HomeMy WebLinkAbout2023-08-08 Parks & Rec Comm PacketAgenda
Parks and Recreation Commission
City Of Edina, Minnesota
Braemar Golf Course - 6364 John Harris Dr.
Tuesday, August 8, 2023
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 June 13, 2023
V.Community Comment
During "Community Comment," the Board/Commission will invite residents to share relevant issues
or concerns. Individuals must limit their comments to three minutes. The Chair may limit the
number of speakers on the same issue in the interest of time and topic. Generally speaking, items
that are elsewhere on tonight's agenda may not be addressed during Community Comment.
Individuals should not expect the Chair or Board/Commission Members to respond to their
comments tonight. Instead, the Board/Commission might refer the matter to sta% for
consideration at a future meeting.
VI.Reports/Recommendations
A.Introduction of Recreation Supervisor Rachael Walters
B.Introduction of Park Planner Rachel Finberg and Project
Updates
C.2023 Commission Work Plan
D.2024 Work Plan Development Discussion
VII.Chair And Member Comments
VIII.Sta2 Comments
A.Promotion of Human Services Task Force
B.Upcoming Meetings and Events
IX.Adjournment
The City of Edina wants all residents to be comfortable being part of the public
process. If you need assistance in the way of hearing ampli7cation, an
interpreter, large-print documents or something else, please call 952-927-8861
72 hours in advance of the meeting.
Date: August 8, 2023 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 June 13,
2023
Action
CITY OF EDINA
4801 West 50th Street
Edina, MN 55424
www.edinamn.gov
ACTION REQUESTED:
Approve minutes from the June 13, 2023 Parks & Recreation Commission meeting.
INTRODUCTION:
ATTACHMENTS:
Description
Draft Minutes June 13, 2023 Meeting
Draft Minutes☒
Approved Minutes☐
Approved Date:
Minutes
City of Edina, Minnesota
Edina Parks & Recreation Commission
Braemar Golf Course
June 13, 2023
7 p.m.
I. Call to Order
Chair Doscotch called the meeting to order at 6:59 p.m.
II. Roll Call
Answering roll call were Commissioners Doscotch, Ites, Luangrath, Pfuhl, Spanhake, Welsh and
Ytterbo
Absent: Commissioners Haas and Weaver and Student Commissioners DeFor and Horsager
Staff Present: Staff Liaison Perry Vetter, Assistant Director Parks & Natural Resources Tom Swenson,
Assistant Director Recreation & Facilities Tracy Peterson, Recreation Supervisor Laura Fulton, Parks
Intern Sam Ure and Administrative Coordinator Janet Canton
III. Approval of Meeting Agenda
Motion made by Ites to approve the meeting agenda. Motion seconded by Pfuhl. Motion
carried.
IV. Approval of Meeting Minutes
Motion made by Spanhake to approve the May 9, 2023 minutes. Motion seconded by Pfuhl.
Motion carried.
V. Special Recognitions and Presentations
A. Introduction of Parks & Recreation Summer Intern
Assistant Director Peterson introduced Parks & Recreation Intern Sam Ure. Intern Ure updated
the Commission on the programs he has been assisting with in the community, including many
different Edina events. The Commission asked Intern Ure what made him desire to work in the
Parks & Recreation field.
VI. Community Comment
None
VII. Reports/Recommendations
A. Arts Programming Update
Assistant Director Peterson introduced Recreation Supervisor Laura Fulton. Recreation
Supervisor Fulton provided an update on the Art Center’s programming and reviewed the
different types of classes offered at the Art Center. She also noted two special events, Art
Together, to reach a wide variety of families, and Art on the Go, to store art supplies at
Centennial Lakes and Walnut Ridge Park. Recreation Supervisor Fulton also gave an update on
the potential partnership with Hennepin County to build a new art center on the second floor of
Draft Minutes☒
Approved Minutes☐
Approved Date:
the Library. The Commission asked questions concerning square footage in new building, relative
capacity, what would be done with the old Art Center, and overall programming.
