HomeMy WebLinkAbout2022-08-08 Parks & Rec Comm PacketAgenda
Parks and Recreation Commission
City Of Edina, Minnesota
Braemar Golf Course - 6364 John Harris Dr.
Monday, August 8, 2022
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 May 10, 2022
B.Minutes: Parks & Recreation Commission June 14, 2022
V.Special Recognitions And Presentations
A.Introduction of Parks and Recreation Summer Intern
VI.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.
VII.Reports/Recommendations
A.Grandview Yard, 5146 Eden Avenue, Project Update
B.Centennial Lakes Park Update
C.2022 Work Plan Updates
D.2023 Work Plan Development Discussion
VIII.Chair And Member Comments
IX.Sta9 Comments
A.Upcoming Meetings and Events
X.Adjournment
The City of Edina wants all residents to be comfortable being part of the public
process. If you need assistance in the way of hearing ampli:cation, an
interpreter, large-print documents or something else, please call 952-927-8861
72 hours in advance of the meeting.
Date: August 8, 2022 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 May 10,
2022
Action
CITY OF EDINA
4801 West 50th Street
Edina, MN 55424
www.edinamn.gov
ACTION REQUESTED:
Approve minutes from the May 10 Parks & Recreation Commission meeting.
INTRODUCTION:
ATTACHMENTS:
Description
Minutes: Parks & Recreation Commission May 10, 2022
Draft Minutes☒
Approved Minutes☐
Approved Date: x/xx/2022
Minutes
City of Edina, Minnesota
Edina Parks & Recreation Commission
Braemar Golf Course
May 10, 2022
7 p.m.
I. Call to Order
Chair Ites called the meeting to order at 7 p.m.
II. Roll Call
Answering roll call were Commissioners Good, Haas, Ites, Pfuhl, Spanhake, Weaver, Welsh and
Student Commissioner Presthus
Absent: Commissioners Doscotch, Strother and Student Commissioner Jha
Staff present: Staff Liaison Perry Vetter, Assistant Director Parks & Natural Resources Tom Swenson,
Assistant Director Recreation & Facilities Tracy Petersen, Recreation Supervisor Laura Fulton and
Administrative Coordinator Janet Canton
III. Approval of Meeting Agenda
Chair Ites made an amendment to Item III to include the Annual Work Plan.
Motion made by Haas to approve the amended meeting agenda. Motion seconded by
Spanhake. Motion carried.
IV. Approval of Meeting Minutes
Motion made by Pfuhl to approve the April 12, 2022 minutes. Motion seconded by Haas.
Motion carried.
V. Community Comment
None
VI. Reports/Recommendations
A. Arts Programming
Recreation Supervisor, Laura Fulton, provided an update and overview of programs and events.
The commission asked Recreation Supervisor Fulton questions regarding sign-up and
programming support.
B. Proposed Braemar Park Master Plan Amendments and Special Project Request for
Braemar Ice Arena Expansion
Staff Liaison Vetter reviewed the proposed Braemar Park Master Plan amendments and special project
request for the Braemar Ice Arena expansion.
Staff answered the commissioner’s questions.
Draft Minutes☒
Approved Minutes☐
Approved Date: x/xx/2022
Commissioners commented on the review pertained to ensuring a long-term strategy for ongoing
capital expenses is developed and supported for the existing arena amenities as well if expansion to a
fourth indoor ice sheet was authorized. They also supported the proposed forward-looking studies, to
ensure that the facilities are well positioned in the future to keep up with market competition and
continue to support user needs and the revenue generation of the improved enterprise operations.
Motion made by Good to recommend to the City Council the amendments to the
Braemar Park Master Plan. Motion seconded by Haas. Motion carried.
VII. Chair and Member Comments
A. 2022 Work Plan
Staff Liaison Vetter asked for any updates on the 2022 Work Plan.
Initiative #1 – Present Information about Parks and Recreation Facilities, Services, and Systems
with up to Six Community Groups. Commissioner Good provided an update and indicated he found
draft documents that he will send out to the group as well as a schedule for upcoming Town Talks. He
noted May 23 is the Fred Richards Master Plan, July 18 is the Braemar Master Plan and September 1 is
the Local Option Sales Tax. He thought it would be important that they also try to get on the agenda
for mid-October.
Initiative #2 – Report and provide recommendations on alternative funding sources for park
related improvements including parks, facilities, and enterprise upgrades. Chair Ites indicated he
received some information from the director that will be sent to the group talking about alternative
funding.
Initiative #3 – Research Opportunities to Expand Volunteer Assistance for Park Initiatives.
None.
Initiative #4 – Provide Support with Educational Opportunities for the Local Option Sales Tax
in the Community as Needed. None.
Initiative #5 – Review and Comment on Amendments to the Park Ordinances Being
Recommended by Staff for Update. Staff Liaison Vetter indicated the City Council asked staff to
forward changes to the commission on amendments that were made.
Initiative #6 – Review and Comment on the Proposed Grandview Plan. Staff Liaison Vetter
updated the commission on the Grandview Plan.
VIII. Staff Comments
A. Informational Items
None.
B. Upcoming 2022 Meetings and Events
Staff Liaison Vetter informed the commission of upcoming 2022 meetings and events.
Draft Minutes☒
Approved Minutes☐
Approved Date: x/xx/2022
IX. Adjournment
Motion made by Good to adjourn the May 10, 2022 meeting at 8:21 p.m. Motion seconded by
Pfuhl. Meeting adjourned.
Date: August 8, 2022 Agenda Item #: IV.B.
To:Parks and Recreation Commission Item Type:
Minutes
From:Perry Vetter, Parks & Recreation Director
Item Activity:
Subject:Minutes: Parks & Recreation Commission June 14,
2022
Action
CITY OF EDINA
4801 West 50th Street
Edina, MN 55424
www.edinamn.gov
ACTION REQUESTED:
Approve minutes from the June 14 Parks & Recreation Commission.
INTRODUCTION:
ATTACHMENTS:
Description
Minutes: Parks & Recreation Commission June 14, 2022
Draft Minutes☒
Approved Minutes☐
Approved Date: x/xx/2022
Minutes
City of Edina, Minnesota
Edina Parks & Recreation Commission
Braemar Golf Course
June 14, 2022
7 p.m.
I. Call to Order
Chair Ites called the meeting to order at 7 p.m.
II. Roll Call
Answering roll call were Commissioners Good, Haas, Ites, Pfuhl, Spanhake, Weaver, Welsh
Absent: Commissioners Doscotch, Strother and Student Commissioners Jha and Presthus
Staff present: Staff Liaison Perry Vetter, Assistant Director Recreation & Facilities Tracy Petersen,
Administrative Coordinator Janet Canton and Community Engagement Manager MJ Lamon
III. Approval of Meeting Agenda
Staff Liaison Vetter noted the introduction of the summer intern should be postponed until the next
meeting.
Commissioner Good Ites indicated he noticed before he came in that the meeting minutes for last
month were truncated in the Commissions packet and should be removed for approval until next
month’s meeting.
Motion made by Haas to approve the June 14, 2022 meeting agenda as amended. Motion
seconded by Spanhake. Motion carried.
IV. Community Comment
None
V. Reports/Recommendations
A. 2023 Work Plan Development Discussion
Community Engagement Manager Lamon gave a PowerPoint presentation on the 2023 Work
Plan Development.
The Commission asked Ms. Lamon questions regarding the 2023 work plan development and
guide.
Staff Liaison Vetter noted there was a memo received from Edina’s Sustainability Manager Grace
Hancock with possible ideas for the open action climate plan for the Commission’s consideration.
He indicated he also included the Comprehensive Guide Plan for the Commission to review.
Staff Liaison Vetter discussed The Climate Action Plan and the Parks & Recreation Commission’s
role.
Draft Minutes☒
Approved Minutes☐
Approved Date: x/xx/2022
Commissioners discussed possible 2023 Work Plan initiatives.
B. 2022 Work Plan Discussion
Staff Liaison Vetter updated the Commission on the local sales tax proposal being discussed at
the Legislation. He answered Commission questions.
Initiative #1 – Present Information about Parks and Recreation Facilities, Services, and Systems
with up to Six Community Groups. Commissioner Good updated the Commission on the progress
of the initiative.
Initiative #2 – Report and provide recommendations on alternative funding sources for park
related improvements including parks, facilities, and enterprise upgrades. Chair Ites updated the
Commission on the progress of the initiative.
Initiative #3 – Research Opportunities to Expand Volunteer Assistance for Park Initiatives. No
update given.
Initiative #4 – Provide Support with Educational Opportunities for the Local Option Sales Tax
in the Community as Needed. No updated given.
Initiative #5 – Review and Comment on Amendments to the Park Ordinances Being
Recommended by Staff for Update. Staff Liaison Vetter updated the Commission on this initiative.
Initiative #6 – Review and Comment on the Proposed Grandview Plan. Commissioner Haas
updated the Commission on the progress of the initiative.
VI. Chair and Member Comments
Received
VII. Staff Comments
A. Informational Items
Received
B. Upcoming 2022 Meetings and Events
Received
VIII. Adjournment
Motion made by Good to adjourn the June 14, 2022 meeting at 8:23 p.m. Motion seconded by
Weaver. Meeting adjourned.
