HomeMy WebLinkAbout2017-09-28 Arts & Commission Meeting PacketAgenda
Arts and Culture Commission
City Of Edina, Minnesota
Edina Art Center Studio 14
4701 W. 64th Street Edina, MN 55435
Thursday, September 28, 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 2017-08-24
V.Special Recognitions And Presentations
A.Edina's Grandview Green Project
VI.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.
VII.Reports/Recommendations
A.2017 Work Plan - Initiative #7
B.2018 Work Plan - Create 2018 Work Plan for Arts & Culture
Commission
C.2008 CP - Parks, Open Spaces and Natural Resources
D.2008 Work Plan - Community Services and Facilities
VIII.Correspondence And Petitions
A.Report, Public Art Edina September 7, 2017
IX.Chair And Member Comments
X.Sta8 Comments
XI.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 ampli9cation, an
interpreter, large-print documents or something else, please call 952-927-8861
72 hours in advance of the meeting.
Date: September 28, 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 2017-08-24 Action
CITY OF EDINA
4801 West 50th Street
Edina, MN 55424
www.edinamn.gov
ACTION REQUESTED:
Please review the minutes from the regular meeting of August 24, 2017 of the Arts & Culture Commission and
approve the minutes. Thank you.
INTRODUCTION:
ATTACHMENTS:
Description
Minutes, Arts & Culture Commission 2017-08-24
Draft Minutes☒
Approved Minutes☐
Approved Date:
Minutes
City Of Edina, Minnesota
Arts and Culture Commission
Edina Art Center Studio 14
August 24, 2017
4:30 p.m.
I. Call To Order
Chair Anne Miller called the meeting to order at 4:34 p.m.
II. Roll Call
Commissioners Present: Susan Chandler, Cheryl Gunness, Douglas Hegley, Heather Isaacs, Anne Miller and
Russ Rubin.
Commissioners Absent: Stella Chaffee, Ray Meifert and Steve Suckow.
Student Commissioners Present: Jane Howe.
Student Commissioners Absent: Mollie Mertes.
Staff Present: Michael Frey, General Manager, Edina Art Center.
Guests Present: Dave Anderson and Dean Williamson, Frauenshuh Commercial
III. Approval of Meeting Agenda
Motion by Commissioner Rubin with a second by Commissioner Chandler to approve the
meeting agenda as amended to strike Item IV, Approval of Minutes. Motion carried.
IV. Approval of Meeting Minutes
Motion by Commissioner Chandler with a second by Commissioner Rubin to approve the Regular
Meeting Minutes of June 22, 2017. Motion carried.
Motion by Commissioner Rubin with a second by Commissioner Hegley to approve the Regular
Meeting Minutes of July 27, 2017. Motion carried.
V. Community Comment
No Community Members were present.
VI. Reports/Recommendations
A. Grandview Update – Mr. Dave Anderson & Mr. Dean Williamson
The Grandview update began with introductions by Mr. Dave Anderson and Mr. Dean Williamson of
Frauenshuh Commercial, the collaborative development partner with the City. Mr. Anderson led a high-level
discussion of the feasibility study by Frauenshuh of the Grandview site, the 3.3 acre former public works site. As
many people know, private and public uses were considered, as well as civic uses and a community center.
Draft Minutes☒
Approved Minutes☐
Approved Date:
Frauenshuh continues to evaluate the site and will engage with council this fall on development potential. An
exciting opportunity could be an art center on the south portion of the site. Mr. Anderson spoke of what kind
of facility does the City want; this could be a catalyst project and a center piece of district and a gathering place
for Edina.
Mr. Anderson showed slides of preliminary studies with1/3 public, 1/3 parking and 1/3 private development
portioning of the site. The location would be the first in the Twin Cities metro area to have ball fields on the
top of a parking structure. The lease arrangement and debt service proposed would be worked through with
City Staff.
One idea is to enter into a purchase agreement with the City and privately finance an art center built by
Frauenshuh on the south portion of site. A lease arrangement with the City would be needed to rent the
building. The City would be responsible for providing the contents of the interior space. Another option is to
include the land that would continue to be privately owned and leased by the City. Estimated cost of the project
is 8-10 million for a 20,000 sf art center with primary access off of Eden Avenue.
Commissioner Chandler offered that the space would be a great catalyst, and 20,000 sf seems like a good size.
She requested that everybody involved make it as green as possible and forward thinking as an arts building
wants to look to the future. She was curious about the parking ramp synergy with the City ramp behind Jerry’s,
asked how much is it used and are we overbuilding parking. She referenced Columbus Commons in Columbus
Ohio, with all types of programming, not just sports, but interesting active spaces.
Commissioner Hegley asked why an art center there instead of something else. Mr. Anderson replied it could be
something else, an office building, restaurant, but believed the City would appreciate a civic use for the site and
thought an art center would be perfect for the site, it would capture people from shopping, and a 20,000 sf
center, while not huge, would fit nicely in the space as 25% of the site on the south would be used for an art
center.
Commissioner Hegley mentioned self-driving cars are in the future, and spoke of his employer, the Minneapolis
Institute of Arts, or Mia, struggling to figure out their 3 decaying parking ramps.
Commissioner Rubin asked what can be done to make it look like an art center. Commissioner Chandler
offered the idea of the center being closer to the library.
B. 2017 Work Plan – Initiative #3 – Coordinate Public Art Program
Public Art Chair Cheryl Gunness led a conversation of public art and the question of what is public art versus
what is art in public places.
Commissioner Hegley stated that if we are tastemakers, making decisions about taste, we become irrelevant.
Commissioner Gunness spoke of inclusion of public art in the comprehensive plan.
Commissioner Isaacs spoke positively about the potential artist in residence program at Grandview.
Commissioner Hegley stated– Go back to the why? We have a lot of what, but why? Asking, what is the
strategy?
Chair Miller asked how public art fits in with Edina.
VII. Correspondence and Petitions
Draft Minutes☒
Approved Minutes☐
Approved Date:
None received.
VII. Chair and Member Comments
Commissioner Rubin offered a comment about a new center be pragmatic with a pleasant ambiance.
Staff Comments
General Manager Frey reported on the “200 Clay Cups” Exhibit Opening this evening.
VIII. Adjournment
Commissioner Rubin motions to adjourn with a second by Commissioner Chandler. Motion
carried.
The August 2017 Arts & Culture Commission meeting was adjourned at 6:12 p.m.
Date: September 28, 2017 Agenda Item #: V.A.
To:Arts and Culture Commission Item Type:
Other
From:Michael Frey, Art Center General Manager
Item Activity:
Subject:Edina's Grandview Green Project Information
CITY OF EDINA
4801 West 50th Street
Edina, MN 55424
www.edinamn.gov
ACTION REQUESTED:
There is no action requested on this item. Information only.
INTRODUCTION:
Katie Clark Sieben, Economic Development Project Consultant for the City of Edina, will present a PowerPoint
Presentation on the Edina Grandview Green project and take questions.
ATTACHMENTS:
Description
Edina's Grandview Green Project
The CITY of
EDINA
Grandview Green:
A Case Study for Lid Development in MN
September 2017
Katie Clark Sieben, Project Consultant
*DRAFT for Preliminary Discussion Purposes
The CITY of
EDINAToday’s Agenda
•Edina’s Grandview District
•The Grandview Green Project:
•Concept
•Feasibility Study Findings
•Five Year Vision
•The Partnership
•Next Steps
2DRAFT for Preliminary Discussion Purposes
The CITY of
EDINAWhy Grandview Green?
Reconnect neighborhoods and communities divided by Highway 100
◦Reestablishes street grids, safe pedestrian walkways and bicycle paths
◦Provides new green space for community programming and social events
Increases economic productivity:
◦Of airspace above Highway 100
◦Of land adjacent to Highway 100
Enhances sustainability practices through increased storm water
collection, potential solar installations, etc.
Serves as a case study for lid development in Minnesota
The CITY of
EDINAGreen Lid Examples
Klyde Warren Park, Dallas, TX
◦Completed 2012
◦Size: 5.2 Acres, Length 1,045’
◦Cost: $471/sq. foot
◦Attributes:
Spurred over $1 billion in private development
Reconnected districts
Improved accessibility in/out of downtown
Air quality improvement
◦Owner:
City of Dallas
Texas DOT
Klyde Warren Foundation
The CITY of
EDINAGreen Lid Examples
I-670 at Union Station, Columbus, Ohio
◦Completed: 2004
◦Area: 1.12 Acres, length 227’
◦Cost: $160/ sq. foot
Attributes
◦Mends a 40 year scar
◦Composed of three separate bridges
◦Provides 25,500 sf of leasable space
◦The previous void caused by the highway
was transformed into a seamless urban
streetscape
Owner
◦Ohio DOT
◦30 year lease with an extension to 70 years
The CITY of
EDINAMN Green Lid Outcomes
…also serves as a case study to uncover how we leverage
unused public land to spur private development!
Neighborhood Connectivity Economic Development Green Space Transportation/ Parking
Longfellow Gardens, Minneapolis x
ABC Ramps, Minneapolis x
Fort Snelling,Saint Paul x
JW Marriott at MOA,Bloomington x
Leif Erickson Park, Duluth x x
Grandview Green, Edina x x x x
The CITY of
EDINA2012 Grandview District
Development Framework
Create a place with a unique identity announced by signature elements like: an iconic ‘gateway”, a central commons, serves the neighborhood’s needs, innovative 21st century sustainability approach
Completely rethink and reorganize the District’s transportation infrastructure to: make the district accessible to pedestrians and cyclists, provide automobile friendly access to convenience retail and preserve future transit opportunities consistent with the
district’s envisioned character
Leverage public resources to make incremental value-creating changes that enhance the public realm and encourage voluntary private redevelopment consistent with the vision that improves the quality of the neighborhood for residents, businesses, and
property owners
The CITY of
EDINA2016 Grandview District
Transportation Study
Short Term Changes (0-5 Years)
◦Pedestrian crossing and intersection improvements for Vernon and Eden Avenues
◦Conversion of two off-ramps from Highway 100
◦Reconfiguration of Arcadia Avenue along former Public Works site to accommodate pedestrians and bikers
Mid Term Changes (5-15 Years)
◦Vernon and Eden Avenues converted to support bikes, pedestrians, greenspace and traffic management
◦Added infrastructure to support bicycling on Eden Avenue over Highway 100
◦Enhanced bus stops
◦New frontage road providing southbound access to Highway 100 and development parcels on west side of Highway 100
◦Improved parking
Long Term Changes (15-30 Years)
◦New pedestrian and cyclist connection over Highway 100 to City Hall
◦New frontage road providing northbound access to Highway 100 and development parcels on east side of Highway 100
◦Direct connection for high capacity transit line and new district parking on the former public works site
The CITY of
EDINAGrandview Green Feasibility Study
In summary, the May 2017 feasibility study found:
◦No major fatal flaws in the development of a green lid over limited portions of Highway 100.
