HomeMy WebLinkAbout2015-05-06 WSAGENDA
CITY COUNCIL WORK SESSION
• CITY OF EDINA, MINNESOTA
COMMUNITY ROOM
WEDNESDAY MAY 6, 2015
5:00 P.M.
Call To Order
II. Roll Call
III. Braemar Master Plan
IV. Park Strategic Plan
V. Adjournment
C
is
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 amplification, an interpreter, large -print documents or something else, please call 952-
927 -8861 72 hours in advance of the meeting.
SCHEDULE OF UPCOMING MEETINGS /DATES /EVENTS
Wed
May 6
Work Session — Braemar Master Plan
5:00 P.M.
COMMUNITY ROOM
Park Strategic Plan Draft
6:00 P.M.
COMMUNITY ROOM
Wed
May 6
Regular Meeting
7:00 P.M.
COUNCIL CHAMBERS
Tues
May 19
Work Session — Grandview Development Alternatives
5:30 P.M.
COMMUNITY ROOM
Tues
May 19
Regular Meeting
7:00 P.M.
COUNCIL CHAMBERS
Mon
May 25
MEMORIAL DAY HOLIDAY OBSERVED — City Hall Closed
Tues
June 2
Work Session — Parking & Future of City Owned Properties 50th & France
5:00 P.M.
COMMUNITY ROOM
Affordable Housing
6:15 P.M.
COMMUNITY ROOM
Tues
June 2
Regular Meeting
7:00 P.M.
COUNCIL CHAMBERS
Tues
June 16
Work Session —joint Meeting with Edina Transportation Commission
5:00 P.M.
COMMUNITY ROOM
Joint Meeting with Bike Edina
6:00 P.M.
COMMUNITY ROOM
Tues
June 16
Regular Meeting
7:00 P.M.
COUNCIL CHAMBERS
Fri
July 3
INDEPENDENCE DAY HOLIDAY OBSERVED — City Hall Closed
Sat
July 4
INDEPENDENCE DAY PARADE
Tues
July 7
Work Session — Sidewalk & Street Maintenance
5:30 P.M.
COMMUNITY ROOM
Utility Rate Study
Tues
July 7
Regular Meeting
7:00 P.M.
COUNCIL CHAMBERS
Tues
July 21
Work Session — Business Meeting/201 -2017 Proposed Budget
5:30 P.M.
COMMUNITY ROOM
Tues
July 21
Regular Meeting
7:00 P.M.
COUNCIL CHAMBERS
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To: Mayor, City Council and Park Board Agenda Item #: W.S. IV.
From: Ann Kattreh Action ❑
Parks & Recreation Director Discussion 0
Date: Wednesday, May 6, 2015 Information 0
Subject: Park Strategic Plan
Action Requested:
Discussion and feedback on the Implementation Plan of the Park, Recreation and Trails Strategic Plan
Information / Background:
Terry Minarek from Confluence will be present to review with the City Council and Park Board the
Implementation Plan section of the Strategic Plan. Staff and Confluence hope to get feedback on the vision,
• principles, goals, strategies and implementation priorities presented. The Implementation Plan is designed
to be a summary of what the strategic plan identifies as key initiatives and projects to improve and maintain
a successful park system in the City of Edina.
If the approval process continues as planned, the Park Board will be receiving the Final Draft Plan at the May
12 meeting. If the Park Board feels that the final draft is ready for City Council adoption, the final draft
presentation will be made to the City Council on June 16.
Attachment:
DRAFT Appendix A: Implementation Plan
DRAFT 5.0 Implementation Plan
City of Edina • 4801 W. 50th St. • Edina, MN 55424
0
0
draft
APPENDIX A
IMPLEMENTATION PLAN
p
consuros l ting
conFL EnCE
PARKS RECREATION & TRAILS IMPLEMENTATION PLAN 1 205
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APPENDIX A
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NATURAL RESOURCES AND
SUSTAINABLE PARKS
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.
STRATEGY
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
Performance Measure
Year
Year
1.2.1 Adopt a City -wide no net loss of natural areas and open
1.1.1 Hire a qualified Natural Resources Manager.
2015
Full -time position created.
1.1.2 Prioritize work tasks such as working to complete
1.2.2 Collect all existing data and studies conducted into
NRI and management plan, applying for grants, developing
one centralized document.
connections with other departments, leading environmental
Completed report.
Completion of NRI and
education efforts, membership on City Commissions,
2015
management plan, successful
assisting with wildlife issues, and coordinating volunteer
Management Plan.
grant applications.
efforts.
database with an emphasis on invasive and disease
STRATEGY 1.2
Complete a comprehensive Natural Resources Inventory on all Park properties with an emphasis on existing resourc-
es protection and invasive species assessment and management.
Tactic
Implementation
performance Measure
Year
1.2.1 Adopt a City -wide no net loss of natural areas and open
Immediately
Update database.
spaces.
1.2.2 Collect all existing data and studies conducted into
one centralized document.
2015
Completed report.
1.2.3 Hire a qualified consultant to complete NRI and
2015
Completed NRI &
management plan.
Management Plan.
1.2.4 Maintain and update existing tree inventory and
database with an emphasis on invasive and disease
Ongoing
Update database.
susceptible species and heritage trees.
1.2.5 Identify and protect the City's highest quality natural
Completed NRI, policy to not
resources and areas (e.g. oak Savannas at Braemar and other
2015
impact identified areas.
areas of the City).
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1.2.5 Apply for grants to assist in control invasive species -
httg:/ /www. invasivespeciesinfo .gov /too/kit /grantsrequests.
2016 per grant
schedule
Submit application and
receive a grant.
shtml
1.2.6 Prioritize the next 5 years of restoration goals, invasive
Year
Completed NRI &
species control efforts, and maintenance operations.
2016
Management Plan and
residents outside to experience natural resources throughout
2015
budget.
STRATEGY
Increase connections and access to natural areas and environmental resources.
Tactic
Implementation
Performance Measure
Year
1.3.1 Create programs that provide education and get
residents outside to experience natural resources throughout
2015
Create 1 new program or tour
the City (e.g. Master Naturalist programs, seasonal education
by 2016
walks, etc.)
1.3.1 Coordinate access with system wide trails plan.
2016
Completed NRI & Manage-
ment Plan
1.3.2 Identify low -use park land areas that could be
Concept plans outlining
converted to native or low input ground covers to lessen
2016
areas for conversion of turf.
maintenance and provide greater habitat.
Individual park master plans
1.3.3 Incorporate more native landscaping and native gar-
Create one native plant
dens into parks. Work with existing volunteer base - Garden
2016
demonstration garden
Club.
1.3.4 Study feasibility of creating infrastructure to
support environmental education initiatives (e.g. outdoor
ID funding for an
amphitheaters, natural playgrounds,
p p yg picnic pavilions, etc.) -
2017
Environmental Learning
evaluate potential sites and case studies. Consider Bredesen
Center
and areas on north side of 62 that are currently under served
with facilities.
1.3.6 Develop natural resource based education and
New programs and/ or
volunteer programs that develop a strong connection with
2017
partnerships in place by 2017.
community/ neighborhood centers.
1.3.7 Continue with and build upon existing successful
Ongoing
Visible buckthorn reduction
programs such as the buckthorn removal program.
1.3.8 Develop partnerships with non - profits, education
2017
New programs and/ or
agencies, and other environmental education associates
partnerships in place by 2017
PARKS RECREATION & TRAILS IMPLEMENTATION PLAN 1 207
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STRATEGY 2.1
Maintain excellence in park maintenance operations, continue to explore environmentally friendly/ sustainable prac-
tices, and increase natural areas maintenance expertise and ability.
Tactic
Implementation
performance Measure
Year
2.1.1 Follow recommendations of the 2013 UFTF report.
2015
Review items from report for
risk assessment.
extensive storm damage.
completion.
2.1.2 Educate residents on current initiatives (e.g. turf grass
2.2.2 Create a strategy to mitigate expected impacts of
Create marketing materials
maintenance).
2015
and post in park and /or give
risk assessment.
Works Dept.
presentations throughout City.
2.1.3 Complete cost/ benefit analysis of the long term cost/
2.2.3 Use the Sustainable Sites Initiate (SITES®) as a guide
Create marketing materials
benefits of turf grass maintenance vs. natural areas and
2016
and post in park and /or give
communicate results to Park Board, City Council, and Public.
a green operations plan. SITES° is the landscape and site
presentations throughout City.
2.1.4 Identify key species or planting strategies to be used
equivalent to LEED and is the most comprehensive guide and
Complete 1 native plant
throughout the City that maximize benefits and minimize
2016
demonstration garden in park.
future maintenance - work with Garden Club to grow.
sustainablesites. org
2.1.5 Provide training for Park Maintenance staff to maximize
2017
Natural resource management
efficiency and quality of natural resource management.
(LEED), Minnesota's B3 program, and /or the Living Building
plan informed training.
2.1.6 Consider hiring or supplementing natural resource
2017
Identify maintenance and
maintenance activities with an outside consultant.
new construction projects. Prioritize energy efficiency, water
operations responsibilities.
2.1.7 Identify funding sources for operations and
2017
Maintenance and operations
maintenance.
impacts.
budget.
STRATEGY
Develop more sustainable parks and trails infrastructure that are resilient to impacts of climate change.
Tactic
Implementation
performance Measure
Year
2.2.1 Conduct a climate change risk assessment for all Parks
Complete climate change
facilities, infrastructure, vegetation, and areas susceptible to
2016
risk assessment.
extensive storm damage.
2.2.2 Create a strategy to mitigate expected impacts of
Complete climate change
climate change on the park system - coordinate with Public
2017
risk assessment.
Works Dept.
2.2.3 Use the Sustainable Sites Initiate (SITES®) as a guide
for for new park development and retrofits, and to create
Utilize SSI checklist for all
a green operations plan. SITES° is the landscape and site
2017
new and major renovation
equivalent to LEED and is the most comprehensive guide and
projects.
objective sustainability rating system for the landscape www.
sustainablesites. org
2.2.4 Utilize Leadership in Energy & Environmental Design
Integrate into all master
(LEED), Minnesota's B3 program, and /or the Living Building
plans and redevelopment
Challenge to guide future parks and facilities renovations and
2018
guides. Hire only LEED
new construction projects. Prioritize energy efficiency, water
certified consultants.
conservation and other building functions with direct cost
Require LEED certification
impacts.
for new buildings.
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STRATEGY 3.1
Maintain the Park System's flood storage abilities and follow floodplain regulations.
Tactic
Implementation
Performance Measure
Performance Measure
Year
Year
3.1.1 Meet changing regulations and integrate into future
3.2.1 Partner with Nine Mile and Minnehaha Creek Watershed
Yearly review of regulations,
planning and master planning projects.
Ongoing
review all projects as
Identify and implement 1 pilot
management practices that improve water quality and
proposed.
3.1.2 Consider joining Hennepin County's Wetland Health
increase wildlife habitat.
Evaluation Program (WHEP) that engages community
2017
Program membership.
members in monitoring wetland and water quality. ) http: //
infrastructure and stormwater BMPs to treat runoff from all
2016
www.mnwhep.org/
park and facilities impervious surfaces.
3.1.3 Explore opportunities to plant buffers on ponds, lakes,
New water quality buffers
and streams within park property to prevent against erosion
2017 -2020
established in parks each
year and /or in concert with
and provide habitat.
opportunities to increase water quality throughout the City
adjacent City work..
STRATEGY
Improve Edina's water resources within the Park System.
Tactic
Implementation
Performance Measure
Year
3.2.1 Partner with Nine Mile and Minnehaha Creek Watershed
Districts on public education efforts focusing on lawn care
2016
Identify and implement 1 pilot
management practices that improve water quality and
project in a park.
increase wildlife habitat.
3.2.2 Reduce impervious surfaces and integrate green
Identify and implement 1 pilot
infrastructure and stormwater BMPs to treat runoff from all
2016
project in a park.
park and facilities impervious surfaces.
Apply for planning grant
3.2.3 Partner with Environmental Engineering Dept. to identify
to study opportunities
opportunities to increase water quality throughout the City
for integrating green
- identifying opportunities to treat City stormwater on Park
2017
infrastructure - Create a
property to benefit both.
master plan with grant funding
from Watershed District to
analyze.
3.2.4 Minimize potable water use for irrigation by reducing
Evaluate current water usage
irrigation needs, increasing irrigation system efficiency, and
2016
annually.
providing alternative water sources.
PARKS RECREATION & TRAILS IMPLEMENTATION PLAN 1 209
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APPENDIX A
draft
STRATEGY
Provide more active and passive recreation opportunities and educational efforts focused on water resources.
Tactic
Implementation
performance Measure
Year
3.3.1 Continue support of popular fishing programs such as
Continue existing programs
MnDNR's learn to fish, and explore other similar opportunities
2015 Ongoing
and develop 1 new youth
to engage youth in natural resource based outdoor activities.
focused natural resource
program by 2016.
3.3.2 Expand fishing access opportunities with increased fish
Develop one new fishing
habitat, fishing infrastructure, and programs on all applicable
2016
program and /or access
water bodies in the City.
infrastructure at 1 park.
3.3.3 Partner with Nine Mile Creek and Minnehaha Creek
Participate in a minimum of
Watershed Districts to take advantage of their water quality
2015
1 program and provide links
education programs.
to programs through Parks
website and
3.3.4 Develop signage for passive interpretation of water
Install signs at key water
resources. Focus on popular and/ or quality resources such
2016
as Minnehaha Creek, Nine Mile Creek & Trail, etc.
access areas
3.3.5 Increase canoe and kayak access to Edina's lakes and
Storage racks and formalized,
streams and provide storage for residents and/ or exploring
2017
safe access points lakes
rental programs.
currently without access.
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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; that allow all residents to engage in healthy activities.
STRATEGY
Prioritize the development and implementation of a multi -use trail network connecting parks and facilities together,
and to key destinations throughout the city
Tactic
Implementation
Performance Measure
Year
1.1.1 Achieve a .75 miles per 1,000 people goal for hard
Add 15 additional miles of
surface trails to connect neighborhoods, major attractions
2015 -2019
trail to meet 2019 population
(historical and cultural), and community parks via trails.
projections (in addition to Nine
Mile Creek trail).
1.1.2 Seek funding to support developing a system of on
street shared lanes, separated bike lanes, and off- street hard
2016
Dollars committed in the 2016
surface trails connecting to parks. Prioritize off- street trails
budget to trail implementation.
and separate bike lanes.
1.1.3 Coordinate and collaborate with other Community
Identify shovel ready projects
programs including Bike Edina, Edina Living Streets
Ongoing
and commit dollars in the 2016
program, Active Routes to Schools, Sidewalk
budget
Priority Plan, and Capital Improvement Plan
1.1.4 Provide facilities to support existing trails and the
Identify facility needs and
new Nine Mile Creek Regional trail e.g. - restrooms, drinking
2017
incorporate into capital
fountains, and appropriate waste/ recycling facilities.
improvements plan.
1.1.5 Provide facilities in parks to fully supported
bicycle use including adequate bike parking and racks,
2017
Identify shovel ready projects
bicycle library, covered parking, tandem bikes for senior,
and commit dollars to 2017.
bike trailers for families, and repair stands, etc...
PARKS RECREATION & TRAILS IMPLEMENTATION PLAN 1 211
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APPENDIX A
draft
STRATEGY
Develop, refine, and implement the Branding, Signage, and Wayfinding Plan included in this Strategic Plan.
