HomeMy WebLinkAboutAppendix C1 Edina Park PlanCity of Edina
PARK, RECREATION AND TRAILS
STRATEGIC PLAN
CONSULTANTS
COMMUNITY STAKEHOLDERS
A number of key stakeholders from the Community have provided
invaluable input into the creation of this Strategic Plan including:
School/ Community Ed. Groups
Athletic Associations
Arts and Culture
Top 10 Business Organizations
Environmental Groups
Neighborhood Groups
Agency Commissions
Civic Groups
City Staff
Park Maintenance Staff
Confluence
Pros Consulting, Inc.
BARR Engineering Company
292 Design Group, Inc.
RSP Dreambox
PARKS DEPARTMENT
Ann Kattreh - Director
Susan Faus - Asst. Director
Eric Boettcher - Recreation Supervisor
Amanda Holle - Recreation Supervisor
Donna Tilsner - Recreation Supervisor Seniors
Patty McGrath - General Manager - Edinborough Park & Aquatic Center
Tom Shirley - General Manager - Centennial Lakes
Joseph Abood - General Manager - Braemar Golf
Susie Miller - General Manager - Braemar Arena
Michael Frey - General Manager - Edina Art Center
PAST COUNCIL
Josh Sprague
Joni Bennett
2 | CITY OF EDINA
ACKNOWLEDGEMENTS
CITY COUNCIL
James Hovland - Mayor
Mary Brindle
Kevin Staunton
Bob Stewart
Ann Swenson
PARK BOARD
Dan Gieseke - Chair
Brenda McCormick - Vice Chair
Cathy Cella
Gerry Greene
Susan Jacobson
Ellen Jones
Louise Segreto
Koren Hawk Nelson
Julie Strother
Greg Good
Asef Chowdhury - Student Member
Graham Colwell - Student Member
PAST PARK BOARD
David Deeds
Tom Downing
Keeya Steel
Asef Chowdhury - Student Member
Graham Colwell - Student Member
TABLE OF CONTENTS
PARKS, RECREATION & TRAILS STRATEGIC MASTER PLAN | 3
STRATEGIC PLAN DOCUMENT
Acknowledgements 2
Table of Contents 3
Glossary of Terms & Abbreviations 5
1.0 Executive Summary 7
2.0 Introduction 21
3.0 Edina Today 27
4.0 Edina Tomorrow 51
5.0 Strategy and Plan 65
COMMUNITY NEEDS ASSESSMENT DOCUMENT
People
1.0 Community Profile 5
2.0 Community Input 21
3.0 Trends Analysis 31
Places
4.0 Park System Classifications and Assessments 49
4.1 Natural and Water Resources 51
4.2 Park, Open Space, and Trails 71
4.3 Facilities and Buildings 93
4.4 Branding, Signage, and Wayfinding 109
4.5 Program Assessments 123
4.6 Operational and Financial Management 155
Comparisons
6.0 Benchmarking 169
7.0 Level of Service 181
4 | CITY OF EDINA
APPENDICES
Appendix A - Implementation Framework A-1
Appendix B - Park Assessments B-1
Mini Parks B-5
Neighborhood Parks B-25
Community Parks B-55
Special Use Parks B-79
Appendix C - Enterprise & Special Use Facilities Assessments C-1
Appendix D - Park Building Assessments D-1
Appendix E - Finance and Management Planning Templates E-1
Appendix F - 2014 Edina Community Facility Inventory F-1
Reference Information G-1
GLOSSARY OF TERMS & ABBREVIATIONS
B3 - Buildings, Benchmarks & Beyond Guidelines - State of MN guidelines for sustainability of general bond funding projects
within the State.
BMP - Best Management Practice (referring to stormwater practices for the sake of this document)
CAPRA - Commission for Accreditation of Park and Recreation Agencies
CWRMP - Comprehensive Water Resources Management Plan
DNR - Department of Natural Resources
EAB - Emerald Ash Borer
EPRB - Edina Parks and Recreation Board
ESRI - an international supplier of Geographic Information System software, web GIS and geodatabase management applications
FEMA - Federal Emergency Management Agency
FFE - Furniture, Fittings, and Equipment
FTE - Full Time Equivalents
GIS - Geographic Information System
LEED - Leadership in Energy and Environmental Design
LOS - Level of Service Standards
MCWD - Minnehaha Creek Watershed District
MPCA - The Minnesota Pollution Control Agency
MPI - Market Potential Index
NMCWD - Nine Mile Creek Watershed District
NRPA - National Recreation and Park Association
SITES - Sustainable Sites Initiative
SFIA - Sports and Fitness Industry Association
STORMWATER - is water that originates during precipitation evens and snow and ice melt.
SWOT - Strengths, Weaknesses, Opportunities, and Threats
WAYFINDING - encompasses all of the ways in which people orient and navigate from place to place
UFTF - Urban Forestry Task Force (City of Edina Initiative)
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PARK, RECREATION & TRAILS STRATEGIC MASTER PLAN | 7
1.0
EXECUTIVE SUMMARY
EXECUTIVE SUMMARY
8 | CITY OF EDINA
PROJECT PROCESS
The foundation of the Strategic Plan was the compilation of a number of different
public input sessions, stakeholder input, staff and city official insight, and consultant
experience and expertise. It was important to engage community members who enjoy
participating in the planning process and encourage participation among those members
that typically do not contribute. The consultant team conducted a series of 14 focus
groups with key stakeholders of the Department. Focus groups took place in December
of 2014, and solicited valuable input from more than one hundred individuals.
Participants included residents, community leaders, business owners, recreation
providers, athletic associations, civic groups, neighborhood associations, environmental
organizations, departmental staff, maintenance staff, City Council, the Executive
Leadership Team, and the Park Board. The information received from these community
input processes was applied to the overall planning process and was combined with
the expertise of the consultant team, benchmarking data, standards from the National
Recreation and Parks Association and best practices from other communities. This
is critical when accurately articulating the true unmet needs, addressing key issues,
providing recommendations for change, and strategizing to move the Department
forward for optimum results.
The Community Values Model ™ was modified to provide the foundations of the Edina
Parks Recreation and Trails Strategic Plan. The Community Values Model ™ is an
innovative process to utilize comprehensive public input and insight in a meaningful
way. Input, guidance, and values from key community leaders, stakeholders, and
the general public were used to create overall guiding principles and values of the
community related to the delivery of parks, recreation facilities, and program services.
The model is then used as the basis for developing or reaffirming the vision, mission,
and goals for the strategic plan. The strategic objectives address unique areas of parks
and recreation planning that guide the plan.
EXECUTIVE SUMMARY
PARKS, RECREATION & TRAILS STRATEGIC PLAN | 9
EDINA TODAY
COMMUNITY PROFILE
Community profile looked at demographics and similar providers in order to help
understand what Edina is today and how they could potentially be tomorrow. This is
an important step to evaluate how the Edina Parks and Recreation Department (EPRD)
is meeting the needs of current residents and what gaps or opportunities are present
now, and compared to projected demographics in the future. Overall, findings from this
analysis inform the plan’s strategic recommendations to keep the EPRD relevant to the
population of today and tomorrow.
Demographics
Although Edina is growing in size rather slowly, it is aging at a notable pace – with
nearly half of the population projected to be 55 or older by the year 2029. Income
characteristics reflect levels above state and national rates, suggesting cost is less of a
barrier to parks and recreation activities than in other communities. The demographics
analysis clearly suggest that addressing Edina’s aging population should be a focus for
EPRD now and into the future.
Similar Providers
The similar provider analysis is intended to help the Department understand and
plan their role in delivering parks and recreation services amid the landscape of other
providers from the public, private, and nonprofit sectors. The analysis identifies
potential gaps and overlaps in service delivery and helps the City assess their market
share. It can also be used as a tool for the Department to stay competitive in terms of
pricing, location, time, and quality of service.
One of the key findings from the analysis shows that EPRD is one of the community’s
few providers of Adaptive Recreation and Adult Athletic programming. And while there
are multiple providers of Youth Athletic programming, most do so in collaboration with
the EPRD. Areas for ongoing monitoring and coordination include Arts, Senior, Special
Event, and Youth programming.
COMMUNITY ENGAGEMENT
A critical element of the parks and recreation master planning process is community
engagement, which is necessary to effectively deliver a community-oriented parks
and recreation system. A balanced, open, and collaborative engagement process builds
community-wide trust in the plan and the planning process. Community engagement for
this project was carefully planned in order to accurately capture all major community
needs and included conducting focus groups, public workshops, stakeholder and staff
interviews, and a statistically-valid community survey. Several needs and desired
amenities were identified. This list of items and programs was utilized throughout the
EXECUTIVE SUMMARY
10 | CITY OF EDINA
Strategic Plan’s analysis to inform recommendations and all of the analysis was combined to distinguish between “wish list” items and
those that are critical to meeting EPRD’s mission and values.
Through the exploration of the focus group meetings, the community workshop and the community survey, the following were identified
as priorities:
• Walking and Biking Trails are a high priority amongst the community, and supported by the City of Edina Park and Recreation staff. Mountain bike trails have also been shown to have strong support.
• The community and the Department would like to see increased natural areas within parks, including nature trails, and invasive species control (such as Buckthorn).
• The Department has been praised for the outstanding service to youth recreation, however with the aging community in mind, many residents would like to see more opportunities for seniors and passive recreation in the parks.
• Parking is at a premium at parks hosting organized sports.
• An indoor fitness facility is desired by some in the community, including an indoor walking/jogging track and an indoor pool.
• Budget and funding is a high priority. It was expressed that alternative funding sources should be explored.
• Park signage and wayfinding methods are in need of improvement.
• The Department leadership is praised and there is an overall satisfaction with the Edina Parks System.
LEADERS AMONG BENCHMARKS IN:
• Park acreage/ resident
• Ice sheet facilities
• Cost recovery for operating expenses
AVERAGE AMONG BENCHMARKS IN:
• Operations budget
• Capital budget
• Staffing (operations and programming)
• Rectangular athletic fields
• Trails and total trail mileage (near
bottom third)
BEHIND AMONG BENCHMARKS IN:
• Indoor recreation space
• Capital budget sources
• Expenditures distributed to planning
and development
BENCHMARK ANALYSIS
A benchmark analysis provides a side-by-side look between EPRD and similar,
industry-leading park and recreation systems nationwide in terms of park acreage,
recreation facilities, staffing levels, budget, and a variety of other operational metrics.
A total of eight benchmark agencies were selected for comparison to Edina based
upon comparable demographic characteristics and best practice recognition, such as
earning accreditation from the Commission for Accreditation of Park and Recreation
Agencies (CAPRA), and placing as finalists or winners of the National Recreation and
Park Association (NRPA) Gold Medal Award. While differences exist in how each
agency tracks and reports data, the overall objective of the benchmark analysis is to
understand how Edina compares to these peer agencies on key system characteristics
and operational measures. Benchmarking is just one of several technical assessment
tools used by the planning team to develop recommendations that are specific to Edina’s
unique circumstances and issues.
Results from the benchmark analysis show that Edina is a leader in providing park
acreage per resident; in providing ice sheet facilities; and cost recovery for operating
expenses. The city ranks in the middle of the benchmark range in terms of operational
budget; capital budget; staffing; and rectangular athletic fields. Edina lags behind
other benchmark communities in indoor recreation space; trail mileage; capital budget
sources; and distribution of expenditures for planning and development.
PARKS, RECREATION & TRAILS STRATEGIC PLAN | 11
EXECUTIVE SUMMARY
LEVEL OF SERVICE
The Level of Service Analysis (LOS) produces guidelines that inform investment decisions related to parks, facilities and
other built amenities. It puts Edina’s inventory of parkland and facilities in terms of “units per population” and creates
recommendations based upon National Recreation and Park Association (NRPA) guidelines; recreation activity participation
rates reported by the Sports & Fitness Industry Association’s (SFIA) 2014 Study of Sports, Fitness, and Leisure Participation
as it applies to activities that occur in the United States and in the Edina area; community and stakeholder input; the 2014
Community Needs Assessment Survey; and the planning team’s observations. The LOS analysis can also help identify future
gaps in facilities and services compared to demographic projections. The following is the LOS summary for Edina.
PARKS RECREATION & TRAILS STRATEGIC MASTER PLAN | 99
PARK SYSTEM ASSESSMENT PARK SYSTEM ASSESSMENT
98 | CITY OF EDINA
Edina Level of Service Standards
PARKS: Anticipated Future Park Development 2014 - 2019
Park Type Edina Inventory Meet Standard/
Need Exists Future Amenity Developments Total
2014-2019
Meet Standard/
Need Exists
Mini Parks 16.95 0.35 acres per 1,000 0.50 acres per 1,000 Need Exists 7 Acre(s)- - Need Exists 8 Acre(s)
Neighborhood Parks 93.31 1.92 acres per 1,000 1.75 acres per 1,000 Meets Standard - Acre(s)- - Meets Standard - Acre(s)
Community Parks 319.88 6.58 acres per 1,000 7.00 acres per 1,000 Need Exists 21 Acre(s)- - Need Exists 34 Acre(s)
Special-Use Parks 760.36 15.64 acres per 1,000 11.00 acres per 1,000 Meets Standard - Acre(s)- - Meets Standard - Acre(s)
Open Space/Greenway 191.43 3.94 acres per 1,000 4.50 acres per 1,000 Need Exists 27 Acre(s)- - Need Exists 36 Acre(s)
Total Park Acres 1,381.93 28.42 acres per 1,000 24.75 acres per 1,000 Meets Standard - Acre(s)- - Meets Standard - Acre(s)
OUTDOOR AMENITIES:
Picnic Pavilions (Small & Medium)7.00 1.00 site per 6,947 1.00 site per 5,000 Need Exists 3 Sites(s)- - Need Exists 3 Sites(s)
Pavilions (Large & Indoor)3.00 1.00 site per 16,209 1.00 site per 10,000 Need Exists 2 Sites(s)- - Need Exists 2 Sites(s)
Baseball Fields 11.00 1.00 field per 4,421 1.00 field per 4,000 Need Exists 1 Field(s)- - Need Exists 2 Field(s)
Softball Fields 11.00 1.00 field per 4,421 1.00 field per 4,000 Need Exists 1 Field(s)- - Need Exists 2 Field(s)
Multi-Use Field (Soccer/Lacrosse/Football/Rugby) (Youth Size) 12.00 1.00 field per 4,052 1.00 field per 3,500 Need Exists 2 Field(s)- - Need Exists 2 Field(s)
Multi-Use Field (Soccer/Lacrosse/Football/Rugby) (Adult Size) 9.00 1.00 field per 5,403 1.00 field per 3,500 Need Exists 5 Field(s)Fields at Pamela Park 4.00 Need Exists 1 Field(s)
Outdoor Basketball Courts 9.00 1.00 court per 5,403 1.00 court per 4,000 Need Exists 3 Court(s)- - Need Exists 4 Court(s)
Tennis Courts 13.00 1.00 court per 3,740 1.00 court per 4,000 Meets Standard - Court(s)- - Meets Standard - Court(s)
Indoor Ice Sheets 3.00 1.00 site per 16,209 1.00 site per 15,000 Meets Standard - Sites(s)- - Meets Standard - Sites(s)
Outdoor Ice Sheets 23.00 1.00 site per 2,114 1.00 site per 2,500 Meets Standard - Sites(s)- - Meets Standard - Sites(s)
Playgrounds (Youth & Tot)27.00 1.00 site per 1,801 1.00 site per 2,000 Meets Standard - Site(s)- - Meets Standard - Site(s)
Dog Parks 1.00 1.00 site per 48,626 1.00 site per 30,000 Need Exists 1 Site(s)- - Need Exists 1 Site(s)
Volleyball Pit 1.00 1.00 site per 48,626 1.00 site per 20,000 Need Exists 1 Site(s)- - Need Exists 2 Site(s)
Skate Board Area 1.00 1.00 site per 48,626 1.00 site per 40,000 Meets Standard - Site(s)- - Meets Standard - Site(s)
Multi-Use Trails (Miles) 13.82 0.28 miles per 1,000 0.75 miles per 1,000 Need Exists 23 Mile(s)Nine-Mile Creek Trail & Pamela Park Trail 8.95 Need Exists 15 Mile(s)
Community Gardens 1.00 1.00 site per 48,626 1.00 site per 50,000 Meets Standard - Site(s)- - Meets Standard - Site(s)
Disc Golf Courses 1.00 1.00 site per 48,626 1.00 site per 40,000 Meets Standard - Site(s)- - Meets Standard - Site(s)
Outdoor Pools 1.00 1.00 site per 48,626 1.00 site per 40,000 Meets Standard - Sites(s)- - Meets Standard - Sites(s)
INDOOR AMENITIES:
Recreation Centers (Square Feet)42,000.00 0.86 SF per person 2.00 SF per person Need Exists 55,252 Square Feet - - Need Exists 59,008 Square Feet
48,626
50,504
Notes:
2014 Estimated Population
2019 Estimated Population
2014 Inventory - Developed Facilities 2014 Facility Standards 2019 Facility Standards
Current Service Level based upon population Recommended Service Levels;Revised for Local Service Area Additional Facilities/Amenities Needed Additional Facilities/Amenities Needed
Figure 8.1 - Level of Service Standards (LOS)
LEVEL OF SERVICE
STANDARDS
Level of Service Standards (LOS) are
guidelines that define service areas based
on population that support investment
decisions related to parks, facilities, and
amenities. LOS can and will change over
time as the program lifecycles change and
demographics of a community change.
The consultant team evaluated park
facility standards using a combination
of resources. These resources included
National Recreation and Park Association
(NRPA) guidelines, recreation activity
participation rates reported by the Sports &
Fitness Industry Association as it applies to
activities that occur in the U.S. and the City
area, community and stakeholder input,
findings from the community-wide survey
and general observations. This information
allowed standards to be customized to the
City of Edina (Figure 8.1).
These standards need to be viewed as a
guide. The standards are to be coupled
with conventional wisdom and judgement
related to the particular situation and
needs of the community. By applying
these facility standards to the population
of Edina, gaps and surpluses in park and
facility/ amenity types are revealed. As
one can see there are many needs to be met
in the present and future. The standards
outlined are not aggressive, but are
conservative.
When looking at needs, the design
team focused on the 2019 projections.
These projections allowed for planning
suggestions to be made that would allow
time for implementation. The following
park amenities were shown to have a needs
that exist:
PARKS RECREATION & TRAILS STRATEGIC MASTER PLAN | 99
PARK SYSTEM ASSESSMENT PARK SYSTEM ASSESSMENT
98 | CITY OF EDINA
Edina Level of Service Standards
PARKS: Anticipated Future Park Development 2014 - 2019
Park TypeEdina Inventory Meet Standard/
Need Exists Future Amenity Developments Total
2014-2019
Meet Standard/
Need Exists
Mini Parks 16.95 0.35 acres per 1,000 0.50 acres per 1,000 Need Exists 7 Acre(s)- - Need Exists 8 Acre(s)
Neighborhood Parks 93.31 1.92 acres per 1,000 1.75 acres per 1,000 Meets Standard - Acre(s)- - Meets Standard - Acre(s)
Community Parks319.88 6.58 acres per 1,000 7.00 acres per 1,000 Need Exists 21 Acre(s)- - Need Exists 34 Acre(s)
Special-Use Parks760.36 15.64 acres per 1,000 11.00 acres per 1,000 Meets Standard - Acre(s)- - Meets Standard - Acre(s)
Open Space/Greenway191.43 3.94 acres per 1,000 4.50 acres per 1,000 Need Exists 27 Acre(s)- - Need Exists 36 Acre(s)
Total Park Acres1,381.93 28.42 acres per 1,000 24.75 acres per 1,000 Meets Standard - Acre(s)- - Meets Standard - Acre(s)
OUTDOOR AMENITIES:
Picnic Pavilions (Small & Medium)7.00 1.00 site per 6,947 1.00 site per 5,000 Need Exists 3 Sites(s)- - Need Exists 3 Sites(s)
Pavilions (Large & Indoor)3.00 1.00 site per 16,209 1.00 site per 10,000 Need Exists 2 Sites(s)- - Need Exists 2 Sites(s)
Baseball Fields11.00 1.00 field per 4,421 1.00 field per 4,000 Need Exists 1 Field(s)- - Need Exists 2 Field(s)
Softball Fields 11.00 1.00 field per 4,421 1.00 field per 4,000 Need Exists 1 Field(s)- - Need Exists 2 Field(s)
Multi-Use Field (Soccer/Lacrosse/Football/Rugby) (Youth Size) 12.00 1.00 field per 4,052 1.00 field per 3,500 Need Exists 2 Field(s)- - Need Exists 2 Field(s)
Multi-Use Field (Soccer/Lacrosse/Football/Rugby) (Adult Size) 9.00 1.00 field per 5,403 1.00 field per 3,500 Need Exists 5 Field(s)Fields at Pamela Park 4.00 Need Exists 1 Field(s)
Outdoor Basketball Courts9.00 1.00 court per 5,403 1.00 court per 4,000 Need Exists 3 Court(s)- - Need Exists 4 Court(s)
Tennis Courts13.00 1.00 court per 3,740 1.00 court per 4,000 Meets Standard - Court(s)- - Meets Standard - Court(s)
Indoor Ice Sheets3.00 1.00 site per 16,209 1.00 site per 15,000 Meets Standard - Sites(s)- - Meets Standard - Sites(s)
Outdoor Ice Sheets23.00 1.00 site per 2,114 1.00 site per 2,500 Meets Standard - Sites(s)- - Meets Standard - Sites(s)
Playgrounds (Youth & Tot)27.00 1.00 site per 1,801 1.00 site per 2,000 Meets Standard - Site(s)- - Meets Standard - Site(s)
Dog Parks1.00 1.00 site per 48,626 1.00 site per 30,000 Need Exists 1 Site(s)- - Need Exists 1 Site(s)
Volleyball Pit1.00 1.00 site per 48,626 1.00 site per 20,000 Need Exists 1 Site(s)- - Need Exists 2 Site(s)
Skate Board Area1.00 1.00 site per 48,626 1.00 site per 40,000 Meets Standard - Site(s)- - Meets Standard - Site(s)
Multi-Use Trails (Miles) 13.82 0.28 miles per 1,000 0.75 miles per 1,000 Need Exists 23 Mile(s)Nine-Mile Creek Trail & Pamela Park Trail 8.95 Need Exists 15 Mile(s)
Community Gardens1.00 1.00 site per 48,626 1.00 site per 50,000 Meets Standard - Site(s)- - Meets Standard - Site(s)
Disc Golf Courses1.00 1.00 site per 48,626 1.00 site per 40,000 Meets Standard - Site(s)- - Meets Standard - Site(s)
Outdoor Pools 1.00 1.00 site per 48,626 1.00 site per 40,000 Meets Standard - Sites(s)- - Meets Standard - Sites(s)
INDOOR AMENITIES:
Recreation Centers (Square Feet)42,000.00 0.86 SF per person 2.00 SF per person Need Exists 55,252 Square Feet - - Need Exists 59,008 Square Feet
48,626
50,504
Notes:
2014 Estimated Population
2019 Estimated Population
2014 Inventory - Developed Facilities 2014 Facility Standards 2019 Facility Standards
Current Service Level based upon population Recommended Service Levels;Revised for Local Service Area Additional Facilities/Amenities Needed Additional Facilities/Amenities Needed
Figure 8.1 - Level of Service Standards (LOS)
LEVEL OF SERVICE
STANDARDS
Level of Service Standards (LOS) are
guidelines that define service areas based
on population that support investment
decisions related to parks, facilities, and
amenities. LOS can and will change over
time as the program lifecycles change and
demographics of a community change.
