HomeMy WebLinkAbout2024-02-20 Work Session Meeting PacketAgenda
City Council Work Session
City of Edina, Minnesota
City Hall Community Room
Tuesday, February 20, 2024
5:30 PM
I.Call To Order
II.Roll Call
III.Parks and Recreation Horizon Level Facility Projects
IV.Presentation on Edina Historical Society Relationship and Future
Considerations
V.Adjournment
The City of Edina wants all residents to be comfortable being part of the public
process. If you need assistance in the way of hearing ampli(cation, an
interpreter, large-print documents or something else, please call 952-927-8861
72 hours in advance of the meeting.
Date: February 20, 2024 Agenda Item #: III.
To:Mayor and City Council Item Type:
Other
From:Perry Vetter, Parks & Recreation Director
Item Activity:
Subject:Parks and Recreation Horizon Level Facility Projects Discussion
CITY OF EDINA
4801 West 50th Street
Edina, MN 55424
www.edinamn.gov
ACTION REQUESTED:
None, discussion only.
INTRODUCTION:
The Edina Aquatic Center and Braemar Golf operations have served the community for over 60 years. Horizon
level planning for these types of initiatives would reinvest that success for decades to come. Staff will present
greater detail on these operational areas and how the capital investment opportunities on the horizon will assist and
provide greater clarity and efficiency to planning in the interim periods.
See attached staff report for additional information.
ATTACHMENTS:
Description
Staff Report
Edina Facility Projects Staff Presentation
Feb. 20, 2024
Mayor and City Council Members
Perry Vetter, Parks & Recreation Director; Tracy Petersen, Assistant Park & Recreation
Director; Patty McGrath, General Manager Edinborough Park & Edina Aquatic Center; Rachel
Finberg, Park Planner; Joseph Abood, General Manager Braemar Golf
Parks and Recreation Horizon Level Facility Projects
Information:
Capital planning occurs to highlight policy priorities and ensure a fiscal framework exists for infrastructure
investments and purchases for a variety of purposes. For the Parks and Recreation Department, that
planning typically consists of ensuring that existing and new investments occur to provide for asset
preservation, maintenance, replacement, or growth of the park system. 2024 is a Capital Improvement Plan
(CIP) planning year that culminates in a review and approval by the City Council for the 2025-2030 CIP.
At certain times, there is great benefit to discuss horizon level CIP projects. Those that are grander and
greater than typical CIP windows, have interactions with other projects or dictate the longer-term vision of
an amenity. In this instance those interactions relate to mountain biking trailhead, pickleball courts and
parking within Braemar Park. Also, the potential relocation of the Art Center and new pedestrian bridge at
Rosland Park.
These discussions often lead to setting a vision, and then setting an appropriate budget, rather than a short-
term approach of setting a budget than can lead to limiting a vision. This discussion will center around Park
and Recreation Department facility offerings, the Edina Aquatic Center and the Braemar Golf Clubhouse and
Golf Dome.
Edina Aquatic Center Background
The Edina Aquatic Center, located within Rosland Park, offers opportunities for recreation in and around
the water in a controlled environment. The facility includes an 8-lane 50-meter pool, zero depth entry pool,
Shipwreck Express Zip Line, and a 207-foot body slide and 300-foot tube slide, the FlowRider - a surf
simulator and the Oakwood Forest Playground area. The facility also includes admissions, concessions, and
changing/locker rooms buildings. Approximately 75,000 to 85,000 visitors patronize the facility annually over
a roughly three-month period, an average of 850 – 1,000 people per day. Peak times and days of the week
can see those numbers vastly increase. It is estimated that 75% of visitors are from outside Edina.
The center opened in 1958 and has gone through a variety of changes and renovations. Since those
improvements were completed there has been an evolution in the building & pool code requirements,
STAFF REPORT Page 2
patron preferences, and use of the facility. A brief timeline of major construction activity at the Aquatic
Center follows.
Year Milestones
1958 Aquatic Center opened with an eight lane 50-meter main pool, diving well, diving boards,
and a youth pool.
