HomeMy WebLinkAbout2022-05-04 City Council Work Session PacketAgenda
City Council Work Session
City of Edina, Minnesota
Community Room, City Hall
Wednesday, May 4, 2022
5:30 PM
I.Call To Order
II.Roll Call
III.Joint Meeting: Arts and Culture Commission
IV.Joint Meeting: Parks and Recreation Commission
V.Adjournment
The City of Edina wants all residents to be comfortable being part of the public
process. If you need assistance in the way of hearing ampli%cation, an
interpreter, large-print documents or something else, please call 952-927-8861
72 hours in advance of the meeting.
Date: May 4, 2022 Agenda Item #: III.
To:Mayor and City Council Item Type:
Reports / Recommendation
From:Perry Vetter, Parks and Recreation Director
Item Activity:
Subject:Joint Meeting: Arts and Culture Commission Discussion
CITY OF EDINA
4801 West 50th Street
Edina, MN 55424
www.edinamn.gov
ACTION REQUESTED:
None; discussion only.
INTRODUCTION:
Arts and Culture Commission members will provide an update on current work plan initiatives.
ATTACHMENTS:
Description
2022 ACC Work Plan
Comprehensive Guide Plan - Arts and Culture Chapter
Approved by City Council December 7, 2021
Commission: Arts and Culture Commission
2022 Annual Work Plan Proposal
Initiative # 1 Initiative Type ☒ Project ☐ Ongoing / Annual ☐ Event
Council Charge ☐ 1 (Study & Report) ☐ 2 (Review & Comment) ☐ 3 (Review & Recommend) ☒ 4 (Review & Decide)
Implement Year 2 of the Public Art Plan: Healing Circles Digital
Public Art Project and digital mapping
Deliverable
Display artwork submissions within public locations
throughout Edina.
Leads
Fram, Stemmler,
Sorensen, Shen (s),
Anand (s)
Target
Completion
Date:
October 3-7,
2022
Progress Q1: ACC has met with Edina Public Schools and established a timeline and project outline. The initiative has been renamed “Healing Circles” by both
parties.
Progress Q2:
Initiative # 2 Initiative Type ☒ Project ☐ Ongoing / Annual ☐ Event
Council Charge ☐ 1 (Study & Report) ☐ 2 (Review & Comment) ☒ 3 (Review & Recommend) ☐ 4 (Review & Decide)
Research and make a recommendation for a microgrant
process for community driven Arts & Culture
Deliverable
Report to City Council.
Leads
Chandler, Amlaw,
Zbaren
Target
Completion
Date
Progress Q1: Compiling research of other programs throughout the metro
Progress Q2:
Initiative #3 Initiative Type ☐ Project ☐ Ongoing / Annual ☒ Event
Council Charge ☐ 1 (Study & Report) ☒ 2 (Review & Comment) ☐ 3 (Review & Recommend) ☐ 4 (Review & Decide)
As a new art space is pursued, the commission will provide
the community perspective to the planning process.
Deliverable
City staff will continue to provide a role for the
commission on the pursuit of art space.
Leads
Chandler, Westlund,
Amlaw, Zbaren
Target
Completion
Date
Progress Q1: Feedback from initiative leads received in January. Program Study will be discussed at the February 24 ACC meeting. Program summary will then
be discussed at the March 22 City Council Work Session.
Progress Q2:
Initiative # 4 Initiative Type ☒ Project ☐ Ongoing / Annual ☐ Event
Council Charge ☐ 1 (Study & Report) ☐ 2 (Review & Comment) ☐ 3 (Review & Recommend) ☒ 4 (Review & Decide)
Approved by City Council December 7, 2021
Climate Change Public Art in the Parks Deliverable
Climate change messaging at Edina Parks
Leads
Sorensen (lead),
Anand (s), Johnson
Target
Completion
Date:
August 2022
Progress Q1: Representatives from ACC presented project during the EHS Climate Summit. Poetry has been selected; Parks have been selected. Contract is
under negotiation. First sandblast will occur by the end of May at the Edina High School.
Progress Q2:
Initiative # 5 Initiative Type ☐ Project ☐ Ongoing / Annual ☒ Event
Council Charge ☐ 1 (Study & Report) ☐ 2 (Review & Comment) ☒ 3 (Review & Recommend) ☒ 4 (Review & Decide)
Joint Sponsorship of Performances on the Plaza Summer
Concert Series 2022
Deliverable
Advertise AAC initiatives or table at the concerts.
Leads
Sorensen (lead),
Anand (s), Johnson
Target
Completion
Date
Progress Q1: Two new proposals have been submitted from Musikant and are under review by staff. Tabling options will be available.
Progress Q2:
Initiative # 6 Initiative Type ☐ Project ☐ Ongoing / Annual ☐ Event
Council Charge ☐ 1 (Study & Report) ☒ 2 (Review & Comment) ☐ 3 (Review & Recommend) ☐ 4 (Review & Decide)
Review and comment on art and décor elements &
programming for the Edina Theatre.
Deliverable
Provide feedback on art elements using the Art and
Décor rubric.
Leads
Sorensen, Rubin,
Westlund
Target
Completion
Date
Progress Q1: Theater project has been delayed. ACC has been in contact with owners and will collaborate when opportunities arise.
Progress Q2:
Parking Lot: (These items have been considered by the BC, but not proposed as part of this year’s work plan. If the BC decides they would like to
work on them in the current year, it would need to be approved by Council.)
- Implement microgrant process for community driven Arts & Culture if recommendation is approved by Council.
- Report and advise on procedures to include art and décor elements when opportunities arise in Edina public and commercial projects.