Date: August 8, 2022 Agenda Item #: V.A.
To:Parks and Recreation Commission Item Type:
Other
From:Tracy Petersen, Assistant Director-Recreation &
Facilities Item Activity:
Subject:Introduction of Parks and Recreation Summer Intern Information
CITY OF EDINA
4801 West 50th Street
Edina, MN 55424
www.edinamn.gov
ACTION REQUESTED:
None, informational only.
INTRODUCTION:
Rachel Salzer will be present to introduce herself as the Parks and Recreation Intern.
Date: August 8, 2022 Agenda Item #: VII.A.
To:Parks and Recreation Commission Item Type:
Report and Recommendation
From:Bill Neuendorf, Economic Development Manager
Item Activity:
Subject:Grandview Yard, 5146 Eden Avenue, Project Update Discussion
CITY OF EDINA
4801 West 50th Street
Edina, MN 55424
www.edinamn.gov
ACTION REQUESTED:
Discussion on Grandview Yard project. No formal action requested.
INTRODUCTION:
Bill Neuendorf, Economic Development Manager, will provide an update to the commission about the progress
made on future development of Grandview Yard at 5146 Eden Avenue.
ATTACHMENTS:
Description
Staff Report: Review of Grandview Yard - 5146 Eden Avenue
Grandview Yard 5146 Park Excerpts
August 8, 2022
Chair and Members of Edina Park and Recreation Commission
Bill Neuendorf, Economic Development Manager
Proposed Public Park at 5146 Eden Avenue (Grandview Yard)
Information / Background:
The Edina Housing and Redevelopment Authority (HRA) owns a 3-acre parcel located at 5146 Eden Avenue.
This property was the former location of the Edina Public Works Department. It has been vacant since 2013
when the Public Works Department was relocated to a larger facility.
Over the years, nine different concepts to redevelop the vacant site have been considered (and rejected). In
spring 2022, the Edina HRA directed that a new concept be prepared for consideration. That concept was
presented to this Commission in January 2022 and also presented to the neighbors, Planning Commission
and City Council for initial feedback.
As with previous concepts, the latest proposal takes into consideration the Grandview Seven Guiding
Principles and the related Development Framework. Those materials were prepared by a group of 50+
volunteer community advisors and approved by the City Council in 2012. The latest proposal also
incorporates the new sidewalk and pedestrian bridge that is under construction.
Current Redevelopment Concept:
In June 2022, the Edina HRA entered into sales agreements with United Properties and Jester Concepts to
pursue new for-sale housing and a new restaurant to compliment the new green space.
A formal proposal to re-zone the property to allow the construction has been received by the City and is
scheduled for review and consideration by the Planning Commission and City Council in August and
September 2022. The site design has been done by Terry Minarik and the team at Confluence.
The current proposal is similar to the concept shared with the Park and Recreation Commission in January
2022. The general concept for the new public space includes:
Housing and Redevelopment Authority
Established 1974
STAFF REPORT Page 2
Size and Features
- 0.6 acre in size (same size as Grandview Square Park)
- Tentatively called “Grandview Yard” although other names may be considered
- Available for general public use per City’s typical hours and regulations for public parks
- Passive recreational space, no dedicated sports fields, permanent equipment or water features
- Include public art as attraction
o Artist-designed covered open air structure
o Series of engaging art pieces along the meandering walkway
o Art used to create notable entrance to the new public space
- Approx. 5,000 square feet flat area for day-to-day use and small scale special events
o Adaptable for special events like outdoor music, movies and outdoor kiosks
o Adaptable for potential special events hosted by the restaurant operator
- ADA-accessible
- Public toilets constructed as part of adjacent restaurant building
- Low maintenance native trees and plantings
- No dedicated parking – rely on on-street parking and adjacent public parking structure
Funding
- Construction funded from Edina HRA real estate sales revenue
- Maintenance funded from Parks and Recreation budget
- Future activities and additional amenities not yet funded
Excerpts that show the public park are included in the packet for discussion purposes. The full 54-page
proposal is found here: https://www.bettertogetheredina.org/5146edenave
Presuming that the City Council approves the rezoning of the site in September, there will be several steps
yet to be completed before the new public green space is constructed. Future steps include:
• Obtain community feedback regarding the design elements of the new green space
• Refine design elements and obtain “final” zoning approvals from City Council
• Determine the types, locations, and budgets for the artistic elements to be included in the project
• Clarify the programming relationship between the City and the restaurant operator
• Prepare construction documents for the green space
• Refine construction budget and phasing, if necessary
• Coordinate construction with housing and restaurant partners
Requested Action:
This update is provided for informational purposes only. No formal action is required at this time.
# # #
Grandview
Yard
5146 Eden Avenue SouthEdina, MN 55436
07-25-2022
#75372-22075
SHEET 8
USE OF PROPERTY,
SUBDIVISION
& PHASING PLAN
Grandview Yard Project Narrative
Following the vision of the Grandview Framework, public spaces and private development components are integrated in an overall
site plan that catalyzes continued redevelopment of the Grandview District. The three distinct sites within the overall development
are independent in their uses but connected with overlapping public spaces, and include a new public park, a restaurant with
extensive outdoor amenities and a senior cooperative development bringing residential activity to the site. The site provides an
active edge along Eden Avenue and Arcadia streetscapes with, creating its own unique identity within the district.
PHASE 1: SENIOR COOPERATIVE
The Senior Cooperative on Lot 1 will be 5-stories
of wood framed construction over one and
two levels of garage parking. Building materials
will include a mix of metal panels, glass, and
masonry. Drawings show a unit count of 86
homes. Homes will range in size from 1275 to
1725 square feet. Each home will have two
bedrooms, two bathrooms, and some homes will
include a den or sunroom.
The interior design will include common
areas including a great room, library, rooftop
sky lounge and deck, fitness center and craft
room. A hobby shop, pet care center and bike
storage and repair are located at street level.
Professional landscaping, along with outdoor
activity spaces and seating will be incorporated
into the site plan. Also included are north
and south facing courtyards with grills, fire
pit, activity lawn and seating areas. Each
homeowner will receive one parking stall in the
heated underground garage. This project will
also have a number of additional underground
and second level parking stalls available for
second cars, guests and deliveries. The overall
parking ratio is approximately 1.66 stalls per
unit. The community will include electric car
charging stations; high efficiency windows; LED
lighting throughout; motion sensor lighting in
common areas; individual recycling chutes on
each floor to promote recycling efforts.
Applewood Pointe Cooperatives provide a “for
sale” housing option with high quality finishes
in a low maintenance community-based setting.
Members elect a resident board of directors
responsible for managing the community.
Financing is provided through a 40-year HUD
insured master mortgage. Members choose
from 4 equity tiers with the balance financed
through this mortgage eliminating the need
to secure individual financing. This housing
cooperative will include a 10% affordable
housing component following City policy.
PHASE 2: RESTAURANT
The Restaurant component will reside in the
central portion of the site, Lot 2. The building
will be three levels in design with a lower
(basement) level and first and second levels
above grade. The approximately footprint
size of the building is 4,500 sq. ft. with a total
building size of approximately 13,500 sq. ft. The
site plan includes 31 spaces of surface parking
with convenient access to the restaurant entry.
In addition to surface parking on site, the
restaurant would be served by the Grandview
Parking Structure and pedestrian bridge, along
with valet service provided by the operator.
We intend to bring our blend of focused
hospitality and unique dining experiences to
the City of Edina. As a group, we believe that
an elevated Pizza concept would be warmly
welcomed by the City and its residents. We
would highlight an open hearth for cooking pizza
as well as small plates, entrées and seasonal
vegetables. We would implement a craft cocktail
program that has become a staple within all of
our locations. An amazing wine list is essential,
and we would take an esoteric approach
while incorporating the recognizable labels for
familiarity. We would pair this concept with a
secret/underground bar perfect for a late night
old fashioned, a negroni, or a slice of pizza.
The top floor would boast a private event space
for family gatherings and small businesses while
being utilized for overflow dining when events
are not booked. An expansive outdoor patio
would sit adjacent to the restaurant in which
we hope to extend the season and welcome
guests during the spring and fall. The patio
would open up to the outdoor lawn which gives
us an opportunity to welcome all residents in a
community gathering space. We would activate
the lawn all year round in conjunction with the
City and programmed activities.
PHASE 3: GRANDVIEW YARD
Grandview Yard, Lot 3 of this development,
will be the new public green space located
in the center of the Grandview District in the
location anticipated in the 2012 Development
Framework. This will be a passive-style public
green space intended to serve the residents,
employees and customers in the Grandview
District and surrounding neighborhoods. It is
intended to work together with the restaurant
and other adjacent businesses to attract people
to the area while also encouraging them to stay
in the area. The green space will be integrated
with the new pedestrian bridge that connects
properties on both sides of the train tracks.
This outdoor space will include heavily
landscaped areas, seating walls and other
streetscape amenities and will be complemented
by public art elements in strategic locations.
