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HomeMy WebLinkAbout2017-05-25 Arts & Commission Meeting PacketAgenda Arts and Culture Commission City Of Edina, Minnesota Edina Art Center Studio 14 Thursday, May 25, 2017 4:30 PM I.Call To Order II.Roll Call III.Approval Of Meeting Agenda IV.Approval Of Meeting Minutes A.Minutes, Arts & Culture Commission April 27, 2017 V.Community Comment During "Community Comment," the Board/Commission will invite residents to share relevant issues or concerns. Individuals must limit their comments to three minutes. The Chair may limit the number of speakers on the same issue in the interest of time and topic. Generally speaking, items that are elsewhere on tonight's agenda may not be addressed during Community Comment. Individuals should not expect the Chair or Board/Commission Members to respond to their comments tonight. Instead, the Board/Commission might refer the matter to sta% for consideration at a future meeting. VI.Reports/Recommendations A.Create Monthly Schedule for Discussion of 2017 Work Plan Initiatives B.2017 Work Plan - Initiative 1, Study Feasibility of a new Art Center; Document Review C.Articulated Conversation of the Arts & Culture Commission Bylaws - List of Duties VII.Correspondence And Petitions A.Report, Public Art Edina Working Group 2017-05-25 VIII.Chair And Member Comments IX.Sta5 Comments X.Adjournment The City of Edina wants all residents to be comfortable being part of the public process. If you need assistance in the way of hearing ampli7cation, an interpreter, large-print documents or something else, please call 952-927-8861 72 hours in advance of the meeting. Date: May 25, 2017 Agenda Item #: IV.A. To:Arts and Culture Commission Item Type: Minutes From:Michael Frey, Art Center General Manager Item Activity: Subject:Minutes, Arts & Culture Commission April 27, 2017 Action CITY OF EDINA 4801 West 50th Street Edina, MN 55424 www.edinamn.gov ACTION REQUESTED: Please review and approve the minutes from the April 27, 2017 Arts & Culture Commission meeting. Thank you. INTRODUCTION: ATTACHMENTS: Description Minutes, Arts & Culture Commission April 27, 2017 Draft Minutes☒ Approved Minutes☐ Approved Date: Minutes City Of Edina, Minnesota Arts and Culture Commission Edina Art Center Studio 14 April 27, 2017 4:30 p.m. I. Call To Order Chair Anne Miller called the meeting to order at 4:31 p.m. II. Roll Call Commissioners Present: Stella Chaffee, Susan Chandler, Cheryl Gunness, Ray Meifert, Anne Miller, Russ Rubin and Steve Suckow. Commissioners Absent: Douglas Hegley Student Representatives Present: Jane Howe Student Representatives Absent: Mollie Mertes Staff Present: Michael Frey, General Manager, Edina Art Center. III. Approval of Meeting Agenda Motion by Commissioner Rubin with second by Commissioner Suckow to approve the meeting agenda as amended to include Work Plan items 1-7. Motion carried as amended. IV. Approval of Meeting Minutes A. Approval of Minutes – Regular Meeting Minutes of March 23, 2017 B. Approval of Minutes – Regular Meeting Minutes of February 23, 2017 Motion by Commissioner Chandler with second by Commissioner Suckow to approve the regular minutes of the March 23, 2017 meeting. Motion carried. Motion by Commissioner Suckow with second by Commissioner Rubin to approve the regular minutes of the February 23, 2017 meeting. Motion carried. V. Special Recognitions and Presentations No recognitions or presentations. VI. Community Comment Draft Minutes☒ Approved Minutes☐ Approved Date: Sheila Berube of the Planning Commission attended the Arts & Culture Commission meeting and encouraged everyone to attend the May 3 meeting at Public Works regarding the Comprehensive Plan. Member Suckow asked about the visioning exercise performed by the City previously and Ms. Berube stated the strategic planning session would be about execution. The last Met Council plan for the City of Edina was created in 2007. VII. Reports/Recommendations A. 2017 Arts & Culture Commission Work Plan Initiative 1-7 A discussion took place by the Commission regarding a strategy and visioning for a potential new art center in the City of Edina. Member Suckow offered to lead an effort to research the feasibility of continuing the working group Music in Edina. VIII. Correspondence And Petitions A. Public Art Edina Report Commissioner Gunness provided a report that the sculpture installs and de-installs was progressing smoothly. The Opening Reception to Honor the Sculptors will be held Wednesday, June 14, 2017 from 5-7 p.m. at Pinstripes Bistro with the Mayor in attendance. Commissioner Gunness reported on a vision for fundraising to be shared: • Build community through art that is thought provoking and meaningful, • Have a goal of raising $10,000 for 2017, • Increase sculptor stipends from $500 to $1000, • Start an Artist in Residence program housed at the Edina Art Center that would help curate exciting participatory community building artwork with the hope of expanding the idea of public art from the model of sculptures, • Increase the budget by fundraising, • Build “Friends” list through the Opening Reception for Sculptures, • Edina Fall into the Arts event – ping pong table, community dining table • Work with Shannon Stevens to build an app for public art sculptures and locations Member Chaffee offered a suggestion for fundraising through an app. IX. Chair and Member Comments None. X. Staff Comments None. Draft Minutes☒ Approved Minutes☐ Approved Date: XI. Adjournment A motion to adjourn was voiced by Commissioner Suckow with a second by Commissioner Rubin. Motion carried. The Arts & Culture Commission meeting was adjourned at 6:12 p.m. Date: May 25, 2017 Agenda Item #: VI.A. To:Arts and Culture Commission Item Type: Report and Recommendation From:Michael Frey, Art Center General Manager Item Activity: Subject:Create Monthly Schedule for Discussion of 2017 Work Plan Initiatives Discussion CITY OF EDINA 4801 West 50th Street Edina, MN 55424 www.edinamn.gov ACTION REQUESTED: No action needed on this item. INTRODUCTION: The Chair and Vice-Chair would like to create a monthly schedule for discussion of all initiatives on the 2017 Arts & Culture Commission Work Plan. Date: May 25, 2017 Agenda Item #: VI.B. To:Arts and Culture Commission Item Type: Report and Recommendation From:Michael Frey, Art Center General Manager Item Activity: Subject:2017 Work Plan - Initiative 1, Study Feasibility of a new Art Center; Document Review Discussion CITY OF EDINA 4801 West 50th Street Edina, MN 55424 www.edinamn.gov ACTION REQUESTED: No action needed on this item. INTRODUCTION: Please review the attached documents previously created by consultants in study of the Edina Art Center: 1) 2012 Sutton + Associates - Edina Art Center Analysis 2) 2015 Schuler Shook - Edina Art Center Current & Enhanced Design 3) 2015-2016 Grandview Task Force Final Presentation Thank you! ATTACHMENTS: Description 2012 Sutton + Associates Edina Art Center Analysis 2015 Schuler Shook Edina Art Center Current & Enhanced Design 2015 Schuler Shook Edina Art Center Current & Enhanced Design, c.2 2015-2016 Grandview Task Force Final Presentation EDINA ART CENTER ANALYSIS October, 2012 Edina Art Center Analysis Sutton + Associates, Inc. 1 TABLE OF CONTENTS INTRODUCTION ........................................................................................................................... 2  Brief History of Edina Art Center .................................................................................. 2  Present Circumstances ................................................................................................. 3  Overview of Scope ....................................................................................................... 3  ORGANIZATIONAL STRUCTURE ................................................................................................ 4  Alternative Structures .................................................................................................... 4  Advantages and Disadvantages of Alternative Structures.................................... 5  Structural Options .......................................................................................................... 7  Recommendations Related to Organizational Structure ....................................... 8  PROGRAMS & SERVICES ........................................................................................................... 9  Current Program Offerings ........................................................................................... 9  Programming Models at Comparable Art Centers ............................................... 10  Weaknesses and Strengths in Marketing and Advertising .................................... 11  Suggested Changes to Current Program Offerings............................................... 12  Gift Shop & Gallery...................................................................................................... 12  EAC MISSION STATEMENT ....................................................................................................... 13  Mission Statement Assessment .................................................................................. 13  Writing a Good Mission Statement ........................................................................... 14  New Mission Statement Possibilities .......................................................................... 15  OPERATIONS .............................................................................................................................. 16  Observation of Current State of Operations ........................................................... 16  Organizational Chart .................................................................................................. 16  Income Sources in Comparison to other Art Centers ............................................ 18  COMPARATIVE ANALYSIS ....................................................................................................... 19  Introduction Comparable Art Centers .................................................................... 19  Site Visits ........................................................................................................................ 19  Minnetonka Center for the Arts ............................................................................. 20  Hopkins Center for the Arts .................................................................................... 20  Bloomington Theatre and Art Center ................................................................... 21  CONCLUSION AND RECOMMENDATIONS ........................................................................ 21  COMPARABLE ART CENTERS – CASE STUDIES ................................................................... 23  Edina Art Center Analysis Sutton + Associates, Inc. 2 INTRODUCTION Over the past three decades, art centers have proliferated in first, second and third ring suburban cities surrounding major metropolitan areas across the country. As part of a broader effort to more clearly establish unique identities and more directly provide cultural amenities, cities like Edina have built arts facilities and launched arts initiatives intended to make them increasingly competitive and attractive to businesses and residents of all ages. The Edina Art Center (EAC) is a highly cherished community asset that has evolved into an important cultural amenity respected by its peers throughout the Greater Twin Cities Metropolitan Area. EAC does however face challenges in staying competitive with other community art centers in the area that have made significant investments in their cultural facilities and in evolving a more professionalized model for operations. Further, EAC’s singular focus on the visual arts leaves a broad spectrum of potential programming and service to the community out of the equation. This report identifies the challenges EAC faces and observes the unique opportunities that could allow it to play an expanded role in Edina as a true center for a broader array of cultural activities. Brief History of Edina Art Center In 1976 the City of Edina purchased a residence located one mile west of Southdale Shopping Center and just south of the Crosstown Highway on the western edge of what is now Kenneth Rosland Park. Through the efforts of elected officials, City staff and hundreds of volunteers, the residence was renovated and transformed into studios and workshop areas and opened its doors as the Edina Art Center in the fall of 1977. Since that time, EAC has operated as a semi-autonomous department of the Edina Parks and Recreation Department with both facility maintenance and ongoing operating support provided through the City’s Enterprise and Construction Funds. Occasional capital improvement and additions to the facility including new galleries, studios and extensive equipping of EAC’s ceramics studios have been funded primarily through the City’s Construction Fund with some support from generous patrons and donated funds from the Edina Community Foundation. Edina Art Center Analysis Sutton + Associates, Inc. 3 Present Circumstances EAC’s current facility has approximately 10,150 square feet situated on three levels. Circulation in the facility is awkward and programmatic growth opportunities are highly limited if not non-existent. The building is not competitive with other centers in the area and appears to have substantial ADA issues as well as significant deferred maintenance. Beyond the lack of additional quality programmable space there is practically no storage space available on site. Further, although EAC is easily accessed off France Avenue and the Crosstown Highway, it is not central to Edina’s population and it’s somewhat “out of the way” location limits easy access to Edina residents negatively impacting participation in EAC programs as well as gift shop sales. While EAC remains highly active and its program revenues are holding relatively well, growth in participation, sales and fundraising seems highly unlikely at the present facility. The EAC remains under the direction of Edina Parks & Recreation, which provides high level oversight and an important connection to the City’s Administration and its budgeting process. Overview of Scope The City of Edina has recently taken on an extensive analysis of the operations of its unique enterprises including its golf courses, hockey rinks, event centers, aquatic center and the Edina Art Center. With specific expertise related to the development and operation of cultural facilities, Sutton + Associates, Inc. has been asked to provide an analysis that examines the Edina Art Center’s organizational structure, mission, programs and operations and identifies comparable organizations. The analysis also examines current EAC marketing practices and the likely impact of demographic trends on future participation. The findings of this analysis will be related to the Edina City Council in a Joint Session on October 16th, 2012 along with specific recommendations relevant to EAC’s organizational structure, operations and best practices for sustaining EAC in the way in which it can best serve the residents of the City of Edina. Edina Art Center Analysis Sutton + Associates, Inc. 4 ORGANIZATIONAL STRUCTURE The Edina Art Center operates as a program of the City’s Parks and Recreation Department and, as with the City’s golf courses, hockey rinks, aquatic center and the Edinborough event center, earnings are balanced against operating expenses through the City’s Liquor Fund and Construction Fund. The Edina Art Center Board is, by City Ordinance (Section 1508), a formalized advisory board of the Edina City Council. Comprised of 11 volunteer members (including one student), Board members are appointed for limited three-year terms by the Mayor with approval from the Edina City Council. Board officers include a Board Chair and Vice Chair. Committees of the EAC board include; Ways & Means Committee, Film Festival Committee, Long range Planning Committee, Juried Show Committee, Short Term Planning Task Force, and Edina Public Art Committee. EAC Board meetings are held monthly on the fourth Thursday of each month at 4:30 pm in Studio 14 at EAC. Board Agendas and Meeting Minutes are distributed electronically and posted on-line at the City of Edina website, www.CityofEdina.com for public viewing. EAC’s current structure allows tax-deductible contributions to be received and utilized to support specific capital or program initiatives by philanthropic donors. However, significant growth in contributed income is unlikely due to a number of key reasons including the nature of EAC’s Board as advisory to City Council and not entrepreneurially and independently oriented towards fundraising. Alternative Structures Alternative organizational structures for operating EAC include the creation of an independent non-profit entity, with its own self-appointed board of directors. Such an entity would be required to meet IRS rules for public support, including philanthropic revenue from donations from individuals, corporations, foundations and public sector grants in order to avoid classification as a “private foundation.” The non-profit entity could have full or partial responsibility for funding and operating EAC. If the City wanted the new nonprofit 501(c)(3) to be fully independent, and fully responsible for the operation and support of EAC, the Edina Art Center Analysis Sutton + Associates, Inc. 5 City could transfer all real and personal property, and all other assets and liabilities of EAC to a new entity. The new entity would be responsible for maintaining EAC facilities, planning and operating the program, hiring staff, and raising money to support all of the above. While many such free standing non- profit organizations are in operation there is little precedent for successfully transitioning existing City programs into independent businesses and many if not most of the arts centers created in urban ring suburbs in recent decades remain municipal programs with limited philanthropic support. In the alternative, the City could transfer less than all of the assets and responsibilities to the new entity, and retain responsibility for some ongoing support. For example, the City could retain the real property, including responsibility for maintenance, repair and replacement, and transfer the personal property and operational responsibilities to the new entity. The new entity would be responsible for programming, staffing and fundraising to support the program and staff, but the City would contribute the facility. Another alternative would be for the City to retain ownership and responsibility for the facilities, program and staff, but create an independent “Friends of” organization as a separate 501(c)(3) with the sole purpose of raising funds to support EAC. Over time, such an entity could potentially cultivate leadership and procure philanthropic support from a variety of sources. In order to be successful, such an entity would need to be supported administratively and staffed with personnel experienced in fundraising. The “Friends of” entity could be fully independent or the City could participate in it by having overlapping board members (City Council Member or Officer of the City). Advantages and Disadvantages of Alternative Structures Whatever is determined to be the organizational future of EAC, it is important to consider the pros and cons of making a shift to an alternative structure. While the perceived advantage of switching to an independent non-profit entity may appear attractive it is important to acknowledge that it has been possible to make a tax-deductible contribution to the EAC all along either directly through the City or through the Edina Community Foundation. Building philanthropic support for EAC would mean a great deal more than simply changing its structure and would require some significant value added Edina Art Center Analysis Sutton + Associates, Inc. 6 through enhanced programmatic opportunities and perhaps a more dynamic and contemporary facility better located to serve a broader cross-section of the Edina Community. Further, and most importantly, it would require volunteer leadership galvanized to contribute with their hearts and minds as well as their personal pocket books. The peer-to-peer level individual fundraising to support the EAC would likely produce the most near-term results. Attracting institutional and corporate support would require a professional ongoing fundraising effort, require start-up funding to support staffing and administrative costs, and take patience in a highly competitive fundraising environment. A relatively simple solution to enhance fundraising on behalf of EAC may be simply to create a “Friends of EAC Fund” at the Edina Community Foundation. While EAC has several very modest funds at the Foundation already, the creation of a new one with the designated objective of enhancing service to the community could benefit from the existing structure of the Foundation. This approach could allow a fledgling fundraising effort to grow with proper oversight and assurance that the Community’s interest would be served through contributed donations. Edina Art Center Analysis Sutton + Associates, Inc. 7 Structural Options Type of Organization: Description Controlled by Funding Advisory Board of the City of Edina. (Existing) “The Edina Art Center Board is, by City Ordinance (Section 1508), a formalized board of the Edina City Council. Comprised of 11 volunteer members (including one student), Board members are appointed for limited three-year terms by the Mayor with approval from the Edina City Council.” http://www.edinamn.gov/index.php?section =boards_artcenter City Council, with advice of Board of Directors appointed by the City Council General Fund (Property Taxes. Fundraising Gifts. Fees for services Advisory Board of the City of Edina plus Supporting Entity “Friends of” model. Separate 501(c)(3) with sole purpose being raising funds for support of the Arts Center. Must have ongoing participation by the City. Satisfied by having at least overlapping board member (City Council Member or Officer of the City). Arts Center is controlled by the City, with advice of Advisory Board General Fund (Property Taxes. Supporting Entity is controlled by Board appointed in whole or part by the City Council Fundraising Gifts. Fees for services Independent 501(c)(3) Independent entity, with its own board of directors Must meet IRS rules for public support (minimum revenue from donations from public (individuals, corporations, foundations, city grants) in order to avoid classification as a “private foundation.” Real and personal property transfer from City to 501(c)(3) Independent Board of Directors City grants Fundraising Gifts. Fees for services Edina Art Center Analysis Sutton + Associates, Inc. 8 Recommendations Related to Organizational Structure It is clear that EAC is not oriented to be successful as an independent entity. Any attempt to sever its operations from the Edina Parks and Recreation Departments enterprise activities would likely lead to closure of the facility and disbanding of EAC programs. The challenges of making an organizational transition along with the significant obstacles to growth at the current facility suggest a very low chance of success for an alternative organizational structure. Further issues include an extremely competitive fundraising environment and the inability to offer a broader array of programs or expanded services at the current location. On the staffing level, we recommend changing from the current awkward and extended part time organization to a professionalized staffing plan with more full time employees fully committed to EAC’s success. Without this, EAC is unlikely to be able to efficiently continue current programming much less respond to growing demands in the Edina community to support a broader array of arts activities. In our view it is critical to allow new staff leadership to reshape and professionalize current operations before further considering major changes. The creation of a semi-independent, “Friends of the EAC” type entity could yield some philanthropic support over time but it must be clear from the outset that the Board of such an entity must be oriented to “give as well as get” in order to be successful, and that it will take time and an investment in staffing to yield significant results. With respect to the EAC organization we recommend that the City of Edina take the following steps; 1. Take no action to alter current structure of EAC at present, 2. Appoint EAC Director, 3. Encourage Director to take steps to reshape staff to more efficiently and professionally to address day to day operational tasks, Edina Art Center Analysis Sutton + Associates, Inc. 9 4. Encourage Director to broaden entrepreneurial initiatives to raise awareness of EAC in the community, 5. Allow six to nine months for organization to “gel” under new leadership and with a strengthened and stabilized organization, establish a “Friends of the Edina Art Center Fund” at the Edina Community Foundation, 6. Explore with potential funders possibilities that could leverage philanthropy and what it would take to secure their support, 7. Revisit discussion with EAC Board as to level of interest and commitment to assuming a fundraising focus. PROGRAMS & SERVICES Current Program Offerings The Edina Art Center is currently focused primarily on education programs in the visual arts including the following media; • Pottery and Clay Sculpture • Painting & Drawing • Water media • Mosaics • Digital Media & Photography • Jewelry • Crafting • Specialty/Holiday-themed Activities o Henna Tattoo Art o Pumpkin Decorating for Halloween o Christmas/Hanukkah/Solstice craft workshops Class offerings for adults span the entirety of this list of media. Within each media program, there are often a variety of class levels, ranging from classes for the true beginner to those appropriate for advanced students. The pottery, Edina Art Center Analysis Sutton + Associates, Inc. 10 painting, drawing, and water media programs are particularly diverse, and include many specialized classes. For example, the painting offerings range from figure painting to abstract landscapes; the drawing offerings include pastel chalk classes, drawing portraits from photographs, and botanical drawing. EAC also offers open studio time for adults interested in working individually on their water media, drawing and painting, or jewelry projects. Class offerings for children are generally taught at an introductory level and geared towards elementary and middle school aged students, as adult classes are open to ages 15 and up. Many of the class offerings for children are interdisciplinary survey classes intended to introduce students to a variety of art media. Classes for the youngest age groups are more thematically driven (ex. Backyard Art, the Animal World, Clay for Kids), and use mixed media crafting to engage these young students. EAC also hosts an after-school Art Academy, separated by age groups, for students looking to explore their artistic interests and talents. Of these offerings, Pottery and Clay Sculpture is by far and away the biggest draw at EAC, consistently bringing in the greatest amount of earned income and attracting the greatest number of young people to EAC programs. Along with excellent instructional leadership, innovative class offerings and continuing investment in the ceramics area and both indoor and outdoor kilns, EAC hosts one of the most highly respected pottery/ceramics programs in the state. While Painting & Drawing classes remain a mainstay at EAC and are taught by highly respected instructors, there has been less dynamic change in this area and some fall off in participation in these classes as of late. It is fair to say that deferred improvements to the painting and drawing studios including improved ventilation, lack of adequate student lockers, and the growing presence of the digital world in image-making presents an increasing challenge to these types of programs. Nonetheless, these programs are vital to the life of EAC and, as with many other programmatic offerings, interest will wax and wane but the basic programs should remain rooted in disciplines related to a fine arts education. Programming Models at Comparable Art Centers Programming models at visual art centers like EAC are remarkably similar and in some cases their program catalogs could almost be interchangeable. Classes that are in demand in one place are replicated elsewhere and instructors that Edina Art Center Analysis Sutton + Associates, Inc. 11 are popular can show up on the rosters of a number of different centers. Should EAC choose to retain its focus strictly on the visual arts there is little else it could or should do differently. Without significant investment in changes to the facility and additional equipment there are no other artistic disciplines the facility can properly serve. Weaknesses and Strengths in Marketing and Advertising It is important to note that throughout much of the recent economic downturn, most art centers have seen decreased enrollment and in some cases have substantially reduced their class offerings and even the number of days that they are open. Further, as the field has grown it has also become increasingly competitive. Since EAC’s founding in 1977 a number of new art centers have opened, many with program models similar to those at EAC. Additionally, several communities in the surrounding area have made significant investments in modern facilities with new state of the art studios that are well equipped, media specific and attractive to both students and instructors. While EAC retains a very loyal following of students and a cadre of some of the best instructors in the area, growth has fallen off in a number of class offerings and EAC would benefit from increased marketing efforts. Beyond significantly increasing the distribution of seasonal class catalogs there are numerous opportunities to broaden marketing efforts some of which are easy and low cost and some that will require a substantial further investment in print, distribution, social media, and event presence. EAC could explore with the City’s administration opportunities to more broadly distribute to residents class catalogs and flyers and take steps throughout the community to build its presence. Classes and exhibits at the Edina Senior Center are a great example of the broader role EAC plays in the community and efforts should be made to build upon this and expand awareness. While the EAC website functions well and is nicely organized it does not reflect a particularly dynamic artistic enterprise and efforts could be considered to heighten the aesthetic of the site. EAC could significantly broaden community awareness by increasing its presence at community events including the Parade, the Art Fair, Car Show, etc. and to distribute information about EAC programs whenever and wherever Edina Art Center Analysis Sutton + Associates, Inc. 12 appropriate. EAC could also actively seek to expand both its direct mail and e- mail list by more actively collecting data both at the Center and events. Increasingly, businesses are communicating with their customers by e-mail and social media and EAC should very actively seek to build its network and communicate regularly. EAC could use raffles and drawings to encourage people to provide their digital contact information and permit easier, flexible and timely communications. Suggested Changes to Current Program Offerings Until new leadership has been empowered and a more vigorous marketing effort put in place it seems unwise to eliminate programming. While some current offerings are considerably less popular than others there is the broader role of EAC as an educational organization to consider. Nonetheless, it is clear that without significant investment in hardware, software and new instructors the Digital Media & Photography area of programming is unlikely to grow or thrive. Until very recently record keeping at EAC has been haphazard at best. Work habits of past leadership did not emphasize a strong commitment to data base management and systems were not in place. Without data to track trends in enrollment, staff leadership will need to make judgments on class offerings based upon current performance and success of new and hybrid classes at peer level organizations. The demographic profile of Edina and the recent work of the Arts and Culture Planning committee suggest the potential for a broader artistic program for EAC and significantly increased participation should the City consider alternative facility options. Gift Shop & Gallery As with many gift shops and galleries in community art centers, the shop at EAC combines the function of providing participants in classes with an affordable array of art supplies and artists with an opportunity for sales at a reduced commission venue. The EAC Gift Shop features the work of approximately 250 local and regional artists and offers shoppers the opportunity to purchase unique one of a kind gifts. Edina Art Center Analysis Sutton + Associates, Inc. 13 While gift shops at large museums in major marketplaces can contribute significantly to the bottom line, they have the advantage of millions of local and out of town visitors. Professional independent galleries that make a profit are a rarity these days and the art market is really only thriving at the very top of the food chain dominated by international auction houses and galleries located primarily in London and New York. The EAC gift shop/gallery offers art supplies, original handmade craft items and artwork offered to both members and the general public. Class participants receive a discount on purchases. For sales of art work EAC keeps 35% of the purchase price and 65% goes to the artist. Staffing for the shop includes two part time employees as well as ongoing support from staff at the front desk. Combined sales for the EAC gift shop and Gallery in both 2010 and 2011 totaled approximately $44k with cost of goods at approximately 60% of sales. Accounting for the several part time staff whose principal focus is the shop and the ongoing attention of other front desk employees the EAC gift shop is marginally a break-even operation. As with any retail operation, location and local competition are key factors but online sales offering deep discounting and the availability of next day delivery are increasingly a factor as well. Also, with the recent (4-5 years) arrival of Blick Art Materials on France less than 2 miles away, sales of art supplies have decreased despite the member discount. While the EAC shop does serve important mission specific objectives it is unlikely that there is significant opportunity for growth in sales given its location and limited traffic at the current site EAC MISSION STATEMENT Mission Statement Assessment The current mission statement of the Edina Art Center is: “The Edina Art Center mission is to provide facilities, programs and services that meet and reflect the needs of our residents and neighbors for participation, education, and enjoyment in the arts with emphasis on fine arts”. Edina Art Center Analysis Sutton + Associates, Inc. 14 Key Question: Is the Edina Art Center’s Mission Statement accurate and fitting given current community and City objectives? In our view EAC’s current mission statement is outdated and does not reflect the aspirations of EAC leadership and the City of Edina. It would be wise to update the mission statement to reflect the desired changes of the EAC in the upcoming years. Writing a Good Mission Statement A good mission statement will address the following three questions: • What are the opportunities or needs the organization addresses? (The purpose) • What the organization does to address these needs? (The business) • What principles or beliefs guide the organization’s work? (The values) Example: The mission of Big Brothers/Big Sisters of America is to make a positive difference in the lives of children and youth, primarily through a professionally-supported, one-to-one relationship with a caring adult, and to assist them in achieving their highest potential as they grow to become confident, competent, and caring individuals, by providing committed volunteers, national leadership and standards of excellence. • The Purpose: to make a positive difference in the lives of children and youth so that they’ll achieve their highest potential. • The Business: providing and supporting committed volunteers who have one-to-one relationships with children and youth • The Values: individuals who are confident, competent, and caring; leadership and standards of excellence A good mission statement will also address: • Key market – who is the target client/customer? • Contribution – what products or services are provided? • Distinction – what makes the products or services unique? Ex. McDonalds - "To provide the fast food customer food prepared in the same high-quality manner world-wide that is tasty, reasonably-priced & delivered consistently in a low-key décor and friendly atmosphere. Key Market: The fast food customer world-wide Contribution: tasty and reasonably-priced food prepared in a high-quality manner Edina Art Center Analysis Sutton + Associates, Inc. 15 Distinction: delivered consistently (world-wide) in a low-key décor and friendly atmosphere. Mission Statements should be free of jargon and concise enough to be understood by all. It should be broad enough to allow for some creative growth, but not leave too much open to interpretation. The mission statement should be able to serve as a framework for evaluating current activities. New Mission Statement Possibilities Discussion of a new mission statement has already begun between members of the Edina Art Center Board. As of September 6, 2012, the latest proposal for a new mission statement was: A great city deserves great art. The mission of the Edina Art Center is to ignite and inspire artistic expression, exploration and appreciation. While this new effort at better defining the mission of EAC is headed in a positive direction it does not yet fully reflect broader aspirations for the arts emerging in Edina nor a specific commitment to be of service to a broader cross section of residents. Edina Art Center Analysis Sutton + Associates, Inc. 16 OPERATIONS Observation of Current State of Operations EAC is currently led by an Interim Director following the long tenure of Diana Hedges as Executive Director. The current staffing structure at EAC has evolved into a somewhat over extended network of many part time and a few full time employees making day to day management overly complicated and somewhat cumbersome. A number of the EAC employees have been with the center for many years and while there is a strong sense of institutional memory there is also reluctance on the part of some to change and evolve forward. Organizational Chart The current EAC Organizational Chart below gives a picture of an extended and somewhat cumbersome structure. Beyond the 2 full time and 17 to 22 part time employees, EAC engages more than 51 specialized instructors on a part-time basis, dependent on individual Edina Art Center Analysis Sutton + Associates, Inc. 17 artistic disciplines and class schedules. The City has wisely recently moved to make instructors employees rather than contractors. Committed leadership is essential to the success of EAC. We have been impressed by the current Interim Director’s handling of day-to-day operations and willingness to go far beyond a traditional 40-hour work week to meet the management needs of EAC. An Executive Director of EAC should have strong support from working colleagues in the City administration as well as the respect of their peers at other art centers in the area. While having an awareness of EAC’s history and organizational habits, it is important that the Executive Director demonstrate a clear understanding of the need for EAC to proactively make changes that are in the best interests of the organization and responsive to the growing expectations in the Edina community for cultural activities. The Director should have an entrepreneurial perspective on meeting challenges, optimizing new opportunities and progressively building an organization designed to enhancing programs to benefit Edina residents. Further, the Director should be committed to collaboration and building strong connections to other arts and community based organizations in Edina and throughout the Greater Twin Cities Metropolitan Area Recent changes in staff leadership provide an opportunity to rethink the basic organization of EAC but true change will be difficult to effect without shifting away from the current model of many part time hourly employees less vested in the overall success of the EAC and towards a full time professional staff with specific administrative expertise. The Executive Director should be fully empowered to make necessary staffing changes to accomplish this goal within the appropriate budgeting processes of the City. Working with a professionalized and smaller full time staff is likely to bring considerable upside to the operation of EAC. Although not likely to bring near term cost savings to the City, it will allow for consideration of a broader programming spectrum and a more efficient delivery of programs and services to the Edina community. Edina Art Center Analysis Sutton + Associates, Inc. 18 Income Sources in Comparison to other Art Centers Presently the broad array of class offerings at EAC remains solely focused on the visual arts and does not reach as deep into the community as would be possible in an up to date facility with additional programming possibilities. A carefully considered stretch by EAC into the performing arts could yield increased participation and extend the mission of EAC into the lives of many more residents of Edina. As at the Bloomington Art Center, a combination of artistic disciplines could increase revenues and substantially broaden service to the community. The recent success of the Edina Film Festival demonstrates the capacity of EAC to grow its programming, expand revenues and increase its presence. For the most part, classes remain both price sensitive and carefully scrutinized by participants against offerings elsewhere available to a highly mobile user group. The current base income at EAC of more than $400k per year derived from class offerings is highly envied by some centers in the area and should be considered as an institutional asset that could be built upon but should not be disrupted by radical changes to operations. Edina Art Center Analysis Sutton + Associates, Inc. 19 COMPARATIVE ANALYSIS Introduction Comparable Art Centers As prescribed by this assignment, the following have been identified as art centers that are comparable in some measure to the Edina Art Center. The chosen art centers serve (mainly) suburban middle and upper-middle class communities, and share a goal of enriching their respective communities by providing access to arts programming and education. The differences between these art centers, however, are especially apparent in their organizational structures, sources of funding, and programmatic offerings (i.e. visual arts/performing arts/both). Some of these organizations are models of successful community art centers that Edina Art Center may consider using as inspiration for future changes or expansions – Minnetonka Center for the Arts, in particular, is one such organization that has been an established leadership presence in the community art sector. Others, like the Hopkins Center for the Arts or Bloomington Theatre and Art Center, are more like the EAC in the sense that they have passed the earliest stages of establishment, but are still looking for growth opportunities that can carry them into the next phase of their existence. What is abundantly clear from a look at other arts centers is the degree to which each is uniquely tailored to its community, tuned to programming possibilities in their respective facility and limited by resources made available to subsidize programming. Each type of arts organization has different standards and goals with respect to earned and contributed income percentages and number of program participants. While there is no standard metric for performance, mission deliverables or funding ratios, EAC does rates highly with respect to percentage of earned income (70%) as compared to others arts organizations which may range from 20% to 80% earned income. While EAC has a relatively high participation rate in its programs, its facility, location and programming model (visual arts only) limit significant growth. Site Visits EAC Board members, staff and consultants visited and met with key organizational leaders at the following three comparable centers. Edina Art Center Analysis Sutton + Associates, Inc. 20 Minnetonka Center for the Arts From its inception more than fifty years ago, the Minnetonka Center for the Arts' purpose has been to help a diverse group make art a part of everyday life. After outgrowing a series of rented spaces MCA purchased a former elementary school in Wayzata and transformed it into studios, a gallery and an art store. Overtime MCA added a painting studio, ceramics studio and sculpture studio with a metal pouring foundry. In 1997, when a feasibility study showed that even extensive renovations could not bring the facility up to current building code or improve its functionality a capital campaign was launched to build a new $6.3 million building on the same site as the old one. The new building is a state of the art visual art center operating as a 501(c)(3) organization. Operating funds are derived from a combination of earned and contributed income from a broad variety of sources including public funds through the Minnesota State Arts Board. Earned income at 70% is at a ratio approximately equivalent to that of EAC. Hopkins Center for the Arts Hopkins Center for the Arts is largely geared towards renting to private performing arts groups and presenting a performing arts series but it does have an impressive gallery space for rotating exhibitions. Organizationally it is in transition – having recently developed a “Friends of” model (a city-owned segment augmented through funds generated from a separate 501(c)(3) that exists to support the HCA), it is still figuring out the best way to organize its staff in order to support these various needs. While the subsidy provided by the City is offset by contributions garnered through a “Friends of” type entity all administrative staffing expenses are still within the City’s budget for their center. Net benefit to the Hopkins Center must be figured relational to the cost of staffing to write and submit grants, host events and publicize “Friends of” activities. At present the development of a truly independent enterprise is hoped for but not yet realized. Estimated annual City subsidy ranges from $150k to $225k depending on net revenues from other activities. Edina Art Center Analysis Sutton + Associates, Inc. 21 Bloomington Theatre and Art Center Owned by the City of Bloomington, the Bloomington Theatre and Art Center (BTAC) is operated through a partnership which emerged through a merger of the Bloomington Civic Theatre (BCT) and Bloomington Art Center (BAC) in 2009. The facility features two impressive performance spaces, galleries and visual arts classrooms. The merger created a strong 501(c)(3) organization with a pre-existing audience base for its productions and a professional staff to drive additional programming and do fundraising. While more recognized for its performing arts activities, BTAC does offer a number of visual arts classes and its impressive gallery space can features one or two local artists on a rotating schedule. In addition to providing free space to the primary Bloomington arts organizations that make their home at BTAC, the City also awards operating grants to these organizations to help subsidize their programs at BTAC. Having augmented its operating approach with the shift to a 501(c)(3), Bloomington’s biggest challenge has been differentiating its new brand and gaining traction with fundraising. All in all it is estimated the Bloomington’s annual subsidy of the art center is close to a million dollars a year when facility costs, dedicated city staff and grants to tenant organizations are factored in. CONCLUSION AND RECOMMENDATIONS Across the country, along with other community assets like great school systems and terrific sports and recreational programs and facilities, the arts are progressively viewed by elected officials, administrators and city planners as key to defining and leveraging their communities. In our view the Edina Art Center is in a unique position to redefine itself to meet the needs and expectations of a population that increasingly view the arts as important community amenities that define Edina as a great place to live, work and raise a family. Edina Art Center Analysis Sutton + Associates, Inc. 22 We recommend that the City maintain its commitment to EAC and encourage leadership to explore ways to expand its role in the community to better reflect growing aspirations for cultural activities in Edina. We believe that EAC could play a vital role in future development and recommend that its leadership should be at the table as broader community initiatives are explored. Further, we recommend that EAC work directly with the Edina Community Foundation to proactively attract philanthropic support that will allow it to serve residents of all ages with expanded offerings in both the visual and the performing arts. As with all civic efforts, strong and consistent leadership is critical to success. We believe that the City will benefit from a transition from interim staff leadership to EAC Director. The continued involvement and commitment of the EAC Board could assist City leadership to appropriately respond to increasing community aspirations for the arts in Edina and assure that EAC is a strong community asset with increased relevancy to the residents of Edina. As with any business, location is a key factor particularly for service organizations like EAC. Where best to provide Edina residents with cultural and educational programs should be carefully considered before making significant further investments in the current location. The opportunity to encourage development in a core area of Edina could be substantively leveraged if a new 21st century, multi-disciplinary art center facility were to be central to it. Edina Art Center Analysis Sutton + Associates, Inc. 23 COMPARABLE ART CENTERS – CASE STUDIES Minnetonka Center for the Arts Size: 31,000 sq. ft. Location: Wayzata, Organizational Structure: Private 501(c)(3) Mission: the belief that the visual arts are indispensable to a healthy community; it is the mission of the Minnetonka Center for the Arts to provide teaching excellence, quality exhibitions and cultural enrichment for people of all ages, interests and abilities. Programming Mix: Year-round programming for young children, teens, and adults. Teens are distinguished as a special group with certain classes targeted at their interests. Summer day-camps for kids and teens. Partnerships with Walker Art Center and Ridgedale Mall. Community Demographics (Minnetonka & Wayzata): Populations: 50,000 (M) & 3,700 (W) Median Age: 45 (M) & 48 (W) M: 90% white, W: 92.5% white M: 25% of households have children under 18, 52% are married W: 14% of households have children under 18, 42% are married Median household income: $81,000 (M) and $64,000 (W) Education: M = 98% HS degree or higher; W = 99% HS degree or higher Budget (2010) Total Revenue: $1,179,679 • Revenue from Contributions & Grants: $316,625 • Revenue from Program Fees: $827,610 From Fundraising Events, specifically: $29,653 Revenue from Membership: $56,285 Number of Paid Employees: 40 (11 full-time, including 7 admins, 2 registrars, 2 studio managers) Edina Art Center Analysis Sutton + Associates, Inc. 24 Bloomington Theatre and Art Center Location: Bloomington, MN. Organizational Structure: City-owned, public/private operating partnership Mission Statement: We exist to enrich the cultural fabric of the communities we serve by providing high quality performing arts, visual arts, and arts education programs, and by welcoming and nurturing talent. Programming Mix: Big focus on presenting work and encouraging audience appreciation. Partnership with Bloomington Civic Theatre. Adult and youth workshop courses in a variety of fine arts disciplines (clay, painting, drawing, glass, fiber, photography, etc.). Very focused class topics, like Shade and Light Drawing. Offering theatre/drama classes for kids in collaboration with BCT. Outreach activities for kids (working with charter schools, Boy/Girl Scouts, etc.). Community Demographics: Population: 83,000 Median age: 43 80% white Median Household Income: $57,800 Educated: about 66% have at least some college, if not a bachelor’s degree or beyond Household types: Single (32%), Married w/o children (36%). 