B. 2023 Commission Work Plan
Chair Doscotch informed the Commission that Vice Chair Pfuhl and he attended the City
Council work session and went through the agenda items that were discussed.
Initiative #1 – Support Fred Richards Park Implementation. Staff Liaison Vetter updated the
Commission that at the next City Council meeting, they will be bringing forward the Professional
Services Agreement, to move from the Master Plan to Design Development.
Initiative #2 – Support Braemar Park Implementation. Staff Liaison Vetter updated the
Commission that they completed a site walkthrough and it went well. He noted a lot of the items on
the staff wishlist lined up with the user wishlist and they will be pulling together those concepts for the
Commission to see.
Initiative #3 – Support Braemar Arena Implementation. Staff Liaison Vetter updated the
Commission on the expansion request that was included in the legislative session and gave a brief
overview of the history behind the language on the initiative. Vice Chair Pfuhl asked a question
regarding the percentage of the vote for the referendum. The Commission discussed the potential for
more than one additional indoor rink to be added to Braemar Arena.
Initiative #4 – Alternative Funding Sources. Chair Doscotch updated the Commission that there is
a working draft of the document and he is planning to meet with Staff Liaison Vetter before the next
meeting with an updated document.
Initiative #5 – Comparable Community Parks/Recreational Opportunities. Vice Chair Pfuhl
updated the Commission that there was a lot of discussion from council members at their work
session. She informed the Commission they are putting together a report comparing differences across
communities.
Initiative #6 – Parks & Recreation Presentations. Chair Doscotch updated the Commission that to
his knowledge the group for this initiative is working on the content for the presentation.
Staff Liaison Vetter informed the Commission that the general intention for initiatives 4, 5, and 6 is to
complete the work by the end of 2023.
C. 2024 Work Plan Development Discussion
Staff Liaison Vetter informed the Commission they need to start work on shaping their 2024 Work
Plan in June, July and August. He indicated that a motion would need to be made at the September
meeting and that Chair Doscotch will present it to the City Council in October. Chair Doscotch
recommended to the Commission to look at the Comprehensive Plan and look for any gaps and to
start gathering ideas to compile a list and make selections.
VIII. Chair and Member Comments
• No comments
Draft Minutes☒
Approved Minutes☐
Approved Date:
IX. Staff Comments
A. Informational Items
Staff Liaison Vetter gave the following updates:
• Staff are very busy leading into the kickoff to summer; a lot of activities and projects
being set into motion.
• There has been a lack of rain and other factors affecting programming.
B. Upcoming Meetings and Events
• The Juneteenth Celebration will be held on Monday, June 19 at 4 p.m. at Centennial
Lakes Park.
• The fireworks and the Fourth of July parade will be held on Tuesday, July 4.
X. Adjournment
Motion made by Spanhake to adjourn the June 13, 2023 meeting at 8:01 p.m. Motion
seconded by Welsh. Meeting adjourned.
Date: August 8, 2023 Agenda Item #: VI.A.
To:Parks and Recreation Commission Item Type:
Other
From:Tracy Petersen, Assistant Director of Recreation and
Facilities Item Activity:
Subject:Introduction of Recreation Supervisor Rachael
Walters
Information
CITY OF EDINA
4801 West 50th Street
Edina, MN 55424
www.edinamn.gov
ACTION REQUESTED:
None, informational only.
INTRODUCTION:
Rachael Walters, Recreation Supervisor will be present to introduce herself.
Date: August 8, 2023 Agenda Item #: VI.B.
To:Parks and Recreation Commission Item Type:
Other
From:Tom Swenson, Assistant Director of Parks and
Natural Resources Item Activity:
Subject:Introduction of Park Planner Rachel Finberg and
Project Updates
Information
CITY OF EDINA
4801 West 50th Street
Edina, MN 55424
www.edinamn.gov
ACTION REQUESTED:
None, informational only.