The consultant team evaluated park
facility standards using a combination
of resources. These resources included
National Recreation and Park Association
(NRPA) guidelines, recreation activity
participation rates reported by the Sports &
Fitness Industry Association as it applies to
activities that occur in the U.S. and the City
area, community and stakeholder input,
findings from the community-wide survey
and general observations. This information
allowed standards to be customized to the
City of Edina (Figure 8.1).
These standards need to be viewed as a
guide. The standards are to be coupled
with conventional wisdom and judgement
related to the particular situation and
needs of the community. By applying
these facility standards to the population
of Edina, gaps and surpluses in park and
facility/ amenity types are revealed. As
one can see there are many needs to be met
in the present and future. The standards
outlined are not aggressive, but are
conservative.
When looking at needs, the design
team focused on the 2019 projections.
These projections allowed for planning
suggestions to be made that would allow
time for implementation. The following
park amenities were shown to have a needs
that exist:
PARKS RECREATION & TRAILS STRATEGIC MASTER PLAN | 99
PARK SYSTEM ASSESSMENT PARK SYSTEM ASSESSMENT
98 | CITY OF EDINA
Edina Level of Service Standards
PARKS: Anticipated Future Park Development 2014 - 2019
Park TypeEdina InventoryMeet Standard/
Need Exists Future Amenity Developments Total
2014-2019
Meet Standard/
Need Exists
Mini Parks 16.95 0.35 acres per1,000 0.50 acres per1,000 Need Exists 7 Acre(s)- - Need Exists 8 Acre(s)
Neighborhood Parks 93.31 1.92 acres per1,000 1.75 acres per1,000 Meets Standard - Acre(s)- - Meets Standard - Acre(s)
Community Parks319.88 6.58 acres per1,000 7.00 acres per1,000 Need Exists 21 Acre(s)- - Need Exists 34 Acre(s)
Special-Use Parks760.36 15.64 acres per1,000 11.00 acres per1,000 Meets Standard - Acre(s)- - Meets Standard - Acre(s)
Open Space/Greenway191.43 3.94 acres per1,000 4.50 acres per1,000 Need Exists 27 Acre(s)- - Need Exists 36 Acre(s)
Total Park Acres1,381.93 28.42 acres per1,000 24.75 acres per1,000 Meets Standard - Acre(s)- - Meets Standard - Acre(s)
OUTDOOR AMENITIES:
Picnic Pavilions (Small & Medium)7.00 1.00 site per6,947 1.00site per5,000 Need Exists 3 Sites(s)- - Need Exists 3 Sites(s)
Pavilions (Large & Indoor)3.00 1.00 site per16,209 1.00site per10,000 Need Exists 2 Sites(s)- - Need Exists 2 Sites(s)
Baseball Fields11.00 1.00 field per4,421 1.00field per4,000 Need Exists 1 Field(s)- - Need Exists 2 Field(s)
Softball Fields 11.00 1.00 field per4,421 1.00field per4,000 Need Exists 1 Field(s)- - Need Exists 2 Field(s)
Multi-Use Field (Soccer/Lacrosse/Football/Rugby) (Youth Size) 12.00 1.00 field per4,052 1.00field per3,500 Need Exists 2 Field(s)- - Need Exists 2 Field(s)
Multi-Use Field (Soccer/Lacrosse/Football/Rugby) (Adult Size) 9.00 1.00 field per5,403 1.00field per3,500 Need Exists 5 Field(s)Fields at Pamela Park 4.00 Need Exists 1 Field(s)
Outdoor Basketball Courts9.00 1.00 court per5,403 1.00court per4,000 Need Exists 3 Court(s)- - Need Exists 4 Court(s)
Tennis Courts13.00 1.00 court per3,740 1.00court per4,000 Meets Standard - Court(s)- - Meets Standard - Court(s)
Indoor Ice Sheets3.00 1.00 site per16,209 1.00site per15,000 Meets Standard - Sites(s)- - Meets Standard - Sites(s)
Outdoor Ice Sheets23.00 1.00 site per2,114 1.00site per2,500 Meets Standard - Sites(s)- - Meets Standard - Sites(s)
Playgrounds (Youth & Tot)27.00 1.00 site per1,801 1.00site per2,000 Meets Standard - Site(s)- - Meets Standard - Site(s)
Dog Parks1.00 1.00 site per48,626 1.00site per30,000 Need Exists 1 Site(s)- - Need Exists 1 Site(s)
Volleyball Pit1.00 1.00 site per48,626 1.00site per20,000 Need Exists 1 Site(s)- - Need Exists 2 Site(s)
Skate Board Area1.00 1.00 site per48,626 1.00site per40,000 Meets Standard - Site(s)- - Meets Standard - Site(s)
Multi-Use Trails (Miles) 13.82 0.28 miles per1,000 0.75miles per1,000 Need Exists 23 Mile(s)Nine-Mile Creek Trail & Pamela Park Trail 8.95 Need Exists 15 Mile(s)
Community Gardens1.00 1.00 site per48,626 1.00site per50,000 Meets Standard - Site(s)- - Meets Standard - Site(s)
Disc Golf Courses1.00 1.00 site per48,626 1.00site per40,000 Meets Standard - Site(s)- - Meets Standard - Site(s)
Outdoor Pools 1.00 1.00 site per48,626 1.00site per40,000 Meets Standard - Sites(s)- - Meets Standard - Sites(s)
INDOOR AMENITIES:
Recreation Centers (Square Feet)42,000.00 0.86 SF perperson 2.00SF perpersonNeed Exists 55,252 Square Feet - - Need Exists 59,008 Square Feet
48,626
50,504
Notes:
2014 Estimated Population
2019 Estimated Population
2014 Inventory - Developed Facilities 2014 Facility Standards 2019 Facility Standards
Current Service Level based upon populationRecommended Service Levels;Revised for Local Service Area Additional Facilities/Amenities Needed Additional Facilities/Amenities Needed
Figure 8.1 - Level of Service Standards (LOS)
LEVEL OF SERVICE
STANDARDS
Level of Service Standards (LOS) are
guidelines that define service areas based
on population that support investment
decisions related to parks, facilities, and
amenities. LOS can and will change over
time as the program lifecycles change and
demographics of a community change.
The consultant team evaluated park
facility standards using a combination
of resources. These resources included
National Recreation and Park Association
(NRPA) guidelines, recreation activity
participation rates reported by the Sports &
Fitness Industry Association as it applies to
activities that occur in the U.S. and the City
area, community and stakeholder input,
findings from the community-wide survey
and general observations. This information
allowed standards to be customized to the
City of Edina (Figure 8.1).
These standards need to be viewed as a
guide. The standards are to be coupled
with conventional wisdom and judgement
related to the particular situation and
needs of the community. By applying
these facility standards to the population
of Edina, gaps and surpluses in park and
facility/ amenity types are revealed. As
one can see there are many needs to be met
in the present and future. The standards
outlined are not aggressive, but are
conservative.
When looking at needs, the design
team focused on the 2019 projections.
These projections allowed for planning
suggestions to be made that would allow
time for implementation. The following
park amenities were shown to have a needs
that exist:
Figure 1.1 - Level of Service Summary
EXECUTIVE SUMMARY
12 | CITY OF EDINA
PARK CLASSIFICATIONS
It is important to classify the types of parks located within Edina to understand what
functions and facilities currently provided in comparison to those recommended by
the National Recreation and Park Association (NRPA). These classifications are based
on NRPA definitions; staff and consultant analysis; and field visits. Defining park
classifications helps establish a standard for level of service to the residents and future
recommendations on facility development or improvement. The parks were grouped
and categorized to assist in planning efforts, level of service expectation, as well as
future planning efforts (e.g. facilities standards, maintenance needs, etc.). Figure 1.2
shows the classifications of ERPD parks and the recommended service area.
ENTERPRISE FACILITIES
Braemar Braemar Golf Course Braemar Arena Braemar FieldCentennial LakesEdinboroughRosland Edina Aquatic Center
Edina Art Center
SPECIAL USE PARKS AND
FACILITIES
Arneson AcresBraemarBredesenEdina PromenadeFrank Tupa ParkNine Mile Creek TrailVan ValkenburgYorktownSenior Center
COMMUNITY PARKS
Creek ValleyFred RichardsGarden ParkHighlandsLewisPamelaToddWalnut Ridge
NEIGHBORHOOD PARKS
AldenArdenCornelia SchoolCountrysideNormandaleStrachauerUtleyWeberWooddale
MINI PARKS
Birchcrest Browndale ChowenFox MeadowHeightsLake EdinaMcGuireMelody LakeRobert J. KojetinSherwoodSt. John’sTingdaleWilliams
York
Figure 1.2 - Park Classification Map
PARKS, RECREATION & TRAILS STRATEGIC PLAN | 13
EXECUTIVE SUMMARY
PARK SYSTEM ASSESSMENTS
The following systems were assessed by staff and the consultant team to identify issues and provide recommendations and strategies
to create and maintain a level of excellence in the future. Natural resources and sustainable parks; parks, open spaces and trails;
recreation facilities; recreation programs; and finance and management were studied in depth with recommendations created for system
improvements.
The full assessment findings and analysis can be found in the Community Needs Document with detailed inventories of each park
located in the Appendix B. These key systems are crucial to maintaining and improving the efficiency and quality of the facilities
and services offered by EPRD. The following table is a summary of key recommendations resulting from the assessments. These
key recommendations provide considerable input into developing the Strategic Plan Implementation Framework and priority project
identification.
KEY RECOMMENDATIONS FROM ASSESSMENTS
NATURAL
RESOURCES &
SUSTAINABLE PARKS
1. Hire a Natural
Resource Manager
to guide natural
resource efforts.
2. Complete a Natural
Resource Inventory
(NRI) for the City.
3. Provide greater access
to natural areas for
passive recreation and
interpretation.
4. Protect and improve
Edina’s water
resources
5. Provide more
environmenatal
educational
opportunities.
6. Prepare for impacts of
climate change.
PARKS, OPEN
SPACES & TRAILS
1. Build a multi-use trail
loop to connect parks.
2. Replace insufficient
play areas/
playgrounds and
provide new facilities
to fill gaps.
3. Improve branding and
wayfinding to parks.
4. Provide additional
community gathering
areas.
5. Develop community
driven master plans
for parks.
6. Provide more
specialized facilities
- dog parks, frisbee
golf, etc.
RECREATION
FACILITIES
1. Consider adding a
multi-generational
community/
recreation center that
is all-inclusive.
2. Replace or
decommission
community park
buildings that have
outlived lifespan.
3. Consider relocation
of the Edina Art
Center to support
successful programs.
4. Develop an FFE
program for parts,
furnishings, etc.
to unify aesthetics
and streamline
maintenance and
replacement.
RECREATION
PROGRAMS
1. Provide a variety of
programs that meet
community needs
and interests and
maintain the highest
level of excellence.
2. Deliver park
and recreation
programming
more efficiently
and effectively
utilizing City Staff
and partnership
with outside
agencies like the
Edina Community
Education.
3. Provide more
community building/
socialization
programming.
FINANCE &
MANAGEMENT
1. Improve marketing
and communication
delivery.
2. Dedicate staff
specifically to EPRD
marketing and
communication.
3. Strengthen financial
sustainability.
4. Develop business
plans for all
enterprise facilities.
Figure 1.3 - Key Recommendations from Assessments
EXECUTIVE SUMMARY
14 | CITY OF EDINA
COMMUNITY RECOMMENDED ACTIVITIES AND FACILITIES
Additional activities and facilities were identified by the public through the input
sessions that directly relate to the changing needs of the community and their
expectations for the EPRD. While some of the activities identified currently exist
within the park system and are successful or show signs of growth, others were new
ideas presented by the public.
PICKLE BALL COURTS
OUTDOOR SPLASH PADS
FRISBEE GOLF
ARCHERY RANGE
COMMUNITY GARDENS/ URBAN AGRICULTURE
INDOOR FITNESS
EDINA TOMORROW
TREND ANALYSIS
Tracking parks and recreation trends across the country, state, and region help EPRD
maintain a level of excellence in providing opportunities for their residents. A direct
correlation exists between the national participatory trends and the local market trends,
in that the service area shows a high propensity to engage in recreational activities
pertaining to fitness. Based on market potential index figures, the Department should
expect residents to participate in fitness activities at a much higher rate than the national
average. This would indicate that the Department should offer a wide variety of fitness
programming, with a willingness to introduce innovative and trending activities.
The local participatory trends also show that residents of Edina attend sporting events
and theme parks at a high level, as index figures for these categories are well above
average. This demonstrates that the local community is very social and residents
enjoy attending a variety of events. From a programming standpoint, this presents
an opportunity for the department to offer more special events and excursions, such
as day trips for seniors or a community day at the ballpark. From an infrastructure
standpoint, EPRD should look to provide facilities that accommodate and encourage
this socialization, which corresponds to many other initiatives in the City that strive to
further build community.
Based on the findings from the demographic and trends analysis, the Department is
very fortunate to have an ideal service area. Not only are income characteristics well
above average, but the user base also has a strong tendency to spend their time and
money on activities that are in the Department’s wheelhouse. The future success of
the Department will rely heavily on its ability to capitalize on these favorable market
conditions by providing facilities, amenities, and programs that are geared toward the
needs and interests of the local community.
PARKS, RECREATION & TRAILS STRATEGIC PLAN | 15
EXECUTIVE SUMMARY
CHANGING COMMUNITY, CHANGING NEEDS
The community needs assessment and trends analysis paints a picture of Edina as a changing community with changing needs.
Addressing these needs is a focus of the Strategic Plan and critical for EPRD to continue their high standard of excellence in meeting the
Community’s needs into the future. The following issues provide a glimpse of how the park system could support residents in the future,
and the opportunities and challenges that have emerged during analysis for this Strategic Plan.
HEALTHY, ACTIVE AGING
YOUTH AND FAMILY FOCUS
NATURE AND HEALTH
CLIMATE CHANGE
FINANCIAL COMPETITION
ACCESSIBILITY FOR ALL
HEALTH CONSCIOUS & ACTIVE
TIME AND TECHNOLOGY
ENVIRONMENTAL AWARENESS
EXECUTIVE SUMMARY
16 | CITY OF EDINA
STRATEGY AND PLAN
The synthesis of significant data collection and inventories; system analysis; community and staff input; and consultant experience is the
creation of the Strategic Plan and Implementation Framework. Full details of the Implementation Framework can be found in Appendix
A. The Implementation Framework is broken down by purpose statements, goals, strategies, and tactics that are intended to be a living
document; evaluated and updated every 5-years to gauge progress and adapt to changing needs and realities. The Implementation
Framework was informed by EPRD’s existing vision and mission statements and will be critical to achieving them. The EPRD vision
and mission are as follows:
GUIDING PRINCIPLES
Guiding principles were crafted for the strategic plan to establish the fundamental directives that represent what is desirable for the park
system. The principles should remain constant regardless of changes in goals, strategies, and types of projects embarked upon. Park
board members and staff developed the following Guiding Principles for the Strategic Plan:
EDINA PARKS AND RECREATION DEPARTMENT VISION
To be recognized as having Minnesota’s premier parks, recreation and trail system that provides unrivaled opportunities
to maximize Edina’s quality of life by nurturing the health and well-being of our people, our community, our
environment, and our economy.
EDINA PARKS AND RECREATION DEPARTMENT MISSION
We create parks, facilities, and programs to foster a healthy inclusive community. We accomplish this through creative leadership,
collaborations, environmentally sustainable practices, and the responsible use of available resources.
• Promote community health and wellness for residents in our
parks and programming.
• Provide excellence and innovation in parks and recreation
services and facilities to meet the needs of the community.
• Promote equity and engagement within the parks system and
its programs.
• Protect Edina’s assets through strong financial stewardship
and creative funding.
• Connect residents to park facilities and their programs.
• Advance environmental stewardship and conservation to
preserve and protect natural resources and build excellence
through sustainability.
PARKS, RECREATION & TRAILS STRATEGIC PLAN | 17
EXECUTIVE SUMMARY
KEY AREAS OF DEVELOPMENT
Five key areas of development have been identified that constitute broad categories of EPRD improvements, activities, and initiatives
necessary to implement the Strategic Plan. These areas allow focused investigation and recommendations to be explored that will have
the greatest impact on the overall Park system. The key areas of development include:
IMPLEMENTATION FRAMEWORK
Each of the key areas of development are further broken down to create an Implementation Framework that can act as a road map to
implementing the Strategic Plan. The following aspects further break down the Key Areas of Development to define the Implementation
Framework:
• Purpose - statements that recognize the critical elements and over-arching philosophy of approach for each key area of
development.
• Goals - define the most critical objectives that will need to be focused on under each key areas of development to ensure the
purpose is addressed.
• Strategies - provide guidance on actions necessary to accomplish the goals.
• Tactics - are specified in Appendix A - Implementation Plan and list specific actions to achieve the strategies. The tactics are
intended to be actionable items, where progress and timelines can be tracked, evaluated, and modified as needed.
Together, the purpose, goals, strategies and tactics are intended to serve as a flexible guide to adapt to changing trends, needs, and City
priorities. They should be re-evaluated and updated every 5-years to gauge progress and ensure that the master plan truly serves as a living
document, that is dynamic and pro-actively meeting the Community’s needs and vision.
GUIDING PRINCIPLES KEY
Promote community health and wellness by engaging all residents in our
parks and programming
Provide excellence and innovation in parks and recreation services to
meet the needs of the community
Develop creative funding opportunities and programming partnerships
to ensure excellence in facilities, programs, and financial stewardship for
future generations
Advance environmental stewardship and conservation to preserve and
protect natural resources and build excellence through sustainability
Connect residents to park facilities and their programs
Promote social equity and engagement within the parks system and its
programs.
$$$
KEY PROJECTS OF THE STRATEGIC PLAN
The following key projects have been identified based on community
engagement, city staff and park board recommendations, and focus
group and stakeholder input. These projects will require a variety
of strategies and tactics to achieve - as defined in this document and
Appendix A - Implementation Framework. The implementation will
require continued efforts from the Park Board, Parks and Recreation
Staff, other City Departments and Administration and support from
the community. Progress will be evaluated annually and presented in
the EPRD Annual Report.
The key projects identified are supported by the guiding principles
and the icons in Figure 1.4 link the projects back to the applicable
guiding principles.
Figure 1.4 - Guiding Principles Key
• Natural Resources & Sustainable Parks
• Parks, Open Spaces & Trails
• Recreation Facilities
• Recreation Programs;
• Finance & Management
EXECUTIVE SUMMARY
18 | CITY OF EDINA
1. CREATE A MULTI-USE TRAIL SYSTEM THROUGH THE CITY
TO CONNECT PARKS AND ENTERPRISE FACILITIES.
2. EXPLORE A MULTI-GENERATIONAL COMMUNITY CENTER
THAT IS ALL-INCLUSIVE.
3. CREATE A NATURAL RESOURCE MANAGER TO GUIDE
PRESERVATION AND DEVELOPMENT OF NATURAL
AREAS, ACCESS AND INTERPRETIVE / EDUCATIONAL
OPPORTUNITIES.
4. IMPROVE MARKETING AND COMMUNICATION
DELIVERY.
5. REPLACE OR DECOMMISSION COMMUNITY PARK
BUILDINGS THAT HAVE OUTLIVED THEIR DESIGNED
LIFESPAN AND ARE CURRENTLY INSUFFICIENT IN
PROVIDING SERVICES.
6. RELOCATE THE EDINA ART CENTER TO PROVIDE A FACILITY
THAT BEST SUPPORTS THEIR PROGRAMMING NEEDS.
7. REPLACE INADEQUATE AND OUTDATED PLAY AREAS
AND PLAYGROUNDS AND PROVIDE NEW FACILITIES
TO ADDRESS UNDER SERVED AREAS.
8. IMPROVE BRANDING AND WAYFINDING TO PARKS
THROUGHOUT THE CITY AND INTERNALLY.
9. STRENGTHEN FINANCIAL SUSTAINABILITY.
10. PROVIDE ADDITIONAL COMMUNITY GATHERING
AREAS.
11. DEVELOP COMMUNITY DRIVEN MASTER PLANS FOR
PARKS THROUGHOUT THE SYSTEM.
12. DEVELOP BUSINESS PLANS FOR ALL ENTERPRISE
FACILITIES THROUGHOUT THE PARK SYSTEM.
$$$
Applicable Guiding Principles:
$$$
$$$
$$$
PARKS, RECREATION & TRAILS STRATEGIC PLAN | 19
EXECUTIVE SUMMARY
PROGRESS MEASUREMENT
Measuring progress of the Implementation Framework and overall park system is
valuable, to justify and validate funds, staff time, and overall progress. Regular
evaluations can help EPRD continually gauge which improvements better serve
system users and provide excellence for the Park system. EPRD already conducts
some periodic evaluation of its services, including surveys distributed to members of
the community, recreation program participants and users of its fee based services.
Collecting both quantitative and qualitative data will be important for EPRD to evaluate
their progress and the overall system.
Additionally, EPRD will be reviewing the Implementation Framework annually in
order to update the Board, Council and community on progress toward the strategic
implementation framework and Priority Projects identified in this plan. An annual
report will be the primary communication tool and document generated by EPRD in this
effort.
LIVING DOCUMENT
The premier park and recreation system in Minnesota will not only measure progress by
assessing community needs and satisfaction, but will also adapt to meet those changing
needs. Recreation is dynamic and is constantly changing. New recreation activities
and equipment emerge (in-line skates, the mountain bike, etc.) and recreation trends
ebb and flow. Inherently, this means flexible and adaptive facilities and programs. It
also means regular review and refinement of the Strategic Plan based on community
feedback. Annual review of this plan is necessary to make sure that priority projects,
recommendations, and the implementation framework are still relevant and updated to
reflect progress is an essential component of becoming the premier park and recreation
system in Minnesota.
