HomeMy WebLinkAbout2023-04-18 City Council Work Session PacketAgenda
City Council Work Session
City of Edina, Minnesota
City Hall Community Room
Tuesday, April 18, 2023
5:30 PM
I.Call To Order
II.Roll Call
III.Joint Work Session: Arts and Culture Commission
IV.Centennial Lakes Park Operational Assessment
V.Adjournment
The City of Edina wants all residents to be comfortable being part of the public
process. If you need assistance in the way of hearing ampli'cation, an
interpreter, large-print documents or something else, please call 952-927-8861
72 hours in advance of the meeting.
Date: April 18, 2023 Agenda Item #: III.
To:Mayor and City Council Item Type:
Reports / Recommendation
From:Laura Fulton, Recreation Supervisor
Item Activity:
Subject:Joint Work Session: Arts and Culture Commission Discussion
CITY OF EDINA
4801 West 50th Street
Edina, MN 55424
www.edinamn.gov
ACTION REQUESTED:
No action requested. Discussion only.
INTRODUCTION:
Arts and Culture Commission members will provide an update on current work plan initiatives.
ATTACHMENTS:
Description
Commission 2023 Work Plan
Edina Comprehensive Plan: Arts & Culture Chapter
Report Legend Priority No Update Overdue
Plan Label And Number Description Council
Charge Deliverable Status Progress Leads Last Update
Initiative 1.1.1 Grandview Public Art
As the Grandview site is planned, the commission will review
décor elements and art in the new park.
Review and Recommend décor and public art elements for 5146
Eden Ave.
Fram (lead), Faeth,
Stemmler, Scully,
Student member
Konkimalla
Update is on hold until further planning occurs for the site.
Initiative 1.1.2 Street Art Policy and Practices
Research and review programs currently implemented in other
cities around the metro. Analyze local data and evaluate how a
program can be implemented in the City of Edina.
Report for Council.Stemmler (lead),
Amlaw, Westlund,
Fram
Initiative members are researching how street art is currently
proposed and allowed within the City of Edina. Working to
develop a recommendation to send to City Council to guide
promotion and implementation of beautification through street
art.
Initiative 1.1.3 Public Art Incorporated in Planning and Development
Update public art report started by the commission in 2021 that
looks at incorporating public art in planning and the
development process.
Report to Council.Zbaren (lead),
Faeth, Amlaw,
Curtin
Initiative members are reviewing memo created in 2021,
outlining a process to add Public Art to public planning
documents. Initiative members are working to redo sections in
the memo that are not allowed due to state statute.
Initiative 1.1.4 New Art Center
Continue Advocating for a new Art Space and bring the
community perspective to the sta process that will review
facility space needs and projects of probable cost scenarios.
Review and comment on Art Center planning strategy.Amlaw, Zbaren,
Westlund, Curtin
Commission received a report from City Staff and from HGA. The
report gave an overview of three space models based on a size
continuum and a probable cost estimate. Initiative members gave
feedback to staff after processing the information.
Initiative 1.1.5 Utility Boxes
Add Art Wraps to City owned Utility Boxes. ACC will jury artwork
and chose artists to be represented throughout the City.
Utility box art wraps.Westlund (lead),
Curtin, Konkimalla
City sta is working with the communications department to
finalize an application and process for receiving art ideas from
the public. A timeline is being established for the process,
initiative members will jury applications. Wraps are tentatively
planned for Fall 2023.
Initiative 1.1.6 Performances on the Plaza
Grow ACC presence at Performances on the Plaza, Edina Fall into
the Arts Festival, Edina Fourth of July Parade and other events.
Promote ACC initiatives and art in Edina.
Attend city events to promote ACC.Stemmler, Scully,
O'Shea
Initiative members are analyzing ACC participation in other city
events, in addition to the Performances on the Plaza held at 50th
and France. Participation may include tenting to solicit
community awareness.
#
3 On Hold Progress 0%
1 On Track Progress 20%
1 On Track Progress 15%
2 On Track Progress 15%
4 On Track Progress 10%
4 On Track Progress 10%
Review and Recommend
Study and
Report
Study and
Report
Review and Comment
Review and Decide
Review and
Decide
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14. Arts and Culture
Chapter Highlights
This chapter looks at: 1) arts, creative expression, and
culture in the City of Edina and 2) the Arts and Culture
Commission’s efforts to tie these to the community in
ways that will enrich residents and visitors and
contribute to a high quality of living. In this sense, arts
and culture are not to be viewed as isolated and
abstract things and events but, instead, elements that
are woven into the fabric of the community and linked
to as many aspects of the community and life as
possible. It is these linkages (some obvious, and
others not so obvious) that will contribute to a
community where arts and culture are always visible
and in the consciousnesses of observers.
This chapter discusses:
• Historical contexts and inventory of the City’s
arts and cultural events
• Direct benefits of arts and culture to a City’s
image and livability
• The future vision for arts and culture
• The City’s venues for artistic expression
• Trends and challenges
• Goals and objectives
Six goals developed for this chapter are summarized
below. Together, with policies developed for this
chapter, the six goals will serve to inform the
development of the Arts and Culture Commission’s
annual work plans for the next ten years.
Goal 1: Distribute and promote arts and culture
across all of Edina to provide opportunities for people
to come together in the creation and celebration of art
and culture, building inclusive communities.
Goal 2: Leverage the Edina Arts and Culture Commission (ACC) to form strong and enduring collaborative
partnerships between the ACC and other Edina commissions and associations to incorporate arts and culture
into planning and implementation processes.
Goal 3: Improve and maintain dedicated spaces and venues for arts and culture; activate each with dynamic
programming that includes a broad array of art forms and expressions accessible to all.
Goal 4: Expand and continue to drive awareness of and participation in Edina’s Public Art program and art
collection..
Vision and Challenges
Vision – Edina will be a community where:
• Everyday life is integrated with art,
culture, expression, and creativity.
• Community growth is coupled with arts
and culture.
• The number of people who appreciate,
engage with and create art is increased.
• Arts and culture are accessible and
inclusive of all members of the
community.
• High value is demonstrated on arts and
culture.
• As a “creative city,” arts and culture
positively impact livability, diversity,
inclusion, and economic development.
Challenges:
• Demographic changes within the
community.
• Capture opportunities to integrate life-
long learning and appreciation of the arts.
• Demand for arts and culture experiences
has currently out-paced the supply.
• Need for a new Edina Art Center to
accommodate the City’s growing demand
for artistic and cultural activities.
• Resistance to change.
• Funding availability.
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Goal 5: Establish a formal role for artists and other creative thinkers to participate in forward-looking plans
for Edina.
Goal 6: Research, decide on, and implement the necessary funding and governance plans for supporting arts
and culture in Edina.
Introduction
The City of Edina is well-known for excellence in quality of life, education, and parks and recreational
facilities. In Edina and similar communities, there is a growing expectation that arts, culture, and creative
expression are equally important to a vibrant and strong community. As highly-valued aspects of everyday
life, arts and culture make substantial contributions to livability, the local economy, and cultural industry
competitiveness. Toward these ends, the Edina Comprehensive Plan 2018 includes - for the first time - a
stated commitment to arts and culture as part of the essential objectives for the City of Edina.
As Edina moves into the next ten years, facing myriad changes in demographics and shifts in economic
realities, the community can build cohesion and resilience based in part on the positive impact of arts and
culture
The highest-priority objectives for arts and culture are:
1. Incorporate arts and culture across all of Edina to provide opportunities for people to
come together, share experiences, and build an inclusive and cohesive community.