Tactic
Implementation
Performance Measure
Performance Measure
Year
Year
1.2.1 Create a comprehensive branding, signage and
2017
Dedicated funding for
wayfinding plan for all EPRD properties and programs.
marketing plan. Have one staff person in Communications
completing branding plan.
1.2.2 Coordinate with other departments and incorporate
2017
Update websites, implement
branding throughout City materials.
1.3.2 Present this Strategic Plan across departments and
first installation project(s)
1.2.3 Replace park signage with updated branding.
2018+
Replace signage with phased
traditional groups.
connections.
approach.
STRATEGY
Market parks and programs throughout the City to inform residents of offerings.
Tactic
Implementation
Performance Measure
Year
1.3.1 Hire a marketing consultant to develop a 5 -year
2016
Create and fill position,
marketing plan. Have one staff person in Communications
2016
identify funding for.
Department to work on park projects.
Receive Gold Medal Award
1.3.2 Present this Strategic Plan across departments and
2017
Presentations to non -
community groups that may be unfamiliar with it to build
2015
traditional groups.
connections.
1.3.3 Create and implement a naming policy for parks and
2016
Integrate into Parks plan by
future facilities.
2017.
STRATEGY 2.1
Pursue Commission for Accreditation of Park and Recreation Agencies (CAPRA) Accreditation and strive for Gold
Medal Recognition.
Tactic
Implementation
Performance Measure
Year
2.1.1 Research CAPRA requirements, highlight where EPRD
2016
Apply and achieve CAPRA
has gaps, and develop plan to achieve requirements.
accreditation.
Receive Gold Medal Award
2.1.2 Apply for Gold Medal Award.
2017
recognition.
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STRATEGY 2.2
Match development and redevelopment of park system and maintenance facilities to population growth and
demographics changes.
Tactic
Implementation
Performance Measure
Year
Updated Park Master Plans
2.2.1 Transition under utilized amenities and replace with
remove outdated amenities as
more productive amenities that are tied to neighborhood
2017
part of lifecycle management
needs (Reference Edina Level of Service Standards file).
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,
Identify deficient infrastructure
signage, parking, and other comfort and convenience
2015
and create implementation/
features in need of replacement, and develop a plan to
replacement plan.
replace deficient infrastructure not meeting Park System
standards.
2.2.3 Establish and utilize a Furniture, Fixture, and
Equipment (FFE) standard and inventory for park and
Established FFE standards
recreation amenities, (e.g. basketball hoops, outdoor lighting,
2017
plan
outdoor benches, etc.) parts inventories, and enhanced
maintenance efficiency.
2.2.4 Stay current with maintenance health and safety
Require and fund continuing
standards for staff and park users. Update practices as
2016 - Ongoing
education for Parks
needed.
maintenance staff.
Require and fund continuing
2.2.5 Allocate budget for continuing education of EPRD
education, hire new
staff to maintain knowledge and experience in staffing
2016 - Ongoing
knowledgeable staff, and /or
that translates to excellence in current and future park
consider hiring specialized
developments and trends.
outside consultants and non-
profits to fit needs.
2.2.6 Standardize maintenance and management of athletic
Reduced turf maintenance
fields and create innovative strategies to address turf issues
2017
inputs, experiment with ice
in ice rink areas.
rink turf strategies (e.g. utilize
warm season grasses)
PARKS RECREATION & TRAILS IMPLEMENTATION PLAN 1 213
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PPENDIX A r f
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PARKS GOAL 3 - INCREASE THE HEALTH AND SAFETY OF THE PARKS AND TRAIL SYSTEM.
STRATEGY
Update all parks and trails to 2010 Americans with Disabilities Act (ADA) Standards for Accessible Design.
Tactic
Implementation
Performance Measure
Year
3.1.1 Complete inventory and assessment of all park infra-
New facilities meet or exceed
structure regarding 2010 ADA standards.
2015
standard. Integrate into RFP
3.1.1 Require all new infrastructure to meet 2010 ADA
New facilities meet or exceed
standards
2015
1 standard. Integrate into RFP
3.1.2 Upgrade existing facilities not meeting ADA standard
2016
5 - year plan to prioritize and
implement updates.
STRATEGY
Ensure safety throughout the park system.
Tactic
Implementation
Performance Measure
Year
3.2.1 Compile safety data for each park and facility and
Create a priority plan to
evaluate for trends.
2015
address issues based on data
and general feedback.
3.2.2 Prioritize safety issues at the top of capital
2015
Allocate 2016 budget to
improvements list.
address safety issues.
Integrate requirement into
3.2.3 Incorporate Crime Prevention through Environmental
RFPs for new facilities and
Design principles and guidelines into parks and recreation
2017
renovations. Consider
site design and ongoing maintenance practices.
hiring consultant to evaluate
existing facilities and make
recommendations
3.2.4 Provide appropriate lighting levels based on activity
2017
5 - year plan to prioritize and
levels.
implement updates.
3.2.5 Use high quality, durable infrastructure that is resistant
2017
Integrate into FFE plan.
to damage and vandalism
3.2.6 Create facilities that are readily accessible to
Solicit emergency services
emergency vehicles.
2017
input in new development and
substantial renovation work.
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PARKS GOAL 4 - REVITALIZE EXISTING PARKS BY ALIGNING PARK, OPEN SPACE, AND TRAIL
INFRASTRUCTURE WITH CURRENT AND ANTICIPATED COMMUNITY NEEDS.
STRATEGY ,
Design flexibility into outdoor spaces and athletic fields to meet current needs and readily adapt to future recreation
trends.
Tactic
Implementation
Performance Measure
Year
4.1.1 Consult Level of Service study to identify gaps and
3 Multi -use fields identified as
recommendations.
2016
a need by 2019.
4.1.2 Consider alternative surfaces for high use areas (e.g.
Long term cost benefit
artificial turf, high performance turf, etc.)
2016
analysis of capital and
areas for addition of formal dog parks.
2015
maintenance costs.
4.1.3 Ensure adequate lighting to extend playability times
2016
Utilize facility analysis to
throughout the year and in morning/ early evening times.
identify lightinig issues.
4.1.4 Prioritize flexibility and community gathering spaces in
2016
Integrate goals and/ or
future master plans and renovation projects.
2016
requirements into RFPs for
4.2.4 Emphasize winter opportunities at Braemar to cross
future park master plans
STRATEGY
Provide specialized park infrastructure to address under served needs, emerging trends, and support year round uses.
Tactic
Implementation
Performance Measure
Year
4.2.1 Prioritize projects to increase the Level of Service in
Seek funding for new or
areas where data shows the highest need.
2015
renovated park and recreation
facilities and lands based LOS
4.2.2 Define and communicate a dog/ pet policy identifying
Posted dog policy and self
areas for addition of formal dog parks.
2015
supporting dog/ pet facilities
in place.
4.2.3 Provide infrastructure to support winter uses and trails
into existing parks for a variety of skills and mobility uses that
2016
Integrate winter uses into all
will bring more residents to parks in winter months.
parks and trails plans.
4.2.4 Emphasize winter opportunities at Braemar to cross
pollinate with hockey and other activities. Explore snow
Provide a winter trail loop
making for ski trails, biathlon training infrastructure, and
2016
system by 2016 as a pilot
additional winter uses.
project.
4.2.5 Require community driven master plans and/ or public
input process for all projects with greater than $50,000
2015
Complete a community driven
improvements.
master plan for Fred Richards.
4.2.6 Evaluate current and future needs and locations for
Community Gardens. Consider sites near apartments/ condos
2017
Evaluate community garden
and higher density areas with limited access to usable
use and community desire.
planting space - where needs may be greater.
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RECREATION FACILITIES
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.
STRATEGY 1.1
Develop a flexible recreation/ community center for the City that provides opportunities for recreation, education, and
gathering for all ages, incomes, and races.
Tactic
Implementation
performance Measure
Year
Year
1.2.1 Study Art Center needs and program requirements,
1.1.1 Develop cost recovery goals for the community/
Completed Pre - design
and use information to decide whether to remodel, rebuild,
recreation center that meets the values of the.community,
2015
Documented goals.
maintains flexible spaces to accommodate a broad range of
qualifed architect.
user groups and activities, and is a multi - generational facility.
1.1.2 Re -brand the Senior Center as a "community center"
Officially rename facility.
or "activity center" to attract other age segments by
2015
Create a branding strategy for
removing the negative connotation of "senior" label among
the facility.
55 -75 age segment.
1.1.3 Consider hiring architectural consultant to lead a
stakeholder group through an Architectural Pre - design
2016
Completed Pre - design study
process to discover and document programmatic needs,
by qualified Architect.
specialized spaces, and planning level cost estimating.
1.1.4 Develop partnerships who may be able to contribute
Communicate partners for
to capital and operational costs. Look at specialized use
2016
collaboration brainstorming
partners for indoor fitness, or other service providers.
1.1.5 Explore balancing the distribution of Enterprise
Explore adding new
Facilities geographically throughout the City, including the
2017
Enterprise Facility north of
relocation of existing facilities that are not meeting needs
Hwy. 61.
such as the community center and the Edina Art Center.
STRATEGY
Develop an arts and cultural center to support cultural art programming with suitable facilities.
Tactic
Implementation
Performance Measure
Year
1.2.1 Study Art Center needs and program requirements,
Completed Pre - design
and use information to decide whether to remodel, rebuild,
2015
program and study from
or relocate existing facility.
qualifed architect.
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STRATEGY
Implement a policy - supported business management model for Enterprise Facilities that addresses a cost recovery
model toward financial sustainability.
Tactic
Implementation
Performance Measure
Year
1.3.1 Focus on management issues such as fees, cost
Are facilities financially
recovery, operating hours, staffing, program offerings and
2015
sustainable?
partnerships.
1.3.2 Review winter -use support at Facilities and match to
Integrate 1 new winter use
winter activities - (e.g. supporting nordic skiing, skijoring trails
2015
into park by 2016.
at Braemar with food, rental program, etc.).
2018
business plan in Appendix D
1.3.3 Analyze Centennial Lakes for increased revenue
Lower maintenance inputs in
opportunities, reduced maintenance costs, and general
2016
the year 2016 as a result from
improvements for efficiency. Explore food and beverage
projects implemented in 2015.
opportunities.
1.3.4 Address items limiting private rentals of facility, such as
Include budget items for
fixing the floor in the fireside room, updating technology, and
2016
repair in 2016 budget.
assessing potential benefit of acquiring a liquor license.
2018
Include in Mini - business plan.
1.3.5 Look for additional opportunities to integrate
2017
Add one partnership to
restaurants into facilities - similar to current plans for Braemar.
2018
existing or planned facility.
1.3.6 Explore opportunities to provide food/ beverage at key
venues to support community gatherings and formal meeting/
2018
Add infrastructure where
events - explore partnerships with private catering companies
needed.
for weddings, meetings, food trucks, etc.
STRATEGY 1.4
Explore the development of innovative infrastructure in the park system to support environmental education and natural
resource programming.
Tactic
Implementation
Performance Measure
Plan
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
Complete included mini-
• Open air picnic pavilion that can support gatherings
2018
business plan in Appendix D
• Bird/ Wildlife blinds
as necessary.
• Boardwalks and piers - additional
• Natural playgrounds
• Nature based site specific art
• Interpretive nature trails with signage
1.4.2 Identify potential partnerships to assist in capital and
operations costs (e.g. catering for weddings/ events, coffee
2018
Include in Mini - business plan.
shop/ restaurant, Art programs, etc.)
1.4.3 Identify potential program partnerships.
2018
New programs created.
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STRATEGY 2.1
Identify facilities not meeting community needs and develop plan for replacement or renovation.
Tactic
Implementation
Performance Measure
Performance Measure
Year
Year
2.1.1 Utilize assessment data and recommendations in this
strategic plan to create a plan for retirement or replacement
2.2.1 Utilize included inventory and assessment to identify
of outdated and under - performing facilities including:
and update park buildings that are not compliant.
Retirement or replacement
• Community Park Buildings at Strachauer, Lewis,
2016 -2020
plans in place and
Highlands, Pamela, Arden, Creek Valley, and Normandale
implemented.
• Edina Art Center
• Senior Center
2.2.2 Consider hiring a consultant to develop a system wide
2.1.2 Update or replace inadequate playground equip-
improvement plan.
2016
ment and fill geographical service gaps to ensure that all
2017
Identify shovel ready projects
residences in the City are within a 10- minute safe route to a
and commit dollars to 2017.
playground facility.
2.1.3 Study Cahill School and Grange building to increase
Complete mini - business plan
their usage, revenue generation, and increased safety and
2016
for potential relocation.
convenience. Evaluate relocation or site plan changes.
2.1.4 Increase productivity of all EPRD facilities during prime
and non -prime times based on providing quality programs,
2017
Evaluate and record usage.
creating effective partnerships, and adding quality amenities
at each site.
2.1.5 Develop standards for park shelter/ recreation centers
throughout city and and establish Furniture, Fixture, and
2017
Completed FFE standards.
Equipment (FFE) standards for parts inventories and
enhanced maintenance efficiency.
2.1.5 Continue to include electronic card readers in facility
Card reader renovation or new
renovations and new facilities with electronic card readers
Ongoing
construction requirements.
(note- buildings need to have fiber - optic).
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
Performance Measure
Year
Prioritized list of
2.2.1 Utilize included inventory and assessment to identify
improvements completed
and update park buildings that are not compliant.
2015
with allocated budget
dollars in 2016 budget for
improvements.
Prioritized list of
2.2.2 Consider hiring a consultant to develop a system wide
improvements completed
improvement plan.
2016
with allocated budget
dollars in 2016 budget for
improvements.
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RECREATION PROGRAMS
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.
STRATEGY
Attract 30 -35% of all Edina residents to experience an organized recreation program through EPRD by identifying and
closing programming gaps.
Tactic
Implementation
Performance Measure
Year
Year
1.2.1 Strive to keep 50 -60% of all recreation programs in
1.1.1 Provide programming that satisfies the needs of
the Introductory, Takeoff, or Growth lifecycle stages in order
multiple age levels, physical abilities, and special needs
Maintain records of
to align with trends and help meet the evolving needs of the
populations that may be currently under served. Increase
participation in programs and
community.
programming in the following areas:
reevaluate yearly at minimum.
• Community health, wellness, and fitness
2016
Track program usage
• Nature - based/ environmental programming
numbers on an annual basis.
• Arts in the Park/ Art programs
• Build community through socialization
• Programs that engage all age and ethnicities within the
community
with marketing department to establish most
Create and implement a
EWork
ive marketing strategies for programs and targeted
2016
marketing/ communication
ations.
plan.
STRATEGY
Keep up with evolving needs and trends by re- evaluating offered programs and interest levels.
Tactic
Implementation
Performance Measure
Year
1.2.1 Strive to keep 50 -60% of all recreation programs in
the Introductory, Takeoff, or Growth lifecycle stages in order
Maintain records of
to align with trends and help meet the evolving needs of the
2016
participation in programs and
community.
reevaluate yearly at minimum.
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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) Ongoing Annual review and report to
• Makes good use of natural resources Park Board
• Health oriented
• Innovative around new trends
• Creates community
STRATEGY 2.1
Clearly define program providers to eliminate overlap and define the level and scope of services offered.
Tactic
Implementation
Performance Measure
Implementation
Year
2.1.1 Review similar providers study in the Strategic Plan
Programs plan with scope
and establish a plan for programs to eliminate overlap
2015
of services, core services
New fee initiated to support
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defined.