1991 Wading pool and waterslide additions
1997 Locker room, changing area and concession area renovation. Wading pool and filter
room addition
2002 30’ tall tower with body slide, tube slide and plunge pool added. Zipline added with pirate
ship themed platform and a fully themed dry playground added. Filter room and heater
room updated.
2006 Step-in entry added to the 50-meter main pool.
2012 FlowRider was installed as the first outdoor surf simulator in the state.
2016 Main pool sand filters replaced with Neptune-Benson Defender filter.
Converted from gas chlorine to chlorine tablets.
2017 Plunge pool and zero-depth pool filter replaced with Neptune-Benson Defender filters.
Whitewater AquaPlay zero-depth play structure installed.
2021 The two feeder panels for the filter and pump room electrically failed. They were
relocated out of the filter and pump room to the electrical room adjacent to the service
panel. This was a short to medium-term repair.
Since the 2021 electrical project, staff have engaged professional services to plan for the upcoming repair
project. Specifically, the 1958 original pool pump house structure needs replacement to accommodate
changes in state code related to pumping apparatus, filter requirements, electrical capacity, and surge tank
reservoirs to address swimmer capacity displacement. While this work is typical of CIP planning, staff has
taken a broader look at the future of the facility and use patterns by patrons and visitor due to the amount
of financial investment needed. In addition to the pool’s operational facility requirements, pool amenities and
patron areas need modernization.
To support this effort, staff have collected feedback from patrons on their use of the facility. While still
collecting responses, initial results of over 600 respondents are confirming the observations of staff. When
asked what attractions are used most when visiting, overwhelmingly the waterslides, 50-meter pool and
diving boards rank the highest.
STAFF REPORT Page 3
When asked to rate the amenities and operational components related to the facility, users rated the
following.
Respondents rate both staff and an overall feeling of safety at the Aquatic Center overwhelmingly high.
There is a marked drop off in ratings related to the infrastructure focusing on the changing room facilities,
seating and shade, and concession wait times.
Not surprisingly, survey respondents highlighted those same concerns that staff identified during this review.
When asked specifically about things that were liked least, respondents provided comments in relation to
the concessions, locker rooms, changing areas, seating, and shade areas. For this discussion, here are some
relevant comments.
269
433
361
275
488
132
230
0
100
200
300
400
500
600
Zero depth
pool
50-meter
pool
Diving
boards
Zipline Waterslides FlowRider Oakwood
Forest
Playground
Attractions used the most at the Edina Aquatic Center
0
50
100
150
200
250
300
350
Staff (guest
services,
lifeguards,
management)
Concession
wait time
Changing and
locker room
facilities
Availability of
family
changing
rooms
Seating and
furniture
Availability of
shade/sun
protection
Overall safety
at the facility
Ratings of Amenities and Operations at the Edina Aquatic Center
Poor Poor to Fair Fair Fair to Excellent Excellent
STAFF REPORT Page 4
When respondents are asked specifically what items are liked least, they provided a sample of the following
comments:
The changing rooms The fight for seating!
Locker rooms and bathrooms are small, not enough
changing rooms.
We pay a lot to get in as a family, yet then can’t find a
chair - let alone one in the shade, or enough chairs for our
group.
The line up and mad rush for chairs prior to opening of
open pool time; feels like Black Friday at MOA
Concession offering, locker room quality; no places to sit on
weekends
Starting to feel run down, opportunity to update some
features.
Locker room, Concession Stand, Furniture
I would really like better lounges beside the pool.
Comfortable seating in/near the park would also be
helpful to encourage more parental supervision.
It’s completely outdated. The improvements have never
been made. The worst are the locker room areas and pool
chairs that are falling apart or completely sagging in parts
of the chair.
Boathouse/bathrooms…. Seating with shade….
No new amenities in the last few years
Shaded seat options. Would like more in area between
main pool and kids pool.
Wish it had better healthier options at the concession.
Wish there was a little more shade options. Wish the pool
would be open till the end of Aug before school starts.
Concession stand could cater to adults and not just kids.
Wine, beer and food that’s not burgers pizza or dogs
would be amazing for the adults!
Never any seating especially shade seating. Poor family
changing room access. Showers come out cold and super
hard / painful.
Locker rooms could use a refresh. Lines at the concession
stand can be long.
