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Home My WebLink About2017-10-26 Arts & Commission Meeting PacketAgenda Arts and Culture Commission City Of Edina, Minnesota Edina Art Center Peggy Kelly Studios Thursday, October 26, 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 Meeting 2017-09-28 V.Community Comment During "Community Comment," the Board/Commission will invite residents to share relevant issues or concerns. Individuals must limit their comments to three minutes. The Chair may limit the number of speakers on the same issue in the interest of time and topic. Generally speaking, items that are elsewhere on tonight's agenda may not be addressed during Community Comment. Individuals should not expect the Chair or Board/Commission Members to respond to their comments tonight. Instead, the Board/Commission might refer the matter to sta% for consideration at a future meeting. VI.Reports/Recommendations A.Sta( Report: Site Choice - New Art Center in the City of Edina B.Southdale Library Preliminary Concept Workshop January 2017 C.Grandview Green Power Point Presentation - Abbreviated D.Edina Art Center Analysis, Sutton + Associates, October 2012 E.Grandview Facility Feasibility & Operational Analysis Final Report F.Edina Grandview Community Center - Appendix A - February 17, 2016 Report to Council G.Images of Grandview Former Public Works Site VII.Correspondence And Petitions A.Report, Public Art Edina Meeting 2017-10-05 VIII.Chair And Member Comments IX.Sta( Comments X.Adjournment The City of Edina wants all residents to be comfortable being part of the public process. If you need assistance in the way of hearing ampli>cation, an interpreter, large-print documents or something else, please call 952-927-8861 72 hours in advance of the meeting. Date: October 26, 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 Meeting 2017- 09-28 Action CITY OF EDINA 4801 West 50th Street Edina, MN 55424 www.edinamn.gov ACTION REQUESTED: Please review and approve the minutes from the September 28, 2017 regular meeting of the Arts & Culture Commission. Thank you. INTRODUCTION: ATTACHMENTS: Description Minutes, Arts & Culture Commission Meeting 2017-09-28 Draft Minutes☒ Approved Minutes☐ Approved Date: Minutes City Of Edina, Minnesota Arts and Culture Commission Edina Art Center Studio 14 September 28, 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: Stella Chaffee, Susan Chandler, Cheryl Gunness, Heather Isaacs, Anne Miller and Russ Rubin, Steve Suckow Commissioners Absent: Douglas Hegley, Ray Meifert Student Commissioners Present: Brooke Sheehy Student Commissioners Absent: Jane Howe Staff Present: Michael Frey, General Manager, Edina Art Center Guest Present: Karen Clark Sieben, Economic Development Consultant New student representative Brooke Sheehy introduced herself to the commission. III. Approval of Meeting Agenda Motion by Commissioner Rubin with a second by Commissioner Chandler to approve the meeting agenda. Motion carried. IV. Approval of Meeting Minutes Motion by Commissioner Rubin with a second by Commissioner Chandler to approve the minutes of the regular meeting of August 24, 2017. Motion carried. V. Special Recognitions and Presentations A. New student representative Brooke Sheehy introduced herself to the Commission. B. Economic Development Consultant Katie Clark Sieben presented a Power Point Presentation on the Grandview Green “lid” project over Highway 100 and the feasibility study of the project. A question of the feasibility study was “Are there any major fatal flaws with the concept?” The presentation on the 13 acres is being presented to City staff and commissions first, then to the public in November. Draft Minutes☒ Approved Minutes☐ Approved Date: Commissioners stated that as a commission they are encouraging council to consider a need for a new art center. Member Rubin expressed that the Commission would like the new art center to look like an art center. Member Chandler, as a runner, liked the idea of Grandview Green. Ms. Clark Sieben stated public meetings are scheduled for November 9 and 13, and there is the possibility of a 3D model. VI. Community Comment No Community Members were present. VII. Reports/Recommendations A. 2017 Work Plan – Initiative #7 – City of Edina Comprehensive Plan Chair Miller started the discussion and recommended small committees to review sections of the 2008 Comp Plan. Members Russ Rubin and Stella Chaffee offered to work on Parks, Open Spaces and Natural Resources and Members Cheryl Gunness, Anne Miller and Steve Suckow offered to work on Community Services and Facilities. Members would provide a review of their findings of the 2008 Comp Plan at the October 2017 meeting. B. 2018 Work Plan The Commission finalized the five items on the 2018 ACC Work Plan and discussed priorities. VIII. Adjournment Commissioner Suckow motions to adjourn with a second by Commissioner Chandler. Motion carried. The September 2017 Arts & Culture Commission meeting was adjourned at 5:51 p.m. Date: October 26, 2017 Agenda Item #: VI.A. To:Arts and Culture Commission Item Type: Report and Recommendation From:Michael Frey, Art Center General Manager Item Activity: Subject:Staff Report: Site Choice - New Art Center in the City of Edina Action, Discussion, Information CITY OF EDINA 4801 West 50th Street Edina, MN 55424 www.edinamn.gov ACTION REQUESTED: Staff requests that each Arts & Culture Commissioner provide feedback as to their site choice for a new art center in Edina from the three options listed below: Southdale Library Site Former Public Works Site at Grandview Grandview Green Site - The "Lid" Information on the three site options are attached separately in Staff Report. Thank you. INTRODUCTION: City Manager Scott Neal and Director of Parks & Recreation Ann Kattreh will introduce the topic of a site choice for a new art center after the initial business of Roll Call, Approval of Meeting Agenda and Meeting Minutes and Community Comment. After the City Manager and Parks and Recreation Director's introduction and comments, each Commissioner is requested to provide verbal feedback as to their preference of a site choice for the location of a new art center in Edina. Staff Liaison Frey will record the selections in the minutes of the October 2017 meeting. Thank you. ATTACHMENTS: Description Staff Report: Site Choice - New Art Center in the City of Edina City Staff are requesting that each Commissioner provide verbal feedback as to their preference of a potential site location for a new art center in the City of Edina from the three options below. Staff would like feedback at the Arts & Culture Commission meeting held October 26, 2017. Three possible site locations have been presented to the Commission over the last year. They are: o Southdale Library Site o Grandview Former Public Works Site o Grandview Green – Proposed “Lid” Over Highway 100 Site Option 1 – Southdale Library Site Economic Development Manager Bill Neuendorf presented a preliminary concept for the Southdale Library site at the January 26, 2017 Arts & Culture Commission meeting. • Attachment in Novus: Southdale Library Preliminary Concept Workshop January 2017 While an art center was not specifically named in the mixed use development of the Southdale Library Preliminary Concept, ‘Cultural Amenities Should be Explored’ was number eight on the “top ten” list from feedback from December 2016 Open Houses. Option 2 – Grandview Former Public Works Site Dave Anderson and Dean Williamson of Frauenshuh Commercial Real Estate led a high-level discussion on the potential of Frauenshuh being a collaborative development partner with the City on the Grandview site, the 3.3 acre former public works site at the August 24, 2017 Arts & Culture Commission meeting. October 26, 2017 Members of the Arts & Culture Commission Michael Frey, Art Center General Manager Site Choice – New Art Center in the City of Edina Information: REPORT / RECOMMENDATION Page 2 • Attachment in Novus: There is no attachment as the Frauenshuh concept has not been presented to City Council and is not public at this time. A feasibility study of both private and public uses had been considered, as well as civic uses such as a community center. (See Grandview Task Force, below.) Frauenshuh continues to evaluate the site and will engage with council in November on development potential. One possibility is an art center on the south portion of the site that could be a catalyst project and center piece of the district and a gathering place for Edina. Preliminary studies show a portioning of the site as1/3 public, 1/3 parking and 1/3 private development. Estimated cost of the project is 8-10 million for a 20,000 sf art center with primary access off of Eden Avenue. Option 3 - Grandview Green – Proposed “Lid” Over Highway 100 Site Economic Development Consultant Katie Clark Sieben presented a Power Point Presentation entitled Grandview Green: A Case Study for Lid Development in MN at the September 28, 2017 Arts & Culture Commission meeting. • Attachment in Novus: A much abbreviated version of the Grandview Green presentation viewed by the Commission in September. Slides including ownership of the land and prospective timeline. Background: The City of Edina has considered expanding or building a new Edina Art Center over the past ten years. In 2007, a referendum was voted down that included expansion monies for the art center attached to a prospective new sports dome. In 2011, Council requested organizational and operational studies of all enterprises in the City. Mr. George Sutton of Sutton + Associates was the consultant hired in March 2012 and completed his analysis in fall of 2012. • Attachment in Novus: Edina Art Center Analysis, Sutton + Associates, October 2012 In 2015, the Grandview Task Force was convened to study the feasibility of a new community center on the former public works site. The community center was to contain a new active adult, or senior, space, a new arts space with classrooms and a performance venue, community space and a recreational piece. Commission Members Anne Miller and Ray Meifert represented the Arts & Culture Commission, and Commissioner Cheryl Gunness represented the Edina Community Center. The Parks & Recreation Commission was represented by two members. Staff members from the Senior Center, Art Center and Parks & Recreation were included as well. HGA Architects, Pros Consulting and Sutton + Associates were the three consultants for the project. The final report dated May 10, 2016 was presented to Council and is attached. • Attachment in Novus: Grandview Facility Feasibility & Operational Analysis Final Report • Final Attachment in Novus: Images of the Grandview Former Public Works Site REPORT / RECOMMENDATION Page 3 The Arts & Culture Commission has “Study the feasibility of a new art center” on its 2017 Work Plan, and has added advocacy and fundraising for a new art center on its 2018 Work Plan. To summarize, City Staff would like verbal feedback from each Arts & Culture Commission member as to their preference of location for a potential new Edina Art Center from the three options presented here. Date: October 26, 2017 Agenda Item #: VI.B. To:Arts and Culture Commission Item Type: Report and Recommendation From:Michael Frey, Art Center General Manager Item Activity: Subject:Southdale Library Preliminary Concept Workshop January 2017 Information CITY OF EDINA 4801 West 50th Street Edina, MN 55424 www.edinamn.gov ACTION REQUESTED: INTRODUCTION: Arts & Culture Commissioners, Please review information from the January 2017 Southdale Library Preliminary Concept Workshop that was presented by Economic Development Manager Bill Neuendorf to the Arts & Culture Commission at its January 26, 2017 meeting. Thank you. ATTACHMENTS: Description Southdale Library Preliminary Concept Workshop January 2017 WELCOME ! SOUTHDALE LIBRARY SITE REDEVELOPMENT PRELIMINARY VISIONING PRELIMINARY SITE CONCEPT WORKSHOP •Thursday, January 12, 6:00 PM – 8:00 PM PROVIDE INPUT ANYTIME @ www.SpeakUpEdina.org PUBLIC WORKSHOPS HELD AT SOUTHDALE PUBLIC LIBRARY 7001 YORK AVENUE S, EDINA, MN, 55435 ON BEHALF OF HENNEPIN COUNTY AND EDINA HOUSING & REDEVELOPMENT AUTHORITY INTRODUCTIONS 1.LOIS LANGER THOMPSON - HENNEPIN COUNTY LIBRARIES DIRECTOR 2.BILL NEUENDORF - EDINA HRA 3.VICTOR PECHATY, MIA BLANCHETT, AMANDA HENDERSON - HGA EDINA HRA HENNEPIN COUNTY TONIGHTS’S AGENDA SOUTHDALE LIBRARY SITE : PRELIMINARY SITE CONCEPT WORKSHOP January 12, 2017 1.PROJECT OVERVIEW – PRESENTATION OF PRELIMINARY SITE CONCEPTS 2.LARGE GROUP Q/A 3.SMALL GROUP DISCUSSION 4.SMALL GROUP REPORTING 5.CLOSING REMARKS/NEXT STEPS EDINA HRA HENNEPIN COUNTY TONIGHTS’S AGENDA SOUTHDALE LIBRARY SITE : PRELIMINARY SITE CONCEPT WORKSHOP January 12, 2017 EDINA HRA HENNEPIN COUNTY 1.PUBLIC VISIONING PROCESS/ GATHER INPUT 2.SHAPE PROJECT VISION a)POTENTIAL USES/ PROGRAMS b)POTENTIAL SIZE/ SCOPE RANGE c)URBAN DESIGN PRINCIPLES 3.PREPARE “RFP” - REQUEST FOR PROPOSALS – FOR SITE REDEVELOPMENT 4.INVITE DEVELOPERS AND EVALUATE PROPOSALS 5.COUNTY WILL SELECT PREFERRED DEVELOPER 6.COMMENCE DESIGN/CONSTRUCTION PROCESS PLANNING PROCESS SOUTHDALE LIBRARY SITE : PRELIMINARY SITE CONCEPT WORKSHOP January 12, 2017 1.THE SITE WILL FEATURE A NEW HENNEPIN COUNTY REGIONAL LIBRARY 2.OPTIMIZE THE VALUE OF THE SITE WITH ADDITIONAL MIXED-USE DEVELOPMENT 3.THE NEW LIBRARY MAY BE DESIGNED/CONSTRUCTED IN TWO WAYS: a.