The Yard will interface with the adjacent
restaurant to create an activated and desirable
community destination. Permanent public toilets
are intended to be constructed as part of the
restaurant building to provide another amenity
for visitors to the park.
While much of the site is sloped, a large area is
intentionally designed to be a flat field capable
of accommodating passive recreational activities
on a daily basis. The field is also intended
to host small scale special events such as
outdoor movies or outdoor music. This field
also provides an opportunity for synergistic
programming opportunities with the restaurant.
The location of the green space is intended to
serve all adjacent commercial properties. It is
intended to serve as a catalyst to be enhanced
by future redevelopment of properties to the
north and east. Over time, this green space is
anticipated to become the core of the public
realm areas in the Grandview District.
Component(North to South)Site Area Building Area (Total GSF)FAR Residential Units On-Site Parking Count Off-Site Parking Count
Grandview Yard 31,641 SF ----------
Restaurant 31,148 SF 13,356 SF .43 --31, plus valet --
Grandview Parking Structure**----------273
Senior Cooperative 73,835 SF 228,080 SF 3.09 86 143 --
TOTAL*136,624 SF 241,436 SF 174 273
*Not including land dedicated to public right-of-way
**Off-site existing parking structure for park users, restaurant customers & employees
Site & Building Program Summary
SENIOR
COOPERATIVE
LOT 1
RESTAURANT
LOT 2
GRANDVIEW YARD
LOT 3
Grandview
Yard
5146 Eden Avenue SouthEdina, MN 55436
07-25-2022
#75372-22075
SHEET 9
RESPONSE TO
SKETCH PLAN
GRANDVIEW
YARD
RESTAURANT
SENIOR
COOPERATIVE
1 2
5
6
3
4
7
7
8
9
10
11
12
13
14
1
2
3
4
5
6
7
8
9
10
11
12
13
14
SITE-WIDE LANDSCAPE & TERRACE CONCEPT
PUBLIC ART SCULPTURES & INTERACTIVE
ARTWORK LOCATED IN PROMINENT AREAS
FUTURE ARTISTIC GAZEBO
FUTURE SERIES OF ENGAGING ART ELEMENTS
RESTAURANT/COMMUNITY OUTDOOR
COOKING & DINING EXPERIENCE
PEDESTRIAN CONNECTIONS ACROSS SITES
MULTI-FUNCTIONAL OUTDOOR ACTIVITY SPACES
RECESSED & HIGHLY ARTICULATED FACADES TO
FACILITATE BUILDING SCALE
RESIDENT BALCONIES ALONG ARCADIA AVENUE
TO PROMOTE ACTIVITY & RECESSED TO PROMOTE
SAFETY
INCORPORATED BUILDING CIRCULATION INTO
LANDSCAPE TERRACES
STAIRWAY CONNECTIONS TO ARCADIA
PUBLIC ART SCULPTURES LOCATED IN PROMINENT
AREAS
SITE-WIDE LANDSCAPE & TERRACE CONCEPT WITH
SEATING TO ACTIVATE PEDESTRIAN INTERACTION
STREET CONNECTION AT SOUTH OUTDOOR PLAZA
Grandview
Yard
5146 Eden Avenue SouthEdina, MN 55436
07-25-2022
#75372-22075
SHEET 11
RENDERED
SITE SECTION
OVERALL SITE
PROPOSED SECTION
PROPOSED GRANDVIEW YARD
PROPOSED SENIOR COOPERATIVE
Grandview
Yard
5146 Eden Avenue SouthEdina, MN 55436
07-25-2022
#75372-22075
SHEET 12
LANDSCAPE
CHARACTER & ART
INSPIRATIONAL IMAGES
OVERALL SITE
GRANDVIEW
YARD
TERRACE
SEATING
PUBLIC EVENT LAWN
ADA PED
ROUTE
PRIVATE
ACTIVITY
AREA
OUTDOOR
DINING
ARCADIA AVE SECTIONENTRY
PLAZA
OUTDOOR
PLAZA
RESTAURANT
PARKING
EXISTINGRAILROADSERVICE
AREA
RESTAURANT
VALET
PUBLIC
RESTROOM
PED
BRIDGE
SHORT
TERM
PARKING
UPPER
PARKING
ACCESS
LOWER
PARKING
ACCESS
LANDSCAPE
TERRACE +
PUBLIC ART
AMENITY
COURTYARD
PUBLIC ART IS PROPOSED TO BE INTERWOVEN THROUGHOUT THE
PUBLIC REALM AREAS INCLUDING THREE INSTALLATIONS IN THE YARD:
AT THE PEDESTRIAN ENTRANCE ALONG ARCADIA, COVERED OPEN AIR
GAZEBO ADJACENT TO THE PUBLIC EVENT LAWN, ENGAGING SERIES OF ART
ELEMENTS ALONG THE ADA PEDESTRIAN ROUTE. ADDITIONAL PUBLIC ART
IS ANTICIPATED IN STRATEGIC LOCATIONS OF THE SENIOR CO-OP SITE.
SENIOR
COOPERATIVE
Grandview
Yard
5146 Eden Avenue SouthEdina, MN 55436
07-25-2022
#75372-22075
SHEET 18
RENDERING #6
OVERALL SITE
AERIAL FROM WEST
TERRACE
SEATING
ADA PED
ROUTE
OUTDOOR
DINING
RESTAURANT
PARKING
PARKING
SERVICE
AREA
RESTAURANT
VALET
PUBLIC
EVENT LAWN
PRIVATE
ACTIVITY
AREA
FUTURE
ARTISTIC
GATEWAY
FUTURE ARTISTIC
GAZEBO
FUTURE SERIES
OF ENGAGING
ART PIECES
Grandview
Yard
5146 Eden Avenue SouthEdina, MN 55436
07-25-2022
#75372-22075
SHEET 27
LANDSCAPE
PLAN
OVERALL SITE
Grandview
Yard
5146 Eden Avenue SouthEdina, MN 55436
07-25-2022
#75372-22075
SHEET 29
SITE PLAN
INSPIRATIONAL IMAGES
GRANDVIEW YARD
Grandview
Yard
5146 Eden Avenue SouthEdina, MN 55436
07-25-2022
#75372-22075
SHEET 30
RENDERING #1
GRANDVIEW YARD
AERIAL FROM EAST
Grandview
Yard
5146 Eden Avenue SouthEdina, MN 55436
07-25-2022
#75372-22075
SHEET 31
RENDERING #2
GRANDVIEW YARD
AERIAL FROM SOUTHEAST
Grandview
Yard
5146 Eden Avenue SouthEdina, MN 55436
07-25-2022
#75372-22075
SHEET 32
RENDERING #3
GRANDVIEW YARD
STREET VIEW FROM ARCADIA
Grandview
Yard
5146 Eden Avenue SouthEdina, MN 55436
07-25-2022
#75372-22075
SHEET 33
RENDERING #4
GRANDVIEW YARD
SIDEWALK VIEW FROM NORTH
Grandview
Yard
5146 Eden Avenue SouthEdina, MN 55436
07-25-2022
#75372-22075
SHEET 39
RENDERING #1
RESTAURANT
AERIAL FROM SOUTH
Date: August 8, 2022 Agenda Item #: VII.B.
To:Parks and Recreation Commission Item Type:
Report and Recommendation
From:Tracy Petersen, Assistant Director-Recreation &
Facilities Item Activity:
Subject:Centennial Lakes Park Update Information
CITY OF EDINA
4801 West 50th Street
Edina, MN 55424
www.edinamn.gov
ACTION REQUESTED:
None, informational only.
INTRODUCTION:
Tiffany Bushland, General Manager, will provide an update and overview of Centennial Lakes Park services and
operations.
Date: August 8, 2022 Agenda Item #: VII.C.
To:Parks and Recreation Commission Item Type:
Report and Recommendation
From:Perry Vetter, Parks and Recreation Director
Item Activity:
Subject:2022 Work Plan Updates Discussion
CITY OF EDINA
4801 West 50th Street
Edina, MN 55424
www.edinamn.gov
ACTION REQUESTED:
Discuss and provide updates to the 2022 Commission Work Plan.
INTRODUCTION:
The 2022 Commission Work Plan is attached for discussion and updates.
ATTACHMENTS:
Description
2022 PARC Work Plan
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.
City Council Feedback: Council suggested to review any PTO groups for possible presentations.
Progress Q3:
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:
Progress Q3:
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 initiative.
Progress Q2:
Approved by City Council December 7, 2021
Progress Q3:
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.
City Council Feedback: Ensure commissioners receive educational materials.
Progress Q3:
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.
City Council Feedback: Suggested having Race and Equity review prior to bringing forward changes.
Progress Q3:
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.
Progress Q2: HRA took action on the sale of the project during its June 2, 2022 agenda.
Progress Q3:
Approved by City Council December 7, 2021
Date: August 8, 2022 Agenda Item #: VII.D.
To:Parks and Recreation Commission Item Type:
Report and Recommendation
From:Perry Vetter, Parks and Recreation Director
Item Activity:
Subject:2023 Work Plan Development Discussion Discussion
CITY OF EDINA
4801 West 50th Street
Edina, MN 55424
www.edinamn.gov
ACTION REQUESTED:
None, discussion only on the generation of the 2023 Parks and Recreation Commission Work P lan.
