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Home My WebLink About2023-09-12 Parks & Rec Comm PacketAgenda Parks and Recreation Commission City Of Edina, Minnesota Braemar Golf Course - 6364 John Harris Dr. Tuesday, September 12, 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 Aug. 8, 2023 V.Special Recognitions And Presentations A.Welcome Student Commissioners VI.Community Comment During "Community Comment," the Board/Commission will invite residents to share relevant issues or concerns. Individuals must limit their comments to three minutes. The Chair may limit the number of speakers on the same issue in the interest of time and topic. Generally speaking, items that are elsewhere on tonight's agenda may not be addressed during Community Comment. Individuals should not expect the Chair or Board/Commission Members to respond to their comments tonight. Instead, the Board/Commission might refer the matter to sta% for consideration at a future meeting. VII.Reports/Recommendations A.Edina Aquatic Center Update B.Summer Youth and Special Event Programming Update C.2023 Work Plan initiative 1.6.2: Braemar Park Implementation Review and Comment D.2023 Work Plan initiative 1.6.4: Alternative Funding Sources Review and Comment E.2023 Commission Work Plan F.2024 Work Plan Development Discussion VIII.Chair And Member Comments IX.Sta7 Comments A.Upcoming Meetings and Events X.Adjournment The City of Edina wants all residents to be comfortable being part of the public process. If you need assistance in the way of hearing ampli9cation, an interpreter, large-print documents or something else, please call 952-927-8861 72 hours in advance of the meeting. Date: September 12, 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 Aug. 8, 2023 Action CITY OF EDINA 4801 West 50th Street Edina, MN 55424 www.edinamn.gov ACTION REQUESTED: Approve minutes from the Aug. 8, 2023 Parks & Recreation Commission meeting. INTRODUCTION: See attached minutes. ATTACHMENTS: Description Minutes: Parks & Recreation Commission Aug. 8, 2023 Draft Minutes☒ Approved Minutes☐ Approved Date: Minutes City of Edina, Minnesota Edina Parks & Recreation Commission Braemar Golf Course August 8, 2023 7 p.m. I. Call to Order Chair Doscotch called the meeting to order at 7:01 p.m. II. Roll Call Answering roll call were Commissioners Doscotch, Ites, Luangrath, Pfuhl, Spanhake, Weaver, Welsh and Ytterbo Absent: Student Commissioners DeFor and Horsager Staff Present: Assistant Director Parks & Natural Resources Tom Swenson, Assistant Director Recreation & Facilities Tracy Petersen, Recreation Supervisor Rachael Walters, Park Planner Rachel Finberg and Administrative Coordinator Janet Canton III. Approval of Meeting Agenda Motion made by Spanhake to approve the meeting agenda. Motion seconded by Pfuhl. Motion carried. IV. Approval of Meeting Minutes Motion made by Pfuhl to approve the June 13, 2023 minutes. Motion seconded by Weaver. Motion carried. V. Community Comment None VI. Reports/Recommendations A. Introduction of Recreation Supervisor Assistant Director Petersen introduced Recreation Supervisor Rachael Walters. Recreation Supervisor Walters gave information on her schooling and career background. B. Introduction of Park Planner Assistant Director Swenson introduced Park Planner Rachel Finberg. Park Planner Finberg gave a brief background on her schooling and career as well as informed the Commission on what her role consists of. Park Planner Finberg updated the Commission on the Fred Richards Park project master plan that was approved in July 2017, and funding was identified through the referendum. Confluence was hired as the design team earlier in 2023. The City Council also just approved the banking project for the 17-acre portion. The design and banking process is set at 12-18 months. Draft Minutes☒ Approved Minutes☐ Approved Date: Park Planner Finberg gave an update on the Braemar Park project that was approved in 2018. This project has two consultants; SRF is working on the trail system and facility improvements and RES is working on natural resources. There is an open house scheduled for Sept. 6, there will also be a review and comment at the open house. The Commission asked questions regarding the water treatment plant, redrilling wells, access points, and parking at Braemar Park. C. 2023 Commission Work Plan Chair Doscotch informed the Commission that Commissioner Haas resigned, so a new lead is needed for Initiative #2. Commissioner Spanhake has volunteered to take over as the lead in Commissioner Haas’ place. Initiative #1 – Support Fred Richards Park Implementation. None Initiative #2 – Support Braemar Park Implementation. None Initiative #3 – Support Braemar Arena Implementation. None Initiative #4 – Alternative Funding Sources. Chair Doscotch updated the Commission that there has been a list created of all the possible alternative funding sources and they are working on finalizing the report that will be submitted to the City Council. Initiative #5 – Comparable Community Parks/Recreational Opportunities. None Initiative #6 – Parks & Recreation Presentations. Commissioner Weaver gave an update on the draft and noted he will send it to Liaison Vetter and Assistant Director Petersen for them to look over the financials. D. 2024 Work Plan Development Discussion Chair Doscotch updated that the first three initiatives will be carried forward to the 2024 Work Plan, and no new initiative ideas have been sent to the Director at this time. The Commissioners discussed there could be opportunities with GS 2-8; LF 1-4; Local Food LF 1-2 and TL 3-4. The Commission also discussed external use analysis, CIP funds, and alternative funding sources. Chair Doscotch updated that the initiatives need to be finalized by the next meeting, and he will present their initiatives to the City Council in October. VII. Chair and Member Comments  Commissioner Ites asked if in future planning could there be an addition of a regular women’s restroom on the front nine of the golf course so the maintenance shack does not have to be used. VIII. Staff Comments A. Promotion of Human Services Task Force Assistant Director Swenson gave a brief overview of the Human Services Task Force initiative from the City Management Fellow. Draft Minutes☒ Approved Minutes☐ Approved Date: B. Upcoming Meetings and Events  Tuesday, Sept. 12 at 7 p.m. will be the recommendation of the 2024 Work Plan and regular meeting.  Tuesday, Oct. 3 is the City Council Work Session where Chair Doscotch will be presenting the 2024 Work Plan.  Oct. 10, Nov. 13, and Dec. 12 are the dates of the regular meetings through the end of the year. IX. Adjournment Motion made by Weaver to adjourn the Aug. 8, 2023 meeting at 7:52 p.m. Motion seconded by Spanhake. Meeting adjourned. Date: September 12, 2023 Agenda Item #: V.A. To:Parks and Recreation Commission Item Type: Other From:Perry Vetter, Parks & Recreation Director Item Activity: Subject:Welcome Student Commissioners Information CITY OF EDINA 4801 West 50th Street Edina, MN 55424 www.edinamn.gov ACTION REQUESTED: None, informational only. INTRODUCTION: Welcome newly appointed Student Commissioners Alessandra DiLorenzo and Sonja Holtey. Date: September 12, 2023 Agenda Item #: VII.A. To:Parks and Recreation Commission Item Type: Report and Recommendation From:Tracy Petersen, Assistant Director-Recreation & Facilities Item Activity: Subject:Edina Aquatic Center Update Information CITY OF EDINA 4801 West 50th Street Edina, MN 55424 www.edinamn.gov ACTION REQUESTED: None, informational only. INTRODUCTION: Patty McGrath, General Manager, will provide a recap of the 2023 Edina Aquatic Center season. Date: September 12, 2023 Agenda Item #: VII.B. To:Parks and Recreation Commission Item Type: Report and Recommendation From:Tracy Petersen, Assistant Director-Recreation & Facilities Item Activity: Subject:Summer Youth and Special Event Programming Update Information CITY OF EDINA 4801 West 50th Street Edina, MN 55424 www.edinamn.gov ACTION REQUESTED: None, informational only. INTRODUCTION: Amanda Clarke, Recreation Supervisor, will provide an update on summer youth and special event programming. Date: September 12, 2023 Agenda Item #: VII.C. To:Parks and Recreation Commission Item Type: Report and Recommendation From:Rachel