HomeMy WebLinkAbout2015-06-09 Park Board PacketAGENDA
CITY OF EDINA, MINNESOTA
PARK BOARD MEETING
CITY COUNCIL CHAMBERS
Tuesday, June 9, 2015
7 p.m.
CALL TO ORDER
II. INTRODUCTION OF NEW PARK BOARD MEMBER, KOREN HAWK NELSON
III. ROLL CALL
IV. APPROVAL OF MEETING AGENDA
V. ADOPTION OF CONSENT AGENDA
A. Approval of Minutes — Regular meeting on Tuesday, May 12, 2015
VI. 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.
VII. REPORTS/RECOMMENDATIONS
A. Park Recreation and Trails Strategic Plan
B. Parks & Recreation Department Project Update
VIII. CORRESPONDENCE AND PETITIONS
A. Council Updates
B. Other Correspondence
C. Veteran's Memorial Committee, March 27, 2015 Minutes
0 IX. CHAIR AND BOARD MEMBER COMMENTS
X. STAFF COMMENTS
XI. ADJOURNMENT
The city of Edina wants all residents to be comfortable being part of the public process. If you need
assistance in the way of hearing 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
JUNE 9, 2015
7 p.m.
1. CALL TO ORDER
Chair Gieseke called the meeting to order at 7:03 p.m.
11. INTRODUCTION OF NEW PARK BOARD MEMBER, KOREN HAWK NELSON
Chair Gieseke introduced new Park Board Member Koren Nelson. Member Nelson gave the Park
Board a brief history of herself.
111. ROLL CALL
Answer roll call were Members Jacobson, Good, Jones, McCormick, Gieseke, Segreto, Strother,
Greene, Nelson
Member Cella arrived at 7:13 p.m.
Student Members Chowdhury and Colwell
Absent: None
IV. APPROVAL OF MEETING AGENDA
Member Jones made a motion, seconded by Member Good, approving the meeting
agenda.
Ayes: Jacobson, Good, Jones, McCormick, Gieseke, Segreto, Strother, Greene, Nelson
Motion approved.
V. ADOPTION OF CONSENT AGENDA
Member Good made a motion, seconded by Member Strother, approving the consent
agenda as follows:
W.A. Approval of Minutes — Regular Park Board Meeting of Tuesday, May 12, 2015
Ayes: Jacobson, Good, Jones, McCormick, Gieseke, Segreto, Strother, Greene, Nelson
Motion approved.
VI. COMMUNITY COMMENT
None
VII. REPORTS/RECOMMENDATIONS
VII.A. Park Recreation and Trails Strategic Plan
Ms. Kattreh introduced Terry Minarik from Confluence to the Park Board.
Mr. Minarik went over the Executive Summary and Implementation Framework of the Park Recreation
and Trails Strategic Plan.
Member Good stated on page 10 before the gray boxes on the left side it looked like under average
items there were trails and total trail mileage and he thought this was mentioned as something behind
benchmarks. Mr. Minarik thought what skews it is they put in the Nine Mile Creek Trail as part of that.
Member Good stated on page 14, he liked the fact that the key projects were bolded now but to note
on point four it looks like there is a duplication of point five added on to it. He stated the last thing
would be because the points are there, the key recommendations on page 17 are now repetitive and
could be removed. Mr. Minarik thanked Member Good for the changes.
Member Segreto asked if the icons on the list of projects, one through twelve, meant the project is a
higher priority. Mr. Minarik stated it applies to more of the guiding principles. It is the way they derived
it and based on that they would assume that the more guiding principles they are covering would make
them higher priority of the project because it hits more of the key points in the process.
Member Segreto stated the one item she was always looking at is number three and she wondered why
that would not have a scale of justice on it and have four next to it because she did not want to lose
that one in a four rating or a two -star rating. Member Good stated that at least on number three, it is
one of the top twelve. Member Segreto thought that was great but would like to see the justice scales
next to it. Mr. Minarik indicated that could be modified.
Chair Gieseke stated he understood there was more thought given to progress measurement which was
important as they put this in place and he wondered if they could discuss how they imagine that taking
place. Ms. Kattreh stated she and Mr. Minarik talked about this in the last month and one of the things
that they added to the strategic plan is an annual report. They want to move that to the top priority list
for 2016 and what she would see it going through as one of the items on the annual report are items
that are listed as priorities, specifically guiding principles and make sure they address the progress they
made in achieving those. She stated funding is going to be critical for some of these items.
Member Nelson asked in terms of that are they going to add in the annual plans the ongoing
maintenance of the existing parks and making sure they are keeping up on the existing parks. Ms.
Kattreh indicated that was correct. She stated what they will probably do is come up with a template of
an annual report and run it by the Park Board to make sure they are covering everything the Park Board
wants to see.
Mr. Minarik stated this is jumping to the last point but the progress for measurement creates an outline
on how that can be measured through quantitative and qualitative data within however the projects are
accomplished. That will help develop the framework on how they are analyzed.
Member Jones stated the Strategic Planning Committee has never discussed most of this report. At the
last meeting, three months ago, there was not a draft version of the strategic plan. They were still
working on the guiding principles and those were not part of the draft the board saw last month so
some of the principles in this report are still not what was discussed at the last meeting. She stated
some of her concern which she thought should be discussed would be changing the vision statement
which has not really been discussed by the board. They had a vision statement and now it has changed
and procedurally they never voted on that change. She believed they should still approve the wording
on the guiding principles.
Member Jones stated the similar provider section in the executive summary is extremely vaguely
worded but is more troubling that there are twenty pages that are included in the document based on
Weber Consulting Group. The facility inventory was conducted by Weber Consulting in 2014 and has
been inserted into the document nearly verbatim but she believed it should be taken out of the
document and was not administered or reviewed by the Park Board and was never presented to the
Park Board and was limited in scope to council prescribed potential uses for Grandview and does not
include all facilities. The list of limitations and inaccuracies in that report is long. She thought the pages
should be removed.
Member Jones stated in the executive summary section staff perspectives are being mixed in with the
community needs assessment and should be separated because she valued the staff perspectives. She
stated they are leaving out some major amenities from their benchmark analysis and she did not
understand why. They have not discussed at all the level of service analysis and there is no mention of
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location or lack of location for amenities in the report. What is missing are fitness, art centers and
pools in the level of service section.
Member Jones stated there are some things missing in the guiding principles section. They were going
to talk about promoting social and geographic equity and she did not know how that got lost and they
do not have any kind of geographic equity mentioned. Park classifications have never been discussed by
the committee. She wondered if the reclassification of parks be a part of the key projects for a strategic
plan and not just changed as part of the strategic plan. She did not believe there was any hurry to
approve this plan and she wanted to make sure this is the best work effort they put forward and at this
point she was not certain this was that type of product.
Member Segreto agreed that they have not been involved in many of the things described but to have
been involved in those discussions would have protracted the Strategic Plan for a long time. For them
to protract this for another year may exceed the budget and what they are talking about, if as a group,
they are not happy with this document as their strategic plan, then they need to come up with more
money for the strategic planning. She did not know how much longer they can keep planning.
Chair Gieseke indicated this is the end of the process and Member Jones has brought up some items
that are really protracted and would take some time. They are important items but the board needs to
take a step forward and they can always revisit those items at greater length as they go through the
process. This is not the end of the process.
Member Jones stated the reason why she brought up all of the issues is because this document was not
vetted by a committee before coming to the board and she wanted that to be very clear and she felt this
policy is going to be with them for a long time and it concerns her that some of the items have not been
covered.
eMember Good stated he saw this as a framework to help them make choices and this does give them a
framework to help them make choices. They do not need to have all of the information included and
set in stone. What is important is that they have enough information in the document to help them
make decisions. He stated because this is considered a living document he expected the board to make
changes to this document even after it is approved because there will be sections that need to be
reworked for more detail and he is open to that as a board member. He agreed they needed to move
this item forward.
The board discussed the options they can take for further discussion of the items Member Jones
brought up.
Mr. Minarik stated Member Jones brought up vision and guiding principles and thought if there was
something in there that she was uncomfortable with as a board member then they should be discussed.
Member Jones thought there were a couple of wording tweaks that was talked about in the committee
and the biggest one happens to be the one with respect to develop creative funding opportunities and
programming partnerships to ensure excellence in facilities, programs and financial stewardship for
future generations. She stated when the committee discussed this, the guiding principle had to be was
about financial responsibility in a broad sense and the guiding principle was not that as a guiding principle
they always wanted to look toward funding opportunities and programming partnerships but they were
looking for maximizing available resources by prudently managing department operations and creating
creative funding methods. Something broader that included both the creative funding opportunities and
included something that would allow them to reevaluate programs that are run inefficiently and then to
make changes. This guiding principle does not speak to that.
Member Jones stated the other guiding principles: "Providing excellence in innovation in parks and
recreation services to meet the needs of the community" should have the words "and facilities" added
to the end.
Member Jones stated on the section of promote social equity she would add something about
geographic equity to it.
There was board discussion regarding geographic equity and accepting donations.
Member Jones stated they need to think about strategically locating their resources and that there is
some type of geographic equity and thought this is worth trying to solve.
Member Jacobson suggested they just strike the word "social" and leave equity. Chair Gieseke indicated
he liked that and opens it up for discussion and does not trap them. Member Jones indicated she
actually liked that as well. Member Nelson thought part of that is going back to making sure they have
an assessment of all the parks and making sure they understand where the needs are on a yearly basis.
Member Jones stated her last change would be one on the guiding principles. She would take out the
word "by engaging" and put in the word "for".
Member Good stated he has done some work on these and offered a suggestion on the finance. He
would add the sentence "Protect Edina's assets through strong financial stewardship and creative
funding." Member Jones indicated she liked that.
Mr. Minarik continued on with the presentation to the board.
Member Jones stated her other request would be to take out the Weber Consulting report on pages
39-59. It can be placed as a reference in the document but is not a good piece of research. Mr. Minarik
stated in defense of that they put the report in as an exhibit of relative similar providers within the area
and did change some things that were not applicable. The report helps as a placeholder for some things
that need to be included in the future.
Member McCormick stated the way it was described makes her feel it should be put in the document as
an appendix. Member Good agreed and indicated it should be placed in the back of the document. He
understood why it is in the document but should be used only as an exhibit. Mr. Minarik stated they can
make reference to it and include it in the back of the document.
Member Jones stated in the Executive Summary she would like to separate staff comments from the
community needs assessment. She thought it would read cleaner if it was kept to what was found in the
community needs assessment. Chair Gieseke asked if there was harm being done by having them put
together. Member Jones did not think that the community has been asked to give their opinion on a lot
of things and she felt this section should only be resident input. She thought it is even clearer when it is
not staff driven. Member Good agreed and stated that if this is a listing of needs they should pull the
solution out because they come later.
Mr. Minarik offered a solution. They could provide all of the community input they have received and
the board could base it on a priority list and what they would like to show in this so everyone has a
chance to vote on what the key things are. They could also provide an appendix with everything that
was provided in the community survey and comment. Member Jones thought the solutions just need to
be removed.
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Member Strother indicated she did not have a problem with that but the second bullet point with the
natural resource inventory, she did not know if she saw that as a solution. Member Jones stated she
could see that as a vague item and was fine with it. Chair Gieseke agreed and indicated the one where it
talks about city staff would like to see possible partnerships explored and seems to be an add-on.
Member Good asked if budget and funding as a high priority come from community needs or was that
something the Park Board identified. Mr. Minarik stated it was identified in different ways and a
compilation of things.
Member Jones stated when she talks with people, she thought there was more desire for something that
was more multi-generational and she did not see that. She wondered if that was further down on the
list. Mr. Minarik stated that came up in our committee discussions at a higher level. It does not tend to
come up as much when talking in general terms with residents.
Member Jones thought that services for seniors, particularly fitness facilities was top five on their
community needs assessment survey. Mr. Minarik did not think it was but would check on it.
Member Jones stated regarding the level of service on multi-use fields in 2019, in 2014 they need five
and in 2019 they need one and wondered if that was correct, likewise with multi-use trails. It looked
like they are going down in amounts. She thought they may want to add wording indicating it is based
on population and not location of facilities.
Member Nelson wondered if Mr. Minarik had the definitions of the different classifications. Mr. Minarik
noted it was in the document on page 283.
Mr. Minarik reviewed with the board Van Valkenburg Park and noted it does not have a typical play area
or other amenities seen in a particular park so it is on the border of special use park.
The board discussed previous discussions regarding Van Valkenburg Park.
Member Nelson stated one thing she would like see added to the guiding principles or the needs
assessment is they should make sure they are continuing to upkeep the parks they do have. Member
Good indicated it comes up in the 12 key objectives they have in the document.
Member Jones thought they talked about adding a word to number seven such as "systematically go
through the Master Plan." Ms. Kattreh thought maybe Mr. Minarik could add this to the implementation
system. Mr. Minarik noted it is listed in the appendix.
Chair Gieseke thanked Mr. Minarik.
VII.B. Parks & Recreation Department Project Update
Ms. Kattreh and Ms. Susan Faus, Assistant Director Parks & Recreation, gave updates to the Park Board.
Member Jacobson asked what the status was of Arden Park. Ms. Kattreh stated they are currently
redoing a lot of streets in that neighborhood and a sidewalk and trail along the eastern edge of the park
is part of that process. The bridge will be replaced over 54th Street and a trail will be added along the
east side of the park.
Chair Gieseke asked if there was going to be a canoe area to portage through. Ms. Kattreh stated she
would have to review the plans because she did not remember what the resulting discussion was for
that.
Member Strother asked in regards to Weber Woods, was there a discussion about residential use for
part of the property. Ms. Kattreh stated with the Weber Woods property, two thirds of the park is in
Edina and about a third of it is in the City of St. Louis Park and the City Council members and St. Louis
Park wanted to reserve the right to potentially add one or two residential lots on the very northeast
corner of the property off France Avenue. The City of Edina is making a separate purchase offer with
the City of Minneapolis based on a price they negotiated with them to have a park use only with no
residential development and the City of St. Louis Park is negotiating a different purchase agreement with
a different purchase price based on leaving the opportunity for them to add one or two residential lots
there.
Vlll. CORRESPONDENCE AND PETITIONS
VIIIA. Council Updates
No discussion.