INTRODUCTION:
The Commission will begin the process to begin work on the 2023 work plan. While the current, 2022 work plan,
is still in progress the 2023 draft plan must be finalized by the August meeting and recommended by the
commission via motion. Chair Ites will present the proposed work plan for City Council review in early October.
An update for the 2023 planning is to review the City's Climate Action Plan (CAP) and make an effort to include
one initiative that can assist in the further implementation of that plan. A memo from the City’s Sustainability
Manager and staff liaison to the Energy and Environment Commission Grace Hancock is attached for review.
For more background on the CAP please visit https://www.edinamn.gov/1779/Climate-Action or search "Climate
Action" at www.EdinaMN.Gov
ATTACHMENTS:
Description
2023 Commission Climate Action Menu
Comprehensive Guide Plan - Parks, Open Space, and Natural Resources Chapter
Strategic Plan Executive Summary
Strategic Plan Appendix A Implementation Framework
2023 Idea Generation List - V1
2023 Work Plan Template
City of Edina • 4801 W. 50th St. • Edina, MN 55424
Department Name
Phone 952-927-8861 • Fax 952-826-0390 • EdinaMN.gov
Date: 06/01/2022
To: Edina Boards and Commissions
From: Grace Hancock, Sustainability Manager
Subject: Edina Commission Climate Action Menu: 2023 Work Plan options
Attachment: 2023 Commission Climate Action Menu
Background: The City’s first Climate Action Plan (CAP) was approved at the end of 2021 with 36
strategies supported by 200 actions. The CAP identifies the City’s GHG emission reduction target of 45%
below 2019 levels by 2030 and achieve net zero emissions by 2050. The CAP’s goal is to help those who
live and work in Edina imagine and achieve a future where the Earth and all who live on it thrive.
For more information, the Climate Action Plan was the subject of a 2021 Town Talk, viewable here:
https://www.bettertogetheredina.org/town-talks/forum_topics/sustainability-climate-action-plan
In 2022, City staff kicked off the implementation of the CAP, undertaking ~60 actions, along with a few
actions led by Commissions. With feedback from the Energy and Environment Commission, the
Sustainability Division has informed City Council that it will ask that each Commission consider adding a
Climate Action to its 2023 work plan.
Attached is a refined list of Climate Actions that are suitable for Commission leadership. Some have been
identified as especially suitable for certain Commissions, but all are available for all Commissions to
consider for their 2023 work plan. These actions were chosen based on the nature of Commission work –
resident volunteers who advise Council based on their Commission Charge. The intent for any Climate
Action undertaken by a Commission is to study the issue and identify what's possible for Council to
consider as next steps. It is not expected that Commissions accomplish the Action within one year, rather
it is hoped that Commissions can lend their resident perspective and expertise to make meaningful
contributions to the progress of any action they choose to undertake.
Action Requested: Commissions should discuss the Climate Action Menu as part of their 2023 work
plan development process. Commissions should consider including one Climate Action in their 2023 work
plan, and be prepared to mention how their work aligns with the Climate Action Plan when presenting to
City Council. For clarifying questions related to any Climate Actions, Commission Chairs should contact
the EEC Chair and/or Vice Chair.
EEC Chair: Hilda Martinez, hildakimx99@gmail.com
EEC Vice Chair: Michelle Horan, mhoran00@gmail.com
Strategy Action
Potential Commission
Work Plan
Buildings & Energy 1-5 Partner with local organizations and businesses to educate the public and promote the adoption of energy efficiency habits like purchasing high-
efficiency equipment, turning the lights off in unused spaces and at night, having efficient indoor temperature control, and promote home energy
audits among their staff and students.
BE 1-7 Create a welcome packet for new businesses and residents, which will provide information on all the energy efficiency improvement resources and opportunities.
BE 1-13 Establish a performance ratings/labeling program for all homes listed for sale or rent so that owners, tenants and prospective buyers can make
informed decisions about energy costs and carbon emissions. Rating program to require Energy Audit/Energy Efficiency Program participation.
EEC
BE 4-2 Partner with institutions and businesses within Edina to secure commitments to reduce operational greenhouse gas emissions in line with the goals
of this Climate Action Plan, achieving carbon neutrality by 2050.
BE 4-5 Create an educational program to inform residential and commercial properties about renewable energy opportunities including technologies that
eliminate on-site fossil fuel use.Economic
Development CE 1-4
Promote Edina as an environmentally friendly destination by highlighting the businesses that are taking steps to reduce resource consumption
(Green Business Recognition program).EEC
Greenspace GS 1-4
Update City’s Landscape ordinance to include a minimum tree coverage per lawn area or per impervious surface coverage for all new construction
or expansion projects. Explore options for decrease of turf grass/lawn coverage and increase of wildflower/prairie grass coverage requirements.
GS 1-7
Prioritize planting and preservation of native species of plants and trees and species of plants and trees adaptive to climate change on public and
private property through education, incentives and other promotional programs. Ensure that landscaping requirements articulated in the zoning code include the preservation of the maximum possible number of existing trees, the use of native plantings and the preservation of natural areas
whenever possible.
GS 2-2 Remove and ease lawn/grass requirements in ordinances.
GS 2-6
Establish a policy to require the use of native plants in landscaping at City-owned properties. Continue natural vegetation conversion for passive
park areas. Add 110 Acres of native plant and pollinator restoration area on City Property by 2040.EEC
GS 2-7
Establish a policy and Identify, create, and promote incentives to assist homeowners and households with low incomes by covering some of the cost
of converting traditional lawns by planting pollinator friendly food gardens, permaculture, wildflowers, clover or native grasses in an effort to slow
the collapse of the state’s bee population.
GS 2-8
Develop educational and informational resources providing information on benefits of and strategies for reduced and repurposed lawn space
including: native plantings, "carbon gardening" strategies for ornamental gardens, and produce gardens, tree profile rebuilding, elimination of
synthetic fertilizer and pesticide use, high mow deck settings, use of biochar amendments, polyculture lawn mixture and other beneficial
greenspace practices included in this CAP.
Environmental
Health HS 2-2
Add climate preparedness elements to public health programs already aimed at vulnerable populations and low-income households and dedicate
increased funding to accommodate demand for public health services among at-risk populations. CHC
HS 4-3
Support, leverage create relationships with, and enhance community networks and connections for those who require special attention, such as
people who are elderly, homebound, disabled, isolated, or those likely to be in need of financial assistance during or after extreme weather events (heat, cold and heavy precipitation).CHC
Local Food LF 1-
2
Support existing school and community gardens and provide opportunities to expand community growing spaces with a focus on locating garden
infrastructure to serve youth, immigrant, and people with lower incomes or who are experiencing food insecurity. Community growing and garden
spaces may include use of park space, unused city owned space, or public right of way/boulevard areas. Program should prioritize conversion of
impervious spaces to garden space and preservation/increase of overall green space benefit. Provide on-going promotion, communication, and
education of the sites and opportunities including appropriate translated and accessible content.
LF 1-4
Incentivize and reward soil best management practice for urban lawns, gardens, landscaping, parks, open spaces, prairies, environmentally sensitive
areas, and agricultural land uses.EEC
LF 4-2
Establish an Green Business Refrigeration upgrade cost sharing incentive program providing a 25% matching grant for qualified buildings and
applicants to switch to green refrigeration practices. EEC
Transportation & Land Use TL 3-
2
Eliminate parking minimums to reduce surface parking and institute new parking pricing models to maintain 85% utilization (performance-based
parking, off-street parking tax, dynamic pricing, etc.) PC/ETC
TL 3-7
Allow and encourage the construction of accessory dwelling units ("ADU") to increase rental opportunities in both established neighborhoods and
new development. This will add additional housing options for the City’s workforce, seniors, families with changing needs, and others for whom
ADUs present an affordable housing option. PC
TL 4-5
Develop incentive and educational programs to transition lawn care companies and homeowners from using fuel-burning lawn equipment (e.g., lawn mowers, blowers) to electric.EEC
TL 1-5
Establish a branded communications campaign to promote increased alternative transportation use, with a particular focus on short distance trips
(ie <2 miles) including school and other daily commutes.ETC
Waste WM 1-2
Support collaborative consumption community projects, such as neighborhood compost projects, tool libraries, and repair cafes through mini-grant programs.
WM 2-3
Conduct an organics waste collection pilot project with a sample of City businesses to test the interest, methodology, and amount of commercial
food waste that would need to be accommodated by a commercial organics collection program. Explore possible incentives for food retailers,
restaurants, and institutions to participate in food waste reuse and recycling programs.
WM 3-2 Explore a requirement that all waste be recycled or salvaged at large construction sites.
WM 4-5 Promote and partner to support a Fix It Fair at the Library and create a resource list for reuse.
W 1-3
Facilitate reduction of water use by top customers annually through an opt-in water reduction program targeting water reduction goals of 20% or
more per site. Offer free technical resources to large institutions and businesses to identify specific opportunities for employees or customers to
conserve water and incorporate water efficiency into internal operations. Program can be coordinated with the City's Waste Audit and Diversion Assistance program. Goal: 30 business water use audits completed annually with customers engaged in measuring and reducing water
consumption.