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14. Arts and Culture
Chapter Highlights
This chapter looks at: 1) arts, creative expression, and
culture in the City of Edina and 2) the Arts and Culture
Commission’s efforts to tie these to the community in
ways that will enrich residents and visitors and
contribute to a high quality of living. In this sense, arts
and culture are not to be viewed as isolated and
abstract things and events but, instead, elements that
are woven into the fabric of the community and linked
to as many aspects of the community and life as
possible. It is these linkages (some obvious, and
others not so obvious) that will contribute to a
community where arts and culture are always visible
and in the consciousnesses of observers.
This chapter discusses:
• Historical contexts and inventory of the City’s
arts and cultural events
• Direct benefits of arts and culture to a City’s
image and livability
• The future vision for arts and culture
• The City’s venues for artistic expression
• Trends and challenges
• Goals and objectives
Six goals developed for this chapter are summarized
below. Together, with policies developed for this
chapter, the six goals will serve to inform the
development of the Arts and Culture Commission’s
annual work plans for the next ten years.
Goal 1: Distribute and promote arts and culture
across all of Edina to provide opportunities for people
to come together in the creation and celebration of art
and culture, building inclusive communities.
Goal 2: Leverage the Edina Arts and Culture Commission (ACC) to form strong and enduring collaborative
partnerships between the ACC and other Edina commissions and associations to incorporate arts and culture
into planning and implementation processes.
Goal 3: Improve and maintain dedicated spaces and venues for arts and culture; activate each with dynamic
programming that includes a broad array of art forms and expressions accessible to all.
Goal 4: Expand and continue to drive awareness of and participation in Edina’s Public Art program and art
collection..
Vision and Challenges
Vision – Edina will be a community where:
• Everyday life is integrated with art,
culture, expression, and creativity.
• Community growth is coupled with arts
and culture.
• The number of people who appreciate,
engage with and create art is increased.
• Arts and culture are accessible and
inclusive of all members of the
community.
• High value is demonstrated on arts and
culture.
• As a “creative city,” arts and culture
positively impact livability, diversity,
inclusion, and economic development.
Challenges:
• Demographic changes within the
community.
• Capture opportunities to integrate life-
long learning and appreciation of the arts.
• Demand for arts and culture experiences
has currently out-paced the supply.
• Need for a new Edina Art Center to
accommodate the City’s growing demand
for artistic and cultural activities.
• Resistance to change.
• Funding availability.
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Goal 5: Establish a formal role for artists and other creative thinkers to participate in forward-looking plans
for Edina.
Goal 6: Research, decide on, and implement the necessary funding and governance plans for supporting arts
and culture in Edina.
Introduction
The City of Edina is well-known for excellence in quality of life, education, and parks and recreational
facilities. In Edina and similar communities, there is a growing expectation that arts, culture, and creative
expression are equally important to a vibrant and strong community. As highly-valued aspects of everyday
life, arts and culture make substantial contributions to livability, the local economy, and cultural industry
competitiveness. Toward these ends, the Edina Comprehensive Plan 2018 includes - for the first time - a
stated commitment to arts and culture as part of the essential objectives for the City of Edina.
As Edina moves into the next ten years, facing myriad changes in demographics and shifts in economic
realities, the community can build cohesion and resilience based in part on the positive impact of arts and
culture
The highest-priority objectives for arts and culture are:
1. Incorporate arts and culture across all of Edina to provide opportunities for people to
come together, share experiences, and build an inclusive and cohesive community.
2. Improve and maintain dedicated spaces and venues for arts and culture; activate each with
dynamic programming that includes a broad array of art forms and expressions that are
accessible to all.
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3. Incorporate arts and culture into Edina’s planning and implementation processes through
strong collaborative partnerships.
The City of Edina, during the life of this Comprehensive Plan, stands to benefit immensely from an
intentional and deliberate approach to weave arts and culture into the very fabric of the community;
and thus, engage as many people as possible and help the City reach its overall strategic goals.
Current Conditions: Historic Contexts and Inventory
The City of Edina’s vision statement (Vision Edina, 2015) describes the community as a “… preeminent
place for living, learning, raising families, and doing business.” It also speaks to a “livable environment” as a
distinguishing hallmark not only for our residents but also for those who work here and those who choose
Edina as an entertainment destination. https://www.edinamn.gov/DocumentCenter/View/1629/Strategic-
Vision-and-Framework-PDF?bidId=
During the past 10 years covered by the most-recent comprehensive plan (2008- 2018), the City of
Edina has moved well beyond its basic role of providing residential neighborhoods with high quality and
effective urban services. In fact, Edina has steered toward innovative growth enabling the development
of:
• Commercial areas that offer more dining options
• New entertainment venues and unique shopping zones
• Places to relax, exercise, and enjoy our best-in-class lifestyle, including excellent parks, trails and green
spaces
Moving into the next decade, Edina is poised to build on these accomplishments while at the same time
continuing to increase the quality of its livable environment. One of the most-impactful ways to do this is to
weave arts and culture into the fabric of the community.
Interestingly, it’s getting more difficult to define “arts and culture” as we move into the 21st Century. The
national strategy firm LaPlaca Cohen conducts an ongoing longitudinal study called Culture Track, which is
a national survey of people’s attitudes, motivators, and barriers to taking part in cultural experiences. Over
time, respondents have demonstrated a vastly expanded definition of culture, which now includes not only
traditional art forms, (e.g., opera, symphony concerts, ballet, and art museums) but also street fairs, food
trucks, culinary arts, and popular music festivals. Audiences now describe culture as any activity that “ …
questions what you already know; brings people who may not think they have much in common together;
and broadens horizons, understanding of life situations and helps me learn about other peoples in the
world.”
When discussing the value of arts and culture, at both a community-level and to wider society, people
typically begin with its intrinsic value: how arts and culture illuminate our inner lives and enrich our
emotional world. In addition, it is understood that arts and culture have a wider impact on our economy,
education, health and well- being, and community-building. In fact, arts and culture are valuable strategic
resources, and Edina has an opportunity to apply those resources in exciting and effective ways.