2. Improve and maintain dedicated spaces and venues for arts and culture; activate each with
dynamic programming that includes a broad array of art forms and expressions that are
accessible to all.
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3. Incorporate arts and culture into Edina’s planning and implementation processes through
strong collaborative partnerships.
The City of Edina, during the life of this Comprehensive Plan, stands to benefit immensely from an
intentional and deliberate approach to weave arts and culture into the very fabric of the community;
and thus, engage as many people as possible and help the City reach its overall strategic goals.
Current Conditions: Historic Contexts and Inventory
The City of Edina’s vision statement (Vision Edina, 2015) describes the community as a “… preeminent
place for living, learning, raising families, and doing business.” It also speaks to a “livable environment” as a
distinguishing hallmark not only for our residents but also for those who work here and those who choose
Edina as an entertainment destination. https://www.edinamn.gov/DocumentCenter/View/1629/Strategic-
Vision-and-Framework-PDF?bidId=
During the past 10 years covered by the most-recent comprehensive plan (2008- 2018), the City of
Edina has moved well beyond its basic role of providing residential neighborhoods with high quality and
effective urban services. In fact, Edina has steered toward innovative growth enabling the development
of:
• Commercial areas that offer more dining options
• New entertainment venues and unique shopping zones
• Places to relax, exercise, and enjoy our best-in-class lifestyle, including excellent parks, trails and green
spaces
Moving into the next decade, Edina is poised to build on these accomplishments while at the same time
continuing to increase the quality of its livable environment. One of the most-impactful ways to do this is to
weave arts and culture into the fabric of the community.
Interestingly, it’s getting more difficult to define “arts and culture” as we move into the 21st Century. The
national strategy firm LaPlaca Cohen conducts an ongoing longitudinal study called Culture Track, which is
a national survey of people’s attitudes, motivators, and barriers to taking part in cultural experiences. Over
time, respondents have demonstrated a vastly expanded definition of culture, which now includes not only
traditional art forms, (e.g., opera, symphony concerts, ballet, and art museums) but also street fairs, food
trucks, culinary arts, and popular music festivals. Audiences now describe culture as any activity that “ …
questions what you already know; brings people who may not think they have much in common together;
and broadens horizons, understanding of life situations and helps me learn about other peoples in the
world.”
When discussing the value of arts and culture, at both a community-level and to wider society, people
typically begin with its intrinsic value: how arts and culture illuminate our inner lives and enrich our
emotional world. In addition, it is understood that arts and culture have a wider impact on our economy,
education, health and well- being, and community-building. In fact, arts and culture are valuable strategic
resources, and Edina has an opportunity to apply those resources in exciting and effective ways.
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In the white paper titled “Creative Placemaking,” commissioned by The Mayors’ Institute on City Design,
co-authors Markuson and Gadwa report on the results of extensive research on placemaking that is led by
arts and culture. Their findings are outlined below:
• Cities and neighborhoods no longer compete for major infrastructure commitments nor aspire to
move up an urban hierarchy of look-alikes. Instead, they look beyond physical alterations and pay
more attention to the animation of places with cultural and economic activity.
• Significant arts and cultural investments revitalize local economies, create and provide jobs,
nurture local businesses, and stabilize neighborhoods.
• Arts-anchored revitalization encourages families and companies—even those without ties to the
arts—to commit to place and to participate actively in remaking where they live and work.
• Local arts offerings—public art, murals, art parades, art fairs and crawls, museums, performances,
and open studio nights—offer people an opportunity to enjoy and participate.
• Federal research shows arts and cultural participants are more likely to be civically engaged in
their communities than non-participants, even after controlling for other factors (2006, National
Endowment for the Arts).
• A culture-based initiative is best when it is appropriate to local circumstances, not simply a replica
of what other cities and towns are doing. The best projects nurture distinctive qualities and
resources that already exist in a community and can serve community members while also
drawing in visitors and new businesses.
The role of arts and culture in this broad context is to increase the value of living in, working in, and
exploring Edina, from the perspective of personal and communal experiences, as well as economic impact.
By taking an informed and strategic approach to incorporating arts and culture even more deeply into the
community, Edina has an opportunity to build upon its strengths and achieve its aspirational vision.
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Arts and Culture in the Comprehensive Plan
There are two significant reasons for incorporating arts and culture into the City of Edina’s 2018
comprehensive plan: direct benefits to the community and positive economic impact.
Arts and Culture Offer Direct Benefits to a Community
Research has demonstrated many benefits to a community and its citizens when the arts and art centers
are present and readily accessible. Arts and culture can:
• Build community identity, pride, and status
• Activate a vibrant community, where people of all ages are connected to one another
• Increase the sense of welcoming, promote neighborhood cultural diversity, and create inclusive
communities
• Improve people’s sense of belonging to a community
• Bring people together who might not otherwise come into contact with each other, increasing
empathy and tolerance of others, and building social networks
• Increase livability, which attracts people (especially visitors and highly-skilled workers)
• Reduce stress, improve happiness, increase physical health
• Attract businesses and increase economic investment
Source: Joshua Guetzkow, How the Arts Impact Communities, 2002, Princeton University Center for Arts
and Cultural Policy Studies.
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Arts and Culture Drive Positive Economic Impact
Arts and culture have been shown to contribute to the economic vitality of a community. Studies have
shown the positive impact that a strong portfolio of arts-related activities and destinations has on other
businesses, including retail, hospitality and services. For example:
• In a 2015 study completed by the Washington, DC organization Americans for the Arts, data
demonstrated that the nonprofit arts and culture sector is “... a substantial industry in the State
of Minnesota generating $1.2 billion in total economic impact annually.”
• Creative MN has reported that the total economic impact of arts and culture on the City of
Minneapolis alone totals $541 million, a number which includes both direct expenditures by arts
organizations along with spending by audiences.
• When a community attracts cultural tourists, it harnesses significant economic rewards.
Researchers from Americans for the Arts estimate that 85.6 percent of the City of Minneapolis’ 7.8
million nonprofit arts attendees were residents of the Seven-County Twin Cities Metro Area, with 14.4
percent were non-residents. Non-resident attendees spend an average of 52 percent more per person
than local attendees ($39.16 vs. $25.82) as a result of their attendance to cultural events. As would be
expected from a traveler, higher spending was typically found in the categories of lodging, meals, and
transportation.
The data indicate that a vibrant arts community not only keeps residents and their discretionary
spending close to home, it also provides jobs and attracts visitors who spend money and help local
businesses thrive.
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Vision for Arts and Culture in Edina
In taking the long view, the opportunity to deeply embed arts and culture into the Edina community
inspires a vision of the future, so that in ten years’ time:
Edina will be known as a community that embraces arts and culture, weaving it into all aspects of daily life.
• The experience of living in Edina will be integrated with art, culture, expression, and creativity.
• As it applies within the community, Edina will have expanded upon the meaning and impact of
arts and culture.
• Edina will have significantly increased the number of people who appreciate, engage with, and
create arts and culture.
• Arts and culture in Edina will be accessible accessible and inclusive of all members of the
community, playing an important role in building bridges to create stronger, more
collaborative, and diverse communities.
• Edina will demonstrate that it places a high value on arts and culture through prioritization and
provision of sustainable funding streams.