W 1-6
Conduct a Water Conservation "challenge" campaign ask participants to reduce water consumption through water use behavior change strategies,
irrigation system utilization, and replacement of fixtures like shower heads with WaterSense certified fixtures.
WM 1-3
Explore options for waste hauling improvements supporting CAP goal achievement, including modifications to City's existing licensure process and
requirements as well as organized waste hauling strategies.
Edina Commission Climate Action Menu: 2023 Work Plan options
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
6. Parks, Open Space, and Natural Resources Chapter – Approved 08-18-20
6-2
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
6. Parks, Open Space, and Natural Resources Chapter – Approved 08-18-20
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
Edina Comprehensive Plan
6. Parks, Open Space, and Natural Resources Chapter – Approved 08-18-20
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
Edina Comprehensive Plan
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
Edina Comprehensive Plan
6. Parks, Open Space, and Natural Resources Chapter – Approved 08-18-20
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.
Edina Comprehensive Plan
6. Parks, Open Space, and Natural Resources Chapter – Approved 08-18-20
6-10
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
Edina Comprehensive Plan
6. Parks, Open Space, and Natural Resources Chapter – Approved 08-18-20
6-11
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).
Edina Comprehensive Plan
6. Parks, Open Space, and Natural Resources Chapter – Approved 08-18-20
6-12
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.
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:
$$$
$$$
$$$
PARKS, RECREATION & TRAILS STRATEGIC PLAN | A-1
IMPLEMENTATION FRAMEWORK
APPENDIX A
A-2 | CITY OF EDINA
APPENDIX A
Our vision/ mission for Natural Resources and sustainable parks is to protect and
restore our natural resources and maximize the ecosystem services that parks
provide to the community.
NATURAL RESOURCES AND
SUSTAINABLE PARKS
STRATEGY 1.1
Create a full-time position for a Natural Resource Manager to lead and manage natural resource preservation and
education efforts - as recommended in 2013 Urban Forest Task Force report (UFTF).
Tactic Implementation
Year
Performance Measure
1.1.1 Hire a qualified Natural Resources Manager.2016 Full-time position created.
1.1.2 Prioritize work tasks such as working to complete
NRI and management plan, applying for grants, developing
connections with other departments, leading environmental
education efforts, membership on City Commissions,
assisting with wildlife issues, invasive species (buckthorn),
and coordinating volunteer efforts.
2020
Completion of NRI and
management plan, successful
grant applications.
STRATEGY 1.2
Complete a comprehensive Natural Resources Inventory (NRI) on all Park properties with an emphasis on existing
resources protection and invasive species assessment and management.
Tactic Implementation
Year Performance Measure
1.2.1 Adopt a City-wide policy of no net loss of natural areas
and open spaces.2016 Update database.
1.2.2 Collect all existing data and studies conducted into
one centralized document.2017 Completed report.
1.2.3 Hire a qualified consultant to complete NRI and
management plan.2018 Completed NRI &
Management Plan.
1.2.4 Maintain and update existing tree inventory and
database with an emphasis on invasive and disease
susceptible species and heritage trees.
Ongoing Update database.
1.2.5 Identify and protect the City’s highest quality natural
resources and areas.2017 Completed NRI, policy to not
impact identified areas.
1.2.6 Apply for grants to assist in control invasive species -
http://www.invasivespeciesinfo.gov/toolkit/grantsrequests.
shtml
2016 per grant
schedule
Submit application and
receive a grant.
NATURAL RESOURCES GOAL 1 - PROTECT, ENHANCE, AND RESTORE THE CITY’S NATURAL RESOURCES
AND NATURAL AREAS.
PARKS, RECREATION & TRAILS STRATEGIC PLAN | A-3
APPENDIX A
STRATEGY 1.3
Increase connections and access to natural areas and environmental resources.
Tactic Implementation
Year Performance Measure
1.3.1 Create programs that provide education and get
residents outside to experience natural resources throughout
the City (e.g. Master Naturalist programs, seasonal education
walks, etc.)
2016 Create 1 new program or tour
by 2016
1.3.2 Coordinate access with system wide trails plan.2018 Completed NRI & Manage-
ment Plan
1.3.3 Identify low-use park land areas that could be
converted to native or low input ground covers to lessen
maintenance and provide greater habitat.
2018
Concept plans outlining
areas for conversion of turf.
Individual park master plans
1.3.4 Incorporate more native landscaping and native gar-
dens into parks. Work with existing volunteer base - Garden
Club.
2018 Create one native plant
demonstration garden
1.3.5 Study feasibility of creating infrastructure to
support environmental education initiatives (e.g. outdoor
amphitheaters, natural playgrounds, picnic pavilions, etc.) -
evaluate potential sites and case studies. Consider Bredesen
and areas on north side of 62 that are currently under served
with facilities.
2019
ID funding for an
Environmental Learning
Center
1.3.6 Develop natural resource based education and
volunteer programs that develop a strong connection with
community/ neighborhood centers.
2018 New programs and/ or
partnerships in place by 2017.
1.3.7 Continue with and build upon existing successful
programs such as the buckthorn removal program.Ongoing Visible buckthorn reduction
1.3.8 Develop partnerships with non-profits, education
agencies, and other environmental education associates 2017 New programs and/ or
partnerships in place by 2017
1.2.7 Prioritize the next 5 years of restoration goals, invasive
species control efforts, and maintenance operations.2017
Completed NRI &
Management Plan and
budget.
A-4 | CITY OF EDINA
APPENDIX A
STRATEGY 2.2
Develop more sustainable parks and trails infrastructure that are resilient to impacts of climate change.
Tactic Implementation
Year Performance Measure
2.2.1 Conduct a climate change risk assessment for all Parks
facilities, infrastructure, vegetation, and areas susceptible to
extensive storm damage.
2018 Complete climate change
risk assessment.
2.2.2 Use the Sustainable Sites Initiate (SITES®) as a guide
for for new park development and retrofits, and to create
a green operations plan. SITES® is the landscape and site
equivalent to LEED and is the most comprehensive guide and
objective sustainability rating system for the landscape www.
sustainablesites.org
2017
Utilize SSI checklist for all
new and major renovation
projects.
2.2.3 Utilize Leadership in Energy & Environmental Design
(LEED), Minnesota’s B3 program, and/or the Living Building
Challenge to guide future parks and facilities renovations and
new construction projects. Prioritize energy efficiency, water
conservation and other building functions with direct cost
impacts.
2018
Integrate into all master
plans and redevelopment
guides. Hire only LEED
certified consultants.
Require LEED certification
for new buildings.
STRATEGY 2.1
Maintain excellence in park maintenance operations, continue to explore environmentally friendly/ sustainable
practices, and increase natural areas maintenance expertise and ability.
Tactic Implementation
Year Performance Measure
2.1.1 Follow recommendations of the 2013 UFTF report.2016 Review items from report for
completion.
2.1.2 Educate residents on current initiatives (e.g. turf grass
maintenance).2017
Create marketing materials
and post in park and/or give
presentations throughout City.
2.1.3 Complete cost/ benefit analysis of the long term cost/
benefits of turf grass maintenance vs. natural areas and
communicate results to Park Board, City Council, and Public.
2018
Create marketing materials
and post in park and/or give
presentations throughout City.
2.1.4 Identify key species or planting strategies to be used
throughout the City that maximize benefits and minimize
future maintenance - work with Garden Club to grow.
2018 Complete 1 native plant
demonstration garden in park.
2.1.5 Provide training for Park Maintenance staff to maximize
efficiency and quality of natural resource management.2018 Natural resource management
plan informed training.
2.1.6 Consider hiring or supplementing natural resource
maintenance activities with an outside consultant.2018 Identify maintenance and
operations responsibilities.
NATURAL RESOURCES GOAL 2 - CREATE MORE RESILIENT AND SUSTAINABLE PARKS, FACILITIES AND
LANDSCAPES.
PARKS, RECREATION & TRAILS STRATEGIC PLAN | A-5
APPENDIX A
NATURAL RESOURCES GOAL 3 - PROTECT AND RESTORE EDINA’S WATER RESOURCES.
STRATEGY 3.1
Maintain the Park System’s flood storage abilities and follow floodplain regulations.
Tactic Implementation
Year Performance Measure
3.1.1 Coordinate with Engineering Dept. to meet changing
regulations and integrate into future planning and master
planning projects.
Ongoing
Yearly review of regulations,
review all projects as
proposed.
3.1.2 Coordinate with Engineering Dept. to consider joining
Hennepin County’s Wetland Health Evaluation Program
(WHEP) that engages community members in monitoring
wetland and water quality. ) http://www.mnwhep.org/
2017 Program membership.
3.1.3 Explore opportunities to plant buffers on ponds, lakes,
and streams within park property to prevent against erosion
and provide habitat.
2017-2020
New water quality buffers
established in parks each
year and/or in concert with
adjacent City work.
STRATEGY 3.2
Improve Edina’s water resources through the Park System.
