HomeMy WebLinkAbout2018 04-11 Work Session Packets Agenda
Planning Commission Work Session
City of Edina, Minnesota
City Hall, Community Room
Wednesday, April 11, 2018
5:30 PM
I. Call To Order
II. Roll Call
III. Commission Presentations
IV. Adjournment
The City of Edina wants all residents to be comfortable being part of the public
process. If you need assistance in the way of hearing amplification, an
interpreter, large-print documents or something else, please call 952-927-8861
72 hours in advance of the meeting.
2018 Comprehensive Plan Update
Commission Instructions r p
WORK OBJECTIVES
Commissions are being asked to:
1. Review and analyze policies and goals outlined in the 2008 Comprehensive Plan to
determine their current relevancy
2. Identify which existing 2008 policies and goals should be:
a. eliminated or retained
b. retained and modified
c. completely re-written or
d. created for inclusion in a current chapter and/or new chapter
3. Engage with other commissions
a. identify overlapping topics/issues
b. work together to determine relevancy of each other goals and policies
c. assist with writing additional goals and policies
4. Make recommendations to policies, goals and/or the addition of content
a. Commissions will meet report on recommendations at a Planning Commission
work session.
b. Schedule:
March 28
Heritage Preservation Commission (5:30pm)
Transportation Commission (5:50pm)
Energy and Environment Commission (6:15pm)
April 11
Parks and Recreation Commission (5:30pm)
Arts and Culture Commission (6:15pm)
April 25
Community Health Commission (5:30pm)
Human Rights and Relations Commission (6:15pm)
5. Final Commission Review and Comment
a. Each commission will review a draft of the 2018 Comprehensive plan and provide
final comments back to the Planning Commission.
b. Expected timeline: July 2018
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INSTRUCTIONS & TIMELINE Nom;..,::, /411 M ;
October I 1 A 2008 Comprehensive Plan chapter(s) will be given to the ► Objective 1 i
I 2017 Commission whose work is most closely related. For example,
members of the Edina Transportation Commission will receive the
Transportation Chapter from the 2008 Comprehensive Plan.
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(► November 1 Commissions will discuss their chapter(s), giving attention to goals 1 Objective 1
i 2017 policies at the conclusion of each chapter to determine their
) current relevancy. It is anticipated that the discussions will include
critical evaluations of the goals and policies using the following
considerations and documents:
► Changes that have taken place since the 2008
Comprehensive Plan
Examples of changes include: Economy, Environment,
Demographics, Housing, etc.
1 Vision Edina 2015 and Big Ideas Report (2017)
Commissions should review chapters through the
eight Vision Edina strategic focus area lenses.
► Additional Edina Guiding Documents
1 Chamber of Commerce—Economic
i Development/Stakeholder Engagement Analysis 1
(January 2017)
Quality of Life Survey (August 2017)
Living Streets Plan (2015)
Affordable Housing Policy (2015)
Parks, Recreation and Trails Strategic Plan (2015)
Metropolitan Council System Statement for the City of
Edina (2015)
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► November / Determine if the goals and policies outlined in 2008's 1 Objective 2 1
2017 Comprehensive Plan should be:
eliminated or retained
retained and modified
completely re-written or
created for inclusion in a current chapter and/or
new chapter
► Dec 2017/ / Engage with other to discuss overlapping issues and assist i ► Objective 3
Jan 2018 with writing appropriate goals and policies.
I
`1 Jan/Feb / Complete work objectives 1 Objective
20181,2,3
1 March ► Make recommendations to policies, goals and/or the / Objective 4
1 2018 addition of content
Commissions will present recommendations to
I the Planning Commission at March work
I sessions.
► July 2018 ► Review and Comment on draft 2018 Comprehensive Plan / Objective 5
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2008 COMPREHENSIVE PLAN CHAPTERS
A Commission will be provided a chapter(s) as the lead reviewer. This does not mean
Commission's cannot provide input on other chapters AND there may be cases when a
Commission creates content that might be better served by its own chapter. The 2008
chapters includes:
Land use
Transportation
Housing
Water Resources
Parks
Health
Heritage Preservation
Sustainability
Community Facilities and Services
Chapter Responsibility Chart:
We will look to Commissions for input on chapters most closely related to the goals and
missions of the Commission. The chart designates the chapter or chapters your commission will
be asked to focus on.
Chapter Title Commission(s)
Community Profile Human Rights and Relations Commission
Community Health Commission
Landuse & Community Design Planning Commission
Housing Human Rights and Relations Commission
Heritage Preservation Heritage Preservation Commission
Transportation Transportation Commission
Water Resources Management Energy and Environment Commission
Parks, Open Space and Natural Resources Parks and Recreation Commission
Arts and Culture Commission
Energy, Environment, and Resilience* Energy and Environment Commission
Community Services and Facilities Parks and Recreation Commission
Community Health Commission
Human Rights and Relations Commission
Arts and Culture
2018 Comp Plan — Edina Park & Recreation Department (EPRD) Draft ,
(Dated April 4,2018)
A. Introduction / Current conditions
Intro to be amended by consultant for cohesion across various
chapters of the Comp Plan. (Following draft content is drawn from
Introduction section 2.0 of the 2015 Strategic Plan - page 21.)
The City of Edina operates one of the most well-regarded parks and
recreation systems in the metropolitan Twin Cities. Edina is a first
ring suburb of Minneapolis that has been fully developed for a
number of years. While there are few opportunities for major
expansion or acquisition, the system continues to be improved with
targeted additions, partnerships, and innovations in operations. This
system, along with numerous programs and collaborations with local
youth sports associations, greatly contribute to the quality of life in
the City of Edina.