• Edina will be seen as a “creative city,” where arts and culture positively impact livability,
diversity, inclusion, and economic development. In addition, arts and culture will contribute to
increased safety, aesthetics, expressiveness, and environmental stewardship, all to the benefit
of the people who live, work, and visit.
Edina has a strong history of arts and cultural activities that represent a wide array of experiences,
including:
• Edina Art Center
• Public Art Edina
• The annual Edina Art Fair
• The John Philip Sousa Memorial Band concerts
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• The annual Edina Fall into the Arts Festival
• The Edina Historic Museum in Arneson Acres Park
• Edina Reads program
• Edina High School plays and concerts (such as the annual Pops concert)
• Morningside After Dark poetry and music events
• The Edina Theater
• Centennial Lakes Park summer concerts
• Edina Student Art Show at the Edina Library
• The Edina High School Teen Art Salon at the Edina Art Center
• Edina’s collection of award-winning artworks
Other arts and cultural activities in Edina contribute more subtly, such as: requirements for design
elements in new buildings, the historic preservation of the Edina Country Club District, and city-wide
signage. Our parks, trails and green spaces also contribute to the beauty and artistic impact the City offers.
As a community, we recognize the need to create visual appeal throughout our City’s tangible assets and
enliven our public spaces with performances, art installations, and participatory activities for all ages and
abilities.
Dedicated Venues and Spaces
The City of Edina is fortunate to have several venues that currently offer opportunities to experience and
participate in arts and culture activities, including: The Edina Promenade, Centennial Lakes Park, Edina Art
Center, Braemar Park, and the 50th and France Business District. Moving forward, Edina will benefit from
further development and activation at each of these venues as designated and recognized centers of art and
culture activities. Edina can also explore the potential of identifying and creating additional venues for arts
and culture, particularly alongside real estate development initiatives. In this way, Edina can increase the
visibility and participation rate in arts and culture activities by utilizing and re-purposing the significant amount
of public and park space already at our disposal.
The Edina Art Center
Perhaps most-recognizable among the venues dedicated to arts and culture in our community is the Edina
Art Center (EAC). The EAC opened in 1976 with classrooms, studios and two small display galleries. The
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EAC is open 52 weeks per year. It currently serves 2,800 people annually with over 230 different class
offerings, more than a dozen exhibitions, and nearly 100 different summer camps for children. In addition,
27 events are programmed by the EAC that are held outside the facility draw an estimated 33,000
additional participants per year.
The EAC is one of six enterprise facilities owned and operated by the City of Edina within the Parks and
Recreation Department, along with the Braemar Golf Course and Dome, Edinborough Park and Aquatic
Center, Braemar Ice Arena, Centennial Lakes Park, and the Senior Center. The EAC is considered to be
an ‘arts affiliate’, owned by the City of Edina - a municipality that operates under the Plan B form of
government. As such, the EAC has benefitted from years of stable financial support and has not had to
carry the overhead costs and intensive work effort of independent fund-raising activities. At present, the
EAC is not proposing any changes to this arrangement (i.e., no shift to another governance model, such as
a 501(c)(3) nonprofit organization) without first conducting extensive research and planning.
For the last 40+ years, the Edina Art Center has served people of all ages and abilities with exhibitions and
classes in the fine arts, including pottery and clay sculpture, watercolor, drawing, painting, jewelry,
photography, printmaking, and classes for youth. The EAC has an outstanding reputation for arts-making
experiences, with the pottery and ceramics classes considered especially top-notch and popular. Available
classes and camps are typically sold out rapidly, often with a waiting list of eager prospective participants.
Edina Art Center at 4701 W 64th St, Edina, MN 55435
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Three separate, independent studies conducted within the past six years all concluded that an improved
EAC is vital to the City of Edina:
• 2012 Sutton Report found that the Edina Art Center was a cherished community asset but had
challenges to remain competitive in the market, including building design and size, ADA
compliance issues, circulation, and location. Two outcomes of the Sutton Report were the
formation of the Arts and Culture Commission and the hiring of a full-time Edina Art Center
director.
• 2014 Schuler Shook analysis of physical space found that the Edina Art Center lacked sufficient size
to meet its needs or allow for growth.
• 2016 Grandview Task Force proposed to build a community center on the 3.3 acre Grandview
site. That project featured a new and larger art center, along with a senior center, recreation
spaces and underground parking. While the final proposed cost was significant, the proposal
clearly indicated the viability and potential of a new art center.
The current Edina Art Center is facing several challenges, all related to the limitations of the existing facility.
1. The EAC sits within a building that was originally designed as a residential dwelling. Through
the years, the EAC has been modified to the extent possible in order to provide the space and
facilities required for a functioning art center. Additional modifications are neither prudent
financially nor feasible structurally.
2. The size of the facility is small and inflexible. As a result, the class and studio offerings are
neither able to meet current demand nor adapt to future growth.
3. The facility is not compliant with the Americans with Disabilities Act. Individuals with physical
disabilities, whether temporary or permanent, cannot fully navigate the space.
4. The location is secluded, not on or near public transit routes, and can be difficult to find. The
surrounding area has very little foot traffic, and no nearby businesses or amenities.
5. Supply of available classes and camps - limited by the constraints listed above - is unable to
meet demand, which decreases potential earned revenue.
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More than 2,800 participants use the EAC facilities each year; approximately 65 percent of whom reside
outside of Edina. By developing a new EAC, there is an opportunity to grow the number and percentage of
Edina residents taking part. With just under 1,000 Edina residents actively using the EAC each year, it
currently attracts less than 2 percent of the community. Increasing that percentage is an achievable goal for
a new, improved, and more accessible EAC with a greater number of offerings.
Art and Artists in Edina
The City of Edina owns a collection of original
works of art, referred to as the Public Art
Edina Permanent Collection. The collection
originated in the early 1990s as part of the
activities of the Edina Public Art Committee
(now called Public Art Edina). With assistance
from the Edina Community Foundation and
oversight provided by the Edina Arts and
Culture Commission, works of art are
submitted for review and approval by the
Edina City Council for acceptance in the
Collection.
The Public Art Edina Permanent Collection includes a variety of objects, including: stained glass (2 story
window at Edina City Hall), sculpture (glass, steel, bronze, rock, marble and limestone, Black Belgian
marble, ceramic), photographs, watercolors, pastels, mixed media, and oil paintings. The Collection is
displayed throughout Edina: City Hall, Edina Senior Center, Edina Art Center, Hennepin County Library
Edina Branch, Edina Promenade, Centennial Lakes Park, 50th & France Business District, Grandview
Square Park, and Southview Middle School gymnasium.
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There are currently 40 works of art in the Public Art Edina Permanent Collection. The Collection is
documented at the Edina Art Center (in a binder of information about each work of art in the collection)
and information shared with the public on the Edina Art Center portion of the City of Edina website.
Future use of this valuable collection will provide for greater exposure and appreciation across Edina.
Adding works of art to areas of high traffic in commercial zones can enhance the feel and ambience of
these locations.
The City of Edina is rich with artistic talent and home to many strong supporters of arts and culture.
There are a number of practicing visual artists, musicians, actors and directors, and writers, several of
whom have been nationally recognized and award- winning, who reside in Edina. Deeper relationships
between these artists and the community can be developed with a program of frequent and welcoming
events that connect these individuals with Edina residents.
Edina benefits when arts and culture are incorporated into daily life. As part of demonstrating shared
values across the community, the City of Edina - in collaboration with artists and other creative thinkers -
can develop a set of recommendations as part of the planning process that include spaces and
opportunities to display works of art, venues for performances, and other dedicated community spaces
where residents and visitors can share experiences of arts and culture that enhance Edina’s quality of life.