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In the white paper titled “Creative Placemaking,” commissioned by The Mayors’ Institute on City Design,
co-authors Markuson and Gadwa report on the results of extensive research on placemaking that is led by
arts and culture. Their findings are outlined below:
• Cities and neighborhoods no longer compete for major infrastructure commitments nor aspire to
move up an urban hierarchy of look-alikes. Instead, they look beyond physical alterations and pay
more attention to the animation of places with cultural and economic activity.
• Significant arts and cultural investments revitalize local economies, create and provide jobs,
nurture local businesses, and stabilize neighborhoods.
• Arts-anchored revitalization encourages families and companies—even those without ties to the
arts—to commit to place and to participate actively in remaking where they live and work.
• Local arts offerings—public art, murals, art parades, art fairs and crawls, museums, performances,
and open studio nights—offer people an opportunity to enjoy and participate.
• Federal research shows arts and cultural participants are more likely to be civically engaged in
their communities than non-participants, even after controlling for other factors (2006, National
Endowment for the Arts).
• A culture-based initiative is best when it is appropriate to local circumstances, not simply a replica
of what other cities and towns are doing. The best projects nurture distinctive qualities and
resources that already exist in a community and can serve community members while also
drawing in visitors and new businesses.
The role of arts and culture in this broad context is to increase the value of living in, working in, and
exploring Edina, from the perspective of personal and communal experiences, as well as economic impact.
By taking an informed and strategic approach to incorporating arts and culture even more deeply into the
community, Edina has an opportunity to build upon its strengths and achieve its aspirational vision.
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Arts and Culture in the Comprehensive Plan
There are two significant reasons for incorporating arts and culture into the City of Edina’s 2018
comprehensive plan: direct benefits to the community and positive economic impact.
Arts and Culture Offer Direct Benefits to a Community
Research has demonstrated many benefits to a community and its citizens when the arts and art centers
are present and readily accessible. Arts and culture can:
• Build community identity, pride, and status
• Activate a vibrant community, where people of all ages are connected to one another
• Increase the sense of welcoming, promote neighborhood cultural diversity, and create inclusive
communities
• Improve people’s sense of belonging to a community
• Bring people together who might not otherwise come into contact with each other, increasing
empathy and tolerance of others, and building social networks
• Increase livability, which attracts people (especially visitors and highly-skilled workers)
• Reduce stress, improve happiness, increase physical health
• Attract businesses and increase economic investment
Source: Joshua Guetzkow, How the Arts Impact Communities, 2002, Princeton University Center for Arts
and Cultural Policy Studies.
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Arts and Culture Drive Positive Economic Impact
Arts and culture have been shown to contribute to the economic vitality of a community. Studies have
shown the positive impact that a strong portfolio of arts-related activities and destinations has on other
businesses, including retail, hospitality and services. For example:
• In a 2015 study completed by the Washington, DC organization Americans for the Arts, data
demonstrated that the nonprofit arts and culture sector is “... a substantial industry in the State
of Minnesota generating $1.2 billion in total economic impact annually.”
• Creative MN has reported that the total economic impact of arts and culture on the City of
Minneapolis alone totals $541 million, a number which includes both direct expenditures by arts
organizations along with spending by audiences.
• When a community attracts cultural tourists, it harnesses significant economic rewards.
Researchers from Americans for the Arts estimate that 85.6 percent of the City of Minneapolis’ 7.8
million nonprofit arts attendees were residents of the Seven-County Twin Cities Metro Area, with 14.4
percent were non-residents. Non-resident attendees spend an average of 52 percent more per person
than local attendees ($39.16 vs. $25.82) as a result of their attendance to cultural events. As would be
expected from a traveler, higher spending was typically found in the categories of lodging, meals, and
transportation.
The data indicate that a vibrant arts community not only keeps residents and their discretionary
spending close to home, it also provides jobs and attracts visitors who spend money and help local
businesses thrive.
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Vision for Arts and Culture in Edina
In taking the long view, the opportunity to deeply embed arts and culture into the Edina community
inspires a vision of the future, so that in ten years’ time:
Edina will be known as a community that embraces arts and culture, weaving it into all aspects of daily life.
• The experience of living in Edina will be integrated with art, culture, expression, and creativity.
• As it applies within the community, Edina will have expanded upon the meaning and impact of
arts and culture.
• Edina will have significantly increased the number of people who appreciate, engage with, and
create arts and culture.
• Arts and culture in Edina will be accessible accessible and inclusive of all members of the
community, playing an important role in building bridges to create stronger, more
collaborative, and diverse communities.
• Edina will demonstrate that it places a high value on arts and culture through prioritization and
provision of sustainable funding streams.
• Edina will be seen as a “creative city,” where arts and culture positively impact livability,
diversity, inclusion, and economic development. In addition, arts and culture will contribute to
increased safety, aesthetics, expressiveness, and environmental stewardship, all to the benefit
of the people who live, work, and visit.
Edina has a strong history of arts and cultural activities that represent a wide array of experiences,
including:
• Edina Art Center
• Public Art Edina
• The annual Edina Art Fair
• The John Philip Sousa Memorial Band concerts
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• The annual Edina Fall into the Arts Festival
• The Edina Historic Museum in Arneson Acres Park
• Edina Reads program
• Edina High School plays and concerts (such as the annual Pops concert)
• Morningside After Dark poetry and music events
• The Edina Theater
• Centennial Lakes Park summer concerts
• Edina Student Art Show at the Edina Library
• The Edina High School Teen Art Salon at the Edina Art Center
• Edina’s collection of award-winning artworks
Other arts and cultural activities in Edina contribute more subtly, such as: requirements for design
elements in new buildings, the historic preservation of the Edina Country Club District, and city-wide
signage. Our parks, trails and green spaces also contribute to the beauty and artistic impact the City offers.
