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Home My WebLink About2017-11-16 Arts & Commission Meeting PacketAgenda Arts and Culture Commission City Of Edina, Minnesota Edina Art Center Studio 14 4701 W. 64th Street Edina, MN 55435 Thursday, November 16, 2017 4:30 PM I.Call To Order II.Roll Call III.Approval Of Meeting Agenda IV.Approval Of Meeting Minutes A.Minutes, Arts & Culture Commission 2017-10-26 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.2017 Work Plan - Update B.2018 Arts & Culture Commission Work Plan C.2017 ACC Work Plan - Initiative #7 2018 City Comprehensive Plan VII.Correspondence And Petitions A.Report, Public Art Edina Agenda + Minutes 2017-11-02 VIII.Chair And Member Comments IX.Sta3 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 ampli6cation, an interpreter, large-print documents or something else, please call 952-927-8861 72 hours in advance of the meeting. Date: November 16, 2017 Agenda Item #: IV.A. To:Arts and Culture Commission Item Type: Minutes From:Michael Frey, Art Center General Manager Item Activity: Subject:Minutes, Arts & Culture Commission 2017-10-26 Action CITY OF EDINA 4801 West 50th Street Edina, MN 55424 www.edinamn.gov ACTION REQUESTED: Please review and approve the minutes from the regular meeting of the Arts & Culture Commission dated October 26, 2017. Thank you. INTRODUCTION: ATTACHMENTS: Description Minutes, Arts & Culture Commission 2017-10-26 Draft Minutes☒ Approved Minutes☐ Approved Date: Minutes City Of Edina, Minnesota Arts and Culture Commission Edina Art Center Peggy Kelly Studio October 26, 2017 4:30 p.m. I. Call To Order Chair Anne Miller called the meeting to order at 4:31 p.m. II. Roll Call Commissioners Present: Stella Chaffee, Susan Chandler, Cheryl Gunness, Douglas Hegley, Heather Isaacs, Ray Meifert, Anne Miller and Russ Rubin, Steve Suckow. Student Commissioners Present: Jane Howe and Brooke Sheehy. Staff Present: Scott Neal, City Manager, Ann Kattreh, Director of Parks & Recreation, Michael Frey, General Manager, Edina Art Center. III. Approval of Meeting Agenda Motion by Commissioner Chandler with a second by Commissioner Suckow to approve the meeting agenda. Motion carried. IV. Approval of Meeting Minutes Motion by Commissioner Suckow with a second by Commissioner Rubin to approve the meeting minutes of the regular meeting of September 28, 2017. Motion carried. V. Community Comment No Community Members were present. VI. Reports/Recommendations A. Staff 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 City Manager Neal and Parks & Recreation Director Kattreh Mr. Neal began the conversation stating that the Edina Schools bus garage has been sold and Trammell Crow has submitted a proposal for housing on the former bus site. In addition, Frauenshuh has proposed a tall residential building on the former public works site. He stated that the Grandview Green has some momentum. The area that would become Grandview Green is owned by several parties. The City has received great Draft Minutes☒ Approved Minutes☐ Approved Date: contributions from MN Dept. of Transportation, while some parts are under legislative jurisdiction, some are state right of way and some areas would become privately owned. Member Suckow asked Manager Neal about Southdale Library. Mr. Neal stated the Hennepin County service center is gone and the courts are re-bidding for a site in Bloomington. The library would like to move to the corner of the lot near York leaving quite a bit of collateral land to develop. The City told the County of interest in the site. Discussion continued about the possibility of a new art center at the three different site locations; Southdale Library, Grandview Green, and the former public works site at Grandview. Commissioners asked questions about the Frauenshuh project and each of the three sites. Commissioners then offered pro and con opinions regarding each site. Manager Neal and Director Kattreh left the meeting after the discussion. VI. Correspondence and Petitions A. Report, Public Art Edina Meeting 2017-10-05 Chair Cheryl Gunness led a brief discussion on the Public art Report of October 5, and the upcoming projects. She stated plans are being made for a ½ day planning session in January. Invitations will be sent to the Mayor, Council Members, and Commission Members for the City, Staff and residents. Member Gunness, Member Hegley and Liaison Frey have been organizing a panel discussion to be held sometime in March, April or May on “What Can Public Art Do for a Community?” Commissioner Hegley will lead the panel; and four to five additional artists are being invited to attend as panelists. VII. Chair and Member Comments Chair Miller noted the success of the exhibit and thanked the Edina Art Center staff for a beautiful program for the 33rd Annual Members’ Juried Art Show. VIII. Staff Comments None. IX. Adjournment Commissioner Rubin motions to adjourn with a second by Commissioner Hegley. Motion carried. The October 2017 Arts & Culture Commission meeting was adjourned at 5:53 p.m. Date: November 16, 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:2017 Work Plan - Update Discussion, Information CITY OF EDINA 4801 West 50th Street Edina, MN 55424 www.edinamn.gov ACTION REQUESTED: There is no action requested on this item. INTRODUCTION: Please review the progress report for each item on the 2017 ACC Work Plan and provide feedback to Staff Liaison if accurate and complete. Thank you. ATTACHMENTS: Description 2017 Arts & Culture Commission Work Plan Board/Commission: Arts and Culture Commission 2017 Annual Work Plan Proposal Initiative #1 Council Charge ☒☒☒☒ 1 ☐☐☐☐ 2 ☐☐☐☐ 3 ☐☐☐☐ 4 Target Completion Date Budget Required (Staff Liaison) Staff Support Required (Staff Liaison) ☒ New Initiative ☐ Continued Initiative ☐ Ongoing Responsibility December 2017 None Art Center, P&R and City Staff Study feasibility of new Art Center Progress Report: Included on the 2018 Work Plan, Initiative #1: Make recommendations for and provide tactical support for design and fundraising for a new Art Center. Initiative #2 Council Charge ☐☐☐☐ 1 ☐☐☐☐ 2 ☒☒☒☒ 3 ☐☐☐☐ 4 Target Completion Date Budget Required (Staff Liaison) Staff Support Required (Staff Liaison) ☐ New Initiative ☐ Continued Initiative ☒ Ongoing Responsibility Ongoing None Art Center Staff Evaluate program and event offerings from the Art Center Progress Report: Commission has removed this item from the Work Plan as they believe it is a better fit with the responsibilities of Art Center Staff. Initiative #3 Council Charge ☐☐☐☐ 1 ☐☐☐☐ 2 ☐☐☐☐ 3 ☒☒☒☒ 4 Target Completion Date Budget Required (Staff Liaison) Staff Support Required (Staff Liaison) ☐ New Initiative ☐ Continued Initiative ☒ Ongoing Responsibility Jan – June 2017 $10,000 Art Center & CTS Staff Coordinate Public Art Program and set guidelines for artist stipends within approved budget. Progress Report: Coordination of the Public Art Edina Program has occurred, however no formal guidelines have been set for artist stipends for 2018. Approved by Council 12/6/16 Initiative #4 Council Charge ☐☐☐☐ 1 ☐☐☐☐ 2 ☒☒☒☒ 3 ☐☐☐☐ 4 Target Completion Date Budget Required (Staff Liaison) Staff Support Required (Staff Liaison) ☒ New Initiative ☐ Continued Initiative ☐ Ongoing Responsibility December 2017 None Art Center Staff Explore feasibility of traveling art exhibitions outside of the Edina Art Center. Progress Report: Initiative #4 tabled as there is no feasibility for traveling exhibitions outside of the Art Center. Initiative #5 Council Charge ☐☐☐☐ 1 ☐☐☐☐ 2 ☐☐☐☐ 3 ☒☒☒☒ 4 Target Completion Date Budget Required (Staff Liaison) Staff Support Required (Staff Liaison) ☐ New Initiative ☒ Continued Initiative ☐ Ongoing Responsibility February 14, 2017 $2,000 Art Center & CTS Staff Rockin’ Hollywoods – Valentine’s Day Event Progress Report: Successful event on February 11, 2017. Initiative #6 Council Charge ☐☐☐☐ 1 ☐☐☐☐ 2 ☒☒☒☒ 3 ☐☐☐☐ 4 Target Completion Date Budget Required (Staff Liaison) Staff Support Required (Staff Liaison) ☒ New Initiative ☐ Continued Initiative ☐ Ongoing Responsibility December 2017 None Art Center Staff and CTS Staff Evaluate and make recommendations for the best way to advertise and promote Arts and Culture events in the greater Edina community. Progress Report: Not complete as of 11/13/2017. Approved by Council 12/6/16 Initiative #7 Council Charge ☐☐☐☐ 1 ☒☒☒☒ 2 ☐☐☐☐ 3 ☐☐☐☐ 4 Target Completion Date Budget Required (Staff Liaison) Staff Support Required (Staff Liaison) ☒ New Initiative ☐ Continued Initiative ☐ Ongoing Responsibility December 2017 None Art Center Staff Assist as requested with the development of the City’s new Comprehensive Guide Plan. Progress Report: Two sections assigned to ACC members. Parking Lot: (These items have been considered by the BC, but not proposed as part of this year’s work plan. If the BC decides they would like to work on them in the current year, it would need to be approved by Council.) Commission recommended elimination of dance and theater initiatives from previous year’s work plan. Proposed Month for Joint Work Session (one time per year, up to 60 minutes): October/November Council Comments: Approved by Council 12/6/16 Date: November 16, 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:2018 Arts & Culture Commission Work Plan Discussion, Information CITY OF EDINA 4801 West 50th Street Edina, MN 55424 www.edinamn.gov ACTION REQUESTED: There is no action requested on this item. INTRODUCTION: Please review input from City Manager and Council and incorporate into 2018 Arts & Culture Commission Work Plan. The 2018 ACC Work Plan will be approved by City Council in December 2017. Thank you. ATTACHMENTS: Description 2018 Arts & Culture Commission Work Plan Arts and Culture Commission 2018 Annual Work Plan Proposal Initiative # 1 Council Charge (Proposed Charge Completed by CM) ☐☐☐☐ 1 (Study & Report) ☐☐☐☐ 2 (Review & Comment) ☐☐☐☐ 3 (Review & Recommend) ☐☐☐☐ 4 (Review & Decide) Target Completion Date Budget Required (Staff Liaison) Staff Support Required (Staff Liaison) Initiative Type ☐ New Initiative ☒ Continued Initiative ☐ Ongoing Responsibility 12/31/2018 ☐ Funds available Funds are available for this project. ☒ Staff Liaison: 37 hrs ☐ CTS (including Video) ☒ Other Staff: 2 hrs Continue to study, explore and advocate for a new art center. ☒ Funds not available There are not funds available for this project (explain impact of Council approving initiative in liaison comments). Liaison Comments: This is a continuation of Initiative #1 from the 2017 ACC Work Plan: Study feasibility of a new Art Center. City Manager Comments: Click here to enter text. Progress Report: Click here to enter text. Initiative # 2 Council Charge (Proposed Charge Completed by CM) ☐☐☐☐ 1 (Study & Report) ☐☐☐☐ 2 (Review & Comment) ☐☐☐☐ 3 (Review & Recommend) ☐☐☐☐ 4 (Review & Decide) Target Completion Date Budget Required (Staff