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Arts and Culture Commission
The Edina Arts and Culture Commission was established in May 2013 to help build a vibrant community
through art and culture, as the Edina City Council finds that the encouragement and enhancement of the
arts in Edina is vital to the social and cultural well-being of the City and its residents. The Edina Arts and
Culture Commission is, by City Ordinance, a formalized independent advisory board of the Edina City
Council.
Along with the Edina Art Center staff, this working Commission guides and supports general
development of artistic initiatives in the City of Edina, including the Edina Art Center. The Commission
provides recommendations to the City Council concerning collaboration, communication, facilities,
activities and programs in arts and cultural activities.
The Edina Arts and Culture Commission works in close collaboration with the City of Edina Government
and all other City Commissions to incorporate the perspective and advantages of arts and culture across
Edina, using the conceptual framework of “How can we help?”
a. Help make Edina an outstanding community in every respect.
b. Help sustain excellent quality of life.
c. Help drive economic impact.
d. Help the community adapt to changes over time.
e. Help teach tolerance and empathy through cultural exchange and exposure.
f. Help other Edina Commissions complete their assigned tasks, from the perspectives of creative
placemaking and community-building.
g. Help ensure that any culture-based efforts in Edina are matched to the community’s distinctive
qualities and resources.
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Summary of Current Conditions
Edina has an opportunity to build on its history of dedicating venues and sponsoring highly-regarded
annual activities that provide arts and cultural experiences to thousands of people. Research has
demonstrated that these resources and activities provide direct benefits to a community and offer lasting,
positive economic impact. A community with vibrant arts and culture keeps residents and their
discretionary spending close to home and also provides jobs and attracts visitors who spend money and
help local businesses thrive. In addition, the City of Edina is rich with artistic talent and home to many
strong supporters of the arts. By taking a coordinated, strategic approach to arts and culture over the
next ten years, Edina will continue to utilize existing resources and also develop additional, improved
venues and initiatives that will serve to embed arts and culture even more deeply into the community.
This will increase the value of living in, working in, and visiting Edina.
Edina: A Community of Learning. Edina has a prized education system of high-quality
public schools. The Arts and Culture chapter of the Comprehensive Plan recognizes the importance of
extending the benefits of education to the entire community, recognizing that art and culture can be
vehicles for expanding awareness, increasing exposure, and instilling values.
Collaborating with Edina public schools and Edina’s various municipal departments, the Arts and
Culture Commission could: involve students and their parents in programs to:
• Create and install visual art in parks, along City streets (consistent with the Living Streets
Policy), and in commercial nodes.
• Develop directional signage for installation along recreational trails
• Recognize and honor the contributions of individuals who founded and built the City.
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Trends and Challenges
Arts and culture occur within the context of time and place. That context includes a number of relevant
trends and challenges that Edina will be facing in the coming years. Each can point the way toward
opportunities for the arts to contribute meaningfully and productively to the community.
Trends
There are numbers of current and near-horizon trends that will have an impact on the way arts and
culture are incorporated into daily life in Edina. Chief among these are:
1. Demographic changes:
• Trends for Minnesota and Edina point to increased diversity and population density.
• As population diversity increases, Edina will face issues of inclusion, equity, and accessibility
around characteristics such as race, socioeconomic class, culture, and creed.
• Aging, especially aging in place, is a demographic trend that will particularly affect Edina.
Ensuring accessibility for all is key.
• Opportunities: Plan arts and culture initiatives that are inclusive of all ages, abilities and
backgrounds. See Goals 1, 3, and 5 below.
2. Interest in lifelong learning continues to grow, with people seeking experiences that inform
and inspire:
• Opportunities: Increase offerings for Edina residents to participate in classes and other
events that combine arts and culture with learning and education for all ages and
abilities. See Goals 1 and 3 below.
3. The definition of “culture” is evolving rapidly and now includes a range of experiences
and activities that involve events at which people gather and interact, in what has been
termed a “meeting of like-minded strangers”.
• Art as activism is increasingly apparent, with artists responding to current events
and community changes.
• Opportunities: Leverage arts and culture initiatives to bring Edina citizens together
as a community. See Goals 1, 2, 3 and 4 below.
4. Technology and social media continue to change rapidly; we can know more and find it
fast, but we can also become isolated and be susceptible to phenomena like fake news or
scams.
• There is also a push back against technology, which recognizes the value of face-to-
face contact (examples include local meet up groups or the maker culture).
• Opportunities: Utilize technology to inform and invite participation in arts and culture
activities. See Goal 1 below.
• It is important to take note of trends that may be specific to the Edina community
5. Shifting demographics and politics - Edina is becoming more heterogeneous, with more points
of view which can differ significantly on some pertinent issues.
6. Commercial development and changes are taking place and/or are planned for areas such as
Southdale, 50th and France, Grandview, and Pentagon Park.
Edina Comprehensive Plan
14. Arts and Culture Chapter – Approved 08-18-20
14-16
7. Opportunities: Use arts and culture activities and perspectives to support a resilient and
cohesive community in Edina. See Goals 1 through 5 below.
Challenges
A number of current and near-horizon challenges will have an impact on the way that arts and culture are
incorporated into daily life in Edina. Chief among these include:
1. The demand for arts and culture experiences is currently out-paced the supply.
• There is an established need for a new Edina Art Center. There is a strong opportunity
to increase both the overall customer base and the percentage of Edina residents taking
part in the offerings of the Edina Art Center.
• Opportunities: Provide additional arts and culture experiences for citizens and visitors
of Edina. See Goals 3 and 6 below.
2. There will be a number of changes to the city, including real estate development
• There can be tension between property development and maintaining historic
continuity. This will have an impact on potential location of a new art center
• Resistance to change is common in most communities, including Edina. That requires a
thoughtful, creative, and community-engaged planning process. As population density
increases, there is a need for an intentional approach to design that allows for necessary
change, but respects history and local neighborhood identity.
• Development plans for the Southdale area are likely to lead to numerous changes to
that part of Edina.
• There are risks in the local retail sector: reduction in bricks-and- mortar retail stores,
likely increases in experiential customer focus, more restaurants and entertainment
venues.
• Opportunities: Incorporate arts and culture perspectives to engage the community, add
creativity, and augment decision-making. See Goals 2, 5, and 6 below.
3. Funding and organizational structures for arts and culture can be improved
• Funding for arts and culture remains a challenge. It is important for arts and culture
efforts in Edina to take a strategic and planned approach to fund-raising and sustainable
funding models. There are opportunities in Minnesota, such as the Legacy Amendment
Funding1, that might be tapped.
• Opportunities: Establish sustained funding models for arts and culture in Edina. See Goal 6
below.
4. Transportation undergoing a number of significant changes
• The next ten years is likely to see an increase in hybrid and electric cars, light rail lines and
services, and the implementation of assisted and/or autonomous vehicles.
1 In 2008, Minnesota passed the Clean Water, Land and Legacy Amendment to the State Constitution. This
Amendment increased state sales tax by three-eighths of one percent, from July 1, 2009 through 2034. A portion of
the revenue (19.75%) is dedicated to The Arts and Cultural Heritage Fund which is used to support arts, arts
education and arts access, and to preserve Minnesota's history and cultural heritage.
Based on current sales tax revenue, Minnesotans will invest more than $1.2 billion in arts and cultural heritage fund
projects and programs over the 25-year life span of the tax.