As a community, we recognize the need to create visual appeal throughout our City’s tangible assets and
enliven our public spaces with performances, art installations, and participatory activities for all ages and
abilities.
Dedicated Venues and Spaces
The City of Edina is fortunate to have several venues that currently offer opportunities to experience and
participate in arts and culture activities, including: The Edina Promenade, Centennial Lakes Park, Edina Art
Center, Braemar Park, and the 50th and France Business District. Moving forward, Edina will benefit from
further development and activation at each of these venues as designated and recognized centers of art and
culture activities. Edina can also explore the potential of identifying and creating additional venues for arts
and culture, particularly alongside real estate development initiatives. In this way, Edina can increase the
visibility and participation rate in arts and culture activities by utilizing and re-purposing the significant amount
of public and park space already at our disposal.
The Edina Art Center
Perhaps most-recognizable among the venues dedicated to arts and culture in our community is the Edina
Art Center (EAC). The EAC opened in 1976 with classrooms, studios and two small display galleries. The
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EAC is open 52 weeks per year. It currently serves 2,800 people annually with over 230 different class
offerings, more than a dozen exhibitions, and nearly 100 different summer camps for children. In addition,
27 events are programmed by the EAC that are held outside the facility draw an estimated 33,000
additional participants per year.
The EAC is one of six enterprise facilities owned and operated by the City of Edina within the Parks and
Recreation Department, along with the Braemar Golf Course and Dome, Edinborough Park and Aquatic
Center, Braemar Ice Arena, Centennial Lakes Park, and the Senior Center. The EAC is considered to be
an ‘arts affiliate’, owned by the City of Edina - a municipality that operates under the Plan B form of
government. As such, the EAC has benefitted from years of stable financial support and has not had to
carry the overhead costs and intensive work effort of independent fund-raising activities. At present, the
EAC is not proposing any changes to this arrangement (i.e., no shift to another governance model, such as
a 501(c)(3) nonprofit organization) without first conducting extensive research and planning.
For the last 40+ years, the Edina Art Center has served people of all ages and abilities with exhibitions and
classes in the fine arts, including pottery and clay sculpture, watercolor, drawing, painting, jewelry,
photography, printmaking, and classes for youth. The EAC has an outstanding reputation for arts-making
experiences, with the pottery and ceramics classes considered especially top-notch and popular. Available
classes and camps are typically sold out rapidly, often with a waiting list of eager prospective participants.
Edina Art Center at 4701 W 64th St, Edina, MN 55435
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Three separate, independent studies conducted within the past six years all concluded that an improved
EAC is vital to the City of Edina:
• 2012 Sutton Report found that the Edina Art Center was a cherished community asset but had
challenges to remain competitive in the market, including building design and size, ADA
compliance issues, circulation, and location. Two outcomes of the Sutton Report were the
formation of the Arts and Culture Commission and the hiring of a full-time Edina Art Center
director.
• 2014 Schuler Shook analysis of physical space found that the Edina Art Center lacked sufficient size
to meet its needs or allow for growth.
• 2016 Grandview Task Force proposed to build a community center on the 3.3 acre Grandview
site. That project featured a new and larger art center, along with a senior center, recreation
spaces and underground parking. While the final proposed cost was significant, the proposal
clearly indicated the viability and potential of a new art center.
The current Edina Art Center is facing several challenges, all related to the limitations of the existing facility.
1. The EAC sits within a building that was originally designed as a residential dwelling. Through
the years, the EAC has been modified to the extent possible in order to provide the space and
facilities required for a functioning art center. Additional modifications are neither prudent
financially nor feasible structurally.
2. The size of the facility is small and inflexible. As a result, the class and studio offerings are
neither able to meet current demand nor adapt to future growth.
3. The facility is not compliant with the Americans with Disabilities Act. Individuals with physical
disabilities, whether temporary or permanent, cannot fully navigate the space.
4. The location is secluded, not on or near public transit routes, and can be difficult to find. The
surrounding area has very little foot traffic, and no nearby businesses or amenities.
5. Supply of available classes and camps - limited by the constraints listed above - is unable to
meet demand, which decreases potential earned revenue.
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More than 2,800 participants use the EAC facilities each year; approximately 65 percent of whom reside
outside of Edina. By developing a new EAC, there is an opportunity to grow the number and percentage of
Edina residents taking part. With just under 1,000 Edina residents actively using the EAC each year, it
currently attracts less than 2 percent of the community. Increasing that percentage is an achievable goal for
a new, improved, and more accessible EAC with a greater number of offerings.
Art and Artists in Edina
The City of Edina owns a collection of original
works of art, referred to as the Public Art
Edina Permanent Collection. The collection
originated in the early 1990s as part of the
activities of the Edina Public Art Committee
(now called Public Art Edina). With assistance
from the Edina Community Foundation and
oversight provided by the Edina Arts and
Culture Commission, works of art are
submitted for review and approval by the
Edina City Council for acceptance in the
Collection.
The Public Art Edina Permanent Collection includes a variety of objects, including: stained glass (2 story
window at Edina City Hall), sculpture (glass, steel, bronze, rock, marble and limestone, Black Belgian
marble, ceramic), photographs, watercolors, pastels, mixed media, and oil paintings. The Collection is
displayed throughout Edina: City Hall, Edina Senior Center, Edina Art Center, Hennepin County Library
Edina Branch, Edina Promenade, Centennial Lakes Park, 50th & France Business District, Grandview
Square Park, and Southview Middle School gymnasium.