Liaison) Staff Support Required (Staff Liaison) Initiative Type ☐ New Initiative ☒ Continued Initiative ☐ Ongoing Responsibility 12/31/2018 ☒ Funds available Funds are available for this project. ☒ Staff Liaison: 20hrs ☒ CTS (including Video) ☒ Other Staff: Hrs_____________ Assist as requested with the City of Edina 2018 Comprehensive Guide Plan. ☐ Funds not available There are not funds available for this project (explain impact of Council approving initiative in liaison comments). Liaison Comments: Preliminary information on assistance needed by ACC presented at 9/28/2017 ACC meeting. City Manager Comments: Click here to enter text. Progress Report: Click here to enter text. Initiative # 3 Council Charge (Proposed Charge Completed by CM) ☐☐☐☐ 1 (Study & Report) ☐☐☐☐ 2 (Review & Comment) ☐☐☐☐ 3 (Review & Recommend) ☐☐☐☐ 4 (Review & Decide) Target Completion Date Budget Required (Staff Liaison) Staff Support Required (Staff Liaison) Initiative Type ☒ New Initiative ☒ Continued Initiative ☐ Ongoing Responsibility 12/31/2018 ☒ Funds available Funds are available for this project. ☒ Staff Liaison: 75 hrs ☒ CTS (including Video) 3 hrs ☒ Other Staff: 10 hrs Park Maint. Define the vision of public art to inspire and connect our community. ☐ Funds not available There are not funds available for this project (explain impact of Council approving initiative in liaison comments). Liaison Comments: This is a new initiative that subsumes 2017 Work Plan Initiative 3: Coordinate Public Art Program and set guidelines for artist’s stipends with approved budget. City Manager Comments: Click here to enter text. Progress Report: Click here to enter text. Initiative # 4 Council Charge (Proposed Charge Completed by CM) ☐☐☐☐ 1 (Study & Report) ☐☐☐☐ 2 (Review & Comment) ☐☐☐☐ 3 (Review & Recommend) ☐☐☐☐ 4 (Review & Decide) Target Completion Date Budget Required (Staff Liaison) Staff Support Required (Staff Liaison) Initiative Type ☒ New Initiative ☐ Continued Initiative ☐ Ongoing Responsibility 12/31/2018 and ongoing ☐ Funds available Funds are available for this project. ☒ Staff Liaison: 30 hrs ☒ CTS (including Video) 10 hrs ☐ Other Staff: Hrs_____________ Partner with Art Center staff to promote visibility of Arts & Culture Commission by providing support for calendared activities of the Art Center. ☒ Funds not available There are not funds available for this project (explain impact of Council approving initiative in liaison comments). Liaison Comments: The ACC will take a lead role in supporting Art Center events as the Annual Juried Show, Edina Art Fair, Fall into the Arts Festival, etc. City Manager Comments: Click here to enter text. Progress Report: Click here to enter text. Initiative # 5 Council Charge (Proposed Charge Completed by CM) ☐☐☐☐ 1 (Study & Report) ☐☐☐☐ 2 (Review & Comment) ☐☐☐☐ 3 (Review & Recommend) ☐☐☐☐ 4 (Review & Decide) Target Completion Date Budget Required (Staff Liaison) Staff Support Required (Staff Liaison) Initiative Type ☐ New Initiative ☒ Continued Initiative ☐ Ongoing Responsibility 02/10/2017 ☐ Funds available Funds are available for this project. ☒ Staff Liaison: 10 hrs ☒ CTS (including Video) 3 hrs ☐ Other Staff: Hrs_____________ The Rockin’ Hollywoods Valentine’s Concert ☒ Funds not available There are not funds available for this project (explain impact of Council approving initiative in liaison comments). $2,500 needed. Liaison Comments: A continuation of a successful community event began by the now defunct Music in Edina working group. City Manager Comments: Click here to enter text. Progress Report: Click here to enter text. Parking Lot: (These items have been considered by the BC, but not proposed as part of this year’s work plan. If the BC decides they would like to work on them in the current year, it would need to be approved by Council.) Proposed Month for Joint Work Session (one time per year, up to 60 minutes): ☐ Mar ☐ April ☐ May ☐ June ☐ July ☐ Aug ☐ Sept ☒ Oct ☐ Nov Council Comments: Date: November 16, 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:2017 ACC Work Plan - Initiative #7 2018 City Comprehensive Plan Discussion, Information CITY OF EDINA 4801 West 50th Street Edina, MN 55424 www.edinamn.gov ACTION REQUESTED: There is no action required on this item. INTRODUCTION: Initiative # 7 on the Arts & Culture Commission's 2017 Work Plan is to 'Assist as requested with the development of the City’s new Comprehensive Guide Plan'. The Arts & Culture Commission is responsible for two sections in the Comp Plan: Parks, Open Space and Natural Resources Community Services and Facilities Please find the following information on the 2018 Comprehensive Plan included in the packet: Work Objectives Instructions & Timeline Chapter Summaries 2008 Comprehensive Plan Chapters Chapter Assessment Tool Chapter Assessment Tool Formatted Sheet Goal and Policy Development Example A review of the work completed so far by Commissioners assigned to each of the two Comp Plan sections is requested. Commissioners Chaffee and Rubin - Parks, Open Space and Natural Resources Commissioners Gunness, Miller and Suckow - Community Services and Facilities Thank you. ATTACHMENTS: Description 2017 ACC Work Plan - Initiative #7 2018 City Comprehensive Plan - Parks, Open Spaces & Natural Resources 2017 ACC Work Plan - Initiative #7 2018 City Comprehensive Plan - Community Services and Facilities 2017 ACC Work Plan - Initiative #7 2018 City Comprehensive Plan - Instruction and Information Documents PPPPaaaarrrrkkkkssss,,,, OOOOppppeeeennnn SSSSppppaaaacccceeee,,,, aaaannnndddd NNNNaaaattttuuuurrrraaaallll RRRReeeessssoooouuuurrrrcccceeeessss Edina Comprehensive Plan Task Force September 2017 Parks, Open Space, and Natural Resources: Main Ideas • Preservation of natural resources • Restoration of natural resources • Create greenways to tie park system components together to form a more cohesive park environment. • Improving water quality • Coordination with agencies (Nine Mile Creek and Minnehaha Creek Watershed Districts) to support efforts to create, protect and preserve wetland areas and restoration projects that improve shoreline stabilization, establish and maintain environmentally sound shoreline buffer zones and other water quality best practices projects. • Compliance with the established “Surface Water Quality Plan.” This Comprehensive Plan also addresses the community’s strong desire to create Parks, Open Space, and Natural Resources: Trends and Challenges National Standards: The National Park and Recreation Association (NRPA) periodically publishes “Park and Open Space Standards and Guidelines” for municipal park and recreation agencies to assist in comprehensive planning. The NRPA suggests that the “national standards” be used only as a benchmark guideline because each community has its own unique profile in regards to demographics, total acreage, terrain, climate and a host of other affecting factors. Nonetheless, Edina currently exceeds the national standard guideline for acres per 1,000 residents. The NRPA.suggests a national standards guideline of 25 acres per 1,000 residents. This standard would include all local, County, and State-owned property within the community. Edina has no county, state or federal parklands. The City’s 1,565 total park and open space acreage computes to 32 acres per 1,000 residents (based on the 2010 census population of 47,941). The NRPA also suggests that each community should devote 10% of the total area of a city to park and open space. Edina has a total of 10,240 acres of which 1,565 acres are park and open space. Thus, 15.3% of Edina’s land area is currently devoted to park and open apace. Regional Parks: All 1,565 acres of park land and open space are owned and maintained by the City. There are however regional public parks and facilities in the Twin Cities area that serve Edina residents. For example, Three Rivers Park District owns and maintains regional parks, such as Bryant Lake Regional Park in Eden Prairie, Hyland Lake Park Reserve in Bloomington and 16 other regional parks within the Three Rivers Park District. These regional parks offer a variety of recreation opportunities, some of which are not available in Edina but are within a reasonable driving distance. For example, Three Rivers Park District parks offer snowmobiling, horseback riding, boating, archery, camping, canoeing, downhill skiing, nature centers and historic farm facilities. As we plan for development of future park facilities, it will be important to be mindful of existing public park and recreation facilities throughout the Twin Cities area so as not to unnecessarily duplicate services. To the north, the Minneapolis Park Board offers miles of trails for walking, running and biking around its chain of lakes and the Grand Round trail system. As stated later in this Chapter, it is the goal to make trail connections to give Edina residents access to the Minneapolis Park Board’s Grand Rounds trail system and the Three Rivers Park District’s Cedar Lake LRT Regional Trail. The 2030 Regional Parks Policy Plan adopted by the Metropolitan Council in June 2005 is the metropolitan system plan for regional recreation open space. The 2030 Regional Parks Policy Plan does not involve acquisition or development of any land for park purposes in Edina with the exception of the two following regional trails: • South Hennepin Regional Trail-West • Nine Mile Creek Regional Trail Natural Resource Areas: The NRPA defines Natural Resource Areas as lands set aside for preservation of significant natural resources, remnant landscapes, open space, and visual aesthetics/buffering. These lands consist of: Individual sites exhibiting natural resources. Land that is unsuitable for development but offers natural resource potential. (Examples include parcels with steep slopes, and natural vegetation, drainage-ways and ravines, surface water management areas (man-made pond areas, and utility easements). Protected lands, such as wetlands/lowlands and shorelines along waterways, lakes, and ponds. All natural resource open space areas were inventoried and categorized as follows: (Quadrants were determined by the two dividing highways in Edina: TH 62 and TH 100). NORTHWEST QUADRANT ACREAGE Nine Mile Creek Right of Way 148.15 Lincoln Drive Floodplain 17.16 Division Street Storm Water Drainage 18.14 Moore Property (Melody Lake) 4.96 Normandale Rd. (NW Benton & Hwy 100) 2.14 Garden Park Addition 6.70 Glenbrae & Ayrshire 4.30 Krahl Hill 7.75 Pine Grove Rd. (S and E of dead-end) 4.39 NORTHEAST QUADRANT Littel & Lynn Avenue .46 W. 41st Street and Lynn Avenue 3.10 Minnehaha Creek Right of Way 22.88 Townes Road 1.00 SOUTHWEST QUADRANT Nine Mile Creek Right of Way 9.75 Cahill School Backlot 11.05 NE of High School & S of Crosstown 37.29 Dewey Hill Ponds 48.00 Limerick Dr. (dead end W of RR) 3.90 SOUTHEAST QUADRANT Bristol & Mavelle 1.01 Total Natural Resource