The Vision of EPRD is "To be recognized as having Minnesota's
premiere parks, recreation and trails system that provides unrivaled
opportunities to maximize Edina's quality of life by nurturing the
health and well-being of our people, our community, our
environment and our economy." In fulfillment of that vision, the
EPRD Mission Statement is "To 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."
Currently, the EPRD oversees 43 parks and open spaces totaling
more than 1,550 acres, and operates 9 facilities, which include the
Edina Aquatic Center, Art Center, Braemar Ice Arena and Sports
Dome, Braemar Golf Courses, Braemar Golf Dome, Centennial Lakes
Park, Edinborough Park, Arneson Acres Park, and the Edina Senior
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Center. Park amenities include baseball and softball diamonds;
football, soccer and lacrosse fields; basketball, tennis, pickle ball and
bocce ball courts; outdoor skating rinks; playground equipment for
young children, including an adaptive playground; a community
garden; and both winter warming houses and summer picnic
shelters. The Department also maintains over eight miles of scenic
pathways for bicycling, walking, jogging, cross-country skiing,
snowshoeing and soon mountain biking.
In 2015, the EPRD completed a Strategic Plan to guide priorities,
plans and decisions over the next 10+ years. Our 2018
Comprehensive Plan is structured around the five key Development
Areas from that 2015 Strategic Plan. Content in the Comp Plan is
structured as policy statements, with action items applicable to
policies.
B. Natural Resources and Sustainable Parks
Intent: Protect, enhance, engage and restore our urban forests,
natural areas and water resources to sustain a healthy, diverse and
balanced natural environment for all to enjoy and understand.
a. Every new Master Park Plan in Edina will include a section on
how to best promote, improve or maintain our natural
resources.
i. Action: Establish a Natural Resources Conservation and
Management Plan focused on natural resources,
shorelines and wildlife habitat. Include in near term
(first 1-3 years) annual action plan. Recommend
appropriate budget to accomplish.
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ii. Action: All park plans will include an examination of
energy use, water runoff and management, solid waste
management and invasive species control.
b. Control of invasive species will remain an important priority
in maintenance planning across city owned property.
i. Action: Prioritize the deployment of educational
content to our community on how to recognize and
eradicate invasive species on private property.
ii. Action: Dedicate funding for the accomplishment of
this policy.
c. Wildlife will be nurtured and protected. Animal and bird
populations that are considered a threat to public health or
safety, or may be considered hazardous to the environment
or infrastructure within Edina, will be proactively managed.
The Edina Police Department owns the accountability to
provide this service to the community. It is the intent of the
EPRD to support this effort as it impacts wildlife as a natural
resource.
i. Action: Develop awareness of the list of species to be
considered to ensure a balanced approach in this area:
Pollinators, coyotes, turkeys, geese, rabbits, etc.
ii. Action: Partner with the Edina Police Department to
clearly understand the role EPRD can play to develop,
communicate and execute a plan to manage select
species.
iii. Action: Establish metrics to track progress. Partner
with surrounding communities to engage in best
practices and share resources.
d. Exhibit leadership in the area of sustainability in our park
system to support the health of our parks and open spaces.
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i. Action: Participate in local, regional or national efforts
to better understand the impact of climate change.
ii. Action: Develop a sustainability scorecard to guide
meaningful actions to protect Edina's green assets.
iii. Action: Consider GHG (Greenhouse Gas) impact by
reviewing options to utilize solar power on playing field
or ice rink lights, as well as making facility roofs solar
panel ready.
iv. Action: Emphasize recycling in our parks and enterprise
facilities.
C. Parks, Open Spaces and Trails
Intent: 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
residents to engage in healthy activities.
a. Devote a minimum of 15% of Edina's land area to parkland
and open space.
i. Action: Match increasing density of commercial and
residential growth with the creation of new parks and
open spaces, or connections to existing nearby parks.
b. Edina's park assets are improved when they connect to
neighboring communities, as well as individual interior and
regional trails within the City.
i. Action: Develop the concept of the "Grand Rounds"
that will connect all quadrants of Edina via well-
developed walking / biking trails.
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ii. Action: Work with Transportation Commission to
consider an Edina public transport circulator electric
bus.
c. Walking and Biking trails are a community priority and
should be part of any new or revised Park Master Plan with
the intent to maximize when feasible.
i. Action: Work to meet NRPA guidelines that indicate a
need for 15-20 miles of additional trails.
ii. Action: Ensure that the diversity of our community is
addressed through trails accessible for seniors, youth
and people with disabilities.
iii. Action: Consider the community interest in
exercise/fitness or additional nature trails, in addition
to existing walking and biking trails.
d. All parks designated Community or Special Use to have an
updated Master Plan every ten years to guide use, growth,
improvements and new development.
i. Action: Evaluate and prioritize parkland designated as
Community Park space when increasing parkland.
ii. Action: Consider additional multi-purpose athletic
fields when evaluating future growth or utilization of
parks and green space.
e. The City of Edina intends to promote "neighborhood nodes"
that become focal points for community activity.
i. Action: Review how community gardens in our parks
and green spaces would help support this policy.
ii. Action: Proactively engage neighborhood associations
in planning and upkeep of associated parks and green
space.
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iii. Action: Work toward providing a park or green space
within one mile walking distance to all residents in
Edina.
f. It is the preference of the City to maintain and, when
feasible, increase its current park and open space property.