“STAND-ALONE” BUILDING WITH ADJACENT DEVELOPMENT b.CONNECTED OR INTEGRATED INTO OVERALL DEVELOPMENT 4. SHARED PARKING 5.ENGAGE BOTH YORK AND XERXES AS APPROPRIATE 6.CONNECT SITE WITH ADJACENT PARKS AND TRAILS EDINA HRA HENNEPIN COUNTY DEVELOPMENT VISION – A STARTING POINT SOUTHDALE LIBRARY SITE : PRELIMINARY SITE CONCEPT WORKSHOP January 12, 2017 EDINA HRA HENNEPIN COUNTY SOUTHDALE LIBRARY SITE : PRELIMINARY SITE CONCEPT WORKSHOP PROJECT SITE EDINA HRA HENNEPIN COUNTY SOUTHDALE LIBRARY SITE : PRELIMINARY SITE CONCEPT WORKSHOP January 12, 2017 EDINA HRA HENNEPIN COUNTY SITE COMPARABLES 7001 YORK AVE. 6905 – 6995 YORK AVE. WEST END SOUTHDALE LIBRARY SITE : PRELIMINARY SITE CONCEPT WORKSHOP January 12, 2017 EDINA HRA HENNEPIN COUNTY SITE COMPARABLES 7001 YORK AVE. EXCELSIOR & GRAND 66TH & LYNDALE SOUTHDALE LIBRARY SITE : PRELIMINARY SITE CONCEPT WORKSHOP January 12, 2017 1.HENNEPIN COUNTY SOUTHDALE LIBRARY IS A PRIZED REGIONAL ASSET 2.PROVIDE AND IMPROVE NEIGHBORHOOD CONNECTIONS AND ACCESS 3.ENHANCE PEDESTRIAN SAFETY AT YORK AVENUE 4.PROVIDE MORE GREEN SPACE ON SITE 5.HOUSING AT AFFORDABLE PRICES OR ORIENTED TO SENIORS EDINA HRA HENNEPIN COUNTY DECEMBER 2016 PUBLIC OPEN HOUSES – WHAT WE HEARD “TOP TEN LIST” SOUTHDALE LIBRARY SITE : PRELIMINARY SITE CONCEPT WORKSHOP January 12, 2017 6.SMALLER SCALE LOCAL RETAIL PREFERRED OVER BIG BOX 7.RESTAURANT/DINING OPTIONS TO SUPPORT LIBRARY PATRONS 8.CULTURAL AMENITIES SHOULD BE EXPLORED 9.REINFORCE COMMUNITY CHARACTER THROUGH EDUCATION AND COMMUNITY PROGRAMMING 10.PROVIDE ADEQUATE SITE-SENSITIVE PARKING EDINA HRA HENNEPIN COUNTY DECEMBER 2016 PUBLIC OPEN HOUSES – WHAT WE HEARD “TOP TEN LIST” SOUTHDALE LIBRARY SITE : PRELIMINARY SITE CONCEPT WORKSHOP January 12, 2017 EDINA HRA HENNEPIN COUNTY PRELIMINARY SITE CONCEPTS – CONNECTION TO ADJACENT PARKS AND TRAILS SOUTHDALE LIBRARY SITE : PRELIMINARY SITE CONCEPT WORKSHOP January 12, 2017 EDINA HRA HENNEPIN COUNTY PRELIMINARY SITE CONCEPTS – OPTION 1 •“STAND-ALONE” LIBRARY AT NWCORNER WITH UNDERGROUND PARKING •ACCESS TO SITE FROM YORK, 70TH ANDXERXES •DROP-OFF PLAZA AT CENTER OF SITE •SITE NORTH HALF RAISED WITHUNDERGROUND PARKING •SITE SOUTH HALF AT GRADE WITHACCESS TO MIXED-USE •6 LEVEL PARKING STRUCTURE (2 LEVELSUNDERGROUND) WRAPPED BY MIXED-USE BUILDING •LOW-RISE DEVELOPMENT AT XERXES,MID-RISE DEVELOPMENT AT MID-BLOCKAND YORK •GREEN CONNECTION FROM SE TO NWTHROUGH OUTDOOR COURTYARDS/BOULEVARDS INITIAL CONCEPT SKETCH – FOR DISCUSSION PURPOSES ONLY January 12, 2017 PRELIMINARY SITE CONCEPTS – OPTION 1 INITIAL CONCEPT SKETCH – FOR DISCUSSION PURPOSES ONLY January 12, 2017 EDINA HRA HENNEPIN COUNTY PRELIMINARY SITE CONCEPTS – OPTION 1 INITIAL CONCEPT SKETCH – FOR DISCUSSION PURPOSES ONLY January 12, 2017 EDINA HRA HENNEPIN COUNTY PRELIMINARY SITE CONCEPTS – OPTION 1 INITIAL CONCEPT SKETCH – FOR DISCUSSION PURPOSES ONLY January 12, 2017 EDINA HRA HENNEPIN COUNTY PRELIMINARY SITE CONCEPTS – OPTION 2 •LIBRARY AT NW CORNER OF SITE W/MIXED-USE ABOVE •ACCESS TO SITE FROM YORK, 70TH, ANDHAZELTON EXTENSION •DROP-OFF PLAZA AT CENTER OF SITEACCESSED FROM YORK •ENTIRE SITE IS COVERED WITH RAISED PLATFORM TO ALIGN WITH EXISTINGSTREET LEVEL AND PARKING BELOW •ACCESS TO PARKING FROM YORK AND70TH •MIXED-USE DEVELOPMENT VARIES FROM LOW-RISE ALONG XERXES TO MID-RISEAT YORK •GREEN CONNECTION FROM SE TO NWTHROUGH OUTDOORCOURTYARDS/BOULEVARDS INITIAL CONCEPT SKETCH – FOR DISCUSSION PURPOSES ONLY January 12, 2017 PRELIMINARY SITE CONCEPTS – OPTION 2 INITIAL CONCEPT SKETCH – FOR DISCUSSION PURPOSES ONLY January 12, 2017 EDINA HRA HENNEPIN COUNTY PRELIMINARY SITE CONCEPTS – OPTION 2 INITIAL CONCEPT SKETCH – FOR DISCUSSION PURPOSES ONLY January 12, 2017 EDINA HRA HENNEPIN COUNTY PRELIMINARY SITE CONCEPTS – OPTION 2 INITIAL CONCEPT SKETCH – FOR DISCUSSION PURPOSES ONLY January 12, 2017 EDINA HRA HENNEPIN COUNTY PRELIMINARY SITE CONCEPTS – OPTION 3 •“STAND-ALONE” LIBRARY AT NE CORNERWITH UNDERGROUND PARKING •ACCESS TO SITE FROM YORK AND 70TH •DROP-OFF PLAZA AND SHORT-TERMSURFACE PARKING AT CENTER OF SITE •EAST HALF OF SITE IS RAISED PLATFORMWITH UNDERGROUND PARKING •WEST HALF OF SITE IS AT EXISTING GRADEWITH ACCESS TO MIXED-USE •SITE SOUTH HALF AT GRADE WITHACCESS TO MIXED-USE •6 LEVEL PARKING STRUCTURE (2 LEVELS UNDERGROUND) WRAPPED BY MIXED-USE BUILDING •LOW-RISE DEVELOPMENT AT XERXES,MID-RISE DEVELOPMENT AT MID-BLOCKAND YORK •GREEN CONNECTION FROM SE TO NWTHROUGH OUTDOORCOURTYARDS/BOULEVARDS INITIAL CONCEPT SKETCH – FOR DISCUSSION PURPOSES ONLY January 12, 2017 PRELIMINARY SITE CONCEPTS – OPTION 3 INITIAL CONCEPT SKETCH – FOR DISCUSSION PURPOSES ONLY January 12, 2017 EDINA HRA HENNEPIN COUNTY PRELIMINARY SITE CONCEPTS – OPTION 3 INITIAL CONCEPT SKETCH – FOR DISCUSSION PURPOSES ONLY January 12, 2017 EDINA HRA HENNEPIN COUNTY PRELIMINARY SITE CONCEPTS – OPTION 3 INITIAL CONCEPT SKETCH – FOR DISCUSSION PURPOSES ONLY January 12, 2017 •PLEASE REVIEW EACH OPTION. WHAT DO YOU LIKE AND DISLIKE ABOUT OPTION 1? OPTION 2? OPTION 3? •WHICH OPTION(S) BEST IMPROVES CONNECTIONS TO LOCAL NEIGHBORHOODS ANDAMENITIES? WHY/? •WHICH OPTION(S) BEST DISTRIBUTES THE MIXED-USE AREAS (LIBRARY, HOUSING, RETAIL,DINING, CULTURAL, OUTDOOR SPACE)? •ARE THERE MIXED-USE PROGRAMS MISSING THAT WOULD BE IDEAL FOR THIS SITE? •WHICH OPTION(S) CREATES THE BEST MIX OF BUILDING HEIGHT AND DENSITY? WHY? •WHICH OPTION(S) PROVIDE WELCOMING ACCESS FROM MULTIPLE SIDES/NEIGHBORHOODS FOR CARS, PEDESTRIANS, BICYCLISTS? WHY? •WHAT IS MISSING FROM ANY OF THE OPTIONS? HOW WOULD YOU MODIFY THESE CONCEPTS? EDINA HRA HENNEPIN COUNTY SMALL GROUP DISCUSSION SOUTHDALE LIBRARY SITE : PRELIMINARY SITE CONCEPT WORKSHOP January 12, 2017 •GROUP AMBASSADOR: PLEASE SUMMARIZE REVIEW COMMENTS FROM YOUR GROUP •WHAT TOPICS SPONSORED THE MOST DISCUSSION? •DID YOUR GROUP HAVE A PREFERRED OPTION? WHY OR WHY NOT? EDINA HRA HENNEPIN COUNTY SMALL GROUP REPORTING SOUTHDALE LIBRARY SITE : PRELIMINARY SITE CONCEPT WORKSHOP January 12, 2017 SAVE THE DATE FOR: REVISED SITE CONCEPT WORKSHOP FEBRUARY 9, 2017 7:00 – 9:00PM SOUTHDALE PUBLIC LIBRARY COMMUNITY ROOM EDINA HRA HENNEPIN COUNTY CLOSING REMARKS AND NEXT STEPS SOUTHDALE LIBRARY SITE : PRELIMINARY SITE CONCEPT WORKSHOP January 12, 2017 Date: October 26, 2017 Agenda Item #: VI.C. To:Arts and Culture Commission Item Type: Report and Recommendation From:Michael Frey, Art Center General Manager Item Activity: Subject:Grandview Green Power Point Presentation - Abbreviated Action, Information CITY OF EDINA 4801 West 50th Street Edina, MN 55424 www.edinamn.gov ACTION REQUESTED: This information is provided to help Commissioners select their preference of site choices for a new art center in the City of Edina. INTRODUCTION: See Staff Report. ATTACHMENTS: Description Grandview Green Power Point Presentation - Abbreviated Grandview Green: A Case Study for Lid Development in MN Presented to the Arts & Culture Commission on September 28, 2017 By Katie Clark Sieben, Project Consultant *DRAFT for Preliminary Discussion Purposes FYI, update this graphic to show lid is also planned for parcel 12. 2017 2018 2019 2020 2021 City Engagement Public Agency Engagement 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 D R A F T September 2017 Date: October 26, 2017 Agenda Item #: VI.D. To:Arts and Culture Commission Item Type: Report and Recommendation From:Michael Frey, Art Center General Manager Item Activity: Subject:Edina Art Center Analysis, Sutton + Associates, October 2012 Information CITY OF EDINA 4801 West 50th Street Edina, MN 55424 www.edinamn.gov ACTION REQUESTED: None on this item. INTRODUCTION: Attached is the Edina Art Center Analysis by Sutton + Associates from October 2012 as a supporting document for the site choice of a new art center. ATTACHMENTS: Description Edina Art Center Analysis, Sutton + Associates, October 2012 EDINA ART CENTER ANALYSIS October, 2012 Edina Art Center Analysis Sutton + Associates, Inc. 1 TABLE OF CONTENTS INTRODUCTION ........................................................................................................................... 2 Brief History of Edina Art Center .................................................................................. 2 Present Circumstances ................................................................................................. 3 Overview of Scope ....................................................................................................... 3 ORGANIZATIONAL STRUCTURE ................................................................................................ 4 Alternative Structures .................................................................................................... 4 Advantages and Disadvantages of Alternative Structures.................................... 5 Structural Options .......................................................................................................... 7 Recommendations Related to Organizational Structure ....................................... 8 PROGRAMS & SERVICES ........................................................................................................... 9 Current Program Offerings ........................................................................................... 9 Programming Models at Comparable Art Centers ............................................... 10 Weaknesses and Strengths in Marketing and Advertising .................................... 11 Suggested Changes to Current Program Offerings............................................... 12 Gift Shop & Gallery...................................................................................................... 12 EAC MISSION STATEMENT ....................................................................................................... 13 Mission Statement Assessment .................................................................................. 13 Writing a Good Mission Statement ........................................................................... 14 New Mission Statement Possibilities .......................................................................... 15 OPERATIONS .............................................................................................................................. 16 Observation of Current State of Operations ........................................................... 16 Organizational Chart .................................................................................................. 16 Income Sources in Comparison to other Art Centers ............................................ 18 COMPARATIVE ANALYSIS ....................................................................................................... 19 Introduction Comparable Art Centers .................................................................... 19 Site Visits ........................................................................................................................ 19 Minnetonka Center for the Arts ............................................................................. 20 Hopkins Center for the Arts .................................................................................... 20 Bloomington Theatre and Art Center ................................................................... 21 CONCLUSION AND RECOMMENDATIONS ........................................................................ 21 COMPARABLE ART CENTERS – CASE STUDIES ................................................................... 