Acres 352.13 City Parks: A Mini park is characterized by a size of approximately 2 acres or less and is designed to serve primarily the needs of pre-school age children, although it may provide facilities designed to serve the recreation needs of other age groups. Edina’s Mini-Parks typically do not have scheduled athletic facilities. Mini parks are typically used to address limited or isolated recreational needs. Service Area - ¼ Square Mile. Neighborhood Parks - 12 Parks - 112.85 Acres Neighborhood parks are designed to serve primarily the needs of children six to fourteen years of age. Tennis courts, softball diamonds, basketball and ice skating facilities are commonly provided in neighborhood parks. Some of Edina’s neighborhood parks have one or more scheduled athletic facilities, such as outdoor hockey rinks and/or fields for soccer, football, baseball and softball. Neighborhood parks typically range in size from approximately two acres to twenty acres. Service Area = 1 Square Mile. Park Address Size Quadrant Alden 6750 Belmore Lane 5.12 Acres NW Arden 5230 Minnehaha Blvd. 17.75 Acres NE Cornelia School 7124 Cornelia Drive 10.75 Acres SE Countryside 6240 Tracy Ave. 9.01 Acres NW Fox Meadow Blake Rd. & Fox Meadow Ln. 3.84 Acres NW Heights 5520 W. 66th Street 4.00 Acres SW Normandale 6501 Warren Ave. 10.06 Acres SW Strachauer 6200 Beard Ave. 4.50 Acres NE Utley 50th & Wooddale Ave. 5.73 Acres NE Wooddale W. 50th & Wooddale Ave. 4.70 Acres NE Yorktown W. 73rd & York Ave. 3.42 Acres SE Todd Park 4429 Vandervork Ave. 33.97 Acres NW Community Playfields – 8 Parks - 253.68 Acres Community playfields typically range in size from approximately 20 to 60 acres. These parks are designed to provide facilities for diverse recreational activities for young people and adults, although a section is also typically set aside for smaller neighborhood children. All of Edina’s Community Playfields have one or more scheduled athletic facilities, such as outdoor hockey rinks and fields for soccer, football, baseball and softball. Service area - 9-16 square miles. Park Address Size Quadrant Birchcrest 6016 Hansen Rd. 1.61 Acres NW Browndale 4510 Browndale Ave. .82 Acre NE Chowen 5700 Chowen Ave. .93 Acre NE Grandview Square 5213 Grandview Square .60 Acre NW Kojetin 4201 W. 44th Street 2.69 Acres NE Lake Edina 4400 Parklawn Ave. 3.10 Acres SE McGuire W. 69th & McGuire Rd. 2.00 Acres SW Melody Lake Sherwood 5501 Melody Lake Dr. Sherwood Rd. & Edenmoor 4.18 Acres 1.53 Acres NW NW St. Johns W. 60th & St.Johns Ave. .94 Acre NE Tingdale W. 59th & Tingdale Ave. .67 Acre NW York Park 5448 York Ave. 2.05 Acres NE Park Address Size Quadrant Creek Valley W. 64th & Gleason Road 10.00 Acres SW Garden 5520 Hansen Road 18.74 Acres NW Highlands 5200 Doncaster Way 44.05 Acres NW Lewis Dewey Hill & Cahill Road 21.04 Acres SW Pamela 5900 Park Place 62.00 Acres NE Van Valkenburg 4935 Lincoln Drive 41.76 Acres NW Walnut Ridge 5801 Londonderry Road 44.24 Acres NW Weber 4115 Grimes Ave. 11.85 Acres NE Community Parks - 4 Parks - 549.05 Acres The community park is usually a large park of more than 100 acres, or a smaller park containing special community facilities. Park Address Size Quadrant Braemar SW Corner of Edina 500.00 Acres SW Centennial Lakes 7495 France Avenue 25.00 Acres SE Kenneth Rosland 4300 West 66th Street 22.05 Acres SE Edinborough 7700 York Avenue South 2.00 Acres SE Special Purpose Parks - 7 Parks - 277.11 Acres The special purpose park provides a single or specific form of recreation. Service Area is city-wide Inventory Summary PARK TYPE ACRES Natural Resource Areas (19 areas) 352.13 Mini-Parks (12) 21.12 Neighborhood Parks ( 12) 112.85 Community Playfields ( 8) 253.68 Community Parks (4) 549.05 Special Purpose Parks (7) 277.11 Total Parklands & Natural Resource Areas 1,565.94 Park Address Size Quadrant Arneson Acres 4711 West 70th street 15.00 Acres SE Bredesen Vernon Ave. & Olinger Blvd. 206.00 Acres NW Richards Golf Course 7640 Parklawn Ave. 39.65 Acres SE Southdale Gateway SE Corner of Edina 9.97 Acres SE Tupa 4918 Eden Avenue 1.00 Acre NE Williams West 50th & Browndale .34 Acre NE Grandview Square/ 5280 Grandview Square 5.15 Acres NW Senior Citizen Center OTHER MAINTAINED GRASS AREAS Plazas, Triangles, and circles 5.00 Storm Water and Drainage Areas 60.00 Parklands and Natural Resource Areas 1,565.94 Total Parks, Natural Resource & Other Areas 1,630.94 Parkland and Natural Resource Areas Acreage Summary The following are parkland acreage totals per park classification: COMPONENT CHARACTER SVC AREA # OF PARKS TOTAL ACREAGE Natural Resource Areas Vary in size Varies 19 352.13 Mini-Parks Less than 2 acres ¼ sq.mi. 12 21.12 Neighborhood Parks Serve children 1 sq.mi. 11 78.88 ages 6-14 Community Playfields Serve recreational needs of young people and adults 9-16 sq.mi. 9 287.65 Community Parks Large parks in excess 100 acres. Serve pre- school -adult active and passive recreational pursuits 4-16 sq.mi. 4 549.05 Special Purpose Parks Provide a special form of recreation City Wide 7 277.11 Total Parkland & Natural Resource Areas 62 1,565.94 Community Attitude and Interest Citizen Survey (“Needs Assessment Survey”) The City has a very comprehensive and continually progressive park system that serves the leisure needs of residents of all ages and abilities. A Community Attitude & Interest Citizen Survey (herein referred to as the “Needs Assessment Survey”) was conducted in 2006. The Needs Assessment Survey was mailed to a random sample of 3,000 households in the City in September 2006. 865 surveys were completed and returned by the deadline. 91 percent of respondents indicated that they had visited an Edina park during the past year. 97 percent rated the level of maintenance as either excellent or good. The facilities used by the highest percentage of respondent households were Centennial Lakes Park, Edinborough Park, Braemar Golf Course, Bredesen Park walking or biking trail, and the Edina Aquatic Center. Based on the results of that survey, 77 percent of respondents are either very satisfied or somewhat satisfied with the overall value their household receives from the City. 11 percent of respondents indicated “neutral,” and 8 percent said “don’t know.” 88 percent of respondents indicated that they were either very satisfied or somewhat satisfied with the number of Edina parks. 93 percent were either very satisfied or somewhat satisfied with the maintenance of the parks. The Needs Assessment Survey results repeatedly show the community’s strong support and desire for more walking and biking trails throughout the park system. In cooperation and collaboration with neighboring communities and Three Rivers Park District, Edina’s goal is to create north/south and east/west corridor trails that connect with neighboring communities and ultimately the greater regional trail system. The plan will be to further pursue the development of the “Nine Mile Trail,” which is the east/west corridor across Edina from Richfield to Minnetonka. The plan will also be to work with the Bike Edina Task Force, Three Rivers Park District and cities to the north and south to plan and develop a north/south corridor that connects with the greater regional trail system as called out in the 2030 Regional Parks Policy Plan. The Needs Assessment Survey results also indicate residents’ strong desire to support the maintenance of parks. Residents recognize the value and importance of maintaining existing park lands and infrastructure. As the City develops more infrastructure within the park system, it should be mindful of the importance of planning for adequate resources to maintain parks at a level that meets or exceeds residents’ expectations. Trends Influencing the Planning Process There are a number of trends listed below that will influence the park and recreation planning process of the future. In this post-industrial age of rapid change, constant monitoring will be required to develop a keen awareness of the global and local trends that are shaping the world and this community. The City will need to continually provide sensitive and appropriate responses to changes in social, demographic, technological, economic, political and environmental trends. The magnitude of these changes will demand flexibility in planning practices to appropriately respond to rapidly changing needs. Demographic Trends: Although Edina’s overall population is expected to increase only a modest 3 percent over the next 20 years, residents aged 65 years and older are projected to increase by over 100 percent from 2005 to 2030. The projected increase in population of those under the age of 20 by the year 2050 is expected to be only 1.3 percent, the number of residents ages 21-44 is projected to decrease by 2 percent and the number of residents ages 45-64 is projected to increase by 5.4 percent. The projected 102.5 percent increase (in Hennepin County) in the 65+ age group by the year 2030 will significantly impact the need for more recreational services for seniors. Trends suggest that seniors will live more active lifestyles in the future. Therefore, there will be an increased demand for even more trails and recreational opportunities for seniors. There will be a greater emphasis on mobility by non-vehicular transportation for that age bracket, including walking and biking. Nation-wide Trends: According to the National Recreation and Park Association (NRPA) and the American Academy for Park and Recreation Administration, the following are emerging trends that are evident in many communities across the country. NRPA suggests that the implications of these trends on public parks and recreation will be profound, affecting every facet of systems planning and the delivery of services. The following is an abbreviated list of identified national trends, some of which may be evident in Edina. Those trends that do affect Edina will likely have an effect on the future planning and delivery of parks and recreation services in Edina. Environmental Trends: Disappearing resources – significant open spaces and natural habitats, original landscapes, wetlands and natural drainages, ancient forests, water and energy resources, remnant landscapes. Reduction of pollution and waste; recycling. Environmentally sensitive lifestyles – low impact, non-consumptive use (walking, bicycling) and increased aesthetic appreciation. More environmentally sound practices and habits – reduced and modified use of pesticides and herbicides. NIMBY and no growth attitudes – “not in my back yard” resistance to change, growth, development. Natural areas management – maintaining and reclaiming natural values and open spaces. The Greenhouse effect – may disrupt some regional economies within 10-20 years. Federal water quality mandates – natural drainage systems become more important as urban waterways and wetlands are protected. Social Trends: Increased