually they will follow to ensure the outcomes desired by EPRD. The management plan can and will be negotiated, if necessary. Monitoring of the management plan will be the responsibility of both partners. The agency must allow the contractor to operate freely in their best interest, as long as the outcomes are achieved and the terms of the partnership agreement are adhered to. • The private contractor cannot lobby agency advisory or governing boards for renewal of a contract. Any such action will be cause for termination. All negotiations must be with the EPRD Director or their designee. • The agency has the right to advertise for private contracted partnership services, or negotiate on an individual basis with a bid process based on the professional level of the service to be provided. • If conflicts arise between both partners, the highest-ranking officers from both sides will try to resolve the issue before going to each partner's legal counsels. If none can be achieved, the partnership shall be dissolved. PARTNERSHIP OPPORTUNITIES These recommendations are an overview of existing partnership opportunities available to EPRD, as well as a suggested approach to organizing partnership pursuits. This is not an exhaustive list of all potential partnerships that can be developed, but can be used as a tool of reference for the agency to develop its own priorities in partnership development. The following five areas of focus are recommended: 1. Operational Partners: Other entities and organizations that can support the efforts of EPRD to maintain facilities and assets, promote amenities and park usage, support site needs, provide programs and events, and/or maintain the integrity of natural/cultural resources through in-kind labor, equipment, or materials. PARKS RECREATION & TRAILS STRATEGIC MASTER PLAN 1 167 PROGRAM ASSESSMENT d raf 2. Vendor Partners: Service providers and/or contractors that can gain brand association and notoriety as a preferred vendor or supporter of EPRD in exchange for reduced rates, services, or some other agreed upon benefit. 3. Service Partners: Nonprofit organizations and/or friends groups that support the efforts of the agency to provide programs and events, and/or serve specific constituents in the community collaboratively. 4. Co -Branding Partners: Private, for-profit organizations that can. gain brand association and notoriety as a supporter of EPRD in exchange for sponsorship or co -branded programs, events, marketing and promotional campaigns, and/ or advertising opportunities. 5. Resource Development Partners: A private, nonprofit organization with the primary purpose to leverage private sector resources, grants, other public funding opportunities, and resources from individuals and groups within the community to support the goals and objectives of the agency on mutually agreed strategic initiatives. MARKETING AND PROMOTION ASSESSMENT EPRD staff are engaged in marketing and promotion to varying degrees. The Department produces an online and print Activity Directory, flyers, brochures, direct mail, and email mailing lists. They also maintain a Facebook, Instagram, and Twitter account to keep residents engaged and informed through social media. The Parks and Recreation Department lacks a marketing coordinator position so frequently depends upon support from the citywide Communications Department to play a role in marketing and public communication. This is frequently challenging, however, due to the high demand for EPRD marketing and the limited capacity of the Communications Department. Despite these efforts and accomplishments, it is a stated priority of the department to enhance communication and establish marketing plans/assessments to increase public awareness of department programs and services. These goals were also articulated by focus groups, and are prevalent throughout the organization. Effective communication strategies require striking an appropriate balance between the content with the volume of messaging while utilizing the "right" methods of delivery. The department has multiple subjects and areas of focus that needs to be addressed in communications. There needs to be a reliance upon multiple types of media to deliver those messages. Similarly, the community must perceive the interconnectedness of the whole messaging process so that it is not received as fragmented and overwhelming. While several facilities have developed their own marketing plans, a Department -wide Strategic marketing plan is recommended that addresses the following: • Target audiences/markets identification 168 1 CITY OF EDINA • Key messages for each target market • Communication channels/media for each target market • Graphic identity and use protocols • Style handbook for all marketing material • Social media strategies and tactics • Communication schedule • Marketing roles and responsibilities • Staffing requirements An effective marketing plan must build upon and integrate with supporting plans, such as this master plan, and directly coordinate with organization priorities. The plan will also provide specific guidance as to how the Department's identity and brand needs to be consistently portrayed across the multiple methods and deliverables used for communication. Other recommendations for marketing and promotion include: • Budget for a marketing and sponsorship coordinator dedicated to the Parks and Recreation Department. If funding is not available for a full- time position, consider a part-time position and make it the first priority of the incumbent to develop a comprehensive Department Marketing Plan to assess needs, skills, and funding. Tie performance metrics to job evaluations, including revenue generation to offset the cost of the position. Create a dedicated budget for marketing for events, facilities, programs, and general awareness of the EPRD system. Use the Department Marketing Plan to inform what messages are delivered to what segments of the community using the most appropriate delivery methods. Establish priority segments to target in terms of new program/service development and communication tactics. Build volunteerism to serve marketing and communication efforts. Recruit new volunteers with new skills as the marketing program grows. • Establish and review regularly performance measures for marketing. • Enhance relationships with partners that can leverage marketing efforts through cross -promotion. PARKS RECREATION & TRAILS STRATEGIC MASTER PLAN 1 169 PROGRAM ASSESSMENT SUMMARY OF RECOMMENDATIONS PROGRAM PORTFOLIO d raf • Consider adding Health & Fitness and Environmental Education & Awareness as Core Program Areas. • Consider re -configuring the Department's approach to Adaptive Programming by not having it be a separate Core Program Area "siloed" from other programs, but rather as an objective and priority across all other Core Program Areas to promote inclusion throughout all EPRD offerings. • Activities that are currently considered All Ages Programming should be considered services. Regardless, it is possible to define objectives, establish funding policies, create marketing strategies, and evaluate service delivery effectiveness. • Develop a Mini Business Plan for every Core Program Area that identifies unique descriptions, goals, and desired outcomes for each Core Program Area and lists the programs or services offered within each. Mini Business Plan Template in Appendix D. AGE SEGMENTS • Continue to maintain a good balance of programs across all age segments. • Given the growing population trend for residents ages 55 and over, and the growing demand for services in this age bracket, segment senior programming into sub -segments such as 55-70 and 71 and over. • Conduct an Age Segment Analysis for every program on an annual basis. PROGRAM LIFECYCLE • Strive to keep about 50-60% of all programs in the Introductory, Take -Off, or Growth lifecycle stages in order to align with trends and help meet the evolving needs of the community. • Strive to keep about 40% of programs in the Mature stage to provide stability to the overall program portfolio. • Programs falling into the Saturated or Decline stage should be reprogrammed or retired to create new programs for the Introductory stage. • Complete a Program Lifecycle Analysis on an annual basis to ensure that the percentage distribution aligns with Department goals and best practices. PROGRAM FUNDING, COST RECOVERY, AND PRICING • Use programmatic areas as a basis for cost recovery goals. The Core Program Areas identified in this plan should serve as an effective breakdown, because they group programs with similar attributes. 170 1 CITY OF EDINA • Cost recovery targets should be identified for each Core Program Area, at the least, and for specific programs or events at the most. Currently, individual programs have no clear target. • On an annual basis, review the classification of programs as Essential, Important, and Value -Added and apply true cost of service pricing to each program area before updating cost recovery goals. • Use the spectrum of public -to -private benefit to inform cost recovery targets and pricing strategies. Programs providing public benefits should be subsidized more by the agency. • Value -Added programs, which are less critical to for further away from the agency mission, should aim to yield a higher cost recovery rate to sustain themselves, leaving the limited tax -based appropriations to fund Essential and Important programs. • Full cost accounting that accurately calculates direct and indirect costs should be used to develop prices and cost recovery goals. Staff should be trained on this process. • Consider expanding the use of pricing strategies, particularly Family/ Household Status (for Arts, Special Events, and Youth programs), Residency (for Youth Athletics), Day of the Week (for some Special Events), Prime/Non-Prime Time (for Adult Athletics), Location (for Adult Athletics), and Group Discounts (for Golf and Special Events). • Mini Business Plans should be developed for each Core Program Area. Additional planning regarding cost controls, cost recovery, and pricing is recommended. Mini Business Plans will help monitor the success of achieving outcomes, help control cost recovery, guide operational adjustments, and serve as budget development tools. PROGRAM STANDARDS AND PERFORMANCE MANAGEMENT • Develop and implement consistent Department -wide program management and quality standards. • With the implementation of the new MaxGalaxy solution, establish key performance indicators to track across the Department, particularly program participation. • Conduct an annual review process so that staff and leadership can review policies, operations, issues, and plans for the future. • Begin documenting the program development process to formalize and coordinate program lifecycles in a strategic way. • Develop an instructor/contractor tool kit or resource package with critical information and information on strategic frameworks. • Create on-going connections with part-time and seasonal staff to integrate them to the Department and to help manage satisfaction and performance. PARKS RECREATION & TRAILS STRATEGIC MASTER PLAN 1 171 PROGRAM ASSESSMENT 172 1 CITY OF EDINA d raf • Identify customer requirements for Core Program Areas (at least) and use them for performance management. • Conduct an environmental scan of best practices every few years to inspire innovation and help make corrections to program operations. • Develop and implement quality control mechanisms for instructors and contractors to ensure effectiveness and build credibility. VOLUNTEER MANAGEMENT • Involve volunteers in cross -training to expose them to various departmental functions and increase their skill. • Standardize volunteer recognitions tactics. Identify and summarize volunteer recognition policies in a Volunteer Policy document. • Regularly update volunteer position descriptions. Include an overview of the volunteer position lifecycle in the Volunteer Policy, including the procedure for creating a new position. • Add end -of -lifecycle process steps to the Volunteer Policy to ensure that there is formal documentation of resignation or termination of volunteers. Also include ways to monitor and track reasons for resignation/termination and perform exit interviews with outgoing volunteers when able. • Categorize and track volunteerism by type and extent of work, such as regular volunteers, special event volunteers, episodic volunteers, volunteer interns, and community service volunteers. • Encourage employees to volunteer in the community. Exposure of EPRD staff to the community in different roles will raise awareness of the agency and its volunteer program. It also helps staff understand the role and expectations of a volunteer if they can experience it for themselves. PARTNERSHIP MANAGEMENT • Formalize and continually maintain an overall partnership philosophy supported by a policy framework. • Require all partnerships to have a working agreement with measureable outcomes evaluated on a regular basis. • Require all partnerships to track costs to demonstrate the shared level of equity and investment. • Maintain a culture of collaborative planning for all partnerships, focusing on regular communications and annual reporting. MARKETING AND COMMUNICATIONS Develop a comprehensive Department Marketing Plan that addresses target markets, messages for each target, communication channels, staff roles and responsibilities, and staffing requirements. Tie the marketing plan directly to the department mission and vision, as well as other critical planning tools. Establish a full- or part-time marketing and sponsorship coordinator position dedicated to EPRD. Tie performance metrics to job evaluations, including revenue generation to offset the cost of the position. Create a dedicated budget for marketing for events, facilities, programs, and general awareness of the EPRD system. • While it is important to serve all members of the community, establish priority segments to target in terms of new program/service development and communication tactics to reach them. • Use community and participant input to inform marketing efforts. • Build volunteerism in the marketing and communication efforts, and recruit new volunteers with new skills as the marketing program grows. • Establish performance measures for marketing efforts and review them regularly. • Enhance relationships with partners that can leverage marketing efforts through cross -promotion. PARKS RECREATION & TRAILS STRATEGIC MASTER PLAN 1 173 4.6 OPERATIONAL AND FINANCIAL ASSESSMENT FUNDING AND REVENUE STRATEGIES Park and Recreation systems across the United States today have learned to develop a clear understanding of how to manage revenue options to support parks and recreation services in a municipality based on the limited availability of tax dollars. Park and Recreation systems no longer rely on taxes as their sole revenue option but have developed new sources of revenue options to help support capital and operational needs. A growing number of municipalities have developed policies on pricing of services, cost recovery rates, and partnership agreements for programs and facilities provided to the community. They also have developed strong partnerships that are fair and equitable in the delivery of services based on whom receives the service, for what purpose, for what benefit and for what costs. In addition, agencies have learned to use parks and recreation facilities, amenities, programs and events to create economic development as it applies to keeping property values high around parks and along trails through increased maintenance, adding sports facilities and events to drive tournaments into the region that create hotel room nights and increase expenditures in restaurants and retail areas. They have learned to recognize that people will drive into their community for good recreation facilities such as sports complexes, pools, and for special events if presented correctly and are well managed. In Edina, some of these policies, revenue sources, and management practices are not in place and should be considered for the future. PROS has outlined several options for the City to consider and feels that some if not all of these sources should be considered as an option to support the capital and operational needs of the Edina Parks and Recreation Department. PARKS RECREATION & TRAILS STRATEGIC MASTER PLAN 1 175 OPERATIONAL AND FINANCIAL ASSESSMENT d raf FUNDING SOURCES FOR CAPITAL IMPROVEMENT DOLLARS AND OPERATIONS The following financial options outline opportunities for the City to consider in supporting the recommended capital improvements that will be outlined in the Master Plan as well as operational costs associated with managing the system for the future. Many of these funding sources may not be allowed now by the City or have never been used but should be pursued through legislative means should the City see the value in pursuing these funding sources. General Obligation Bond: A general obligation bond is a municipal bond secured by a taxing authority such as the City of Edina to improve public assets that benefits the municipal agency involved that oversee the parks and recreation facilities. General Obligation Bonds should be considered for the park and recreation facility projects; such as an updates to a community or regional park, trails, recreation centers, aquatic centers, or a sports complex. Improvements to parks should also be covered by these funding sources because there is very little operational revenues associated with these parks to draw from and some of the city parks improvements are in need of upgrades and renovations limiting the uses of other revenue sources. These parks help frame the City image and benefit a wide age segment of users and updating these parks will benefit the community as a whole and stabilize neighborhoods and other areas of the city. According to Trust for Public Land, in the last 10 years across the United States over 90% of park and recreation bond issues have passed in cities when offered to the community to vote to support the community needs for parks and recreation. FEDERAL GOVERNVENT FUNDING SOURCES Governmental Funding Programs: A variety of funding sources are available from federal and state government for park -related projects. For example, the Land and Water Conservation Fund funding program has been reinstated for 2014 levels at 150 million and can provide capital funds to state and local governments to acquire, develop, and improve outdoor recreation areas. Federal Community Development Block Grant (CDBG) funds are used to support open space related improvements including redevelopment and new development of parks and recreation facilities. Transportation Enhancement Funds available through SAFETELU, the current federal transportation bill, can be used for trail and related green space development, AmeriCorps Grants can be used to fund support for park maintenance. The city has a strong grant team that should pursue these funding sources for the future. SAFETULU Funds as well as Safe Routes to School Funds should be pursued for the trail improvements that will be outlined in the plan. SAFETULU monies require a 20% match by the City and Safe Routes to School Funds require no match by the City. CDBG (Community Development Block Grants) funds are used by many cities to enhance parks. These funds should be used to support the re -development of major facilities based on its location in the City and what it will do to enhance the neighborhood and schools surrounding the park which is the purpose for CDBG monies. 176 1 CITY OF EDINA OPERATIONAL AND FINA rqaf AmeriCorps Grants should be pursued by the Parks Division of the City to support park maintenance and cleanup of drainage areas where trails are located and small neighborhood parks in the City. Minnesota Conservation Corp - Conservation Corps provides meaningful work for young people in managing natural resources, responding to disasters, conserving energy and leading volunteers. They provide training in natural resource management, safety, job -readiness and technical skills, and we help young people develop personal responsibility, a strong work ethic and greater awareness of environmental stewardship. A cost effective option for natural resource work such as buckthorn removal, planting, and other natural resource based work. Federal Housing Grants can also help support parks near federal housing areas and should be pursued if appropriate. Several communities have used HUD funds to develop greenways, including the Boscobel Heights' "Safe Walk" Greenway in Nashville, Tennessee. Land and Water Conservation Fund (LWCF) Grants: This federal funding source was established in 1965 to provide "close -to -home" park and recreation opportunities to residents throughout the United States. Money for the fund comes from the sale or lease of nonrenewable resources, primarily federal offshore oil and gas leases and surplus federal land sales. LWCF grants can be used by communities to build a variety of parks and recreation facilities, including trails and greenways. LWCF funds are annually distributed by the National Park Service to the states. Communities must match LWCF grants with 50 -percent of the local project costs through in-kind services or cash. All projects funded by LWCF grants must be used exclusively for recreation purposes, in perpetuity. LWCF funds are created to preserve, develop, and renovate outdoor recreation facilities. Focus is on America's Great Outdoors Initiative. New or renovation of pavilions, playgrounds or play areas, ball fields, bleachers, golf course meeting rooms, multi-purpose courts, parking facilities, pathways and trails, roads, signs, ski areas, snowmobile facilities, and tennis courts. Federal Funds -Average Award is $70,000. Conservation Reserve Program: The U. S. Department of Agriculture (USDA), through its Agricultural Stabilization and Conservation Service, provides payments to farm owners and operators to place highly erodible or environmentally sensitive landscapes into a 10-15 year conservation contract. The participant, in return for annual payments during this period, agrees to implement a conservation plan approved by the local conservation district for converting sensitive lands to less intensive uses. Individuals, associations, corporations, estates, trusts, cities, counties and other entities are eligible for this program. Funds from this program can be used to fund the maintenance of open space and non -public -use greenways along bodies of water and ridgelines. Wetlands Reserve Program: The U.S. Department ofAgriculture provides direct payments to private landowners who agree to place sensitive wetlands under permanent easements. This program can be used to fund the protection of open space and greenways within riparian corridors. PARKS & RECREATION STRATEGIC MASTER PLAN 1 177 OPERATIONAL AND FINANCIAL ASSESSMENT d raf Watershed Protection and Flood Prevention (Small Watersheds) Grants: The USDANatural Resource Conservation Service (NRCS) provides funding to state and local agencies or nonprofit organizations authorized to carry out, maintain, and operate watershed improvements involving less than 250,000 acres. The NRCS provides financial and technical assistance to eligible projects to improve watershed protection, flood prevention, sedimentation control, public water-based fish and wildlife enhancements, and recreation planning. The NRCS requires a 50 -percent local match for public recreation, and fish and wildlife projects. Urban and Community Forestry Assistance Program: The USDA provides small grants of up to $10,000 to communities for the purchase of trees to plant along city streets and for greenways and parks. To qualify for this program, a community must pledge to develop a street -tree inventory, a municipal tree ordinance, a tree commission, committee or department, and an urban forestry -management plan. Small Business Tree -Planting Program: The Small Business Administration provides small grants of up to $10,000 to purchase trees for planting along streets and within parks or greenways. Grants are used to develop contracts with local businesses for the plantings. Economic Development Grants for Public Works and Development of Facilities: The U. S. Department of Commerce, Economic Development Administration (EDA), provides grants to states, counties, and cities designated as redevelopment areas by EDA for public works projects that can include developing trails and greenway facilities. There is a 30 -percent local match required, except in severely distressed areas where federal contribution can reach 80 percent. National Recreational Trails Program: These grants are available to government and nonprofit agencies, for amounts ranging from $5,000 to $50,000, for the building of a trail or piece of a trail. It is a reimbursement grant program (sponsor must fund 100% of the project up front) and requires a 20% local match. This is an annual program with an application deadline at the end of January. The available funds are split such that 30% goes toward motorized trails, 30% to non -motorized trails, and 40% is discretionary for trail construction. Design Arts Program: The National Endowment for the Arts provides grants to states and local agencies, individuals and nonprofit organizations for projects that incorporate urban design, historic preservation, planning, architecture, landscape architecture, and other community improvement activities, including greenway development. Grants to organizations and agencies must be matched by a 50 -percent local contribution. Agencies can receive up to $50,000. TAX PAYER OR DEVELOPER SOURCES OF REVENUE Recreation and Park Impact Fees: The City of Edina has not recently implemented park and recreation impact fees and could if the City wanted to pursue these funds from developers. The planning team has evaluated current deficiencies in park land, trails, and recreation facilities as part of the Strategic Plan; and, future funds being collected 178 1 CITY OF EDINA OPERATIONAL AND FINA through impact fees could help support the Department's capital improvements for playgrounds, shelters, restrooms, land, trails, sports fields, and recreation centers. Impact fees generally provide some capital funds but rarely are they sufficient to provide full funding of large projects. Tax Abatement. The governing body of a political subdivision may grant a current or prospective abatement, by contract or otherwise, of the taxes imposed by the political subdivision on a parcel of property, which may include personal property and machinery, or defer the payments of the taxes and abate the interest and penalty that otherwise would apply, if: 1. it expects the benefits to the political subdivision of the proposed abatement agreement to at least equal the costs to the political subdivision of the proposed agreement or intends the abatement to phase in a property tax increase, and it finds that doing so is in the public interest because it will: a. increase or preserve tax base; b. provide employment opportunities in the political subdivision; c. provide or help acquire or construct public facilities; d. help redevelop or renew blighted areas; e. help provide access to services for residents of the political subdivi- sion; f. finance or provide public infrastructure; g. phase in a property tax increase on the parcel resulting from an increase of 50 percent or more in one year on the estimated market value of the parcel, other than increase attributable to improvement of the parcel; or h. stabilize the tax base through equalization of property tax revenues for a specified period of time with respect to a taxpayer whose real and personal property is subject to valuation Internal Park Improvement Fund: This funding source is created from a percentage of the overall park admissions to attractions such as sport complexes, golf courses, special events in a park and would allow a percentage usually in the 3-5% of gross revenues to be dedicate to the park or recreation facility for existing and future capital improvements. This funding source is used for sports complexes, aquatic parks, campgrounds, and fee based parks. This type of user fee generally does not require voter approval but is set up in a dedicated fund to support the existing attraction for future maintenance and improvements. Tax Allocation or Tax Increment District: Commonly used for financing redevelopment projects. A Tax Allocation District (TAD) involves the issuance of tax-exempt bonds to pay front-end infrastructure and eligible development costs in partnership with private developers. As redevelopment occurs in the City, the "tax increment" resulting from redevelopment projects is used to retire the debt issued to fund the eligible redevelopment costs. The public portion of the redevelopment project funds itself using the additional taxes generated by the project. TADs can be used to fund park improvements and development as an essential infrastructure cost. These funds would work well in the downtown park redevelopment and in trail development. PARKS RECREATION & TRAILS STRATEGIC MASTER PLAN 1 179 OPERATIONAL AND FINANCIAL ASSESSMENT d raf Developer Cash -in -Lieu of meeting the Open Space Requirement: Ordinances requiring the dedication of open space within developments to meet the park and recreation needs of the new residents often have provisions allowing cash contribution to substitute for the land requirement. Facility Authority: A Facility Authority is sometimes used by park and recreation agencies to improve a specific park or develop a specific improvement such as a stadium, large recreation center, large aquatic center, or sports venue for competitive events. Repayment of bonds to fund the project usually comes from a sales tax in the form of food and beverage. A facility Authority could oversee improvements for the large facilities; such as an aquatic center and sports field complex. The City could seek out a private developer to design build a Recreation/ Community Center facility for the City with the City paying back these costs over a 20 year period. The Facility Authority would include representation from the schools, the City and private developers. Utility Lease Fee: Utility lease fees have been used to support parks in the form of utility companies supporting a park from utility easements, storm water runoff and paying for development rights below the ground. This funding source is derived from fees on property own by the city based on measures such as the amount of impervious surfacing as well as fees from utility companies having access through the park. It is used by many cities to acquire and develop greenways and other open space resources that provide improvements in the park or development of trails. Improvements can include trails, drainage areas, and retention ponds that serve multiple purposes such as recreation, environmental protection, and storm water management. This could be a source for the utilities to make a contribution to support the parks and trails in the future. This has been very successful in Houston along their bayous. Transient Occupancy Tax (Bed Tax): This funding source is used by many cities to fund improvements to parks from hotels that benefit from the parks in the form of sporting events where participants stay in hotels when they use city owned sports complexes or competitive facilities. The Transient Occupancy Taxes are typically set at 3-5% on the value of a hotel room a 1 % sales tax that can be dedicated for park and recreation improvement purposes as well. Because of the value that parks could provide in the way of events, sports, entertainment and cultural events hotels in the area that benefit could be set up with a portion of their occupancy funds going to support park and recreation related improvements. This funding source should be implemented progressively as the City increases the number of events it sponsors or develops. Tracking the economic value back to the hotels is important to build trust with the Hotel business community. Food and Beverage Tax: This 1/8% sales tax is currently used by cities across the United States and usually requires voter approval. These dollars can come from the local community as well as visitors to the city to help pay for a bond to finance future park and recreation related improvements. Food and Beverage Taxes are very well accepted in most communities. Capital Improvement Fee: A capital improvement fee can be added to an admission fee to a recreation facility or park attraction to help pay back the cost of developing :1 • OPERATIONAL AND F1 NA draf the facility or attraction. This fee is usually applied to golf courses, aquatic facilities, recreation centers, stadiums, amphitheaters, and special use facilities such as sports complexes. The funds generated can be used either to pay back the cost of the capital improvement on a revenue bond that was used to develop the facility. Capital improvement fees normally are $5 per person for playing on the improved site or can be collected as a parking fee or admission fee. Lease Back: Lease backs are a source of capital funding in which a private sector entity such as a development company buys the park land site or leases the park land and develops a facility such as a park, recreation attraction, recreation center, pool, or sports complex; and leases the facility back to the municipality to pay off the capital costs over a 20 to 30 year period. This approach takes advantage of the efficiencies of private sector development while relieving the burden on the municipality to raise upfront capital funds. This funding source is typically used for recreation and aquatic type facilities, stadiums, civic buildings, and fire stations. Park Income Tax Issue: This would require local residents to vote on an income tax issue to develop or enhance existing and new parks from income taxes of residents and people who work in the area. FUNDING SOURCES FOR OPERATIONAL DOLLARS Land Leases/Concessions: Land leases and concessions are public/private partnerships in which the municipality provides land or space