23 Edina Art Center Analysis Sutton + Associates, Inc. 2 INTRODUCTION Over the past three decades, art centers have proliferated in first, second and third ring suburban cities surrounding major metropolitan areas across the country. As part of a broader effort to more clearly establish unique identities and more directly provide cultural amenities, cities like Edina have built arts facilities and launched arts initiatives intended to make them increasingly competitive and attractive to businesses and residents of all ages. The Edina Art Center (EAC) is a highly cherished community asset that has evolved into an important cultural amenity respected by its peers throughout the Greater Twin Cities Metropolitan Area. EAC does however face challenges in staying competitive with other community art centers in the area that have made significant investments in their cultural facilities and in evolving a more professionalized model for operations. Further, EAC’s singular focus on the visual arts leaves a broad spectrum of potential programming and service to the community out of the equation. This report identifies the challenges EAC faces and observes the unique opportunities that could allow it to play an expanded role in Edina as a true center for a broader array of cultural activities. Brief History of Edina Art Center In 1976 the City of Edina purchased a residence located one mile west of Southdale Shopping Center and just south of the Crosstown Highway on the western edge of what is now Kenneth Rosland Park. Through the efforts of elected officials, City staff and hundreds of volunteers, the residence was renovated and transformed into studios and workshop areas and opened its doors as the Edina Art Center in the fall of 1977. Since that time, EAC has operated as a semi-autonomous department of the Edina Parks and Recreation Department with both facility maintenance and ongoing operating support provided through the City’s Enterprise and Construction Funds. Occasional capital improvement and additions to the facility including new galleries, studios and extensive equipping of EAC’s ceramics studios have been funded primarily through the City’s Construction Fund with some support from generous patrons and donated funds from the Edina Community Foundation. Edina Art Center Analysis Sutton + Associates, Inc. 3 Present Circumstances EAC’s current facility has approximately 10,150 square feet situated on three levels. Circulation in the facility is awkward and programmatic growth opportunities are highly limited if not non-existent. The building is not competitive with other centers in the area and appears to have substantial ADA issues as well as significant deferred maintenance. Beyond the lack of additional quality programmable space there is practically no storage space available on site. Further, although EAC is easily accessed off France Avenue and the Crosstown Highway, it is not central to Edina’s population and it’s somewhat “out of the way” location limits easy access to Edina residents negatively impacting participation in EAC programs as well as gift shop sales. While EAC remains highly active and its program revenues are holding relatively well, growth in participation, sales and fundraising seems highly unlikely at the present facility. The EAC remains under the direction of Edina Parks & Recreation, which provides high level oversight and an important connection to the City’s Administration and its budgeting process. Overview of Scope The City of Edina has recently taken on an extensive analysis of the operations of its unique enterprises including its golf courses, hockey rinks, event centers, aquatic center and the Edina Art Center. With specific expertise related to the development and operation of cultural facilities, Sutton + Associates, Inc. has been asked to provide an analysis that examines the Edina Art Center’s organizational structure, mission, programs and operations and identifies comparable organizations. The analysis also examines current EAC marketing practices and the likely impact of demographic trends on future participation. The findings of this analysis will be related to the Edina City Council in a Joint Session on October 16th, 2012 along with specific recommendations relevant to EAC’s organizational structure, operations and best practices for sustaining EAC in the way in which it can best serve the residents of the City of Edina. Edina Art Center Analysis Sutton + Associates, Inc. 4 ORGANIZATIONAL STRUCTURE The Edina Art Center operates as a program of the City’s Parks and Recreation Department and, as with the City’s golf courses, hockey rinks, aquatic center and the Edinborough event center, earnings are balanced against operating expenses through the City’s Liquor Fund and Construction Fund. The Edina Art Center Board is, by City Ordinance (Section 1508), a formalized advisory board of the Edina City Council. Comprised of 11 volunteer members (including one student), Board members are appointed for limited three-year terms by the Mayor with approval from the Edina City Council. Board officers include a Board Chair and Vice Chair. Committees of the EAC board include; Ways & Means Committee, Film Festival Committee, Long range Planning Committee, Juried Show Committee, Short Term Planning Task Force, and Edina Public Art Committee. EAC Board meetings are held monthly on the fourth Thursday of each month at 4:30 pm in Studio 14 at EAC. Board Agendas and Meeting Minutes are distributed electronically and posted on-line at the City of Edina website, www.CityofEdina.com for public viewing. EAC’s current structure allows tax-deductible contributions to be received and utilized to support specific capital or program initiatives by philanthropic donors. However, significant growth in contributed income is unlikely due to a number of key reasons including the nature of EAC’s Board as advisory to City Council and not entrepreneurially and independently oriented towards fundraising. Alternative Structures Alternative organizational structures for operating EAC include the creation of an independent non-profit entity, with its own self-appointed board of directors. Such an entity would be required to meet IRS rules for public support, including philanthropic revenue from donations from individuals, corporations, foundations and public sector grants in order to avoid classification as a “private foundation.” The non-profit entity could have full or partial responsibility for funding and operating EAC. If the City wanted the new nonprofit 501(c)(3) to be fully independent, and fully responsible for the operation and support of EAC, the Edina Art Center Analysis Sutton + Associates, Inc. 5 City could transfer all real and personal property, and all other assets and liabilities of EAC to a new entity. The new entity would be responsible for maintaining EAC facilities, planning and operating the program, hiring staff, and raising money to support all of the above. While many such free standing non- profit organizations are in operation there is little precedent for successfully transitioning existing City programs into independent businesses and many if not most of the arts centers created in urban ring suburbs in recent decades remain municipal programs with limited philanthropic support. In the alternative, the City could transfer less than all of the assets and responsibilities to the new entity, and retain responsibility for some ongoing support. For example, the City could retain the real property, including responsibility for maintenance, repair and replacement, and transfer the personal property and operational responsibilities to the new entity. The new entity would be responsible for programming, staffing and fundraising to support the program and staff, but the City would contribute the facility. Another alternative would be for the City to retain ownership and responsibility for the facilities, program and staff, but create an independent “Friends of” organization as a separate 501(c)(3) with the sole purpose of raising funds to support EAC. Over time, such an entity could potentially cultivate leadership and procure philanthropic support from a variety of sources. In order to be successful, such an entity would need to be supported administratively and staffed with personnel experienced in fundraising. The “Friends of” entity could be fully independent or the City could participate in it by having overlapping board members (City Council Member or Officer of the City). Advantages and Disadvantages of Alternative Structures Whatever is determined to be the organizational future of EAC, it is important to consider the pros and cons of making a shift to an alternative structure. While the perceived advantage of switching to an independent non-profit entity may appear attractive it is important to acknowledge that it has been possible to make a tax-deductible contribution to the EAC all along either directly through the City or through the Edina Community Foundation. Building philanthropic support for EAC would mean a great deal more than simply changing its structure and would require some significant value added Edina Art Center Analysis Sutton + Associates, Inc. 6 through enhanced programmatic opportunities and perhaps a more dynamic and contemporary facility better located to serve a broader cross-section of the Edina Community. Further, and most importantly, it would require volunteer leadership galvanized to contribute with their hearts and minds as well as their personal pocket books. The peer-to-peer level individual fundraising to support the EAC would likely produce the most near-term results. Attracting institutional and corporate support would require a professional ongoing fundraising effort, require start-up funding to support staffing and administrative costs, and take patience in a highly competitive fundraising environment. A relatively simple solution to enhance fundraising on behalf of EAC may be simply to create a “Friends of EAC Fund” at the Edina Community Foundation. While EAC has several very modest funds at the Foundation already, the creation of a new one with the designated objective of enhancing service to the community could benefit from the existing structure of the Foundation. This approach could allow a fledgling fundraising effort to grow with proper oversight and assurance that the Community’s interest would be served through contributed donations. Edina Art Center Analysis Sutton + Associates, Inc. 7 Structural Options Type of Organization: Description Controlled by Funding Advisory Board of the City of Edina. (Existing) “The Edina Art Center Board is, by City Ordinance (Section 1508), a formalized board of the Edina City Council. Comprised of 11 volunteer members (including one student), Board members are appointed for limited three-year terms by the Mayor with approval from the Edina City Council.” http://www.edinamn.gov/index.php?section =boards_artcenter City Council, with advice of Board of Directors appointed by the City Council General Fund (Property Taxes. Fundraising Gifts. Fees for services Advisory Board of the City of Edina plus Supporting Entity “Friends of” model. Separate 501(c)(3) with sole purpose being raising funds for support of the Arts Center. Must have ongoing participation by the City. Satisfied by having at least overlapping board member (City Council Member or Officer of the City). Arts Center is controlled by the City, with advice of Advisory Board General Fund (Property Taxes. Supporting Entity is controlled by Board appointed in whole or part by the City Council Fundraising Gifts. Fees for services Independent 501(c)(3) Independent entity, with its own board of directors Must meet IRS rules for public support (minimum revenue from donations from public (individuals, corporations, foundations, city grants) in order to avoid classification as a “private foundation.” Real and personal property transfer from City to 501(c)(3) Independent Board of Directors City grants Fundraising Gifts. Fees for services Edina Art Center Analysis Sutton + Associates, Inc. 8 Recommendations Related to Organizational Structure It is clear that EAC is not oriented to be successful as an independent entity. Any attempt to sever its operations from the Edina Parks and Recreation Departments enterprise activities would likely lead to closure of the facility and disbanding of EAC programs. The challenges of making an organizational transition along with the significant obstacles to growth at the current facility suggest a very low chance of success for an alternative organizational structure. Further issues include an extremely competitive fundraising environment and the inability to offer a broader array of programs or expanded services at the current location. On the staffing level, we recommend changing from the current awkward and extended part time organization to a professionalized staffing plan with more full time employees fully committed to EAC’s success. Without this, EAC is unlikely to be able to efficiently continue current programming much less respond to growing demands in the Edina community to support a broader array of arts activities. In our view it is critical to allow new staff leadership to reshape and professionalize current operations before further considering major changes. The creation of a semi-independent, “Friends of the EAC” type entity could yield some philanthropic