HomeMy WebLinkAbout2019-09-10 Parks & Rec Comm PacketAgenda
Parks and Recreation Commission
City Of Edina, Minnesota
City Hall, Council Chambers
Tuesday, September 10, 2019
7:00 PM
I.Call To Order
II.Roll Call
III.Approval Of Meeting Agenda
IV.Approval Of Meeting Minutes
A.Minutes: Parks & Recreation Commission Aug. 13, 2019
V.Community Comment
During "Community Comment," the Board/Commission 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/Commission Members to respond to their
comments tonight. Instead, the Board/Commission might refer the matter to sta% for
consideration at a future meeting.
VI.Reports/Recommendations
A.Update on Race and Equity Initiatives
B.Policy for the use of Pickleball Courts
C.Edinborough Park entrance project
D.Open Streets Discussion
E.Parks & Recreation Commission Work Plan
VII.Chair And Member Comments
VIII.Sta2 Comments
A.City Council Updates Aug. 20 and Sept. 4, 2019
B.Meeting Reminder - Monday October 7, 2019
IX.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 ampli8cation, an
interpreter, large-print documents or something else, please call 952-927-8861
72 hours in advance of the meeting.
Date: September 10, 2019 Agenda Item #: IV.A.
To:Parks and Recreation Commission Item Type:
Minutes
From:Perry Vetter, Parks & Recreation Director
Item Activity:
Subject:Minutes: Parks & Recreation Commission Aug. 13,
2019
Action
CITY OF EDINA
4801 West 50th Street
Edina, MN 55424
www.edinamn.gov
ACTION REQUESTED:
Approve minutes from the Aug. 13, 2019 Parks & Recreation Commission meeting.
INTRODUCTION:
ATTACHMENTS:
Description
Minutes: Parks & Recreation Commission Aug. 13, 2019
Draft Minutes☒
Approved Minutes☐
Approved Date: Click here to enter a date.
Minutes
City Of Edina, Minnesota
Edina Parks & Recreation Commission
Centennial Lakes Park
Tuesday, Aug. 13, 2019
Lawn Games 5:30 p.m. and Meeting 7 p.m.
I. Call To Order
Chair Good called the meeting to order at 7 p.m.
II. Roll Call
Answering roll call were Commissioners Dahlien, Good, McAwley, McCormick, Miller, Strother and
Student Commissioner Osborne
Absent: Commissioners Ites, Nelson and Student Commissioner Anderson
Late arrivals: Patrick Willette arrived at 7:05 p.m.
Staff present: Staff Liaison Perry Vetter, Administrative Coordinator Janet Canton, Centennial Lakes
General Manager Tom Shirley, Centennial Lakes Assistant Manager Laura Fulton and General
Manager Braemar Golf Course Joe Abood
III. Approval Of Meeting Agenda
Motion made by Strother to approve the meeting agenda. Motion seconded by Miller.
Motion carried.
IV. Approval Of Meeting Minutes
Motion made by Miller to approve the July 9, 2019 minutes. Motion seconded by Dahlien.
Motion carried.
V. Community Comment
None
VI. Reports/Recommendations
A. Centennial Lakes Park Update -
Centennial Lakes General Manager Shirley introduced Centennial Lakes Assistant Manager Fulton
and then gave a quick update to the commission on what has been happening over the summer.
Commissioners asked questions.
B. Braemar Golf Dome – Technology Upgrade
Braemar Golf Course General Manager Abood informed the commission the golf dome is
looking at adding some new technology. The company is called Top Tracer Range.
General Manager Abood gave a presentation of the product and explained how it came to be and
how it works. He also explained the financial aspect to it and noted there are no up-front costs
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for the technology and that it is a lease based system to which they are looking at a three year
contract. He explained how it’s a win/win for the golf dome.
Commissioners asked questions.
C. Update on Open Streets
Chair Good informed the commission that if they would like to be a part of the Open Streets
event like last year they need to register by the end of the week. The event will take place on
Sunday, Sept. 22. Staff Liaison Vetter noted a few changes that will be happening at this year’s
Open Streets.
Commissioners Good, Strother and McCormick who were at the event last year stated people
were looking for maps, especially walking and bike trails.
The commission agreed they will participate again this year in the Open Streets event. It was
suggested for those who would like to participate to meet and bring ideas to next month’s
meeting to finalize with the commission.
D. Park Assignment Discussion
Chair Good informed the commission that park assignments is something the commission has
done in the past which he felt had limited to moderate success on keeping it up. He noted he
met with Staff Liaison Vetter and they both decided it was worth bringing up to see if there is any
interest. They don’t want to make it too formal but would like it a little more structured.
The commissioners and Staff Liaison Vetter had a discussion and gave suggestions with regards to
park assignments. It was decided the commission is interested in doing this but would like it
more definitive on what is expected from the commissioners so they know what the purpose is.
Chair Good and Staff Liaison Vetter indicated they had discussed taking a tour on three or four
parks, however, they need to determine how to make it a publicly accessible meeting if they
were to do it.
E. Parks & Recreation Work Plan
Staff Liaison Vetter informed the commission their work plan proposal needs to be presented by
the chair to the City Council at their Oct. 1 work session. He noted a discussion about the 2020
Work Plan is scheduled for the Sept. 9, 2019 Parks & Recreation Commission meeting.
Commissioners were asked to review the annual work plan and gauge what items are likely to be
completed and what will likely carry over. Staff Liaison Vetter asked the commissioners to
consider:
What could we do?
What should we do?
What will we do for the 2020 Work Plan?
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The commission had a discussion and gave suggestions for the 2020 Work Plan.
The following updates were given on the 2019 Work Plan Initiatives:
Initiative 1 – Chair/co-chair a cross-commission committee to review the naming of a public facility
in the Grandview area after the BC and Ellen Yancey. Commissioner Dahlien informed the
commission he is waiting to hear back from the Human Rights and Relations Commission
(HRRC) on whether or not they came up with a recommendation at their most recent
meeting.
Initiative 2 – Serve on a cross-commission committee in partnership with communities of color to
identify barriers for participation in programming. Commissioner Strother informed the
commission they did meet with the HRRC and had a discussion about different ways to engage
communities. One thing they talked about was holding an open house where people could be
proactive in telling them what they see as barriers and what they see as welcoming to engage
with the park system. She noted another question they had was they need feedback on what
they are gathering. Are there any metrics on usage based on the demographics and if there
were ways to do that it would be helpful for the discussion.
Staff Liaison Vetter indicated that he talked to Heidi Lee, Race and Equity Coordinator, who
has been working the HRRC committee to see what they have planned, what does the
engagement look like and what questions should be asked. Staff Liaison Vetter also pointed
out they need to work closely with the school districts because they do collect that data.
Commissioner Strother wants to make sure they stay looped in with the HRRC Committee
because it’s going to be impacting Parks & Recreation and they could use that information
when they are talking about their work plan items in the future and their priorities, etc.
Initiative 3 – Chair/co-chair a cross-commission committee to develop a draft plan on Edina Grand
Rounds, including wayfinding. Chair Good informed the commission that the Parks & Recreation
Commission Committee met with the representative from the Transportation Commission
Committee on developing a draft plan for the Edina Grand Rounds. Their intent is to have a
draft to connect the four quadrants of Edina, to improve a network of means to connect
across Edina for both bikes and pedestrians that could go from park to park including
enterprise facilities as well as improve general wayfinding for bikes and pedestrians.
Initiative 4 – Complete a study and report for fields, courts and rinks capacity and utilization from
the data provided by staff. Chair Good informed the commission he did get all of the details on
what is available for the most recent utilization and went over that information.
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Chair Good indicated now is an opportunity for the committee to get together and see what
the information tells them, what do they want to do about it and what could they examine to
potentially either broaden the utilization or change the impact of it.
Initiative 5 – Investigate possible alternative funding options to support future growth and
development of Edina’s parks, programs and green spaces. There is nothing to report this month.
Initiative 6 – Review and comment on the Race and Equity policy statement developed by city staff.
Staff Liaison Vetter informed the commission that Heidi Lee, Race and Equity Coordinator, will
be at the September Parks & Recreation Commission meeting to give an update on this
initiative.
Initiative 7 – Serve on a cross-commission committee to complete requirements for Edina to receive
the AARP City Designation. Commissioner McCormick indicated she doesn’t have an update but
that she has reached out to the Community Health Commission representative and is waiting
to hear back.
VII. Chair and Member Comments
• Chair Good informed the commission that with regards to park maintenance an item came up
on social media with regard to mowing at Birchcrest Park. Staff Liaison Vetter indicated he
would follow-up with maintenance staff.
VIII. Staff Comments
Staff Liaison Vetter gave the following updates:
• There has been progress made at Arden Park; the weather has been a bit of a
challenge but they are still looking at a fall completion date.
• The project at Fred Richards Park is going well; the playground equipment should be
done in September and the shelter should be here by the end of October.
• The Lewis Park warming house has been repainted.
• The tennis courts were resurfaced at Highlands Park and Utley Park.
• Instead of having five storage containers at Highlands Park for the Edina Football
Association they now have a smaller building that was relocated from Pamela Park to
Highlands Park.
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• The City Council did approve the contract for the paving project at Cornelia School
Park.
• Summer programs are wrapping up.
• Registration for residents for fall and winter programs will start on Aug. 19 and for
fall skating will start on Aug. 20.
• It’s been a hard summer dealing with the weather for some of the enterprise facilities
and gave kudos to staff for running their operations because it’s been a challenge.
They need to come up with a definitive message moving forward with regards to
lightning and inclement weather for the safety of the customer.
IX. Adjournment
Motion made by McAwley to adjourn the Aug. 13, 2019 meeting at 8:58 p.m. Motion seconded
by Miller. Motion carried.
Date: September 10, 2019 Agenda Item #: VI.A.
To:Parks and Recreation Commission Item Type:
Report and Recommendation
From:Perry Vetter, Parks & Recreation Director
Item Activity:
Subject:Update on Race and Equity Initiatives Discussion, Information
CITY OF EDINA
4801 West 50th Street
Edina, MN 55424
www.edinamn.gov
ACTION REQUESTED:
Receive an update on the Race and Equity Initiatives and review the race and equity policy statement.
INTRODUCTION:
The City of Edina created a Race and Equity Task Force and Working Group consisting of thirty community
members. Over 18 months, this task force assessed City's facilities, institutions and services. On May 18, 2018 a
final report and recommendation was adopted and five themes emerged. Those are:
Accountability
Building Relationships with Communities of Color
Gather Data
Belonging (Community Feeling)
Policies
Out of the work of the task force, many initiatives were developed that are part of department and commission
work plans. See staff report for additional information.
ATTACHMENTS:
Description
Staff Report: Update on Race & Equity Initiatives
Sept. 10, 2019
Park and Recreation Commission
Perry Vetter, Parks & Recreation Director
Update on Race & Equity Initiatives
Information / Background:
The City of Edina created a Race and Equity Task Force and Working Group consisting of thirty community
members. Over 18 months, this task force assessed City's facilities, institutions and services. On May 18,
2018 a final report and recommendation was adopted and five themes emerged. Those are:
• Accountability
• Building Relationships with Communities of Color
• Gather Data
• Belonging (Community Feeling)
• Policies
Out of the work of the task force, many initiatives were developed that are part of department and
commission work plans.
The Parks & Recreation Department has five goals on its annual work plan:
1. Review scholarship funding programs and consider adjusting to a sliding scale fee structure.
Deliver staff training on scholarship fund availability to ensure residents are provided the
opportunity to apply for financial assistance
2. Create Racial Equity Policy and post within all sports facilities and provide the policy to all
associations/organizations using City owned facilities.
3. Employee training covering the City code of conduct, safety and security procedures, language
interpretation services, cost options.
4. Develop alternate ways to register for programs or use of City facilities. The City will develop
new ways to reach and welcome new and underserved populations into the community.
STAFF REPORT Page 2
5. Review policy and outline requirement and enforcement mechanism to ensure associations and
vendors that utilize/rent City facilities are operating in accordance with the City's expectation
regarding race equity and inclusion
The Parks and Recreation Commission has three goals on its annual work plan:
1. R&E 2.A. Chair/co-chair a cross-commission committee with the Human Rights and Relations
Commission (HRRC)to review the naming of a public facility in the Grandview area after the BC
and Ellen Yancey.
2. R&E 20.B. Serve on a cross-commission committee with the HRRC partnership with
communities of color to identify barriers for participation in programming.
3. R&E 21.C Review and comment on the Race and Equity policy statement developed by City
staff.
At the September 10, 2019 meeting Heidi Lee, City of Edina Race & Equity Coordinator will be in
attendance to provide a global update on the initiative and Parks & Recreation staff will provide updates on
the department work plan goals.
Action
Receive updates and provide feedback and comments.
Date: September 10, 2019 Agenda Item #: VI.B.
To:Parks and Recreation Commission Item Type:
Report and Recommendation
From:Nicole Gorman and Tiffany Bushland, Recreation
Supervisors Item Activity:
Subject:Policy for the use of Pickleball Courts Discussion
CITY OF EDINA
4801 West 50th Street
Edina, MN 55424
www.edinamn.gov
ACTION REQUESTED:
Provide feedback on open play policy for pickleball courts.
INTRODUCTION:
The City of Edina has five dedicated pickleball courts located at Rosland Park. T he courts have been a popular
park amenity. Currently, Parks & Recreation offers programming for leagues, clinics and lessons including a
parent-child class, and 55 and older lessons.
As a result of the high demand of dedicated pickleball courts staff has explored implementing an open play policy.
ATTACHMENTS:
Description
Policy for the Use of Pickleball Courts Staff Report
Sept. 10, 2019
Parks & Recreation Commission
Nicole Gorman, Tiffany Bushland, Recreation Supervisors
Pickleball Court Policy
Information / Background:
The City of Edina has five dedicated pickleball courts located at Rosland Park. The courts have
been a popular park amenity. The sport of pickleball is a hybrid of tennis, badminton and ping-pong
played by all ages. According to the USA Pickleball Association the sport has been growing at a 12%
increase each year and is especially popular with active older adults.
The Mooty Pickleball Courts are available for open play every day from sunrise to sunset unless
reserved for City of Edina’s Parks & Recreation lessons, clinics, leagues or tournaments. Due to
high demand of the sport all the tennis courts in Edina were striped for Pickleball in the fall of 2017.
Pickleball programming through the city has increased in popularity from one program offering to
several. Currently, Parks & Recreation offers programming for leagues, clinics and lessons including
a parent-child class, and 55 and older lessons.
As a result of the high demand of dedicated pickleball courts staff has explored implementing an
open play policy. The policy would encourage a more welcoming environment during open court
time, and hinder users from monopolizing the courts. Staff has received numerous complaints
regarding open play.
Communities throughout the Twin Cities have experienced similar demand for court usage. Staff
has completed research regarding policies in surrounding communities. The feedback received from
other cities was inconsistent and no city is the same. Staff also met with a representative of the
Southwest Metro Pickleball Association on the proposed policy for their feedback. However,
some similarities included high demand and similar complaints. A few communities offer rental of
pickleball courts to residents. Currently, the City of Edina does not allow private rentals because of
the high demand.
STAFF REPORT Page 2
Staff recommends implementation of an open play policy for pickleball courts. The policy would be
posted at the courts and also be available online and through the activities directory. The proposed
policy is listed below:
City of Edina Pickleball Court Policy
• All courts are available for open play. Courts can only be reserved for city-scheduled clinics,
leagues or tournaments.
• Be respectful, welcoming and inclusive of players of all skill levels.
• When the courts are full, players play one game to 11 points and then all players rotate off
the court. Players waiting to play should place their paddles in the paddle organizer. Players
waiting for a court cannot skip over a partially-filled group ahead of them.
• Only move your own paddle. Do not move other player’s paddles in the organizer.
• Please enter and exit courts outside the fence. Do not walk behind a court when the ball is
in play.
• Private leagues or lessons are not allowed
Action:
Provide feedback on open play policy for pickleball courts.
Date: September 10, 2019 Agenda Item #: VI.C.
To:Parks and Recreation Commission Item Type:
Report and Recommendation
From:Perry Vetter, Parks & Recreation Director
Item Activity:
Subject:Edinborough Park entrance project Discussion, Information
CITY OF EDINA
4801 West 50th Street
Edina, MN 55424
www.edinamn.gov
ACTION REQUESTED:
Review Edinborough Park entrance project and provide feedback.
INTRODUCTION:
Edinborough Park is scheduled for a major capital improvement project to renovate the south entrance to the
facility. Staff has been working with the architectural firm Bolton & Menk on the project. The primary purpose
of the improvements are to address drainage improvements that impact the facility entrance and led to the
deterioration of the building materials.
Specifically, this project includes:
1. Improvements to correct storm water drainage that impacts the facility entrance, causing freeze thaw issues in
the winter and water entering the foyer during rain events.
2. The need to repair the footing of the lower level loading dock, along with associated driveway reconstruction to
redirect the drainage that has contributed to the current problem.
3. Reconstruction of the stairs between loading dock and parking garage to facilitate nearby drain pipe discharge
extension.
4. The need for a more comprehensive replacement of railings, including integral concrete wall caps along the
plaza, pedestrian bridge and stairwell.
Along with those priority improvements, this project has brought an opportunity to provide aesthetic
improvements to the facility entrance that would assist with the branding of the facility and wayfinding for visitors.
A common question from guests is about which entrance to use upon arrival at the facility. An opportunity to
fulfill these additional opportunities is to incorporate play themed features into the design. These fully accessible
features would add to the visitor experience of the facility and be planned into the project if the overall budget
allows. Staff will also review additional wayfinding opportunities for facility visitors.
Discussion Question:
Does the commission have feedback on the aesthetic entrance improvements planned for Edinborough Park?
Next steps:
Staff will be presenting to the City Council in early October on this sketch design and incorporate feedback. At
that point staff will be meeting with the various stakeholders at Edinborough for feedback on the design and
discuss project timing, construction staging, visitor movements and needed signage. The project is anticipated to
occur during the summer of 2020.