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There are currently 40 works of art in the Public Art Edina Permanent Collection. The Collection is
documented at the Edina Art Center (in a binder of information about each work of art in the collection)
and information shared with the public on the Edina Art Center portion of the City of Edina website.
Future use of this valuable collection will provide for greater exposure and appreciation across Edina.
Adding works of art to areas of high traffic in commercial zones can enhance the feel and ambience of
these locations.
The City of Edina is rich with artistic talent and home to many strong supporters of arts and culture.
There are a number of practicing visual artists, musicians, actors and directors, and writers, several of
whom have been nationally recognized and award- winning, who reside in Edina. Deeper relationships
between these artists and the community can be developed with a program of frequent and welcoming
events that connect these individuals with Edina residents.
Edina benefits when arts and culture are incorporated into daily life. As part of demonstrating shared
values across the community, the City of Edina - in collaboration with artists and other creative thinkers -
can develop a set of recommendations as part of the planning process that include spaces and
opportunities to display works of art, venues for performances, and other dedicated community spaces
where residents and visitors can share experiences of arts and culture that enhance Edina’s quality of life.
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Arts and Culture Commission
The Edina Arts and Culture Commission was established in May 2013 to help build a vibrant community
through art and culture, as the Edina City Council finds that the encouragement and enhancement of the
arts in Edina is vital to the social and cultural well-being of the City and its residents. The Edina Arts and
Culture Commission is, by City Ordinance, a formalized independent advisory board of the Edina City
Council.
Along with the Edina Art Center staff, this working Commission guides and supports general
development of artistic initiatives in the City of Edina, including the Edina Art Center. The Commission
provides recommendations to the City Council concerning collaboration, communication, facilities,
activities and programs in arts and cultural activities.
The Edina Arts and Culture Commission works in close collaboration with the City of Edina Government
and all other City Commissions to incorporate the perspective and advantages of arts and culture across
Edina, using the conceptual framework of “How can we help?”
a. Help make Edina an outstanding community in every respect.
b. Help sustain excellent quality of life.
c. Help drive economic impact.
d. Help the community adapt to changes over time.
e. Help teach tolerance and empathy through cultural exchange and exposure.
f. Help other Edina Commissions complete their assigned tasks, from the perspectives of creative
placemaking and community-building.
g. Help ensure that any culture-based efforts in Edina are matched to the community’s distinctive
qualities and resources.
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Summary of Current Conditions
Edina has an opportunity to build on its history of dedicating venues and sponsoring highly-regarded
annual activities that provide arts and cultural experiences to thousands of people. Research has
demonstrated that these resources and activities provide direct benefits to a community and offer lasting,
positive economic impact. A community with vibrant arts and culture keeps residents and their
discretionary spending close to home and also provides jobs and attracts visitors who spend money and
help local businesses thrive. In addition, the City of Edina is rich with artistic talent and home to many
strong supporters of the arts. By taking a coordinated, strategic approach to arts and culture over the
next ten years, Edina will continue to utilize existing resources and also develop additional, improved
venues and initiatives that will serve to embed arts and culture even more deeply into the community.
This will increase the value of living in, working in, and visiting Edina.
Edina: A Community of Learning. Edina has a prized education system of high-quality
public schools. The Arts and Culture chapter of the Comprehensive Plan recognizes the importance of
extending the benefits of education to the entire community, recognizing that art and culture can be
vehicles for expanding awareness, increasing exposure, and instilling values.
Collaborating with Edina public schools and Edina’s various municipal departments, the Arts and
Culture Commission could: involve students and their parents in programs to:
• Create and install visual art in parks, along City streets (consistent with the Living Streets
Policy), and in commercial nodes.
• Develop directional signage for installation along recreational trails
• Recognize and honor the contributions of individuals who founded and built the City.
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Trends and Challenges
Arts and culture occur within the context of time and place. That context includes a number of relevant
trends and challenges that Edina will be facing in the coming years. Each can point the way toward
opportunities for the arts to contribute meaningfully and productively to the community.
Trends
There are numbers of current and near-horizon trends that will have an impact on the way arts and
culture are incorporated into daily life in Edina. Chief among these are:
1. Demographic changes:
• Trends for Minnesota and Edina point to increased diversity and population density.
• As population diversity increases, Edina will face issues of inclusion, equity, and accessibility
around characteristics such as race, socioeconomic class, culture, and creed.
• Aging, especially aging in place, is a demographic trend that will particularly affect Edina.
Ensuring accessibility for all is key.
• Opportunities: Plan arts and culture initiatives that are inclusive of all ages, abilities and
backgrounds. See Goals 1, 3, and 5 below.
2. Interest in lifelong learning continues to grow, with people seeking experiences that inform
and inspire:
• Opportunities: Increase offerings for Edina residents to participate in classes and other
events that combine arts and culture with learning and education for all ages and
abilities. See Goals 1 and 3 below.
3. The definition of “culture” is evolving rapidly and now includes a range of experiences
and activities that involve events at which people gather and interact, in what has been
termed a “meeting of like-minded strangers”.
• Art as activism is increasingly apparent, with artists responding to current events
and community changes.
• Opportunities: Leverage arts and culture initiatives to bring Edina citizens together
as a community. See Goals 1, 2, 3 and 4 below.
4. Technology and social media continue to change rapidly; we can know more and find it
fast, but we can also become isolated and be susceptible to phenomena like fake news or
scams.
• There is also a push back against technology, which recognizes the value of face-to-
face contact (examples include local meet up groups or the maker culture).
• Opportunities: Utilize technology to inform and invite participation in arts and culture
activities. See Goal 1 below.
• It is important to take note of trends that may be specific to the Edina community
5. Shifting demographics and politics - Edina is becoming more heterogeneous, with more points
of view which can differ significantly on some pertinent issues.