2.1.2 Evaluate programs for effectiveness and financial sus-
C Organization
Programs plan with scope
tainability.
2015
of services, 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
Performance Measure
Year
2.2.1 Maintain partnerships with Organizations in order to
best:
1. Promote and market offerings
New fee initiated to support
pp °
2. Utilize fields, programs, and scheduling
Ongoing
C Organization
3. Maintain fields and operations
Commission.
4. Collect revenues, fees, and program funding
2.2.2 Review field utilization annually to track participant
New fee initiated to support
numbers and maximize utilization.
Ongoing
Athetic Organization
Commission.
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STRATEGY 2.3
Incorporate programming standards for all services provided across the system.
Tactic
Implementation
Performance Measure
Year
2.3.1 Teach and train program standards implementation
Program standards
institutionalized beginning
across the system - customer service standards, safety
2015
in 2016 with program
standards, use of equipment, etc.
evaluations.
2.3.2 Incorporate instructor tool kits that provide all program
tool kits and training for all
standard elements into a working system to increase quality
2016
instructors put into place in
across the system
2016.
2.3.3 Track users of services across the city based on the
e
Participant tracking by drive
services provided by mapping proximity to residences,
2017
times implemented in
income and age segments served.
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FINANCE & MANAGEMENT
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.
STRATEGY
Collaborate with Public Works on the planning and maintenance of all park lands, facilities, and trails.
Tactic
Implementation
performance Measure
performance Measure
Year
Year
1.1.1 Develop a collaborative maintenance plan and review
2016
Maintenance plan
annually.
business / marketing manager to actively pursue.
development
STRATEGY 1.2
Strengthen departmental partnerships with similar providers and establish more formal partnership policies.
Tactic
Implementation
performance Measure
performance Measure
Year
Year
1.2.1 Explore partnerships with private businesses typically
2015
Establish one new partnership
providing similar opportunities - e.g. fitness centers,
business / marketing manager to actively pursue.
and policy
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
performance Measure
Year
Year
1.4.1 Utilize mini business plan templates in Appendix D.
1.3.1 Continue to explore partnerships and dedicate time for
2017
New opportunity explored at
business / marketing manager to actively pursue.
plans.
Enterprise Facility by 2018
STRATEGY
Develop mini business plans for all Enterprise Facilities to achieve financial sustainability.
Tactic
Implementation
performance Measure
Year
1.4.1 Utilize mini business plan templates in Appendix D.
2015
Completed mini business
plans.
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STRATEGY
Provide key staffing related to management and programming of Park facilities.
Tactic
Implementation
performance Measure
Tactic
Year
performance Measure
1.5.1 Increase the role of Recreation Supervisors in providing
2015
Recreation Staff programs or
services and programs at Enterprise Facilities to enhance
2016
collaborates on all Enterprise
service delivery and further implement EPRB branding into
2015
Facilities by 2017.
Facilities
1.5.2 Provide one rental coordinator for all rentals within
Start 2 new rental programs
parks and recreation department.
2016
in 2016 and evaluate revenue
generation
1.5.3 Review Enterprise Facility staffing to reduce
Identify shovel ready projects
overlapping duties, creating cross promotional marketing
2017
and commit dollars to 2017.
opportunities and departmental staffing efficiencies.
STRATEGY
Develop a Department -wide strategic marketing plan.
Tactic
Implementation
Performance Measure
Tactic
Year
performance Measure
2.1.1 Allocate time for staff to work with Marketing Depart-
2015
Marketing plan in place and
ment to develop plan.
followed by 2016.
STRATEGY
Provide best marketing opportunities for programs and targeted populations.
Implementation
Tactic
performance Measure
Year
2.2.1 Work with City of Edina marketing to define clear goals
Marketing plan in place by
and needs of EPRD - evaluate digital vs. print marketing
2015
2016.
delivery for all programs.
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5.0
MPLEMENTATION PLAN
INTRODUCTION
In developing a master plan it is important to establish a vision and mission for the Department to guide its efforts
for the future. Vision is a declaration of what the Department wants to be known for and Mission indicates how we
get there. The following vision has been developed for the Strategic Plan, and works with the Parks existing mission
statement:
STRATEGIC PLAN VISION
To be recognized as one of Minnesota's premiere parks, recreation and trail systems that provide unrivaled
opportunities to maximize Edinas quality of life by nurturing the health and well -being of our people, our
community, our environment, and our economy.
MISSION STATEMENT
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.
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GUIDING PRINCIPLES
Supporting the vision and mission statements, six Guiding Principles will identify how
the organization will go about it's work and help frame the vision, goals, and strategies
for the Strategic Plan.
Promote community health and wellness by engaging all
residents in our parks and programming
Several health and wellness benefits of parks have been discovered recently
including:
• Physical activity makes people healthier. Access to parks and trails
increases physical activity.
• Contact with nature improves physical and psychological health.
• Trees and natural areas directly improve air quality, reduce the urban heat
island effect, and help improve water quality.
EPRD will lead by example in areas of health and wellness, by promoting and providng
health opportunities for employees and making health and wellness a priority for all
future development.
Provide excellence and innovation in parks and recreation
services to meet the needs of the community
Edina has a strong history of creating innovative parks and facilities, such as
Edinborough, Braemar, Centennial Lakes, and numerous other park facilities. EPRD
will continue to provide exceptional facilities to support the community's quality of life.
We will first seek to strengthen existing facilities by reexaming their role and making
improvements that heighten their value.
The City's demographics are shifting, park trends and expectations are constantly
changing, and recent understanding of the natural world's benefits in a healthy
community require us to develop an innovative plan to continue meeting our
community's needs. Innovation will be required to improve the environmental and
financial sustainability of our parks and recreation facilities; allowing future generations
with the same access to a high quality park system.
Develop creative funding opportunities and programming
partnerships to ensure excellence in facilities, programs, and
financial stewardship for future generations
Creative partnerships with private business and public associates have helped create the
high quality park and recreation system of Edina. Strengthening these partnerships is
critical to meeting continued expectations for quality.
Re- evaluating the needs of the community and the resources of the Department and City
will allow us to develop new partnerships to provide exceptional parks services and
facilities to all of our community.
• IMPL draft
Advance environmental stewardship and conservation to
preserve and protect natural resources and build excellence
through sustainability
Edina residents are increasingly aware of the value that natural resources and the
natural world provides to their community. Residents are desiring an increae in
healthy natural areas to provide passive open space for recreation, interpretation, and
overall environmental health. Sustainability is a key component of protecting the
natural environment and we will explore opportunities to integrate environmentally
friendly practices into our parks to increase the community's health and wellness.
The parks department will provide leadership in natural resource management,
connecting people to their natural environment, providing environmental education
programs, and fostering a sense of stewardship.
Connect residents to park facilities and their programs
Edina's park system is open to everyone, but connections can be strengthened to
enhance access for all residents. A multi -use trail system, along with a city wide
pedestrian network, will create a strong connective fiber that will allow residents the
• ability to access park facilities and programs without the use of an automobile. EPRD
will pursue a connective multi -use trail system, and partner with organizations and
programs advocating for a strong pedestrian and bicycle realm throughout the city.
Communication, marketing, and social networking can help EPRD reach out to a wide
net of new users. Reaching out to underserved populations with targeted programming
will help all residents pursue a healthy lifestyle and add to the financial security of the
park system.
Promote social equity and engagement within the parks
system and its programs.
EPRD will strive to make the park system accessible to all, regardless of racial, cultural,
earning potential, or mobility differences. As Edina's demographics shift, EPRD will
continue to reevaluate their current offerings, fee structures, and location of amenities
and programs in order to match evolving needs of the community. Providing equal
opportunity to all of Edina's residents will maximize the overall health and wellness of
the City.
Creating a strong trail network, developing fair fee structures, and providing
programming that is desired and needed by the Community will go a long way toward
providing social equity. Focusing facilities and programs on those with lower mobility
• is another way to meet the changing needs of the City as a larger percentage of residents
advance in age.
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INTRODUCTION TO THE PURPOSE, GOALS,
AND STRATEG I ES
To accomplish the Strategic Plan's vision, five key areas of development have been
identified that constitute broad categories of EPRD improvements, activities, and
initiatives necessary to implement the Strategic Plan. Each of the key development
areas is broken down by the following:
• Purpose - statements 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 area 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 periodically to ensure that the master plan truly serves as a living document
that is dynamic and proactively meeting the Community's needs and vision.
The Implementation Plan is separated as an Appendix in order to allow staff to edit with
new information/ expertise not available at the time of this document, adapt to physical
and political realities, and adjust timelines as needed. The scope ofAppendix A is
informed by the bulk of the Strategic Plan and is connected to the document through the
following Purpose, Goals, and Strategies for the Key Areas of Development.
The end of this Chapter will identify the top Priorities of the Strategic Plan that have
been identified based on public surveys, staff input, consultant team experience and
recommendations, and current opportunities.
Key Areas of Development
• Natural Resources & Sustainable Parks
• Parks, Open Spaces, and Trails
• Recreation Facilities
• Recreation Programs
• Finance & Management
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5.1 PURPOSE, GOALS, AND STRATEGIES FOR for in the end we will conserve only
NATURAL RESOURCES & SUSTAINABLE what we love.
PARKS
Protect, enhance, engage and restore our urban forests, natural
areas and water resources in order to sustain a healthy, diverse and
balanced natural environmentfor all to enjoy and understand.
GOAL 01 - PROTECT, ENHANCE, AND RESTORE THE CITY'S
NATURAL RESOURCES AND NATURAL AREAS
Strategies:
1. Create a full -time position for a Natural Resource Manager to lead and
manage natural resource related efforts - as recommended in 2013 Urban
Forest Task Force report (UFTF).
2. Complete a comprehensive Natural Resources Inventory on all Park
properties with an emphasis on invasive species assessment and
• management. Continue to fund and implement existing successful
programs.
3. Increase connections and access to natural areas and environmental
resources.
•
GOAL 02 - CREATE MORE RESILIENT AND SUSTAINABLE
PARKS, FACILITIES, AND LANDSCAPES
Strategies:
1. Maintain and improve excellence in maintenance operations procedures.
2. Develop more sustainable parks and trails infrastructure that are resilient to
impacts of climate change.
GOAL 03 - PROTECT AND RESTORE EDINA'S WATER
RESOURCES.
Strategies:
1. Maintain the Park System's flood storage abilities and follow floodplain
regulations.
2. Improve City's Water Resources through the Park System.
3. Provide more active and passive recreation opportunities and educational
efforts focused on water resources.
we will love only what we
understand.
we will understand only what we are
taught."
Baba Dioum - 1970
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5.2 PURPOSE, GOALS, AND STRATEGIES FOR
PARKS, OPEN SPACES & TRAILS
Ensure parks area source of conununity pride by providing a
balance of active and passive spaces that are well connected and
reflect high quality design principles and maintenance standards;
that allow all residents to engage in healthy activities.
GOAL 01 - PROMOTE CONNECTIONS TO THE PARK SYSTEM
WITHIN THE CITY, AND TO THE SURROUNDING
REGION
Strategies:
1. Prioritize the development and implementation of a multi -use trail network
connecting parks and facilities together, and to key destinations throughout
the City.
2. Develop, refine, and implement the Branding, Signage, and Wayfinding
Plan included in this Strategic Plan.
3. Market parks and programs throughout the City to inform residents of
offerings.
GOAL 02 - ENSURE EQUITABLE ACCESS TO HIGH QUALITY
PARKLANDS FOR ALL RESIDENTS
Strategies:
1. Pursue Commission for Accreditation of Park and Recreation Agencies
(CAPRA) Accreditation and strive for Gold Medal Recognition.
2. Match development and redevelopment of park system and maintenance
facilities to population growth and demographics changes.
GOAL 03 - INCREASE THE HEALTH AND SAFETY OF THE PARKS
AND TRAIL SYSTEM
Strategies:
1. Update all parks and trail facilities to 2010 Americans with Disabilities Act
Standards for Accessible Design.
2. Ensure safety throughout the park system.
•
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GOAL 04 - REVITALIZE EXISTING PARKS BY ALIGNING PARK,
OPEN SPACE AND TRAIL INFRASTRUCTURE WITH
CURRENT AND ANTICIPATED COMMUNITY NEEDS
Strategies:
1. Design flexibility into outdoor spaces and athletic fields to meet current
needs and readily adapt to future recreation trends.
2. Provide specialized park infrastructure to address under served needs,
emerging trends, and support year round uses.
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5.3 PURPOSE, GOALS, AND STRATEGIES FOR
RECREATION FACILITIES
Provide safe, clean, and reliable facilities and program spaces that provide
users the highest level of value and supports their health and wellness, while
suppoi7ing financial sustainabilitv,for the Department in the Future.
GOAL 01 — PROVIDE HIGH FUNCTIONING COMMUNITY
PARKS, RECREATION, LEARNING AND GATHERING
FACILITIES THAT ARE RESPONSIVE TO CHANGING
COMMUNITY NEEDS AND INTERESTS.
Strategies:
I. Develop a flexible recreation/ community center for the City that provides
opportunities for recreation, education, and gathering for all ages, incomes,
and races.
2. Develop an arts and cultural center to support cultural art programming by
developing suitable facilities.
3. Implement a policy- supported business management model for Enterprise
Facilities that addresses a cost recovery, model toward financial
sustainability.
4. Explore the development of an Environmental Learning Center in the park
system to support environmental education programming.
GOAL 02 — INCREASE FACILITY ACCESSIBILITY AND
CONSISTENCY THROUGHOUT THE CITY
Strategies:
I. Identify facilities not meeting community needs and develop plan for
replacement or renovation.
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.
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5.4 PURPOSE, GOALS, AND STRATEGIES FOR
RECREATION PROGRAMS
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.
GOAL 01 - PROVIDE A VARIETY OF PROGRAMS THAT MEET
COMMUNITY NEEDS AND INTERESTS AND
MAINTAIN THE HIGHEST LEVEL OF EXCELLENCE
Strategies:
1. Attract 30 -35% of all Edina residents to experience an organized recreation
program through EPRD by identifying and closing programming gaps.
2. Keep up with evolving needs and trends by re- evaluating offered programs
and interest levels.
• GOAL 02 — DELIVER PARK AND RECREATION PROGRAMMING
MORE EFFICIENTLY AND EFFECTIVELY
Strategies:
1. Clearly define program providers to eliminate overlap and define the level
and scope of services offered.
2. Continue to provide high quality youth sports programming and work with
athletic associations to provide recreational opportunities.
3. Incorporate programming standards for all services provided across the
system.
•
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5.5 PURPOSE, GOALS, AND STRATEGIES FOR
FINANCE AND MANAGEMENT
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.
GOAL 01 - INCREASE FINANCIAL SUSTAINABILITY, EFFICIENCY,
AND STRONG PARTNERSHIPS
Strategies:
1. Collaborate with Public Works on the planning and maintenance of all park
lands, facilities, and trails.
2. Strengthen departmental partnerships with similar providers and establish
more formal partnership policies.
3. Create opportunities for entrepreneurs, both non -profit and for - profit, to
enrich the park experience and implement innovative approaches to revenue
generation.
4. Develop mini business plans for all Enterprise Facilities to achieve financial
sustainability.
GOAL 02 - STRENGTHEN BUSINESS AND MARKETING
DEVELOPMENT
Strategies:
1. Develop a Department -wide strategic marketing plan.
2. Provide best marketing opportunities for programs and targeted
populations..