ATTACHMENTS:
Description
Edinborough Park Plaza Improvements
LIMESTONE SEATWALL
BOULDER GARDEN
MUSICAL INSTRUMENT
(CASCATA BELLS)
•Edinborough Park•
r$7 Uf tOINA
TALK TUBE
MATCH EXISTING SIDEWALK
EXISTING LIGHT POLE LOCATION
CLIMBING STRUCTURE WITH SLIDE
RUBBER TILES
TREE STUMP HOPPERS
1111HIlt-
EXISTING STAIRS TO REMAIN\
EXPOSED AGGREGATE CONCRETE
(TO MATCH PAVING INSIDE)
PAVING ISLANDS
MAIN ENTRANCE
TRENCH DRAIN
BOULDER GARDEN
EXISTING STAIRWAY EXISTING ARCHWAY TO REMAIN
TALK TUBE
HARDY LANDSCAPE
PLANTINGS W/
BOULDERS
STAMPED CONCRETE DECORATIVE PAVING
(TO MATCH PATTERN INSIDE)
MUSICAL INSTRUMENTS (LARGE DRUMS)
DECORATIVE RAILING
BUILDING WALL (PRIVATE)
CLIMBING STRUCTURE WITH. SLIDE
CITY OF EDINA, MN NOT TO SCALE EDINBOROUGH PARK ENTRY PLAZA CONCEPT BOLTON
& MENK
TREE STUMP HOPPERS
TALK TUBE
LARGE DRUMS
CASCATA BELLS
DRAFT
DRAFT
Date: September 10, 2019 Agenda Item #: VI.D.
To:Parks and Recreation Commission Item Type:
Report and Recommendation
From:Perry Vetter, Parks & Recreation Director
Item Activity:
Subject:Open Streets Discussion Discussion
CITY OF EDINA
4801 West 50th Street
Edina, MN 55424
www.edinamn.gov
ACTION REQUESTED:
Discuss and finalize a display plan for the upcoming Open Streets event on Sunday September 22, 2019. Identify
commissioners available to participate and any additional informational opportunities for display.
INTRODUCTION:
At the August 2019 Park & Recreation Commission meeting participation in the 2019 Open Streets event was
discussed. Commissioners agreed to host a booth at the event and registration has been completed. Ideas for
display and information to present will need to be identified for preparation.
Current ideas for display could include:
-Fred Richards Park - Phase I playground project
-Arden Park update
-Technology upgrade at Braemar Golf Dome (TopTracer)
-Facility rental/Birthday P arty package offerings
-Activities Directory
-Park Maps
Date: September 10, 2019 Agenda Item #: VI.E.
To:Parks and Recreation Commission Item Type:
Report and Recommendation
From:Perry Vetter, Parks & Recreation Director
Item Activity:
Subject:Parks & Recreation Commission Work Plan Discussion
CITY OF EDINA
4801 West 50th Street
Edina, MN 55424
www.edinamn.gov
ACTION REQUESTED:
Update the current work plan progress and to determine ideas around the 2020 work plan. On October 1, 2019,
Chair Good will present the work plan proposal to the City Council.
INTRODUCTION:
As progress on the annual work plan continues a discussion about the 2020 work plan is scheduled for the
September 10, 2019 PARC meeting.
ATTACHMENTS:
Description
Staff Report: Parks & Recreation Commission Work Plan
Updated PARC Workplan for September 2019
Draft Comprehensive Guide Plan - Park sections
Parks, Recreation and Trails Strategic Plan - Executive Summary
2020 Work Plan Instructions
Sept. 10, 2019
Park and Recreation Commission
Greg Good, Parks & Recreation Commission Chair and Perry Vetter, Parks & Recreation
Director
Parks & Recreation Commission Work Plan update and discussion on 2020 goals.
Background:
The Edina City Council is continuing the process to review and adopt the 2020-2021 Budget Work Plan.
This work plan consists of four budget goals, including:
City Goal #1: Strong Foundation – Maintain Physical Assets & Infrastructure
City Goal #2: Reliable Service – Maintain Service-Levels that Best Meet the Needs of the Community
City Goal #3: Livable City – Plan for Connected & Sustained Development
City Goal #4: Better Together: Foster Inclusive and Engaged Community
As the council moves forward with the budget process the annual department and commission work plans
are revisited and revised. The approximate schedule is:
January: Annual work plan begins
June – September: Proposed work plan created by Commissioners
October 1, 2019: Work plan proposals presented by each chair to Council at Work Session
STAFF REPORT Page 2
November/December: Council review and approve each work plans for upcoming year.
Information:
As progress on the annual work plan continues a discussion about the 2020 work plan is scheduled for the
September 10, 2019 PARC meeting. In advance of that meeting, commissioners discussed ideas at the
August meeting for inclusion. Those topics are grouped as follows:
• Master Plan Implementation and Infrastructure Investment – Discover ways to implement
and fund portions of approved master plans if the full funding is not secured. Review the
prioritization and need for infrastructure improvements, such as playground investments,
dog park access, and accessibility concerns.
• Sustainability Improvements – Review ways to improve the park system in a variety of ways,
implement a healthy city designation, add hydration stations, proactively manage green
spaces and waterways, invasive species management, etc. Maximize service levels instead of
only maintain them.
• Proactive Engagement – Understanding of how communications strategies are approached,
from project engagement, marketing, reaching more participants, eliminating known barriers
and using mediums such as print to digital.
• Comprehensive Guide Plan Review – How will the draft comprehensive guide plan impact
the Parks & Recreation department, commission and users. Understand the priority of those
implementation items that arise from the plan upon its final adoption.
• Parks, Recreation and Trails Strategic Plan – What aspects of the plan are we making
progress on, what aspects are outstanding and how does that plan fit with other priorities.
• Current 2019 Commission Work Plan – What items will be completed and what items are
remaining for the following year.
In response to that discussion and to prepare for determining 2020 work plan items, staff has included
relevant materials for the commission to review. The first is the draft comprehensive guide plan, with only
the Parks, Open Space and Natural Resources section and the implementation tables. The full draft plan can
be found on the city’s website. Because of the volume of information, staff included only specific information
STAFF REPORT Page 3
to the park system. The second is the key projects of the Parks, Recreation and Trails Strategic Plan
Executive Summary. The full strategic plan can be found on the city’s website. These six guiding principles
and 12 key projects are listed in the executive summary of the full report.
Requested Action:
The next steps are to update the current work plan progress and to determine ideas around the 2020 work
plan. On October 1, 2019, Chair Good will present the work plan proposal to the City Council.
Approved by Council 12/4/18
PARKS AND RECREATION COMMISSION
Commission: Parks & Recreation Commission
2019 Annual Work Plan
Initiative #1 Council Charge (Proposed Charge Completed by CM)
☐ 1 (Study & Report) ☐ 2 (Review & Comment)
☒ 3 (Review & Recommend) ☐ 4 (Review & Decide)
Target
Completion
Date
Budget Required
(Staff Liaison)
Staff Support
Required
(Staff Liaison)
Initiative Type: ☒ New Initiative ☐ Continued Initiative ☐ Ongoing Responsibility ☐ Funds available
Funds are available for this project.
☒ Staff Liaison: Hrs 5
☐ CTS (including Video)
☒ Other Staff: Hrs 5
R&E 2.A. Chair/co-chair a cross-commission committee (see partners) to review the
naming of a public facility in the Grandview area after the BC and Ellen Yancey.
☐ Funds not available
There are not funds available for this
project (explain impact of Council
approving initiative in liaison
comments).
Lead Commissioners: Burke, Dahlien, Willette and Student Commissioner Osborne
Partners: Human Rights & Relations Commission and Parks & Recreation
Commission [LEAD]
Liaison Comments:
City Manager Comments: Change language: R&E 2.A. Chair/co-chair a cross-commission committee (see partners) to review the naming of a public facility in the
Grandview area after the BC and Ellen Yancey. Charge #3.
Progress Report: Commissioner Dahlien informed the commission that the HRRC will be responding back on whether they determined a recommendation at
their most recent meeting.
Initiative #2 Council Charge (Proposed Charge Completed by CM)
☐ 1 (Study & Report) ☒ 2 (Review & Comment)
☐ 3 (Review & Recommend) ☐ 4 (Review & Decide)
Target
Completion
Date
Budget Required
(Staff Liaison)
Staff Support
Required
(Staff Liaison)
Initiative Type: ☒ New Initiative ☐ Continued Initiative ☐ Ongoing Responsibility ☐ Funds available
Funds are available for this project.
☒ Staff Liaison: Hrs 20
☐ CTS (including Video)
☒ Other Staff: Hrs 40
R&E 20.B. Serve on a cross-commission committee (see partners) in partnership
with communities of color to identify barriers for participation in programming.
☐ Funds not available
There are not funds available for this
project (explain impact of Council
approving initiative in liaison
comments). Lead Commissioners: McCormick, Strother and Student Commissioner Osborne Partners: Human Rights & Relations Commission [LEAD] and Parks & Recreation
Commission
Progress Report: A meeting with the HRRC was conducted. Topics discussed were different ideas to engage communities and gather feedback. Liaison Vetter
indicated the HRRC will be will be further working on the engagement topic. Staff will ensure that the HRRC and PARC members stay in contact on next steps.
Approved by Council 12/4/18
PARKS AND RECREATION COMMISSION
Initiative #3 Council Charge (Proposed Charge Completed by CM)
☐ 1 (Study & Report) ☐ 2 (Review & Comment)
☒ 3 (Review & Recommend) ☐ 4 (Review & Decide)
Target
Completion
Date
Budget Required
(Staff Liaison)
Staff Support
Required
(Staff Liaison)
Initiative Type: ☒ New Initiative ☐ Continued Initiative ☐ Ongoing Responsibility ☐ Funds available
Funds are available for this project.
☒ Staff Liaison: Hrs 10
☐ CTS (including Video)
☐ Other Staff: Hrs_____
Chair/co-chair a cross-commission committee (see partners) to develop a draft plan
on Edina Grand Rounds, including wayfinding. ☐ Funds not available
There are not funds available for this
project (explain impact of Council
approving initiative in liaison
comments). Lead Commissioners: Good, Miller, Nelson, Strother and Student Commissioner
Anderson
Partners: Parks & Recreation Commission [LEAD] and Transportation Commission.
Progress Report: A meeting with the Transportation Commission was conducted. Their intent is to have a draft connection plan for the four quadrants to
improve access across Edina for both bikes and pedestrians as well as improve wayfinding.
Initiative #4 Council Charge (Proposed Charge Completed by CM)
☒ 1 (Study & Report) ☐ 2 (Review & Comment)
☐ 3 (Review & Recommend) ☐ 4 (Review & Decide)
Target
Completion
Date
Budget Required
(Staff Liaison)
Staff Support
Required
(Staff Liaison)
Initiative Type: ☐ New Initiative ☒ Continued Initiative ☐ Ongoing Responsibility June ☐ Funds available
Funds are available for this project.
☐ Staff Liaison: Hrs____
☐ CTS (including Video)
☒ Other Staff:
Hrs___20__
Complete a study and report for fields, courts and rinks capacity and utilization from
the data provided by staff.
☒ Funds not available
Lead Commissioners: Burke, Dahlien, Good and Student Commissioner Anderson
Progress Report: The committee has updated field and rink use and working to access court information.
Initiative #5 Council Charge (Proposed Charge Completed by CM)
☒ 1 (Study & Report) ☐ 2 (Review & Comment)
☐ 3 (Review & Recommend) ☐ 4 (Review & Decide)
Target
Completion
Date
Budget Required
(Staff Liaison)
Staff Support
Required
(Staff Liaison)
Initiative Type: ☐ New Initiative ☒ Continued Initiative ☐ Ongoing Responsibility ☐ Funds available
Funds are available for this project.
☒ Staff Liaison: Hrs 20
☐ CTS (including Video)
☐ Other Staff: Hrs_____
Investigate possible alternative funding options to support future growth and
development of Edina’s parks, programs and green spaces. ☒ Funds not available
Lead Commissioners: Ites, McAwley, Miller and Willette
Approved by Council 12/4/18
PARKS AND RECREATION COMMISSION
Progress Report: The committee is looking at two options for funding shortfalls, and recently met with an outside group that creates additional revenue
opportunities for organizations based on their assets.
Initiative #6 Council Charge (Proposed Charge Completed by CM)
☐ 1 (Study & Report) ☒ 2 (Review & Comment)
☐ 3 (Review & Recommend) ☐ 4 (Review & Decide)
Target
Completion
Date
Budget Required
(Staff Liaison)
Staff Support
Required
(Staff Liaison)
Initiative Type: ☒ New Initiative ☐ Continued Initiative ☐ Ongoing Responsibility ☐ Funds available
Funds are available for this project.
☒ Staff Liaison: Hrs 2
☐ CTS (including Video)
☐ Other Staff: Hrs_____ R&E 21.C Review and comment on the Race and Equity policy statement developed
by City staff. ☐ Funds not available
Lead Commissioners: McCormick and Strother
Progress Report: Staff will have a policy statement for review. Race and Equity Coordinator presentation rescheduled for September meeting due to August
meeting held off-site.
Initiative #7 Council Charge (Proposed Charge Completed by CM)
☐ 1 (Study & Report) ☒ 2 (Review & Comment)
☐ 3 (Review & Recommend) ☐ 4 (Review & Decide)
Target
Completion
Date
Budget Required
(Staff Liaison)
Staff Support
Required
(Staff Liaison)
Initiative Type: ☒ New Initiative ☐ Continued Initiative ☐ Ongoing Responsibility All of 2019 ☐ Funds available
Funds are available for this project.
☒ Staff Liaison: Hrs____
☐ CTS (including Video)
☐ Other Staff: Hrs_____
Serve on a cross-commission committee (see partners) to complete requirements
for Edina to receive the AARP City Designation.
-Complete Walk Audit Tool Kit provided by AARP
-October Senior Expo & Designation
☐ Funds not available
There are not funds available for this
project (explain impact of Council
approving initiative in liaison
comments).
Lead Commissioners: McCormick and Nelson
Partners: Community Health Commission [LEAD], Human Rights & Relations
Commission, Parks & Recreation Commission, Transportation Commission
Progress Report: Committee is still waiting for Community Health Committee on timing.
Parking Lot Fred Richards Park
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Table of Contents Draft 03-06-19
5.5 2040 Transportation Analysis Zone Base Forecasts .................................................... 5-35
5.6 2040 Transportation Analysis Zone Forecasts Adjusted ............................................. 5-36
5.7 2040 Transportation Analysis Zones Forecasts Changes............................................. 5-38
5.8 Planning Level Roadway Capacities by Facility Type ................................................... 5-41
5.9 Bridges with Insufficient Height Clearances ................................................................ 5-54
6. Parks, Open Space, and Natural Resources
6.1 Mini Parks ...................................................................................................................... 6-4
6.2 Neighborhood Parks ...................................................................................................... 6-5
6.3 Community Playfields .................................................................................................... 6-5
6.4 Community Parks .......................................................................................................... 6-5
6.5 Special Purpose Parks .................................................................................................... 6-6
6.6 Park Summary ............................................................................................................... 6-6
6.7 Total Acreage by Number of Park Facilities................................................................... 6-7
6.8 Natural Open Space Areas ............................................................................................. 6-8
7. Water Resources
7.1 Historic Sanitary System Flows .................................................................................... 7-14
7.2 Metropolitan Sewer Interceptors ................................................................................ 7-14
7.3 Storage ........................................................................................................................ 7-37
7.4 Existing Supply Wells ................................................................................................... 7-37
7.5 Existing Water Treatment Plants ................................................................................. 7-38
7.6 Existing Demands ........................................................................................................ 7-39
7.7 Ultimate Water Demand Projections .......................................................................... 7-41
8. Energy and Environment
8.1 Edina Gross and Rooftop Solar Generation Potential ................................................. 8-14
9. Community Services and Facilities
10. Economic Competitiveness and Economic Development
11. Human Rights and Relations
11.1 Percent of Edina Population by Race ........................................................................ 11-5
12. Community Health
13. Heritage Preservation
14. Arts and Culture
15. Implementation
15.1 Implementation Actions ............................................................................................ 15-8
Figures
1. Introduction and Vision
2. Community Profile
2.1 Community Designation ................................................................................................ 2-3
2.2 Housing Year Built ....................................................................................................... 2-15
2.3 Housing Units Per Acre ................................................................................................ 2-19
2.4 Building Conditions ...................................................................................................... 2-23
2.4 Owner Occupied Units by Estimated Market Value .................................................... 2-25
3. Land Use and Community Design
3.1 Community Designation ................................................................................................ 3-1
3.2 Existing Land Use ........................................................................................................... 3-8
3.3 Market Value Per Acre ................................................................................................ 3-12
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10.2 Employment Density ................................................................................................. 10-4
10.3 Edina’s Traded Industry Clusters ............................................................................... 10-5
10.4 Edina’s Business and Industrial Parks ........................................................................ 10-6
10.5 Recently Remodeled Business Park Properties ......................................................... 10-6
10.6 Regionally Significant Retail/ Commercial Areas ....................................................... 10-8
10.7 City of Edina, Major Fiber Routes .............................................................................. 10-9
10.8 Seven County Metro Manufacturing Employment ................................................. 10-10
10.9 Transformation of Shopping Centers ...................................................................... 10-11
10.10 Conversion of Former Service Station ................................................................... 10-13
11. Human Rights and Relations
11.1 City of Edina Median Household Income by Year and Race ..................................... 11-6
12. Community Health
13. Heritage Preservation
14. Arts and Culture
15. Implementation
15.1 Existing Zoning ........................................................................................................... 15-4
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6. Parks, Open Space, and Natural Resources
Chapter Highlights
The following six points guided the development
programs, goals and policies presented in this chapter
of the Comprehensive Plan Update.