23% of households have children under 18. Budget (2010) Total Revenue: $1,355,493 (Includes Bloomington Civic Theatre ticket sales) • Revenue from Contributions & Grants: $520,514 • From Fundraising Events, specifically: $6,723 • From Gifts, Private Grants, etc.: $204,336 • Govt. Grants: $297,335 • Revenue from Membership: $12,120 • Revenue from Program Fees: $834,169 • Number of Paid Employees: 21 (8 full-time) Edina Art Center Analysis Sutton + Associates, Inc. 25 Hopkins Center for the Arts Size: 36,000 sq ft. Location: Downtown Hopkins, MN Organizational Structure: City-owned, city-operated, 501c3 tenants, “Friends of” fundraising support organization. Mission: The Arts Center builds community through the arts by fostering creative expression and providing artistic and educational opportunities for people of all ages. Programming: Theatre Performances, concerts, films, exhibitions, lectures, literary arts, and classes in fine arts. Arts Center also houses Stages Theatre Company and space rentals from Hopkins Public Schools and there is a significant focus on exhibitions and gallery showings. Classes are mostly for adults, and are focused on painting and take-home project-based classes (ex. Knit yourself a scarf, make a jewelry box). On the whole, the Hopkins Center for the Arts seems more about presenting the arts and creating exposure, rather than teaching the arts. Also offer space rentals. Community Demographics: Population: 17,600 Median Age: 34 70% white, 13.5% African-American, 8.5% Asian 25% of households have children under 18; 43% of households are single people Median Household Income: $47,000; Per Capita Income: $29,400 Education: 93% have HS degree or higher, 39% have Bachelor’s degree or higher Budget (2012, estimated) TOTAL BUDGET INCOME: $758,626 Earned Income: $510,653 • Tenant Leases: $245,053 • Tickets & Facility Fees: $164,000 Contributed Revenue (Transferred from the “Friends of” 501c3): $100,053 City Support: $147,920 (likely + $80k) Edina Art Center Analysis Sutton + Associates, Inc. 26 The Phipps Center for the Arts Size: 64,000 sq. ft Location: Hudson, WI Approx. Operational Budget: $1.2 million Organizational Structure: Private 501(c)(3) ownership & operation Mission: Two identifiable areas of focus: presentation of art (in galleries, exhibits, performances, etc.) and art education (year-round class offerings for both children and adults). Programming Mix: Classes offered for both children and adults, but summer programming is almost exclusively for children. The selection for kids’ summer camps is outstanding - over 50 to choose from, ranging from one day-long class to ones that last for a week as well as separate classes for both children and teens. The Phipps has ongoing partnerships with local hospitals and is a major player in producing the annual Spirit of St. Croix Days. Gallery exhibits include both members and non-members. Bench Project - permanent installations of usable art project benches made by community members/groups. Community Demographics: Population: 12,700. Hudson area: 34,000 Median Age: 33 98% white Median Income: $51,000. Per capita income: $27,000 31% of all households have children under 18, 29% of all households are single people 75% have at least some college, if not a bachelor’s degree or beyond Budget (2010) Total Revenue: $1,094,204 • Revenue from Contributions & Grants: $440,080 • From Personal Gifts: $434,550 • Revenue from Program Fees: $595,503 Number of Paid Employees: 12 Edina Art Center Analysis Sutton + Associates, Inc. 27 Eden Prairie Art Center Size: 5,400 sq. ft. Location: Eden Prairie, MN Organizational Structure: Part of the City of Eden Prairie Park & Rec Dept., city-owned & operated Mission: The mission of the Eden Prairie Art Center is to enhance the quality of life and foster creativity in our community by providing access to the arts for people of all ages and abilities. Programming Mix: Offers open studio time 3 days a week. Rent-An-Artist Program offers one-on-one instruction options. Programming gets very age specific: separate classes for toddlers, preschool, kindergarten, grade school, teens, adults, seniors. Also offers family classes. Part of the Park & Rec Program, allows for relationships with Eden Prairie Players, Community Band, and “Art on City Walls” Project, if desired. Community Demographics: Population: 60,800 Median Age: 38 81% white, 9% Asian 39% of households have children under 18; 24% of households are single people Median Household Income: $89,500; Per Capita Income: $49,250 Education: 97% have HS degree or higher, 60% have Bachelor’s degree or higher Budget: 1,000 participants annually 2011 Budget: $173,198 2012 Budget: $212,662 2013 Projected Budget: $218,778 2013 Total Park & Rec Budget: $2,281,975 (Art Center gets just under 10% of the entire Park & Rec budget) Edina Art Center Analysis Sutton + Associates, Inc. 28 White Bear Center for the Arts Location: White Bear Lake Organizational Structure: 501(c)(3) Mission Statement: The mission of White Bear Center for the Arts is to provide a gateway to diverse arts experiences. We will: Educate new and established artists; Cultivate the understanding of art in its many forms; Celebrate the joys of arts. We value: Creative process; Openness; Transformative experience. Programming Mix: Classes for Adults, Teens, and Kids. Very thorough mixture of class offerings. Even offer a “create your own class” offering - kind of like a private lesson: if you want to learn something but can’t make the scheduled class time or the offered classes don’t address your topic adequately, you can find an instructor and get studio time with them (they require you to get at least 4 people to do the class). Examples of create your own classes - sewing, mosaics, printmaking, art history, etc. Offer a lot of community conversations with artists, easy art contests (ex. sand castle contest in the summer), and a community “Iron Pour” event. Partnership with Stepping Stone Theatre to offer kids’ drama courses. [430 current members, 30% are White Bear residents] Community Demographics: Population: 23,800 Median Age: 41 90% white 27% of households have children under 18; 34% of households are single people Median Household Income: $57,000 Education: 94% have HS degree or higher, 31% have Bachelor’s degree or higher Budget (2010) Total Revenue: $1,377,622 • Revenue from Contributions and Grants: $1,220,798 • From Fundraising, specifically: $54,094 • From Gifts, Private Grants, etc: $1,147,293 • Revenue from Program Fees: $170,459 • Revenue from Membership: $19,401 Number of Paid Employees: 6 Edina Art Center Analysis Sutton + Associates, Inc. 29 Maple Grove Arts Center Location: Suburban Maple Grove, MN Organizational Structure: 501(c)(3) Mission Statement: To provide fine art, musical and theatrical exploration and appreciation opportunities. Programming Mix: Fewer class options than most other organizations. Classes for kids and adults, but mostly for kids and teens. Variety of classes offered in both visual arts and performing arts disciplines. Also offer free open studio dates for the community. Community Demographics: Population: 61,600 Median Age: 38 86% white 40% of households have children under 18; 19% of all households are single people Median Household Income: $93,000 Education: 97% have HS degree or higher; 49% have Bachelor’s degree or higher Budget (2009): Total Revenue: $4,796 • Revenue from Contributions & Grants: $3,397 • Revenue from Program Fees: $476 • Revenue from Membership: $125 Edina Art Center Analysis Sutton + Associates, Inc. 30 Evanston Art Center Location: Evanston, IL Size: 17,000 sq ft Organizational Structure: 501(c)(3) organization Mission: The Evanston Art Center is dedicated to fostering the appreciation and expression of the arts among diverse audiences. The Art Center offers extensive and innovative instruction in broad areas of artistic endeavor through classes, exhibitions, interactive arts activities, and community outreach initiatives Programming: They have a Mix of youth, teen, adult, and family classes. Some of the adult classes are more unique - woodcutting techniques, fashion design, figure drawing, metal smithing. Also offering youth summer camps. 10 wk/sessions for adult classes, 5 wks for kids. Seasonal arts & crafts expos. Community Outreach programs for both youth and seniors (artists-in-residence programs at local schools, partnership with Loyola University, Summer Reading program with Public Libraries, sending Art Center employees into nursing homes to work with residents). Also exhibit some pieces in a gallery. Community Demographics: Population: 74,500 Median Age: 34 66% white, 18% black, 9% Hispanic, 8.5% Asian 26% of households have children under 18; 38% of households are single people Median Household Income: $68,000 Education: 93% have HS degree or higher, 66% have Bachelor’s degree or higher Edina Art Center Analysis Sutton + Associates, Inc. 31 Edina Art Center Size: 10,150 sq. ft. Location: Edina Organizational Structure: City Owned, Operated by City of Edina Parks and Recreation Department Current Mission: “The Edina Art Center mission is to provide facilities, programs and services that meet and reflect the needs of our residents and neighbors for participation, education, and enjoyment in the arts with emphasis on fine arts”. Programming Mix: Year-round programming visual arts offering for all ages including; Pottery and Clay Sculpture, Painting & Drawing, Water media, Mosaics, Digital Media & Photography, Jewelry, Crafting and Specialty/Holiday- themed Activities Community Demographics (Edina): Populations: approx. 48,000 Median Age: 45 (M) & 48 (W) Ethnicity: 88% white, Persons under 5 years, 5.4% Persons under 18 years, 24.2% Persons 65 years and over, 20.7% Female persons, 53.4% 50.4%Median household income: approx. $80,000 Education: Bachelor’s degree or higher; 63% Budget (2011) Total Revenue: $640,043 • Revenue from Contributions & Grants: $13,536 • Memberships: $25,730 • Revenue from Program Fees: $425,776 Number of Paid Employees: Currently 2 full-time and 17 to 22 part-time administrative employees as well as more than 51 part-time instructors FRONT OF HOUSELOBBYRESTROOMSTHEATREARTS CENTERLOADINGDOUBLE HEIGHT SPACECONCESSIONSCOATROOMVESTIBULESCONTROLBOOTHHOUSE ƔƔƔƔSTAGE ƔƔƔƔGREEN ROOMDRESSING ROOM SUITEPIANO STORAGEDIMMER ROOMA/V ROOMLIGHTING STORAGEWASH/DRY/DYEPROP STORAGEIT ROOMSCENERY STORAGETOOL STORAGELOADINGMECHANICAL/ELECTRICALBACK OF HOUSEJANITOR'S CLOSETSBUILDING STORAGEVERTICALCIRCULATIONORCHESTRA SHELL STORAGETALL SPACETALL SPACEGALLERYLARGE STUDIOGIFT SHOPSMALL STUDIOSMALL STUDIOSMALL STUDIOSMALL STUDIOCONFERENCEROOMPOTTERY/CERAMICSSTUDIOSTORAGEROOMSMETALRECEIVINGGLASSPHOTOGRAPHY/JEWELRYSTAFF OFFICESSPECIALIZEDLABSHISTORYCENTERREMOTEDISPLAYFOH STORAGEELEVATORRISER STORAGETRASHPRODUCTION OFFICECREW ROOMCATERINGKITCHENMULTI-GENERATIONALFLEXIBLE SPACELARGE SPACEMEDIUM SPACETALL SPACEMEDIUM SPACELOUNGETALL SPACETALL SPACESMALL SPACESMALL SPACESMALL SPACESMALL SPACESTUDIORENTALSPACE EDINACOMMUNITYART CENTERPERFORMINGARTSMULTI-GENERATIONALSPACEFINE ARTSSTUDIOS Edina Arts Center Current Facility Existing Program Page 1 of 8 Level Area Notes Quantity Net sf Remarks STUDIO ARTS 10,150 Gross sf EXISTING a. Reception/Clark Gift Shop 1 600 600 Gift Shop, Supply store, Registration uses 140 sq.ft. b. Margaret Foss Gallery 1 650 650 Gallery Exhibition and Special Events Main Gallery 500 Grand Hall 110 Vestibule 40 c. Nichols Studio 1 660 660 Classroom, Special Events d. Peggy Kelly Media Studios 1 1420 1420 Heritage Media, Studio Rental, Multi- purpose, Office Space for Part-time Staff e. General manager's Office 1 114 114 Office Space for Full-time Staff f. Office Coordinator Office 1 114 114 Office Space for Full-time Staff g. Loft 1 114 114 Classroom, Storage (not accessible) h. Pug Room 1 120 120 Clay pugger, Glaze Chemicals - Former Photographic Darkroom i. Lower West Paint 1 550 550 Pottery, Multi-Purpose j. Lower West Pottery 1 310 310 Pottery w/8 Wheels, Clay Recycling, Lockers, Slab Roller k. Studio 1 920 920 Multi-Purpose l. Red Door Room 1 290 290 Jewelry, Multi-Purpose m. Glaze Room 1 600 600 Glazes, Pottery Ware Racks, Kilns, Spray Booth n. Main Wheel Room 1 600 600 13 Electric Wheels (one handi-cap wheel & one kick-wheel) o. Storage/ Office space/ kilns/ catering kitchen/ tea room/ restrooms/ miscellaneous 1 3088 3088 Sub-total 10150 Gross factor 1.00 STUDIO ARTS TOTAL 10150 EXTERIOR 6,390 Gross sf a. Entry and Parking 1 b. Outdoor gathering areas - Greer Gardens 1 1200 1200 c. Outdoor Kilns 1 5190 5190 Sub-total 6390 EXTERIOR PLAZA TOTAL 6390 TOTAL OF INDICATED AREAS 10150 Gross sf Not included in building square footage. 34 Parking Spaces. Overall campus is 2.2 acres. 612-339-5958 Schuler Shook © 16 April 2015 Edina Arts Center Initial Program - DRAFT Scheme A - Enhancement of Existing Art Center Program Page 2 of 8 Level Area Notes Quantity Net sf Remarks STUDIO ARTS 20,993 Gross sf a. Gallery 1 1700 1700 b. Large Studios 1 700 700 classroom, painting, ceramics, sculpture c. Small Studios 4 325 1300 ceramics, glazing, pottery storage, wheels d. Specialized Labs 4 200 800 Jewelry, kilns, pottery storage e. Admin offices 1 400 400 Front desk, 6 staff f. Gift Shop 1 300 300 g. Pottery/Ceramics Studio 1 3500 3500 h. Metal Arts 1 2200 2200 i. Glass 1 1000 1000 Fire arts, slump j. Photography/Jewelry 1 1000 1000 k. Conference room/MP 1 400 400 Conference; common break room l. Rental Studio Space 1 1000 1000 m. Storage 1 1000 1000 n. Receiving 1 250 250 Sub-total 15550 Gross factor 1.35 STUDIO ARTS TOTAL 20993 ENTRY 2,688 Gross sf 1 c. Public rest room - Male 1 200 200 1 d. Public rest room- Female 1 250 250 1 e. Entry 1 200 200 1 f. Lobby 1 600 600 0,1,2 g. Elevator 3 80 240 0 h. Elevator equipment 1 65 65 1 i. FOH storage 1 100 100 0,1 j. Catering kitchen and storage 1 300 300 1 k. Janitor 1 36 36 Sub-total 1991 Gross factor 1.35 FRONT OF HOUSE TOTAL 2688 TOTAL OF INDICATED AREAS 23680 Gross sf EXTERIOR PLAZA 1,200 Gross sf a. Entry Plaza 1 1200 1200 b. Scultpure opportunities 0 0 0 c. Kiln - exterior 1 6500 6500 Sub-total 1200 EXTERIOR PLAZA TOTAL 1200 Provide cost allowance; not included in square footage 612-339-5958 Schuler Shook © 16 April 2015 Edina Arts Center Initial Program - DRAFT Scheme B - Enhanced Program with performing arts, history, classroom, and flex space Page 3 of 8 Level Area Notes Quantity Net sf Remarks STUDIO ARTS 20,453 Gross sf a. Gallery 1 1700 1700 b. Large Studios 1 700 700 classroom, painting, ceramics, sculpture c. Small Studios 4 325 1300 ceramics, glazing, pottery storage, wheels d. Specialized Labs 4 200 800 Jewelry, kilns, pottery storage e. Gift Shop 1 300 300 Front desk, 6 staff f. Pottery/Ceramics Studio 1 3500 3500 g. Metal Arts 1 2200 2200 h. Glass 1 1000 1000 Fire arts, slump i. Photography/Jewelry 1 1000 1000 j. Conference room/MP 1 400 400 Conference; common break room k. Rental Studio Space 1 1000 1000 l. Storage 1 1000 1000 m. Receiving 1 250 250 Sub-total 15150 Gross factor 1.35 STUDIO ARTS TOTAL 20453 EDINA HISTORY CENTER 810 Gross sf a. History Center - remote display 1 600 600 Sub-total 600 Gross factor 1.35 EDINA HISTORY CENTER TOTAL 810 MULTI-GENERATIONAL FLEXIBLE SPACE 12,150 Gross sf a. Large 1 2000 2000 b. Medium 2 1500 3000 c. Small 4 800 3200 d. Lounge 1 800 800 Sub-total 9000 Gross factor 1.35 FLEX SPACE TOTAL 12150 OFFICES 2,126 Gross sf a. Staff 4 150 600 b. Open office 1 600 600 c. Conference room 1 225 225 d. Storage 1 150 150 Sub-total 1575 Gross factor 1.35 OFFICES TOTAL 2126 612-339-5958 Schuler Shook © 16 April 2015 Edina Arts Center Initial Program - DRAFT Scheme B - Enhanced Program with performing arts, history, classroom, and flex space Page 4 of 8 FRONT OF HOUSE 7,855 Gross sf 1 a. Box Office/Concession/Info 1 220 220 1 b. Coat room/Hearing receivers 1 200 200 1 c. Public rest room - Male 1 350 350 1 d. Public rest room- Female 1 450 450 1 e. Entry 1 150 150 1 f. Lobby 1 3000 3000 0,1,2 g. Elevator 3 80 240 0 h. Elevator equipment 1 65 65 1 i. FOH storage 1 100 100 0,1 j. Catering kitchen and storage 1 800 800 1 k. Janitor 1 36 36 Sub-total 5611 Gross factor 1.40 FRONT OF HOUSE TOTAL 7855 SMALL THEATRE - 350 Seat 9,548 Gross sf 1 a. Audience 1 3500 3500 350 Seats 1 b. In-house Mix Position 1 72 72 3 c. Lighting Control 1 80 80 3 d. Audio/video Control 1 140 140 1,2 e. Vestibules 4 50 200 1 f. Stage 1 1024 1024 Proscenium 32w x 32d x 24h 1 g. Stage wings 2 512 1024 1 j. Apron 1 400 400 50w x 8d 4 k. Follow spot 1 120 120 1 l. Orchestra Shell Storage 1 160 160 10w x 16d 4 m. House Catwalks 3 0 3' wide - Provide steel allowance 4 n. Stage Galleries 3 0 4' wide - Provide steel allowance 2 o. Box Boom Lighting Positions 2 50 100 Sub-total 6820 Gross factor 1.40 THEATRE TOTAL 9548 612-339-5958 Schuler Shook © 16 April 2015 Edina Arts Center Initial Program - DRAFT Scheme B - Enhanced Program with performing arts, history, classroom, and flex space Page 5 of 8 BACK OF HOUSE 7,064 Gross sf 2 a. Dimmer room 1 80 80 requires cooling 2 b. Audio/video room 2 100 200 requires cooling 1 c. Production office @ shop 1 150 150 1 e. Tool room 1 150 150 1 g. Wash/Dry/Dye 1 150 150 1 i. Janitor 1 36 36 1 k. storage 1 600 600 2 l. Lighting and A/V storage 1 100 100 1 n. Piano storage 1 120 120 Humidity control 1 o. riser storage 1 160 160 1 q. Green room 1 500 500 with bathroom 1 r. Dressing/make-up suite 1 1600 1600 1 t. Crew room 1 120 120 1 u. Loading area 1 200 200 0 v. IT room 1 80 80 architect/engineer verify 0 w. Building engineer and storage 1 600 600 architect/engineer verify 0 x. Trash/Recycle 1 200 200 0 y. Mechanical/Electrical 1 2200 2200 architect/engineer verify Sub-total 5046 Gross factor 1.40 BACK OF HOUSE TOTAL 7064 TOTAL OF INDICATED AREAS 60007 Gross sf EXTERIOR PLAZA 7,700 Gross sf a. Entry Plaza 1 1200 1200 Not included in building square footage b. Performance/ Plaza Exercise 0 0 TBD c. Scultpure opportunities 0 0 TBD Could be designed to provide for outdoor performance space c. Kiln - exterior 1 6500 6500 Sub-total 7700 EXTERIOR PLAZA TOTAL 7700 612-339-5958 Schuler Shook © 16 April 2015 Edina Arts Center Initial Program - DRAFT Scheme C - Enhanced Program with Studio Theatre performing arts, history, classroom, and flex space Page 6 of 8 Level Area Notes Quantity Net sf Remarks STUDIO ARTS 20,453 Gross sf a. Gallery 1 1700 1700 b. Large Studios 1 700 700 classroom, painting, ceramics, sculpture c. Small Studios 4 325 1300 ceramics, glazing, pottery storage, wheels d. Specialized Labs 4 200 800 Jewelry, kilns, pottery storage e. Gift Shop 1 300 300 Front desk, 6 staff f. Pottery/Ceramics Studio 1 3500 3500 g. Metal Arts 1 2200 2200 h. Glass 1 1000 1000 Fire arts, slump i. Photography/Jewelry 1 1000 1000 j. Conference room/MP 1 400 400 Conference; common break room k. Rental Studio Space 1 1000 1000 l. Storage 1 1000 1000 m. Receiving 1 250 250 Sub-total 15150 Gross factor 1.35 STUDIO ARTS TOTAL 20453 EDINA HISTORY CENTER 810 Gross sf a. History Center - remote display 1 600 600 Sub-total 600 Gross factor 1.35 EDINA HISTORY CENTER TOTAL 810 MULTI-GENERATIONAL FLEXIBLE SPACE 9,450 Gross sf a. Medium 2 1500 3000 b. Small 4 800 3200 c. Lounge 1 800 800 Sub-total 7000 Gross factor 1.35 FLEX SPACE TOTAL 9450 OFFICES 2,126 Gross sf a. Staff 4 150 600 b. Open office 1 600 600 c. Conference room 1 225 225 d. Storage 1 150 150 Sub-total 1575 Gross factor 1.35 OFFICES TOTAL 2126 612-339-5958 Schuler Shook © 16 April 2015 Edina Arts Center Initial Program - DRAFT Scheme C - Enhanced Program with Studio Theatre performing arts, history, classroom, and flex space Page 7 of 8 FRONT OF HOUSE 7,855 Gross sf 1 a. Box Office/Concession/Info 1 220 220 1 b. Coat room/Hearing receivers 1 200 200 1 c. Public rest room - Male 1 350 350 1 d. Public rest room- Female 1 450 450 1 e. Entry 1 150 150 1 f. Lobby 1 3000 3000 0,1,2 g. Elevator 3 80 240 0 h. Elevator equipment 1 65 65 1 i. FOH storage 1 100 100 0,1 j. Catering kitchen and storage 1 800 800 1 k. Janitor 1 36 36 Sub-total 5611 Gross factor 1.40 FRONT OF HOUSE TOTAL 7855 STUDIO THEATRE - 350 Seat 7,846 Gross sf 1 a. Studio Theatre 1 4000 4000 350 Seats - 50' x 80' 3 c. Lighting Control 1 80 80 3 d. Audio/video Control 1 140 140 1,2 e. Vestibules 4 50 200 1 f. Cross-over 1 1024 1024 Proscenium 32w x 32d x 24h 1 g. Orchestra Shell Storage 1 160 160 10w x 16d 4 h. Catwalks 3 0 3' wide - Provide steel allowance 4 i. Stage Galleries 4 0 4' wide - Provide steel allowance. Galleries wrap space on all 4 sides Sub-total 5604 Gross factor 1.40 THEATRE TOTAL 7846 612-339-5958 Schuler Shook © 16 April 2015 Edina Arts Center Initial Program - DRAFT Scheme C - Enhanced Program with Studio Theatre performing arts, history, classroom, and flex space Page 8 of 8 BACK OF HOUSE 7,540 Gross sf 2 a. Dimmer room 1 80 80 requires cooling 2 b. Audio/video room 2 100 200 requires cooling 1 c. Production office @ shop 1 150 150 1 e. Tool room 1 150 150 1 g. Wash/Dry/Dye 1 150 150 1 i. Janitor 1 36 36 1 k. storage 1 600 600 2 l. Lighting and A/V storage 1 100 100 1 n. Piano storage 1 120 120 Humidity control 1 o. Chair storage 1 100 100 1 q. riser/telescopic storage 1 400 400 1 r. Green room 1 500 500 with bathroom 1 t. Dressing/make-up suite 1 1600 1600 1 u. Crew room 1 120 120 1 v. Loading area 1 200 200 0 w. IT room 1 80 80 architect/engineer verify 0 x. Building engineer and storage 1 600 600 architect/engineer verify 0 y. Trash/Recycle 1 200 200 0 z. Mechanical/Electrical 1 2200 2200 architect/engineer verify Sub-total 5386 Gross factor 1.40 BACK OF HOUSE TOTAL 7540 TOTAL OF INDICATED AREAS 56080 Gross sf EXTERIOR PLAZA 7,700 Gross sf a. Entry Plaza 1 1200 1200 Not included in building square footage b. Performance/ Plaza Exercise 0 0 TBD c. Scultpure opportunities 0 0 TBD Could be designed to provide for outdoor performance space c. Kiln - exterior 1 6500 6500 Sub-total 7700 EXTERIOR PLAZA TOTAL 7700 612-339-5958 Schuler Shook © 16 April 2015   City of Edina   hga commission number 3857-001-00 1 Community Center Feasibility Study TABLE OF CONTENTS 1. EXECUTIVE SUMMARY Introduction Proposed Community Facility Capital Costs Operating Costs Acknowledgements 2. VISIONING AND NEEDS ASSESSMENT Information Gathering Information Review 3. FACILITY PROGRAMMING Process Preferred Program 5. SITE AND BUILDING PLANNING Process Preferred Fit Plan 6. CAPITAL COST ESTIMATE 7. MARKET ANALYSIS 8. OPERATIONAL ANALYSIS APPENDIX Appendix A: 17 February 2016 City Council Presentation Appendix B: 10 March 2016 Task Force Presentation Appendix C: Capital Cost Estimate Detail    2 9 May 2016 City of Edina 1. EXECUTIVE SUMMARY Introduction The site, former home of public works, is a now vacant parcel that represents a meaningful redevelopment opportunity at the heart of the Grandview District. The City of Edina owns this parcel of land bounded by Arcadia Avenue to the east and Eden Avenue to the south. The City commissioned this Feasibility Study with a team comprised of HGA Architects & Engineers, PROS Consulting, and Sutton & Associates to evaluate a potential community facility on the north portion of the site. The scope of the Feasibility Study included needs assessment, market analysis, building space programming, site fit options, massing studies, development of a preferred design alternative, capital and operational cost estimating. The quantitative and qualitative results described in the Feasibility Study are intended to assist the City of Edina in strategic planning for the future of the Grandview site. Upon completion of the Feasibility Study, findings were presented to the Edina City Council to facilitate future deliberations and decisions.   