Finberg, Park Planner Item Activity: Subject:2023 Work Plan initiative 1.6.2: Braemar Park Implementation Review and Comment Discussion CITY OF EDINA 4801 West 50th Street Edina, MN 55424 www.edinamn.gov ACTION REQUESTED: Review and comment on attached draft report for Initiative 1.6.2. INTRODUCTION: 2023 Commission Work Plan Initiative 1.6.2 Support Braemar Park Implementation, calls for various efforts by the commission as the implementation efforts progress, including bringing the community perspective to the planning process on potential areas such as: Off trail and pedestrian trail system development Athletic and active area development Natural Resource restoration Public engagement on the project has begun again to support implementation. Staff will review with the commission and asks the commission to provide comments. ATTACHMENTS: Description Braemar Park Concept Attachments Open House Braemar Park Trail Improvements September 6, 2023 Braemar Park Trail Improvements Job No. 16340September 6, 2023 2023 2024 May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Project Start Up Gather Background Information Identify Trail Design Criteria/Park Improvements Natural Resource Restoration Opportunities On-site FIeld Assessments Preliminary Trail Layout Concepts and Natural Restoration Resource Improvement Strategies Final Trail Concept and Restoration Recommendations Cost Estimate and Phasing Plan Construction Document Specifications/ Permitting Bidding and Approvals Award Construction Trail and Park Improvements Invasive Removals Site Restoration & Management Meetings City Staff Task Force Stakeholder Groups MORC Edina High School Nine Mile Creek Watershed District Public Open house Online Survey/Updates Parks and Recreation Commission City Council Attachement CBraemer Park & Trail Improvements Preliminary Project Schedule 8/8 10/10 9/19 12/5 75% 95% Complete Oct 2024 Complete Sep. 2027 7/11 85% Project Schedule MASTER PLANNING SERVICES FOR CITY OF EDINA BRAEMAR PARK MASTER PLAN WITH APPLIED ECOLOGICAL SERVICES AND TRAIL SOURCE LLC Enlargement 2 Enlargement 3 Enlargement 1 9-Hole Executive Course Driving Range 18-Hole Regulation Course KEY TO MAP PREFERRED MASTER PLAN CONCEPT Existing Soft Surface Trail (0.5 mi) Proposed Soft Surface Trail (1.7 mi) Existing Paved Trail (1 mi) Proposed Paved Trail (1.1 mi) Single Track Mountain Bike Trails (5.4 mi) Existing and Proposed On Street Bike Lane Wetland Forest Golf Course Entrance & Wayfinding Signage Connection to Street Entrance & Wayfinding Sign Mountain Bike & Hiking Trailhead Parking Lot Golf Cart Path Pedestrian Soft Surface Trail Loop Proposed Boardwalk Remove Existing Boardwalk Existing Bridge to Remain for Golf Cart Path Remove Existing Bridge Platform Tennis and/or Pickleball Courts Sledding Hill Golf Practice Hole Natural Play Area Shade Trees for Seating Embankment Existing Paved Trail Bleacher Shade Structures Premier Field Grandstand Proposed Paved Trail Mountain Bike & Hiking Trailhead Parking Lot Entrance & Wayfinding Sign Entrance & Wayfinding Sign Overlook/Seating/Natural Resource Interpretive Area Existing Grade Separated Parkway Trail Proposed Grade Separated Parkway Trail Relocate Existing Bridge Braemar Park Trail Improvements Job No. 16340September 6, 2023 SOUTHWEST SEGMENT NORTHWEST SEGMENT BRAEMAR BLVD HWY 169 W 74TH ST W 76TH ST W 78TH ST DEWEY HILL RD SOUTH SEGMENT EAST SEGMENT 7.7 MILES OF MOUNTAIN BIKE TRAILS FIGURE 1: Park Context Map V A L L E Y VIE W R D HILARY LN Park Context Map Braemar Park Trail Improvements Job No. 16340September 6, 2023 FIGURE 2: Northwest Segment Trail Map EXISTING BRIDGE FUTURE PARKING EXPANSION SIGNAL DETECTION AND ACTUATION FOR BIKE/ PEDESTRIAN CROSSING MTB Trail - Green MTB Trail - Blue Hiking Trail Shared Use Trail Paved Trail Paved Trail (Existing) MTB Trail Hub Trail Staging Area Trail Parking (Existing) Trail Crossing Pond / Lake Wetland 100 Year Flood Area 0 100 250 500 FT North P P BRAEMAR BLVD HWY 169 FRONTAGE RD V A L L E Y V I E W RD .75 MILE LOOP .75 MILE LOOP .35 MILE LOOP 1.9 MILES TOTAL Northwest Segment Trail Map Braemar Park Trail Improvements Job No. 16340September 6, 2023 REMOVE EXISTING BOARDWALK SIGNAL DETECTION AND ACTUATION FOR BIKE/ PEDESTRIAN CROSSING FIGURE 3: Southwest Segment Trail Map EXISTING BRIDGE TEMPORARY TRAIL CLOSURE DURING HEAVY TRUCK HAULING EVENTS P BRAE M A R B L V D HWY 169 FRONTAGE RD H W Y 1 6 9 .80 MILE LOOP .30 MILE LOOP .40 MILE LOOP .30 MILE LOOP .25 MILE CONNECTOR 2.1 MILES TOTAL MTB Trail - Green MTB Trail - Blue Hiking Trail Shared Use Trail Paved Trail Paved Trail (Existing) MTB Trail Hub Trail Staging Area Trail Parking (Existing) Trail Crossing Pond / Lake Wetland 100 Year Flood Area 0 100 250 500 FT North P Southwest Segment Trail Map Braemar Park Trail Improvements Job No. 16340September 6, 2023 FIGURE 4: South Segment Trail Map EXISTING BRIDGE REMOVE EXISTING BOARDWALK PROPOSED BRIDGE AND BOARDWALK CROSSING EXISTING TRAIL ACCESS EXISTING TRAIL ACCESSBRAEMAR BLVDEXISTING T R A I L N E W TRAIL .70 MILE CONNECTOR .7 MILES TOTAL WETLAND MITIGATION SITE MTB Trail - Green MTB Trail - Blue Hiking Trail Shared Use Trail Paved Trail Paved Trail (Existing) MTB Trail Hub Trail Staging Area Trail Parking (Existing) Trail Crossing Pond / Lake Wetland 100 Year Flood Area 0 100 250 500 FT North P South Segment Trail Map Braemar Park Trail Improvements Job No. 16340September 6, 2023 Varies8’2’ SHOULDER HIKING TRAIL MOUNTAIN BIKING TRAIL Varies 6’ SHOULDERBUFFER South Segment Shared Use Trail on Existing Trail Corridor Braemar Park Trail Improvements Job No. 16340September 6, 2023 .50 MILE LOOP SERVICE PATH CROSSING Trail Staging Area Trail Parking (Existing) Trail Crossing Pond / Lake Wetland 100 Year Flood Area FIGURE 5: East Segment Trail Map 0 100 250 500 FT North MTB Trail - Green MTB Trail - Blue Hiking Trail Shared Use Trail Paved Trail Paved Trail (Existing) MTB Trail Hub P P EXISTING TRAIL ACCESS NATIVE VEGETATION BUFFER 2.5 MILE LOOPHILARY LNJOH N H A R RIS D R GLEASON R D W 7 8 T H S T 3.0 MILES TOTAL East Segment Trail Map Braemar Park Trail Improvements Job No. 16340September 6, 2023 Mountain Bike Trail Features: Natural Obstacles 44Chapter 4 - Creating Trails and Trail Features43Chapter 4 - Creating Trails and Trail Features To successfully create a high-quality trail experience, attention to detail needs to be at the forefront of the design and planning process. This is evident in the way that trails and trail features are placed on the landscape. Illustrations are a key element of this process and are used to define and describe trail user objectives and illustrate how these can be translated into physical trail features. The following renderings show how a rider interacts with the feature to elicit a specific experience as well as how the feature functions as a management ele-ment. The effect on rider behavior is clearly evident from the renderings in that each directly influences the way a rider experiences the elements of challenge, playfulness, escape, and risk. 43 Chapter 4 - Creating Trails and Trail Features 44Chapter 4 - Creating Trails and Trail Features Alsea Falls Trail System Monroe, Oregon Braemar Park Trail Improvements Job No. 16340September 6, 2023 Mountain Bike Trail Features: Rock Drops49 Chapter 4 - Creating Trails and Trail Features Braemar Park Trail Improvements Job No. 16340September 6, 2023 Mountain Bike Trail Features: Rock Gardens 51 Chapter 4 - Creating Trails and Trail Features Braemar Park Trail Improvements Job No. 16340September 6, 2023 Mountain Bike Trail Features: Rollers/Jumps/Table Tops Trail features that provide for PlayIllustrations are a key element of this process and are used to define and describe experience characteristics and illustrate how the following two char-acteristics are translated into trail features that provide for a sense of play. 61 Chapter 4 - Creating Trails and Trail Features5960Chapter 4 - Creating Trails and Trail Features Chapter 4 - Creating Trails and Trail Features59Chapter 4 - Creating Trails and Trail Features Desert: Small rollers that can push more advanced riders in the air. Less advanced riders will roll through. Braemar Park Trail Improvements Job No. 16340September 6, 2023 30Chapter 3 - Trail Settings, Characteristics and Experiences29Chapter 3 - Trail Settings, Characteristics and Experiences Trail User ObjectivesCreating trails in terms of user objectives means establishing a common language in describing these factors. Trail users, land managers, and trail builders don’t always use the same terms to describe trail features, and terms that mountain bikers use to describe desired trail user objectives can be confusing to non cyclists—terms like “flowy” and “rowdy” not only mean different things to different riders, but they may be completely misinterpreted by land managers and trail builders. This document seeks to break down trail user objectives into a set of defined terms to better describe a trail experience. Each term can be imagined as on a spectrum, low to high, poor to excellent, none to total. The following table highlights some of the common objectives.Trail User ObjectivesNatureEscape Solitude Challenge Risk Play/Playfulness Exercise Efficiency Education DescriptionConnection to nature. This can be anything from being among a few trees in the middle of the city to remote backcountry. Nature is an important factor for many riders.Something that takes you away from your daily grind, allows you to get lost in the experience of riding. Often means getting away from the urban environment, but a bike park, even indoors, can provide this as well. Getting away from the urban environment and people; being active, alone, and quiet in the outdoors. Seeking to improve technical abilities, to solve a difficult problem, “clean” a trail feature or segment; sense of accomplishment. Exposure to danger, harm, or loss; intentional interaction with uncertainty. The perception of risk creates a thrill for many trail users. It can be a positive or negative part of the trail experience, depending on user expectations and risk tolerance. Engaging in the activity purely for the enjoyment, bringing a childlike wonder to the pursuit, no destination. On a trail, this often means seeking features to enhance, alter the experience, rather than simply riding from point to point. Playfulness is a hugely important characteristic in mountain bike trails, and distinguishes trail experiences from many other trail user goals (hikers, equestrians). Health and fitness are part of the sport. For some this is a primary goal, for others a bonus, for some an obstacle. Defining the physical fitness needed for a particular ride is important in setting user expectations appropriately. Recognition that some riders have high skill and low fitness (and vice versa) plays a role in trail planning. Getting to a destination or accomplishing a task with the least amount of time or effort expended. Road climbs are very efficient, as are trails that ascend directly to a destination. Efficiency sometimes means compromising sustainability and fun/play. Hiking trails tend to be much more efficient than biking trails. Sometimes learning is the objective, such as is the case with interpretive trails for natural, cultural, or historical topics. Primary Experience FactorsBike-optimized trails, designed and constructed to maximize the fun and efficiency of riding a bike, enhance trail experiences specifically for mountain bikers that might differ from traditional trails in sev-eral ways: enhanced tread shaping, directional or one-way travel, and the use of man-made technical trail features (MMTTF). Mountain bikes move differently along a trail than other modes; the movement of the wheels, the use of gravity and friction, and the transfer of energy from the rider to the drive train all offer both oppor-tunities and constraints for trails and trail features not sought after by other users. For instance, berms take advantage of the motion and momentum of the bike, keeping rider forces perpendicular to the tread surface, changing direction in a manner most efficient and least likely to cause soil displacement. Most important for the rider experience is that the feeling of riding a berm is exhilarating and playful.A hiker or equestrian cannot take advantage of a berm; indeed, these users may find them difficult to negotiate without slipping and more obtrusive in the landscape than a switchback or at-grade turn. For hikers, equestrians, and other trail users, MMTTF de-signed for mountain bikers can seem unnecessary at the very least and could create safety concerns. Identifying appropriate locations for these features on shared-use or preferred-use trails should consid-er all users.Whether a bike-optimized trail is shared, preferred, or single use depends on several factors: recreation activity opportunities, ability to yield, speed, and level of use. As in the example of user experience in a bermed turn, a shared-use, bike-optimized trail would need to provide a flat area through the turn for other users—a hybrid-style turn often referred to as a “switchberm” to accommodate multiple user modes. 30Chapter 3 - Trail Settings, Characteristics and Experiences29Chapter 3 - Trail Settings, Characteristics and Experiences Trail User ObjectivesCreating trails in terms of user objectives means establishing a common language in describing these factors. Trail users, land managers, and trail builders don’t always use the same terms to describe trail features, and terms that mountain bikers use to describe desired trail user objectives can be confusing to non cyclists—terms like “flowy” and “rowdy” not only mean different things to different riders, but they may be completely misinterpreted by land managers and trail builders. This document seeks to break down trail user objectives into a set of defined terms to better describe a trail experience. Each term can be imagined as on a spectrum, low to high, poor to excellent, none to total. The following table highlights some of the common objectives. Trail User Objectives Nature Escape Solitude Challenge Risk Play/Playfulness Exercise Efficiency Education Description Connection to nature. This can be anything from being among a few trees in the middle of the city to remote backcountry. Nature is an important factor for many riders. Something that takes you away from your daily grind, allows you to get lost in the experience of riding. Often means getting away from the urban environment, but a bike park, even indoors, can provide this as well. Getting away from the urban environment and people; being active, alone, and quiet in the outdoors. Seeking to improve technical abilities, to solve a difficult problem, “clean” a trail feature or segment; sense of accomplishment. Exposure to danger, harm, or loss; intentional interaction with uncertainty. The perception of risk creates a thrill for many trail users. It can be a positive or negative part of the trail experience, depending on user expectations and risk tolerance. Engaging in the activity purely for the enjoyment, bringing a childlike wonder to the pursuit, no destination. On a trail, this often means seeking features to enhance, alter the experience, rather than simply riding from point to point. Playfulness is a hugely important characteristic in mountain bike trails, and distinguishes trail experiences from many other trail user goals (hikers, equestrians). Health and fitness are part of the sport. For some this is a primary goal, for others a bonus, for some an obstacle. Defining the physical fitness needed for a particular ride is important in setting user expectations appropriately. Recognition that some riders have high skill and low fitness (and vice versa) plays a role in trail planning. Getting to a destination or accomplishing a task with the least amount of time or effort expended. Road climbs are very efficient, as are trails that ascend directly to a destination. Efficiency sometimes means compromising sustainability and fun/play. Hiking trails tend to be much more efficient than biking trails. Sometimes learning is the objective, such as is the case with interpretive trails for natural, cultural, or historical topics. Primary Experience FactorsBike-optimized trails, designed and constructed to maximize the fun and efficiency of riding a bike, enhance trail experiences specifically for mountain bikers that might differ from traditional trails in sev-eral ways: enhanced tread shaping, directional or one-way travel, and the use of man-made technical trail features (MMTTF). Mountain bikes move differently along a trail than other modes; the movement of the wheels, the use of gravity and friction, and the transfer of energy from the rider to the drive train all offer both oppor-tunities and constraints for trails and trail features not sought after by other users. For instance, berms take advantage of the motion and momentum of the bike, keeping rider forces perpendicular to the tread surface, changing direction in a manner most efficient and least likely to cause soil displacement. Most important for the rider experience is that the feeling of riding a berm is exhilarating and playful.A hiker or equestrian cannot take advantage of a berm; indeed, these users may find them difficult to negotiate without slipping and more obtrusive in the landscape than a switchback or at-grade turn. For hikers, equestrians, and other trail users, MMTTF de-signed for mountain bikers can seem unnecessary at the very least and could create safety concerns. Identifying appropriate locations for these features on shared-use or preferred-use trails should consid-er all users.Whether a bike-optimized trail is shared, preferred, or single use depends on several factors: recreation activity opportunities, ability to yield, speed, and level of use. As in the example of user experience in a bermed turn, a shared-use, bike-optimized trail would need to provide a flat area through the turn for other users—a hybrid-style turn often referred to as a “switchberm” to accommodate multiple user modes. Mountain Bike Trail Features: Berms Braemar Park Trail Improvements Job No. 16340September 6, 2023 Oak Forest / Woodland Aspen Woodland Altered Forest / Woodland Oak Savanna / Woodland Upland Shrub-Scrub Prairie Upland Non-Native Grassland Lowland Forest / Woodland Lowland Shrub-Scrub Lowland Non-Native Grassland Emergent Marsh / Wet Meadow Open Water 100 Year Flood Area 0 1/8 1/4 MI North BRAEMAR BLVD HWY 169 W 78TH ST FIGURE 1: Plant Community Map HILARY LN Restored Restored Unrestored Unrestored OAK FOREST / WOODLAND OAK SAVANNA / WOODLAND Plant Community Map Cross Country Ski Trails · Trail System Features: · Trail system available when natural snow conditions provide a solid base for grooming · 5-7 km classic and skate mixed use trails · One way loops where possible with originations at clubhouse · Maximized use of Academy 9 and Driving Range · Trail System Design Considerations: · Locate and align ski trails around golf features to deter damage to sensitive grass · Avoid adverse impacts to golf course · Create trail system that uses existing network of bridges and safe crossings · Allow for snowshoe and pedestrian trails and connections · Keep separate from fat tire winter mountain biking trails Hilary Lane & Braemar Boulevard · Proposed Roadway Reconstruction and Grade Separated Parkway Trail · Timeline · Project to be constructed in the next 5 years · Next Edina initiated State Aid Project · Funding from State’s transportation related taxes · Seeking additional grant funding · Roadway Reconstruction Design Considerations: · Watershed’s regulatory requirements · Meet Edina’s Bicycle and Pedestrian Comprehensive Plan · Meet Edina’s Living Streets Policy · Meet Edina’s Water Resources Management Comprehensive Plan · Addition of curb and gutter · Separated Parkway trail for multi– modal transportation Braemar Buckthorn Busters & Restoration Volunteers Sign Up today to receive e-mails about upcoming Restoration Volunteer events or reach out directly if you have a group interested in volunteering. RFinberg@EdinaMN.gov Rachel Finberg Park Planner Special thanks to: Edina Mountain Biking Club for your help this summer. REMOVE / REDUCE PAVING IN THIS AREA TO ALLOW FOR EXPANDED GREEN SPACE / WARM UP AREA. MAINTAIN TRAIL CONNECTION TO NEIGHBORHOOD NEW FOUL / FAIR POLES ON ALL FIELDS MAINTENANCE AREA TO REMAIN. POTENTIAL FUTURE EXPANSION TO NORTH ADD TRAIL CONNECTION TO BATTING CAGES IMPROVED BACKSTOPS, TYP. PROTECTIVE NETTING IN DUGOUTS, TYP. SHADE CANOPY, TYP. VERTICAL NETTING (FOUL PROTECTION) NEW FIELD LIGHTING, TYP. VERTICAL NETTING (FOUL PROTECTION) 3 BATTING CAGES (45’ X 55’) 3 BATTING CAGES (45’ X 70’) VERTICAL NETTING (FOUL PROTECTION) FIELD MAINTENANCE TRAIL VERTICAL NETTING (FOUL PROTECTION) EXISTING TRAIL TO NEIGHBORHOOD VERTICAL NETTING EXISTING SCOREBOARD PLAY AREA APPROX. 8000 SF +/- NEW OUTFIELD FENCE SAFETY CAPS ON ALL FIELDS, TYP. OVERHEAD NETTING AREA(TO BE REPLACED- POLES AND NETTING) EXISTING TREES, TYP.EXISTING SCOREBOARD EXISTING SCOREBOARDHWY 169FRONTAGE RD.EXISTING PARKING VA L L E Y V I E W R D .BRAEMER BLVDADJUST TRAILS FOR NEW LIGHT CONFIGURATION. TYP. EXPAND LEVEL GREEN SPACE FOR WARM UP AREA EXISTING BLEACHERS TO REMAIN, TYP. - ADD DRAINAGE SYSTEM TO OUTFIELD- UPDATE IRRIGATION SYSTEM UPDATE IRRIGATION SYSTEM RELOCATED SHEDS EXISTING SCOREBOARD DUMPSTER ENCLOSURE SWALEK:\022715-000\Graphics\Courtney Fields MasterplanCourtney Fields | Master plan Edina, Minnesota August 09, 2023 | WSB Project number: 022715-000 Scale in Feet 200’0’100’50’25’ VERTICAL NETTING OPTION 2: IMPROVED BACKSTOP DUGOUT PROTECTIVE NETTING BATTING CAGES OVERHEAD PROTECTIVE NETTINGVERTICAL NETTING OPTION 1: ADJACENT TO EXISTING FENCING EXAMPLE: SHADE CANOPY (SHADE SYSTEMS INC.)K:\022715-000\Graphics\Courtney Fields MasterplanCourtney Fields | Proposed Improvements - Example Images Edina, Minnesota August 09, 2023 | WSB Project number: 022715-000 Date: September 12, 2023 Agenda Item #: VII.D. To:Parks and Recreation Commission Item Type: Report and Recommendation From:Matt Doscotch, Chair Parks and Recreation Commission Item Activity: Subject:2023 Work Plan initiative 1.6.4: Alternative Funding Sources Review and Comment Action, Discussion CITY OF EDINA 4801 West 50th Street Edina, MN 55424 www.edinamn.gov ACTION REQUESTED: Review and comment on attached draft report for Initiative 1.6.4. INTRODUCTION: 2023 Commission Work Plan Initiative 1.6.4 Alternative Funding Sources, calls for a Report and recommendations on alternative funding sources for park related improvements including parks, facilities, and enterprise upgrades. The report will include a philanthropic wish list. The draft report is attached for review and comment by commission members. ATTACHMENTS: Description Draft Commission Report on Alternative Funding Edina Parks and Recreation Commission Report and Recommendations on Alternative Funding Strategies Background The Parks and Recreation Commission participates in park planning, reviews operations of parks and facilities and advises the City Council on policies, parks, programs, and facilities. Annually the commission sets a work plan that includes initiatives to support that charge. For 2023 Initiative 1.6.4 calls for the commission to: 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. The initiative type is a Project, and the City Council Charge is a Study and Report. Contents Background .......................................................................................................................................................................... 1 Introduction ........................................................................................................................................................................ 3 Fiscal Lifecycle Projection Need .................................................................................................................................... 3 Alternate Funding Strategies – Research List ............................................................................................................. 4 Special Service District: ............................................................................................................................................... 4 Business Improvement District: ................................................................................................................................. 4 Tax Increment Financing Districts: ........................................................................................................................... 4 Sales and Use Tax: ........................................................................................................................................................ 