PRIORITY PROJECTS OF THE STRATEGIC PLAN
The following priority 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 Plan. The implementation will
require continued efforts from the Park Board, Parks and Recreation Staff, other City
Departments and Administration and support from the community.
1. CREATE A MULTI -USE TRAIL LOOP THROUGH THE CITY TO
CONNECT THE PARK SYSTEM.
A multi -use trail system has been identified by residents for several years, and
would serve multiple objectives and goals of EPRD, such as providing greater
access to parks, increasing health and wellness opportunities, providing more
sustainable transportation options, strengthening community and safety through
complete streets, and providing another source of recreation The time is right to
begin implementation, building on the success and excitement of the new Nine Mile
Creek Regional Trail soon to be constructed through the City.
• 2. PROVIDE A MULTI - GENERATIONAL COMMUNITY/
RECREATION FACILITY THAT IS ALL - INCLUSIVE.
A community/ recreation center need was identified in the community survey
and the Level of Service Analysis. A facility of this type would fill multiple needs
including the creation of community meeting and gathering spaces, provide a space
for the multiple generations and their ability to interact, and supporting recreation
activities and users that are currently under - served. The City will need to study the
programmatic, spatial, and amenity requirements, as well as appropriate location
in the City. The Grandview site is a possibility and would provide a centralized
location within Edina
3. HIRE A NATURAL RESOURCE MANAGER TO GUIDE
PRESERVATION AND DEVELOPMENT OF NATURAL AREAS,
ACCESS AND INTERPRETIVE / EDUCATIONAL
OPPORTUNITIES.
A natural resource manager will provide leadership in defining and implementing
critical aspects of City's natural areas development and preservation, intending
to provide access to healthier, more sustainable landscapes for residents. The
natural resource manager's first effort should be to complete a Natural Resource
Inventory and Management plan for the City. The Natural Resource Manager
will coordinate public outreach, interpretation opportunities and environmental
education, and volunteer efforts. This person will work to provide maintenance
• and protection of high quality natural resources throughout the City.
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City of Edina
Proposed Trail Network
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4. REPLACE OR RETIRE COMMUNITY PARK BUILDINGS
THAT HAVE OUTLIVED THEIR DESIGNED LIFESPAN AND ARE
CURRENTLY INSUFFICIENT IN PROVIDING SERVICES.
A handful of Community Park Buildings are extremely outdated and need to
be permanently retired or replaced with new buildings that can adequately
support their intended uses. The Strategic Plan inventory and evaluation of
the park structures identifies these facilities to be retired or replaced and makes
recommendations for the short term with operational maintenance and identifies
potential development models for replacement that currently exist in the park
system.
5. RELOCATE OR RENOVATE THE EDINA ART CENTER TO
PROVIDE A FACILITY THAT BEST SUPPORTS THEIR
PROGRAMMING NEEDS.
The Edina Art Center is a highly successful enterprise facility that has outgrown
it's current facility. The recommendation of the Strategic Plan would be to explore
cost benefit opportunities to renovate the existing facility or relocate the Art Center
to another facility (likely requiring renovation), or to a new facility. Additionally,
the location of the facility should be evaluated for transportation, transit, and filling
• geographic gaps of Enterprise Facilities spread throughout the City.
6. REPLACE INADEQUATE AND OUTDATED PLAY AREAS
AND PLAYGROUNDS AND PROVIDE NEW PLAYGROUNDS
TO ADDRESS UNDERSERVED AREAS.
EPRD should strive to provide a high quality accessible and inclusive play
areas and/or playground within a 10- minute walk of every resident in the City.
Inadequate, outdated, and play areas not meeting current ADA standards should
be repaired or replaced. Innovative play structures should be explored including
natural play areas and new approaches to child inclusive recreation.
7. IMPROVE MARKETING AND COMMUNICATION DELIVERY.
Create a marketing and communication plan to improve marketing effectiveness,
cross marketing of services, and efficiency. Park wide branding, program
communication delivery, and media format should be explored and evaluated for
greatest cost effectiveness.
8. IMPROVE BRANDING AND WAYFINDING TO PARKS
THROUGHOUT THE CITY AND INTERNALLY.
The Strategic Plan recommends that the EPRD develop a consistent branding and
wayfinding system for the parks and enterprise facilities. This effort will create an
identifiable image for the parks system and make amenities and facilities easily
identifiable in the City of Edina. Wayfinding to park facilities throughout the City
should establish a system for automobile, bicycle, and pedestrian traffic.
202 1 CITY OF EDINA
0 IMPL drcif t
9. STRENGTHEN FINANCIAL SUSTAINABILITY
Increasing efficiencies of staging, maintenance, marketing and other management
and administration activities will help build financial sustainability. Providing
new revenues through continued park dedication fee for new development
and redevelopment of properties, innovative business development, creative
partnerships, and adding services for fee at parks throughout the system will
provide funds to support the parks and maintenance.
10. PROVIDE ADDITIONAL COMMUNITY GATHERING AREAS
Integrating low cost infrastructure to support and promote community gathering
should be prioritized. Open air pavilions, gazebos/ picnic structures, as well as
outdoor classrooms and amphitheaters provide a means to allow more informal
gathering in a cost effective manner. Simple amenities such as restrooms,
drinking fountains and proper waste /recycling receptacles can go along way
toward creating positive environments for community gathering.
11. DEVELOP COMMUNITY DRIVEN MASTER PLANS FOR
PARKS THROUGHOUT THE SYSTEM.
Planning and design should be used as a tool build excellence throughout the
park system. The EPRD should create master plans for individual parks within
the system that do not have one currently or have not had one completed within
the last 20 years. These Master plans will help guide and prioritize maintenance,
development and programming withing the parks and provide a basis for all
decision making.Priority should be given to master planning efforts for Fred
Richards, Braemar, and Arneson Acres to maximize their long -term quality,
financial and environmental sustainability.
12. DEVELOP BUSINESS PLANS FOR ALL ENTERPRISE
FACILITIES THROUGHOUT THE PARK SYSTEM
The EPRD should create business and management plans for all enterprise
facilities to move toward generating a profit or break even scenario. The business
plans should be developed for facilities within the system that do not have one
currently or have not had one completed within the last 10 years. These business
plans will help guide and prioritize staffing, expenses, maintenance, development
and programming within the enterprise facilities and provide a basis for all
decision making. Priority should be given to those enterprise facilities who have
not had a business plan done for that facility.
PARKS RECREATION & TRAILS STRATEGIC MASTER PLAN 1 203
To: City Council & Park Board
From: Joe Abood
Braemar Golf Course General Manager
Date: May 6, 2015
Subject: Braemar Master Plan
o e
may°
1888
Agenda Item #: W.S. III.
Action ❑
Discussion lZ
Information ❑
Action Requested:
Background:
At the June 17, 2014 City Council meeting the council ratified the selection of the Braemar Master Plan Task
Force appointments. Rick Ites, Pacy Erck, Joseph Hulbert, Dick Brozic and Paul Presthus were selected by an
application and interview process as well as Brenda McCormick and David Deeds who were appointed by
the Park Board. The task force has been meeting on a weekly basis since July 2014. Rick Ites was selected as
the chairperson to lead the Master Plan Task Force through the process.
On July 28, 2014 the Request for Proposal for a golf course architect for the Braemar Golf Course Master
Plan was advertised.
On Aug. 22, 2014 twenty -eight (28) consultants from all over the country submitted proposals in response to
the Braemar Master Plan RFP. Of the 28, five were selected by staff to interview and be evaluated by the
Task Force.
In August 2015, an NGF - GolfSAT Survey was conducted. There were 739 Braemar Golf Course patron
responses. This survey helped structure the Master Plan Task Force objectives and Mission Statement. Key
findings are below.
Master Plan Task Force. Interviews were conducted September 8— 10, 2014.
At the Sept. 16, 2014 City Council meeting Richard Mandell Golf Architecture consulting services was
selected to complete the Master Plan at Braemar Golf Course.
In October 2014, Mandell conducted multiple site walks with community residents (over 75 residents
participated), environmental agencies and the Master Plan Task Force as well as held an open house to
gather feedback for the Master Plan.
City of Edina • 4801 W. 50th St. • Edina, MN 55424
REPORT / RECOMMENDATION
Page 2
• In January 2015, Mandell once again met with community residents (over 100 residents participated),
environmental agencies and the Master Plan Task Force to discuss preliminary concepts for the future of the
Braemar Golf facility.
Jan. 13, 2015, Mandell presented the Park Board preliminary concepts for consideration.
Feb. 17, 2015, Mandell presented City Council preliminary concepts for consideration.
April 14, 2015, Mandell submitted the final Renovation Business Plan for Task Force and staff review.
May 6, 2015, Master Plan work session with City Council, Park Board, staff and Master Plan Task Force.
Future Schedule:
May 12, 2015, Master Plan Task Force and staff will make a recommendation to the Park Board.
June 2, 2015, Master Plan Task Force and staff will make a recommendation to the City Council.
MASTER PLAN TASK FORCE INFORMATION
The following Master Plan Task Force information was provided to staff by the Master Plan Task Force for
• inclusion in this document.
Master Plan Task Force Mission Statement:
To create a premier Minnesota public golf course that provides access to a friendly, enjoyable, and playable
golf experience for golfers of all ages and abilities, now and for future generations.
MASTER PLAN TASK FORCE CONCLUSIONS
Decision Making Attributes
The Task Force looked at several important attributes when evaluating a 27 hole or 18 hole option.
• Accessibility
• Golf Leagues - Braemar has one of the largest league programs in the state for both
18 and 9 hole men and women golfers.
• Youth Program - Braemar is grooming future golfers with one of the most
developed youth golfing programs in the state.
• Special Needs Programs - Braemar has a very successful program for special needs
golfers.
• Nine Hole Golfers - Braemar has a very high percentage of 9 hole golfers. The 9
hole rounds last year (29,153) exceeded the number of 18 hole rounds (26,158).
• Financial - We looked at how course utilization, expenses, cash flow and profitability might
be impacted by the different options.
• o Environment - Braemar is a unique urban golfing experience because of our beautiful
parkland property. We looked at how our re- design options could enhance the current park
environment now, and also how it could impact future generations of golfers.
•
REPORT / RECOMMENDATION
27 Hole Option
Page 3
• Accessibility - Accessibility is best addressed by a 27 hole option. Golf leagues, youth programs,
special needs programs would not only be maintained but would also have room to grow.
• "Fix Clunie" - The number one request by most golfers in our listening sessions was "Fix the Clunie
nine!" When existing golfers avoid the Clunie nine, it creates all kinds of problems financially and
operationally for the staff. We believe that the planned re- design of Clunie is such a significant
improvement that it will drive higher course round utilization than what staff has forecasted (68 %).
• Nine Hole Golfers - These golfers are often seniors, couples, and parents playing with a child. To
some people, golf is too long a process and 9 holes is all the time they can afford from a busy
lifestyle standpoint. We believe that with the 27 hole option, course utilization increases with
maintaining and growing these 9 hole rounds rather than losing them.
• Financial - Clearly, the 27 hole option is more costly and would never reach the profitability of an 18
hole course option. It takes more staff and resources to manage 27 holes.
• Pace of Play - The re- routing of some holes on 1 - 18 will equal out the yardages which should speed
up pace of play on those nines. In addition, the re- design of Clunie significantly speeds up pace of
play on this nine by eliminating some of the forced carries and correcting problem holes.
• Corporate Events - The 27 hole option gives Braemar the ability to stage more corporate events and
tournaments to increase course utilization.
• 18 Hole Option
• Financial - The 18 hole option would have higher utilization resulting in improved profitability and
reduced financial risk. Expenses with 18 holes would be lower because of reduced labor and
supplies.
• Premier Course - A re- designed 18 hole course would be one of the best municipal courses in the
region. Edina residents and patron card holders would be given preferential treatment in terms of
tee -time availability.
• More Amenities - This option would leave more room to provide other amenities like a nature
center and other practice amenities.
• Accessibility - With increased utilization of an 18 hole course, tee time availability to league, youth,
and special need golf programs could place some of these programs at risk.
• 9 Hole Golfers - An 18 hole option would force staff to financially favor 18 hole over 9 hole
golfers. We would most likely lose most of these golfers.
•
•
REPORT / RECOMMENDATION
MASTER PLAN TASK FORCE PROFORMA
Braemar Gaff Task Force
xe,j Considerations
B- -Pr -15
I 7Ae e„pected ,.rft=tb3n eve mLne is e.peated :a De opproa_ 35.000 ruts for bM 27±1ole and LS -hole o -rinn.
The 27 hole option assumes am ar le.el or Prey j50% SE tKft ! 50% s hole), which is r m rte r- o= e-,i4errt re.emc rri.4.
The Is hole ap6 m assumes a sriR rro-n 9 rrwe r• mass to Tcre am4lanie 1E hole rouro=. 71n rrlr c!3erge wil res-t. in a Tare p-af•ta5le W_.enue -nobelk
requeez changes to lease 1:4af, fir-irg oe iiniars tnainirly etc.
I 're hi^..oriml HP Irar rumber cf rcLrC wat 67.000 --ris is rag ewpected to ocr-r apes. It we thought EoK would re"n d to tnese imeiz, the 15 hale optcr.
WMLIa Dirt be aD e, to aocDTToclate Me cer -anc,
I -rit revieA aoes : occricer ',re •.iaa it/ or the or ring F;arES'?ar 5 ;'raject or vie ea>r�xre azoSJ-ed witt the .mg wle sprinller system ia=urrW to oe
-neirtenar =1
ry Eased on Fir -W<es tone'ttt option Is best.
,3r:ertirre, Darn co am nave a b: oevsrae eA penses are asasrrea to grow ra:tC rnan r-_,enLes.
Joe: N31le ; amp 22Q
27 hate iiwl 1 -__ ;ec-4'
1E hale 32c £9 ;346 .
The 27 hole model
rz_ er, '_rta Capral E,35E
WACC = 5%
INILYeeI
anruri hiur>, 1 &faaM
Arnrul Prime 4lr�r
Eaproar te.
Es rV
IBr
4 i—raul ly viablt
Free Cash Raw WZ
ea.: Lne
v..dn .r,r
Capacity
Utilization %
71%
27 role mpacty
7%fMYBj
so. , 0o0
34,500
689!
3tc..uru.w
1E rtor_
50,007
27"
35%
2%.r..udiy
9 nor_
30,000
27.000
90%
1S hole
S IS,uDtl
0.000
S5.0so
85%
-4r6
13 not
43,OW
40,00
09%
237
19 422 ___
23.Ow
1)x0
7547
{anent
1111KI00
52000
65%
1E hale
30000
25000
X%
9 hale
30000
Z700o
9^
I 're hi^..oriml HP Irar rumber cf rcLrC wat 67.000 --ris is rag ewpected to ocr-r apes. It we thought EoK would re"n d to tnese imeiz, the 15 hale optcr.
WMLIa Dirt be aD e, to aocDTToclate Me cer -anc,
I -rit revieA aoes : occricer ',re •.iaa it/ or the or ring F;arES'?ar 5 ;'raject or vie ea>r�xre azoSJ-ed witt the .mg wle sprinller system ia=urrW to oe
-neirtenar =1
ry Eased on Fir -W<es tone'ttt option Is best.
,3r:ertirre, Darn co am nave a b: oevsrae eA penses are asasrrea to grow ra:tC rnan r-_,enLes.