for private commercial operations that will enhance the park and recreational experience in exchange for payments to help reduce operating costs. They can range from food service restaurant operations, Cell Towers, hotels, to full management of recreation attractions. Leases usually pay back to the city a percentage of the value of the land each year in the 15% category and a percentage of gross from the restaurant or attractions.. They also pay sales tax and employee income tax to the city. Admission to the Park: Many park and recreation systems in the United States have admission fees on a per car, per bike and per person basis to access a park that can be used to help support operational costs. Car costs range from $3 to $5 a car and $2 dollars a bicycle or $2 dollars a person. This would really only apply to regional parks or special use sports complexes in the city if it is considered. This fee may be useful for large events and festivals that have the capability to be set up as a fee based park at least on weekends. Parking Fee: Many parks that do not charge an admission fee will charge a parking fee. Parking rates range from $3 to $4 dollars a day. This funding source could work for helping to support special events, festivals and sports tournaments. User Fees: User fees are fees paid by a user of recreational facilities or programs to offset the costs of services provided by the Department in operating a park, a recreation facility or in delivering programs and services. A perception of "value" has to be instilled in the community by the parks and recreation staff for what benefits the city is providing to the user. As the Department continues to develop new programs, all PARKS RECREATION & TRAILS STRATEGIC MASTER PLAN 1 181 OPERATIONAL AND FINANCIAL ASSESSMENT d raf future fees should be charged based on cost recovery goals developed in a future Pricing Policy. The fees for the parks and/or core recreation services are based on the level of exclusivity the user receives compared to the general taxpayer. It is recommended that user fees for programs be charged at market rate for services to create value and operational revenue for the Parks and Recreation Department. For services where the City feels that they cannot move forward on adequate user fees to obtain the required cost recovery, consideration of contracting with a not-for-profit and/or private company to help offset service costs should be pursued. This would save the City dollars in their operational budgets while still ensuring the community receives the service to keep the quality of life at a high standard. Corporate Naming Rights: In this arrangement, corporations invest in the right to name an event, facility, or product within a park or recreation facility in exchange for an annual fee, typically over a ten-year period. The cost of the naming right is based on the impression points the facility or event will receive from the newspapers, TV, websites, and visitors or users to the park. Naming rights for park and recreation facilities are typically attached to sports complexes, amphitheaters, recreation centers, aquatic facilities, stadiums, and events. Naming rights are a good use of outside revenue for parks, recreation facilities or special attractions in the City. Corporate Sponsorships: Corporations can also underwrite a portion or all of the cost of an event, program, or activity based on their name being associated with the service. Sponsorships typically are title sponsors, presenting sponsors, associate sponsors, product sponsors, or in-kind sponsors. Many agencies seek corporate support for these types of activities. Advertising sales on sports complexes, scoreboards, gym floors, trash cans, playgrounds, in locker rooms, at dog parks, along trails, flower pots, and as part of special events held in the City to help support operational costs have been an acceptable practice in parks and recreation systems for a long time and should be considered by the City to support operational costs. Maintenance Endowment Fund: This is a fund dedicated exclusively for a park's maintenance, funded by a percentage of user fees from programs, events, and rentals and is dedicated to protect the asset where the activity is occurring. Park and Recreation Revenue Revolving Fund: This is a dedicated fund to be used for park purposes only that is replenished on an ongoing basis from various funding sources such as grants, sponsorships, advertising, program user fees and rental fees within the park system. The City could establish a revolving fund supported by all of the funding sources identified in this section and kept separate from the tax general fund. This has worked well in many cities across the United States. Permit Fees: This fee is incorporated for exclusive reservations for picnic shelters, sports fields, special events that are provided by the City, and competition tournaments held in the City by other organizations who make a profit off of City owned facilities. Permit fees include a base fee for all direct and indirect costs for the City to provide the space on an exclusive basis plus a percentage of the gross for major special events 182 1 CITY OF EDINA OPERATIONAL AND FINA rafl, and tournaments held on City owned permitted facilities. Alcohol permits should be explored and if determined worthwhile, added to these permits which would generate more dollars for the City for these special use areas. These dollars could be applied to the Recreation and Park Revolving Fund if developed to help support park improvements and operations. Tipping Fees. In Michigan some landfill tipping fees collected at city and county owned landfills are redirected back to parks to help pay for the cost of litter pick up in city parks. PRIVATE FUNDING SOURCES Business/Citizen Donations: Individual donations from corporations and citizens can be sought to support specific improvements and amenities. Private Foundation Funds: Nonprofit community foundations can be strong sources of support for the Department and should be pursued for specific park and recreation amenities. The Department should consider developing a good parks foundation. Nonprofit Organizations: Nonprofit organizations can provide support for green space and parks in various ways. Examples include: • Conservancy or Friends Organization: This type of nonprofit is devoted to supporting a specific park like Centennial Lakes, Edinborough Park, or the Braemar complex. These Park Conservancy's or Friends Groups are a major funding source for parks in the United States. Greenway Foundations: Greenway foundations focus on developing and maintaining trails and green corridors on a City-wide basis. The City could seek land leases along their trails as a funding source, in addition to selling miles of trails to community corporations and nonprofits in the city. The development rights along the trails can also be sold to local utilities for water, sewer, fiber optic, and cable lines on a per mile basis to support development and management of these corridors. Indianapolis Greenway Foundation has a specific Greenway Trail license plate they have had in place for over 20 years to help support the development and maintenance of trails in the city. VOLUNTEER SOURCES Adopt -a- Area of a Park: In this approach local neighborhood groups or businesses make a volunteer commitment to maintaining a specific area of a park. Adopt -a- area of a Park arrangements are particularly well-suited for the Department. Adopt -a -Trail: This is similar to Adopt -a -Park but involves sponsorship of a segment of a trail (e.g., one mile) for maintenance purposes. Community Service Workers: Community service workers/ sentence to serve are assigned by the court to pay off some of their sentence through maintenance activities in parks, such as picking up litter, removing graffiti, and assisting in painting or fix up activities. Most workers are assigned 30 to 60 hours of work. This would seem to be a good opportunity for the parks to work with the sheriff's or city police department on PARKS RECREATION & TRAILS STRATEGIC MASTER PLAN 1 183 OPERATIONAL AND FINANCIAL ASSESSMENT d raf using community service workers. Greenway Trail Land Leases: Many communities across the United States have allowed land leases for commercial retail operations along trails as a source of funding. The communities that have used land leases look for retail operations that support the needs of recreation users of the trails. This includes coffee shops, grill and food concessions, small restaurants, ice cream shops, bicycle shops, farmers markets and small local business. The land leases provide revenue to maintain the trails and/or to be used for in-kind matching. Tax Increment Financing (TIF Funds): The concept behind the tax increment financing is that taxes in a designated area are frozen and the redevelopment that occurs in the blighted, conservation, or economic development area will increase the assessed valuation of the property and generate new property tax revenues. The increase can be used on an annual basis to retire revenue bonds issued to finance redevelopment costs. A great deal of development is required to generate sufficient revenues to make it work. Greenway Foundations: Greenway Foundations have been developing across the United States over the last 15 years to support greenway matching monies for cities and counties. Greenway Foundations raise money for capital monies and operational money. Greenway Trust Fund: Another strategy used by several communities is the creation of a trust fund for land acquisition and facility development that is administered by a private greenway advocacy group, or by a local greenway commission. A trust fund can aid in the acquisition of large parcels of high-priority properties that may be lost if not acquired by private sector initiative. Money may be contributed to the trust fund from a variety of sources, including the municipal and city general funds, private grants, and gifts. Greenway Fundraising Programs: Agencies across the United States have used greenways for not-for-profit fundraisers in the form of walks, runs, bicycle races, and special events. The local managing agency usually gets $245 per participants in the events to go back to support the operations and maintenance costs. Greenways Conservation Groups: Conservation groups adopt green corridors to support the operations and capital costs for specific greenway corridors. These groups raise needed money for designated greenways for capital and operations costs. Local Private -Sector Funding: Local industries and private businesses may agree to provide support for greenway development through one or more of the following methods: • Donations of cash to a specific greenway segment. • Donations of services by businesses and corporations to reduce the cost of greenway implementation, including equipment and labor to construct and install elements of a specific greenway. • Reductions in the cost of materials purchased from local businesses that support greenway implementation and can supply essential products. 184 1 CITY OF EDINA OPERATIONAL AND FINA FS I rQaf Adopt -A -Foot Program: These are typically small grant programs that fund new construction, repair/renovation, maps, trail brochures, facilities (bike racks, picnic areas, birding equipment) as well as provide maintenance support. The Adopt -A -Foot program is in the form of cash contributions that range from $2,640 to $26,400 over a five-year period. Greenway Sponsors: A sponsorship program for greenway amenities allows for smaller donations to be received both from individuals and businesses. The program must be well planned and organized, with design standards and associated costs established for each amenity. Project elements that may be funded can include mile markers, call boxes, benches, trash receptacles, entry signage and bollards, and picnic areas. Volunteer Work: Community volunteers may help with greenway construction, as well as conduct fundraisers. Organizations that might be mobilized for volunteer work include the Boy Scouts and Girl Scouts. Estate Donations: Wills, estates, and trusts may be also dedicated to the appropriate agency for use in developing and/or operating the greenway system. GRANTS THROUGH PRIVATE FOUNDATIONS AND CORPORATIONS Many communities have solicited greenway funding from a variety of private foundations and other conservation -minded benefactors. Some of these grants include: American Greenways Eastman Kodak Awards: The Conservation Fund's American Greenways Program has teamed with the Eastman Kodak Corporation and the National Geographic Society to award small grants ($250 to $2000) to stimulate the planning, design, and development of greenways. REI Environmental Grants: Recreational Equipment Incorporated awards grants to nonprofit organizations interested in protecting and enhancing natural resources for outdoor recreation. The company calls on its employees to nominate organizations for these grants, ranging from $500 to $8,000, which can be used for the following: • Protect lands and waterways and make these resources accessible to more people. • Better utilize or preserve natural resources for recreation. • Increase access to outdoor activities. • Encourage involvement in muscle -powered recreation. • Promote safe participation in outdoor muscle -powered recreation, and proper care for outdoor resources. Coors Pure Water 2000 Grants: Coors Brewing Company and its affiliated distributors provide funding and in-kind services to grassroots organizations that are working to solve local, regional and national water -related problems. Coors PARKS RECREATION & TRAILS STRATEGIC MASTER PLAN 1 185 OPERATIONAL AND FINANCIAL ASSESSMENT d raf provides grants, ranging from a few hundred dollars to $50,000, for projects such as river cleanups, aquatic habitat improvements, water quality monitoring, wetlands protection, pollution prevention, water education efforts, groundwater protection, water conservation and fisheries. World Wildlife Fund Innovative Grants Program: This organization awards small grants to local, regional and statewide nonprofit organizations to help implement innovative strategies for the conservation of natural resources. Grants are offered to support projects that accomplish one or more of the following: (1) conserve wetlands; (2) protect endangered species; (3) preserve migratory birds; (4) conserve coastal resources; and (5) establish and sustain protected natural areas, such as greenways. Innovative grants can help pay for the administrative costs for projects including planning, technical assistance, legal and other costs to facilitate the acquisition of critical lands; retaining consultants and other experts; and preparing visual presentations and brochures or other conservation activities. The maximum award for a single grant is $10,000. Bikes Belong: Bikes Belong coalition is sponsored by members of the American Bicycle Industry. The grant program is a national discretionary program with a small budget, to help communities build TEA -21 -funded projects. They like to fund high- profile projects and like regional coalitions. An application must be supported by the local bicycle dealers (letters of support should be attached). Bikes Belong also offers advice and information on how to get more people on bikes. Government and nonprofit agencies are eligible and no match is required. The maximum amount for a grant proposal is $10,000. Applications may be submitted at any time and are reviewed as they are received. Steelcase Foundation: Steelcase Foundation grants are restricted to locally sponsored projects in areas where there are Steelcase Inc. manufacturing plants. In general, Steelcase does not wish to be the sole funder supporting a program. Grants are also only made to nonprofit organizations. it does support educational and environmental projects, and is particularly interested in helping the disadvantaged; disabled, young and elderly improve the quality of their lives. Applications may be submitted anytime and are considered by the Trustees four times a year. Wal-Mart Foundation: This foundation supports local community and environmental activities and educational programs for children (among other things). An organization needs to work with the local store manager to discuss application. Wal-Mart Foundation only funds 501(c)3 organizations. Partnership Development Agreement: Each partner would develop their respective facilities based on set design guidelines with the city managing all the site elements. Partners would work collectively to promote the site as a whole versus individual amenities. This process was successful for Papago Park, located in the City of Phoenix, Arizona. The site included a major league spring training facility and minor league baseball complex, zoo, botanical gardens, history museum, and other attractions on site. 186 1 CITY OF EDINA 0 PERATIONALAN FINA= S.-'" �Ur. wNio 101 Community Forest and Open Space Program: Federal Grant with Estimated Total Program Funding of $3,150,000. Individual grant applications may not exceed $400,000. The program pays up to 50% of the project costs and requires a 50% non- federal match. Eligible lands for grants funded under this program are private forests that are at least five acres in size, suitable to sustain natural vegetation, and at least 75% forested. Congestion Mitigation and Air Quality Program -fund: This source is for transportation projects that improve air quality and reduce traffic congestion. Projects can include bicycle and pedestrian projects, trails, links to communities, bike rack facilities. Average grant size $50-$100,000. Community Facilities Grant and Loan Program -Grant Program: This source is established to assist communities with grant and loan funding for the expansion, renovation and or remodeling of former school facilities and or existing surplus government facilities that have an existing or future community use. Facilities may be space for community gatherings and functions, recreational athletic facilities for community members, particularly youth. These include space for non -for-profit offices, childcare, community education, theater, senior centers, youth centers, and after school programs. CFP match requirements for requests up to $250,000 are 10-% eligible project costs. For requests over $250,000 to $1 million, the match is 15%. American Hiking Society: Fund on a national basis for promoting and protecting foot trails and the hiking experience. The Helen R. Buck Foundation: This foundation provides funding for playground equipment and recreational activities. Deupree Family Foundation: The Deupree Family Foundation provides grants for Recreation, parks/playgrounds, and children/youth, on a national basis. This foundation supports building/renovation, equipment, general/operating support, program development, and seed money. The John P. Ellbogen Foundation: Children/youth services grants as well as support for capital campaigns, general/operating support, and program development. Economic Development Grants for Public Works and Development of Facilities: The U. S. Department of Commerce, Economic Development Administration (EDA), provides grants to states, counties, and cities designated as redevelopment areas by EDA for public works projects that can include developing trails and greenway facilities. There is a 30% local match required, except in severely distressed areas where the federal contribution can reach 80%. MINNESOTA STATE FUNDING OPPORTUNITIES State funding and grant opportunities provide significant opportunties to supplement other pools of money to address park goals and objectives. State Aid Funds: State aid funds are available for pedestrian and bicycleimprovments on state aid streets. This funding source is particularly useful at the time of street PARKS RECREATION & TRAILS STRATEGIC MASTER PLAN 1 187 OPERATIONAL AND FINANCIAL ASSESSMENT d raf construction or re -construction. Edina should have a process for evaluating needed trail and sidewalk improvements as part of capital improvement projects. Minnesota DNR Grants: The Minnesota DNR is one of the most comprehensive resources for state funding for park and trail programs, offering a variety of grant programs and technical assistance. Current programs provide assistance for cross country skiing trails, mountain biking trails, hourseback riding trails, and recreational trails. Some programs also offer assistance for the development of parks or for trail amenities like restrooms, lighting, benches, etc.. Each of the MnDNR grant programs is unique. The DNR should be consulted before puruing a grant to align qualifications with goals and funding availability. www. dnr. state. mn. us/grants/index.html Minnesota DOT: Most trail or bikeway improvement projects funded through Minnesota DOT also have a portion which is federal dollars. Three bills since 1998 ahve been enacted to fund transportation improvements (TEA -21, ISTEA & SAFETEA-LU). The latter program ended in 2009 and will likely resurface in some form. Examples of programs typically funded include trail or sidewalk improvements, Transportation Enhancements (TE) or Safe Routes to Schools. While roadway and safety improvements, roadway projects taht have integrated trails have faired better than others during the solicitation process. The City should begin collaborating with other roadway jurisdictions and organizations to prioritize projects for the next round of federal transportation dollars. Building early support across multiple jurisdictions will better position the City in obtaining federal dollars. Minnesota DOT: In 2008 Minnesota voters approved the Clean Water, Land and Legacy Amendment to the Minnesota State Constitution which increased the general sales and use tax rate by three-eighths of one percentage point (0.375%) to 6.875% and dedicated the additional proceeds as follows: 19.75% to a newly created Arts and Cultural Heritage Fund to be spent only for arts, art education, and arts access, and to preserve Minnesota's history and cultural heritage. 33% to a newly created Outdoor Heritage Fund to be spent only to restore, protect, and enhance welands, prairies, forests and habitat for game, fish and wildlife. 33% to a newly -created Clean Water Fund to be spent only to protect, enhance, and restore water quality in lakes, rivers, streams and groundwater, with at least 5% of the fund spent to protect drining water sources. 14.25% to a newly created Parks and Trails Fund to support parks and trails of regional or statewide significance. Funding from the Legacy Amendment is administered by a variety of agencies such as the DNR, MPCA, Department of Health, Historical Society, Minnesota State Arts Board and regional art councils. A number of new grant opportunities can be found on individual state department and organization websites. www dot. state.mn.us/grants/ 188 1 CITY OF EDINA OPERATIONAL AND 40 411 r OPERATIONAL COSTS FUNDING OPPORTUNITIES There are numerous revenue sources to draw from to support operational and management costs that include long term capital replacement costs. The following are funding options to consider in operations of the system. User fees: User fees to access or use elements of parks exist currently but could be expanded to include fees to access recreation and education programs, a dog park, nature center, sport leagues, winter sports area, ice skating. Concessions: Concessions can be leased out to a private operator for a percentage of gross profits. Typically, 15%-18% of gross profits for concessions of a profit operator, or a managing agency over a park site could manage concessions. Field Permits: The city can issue recreational use permits for activities, practice or games. Permits should cover the operational cost of each field and management costs. If a private operator desires to rent the site for a sporting tournament for private gain, the city should provide a permit fee plus a percentage of gross from the event for the exclusive use of the fields. Food and Equipment Sponsors: Official drink and food sponsors can be utilized for the city. Each official drink and food sponsor pays back to the city a set percentage of gross. Typically, this is 15%-20% of costs for being the official product and receiving exclusive pouring and food rights to the complex. Likewise official equipment sponsors work well for trucks, mowers, and tractors. Advertising Revenue: Advertising revenue can come from the sale of ads on banners in the parks. The advertising could include trashcans, trail markers, visitor pull trailers, tee boxes, scorecards, and in restrooms. Wi-Fi Revenue: The city can set up a Wi-Fi area whereby a Wi-Fi vendor is able to sell the advertising on the Wi-Fi access banner to local businesses targeting the users of the site. This revenue has amounted to $20,000450,000 in revenue for similar systems. Cell Tower: Cell tower leases can be used. This revenue source would support $35,000450,000 annually for the site if cell towers in areas needing cell towers. Volunteerism: The revenue source is an indirect revenue source in that persons donate time to the city to assist in providing a product or service on an hourly basis. This reduces the city's cost in providing the service plus it builds advocacy for the city. Special Fundraiser: Many agencies hold special fundraisers on an annual basis to help cover specific programs and capital projects to be dedicated to a facility or the city as a whole. Catering: The city has many sites that set up well to have high, medium and low level caterers on contract that groups can use. Caterers usually provide the parks with a fixed gross rate on food and beverage at 12%-15% of the cost of food and 18% of drink back to the city. Web -page Revenue: The city could advertise on its web page to help support online media. PARKS RECREATION & TRAILS STRATEGIC MASTER PLAN 1 189 d rafI 5.0 VISION, GOALS, AND STRATEGIES INTRODUCTION In developing a master plan it is important to establish a vision and mission for the Department to guide its efforts for the future. Vision is a declaration of what the Department wants to be known for and Mission indicates how we get there. The following vision and mission have been developed for the Strategic Plan: STRATEGIC PLAN VISION To further strengthen our Community byproviding high quality parks, facilities, andprograms that foster the social, environmental, and pksical health of all City residents in afinancially sustainable manner: MISSION STATEMENT We createparks, facilities, andprograms to foster a healthy inclusive community. We accomplish this through creative leadership, collaborations, environmentally sustainable practices, and the responsible use of available resources. —from website PARKS RECREATION & TRAILS STRATEGIC MASTER PLAN 1 191 VISION, GOALS, AND STRATEGIES 192 1 CITY OF EDINA d raf GUIDING PRINCIPLES Along with the Vision and Mission statements, six Guiding Principles will identify how the organization will go about it's work and help frame the vision, goals, and strategies for the Strategic Plan. Promote community health and wellness by engaging all residents in our parks and programming Several health and wellness benefits of parks have been discovered recently including: • Physical activity makes people healthier. Access to parks and trails increases physical activity. • Contact with nature improves physical and psychological health. • Trees and natural areas directly improve air quality, reduce the urban heat island effect, and help improve water quality. EPRD will lead by example in areas of health and wellness, by promoting and providng health opportunities for employees and making health and wellness a priority for all future development. Provide a wide variety of high quality and innovative parks and recreation services to meet the needs of the community. Edina has a strong history of creating innovative parks and facilities, such as Edinborough, Braemar, Centennial Lakes, and numerous other park facilities. The parks department will continue to provide exceptional facilities of the highest quality to support the community's quality of life. We will first seek to strengthen existing facilities by reexaming their role and making improvements that heighten their value. The City's demographics are shifting, park trends and expectations are constantly changing, and recent understanding of the natural world's benefits in a healthy community require us to develop an innovative plan to continue meeting our community's needs. Innovation will be required to improve the environmental and financial sustainability of our parks and recreation facilities; allowing future generations with the same access to a high quality park system. Develop creative funding opportunities and programming partnerships to ensure quality facilities, programs, and financial stewardship for future generartions Creative partnerships with private business and public associates have helped create the high quality park and recreation system of Edina. Strengthening these partnerships is critical to meeting continued expectations for quality. Re-evaluating the needs of the community and the resources of the Department and City will allow us to develop new partnerships to provide exceptional parks services and facilities to all of our community. Advance environmental stewardship and conservation to pre- serve and protect natural resources and build more sustainable parks Edina residents are increasingly aware of the value that natural resources and the natural world provides to their community. Residents are desiring an increae in healthy natural areas to provide passive open space for recreation, interpretation, and overall environmental health. Sustainability is a a key component of protecting the natural environment and we will explore opportunities to integrate environmentally friendly practices into our parks to increase the community's health and wellness. The parks department will provide leadership in natural resource management, connecting people to their natural environment, providing environmental education programs, and fostering a sense of stewardship. Connect residents to park facilities and their programs Edina's park system is open to everyone, but connections can be strengthened to make access easier for all residents. A multi -use trail system, along with a city wide pedestrian network, will create a strong connective fiber that will allow residents the ability to access park facilities and programs without the use of an automobile. EPRD will pursue a connective trail system and partner with organizations and programs advocating for a strong pedestrian and bicycle realm throughout the city. Communication, marketing, and social networking can help EPRD reach out to a wide net of new potential users. Reaching out to underserved populations with new programming will help all residents pursue a healthy lifestyle and add to the financial security of the park system. Promote social equity and engagement within the parks system and its programs. EPRD will strive to make the park system accessible to all, regardless of racial, cultural, earning potential, or mobility differences. As Edina's demographics shift, EPRD will continue to reevaluate their current offerings, fee structures, and location of amenities and programs in order to match evolving needs of the community. Providing equal opportunity to all of Edina's residents will maximize the overall health and wellness of the City. Creating a strong trail network, setting up fair fee structures, and providing programming that is desired and needed by the Community will go a long way toward providing social equity. Focusing facilities and programs on those with lower mobility is another way to meet the changing needs of the City as a larger percentage of residents advance in age. VISION, GOAL Drf a ML PARKS RECREATION & TRAILS STRATEGIC MASTER PLAN 1 193 VISION, GOALS, AND STRATEGIES OFV 194 1 CITY OF EDINA d raf The following section outlines the Goals and specific strategies for five key development areas of the Edina Parks Recreation & Trails Strategic Plan. The strategies listed are broad, specific tactics to achieve the strategies are provided in the AppendixA Implementation Plan. The strategies are meant to serve as a guide and should be flexible to adapt to changing trends and needs over time. This will ensure that the master plan truly serves as a living document, which is dynamic and proactively meeting the Community's needs and vision overtime. Five key areas of development that will provide the necessary guidance to implement the Strategic Plan: • Natural Resources & Sustainable Parks • Parks, Open Spaces, and Trails • Recreation Facilities • Recreation Programs • Finance & Management 5.1 VISION, GOALS, AND STRATEGIES FOR NATURAL RESOURCES & SUSTAINABLE PARKS Protect, enhance, engage and restore our urban forests, natural areas and water resources in order to sustain a healthy, diverse and balanced natural environment for all to enjoy and understand. GOAL 01 - PROTECT, ENHANCE, AND RESTORE THE CITY'S NATURAL RESOURCES AND NATURAL AREAS Strategies: 1. Complete a comprehensive Natural Resources Inventory on all Park properties with an emphasis on invasive species assessment and management. Continue to fund and implement existing successful programs. 2. Create a full-time position for a Natural Resource Manager to lead and manage efforts - as recommended in 2013 Urban Forest Task Force report (UFTF). 3. Provide Parks Department with responsibility for developing natural resource maintenance operations. 4. Create an Environmental Learning Center facility for natural resource based education and interpretation programs. 5. Provide more access to natural areas for passive activity and interpretation. 6. Develop Natural Resource based education and volunteer programs that develop a strong connection with community/ neighborhood centers. GOAL 02 - CREATE MORE RESILIENT AND SUSTAINABLE PARKS, FACILITIES, AND LANDSCAPES Strategies: 1. Provide leadership in finding and coordinating additional partners for environmental and sustainability related efforts. 