VIII.B. Other Correspondence
Member Good wondered if the board could get a brief overview on the donation from the Edina
Garden Council of $30,000. Ms. Kattreh reviewed the information with the board.
Chair Gieseke asked how the relationship stood with the Garden Club. Ms. Kattreh hoped it was good.
A member of the Garden Club spoke to the Park Board. Ms. Kattreh explained the city's point of view
regarding this item. Member Jones thought the Arneson Acres park was designated as a horticultural
park and it seemed as if the park use was possibly going to change, which troubled her. Ms. Kattreh
stated this is very premature and there has been no discussion about moving the buildings.
Member Segreto asked if Arneson Acres Park by deed restriction is a horticultural park. Ms. Faus was
not sure and could not find anything regarding that. Member Segreto stated this is a special park and
would not want to see that change.
VIII.C. Veteran's Memorial Committee, March 27, 2015 Minutes
No discussion.
IX. CHAIR AND BOARD MEMBER COMMENTS
Member Jones indicated Tin Fish is a great addition to the golf course. She indicated they could use
some bike racks. Ms. Kattreh stated they will be added soon.
Member Good stated now that the City Council has accepted the recommendation of the 18 -hole
course, he found the book that showed the transformation of the 27 -hole course to be very useful and
would suggest they recommend they do the same thing now that it is going to be 18. Ms. Kattreh stated
that's a great point and would second that. The first step will take place at the City Council meeting and
they need to finalize the plan. She would bring this forward.
Member Good stated in regards to the retreat, he would like a discussion around the budgeting and
funding process and how that works. He also wondered if they should also go in depth on some of the
items listed in the Strategic Plan at the retreat and spend some time discussing what they really mean.
Student Member Colwell and Chowdhury updated the board on their plans this summer and after high
school.
Member Nelson asked how they are marketing some of the things the Park Board has done and grand
openings. Member Strother stated they could post online "Next Door" social site that advertises
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community events. Ms. Kattreh thought they can do a better job. She thought they could post on the
city website, City Extra and The Neighborhood.
® X. STAFF COMMENTS
No discussion.
XI. ADJOURNMENT
Chair Gieseke made a motion, seconded by Member Segreto, to adjourn the meeting at 8:59 p.m.
Ayes: Jacobson, Good, Jones, McCormick, Gieseke, Segreto, Strother, Greene, Nelson, Cella
Motion approved.
Meeting adjourned at 8:59 p.m.
7
To: Park Board
From: Ann Kattreh
Parks & Recreation Director
Date: June 9, 2015
Subject: Park Recreation and Trails Strategic Plan
Action Requested:
Provide review and comment
Information / Background:
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1666
Agenda Item #: VII.A.
Action ❑
Discussion M
Information M
On Sept. 2, 2014, the City Council approved a consulting services agreement with a consulting team led by
Minneapolis based Confluence. Confluence provides landscape architecture, urban design and planning
services with offices in Minneapolis, Des Moines, Kansas City, Sioux Falls and Iowa City. Other Confluence
group team members working on this project have been Pros Consulting (Indianapolis), 292 Design
(Minneapolis), Dreambox (Minneapolis) and Barr Engineering (Minneapolis). The Park Board led the strategic
plan consultant section process in the fall of 2014.
The Park Board has been working on the Park Recreation and Trails Strategic Plan since October 2014. The
process started with a Needs Assessment Study by the ETC Institute in September 2014 and a GIS
inventory of the park system by Geographic Technologies Group (GTG). The GIS inventory and related
mapping was completed in November 2014.
Confluence and Pros Consulting led us through the following phases:
Phase I - Review — Analysis and Inventory — Oct. 9 — Nov. 30, 2014
Phase 2 — Public Involvement — December 2014 —June 2015
Dec. 15 — City staff interviews
Dec. 16-17 — Stakeholder and focus group meetings
Dec. 18 — Public workshop
Phase 3 — Programs and Services Analysis — Dec. 15, 2014 — Feb. 10, 2015
Phase 4 — Prioritization of Demands and Needs — Feb. 12 — April 9, 2015
City of Edina • 4801 W. 50th St. • Edina, MN 55424
REPORT / RECOMMENDATION Page 2
Phase 5 — Presentation of Findings and Deliverables — April 15 —June 15, 2015
Phase 6 - Final Plan Adoption
June 9 — Park Board
June 17 —City Council
The Park Board received updates and opportunities for input at the November and December 2014 Park
Board meetings and the February, March, April and May 2015 Park Board meetings. Ellen Jones, Keeya Steel,
Louis Segreto and Cathy Cella also participated in many early morning Strategic Planning Committee
meetings, especially in the first several months of the process. The City Council received updates and
opportunities to provide input in December 2014, March 2015 and May 2015. The City of Edina has a
project page set up on the website providing updates and information regarding the strategic planning
process, including drafts of the plan. City staff has had ample opportunities to review and provide feedback
on the plan.
After many months of work we've reached the final adoption stage of the planning process. Staff requests
the Park Board provide review and comment on the plan. Due to the size of the plan and expense in
copying another full version of the draft, hard copies of the Executive Summary and Implementation Plans
are included in the Park Board packet. Full electronic versions of the Park Recreation and Trails Strategic
Plan will be emailed and also available on the website. A final, bound copy will be given to the Park Board
when the plan is adopted by the City Council, tentatively scheduled for the June 17, 2015 City Council
agenda.
Attachments:
Executive Summary
Implementation Plan
•
1.0
EXECUTIVE SUMMARY
PARK RECREATION & TRAILS STRATEGIC MASTER PLAN
EXECUTIVE SUMMARY
1. 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.
The Community Values Model TM was modified to provide the foundations of the Edina
Parks Recreation and Trails Strategic Plan. The Cormnunity Values Model zM 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 were 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.
COMMUNITY PROFILE
Community profile looked at Demographics and Similar Providers in order to help
understand what Edina is today and how they could potentially be tomorrow. This is an
important step to evaluate how the EPRD is meeting the needs of current residents and
what gaps or opportunities are present now, and in compared to projected demographics
in the future. Overall, findings from this analysis inform the plan's strategic
recommendations to help keep the EPRD relevant to the population of today and of
tomorrow.
Demographics
Although Edina is growing in size rather slowly, it is aging at a notable pace — with
nearly half of the population projected to be 55 or older by the year 2029. Income
characteristics reflect levels above state and national rates, suggesting cost is less of a
Sbarrier to parks and recreation activities than in other communities. The demographics
8 1 CITY OF EDINA
EXECUTIVE SUMMARY
analysis clearly suggest that addressing Edina's aging population should be a focus for
EP..RD now and into the future.
Similar providers
The similar provider analysis helps the Department understand and plan their role in
delivering parks and recreation services amid the landscape of other providers from the
public, private, and nonprofit sectors. The analysis identifies potential gaps and overlaps
in service delivery and helps the City assess their market share. It can also be used as
a tool for the Department to stay competitive in terms of pricing, location, time, and
quality of service.
One of the key findings from the analysis show that EPRD is one of the community's
few providers ofAdaptive Recreation and Adult Athletic programming. And while there
are multiple providers of Youth Athletic programming, most do so in collaboration
with the Edina Parks & Recreation Deparnnent. Areas for ongoing monitoring and
coordination include Arts, Senior, Special Event, and Youth programming.
COMMUNITY NEEDS ASSESSMENT
A critical element of the parks and recreation master planning process is conununity
engagement, which is necessary to effectively deliver a community -oriented parks
and recreation system. A balanced, open, and collaborative engagement process builds
community -wide trust in the plan and the planning process. Community engagement for
this project was carefully planned in order to accurately capture all major community
needs and included conducting focus groups, public workshops, stakeholder and staff
interviews, and a statistically -valid community survey. Several needs and desired
amenities were identified. This list of items and programs was utilized throughout
the Strategic Plan's analysis to inform recommendations and all of the analysis was
combined to distinguish between "wish list" items and those that are critical to meeting
EPRD's mission and values.
Through the exploration of the focus group meetings, the community workshop and the
community survey, the following were identified as priorities:
• Walking and Biking Trails are a high priority amongst the community, and
supported by the City of Edina Park and Recreation staff. Mountain bike
trails have also been shown to have strong support.
• The community and the Department would like to see increased natural
areas within parks, including nature trails. A Natural Resource inventory
would benefit the Department and could help to control invasive species
such as Buckthorn.
• The Department has been praised for the outstanding service to youth
recreation, however with the aging community in mind, many residents
would like to see more passive recreation in the parks.
• Parking is at a premium at parks hosting organized sports.
PARKS RECREATION & TRAILS STRATEGIC PLAN 1 9
11
EXECUTIVE SUMMARY
aft
• An indoor fitness facility is desired by the community, including an indoor
walking/jogging track and an indoor pool. City staff would like to see
possible partnerships explored.
• Budget and funding is a high priority. There are ample opportunities to seek
additional partnerships and strengthen existing ones.
• Park signage and wayfinding methods are in need of improvements.
• The Department leadership is praised and there is an overall satisfaction
with the Edina Parks System.
10 1 CITY OF EDINA
BENCHMARK ANALYSIS
FADERS AMONG BENCHMARKS IN:
A benchmark comparison provides a side-by-side look between Edina Parks and
• Park acreage/ resident
Recreation and similar, industry-leading park and recreation systems nationwide in
• ice sheet facilities
terms of park acreage, recreation facilities, staffing levels, budget, and a variety of
other operational metrics. A total of eight benchmark agencies selected for comparison
• Cost recovery for operating expenses
to Edina based upon comparable demographic characteristics and best practice
recognition, such as earning accreditation from the Commission for Accreditation
of Park and Recreation Agencies (CAPRA), and placing as finalists or winners of
the National Recreation and Park Association (NRPA) Gold Medal Award. While
AVERAGE AMONG BENCHMARKS IN:
differences exist in how each agency tracks and reports data, the overall objective of the
benchmark analysis is to understand how Edina compares to these peer agencies on key
• Operations budget
system characteristics and operational measures. Benclmiarking is just one of several
• Capital budget
technical assessment tools used by the planning team to develop recommendations that
are specific to Edina's unique circumstances and issues.
• Staffing (operations and programming)
Results from the benchmark analysis show that Edina is a leader in providing park
• Rectangular athletic fields
acreage per resident, in providing ice sheet facilities, and cost recovery for operating
• Trails and total trail mileage (near
expenses. The city ranks in the middle of the benclunark range in terms of operational
bottom third)
budget, capital budget, staffing, and rectangular athletic fields. Edina lags behind
other benchmark communities in indoor recreation space, trail mileage, capital budget
sources, and distribution of expenditures for planning and development.
BEHIND AMONG BENCHMARKS IN:
• Indoor recreation space
TREND ANALYSIS
• Capital budget sources
Tracking parks and recreation trends across the country, state, and region help EPRD
• Expenditures distributed to planning
maintain a level of excellence in providing opportunities for their residents. A direct
and development
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
10 1 CITY OF EDINA
EXECUTIVE SUMMARY`_
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..From an infrastructure standpoint, EPRD should look to provide facilities that
accommodate and encourage this socialization, which corresponds to many other initiatives in the City that strive to further build
community.
Based on the findings from the demographic and trends analysis, the Department is very fortunate to have an ideal set -vice 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.
LEVEL OF SERVICE
The Level of Service Analysis (LOS) produces guidelines that inform investment decisions related to parks, facilities and
other built amenities. It puts Edina's inventory of parkland and facilities in terms of "units per population" and creates
recommendations based upon National Recreation and Park Association (NRPA) guidelines, recreation activity participation
rates reported by the Sports & Fitness Industry Association's (SFIA) 2014 Study of Sports, Fitness, and Leisure Participation
as it applies to activities that occur in the United States and in the Edina area, community and stakeholder input, the 2014
Community Needs Assessment Survey and the planning team's observations. The LOS analysis can also help identify future
gaps in facilities and set vices compared to demographic projections. The following is the LOS summary for Edina.
PARKS RECREATION & TRAILS STRATEGIC PLAN 1 11
EXECUTIVE SUMMARY I rata
2. THE STRATEGY AND PLAN
The synthesis of significant data collection and inventories, system analysis, community and staff input, and consultant experience is the
creation of the Strategic Plan and Implementation Framework. Full details of the Implementation Framework can be found in Chapter
9 and Appendix A. The Implementation Framework is broken down with purpose statements, goals, strategies, and tactics that are
intended to be a living document; evaluated and updated every 5 -years to gauge progress and adapt to changing needs and realities. The
Implementation Framework was heavily informed by EPRB's existing vision and mission statements and will be critical to achieving
them. The EPRB vision and mission are as follows:
EDINA PARKS AND RECREATION DEPARTMENT VISION
To be recognized as having Minnesotan premiere parks, recreation and trail system that provides unrivaled
opportunities to malchni=e Edina s quality of life by nurturing the health and tivell-being of'our people, our communih,
our environment, and our economy.
EDINA PARKS AND RECREATION DEPARTMENT MISSION
We create parks, facilities, and programs to,loster a healthy inclusive community. We accomplish this through creative leadership,
collaborations, environmental1v sustainable practices, and the responsible use of available resources.
GUIDING PRINCIPLES
Guiding principles were crafted for the strategic plan to establish the fundamental directives that represent what is desirable for the park
system. The principles should remain constant regardless of changes in goals, strategies, and types of projects embarked upon. Park
board mernbers and staff developed the following Guiding Principles for the Strategic Plan:
• Promote community health and wellness by engaging all residents in our parks and programming.
• Provide excellence and innovation in parks and recreation services to meet the needs of the community.
• Promote social equity and engagement within the parks system and its programs.
• Develop creative funding opportunities and programming partnerships to ensure excellence in facilities, programs, and financial
stewardship for future generations.
• Connect residents to park facilities and their programs.
• Advance environmental stewardship and conservation to preserve and protect natural resources and build excellence through
sustainability.
KEY AREAS OF DEVELOPMENT
Five key areas of development have been identified that constitute broad categories of EPRD improvements, activities, and initiatives
necessary to implement the Strategic Plan. These areas allow focused investigation and reconunendations to be explored that will have
the greatest impact on the overall Park system. The key areas of development include - Natural Resources & Sustainable Parks; Parks,
Open Spaces & Trails; .Recreation Facilities; Recreation Programs; and Finance & Management.