Edina Comprehensive Plan
14. Arts and Culture Chapter – Approved 08-18-20
14-17
• Edina is also anticipating an increase in walking and bicycling.
• Opportunities: Incorporate a creative placemaking perspective to enable Edina to embrace
change over time. See Goals 2, 4 and 5 below.
Summary of Trends and Challenges
Edina is changing, along with the rest of the region and the country. As demographics shift and the
community evolves, Edina is becoming more heterogeneous, and the investment in efforts that are inclusive
and accessible will provide value. While change can be hard for any community, this can be eased when
leaders are aware of the trends and challenges, so that they can anticipate and plan for the impact they will
have on the city. Arts and culture initiatives can help enable Edina to take advantage of opportunities and
therefore support the city’s overall strategic goals. Those opportunities are reflecting in the Goals and
Policies listed below.
Goals and Policies
As Edina looks forward into the next ten years, there are six major goals for arts and culture that
consider the Trends and Challenges listed above along with the unique needs and resources of Edina.
The City of Edina, through its Arts and Culture Commission, prepares annual work plans that define how
goals will be implemented. The first step in this process is the development of policies that will lead to a list
of tactics or implementation steps. The tactics for arts and culture (presented below) are paired with the
goals and policy statements.
Recognizing that ten years is a long timeframe, the following tactics are listed with an understanding that
they may shift and evolve over time and in response to changing conditions or unforeseen
circumstances.
Edina Comprehensive Plan
14. Arts and Culture Chapter – Approved 08-18-20
14-18
Goal 1: Distribute and promote arts and culture across all of Edina to provide opportunities for
people to come together in the creation and celebration of art and culture, building inclusive
communities.
Policy 1: The City will continue to support and promote arts and culture activities and programs
across Edina.
Goal 2: Leverage the Edina Arts and Culture Commission (ACC) to form strong and enduring
collaborative partnerships between the ACC and other Edina commissions and associations to
incorporate arts and culture into planning and implementation processes.
Policy: The City will incorporate arts and culture into planning and implementation processes by
supporting collaborative partnerships between the ACC and other Edina commissions and associations.
Goal 3: Improve and maintain dedicated spaces and venues for arts and culture; activate each with
dynamic programming that includes a broad array of art forms and expressions accessible to all.
Policy: The City will continue to support dedicated venues for arts and culture, and actively support the
construction of a new Edina Art Center.
Goal 4: Expand and continue to drive awareness of and participation in Edina’s Public Art
program and art collection.
Policy: The City will continue to support the Edina Public Art program and art collection,
including ongoing financial support.
Goal 5: Establish a formal role for artists and other creative thinkers to participate
in forward-looking plans for Edina.
Policy: The City will actively seek and include the perspective of arts and culture to contribute to
decision-making and policy-setting in Edina.
Goal 6: Research, decide on, and implement the necessary funding and governance
plans for supporting arts and culture in Edina.
Policy: The City will work closely with the ACC to plan for sustainable financial support of arts
and culture across Edina.
Edina Comprehensive Plan
14. Arts and Culture Chapter – Approved 08-18-20
14-19
Taken together, these goals and policies will serve to inform the development of the Arts and Culture
Commission’s annual work plans for the next ten years and will enrich community life in Edina, drawing
participation from residents and non-residents alike. The result of this is to reinforce the positive image
of Edina as a preeminent place to live, work, and visit.
The inclusion of a chapter dedicated to arts and culture as part of the 2018 City of Edina Comprehensive
Plan is a powerful statement that recognizes the importance of arts, culture, and creative expression - which
are as valuable to a vibrant and strong community as are quality of life, education, parks and recreational
facilities. By incorporating strategies and objectives for arts and culture that are thoughtfully woven into the
fabric of Edina, the plan increases the benefits to residents and visitors, and works in support of achieving
the inspirational vision for the city as a “… preeminent place for living, learning, raising families and doing
business”.
Date: April 18, 2023 Agenda Item #: IV.
To:Mayor and City Council Item Type:
Reports / Recommendation
From:Tiffany Bushland, General Manager Centennial Lakes
Park Item Activity:
Subject:Centennial Lakes Park Operational Assessment Discussion
CITY OF EDINA
4801 West 50th Street
Edina, MN 55424
www.edinamn.gov
ACTION REQUESTED:
None, for discussion only.
INTRODUCTION:
In 2022, City Council directed staff to complete an operational study of Centennial Lakes Park. The goal is to
determine the expenses, revenue, and operational benefits of Centennial Lakes Park in preparation for future
budgetary discussions on the financial stability of the park. This assessment includes a review of the operational
market, park condition, structure condition, evolution of visitor demographics and surrounding housing &
commercial density information.
ATTACHMENTS:
Description
Staff Report: Centennial Lakes Park Operational Assessment
April 18, 2023
Mayor and City Council
Tiffany Bushland, General Manager Centennial Lakes Park
Centennial Lakes Park Operational Assessment
Introduction
In 2022, the City Manager requested Parks and Recreation Staff to prepare an assessment report on
Centennial Lakes Park. The report summarizes the park budget, park visitor, amenity offerings, and
operational benefits of Centennial Lakes Park in preparation for future budgetary discussions on the financial
stability of the park. This review also includes the operational market, park condition, structure condition,
evolution of visitor demographics and surrounding housing & commercial density information.
Information/Background
Centennial Lakes Park is a 24-acre park located in southeast Edina. Visitors enjoy a variety of year-round
amenities including paddleboats, a putting course and lawn games in the summer and ice skating in the
winter. Walking paths surround the stormwater pond and take people through landscaped gardens and
around public art.
Development of Centennial Lakes Park was by a unique public and private partnership which included the
City of Edina along with a consortium of developers. Previously, the 100-acre site was home to the Hedberg
Gravel pit. As one of the last large undeveloped parcels in the area, the Hedberg estate sponsored a
competition to find the right idea and developer for the site. United Properties prevailed in the competition
with the idea of having several different land uses surrounded by a public park. United Properties became
the master developer and BRW, Inc the master planner. The City of Edina wanted to include a large park,
housing, and stormwater storage on the site. Ultimately, the site was developed to include office,
entertainment, medical, housing and retail space surrounded by a large park. The stormwater pond became
an amenity used by the public.
Groundbreaking for the Centennial Lakes Park project took place in 1989. Residential condominiums, retail
space, a theater, medical space, and the park were the first phases to be completed. The office space along
the southern portion of the park took place from 1996-1999, as tenants were secured.
STAFF REPORT Page 2
Currently, the property surrounding Centennial Lakes Park and the Promenade
is zoned for a variety of uses. The southern portion of the park is surrounded by
five commercial office buildings. The west side of Centennial Lakes Park and
Edina Promenade is home to retail and medical space. Lastly, along the east side
of the park and Promenade are multi-family housing units.
Centennial Lakes Park includes a variety of amenities including walking paths,
landscaped gardens, public art, an 18-hole natural grass putting course, lawn
games, paddleboat rentals, fishing, and an outdoor amphitheater. Visitors to the
park can enjoy a variety of programmed entertainment including a summer
concert series and farmer’s market.
The Edina Promenade was constructed in 2008 to connect Centennial Lakes
Park via walking path with the adjoining neighborhoods and Three Rivers Park
District’s Nine Mile Creek regional trail. The 5.6 acre Promenade includes
separated walking paths and a bike trail surrounded by public art, landscaped
gardens and seating areas. The regional trail allows trail access to Centennial
Lakes Park from Minnetonka, Hopkins, Richfield, Bloomington and south
Minneapolis via dedicated paths.