1. Edina has committed to a minimum of 15 percent
of its land area to be used as parks and green
space. (As of the most recent census, we are right
at this threshold.) Future standards will need
consider “hardscape” environments as
represented in the Greater Southdale District
Plan.
2. All Community and Special Use parks will have an
updated Master Plan to guide use, growth and
future development. Every Park MP will include an
approach to best maintain, improve and promote
its natural resources.
3. Connecting our neighborhoods via a Grand
Rounds concept and in coordination with the
Pedestrian and Bicycle Master Plan.
4. Be intentional on the use of benchmarking to assess progress against strategic objectives.
5. Explore alternative funding models to support future growth and accomplishment of our Mission.
6. Establish a goal to have park facilities within a maximum distance of one mile from each Edina
resident
Introduction
The City of Edina operates one of the most well-regarded parks and recreation systems in the
metropolitan Twin Cities. Edina is a fully developed first ring suburb of Minneapolis with a park system
that continues to be improved with targeted additions and innovative operations. The park system,
comprising the City’s physical park lands, recreation areas, and trails, along with numerous programs
and collaborations with local youth sports associations, greatly contribute to a high quality of life.
The Vision of the Edina Park and Recreation Department (EPRD) is “To strive for excellence in our
parks, recreation and trails system to provide Edina a high quality of life by nurturing the health and well-
being of our people, our community, our environment and our economy.” In fulfillment of that vision,
the EPRD’s Mission Statement is “To create parks, facilities, and programs to foster a healthy and
inclusive community. We accomplish this through creative leadership, collaborations, environmentally
sustainable practices and the responsible use of available resources.”
The Major Challenge
Like many communities, Edina is witnessing
demographic changes. Changes that
occurred between 2008, when the last
comprehensive plan was written, and now
are only a glimpse of what is expected to
occur over the next 10 years. In order to
ensure that the City’s park system will
continue to meet the needs of residents,
the City will need to continually provide
sensitive and appropriate responses to
changes in social, demographic,
technological, economic, political and
environmental trends. The magnitude of
these changes will demand flexibility in
planning practices to appropriately respond
to rapidly changing needs.
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Inventory and Current Conditions
The National Park and Recreation Association (NRPA)
periodically publishes “Park and Open Space Standards and
Guidelines” for municipal park and recreation agencies to
assist in comprehensive planning. The NRPA suggests that
the “national standards” be used only as a benchmark
guideline, because each community has its own unique
profile in regards to demographics, total acreage, terrain,
climate and a host of other affecting factors. Nonetheless,
Edina currently exceeds the national standard guideline for acres per 1,000 residents.
The NRPA suggests a national standards guideline of 25 acres per 1,000 residents. This standard would
include all local, county, and state-owned property within the community. There are currently no county,
state or federal park lands in Edina. All 1,565 acres of park land and open space are owned and
maintained by the City of Edina The City’s 1,565 total park and open space acreage computes to 30.2 acres
per 1,000 residents (based on the 2016 Census population of 51,804). Currently, the EPRD oversees 43
parks and open spaces totaling more than 1,565 acres and operates nine facilities, which include:
• Edina Aquatic Center
• Edina Art Center
• Braemar Ice Arena and Sports Dome
• Braemar Golf Courses
• Braemar Golf Dome
• Centennial Lakes Park
• Edinborough Park
• Arneson Acres Park
• Edina Senior Center
Park amenities at these facilities include baseball and
softball diamonds; football, soccer and lacrosse fields;
basketball, tennis, pickle ball and bocce ball courts;
outdoor skating rinks; playground equipment for young
children, including an adaptive playground; a community
garden; and both winter warming houses and
summer picnic shelters. The Department also maintains
over eight miles of scenic pathways for bicycling,
walking, jogging, cross-country skiing, snowshoeing
and soon mountain biking.
Regional Parks and Trails and the 2040
Regional Parks Policy Plan
As stated in the Goals and Policies and section of
this chapter, it is a goal to make connections to
parks and trails to ensure that Edina residents have
convenient access to recreational facilities and
services. These include regional park and trail
facilities both outside and within the City.
Figure 6.1: City of Edina Parks and
Facilities Map
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The 2040 Regional Parks Policy Plan adopted by the Metropolitan Council in February 2015 is the
metropolitan system plan for regional recreation open space, and there are regional public parks and
facilities in the Twin Cities area that serve Edina residents. For example, Three Rivers Park District
owns and maintains regional parks such as the Nine Mile Creek Regional Trail, Bryant Lake Regional
Park in Eden Prairie, Hyland Lake Park Reserve in Bloomington and 16 other regional parks within the
Three Rivers Park District. Minneapolis Park Board’s Grand Rounds trail system (including the Chain
of Lakes Trail) and the Three Rivers Park District’s Cedar Lake LRT Regional Trail are regional
facilities that are outside the City of Edina but can be accessed by Edina residents.
These regional parks offer a variety of recreation opportunities. For example, Three Rivers Park
District parks offer snowmobiling, horseback riding, boating, archery, camping, canoeing, downhill
skiing, nature centers and historic farm facilities.
The 2040 Regional Parks Policy Plan does not identify
regional park and recreation facilities directly in the
City of Edina, with the following two exceptions:
Nine Mile Creek Regional Trail – Nine Mile Creek
Regional Trail, when completed, will be a 15 mile bike
trail that will span the Cities of Hopkins, Minnetonka,
Edina, Richfield, and Bloomington. It will also connect
to the Lake Minnetonka, Minnesota River Bluffs, and
Cedar Lake LRT regional Trails and North Cedar
Lake and Nokomis-Minnesota River Regional Trails,
as well as the planned Minnesota River State Trail,
Dakota County Big Rivers Regional Trail, Minnesota
Valley National Wildlife Refuge Bloomington Visitor
Center, and Fort Snelling State Park. Much of the
trail was completed and opened for use in 2017. The
Edina segment of the trail was completed in spring
2018. From the west, it enters the City of Edina from
Hopkins over the Bren Rd/Londonderry Road Bridge.
From the east, it enters the City from Richfield at the
cul-de-sac of Xerxes Avenue just south behind Fire
Station 2. The regional trail is a shared use facility and
is available for walkers, runners, dog walkers, cyclists,
inline skaters, and other non-motorized traffic.
South Hennepin Regional Trail-West – This is a
proposed regional trail, first identified in the 2030
Regional Parks Policy Plan (adopted in June 2005)
that would follow an
existing north-south
railroad grade owned by Canadian Pacific Railroad in the City of Edina. It
would extend between Hyland-Bush-Anderson Park Reserve (in Bloomington)
on the south and the Cedar Lake LRT Regional Trail (in St. Louis Park and
Minneapolis) to the north. It is proposed to connect to the Nine Mile Creek
Trail in the City of Edina.
Alignment alternatives are under study by the Three Rivers Regional Park
District. Two alignment alternatives that have been advanced are shown to
the right. As shown, Alternative A (blue line) goes west along West 70th
Figure 6.2: Alternative Alignments for the
Nine Mile Creek Trail
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Street and would use Cahill Road to travel south to 78th Street. Following 78th Street, it would then
access Bush Lake Road, which crosses over I-494 en route to Hyland Park in Bloomington. Alternative
B (green line) would go east along West 70th Street to access an existing trail that circulates through
the business/industrial park south and east of the study area. The trail would then intersect Bush Lake
Road before crossing I-494 on the existing overpass.
City Park Inventory
The following are individual park locations and acreage totals.
Mini-Parks - 12 Parks – 21.12 Acres
A Mini park is characterized by a size of approximately 2 acres or less and is designed to serve
primarily the needs of pre-school age children, although it may provide facilities designed to serve the
recreation needs of other age groups. Edina’s Mini-Parks typically do not have scheduled athletic
facilities. Mini parks are typically used to address limited or isolated recreational needs. Service Area -
¼ Square Mile.
Table 6.1: Mini Parks
Park Address Size Quadrant
Birchcrest 6016 Hansen Rd. 1.61 Acres NW
Browndale 4510 Browndale Ave. .82 Acre NE
Chowen 5700 Chowen Ave. .93 Acre NE
Grandview Square 5213 Grandview Square .60 Acre NW
Kojetin 4201 W. 44th Street 2.69 Acres NE
Lake Edina 4400 Parklawn Ave. 3.10 Acres SE
McGuire W. 69th & McGuire Rd. 2.00 Acres SW
Melody Lake
Sherwood
5501 Melody Lake Dr.
Sherwood Rd. & Edenmoor
4.18 Acres
1.53 Acres
NW
NW
St. Johns W. 60th & St.Johns Ave. .94 Acre NE
Tingdale W. 59th & Tingdale Ave. .67 Acre NW
York Park 5448 York Ave. 2.05 Acres NE
Neighborhood Parks - 12 Parks -112.85 Acres
Neighborhood parks are designed to serve primarily the needs of children six to fourteen years of age.
Tennis courts, softball diamonds, basketball and ice skating facilities are commonly provided in
neighborhood parks. Some of Edina’s neighborhood parks have one or more scheduled athletic
facilities, such as outdoor hockey rinks and/or fields for soccer, football, baseball and softball.
Neighborhood parks typically range in size from approximately two acres to twenty acres. Service
Area = 1 Square Mile.
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Community Playfields – 8 Parks - 253.68 Acres
Community playfields typically range in size from approximately 20 to 60 acres. These parks are
designed to provide facilities for diverse recreational activities for young people and adults, although a
section is also typically set aside for smaller neighborhood children. All of Edina’s Community Playfields
have one or more scheduled athletic facilities, such as outdoor hockey rinks and fields for soccer,
football, baseball and softball. Service area - 9-16 square miles.
Community Parks - 4 Parks - 549.05 Acres
The community park is usually a large park of more than 100 acres, or a smaller park containing special
community facilities.
Table 6.4: Community Parks
Park Address Size Quadrant
Braemar SW Corner of Edina 500.00 Acres SW
Centennial Lakes 7495 France Avenue 25.00 Acres SE
Kenneth Rosland 4300 West 66th Street 22.05 Acres SE
Edinborough 7700 York Avenue South 2.00 Acres SE
Table 6.2: Neighborhood Parks
Park Address Size Quadrant
Alden 6750 Belmore Lane 5.12 Acres NW
Arden 5230 Minnehaha Blvd. 17.75 Acres NE
Cornelia School 7124 Cornelia Drive 10.75 Acres SE
Countryside 6240 Tracy Ave. 9.01 Acres NW
Fox Meadow Blake Rd. & Fox Meadow Ln. 3.84 Acres NW
Heights 5520 W. 66th Street 4.00 Acres SW
Normandale 6501 Warren Ave. 10.06 Acres SW
Strachauer 6200 Beard Ave. 4.50 Acres NE
Utley 50th & Wooddale Ave. 5.73 Acres NE
Wooddale W. 50th & Wooddale Ave. 4.70 Acres NE
Yorktown W. 73rd & York Ave. 3.42 Acres SE
Todd Park 4429 Vandervork Ave. 33.97 Acres NW
Table 6.3: Community Playfields
Park Address Size Quadrant
Creek Valley W. 64th & Gleason Road 10.00 Acres SW
Garden 5520 Hansen Road 18.74 Acres NW
Highlands 5200 Doncaster Way 44.05 Acres NW
Lewis Dewey Hill & Cahill Road 21.04 Acres SW
Pamela 5900 Park Place 62.00 Acres NE
Van Valkenburg 4935 Lincoln Drive 41.76 Acres NW
Walnut Ridge 5801 Londonderry Road 44.24 Acres NW
Weber 4115 Grimes Ave. 11.85 Acres NE
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Special Purpose Parks - 7 Parks - 277.11 Acres
The special purpose park provides a single or specific form of recreation. Service Area is citywide.
Table 6.5: Special Purpose Parks
Park Address Size Quadrant
Arneson Acres 4711 West 70th street 15.00 Acres SE
Bredesen Vernon Ave. & Olinger Blvd. 206.00 Acres NW
Richards Golf Course 7640 Parklawn Ave. 39.65 Acres SE
Southdale Gateway SE Corner of Edina 9.97 Acres SE
Tupa 4918 Eden Avenue 1.00 Acre NE
Williams West 50th & Browndale .34 Acre NE
Grandview Square/
Senior Citizen Center
5280 Grandview Square 5.15 Acres NW
Summary of Parks and Natural Resource Parks - 7 Parks – 1,565.94 Acres
Table 6.6: Park Summary
Park Type Acres
Natural Resource Areas (19 areas) 352.13
Mini-Parks (12) 21.12
Neighborhood Parks ( 12) 112.85
Community Playfields ( 8) 253.68
Community Parks (4) 549.05
Special Purpose Parks (7) 277.11
Total Parklands & Natural Resource Areas 1,565.94
Other Maintained Grass Areas
Plazas, Triangles, and circles 5.00
Storm Water and Drainage Areas 60.00
Parklands and Natural Resource Areas 1,565.94
Total Parks, Natural Resource & Other Areas 1,630.94
The following are parkland acreage totals per park classification.
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Table 6.7: Total Acreage by Number of Park Facilities
Component Character SVC Area # of
Parks
Total
Acreage
Natural Resource
Areas
Vary in size
Varies
19
352.13
Mini-Parks
Less than 2 acres
¼ sq.mi.
12
21.12
Neighborhood Parks
Serve children
1 sq.mi.
11
78.88
ages 6-14
Community Playfields Serve recreational needs of
young people and adults
9-16 sq.mi. 9 287.65
Community Parks Large parks in excess 100
acres. Serve pre-school-adult
active and passive recreational
pursuits
4-16 sq.mi. 4 549.05
Special Purpose Parks Provide a special form of
recreation
City Wide 7 277.11
Total Parkland & Natural Resource Areas 62 1,565.94
Natural Resource Open Space Areas
The NRPA defines Natural Resource Areas as lands set aside for preservation of significant natural
resources, remnant landscapes, open space, and visual aesthetics/buffering. These lands consist of:
• Individual sites exhibiting natural resources.
• Land that is unsuitable for development but offers natural resource potential. (Examples
include parcels with steep slopes, and natural vegetation, drainage-ways and ravines, surface
water management areas (man-made pond areas, and utility easements).
• Protected lands, such as wetlands/lowlands and shorelines along waterways, lakes, and ponds.
All natural resource open space areas were inventoried and categorized as follows. The City’s
quadrants were determined by the two dividing highways in Edina: TH 62 and TH 100. Table 6.8,
below, presents results of the inventory.
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Table 6.8: Natural Resource Open Space Areas
Northwest Quadrant Acreage
Nine Mile Creek Right of Way 148.15
Lincoln Drive Floodplain 17.16
Division Street Storm Water Drainage 18.14
Moore Property (Melody Lake) 4.96
Normandale Rd. (NW Benton & Hwy 100) 2.14
Garden Park Addition 6.70
Glenbrae & Ayrshire 4.30
Krahl Hill 7.75
Pine Grove Rd. (S and E of dead-end) 4.39
Northeast Quadrant Acreage
Littel & Lynn Avenue .46
W. 41st Street and Lynn Avenue 3.10
Minnehaha Creek Right of Way 22.88
Townes Road 1.00
Southwest Quadrant Acreage
Nine Mile Creek Right of Way 9.75
Cahill School Backlot 11.05
NE of High School & S of Crosstown 37.29
Dewey Hill Ponds 48.00
Limerick Dr. (dead end W of RR) 3.90
Southeast Quadrant Acreage
Bristol & Mavelle 1.01
Total Natural Resource Acres 352.13
Edina: A Community of Learning. Edina has a prized education system of high-quality
public schools. The Parks, Open Space, and Natural Resources chapter of the Comprehensive Plan
recognizes the importance of extending the benefits of education to the entire community through
parks-related policies and programming and building on both obvious and not so obvious linkages
between the City’s parks, public schools, Public Works projects, heritage resources, arts and culture,
community health, etc.
For example, the parks can be used as classrooms by the public schools to expose students (and their
parents) to the importance of pollinator gardens and rain gardens. Moreover, informational kiosks
can be installed in the City’s parks that explain how recreational trails and paths are constructed and
how stormwater is filtered in retention ponds.
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Trends and Challenges
There are numbers of trends that should be considered in the park and recreation planning process. In
this post-industrial age of rapid change, constant monitoring will be required to ensure awareness of
trends that have a bearing on park programming, utilization, and sustainability. In the case of Edina, the
City will need to continually provide sensitive and appropriate responses to changes in social,
demographic, technological, economic, political and environmental trends. The magnitude of these
changes will demand flexibility in planning practices to appropriately respond to rapidly changing needs.
In 2015, the EPR completed a Strategic Plan to guide decision-making, priorities, and plans over the next
10+ years. This chapter of the 2018 Comprehensive Plan is structured around five “Key Development
Areas” that were identified and discussed in the 2015 Strategic Plan. With the “Key Development
Area” as a foundation, content in the Comprehensive Plan has been structured as goals, policy
statements, and action items applicable to policies.
Goals and Policies
The Goals and Policies section is organized around five sections: 1) Parks, Open Space, and Trails; 2)
Natural Resources and Sustainable Parks; 3) Recreational Facilities; 4) Recreational Programs; and 5)
Finance and Management.
Parks, Open Spaces and Trails
Goal 1: Ensure that parks, recreational facilities, and trails are a
source of community pride by providing a balance of well connected,
active and passive spaces that reflect high quality design principles and
maintenance standards and appreciation of the arts; that allow
residents to engage in healthy activities and engage in enriching
experiences.
Policy 1-A: The City will devote a minimum of 15 percent of
Edina’s land area to parkland and open spaces.
Policy 1-B: The City will work to meet NRPA guidelines i
indicating a need for 15-20 miles of additional trails in
Edina.
Policy 1-C: The City, on a case by case basis, consider the sale,
swap, or disposal of park property, as deemed in the
best interest of the City.
Goal 2: Encourage and support active lifestyles through use of City Parks and participation in City
sponsored recreational programs.
Policy 2: The City will, through the EPRD, develop promotional and educational materials about
the benefits of an active lifestyle and the relationship between health and parks and
recreation.