INTRODUCTION:
Rachel Finberg will be present to introduce herself and provide progress updates on the park projects.
Date: August 8, 2023 Agenda Item #: VI.C.
To:Parks and Recreation Commission Item Type:
Report and Recommendation
From:Perry Vetter, Parks & Recreation Director
Item Activity:
Subject:2023 Commission Work Plan Discussion
CITY OF EDINA
4801 West 50th Street
Edina, MN 55424
www.edinamn.gov
ACTION REQUESTED:
Provide updates on work plan initiatives.
INTRODUCTION:
Attached is the 2023 Park and Recreation Commission annual work plan. A summary of the City Council charges
is listed below.
Council Charge 1: Study and Report
Council Charge 2: Review and Comment
Council Charge 3: Review and Recommend
Council Charge 4: Review and Decide
ATTACHMENTS:
Description
Commission 2023 Work Plan
Plan Label And Number Description Initiative Type Council
Charge Deliverable Leads Last Update
Initiative 1.6.1 Support Fred Richards Park Implementation
In support of the Fred Richards Park master plan implementation
e orts assign members to the various stakeholder/focus group
input opportunities as needs are identified to bring the
community perspective to the process. Potential Areas:
Playground process
Facility/Food and Beverage Operations
Public Art
Project Bring the community perspective to the implementation process
by representing on various community input opportunities to
enhance design development. Review and comment on select
concepts to further design development.
L: Ites, Pfuhl,
Weaver, Welsch
Professional service contracts approved by City Council on June
20. Begging kick of project next. City Council will review wetland
banking commitment on July 18 City Coucnil meeting.
Initiative 1.6.2 Support Braemar Park Implementation
In support of the Braemar Park master plan implementation
e orts assign members to the various stakeholder/focus group
input opportunities as needs are identified to bring the
community perspective to the process. Potential Areas:
O trail and pedestrian trail system development
Athletic and active area development
Natural Resource restoration
Project Bring the community perspective to the implementation process
by representing on various community input opportunities to
enhance design development. Review and comment on select
concepts to further design development.
L: Haas, Spanhake,
Luangrath, Horsager
(S)
Commissioners were invited to walk the athletic field area with
association representatives for a kick o meeting. Future reviews
will be planned accordingly.
Initiative 1.6.3 Support Braemar Arena Implementation
In support of the Braemar Park master plan implementation
e orts for Braemar Arena assign members to the various
stakeholder/focus group input opportunities as needs are
identified to bring the community perspective to the process.
Potential Areas:
Infrastructure replacement
Project Bring the community perspective to the implementation process
by representing on various community input opportunities to
enhance design development. Review and comment on select
concepts to further design development.
L:Spanhake,
Doscotch, Ytterbo,
Horsager (S)
The MN State Legislature and the Governor signed the tax bill for
the 2023 session. The request to utilize local option sales tax to
expand Braemar Arena is included in the tax bill. Another
referendum would be required to utilize local option sales tax to
add a fourth sheet of ice even though the duration and
percentage of tax would not increase. Timing of the referendum
vote is being determined.
Initiative 1.6.4 Alternative Funding Sources
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.
Project Report to Council.L: Doscotch, Pfuhl,
Haas, Weaver
Members have met and discussed the dra research report.
Initiative 1.6.5 Comparable Community Parks / Recreational Opportunities
Review external recreational opportunities from comparable
communities and contrast with Edina o erings to identify any
service gaps for future strategic and financial planning.
Project Report to council. Investigate external comparison cities and
report on service gaps for future strategic and financial planning.
L: Pfuhl, Weaver,
Luangrath, Defor (S)
Commission members have met to discuss the approach and
delegation of the project portion to review and then compare
internal and external recreation o erings.