2. Develop a parks sustainability plan and Green Operations and Maintenance Plan (based on the Sustainable Sites Initiative) to increase the health and wellness of the Community, address climate change threats, and create long term financial sustainability. 3. Conduct a climate change risk assessment study for all Park's and Facilities infrastructure. 4. Maximize efforts to reforest city boulevards and streets to complement the park system . 5. Maintain existing tree inventory and database with an emphasis on invasive and disease susceptible species. 6. Utilize LEED, the Sustainable Sites Initiative (SSI), the Living Building Challenge, and/ or B3 to guide future park and facilities renovations and new construction. GOAL 03 - PROTECT AND RESTORE EDINA'S WATER RESOURCES. Strategies: 1. Maintain the Park System's flood storage abilities and follow floodplain regulations. 1. Reduce impervious surfaces and integrate green infrastructure and stormwater BMPs to treat runoff from all park and facilities impervious surfaces. 2. Partner with Environmental Engineering Department to identify opportunities to increase water quality throughout the City. 3. Continue to improve park maintenance practices to protect and improve downstream water resources. 4. Minimize potable water use for irrigation of parks and properties. 5. Provide water quality education programs and interpretive signage to educate residents about the City's water resources and issues. VISION, GOAD I f r, "for in the end we will conserve only what we love. we will love only what we understand. we will understand only what we are taught." Baba Dioum - 1970 PARKS RECREATION & TRAILS STRATEGIC MASTER PLAN 1 195 VISION, GOALS, AND STRATEGIES 196 1 CITY OF EDINA d raf 6. Provide more active and passive recreation opportunities focused on water resources. 7. Seek partnership opportunities with universities, state and federal agencies, and other recognized experts for research and cooperative information exchange. 8. Protect and reduce degradation of the park system's wetlands, streams, and lakes. 5.2 VISION, GOALS, AND STRATEGIES FOR PARKS, OPEN SPACES & TRAILS Ensure parks area source of communitypride by providing a balance of active and passive spaces that are well connected and reflect high quality design principles and maintenance standards; that allow all residents to engage in healthy activities. GOAL 04 - PROMOTE CONNECTIONS TO THE PARK SYSTEM WITHIN THE CITY, AND TO THE SURROUNDING REGION Strategies: 1. Prioritize the development and implementation of a multi -use trail network connecting parks and facilities together, and to key destinations throughout the City. 2. Create and implement a Branding, Signage, and Wayfinding Plan. 3. Market parks and programs throughout the City to inform residents of offerings. 4. Provide leadership in coordinating various planning and visioning efforts from the past, and currently underway. 5. Give Parks Department the responsibility to communicate current park offerings and opportunities to residents. GOAL 05 - ENSURE EQUITABLE ACCESS TO HIGH QUALITY PARKLANDS FOR ALL RESIDENTS Strategies: 1. Provide Park Board representation in all City development projects. 2. Prioritize the next 5-10 years of park improvements and resource protection efforts to ensure appropriate funding and effort levels. 3. Continue to refine current maintenance levels of service and standards based on industry best practices and facility assessments and update standards accordingly. 4. Improve the comfort and convenience of all parks by consistently providing a level of quality facilitis throughout the park system to support all residents. 5. Match development and redevelopment of park system and maintenance facilities to population growth and demographics changes. 6. Pursue Commission for Accreditation of Park and Recreation Agencies (CAPRA) Accreditation. GOAL 06 - INCREASE THE HEALTH AND SAFETY OF THE PARKS AND TRAIL SYSTEM Strategies: 1. Update all parks and trail facilities to 2010 Americans with Disabilities Act Standards for Accessible Design. 2. Identify recurring safety concerns and devise new prevention plans using available resources. 3. Reduce opportunities for crime and vandalism within park facilities. 4. Ensure safe circulation for all modes of transportation - focusing on automobile vs. bicycles and pedestrians. GOAL 07 - REVITALIZE EXISTING PARKS BY ALIGNING PARK, OPEN SPACE, AND TRAIL INFRASTRUCTURE WITH CURRENT AND ANTICIPATED COMMUNITY NEEDS Strategies: 1. Increase access to flexible outdoor fields that can be utilized for a variety of different activities and athletic needs (e.g. LaCrosse, ultimate Frisbee, etc.) 2. Ensure all new or renovated park infrastructure is designed with flexibility in mind to meet changing needs 3. Accommodate, encourage, and design for winter uses available to all. 4. Provide a variety of infrastructure to support winter sports open to all mobility levels. 5. Ensure the quantity and type of parks, programs, facilities, trails, and open space are adequate for users in the present and future. 6. Provide a variety of park infrastructure taht addresses current specialized needs and emerging trends. R PARKS RECREATION & TRAILS STRATEGIC MASTER PLAN 1 197 VISION, GOALS, AND STRATEGIES 198 1 CITY OF EDINA d rafI 7. Create high quality innovative parks reflective of community interest by prioritizing capital improvements based on community driven park master plans. 5.3 VISION, GOALS, AND STRATEGIES FOR RECREATION FACILITIES Provide safe, clean, and reliable facilities and program spaces that provide users the highest level of value and supports their health and wellness, while supportingfinancial sustainability, for the Department in the Future. GOAL 08 — PROVIDE HIGH FUNCTIONING COMMUNITY PARKS, RECREATION, LEARNING AND GATHERING FACILITIES THAT ARE RESPONSIVE TO CHANGING COMMUNITY NEEDS AND INTERESTS. Strategies: 1. Develop a recreation/ community center for the City that provides opportunities for recreation, education, and gathering for all ages, incomes, and races. 2. Develop an arts and cultural center to support cultural art programming. 3. Continue to implement a policy -supported business management approach to Enterprise Facilities, especially regarding fees, cost recovery, operating hours, staffing, program offerings, and partnerships. 4. Analyze facilities for revenue program support - plan improvements based on revenue potential. 5. Provide flexible indoor spaces that can be utilized by all residents and a number of different programs, including spaces for general community gathering, education, and general gymnasium type activities. 6. Ensure the right level/ type of recreation facilities are provided in light of evolving recreation trends and demographic changes. 7. Provide facilities or opportunities to deliver food to park users to fulfill needs, increase convenience, generate revenue, and cross pollinate with other park activities.. 8. Maximizing the use of the Senior Center space to support community needs or combine space with a new community center facility. 9. Explore the development of an Environmental Learning Center in the park system to support environmental education programming. GOAL 09 — INCREASE FACILITY ACCESSIBILITY AND CONSISTENCY THROUGHOUT THE CITY Strategies: 1. Promote consistency in facility operations, management, and standards. 2. Update all facilities to 2010 Americans with Disabilities Act Standards for Accessible Design to create safe pedestrian access for low mobility park users. 3. Ensure equitable access to park facilities by balancing the distribution of premier facilities across the city. 4. Identify facilities not meeting community needs and '^ _'^^ -1— F r replacement or renovation. 5.4 VISION, GOALS, AND STRATE RECREATION PROGRAMS Develop, provide, and manage recreation programs to sul community's needs for health and wellness, individual skil and community connectivity in a safe and enjoyable environment. VISION, GOAD I GOAL 10 - PROVIDE A VARIETY OF HIGH QUALITY PROGRAMS THAT MEET COMMUNITY NEEDS AND INTERESTS Strategies: 1. Attract 30-35% of all Edina residents to experience an organized recreation program through EPRD. 2. Expand community health, wellness, and fitness programming and develop healthy living initiatives. 3. Provide more nature -based/ environmental programming. 4. Promote initiatives and programs that provide social equity and build community through socialization. 5. Keep up with evolving needs and trends by re-evaluating offered programs and interest levels. 6. Develop programs that engage all ages and ethnicities within the community PARKS RECREATION & TRAILS STRATEGIC MASTER PLAN 1 199 VISION, GOALS, AND STRATEGIES 200 1 CITY OF EDINA d raf GOAL 11 - DELIVER PARK AND RECREATION PROGRAMMING MORE EFFICIENTLY AND EFFECTIVELY Strategies: 1. Establish an identity that defines the level and scope of services offered, identifies core services, and determines its role in the community as a recreation provider. 2. Continue to provide high quality youth sports programming and facilitate a process to streamline administration of multiple organizations. Promote public involvement and actively seek input in the planning, operation, and participation of the programs provided. 3. Understand potential competition and update partnership policies for program services as it applies to operational partners, vendors, services, and internal City partners. 4. Incorporate programming standards for all services provided across the system. GOAL 12 - PROMOTE AWARENESS, APPRECIATION, AND UNDERSTANDING OF EDINA'S PARK PROGRAMS - EMPHASIZING NATURAL AND CULTURAL RESOURCES Strategies: 1. Engage and involve residents in identifying the program, service, and facility needs of their respective communities. 2. Develop and implement a system wide natural resources interpretive plan to guide educational and interpretation programs. 3. Develop an Arts in the Park and other cutural programs with a focus on multi -generational literacy. 5.5 VISION, GOALS, AND STRATEGIES FOR FINANCE AND MANAGEMENT Provide and encourage use of quality parks, trails, facilities, and programs that deliver on the community's expectations for a safe and enjoyable experience while keeping the infrastructure of the system in a quality state. GOAL 13 - INCREASE FINANCIAL SUSTAINABILITY, EFFICIENCY, AND STRONG PARTNERSHIPS Strategies: 1. Provide the Parks Department with responsibility for planning and maintenance of all park lands, facilities, and trails. 2. Strengthen departmental partnerships with similar providers. 3. Establish more formal partnershp policies. 4. Understand and manage costs throughout all department functions that focus on sustainability TACTIC(considering the short and long term costs). 5. Create opportunitis for entrepreneurs, both non-profit and for-profit, to enrich the park experience and implement innovative approaches to revenue generation. 6. Pursue grant opportunities that further the work of Edina Parks Department. 7. Develop and maintain a five-year financial plan that includes disaster recovery provisions. 8. Foster a strong volunteer program targeting 15% of the total work force hours being provided by volunteers GOAL 14 - STRENGTHEN BUSINESS AND MARKETING DEVELOPMENT Strategies: 1. Create a dedicated and self-supporting business development, sponsorship, and marketing position. 2. Develop a Department -wide strategic marketing plan. • •� � ouli ", #�1�. _ rr PARKS RECREATION & TRAILS STRATEGIC MASTER PLAN 1 201 Fk' H P �, 1-, �� d rafI i1 CONCLUSION CONCLUSION The Parks and Recreation Department has provided city residents with excellent parks and recreation facilities that are currently well used and appreciated by the community. Moving forward, additional actions are required to retain a quality system and stay ahead of the park infrastructure and asset needs that the Department manages and owns. Improving the existing park system to address underserved populations and changing needs will ensure the system continues to support the high quality expectations of Edina's residents. The Strategic Plan outlines many recommendations for each element of key development areas, which will require support throughout various levels of City government. These recommendations address unmet community needs and expectations and have been cross referenced with other existing City programs. The Strategic Plan is intended to support and provide synergies with efforts such as do.town, Bike Edina, Living Streets, Active Routes to School, Neighborhood Small Area Plans, and several other programs currently underway in the City. PARKS & RECREATION STRATEGIC MASTER PLAN 1 203 CONCLUSION 204 1 CITY OF EDINA d rafI The Strategic Plan highlights the importance of creating master plans for several existing parks, and how these efforts will contribute to the overall success and sustainability of the system. The Strategic Plan will inform, and be informed by, these master plans and other planning projects throughout the city. This strategic plan is intended to be a "living document" that creates a strong framework but is responsive to changing needs and values. EPRD will continue it's commitment to innovation, developing partnerships, and looking for better and more efficient means to deliver Parks and Recreation services that are the best in the State. The top priorities for EPRD heading into the next generation of Parks, based on public surveys, staff feedback, and consultant recommendations includes: 1. Create a multi -use trail system to connect the parks. 2. Develop more spaces and programs to build Community - prioritize flexible indoor community space development. 3. Protect and expand the City's natural resources. 4. Diversify facilities and programs offered to meet changing needs. 5. ? The following appendices include a detailed implementation plan with strategies and tactics necessary to achieve the important goals that support the City's vision in five key development areas. Additionally, a comprehensive inventory of each park, according to park classifications, catalogues amenities, facilities and condition of infrastructure in each park. A thorough assessment of important Enterprise Facilities is included, as well as buildings and facilities throughout all of the City's parks, with a quality ranking and recommendations for future use. This will allow EPRD to inventory, evaluate system wide issues and needs, and strategically plan for future needs and replacement/ repair items. This planning tool allows the department to manage proactively. EPRD has become a major service provider to the community and has helped develop one of the key quality of life components that make the City of Edina such a great place to live, work, and play. Community support follows great vision and this Strategic Plan is a critical step in outlining EPRD's vision for the City. d rafI • • • , 101104, IMPLEMENTATION PLAN ponsul tros�,ing:� c conFLl1EnCE PARKS RECREATION & TRAILS IMPLEMENTATION PLAN 1 205 APPENDIX A d raf NATURAL RESOURCES AND SUSTAINABLE PARKS Our vision/ mission for Natural Resources and sustainable parks is to protect and restore our natural resources and maximize the ecosystem services that parks provide to the community. STRATEGY 1.1 Complete a comprehensive Natural Resources Inventory on all Park properties with an emphasis on invasive species assessment and management. Tactic Leadership Start Date Performance Measure 1.1.1 Collect all existing data and studies City Forester June 2015 completed report conducted into one document. 1.2.2 Prioritize work tasks such as working Parks Director, 1.1.2 Hire a qualified consultant to com- to complete NRI and management plan, September Completed NRI & Manage- plete NRI and management plan. Parks Director 2015 ment Plan 1.1.3 Maintain existing tree inventory and Forester, Maintenance Completed NRI & database with an emphasis on invasive and Director, Natural Sept. 2015 Management Plan disease susceptible species Resource Manager 1.1.4 Evaluate existing programs and Parks Director, Completed NRI & continue to fund and implement successful Natural Resource Sept. 2015 Management Plan programs. Manager 1.1.5 Apply for grants to assist in Parks Director, control invasive species - http:// Natural Resource per grant Submit application and www.invasivespeciesinfo.gov/toolkit/ Manager schedule receive a grant. grantsrequests.shtml WRATEGY 1.2 Create a full-time position for a Natural Resource Manager to lead and manage efforts - as recommended in 2013 Urban Forest Task Force report (UFTF). Tactic Leadership Start Date Performance Measure 1.2.1 Hire a qualified NR manager Parks Director Sept. 2015 Full-time position created 1.2.2 Prioritize work tasks such as working Parks Director, Completion of NRI and to complete NRI and management plan, Natural Resource Sept. 2015 management plan, successful applying for grants, developing connections Manager grant applications with other departments. 206 1 CITY OF EDINA rm-4 ,. , 4 STRATEGY Provide Parks Department with the responsibility for developing natural resource main tenanc io . Tactic Leadership Start Date Performance Measure 1.3.1 Prioritize the next 5 years of Parks Director, Natu- Completed NRI & restoration goals and maintenance ral Resources Man- Sept. 2015 Management Plan and budget operations ager Learning Center 1.3.2 Consider hiring a consultant to Parks Director, Identify maintenance and provide natural resources maintenance Natural Resource Sept. 2015 operations responsibilities. activities Manager by 2020 Report of program needs 1.3.2 Identify funding sources for Parks Director, Maintenance and operations operations and maintenance Natural Resource Sept. 2015 budget. of the center and operations - donors, Manager Spring 2016 demonstration garden STRATEGY Create an Environmental Learning Center facility for natural resource based education and interpretation programs Tactic Leadership Start Date Performance Measure 1.4.1 Evaluate potential sites and case Parks Director, Completed NRI & Manage - Manage - studies. Consider Bredesen and areas Natural Resource Sept. 2015 Construct an Environmental on north side of 62 that are currently Manager Learning Center underserved with facilities. Concept plans outlining 1.4.2 Engage Architect in Pre -Design and Parks Director, June 2015 areas for conversion of turf. programming study to determine needs Natural Resource by 2020 Report of program needs provide greater habitat. Manager 1.4.3 Identify partnerships in development Parks Director, Create one native plant of the center and operations - donors, Maintenance Staff Spring 2016 demonstration garden private entrepenuers (restaurant), potential Parks Director 2016 wedding venue, Community Center multi- functional spaces, partnerships with Three Rivers or County. STRATEGY 1.5 Provide more access to natural areas for passive activity and interpretation. Tactic Leadership Start Date Performance Measure 1.5.1 Coordinate with system wide trails Parks Director, Completed NRI & Manage - Manage - plan. Natural Resource Sept. 2015 ment Pian Manager 1.5.2 Identify low -use park land areas that Concept plans outlining could be converted to native or low input Parks Director, Main- June 2015 areas for conversion of turf. ground covers to lessen maintenance and tenance Staff Individual park master plans provide greater habitat. 1.5.3 Incorporate more native landscaping Parks Director, Create one native plant and native gardens into parks. Work with Maintenance Staff Spring 2016 demonstration garden existing volunteer base - Garden Club. PARKS RECREATION & TRAILS IMPLEMENTATION PLAN 1 207 APPENDIX A r� raf� STRATEGY . Develop natural resource based education and volunteer programs that develop a strong connection with community/ neighborhood centers. Tactic Leadership Start Date Performance Measure 1.6.1 Continue with and build upon existing Natural Resource successful programs such as the buckthorn Manager Ongoing Visible buckthorn reduction removal program. Manager 1.6.2 Develop partnerships with non- Parks Director, profits, education agencies, and other Natural Resource Ongoing environmental education associates Manager implementation of UFTF report. GOAL CREATE MORE ANDSUSTAINABLE - 1 - ANDLANDSCAPES. STRATEGY Provide leadership in finding and coordinating additional partners for natural resource related efforts. Tactic Leadership Start Date Performance Measure 2.1.1 Develop relationships with Watershed Parks Director, Districts, State funding, non-profit organiza- Natural Resource tions, volunteer efforts, etc. Manager 2.1.2 Coordinate various planning initiatives Parks Director, at the City level to synch goals and objectives Natural Resource - Living Streets Initiative, Green Step Cities, Manager implementation of UFTF report. 2.1.3 208 1 CITY OF EDINA STRATEGY 2.2 Develop a parks sustainability plan and Green Operations Plan to increase the health and wellness of the Community, address climate change threats, and create long term financial sustainability. Tactic Leadership Start Date Performance Measure 2.2.1 Use the Sustainable Sites Initiate (SSI) Parks Director as a guide to create the green operations plan. 2.2.2 Evaluate existing initiatives for success and integrate into new plan. 2.2.3 Provide education initiatives to the public on current initiatives (e.g. turf grass maintenance) 2.2.4 Develop an Integrated Pest Manage- ment System (IPM) for the park system based on EPA guidelines. 208 1 CITY OF EDINA STRATEGY Maximize efforts to reforest city boulevards and streets to complement the park system. STRATEGY 2.3 Conduct a climate change risk assessment study for all Parks and facilities infrastructure. Tactic Leadership Start Date Performance Measure 2.3.1 Coordinate with Public Works tary city programs Department. 2.4.2 Identify key species or planting 2.3.2 Identify substandard facilities, strategies to be used throughout the City vegetation, and areas susceptible to extensive that maximize benefits and minimize future storm damage. maintenance. 2.3.3 Create a strategy to mitigate expected 2.4.3 Follow recommendations of the 2013 impacts of climate change on the park sys- UFTF report tem.. 2.4.4 Create a vegetation plan that is inte- STRATEGY Maximize efforts to reforest city boulevards and streets to complement the park system. Tactic Leadership Start Date Performance Measure 2.4.1 Coordinate and support complemen- tary city programs 2.4.2 Identify key species or planting strategies to be used throughout the City that maximize benefits and minimize future maintenance. 2.4.3 Follow recommendations of the 2013 UFTF report 2.4.4 Create a vegetation plan that is inte- gral to the trail network plan throughout the city. 2.4.5 Maintain existing tree inventory and Forester, Maintenance Identify maintenance and database with an emphasis on invasive and Director, Natural Sept. 2015 operations responsibilities. disease susceptible species. Resource Manager 2.4.6 Utilize LEED, SSI, B3, and/or the Parks Director, Integrate into all master plans Living Building Challenge to guide future Natural Resource Sept. 2015 and redevelopment guides. Hire only LEED certified parks and facilities renovations and new Manager, Public consultants. Require LEED construction projects Works Director certification for new buildings PARKS RECREATION & TRAILS IMPLEMENTATION PLAN 1 209 kPPENDIX A NO —11 GOAL 3 - PROTECT AND RESTORE EDINA'S WATER RESOURCES. STRATEGY Reduce impervious surfaces and integrate green infrastructure and stormwater BMPs to treat runoff from all park impervious surfaces. Tactic Leadership Start Date Performance Measure 3.1.1 Integrate water quality goals into RFPs Apply for planning grant stormwater on Park's properties to benefit Evaluate whether water for existing or new facilities and future master to study opportunities both - Create a master plan with grant funding quality goals are being plans. for integrating green from Watershed District to analyze achieved by designs. 3.1.2 Reduce parking lot sizes where infrastructure. 3.2.2 controllers and infrastructure that meets possible and create pervious overflow parking criteria of the EPA Water Sense program. areas. 3.3.3 Consider water harvesting and reuse 3.1.3 Install, raingardens, swales, porous for large areas of turf requiring irrigation - joint paving, and other BMPs in highly visible areas project with Public Works to provide education. 3.1.4 Plant buffers on all ponds, lakes, and streams within park property to prevent against erosion and provide habitat. STRATEGY Work with Environmental Engineering to identify opportunities to increase water quality throughout the City. Tactic Leadership Start Date Performance Measure 3.2.1 Identify opportunities to treat City Parks Director, Public Parks Director, Public Apply for planning grant stormwater on Park's properties to benefit Works Director Works Director to study opportunities both - Create a master plan with grant funding 3.3.2 Install a "smart" irrigation control for integrating green from Watershed District to analyze system for all irrigated areas and use Parks Maintenance infrastructure. 3.2.2 controllers and infrastructure that meets STRATEGY Minimize potable water use for irrigation of parks and properties. Tactic Leadership Start Date Performance Measure 3.3.1 Convert areas of turf grass to natural Parks Director, Public Evaluate current water areas to minimize irrigation needs. Works Director usage annually 3.3.2 Install a "smart" irrigation control system for all irrigated areas and use Parks Maintenance controllers and infrastructure that meets criteria of the EPA Water Sense program. 3.3.3 Consider water harvesting and reuse Park Director, Public for large areas of turf requiring irrigation - joint Works Director, project with Public Works Parks Maintenance 210 1 CITY OF EDINA STRATEGY Provide more active and passive recreation opportunities focused on water resources. Provide water quality education programs educate residents about the City's water resources an issues. Tactic Leadership Start Date Performance Measure 3.4.1 Develop signage for passive all applicable water bodies in the City. interpretation of water resources. Focus on x Install signs at key water popular and/ or quality resources such as access areas Minnehaha Creek, Nine Mile Creek & Trail, etc. 2016 Season water bodies other than Centennial. 3.4.2 Consider joining Hennepin County's 3.5.3 Develop a canoe and/ or kayak Wetland Health Evaluation Program (WHEP) program for Minnehaha Creek Canoe Trail to that engages community members in ? 2016 Season Program membership. monitoring wetland and water quality. ) 3.5.4 Provide canoe and kayak rental http://www.mnwhep.org/ Provide rental opportunities opportunities at facilities throughout the City. 3.4.3 Partner with Nine Mile Creek and Sept. 2015 at 4 facilities in each Participate in a minimum of Minnehaha Creek Watershed Districts to take Sept. 2015 1 program and provide links advantage of their excellent water quality to programs through Parks education programs. website and STRATEGY Provide more active and passive recreation opportunities focused on water resources. Tactic Leadership Start Date Performance Measure 3.5.1 Expand fishing access opportunities on all applicable water bodies in the City. x 3.5.2 Improve existing facilities, and integrate more canoe and kayak landings on popular ? 2016 Season water bodies other than Centennial. 3.5.3 Develop a canoe and/ or kayak program for Minnehaha Creek Canoe Trail to Sept. 2015 "float" through the City of Edina. 3.5.4 Provide canoe and kayak rental Provide rental opportunities opportunities at facilities throughout the City. Sept. 2015 at 4 facilities in each quadrant of the City. 3.5.5 Continue support of popular fishing programs such as MnDNR's learn to fish, and explore other similar opportunities to engage Sept. 2015 youth in natural resource based outdoor activities. PARKS RECREATION & TRAILS IMPLEMENTATION PLAN 1 211 APPENDIX A d raf I PARKS, OPEN SPACE &TRAILS Our vision for parks, open spaces, and trails is to ensure parks are a source of commmunity pride by providing a balance of active and passive spaces that are well connected and reflect high quality design principles and maintenance standards; that allow all residents to engage in healthy activities. STRATEGY Prioritize the development and implementation of a multi -use trail network connecting parks and facilities together, and to key destinations throughout the city Tactic Leadership Start Date Performance Measure 4.1.1 Prioritize the development and Park Director, City June 2015 Identify shovel ready projects implementation of a multi -use trail network Planning Staff, and committ dollars in the connecting parks and facilities together, Engineering Staff 2016 budget and to key destinations throughout the city 4.1.2 Achieve a.75 miles per 1,000 people Park Director, City January 2016 An additional 9 miles of trail goal for hard surface trails and connect Planning Staff, (75 miles per 1,000 people) is neighborhoods, major attractions (histori- Engineering Staff needed to meet 2019 popula- cal and cultural), and community parks via tion projections. To be com- trails. pleted by 2018. 4.1.3 Encourage the city to find funds to City Manager and January 2016 Dollars committed in the 2016 support on street trails, and off-street hard Park Director budget surface trails. 4.1.4 Coordinate and collaborate with Park Director, City June 2015 Identify shovel ready projects other Community programs including Edina Planning Staff, and committ dollars in the Bicycle Plan, Edina Living Streets program, Engineering Staff 2016 budget Active Routes to Schools, Sidewalk Priority Plan, and Capital Improvement Plan Committed dollars in 2016 4.1.5 Implement the Branding, Signage, Park Director, City budget and incorporation of and Wayfinding Plan included in this Planning Staff June 2016 standards in future master Strategic Plan plan RFPs 212 1 CITY OF EDINA L/ • ' , • ` STRATEGY0_4 I , Refine and implement the Branding, Signage, and Wayfinding Plan included in this Strategic Plan. Tactic Leadership Start Date Performance Measure 4.2.1 xxxxxx prioritize projects Park Director, City August 2016 Follow recommendations on that provide greatest cost benefit Planning Staff, next steps. and/ or are shovel ready Engineering Staff January 2016 package for City Council 4.2.2 Coordinate with other departments Park Director, review. and incorporate branding throughout City Communications August 2016 Update websites, implement materials Dept., and new Parks first installation project(s) departments and groups that may be Marketing Director July 2015 budget and incorporation of STRATEGY Provide leadership in coordinating various planning and visioning efforts from the past, and currently underway. Tactic Leadership Start Date Performance Measure 4.3.1 Coordinate and collaborate with Park Director, City July 2015 Organize various goals and other Community programs including Edina Planning Staff, initiatives into consolidated Bicycle Plan, Edina Living Streets program, Engineering Staff, January 2016 package for City Council Active Routes to Schools, Sidewalk Priority Citizen volunteers review. Plan, and Capital Improvement Plan 4.3.2 Present this Strategic Plan to various Committed dollars in 2016 departments and groups that may be Park Director, Parks July 2015 budget and incorporation of unfamiliar with it. Staff standards in future master awareness and use of programs and Communications January 2016 plan RFPs. STRATEGY Give Parks Department responsibility to communicate current park offerings and opportunties to residents. Tactic Leadership Start Date Performance Measure 4.4.1 Create a marketing development position specifically for the Parks Park Director, Department - combine with business Communications January 2016 Create and fill position, development position rrecommended in Department identify funding for. in Management and Administration.and develop a marketing plan. 4.4.2 Develop a city-wide strategic marketing and outreach plan to expand Park Director, Increase website prescence, awareness and use of programs and Communications January 2016 increase # of site visits. services offered by the Department and to Department reach underserved populations. PARKS RECREATION & TRAILS IMPLEMENTATION PLAN 1 213 0 STRATEGY Prioritize the next 5-10 years of park improvements and resource protection efforts to ensure appropriate funding and effort levels. Tactic Leadership Start Date Performance Measure 5.1.1 Use this Strategic Plan to create a Park Director, Park January 2016 Create a 5-10 year priority priortiy/ implementation plan. Incorporate Board, and Park plan. recommendatoins from Priorities Chapter. Managers maintenance staff STRATEGY Continue to refine current maintenance levels of service and standards based on industry best practices and facility assessments, and update standards accordingly. Tactic Leadership Start Date Performance Measure 5.2.1 Stay current on maintenance health Park Director, January 2016 Require and fund continuing and safety standards for staff and park Mainenance Staff, education for Parks users. Update practices as needed. and Park Managers maintenance staff 5.2.2 Update skill set to match current and Park Director, January 2016 Require training, hire new proposed Park land use and activities (e.g. Mainenance Staff, knowledgeable staff, and/ natural resource maintenance). and Park Managers January 2016 or consider hiring outide infrastructure that is deficient and/or does and Park Managers consultants and non -profits 5.2.3 Standardize maintenance and Mainenance Staff, January 2016 Reduced turf maintenance management of athletic fields and create and Park Managers January 2016 inputs, experiment with ice innovative strategies to address turf issues and Park Managers rink turf strategies (e.g. utilize in ice rink areas. warm season grasses) STRATEGY 5.3 Improve the comfort and convenience of parks by consistently providing a level of quality facilities throughout the park system to support all residents. Tactic Leadership Start Date Performance Measure 5.3.1 Refer to included Facility Maintenance Staff January 2016 Identify issues and create assessments and GRG study to identify and Park Managers implementation/ replacement key facilities such as restrooms, drinking plan. fountains, signage, parking, and other comfort and convenience features. 