Park Amenities and Programs
Centennial Lakes Park is a community gathering location. The prominent meeting place is the Hughes
Pavilion which overlooks the lake with floor-to-ceiling windows and serves as a venue for receptions, parties
and meetings. The Maetzold Amphitheater is home to concerts, performances and special events.
Park visitors enjoy a variety of amenities at Centennial Lakes Park. Landscaped areas, gardens and annual
plants are prominent throughout the park. The park is home to several native planting areas, manicured
landscaped areas and over 120 annual pots filled with colorful flowers. Patrons can get lost in a labyrinth and
enjoy beautiful public art. The pathways at Centennial Lakes Park wrap around the lake and are a popular
attraction. Walkers and runners utilize the 1.4 mile loop around the park and 0.75 miles along the
Promenade connecting to the Nine Mile Creek Regional bike trail. Seating areas are another attraction for
visitors. A variety of swinging benches, tables and chairs are placed throughout the park for visitors to enjoy
a meal, gather with others, or read a book. Fishing is another activity available to the public. The accessible
shoreline and abundance of fish stocked by the Minnesota Department of Natural Resources make fishing an
enjoyable experience for families.
The 18-hole natural grass putting course at Centennial Lakes Park has proven to be a popular attraction. In
2022, there were over 30,000 rounds played on the course. Golfers enjoy the traditional bent grass, sand
traps, ponds and lakeside views. Adjacent to the putting course sits Scottish golf and lawn bowling.
Paddleboat rentals are another patron favorite activity. In 2022 over 4,500 paddleboat captains explored the
10-acre lake. During the winter months, the lake and the pavilion transition to a skating destination. Visitors
can rent ice skates at the Hughes Pavilion or bring their own and skate. Over 14,500 people rented ice
skates in the 2022-2023 winter season to enjoy the skating experience at Centennial Lakes.
Centennial Lakes Park and Promenade
STAFF REPORT Page 3
The lake at Centennial Lakes Park is a park amenity that that also serves as a storm water pond. The unique
idea is functional but also provides a natural respite in a built environment. Water runoff from an
approximate 214 acres of surrounding land, including streets, parking lots and buildings, collects in the lake.
Dirt, debris, sand and other pollutants settle at the bottom allowing cleaner water to release downstream to
the Nine Mile Creek and Minnesota River. The lake also serves as flood storage for the surrounding area
and can store 11 million gallons of water to reduce area flooding. Paddleboat users and skaters are
recreating on a water body that’s primary purpose is water quality.
In addition to the park amenities at Centennial Lakes Park there are a variety of program offerings for
visitors. The Maetzold Amphitheater is home to a robust concert schedule in the summer with five concerts
each week, including children and evening performances.
The Centennial Lakes Park Farmers Market is a weekly market from June to October. Visitors shop from 30
different vendors selling locally grown or produced food and flowers. Thousands of visitors stroll the
pathway, shop from vendors, and enjoy live music at the market.
Youth programs utilize the amenities at the park to provide recreation programming. Children enjoy fishing,
golfing, lawn bowling and paddleboats. Participants young and old can also learn from the Horticulturist and
create plant displays and wreaths.
Facility rentals of the Hughes Pavilion and the Maetzold Amphitheater are another community offering.
Renters utilize the spaces to gather for special events. Celebrations, meetings and life celebrations attract
people from all over the region.
Centennial Lakes Park is the site for the Edina Fall into the Arts Festival every fall. The festival is conducted
by the Edina Crime Prevention Fund and is administered by the Edina Chamber of Commerce. Over 225
artists and vendors line the pathways at Centennial Lakes Park and draw approximately 10,000 visitors.
Park Uses and Influences
The City of Edina was on the forefront when creating, designing, and building Centennial Lakes Park. The
park concept is modeled throughout Minnesota and the beyond. To plan for the future of Centennial Lakes
Park it is important to review the current demographics, environmental impacts, area development, and
transportation impacts that affect park users. The COVID-19 pandemic had and continues to have an impact
on how the park is utilized by patrons.
Land Use
Land use surrounding Centennial Lakes Park and the Edina Promenade has been changing. Within the last
ten years, ten properties within a 0.5 mile walk from Centennial Lakes Park have been redeveloped into full
or mixed uses that contain housing. A total of 1,328 units containing over 1,500 bedrooms have been built
from 2010 until 2022. Combined, these properties value $436 million. Of those 1,328 units added, 330 units
paid park dedication fees totaling $1.78 million. The park dedication fees went into the park improvement
fund and have been utilized on entire park system improvements including signage, Arden Park and Fred
Richards Park. Additionally, there are currently four developments in varied levels of approval that could add
another 1,200 units within 0.5 miles of Centennial Lakes Park. Housing near the park and promenade has
increased, adding to the local significance of the park and promenade as well as increased visitor demand on
the site. An increase in visitors also means an increase of vehicular movement and bicyclists and increase
demand on parking.
STAFF REPORT Page 4 Visits and Visitors
User Profile
Centennial Lakes Park is an attraction to local and regional visitors. Use has changed since before the Covid-
19 pandemic. There is a noticeable uptick in use during the day that was not there prior to March of 2020
and the transition of visitors working from home. Dwell time at the park has also shortened, indicating more
walkers and runner enjoying the park than patrons congregating for longer time periods.
600,000
Annual Visits and Visit Frequency
2.5
500,000 2.0
400,000
300,000
200,000
100,000
1.5
1.0
0.5
-
2019 2020 2021 2022 Total Visits Unique Visitors Frequency
0.0
Overall, park visits are higher in the summer months. Saturdays are the busiest day of the week and 5:00 is
the busiest time. In 2022, the six busiest days at Centennial Lakes Park were three Saturdays in May and
three at the end of September/early October. The busiest day had 10,000 visitors on May 21. These six days
draw a large audience of people taking photos for high school prom and homecoming.
Environmental Impacts
Based on the research for Edina’s Climate Action Plan and according to the Minnesota Department of
Natural Resources, Minnesota’s climate is rapidly changing and the changes impact wildlife, plants, waters,
resources, infrastructure, and outdoor recreation activities. Minnesota has seen an increase in temperatures
and precipitation, and winter is warming faster than summer resulting in fewer nights of extreme cold. As an
outdoor recreation destination, this has an impact on park usage. Most notable is the condition of the
outdoor ice used for skating. The ponds at Centennial Lakes Park are stormwater ponds capturing
approximately 214 acres of watershed. The skating season at Centennial Lakes Park is weather dependent.
During a winter warming event runoff enters the ponds as designed and that contributes to ice melt from
the bottom which can make the ice surface unpredictable to maintain and recreate on. Higher and varying
temperatures and increased rain in the winter will have a negative impact on skating conditions.
1.9
194,000
278,000
290,000
286,500
378,000 473,500
1.6
470,500
1.6
564,000
2.0 Frequency of Visitors
STAFF REPORT Page 5
Approximate 214-acre stormwater area flowing into the Centennial Lake basin.
Warmer winter temperatures also mean more freeze and thaw
cycles creating icy sidewalks, streets and parking lots. Often
chloride is used to mediate icy conditions. However, The
Minnesota Pollution Control Agency aims to reduce chloride
because it is negatively impacting our water resources. Chloride is
collected in the stormwater pond making it more difficult to
maintenance ice for skating in the winter. Additionally, the freeze
and thaw cycles impact the pathways throughout the park, causing
icy conditions. Maintenance staff are Smart Salt trained and strive
to utilize mechanical means to maintain the pathways in the colder
months.