Initiative 1.6.6 Parks and Recreation Presentations
Continuation of 2022 Initiative to present information about Parks
and Recreation facilities, services, and systems with up to six
community groups. Including sta ing needs for the success of
programs and any referendum progress if successful.
Project Presentation document with Communications support and
deliver presentation to six community groups
L: Weaver, Welsh,
Haas
Presentation has been created and members will meet with sta
in order to refine the information and determine external groups
to visit.
2
2
2
1
1
4
Date: August 8, 2023 Agenda Item #: VI.D.
To:Parks and Recreation Commission Item Type:
Report and Recommendation
From:Perry Vetter, Parks and Recreation Director
Item Activity:
Subject:2024 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 2024 Parks and Recreation Commission Work P lan.
INTRODUCTION:
The Commission will begin the process to draft the 2024 work plan. While the current, 2023 work plan, is still in
progress the 2024 draft plan should be finalized by the August meeting and recommended by the commission via
motion by the September meeting. Chair Doscotch will present the proposed work plan for City Council review
on October 3, 2023.
It is anticipated that Initiatives 1.6.1, 1.6.2 and 1.6.3 will carry forward from the 2023 plan to the 2024 plan.
Again for the 2024 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
Climate Action Items Menu: 2024 Work Plan Options
Comprehensive Guide Plan - Parks, Open Space, and Natural Resources Chapter
Strategic Plan Executive Summary
Strategic Plan Appendix A Implementation Framework
Draft Work Plan Template
City of Edina • 4801 W. 50th St. • Edina, MN 55424
Phone 952-927-8861 • Fax 952-826-0390 • EdinaMN.gov
Date: 06/01/2023
To: Edina Boards and Commissions
From: Grace Hancock, Sustainability Manager
Subject: Edina Commission Climate Action Menu: 2024 Work Plan options
Attachment: 2024 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 more than 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.
Commissions add critical capacity and community perspective, important to accomplishing Edina’s climate
action goals. In 2022, Commissions were invited to integrate one CAP initiative into their 2023 work plan
proposals, and four commissions did so. Commissions are now invited on an annual basis to consider
adding a CAP initiative to their work plan proposals.
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 2024 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 2024 work
plan development process. Commissions should consider including one Climate Action in their 2024 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: Cory Lukens, cory.lukens@gmail.com
Strategy Action Potential Council Charge
BE 1-7 Create a welcome packet for new businesses, which will provide information on all the energy efficiency improvement resources and opportunities. Report and Recommend
BE 3-2 Explore the development of renewable energy program(s) which increase utilization of on-site / in-community renewable energy while creating benefit
for low-income community members. Example programs include City of Dubuque Low Income Solar Renewable Energy Credit (SREC), Leech Lake Band of
Ojibwe Community Solar for Community Action, and Texas Energy Poverty Research Institute Community Solar Program Model. Goal: 16,000 MWh clean
energy delivered through programs annually by 2030.Study and Report
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.Review and Decide
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.Review and Decide (Event or
handout materials)
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.