5.3.2 Develop a plan to identify and replace Maintenance Staff January 2016 Develop a Planned Lifecycle infrastructure that is deficient and/or does and Park Managers Asset Replacement Program. not meet Park System standards. 5.3.3 Estabilsh and utilize a Furniture, Maintenance Staff, January 2016 Established FFE standards Fixture, and Equipment (FFE) standards for and Park Managers plan park and recreation amenities (e.g. bas- ketball hoops, outdoor lighting, outdoor benches, etc.) for parts inventories and enhanced maintenance efficiency. 214 1 CITY OF EDINA 5.3.4 Collaborate with volunteer groups to Maintenance Staff, June 2015 Provi vol to opp provide greater quality and beauty through- and Park Managers Performance Measure ties i ve i Co un' , out the park system (e.g. garden club, January 2016 Require a 5 year maintenance and N h d P buckthorn removal, etc).. standard. Integrate into RFP and operations plan for all projects and acquisitions and allocate STRATEGY Match development and redevelopment of park system and maintenance facilities to population growth and demographics changes. Tactic Leadership Start Date Performance Measure 5.4.1 Identify operating budget impacts Park Director and January 2016 Require a 5 year maintenance needed for new capital improvement Maintenance Staff, standard. Integrate into RFP and operations plan for all projects and acquisitions and allocate and Senior Park 5 - year plan to prioritize and park master plans, implemen- adequate resources. Managers implement updates. tation projects greater than consultant address safety issues. $50,000. 5.4.2 Transition underutilized amenities and Park Director and January 2016 Updated Park Master Plans replace with more productive amenities that Senior Park Manager remove outdated amenities as are tied to neighborhood needs (Reference part of lifecycle management Edina Level of Service Standards file). plan every year for the next five years. STRATEGY Update all parks and trails to 2010 Americans with Disabilities Act Standards for Accessible Design .. Tactic Leadership Start Date Performance Measure 6.1.1 Require all new infrastructure to meet Park Director May 2015 New facilities meet or exceed 2010 ADA standards Maintenance Staff May 2015 standard. Integrate into RFP 6.1.2 Upgrade existing facilities not Park Director, May 2015 5 - year plan to prioritize and meeting the standard consider hiring May 2015 implement updates. capital improvements list consultant address safety issues. 6.1.3 F - STRATEGY Identify recurring safety concerns and devise new prevention plans using available resources. Tactic Leadership Start Date Performance Measure 6.2.1 Compile safety data for each park Park Managers, Create a priority plan to and facility and evaluate for trends. Maintenance Staff May 2015 address issues based on data and general feedback. 6.2.2 Prioritize safety issues at the top of Park Director, Park May 2015 Allocate 2016 budget to capital improvements list Board address safety issues. PARKS RECREATION & TRAILS IMPLEMENTATION PLAN 1 215 APPENDIX A MAO '� STRATEGY .4 Ensure safe circulation for all modes of transportation - focusing on automobile vs. bicycles and pedestrians. Reduce opportunities for crime and vandalism within park facilities. Tactic Leadership Start Date Performance Measure Park Managers, Create a plan to address Integrate requirement into 6.3.1 Incorporate Crime Prevention through May 2015 parking shortages RFPs for new facilities and Environmental Design principles and Park Director May 2015 renovations. Consider guidelines into parks and recreation site May 2015 Create an overflow parking hiring consultant to evaluate design and ongoing maintenance practices. plan for identified facilities. existing facilities and make recommendations 6.3.2 Provide appropriate lighting levels Park Director, June 2015 5 - year plan to prioritize and based on activity levels. consider hiring implement updates. consultant scale events. 6.3.3 Use high quality, durable Park Director, Mainte- June 2015 Integrate into FFE plan. infrastructure that is resistant to damage nance Staff by providing adequate infrastructure to and vandalism support biking and walking with facilities 6.3.4 Create facilities that are readily Park Director, Main- June 2015 Solicit emergency services accessible to emergency vehicles. tenance Staff, Police parking shortages feedback in any new mas- and Fire Staff ter planning or substantial renovtation work. STRATEGY .4 Ensure safe circulation for all modes of transportation - focusing on automobile vs. bicycles and pedestrians. Tactic Leadership Start Date Performance Measure 6.4.1 Address parking shortages Park Managers, Create a plan to address throughout the system. Identify potential Maintenance Staff May 2015 parking shortages partners for shared parking. 6.4.2 Address overflow parking issues Park Director, Park May 2015 Create an overflow parking for large events spilling into surrounding Managers plan for identified facilities. neighborhoods. Explore options for non- traditional overflow parking (structural turf), utilize no parking signage, explore shuttle use from other parking lots for certain large scale events. 6.4.3 Encourage alternative transportation by providing adequate infrastructure to support biking and walking with facilities Park Managers, May 2015 Create a plan to address like bike racks, drinking fountains, and Maintenance Staff parking shortages a comprehensive trail network with well marked routes. 6.4.4 Eliminate multi -modal circulation Park Managers, conflicts in future master plans and site Maintenance Create a plan to address design work. Review circulation design Staff, Engineering January 2016 parking shortages prior to parking lot and/ or trail resurfacing Department projects. p 216 1 CITY OF EDINA STRATEGY 7.1 Increase access to flexible outdoor athletic fields that can be utilized for a variety of different activities and athletic needs. Tactic Leadership Start Date Performance Measure 7.1.1 Consult Level of Service study to Park Director, January 2016 3 Multi -use fields identified as identify sizing recommendations. and/ or requirements into a need by 2019. 7.1.2 Consider alternative surfaces for Maintenance Staff January 2016 Long term cost benefit high use areas (e.g. artificial turf, high plans analysis of capital and performance turf, etc.) January 2016 Integrate winter uses into maintenance costs. 7.1.3 Ensure adequate lighting to extend Park Staff, Park January 2016 Utilize facility analysis to playability times throughout the year and in Managers identify lightinig issues. morning/ early evening times. STRATEGY 7.2 Ensure all new or renovated park infrastructure is designed with flexibility in mind to meet changing needs. Tactic Leadership Start bate Performance Measure 7.2.1 Prioritize flexibility in future master plans and renovation projects. Parks Director January 2016 Integrate goals and/ or requirements into RFPs for future park master plans STRATEGY Accommodate, encourage, and design for winter uses available to all. Tactic Leadership Start Date Performance Measure 7.3.1 Provide infrastructure for winter use. Parks Director January 2016 Integrate winter use goals and/ or requirements into RFPs for future park master plans 7.3.2 Introduce new winter uses and trails Parks Director January 2016 Integrate winter uses into into existing parks for a variety of skills and trails plan. mobility uses (e.g. snowshoeing, xc skiing, sledding, etc.) PARKS RECREATION & TRAILS IMPLEMENTATION PLAN 1 217 APPENDIX A dwok] MAM 'gdommalikk -. Ensure the quantity and type of parks, programs, facilities, trails, and open space are adequa r r th re t and future. Tactic Leadership Start Date Performance Measure 7.4.1 Prioritize projects to increase the Meet LOS Standards that address current specialized needs and Seek funding for new or Level of Service in areas where data shows projected for 2019. Establish emerging trends renovated park and recreation the highest need. a process to track current and facilities and lands based pn developing trends. 7.5.2 Evaluate needs and location for lowest LOS 7.4.2 Add neighborhood parks in under- Evaluate community garden January 2016 An additional 9 acres of served areas of the city and achieve a goal use and community desire. meeting needs). Consider sites near Neighborhood Park (1.75 of 1.75 acres of neighborhood parks per apartments, etc. where needs is greater acres per 1,000 people) is 1,000 people. 7.5.3 Define the role of arts and culture needed to meet 2019 popula- January 2016 Create an arts/ culture plan infrastructure in the park system. tion projections. To be com- for the parks to identify pleted by 7.4.3 Add community parks in underserved opportunities. January 2016 An additional 27 acres of areas of the city and achieve a goal of 7.00 Posted dog policy and self policy for all parks - focusing on on vs. off Community Park (7.00 acres acres of community parks per 1,000 people. supporting dog/ pet facilities leash areas, waste management support per 1,000 people) is needed in place. facilities, and identifying areas for formal to meet 2019 population dog parks. projections. To be completed by 7.4.4 Add special facilities in underserved January 2016 An additional 12 acres of areas of the city and achieve a goal of 11.00 Community Park (11.00 acres acres of community parks per 1,000 people. per 1,000 people) is needed to meet 2019 population projections. To be completed by 7.4.5 Add greenways in underserved areas January 2016 An additional 21 acres of of the city and achieve a goal of 4.50 acres Community Park (4.50 acres of community parks per 1,000 people. per 1,000 people) is needed to meet 2019 population projections. To be completed by --- STRATEGY 7.5 Provide a variety of park instructure that address current specialized needs and emerging trends Tactic Leadership Start Date Performance Measure 7.5.1 Provide a variety of park instructure Parks Director 2019 Meet LOS Standards that address current specialized needs and projected for 2019. Establish emerging trends a process to track current and developing trends. 7.5.2 Evaluate needs and location for Parks Director May 2015 Evaluate community garden Community Gardens (LOS shows City use and community desire. meeting needs). Consider sites near apartments, etc. where needs is greater 7.5.3 Define the role of arts and culture Parks Director January 2016 Create an arts/ culture plan infrastructure in the park system. for the parks to identify opportunities. 7.5.4 Define and communicate a dog/ pet Parks Director, Park June 2015 Posted dog policy and self policy for all parks - focusing on on vs. off Managers supporting dog/ pet facilities leash areas, waste management support in place. facilities, and identifying areas for formal dog parks. 218 1 CITY OF EDINA Pq IF; - ►q Create high quality innovative parks reflective of community interest by prioritizing capital r m is sed Comm driven park master plans. Tactic Leadership Start Date Performance Measure 7.6.1 Require community driven master Parks Director, Park June 2015 Complete a community driven plans and/ or public input process for Board master plan for Fred Richards. all projects with greater than $50,000 improvements . PARKS RECREATION & TRAILS IMPLEMENTATION PLAN 1 219 I_\N»011•D:I_1 d raf RECREATION FACILITIES Provide safe, clean, and reliable facilties and program spaces that provide users the highest level of value and supports their health and wellness, while supporting financial sustainability for the Department in the Future. 8 - PROVIDE HIGH FUNCTIONING PARKS FACILITIES THAT ARE RESPONSIVE TO CHANGING COMMUNITYGOAL - Leadership STRATEGY Performance Measure Continue to implement a policy -supported business managment approach to Enterprise Facilities. Tactic Leadership Start Date Performance Measure 8.1.1 Focus on management issues May 2015 the year 2016 as a result from lowering maintenance inputs, and general such as fees, cost recovery, operating Park Director, May 2015 Are facilties financially hours, staffing, program offerings and Facilities Managers sustainable? partnerships. Facilities and match to winter activities - STRATEGY Analyze facilites for revenue program support - plan improvements based on revenue potential. Tactic Leadership Start Date Performance Measure 8.2.1 Analyze Centennial Lakes for Lower maintenance inputs in increased revenue opportunities, Park Director, Facility May 2015 the year 2016 as a result from lowering maintenance inputs, and general Manager projects implemented in 2015. improvements for efficiency. 8.2.2 Review winter -use support at Facilities and match to winter activities - Park Director, Facility May 2015 (e.g. supporting nordic skiing, skijoring trails Manager at Braemar with food, rental program, etc.). 220 1 CITY OF EDINA r _ - • X7;1-'' STRATEGY, Provide flexible indoor spaces that can be utilized by all residents and a number of different pr a ins for general community gathering, education, and general gymnasium type activities — needs m e �n docs. Tactic Leadership Start Date Performance Measure 8.3.1 Add flexible indoor spaces to under- Add one partnership to An additional 59,008 square served areas of the city and achieve a goal Sept. 2015 existing or planned facility feet (2.0 square feet per per - of 2.0 square feet per person. son) of flexible indoor space is Park Director, Facility needed to meet 2019 popula- Park Director, Facility June 2015 tion projections 8.3.2 Develop partnerships who may be restructuring/ new facilities are needed. able to contribute to capital and operational Park Director, Facility May 2015 [8.4.3 costs. Look at specialized use partners for Manager indoor fitness, etc. 8.3.3 Develop cost recovery goals for the community center / flexible indoor spaces that meets the values of the community. STRATEGY, Ensure the right level/ type of recreation facilities are provided in light of evolving recreation trends and demographic changes. Tactic Leadership Start Date Performance Measure 8.4.1 Focus on underserved activities that Park Director, Facility Add one partnership to could be supported within facilities such as Manager Sept. 2015 existing or planned facility pickleball, indoor fitness, volleyball, etc. Marketing Director 8.4.2 Evaluate whether existing facilities Park Director, Facility can meet current indoor fitness needs Park Director, Facility June 2015 with minor modifications, or if major Manager restructuring/ new facilities are needed. [8.4.3 -F STRATEGY Provide facilities or opportunities to deliver food to park users to fulfill needs, increase convenience, generate revenue, and cross pollinate with other park activities. Tactic Leadership Start Date Performance Measure 8.5.1 Look for additional opportunities to Park Director, Facility Add one partnership to integrate restaurants into facilities - similar Manager, Business/ May 2015 existing or planned facility to current plans for Braemar. Marketing Director 8.5.2 Provide food making facilities at key Park Director, Facility spaces to support informal community Manager, Business/ Sept. 2015 gatherings and formal meeting/ events (e.g. Marketing Director weddings, catered gatherings, etc.) PARKS RECREATION & TRAILS IMPLEMENTATION PLAN 1 221 APPENDIX A d rafI STRATEGY Maximize the use of the Senior Center space to support community needs. Tactic Leadership Start Date Performance Measure 8.6.1 Develop a business plan to assess Park Director, Facility Complete included mini- market potential, explore program changes, Manager, Business/ May 2015 business plan in Appendix D. and assess facility needs. Marketing Director 8.6.2 Rebrand the Senior Center as a Park Director, "community center" or "activity center" to Park Director, Facility January 2016 Officially rename facility. attract other age segments by removing Manager, Business/ May 2015 Create a branding strategy for the negative connotation of "senior" label Marketing Director the facility. among 55-75 age segment. Park Director, Natural January 2016 8.6.3 Address items limiting private rentals Resource Manager of facility, such as fixing the floor in the Park Director, Facility Include budget items for fireside room, updating technology, and Manager, Business/ January 2016 repair in 2016 budget. assessing potential benefit of acquiring a Marketing Director liquor license. STRATEGY Explore the development of an Environmental Learning Center in the park system to support environmental education programming. Tactic Leadership Start Date Performance Measure 8.7.1 Develop a business plan to assess Park Director, Complete included mini- market potential, explore program Business/ Marketing January 2016 business plan in Appendix D. opportunities, and assess facility needs. Director 8.7.2 Identify potential partnerships to Park Director, assist in capital and operations costs Business/ Marketing January 2016 Include in Mini -business plan. (e.g.catering for weddings/ events, coffee Director shop/ restaurant, etc.) 8.7.3 Identify potential program Park Director, Natural January 2016 partnerships. Resource Manager STRATEGY Promote consistency in facility operations, management, and standards. Tactic Leadership Start Date Performance Measure 9.1.1 Develop standards for park shelter/ recreation centers throughout city and and Park Director, Park Director, Prioritized list of facilities establish Furniture, Fixture, and Equipment Maintenance Staff, January 2016 Completed FFE standards. (FIFE) standards for parts inventories and Facility Managers Facility Managers Completed mini -business enhanced maintenance efficiency. plans for facilities (Appendix STRATEGY Update all facilities to 2010 Americans with Disabilities Act Standards for Accessible Design to create safe pedestrian access for low mobility park users. Tactic Leadership Start Date Performance Measure Prioritized list of 9.2.1 Utilize included inventory and Park Director, Prioritized list of facilities improvements completed assessment to identify and prioritize Maintenance Staff, January 2016 with allocated budget improvement areas Facility Managers Completed mini -business dollars in 2016 budget for plans for facilities (Appendix improvements. D). Prioritized list of 9.2.2 Collaborate with other City agencies Park Director, Other improvements completed and departments on an improvement plan Department Heads, January 2016 with allocated budget Facility Managers improvements completed dollars in 2016 budget for Park Director, Other January 2016 with allocated budget improvements. STRATEGY Ensure equitable access to park facilities by balancing the distribution of premier facilities across the city. Tactic Leadership Start Date Performance Measure 9.3.1 Identify needs for new and/or relocated premier facilities and explore Prioritized list of facilities locations - giving preference to underserved and potential locations. areas north of Highway 62. Environmental Park Director January 2016 Completed mini -business Learning Center and Recreation Center plans for facilities (Appendix space identified in this study as potential D). priorities. Prioritized list of 9.3.2 Increase pedestrian and bicycle improvements completed access to all parks facilities by Park Director, Other January 2016 with allocated budget implementing integrated trail system and Department Heads dollars in 2016 budget shared bike facilities plans for trail connections and improvements. Utilize LOS Standards, 9.3.3 Increase access to parks and Faclity Priority info, and all recreation facilites by setting and following Park Director January 2016 other Community Needs measurable standards. Assessment information included in the Strategic Plan PARKS RECREATION & TRAILS IMPLEMENTATION PLAN 1 223 d raf STRATEGY 9.4 Identify facilities not meeting community needs and develop plan for replacement or renovation. Tactic Leadership Start Date Performance Measure 9.4.1 Utilize assessment data and Park Director, Replacement plan in place recommendations in this strategic plan to Maintenance Staff, July 2016 and followed. create a replacement schedule for facilities 9.4.2 Study Cahill School and Grange building to increase their usage, revenue Park Director, Complete mini -business plan generation, and increased safety and Historical group, January 2016 for potential relocation. convenience. Evaluate relocation or site Facility Managers plan changes. 9.4.3 Conduct a feasibility study to Complete mini -business plan determine the cost -benefit of renovating, Park Director, Art January 2016 and Architectural pre -design rebuilding, or relocating the Edina Art Center Director study for the facility needs. Center (Started process on April 6, 2015). 9.4.4 Make all EPRD facilities a minimum of 60% productive during prime and nonprime Park Director, Art times based on providing quality programs, Center Director January 2016 Evaluate and record usage. creating effective partnerships, and adding quality amenities at each site. STRATEGY 9.5 Collaborate with other agencies to meet current ADA requirements, and safe pedestrian access for low mobility park users. Tactic Leadership Start Date Performance Measure STRATEGY 9.6 Ensure equitable access to park facilities by balancing the distribution of premier facilities across the city, giving priority to underseved areas. Tactic Leadership Start Date Performance Measure d raf RECREATION PROGRAMS Develop, provide, and manage recreation programs to support the community's needs for health and wellness, individual skill development, and community connectivity in a safe and enjoyable environment. STRATEGY 10.1 Attract 30-35% of all Edina residents to experience an organized recreation program through EPRD. Tactic Leadership Start Date Performance Measure 10.1.1 Provide programming that satisfies Park Director, Attend an organizations the needs of multiple age levels, physical Maintenance Staff, January 2016 Maintain program usage abilities, and special needs populations that Facility Managers numbers. may be currently underserved. 10.1.2 Market existing and new programs Park Director,Business/ Marketing January 2016 Create a marketing/ to the City. Director January 2016 communication plan. STRATEGY Expand community health, wellness, and fitness programming and develop Healthy Living Initiatives. Tactic Leadership Start Date Performance Measure 10.2.1 Partner with existing organizations Attend an organizations n the and programs already engaged in the Park Director January 2016 meeting - give presentations community such as Bike Edina, n, of Strategic Plan. Living Streets program, etc. 10.2.2 Engage underserved populations Create minimum of 3 new with healthy programs. Parks Director January 2016 programs to attract new users. ADD --- CITY AS POINT OF CONTACT FOR LEARNING ABOUT PROGRAM/ ACTIVI- TIES .... CTIVI- TIES.... AND GO TO COMMUNITY TO SPECIALIZE APPENDIX A d raf STRATEGY Provide more nature -based/ environmental programming. Tactic Leadership Start Date Performance Measure 10.3.1 Evaluate programming options Park Director, Natural Completed nature based available with a new Environmental Resource Manager January 2016 programming plan. Learning Center/ Nature Center January 2016 participation in programs and of Strategic Plan. 10.3.2 Continue and develop partnerships reevaluate yearly at minimum. evolving needs of the community. with environmental education providers Parks Director, Create minimum of 1 new such as DNR, local environmental groups, Natural Resource January 2016 program with an outside Watershed Districts, non -profits, local Manager January 2016 environmental provider. Universities, etc.. community. 10.3.3 Apply for environmental education Parks Director, Natural Resource January 2016 based grants to provide funding. Manager 10.3.4 Integrate education into every Parks Director, natural resource based volunteer - e.g. Natural Resource January 2016 completed application form. buckthorn removal. Manager STRATEGY , Promote initiatives and programs that create and build commmunity. Tactic Leadership Start Date Performance Measure 10.4.1 Partner with existing organizations Attend an organizations n the and programs already engaged in the Park Director January 2016 meeting - give presentations community such as Bike Edina, n, January 2016 participation in programs and of Strategic Plan. Living Streets program, etc. reevaluate yearly at minimum. evolving needs of the community. 10.4.2 Create and schedule programs that can be used throughout the park system at Develop and implement 1 different times - e.g. Movie in the park night, Parks Director January 2016 new program that builds host Night to Unite events in Neighborhood community. or Mini Parks STRATEGY Keep up with evolving needs and trends by re-evaluating offered programs and interest levels. Tactic Leadership Start Date Performance Measure 10.5.1 Strive to keep 50-60% of all recreation programs in the Introductory, Maintain records of Takeoff, or Growth lifecycle stages in order Park Director January 2016 participation in programs and to align with trends and help meet the reevaluate yearly at minimum. evolving needs of the community. 226 1 CITY OF EDINA STRATEGY Establish an identity that defines the level and scope of services offered, identifies core services, and determines its role in the community as a recreation provider. Tactic Leadership Start Date Performance Measure 11.1.1 Review similar providers study in Programs plan with scope the Strategic Plan and establish a plan for Park Director May 2015 of services, core services programs. Park Director May 2015 defined. 11.1.2 Review similar providers study in Programs plan with scope the Strategic Plan and establish a plan for Park Director May 2015 of services, core services programs. defined. STRATEGY 11.2 Continue to provide high quality youth sports programming and facilitate a process to streamline administration of multiple disparate organizations. Tactic- Leadership Start Date Performance Measure 11.2.1 Create an Athletic Organization Benchmark assessment Commission as a one stop shop for Park Director May 2015 completed every 3 years scheduling facilities, signing up for Park Director May 2015 Create Commission by 2016. sports, and communicating between the Benchmark assessment organizations. Park Director May 2015 completed every 3 years 11.2.2 Collect fees from organizations to New fee initiated to support streamline processes of utilizing EPRD Park Director May 2015 Athetic Organization facilities for their organizations Park Director May 2015 Commission STRATEGY 11.3 Understand potential competition and update partnership policies for program services as it applies to operational partners, vendors, services, and internal City partners. Tactic Leadership Start Date Performance Measure 11.3.1 Benchmark staff levels of EPRD Benchmark assessment programs against other similar size cities Park Director May 2015 completed every 3 years with similar programming. 11.3.2 Benchmark similar providers Benchmark assessment throughout the city, review completed study Park Director May 2015 completed every 3 years in this Strategic Plan. 11.3.3 Develop a public/ partner policy with Update partnership policy written outcomes to be achieved. Park Director May 2015 approved by City Council yearly. PARKS RECREATION & TRAILS IMPLEMENTATION PLAN 1 227 d raf STRATEGY 11.4 Incorporate programming standards for all services provided across the system. Tactic Leadership Start Date Performance Measure 11.4.1 Teach and train program standards Program standards implementation across the system - Park Director January 2016 institutionalized beginning customer service standards, safety in 2016 with program standards, use of equipment, etc. evaluations. 11.4.2 Incorporate instructor tool kits that tool kits and training for all provide all program standard elements into Park Director May 2015 instructors put into place in a working system to increase quality across 2016. the system 11.4.3 Track users of services across the city based on the services provide Park Director May 2015 Participant tracking by drive by mapping drive -times, income and age times implemented in 2015. segments served. d raf STRATEGY Engage and involve residents in identifying the program, service, and facility needs of their respective communities. Tactic Leadership Start Date Performance Measure 12.1.1 Use social media to attract, educate 3.1.1 Create a natural resources plan for Measure social media users and motivate people to use the services Marketing staff January 2016 - make up to 40% of registra- and facilities provided city's current programs - like the turfgrass in 2016 tion participants by 2016 12.1.2 Continue to use all methods of user maintenance "seeing yellow" 12.3.2 Develop a dedicated funding source feedback to enhance users experiences 3.1.2 Partner with other environmental Dedicated funding sourch put Measure customer that include, pre- and post evaluations, user Marketing staff January 2016 satisfaction - levels should survey's focus groups, intercept survey's, Edina parks be 90% minimum for all mystery shopper programs, and crowd Ongoing maintenance fund programs sourcing January 2016 set up in 2016 and revenue to fund for art and art upkeeps 12.1.3 Develop a maketing plan and brand- the fund started in 2017 from Marketing Plan completed ing plan for the Department to maximize Marketing staff January 2016 with a branding plan for the program services Department and key facilities STRATEGY Develop and implement a system wide natural resources interpretive plan to guide educational and interpretation programs. Tactic Leadership Start Date Performance Measure 3.1.1 Create a natural resources plan for park system and/or City to determine how Park Director educating environmental issues and the Arts Master Plan completed best to plan, prioritize, and manage public city's current programs - like the turfgrass in 2016 art maintenance "seeing yellow" 12.3.2 Develop a dedicated funding source Park Director, City 3.1.2 Partner with other environmental Dedicated funding sourch put for city capital costs to be dedicated to art Council education groups to provide programs in into place by 2017. related projects and exhibits Edina parks STRATEGY Develop an Arts in the Park and other cultural programs with a focus on multi -generational literacy. Tactic Leadership Start Date Performance Measure 12.3.1 Develop an Arts master plan for the park system and/or City to determine how Park Director January 2016 Arts Master Plan completed best to plan, prioritize, and manage public in 2016 art 12.3.2 Develop a dedicated funding source Park Director, City Dedicated funding sourch put for city capital costs to be dedicated to art Council January 2016 into place by 2017. related projects and exhibits Ongoing maintenance fund 12.3.3 Establish an ongoing maintenance Park Director, City January 2016 set up in 2016 and revenue to fund for art and art upkeeps Staff the fund started in 2017 from a variety of sources. 12.3.4 Establish performance based Park Director, City contracts with artists, including materials Staff January 2016 Contracts set up in 2017. and workmanship warranties. APPENDIX A d raf FINANCE &MANAGEMENT Provide and encourage use of quality parks, trails, facilities and programs that deliver on the community's expectations for a safe and enjoyable experience while keeping the infrastructure of the system in a quality state. STRATEGY 13.1 Give Parks Department responsibility for planning and maintenance of all park lands, facilities, and trails. Tactic Leadership Start Date Performance Measure 13.1.1 Write the tactic here... 13.2.1 Write the tactic here... 13.4.1 Write the tactic here... 13.1.2 STRATEGY Establish more formal partnership policies. STRATEGY Strengthen departmental partnerships with similar providers. Tactic Leadership Start Date Performance Measure 13.2.1 Write the tactic here... 13.4.1 Write the tactic here... STRATEGY Establish more formal partnership policies. Tactic Leadership Start Date Performance Measure 13.3.1 Write the tactic here... Performance Measure 13.4.1 Write the tactic here... STRATEGY 13.4 Understand and manage costs throughout all department functions that focus on sustainability, considering the short and long term costs. Tactic Leadership Start Date Performance Measure 13.4.1 Write the tactic here... 230 1 CITY OF EDINA �s r - STRATEGY Foster a strong volunteer program targeting 15% of the total work force hours being provided by volunteers. Tactic Leadership Start Date Performance Measure 13.5.1 Write the tactic here... 13.5.2 POLICY TO ASSESS WHAT IS NEEDED AND NOT NEEDED • NEED/ LIMITATION OF FUNDS TO PROVIDE ACTIVITIES • IN NOT BEING UTILIZED MECHANISM FOR REVIEW AND ANALYSIS PARKS RECREATION & TRAILS IMPLEMENTATION PLAN 1 231 APPENDIX A 232 1 CITY OF EDINA d raf APPENDIX B d raf PARK ASSESSMENTS pros ;, consul tang conFLOEnCE d rafl CONTENTS MINI PARKS Birchcrest Browndale Chowen Grandview Square McGuire Melody Lake Sherwood St. John's Tingdale Williams NEIGHBORHOOD PARKS Alden Arden Cornelia School Countryside Fox Meadow Heights Normandale Robert J. Kojetin Strachauer Utley Weber Wooddale York COMMUNITY PARKS Creek Valley Fred Richards Garden Park Highlands Lewis Pamela Todd Walnut Ridge SPECIAL USE PARK Arneson Acres Braemar Park Bredesen Centennial Lakes Edina Promenade Frank Tupa Park Rosland Van Valkenburg Yorktown d rafI Mims LVA I 10 1 FI& I APPENDIX B 1. SITE LOCATION: 6016 Hansen Road BIRCHICREST PARK d raf� 2. GENERAL SITE DESCRIPTION: Size: 1.73 Acres Classification: Mini Park Date completed. 10/28/2014 This park was purchased in 1961 at the urgent request of over 100 residents in the area. Birchcrest Park was named for the street on which it is located. The playground equipment was replaced in 1985. The pond to the east is also considered part of the park and has been stocked with small pan fish by the DNR but generally freezes out during the winter time. Birch - crest Park abuts the railroad tracks, and in the 1960s, the railroad cooperated in partial payment of the fence along the tracks. 