support over time but it must be clear from the outset that the Board of such an entity must be oriented to “give as well as get” in order to be successful, and that it will take time and an investment in staffing to yield significant results. With respect to the EAC organization we recommend that the City of Edina take the following steps; 1. Take no action to alter current structure of EAC at present, 2. Appoint EAC Director, 3. Encourage Director to take steps to reshape staff to more efficiently and professionally to address day to day operational tasks, Edina Art Center Analysis Sutton + Associates, Inc. 9 4. Encourage Director to broaden entrepreneurial initiatives to raise awareness of EAC in the community, 5. Allow six to nine months for organization to “gel” under new leadership and with a strengthened and stabilized organization, establish a “Friends of the Edina Art Center Fund” at the Edina Community Foundation, 6. Explore with potential funders possibilities that could leverage philanthropy and what it would take to secure their support, 7. Revisit discussion with EAC Board as to level of interest and commitment to assuming a fundraising focus. PROGRAMS & SERVICES Current Program Offerings The Edina Art Center is currently focused primarily on education programs in the visual arts including the following media; • Pottery and Clay Sculpture • Painting & Drawing • Water media • Mosaics • Digital Media & Photography • Jewelry • Crafting • Specialty/Holiday-themed Activities o Henna Tattoo Art o Pumpkin Decorating for Halloween o Christmas/Hanukkah/Solstice craft workshops Class offerings for adults span the entirety of this list of media. Within each media program, there are often a variety of class levels, ranging from classes for the true beginner to those appropriate for advanced students. The pottery, Edina Art Center Analysis Sutton + Associates, Inc. 10 painting, drawing, and water media programs are particularly diverse, and include many specialized classes. For example, the painting offerings range from figure painting to abstract landscapes; the drawing offerings include pastel chalk classes, drawing portraits from photographs, and botanical drawing. EAC also offers open studio time for adults interested in working individually on their water media, drawing and painting, or jewelry projects. Class offerings for children are generally taught at an introductory level and geared towards elementary and middle school aged students, as adult classes are open to ages 15 and up. Many of the class offerings for children are interdisciplinary survey classes intended to introduce students to a variety of art media. Classes for the youngest age groups are more thematically driven (ex. Backyard Art, the Animal World, Clay for Kids), and use mixed media crafting to engage these young students. EAC also hosts an after-school Art Academy, separated by age groups, for students looking to explore their artistic interests and talents. Of these offerings, Pottery and Clay Sculpture is by far and away the biggest draw at EAC, consistently bringing in the greatest amount of earned income and attracting the greatest number of young people to EAC programs. Along with excellent instructional leadership, innovative class offerings and continuing investment in the ceramics area and both indoor and outdoor kilns, EAC hosts one of the most highly respected pottery/ceramics programs in the state. While Painting & Drawing classes remain a mainstay at EAC and are taught by highly respected instructors, there has been less dynamic change in this area and some fall off in participation in these classes as of late. It is fair to say that deferred improvements to the painting and drawing studios including improved ventilation, lack of adequate student lockers, and the growing presence of the digital world in image-making presents an increasing challenge to these types of programs. Nonetheless, these programs are vital to the life of EAC and, as with many other programmatic offerings, interest will wax and wane but the basic programs should remain rooted in disciplines related to a fine arts education. Programming Models at Comparable Art Centers Programming models at visual art centers like EAC are remarkably similar and in some cases their program catalogs could almost be interchangeable. Classes that are in demand in one place are replicated elsewhere and instructors that Edina Art Center Analysis Sutton + Associates, Inc. 11 are popular can show up on the rosters of a number of different centers. Should EAC choose to retain its focus strictly on the visual arts there is little else it could or should do differently. Without significant investment in changes to the facility and additional equipment there are no other artistic disciplines the facility can properly serve. Weaknesses and Strengths in Marketing and Advertising It is important to note that throughout much of the recent economic downturn, most art centers have seen decreased enrollment and in some cases have substantially reduced their class offerings and even the number of days that they are open. Further, as the field has grown it has also become increasingly competitive. Since EAC’s founding in 1977 a number of new art centers have opened, many with program models similar to those at EAC. Additionally, several communities in the surrounding area have made significant investments in modern facilities with new state of the art studios that are well equipped, media specific and attractive to both students and instructors. While EAC retains a very loyal following of students and a cadre of some of the best instructors in the area, growth has fallen off in a number of class offerings and EAC would benefit from increased marketing efforts. Beyond significantly increasing the distribution of seasonal class catalogs there are numerous opportunities to broaden marketing efforts some of which are easy and low cost and some that will require a substantial further investment in print, distribution, social media, and event presence. EAC could explore with the City’s administration opportunities to more broadly distribute to residents class catalogs and flyers and take steps throughout the community to build its presence. Classes and exhibits at the Edina Senior Center are a great example of the broader role EAC plays in the community and efforts should be made to build upon this and expand awareness. While the EAC website functions well and is nicely organized it does not reflect a particularly dynamic artistic enterprise and efforts could be considered to heighten the aesthetic of the site. EAC could significantly broaden community awareness by increasing its presence at community events including the Parade, the Art Fair, Car Show, etc. and to distribute information about EAC programs whenever and wherever Edina Art Center Analysis Sutton + Associates, Inc. 12 appropriate. EAC could also actively seek to expand both its direct mail and e- mail list by more actively collecting data both at the Center and events. Increasingly, businesses are communicating with their customers by e-mail and social media and EAC should very actively seek to build its network and communicate regularly. EAC could use raffles and drawings to encourage people to provide their digital contact information and permit easier, flexible and timely communications. Suggested Changes to Current Program Offerings Until new leadership has been empowered and a more vigorous marketing effort put in place it seems unwise to eliminate programming. While some current offerings are considerably less popular than others there is the broader role of EAC as an educational organization to consider. Nonetheless, it is clear that without significant investment in hardware, software and new instructors the Digital Media & Photography area of programming is unlikely to grow or thrive. Until very recently record keeping at EAC has been haphazard at best. Work habits of past leadership did not emphasize a strong commitment to data base management and systems were not in place. Without data to track trends in enrollment, staff leadership will need to make judgments on class offerings based upon current performance and success of new and hybrid classes at peer level organizations. The demographic profile of Edina and the recent work of the Arts and Culture Planning committee suggest the potential for a broader artistic program for EAC and significantly increased participation should the City consider alternative facility options. Gift Shop & Gallery As with many gift shops and galleries in community art centers, the shop at EAC combines the function of providing participants in classes with an affordable array of art supplies and artists with an opportunity for sales at a reduced commission venue. The EAC Gift Shop features the work of approximately 250 local and regional artists and offers shoppers the opportunity to purchase unique one of a kind gifts. Edina Art Center Analysis Sutton + Associates, Inc. 13 While gift shops at large museums in major marketplaces can contribute significantly to the bottom line, they have the advantage of millions of local and out of town visitors. Professional independent galleries that make a profit are a rarity these days and the art market is really only thriving at the very top of the food chain dominated by international auction houses and galleries located primarily in London and New York. The EAC gift shop/gallery offers art supplies, original handmade craft items and artwork offered to both members and the general public. Class participants receive a discount on purchases. For sales of art work EAC keeps 35% of the purchase price and 65% goes to the artist. Staffing for the shop includes two part time employees as well as ongoing support from staff at the front desk. Combined sales for the EAC gift shop and Gallery in both 2010 and 2011 totaled approximately $44k with cost of goods at approximately 60% of sales. Accounting for the several part time staff whose principal focus is the shop and the ongoing attention of other front desk employees the EAC gift shop is marginally a break-even operation. As with any retail operation, location and local competition are key factors but online sales offering deep discounting and the availability of next day delivery are increasingly a factor as well. Also, with the recent (4-5 years) arrival of Blick Art Materials on France less than 2 miles away, sales of art supplies have decreased despite the member discount. While the EAC shop does serve important mission specific objectives it is unlikely that there is significant opportunity for growth in sales given its location and limited traffic at the current site EAC MISSION STATEMENT Mission Statement Assessment The current mission statement of the Edina Art Center is: “The Edina Art Center mission is to provide facilities, programs and services that meet and reflect the needs of our residents and neighbors for participation, education, and enjoyment in the arts with emphasis on fine arts”. Edina Art Center Analysis Sutton + Associates, Inc. 14 Key Question: Is the Edina Art Center’s Mission Statement accurate and fitting given current community and City objectives? In our view EAC’s current mission statement is outdated and does not reflect the aspirations of EAC leadership and the City of Edina. It would be wise to update the mission statement to reflect the desired changes of the EAC in the upcoming years. Writing a Good Mission Statement A good mission statement will address the following three questions: • What are the opportunities or needs the organization addresses? (The purpose) • What the organization does to address these needs? (The business) • What principles or beliefs guide the organization’s work? (The values) Example: The mission of Big Brothers/Big Sisters of America is to make a positive difference in the lives of children and youth, primarily through a professionally-supported, one-to-one relationship with a caring adult, and to assist them in achieving their highest potential as they grow to become confident, competent, and caring individuals, by providing committed volunteers, national leadership and standards of excellence. • The Purpose: to make a positive difference in the lives of children and youth so that they’ll achieve their highest potential. • The Business: providing and supporting committed volunteers who have one-to-one relationships with children and youth • The Values: individuals who are confident, competent, and caring; leadership and standards of excellence A good mission statement will also address: • Key market – who is the target client/customer? • Contribution – what products or services are provided? • Distinction – what makes