Situations may arise where the sale, swap or disposal of such
property is deemed in the best interest of the City. Any such
opportunity will be treated on a case by case basis.
g. ERPD will be intentional to add works of art that are
carefully integrated into parks and open spaces.
i. Action: Work collaboratively with the Arts and Culture
Commission and Public Art Edina to develop and
execute a plan that adds art to enhance these public
spaces.
D. Recreation Facilities
Intent: Provide safe, clean and reliable facilities and program spaces
that provide users the highest level of value which support their health
and wellness, while supporting financial sustainability for the City in the
future.
a. EPRD will maximize the use of enterprise facilities primarily,
but not exclusively, for Edina residents.
b. Enterprise assets are intended to be fee-based revenue
generating facilities supporting programs that collectively
cover all expenses, including capital investments, land
purchases and all operating expense.
c. Exhibit leadership in matching facility space and utilization
with the future needs of our community.
i. Action: Assess NRPA guidelines that indicate our
community "need" for an additional 60,000 square
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feet of facility space, such as an activity center to
support both winter and year round recreational
programs.
ii. Action: Ensure bathroom facilities meet the needs of
community users and are ADA compliant.
E. Recreation Programs
Intent: Develop, provide and manage recreation programs to
support the community's need for health and wellness, individual
skill development, and community connectivity in a safe and
enjoyable environment.
a. Recreation programs will emphasize Edina as a learning
community.
b. Recreation programs will exhibit a balance of inclusion
across generations, skills, economic conditions and seasons.
c. Recreation programs will include aspects of art, culture,
health, sustainability and also support unstructured
recreation.
d. Prioritize program development focused on enhancing
health and activity for all ages, while providing special
consideration for our youth population.
e. The majority of our recreation programs are intended to be
fee-based, in alignment with segmented value and
populations served. Full recovery of all expenses is not
necessarily expected.
F. Finance and Management
Intent: Provide and encourage use of parks, trails, facilities, and
programs that deliver on the community's expectations for a safe and
enjoyable experience while keeping the infrastructure of the system in
a quality state.
a. EPRD provides a high level of park maintenance to achieve
all aspects of our EPRD vision.
i. Action: Develop plans, budgets and services to execute
required activity.
ii. Action: Maintain or replace existing park infrastructure
in a timely, cost effective manner.
b. Partnerships will be explored and utilized when appropriate
to provide new services or facilities to Edina residents.
i. Action: Explore partnerships within five miles of Edina
that would offer access to additional outdoor athletic
fields.
ii. Action: Explore partnerships to expand indoor exercise
and fitness facilities for Edina residents.
iii. Action: Partner with the Edina School System in order
to best utilize facility, field and program assets to meet
community needs.
c. EPRD is open to novel and unique ideas and opportunities to
enhance financial leverage.
i. Action: Explore alternative funding to support growth
and accomplish our objectives (mission).
d. EPRD is committed to ensuring its plans, programs and
facilities consider Inclusion and Diversity across a broad
range of implications to our community.
e. When planning and making improvements, EPRD will
consider impact to the brands of both the City of Edina and
its park system.
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X.1 Introduction
The City of Edina is well-known for excellence in quality of life, education, and parks
and recreational facilities. In Edina and similar communities, there is a growing
expectation that arts, culture, and creative expression are equally important to a vibrant
and strong community. As highly-valued aspects of everyday life, arts and culture make
substantial contributions to livability, the local economy, and cultural industry
competitiveness. To this end, the Edina Comprehensive Plan 2018 includes - for the
first time - a stated commitment to arts and culture as part of the essential objectives
for the City of Edina.
As Edina moves into the next ten years, facing myriad changes in demographics and
shifts to economic realities, the community can build cohesion and resilience based in
part on the positive impact of arts and culture.
The highest-priority objectives for arts and culture are:
1. Improve dedicated venues for arts and culture in Edina, including a new Edina
Art Center, in order to double the number of residents who actively participate in
arts and culture activities.
2. Incorporate arts and culture into planning and implementation processes, through
strong collaborative partnerships between the Arts and Culture Commission and
other Edina commissions and associations.
3. Develop and implement a long term strategy to increase and sustain funding for
arts and culture initiatives across Edina.
The City of Edina stands to benefit immensely from an intentional and deliberate
approach to weave arts and culture into the very fabric of the community, engaging as
many people as possible, and serving the city's overall strategic goals.
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i. Action: Prioritize the use of web-based applications
and communications in how we engage and
communicate with our community.
ii. Action: Evaluate adding Wi-Fi connectivity to all parks
and enterprise facilities.
f. EPRD will build strong connections with established
neighborhood organizations to best understand and serve
specific needs in those areas (nodes).
g. To ensure transparency, accountability and sustainability of
Edina assets, Enterprise facilities will renew long term
business plans every third year for presentation to the PARC
and approval by the Edina City Council. Annual reviews of
performance against plan will be conducted by EPRD staff
and a small PARC working group, appropriate with the end
of each Enterprise facility season.
h. Benchmarking will be used to assess progress against our
Vision.
i. Action: Use benchmarking on the following items to
maintain or achieve our strategic objectives:
1. Remain leaders in:
a. Park acreage / resident
b. Ice sheet facilities
c. Operating expense cost recovery
2. Improve comparable position in:
a. Trails and total trail mileage
b. Capital budget level and funding sources
c. Expenditures on planning and development
d. Rectangular athletic fields
3. Consider future positioning for:
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serve the broad Edina community and perhaps
surrounding communities.
b. List of 43 parks and open spaces
c. NRPA: National Recreation and Park Association
d. Natural resources in this document is considered to be
resources that exist without human intervention, such as
land, soil, air, water, forests and other vegetation, and
wildlife.