5 General Obligation Bond: ........................................................................................................................................... 5 Levy on Property Tax: ................................................................................................................................................. 6 Special Purpose Levies: ................................................................................................................................................ 6 Capitalizing Maintenance Costs: ................................................................................................................................ 6 Park Dedication Fee: .................................................................................................................................................... 6 Development Impact Fees: ......................................................................................................................................... 7 Edina Law: ....................................................................................................................................................................... 7 Tree Preservation and Reforestation Levy: ............................................................................................................ 7 Philanthropy .................................................................................................................................................................... 7 Naming Rights/Sponsorships: ..................................................................................................................................... 8 Round up for Parks ....................................................................................................................................................... 8 Legacy Funds .................................................................................................................................................................. 9 Infrastructure Grants ................................................................................................................................................... 9 Hennepin County Youth Sports Grant .................................................................................................................... 9 Enterprise Fund Activities ......................................................................................................................................... 10 Revenue Generating Activities ................................................................................................................................. 10 Sell Park Land for Private Purposes ........................................................................................................................ 10 Sell or Cease Operating Certain Facilities or Amenities with Low Value and Unfunded Projects ......... 11 Sell Park Equipment Assets ....................................................................................................................................... 11 Summary of Alternate Strategy Options .................................................................................................................... 11 Park and Recreation Commission Recommendations (December 2023) ......................................................... 12 Funding Park Infrastructure ...................................................................................................................................... 12 Future Funding ............................................................................................................................................................. 12 Staff Recommendation on Priorities of Investment/Funding ................................................................................. 13 Summary Recommendation .......................................................................................................................................... 13 Introduction This report reflects the Park & Recreation Commission’s recommendations on potential alternative funding sources for improvements related to parks, park facilities, and enterprise operations. The report includes input from Park & Recreation Commissioners, City Staff and relevant external resources on this topic. Fiscal Lifecycle Projection Need The following chart provides an overview of Asset Funding Projections for categories of funding need. 0 5 10 15 20 25 30 35 40 45 50 Athletic Assoc Improvements Braemar Arena Braemar Golf Course Braemar Park MP Braemar Sports Dome Centennial Lakes Park Edina Aquatic Center Edina Art Center Edinborough Park Fred Richards MP Park Rehabilitation Projects Park Shelter Replacements Playground Projects Senior Center Millions Asset Funding Projections Funded 2023-2028 Funded LOST Projected Funded 2029-2034 Unfunded Horizon - Unfunded Alternate Funding Strategies – Research List1 The following is a list of potential strategies that have been used to fund park operations and capital projects. This list was created in part from the NRPA publication Closing the Gap: Public and Private funding Strategies for Neighborhood Parks. Special Service District: Under Minnesota Law, businesses or property owners within a designated area can request that a city authorize a Special Service District (SSD). Within this district, property owners and businesses pay a service charge that is used for special services, such as public improvements, operations, and maintenance. The revenue generated by SSDs is managed by the city. Minneapolis has several successful SSDs, including the Nicollet Mall District, the Hennepin Theater District, and the Chicago Avenue Mall District. Property owners within the outlined district must agree to authorize. Potential Edina Application: Traditionally SSD are considered an assessment and not a property tax. Threshold for establishing an SSD requires impacted property owners to agree to establish. Under current law capital expenses and certain operating expenses are eligible. Do Not Recommend Further Evaluation Business Improvement District: This public-private partnership collects additional taxes from businesses within a designated area. The fees are used for public improvement projects, based on the notion that a well-maintained public space will increase commerce for local businesses. Generally used in downtown areas, a Business Improvement District (BID) is a useful strategy for pooling revenue to support a common goal. Unlike an SSD, BID funding is managed by a nonprofit corporation created through the District. BIDs that have a role in park management have been successful in Philadelphia’s Center City, Washington, DC’s Downtown and in Bryant Park in New York City. Potential Edina Application: This is a complex option that would require investments in creating a non-profit that oversees a business district and public property and any related management. This is not an attractive mechanism and would not work at scale for the entire park system. Do Not Recommend Further Evaluation Tax Increment Financing Districts: Tax Increment Financing Districts (TIF) capture increases in property tax revenue within a designated geographic area and allocates it for a specific public improvement purpose. TIF revenue has been used towards park acquisition, maintenance, and improvements in certain cities. In the 1 Adapted from NRPA publication: Closing the Gap: Public and Private Funding Strategies for Neighborhood Parks past, Millennium Park in Chicago received revenue from the Central Loop TIF and Portland, Oregon used a TIF to fund Pioneer Courthouse Square and Jamison Square. Potential Edina Application: For general planning purposes park projects are not eligible to use TIF funding. Certain park projects that are located within a TIF district may be eligible for TIF funding if the project contributes to the public benefit. Typically, a park project is viewed as an accessory to and not the primary focus of the TIF project, that can at times limit park funding eligibility. This is not a short-term or long-term viable strategy of funding the entire park system. It can be evaluated for application on a case-by-case basis. Do Not Recommend Further Evaluation. Sales and Use Tax: Some cities and states allocate a percentage of local or statewide sales taxes specifically for parks. A general sales tax applies to a broad base of goods, which means that “a substantial amount of revenue can be generated with a relatively low tax rate. This keeps the burden on households low.” (Walls, 2013, p11) Other Minnesota cities have allocated local sales tax to park acquisition and improvement, including St. Cloud and Saint Paul (Trust for Public Land, 2008). 