hga commission number 3857-001-00 3 Community Center Feasibility Study Proposed Community Facility The proposed community facility is a two-story, approximately seventy-thousand square foot building with spaces designed for art center, active adult, community gathering, and wellness programs. The building is sited with the main entry facing east opening to an entry plaza and passenger drop-off area. Main parking for the facility is located below the building providing opportunities for open green space and landscaped areas. The Feasibility Study design work has been coordinated with neighborhood transit systems currently being proposed by a transportation study commissioned by the City of Edina and being completed simultaneously with this study.    4 9 May 2016 City of Edina Capital Costs A summary of estimated capital costs are provided below. Estimated costs are subdivided into two primary categories: construction cost and soft cost. Additional project costs, commonly referred to as “soft costs” are separated from construction costs in the estimate. Soft costs include, but are not limited to, the following: geo-technical report, site survey, architecture and engineering fees, permits, testing, Owner legal and administrative fees, furniture and equipment, and other direct vendor services (data, telecommunications, A/V technologies. For a community center facility soft costs are estimated at approximately 25% of the total construction cost. The estimate is based on both the building space program and plans. Exterior materials and interior finishes are assumed to be of a similar quality level as the existing Edina City Hall. Mechanical HVAC systems are assumed to be located on the exterior rooftop and enclosed with a mechanical screen wall. Costs include a contingency to account for design changes and unforeseen construction issues. The estimate also includes an anticipated construction cost escalation between the time of this report and mid-point of construction.   hga commission number 3857-001-00 5 Community Center Feasibility Study Operating Costs Staff has worked with the firm PROS Consulting and Sutton & Associates to assist with an operating cost estimate. The consultant team took the program components outlined in this report to design an operating budget and revenue projection. The estimated annual expense to operate a facility of this size is estimated to be $2,210,458. That includes the anticipated full- time employees, part-time staff, utilities, program expenses, supplies and other miscellaneous items needed to run a community facility. The corresponding revenue projections on an annual basis are estimated to be $1,551,335. The revenue projections include memberships and daily admissions (anticipating several options) as well as rental revenue obtained from the seminar rooms and event venue. The difference is ($659,123). The anticipated recovery rate at year one is 70%. Pro Forma Revenues & Expenditures EDINA GRANDVIEW COMMUNITY CENTER ‐ Option B ONE YEAR SNAPSHOT SUMMARY of PRO FORMA SERVICE TITLE Revenues Expenditures Revenues Over (Under)  Expenditures Cost  Recovery ‐  Percent Administration $0.00 $529,650.00 ($529,650.00)0% Maintenance $0.00 $156,405.37 ($156,405.37)0% Custodial $0.00 $146,055.62 ($146,055.62)0% Arts $588,671.00 $555,180.00 $33,491.00 106% Active Adults $107,364.00 $145,000.00 ($37,636.00)74% Fitness Programs $46,800.00 $46,357.50 $442.50 101% Facility Rentals $94,100.00 $24,570.00 $69,530.00 383% Café $714,400.00 $607,240.00 $107,160.00 118% Total $1,551,335.00 $2,210,458.49 ($659,123.49)70%    6 9 May 2016 City of Edina Acknowledgments The Feasibility Study process was informed and guided by a diverse group of stakeholders representing multiple areas of expertise within the City of Edina. Each individual graciously provided their time and expertise to ensure the completion of a comprehensive Feasibility Study that best meets the goals of the project. The design team received guidance and direction from City of Edina staff, Arts & Culture Commission, Park Board, Edina Community Education and City Council. The design team included design professionals from HGA Architects, Engineers and Planners responsible for building programming, site analysis, site fit planning and construction cost estimating. Operational analysis was conducted as a joint effort by PROS Consulting and Sutton & Associates. Stakeholders and members of the design team are acknowledged below: City of Edina Team Ann Kattreh Parks and Recreation Director Susan Faus Parks and Recreation Assistant Director Michael Frey Donna Tilsner Amanda Clarke Art Center General Manager Recreation Supervisor – Senior Center Recreation Supervisor Arts & Culture Commission Ray Meifert Anne Miller Park Board Ellen Jones Koren Nelson Edina Community Education Val Burke Cheryl Gunness Design/Consultant Team Victor Pechaty, AIA Nancy Blankfard, AIA Michael Anderson Mark McDonald Jeff Bransford, PMP, CPRP Michael Svetz George Sutton Sara Shaylie HGA – Design Principal HGA – Project Manager HGA – Architectural Designer HGA – Cost Estimating PROS – Project Manager PROS Sutton Sutton   hga commission number 3857-001-00 7 Community Center Feasibility Study 2. VISIONING AND NEEDS ASSESSMENT Information Gathering Identifying a clear project vision was the first step to understand program needs for the proposed community facility. This was a process of collecting information from multiple inputs including user groups, residents, and a market analysis. The information collected was synthesized to produce a comprehensive understanding of the project needs. User Group Interviews The consultant team met with seven user groups to collect information about current programs offered, areas of program need, and potential synergies in a multigenerational community facility. The following is a list of the user groups that were interviewed.  Active Adult  Art Center  Communication & Technology (CTS)  Community Education  Historical Society  Fitness & Wellness  Youth Community Open House An early community open house was held with an emphasis on program visioning. The community was asked to review and comment on programs being explored for the proposed community facility. Over two-hundred comments were collected, contributing to an increased understanding of the project needs.    8 9 May 2016 City of Edina Market Analysis A comprehensive market analysis was conducted by the consultant team to provide an understanding of the population within a twenty minute drive time from the location of the proposed community facility. The analysis evaluated population demographics, national and local trends, comparable neighboring community facilities, and a comprehensive review of a past community survey. The complete Market Analysis can be found in a later section of this report. Information Review The Feasibility Study started with a strong framework of information gathered by the City over the past several years including a preliminary art center program for the proposed facility. The input received during the visioning and needs assessment phase identified additional building program components that contribute to the goal of creating a vibrant multigenerational community facility. Throughout the process, the consultant team worked closely with the Task Force, Park Board, and Arts & Culture Commission to review and synthesize information collected. These three groups provided insight and direction to the consultant team on a regular basis, culminating with a presentation to City Council.   hga commission number 3857-001-00 9 Community Center Feasibility Study 3. FACILITY PROGRAMMING Process A total of six program options were developed and accompanied by associated capital and operating costs. These options were presented to City Council in a work session in February 2016. City Council voted and directed the consultant team to pursue “Program Option B”. The 17 February 2016 City Council presentation containing a full list of the program options can be found in the Appendix of this report. Preferred Program The following building space program represents the direction received from City Council. The program is divided into groupings that are further described below. Art Center The Art Center programs reflect expanded program opportunities beyond the capabilities of the existing art center facility. The programs in this group include galleries, visual arts studios, ceramics, metal arts, and glass/jewelry spaces. Active Adult The Active Adult programs are based on the existing senior center facility. The programs in this group include commons area, multipurpose classrooms, seminar room, and game area. Community Gathering The Community Gathering program group is comprised of four subgroups: Commons, Flexible Meeting, Food Service, and Event Venue. The Commons subgroup includes the building lobby and reception desk. This area serves as the front door for the facility and is intended to provide a welcoming experience for all guests. The Flexible Meeting subgroup includes a multipurpose classroom and seminar room. These areas are intended to serve the diverse needs of the multiple programs in the facility. The Food Service subgroup includes a café restaurant, catering support, and culinary arts instruction. These programs are grouped together with the interest of identifying operational efficiencies in room layout and building services. The Event Venue subgroup is comprised of a versatile venue space and the associated support programs. This program can support banquets, lectures, theater, music performances, among many other uses. The capacity of the venue ranges from 250 people in a banquet setting to 400 people during a performance. The catering kitchen will likely need a convenient connection to serve the venue in a variety of functions. Wellness Wellness is comprised of three multipurpose studios to accommodate group fitness and wellness activities. Since trends in fitness evolve, these spaces should be designed to adapt and meet changing needs. We are proposing two medium and one large room to accommodate a variety of class sizes and needs. Appropriate storage needs to be adjacent to the rooms to hold equipment such as mats, balls, bikes, etc.    10 9 May 2016 City of Edina Administration The Administration includes staff and director offices needed to operate a community facility. This area would also include a conference room and work room to accommodate the operational needs of these individuals. Building Support Building Support is comprised of spaces that allow a community facility to function. The design team has assessed the storage, mechanical, restroom, and service needs for the facility and included the appropriate space allocation for each element. Program Summary Art Center 13,495 nsf Active Adult 6,890 nsf Community Gathering 13,220 nsf Commons (1400 nsf) Flexible Meeting (1500 nsf) Food Service (3200 nsf) Event Venue (7120 nsf) Wellness 5,450 nsf Administration 2,262 nsf Building Support 5,110 nsf Total Building Net Area 46,427 nsf Non-assignable 22,867 nsf Allowance based on 67% efficiency Total Building Gross Area 69,294 gsf   hga commission number 3857-001-00 11 Community Center Feasibility Study    12 9 May 2016 City of Edina   hga commission number 3857-001-00 13 Community Center Feasibility Study    14 9 May 2016 City of Edina   hga commission number 3857-001-00 15 Community Center Feasibility Study    16 9 May 2016 City of Edina   hga commission number 3857-001-00 17 Community Center Feasibility Study 4. SITE AND BUILDING PLANNING Process The building space program was illustrated in diagram form and tested, to scale, on the project site. Two feasible fit plan options emerged as programmatic organization alternatives. The design team compared strengths and weaknesses of each fit plan option with the Task Force, Arts & Culture Commission, and Park Board. The full 10 March 2016 Task Force presentation containing the initial two fit plan options can be found in the Appendix of this report. Preferred Fit Plan Positive elements of each of the fit plan options were combined into a preferred design alternative and developed in more detail, including plans and rendered massing studies. The preferred design alternative represents a facility that addresses the needs of the City and adheres to the Seven Guiding Principles of the Grandview District. A summary description of the preferred design alternative is listed below and refers to the fit plans and massing perspectives on the following pages.  The fit plans include the entire Grandview site to illustrate connections to the proposed residential building, district parking, and neighborhood transit study.  Parking is comprised of two levels below the community center and three levels below the proposed residential building.  The two-story community center is oriented with the main entry plaza facing east. Guests can also enter the main building lobby through an entrance that connects to the proposed transit station.  Outdoor green space is provided through both the Entry Plaza and Arts & Wellness Roof Terrace. 920’ 930’ 940’950’UPRESIDENTIAL PARKING(97 STALLS)904’PARKING FOOTPRINT ABOVEP30 25 50 100 150’Parking PlanGrandview Site Fit | Edina, MN 920’ 930’ 940’950’UP DNUPRESIDENTIAL PARKING(70 STALLS)BUS STOP916’COMMUNITY CENTER PARKING(197 STALLS)0 25 50 100 150’Parking PlanGrandview Site Fit | Edina, MNP2 920’ 930’ 940’950’PROPOSED TRANSIT CENTERSERVICEPARKINGRESIDENTIAL PARKING(68 STALLS)COMMUNITY CENTER PARKING(171 STALLS)DROP-OFFLOADINGDOCK928’DNDNUPPER PATHLOWER PATHBUS STOPGUS YOUNG LN0 25 50 100 150’Parking PlanGrandview Site Fit | Edina, MNP1 920’ 930’ 940’950’PROPOSEDRESIDENTIALOUTDOOR KILN YARD DN942’948’OPEN TO ABOVEBUS STOPPEDESTRIAN / VEHICLE BRIDGEPROPOSED TRANSIT CENTERUPPER PATHLOWER PATHGUS YOUNG LNBICYCLERACKSSERVICEPARKINGDROP-OFFDROP-OFFENTRY PLAZAART CENTER Gallery Studio Pottery / Ceramics Metal Arts Glass / Jewelry Gift Shop StorageACTIVE ADULT Commons Multipurpose Classroom Seminar Room Game Room StorageBUILDING SUPPORT Building Storage Mechanical / Electrical RestroomsADMINISTRATION OfficesWELLNESS Wellness StudiosCOMMUNITY GATHERING Lobby Reception Commons Flexible Meeting Multipurpose Classroom Seminar Room Food Service Cafe Restaurant Catering Support Culinary Arts Instruction Event Venue Venue Dressing Suites Collapsible Riser Storage Table & Chair Storage Event Support134672134534111236784567431154322212351476681333355ART CENTERNRCENCEN Gallery ryry Studio St Pottery / Ceramicscsttemicsr/ Cera/ Cera Metal Arts A Glass / JewelryJy Glawelrywelry Gift ShopGift Shop Storage StorageStorage 134 67ACTIVE ADUULTUULTT Commons Multipurpose Classsroomsrssomommm Seminar Room Game Room Storage21345NGGNGGNNNCOMMUNITY GATHTHHHERINHERINRINNNNTHNNGGNNNGGNHHH Lobby Reception Commons Flexible Meeting Multipurpose Classroom Seminar Room Food Servicervic Cafe Restaurantaurafe Re Catering SupportrtSu Caterin Culinary Arts Instructionctios Culinay A Event Venuet Venuve Venueen Dressing Suitesessing SuDressing Suites Collapsible Riser Storage Collapsible Riser Stoapsible RCollapsible Riser Table & Chair Storage Table & Chair Storage& Chair Sble & Chair Stora Event SupportESe 12367845WELLNESSEWLSN Wellness StudiosWlStudioss ADMINISTRATIONMDNISTRATIONTRASTRAT Officesfs 1BUILDING SUPPORTUBLDING SUDING Building Storage Building Storauilding S Mechanical / Electrical MechanicaMechan Restrooms RestroomRestr 34Level 1 PlanGrandview Site Fit | Edina, MN0 25 50 100 150’1 920’ 930’ 940’950’962’ART & WELLNESSROOF TERRACEOPEN TO BELOWPROPOSEDRESIDENTIALOUTDOOR KILN YARD PROPOSED TRANSIT CENTERUPPER PATHLOWER PATHBUS STOPGUS YOUNG LNENTRY PLAZAPEDESTRIAN / VEHICLE BRIDGE52222210911121313111552333ART CENTER Gallery Studio Pottery / Ceramics Metal Arts Glass / Jewelry Gift Shop StorageACTIVE ADULT Commons Multipurpose Classroom Seminar Room Game Room StorageBUILDING SUPPORT Building Storage Mechanical / Electrical RestroomsADMINISTRATION OfficesWELLNESS Wellness StudiosCOMMUNITY GATHERING Lobby Reception Commons Flexible Meeting Multipurpose Classroom Seminar Room Food Service Cafe Restaurant Catering Support Culinary Arts Instruction Event Venue Venue Dressing Suites Collapsible Riser Storage Table & Chair Storage Event Support2510911121323413ART CENTERNRCENCEN Gallery ryry Studio St Pottery / Ceramicscsttemicsr/ Cera/ Cera Metal Arts A Glass / JewelryJy Glawelrywelry Gift ShopGift Shop Storage StorageStorage2 5 ACTIVE ADUULTUULTT Commons Multipurpose Classsroomsrssomommm Seminar Room Game Room Storage COMMUNITY GATHNGGNGGNNNTHHHERINHERINRINTHNNNNNGGNNNGGNHHH Lobby Reception Commons Flexible Meeting Multipurpose Classroom Seminar Room Food Servicervic Cafe Restauranttauraafe R Catering SupportrtSu Caterin Culinary Arts Instructionctios Culinay A Event Venuet Venuve Venueen Dressing Suitesessing SuDressing Suites Collapsible Riser Storage Collapsible Riser Stoapsible RCollapsible Riser Table & Chair Storage Table & Chair Storage& Chair Sble & Chair Stora Event SupportESe 109111213 3 WELLNESSEWLSN Wellness StudiosWlStudioss 1ADMINISTRATIONMDNISTRATIONTRASTRAT Officesfs BUILDING SUPPORTUBLDING SUDING Building Storage Building Storauilding S Mechanical / Electrical MechanicaMechan Restrooms RestroomRestr 234Level 2 PlanGrandview Site Fit | Edina, MN0 25 50 100 150’2 EAST AERIAL EAST PERSPECTIVE SOUTHEAST AERIAL    26 9 May 2016 City of Edina 5. CAPITAL COST ESTIMATE   hga commission number 3857-001-00 27 Community Center Feasibility Study 6. MARKET ANALYSIS Market Profile The Market Profile provides an understanding of the population within a 20 minute drive time from the proposed location for the Grandview Community Center. This analysis is reflective of the total population and findings relative to levels of interest in cultural, fitness and wellness programming demonstrate similarities of demographic characteristics of participants including age segments, educational and income levels, race, and ethnicity. It is important to note that future projections are all based on historical patterns and unforeseen circumstances during or after the time of the projections could have a significant bearing on the validity of the final projections. Methodology Demographic data used for the analysis was obtained from U.S. Census Bureau and from Environmental Systems Research Institute, Inc. (ESRI), the largest research and development organization dedicated to Geographical Information Systems (GIS) and specializing in population projections and market trends. All data was acquired in December 2015 and reflects actual numbers as reported in the 2010 Censuses, and estimates for 2015 and 2020 as obtained by ESRI. Straight line linear regression was utilized for projected 2025 and 2030 demographics. The target area boundaries were utilized as the demographic analysis boundary shown in the image to the right.    28 9 May 2016 City of Edina Race and Ethnicity Definitions The minimum categories for data on race and ethnicity for Federal statistics, program administrative reporting, and civil rights compliance reporting are defined as below. The Census 2010 data on race are not directly comparable with data from the 2000 Census and earlier censuses; caution must be used when interpreting changes in the racial composition of the US population over time. The latest (Census 2010) definitions and nomenclature are used within this analysis.  American Indian – This includes a person having origins in any of the original peoples of North and South America (including Central America), and who maintains tribal affiliation or community attachment  Asian – This includes a person having origins in any of the original peoples of the Far East, Southeast Asia, or the Indian subcontinent including, for example, Cambodia, China, India, Japan, Korea, Malaysia, Pakistan, the Philippine Islands, Thailand, and Vietnam  Black – This includes a person having origins in any of the black racial groups of Africa  Native Hawaiian or Other Pacific Islander – This includes a person having origins in any of the original peoples of Hawaii, Guam, Samoa, or other Pacific Islands  White – This includes a person having origins in any of the original peoples of Europe, the Middle East, or North Africa  Hispanic or Latino – This is an ethnic distinction, a subset of a race as defined by the Federal Government; this includes a person of Mexican, Puerto Rican, Cuban, South or Central American, or other Spanish culture or origin, regardless of race   hga commission number 3857-001-00 29 Community Center Feasibility Study 19,63420,16420,82321,396 21,991 2010 CENSUS 2015 ESTIMATE 2020 PROJECTION 2025 PROJECTION  2030 PROJECTION POPULATION Demographic Analysis An analysis of the local demographic makeup is helpful when understanding the population of the service area of the Grandview Community Center. This analysis is reflective of the total population of the service areas and its key characteristics such as age segments, income levels, race, and ethnicity. It is important to note that future projections will be based on historical patterns and the potential for unforeseen circumstances during or after the time of the use and economic projections. The shifts in these issues will have a significant bearing on the validity of the final projections offered in this study. 10 Minute Drive Time Service Area Population The population of the 10 minute drive time service area for Grandview Community Center has increased slowly since the last official US Census from 19,634 residents in 2010 to 20,164 in 2015. This represents an increase in the total population by an annual rate of 0.5%. This rate is below the national growth averages of 1% annually. Projecting forward, the population is expected to rise slightly above the current rate (0.6%) for the next 15 years. Based on those assumptions, the 10 minute drive time service area is expected to have approximately 21,991 residents in 2030.    30 9 May 2016 City of Edina Age Segmentation By 2030, it is projected that the active adult population (55+) will make up 41.2% of the population in the 10 minute drive time service area of the Grandview Community Center. This age group echoes a national trend as a result of increased life expectancies. The movement of the baby boomer generation through the lifespan also contributes to an aging population. Despite the growing active adult population, the second highest percentage of population will be youth with approximately 2 out of 10 people being under the age of 18 in 2030. 27.0%25.9%24.3%23.2%22.0% 12.8%14.0%13.9%14.6%15.0% 30.8%27.7%26.2%23.8%21.7% 29.4%32.5%35.7%38.5%41.2% 2010 CENSUS 2015 ESTIMATE 2020 PROJECTION 2025 PROJECTION  2030 PROJECTION POPULATION BY AGE SEGMENT <18 18‐34 35‐54 55+   hga commission number 3857-001-00 31 Community Center Feasibility Study $60,482 $30,913 $28,155 $98,814 $59,836 $53,046 EDINA CITY MINNESOTA U.S.A. COMPARATIVE INCOME  CHARACTERISTICS Per Capita Income Median Household Income Household Income As observed in the table below, the 10 minute drive time service area of the Grandview Community Center has income levels well above that of the State of Minnesota and the country, as a whole.    32 9 May 2016 City of Edina 92.76%91.62%90.36%89.28%88.24% 0.52%0.58%0.65%0.71%0.76%1.85%2.12%2.40%2.65%2.89% 2010 CENSUS 2015 ESTIMATE 2020 PROJECTION 2025 PROJECTION  2030 PROJECTION POPULATION BY RACE White Alone Black Alone American Indian Asian Pacific Islander Some Other Race Race From a race standpoint, the service area does not have a diverse landscape. The diversity in the community is projected to stay relatively the same through the next 15 years.   hga commission number 3857-001-00 33 Community Center Feasibility Study 15 Minute Drive Time Service Area Population Population The population of a 15 minute drive time service area for the Grandview Community Center has increased slowly since the last official US Census from 153,635 residents in 2010 to 158.777 in 2015. This represents an increase in the total population by an annual rate of 0.7%. This rate is below the national growth averages of 1% annually. Projecting forward, the population is expected to rise slightly above the current rate (0.8%) for the next 15 years. Based on those assumptions, the 15 minute drive time service area is expected to have approximately 177.928 residents in 2030. 153,635158,777165,951171,770 177,928 2010 CENSUS 2015 ESTIMATE 2020 PROJECTION 2025 PROJECTION  2030 PROJECTION POPULATION    34 9 May 2016 City of Edina Age Segmentation By 2030, it is projected that the active adult population (55+) will make up 38.0% of the population in the 15 minute drive time service area of the Grandview Community Center. This age group echoes a national trend as a result of increased life expectancies. The movement of the baby boomer generation through the lifespan also contributes to an aging population. 