At peak times it can be hard to find a shaded spot to sit. restroom/changing facilities - need updating.
Restrooms and changing. Having a young son this is
concerning not having a staff in there at all times.
The lack of changing space and the locker room. It’s super
small, flow and layout are limiting. Being in there at closing
time is insane.
When I started going with my opposite gender oldest child
I didn't like that I had to separate from him to enter the
pool from the locker rooms. It also felt weird taking him
through the girls changing room with me. I also feel weird
when other moms bring their sons (as old as 5-6 years)
through the changing room. I'd like to see another option
to entering that doesn't require separating from children.
Also, it's hard to get access to the family changing room for
helping opposite gendered kids.
I really dislike that there is only one family changing room,
especially for a pool. My boys are not quite old enough to
do into the men's bathrooms alone, nor would I feel
comfortable with them changing in there alone, but they
are at an age where I wouldn't want them in the women's
restroom/locker room either. The one family changing
room is often occupied and wait times can be long as
many people are utilizing that room for changing babies,
too- which can take a while
When reviewing these responses, they confirm the need to take a longer horizon view approach beyond the
infrastructure and filter room investment. Staff have identified ways to modernize and provide user benefits
to patrons to address these shared concerns.
A new admission and concessions structure would optimize site flow and create clear connections,
wayfinding, and safer egress routes. Adding defined space to better improve concessions service levels as
well as space to vend products with greater demand from patrons. Greater visibility and ADA access from
STAFF REPORT Page 5
parking areas would also support center access Renovating changing areas, adding family style restrooms and
showers would address this changing environment of utility use to remain a reliable and safe visitor
experience for the region. Investing in sustainable operations will also help with meeting climate action plan
goals. The addition of a larger and more defined group overflow area with pool deck layout would address
aquatic center space needs.
As an enterprise operation, there is also a tension between the cost of sustaining operations by user fees
alone and the amount of capital investment needed to successfully meet user expectations. In recent
conversations with Edina’s legislative representatives and as part of the City’s legislative platform this project
has been included as a State of MN bonding request.
These opportunities will be highlighted in greater detail during the work session.
Braemar Golf Course Facilities Background
The history of Braemar Park and Braemar Golf goes back to the homestead of the Marth family. Of their
original 1,300-acre estate, over 400 acres became Braemar Park. Initial discussions around the creation of a
public golf course began in 1956. Over time, considerable evolution of the golf course occurred. The
following timeline highlights the most recent advances in and around Braemar Golf and Braemar Park.
Year Milestones
2013 Golf Dome re-opens after reconstruction
2014 Six step plan for golf operations is approved by City Council; Task Force is established and golf
operations consolidated into one location at Braemar
2015 Food and Beverage operations were outsourced, and the Braemar Golf Course Master Plan was
approved.
2016 Driving Range and Academy 9 reopen after renovations
2018 Braemar Park Master Plan approved by City Council
2019 Championship 18 reopens after renovation and TopTracer Range technology added to the Golf
Dome
2023 City Council authorizes studies be conducted on Braemar Golf and Braemar Golf Dome facilities
As highlighted in the Braemar Park Master Plan, staff has begun the process to look at the long-term
investments for the two public use facilities supporting golf in Edina. This review included the existing
conditions, potential future use, revenue opportunities and overlapping uses for integration. As mentioned
earlier, adjacency projects such as the mountain biking trail head and pickleball for example, that overlap
would benefit from this discussion with these projects on the horizon.
Braemar Clubhouse
Built in the early 1960’s the facility provides a counter service restaurant for food and beverage offerings, a
banquet room , outdoor deck, pro shop, administrative offices, two meeting rooms and golf cart storage.
Due to the location and site placement of the facility on the crest of a steep hill, there are concerns related
to ADA accessibility preferences and to a lesser degree the physical exertion required for some patrons to
access the building.
STAFF REPORT Page 6
The clubhouse has been renovated multiple times in its history and while regular maintenance has occurred,
there are deferred investments that are a part of this discussion. As part of the study, the facility was
reviewed for accessibility, aesthetics, deterioration, energy usage, hazardous materials, health & safety,
estimated useful life and remaining useful life. Those evaluations were looked at as a priority level of
immediate need, short-term need, and long-term need.