crime and violence – domestic violence, gangs, violence in schools and other public places, drugs, vandalism, racial tension. Increased numbers of children at risk – child abuse and neglect, teen pregnancies, suicides, family instability, loneliness, alienation, rebelliousness, substance abuse. Change-related stress – economic, social and technological change continues in 21st Century, at rates creating stress. People empowerment – opportunities for building community and social bonding, neighborhood watch, community policing. Citizen participation – involvement of “stakeholders” in public planning and decision-making; planning with, not for people. Social service networking – organizing community resources to attack complex social problems. Increasing concerns for personal and family safety. Major public health issue – continuing AIDS epidemic, STDs, etc. Increased importance of wellness activities. Desire to preserve and maintain cultural heritages. Volunteerism – making more effective and efficient use of volunteers Economic Trends: Reduced discretionary or leisure spending. Increasing public costs – associated with health, social services, environmental protection and clean-up, aging infrastructure. Increasing labor and energy costs – consuming higher percent of budgets. Tax limitation measures – reduction in and/or caps on revenue traditionally used to support public programs (education, recreation, etc.). Increase in national poverty rate. Leisure services provided by multiple providers – private and non-private sectors. More partnerships – doing more with less in conjunction with others. Recognition of economic value of parks, open spaces, and amenities in infrastructure. Technological Trends: Technological change – rapid pace will continue. Easing of the effects of aging. Advances in information technology – making products, services and information more accessible and targeted. Increased contact with computers. Information technology will blur distinction between work and home. Increased media maladies – information overload, privacy, objectionable material, distorted reality. More public meetings aired on public/access cable television – more education on issues and services. Greater energy costs shaping technology – smaller cars and multi-modal transportation systems, more efficient buildings. Trends in Urban Patterns: Increased urban sprawl – located primarily along major transportation corridors and mass transit routes. Greater “in-fill” development – lands considered marginal will be upgraded for new development, increasing density in the urban core. Revitalizing and retrofitting downtowns, industrial plants and commercial centers – amenities included to make them more marketable – mixed use development Increasing importance of amenities – recognized as essential for maintaining competitiveness. Historic preservation – valuing heritage resources as treasures. Continued gentrification – caused by increasing land values in central city areas. Affordable housing – community mandates and improved technology. Increased traffic congestion – placing more emphasis on mass transit and transportation options using existing open space. More political pressure for urban growth management – balancing sustainable future. Growth of partnerships – public and private partnering to address complex urban needs. Implication of Trends on Parks, Recreation, Natural Resource Areas, and Greenway Planning: NRPA suggests that the above listed trends will have a significant impact on the planning, design, and delivery of parks and recreation programs, facilities and services. NRPA suggests that the following defines some of these impacts: Greater focus on benefits-driven needs assessments which link planning decisions more directly to community values and goals. Greater emphasis on comprehensive open space planning and preservation, including broader definitions of open space and green space. More greenway planning along urban waterways and other corridors, supporting flood plain management, fish and wildlife habitat protection, water quality enhancement, off-street bikeways and pathways, aesthetic amenities and passive recreation. More emphasis on bio- filtration of storm water run-off using natural drainage systems. More protective measures for wetlands, waterways and uplands in natural resource planning. Increasing importance of recreation and open space contributing to more walkable, livable and sustainable communities. Merging of recreation, open space and transportation goals, especially multi- modal systems. More stakeholder involvement, as in adopt-a-park projects, park stewardship committees, friends- of-the-park groups, park watch and other forms of community volunteering. The legitimization of parks and open spaces as part of the urban land use planning and development process. Greenspaces contributing to downtown and neighborhood revitalization. More collaboration between parks and schools through joint acquisition, development and use of lands, and joint construction and use of facilities. Prevention recreation – recreation, parks and open spaces as antidote for social problems. Joint use of utilities for linear connectors, pathways and bikeways. Collaboration among providers – partnering and cooperation between public, private and nonprofit sectors in leisure delivery, especially social service agencies. Pressure to increase capacity and infrastructure of existing parks and facilities; concern for adequate maintenance. Parks, Open Space, and Natural Resources: Goals and Policies from the 2008 Comprehensive Plan The Overall Goal of the Edina Park and Recreation Department is to do its part in further developing, preserving, and maintaining the City of Edina's parks, recreation programs and resources as a premier and comprehensive park and recreation department in the Twin Cities area. Parkland and Open Space Background The City is 100 percent developed. Therefore, the City is no longer actively acquiring additional property to develop as park land or open space. However, it plans to retain all of the current publicly owned park land and consider any additional property that may be offered in the future as potential additional park property. For example, the Grandview Square development resulted in a one-acre park nestled in the center of a mixed developed site that includes offices, condominiums, library and senior center. Other successful mixed-use developments have been created at Centennial Lakes Park and Edinborough Park. As Edina approves future redevelopment projects that result in more population density (both commercial and residential), there will be a demand for additional park land, open space and additional recreational opportunities to serve that growing population. These newly created park lands and open spaces should ideally be connected via greenway to other existing parks and trails to create connections throughout the park system. Edina’s population is projected to grow 3 percent in the next 20 years, which will likely demand more park land and open space. As these opportunities arise, each new development should be studied on a case by case basis, with specific solutions determined by factors including whether the population increase is commercial and/or residential, as well as the age/lifestyle of the new residents or workers. Goals 1. Continue to devote a minimum of 15 percent of Edina’s land area to parkland and open space in the future. 2. As commercial and residential population density increases due to redevelopment, provide additional parkland and/or open space, or connections to nearby parks, as needed, or facilitate the connection of new private facilities to the public system. 3. Maintain existing parks and facilities in a fashion that maintains Edina as a premier place for living, learning, raising families, and doing business. 4. Retain, maintain, and protect and preserve all park and open space property currently owned by the City. 5. Acquire additional park and open space land as more private land may become available for public acquisition. Policies 1. Do not sell any park and/or open space property currently owned by the City of Edina. An exception to this policy might include a property exchange for land of equal or greater value that is determined to be in the best interest of the community. 2. Study the feasibility of acquiring additional park and open space property within the City limits as it may come available for public ownership. 3. Study the feasibility of acquiring or leasing additional property outside the City limits not greater than a five mile radius of the City limits for athletic field purposes. 4. Study the feasibility of partnering with surrounding communities to gain priority access to additional property within five miles of the City limits for athletic field purposes. 5. As population density increases (commercial and/or residential), secure additional property as needed for park land and/or open space to serve that population. Every effort will be made to create additional trails and greenways to connect these new park lands and open spaces to existing trails, greenways and other existing parks. 6. When seeking additional park land and/or open space to accommodate increased population density, explore and consider all opportunities and options available to acquire additional park land and/or open space. For example, the City will entertain the options of easements, joint uses, purchases, partnerships, leases and donations to acquire and develop additional park lands and/or open space. 7. Consider the purchase of additional potential park and/or open space acreage if and when future opportunities arise. However, each opportunity will be judged on its individual merit and value to the total Edina Park Systems. Special consideration will be given to parcels which are currently owned by a public or quasi-public entity other than the City of Edina, or privately owned, and currently serve in a open space or parkland capacity. 8. When considering land dedication or cash in lieu of land in the future, strongly consider “the Platting Ordinance Guidelines”, which applies to Edina Ordinance No.810. More commonly known as Edina’s Park Developers Fund, this is not anticipated to be a significant source of funding in the future for park development, acquisition or renovation simply because Edina is essentially fully developed. 