20.9%20.7%20.0%19.7%19.3% 22.2%21.0%20.1%19.2%18.3% 27.9%26.5%26.1%25.1%24.4% 29.0%31.7%33.8%36.0%38.0% 2010 CENSUS 2015 ESTIMATE 2020 PROJECTION 2025 PROJECTION  2030 PROJECTION POPULATION BY AGE SEGMENT <18 18‐34 35‐54 55+   hga commission number 3857-001-00 35 Community Center Feasibility Study Household Income As observed in the table below, the 15 minute drive time service area of the Grandview Community Center has income levels well above that of the State of Minnesota and the country, as a whole. $48,279 $30,913 $28,155 $71,374 $59,836 $53,046 EDINA CITY MINNESOTA U.S.A. COMPARATIVE INCOME  CHARACTERISTICS Per Capita Income Median Household Income    36 9 May 2016 City of Edina Race From a race standpoint, the service area does not have a diverse landscape. The diversity in the community is projected to stay relatively the same through the next 15 years. 84.27%82.43%80.32%78.62%76.98% 1.83%1.95%2.15%2.28%2.42%2.55%2.84%3.16%3.42%3.68% 2010 CENSUS 2015 ESTIMATE 2020 PROJECTION 2025 PROJECTION  2030 PROJECTION POPULATION BY RACE White Alone Black Alone American Indian Asian Pacific Islander Some Other Race   hga commission number 3857-001-00 37 Community Center Feasibility Study 20 Minute Drive Time Service Area Population The population of a 20 minute drive time service area for the Grandview Community Center has increased slowly since the last official US Census from 522,957 residents in 2010 to 537,958 in 2015. This represents an increase in the total population by an annual rate of 0.6%. This rate is below the national growth averages of 1% annually. Projecting forward, the population is expected to rise at slightly above the current rate (0.7%) for the next 15 years. Based on those assumptions, the 20 minute drive time service area is expected to have approximately 597,219 residents in 2030. 522,957537,958560,736578,329 597,219 2010 CENSUS 2015 ESTIMATE 2020 PROJECTION 2025 PROJECTION  2030 PROJECTION POPULATION    38 9 May 2016 City of Edina Age Segmentation By 2030, it is projected that the active adult population (55+) will make up 33.9% of the population in the 20 minute drive time service area of the Grandview Community Center. This age group echoes a national trend as a result of increased life expectancies. The movement of the baby boomer generation through the lifespan also contributes to an aging population. 20.9%20.6%20.1%19.7%19.4% 26.4%25.0%23.8%22.7%21.6% 27.7%26.6%26.4%25.7%25.2% 25.1%27.8%29.7%31.9%33.9% 2010 CENSUS 2015 ESTIMATE 2020 PROJECTION 2025 PROJECTION  2030 PROJECTION POPULATION BY AGE SEGMENT <18 18‐34 35‐54 55+   hga commission number 3857-001-00 39 Community Center Feasibility Study Household Income As observed in the table below, the 20 minute drive time service area of the Grandview Community Center has income levels above that of the State of Minnesota and the country, as a whole. $40,064 $30,913 $28,155 $61,945 $59,836 $53,046 EDINA CITY MINNESOTA U.S.A. COMPARATIVE INCOME  CHARACTERISTICS Per Capita Income Median Household Income    40 9 May 2016 City of Edina Race From a race standpoint, the service area has a diverse landscape. The diversity in the community is projected to stay relatively the same through the next 15 years with the most significant change being the increase in the Hispanic population. Demographic Summary Each of the measured service areas around the Grandview Community Center are demographically similar and project to be similar in 15 years. The growth is slightly below that of national averages over the next fifteen years. It is anticipated that the makeup of the service areas population will change as it is expected to age over the next 15 years, however, will remain relatively affluent with income levels above both state and national medians. 76.62%74.67%72.38%70.53%68.73% 10.49%11.26%12.17%12.90%13.61% 3.68%3.83%4.12%4.29%4.48%3.27%3.59%3.92%4.21%4.48% 2010 CENSUS 2015 ESTIMATE 2020 PROJECTION 2025 PROJECTION  2030 PROJECTION POPULATION BY RACE White Alone Black Alone American Indian Asian Pacific Islander Some Other Race   hga commission number 3857-001-00 41 Community Center Feasibility Study Market Trends This section presents leisure, recreation, and arts participation trends for activities that are under consideration for the Grandview Community Center. Analyses of both national and local trends are presented. National Recreation Trends The following tables summarize the findings from the Sports & Fitness Industry Association’s (SFIA) Sports, Fitness and Leisure Activities Topline Participation Report, a leading source for sport and fitness research commonly used in assessing program feasibility. The study is based on interviews regarding activity participation carried out in 2014 from more than 19,000 individuals and households. Summary of National Participatory Trends Analysis 1. Number of “in-actives” decreased slightly, those ‘active to a healthy level’ on the rise a. “In-actives” down 0.4% in 2013, from 80.4 million to 80.2 million b. Approximately one-third of Americans (ages 6+) are active to a healthy level 2. Most popular sport and recreational activities a. Fitness Walking (117 million) b. Running/Jogging (54 million) c. Treadmill (48 million) 3. Most participated in team sports a. Basketball (23.7 million) b. Tennis (17.7 million) c. Baseball (13.3 million) 4. Activities most rapidly growing over last five years a. Adventure Racing – up 159% b. Non-traditional/Off-road Triathlon – up 156% c. Traditional/Road Triathlon – up 140% d. Squash – up 115% e. Rugby – up 81% 5. Activities most rapidly declining over last five years a. Wrestling – down 45% b. In-line Roller Skating – down 40% c. Touch Football – down 32% d. Horseback Riding – down 29% e. Slow-pitch Softball – down 29%    42 9 May 2016 City of Edina The information released by SFIA reveals that the most popular sport and recreational activities include: fitness walking, treadmill, running/jogging, free weights and bicycling. Most of these activities appeal to both young and old alike, can be done in most environments, are enjoyed regardless of level of skill, and have minimal economic barriers to entry. These popular activities also have appeal because of their social benefits. For example, although fitness activities are mainly self-directed, people enjoy walking and biking with other individuals because it can offer a degree of camaraderie. Fitness walking has remained the most popular activity of the past decade by a large margin. Walking participation during the latest year data was available (2013), reported over 117 million Americans had walked for fitness at least once. From a traditional team sport standpoint, basketball ranks highest among all sports, with nearly 24 million people reportedly participating in 2013. Team sports that have experienced significant growth in participation are rugby, lacrosse, field hockey, ice hockey, gymnastics, beach volleyball, and ultimate Frisbee– all of which have experienced double digit growth over the last five years. Most recently, rugby, field hockey, and lacrosse underwent the most rapid growth among team sports from 2012 to 2013. In the past year, there has been a slight 0.4% decrease of “in-actives” in America, from 80.4 million in 2012 to 80.2 million in 2013. According to the Physical Activity Council, an “inactive” is defined as an individual that doesn’t take part in any “active” sport. Even more encouraging is that an estimated 33.9% of Americans above the age of 6 are active to a healthy level, taking part in a high calorie burning activity three or more times per week.   hga commission number 3857-001-00 43 Community Center Feasibility Study 2008 2009 2010 2011 2012 2013 12‐13 11‐13 10‐13 09‐13 08‐13 Basketball 26,108 25,131 25,156 24,790 23,708 23,669 ‐0.2%‐4.5%‐5.9%‐5.8%‐9.3% Gymnastics 3,975 3,952 4,418 4,824 5,115 4,972 ‐2.8% 3.1% 12.5% 25.8% 25.1% Ice Hockey 1,871 2,018 2,140 2,131 2,363 2,393 1.3% 12.3% 11.8% 18.6% 27.9% Racquetball 4,611 4,784 4,603 4,357 4,070 3,824 ‐6.0%‐12.2%‐16.9%‐20.1%‐17.1% Soccer (Indoor) 4,487 4,825 4,920 4,631 4,617 4,803 4.0% 3.7%‐2.4%‐0.5% 7.0% Squash 659 796 1,031 1,112 1,290 1,414 9.6% 27.2% 37.1% 77.6% 114.6% Tennis 17,749 18,546 18,719 17,772 17,020 17,678 3.9%‐0.5%‐5.6%‐4.7%‐0.4% Volleyball (Court) 7,588 7,737 7,315 6,662 6,384 6,433 0.8%‐3.4%‐12.1%‐16.9%‐15.2% Legend:Large Increase  (greater than 25%) Moderate Increase (0% to 25%) Moderate Decrease  (0% to ‐25%) Large Decrease  (less than ‐25%) National Participatory Trends ‐ General Sports NOTE: Participation figures are in 000's for the US population ages 6 and over Participation Levels % ChangeActivity National Trends in General Sports The following table depicts national participatory trends for general sports that could potentially take place in an indoor recreation center. Squash has seen substantial increases in participation in recent years, as the sport has witnessed a 9.6% increase from 2012-2013 and nearly 115% growth over the last five years. In the same five year span, participation figures for ice hockey (increased by 27.9%) and indoor soccer (increased by 7%) have underwent notable growth. Traditionally popular indoor sports, such as basketball (23.7 million participants) and court volleyball (6.4 million participants), have experienced moderate decreases in recent years, although court volleyball experienced minimal growth in the last year. Overall participation in tennis peaked in 2010, and has been following a declining trend in recent years, but in the last year participation increased, causing the 2013 figures to mirror those of 2008. It should be noted that participation in tennis includes both indoor and outdoor, and there are not statistics available to differentiate between the two types.    44 9 May 2016 City of Edina 2008 2009 2010 2011 2012 2013 12‐13 11‐13 10‐13 09‐13 08‐13  Aquatic Exercise 9,512 8,965 8,947 9,042 9,177 8,483 ‐7.6%‐6.2%‐5.2%‐5.4%‐10.8% Swimming (Competition) N/A N/A N/A 2,363 2,502 2,638 5.4% 11.6% N/A N/A N/A Swimming (Fitness) N/A N/A N/A 21,517 23,216 26,354 13.5% 22.5% N/A N/A N/A Legend:Large Increase  (greater than 25%) Moderate Increase (0% to 25%) Moderate Decrease  (0% to ‐25%) Large Decrease  (less than ‐25%) National Participatory Trends ‐ Aquatics Activity Participation Levels % Change NOTE: Participation figures are in 000's for the US population ages 6 and over National Trends in Aquatics Swimming is unquestionably a lifetime sport. Swimming activities have remained very popular among Americans, and both competition and fitness swimming have witnessed an increase in participation recently. Fitness swimming is the absolute leader in multigenerational appeal with over 26 million reported participants in 2013, a 13.5% increase from the previous year. NOTE: In 2011, recreational swimming was broken into competition and fitness categories in order to better identify key trends. Aquatic Exercise has a strong participation base, but has recently experienced a downward trend. Aquatic exercise has paved the way for a less stressful form of physical activity, allowing similar gains and benefits to land based exercise, including aerobic fitness, resistance training, flexibility, and better balance. Doctors have begun recommending aquatic exercise for injury rehabilitation, mature patients, and patients with bone or joint problems due to the significant reduction of stress placed on weight-bearing joints, bones, muscles, and also the affect that the pressure of the water assists in reducing swelling of injuries.   hga commission number 3857-001-00 45 Community Center Feasibility Study 2008 2009 2010 2011 2012 2013 12‐13 11‐13 10‐13 09‐13 08‐13 Aerobics (High Impact) 11,780 12,771 14,567 15,755 16,178 17,323 7.1% 10.0% 18.9% 35.6% 47.1% Aerobics (Low Impact) 23,283 24,927 26,431 25,950 25,707 25,033 ‐2.6%‐3.5%‐5.3% 0.4% 7.5% Aerobics (Step) 9,423 10,551 11,034 10,273 9,577 8,961 ‐6.4%‐12.8%‐18.8%‐15.1%‐4.9% Boxing for Fitness N/A N/A 4,788 4,631 4,831 5,251 8.7% 13.4% 9.7% N/A N/A Calisthenics 8,888 9,127 9,097 8,787 9,356 9,356 0.0% 6.5% 2.8% 2.5% 5.3% Cross‐Training N/A N/A N/A 7,706 7,496 6,911 ‐7.8%‐10.3% N/A N/A N/A Cardio Kickboxing 4,905 5,500 6,287 6,488 6,725 6,311 ‐6.2%‐2.7% 0.4% 14.7% 28.7% Elliptical Motion Trainer 24,435 25,903 27,319 29,734 28,560 27,119 ‐5.0%‐8.8%‐0.7% 4.7% 11.0% Fitness Walking 110,204 110,882 112,082 112,715 114,029 117,351 2.9% 4.1% 4.7% 5.8% 6.5% Free Weights (Barbells) 25,821 26,595 27,194 27,056 26,688 25,641 ‐3.9%‐5.2%‐5.7%‐3.6%‐0.7% Free Weights (Dumbells) N/A N/A N/A N/A N/A 32,309 N/A N/A N/A N/A N/A Free Weights (Hand Weights) N/A N/A N/A N/A N/A 43,164 N/A N/A N/A N/A N/A Martial Arts 6,818 6,643 6,002 5,037 5,075 5,314 4.7% 5.5%‐11.5%‐20.0%‐22.1% Pilates Training 9,039 8,770 8,404 8,507 8,519 8,069 ‐5.3%‐5.1%‐4.0%‐8.0%‐10.7% Running/Jogging 41,097 42,511 46,650 50,061 51,450 54,188 5.3% 8.2% 16.2% 27.5% 31.9% Stair Climbing Machine 13,863 13,653 13,269 13,409 12,979 12,642 ‐2.6%‐5.7%‐4.7%‐7.4%‐8.8% Stationary Cycling (Group) 6,504 6,762 7,854 8,738 8,477 8,309 ‐2.0%‐4.9% 5.8% 22.9% 27.8% Stationary Cycling (Recumbent) 11,104 11,299 11,459 11,933 11,649 11,159 ‐4.2%‐6.5%‐2.6%‐1.2% 0.5% Stationary Cycling (Upright) 24,918 24,916 24,578 24,409 24,338 24,088 ‐1.0%‐1.3%‐2.0%‐3.3%‐3.3% Stretching 36,235 36,299 35,720 34,687 35,873 36,202 0.9% 4.4% 1.3%‐0.3%‐0.1% Tai Chi 3,424 3,315 3,193 2,975 3,203 3,469 8.3% 16.6% 8.6% 4.6% 1.3% Treadmill 49,722 50,395 52,275 53,260 50,839 48,166 ‐5.3%‐9.6%‐7.9%‐4.4%‐3.1% Weight/Resistant Machines 38,844 39,075 39,185 39,548 38,999 36,267 ‐7.0%‐8.3%‐7.4%‐7.2%‐6.6% Yoga 17,758 18,934 20,998 22,107 23,253 24,310 4.5% 10.0% 15.8% 28.4% 36.9% National Participatory Trends ‐ General Fitness Activity Participation Levels % Change NOTE: Participation figures are in 000's for the US population ages 6 and over Legend:Large Increase  (greater than 25%) Moderate Increase (0% to 25%) Moderate Decrease  (0% to ‐25%) Large Decrease  (less than ‐25%) 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, which provides a variety of activities that are relatively inexpensive to participate in 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, which was a 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%). Most recently, from 2012-2013, the largest gains in participation were in boxing for fitness (8.7% increase), Tai Chi (up 8.3%), and high impact aerobics (up 7.1%).    46 9 May 2016 City of Edina Aspirational Trends Analysis Ages 6-12 Ages 13-17 Ages 18-24 Ages 25-34 Swimming for Fitness Swimming for Fitness Swimming for Fitness Swimming for Fitness Bicycling Camping Bicycling Bicycling Camping Bicycling Hiking Camping Hiking Working Out with Weights Trail Running Hiking Running/Jogging Working Out using Machines Running/Jogging Working Out with Weights Ages 35-44 Ages 45-54 Ages 55-64 Ages 65+ Hiking Swimming for Fitness Swimming for Fitness Swimming for Fitness Working Out with Weights Working Out Using Machines Bicycling Working Out using Machines Swimming for Fitness Bicycling Working Out with Weights Hiking Camping Hiking Hiking Fitness Classes Bicycling Camping Working Out using Machines Working Out with Weights Aspirational Interest Though it is important to understand the trends of participants in all activities, it is equally important to understand the interest of nonparticipants. The following table presents the top activities for nonparticipants in various age segments. Among these aspirational interests, bicycling, running/jogging, working out with weights, and working out using machines may have facility implications for the Grandview Community Center.   hga commission number 3857-001-00 47 Community Center Feasibility Study National Arts Programming Trends Data on participation in arts and cultural activities comes from a study entitled A Decade of Arts Engagement: Findings from the Survey of Public Participation in the Arts, 2002-2012. Nationally, individuals living in communities with mid- to lower-incomes participate in the arts at a rate of 48% as compared to higher income communities with individual participation in the arts ranking at 67%. Edina is most reflective of the latter high-income community. According to the study, many of the Edina Arts Center’s current programs rate highly in terms of participation nationally. National Arts Participation Levels (Adults, 2012) U.S. Minnesota Pottery, Ceramics, or Jewelry 4.5% 4.5% Leatherwork, Metalwork, or Woodwork 8.2% 10.4% Weaving, Crocheting, Quilting, Needlepoint, Knitting, or Sewing 13.2% 18.5% The tables below describe motivations and barriers to participation in the arts. Principal Motivations for Participation in Arts U.S. To socialize with friends and family 73% To learn new things 64% To experience high quality arts 63% To support the community 51% Principal Barriers to Participation in Arts U.S. Time 47% Cost 38% Access 37% No one to go with 22%    48 9 May 2016 City of Edina Local Trends And Market Potential A Market Potential Index (MPI) measures the probable demand for a product or service in the target area. The MPI communicates the likelihood that a resident of the service area will exhibit certain consumer behavior when compared to the national average. The national average is 100, therefore above 100 would represent a higher than average participation rate. The following chart illustrates the index of the greatest sport and leisure market potential within the 10, 15 and 20 minute drive times and the correlating programmatic and facility needs. The following chart show sport and leisure market potential data from ESRI. While no similar measures exist for local market potential for arts programming, the national and state information presented in the previous section, especially when taken in context of the community demographics of Edina, suggests that the market area is not only more inclined to be making life choices that support healthy living and wellness, but also has the potential for relatively high levels of participation in arts and cultural activities. Activity (Participation in last 12 months) MPI (10 min) MPI (15 min) MPI (20 min)Program Need Facility Need Aerobics 142 127 118 Fitness and Exercise Indoor Group Exercise Space Basketball 96 105 110 Youth and Adult Sports Indoor Gymnasium Pilates 168 135 122 Fitness and Exercise Indoor Group Exercise Space Swimming 138 120 111 Aquatics Aquatic Center Volleyball 92 105 110 Youth and Adult Sports Indoor Gymnasium Walking for Exercise 129 118 110 Fitness and Exercise Indoor Track Weight Lifting 147 131 123 Fitness and Exercise Fitness Center Yoga 180 153 141 Fitness and Exercise Indoor Group Exercise Space   hga commission number 3857-001-00 49 Community Center Feasibility Study Community Survey Findings In the summer of 2014, ETC/Leisure Vision conducted a Comprehensive Community Needs Assessment Survey to help establish priorities for recreational programs and facilities within the City of Edina. The survey was designed to obtain statistically valid results from households throughout the city. The goal was to obtain a total of at least 600 completed surveys. ETC/Leisure Vision met that goal with a total of 1,222 surveys completed. The results of the random sample have a 95% level of confidence with a precision rate of at least +/-2.7%. Key findings relevant to the potential development of the Grandview Community Center are presented in this section. Community Need for Recreation Facilities    50 9 May 2016 City of Edina Unmet Need for Recreation Facilities   hga commission number 3857-001-00 51 Community Center Feasibility Study Importance of Recreation Facilities    52 9 May 2016 City of Edina Spaces Residents Would Use   hga commission number 3857-001-00 53 Community Center Feasibility Study Spaces Residents Would Use Most Often Summary Of the facilities being considered for the Grandview Community Center:  Indoor fitness and exercise facilities rank highly in terms of overall community need, unmet need, importance, and spaces that residents would use.  A senior center ranked moderately in terms of overall need and unmet need, and moderately high in terms of importance. This is to be expected for a facility that is targeted to a specific age segment and given the fact that the City of Edina has an existing senior center facility.  Indoor basketball and volleyball courts (i.e., gymnasia) ranked moderately low on overall need and importance.    54 9 May 2016 City of Edina Competitors and Similar Providers Community Facilities in Edina There is an abundance of public and private facilities in and near Edina that fit into the broad category of civic, cultural, and social facilities and that serve some or all of the roles that may have been envisioned for the community facility space in the Grandview District. 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. This section describes facilities in Edina while the next section addresses major facilities in the other cities. Edina Community Center Edina and its neighbors each have a facility called a “community center” with varying types and amounts of spaces for civic, cultural and social events. The continuing education function of each school district often makes heavy use of that building for classes aimed at adults or children, especially preschoolers. Sometimes fitness facilities are included, either because the community center was a former school with those facilities, as in the case with Edina, or because it is a new building with that purpose in mind. The Edina Community Center, owned by Edina Public Schools and located in the former Edina East High School building at 5701 Normandale Boulevard, is a large building with many functions and activities. Its two major tenants are Edina Community Education and the French Immersion Option of Normandale Elementary School. In addition to the elementary school, the building includes:  Five classrooms for adult education  Three professional development rooms with computers and audio-visual equipment  Two school gymnasiums  One City-owned gymnasium  Normandale Auditorium  A demonstration kitchen (for use by Community Education only)  A computer training room  A library  Five dance studios (one for tap dance)  A woodworking shop  Office spaces rented to 11 non-profit and other private organizations (on the third floor)  Offices that support Edina Public Schools and Edina Community Education. The dance studios are mostly booked by Community Education and are not used much by other organizations. The professional development rooms receive much private use. Reservations are made no more than four months ahead for any of these facilities. The third floor is nearly fully occupied, with space for maybe one more private office rental. This building was originally constructed in 1948 and expanded or renovated several times. There is discussion underway about the future of the building and the degree to which it meets the needs of Edina Community Education.   hga commission number 3857-001-00 55 Community Center Feasibility Study Other Edina School District Facilities The Edina School District, like those in neighboring cities, has several auditoriums, gymnasiums, meeting rooms and similar facilities available for occasional public use as they each are devoted principally and predominately to use by the schools. Use by other City organizations or, especially, other groups, receives a lower priority. These facilities are described under the following sections on auditoriums, swimming pools, and meeting and class rooms. Gymnasiums There are gymnasiums in the high and middle schools and the Community Center that may be rented by outside groups, but, like the stages, open times available to the general public are few after the school groups and City sports associations book their needs. Each of these facilities is heavily booked from November through May, less so the balance of the year. During the school day until 6:00 (and some days until 10:00pm), the gyms are devoted to the schools. In the evening, next priority goes to the City sports associations, which are under the auspices of the Parks Department. The limited remaining time may be used by other recreational groups, which are sometimes commercial or non-profit organizations. Weekends have the greatest number of openings. Rental rates vary by type of organization. There are two gyms owned by the City (as opposed to the School District), one in the Community Center and the other in South View Middle School. These are also near their full capacity of use by City sports associations. It is hoped that the multi-purpose sports dome to be built near Braemar Aquatic Arena beginning in 2014 will relieve some of this pressure by providing indoor practice space for certain sports such as lacrosse and soccer.    