3. CONDITION: 31% 62% 5. OVERALL LAND USE: 238 1 CITY OF EDINA Good (31%) Fair (62%) ■ Poor (7%) ■ Wetland Area ■ Wooded Area Open Space ■ Mowing Area Parking Lot/Road is Buildings Recreational Area Other 4. ACCESSIBILITY & IDENTITY: Park Access: • Public Road o Community Trail Access o Handicap o Public Transportation Identity: • Entry Signage o Informational Signage o Historic Elements/Markers o Public Art/ Unique Features Parking: o Off Street • On Street 6. RECREATIONAL LAND USE: `i ■ Playground Area ■Tennis Court Basketball Court ■ Baseball/Softball Field ■ Ice Rink ■ Multi -Use Sports Field Flexible -Use Field Trails Shelters Other 7. AMENITIES AND CONDITION: Amenity Play Area / / Description Gravel (2) / G/F/P* / G Play Equipment / Playground / G Play Equipment / Swing Set / G Play Equipment / Spring Chairs (2) i / F Flexible Use Field / about .5 acres / G Bench / Fixed Wood (2) / F Picnic Table / Metal (2) / F Drinking Fountain / - / P Waste Receptacle / Med. Plastic / F Sign / Entry Sign / F 8. STRENGTHS AND OPPORTUNITIES: Strengths: Serves immediate community, play area, water pipe access. Opportunities: Trails connections to the park, connection to greater park system, bike racks, paths to play areas, ADA play equipment, natural area, replacement drinking fountain, railway for public transport. 9. PHOTOS Entry signage is consistent with the rest of the park system. Play area is in good condition. t A naturalized border separates the railway on the west edge. Open space allows for flexible use. PARKS, RECREATION & TRAILS PARK ASSESSMENT 239 APPENDIX B t fN DALE PARK U I EROW J Date completed: 10/28/2014 1. SITE LOCATION: 4510 Browndale Avenue 2. GENERAL SITE DESCRIPTION: Size: .58 Acres Classification: Mini Park Browndale Park is a small park that serves as an open space area in the old Country Club district. The property was ac- quired through dedication by plat. The park was named for the street on which it is located. Browndale Park was originally a rock garden and some flower gardens were planted in this park in the 1930s. It is considered a passive park and neigh- bors have restricted ball playing of any type within the park. A temporary warming house was installed in the early 60s for skating on Minnehaha Creek. Because of poor ice conditions on the creek, the skating facility was removed in the early 80s. 3. CONDITION: &I 5. OVERALL LAND USE: 240 1 CITY OF EDINA Good (50%) Fair (25%) ■ Poor (25%) d Wetland Area ■ Wooded Area Open Space ■ Mowing Area ■ Parking Lot/Road ■ Buildings Recreational Area Other 4. ACCESSIBILITY & IDENTITY: Park Access: Public Road ❑ Community Trail Access Handicap o Public Transportation Identity: • Entry Signage • Informational Signage • Historic Elements/Markers ❑ Public Art/ Unique Features Parking: ❑ Off Street 0 On Street 6. RECREATIONAL LAND USE: 7. AMENITIES AND CONDITION: Amenity Boat Launch / / Description Canoe/Kayak / G/F/P* / P Bench / Fixed Wood / F Sign / Entry Sign / G Sign / Historic / G 8. STRENGTHS AND OPPORTUNITIES: Strengths: Minnehaha Creek, boat launch, open -space, established trees. Opportunities: Trails connections and trails within the park, connection to greater park system. 9. PHOTOS Entry signage sits at the SE corner of the site. Open turf is in fair condition with established trees throughout. The "boat launch" is in poor condition and could use updating. Historic information sits along Minnehaha Creek. PARKS, RECREATION & TRAILS PARK ASSESSMENT 1 241 rwvnjjnffff�� e R. 1. SITE LOCATION: 5700 Chowen Avenue South CHOWEN PARK 2. GENERAL SITE DESCRIPTION: Size: .93 Acres Classification: Mini Park 3. CONDITION: 5. OVERALL LAND USE: 242 1 CITY OF EDINA Date completed: 10/28/2014 Good (72%) Fair (28%) ■ Poor (0%) rs Wetland Area ■ Wooded Area Open Space ■ Mowing Area Parking Lot/Road Buildings Recreational Area Other d raf 4. ACCESSIBILITY & IDENTITY: Park Access: Parking: 0 Public Road 0 Off Street o Community Trail Access o On Street 0 Handicap o Public Transportation Identity: • Entry Signage o Informational Signage ❑ Historic Elements/Markers ❑ Public Art/ Unique Features 6. RECREATIONAL LAND USE: ■ Playground Area ■ Tennis Court ■ Basketball Court ■ Baseball/Softball Field ■ Ice Rink ■ Multi -Use Sports Field Flexible -Use Field Trails Shelters Other 7. AMENITIES AND CONDITION: Amenity / Description 1 G/F/P* Parking (1/8 ADA stalls) / Asphalt / G Structure / Pavilion / G Play Area / Gravel / G Play Equipment / Playground / G Play Equipment / Swing Set (2) / G Play Equipment / Tire Swing / G Play Equipment / See Saw / G Play Equipment / Climbing Net / G Play Equipment / Other / G Foursquare / Concrete / G Basketball Court / Concrete / F 8. STRENGTHS AND OPPORTUNITIES: P LLajX Amenity / D ri n / /F/ Open Space /Turf / w/ soccer goals / F Bench / Fixed Wood (6) / G Drinking Fountain / (1) / F Waste Receptacle / Med. Plastic (3) / F Sign / Entry Sign / F Path / 4' Concrete / G Strengths: A lot of amenities in a small area, play area, unique play equipment (climbing net), connected paths. Opportunities: Trails connections to the park, connection to greater park system, A few park visitors mentioned they would like to see the soft padding for the play area that is found in some of the are instead of gravel. 9. PHOTOS F A nicely landscaped entry sign sits at the NE corner of the site. A small pavilion sits in the NW cornerof - w , 1`5 Unique play equipment like this giant climbing net are on site. Open turf (mostly to the south) takes up half of the park's space. PARKS, RECREATION & TRAILS PARK ASSESSMENT 1 243 APPENDIX B rE- . GRANDVIEW SQUARE d raf Date completed: 10/28/2014 1. SITE LOCATION: 5213 Grandview Square 2. GENERAL SITE DESCRIPTION: Size: 0.61 Acres Classification: Mini Park Named after it's shape, Grandview Square is a new park developed as the result of a changing neighborhood. 3. CONDITION: 1 5. OVERALL LAND USE: 1% 244 1 CITY OF EDINA ■ Raised Round Planter (44) Raised Rectangular Planter (19) Raised Custom Planter (1) ■ Raised Round Planter (44) Raised Rectangular Planter (19) Raised Custom Planter (1) 4. ACCESSIBILITY & IDENTITY: Park Access: Parking: 0 Public Road • Off Street ❑ Community Trail Access • On Street ❑ Handicap • Public Transportation Identity: • Entry Signage ❑ Informational Signage • Historic Elements/Markers • Public Art/ Unique Features 6. RECREATIONAL LAND USE: 1% ■ Raised Round Planter (44) Raised Rectangular Planter (19) Raised Custom Planter (1) 7. AMENITIES AND CONDITION: Amenity / Description / G/F/P Chair / Wood (6) / G Chair / Wood / F Lighting / Ornamental (7) / G Sign / Marker / Public Art / Sculpture (2) / G Public Art / Sculpture / F Path / 6' Concrete / G 8. STRENGTHS AND OPPORTUNITIES: Strengths: Provides a great outdoor space for passive recreation, adjacent to Senior Center and Edina Public Library, adjacent to other new office development, public art sculptures, stationary chairs Opportunities: 9. PHOTOS Grandview Square and Office Development. A dedication marker is on site, but no entry sign. Sidewalk borders the site. Public art is scattered. Ornamental Lights surround the park. PARKS, RECREATION & TRAILS PARK ASSESSMENT 1 245 APPENDIX B x rJPw J 1. SITE LOCATION: 69th and McGuire Road MCGUIRE PARK 2. GENERAL SITE DESCRIPTION: Size: 1.99 Acres Classification: Mini Park Date completed: 10/28/2014 McGuire Park was named for the street on which it is located. The park was constructed in the late 1950s and reconstructed in the early 1970s. This was the first park to install a concrete curbing around the playground equipment and to have the area filled with sand for a lower liability playground area. The play area now has an Astroturf surface, and an all -ages playground. The hill in the park, sometimes referred to as a "burp", was placed in the park for a small children's sliding hill and is exclusively used in the winter time. The hill needs con- stant maintenance because of wear on the turf from sliding. McGuire Park also features a large grassy area for playing soccer, football or catch. 3. CONDITION: 5. OVERALL LAND USE: 246 1 CITY OF EDINA Good (75%) Fair (25%) ■ Poor (0%) ■ Wetland Area ■ Wooded Area Open Space ■ Mowing Area ■ Parking Lot/Road ■ Buildings Recreational Area Other d raf 4. ACCESSIBILITY & IDENTITY: Park Access: • Public Road ❑ Community Trail Access • Handicap o Public Transportation Identity: • Entry Signage ❑ Informational Signage ❑ Historic Elements/Markers • Public Art/ Unique Features Parking: ❑ Off Street • On Street 6. RECREATIONAL LAND USE: ■ Playground Area ■Tennis Court ■ Basketball Court ■ Baseball/Softball Field ■ Ice Rink ■ Multi -Use Sports Field Flexible -Use Field Trails Shelters Other 7. AMENITIES AND CONDITION; Amenity / Description / G/F/P* Play Area Play Area Play Equipment Play Equipment Play Equipment Flexible Use Field Bench Picnic Table Drinking Fountain Waste Receptacle Path ! Astroturf / G / Gravel / G / Playground / G / Swing Set (2) / G / Sand Digger (2) / G / .9 Acres / F / Fixed Metal (2) / G / Metal / G G / Med. Plastic / F / 6' / G a a lil► a i 8. STRENGTHS AND OPPORTUNITIES: Strengths: Sledding hill, lights, park amenities are in good condition, serves immediate neighborhood. Opportunities: Trails connections and trails within the park, connection to greater park system, bike rack, naturalized area (turf -reduction). 9. PHOTOS Entry sign is located on the far west side of the park. The play area has an Astroturf landing surface. There is one bench, drinking fountain and trash receptacle. In the SW corner of the park an entry path leads to the play area. PARKS, RECREATION & TRAILS PARK ASSESSMENT 1 247 APPENDIX B 1. SITE LOCATION: 5601 Melody Lake Drive MELODY LAKE PARK d raf 2. GENERAL SITE DESCRIPTION: Size: 4.18 Acres Classification: Mini Park Date completed: 10/28/2014 Melody Lake Park was named for the street on which it is located. This triangular piece of property extends into Melody Lake and across the backyards of three of four homes on the north side of the park. The property is of importance as a means of access to Melody Lake. Skating was discontinued in the late 1970s because of continuously poor ice conditions on the lake. The warming house was removed, and the property is maintained as open space property. 3. CONDITION: 5. OVERALL LAND USE: 248 1 CITY OF EDINA ■ Wetland Area ■ Wooded Area Open Space ■ Mowing Area ■ Parking Lot/Road ■ Buildings Recreational Area Other 4. ACCESSIBILITY & IDENTITY: Park Access: Parking: 0 Public Road c Off Street ❑ Community Trail Access • On Street ❑ Handicap ❑ Public Transportation Identity: • Entry Signage ❑ Informational Signage c Historic Elements/Markers o Public Art/ Unique Features 6. RECREATIONAL LAND USE: 7. AMENITIES AND CONDITION: Amenity Sign / Description / G/F/P* Entry Sign STRENGTHS AND OPPORTUNITIES: Strengths: Melody Lake, natural area/ habitats. Opportunities: Trails connections and trails within the park, connection to 91V.4 1. SITE LOCATION: 5241 Eden Circle SHERWOOD PARK 2. GENERAL SITE DESCRIPTION: Size: 1.53 Acres Classification: Mini Park Date completed: 10/28/2014 Sherwood Park is a Water Department property that has been graded and seeded to make a small informal recreational park for the neighbors of Ridgeview Heights. Originally a small skating rink was flooded for the neighborhood and a few small pieces of playground equipment were added. Each year the neighborhood would have their annual neighborhood picnic in the park and would request picnic tables and additional park type activities on the park area. The skating rink was discon- tinued in the mid 1970s. 3. CONDITION: 5. OVERALL LAND USE: 250 1 CITY OF EDINA ■ Wetland Area ■ Wooded Area Open Space ■ Mowing Area Parking Lot/Road c Buildings Recreational Area Other d raf 4. ACCESSIBILITY & IDENTITY: Park Access: Parking: 0 Public Road o Off Street ❑ Community Trail Access ® On Street ❑ Handicap • Public Transportation Identity: • Entry Signage • Informational Signage • Historic Elements/Markers ❑ Public Art / Unique Features 6. RECREATIONAL LAND USE: ■ Playground Area ■Tennis Court ■ Basketball Court ■ Baseball/Softball Field ■ Ice Rink ■ Multi -Use Sports Field Flexible -Use Field Trails Shelters Other 7. AMENITIES AND CONDITION: Amenity / Description / G/F/P* Amenity Building / Maintenance / G Sign Structure / Shelter / G Play Area / Gravel (2) / G Play Equipment / Playground / G Play Equipment / Swing Set / G P IX I Ddn / I Fl / Entry Sign / G Play Equipment / Spring Chair (2) / F Flexible Use Field / about . 3 acres / F Bench / Fixed Wood (1) / F Picnic Table / (2) / G Charcoal Grill / (1) / G Trash Receptacle / (1) / G 8. STRENGTHS AND OPPORTUNITIES: Strengths: Play area, picnic tables, grill and open space for surrounding neighborhood. Opportunities: ADA accessibility / play features, connection to greater park system, off-street parking, trail connection, community garden, fitness track, senior -related programming. 9. Photos There is an overhang on the building acting as a shelter. Most of the park is open turf area. APPENDIX B 1. SITE LOCATION: 5924 St. Johns Avenue ST. JOHN'S PARK 2. GENERAL SITE DESCRIPTION: Size: 0.93 Acres Classification: Mini Park Date completed: 10/28/2014 The 60th and St. Johns area was dedicated by plat as an open green area. This was made possible by the City using fill material and grading. This park is only two blocks from the Concord School playground and four blocks away from Pamela Park. It is the intention to keep this an open area to be used by the children in the neighborhood in whatever way they wish. 3. CONDITION: tai Good (0%) ;., Fair (100%) ■ Poor (0%) M"I'i1 "A, 5. OVERALL LAND USE: d raf 4. ACCESSIBILITY & IDENTITY: Park Access: Parking: 0 Public Road c Off Street • Community Trail Access • On Street c Handicap ❑ Public Transportation Identity: • Entry Signage c Informational Signage ❑ Historic Elements/Markers c Public Art/ Unique Features 6. RECREATIONAL LAND USE: ■ Wetland Area ■ Playground Area ■Tennis Court ■ Wooded Area Open Space ■ Basketball Court ■ Baseball/Softball Field N Mowing Area ■ Ice Rink Parking Lot/Road ■ Multi -Use Sports Field Buildings Flexible -Use Field j Recreational Area Trails Shelters Other Other 252 1 CITY CF EDINA 7. AMENITIES AND CONDITION: Amenity / Description / G/F/P* Sign / Entry Sign / F Flexible Use Field / about .7 acres / F 8. STRENGTHS AND OPPORTUNITIES: Strengths: Blank slate, open space. Opportunities: Connection to greater park system, trail connection, on-site stormwater management, community garden. 9. PHOTOS Entry sign is showing wear and tear. The site is low lying with no on-site stormwater management. The park is open turf and there are no amenities on site. There is an old baseball backstop on the north side of the park. PARKS, RECREATION & TRAILS PARK ASSESSMENT 1 253 RITEMNIN-11 1. SITE LOCATION: 5800 West 59th Street TINGDALE PARK 2. GENERAL SITE DESCRIPTION: Size: 0.68 Acres Classification: Mini Park Date completed: 10/28/2014 This two -lot playground is, although very small, very important to the particular neighborhood since it is the only open space available. The property was dedicated to the city by plat. Tingdale Park got its name from the street on which the park is located. A drinking fountain was installed in 1968 and the playground equipment was installed in 1964. New playground equipment was installed in 1985. 3. CONDITION: 5. OVERALL LAND USE: 254 1 CITY OF EDINA ■ Wetland Area In Wooded Area Open Space Mowing Area Parking Lot/Road Buildings Recreational Area Other d raf 4. ACCESSIBILITY & IDENTITY: Park Access: Parking: 0 Public Road ❑ Off Street ❑ Community Trail Access • On Street ❑ Handicap • Public Transportation Identity: • Entry Signage ❑ Informational Signage ❑ Historic Elements/Markers ❑ Public Art/ Unique Features 6. RECREATIONAL LAND USE: ■ Playground Area ■Tennis Court ■ Basketball Court ■ Baseball/Softball Field ■ Ice Rink ■ Multi -Use Sports Field Flexible -Use Field Trails Shelters Other 7. AMENITIES AND CONDITION: Amenity / Description / G/F/P* Play Area / Gravel (2) / G Play Equipment / Playground / G Play Equipment / / G Flexible Use Field f about .2 acres / F Bench / Fixed Wood (2) / F Picnic Table / Metal / F Drinking Fountain / - / F Waste Receptacle / Med. Plastic / F Sign / Entry Sign / F 8. STRENGTHS AND OPPORTUNITIES: Strengths: Play area, natural topography, nicely landscaped sign. Opportunities: Connection to greater park system, trail connection, natural area (turf reduction), walking paths, paths connecting amenities (ADA), on-site stormwater management. 9. PHOTOS qr K N r. Y Fb:.. Entry sign in located in the SE side of the park. The south portion of the site is turf. The NW corner of the park slopes upward. PARKS, RECREATION & TRAILS PARK ASSESSMENT 1 255 APPENDIX B 9 i e WILLIAMS PARK Date completed. 10/28/2014 1. SITE LOCATION: 50th and Browndale Avenue 2. GENERAL SITE DESCRIPTION: Size: 1.2 Acres (website says .5 acre) Classification: Mini Park Dwight Williams Park was donated to the City as a memorial. As a boy, Mr. Williams spent many hours playing on the Edina Mills property. After his death in World War II, his parents pur- chased the mill site and donated it to the City in his memory. In the early1970s the old mill was excavated to locate its po- sitioning on the property. At that time, artifacts were collected and catalogued by the Edina Historical Society. The excava- tion was then filled in and kiosks and timbers were installed in locations depicting the old mill and its findings. Also within the park area along the creek is a canoe dock landing built by the Minnehaha Creek Watershed District. On the north side of Browndale Avenue there is also a canoe dock for canoers to remove their canoes from the creek and carry them around the dam and across the road to launch them at Williams Park. 3. CONDITION: 1% 5. OVERALL LAND USE: 1% 256 1 CITY OF EDINA ■ Raised Round Planter (44) Raised Rectangular Planter (19) Raised Custom Planter (1) ■ Raised Round Planter (44) Raised Rectangular Planter (19) Raised Custom Planter (1) d raf 4. ACCESSIBILITY & IDENTITY: Park Access: 0 Public Road o Community Trail Access • Handicap • Public Transportation Identity: • Entry Signage • Informational Signage • Historic Elements/Markers o Public Art/ Unique Features Parking: 0 Off Street o On Street 6. RECREATIONAL LAND USE: ■ Playground Area ■Tennis Court ■ Basketball Court ■ Baseball/Softball Field ■ Ice Rink ■ Multi -Use Sports Field Flexible -Use Field Trails Shelters Other 7. AMENITIES AND CONDITION: Amenity / Description / GIF/P* Parking (1 ADA /34 stalls) / Asphalt / G Bench / Fixed Wood / G Bench / Fixed Wood P Lighting / Ornamental (3) / G Sign / Entry Sign (2) / G Sign / Marker / G Sign / Marker (2) / F Sign / Marker / P Path / 5' Concrete / G 8. STRENGTHS AND OPPORTUNITIES: Strengths: Canoe/Kayak access into Minnehaha Creek, historic landmarks, and site markers, attached to Wooddale Park, shared off-street parking, Opportunities: Improved seating, connections to Minnehaha Creek. 9. PHOTOS Entry sign near Browndale Avenue entrance. t Historic Mill footings Entry Sign near the parking lot. Bench and concrete base is in need of repairs/replacement. PARKS, RECREATION & TRAILS PARK ASSESSMENT 1 257 draft d raf NEIGHBORHOOD PARKS 1. SITE LOCATION: 6750 Belmore Lane 2. GENERAL SITE DESCRIPTION: Size: 4.88 Acres Classification: Neighborhood Park ALDEN PARK Date completed: 10/28/2014 Originally named Jackson/ Belmore Park, now Alden Park is mainly used as a neighborhood park with no scheduled activ- ities. The park was totally developed with paths, sliding hills, landscape, hard surface courts, and playground equipment in 1964. The park was upgraded with playground equipment in 1987 and again in 2007. 3. CONDITION: Good (80%) Fair (20%) ■ Poor (0%) nFr iI sx �l tl` 5. OVERALL LAND USE: 260 1 CITY OF EDINA ■ Wetland Area ■ Wooded Area Open Space ■ Mowing Area ■ Parking Lot/Road ■ Buildings Recreational Area Other d raf 4. ACCESSIBILITY & IDENTITY: Park Access: 0 Public Road o Community Trail Access • Handicap u Public Transportation Identity: • Entry Signage o Informational Signage o Historic Elements/Markers o Public Art/ Unique Features Parking: 0 Off Street o On Street 6. RECREATIONAL LAND USE: ■ Playground Area ■Tennis Court ■ Basketball Court ■ Baseball/Softball Field ■ Ice Rink ■ Multi -Use Sports Field Flexible -Use Field Trails Shelters Other 8. STRENGTHS AND OPPORTUNITIES: Strengths: Open field area (easy to re -purpose), existing paths, play area, bike rack, natural topography, off-street parking, furthest NW park i Edina. Opportunities: Trails connections and connection to greater park system, natural area (turf reduction), environmental learning area, stormwater, community gardens, recycle receptacle. 9. PHOTOS Athletic turf fields with flexible use for soccer or lacrosse. There are two signs one at the north and one at the south entrances. 7. AMENITIES AND CONDITION: � Amenity / Description / G/F/P'` Amenity / Dedr8if Parking (1/8 ADA stalls) / Asphalt / G Multi -Use Sports Field / 40y x 80y / G Building / Maintenance / G Open Space /Turf / about .3 acre / F Play Area / Gravel / G Bench / Fixed Metal / G Play Area / Mulch / G Bench / Fixed Metal / F Play Equipment / Playground / G Picnic Table / Metal / F Play Equipment / Tot Slide / G Bike Rack / (1) U -loop / G Play Equipment / Swing Set / G Waste Receptacle / Med. Plastic / G Play Equipment / Tire Swing / G Lighting / Ornamental / G Play Equipment / Spring Chair (3) / G Lighting / Flood / F Play Equipment / Digger / G Lighting / Flood (2) / G Basketball Court / Asphalt / F Path / 8' / G 8. STRENGTHS AND OPPORTUNITIES: Strengths: Open field area (easy to re -purpose), existing paths, play area, bike rack, natural topography, off-street parking, furthest NW park i Edina. Opportunities: Trails connections and connection to greater park system, natural area (turf reduction), environmental learning area, stormwater, community gardens, recycle receptacle. 9. PHOTOS Athletic turf fields with flexible use for soccer or lacrosse. There are two signs one at the north and one at the south entrances. APPENDIX B 1. SITE LOCATION: 5230 Minnehaha Boulevard 2. GENERAL SITE DESCRIPTION: Date completed: 10/28/2014 Size: 14.72 Acres Classification: Neighborhood Park Arden Park is one of the oldest park areas in Edina. The land was dedicated in the early 1920s. The park is the site of Edina's first hockey rink installed in 1949. Because of its natural features Arden Park has been a spot of beauty for many years. In 1983 the park trees were partially destroyed by a tornado. Many of the trees in the park have been planted and donated by neighbors. Arden Park is a neighborhood park with only hockey scheduled in the winter and no activities scheduled during the summer months. 3. CONDITION: low 5. OVERALL LAND USE: 262 1 CITY OF EDINA Good (51%) Fair (43%) ■ Poor (6%) ■ Wetland Area ■ Wooded Area Open Space ■ Mowing Area ■ Parking Lot/Road ■ Buildings Recreational Area Other d raf 4. ACCESSIBILITY & IDENTITY: Park Access: 0 Public Road o Community Trail Access • Handicap o Public Transportation Identity: • Entry Signage o Informational Signage • Historic Elements/Markers o Public Art/ Unique Features Parking: o Off Street • On Street 6. RECREATIONAL LAND USE: ■ Playground Area ■ Tennis Court ■ Basketball Court ■ Baseball/Softball Field ■ Ice Rink ■ Multi -Use Sports Field Flexible -Use Field Trails Shelters Other Strengths: Along Minnehaha Creek, warming house, skating rink, automatic irrigation , Playground, pathways, open turf, 2 entries, bridge across Minnehaha (connects two separated neighborhoods). Opportunities: Trails connections and connection to greater park system, natural area (turf reduction), environmental learning area, stormwater, community gardens. 9. PHOTOS There are two park signs at each entrance. The Warming house is outdated and in poor condition. p 4i; ba,r, E' 5x"il xk.Yr ..,,-11� �,* ..: �. ^.,. „ ,�_ ._�-.''i,._.:.s; .... aaar.,...rx_............�r,-......�..s:.<,:..a», . The play area is located at the NE entrance. There is a lot of open turf on site, therefore a lot of mowing. PARKS, RECREATION & TRAILS PARK ASSESSMENT 1 263 P IX 7. AMENITIES AND CONDITION: 1 Amenity / Description / G/F/P* Amenity / D ri n / /F/ Building / Warming House / P Picnic Table / Metal / G Structure / Walking Bridge / G Picnic Table / Metal (2) / F Play Area / Gravel (2) / G Drinking Fountain / - / F Play Equipment / Playground / G Trash Receptacle / Med. Plastic (2) / G Play Equipment / Swing Set / G Recycling Receptacle / Lg. Metal / G Play Equipment / Spring Chairs (2) / G Lighting / Ornamental (2) / G Flexible Use Field / about 2 acres / F Lighting / Ornamental (2) / F Ice Rink / Grass / G Lighting / Flood / P Ice Rink (temporary) / .9 acres turf / F Lighting / Flood (6) / F Bench / Fixed Wood (2) / G Sign / Entry Sign (2) / G Bench / Fixed Wood (2) / F Path / 8' / G 8. STRENGTHS AND OPPORTUNITIES: Strengths: Along Minnehaha Creek, warming house, skating rink, automatic irrigation , Playground, pathways, open turf, 2 entries, bridge across Minnehaha (connects two separated neighborhoods). Opportunities: Trails connections and connection to greater park system, natural area (turf reduction), environmental learning area, stormwater, community gardens. 9. PHOTOS There are two park signs at each entrance. The Warming house is outdated and in poor condition. p 4i; ba,r, E' 5x"il xk.Yr ..,,-11� �,* ..: �. ^.,. „ ,�_ ._�-.''i,._.:.s; .... aaar.,...rx_............�r,-......�..s:.<,:..a», . The play area is located at the NE entrance. There is a lot of open turf on site, therefore a lot of mowing. PARKS, RECREATION & TRAILS PARK ASSESSMENT 1 263 APPENDIX B CORNELIA SCHOOL PARld rat 1. SITE LOCATION: 7142 Cornelia Drive 2. GENERAL SITE DESCRIPTION: Size: 6.21 Acres Classification: Neighborhood Park Date completed: 10/28/2014 This park wraps around the 15 acres owned by the School District for Cornelia School. The land was purchased with the purpose of developing it in conjunction with the school play- ground property. This arrangement was the first cooperative venture between Edina's school officials and the Park Board. The picnic shelter was constructed during the 1960s with a new roof installed in 1985. All playground equipment in the park is School District equipment. 3. CONDITION: 5. OVERALL LAND USE: 1% 264 1 CITY OF EDINA Good(77%) Fair (23%) M Poor (0%) ■ Raised Round Planter (44) Raised Rectangular Planter (19) Raised Custom Planter (1) 4. ACCESSIBILITY & IDENTITY: Park Access: Parking: 0 Public Road • Off Street o Community Trail Access o On Street • Handicap o Public Transportation Identity: • Entry Signage o Informational Signage ❑ Historic Elements/Markers o Public Art/ Unique Features 6. RECREATIONAL LAND USE: 1 ■ Raised Round Planter (44) Raised Rectangular Planter (19) Raised Custom Planter (1) 9. PHOTOS Entry sign sits at the SW corner of the site. a �f Baseball fields and turf comprise the majority of park area. The ice rink sits in the SE corner of the site. The tennis courts sit on the south side of the park. PARKS, RECREATION & TRAILS PARK ASSESSMENT 1 265 AMENITIES AND CONDITION:Amenity 81f7. / Description / G/F/P* Amenity / D ri Parking / Asphalt / F Lighting / Flood (3) / G Building / Maintenance / G Sign / Entry Sign / G Building / Warming House / G Path / Concrete 4' / G Tennis Court / Tarmac (2) _ _ _ / F Path / Asphalt 10' / F Ice Rink (temporary) ! about 1 acre / G Baseball Field / 90' / G Baseball Field / 60' / G Softball Field / 60' / G Flexible Use Field / about 1 acre / F Bench / Fixed Metal (4) / G Waste Receptacle / Med. Plastic (3) / G 8. STRENGTHS AND OPPORTUNITIES: Strengths: Collaboration with district. Opportunities: Trails connections and trails within the park, connection to greater park system. 9. PHOTOS Entry sign sits at the SW corner of the site. a �f Baseball fields and turf comprise the majority of park area. The ice rink sits in the SE corner of the site. The tennis courts sit on the south side of the park. PARKS, RECREATION & TRAILS PARK ASSESSMENT 1 265 APPENDIX B COUNTRYSIDE PARK d raf 4a Date completed: 10/28/2014 1. SITE LOCATION: 6240 Tracy Avenue South 2. GENERAL SITE DESCRIPTION: Size: 11.6 Acres Classification: Neighborhood Park Countryside Park gets its name from the subdivision in which it is located. This nine acre tract was purchased at a price of $18,300 in 1959. The park was constructed in the 1960s. A permanent shelter building was constructed in 1974. The ten- nis court was built in 1974 and was resurfaced in 1987. New playground equipment was installed in 1985. The westerly parking lot was built and funded by Colonial Church who uses it for overflow parking. Electricity was installed by the pitcher's mound for pitching machines. Additions made in 2013 include a meeting space building, new playground equipment, and skating and hockey rinks. 3. CONDITION: 5. OVERALL LAND USE: 266 1 CITY OF EDINA ■ Wetland Area ■ Wooded Area Open Space ■ Mowing Area ■ Parking Lot/Roa ■ Buildings Recreational An Other 4. ACCESSIBILITY & IDENTITY: Park Access: 0 Public Road ❑ Community Trail Access 0 Handicap • Public Transportation Identity: • Entry Signage • Informational Signage ❑ Historic Elements/Markers • Public Art/ Unique Features Parking: 0 Off Street n On Street 6. RECREATIONAL LAND USE: ■ Playground Area ■Tennis Court ■ Basketball Court ■ Baseball/Softball Field ■ Ice Rink ■ Multi -Use Sports Field Flexible -Use Field Trails Shelters Other � 7. AMENITIES AND CONDITION: 'ApP IX Amenity / Description / G/F/P* Amenity / D ri n / Parking (0 ADA / 90 stalls) / Asphalt / G Bench / Fixed Metal (7) / G Building / Meeting Space / G Bench / Fixed Wood / F Play Area / Tarmac / G Picnic Table / Metal (5) / G Play Equipment / Playground / G Drinking Fountain / - / G Play Equipment / Swing Set / G Charcoal Grill / (1) / G Tennis Court / Tarmac (2) / G Waste Receptacle / Med. Plastic (6) / G Basketball Court / Tarmac - Full / G Recycling Receptacle / Med. Metal (5) / G Ice Rink / Grass / G Lighting / Flood (2) / G Ice Rink (temporary) / about .3 acres / F Lighting / Flood (1) / F Baseball Field / 75' / G Sign / Entry Sign (1) / G Baseball Field / 60' / G Sign / Entry Sign (1) / F Flexible Use Field / about 1 acre / P Path / 8' Asphalt / G 8. Strengths and Opportunities: Strengths: Play area, building, courts and fields, are in great condition, path in park is a complete loop (good for walking laps). Opportunities: Trails connections to the park, connection to greater park system, natural areas (turf reduction), pedestrian scale lighting, handicap parking. 9. Photos The meeting space includes public restrooms for park visitors. The play feature has a unique tarmac landing surface. PARKS, RECREATION & TRAILS PARK ASSESSMENT 1 267 APPENDIX B Landscaping is done around the entry sign at the NE corner. Basketball courts are just north of the tennis courts w �r w„ Asphalt sidewalks loop the park. 268 1 CITY OF 1 leliA I m I The tennis courts sit in the SE corner of the site. Ice Rink Charcoal grill i Open Space An overhang from the meeting space provides a picnic area. Two different sized baseball fields sit on the north portion of the site and are surrounded by 8' fences. The large parking lot provides ample parking. One of the entry signs sits at the SE corner of the site. PARKS & RECREATION PARK ASSESSMENT 1 269 .+ a� Open Space An overhang from the meeting space provides a picnic area. Two different sized baseball fields sit on the north portion of the site and are surrounded by 8' fences. The large parking lot provides ample parking. One of the entry signs sits at the SE corner of the site. PARKS & RECREATION PARK ASSESSMENT 1 269 11321 an an a ► t I P. 1. SITE LOCATION: 5251 Blake Road FOX MEADOW PARK d raf 2. GENERAL SITE DESCRIPTION: Size: 6.04 Acres Classification: Neighborhood Park Date completed: 10/28/2014 Fox Meadow Park is located 5251 Blake Road in northwest Edina. This new four -acre park is a wonderful addition to the Edina neighborhood, complete with new playground equip- ment, a gazebo, benches and walking trails. This park was remodeled with the help of generous donations from families in the area. 3. CONDITION: 5. OVERALL LAND USE: 270 1 CITY OF EDINA Good (82%) Fair (18%) ■ Poor (0%) 4. ACCESSIBILITY & IDENTITY: Park Access: 0 Public Road o Community Trail Access 0 Handicap o Public Transportation Identity: • Entry Signage o Informational Signage • Historic Elements/Markers o Public Art / Unique Features Parking: o Off Street • On Street 6. RECREATIONAL LAND USE: ■ Wetland Area ■ Playground Area ■Tennis Court ■ Wooded Area ■ Basketball Court Open Space ■ Baseball/Softball Field ■ Mowing Area ■ Ice Rink ■ Parking Lot/Road ■ Multi -Use Sports Field ■ Buildings Flexible -Use Field twTrails Recreational Area Shelters Other Other 7. AMENITIES AND CONDITION: Amenity / Description / G/F/P* Amenity Structure Play Area Play Equipment Play Equipment Play Equipment Play Equipment Flexible Use Field Bench Bench Picnic Table Waste Receptacle ! Gazebo / G Sign / Gravel / G Path / Playground / G / Swing Set / Spring Chair / / G G / Spring Chair / F / about .2 acres / Fixed Wood (3) / / G G / Fixed Wood (2) / Metal (2) / Med. Plastic / / / F G G P IX / Dd n / /F/ / Entry Sign / G / 6' Asphalt / G 8. STRENGTHS AND OPPORTUNITIES: Strengths: Walking trails, non -turf open space (naturalized area), wooded area, near Mirror Lake. Opportunities: Connection to greater park system, trail connection, bicycle racks, connection to Mirror Lake, ADA play i A gazebo sits at the convergence of several paths. The swing set is ADA accessible, but the swings are not. A plaque acknowledges who made the park possible. PARKS, RECREATION & TRAILS PARK ASSESSMENT 1 271 APPENDIX B 1. SITE LOCATION: 5500 West 66th Street HEIGHTS PARK 2. GENERAL SITE DESCRIPTION: Size: 3.61 Acres Classification: Neighborhood Park Date completed: 10/28/2014 Heights Park was the twenty-second addition to the Edina Park and Recreation system. The park was designed and totally constructed in 1967 as a children's recreation area. The park received its name from the subdivision in which it is located. New playground equipment was installed in 1987. A small bridge which crosses Nine Mile Creek on the east side of the park was partially destroyed during the flood of 1987. A temporary warming house was removed in the late 1970s. OUTDATED - NEED MORE RECENT INFO 3. CONDITION: 5. OVERALL LAND USE: 272 1 CITY OF EDINA Good (71%) Fair (29%) N Poor (0%) ■ Wetland Area ■ Wooded Area Open Space ■ Mowing Area ■ Parking Lot/Road ■ Buildings Recreational Area Other d raf 4. ACCESSIBILITY & IDENTITY: Park Access: 0 Public Road 0 Community Trail Access 0 Handicap o Public Transportation Identity: • Entry Signage o Informational Signage o Historic Elements/Markers o Public Art/ Unique Features Parking: 0 Off Street o On Street 6. RECREATIONAL LAND USE: ■ Playground Area ■Tennis Court ■ Basketball Court ■ Baseball/Softball Field ■ Ice Rink ■ Multi -Use Sports Field Flexible -Use Field Trails Shelters Other 7. AMENITIES AND CONDITION: Amenity / Description Play Area / Gravel / / G/F/P* Amenity G Sign Play Equipment / Playground / G Path Play Equipment / Swing Set / G Play Equipment / Tire Swing / G Play Equipment / Spring Chair / G Basketball Court / Tarmac (half) / G Multi Use Field / .8 acres / F Bench / Fixed Wood (2) / F Picnic Table / Metal / G Drinking Fountain / (1) / G Waste Receptacle / Med. Plastic / F 8. STRENGTHS AND OPPORTUNITIES: Strengths: Trails and connections to greater park system, proximity to Nine Mile Creek, wildlife area. P IX / D ri n / /F/ / Entry Sign / G / 8' Asphalt / G Opportunities: Trails connections to the park, connection to greater park system, outdoor exercise equipment, removal of baseball field. 