◦This concept has the potential to create approximately 13 acres of new buildable land on 16 parcels.
◦The area has the potential to support 2,525 new parking spaces and an additional 2.4 million square feet in private development.
◦After completion, property tax revenue is projected to increase from approx. $2 million to $100 million.
◦The initial economic analysis predicts the public investment will realize a 348% return on investment over a fifteen year period (assumes a public investment of $37 million).
◦There is a dramatic range in the level of public investment that could be needed for this project:
$6.7 million for the construction of one lid segment (another est. $2.3 million for design, landscaping, etc.)
$70-90 million if both lid segments, new roads and off-ramps and public parking ramps are constructed
◦Several public entities could potentially be involved in this project –MnDOT, the Metropolitan
Council, Hennepin County, the City of Edina and possibly others.
The CITY of
EDINA
The CITY of
EDINA
The CITY of
EDINA
FYI, update this
graphic to show lid
is also planned for
parcel 12.
The CITY of
EDINA
FYI, update this
slide to show lid
in parcel 12
The CITY of
EDINA
The CITY of
EDINA
2017 2018 2019 2020 2021
City Engagement
Public AgencyEngagement
Community Engagement
Legislative Work
Funding and Financing
Concept Design/ Technical Studies
Development Master Planning
Detailed Design
Infrastructure Construction (Phased)
Building Construction (Phased)
Occupancy
Grandview Green
5 Year Vision
•Infrastructure Construction
Begins: 2020
•Building Construction
Begins: Mid 2020
•Occupancy Begins: 2022
LEGEND
Explore
Discover
Build
The CITY of
EDINA
The Community
Edina City Council
Edina City Staff
State & CountyPublicOfficials&
Comp Plan Taskforce
FundraisingHostCommittee(501c3?)
LocalGrandviewStakeholders
Agencies
and Commissions
The Grandview Green Partnership…
will continue to grow!
The CITY of
EDINANext Steps:
Fall 2017:
◦Roadshow Presentations for City Commissions
◦Urban Land Institute Technical Assistance Panel
◦Launch Four Exploratory Technical Studies:
Transportation
Utilities
Sustainability
Market Research
◦Community Visioning Sessions with Businesses, Neighborhoods, Schools and Churches
January 2018:
◦Grandview Green Update to Edina HRA
The CITY of
EDINA
D R A F T
September 2017
The CITY of
EDINA
D R A F T
September 2017
The CITY of
EDINAContact Information
Katie Clark Sieben
Economic Development Project
ConsultantKsieben@edinamn.gov612-655-5199
Bill Neuendorf
Economic Development Manager
Bneuendorf@edinamn.gov952-491-1143
Date: September 28, 2017 Agenda Item #: VII.A.
To:Arts and Culture Commission Item Type:
Report and Recommendation
From:Michael Frey, Art Center General Manager
Item Activity:
Subject:2017 Work Plan - Initiative #7 Action
CITY OF EDINA
4801 West 50th Street
Edina, MN 55424
www.edinamn.gov
ACTION REQUESTED:
A recommendation from the Staff Liaison would be for the Chair to request the creation of a committee of 2-4
individuals to work on the assigned sections to the Arts & Culture Commission of the Comprehensive Plan.
INTRODUCTION:
Please review the sections of the Comprehensive plan provided by the City.
ATTACHMENTS:
Description
Assist with Comprehensive Plan for the City of Edina
Board/Commission: Arts and Culture Commission 2017 Annual Work Plan Proposal Initiative #1 Council Charge ☒☒☒☒ 1 ☐☐☐☐ 2 ☐☐☐☐ 3 ☐☐☐☐ 4 Target Completion Date Budget Required (Staff Liaison) Staff Support Required (Staff Liaison) ☒ New Initiative ☐ Continued Initiative ☐ Ongoing Responsibility December 2017 None Art Center, P&R and City Staff Study feasibility of new Art Center Progress Report: Initiative #2 Council Charge ☐☐☐☐ 1 ☐☐☐☐ 2 ☒☒☒☒ 3 ☐☐☐☐ 4 Target Completion Date Budget Required (Staff Liaison) Staff Support Required (Staff Liaison) ☐ New Initiative ☐ Continued Initiative ☒ Ongoing Responsibility Ongoing None Art Center Staff Evaluate program and event offerings from the Art Center Progress Report: Initiative #3 Council Charge ☐☐☐☐ 1 ☐☐☐☐ 2 ☐☐☐☐ 3 ☒☒☒☒ 4 Target Completion Date Budget Required (Staff Liaison) Staff Support Required (Staff Liaison) ☐ New Initiative ☐ Continued Initiative ☒ Ongoing Responsibility Jan – June 2017 $10,000 Art Center & CTS Staff Coordinate Public Art Program and set guidelines for artist stipends within approved budget. Progress Report: Click here to enter text. Approved by Council 12/6/16
Initiative #4 Council Charge ☐☐☐☐ 1 ☐☐☐☐ 2 ☒☒☒☒ 3 ☐☐☐☐ 4 Target Completion Date Budget Required (Staff Liaison) Staff Support Required (Staff Liaison) ☒ New Initiative ☐ Continued Initiative ☐ Ongoing Responsibility December 2017 None Art Center Staff Explore feasibility of traveling art exhibitions outside of the Edina Art Center. Progress Report: Click here to enter text. Initiative #5 Council Charge ☐☐☐☐ 1 ☐☐☐☐ 2 ☐☐☐☐ 3 ☒☒☒☒ 4 Target Completion Date Budget Required (Staff Liaison) Staff Support Required (Staff Liaison) ☐ New Initiative ☒ Continued Initiative ☐ Ongoing Responsibility February 14, 2017 $2,000 Art Center & CTS Staff Rockin’ Hollywoods – Valentine’s Day Event Progress Report: Click here to enter text. Initiative #6 Council Charge ☐☐☐☐ 1 ☐☐☐☐ 2 ☒☒☒☒ 3 ☐☐☐☐ 4 Target Completion Date Budget Required (Staff Liaison) Staff Support Required (Staff Liaison) ☒ New Initiative ☐ Continued Initiative ☐ Ongoing Responsibility December 2017 None Art Center Staff and CTS Staff Evaluate and make recommendations for the best way to advertise and promote Arts and Culture events in the greater Edina community. Progress Report: Approved by Council 12/6/16
Initiative #7 Council Charge ☐☐☐☐ 1 ☒☒☒☒ 2 ☐☐☐☐ 3 ☐☐☐☐ 4 Target Completion Date Budget Required (Staff Liaison) Staff Support Required (Staff Liaison) ☒ New Initiative ☐ Continued Initiative ☐ Ongoing Responsibility December 2017 None Art Center Staff Assist as requested with the development of the City’s new Comprehensive Guide Plan. Progress Report: Click here to enter text. Parking Lot: (These items have been considered by the BC, but not proposed as part of this year’s work plan. If the BC decides they would like to work on them in the current year, it would need to be approved by Council.) Commission recommended elimination of dance and theater initiatives from previous year’s work plan. Proposed Month for Joint Work Session (one time per year, up to 60 minutes): October/November Council Comments: Approved by Council 12/6/16
Date: September 28, 2017 Agenda Item #: VII.B.
To:Arts and Culture Commission Item Type:
Report and Recommendation
From:Michael Frey, Art Center General Manager
Item Activity:
Subject:2018 Work Plan - Create 2018 Work Plan for Arts &
Culture Commission
Action
CITY OF EDINA
4801 West 50th Street
Edina, MN 55424
www.edinamn.gov
ACTION REQUESTED:
The action requested is to create the 2018 Arts & Culture Commission Work Plan.
INTRODUCTION:
The Arts & Culture Commission 2018 Work Plan was due September 20, 2017 to MJ Lamon, Project
Coordinator. The Commission has received an extension to complete the 2018 Work Plan by Thursday,
September 28, 2017. The Staff Liaison will compile the Commissioners initiatives and submit the 2018 Work
Plan to the Project Coordinator.
Please use the 2018 Work Plan template, attached. Thank you.
ATTACHMENTS:
Description
Template - 2018 Arts & Culture Commission Work Plan
Charge 1Study and Report- Commission is asked to study a specific issue or event and report its findings to City Council.- Advisory Communication required / staff report optional.- No vote is taken by the Board or Commission.- No official Commission recommendation is provided to the City Council. Charge 2Review and Comment- Commission is asked to review a specific policy issue and to seek comments from each individual member of the group to pass on to City Council for further consideration. - Member comments will be included in the Staff Report (optional Advisory Communication can be included with the staff report).- No vote is taken by the Commission.- No official Commission recommendation is provided to City Council.Charge 3Review and Recommend- Commission is asked to review a specific policy issue and to issue a recommendation on the issue to the City Council.- Individual member comments are not included in the Staff Report (optional, BC can include an Advisory Communication with the staff report).- A majority vote is necessary for a recommendation to be formally submitted to City Council.Charge 4Review and Decide- Commission is asked to study, review, and decide on an issue.- The group’s decision will be the City’s official position on the matter unless the issue is formally considered and reversed by a majority vote of City Council.Commission Work Plan Instructions Updated 2017.05.24 Instructions: Each section with a white background should be filled out. Do not fill out council charge. Scott will complete this section with his proposed charge to the Council. Liaisons are responsible for completing the budget and staff support columns. List initiatives in order of priority Definitions New Initiative – not on previous work plan and has completion date Continued Initiative – carried over from a previous work plan with a revised target completion date Ongoing Responsibility – annually on the work plan and may or may not have a target completion date Parking Lot – initiatives considered by not proposed as part of the work plan. Not approved by Council EVENT Initiatives – if it is an annual event list the initiative as ongoing. It if is a new event list the items as a new initiative. Dates Return proposed work plan to MJ by September 20, 2017 The Annual work plan meeting with Council is October 3, 2017 – Chairs present Finalize work plans works session with Council is November 8, 2017 – Liaisons present Work Plans should be approved by Council by December 5, 2017
Commission: Arts and Culture Commission 2018 Annual Work Plan Proposal Initiative # Council Charge (Proposed Charge Completed by CM) ☐☐☐☐ 1 (Study & Report) ☐☐☐☐ 2 (Review & Comment) ☐☐☐☐ 3 (Review & Recommend) ☐☐☐☐ 4 (Review & Decide) Target Completion Date Budget Required (Staff Liaison) Staff Support Required (Staff Liaison) Initiative Type ☐ New Initiative ☐ Continued Initiative ☐ Ongoing Responsibility ☐ Funds available Funds are available for this project. ☐ Staff Liaison: Hrs____________ ☐ CTS (including Video) ☐ Other Staff: Hrs_____________ ☐ Funds not available There are not funds available for this project (explain impact of Council approving initiative in liaison comments). Liaison Comments: Click here to enter text. City Manager Comments: Click here to enter text. Progress Report: Click here to enter text. Parking Lot: (These items have been considered by the BC, but not proposed as part of this year’s work plan. If the BC decides they would like to work on them in the current year, it would need to be approved by Council.) Proposed Month for Joint Work Session (one time per year, up to 60 minutes): ☐ Mar ☐ April ☐ May ☐ June ☐ July ☐ Aug ☐ Sept ☐ Oct ☐ Nov Council Comments:
Date: September 28, 2017 Agenda Item #: VII.C.