56 9 May 2016 City of Edina Rental Facilities While Edina has two rental facilities that can accommodate more than 300 individuals, they are both privately operated. The largest public-sector rental facility is the Braemar Golf Course with 250 person capacity. This data suggest that a large public event venue at a Community Center would not duplicate an existing facility within Edina. See the table below for capacity and fee information for the inventory available in the city. Venue Capacity Resident/Member Fees Non‐Resident/Non‐ Member Fees Batting Cages of MN 180 $100/hour N/A Braemar Golf Course 250 $350‐$500/Weekday  $350‐$1200/Weekend N/A Centennial Lakes Park/Highes Pavillion 120 $150‐$1150 N/A Edina City Hall 22 Free N/A Edina Community Center Free N/A Edina Community Library 1‐222 Free N/A Edina Senior Center 80 Free N/A Mozza Mia 70‐100 Free N/A "The Mezz" at Byerly's Free N/A Pinstripes 20‐600 Varies N/A Pittsburgh Blue (Galleria) 7‐54 $1500‐4000 plus meal N/A Residence Inn Minneapolis 45 Varies N/A The Reserve 10 $45/hour $90/hour Southdale Library 3‐195 Free N/A The Terrace Room at Arneson Acres Park 75   $250/half day $350/Full  Day  $300/half day  $400/Full Day Think Mutual Bank 30 Free N/A Westin Edina Galleria 300‐400 Varies N/A Rental Facilities    hga commission number 3857-001-00 57 Community Center Feasibility Study Community Facilities in Neighboring Cities Neighboring cities were surveyed to identify their major community facilities that Edina residents or organizations might possibly use. The list of facility types studied was very similar to that used for Edina although the level of detail was less. The cities studied were:  Edina  St. Louis Park  Hopkins  Minnetonka  Eden Prairie  Bloomington  Richfield  Minneapolis (Southwest) The facility types studied were:  Community centers  School district facilities  Gymnasiums, swimming pools and major fitness centers Community Centers Each neighboring suburban city has a facility known as a community, activity or recreation center. These exist in a wide variety of functions, buildings, locations and ownership arrangements. In most instances, the community centers of neighboring cities emphasize fitness, while in Edina the community center is a combination of learning and recreation. In contrast, the St. Louis Park Community Center is more strongly oriented toward learning and wellness; recreation, fitness and meetings are conducted in the St. Louis Park Recreation Center and in the schools. Eden Prairie and Minnetonka have relatively new buildings that were designed as public fitness centers with membership fees, quite a bit like private fitness clubs; the building in Eden Prairie also includes meeting rooms. In St. Louis Park, Richfield, Bloomington and Hopkins, the fitness and meeting facilities are spread through the city in school buildings and/or facilities built jointly by the City and the School District adjacent to school buildings. The community education division of the school districts usually programs their activities into these school facilities but they are also available for rent to the public when not booked by an organization that has higher priority (school activities then City-sponsored sports associations). The Edina model is closer to the latter with the exception that Edina also has a swimming pool in Edinborough Park. In Eden Prairie, Minnetonka and Richfield, the building is owned by the City while in St. Louis Park the School District is the owner. In Hopkins and Bloomington, the City and the School District jointly own their community centers, as their buildings are immediately adjacent to their high schools. Bloomington has two “activity centers” designed for fitness and recreation that are on high school campuses but programmed by a joint Bloomington and Richfield Community Services, which is housed in Bloomington Public School District.    58 9 May 2016 City of Edina In those community centers that are owned in whole or in part by the School District, the community education wing of the school district schedules many classes and activities into the building but also uses other school buildings. In all instances, the facility may be used by residents of other cities although rental or membership rates are higher for non-residents and priority for group rental may be lower. The Eden Prairie Community Center appears to be the most elaborate of the fitness centers while the Lindbergh Center in Hopkins and the Williston Fitness Center in Minnetonka are also quite well appointed and new. It should be noted that a number of neighboring cities are currently in the process of evaluating the feasibility of new community centers or have plans to expand existing centers. The communities of St. Louis Park and Bloomington have both recently completed feasibility studies. Also the Shakopee Community Center expansion was approved in 2015, as well as plans to replace Golden Valley’s Brookview Community Center. A summary comparison of existing facilities in neighboring cities is presented below. Comparison of Community Centers Name Facility Orientation Owner Location Design Edina Edina Community Center Learning and recreation School District School campus Former school St. Louis Park St. Louis Park Community Center Learning and wellness School District School campus Former school Hopkins Lindbergh Center Recreation and fitness Joint School and City School campus Custom Minnetonka Williston Fitness Center Recreation and fitness City City campus Custom Eden Prairie Eden Prairie Community Center Recreation, fitness, classes, meetings City School campus Custom Richfield Richfield Community Center Meetings City Park Custom Bloomington Activity Centers Recreation and fitness Joint School and City School campuses Custom School District Facilities In every neighboring community, the classrooms, computer training rooms, gymnasiums, auditoriums, swimming pools, tennis courts, field houses and cafeterias of the public schools are available for rent by the public after school hours and when not reserved by the schools or the City (for its sports organizations). Residents of other cities or for-profit organizations may rent the facilities but they may pay higher rates. Normandale Community College, located at 9700 France Avenue in Bloomington, has classrooms, conference rooms, a banquet room (up to 250 capacity), a theatre and an auditorium available for rent to the public.   hga commission number 3857-001-00 59 Community Center Feasibility Study Gymnasiums and Major Fitness Centers As noted above, major fitness and recreation facilities are available in each of the neighboring cities either through the school district, the municipality or private businesses. Those owned by the City may be in buildings independent from a school campus or integrated into a high school or a community center building that is owned by the school district (as in Edina). Once again, facilities in the schools are meant primarily for school use and are not available during the school day or immediately after school. Evening use is sometimes dominated by City- sponsored sports organizations but some time is available for other groups. The Eden Prairie and Minnetonka fitness center include meeting rooms for rent. A summary comparison of these facilities is presented below. Comparison of Fitness Centers and Clubs Name Owner Location Edina  School gymnasiums and pools  LA Fitness  Southdale YMCA  School District  City  Business  Community Center  Schools  Park  Independent St. Louis Park  School gymnasiums and pools  LA Fitness; Lifetime Fitness  Jewish Community Center  School District  City  Business  Schools  Park  Independent Hopkins  Lindbergh Center  School gymnasiums and pools  LA Fitness  School District  Business Schools Minnetonka  Williston Fitness Center  School gymnasiums and pools  City  School District  City campus  Schools Eden Prairie  Eden Prairie Community Center  School gymnasiums and pools  Lifetime Fitness  City  School District  Business  School campuses Richfield  School gymnasiums and pools  LA Fitness  School District  Business  Schools Bloomington  Activity Centers  Lifetime Fitness  School District  Business  High schools (2)    60 9 May 2016 City of Edina Private Fitness Facilities in Edina Private fitness and exercise facilities in Edina were inventoried and evaluated to establish an understanding of the extent of services currently available in the marketplace for Edina residents. The table below provides an overview of the 11 facilities identified, their hours, and membership options. The table on the following page summarizes available amenities among these providers. A significant number of these facilities serve niche segments of the population. Many are focused on specific activities (e.g., boxing, yoga), while several others target specific age groups (e.g., Welcyon – Fitness After 50), or appeal to users beyond the introductory level. Thus, despite the number and diversity of private fitness and exercise providers in the community, there still appears to be an unmet need for broad-based facilities that offer wide age-segment appeal and cater to all experience levels. HOURS OF  OPERATION Number of  Hours Open  per Week Adult  Individual  (unlimited  access) Dual           (unlimited  access) Family         (unlimited  access)  Per Session 8 visits per  month 8 visits per  month (Dual) Anytime Fitness 168 $39 per  month $60 per  month NA NA NA NA Core Power Yoga 95 $155 per  month NA NA $23 NA NA Crossfit 62 $130 per  month NA NA $15 NA NA LA Fitness 136 $30 per  month NA NA NA NA NA Orange Theory 93.5 $159 per  month $320 per  month NA $22 $110 per  month $210 per  month Power Source Personal Training By  Appointment NA NA NA $70 NA NA Snap Fitness 168 $85 per  month $50 per  month $60 per  month NA NA NA Southdale YMCA 115 $66 per  month $99 per  month $122 per  month NA NA NA Steele Fitness 140 $79 per  month NA NA NA NA NA Title Boxing 80 $79 per  month $150 per  month NA NA NA NA Welcyon 75 $69 per  month NA NA NA NA NA MEMBERSHIP TYPE AND PRICING FACILITY   hga commission number 3857-001-00 61 Community Center Feasibility Study AMENITIESAnytime FitnessCore Power YogaCrossfit LA FitnessOrange TheoryPower Source Personal TrainingSnap FitnessSouthdale YMCASteele FitnessTitle BoxingWelcyonSelf Directed Fitness   Group Exercise ProgramsGroup Exercise Programs incl. in membership Fitness studios for group exercise classes Cardio equipment  Resistance training machines  Free weights  Boxing StudioRacquetball courtsIndoor lap poolWarm water leisure poolWhirlpoolZero-depth entry poolVortex PoolBasketball courtKids gymFamily locker roomYouth locker rooms Adult locker rooms  Sauna (in locker rooms) Steam rooms (in locker rooms)Personal trainingFitness AssessmentsTanning BedsDrop-in Child CareClimbing wall    62 9 May 2016 City of Edina Arts Facilities in the Region Over the past three decades, art centers have proliferated in first, second, and third ring suburban cities surrounding major metropolitan areas across the country. As part of a broader effort to more clearly establish unique identities and more directly provide cultural amenities, cities like Edina have built arts facilities and launched arts initiatives intended to make them increasingly competitive and attractive to businesses and residents of all ages. Several Twin Cities suburban cities have a dedicated “Arts Center” in addition to local community centers. These Art Centers provide locally-focused arts and culture programming to residents of all ages. The EAC directly compares with the wide-range of small and large Metro arts facilities listed in the chart below. The majority of these centers are 501c3 arts organizations benefitting from philanthropic contributions from their local community as well as State, Regional and Local government support. TWIN CITIES METRO AREA ARTS FACILITIES City Facility Name Disciplines Edina Edina Arts Center  Pottery, jewelry, visual arts Apple Valley Ecumen Seasons at Apple Valley  Multidisciplinary Bloomington Artistry Minnesota Masonic Home  Visual arts  Visual arts Brooklyn Center Ecumen Prairie Lodge  Dance Eagan Caponi Art Park and Learning Center Eagan Parks and Recreation, Eagan Art House  Multidisciplinary  Multidisciplinary Eden Prairie Eden Prairie Center for the Arts  Visual Arts, multidisciplinary Hopkins Hopkins Center for the Arts  Music, visual arts Lakeville Lakeville Area Arts Center  Visual Arts, multidisciplinary Maple Grove Maple Grove Arts Center  Visual Arts, multidisciplinary Maplewood Ecumen Lakeview Commons Ecumen Seasons at Maplewood  Crafts, fiber  Music Minneapolis American Swedish Institute ArtiCulture Artspace Chicago Avenue Fire Arts Center Community Celebration of Place East Side Neighborhood Services Fired Up Studios Foci Minnesota Center for Glass Arts Free Arts Minnesota Highpoint Center for Printmaking Intermedia Arts Juxtaposition Arts Kulture Klub Collaborative Leonardo's Basement Minneapolis Park and Recreation Minnesota Center for Book Arts Northeast Minneapolis Arts Association Northern Clay Center NorthPoint Health and Wellness Center Pathways Phyllis Wheatley Community Center Simply Jane & Art Able St. Louis Park Friends of the Arts  Multidisciplinary  Visual arts  Multidisciplinary  Metal, glass, jewelry  Multidisciplinary  Dance  Pottery  Glass  Multidisciplinary  Visual arts, graphics  Multidisciplinary  Visual arts  Multidisciplinary  Design arts  Music  Visual arts, graphics  Visual arts  Crafts, clay  Photography  Visual arts, painting  Multidisciplinary  Drawing, Painting  Drawing, painting   hga commission number 3857-001-00 63 Community Center Feasibility Study Textile Center The Atelier The Film Society of Minneapolis/Saint Paul The Loft Literary Center The Minneapolis Institute of Arts Urban Arts Academy Urban Strategies, Inc. VSA Minnesota Weavers Guild of Minnesota  Crafts, fiber  Drawing, painting  Media Arts, film  Literature  Visual arts  Multidisciplinary  Crafts, metal  Multidisciplinary  Crafts, fiber St. Paul Amherst H. Wilder Foundation ArtStart East Side Arts Council IFP Minnesota Minnesota Association for Children's Mental Health Mizna Neighborhood House Paquet Studios People Incorporated Saint Paul Neighborhood Network Twin Cities Housing Development Corporation  Multidisciplinary  Visual arts  Multidisciplinary  Media Arts  Multidisciplinary  Multidisciplinary  Multidisciplinary  Painting  Multidisciplinary  Media Arts, film  Folk/Traditional crafts/visual arts St. Anthony Silverwood Park-Three Rivers Park District  Multidisciplinary St. Louis Park Arts-Stop  Drawing, painting Wayzata Minnetonka Center for the Arts  Visual arts White Bear Lake Phoenix Alternatives, Inc. White Bear Center for the Arts  Visual arts  Visual arts Woodbury Merrill Community Arts Center  Multidisciplinary    64 9 May 2016 City of Edina Map of Metro Arts Facilities Mapping the Twin Cities Metro Area Arts Facilities offering one or more arts programs like the EAC shows an outlay of organizations with highest concentration in the Minneapolis Metro and St. Paul Metro areas and some scattering of offerings into the major suburbs. The major competitive zone is in Minneapolis with many facilities offering overlapping programming in a very small area.   hga commission number 3857-001-00 65 Community Center Feasibility Study Arts Facility Benchmark Analysis This section provides an overview of the Edina Art Center, including its features, mission, programming mix, and financials. Nine similar facilities from the region and across the nation are also analyzed using the same points of comparison. Edina Art Center Size: Approx.10,000 sq. ft. Location: Edina, MN Organizational Structure: City-owned & operated Mission: The Edina Art Center mission is to provide facilities, programs and services that meet and reflect the needs of our residents and neighbors for participation, education, and enjoyment in the arts with emphasis on fine arts. Programming Mix: Classes for adults and children, year round. Summer day-camps for children. Classes in a variety of fine arts disciplines: drawing, painting, ceramics/pottery, jewelry. Also offer media classes and facilities. Community Demographics  Population: 48,000  Median Age: 45.2  Predominant racial group: 88% white  Median Household Income: $79,500; Per Capita Income: $56,800  Education: 97.4% of people over 25 have at least a HS degree or higher; 62.9% have a Bachelor’s degree or higher  30% of households have children under 18 Budget (2013, 2014, 2015) was a range each year between $607,650 and $661,111 Budget (2015) $661,111  Earned Income $355,090  Membership $21,467  Pottery Fees (includes Firing Fees) $82,605  Gallery & Retail Sales $46,175  Concession Sales $113 Expenses (2015) $661,1111  Administrative and general costs $450,212  Operations and Maintenance Costs $184,649 Number of Paid Employees: 14 (not including interns). 2 FTE, 12 PTE    66 9 May 2016 City of Edina General Findings about the Edina Arts Center Over the past three decades, art centers have proliferated in first, second and third ring suburban cities surrounding major metropolitan areas across the country. As part of a broader effort to more clearly establish unique identities and more directly provide cultural amenities, cities like Edina have built arts facilities and launched arts initiatives intended to make them increasingly competitive and attractive to businesses and residents of all ages. Several Twin Cities suburban cities have a dedicated “Arts Center” in addition to local community centers. These Art Centers provide locally-focused arts and culture programming to residents of all ages. The Edina Arts Center (EAC) opened its doors in the fall of 1977 in a former residence that was transformed into studios and workshop areas. Its facility is located just south of the Crosstown Highway near the south western edge of Edina. EAC operates as a semi-autonomous department of the Edina Parks and Recreation Department with maintenance provided by the City and ongoing operating support provided through the Enterprise Fund. Edina Parks & Recreation provides both oversight and an important connection to the City’s Administration and its budgeting process. EAC’s current facility has approximately 10,150 square feet situated on three levels. Circulation in the facility is awkward and programmatic growth opportunities are highly limited. Now nearly thirty years old, the facility is no longer competitive with other arts centers in the area and has substantial ADA issues as well as significant deferred maintenance. Based on current class participation data approximately 65% of participants are Edina residents with approximately 35% come from the surrounding area. Location Challenges As with any business operation, location and local competition are key factors. Although the EAC has a devoted following and has retained general participation levels it has not seen much growth in the last two decades. Further, although EAC is easily accessed off France Avenue and the Crosstown Highway, it is not central to Edina’s population and it’s somewhat “out of the way” location negatively impacts participation in EAC programs by Edina residents. While EAC remains highly active and its program revenues are holding relatively well, growth in participation, sales and fundraising are increasingly unlikely at the current location. Current Program Offerings EAC is focused primarily on visual arts and ceramics education programs including the following media;  Pottery & Ceramics, Clay Sculpture  Painting & Drawing  Water media  Mosaics  Digital Media & Photography  Literary Arts  Jewelry  Crafting  Specialty/Holiday-themed Activities; Henna Tattoo Art, Pumpkin Decorating for Halloween, Christmas/Hanukkah/Solstice craft workshops The most popular programs at EAC of Pottery, Ceramics and Jewelry rate the same in terms of participation statewide and nationally according to Americans for the Arts ADP5 data on leisure   hga commission number 3857-001-00 67 Community Center Feasibility Study participation. Arts program areas the EAC cannot fill due mostly to space constraints such as Leatherwork, Metalwork, Woodwork, and other textiles rate at levels of participation in Minnesota that are significantly higher than the national averages. Program expansion in these areas, one could safely say would bring as high or higher high levels of participation as compared to the ceramics programs. Class levels range offerings for the true beginner to those appropriate for advanced students. The pottery, painting, drawing, and water media programs are particularly diverse, and include many specialized classes. For example, the painting offerings range from figure painting to abstract landscapes; the drawing offerings include pastel chalk classes, drawing portraits from photographs, and botanical drawing. EAC also offers open studio time for adults interested in working individually on their water media, drawing and painting, or jewelry projects. Class offerings for children are generally taught at an introductory level and geared towards elementary and middle school aged students, as adult classes are open to ages 15 and up. Many of the class offerings for children are interdisciplinary survey classes intended to introduce students to a variety of art media. Classes for the youngest age groups are more thematically driven (ex. Backyard Art, the Animal World, Clay for Kids), and use mixed media crafting to engage these young students. EAC also hosts an after-school Art Academy, separated by age groups, for students looking to explore their artistic interests and talents. Of these offerings, Pottery and Clay Sculpture is by far and away the biggest draw at EAC, consistently bringing in the greatest amount of earned income and attracting the greatest number of young people to EAC programs. Along with excellent instructional leadership, innovative class offerings and continuing investment in the ceramics area and both indoor and outdoor kilns, EAC hosts one of the most highly respected pottery/ceramics programs in the state. The Pottery program is in high enough demand to support two times the number of classes presently offered. Space demands, however, hinder the possibility of expanding this program to meet demand. While Painting & Drawing classes remain a mainstay at EAC and are taught by highly respected instructors, there has been less dynamic change in this area. EAC cannot accommodate many of the classes requested or flex to meet market demand due to space constraints. Figure drawing classes which are regularly requested and offered at the majority of similar arts centers locally, do not fit in the current space. It is fair to say that deferred improvements to the painting and drawing studios including improved ventilation, lack of adequate student lockers, and the growing presence of the digital world in image-making presents an increasing challenge to these types of programs. Nonetheless, these programs are vital to the life of EAC and, as with many other programmatic offerings, interest will wax and wane but the basic programs should remain rooted in disciplines related to a fine arts education. Potential Areas of Growth EAC programming trends have been tracked from 2011 to the present and reveal a consistent pattern of registration that varies by season. Registrations are high in the Fall and lower in the Winter, rising slightly in the spring and steady through the summer. There is a definite spike in children’s registration during the summer that one might expect during non-school months and is typical of the “Art Center” and Community Ed children’s programming. Reviewing class registrations, interviewing staff about most frequently requested classes and main competitors,    68 9 May 2016 City of Edina revealed a demand for more classes that could potentially be met by a larger, up-to-date facility specifically designed to house such programming. A new centralized facility could accommodate growth in programs in the following areas  Greater overall participation by Edina residents in current programs due to better location and higher visibility  Senior and special needs participants  Children and Youth oriented program offerings  Added programming in highly requested areas including glass, metal work, sculpture  Evening classes in all programming areas Comparable Art Centers Nine regional and national centers are identified below along with information about their facility, program, legal structure and operation. Each has comparative relevance to Edina and judged to be reasonably successful in their communities based upon program participation and range of community support. In particular, the Minnetonka Art Center and Artistry in Bloomington are viewed as highly successful because of the quality of their facilities, the reach of their programs and the range of funding that they receive to support their programs and operations. Minnetonka Center for the Arts Size: 31,000 sq. ft. Location: Wayzata, MN Organizational Structure: Private 501(c)(3) Mission: the belief that the visual arts are indispensable to a healthy community, it is the mission of the Minnetonka Center for the Arts to provide teaching excellence, quality exhibitions and cultural enrichment for people of all ages, interests and abilities. Programming Mix: Year-round programming for young children, teens, and adults. Teens are distinguished as a special group with certain classes targeted at their interests. Summer day-camps for kids and teens. Partnerships with Walker Art Center and Ridgedale Mall. Community Demographics (Wayzata & Minnetonka)  Populations: 50,000 (M) & 3,700 (W)  Median Age: 45 (M) & 48 (W)  M: 90% white, W: 92.5% white   hga commission number 3857-001-00 69 Community Center Feasibility Study  M: 25% of households have children under 18, 52% are married: 14% of households have children under 18, 42% are married  Median household income: $81,000 (M) and $64,000 (W)  Per capita income: $47,200 (M) and $56,700 (W)Education: M = 98% HS degree or higher; W = 99% HS degree or higher Budget (2015) $750,511  65% Tuition Revenue  Nearly 35% Contributed, Grants, membership, fundraising events Number of Paid Employees: 40 (11 full-time, including 7 admins, 2 registrars, 