208 | CITY OF EDINA
APPENDIX A
STRATEGY 2.2
Develop more sustainable parks and trails infrastructure that are resilient to impacts of climate change.
Tactic Implementation Year Performance Measure
2.2.1 Conduct a climate change risk assessment for all Parks facilities, infrastructure, vegetation, and areas susceptible to extensive storm damage.2016 Complete climate change risk assessment.
2.2.2 Create a strategy to mitigate expected impacts of climate change on the park system - coordinate with Public Works Dept.2017 Complete climate change risk assessment.
2.2.3 Use the Sustainable Sites Initiate (SITES®) as a guide for for new park development and retrofits, and to create a green operations plan. SITES® is the landscape and site equivalent to LEED and is the most comprehensive guide and objective sustainability rating system for the landscape www.sustainablesites.org
2017 Utilize SSI checklist for all new and major renovation projects.
2.2.4 Utilize Leadership in Energy & Environmental Design (LEED), Minnesota’s B3 program, and/or the Living Building Challenge to guide future parks and facilities renovations and new construction projects. Prioritize energy efficiency, water conservation and other building functions with direct cost impacts.
2018
Integrate into all master plans and redevelopment guides. Hire only LEED certified consultants. Require LEED certification for new buildings.
STRATEGY 2.1
Maintain excellence in park maintenance operations, continue to explore environmentally friendly/ sustainable prac-tices, and increase natural areas maintenance expertise and ability.
Tactic Implementation Year Performance Measure
2.1.1 Follow recommendations of the 2013 UFTF report.2015 Review items from report for completion.
2.1.2 Educate residents on current initiatives (e.g. turf grass maintenance).2015 Create marketing materials and post in park and/or give presentations throughout City.
2.1.3 Complete cost/ benefit analysis of the long term cost/ benefits of turf grass maintenance vs. natural areas and communicate results to Park Board, City Council, and Public.2016 Create marketing materials and post in park and/or give presentations throughout City.
2.1.4 Identify key species or planting strategies to be used throughout the City that maximize benefits and minimize future maintenance - work with Garden Club to grow.2016 Complete 1 native plant demonstration garden in park.
2.1.5 Provide training for Park Maintenance staff to maximize efficiency and quality of natural resource management.2017 Natural resource management plan informed training.
2.1.6 Consider hiring or supplementing natural resource maintenance activities with an outside consultant.2017 Identify maintenance and operations responsibilities.
2.1.7 Identify funding sources for operations and maintenance.2017 Maintenance and operations budget.
NATURAL RESOURCES GOAL 2 - CREATE MORE RESILIENT AND SUSTAINABLE PARKS AND LANDSCAPES.
draft
Figure 1.5 - Implementation Framework
EXECUTIVE SUMMARY
20 | CITY OF EDINA
CONCLUSION AND NEXT STEPS
The Edina Parks and Recreation Department (EPRD) has provided City residents with
excellent parks and recreation facilities that are currently well used and appreciated by
the community. Moving forward, additional actions are required to maintain a quality
system and stay ahead of the park infrastructure and asset needs of the Department.
Improving the existing park system to address underserved populations and changing
needs will ensure the system continues to meet the high expectations of Edina’s
residents.
For each element of key development areas the Strategic Plan outlines many
recommendations, which will require government and resident support. These
recommendations address un-met community needs and expectations and have been
cross referenced with other existing City programs. The Strategic Plan is intended to
support and provide synergies with efforts such as the City’s Comprehensive Plan;
Vision Edina; Bike Edina; Living Streets; Active Routes to School; Neighborhood
Small Area Plans; and several other programs currently underway in the City.
The Strategic Plan highlights the importance of creating master plans for several
existing parks, and how these efforts will contribute to the overall success and
sustainability of the system. The Implementation Framework will inform, and be
informed by, these master plans and other planning projects throughout the city.
Intended to be a “living document”, EPRD staff can utilize the Implementation
Framework to track progress and modify to meet changing needs, realities, and
opportunities available. This Strategic Plan allows the department to manage
proactively. EPRD has become a major service provider to the community and has
helped develop one of the key quality of life components that make the City of Edina
such a great place to live, work, and play. Community support follows great vision and
the Strategic Plan is a critical step in communicating EPRD’s vision to the City.
PARK, RECREATION & TRAILS STRATEGIC MASTER PLAN | 21
The City of Edina operates one of the most well-regarded parks and recreation systems in the metropolitan Twin
Cities. 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.
In order to maintain this high quality of life as well as adapt to changing populations and parks system needs, the
City of Edina is developing a comprehensive Park, Recreation, and Trails System Strategic Plan to provide a clear
vision that guides decision making for the next 20 years. This plan will include both short-term and long-term
recommendations regarding the development and redevelopment of parks, trails, and recreational opportunities, as
well as potential funding strategies.
2.0
INTRODUCTION
INTRODUCTION
22 | CITY OF EDINA
Edina has a strong history of providing high quality parks facilities and programs
that are loved and well used by the community. A focus on youth athletics has
resulted in some of the best development programs in the State; excellent programs
for special needs populations; and several unique and regionally popular Enterprise
facilities. Volunteer support, creative funding partnerships, efficient maintenance
and operations management, and an affluent community have helped the Park and
Recreation Department remain in good financial standing compared to many other Park
Departments throughout the State. The community highly values the park system, but
also carries high expectations, as they know that the parks system contributes greatly to
the high quality of life in Edina.
This Strategic Plan identifies some key aspects of the park system that will need to be
improved in order for EPRD to create the premier parks and trails system in the State.
Some of the key investments focus on making the parks more accessible to underserved
populations through trails, programs, community gathering spaces, passive areas, and
higher quality natural resources and natural areas.
The recommendations of this strategic plan are pragmatic actions that will require effort
and investment over the long-term. However, these actions will provide tremendous
cost benefit for the future by providing significant improvements to make the overall
environment and community healthier, more active, and more connected.
CONTEXT
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. The park system is well loved by residents and they understand its role in
creating the high quality of life in Edina. The last comprehensive plan was completed in
2008. The parks and recreation section noted the important role of volunteers in Edina’s
parks as well as the desire of residents to create more trail and greenway connections,
and improve the City and park systems natural and water resources. Additionally, it
was recognized that encouraging fitness and healthy, active lifestyles was an important
aspiration of future parks and recreation facilities and programs. Many of these same
themes are still prominent, as discovered in the Needs Assessment, public surveys and
focus groups. While the City has begun to address these identified community desires
and needs, there is still work to be done to fully address. For instance, the major recent
addition to the Park system at the time of this writing includes the Nine Mile Creek
Regional Trail, which is an east-west connection through the City. This improvement
will provide much needed trail and greenway connections for residents through the City
and connecting to regional trails outside of the City. However, there are still needs for
additional trail mileage to connect other parks throughout the City from north-south,
and across the four quadrants. The Nine Mile Creek Trail is a great beginning and will
hopefully serve as a catalyst for the rest of the system.
PARKS, RECREATION & TRAILS STRATEGIC PLAN | 23
INTRODUCTION
EDINA PARK AND RECREATION DEPARTMENT
Currently, the EPRD oversees 43 parks and open spaces totaling more than 1,550 acres.
Park amenities include baseball and softball diamonds; football and soccer fields;
basketball and tennis courts; outdoor skating rinks; playground equipment for young
children; and picnic shelters. The Department also maintains eight miles of scenic
pathways for bicycling, walking, jogging, cross-country skiing and snowshoeing.
The Parks & Recreation Department operates 10 facilities, which include the Edina
Aquatic Center; Art Center; Braemar Arena; Braemar Golf Courses; Braemar Golf
Dome; Centennial Lakes Park; Edinborough Park; Fred Richards Park; Arneson Acres
Park; and the Edina Senior Center.
Parks and Recreation staff works with 14 different local youth sports associations. City
staff coordinates game schedules and helps make facility reservations.
Many year-round programs are planned for people with disabilities. Inclusion of youth
with special needs in programming is a City priority.
PURPOSE OF THE PLAN
The Purpose of the Park System Strategic Plan is to:
• Establish clear and realistic goals, objectives, and implementation strategies
that can guide Edina’s decision making for the next 5-10 years;
• Provide system-wide recommendations which incorporate any detailed
studies completed to date as well as ongoing planning and design initiatives;
• Provide a strategy to preserve and maintain open space and significant
natural resources in Edina;
• Evaluate current facilities and programs to determine if the recreation and
leisure needs of Edina’s citizens are being adequately met;
• Identify and evaluate potential cooperative local community, non-profit, and
private sector ventures that can aid in meeting recreation needs;
• Assist the community in establishing a vision for the future of their park and
recreation system;
Edina has always boasted excellent, forward thinking parks facilities, especially those
that support youth athletics. An example of this legacy is the fact that Braemar Arena,
one of the premier facilities in the system, and best community ice rink facilities in the
State, celebrates its 50th anniversary this year. The Arena has continued to evolve,
adapt, and make improvements to make it as important to today’s residents as it was
to the Village of Edina, and surrounding communities when it was originally built. In
this same spirit, Edina will continue to adapt, innovate, and provide high quality park
facilities and programs to become the premier park system in the Minnesota.
INTRODUCTION
24 | CITY OF EDINA
CONCLUSION
The EPRD has provided City residents with excellent parks and recreation facilities that
are currently well used and appreciated by the community. Moving forward, additional
actions are required to maintain a quality system and stay ahead of the Department’s
park infrastructure and asset needs. Improving the existing park system to address
underserved populations and changing needs will ensure the system continues to meet
the high expectations of Edina’s residents.
• Provide a user-friendly roadmap to guide the implementation of the
community’s vision for a sustainable 21st century Parks and Recreation
system.
The plan is not intended to deal comprehensively with every aspect of the EPRD,
but instead focuses on gaps in service and key areas of development including parks,
open spaces, and trails, recreation facilities, recreation programs, and finance and
management.
PLAN PROCESS
This Strategic Plan was developed through a balanced, open, and collaborative
community engagement process that builds community-wide trust in the plan and the
planning methods used. Community engagement for this project was carefully planned
in order to accurately capture all major community needs. The design team conducted
14 focus group meetings; public workshops including an open house; and a statistically-
valid community survey.
This information was combined with additional community needs assessments
including benchmark comparisons with other similar communities and award winning
park systems; assessments and analysis of key development areas; full park system
inventories; consultant expertise and experience; comparisons with overlapping City
programs; and EPRD staff analysis and input.
WHY THE PLAN IS IMPORTANT
Throughout the planning process, community members continually voiced their support
for the excellence, value, and benefits of Edina’s quality park system. Despite the
existing quality of the Parks System there are numerous challenges to address in the
short and long term. Responding to aging populations; changing community needs
and desires; and creating a more environmentally and financially sustainable system,
are a few challenges that must be addressed. The Strategic Plan will offer a vision for
how the Parks Department can meet these challenges and build on a proud history of
high quality parks to be recognized as the premier park system in the State. A powerful
vision, innovative strategic plan, and strong leadership will allow the Department to
address changing issues and strengthen the environmental and financial sustainability of
the park system.
PARKS, RECREATION & TRAILS STRATEGIC PLAN | 25
INTRODUCTION
City of Edina
Parks, Open Space & Trails Map
Park Area Lake/Pond Nine Mile
Creek Trail
CreekOpen Space Wetland
WOODDALE PARK
UTLEY PARK
BROWNDALE PARK
TODDPARK
HIGHLANDSPARK
GARDENPARK
MELODY LAKEPARK
ARDEN PARK
PAMELA PARK
STRACHAUER PARK
ROSLANDPARK
ARNESONACRES
FRED RICHARDS PARK
CENTENNIAL LAKES
EDINBOROUGHPARK
YORKTOWNPARK
LAKE EDINA PARK
EDINA PROMENDADE
CORNELIASCHOOL PARK
LEWIS PARK
MCQUIRE PARK
HEIGHTS PARK
NORMANDALE PARK
BRAEMARGOLF COURSE
CREEK VALLEY PARK
BREDESEN PARK
WALNUT RIDGE PARK
FOX MEADOW PARK
VAN VALKENBURG PARK
COUNTRYSIDEPARK
BIRCHCREST PARK
TINGDALE PARK
ST. JOHNS PARK
CHOWEN-PARK
YORKPARK
GRANDVIEW SQUARE
FRANK TUPAPARK
SHERWOODPARK
KOJETINPARK
WEBER FIELDPARK
ALDEN PARK
BRAEMARPARK
WILLIAMS PARK
Key Aspects:
• 43 parks
• 1,550 total acres
• 13.8 miles of scenic
pathways
• 10 high quality recreation
facilities
• 14 local youth sports assoc.
collaborations
• Year-round disability
programs
• 26 indoor & outdoor ice
sheets
• 13 tennis courts
• 27 playgrounds
Figure 2.1- Parks, Open Spaces and Trails Map
INTRODUCTION
26 | CITY OF EDINA
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PARKS, RECREATION & TRAILS STRATEGIC PLAN | 27
UNDERSTANDING EDINA TODAY
Successful park and recreation master plans are built around the unique qualities of a community. Understanding
the people and existing park system is a critical foundation to build the future of Edina’s parks upon. A community
changes over time and the effectiveness of the park system is dependent upon how well the infrastructure and
programs support the community’s needs. As part of the planning process, our consultant team examined the
demographics now and into the future; analyzed the local providers of services that overlap with EPRD’s services;
compared Edina’s parks with other top notch park systems in the region and country; and assessed the park system’s
infrastructure and programs. This analysis allowed us to establis a clear understanding of the community and park
system today, and guide our actions into the future. Overall, findings from this analysis inform the plan’s strategic
recommendations to help keep the Edina Parks and Recreation Department relevant to the population of today and
of tomorrow. The following section is a summary of the full analysis and report that can be found in the Community
Needs Assessment Document.
3.0
EDINA TODAY
DEMOGRAPHIC ANALYSIS
SIMILAR PROVIDER ANALYSIS
BENCHMARK COMPARISON
PARK ASSESSMENT
EDINA TODAY
28 | CITY OF EDINA
EDINA’S POPULATION
Key aspects of demographics studied include the population, age, race, and income.
Each aspect is analyzed and projected 15 years into the future. The total population of
Edina has consistently grown at a slow rate in recent history and this trend is expected to
continue into the future. The City appears to be very family-oriented, as approximately
62% of total households are represented as families.
When analyzing Edina’s demographics, there are two prominent features from the
demographic analysis for EPRD to note and focus on for the strategic plan: the aging
trend and the elevated incomes of the service area.
INCOME
City of Edina’s median household income ($88,201) and per capita income ($54,649)
are well above the state and national averages. This suggests increased disposable
income among residents and greater elasticity in pricing programs and services. These
elevated income levels may suggest more flexibility in programming, including
programs that have high barriers of entry (i.e. expensive equipment, cutting-edge
technology, specialized amenities, etc.). The fact that residents have greater earning
capabilities signals that they are likely willing to pay for high-quality programs and
services that require a greater financial commitment, as long as the quality reflects the
price.
AGE SEGMENT
Although Edina is growing in size rather slowly, it is aging at a notable pace – with
nearly half of the population projected to be 55 or older by the year 2029.
In 2014, the highest segment by population is the 55+ age group representing 36.9%,
and the lowest is the 18-34 segment which constitutes 14.7% of the population.
Over time, the overall composition of the population of the city continue on an aging
trend. Future projections through 2029 show that the 55+ group will grow most rapidly,
with some minimal growth from the 18-34 segment. The 55+ segment is expected
to represent approximately 44.3% of the population by 2029. The senior population
will be the single largest age segment by a large margin, with each of the remaining
segments accounting for 15%-20% of the populace. This is consistent with general
national trends. The Department must ensure that it is in tune with the needs and
interests of the 55+ group by offering a variety of quality programs and facilities that
cater to the senior crowd, while still adequately serving the youth and adult segments.
This will require careful planning and development of a program curriculum that is
sensitive to the changing demographic.
POPULATION OF AGES 0-14 BY NEIGHBORHOOD
The population of ages 0-14 by neighborhood are important to study because the park
and recreation needs for this age group vary drastically from other ages. Youth rely on
Figure 3.1
Figure 3.2
Figure 3.3
PARKS, RECREATION & TRAILS STRATEGIC PLAN | 29
EDINA TODAY
EDINA SIMILAR PROVIDER ANALYSIS
Analysis of the City for similar providers of facilities and programs is useful in that it
helps identify gaps and overlaps in the service delivery of recreational opportunities for
Edina residents. Each facility or organization was evaluated based on the Core Program
areas of the Department, which were defined by staff during the recreational program
assessment as:
• Adaptive Recreation
• Adult Athletics
• Arts
• Golf
In addition, the analysis notes additional details regarding services that fall outside of
these Core Program areas or other notes that are relevant to the analysis. The search
produced a variety of public, private, and not-for-profit facilities and organizations
within the City, including assets owned by Edina Public Schools, recreation/community
centers, fitness/wellness facilities, golf courses, churches, retail locations, entertainment
venues, and local athletic associations.
The analysis utilized current information available from the City, consultant research
and data provided within the Community Facility Inventory conducted for the
Grandview District master planning project. The geographic area of interest included
all of Edina and nearby cities of St. Louis Park, Hopkins, Minnetonka, Eden Prairie,
SUNNY SLOPE
GOLF TERRACE HEIGHTS
27.2%
26.3%COUNTRY CLUB27.2%
BIRCHCREST24.6%
ARDEN PARK24.2%
City of EdinaGreatest Populations Age 0-14(2014 Population % by neighborhood)
Greatest % of populations 0-14
Figure 3.4 - Ages 0-14 by Neighborhood Map
CENTENNIAL LAKES
DEWEY HILL
PROMENADE
EDINBOROUGH
BREDESEN
54.9%
62.4%
62.2%
58.1%
63.2%
City of EdinaGreatest Populations Age 55+(2014 Population % by neighborhood)
Greatest % of populations 55+Senior Center
Figure 3.5 - Ages 55+ by Neighborhood Map
either walking, biking or transportation from others to get around the city. This age
group will also have the most need for nearby play areas and playgrounds, as well as
youth-size athletic fields. They are the most likely users of mini and neighborhood parks
where amenities are more youth-oriented.
As Figure 3.4 shows, the highest concentration of youth ages 0-14 reside in the
northeast neighborhoods of Edina, including Country Club, Golf Terrace Heights,
Sunny Slope, Birchcrest and Arden Park.
POPULATION OF AGES 55+ BY NEIGHBORHOOD
The population of ages 55+ by neighborhood also begin reflect where the highest
concentration of Elders (age 55+) live. The most popular activity for Americans over
45 is exercise walking. It will be important to ensure that aging citizens of Edina have
access to amenities that fit their needs.
As Figure 3.5 shows, the highest concentration of aging adults ages 55+ is in the
very southeast neighborhoods of Edina including Centennial Lakes, Promenade and
Edinborough. The location of the existing Senior Center (highlighted in Figure 3.5) is
currently located in an area of the City with a younger population. Future location and
demographics should be considered if the Senior Center were to be moved.
• Senior
• Special Events
• Youth
• Youth Athletics
EDINA TODAY
30 | CITY OF EDINA
Bloomington and Richfield. Only major facilities located in southwest Minneapolis
were included because many of the other publicly-available facilities tend to be located
a considerable distance from Edina.
The types of facilities studied included community centers, parks, meeting or event
rooms, class rooms, theatrical facilities, gymnasiums, swimming pools, art centers,
commercial fitness centers, athletic complexes, ice rinks, golf courses and other
businesses with a fitness or wellness orientation.
There is an abundance of public and private facilities in and near Edina that fit into
the broad category of civic, recreational, cultural and social facilities. Edina and its
neighbors are mature, fully-developed communities with active governments and a
generally high degree of affluence. Consequently, there are many public or private
buildings, rooms, parks and other facilities. The 2014 Edina community facility
inventory identified these facilities in great detail. The full inventory of these facilities
can be found in the Community Needs Assessment Document.
HOW DOES EDINA COMPARE TO OTHER PARK SYSTEMS?
In order to be the premier park system in the State, a thorough understanding of other high quality park systems is imperative. PROS
Consulting, along with Edina Parks and Recreation, identified operating metrics to be used in a benchmarking analysis to compare to
industry leading park and recreation systems nationwide. The benchmark agencies selected for analysis included jurisdictions with
demographic characteristics similar to the City of Edina, as well as departments that are Commission for Accreditation of Parks and
Recreation Agencies (CAPRA) accredited or were finalists or winners of the National Recreation and Parks Association (NRPA)
Gold Medal Award in recent years. These awards highlight the best parks systems in the country. The complexity in this analysis
was ensuring direct comparison through a methodology of statistics and ratios in order to provide comparable information, as best as
possible. Benchmarking is just one of several technical assessment tools used by the planning team to develop recommendations that are
specific to Edina’s unique circumstances and issues.
The agencies included in the benchmark analysis are Carmel Clay Parks & Recreation (Indiana); Castle Rock Parks & Recreation
(Colorado); Eagan Parks & Recreation (Minnesota); Kettering Parks, Recreation, & Cultural Arts (Ohio); Maple Grove Parks &
Recreation Board (Minnesota); Plymouth Parks & Recreation (Minnesota); Waukegan Park District (Illinois); and Westerville Parks &
Recreation (Ohio).
A benchmark comparison provides a side-by-side look between Edina Parks and Recreation and similar, industry-leading park and
recreation systems nationwide in terms of park acreage, recreation facilities, staffing levels, budget, and a variety of other operational
metrics. Results from the benchmark analysis show that Edina is a leader in providing park acreage per resident; water park facilities
(not splashpads); ice sheet facilities; and in cost recovery for operating expenses. The city ranks in the middle of the benchmark range
in terms of operational budget; capital budget; staffing; and rectangular athletic fields. Edina lags behind other benchmark communities
in indoor community space; capital budget sources; and distribution of expenditures for planning and development. One area that the
system has strong potential for improvement is in total trail miles and trail mileage per capita.
PARKS, RECREATION & TRAILS STRATEGIC PLAN | 31
EDINA TODAY
Fred Richards Repurpose Process – City of Edina 1
Fred Richards Vision Master Plan (Draft 9/15/2014)
Vision master
plan provides a well-rounded palette of
activities
Approximately 35% to 40% of the
park would be
developed for active recreational
uses, with 60% to
65% for passive, or “quiet,” forms of recreation,
park trails, open space, ponding areas, and buffers
HOW DOES EDINA COMPARE TO OTHER COMMUNITIES?