Tactic Implementation
Year Performance Measure
3.2.1 Partner with Nine Mile and Minnehaha Creek Watershed
Districts on public education efforts focusing on lawn care
management practices that improve water quality and
increase wildlife habitat.
2018 Identify and implement 1 pilot
project in a park.
3.2.2 Reduce impervious surfaces and integrate green
infrastructure and stormwater BMPs to treat runoff from all
park and facilities impervious surfaces.
2018 Identify and implement 1 pilot
project in a park.
3.2.3 Partner with Environmental Engineering Dept. to identify
opportunities to increase water quality throughout the City
- identifying opportunities to treat City stormwater on Park
property to benefit both.
2017
Apply for planning grant
to study opportunities
for integrating green
infrastructure - Create a
master plan with grant funding
from Watershed District to
analyze.
3.2.4 Minimize potable water use for irrigation by reducing
irrigation needs, increasing irrigation system efficiency, and
providing alternative water sources.
2017 Evaluate current water usage
annually.
A-6 | CITY OF EDINA
APPENDIX A
STRATEGY 3.3
Provide more active and passive recreation opportunities and educational efforts focused on water resources.
Tactic Implementation
Year Performance Measure
3.3.1 Continue support of popular fishing programs such as
MnDNR’s learn to fish, and explore other similar opportunities
to engage youth in natural resource based outdoor activities.
2015 Ongoing
Continue existing programs
and develop 1 new youth
focused natural resource
program by 2016.
3.3.2 Expand fishing access opportunities with increased fish
habitat, fishing infrastructure, and programs on Lake Cornelia,
and Centennial Lake.
2016
Develop one new fishing
program and/or access
infrastructure at 1 park.
3.3.3 Partner with Nine Mile Creek and Minnehaha Creek
Watershed Districts to take advantage of their water quality
education programs.
2015
Participate in a minimum of
1 program and provide links
to programs through Parks
website and
3.3.4 Develop signage for passive interpretation of water
resources. Focus on popular and/ or quality resources such
as Minnehaha Creek, Nine Mile Creek & Trail, etc.
2018 Install signs at key water
access areas
PARKS, RECREATION & TRAILS STRATEGIC PLAN | A-7
APPENDIX A
PARKS, OPEN SPACE & TRAILS
Our vision for parks, open spaces, and trails is to ensure parks are a source of
community pride by providing a balance of active and passive spaces that
are well connected and reflect high quality design principles and maintenance
standards; allowing all residents to engage in healthy activities.
PARKS GOAL 1- PROMOTE CONNECTIONS TO THE PARK SYSTEM WITHIN THE CITY, AND TO THE
SURROUNDING REGION
STRATEGY 1.1
Prioritize the development and implementation of a multi-use trail network that connects parks and facilities together,
and connects to key destinations throughout the City.
Tactic Implementation
Year Performance Measure
1.1.1 Achieve a .75 miles per 1,000 people goal for hard
surface trails to connect neighborhoods, major attractions
(historical and cultural), and community parks via trails.
2016-2026
Add 15 additional miles of
trail to meet 2019 population
projections (in addition to Nine
Mile Creek trail).
1.1.2 Coordinate with Engineering to seek funding to support
developing a system of on street shared lanes, separated
bike lanes, and off-street hard surface trails connecting to
parks. Prioritize off-street trails and separate bike lanes.
Ongoing Dollars committed in the 2016
budget to trail implementation.
1.1.3 Coordinate with Engineering Department
and collaborate with other Community programs
including Bike Edina, Edina Living Streets
program, Active Routes to Schools, Sidewalk
Priority Plan, and Capital Improvement Plan.
Ongoing
Identify shovel ready projects
and commit dollars in the 2018
budget
1.1.4 Provide facilities to support existing trails and the
new Nine Mile Creek Regional trail e.g. - restrooms, drinking
fountains, and appropriate waste/ recycling facilities.
2020
Identify facility needs and
incorporate into capital
improvements plan.
1.1.5 Provide facilities in parks to fully supported
bicycle use including adequate bike parking and racks,
bicycle library, covered parking, tandem bikes for senior,
bike trailers for families, and repair stands, etc...
2020 Identify shovel ready projects
and commit dollars to 2020.
A-8 | CITY OF EDINA
APPENDIX A
STRATEGY 1.3
Market parks and programs throughout the city to inform residents of offerings.
Tactic Implementation
Year Performance Measure
1.3.1 Dedicate communications staff to EPRD efforts. 2016 Dedicate communications
staff for.
1.3.2 Present this Strategic Plan across departments and
community groups that may be unfamiliar with it to build
connections.
2015 Presentations to non-
traditional groups.
1.3.3 Create and implement a naming policy for parks and
future facilities.2016 Integrate into Parks plan by
2017.
PARKS GOAL 2 - ENSURE EXCELLENCE AND EQUITABLE ACCESS TO PARKS FOR ALL RESIDENTS.
STRATEGY 2.1
Pursue Commission for Accreditation of Park and Recreation Agencies (CAPRA) Accreditation and strive for Gold
Medal Recognition.
Tactic Implementation
Year Performance Measure
2.1.1 Research CAPRA requirements, highlight where EPRD
has gaps, and develop plan to achieve requirements.2017 Apply and achieve CAPRA
accreditation.
2.1.2 Apply for Gold Medal Award.2020 Receive Gold Medal Award
recognition.
STRATEGY 1.2
Develop, refine, and implement the branding, signage, and wayfinding plan included in this strategic plan.
Tactic Implementation
Year Performance Measure
1.2.1 Create a comprehensive branding, signage and
wayfinding plan for all EPRD properties and programs.2016 Dedicated funding for
completing branding plan.
1.2.2 Coordinate with other departments and incorporate
branding throughout City materials. 2017 Update websites, implement
first installation project(s).
1.2.3 Replace park signage with updated branding.2016+Replace signage with phased
approach.
PARKS, RECREATION & TRAILS STRATEGIC PLAN | A-9
APPENDIX A
STRATEGY 2.2
Match development and redevelopment of park system and maintenance facilities to population growth and
demographics changes.
Tactic Implementation
Year Performance Measure
2.2.1 Transition under utilized amenities and replace with
more productive amenities that are tied to neighborhood
needs (Reference Edina Level of Service Standards file).
2025
Updated Park Master Plans
remove outdated amenities as
part of lifecycle management
plan every year for the next
five years.
2.2.2 Refer to included facility assessments and inventories
to identify key facilities such as restrooms, drinking fountains,
signage, parking, and other comfort and convenience
features in need of replacement, and develop a plan to
replace deficient infrastructure not meeting Park System
standards.
2018
Identify deficient infrastructure
and create implementation/
replacement plan.
2.2.3 Establish and utilize a Furniture, Fixture, and
Equipment (FFE) standard and inventory for park and
recreation amenities, (e.g. basketball hoops, outdoor lighting,
outdoor benches, etc.) parts inventories, and enhanced
maintenance efficiency.
2018 Established FFE standards
plan.
A-10 | CITY OF EDINA
APPENDIX A
PARKS GOAL 3 - INCREASE THE HEALTH AND SAFETY OF THE PARKS AND TRAIL SYSTEM.
STRATEGY 3.1
Update all parks and trails to 2010 Americans with Disabilities Act (ADA) Standards for Accessible Design.
Tactic Implementation
Year Performance Measure
3.1.1 Complete inventory and assessment of all park infra-
structure regarding 2010 ADA standards.2020 New facilities meet or exceed
standard. Integrate into RFP.
3.1.1 Require all new infrastructure to meet 2010 ADA
standards 2025 New facilities meet or exceed
standard. Integrate into RFP.
3.1.2 Upgrade existing facilities not meeting ADA standard 2025 5 - year plan to prioritize and
implement updates.
STRATEGY 3.2
Ensure safety throughout the park system.
Tactic Implementation
Year Performance Measure
3.2.1 Incorporate Crime Prevention through Environmental
Design (CPED) principles and guidelines into parks and
recreation site design and ongoing maintenance practices.
2017
Integrate requirement into
RFPs for new facilities and
renovations. Consider
hiring consultant to evaluate
existing facilities and make
recommendations.
PARKS, RECREATION & TRAILS STRATEGIC PLAN | A-11
APPENDIX A
PARKS GOAL 4 - REVITALIZE EXISTING PARKS BY ALIGNING PARK, OPEN SPACE, AND TRAIL
INFRASTRUCTURE WITH CURRENT AND ANTICIPATED COMMUNITY NEEDS.
STRATEGY 4.1
Design flexibility into outdoor spaces and athletic fields to meet current needs and readily adapt to future recreation
trends.
Tactic Implementation
Year Performance Measure
4.1.1 Consult Level of Service study to identify gaps and
recommendations.2016 3 Multi-use fields identified as
a need by 2019.
4.1.2 Consider alternative surfaces for high use areas (e.g.
artificial turf, high performance turf, etc.)2020
Long term cost benefit
analysis of capital and
maintenance costs.
4.1.3 Ensure adequate lighting to extend playability times
throughout the year and in morning/ early evening times.2020 Utilize facility analysis to
identify lightinig issues.