12 1 CITY OF EDINA
EXECUTIVE SUMMARY, 1
LT41 ' I A ►I I Milk I MIN • ► i ` "T Wiffieli] 11
Each of the key areas of development are further broken down to create an Implementation Framework that can act as a road map to
implementing the Strategic Plan. The following aspects farther break down the Key Areas of Development to define the Implementation
Framework:
• Purpose - statements that recognize the critical elements and over -arching philosophy of approach for each key area of
development.
• Goals - define the most critical objectives that will need to be focused on under each key area of development to ensure the
purpose is addressed.
• Strategies - provide guidance on actions necessary to accomplish the goals.
• Tactics - are specified in Appendix A - Implementation Plan and list specific actions to achieve the strategies. The tactics are
intended to be actionable items, where progress and timelines can be tracked, evaluated, and modified as needed.
Together, the purpose, goals, strategies and tactics are intended to serve as a flexible guide to adapt to changing trends, needs, and City
priorities. They should be re-evaluated and updated every 5 -years to gauge progress and ensure that the master plan truly serves as a living
document, that is dynamic and pro -actively meeting the Community's needs and vision.
KEY PROJECTS OF THE STRATEGIC PLAN
The following key projects have been identified based on community engagement, city staff and park board recommendations, and focus
group and stakeholder input. These projects will require a variety of strategies and tactics to achieve - as defined in this document and
AppendixA - Implementation Framework. The implementation will require continued efforts from the Park Board, Parks and Recreation
Staff, other City Departments and Administration and support from the community. Progress will be evaluated annually and presented in the
EPRD Annual Report.
The key projects identified are supported by the guiding principles and the icons below link the projects back to the applicable guiding
principles.
PARKS RECREATION & TRAILS STRATEGIC PLAN 1 13
Promote community health and wellness by engaging all residents in our
parks and programming
®Provide
excellence and innovation in parks and recreation services to
meet the needs of the community
555
Develop creative finding opportunities and programming partnerships
to ensure excellence in facilities, programs, and financial stewardship for
future generations
®Advance
environmental stewardship and conservation to preserve and
protect natural resources and build excellence through sustainability
OConnect
residents to park facilities and their programs
Promote social equity and engagement within the parks system and its
kMprograms.
PARKS RECREATION & TRAILS STRATEGIC PLAN 1 13
EXECUTIVE SUMMARY 1
1 Applicable Guiding Principles:
O ®
1. CREATE A MULTI-USE
TRAIL UG T
O ONN CT PARKS ANDENTERPRISE THROUGH S. CITY
~ '1� 2 THATPROVIDE
IS ALLnINCL SI EERATIONAL COMMUNITY CENTER
3. HIRE A NATURAL RESOURCE MANAGER TO GUIDE
®� PRESERVATION AND DEVELOPMENT OF NATURAL
AREAS, ACCESS AND INTERPRETIVE / EDUCATIONAL
OPPORTUNITIES.
4. IMPROVE MARKETING AND COMMUNICATION
DELIVERY, REPLACE OR
ISSION COMMUNITY
O PARK BUILDINGS THAT HAVE OUTLIVED THEIR DESIGNED
LIFESPAN AND ARE CURRENTLY INSUFFICIENT IN
PROVIDING SERVICES.
5. REPLACE OR DECOMMISSION COMMUNITY PARK
T HAVE
THEIR
O BUILDINGS
IFES AN ANDAA E CURRENTLYDINSUFFFIC ENT N D
L
PROVIDING SERVICES.
6. RELOCATE OR RENOVATE THE EDINA ART CENTER TO
PROVIDE A FACILITY THAT BEST SUPPORTS THEIR
PROGRAMMING NEEDS.
IAIAI(~ O 7. REPLACE INADEQUATE AND OUTDATED PLAY
AND PLAYGROUNDS AND PROVIDE NEW FACILITIES S
TO ADDRESS UNDERSERVED AREAS.
0*"�
8 HROIMPROVE BRAING AND UGHOUTNTDHE CITY AND INTERNALLYNG . PARKS
$7 7) 9. STRENGTHEN FINANCIAL SUSTAINABILITY.
O 10. PRROA DE ADDITIONAL COMMUNITY GATHERING
AS.
®O � 11 DEVELOP DRI TER PLANS FOR
PARKSTHROUGHOUT SYSTEM.
. ; 12. DEVELOP BUSINESS PLANS FOR ALL ENTERPRISE
FACILITIES THROUGHOUT THE PARK SYSTEM.
14 1 CITY OF EDINA
EXECUTIVE SUMMARY
PROGRESS MEASUREMENT
Measuring progress of the Implementation Framework and overall park system is
valuable, to justify and validate funds, staff time, and overall progress. Regular
evaluations can help EPRD continually gauge which improvements better serve
system users and provide excellence for the Park system. EPRD already conducts some
periodic evaluation of its services, including conur unity surveys, recreation program
participants, and users of its fee based services. Additionally, EPRD will be reviewing
the Implementation Framework annually in order to update the Board, Council and
community on progress toward the strategic implementation framework and Priority
Projects. An annual report will be the primary communication tool and docmnent
generated by EPRD in this effort.
LIVING DOCUMENT
The premiere park and recreation system in Minnesota will not only measure progress
by assessing community needs and satisfaction, but will also adapt to meet those
changing needs. Recreation is dynamic and is constantly changing. New recreation
activities and equipment emerge (in-line skates, the mountain bike, etc) and recreation
trends ebb and flow. Inherently this means flexible and adaptive facilities and
programs. It also means regular review and refinement of the Strategic Plan based on
conununity feedback. Annual review of this plan to make sure that priority projects,
recommendations, and the implementation framework are still relevant and updated to
reflect progress is an essential component of becoming the premiere park and recreation
system in Minnesota.
PARKS RECREATION & TRAILS STRATEGIC PLAN 1 15
EXECUTIVE SUMMARY
16 1 CITY OF EDINA
3. REFERENCE FINDINGS
PARK 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
SPECIAL USE PARKS
Arneson Acres
Braemar
Bredesen
Edina Promenade
Frank Tupa Park
Nine Mile Creek Trail
Van Valkenburg
Yorktown
Senior Center
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
A ► ••''y
Birchcrest
Browndale
Chowen
Fox Meadow
Heights
Lake Edina
McGuire
Melody Lake
Robert J. Kojetin
Sherwood
St. John's
Tingdale
Williams
York
EXECUTIVE SUMMARY,
PARK SYSTEM 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 can be found in Chapter 7, with detailed inventory and
assessments located in the Appendices. 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 7 and the Appendices .B, C, & D. The following table is a summary
of key recommendations resulting from the assessments. These key recommendations
provided considerable input into developing the Strategic Plan Implementation
Framework and priority project identification.
NATURAL
PARKS, OPEN
RECREATION
RECREATION
FINANCE &
RESOURCES &
SPACES & TRAILS
FACILITIES
PROGRAMS
MANAGEMENT
SUSTAINABLE PARKS
1. Build a multi -use nail
1. Provide a multi-
1. Provide a variety of
1. Improve marketing
1. Hire aNatural
loop to connect parks.
generational
programs that meet
and communication
Resource Manager
2, Replace insufficient
community/
community needs
delivery.
to guide natural
play areas/
recreation center that
and interests and
2. Dedicate staff
resource efforts.
playgrounds and
is all-inclusive,
maintain the highest
specifically to EPRD
2. CompleteaNatural
provide new facilities
2. Replace or
level of excellence.
marketing and
Resource Inventory
to fill gaps.
decommission
2. Deliver park
communication.
(NRI) for the City.
3. Improve branding and
community park
and recreation
3. Strengthen financial
wayfinding to parks.
buildings that have
programming more
sustainability.
3. Provide greater access
outlived lifespan.
efficiently and
to natural areas for
4. Provide additional4.
effectively.
Develop business
passive recreation and
community gathering
3. Relocate or renovate
plans for all
interpretation.
areas.
Edina Art Center to
3. Provide more
enterprise facilities.
support successful
community building/
4. Protect and improve
5. Develop community
programs.
socialization
Edina's water
driven master plans
programtning.
resources
for parks.
4, Develop an FFE
program for parts,
5. Providemore
6. Provide more
furnishings, etc.
environmental
specialized facilities
to unify aesthetics
educational
- dog parks, frisbee
and streamline
opportunities,
golf, etc.
maintenance and
6. Prepare for impacts of
replacement.
cli nate change.
PARKS RECREATION & TRAILS STRATEGIC PLAN 1 17
11
EXECUTIVE SUMMARY
18 1 CITY OF EDINA
CONCLUSION AND NEXT STEPS
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 wider served 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 govermnent and resident support. 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.
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 Implementation .Framework will inform, and be
informed by, these master plans and other plarming projects throughout the city.
Intended to be a "living document", EPRD staff can utilize the Implementation
Framework to track progress and modify to changing needs, realities, and opportunities
available. This Strategic Plan 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. Conummity support follows great vision and the Strategic Plan is a
critical step in communication EPR.D's vision to the City.
i
IMPLEMENTATION FRAMEWORK
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 they will
get there. The following vision has been developed in conjunction with the Strategic Plan, and complements EPRD's
existing mission statement:
EDINA PARKS AND RECREATION DEPARTMENT VISION
To be recognized as havingAIinnesota s premiere parks, recreation and hail systems that p ovides unrivaled
opportunities to nuzsiniize Edincrs quality of •life by nurturing the health aril i•vell-being of our people, our
corrnnunih; our environment, card our- economy.
EDINA PARKS AND RECREATION DEPARTMENT MISSION STATEMENT
We create parks, facilities, azul programs to, foster a healthy inc•hrsive community. 6Ye accomplish this through
creative leadership, collaborations, erivirorameritally srkstainable practices, atrcl the responsible r.rse of •available
resouives.
PARKS RECREATION & TRAILS STRATEGIC PLAN 1 233
IMPLEMENTATION FRAMEWORK
GUIDING PRINCIPLES
Supporting 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 providing
health opportunities for the community and making health and wellness a priority for all
future development.
Provide excellence and innovation in parks and recreation
services to meet the needs of the community
O Edina has a strong history of creating innovative parks and facilities, such as
Edinborough, .Braemar, Centennial Lakes, and numerous other park facilities. EPRD
will continue to provide exceptional facilities to support the community's quality of life.
We will first seek to strengthen existing facilities by re-examining 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 excellence in facilities, programs, and
financial stewardship for future generations
.00 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 conummity 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.
234 CITY OF EDINA
•
Advance environmental stewardship and conservation to
preserve and protect natural resources and build excellence
through sustainability
Edina residents are increasingly aware of the value that natural resources and the
natural world provides to their community. Residents are desiring an increase in
healthy natural areas to provide passive open space for recreation, interpretation, and
overall environmental health. Sustainability is 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 prograrns
Edina's park system is open to everyone, but connections can be strengthened to
enhance access 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 multi -use 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 users. Reaching out to under served populations with targeted 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, developing 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.
IMPLEMENTATION FRAMEWORK'_
0
0
PARKS RECREATION & TRAILS STRATEGIC PLAN 1 235
IMPLEMENTATION FRAMEWORK
M
1W IF
236 1 CITY OF EDINA
9M
INTRODUCTION
TO THE PURPOSE, GOALS,
AND STRATEGIES
To accomplish the Strategic Plan's vision, five key areas of development have been
identified that constitute broad categories of EPRD improvements, activities, and
initiatives necessary to implement the Strategic Plan. Each of the key development
areas is broken down by the following:
• Purpose - statements recognize the critical elements and over -arching
philosophy of approach for each key area of development.
• Goals - define the most critical objectives that will need to be focused on
under each key area of development to ensure the purpose is addressed.
• Strategies - provide guidance on actions necessary to accomplish the goals.
• Tactics - are specified in Appendix A - Implementation Plan and list
specific actions to achieve the strategies. The tactics are intended to be
actionable items, where progress and timelines can be tracked, evaluated,
and modified as needed.
Together, the purpose, goals, strategies and tactics are intended to serve as a flexible
guide to adapt to changing trends, needs, and City priorities. They should be re-
evaluated and updated every 5 -years to ensure that the master plan truly serves as a
living document that is dynamic and proactively meeting the Community's needs and
vision.
The Implementation Framework is separated as an Appendix in order to allow staff to
edit with new information/ expertise not available at the time of this document, adapt to
physical and political realities, and adjust timelines as needed. The scope of AppendixA
is informed by the bulk of the Strategic Plan and is connected to the document through
the following Purpose, Goals, and Strategies for the Key Areas of Development.
The end of this Chapter will identify the top Priorities of the Strategic Plan that have
been identified based on public surveys, staff input, consultant team experience and
recommendations, and current opportunities.
Key Areas of Development
• Natural Resources & Sustainable Parks
• Parks; Open Spaces, and Trails
• Recreation Facilities
• Recreation Programs
• Finance & Management
5.1 PURPOSE, GOALS, AND STRATEGIES FOR
NATURAL RESOURCES & SUSTAINABLE
Protect, enhance, engage and restore our urban forests, natural
areas and water resources in order, to sustain a healtht; diverse and
balanced natural environrrsent jor all to enjo>> and understand.
GOAL 01 - PROTECT, ENHANCE, AND RESTORE THE CITY'S
NATURAL RESOURCES AND NATURAL AREAS
Strategies:
1. Create a full-time position for a Natural Resource Manager to lead and
manage natural resource related efforts - as recommended in 2013 Urban
Forest Task Force report (UFTF).
2. 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.
3. Increase connections and access to natural areas and environmental
resources.
GOAL 02 - CREATE MORE RESILIENT AND SUSTAINABLE
PARKS, FACILITIES, AND LANDSCAPES
Strategies:
1. Maintain excellence in park maintenance operations, continue to explore
environmentally friendly/ sustainable practices, and increase natural areas
maintenance expertise and ability.
2. Develop more sustainable parks and trails infrastructure that are resilient to
impacts of climate change.
GOAL 03 - PROTECT AND RESTORE EDINA'S WATER
RESOURCES.
Strategies:
1. Maintain the Park System's flood storage abilities and follow floodplain
regulations.
2. Improve Edina's water resources through the Park System.
3. Provide more active and passive recreation opportunities and educational
efforts focused on water resources.
IMPLEMENTATION FRAMLVVUl i
"for in the end we will conserve only
what we love.
we will iove.only what we
understand.
we will understand only what we are
taught."