To:Arts and Culture Commission Item Type:
Report and Recommendation
From:Michael Frey, Art Center General Manager
Item Activity:
Subject:2008 CP - Parks, Open Spaces and Natural
Resources
Action, Information
CITY OF EDINA
4801 West 50th Street
Edina, MN 55424
www.edinamn.gov
ACTION REQUESTED:
Please provide input on the following chapter of the 2008 Comprehensive Plan for the City of Edina: Parks,
Open Space and Natural Resources.
INTRODUCTION:
ATTACHMENTS:
Description
2008 Comprehensive Plan - Parks, Open Spaces and Natural Resources
PPPPaaaarrrrkkkkssss,,,, OOOOppppeeeennnn SSSSppppaaaacccceeee,,,, aaaannnndddd NNNNaaaattttuuuurrrraaaallll
RRRReeeessssoooouuuurrrrcccceeeessss
Edina Comprehensive Plan Task Force
September 2017
Parks, Open Space, and Natural Resources: Main Ideas
• Preservation of natural resources
• Restoration of natural resources
• Create greenways to tie park system components together to form a more cohesive park
environment.
• Improving water quality
• Coordination with agencies (Nine Mile Creek and Minnehaha Creek Watershed Districts) to support
efforts to create, protect and preserve wetland areas and restoration projects that improve shoreline
stabilization, establish and maintain environmentally sound shoreline buffer zones and other water
quality best practices projects.
• Compliance with the established “Surface Water Quality Plan.” This Comprehensive Plan also
addresses the community’s strong desire to create
Parks, Open Space, and Natural Resources: Trends and Challenges
National Standards:
The National Park and Recreation Association (NRPA) periodically publishes “Park and Open Space
Standards and Guidelines” for municipal park and recreation agencies to assist in comprehensive
planning. The NRPA suggests that the “national standards” be used only as a benchmark guideline
because each community has its own unique profile in regards to demographics, total acreage, terrain,
climate and a host of other affecting factors. Nonetheless, Edina currently exceeds the national standard
guideline for acres per 1,000 residents.
The NRPA.suggests a national standards guideline of 25 acres per 1,000 residents. This standard would
include all local, County, and State-owned property within the community. Edina has no county, state or
federal parklands. The City’s 1,565 total park and open space acreage computes to 32 acres per 1,000
residents (based on the 2010 census population of 47,941). The NRPA also suggests that each
community should devote 10% of the total area of a city to park and open space. Edina has a total of
10,240 acres of which 1,565 acres are park and open space. Thus, 15.3% of Edina’s land area is currently
devoted to park and open apace.
Regional Parks:
All 1,565 acres of park land and open space are owned and maintained by the City. There are however
regional public parks and facilities in the Twin Cities area that serve Edina residents. For example, Three
Rivers Park District owns and maintains regional parks, such as Bryant Lake Regional Park in Eden
Prairie, Hyland Lake Park Reserve in Bloomington and 16 other regional parks within the Three Rivers
Park District.
These regional parks offer a variety of recreation opportunities, some of which are not available in Edina
but are within a reasonable driving distance. For example, Three Rivers Park District parks offer
snowmobiling, horseback riding, boating, archery, camping, canoeing, downhill skiing, nature centers and
historic farm facilities. As we plan for development of future park facilities, it will be important to be
mindful of existing public park and recreation facilities throughout the Twin Cities area so as not to
unnecessarily duplicate services.
To the north, the Minneapolis Park Board offers miles of trails for walking, running and biking around its
chain of lakes and the Grand Round trail system. As stated later in this Chapter, it is the goal to make trail
connections to give Edina residents access to the Minneapolis Park Board’s Grand Rounds trail system
and the Three Rivers Park District’s Cedar Lake LRT Regional Trail.
The 2030 Regional Parks Policy Plan adopted by the Metropolitan Council in June 2005 is the
metropolitan system plan for regional recreation open space. The 2030 Regional Parks Policy Plan does
not involve acquisition or development of any land for park purposes in Edina with the exception of the
two following regional trails:
• South Hennepin Regional Trail-West
• Nine Mile Creek Regional Trail
Natural Resource Areas:
The NRPA defines Natural Resource Areas as lands set aside for preservation of significant natural
resources, remnant landscapes, open space, and visual aesthetics/buffering. These lands consist of:
Individual sites exhibiting natural resources.
Land that is unsuitable for development but offers natural resource potential. (Examples
include parcels with steep slopes, and natural vegetation, drainage-ways and ravines,
surface water management areas (man-made pond areas, and utility easements).
Protected lands, such as wetlands/lowlands and shorelines along waterways, lakes, and
ponds.
All natural resource open space areas were inventoried and categorized as follows:
(Quadrants were determined by the two dividing highways in Edina: TH 62 and TH 100).
NORTHWEST QUADRANT ACREAGE
Nine Mile Creek Right of Way 148.15
Lincoln Drive Floodplain 17.16
Division Street Storm Water Drainage 18.14
Moore Property (Melody Lake) 4.96
Normandale Rd. (NW Benton & Hwy 100) 2.14
Garden Park Addition 6.70
Glenbrae & Ayrshire 4.30
Krahl Hill 7.75
Pine Grove Rd. (S and E of dead-end) 4.39
NORTHEAST QUADRANT
Littel & Lynn Avenue .46
W. 41st Street and Lynn Avenue 3.10
Minnehaha Creek Right of Way 22.88
Townes Road 1.00
SOUTHWEST QUADRANT
Nine Mile Creek Right of Way 9.75
Cahill School Backlot 11.05
NE of High School & S of Crosstown 37.29
Dewey Hill Ponds 48.00
Limerick Dr. (dead end W of RR) 3.90
SOUTHEAST QUADRANT
Bristol & Mavelle 1.01
Total Natural Resource Acres 352.13
City Parks:
A Mini park is characterized by a size of approximately 2 acres or less and is designed to serve
primarily the needs of pre-school age children, although it may provide facilities designed to serve the
recreation needs of other age groups. Edina’s Mini-Parks typically do not have scheduled athletic
facilities. Mini parks are typically used to address limited or isolated recreational needs. Service Area -
¼ Square Mile.
Neighborhood Parks - 12 Parks - 112.85 Acres
Neighborhood parks are designed to serve primarily the needs of children six to fourteen years of age.
Tennis courts, softball diamonds, basketball and ice skating facilities are commonly provided in
neighborhood parks. Some of Edina’s neighborhood parks have one or more scheduled athletic facilities,
such as outdoor hockey rinks and/or fields for soccer, football, baseball and softball. Neighborhood parks
typically range in size from approximately two acres to twenty acres. Service Area = 1 Square Mile.
Park Address Size Quadrant
Alden 6750 Belmore Lane 5.12 Acres NW
Arden 5230 Minnehaha Blvd. 17.75 Acres NE
Cornelia School 7124 Cornelia Drive 10.75 Acres SE
Countryside 6240 Tracy Ave. 9.01 Acres NW
Fox Meadow Blake Rd. & Fox Meadow Ln. 3.84 Acres NW
Heights 5520 W. 66th Street 4.00 Acres SW
Normandale 6501 Warren Ave. 10.06 Acres SW
Strachauer 6200 Beard Ave. 4.50 Acres NE
Utley 50th & Wooddale Ave. 5.73 Acres NE
Wooddale W. 50th & Wooddale Ave. 4.70 Acres NE
Yorktown W. 73rd & York Ave. 3.42 Acres SE
Todd Park 4429 Vandervork Ave. 33.97 Acres NW
Community Playfields – 8 Parks - 253.68 Acres
Community playfields typically range in size from approximately 20 to 60 acres. These parks are
designed to provide facilities for diverse recreational activities for young people and adults, although a
section is also typically set aside for smaller neighborhood children. All of Edina’s Community Playfields
have one or more scheduled athletic facilities, such as outdoor hockey rinks and fields for soccer, football,
baseball and softball. Service area - 9-16 square miles.
Park Address Size Quadrant
Birchcrest 6016 Hansen Rd. 1.61 Acres NW
Browndale 4510 Browndale Ave. .82 Acre NE
Chowen 5700 Chowen Ave. .93 Acre NE
Grandview Square 5213 Grandview Square .60 Acre NW
Kojetin 4201 W. 44th Street 2.69 Acres NE
Lake Edina 4400 Parklawn Ave. 3.10 Acres SE
McGuire W. 69th & McGuire Rd. 2.00 Acres SW
Melody Lake
Sherwood
5501 Melody Lake Dr.
Sherwood Rd. & Edenmoor
4.18 Acres
1.53 Acres
NW
NW
St. Johns W. 60th & St.Johns Ave. .94 Acre NE
Tingdale W. 59th & Tingdale Ave. .67 Acre NW
York Park 5448 York Ave. 2.05 Acres NE
Park Address Size Quadrant
Creek Valley W. 64th & Gleason Road 10.00 Acres SW
Garden 5520 Hansen Road 18.74 Acres NW
Highlands 5200 Doncaster Way 44.05 Acres NW
Lewis Dewey Hill & Cahill Road 21.04 Acres SW
Pamela 5900 Park Place 62.00 Acres NE
Van Valkenburg 4935 Lincoln Drive 41.76 Acres NW
Walnut Ridge 5801 Londonderry Road 44.24 Acres NW
Weber 4115 Grimes Ave. 11.85 Acres NE
Community Parks - 4 Parks - 549.05 Acres
The community park is usually a large park of more than 100 acres, or a smaller park containing special
community facilities.