Blue-green algae and harmful algal blooms are a recent
environmental concern at Centennial Lakes Park. According to the
Minnesota Pollution Control Agency, blue-green algae is a bacteria
that thrives in warm, nutrient-rich water. In the certain conditions
the algae can form “blooms” that can produce toxins linked to
illness in humans and animals. Blue-green algae has been
consistently found in monitored lakes in Edina and is a concern to
be followed. The stormwater pond at Centennial Lakes Park is an
amenity used for paddle boating and fishing and the water must be
safe for users.
Climate change also has an impact on vegetation. Increases in temperatures, drought risk and precipitation
create stress on plants and trees. Invasive species are also a stressor amplified by climate change. It is
important to continue to monitor vegetation and diversify species throughout the park. The city can no
longer rely upon Zone 4 Minnesota native species to adapt and has begun introducing Zone 3 vegetation.
Rental Market Changes
The Hughes Pavilion and Maetzold Amphitheater are two spaces utilized for external rentals. In the last five
years, the rental market has changed. According to IBISWorld, the wedding industry has declined on average
4.1% per year over the last five years. Destination and large wedding events are still strong, but are too large
for the current event space. Rental use from corporate groups has also changed because of COVID-19.
Continuing trends of remote work, work from home and hybrid schedules have created a reduction in
corporate rentals. Historically, wedding, and corporate events accounted for the majority of external rentals
in the pavilion and amphitheater.
Park Budget
Shared Facilities and Adjoining Ownership
The public and private partnership that worked together to develop the park and surrounding properties
agreed to a park maintenance fee to help support park maintenance. As part of the original development, six
properties adjoining the park have a contractual obligation to the City of Edina to help offset the cost to
maintain Centennial Lakes Park. The unique nature of the entire development solidifies the need for a great
working relationship between property owners and the City.
Contract terms for properties above were for 30 years with an auto additional 10 years unless 75% of
homeowners and park owner agree to term at 30 years. Centennial Lakes Village Homes contract
agreement was amended to continue until 12/21/34 with the rate reducing to $2,500 on 1/1/2030.
STAFF REPORT Page 6
$400,000
Annual Park Maintenance Fees and Contract Duration
$300,000
$200,000
$100,000
$-
2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 2036 2037 2038 2039 2040
Coventry Centennial Lakes Village Homes Medical Office Building Pinstripes Retail Plaza South Office Park
In 2022, a total of $318,473 was collected in park maintenance fees. Currently, the maintenance fee
supports 25% of the total budget revenue. Four of the six contracts have an end date in 2028. In 2029 a
projected $62,280 will be collected for park maintenance fees. A long-term solution for the loss of
maintenance fees needs to be addressed.
Property lines are unique throughout the development, and often City property is utilized for egress of
neighboring buildings and in 2019 authorized a portion of the Promenade for storm water infiltration.
Additionally, the Centennial Lakes Park maintenance facility is located within the Centennial Lakes Park retail
plaza. The maintenance facility is used for storage of park maintenance equipment and three full-time staff
work out of the location.
For this assessment, staff broke down the annual budget total into two categories in order to highlight the
enterprise portion and the general park upkeep attributes to the budgetary impact.
$1,500,000
Annual Budget
$1,000,000
$500,000
$0
Expenses Revenue
Enterprise Operation
Park Agreements
General Park Operation
Edina Liquor Subsidy
Current Capital Expenses - Funded
2023- $205,000 Furniture, paddleboats, signage (ARPA Funding)
2027-2028- $800,000 Facility improvements (Capital Improvement Program)
$318,000
$661,000
$1,058,000
$351,000 $350,000
STAFF REPORT Page 7
Current Capital Expenses - Unfunded
$6,825,000 High priority urban design elements, landscapes, lighting, electrical
$12,360,000 Medium priority urban design elements, landscapes, lighting, electrical
$500,000 Golf/Game area clubhouse replacement
$500,000 Amphitheater restroom planning
$335,000 Maintenance equipment replacement
$300,000 Water feature replacement
$180,000 A/V replacement
Horizon Projects
Several improvements have been identified to enhance the user experience at Centennial Lakes Park. One
important addition to the park is the consideration of additional restrooms near the Maetzold
Amphitheater. The amphitheater is a gathering spot in the park and hosts five weekly concerts throughout
the summer and a variety of external rentals. Currently amphitheater visitors use restrooms located at the
Hughes Pavilion, a 200-yard walk.
Replacement of the clubhouse, utilized for the putting course and lawn games, is necessary within a few
years. The building is at the end of its useful life and a replacement is required.
Public art is an important aspect to Centennial Lakes Park and the Edina Promenade. An increase in public
art throughout the park and promenade would provide a better park experience for visitors. Lastly, the
nature of Centennial Lakes Park and its proximity to residential properties make it a great location for the
City to utilize electric maintenance equipment. Staff could provide electric maintenance demonstrations to
educate visitors on the importance of City sustainability goals and the improvement to reduce noise
pollution to neighbors.
Another important priority is safe and easy connection to Fred Richards Park and the Fire Station #2 site.
Connectivity between gathering sites provides a sense of community.
Operational Assessment
The amenities and programming at Centennial Lakes
Park and the Edina Promenade can be viewed in two
functional categories to help understand the current park
operations. “Enterprise areas” of the property are
amenities that contribute to revenue production and
“general park areas” are park areas that align closely with
traditional park use and do not produce revenue. Even
though enterprise areas produce revenue, it does not
offset the total expenses incurred to offer these
amenities. In 2022, a $350,000 Edina Liquor transfer
helped offset total expenses.
Centennial Lakes Park has several unique features that
contribute to revenue production. The Hughes Pavilion,
the central building at the park is utilized for external
reservations throughout the spring, summer and fall.
The Maetzold Amphitheater is an outdoor location for
Highlighted Areas Contribute to Revenue Generation
STAFF REPORT Page 8
ceremonies in addition to the concerts and performances planned throughout the summer. In the winter,
the Hughes Pavilion serves as a warming house for skating. The stormwater pond, made up of three large
ponds connected by channels is a unique skating experience for visitors. The putting course, lawn games
area and paddle boat rentals are additional areas of revenue production. Approximately 5.5 acres of the
total 30.6 acres of Centennial Lakes Park and the Edina Promenade can generate revenue. Revenue from
these amenities does not cover expenses for the amenities or the entire park. In 2022, expenses for
enterprise areas were $1,058,256 and revenue produced from these amenities was $661,889. In 2022, 63%
of staff time was spent on enterprise functions and 37% of staff time was spent on general park areas.
The Edina Promenade and Centennial Lakes Park have amenities that can be viewed as “general park”
amenities. The most prominent of these are the two miles of walking paths surrounded by landscaped
gardens. Similar to Arneson Acres Park, the dedicated and highly valued planting areas showcase a variety of
horticulture techniques to bring a unique landscape to patron experiences. Visitors also enjoy displays of
public art and a variety of seating areas and gathering spots. In 2022, $351,095 was spent on general park
amenities, accounting for 25% of the total expenses at Centennial Lakes Park and Edina Promenade.
Staffing Structure
Centennial Lakes Park has five full time employees. The full-time staff consists of a General Manager,
Assistant Manager, Maintenance Supervisor, Horticulturist and Turf Management Maintenance Coordinator.