LEADERS IN:
• Park acreage/ resident
• Water park facilities
• Ice sheet facilities
• Cost recovery for operating expenses
AVERAGE IN:
• Operations budget
• Capital budget
• Staffing (operations and programming)
• Rectangular athletic fields
• Trails and total trail mileage (near bottom third)
BEHIND IN:
• Indoor recreation space
• Capital budget sources
• Expenditures distributed to planning and
development
EDINA TODAY
32 | CITY OF EDINA
THE CURRENT PARK SYSTEM
Our team has reviewed and incorporated previous inventories and has assessed all
Parks, Open Space and Trails in the system. This has provided use a full understanding
of the current offerings, infrastructure conditions, and opportunities for improvement
throughout the system. The team divided the assessment into areas that comprise the
critical elements of the park system:
• NATURAL AND WATER RESOURCES
• PARK, OPEN SPACE, AND TRAILS
• ENTERPRISE FACILITIES
• BRANDING, SIGNAGE, AND WAYFINDING
• PROGRAM ASSESSMENT
• FINANCE AND MANAGEMENT
Generally, the system is in excellent shape and provides a rich variety of park
experiences for the citizens of Edina. The Enterprise facilities, especially, are the envy
of other park systems in the state, and represent the best of EPRD’s innovative approach
to facilities, programs, and partnerships. Facilities and programs for youth athletics are
of very high quality - especially hockey.
The biggest opportunities for improvement are in targeting underserved populations;
supporting activities outside of youth athletics; and connecting people to their parks.
Additionally, there are opportunities for improvements to the City’s natural resources
and trails that were apparent to the consultant team, staff, and the general public.
Addressing these two items would go a long way toward addressing multiple objectives
and targeting underserved populations that are looking to the park system for something
other than traditional athletics. Additional results of analysis and recommendations
include:
• Additional publicly owned indoor community space is needed and desired.
Location within the City should be considered to balance the spread of Enterprise
facilities.
• Park buildings that are in disrepair should be evaluated for need prior to
replacement.
• Address branding, signage, and wayfinding for the park system throughout the City.
Use a consistent theme and aesthetic throughout the City’s marketing materials and
signage.
• Target underserved populations - aging demographics - with alternative programs
and park facilities and passive recreation opportunities.
• Integrate community driven design for significant park projects.
• Keep playground maintenance up to date and consider adding facilities in areas
underrepresented.
• Trails, trails, trails - while a difficult issue to address, a trail system will provide
the greatest benefit for the park system and City.
1,550
ACRES
PARKLAND
42,000
SQ.FT
REC. CENTERS
13.8
MILES
TRAILS
26
ICE
SHEETS
PARKS, RECREATION & TRAILS STRATEGIC PLAN | 33
EDINA TODAY
City of Edina
Park Classifications
Mini Park Neighborhood Park Community Park
WOODDALE PARK
UTLEY PARK
BROWNDALE PARK
TODDPARK
HIGHLANDSPARK
GARDENPARK MELODY LAKEPARK
ARDEN PARK
PAMELA PARK
STRACHAUER PARK
ROSLANDPARK
ARNESONACRES
FRED RICHARDS PARK
CENTENNIAL LAKES
EDINBOROUGHPARK
YORKTOWNPARK
LAKE EDINA PARK
EDINA PROMENDADE
CORNELIASCHOOL PARK
LEWIS PARK
MCQUIRE PARK
HEIGHTS PARK
NORMANDALE PARK
BRAEMARGOLF COURSE
CREEK VALLEY PARK
BREDESEN PARK
WALNUT RIDGE PARK
FOX MEADOW PARK
VAN VALKENBURG PARK
COUNTRYSIDEPARK
BIRCHCREST PARK
TINGDALE PARK
ST. JOHNS PARK
CHOWEN-PARK
YORKPARK
GRANDVIEW SQUARE
FRANK TUPAPARK
SHERWOODPARK
KOJETINPARK
WEBER FIELDPARK
ALDEN PARK
BRAEMARPARK
WILLIAMS PARK
EDINA PARKS ARE EXCELLING AT:
• Overall community satisfaction.
• Quality of infrastructure, programs, and operations.
• Enterprise Facilities are unique, well used, and highly valued
amenities in the City..
• Youth athletics programs and organizations support is excellent.
• Excellent financial management and innovation.
Figure 3.6 - Park Classifications Map
EDINA TODAY
34 | CITY OF EDINA
City of Edina
Open Space Area
Open Space Wetland Area
NATURAL RESOURCES OPPORTUNITIES
• Conduct a natural resources inventory and write a Natural
Resources Master Plan.
• Protect existing resources and heritage trees, control invasive
species, and restore native plant communities.
• Create a full-time natural resources manager position to
coordinate and lead efforts.
Figure 3.7 - Existing Open Space Map
PARKS, RECREATION & TRAILS STRATEGIC PLAN | 35
EDINA TODAY
Existing
Multi-Use Trail
Existing
Bike Lane
Approved
Bike Route
PATH
IN NEEDNine Mile Creek Trail
Existing
Sidewalk
City of Edina
Existing Trails
Aligning with Grand Loop Concept
WILLIAMSPARK
WOODDALE PARK
UTLEY PARK
BROWNDALE PARK
TODDPARK
HIGHLANDSPARK
GARDENPARK MELODY LAKEPARK
ARDEN PARK
PAMELA PARK
STRACHAUER PARK
ROSLANDPARK
ARNESONACRES
FRED RICHARDS PARK
CENTENNIAL LAKES
EDINBOROUGHPARK
YORKTOWNPARK
EDINA PROMENDADE
CORNELIASCHOOL PARK
LEWIS PARK
MCQUIRE PARK
HEIGHTS PARK
NORMANDALE PARK
CREEK VALLEY PARK
BREDESEN PARK
WALNUT RIDGE PARK
FOX MEADOW PARK
VAN VALKENBURG PARK
COUNTRYSIDEPARK
BIRCHCREST PARK
TINGDALE PARK
ST. JOHNS PARK
CHOWEN-PARK
YORKPARK
GRANDVIEW SQUARE
FRANK TUPAPARK
SHERWOODPARK
KOJETINPARK
WEBER FIELDPARK
ALDEN PARK
BRAEMARPARK
TRAILS, CONNECTIONS, HEALTH, SAFETY
• Complete a multi-use trail system to connect parks and
neighborhoods.
• Connect to Nine Mile Creek Trail currently being constructed.
• Create a Grand Loop trail system to connect all 4 quadrants of
the city.
Figure 3.8 - Existing Trails Map
EDINA TODAY
36 | CITY OF EDINA
WOODDALE PARK
TODDPARK
HIGHLANDSPARK
GARDENPARK
ARDEN PARK
PAMELA PARK
STRACHAUER PARK
ROSLANDPARK
ARNESONACRES
FRED RICHARDS PARK
CENTENNIAL LAKES
LEWIS PARK
HEIGHTS PARK
NORMANDALE PARK
BRAEMARGOLF COURSE
CREEK VALLEY PARK
BREDESEN PARK
WALNUT RIDGE PARK
FOX MEADOW PARK
VAN VALKENBURG PARK
COUNTRYSIDEPARK
CHOWENPARK
YORKPARK
SHERWOODPARK
KOJETINPARK
WEBER FIELDPARK
ALDEN PARK
BRAEMARPARK
CORNELIA SCHOOL PARK
City of Edina
Park Buildings & Structures
5-Minute Walk
10-Minute Walk
Restroom
Warming House/Meeting Space PicnicShelter Maintenance/StorageGood
Fair
Poor Primary Function
SecondaryFunctionCondition Concessions/Rental
PARK BUILDINGS
• Provide consistent quality and accessibility.
• Revaluate needs prior to replacement of park buildings.
• Examine need for additional community center space.
• The Edina Art Center and Senior Center require different
buildings to better serve their users and programs.
Figure 3.9 - Existing Building and Structures Map
PARKS, RECREATION & TRAILS STRATEGIC PLAN | 37
EDINA TODAY
City of Edina
Playground Replacement Priority
5-Minute Walk
10-Minute Walk
WOODDALE PARK
TODDPARK
HIGHLANDSPARK
GARDENPARK
ARDEN PARK
PAMELA PARK
STRACHAUER PARK
ROSLANDPARK
ARNESONACRES
FRED RICHARDS PARK
CENTENNIAL LAKES
EDINBOROUGHPARK
YORKTOWNPARK
EDINA PROMENDADE
LEWIS PARK
MCQUIRE PARK
HEIGHTS PARK
NORMANDALE PARK
BRAEMARGOLF COURSE
CREEK VALLEY PARK
BREDESEN PARK
WALNUT RIDGE PARK
FOX MEADOW PARK
VAN VALKENBURG PARK
COUNTRYSIDEPARK
BIRCHCREST PARK
TINGDALE PARK
CHOWENPARK
YORKPARK
SHERWOODPARK
KOJETINPARK
WEBER FIELDPARK
ALDEN PARK
BRAEMARPARK
CORNELIA SCHOOL PARK
Medium Priority Low Priority Play Area (non EPRD)IndoorPlay AreaHigh Priority
Lewis Park 1995
Rosland Park 1996Strachauer Park 1996
Arden Park 1997Birchcrest Park 1997Braemar Park 1997
Garden Park 1997Highlands Park 1997
Tingdale Park 1997
Todd Park 1997Walnut Ridge Park 1997
Weber Park 1997Wooddale Park 2000Heights Park 2002
Normandale Park 2003Sherwood Park 2003
Kojetin Park 2005
Alden Park 2007McGuire Park 2008
York Park 2008Pamela Park 2009Chowen Park 2011
Countryside Park 2013
Installation Year
PLAYGROUNDS AND PLAY AREAS
• Provide consistent quality and accessibility.
• Review locations and underserved areas - consider adding
where needed.
• Maintain a variety of play structures for a range of age and skill
levels.
Figure 3.9 - Existing Playground Equipment Map
EDINA TODAY
38 | CITY OF EDINA
WOODDALE PARK
ARDEN PARK
PAMELA PARK
STRACHAUER PARK
ROSLANDPARK
ARNESONACRES
CENTENNIAL LAKES
BRAEMARGOLF COURSE
BREDESEN PARK
FOX MEADOW PARK
VAN VALKENBURG PARK
CHOWENPARK
YORKPARK
SHERWOODPARK
BRAEMARPARK
City of Edina
Picnic Shelters
5-Minute Walk
10-Minute Walk
LargeShelterGood
Fair
Poor
SmallShelter
COMMUNITY GATHERING AREAS
• Provide more infrastructure to support community gathering.
• Low cost structures such as open air pavilions or gazebos.
• Provide furnishings that support the community such as
restrooms, drinking fountains, adequate lighting, waste
receptacles, etc.
• Make community gathering a priority at all facilities.
Figure 3.10 - Existing Picnic Shelters Map
PARKS, RECREATION & TRAILS STRATEGIC PLAN | 39
EDINA TODAY
2015 Fall
ActivitiesDirectory
In this issue…
· Braemar Arena Celebrates 50 Years
· Add our Family-Friendly Events to Your
Calendar
· Fall for our Parks & Recreation Programs
· Unleash Your Creativity with the Edina Art Center’s Fall Classes
Edina Parks & Recreation
MARKETING AND COMMUNICATION
• Provide dedicated staff for EPRD marketing & communication.
• Create consistent park-wide branding.
• Create a marketing and communication plan to improve
effectiveness.
• Media formats should be evaluated for greatest cost
effectiveness.
EDINA TODAY
40 | CITY OF EDINA
LEVEL OF SERVICE
The Level of Service (LOS) analysis provides the basis to guide investment decisions related to parks, facilities and
other built amenities. It puts Edina’s inventory of parkland and facilities in terms of “units per population” and creates
recommendations based upon multiple resources. These standards need to be viewed as a guide. The standards are to be
coupled with conventional wisdom and judgement related to the particular situation and needs of the community. By applying
these facility standards to the population of Edina, gaps and surpluses in park and facility/amenity types are revealed. The
LOS analysis can also help identify future gaps in facilities and services compared to demographic projections. The following
is the LOS summary for Edina:
PARKS RECREATION & TRAILS STRATEGIC MASTER PLAN | 99
PARK SYSTEM ASSESSMENT PARK SYSTEM ASSESSMENT
98 | CITY OF EDINA
Edina Level of Service Standards
PARKS: Anticipated Future Park Development 2014 - 2019
Park Type Edina Inventory Meet Standard/Need Exists Future Amenity Developments Total 2014-2019 Meet Standard/Need Exists
Mini Parks 16.95 0.35 acres per 1,000 0.50 acres per 1,000 Need Exists 7 Acre(s)- - Need Exists 8 Acre(s)
Neighborhood Parks 93.31 1.92 acres per 1,000 1.75 acres per 1,000 Meets Standard - Acre(s)- - Meets Standard - Acre(s)
Community Parks 319.88 6.58 acres per 1,000 7.00 acres per 1,000 Need Exists 21 Acre(s)- - Need Exists 34 Acre(s)
Special-Use Parks 760.36 15.64 acres per 1,000 11.00 acres per 1,000 Meets Standard - Acre(s)- - Meets Standard - Acre(s)
Open Space/Greenway 191.43 3.94 acres per 1,000 4.50 acres per 1,000 Need Exists 27 Acre(s)- - Need Exists 36 Acre(s)
Total Park Acres 1,381.93 28.42 acres per 1,000 24.75 acres per 1,000 Meets Standard - Acre(s)- - Meets Standard - Acre(s)
OUTDOOR AMENITIES:
Picnic Pavilions (Small & Medium)7.00 1.00 site per 6,947 1.00 site per 5,000 Need Exists 3 Sites(s)- - Need Exists 3 Sites(s)
Pavilions (Large & Indoor)3.00 1.00 site per 16,209 1.00 site per 10,000 Need Exists 2 Sites(s)- - Need Exists 2 Sites(s)
Baseball Fields 11.00 1.00 field per 4,421 1.00 field per 4,000 Need Exists 1 Field(s)- - Need Exists 2 Field(s)
Softball Fields 11.00 1.00 field per 4,421 1.00 field per 4,000 Need Exists 1 Field(s)- - Need Exists 2 Field(s)
Multi-Use Field (Soccer/Lacrosse/Football/Rugby) (Youth Size) 12.00 1.00 field per 4,052 1.00 field per 3,500 Need Exists 2 Field(s)- - Need Exists 2 Field(s)
Multi-Use Field (Soccer/Lacrosse/Football/Rugby)
(Adult Size) 9.00 1.00 field per 5,403 1.00 field per 3,500 Need Exists 5 Field(s)Fields at Pamela Park 4.00 Need Exists 1 Field(s)
Outdoor Basketball Courts 9.00 1.00 court per 5,403 1.00 court per 4,000 Need Exists 3 Court(s)- - Need Exists 4 Court(s)
Tennis Courts 13.00 1.00 court per 3,740 1.00 court per 4,000 Meets Standard - Court(s)- - Meets Standard - Court(s)
Indoor Ice Sheets 3.00 1.00 site per 16,209 1.00 site per 15,000 Meets Standard - Sites(s)- - Meets Standard - Sites(s)
Outdoor Ice Sheets 23.00 1.00 site per 2,114 1.00 site per 2,500 Meets Standard - Sites(s)- - Meets Standard - Sites(s)
Playgrounds (Youth & Tot)27.00 1.00 site per 1,801 1.00 site per 2,000 Meets Standard - Site(s)- - Meets Standard - Site(s)
Dog Parks 1.00 1.00 site per 48,626 1.00 site per 30,000 Need Exists 1 Site(s)- - Need Exists 1 Site(s)
Volleyball Pit 1.00 1.00 site per 48,626 1.00 site per 20,000 Need Exists 1 Site(s)- - Need Exists 2 Site(s)
Skate Board Area 1.00 1.00 site per 48,626 1.00 site per 40,000 Meets Standard - Site(s)- - Meets Standard - Site(s)
Multi-Use Trails (Miles) 13.82 0.28 miles per 1,000 0.75 miles per 1,000 Need Exists 23 Mile(s)Nine-Mile Creek Trail & Pamela Park Trail 8.95 Need Exists 15 Mile(s)
Community Gardens 1.00 1.00 site per 48,626 1.00 site per 50,000 Meets Standard - Site(s)- - Meets Standard - Site(s)
Disc Golf Courses 1.00 1.00 site per 48,626 1.00 site per 40,000 Meets Standard - Site(s)- - Meets Standard - Site(s)
Outdoor Pools 1.00 1.00 site per 48,626 1.00 site per 40,000 Meets Standard - Sites(s)- - Meets Standard - Sites(s)
INDOOR AMENITIES:
Recreation Centers (Square Feet)42,000.00 0.86 SF per person 2.00 SF per person Need Exists 55,252 Square Feet - - Need Exists 59,008 Square Feet
48,62650,504
Notes:
2014 Estimated Population 2019 Estimated Population
2014 Inventory - Developed Facilities 2014 Facility Standards 2019 Facility Standards
Current Service Level based upon
population
Recommended Service Levels;
Revised for Local Service Area
Additional Facilities/
Amenities Needed
Additional Facilities/
Amenities Needed
Figure 8.1 - Level of Service Standards (LOS)
LEVEL OF SERVICE
STANDARDS
Level of Service Standards (LOS) are
guidelines that define service areas based
on population that support investment
decisions related to parks, facilities, and
amenities. LOS can and will change over
time as the program lifecycles change and
demographics of a community change.
The consultant team evaluated park
facility standards using a combination
of resources. These resources included
National Recreation and Park Association
(NRPA) guidelines, recreation activity
participation rates reported by the Sports &
Fitness Industry Association as it applies to
activities that occur in the U.S. and the City
area, community and stakeholder input,
findings from the community-wide survey
and general observations. This information
allowed standards to be customized to the
City of Edina (Figure 8.1).
These standards need to be viewed as a
guide. The standards are to be coupled
with conventional wisdom and judgement
related to the particular situation and
needs of the community. By applying
these facility standards to the population
of Edina, gaps and surpluses in park and
facility/ amenity types are revealed. As
one can see there are many needs to be met
in the present and future. The standards
outlined are not aggressive, but are
conservative.
When looking at needs, the design
team focused on the 2019 projections.
These projections allowed for planning
suggestions to be made that would allow
time for implementation. The following
park amenities were shown to have a needs
that exist:
PARKS RECREATION & TRAILS STRATEGIC MASTER PLAN | 99
PARK SYSTEM ASSESSMENT PARK SYSTEM ASSESSMENT
98 | CITY OF EDINA
Edina Level of Service Standards
PARKS: Anticipated Future Park Development 2014 - 2019
Park Type Edina Inventory Meet Standard/Need Exists Future Amenity Developments Total 2014-2019 Meet Standard/Need Exists
Mini Parks 16.95 0.35 acres per 1,000 0.50 acres per 1,000 Need Exists 7 Acre(s)- - Need Exists 8 Acre(s)
Neighborhood Parks 93.31 1.92 acres per 1,000 1.75 acres per 1,000 Meets Standard - Acre(s)- - Meets Standard - Acre(s)
Community Parks 319.88 6.58 acres per 1,000 7.00 acres per 1,000 Need Exists 21 Acre(s)- - Need Exists 34 Acre(s)
Special-Use Parks 760.36 15.64 acres per 1,000 11.00 acres per 1,000 Meets Standard - Acre(s)- - Meets Standard - Acre(s)
Open Space/Greenway 191.43 3.94 acres per 1,000 4.50 acres per 1,000 Need Exists 27 Acre(s)- - Need Exists 36 Acre(s)
Total Park Acres 1,381.93 28.42 acres per 1,000 24.75 acres per 1,000 Meets Standard - Acre(s)- - Meets Standard - Acre(s)
OUTDOOR AMENITIES:
Picnic Pavilions (Small & Medium)7.00 1.00 site per 6,947 1.00 site per 5,000 Need Exists 3 Sites(s)- - Need Exists 3 Sites(s)
Pavilions (Large & Indoor)3.00 1.00 site per 16,209 1.00 site per 10,000 Need Exists 2 Sites(s)- - Need Exists 2 Sites(s)
Baseball Fields 11.00 1.00 field per 4,421 1.00 field per 4,000 Need Exists 1 Field(s)- - Need Exists 2 Field(s)
Softball Fields 11.00 1.00 field per 4,421 1.00 field per 4,000 Need Exists 1 Field(s)- - Need Exists 2 Field(s)
Multi-Use Field (Soccer/Lacrosse/Football/Rugby) (Youth Size) 12.00 1.00 field per 4,052 1.00 field per 3,500 Need Exists 2 Field(s)- - Need Exists 2 Field(s)
Multi-Use Field (Soccer/Lacrosse/Football/Rugby)
(Adult Size) 9.00 1.00 field per 5,403 1.00 field per 3,500 Need Exists 5 Field(s)Fields at Pamela Park 4.00 Need Exists 1 Field(s)
Outdoor Basketball Courts 9.00 1.00 court per 5,403 1.00 court per 4,000 Need Exists 3 Court(s)- - Need Exists 4 Court(s)
Tennis Courts 13.00 1.00 court per 3,740 1.00 court per 4,000 Meets Standard - Court(s)- - Meets Standard - Court(s)
Indoor Ice Sheets 3.00 1.00 site per 16,209 1.00 site per 15,000 Meets Standard - Sites(s)- - Meets Standard - Sites(s)
Outdoor Ice Sheets 23.00 1.00 site per 2,114 1.00 site per 2,500 Meets Standard - Sites(s)- - Meets Standard - Sites(s)
Playgrounds (Youth & Tot)27.00 1.00 site per 1,801 1.00 site per 2,000 Meets Standard - Site(s)- - Meets Standard - Site(s)
Dog Parks 1.00 1.00 site per 48,626 1.00 site per 30,000 Need Exists 1 Site(s)- - Need Exists 1 Site(s)
Volleyball Pit 1.00 1.00 site per 48,626 1.00 site per 20,000 Need Exists 1 Site(s)- - Need Exists 2 Site(s)
Skate Board Area 1.00 1.00 site per 48,626 1.00 site per 40,000 Meets Standard - Site(s)- - Meets Standard - Site(s)
Multi-Use Trails (Miles) 13.82 0.28 miles per 1,000 0.75 miles per 1,000 Need Exists 23 Mile(s)Nine-Mile Creek Trail & Pamela Park Trail 8.95 Need Exists 15 Mile(s)
Community Gardens 1.00 1.00 site per 48,626 1.00 site per 50,000 Meets Standard - Site(s)- - Meets Standard - Site(s)
Disc Golf Courses 1.00 1.00 site per 48,626 1.00 site per 40,000 Meets Standard - Site(s)- - Meets Standard - Site(s)
Outdoor Pools 1.00 1.00 site per 48,626 1.00 site per 40,000 Meets Standard - Sites(s)- - Meets Standard - Sites(s)
INDOOR AMENITIES:
Recreation Centers (Square Feet)42,000.00 0.86 SF per person 2.00 SF per person Need Exists 55,252 Square Feet - - Need Exists 59,008 Square Feet
48,62650,504
Notes:
2014 Estimated Population 2019 Estimated Population
2014 Inventory - Developed Facilities 2014 Facility Standards 2019 Facility Standards
Current Service Level based upon
population
Recommended Service Levels;
Revised for Local Service Area
Additional Facilities/
Amenities Needed
Additional Facilities/
Amenities Needed
Figure 8.1 - Level of Service Standards (LOS)
LEVEL OF SERVICE
STANDARDS
Level of Service Standards (LOS) are
guidelines that define service areas based
on population that support investment
decisions related to parks, facilities, and
amenities. LOS can and will change over
time as the program lifecycles change and
demographics of a community change.