Park Address Size Quadrant
Braemar SW Corner of Edina 500.00 Acres SW
Centennial Lakes 7495 France Avenue 25.00 Acres SE
Kenneth Rosland 4300 West 66th Street 22.05 Acres SE
Edinborough 7700 York Avenue South 2.00 Acres SE
Special Purpose Parks - 7 Parks - 277.11 Acres
The special purpose park provides a single or specific form of recreation. Service Area is city-wide
Inventory Summary
PARK TYPE ACRES
Natural Resource Areas (19 areas) 352.13
Mini-Parks (12) 21.12
Neighborhood Parks ( 12) 112.85
Community Playfields ( 8) 253.68
Community Parks (4) 549.05
Special Purpose Parks (7) 277.11
Total Parklands & Natural Resource Areas 1,565.94
Park Address Size Quadrant
Arneson Acres 4711 West 70th street 15.00 Acres SE
Bredesen Vernon Ave. & Olinger Blvd. 206.00 Acres NW
Richards Golf Course 7640 Parklawn Ave. 39.65 Acres SE
Southdale Gateway SE Corner of Edina 9.97 Acres SE
Tupa 4918 Eden Avenue 1.00 Acre NE
Williams West 50th & Browndale .34 Acre NE
Grandview Square/ 5280 Grandview Square 5.15 Acres NW
Senior Citizen Center
OTHER MAINTAINED GRASS AREAS
Plazas, Triangles, and circles 5.00
Storm Water and Drainage Areas 60.00
Parklands and Natural Resource Areas 1,565.94
Total Parks, Natural Resource & Other Areas 1,630.94
Parkland and Natural Resource Areas Acreage Summary
The following are parkland acreage totals per park classification:
COMPONENT
CHARACTER
SVC AREA
# OF
PARKS
TOTAL
ACREAGE
Natural Resource
Areas
Vary in size
Varies
19
352.13
Mini-Parks
Less than 2 acres
¼ sq.mi.
12
21.12
Neighborhood Parks
Serve children
1 sq.mi.
11
78.88
ages 6-14
Community
Playfields
Serve recreational
needs of young
people and adults
9-16 sq.mi. 9 287.65
Community
Parks
Large parks in excess
100 acres. Serve pre-
school
-adult active and
passive recreational
pursuits
4-16 sq.mi. 4 549.05
Special Purpose
Parks
Provide a special
form of recreation
City Wide 7 277.11
Total Parkland & Natural Resource Areas 62 1,565.94
Community Attitude and Interest Citizen Survey (“Needs Assessment Survey”)
The City has a very comprehensive and continually progressive park system that serves the leisure needs
of residents of all ages and abilities. A Community Attitude & Interest Citizen Survey (herein referred to
as the “Needs Assessment Survey”) was conducted in 2006. The Needs Assessment Survey was mailed to
a random sample of 3,000 households in the City in September 2006. 865 surveys were completed and
returned by the deadline. 91 percent of respondents indicated that they had visited an Edina park during
the past year. 97 percent rated the level of maintenance as either excellent or good. The facilities used by
the highest percentage of respondent households were Centennial Lakes Park, Edinborough Park,
Braemar Golf Course, Bredesen Park walking or biking trail, and the Edina Aquatic Center.
Based on the results of that survey, 77 percent of respondents are either very satisfied or somewhat
satisfied with the overall value their household receives from the City. 11 percent of respondents
indicated “neutral,” and 8 percent said “don’t know.” 88 percent of respondents indicated that they were
either very satisfied or somewhat satisfied with the number of Edina parks. 93 percent were either very
satisfied or somewhat satisfied with the maintenance of the parks.
The Needs Assessment Survey results repeatedly show the community’s strong support and desire for
more walking and biking trails throughout the park system. In cooperation and collaboration with
neighboring communities and Three Rivers Park District, Edina’s goal is to create north/south and
east/west corridor trails that connect with neighboring communities and ultimately the greater regional
trail system. The plan will be to further pursue the development of the “Nine Mile Trail,” which is the
east/west corridor across Edina from Richfield to Minnetonka. The plan will also be to work with the
Bike Edina Task Force, Three Rivers Park District and cities to the north and south to plan and develop a
north/south corridor that connects with the greater regional trail system as called out in the 2030 Regional
Parks Policy Plan.
The Needs Assessment Survey results also indicate residents’ strong desire to support the maintenance of
parks. Residents recognize the value and importance of maintaining existing park lands and
infrastructure. As the City develops more infrastructure within the park system, it should be mindful of
the importance of planning for adequate resources to maintain parks at a level that meets or exceeds
residents’ expectations.
Trends Influencing the Planning Process
There are a number of trends listed below that will influence the park and recreation planning process of
the future. In this post-industrial age of rapid change, constant monitoring will be required to develop a
keen awareness of the global and local trends that are shaping the world and this community. The City
will need to continually provide sensitive and appropriate responses to changes in social, demographic,
technological, economic, political and environmental trends. The magnitude of these changes will
demand flexibility in planning practices to appropriately respond to rapidly changing needs.
Demographic Trends:
Although Edina’s overall population is expected to increase only a modest 3 percent over the next 20
years, residents aged 65 years and older are projected to increase by over 100 percent from 2005 to 2030.
The projected increase in population of those under the age of 20 by the year 2050 is expected to be only
1.3 percent, the number of residents ages 21-44 is projected to decrease by 2 percent and the number of
residents ages 45-64 is projected to increase by 5.4 percent. The projected 102.5 percent increase (in
Hennepin County) in the 65+ age group by the year 2030 will significantly impact the need for more
recreational services for seniors. Trends suggest that seniors will live more active lifestyles in the future.
Therefore, there will be an increased demand for even more trails and recreational opportunities for
seniors. There will be a greater emphasis on mobility by non-vehicular transportation for that age bracket,
including walking and biking.
Nation-wide Trends:
According to the National Recreation and Park Association (NRPA) and the American Academy for Park
and Recreation Administration, the following are emerging trends that are evident in many communities
across the country. NRPA suggests that the implications of these trends on public parks and recreation
will be profound, affecting every facet of systems planning and the delivery of services. The following is
an abbreviated list of identified national trends, some of which may be evident in Edina.
Those trends that do affect Edina will likely have an effect on the future planning and delivery of parks
and recreation services in Edina.
Environmental Trends:
Disappearing resources – significant open spaces and natural habitats, original landscapes,
wetlands and natural drainages, ancient forests, water and energy resources, remnant landscapes.
Reduction of pollution and waste; recycling.
Environmentally sensitive lifestyles – low impact, non-consumptive use (walking, bicycling) and
increased aesthetic appreciation.
More environmentally sound practices and habits – reduced and modified use of pesticides and
herbicides.
NIMBY and no growth attitudes – “not in my back yard” resistance to change, growth,
development.
Natural areas management – maintaining and reclaiming natural values and open spaces.
The Greenhouse effect – may disrupt some regional economies within 10-20 years.
Federal water quality mandates – natural drainage systems become more important as urban
waterways and wetlands are protected.
Social Trends:
Increased crime and violence – domestic violence, gangs, violence in schools and other public
places, drugs, vandalism, racial tension.
Increased numbers of children at risk – child abuse and neglect, teen pregnancies, suicides, family
instability, loneliness, alienation, rebelliousness, substance abuse.
Change-related stress – economic, social and technological change continues in 21st Century, at
rates creating stress.
People empowerment – opportunities for building community and social bonding, neighborhood
watch, community policing.
Citizen participation – involvement of “stakeholders” in public planning and decision-making;
planning with, not for people.
Social service networking – organizing community resources to attack complex social problems.
Increasing concerns for personal and family safety.
Major public health issue – continuing AIDS epidemic, STDs, etc.
Increased importance of wellness activities.
Desire to preserve and maintain cultural heritages.
Volunteerism – making more effective and efficient use of volunteers
Economic Trends:
Reduced discretionary or leisure spending.
Increasing public costs – associated with health, social services, environmental protection and
clean-up, aging infrastructure.
Increasing labor and energy costs – consuming higher percent of budgets.
Tax limitation measures – reduction in and/or caps on revenue traditionally used to support public
programs (education, recreation, etc.).
Increase in national poverty rate.
Leisure services provided by multiple providers – private and non-private sectors.
More partnerships – doing more with less in conjunction with others.
Recognition of economic value of parks, open spaces, and amenities in infrastructure.
Technological Trends:
Technological change – rapid pace will continue.
Easing of the effects of aging.
Advances in information technology – making products, services and information more
accessible and targeted.
Increased contact with computers.
Information technology will blur distinction between work and home.
Increased media maladies – information overload, privacy, objectionable material, distorted
reality.
More public meetings aired on public/access cable television – more education on issues and
services.
Greater energy costs shaping technology – smaller cars and multi-modal transportation systems,
more efficient buildings.
Trends in Urban Patterns:
Increased urban sprawl – located primarily along major transportation corridors and mass transit
routes.
Greater “in-fill” development – lands considered marginal will be upgraded for new
development, increasing density in the urban core.
Revitalizing and retrofitting downtowns, industrial plants and commercial centers – amenities
included to make them more marketable – mixed use development
Increasing importance of amenities – recognized as essential for maintaining competitiveness.
Historic preservation – valuing heritage resources as treasures.
Continued gentrification – caused by increasing land values in central city areas.
Affordable housing – community mandates and improved technology.
Increased traffic congestion – placing more emphasis on mass transit and transportation options
using existing open space.
More political pressure for urban growth management – balancing sustainable future.
Growth of partnerships – public and private partnering to address complex urban needs.
Implication of Trends on Parks, Recreation, Natural Resource Areas, and Greenway Planning:
NRPA suggests that the above listed trends will have a significant impact on the planning, design, and
delivery of parks and recreation programs, facilities and services. NRPA suggests that the following
defines some of these impacts:
Greater focus on benefits-driven needs assessments which link planning decisions more directly
to community values and goals.