Baba Dioum -1970
PARKS RECREATION & TRAILS STRATEGIC PLAN 1 237
•
IMPLEMENTATION FRAMEWORK
238 1 CITY OF EDINA
5.2 PURPOSE, GOALS, AND STRATEGIES FOR
PARKS, OPEN SPACES & TRAILS
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 allovv all residents to engage in healthy activities.
GOAL 01 - 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. Develop, refine, and implement the Branding, Signage, and Wayfinding
Plan included in this Strategic Plan.
3. Market parks and programs throughout the City to inform residents of
offerings.
GOAL 02 - ENSURE EXCELLENCE AND EQUITABLE ACCESS TO
PARKS FOR ALL RESIDENTS
Strategies:
1. Pursue Commission for Accreditation of Park and Recreation Agencies
(CAPRA) Accreditation and strive for Gold Medal Recognition.
2. Match development and redevelopment of park system and maintenance
facilities to population growth and demographics changes.
GOAL 03 - 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. Ensure safety throughout the park system.
GOAL 04 - REVITALIZE EXISTING PARKS BY ALIGNING PARK,
OPEN SPACE AND TRAIL INFRASTRUCTURE WITH
CURRENT AND ANTICIPATED COMMUNITY NEEDS
Strategies:
1. Design flexibility into outdoor spaces and athletic fields to meet current
needs and readily adapt to future recreation trends.
2. Provide specialized park infrastructure to address under served needs,
emerging trends, and support year round uses.
IMPLEMENTATION FRAME1if t
PARKS RECREATION & TRAILS STRATEGIC PLAN 1 239
IMPLEMENTATION FRAMEWORK
ir
240 1 CITY OF EDINA
5.3 PURPOSE, 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
supporting financial sustainability.for the Departnnent in the Future.
GOAL 01 - PROVIDE HIGH FUNCTIONING COMMUNITY
PARKS, RECREATION, LEARNING AND GATHERING
FACILITIES THAT ARE RESPONSIVE TO CHANGING
COMMUNITY NEEDS AND INTERESTS.
Strategies:
1. Develop a flexible 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 with
suitable facilities.
3. Implement a policy -supported business management model for Enterprise
Facilities that addresses a cost recovery model toward financial
sustainability.
4. Explore the development of innovative infrastructure in the park system to
support environmental education and natural resource programming.
GOAL 02 - INCREASE FACILITY ACCESSIBILITY AND
CONSISTENCY THROUGHOUT THE CITY
Strategies:
1. Identify facilities not meeting community needs and develop plan for
replacement, renovation, or decommissioning.
2. Update all building facilities to 2010 Americans with Disabilities Act
Standards for Accessible Design to create safe pedestrian access for low
mobility park users.
5.4 PURPOSE, GOALS, AND STRATEGIES FOR
RECREATION PROGRAMS
Develop, provide, and manage recreation proo7'ams to support the
conanunilv's needs for health and ivellness, irrdii=ideal skill developnzer2t,
and community connectivity in a safe and er jovable environment.
GOAL 01 - PROVIDE A VARIETY OF PROGRAMS THAT MEET
COMMUNITY NEEDS AND INTERESTS AND
MAINTAIN THE HIGHEST LEVEL OF EXCELLENCE
Strategies:
1. Attract 30-35% of all Edina residents to experience an organized recreation
program through EPRD by identifying and closing programming gaps.
2. Keep up with evolving needs and trends by re-evaluating offered programs
and interest levels.
GOAL 02 — DELIVER PARK AND RECREATION PROGRAMMING
MORE EFFICIENTLY AND EFFECTIVELY
Strategies:
1. Clearly define program providers to eliminate overlap and define the level
and scope of services offered.
2. Continue to provide high quality youth sports programming and work with
athletic associations to provide recreational opportunities.
3. incorporate programming standards for all services provided across the
system.
IMPLEMENTATION FRAMEWORKV L
y
PARKS RECREATION & TRAILS STRATEGIC PLAN 1 241
IMPLEMENTATION FRAMEWORK
242 1 CITY OF EDINA
5.5 PURPOSE, GOALS, AND STRATEGIES FOR
FINANCE & MANAGEMENT
Provide and encourage use of quality parks, trails, facilities, and programs that
deliver on the cornm:unitys expectations, for a safe and enjoyable experience
while keeping the infrastructure of the system in a quality state.
GOAL 01 - INCREASE FINANCIAL SUSTAINABILITY, EFFICIENCY,
AND STRONG PARTNERSHIPS
Strategies:
1. Collaborate with the Park Maintenance Department on the planning and
maintenance of all park lands, facilities, and trails.
2. Strengthen departmental partnerships with similar providers and establish
more formal partnership policies.
3. Create opportunities for entrepreneurs, both non-profit and for-profit, to
enrich the park experience and implement innovative approaches to revenue
generation.
4. Develop mini business plans for all Enterprise Facilities to achieve financial
sustainability.
5. Maximize staffing efficiency and effectiveness by reviewing staff levels and
providing key staffing related to management and programming of Park
facilities.
6. Ensure adequate financing for growth of flee system as continued
development occurs.
GOAL 02 - STRENGTHEN BUSINESS AND MARKETING
DEVELOPMENT
Strategies:
1. Develop a Depart nent-wide strategic marketing plan.
2. Provide best marketing opportunities for programs and targeted
populations..
IMPLEMENTATION FRAMEWORK- -
KEY PROJECTS OF THE STRATEGIC PLAN
The following key projects have been identified based on community engagement,
city staff and park board recommendations, and focus group and stakeholder input.
These projects will require a variety of strategies and tactics to achieve - as defined in
flus document and Appendix A - Implementation Framework. The implementation will
require continued efforts from the Park Board, Parks and Recreation Staff, other City
Departments and Administration and support from the community. Progress will be
evaluated annually and presented in the EPRD Annual Report.
The key projects identified are supported by the guiding principles and the icons below
link the projects back to the applicable guiding principles.
PARKS RECREATION & TRAILS STRATEGIC PLAN 1 243
GUIDING PRINCIPLES
Promote community health and wellness by engaging all residents in our
parks and programming
Provide excellence and innovation in parks and recreation services to
0
meet the needs of the commmuty
$$$
Develop creative funding opportunities and programming partnerships
'�►�
to ensure excellence in facilities, programs, and financial stewardship for
future generations
Advance enviromnental stewardship and conservation to preserve and
protect natural resources and build excellence through sustainability
Connect residents to park facilities and their programs
Promote social equity and engagement within die parks system and its
programs.
PARKS RECREATION & TRAILS STRATEGIC PLAN 1 243
IMPLEMENTATION FRAMEWORK
1. CREATE A MULTI -USE TRAIL SYSTEM THROUGH THE CITY
o TO CONNECT PARKS AND ENTERPRISE FACILITIES.
Applicable Guiding Principles: A multi -use trail system has been identified by residents for several years, and
would serve multiple objectives and goals of EPRD, such as providing greater
access to parks, increasing health and wellness opportunities, providing more
sustainable transportation options, strengthening community and safety through
complete streets, and providing another source of recreation The time is right to
begin implernentation, building on the success and excitement of the new Nine Mile
Creek Regional Trail soon to be constructed through the City.
"S 2. PROVIDE A MULTI -GENERATIONAL COMMUNITY CENTER
°* THAT IS ALL-INCLUSIVE.
Applicable Guiding Principles: A community center need was identified in the community survey and the Level
of Service Analysis. A facility of this type would fill multiple needs including
the creation of community meeting and gathering spaces, provide a space for
the multiple generations and their ability to interact, and supporting recreation
activities and users that are currently wider -served. The City will need to study the
programmatic, spatial, and amenity requirements of the facility. The Grandview
site has been identified as a potential location for this facility and would provide a
much needed community gathering facility north of Highway 62.
° 3. HIRE A NATURAL RESOURCE MANAGER TO GUIDE
PRESERVATION AND DEVELOPMENT OF NATURAL AREAS,
ACCESS AND INTERPRETIVE / EDUCATIONAL
Applicable Guiding Principles:
OPPORTUNITIES.
A Natural Resource Manager will provide leadership in defining and
implementing critical aspects of City's natural areas development and
preservation, intending to provide access to healthier, more sustainable landscapes
for residents. The Natural. Resource Manager's first effort should be to complete
a Natural Resource Inventory and Management plan for the City. The Natural
Resource Manager will coordinate invasive species control (buckthorn), public
outreach, interpretation opportunities and environmental education, and volunteer
efforts. This person will work to provide maintenance and protection of high
quality natural resources throughout the City.
c 4. IMPROVE MARKETING AND COMMUNICATION DELIVERY.
� * t* Create a marketing and communication plan to improve marketing effectiveness,
Applicable Guiding Principles: cross marketing of services, and efficiency. Park wide branding, program
communication delivery, and media format should be explored and evaluated for
greatest cost effectiveness.
244 1 CITY OF EDINA
•
5. REPLACE OR DECOMMISSION COMMUNITY PARK
BUILDINGS THAT HAVE OUTLIVED THEIR DESIGNED
LIFESPAN AND ARE CURRENTLY INSUFFICIENT IN
PROVIDING SERVICES.
A handful of Community Park Buildings are extremely outdated and need to be
permanently decommissioned or replaced with new buildings that can adequately
support their intended uses. Edina's Capital Improvements Plan for 2015-2019
identifies repairs or replacement for several of these buildings. While the decision to
replace roofs and siding has been made these Community Park Buildings, a process
for determining the distribution and function of Community Park Buildings should
be created and implemented by EPRD to prioritize replacement schedules and
explore other development models to meet the needs of the surrounding community.
6. RELOCATE OR RENOVATE THE EDINA ART CENTER TO
PROVIDE A FACILITY THAT BEST SUPPORTS THEIR
PROGRAMMING NEEDS.
The Edina Art Center is a highly successful Enterprise Facility that has outgrown it's
current building. The recommendation of the Strategic Plan would be to explore the
cost/ benefits of relocating theArt Center to another existing facility (likely requiring
renovation), or constructing a new facility. Additionally, the location of the building
should be evaluated for maximizing transportation, transit, and filling geographic
gaps of Enterprise Facilities spread throughout the City. The Grandview site has been
identified as a potential location for a multi-purpose facility that could potentially
include the EdinaArt Center.
7. REPLACE INADEQUATE AND OUTDATED PLAY AREAS
AND PLAYGROUNDS AND PROVIDE NEW FACILITIES
TO ADDRESS UNDERSERVED AREAS.
EPRD should strive to provide a high quality accessible and inclusive play area/
playground within a 10 -minute walk of every resident in the City. Inadequate or
outdated facilities not meeting current ADA standards should be repaired or replaced.
Innovative play structures should be explored including natural play areas and new
approaches to child inclusive recreation.
8. IMPROVE BRANDING AND WAYFINDING TO PARKS
THROUGHOUT THE CITY AND INTERNALLY.
The Strategic Plan recommends that the EPRD develop a consistent branding
and wa finding system for the parks and enterprise facilities. This effort includes
graphics and messaging that will create an identifiable image for the parks system,
but also includes signage to make amenities and facilities easily identifiable in the
City. Wayfinding to park facilities throughout the City should establish a hierarchy
for automobiles, bicycles, and pedestrian traffic that will increase safety - focusing
on circulation and parking facilities.
IMPLEMENTATION FRAMEWORK';-'
Applicable Guiding Principles:
sss
Applicable Guiding Principles:
00000
Applicable Guiding Principles:
Applicable Guiding Principles:
PARKS RECREATION & TRAILS STRATEGIC PLAN 1 245
IMPLEMENTATION FRAMEWORK
246
sss
r5v
Applicable Guiding Principles:
L6' i
9. STRENGTHEN FINANCIAL SUSTAINABILITY
Increasing efficiencies of staffing, maintenance, marketing and other management
and administration activities will help build financial sustainability. Providing
new revenues through continued park dedication fee for new development
and redevelopment of properties, innovative business development, creative
partnerships, and adding services for fee at parks throughout the system will
provide funds to support the parks and maintenance.
sss 12. DEVELOP BUSINESS PLANS FOR ALL ENTERPRISE
f'iy
FACILITIES THROUGHOUT THE PARK SYSTEM
Applicable Guiding Principles: The EPRD should create business and management plans for all enterprise
facilities to move toward generating a profit or break even scenario. The business
plans should be developed for facilities within the system that do not have one
currently or have not had one completed within the last 10 years. These business
plans will help guide and prioritize staffing, expenses, maintenance, development
and programming within the enterprise facilities and provide a basis for all
decision making. Business plans should be updated every 2 years.
CITY OF EDINA
10. PROVIDE ADDITIONAL COMMUNITY GATHERING AREAS
°
(��
Tr tegrating low cost infrastructure to support and promote community gathering
Applicable Guiding Principles:
should be prioritized. Open air pavilions, gazebos/ picnic structures, as well as
outdoor classrooms and amphitheaters provide a means to allow more informal
gathering in a cost effective manner. Simple amenities such as restrooms,
drinking fountains and proper waste/recycling receptacles can go along way
toward creating positive environments for community gathering and should be a
priority at all existing facilities.
11. DEVELOP COMMUNITY DRIVEN MASTER PLANS FOR
PARKS THROUGHOUT THE SYSTEM.
Applicable Guiding Principles:
Planning and design should be used as a tool to build excellence throughout the
park system. The EPR.D should create master plans for individual parks within
the system that do not have one currently or have not had one completed within
the last 20 years. These master plans will help guide and prioritize maintenance,
development and programming within the parks and provide a basis for all
decision making. Priority should be given to master planning efforts for Fred
Richards, Braemar, and Arneson Acres to maximize their long-term quality,
financial and environmental sustainability.
sss 12. DEVELOP BUSINESS PLANS FOR ALL ENTERPRISE
f'iy
FACILITIES THROUGHOUT THE PARK SYSTEM
Applicable Guiding Principles: The EPRD should create business and management plans for all enterprise
facilities to move toward generating a profit or break even scenario. The business
plans should be developed for facilities within the system that do not have one
currently or have not had one completed within the last 10 years. These business
plans will help guide and prioritize staffing, expenses, maintenance, development
and programming within the enterprise facilities and provide a basis for all
decision making. Business plans should be updated every 2 years.