the products or services unique? Ex. McDonalds - "To provide the fast food customer food prepared in the same high-quality manner world-wide that is tasty, reasonably-priced & delivered consistently in a low-key décor and friendly atmosphere. Key Market: The fast food customer world-wide Contribution: tasty and reasonably-priced food prepared in a high-quality manner Edina Art Center Analysis Sutton + Associates, Inc. 15 Distinction: delivered consistently (world-wide) in a low-key décor and friendly atmosphere. Mission Statements should be free of jargon and concise enough to be understood by all. It should be broad enough to allow for some creative growth, but not leave too much open to interpretation. The mission statement should be able to serve as a framework for evaluating current activities. New Mission Statement Possibilities Discussion of a new mission statement has already begun between members of the Edina Art Center Board. As of September 6, 2012, the latest proposal for a new mission statement was: A great city deserves great art. The mission of the Edina Art Center is to ignite and inspire artistic expression, exploration and appreciation. While this new effort at better defining the mission of EAC is headed in a positive direction it does not yet fully reflect broader aspirations for the arts emerging in Edina nor a specific commitment to be of service to a broader cross section of residents. Edina Art Center Analysis Sutton + Associates, Inc. 16 OPERATIONS Observation of Current State of Operations EAC is currently led by an Interim Director following the long tenure of Diana Hedges as Executive Director. The current staffing structure at EAC has evolved into a somewhat over extended network of many part time and a few full time employees making day to day management overly complicated and somewhat cumbersome. A number of the EAC employees have been with the center for many years and while there is a strong sense of institutional memory there is also reluctance on the part of some to change and evolve forward. Organizational Chart The current EAC Organizational Chart below gives a picture of an extended and somewhat cumbersome structure. Beyond the 2 full time and 17 to 22 part time employees, EAC engages more than 51 specialized instructors on a part-time basis, dependent on individual Edina Art Center Analysis Sutton + Associates, Inc. 17 artistic disciplines and class schedules. The City has wisely recently moved to make instructors employees rather than contractors. Committed leadership is essential to the success of EAC. We have been impressed by the current Interim Director’s handling of day-to-day operations and willingness to go far beyond a traditional 40-hour work week to meet the management needs of EAC. An Executive Director of EAC should have strong support from working colleagues in the City administration as well as the respect of their peers at other art centers in the area. While having an awareness of EAC’s history and organizational habits, it is important that the Executive Director demonstrate a clear understanding of the need for EAC to proactively make changes that are in the best interests of the organization and responsive to the growing expectations in the Edina community for cultural activities. The Director should have an entrepreneurial perspective on meeting challenges, optimizing new opportunities and progressively building an organization designed to enhancing programs to benefit Edina residents. Further, the Director should be committed to collaboration and building strong connections to other arts and community based organizations in Edina and throughout the Greater Twin Cities Metropolitan Area Recent changes in staff leadership provide an opportunity to rethink the basic organization of EAC but true change will be difficult to effect without shifting away from the current model of many part time hourly employees less vested in the overall success of the EAC and towards a full time professional staff with specific administrative expertise. The Executive Director should be fully empowered to make necessary staffing changes to accomplish this goal within the appropriate budgeting processes of the City. Working with a professionalized and smaller full time staff is likely to bring considerable upside to the operation of EAC. Although not likely to bring near term cost savings to the City, it will allow for consideration of a broader programming spectrum and a more efficient delivery of programs and services to the Edina community. Edina Art Center Analysis Sutton + Associates, Inc. 18 Income Sources in Comparison to other Art Centers Presently the broad array of class offerings at EAC remains solely focused on the visual arts and does not reach as deep into the community as would be possible in an up to date facility with additional programming possibilities. A carefully considered stretch by EAC into the performing arts could yield increased participation and extend the mission of EAC into the lives of many more residents of Edina. As at the Bloomington Art Center, a combination of artistic disciplines could increase revenues and substantially broaden service to the community. The recent success of the Edina Film Festival demonstrates the capacity of EAC to grow its programming, expand revenues and increase its presence. For the most part, classes remain both price sensitive and carefully scrutinized by participants against offerings elsewhere available to a highly mobile user group. The current base income at EAC of more than $400k per year derived from class offerings is highly envied by some centers in the area and should be considered as an institutional asset that could be built upon but should not be disrupted by radical changes to operations. Edina Art Center Analysis Sutton + Associates, Inc. 19 COMPARATIVE ANALYSIS Introduction Comparable Art Centers As prescribed by this assignment, the following have been identified as art centers that are comparable in some measure to the Edina Art Center. The chosen art centers serve (mainly) suburban middle and upper-middle class communities, and share a goal of enriching their respective communities by providing access to arts programming and education. The differences between these art centers, however, are especially apparent in their organizational structures, sources of funding, and programmatic offerings (i.e. visual arts/performing arts/both). Some of these organizations are models of successful community art centers that Edina Art Center may consider using as inspiration for future changes or expansions – Minnetonka Center for the Arts, in particular, is one such organization that has been an established leadership presence in the community art sector. Others, like the Hopkins Center for the Arts or Bloomington Theatre and Art Center, are more like the EAC in the sense that they have passed the earliest stages of establishment, but are still looking for growth opportunities that can carry them into the next phase of their existence. What is abundantly clear from a look at other arts centers is the degree to which each is uniquely tailored to its community, tuned to programming possibilities in their respective facility and limited by resources made available to subsidize programming. Each type of arts organization has different standards and goals with respect to earned and contributed income percentages and number of program participants. While there is no standard metric for performance, mission deliverables or funding ratios, EAC does rates highly with respect to percentage of earned income (70%) as compared to others arts organizations which may range from 20% to 80% earned income. While EAC has a relatively high participation rate in its programs, its facility, location and programming model (visual arts only) limit significant growth. Site Visits EAC Board members, staff and consultants visited and met with key organizational leaders at the following three comparable centers. Edina Art Center Analysis Sutton + Associates, Inc. 20 Minnetonka Center for the Arts From its inception more than fifty years ago, the Minnetonka Center for the Arts' purpose has been to help a diverse group make art a part of everyday life. After outgrowing a series of rented spaces MCA purchased a former elementary school in Wayzata and transformed it into studios, a gallery and an art store. Overtime MCA added a painting studio, ceramics studio and sculpture studio with a metal pouring foundry. In 1997, when a feasibility study showed that even extensive renovations could not bring the facility up to current building code or improve its functionality a capital campaign was launched to build a new $6.3 million building on the same site as the old one. The new building is a state of the art visual art center operating as a 501(c)(3) organization. Operating funds are derived from a combination of earned and contributed income from a broad variety of sources including public funds through the Minnesota State Arts Board. Earned income at 70% is at a ratio approximately equivalent to that of EAC. Hopkins Center for the Arts Hopkins Center for the Arts is largely geared towards renting to private performing arts groups and presenting a performing arts series but it does have an impressive gallery space for rotating exhibitions. Organizationally it is in transition – having recently developed a “Friends of” model (a city-owned segment augmented through funds generated from a separate 501(c)(3) that exists to support the HCA), it is still figuring out the best way to organize its staff in order to support these various needs. While the subsidy provided by the City is offset by contributions garnered through a “Friends of” type entity all administrative staffing expenses are still within the City’s budget for their center. Net benefit to the Hopkins Center must be figured relational to the cost of staffing to write and submit grants, host events and publicize “Friends of” activities. At present the development of a truly independent enterprise is hoped for but not yet realized. Estimated annual City subsidy ranges from $150k to $225k depending on net revenues from other activities. Edina Art Center Analysis Sutton + Associates, Inc. 21 Bloomington Theatre and Art Center Owned by the City of Bloomington, the Bloomington Theatre and Art Center (BTAC) is operated through a partnership which emerged through a merger of the Bloomington Civic Theatre (BCT) and Bloomington Art Center (BAC) in 2009. The facility features two impressive performance spaces, galleries and visual arts classrooms. The merger created a strong 501(c)(3) organization with a pre-existing audience base for its productions and a professional staff to drive additional programming and do fundraising. While more recognized for its performing arts activities, BTAC does offer a number of visual arts classes and its impressive gallery space can features one or two local artists on a rotating schedule. In addition to providing free space to the primary Bloomington arts organizations that make their home at BTAC, the City also awards operating grants to these organizations to help subsidize their programs at BTAC. Having augmented its operating approach with the shift to a 501(c)(3), Bloomington’s biggest challenge has been differentiating its new brand and gaining traction with fundraising. All in all it is estimated the Bloomington’s annual subsidy of the art center is close to a million dollars a year when facility costs, dedicated city staff and grants to tenant organizations are factored in. CONCLUSION AND RECOMMENDATIONS Across the country, along with other community assets like great school systems and terrific sports and recreational programs and facilities, the arts are progressively viewed by elected officials, administrators and city planners as key to defining and leveraging their communities. In our view the Edina Art Center is in a unique position to redefine itself to meet the needs and expectations of a population that increasingly view the arts as important community amenities that define Edina as a great place to live, work and raise a family. Edina Art Center Analysis Sutton + Associates, Inc. 22 We recommend that the City maintain its commitment to EAC and encourage leadership to explore ways to expand its role in the community to better reflect growing aspirations for cultural activities in Edina. We believe that EAC could play a vital role in future development and recommend that its leadership should be at the table as broader community initiatives are explored. Further, we recommend that EAC work directly with the Edina Community Foundation to proactively attract philanthropic support that will allow it to serve residents of all