6. Commercial development and changes are taking place and/or are planned for areas such as
Southdale, 50th and France, Grandview, and Pentagon Park.
Edina Comprehensive Plan
14. Arts and Culture Chapter – Approved 08-18-20
14-16
7. Opportunities: Use arts and culture activities and perspectives to support a resilient and
cohesive community in Edina. See Goals 1 through 5 below.
Challenges
A number of current and near-horizon challenges will have an impact on the way that arts and culture are
incorporated into daily life in Edina. Chief among these include:
1. The demand for arts and culture experiences is currently out-paced the supply.
• There is an established need for a new Edina Art Center. There is a strong opportunity
to increase both the overall customer base and the percentage of Edina residents taking
part in the offerings of the Edina Art Center.
• Opportunities: Provide additional arts and culture experiences for citizens and visitors
of Edina. See Goals 3 and 6 below.
2. There will be a number of changes to the city, including real estate development
• There can be tension between property development and maintaining historic
continuity. This will have an impact on potential location of a new art center
• Resistance to change is common in most communities, including Edina. That requires a
thoughtful, creative, and community-engaged planning process. As population density
increases, there is a need for an intentional approach to design that allows for necessary
change, but respects history and local neighborhood identity.
• Development plans for the Southdale area are likely to lead to numerous changes to
that part of Edina.
• There are risks in the local retail sector: reduction in bricks-and- mortar retail stores,
likely increases in experiential customer focus, more restaurants and entertainment
venues.
• Opportunities: Incorporate arts and culture perspectives to engage the community, add
creativity, and augment decision-making. See Goals 2, 5, and 6 below.
3. Funding and organizational structures for arts and culture can be improved
• Funding for arts and culture remains a challenge. It is important for arts and culture
efforts in Edina to take a strategic and planned approach to fund-raising and sustainable
funding models. There are opportunities in Minnesota, such as the Legacy Amendment
Funding1, that might be tapped.
• Opportunities: Establish sustained funding models for arts and culture in Edina. See Goal 6
below.
4. Transportation undergoing a number of significant changes
• The next ten years is likely to see an increase in hybrid and electric cars, light rail lines and
services, and the implementation of assisted and/or autonomous vehicles.
1 In 2008, Minnesota passed the Clean Water, Land and Legacy Amendment to the State Constitution. This
Amendment increased state sales tax by three-eighths of one percent, from July 1, 2009 through 2034. A portion of
the revenue (19.75%) is dedicated to The Arts and Cultural Heritage Fund which is used to support arts, arts
education and arts access, and to preserve Minnesota's history and cultural heritage.
Based on current sales tax revenue, Minnesotans will invest more than $1.2 billion in arts and cultural heritage fund
projects and programs over the 25-year life span of the tax.
Edina Comprehensive Plan
14. Arts and Culture Chapter – Approved 08-18-20
14-17
• Edina is also anticipating an increase in walking and bicycling.
• Opportunities: Incorporate a creative placemaking perspective to enable Edina to embrace
change over time. See Goals 2, 4 and 5 below.
Summary of Trends and Challenges
Edina is changing, along with the rest of the region and the country. As demographics shift and the
community evolves, Edina is becoming more heterogeneous, and the investment in efforts that are inclusive
and accessible will provide value. While change can be hard for any community, this can be eased when
leaders are aware of the trends and challenges, so that they can anticipate and plan for the impact they will
have on the city. Arts and culture initiatives can help enable Edina to take advantage of opportunities and
therefore support the city’s overall strategic goals. Those opportunities are reflecting in the Goals and
Policies listed below.
Goals and Policies
As Edina looks forward into the next ten years, there are six major goals for arts and culture that
consider the Trends and Challenges listed above along with the unique needs and resources of Edina.
The City of Edina, through its Arts and Culture Commission, prepares annual work plans that define how
goals will be implemented. The first step in this process is the development of policies that will lead to a list
of tactics or implementation steps. The tactics for arts and culture (presented below) are paired with the
goals and policy statements.
Recognizing that ten years is a long timeframe, the following tactics are listed with an understanding that
they may shift and evolve over time and in response to changing conditions or unforeseen
circumstances.
Edina Comprehensive Plan
14. Arts and Culture Chapter – Approved 08-18-20
14-18
Goal 1: Distribute and promote arts and culture across all of Edina to provide opportunities for
people to come together in the creation and celebration of art and culture, building inclusive
communities.
Policy 1: The City will continue to support and promote arts and culture activities and programs
across Edina.
Goal 2: Leverage the Edina Arts and Culture Commission (ACC) to form strong and enduring
collaborative partnerships between the ACC and other Edina commissions and associations to
incorporate arts and culture into planning and implementation processes.
Policy: The City will incorporate arts and culture into planning and implementation processes by
supporting collaborative partnerships between the ACC and other Edina commissions and associations.
Goal 3: Improve and maintain dedicated spaces and venues for arts and culture; activate each with
dynamic programming that includes a broad array of art forms and expressions accessible to all.
Policy: The City will continue to support dedicated venues for arts and culture, and actively support the
construction of a new Edina Art Center.
Goal 4: Expand and continue to drive awareness of and participation in Edina’s Public Art
program and art collection.
Policy: The City will continue to support the Edina Public Art program and art collection,
including ongoing financial support.
Goal 5: Establish a formal role for artists and other creative thinkers to participate
in forward-looking plans for Edina.
Policy: The City will actively seek and include the perspective of arts and culture to contribute to
decision-making and policy-setting in Edina.
Goal 6: Research, decide on, and implement the necessary funding and governance
plans for supporting arts and culture in Edina.
Policy: The City will work closely with the ACC to plan for sustainable financial support of arts
and culture across Edina.