CITY OF EDINA
L�
PROGRESS MEASUREMENT
Measuring progress of the Implementation Framework and overall park system is
valuable, to justify and validate funds, staff time, and overall progress. Regular
evaluations can help EPRD continually gauge which improvements better seine
system users and provide excellence for the Park system. EPRD already conducts some
periodic evaluation of its services, including community surveys, recreation program
participants, and users of its fee based services. Additionally, EPRD will be reviewing
the Implementation Framework annually in order to update the Board, Council and
community on progress toward the strategic implementation framework and Priority
Projects. An annual report will be the primary conununication tool and document
generated by EPRD in this effort.
Additionally, perfonnance measures are provided for all tactics found in Appendix
A - Implementation Framework. These performance measures will assist EPRD
staff in evaluations of implementation items and progress. The Implementation
Framework should be updated and amended as needed to adjust priorities and tactics for
implementation.
Information thatshould be in the annual report includes a combination of quantitative
and qualitative data - may of which are currently collected by EPRD. The annual
report should also be used as a marketing tool to summarize the system and its
programs, as well as discuss progress toward Priority Projects and the challenges
associated with completion. Qualitative tools, such as surveys, are relatively easy to
conduct and are important in gauging satisfactions, trends, and need. Surveys though
do not tell the entire picture. Quantitative methods, such as counts, are important in
capturing the who, what, where, and when of park and recreation use. Counts are the
most beneficial in demonstrating the magnitude of usage. Examples of both quantitative
and qualitative data that could be collected and displayed in the annual. report include:
Quantitative Data
• Number of recreation activities and participants tracked through
registrations
• Number of events, facility users and participants tracked through
reservations, permitting and in requests of associations
• Number of volunteer participants
• Number of people using parks, trails and other non fee based facilities
through the development of a user count program - counting cars in parking
lots, creating a volunteer counting program, or installing technology to
count trail users
• Number of park master plans completed and how many participated in each
process
• Miles of sidewalks/trail completed
IMPLEMENTATION FRAMEWOR14�n�, t �,
PARKS RECREATION & TRAILS STRATEGIC PLAN 1 247
IMPLEMENTATION FRAMEWORK
Qualitative Data
• City-wide survey on a regular basis and evaluate trends over time
• Conduct satisfaction surveys of recreation activity participants
• Evaluate perceptions of safety in use of parks and trails
• Create evaluation for associations and other groups which regularly use
facilities Interview park users to find out how they got there, why they
came, how long they stayed, and the importance of the park's different
attributes and facilities. If done regularly this can be informative in terms of
trends
• Conduct focus groups to gather information about park use habits and
desires for future park system directions
Priority Projects Analysis
• Identify progress on individual priority projects.
• Remove projects that have been achieved and update project list.
• Identify major obstacles for projects that have .not been realized or where
little progress has been made - identify what steps have been taken to
address the obstacles.
• Outline steps taken toward implementing the priority projects.
• Evaluate the ability and sources to fund the desired project.
• Summarize the amount of outside funding (partnerships, grants, etc.)
secured.
LIVING DOCUMENT
The premiere park and recreation system in Minnesota will not only measure progress
by assessing community needs and satisfaction, but will also adapt to meet those
changing needs. Recreation is dynamic and is constantly changing. New recreation
activities and equipment emerge (in-line skates, the mountain bike, etc) and recreation
trends ebb and flow. Inherently this means flexible and adaptive facilities and
programs. It also means regular review and refinement of the Strategic Plan based on
community feedback. Annual review of this plan to make sure that priority projects,
recommendations, and the implementation framework are still relevant and updated to
reflect progress is an essential component of becoming the premiere park and recreation
system in Minnesota.
248 1 CITY OF EDINA
s _J
IMPLEMENTATION FRAMEWORK
pros�:�
consul ting
ConFLUEnCE
PARKS RECREATION & TRAILS STRATEGIC PLAN I A-1
APPENDIX A
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.
RESOURCESNATURAL • •PROTECT, ENHANCE, AND RESTORE
STRATEGY 1.2
NATURALAND AREAS.
resources protection and invasive species assessment and management.
STRATEGY 1.1
Create a full-time position for a Natural Resource Manager to lead and manage natural resource preservation and
education efforts - as recommended in 2013 Urban Forest Task Force report (UFM.
Performance Measure
Tactic
Implementation
Performance Measure
1.2.1 Adopt a City-wide no net loss of natural areas and open
Year
Update database.
1.1.1 Hire a qualified Natural Resources Manager.
2016
Full-time position created.
1.1.2 Prioritize work tasks such as working to complete
2016
Completed report.
NRI and management plan, applying for grants, developing
Completion of NRI and
connections with other departments, leading environmental
2020
management plan, successful
education efforts, membership on City Commissions,
grant applications.
assisting with wildlife issues, invasive species (buckthorn),
and coordinating volunteer efforts.
Ongoing
Update database.
A-2 I CITY OF EDINA
STRATEGY 1.2
Complete a comprehensive Natural Resources Inventory (NRI) on all Park properties with an emphasis on existing
resources protection and invasive species assessment and management.
Tactic
Implementation
Performance Measure
Year
1.2.1 Adopt a City-wide no net loss of natural areas and open
2016
Update database.
spaces.
1.2.2 Collect all existing data and studies conducted into
2016
Completed report.
one centralized document.
1.2.3 Hire a qualified consultant to complete NRI and
2018
Completed NRI &
management plan.
Management Plan.
1.2.4 Maintain and update existing tree inventory and
database with an emphasis on invasive and disease
Ongoing
Update database.
susceptible species and heritage trees.
1.2.5 Identify and protect the City's highest quality natural
2017
Completed NRI, policy to not
resources and areas.
impact identified areas.
1.2.6 Apply for grants to assist in control invasive species -
2016 per grant
Submit application and
http://www.invasivespeciesinfo.gov/toolkit/grantsrequests.
schedule
receive a grant.
shtml
A-2 I CITY OF EDINA
r1
U
{
APPENDIX A{ ,
1.2.7 Prioritize the next 5 years of restoration goals, invasive Completed NRI &
species control efforts, and maintenance operations. 2017 Management Plan andbudget.
STRATEGY 1.3
Increase connections and access to natural areas and environmental resources.
Tactic
Implementation
Performance Measure
Year
1.3.1 Create programs that provide education and get
residents outside to experience natural resources throughout
2016
Create 1 new program or tour
the City (e.g. Master Naturalist programs, seasonal education
by 2016
walks, etc.)
1.3.1 Coordinate access with system wide trails plan.
2018
Completed NRI & Manage-
ment Plan
1.3.2 Identify low -use park land areas that could be
Concept plans outlining
converted to native or low input ground covers to lessen
2018
areas for conversion of turf.
maintenance and provide greater habitat.
Individual park master plans
1.3.3 Incorporate more native landscaping and native gar-
Create one native plant
dens into parks. Work with existing volunteer base - Garden
2018
demonstration garden
Club.
1.3.4 Study feasibility of creating infrastructure to
support environmental education initiatives (e.g. outdoor
ID funding for an
amphitheaters, natural playgrounds, picnic pavilions, etc.) -
2019
Environmental Learning
evaluate potential sites and case studies. Consider Bredesen
Center
and areas on north side of 62 that are currently under served
with facilities.
1.3.6 Develop natural resource based education and
New programs and/ or
volunteer programs that develop a strong connection with
20118
partnerships in place by 2017.
community/ neighborhood centers.
1.3.7 Continue with and build upon existing successful
Ongoing
Visible buckthorn reduction
programs such as the buckthorn removal program.
1.3.8 Develop partnerships with non -profits, education
2017
New programs and/ or
agencies, and other environmental education associates
partnerships in place by 2017
PARKS RECREATION & TRAILS STRATEGIC PLAN I A-3
APPENDIX A
NATURAL RESOURCES GOAL 2 - CREATE MORE RESILIENT AND SUSTAINABLE PARKS, FACILITIES AND
LANDSCAPES.
STRATEGY 2.2
Develop more sustainable parks and trails infrastructure that are resilient to impacts of climate change.
STRATEGY 2.1
Maintain excellence in park maintenance operations, continue to explore environmentally friendly/ sustainable
practices, and increase natural areas maintenance expertise and ability.
Tactic
Implementation
Performance Measure
Year
Complete climate change
facilities, infrastructure, vegetation, and areas susceptible to
Review items from report for
2.1.1 Follow recommendations of the 2013 UFTF report.
2016
completion.
2.2.2 Use the Sustainable Sites Initiate (SITES®) as a guide
Create marketing materials
2.1.2 Educate residents on current initiatives (e.g. turf grass
2017
and post in park and/or give
maintenance).
a green operations plan. SITES° is the landscape and site
presentations throughout City.
2.1.3 Complete cost/ benefit analysis of the long term cost/
equivalent to LEED and is the most comprehensive guide and
Create marketing materials
benefits of turf grass maintenance vs. natural areas and
2018
and post in park and/or give
communicate results to Park Board, City Council, and Public.
sustainablesites. org
presentations throughout City.
2.1.4 Identify key species or planting strategies to be used
2.2.3 Utilize Leadership in Energy & Environmental Design
Complete 1 native plant
throughout the City that maximize benefits and minimize
2018
demonstration garden in park.
future maintenance - work with Garden Club to grow.
Challenge to guide future parks and facilities renovations and
2018
2.1.5 Provide training for Park Maintenance staff to maximize
2018
Natural resource management
efficiency and quality of natural resource management.
conservation and other building functions with direct cost
plan informed training.
2.1.6 Consider hiring or supplementing natural resource
2018
Identify maintenance and
maintenance activities with an outside consultant.
operations responsibilities.
STRATEGY 2.2
Develop more sustainable parks and trails infrastructure that are resilient to impacts of climate change.
Tactic
Implementation
performance Measure
Year
2.2.1 Conduct a climate change risk assessment for all Parks
Complete climate change
facilities, infrastructure, vegetation, and areas susceptible to
2018
risk assessment.
extensive storm damage.
2.2.2 Use the Sustainable Sites Initiate (SITES®) as a guide
for for new park development and retrofits, and to create
Utilize SSI checklist for all
a green operations plan. SITES° is the landscape and site
2017
new and major renovation
equivalent to LEED and is the most comprehensive guide and
projects.
objective sustainability rating system for the landscape www.
sustainablesites. org
2.2.3 Utilize Leadership in Energy & Environmental Design
Integrate into all master
(LEED), Minnesota's B3 program, and/or the Living Building
plans and redevelopment
Challenge to guide future parks and facilities renovations and
2018
guides. Hire only LEED
new construction projects. Prioritize energy efficiency, water
certified consultants.
conservation and other building functions with direct cost
Require LEED certification
impacts.
I for new buildings.
A-4 I CITY OF EDINA
APPE ft
STRATEGY 3.1
Maintain the Park System's flood storage abilities and follow floodplain regulations.
Tactic
Implementation
Performance Measure
Year
3.1.1 Coordinate with Engineering Dept. to meet changing
Yearly review of regulations,
regulations and integrate into future planning and master
Ongoing
review all projects as
planning projects.
proposed.
3.1.2 Coordinate with Engineering Dept. to consider joining
Hennepin County's Wetland Health Evaluation Program
2017
Program membership.
(WHEP) that engages community members in monitoring
2018
project in a park.
wetland and water quality. ) http://www.mnwbop.org/
New water quality buffers
3.1.3 Explore opportunities to plant buffers on ponds, lakes,
established in parks each
and streams within park property to prevent against erosion
2017-2020
year and/or in concert with
and provide habitat.
2017
adjacent City work.
STRATEGY 3.2
Improve Edina's water resources through the Park System.
Tactic
Implementation
performance Measure
Year
3.2.1 Partner with Nine Mile and Minnehaha Creek Watershed
Districts on public education efforts focusing on lawn care
2018
Identify and implement 1 pilot
management practices that improve water quality and
project in a park.
increase wildlife habitat.
3.2.2 Reduce impervious surfaces and integrate green
Identify and implement 1 pilot
infrastructure and stormwater BMPs to treat runoff from all
2018
project in a park.
park and facilities impervious surfaces.
Apply for planning grant
to study opportunities
3.2.3 Partner with Environmental Engineering Dept. to identify
for integrating green
opportunities to increase water quality throughout the City
2017
infrastructure - Create a
- identifying opportunities to treat City stormwater on Park
master plan with grant funding
property to benefit both.
from Watershed District to
analyze.
3.2.4 Minimize potable water use for irrigation by reducing
Evaluate current water usage
irrigation needs, increasing irrigation system efficiency, and
2017
annually.
providing alternative water sources.
PARKS RECREATION & TRAILS STRATEGIC PLAN I A-5
APPENDS;' A
A-6 I CITY OF EDINA
STRATEGY 3.3
Provide more active and passive recreation opportunities and educational efforts focused on water resources.
Tactic
Implementation
Performance Measure
Year
Continue existing programs
3.3.1 Continue support of popular fishing programs such as
and develop 1 new youth
MnDNR's learn to fish, and explore other similar opportunities
2015 Ongoing
focused natural resource
to engage youth in natural resource based outdoor activities.
program by 2016.
3.3.2 Expand fishing access opportunities with increased fish
Develop one new fishing
habitat, fishing infrastructure, and programs on Lake Cornelia,
2016
program and/or access
and Centennial Lake.
infrastructure at 1 park.
Participate in a minimum of
3.3.3 Partner with Nine Mile Creek and Minnehaha Creek
1 program and provide links
Watershed Districts to take advantage of their water quality
2015
to programs through Parks
education programs.
website and
3.3.4 Develop signage for passive interpretation of water
Install signs at key water
resources. Focus on popular and/ or quality resources such
2018
access areas
as Minnehaha Creek, Nine Mile Creek & Trail, etc.
3.3.5 Increase canoe and kayak access to Edina's lakes
Storage racks and formalized,
and provide storage for residents and/ or exploring rental
2018
safe access points lakes
programs. Explore Lake Cornelia as potential site.
currently without access.
A-6 I CITY OF EDINA
APPENDS
PARKS, OPEN SPACE & TRAILS
Our vision for parks, open spaces, and trails is to 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.
PARKS RECREATION & TRAILS STRATEGIC PLAN I A-7
STRATEGY 1.1
Prioritize the development and implementation of a multi -use trail network connecting parks and facilities together,
and to key destinations throughout the City.