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Goal 3: Develop plans based on research and analysis of current trends, input from community
members, input from City departments and Commissions, state-of-the art approaches, and best
practices to ensure: a) that parks, recreation, and trail needs are documented, b) plans are developed
with broad participation from the community, and c) capital expenditures for future investments in
parks and recreational facilities and services are justifiable.
Policy 3-A: The City will follow recommendations outlined in Vision Edina 2015 and the 2017/2018
Big Idea Workshops as one of its guides for investments in parks, recreational facilities
and trails.
Policy 3-B: The City will update its Parks Master Plan every ten years (or less) to guide use, growth,
improvements, developments, and capital expenditures for all Community and Special
Use parks, recreational facilities, and trails.
Policy 3-C: The City of Edina has utilized Small Area Plans to provide long-range vision for land use
and development in specific areas of the city. The ERPD and PARC will support the
successful development and execution of these plans through a proactive engagement
process in planning how parks and green spaces fit in these development plans
Natural Resources and Sustainable Parks
Goal 1: Protect, enhance, engage, and restore our urban forests, natural areas, and water resources to
sustain a healthy, diverse, and balanced natural environment for all to enjoy and understand.
Policy 1-A: The City will include a section on how to best promote, improve, or maintain our
natural resources in each new Master Park Plan.
Policy 1-B: The City will exhibit leadership in the area of sustainability in our park system to
support the health of our parks and open spaces.
Policy 1-C: The City will develop a wild life management program to reduce wild life migration away
from their primary habitat.
Recreation Facilities
Goal 1: Provide safe, clean, and reliable facilities and program spaces that provide users the highest
level of value, which supports their health and wellness, while supporting financial sustainability for the
City in the future.
Policy 1-A: The City, through EPRD, will maximize the use of enterprise facilities primarily, but not
exclusively, for Edina residents.
Policy 1-B: The City will manage enterprise assets as fee-based revenue generating facilities that
support programs and collectively cover all expenses including capital investments, land
purchases, and all operating expenses.
Policy 1-C: The City will exhibit leadership in matching facility space and utilization with the future
needs of our community.
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Recreation Programs
Goal 1: Develop, provide, and manage recreation programs to support the community’s need for
health and wellness, individual skill development, and community connectivity in a safe and enjoyable
environment.
Policy 1-A: The City will develop recreation programs that emphasize Edina as a learning community.
Policy 1-B: The City will develop recreation programs that exhibit a balance of inclusion across
generations, skills, economic conditions and seasons.
Policy 1-C: The City will develop recreation programs will include aspects of art, culture, health,
sustainability and also support unstructured recreation.
Policy 1-D: The City will prioritize program development that focuses on enhancing health and
activity for all ages, while providing special consideration for our youth population.
Finance and Management
Goal 1: Provide and encourage use of 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.
Policy 1-A: The City, through EPRD, will provide a high level of park maintenance to achieve
all aspects of our EPRD vision.
Policy 1-B: The City, through EPRD, will form partnerships when appropriate to provide new
services or facilities to Edina residents.
Policy 1-C: The City will remain open to unique ideas and opportunities to enhance financial
leverage to capitalize and operate the park system.
Policy 1-D: The City, through EPRD, will demonstrate its commitment to inclusion and
diversity across a broad range of the Edina community.
Policy 1-E: When planning and making improvements, EPRD will consider impact to the brands
of both the City of Edina and its park system.
Policy 1-F: EPRD will build strong connections with established neighborhood organizations to
best understand and serve specific needs in those areas (nodes).
Policy 1-G: To ensure transparency, accountability and sustainability of Edina assets, ERPD
staff will work with the City Manager to renew long term business plans for the
park system’s our Enterprise facilities every third year. The structure, content,
and oversight of these plans will be at the sole direction of the City Council in
coordination with the Edina City Manager.
Policy 1-H: The EPRD will use benchmarking to assess progress against our Vision.
Policy 1-I: EPRD will maintain a focus on its Comprehensive Plan by including a 2018 Comp
Plan self-audit in its work plan every third year.
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1995 Revised Inventory Guidance
In 1995, the National Recreation and Park Association (NRPA) and the Academy of Park and Recreation
Administration (APRA) revised the suggested classifications for parks, recreation areas and open spaces.
The key changes were the inclusion of park-school sites, athletic fields, private park/recreation facilities,
natural resource areas/preserves and greenway classifications. This new classification system states that
there are essentially two types of park and recreation land:
• Privately owned land that contributes to the public’s park and recreation system.
• Publicly owned land.
Examples of privately owned land that contribute to the public’s park and recreation system would include:
• Edina Country Club
• Interlachen Country Club
• Church-owned properties
• Southdale YMCA
• The meadows in White Oaks neighborhood
• Power line easements
• Other miscellaneous privately owned vacant space
These privately-owned spaces and facilities provide the public with valued park and recreation services and
benefits.
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1. Implementation
Chapter Highlights
• This chapter provides some initial action steps for
implementing the comprehensive plan, with a focus
on the ten years prior to the next scheduled
comprehensive plan update.
• The chapter describes some of the commonly
used tools and strategies that the City of Edina will
deploy to achieve the goals and policies outlined in
this plan.
• The chapter also includes implementation steps
from the topical chapters of the plan, with
additional details added as to proposed timeline
for implementation and the major entities that will
be responsible for implementation.
• As required, the chapter takes a closer look at
zoning and land use regulation, since those are
directly impacted by changes to land use guidance,
and there are statutory requirements to ensure
consistency between comprehensive plans and city
zoning guidance.
Introduction
Plans are judged not only by the quality of their content but by the extent to which they are
implemented as intended. The City of Edina undertook this plan update with the intention that it would
provide a community vision of the future and be used by city staff and officials on a regular basis to guide
decisions. The intent of this chapter is to show how goals and policies can be translated into action,
guiding the ongoing work undertaken by the City and its partners.
Another planning axiom is that a community plan is most worthwhile if it influences how a city writes its
regulations or spends its money. Leadership and encouragement, while critical, are not sufficient alone
to effect changes. To that end, this chapter makes a connection between policies and the City’s
budgetary process, including the Capital Improvement Plan. While the comprehensive plan does not
program specific yearly expenditures, it should be influential as to how those decisions are being made.
Implementation Responsibility
As this is the City of Edina’s comprehensive plan, the primary responsibility lies with the City
itself to ensure the plan is implemented. However, the plan includes a vision beyond the scope of
basic public services. To fully accomplish what the comprehensive plan envisions, partners are
needed to work with the City on implementation. While this plan does not directly guide their
actions, the intent it to show how ongoing work through a variety of partners can be coordinated
together to increase overall impact and effectiveness in achieving shared goals.
Definitions
Official controls: locally adopted
ordinances, policies, design
guidelines, fiscal tools, and other
regulations that direct, guide, and
assist in development decisions
Zoning ordinance: local ordinance
that regulates the type, scale, and
intensity of development in a
community.
Subdivision ordinance: local
ordinance that regulates the
subdivision and platting of land
Capital improvement plan: a
five-year financing plan created by a
municipality to fund infrastructure
such as roads, utilities, parks, and
community buildings
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Advisory Boards and Commissions
City leadership and staff will implement the plan on an ongoing basis through decision-making,
including city budgeting and provision of programs and services. One of the main ways the City of
Edina implements the plan is through its system of advisory boards and commissions. The active
volunteer members of these groups reflect the deep commitment of many Edina residents to
support their city and maintain the community’s high quality of life. At this time, the list includes:
• Arts and Culture Commission
• Board of Appeal and Equalization
• Community Health Commission
• Construction Board of Appeals
• Energy and Environment Commission
• Heritage Preservation Commission
• Housing and Redevelopment Authority
• Human Rights and Relations Commission
• Parks and Recreation Commission
• Planning Commission
• Race and Equity Task Force
• Transportation Commission
Many of these boards and commissions were involved in the development of this plan, to ensure
that it was consistent with their own mission and goals to the extent applicable for a
comprehensive plan. While the primary decision-making authority for the City of Edina remains
with the City Council, these bodies of appointed members provide oversight, input, and guidance
related to focus areas for the community. They are supported by Edina staff liaisons who provide
direction for and assistance with meetings, activities, and initiatives. During the planning process
for the comprehensive plan, the advisory boards and commissions guided the development of
applicable draft chapters. During the plan implementation, their role will shift to providing
oversight and input in the city’s work plan.
Other Agencies
Many other organizations and agencies are an important part of the implementation of the
comprehensive plan. This is particularly true for areas that are important to the City of Edina, but
the City itself is not the main implementing agency. Examples of these include Hennepin County,
the Edina School District, Hennepin County Library, Nine Mile Creek Watershed District,
Minnehaha Creek Watershed District, adjacent cities, and various neighborhood and community
groups in Edina. The City will continue to coordinate as appropriate with these organizations on
areas of shared interest and responsibility.
Implementation Tools
The City has numerous tools at its disposal to shape development patterns, protect natural and
built infrastructure, and protect the quality of life for residents. Implementation strategies can be
separated into several distinct ‘tool’ categories. Each tool has distinct characteristics that make it
suitable for specific goals and circumstances. The tools available to the City comprise the City’s
implementation portfolio. These tools include:
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Education and Promotion – Formal programs or informal efforts undertaken by the City or in
conjunction with the City to encourage voluntary actions by individuals or businesses that help
fulfill the City’s desired future as described in the Comprehensive Plan.
Incentives and Incentive Regulation – Inducements offered by the City alone or in
partnership with others to elicit actions by individuals or businesses that move the City toward
its desired future. The inducements or incentives can include:
• Direct financial assistance such as cost sharing
• Indirect financial assistance such as assistance in applying for grants, or with infrastructure
improvements
• Regulatory incentives such as flexible regulations and guidelines
• Professional assistance incentives such as technical assistance in façade or infrastructure
design, integration of historic elements, or meeting state or federal regulatory standards
City Ordinances and Other Regulation – City ordinances, including zoning, subdivision,
environmental, and other standards, as well as the administrative approvals process. Regulation
includes:
• Threshold standards such as minimum or maximum lot sizes and height requirements
• Performance standards that regulate development impacts such as traffic or sewer capacity
• Administrative standards such as information or analyses required for a development
• Application and the order and timing of approvals by regulating authorities
Managing Public Processes and Resources – Public investments and management decisions
for infrastructure, public services, public lands, and public processes. Such investment or
decisions can include:
• Programming of public improvements through the Capital Improvement Plan (see Appendix
for the City’s current CIP)
• Water, wastewater, and transportation investments made by the City or ultimately managed
by the City
• Land acquisition, sale, or exchange for the purpose of preservation or development
• Management decisions and expenditures for public resources such as streets, parks, and
deployment of public services
• Conducting studies and making decisions on enhancing or modifying the Comprehensive Plan
or supporting documents
Rarely will a single tool or category of tools be sufficient to achieve Comprehensive Plan goals.
Most policies, and most of the preferred mix of land uses shown on the future land use map,
require the use of several tools from different categories in order to be realized and sustained.
The City must take a ‘portfolio’ approach in its implementation choices, recognizing that each
category of tools has unique strengths and weaknesses.
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Figure 15.1: Existing Zoning
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Key Official Controls
This section focuses on the key implementation ordinances and regulations that are the official
controls that the City will use to implement the City’s Comprehensive Plan Update.
Zoning Ordinance
Zoning is the primary means of land use control. Minnesota State Statues (MS § 462.357) provides
the authority for municipalities to enact zoning ordinances.
Section 850 of the Edina City Code (see Chapter 8 – Land Use, Plats, and Zoning) contains the
Zoning Ordinance. The Findings, Purpose and Objectives of that Section (850.01) state:
The Council finds that Edina has emerged from an era exemplified by unparalleled growth and
development and has entered a period of stability, reuse, and redevelopment; that some of the
standards and regulations which guided initial development of the City are not appropriate for
guiding future development and redevelopment ; and that standards and regulations for guiding
future development and redevelopment should be based upon the stated goals, objectives, and
policies of the Comprehensive Plan of this City, as from time to time amended, which constitutes
the City’s statement of philosophy concerning the use of land within its jurisdiction. Through
enactment of this Section, the Council intends to implement this statement of philosophy so as to
provide for the orderly and planned development and redevelopment of lands and waters in
Edina, to maintain an attractive living and working environment in Edina, to preserve and
enhance the high quality residential character of Edina and to promote the public health, safety
and general welfare.
Among the objectives cited are:
Maintain, protect and enhance single family detached dwelling neighborhoods as the dominant land use.
Encourage orderly development of multi-family housing that offers a wide range of housing choice, density
and location while maintaining the overall high quality of residential development.
Encourage orderly development, use and maintenance of office, commercial and industrial uses which are
compatible with the residential character of the City.
This Section divides the City into districts and establishes minimum requirements for these
districts as to the location, height, parking, landscaping, bulk, mass, building coverage, density
and setbacks of buildings and structures and the use of buildings, structures, and properties for
residences, retailing, offices, industry, recreation, institutions and other uses. This Section also
provides procedures for the transfer of property to another district, procedures for the issuance
of conditional use permits, establishes the Zoning Board of Appeals, provides for the
administration of this Section, and establishes penalties and remedies for violations. This Section
also establishes overlay districts designed to preserve buildings, lands, areas and districts of
historic or architectural significance and to protect surface and ground water supplies and
minimize the possibility of periodic flooding resulting in the loss of life and property, health and
safety hazards and related adverse effects.
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Minnesota State Law also requires consistency between a community’s zoning ordinance and its
Comprehensive Plan. The City’s Zoning Ordinance will be reviewed to ensure consistency with
the 2018 Comprehensive Plan Update.
The City of Edina’s current zoning districts currently include:
• Single Dwelling Unit District (R-1). The Principal use permitted in R-1 are buildings
containing not more than one dwelling unit.
• Double Dwelling Unit District (R-2). The Principal use permitted in R-2 are buildings
containing two dwelling units.
• Planned Residence District (PRD and PSR). The principal uses vary between single
dwelling unit buildings, double dwelling unit buildings and residential townhouses or
residential buildings containing six or fewer dwelling units. PRD-5. Rest homes,
convalescent homes and nursing homes. PSR-3 and PSR-4. Buildings containing four or
more dwelling units, all but one of which are senior citizen dwelling units.
• Mixed Development District (MDD). The principal uses permitted in the MDD include
buildings containing not fewer than ten dwelling units or senior citizen dwelling units with
publicly owned park and recreational facilities, publicly owned or operated civic or
cultural institutions, offices, suites hotels and commercial in some districts.
• Planned Office District (POD). Uses permitted in the POD include business and
professional offices.
• Planned Commercial District (PCD). Principal uses in the PCD include commercial retail,
business and professional offices, restaurants, medical uses, hotels among other
commercial uses.
• Planned Industrial District (PID). Uses permitted in the PID include manufacturing,
compounding, processing, packaging, treatment and assembly of products and materials
and warehousing.
• Regional Medical District (RMD). Uses permitted in the RMD include hospitals, medical
and dental offices, clinics, laboratories for research, diagnostic testing, analytical or clinical
work, having a direct relationship to the providing of health services.
• Automobile Parking District (APD). Permitted uses in the Automobile Parking District
(APD) include Parking lots and drive-through banking facilities.
• Heritage Preservation Overlay District (HPD).
• Floodplain Overlay District (FD).
• Building Height Overlay District (HOD).
• Planned Unit Development District (PUD). PUD are determined by an approved plan.
These will be revisited and modified as part of the comprehensive plan implementation, as
described in the following implementation table.
Historic Preservation Ordinance
Minnesota State Statutes (MS § 471.193) sets forth the enabling legislation that provides for
municipalities to engage in a comprehensive program of historic preservation, and to promote
the use and conservation of historic properties for the education, inspiration, pleasure, and
enrichment of the citizens of Minnesota. This Statute also provides for a municipality to establish
a Heritage Preservation Commission and to delegate or assign powers to enable it to carry out a
program of historic preservation activities.
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Section 801 of the Edina City Code (see Chapter 8 – Land Use, Plats, and Zoning) contains the
Historic Preservation Ordinance which establishes the Heritage Preservation Board and includes
its duties and responsibilities.
Subdivision Ordinance
Minnesota State Statutes (MS § 462.358) sets forth the enabling legislation that provides
municipalities the authority to enact subdivision regulations and dedication requirements
associated with subdividing land.
Section 810 of the Edina City Code (see Chapter 8 – Land Use, Plats, and Zoning) contains the
“Subdivision Ordinance: Plats and Subdivisions.” This Section establishes physical standards, design
requirements and procedures for plats and subdivisions of land to allow flexibility in the design of
plats and subdivisions, to develop a consistency with and to help implement the zoning, building,
and other applicable sections and provisions of the City Code, and to support and further the
City’s Comprehensive Plan. This nexus between the Subdivision Ordinance and Zoning
Ordinance is intended to provide for the establishment of uniform procedures and regulations for
plats and subdivisions to preserve and enhance the value and viable economic use of property, to
protect the character and symmetry of neighborhoods in the City, and to protect and further,
and not frustrate, legitimate investment-backed expectations of property owners.
The City will review, and update, the Subdivision Ordinance following Zoning Ordinance updates
that will be needed to implement the Comprehensive Plan.
Housing Plan
The City will implement its Housing Plan through the goals, policies and action steps identified in
Chapter 4: Housing. The City will continue to implement the adopted Livable Communities Act
(LCA) Goals Agreement related to affordable housing, as further described in that chapter.
Transportation Plan
The implementation of the Transportation Plan will occur through many different avenues ranging
from policy decisions to specific roadway improvements to multimodal enhancements such as
bicycle and pedestrian facilities. Chapter 5: Transportation describes implementation strategies
for the transportation element. The Capital Improvement Plan is an important tool for
implementing this plan.
Utilities and Infrastructure
The most commonly used tools for utilities and infrastructure are described in Minnesota State
Statutes (MS § 429), which confers the authority to cities to charge special assessments and user
charges, as well as establish utilities, to pay for utilities and infrastructure. Chapter 7 Water
Resources and its appendices provide additional information on the implementation plan for
maintaining, upgrading, and expanding the city’s utility systems, including sanitary sewer, drinking
water, and stormwater. The Capital Improvement Plan is an important tool for implementing
utility and infrastructure improvements.