Greater emphasis on comprehensive open space planning and preservation, including broader
definitions of open space and green space.
More greenway planning along urban waterways and other corridors, supporting flood plain
management, fish and wildlife habitat protection, water quality enhancement, off-street
bikeways and pathways, aesthetic amenities and passive recreation. More emphasis on bio-
filtration of storm water run-off using natural drainage systems.
More protective measures for wetlands, waterways and uplands in natural resource planning.
Increasing importance of recreation and open space contributing to more walkable, livable and
sustainable communities.
Merging of recreation, open space and transportation goals, especially multi- modal systems.
More stakeholder involvement, as in adopt-a-park projects, park stewardship committees, friends-
of-the-park groups, park watch and other forms of community volunteering.
The legitimization of parks and open spaces as part of the urban land use planning and
development process.
Greenspaces contributing to downtown and neighborhood revitalization.
More collaboration between parks and schools through joint acquisition, development and use of
lands, and joint construction and use of facilities.
Prevention recreation – recreation, parks and open spaces as antidote for social problems.
Joint use of utilities for linear connectors, pathways and bikeways.
Collaboration among providers – partnering and cooperation between public, private and
nonprofit sectors in leisure delivery, especially social service agencies.
Pressure to increase capacity and infrastructure of existing parks and facilities; concern for
adequate maintenance.
Parks, Open Space, and Natural Resources: Goals and Policies from the
2008 Comprehensive Plan
The Overall Goal of the Edina Park and Recreation Department is to do its part in further developing,
preserving, and maintaining the City of Edina's parks, recreation programs and resources as a premier and
comprehensive park and recreation department in the Twin Cities area.
Parkland and Open Space
Background
The City is 100 percent developed. Therefore, the City is no longer actively acquiring additional property
to develop as park land or open space. However, it plans to retain all of the current publicly owned park
land and consider any additional property that may be offered in the future as potential additional park
property. For example, the Grandview Square development resulted in a one-acre park nestled in the
center of a mixed developed site that includes offices, condominiums, library and senior center.
Other successful mixed-use developments have been created at Centennial Lakes Park and Edinborough
Park. As Edina approves future redevelopment projects that result in more population density (both
commercial and residential), there will be a demand for additional park land, open space and additional
recreational opportunities to serve that growing population. These newly created park lands and open
spaces should ideally be connected via greenway to other existing parks and trails to create connections
throughout the park system. Edina’s population is projected to grow 3 percent in the next 20 years, which
will likely demand more park land and open space. As these opportunities arise, each new development
should be studied on a case by case basis, with specific solutions determined by factors including whether
the population increase is commercial and/or residential, as well as the age/lifestyle of the new residents
or workers.
Goals
1. Continue to devote a minimum of 15 percent of Edina’s land area to parkland and open space in the
future.
2. As commercial and residential population density increases due to redevelopment, provide
additional parkland and/or open space, or connections to nearby parks, as needed, or facilitate the
connection of new private facilities to the public system.
3. Maintain existing parks and facilities in a fashion that maintains Edina as a premier place
for living, learning, raising families, and doing business.
4. Retain, maintain, and protect and preserve all park and open space property currently owned
by the City.
5. Acquire additional park and open space land as more private land may become available for
public acquisition.
Policies
1. Do not sell any park and/or open space property currently owned by the City of Edina. An
exception to this policy might include a property exchange for land of equal or greater value that is
determined to be in the best interest of the community.
2. Study the feasibility of acquiring additional park and open space property within the City limits as
it may come available for public ownership.
3. Study the feasibility of acquiring or leasing additional property outside the City limits not greater
than a five mile radius of the City limits for athletic field purposes.
4. Study the feasibility of partnering with surrounding communities to gain priority access to
additional property within five miles of the City limits for athletic field purposes.
5. As population density increases (commercial and/or residential), secure additional property as
needed for park land and/or open space to serve that population. Every effort will be made to create
additional trails and greenways to connect these new park lands and open spaces to existing trails,
greenways and other existing parks.
6. When seeking additional park land and/or open space to accommodate increased population
density, explore and consider all opportunities and options available to acquire additional park land
and/or open space. For example, the City will entertain the options of easements, joint uses,
purchases, partnerships, leases and donations to acquire and develop additional park lands and/or
open space.
7. Consider the purchase of additional potential park and/or open space acreage if and when future
opportunities arise. However, each opportunity will be judged on its individual merit and value to
the total Edina Park Systems. Special consideration will be given to parcels which are currently
owned by a public or quasi-public entity other than the City of Edina, or privately owned, and
currently serve in a open space or parkland capacity.
8. When considering land dedication or cash in lieu of land in the future, strongly consider “the
Platting Ordinance Guidelines”, which applies to Edina Ordinance No.810. More commonly
known as Edina’s Park Developers Fund, this is not anticipated to be a significant source of
funding in the future for park development, acquisition or renovation simply because Edina is
essentially fully developed.
9. Consider the creation of a “Redeveloper’s Fund,” to create a source of funding for park
development, acquisition, or renovation from the redevelopment of land to new uses and/or to
higher densities
Natural Resources Conservation and Management
Background
Over the past decade, residents of the Twin Cities metropolitan area and nation-wide have shown an
increased interest in the preservation and restoration of open space and unique natural areas. Consistent
with national trends, Edina residents have voiced a strong interest in the protection and restoration of
Edina’s natural resources. The community wants to examine ways to better restore native landscaping
and maintain native vegetative buffers along the riparian corridors of Minnehaha Creek and Nine-Mile
Creek, and the small lakes in Edina, to maintain and improve water quality, and to provide more and
higher quality habitat for birds and wildlife.
Goals
1. Establish a scientifically-based Natural Resources Conservation and Management Plan to identify,,
restore and/or protect natural resources and native wildlife habitat. The primary reason to restore
and/or protect natural resources is to sustain their ecological integrity and functions and protect the
health and safety of the public. Natural resource areas shall include prairies, woods and wetlands.
The Water Resources Management Plan is addressed under the Water Resources section of this
Comprehensive Plan.
2. Ensure that Edina’s development regulations include provisions for protection of the shorelands of
those sections of Minnehaha Creek and Nine-Mile Creek within Edina, and for the shorelands of the
lakes within Edina.
3. Identify a master landscape plantings plan for all Edina parks, which is the final phase of park
development that has yet to be completed.
4. Conserve, and replace as necessary, Edina’s urban forest to ensure the long- term vitality and
viability of this integral part of Edina’s overall identity and attractiveness.
Policies
1. Conduct a resource inventory and assessment to identify Edina’s prairies, woods and wetlands and
produce a landscape comprehensive resource map. Conduct a woodland survey, resource
assessment and production of a landscape comprehensive resource map to assess ecological
functions. This survey and resource assessment is intended to identify rare plant and animal species,
and exotic non-native plant species assessment. The assessment can also include other important
information such as soil types, existing infrastructures, and areas of significant historical and
cultural values.
2. Once a resource inventory assessment is completed, establish a Natural Resources Conservation and
Management Plan. At that time, natural resource management policies will be proposed and
adopted. For example, exotic or invasive plants may be controlled to protect native habitats for the
health and safety of the public.
3. Identify what and where additional landscape plantings are desired for each park. This master plan
of landscaping would be addressed on an annual basis.
4. Continue to carry out all Minnesota state mandates for shade tree disease control and
noxious weed control.
5. Create a program for maintaining trees throughout the City, and replacing them as necessary,
6. Work closely with the Energy and Environment Commission to embrace and utilize volunteer
service that provides valuable resident input and advice on natural resource conservation and
management plans.
7. Seek State and Federal grant funding to assist with financing the resource inventory
process.
8. Do not sell any park and/or open space property currently owned by the City. An exception to this
policy might include a property exchange for land of equal or greater value that is determined to be
in the best interest of the community.
Wildlife Management Plan
Background
Edina is home to a variety of wildlife, some of which make Edina their home year around and other
wildlife that migrate in and out of Edina. Wildlife is more often than not viewed by residents as an
asset to community and a wonder of nature for park users to view and enjoy. In some cases, wildlife
poses a threat to public safety and in some cases wildlife may be considered a nuisance to park users
and traffic.
In managing wildlife, the focus is to manage habitat for wildlife and, when necessary, target specific
wildlife species for removal. The Natural Resources Conservation and Management Plan will help
identify any rare animals that may require additional attention to provide better habitat protection. The
Natural Resources Management Plan will identify specific plants for wildlife needs. The Wildlife
Management Plan defines an appropriate population target and management process approved by state
and/or federal government agencies.
Goals
1. Maintain existing wildlife sanctuaries and create new ones where appropriate to protect significant
plant communities and associated wildlife from the impacts of human activity.
2. Manage animal and bird populations that are considered to be a threat to public health or safety; or
considered hazardous to the environment and/or infrastructure; or create an unacceptable public
nuisance that could result in financial or social hardship if not controlled.
3. Continue to improve shoreline fishing opportunities for the public.
Policies
1. The City of Edina will continue to work with the Minnesota Department of Natural Resources to
maintain a healthy herd of 40 to 60 deer (or as otherwise directed by the Minnesota DNR) within
the City of Edina. Professional contractors or trained City staff will be used to assist with deer
control and the City will continue to support aerial deer count surveys during the winter months to
assess the size of the City’s deer herd.
2. The City of Edina plans to continue to control geese populations in targeted park settings where
their presence can create a threat to public health and/or an unacceptable public nuisance. As a
federally protected migratory waterfowl, geese are difficult to control in an urban setting. The City
will continue to use a dog as a means of forcing geese off of golf courses. The City will also
continue to engage a professional contractor to round-up geese throughout targeted areas in the City
during the goose molting season.
3. The City of Edina will continue to control other animal species (especially beaver) that are
considered harmful to the environment, the general public and/or the watershed. Beaver can disrupt
the flow of storm water, cause flooding, and need to be removed.
4. The City of Edina will continue to work closely with the Minnesota Department of Natural
Resources Fisheries Division to enhance shoreline fishing opportunities for the public, which
includes stocking of game fish, improving habitat and water quality for game fish, offering
Minnesota DNR shoreline fishing programs and supporting educational opportunities for the public
to learn more about fishing.