The consultant team evaluated park
facility standards using a combination
of resources. These resources included
National Recreation and Park Association
(NRPA) guidelines, recreation activity
participation rates reported by the Sports &
Fitness Industry Association as it applies to
activities that occur in the U.S. and the City
area, community and stakeholder input,
findings from the community-wide survey
and general observations. This information
allowed standards to be customized to the
City of Edina (Figure 8.1).
These standards need to be viewed as a
guide. The standards are to be coupled
with conventional wisdom and judgement
related to the particular situation and
needs of the community. By applying
these facility standards to the population
of Edina, gaps and surpluses in park and
facility/ amenity types are revealed. As
one can see there are many needs to be met
in the present and future. The standards
outlined are not aggressive, but are
conservative.
When looking at needs, the design
team focused on the 2019 projections.
These projections allowed for planning
suggestions to be made that would allow
time for implementation. The following
park amenities were shown to have a needs
that exist:
PARKS RECREATION & TRAILS STRATEGIC MASTER PLAN | 99
PARK SYSTEM ASSESSMENT PARK SYSTEM ASSESSMENT
98 | CITY OF EDINA
Edina Level of Service Standards
PARKS: Anticipated Future Park Development 2014 - 2019
Park TypeEdina Inventory Meet Standard/Need Exists Future Amenity Developments Total 2014-2019 Meet Standard/Need Exists
Mini Parks 16.95 0.35 acres per1,000 0.50 acres per 1,000 Need Exists 7 Acre(s)- - Need Exists 8 Acre(s)
Neighborhood Parks 93.31 1.92 acres per1,000 1.75 acres per 1,000 Meets Standard - Acre(s)- - Meets Standard - Acre(s)
Community Parks319.88 6.58 acres per1,000 7.00 acres per 1,000 Need Exists 21 Acre(s)- - Need Exists 34 Acre(s)
Special-Use Parks760.36 15.64 acres per1,000 11.00 acres per 1,000 Meets Standard - Acre(s)- - Meets Standard - Acre(s)
Open Space/Greenway191.43 3.94 acres per1,000 4.50 acres per 1,000 Need Exists 27 Acre(s)- - Need Exists 36 Acre(s)
Total Park Acres1,381.93 28.42 acres per1,000 24.75 acres per 1,000 Meets Standard - Acre(s)- - Meets Standard - Acre(s)
OUTDOOR AMENITIES:
Picnic Pavilions (Small & Medium)7.00 1.00 site per6,947 1.00site per 5,000 Need Exists 3 Sites(s)- - Need Exists 3 Sites(s)
Pavilions (Large & Indoor)3.00 1.00 site per16,209 1.00site per 10,000 Need Exists 2 Sites(s)- - Need Exists 2 Sites(s)
Baseball Fields11.00 1.00 field per4,421 1.00field per 4,000 Need Exists 1 Field(s)- - Need Exists 2 Field(s)
Softball Fields 11.00 1.00 field per4,421 1.00field per 4,000 Need Exists 1 Field(s)- - Need Exists 2 Field(s)
Multi-Use Field (Soccer/Lacrosse/Football/Rugby) (Youth Size) 12.00 1.00 field per4,052 1.00field per 3,500 Need Exists 2 Field(s)- - Need Exists 2 Field(s)
Multi-Use Field (Soccer/Lacrosse/Football/Rugby)
(Adult Size) 9.00 1.00 field per5,403 1.00field per 3,500 Need Exists 5 Field(s)Fields at Pamela Park 4.00 Need Exists 1 Field(s)
Outdoor Basketball Courts9.00 1.00 court per5,403 1.00court per 4,000 Need Exists 3 Court(s)- - Need Exists 4 Court(s)
Tennis Courts13.00 1.00 court per3,740 1.00court per 4,000 Meets Standard - Court(s)- - Meets Standard - Court(s)
Indoor Ice Sheets3.00 1.00 site per16,209 1.00site per 15,000 Meets Standard - Sites(s)- - Meets Standard - Sites(s)
Outdoor Ice Sheets23.00 1.00 site per2,114 1.00site per 2,500 Meets Standard - Sites(s)- - Meets Standard - Sites(s)
Playgrounds (Youth & Tot)27.00 1.00 site per1,801 1.00site per 2,000 Meets Standard - Site(s)- - Meets Standard - Site(s)
Dog Parks1.00 1.00 site per48,626 1.00site per 30,000 Need Exists 1 Site(s)- - Need Exists 1 Site(s)
Volleyball Pit1.00 1.00 site per48,626 1.00site per 20,000 Need Exists 1 Site(s)- - Need Exists 2 Site(s)
Skate Board Area1.00 1.00 site per48,626 1.00site per 40,000 Meets Standard - Site(s)- - Meets Standard - Site(s)
Multi-Use Trails (Miles) 13.82 0.28 miles per1,000 0.75miles per 1,000 Need Exists 23 Mile(s)Nine-Mile Creek Trail & Pamela Park Trail 8.95 Need Exists 15 Mile(s)
Community Gardens1.00 1.00 site per48,626 1.00site per 50,000 Meets Standard - Site(s)- - Meets Standard - Site(s)
Disc Golf Courses1.00 1.00 site per48,626 1.00site per 40,000 Meets Standard - Site(s)- - Meets Standard - Site(s)
Outdoor Pools 1.00 1.00 site per48,626 1.00site per 40,000 Meets Standard - Sites(s)- - Meets Standard - Sites(s)
INDOOR AMENITIES:
Recreation Centers (Square Feet)42,000.00 0.86 SF perperson 2.00SF per person Need Exists 55,252 Square Feet - - Need Exists 59,008 Square Feet
48,62650,504
Notes:
2014 Estimated Population 2019 Estimated Population
2014 Inventory - Developed Facilities 2014 Facility Standards 2019 Facility Standards
Current Service Level based upon
population
Recommended Service Levels;
Revised for Local Service Area
Additional Facilities/
Amenities Needed
Additional Facilities/
Amenities Needed
Figure 8.1 - Level of Service Standards (LOS)
LEVEL OF SERVICE
STANDARDS
Level of Service Standards (LOS) are
guidelines that define service areas based
on population that support investment
decisions related to parks, facilities, and
amenities. LOS can and will change over
time as the program lifecycles change and
demographics of a community change.
The consultant team evaluated park
facility standards using a combination
of resources. These resources included
National Recreation and Park Association
(NRPA) guidelines, recreation activity
participation rates reported by the Sports &
Fitness Industry Association as it applies to
activities that occur in the U.S. and the City
area, community and stakeholder input,
findings from the community-wide survey
and general observations. This information
allowed standards to be customized to the
City of Edina (Figure 8.1).
These standards need to be viewed as a
guide. The standards are to be coupled
with conventional wisdom and judgement
related to the particular situation and
needs of the community. By applying
these facility standards to the population
of Edina, gaps and surpluses in park and
facility/ amenity types are revealed. As
one can see there are many needs to be met
in the present and future. The standards
outlined are not aggressive, but are
conservative.
When looking at needs, the design
team focused on the 2019 projections.
These projections allowed for planning
suggestions to be made that would allow
time for implementation. The following
park amenities were shown to have a needs
that exist:
Figure 3.11 - Level of Service Summary
PARKS, RECREATION & TRAILS STRATEGIC PLAN | 41
EDINA TODAY
ADDITIONAL FACILITIES/ AMENITIES NEEDED SUMMARY
The two most prominent features within Edina’s exisitng park system that are showing a deficit are multi-use trails and indoor recreation
center space. These facilities will be the most difficult to achieve the LOS due to cost, available land areas/ easements, and political
considerations. However, they have the greatest potential for making immediate and dramatic impacts for the residents of Edina. A
summary of facilities/ amenities that were identified as needed in the LOS as having a need for include the following:
MULTI-USE TRAILS - The LOS projections show a need for 15 additional miles of trails in Edina after the implementation of Nine-
Mile Creek Trail. This need also correlated with the community survey in which Walking and Biking Trails were ranked the highest
priority for Edina with Nature Trails being ranked second highest. There is a risk that the community may not see as much of a need
for this after the completion of Nine Mile Creek Trail. Efforts to implement should be prioritized to build on the success of the Nine-
Mile Creek Trail.
RECREATION CENTER - The LOS projections show a need for 59,008 square feet of additional indoor recreation space. This is
double the existing square footage and likely will require a new facility to meet this need. A flexible building that could meet a variety
of needs and that can adapt to future changes in demographics and recreation trends would be the most prudent investment. Any
studies of new facilities should examine the potential of addressing other facility shortfalls such as the Edina Art Center and Senior
Center.BASEBALL/SOFTBALL FIELDS - The LOS projections
show a need for two additional baseball fields and two
additional softball fields in Edina. However, the need
was not correlated in the community survey and was
ranked very low in overall priorities. It is recommended
that the current baseball and softball fields should be
maintained, and the addition of more baseball and
softball fields should be put on hold and revisited as the
need is expressed by the community. Figure 3.12 shows
all EPRD baseball/softball fields and other non-EPRD
baseball/softball fields.
City of Edina
Baseball & Softball Fields
5-Minute Walk
10-Minute Walk
WILLIAMSPARK
WOODDALE PARK
UTLEY PARK
BROWNDALE PARK
TODDPARK
HIGHLANDSPARK
GARDENPARK MELODY LAKEPARK
ARDEN PARK
PAMELA PARK
STRACHAUER PARK
ROSLANDPARK
ARNESONACRES
FRED RICHARDS PARK
CENTENNIAL LAKES
EDINBOROUGHPARK
YORKTOWNPARK
EDINA PROMENDADELEWIS PARK
MCQUIRE PARK
HEIGHTS PARK
NORMANDALE PARK
BRAEMARGOLF COURSE
CREEK VALLEY PARK
BREDESEN PARK
WALNUT RIDGE PARK
FOX MEADOW PARK
VAN VALKENBURG PARK
COUNTRYSIDEPARK
BIRCHCREST PARK
TINGDALE PARK ST. JOHNS PARK
CHOWEN-PARK
YORKPARK
GRANDVIEW SQUARE
FRANK TUPAPARK
SHERWOODPARK
KOJETINPARK
WEBER FIELDPARK
ALDEN PARK
BRAEMARPARK
ORNELIA SCHOOL PARK
Softball Field(non EPRD)Baseball Field(non EPRD)
Good
Fair
Poor
Baseball Field Softball Field
EDINA COMMUNITY CENTER & SOUTH VIEW MIDDLE
EDINA HIGH SCHOOL & VALLEY VIEW MIDDLE SCHOOL
Figure 3.12 - Existing Baseball and Softball Field Map
EDINA TODAY
42 | CITY OF EDINA
MULTI-USE FIELDS - After the construction of the fields
at Pamela Park, the LOS projections show a need for three
additional multi-use fields in Edina. EPRD should look at
other multi-use field opportunities in the City for partnerships
to fulfill this need. An example of this would be the multi-use
lacrosse fields at Creek Valley that are on school property and
are not currently being counted in the Park System. There may
be additional field space at schools and properties throughout
the City that could fulfill this need. Multi-use fields can
accommodate a number of activities and allow the park system
to be very flexible into the future. Sports such as ultimate
frisbee, soccer, target golf, and a host of other activities can be
utilized by multi-use fields and open lawn areas. Figure 3.13
shows all EPRD multi-use fields and other non-EPRD multi-use
fields.
City of Edina
Multi-Use Sports Fields
5-Minute Walk
10-Minute Walk
Mulit-Use Sports Field (Good)Synthetic Turf Indoor Facility/Gymnasium
WOODDALE PARK
HIGHLANDSPARK
GARDENPARK
PAMELA PARK
STRACHAUER PARK
LEWIS PARK
NORMANDALE PARK
BRAEMARGOLF COURSE
CREEK VALLEY ELEMENTARY
WALNUT RIDGE PARK
VAN VALKENBURG PARK
WEBER FIELDPARK
ALDEN PARK
BRAEMARPARK
CALVARY CHRISTIAN REFORMED CHURCH
EDINA COMMUNITY CENTER & SOUTH VIEW MIDDLE
EDINA HIGH SCHOOL & VALLEY VIEW MIDDLE SCHOOL
OUR LADY OF GRACE
WOODDALE CHURCH
Mulit-Use Sports Field (Fair)Mulit-Use Sports Field (Poor)Multi-UseSports Field (non EPRD)
OUTDOOR BASKETBALL COURTS - The LOS projections
show a need for four additional outdoor basketball courts in Edina.
Figure 3.14 can begin to show the need for basketball courts based
of proximity mapping. The figure shows the current parks with
basketball courts with both a 5-minute and 10-minute walking
radius from them. The figure also shows the condition of each
basketball court. It is recommended to look into placement of
future basketball courts in underserved areas.
UTLEY PARK
STRACHAUER PARK
CHOWENPARK
ALDEN PARK
COUNTRYSIDE PARK
NORMANDALE PARK
WEBER FIELD PARK
TODD PARK
HEIGHTS PARK
City of Edina
Basketball Courts
5-Minute Walk
10-Minute Walk
Basketball Court(Fair)Basketball Court(Good)Basketball Court(Poor)
Figure 3.13 - Existing Sports Fields Map
Figure 3.14 - Existing Basketball Courts Map
PARKS, RECREATION & TRAILS STRATEGIC PLAN | 43
EDINA TODAY
PICNIC PAVILIONS - The LOS projections show a need for five additional picnic
pavilions (3 small/medium and 2 large/indoor). This calculation correlated with the
results of the community survey and should be explored. Figure 3.10 can begin to
show the need for picnic pavilions based on proximity mapping. The figure shows
currently which parks have picnic pavilions with both a 5-minute and 10-minute
walking radius from them. It is also shown how many picnic pavilions there are, what
size and what condition they are in (icons). Picnic pavilions in underserved areas
should be explored for cost-benefits.
VOLLEYBALL PITS - The LOS projections show a need for two additional volleyball
pits in Edina. Currently, the only exisitng pit is located in Rosland Park. However,
the community survey didn’t reflect any preferences for additional volleyball pits. It
is recommended that EPRD maintains and monitors the use of the existing volleyball
pit at Rosland. The addition of more volleyball pits should be evaluated further with
future park master planning efforts and needs analyses.
DOG PARKS - The LOS projections show a need for one additional dog park in
Edina. Currently, only one exists. It is located in Van Valkenburg Park in the far
northwest part of the city. This park is mainly accessible by car, and is a difficult park
for people (and their dogs) to walk to. The community survey correlated with this
need and ranks Dog Parks as a high priority for Edina. Additional opportunities for
dog agility testing, specialized events, and training activities could also be provided.
EDINA TODAY
44 | CITY OF EDINA
HOW THE COMMUNITY SEES THEIR PARKS
A critical element of the parks and recreation master planning process is community
engagement, which is necessary to effectively deliver a community-oriented parks
and recreation system. A balanced, open, and collaborative engagement process
builds community-wide trust in the plan and the planning methods used. Community
engagement for this project was carefully planned in order to accurately capture all
major community needs and included conducting focus groups, public workshops, and a
statistically-valid community survey.
The full results of this input is found in the Community Needs Assessment document. A
summary of the key points are found in the following section - including both staff and
public input on the current state of Edina’s Park System.
FOCUS GROUP SUMMARY
As part of the public engagement process for the Master Plan, the consultant team
conducted a series of 14 focus group meetings with key stakeholders of the Department.
Focus groups took place in December of 2014, and solicited valuable input from more
than 100 individuals. Participants included residents, community leaders, business
owners, recreation providers, athletic associations, civic groups, neighborhood
associations, environmental organizations, departmental staff, maintenance staff, City
Council, the Executive Leadership Team, and the Park Board. Seeking community
input is critical to the planning process, in that it is an early indicator of strengths,
weaknesses, opportunities, and threats and it identifies how the Department is perceived
in and around Edina.
STRENGTHS
• The City of Edina has a nice variety of unique, top-notch facilities that are
among the best in the Metro Area. In general, parks and facilities are very
well maintained and aesthetically pleasing.
• Many focus group participants praised the leadership of the Department,
noting the positive impact of personnel changes in recent years. Residents
are excited about the leadership team that is in place, and there is an
elevated level of confidence that the Department is primed for success.
• EPRD has been diligent in community involvement and input.
• Youth sports have very high levels of participation, and develops excellent
teams. The ice hockey program in Edina has a long tradition of excellence
and is a well-known powerhouse in the Twin Cities Area.
• Edina residents are very proud of their parks system and the community is
very engaged in the offerings of the Department.
COMMUNITY ENGAGEMENT
• Focus Groups
• Public workshops
• Statistically-valid Community
Survey
PARKS, RECREATION & TRAILS STRATEGIC PLAN | 45
EDINA TODAY
WEAKNESSES
• Parking at parks and facilities is inadequate and spills into adjacent
neighborhoods during large events.
• Residents feel some areas of Edina are not consistent with others in terms of
parks, facilities, amenities, and general upkeep and maintenance.
• Accessibility and connectivity of the parks within the City and with
adjacent systems is poor. Need better connections between parks and
recreational facilities with neighborhoods, commercial centers, and the
public transportation system.
• The park and recreation system lacks sufficient park signage, which makes
wayfinding to park properties difficult.
• Focus group participants mentioned a number of amenities in short supply
or missing from the Edina park and recreation system. Amenities identified
reflect new trends and/ or targeted underserved populations such as seniors.
OPPORTUNITIES
• A multi-use trail system is eagerly anticipated and completion should be a
high priority of the City.
• Improve marketing strategies to better inform a broader spectrum of users
about departmental offerings.
• Improve existing parks, facilities, and amenities versus building new ones.
• Increase the number of passive recreational opportunities available to
residents.
• Be a better facilitator of recreation by bringing people, especially adults,
with common interests together and providing more spaces that are open to
interpretation of the user.
• The Department should strive to expand its target market to be all-inclusive.
There is a large portion of the community that is currently underserved.
• There is a clear deficiency of recreational opportunities for adults and
seniors, and the Department must improve its multi-generational appeal.
• There are ample opportunities to seek additional partnerships and strengthen
existing ones - especially marketing and operations.
• There is notable disconnect between the numerous sports organizations
currently operating in Edina. The organized sports community would benefit
from an athletic organization commission that facilitates and unifies all of
these groups.
• The Department would benefit from a thorough natural resource inventory,
which identifies where lakes, water bodies, wetlands, tree types, invasive
species exist.
• Opportunities also exist internally in terms of strategic planning for the
future.
• From a programming standpoint, the Department must establish an identity
that defines level and scope of services offered; identifies core services; and
determines its role in the community as a recreation provider.
EDINA TODAY
46 | CITY OF EDINA
THREATS
• Out of control invasive species, most notoriously buckthorn, are severely
limiting acres of usable parkland.
• The highways and freeways that transect Edina impede the ability to
develop alternative transportation corridors such as trails and greenways.
• There is a territorial tendency among some residents in relation to
neighborhood parks, in that many remain isolated to their local park and do
not take advantage of recreational opportunities elsewhere in the City.
• The changing demographic profile of Edina, particularly due to an aging
population, will put new and different demands on the Department in terms
of the programs and facilities it provides to the public.
• There are several similar recreation facility and service providers that
are already well established in Edina, such as Community Education and
private fitness facilities, that can be considered as possible competition and/
or partners
COMMUNITY WORKSHOP SUMMARY
On December 18th, 2014 The design team led a Discovery Session Open House for Edina’s Park, Recreation and Trails Strategic Master
Plan. There were approximately 30 attendees. The following is a summary of the suggestions and comments from that session. A full
report can be found in the Community Needs Assessment Document.
DESCRIPTIVE WORDS
Attendees were asked to use 2-3 words to describe Edina Parks, Recreation and Trails system today, as well as words they would use to
describe it in the future.
Common Descriptions today included words such as:
Common descriptions for the future included words such as:
• All-ages
• Connected
• Appealing
• Natural areas
• Arts and culture
• Multi-modal
• Multi-purpose
• Organized
• Community Center
• Outdated
• Inconsistent
• Decentralized
• Maintenance challenged
• Adequate
• Fantastic
• Plentiful
• Well distributed
PARKS, RECREATION & TRAILS STRATEGIC PLAN | 47
EDINA TODAY
STRENGTHS
Each participant was asked to identify the strengths of the Edina Parks, Recreation and
Trails system. Strengths were then shared amongst the group, and written down for
review and comments. The following is a summary of responses:
• The existing land is an amenity and there is no need for further acquisition.
• The parks and trails are well-dispersed and vary in size and amenities.
• There are many water features such as Nine Mile Creek that are valued by
the public.
• There are great special-use parks and facilities such as Bredesen walking
trails, Centennial Lakes, Fred Richards Golf Course, the new Braemar
sports dome and Arneson Acres.
• There is a great management team and the overall system is valued by the
public.
WEAKNESSES
Each participant was asked to identify the weaknesses of the Edina Parks, Recreation
and Trails system. Weaknesses were then shared amongst the group, and written down
for review and comments. The following is a summary of responses:
• It is costly to manage and there are a lot of management needs.
• There is no coordination between school districts/city.
• Parking access is poor at many facilities.
• There are storm water and drainage issues in some areas including Braemar
and Walnut Ridge.
• There is not enough emphasis on ADULT recreation, and there is too much
focus on youth athletics only.
• Parks are not very walkable/bikeable and signage/identity between parks is
an issue.
OPPORTUNITIES
Each participant was asked to identify the opportunities of the Edina Parks, Recreation
and Trails system. Opportunities were then shared amongst the group, and written down
for review and comments. The following is a summary of responses:
• Increased natural areas to promote biodiversity.
• Land acquisition particularly at Weber Woods.
• Adult and more passive recreational programming like walking trails or
group yoga in the park.
• Braemar (golf course) was a big concern, but participants thought there
was opportunity to make it profitable.
• Sense of ownership and volunteerism could positively impact the system.
EDINA TODAY
48 | CITY OF EDINA
• Coordinated efforts with the school district.
• Other programming ideas were brought up such as archery, mountain
biking, skateboard parks, off-leash dog parks, Nordic ski trails, urban
gardening, and birding.