Edina Comprehensive Plan
14. Arts and Culture Chapter – Approved 08-18-20
14-19
Taken together, these goals and policies will serve to inform the development of the Arts and Culture
Commission’s annual work plans for the next ten years and will enrich community life in Edina, drawing
participation from residents and non-residents alike. The result of this is to reinforce the positive image
of Edina as a preeminent place to live, work, and visit.
The inclusion of a chapter dedicated to arts and culture as part of the 2018 City of Edina Comprehensive
Plan is a powerful statement that recognizes the importance of arts, culture, and creative expression - which
are as valuable to a vibrant and strong community as are quality of life, education, parks and recreational
facilities. By incorporating strategies and objectives for arts and culture that are thoughtfully woven into the
fabric of Edina, the plan increases the benefits to residents and visitors, and works in support of achieving
the inspirational vision for the city as a “… preeminent place for living, learning, raising families and doing
business”.
Date: May 4, 2022 Agenda Item #: IV.
To:Mayor and City Council Item Type:
Reports / Recommendation
From:Perry Vetter, Parks and Recreation Director
Item Activity:
Subject:Joint Meeting: Parks and Recreation Commission Discussion
CITY OF EDINA
4801 West 50th Street
Edina, MN 55424
www.edinamn.gov
ACTION REQUESTED:
None; discussion only.
INTRODUCTION:
Parks and Recreation Commission members will provide an update on current work plan initiatives.
ATTACHMENTS:
Description
2022 PARC Work Plan
Comprehensive Guide Plan - Parks, Open Space, and Natural Resources Chapter
Approved by City Council December 7, 2021
Commission: Parks & Recreation Commission
2022 Annual Work Plan Proposal
Initiative # 1 Initiative Type ☐ Project ☒ Ongoing / Annual ☐ Event
Council Charge ☐ 1 (Study & Report) ☐ 2 (Review & Comment) ☐ 3 (Review & Recommend) ☒ 4 (Review & Decide)
Present information about Parks and Recreation facilities, services, and
systems with up to six community groups.
Deliverable
Presentation
Leads
Good (lead), Haas,
Weaver, Presthus (S)
Target
Completion Date
Progress Q1: Content has been determined around 1) Parks, 2) Recreation Programming, 3) Enterprise Facilities, 4) Funding. Would utilize Town Talk
opportunities and searching for other community-based opportunities. Newly appointed members will meet with leads to onboard for this item.
Progress Q2:
Initiative # 2 Initiative Type ☒ Project ☐ Ongoing / Annual ☐ Event
Council Charge ☐ 1 (Study & Report) ☐ 2 (Review & Comment) ☒ 3 (Review & Recommend) ☐ 4 (Review & Decide)
Report and provide recommendations on alternative funding sources
for park related improvements including parks, facilities, and enterprise
upgrades. The report will include a philanthropic wish list
Deliverable:
Report and recommendation to
Council
Leads
Ites (lead), Haas, Pfuhl,
Doscotch,
Target
Completion Date
Progress Q1: Staff has shared draft information with initiative leads. Newly appointed members will meet with leads to onboard for this item.
Progress Q2:
Initiative # 3 Initiative Type ☒ Project ☐ Ongoing / Annual ☐ Event
Council Charge ☒ 1 (Study & Report) ☐ 2 (Review & Comment) ☐ 3 (Review & Recommend) ☐ 4 (Review & Decide)
Research opportunities to expand volunteer assistance for park
initiatives.
Deliverable
Report to staff.
Leads
Strother (Lead),
Weaver, Welsch
Target
Completion Date
Progress Q1: All leads have been newly assigned to this item and will meet with staff on prior members ideas for this initiaitve.
Progress Q2:
Approved by City Council December 7, 2021
Initiative # 4 Initiative Type ☒ Project ☐ Ongoing / Annual ☐ Event
Council Charge ☐ 1 (Study & Report) ☐ 2 (Review & Comment) ☐ 3 (Review & Recommend) ☐ 4 (Review & Decide)
Provide support with educational opportunities for the Local Option
Sales Tax in the community as needed.
Deliverable
Attend events to share information.
Leads
Doscotch, Ites, Good,
Spanhake
Target Completion
Date
Progress Q1: Leads are willing to support staff driven opportunities on this initiative.
Progress Q2:
Initiative # 5 Initiative Type ☒ Project ☐ Ongoing / Annual ☐ Event
Council Charge ☐ 1 (Study & Report) ☒ 2 (Review & Comment) ☐ 3 (Review & Recommend) ☐ 4 (Review & Decide)
Review and Comment on amendments to the Park ordinances being
recommended by staff for update.
Deliverable
Comment on ordinance updates
Leads
Strother (lead),
Doscotch, Pfuhl,
Presthus (S)
Target
Completion Date
March 2022
Progress Q1: Staff will deliver recommendations for commissioner review.
Progress Q2:
Initiative # 6 Initiative Type ☒ Project ☐ Ongoing / Annual ☐ Event
Council Charge ☐ 1 (Study & Report) ☒ 2 (Review & Comment) ☐ 3 (Review & Recommend) ☐ 4 (Review & Decide)
Review and comment on the proposed Grandview plan. Deliverable
Comment on plan.
Leads
Haas (lead), Pfuhl,
Weaver, Spanhake
Target Completion
Date
Progress Q1: Review conducted as part of Jan. 11, 2022, regular meeting agenda. Engagement on the pedestrian bridge public art component is currently
open for feedback. Will review future opportunities as needed during the HRA process.
Progress Q2:
Edina Comprehensive Plan Park, Recreation and Open Space Chapter Draft
6-1
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
Edina Parks and Recreation Department Vision and Mission
The Parks and Recreation Department’s vision and mission are stated in the 2015 Parks and Recreation
Strategic Plan. This policy plan document can be accessed by clicking on the hyperlink below.
https://www.edinamn.gov/315/Park-System-Strategic-Plan
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.