Walking and Biking Trails Pathways Plan
Background
The 2006 Community Attitude and Interest Citizen Survey clearly showed that the most important
amenity requested by residents is walking/biking trails. One question in the survey asked; “Which Parks
and Recreation Services Do You Think Should Receive the Most Attention from City of Edina Officials
over the Next TWO Years?” The results were:
54% Maintenance of Edina parks
53% Number of walking/biking trails
16% Number of nature conservation areas
14% The City youth programs
13% Number of Edina parks
12% Quality of outdoor athletic fields
9% Quality of indoor athletic fields
8% Quality of outdoor swimming pools
8% Availability of info about Edina programs/facilities
8% Quality of programs/facilities for adults age 55+ 6%
The City adult programs
6% Fees charged for recreation programs
Residents were also asked to identify their top three choices that they are most willing to fund with
additional tax dollars; and the results were:
66% develop walking and biking trails
42% develop a new indoor recreation center 21% develop outdoor athletic fields for sports
21% aggressively remove buckthorn from city parks 19% develop new indoor sports facility for
games, etc.
17% develop a new outdoor dog exercise park
13% develop new outdoor artificial hockey rink 5% other
The survey also asked for reasons that residents would use walking and biking trails in the City of Edina.
The results were:
84% for exercise and fitness
84% for enjoying outdoors/nature
25% for transportation
7% would not use trails
Goals
1. Maintain existing walking/biking trails.
2. Develop additional walking/biking trails within each of Edina’s parks wherever appropriate and
desired and maintain existing trails at a level that meets or exceeds residents’ expectations.
3. Create connectivity between Edina’s individual interior trails and regional trails that connect
Edina’s parks to neighboring community trails and particularly trails that are part of the greater
regional trail system.
Policies
1. With extensive input from residents, review each park for potential development of new
walking/biking trails within the park.
2. Continue to work with the Bike Edina Taskforce and Public Works staff to implement the new bike
pathway master plan for the City of Edina. The objective is to identify the best routes for connecting
existing and future internal park trail systems, as well as to identify the most appropriate routes for
links to regional trails that will connect to neighboring community trails.
3. Continue to work closely with Three Rivers Park District and neighboring communities to
develop a comprehensive trail system that connects to the greater regional trail system.
4. Acquire easements and purchase property where needed and available to develop future greenways
that connect Edina’s parks and connect to neighboring community trails and ultimately the greater
regional trail system, such as the Southwest LRT and the Minneapolis Grand Round.
5. Do not sell any park and/or open space property currently owned by the City of Edina. An
exception to this policy might include a property exchange for land of equal or greater value that is
determined to be in the best interest of the community.
6. Study parking needs and feasibility as part of the development of a comprehensive
trail system.
7. Add new internal park walking/biking trails to the park system as funding becomes
available under the capital improvement plan.
8. Maintain existing trails on a regular basis to keep them safe and user friendly
Park Maintenance and Aging Infrastructure Renovation and Replacement Plan
Background
The Community Needs Assessment showed that, of all park and recreation services, residents want
“Maintenance of Edina Parks” to receive the most attention from the City. 77 percent of respondents are
either very satisfied or somewhat satisfied with the overall value their household receives from the parks
and recreation services in Edina. The national benchmark average is 57 percent that are either very
satisfied or somewhat satisfied. Even with those high marks, residents recognize the importance of
maintaining existing infrastructure to maintain the value of recreation services.
Maintaining parks was the most important tax supported function even over the second most important
expenditure, the development of new walking/biking trails (54 percent vs. 53 percent).
Of the 26 different parks and recreation facilities to choose from, survey respondents rated playground
equipment as the fourth most important recreation facility needed/desired (24 percent). The top three
were:
1. Walking and biking trails (64 percent).
2. Natural areas and wildlife habitats (30 percent).
3. 18 and 9 hole golf courses (27 percent).
Resources to maintain park lands and facilities will be an ongoing challenge as facilities continue to age
and will require either renovation or replacement.
Twelve of the 27 park buildings currently maintained by the Edina Park Maintenance Department are 25
to 100 years old or even older.
1. Arden Park Shelter Building
2. Bredesen Park Comfort Station
3. Cahill School Historical Building
4. Countryside Park Shelter Building
5. Creek Valley Park Shelter Building
6. Grange Hall Historical Building
7. Highlands Park Shelter Building
8. Lewis Park Shelter Building
9. Normandale Park Shelter Building
10. Pamela Park Shelter Building
11. Strachauer Park Shelter Building
12. Utley Park Comfort Station
The two historical buildings at Tupa Park are maintained and valued as historically and culturally
significant buildings. The other ten aged buildings are approaching the end of their life span and will be
in need of either major renovation or total replacement within the next 20 years. In determining
renovation vs. replacement, each building’s function needs to be analyzed as to whether or not it serves
the current needs and desires of park users. In some cases, the current architecture and design of a
building may meet residents’ expectations. In other cases, the building may no longer meet residents’
expectations.
The four newest park shelter buildings in the park system were built in 1997 as part of a successful
general obligation bond. Those buildings were built at:
1. Cornelia School Park
2. Todd Park
3. Walnut Ridge Park
4. Weber Park
These newer facilities can accommodate social gatherings, meetings, classes, recreation programs. They
also serve as a warming house to change skates and warm up during the winter skating season. The
older shelter buildings serve primarily as a place in which to change skates during the winter skating
season but are not used for other purposes during the non-winter seasons other than for their restroom
facilities.
Goals
1. Continue to provide a high level of park maintenance services that meets or exceeds
residents’ expectations.
2. Continue this level of service on a daily basis as well as maintain or replace existing park
infrastructure in a timely manner that meets or exceeds residents’ expectations.
Policies
1. Through an aggressive Capital Improvement Plan and annual operating budget, maintain park
infrastructure in a timely manner that meets or exceeds residents’ expectations.
2. Continue to fund and employ an appropriate number of full-time professional park maintenance staff
and part-time seasonal staff to perform all daily maintenancefunctions needed to maintain Edina
parks at a premier standard. As more infrastructure is added to the park system, more professional
staff and equipment will be needed to maintain parks at a premier standard.
3. Do not rely on voter approved general obligation bonds to replace worn infrastructure
4. Do not sell any park and/or open space property currently owned by the City of Edina. An exception
to this policy might include a property exchange for land of equal or greater value that is determined
to be in the best interest of the community.
Date: September 28, 2017 Agenda Item #: VII.D.
To:Arts and Culture Commission Item Type:
Report and Recommendation
From:Michael Frey, Art Center General Manager
Item Activity:
Subject:2008 Work Plan - Community Services and Facilities Action, Discussion, Information
CITY OF EDINA
4801 West 50th Street
Edina, MN 55424
www.edinamn.gov
ACTION REQUESTED:
Please review and provide input on the following chapter of the 2008 Comprehensive Plan assigned to the Arts &
Culture Commission: Community Services and Facilities
INTRODUCTION:
Initiative #7 on the 2017 Arts & Culture Commission Work Plan is to assist the City of Edina with the 2018
Comprehensive Plan. Two chapters of the 2008 CP have been assigned to the Arts & Culture Commission. The
two chapters are: Community Services and Facilities and Parks, Open Spaces and Natural Resources.
The 2008 CP chapters include: Land Use, Transportation, Housing, Water Resources, Parks, Health, Heritage
Preservation, Sustainability, Community Facilities and Services.
ATTACHMENTS:
Description
2008 Comprehensive Plan - Community Services and Facilities
Community Services and Facilities Tool-Kit
Edina Comprehensive Plan Task Force
September 2017
Community Services and Facilities: Main Ideas
• Ensure public safety through comprehensive police and fire protection services
• To educate individuals to be lifelong learners and contributors to the community through Edina
Public Schools and the library system
• To maintain a high level of service communicating with the public and protecting City data and
digital resources.
• Protect the health and promote the general well-being and welfare of the City’s residents, and
prevent disease and illness in the community.
Community Services and Facilities: Current Conditions, Trends, and
Challenges
Introduction
Community Services and Facilities are the resources that help make lives safer, healthier, and more
enjoyable, as well as enhance skills and abilities to enable residents to lead productive lives. The purpose
of this chapter is to inventory and examine existing services and facilities, identify future needs, and
determine the requirements to maintain and enhance these services and facilities to meet Edina’s growing
and changing population. This chapter addresses the following:
• Public Safety: Police Protection
• Public Safety: Fire Protection
• Environmental Health / Public Health
• Educational Facilities: Schools and Libraries
• Information Technology
• Communications and Marketing
Public Safety: Police Protection
Current Conditions
The Edina Police Department consists of 67 full-time employees, part-time staff, and community service
officers. In 2004, the Police Department completed a new building for administrative and operational
headquarters, housing both City hall and the Police Department. The Police Department headquarters
was increased from 5,000 square feet to 25,000 square feet. A state-of-the-art 911 communications center,
utilizing an 800-megahertz radio system, was built.
The Police Department is called upon to perform many emergency and public service tasks. In 2006, the
department responded to over 26,337 calls for service which involved medical emergencies, fires,
accidents, thefts, damage to property, suspicious persons and vehicles, alarm responses, as well as public
service and educational activities. Approximately 30 percent of these calls require multiple officer
responses, which equals over 35,000 officer responses. In 2006 the City reported 1,064 major Part I
crimes such as burglary, robbery, assault, and theft, with an additional 873 Part II or lesser crimes.
Over 80 percent of the Police Department budget is directly or indirectly spent on labor.
The Police Department operates 1,095 shifts, seven days a week, 24 hours per day, and maintains an
average patrol strength of 5.2 officers at any given time. The Police Department also supervises a
Reserve Program comprised of the Senior Police Reserve (7 members), Explorer Post 925 (20 members),
and the Edina Police Reserve (19 volunteer members). The City of Edina also partners with the cities of
Bloomington, Eden Prairie, and the Minneapolis-St. Paul Airport Police Department to operate the South
Metro Public Safety Training Facility, which provides a variety of police and fire training opportunities in
a two-building campus that opened in 2003.
Trends and Challenges
Tornadoes, floods, blizzards, and other natural disasters can affect the City. In addition, major disasters
such as train wrecks, plane crashes, explosions, and accidental releases of hazardous materials pose a
potential threat to safety in Edina. The City has an Emergency Operation Plan which follows an all-
hazards approach to preparing for and responding to large-scale emergencies. The Civil Defense Program
prepares the community for disasters or emergencies, natural or man-made.