2 studio managers) Annual Participation Serves more than 10,000 people each year through arts center programs Undefined gallery visits Curates and manages’ Ridgedale Center regional artists display which millions of visitors who pass through the shopping center each year    70 9 May 2016 City of Edina Artistry (Formerly Bloomington Art Center) Location: Bloomington, MN. Organizational Structure: City-owned, public/private operating partnership Mission Statement: We exist to enrich the cultural fabric of the communities we serve by providing high quality performing arts, visual arts, and arts education programs, and by welcoming and nurturing talent. Programming Mix: Big focus on presenting work and encouraging audience appreciation. Partnership with Bloomington Civic Theatre. Adult and youth workshop courses in a variety of fine arts disciplines (clay, painting, drawing, glass, fiber, photography, etc.). Very focused class topics, like Shade and Light Drawing. Offering theatre/drama classes for kids in collaboration with BCT. Outreach activities for kids (working with charter schools, Boy/Girl Scouts, etc.). Community Demographics  Population: ~83,000  Median age: 43  80% white  Median Household Income: $57,800; Per Capita Income: $34,000  Educated: about ⅔ have at least some college, if not a bachelor’s degree or beyond  Household types: most people are either single (32%), or married w/o children (36%) and (23%) of households have children under 18. Budget (2015) approximately $1.9million  62% Ticket sales, class fees, art sales ($1,179,608)  44% In-Kind Contributions and Grants (836,598)  4% Undefined Number of Paid Employees: 21 (8 full-time) Annual Participation (2014-2015) 39,869  5,599 Children and adults served through arts education partnerships  534 On site registrations for youth art programs  1,186 On site registrations for adult art programs  26,885 Tickets issued to Schneider Theatre performances  5,665 Tickets issued to Black Box Theatre Performances   hga commission number 3857-001-00 71 Community Center Feasibility Study The Phipps Center for the Arts Size: 64,000 sq. ft. Location: Hudson, WI Organizational Structure: Private 501(c)(3) ownership & operation Mission: Two identifiable areas of focus: presentation of art (in galleries, exhibits, curations, etc.) and art education (year-round class offerings for both children and adults). Programming Mix: Classes offered for both children and adults, but summer programming is almost exclusively for children. The selection for kids’ summer camps is outstanding - over 50 to choose from, ranging from one day-long class to ones that last for a week. Separate classes for both children and teens. Partnerships with local hospitals and Spirit of St. Croix Days - art display/sale opportunities. Gallery shows for members and non-members. Bench Project - permanent installations of usable art project benches made by community members/groups. Community Demographics  Population: 12,700 (Hudson and surrounding area: 34,000)  Median Age: 33  98% white  Median Income: $51,000. Per capita income: $27,000  31% of all households have children under 18, 29% of all households are single people  75% have at least some college, if not a bachelor’s degree or beyond Budget (2013, 2014, 2015) was a range each year between $1.1 million and $1.2 million Projected Budget (2016) $1,230,874  30% Performance Income ($368,054)  22% Class Income ($271,250)  14% Rental, Concessions, Gallery Sales, Interests Income and Investments ($166,070)  34% Other including: Contributions and Grants, etc. Expenses Projected (2016) $1,230,874.00  Administrative and general costs $365,443  Operations and Maintenance Costs $234,835  Producing, Presenting, Exhibiting Costs $462,145  Class Costs $168,451    72 9 May 2016 City of Edina Number of Paid Employees: 12 Annual Participation (July 2014 through June 2015)  23,545 people came to 147 performances, recitals, and events ranging from dramatic to musical theater productions and from jazz to classical concerts.  Thousands were attracted to the 26th annual free outdoor concert by the Minnesota Orchestra and the Spirit of the St. Croix Art Festival  368 students took individual music lessons  Over 2,900 valley residents were attracted to 54 community rental activities  Nearly 1,650 attended 11 art receptions  84 visual arts class offerings totaled 773 students  248 performing arts classes attracted 2,672 participants   hga commission number 3857-001-00 73 Community Center Feasibility Study Maple Grove Arts Center Size: 2,000 sq. ft. Location: Suburban Maple Grove, MN Organizational Structure: 501(c)(3) Mission Statement: To provide fine art, musical and theatrical exploration and appreciation opportunities. Programming Mix: Fewer class options than most other organizations. Classes for kids and adults, but mostly for kids and teens. Variety of classes offered in both visual arts and performing arts disciplines. Also offer free open studio dates for the community. Community Demographics  Population: 61,600  Median Age: 38  86% white  40% of households have children under 18; 19% of all households are single people  Median Household Income: $93,000; Per Capita Income: $40, 900  Education: 97% have HS degree or higher; 49% have Bachelor’s degree or higher Budget (2014) $150,000  52% In-Kind Donation ($78,000 from a single source which covers rent and utilities)  17% Fundraising Gala ($25,000)  31% Remainder from sponsorships, programming and program fees Number of Paid Employees: 0 FTE's (Volunteer Executive Director at 40 hours per week) and 15-20 PT art teachers Annual Participation (2015) Approximately 5,000 including those served by arts education, attending gallery shows and annual gala    74 9 May 2016 City of Edina White Bear Center for the Arts Size: 10,000 sq. ft. (new facility in 2013) Location: White Bear Lake, MN Organizational Structure: 501(c)(3) Mission Statement: The mission of White Bear Center for the Arts is to provide a gateway to diverse arts experiences. We will: Educate new and established artists; Cultivate the understanding of art in its many forms; Celebrate the joys of arts. We value: Creative process; Openness; Transformative experience. Programming Mix: Classes for Adults, Teens, and Kids. Very thorough mixture of class offerings. Even offer a “create your own class” offering - kind of like a private lesson: if you want to learn something but can’t make the scheduled class time or the offered classes don’t address your topic adequately, you can find an instructor and get studio time with them (they require you to get at least 4 people to do the class). Examples of create your own classes - sewing, mosaics, printmaking, art history, etc. Offer a lot of community conversations with artists, easy art contests (ex. sand castle contest in the summer), and a community “Iron Pour” event. Partnership with Stepping Stone Theatre to offer kids’ drama courses. The center boasts 430 current members, 30% are White Bear residents. Community Demographics  Population: 23,800  Median Age: 41  90% white  27% of households have children under 18; 34% of households are single people  Median Household Income: $57,000; Per Capita Income: $31,000  Education: 94% have HS degree or higher, 31% have Bachelor’s degree or higher Budget (2014) $672,452  47% Contributions and Grants: $316,500  49% Program Fees ($329,400; Arts Education: 51%, Contributions: 31%, Community Programs: 7%, Membership Revenue: 6%, Grants: 5%)  4% Other Number of Paid Employees: 6 FTE’s Annual Participation (2014) 33,000 people attended arts education, gallery shows, education partnerships, rental events. With a regional presence, WBCA draws participants from more than 100 zip codes, with the majority of participants from Ramsey and Washington counties. From July 2013 through June 2014, the first year in the new facility, WBCA offered 774 classes. This was an increase of 27% compared to the previous 12 months. During the same time period, class registrations   hga commission number 3857-001-00 75 Community Center Feasibility Study increased 44%. WBCA will offer 205 classes in fall 2014, more than any other quarter in the organization’s history.    76 9 May 2016 City of Edina Hopkins Center for the Arts Location: Downtown Hopkins, MN Size: 36,000 sq. ft. Organizational Structure: City-owned, city-operated, 501c3 tenants Mission: The Arts Center builds community through the arts by fostering creative expression and providing artistic and educational opportunities for people of all ages. Programming: Theatre Performances, concerts, films, exhibitions, lectures, literary arts, and classes in fine arts. Arts Center also houses Stages Theatre Company and space rentals from Hopkins Public Schools. Big focus on exhibitions and gallery showings. Classes are mostly for adults, and are focused on painting and take-home project-based classes (ex. Knit yourself a scarf, make a jewelry box). On the whole, the Hopkins Center for the Arts seems more about presenting the arts and creating exposure, rather than teaching the arts. Also offer space rentals. Community Demographics  Population: 17,600  Median Age: 34  70% white, 13.5% African-American, 8.5% Asian  5% of households have children under 18; 43% of households are single people  Median Household Income: $47,000; Per Capita Income: $29,400  Education: 93% have HS degree or higher, 39% have Bachelor’s degree or higher Budget (2013) $756,563  17% Facility Operations ($127,723)  48% Salaries and Benefits ($361,634)  35% Arts Programs ($267,206) Actual Revenue (2015) $776,191  48% Leases and Rentals ($369,822)  19% Programs ($151,510)  19% City Transfers ($147,920)  8% State Grants ($62,962)  6% Friends Contributions ($22,707) plus Facility Fees ($21,267) Funding sources  The Friends of the Hopkins Center for the Arts raise money through memberships, sponsorships   hga commission number 3857-001-00 77 Community Center Feasibility Study and fundraising event.  $61,000 was transferred from the Economic Development Fund and $86,920 from the cable fund  Grants are a source of revenue for the center though HCA has received reduced grant funding in recent years and put supplemental planning in place  A plan is in place to decrease expenses and increase revenue in 2015 Historically, the Hopkins Center for the Arts has received a subsidy from the Economic Development Fund. The reason behind this was that the Center has an impact on the economic health of the City and the downtown area in particular by bringing in over 215,000 visitors each year. However, devoting these funds to the Center meant that there were fewer resources to devote to other development projects in the City. According to the City of Hopkins’ adopted Financial Management Plan, this subsidy will be replaced by supplemental funding through the General Fund in a manner similar to the Activity Center beginning in 2015. Number of Paid FTE's=4, PTE's=13, Volunteers=Undefined Annual Participation (2013-2014) 215,000 Visitors  The Center presented 12 concerts serving 6,019 patrons  26 different organizations rented space at the Center for arts events; a total of just under 3,000 hours of programming  Tenants of the Center provided over 17,300 hours of arts programming Rental Stats at Hopkins (2014)  A key source of earned income for the Center is the rental of rooms to outside users  Rentals increased in both 2013 and 2014, altogether a 40% increase over 2012  90 businesses held meetings or other events at the Center in 2013; 95 in 2014  40 individuals chose to have family gatherings at the Center in 2013; 50 in 2014    78 9 May 2016 City of Edina Evanston Art Center Size: 17,000 sq. ft. Location: Evanston, IL Organizational Structure: 501(c)(3) organization Mission: The Evanston Art Center is dedicated to fostering the appreciation and expression of the arts among diverse audiences. The Art Center offers extensive and innovative instruction in broad areas of artistic endeavor through classes, exhibitions, interactive arts activities, and community outreach initiatives Programming: They have a mix of youth, teen, adult, and family classes. Some of the adult classes are more unique - woodcutting techniques, fashion design, figure drawing, metalsmithing. Also offering youth summer camps. 10 week sessions for adult classes, 5 weeks for kids. Seasonal arts & crafts expos. Community Outreach programs for both youth and seniors (artists-in-residence programs at local schools, partnership with Loyola University, Summer Reading program with Public Libraries, sending Art Center employees into nursing homes to work with residents). Also exhibit some pieces in a gallery. Community Demographics  Population: 74,500  Median Age: 34  66% white, 18% black, 9% Hispanic, 8.5% Asian  26% of households have children under 18; 38% of households are single people  Median Household Income: $68,000; Per Capita Income: $43,000  Education: 93% have HS degree or higher, 66% have Bachelor’s degree or higher Budget (2015) $1,144,460 million  63% Earned Income  20% Contributions and Grants  8% Special Events  5% Memberships  4% Investment Income Annual Expense (2015)  74.5% Total Charitable Program Service Expenditure  13.5% Management and General Expense  12% Fundraising Expense FTE’s=4, PTE’s=6, Teaching artists=68, Interns=87, Board of Trustees=16 Annual Participation (2014)  3,000 students (ages 3 to 85 representing 80 zip codes)  223 Artists exhibiting in the galleries  Gallery Attendees is undefined   hga commission number 3857-001-00 79 Community Center Feasibility Study Kirkland Arts Center Size: 8,400 sq. ft. Location: Kirkland, Washington Organizational Structure: Independent 501c3 Mission: Kirkland Arts Center promotes artistic mastery and community participation in the visual arts through innovative educational programming, contemporary exhibitions, and dynamic events while providing stewardship of the historic Peter Kirk Building. Programming: The art center hosts 5 to 6 gallery shows per year of mostly local artists and one juried show of national and international submissions. Adult and Youth programming in the areas of painting, ceramics and pottery and print, jewelry, digital art, printmaking and art history. Creative programs and events for adults such as Art & Wine night are other revenue generators. The Kirkland Art Center also manages the Kirkland Artists Studio Tour as well as acts as a host studio for local ceramic artists on an ongoing basis. Community Demographics  Population: 84,430  Median Age: 38.4 years  71.8% white, 1.3% Black, 14% Asian, 7.4% Hispanic  18.8% of households have children under 18; 33% of households are single people  Median Household Income: $93,655; Per Capita Income: $50,991  Education: 96.2% have HS degree or higher, 58.4% have Bachelor’s degree or higher Annual Revenue (2013) $567,707*  13% Contributions ($73,789)  8% Government Grants ($46,750)  57% Program Services ($324,368)  Investments $97  17% Special Events ($96,120)  4% Sales ($14,289) and Miscellaneous ($12,295) Annual Expenses (2013) $607,071  79% Program Services ($478,117)  17% Administration ($105,299)  4% Other ($23,655)    80 9 May 2016 City of Edina *Annual Revenue and Expenses above came from most recently published IRS 990 forms. The development director at the center reported in a phone conversation that due to space and program expansion and increased funding, the center now operates (2015-2016) on an annual budget of about $950,000. The center depends on earned income from studio art programs remains near 60%. Number of Paid Employees: 8 FTE’s, Volunteers and other PTE’s undefined Annual Participation (2014) 1200 students served per quarter through arts center programming;  40 Adult classes, 10 Youth Classes, 30 Adult Workshops and Intensives, 20 Youth Camps and Workshops.  Summer quarter has additional youth classes Other visitors to the center for gallery, performance, etc. are not specifically defined. According to the Director, thousands attend Kirkland’s artist studio tour, gallery shows and craft events each year.   hga commission number 3857-001-00 81 Community Center Feasibility Study MCCLEAN COUNTY ARTS CENTER Size: 5,000+ sq. ft. (Former Church combined with house) Location: Bloomington, Illinois (McClean County) Organizational Structure: Independent 501c3 Mission: We encourage and promote the appreciation, study, cultivation, development, and practice of the Arts in McLean County. MCAC is an independent 501c3 non-profit organization, we are the arts agency for McLean County. Programming: Currently the Arts Center presents approximately twelve exhibitions yearly, including the annual Holiday Treasures exhibition and the annual Amateur Competition and Exhibition which for over 80 years has showcased the best amateur artists from the region. MCAC also offers art classes, artist lectures, art workshops for youth and adults and associated performing and literary arts presentations. The community is also offered opportunities to purchase artwork through the Sales Gallery. MCAC facilitates two arts festivals annually, Spring Bloom Arts Festival in March at Illinois State University's Bone Student Center and Sugar Creek Arts Festival in July at Uptown Normal. Community Demographics  Population: 78,902  Median Age: 33.8 years  73.5% white, 11.7% Black, 7.3% Asian, 5.0% Hispanic, 3.3% Other  23% of households have children under 18; 53.9% of households are single people  Median Household Income: $$60,652; Per Capita Income: $33,640  Education: 95.1% have HS degree or higher, 45.1% have Bachelor’s degree or higher Annual Budget (2013) $314,590 – breakdown not available Actual Revenue (2013) $330,282  46% Contributions, Gifts, Grants and other similar amounts ($151,791)  31% Program Service Revenue ($101,501)  11% Investment income ($37,009)  5% Net Gain from Sales ($18,495)  7% Miscellaneous Revenue ($21,486) Annual Participation (2015)    82 9 May 2016 City of Edina More than 2,000 served through arts programs and the center (youth and adult) and offsite programs (youth) Tens of thousands attend the two major outdoor festivals coordinated by the center annually.   hga commission number 3857-001-00 83 Community Center Feasibility Study Summary and Implications  The primary market for the Community Center should be in the range of a 10-15 drive time from the site (serving the Edina population and adjoining communities). However, some features of the center can be designed to serve a broader secondary market, such as a 20-minute drive time, or the entire Twin Cities metropolitan area, especially if this broader market helps achieve financial and cost recovery goals.  Each of the measured service areas is demographically similar. Growth is projected to be slightly below that of national rates over the next fifteen years. The makeup of the service areas population will change as it is expected to age, however, will remain relatively affluent with income levels above both state and national medians.  National topline recreation trends show that fitness walking, running/jogging, and using a treadmill are the activities with the most participation. Other national sports, fitness, and recreation trends that may affect planning for the Grandview Community Center include: o Despite a decline, basketball also ranks highly in participation o Gymnastics is experiencing steady increase o Racquetball participation is decreasing o Traditional fitness center activities (aerobics, free weights, treadmill, stationary cycling) are among the highest ranking in participation o Martial arts and Pilates are exhibiting declines in participation.  Although many residents of Edina participate in arts programming, the City itself has limited facilities and organizations within its geographic area other than the existing EAC. Edina residential demographics demonstrate a high degree of both affluence and education characteristic of arts consumers throughout the country.  Local market potential metrics (i.e., MPIs) suggest that fitness/exercise programming would be successful at Grandview Community Center. This translates to facility needs for indoor group exercise/multi-use spaces, a fitness center, and an indoor track. There is a lack of demand for a sports programming and a gymnasium within the 10-minute drive time service area.  Survey findings from 2014 showed that indoor fitness and exercise facilities rank highly in terms of overall community need, unmet need, importance, and spaces that residents would use. Senior centers ranked moderately, but as expected for a facility that is targeted to a specific age segment. Indoor courts and gymnasia ranked moderately low.  While Edina has another community center, it is operated by Edina Public Schools and does not offer substantial use to non-district activities. Community centers of neighboring cities generally emphasize fitness, while Edina provides a combination of learning and recreation. In slight of similar providers, considerations for the Grandview Community Center include uses for meetings, wellness, and recreation.  Despite the number and diversity of private fitness and exercise providers in the community, there still appears to be an unmet need for broad-based facilities that offer wide age-segment appeal and cater to all experience levels.    84 9 May 2016 City of Edina  Crossover cultural/fitness/wellness programming at the Grandview facility could combine the best of these types of offerings in a facility designed to serve residents of all ages and attract participation from the surrounding area.  Current programming of EAC could compliment wellness oriented activities like Pilates, Yoga, dance movement, etc. Fitness programs that offer a social component for seniors could mesh well with a general community wellness approach to programming a new center.   hga commission number 3857-001-00 85 Community Center Feasibility Study 7. OPERATIONAL ANALYSIS The Edina Grandview Community Center (EGCC) financial plan is outlined in the pro forma and various schedules presented in this chapter of the report. The conceptual plan is based on the development of a 69,294 gross square foot facility with major components consisting of an art center, active adult (i.e., senior) center, community gathering spaces, café, and fitness/wellness areas. A list of pro forma assumptions was established in order to depict a dynamic operation in a static environment; these assumptions are presented on the following pages of this report. The validity of the pro forma and financial plan is based on these assumptions being met in their entirety. Although it is believed the information and assumptions constitute a reasonable basis for preparation of the projections, the achievements of any financial projection may be affected by fluctuating economic conditions and are dependent upon the occurrence of future events that cannot be assured. Therefore, actual results may vary from the projections and such variations could be material. These assumptions outline how the Grandview Community Center should be operated and maintained, as well as how the services should be priced. Following discussion with the project Task Force, Parks & Recreation Board, Arts & Culture Commission, City Council, and staff, the adopted program for the facility reflects transferring existing core programs such as arts and senior programming to the new center. It also allows for the creation and/or expansion of some core programs such as performing arts. The EGCC space program has some but limited space available for fitness and wellness activities, as well. To be successful and financially sustainable, the EGCC must operate using a flexible, entrepreneurial approach, allowing for program changes when necessary, real-time adjustment of operations to market conditions. Operations and Financial Plan Assumptions The initial development of the feasibility and business plan study focused on developing a clear set of assumptions. The end product focuses on determining operating costs and revenue streams of the EGCC; this included developing an operational budget and a pricing strategy to best meet the outcomes desired while accounting for market factors. Schedules summarizing the expenditures and revenues, along with the notes and assumptions set forth, are integral to the analysis and conclusions stated in the financial plan. These notes and assumptions should be carefully read and considered when reviewing the schedules. General Assumptions The assumptions in this study assist in understanding how the financial plan was developed and the strategies with which the EGCC will ultimately be operated. This allows for the revision of assumptions in the future while still maintaining the integrity of the plan by understanding the impact that the changes will have on the operational budget or market capture. The major assumptions for the site used for the development of the financial plan are as follows:  Operations and financial plan is based on major components as depicted in concept plan, including: o An Art Center consisting of a gallery, studio, pottery/ceramics area, metal arts, glass/jewelry, gift shop, and storage; totaling 20,142 gross square feet.    86 9 May 2016 City of Edina o An Active Adult center consisting of commons, multipurpose classrooms, seminar room, game room, and storage; totaling 10,284 gross square feet. o Community Gathering spaces consisting of a lobby/reception area, commons, flexible meeting spaces, café, catering kitchen, and culinary arts instructional area; totaling 9,105 gross square feet. o An Event Venue including dressing suites, storage, and event support areas; totaling 10,627 gross square feet. o Fitness and Wellness studios to conduct programming; totaling 8,134 gross square feet. o Administrative and building support areas; totaling 11,003 gross square feet.  