0.25 percent of Boulder sales tax revenue goes to open space and mountain parks while 1/10 of a cent of sales tax from St. Louis City, St. Louis County and St. Charles County funds the Great Rivers Greenway in St. Louis, Missouri. City parks in Kansas City, Missouri are funded with a half-cent sales tax and state parks in Minnesota and Arkansas are partially funded by a dedicated sales tax (Walls, 2014b). Potential Edina Application: Local Option Sales Tax for Fred Richards Park Master Plan and Braemar Park Master Plan and Braemar Arena Facility Improvements were approved November 2022. The tax is specific to those two master plans as determined by the State Legislature and the referendum process. The sales tax will expire when collection of funds reaches the project limit or 19 years, whichever is earlier. Phase II of the Braemar Park Master plan was not included in the MN Legislative recommendation and is currently authorized by the State Legislature. It would require an additional referendum vote that is scheduled for November 2023 election. As shown with use of this option for Fred Richards and Braemar, this option should continue to be considered for qualifying improvement projects, in particular for any future improvements needed at, for example, the Aquatic Center. General Obligation Bond: General obligation bonds are a tool used by local governments to borrow money. The bonds are guaranteed by the governing body’s full faith and credit and backed by property tax revenues. The city can use revenue generated from the sale of the general obligation bonds to fund a park project and repay the bonds and interest with property tax revenue. Potential Edina Application: A referendum would be required to issue GO bonds for park purposes. GO bonds traditionally have a lower rate as they are repaid by tax revenues. Recommend evaluation as a funding source—focus on funding that is needed and cannot be generated through a Local Option Sales Tax. Levy on Property Tax: Public agencies around the country receive funding through property tax revenues. State laws vary on how these funds can be used – whether they can be applied to operating costs or capital investments. 58% of the Seattle Park District’s 2015 budget came from property taxes. In Minneapolis, the Minneapolis Park and Recreation Board (MPRB) certified tax levies for 2015 constitute 18% of the City of Minneapolis’ total tax. Potential Edina Application: Often described as the General Fund or Capital Improvement Fund, general levy is a property tax revenue collected for operations and capital improvements during the adopted budget process. Many communities dedicate annual capital levy for park purposes. See footnote for Minnetonka, MN Capital Improvement Programi. Recommend dedicating annual capital for park purposes in view of identified capital improvement needs with a focus on capital improvements that do not qualify for Local Option Sales Tax Special Purpose Levies: Public agencies, including parks, can receive funding through a tax levy designated for a specific purpose and generally for a limited period of time. Other cities have implemented a special purpose levy with a regular schedule for renewal so that the city is held accountable for delivering what is laid out in the levy. Potential Edina Application: The 2023-2028 Capital Improvement Program includes an additional special purpose levy to fund playground replacements and park shelter replacements. The City Council would revisit extending or adjusting that amount during the CIP process. There are currently four (City Gymnasium, Fire Station, Public Works Facility, and Sports Dome) other debt service fund levies that account for the payment of principal and interest. Capitalizing Maintenance Costs: Levies and bonds for new projects do not always account for the ongoing maintenance and operations funding that will be needed by those projects. By capitalizing maintenance costs, cities include those anticipated costs into the specific levy or bond proposal and then set the funding aside in an endowment to cover future costs (Rizzo, 2014; Byer & Bounds, 2012). Potential Edina Application: Not a recommended practice to bond for ongoing operational cost because the impact to the City’s debt rating is unknown and could be viewed as a negative to credit rating agencies. Park Dedication Fee: A park dedication fee requires that a portion of any housing or commercial/industrial development be dedicated to public use, in the form of parks, recreation facilities, playgrounds, etc. Alternatively, the development may pay cash in lieu of a land dedication, which would be put in a special fund and used for future park acquisition. Potential Edina Application: Current inability to capture new PDF is due to State Statute requiring process of a subdivision and a plat. Most of land in Edina has already been platted or subdivided which limits PDF collection. Do Not Recommend Further Evaluation. Development Impact Fees: Development Impact Fees (DIF) are one-time fees assessed on residential or commercial development based on the theory that growth pays for growth. Revenue garnered from IDFs are allocated towards public infrastructure, including parks. The Portland Parks and Recreation Department established such development fees, called a System Development Charge in Oregon, in 1998; funds from this revenue are used for land acquisition and capital improvements. Potential Edina Application: Limited and narrow application to set DIF. This would require specific circumstances and additional legal research. Do Not Recommend Further Evaluation. Edina Law: The Edina law is a special state legislation adopted in 1961 which authorizes the City to issue general obligation bonds to finance recreational facilities. From a 1998 legal opinion memo to the City: Section 1 of the law provides that the City can pledge to the payment of bonds issued to finance recreational facilities any defined portion or all of the revenues derived by the City from any of its recreational facilities and any defined portion or all of the net revenues derived from the municipal liquor stores. Section 4 of the law provides such bonds may be issued without an election if the following two conditions are met: 1. The revenues pledged to the payment of the bonds equaled or exceeding in the preceding fiscal year to maximum amount of principal and interest to come due in any future year on all bonds (including the proposed bonds to be issued) for which such revenues are pledged; and 2. An amount of the revenues pledged to the bonds equal to the average annual amount of such principal and interest is appropriated and paid into a sinking fund for the bonds, before the delivery of the bonds to the purchaser. Potential Edina Application: Current bonds issued under Edina Law are for Braemar Golf Course improvements, Braemar Sports Dome, and Edina Aquatic Center improvements. Recommend evaluating as a funding source—assess in view of options such as Local Option Sales Tax. Tree Preservation and Reforestation Levy: The eight-year Tree Preservation and Reforestation levy was established in 2014 to address threats to the urban forest due to Emerald Ash Borer and tree loss due to storms. Potential Edina Application: Considered a property tax levy. Philanthropy The Central Park Conservancy is the leader of the philanthropic model across the park world. It was established in 1980 by New York City residents and came under the leadership of Betsy Barlow Rogers, who facilitated a largescale fundraising campaign to fund the restoration and renewal of Central Park. The Central Park Conservancy is a non-profit organization with a contract from New York City that gives it the legal obligation to oversee all aspects of park maintenance, capital improvements, and restoration. The Conservancy raises 