Public Safety: Fire Protection
Current Conditions
The Edina Fire Department consists of 31 full-time firefighter/paramedics, one full- time administrative
person, and half-time administrative person, and 10-15 (paid on-call) volunteers. The fire department
operates out of two fire stations: fire station #1 is located at 6250 Tracy Avenue which is also the
department headquarters; fire station #2 is located at 7335 York Avenue. In 2006, 963 fire responses
included fires, rescues, hazardous conditions, and public service emergency calls. In 2006, medical calls
totaled 3,470. The fire department ambulance service generated revenues in excess of $1.4 million in
2006. Our Special Operations Team (SOT) is also a State of Minnesota Structural Collapse Rescue Team
and responds State-wide to structural collapse and other unusual rescues.
Fire suppression and special operation Equipment consists of three pumpers, one aerial tower, one heavy
rescue and various support vehicles. Emergency Medical Services (EMS) Equipment consists of three
Advanced Life Support (ALS) paramedic ambulances and one ALS equipped pumper. Services provide
both immediate emergency care and transportation to metro-area hospitals.
Trends and Challenges
Response should place a fire or emergency unit on the scene within eight minutes at least 90 percent of
the time. Response should place an ambulance on the scene within six minutes at least 90 percent of the
time Edina’s City-wide average response time to all emergencies is four minutes and 20 seconds.
The fire department has seen a 26% increase in emergency medical call requests from 1997 to 2007.
Operations are expected to expand primarily out of fire station #2 which is located in the SE quadrant of
the City, which has seen the largest increase in EMS call volume in the last 20 years; representing 59
percent of all EMS call volume in 2006.
To accommodate expanded fire department operation, fire station #1 has been rebuilt and enlarged to
accommodate the increase in equipment and staffing needed for current and future operations. Fire station
#1 is centrally located in the City. In addition, fire station #2 may need future remodeling and renovation
to meet the EMS operational demands of the SE quadrant. If a third station is to be built, it is
recommended that it be located in the area of 50th Street and TH 100. Future staffing of the fire
department will continue to develop and expand as EMS operations continue to grow to meet the increase
in demand for services.
Environmental Health/Public Health
Current Conditions
Environmental health services consist of 2.75 full-time employees, and part-time help. The Health
Department contracts with the City of Bloomington for community and public health services (public
health nursing, public health emergency preparedness). The Department contracts for community health
services such as health education and promotion, communicable disease programs, public health nursing
services, and health assessments. The Health Department performs a wide range of inspections to
maintain codes and the health of the City.
In 2006, the Department conducted over 300 food establishment inspections, 45 special event food
inspections, six lodging inspections, nearly 350 swimming pool inspections and 31 carbon monoxide
inspections. Twenty reports of food- borne illness were investigated in addition to 17 general food
complaints. Plan reviews for 21 food establishments and 12 private swimming pools were completed. In
addition, hundreds of recycling inquiries and approximately 230 complaints including general nuisances,
public health nuisances and housing issues were addressed.
Trends and Challenges
There is increasing evidence that to effectively combat current health problems The City must not only
focus on changing individual behavior. Broader health determinants that affect groups and the larger
population must also be addressed. The City needs community health programs that focus on improving
living and working conditions across the lifespan, so that healthy and active lifestyles are more attractive
and more easily achieved.
Educational Facilities: Schools and Libraries
Current Conditions
Edina is served primarily by Independent School District 273; portions of Edina are included in five other
public school districts. There are several private schools located in Edina. In District 273 there are
approximately 7,700 students, K-12, served by 1153 teachers and support staff in six elementary schools
(Grades K-5), two middle schools (Grades 6-9) and one senior high school (Grades 10-12). Also, there is
Special Education-Non-Public School (Grades K-8) which has five students. Community Education
Services provides learning opportunities for all ages. Edina Public Schools completed an $85.8 million
remodeling and renovation of the district’s facilities.
School Choices
Parents have three elementary (K-5) program choices:
• Neighborhood Program which serves 70 percent of students.
• Continuous Progress in which teachers work with students more than one year in multiage
groups.
• French Immersion which students enter in kindergarten.
The elementary schools are:
• Concord Elementary School, 5900 Concord Avenue S. (605 students)
• Cornelia Elementary School, 7000 Cornelia Drive (517 students)
• Countryside Elementary School, 5701 Benton Avenue S. (524 students)
• Creek Valley Elementary School, 6401 Gleason Road (550 students)
• Normandale Elementary School, 5701 Normandale Road (605 students)
• Highlands Elementary School, 5505 Doncaster Way, (500 students)
• There are two middle schools (6-9) serving students based on geographical boundaries:
• South View Middle School, 4725 South View Lane (1124 students)
• Valley View Middle School, 6750 Valley View Road (1175 students)
There is one high school:
• Edina Senior High School, 6754 Valley View Road (1658 students)
Enrollment
Edina Public Schools has had a steady 1% to 2% increase in enrollment over the past five years, and this
pattern is projected to continue. The 2007-2008 K-12 enrollment in September 2007 was 7,660 students.
The district will be updating the demographic study in late 2007 and early 2008. The enrollment
projections are as follows:
School Year K-12 Growth
2007-2008 to 2008-2009 158
2008-2009 to 2009-2010 118
2009-2010 to 2010-2011 198
2011-2012 to 2011-2012 112
The school district’s enrollment has benefited from open enrollment students entering the district. The
district open enrollment at each level is as follows:
2005-2006 2006-2007 2007-
2008
Elementary 449 462 521
Middle School 332 332 389
High School 278 296 283
Total 1059 1090 1193
Annually, approximately 1100 students attend nonpublic schools, approximately 150 students attend other
public schools and approximately 15 attend charter schools.
Class Size and Gradates
Edina Public Schools seeks to maintain low student-to-teacher class size ratios while providing extensive
course and program options for students at all grade levels. The district has historically maintained
average class sizes of:
Kindergarten: 18-21 Grades 4-5: 24-27 Grades 10-12: 29-32
Grades 1-3: 21-24 Grades 6-9: 25-28
Ninety-seven percent of seniors go to college, Eighty-six percent finish in five years. 45 percent of Edina
graduates completed graduate school degrees or were pursuing graduate degrees.
Arts & Special Programs
Art learning opportunities offered, included: Theatre productions, fine arts events/courses, several high
school publications, high school concert choir & band, and a music education program.
Special Programs include: Special Education, English as a Second Language, Gifted Education, Values
and Service, Athletics and Extracurricular Athletes, Community Education, and a wide range of
Extracurricular Activities.
Finances
Edina Public Schools has received the Minnesota Department of Education’s School Finance Award for
the past five years. The district’s bond rating is the highest in the state. The district’s 2007-2008 budget
breakdown is as follows:
Area Total
General $70,220,000
Capital $ 4,185,000
Community Services $ 6,540,000
Food Service $ 2,860,000
Debt Service $ 9,570,000
TOTAL $93,375,000
The district’s general fund revenue sources are 2.6% federal, 74.6% state and 22.8% local. The general
fund expenditure breakdown is 85% salaries and benefits, 5.1% utilities/maintenance, 6.4% purchased
services and 3.5% supplies/other. The school district seeks to maintain an ongoing fund balance between
6-12%.
Libraries
Edina is served by two libraries in the Hennepin County Library System: Edina Library at 5280
Grandview Square, and Southdale Library, at 7001 York Avenue South.
Trends and Challenges
Demographic changes in Edina are projected to have dramatic effects on future school enrollment. The
65+ age group is projected to increase by 102.5 percent, while the under-20 age group may only increase
by 1.3 percent. Increasing housing unaffordability may price young families out of the housing market,
decreasing enrollment.
Information Technology
Current Conditions
The City of Edina Information Technology Department consists of three full-time employees. The City’s
I.T. department supports and maintains the technology used by city staff, public safety officials, and by
our citizens and visitors in numerous enterprise facilities
Trends and Challenges
• With information technology becoming an essential and integrated part of city services, it is
imperative to experience the highest level of “system uptime”, to ensure services are available
and functioning for citizens and government.
• The City’s information technology systems need to stay consistent with advancements in
technology in order to maintain efficient collaboration and communication with other external
organizations.
• As data security and privacy is becoming an increasing global concern, the city’s I.T. staff must
remain ever vigilant in protecting City data from exploitation, while ensuring transparency and
availability to citizens.
Communications and Marketing
Current Conditions
The department consists of a full-time Communications & Marketing Director, full-time Communications
Coordinator, part-time Communications Intern and eight part-time Cable Production Assistants.
Anticipated in 2008 is the addition of a full-time Cable Coordinator.
The Communications & Marketing Department is responsible for media and public relations, publication
of the City’s internal and external newsletters and magazines, maintaining the website, administering
Edina Community Channel 16 (EDINA 16), and marketing the City and its enterprise facilities through
customer analysis and advertising.
Trends & Challenges
Over the past several years, the Communications & Marketing Department has witnessed a significant
shift in the way residents and businesses prefer to receive their communication from the government.
More and more people prefer to receive information electronically, via the website or e-mail in particular.
As information technology advances, so must the way the City delivers information to its residents and
businesses. Edina must continually examine communication tools in order to reach the broadest audience.
High viewership of Edina 16 and transitioning the City’s employee newsletter from print to email are
examples of how the Department is adapting to new communication technologies.
Parks, Open Space, and Natural Resources: Goals and Policies from the
2008 Comprehensive Plan
The Overall Goal of the Edina Park and Recreation Department is to help make lives safer, healthier, and
more enjoyable, as well as enhance skills and abilities to enable residents to lead productive lives.
Public Safety: Police Protection
Note that multiple policies correspond with numbered goals.
Goals
1. Maintain or improve police service levels, in both response and prevention activities.
2. Promote traffic safety through enforcement and education.
3. Make cost-effective use of technology to meet public safety goals.
4. Ensure that the community is prepared to effectively mitigate and respond to disasters.
5.
Policies
1.
• Utilize new technology to analyze call patterns to plan for and allocate resources and maintain
rapid response times.
• Expand crime prevention services to reach a larger resident base, with emphasis on the expanding
senior population.
2.
• Provide an unmistakable presence and visibility on the roadways
• Utilize educational tools such as the radar trailer and digital display signs to increase driver
awareness.
• Take advantage of statewide partnerships, e.g. Safe & Sober Communities, to increase funding
and education efforts.
3.
• Monitor technological advances relating to law enforcement and evaluate applicability to our
department.
• Maintain workforce digital skills to address the rapidly changing challenges.