In study comparison with market competition, the clubhouse is lacking in amenities, such as a modern
banquet space, restaurant facilities, community use areas and additional year-round programming areas.
These amenities are not only sought within the community but also have vast revenue potential for the
facility. When evaluating the useful and remaining life of a facility, there is a tradeoff between renovation and
new construction. Additionally, in context of the prior investments in the golf experience, the existing
clubhouse has a vast disconnect to the function and flow of the experience. For example, the investments in
the courtyard and course, bring users past the cart storage and maintenance area of the building. Patrons
crossing over from one side of the course to the other need to go up the hill to access the restaurant for
food and beverage selection. No matter the level of investment in remodeling the existing clubhouse the
vertical site challenges for access would remain.
Reviewing an option for a new structure would provide an opportunity for supporting golf and community
opportunities in the same facility. Ideally a facility of modern use would attract both golf enthusiasts and the
non-golfer alike.
Braemar Golf Dome
The Braemar Golf Dome has complimented the golf operation by providing opportunity for practice and
skill enhancement during the off-season. The current structure reopened in 2013 and provides the longest
and largest indoor practice facility in the Twin Cities. The dome structure itself is estimated to be less than
half of its anticipated useful life. There are 44 hitting stations on two levels and is open to all for practice,
casual use or even lessons. In 2019, TopTracer Range technology was added, and the elevated experience
has been successful and popular.
In evaluating the infrastructure for the dome, staff also worked on a design charette that would relocate the
off-season program elements from the current location to the championship course grounds. This charette
resulted in a performance center for golf unlike any in the country. However, due to potential land use and
cost aspects this isn’t being pursued currently.
Due to the dome’s popularity and adjacent amenities being added to the park, staff reviewed for potential
upgrades to support current and future needs and use patterns. An elevated food and beverage opportunity,
connection to a trail head for mountain biking and other park users, as well as solving the parking shortage
were top of mind in reviewing this facility.
Staff will highlight these conceptual opportunities with the City Council at the work session.
Summary
The Edina Aquatic Center and Braemar Golf operations have served the community for over 60 years.
Horizon level planning for these types of initiatives would reinvest that success for decades to come. Staff will
present greater detail on these operational areas and how the capital investment opportunities on the horizon
will assist and provide greater clarity and efficiency to planning in the interim periods.
EdinaMN.gov
Edina Aquatic Center
Braemar Golf Facilities
Edina Historical Society
City Council Work Session Feb. 20, 2024
EdinaMN.gov
Edina Aquatic Center
City Council Work Session Feb. 20, 2024
Edina Aquatic Center Project Planning
Pump and Filter Room Addition
•Equipment Replacement
•Opportunity for User Amenities
Facility Upgrades and Expansion
•Meet User Expectations
•Address Operational Challenges
Aquatic Center –Site Orientation
Aquatic Center –Operational Challenges
Aquatic Center –Operational Challenges
0
50
100
150
200
250
300
350
Staff (guest services,
lifeguards,
management)
Concession wait time Changing and locker
room facilities
Availability of family
changing rooms
Seating and furniture Availability of
shade/sun protection
Overall safety at the
facility
Ratings of Amenities and Operations at the Edina Aquatic Center
Poor Poor to Fair Fair Fair to Excellent Excellent
Aquatic Center –Site Layout
Existing Aquatic Center
1.Future filter room below
2.Future pool deck pavilion
3.Existing shade structure
4.Pool deck – concessions
5.Changing and admissions
6.Pool deck – Lounge /
Sundeck
7.Zero Depth Pool
8.Main Pool
9.Plunge Pool
Aquatic Center -Length of Stay
Aquatic Center –Trade Area
Aquatic Center –Visit Map
Aquatic Center –Visit Map