75% of the park’s $65 million annual operating budget from private contributions, membership fees, and special events. While the Central Park Conservancy may be the most famous of the conservancies, this model has been adopted in parks across New York City including the Prospect Park Alliance and the Riverside Park Conservancy. Like the Central Park Conservancy, these non-profit organizations were established by local activists with the goal of repairing the deteriorating historic parks through private-public partnerships and fundraising. They are non-profit organizations holding contracts with the City to provide a variety of supportive services from programming to maintenance and management of the park. Potential Edina Application: City staff is prevented via MN State Statute from soliciting funding directly from potential donors. This option requires community members to initiate and manage the donative/fund generation process. Currently the Edina Crime Prevention Fund through community driven donations operates to provide philanthropic support the Edina Police Department for public safety initiatives. The Edina Community Foundation operates to receive funding from civic minded organizations and individuals but does not proactively fundraise on behalf of the City of Edina. Funds typically fall into three categories, unrestricted have no conditions on the way they are used, restricted must be for a specific purpose for which they are given, and permanently restricted is typically used as an endowment where the donated funds cannot be spent but the interest or a portion of the interest can be used for restricted or unrestricted purposes. This category should be considered a potential funding source, in particular, for project funding that is driven by community members. Initiation and management of philanthropic effort has to be community driven. Naming Rights/Sponsorships: Traditionally naming rights are secured to name a tangible property and a sponsorship is for an event, both are usually for a defined period, in exchange for a financial commitment. Potential Edina Application: The Human Rights and Relations Commission conducted a review of current naming/sponsorships and did not make a recommendation on updates. Staff would need additional research on if naming rights impact tax exempt status for financing or bonding. Recommend to evaluate as a funding source with a focus on enterprise operations, in particular, the Braemar Ice Arena. Round up for Parks Allow online or in person campaigns to round up sales for a certain project or purpose. Could be conducted at checkout on general recreation registration or other purchases, such as Edina Liquor stores. Funding capacity has not been studied nor the political feel of a round up approach. Potential to limit to special projects or periods in the year. Potential Edina Application: Current recreation software has the ability to implement this type of feature if pursued. There is uncertainty on potential for revenue generation or public perception to this strategy. Unknown whether this strategy would be impactful Recommend to evaluate as a funding source—consider a pilot program (checkout on general registration) to assess potential impact. Legacy Funds From Legacy.mn.gov website: In 2008, Minnesota’s voters passed the Clean Water, Land and Legacy Amendment (Legacy Amendment) to the Minnesota Constitution to: protect drinking water sources; to protect, enhance, and restore wetlands, prairies, forests, and fish, game, and wildlife habitat; to preserve arts and cultural heritage; to support parks and trails; and to protect, enhance, and restore lakes, rivers, streams, and groundwater. The Legacy Amendment increases the state sales tax by three-eighths of one percent beginning on July 1, 2009 and continuing until 2034. The additional sales tax revenue is distributed into four funds as follows: 33 percent to the clean water fund; 33 percent to the outdoor heritage fund; 19.75 percent to the arts and cultural heritage fund; and 14.25 percent to the parks and trails fund. Potential Edina Application: Most likely limited to either Arts and Culture Heritage Fund, or Outdoor Heritage fund. City of Edina has very limited access to these funds, unless partnering with another entity or non-profit, such as the Edina Historical Society, Edina Garden Council, etc. Do Not Recommend Further Evaluation at this time. Infrastructure Grants Grants are a typically not a method to fund ongoing operations or are they eligible for all facets of the park system. They would be considered a priority to apply for available funding but are traditionally very uncertain. Potential Edina Application: Staff applies for grant opportunities when circumstances align with the project type. Recommend City staff continues to identify and seek access to appropriate funding opportunities in this category. Hennepin County Youth Sports Grant Often referred to as the Twins Stadium funding, Hennepin County added a portion of the Twins Stadium tax to fund libraries and alternative recreation use grants. LGU’s are able to apply for medium sized grants to the MYSC. Athletic associations are able to apply through their LGU for small equipment grants. Grants are set to expire when the stadium debt obligation is fulfilled. These require matching funds and in-kind contributions often cannot be counted. Potential Edina Application: Potential grant mechanism evaluated on project merits externally, often requiring matching funding. Provides an opportunity to associations to improve park amenities that would improve their association use of said parks. Staff applies for grant opportunities when circumstances align with the project type. Recommend City staff continues to identify and seek access to appropriate funding opportunities in this category. Enterprise Fund Activities Funding Park and Recreation enterprise facilities by revenue-generating activities or increasing fees associated with City enterprise offerings decreases access to parks and programs for low-income residents. There is typically a gap between revenue generation and the facility operational and capital costs. Potential Edina Application: Edina has enterprise operations however they are operated on a cost recovery model and budget gaps have been covered by design from Edina Liquor profits. Recommend further evaluation and assessment for differential non-resident fee increases for enterprise activities while maintaining fee rates or implementing differentially lower fee rate increases for residents (e.g., Braemar golf course fees). Revenue Generating Activities Programming fee’s or charging a fee for use of park programs is a common strategy. Funding recreation programs by revenue-generating activities or increasing fees associated with City enterprise offerings can decrease access to parks and programs for low-income residents. Scholarships are often less effective, because fewer residents access them and volunteer programs in exchange for access tends to burden already stressed families. Potential Edina Application: Edina has a fee based recreational programming set of offerings to cover programmatic costs of use. Programs are traditionally priced to cover operational costs and not generate revenue to offset other system wide costs. There are also programs with no cost that have wider community benefit, such as warming house operations, concerts and certain events. Recommend further evaluation and assessment for differential non-resident fee increases for enterprise activities while maintaining fee rates or implementing differentially lower fee rate increases for residents (e.g., Braemar golf course fees). Sell Park Land for Private Purposes Selling park property or other city owned parcels to fund operations or capital needs is a strategy some communities have used. It has the potential to be a low impact and high effort endeavor based on anticipated community engagement required, but in certain scenarios may be worth considering. The Comprehensive Guild Plan has a goal of ensuring there is at least 15% of the land be park green space. The current percentage is XX%. A parcel or land area would have to be evaluated based upon a set of criteria to determine if this option is viable. Considerations could include