Tactic
Implementation
Performance Measure
Year
Add 15 additional miles of
1.1.1 Achieve a .75 miles per 1,000 people goal for hard
trail to meet 2019 population
surface trails to connect neighborhoods, major attractions
2016-2026
projections (in addition to Nine
(historical and cultural), and community parks via trails.
Mile Creek trail).
1.1.2 Coordinate with Engineering to seek funding to support
developing a system of on street shared lanes, separated
Ongoing
Dollars committed in the 2016
bike lanes, and off-street hard surface trails connecting to
budget to trail implementation.
parks. Prioritize off-street trails and separate bike lanes.
1.1.3 Coordinate with Engineering Department
and collaborate with other Community programs
Identify shovel ready projects
including Bike Edina, Edina Living Streets
Ongoing
and commit dollars in the 2018
program, Active Routes to Schools, Sidewalk
budget
Priority Plan, and Capital Improvement Plan.
1.1.4 Provide facilities to support existing trails and the
Identify facility needs and
new Nine Mile Creek Regional trail e.g. - restrooms, drinking
2020
incorporate into capital
fountains, and appropriate waste/ recycling facilities.
improvements plan.
1.1.5 Provide facilities in parks to fully supported
bicycle use including adequate bike parking and racks,
2020
Identify shovel ready projects
bicycle library, covered parking, tandem bikes for senior,
and commit dollars to 2020.
bike trailers for families, and repair stands, etc...
PARKS RECREATION & TRAILS STRATEGIC PLAN I A-7
APPENDIX A
STRATEGY 1.2
Develop, refine, and implement the Branding, Signage, and Wayfinding Plan included in this Strategic Plan.
Tactic
Implementation
performance Measure
Implementation
Year
1.2.1 Create a comprehensive branding, signage and
2016
Dedicated funding for
wayfinding plan for all EPRD properties and programs.
2016
completing branding plan.
1.2.2 Coordinate with other departments and incorporate
2017
Update websites, implement
branding throughout City materials.
Receive Gold Medal Award
first installation project(s)
community groups that may be unfamiliar with it to build
2015
Replace signage with phased
1.2.3 Replace park signage with updated branding.
2016+
approach.
STRATEGY 1.3
Market parks and programs throughout the City to inform residents of offerings.
Tactic
Implementation
performance Measure
Implementation
Year
1.3.1 Hire a marketing consultant to develop a 5 -year
Create and fill position,
marketing plan. Have one staff person in Communications
2016
identify funding for.
Department to work on park projects.
accreditation.
1.3.2 Present this Strategic Plan across departments and
Receive Gold Medal Award
Presentations to non-
community groups that may be unfamiliar with it to build
2015
traditional groups.
connections.
1.3.3 Create and implement a naming policy for parks and
2016
Integrate into Parks plan by
future facilities.
2017.
A-8 I CITY OF EDINA
STRATEGY 2.1
Pursue Commission for Accreditation of Park and Recreation Agencies (CAPRA) Accreditation and strive for Gold
Medal Recognition.
Tactic
Implementation
performance Measure
Year
2.1.1 Research CAPRA requirements, highlight where EPRD
2017
Apply and achieve CAPRA
has gaps, and develop plan to achieve requirements.
accreditation.
Receive Gold Medal Award
2.1.2 Apply for Gold Medal Award.
2020
recognition.
A-8 I CITY OF EDINA
APPENDIX
STRATEGY 2.2
Match development and redevelopment of park system and maintenance facilities to population growth and
demographics changes.
Tactic
Implementation
Performance Measure
Year
Updated Park Master Plans
2.2.1 Transition under utilized amenities and replace with
remove outdated amenities as
more productive amenities that are tied to neighborhood
2025
part of lifecycle management
needs (Reference Edina Level of Service Standards file).
plan every year for the next
five years.
2.2.2 Refer to included facility assessments and inventories
to identify key facilities such as restrooms, drinking fountains,
Identify deficient infrastructure
signage, parking, and other comfort and convenience
2018
and create implementation/
features in need of replacement, and develop a plan to
replacement plan.
replace deficient infrastructure not meeting Park System
standards.
2.2.3 Establish and utilize a Furniture, Fixture, and
Equipment (FFE) standard and inventory for park and
Established FFE standards
recreation amenities, (e.g. basketball hoops, outdoor lighting,
2018
plan
outdoor benches, etc.) parts inventories, and enhanced
maintenance efficiency.
PARKS RECREATION & TRAILS STRATEGIC PLAN I A-9
"I
ps
APPENDIX A
STRATEGY
Update all parks and trails to 2010 Americans with Disabilities Act (ADA) Standards for Accessible Design.
Tactic
Implementation
Performance Measure
Year
3.1.1 Complete inventory and assessment of all park infra-
New facilities meet or exceed
structure regarding 2010 ADA standards.
2020
standard. Integrate into RFP
3.1.1 Require all new infrastructure to meet 2010 ADA
2017
New facilities meet or exceed
standards
2025
standard. Integrate into RFP
5 - year plan to prioritize and
3.1.2 Upgrade existing facilities not meeting ADA standard
2025
implement updates.
STRATEGY
Ensure safety throughout the park system.
Tactic
Implementation
Performance Measure
Year
Integrate requirement into
3.2.1 Incorporate Crime Prevention through Environmental
RFPs for new facilities and
Design principles and guidelines into parks and recreation
2017
renovations. Consider
site design and ongoing maintenance practices.
hiring consultant to evaluate
existing facilities and make
recommendations
A-10 I CITY OF EDINA
:7
APPENDIX A{__,i
STRATEGY 4.2
Provide specialized park infrastructure to address under served needs, emerging trends, and support year round uses.
'STRATEGY 4.1
Design flexibility into outdoor spaces and athletic fields to meet current needs and readily adapt to future recreation
trends.
Tactic
Implementation
performance Measure
Year
4.1.1 Consult Level of Service study to identify gaps and
2016
3 Multi -use fields identified as
recommendations.
areas where data shows the highest need.
a need by 2019.
4.1.2 Consider alternative surfaces for high use areas (e.g.
2020
Long term cost benefit
analysis of capital and
artificial turf, high performance turf, etc.)
4.2.2 Provide infrastructure to support winter uses and trails
maintenance costs.
4.1.3 Ensure adequate lighting to extend playability times
2020
Utilize facility analysis to
throughout the year and in morning/ early evening times.
will bring more residents to parks in winter months.
identify lidhtinig issues.
4.2.3 Emphasize winter opportunities at Braemar Park to
Integrate goals and/ or
4.1.4 Prioritize flexibility and community gathering spaces in
Ongoing
requirements into RFPs for
future master plans and renovation projects.
snow making for ski trails, biathlon training infrastructure, and
future park master plans
STRATEGY 4.2
Provide specialized park infrastructure to address under served needs, emerging trends, and support year round uses.
Tactic
Implementation
performance Measure
Year
Seek funding for new or
4.2.1 Prioritize projects to increase the Level of Service in
Ongoing
renovated park and recreation
areas where data shows the highest need.
facilities and properties based
on LOS.
4.2.2 Provide infrastructure to support winter uses and trails
Integrate winter uses into all
into existing parks for a variety of skills and mobility uses that
2020
parks and trails plans.
will bring more residents to parks in winter months.
4.2.3 Emphasize winter opportunities at Braemar Park to
Increase marketing of Braemar
cross pollinate with hockey and other activities. Explore
2017
Park winter trail and include
snow making for ski trails, biathlon training infrastructure, and
winter trail planning in
additional winter uses.
Braemar Park Master Plan.
4.2.4 Require community driven master plans and/ or public
Complete a community driven
input process for all projects with greater than $250,000
2016
master plan for Fred Richards.
improvements.
4.2.5 Evaluate current and future needs and locations for
Community Gardens. Consider sites near apartments/ condos
2020
Evaluate community garden
and higher density areas with limited access to usable
use and community desire.
planting space - where needs may be greater.
PARKS RECREATION & TRAILS STRATEGIC PLAN I A-11
t
i
APPENDIX A
4;
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 supporting
financial sustainability for the Department in the Future.
STRATEGY 1.1
Develop a flexible recreation/ community center for the City that provides opportunities for recreation, education, and
gathering for all ages, incomes, and races.
Tactic
Implementation
performance Measure
Year
1.1.1 Develop cost recovery goals for the community center
that meets the values of the community, maintains flexible
spaces to accommodate a broad range of user groups and
2016
Documented goals.
activities, and is a multi -generational facility. Consider the
Grandview site for the facility.
1.1.2 Re -brand the Senior Center as a "community center"
or "activity center" to attract other age segments by
Officially rename facility.
removing the negative connotation of "senior" label among
2016
Create a branding strategy for
55-75 age segment. Consider including in a multi-purpose
the facility.
facility at the Grandview site.
1.1.3 Consider hiring architectural consultant to lead a
stakeholder group through an Architectural Pre -design
Completed Pre -design study
process to discover and document programmatic needs,
2016
by qualified Architect.
specialized spaces, and planning level cost estimating.
Consider focusing efforts at the Grandview site.
1.1.4 Develop partnerships who may be able to contribute
Communicate partners for
to capital and operational costs. Look at specialized use
2016
collaboration brainstorming
partners for indoor fitness, or other service providers.
1.1.5 Explore balancing the distribution of Enterprise
Explore adding new
Facilities, or larger community gathering facilities,
Enterprise or community
geographically throughout the City, including the relocation
2017
gathering facility north of Hwy.
of existing facilities that are not meeting needs such as the
62.
community center and the Edina Art Center.
A-12 I CITY OF EDINA
C
APPENDIX A;
PARKS RECREATION & TRAILS STRATEGIC PLAN I A-13
STRATEGY 1.2
Develop an arts and cultural center to support cultural art programming with suitable facilities.
Tactic
Implementation
Performance Measure
Performance Measure
Year
Year
1.2.1 Study Art Center needs and program requirements,
1.3.1 Focus on management issues such as fees, cost
Completed Pre -design
and use information to decide whether to remodel, rebuild,
2016
program and study from
or relocate existing facility.
partnerships.
qualifed architect.
PARKS RECREATION & TRAILS STRATEGIC PLAN I A-13
STRATEGY 1.3
Implement a policy -supported business management model for Enterprise Facilities that addresses a cost recovery
model toward financial sustainability.
Tactic
Implementation
Performance Measure
Year
1.3.1 Focus on management issues such as fees, cost
Are facilities financially
recovery, operating hours, staffing, program offerings and
2016
sustainable?
partnerships.
1.3.2 Review winter -use support at Facilities and match to
Integrate 1 new winter use
winter activities - (e.g. supporting nordic skiing, skijoring trails
2016
into park by 2016.
at Braemar Park with food, rental program, etc.).
2020
business plan in Appendix D
1.3.3 Analyze Centennial Lakes for increased revenue
Reduced maintenance costs
opportunities, reduced maintenance costs, and general
2016
for existing infrastructure -
improvements for efficiency. Explore food and beverage
maximize efficiency of new
opportunities.
facilities.
PARKS RECREATION & TRAILS STRATEGIC PLAN I A-13
STRATEGY 1.4
Explore the development of innovative infrastructure in the parksystem to support environmental education and natural
resource programming.
Tactic
Implementation
Performance Measure
Plan
1.4.1 Develop a business plan to assess market potential,
explore program opportunities, and assess lower cost
infrastructure that would directly support natural resources
education including:
• Outdoor classroom/ amphitheater
Complete included mini-
• Open air picnic pavilion that can support gatherings
2020
business plan in Appendix D
• Bird/ Wildlife blinds
as necessary.
• Boardwalks and piers - additional
• Natural playgrounds
• Nature based site specific art
• Interpretive nature trails with signage
1.4.2 Identify potential partnerships to assist in capital and
operations costs (e.g. catering for weddings/ events, coffee
2020
Include in Mini -business plan.
shop/ restaurant, Art programs, etc.)
1.4.3 Identify potential program partnerships.
2018
New programs created.
PARKS RECREATION & TRAILS STRATEGIC PLAN I A-13
APPENDIX A
0FAC GOAL 2 - INCREASE FACILITY ACCESSIBILITY AND CONSISTENCY THROUGHOUT THE CITY!
STRATEGY 2.1
Identify facilities not meeting community needs and develop plan for replacement, renovation, or decommissioning.
Tactic
Implementation
Performance Measure
Performance Measure
Year
Year
2.1.1 Utilize assessment data and recommendations in this
strategic plan to create a plan for retirement or replacement
2.2.1 Utilize included inventory and assessment to identify
of outdated and under -performing facilities including:
and update park buildings that are not compliant.
Retirement or replacement
• Community Park Buildings at Strachauer, Lewis,
2016-2020
plans in place and
Highlands, Arden, Creek Valley, and Normandale
implemented.
• Edina Art Center
• Senior Center
2.2.2 Consider hiring a consultant to develop a system wide
2020
2.1.2 Update or replace inadequate playground equip-
improvement plan.
ment and fill geographical service gaps to ensure that all
2020
Identify shovel ready projects
residences in the City are within a 10 -minute safe route to a
and commit dollars to 2020.
playground facility.
2.1.3 Study Cahill School and Grange buildings to increase
Complete mini -business plan
their usage, revenue generation, and increased safety and
2018
for potential relocation.
convenience. Evaluate relocation or site plan changes.
2.1.4 Continue to include electronic card readers in facility
Card reader renovation or new
renovations and new facilities with electronic card readers
Ongoing
construction requirements.
(note -buildings need to have fiber-optic).
STRATEGY 2.2
Update all building facilities to 2010 Americans with Disabilities Act Standards for Accessible Design to create safe
pedestrian access for low mobility park users.
Tactic
Implementation
Performance Measure
Year
Prioritized list of
2.2.1 Utilize included inventory and assessment to identify
improvements completed
and update park buildings that are not compliant.
2020
with allocated budget
dollars in 2016 budget for
improvements.
Prioritized list of
2.2.2 Consider hiring a consultant to develop a system wide
2020
improvements completed
with allocated budget
improvement plan.
dollars in 2016 budget for
improvements.
A-14 I CITY OF EDINA
•
•
APPENDIX AC
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 1.1
Attract 30-35% of all Edina residents to experience an organized recreation program through EPRD by identifying and
closing programming gaps.