9. Consider the creation of a “Redeveloper’s Fund,” to create a source of funding for park development, acquisition, or renovation from the redevelopment of land to new uses and/or to higher densities Natural Resources Conservation and Management Background Over the past decade, residents of the Twin Cities metropolitan area and nation-wide have shown an increased interest in the preservation and restoration of open space and unique natural areas. Consistent with national trends, Edina residents have voiced a strong interest in the protection and restoration of Edina’s natural resources. The community wants to examine ways to better restore native landscaping and maintain native vegetative buffers along the riparian corridors of Minnehaha Creek and Nine-Mile Creek, and the small lakes in Edina, to maintain and improve water quality, and to provide more and higher quality habitat for birds and wildlife. Goals 1. Establish a scientifically-based Natural Resources Conservation and Management Plan to identify,, restore and/or protect natural resources and native wildlife habitat. The primary reason to restore and/or protect natural resources is to sustain their ecological integrity and functions and protect the health and safety of the public. Natural resource areas shall include prairies, woods and wetlands. The Water Resources Management Plan is addressed under the Water Resources section of this Comprehensive Plan. 2. Ensure that Edina’s development regulations include provisions for protection of the shorelands of those sections of Minnehaha Creek and Nine-Mile Creek within Edina, and for the shorelands of the lakes within Edina. 3. Identify a master landscape plantings plan for all Edina parks, which is the final phase of park development that has yet to be completed. 4. Conserve, and replace as necessary, Edina’s urban forest to ensure the long- term vitality and viability of this integral part of Edina’s overall identity and attractiveness. Policies 1. Conduct a resource inventory and assessment to identify Edina’s prairies, woods and wetlands and produce a landscape comprehensive resource map. Conduct a woodland survey, resource assessment and production of a landscape comprehensive resource map to assess ecological functions. This survey and resource assessment is intended to identify rare plant and animal species, and exotic non-native plant species assessment. The assessment can also include other important information such as soil types, existing infrastructures, and areas of significant historical and cultural values. 2. Once a resource inventory assessment is completed, establish a Natural Resources Conservation and Management Plan. At that time, natural resource management policies will be proposed and adopted. For example, exotic or invasive plants may be controlled to protect native habitats for the health and safety of the public. 3. Identify what and where additional landscape plantings are desired for each park. This master plan of landscaping would be addressed on an annual basis. 4. Continue to carry out all Minnesota state mandates for shade tree disease control and noxious weed control. 5. Create a program for maintaining trees throughout the City, and replacing them as necessary, 6. Work closely with the Energy and Environment Commission to embrace and utilize volunteer service that provides valuable resident input and advice on natural resource conservation and management plans. 7. Seek State and Federal grant funding to assist with financing the resource inventory process. 8. Do not sell any park and/or open space property currently owned by the City. An exception to this policy might include a property exchange for land of equal or greater value that is determined to be in the best interest of the community. Wildlife Management Plan Background Edina is home to a variety of wildlife, some of which make Edina their home year around and other wildlife that migrate in and out of Edina. Wildlife is more often than not viewed by residents as an asset to community and a wonder of nature for park users to view and enjoy. In some cases, wildlife poses a threat to public safety and in some cases wildlife may be considered a nuisance to park users and traffic. In managing wildlife, the focus is to manage habitat for wildlife and, when necessary, target specific wildlife species for removal. The Natural Resources Conservation and Management Plan will help identify any rare animals that may require additional attention to provide better habitat protection. The Natural Resources Management Plan will identify specific plants for wildlife needs. The Wildlife Management Plan defines an appropriate population target and management process approved by state and/or federal government agencies. Goals 1. Maintain existing wildlife sanctuaries and create new ones where appropriate to protect significant plant communities and associated wildlife from the impacts of human activity. 2. Manage animal and bird populations that are considered to be a threat to public health or safety; or considered hazardous to the environment and/or infrastructure; or create an unacceptable public nuisance that could result in financial or social hardship if not controlled. 3. Continue to improve shoreline fishing opportunities for the public. Policies 1. The City of Edina will continue to work with the Minnesota Department of Natural Resources to maintain a healthy herd of 40 to 60 deer (or as otherwise directed by the Minnesota DNR) within the City of Edina. Professional contractors or trained City staff will be used to assist with deer control and the City will continue to support aerial deer count surveys during the winter months to assess the size of the City’s deer herd. 2. The City of Edina plans to continue to control geese populations in targeted park settings where their presence can create a threat to public health and/or an unacceptable public nuisance. As a federally protected migratory waterfowl, geese are difficult to control in an urban setting. The City will continue to use a dog as a means of forcing geese off of golf courses. The City will also continue to engage a professional contractor to round-up geese throughout targeted areas in the City during the goose molting season. 3. The City of Edina will continue to control other animal species (especially beaver) that are considered harmful to the environment, the general public and/or the watershed. Beaver can disrupt the flow of storm water, cause flooding, and need to be removed. 4. The City of Edina will continue to work closely with the Minnesota Department of Natural Resources Fisheries Division to enhance shoreline fishing opportunities for the public, which includes stocking of game fish, improving habitat and water quality for game fish, offering Minnesota DNR shoreline fishing programs and supporting educational opportunities for the public to learn more about fishing. Walking and Biking Trails Pathways Plan Background The 2006 Community Attitude and Interest Citizen Survey clearly showed that the most important amenity requested by residents is walking/biking trails. One question in the survey asked; “Which Parks and Recreation Services Do You Think Should Receive the Most Attention from City of Edina Officials over the Next TWO Years?” The results were: 54% Maintenance of Edina parks 53% Number of walking/biking trails 16% Number of nature conservation areas 14% The City youth programs 13% Number of Edina parks 12% Quality of outdoor athletic fields 9% Quality of indoor athletic fields 8% Quality of outdoor swimming pools 8% Availability of info about Edina programs/facilities 8% Quality of programs/facilities for adults age 55+ 6% The City adult programs 6% Fees charged for recreation programs Residents were also asked to identify their top three choices that they are most willing to fund with additional tax dollars; and the results were: 66% develop walking and biking trails 42% develop a new indoor recreation center 21% develop outdoor athletic fields for sports 21% aggressively remove buckthorn from city parks 19% develop new indoor sports facility for games, etc. 17% develop a new outdoor dog exercise park 13% develop new outdoor artificial hockey rink 5% other The survey also asked for reasons that residents would use walking and biking trails in the City of Edina. The results were: 84% for exercise and fitness 84% for enjoying outdoors/nature 25% for transportation 7% would not use trails Goals 1. Maintain existing walking/biking trails. 2. Develop additional walking/biking trails within each of Edina’s parks wherever appropriate and desired and maintain existing trails at a level that meets or exceeds residents’ expectations. 3. Create connectivity between Edina’s individual interior trails and regional trails that connect Edina’s parks to neighboring community trails and particularly trails that are part of the greater regional trail system. Policies 1. With extensive input from residents, review each park for potential development of new walking/biking trails within the park. 2. Continue to work with the Bike Edina Taskforce and Public Works staff to implement the new bike pathway master plan for the City of Edina. The objective is to identify the best routes for connecting existing and future internal park trail systems, as well as to identify the most appropriate routes for links to regional trails that will connect to neighboring community trails. 3. Continue to work closely with Three Rivers Park District and neighboring communities to develop a comprehensive trail system that connects to the greater regional trail system. 4. Acquire easements and purchase property where needed and available to develop future greenways that connect Edina’s parks and connect to neighboring community trails and ultimately the greater regional trail system, such as the Southwest LRT and the Minneapolis Grand Round. 5. Do not sell any park and/or open space property currently owned by the City of Edina. An exception to this policy might include a property exchange for land of equal or greater value that is determined to be in the best interest of the community. 6. Study parking needs and feasibility as part of the development of a comprehensive trail system. 7. Add new internal park walking/biking trails to the park system as funding becomes available under the capital improvement plan. 8. Maintain existing trails on a regular basis to keep them safe and user friendly Park Maintenance and Aging Infrastructure Renovation and Replacement Plan Background The Community Needs Assessment showed that, of all park and recreation services, residents want “Maintenance of Edina Parks” to receive the most attention from the City. 77 percent of respondents are either very satisfied or somewhat satisfied with the overall value their household receives from the parks and recreation services in Edina. The national benchmark average is 57 percent that are either very satisfied or somewhat satisfied. Even with those high marks, residents recognize the importance of maintaining existing infrastructure to maintain the value of recreation services. Maintaining parks was the most important tax supported function even over the second most important expenditure, the development of new walking/biking trails (54 percent vs. 53 percent). Of the 26 different parks and recreation facilities to choose from, survey respondents rated playground equipment as the fourth most important recreation facility needed/desired (24 percent). The top three were: 1. Walking and biking trails (64 percent). 