4.1.4 Prioritize flexibility and community gathering spaces in
future master plans and renovation projects.Ongoing
Integrate goals and/ or
requirements into RFPs for
future park master plans.
STRATEGY 4.2
Provide specialized park infrastructure to address under served needs, emerging trends, and support year round uses.
Tactic Implementation
Year Performance Measure
4.2.1 Prioritize projects to increase the Level of Service (LOS)
in areas where data shows the highest need.Ongoing
Seek funding for new or
renovated park and recreation
facilities and properties based
on LOS.
4.2.2 Provide infrastructure to support winter uses and trails
into existing parks for a variety of skills and mobility uses that
will bring more residents to parks in winter months.
2020 Integrate winter uses into all
parks and trails plans.
4.2.3 Emphasize year round opportunities at Braemar Park
to cross pollinate with existing activities. Explore mountain
biking trails, snow making for ski trails, biathlon training
infrastructure, and additional winter uses.
2017
Increase marketing of Braemar
Park winter trail and include
winter trail planning in
Braemar Park Master Plan.
4.2.4 Require community driven master plans and/ or public
input process for all projects with greater than $250,000
improvements.
2017 Complete a community driven
master plan for Fred Richards.
4.2.5 Evaluate current and future needs and locations for
Community Gardens. Consider sites near apartments/ condos
and higher density areas with limited access to usable
planting space - where needs may be greater.
2020 Evaluate community garden
use and community desire.
A-12 | CITY OF EDINA
APPENDIX A
Provide safe, clean, and reliable facilities and program spaces that provide users the
highest level of value and supports their health and wellness, while supporting
financial sustainability for the Department in the Future.
RECREATION FACILITIES
FACILITIES GOAL 1 - PROVIDE HIGH FUNCTIONING PARKS FACILITIES THAT ARE RESPONSIVE TO CHANGING
COMMUNITY NEEDS AND INTERESTS.
STRATEGY 1.1
Consider development of a community facility that provides opportunities for recreation, education, and gathering for
all ages, incomes, and races.
Tactic Implementation
Year Performance Measure
1.1.1 Develop cost recovery goals for the community facility
that meets the values of the community, maintains flexible
spaces to accommodate a broad range of user groups and
activities, and is a multi-generational facility. Consider the
Grandview site for the facility.
2016 Documented goals.
1.1.2 Re-brand the Senior Center as a “community center”
or “activity center” to attract other age segments by
removing the negative connotation of “senior” label among
55-75 age segment. Consider including in a multi-purpose
facility at the Grandview site.
2017
Officially rename facility.
Create a branding strategy for
the facility.
1.1.3 Consider hiring architectural consultant to lead a
stakeholder group through an Architectural Pre-design
process to discover and document programmatic needs,
specialized spaces, and planning level cost estimating.
Consider focusing efforts at the Grandview site.
2016 Completed Pre-design study
by qualified Architect.
1.1.4 Develop partnerships who may be able to contribute
to capital and operational costs. Look at specialized use
partners for indoor fitness, or other service providers.
2016 Communicate partners for
collaboration brainstorming.
1.1.5 Explore balancing the distribution of Enterprise
Facilities, or larger community gathering facilities,
geographically throughout the City, including the relocation
of existing facilities that are not meeting needs such as the
community center and the Edina Art Center.
2017
Explore adding new
Enterprise or community
gathering facility north of Hwy.
62.
PARKS, RECREATION & TRAILS STRATEGIC PLAN | A-13
APPENDIX A
STRATEGY 1.4
Explore the development of innovative infrastructure in the park system to support environmental education and natural
resource programming.
Tactic Implementation
Plan
Performance Measure
1.4.1 Develop a business plan to assess market potential,
explore program opportunities, and assess lower cost
infrastructure that would directly support natural resources
education including:
• Outdoor classroom/ amphitheater
• Open air picnic pavilion that can support gatherings
• Bird/ Wildlife blinds
• Boardwalks and piers - additional
• Natural playgrounds
• Nature based site specific art
• Interpretive nature trails with signage
2020
Complete included mini-
business plan in Appendix D
as necessary.
1.4.2 Identify potential partnerships to assist in capital and
operations costs (e.g. catering for weddings/ events, coffee
shop/ restaurant, Art programs, etc.)
2020 Include in Mini-business plan.
1.4.3 Identify potential program partnerships.2018 New programs created.
STRATEGY 1.3
Implement a policy-supported business management model for Enterprise Facilities that addresses a cost recovery
model toward financial sustainability.
Tactic Implementation
Year
Performance Measure
1.3.1 Focus on management issues such as fees, cost
recovery, operating hours, staffing, program offerings and
partnerships.
2016 Are facilities financially
sustainable?
1.3.2 Review winter-use support at Facilities and match to
winter activities - (e.g. supporting nordic skiing, skijoring trails
at Braemar Park with food, rental program, etc.).
2016 Integrate 1 new winter use
into park by 2016.
1.3.3 Analyze Centennial Lakes for increased revenue
opportunities, reduced maintenance costs, and general
improvements for efficiency. Explore food and beverage
opportunities.
2016
Reduced maintenance costs
for existing infrastructure -
maximize efficiency of new
facilities.
STRATEGY 1.2
Explore the development of an arts and cultural center to support cultural art programming with suitable facilities.
Tactic Implementation
Year Performance Measure
1.2.1 Study Art Center needs and program requirements,
and use information to decide whether to remodel, rebuild,
or relocate existing facility.
2016
Completed Pre-design
program and study from
qualified architect.
A-14 | CITY OF EDINA
APPENDIX A
FACILITIES GOAL 2 - INCREASE FACILITY ACCESSIBILITY AND CONSISTENCY THROUGHOUT THE CITY.
STRATEGY 2.1
Identify facilities not meeting community needs and develop plan for replacement, renovation, or decommissioning.
Tactic Implementation
Year
Performance Measure
2.1.1 Utilize assessment data and recommendations in this
strategic plan to create a plan for retirement or replacement
of outdated and under-performing facilities including:
• Community Park Buildings at Strachauer, Lewis,
Highlands, Arden, Creek Valley, and Normandale
• Edina Art Center
• Senior Center
2016-2020
Retirement or replacement
plans in place and
implemented.
2.1.2 Update or replace inadequate playground equip-
ment and fill geographical service gaps to ensure that all
residences in the City are within a 10-minute safe route to a
playground facility.
2020 Identify shovel ready projects
and commit dollars to 2020.
2.1.3 Study Cahill School and Grange buildings to increase
their usage, revenue generation, and increased safety and
convenience. Evaluate relocation or site plan changes.
2018 Complete mini-business plan
for potential relocation.
2.1.4 Continue to include electronic card readers in facility
renovations and new facilities with electronic card readers
(note-buildings need to have fiber-optic).
Ongoing Card reader renovation or new
construction requirements.
STRATEGY 2.2
Update all building facilities to 2010 Americans with Disabilities Act Standards for Accessible Design, to create safe
pedestrian access for low mobility park users.
Tactic Implementation
Year
Performance Measure
2.2.1 Utilize included inventory and assessment to identify
and update park buildings that are not compliant. 2020
Create prioritized list of
improvements and associated
budget for improvements.
2.2.2 Consider hiring a consultant to develop a system wide
improvement plan.2020
Prioritized list of
improvements completed
with allocated budget
dollars in 2016 budget for
improvements.
PARKS, RECREATION & TRAILS STRATEGIC PLAN | A-15
APPENDIX A
Develop, provide, and manage recreation programs to support the community’s
needs for health and wellness, individual skill development, and community
connectivity in a safe and enjoyable environment.
RECREATION PROGRAMS
STRATEGY 1.1
Attract 30-35% of all Edina residents to experience an organized recreation program through EPRD by identifying and
closing programming gaps.
Tactic Implementation
Year
Performance Measure
1.1.1 Provide programming that satisfies the needs of
multiple age levels, physical abilities, and special needs
populations that may be currently under served. Increase
programming in the following areas:
• Community health, wellness, and fitness
• Nature-based/ environmental programming
• Arts in the Park/ Art programs
• Building community through socialization
• Programs that engage all ages and Ethnicities within the
community
2016 Track program usage
numbers on an annual basis.
1.1.2 Work with marketing department to establish most
effective marketing strategies for programs and targeted
populations.
2016
Create and implement a
marketing/ communication
plan.
PROGRAMS GOAL 1 - PROVIDE A VARIETY OF PROGRAMS THAT MEET COMMUNITY NEEDS AND INTERESTS
AND MAINTAIN THE HIGHEST LEVEL OF EXCELLENCE.
STRATEGY 1.2
Keep up with evolving needs and trends by re-evaluating offered programs and interest levels.
Tactic Implementation
Year
Performance Measure
1.2.1 Strive to keep 50-60% of all recreation programs in
the Introductory, takeoff, or growth life-cycle stages in order
to align with trends and help meet the evolving needs of the
community.
2016
Maintain records of
participation in programs and
reevaluate yearly at minimum.