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X.2 Current Conditions: Historic Contexts and
Inventory
The City of Edina's Vision Statement describes the community as a " ... preeminent
place for living, learning, raising families and doing business," and also speaks to a
"livable environment" as a distinguishing hallmark not only for our residents, but also for
those who work here and those who choose Edina as an entertainment destination.
During the past 10 years covered by the most-recent comprehensive plan (2008-2018)
the City of Edina has moved well beyond its basic role of providing residential
neighborhoods that have effective supporting services. In fact, Edina has steered
toward innovative growth and development, such as:
• Commercial areas that offer more dining options
• New entertainment venues and unique shopping zones
• Places to relax, exercise, and enjoy our best-in-class lifestyle, including excellent
parks, trails and green spaces
Moving into the next decade, Edina is poised to build on these accomplishments while
at the same time continuing to increase the quality of its livable environment. One of the
most-impactful ways to do this is to weave arts and culture into the fabric of the Edina
community.
Interestingly, it's getting more difficult to define "arts and culture" as we move into the
21st century. The national strategy firm LaPlaca Cohen conducts an ongoing
longitudinal study called Culture Track, which is a national survey of people's attitudes,
motivators and barriers to taking part in cultural experiences. Over time, respondents
have demonstrated a vastly expanded definition of culture, which now includes not only
traditional art forms, including opera, symphony concerts, ballet and art museums; but
also street fairs, food trucks, culinary arts, and popular music festivals. Audiences now
describe culture as any activity that makes a person " ... question what you already
know; bringing people who may not think they have much in common together; and
broadening horizons, understanding life situations and helping me learn about other
peoples in the world."
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When discussing the value of arts and culture to people, at both a community-level and
to wider society, people typically begin with its intrinsic value: how arts and culture
illuminate our inner lives and enrich our emotional world. In addition, it is understood
that arts and culture has a wider impact on our economy, education, health and well-
being, and community-building. In fact, arts and culture is a valuable strategic resource.
Edina has an opportunity to apply that resource in exciting and effective ways.
In the white paper titled "Creative Placemaking," commissioned by The Mayors' Institute
on City Design, the co-authors Markuson and Gadwa report on the results of extensive
research on placemaking that is led by arts and culture, finding:
• Cities and neighborhoods no longer compete for major infrastructure
commitments nor aspire to move up an urban hierarchy of look-alikes. Instead,
they look beyond physical alterations and pay more attention to the animation of
places with cultural and economic activity.
• Significant arts and cultural investments revitalize local economies, create and
provide jobs, nurture local businesses, and stabilize neighborhoods.
• Arts-anchored revitalization encourages families and companies—even those
without ties to the arts—to commit to place and to participate actively in remaking
where they live and work.
• Local arts offerings—public art, murals, art parades, art fairs and crawls,
museums, performances, and open studio nights—offer people an opportunity to
enjoy and participate.
• Federal research shows arts and cultural participants are more likely to be
civically engaged in their communities than non-participants, even after
controlling for other factors (2006, National Endowment for the Arts).
• A culture-based initiative is best when it is appropriate to local circumstances, not
simply a replica of what other cities and towns are doing. The best projects
nurture distinctive qualities and resources that already exist in a community and
can serve community members while also drawing in visitors and new
businesses.
The role of arts and culture in this broad context is to increase the value of living in,
working in and exploring Edina, from the perspective of personal and communal
experiences, as well as economic impact. By taking an informed and strategic approach
to incorporating arts and culture even more deeply into the community, Edina has an
opportunity to build upon its strengths and achieve its aspirational vision.
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What is an arts and culture strategy? Why incorporate arts
and culture into the comprehensive plan?
There are two significant reasons for incorporating arts and culture into the City of
Edina's 2018 comprehensive plan: direct benefits to the community and positive
economic impact.
Arts and Culture Offer Direct Benefits to a Community
Research has demonstrated many benefits to a community and its citizens when the
arts and art centers are present and readily accessible. Arts and culture can:
• Build community identity, pride and status
• Activate a vibrant community, where people of all ages are connected to one
another
• Increase the sense of welcoming, promote neighborhood cultural diversity, and
create inclusive communities
• Improve people's sense of belonging to a community
• Bring people together who might not otherwise come into contact with each
other, increasing empathy and tolerance of others, and building social networks
• Increase livability, which attracts people (especially visitors and highly-skilled
workers)
• Reduce stress, improve happiness, increase physical health
• Attract businesses and increase economic investment
Source: Joshua Guetzkow, How the Arts Impact Communities, 2002, Princeton
University Center for Arts and Cultural Policy Studies.
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Arts and Culture Drive Positive Economic Impact
Arts and culture have been shown to contribute to the economic vitality of a community.
Studies have shown the positive impact that a strong portfolio of activities and
destinations has on other businesses, including retail, hospitality and services. For
example:
• In a 2015 study completed by the Washington, DC organization Americans for
the Arts, data demonstrated that the nonprofit arts and culture sector is "... a
substantial industry in the State of Minnesota generating $1.2 billion in total
economic impact annually."
• Creative MN has reported that the total economic impact of arts and culture on
the City of Minneapolis alone totals $541 million, a number which includes both
direct expenditures by arts organizations along with spending by audiences.
• When a community attracts cultural tourists, it harnesses significant economic
rewards. Researchers from Americans for the Arts estimate that 85.6 percent of
the City of Minneapolis' 7.8 million nonprofit arts attendees were residents of the
Seven-County Twin Cities Metro Area, with 14.4 percent were non-residents.