The pro forma budget is based on 2016 dollar values.  Salaries are based on 2016 salaries of equivalent job descriptions.  Food service will be provided by a vendor/contractor.  Grounds maintenance costs are not included in the pro forma as it is budgeted separately by the City. Capital Investment Assumptions  Capital investment for the EGCC is based on the concept plan and components as detailed in program spaces identified to date.  Capital costs for the EGCC is projected at $45,435,546 for the 69,294 gross square foot building, plus parking with parking for 380 spaces. Pricing Assumptions  Pricing is outlined for each individual program within the electronic Excel model and summarized within this report document.  Pricing is value-based, meaning that pricing was determined based on existing rates then adjusted as necessary for typical market rates given the assumed level of service received.  Pricing comparisons to other related facilities were used for guidelines for developing the pricing schedule, however, the ultimate goal of value provided was utilized for developing the pro forma. General Expense and Revenue Assumptions  Expenses are projected to be 100% of projected costs beginning in the modeled year Operating Year 1; annual increases of a set percent per year each year thereafter as based on Expenditure and Revenue Growth Inputs.  Revenues are projected to be 100% of projected revenue capacity beginning in the modeled year Operating Year 1; annual increases of a set percent per year each year thereafter as based on Expenditure and Revenue Growth Inputs.  Percentage of cost recovery is based on the assumed market participation and value/market based pricing.   hga commission number 3857-001-00 87 Community Center Feasibility Study  Operating and growth inputs are based on average increases per expenditure and revenue category; due to the volatility of the health care and energy sectors, higher growth rates were utilized for employee benefits and utilities.  All projections are based on assumptions and estimates made within the electronic Excel model.  Pro forma assumptions beginning in Operating Year 1 are based on management and staff performing extensive lead-in/pre-opening marketing, promotions, and programming tailored to the customer base.  Pro forma program is based on an aggressive program offering (60% of total available space and/or 60% productivity of programs) that will require detailed scheduling to allow for successive usages on a regular basis.  Center utilities are estimated based upon similar municipal facilities in the area. Staffing Assumptions  Center staffing is a direct result of the requirement of the operating hours.  Center staffing is based on “lean management” practices where all positions/human resources expended for any goal other than the creation of value for the customer base are nonessential.  As the EGCC reaches operational and programmatic maturity, additional staff persons may be required.  Staffing salary/wages based on current salaries and national industry averages.  General benefits for full-time staff have been calculated based on input from the City of Edina.  Inclusive benefits and other charges required for most employees regardless of employment status (including payroll taxes and fees) are factored at a percentage of total seasonal staff salary and full-time staff overtime, excluding any general benefits. Membership Assumptions  Separate membership programs would be implemented for the Art Center and Active Adult Center, both assumed to reflect increases based upon increased program space and capacity.  It is assumed that management will assess memberships and admissions and will implement promotions as needed; it is assumed that limited discounting will occur.  It is assumed that management will assess memberships and admissions and discontinue practice and/or revise price points if demand far exceeds assumptions; this will ensure validity of financial projection. Programming Assumptions  Programs assume that 60% of the classes will make the minimum number to hold the class.  Programming and rentals are based on estimates for units per experience/session, total sessions offered, fee per program/activity, and/or extrapolations from existing program participation rates.    88 9 May 2016 City of Edina  Programs shown are depicted as either contract instructor or staff administered; contract instructor-led programs could be shifted to staff personnel if management deems staff instructors as the most equitable for operations.  Rentals for major components are assumed to be: o Multi-purpose classroom rentals – 100 occurrences of 2-hour rentals at $35 per hour o Event venue premium rentals – 52 occurrences of 3-hour rentals at 225 per hour o Caterer revenue – 15% caterer commission Operating/Growth Input Assumptions  Operating and growth inputs are based on average increases per expenditure and revenue category; due to the volatility of the health care and energy sectors, higher growth rates were utilized. o Revenues are projected to growth annual by 3.0% through growth in users and fee adjustments o Salaries and Benefit growth rate is calculated at 4.0% annual growth due to the potential volatility of the insurance/pension fund requirements o Supplies growth rate is calculated at 3.0% annual growth due to inflation o Services growth rate is calculated at an average of 4.0% annual growth due to inflation and the potential volatility of the energy sector o Capital expenditure and revenue categories average a growth rate of 2.0% o Transfers vary with increases in revenues.   hga commission number 3857-001-00 89 Community Center Feasibility Study Six (6) Year Pro Forma Based on all operating assumptions set forth within this report, and excluding any unforeseen circumstances, the EGCC is projected to achieve a cost recovery of 70% in its first year of operation. A summary of the six-year pro forma is presented below. Pro Forma Revenues & Expenditures EDINA GRANDVIEW COMMUNITY CENTER ‐ Option B 6 YEAR PRO FORMA Revenues 1th Year 2nd Year 3rd Year 4th Year 5th Year 6th Year Administration $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 Maintenance $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 Custodial $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 Arts $588,671.00 $606,331.13 $624,521.06 $643,256.70 $662,554.40 $682,431.03 Active Adults $107,364.00 $110,584.92 $113,902.47 $117,319.54 $120,839.13 $124,464.30 Fitness Programs $46,800.00 $48,204.00 $49,650.12 $51,139.62 $52,673.81 $54,254.03 Facility Rentals $94,100.00 $96,923.00 $99,830.69 $102,825.61 $105,910.38 $109,087.69 Café $714,400.00 $735,832.00 $757,906.96 $780,644.17 $804,063.49 $828,185.40 Total $1,551,335.00 $1,597,875.05 $1,645,811.30 $1,695,185.64 $1,746,041.21 $1,798,422.45 Expenditures 1th Year 2nd Year 3rd Year 4th Year 5th Year 6th Year Administration $529,650.00 $539,797.00 $550,341.33 $561,298.63 $572,685.14 $584,517.78 Maintenance $156,405.37 $158,146.67 $159,954.70 $161,832.03 $163,781.36 $165,805.46 Custodial $146,055.62 $146,471.62 $146,901.56 $147,345.92 $147,805.18 $148,279.87 Arts $555,180.00 $572,842.00 $591,191.82 $610,256.41 $630,063.79 $650,643.08 Active Adults $145,000.00 $149,105.40 $153,369.89 $157,799.67 $162,401.20 $167,181.18 Fitness Programs $46,357.50 $47,549.70 $48,789.14 $50,077.69 $51,417.31 $52,810.02 Facility Rentals $24,570.00 $24,680.00 $24,794.10 $24,912.46 $25,035.23 $25,162.58 Café $607,240.00 $631,529.60 $656,790.78 $683,062.42 $710,384.91 $738,800.31 Total $2,210,458.49 $2,270,121.99 $2,332,133.32 $2,396,585.22 $2,463,574.12 $2,533,200.28 Total Cost Recovery 70% 70% 71% 71% 71% 71%    90 9 May 2016 City of Edina Financial Plan Outcomes The Financial Plan for the EGCC was developed as a feasibility business plan study – first and foremost focusing on the validity of moving forward with a community asset as well as advanced planning involving a conceptual design and general business planning. This process focuses on the potential of meeting a market need and extrapolating this need to project future operations – revenues and expenditures – based on a conceptual design. A financial plan including a pro forma and support schedules were created to project the financial ramifications resulting from the recommended program and pricing recommended for the Community Center. Operating in a competitive market requires flexibility and an entrepreneurial approach by all management and staff as it pertains to all facets of Community Center operations. Based on all operating assumptions and recommendations set forth within this report, excluding any unforeseen circumstances, the EGCC is projected to recover just over half of the total operating costs related to center operations and require approximately $800,000 in annual subsidy for the foreseeable future. Recreation Center Staffing Staffing requires a delicate balancing act of resource allocation to the core areas and the bottom line. This will necessitate that the Community Center Manager has a keen understanding of all the operations and understands the value of programming the site versus maintaining the site. The staffing levels are a result of outcome expectations. In an effort to allow for the most flexibility in the start-up years of the Community Center, proposed staffing levels (full-time, seasonal) are projected to account for 42.5% direct cost of the operational budget. Based upon assumptions, staffing levels for the EGCC will require a total of 6 full-time positions. These position categories and/or titles are subject to change as operations are further refined in the final business planning phase. These include full-time staff of the following:  Community Center Facility Manager – 1 FT position  Administrative Manager – 1 FT position  Maintenance – 1 FT position  Custodial – 2 FT positions  Pottery Supervisor – 1 FT position A bevy of seasonal staff to supplement functions such as customer service, maintenance, custodial, Active Adult programming, fitness programming, and facility rental are also included in the staffing projections. It is projected that the Community Center employees – both fulltime and seasonal – will consume approximately $687,000 of the $1.6M annual operational budget. Depending on the EGCC’s success, the most important addition to the staff composition may be in the management of the front line staff – the seasonal employees that are the face of the organization. As such, it is imperative to utilize the Customer Service positions to manage the front of the house effectively. Dedicated and enthusiastic full-time employees will successfully adapt to the ebbs and flow of a customer-centric operation on a daily basis. However, this could pose a problem for seasonal staff, many of whom are projected to work limited hours for the greatest operational flexibility. Accordingly, this balance of resources and customer service will   hga commission number 3857-001-00 91 Community Center Feasibility Study make it critical that systems are in place to ensure that front line employees share a common and enthusiastic vision for service delivery. Utilization of seasonal and independent contractors is typically chosen by management for the flexibility they provide – a benefit that allows market factors to determine the need of instructor utilization consequently boosting the goal of fiscal sustainability. Benefits of seasonal and contract instructors are:  Ability to offer quality, diverse, and affordable programs with no startup costs to the EGCC.  Specialized skill set or training with no cost to the EGCC.  Typically, continuity and retention exists.  Work on demand – hiring an independent contractor or seasonal staff person offers flexibility to programming which keeps programs “fresh;” increases the ability to take added opportunities as they arise, and during slow periods, have greater cost control.  Classes are discontinued when minimum participation levels are not met without incurring the cost of the instructor.  Contractors do not require employers to withhold and pay federal, state and Social Security (FICA) taxes as they require for employees.  The Community Center Manager obtains the right to terminate Independent Contractor Agreements at any time by giving written notice and contractors are not eligible for unemployment insurance benefits. It is understood that contract instructors are not best suited for all applications. Flexibility should be given to the Community Center Manager in the allocation of contract and or employee instructors to programs. It is possible that use of employee instructors in certain situations could result in a cost savings and/or significant revenue opportunities. Based on the current allocation of funds to contract instructors versus seasonal instructors it is assumed that a shift in philosophy of instructor use to more contracting could be made with minimal effect on the budget. Community Center Memberships and Admissions The preferred design option for the EGCC supports memberships for the Art Center and the Active Adult Center, but as separate enterprises each with specific markets, operational requirements, and pricing strategies. As currently designed, memberships and admissions account for 31% of all revenues. Community centers that are most successful in leveraging membership revenue offer complimentary amenities to attract a broad and frequent user base, such as a fitness center, indoor track, aquatic center, gymnasium, child care facilities, or other assets that promote multi-generational use. However, the findings of the market analysis, community need assessment, and physical site restrictions limited the ability of the EGCC program to include those elements. Membership and admission revenues are projected as follows:  Art Center – estimated annual membership revenues of $24,358 and class registration revenue of $388,952;  Active Adult Center – estimated annual membership revenues of $20,000;    92 9 May 2016 City of Edina  Fitness – estimated annual class admission revenues of $46,800. Community Center Programming Operations and programs must be coordinated for seamless delivery of services; this means that the level of service provided, program, and price point must be harmonious for optimal results. Based on the program plan for the feasibility business plan study, an aggressive program plan has been created around the following core programs:  Arts: studio, pottery, ceramics, metal arts, glass, jewelry, retail sales  Active Adult: self-directed activities, events, lectures, sports, fitness  Fitness: organized classes  Facility Rentals: multi-purpose rooms and special events in the Event Venue  Common Area / Café: self-directed activities and concession-operated food service These core programs will activate the Center and keep in the building versus a high level of drop in usage. Activities within each core program category can and will change as the market dictates; however, the categorical offering is based on the mission, market, and assets available to administer programs and therefore will remain constant. Revenues by core program area are presented in the summary below. Not all core program areas are expected to cover all of their operational cost. Pro Forma Revenues & Expenditures EDINA GRANDVIEW COMMUNITY CENTER ‐ Option B ONE YEAR SNAPSHOT SUMMARY of PRO FORMA SERVICE TITLE Revenues Expenditures Revenues Over (Under)  Expenditures Cost  Recovery ‐  Percent Administration $0.00 $529,650.00 ($529,650.00)0% Maintenance $0.00 $156,405.37 ($156,405.37)0% Custodial $0.00 $146,055.62 ($146,055.62)0% Arts $588,671.00 $555,180.00 $33,491.00 106% Active Adults $107,364.00 $145,000.00 ($37,636.00)74% Fitness Programs $46,800.00 $46,357.50 $442.50 101% Facility Rentals $94,100.00 $24,570.00 $69,530.00 383% Café $714,400.00 $607,240.00 $107,160.00 118% Total $1,551,335.00 $2,210,458.49 ($659,123.49)70% Date: May 25, 2017 Agenda Item #: VI.C. To:Arts and Culture Commission Item Type: Report and Recommendation From:Michael Frey, Art Center General Manager Item Activity: Subject:Articulated Conversation of the Arts & Culture Commission Bylaws - List of Duties Discussion CITY OF EDINA 4801 West 50th Street Edina, MN 55424 www.edinamn.gov ACTION REQUESTED: No action needed on this item. INTRODUCTION: Please review the Arts & Culture Commission Bylaws List of Duties. Thank you. ATTACHMENTS: Description Arts & Culture Commission Bylaws - List of Duties Arts and Culture Commission Bylaws 1 | P a g e ORDINANCE NO. 2013-5 AN ORDINANCE AMENDING THE EDINA CITY CODE CONCERNING THE ARTS AND CULTURE COMMISSION THE CITY OF EDINA ORDAINS: SECTION 1. Section 1508 of the Edina City Code is amended to read as follows: Section 1508 – Arts and Culture Commission 1508.01 Establishment. The Council, finding that the encouragement and enhancement of the arts in Edina is vital to the social and cultural well-being of the City and its residents, does hereby establish the Arts and Culture Commission (the “Commission”). 1508.02 Duties. The Commission shall: A. Strive to build a vibrant community through support of art and culture in Edina. B. Encourage leadership and advocacy in advancing the role and value of art and culture activities in Edina, including but not limited to music, dance, theater, decorative arts, painting, culinary arts, ceramics, sculpture, literature, media arts and public art. C. Facilitate communication and collaboration that promotes participation and enhances the cultural life of the residents of Edina. D. Strengthen partnerships with artistic and cultural organizations based on mutual respect and equal responsibility for advancing the cultural climate in Edina. E. Recommend artistic and cultural initiatives, including a long term plan directed towards fulfilling the needs and desires of Edina residents with respect to art and culture. Promote artistic and cultural initiatives and make recommendations to the City Council and other boards and commissions. F. Identify existing and potential new venues for artistic and cultural events throughout Edina. G. Recommend and facilitate programs at venues throughout Edina that are responsive to community desires. H. Identify potential sources of funding for artistic and cultural initiatives, including grants, donations, and sponsorships. I. Represent the City of Edina at community functions throughout the city. J. Continue to develop and implement public visual arts programs in Edina. K. Report to the Council periodically on the foregoing, and perform other duties as may be directed by Council Arts and Culture Commission Bylaws 2 | P a g e from time to time. 1508.03 Membership. The Commission shall consist of nine (9) regular and two (2) student members. 1508.04 Committees and Working Groups. The Commission shall establish and appoint members to a Public Art Committee which shall be charged with implementing a public arts program in the City. The Commission shall, by majority vote, approve the Chair of the Public Art Committee. The Commission may establish other committees and working groups for the purpose of carrying out other Commission duties. SECTION 2. This ordinance is effective immediately upon its passage and publication. First Reading: Second Reading: Published: Attest Debra A. Mangen, City Clerk James B. Hovland, Mayor Please publish in the Edina Sun Current on: Send two affidavits of publication Bill to Edina City Clerk History: Ord 2005-08 codified; amended Ord 2007-11, 06-05-07; Ord 2011-02 deleted Section 1221; replaced by Section 1508 Cross Reference: Section 1500 Date: May 25, 2017 Agenda Item #: VII.A. To:Arts and Culture Commission Item Type: Correspondence From:Michael Frey, Art Center General Manager Item Activity: Subject:Report, Public Art Edina Working Group 2017-05-25 Information CITY OF EDINA 4801 West 50th Street Edina, MN 55424 www.edinamn.gov ACTION REQUESTED: No action needed on this item. INTRODUCTION: Please review the Public Art Edina minutes from the working group's May 4, 2017 meeting compiled by Chair Cheryl Gunness. Thank you. ATTACHMENTS: Description Report, Public Art Edina Working Group 2017-05-25 MINUTES PUBLIC ART EDINA MEETING MAYOR’S CONFERENCE ROOM EDINA CITY HALL MAY 4, 2017 4:00 P.M. I. CALL TO ORDER 4:07pm II. ROLL CALL Public Art Members Present: Katy Elfstrand, Britt Eyngorn, Walt Gregg, Cheryl Gunness, Kate Kinnich, Ron Kopeska, Joan O’Brien Philip Schimke, Cory Shubert, and Forrest Simonson Staff Liaison: Michael Frey III. APPROVAL OF MEETING AGENDA Motion: Cory Shubert Second: Walt Gregg IV. ADOPTION OF MEETING MINUTES A. Approval of Minutes – Regular Meeting of April 6, 2017 Motion: Walt Gregg Second: Forrest Simonson V. COMMUNITY COMMENT During “Community Comment” Public Art Edina invites members of the community to share relevant issues or concerns. Individuals must limit their comments to three minutes. The Chair may limit the number of speakers on the same issue in the interest of time and topic. Generally speaking, items that are elsewhere on tonight’s agenda may not be addressed during Community Comment. No Community Comment VI. REPORTS/RECOMMENDATIONS A. Installation Committee Update Discussion De-installations/installations at Grandview, 50th and France, and Promenade going smoothly. HUGE **T H A N K Y O U** to all who have nailed down details to make this all possible! B. Fundraising Committee Report Discussion A draft of a Fundraising Plan was shared. Action Items What Who When Review the draft and be prepared for further comment/discussion and refinement at next meeting All By 6/1 C. Shannon Steven Discussion Shannon Steven is developing an app to engage community members with public art in Edina. She is an elementary art teacher for Edina and community art enthusiast. She also has work experience with the Walker and Mia. She wants the impact of her teaching to stretch bigger than the 600 students she sees at Cornelia. It is manageable for her to start with an app for Edina because she lives and works here. She views art as a medium to build community. Accessibility building community, authentic engagement, discovery About the app: ● Working name: Wonder Wander ● Features Learn Say See Do elements ● It would involve a self-led, interactive tour of public art around Edina ● Would include info about the artist, bio, historical context, etc. ● Would include a “token response” for viewers to engage Benefits ● Give artists opportunities to tell their stories in a more full way, promote work, connect to potential supporters ● Enriches community ● Fun activities for families - free, foot or bike, ● Appeal to outdoors lovers, art lovers, ● Benefits our city by showcasing the art we have Decisions Public Art members are enthusiastic about the project and would like to determine ways to support the project going forward. Action Items What Who When Cheryl and Michael to set up meeting with Shannon to determine next steps for how Public Art can support her work Cheryl & Michael Week of 5/15 D. Reception to Honor Sculptors - TO DO Discussion To Do Items Postcard/Poster ● Needs to be mailed a month before the event (May 14 or shortly before) ● Corey to work with Michael on postcard and poster ● Michael to send to printer ● 500 postcards, 100 posters. Mailing List ● Walt will get mailing list from Michael and work on addressing the postcards ● Ron will pass out the postcards to all city staff at City Hall ● Email blast about the event ● Michael will send out two blasts to 3500 subscribers to Art Center email list Pinstripes Details ● Kate and Katy are main contacts for Pinstripes ● They will work with staff to get Ballroom C set up for us ● Will request 15-20 additional table linens for the boards ● Will ask for 14 drink tickets (2 per artist) Easels brought over from Art center ● Walt and Britt will help bring them from Art Center to Pinstripes ● Britt and Michael will work on creating the boards “Ask” envelopes + Box ● Corey will work on little cards to fit in standard public art envelopes we already have ● Cheryl will meet with Community Foundation on how to accept credit card numbers. Will check in about data privacy and writing down the cc numbers ● Donation area table/box - Kate and Katy Nametags ● We will have people write their own Slideshow ● Phil Program ● Cheryl + Michael Cleanup ● Kate, Corey, Katie, Joan, Forrest, E. Finance Report Discussion No discussion this meeting F. Sculpture Preservation Plan – Michael Frey Discussion No discussion this meeting G. K9 Sculpture Update Discussion Michael Frey gave an update on the K9 sculpture going in at city hall. Michelle Recke is the artist; she is working on completing the piece. Landscaping/placemaking design is being done by Elliot Design for the location at City Hall. The sculpture is to be installed by September. As Public Art members, our job is to help get the word out about this exciting project. VII. CORRESPONDENCE AND PETITIONS No correspondence or petitions. VIII. CHAIR AND MEMBER COMMENTS Discussion None IX. ADJOURNMENT 5:00pm Motion: Kate Kinnich Second: Philip Schimke NEXT MEETING – June 1, 2017 - 4 p.m. Mayor’s Conference Room