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Implementation Actions
The following table lists the major actions needed to implement the policy recommendations in
each element of the plan. It briefly describes each action, designates its relative time frame (Short-
term: 1-5 years, Medium-term: 6-10 years, and Long-term: 11+ years), and indicates which
departments, agencies or interest groups should be involved, both in primary (bold) and
secondary or advisory roles. This table is meant as a summary of chapter content, to allow
viewing of actions in one location to make it more straightforward to track progress. See the
individual chapter for more detail on implementation strategies, including a review of housing-
specific tools in Chapter 4 Housing.
Table 15.1: Implementation Actions
Goal/Policy Topic Strategy/Action Steps Timeline Lead/Coordinating
Agencies
3. Land Use and Community Design
Land Use Topic 1:
Zoning ordinance
revisions
Update the zoning code to be
consistent with new future land
use guidance. May include
revisions to zoning district
definitions, permitted densities,
building height standards,
building massing and setback
standards, standards and
guidelines for mixed use
development, and other related
changes that are consistent with
the comprehensive plan.
Short-term:
within 9 months
of plan adoption
Planning
Department, City
Council, Planning
Commission
Land Use Topic 2:
Subdivision ordinance
revisions
Review subdivision ordinance to
ensure consistency with Living
Streets Plan and other design
guidelines for corridors in the city.
Short-term Planning
Department, Public
Works, City Council,
Planning Commission
Land Use Topic 3:
Development review
process
Evaluate and update the City’s
development review process to
clarify role and involvement of
community input, including
residents and neighborhood
groups. Encourage review of
plans at the conceptual plan level
to incorporate feedback. Formal
approval of plans by the City will
still be based on fully engineered
plan submittal.
Short-term Planning
Department, City
Council, Planning
Commission
Land Use Topic 3:
Subarea and topical
studies
Create small area or district plans
for Edina’s business and industrial
park areas, to provide guidance for
area of potential change identified in
land use chapter.
Short-term Planning
Department,
Economic Development
Office, City Council,
Planning Commission
4. Housing
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Goal/Policy Topic Strategy/Action Steps Timeline Lead/Coordinating
Agencies
Housing Topic 1:
Housing Supply and
Community Growth
Assign responsibility for
implementing all of the housing
plan policies. Provide an annual
progress report.
Ongoing Planning
Department, Planning
Commission, Housing &
Redevelopment
Authority
Create a financing plan for
implementing all of the housing
plan policies.
Short Term City Manager, Planning
Department, City
Manager
Develop a housing implementation
strategy to guide future housing
priorities and actions.
Short
Term
Housing &
Redevelopment
Authority, Planning
Department
Housing Topic 2:
Housing Affordability
Provide active leadership to meet
affordable housing needs for
residents and workforce through
land use and fiscal policies, and to
manage funds accordingly.
Ongoing Housing &
Redevelopment
Authority, Planning
Department, Edina
Housing Foundation
Collaborate with the public,
nonprofit, and private sectors in
planning and developing housing,
especially focused on the provision
of mixed income, affordable, and
other housing types the
marketplace does not sufficiently
provide.
Ongoing Housing &
Redevelopment
Authority,
Planning
Department
Encourage long-term management
strategies for affordable housing, in
cooperation with affordable
housing organizations, to ensure
the continuation of its affordability
features to successive households.
Ongoing Housing &
Redevelopment
Authority,
Planning
Department
Continue to fund and expand
financial and technical support of
community land trusts that provide
affordable housing within the city.
Ongoing Housing &
Redevelopment
Authority,
Planning
Department, City
Council
Expand educational outreach to
the larger metropolitan community
about programs that are available
in Edina to foster housing
affordability and maintenance.
Short
Term
Housing &
Redevelopment
Authority,
Planning
Department
Address any regulatory barriers
that unnecessarily decrease
housing affordability without a
counterbalancing benefit to the
community.
Ongoing Housing &
Redevelopment
Authority,
Planning
Commission, City
Council
Continue to implement the City’s
inclusionary affordable housing
policy, and ensure that any
Ongoing Housing &
Redevelopment
Authority,
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Goal/Policy Topic Strategy/Action Steps Timeline Lead/Coordinating
Agencies
accumulated funds are invested
appropriately in expanding
affordable housing options.
Planning
Commission, City
Council
Within appropriate areas, support
flexibility in official controls that
allow densities that are compatible
with providing affordable housing
options for residents.
Ongoing Planning
Department,
Planning
Commission, City
Council
Investigate the need for, and
implement as deemed appropriate
and practicable, tenant protections,
including rental licensure and
tracking, tenant notification
requirements, or other
approaches.
Short Term Housing &
Redevelopment
Authority,
Planning
Department
Planning
Commission, City
Council
Identify additional creative funding
approaches for affordable housing,
such as socially oriented investing
models, use of tax credits,
modified forms of tax increment
financing, and other alternative
financing structures.
Medium Term Housing &
Redevelopment
Authority,
Planning
Department,
Edina Housing
Foundation
Review existing subsidized housing
affordability agreements and use of
housing vouchers to determine
status.
Short
Term
Housing &
Redevelopment
Authority, Planning
Department, Edina
Housing Foundation
Provide mortgage assistance
program to specifically target
income-eligible workers employed
within the city to enable them to
live in the city. The City may
choose to collaborate with other
organizations to develop this
program.
Medium
Term
Housing &
Redevelopment
Authority, Planning
Department, Edina
Housing Foundation
Support the use of rental
assistance programs for income-
eligible households within the city
Ongoing Housing &
Redevelopment
Authority, Planning
Department, Edina
Housing Foundation
Ensure race and equity are
addressed in the dissemination and
publicizing of information on
affordable units. Develop
marketing plans for subsidized
affordable rental and ownership
units targeted geographic areas or
groups in the metropolitan area
who may be unlikely to consider
renting or purchasing housing in
Edina due to inaccessibility of
Short
Term
Housing &
Redevelopment
Authority, Planning
Department, Edina
Housing Foundation
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Goal/Policy Topic Strategy/Action Steps Timeline Lead/Coordinating
Agencies
information or concerns about
discrimination.
Expand awareness and
understanding of affordable
housing. Engage the Edina
community through neighborhood
associations, faith institutions, Early
Childhood, Senior Center, and
other community resident and
business organizations in regularly
scheduled dialogues, education,
and presentations on the city's
need and commitment to provide
affordable housing.
Short
Term
Housing &
Redevelopment
Authority, Planning
Department
Housing Topic 3:
Housing Quality and
Design
Maintain and update a citywide
survey of housing conditions, to
determine where additional
investment may be needed.
Ongoing Housing &
Redevelopment
Authority, Planning
Department, Planning
Commission, Building
Inspections
Encourage repairs and
improvements to existing single-
family homes that avoid tear-
downs, extend their useful life, and
ensure that they are designed and
maintained in a manner that
complements the dwelling’s
character and is compatible with
adjacent homes and the character
of the surrounding neighborhood.
Ongoing Housing &
Redevelopment
Authority, Planning
Department, Planning
Commission
Consider program of assisting
income eligible property owners
with rehabilitating their homes to
extend their useful life in a manner
that also complements the
dwelling’s character and is
compatible with the character of
the surrounding neighborhood
Medium
Term
Housing &
Redevelopment
Authority, Planning
Department, City
Council
Housing Topic 4:
Housing Choice
Support the development of a
program that will assist workers
employed within the city to live in the
city and attract new residents to the
area.
Medium Term Housing &
Redevelopment
Authority, Planning
Department
Offer resources to support senior
residents seeking to age-in-place.
Medium Term Housing &
Redevelopment
Authority, Planning
Department
Assist neighborhoods in retaining
starter housing stock that can
accommodate young families. City
programs and policies can promote
such features as housing affordability,
Medium Term Housing &
Redevelopment
Authority, Planning
Department
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Goal/Policy Topic Strategy/Action Steps Timeline Lead/Coordinating
Agencies
sidewalks, and proximity to
recreational amenities such as parks
(including pocket parks), playgrounds
and community gardens that act as
magnets to encourage young families
to settle in the city.
Develop and implement fair housing
policy.
Short Term Housing &
Redevelopment
Authority, Planning
Department, City Council
5. Transportation
Transportation
Topic 1: Improve
mobility for residents,
visitors and businesses
(including those with
transportation
disadvantages) through
the creation and
maintenance of a
balanced system of
transportation
alternatives for transit
users, pedestrians,
bicyclists and
motorists.
Increase protected and separated
bike facilities between nodes, parks,
schools and City facilities as
indicated in the Pedestrian and
Bicycle Master Plan.
Short-term
Mid-term
Ongoing
Public Works
Department
Create safe and convenient
pedestrian and bicycle connections
between major traffic generators,
with particular emphasis on
continuity at roadway and other
barrier crossings.
Short-term
Mid-term
Ongoing
Public Works
Department
Connect to regional non-motorized
transportation networks by
reviewing and recommending
pedestrian and bicycle facilities
throughout Edina cooperatively
with the Three Rivers Park District
and Hennepin County.
Short-term
Mid-term
Ongoing
Public Works
Department
Strive for transportation
infrastructure designs that have a
neutral to positive impact on the
natural environment.
Ongoing Public Works
Department and Edina
Transportation
Commission
Transportation
Topic 2: Minimize
the impacts of the
transportation system
on Edina’s
environment and
neighborhood quality
of life and emphasize
methods to reduce
greenhouse gas
emissions.
Effectively balance access to/from
and mobility on Edina’s roadways,
prioritizing safe and efficient
movement between the city’s
primary nodes, parks, schools and
community facilities.
Ongoing Public Works
Department and
Edina Transportation
Commission
Consider the consequences of land
use development patterns on travel
demand and costs incurred meeting
the demand. Encourage land use
development (type and scale and
location) that supports live, work,
play and minimizes travel demand.
Short-term
Mid-term
Ongoing
Edina
Transportation
Commission and
City departments and
staff.
Transportation
Topic 3: Reduce the
overall dependence on
Partner with Commuter Services to
encourage all forms of travel
demand management in order to
Short-
term and
Ongoing
Public Works
Department
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Goal/Policy Topic Strategy/Action Steps Timeline Lead/Coordinating
Agencies
and use of single-
occupant vehicles by
promoting land use
patterns that can be
served with shorter
vehicular trips and the
use of alternative
travel options.
reduce single occupancy vehicle
travel, overall vehicle miles of
travel, reduce petroleum
consumption, and improve air
quality.
Transportation
Topic 4: Promote a
travel demand
management (TDM)
program through a
coordinated program
of regulations,
marketing, and
provision of
alternative workplace
and travel options.
Review and recommend policies
necessitating a TDM Plan and/or a
transit component with all types of
development and redevelopment.
Review and implement substantive
requirements associated with these
TDM Plans, potentially including
TDM escrow accounts, transit
passes, preferential parking for car-
poolers, and other measures.
Short-term and
Ongoing
Public Works
Department and
Planning Department
Review all major new
developments in light of the
potential for ridesharing
including bus accessibility,
preferential parking for
carpools/vanpools, and mixed-
use development.
Short-term and
Ongoing
Public Works
Department,
Planning Department
Support preferential treatments for
transit and high occupancy vehicles
on streets and highways.
Short-term and
Ongoing
Public Works
Department,
Planning Department
Include transit planning in the
construction or upgrading of streets
and highways.
Short-term and
Ongoing
Public Works
Department and
Planning Department
Increase transit options for Edina
residents, focusing on: a) connecting
the underserved western segment
of Edina with the eastern segment
and b) areas outside Edina.
Short-term and
Ongoing
Public Works
Department and
Edina Transportation
Commission
Transportation
Topic 5: Encourage
and support attractive
and reliable high-
performance transit
service and
connections.
Provide transit service to connect
nodes and commercial hubs.
Short-term and
Ongoing
Public Works
Department and
Edina Transportation
Commission
Encourage and develop preferred
locations in surface and structured
parking for electric vehicles
(personal and shared) and car
pool/van pool vehicles.
Short-term and
Mid-term
Public Works
Department
Transportation
Topic 6: Develop and
manage parking
provision to
Provide or require covered and
secure bicycle parking (including
e-bicycles) in all parking
structures.
Short-term Public Works
Department
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Implementation Chapter Draft 03-06-19
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Goal/Policy Topic Strategy/Action Steps Timeline Lead/Coordinating
Agencies
encourage joint and
shared use of facilities,
ride-sharing (car pools
and van pools), bicycle
parking, bike share, on
demand carshare, etc.
Continuously evaluate the need for,
and design of, parking facilities (e.g.
effects of autonomous vehicles and
future conversion of parking
structures to inhabited buildings)
and revise regulations as necessary.
Ongoing Public Works
Department and
Edina Transportation
Commission
Continue to install chargers at City
facilities where use can benefit
residents, City fleet, and partners.
Ongoing Public Works
Department
Transportation
Topic 7: Invest in
infrastructure to
support the continued
growth in low- to
zero-emission
technology and
support regional and
statewide efforts to
educate and adopt
electric vehicles.
Ensure that the methodology to
determine electric vehicle charging
locations considers both public and
private facilities with an inclusive
and equitable lens.
Short-term and
Ongoing
Public Works
Department and
Edina Transportation
Commission
Provide residents and businesses
the opportunity to learn the
benefits of zero emission vehicles
through outreach, education and
events.
Short-term and
Ongoing
Public Works
Department and
Edina Transportation
Commission
Advocate for electric vehicle
charging programs and incentives
with the state, utilities, and car
manufacturers.
Short-term and
Ongoing
Public Works
Department and
Edina Transportation
Commission
Through the use of technology
(connected vehicles, e.g.), minimize
congestion on neighborhood
streets and ensure the safety while
balancing delivery service
requirements.
Short-term and
Ongoing
Public Works
Department
Transportation
Topic 8: Provide for
efficient movement of
goods within Edina,
while minimizing the
impacts of freight
traffic on other trips
and reducing negative
impacts on land uses
on freight corridors.
Serve major truck users and
intermodal facilities with good
minor arterial access to the
metropolitan highway system.
Mid-term and
Ongoing
Public Works
Department
Investigate and implement solutions
to minimize the impact of delivery
of goods by drone in residential
areas.
Short-term Public Works
Department
Develop and implement
methodology for consistent
education of motorist, pedestrian
and cyclist safety as indicated in the
Pedestrian and Bicycle Master Plan.
Ongoing Public Works
Department and
Edina Transportation
Commission
Transportation
Topic 9: Engage, seek
input from and
educate all segments
of the community
regarding
transportation-related
Seek inclusive, equitable and
meaningful public participation
throughout the community in all
transportation studies and projects
conducted by the City.
Ongoing Public Works
Department and
Edina Transportation
Commission
Pursue and support regional or
multi-community funding sources
Short-term and
Ongoing
City Council, City
Manager, Planning
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Implementation Chapter Draft 03-06-19
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Goal/Policy Topic Strategy/Action Steps Timeline Lead/Coordinating
Agencies
issues and projects
impacting the City.
for improvements that provide
regional or multi-community
benefit.
Department, Public
Works Department
Transportation
Topic 10: Identify
new and continuing
sources for
transportation
infrastructure funding
by seeking to partner
where feasible with
federal, state, county
and adjacent
community sources.
Support research efforts into more
efficient and cost-effective
management, maintenance and
replacement of street surfaces.
Short-term and
Ongoing
Public Works
Department
Support governmental jurisdiction
over roadways that reflect the role
of the roadway in the overall
transportation system.
Ongoing Public Works
Department
Encourage the legislature to
continue a dedicated source for
funding for efficient mass transit.
Short-term and
Ongoing
City Council
Encourage the legislature to provide
stable, long-term roadway funding
for capital, operating/traffic
management, and maintenance.
Short-term and
Ongoing
City Council
Develop and support legislation
permitting a transportation utility.
Mid-Term City Council
Upgrade existing roadways when
warranted by demonstrated
volume, safety or functional needs,
taking into consideration
environmental limitations.
Transportation
Topic 11: Design
roadway facilities
according to their
intended service
function and
neighborhood
context.
Design/enhance residential street
systems to discourage through
traffic and to be compatible with
lower speed bicycling and walking.
This includes consideration of traffic
calming measures on local streets,
local connectors and, in some cases,
collector streets.
Use adequate transitions and
buffers including, but not limited to,
earth berms, walls, landscaping and
distance to mitigate the undesirable
impact of high volume roadways.
Consider the use of sound
mitigating features for residential
development adjacent to high
volume roadways, and make
property owners and land
developers responsible for noise
attenuation at new developments
near high volume roadways.
Encourage beautification of local
roadways, where appropriate, with
amenities such as boulevard trees,
decorative street lighting, and
monuments.
DRAFT
Edina Comprehensive Plan
Implementation Chapter Draft 03-06-19
15-16
Goal/Policy Topic Strategy/Action Steps Timeline Lead/Coordinating
Agencies
Monitor and address transportation
requirements associated with
demographic trends, such as an
aging population.
Provide logical street networks to
connect residential areas to the
regional highway system and local
activity centers.
Mid-term Public Works
Department
Transportation
Topic 12: Provide
and maintain adequate
access to and from,
and safety on, local
and regional roadways.
Adequately control access points to
the regional roadway system
(including minor arterials) in terms
of driveway openings and side
street intersections.
Short-term and
Ongoing
Public Works
Department
Provide access to the local street
system (including collector, local
connector and local streets) in a
manner that balances the need to
safely and efficiently operate the
street system with the need for
access to land.
Short-term and
Ongoing
Public Works
Department
Separate, to the extent possible,
conflicting uses on the roadway
system in order to minimize safety
problems. Give special attention to
pedestrian and bicycle routes.