Non-resident attendees spend an average of 52 percent more per person than
local attendees ($39.16 vs. $25.82) as a result of their attendance to cultural
events. As would be expected from a traveler, higher spending was typically
found in the categories of lodging, meals, and transportation.
The data indicates that a vibrant arts community not only keeps residents and their
discretionary spending close to home, it also provides jobs and attracts visitors who
spend money and help local businesses thrive.
What is the vision for arts and culture in Edina?
In taking the long view, the opportunity to deeply embed arts and culture into the Edina
community inspires a vision of the future, so that in ten years' time:
• Edina is known as a community that embraces arts and culture, weaving it into all
aspects of daily life.
• The experience of living in Edina is integrated with art, culture, expression and
creativity.
• Edina has expanded and redefined arts and culture and what these terms mean
and accomplish within our community.
• Edina has significantly increased the number of people who appreciate, engage
with, and create arts and culture.
• Arts and culture in Edina are accessible and inclusive of all members of the
community, playing an important role in building bridges to create stronger, more
collaborative and diverse communities.
• Edina expresses that it places a high value on arts and culture through
prioritization and sustainable funding streams.
• Edina is seen as a "creative city," with a clear positive impact on livability,
diversity, and economic development, as well as increased safety, aesthetics,
expressiveness, and environmental stewardship, all to the benefit of the people
who live, work, and visit.
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Edina has a strong history of arts and cultural activities. Many are clearly identifiable:
• Edina Art Center
• Public Art Edina
• The annual Edina Art Fair
• The John Philip Sousa Memorial Band concerts
• The annual Edina Fall into the Arts Festival
• The Edina Historic Museum in Arneson Acres Park
• Edina Reads program
• Edina High School plays and concerts (such as the annual Pops concert)
• Morningside After Dark poetry and music events
• The Edina Theater
• Centennial Lakes Park summer concerts
• Edina Student Art Show at the Edina Library
• The Edina High School Teen Art Salon at the Edina Art Center
• Edina's collection of award-winning artworks
Other arts and cultural activities in Edina may appear a bit more subtle, such as:
requirements for design elements in new buildings, the historic preservation of the
Edina Country Club District, and city-wide signage. Our parks, trails and green spaces
also contribute to the beauty and artistic impact the city offers. As a community, we
recognize the need to create visual appeal throughout our City's tangible assets and to
enliven our public spaces with performances, art installations and participatory activities
for all ages and abilities.
Dedicated Venues and Spaces
Foremost among the venues dedicated to arts and culture in our community is the
Edina Art Center (EAC). The EAC opened in 1976 and has since expanded twice (in
1990, then again in 1997), at its location at 4701 W. 64th Street, one mile west of
Southdale Center on the frontage road south of Highway 62. The EAC building has a
total of 10,150 square feet on three levels, including 10 classrooms/studios and two
small display galleries. The EAC is open 52 weeks per year, and currently serves 2,800
people annually with over 230 different class offerings, 14 exhibitions, and nearly 100
different summer camps for children. In addition, 27 events are programmed by the
EAC that are held outside the facility that draw an estimated 33,000 additional
participants per year.
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The EAC is one of six enterprise facilities owned and operated by the City of Edina
within the Parks and Recreation Department, along with the Braemar Golf Course and
Dome, Edinborough Park and Aquatic Center, Braemar Ice Arena, Centennial Lakes
Park and the Senior Center. The EAC is considered to be an 'arts affiliate', owned by
the City of Edina - a municipality that operates under the Plan B form of government. As
such, the EAC has benefitted from years of stable financial support, and has not had to
carry the overhead costs and intensive work effort of independent fund-raising activities.
At present, the EAC is not proposing any changes to this arrangement (i.e., no shift to
another governance model, such as a 501(c)(3) nonprofit organization) without first
conducting extensive research and planning.
The EAC employs a full-time general manager plus1 full-time and 9 part-time staff. In
addition, nearly 50 art teachers are employed during the year for specific classes, along
with another 5 part-time assistants, interns and facilities staff. The current annual
operating budget is $727k, and earned revenues total just under$500k.
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For the last 40+ years, the Edina Art Center has served people of all ages and abilities
with exhibitions and classes in the fine arts, including pottery and clay sculpture,
watercolor, drawing, painting, jewelry, photography, printmaking, and classes for youth.
The EAC has an outstanding reputation for arts-making experiences, with the pottery
and ceramics classes especially top-notch and popular. Available classes and camps
are typically sold out in rapid fashion, often with a waiting list of eager participants.
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Three separate, independent studies conducted recently all concluded that an improved
EAC is vital to the City of Edina:
• 2012 Sutton Report found that the Edina Art Center was a cherished community
asset but had challenges to remain competitive in the market, including building
design and size, ADA compliance issues, circulation, and location. Two
outcomes of the Sutton Report were the formation of the Arts and Culture
Commission and the hiring of a full-time Edina Art Center director.
• 2014 Schuler Shook analysis of physical space found that the Edina Art Center
lacked sufficient size to meet its needs or allow for growth.
• 2016 Grandview Task Force proposed to build a community center on the 3.3
acre Grandview site. That project featured a new and larger art center, along with
a senior center, recreation spaces and underground parking. While the final
proposed cost of the project exceeded the preference of many in Edina, the
proposal clearly indicated the importance and viability of a new art center.
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The current Edina Art Center is facing several challenges, all related to the limitations of
the existing facility.
1. The size of the facility is small and inflexible. As a result, the class and studio
offerings are neither able to meet current demand nor adapt to future growth.