Edina Comprehensive Plan
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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.”
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
Figure 6.1: City of Edina Parks
and Facilities Map
Edina Comprehensive Plan
6. Parks, Open Space, and Natural Resources Chapter – Approved 08-18-20
6-3
Park amenities at these facilities include baseball and soft ball diamonds; football, soccer, and
lacrosse fields; basketball, tennis, pickleball 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 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.
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 and trails throughout suburban Hennepin County, such as the Nine
Mile Creek Regional Trail in addition to seven park reserves, 12 regional parks, five special recreation
features, and 15 other regional trails. The 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 is a 15-mile multi-use trail that spans the
Cities of Hopkins, Minnetonka, Edina, Richfield, and
Bloomington. It also connects to the Lake Minnetonka
LRT, Minnesota River Bluffs LRT, Cedar Lake LRT,
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 currently enters the City of Edina
from Hopkins over the Bren Road/Londonderry Road
Bridge Interchange at TH-169. From the east, it enters
the City from Richfield at the cul-de-sac of Xerxes
Avenue just south behind Fire Station 2. In 2020 the
Park District anticipates it will construct a safer and
more direct connection under TH-169 that will pass Figure 6.2: Alternative Alignments for
the CP Rail Regional Trail
Source: Three Rivers Park District
Edina Comprehensive Plan
6. Parks, Open Space, and Natural Resources Chapter – Approved 08-18-20
6-4
through the Nine Mile Creek watershed.
Canadian Pacific Rail Regional Trail (CP Rail Regional Trail) – This proposed regional trail was first
identified in the 2030 Regional Parks Policy Plan (adopted in June 2005 as the Southwest Hennepin
Regional Trail West). The regional trail generally follows the existing north/south, Canadian Pacific
Railroad alignment in the City of Edina. Once constructed, it will link the Hyland-Bush-Anderson Park
Reserve in Bloomington to the Nine Mile Creek Regional Trail in Edina. From Edina, the future trail
will connect regional trails in Hopkins, St. Louis Park, Golden Valley, and Crystal.
In 2019, Three Rivers Park District completed a regional trail study and master plan for the south
Edina portion of the CP Rail Regional Trail. Figure 6-2, on the previous page, shows the preferred
alignment through this area along Bush Lake Road, Dewey Hill Road, and Cahill Road.
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 Road 1.61 Acres NW
Browndale 4510 Browndale Avenue .82 Acre NE
Chowen 5700 Chowen Avenue .93 Acre NE
Grandview Square 5213 Grandview Square .60 Acre NW
Kojetin 4201 W. 44th Street 2.69 Acres NE
Lake Edina 4400 Parklawn Avenue 3.10 Acres SE
McGuire W. 69th & McGuire Road 2.00 Acres SW
Melody Lake
Sherwood
5501 Melody Lake Drive
Sherwood Rd. & Edenmoor
4.18 Acres
1.53 Acres
NW
NW
St. Johns W. 60th & St.Johns Avenue .94 Acre NE
Tingdale W. 59th & Tingdale Avenue .67 Acre NW
York Park 5448 York Avenue 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.
Edina Comprehensive Plan
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6-5
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.
Table 6.2: Neighborhood Parks
Park Address Size Quadrant
Alden 6750 Belmore Lane 5.12 Acres NW
Arden 5230 Minnehaha Boulevard 17.75 Acres NE
Cornelia School 7124 Cornelia Drive 10.75 Acres SE
Countryside 6240 Tracy Avenue 9.01 Acres NW
Fox Meadow Blake Rd. & Fox Meadow Lane 3.84 Acres NW
Heights 5520 W. 66th Street 4.00 Acres SW
Normandale 6501 Warren Avenue 10.06 Acres SW
Strachauer 6200 Beard Avenue 4.50 Acres NE
Utley 50th & Wooddale Avenue 5.73 Acres NE
Wooddale W. 50th & Wooddale Avenue 4.70 Acres NE
Yorktown W. 73rd & York Avenue 3.42 Acres SE
Todd Park 4429 Vandervork Avenue 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 Avenue 11.85 Acres NE
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6-6
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
Special Purpose Parks - 7 Parks - 287.11 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 Boulevard 206.00 Acres NW
Richards 7640 Parklawn Avenue 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
Weber Woods 40th Street & France 10.0 Acres NE
Summary of Parks and Natural Resource Parks - 7 Parks – 1,575.94 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) 287.11
Total Parklands & Natural Resource Areas 1,575.94
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6. Parks, Open Space, and Natural Resources Chapter – Approved 08-18-20
6-7
The following are parkland acreage totals per park classification.
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 (ages 6 to 14) 1 sq.mi. 11 78.88
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 7 287.11
Total Parkland & Natural Resource Areas 62 1,575.94
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.
Edina Comprehensive Plan
6. Parks, Open Space, and Natural Resources Chapter – Approved 08-18-20
6-8
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 Road (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
Other Maintained Grass Areas
Table 6.9: Maintained Grass Areas
Park Type Acres
Plazas, Triangles, and Circles 5.00
Storm Water and Drainage Areas 60.00
Total Maintained Grass Areas 65.00
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6-9
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 indicating a
need for 15-20 miles of additional trails in Edina.
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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Policy 1-C: It is the intent of the City to maintain and, when feasible, increase its current park and
open space property The City, on a case by case basis, will 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.
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 the 2015 Comprehensive Parks and
Recreation Strategic Plan, 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. Wildlife will
be nurtured and protected. Animal and bird populations that are considered a threat to public health or
safety, or may be considered hazardous to the environment or infrastructure within Edina, will be
proactively managed.
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
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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.
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).
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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.
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.