9. PHOTOS Entry sign is in the SW corner of the site. A half -court basketball court sits on site along the trail. Trails lead through the park to Nine Mile Creek. PARKS, RECREATION & TRAILS PARK ASSESSMENT 273 APPENDIX B is NORMANDALE PARK d raf Date completed: 10/28/2014 1. SITE LOCATION: 6501 Warren Avenue South 2. GENERAL SITE DESCRIPTION: Size: 12.36 Acres Classification: Neighborhood Park In the early 1950s, the Normandale Community Service Coun- cil called attention to the Park Board that there was vacant tax forfeited land at this location. They asked if the city would be interested in acquiring it as the start of a park. This did happen and a park was started. Since the park has grown from seven tax fortified lots to over ten acres. The park was named for the subdivision in which it is located. Normandale Park is one of the most attractive of the neighborhood park playgrounds in Edina. The shelter building was built in 1974. A total upgrading of the park was done in 1986 and 1987. A new hockey rink was installed and raised four feet to create an easy access from the warming house to the skating rink. The tennis courts were constructed in 1963 and resurfaced in 1981 and 1985. 3. CONDITION: 5. OVERALL LAND USE: 274 1 CITY OF EDINA ■ Wetland Area ■ Wooded Area Open Space ■ Mowing Area Parking Lot/Road " Buildings Recreational Area Other 4. ACCESSIBILITY & IDENTITY: Park Access: Parking: 0 Public Road 0 Off Street o Community Trail Access o On Street • Handicap o Public Transportation Identity: • Entry Signage • Informational Signage o Historic Elements/Markers o Public Art/ Unique Features 6. RECREATIONAL LAND USE: ■ Playground Area ■Tennis Court ■ Basketball Court ■ Baseball/Softball Field ■ Ice Rink ■ Multi -Use Sports Field Flexible -Use Field Trails Shelters Other AMENITIES AND CONDITION: PAmenity / Description I G/F/P* Amenity / D ri n /af7. X� Parking (1/24 ADA stalls) / Asphalt / G Flexible Use Field / .5 acres ! F Building / Warming House / P Sledding Hill / - / F Play Area / Gravel (2) / G Bench / Fixed Wood (4) / G Play Equipment / Playground / G Bench / Fixed Metal (2) / G Play Equipment / Swing Set / G Bench / Fixed Plastic (2) / G Play Equipment / Tire Swing / G Picnic Table / Metal (1) / F Tennis Court / Tarmac (2) / F Waste Receptacle / Med. Plastic (5) / G Basketball Court ! Tarmac / F Waste Receptacle / Med. Concrete(1) / F Ice Rink / Asphalt / G Recycling Receptacle / Med. Metal (3) / G Ice Rink (temporary) / Grass F Lighting / Flood (2) / F Baseball Field ! 60' / G _ _ Sign / Entry ry Sign / G Multi -Use Sports Field / 30y x 50y / F Path / 6' Concrete / G 8. Strengths and Opportunities: Strengths: Central location, large in size, seasonal use is good. Opportunities: Connection to greater park system, trail connections, bike racks, more special 9. PHOTOS Entry sign to the park is located at the SW side of the park. The baseball field sits in the south portion of the site. The Playground is designed for children 5-12 years of age. The warming house sits in the center of the site. PARKS, RECREATION & TRAILS PARK ASSESSMENT 1 275 APPENDIX B ra d f ROBERT J. KOJETIN PAR L+ i. •yJ l � . ` Date completed: 10/28/2014 1. SITE LOCATION: 4201 West 44th Street 2. GENERAL SITE DESCRIPTION: Size: 2.21 Acres Classification: Neighborhood Park Kojetin Park is located on West 44th Street in Northeast Edi- na. This three -acre park has wonderful playground equipment and benches for resting. Kojetin Park also features an unfin- ished baseball field along with lots of open grass for playing football or a game of catch. 3. CONDITION: 4. ACCESSIBILITY & IDENTITY: Park Access: 0 Public Road o Community Trail Access • Handicap o Public Transportation 5. OVERALL LAND USE: 276 1 CITY OF EDINA ■ Wetland Area ■ Wooded Area Open Space • Mowing Area Parking Lot/Road vi Buildings Recreational Area Other Identity: 10 Entry Signage o Informational Signage o Historic Elements/Markers Public Art/ Unique Features Parking: o Off Street • On Street 6. RECREATIONAL LAND USE: ■ Playground Area ■Tennis Court ■ Basketball Court ■ Baseball/Softball Field ■ Ice Rink ■ Multi -Use Sports Field Flexible -Use Field Trails Shelters Other 7. AMENITIES AND CONDITION: Amenity / Description / G/F/P* Play Area / Gravel / G Play Equipment / Swing Set / G Play Equipment / Tire Swing / G Play Equipment / - / G Play Equipment / - / G Flexible Use Field / about .9 acres / F Bench / Fixed Wood / G Bench / Fixed Plastic / G Picnic Table / Metal (2) / G Waste Receptacle / Med. Plastic (1) / F Sign / Entry / G 8. STRENGTHS AND OPPORTUNITIES: Strengths: Opportunities: Trails connections and trails within the park, connection to greater park system, flexible use green space. 9. PHOTOS Entry sign is located at the north of the site. Besides the play area, the site consists of open space. PARKS, RECREATION & TRAILS PARK ASSESSMENT 1 277 APPENDIX B 1. SITE LOCATION: 6200 Beard Avenue South STRACHAUER PARK d raf 2. GENERAL SITE DESCRIPTION: Size: 3.91 Acres Classification: Neighborhood Park Date completed: 10/28/2014 This park was formerly named Beard Park. In 1984 the park was renamed Strachauer Park in honor of Hermann Stra- chauer who served on the Park Board from 1948 to 1961 and was involved in the early stages of the Edina park system. Mr. Strachauer was instrumental in putting together the original survey of the city parks system and helped secure the 1957 $800,000 bond issue to purchase the 450 acres of the Hays farm property for Braemar Park and to build the city's munici- pal pool. Strachauer Park was constructed in the early 1960s. At that time it was graded and seeded and had a small porta- ble backstop. The playground equipment was added in 1964 and a skating rink with a portable warming house was built in 1967. The permanent warming house was built in 1974 with a new hockey rink and lights. A hard surface court was added with new playground equipment in 1972. The hockey rink was discontinued in 1983. The new playground equipment was in - 3. CONDITION: r; Good (31%) Fair (63%) ■ Poor (6%) 5. OVERALL LAND USE: 278 1 CITY OF EDINA ■ Wetland Area ■ Wooded Area Open Space ■ Mowing Area Parking Lot/Road Buildings Recreational Area Other stalled in 1985. Strachauer serves as an off -leash dog park during certain months. 4. ACCESSIBILITY & IDENTITY: Park Access: • Public Road ❑ Community Trail Access • Handicap ❑ Public Transportation Identity: • Entry Signage ❑ Informational Signage ❑ Historic Elements/Markers ❑ Public Art/ Unique Features Parking: • Off Street ❑ On Street 6. RECREATIONAL LAND USE: ■ Playground Area IN Tennis Court Basketball Court ■ Baseball/Softball Field I Ice Rink ■ Multi -Use Sports Field Flexible -Use Field Trails Shelters Other 7. AMENITIES AND CONDITION: / F / Fixed Wood Amenity / Description / G/F/P* Amenity Parking (1 ADA/ 17 stalls) / Asphalt / F Multi -Use Sports Field Building / Warming House / P Bench Play Area / Gravel / G Bench Play Equipment / Playground / G Picnic Table Play Equipment / Playground / F Waste Receptacle Play Equipment / Swing Set / G Recycling Receptacle Play Equipment / Spring Chairs (4) / F Lighting Basketball Court / Concrete / F Sign Ice Rink / Grass / G Sign Ice Rink (temporary) / .5 acres / F Path Multi -Use Sports Field / 40y x 60y (2) / G / 30y x 50y (1) / F / Fixed Wood / G / Fixed Wood / F / Metal / F / Med. Plastic (3) / F / Med. Metal / G f Flood (6) / F / Entry Sign / G / Entry Sign / P / 5' Concrete / G 8. STRENGTHS AND OPPORTUNITIES: Strengths: Sports fields, connection to greater park system, accessible play features. Opportunities: Connection to greater park system, trail connection, walking paths, shelter, drinking fountain, grills, bike rack. Soccer fields dominate the park with two full size fields. yfi An _ s �. .... _.. :_i' . • u, n . w .. � . w � r ,a:+F..� o- n. 3.'.�k. '+.uuit The play area is located in the center of the park. The basketball court sits just north of the play area. The warming house is in need of replacement or repair. PARKS, RECREATION & TRAILS PARK ASSESSMENT 1 279 APPENDIX B 1. SITE LOCATION: 4521 West 50th Street 2. GENERAL SITE DESCRIPTION: Size: 4.42 Acres Classification: Neighborhood Park UTLEY PARK Date completed: 10/28/2014 Utley Park is Edina's first dedicated park and named in honor of Harold Utley who served on the Edina City Council. Orig- inally, there were plans that would have made Utley Park a parking lot but several civic -minded residents joined together to turn it into a park. The park, with the meandering Minneha- ha Creek on the south boundary line is a canoe dock landing area for creek canoeists and was built in the early 1970s by Minnehaha Creek Watershed District funds. The tennis courts, the first Edina courts, were built in 1960 and rebuilt in 1966. They were resurfaced in 1977 and 1986. A pump house, an iron removal plant, and public restrooms are located in the Water Department building and are open for park use. Small groups of Boy Scouts and Girl Scouts use the fire pit in the park. The American Legion donated and dedicated the flag- pole on the corner of Wooddale and 50th Street in memory of servicemen lost during World War II. In addition a Veteran's 3. CONDITION: 5. OVERALL LAND USE: 280 1 CITY OF EDINA ■ Wetland Area ■ Wooded Area Open Space ■ Mowing Area ■ Parking Lot/Road ■ Buildings Recreational Area Other d raf Memorial is expected to be completed by Memorial Day 2015. The parking lot was constructed in 1986 with the Wooddale Park and 50th Street construction. The parking lot was paid for by St. Stephen's Church under an assessment plan and is used by the church for parking during church activities. 4. ACCESSIBILITY & IDENTITY: Park Access: Parking: 0 Public Road 0 Off Street ❑ Community Trail Access o On Street • Handicap • Public Transportation Identity: • Entry Signage • Informational Signage • Historic Elements/Markers ❑ Public Art/ Unique Features 6. RECREATIONAL LAND USE: ■ Playground Area ■ Tennis Court Basketball Court ■ Baseball/Softball Field ■ Ice Rink ■ Multi -Use Sports Field Flexible -Use Field Trails Shelters Other 7. AMENITIES AND CONDITION: Amenity / Description / G/F/P* Parking (2 ADA /46 stalls) / Asphalt / P Building / Restroom / F Structure / Gazebo / P Structure / Boat Launch / F T....n. s ('ours ICIII IIJ 4UUIl - ----- - / --- Asphalt (2} ------------- /- G Basketball Court / Asphalt / G Bench / Fixed Wood / G Picnic Table / Metal (4) / F Drinking Fountain / - / G Waste Receptacle / Med. Plastic (2) / G Lighting / Ornamental / G Amenity Lighting / / Flood / G Sign Sign Sign / / / Informational Informational (2) Entry Sign / / / F P G 8. STRENGTHS AND OPPORTUNITIES: Strengths: Along Minnehaha Creek, proximity to Wooddale Park, boat ramp, canoe/kayak rest area, public restrooms, open turf, Veteran's Memorial. Opportunities: Connection to greater park system, trail connection, updated boat ramp, other kayak features/conveniences. 9. PHOTOS The gazebo is surrounded by open -turf area. The building is located in the middle of the site. Basketball and tennis courts sit on the east portion of the site. Signs near Minnehaha Creek direct kayakers/canoers. PARKS, RECREATION & TRAILS PARK ASSESSMENT 281 F -Ala 7dk41:7k:4:1 1. SITE LOCATION: 4115 Grimes Avenue South 2. GENERAL SITE DESCRIPTION: Size: 14.94 Acres Classification: Community Park TiTJ 0 01 MOM] I FAIL k "Mi 10 Date completed: 10/28/2014 Weber Park is named after the first constable of the City of Morningside. The Morningside building was refurbished and reconstructed in 1980 under community development funds. Also at this time a playground and hard surface area were constructed. Just after that, the old section of the Morningside School building was de- molished, and a cooperative purchase agreement was made with the School District for buying the remaining property. The city resold the new portion of Morningside School and demolished the old portion which is now the open corner site on 44th Street and Grimes. The two ball field areas have been periodically regraded and reconstructed. The tennis courts were built in 1968 and resurfaced in 1978 and 1985. The fence between the church property and the park property on the north 3. CONDITION: Good (71%) d raf property line was requested by the church to try to curb vandalism and cars driving back and forth across the park and church property. The maintenance garage area of the Weber building houses the 42nd Street Players. 4. ACCESSIBILITY & IDENTITY: Park Access: Parking: 0 Public Road 0 Off Street o Community Trail Access o On Street 0 Handicap o Public Transportation Fair (27%) Identity: ■ Poor (2%) 40 Entry Signage o Informational Signage o Historic Elements/Markers o Public Art/ Unique Features 5. OVERALL LAND USE: 6. RECREATIONAL LAND USE: 282 1 CITY OF EDINA m Wetland Area ■ Wooded Area Open Space ® Mowing Area Parking Lot/Road Buildings Recreational Area Other ■ Playground Area ■Tennis Court ■ Basketball Court ■ Baseball/Softball Field ■ Ice Rink ■ Multi -Use Sports Field Flexible -Use Field Trails Shelters Other 7. AMENITIES AND CONDITION: Amenity / Description / G/F/P* Amenity Parking (2 ADA /35 stalls) / Asphalt / G Baseball Field Parking (0 ADA /16 stalls) / Asphalt / F Softball Field Building Play Area / / Meeting Space Gravel / G / G Multi -Use Sports Field Bench Play Equipment / Playground / G Bench Play Equipment / Swing Set / F Bench Play Equipment / Spring Chairs (3) / G Picnic Table Tennis Court / Tarmac (2) / F Drinking Fountain Basketball Court / Tarmac / G Waste Receptacle Hopscotch / Tarmac / G Waste Receptacle Foursquare / Tarmac / G Recycling Receptacle Ice Rink / Grass / F Lighting Ice Rink (temporary) / .9 acres / F Sign Path 1■■ ►4 C 1k., / (2) / G / 40y x 60y / Fixed Metal (7) / / G P G / Fixed Metal (1) / Fixed Wood / / F F / Metal / G G / Med. Plastic (3) / G / Med. Plastic (3) / F / Med. Metal / G / Flood (7) / G / Entry Sign / G / 6' Asphalt / F 8. Strengths and Opportunities - Strengths: Furthest NE park in Edina, pond nearby, baseball fields, open-space/turf available for easy reprogramming, adjacent to private school. Opportunities: Paths within park (especially closed circuit and near pond feature), trail connection to park, connection to greater park system, natural areas (turf reduction), play equipment upgrades. 9. PHOTOS Three baseball/softball fields sit in the SE quadrant of the park. The meeting space is located at the NW side of the park. The play area is in the SW corner of the site. Weber Park is one of a few parks that have hardscape play. PARKS, RECREATION & TRAILS PARK ASSESSMENT 1 283 RATIMMON1191 MID 1. SITE LOCATION: 4500 West 50th Street WOODDALE PARK 2. GENERAL SITE DESCRIPTION: Size: 4.20 Acres Classification: Neighborhood Park Date completed: 10/28/2014 Wooddale Park was constructed on the old Wooddale School site. Wooddale Park features a large playground equipment area for children from toddlers to mid junior high age kids. A soccer/softball field was constructed on the west side of the park, and several walking paths meander through the park. An area has been graded for a future hard surface court and a tot skating rink in the wintertime. The shelter building in the park was donated by the Rices in memory of their son, and a park bench and a tree were donated for Kris Johnson by school friends. The parking lot was built by the St. Stephen's Church under an assessment and is jointly used for church activities and park activities. 3. 'CONDITION: d raf, 4. ACCESSIBILITY & IDENTITY: 5. OVERALL LAND USE: 1% 284 1 CITY OF EDINA ■ Raised Round Planter (44) Raised Rectangular Planter (19) Raised Custom Planter (1) Park Access: a Public Road o Community Trail Access 8 Handicap a Public Transportation Identity: 0 Entry Signage o Informational Signage Historic Elements/Markers o Public Art/ Unique Features Parking: 0 Off Street o On Street 6. RECREATIONAL LAND USE: ■ Raised Round Planter (44) Raised Rectangular Planter (19) Raised Custom Planter (1) AN �. Good (69%) Fair (31%) ■ Poor (0%) 5. OVERALL LAND USE: 1% 284 1 CITY OF EDINA ■ Raised Round Planter (44) Raised Rectangular Planter (19) Raised Custom Planter (1) Park Access: a Public Road o Community Trail Access 8 Handicap a Public Transportation Identity: 0 Entry Signage o Informational Signage Historic Elements/Markers o Public Art/ Unique Features Parking: 0 Off Street o On Street 6. RECREATIONAL LAND USE: ■ Raised Round Planter (44) Raised Rectangular Planter (19) Raised Custom Planter (1) The east side of the site has a historic brick sign. •1 sa„^..aii rw q IR 1 IML A new shelter with a picnic table sit in the middle of the site. The west multi -use sports area also appears to have baseball. PARKS, RECREATION & TRAILS PARK ASSESSMENT 1 285 7. AMENITIES AND CONDITION: MI Amenity / Description / G/F/P* Amenity / D ri n Parking (1 ADA /34 stalls) / Asphalt / G Flexible Use Field / about .5 acres / F Structure / Pavilion / G Bench / Fixed Metal (4) / G Play Area / Gravel / G Bench / Fixed Metal / F Play Area / Gravel (2) / F Bench / Fixed Concr. (2) / G Play Equipment / Playground / G Bike Rack / 8 stalls / G Play Equipment / Playground / F Drinking Fountain / - / G Play Equipment / Swing Set / G Waste Receptacle / Med. Plastic (2) / G Play Equipment / Tire Swing / F Waste Receptacle / Med. Metal / G Play Equipment / Spring Chairs (2) / F Lighting / Ornamental (6) / G Play Equipment / Seesaw / G Lighting / Flood / G Play Equipment / Airplane / F Sign / Entry Sign / F Baseball Field / - / G Sign / Historic Marker / G Multi -Use Sports Field / 35y x 70y (2) / F Sign / / G Path / 9' Asphalt F / 8. Strengths and Opportunities: Strengths: Pathways within park, shelter, shared off-street parking, wooded edge, bike rack, drinking fountain, historic elements, connection to Williams Park and Utley Park. Opportunities: 9. PHOTOS The east side of the site has a historic brick sign. •1 sa„^..aii rw q IR 1 IML A new shelter with a picnic table sit in the middle of the site. The west multi -use sports area also appears to have baseball. PARKS, RECREATION & TRAILS PARK ASSESSMENT 1 285 1. SITE LOCATION: 5448 York Avenue South 2. GENERAL SITE DESCRIPTION: Size: 2.05 Acres Classification: Neighborhood Park YORK PARK Date completed: 10/28/2014 Most of York Park was acquired through tax forfeiture. The park was named for the street on which it is located. Minneha- ha Creek borders the playground on the west side of the park. West of the creek lies quite a stretch of low, wild land that the children play in and through to a great extent. The playground and the sliding hill are well utilized by the neighborhood. The playground equipment was installed in 1965 and has been partially removed and new equipment was installed. The skat- ing area was removed in the 70s due to lack of use. 3. CONDITION: 5. OVERALL LAND USE: 286 1 CITY OF EDINA ■ Wetland Area ■ Wooded Area Open Space ■ Mowing Area Parking Lot/Road Buildings Recreational Area Other d raf 4. ACCESSIBILITY & IDENTITY: Park Access: 0 Public Road o Community Trail Access • Handicap o Public Transportation Identity: • Entry Signage o Informational Signage o Historic Elements/Markers o Public Art/ Unique Features Parking: o Off Street • On Street 6. RECREATIONAL LAND USE: ■ Playground Area ■Tennis Court ■ Basketball Court ■ Baseball/Softball Field ■ Ice Rink ■ Multi -Use Sports Field Flexible -Use Field Trails Shelters Other 7. AMENITIES AND CONDITION: Amenity / Description / G/F/P* Amenity Play Area Play Equipment Play Equipment Play Equipment Play Equipment Baseball Field Bench Bench Drinking Fountain Waste Receptacle Lighting / Mulch / F / Playground / G / Swing Set / G / Climbing Net / G G F / Fixed Metal (2) / G / Fixed Plastic (2) / G F / Med. Plastic / F / Flood / G 8. STRENGTHS AND OPPORTUNITIES: Strengths: Along Minnehaha Creek, path from street to play area. Opportunities: Connection to greater park system, trail connection. 9. PHOTOS The play area is furnished with a wood swing set . There is only one light on site (flood) at the baseball field. Sign Sign dr8if/ De / Entry Sign / F Memorial —_ / -- G -- A memorial on site recognizes Timmy Nunn. PARKS, RECREATION & TRAILS PARK ASSESSMENT 1 287 draft d raf COMMUNITY PARKS APPENDIXCREEK VALLEY SCHOOL P)&af Date completed: 10/28/2014 1. SITE LOCATION: 6301 Gleason Road 2. GENERAL SITE DESCRIPTION: Size: 20.48 Acres (with what boundaries?) Classification: Community Park? Creek Valley School Park was the second park that was developed in conjunction with the Edina School District. The park was named for the street and school near which it is located. Creek Valley is a park basically developed into two areas: a football/baseball field in one location to the east and the winter skating facility located to the west along Gleason Road. The warming house was built in conjunction with the pump house and school storage building. Restrooms were installed in 1974. Used indoor boards with Plexiglas were installed in 1981. Upgrading of the Plexiglas occurs on the interior boards every year. This area constantly floods and generally has poor turf conditions. The flood of 1987 again destroyed all the turf. The playground equipment is all School District property. The tennis courts were built in 1969 and resurfaced in 1977, 1981, and 1987. 3. CONDITION: 1% 5. OVERALL LAND USE: 1% 290 1 CITY OF EDINA ■ Raised Round Planter (44) Raised Rectangular Planter (19) Raised Custom Planter (1) ■ Raised Round Planter (44) Raised Rectangular Planter (19) Raised Custom Planter (1) 4. ACCESSIBILITY & IDENTITY: Park Access: Public Road ❑ Community Trail Access Handicap Public Transportation Identity: • Entry Signage ❑ Informational Signage ❑ Historic Elements/Markers ❑ Public Art/ Unique Features Parking: 41 Off Street On Street 6. RECREATIONAL LAND USE: v ■ Raised Round Planter (44) Raised Rectangular Planter (19) Raised Custom Planter (1) 7. AMENITIES AND CONDITION: Amenity / Description / GIF/P* Amenity Parking (1 ADA / 21 stalls) / Asphalt / F Building / Warming House / P Tennis Court / Tarmac (2) / F Ice Rink / Grass / G Ice Rink (temporary) / .8 acres / F Flexible Use Field / .8 acres / F Sledding Hill / - / G Bench / Fixed Wood / G Picnic Table / Metal / G Waste Receptacle / Med. Plastic / G Lighting / Flood (7) / G Lighting Sign Path MI f D ri n / Flood / F / Entry Sign / G / Asphalt 10' / G 8. STRENGTHS AND OPPORTUNITIES: Strengths: Collaboration with district, proximity to Nine Mile Creek, proximity to Edina High School, off-street parking, open -space, multi -use sports fields (current use is Lacrosse) depending on park boundary. Opportunities: Trails connections to the park (especially Nine Mile Creek), connection to greater park system, natural areas (turf reduction), stor water management, community gardens, ecological learning/play, outdoor classrooms. 9. PHOTOS Entry sign sits at the SW corner of the site. PARKS, RECREATION & TRAILS PARK ASSESSMENT 1 291 An ice rink sits on the far west side of the site. A pathway connects the parking lot to the warming house. d raf 71f f. " A service driveway leads to a water tower on site. k The warming house is accessible to the public, but there are not any restrooms inside. 292 1 CITY OF EDINA PARKS & RECREATION PARK ASSESSMENT 1 293 APPENDIX B 1. SITE LOCATION: 4400 Parklawn Avenue FRED RICHARDS 2. GENERAL SITE DESCRIPTION: Size: 43.50 Acres Classification: Community Park Date completed: 10/28/2014 Fred Richards is currently undergoing a masterplan for the redesign and redevelopment of an old golf course. The total area of the park includes an adjacent undeveloped park property to the north (Lake Edina) and the old golf course propoerty. The park is defined as a community park based off of size, but it is subject to change. 3. CONDITION: 5. OVERALL LAND USE: 294 1 CITY OF EDINA d raf 4. ACCESSIBILITY & IDENTITY: 6. RECREATIONAL LAND USE: 7. AMENITIES AND CONDITION: 8. STRENGTHS AND OPPORTUNITIES: Strengths: Opportunities: Possible reuse of the old clubhouse. 9. PHOTOS 'Lre-- �' i- I ink I xxx xxx PARKS, RECREATION & TRAILS PARK ASSESSMENT 1 295 APPENDIX B 1. SITE LOCATION: 5520 Hansen Road 2. GENERAL SITE DESCRIPTION: Size: 29.13 Acres Classification: Community Park GARDEN PARK Date completed: 10/28/2014 Garden Park is a 29 -acre park conveniently located on the corner of Vernon Avenue and Hansen Road in northwest Edina. This large park is the center for many soccer, baseball and softball games in the summer. There are two full-sized soccer fields, one full-sized baseball field and one softball field. Garden Park also features two tennis courts and playground equipment. The park has a brand new restroom facility near the baseball field. The park has been adopted by the "Friends of Garden Park," who periodically clean up the area and plant and care for flowers. 3. CONDITION: 5. OVERALL LAND USE: 296 1 CITY OF EDINA ■ Wetland Area ■ Wooded Area Open Space ■ Mowing Area ■ Parking Lot/Road ■ Buildings Recreational Area Other d raf 4. ACCESSIBILITY & IDENTITY: Park Access: Parking: 0 Public Road 0 Off Street o Community Trail Access o On Street Handicap Public Transportation Identity: • Entry Signage o Informational Signage o Historic Elements/Markers o Public Art/ Unique Features 6. RECREATIONAL LAND USE: ■ Playground Area ■ Tennis Court ■ Basketball Court ■ Baseball/Softball Field ■ Ice Rink ■ Multi -Use Sports Field Flexible -Use Field Trails Shelters Other Entry sign sits at the west -central side of the park. The restroom block is in the middle of the site. K. The play area sits at the NW corner near the pond. Paths connect all amenities and create a circuit of trails. PARKS, RECREATION & TRAILS PARK ASSESSMENT 1 297 P IX 7. AMENITIES AND CONDITION: f Amenity / Description / G/F/P* Amenity / D ri Parking (4/169 ADA stalls) / Asphalt / G Bench / Fixed Metal (11) / G Building / Restroom Block / G Picnic Table / Metal (2) / G Play Area / Gravel (2) / G Waste Receptacle / Med. Plastic (6) / G Play Equipment > Playground / G Waste Receptacle / Sm. Plastic (2) / F Play Equipment / Swing Set / G Waste Receptacle / Sm. Plastic / G Play Equipment Spring Chairs (3) G Waste Receptacle / Med. Concrete / F Tennis Court / Asphalt (2) / G Recycling Receptacle / Lg. Metal (2) 0 G Baseball Field / 90' / G Recycling Receptacle / Med. Metal (6) / G Softball Field / - / G Sign / Entry Sign / F Multi -Use Sports Field / 35y x50y (4) / G Path / 10' Asphalt / F Bench / Fixed Wood (5) / G Path / 10' Concrete / G 8. STRENGTHS AND OPPORTUNITIES: Strengths: Paths within the park, wooded/natural area, near pond, amenities in good condition. Opportunities: Trails connections to the park, connection to greater park system, lighting, natural areas (turf reduction), stormwater solutions. 9. PHOTOS Entry sign sits at the west -central side of the park. The restroom block is in the middle of the site. K. The play area sits at the NW corner near the pond. Paths connect all amenities and create a circuit of trails. PARKS, RECREATION & TRAILS PARK ASSESSMENT 1 297 The tennis courts are in the NW portion of the site. The multi -use sports field is currently being used for soccer. 298 1 CITY OF EDINA The baseball field is the full 90' for regulation adult leagues. An open -space sits between the parking lot and baseball field. ►o PARKS & RECREATION PARK ASSESSMENT 1 299 APPENDIX B 1. SITE LOCATION: 5200 Doncaster Way HIGHLANDS PARK 2. GENERAL SITE DESCRIPTION: Size: 42.80 Acres Classification: Community Park Date completed: 10/28/2014 Highlands Park was the first park totally completed with fields and landscaping in 1960. The park shelter building was installed in 1974. The skating rink was installed in 1984 with a modification of the general skating rink from the lake to a dry land flooded area. The hockey rink is the first rink to have a stabilizing material under the fill because of the soil condi- tions. New playground equipment was installed in 1984 and replaced again in 1997. Also in 1984, the softball field at the south end of the park was modified, the large baseball field was eliminated and a rmulti-use sports field was placed in it's location. The tennis courts were constructed in 1963 and resurfaced in 1977 and 1985. 3. CONDITION: �p Good (84%) r * `a Fair (13%) �a ® Poor (3%) `. 5. OVERALL LAND USE: 300 1 CITY OF EDINA ■ Wetland Area ■ Wooded Area Open Space ■ Mowing Area Parking Lot/Road ■ Buildings Recreational Area Other d raf 4. ACCESSIBILITY & IDENTITY: Park Access: 0 Public Road o Community Trail Access • Handicap o Public Transportation Identity: • Entry Signage o Informational Signage o Historic Elements/Markers ❑ Public Art/ Unique Features Parking: Off Street o On Str 6. RECREATIONAL LAND USE: ■ Playground Area ■ Tennis Court Basketball Court ■ Baseball/Softball Field ■ Ice Rink ■ Multi -Use Sports Field Flexible -Use Field Trails Shelters Other Strengths: Trail, Highlands Lake, wildlife area, sizable park. Opportunities: Trails connections and trails within the park, connection to greater park system, flexible use green space. 9. PHOTOS The storage building is in good condition. The playground is ADA accessible and connected by pathway. PELI IX 7. AMENITIES AND CONDITION: � Amenity I Description / G/F/P* Amenity / 19/Fj Parking (2ADA / 48 stalls) / Asphalt / G Bench / -Dar Fixed Metal / G Building / Storage / G Bench / Fixed Metal / F Building / Warming House / P Bench / Fixed Wood / G Play Area / Gravel (2) / G Picnic Table / Metal / F Play Equipment / Playground / G Trash Receptacle / Med. Plastic (4) / G Play Equipment / Spring Chairs (2) / G Recycling Receptacle / Lg. Metal (2) / G Play Equipment / Swing Set / G Recycling Receptacle / Med. Metal / G Tennis Court / Tarmac (2) / G Lighting / Flood (3) / G Ice Rink / Grass / F Sign / Entry Sign / F Softball Field / / G Sign / Entry Sign / G Multi -Use Sports Field / 50'x80' (3) / G Path / Asphalt 8' / G 8. STRENGTHS AND OPPORTUNITIES: Strengths: Trail, Highlands Lake, wildlife area, sizable park. Opportunities: Trails connections and trails within the park, connection to greater park system, flexible use green space. 9. PHOTOS The storage building is in good condition. A softball field is located in the SW corner of the park. The ice rink is in fair condition with some wear and tear. PARKS, RECREATION & TRAILS PARK ASSESSMENT 301 The playground is ADA accessible and connected by pathway. A softball field is located in the SW corner of the park. The ice rink is in fair condition with some wear and tear. PARKS, RECREATION & TRAILS PARK ASSESSMENT 301 APPENDIX B LEWIS PARK d f ra Date completed. 10/28/2014 1. SITE LOCATION: 7300 Cahill Road 2. GENERAL SITE DESCRIPTION: Size: 30.68 Acres Classification: Community Park Lewis Park was named in honor of William Wardell Lewis. Mr. Lewis was elected to the Park Board in 1948 served until 1973. Lewis Park contains two large soccer field areas. One was reconstructed after the flooding in 1987. The major soccer/football area is in the center of the park with lights, and a soccer field and an ice rink with lights are in the east portion of the park. The park is automatically irrigated except the area of the ice rink. The hockey rink was reconstructed in 1987 with a material placed 12" under the surface of the ground to stabilize the poor soil conditions. The park now has an asphalt surface on the hockey rink to make flooding easier. The build- ing was constructed in 1979. The west end of the park was scheduled to be a large softball field, but because of demand for more soccer fields, it was converted to a soccer practice and game area. The playground equipment was constructed in 1978, and the tennis courts were constructed in 1987. 3. CONDITION: 5. OVERALL LAND USE: 302 1 CITY OF EDINA ■ Wetland Area ■ Wooded Area Open Space ® Mowing Area Parking Lot/Road Buildings Recreational Area Other 4. ACCESSIBILITY & IDENTITY: Park Access: Parking • Public Road • Off S1 o Community Trail Access ❑ On Si • Handicap • Public Transportation Identity: • Entry Signage ❑ Informational Signage • Historic Elements/Markers ❑ Public Art/ Unique Features 6. RECREATIONAL LAND USE: ■ Playground Area ■Tennis Court __ Basketball Court ■ Baseball/Softball Field ■ Ice Rink ■ Multi -Use Sports Field Flexible -Use Field Trails Shelters Other I klikm x Paths circulate around the soccer fields and connect amenities The fields are in good condition and have athletic flood lights. The tennis courts at the south are separated. A bridge and path connect to the tennis court and south parking. PARKS, RECREATION & TRAILS PARK ASSESSMENT 1 303 P IX 7. AMENITIES AND CONDITION: &1 � Amenity / Description / G/F/P* Amenity / Det' / Parking (2 ADA /84 stalls) > Asphalt / F Ice Rink / Asphalt / F Parking (1 ADA/37 stalls) / Asphalt / G Multi -Use Sports Field / 70y x 120y (3) / G Building / Meeting Space / P Bench / Fixed Wood / G Structure / Bridge / G Bench / Fixed Wood / P Play Area / Gravel / G Bike Rack / (4 stalls) / G --Play Equipment -- -V Playground (2) / G Waste Receptacle Med. Plastic (6) G Play Equipment / Swing Set / G Waste Receptacle / Med. Plastic / F Play Equipment / Balance Beam / F Recycle Receptacle / Med. Metal (6) / G Play Equipment / See Saw / G Lighting / Flood (17) / G Play Equipment / Spring Chairs (3) / G Sign / Entry / F Tennis Court / Tarmac (2) / G Sign / Entry / G Path / Asphalt 8' / G 8. STRENGTHS AND OPPORTUNITIES: Strengths: Multi -use sports fields (currently used for football and soccer), wetland area, paths within park, concessions. Opportunities: Connection to greater park system, trail connection, picnic shelters, picnic tables, drinking fountains. 