• Participate in joint task forces or use consultants in areas that call for specialized or unique skills.
4.
• Educate and involve the community in preparedness activities.
• Update the Emergency Operations Plan regularly to stay current with evolving threats or hazards.
• Build collaborative efforts with State and County agencies to maximize funding, training and
information sharing opportunities.
Public Safety: Fire Protection
Goals
1. Prevent fire ignition whenever possible.
2. When fires do occur, minimize fire impact on lives and property.
3. Perform pro-active information management, to allow the City to forecast needs in the areas of
building fire protection systems, operational support and program development.
Policies
1. Perform fire detection, automatic suppression, structural compartmentalization, building access
and site controls.
2. Provide prevention information to emphasize citizen survival by teaching proven fire safety
techniques
3. Provide public information programs (In 2006, the fire department visited over 100 classrooms
and events to promote fire prevention and personal safety)
4. Perform smoke detector installation;
5. Perform building inspection activities (Fire inspectors typically make the specialized permit and
approval inspections).
Meeting these goals and implementing these strategies will mean that the Emergency Medical Services
(EMS) operations will expand.
Environmental Health / Public Health
Goals
1. Ensure an Effective Local Government Public Health System.
2. Reduce Behavioral Risks that are Primary Contributors to Morbidity/Mortality.
3. Promote Health for All Children, Adolescents, and their Families
4. Promote Well-Being of the Elderly, Those with Disability, Disease or Chronic Illness.
5. Reduce Exposure to Environmental Health Hazards.
6. Develop a Public Health Emergency Preparedness Plan
Policies
1.
• Monitor health status to identify and solve community health problems
• Diagnose and investigate health problems and health hazards in the community
• Inform, educate and empower people about health issues
• Mobilize community partnerships and action to identify and solve health problems
• Develop policies and plans that support individual and community health efforts
• Enforce laws and regulations that protect health and ensure safety
• Link people to needed personal health services and ensure the provision of health care when
otherwise unavailable
• Ensure a competent public health and personal health care workforce
• Evaluate effectiveness, accessibility and quality of personal and population-based health services
• Research for new insights into health issues and for innovative solutions to health problems.
2. A strategy for reducing morbidity and mortality behavioral risk factors is health education and
promotion of health lifestyles and healthy living.
3. Strategies for health promotion activities for children and adolescents focus on
Healthy growth and development;
• The importance of parents and care givers in the healthy development of children and
adolescents;
Early identification of health risks;
• Early intervention to address health risks before serious health problems occur.
• Work with the Park and Recreation Department to implement the requirements of the “Fit City”
program.
4. Strategies to accomplish successful promotion of healthful aging and to support the well-being of
the elderly in Minnesota include:
• Fostering healthful behaviors such as good nutrition, physical exercise, medications management,
obtaining flu shots, efforts to reduce isolation and promote mental health;
• Designing a continuum of long-term care options which are conducive to preserving
independence and dignity;
• Preventing falls which are major contributors to injury and death among the elderly;
• Supporting active participation in one’s community through meaningful activity; and
• Providing a full continuum of care to an aging population by increasing community capacity to
support people as they age and promoting meaningful integration of the aging population into all
aspects of community life.
5. Key strategies to reduce exposure to Environmental health hazards:
• Enforcing federal, state, and local standards by inspections and investigations;
• Evaluating potential health-threatening environmental conditions;
• Minimizing and controlling risks from exposure to environmental health hazards;
• Providing and promoting environmental health education.
6. Strategies for public health emergency preparedness include:
• Developing, maintaining, and exercising a public health emergency preparedness plan, including
a continuity of operations plan;
• Stockpiling personal protective equipment;
• Training employees on National Incident Management System (NIMS);
• Promoting family and business emergency preparedness Plan for distribution of Strategic
National Stockpile (SNS).
Educational Facilities: Schools and Libraries
Goals
1. We will maximize the achievement of all students by developing and implementing coordinated
plans for personalized learning for each student.
2. We will work in partnership with the community to create a safe, inspiring and welcoming
learning environment.
3. We will work in partnership with the community to develop all students as responsible citizens
and leaders.
4. We will work in partnership with the community to provide learning opportunities beyond the
classroom through innovation and creativity.
5. We will expand leadership expectations for all members of the school district.
6. We will expand and maximize the district’s resources of time, talent, and finances.
Information Technology
Goals
1. Continue the expansion of Edina’s fiber-optic network infrastructure, in order to increase data and
voice communication speed and reliability throughout the City and its various facilities, as well as with
other government organizations.
2. Monitor other cities’ efforts to install City-wide internet infrastructure, and explore the creation of
a citywide fiber-optic network infrastructure for Edina, or a Wi-Fi system, that is widely-available, fast,
reliable, flexible, durable, and cost-effective. Explore possible public-private partnerships.
3. Keep Edina’s information technology systems on par with technology industry standards to
ensure the greatest level of compatibility and efficiency in the services provided.
Communications and Marketing
Goals
1. Match communications initiatives to needs and desires of residents and businesses.
2. Redesign City’s website every five years. (The last redesigns were completed in 2001 and 2006.)
More interactive offerings and multi-media presentations will be incorporated into the sites.
3. Develop a plan for programming on EDINA 16.
4. Expand neighborhood block captain program to allow for more and improved two-way
communication between the City and residents.
5. Enhance Edina’s community vision as “the premier place for living, learning, raising families and
doing business.”
Date: September 28, 2017 Agenda Item #: VIII.A.
To:Arts and Culture Commission Item Type:
Correspondence
From:Michael Frey, Art Center General Manager
Item Activity:
Subject:Report, Public Art Edina September 7, 2017 Information
CITY OF EDINA
4801 West 50th Street
Edina, MN 55424
www.edinamn.gov
ACTION REQUESTED:
There is no action required on this item.
INTRODUCTION:
Please read and review the agenda and minutes from the September 7, 2017 Public Art Edina meeting provided
by Public Art Chair Cheryl Gunness. Thank you.
ATTACHMENTS:
Description
Report, Public Art Edina September 7, 2017
MINUTES
PUBLIC ART EDINA MEETING
MAYOR’S CONFERENCE ROOM
EDINA CITY HALL
September 7, 2017
4:00 P.M.
I. CALL TO ORDER
4:07pm
II. ROLL CALL
MEMBERS: Katy Elfstrand, Britt Eyngorn, Walt Gregg, Cheryl Gunness, Kate Kinnich, Kevin
Komadina, Ron Kopeska, Joan O’Brien, Philip Schimke, Cory Shubert, and Forrest Simenson
III. APPROVAL OF MEETING AGENDA
Cory Shubert / Walt Gregg
IV. ADOPTION OF MEETING MINUTES
A. Approval of Minutes – Regular Meeting of August 3, 2017
We could not approve minutes as they had not been sent out with the agenda.
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.
none
VI. REPORTS/RECOMMENDATIONS
A. Fall Into the Arts
Discussion
● Public Art will have a booth at Fall into the Arts. The booth is 10’ x 10’ and Fall into the
Arts is open Sat Sept 9 10am-6pm, and Sunday Sept 10 10am-5pm. Public Art and Arts
and Culture Commission members will be staffing booth.
Decisions
We won’t force people to add their email to the ballot.
Action Items
What Who When
B. Wonder Wander App Update
Discussion
The October Walk with the Mayor will feature the Wonder Wander App on Oct 7, 2017 at
9:00am. Meet at Centennial Lakes Centrum building. In case of bad weather, the backup
location will be the Southdale Mall Caribou at 9:15am.
We also discussed the possibility of funding Shannon Steven as our artist in residence for the
Wonder Wander App and/or the elementary school art project.
Decisions
● We will ask Shannon Steven to submit a formal proposal with line item
budget/justification.
Action Items
What Who When
Ask Shannon Steven to submit a formal proposal with
line item budget/justification.
Cheryl/Michael By
October 5
C. 2017-18 Student Sculpture Competition Update
Discussion
Original Draft plan for the 2017-18 student sculpture competition.
Decisions
We have decided to limit the competition to elementary age students. Next steps are for Cheryl
to connect with a list of potential artists provided by Michael.
Action Items
What Who When
Connect with a list of potential artists provided by
Michael.
Cheryl By Oct 6,
2017
D. Sculpture Preservation Plan
In 2016, we worked with Laura Kubick of Kristin Cheronis, Inc. to complete an inventory and
evaluation of all current public art pieces. We decided to add the creation of a sculpture
preservation plan to our summer agenda. We may need to consider:
● Fundraising
● Sponsors for each particular piece
● Timepiece and MN Eco Turtle in need of most immediate attention
● Provide a plan/calendar/schedule for city’s maintenance workers to prioritize what needs
to be done each year?
A lively discussion of the philosophy of sculpture preservation took place. In general the
consensus was that each piece would need to be considered individually.
Decisions
● Forrest will lead a Sculpture Preservation Plan subcommittee. Kevin and Kate would be
able to help as well. Review and have a presentation ready for the October meeting.
Action Items
What Who When
Review all Sculpture Preservation Plan documents.
Determine next steps.
Forrest By Oct 6,
2017
E. Fundraising Plan Review
Discussion
This draft document was introduced at our May meeting. At that time we said we would review
at a later meeting and consider whether to add a communications component.
Decisions
Tabled for future meeting.
Action Items
What Who When
F. Priorities for 2017-18 year
Discussion
We would like to see a formal and more comprehensive plan for public art in Edina.
Decision
Cheryl will contact Forecast Public Art to ask how much they would charge to facilitate a day-
long retreat. We would bring many people to the table, including Public Art, Arts and Culture
Commission, artists, City Council, CIty administrators, etc.
Action Items
What Who When
Contact Forecast Public Art to ask how much they
would charge to facilitate a day-long retreat.
Cheryl By Oct 6,
2017
G. Finance Report – Bill McCabe, Treasurer
Discussion
NO REPORT
Decisions
Action Items
What Who When
VII. CORRESPONDENCE AND PETITIONS
No correspondence or petitions.
VIII. CHAIR AND MEMBER COMMENTS
Discussion
Be sure to spell Forrest Simenson’s name correctly going forward.
Decisions
Cheryl should spell Forrest Simenson’s name correctly going forward.
Action Items
Cheryl will spell Forrest Simenson’s name correctly going forward.
IX. ADJOURNMENT
5:45pm.
Cory Shubert / Kevin Komadina
NEXT MEETING – October 5, 2017 - 4 p.m.