2. Natural areas and wildlife habitats (30 percent). 3. 18 and 9 hole golf courses (27 percent). Resources to maintain park lands and facilities will be an ongoing challenge as facilities continue to age and will require either renovation or replacement. Twelve of the 27 park buildings currently maintained by the Edina Park Maintenance Department are 25 to 100 years old or even older. 1. Arden Park Shelter Building 2. Bredesen Park Comfort Station 3. Cahill School Historical Building 4. Countryside Park Shelter Building 5. Creek Valley Park Shelter Building 6. Grange Hall Historical Building 7. Highlands Park Shelter Building 8. Lewis Park Shelter Building 9. Normandale Park Shelter Building 10. Pamela Park Shelter Building 11. Strachauer Park Shelter Building 12. Utley Park Comfort Station The two historical buildings at Tupa Park are maintained and valued as historically and culturally significant buildings. The other ten aged buildings are approaching the end of their life span and will be in need of either major renovation or total replacement within the next 20 years. In determining renovation vs. replacement, each building’s function needs to be analyzed as to whether or not it serves the current needs and desires of park users. In some cases, the current architecture and design of a building may meet residents’ expectations. In other cases, the building may no longer meet residents’ expectations. The four newest park shelter buildings in the park system were built in 1997 as part of a successful general obligation bond. Those buildings were built at: 1. Cornelia School Park 2. Todd Park 3. Walnut Ridge Park 4. Weber Park These newer facilities can accommodate social gatherings, meetings, classes, recreation programs. They also serve as a warming house to change skates and warm up during the winter skating season. The older shelter buildings serve primarily as a place in which to change skates during the winter skating season but are not used for other purposes during the non-winter seasons other than for their restroom facilities. Goals 1. Continue to provide a high level of park maintenance services that meets or exceeds residents’ expectations. 2. Continue this level of service on a daily basis as well as maintain or replace existing park infrastructure in a timely manner that meets or exceeds residents’ expectations. Policies 1. Through an aggressive Capital Improvement Plan and annual operating budget, maintain park infrastructure in a timely manner that meets or exceeds residents’ expectations. 2. Continue to fund and employ an appropriate number of full-time professional park maintenance staff and part-time seasonal staff to perform all daily maintenancefunctions needed to maintain Edina parks at a premier standard. As more infrastructure is added to the park system, more professional staff and equipment will be needed to maintain parks at a premier standard. 3. Do not rely on voter approved general obligation bonds to replace worn infrastructure 4. Do not sell any park and/or open space property currently owned by the City of Edina. An exception to this policy might include a property exchange for land of equal or greater value that is determined to be in the best interest of the community. Community Services and Facilities Tool-Kit Edina Comprehensive Plan Task Force September 2017 Community Services and Facilities: Main Ideas • Ensure public safety through comprehensive police and fire protection services • To educate individuals to be lifelong learners and contributors to the community through Edina Public Schools and the library system • To maintain a high level of service communicating with the public and protecting City data and digital resources. • Protect the health and promote the general well-being and welfare of the City’s residents, and prevent disease and illness in the community. Community Services and Facilities: Current Conditions, Trends, and Challenges Introduction Community Services and Facilities are the resources that help make lives safer, healthier, and more enjoyable, as well as enhance skills and abilities to enable residents to lead productive lives. The purpose of this chapter is to inventory and examine existing services and facilities, identify future needs, and determine the requirements to maintain and enhance these services and facilities to meet Edina’s growing and changing population. This chapter addresses the following: • Public Safety: Police Protection • Public Safety: Fire Protection • Environmental Health / Public Health • Educational Facilities: Schools and Libraries • Information Technology • Communications and Marketing Public Safety: Police Protection Current Conditions The Edina Police Department consists of 67 full-time employees, part-time staff, and community service officers. In 2004, the Police Department completed a new building for administrative and operational headquarters, housing both City hall and the Police Department. The Police Department headquarters was increased from 5,000 square feet to 25,000 square feet. A state-of-the-art 911 communications center, utilizing an 800-megahertz radio system, was built. The Police Department is called upon to perform many emergency and public service tasks. In 2006, the department responded to over 26,337 calls for service which involved medical emergencies, fires, accidents, thefts, damage to property, suspicious persons and vehicles, alarm responses, as well as public service and educational activities. Approximately 30 percent of these calls require multiple officer responses, which equals over 35,000 officer responses. In 2006 the City reported 1,064 major Part I crimes such as burglary, robbery, assault, and theft, with an additional 873 Part II or lesser crimes. Over 80 percent of the Police Department budget is directly or indirectly spent on labor. The Police Department operates 1,095 shifts, seven days a week, 24 hours per day, and maintains an average patrol strength of 5.2 officers at any given time. The Police Department also supervises a Reserve Program comprised of the Senior Police Reserve (7 members), Explorer Post 925 (20 members), and the Edina Police Reserve (19 volunteer members). The City of Edina also partners with the cities of Bloomington, Eden Prairie, and the Minneapolis-St. Paul Airport Police Department to operate the South Metro Public Safety Training Facility, which provides a variety of police and fire training opportunities in a two-building campus that opened in 2003. Trends and Challenges Tornadoes, floods, blizzards, and other natural disasters can affect the City. In addition, major disasters such as train wrecks, plane crashes, explosions, and accidental releases of hazardous materials pose a potential threat to safety in Edina. The City has an Emergency Operation Plan which follows an all- hazards approach to preparing for and responding to large-scale emergencies. The Civil Defense Program prepares the community for disasters or emergencies, natural or man-made. Public Safety: Fire Protection Current Conditions The Edina Fire Department consists of 31 full-time firefighter/paramedics, one full- time administrative person, and half-time administrative person, and 10-15 (paid on-call) volunteers. The fire department operates out of two fire stations: fire station #1 is located at 6250 Tracy Avenue which is also the department headquarters; fire station #2 is located at 7335 York Avenue. In 2006, 963 fire responses included fires, rescues, hazardous conditions, and public service emergency calls. In 2006, medical calls totaled 3,470. The fire department ambulance service generated revenues in excess of $1.4 million in 2006. Our Special Operations Team (SOT) is also a State of Minnesota Structural Collapse Rescue Team and responds State-wide to structural collapse and other unusual rescues. Fire suppression and special operation Equipment consists of three pumpers, one aerial tower, one heavy rescue and various support vehicles. Emergency Medical Services (EMS) Equipment consists of three Advanced Life Support (ALS) paramedic ambulances and one ALS equipped pumper. Services provide both immediate emergency care and transportation to metro-area hospitals. Trends and Challenges Response should place a fire or emergency unit on the scene within eight minutes at least 90 percent of the time. Response should place an ambulance on the scene within six minutes at least 90 percent of the time Edina’s City-wide average response time to all emergencies is four minutes and 20 seconds. The fire department has seen a 26% increase in emergency medical call requests from 1997 to 2007. Operations are expected to expand primarily out of fire station #2 which is located in the SE quadrant of the City, which has seen the largest increase in EMS call volume in the last 20 years; representing 59 percent of all EMS call volume in 2006. To accommodate expanded fire department operation, fire station #1 has been rebuilt and enlarged to accommodate the increase in equipment and staffing needed for current and future operations. Fire station #1 is centrally located in the City. In addition, fire station #2 may need future remodeling and renovation to meet the EMS operational demands of the SE quadrant. If a third station is to be built, it is recommended that it be located in the area of 50th Street and TH 100. Future staffing of the fire department will continue to develop and expand as EMS operations continue to grow to meet the increase in demand for services. Environmental Health/Public Health Current Conditions Environmental health services consist of 2.75 full-time employees, and part-time help. The Health Department contracts with the City of Bloomington for community and public health services (public health nursing, public health emergency preparedness). The Department contracts for community health services such as health education and promotion, communicable disease programs, public health nursing services, and health assessments. The Health Department performs a wide range of inspections to maintain codes and the health of the City. In 2006, the Department conducted over 300 food establishment inspections, 45 special event food inspections, six lodging inspections, nearly 350 swimming pool inspections and 31 carbon monoxide inspections. Twenty reports of food- borne illness were investigated in addition to 17 general food complaints. Plan reviews for 21 food establishments and 12 private swimming pools were completed. In addition, hundreds of recycling inquiries and approximately 230 complaints including general nuisances, public health nuisances and housing