Aquatic Center -Visitor Journey
Aquatic Center -Filter Room Replacement
Aquatic Center –Filter Room Addition
•Pump Apparatus
•Electrical Supply and Distribution
•Water Displacement Surge Tanks
•Water Treatment Systems
•State Building, Mechanical, Energy Codes
•New Filter Space Creates Additional Pool
Deck Space Opportunity
Aquatic Center –Filter Room Addition
•Opportunity for User Amenities and Create Additional Pool Deck Space
Edina Aquatic Center
Aquatic Center –Horizon Project
Aquatic Center –Horizon Project Design Considerations
1.New admissions building and entry
2.Concession deck for dining
3.Revised ADA pathways
4.Revised park pathway
5.New pool deck boundary
Design Considerations
6.Expanded pool deck area
7.New group pavilion
8.Gender neutral/family restrooms
9.Single use park restroom (park access)
10.Reservable cabanas
11.Trash Enclosure
12.Family restroom & locker room renovation
13.Shade structure replacement
14.New shade structure
15.Shade umbrellas
Aquatic Center
Aquatic Center
Aquatic Center
Aquatic Center
Aquatic Center –Patron and Operational Goals
Need to:
•Update Filter and Equipment Infrastructure in compliance with code
Opportunity for:
•Improve Accessibility and Access to Aquatic Center
•Increase Family Changing Area/Neutral Restroom Options
•Create Efficient Entry Flow Not Through Locker Rooms
•Create Safer Locker Room Opportunities
•Increase Shaded Seating
•Efficient and Expanded Concession Experience
•Allow for Group Space Away From Patrons
•Increase Supervision and Management of Entry/Exit
•Create Equitable and Private Area for First Aid Treatment
•Create Revenue Opportunities
•Increase Sustainability
MN State Bonding Project Request
•$4M -Filter and Equipment Infrastructure
•$6.5M –Investments in User Amenities, Modernization, and Equity Considerations
We don’t train until we get it right
We train so we don’t ever get it wrong
EdinaMN.gov
Braemar Golf Facilities
City Council Work Session Feb. 20, 2024
Braemar Golf –Visitor Journey and Patron Patterns
•Existing deficiency of Golf Dome parking
•Safety and customer service
•Future needs in Braemar Master Plan
•Trail Head
•Restrooms & water
•Pickleball
•Operational perspective of Braemar Arena and Braemar Golf
•Market & Amenity Perspective
•Capital Improvement Projects
Visitor Journey –Braemar Golf Course
Visitor Journey –Braemar Golf Dome
Visitor Journey –Braemar Arena
Braemar Golf Dome –Facility Study
Performance Center Concept
Design Charette – Not Proposed
Performance Center Concept
Design Charette – Not Proposed
Performance Center Concept
Design Charette – Not Proposed
Golf Dome Food & Beverage Options
Expanded Parking, Trail Head & Pickleball
Golf Dome Expansion Concept
Braemar Golf Course –Facility Assessment & Market Study
Braemar Clubhouse Study Area Map
Clubhouse
•Constructed in 1964, additions in 1980’s and 2001
•25,000 Square-feet
•124 employees including all seasonal positions
Academy
•Constructed in the 1980’s
•Renovated in 2015
•4,500 Square-feet
Braemar Maintenance Buildings Study Area Map
Maintenance Building
•Shop constructed in 1985
•Cold storage constructed in 1989
Braemar Golf -Insights from Market Study
•The local market shows promising potential for
supporting expanded clubhouse opportunities
•Currently exceeding industry standard benchmarks for
Pro Shop, Retail Sales, and Food & Beverage per round
•Opportunity for growth in Food & Beverage and
Catering & Banquet operations with expanded
dedicated spaces for both functions
•Banquet & Meeting Space will offer the availability to
expand event programming year-round with additional
community event programming.
Braemar Golf Facility Conditions -Priority Summary
Financial Study of Capital Maintenance Findings
81.6%
10.4%
8.0%
Estimated Cost by Use Area
Clubhouse Maintenance Buildings Academy Building
Braemar Golf Course –Horizon Planning
Maintain Existing
Facility
Renovation &
Expansion
Investment
New Facility
Investment
Braemar Golf Course –Horizon Planning
Low Range Upper Range
Existing Building
Deferred Maintenance $2,240,000 $4,200,000
Building Expansion $7,900,000 $7,900,000
Total Deferred Maintenance & Expansion Cost $10,140,000 $12,100,000
Low Range Upper Range
New Facility $19,200,000 $22,000,000
Low Range Upper Range
Maintain Existing Facility $2,240,000 $4,200,000
Date: February 20, 2024 Agenda Item #: IV.