2. The facility is not compliant with the Americans with Disabilities Act. Individuals
with physical disabilities, whether temporary or permanent, cannot fully navigate
the space.
3. The location is out-of-the-way, not on or near public transit, and relatively difficult
to find. The surrounding area has very little foot traffic, and no nearby businesses
or amenities.
4. Supply of available classes and camps - limited by the constraints listed above -
is unable to meet demand, which decreases potential earned revenue.
Of the more than 2,800 participants who use the EAC facilities each year, approximately
65% reside outside of Edina. By developing a new EAC, there is an opportunity to grow
the number and percentage of Edina residents taking part. For example, if we assume
that fewer than 1000 Edina residents actively use the EAC each year, then we currently
attract less than 2% of the community. Increasing that percentage is an achievable goal
in a new, improved, and accessible EAC with a greater number of offerings.
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Additional key venues in the City of Edina that currently offer community participation in
arts and culture activities include: The Edina Promenade, Centennial Lakes Park,
Braemar Park, and the 50th and France Business District. Moving forward, Edina will
benefit from further development and activation at each of these three venues as
designated and recognized centers of art and culture activities. In addition, Edina can
explore the potential of identifying and creating additional core venues. In this way,
Edina can increase the visibility and participation rates in arts and culture activities by
utilizing and re-purposing the significant amount of public and park space already at our
disposal.
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Art and Artists in Edina
The City of Edina owns a collection of original works of art, referred to as the Public Art
Edina Permanent Collection. The collection originated in the early 1990s as part of the
activities of the Edina Public Art Committee (now called Public Art Edina). With
assistance from the Edina Community Foundation and the review of the Edina Arts and
Culture Commission, works of art are submitted for review and approval by the Edina
City Council for acceptance into the Collection.
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The Public Art Edina Permanent Collection includes a variety of objects, including:
stained glass (2 story window at Edina City Hall), sculpture (glass, steel, bronze, rock,
marble and limestone, Black Belgian marble, ceramic), photographs, watercolors,
pastels, mixed media, and oil paintings. The Collection is displayed throughout Edina:
City Hall, Edina Senior Center, Edina Art Center, Hennepin County Library Edina
Branch, Edina Promenade, Centennial Lakes Park, 50th & France Business District,
Grandview Square Park, and Southview Middle School gymnasium.
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There are currently 40 works of art in the Public Art Edina Permanent Collection. The
Collection is documented at the Edina Art Center (in a binder of information about each
work of art in the collection) and information shared with the public on the Edina Art
Center portion of the City of Edina website.
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Future use of this valuable collection will provide for greater exposure and appreciation
across Edina. Adding works of art to areas of high traffic in commercial zones can
enhance the feel and ambience of these locations.
Collaboration on design that includes City of Edina staff and commissions working with
businesses and developers would ensure that these venues are available and designed
for exhibition of the collection.
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The City of Edina is rich with artistic talent and home to many strong supporters of arts
and culture. There are a number of practicing visual artists, musicians, actors and
directors, and writers, several of whom have been nationally recognized and award-
winning, who reside in Edina. Deeper relationships between these artists and the
community can be developed with a program of frequent and welcoming events that
connect these individuals with Edina residents.
Edina benefits when arts and culture are incorporated into daily life. As part of
demonstrating shared values across the community, the City of Edina - in collaboration
with artists and other creative thinkers - can develop a set of recommendations as part
of the planning process that include spaces and opportunities to display works of art,
venues for performances, and other dedicated community spaces where residents and
visitors can share experiences of arts and culture that enhance Edina's quality of life.
Arts and Culture Commission
The Edina Arts and Culture Commission was established in May 2013 to help build a
vibrant community through art and culture, as the Edina City Council finds that the
encouragement and enhancement of the arts in Edina is vital to the social and cultural
well-being of the City and its residents. The Edina Arts and Culture Commission is, by
City Ordinance, a formalized independent advisory board of the Edina City Council.
Along with the Edina Art Center staff, this working Commission guides and supports
general development of artistic initiatives in the City of Edina, including the Edina Art
Center. The Commission provides recommendations to the City Council concerning
collaboration, communication, facilities, activities and programs in arts and cultural
activities.
The Edina Arts and Culture Commission is eager and excited to work in close
collaboration with the City of Edina Government and all other City Commissions to
incorporate the perspective and advantages of arts and culture across Edina, using the
conceptual framework of"How can we help?"
a. Help make Edina an outstanding community in every respect.
b. Help sustain excellent quality of life.
c. Help drive economic impact.
d. Help the community adapt to changes over time.
e. Help teach tolerance and empathy through cultural exchange and
exposure.
f. Help other Edina Commissions complete their assigned tasks, from the
perspectives of creative placemaking and community-building.
g. Help ensure that any culture-based efforts in Edina are matched to the
community's distinctive qualities and resources.
Summary of Current Conditions
Edina has a strong history of dedicated venues and highly-regarded annual activities
that provide arts and cultural experiences to thousands of people. Research has
demonstrated that these types of resources and activities provide direct benefits to a
community and offer lasting, positive economic impact. A community with vibrant arts
and culture keeps residents and their discretionary spending close to home, and also
provides jobs and attracts visitors who spend money and help local businesses thrive.
In addition, the City of Edina is rich with artistic talent and home to many strong
supporters of the arts. By taking a coordinated, strategic approach to arts and culture
over the next ten years, Edina will utilize existing resources and develop addition
venues and initiatives that serve to embed arts and culture deeply into the community.
This will increase the value of living in, working in, and visiting Edina.