THREATS
Each participant was asked to identify the weaknesses of the Edina Parks, Recreation
and Trails system. Weaknesses were then shared amongst the group and written down
for review and comments. The following is a summary of responses:
• Budget and Lack of funding.
• Changing demographics - aging.
• Dismissal of public opinion for private benefit.
• Over duplication of amenities and activities.
• Environmental threats, such as global warming.
• Maintenance issues.
VISION DIAGRAM
The diagram shown as Figure 3.15 was developed by the participants and consultant
team, that reflected the overall vision of the Edina Parks, Recreation and Trails system:
Figure 3.15 - Vision Diagram
EDINA TODAY
PARKS, RECREATION & TRAILS STRATEGIC PLAN | 49
How Respondent Would Allocate $100
in Funds for Services Provided by the
City of Edina:
• Maintaining and improving
walking/biking trails ($24.00);
• Maintaining and improving
parks ($21.00);
• Maintaining and improving
indoor facilities ($13.00);
• Maintaining and improving
outdoor sports field ($10.00);
• Creating parks and playgrounds
within an easy walk for all
residents ($9.00);
• Maintaining and improving
golf courses ($8.00);
• Creating a new centrally
located community gathering
place ($6.00);
• Other ($4.00);
• Add public arts to the parks
($3.00);
• LEED certifying all future park
buildings ($2.00);
$ $ $COMMUNITY NEEDS ASSESSMENT SURVEY SUMMARY
In the summer of 2014, ETC/Leisure Vision conducted a City of Edina Comprehensive
Community Needs Assessment Survey to help establish priorities for programs and
facilities within the City of Edina. The survey was designed to obtain statistically valid
results from households throughout the City of Edina. The survey was administered by
mail, web and phone.
Of the 3,000 sample households mailed the seven-page survey, 1,222 surveys were
completed. The following summarize major survey findings:
• Ninety-four percent (94%) of respondent households have visited the City
of Edina parks or recreation facilities over the past year.
• Fifty-one percent (51%) of respondent households have visited playgrounds
over the past 12 months. Other facilities respondent households have used
or visited include: Ponds/lakes (48%), grassy areas (44%), park shelter
buildings (30%) and youth soccer, football, lacrosse fields (29%).
• Forty-one percent (41%) of respondent rate the condition of all the parks.
trails and recreation facilities they have used or visited in the City of Edina
as excellent. Other ratings include: Good (54%), fair (5%) and poor (1%).
• Forty-two percent (42%) of respondent households would most like to see
restroom additions made to the City of Edina neighborhood parks. Other
additions respondents indicated include: Pedestrian and bike routes to parks
(37%) and drinking fountains (30%).
• Sixty-eight percent (68%) of respondent households have not participated in
recreation programs offered by the City of Edina in the past 12 months.
• Based on the thirty-two percent (32%) of respondent who
have participated in programs, 53% have participated in 2 to 3
programs. Other participation rates include: 1 program (26%),
4 to 6 programs (15%), 7-10 programs (5%) and 11 or more
programs (1%).
• Based on the thirty-two percent (32%) of respondent who
have participated in programs, 39% rate the overall quality as
excellent. Other ratings include: Good (57%), fair (4%) and less
than 1% indicated poor.
• Eighty-five percent (85%) or 17,613 households have a need for walking
and biking trails. Other facility needs include: Nature trails (69% or
14,326 households), and natural areas and wildlife habitats (56% or 11,638
households).
• Based on the sum of respondent households, the top choice indicated that
walking and biking trails (66%) were the most important to their household.
Other most important facilities include: Nature trails (33%), natural
areas and wildlife habitats (23%), 18 and 19 hole golf courses (21%) and
playground equipment (20%).
• Fifty-eight percent (58%) of respondent households would use indoor
walking and jogging track if developed. Other indoor program spaces
include: Exercise facility for adults 50+ (34%), aerobics/fitness/dance class
space (33%) and weight room/cardiovascular equipment area (33%).
EDINA TODAY
50 | CITY OF EDINA
Through the exploration of the focus group meetings, the community workshop
and the community needs assessment survey, the following were key findings of
how the community views Edina’s parks:
• Walking and Biking Trails are a high priority amongst the
community, and supported by the City of Edina Park and Recreation
staff. Mountain bike trails have also been shown to have strong
support.
• The community and the Department would like to see increased
natural areas within parks, including nature trails, and invasive
species control (such as Buckthorn).
• The Department has been praised for the outstanding service to
youth recreation, however with the aging community in mind,
many residents would like to see more opportunities for seniors and
passive recreation in the parks.
• Parking is at a premium at parks hosting organized sports.
• An indoor fitness facility is desired by some in the community,
including an indoor walking/jogging track and an indoor pool.
• Budget and funding is a high priority, it was expressed that
alternative funding sources should be explored.
• Park signage and wayfinding methods are in need of improvements.
• The Department leadership is praised and there is an overall
satisfaction with the Edina Parks System.
KEY FINDINGS
• Fifty-one percent (51%) of respondent household are very supportive for an indoor community space being developed on part of the vacant land near highway 100 and Vernon Ave. Other levels of support include: Somewhat supportive (22%), not sure (18%) and not supportive (10%).
• Sixty percent (60%) of respondent households learn about the City of Edina parks and recreation programs and activities through the Park and Recreation Activities Directory. Other ways include: From friends and neighbors (59%), newspaper articles (52%) and City of Edina website (46%).
• Forty-three percent (43%) of respondent households are deterred from using parks, recreation facilities and programs of the City more often because they are too busy. Other deterrents include: I don’t know what is being offered (26%), program or facility not offered (16%), too far from our residence (15%), program times are not convenient (15%), fees are too high (14%), use facilities in neighboring cities (14%) and I do not know locations of facilities (13%).
• Forty-five percent (45%) of respondent households were somewhat satisfied with the overall value their household receives from the City of Edina parks and recreation system. Other levels of satisfaction include: Very satisfied (35%), neutral (15%), somewhat dissatisfied (4%) and very dissatisfied (2%).
PARKS, RECREATION & TRAILS STRATEGIC MASTER PLAN | 51
INTRODUCTION
Parks and recreation trends are constantly changing, as are the community’s demographics, finances, and environment.
These factors are important considerations in setting the future direction of EPRD. Edina must continue to keep up
with current and future recreation trends in order to promote excellence in everything it does. The following chapter
examines key trends in parks and recreation by looking at a broad range of recreational activities to help understand
what activities are growing (or declining) in popularity. In order to stay relevant to the community at large, the Parks,
Recreation and Trails Strategic Plan must take into consideration a wide variety of leisure pursuits in order to inform
how the Department should adjust its provision of park and recreation facilities and services over time. It is prudent
to review both national and local information so as to balance knowledge of trending activities across the county with
those happening in and near Edina.
4.0
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52 | CITY OF EDINA
SUMMARY OF NATIONAL PARTICIPATORY TRENDS ANALYSIS
MOST POPULAR SPORT AND RECREATION ACTIVITIES
• Fitness Walking (117 million)
• Running/Jogging (54 million)
• Treadmill (48 million)
MOST PARTICIPATED IN TEAM SPORTS
• Basketball (23.7 million)
• Tennis (17.7 million)
• Baseball (13.3 million)
ACTIVITIES MOST RAPIDLY GROWING OVER LAST FIVE YEARS
• Adventure Racing – up 159%
• Non-traditional/Off-road Triathlon – up 156%
• Traditional/Road Triathlon – up 140%
• Squash – up 115%
• Rugby – up 81%
ACTIVITIES MOST RAPIDLY DECLINING OVER LAST FIVE YEARS
• Wrestling – down 45%
• In-line Roller Skating – down 40%
• Touch Football – down 32%
• Horseback Riding – down 29%
• Slow-pitch Softball – down 29%
NUMBER OF “INACTIVES” INCREASED OVER 10%, BUT THOSE WHO ARE
ACTIVE ARE PARTICIPATING IN MORE
• “Inactives” up 10% between 2009-2014, from 74.8 million to 82.7
million
• Although inactivity has increased, those who are active seem to be
participating more often and in multiple activities.
117,000,000
+ 159%
23,700,000
+ 10.6%
TRENDS ANALYSIS
The following summarize the findings from the Sports & Fitness Industry Association’s
(SFIA) 2014 Sports, Fitness and Leisure Activities Topline Participation Report. The
local market potential index data compares the demand for recreation activities and
spending of the City of Edina’s residents to the national averages.
SFIA is the premeir source for sport and fitness research. The study is based on
online interviews carried out in January and February of 2014 from more than 19,000
individuals and households.
PARKS, RECREATION & TRAILS STRATEGIC MASTER PLAN | 53
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+ 81%
+ 115%
NATIONAL TRENDS IN GENERAL SPORTS
In terms of total participants, the most popular activities in the general sports category
in 2013 include basketball (23.7 million), tennis (17.7 million), baseball (13.3 million),
outdoor soccer (12.7 million), and slow pitch softball (6.9 million). Although three
out of five of these sports have been declining in recent years, the sheer number of
participants demands the continued support of these activities.
Since 2008, squash and other niche sports like lacrosse and rugby have experienced
strong growth. Squash has emerged as the overall fastest growing sport, as participation
levels have increased by nearly 115% over the last five years. Based on survey
findings from 2008-2013, rugby and lacrosse have also experienced significant growth,
increasing by 80.9% and 66% respectively. Other sports with notable growth in
participation over the last five years were field hockey (31.4%), ice hockey (27.9%),
gymnastics (25.1%), and beach volleyball (18.5%).
NATIONAL TRENDS IN GENERAL FITNESS
National participatory trends in general fitness have experienced some strong growth in
recent years. Many of these activities have become popular due to an increased interest
among people to improve their health by engaging in an active lifestyle. These activities
also have very few barriers to entry, and can be performed by nearly anyone with no
time restrictions.
The most popular fitness activity by far is fitness walking, which had over 117 million
participants in 2013. This change represents 2.9% increase from the previous year.
Other leading fitness activities based on number of participants include running/jogging
(over 54 million), treadmill (48.1 million), and hand free weights (43.2 million), and
weight/resistant machines (36.3 million).
Over the last five years, the activities that are growing most rapidly are high impact
aerobics (up 47.1%), yoga (up 36.9%), running/jogging (up 31.9%), cardio kickboxing
(28.7% increase), and group stationary cycling (up 27.8%).
NATIONAL TRENDS IN GENERAL RECREATION
Results from the SFIA’s Topline Participation Report demonstrate increased popularity
among Americans in numerous general recreation activities. These activities encourage
an active lifestyle, can be performed individually or with a group, and are not limited by
time restraints. In 2013, the most popular activities in the general recreation category
include road bicycling (over 40 million participants), freshwater fishing (nearly 38
million participants), and day hiking (over 34 million participants).
From 2008-2013, general recreation activities that have undergone very rapid growth
are adventure racing (up 159%), non-traditional/off-road triathlons (up 156%),
traditional/road triathlon (up 139.9%), and trail running (up 49.7%). In-line roller
skating, horseback riding, and skateboarding have all seen a substantial drop in
participation, decreasing by 40%, 29.4%, and 21.8% respectively over the last five
years.
+ 47%
+ 37%
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54 | CITY OF EDINA
+ 13.5%
- 0.7%
NA
+ 1.0%
NATIONAL TRENDS IN AQUATIC ACTIVITY
Swimming is a lifetime sport and has remained very popular among Americans.
Recreation swimming is the absolute leader in multigenerational appeal with over 26
million reported participants in 2013, a 13.5% increase from the previous year.
WINTER RECREATION TRENDS
Winter sports and recreation is a key consideration for EPRD. Though national and local
recreation trend and market potential information includes a few basic winter sports,
there is a need for more consistent market tracking in this area.
Participation in outdoor winter recreation can be influenced yearly by weather,
convenience (distance to venue, availability/cost of equipment), ability to participate
with others, and whether it is an Olympic year. In general, Minnesotans tend to have
higher than average participation rates in hockey, skiing, ice skating, ice fishing,
snowmobiling, and broomball. Because the median household income for residents in
Edina is $88,201, participation in winter sports is not as limited by financial barriers
such as purchasing gear and equipment, lessons, leagues or teams, resorts, and indoor
ice time. Tracking of usage statistics at the city or service area level in outdoor
recreation would help Edina to identify localized trends more accurately for winter
recreation in the future.
ICE SKATING
According to the U.S. Figure Skating data, the national trend for membership is down
just 0.7% over the last 10 seasons. This indicates a relatively flat trend nationally over
time. However, in the service area about 25% more people watch figure skating than the
national average. Approximately 3.4% of Edina residents (1,270 people) participated
in ice skating in the past 12 months, which is about 25% above average for participation
nationally, with an MPI of 126. Therefore, we can extrapolate that Edina residents are
upwards of one-fourth more likely to participate or spectate in figure skating than the
U.S. population, and ice skating will continue to be an important part of Edina.
HOCKEY& BROOMBALL
According to USA Hockey, there were 519,417 registered hockey players in the U.S.
in 2013-14, an increase of 9,000 over the previous year (1.7%). Minnesota continues
to reign as the State of Hockey. According to USA Hockey, the 10-year growth rate
in Minnesota hockey participation from 2002-2013 was 20.2%. Minnesota as a state
has seen a 1% growth in players over the past year, and continues to be ranked #1 in
the country with a player population of 54,507, with Michigan just behind at 50,585.
Hockey will continue to be a major focus of EPRD for the foreseeable future.
Broomball is a popular league sport in Minnesota, and there are several recreational to
semi-professional leagues in the Minneapolis area. 90% of participants in the national
title game are from Minnesota. There are 19 registered Broomball leagues in Minnesota.
PARKS, RECREATION & TRAILS STRATEGIC MASTER PLAN | 55
EDINA TOMORROW
EPRD also runs its own broomball league and it competes for ice time with other
activities throughout the winter.
SNOW SPORTS - SKIING, SNOWBOARDING AND SNOWSHOEING
According to the Sports Industry Association/Physical Activity Council 2012-2013
Snow Sports Participant Study, there were approximately 19,286,000 snow sports
participants in 2012-13, showing an overall decline of 2% from the previous season.
National trends in skiing include:
• Alpine skiers and snowboarders make up 49% of all snow sports
participants.
• Snowshoeing is the most popular snow sport amongst women, representing
46% of snowshoers.
• 54% of snow sports participants make more than $75K a
year.
• Over 39% of snowboarders are under age 24.
• 74% of snow sports participants are homeowners.
According to the 2013 Physical Activity Council Participation Study, in the West North
Central Region (includes Minnesota) of the United States, 7.8% of the population
Alpine Skis, 7.2% Snowboard, 10.7% Cross Country Ski, 7.3% Freeski, 12.4%
Snowshoe, and 5.5% Telemark Ski.
• Of those who Alpine Ski, 10% do so on Ungroomed Trails or Other, with
the remainder using Resorts.
• Of those who Snowboard, 36% do so on Ungroomed Trails, in Urban
Areas, Terrain Parks, or Golf Courses, with the remainder using
Resorts.
• Of those who Cross Country Ski, 28% do so on Ungroomed
Trails or in the Backcountry, with the remainder using Nordic
Centers.
• Of those who Freeski, 30% do so in Urban Areas, Golf Courses,
or Other, while 32% ski at Terrain Parks and 38% ski at
Resorts.
Cross Country, Freeskiing, Telemark Skiing, and Snowshoeing are all growing and have
participants which are likely to use local amenities such as Urban Areas, Golf Courses,
or Trails that may be amenities managed by the Parks and Recreation Department.
Snowboarders may be looking to use these local amenities as well. Though
According to Snowsports Industries America, cross country skiing is growing at a
rate of 9% a year, downhill is increasing at less than 1% percent and snowboarding is
growing at 5% a year. Salomon, an international outdoor equipment provider indicates
that overall Nordic business in the US is up 17% from 2013 to 2014. Salomon sales
numbers in MN/WI for Nordic equipment is up 22% from 2013 to 2014 as well.
Because the median income of Edina is over $88,000 and 54% of participants in snow
+ 67.9%
+ 7.5%
+135%
+ 9.0%
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56 | CITY OF EDINA
sports have an income of over $75,000 per year, in theory, residents in this area are
much more likely to participate in snow sports than the national average. Therefore,
residents of Edina are skiing much more than the national average and may be looking
for related programming offered through the Department (i.e., in local parks).
OTHER WINTER SPORTS
Nationally, 11.9% of the population spent the same or more on winter sports for 2011
compared to 2010, and 16.3% planned to spend the same or more in 2012 (Physical
Activity Council’s 2012 Participation Report).
Within the City of Edina, 8.2% of residents (3,059) watch extreme winter sports on
television, nearly equivalent to the national average, and 33.7% (12,588) watch the
winter Olympics, which is well above the national average. Edina residents are more
likely inclined to engage in newer winter activities. Of these winter sports growing
in popularity that EPRD could evaluate the potential to integrate into the park system
include - curling, biathlon, skijoring, and fat tire biking.
REGIONAL TRENDS IN GENERAL RECREATION
The Metropolitan Council is the regional planning organization for the seven-county
Twin Cities area. Every year, the Metropolitan Council reports the estimated number
of visits to regional parks and an overview of the recreation activities visitors engage in
through their report entitled Annual Use Estimate of the Metropolitan Regional Parks
System. The latest available report presents information from 2013.
Regional park visitation has steadily increased over the past decade. Between 2004 and
2013, annual visitation to regional parks increased 29.9%. with walking/hiking (21%
of activity occasions), swimming (16%), biking (10%), and picnicking (10%) being
the pursuits with the most participation. On trails the top activities were biking (45%),
walking/hiking (30%), jogging/running (10%), and dog-walking (7%).
LOCAL SPORT AND MARKET POTENTIAL
Figures 4.1, 4.2, 4.3 & 4.4 show sport and leisure market potential data from ESRI. A
Market Potential Index (MPI) measures the probable demand for a product or service
in the target area. The MPI shows the likelihood that an adult resident of the city
will participate in certain activities when compared to the US National average. The
National average is 100 therefore numbers below 100 would represent a lower than
average participation rate and numbers above 100 would represent higher than average
participation rate. The city is compared to the national average in four (4) categories
– general sports by activity, fitness by activity, outdoor activities, and money spent on
miscellaneous recreation.
The City of Edina demonstrates very high market potential index numbers for fitness
activities, outdoor activities, and money spent on recreation while producing mixed
results for general sports. All activities related to fitness reported well above average
market potential, as well as some select general sports activities (e.g. downhill
PARKS, RECREATION & TRAILS STRATEGIC MASTER PLAN | 57
EDINA TOMORROW
skiing, tennis, and golf). These high index numbers paired with the above average
household income characteristics of residents is very promising from a programming
standpoint. The Department has strong potential to generate revenues from programs
by capitalizing on the favorable earning ability of the service area and the residents’
willingness to spend money on recreational activities, as exhibited by the market
potential index figures.
Although the local market potential for most activities is very promising, there is one
area of notable concern. In analyzing the local trends in general sports, the majority of
activities fall below the national average. These activities are some of the most popular
sports and typically considered programming staples in athletics for departments
nationwide. This deviation might indicate a lack of awareness among potential users,
programs that don’t align with community needs and interests, a lack of available
amenities and/or a need to motivate residents to participate in offerings at a higher level.
As observed in Figures 4.1, 4.2, 4.3 & 4.4 the following sport and leisure trends are
most prevalent for residents within the City of Edina: average market potential, as well
as some select general sports activities.
Figure 4.2
Figure 4.3
Figure 4.4
COMMUNITY RECOMMENDED ACTIVITIES AND FACILITIES
Additional activities and facilities were identified by the public through the input
sessions that directly relate to the changing needs of the community and their
expectations for the EPRD. Some existing park activities have been successful, and
show signs of growth, while others are new ideas from the public.
PICKLE BALL COURTS - Pickle ball has become increasingly popular with aging
populations and there is a need for more courts - outdoor and potentially indoor.
OUTDOOR SPLASH PADS - Smaller scale outdoor splash pads are becoming
increasingly popular as an attractive alternative to outdoor pools. There are currently
no outdoor splash pads outside of the Aquatic Center in the City. Splash pads should
be evaluated as an attractive alternative to pools as they require less safety supervision
and operating costs than traditional pool facilities.
FRISBEE GOLF - There is one frisbee golf course at Rosland that is very popular and
is showing signs of wear on the grass and trees. This could be an indication that there
is a greater need for more facilities in other parts of the City. Frisbee golf courses are
very affordable compared to other recreational activities.
ARCHERY RANGE - Archery is growing in popularity and has been identified by
the community as a need. There are currently no formalized places for archery in the
parks system and there may be benefits to setting up a structured area for archery prac-
tice. Archery facilities are relatively inexpensive compared to other recreation activi-
ties. The Minnesota State Archery Association and/ or MnDNR could be coordinated
with for education programs and events.
Figure 4.1
Activity MPI
Participated in Skiing 176
Participated in Tennis 149
Participated in Golf 125
Participated in Soccer 102
Participated in Softball 93
Participated in Volleyball 89
Participated in Baseball 88
Participated in Basketball 87
Participated in Football 80
City of Edina Participatory Trends -General Sports
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58 | CITY OF EDINA
COMMUNITY GARDENS/ URBAN AGRICULTURE - The community gardens at
Yorktown support healthy lifestyles, promote community engagement, and are very
popular. Other opportunities for community gardens should be explored. Infrastruc-
ture is relatively affordable compared to other recreation activities. Soil tests should
be performed prior to installation of any garden beds if any evidence of contamination
is shown. Organic leaf compost is an excellent addition to soils to increase production
and condition existing soils.
INDOOR FITNESS - A desire for increased access to a range of indoor fitness
activities was expressed. Flexible indoor facilities could host a variety of activities for
a wide-range of ages and ability levels. Some recent trending activities that could be
found indoors include:
• Indoor pickleball
• Boxing
• Indoor parkour
• Treadmill only workouts
• Group rowing
• Stationary cycling/ spin
• Futsal - 5 person indoor soccer
• Dodgeball
• Yoga, pilates, hot yoga
• Mommy fitness
POTENTIAL USES FOR EXISTING FACILITIES
The following activities and facilities were not brought up in community input sessions,
but do parallel national and regional trends, and could be integrated into Edina’s parks
with little additional financial or infrastructure inputs. These activities were informed
by public input, evaluations of the park system, and national trends information.
FOOT GOLF - Foot golf’s introduction and growth in popularity has corresponded
directly with traditional golf’s decline. Two courses exist in Minneapolis. Usually
taking place in the rough, or next to the fairway, it is played simultaneously with golf
and allows courses another form of revenue. Foot golf is cheaper than regular golf,
requires a ball for equipment, and is generally accessible to a broader population.