1.2.2 Initiate a full review of current programs to assess
continuation based on the following criteria:
• Participation and cost recovery
• Fit to demographic (current and projected)
• Makes good use of natural resources
• Health oriented
• Innovative around new trends
• Creates community
Ongoing Annual review and report to
Park Board
A-16 | CITY OF EDINA
APPENDIX A
STRATEGY 2.3
Incorporate programming standards for all services provided across the system.
Tactic Implementation
Year
Performance Measure
2.3.1 Teach and train program standards implementation
across the system - customer service standards, safety
standards, use of equipment, etc.
2017
Program standards
institutionalized beginning
in 2017 with program
evaluations.
2.3.2 Incorporate instructor tool kits that provide all program
standard elements into a working system to increase quality
across the system.
2016
Tool kits and training for all
instructors put into place in
2016.
2.3.3 Track users of services across the city based on the
services provided by mapping proximity to residences,
income, and age segments served.
2017
Participant tracking by
geographic location
implemented in 2016.
PROGRAMS GOAL 2 - DELIVER PARK AND RECREATION PROGRAMMING MORE EFFICIENTLY AND
EFFECTIVELY.
STRATEGY 2.1
Clearly define program providers to eliminate overlap and define the level and scope of services offered.
Tactic Implementation
Year
Performance Measure
2.1.1 Review similar providers study in the Strategic Plan
and establish a plan for programs to eliminate overlap.2016
Programs plan with scope
of services, core services
defined.
2.1.2 Evaluate programs for effectiveness and financial
sustainability.Ongoing
Developed programs plan
with scope of services and
core services defined.
STRATEGY 2.2
Continue to provide high quality youth sports programming and work with athletic associations to provide
recreational opportunities.
Tactic Implementation
Year
Performance Measure
2.2.1 Maintain partnerships with Organizations in order to
best:
1. Promote and market offerings
2. Utilize fields, programs, and scheduling
3. Maintain fields and operations
4. Collect revenues, fees, and program funding
Ongoing Coordinate and organize
biannual Association meeting.
2.2.2 Review field utilization annually to track participant
numbers and maximize utilization.Ongoing Keep database of participant
and utilization numbers.
PARKS, RECREATION & TRAILS STRATEGIC PLAN | A-17
APPENDIX A
Provide and encourage use of quality parks, trails, facilities and programs that deliver
on the community’s expectations for a safe and enjoyable experience while
keeping the infrastructure of the system in a quality state.
FINANCE & MANAGEMENT
STRATEGY 1.1
Collaborate with Public Works on the planning and maintenance of all park lands, facilities, and trails.
Tactic Implementation
Year Performance Measure
1.1.1 Develop a collaborative maintenance plan to maximize
financial and environmental sustainability- review annually. 2016 Maintenance plan developed.
STRATEGY 1.2
Strengthen departmental partnerships with similar providers and establish more formal partnership policies.
Tactic Implementation
Year Performance Measure
1.2.1 Explore partnerships with private businesses typically
providing similar opportunities - e.g. Lifetime Fitness, YMCA 2016 Establish one new partnership
and policy.
FINANCE GOAL 1 - INCREASE FINANCIAL SUSTAINABILITY, EFFICIENCY, AND STRONG PARTNERSHIPS
STRATEGY 1.3
Create opportunities for entrepreneurs, both non-profit and for-profit, to enrich the park experience and implement
innovative approaches to revenue generation.
Tactic Implementation
Year Performance Measure
1.3.1 Continue to explore partnerships and dedicate time for
staff to actively pursue.2017 New opportunity explored at
an Enterprise facility by 2018.
STRATEGY 1.4
Develop mini business plans for all Enterprise facilities to achieve financial sustainability.
Tactic Implementation
Year Performance Measure
1.4.1 Utilize mini business plan templates in Appendix D.2016 Completed mini business
plans.
A-18 | CITY OF EDINA
APPENDIX A
STRATEGY 1.5
Maximize staffing efficiency and effectiveness by reviewing staff levels and providing key staffing related to
management and programming of park facilities.
Tactic Implementation
Year Performance Measure
1.5.1 Increase the role of recreation supervisors in providing
services and programs at Enterprise facilities to enhance
service delivery.
2016
Recreation staff driven
programs or collaborations
at all Enterprise facilities by
2017.
1.5.2 Provide one rental coordinator for all rentals within
parks and recreation department.2016 Assign one staff to manage
rentals.
STRATEGY 2.1
Develop a Department-wide strategic marketing plan.
Tactic Implementation
Year Performance Measure
2.1.1 Allocate time for EPRD staff to work with the city’s
marketing department to develop a marketing plan.2016 Marketing plan in place and
followed by 2016.
2.1.2 Fully integrate EPRD branding into Enterprise facilities.2016 EPRD brand is identifiable in
all facilities by 2017.
STRATEGY 2.2
Provide best marketing opportunities for programs and targeted populations.
Tactic Implementation
Year Performance Measure
2.2.1 Work with City of Edina marketing department to define
clear goals and needs for EPRD. Evaluate digital vs. print
marketing delivery for all programs.
2017 Marketing plan in place by
2017.
FINANCE GOAL 2 - STRENGTHEN BUSINESS AND MARKETING DEVELOPMENT
STRATEGY 1.6
Ensure adequate financing for growth of the system as continued development occurs.
Tactic Implementation
Year Performance Measure
1.6.1 Pass city ordinance requiring parkland dedication or
a fee in lieu for any new development. Do not limit to new
construction.
2016 Adoption of ordinance.
2023 Parks and Recreation Commission Work Plan
Idea Generation Draft 1 – July 12, 2023
Commissioner Feedback
• LOST Work Plan items if successful
• Any new benchmark items
• 2022 Initiative #1
• 2022 Initiative #2
• Grand Rounds Concept
• Capital Improvement Items
• Financial Items
• Marketing of 1 mile to parks and other demographic information
• Elevating P&R offerings
• Impacting staffing shortages
• Braemar Park Master Plan amendments for facilities
Parks and Recreation Strategic Plan (2016)
• 1.2.1 Adopt a City-wide policy of no net loss of natural areas and open spaces.
• 1.3.3 Identify low-use park land areas that could be converted to native or low input ground
covers to lessen maintenance and provide greater habitat.
• 4.2.4 Require community driven master plans and/ or public input process for all projects with
greater than $250,000 improvements. ($312,000 adjusted for CPI)
Climate Action Plan (2022)
• GS 2-6: Establish a policy to require the use of native plants in landscaping at City-owned
properties. Continue natural vegetation conversion for passive park areas. Add 110 Acres of
native plant and pollinator restoration area on City Property by 2040.
Template Updated 2021.06.08
Commission: Parks & Recreation Commission
2023 Annual Work Plan Proposal
Initiative # Initiative Type ☐ Project ☐ Ongoing / Annual ☐ Event
Council Charge ☐ 1 (Study & Report) ☐ 2 (Review & Comment) ☐ 3 (Review & Recommend) ☐ 4 (Review & Decide)
Initiative Title Deliverable Leads Target
Completion Date
Budget Required: (Completed by staff) Are there funds available for this project? If there are not funds available, explain the impact of Council approving this
initiative.
Staff Support Required (Completed by staff): How many hours of support by the staff liaison? Communications / marketing support?
Liaison Comments:
City Manager Comments:
Progress Q1:
Progress Q2:
Progress Q3:
Progress Q4:
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.)
Date: August 8, 2022 Agenda Item #: IX.A.
To:Parks and Recreation Commission Item Type:
Other
From:Perry Vetter, Parks and Recreation Director
Item Activity:
Subject:Upcoming Meetings and Events Information
CITY OF EDINA
4801 West 50th Street
Edina, MN 55424
www.edinamn.gov
ACTION REQUESTED:
None, informational only.
INTRODUCTION:
Attached is a list of upcoming meetings and events, including the dates for the Walk with the Mayor series that
will be held at city parks and facilities.
ATTACHMENTS:
Description
Upcoming 2022 Meetings and Events
August 8, 2022
Park and Recreation Commission
Perry Vetter, Parks & Recreation Director
Upcoming 2022 Meetings and Events
Date 2022 Meetings Time Location*
**Mon. Aug. 8 Regular Meeting 7:00 pm Braemar Golf Course
Tues. Sept. 13 Regular Meeting 7:00 pm Braemar Golf Course
Tues. Oct. 11 Regular Meeting 7:00 pm Braemar Golf Course
Oct. 6 2023 Work Plan Review w/ Council (Chair only) 5:30 pm City Hall
**Tues. Nov. 1 Regular Meeting 7:00 pm Braemar Golf Course
Tues. Dec. 13 Regular Meeting 7:00 pm Braemar Golf Course
TBD All Commission Chair and Liaison Meeting - TBD
Date 2022 Event Time Location
Sat. Sept. 17 Walk with the Mayor – Braemar Ice Arena 9:00 am Braemar Arena
Sat. Oct. 15 Walk with the Mayor – Arden Park 9:00 am Arden Park
* Location update – Regular Commission meetings will be held in the Hoyt and Blanchard Room, lower level
of Braemar Golf Course, 6364 John Harris Drive, Edina.
** Date Adjustments – Due to the 2022 election season the August and November meeting dates have been
adjusted as listed.