Joe: N31le ; amp 22Q
27 hate iiwl 1 -__ ;ec-4'
1E hale 32c £9 ;346 .
The 27 hole model
rz_ er, '_rta Capral E,35E
WACC = 5%
INILYeeI
anruri hiur>, 1 &faaM
Arnrul Prime 4lr�r
Eaproar te.
Es rV
IBr
4 i—raul ly viablt
Free Cash Raw WZ
ea.: Lne
v..dn .r,r
lot's
FstiWt
7879
71%
4lski
7%fMYBj
7% First YkF
1% First IftI
3A .rwdb
3tc..uru.w
e%Arn.rr4r
*%firm YBj
*A Firm Yk/
MFist Wit/
2%.r..udiy
]79 orru.R
19LAar.rtr
2%
2x
2116
S IS,uDtl
i16.35K1
[7305)
i$
-4r6
kA
6mv"
1110
MO
237
76
:Loll
The 18 hole model
reerrerta" Capital Ft erred
WACC = FA
uui -tor
Ants-4 hkmt{ 1 &IoM
A.arwl Pr4c.iV &IavM
Bat Cet
Faprrst b.
Warne Car
W4
tSat
IN
•
F:trc3dk.lraM
1% First VA/
Free Cash Row 202:
Bat Cet
tEmbew
Warne Car
85%
tSat
ISIS%
7%f aYB/
1% Firm VA
1% First VA/
1%omuellr
1%steotFy
1 %Ant==i,
S% firm YB/
1% Firm VA
Ili ReeVA/
I%.rr AW
179 tatwt►
I%ttrrr rir
2%
t!9
179
11,M)
t1xW
S (2,1127)
i$
-4r6
kA
OR
aJta6lt
W,
s ?=
364
The 27 -hale epton it Orly viaCk if rigw ,rdizatan can De n=amed aicr5 with
mvxe sustained arnxi Dice In[rez=. 7Yas option pravioc mCre fleaim it/
and k= arar-e M the 9W hatNtm of me C.i^.tor -,"m iz needed.
Inc le -hole option is less risky Tina ncWIV, but regtirw a &A%e in 6drer
rabits at the mane. The downside is ape less risky it golf utization drops oft.
This oation does not pnNkIe flnfibilty it 6oH reao-no: a more roa=d: 00uk3 be
seLlred given the 83% a suned L66=150n rate.
Page 4
REPORT / RECOMMENDATION
0 STAFF CONCLUSIONS
0
Page 5
Staff recommends the 18 hole option with an alternate use for the remaining park property. The alternate
use park concepts include but is not limited to recreational trails, an environmental education area, winter
sport use, a four /six hole practice course, a putting course, a foot golf course, a disk golf course, grass fields
and the like. The ability to reinvest profits for future capital improvements from within the golf enterprise is
another substantial reason staff recommends the 18 hole option. While Richard Mandell has shown an
option for renovating the Clunie nine that would expand into the hill on the east side of Braemar Park, due
to the decline in golf locally and nationally, staff is reluctant to recommend expanding the footprint of the
golf course.
Staff findings are based on the directive for 100% cost recovery of the Golf Enterprise facilities and provide
the City of Edina the least amount of financial risk. A 27 hole option is viable, however there is substantially
more financial risk involved based on the state of the golf industry and Braemar historical information.
Along with the financial considerations, staff believes that reasonable accessibility can be maintained with
an 18 hole option. In 2014, 55,311 rounds were played on the Braemar 27 hole regulation courses. With
proper tee sheet management, these rounds can be accommodated on the 18 hole regulation course with
additional room for growth. Additionally, staff believes that an 18 hole regulation course and par 3 course
will provide ample opportunities to continue its extensive league participation and continued junior
development programing. Edina residents would be given priority tee times so that access can be achieved
by residents.
Upon conclusion of the Braemar Golf Course Master Plan process, staff recommends completing a master
plan of the entire 450 acre Braemar Park site.
Work Session
Richard Mandell will be at the work session to present the 18 hole and 27 hole options and to answer
questions regarding the proposed course designs. The members of the Braemar Master Plan Task Force will
also be present to discuss options and answer questions. Staff has prepared an agenda for the work session.
We understand that there will be a lot of information to cover in just an hour we but appreciate the
opportunity to get the Task Force, Park Board and City Council together for this important discussion.
I_r JUT61MI- W]A U&I
A: Staff Pro Forma
B: Customer Demographics and Survey Information
C: Ehlers Report
D: Renderings
E: Work Session Agenda
REPORT / RECOMMENDATION
• ATTACHMENT A:
•
•
Staff Proforma Summary
Page 6
Regulation 27 - Status Quo
Preliminary
2014
Projected 2015
4 Year Average
(2011 -2014)
Projected
2016
Projected
2017
Projected
2018
Projected
2019
Projected
2020
Projected
2021
Projected
2022
Total Operating Revenue
$3,229,349
$2,647,477
$2,961,655
$3,148,405
$3,197,592
$3,247,803
$3,299,062
$3,351,398
$3,404,837
Total Operating Expense
$3,217,426
$2,840,765
$2,995,444
$3,118,824
$3,283,886
$3,350674
$3,419,238
$3,486,587
$3,555,749
Operating Income (Loss)
$11,9231
$193,2891
$33,7891
$29,5801
$86,2931
$102,872
$120,176
$135,1891
$150,912
Estimated Annual Cash Flow
$1,433,9261
$71,0041
$3,7211
$112,0401
$150,2831
$164,837
$87,041
$202,0541
$217,777
Regulation 27 - Renovation
Preliminary
2014
Projected 2015
4YearAverage
(2011 -2014)
Projected
2016
Projected
2017
Projected
2018
Projected
2019
Projected
2020
Projected
2021
Projected
2022
Total Operating Revenue
$3,229,349
$2,647,477
$2,961,655
$2,513,014
$2,553,771
$2,595,405
$3,432,067
$3,485,598
$3,540,239
Total Operating Expense
$3,217,426
$2,840,765
$2,995,444
$2570,558
$2,771,482
$2,973,756
$3,719,238
$3,843,550
$3,877,126
Operating Income (Loss)
$11,9231
$193,2891
$33,7891
$57,5451
$217,7111
$378,3511
$287,1701
$357,953
1 $336,887
Estimated Annual Cash Flow
$497,5741
$227,5041
$66,2791
$88,0851
$246,3011
$404,9161
$311,6351
$382,4181
$361,352
Regulation 18 - Renovation
Preliminary
2014
Projected 2015
4 Year Average
2011 -2014
Projected
2016
Projected
2017
Projected
2018
Projected
2019
Projected
2020
Projected
2021
Projected
2022
Total Ope rati ng Reve nue
$3,229,349
$2,647,477
$2,961,655
$1,136,974
$3,225,529
$3,276,089
$3,327,703
$3,380,400
$3,434,206
Total Operating Expense
$3,217,426
$2,840,765
$2,995,444
$1,408,805
$2,882,726
$3,094,915
$3,151,049
$3,208,668
$3,267,811
Operating Income (Loss)
$11,923
$193,289
$33,789
$271,831
$342,803
$181,174
$176,654
$171,732
$166,395
Estimated Annual Cash Flow
$1,433,9261
$71,0041
$3,7211
$189,3711
$180,7131
$178,6091
$269,1891
$164,2671
$158,930
REPORT / RECOMMENDATION
• ATTACHMENT B:
•
Customer Demographics
Page 7
Survey Data
(739 responses / 61% of which are Edina Residents / 76% male & 24% female / 50% below retirement age)
Satisfaction Factors (What our customers would most like to see improvement in)
1. Pace of Play
2. Overall Quality of Practice Facility
3. Condition of Bunkers
4. Amenities
5. Food & Beverage Service
6. Condition of Tees
Competition (Who we are being compared to)
1. Baker National Golf Course
2.
Braemar Customer Demographics
3.
12,685
• 4.
Dwan Golf Club
12,000
-- --
6.
Deer Run Golf Club
10,000
8,000
6,000
3,919
4,000
2,000
1,044 768 510 351 326 182 170 155 151 144 139 109 102 102 101 87 87 62
0
o�`� �a� yye �tia a Qa ?r
e� o�
� \ot O a Gr 5 O
�o
Survey Data
(739 responses / 61% of which are Edina Residents / 76% male & 24% female / 50% below retirement age)
Satisfaction Factors (What our customers would most like to see improvement in)
1. Pace of Play
2. Overall Quality of Practice Facility
3. Condition of Bunkers
4. Amenities
5. Food & Beverage Service
6. Condition of Tees
Competition (Who we are being compared to)
1. Baker National Golf Course
2.
Chaska Town Course
3.
Brookview Golf Course
• 4.
Dwan Golf Club
5.
Bluff Creek golf Club
6.
Deer Run Golf Club
I3A01M WI W iT•7T�D ON11•10
• ATTACHMENT C:
O
To:
c
CW
From:
Date:
:
Re:
Ann Kattreh and Eric Roggeman. City of Edina
Nick Anhut and Mark Ruff. Ehlers
February 26. 2015
Braemar Golf Pro Forma Revie.•.
4M EHLERS
LEADERS IM PUBLIC FINANCE
The City of Edina Parks Department and Finance Department have requested that Ehlers revie,:r
pro forma financial assumptions for the City of Edina's Golf Enterprise (the "Enterprise") as prepared by
City staff and offer comments regarding the financial projections. The basis for our comments are actual
historical revenue and expense results for the Enterprise. revie.. of planning documents from peer
municipally managed golf courses. and our experience :.ith budgets for municipal recreational
enterprises. Generally. ).-.-e find the City's projections to be based upon reasonable assumptions ;: ith the
caveats and clarifications raised belo...
General Pro Forma Models
In preparation for revie :Jng various capital investments proposed .vithin the Braemar Golf Course
• (Master Plan. City staff prepared baseline annual financial projections through 2020 to update the City's
2014 Golf Operations Study to incorporate recent changes to the Enterprise ith the closing of Fred
Richards and ne,:r contract ::pith Tin Fish. City staff included reductions in revenues related to
concessions and greens fees.. %ith more modest adjustments to reflect streamlined expenditures ::ithin
retail operations. commodities, personnel and contractual services. The City then created three
additional models to incorporate the impact of selected plaster Plan changes to the course:
Adding 52.4 million course, driving range and par 3 renovations in 2015.
S8.4 million 27 -hole course renovation :Jth the ne,.: driving range and par 3. and
$6.4 million 18 hole full course renovation in 2017 �.vith the ne.: driving range and par 3.
It should be noted that these models do not assume any substantial price or fee increases and do
not include any cash transfer support from external funds. Our evaluation also does not incorporate
revie:: of the proposed construction costs, related contingencies. or time horizons.
Status Quo Model
The status quo model's projected revenues for 2015 of just over S2.9 million are adjusted from
recent history for the closure of Fred Richards and outsourced grill operations .Jth Tin Fish. Revenues
for concessions and alcohol sales are conservatively reduced to reflect the contract in effect starting in
the summer of 2015 :.,hich sho,::,s lo,. er revenues but also lo: ✓er expenditures. Green Fees revenue in
2015 reflects a onetime modest increase in number of rounds of 10% for 9 -hole rounds and 25% for
executive course rounds to offset the closure of Fred Richards. These baseline revenues assume no
change to current pricing levels. In general. 2016 to 2020 year- over -year projected general revenues
assume 31.-11 gro'. %1h in combined pricing-usage and green fee and range utilization revenues assume a
1% gro..lh.. %hich are reasonable assumptions. See the detailed chart belo.. % %hich also sho.vs a
baseline comparison to recent historical operating performance:
•
Page 8
•
is
REPORT / RECOMMENDATION
EHLERS
I FADFRS IN PURL IC FINANCF
Excluding debt service and non - recurring capital expenditures. the status quo projected 2015
budget for expenditures is over $360,000 less than recent historical levels. This is primarily due to
reductions in commodities. staffing. and contractual services spending related to Fred Richards. along
,:vith contracting :rith Tin Fish for operation of the Grill. Including 2015. the City's projected expenditures
include 2 1'0 inflationary factor for all line items except for personal services at 340 to be consistent :-.ith
the City's budgetary practices for other departments. The City's 2015 status quo budget has a sound
basis given the City's experience and is in line �:Jth the level of expenditures of similar municipal golf
enterprises :ithin the metro area.
Despite the projection of a slight positive operating performance in 2015. aging of the course will
likely create larger negative cash flo. %s in the short term prior to payment of non - operating expenditures
like existing debt and capital replacement needs. For example.. the status quo scenario v. i11 require at
least $2.000.000 in irrigation improvements by 2017 plus annual improvements of over $200.000 per
year which exceed projections for depreciation expense.
Status Quo
Status (Duo Model
2016
2017
2018
Re,,enues
2011 -2014 Compiled
2015 Proposed
2020 Stabilized
Concessions/Sales
S 580,974
S
303,075
S
260,760
Golf Dome
S 326.276
S
332,801
S
385,808
Green Fees
S 1.534,510
S
1,468,53_5
S
1,543,445
Dnving Range
S 243,625
S
246.061
S
258,613
Miscellaneous
S 559,437
S
_`82.000
S
632,178
Total Revenue
S 3,244,821
S
2,932,472
S
3.080,804
Expenditures
2011 -2014 Compiled
2015 Proposed
2020 Stabilized
Cost of Goods Sold
S 313.477
S
180,024
S
171,700
Personal Services
S 1,521,625
S
17340.175
S
1,553,630
Contractual Services
S 544,356
S
493,703
S
545,088
Commodities
S 337,851
S
288.945
S
319,018
Capital Outlay
S 3,355
S
3.422
S
3,778
Central Services
S 134,809
S
137.505
S
151,817
Depreciation
S 411,470
S
456.000
S
556,000
Total Expenditures
S 3,266,942
S
2,899,773
S
3,301,031
Operating Income (Loss)
S (22,121)1
S
326£+9+
1 S
(220,227)
Excluding debt service and non - recurring capital expenditures. the status quo projected 2015
budget for expenditures is over $360,000 less than recent historical levels. This is primarily due to
reductions in commodities. staffing. and contractual services spending related to Fred Richards. along
,:vith contracting :rith Tin Fish for operation of the Grill. Including 2015. the City's projected expenditures
include 2 1'0 inflationary factor for all line items except for personal services at 340 to be consistent :-.ith
the City's budgetary practices for other departments. The City's 2015 status quo budget has a sound
basis given the City's experience and is in line �:Jth the level of expenditures of similar municipal golf
enterprises :ithin the metro area.
Despite the projection of a slight positive operating performance in 2015. aging of the course will
likely create larger negative cash flo. %s in the short term prior to payment of non - operating expenditures
like existing debt and capital replacement needs. For example.. the status quo scenario v. i11 require at
least $2.000.000 in irrigation improvements by 2017 plus annual improvements of over $200.000 per
year which exceed projections for depreciation expense.