Two regular part-time employees also work at the facility year-round.
Seasonal part-time staff fluctuates based on the need. During the winter months roughly 20 seasonal staff are
employed in customer service and maintenance positions. In the summer, the seasonal staff increases to 50
to accommodate the additional maintenance and customer service needs.
There are several staffing challenges at Centennial Lakes Park. In the winter, when the skating ice and
pathways need to be maintained and cleared of snow multiple concurrent priorities emerge for staff to
manage in order to fulfill demands during inclement weather. When the weather warms and the park is
busier with visitors and events another set of competing priorities places emerging demands on preparing
the park. Currently, event rentals, concerts, and general park use is busiest in evenings and on weekends.
Part-time and seasonal staff are the main staff on duty in customer service roles. In certain times of the year,
as many as 10,000 people visit the park in one day and a typical summer evening 3,000 people utilize the
park. Based on staffing levels there is a ratio of one staff person to every 750 to 3,300 visitors at most times.
Additionally, as social disruptions continue to occur, it is important to ensure the type and number of staff
on evenings and weekends reflect patron and park needs.
The unique nature of Centennial Lakes Park makes it an optimal spot for a park and recreation
apprenticeship program. Entry level staff could knowledge in a range of park operations. The combination of
horticulture, golf course turf, ice maintenance, and programming provide a great introduction to larger scale
park maintenance and programming.
Amenity Condition
Most of the amenities at Centennial Lakes Park were constructed in 1991, when the park was established.
The Hughes Pavilion and maintenance garage assets are tracked in the City’s asset management software. To
gauge the condition of the exterior elements of the park, staff commissioned a condition assessment and
STAFF REPORT Page 9
probable cost replacement study with Kimley-Horn. Kimley-Horn reviewed the landscape elements, lighting
and electrical, and retaining walls and structures. Kimley-Horn recommends $6.8 million in high priority
repairs, $12.3 million in medium priority and $5.5 million in low priority repairs.
The City’s asset management software, VFA, provides a financial outlook of upcoming replacement costs for
the Hughes Pavilion and the maintenance garage. Within the next 10 years, $1.4 million is projected to
replace infrastructure at the end of its life at the Hughes Pavilion and $750,000 recommended for the
maintenance garage. Items include roofing, doors, window, plumbing and electrical fixtures, and fire alarm
and telephone systems.
The Maetzold Amphitheater is constructed of a steel frame structure. Kimley-Horn suggests the structure
be repainted to address areas of rusting and protect against future rusting. This repair is a low priority item.
The seating area at the Amphitheater is showing signs of deterioration. A medium priority repair to the
seating area includes sealing and fixing the existing cracks to prevent accelerated deterioration. The roof at
the amphitheater is currently performing at the recommended level and no repair is needed.
One of the most popular amenities at
Centennial Lakes Park is the walking paths.
Most of the pathways are colored concrete
and concrete with paver inlays. Throughout
the park there is 280,550 square feet of
pavement. According to Kimley-Horn, 10% of
the total pavement is in poor condition, 86%
is in fair condition and 4% is in good
condition.
Throughout Centennial Lakes Park and the
Edina Promenade there are 47 site
structures, such as swinging benches, freestanding trellis and pergolas. In Kimley-Horn’s asset assessment,
43% of structures are in poor condition, 51% in fair condition and 6% in good condition.
Landscape areas of Centennial Lakes Park and the Edina Promenade account for 12.5 acres of the property.
Landscaped areas can be separated into turf areas or planting beds that include shrubs and perennials.
Kimley-Horn studied all the landscaped areas and determined the following condition. 20% of turf is in poor
condition, 43% in fair condition and 37 % in good condition. Of the planting beds throughout the park and
promenade, 48% are in poor condition, 26% are in fair condition and 26% are in good condition.
Remarkably, one of the most popular amenities at Centennial Lakes Park and the Edina Promenade are the
planting beds and 48% are in poor condition.
The irrigation system covers the entire park and promenade turf and planting beds. The large system is
controlled by nine controllers and includes a variety of drip, spray heads and micro-rotor heads. Kimley-
Horn recommends a full replacement of the system due to the age and poor condition observed.
Spread throughout Centennial Lakes Park and the Promenade there are 469 light fixtures separated into
nine different categories of fixtures. Kimley-Horn suggests 20% of fixtures are in poor condition, 47% in fair
condition and 33% in good condition. A common complaint from park users is the lack of lighting
throughout the park.
The bridges were rebuilt in 2018 and 2019 incorporating an upgraded design and ADA improvements to the park
STAFF REPORT Page 10
Retaining walls and concrete structures throughout the park were classified to be in good, fair and poor
condition. Overall, these structures seem to be a low to medium priority to repair, according to Kimley-
Horn.
Condition Assessment Summary
Irrigation Systems
Landscape Planting Areas
Landscape Turf Areas
Lighting Fixtures
Retaining Walls
Site Amenities
Walking Paths
0% 25% 50% 75% 100%
Poor Fair Good
Subsurface utility systems, such as water main, storm water and sanitary sewer apparatus system items
throughout the park and Promenade have not been assessed. In general, the subsurface utilities are original
to the 1991 installation date. Fiber optic cable is needed at the golf/lawn games area to provide better
customer service to park users. Fiber optic cable is also needed in the maintenance garage to improve
internet connectivity for staff functions.
Future of Centennial Lakes Park
Centennial Lakes Park is a popular attraction to visitors locally and regionally. The City of Edina and
developers were groundbreaking in the park and development surrounding the park. The park is home to a
variety of amenities that are both active and passive recreational opportunities. In 2022, there were over
450,000 visits to the park to walk the paths, skate, paddleboat, enjoy public art or utilize other amenities. Of
the many park amenities only a few contribute to revenue generation, and the revenue does not offset
expenses for the park.
Staffing at the park continues to be a challenge, especially with continued social disruptions and an
importance in security management. It is important to put staff in a place to be successful in providing a
great experience for park visitors. The condition of the park amenities is also deteriorating. The majority of
the park infrastructure is original and over thirty years old. A condition assessment by Kimley-Horn suggests
$6.8 million in high priority repairs. The Centennial Lakes Park operating budget does not have funds to
support those repairs. Financially, the Centennial Lakes Park budget is changing. The maintenance fees paid
by neighboring properties is forecasted to sunset in 2028 and a plan is needed to continue to fund
operations. Revenue generated from local amenities cannot support operations and a vast majority of the
park does not produce revenue.
Development around the park and promenade is changing. Properties are transitioning from commercial to
residential and more people live within 0.5 miles from the park than ever before. As that planned density
continues adjacent and around the park there will be increase in use for recreational pursuits. The increase
in population also makes the connection to Fred Richards Park important.
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Environmental changes continue to make an impact on the park. Climate change impacts the amenities
people enjoy including skating, paddle boats and the park vegetation. The park needs to be prepared and
adapt to the changing climate.
The three central issues for upcoming discussions are to (1) identify a reliable source of operational revenue
given the changes in maintenance fees, (2) determine the future scale and quality of amenities along with
services that drive staffing and related expenses; and (3) determine an approach to funding capital
improvements and renewal around the park. These issues will be incorporated into the upcoming 2024-
2025 budget process.
Centennial Lakes Park is the crown jewel of Edina and resources are needed to keep it that way. Investment
in Centennial Lakes Park and the Edina Promenade is an investment into the quality of life of Edina residents
and park users.