9. PHOTOS I klikm x Paths circulate around the soccer fields and connect amenities The fields are in good condition and have athletic flood lights. The tennis courts at the south are separated. A bridge and path connect to the tennis court and south parking. PARKS, RECREATION & TRAILS PARK ASSESSMENT 1 303 APPENDIX B d f I }{`g PAMELA PARK ra Date completed: 10/28/2014 1. SITE LOCATION: 4303 West 58th Street 2. GENERAL SITE DESCRIPTION: Size: 64.93 Acres Classification: Community Park Pamela Park was originally mostly swamp land, but with thousands of yards of fill material it is now utilized as a recreation area. The park was refilled and regraded in 1986 and 1987. One baseball field was removed to make more open space for football and soccer. The shelter building was built in 1970 in conjunction with a city well and pump house. Also at this time the skating facility was moved from the south end of the park to the north end of the park. The parking lot on the south has a tremendous amount of soil problems. An automatic irrigation system was installed on two major soccer/ football fields. Playground equipment was installed in 1975. Tennis courts were built in 1966 and resurfaced in 1977 and 1985. A Master Plan of Pame- la Park was completed in 2009, which was updated in 2013. The site plan includes: renovation of the north field to a sand peat field including drain the and irrigation, re -grading grass field to provide a practice field, renovating senior lighted field to an artificial turf field, adding paved trails around park, expanding parking lots on north, west and south sides of the park, and top dress the existing environmental trail on the east side of the park. 3. CONDITION: 5. OVERALL LAND USE: 304 1 CITY OF EDINA ■ Wetland Area ■ Wooded Area Open Space ® Mowing Area Parking Lot/Road Buildings Recreational Area Other 4. ACCESSIBILITY & IDENTITY: Park Access: Parking: 0 Public Road 0 Off Street Community Trail Access ❑ On Street Handicap ❑ Public Transportation Identity: • Entry Signage ❑ Informational Signage ❑ Historic Elements/Markers • Public Art/ Unique Features 6. RECREATIONAL LAND USE: ■ Playground Area ■Tennis Court Basketball Court ■ Baseball/Softball Field ■ Ice Rink ■ Multi -Use Sports Field Flexible -Use Field Trails Shelters Other 8. STRENGTHS AND OPPORTUNITIES: Strengths: Lake Pamela, many entry points, ample parking, large plot, synthetic turf fields (in construction). Opportunities: Connection to greater park system, trail connections, more bike racks, paths within park (connecting everything - ADA accessibil- ity), dock or access to Lake Pamela. PARKS, RECREATION & TRAILS PARK ASSESSMENT 1 305 P iX 1 7. AMENITIES AND CONDITION: Amenity / Description / G/F/P* Amenity / De ' t' / /F/ Parking (# ADA /### stalls) / Asphalt / G Multi -Use Sports Field / 40v x 60y (2) / G Parking (# ADA /### stalls) / Asphalt / G Multi -Use Sports Field / 80y x 120y / G Parking (1 ADA /16 stalls) / Asphalt / F Bench / Fixed Metal (10) / G Parking (3 ADA /61 stalls) / Asphalt / --------- ---- G Bench / Fixed Wood (3) / G Building / Warming House / F Bench / Fixed Wood / F Building / Meeting Space / G Picnic Table / Metal (4) / G Structure / Umbrella / G Bike Rack / Metal / G Play Area / Mulch / G Drinking Fountain / (1) / G Play Area / Sand / G Drinking Fountain / (1) / F Play Equipment / Playground (2) / G Waste Receptacle / Med. Plastic (5) / G Play Equipment / Swing Set (2) / G Waste Receptacle / Med. Plastic / F Play Equipment / Tire Swing / G Waste Receptacle / Med. Concrete / F Play Equipment / Spring Chair (2) / G Recycling Receptacle / Med. Metal (8) / G Tennis Court / Tarmac (2) / G Lighting / Flood (8) / G Ice Rink / Grass / G Sign / Entry Sign / G Ice Rink (temporary) / / N/A Path / Asphalt (2) / G Softball Field / (3) / G Path / Asphalt / F Batting Cage / (2) / F Path / Concrete / G 8. STRENGTHS AND OPPORTUNITIES: Strengths: Lake Pamela, many entry points, ample parking, large plot, synthetic turf fields (in construction). Opportunities: Connection to greater park system, trail connections, more bike racks, paths within park (connecting everything - ADA accessibil- ity), dock or access to Lake Pamela. PARKS, RECREATION & TRAILS PARK ASSESSMENT 1 305 Under construction are two artificial turf soccer fields. A play area sits on site with concrete edging and mulch. This building serves primarily as a warming house. This small umbrella structure is the only shelter on site. 306 1 CITY OF EDINA d rafI The softball fields sit on the NE part of the site. The tennis courts are isolated in a wooded area in the NE. This is the only sidewalk in the park. There are four parking lots at Pamela Park. There is only one bike rack at the center of the park. The multi -use fields are primarily used for soccer and football. �' a ► 1 i. Igo The lot to the west has parking stripes. There is only one entry sign at the NW portion of the site. There are six athletic field lights throughout the fields. PARKS & RECREATION PARK ASSESSMENT 1 307 APPENDIX B (Ce T. LEA TODD PARK Date completed: 10/28/2014 1. SITE LOCATION: 4429 Vandervork Avenue South 2. GENERAL SITE DESCRIPTION: Size: 36.55 Acres Classification: Community Park This park was formerly named Division and Rutledge Park. It was later renamed in honor of T. Lea Todd, who was the Pres- ident of the Village Council from 1944 to 1945. A hard surface area, new playground equipment, and a hockey rink with a portable warming house were constructed in 1968. A new sun shelter was installed in 1978. The hockey rink was discontin- ued in 1983. The new playground equipment was installed in 1985 and replaced in 1997. The tennis courts were built in 1974 and resurfaced in 1986. 3. CONDITION: A Good (79%) Fair (18%) ■ Poor (3%) 5. OVERALL LAND USE: 308 1 CITY OF EDINA ■ Wetland Area ■ Wooded Area Open Space ■ Mowing Area ■ Parking Lot/Road ■ Buildings Recreational Area Other d raf 4. ACCESSIBILITY & IDENTITY: Park Access: Parking: 0 Public Road o Off Street o Community Trail Access • On Street 0 Handicap o Public Transportation Identity: • Entry Signage o Informational Signage o Historic Elements/Markers o Public Art/ Unique Features 6. RECREATIONAL LAND USE: ■ Playground Area ■Tennis Court ® Basketball Court ■ Baseball/Softball Field ■ Ice Rink ■ Multi -Use Sports Field Flexible -Use Field Trails Shelters Other 7. AMENITIES AND CONDITION: Amenity / Description -- /--G/F/P* Amenity / D ri n / /F/ Building / Meeting Space / G Bench / Fixed Wood / P Play Area / Gravel (2) / G Bench / Fixed Metal / G Play Equipment / Swing Set / G Picnic Table / Metal (2) / G Play Equipment / (4) / G Drinking Fountain / - / F Tennis Court / Tarmac (2) / G Waste Receptacle / Med. Plastic (2) / G Basketball Court / Tarmac / F Waste Receptacle / Med. Plastic / F Softball Field / - / G Waste Receptacle / Med. Concrete / F Ice Rink (temporary) Lighting / Flood (2) / G Flexible Use Field / about 1.3 acres F Sign / Entry Sign (2) / G Bench / Fixed Wood (6) / G Path / 10' Asphalt / G Bench / Fixed Wood / F 8. STRENGTHS AND OPPORTUNITIES: Strengths: Paths within park (closed circuit and connecting all amenities), two major entries, proximity to Meadowbrook Lake, mature tree cover, nice entry signage, ice rink. Opportunities: Walking path ambiance, natural area (turf reduction), grills, more benches, recycling, environmental learning / play, updated basketball court, off-street parking. 9. PHOTOS The meeting space is located on the East side of the park. A meandering path circulates through the park. There are two main entrances with signs in the SW and NE. The basketball court in the SW corner needs improvements. PARKS, RECREATION & TRAILS PARK ASSESSMENT 1 309 APPENDIX B 4' WALNUT RIDGE PAR,< d raf Date completed: 10/28/2014 1. SITE LOCATION: 5801 Londonderry Road 2. GENERAL SITE DESCRIPTION: Size: 44.24 Acres Classification: Community Park Walnut Ridge Park was named for the street on which it is lo- cated. Because of its poor soil conditions, Walnut Ridge Park was filled through a period of many years during the 1960s. It was regraded and an additional three feet of fill was hauled in because large concrete pieces that are slowly surfacing from the heaving of the frost in the wintertime. In the late 1970s a walking path was built around the park. At that time a playground area was installed; new equipment was installed in 1983. A sun shelter was installed in the mid 70s, and the hockey rink with lights was built in 1987. The tennis courts were built in 1974 and resurfaced in 1986. 3. CONDITION: 4. ACCESSIBILITY & IDENTITY: 5. OVERALL LAND USE: 310 1 CITY OF EDINA ■ Wetland Area ■ Wooded Area Open Space ■ Mowing Area IN Parking Lot/Road a Buildings Recreational Area Other rk Access: Public Road Community Trail Access Handicap Public Transportation ntity: Entry Signage Informational Signage Historic Elements/Markers Public Art / Unique Features Parking: 0 Off Street o On Street 6. RECREATIONAL LAND USE: ■ Playground Area ■ Tennis Court Basketball Court ■ Baseball/Softball Field ■ Ice Rink ■ Multi -Use Sports Field Flexible -Use Field Trails Shelters Other 7. AMENITIES AND CONDITION: Amenity / Description / G/F/P* Amenity Parking (1 ADA/20 stalls) / Asphalt / G Bench Building / Meeting Space / G Picnic Table Structure / Bridge / G Waste Receptacle Play Area / Gravel (2) / G Lighting Play Equipment / Playground / G Sign Play Equipment / Swing Set / G Path Play Equipment / Spring Chairs (3) / G Tennis Court / Tarmac (2) / G Ice Rink / Grass / G Multi -Use Sports Field / 60y x 110y / G Flexible Use Field / about 2.4 acres / F af/ De t' / / Fixed Wood (2) / G / Metal / G / Med. Plastic (4) / G / Flood Light (2) / F / Entry Sign (2) / G / 9' Asphalt / G 8. STRENGTHS AND OPPORTUNITIES: Strengths: Nice amenities (in good condition), circulating pathways (option to be recreational), information center, large size, open turf for field athletics, proximity to Nine Mile Creek. Opportunities: Connection to greater park system, trail connection, on-site stormwater management, picnic area, including shelter, grills, picnic tables, drinking fountains, etc. 9. PHOTOS IFVY t The meeting space sits next to the ice rink. Sports fields takes up much of the park with a path circulating. The play area sits at the north side of the park. The ice rink is in the NW portion of the site. PARKS, RECREATION & TRAILS PARK ASSESSMENT 1 311 draft SPECIAL USE PARKS APPENDIX B �r A R ACRES PAR ra Date completed: 10/28/2014 1. SITE LOCATION: 4711 West 70th Street 2. GENERAL SITE DESCRIPTION: Size: 15.00 Acres Classification: Special Use Park (Edina Historical Museum, Formal Gardens) Arneson Acres was donated to Edina by Morten and Kather- ine Arneson. The donation of Arneson Acres Park property in 1969 helped further the development of horticulture in the city park system. In 1986 the Edina Historical Museum was relocated to the upper floor of the Arneson Acres home. In 1987 a long range master plan of Arneson Acres was drawn and paid for by the Garden Council. 3. CONDITION: 5. OVERALL LAND USE: 1% 314 1 CITY OF EDINA Good (61%) Fair (33%) ■ Poor (6%) ■ Raised Round Planter (44) Raised Rectangular Planter (19) Raised Custom Planter (1) 4. ACCESSIBILITY & IDENTITY: Park Access: • Public Road ❑ Community Trail Access • Handicap ❑ Public Transportation Identity: • Entry Signage • Informational Signage • Historic Elements/Markers • Public Art/ Unique Features Parking: • Off Street o On Street 6. RECREATIONAL LAND USE: 1% ■ Raised Round Planter (44) Raised Rectangular Planter (19) Raised Custom Planter (1) There are benches and other seating elements in the gardens. These gardens are maintenance heavy, but unique. The gazebo provides an aesthetic and a practical space. The city allows for private events on site with a permit. PARKS, RECREATION & TRAILS PARK ASSESSMENT 1 315 7. AMENITIES AND CONDITION: aIxf Amenity / Description / G/F/P* Amenity / De Parking (2 ADA /29 stalls) / Asphalt / F Picnic Table / Metal (3) / G Parking (1 ADA /35 stalls) / Asphalt / F Waste Receptacle / Med. Plastic (5) / G Structure / Maintenance / F Recycling Receptacle / Med. Plastic (2) / G Structure / Greenhouse / F Lighting / Flood (2) / G Structure / Museum / F Lighting / Ornamental / G Structure / Gazebo / G Sign / Entry Sign / F Bench / Fixed Wood / G Path / 4' Concrete / G Bench / Fixed Wood (4) / F Path / 6' Concrete / G Bench / Fixed Wood (2) / P Patio / 450' sq, pavers / G Bench / Fixed Concrete / F Fountain / 13' radius / G Picnic Table / Stone / G 8. STRENGTHS AND OPPORTUNITIES: Strengths: Unique formal garden, gazebo, event space, museum, ample parking Opportunities: 9. PHOTOS There are benches and other seating elements in the gardens. These gardens are maintenance heavy, but unique. The gazebo provides an aesthetic and a practical space. The city allows for private events on site with a permit. PARKS, RECREATION & TRAILS PARK ASSESSMENT 1 315 APPENDIX B Stairs, and a ramp lead up to the second floor museum. The lower portion of the building is used for social events. A small patio and picnic area are directly back of the event space. MM Parking is available in two different lots. 316 1 CITY OF EDINA d raf A grand fountain sits in the middle of the formal gardens. 4' wide sidewalks lead from the parking lot to the gazebo. 4. '� �,F,; p��, y ��.w%. Besides the formal gardens, the rest of the site is open turf and wooded areas. The entry sign displays the site's points of interest and the museum hours. PARKS & RECREATION PARK ASSESSMENT 1 317 APPENDIX B e BRAEMAR P J ' ' Date completed: 10/28/2014 1. SITE LOCATION: Address 2. GENERAL SITE DESCRIPTION: Size: # Acres Classification:... 3. CONDITION: 1 5. OVERALL LAND USE: 1% 318 1 CITY OF EDINA N Raised Round Planter (44) Raised Rectangular Planter (19) Raised Custom Planter (1) ■ Raised Round Planter (44) Raised Rectangular Planter (19) Raised Custom Planter (1) d raf 4. ACCESSIBILITY & IDENTITY: Park Access: Parking: 0 Public Road • Off Street 0 Community Trail Access • On Street 0 Handicap • Public Transportation Identity: • Entry Signage • Informational Signage • Historic Elements/Markers • Public Art/ Unique Features 6. RECREATIONAL LAND USE: v 30% ■ Raised Round Planter (44) Raised Rectangular Planter (19) Raised Custom Planter (1) 7. AMENITIES AND CONDITION: Amenity / Description / GIF/P* Amenity PLULIX / De ' t' / /F/ Parking (# ADA /# stalls) / / Bench Structure / / Picnic Table Play Area / / Bike Rack Play Equipment / / Drinking Fountain Play Equipment / / Charcoal Grill Tennis Court / / Receptacle / / Basketball Court / / Receptacle Ice Rink / / Lighting Baseball Field / / Lighting Softball Field / / Sign / Entry Sign / Multi -Use Sports Field 8. STRENGTHS AND OPPORTUNITIES: Strengths: Opportunities: 9. PHOTOS W0 xxx PARKS, RECREATION & TRAILS PARK ASSESSMENT ( 319 APPENDIX B 1. SITE LOCATION: 5901 Olinger Boulevard BREDESEN PARK Date completed: 10/28/2014 2. GENERAL SITE DESCRIPTION: Size: 206.00 Acres Classification: Special Use Park (Natural Area Re- serve) The history of the park began in the early 1960s when the development of a large nature center in Edina was consid- ered. Bredesen Park was officially dedicated in 1985. There are three trails at Bredesen Park. A two-mile bicycle trail and pedestrian trail on the park's perimeter and a one -mile nature trail meanders through the woods on the interior of the park. The bicycle and walking trails are asphalt and the nature trail on the interior is slate rock. A parking lot and comfort station are located at the park entrance off Olinger Boulevard. 3. CONDITION: 5. OVERALL LAND USE: 320 1 CITY OF EDINA d raf 4. ACCESSIBILITY & IDENTITY: ■ Raised Round Planter (44) Raised Rectangular Planter (19) Raised Custom Planter (1) 6. RECREATIONAL LAND USE: 1% ■ Raised Round Planter (44) Raised Rectangular Planter (19) Raised Custom Planter (1) Park Access: Parking: 0 Public Road 0 Off Street o Community Trail Access o On Street 0 Handicap Good (67%) 0 Public Transportation Fair (33%) Identity: ■ Poor (0%) 0 Entry Signage o Informational Signage o Historic Elements/Markers • Public Art/ Unique Features ■ Raised Round Planter (44) Raised Rectangular Planter (19) Raised Custom Planter (1) 6. RECREATIONAL LAND USE: 1% ■ Raised Round Planter (44) Raised Rectangular Planter (19) Raised Custom Planter (1) 7. AMENITIES AND CONDITION: Amenity / Description / G/F/P* Parking (2/44 ADA stalls) / Asphalt / G Building / Restroom / F Bicycle Rack / (# stalls) / G Drinking Fountain / - / F Sign / Informational (2) / G Sidewalk ---- / - - 8 - - / - G --- 8. STRENGTHS AND OPPORTUNITIES: Strengths: Natural trails, walking paths, biking path, wildlife, restrooms/drinking fountains, marsh area. IL70, ra n,, ..j Opportunities: Snowshoeing, Nordic skiing, natural play area, connection to Nine Mile Creek, learning center, connection to surrounding park system, trails connection. tr '1* • Nature trails loop through the nature reserve Restrooms on site are located near the front entry. Entry into the nature preserve Signage at the entrance shows visitors trail options. PARKS, RECREATION & TRAILS PARK ASSESSMENT 1 321 =`' CENTENNIAL LAKES PARd L( .,, �l Date completed: 10/28/2014 1. SITE LOCATION: 7499 France Avenue South 2. GENERAL SITE DESCRIPTION: Size: 24.00 Acres (9.5 -acres lake) Classification: Special Use Park With a 24 -acre park and pond, Centennial Lakes Park offers the ultimate urban escape. The park features more than 1.5 miles of paved pathways meandering around a 10 -acre lake interspersed with beautifully land- scaped grounds, formal and informal seating areas, swinging benches and fountains. The park also hosts a variety of cultural performances in a 1,000 -seat lakeside amphitheater. Visitors can rent the Hughes Pavilion for banquet space for weddings, business meetings and social events. In the winter months, Centennial Lakes Park offers one of the Twin Cities' finest outdoor skating venues. Visitors can skate across 10 acres of carefully maintained ice or take a spin on one of the park's Norwegian ice sleds. Afterwards, guests can relax by one of the Hughes Pavilion's gas fireplace while sipping a cup of hot chocolate from the concession stand. 3. CONDITION: 1% 30% 5. OVERALL LAND USE: 1% 322 1 CITY OF EDINA ■ Raised Round Planter (44) Raised Rectangular Planter (19) Raised Custom Planter (1) ■ Raised Round Planter (44) Raised Rectangular Planter (19) Raised Custom Planter (1) 4. ACCESSIBILITY & IDENTITY: Park Access: Parking: • Public Road • Off Street • Community Trail Access • On Street • Handicap • Public Transportation Identity: • Entry Signage • Informational Signage • Historic Elements/Markers • Public Art/ Unique Features 6. RECREATIONAL LAND USE: 1% ■ Raised Round Planter (44) Raised Rectangular Planter (19) Raised Custom Planter (1) 7. AMENITIES AND CONDITION: Amenity / Description / G/F/P* Amenity Parking (#/### ADA stalls) / / Building / Centrum Building / G Building / Rental / G Building / Storage / G Bridge / Wood (2) / G Bridge / Metal (2) / G Bridge / Concrete / G Dock / Boating Dock / G Amphitheater Tennis Court / / Ice Rink (temporary) / (on lake) / - Lawn Games Mini golf / 18 -hole / G Bench Picnic Table Bike Rack Drinking Fountain Charcoal Grill Chess Table Receptacle / Trash ( / Receptacle / Recycling ( / Lighting / Ornamental () / Lighting / Flood Q / Sign Sign 8. STRENGTHS AND OPPORTUNITIES: Strengths: Surrounding Centennial Lake (9.5 acres), around built infrastructure (shops, offices, restaurants, etc), very accessible, seasonal amenities, pedestrian scaled lighting, speakers, sprinklers, amphitheater, public art, good signage, movable seating, fireplace, accessibility. Opportunities: PARKS & RECREATION PARK ASSESSMENT 1 323 APPENDIX B The park is mostly linear with a N/S orientation. The park is continuous and traffic is bridged over the park. The views in the park range from natural areas to urban oasis. 4 The amphitheater on site allows for the park to host events. 324 1 CITY OF EDINA d raf This beautiful building is park offices and visitor rentals. ADA accessible paths are consistent throughout. —,-•�w;-~�r Al iy fi The park has more naturalized trails for a different experience. Public art is scattered throughout the park. There are many bridges that cross the narrow lake. ----4 Wayfinding signage is placed all over this 24 -acre park. Movable seating makes the space feel more social. Croquet and other yard games are played here. There is a strong connection to the lake throughout the park. PARKS & RECREATION PARK ASSESSMENT 1 325 ►9 1. SITE LOCATION: 4701 West 64th Street EDINA ART CENTER d raf 2. GENERAL SITE DESCRIPTION: Size: 2.2 Acres Classification: Special Use Date completed: 10/28/2014 Since 1977 The Edina Art Center has provided the community with a place to enjoy art and a chance to learn how to create it. The Edina Art Center hosts classes for all ages and expe- rience levels. Programs include painting, pottery, and ceram- ics, media arts, children's classes and summer camps. The center is located off of Rosland Park and visitors can access it by trails or by car. 3. CONDITION: 5. OVERALL LAND USE: 326 1 CITY OF EDINA 4. ACCESSIBILITY & IDENTITY: 6. RECREATIONAL LAND USE: Park Access: Parking: • Public Road • Off Street • Community Trail Access ❑ On Street • Handicap Good (50%) o Public Transportation Fair (42%) Identity: ■ Poor (8%) • Entry Signage • Informational Signage o Historic Elements/Markers • Public Art / Unique Features 6. RECREATIONAL LAND USE: 7. AMENITIES AND CONDITION: Amenity / Description / G/F/P* Parking (2 ADA stalls) f Asphalt f P Structure / Info Center / G Picnic Table / Metal / F Waste Receptacle / Lg. Metal / F Waste Receptacle / Med. Plastic / G Recycling Receptacle Lighting / / Med. Metal Flood (2) / / G G Sign Sign / / Entry Sign Information (3) / / G F 8. STRENGTHS AND OPPORTUNITIES: Strengths: Connection to Rosland Park, near Lake Cornelia, visible from Highway 62/Crosstown, regular users. Opportunities: Expansion or relocation, reprogramming possibilities. 9 Photos There are informational signs in addition to the main entry sign The parking lot is in poor condition and needs major repairs. Kilns and other equipment are located behind the building PARKS, RECREATION & TRAILS PARK ASSESSMENT 1 327 APPENDIX B �w EDINA PROMENADE d f ra 1 ' Date completed: 10/28/2014 1. SITE LOCATION: The promenade is considered a part of Centennial Lakes 2. GENERAL SITE DESCRIPTION: Size: - Classification: Special Use Park (Prom- enade) The Edina Promenade, located in the heart of the greater Southdale area near Centen- nial Lakes, is an 80 -foot wide greenway that connects the region's various retail, residential and recreational amenities. The Promenade includes .75 mile of pedestrian and bicycle pathways and is designed as an extension of Centennial Lakes Park, a beautifully land- scaped 24 -acre area surrounding a 10 -acre lake. This resulting pathway network creates the "ultimate urban escape" and greatly improves the livability of our community's resi- dents, employees and visitors. 3. CONDITION: 1% 5. OVERALL LAND USE: 1% 328 1 CITY OF EDINA ■ Raised Round Planter (44) Raised Rectangular Planter (19) Raised Custom Planter (1) N Raised Round Planter (44) Raised Rectangular Planter (19) Raised Custom Planter (1) 4. ACCESSIBILITY & IDENTITY: Park Access: o Public Road • Community Trail Access • Handicap • Public Transportation Identity: • Entry Signage • Informational Signage o Historic Elements/Markers • Public Art/ Unique Features Parking: o Off Street o On Street 6. RECREATIONAL LAND USE: 1% ■ Raised Round Planter (44) Raised Rectangular Planter (19) Raised Custom Planter (1) 7. AMENITIES AND CONDITION: Amenity / Description / G/F/P* Bench / ? / Receptacle / Waste (1) / G Lighting / Ornamental (24) / G Sign / Information (3) / G Public Art / Sculptures (6) / G Pathway / 10' concrete / G Bicycle Trail / 10' asphalt / G 8. STRENGTHS AND OPPORTUNITIES: Strengths: Great paths, very well maintained, unique art features. Opportunities: Further connection to the park system, bike racks, drinking fountains. 9. PHOTOS Decorative stained concrete pathways weave throughout. There is art scattered at various points along the path. Designated bicycle paths also weave throughout the Promenade. There are plenty of ornamental lights along the path. PARKS, RECREATION & TRAILS PARK ASSESSMENT 1 329 APPENDIX B EDINBOROUGH Date completed. 10/28/2014 1. SITE LOCATION: 7700 York Avenue South 2. GENERAL SITE DESCRIPTION: Size: 1.00 Acres Classification: Special Use Park (Indoor Park) With countless plants and flowers, Edinborough Park is Min- nesota's unique indoor public park. Sunny and 70 degrees all year round, Edinborough Park is Minnesota's premier indoor public recreation facility. The completely enclosed, one -acre park features one of the largest indoor Playpark in the country, a junior -Olympic size swimming pool, a running tack and a fitness area, and a multi-purpose play area. the 250 -seat Greek -style amphitheater presents a full sched- ule of cultural arts programs in the areas of music, dance, theater and visual arts. A backdrop of beautiful trees and plants round out this perfect destination for all! 3. CONDITION: 1% 5. OVERALL LAND USE: 1% 330 1 CITY OF EDINA ■ Raised Round Planter (44) Raised Rectangular Planter (19) Raised Custom Planter (1) ■ Raised Round Planter (44) Raised Rectangular Planter (19) Raised Custom Planter (1) d rafI 4. ACCESSIBILITY & IDENTITY: Park Access: Parking: • Public Road • Off Street o Community Trail Access ❑ On Street • Handicap • Public Transportation Identity: • Entry Signage • Informational Signage o Historic Elements/Markers • Public Art/ Unique Features 6. RECREATIONAL LAND USE: 1 ■ Raised Round Planter (44) Raised Rectangular Planter (19) Raised Custom Planter (1) 8. STRENGTHS AND OPPORTUNITIES: Strengths: Opportunities: 9. PHOTOS xxx xxx xxx xxx PARKS, RECREATION & TRAILS PARK ASSESSMENT 1 331 APPENDIX B 1. SITE LOCATION: 4918 Eden Avenue FRANK TUPA PARK Date completed: 10/28/2014 2. GENERAL SITE DESCRIPTION: Size: 1.00 Acres Classification: Special Use Park (Cultural Site) Tupa Park was donated in the mid 60s to be used for a historical park. The old Grange Hall was moved 100 feet from its location and the Cahill School from its location on 70th and Cahill to the new historical park site. At the same time, the Edina Historical Society began conducting classes at the historical Cahill School. Thus, preserved in the historic park are two of Edina's oldest buildings, the Cahill School and the Minnehaha Grange Hall. Both buildings are listed in the National Register of Historic Places in Washington, D.C. The Tupa Historical Park itself was named after Frank Tupa. He was a School Board director, Village Councilman, member of the Board of Appeals and Adjustments, and a charter member of the Edina Historical Society Board of Directors. In 1987 a monument was dedicated by the Daughters of the American Revolution in honor of the Bicentennial of the Constitution of the United States. A small seedling was planted on the north 3. CONDITION: atrx �: 1 Good (65%) Fair (35%) ■ Poor (0%) 5. OVERALL LAND USE: 1% 332 1 CITY OF EDINA ■ Raised Round Planter (44) Raised Rectangular Planter (19) Raised Custom Planter (1) d rafI side of the Cahill School. The seedling was acquired from the origi- nal Horse Chestnut tree on Ellis Island. 4. ACCESSIBILITY & IDENTITY: Park Access: 0 Public Road ❑ Community Trail Access • Handicap ❑ Public Transportation Identity: • Entry Signage • Informational Signage • Historic Elements/Markers ❑ Public Art/ Unique Features Parking: 0 Off Street ❑ On Street 6. RECREATIONAL LAND USE: 1% ■ Raised Round Planter (44) Raised Rectangular Planter (19) Raised Custom Planter (1) 7. AMENITIES AND CONDITION: Amenity Parking (1 ADA /9 stalls) Building Waste Receptacle Lighting Sign Sign Path / Description / G/F/P* / Asphalt / G / Historic Bldg. (2) / F / Med. Concrete / G > Ornamental (9) / G / Entry Sign / F / Informational (2) / F / 8' Concrete / F 8. STRENGTHS AND OPPORTUNITIES: Strengths: Historical features and information, off-street parking, across from City Hall, Opportunities: Natural areas (turf reduction), bike racks, drinking fountains, shelter, on-site storage for gardening supplies, recycle receptacle, 9. PHOTOS The site highlights the old Cahill School, built in 1864. The Minnehaha Grange Hall is also on site, built in 1879. There is no separation between the street and parking lot. The entry sign is consistent with the rest of the park system. PARKS, RECREATION & TRAILS PARK ASSESSMENT 1 333 APPENDIX B =1 `i. NINE MILE CREEK TRAIL raf Date completed: 10/28/2014 1. SITE LOCATION: Address 2. GENERAL SITE DESCRIPTION: Size: # Acres Classification: Special Use Park 3. CONDITION: 1% 5. OVERALL LAND USE: 1% 334 1 CITY OF EDINA ■ Raised Round Planter (44) Raised Rectangular Planter (19) Raised Custom Planter (1) ■ Raised Round Planter (44) Raised Rectangular Planter (19) Raised Custom Planter (1) 4. ACCESSIBILITY & IDENTITY: Park Access: Parking: 0 Public Road 0 Off Street 0 Community Trail Access • On Street 0 Handicap • Public Transportation Identity: • Entry Signage • Informational Signage • Historic Elements/Markers • Public Art/ Unique Features 6. RECREATIONAL LAND USE: 1% ■ Raised Round Planter (44) Raised Rectangular Planter (19) Raised Custom Planter (1) 7. AMENITIES AND CONDITION: Amenity / Description / G/F/P* Amenity Parking (# ADA /# stalls) / / Bench Structure / / Picnic Table Play Area / / Bike Rack Play Equipment / / Drinking Fountain Play Equipment / / Charcoal Grill Tennis Court / / Receptacle Basketball Court / / Receptacle Ice Rink / / Lighting Baseball Field / / Lighting Softball Field / / Sign Multi -Ilse Sports Field / { 8. STRENGTHS AND OPPORTUNITIES: Strengths: Opportunities: c; Photos XXX xxx af / De t' / xxx xxx PARKS, RECREATION & TRAILS PARK ASSESSMENT 1 335 / Entry Sign / / / xxx xxx PARKS, RECREATION & TRAILS PARK ASSESSMENT 1 335 e I_ 1. SITE LOCATION: 4300 West 66th Street ROSLAND PARK 2. GENERAL SITE DESCRIPTION: Size: 22.05 Acres Classification: Special Use Park (Edina Art Center, Edina Aquatic Center) Rosland Park is conveniently located in the southeast corner of Highway 100 and Highway 62. Loaded with fun activities for everyone, Rosland Park offers a playground, two tennis courts, a baseball field, a volleyball court, disc golf and a fishing pier. The central attraction of Rosland Park is the lovely fountain in the middle of Lake Cornelia. An easily accessible 1.1 mile walking path surrounded by wildlife and diverse wetland, lake views and baseball fields stretches around the lake. The park also features a large gazebo with grills for large and small gatherings. 