To:Mayor and City Council Item Type:
Other
From:Perry Vetter, Parks & Recreation Director
Item Activity:
Subject:Presentation on Edina Historical Society Relationship
and Future Considerations
Discussion
CITY OF EDINA
4801 West 50th Street
Edina, MN 55424
www.edinamn.gov
ACTION REQUESTED:
None, discussion and feedback related to future decision making.
INTRODUCTION:
The Edina Historical Society (EHS) has requested the City of Edina to assist with a course of action on the
future of the organization. Due to variable and changing opportunities for revenue generation, there is a short-term
and long-term concern related to the viability of the organization to serve the community. Staff will present a
recommended strategy to the City Council for feedback.
Please see attached staff report.
ATTACHMENTS:
Description
Staff Report
Edina Historical Society Staff Presentation
Feb. 20, 2024
Mayor and City Council Members
Nicole Gorman, Recreation Supervisor and Don Uram, Interim Assistant Finance Director
Presentation on Edina Historical Society Relationship and Future Considerations
Information:
The Edina Historical Society (EHS) has requested the City of Edina to assist with a course of action on the
future of the organization. Due to variable and changing opportunities for revenue generation, there is a
short-term and long-term concern related to the viability of the organization to serve the community. Staff
will present a recommended strategy to the City Council for feedback.
Background
Established in 1969, EHS was formed out of an effort by the City of Edina and several residents to save the
Historic Cahill School building and provide history-themed programs. The Society, a 501c3 designated non-
profit organization, has a mission, “To Collect, Preserve and Tell Edina’s Story” to the community and
beyond. Operating out of the City owned Arneson Acres Building and programming two additional city
buildings, the Cahill School and the Grange Building, the City of Edina and the Historical Society have
worked in cooperation since their inception.
EHS is made up of volunteer voting board members. There are three non-voting members that attend
Historical Society meetings, its Executive Director, Curator and a City staff liaison. The Executive Director
and Curator positions were established in 2015. The Senior Center Recreation Supervisor acts as the City
staff liaison to the Society.
Financial Arrangements
The Historical Society’s operating budget is funded through a variety of sources. Annually the City of Edina
provides $20,000 in operational funding to the Historical Society. That amount was increased from $10,000
to $15,000 in 2018, and to $20,000 in 2024. The Society is eligible for and has received Legacy Grants from
the State of Minnesota Historical and Cultural Heritage Grants Program. These funds are part of the 2008
Clean Water, Land and Legacy Amendment. To date, over $110,000 in grants have been applied for and
received by the society for programs and staffing by contract workers. EHS has indicated an operational loss
has occurred in three of the last four years.
STAFF REPORT Page 2
The Historical Society self-funded $20,000 for improvements to the interior space at Arneson Acres in
2015. The remainder of the Historical Society’s budget is made up of program and curriculum charges,
grants, and memberships. There is no charge for visits to the museum.
Facility Usage
The Historical Society uses three facilities owned by the City of Edina. Arneson Acres, Cahill School, and
the Grange Hall. The City does not charge a rental fee to the Society for use of these buildings; however,
the Society does pay for phone, internet, and certain IT services. The City’s Facility Manager does act as an
informal liaison on building maintenance items. The Society has exclusive use of the upper level of Arneson
Acres consisting of the museum, archives, and offices. The lower-level meeting room schedule is managed by
Parks and Recreation, but there is no charge for use of the room. The Historical Society schedules the
Cahill School and Grange Hall and is not charged a fee for their use. External groups that wish to use the
facilities schedule those requests with the Historical Society.
Current practices
Cahill School and Grange Hall are primarily used by the Historical Society. There is very little use at these
locations by the City for its programming. There are outside groups that utilize the buildings on a limited
basis and those groups are scheduled for use by the Society. The Historical Society rents to these groups for
nominal fees as a source of revenue.
In addition to the above use, the Minnehaha Grange Hall is used for a Grange annual meeting and is open
during the Fourth of July parade with costumed interpreters.