Short-term and
Ongoing
Public Works
Department
Review and update regional and
local functional street classification
and coordinate with adjacent cities
and Hennepin County. Review and
recommend traffic calming policies
and consider traffic calming
implementation where requested by
residents using the Living Streets
Plan as the primary guide.
Mid-term and
Long-term
Public Works
Department and
Edina Transportation
Commission
Review and monitor citywide traffic
volumes, congestion, existing traffic
calming devices and measures,
accident history, vehicle violation
history, speed limits and
enforcement.
Ongoing Public Works
Department and
Edina Transportation
Commission
Educate public on vehicle
operations including public relations
campaigns that focus on individual
responsibilities to each other rather
than individual rights only.
Short-term and
Ongoing
Public Works
Department and
Edina Transportation
Commission
When requested by the Edina
Transportation Commission and/or
the Planning Commission, review
land use that may impact traffic
implementations. Continue to
monitor adjacent community
Ongoing Public Works
Department
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Edina Comprehensive Plan
Implementation Chapter Draft 03-06-19
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Goal/Policy Topic Strategy/Action Steps Timeline Lead/Coordinating
Agencies
redevelopment and other activity
that potentially impacts the City of
Edina.
Evaluate and implement measures
required for school safety.
Ongoing
Public Works
Department and
Edina Transportation
Commission
Cooperate with other agencies
having jurisdiction over streets and
highways in Edina to assure
implementation of Living Streets
elements, good roadway conditions
and operating efficiency.
Ongoing Public Works
Department and
Edina Transportation
Commission
Transportation
Topic 13: Manage,
maintain and operate
roadways to maximize
wherever possible the
safety and mobility of
all users and all
modes.
Continue the implementation of the
I-494 frontage road system through
ongoing coordination with MnDOT,
Hennepin County, and the cities of
Richfield and Bloomington.
Ongoing Public Works
Department
Maintain roads by repairing
weather-related and other damage.
Continue current on-going
pavement improvement plan.
Ongoing Public Works
Department
Use economic and environmentally
sound management techniques for
snow and ice removal.
Ongoing Public Works
Department
Replace substandard bridges and
bridges that present safety or traffic
problems.
Ongoing Public Works
Department
Track developments regarding the
most current transportation
systems and technologies, evaluate
and implement as warranted.
Ongoing Public Works
Department
Support state legislation to
decrease statutory urban speed
limits from 30 to 25 miles per hour.
Mid-term City Council
Support state legislation to
decrease statutory urban speed
limits from 30 to 25 miles per hour.
Mid-term City Council
6. Parks, Open Space, and Natural Resources
Parks Topic 1:
Maintain Regional
Leadership
Establish additional and more
meaningful metrics to proactively
assess the changing park and
recreation needs of our community.
Ongoing City Council and
Edina Parks and
Recreation
Commission
Match increased density of
commercial and residential growth
with the creation of new parks and
open spaces, or connections to
already existing nearby parks.
Ongoing City Council and
Edina Parks and
Recreation
Commission
Ensure that park and recreation
needs, facilities, and programs are
considered when decisions are
Ongoing City Council and
Edina Parks and
DRAFT
Edina Comprehensive Plan
Implementation Chapter Draft 03-06-19
15-18
Goal/Policy Topic Strategy/Action Steps Timeline Lead/Coordinating
Agencies
made about proposed, future
developments
Recreation
Commission
Coordinate with the Transportation
Commission to implement the
Pedestrian and Bicycle Master Plan
across Edina.
Short-term Edina Parks and
Recreation
Commission and
Edina Transportation
Commission
Parks Topic 2:
Improve performance
Coordinate with the Transportation
Commission to develop and
implement the Edina “Grand
Rounds” that will link the City’s
quadrants, activity nodes, and parks
with trails for non-motorized
transportation; i.e., walking, biking,
skateboarding, etc.
Short-term Edina Parks and
Recreation
Commission and
Edina Transportation
Commission
Coordinate with the Transportation
Commission to develop a city of
Edina public transport circulator,
electric bus that will link the city’s
quadrants, activity nodes, and parks.
Short-term Edina Parks and
Recreation
Commission and
Edina Transportation
Commission
Work collaboratively with the Arts
and Culture Commission and Public
Art Edina to develop and execute a
plan that adds art to enhance these
public spaces.
Short-term Edina Parks and
Recreation
Commission and
Edina Arts and Culture
Commission
Ensure that the diversity of our
community is addressed through
trails accessible for seniors, youth,
and people with disabilities.
Short-term Edina Parks and
Recreation
Commission and
Edina Human Rights
and Relations
Commission
Consider the community’s interest
in exercise/fitness or additional
nature trails, in addition to existing
walking and biking trails.
Short-term Edina Parks and
Recreation
Commission
Parks Topic 3:
Communicate and
gather data and
opinions.
Conduct reviews and assessments
of park land and open spaces within
the City to assess value added to
the community.
Short-term Edina Parks and
Recreation
Commission
Conduct reviews and assessments
of land within the City, as it
becomes available, to determine the
appropriateness, need for, and
feasibility of acquisition and
development as park land;
particularly as new developments
are proposed.
Short-term Edina Parks and
Recreation
Commission
Review how community gardens in
our parks and green spaces would
help support this policy.
Short-term and
Ongoing
Edina Parks and
Recreation
Commission
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Edina Comprehensive Plan
Implementation Chapter Draft 03-06-19
15-19
Goal/Policy Topic Strategy/Action Steps Timeline Lead/Coordinating
Agencies
Parks Topic 4:
Promote and support
the development of
“neighborhood nodes,”
with access to parks
and trails, as focal
points for community
activity.
Work toward providing a park,
green space, or trail within one-half
mile walking distance to all
residents in Edina.
Short-term and
Ongoing
Edina Parks and
Recreation
Commission
Proactively engage neighborhood
associations in planning and upkeep
of associated parks and green space.
Short-term and
Ongoing
Edina Parks and
Recreation
Commission
Evaluate and prioritize parkland
designated as Community Park
space when increasing parkland.
Short-term and
Ongoing
Edina Parks and
Recreation
Commission
Consider additional multi-purpose
athletic fields when evaluating future
growth or utilization of parks and
green space.
Short-term and
Ongoing
Edina Parks and
Recreation
Commission
Establish a Natural Resources
Conservation and Management Plan
focused on natural resources,
shorelines and wildlife habitat.
Include in near term (first 1-3 years)
annual action plan. Recommend
appropriate budget to accomplish.
Short-term Planning
Department and
Edina Parks and
Recreation
Commission
Parks Topic 5:
Preserve natural
resources and
sustainable parks
Develop Master Park Plans that
should include an assessment of all
park’s energy and water usage,
storm water runoff and
management, solid waste
management, use of fertilizers,
pesticides, and salts, and invasive
species control. In addition,
opportunities for education and
selective use of art will be
considered within each park.
Short-term Planning Department
and Edina Parks,
Recreation Commission,
and Public Works
Department
Each Master Park Plan will take into
consideration all relevant insights
from the most recent
Comprehensive Water Resources
Management Plan.
Short-term Planning Department
and Edina Parks,
Recreation Commission,
and Public Works
Establish metrics to track progress.
Partner with surrounding
communities to engage in best
practices and share resources.
Mid-term Edina Parks and
Recreation
Commission, City
Council, neighboring
municipalities
Participate in local, regional or
national efforts to better
understand the impact of climate
change.
Short-term and
ongoing
Edina Parks and
Recreation
Commission
Develop a sustainability scorecard
to guide meaningful actions to
protect Edina’s green assets.
Short-term and
ongoing
Edina Parks and
Recreation
Commission
DRAFT
Edina Comprehensive Plan
Implementation Chapter Draft 03-06-19
15-20
Goal/Policy Topic Strategy/Action Steps Timeline Lead/Coordinating
Agencies
Reduce GHG (Greenhouse Gas)
impact by reviewing options to
utilize solar power on playing field
or ice rink lights, making facility
roofs solar panel ready, and
increasing he use of LED lighting as
appropriate.
Short-term and
Mid-term
Edina Parks and
Recreation
Commission
Emphasize recycling in the parks
and enterprise facilities.
Short-term Edina Parks and
Recreation
Commission
Proactively address current and
future needs for an Art Center, a
Senior Center, and a Community
Center.
Short-term and
Mid-term
Edina Arts and
Culture Commission
and Edina Parks and
Recreation
Commission
Parks Topic 6:
Recreation facilities
Assess NRPA guidelines that indicate
our community “need” for an
additional 60,000 square feet of
facility space, such as an activity
center to support both winter and
year round recreational programs.
Short-term and
Ongoing
Edina Parks and
Recreation
Commission
Ensure bathroom facilities meet the
needs of community users and are
ADA compliant.
Short-term City Council and Edina
Parks and Recreation
Commission
Develop plans, budgets and services
to execute required activity.
Short-term and
Ongoing
City Council, City
Manager, Planning
Department, Edina
Parks and Recreation
Commission
Parks Topic 7:
Finance and
management
Maintain or replace existing park
infrastructure in a timely, cost
effective manner.
Short-term and
Ongoing
City Council and
Edina Parks and
Recreation
Commission
Support efforts of our athletic
associations as needed to explore
creative solutions for access to
additional field or court space.
Short-term and
Ongoing
Edina Parks and
Recreation
Commission
Explore partnerships to expand
exercise and fitness opportunities
for Edina residents.
Short-term and
Ongoing
Edina Parks and
Recreation
Commission and
Edina Community
Health Commission
Partner with the Edina School
System in order to best utilize
facility, field and program assets to
meet community needs.
Short-term and
Mid-term
Edina Parks and
Recreation
Commission and
Edina Public Schools
Partner with organizations in the
metropolitan area (such as Three
Rivers Park District or Nine Mile
Short-term and
Mid-term
Edina Parks and
Recreation
Commission and
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Implementation Chapter Draft 03-06-19
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Goal/Policy Topic Strategy/Action Steps Timeline Lead/Coordinating
Agencies
Creek Watershed District) that
would support similar objectives to
those of our mission.
affected agencies and
organizations
Take a leadership role to proactively
align with other Edina Commissions
in mutual support of this
Comprehensive Plan.
Short-term and
Ongoing
Edina Parks and
Recreation
Commission and
other Commissions
Explore alternative funding to
support growth and accomplish our
objectives (mission).
Short-term and
Ongoing
Edina Parks and
Recreation
Commission
Prioritize the use of web-based
applications and communications in
how we engage and communicate
with our community.
Short-term Edina Parks and
Recreation
Commission
Evaluate adding Wi-Fi connectivity to
select parks and enterprise facilities.
Short-term Edina Parks and
Recreation
Commission
Use benchmarking on the following
items to maintain or achieve our
strategic objectives:
• Park acreage / resident
• Ice sheet facilities
• Operating expense cost
recovery
• Trails and total trail mileage
• Capital budget level and
funding sources
• Expenditures on planning and
development
• Rectangular athletic fields
• Expanding outdoor pavilions
and/or picnic space
• Additional dog parks
• Additional volleyball courts
• Additional pickle ball courts
• Splash pads
Skate parks
Short-term and
Mid-term
Edina Parks and
Recreation
Commission
• Conduct benchmarking on a
regular basis, at least every 3-5
years, and provide a report and
action plan to the City Council.
Short-term and
Mid-term
Edina Parks and
Recreation
Commission
Conduct benchmarking on a regular
basis, at least every 3-5 years, and
provide a report and action plan to
the City Council.
Short-term and
Mid-term
Edina Parks and
Recreation
Commission
7. Water Resources
Sewer Topic 1:
Aging infrastructure
and management of
Review and implement best
practices to promote financial
awareness across departments.
Ongoing Public Works and
City Manager
DRAFT
Edina Comprehensive Plan
Implementation Chapter Draft 03-06-19
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Goal/Policy Topic Strategy/Action Steps Timeline Lead/Coordinating
Agencies
assets over
generations
Improve financial asset register and
physical asset register so they are
complete and consistent with each
other and useful for uncovering
trends and for strategic planning.
Short
Term
Public Works and
City Manager
Improve information management
systems and staff procedures to
build awareness of customer and
technical service issues.
Short Term Public Works and
Communications &
Technology Services
Track and classify key customer
service requests and complaints.
Ongoing Public Works
Track number and duration of
planned and unplanned service
interruptions and reliability trends.
Ongoing Public Works
Build organizational tools to
identify and track age, condition,
and function of system.
Ongoing Public Works
Use results of condition
assessments to inform replacement
and renewal decisions.
Ongoing Public Works
Improve organizational line-of-sight
by developing processes that build
consensus on service and risk that
are informed by data from all levels
of the organization.
Short Term Public Works
and other
departments
Improve project selection
procedures that involve staff from
diverse functions between
departments.
Short Term Public Works
and other
departments
Identify demonstration project that
utilizes thermal resource in trunk
sanitary sewer main and develop
design and business case.
Medium Term Public Works
and Energy and
Environment
Commission
Sewer Topic 2:
Conservation and
sustainability, one
water
Quantify utility energy use and
associated environmental impact
and consider renewable energy or
credit purchase to offset.
Medium Term Public Works
and Energy and
Environment
Commission
Review metering, SCADA, and
billing system requirements jointly
with water utility for opportunities
relating to asset management and
conservation business goals when
major system replacements are
considered.
Medium Term Public Works
and Energy and
Environment
Commission
Complete York trunk extension. Medium Term Public Works
Sewer Topic 3:
Preparing for areas
of growth
Complete Fairview trunk
extension and LS4 flow bypass.
Medium Term Public Works
Plan for Parklawn area lift and
force extension coordinate
easement acquisition when
development opportunities allow.
Medium Term Public Works
and Planning
Department
DRAFT
Edina Comprehensive Plan
Implementation Chapter Draft 03-06-19
15-23
Goal/Policy Topic Strategy/Action Steps Timeline Lead/Coordinating
Agencies
Plan for Grandview area sanitary
extension as development requires
capacity.
Medium Term Public Works
and Planning
Department
Consider Pentagon Park utility
transition from Bloomington to
Edina sewer operations to align
with ownership in coordination
with water system review.
Medium Term Public Works
Comprehensively assess risk jointly
with stormwater utility using an
international risk framework.
Ongoing Public Works
Sewer Topic 4:
Risk, health, equity
and engagement
Consider range of options for
enforcing or promoting private
sewer inspection and repair.
Ongoing Public Works
Review and modify after-action and
failure reporting processes to
promote cross functional
organization learning.
Short Term Public Works
Support citywide framework and
criteria for purchasing, health, and
race and equity in all business
practices.
Ongoing Public Works,
City Manager, and
Human Rights &
Relations
Commission
Support citywide framework for
engagement and public
participation.
Ongoing Public Works,
City Manager, and
Planning
Department
Complete flood protection
strategy to demonstrate range of
practices and levels of attainment
in focus area of Morningside
Neighborhood.
Medium Term Public Works
Stormwater Topic
1: Prioritization of
service levels and
rates of attainment
Complete clean water strategy to
demonstrate range of practices and
levels of attainment in focus area
of Lake Cornelia watershed.
Medium Term Public Works
Use results of each strategy to
inform changes to codes and
standards, and review internal
processes for project selection.
Medium Term Public Works
and Planning
Department
Identify demonstration project that
reuses stormwater or surface
waters for irrigation at Braemar
Golf Course jointly with Water
Utility.
Medium Term Public Works
and Energy and
Environment
Commission
Stormwater Topic
2: Conservation and
sustainability, one
water
Quantify utility energy use and
associated environmental impact
and consider renewable energy or
credit purchase to offset.
Medium Term Public Works and
Energy and Environment
Commission
DRAFT
Edina Comprehensive Plan
Implementation Chapter Draft 03-06-19
15-24
Goal/Policy Topic Strategy/Action Steps Timeline Lead/Coordinating
Agencies
Promote ecosystem services, such
as native vegetation, that support
clean water.
Short Term Public Works and
Energy and Environment
Commission
Review and implement best
practices to promote financial
awareness across departments.
Ongoing Public Works and City
Manager
Stormwater Topic
3: Aging infrastructure
and management of
assets over generations
Improve financial asset register and
physical asset register so they are
complete and consistent with each
other and useful for uncovering
trends and for strategic planning.
Short Term Public Works and City
Manager
Improve information management
systems and staff procedures to
build awareness of customer and
technical service issues.
Short
Term
Public Works and
Communications &
Technology Services
Track and classify key customer
service requests and complaints.
Ongoing Public Works
Build organization tools to identify
and track age, condition, and
function of system.
Ongoing Public Works
Use results of condition
assessments to inform replacement
and renewal decisions.
Ongoing Public Works
Improve organizational line-of-sight
by developing processes that build
consensus on service and risk that
are informed by data from all levels
of the organization.
Short
Term
Public Works
and other
departments
Improve project selection
procedures that involve staff from
diverse functions between
departments.
Short
Term
Public Works
and other
departments
Comprehensively assess risk jointly
with sanitary utility and water
utility using an international risk
framework.
Ongoing Public Works
Stormwater
Topic 4: Risk,
health, equity,
and
engagement
Review and modify after-action and
failure reporting processes to
promote cross functional
organization learning.
Short
Term
Public Works
Support citywide framework and
criteria for purchasing, health, and
race and equity in all business
practices.
Ongoing Public Works, City
Manager, and Human
Rights & Relations
Commission
Support citywide framework for
engagement and public
participation.
Ongoing Public Works, City
Manager, and Planning
Department
Review and implement best
practices to promote financial
awareness across departments.
Ongoing Public Works and City
Manager
DRAFT
Edina Comprehensive Plan
Implementation Chapter Draft 03-06-19
15-25
Goal/Policy Topic Strategy/Action Steps Timeline Lead/Coordinating
Agencies
Water Topic 1:
Aging infrastructure
and management of
assets over
generations
Improve financial asset register and
physical asset register so they are
complete and consistent with each
other and useful for uncovering
trends and for strategic planning.
Short
Term
Public Works and City
Manager
Improve information management
systems and staff procedures to
build awareness of customer and
technical service issues.
Short
Term
Public Works and
Communications &
Technology Services
Track and classify key customer
service requests and complaints.