Tactic
Implementation
Performance Measure
Year
Year
1.2.1 Strive to keep 50-60% of all recreation programs in
1.1.1 Provide programming that satisfies the needs of
Maintain records of
the Introductory, Takeoff, or Growth lifecycle stages in order
multiple age levels, physical abilities, and special needs
participation in programs and
to align with trends and help meet the evolving needs of the
populations that may be currently under served. Increase
reevaluate yearly at minimum.
community.
programming in the following areas:
1.2.2 Initiate a full review of current programs to assess
• Community health, wellness, and fitness
2016
Track program usage
• Nature -based/ environmental programming
numbers on an annual basis.
• Arts in the Park/ Art programs
• Fit to demographic (current and projected)
• Build community through socialization
Annual review and report to
e Makes good use of natural resources
• Programs that engage all age and ethnicities within the
Park Board
• Health oriented
community
• Innovative around new trends
1.1.2 Work with marketing department to establish most
Create and implement a
effective marketing strategies for programs and targeted
2016
marketing/ communication
populations.
plan.
STRATEGY 1.2
Keep up with evolving needs and trends by re-evaluating offered programs and interest levels.
Tactic
Implementation
Performance Measure
Year
1.2.1 Strive to keep 50-60% of all recreation programs in
Maintain records of
the Introductory, Takeoff, or Growth lifecycle stages in order
2016
participation in programs and
to align with trends and help meet the evolving needs of the
reevaluate yearly at minimum.
community.
1.2.2 Initiate a full review of current programs to assess
continuation based on the following criteria:
• Participation and cost recovery
• Fit to demographic (current and projected)
Ongoing
Annual review and report to
e Makes good use of natural resources
Park Board
• Health oriented
• Innovative around new trends
• Creates community
PARKS RECREATION & TRAILS STRATEGIC PLAN I A-15
rA6J0_\9WAj
STRATEGY
Clearly define program providers to eliminate overlap and define the level and scope of services offered.
Tactic
Implementation
Performance Measure
Performance Measure
Year
Year
2.1.1 Review similar providers study in the Strategic Plan
2.2.1 Maintain partnerships with Organizations in order to
Programs plan with scope
and establish a plan for programs to eliminate overlap
2016
of services, core services
1. Promote and market offerings
defined.
Coordinate and organize
2. Utilize fields, programs, and scheduling
Programs plan with scope
2.1.2 Evaluate programs for effectiveness and financial sus-
Ongoing
of services, core services
tainability.
4. Collect revenues, fees, and program funding
defined.
STRATEGY
Continue to provide high quality youth sports programming and work with athletic associations to provide
recreational opportunities.
Tactic
Implementation
Performance Measure
Year
2.2.1 Maintain partnerships with Organizations in order to
across the system - customer service standards, safety
2016
best:
standards, use of equipment, etc.
1. Promote and market offerings
Ongoing
Coordinate and organize
2. Utilize fields, programs, and scheduling
standard elements into a working system to increase quality
biannual Association meeting.
3. Maintain fields and operations
across the system.
4. Collect revenues, fees, and program funding
2.3.3 Track users of services across the city based on the
2.2.2 Review field utilization annually to track participant
Ongoing
Keep database of participant
I
numbers and maximize utilization.
income and age segments served.
and utilization numbers.
STRATEGY 2.3
Incorporate programming standards for all services provided across the system.
Tactic
Implementation
Performance Measure
Year
2.3.1 Teach and train program standards implementation
Program standards
institutionalized beginning
across the system - customer service standards, safety
2016
in 2017 with program
standards, use of equipment, etc.
evaluations.
2.3.2 Incorporate instructor tool kits that provide all program
tool kits and training for all
standard elements into a working system to increase quality
2016
instructors put into place in
across the system.
2016.
2.3.3 Track users of services across the city based on the
Participant tracking by
services provided by mapping proximity to residences,
2017
geographic location
income and age segments served.
implemented in 2016.
A-16 I CITY OF EDINA
APPENDIX A
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 1.1
Collaborate with Public Works on the planning and maintenance of all park lands, facilities, and trails.
Tactic
Implementation
Performance Measure
Performance Measure
Year
Year
1.1.1 Develop a collaborative maintenance plan to maximize
2016
Maintenance plan
financial and environmental sustainability- review annually.
business / marketing manager to actively pursue.
development
STRATEGY 1.2
Strengthen departmental partnerships with similar providers and establish more formal partnership policies.
Tactic
Implementation
Performance Measure
Performance Measure
Year
Year
1.2.1 Explore partnerships with private businesses typically
2016
Establish one new partnership
providing similar opportunities - e.g. Lifetime Fitness, YMCA
business / marketing manager to actively pursue.
and policy
STRATEGY 1.3
Create opportunities for entrepreneurs, both non-profit and for-profit, to enrich the park experience and implement
innovative approaches to revenue generation.
Tactic
Implementation
Performance Measure
Performance Measure
Year
Year
1.3.1 Continue to explore partnerships and dedicate time for
2017
New opportunity explored at
business / marketing manager to actively pursue.
Enterprise Facility by 2018
STRATEGY,
Develop mini business plans for all Enterprise Facilities to achieve financial sustainability.
Tactic
Implementation
Performance Measure
Year
1.4.1 Utilize mini business plan templates in Appendix D.
2016
Completed mini business
plans.
PARKS RECREATION & TRAILS STRATEGIC PLAN I A-17
•
APPENDIX A
STRATEGY 1.5
Maximize staffing efficiency and effectiveness by reviewing staff levels and providing key staffing related to manage-
ment and programming of Park facilities.
Tactic
Implementation
performance Measure
Year
Year
1.6.1 Pass city ordinance requiring parkland dedication or
1.5.1 Increase the role of Recreation Supervisors in providing
Marketing plan in place and
Recreation Staff programs or
services and programs at Enterprise Facilities to enhance
2016
collaborates on all Enterprise
service delivery.
EPRD brand is identifiable in
Facilities by 2017.
1.5.2 Provide one rental coordinator for all rentals within
2016
Assign one staff to manage
parks and recreation department.
rentals.
1.5.3 Review Enterprise Facility staffing to reduce
Evaluate staffing annually at
overlapping duties, creating cross promotional marketing
2017
all Enterprise Facilities.
opportunities and departmental staffing efficiencies.
STRATEGY 1.6
Ensure adequate financing for growth of the system as continued development occurs.
Tactic
Implementation
performance Measure
Year
1.6.1 Pass city ordinance requiring parkland dedication or
2016
Marketing plan in place and
a fee in lieu for any new development, not limited to new
2016
Adoption of ordinance.
construction.
2016
EPRD brand is identifiable in
STRATEGY
Develop a Department -wide strategic marketing plan.
Tactic
Implementation
performance Measure
Year
2.1.1 Allocate time for EPRD staff to work with the City's
2016
Marketing plan in place and
Marketing Department to develop a marketing plan.
2017
followed by 2016.
2.1.2 Further implement Edina Parks and Recreation
2016
EPRD brand is identifiable in
branding into Enterprise Facilities.
all facilities by 2017.
STRATEGY 2.2
Provide best marketing opportunities for programs and targeted populations.
Tactic
Implementation
performance Measure
Year
2.2.1 Work with City of Edina marketing to define clear goals
Marketing plan in place by
and needs of EPRD - evaluate digital vs. print marketing
2017
2017.
delivery for all programs.
A-18 I CITY OF EDINA
To: Park Board
From: Ann Kattreh
Parks & Recreation Director
Date: June 9, 2015
Subject: Parks & Recreation Department Project Update
Action Requested:
None. Information only.
H�v 0
• ,�CORYOt��EO •
16RR
Agenda Item M VII.B.
Action ❑
Discussion ❑
Information N
Information / Background:
Staff will provide an update on projects and work plan initiatives that are currently underway.
City of Edina • 4801 W. 501h St. • Edina, MN 55424
To: Park Board
From: Ann Kattreh
Parks & Recreation Director
Date: June 9, 2015
Subject: City Council Updates
Action Requested:
No Action is Necessary.
Information / Background:
Agenda Item #: VIII.A.
Action ❑
Discussion ❑
Information ❑x
Please see the City Council updates from their May 19 and June 2, 2015 City Council Meetings.
City of Edina • 4801 W. 50th St. • Edina, MN 55424
City Council Updates
May 19, 2015
• Approved the Braemar Golf Course Electronic Entrance Sign.
• Approved the Resolution Accepting Hennepin County Public space Recycling Grant.
• A presentation was given regarding the Braemar City of Lakes Figure Skating Club and Edina
Hockey Association Memorandum of Understanding.
June 2, 2015
Appointed Koren Hawk Nelson to fill the unexpired portion of Keeya Steel's term on the Park
Board.
• Approved a request to allocate a future Park Dedication Fund payment from the Continental
Gardens to a newly established Park Signage Improvement Project.
• Approved a new master plan for Braemar Golf Course. The most significant change included in
the new master plan will reduce the size of the golf course from 27 holes to 18 holes. The City
Council approved Option 5, the same option recommended by the Park Board. The project is
tentatively scheduled to move forward in 2016.
•
To: Park Board
From: Ann Kattreh
Parks & Recreation Director
Date: June 9, 2015
Subject: Correspondence
Action Requested:
No action is necessary.
Information / Background:
Attached is correspondence received since the last Park Board meeting.
'w9�NA,
• ,�CORPORE`��O -
1888
Agenda Item M VIII.B.
City of Edina • 4801 W. 501h St. • Edina, MN 55424
Action ❑
Discussion ❑
Information x❑
To : Ann Kattreh
Director of Parks and Recreation
City of Edina, MN
From: Liz Genovese, President
The Edina Garden Council
Dear Ann,
I am responding to your email of May 6„ 2015 on behalf of the Members of the Edina Garden Clubs. We
have been encouraged by your openness and your willingness to talk with our representatives at various
times. However, in the email below, you astonished us with the potential time frame for a Master Plan
for Arne on Acres of 3 to 8 years .... this in light of the fact that we have been talking with you for 2 years
and John Keprios since 2009. We appreciate that you may be instituting new systems but we sense that
we just keep getting put off... indefinitely.
I am incl ding our reflection on the Draft of the Implementation part of the Parks Strategic Plan. I hope
you will ead it and understand our positions. We are including copies for Susan Faus and every
member of the Park Board that we would like distributed as soon as possible.
Tha
5in�1
Liz Ge
Good Morning Liz,
Thank you very much for taking the time to write. I greatly appreciate the incredibly generous offer for the $30,000 for the
Arneson Acres master plan. I also appreciate the honest conversation that I was able to have with Karen and Lisa. I am
committed to paying for a master plan of Arneson Acres Park with funds from the Parks & Recreation budget, sometime within
the next 3 — 8 years. I look forward to partnering with the Edina Garden Council on that project and many others. Thanks so
much for all of the hard work that you're doing for the City.
Good luck with your sale this weekend. I hope to see you there. [email of May 6, 2015]
May 7,2015N
AjElroden
Ms. Ann Kattreh a
Parks & Recreation Director Council
City of Edina
Since 1953
4801 W. 50th St.
Edina, MN 55424
Dear Ms. Kattreh:
In March 2015 you and Susan Faus met with Karen Platt and Lisa Nelson regarding
the status of a master plan for Arneson Acres Park. We appreciate the information,
guidance and candor of this meeting.
Based on those discussions, and further discussions with the six Clubs, the Edina
Garden Council, at its April 4 meeting, revoked its authorization to contribute funds
for a master design plan for Arneson Acres Park.
The Edina Garden Council hereby gives notice that we withdraw the offer to the City
of Edina to contribute up to $30,000 toward funding such design. I have attached a
copy of the resolution of the Board of Directors of the Edina Garden Council for your
information.
Sincerely,
Liz Genovese
President, Edina Garden Council
WHEREAS, on September 9, 2013, the Board of Directors of the Edina
Garden Council (the "Board") adopted the following resolution:
The Edina Garden Council is authorized to work with the City of Edina to
develop a master design plan for Arneson Acres Park as a horticultural
park, and, further, that the Edina Garden Council is authorized to
contribute up to $25,000 to pay for such design, and up to an additional
$5,000 in the event of cost overruns during the design process.
WHEREAS, it has come to the attention of the Board that there have been
suggestions that the Grange Hall and Cahill School be relocated from
Tupa Park to Arneson Acres, and
WHEREAS, the Board does not support such a move, but does not
believe that pursuing a master plan in the face of such uncertainty is a
prudent use of the Edina Garden Council's funds,
NOW, THEREFORE, it is hereby RESOLVED that:
The Board Resolution of September 9, 2013 authorizing a master design
plan for Arneson Acres Park and further authorizing the expenditure of up
to $30,000 for such design, is hereby revoked. The President is hereby
authorized and directed to send a letter to the City withdrawing its offer to
contribute up to $30,000 for such design. Approved
Subject: Edina Parks Strategic plan draft--- a reflection from the Edina Garden Council, May 2015
To Edina Representatives and city Administrators
The executive committee of the six Edina Garden Clubs, the Edina Garden Council (EGC), has reviewed
the Implementation Plan of the Draft for the Strategic Plan for All Edina Parks. Members have attended
focus groups and meetings regarding this Planning process.
We support the City's desire to improve an already outstanding Park system. We are including a
document concerning our specific interest in Arneson Acres Park. (cf #11 that a Master Plan be created
for each Park")
The EGC is passionate about this Park and is eager to work with the City to develop the Park's potential
(as proposed in our Vision Statement).
We would like to comment on some specific line items that mention the Garden Clubs or our programs
and goals.
• We support the goal of applying for grants to control invasive species. The EGC (Kelodale Club)
has been working for several years to eradicate buckthorn around the Art Center and Lake
Cornelia Area. This year, in co-operation with the City forester we are undertaking a
demonstration buckthorn removal project at Bredesen Park with subsequent establishment of
wildflowers and native plants. We encourage the City to obtain a grant(s) to do a major
buckthorn removal at Bredesen Park ... the walkers deserve to see a healthy woodland with
seasonal wildflowers. We are ready to work with the City on resident education regarding
invasives, including buckthorn. (cf. 1.2.5, 1.3.7 under 'Natural Resource Goal).
• (1.1.1) We support the hiring of a fulltime resource manager especially as that person can help
the citizens of Edina appreciate and learn about the natural areas in the City.