Status Quo
2015
2016
2017
2018
2019
2020
Revenues
$ 2,932,472
$ 2,897,815
$ 2,942,181
S 2,987,452
S 3,033,652
S 3,080,804
Expenditures
$(2,899,773)
$(2,937,050)
$(3.000,475)
S(3,165,583)
S(3,232,419)
S (198,767)
$(3,301,031
Operating Income
$ 32,699
$ (39,236)
$ (58,294)
S (178,130)
-S(220,227)
Add Depreciation
$ 456,000
$ 456,000
$ 456,000
$ 556,000
S 556,000
S 556,000
Less Existing Debt
$ (84,215)
$ (97,490)
$ (95,540)
$ (93,590)
S (96,565)
S (�A,465
Capital Expense
$ (849,500)
$ (191,000)
$(2,208,000)
$ (298,000)
S (293,000)
S (200,000
New Debt
$ -
$ -
$ 2,000,000
$ (158,400)
S (158,400)
S (158,400
Annual Cash Flow
$ (445,016)
$ 128,274
$ 94,166
S (172,120)
S (190,732)
S (117,092
Page 12
Page 9
•
•
•
REPORT / RECOMMENDATION
JaEHLERS
LEADERS IN PUBLIC FINANCF
Driving Range and Par 3 Improvement Model
Projections for revenues adding the impact of improvements to the range and par 3 during the
summer of 2015 build upon the status quo model. Key differences are the impacts of proposed
construction starting in July. 2015. This event is expected to limit utilization of the range and executive
course for the remainder of the season. Upon completion. staff expects increased driving range and par
3 stabilized revenues, and modest increases in membership revenue due to improved amenities. The
proforma anticipates range revenues nearly doubling from historical levels once stabilized after
construction. and Par 3 green fees recovering by 2017 to a stabilized level 1410 higher than the status
quo projections. Conservatively, the model does not assume any increase in 9 -hole or 18 -hole
regulation course utilization during Par 3 construction, nor any increases above status quo levels
after.-, ard.
New Dmmng Range & Par 3 Model
Revenues
2015 Proposed
Stabilized 2020
Concessions./Sales
S 303,075
S 260,760
Golf Dome
S 383,953
S 385,808
Green Fees
S 1,300,489
S 1,577,118
Dn,Ang Range
S 77,960
S 433.740
Miscellaneous
S 582,000
S 641:636
Total Revenue
S 2,647,477
S 3,299.062
Expenditures
2015 Proposed
Stabilized 2020
Cost of Goods Sold
S 180,024
S 171.700
Personal Services
S 1,297,597
S 1,552,192
Contractual SeNces
S 493,703
S 545,088
Commodities
S 272,515
S 318,662
Capital Outlay
S 3,422
S 3,778
Central Seruces
S 137,505
S 151,817
Depreciation
S 456,000
S 676,000
Total Expenditures
S 2,840,765
S 3,419,238
Operating Income (Loss)
S (193,289)
S (120,176)
Expenditures are expected to decline slightly in 2015 compared to the Status Quo model due to
reorganization and temporary closure of the range and Par 3 during construction. Ho ,.lever. City staff
expects to carry for;,'ard this level of expenditures %with only inflationary adjustments mentioned above.
as ::ell as a projected 5120.000 increase in an accounting depreciation expense directly related to the
ne:: capital improvements. Not including depreciation, the projections for total operating expenditures
are at or belo. Status Quo projections.
Page 13
Page 10
REPORT / RECOMMENDATION
•
EHLERS
LEADERS IN PUBLIC FINANCF
Range /Par3
2015
2016
2017
2018
2019
2020
Revenues
S 2,647,477
S 2,961,655
$ 3,148,405
$ 3,197,592
$ 3,247,803
$ 3,299,062
Expenditures
S(2,840,765)
S(2,995,444)
S (33,789)
$(3,1187824)
$ 29,580
$(3,283,886)
$ (86,293)
$(3,350,674)
$ (102,872)
$(3,419,238
$ (120,176)
Operating Income
S (1937289)
Add Depreciation
S 456,000
S 516,000
$ 576,000
$ 676,000
$ 676,000
$ 676,000
Less: Existing Debt
S (84.215)
S (97,490)
$ (95.540)
$ (93,590)
$ (96,565)
$ (94,465)
Capital Expense
S(2,649,500)
S (191,000)
$(2.2081000)
$ (298.000)
$ (293,000)
$ (200,000)
New Debt
S 2.400,000
S (190.000)
$ 1.8107000
$ (348;400)
$ (348,400)
$ (348,400)
Annual Cash Flow
S (71.004)
S 3.721
$ 112.040
$ (150.283)
$ (164,837)
$ (87,041)
27 -hole Regulation Course Renovation Model
The next model builds upon the range and Par 3 improvements. and includes projections for
revenues assuming 27 -hole renovation to occur in three 9 -hole phases from 2017 -2019 to alloy. / for
continuous 18 -hole operations during construction. City staff expects green fee. cart rental and retail
revenues to temporarily decline due to 33% reduction in utilization during the construction period.
Revenues return to stabilized levels in 2020. %vith green fee revenues recovering to a level 5.7° -i, higher
than the status quo projections. Membership revenue also declines during course renovation. but does
not fully recover to stabilized levels immediately after.rard. Similar to the previous model. the model
conservatively does not assume any increased utilization of the Par 3 course during construction of the
27 -hole regulation course.
27 Hole w- New Driving Range 8 Par 3
Revenues
2015 Proposed
Stabilized 2020
Concessions, Sales
S 303,075
S 260,760
Golf Dome
S 383,953
S 385,808
Green Fees
S 1,300,489
S 1,651,666
Driving Range
S 77,960
S 433,740
Miscellaneous
S 582,000
S 653,188
Total Re\enue
S 2,647,477
S 3,385.161
Expenditures
2015 Proposed
Stabilized 2020
Cost of Goods Sold
S 180,024
$ 171.700
Personal Services
S 1,297,597
$ 1,5521192
Contractual Services
S 493,703
S 545,088
Commodities
S 272,515
S 318,662
Capital Outlay
S 3,422
S 3778
Central Services
S 137,505
S 151,817
Depreciation
S 456,000
$ 976,000
Total Expenditures
S 2,840,765
S 3,719,238
Operating Income (Loss)
(1(cJ3,289)
(334,07(5)
The proposed 27 -hole renovation model builds in reduced operating expenditures related to
limited operations during the 2017 -2019 phased construction, ho.vever stabilized expenditures are
expected to be identical to previous models save for the added depreciation expense related to the over
$8 million project.
Page 14
•
Page II
C
REPORT / RECOMMENDATION
49 EHLER_S_
IFADFRSIN PIIBIIC FINANCE
27 -Hole Ren.
2015
2016
2017
2018
2019
2020
Revenues
S 2,647,477
S 2,961,655
S 2,513,014
$ 2.553,771
S 2.595,405
S 3,385,161
Expenditures
S(2,840,765)
S(2,995,444)
S (33,789)
S(2,570,558)
S (57,545)
S(2,771,482)
S(2,973,756)
S(3,719,238)
Operating Income
S (193,289)
S (217,711)
S (378,351)
S (334,076)
Add: Depreciation
S 456,000
S 516.000
S 576,000
S 726,000
S 876,000
S 976,000
Less Existing Debt
S (84,215)
S (97,490)
S (95,540)
S (93,590)
S (96,565)
S (�r4,465
Capital Expense
S (2,64 9,500)
S (191,000)
$(8,556,383)
S (98.000)
S (93,000)
S
New Debt
S 2,400,000
S (190,000)
S 8,158,383
S (864,000)
S (864,000)
rS (864,000)
Annual Cash Flow
S (71.004)
S 3.721
S 24,915
S (547,301)
S (555,916)
S (316,541)
18 -Hole Regulation Course Renovation Model
The final revenue model exchanges the 27 -hole renovation for an 18 -hole renovation that includes
the elimination of 9 holes from the golf facility. Construction is expected to occur in 2017 and cause a
full shutdo:. n of the regulation course that year. In addition to zero 18 or 9 -hole green fee revenue. Cite
staff expect 90"C, reductions to rental and retail revenues during the year -long construction period.
Revenues return to stabilized levels 2018. Jth green fee revenues recovering to a level 7.810 higher
than the status quo projections. Membership revenue also declines during course renovation. but
stabilizes immediately after:vard %vith modest increases. As ,vith prior models, the pro forma
conservatively does not assume any increased utilization of the Par 3 course during construction of the
regulation course.
18 Hole w New Driving Range & Par 3
Revenues
2015 Proposed
Stabilized 2020
Concessions /Sales
S 303,075
S 260760
Golf Dome
S 383,953
S 385,808
Green Fees
S 1,300,489
S 1,679,416
Driving Range
S 77,960
S 429,445
Miscellaneous
S 582,000
S 670,508
Total Revenue
S 2,647,477
S 3,425,937
Expenditures
2015 Proposed
Stabilized 2020
Cost of Goods Sold
S 180,024
S 171,700
Personal Services
S 1,297,597
S 1,241,754
Contractual Services
S 493,703
S 436,070
Commodities
S 272,515
S 254,930
Capital Outlay
S 3,422
S 3,778
Central Services
S 137,505
S 151,817
Depreciation
S 456,000
S 891,000
Total Expenditures
S 2,840,765
S 3,151,049
Operating Income (Loss)
(193,289)1
5 274,888
The proposed 18 -hole renovation model also assumes reductions in expenditures related to the
regulation course closure in 2017 for construction. Upon reopening in 2018. City staff expects a
reduction in stabilized expenditures related to personnel, maintenance and commodities attributed to the
Page 15
Page 12
REPORT / RECOMMENDATION
L
EHLERS
LFADFRS IN PUB[ IC FINANCE
elimination of 9 regulation holes. The leaner operating budget is estimated to be S480.000 less than that
of the 27 -hole models prior to inclusion of depreciation.
18 -Hole Ren.
2015
2016
2017
2018
2019
2020
Revenues
S 2.647,477
S 2,961,655
S 1,136.974
S 3,321,826
S 3,373,349
S 3.425,937
Expenditures
S(2,840,765)
S(2,995,444)
S(1,408,805)
S (271,831)
S(2,882,726)
S 439,101
S(3,094,915)
S 278,435
S(3,151,049)
S 274,888
Operating Income
S (193,289)
S (33,789)
Add Depreciation
S 456,000
S 516,000
S 576,000
S 733,500
S 891,000
S 891,000
Less: Existing Debt
S (84.215)
S (97,490)
S (95,540)
S (93,590)
S (96,565)
S (94,465)
Capital Expense
S(2.649,500)
S (191,000)
S(6,566,179)
S (98.000)
S (93,000)
S -
New Debt
S 2,400,000
rS (190.000)
S 6,168,179
S (704,000)'S
(704,000)
S (704,000)
Annual Cash Flcnv
S (71.004)
S 3,721
S (189,371)
S 277,011
S 275,870
S 367,423
Revenue Considerations:
Coupled .%ith national trends in declining golf participation. the marketplace for golf in the
metropolitan area during the limited spring. summer and fall seasons is fairly competitive . %ith the
majority of pressure coming from alternative recreational activities. Regional . %eather patterns also
induce volatility into annual golf enterprise revenue performance. While price is an important factor. the
most significant a risk of flight from core users is to a superior product because of limited supply pith
recent course closures throughout the metro area. Within its relative control. maintaining Enterprise
revenue levels vvill primarily depend upon the ability of the City to provide a competitive product to
maintain a variety of core golf users and successfully market the product to ultimately gro.: utilization.
It is our understanding that the majority of miscellaneous and sales revenue projections also
reflect limited year round use of the golf amenities. The City expects to explore opportunities to promote
more year round use of the facilities in the future. Also. it is assumed Golf Dome revenues . -ill stabilize
at current levels due to recent improvements and performance.
We are relying on statements from staff that there is capacity available vvithin all models to support
current utilization levels ,while reducing from a 27 to 18 -hole regulation course. Ho% %,ever, the City should
consider its reliance on increases to green fees revenue %vithin the renovation models. While it may be
reasonable to set an expectation of no drop off in rounds purchased once operations are stabilized, it is
inconsistent . ith the City's overall conservative approach to rely on the higher levels of projected
revenue t.vithin the 18 -hole model 1.,Jthout engaging in a more detailed market analysis to validate it.
Expenditure Considerations
While the City models project a reduced operating footprint from historical levels, it is reasonable
to assume a sustainable level of reductions can be obtained due to recent changes •::ithin the golf
enterprise. The pro forma also includes a 3% inflation on personnel costs, despite its reliance on part-
time and seasonal labor :.,hose costs may not historically increase at that rate. One consideration is de-
coupling , ;: hen reductions in operating costs ill occur relative to reductions in course use during periods
of construction. It is absolutely reasonable to assume that commodity. goods, some personnel and
maintenance expense . %ill be reduced during these time frames. ho .,ever a cash floe:: consideration
Fade 1 0
0
Page 13
•
REPORT / RECOMMENDATION
EHLERS
LEADERS IN PUBLIC FINANLF
should be given to .whether a lag .will exist bet ::een hen reductions in revenues and expenditures are
realized.
Non - Operating Pro Forma Considerations
In addition to the operating assumptions. City staff has also anticipated non - operating
expenditures for existing debt on the Braemar Golf Dome. ne. -,, debt service related to the proposed
Master Plan improvements.. and planned capital outlays to evaluate annual cash flo.:, activity. The City
has incorporated a long -term plan for capital improvements for the golf enterprise .within its 5 -year
Capital Improvement Plan. The plan includes detailed line item expenses identified for equipment
replacement, repairs and facility renovations. Prior to any renovation. the status quo capital outlays
average S674.000 per year primarily identifying major irrigation upgrades needed :: ithin the 3 -5 year
horizon.
Under a special legislative authority. the City has considered the issuance of General Obligation
Bonds to finance major capital improvements to selected recreational enterprises like the Golf Dome
and Braemar Ice Arena. This debt requires a pledge of existing enterprise revenues, but is backed by
the City's levy authority hich ensures lo:: interest costs relative to other forms of debt. The City's
existing golf debt service averages S94.000 per year. Using current market "AAA" rates inflated by half
• a percent. Ehlers estimates annual debt service at S190.000 for the range improvements. $674.000 for
the 27 -hole renovation. and $514.000 for the 18 -hole renovation. These estimates are based on a 15-
year term of repayment.
The City has utilized options to pay for operating deficits. capital and non - operating expenses
using operating cash. capital reserves. Braemar Memorial Funds and transfers from either of Liquor or
General Fund surpluses. These projections do not assume any income related to transfers or potential
interest earning, and are included for illustrative purposes. The City should consider funding long -term
capital improvements through use of a capital reserve for the Enterprise. Future capital costs are difficult
to predict. but additional attention should be placed on maximizing revenues and /or reducing operating
expenses in order to accrue additional funding for this Enterprise's capital reserve.
Comparison to Peer Municipal Golf Operations
When comparing the Enterprise to similar municipal golf operations. the total projected revenues
are achievable but are on the higher end of :.,hat .ve see . %ithin the metro area. Comparable golf
facilities operated by municipalities in the metropolitan area perform in the range of $2.0 to $2.8 million in
annual gross revenues. Ho.vever. Edina's Golf Enterprise is larger than most due to operating a domed
golf practice facility. driving range and 36 -hole golf course. Other like municipally operated facilities
typically contain only a single 18 to 27 -hole course and outdoor range. Operation of the Golf Dome
alone enables Edina's revenues to be potentially $300.000 higher than a typical municipal golf operation.
We have no reason today to doubt the ability of the City to achieve $3.0 to 3.4 million per year revenues
for its operation, but vve believe that examining revenues from other facilities is helpful to provide context
for risk and sensitivity analysis.
Page ( 7
•
Page 14
REPORT / RECOMMENDATION
0
EHLERS
LEADERS IN PUBLIC FINANCE
Like: -:ise. comparable golf enterprises share recent history of operating expenditures at or
exceeding operating revenues. Typical operating margins range from levels of -10 °,o to 41/0 of revenues
due primarily to reduction in rounds purchased and the inability to adjust costs commensurate ,.,ith
reduced utilization. .