Report and Recommend or
Review and Decide (Event)
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. Study and Report
GS 2-7
Establish a policy to identify, create, and promote incentives to assist homeowners and households with low incomes to cover 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 Study and Report
GS 2-8
p p g g p p p g
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 Study and Report
HS 1-1
Establish a communication campaign in alignment with the American Public Health Association Policy Number: 201711 and educate the public about the
hazards of air pollution, including indoor air quality, and the steps individuals can take such as reducing and eliminating fossil fuel use, and available
resources to reduce their exposure. Review and Decide
HS 2-5
Create and make available an Emergency Response Toolkit offering tips and suggestions for residents to increase their emergency preparedness. Develop
City-based program to support individuals and families who cannot afford to purchase supplies for household emergency preparedness kits to adequately
prepare their homes.Study and Report
LF 1-4
Study and report on options to incentivize and reward soil best management practice for urban lawns, gardens, landscaping, parks, open spaces, prairies,
environmentally sensitive areas, and agricultural land uses.Study and Report
LF 2-3
Promote and expand public education campaigns to encourage purchasing and supporting restaurants which use locally grown and produced food at the
individual and institutional level (add targeting of disadvantaged, food insecure, and elder populations). Collaborate with under represented groups to
identify culturally preferred foods and advocate for their cultivation and increased availability locally. Review and Decide
LF 4-2
Establish a Green Business Refrigeration upgrade cost sharing incentive program providing a 25% matching grant for qualified buildings and applicants to
switch to green refrigeration practices. Study and ReportLocal 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 Review and Decide (Project)
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.Report and Recommend
TL 3-4
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.) Report and Recommend
Edina Commission Climate Action Menu: Work Plan options
TL 3-4
Identify underutilized paved areas and incentivize conversion to sustainable green space or infill development. Conversion focus should take into
consideration neighborhood's greenspace, heat island mitigation, affordable housing, and bike/walk mobility needs and prioritize site utilization based on Study and Report
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.Study and Report
W 1-3
Study and report on a possible 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. Study and Report
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.Study and Report
Waste WM 1-2
Support collaborative consumption community projects, such as neighborhood compost projects, tool libraries, and repair cafes through mini-grant
programs.Study and Report
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.Study and Report
WM 3-2 Explore a requirement that all waste be recycled or salvaged at large construction sites.Study and Report
WM 4-5 Promote and partner to support a Fix It Fair at the Library and create a resource list for reuse.Review and Decide (Event)
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.
Page 1 of 2
Commission Name
2024 Proposed Work Plan
1 Initiative Type:
Project, Ongoing/Annual, Event
Target Completion Date:
Quarter or month
Lead(s):
List at least one commissioner
Initiative Title:
Initiative Description:
Deliverable:
Council Charge: ☐ 1: Study & Report ☐ 2: Review & Comment ☐ 3: Review & Recommend ☐ 4: Review & Decide
Budget Required (completed by staff): Are there funds for this project? If there are not funds available, explain the
impact of Council approving this initiative.
Staff Support Required (completed by staff): Who in addition to the staff liaison will have to support this initiative?
How many hours of support are needed? Communications/marketing?
Liaison Comments: Liaison comments should be completed prior to submitting the proposed work plan to MJ.
City Manager Comments:
2 Initiative Type:
Project, Ongoing/Annual, Event
Target Completion Date:
Quarter or month
Lead(s):
List at least one commissioner
Initiative Title:
Initiative Description:
Deliverable:
Council Charge: ☐ 1: Study & Report ☐ 2: Review & Comment ☐ 3: Review & Recommend ☐ 4: Review & Decide
Budget Required (completed by staff): Are there funds for this project? If there are not funds available, explain the
impact of Council approving this initiative.
Staff Support Required (completed by staff): Who in addition to the staff liaison will have to support this initiative?
How many hours of support are needed? Communications/marketing?
Liaison Comments: Liaison comments should be completed prior to submitting the proposed work plan to MJ.
City Manager Comments:
= commission
= staff
Page 2 of 2
3 Initiative Type:
Project, Ongoing/Annual, Event
Target Completion Date:
Quarter or month
Lead(s):
List at least one commissioner
Initiative Title:
Initiative Description:
Deliverable:
Council Charge: ☐ 1: Study & Report ☐ 2: Review & Comment ☐ 3: Review & Recommend ☐ 4: Review & Decide
Budget Required (completed by staff): Are there funds for this project? If there are not funds available, explain the
impact of Council approving this initiative.
Staff Support Required (completed by staff): Who in addition to the staff liaison will have to support this initiative?
How many hours of support are needed? Communications/marketing?
Liaison Comments: Liaison comments should be completed prior to submitting the proposed work plan to MJ.