• (1.2.1) We regard Arneson Acres as a valuable Garden and Open Space which should not be
compromised but rather enhanced as an "oasis for City dwellers".
• Regarding Strategy 1.3 (natural Resources Goal 1) We would like to note that through the
efforts of EGC and the Late Bloomers Club, we have established a Registered Monarch
Waystation which includes many species of native plants ( also 2.1.1). Also the Clubs have
partnered with the North Star Lily Society to establish a lily bed of MN hybrid lilies which are
registered with the Royal Horticultural Society in Great Britain. Through Tim Zimmerman,
horticulturist, there are established: a Hosta garden, Peony garden, and Daylily garden all
featuring MN hybridized plants. This is a significant garden culture resource.
• Strategy 1.3.4 : The EGC is very supportive of developing a Nature Play Area, professionally
designed to encourage parent/child interaction and child interaction with natural elements in a
micro environment. This area would also be appealing to all age groups.
• Natural Strategies (Goal 2-2.1.4) We currently volunteer about 950 hours seeding plants and
transplanting seedlings for planting in the City Parks. Continuing with our involvement we
recommend improvement to/replacement of the older of the two greenhouses. We are able to
work with the Horticulturist to provide further plant resources for the City.
• Parks Goal to Promote Connections ( 1.2.1 and 2.2.2): We would welcome upgrades of the
restrooms and addition of a drinking fountain at the gazebo in Arneson. The Garden Clubs are
working on a map/brochure for Arneson available summer 2015 so visitors can fully appreciate
the assets of the Park. We could work with the City Horticulturist and the new Naturalist in
providing educational experiences at the Park.
• Strategy 2.1 for Facilities: EGC OPPOSES, strongly, the relocation of Cahill School and the Grange
building to Arneson Acres as not appropriate to the purpose of the Park.
The Garden Clubs, as members of the Federated Garden Clubs of MN, and the National organization
respects "the value that the natural resources and the natural world provides to their community..."
• (pg.193 of the Draft) We look forward to working with the City on implementing a Master Plan at
Arneson Acres Park. It is long over -due. We believe that Arneson Park is already meeting some of the
stated goals of the Strategic Plan. The Park offers a place of serenity and beauty. The MN hybridized
plants are important and recognize the valuable work of Minnesotans (and our own Tim Zimmerman,
and the Savory's). The Edina Garden Council is proud of the amenities it has added to the Park: Gazebo
and the Fountain(s).
We recognize that the formal area of the Park can and does attract people from Edina and surrounding
communities for celebratory events and can be a source of rental income for the City. This too can be
improved.
Helen Keller once said: "Alone we can do so little; together we can do so much."
"We pledge to protect and conserve the natural resources
of the planet. We promise to promote education so
we may become caretakers of
our air, water, forest, land and wildlife." Federated Garden Clubs
ARNESON ACRES PARK STATEMENT
In 2009 the Director of Parks and Recreation, Mr. John Keprios, asked the Edina Garden
Council to create a master plan for Arneson Acres Park. A committee was convened to
draft a statement of vision for the Park, subject to the approval of the Council. Members
of that committee were: Deborah Armstrong, Diane Bomsta, Lori Bartz, Laurel Ferris
(chair), LaVonne Mountain, Lisa Nelson, Shirley Peterson, Karen Platt, and Kathy
Stattine.
Arneson Acres Park is designated by the City of Edina as a 15 -acre Special Purpose Park
serving a variety of special functions. It is the headquarters of the Edina Garden Council and
the Edina Historical Society and houses the Edina Historical Museum. (and Edina
Greenhouses -K. Platt)
Arneson Acres Park was donated to the City of Edina by Morten and Katherine Arneson
in 1969 to help further the development of horticulture in the City park system via the
Edina Garden Council membership. In 1986 the Edina Park Board and Edina City
Council, in association with the Edina Garden Council and Edina Historical Society,
made a recommendation to locate the Edina Historical Museum in the Arneson's former
residence using donations from the 1988 Edina Historical lasting memorial fund.
is
The above named committee is proposing the following statement of vision:
Arneson Acres Park horticultural facilities and grounds are designated as an educational,
leisure, and formal garden venue for those who live, work, and play in Edina and the general
public. As such, Arneson Acres Park is intended to serve and benefit people of all ages and
abilities; it will model conservation and sustainable practices; and the Park and its facilities
will continue to serve as the Edina Garden Council's headquarters, making possible the
membership's philanthropic outreach.
This statement serves as the first step in creating & implementing a master plan incorporating
the Park -specific goals set forth below.
Arneson Acres Park will continue to be an educational, leisure and formal garden those
who live, work, and play in Edina and the general public BY:
1. providing a peaceful refuge within the city of Edina;
2. showcasing the beauty & diversity of horticulture by blending aesthetic, educational
& functional uses harmoniously;
3. serving as the designated horticultural park venue for the Edina Garden Council and
City of Edina to provide relevant horticultural programs & services which respond to
community needs;
4. providing the public with rental use of the facilities for special events such as
weddings, receptions and various social functions.
Arneson Acres Park will be a venue designed to serve the horticultural needs of all ages and
abilities BY:
1. providing wide access to a variety of garden & horticultural park experiences;
2. providing interactive, age-appropriate horticultural exhibits.
Arneson Acres Park's maintenance and future development will model conservation and
sustainable practices BY:
1. developing alternative water sources & delivery systems for greenhouse, park
irrigation & water feature;
2. focusing on local condition, native plants & appropriate non-native, non-invasive
ornamentals;
3. integrating sustainable practice education into the exhibits & programs.
Arneson Acres Park and its facilities will continue to serve as the Edina Garden Council's
headquarters, making possible the membership's philanthropic outreach BY:
1. using the greenhouse to beautify the city's public spaces.
0
• Background to the EGC Vision Statement:
The City Park & Rec. Dept. asked for EGC input on a vision for Arneson Acres Park
(2009). An EGC committee prepared that and it was approved by the EGC and delivered
to Park & Rec. last fall. In connection with ... John Keprios, the head of Park & Rec.,
asked to see the Vision Statement for the EGC. At the end of last year (2009), a
committee was formed to revise the existing EGC "Objectives" which were printed in last
year's Yearbook. The committee prepared a Mission Statement (who we are and what we
do), a Vision Statement (who we will be in the future) and Objectives (the areas of focus
that will move the EGC from here to there). This is what is attached.
1/12/10
VISION STATEMENT
The Edina Garden Council will be the primary organization for the fulfillment of the
social, community service and educational interests of gardeners and will continue its
commitment to the future of Arneson Acres Park.
OBJECTIVES
Membership: Increase and broaden membership.
Arneson Acres Park: In conjunction with the City of Edina, develop a master plan for
Arneson Acres Park.
Public Relations and Promotion: Increase public awareness of the Edina Garden Council
and Arneson Acres Park.
Education: Provide educational programs for Edina Garden Council members and the
community.
Fund Raisiniz: Review Edina Garden Council fund raising plans.
Administration and Records: Organize and store the Edina Garden Council records and
historical documents.
MISSION STATEMENT
The Edina Garden Council promotes all aspects of the fine arts of gardening, horticulture
and floral design. We support environmental awareness, undertake philanthropic
activities and provide related learning opportunities for our members and community.
0
To: Park Board
From: Ann Kattreh
Parks & Recreation Director
Date: June 9, 2015
Subject: Veteran's Memorial Committee, March 27, 2015 Minutes
Action Requested:
No Action is Necessary.
Information / Background:
Agenda Item #: VIII.C.
Action ❑
Discussion ❑
Information M
Attached are the approved minutes from the Veteran's Memorial Committee meeting held on March 27,
2015.
City of Edina • 4801 W. 50th St. • Edina, MN 55424
MINUTES
OF THE REGULAR MEETING OF THE
VETERANS MEMORIAL COMMITTEE
HELD AT CITY HALL
March 27, 2015
7:30 a.m.
1. CALL TO ORDER
Chairman Olson called the meeting to order at 7:30 a.m.
11. ROLLCALL
Answering roll call were Members Benson (arrived at 7:34 a.m.), Cardarelle, Christiaansen, Crain,
Currie (arrived at 7:51 a.m.) Olson, Reed, and Schwartz
Members Absent: Members Elliott, Kojetin and Schulstad
Staff in attendance: Kristin Aarsvold, Edina Park and Recreation Department Supervisor
Others in attendance: Tom Shirley, General Manager Centennial Lakes Park
111. APPROVAL OF MINUTES
Member Schwartz requested that reference to his donation be taken out of the minutes. Ms. Aarsvold
will amend the minutes accordingly.
Motion by Member Schwartz and seconded by Member Crain to approve the minutes of
the February 27, 2015 Committee as amended.
Ayes: Benson, Cardarelle, Christiaansen, Crain, Olson, Reed, and Schwartz. Motion carried.
IV. UPDATE ON CONSTRUCTION
A. Motion Approving Order of Medallions
Chairman Olson reported that Member Elliott wanted to confirm with the Committee the correct
order of the placards as the Army starting on the left, followed by the Marine Corps, Navy, Air Force,
Coast Guard and Merchant Marines on the far right.
Motion by Chairman Olson and seconded by Member Cardarelle that the order of the
medallions placed on the monument from left to right are Army, Marine Corp, Navy, Air
Force, Coast Guard and Merchant Marines.
Ayes: Cardarelle, Christiaansen, Crain, Olson, Reed and Schwartz. Motion carried.
B. Motion Approving Medallions
Member Reed asked about the diameter of the medallions. Member Crain thought they were 8 inches
in diameter and that they had been approved the Design Committee Meeting.
Member Schwartz asked how they were affixed. Crain replied that they are slightly embedded into the
stone and that they were recessed so that they couldn't be pried off.
Chairman Olson will e-mail Member Elliott and ask him to verify the size with Committee members.
Motion by Chairman Olson and seconded by Member Cardarelle to approve the
medallions that were attached to Member Elliott's March 26th e-mail as the medallions
that will be on the memorial.
Ayes: Benson, Cardarelle, Christiaansen, Crain, Olson, Reed and Schwartz. Motion carried.
V. UPDATE ON DONOR RECOGNITION
Chairman Olson reported that he had started calling the list of donors and checking with them on how
they want their names to appear on the memorial. He will finish calling this weekend. He has talked
with Member Elliott and Broadway Award and sent them a mock-up of the size and names on the
donor plaque. He expects a quote from Broadway today. He reported that Member Elliott has $2,000
for the donor plaque and another $5000 for the granite base in his budget. Chairman Olson also
stated that he had requested the government font on the donor plaque.
Member Christiaansen handed out the Draft List R3 for Committee members review.
Committee Members discussed including the City's horticulturalist by name based on his current
contributions and his future maintenance contribution. Discussion took place regarding changing the
donor plaque category from "City Officials" to "City Officials and Staff' and adding him to this list;
adding the City of Edina staff under the "In -Kind Gifts" category; the excellent City staff help and
cooperation with this project; the need to recognize everyone that donated above and beyond; and the
possibility that staff with similar contributions could be missed.
Motion by Member Crain and seconded by Member Currie to list Tim Zimmerman under
the "City Officials" category on the donor plaque and change the category to "City
Officials and Staff".
Ayes: Benson, Cardarelle, Christiaansen, Crain, Currie, Olson, Reed and Schwartz. Motion carried.
IV. UPDATE ON CONSTRUCTION
C. Update on Engraving
Member Currie stated that he took the layouts that he received from the granite contractor and
modified them. He then presented his proposed revisions to the Design Team.
Chairman Olson stated that the design team should meet one last time and finalize the layouts so that
Member Elliott can submit it to the granite company for engraving.
Member Schwartz recommended that a subcommittee verify the correct spelling of the veteran names.
Members Christiaansen and Reed will proof the spelling of the names. The latest mock-up will be
discussed at the next Design Team meeting.
Discussion took place regarding the timeline to complete the engraving. Member Currie will forward
an e-mail dated February 27 from Member Elliott back to Member Elliott and inquire about the status
of the project. The layout was approved by Committee members at the February 27, 2015 meeting.
The Design Committee will try to meet the week of April 6th. Member Currie will check with the
engraver regarding pertinent deadlines and communicate that information with other committee
members.
Members Benson and Currie will go over the listing of ranks and branches one last time. The listing
will match the official Fort Snelling listing.
Member Christiaansen asked about pending items on the donor plaque. Chairman Olson reported that
he will talk to the Rotary Club of Edina Foundation today; that Murphy Granite/Washburn McGreavy
will be on the same line; and that Barbara Bender will be listed under the "$1,000+ Donors" and taken
off the "Veteran's Memorial Committee. Ms. Aarsvold has verified the City Council names. The
number of additional donations from members of the community will be due next week.
Member Crain asked the Committee about a statement at the bottom of the plaque. Committee
members will check past minutes and notes for this statement.
VI. CELEBRATION UPDATE
Chairman Olson went over the celebration schedule. He reported that Senator Klobuchar will not be
able to attend, he hasn't heard from Senator Franken and Representative Ellingson will try to attend. A
veteran and donor will speak. He stated that he has talked to a Johnson family representative who has
agreed to speak on behalf of a donor and veteran. There will be a military chaplain to do the
dedication. He stated that Ms. Aarsvold is working on the tents and food.
Member Schwartz inquired about the Boy Scouts. Ms. Aarsvold stated that she will have them contact
the appropriate people to follow-up with.
Member Schwartz asked for details regarding photographs before he starts working on them.
Ms. Aarsvold asked if 100 chairs was appropriate and stated that tent rental was expensive especially
because of the holiday.
Member Currie asked about flag lining of the street. Ms. Aarsvold replied that the Boy Scouts will be
taking care of that including providing the flags.
Ms. Aarsvold asked about addresses for those on the invitation lists. Member Schwartz will get the
family addresses to Ms. Aarsvold. Chairman Olson will arrange to have a complete list of donors sent
to Ms. Aarsvold.
Following discussion, Ms. Aarsvold and Member Crain will check on the number of chairs that will fit
into the space and Ms. Aarsvold will request the people mover.
VII. OTHER
Member Schwartz inquired about security and things that can be done to deter vandalism. The
Committee discussed the lighting and signs.
Member Currie reported that he had provided information on kiosks signs
Member Christiaansen will schedule the next Design Meeting.
Vlll. ADJOURNMENT
Meeting adjourned at 8:27 a.m.