existing land use, adjacent property use, upland and wetland impacts, density of vegetation and trees, species of plants and animals and proximity to other parks and parkland. Potential Edina Application: A recent parcel was considered for private sale/use and the outcome formalized the parcel as a park due to community feedback. Each area of land would have to be evaluated to determine if this is a viable strategy. Recommend City staff continues to selectively identify opportunities in this category and respond to external inquiries, evaluating on a case-by-case basis, for sale of City land. Sell or Cease Operating Certain Facilities or Amenities with Low Value and Unfunded Projects Selling, the disposal of, or ceasing operation of certain facilities or amenities is a strategy certain communities have implemented to allow for redirecting funding to higher value, demand amenities. Typically, those amenities are transferred to regional park entities that have greater expertise or tax base to reinvest and repurpose these assets into a wider community scope of use. Recent examples are ice arenas and golf courses, where a local entity facility is now operated by regional or county level operations. Potential Edina Application: This strategy would require additional discussion and direction before an analysis could be projected. There would most likely be impacts to the community good balance of the values of the city. The application has the potential to allow for the redirection of funding to more utilized and sought after amenities. Recommend continued monitoring of this option in view of utilization, short- and long-term community amenity demand, and cost to operate. Sell Park Equipment Assets Selling park equipment assets to fund operations or capital needs is not a known or researched option. Typically this occurs only to dispose of an asset at the end of it’s useful lifecycle, such as vehicles or other resources as part of a replacement program. Potential Edina Application: Determining if equipment is to be sold off to associations or a school district would most likely be the end result of a discussion and analysis to stop providing a service or amenity, thereby vacating the space as a provider of that asset to the community. Recommend continued monitoring of this option in view of utilization, community amenity demand, and cost to operate. Summary of Alternate Strategy Options Strategy Do Not Recommend Recommend with Reservations Recommend Special Service District Business Improvement District Tax Increment Financing District Sales and Use Tax General Obligation Bond Levy on Property Tax Special Purpose Levy Capitalizing Maintenance Costs Park Dedication Fee Development Impact Fee Edina Law Tree Preservation & Forestry Levy Philanthropy Naming Rights/Sponsorships Round Up for Parks Infrastructure Grants Legacy Funds Grants – Hennepin Youth Sports Enterprise Fund Activities Recreation Generating Activities Sell Park Land for Private Purposes Sell Certain Facilities or Amenities with Low Value and Unfunded Projects Sell Park Equipment Assets Park and Recreation Commission Recommendations (December 2023) Funding Park Infrastructure -Local Option Sales Tax (LOST) – Park Commission will need to update Braemar and Fred Richards Master Plans1Q 2022. Community Communication plan should be finalized by 6/30 To allow scheduling of community information meetings in the fall. -State Bonding – The city has requested state bonding funds in the past. This should continue to be assessed as a funding source. -Special Levy -- Future Funding - -City budget General Fund – begin to incrementally build dedicated park infrastructure funding into the city budget. -Local Option Sales Tax – continue to identify and explore opportunities for LOST funding. -Naming rights possibilities – Braemar Ice Arena, Sports Dome and Golf Dome. -Several smaller buckets such as Round up for Parks, Grants, Legacy Funds and Friends of the Parks Foundation could be options. Staff Recommendation on Priorities of Investment/Funding #1. Existing infrastructure investment Ongoing need, timing of need, amount of need – this would prioritize existing funding to existing items and would not prioritize expansion items. #2. System renewal investment Update amenities, expand options, strategic investments – provide for new, more engaging options to the park system. #3. System expansion New offerings, new facilities, new opportunities (curling, challenge courses, community gardens) – Higher likelihood to use Friends of Parks, philanthropic initiatives to fund this area of need. #4. Acquisition from willing sellers Expand land holdings to relocate intense uses, buffer expanded or existing uses – Is there a desire to acquire land from willing sellers to expand the park system or increase park acreage. #5. Infrastructure needs as a park system, not as an enterprise view – Enterprises are unable to self-fund capital improvements. That limit negatively affects service delivery and customer experience. Apart from the Golf Operations, review enterprises for the benefits or impacts to classifying as Special Revenue Funds. Summary Recommendation Needs a summary to align PARC and staff recommendations or to discuss deviations in any recommendation. Complete following Commissioner input. i List of available funding options - Staff Park InfrastructurePark Master PlanSenior CenterCentennial LakesArt CenterPublic Art Aquatic CenterEdinborough ParkGolf CourseGolf DomeSports DomeBraemar ArenaGeneral Tax Levy - Construction Fund/CIP Y Y Y Y Y X Y Y X X Y Y Edina Law Revenue Bonding X X X Y Y X Y Y Y Y Y Y Foundation/Donations/Philanthropy Y Y Y Y Y Y Y Y Y Y Y Y General Tax Levy - Operating Costs Y Y Y Y Y Y X X X X Y Y Hennepin County Youth Sports Grants Y X X X X X X X Y X Y X Infrastructure Grants Y Y X Y X X Y Y Y Y X Y Legacy Funds X X X X Y Y X X X X X X LOST X Y X Y X X ? X X X X Y Naming Rights - Individual X X X ? Y X ? Y ? ? Y Y Naming Rights - Corporate X X X ? Y X ? Y ? ? Y Y Public Art Fund X ? X ? ? Y X ? ? X X ? Referendum (expansion/new Items)Y Y X Y Y X ?? X X X Y Referendum (unfunded/existing Items)Y Y X X X X ?? X X X Y Round up for Parks Y Y X X Y Y X X X X Y Y Special Levy Y Y Y Y Y X Y Y X X Y Y Special Service District ? ? x Y ? ? ?? x x x x Sponsorships X X Y Y Y Y Y Y Y Y Y Y TBD: Park Dedication ? ? X ? X X X X X X X X Housing Fee ? ? ? X ? ? X X X X X X HRA Levy ? ? x ? ? ?x x x x x x Grandview Sale ???????????? Is this a recommended strategy for consideration? X = Not recommended; Y = Recommended; ? = Needs more discussion List of available funding options - PARC Park InfrastructurePark Master PlanSenior CenterCentennial LakesArt CenterPublic Art Aquatic CenterEdinborough ParkGolf CourseGolf DomeSports DomeBraemar ArenaCIP Needs Horizon Needs Capital Improvement Needs General Tax Levy - Construction Fund/CIP Edina Law Revenue Bonding Foundation/Donations/Philanthropy General Tax Levy - Operating Costs Hennepin County Youth Sports Grants Infrastructure Grants Legacy Funds LOST Naming Rights - Individual Naming Rights - Corporate Public Art Fund Referendum (expansion/new Items) Referendum (unfunded/existing Items) Round up for Parks Special Levy Special Service District Sponsorships TBD: Park Dedication Housing Fee HRA Levy Grandview Sale Date: September 12, 2023 Agenda Item #: VII.E. 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 eorts 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 eorts 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 eorts 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 oerings 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 oerings. 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 staing 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: September 12, 2023 Agenda Item #: VII.F. 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 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: September 12, 2023 Agenda Item #: IX.A. 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 Sept. 12, 2023 Park and Recreation Commission Perry Vetter, Parks & Recreation Director Upcoming 2023 Meetings and Events Date 2023 Regular Meetings Time Location* 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 Informational 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.