ages with expanded offerings in both the visual and the performing arts. As with all civic efforts, strong and consistent leadership is critical to success. We believe that the City will benefit from a transition from interim staff leadership to EAC Director. The continued involvement and commitment of the EAC Board could assist City leadership to appropriately respond to increasing community aspirations for the arts in Edina and assure that EAC is a strong community asset with increased relevancy to the residents of Edina. As with any business, location is a key factor particularly for service organizations like EAC. Where best to provide Edina residents with cultural and educational programs should be carefully considered before making significant further investments in the current location. The opportunity to encourage development in a core area of Edina could be substantively leveraged if a new 21st century, multi-disciplinary art center facility were to be central to it. Edina Art Center Analysis Sutton + Associates, Inc. 23 COMPARABLE ART CENTERS – CASE STUDIES Minnetonka Center for the Arts Size: 31,000 sq. ft. Location: Wayzata, Organizational Structure: Private 501(c)(3) Mission: the belief that the visual arts are indispensable to a healthy community; it is the mission of the Minnetonka Center for the Arts to provide teaching excellence, quality exhibitions and cultural enrichment for people of all ages, interests and abilities. Programming Mix: Year-round programming for young children, teens, and adults. Teens are distinguished as a special group with certain classes targeted at their interests. Summer day-camps for kids and teens. Partnerships with Walker Art Center and Ridgedale Mall. Community Demographics (Minnetonka & Wayzata): Populations: 50,000 (M) & 3,700 (W) Median Age: 45 (M) & 48 (W) M: 90% white, W: 92.5% white M: 25% of households have children under 18, 52% are married W: 14% of households have children under 18, 42% are married Median household income: $81,000 (M) and $64,000 (W) Education: M = 98% HS degree or higher; W = 99% HS degree or higher Budget (2010) Total Revenue: $1,179,679 • Revenue from Contributions & Grants: $316,625 • Revenue from Program Fees: $827,610 From Fundraising Events, specifically: $29,653 Revenue from Membership: $56,285 Number of Paid Employees: 40 (11 full-time, including 7 admins, 2 registrars, 2 studio managers) Edina Art Center Analysis Sutton + Associates, Inc. 24 Bloomington Theatre and Art Center Location: Bloomington, MN. Organizational Structure: City-owned, public/private operating partnership Mission Statement: We exist to enrich the cultural fabric of the communities we serve by providing high quality performing arts, visual arts, and arts education programs, and by welcoming and nurturing talent. Programming Mix: Big focus on presenting work and encouraging audience appreciation. Partnership with Bloomington Civic Theatre. Adult and youth workshop courses in a variety of fine arts disciplines (clay, painting, drawing, glass, fiber, photography, etc.). Very focused class topics, like Shade and Light Drawing. Offering theatre/drama classes for kids in collaboration with BCT. Outreach activities for kids (working with charter schools, Boy/Girl Scouts, etc.). Community Demographics: Population: 83,000 Median age: 43 80% white Median Household Income: $57,800 Educated: about 66% have at least some college, if not a bachelor’s degree or beyond Household types: Single (32%), Married w/o children (36%). 23% of households have children under 18. Budget (2010) Total Revenue: $1,355,493 (Includes Bloomington Civic Theatre ticket sales) • Revenue from Contributions & Grants: $520,514 • From Fundraising Events, specifically: $6,723 • From Gifts, Private Grants, etc.: $204,336 • Govt. Grants: $297,335 • Revenue from Membership: $12,120 • Revenue from Program Fees: $834,169 • Number of Paid Employees: 21 (8 full-time) Edina Art Center Analysis Sutton + Associates, Inc. 25 Hopkins Center for the Arts Size: 36,000 sq ft. Location: Downtown Hopkins, MN Organizational Structure: City-owned, city-operated, 501c3 tenants, “Friends of” fundraising support organization. Mission: The Arts Center builds community through the arts by fostering creative expression and providing artistic and educational opportunities for people of all ages. Programming: Theatre Performances, concerts, films, exhibitions, lectures, literary arts, and classes in fine arts. Arts Center also houses Stages Theatre Company and space rentals from Hopkins Public Schools and there is a significant focus on exhibitions and gallery showings. Classes are mostly for adults, and are focused on painting and take-home project-based classes (ex. Knit yourself a scarf, make a jewelry box). On the whole, the Hopkins Center for the Arts seems more about presenting the arts and creating exposure, rather than teaching the arts. Also offer space rentals. Community Demographics: Population: 17,600 Median Age: 34 70% white, 13.5% African-American, 8.5% Asian 25% of households have children under 18; 43% of households are single people Median Household Income: $47,000; Per Capita Income: $29,400 Education: 93% have HS degree or higher, 39% have Bachelor’s degree or higher Budget (2012, estimated) TOTAL BUDGET INCOME: $758,626 Earned Income: $510,653 • Tenant Leases: $245,053 • Tickets & Facility Fees: $164,000 Contributed Revenue (Transferred from the “Friends of” 501c3): $100,053 City Support: $147,920 (likely + $80k) Edina Art Center Analysis Sutton + Associates, Inc. 26 The Phipps Center for the Arts Size: 64,000 sq. ft Location: Hudson, WI Approx. Operational Budget: $1.2 million Organizational Structure: Private 501(c)(3) ownership & operation Mission: Two identifiable areas of focus: presentation of art (in galleries, exhibits, performances, etc.) and art education (year-round class offerings for both children and adults). Programming Mix: Classes offered for both children and adults, but summer programming is almost exclusively for children. The selection for kids’ summer camps is outstanding - over 50 to choose from, ranging from one day-long class to ones that last for a week as well as separate classes for both children and teens. The Phipps has ongoing partnerships with local hospitals and is a major player in producing the annual Spirit of St. Croix Days. Gallery exhibits include both members and non-members. Bench Project - permanent installations of usable art project benches made by community members/groups. Community Demographics: Population: 12,700. Hudson area: 34,000 Median Age: 33 98% white Median Income: $51,000. Per capita income: $27,000 31% of all households have children under 18, 29% of all households are single people 75% have at least some college, if not a bachelor’s degree or beyond Budget (2010) Total Revenue: $1,094,204 • Revenue from Contributions & Grants: $440,080 • From Personal Gifts: $434,550 • Revenue from Program Fees: $595,503 Number of Paid Employees: 12 Edina Art Center Analysis Sutton + Associates, Inc. 27 Eden Prairie Art Center Size: 5,400 sq. ft. Location: Eden Prairie, MN Organizational Structure: Part of the City of Eden Prairie Park & Rec Dept., city-owned & operated Mission: The mission of the Eden Prairie Art Center is to enhance the quality of life and foster creativity in our community by providing access to the arts for people of all ages and abilities. Programming Mix: Offers open studio time 3 days a week. Rent-An-Artist Program offers one-on-one instruction options. Programming gets very age specific: separate classes for toddlers, preschool, kindergarten, grade school, teens, adults, seniors. Also offers family classes. Part of the Park & Rec Program, allows for relationships with Eden Prairie Players, Community Band, and “Art on City Walls” Project, if desired. Community Demographics: Population: 60,800 Median Age: 38 81% white, 9% Asian 39% of households have children under 18; 24% of households are single people Median Household Income: $89,500; Per Capita Income: $49,250 Education: 97% have HS degree or higher, 60% have Bachelor’s degree or higher Budget: 1,000 participants annually 2011 Budget: $173,198 2012 Budget: $212,662 2013 Projected Budget: $218,778 2013 Total Park & Rec Budget: $2,281,975 (Art Center gets just under 10% of the entire Park & Rec budget) Edina Art Center Analysis Sutton + Associates, Inc. 28 White Bear Center for the Arts Location: White Bear Lake Organizational Structure: 501(c)(3) Mission Statement: The mission of White Bear Center for the Arts is to provide a gateway to diverse arts experiences. We will: Educate new and established artists; Cultivate the understanding of art in its many forms; Celebrate the joys of arts. We value: Creative process; Openness; Transformative experience. Programming Mix: Classes for Adults, Teens, and Kids. Very thorough mixture of class offerings. Even offer a “create your own class” offering - kind of like a private lesson: if you want to learn something but can’t make the scheduled class time or the offered classes don’t address your topic adequately, you can find an instructor and get studio time with them (they require you to get at least 4 people to do the class). Examples of create your own classes - sewing, mosaics, printmaking, art history, etc. Offer a lot of community conversations with artists, easy art contests (ex. sand castle contest in the summer), and a community “Iron Pour” event. Partnership with Stepping Stone Theatre to offer kids’ drama courses. [430 current members, 30% are White Bear residents] Community Demographics: Population: 23,800 Median Age: 41 90% white 27% of households have children under 18; 34% of households are single people Median Household Income: $57,000 Education: 94% have HS degree or higher, 31% have Bachelor’s degree or higher Budget (2010) Total Revenue: $1,377,622 • Revenue from Contributions and Grants: $1,220,798 • From Fundraising, specifically: $54,094 • From Gifts, Private Grants, etc: $1,147,293 • Revenue from Program Fees: $170,459 • Revenue from Membership: $19,401 Number of Paid Employees: 6 Edina Art Center Analysis Sutton + Associates, Inc. 29 Maple Grove Arts Center Location: Suburban Maple Grove, MN Organizational Structure: 501(c)(3) Mission Statement: To provide fine art, musical and theatrical exploration and appreciation opportunities. Programming Mix: Fewer class options than most other organizations. Classes for kids and adults, but mostly for kids and teens. Variety of classes offered in both visual arts and performing arts disciplines. Also offer free open studio dates for the community. Community Demographics: Population: 61,600 Median Age: 38 86% white 40% of households have children under 18; 19% of all households are single people Median Household Income: $93,000 Education: 97% have HS degree or higher; 49% have Bachelor’s degree or higher Budget (2009): Total Revenue: $4,796 • Revenue from Contributions & Grants: $3,397 • Revenue from Program Fees: $476 • Revenue from Membership: $125 Edina Art Center Analysis Sutton + Associates, Inc. 30 Evanston Art Center Location: Evanston, IL Size: 17,000 sq ft Organizational Structure: 501(c)(3) organization Mission: The Evanston Art Center is dedicated to fostering the appreciation and expression of the arts among diverse audiences. The Art Center offers extensive and innovative instruction in broad areas of artistic endeavor through classes, exhibitions, interactive arts activities, and community outreach initiatives Programming: They have a Mix of youth, teen, adult, and family classes. Some of the adult classes are more unique - woodcutting techniques, fashion design, figure drawing, metal smithing. Also offering youth summer camps. 10 wk/sessions for adult classes, 5 wks for kids. Seasonal arts & crafts expos. Community Outreach programs for both youth and seniors (artists-in-residence programs at local schools, partnership with Loyola University, Summer Reading program with Public Libraries, sending Art Center employees into nursing homes to work with residents). Also exhibit some pieces in a gallery. Community Demographics: Population: 74,500 Median Age: 34 66% white, 18% black, 9% Hispanic, 8.5% Asian 26% of households have children under 18; 38% of households are single people Median Household Income: $68,000 Education: 93% have HS degree or higher, 66% have Bachelor’s degree or higher Edina Art Center Analysis Sutton + Associates, Inc. 31 Edina Art Center Size: 10,150 sq. ft. Location: Edina Organizational Structure: City Owned, Operated by City of Edina Parks and Recreation Department Current Mission: “The Edina Art Center mission is to provide facilities, programs and services that meet and reflect the needs of our residents and neighbors for participation, education, and enjoyment in the arts with emphasis on fine arts”. Programming Mix: Year-round programming visual arts offering for all ages including; Pottery and Clay Sculpture, Painting & Drawing, Water media, Mosaics, Digital Media & Photography, Jewelry, Crafting and Specialty/Holiday- themed Activities Community Demographics (Edina): Populations: approx. 