Ongoing Public Works
Track number and duration of
planned and unplanned service
interruptions and trends.
Ongoing Public Works
Build organization tools to identify
and track age, condition, and
function of system.
Ongoing Public Works
Use results of condition
assessments to inform replacement
and renewal decisions.
Ongoing Public Works
Improve organizational line-of-sight
by developing processes that build
consensus on service and risk that
are informed by data from all levels
of the organization.
Short
Term
Public Works and
other departments
Improve project selection
procedures that involve staff from
diverse functions between
departments.
Short
Term
Public Works and
other departments
Identify demonstration project for
surface water irrigation reuse at
Braemar Golf Course and develop
design and business case for
irrigation reuse practice.
Medium
Term
Public Works and
Energy and Environment
Commission
Water Topic 2:
Conservation and
sustainability, one
water.
Quantify utility energy use and
associated environmental impact
and consider renewable energy or
credit purchase to offset.
Medium Term Public Works
and Energy and
Environment
Commission
Confirm water utility rates
structure supports conservation
outcomes.
Medium Term Public Works and
Energy and
Environment
Commission
Review metering, SCADA and
billing system requirements jointly
with sanitary utility for
opportunities relating to asset
management and conservation
business goals when major system
replacements are considered.
Medium Term Public Works and
Energy and
Environment
Commission
Add filtered treatment capacity for
>95% of drought year.
Medium Term Public Works
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Water Topic 3:
Preparing for areas of
growth.
Complete Grandview trunk
facilities as growth opportunities
allow.
Medium Term Public Works and
Planning Department
Consider Pentagon Park utility
transition from Bloomington to
Edina water service in
coordination with sanitary system
review.
Medium Term Public Works
Improve fire flow capacity in
northeast Edina as 50th and
Wooddale road project
opportunities allow.
Medium Term Public Works and
Edina Fire Department
Water Topic 4:
Risk, health, equity,
and engagement.
Comprehensively assess risk using
an international risk framework.
Ongoing Public Works
Actively encourage sealing of
unused, unmaintained, and
abandoned private wells.
Ongoing Public Works
Review vulnerabilities related to
updated flood model (CWRMP).
Ongoing Public Works
Review and modify after-action and
failure reporting processes to
promote cross functional
organization learning.
Ongoing Public Works
Support citywide framework and
criteria for purchasing, health, and
race and equity in all business
practices.
Ongoing Public Works, City
Manager, and Human
Rights & Relations
Commission
Support citywide framework and
criteria for purchasing, health, and
race and equity in all business
practices.
Ongoing Public Works, City
Manager, and Human
Rights & Relations
Commission
8. Energy and Environment
The City will lead in
sustainability both by
example and by taking
the lead role where
possible.
The City will plan for
resilience regarding
climate change.
Future EECs will build
on past experience.
The City will meet or
exceed its GHG
reduction goals and
solid waste reduction
goals.
• Utilize a myriad of tools
available, including policy,
education, alliances, and
measurements.
• Understand there are different
actors and their roles and
impact on sustainability varies.
• Incorporate sustainability into
land use decisions.
• Focus sustainable action on key
areas, including energy, water,
solid waste, air quality, trees,
natural habitat, and
environmental contamination.
Ongoing Energy and
Environment
Commission and
Sustainability
Coordinator
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Agencies
Future EECs will
continue to research
and educate the
community on
environmental best
practices.
9. Community Services and Facilities
Community
Services and
Facilities Topic 1:
Public Safety
Relocate Fire Station No. 2 to
northwest area of the SE quadrant
of the city and expand facility to be
joint Police and Fire Station
Short-
Term
Fire Department,
Police Department
Plan for and construct new Fire
Station No. 3 in NE quadrant of the
city
Medium-
Term
Fire Department
Update Emergency Operations Plan Short-
Term
Fire Department,
Police Department
Upgrade Emergency Medical
Services delivery
Short-
Term
Fire Department
Encourage coordinated facilities
planning among school districts
serving Edina along with Edina Parks
and Recreation Dept. and Hennepin
County Library
Ongoing Planning
Department
Economic Development
Office, Edina School
District, Parks and
Recreation Dept., and
Hennepin County
Library
Community
Services and
Facilities Topic 2:
Education – Schools
Encourage and support the
upgrading of public schools
programming to enhance the flexibly
to accommodate multiple community-
serving uses and adapt to changes in
educational approaches, technology,
and student needs over time, as well
as to facilitate programming for
intergenerational and lifelong learning.
Ongoing Planning
Department, Edina
School District
Encourage the continuation and
potential expansion of multi-
generational learning programs and
activities at the Edina Library at
Grandview Square.
Ongoing Planning
Department,
Hennepin County
Library
Community
Services and
Facilities Topic 3:
Education – Libraries
Encourage a location, design, and
programming for a new Southdale
Library in ways that match the
development pattern and character
of the Greater Southdale District’s
evolution, especially in response to
the District’s growing multi-
generational resident population.
Short-
Term
Planning
Department,
Economic
Development
Office, Hennepin
County Library
Encourage a location, design, and
programming for a new Southdale
Short-
Term
Planning
Department,
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Library in ways that match the
development pattern and character
of the Greater Southdale District’s
evolution, especially in response to
the District’s growing multi-
generational resident population.
Economic
Development
Office, Hennepin
County Library
10. Economic Competitiveness and Economic Development
Economic
Competitiveness
Goal 1: Prepare small
area plan(s) for the
business and industrial
park areas
Create small area or district plans
for Edina’s business and industrial
park areas. Work with adjacent
cities – Bloomington, Minnetonka,
Eden Prairie. Involve developers and
property owners in understanding
the revitalization and investment
challenges and in crafting a range of
solutions. Work with adjacent
suburbs and transit agencies to
provide excellent transit service.
Short-term
Planning Department
and Economic
Development Office
Upon completion of the small area
plan(s), consider investments in
sidewalks, transit amenities and
public realm improvements to
stimulate private sector investment
in revitalization.
Short-term
City Council,
Planning
Department, City
Manager
Convene a health care task force to
research the potential growth of the
health care sector in Edina.
Short-
term
Economic
Development Office,
Planning Department
Economic
Competitiveness
Goal 2: Capitalize on
growth trends in the
health care sector.
Identify and characterize the land
use, real estate, workforce and
transportation implications for
redevelopment and revitalization of
the Greater Southdale district.
Short-
term
Economic
Development Office
Create a vision and a plan to
create an exceptional health
care district.
Short-
term
Economic
Development Office
Collaborate with the private
sector to become a desired
location for innovative and
creative industries such as
technology and medical
devices.
Short-
term
Economic
Development Office
Economic
Competitiveness
Goal 3: Retain, attract
and support
employment
opportunities in
Identify and create or encourage
appropriate public and private sector
retention, attraction and support
tools and systems, including co-
working.
Short-term Economic
Development Office
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Agencies
innovative and creative
industries, such as
technology and medical
devices.
Support the creation of an
association in the Greater
Southdale area that engages
major institutions and
property owners to work
together to revitalize the
Greater Southdale area
consistent with the small area
plan guiding principles.
Short-
term Economic
Development Office
Economic
Competitiveness
Goal 4: Support strong
public-private alliances,
relationships and
communication
channels at 50th and
France and the Greater
Southdale.
Provide support to the 50th and
France Association to enable the
association to adapt successfully to
dynamic changes underway in the
market.
Short-term Economic
Development Office
Conduct short-term, research into
implications of market changes and
a strategic tenant mix could guide
infill of the current influx of
available retail space and future
redevelopment opportunities.
Short-
term
Economic
Development Office
Work with Metro Transit to
provide Bus Rapid Transit service
on “Line 6” (U of MN, Downtown,
Uptown, France Ave) to reduce
traffic congestion and improve
employee and customer access to
the regional retail areas, while
reducing parking demand.
Short-
term
Planning
Department, Public
Works Department,
Economic Development
Office
Stimulate effective property and
business owners’ associations at
each of the neighborhood nodes,
focusing on the area’s economic
niche and tenant mix and strategies
to support that economic niche
including design and appearance,
and marketing and promotion.
Short-
term and
Mid-term
Economic
Development
Office
Economic
Competitiveness
Goal 5: Encourage
vibrant neighborhood
commercial nodes that
meet resident needs
for goods and services
and build a sense of
community. Take steps
to encourage locally-
owned small
businesses.
Develop policies to support the
inclusion of locally-owned small
businesses in new development
projects – especially in cases that
involve a significant change in rent.
Short-
term
Economic
Development Office
Encourage location of co-working in
neighborhood commercial nodes
Mid-term Economic
Development
Office
Work with Hennepin County’s
Open to Business to promote
technical assistance services available
to small business owners
Short-
term
Economic
Development
Office
Connect targeted employers in
Edina to regional talent attraction
and development initiatives led by
Short-term and
Mid-term
Economic
Development
Office
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Agencies
GREATER MSP and other
organizations.
Economic
Competitiveness
Goal 6: Participate in
regional efforts to
ensure that a highly
skilled and productive
workforce continues to
be a competitive
advantage of the MSP
region.
Strengthen and explore
opportunities to diversify higher
education access in Edina.
Short-term and
Mid-term
Economic
Development Office
Explore city and chamber-led
diversity and inclusion efforts.
Identify approaches that are well-
suited to Edina and pursue
implementation.
Short-
term
Economic
Development Office
and Human Rights and
Relations Commission
Establish a broadband taskforce with
a charge to explore models used by
other cities and counties to ensure
world-class broadband infrastructure
to residential and
commercial/industrial areas as well
as public institutions and spaces.
Short-
term
Economic
Development Office,
Planning Department,
and Public Works
Department
Economic
Competitiveness
Goal 7: Ensure that
Edina residents and
businesses have access
to world-class
broadband
infrastructure at
competitive rates.
Evaluate “build-once” open-access
options to encourage competition,
and minimize the cost and
disruptions associated with updating
underground infrastructure.
Short-term Economic
Development Office,
Planning Department, and
Public Works
Department
Consider “broadband readiness”
policies (Example: St. Louis Park)
Short-term Economic
Development Office,
Planning Department, and
Public Works
Department
Address social equity considerations
associated with the provision of
broadband access in older apartment
buildings.
Short-term Economic
Development Office,
Planning Department, and
Public Works
Department
Address social equity
considerations associated with the
provision of broadband access in
older apartment buildings.
Short-term Economic
Development Office,
Planning Department, and
Public Works
Department
11. Human Rights and Relations
Human Rights and
Relations Goal 1:
Establish a Race Equity
Plan
Timely and fully implement the Race
and Equity Task Force
recommendations pursuant to the
plan articulated in the September 5,
2018 Race Equity Implementation
Report.
Short-term City Council, City
Departments, Edina
Human Rights and
Relations Commission
Employ or identify staff responsible
for overseeing implementation of
the Edina Race and Equity Task
Short-term City Council, City
Manager, Edina Human
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Agencies
Force recommendations per the
Race Equity Implementation plan.
Rights and Relations
Commission
Create an Annual Report on
progress toward established race
equity goals to be provided to City
Council, the Human Rights and
Relations Commission, and the
public.
Short-term and
Ongoing
City Manager
Include race equity goals in all
department work plans.
Short-term City Manager
Task the Human Rights and
Relations Commission to
develop and implement
educational and other related
projects designed to advance
this goal as needed by
including such projects in the
Commission’s annual work
plan.
Short-term and
Mid-term
City Council,
Edina Human
Rights and
Relations
Commission, and
department
directors
Human Rights and
Relations Goal 2:
Ensure equal access and
opportunities for all
residents regardless of
their gender or sexual
orientation.
Include reporting of results for
quality-of-life surveys by race
/ethnicity to determine how
residents of color are served by city
programs and services, and whether
residents of color believe they are
served by and participate in
community and government
matters.
Short-term and
Ongoing
City Manager and
department directors
Human Rights and
Relations Goal 3:
Ensure that the City
welcomes all members
of the community to
participate in its social,
employment, economic,
political, and
recreational activities.
Employ or identify staff responsible
for overseeing and directing
community engagement work.
Short-
term and
Ongoing
City Manager and
department directors
Through the normal course of
review and modification,
departments will evaluate existing
goals, policies, and practices to
determine their impact on the ten
social capital/social well-being
indicators listed above and modify as
needed.
Short-
term and
Ongoing
Department directors
Human Rights and
Relations Goal 4:
Ensure that the City
supports and fosters
economic equity and
justice for all residents.
Economic harm should
not be an intended or
unintended
consequence of City
programs, initiatives, or
activities
Apply race equity criteria in the
allocation of funds through the city
budgeting process for Capital
Improvement Projects, the
Pedestrian and Cycling Safety (PACS)
Fund, and the Operating Budget.
Short-term and
Ongoing
City Council, City
Manager, department
directors
Assess the number and type of
minority-run and minority-owned
businesses. Identify opportunities for
the City to contract with these
businesses.
Short-term and
Ongoing
Economic
Development Office,
Planning Department,
Edina Human Rights and
Relations Commission.
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Agencies
Work in strong collaboration with
the Edina City Council and Mayor to
establish an effective working model
for including the perspective of arts
and culture as a meaningful
contribution to decision-making and
creative placemaking
Short-term Edina Arts and
Culture Commission,
City Council, and Mayor.
Human Rights and
Relations Goal 5:
Establish a formal
role for artists and
other creative
thinkers to
participate in
forward-looking plans
for Edina.
Based upon Implementation Step 1
above, establish a review panel for
design as it pertains to new
buildings and other structures
constructed in Edina.
Short-
term and
Long-term
City Council with input
from City Manager,
Community Development
Department and Edina
Arts and Culture
Commission.
Based on Implementation Step 1
above, establish a review panel to
focus on City policies, ordinances
and statutes from the perspective of
arts and culture, in order to make
recommendations.
Short-
term and
Long-term
City Council
with input from
City Manager,
Community
Development
Department and
Edina Arts and
Culture
Commission.
Select individuals to participate on
the panels listed in Implementation.
Long-term City Council with input
from Edina Arts and
Culture Commission.
Utilize the skills and connections of
the individuals above to enliven and
strengthen Edina neighborhoods
through outreach and
communication with residents,
including community artists, to
understand specific goals for arts
and culture and other designed
elements of the neighborhood
environment (Long-term).
Long-term Edina Arts and
Culture Commission.
Pending funding, enhance the
experience and visibility of arts and
culture in Edina through artist-in-
residence, writer-in-residence,
and/or musician-in- residence
programs.
Short-
term
Edina Arts and
Culture Commission.
Plan for financial sustainability,
such as the creation of a
benefactor group that can generate
contributed revenue to accelerate
the role and importance of the
Arts and Culture in Edina.
Short-
term
City Council with input
from City Manager,
Community Development
Department and Edina
Arts and Culture
Commission.
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Agencies
Human Rights and
Relations Goal 6:
Research, decide on,
and implement the
necessary funding and
governance plans for
supporting arts and
culture in Edina.
Determine the feasibility of creating
a 501(c)(3) nonprofit organization
(or similar structure) to oversee
and coordinate the Edina Art
Center and/or other arts and
culture venues and activities. Decide
whether this is the best option for
the future of the EAC.
Ongoing City Council with
input from City
Manager, Community
Development
Department and Edina
Arts and Culture
Commission
Determine the feasibility of a staff
position within the City of Edina
that would have direct responsibility
for arts and culture initiatives,
similar to other existing positions
that currently serve as liaisons
between the City and its
commissions.
Short-term and
Ongoing
City Council with
input from City
Manager, Community
Development
Department and Edina
Arts and Culture
Commission.
Investigate sources for Ongoing
funding for the appropriate
maintenance of the works of art in
the Public Art Edina Permanent
Collection and recommend next
steps.
Short-term Edina Arts and
Culture Commission
with input from
Planning Department.
Coordinate the efforts of the Arts
and Culture Commission and the
Planning Commission to research
the feasibility and - where practical -
implement effective methods to
increase funding for arts and culture
in Edina via local development fees
and/or sales and use taxes. For an
illustrative example of a similar
approach, see the SCFD model used
in Denver, Colorado.
Long-term Edina Arts and
Culture Commission
with input from
Planning Department.
Establish consistent revenue base,
earned and contributed, to support
arts and culture initiatives in Edina.
Long-term City Council
with input from
the Edina Arts and
Culture
Commission
Establish consistent revenue
base, earned and contributed,
to support arts and culture
initiatives in Edina.
Long-term City Council
with input from
the Edina Arts and
Culture
Commission
12. Community Health
Community Health
Goal 1: Improve the
quality and availability
of city-specific public
health data in Edina to
inform policy
Research and invest in collection
methods for quality, city-specific
health data to better inform local
decisions.
Short-term Health Division
Study best practices, including
around privacy protections, and
work to design a comprehensive
Short-term Health Division
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Agencies
development and
monitor impacts.
public health survey that can be used
consistently from year to year with
flexibility to ask detailed questions
about emerging trends.
Work with public and private sector
partners on joint data collection and
data sharing initiatives, particularly
when providing community-specific
results.
Short-term and
Mid-term
Health Division and
other partners, including
MN Dept. of Health and
other cities
Work with city staff and leadership
to identify and address elements of
the social determinants of health that
are impacted by city policy and
activities.
Short-term Health Division and
other city departments
Community Health
Goal 2: Address how
all city policy and
activities impact the
social determinants of
health, and explore
changes to
strategically increase
health and reduce
disparities for all.
Pursue a collaborative approach to
improve health by incorporating
health considerations into decision-
making across all policy areas.
Ongoing Health Division and
other city departments
Work with city staff and leadership
to determine how policies support
physical, mental, and social well-
being, reduce health disparities, and
improve health equity.
Short Term Health Division and
other city departments
Community Health
Goal 3: Use a Health
in All Policies Approach
to improve health by
incorporating health
considerations into
decision-making across
all policy areas.
Work with city staff and leadership
to determine how policies support
physical, mental, and social well-
being, reduce health disparities, and
improve health equity.