3. CONDITION: 5. OVERALL LAND USE: 1% 336 1 CITY OF EDINA Date completed: 10/28/2014 d raf Good (92%) Fair (8%) ■ Poor (0%) ■ Raised Round Planter (44) Raised Rectangular Planter (19) Raised Custom Planter (1) 4. ACCESSIBILITY & IDENTITY: Park Access: Parking: • Public Road • Off Street • Community Trail Access • On Street • Handicap • Public Transportation Identity: • Entry Signage • Informational Signage • Historic Elements/Markers • Public Art / Unique Features 6. RECREATIONAL LAND USE: 1% ■ Raised Round Planter (44) Raised Rectangular Planter (19) Raised Custom Planter (1) I 7. AMENITIES AND CONDITION: Amenity / Description / G/F/P* Amenity /De t' / /F/ L f Parking (0 ADA / 223 stalls) / Asphalt / G Bench / Fixed Concr. (2) / G Parking (8 ADA / 85 stalls) / Asphalt / G Bench / Fixed Metal (6) / G Building / Ticketing / G Bench / Fixed Wood / F Building / Restroom Block / G Bench / Fixed Wood (19) / G Structure / Gazebo / G Rectangular Table / Metal (3) / F Structure / Fishing Pier / F Picnic Table ! Metal (30) / G Play Area / Gravel (2) / G Bike Rack / (3 stalls) / G Play Area / Gravel / F Drinking Fountain / - / G Play Equipment / Playground (2) 1 G Waste Receptacle / Lg. Metal / F Play Equipment / Playground / F Waste Receptacle / Lg. Metal / G Play Equipment / Swing Set (2) / G Waste Receptacle / Med. Concr. (6) / G Play Equipment / Tire Swing / G Waste Receptacle / Med. Metal / F Play Equipment / Climbing Ladder / G Waste Receptacle / Med. Metal / G Play Equipment / Sand Digger (3) / G Waste Receptacle / Med. Plastic (9) / G Play Equipment / Spring Chair (2) / G Recycling Receptacle / Med. Metal (6) / G Play Equipment / Vita Course / F Lighting / Flood (5) / G Play Equipment ! Vita Course / P Lighting / Ornamental (2) / G Tennis Court / Tarmac (2) / G Sign / Entry Sign / G Volleyball Court / Sand / G Sign / Markers / G Baseball Field / 60' / G Sign / Markers / F Frisbee Golf Course / - / G Sign / LED event / G 8. STRENGTHS AND OPPORTUNITIES: Strengths: Off of Valley View Road, surrounding Lake Cornelia, fishing pier, wooded area, frisbee golf, paths within park, restrooms, picnic shelter, ample parking (two off-street lots). Opportunities: Trails connections and trails within the park, connection to greater park system, more pedestrian scaled lighting, naturalized areas (turf reduction), update Vita Course, PARKS & RECREATION PARK ASSESSMENT 1 337 r_1all •1.7►:9:� A ticketing building allows visitors to enter the Aquatic Center. A restroom block is centered in the park. The swing set is ADA accessible. XXX 338 1 CITY OF EDINA d rafI A fishing pier on Lake Cornelia is a great amenity at Rosland. The play area is in good condition, also centered in the park. Vita course XXX Rosland has one of the only disc golf courses in Edina. Only one bike rack is on site. "M MIN There is lots of open space for Frisbee golf, grilling and picnics. There are an abundance of picnic tables at Rosland. Pathways circulate around Lake Cornelia. APPENDIX B d raf VAN VALKENBURG PAR Date completed: 10/28/2014 1. SITE LOCATION: 4935 Lincoln Drive South 2. GENERAL SITE DESCRIPTION: Size: 41.76 Acres Classification: Special Use Park Van Valkenburg Park is named after former Mayor James Van Valkenburg. Mr. Van Valkenburg represented the people of Edina as Council Member and Mayor from 1960 - 1980 and guided the community through the most active years of recreational and park development. The adult softball field complex is 20 acres of land that was acquired by tax forfei- ture. This was the first phase, and was funded by the sale of the gravel from the area. The second phase was the addition of an off -leash dog park. This was the city's first off -leash dog park. The park is only accessible from County Road 18 and is segregated from the south portion of the park. 3. CONDITION: 5. OVERALL LAND USE: 340 1 CITY OF EDINA Good (95%) Fair (5%) Poor (0%) ■ Wetland Area ■ Wooded Area Open Space ■ Mowing Area Parking Lot/Road v. Buildings Recreational Area Other 4. ACCESSIBILITY & IDENTITY: Park Access: 0 Public Road ❑ Community Trail Access 0 Handicap ❑ Public Transportation Identity: • Entry Signage ❑ Informational Signage ❑ Historic Elements/Markers • Public Art/ Unique Features Parking: 0 Off Street ❑ On Street 6. RECREATIONAL LAND USE: ■ Playground Area ■ Tennis Court Basketball Court ■ Baseball/Softball Field ■ Ice Rink IN Multi -Use Sports Field Flexible -Use Field Trails Shelters Other 7. AMENITIES AND CONDITION: Amenity / Description / G/F/P* Amenity Parking (0 ADA /51 stalls) / Asphalt / G Parking (2 ADA /50 stalls) / Asphalt / G Parking (2 ADA /102 stalls) / Asphalt / G Building / Concessions/RR / G Building / Maintenance / F Softball Field / (3) / G Dog Park / 2 acres / F Bench / Fixed Metal (12) / G Bench / Fixed Wood (2) / G Bench / Fixed Wood / F Picnic Table / Metal (11) / G Drinking Fountain Waste Receptacle Waste Receptacle Waste Receptacle Recycling Receptacle Lighting Sign 8. STRENGTHS AND OPPORTUNITIES: Strengths: Dog park, softball facility, concession, lighting, trash receptacles, parking, paths and accessibility. Opportunities: Recycle receptacles, turf reduction, stormwater management, connection to greater park system, trail connection, bike rack. 9. PHOTOS " �� •.. , A dog park takes up the NW section of the park Three softball fields consume most of the park. Concessions and RR. are placed in the center of all three fields. A green space separates parking. PARKS, RECREATION & TRAILS PARK ASSESSMENT 1 341 G / Sm. Plastic (6) / G / Sm. Plastic / F ! Med. Plastic (8) / G / Med. Metal (8) / G / Flood (15) / G / Entry Sign / G 8. STRENGTHS AND OPPORTUNITIES: Strengths: Dog park, softball facility, concession, lighting, trash receptacles, parking, paths and accessibility. Opportunities: Recycle receptacles, turf reduction, stormwater management, connection to greater park system, trail connection, bike rack. 9. PHOTOS " �� •.. , A dog park takes up the NW section of the park Three softball fields consume most of the park. Concessions and RR. are placed in the center of all three fields. A green space separates parking. PARKS, RECREATION & TRAILS PARK ASSESSMENT 1 341 APPENDIX B SENIOR CENTER Date completed: 10/28/2014 1. SITE LOCATION: 5280 Grandview Square 2. GENERAL SITE DESCRIPTION: Size: 15,000 sq. ft. Classification: Special Use Park The Edina Senior Center is located on the lower lever of the Edina Library off Eden Avenue. The Se- nior Center hosts recreational, educational, health, social service events Monday through Friday. There is five classrooms, a billiards room, fireside room, coffee and large gathering areas, and a welcoming lobby. At the Edina Senior Center there is something for everyone 55 and older. 3. CONDITION: 1% 5. OVERALL LAND USE: 1% 342 1 CITY OF EDINA d raf ■ Raised Round Planter (44) Raised Rectangular Planter (19) Raised Custom Planter (1) ■ Raised Round Planter (44) Raised Rectangular Planter (19) Raised Custom Planter (1) 4. ACCESSIBILITY & IDENTITY: Park Access: Parking: 0 Public Road 0 Off Street o Community Trail Access o On Street • Handicap o Public Transportation Identity: o Entry Signage o Informational Signage o Historic Elements/Markers o Public Art/ Unique Features 6. RECREATIONAL LAND USE: 1% ■ Raised Round Planter (44) Raised Rectangular Planter (19) Raised Custom Planter (1) 7. AMENITIES AND CONDITION: Amenity / Description / G/F/P* 8. STRENGTHS AND OPPORTUNITIES: Strengths: Opportunities: 9. PHOTOS xxx P IX / Amenity / ADe /F/ xxx xxx xxx PARKS, RECREATION & TRAILS PARK ASSESSMENT 1 343 " e " 1. SITE LOCATION: 7335 York Avenue South YORKTOWN PARK Date completed: 10/28/2014 2. GENERAL SITE DESCRIPTION: Size: 3.42 Acres Classification: Special Use Park (Community Garden, Skate Park) Yorktown Park was named for the subdivision in which is located. The park was built under the supervision of the Park Board and staff by the subdivision contractor in 1973. The playground area was installed in the east portion of the park connected with Richfield's Adams Park. The park was constructed so summer activities would be in the Edina part of the park, and winter and summer activities would be in the Richfield part of the park. When Adams Park was reconstruct- ed in the 70s, the playground equipment in Yorktown Park was removed and installed in Adams Park. A sliding hill was constructed in the playground's location. A meandering path connects the senior high rise building through Adams Park and goes under a bridge at York Avenue which connects with the trail system to Southdale, Edinborough and Centennial Lakes Park. The tennis courts were built in 1973 and resur- 3. CONDITION: 5. OVERALL LAND USE: 1% 344 1 CITY OF EDINA ■ Raised Round Planter (44) Raised Rectangular Planter (19) Raised Custom Planter (1) ■ Raised Round Planter (44) Raised Rectangular Planter (19) Raised Custom Planter (1) d raf, faced in 1984. The YMCA Tri -city Skate Park was opened in 2003 and a 55 plot community garden was built in 2013. The park gets a tremendous amount of use from the YMCA adjacent to the park. 4. ACCESSIBILITY & IDENTITY: Park Access: Parking: • Public Road • Off Street • Community Trail Access ❑ On Street • Handicap • Public Transportation Identity: Entry Signage • Informational Signage ❑ Historic Elements/Markers • Public Art/ Unique Features 6. RECREATIONAL LAND USE: 1% ■ Raised Round Planter (44) Raised Rectangular Planter (19) Raised Custom Planter (1) 7. AMENITIES AND CONDITION: Amenity / Description / G/F/P* Parking (1 ADA /42 stalls) / Asphalt / G Skate Park / - / G Garden / Community / G Tennis courts are not in Bench / ? / GTG inventory? Picnic Table / Metal (2) / G Receptacle / Waste / G Lighting / Ornamental (10) / G Lighting / Flood (2) / G Sign / Information (2) / G Pathway Bike Trail I 8. STRENGTHS AND OPPORTUNITIES: Strengths: Connection to Edina Promenade/ trails, connection to Adams Hill Park (Richfield), connection to YMCA, hosts unique amenities such as the community garden and skatepark. Opportunities: Natural areas (turf reduction), bike racks, drinking fountains, shelter, on-site storage for gardening supplies, recycle receptacle. 9. Photos The Yorktown Park hosts Edina's only public skatepark. Community gardens are fenced in at the east portion of the site. Signs for the Promenade exist, but there is no entry sign. The paving into the park is the same as the Edina Promenade. PARKS, RECREATION & TRAILS PARK ASSESSMENT 1 345 /_\»MINDIVA:� 346 1 CITY OF EDINA d raf d raf ENTERPRISE FACILITIES ASSESSMENTS pros;,' consul ting conFLUEnCE APPENDIX C d raf INTRODUCTION ENTERPRISE FACILITIES Braemar Braemar Golf Course Braemar Arena Braemar Field Centennial Lakes Edinborough Rosland Edina Aquatic Center Edina Art Center Senior Center In December of 2014, the consultant team joined the Edina Parks and Recreation staff on a guided tour of indoor enterprise 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, andoverall design of each facility. Through careful observation and interaction with staff, the consultant team identified the strengths, challenges, 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 Ikota 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 Centennial Lakes 7499 France Ave. S. Urban park, lake, amphitheater, pavilion, ice skating, walking loop, mini golf / lawn games 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 Edina Aquatic Center 4300 W. 66th St. Outdoor pool, splash pads, water slides 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. 348 1 CITY OF EDINA ■ ■ ■ ■ I ■ �. .� OVERVIEW The Braemar Sports Complex consists of the Braemar Arena, Backyard Rink, Courtney Fields, 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-art outdoor ice rink that is equipped to host 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 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 sports complex is a hotspot for recreational activity within 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 ownership among the PARKS RECREATION & TRAILS STRATEGIC MASTER PLAN 1 349 APPENDIX C d raf community in relation to the Braemar Arena, Backyard Rink, and Braemar Field. This lineup of facilities is not only an asset to the 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 with professional grade training facilities, that are comparable to those found at the collegiate level. 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 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 financial 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 -sustainability. 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 cover the bond payment for the associated capital improvement. Additionally, the department can apply fees collected from sports organizations on a per player basis, 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. CHALLENGES Although the facilities found at Braemar are pillars of the Edina Parks and Recreation Department, consultant visits did yield a short list of challenges 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. 350 1 CITY OF EDINA 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 was in need of attention, but was addressed in January of 2015. 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. Another challenge of the facilities at Braemar (and system -wide) is the popularity of the facility and scheduling challenges it provides. Staff has tried balance access to facilities through scheduling and follows general rules where kids are scheduled to 9pm and adults are scheduled after that, sometimes until 11:30pm. Ice hours sold to adults has increased from 613 in 2011 to 1033 in 2014 and two days per week for open hockey over the lunch hour (230 hours in 2014). Scheduling more adult times would have to come at the expense of youth activities. Although the department is slightly lagging in satisfying the demand for fields, courts, and ice for youth athletics, it must continue to try and balance participation. 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. Bathroom and shower improvements are a priority in the auxiliary rinks to elevate them to a similar quality standard. 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 PARKS RECREATION & TRAILS STRATEGIC MASTER PLAN 1 351 APPENDIX C 352 1 CITY OF EDINA d raf 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 equipment or maintenance needs. This strategy has worked in other rinks and should be applied to all. 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 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. • Maintain and build upon 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. 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 the main clubhouse for the 27 -hole golf course and the golf dome practice facility and a secondary clubhouse for the driving range and executive course. Similar to the other Braemar experiences, the golf facilities are well used by residents and they are unique components of the existing inventory. The main 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 PARKS RECREATION & TRAILS STRATEGIC MASTER PLAN 1 353 APPENDIX C 354 1 CITY OF EDINA d raf operations and a large open space upstairs that is conducive to hosting various functions or to simply relax and grab a bite to eat 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. CHALLENGES 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 it is closed 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 challenge 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. 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. • 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. PARKS RECREATION & TRAILS STRATEGIC MASTER PLAN 1 355 APPENDIX C 356 1 CITY OF EDINA d raf 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. OVERVIEW This enterprise facility offers a variety of recreational experiences in a unique urban setting. Centennial Lakes is considered a gem of the parks system, and is truly a one of a kind facility for the Greater Metro Area. The park and its facilities can be enjoyed year-round and offers something for the all types of users. During the summer months, the park is full of energy and is a prime destination for residents and visitors to the City. The 10 -acre lake is a focal point of the park in the warm season and it hosts a variety of activities, such as fishing, paddleboat rentals, and even supports a local radio -controlled model yacht club. There are also a wide range of land-based activities that surround the central body of water. The 1,000 seat outdoor amphitheater is a prominent feature of the park, as it hosts numerous live performances and special events for the community. The on-site pavilion remains in high demand for private rentals throughout the year, with multiple layout options and full-service catering. Another popular part of Centennial Lakes is the designated lawn games area and the challenging 18 -hole miniature golf course that features real bent grass. The park also features a walking loop that circles the lake, beautiful landscaping accentuated by public art displays, and a plethora of passive recreational settings. As temperatures drop in the winter months, Centennial Lakes remains popular and transitions into a beautiful outdoor ice skating facility that draws massive crowds. The outdoor ice rink is one of the largest, and most unique, of its kind and the surface is kept in pristine condition due to daily grooming by an ice resurfacer. The outdoor rink is complimented by the Hughes Pavilion which serves as a warming house complete with skate rentals, indoor/outdoor fireplaces, and concessions. STRENGTHS The unique setting and abundance of features make this enterprise facility a strength of the system. Not only is the facility full of attractive options for its users, but it also benefits from the heavy traffic flow associated with the surrounding commercial setting. Centennial Lakes has distinct characteristics that separate it from other facilities typically found in a parks system, and its location provides an interesting change of pace from its surroundings. Another strength of this site is the abundance of experiences it offers and its year-round appeal. The foresight involved in planning this unique facility should be commended, as it is rare that a recreational facility is able to adapt to the contrasting seasons found in Minnesota as effectively as Centennial Lakes does. Furthermore, this enterprise facility engages all types of users through a variety of passive and active recreation activities, which is a testament to its solid design. As a leading enterprise facility in Edina, Centennial Lakes is superior in attracting private rentals and hosting live performances and special events. The picturesque setting of the park is a key attribute contributing to the high demand for rental space at the site, especially during the warmer season. Centennial is also very important as PARKS RECREATION & TRAILS STRATEGIC MASTER PLAN 1 357 APPENDIX C d raf I a performance venue, as there is a clear lack of performance space available within the City of Edina. Live performances and community events are very well received at Centennial Lakes and these bring in optimal levels of attendance and excitement to the park. CHALLENGES Overall, Centennial Lakes is a superb facility and the consultant visit to the site revealed no significant weaknesses. Potential challenges include the inability to generate revenues outside of private rentals, especially during the cold season, and the lack of extended connectivity of the park to date. As the winter season approaches, rentals slow significantly and many revenue generating features (e.g., miniature golf and paddleboat rentals) cease. While ice skating draws significant crowds to the park, there is currently no charge for admission and revenues are limited to skate rentals and concessions. This means that users are able to utilize the facility at no charge, which may result in low levels of cost recovery for maintaining and staffing the massive ice rink. Although free open skating adds substantial value for users, this must also be assessed from a business perspective to ensure that the operation is sustainable. During the warmer months the park is full of activity, but based on consultant observations, the site seems to have a high degree of passive use that lacks revenue generation. Again, the passive recreational opportunities that exist at Centennial provide tremendous public benefit, but the lack of adequate value added programming could be limiting its potential. Finding programming opportunities that generate additional revenue would significantly improve the facility's ability to support the cost of operations. Although this site features a paved walking surface around the lake and an extending connection to the promenade, there has been a lack of any far-reaching connectivity of the trail to outlying neighborhoods or other parks / facilities. However, it is planned that the Nine Mile Creek Trail will connect Centennial Lakes to the local and regional trail network within coming years. OPPORTUNMES Centennial Lakes has some prime opportunities moving forward that will improve financial sustainability and further solidify its prowess as a leading facility within the system. As mentioned previously, the park could use a more robust lineup of programming at the site that drives more revenue generation. Not only is the park very popular within the City, but it also benefits from the substantial traffic from the surrounding commercial zones. In addition, the park is well -used throughout the year and there is really no down season for the facility. All of these factors contribute to significant potential for Centennial Lakes to be very sustainable by incorporating new and exciting programs and activities that drive energy into the park and money into the system. 358 1 CITY OF EDINA • • ► • i ANN Another opportunity identified during consultant visits is the potential to extend and connect the walking loop around the lake. The loop currently connects to the Promenade, which is well used by residents and appreciated for its public art features, but it only extends the loop less than a mile. As plans are developing to the Nine Mile Creek Trail and trail system beyond, the walking loop around Centennial must be a designated access point and connection along the way. Because the facility is full of unique experiences and is aesthetically pleasing, incorporating Centennial Lakes into the trail system as a destination would add great value for users. RECOMMENDAMONS Introduce new programming to the site for more structured activities that supplement the variety of passive recreation opportunities and provide additional revenue generation. • Ensure that the Nine Mile Creek Trail connects to Centennial Lakes as a destination along the route, as well as being a strategic connection to outlying neighborhoods and other parks and facilities. PARKS RECREATION & TRAILS STRATEGIC MASTER PLAN 1 359 360 1 CITY OF EDINA EDINA ARIdIT5 OVERVIEW 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, photography, and more. The facility offers instruction and exploratory classes, camps, and private studio rentals for all ages and skill levels. 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. The juried art exhibitions that are on display in the gallery have a pool of over 270 local artists that have contributed their works. CHALLENGES While the facility rests in a beautiful setting, the age and deterioration of the building overtime is its most prominent challenge. 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 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. OPPORTUNMES 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 in galleries in the area is normally closer to 50%. KEY RECOMMENDATIONS • Conduct a feasibility study to detennine 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. rrr PARKS RECREATION & TRAILS STRATEGIC MASTER PLAN 1 361 APPENDIX C ya� 362 1 CITY OF EDINA -DINBOROUldrafil OVERVIEW 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 amphitheater 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 partners with 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 has to offer. Another perceived strength of the facility is its interaction with the other tenants on the property. Edinborough Park adds superb value 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 to the facility allow the park to maintain strong utilization levels and, to some extent, guarantees participation at W a ► • 0 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. CHALLENGES 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 challenge 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 and community participants. OPPORTUNITIES Based on the variety of recreational spaces and experiences available at Edinborough Park, there is a prime opportunity to use the facility as a solid base for a recreation . center. It has been well documented that residents of Edina perceive an indoor recreation center as the most needed type of facility in the area. It would require some renovation and expansion of the existing facility, but there is solid framework at the site for the development of a recreation center. If the Department decided to move forward with this concept, there is optimal outdoor space adjacent to the pool that would be ideal for expansion. 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 PARKS RECREATION & TRAILS STRATEGIC MASTER PLAN 1 363 APPENDIX C 364 1 CITY OF EDINA d raf 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 resignmg. Enclosing the amphitheater or creating a solution for controlled access would allow the Department the ability to more easily charge admission to special events, performance, and activities. An enclosure would also provide the opportunity for performances to take place in the amphitheater without disrupting adjacent areas in the park. KEY RECOMMENDAMONS • Conduct feasibility study for future renovation and expansion to convert existing facility into a recreation center. • Consider enclosing the amphitheater to allow for controlled admission and ability to conduct events and performances without disrupting adjacent areas. • 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: • Redesigning the existing fitness area/track to remove impediments from running lanes and creating a more functional space for exercise. • Identifying a designated space forworkout equipment otherthan around the indoor track due to the limited space available. • Adding air conditioning and resurfacing the loop to make the track more user friendly and increase participation. � ' SEN104raf OVERVIEW 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 well 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. 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. CHALLENGES The most noticeable challenge 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 R PARKS RECREATION & TRAILS STRATEGIC MASTER PLAN 1 365 APPENDIX C d raf after the offices are closed. The rentals of the facility have been gaining 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. OPPORTUNMES 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 amodified 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 formal 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. 366 1 CITY OF EDINA d raf APPENDIX D OPERATIONS AND FINANCE P LA N N I N G-TEf"T, "'i r, lwl"k I L Z�l pros,':f� consul ting eur conFLl�EnCE PARKS RECREATION & TRAILS STRATEGIC MASTER PLAN 1 367 F " 4 1 B MR 368 1 CITY OF EDINA d raf, APPENDIX D.1 - COST OF SERVICE ANALYSIS Example Cost of Service Analysis (Direct Costs) PARKS RECREATION & TRAILS STRATEGIC MASTER PLAN 1 369 Direct In - Number of Net Revenues vestment Direct Direct Ex- Participants / Over (Under) Di- Per Partici- Cost Re- Program/Event penditures Visitors Revenues rect Expenditures pant covery Program1 $158,675 12,000 $87,432 ($71,243) $5.94 55.1% Program 2 $98,144 6,930 $77,899 ($20,245) $2.92 79.4% Program3 $204,600 23,140 $268,922 $64,322 ($2.78) 131.4% Program4 $9,644 308 $412 ($9,232) $29.97 4.3% Program 5 $64,612 1,966 $883 ($63,729) $32.42 1.4% TOTALS $535,675 $44,344 $435,548 ($100,127) $2.26 81.3% Example Cost of Service Analysis (Total Costs) Number of Net Revenues Total Invest- Total Total Ex- Participants / Over (Under) Total ment Per Cost Re- Program/Event penditures Visitors Revenues Expenditures Participant covery Progra m1 $216,587 12,000 $37,547 ($179,040) $14.92 17.3% Program2 $187,989 6,930 $67,899 ($120,090) $17.33 36.1% Program3 $256,188 23,140 $268,922 $12,734 ($0.55) 105.0% Program4 $26,922 308 $300 ($26,622) $86.44 1.1% Program 5 $101,731 1,966 $575 ($101,156) $51.45 0.6% TOTALS $789,417 $44,344 $375,243 ($414,174) $9.34 47.5% PARKS RECREATION & TRAILS STRATEGIC MASTER PLAN 1 369 APPENDIX D.2 - MINI BUSINESS PLAN Program Area: Completed By: GENERAL DESCRIPTION OF PROGRAM AREA DEPARTMENT VISION STATEMENT DEPARTMENT MISSION STATEMENT PROGRAM AREA OUTCOMES 370 1 CITY OF EDINA Date: SERVICE AREA PROFILE Service Area Description: Key Demographic Trends: TARGET MARKETS Primary Markets Secondary Markets AGE SEGMENT APPEAL Program/ Amenity Length of Experience Age Segments Under 5 6-8 9-12 13-18 19-30 31-45 46-60 61-75 76+ PARKS RECREATION & TRAILS STRATEGIC MASTER PLAN 1 371 APPENDIX D ARTICIPATION/ATTENDANCE TRENDS d raf Program/ Weaknesses Amenity Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec S.W.O.T. ANALYSIS Strengths Weaknesses Opportunities Threats 372 1 CITY OF EDINA a 0 ► \ a COST OF SERVICE ANALYSIS Program/ Amenity Expenditures Partici- pants/ Attendance Revenue Net Income (Subsidy) Cost per Participant Cost Recov- ery Direct Total Direct Total Direct Total Di- rect Total MARKETING & PRICING TACTICS Tactic Responsible Timeline PARKS RECREATION & TRAILS STRATEGIC MASTER PLAN 1 373 APPENDIX D PERFORMANCE MEASURES Outcome (from p.1) I Performance Measure I Result 374 1 CITY OF EDINA d raf To: Park Board From: Ann Kattreh Parks & Recreation Director Date: April 15, 2015 Subject: City Council Updates Action Requested: No Action is Necessary. Information / Background: Agenda Item #: VII.A. Action ❑ Discussion ❑ Information M Please see the City Council updates from their March 17 and April 7, 2015 City Council Meetings. City of Edina • 4801 W. 501h St. • Edina, MN 55424 City Council Updates March 17, 2015 • There was a work session with the City Council. Jeff Bransford from Pros Consulting and Terry Minarik from Confluence gave the City Council the Parks & Recreation Strategic Plan update. Council approved the request for purchase for the 50 meter pool painting at the Edina Aquatic Center. April 7, 2015 There were no Parks & Recreation items on this City Council agenda. To: Park Board From: Ann Kattreh Parks & Recreation Director Date: April 14, 2015 Subject: Veteran's Memorial Committee, February 27, 2015 Minutes Action Requested: No Action is Necessary. Information / Background: oe . o • ���oRroxATw� • leas Agenda Item #: VI1.B. Action ❑ Discussion ❑ Information 0 Attached are the approved minutes from the Veteran's Memorial Committee meeting held on February 27, 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 FEBRUARY 27, 2015 7:30 AM 1. CALL TO ORDER Chairman Olson called the meeting to order at 7:30 am II. ROLLCALL Answering roll call were Members Benson, Christiaansen, Crain, Elliott (arrived at 7:35 p.m.), Kojetin, Olson, and Schwartz. Members Absent: Members Cardarelle, Currie, and Reed. Staff in attendance: Kristin Aarsvold, Edina Park and Recreation Department Supervisor. Others in attendance: Dick Crockett. 111. APPROVAL OF MEETING AGENDA The agenda was approved as presented. IV. ADOPTION OF CONSENT AGENDA A. Approval of the January 30, 2015 Veterans Memorial Committee Meeting Minutes. Motion by Member Schwartz and seconded by Member Kojetin to approve the meeting • minutes from the January 30, 2015 meeting as presented. Ayes: Benson, Christiaansen, Crain, Kojetin, Olson, and Schwartz. Motion carried. V. UPDATE ON CONSTRUCTION Member Elliott arrived. Member Elliott distributed packets of information for the Committee to review, which includes the latest rendition of the memorials. He noted that this version also includes the suggestions incorporated by Member Currie. He asked the Members to review the designs and provide any input prior to finalization. Member Benson referenced Colin Powell, who is named for a quote, and suggested that General be listed prior to the name. Member Schwartz stated that there is a protocol for listing branches of military and suggested that the order be checked in order to place the names in the correct position. Member Benson confirmed that he would follow up with an individual at Fort Snelling to gather additional input. Member Elliott displayed an example of the granite with engraving that will be used. He made the suggestion of blasting the medallion into the granite and making the eagle stand out with bronze. He stated that the other option would be to recess the bronze medallion into the granite. Member Schwartz questioned if there is a cost difference. Member Elliott replied that the bronze medallion option would be slightly more costly but stated that should not be the deciding factor because the budget does include funds for that option, as that was the original direction from the Committee. Member Schwartz stated that he prefers the blasted in option, which would provide consistency. Member Benson stated that he also prefers the blasted in option. Member Crain stated that the Design Committee discussed this in depth and explained that the eagle will be done in bronze and therefore the bronze medallions will help to tie that in. Chairman Olson stated that the process is already so far along and believed that changes should not be made at this point, especially with Members not in attendance. VI. UPDATE ON DONOR RECOGNITION Member Elliott stated that a list was provided to double check that everyone that should be included is included and noted that spelling can also be checked as well. Chairman Olson stated that he has a list of donors that he will call to verify correct spelling. Mr. Crockett advised of a correction that should be made to reflect funds received from the Community Foundation. He also suggested that names be listed alphabetically. Member Elliott stated that the Design Committee recommended that the personal donors be listed above the government agencies. He provided a cost estimate of $3,000 from Murphy Granite for the donor plaques and noted that he will receive another bid for the item from another company. He also asked for input on the inclusion of logos from the City of Edina, State of Minnesota, and Legacy Fund. Mrs. Aarsvold stated that the Sign Committee met and stated that the kiosk could include how the memorial came to be and could include logos and recognition in another manner. She stated that perhaps the logos be left to the interpretive signage rather than on the memorial or plaques. Member Crain stated that although this was a grass roots project involving local donations, the memorial would not have moved forward without the donations from the government entities. He did not think it would be inappropriate but agreed that perhaps the logos should not be included on the plaques. It was the consensus of the Committee to not include the logos. Member Christiaansen stated that perhaps someone should reach out to the Rotary to ensure that they will be in agreement with not including their logo. Mr. Crockett stated that logos will be listed on the Foundation website. Member Schwartz stated that perhaps the donation list should be verified to ensure that other donors were not missed. Motion by Member Benson and seconded by Member Crain to approve the design of the recognition plaques without logos, with the exception of the Rotary which will be verified. Ayes: Benson, Christiaansen, Crain, Elliott, Kojetin, Olson, and Schwartz. Motion carried. Member Christiaansen continued to review the recognition proposal including in-kind donations. Chairman Olson confirmed that he would follow up with a business and previous Committee member to determine if their names should be included. Member Christiaansen continued to review the categories of recognition. Mrs. Aarsvold stated that she would confirm the members of City Council that should be included for recognition. Member Kojetin suggested listing the City officials but not including their titles. Chairman Olson suggested including the date of dedication on the plaque and it was discussed that more detailed information can be included on the kiosk. VII. CELEBRATION UPDATE Chairman Olson confirmed that he will continue to work with City staff. He provided an update on contacts that he has made and confirmations that he has received. Mrs. Aarsvold stated that she and Mr. Schulstad reached out to an Eagle Scout that is going to coordinate with other Troops to provide assistance for the event. She noted that parking will be allowed along one side of 50th. She also provided a brief summary of items that were discussed by the Sign Committee for inclusion on the kiosk. Vlll. ADJOURNMENT Meeting adjourned at 8:40 a.m.