48,000 Median Age: 45 (M) & 48 (W) Ethnicity: 88% white, Persons under 5 years, 5.4% Persons under 18 years, 24.2% Persons 65 years and over, 20.7% Female persons, 53.4% 50.4%Median household income: approx. $80,000 Education: Bachelor’s degree or higher; 63% Budget (2011) Total Revenue: $640,043 • Revenue from Contributions & Grants: $13,536 • Memberships: $25,730 • Revenue from Program Fees: $425,776 Number of Paid Employees: Currently 2 full-time and 17 to 22 part-time administrative employees as well as more than 51 part-time instructors Date: October 26, 2017 Agenda Item #: VI.E. To:Arts and Culture Commission Item Type: Report and Recommendation, Other From:Michael Frey, Art Center General Manager Item Activity: Subject:Grandview Facility Feasibility & Operational Analysis Final Report Information CITY OF EDINA 4801 West 50th Street Edina, MN 55424 www.edinamn.gov ACTION REQUESTED: None on this item. INTRODUCTION: This item is provided as supporting documentation for the site choice of a new art center in the City of Edina. ATTACHMENTS: Description Grandview Facility Feasibility & Operational Analysis Final Report May 10, 2016 Park Board Ann Kattreh Parks & Recreation Director Grandview Facility Feasibility & Operational Analysis Final Report Information / Background: The Grandview Facility Operational and Feasibility Study is complete. Stakeholders groups were interviewed and visioning sessions began in December. The Task Force met six times to review information and provide feedback and direction. The Arts and Culture Commission and Park Board received updates and provided feedback five times prior to this meeting. Community open houses were held on January 21 and on March 10 at which approximately 100 residents attended and provided valuable feedback. The City Council received updates at Work Sessions in February and March. Based on all input received, staff and the consulting teams prepared a DRAFT space program with a set of “core” (Art Center, new Active Adult (Senior) programming, fitness/education classes, meeting rooms and a restaurant) facility components and another set of “enhanced” (additional Art Center space, larger lobby, drop-in childcare and indoor play structure, an event/performance venue, video production space for the Edina Communications Department, fitness center with cardio, free weights, circuit training and locker rooms, a gymnasium, and leasable space for a wellness partner) facility components. Any of the “enhanced” facilities were optional additions to the core program individually or as a group. STAFF REPORT Page 2 Facility Options At the February 17th City Council Work Session, after reviewing potential facility programs and their associated capital and operating budgets, the City Council provided direction for the Task Force move forward studying Option B, Core (Active Adult, Art, Café) plus event space. With that direction, HGA Architecture prepared two design options for how this facility could fit onto the Grandview site with these components. Staff and the Task Force continued further refine the facility, capital costs, and associated pro formas. With feedback from the Task Force, Arts & Culture Commission and Park Board, HGA Architecture created a Preferred Option. At the April 19th City Council Work Session, the City Council provided feedback on the Preferred Option massing diagram and site fit model. Pro Forma Staff worked with PROS Consulting and Sutton & Associates on pro formas for the facility. One year and six year pro formas are below. Jeff Bransford from PROS Consulting will be present to answer any questions regarding the pro forma. One Year Pro Forma Six Year Pro Forma STAFF REPORT Page 3 Staff Summary Staff continues to be concerned about the cost of parking at this site. Due to the nature on the structured parking required, the cost of parking is estimated to be $37,500 per stall for a total parking structure cost estimate of $14,250,000. This does not include any transit parking. HGA Architecture and LHB worked together closely to share information from the concurrent Grandview Feasibility and Operational Analysis and the Grandview Transportation Study. Findings from the Transportation Study are included in the final HGA site plan. Another concern is and the estimated annual operating deficit of over $650,000. Currently the Art Center operates with an average three year annual loss of $157,671 and the Senior Center operates with an average three year annual loss of $54,044. The three year average total loss of those two facilities is $211,671. If both of these facilities moved operations to the new facility at Grandview, the additional $438,329 subsidy would require re-prioritization of other general fund or enterprise fund facilities and/or programs or additional taxes would be required to cover the operating deficit. The current Art Center is a renovated home that was built in 19XX. It was purchased in 1976, transformed into an Art Center and opened its doors in 1977. While some describe it as quaint and having significant character, it is an old, awkward facility that does not have adequate storage, office, parking, gallery or gift shop space and is non-ADA compliant. The Arts & Culture Commission Members have been clear that they believe that the Art Center needs either a significant remodel, which would be difficult given ADA requirements, or a new facility. This is also supported by the Sutton + Associates Edina Art Center Analysis that was completed in 2012. Revenues Year 1 Year 2 Year 3 Year 4 Year 5 Year 6 Administration $0 $0 $0 $0 $0 $0 Maintenance $0 $0 $0 $0 $0 $0 Custodial $0 $0 $0 $0 $0 $0 Arts $588,671 $606,331 $624,521 $643,257 $662,554 $682,431 Active Adults $107,364 $110,585 $113,902 $117,320 $120,839 $124,464 Fitness Programs $46,800 $48,204 $49,650 $51,140 $52,674 $54,254 Facility Rentals $94,100 $96,923 $99,831 $102,826 $105,910 $109,088 Café $714,400 $735,832 $757,907 $780,644 $804,063 $828,185 Total $1,551,335 $1,597,875 $1,645,811 $1,695,186 $1,746,041 $1,798,422 Expenditures Administration $529,650 $539,797 $550,341 $561,299 $572,685 $584,518 Maintenance $156,405 $158,147 $159,955 $161,832 $163,781 $165,805 Custodial $146,056 $146,472 $146,902 $147,346 $147,805 $148,280 Arts $555,180 $572,842 $591,192 $610,256 $630,064 $650,643 Active Adults $145,000 $149,105 $153,370 $157,800 $162,401 $167,181 Fitness Programs $46,358 $47,550 $48,789 $50,078 $51,417 $52,810 Facility Rentals $24,570 $24,680 $24,794 $24,912 $25,035 $25,163 Café $607,240 $631,530 $656,791 $683,062 $710,385 $738,800 Total $2,210,458 $2,270,122 $2,332,133 $2,396,585 $2,463,574 $2,533,200 Total Cost Recovery 70% 70% 71% 71% 71% 71% STAFF REPORT Page 4 Action Requested The Park Board will be asked to provide review and comment regarding next steps for the facility. You will be encouraged to state reasons for your recommendation. 1. Recommend to move forward with financing options for the facility 2. Do not recommend moving forward with facility as proposed. The Grandview Facility Feasibility & Operational Analysis Final Report will be presented at the May 17th City Council meeting. Date: October 26, 2017 Agenda Item #: VI.F. To:Arts and Culture Commission Item Type: Report and Recommendation, Other From:Michael Frey, Art Center General Manager Item Activity: Subject:Edina Grandview Community Center - Appendix A - February 17, 2016 Report to Council Information CITY OF EDINA 4801 West 50th Street Edina, MN 55424 www.edinamn.gov ACTION REQUESTED: None on this item. INTRODUCTION: Please review the Edina Grandview Community Center - Appendix A - February 17, 2016 Report to Council as supporting documentation for the site selection of a location of a new art center in the City of Edina. ATTACHMENTS: Description Edina Grandview Community Center - Appendix A - February 17, 2016 Report to Council 17 February 2016EDINA GRANDVIEW COMMUNITY CENTERCITY COUNCIL REVIEW The CITYofEDINACITY COUNCIL REVIEW17 February 20162AGENDAINTRODUCTIONSFEASIBILITY STUDY PROCESSREVIEW OF FINDINGSSCOPE AND BUDGET ALTERNATIVESCOUNCIL DISCUSSION AND DIRECTION The CITYofEDINACITY COUNCIL REVIEW17 February 20163CONSULTANT TEAMHGA Architects & EngineersVictor Pechaty Nancy BlankfardMichael AndersonPROS ConsultingJeff BransfordMichael SvetzSutton + AssociatesGeorge SuttonSara ShaylieLEADERSHIP TASK FORCEARTS & CULTURE COMMISSIONRay MeifertAnne MillerPARK BOARDEllen JonesKoren NelsonEDINA COMMUNITY EDUCATIONVal BurkeCheryl GunnessCITY STAFFAnn KattrehSusan FausMichael FreyDonna TilsnerAmanda Clarke The CITYofEDINACITY COUNCIL REVIEW17 February 20164INTRODUCTIONSFEASIBILITY STUDY PROCESSREVIEW OF FINDINGSSCOPE AND BUDGET ALTERNATIVESCOUNCIL DISCUSSION AND DIRECTION The CITYofEDINACITY COUNCIL REVIEW17 February 20165SCOPE OF WORK1. Needs Assessment- Review Historical Data- Market Analysis – Arts and Recreation- User Group Interviewsa. Active Adultb. Art Centerc. Communication & Technology (CTS)d. Community Ede. Historical Societyf. Fitness & Wellnessg. Youth- Community Open HouseProgram Vision Input61Attendees235Comments2. Building Program- Core Programs- Potential Program Enhancements- Additional Considerations3. Cost Estimates- Capital Cost- Operating Cost4. Site and Building Fit Planning- Apply desired program to specified site- Review blocking and stacking alternatives- Refine Capital Cost Estimates- Refine Operating Cost Estimates The CITYofEDINACITY COUNCIL REVIEW17 February 20166 The CITYofEDINACITY COUNCIL REVIEW17 February 20167INTRODUCTIONSFEASIBILITY STUDY PROCESSREVIEW OF FINDINGSSCOPE AND BUDGET ALTERNATIVESCOUNCIL DISCUSSION AND DIRECTION The CITYofEDINACITY COUNCIL REVIEW17 February 20168MARKET ANALYSIS SUMMARYPrimary market should be in the range of a 10-15 drive time from the site (serving the Edina population and adjoining communities).Growthis projected to be slightly below that of national rates over the next fifteen years. The makeup of the service area population will change as it is expected to age, however, will remain relatively affluent with income levels above both state and national medians.Edina residential demographicsdemonstrate a high degree of both affluence and education, characteristic of arts consumers throughout the country.Local market potential metrics (i.e., MPIs) suggest that fitness and exercise programming would be successful at Grandview Community Center. Survey findings from 2014 showed that indoor fitness and exercise facilities rank highly in terms of overall community need, unmet need, importance, and spaces that residents would use. The CITYofEDINACITY COUNCIL REVIEW17 February 20169MARKET ANALYSIS SUMMARYSenior centers ranked moderately, but as expected for a facility that is targeted to a specific age segment. Indoor courts and gymnasia ranked moderately low.Despite the private fitness and exercise providersin the community, there still appears to be an unmet need for broad-based facilities that offer wide age-segment appeal and cater to all experience levels.Crossover cultural/fitness/wellness programmingat the Grandview facility could combine the best of these types of offerings in a facility designed to serve residents of all ages and attract participation from the surrounding area.Fitness programs that offer a social component for seniorscould mesh well with a general community wellness approach to programming a new center.Current programming of EAC could complement wellness oriented activities like Pilates, Yoga and movement and along with other fitness programs offer a social component for seniors and youth that contributes to a holistic community approach to programming a new center. The CITYofEDINACITY COUNCIL REVIEW17 February 201610SUCCESSFUL EXISTING PROGRAMS- Social events- Educational demonstrations- Fitness & Wellness activitiesFUTURE PROGRAMMING DEMAND- Arts & hobbies- Expanded Fitness & Wellness activities- SportsOPPORTUNITIES FOR SYNERGY- Art Center programs- Fitness & Wellness programsACTIVE ADULTUSER GROUP INTERVIEWS The CITYofEDINACITY COUNCIL REVIEW17 February 201611SUCCESSFUL EXISTING PROGRAMS- Art exhibits- Studio arts- Educational workshopsFUTURE PROGRAMMING DEMAND- Enhanced and more functional exhibit space- Expanded studio arts options to meet demand- Improved accessibility and building functionalityOPPORTUNITIES FOR SYNERGY- Active Adult programs- Fitness & Wellness programs- Youth programs- Community Education programs- CTS