Short Term Health Division and
other city departments
13. Heritage Preservation
Program Area 1:
Preservation Planning
Program Area 2:
Identification of
Heritage Resources
Program Area 3:
Evaluation of Heritage
Resources
Carry out a systematic city-wide
survey to identify and evaluate the
heritage preservation value of
buildings, structures, sites, objects
and districts.
Short-term and
Ongoing
Planning
Department and
Edina Heritage
Preservation
Commission
Update the information in the
heritage resources inventory and
convert it to a digital format so that
it can be conveniently manipulated,
used, and retrieved.
Short-term and
Ongoing Planning
Department and
Edina Heritage
Preservation
Commission
Create a Geographic Information
System (GIS) for the heritage
resources inventory.
Short-term Planning
Department and
Edina Heritage
Preservation
Commission
Designate historically significant
properties as Edina Heritage
Short-
term and
Ongoing
City Council with
input from Planning
Commission and Edina
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Agencies
Landmarks or Heritage Landmark
Districts. Heritage Preservation
Commission
Program Area 4:
Designation of Heritage
Landmarks
Use existing planning tools more
effectively and create a better
“tool box” to address emerging
heritage preservation challenges.
Short-
term and
Ongoing
Planning
Department and
Edina Heritage
Preservation
Commission
Program Area 5:
Design Review and
Compliance
Explore economic incentives for the
preservation, rehabilitation,
restoration, and reconstruction of
privately owned heritage resources.
Short-
term and
Ongoing
Planning
Department and
Edina Heritage
Preservation
Commission
Redirect the resources of the
Heritage Preservation Commission
toward an increased emphasis on
education and technical assistance
programming aimed at historic
property owners.
Short-
term and
Ongoing
City Council with
input from Planning
Department and Edina
Heritage Preservation
Commission
Program Area 6:
Public Education and
Outreach
Improve partnerships with other
agencies, organizations, and
individual property owners to
ensure that historically significant
heritage resources are preserved,
protected, and used in a manner that
is consistent with appropriate
preservation standards.
Short-
term and
Ongoing
Edina Heritage
Preservation
Commission
Initiate innovative demonstration
projects and disseminate information
about the economic and cultural
benefits of heritage preservation.
Short-
term and
Ongoing
Edina Heritage
Preservation
Commission
Provide better public access to
heritage preservation information
using appropriate media.
Short-
term and
Ongoing
Edina Heritage
Preservation
Commission
Provide better public access
to heritage preservation
information using appropriate
media.
Short-
term and
Ongoing
Edina Heritage
Preservation
Commission
14. Arts and Culture
Arts and Culture
Goal 1: Distribute and
promote arts and
culture across all of
Edina.
Create and maintain an online
calendar listing all arts and culture
activities in Edina.
Short-
term
Edina Arts and
Culture Commission
Through strong collaboration with
the Edina Parks and Recreation
Commission, activate parks and
park facilities with arts and culture
initiatives, such as:
• Develop and maintain a
successful Art in the Parks
program.
• Select one park per year that is
Ongoing
Short-
term
Edina Arts and
Culture Commission
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recognized as an arts and
culture destination with
displays, classes, and activities.
• Expand successful arts and
culture activities in several parks
that include a range of age
groups, including preschoolers,
school-aged children, families,
young adults and adults of all
ages.
Engage neighborhood citizens in a
contest to propose designs and
paint selected local park buildings
each year.
Short-
term
Long-term
Short-term
• Develop a successful traveling
art classroom; e.g., an “Art
Truck” similar in concept to the
popular food truck
phenomenon.
Long-term Edina Arts and
Culture Commission
Propose and implement art
installations at or near transit
stops, bicycle parking facilities, and
bike share locations.
Long-term Edina Arts and
Culture
Commission, Planning
Department,
Department of Public
Works, Police
Department.
Develop strong relationship
between the ACC and the other
City of Edina Commissions
(ongoing).
Ongoing Edina Arts and
Culture Commission
and affected City
Commissions, agencies,
and institutions.
Arts and Culture
Goal 2: Leverage the
Edina Arts and Culture
Commission (ACC) to
form strong and
enduring collaborative
partnerships with other
Edina commissions and
associations.
Develop strong relationship
between the ACC and the
Edina Chamber of Commerce
and other local business
associations.
Short-
term
Edina Arts and
Culture Commission
and affected City
Commissions, agencies,
and institutions.
Develop strong relationship
between the ACC and the Edina
Library.
Short-
term
Edina Arts and
Culture Commission
and affected City
Commissions, agencies,
and institutions.
Develop strong relationship
between the ACC and the Edina
Historical Society and Museum.
Short-
term
Edina Arts and
Culture Commission
and affected City
Commissions, agencies,
and institutions.
Develop strong relationship
between the ACC and the Edina
Community Foundation.
Short-
term
Edina Arts and
Culture Commission
and affected City
Commissions, agencies,
and institutions.
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Agencies
Develop strong relationship
between the ACC and Edina
Community Education.
Short-
term
Edina Arts and
Culture Commission
and affected City
Commissions, agencies,
and institutions.
Develop strong relationship
between the ACC and other
community groups and
organizations that embrace arts and
culture, such as churches, schools,
and senior homes.
Short-
term
Edina Arts and
Culture Commission
and affected City
Commissions, agencies,
and institutions.
Build a new Edina Art Center
(EAC): Choose site,
establish financial plan,
complete construction.
Long-term City Council with input
from City Manager,
Community
Development Director,
and Edina Arts and
Culture Commission.
Arts and Culture
Goal 3: Improve and
maintain dedicated
spaces and venues for
arts and culture.
Increase the number of exhibitions
and performances at multiple
venues across Edina.
Ongoing Edina Arts and
Culture Commission.
Increase the number of classes and
other opportunities to participate
in arts and culture (short-term).
Short-
term Edina Arts and
Culture Commission.
Increase the percentage of
Edina residents utilizing the
EAC, from a baseline of less
than 2% to a goal of more
than 5% by 2028 (long-term)
Long-
term
Edina Arts and
Culture Commission.
Research the feasibility of and
make recommendations for a
significant art presence in the
Southdale area that is aligned with
development plans. Examples to be
considered might include a
signature art installation, building,
gallery space, etc.
Short-
term
Edina Arts and
Culture Commission.
Create an annual event that
highlights an important individual or
work of art that is specific to the
history/development of Edina.
Short-
term Edina Arts and
Culture Commission.
Implement Student Sculpture
Competition in K-5 Edina Schools.
Ongoing Edina Arts and
Culture Commission
and Edina School District.
Arts and Culture
Goal 4: Expand and
continue to drive
awareness of and
participation in Edina’s
Public Art program and
art collection.
Work with each Edina
neighborhood to understand
perspectives and ideas for public art
and creative placemaking that is
specific to location.
Short-
term
Edina Arts and
Culture Commission.
While maintaining the outdoor
sculptures that have long been a
part of Public Art Edina, also
Short-
term, Mid-
Edina Arts and
Culture Commission.
DRAFT
Edina Comprehensive Plan
Implementation Chapter Draft 03-06-19
15-38
Goal/Policy Topic Strategy/Action Steps Timeline Lead/Coordinating
Agencies
incorporate new expressions of
public art (examples might include:
works of art that involve light,
sound, and/or movement; 100 foot
table for individuals to eat together
and engage during the Fall into the
Arts Festival; public performances;
multi-season or season-specific
experiences to celebrate the
region’s four distinct seasons;
something unique to Edina akin to
the sidewalk poetry in St. Paul, MN).
term, and
Long-term
Work in strong collaboration with
the Edina City Council and Mayor
to establish an effective working
model for including the perspective
of arts and culture as a meaningful
contribution to decision-making and
creative placemaking..
Short-
term
Edina Arts and
Culture Commission,
City Council, and Mayor.
Arts and Culture
Goal 5: Establish a
formal role for artists
and other creative
thinkers to participate
in forward-looking
plans for Edina.
Based upon Implementation Step 1
above, establish a review panel for
design as it pertains to new
buildings and other structures
constructed in Edina.
Short-
term, Mid-
term, and
Long-term
City Council with input
from City Manager,
Community Development
Department and Edina
Arts and Culture
Commission.
Based on Implementation Step 1
above, establish a review panel to
focus on City policies, ordinances
and statutes from the perspective of
arts and culture, in order to make
recommendations.
Short-
term, Mid-
term, and
Long-term
City Council with input
from City Manager,
Community
Development
Department and Edina
Arts and Culture
Commission.
Select individuals to participate on
the panels listed in Implementation.
Long-term City Council with input
from Edina Arts and
Culture Commission.
Utilize the skills and connections of
the individuals above to enliven and
strengthen Edina neighborhoods
through outreach and
communication with residents,
including community artists, to
understand specific goals for arts
and culture and other designed
elements of the neighborhood
environment (long-term).
Long-term Edina Arts and
Culture Commission.
Pending funding, enhance the
experience and visibility of arts and
culture in Edina through artist-in-
residence, writer-in-residence,
and/or musician-in- residence
programs.
Short-
term
Edina Arts and
Culture
Commission.
DRAFT
Edina Comprehensive Plan
Implementation Chapter Draft 03-06-19
15-39
Goal/Policy Topic Strategy/Action Steps Timeline Lead/Coordinating
Agencies
Plan for financial sustainability, such
as the creation of a benefactor
group that can generate
contributed revenue to accelerate
the role and importance of the Arts
and Culture in Edina.
Short-
term
City Council with
input from City
Manager, Community
Development
Department and Edina
Arts and Culture
Commission.
Arts and Culture
Goal 6: Research,
decide on, and
implement the
necessary funding and
governance plans for
supporting arts and
culture in Edina.
Determine the feasibility of creating
a 501(c)(3) nonprofit organization
(or similar structure) to oversee
and coordinate the Edina Art
Center and/or other arts and
culture venues and activities. Decide
whether this is the best option for
the future of the EAC.
Ongoing City Council with
input from City
Manager, Community
Development
Department and Edina
Arts and Culture
Commission.
Determine the feasibility of a staff
position within the City of Edina
that would have direct responsibility
for arts and culture initiatives,
similar to other existing positions
that currently serve as liaisons
between the City and its
commissions.
Short-
term and
Ongoing
City Council with
input from City
Manager, Community
Development
Department and Edina
Arts and Culture
Commission.
Investigate sources for ongoing
funding for the appropriate
maintenance of the works of art in
the Public Art Edina Permanent
Collection and recommend next
steps.
Short-
term
Edina Arts and
Culture Commission
with input from
Planning Department.
Coordinate the efforts of the Arts
and Culture Commission and the
Planning Commission to research
the feasibility and - where practical -
implement effective methods to
increase funding for arts and culture
in Edina via local development fees
and/or sales and use taxes. For an
illustrative example of a similar
approach, see the SCFD model used
in Denver, Colorado.
Long-term Edina Arts and
Culture Commission
with input from
Planning Department.
Establish consistent revenue base,
earned and contributed, to support
arts and culture initiatives in Edina.
Long-term City Council with
input from the Edina
Arts and Culture
Commission
DRAFT
EXECUTIVE SUMMARY
16 | CITY OF EDINA
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 Appendix
A. The Implementation Framework is broken down by 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 informed by EPRD’s existing vision and mission statements and will be critical to achieving them. The EPRD vision
and mission are as follows:
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 members and staff developed the following Guiding Principles for the Strategic Plan:
EDINA PARKS AND RECREATION DEPARTMENT VISION
To be recognized as having Minnesota’s premier parks, recreation and trail system that provides unrivaled opportunities
to maximize Edina’s quality of life by nurturing the health and well-being of our people, our community, our
environment, and our economy.
EDINA PARKS AND RECREATION DEPARTMENT MISSION
We create parks, facilities, and programs to foster a healthy inclusive community. We accomplish this through creative leadership,
collaborations, environmentally sustainable practices, and the responsible use of available resources.
• Promote community health and wellness for residents in our
parks and programming.
• Provide excellence and innovation in parks and recreation
services and facilities to meet the needs of the community.
• Promote equity and engagement within the parks system and
its programs.
• Protect Edina’s assets through strong financial stewardship
and creative funding.
• Connect residents to park facilities and their programs.
• Advance environmental stewardship and conservation to
preserve and protect natural resources and build excellence
through sustainability.
PARKS, RECREATION & TRAILS STRATEGIC PLAN | 17
EXECUTIVE SUMMARY
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 recommendations to be explored that will have
the greatest impact on the overall Park system. The key areas of development include:
IMPLEMENTATION FRAMEWORK
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 further 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 areas 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.
GUIDING PRINCIPLES KEY
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
Develop creative funding 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
Connect residents to park facilities and their programs
Promote social equity and engagement within the parks system and its
programs.
$$$
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
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 in Figure 1.4 link the projects back to the applicable
guiding principles.
Figure 1.4 - Guiding Principles Key
• Natural Resources & Sustainable Parks
• Parks, Open Spaces & Trails
• Recreation Facilities
• Recreation Programs;
• Finance & Management
EXECUTIVE SUMMARY
18 | CITY OF EDINA
1. CREATE A MULTI-USE TRAIL SYSTEM THROUGH THE CITY
TO CONNECT PARKS AND ENTERPRISE FACILITIES.
2. EXPLORE A MULTI-GENERATIONAL COMMUNITY CENTER
THAT IS ALL-INCLUSIVE.
3. CREATE A NATURAL RESOURCE MANAGER TO GUIDE
PRESERVATION AND DEVELOPMENT OF NATURAL
AREAS, ACCESS AND INTERPRETIVE / EDUCATIONAL
OPPORTUNITIES.
4. IMPROVE MARKETING AND COMMUNICATION
DELIVERY.
5. REPLACE OR DECOMMISSION COMMUNITY PARK
BUILDINGS THAT HAVE OUTLIVED THEIR DESIGNED
LIFESPAN AND ARE CURRENTLY INSUFFICIENT IN
PROVIDING SERVICES.
6. RELOCATE THE EDINA ART CENTER TO PROVIDE A FACILITY
THAT BEST SUPPORTS THEIR PROGRAMMING NEEDS.
7. REPLACE INADEQUATE AND OUTDATED PLAY AREAS
AND PLAYGROUNDS AND PROVIDE NEW FACILITIES
TO ADDRESS UNDER SERVED AREAS.
8. IMPROVE BRANDING AND WAYFINDING TO PARKS
THROUGHOUT THE CITY AND INTERNALLY.
9. STRENGTHEN FINANCIAL SUSTAINABILITY.
10. PROVIDE ADDITIONAL COMMUNITY GATHERING
AREAS.
11. DEVELOP COMMUNITY DRIVEN MASTER PLANS FOR
PARKS THROUGHOUT THE SYSTEM.
12. DEVELOP BUSINESS PLANS FOR ALL ENTERPRISE
FACILITIES THROUGHOUT THE PARK SYSTEM.
$$$
Applicable Guiding Principles:
$$$
$$$
$$$
2020 Commission Work Plan Instructions
Commission work plans are developed by the commission. Not the staff liaison.
Schedule
September Meetings: Commission Approves proposed work plan. Plans due to MJ by September 25
October 1 Work Session: Chairs present proposecd work plan to Council. Chair must be present.
November 19 Work Session: City Manager and staff liaison present proposed revisions.
December 3 Council Meeting: Council feedback incorporated and City Council approves work plan.
January 1: Commissioner officially starts implementing work plans.
General
Each section with a white background should be filled out.
List initiatives in order of priority
Parking Lot: These are items the commission considered but did not propose as part of the work plan. These items are not
considered approved and would require a work plan amendment approved by Council to allow the commission to begin work.
Initiative
When writing initiatives, start with the action (council charge). Make sure the following points are addressed
1) What is the specific action/outcome
2) Describe what the commission will do
3) Describe wha the outcome(s) will look like
Examples: Review and recommend a building energy benchmarking policy. Study and report on possible city actions to reduce
access and usage of vaping for youth.
Initiative Type
New Initiative – not on previous work plan and has completion date
Continued Initiative – carried over from a previous work plan with a revised target completion date
Ongoing Responsibility – annually on the work plan and may or may not have a target completion date
Event – Events coordinated and implemented by the Commission, not the City.
Completion Date
Provide a target date for the initiaive to be completed by. If the date has passed, provide an update in the progress field
Council Charge
City Manager will propose council charge for Council consideration.If Council charge changes, initiative action will be updated.
Budget - Staff Liaison Completes
If funds are available, the staff liaison must provide the amount that will be used. If funds are NOT available, the staff liaison
must explian the impact of Council approving this initiative.
Staff Support - Staff Liaison Completes
Note additional staff support needed including the hours and responsitilities. Select all that are needed.
Date: September 10, 2019 Agenda Item #: VIII.A.
To:Parks and Recreation Commission Item Type:
Other
From:Perry Vetter, Parks & Recreation Director
Item Activity:
Subject:City Council Updates Aug. 20 and Sept. 4, 2019 Information
CITY OF EDINA
4801 West 50th Street
Edina, MN 55424
www.edinamn.gov
ACTION REQUESTED:
INTRODUCTION:
ATTACHMENTS:
Description
City Council Updates Aug. 20 and Sept. 4, 2019
City Council Updates
By Scott Neal
Aug. 20, 2019
• Approved Request for Purchase: Braemar Golf Dome technology upgrade
• Approved Resolution: Approving Braemar Golf Dome Fee Change
Sept. 4, 2019
• Approved Request for Purchase : Institution Community Work Crew Contract
• Approved Request for Purchase: Toro 5910 Mower
Date: September 10, 2019 Agenda Item #: VIII.B.
To:Parks and Recreation Commission Item Type:
Other
From:Perry Vetter, Parks & Recreation Director
Item Activity:
Subject:Meeting Reminder - Monday October 7, 2019 Information
CITY OF EDINA
4801 West 50th Street
Edina, MN 55424
www.edinamn.gov
ACTION REQUESTED:
Informational Only.
INTRODUCTION:
Reminder that the next Park & Recreation Commission meeting will be held on Monday October 7, 2019.