Background on Ehlers
Ehlers is a financial advisory firm experienced in assisting local governments :vith the financing of
a variety of assets, including recreational facilities. Ehlers is not an accounting firm nor :. as this report
prepared by certified public accountants or according to general accepted accounting principles. This
report is not intended to be construed as an appraisal. a feasibility study. nor as a revier: of the City s
capacity rbusiness plan for the Braemar Golf Improvements. We are engaged in a limited scope
primarily to raise questions about the proposed operating and capital budget. and offer insights given our
experience :, ith the City's finances generally and ::ith operating budgets for other recreation enterprises.
•
Page 18
•
Page 15
REPORT / RECOMMENDATION
• ATTACHMENT D:
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REPORT / RECOMMENDATION
ATTACHMENT E:
Braemar Master Plan Work Session Agenda
5:00 Introductions — 2 minutes
Staff PowerPoint Presentation
History -2 minutes
City Council Direction on Master Plan
Selection of Task Force
Plan for approvals — May Park Board; June Council
5:05 Richard Mandell — include in Staff's PowerPoint Presentation
18 Hole Option
27 Hole Option
Page 23
5:20 Task Force Members Discussion — Include in PowerPoint Presentation — already provided by Task
Force
Pros /Cons of Each Option
5:30 Pro Formas — Include in Staff's PowerPoint Presentation
Eric /Joe
Brenda
5:40 Discussion
5:55 Close Discussion
•
•
Braemar Golf Course
City of Edina, Minnesota
Alternative Renovation Options
� of ED
A �
I
I
i
17
May 5, 2015
R I CHAR D
M A N D E L L
GOLF ARCHITECTURE
TRADITION ♦ ENJOYMENT ♦ CHARACTER ♦ PASSION
n
U
Golf Course Tree Management Plan
R I C H A R D
Assessment of all the trees on site for possible '�F T F
removal, replacement, pruning and /or further investigation.
The process involves marking trees based on six primary considerations:
• Golfer safety
• Tree health
• Environmental concern
• Golf course conditioning
• Strategy & playability
• Aesthetics
TRADITION ♦ ENJOYMENT ♦ CHARACTER ♦ PASSION
•
Golf Course Renovation Business Plan
Detailed analysis with concrete solutions, timing, costs
• Golf course walk- throughs and focus group discussions.
R I C H A R D
M'4NDFLL
GOLF AWKMC MILE
• Detailed analysis of all aspects of the golf course (tees, fairways, hazards, greens,
rough, trees, cart path, water bodies) in terms of maintenance, operations,
playability, strategy, environment, aesthetics.
• Prioritized solutions for each challenge identified:
• Immediate (IM)
• Mid -Term (N4T)
• Long -Term (LT)
• Detailed cost estimates.
• Alternative routing solutions.
`�, �Lllk ?ate
BRAEMAR GOLF COURSE
EDINA, MINNESOTA
PREPARED FOR: CITY OF EDINA, MINNESOTA
RENOVATION BUSINESS PLAN REPORT
APRIL 2015
TRADITION ♦ ENJOYMENT ♦ CHARACTER ♦ PASSION
•
Renovation Business Plan Timeline
September Walk - Throughs
RICIfARD
MANnF.I.L
WIT AACHTTFC ILF,
RMGA conducted 6 focus group discussions and course walk - throughs with:
• Braemar Golf Course Renovation Task Force
• Four groups of golfers of all ages, abilities, and gender.
• Operations and maintenance staff.
• Environmental consultants and agency officials.
TRADITION ♦ ENJOYMENT ♦ CHARACTER ♦ PASSION
0 0
Renovation Business Plan Timeline
R I C H A R D
Walk -Through Findings G A N D E L[
GOLF AACH77'ECTL7lE
• The opening holes of the Castle nine set a very difficult tone for the golfers in terms of playability. The Castle nine
is almost 400 yards longer than both the Hays and Clunie nines.
• The golf course is too long and too narrow for the majority of women golfers. There are numerous forced carries
and the rough is too deep for the ladies as well.
• The water features are surrounded by invasive species and are concealed by tall plants which create an unfair carry
for the lesser - skilled golfers.
• Numerous drainage issues make the golf course wet for golfers and much longer - playing than the yardage reflects.
• Multiple fairways have water - holding soils and /or lack topsoil to effectively grow a proper stand of turf for golf.
• Fairways are very bumpy due to drainage issues and heaving of underlying soils.
• Fairways and approaches are too narrow. Fairway lines do not reflect the natural topography of the land.
• Forced carries, narrow fairways, tree encroachment, and deep rough are primary contributors to slow play.
TRADITION ♦ ENJOYMENT ♦ CHARACTER ♦ PASSION
• •
Renovation Business Plan Timeline
R I C H A R D
Clunie Nine Walk - Through Findings A R D L L CHrrECTUXE
• Rounds at Braemar fell when the Clunie nine was built because golfers did not like playing it and were upset their
round would include the Clunie nine and not the original 18. As a result, it became more of an overflow nine instead
of a third nine of comparable golf.
• The Clunie nine was not accepted by older golfers due to the difficult elevation changes and difficult walks.
• The Clunie nine is much more narrow with more forced carries, especially for the women.
• There are many penal bunkers that make each fairway even more narrow.
• The vegetation lining the water features blocks the view of many holes and require higher than necessary shots to
be played over them, creating a more difficult challenge for women and beginners.
• The majority of holes are wetter than the original holes because they were built in the flood plain with little drainage
over poor soils. The tees for holes 24, 26, and 27 were built with pond muck. Holes 23, 24, 26, and 27 never had a
layer of topsoil added and still do not have quality grass.
TRADITION ♦ ENJOYMENT ♦ CHARACTER ♦ PASSION
•
Renovation Business Plan Timeline
Understanding of Environmental Constraints
•
R I C H A R D
MANDF.LL
GOLFARCHrUCTURF
• Review of wetlands and establishment of 60' wetland buffer worst -case scenario.
• Understand that flood plain challenges can only be addressed in the grading
process regardless of scope of work.
• Understand previous COE permits and work to avoid those issues.
• Review Oak Woodland/ Savanna challenges.
TRADITION ♦ ENJOYMENT ♦ CHARACTER ♦ PASSION
0 0
Alternative Renovation Options
R I C H A R D
Oak Savanna Restoration MA " °`"
CALF hRCHTfSCllfAE
• Two areas within Braemar Park (totaling 29.13 acres) to the west are considered Oak Savanna. Specifically two
smaller parcels within these areas (totaling 9.15 acres) known as Parcels A (3.85 acres) and B (5.30 acres) are
designated as mitigation areas to be "maintained as natural areas" by the USACE as part of the permit agreement
for the development of the Clunie nine in 1992.
• An Oak Savanna is a wooded area dominated by Oak species in which less than 50% of the ground area is exposed
to the sun at noon in midsummer.
• At Braemar, much of the original Oak Savanna has transitioned into Oak Woodland due to elimination of grazing
and fire. In most areas, the oak canopy has closed in and other tree species have filled in canopy gaps.
• The best indicator of a former Oak Savanna is the presence of historically visible open -grown oaks found within an
existing Oak Woodland. Open -grown oaks are recognized by the presence of intact lower limbs spreading to the
ground.
• Oaks without these lower limbs present typically have been surrounded by other trees in such a crowded way that
the lower limbs were not allowed to grow as nature intended, mostly due to inadequate sunlight, and are indicative
of an original Oak Woodland.
TRADITION ♦ ENJOYMENT ♦ CHARACTER ♦ PASSION
9 0
Alternative Renovation Options
R I C H A R D
Oak Savanna Restoration G A OLF AAi:HITF R n F
GC.iVAf.
In 1947, the 445 -acre parcel of Braemar Park included 1,843 individual trees dispersed across the site with an
average spread of 40' that remained untouched from agricultural clearing. Most of the original native herbaceous
layer was likely eliminated by cattle grazing.
Braemar Park in 1947: 13.60% Tree Canopy
60.65 acres of trees
Braemar Park in 2012: 38.26% Tree Canopy
170.27 acres of trees
TRADITION ♦ ENJOYMENT* CHARACTER ♦ PASSION
k
4 Ail
7
111
)
Braemar Park in 1947: 13.60% Tree Canopy
60.65 acres of trees
Braemar Park in 2012: 38.26% Tree Canopy
170.27 acres of trees
TRADITION ♦ ENJOYMENT* CHARACTER ♦ PASSION
k
4 Ail
7
Braemar Park in 1947: 13.60% Tree Canopy
60.65 acres of trees
Braemar Park in 2012: 38.26% Tree Canopy
170.27 acres of trees
TRADITION ♦ ENJOYMENT* CHARACTER ♦ PASSION
0 0
Renovation Business Plan Timeline
R I C H A R D
RMGA Design Goals: Ecological Enhancements OFAACHITECRi KF
• Implement Barr Engineering's Natural Resources Information Summary (Feb. 2015) as much as possible.
• Restore wetland buffers as appropriate in areas that do not slow play by eliminating invasive species and
establishing appropriate pollinator plantings.
• Increase wetland buffers as much as possible (beyond the mandated limits) which will not negatively impact
the golf course playing areas.
• Restore the Oak Woodland to the east of the golf course by removing invasive species such as Buckthorn
and restoring appropriate understory plantings of native sedges, forbs, and grasses with specific areas of
wildflower plantings no taller than two to three feet.
• Restore the Oak Woodland to the west of the golf course by the same process.
• Develop areas within the golf course to restore Oak Savanna with the planting of Bur Oaks, Northern Pin
Oaks, Red Oaks and Shortgrass Woods Edge Savanna Seed Mix.
• Provide a woodland and savanna maintenance budget and staff separate from the golf course maintenance
budget to regular maintain these areas as part of a long -term management plan.
• Develop signage within Oak Savanna areas and alongside wetland buffers available to golfers as well as
others for educational purposes.
TRADITION ♦ ENJOYMENT ♦ CHARACTER ♦ PASSION
0 0
Renovation Business Plan Timeline
R I C H A R D
RMGA General Design Goals A DELL
G 61F AR CM]TEC7VAF
• Do not fill wetlands.
• Utilize 60' wetland buffers.
• Avoid SW corner of property due to poor growing conditions.
• Sunlight, soils, air circulation.
• Widen fairways.
• Tee Shot Distance Equity.
• Improve golf feature infrastructure.
• Introduce additional uses:
• Environmental Education Area.
• Multi — Use Areas for Disc Golf, Fling Golf, Foot Golf, field games, water
• activities and sledding or tubing.
• Picnic areas.
• A walking trail network surrounding the park with sufficient safety buffers from golf
course playing areas.
TRADITION ♦ ENJOYMENT ♦ CHARACTER ♦ PASSION
• •
Renovation Business Plan Timeline
R I C H A R D
January Presentation of Preliminary Concepts GOL� F AA " F"
RCNTTELiVRE
To Golfers & Park Board
• Concept A — Improvements to Castle & Hays Nines with New Regulation Clunie Nine.
• Concept B — Improvements to Castle & Hays Nines with Original 18th Hole & New
Regulation Clunie Nine.
• Concept C - Improvements to Castle & Hays Nines with Original 18th Hole & New Executive
Clunie Nine.
• Concept D - New Eighteen Hole Regulation Golf Course.
TRADITION ♦ ENJOYMENT ♦ CHARACTER ♦ PASSION
•
Renovation Business Plan Timeline
Further Development of Preliminary Options
• Option 1— The Best 27 Regulation Holes Possible.
• Option 2 — The Best 27 Regulation Holes Possible with Minimal Disturbance.
• Option 3 - The Best 18 Regulation Holes & Executive 9 with Minimal Disturbance.
• Option 4 - New Eighteen Hole Regulation Golf Course.
• Option 5 - New Eighteen Hole Regulation Golf Course with Minimal Disturbance.
•
R I C H A R D
M A N D E L L
GOLF AX-MMMRE
• Option 6 - New Eighteen Hole Regulation Golf Course and Four -Hole Practice Loop with
Minimal Disturbance.
March Presentation of Preliminary Options
To Task Force & City Council
TRADITION ♦ ENJOYMENT ♦ CHARACTER ♦ PASSION
• •
Renovation Business Plan Timeline
RICff ARD
Completion of Renovation Business Plan M A N D £ L t.
G41F AACHITFC'1'L`AF
PAGE
EXISTING CONDITIONS
RENOVATION BUSINESS PLAN REPORT EXECUTIVE SUMMARY 3
GENERAL DESIGN AND MAINTENANCE ISSUES 4
GENERAL RENOVATION SOLUTIONS 7
RENOVATION BUSINESS PLAN 8
HOLE BY HOLE ISSUES AND SOLUTIONS 9
BRAEMAR GOLF COURSE DESIGN STYLE 66
PROPOSED COURSE 'SETUP 66
ECOLOGICAL MANAGEMENT PLAN 67
TEE RENOVATION SOLUTIONS & PRIORITIES 69
SAND BUNKER RENOVATION SOLUTIONS & PRIORITIES 71
PUTTING GREEN RENOVATION SOLUTIONS & PRIORITIES 71
RENOVATION BUSINESS PLAN PHASING OPTIONS 73
RECOMMENDED RENOVATION OPTION 73
ALTERNATIVE RENOVATION OPTIONS 74
Altcrnative 1: 74
Alternative 2: 75
Alternative 3: 75
ALTERNATIVE ROUTING OPTIONS 76
Option 1: 76
Option 2: 78
Option 3: 80
Optionn 4: 82
Option 5: 84
Option 6: 86
ADDENDA 92
RENOVATION OPTIONS SUMMARY 95
RENOVATION BUSINESS PLAN MASTER QUANTITIES LIST 96
TRADITION ♦ ENJOYMENT ♦ CHARACTER ♦ PASSION
Renovation Business Plan Timeline
Completion of Renovation Business Plan
EXISTING HOLE
ism
PAR 4 PROPOSED HOLE #1
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528 - 509 - 445 - 403 - 361- 305 YARDS
TRADITION ♦ ENJOYMENT ♦ CHARACTER ♦ PASSION
R I C H A R D
M A N D E L L
GOLF ARCHflFMME
I
•
Renovation Business Plan Timeline
Completion of Renovation Business Plan
TEE RENOVATION SOLUTIONS & PRIORITIES
• A!/ J rlr dtuxrr; onrbnrd 1 n can lu.rrAon can !6 !wA u+rr1� W rl lLrtr lfi-! k mxJir;arurien., /auulJr u! Itrarm.,r
Upon eumply ion of the Tic Shur Distance Egmr , %rulyzia (fSDEA), fi<e sets of ter 1— will p—iak-
the proper .(vying to create rquiry an..g ,]u golf— m Htacmu. The goal of tae ech—iem fur TSDI
creme a situation where each golf experirtrces thr. (or n• similar) appnach shot, p—id d —nigv —
shots urre played (nun ,h• corer, set nF tees. The new tar Mnes will yidJ men• disu,tce expiip Iq incn•asing
rho 1xcndl dieu ire, spacing fnxn each tae box n, 5g7 ya.6 Fmm rho existing sparing of 311 yams, rrmlenrig
one awnnr nr ha cexnbinarlm frun the esm—, sk -ter —rem unnrce.sary.