programs- Culinary ArtsART CENTERUSER GROUP INTERVIEWS The CITYofEDINACITY COUNCIL REVIEW17 February 201612SUCCESSFUL EXISTING PROGRAMS- Public Broadcasting Channel- Information Technology ServicesOPPORTUNITIES FOR SYNERGY- Art Center programs- Youth programsCTSUSER GROUP INTERVIEWS The CITYofEDINACITY COUNCIL REVIEW17 February 201613SUCCESSFUL EXISTING PROGRAMS- Parent / child classes- After school youth activities- Fitness & Wellness activities- Global & multicultural interests- Life skillsFUTURE PROGRAMMING DEMAND- Arts & hobbies- Expanded Fitness & Wellness for all ages- LecturesOPPORTUNITIES FOR SYNERGY- Art Center programs- Fitness & Wellness programs- Activity appropriate program spaceCOMMUNITY EDUSER GROUP INTERVIEWS The CITYofEDINACITY COUNCIL REVIEW17 February 201614SUCCESSFUL EXISTING PROGRAMS- History exhibits- School trips- Research LibraryFUTURE PROGRAMMING DEMAND- Permanent exhibits- Interpretive trails- Improved access to historical sitesOPPORTUNITIES FOR SYNERGY- Collaborative programing with Art Center and Active Adults- Central location for historical exhibitsHISTORICALSOCIETYUSER GROUP INTERVIEWS The CITYofEDINACITY COUNCIL REVIEW17 February 201615SUCCESSFUL EXISTING PROGRAMS- Limited program offerings by public entitiesFUTURE PROGRAMMING DEMAND- Fitness center(cardio, circuit training, and free weights)- Gymnasium activities(open gym space, open sports play)- Wellness studios(Tabata, Tai Chi, Yoga, Zumba, etc.)OPPORTUNITIES FOR SYNERGY- Active Adult programs- Art Center programs- Youth programsFITNESS &WELLNESSUSER GROUP INTERVIEWS The CITYofEDINACITY COUNCIL REVIEW17 February 201616SUCCESSFUL EXISTING PROGRAMS- Limited indoor program offerings beyond Edina Public SchoolsFUTURE PROGRAMMING DEMAND- Early Childhood Education- Drop-in childcare- Children’s play- Student unionOPPORTUNITIES FOR SYNERGY- Art Center programs- Fitness & Wellness programs- Historical Society programs- CTS programsYOUTHUSER GROUP INTERVIEWS The CITYofEDINACITY COUNCIL REVIEW17 February 201617COMMUNITY FEEDBACK The CITYofEDINACITY COUNCIL REVIEW17 February 201618COMMUNITY FEEDBACK The CITYofEDINACITY COUNCIL REVIEW17 February 201619INTRODUCTIONSFEASIBILITY STUDY PROCESSREVIEW OF FINDINGSSCOPE AND BUDGET ALTERNATIVESCOUNCIL DISCUSSION AND DIRECTION The CITYofEDINACITY COUNCIL REVIEW17 February 201620PROGRAM SUMMARYCORE PROGRAMS The CITYofEDINACITY COUNCIL REVIEW17 February 201621PROGRAM SUMMARYPOTENTIAL PROGRAM ENHANCEMENTS The CITYofEDINACITY COUNCIL REVIEW17 February 201622ADDITIONAL CONSIDERATIONSPROGRAM OPTIONSThe following program considerations are offered for discussion based on community open house input, review of community surveys, and local/national trends in community center facilities.Source: ETC Institute, 2014 City of Edina Citizen Survey The CITYofEDINACITY COUNCIL REVIEW17 February 201623ADDITIONAL CONSIDERATIONSPARKING METRICSSurface Parking$3,500 +/- per stallStructured Parking$20,000 +/- per stallBelow Grade Parking$30,000 +/- per tall The CITYofEDINACITY COUNCIL REVIEW17 February 201624CAPITOL COST – PROGRAM OPTION ACORE PROGRAMS The CITYofEDINACITY COUNCIL REVIEW17 February 201625CAPITOL COST – PROGRAM OPTION BCORE PROGRAMS + EVENT The CITYofEDINACITY COUNCIL REVIEW17 February 201626CAPITOL COST – PROGRAM OPTION CCORE PROGRAMS + CHILDCARE + FITNESS The CITYofEDINACITY COUNCIL REVIEW17 February 201627CAPITOL COST – PROGRAM OPTION DCORE PROGRAMS + CHILDCARE + FITNESS + GYMNASIUM The CITYofEDINACITY COUNCIL REVIEW17 February 201628CAPITOL COST – PROGRAM OPTION ECORE PROGRAMS + CHILDCARE + EVENT + FITNESS The CITYofEDINACITY COUNCIL REVIEW17 February 201629CAPITOL COST – PROGRAM OPTION FCORE + ALL ENHANCEMENT PROGRAMS The CITYofEDINACITY COUNCIL REVIEW17 February 201630OPERATING COST – PROGRAM OPTION ACORE PROGRAMS The CITYofEDINACITY COUNCIL REVIEW17 February 201631OPERATING COST – PROGRAM OPTION BCORE PROGRAMS + EVENT The CITYofEDINACITY COUNCIL REVIEW17 February 201632OPERATING COST – PROGRAM OPTION CCORE PROGRAMS + CHILDCARE + FITNESS The CITYofEDINACITY COUNCIL REVIEW17 February 201633OPERATING COST – PROGRAM OPTION DCORE PROGRAMS + CHILDCARE + FITNESS + GYMNASIUM The CITYofEDINACITY COUNCIL REVIEW17 February 201634OPERATING COST – PROGRAM OPTION ECORE PROGRAMS + CHILDCARE + EVENT + FITNESS The CITYofEDINACITY COUNCIL REVIEW17 February 201635OPERATING COST – PROGRAM OPTION FCORE + ALL ENHANCEMENT PROGRAMS The CITYofEDINACITY COUNCIL REVIEW17 February 201636PROGRAM OPTION SUMMARYCAPITAL + OPERATING COST The CITYofEDINACITY COUNCIL REVIEW17 February 201637 The CITYofEDINACITY COUNCIL REVIEW17 February 201638 The CITYofEDINACITY COUNCIL REVIEW17 February 201639DISCUSSION Date: October 26, 2017 Agenda Item #: VI.G. To:Arts and Culture Commission Item Type: Report and Recommendation, Other From:Michael Frey, Art Center General Manager Item Activity: Subject:Images of Grandview Former Public Works Site Information CITY OF EDINA 4801 West 50th Street Edina, MN 55424 www.edinamn.gov ACTION REQUESTED: None on this item. INTRODUCTION: These images are from a City Council Work Session from May 2015 to give Commissioners a clear view of the former public works site at Grandview. ATTACHMENTS: Description Images of Grandview Former Public Works Site Date: October 26, 2017 Agenda Item #: VII.A. To:Arts and Culture Commission Item Type: Correspondence From:Michael Frey, Art Center General Manager Item Activity: Subject:Report, Public Art Edina Meeting 2017-10-05 Information CITY OF EDINA 4801 West 50th Street Edina, MN 55424 www.edinamn.gov ACTION REQUESTED: No action is needed on this item. INTRODUCTION: Please review the minutes from the October 5, 2017 meeting of Public Art Edina submitted by Chair Cheryl Gunness. Thank you. ATTACHMENTS: Description Report, Public Art Edina Meeting 2017-10-05 AGENDA + Minutes PUBLIC ART EDINA MEETING MAYOR’S CONFERENCE ROOM EDINA CITY HALL October 5, 2017 4:00 P.M. I. CALL TO ORDER 4:01pm II. ROLL CALL MEMBERS: Katy Elfstrand, Britt Eyngorn, Walt Gregg, Cheryl Gunness, Kevin Komadina, Bill McCabe, Joan O’Brien, Philip Schimke, Cory Shubert, and Forrest Simenson Staff Liaison: Michael Frey III. APPROVAL OF MEETING AGENDA McCabe/Simenson IV. ADOPTION OF MEETING MINUTES A. Approval of Minutes Regular Meeting of August 3, 2017 Regular Meeting of September 7, 2017 Simenson/Eyngorn 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. Art of Edina Discussion Brad Johnson (Traditional Wealth Management) aand Jill Emmer of Art of Edina shared their work. They are sharing community art in the following public spaces: Southdale, Galleria, Braemar. ● Southdale: Focus on kids and local schools. ● Braemar: Focus on outdoor photos from the community ● Galleria: Focus on art on the walls around the construction zone They also engage community nonprofit partners. Most recently, the partnered with Abbey’s Hope to do the dragonfly project at Southdale. Their next partner is the American Refugee Committee. Lights will be going to Uganda. The launch party is Saturday, December 2. We were glad to learn more about each other’s work and will consider partnering on appropriate projects going forward. They may also be willing to help us with business contacts to help us with the sculpture preservation plan. Decisions Action Items What Who When Consider inviting Art of Edina to any future vision session with city leaders Cheryl TBD B. Sculpture Preservation Plan Forrest is leading a Sculpture Preservation Plan subcommittee. Documents from Laura Kubik of Kristin Cheronis, Inc can be found here. Discussion After brief review of the plan presented to us, the all-in recommendation is $5000 to stabilize and create plans, and $4000 per year going forward for maintenance. Forrest will assemble a working group and use the document as a starting point / framework to work from, and determine what we want and need to do going forward. Decisions ● Action Items What Who When Assemble a working group, meet and determine next steps Forrest By 11/2 meeting C. Public Art Planning Session with Forecast Public Art Discussion Cheryl recommends asking Forecast Public to facilitate a retreat to generate a shared vision and goals for Edina Public Art. We would ask them to facilitate a day-long visioning session for members of Public Art Edina, Arts and Culture Commission, Edina CIty Council, Edina city administrators, artists, business people, funders, etc. Forecast Public art would plan and prepare for the day; facilitate the day (with a note taker); and do the post meeting discussion with leaders, and prepare a report and recommendations. Depending on the time involved, it could cost between $3,500-4,000. Please note that the result would not be a plan (which requires much more community participation and time). It would result in a list of key factors and considerations, as well as recommendations for future tasks and initiatives to help us get from where we are now to the realization of top priority goals. This would likely involve increased funding, program management capacity and city-wide location analysis. Likewise, there will likely be a need for champions (at least one city leader) to get new policies or funding mechanisms passed. We discussed several possibilities: ● wait until January and we have our money ● Go a fallow year and don’t do a sculpture competition, using the money for a planning session ● We can ask city council to help us pay for the session ● Split the cost between this year and next ● Just do the student sculpture competition and no other sculptures for next year Decisions We will go ahead and arrange a January/February day of discussion with Forecast. Questions we need to figure out: ● Where to host ● What food will be needed/ how it will be paid for ● What other items will be needed (post-its, sticky notes, etc. ● Guest list ● Go for a mid/end-january retreat. Or February. ● Develop a more specific budget Action Items What Who When Contact Forecast Public Art to begin setting up the day of discussion Cheryl/Michael By 11/2 meeting Contact City Hall to determine if they have funds available to help us with the payment Cheryl By 11/2/ meeting D. Finance Report – Bill McCabe, Treasurer Discussion Each year, we receive $10,000 per year from the City for Public Art. In addition, we have money at the Community Foundation that has come from donations and from the Water Bill insert donation request. So far this year, we have spent $7200 from City funds (leaving us $2800) We have $2600 available funds in the Community Foundation account. Total cash of $5400 Still need to pay for People’s Choice Awards ($1500, $1250, $750) This leaves us with $1900 in the bank. We still want to do the student sculpture competition and need a budget to approve for that project. New budget year begins January 1. Action Items What Who When Develop budget for student sculpture competition Cheryl/Shannon Steven By 11/2 meeting VII. CORRESPONDENCE AND PETITIONS VIII. CHAIR AND MEMBER COMMENTS Discussion Ballots for “People’s Choice Awards” are ready to be counted. This will be done on Saturday by a volunteer group. Cheryl will communicate results to Edina Magazine, who would like to interview the winner. Michael/Cheryl will work together to notify the winners. Plaques need to be installed on the new sculptures. Forrest will do those at Grandview, Bill & Britt will work on the rest. Plan is to have them done before the Walk with the Mayor on Saturday morning. Question about whether we will meet in December. Decisions We will meet in December. Action Items What Who When Volunteer group to meet to count People’s Choice ballots at the Art Center on Saturday. Bill, Kevin, Walt 10/7/17 Install Plaques on new sculptures. Forrest, Bill, Britt By 10/17 Contact Edina Magazine with winner information. Notifty 1st, 2nd and 3rd place winners Cheryl/Michael By 10/19/17 IX. ADJOURNMENT 4:59pm Schimke/Simenson NEXT MEETING – Nov 2, 2017 - 4 p.m. WALK WITH THE MAYOR @ Centennial Lakes Sculptures with Wonder Wander App Saturday, Oct 7, 9:00am. Learn more here: https://www.edinamn.gov/Calendar.aspx?EID=3135 Forecast Public Art Art/Pub Party Monday, October 30 from 6-9 p.m. at Surly Brewing Company. At the event, you'll meet and mix with people who make public art and placemaking happen. The event will bring together artists, arts supporters and professionals in design, planning and public space to spark new ideas, innovations, and conversations. This can’t-miss party could place you at the center of tomorrow's most dynamic public art and placemaking projects. Your $10 ticket gets you access to Surly's award winning beer and chef-inspired fare. Plus, you'll see some of the Twin Cities' most renowned public artists in action demonstrating their work through live painting and other activities. Click here to secure your ticket!