GEOCACHING - Geocaching is a passive recreational opportunity that would allow
greater exposure to underutilized natural areas of the park. A great family activity
that requires very little investment and/ or management.
RESTAURANTS AND BEER GARDENS - Integrating food and beverage into the
park system is another form of revenue generation. Cross-pollinating activities by
bringing more people into an area has worked well in other areas of the country and
is something Edina is currently pursuing. The synergy of tapping into the Twin Cit-
ies emergence as a midwestern Food and MicroBrew leader has a lot of potential for
creative partnership opportunities. The Consultant team identified the lawn bowling
green at Centennial Lakes as an exciting opportunity to bring more consistent users to
the area. Food trucks could also be a way to bring an added service to the population,
and EPRD should study how to encourage and accommodate food trucks in key areas
of the park system.
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AERIAL CHALLENGE COURSES - ROPE CHALLENGES - Aerial ropes courses
have become popular and offer a unique experience opportunity for Edina’s parks.
Partnerships may be an effective way to deliver this feature to residents.
FRISBEE GAMES (BEYOND GOLF) - Frisbee and disc games have consistently
increased in popularity over the years and groups in Edina have organized the “Edina
Family Frisbee Festival” in the past. Frisbee games can be family friendly and can
accommodate a wide range of abilities. EPRD could work with existing groups to
encourage and help integrate frisbee activities and facilities into the Park System.
TARGET GOLF GAMES - Golf oriented games can be played in a number of settings
including parks. Sometimes played using a soft core type ball (to reduce injury and
property damage from errant shots) and higher lofted clubs, players aim for targets and
non-traditional golf holes. Cost is typically free and no additional infrastructure would
necessarily be needed in a park. Divot repair would be the main maintenance issue
needing to be addressed. EPRD could designate certain areas to encourage target golf
(potentially nearby in Braemar), and potentially organize education events.
BIKING - Different forms of biking have become popular, often in association with
the X Games. Biking activities include a host of BMX related events - BMX vert, dirt,
Big Air, Street, and others. Many of these events are somewhat related to skateboard-
ing and future facility construction should evaluate the need and requirements to host
these biking events. Building large ramps and dirt tracks may be beyond the purview
of EPRD but partnerships and programming could be explored. Mountain biking is
discussed further in this document.
PLATFORM TENNIS - The platform tennis court is similar in size to the pickleball
court; however, it requires a greater infrastructure investment in building the courts
that are usually heated - allowing outdoor winter use.
FUTSAL - Futsal is a form of soccer that is mainly played indoors, on a smaller
field, with a smaller ball, and 5 people per team. This version of soccer is a new
introduction to the City of Edina being played by the Edina Soccer Club as a way to
extend the season and crosstrain.
There are a number of additional activities and sports that could be integrated into
EPRD facilities and programs. The list is continuously changing and EPRD should
reevaluate current trends and existing offerings every few years to ensure they are
consistently meeting current resident needs.
TRENDS ANALYSIS FINDINGS
A direct correlation exists between the national participatory trends and the local
market trends, in that the service area shows a high propensity to engage in recreational
EDINA TOMORROW
60 | CITY OF EDINA
activities pertaining to fitness. Based on market potential index figures, the Department
should expect residents to participate in fitness activities at a much higher rate than the
national average. This would indicate that the Department should offer a wide variety of
fitness programming, with a willingness to introduce innovative and trending activities.
The local participatory trends also show that residents of Edina attend sporting events
and theme parks at a high level, as index figures for these categories are well above
average. This demonstrates that the local community is very social and residents
enjoy attending a variety of events. From a programming standpoint, this presents an
opportunity for the department to offer more special events and excursions, such as day
trips for seniors or a community day at the ballpark.
Based on the findings from the demographic and trends analysis, the Department is
very fortunate to have an ideal service area. Not only are income characteristics well
above average, but the user base also has a strong tendency to spend their time and
money on activities that are in the Department’s wheelhouse. The future success of
the Department will rely heavily on its ability to capitalize on these favorable market
conditions by providing facilities, amenities, and programs that are geared toward the
needs and interests of the local community.
CHANGING COMMUNITY, CHANGING NEEDS
Throughout the planning process, community members continually voiced their support
for the excellence, value, and benefits of Edina’s quality park system. However, to
maintain this excellence, there are numerous challenges to address in the short and long
term. An aging population, changing interests, increased competition for resources,
technological advances, and environmental pressures are a few of the issues that will
continue to challenge the parks and recreation services in Edina.
A powerful vision, innovative strategic plan, and strong leadership will allow the
Department to address changing issues and strengthen the environmental and financial
sustainability of the park system. The community needs assessment and trends analysis
shows Edina to be a changing community that has changing needs. Addressing these
needs is a focus of the Strategic Plan and critical for EPRD to continue their high
standard of excellence in meeting the Community’s needs into the future. The following
issues provide a glimpse of how the park system could support residents in the future,
and the opportunities and challenges that have emerged during analysis for this Strategic
Plan.
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HEALTHY, ACTIVE AGING
Edina has a rapidly growing population over the age of 55. In 2014 nearly 35% of
the population was above age 55 and that number is projected to be approximately
45% by 2019. Many individuals in older populations are seeking changes in lifestyle
to reflect their shifting family responsibilities, reduced work loads, and expanded
recreational, educational, and cultural interests. Baby boomers are aging more actively
than previous generations with more focus on continuing to participate in physical and
social activities. Edina will need to provide opportunities for civic participation, active
and passive recreation, and social interaction to facilitate the health and wellness of its
aging population. Fortunately, income will not be a limiting factor in participation for a
majority of older Edina residents.
YOUTH AND FAMILY FOCUS
Edina remains a strong community for attracting families with its history of excellence
in quality education and youth support. Providing opportunities to engage youth in
a variety of activities is important for teaching them the tools to create a life-long
healthy and active lifestyles. Teaching healthy habits and developing self esteem in
the community’s youth are important functions that the park and recreation system
can provide in collaboration with other community organizations including schools,
sports associations, non-profits, and other youth focused groups. While Edina’s
youth athletic associations are excellent at teaching important active lifestyle lessons,
diversifying the activities and supporting a broader range of interests will attract a larger
youth population that may be underserved by traditional athletic centric facilities and
programming.
NATURE AND HEALTH
Reduced access to natural areas, increased use of technology, and more
programmed lives have created a lifestyle for many children that don’t allow them
the opportunity to engage with the natural world in any meaningful way. This is
amplified in Edina where the natural resources are scattered throughout the City
and difficult to access without an automobile. The mental health benefits from
exposure to natural areas can help reduce depression, anxiety, and other mental and
learning disorders related to attention deficit disorder. Natural areas, passive trails
and open spaces, nature based play areas, and unstructured imaginative play have
a significant impact on physical and mental health and development. Connecting
all of Edina’s residents to natural areas is an important component of a high quality
park system, but is particularly important to youth.
EDINA TOMORROW
62 | CITY OF EDINA
ACCESSIBILITY FOR ALL
Active lifestyles, independent lives, and community involvement should be made
available to all residents. By law, parks and recreation facilities are required to be
accessible, and the parks department will continue to update and adapt infrastructure
to provide inclusive, accessible facilities for residents with various abilities. Providing
these opportunities empowers more independent individuals that can contribute
positively to the community. Lower mobility populations, including older individuals,
will greatly benefit from an approach that emphasizes accessibility for all. This
approach will allow the EPRD to provide health and wellness opportunities to all of
Edina’s residents.
FINANCIAL COMPETITION
Increased costs in areas like health care, energy, and construction are occurring at a
time of reduced financial contributions from State and local taxes. This often places
parks lower in priority than other public services. Many parks have aging infrastructure
that will need to be evaluated and selectively reinvested in to maintain level of service
expectations. Funding reductions for maintenance and operations can have a significant
impact on the health and usability of the park system. New revenue opportunities
will need to be explored for maintenance and capitol improvements. Partnerships,
volunteers, donations, and other sources will need to be identified as funding inputs,
as well as communicating the value of parks and recreation to the general community.
Edina has historically been an innovator in this area and has had excellent volunteer
programs that have left the system in good shape. This approach will need to continue
and evolve in order to maintain the city’s excellence in providing park and recreation
services.
CLIMATE CHANGE
Recent climate trends and future forecasts will impact parks facilities with increased
storm intensities, longer periods of drought between storms, higher temperatures
(summer and winter), decreased snow cover, impacts to traditional vegetation,
and increased threats from insects and invasive species. These changes will have
significant impacts on the park system’s ability to provide key services throughout
the seasons, protect park users during and after storms, and support quality turf grass
required for active field play. Storm damage will likely increase and these issues can
create additional pressures for City and Park system resources. Emerald ash borer
outbreaks and new pathogens and infestations are likely to strengthen in intensity and
frequency and will require a dedicated plan to remediate.
PARKS, RECREATION & TRAILS STRATEGIC MASTER PLAN | 63
EDINA TOMORROW
ENVIRONMENTAL AWARENESS
The general public’s increased awareness of environmental issues in Minnesota, such
as clean water, air, and energy efficiency have put increased demands on EPRD to
provide more quality natural resources and areas. People associate the natural world
with healthy environments and view the parks department as stewards of the natural
environment in their city. Additionally, the parks department has an opportunity to
foster sustainability throughout the community by providing leadership in advancing
environmentally sensitive practices. Sustainable development and redevelopment,
native landscapes, environmentally friendly stormwater management, and energy
efficiency are all commonly understood aspects of sustainability that are directly
impacted by parks and facilities.
HEALTH CONSCIOUS & ACTIVE LIVING
National obesity trends are shifting as the general public becomes more educated and is
engaging in active lifestyles throughout all age groups. Active lifestyles are becoming
more popular and health and recreation centers are seeing increased memberships and
use. As a result, the general public is demanding facilities and programs that support
healthier lifestyles - in every season. Walking, running, and biking are becoming more
popular as both recreation activities and methods of transportation. These modes of
transportation require necessary infrastructure that has historically not been a priority
in Edina. Supporting these individuals with appropriate infrastructure is a key function
of EPRD and can go a long way toward building a healthier community. Streets,
sidewalks, and trails throughout the city also support health and wellness and the parks
department should collaborate with other programs existing in the city to address this
need.
TIME AND TECHNOLOGY
While technology can help address some time pressures of modern life, it can also
exacerbate the issues of time management and scheduling in our daily lives. Because
of the pressures on time, people are seeking activities and infrastructure that are close to
home and easily accommodated in their typical schedules. Unstructured participation
activities that meet busy schedules and allow them to engage with their family, friends,
and community are highly desired. This will require a flexible park system with
facilities and programs that include options that fit multiple needs.
Additionally, technology can be embraced by the parks department for communication,
marketing, increasing administrative efficiency, as well as creating entirely new
activities (e.g. geocaching).
EDINA TOMORROW
64 | CITY OF EDINA
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PARKS RECREATION & TRAILS STRATEGIC PLAN | 65
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 they will
get there. The following vision has been developed in conjunction with the Strategic Plan, and complements EPRD’s
existing mission statement:
EDINA PARKS AND RECREATION DEPARTMENT VISION
To be recognized as having Minnesota’s premiere parks, recreation and trail system that provides unrivaled
opportunities to maximize Edina’s quality of life by nurturing the health and well-being of our people, our
community, our environment, and our economy.
EDINA PARKS AND RECREATION DEPARTMENT MISSION 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.
5.0
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66 | CITY OF EDINA
Provide excellence and innovation in parks and recreation
services and facilities 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 re-examining 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; providing future
generations with the same access to a high quality park system.
Protect Edina’s assets through strong financial stewardship
and creative funding.
Creative partnerships with private business and public associations 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.
Promote community health and wellness for all residents in
our parks and programming.
The health and wellness benefits of parks include:
• 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 providing
health opportunities for the community and making health and wellness a priority for all
future development.
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.
$$$
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STRATEGY AND PLAN
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 increase 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 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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68 | CITY OF EDINA
INTRODUCTION TO THE PURPOSE, GOALS,
AND STRATEGIES
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 and updated every 5-years 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 Framework 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 of Appendix 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
1. Natural Resources & Sustainable Parks
2. Parks, Open Spaces, and Trails
3. Recreation Facilities
4. Recreation Programs
5. Finance & Management
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STRATEGY AND PLAN
DEVELOPMENT GOALS FOR 1:
NATURAL RESOURCES & SUSTAINABLE
PARKS
Protect, enhance, engage and restore our urban forests, natural
areas and water resources in order to sustain a healthy, diverse and
balanced natural environment for 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 excellence in park maintenance operations, continue to explore
environmentally friendly/ sustainable practices, and increase natural areas
maintenance expertise and ability.
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 Edina’s water resources through the Park System.
3. Provide more active and passive recreation opportunities and educational
efforts focused on water resources.
“for in the end we will conserve only
what we love.
we will love only what we
understand.
we will understand only what we are
taught.”
Baba Dioum - 1970
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70 | CITY OF EDINA
DEVELOPMENT GOALS FOR 2:
PARKS, OPEN SPACES & TRAILS
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.
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 EXCELLENCE AND EQUITABLE ACCESS TO
PARKS 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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72 | CITY OF EDINA
DEVELOPMENT GOALS FOR 3:
RECREATION FACILITIES
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 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:
1. Explore a flexible 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 with 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 innovative infrastructure in the park system to support environmental education and natural resource programming.
GOAL 02 – INCREASE FACILITY ACCESSIBILITY AND
CONSISTENCY THROUGHOUT THE CITY
Strategies:
1. Identify facilities not meeting community needs and develop plan for replacement, renovation, or decommissioning.
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.
PARKS RECREATION & TRAILS STRATEGIC PLAN | 73
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DEVELOPMENT GOALS FOR 4:
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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74 | CITY OF EDINA
DEVELOPMENT GOALS FOR 5:
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.
GOAL 01 - INCREASE FINANCIAL SUSTAINABILITY, EFFICIENCY,
AND STRONG PARTNERSHIPS
Strategies:
1. Collaborate with the Park Maintenance Department 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.
5. Maximize staffing efficiency and effectiveness by reviewing staff levels and providing key staffing related to management and programming of Park facilities.
6. Ensure adequate financing for growth of the system as continued development occurs.
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.
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STRATEGY AND PLAN
GUIDING PRINCIPLES KEY
Promote community health and wellness by engaging all residents in our
parks and programming
Provide excellence and innovation in parks and recreation services to
meet the needs of the community
Develop creative funding opportunities and programming partnerships
to ensure excellence in facilities, programs, and financial stewardship for
future generations
Advance environmental stewardship and conservation to preserve and
protect natural resources and build excellence through sustainability
Connect residents to park facilities and their programs
Promote social equity and engagement within the parks system and its
programs.
$$$
KEY PROJECTS OF THE STRATEGIC PLAN
The following key projects have been identified based on community engagement,
city staff and park board recommendations, and focus group and stakeholder input.
These projects will require a variety of strategies and tactics to achieve - as defined in
this document and Appendix A - Implementation Framework. The implementation will
require continued efforts from the Park Board, Parks and Recreation Staff, other City
Departments and Administration and support from the community. Progress will be
evaluated annually and presented in the EPRD Annual Report.
The key projects identified are supported by the guiding principles and the icons below
link the projects back to the applicable guiding principles.
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76 | CITY OF EDINA
Applicable Guiding Principles:
1. CREATE A MULTI-USE TRAIL SYSTEM THROUGH THE CITY
TO CONNECT PARKS AND ENTERPRISE FACILITIES.
A multi-use trail system has been identified as a priority by residents for several years,
and would serve multiple objectives and goals of EPRD. These include 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. Reference Figure 5.1.
MULTI-USE PAVED TRAILS - THE GREEN LOOP
A multi-use trail connecting the parks is one of the top community priorities.
Developing this trail system in a fully developed suburban environment will have some
challenges but to maximize the use of trails and safety for pedestrians and bicyclists,
it should be physically separated from the roadway traffic. Ideally, this would be with
a designated multi-use trail with a landscaped buffer separation. In areas where this
isn’t possible, the lane should be separated with striping, curbing, signage, and/or
other physical dividers that distinctly separate the automobile and bike traffic lanes. A
combination of these strategies, in addition to on-road bike lane strategies, will likely be
needed but there is significant data highlighting not only the safety of separated trails,
but also dramatic increases in usage compared to on-street striped trails.
NATURAL SURFACE TRAILS
These trails are informal, generally not ADA accessible, and allow a more intimate
experience with nature. Surfacing can be native ground, wood chips, loose gravel, or a
combination of natural surfaces. These trails are generally utilized by pedestrians but
can accommodate specialized bike uses (e.g. mountain bikes). Natural surface trails
exist at Bredesen and other parks throughout the system.
ON-ROAD BIKEWAYS
The City of Edina has completed extensive studies and planning for on-road bikeways
that will help connect the City and allow better access to parks for bicyclists. The
difference between on-road bikeways and the the Multi-Use trail proposed in this
Strategic Plan is the physical separation that greatly increases safety and usage.
Additionally, the Green Loop helps directly connect the parks to each other and the
on-road bikeway network will feed into that system. Similar branding and wayfinding
techniques should be utilized throughout the trail network to further tie the system
together.
SEPARATED LANES
Fully separated by boulevard
Separated by landscape beds
Barrier separation
Green lanes (and landscape separation)
PARKS RECREATION & TRAILS STRATEGIC PLAN | 77
STRATEGY AND PLAN
Figure 5.1 - Proposed Park Trail Network Map
City of Edina
Proposed Trail Network
Nine Mile Creek Trail Proposed Grand Loop Proposed Support Trails
WILLIAMSPARK
WOODDALE PARK
UTLEY PARK
BROWNDALE PARK
TODDPARK
HIGHLANDSPARK
GARDENPARK MELODY LAKEPARK
ARDEN PARK
PAMELA PARK
STRACHAUER PARK
ROSLANDPARK
ARNESONACRES
FRED RICHARDS PARK
CENTENNIAL LAKES
EDINBOROUGHPARK
YORKTOWNPARK
EDINA PROMENDADE
CORNELIASCHOOL PARK
LEWIS PARK
MCQUIRE PARK
HEIGHTS PARK
NORMANDALE PARK
CREEK VALLEY PARK
BREDESEN PARK
WALNUT RIDGE PARK
FOX MEADOW PARK
VAN VALKENBURG PARK
COUNTRYSIDEPARK
BIRCHCREST PARK
TINGDALE PARK
ST. JOHNS PARK
CHOWEN-PARK
YORKPARK
GRANDVIEW SQUARE
FRANK TUPAPARK
SHERWOODPARK
KOJETINPARK
WEBER FIELDPARK
ALDEN PARK
BRAEMARPARK
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78 | CITY OF EDINA
Typical trail classifications in Minnesota
Trail Category Classifications Typical User Groups Edina Existing Trails and Opportunities
Multi-Use Paved
Trails
Park Trails
City Trails
Regional Trails
State Trails
Walking, jogging, bicycling, and in-line skating typically
assumed to be accommo-dated when paved.
Existing – Bredesen, park circulation trails, Nine Mile Creek Regional Trail
Opportunities – Green Loop, Internal circulators at larger parks
Natural Surface
Trails
Hiking Trails
Nature/ Interpretive Trails
Mountain Biking Trail
Shared Use Trails
Trail user groups consistent with classifications.Existing – Bredesen nature trails, infor-mal local trails
Opportunities – Mountain biking
On-Road Bikeways Bike Routes
Bike Lanes
Provided on street as shoulders or designated lanes (markings)
Bicyclists are primary user. Some in-line skating potential.
Existing - Several streets identified in Comprehensive Bike Plan
Opportunities – Realize previous plans, connect to Green Loop and parks throughout City
Winter-Use Trails Cross Country Skiing
Snowshoeing
Winter Hiking
Skijoring
Fat Tire Biking
Trail user groups consistent with classifications.Existing – School skiing trails, informal snowshoeing
Opportunities – create well defined winter trail network opportunities – Braemar, Bredesen, Fred Richards stand out
*based on MnDNR Trail Planning, Design, and Development Guidelines
WINTER USE TRAILS
Providing opportunities to stay active and recreate during the winter months is important in Minnesota. A variety of potential activities
are becoming increasingly popular in cold climates and should be planned for in future master planning efforts. Specifically, Braemar
would lend itself to increasing winter activities that are compatible with existing facilities and uses. Current planning efforts should
explore the revenue potential of winter activities as well as current trends in health, wellness, and recreation including:
• Cross Country Skiing - Edina High School has a strong history in Nordic ski racing and cross country skiing has become
more popular with people of all ages and mobility levels. EPRD has plans for providing more cross country trails, and
should continue to look for opportunities to expand infrastructure and services. Partnerships with ski organizations and
clubs should be explored to support maintenance and grooming activities for an expanded network of trail options.
• Snowshoeing - There are ample opportunities to provide snowshoe opportunities in several parks. Snowshoeing facilities
can vary from very informal - open to anyone with gear and a sense of adventure, to formal trails that accommodate lower
skill and fitness levels. Snowshoe trails can be combined with other winter multi-use activities including skijorning, fat tire
biking, etc.
• Skijoring - Skiing with dogs is becoming increasingly popular and provides an excellent opportunity to keep pets and
their owners active during winter months. Skijoring trails should be kept separate from traditional nordic skiing trails as
grooming needs are different between them.
• Fat tire biking - Fat tire bikes have become much more common in Minnesota and dedicated trails could provide an
important amenity to the area. Trails can utilize the same traditional mountain biking trails but require grooming to pack
down snow. Some trails could be part of a multi-use groomed winter trail that accommodates skijoring and snowshoeing.
Bike trails have been incorporated into traditional nordic trails by creating a separate lane to the outside of classic tracks and
skate skiing lanes.
• Winter walking/ running - There is demand for walking and running throughout the winter months and safe, accessible,
plowed trails would likely be well used by residents. Creating a trail and sidewalk plowing plan for parks and facilities
should be explored during operations and maintenance planning, as well as during master planning efforts for parks
throughout the system.
Figure 5.2 - Typical Trail Classification sin Minnesota
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Applicable Guiding Principles:
2. EXPLORE A MULTI-GENERATIONAL COMMUNITY CENTER
THAT IS ALL-INCLUSIVE.
A community 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 of the facility. The location
of this facility should be reviewed in the context of providing a much needed
community gathering or Enterprise facility north of Highway 62. Reference Figure
5.3
ARNESONACRES
YORKTOWNPARK
EDINA PROMENDADE
BREDESEN PARK
FRANK TUPAPARK
VAN VALKENBURGPARK
City of Edina
Special Use Parks & Enterprise
Facilities
ROSLAND PARK
BRAEMAR GOLF COURSE
BRAEMAR FIELD CENTENNIAL LAKES
EDINBOROUGHPARK
Special Use Park Enterprise Facility
EDINA AQUATIC CENTER
EDINA ART CENTER
EDINA SENIOR CENTER
BRAEMAR ARENA
Figure 5.3 - Special Use Parks & Enterprise Facilities Map
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80 | CITY OF EDINA
3. CREATE 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 the 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 invasive species control (buckthorn), 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.