issues were addressed. Trends and Challenges There is increasing evidence that to effectively combat current health problems The City must not only focus on changing individual behavior. Broader health determinants that affect groups and the larger population must also be addressed. The City needs community health programs that focus on improving living and working conditions across the lifespan, so that healthy and active lifestyles are more attractive and more easily achieved. Educational Facilities: Schools and Libraries Current Conditions Edina is served primarily by Independent School District 273; portions of Edina are included in five other public school districts. There are several private schools located in Edina. In District 273 there are approximately 7,700 students, K-12, served by 1153 teachers and support staff in six elementary schools (Grades K-5), two middle schools (Grades 6-9) and one senior high school (Grades 10-12). Also, there is Special Education-Non-Public School (Grades K-8) which has five students. Community Education Services provides learning opportunities for all ages. Edina Public Schools completed an $85.8 million remodeling and renovation of the district’s facilities. School Choices Parents have three elementary (K-5) program choices: • Neighborhood Program which serves 70 percent of students. • Continuous Progress in which teachers work with students more than one year in multiage groups. • French Immersion which students enter in kindergarten. The elementary schools are: • Concord Elementary School, 5900 Concord Avenue S. (605 students) • Cornelia Elementary School, 7000 Cornelia Drive (517 students) • Countryside Elementary School, 5701 Benton Avenue S. (524 students) • Creek Valley Elementary School, 6401 Gleason Road (550 students) • Normandale Elementary School, 5701 Normandale Road (605 students) • Highlands Elementary School, 5505 Doncaster Way, (500 students) • There are two middle schools (6-9) serving students based on geographical boundaries: • South View Middle School, 4725 South View Lane (1124 students) • Valley View Middle School, 6750 Valley View Road (1175 students) There is one high school: • Edina Senior High School, 6754 Valley View Road (1658 students) Enrollment Edina Public Schools has had a steady 1% to 2% increase in enrollment over the past five years, and this pattern is projected to continue. The 2007-2008 K-12 enrollment in September 2007 was 7,660 students. The district will be updating the demographic study in late 2007 and early 2008. The enrollment projections are as follows: School Year K-12 Growth 2007-2008 to 2008-2009 158 2008-2009 to 2009-2010 118 2009-2010 to 2010-2011 198 2011-2012 to 2011-2012 112 The school district’s enrollment has benefited from open enrollment students entering the district. The district open enrollment at each level is as follows: 2005-2006 2006-2007 2007- 2008 Elementary 449 462 521 Middle School 332 332 389 High School 278 296 283 Total 1059 1090 1193 Annually, approximately 1100 students attend nonpublic schools, approximately 150 students attend other public schools and approximately 15 attend charter schools. Class Size and Gradates Edina Public Schools seeks to maintain low student-to-teacher class size ratios while providing extensive course and program options for students at all grade levels. The district has historically maintained average class sizes of: Kindergarten: 18-21 Grades 4-5: 24-27 Grades 10-12: 29-32 Grades 1-3: 21-24 Grades 6-9: 25-28 Ninety-seven percent of seniors go to college, Eighty-six percent finish in five years. 45 percent of Edina graduates completed graduate school degrees or were pursuing graduate degrees. Arts & Special Programs Art learning opportunities offered, included: Theatre productions, fine arts events/courses, several high school publications, high school concert choir & band, and a music education program. Special Programs include: Special Education, English as a Second Language, Gifted Education, Values and Service, Athletics and Extracurricular Athletes, Community Education, and a wide range of Extracurricular Activities. Finances Edina Public Schools has received the Minnesota Department of Education’s School Finance Award for the past five years. The district’s bond rating is the highest in the state. The district’s 2007-2008 budget breakdown is as follows: Area Total General $70,220,000 Capital $ 4,185,000 Community Services $ 6,540,000 Food Service $ 2,860,000 Debt Service $ 9,570,000 TOTAL $93,375,000 The district’s general fund revenue sources are 2.6% federal, 74.6% state and 22.8% local. The general fund expenditure breakdown is 85% salaries and benefits, 5.1% utilities/maintenance, 6.4% purchased services and 3.5% supplies/other. The school district seeks to maintain an ongoing fund balance between 6-12%. Libraries Edina is served by two libraries in the Hennepin County Library System: Edina Library at 5280 Grandview Square, and Southdale Library, at 7001 York Avenue South. Trends and Challenges Demographic changes in Edina are projected to have dramatic effects on future school enrollment. The 65+ age group is projected to increase by 102.5 percent, while the under-20 age group may only increase by 1.3 percent. Increasing housing unaffordability may price young families out of the housing market, decreasing enrollment. Information Technology Current Conditions The City of Edina Information Technology Department consists of three full-time employees. The City’s I.T. department supports and maintains the technology used by city staff, public safety officials, and by our citizens and visitors in numerous enterprise facilities Trends and Challenges • With information technology becoming an essential and integrated part of city services, it is imperative to experience the highest level of “system uptime”, to ensure services are available and functioning for citizens and government. • The City’s information technology systems need to stay consistent with advancements in technology in order to maintain efficient collaboration and communication with other external organizations. • As data security and privacy is becoming an increasing global concern, the city’s I.T. staff must remain ever vigilant in protecting City data from exploitation, while ensuring transparency and availability to citizens. Communications and Marketing Current Conditions The department consists of a full-time Communications & Marketing Director, full-time Communications Coordinator, part-time Communications Intern and eight part-time Cable Production Assistants. Anticipated in 2008 is the addition of a full-time Cable Coordinator. The Communications & Marketing Department is responsible for media and public relations, publication of the City’s internal and external newsletters and magazines, maintaining the website, administering Edina Community Channel 16 (EDINA 16), and marketing the City and its enterprise facilities through customer analysis and advertising. Trends & Challenges Over the past several years, the Communications & Marketing Department has witnessed a significant shift in the way residents and businesses prefer to receive their communication from the government. More and more people prefer to receive information electronically, via the website or e-mail in particular. As information technology advances, so must the way the City delivers information to its residents and businesses. Edina must continually examine communication tools in order to reach the broadest audience. High viewership of Edina 16 and transitioning the City’s employee newsletter from print to email are examples of how the Department is adapting to new communication technologies. Parks, Open Space, and Natural Resources: Goals and Policies from the 2008 Comprehensive Plan The Overall Goal of the Edina Park and Recreation Department is to help make lives safer, healthier, and more enjoyable, as well as enhance skills and abilities to enable residents to lead productive lives. Public Safety: Police Protection Note that multiple policies correspond with numbered goals. Goals 1. Maintain or improve police service levels, in both response and prevention activities. 2. Promote traffic safety through enforcement and education. 3. Make cost-effective use of technology to meet public safety goals. 4. Ensure that the community is prepared to effectively mitigate and respond to disasters. 5. Policies 1. • Utilize new technology to analyze call patterns to plan for and allocate resources and maintain rapid response times. • Expand crime prevention services to reach a larger resident base, with emphasis on the expanding senior population. 2. • Provide an unmistakable presence and visibility on the roadways • Utilize educational tools such as the radar trailer and digital display signs to increase driver awareness. • Take advantage of statewide partnerships, e.g. Safe & Sober Communities, to increase funding and education efforts. 3. • Monitor technological advances relating to law enforcement and evaluate applicability to our department. • Maintain workforce digital skills to address the rapidly changing challenges. • Participate in joint task forces or use consultants in areas that call for specialized or unique skills. 4. • Educate and involve the community in preparedness activities. • Update the Emergency Operations Plan regularly to stay current with evolving threats or hazards. • Build collaborative efforts with State and County agencies to maximize funding, training and information sharing opportunities. Public Safety: Fire Protection Goals 1. Prevent fire ignition whenever possible. 2. When fires do occur, minimize fire impact on lives and property. 3. Perform pro-active information management, to allow the City to forecast needs in the areas of building fire protection systems, operational support and program development. Policies 1. Perform fire detection, automatic suppression, structural compartmentalization, building access and site controls. 2. Provide prevention information to emphasize citizen survival by teaching proven fire safety techniques 3. Provide public information programs (In 2006, the fire department visited over 100 classrooms and events to promote fire prevention and personal safety) 4. Perform smoke detector installation; 5. Perform building inspection activities (Fire inspectors typically make the specialized permit and approval inspections). Meeting these goals and implementing these strategies will mean that the Emergency Medical Services (EMS) operations will expand. Environmental Health / Public Health Goals 1. Ensure an Effective Local Government Public Health System. 2. Reduce Behavioral Risks that are Primary Contributors to Morbidity/Mortality. 3. Promote Health for All Children, Adolescents, and their Families 4. Promote Well-Being of the Elderly, Those with Disability, Disease or Chronic Illness. 