City Manager Comments:
4 Initiative Type:
Project, Ongoing/Annual, Event
Target Completion Date:
Quarter or month
Lead(s):
List at least one commissioner
Initiative Title:
Initiative Description:
Deliverable:
Council Charge: ☐ 1: Study & Report ☐ 2: Review & Comment ☐ 3: Review & Recommend ☐ 4: Review & Decide
Budget Required (completed by staff): Are there funds for this project? If there are not funds available, explain the
impact of Council approving this initiative.
Staff Support Required (completed by staff): Who in addition to the staff liaison will have to support this initiative?
How many hours of support are needed? Communications/marketing?
Liaison Comments: Liaison comments should be completed prior to submitting the proposed work plan to MJ.
City Manager Comments:
Parking Lot
Date: August 8, 2023 Agenda Item #: VIII.A.
To:Parks and Recreation Commission Item Type:
Correspondence
From:Gillian Straub, City Management Fellow
Item Activity:
Subject:Promotion of Human Services Task Force Information
CITY OF EDINA
4801 West 50th Street
Edina, MN 55424
www.edinamn.gov
ACTION REQUESTED:
None, informational only.
INTRODUCTION:
The City of Edina Human Services Task Force (HST F) will appropriate approximately $100,000 in 2024 and a
similar amount in 2025 to contract with human services organizations serving the Edina community. The funding
process opens this July 3, 2023, with a request for proposals to be available on this page:
https://www.edinamn.gov/1614/Human-Services-Funding. Information on the application process can be found
on that page as well.
If you or someone you know has a connection with any organizations addressing immediate, basic human needs
(including housing, food assistance, senior or youth care and more) in Edina, please alert them to this funding and
contract opportunity. Questions can be directed to City Management Fellow Gillian Straub at
gstraub@edinamn.gov or 952-826-0429.
· In 2022 and 2023, the City contracted with 8 different organizations to provide essential, basic human
services.
· In both of those years, the City contracts totaled $100,000 each year.
· T he process for applying for these contracts for 2024 and 2025 opens on July 3, 2023 and closes on
August 14, 2023
· T his funding provided … to Edina residents
o Housing: emergency shelter, long-term housing, rental assistance
o Youth services: youth housing, youth homeless services like shower and laundry services,
youth counseling for homeless youth
o Senior services: programming for seniors and caregivers to increase quality of life,
transportation to grocery stores and doctor appointments
o Crisis assistance: aid to those navigating the legal system, including domestic violence victims,
and emergency shelter
o Food assistance: food pantries + wrap around services like assistance enrolling in benefit
programs
· T he funds are awarded through a competitive process, which results in a contract for services, not a grant
Questions can be directed to City Management Fellow Gillian Straub at gstraub@edinamn.gov or 952-826-0429
More details can be found at: https://www.edinamn.gov/1614/Human-Services-Funding
Date: August 8, 2023 Agenda Item #: VIII.B.
To:Parks and Recreation Commission Item Type:
Other
From:Perry Vetter, Parks & 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:
ATTACHMENTS:
Description
Upcoming Meetings and Events
August 8, 2023
Park and Recreation Commission
Perry Vetter, Parks & Recreation Director
Upcoming 2023 Meetings and Events
Date 2023 Regular Meetings Time Location*
Tues. Aug. 8 Regular Meeting
• Finalize 2024 Work Plan 7:00 pm Braemar Golf Course
Tues. Sept. 12 Regular Meeting
• Recommend 2024 Work Plan 7:00 pm Braemar Golf Course
Tues. Oct. 3 City Council Work Session
• Chair presentation of 2024 Work Plan 5:30 pm City Hall
Community Room
Tues. Oct. 10 Regular Meeting 7:00 pm Braemar Golf Course
Mon. Nov. 13** Regular Meeting 7:00 pm Braemar Golf Course
Tues. Dec. 12 Regular Meeting 7:00 pm Braemar Golf Course
Date 2023 Events Time Location
Sept. 9 & 10 Fall into the Arts Festival Centennial Lakes
* 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 – In accordance with the 2023 Observed City Calendar.