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X.3 Trends and Challenges
Trends
There are a number of current and near-horizon trends that will have an impact on the
way that arts and culture are incorporated into daily life in Edina. Chief among these
include:
1. Demographic trends for Minnesota and Edina point to increased diversity.
2. As population diversity increases, Edina will be facing issues of inclusion, equity,
and accessibility around characteristics such as race, class, culture, and creed.
3. Population density is likely to increase.
4. Interest in lifelong learning continues to grow, with people seeking experiences
that inform and inspire.
5. Aging - especially aging in place - is another demographic trend on the horizon,
and one that particularly affects Edina. Ensuring accessibility for all is key.
6. The definition of"culture" is evolving rapidly and now includes a range of
experiences and activities that involve events at which people gather and
interact, in what has been termed a "meeting of like-minded strangers".
7. Art as activism is increasingly apparent, with artists responding to current events
and community changes.
8. Technology and social media continue to change rapidly; we can know more and
find it fast, but we can also become isolated and be susceptible to phenomena
like fake news or scams.
9. There is also a push back against technology, which recognizes the value of
face-to-face contact (examples include local meetup groups or the maker
culture).
It is important to take note of trends that may be specific to the Edina community:
1. Shifting demographics and politics - Edina is becoming more heterogeneous,
with more points of view which can differ significantly on some pertinent issues.
2. Commercial development and changes are taking place and/or are planned for
areas such as Southdale, 50th and France, Grandview, and Pentagon Park.
3. Edina has an increasing commitment to walkability and bike-ability.
Challenges
There are a number of current and near-horizon challenges/opportunities that will have
an impact on the way that arts and culture are incorporated into daily life in Edina. Chief
among these include:
1. There is an established need for a new Edina Art Center. Demand currently out-
paces supply, and at present only 35% of customers are Edina residents. There
is a strong opportunity to increase both the overall customer base and the
percentage of Edina residents taking part in the offerings of the Edina Art Center.
2. There can be tension between property development and maintaining the status
quo. This will have an impact on potential location of a new art center, along with
its cost and potential revenue. As population density increases, there is a need
for an intentional approach to design that allows for necessary change, but
respects history and local neighborhood identity.
3. Resistance to change remains relatively high in Edina, requiring a thoughtful,
creative, and community-engaged process.
4. Funding for arts and culture remains a challenge. There are opportunities in
Minnesota, such as the Legacy Funding, that might be tapped. It is important for
arts and culture efforts in Edina to take a strategic and planned approach to fund-
raising and sustainable funding models.
5. The governance model for the Edina Art Center has been under discussion. It
would benefit both the City and the EAC to finalize the best approach and then
operationalize it.
6. There are risks in the local retail sectors: reduction in bricks and mortar retail
stores, likely increase in experiential customer focus, more restaurants and
entertainment venues.
7. Transportation undergoing changes, including: hybrid and electric cars, additional
light rail lines and services, and the likely implementation of assisted and/or
autonomous vehicles.
8. There are unresolved questions about real estate, such as: Is the region on the
cusp of another "housing bubble"?Will home prices see drastic reductions in the
coming years? Is Edina affordable for individuals and families across a variety of
income levels?
Summary of Trends and Challenges
Edina is changing, along with the rest of the region and the country. As demographics
shift and the community evolves, Edina is becoming more heterogeneous, and the
investment in efforts that are inclusive and accessible will provide value. While change
can be hard for any community, this can be eased when leaders are aware of the trends
and challenges, so that they can anticipate and plan for the impact they will have on the
city. Specific to arts and culture in Edina, there is a need for a new Edina Art Center and
a challenge to find the best approach to achieve a sustainable funding model.
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X.4 Goals and Policies: Arts and Culture
As Edina looks forward into the next ten years, there are six major goals for arts and
culture that take into account the Trends and Challenges listed above along with the
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Objectives (major goals)
1. Improve and maintain dedicated spaces and venues for arts and culture,
including a new Edina Art Center, with expanded offerings and enhanced
accessibility in a space that is dedicated to the arts.
2. Leverage the Edina Arts and Culture Commission (ACC). Form strong and
enduring collaborative partnerships between the ACC and other Edina
commissions and associations to incorporate arts and culture into planning and
implementation processes.
3. Expand and continue to drive awareness of and participation in Edina's Public Art
program and art collection.
4. Distribute and promote arts and culture across Edina (not just at the Edina Art
Center) to provide opportunities for people to come together in the creation and
celebration of art and culture, building inclusive communities.
5. Establish a formal role for artists and other creative thinkers to participate in
forward-looking plans for Edina.
6. Decide on and implement the necessary funding and governance plans for
supporting arts and culture in Edina.
Taken together, these six objectives will serve to enrich community life in Edina,
drawing in participation from residents and non-residents alike. The result of this is to
reinforce the positive image of Edina as a preeminent place to live, work and visit.
X.5 Implementation
The City of Edina compiles annual work plans to strive toward shared objectives, with all
initiatives compiled into lists of effective tactics. The tactics for arts and culture
(presented below) are paired with the objectives from the previous section.
Recognizing that ten years is a long time frame, the following potential tactics are listed
with an understanding that they may shift and evolve over time and in response to
changing conditions or unforeseen circumstances.