5. Reduce Exposure to Environmental Health Hazards. 6. Develop a Public Health Emergency Preparedness Plan Policies 1. • Monitor health status to identify and solve community health problems • Diagnose and investigate health problems and health hazards in the community • Inform, educate and empower people about health issues • Mobilize community partnerships and action to identify and solve health problems • Develop policies and plans that support individual and community health efforts • Enforce laws and regulations that protect health and ensure safety • Link people to needed personal health services and ensure the provision of health care when otherwise unavailable • Ensure a competent public health and personal health care workforce • Evaluate effectiveness, accessibility and quality of personal and population-based health services • Research for new insights into health issues and for innovative solutions to health problems. 2. A strategy for reducing morbidity and mortality behavioral risk factors is health education and promotion of health lifestyles and healthy living. 3. Strategies for health promotion activities for children and adolescents focus on Healthy growth and development; • The importance of parents and care givers in the healthy development of children and adolescents; Early identification of health risks; • Early intervention to address health risks before serious health problems occur. • Work with the Park and Recreation Department to implement the requirements of the “Fit City” program. 4. Strategies to accomplish successful promotion of healthful aging and to support the well-being of the elderly in Minnesota include: • Fostering healthful behaviors such as good nutrition, physical exercise, medications management, obtaining flu shots, efforts to reduce isolation and promote mental health; • Designing a continuum of long-term care options which are conducive to preserving independence and dignity; • Preventing falls which are major contributors to injury and death among the elderly; • Supporting active participation in one’s community through meaningful activity; and • Providing a full continuum of care to an aging population by increasing community capacity to support people as they age and promoting meaningful integration of the aging population into all aspects of community life. 5. Key strategies to reduce exposure to Environmental health hazards: • Enforcing federal, state, and local standards by inspections and investigations; • Evaluating potential health-threatening environmental conditions; • Minimizing and controlling risks from exposure to environmental health hazards; • Providing and promoting environmental health education. 6. Strategies for public health emergency preparedness include: • Developing, maintaining, and exercising a public health emergency preparedness plan, including a continuity of operations plan; • Stockpiling personal protective equipment; • Training employees on National Incident Management System (NIMS); • Promoting family and business emergency preparedness Plan for distribution of Strategic National Stockpile (SNS). Educational Facilities: Schools and Libraries Goals 1. We will maximize the achievement of all students by developing and implementing coordinated plans for personalized learning for each student. 2. We will work in partnership with the community to create a safe, inspiring and welcoming learning environment. 3. We will work in partnership with the community to develop all students as responsible citizens and leaders. 4. We will work in partnership with the community to provide learning opportunities beyond the classroom through innovation and creativity. 5. We will expand leadership expectations for all members of the school district. 6. We will expand and maximize the district’s resources of time, talent, and finances. Information Technology Goals 1. Continue the expansion of Edina’s fiber-optic network infrastructure, in order to increase data and voice communication speed and reliability throughout the City and its various facilities, as well as with other government organizations. 2. Monitor other cities’ efforts to install City-wide internet infrastructure, and explore the creation of a citywide fiber-optic network infrastructure for Edina, or a Wi-Fi system, that is widely-available, fast, reliable, flexible, durable, and cost-effective. Explore possible public-private partnerships. 3. Keep Edina’s information technology systems on par with technology industry standards to ensure the greatest level of compatibility and efficiency in the services provided. Communications and Marketing Goals 1. Match communications initiatives to needs and desires of residents and businesses. 2. Redesign City’s website every five years. (The last redesigns were completed in 2001 and 2006.) More interactive offerings and multi-media presentations will be incorporated into the sites. 3. Develop a plan for programming on EDINA 16. 4. Expand neighborhood block captain program to allow for more and improved two-way communication between the City and residents. 5. Enhance Edina’s community vision as “the premier place for living, learning, raising families and doing business.” Date: November 16, 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 Agenda + Minutes 2017-11- 02 Information CITY OF EDINA 4801 West 50th Street Edina, MN 55424 www.edinamn.gov ACTION REQUESTED: There is no action required on this item. INTRODUCTION: The November 2, 2017 Public Art Edina agenda and minutes have been submitted by PAE Chair Cheryl Gunness and are included in the packet. Thank you. ATTACHMENTS: Description Report, Public Art Edina Agenda + Minutes 2017-11-02 AGENDA PUBLIC ART EDINA MEETING MAYOR’S CONFERENCE ROOM EDINA CITY HALL November 2, 2017 4:00 P.M. I. CALL TO ORDER 4:02pm II. ROLL CALL MEMBERS: Katy Elfstrand, Cheryl Gunness, Kate Kinnich, Ron Kopeska, Bill McCabe, Philip Schimke, Cory Shubert, and Forrest Simenson Staff Liaison: Michael Frey III. APPROVAL OF MEETING AGENDA Bill McCabe/Ron Kopeska IV. ADOPTION OF MEETING MINUTES A. Approval of Minutes Regular meeting of October 5, 2017 Bill McCabe/Forrest Simenson 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. Decorative Screen Options Bill Neuendorf would like feedback on examples provided by the architect for the decorative metal screen that anchors the SW corner of the parking ramp on Market Street. This will be a custom built permanent installation –approx 40 ft tall and and ten ft wide. It will wrap around the corner of the building 2-4 ft. It will be backlit at night time. What does Public Art think of options A to K? Are there any directions to pursue? Any to avoid? Discussion Step 1 of the Market Street development is the new parking structure being created by the city. $10million budget. The project will expand the existing parking ramp in two directions plus go up one level. Start date of January. There will be lots of horizontal green panels (Boston Ivy). Two spots are most visible and the city will be looking for direction: the end by the parking lot will get a metal screen. By Walgreens there are plans for a large mural. For the metal screen, the group looked at potential options and suggested thinking about the following elements: ● Idea of motion in the metal design ● Motion in lights themselves ● Celebratory feel ● Tie in with plants - organic look ● Building from solid to lighter ● Changing in color ● Needs to feel vertical ● Possibly tie in idea of water Decisions ● Action Items What Who When Bill N will share actual design possibilities when contractor has them to show- January- February 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 Discussion tabled for future date. Decisions ● Action Items What Who When C. Public Art Planning Session with Forecast Public Art ● Discussion Public Art Edina will host a half-day retreat in January-February time frame. Read more about it the background, goals, potential invitees and the facilitator here. ● Potential Saturdays: ○ Jan 20 ○ Feb 3 ○ Feb 10 ○ Feb 24 ● Location: City Hall Chamber or Centennial Lakes Pavilion. Pavilion may not be a good location in winter because of the ice skating flooring and activity. ● In addition, or instead of this plan, we could also ask the city to focus the next Urban Symposium in September on Public Art. Decisions Action Items What Who When Write one page summary/proposal and send to City staff, asking them to share in funding. Ask if they would also consider the Urban Symposium on Public Art. Cheryl 11/15/17 D. Student Sculpture Competition Discussion There is a lot of support for this idea, but there are so many unknowns in terms of budget and we are having trouble nailing down an artist. We could take smaller steps: 1) For this year, get Public Art curriculum written and in the schools 2) Write an Ed Fund Grant (first round of applications due 11/27; find out by 12/8 if you move on. Round two due 1/10; find out by end of January) 3) Write an MRAC grant (up to $10,000) in April Update: Decisions We will form a committee to weigh options and determine next steps. The committee will include Cheryl, Phil, Cory, Forrest, Michael. Action Items What Who When Set up committee coffee Cheryl By 11/22/17 E. Finance Report – Bill McCabe, Treasurer Discussion No Report Action Items What Who When VII. CORRESPONDENCE AND PETITIONS VIII. CHAIR AND MEMBER COMMENTS Discussion Also on the radar, The Edina Art Center will partner with Edina Community Education, Arts and Culture Commission, and Public Art Edina to host a panel discussion: “What Can Public Art Do for a Community?” This will be hosted at Edina Community Center. Potential dates: Thursday, March 1 Thursday, March 8 Thursday, March 15 Thursday, April 12 Thursday, May 3 What Can Public Art Do for a Community? Join us for this moderated panel discussion to learn more about the contemporary field of public art. From sculpture, memorials and monuments to light and sound installations, mosaics, murals and performance events, effective public art projects are activating civic dialogue, creating pride and a sense of place, stimulating commerce, increasing real estate value, and attracting tourism. Participants will also have a chance to participate in a collaborative public art project. Meet the Panelists Douglas Hegley, Moderator City of Edina Arts and Culture Commission, and Chief Digital Officer, Minneapolis Institute of Art Jack Becker Founder and Director of Community Services, Forecast Public Art. Publisher, Public Art Review. Steve Dietz President and Artistic Director, Northern Lights.MN (Douglas) Alehandra Plink Description (Douglas) Aaron Dysart Description (Jack) Gita Ghei Description (Jack) Details will be determined soon and save the date will be sent out. Decisions Action Items What Who When IX. ADJOURNMENT Forrest Simenson/Bill McCabe NEXT MEETING – Dec 7, 2017 - 4 p.m.