Arneson Acres is used by the Historical Society for exhibits, curation, storage of City historical records and
office space and meeting spaces. The lower-level Terrace Room is used by the Historical Society for
occasional programming, at no charge, but a reservation is required and made through the City. The City
also rents out the facility, typically for larger events, such as weddings or reunions.
The City Senior Center Recreation Supervisor acts as the staff liaison to the Historical Society. The role is
as a non-voting liaison that ensures that timely and open two-way communications occur between the City
and the Historical Society. Through these communications, opportunities for joint partnerships may be
discovered that are jointly beneficial to both parties. However, the staff liaison remains as an independent
representative of the City.
The Historical Society provides services to the City, of which the purpose is to:
• Archive records and materials that would otherwise be eliminated to comply with the State of MN
Data Practices Act.
• Archive catalogs and preserve acquisitions into the historical collection.
• Provide exhibits and speakers programs to the public.
• Provide research materials and historical information.
Summary
The City of Edina believes that it is in the best interest of the residents of Edina to have an accessible and
successful Historical Society. The Historical Society wants to ensure that their organization is viable and is
better defined to a broader audience in the community.
STAFF REPORT Page 3
While both parties agree that the Historical Society should remain as an independent entity, it should be
noted the current financial model does not support this goal. Three options, A) Status Quo, B) Absorb, and
C) Increased financial support, will be presented to the City Council for discussion. This discussion will
direct what steps City Staff will present to the City Council for future actions.
EdinaMN.gov
Edina Historical Society
City Council Work Session Feb. 20, 2024
Edina Historical Society Relationship
•Established in 1969 as a 501c3
•Formed by the City of Edina and several residents to
save the Historic Cahill School building and provide
history-themed programs
•The Society’s mission is “To Collect, Preserve and Tell
Edina’s Story” to the community and beyond
•Operating out of the City owned Arneson Acres Park
building and programming two additional city
buildings, the Cahill School and the Grange Building
Edina Historical Society Relationship
•The City provides $20,000 in operational funding annually
•The Society is eligible for and has received Legacy Grants from
the State of Minnesota Historical Society
•The Historical Society provides the following services to the City: •Archive records and materials that would otherwise be
eliminated to comply with the MN Data Practices Act•Archive catalogs and preserve acquisitions into the historical
collection•Provide exhibits and speaker programs to the public•Provide research materials and historical information
Edina Historical Society Relationship
Option A –Status Quo
Pros
•No major additional funding implications (initially)
•Limited involvement by city other than liaison to Board
•May incent a more active board, fund raising, etc.
•Retain ability to seek grants
Cons
•Limited services offered to public
•No Executive Director leadership (due to lack of funding)
•Limited (or no) interest in Board membership
•EHS closes and dissolves non-profit
•City inherits historical records, etc. creating additional staff responsibilities, conflicts with MN DPA
Edina Historical Society Relationship
Option B –City Absorbs EHS
Pros
•Requires addition of one new full-time staff member
•City control over EHS activities (hrs. of operation, programming, building usage, etc.)
•Potential for help within Park and Rec for other duties
•Eliminates Board of Directors
•501c (3) dissolves eliminating tasks associated with maintaining a non-profit
•Allows position to have access to benefit offerings city provides
Cons
•Restricts ability to seek grants (specifically MN Legacy funds with out a non-profit designee)
•Additional and increased staff responsibilities
•Unknown costs beyond staff salary
•City would have to manage collection –Conflicts with MN DPA
Edina Historical Society Relationship
Option C –Increased Financial Support
•Grant $20k to the EHS for contract services in 2024•Levy $80k annually starting for pay 2025•Continuing total of $100k through calendar year 2027
•Maintain 501c (3) status of EHS
Pros•Defers City merger for at least three years
•Allows time for operational evaluation
•Improved funding may stabilize Executive Director position•Should improve service levels•Amended By-laws may improve Board membership
•Retain ability to seek grants
•Reduces concern that the City would have to maintain document collection
Cons
•May disincentivize money raising initiatives (donations, membership, etc.)
•May lead to an expectation of annual funding increases•Requires one-time levy increase for FY2025
Edina Historical Society
Status Quo
Increased Financial Support
City Absorbs EHS