Ice SMx Distance 1'quim will be acaunplished by — niolidating the White and Sil er Comb,, we 1— to a
rarJage of (.,1117 and arannplishi,q; the same with rh• &•el and Gnan Cmmlx, tees u> 5,.ti4 yanla 71w Go,kl
m• Jisranee is still mpre —ed with a,— dtannce of 4,835 yards and a new f,,—,d we 6w a, 4,178 yards
will I. added. XXi, have also emmed a car of junior rtes at 3.41X1 yards (1—ed exile. SOL) ,, be p —cried
as simple marker within he established far—, of each h,k. h,lh,wing arc the emnn, average 18 hole
,el—lems and the lm puud cyuiraknts:
Current Proposed
` Hlm^ 65114) -ards Ab 6.5r—d,
M %%'hire:
6,2711 yams N 4017 vatds
Sid— V)17 ants ( 344 cards
Red: 5531 cards D. 4,835 yards
Guru: SNA yank li: 4,175 vends R I C H A R u
Goht 4,723 yards M A N 11 F. L L
e:ots sa,atrtrrn;u
Then is a rariatirm in actual yardage dif(enners among each we 6. desc m u,pngtaphw.l limim is mum
=ear i has been achieved, particularly fur golfers playing (tom the front tea•', Addi—nal we wee —c—r
ullwmn, are as fulkms:
• In mnjunawm with TSDfi, many fnmr me I—, will be- reluested u, reduce rise distance l' furred came,
,Zr ater, thereby nducing the need m lac up off dm we where a ore she u inst Bible u, play due m
rive king cam. These tee bones will eliminate the mod to by up off the me, instead all rig for mrxe
aggressive we skins and mum „-.able appnarh sMxe.
• Ircmau ,h ayrragc tee eomtplrx sue• peer gulf hok ar Hrx7nar few, 5,7X5 xyuarc Iaxf n. X,1 all upon fecr
m spread — war and pnn•ide a better stand ut to f!
• laser -k+el all err boron m rnaurr a lard ataner f rr all gnlfan.
• Ihrdop weeny/ cmngular shalxs f r all tar laaxYS m maximize usable syenn G.xage while• minkniaing
warred mainunanra rf(nrs (which is viral fur a small mam,rnann• suit.
h A,xsing is a pew,dd 66%, a66%, of are axnpku, f x nrwnytkm nnuwkn,i,ax 1'acl, tee nmp,kx u pei.,ri,vad hr
,her w•a,.: Immede rat• (Ihl),11k1 Tram (b,7), and l—wTerm (IT). I unher axpbearuw of peam,vataxt fdl,w<:
IM: Ity —wing then ,ns will have sic imrrsediar ,mpae, m uu of three c— idcrarlm, beU sr berm,
urilire the City'. hands by baying part l' a related immediate pmjeer:
Safety - These tees and m he moved bem— they me mu clnx to other coarse femums.
Maitnenanee - Thew features am located in such an cri —mnamt that grans cannon gnav properly
us simple rooming camxa by pedixrrwd seitb,wt excessive effort. Thou ter
crxnpl,”, abo may Ix• caw small.
Playsbliky Thew rata can be mo od m greatly imp— riot lines to fahw ws or imprm
pb,ahihp• fox golfers who rnnmx uM:r— play the hula• (aiek due rn We Xhox
IN —ruts, bkpdny issue.
MT: These ter comply— will benefit from imp —terem haul - huh maimmancr and playahair, car
mm• Ix• I-wr completed us pan of niher mid nun pmjecu the has, uuli,e dw (:in•S funds.
LT: These ,raw cm h• e.xnphtnl with a hmg -term ,w,rkxdt. The, ale, mu hay, be same impact in nrms
u( muint—ure and plaezhlm, be, ecenruall, need ressi —urn. Ceram we mar bare a more urgan,
hnpan in werres of tnaiemmanee, plat " deb send — safm} hus n —tin t of these features c,
dcpa•nd p, lamer and more- hmg rmne vvm ,asks S— F hose raw mar he m—1 up
m d"p ') l. lased ur . xn..hrrl rcah ices
TEES FOR IMMEDIATE (IM) CONSIDERATION:
1. #9 - The difheuhy of the emming melt Mdr us a par firr .mats moody fnmr the —kwad .—.a,. c'
water fnxn the current tee ccmfrgu m—. M— of the lesser - skilled golfer find it very difficult
m carry the —it, off the tee and are finned m lay up 1. resryxru u, the• frxmd lay up, thou
game g<dfers are faced with a — k,gg,ecoml shx with virtually no chance to reach the green in
rclndatia. G,n"m.g the Iwk u. a par f.wr will heap make ncc hok m.ur manageably. Changing
the par for thin huh• ry nmtingcm upow mrning hole J h 5 m the I lacy nine amt mrrcing hales 14
k I5, the Castle nuts•.
A similar emblem cxian with fMs par (rte as well but a diff•rrn, aolmimt will gmady improve
TSDI'_ H, largd- uug,hc hulc aril n—ag dw f of landing ann back, ,I— will tw rnu,gh none
fin ,h' It'— skilled gnl(cu w swing away off fhc we widow, fhe worry of always pi ning ,hair
tee sMxs in rh wnmr. Nor will s f and lay up create such a lung sat ,rod she with n, chance of
reaching the green in nryp,lation. 'Ile new rte cunfig,rafi, in will armally inenxu the I— skilled
gdf •r's chances of reaching Jut grcrn in n7;ulatww are a ng<dar basis.
The fll—mg Changes u, h ly. 23.26 arc all enumgern ulxm arch usher ss oat• cm-s' N& ( #25) will be
ali ni n ed in the piswess and a brand new hok (#24) must take its place As a result, all fwr of these 1x11es
mew he built simnitanaanl, Since this is rho nxncr of the Chmw nine that can create the most impact for
the golfers, this work is prk —i.cd h-14 rn nbc, work pnyx,uxl within the RHP
ea
TRADITION ♦ ENJOYMENT ♦ CHARACTER ♦ PASSION
R I C H A R D
MAN DELL
GOLF ARCHITEC.i LW
• • •
Renovation Business Plan Timeline
Completion of Renovation Business Plan
11 IN. .9. x KM
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R I C 11 A R D
1\1 A N 0 F I . 1,
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RENOVATION OPTIONS SUMMARY
TRADITION ♦ ENJOYMENT ♦ CHARACTER ♦ PASSION
Kamm=
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11 IN. .9. x KM
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RENOVATION OPTIONS SUMMARY
TRADITION ♦ ENJOYMENT ♦ CHARACTER ♦ PASSION
• •
Renovation Business Plan Timeline
R I C 11 A R D
Completion of Renovation Business Plan G fRF hRC n E 1. Ci1; F
C;HII'FAE
TRADITION ♦ ENJOYMENT ♦ CHARACTER ♦ PASSION
• • •
Alternative Renovation Options
General Issues: Infrastructure
• Tee Boxes (15 - 20 years):
Original 18:
50 years;
Clunie:
20 years
• Irrigation Control System (10 - 15 years):
Original 18:
34 years;
Clunie:
20 years
• Irrigation Mainline PVC (10 - 30 years):
Original 18:
34 years;
Clunie:
20 years
• Irrigation PVC Laterals (10 - 30 years):
Original 18:
34 years;
Clunie:
20 years
• Irrigation Heads (10 - 15 years):
Original 18:
34 years;
Clunie:
20 years
• Irrigation Pump System (15 - 20 years):
Original 18:
34 years;
Clunie:
34 years
(An additional pump was inherited in 2010
• Cart'Paths (5 - 10 years):
Original 18:
Ind.; Clunie: 20
years
(All cart path is piecemeal and includes gravel, concrete, and as
• Sand Bunkers (5 - 15 years):
Original 18:
50 years;
Clunie:
20 years
• Putting Greens (15 - 30 years):
Original 18:
50 years;
Clunie:
20 years
TRADITION ♦ ENJOYMENT ♦ CHARACTER ♦ PASSION
R I C H A R D
M A N D E L L
GOLF ARCHTUCTvxa
• •
Alternative Renovation Options
General Issues: Playability
Forced Carries
Narrow Fairways
Poor tee placement — lack of Tee Shot Distance Equity.
R I C H A R D
M A tai' D F f. L
GOLF ARCHTfFCTLW.
"Poli/ei discoura ge the duffer. " - Warren Hyde, Edina City Manager (1964)
TRADITION ♦ ENJOYMENT ♦ CHARACTER ♦ PASSION
0 0 0
Alternative Renovation Options
R I C H A R D
GeneralIssues: Accessibility GOLF ARCH ° F IGOLF AACHTI"FCTL'RF
27 holes allows for more utilization for all ages and abilities but brings more cost.
18 holes may not support enough golfers in the long -term but comes with less cost.
A F Af
TRADITION ♦ ENJOYMENT ♦ CHARACTER ♦ PASSION
0 0 0
Alternative Renovation Options
Why is golf failing nationally?
• New golf courses over the past few decades were built for the wrong reasons.
• Golf is too difficult for new golfers.
• Golf participation rates are a revolving door in and out each year.
• Economic recession of 2008.
Braemar's numbers started to slip by 1997.
TRADITION ♦ ENJOYMENT ♦ CHARACTER ♦ PASSION
R I C H A R D
M A N D E L L
GOLF ARCHMMULF.
0 0
Alternative Renovation Options
Potential Scope of Work Options
• Repair what is already there — just a band -aid that does not solve overlying issues:
• Safety issues when widening fairways.
• Forced carries for some.
• TSDE
• Much of current hazard placement promotes penalty more than challenge.
• Complete re -build of 27 holes.
• Completely new 18 hole golf course.
• Repair original 18 and leave Clunie nine alone (and open).
TRADITION ♦ ENJOYMENT ♦ CHARACTER ♦ PASSION
•
R I C H A R D
M A N D E L L
WIT AACHTrF.Cn F
2
-----------
AM'
to 4
OIL.
- - ----- ----
-
•
Alternative Renovation Options
Best 27 Regulation Holes Possible: Three Equal Nines
Achieves general RMGA design goals for the golf course:
• Playability improved by reducing forced carries.
• Playability improved through wider fairways.
• Playability improved through Tee Shot Distance Equity.
• Improves golf feature infrastructure.
• Equalizes overall distance of each nine by switching holes 4 & 5 with holes 14 & 15.
• New #23 allows for a significant change to the third nine to achieve above goals.
TRADITION ♦ ENJOYMENT ♦ CHARACTER ♦ PASSION
•
R I C H A R D
M A N D E L L
GOLF Axatn'eCrURE
•
Alternative Renovation Options
Best 27 Regulation Holes Possible: Three Equal Nines
• Achieves RMGA design goals for ecological enhancement:
• All 73 acres of existing wetlands remain intact.
• Wetland buffers restored.
• Oak Woodland on all sides of golf course are restored.
• Creation of new Oak Savanna areas within the golf course.
C!
R I C H A R D
M A N D F L L
GULF ARCRMCMTRF
• Proposed Tree Canopy for Braemar Park: 38.26% of 445 -acre site.
• Proposed Tree Removal: 15.18 acres.
Proposed Oak Savanna Restoration Areas: 30.30 acres (15.15 acres of Oak Canopy Planting).
• Preliminary Estimated Cost: $9,331,956.51.
TRADITION ♦ ENJOYMENT ♦ CHARACTER ♦ PASSION
M
•
- -
f v --�.►
COAL
6 Y J
is •�- -. 40 A
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am
1
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4
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I
I
I
i
I
Alternative Renovation Options
R I C H A R D
New Eighteen Hole Regulation Golf Course: G0 ,F M��
A New Chapter
• Achieves general RMGA design goals for the golf course:
• Playability improved by reducing forced carries.
• Playability improved through wider fairways.
• Playability improved through Tee Shot Distance Equity.
• Improves golf feature infrastructure.
• Provides space for a dedicated Multi -Use Area.
• Provides space for a dedicated 7.50 acre Environmental Education Area
• Achieves RMGA design goals for ecological enhancement:
• All 73 acres of existing wetlands remain intact.
• Wetland buffers restored.
• Oak Woodland on all sides of golf course are restored.
• Creation of new Oak Savanna areas within the golf course.
• Proposed Tree Canopy for Braemar Park: 40.03% of 445 -acre site.
• Tree Removal: 12.21 acres.
• Proposed Oak Savanna Restoration Areas: 45.10 acres (20.08 acres of Oak Canopy Planting).
• Preliminary Estimated Cost: $ 6,98308.75.
TRADITION ♦ ENJOYMENT ♦ CHARACTER ♦ PASSION
0 0
Alternative Renovation Options
R R A H C I D
Ecological Benefits to the General Public G n L L
CdILF ARCN17'EC71lRE
• The opportunity to minimize manicured golf turf and create additional Oak Savanna habitat is a clear
win -win for both non - golfers and golfers alike:
• By minimizing outputs on the golf course, Braemar's carbon footprint will decrease.
• Non - golfing citizens of Edina as well as golfers will be able to enjoy the benefits of an increased
Oak Savanna habitat.
• Braemar's restored native plant communities will require fewer inputs for maintenance, fertilizer and
pest control because they are well adapted to Minnesota's climate.
• Braemar's restored native plant communities provide habitat for birds, wildlife, and pollinators which
promote healthy and diverse ecological systems.
• Braemar's restored native plant communities will improve stormwater infiltration, which reduces
erosion and recharges groundwater.
• Braemar's restored native plant communities will also stabilize steep slopes and shorelines, further
preventing erosion. This leads to cleaner surface water and healthier systems.
TRADITION ♦ ENJOYMENT ♦ CHARACTER ♦ PASSION
0 0
Alternative Renovation Options
R C H A R D
Ecological Benefits to the General Public G I A R a E 1. L
• Residents of Edina have expressed a strong desire for more trails and accessible open spaces. Native
plant communities will provide an attractive and welcoming background for these activities.
• There will be many educational opportunities surrounding the golf course, including educational
signage and potential for park- or school - programmed activities.
• Restoring and connecting native habitats within the Braemar property to the larger context of the
ecological area comprised by the City of Edina will strengthen and make more resilient the natural
systems that provide a vibrant and healthy environment for Edina's citizens.
• Connecting and expanding trails at Braemar to the Hennepin County network represents a broader,
more systematic approach that invites more users to enjoy the amenities Braemar provides its citizens.
TRADITION ♦ ENJOYMENT ♦ CHARACTER ♦ PASSION
0 i •
Alternative Renovation Options
R I C H A R D
In Conclusion: A Win -Win Situation for Edina G0��°
Option 1 (27 Holes) will provide three championship nine -hole loops of equal quality:
• More enjoyable due to proper placement of hazards, wider fairways, Tee Shot Distance Equity.
• Easier to maintain with improved infrastructure (drainage, irrigation, golf course features).
• Greatly improve the ecological quality of Braemar Park.
• Allow for nine holes to provide a separate outlet for:
• Beginning golfers in busy times.
• Regular golfers while golf outings utilize the other eighteen holes.
Option 4 (18 Holes) will provide a brand new championship 18:
• Maximize the site to create the best possible golf holes the site will yield.
• More enjoyable due to proper placement of hazards, wider fairways, Tee Shot Distance Equity.
• Easier to maintain with improved infrastructure (drainage, irrigation, golf course features).
• Increased opportunity for ecological gain.
• Provide space for additional site uses.
• Less golf round supply needed for fiscal responsibility.
TRADITION ♦ ENJOYMENT ♦ CHARACTER ♦ PASSION