Tactics - Potential Work Plan Items
Objective 1 - Improve and maintain dedicated spaces and venues for arts and culture,
including a new Edina Art Center, with expanded offerings and enhanced accessibility in
a space that is dedicated to the arts. Potential work plan items include:
a. Increase the number of exhibitions and performances at multiple venues across
Edina (ongoing)
b. Increase the number of classes and other opportunities to participate in arts and
culture (near-term)
c. Build a new Edina Art Center (EAC): Choose site, establish financial plan,
complete construction (long-term)
d. Increase the percentage of Edina residents utilizing the EAC, from a baseline of
less than 2% to a goal of more than 5% by 2028 (long-term)
e. Create an annual event that highlights an important individual or work of art that
is specific to the history/development of Edina (near-term)
Objective 2 - Leverage the Edina Arts and Culture Commission (ACC). Form strong and
enduring collaborative partnerships between the ACC and other Edina commissions
and associations to incorporate arts and culture into planning and implementation
processes. Potential work plan items include:
a. Develop strong relationship between the ACC and the other City of Edina
Commissions (ongoing)
b. Develop strong relationship between the ACC and the Edina Chamber of
Commerce and other local business associations (near-term)
c. Develop strong relationship between the ACC and the Edina Library (near-term)
d. Develop strong relationship between the ACC and the Edina Historical Society
and Museum (near-term)
e. Develop strong relationship between the ACC and the Edina Community
Foundation (near-term)
f. Develop strong relationship between the ACC and Edina Community Education
(near-term)
g. Develop strong relationship between the ACC and other community groups and
organizations that embrace arts and culture, such as churches, schools, and
senior homes.
Objective 3 - Expand and continue to drive awareness of and participation in Edina's
Public Art program and art collection. Potential work plan items include:
a. Implement Student Sculpture Competition in K-5 Edina Schools (ongoing)
b. Work with each Edina neighborhood to understand perspectives and ideas for
public art and creative placemaking that is specific to location (near-term)
c. While maintaining the outdoor sculptures that have long been a part of Public Art
Edina, also incorporate new expressions of public art (examples might include:
works of art that involve light, sound, and/or movement; 100 foot table for
individuals to eat together and engage during the Fall into the Arts Festival;
public performances; multi-season or season-specific experiences to celebrate
the region's four distinct seasons; something unique to Edina akin to the sidewalk
poetry in St. Paul, MN) (near-term and long-term)
Objective 4 - Distribute and promote arts and culture across Edina (not just at the Edina
Art Center) to provide opportunities for people to come together in the creation and
celebration of art and culture, building inclusive communities. Potential work plan items
include:
a. Through strong collaboration with the Edina Parks and Recreation Commission,
develop and maintain a successful Art in the Parks program (ongoing)
b. Develop a successful traveling art classroom - such as an "Art Truck" similar in
concept to the popular food truck phenomenon (near-term)
c. Create and maintain an online calendar listing all arts and culture activities in
Edina (near-term)
d. Working in collaboration with Edina Parks and Recreation Commission, select
one Edina park per year that is recognized as an arts and culture destination with
displays, classes and activities (near-term)
e. Working in collaboration with Edina Parks and Recreation Commission, continue
to support and look to expand successful arts and culture activities in several
parks each summer that target a range of age groups, including preschoolers,
school-aged children, families, young adults and adults of all ages (long-term)
Objective 5 - Establish a formal role for artists and other creative thinkers to participate
in forward-looking plans for Edina. Potential work plan items include:
a. Work in strong collaboration with the Edina City Council and Mayor to establish
an effective working model for including the perspective of arts and culture as a
meaningful contribution to decision-making and creative placemaking (near-term)
b. Based upon 5a above: establish a review panel for design as it pertains to new
buildings and other structures constructed in Edina (near-term and long-term)
c. Based up 5a above: establish a review panel to focus on City policies,
ordinances and statutes from the perspective of arts and culture, in order to
make recommendations (near-term and long-term)
d. Select individuals to participate on the panels listed in 5b and 5c above (long-
term)
e. Utilize the skills and connections of the individuals selected in 5d to enliven and
strengthen Edina neighborhoods through outreach and communication with
residents, including community artists, to understand specific goals for arts and
culture and other designed elements of the neighborhood environment (long-
term)
f. Pending funding, enhance the experience and visibility of arts and culture in
Edina through artist-in-residence, writer-in-residence, and/or musician-in-
residence programs.
Objective 6 - Decide on and implement the necessary funding and governance plans for
supporting arts and culture in Edina. Potential work plan items include:
a. Plan for financial sustainability, such as the creation of a benefactor group which
can generate contributed revenue to accelerate the role and importance of the
Arts and Culture in Edina (near-term)
b. Determine the feasibility of and decide whether or not to create a 501(c)(3)
nonprofit organization (or similar structure) to oversee and coordinate the Edina
Art Center and/or other arts and culture venues and activities (ongoing)
c. Investigate sources for ongoing funding for the appropriate maintenance of the
works of art in the Public Art Edina Permanent Collection, and recommend next
steps (near-term)
d. Coordinate the efforts of the Arts and Culture Commission and the Planning
Commission to research the feasibility and -where practical - implement effective
methods to increase funding for arts and culture in Edina via local development
fees and/or sales and use taxes. For an illustrative example of a similar
approach, see the SCFD model used in Denver, Colorado.
e. Establish consistent revenue base, earned and contributed, to support arts and
culture initiatives in Edina (long-term)
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The inclusion of a chapter dedicated to arts and culture as part of the 2018 City of Edina
Comprehensive Plan is a powerful statement that recognizes the importance of arts,
culture, and creative expression -which are as valuable to a vibrant and strong
community as its quality of life, education, parks and recreational facilities. By
incorporating strategies and objectives for arts and culture that are thoughtfully woven
into the fabric of Edina, the plan increases the benefits to residents and visitors, and
works in support of achieving the inspirational vision for the city as a "... preeminent
place for living, learning, raising families and doing business".