Applicable Guiding Principles:
FULL TIME NATURAL RESOURCE POSITIONS
NEARBY CITIES WITH FULL TIME NATURAL
RESOURCE POSITIONS:
Eden Prairie - Forester, Forest Technician, Environmental
Coordinator
Golden Valley - Environmental Coordinator
Minnetonka - Nat. Resource Manager, Forester, Water Resource
Specialist, Nat. Resource Restoration Specialist
Plymouth - Forester, Forestry Technician
St. Louis Park - Forester, Seasonal Forestry Technician
Buckthorn seeds are spread quickly by birds
Pollinators are important, often under appreciated wildlife
State threatened turtles likely found in Edina parks
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STRATEGY AND PLAN
4. 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.
Applicable Guiding Principles:
BEGINNER
Student has no experience in the medium or needs
instruction with basic skills.
INTERMEDIATE
Student can manage basic fundamental skills: wedging,
centering, trimming. Student is interested in experimenting
with a variety of techniques and materials. Student has
taken a minimum of three previous sessions in clay.
ADVANCED
Student is able to work independently and has control of
the medium. Student seeks to discuss or examine ideas
behind his or her work and has begun to document and
create a portfolio of work.
Pottery Skill Levels Pottery Classes
Edina Art Center | POTTERY & CLAY SCULPTURE
Pottery &
Clay Sculpture
Pottery students should expect to pay
additional fees for clay, firing fees and special
tools during the class session. Registration
and studio fees cover the cost of instruction
and maintenance of kilns, equipment and the
facility. We separate the fees to keep costs
lower for individual students.
INTRODUCTION TO CLAY
(Ages 12 to Adult)
Bradley Benn & Siiri Silpala Doan
Making things from clay and throwing pots on the wheel
touches something primal in us. We will supply all that you
need to learn the basic process and make, trim and glaze
several pieces. This four-week class is designed as a basic
introduction class. A fun class to take with your child! *No
class Nov. 29. Maximum 8.
1091:Sundays 1-4 p.m., 4 weeks - starts Sept. 13, ends Oct. 4
1092:Sundays 1-4 p.m., 4 weeks - starts Oct. 11, ends Nov. 1
1093:Sundays 1-4 p.m., 4 weeks - starts Nov. 8, ends Dec. 6*
Cost:$108 nm/$97 m + $15 studio fee
SATURDAY AFTERNOON POTTERY
Beginner to Intermediate (Ages 15 to Adult)
Vanessa Greene
In this class, we will introduce and refine the basic skills of
throwing on the wheel. Beginners will learn to throw and
trim simple bowls and cylinders, make and attach handles
and try some simple hand-built forms. More advanced
students will be encouraged to try new forms and refine
their basic skills. *No class Nov. 28 & Dec. 5. Maximum 10.
1101:Saturdays 12:30-3:30 p.m., 6 weeks - starts Sept. 19, ends Oct. 24
1102:Saturdays 12:30-3:30 p.m., 6 weeks - starts Oct. 31, ends Dec. 19*
Cost:$162 nm/$146 m + $12 studio fee
352015 FALL ACTIVITIES DIRECTORY
STRATEGY AND PLAN
82 | CITY OF EDINA
5. REPLACE OR DECOMMISSION 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 decommissioned or replaced with new buildings that can adequately
support their intended uses. Edina’s Capital Improvements Plan for 2015-2019
identifies repairs or replacement for several of these buildings. The decision to
replace roofs and siding for several community park buildings has already been
made. However, there are several buildings that will need to be addressed in the
near future. EPRD should reevaluate the need and use of these buildings prior to
committing any more budget dollars to rebuild in the future.
Applicable Guiding Principles:
Figure 5.4 - Existing Buildings and Structures Map
WOODDALE PARK
TODDPARK
HIGHLANDSPARK
GARDENPARK
ARDEN PARK
PAMELA PARK
STRACHAUER PARK
ROSLANDPARK
ARNESONACRES
FRED RICHARDS PARK
CENTENNIAL LAKES
LEWIS PARK
HEIGHTS PARK
NORMANDALE PARK
BRAEMARGOLF COURSE
CREEK VALLEY PARK
BREDESEN PARK
WALNUT RIDGE PARK
FOX MEADOW PARK
VAN VALKENBURG PARK
COUNTRYSIDEPARK
CHOWENPARK
YORKPARK
SHERWOODPARK
KOJETINPARK
WEBER FIELDPARK
ALDEN PARK
BRAEMARPARK
CORNELIA SCHOOL PARK
City of Edina
Park Buildings & Structures
5-Minute Walk
10-Minute Walk
Restroom
Warming House/Meeting Space PicnicShelter Maintenance/StorageGood
Fair
Poor Primary Function
SecondaryFunctionCondition Concessions/Rental
PARKS RECREATION & TRAILS STRATEGIC PLAN | 83
STRATEGY AND PLAN
Edina Art Center | POTTERY & CLAY SCULPTURE
FRIDAY EVENING POTTERY
For All Skill Levels
Grace Pass
Join this casual Friday night class to learn the fundamental
skills of working with clay. The basics of wheel-throwing, hand-
building and glazing will be covered. Individual attention will be
provided to students based on their skill levels. Appropriate for
new and continuing students. Please bring a check or about
$25 cash to the first meeting to cover the costs of tools
and clay. *No class Nov. 27. Maximum 12.
3123:Fridays 6:30-9:30 p.m., 7 weeks - starts Sept. 11, ends Oct. 23
3124:Fridays 6:30-9:30 p.m., 7 weeks - starts Oct. 30, ends Dec. 18*
Cost:$189 nm/$170 m + $14 studio fee
CERAMIC SCULPTURE
For All Skill Levels
Krissy Catt
The possibilities are endless in this lively ceramic sculpture
class. Students create a variety of sculptures including
figurative, animal and human, abstract, and realistic. You will
learn about proper architecture and interior structure for
sculptured work. Come to class with your own project ideas
and we will work together to create your masterpieces. *No
class Oct. 16. **No Class Nov. 27. Maximum 10.
3181:Fridays 9:30 a.m.-12:30 p.m., 7 weeks - starts Sept. 11, ends Oct. 30*
Cost:$189nm/ $170 m + $14 studio fee
3182:Fridays 9:30 a.m.-12:30 p.m., 6 weeks - starts Nov. 6, ends Dec. 18**
Cost:$162nm/$146 m + $12 studio fee
3201:Tuesdays 6-9 p.m., 8 weeks - starts Sept. 8, ends Nov. 3*
Cost:$216 nm / $194 m + $16 studio fee
3202:Tuesdays 6-9 p.m., 6 weeks - starts Nov. 10, ends Dec. 15
Cost:$162nm/$146 m + $12 studio fee
ADVANCED SODA FIRING METHODS
For Intermediate to Advanced
Sandra Shaughnessy
This hands-on class will focus on creating, preparing and
firing work in our soda kiln. Advanced students will work
on and off the wheel on thrown, altered and hand-built
forms. Emphasis will be on creating pottery forms and
their relationship to the soda firing atmosphere. We’ll
learn the theory and practice of kiln loading, firing and
glazing for the soda kiln. *No class Sept. 29. Maximum 10.
3221:Mondays 6:30-9:30 p.m., 7 weeks - starts Sept. 14, ends Nov. 2*
Cost:$189 nm/ $170 m + $14 studio fee
3222:Mondays 6:30-9:30 p.m., 6 weeks - starts Nov. 9, ends Dec. 14
Cost:$162 nm/$146 m + $12 studio fee
POTTERY AND SCULPTURE
For All Skill Levels
Adama Sow
Demonstrations will cover hand-building and basic wheel-
throwing techniques, as well as more advanced concepts
upon request. Students work at their own pace with both
individualized and group instruction. No clay experience
necessary. All skill levels welcome. *No class Oct. 12.
Maximum 12.
Raku Pots by Adama Sow
Adama Sow demonstrates Raku Firing with a torch.
372015 FALL ACTIVITIES DIRECTORY
6. RELOCATE 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
its current building. The recommendation of the Strategic Plan would be to explore
the cost/ benefits of relocating the Art Center to another existing facility (likely
requiring renovation), or constructing a new facility. Additionally, the location
of the building should be evaluated for maximizing transportation, transit, and
filling geographic gaps of Enterprise Facilities spread throughout the City. The
Grandview site has been identified as a potential location for a multi-purpose
facility that could potentially include the Edina Art Center.
$$$
Applicable Guiding Principles:
3103:Tuesdays noon-3 p.m., 7 weeks - starts Sept. 15, ends Oct. 27
3104:Tuesdays noon-3 p.m., 7 weeks - starts Nov. 3, ends Dec. 15
Cost:$189 nm/$170 m + $14 studio fee
BEGINNING POTTERY ON THE WHEEL
For Beginners
Vanessa Greene
Want to learn how to make pots on the wheel?
Have you taken several beginner classes, but still
struggle with the basic skills of centering, making
bowls and cylinders, trimming feet and glazing? Learn
all of the basic skills for throwing on the wheel. There will
be a lot of personal attention to help participants develop
good habits from the start.
3121:Tuesdays 9:30 a.m.-12:30 p.m., 8 weeks - starts Sept. 8, ends Oct. 27
Cost:$216 nm/$194 m + $16 studio fee
3122:Tuesdays 9:30 a.m.-12:30 p.m., 7 weeks - starts Nov. 3, ends Dec. 15
Cost:$189 nm/$170 m + $14 studio fee
TUESDAY MORNING POTTERY
For Beginner to Intermediate
Grace Pass
Learn fundamental skills of working with
clay. The basics of wheel-throwing, hand-
building and glazing will be covered. Appropriate
for new and intermediate students. Individual
attention based on student skill level.
3141:Fridays 9:30 a.m.-12:30 p.m., 7 weeks - starts Sept. 11, ends Oct. 23
3142:Fridays 9:30 a.m.-12:30 p.m., 7 weeks - starts Oct. 30, ends Dec. 18*
Cost:$189 nm/$170 m + $14 studio fee
NEW INSTRUCTOR!
FRIDAY POTTERY & WHEEL
For Beginner to Intermediate
Autumn Higgins
This class will provide demonstrations and
individual instruction for basic clay prep,
wheel throwing, hand-building and glazing.
Instruction for more advanced surface treatment
techniques to add imagery and texture before and after
bisque will also be taught. Students will work on projects
of their choosing with one-on-one and class discussions
to share and work through ideas. *No class Nov. 27.
New Classes
Edina Art Center
4701 W. 64th St. • www.EdinaArtCenter.com
EDINA
ART CENTER FALL
2015 CLASSES
Art Center Hours
9 a.m.-8 p.m. .................Monday-Thursday
9 a.m.-5 p.m. ............................Friday
9 a.m.-1 p.m. .........................Saturday
Closed ................................Sunday
m= member pricing
nm = non-member pricing
Each class has its own maximum enrollment.
Clay work by Autumn Higgins
312015 FALL ACTIVITIES DIRECTORY
STRATEGY AND PLAN
84 | CITY OF EDINA
7. REPLACE INADEQUATE AND OUTDATED PLAY AREAS
AND PLAYGROUNDS AND PROVIDE NEW FACILITIES
TO ADDRESS UNDERSERVED AREAS.
EPRD should strive to provide a high quality accessible and inclusive play area/
playground within a 10-minute walk of every resident in the City. Inadequate
or outdated facilities 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.
City of Edina
Playground Replacement Priority
5-Minute Walk
10-Minute Walk
WOODDALE PARK
TODDPARK
HIGHLANDSPARK
GARDENPARK
ARDEN PARK
PAMELA PARK
STRACHAUER PARK
ROSLANDPARK
ARNESONACRES
FRED RICHARDS PARK
CENTENNIAL LAKES
EDINBOROUGHPARK
YORKTOWNPARK
EDINA PROMENDADE
LEWIS PARK
MCQUIRE PARK
HEIGHTS PARK
NORMANDALE PARK
BRAEMARGOLF COURSE
CREEK VALLEY PARK
BREDESEN PARK
WALNUT RIDGE PARK
FOX MEADOW PARK
VAN VALKENBURG PARK
COUNTRYSIDEPARK
BIRCHCREST PARK
TINGDALE PARK
CHOWENPARK
YORKPARK
SHERWOODPARK
KOJETINPARK
WEBER FIELDPARK
ALDEN PARK
BRAEMARPARK
CORNELIA SCHOOL PARK
Medium Priority Low Priority Play Area (non EPRD)IndoorPlay AreaHigh Priority
Lewis Park 1995Rosland Park 1996
Strachauer Park 1996Arden Park 1997
Birchcrest Park 1997Braemar Park 1997
Garden Park 1997Highlands Park 1997
Tingdale Park 1997Todd Park 1997
Walnut Ridge Park 1997Weber Park 1997
Wooddale Park 2000Heights Park 2002
Normandale Park 2003Sherwood Park 2003
Kojetin Park 2005Alden Park 2007
McGuire Park 2008York Park 2008
Pamela Park 2009Chowen Park 2011
Countryside Park 2013
Installation Year
$$$
Applicable Guiding Principles:
Figure 5.5 - Playground Replacement Priority Map
PARKS RECREATION & TRAILS STRATEGIC PLAN | 85
STRATEGY AND PLAN
8. IMPROVE BRANDING AND WAYFINDING TO PARKS
THROUGHOUT THE CITY AND INTERNALLY.
The Strategic Plan recommends that the EPRD develop a consistent branding
and wayfinding system for the parks and enterprise facilities. This effort includes
graphics and messaging that will create an identifiable image for the parks system,
but also includes signage to make amenities and facilities easily identifiable in the
City. Wayfinding to park facilities throughout the City should establish a hierarchy
for automobiles, bicycles, and pedestrian traffic that will increase safety - focusing
on circulation and parking facilities.
Applicable Guiding Principles:
STRATEGY AND PLAN
86 | CITY OF EDINA
9. STRENGTHEN FINANCIAL SUSTAINABILITY.
Increasing efficiencies of staffing, maintenance, marketing and other management
and administration activities will help build financial sustainability. Providing
new revenues through continued park dedication fee for new development
and redevelopment of properties, innovative business development, creative
partnerships, and adding services for fee at parks throughout the system will
provide funds to support the parks and maintenance.
$$$
Applicable Guiding Principles:
PARKS RECREATION & TRAILS STRATEGIC PLAN | 87
STRATEGY AND PLAN
WOODDALE PARK
TODDPARK
HIGHLANDSPARK
GARDENPARK
ARDEN PARK
PAMELA PARK
STRACHAUER PARK
ROSLANDPARK
ARNESONACRES
FRED RICHARDS PARK
CENTENNIAL LAKES
LEWIS PARK
HEIGHTS PARK
NORMANDALE PARK
BRAEMARGOLF COURSE
CREEK VALLEY PARK
BREDESEN PARK
WALNUT RIDGE PARK
FOX MEADOW PARK
VAN VALKENBURG PARK
COUNTRYSIDEPARK
CHOWENPARK
YORKPARK
SHERWOODPARK
KOJETINPARK
WEBER FIELDPARK
ALDEN PARK
BRAEMARPARK
CORNELIA SCHOOL PARK
City of Edina
Park Buildings & Structures
5-Minute Walk
10-Minute Walk
Restroom
Warming House/Meeting Space PicnicShelter Maintenance/StorageGood
Fair
Poor Primary Function
SecondaryFunctionCondition Concessions/Rental
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 a long way
toward creating positive environments for community gathering and should be a
priority at all existing facilities.
Applicable Guiding Principles:
Figure 5.6 - Existing Building and Structures Map
STRATEGY AND PLAN
88 | CITY OF EDINA
11. DEVELOP COMMUNITY DRIVEN MASTER PLANS FOR
PARKS THROUGHOUT THE SYSTEM.
Planning and design should be used as a tool to 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 within 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.
Applicable Guiding Principles:
PARKS RECREATION & TRAILS STRATEGIC PLAN | 89
STRATEGY AND PLAN
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. Business plans should be updated every 2 years.
$$$
Applicable Guiding Principles:
APPENDIX E.2 – MINI BUSINESS PLAN
Program Area:
Completed By: Date:
GENERAL DESCRIPTION OF PROGRAM AREA
DEPARTMENT VISION STATEMENT
DEPARTMENT MISSION STATEMENT
PROGRAM AREA OUTCOMES
STRATEGY AND PLAN
90 | CITY OF EDINA
208 | CITY OF EDINA
APPENDIX A
STRATEGY 2.2
Develop more sustainable parks and trails infrastructure that are resilient to impacts of climate change.
Tactic Implementation Year Performance Measure
2.2.1 Conduct a climate change risk assessment for all Parks facilities, infrastructure, vegetation, and areas susceptible to extensive storm damage.2016 Complete climate change risk assessment.
2.2.2 Create a strategy to mitigate expected impacts of climate change on the park system - coordinate with Public Works Dept.2017 Complete climate change risk assessment.
2.2.3 Use the Sustainable Sites Initiate (SITES®) as a guide for for new park development and retrofits, and to create a green operations plan. SITES® is the landscape and site equivalent to LEED and is the most comprehensive guide and objective sustainability rating system for the landscape www.sustainablesites.org
2017 Utilize SSI checklist for all new and major renovation projects.
2.2.4 Utilize Leadership in Energy & Environmental Design (LEED), Minnesota’s B3 program, and/or the Living Building Challenge to guide future parks and facilities renovations and new construction projects. Prioritize energy efficiency, water conservation and other building functions with direct cost impacts.
2018
Integrate into all master plans and redevelopment guides. Hire only LEED certified consultants. Require LEED certification for new buildings.
STRATEGY 2.1
Maintain excellence in park maintenance operations, continue to explore environmentally friendly/ sustainable prac-tices, and increase natural areas maintenance expertise and ability.
Tactic Implementation Year Performance Measure
2.1.1 Follow recommendations of the 2013 UFTF report.2015 Review items from report for completion.
2.1.2 Educate residents on current initiatives (e.g. turf grass maintenance).2015 Create marketing materials and post in park and/or give presentations throughout City.
2.1.3 Complete cost/ benefit analysis of the long term cost/ benefits of turf grass maintenance vs. natural areas and communicate results to Park Board, City Council, and Public.2016 Create marketing materials and post in park and/or give presentations throughout City.
2.1.4 Identify key species or planting strategies to be used throughout the City that maximize benefits and minimize future maintenance - work with Garden Club to grow.2016 Complete 1 native plant demonstration garden in park.
2.1.5 Provide training for Park Maintenance staff to maximize efficiency and quality of natural resource management.2017 Natural resource management plan informed training.
2.1.6 Consider hiring or supplementing natural resource maintenance activities with an outside consultant.2017 Identify maintenance and operations responsibilities.
2.1.7 Identify funding sources for operations and maintenance.2017 Maintenance and operations budget.
NATURAL RESOURCES GOAL 2 - CREATE MORE RESILIENT AND SUSTAINABLE PARKS AND LANDSCAPES.
draft
PROGRESS MEASUREMENT
Measuring progress of the Implementation Framework and overall park system is
valuable, to justify and validate funds, staff time, and overall progress. Regular
evaluations can help EPRD continually gauge which improvements better serve
system users and provide excellence for the Park system. EPRD already conducts some
periodic evaluation of its services, including community surveys, recreation program
participants, and users of its fee based services. Additionally, EPRD will be reviewing
the Implementation Framework annually in order to update the Board, Council and
community on progress toward the strategic implementation framework and Priority
Projects. An annual report will be the primary communication tool and document
generated by EPRD in this effort.
Additionally, performance measures are provided for all tactics found in Appendix
A - Implementation Framework. These performance measures will assist EPRD
staff in evaluations of implementation items and progress. The Implementation
Framework should be updated and amended as needed to adjust priorities and tactics for
implementation.
Information that should be in the annual report includes a combination of quantitative
and qualitative data - many of which are currently collected by EPRD. The annual
report should also be used as a marketing tool to summarize the system and its
programs, as well as discuss progress toward Priority Projects and the challenges
associated with completion. Qualitative tools, such as surveys, are relatively easy to
conduct and are important in gauging satisfactions, trends, and need. Surveys though
do not tell the entire picture. Quantitative methods, such as counts, are important in
capturing the who, what, where, and when of park and recreation use. Counts are the
most beneficial in demonstrating the magnitude of usage. Examples of both quantitative
and qualitative data that could be collected and displayed in the annual report include:
Quantitative Data
• Number of recreation activities and participants tracked through
registrations
• Number of events, facility users and participants tracked through
reservations, permitting and in requests of associations
• Number of volunteer participants
• Number of people using parks, trails and other non fee based facilities
through the development of a user count program - counting cars in parking
lots, creating a volunteer counting program, or installing technology to
count trail users
• Number of park master plans completed and how many participated in each
process
• Miles of sidewalks/trail completed
Figure 5.7 - Implementation Framework
PARKS RECREATION & TRAILS STRATEGIC PLAN | 91
STRATEGY AND PLAN
Qualitative Data
• City-wide survey on a regular basis and evaluate trends over time.
• Conduct satisfaction surveys of recreation activity participants.
• Evaluate perceptions of safety in use of parks and trails.
• Create evaluation for associations and other groups which regularly use
facilities. Interview park users to find out how they got there, why they
came, how long they stayed, and the importance of the park’s different
attributes and facilities. If done regularly, this can be informative in terms of
trends.
• Conduct focus groups to gather information about park use habits and
desires for future park system directions.
Priority Projects Analysis
• Identify progress on individual priority projects.
• Remove projects that have been achieved and update project list.
• Identify major obstacles for projects that have not been realized or where
little progress has been made - identify what steps have been taken to
address the obstacles.
• Outline steps taken toward implementing the priority projects.
• Evaluate the ability and sources to fund the desired project.
• Summarize the amount of outside funding (partnerships, grants, etc.)
secured.
LIVING DOCUMENT
The premier park and recreation system in Minnesota will not only measure progress by
assessing community needs and satisfaction, but will also adapt to meet those changing
needs. Recreation is dynamic and is constantly changing. New recreation activities and
equipment emerge (in-line skates, the mountain bike, etc) and recreation trends ebb and
flow. Inherently, this means flexible and adaptive facilities and programs. It also means
regular review and refinement of the Strategic Plan based on community feedback.
Annual review of this plan to make sure that priority projects, recommendations, and
the implementation framework are still relevant and updated to reflect progress is an
essential component of becoming the premier park and recreation system in Minnesota.
STRATEGY AND PLAN
92 | CITY OF EDINA
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