Commissioner 2022 Budget Questions - November 17, 2021

Commissioner 2022 Budget Questions - November 17, 2021

Question # Commissioner Question Fund Division Budget Book Page

# / Document Attachment Response

1 Cowgill

I do not see a racial equity assessment provided regarding the proposed busker fee. If it is true that no equity assessment was provided to commissioners and the public, will this proposal be removed from consideration?

Enterprise Deputy

Superintendent

Budget Adjustments Page

6 1

Department Director submitted the budget request equity assessment for both the farmers market booth fee and busker fee and they were inadvertently left off of the budget adjustments and attachments document. The document has been updated to include those items and they are also attached.

2 Cowgill Why is there no CIP allocation for Whittier Park in 2022? Capital Projects

Funds Planning N/A

Whittier Park received an allocation of capital funds in 2021 totaling $1.256 million. Those funds remain available for improvements at the park aligned with master plan implementation.

3 Cowgill Where can the public find funding allocations for the building of a drinking fountain in Stevens Square Park?

Capital Projects Funds

Planning 153 In the CIP under the section for Stevens Square Park, an amount of $252,164 is directed to the park in 2022 under the "2022 Revised" column. Those funds would support the implementation of a drinking fountain.

4 Cowgill If CIP allocation for Franklin Steele were moved up to 2023, what allocation elsewhere would planning recommend be moved back?


Planning 150

The 2025 allocation to Franklin Steele Park is for a play area rehabilitation. These projects are selected in order based on field analysis of play area condition. Moving this project to 2023 would require one playground rehab project to be delayed in 2023 and another in 2024 . Using these same ratings, we would propose delaying Stewart Park from 2023 to 2024 and Cedar Field from 2024 to 2025.

5 Cowgill What is the budget impact to removing all youth fees for MPRB-run programs?

General Recreation The impact of removing all youth fees is a revenue loss estimated at $1.7 million. This does not include Rec Plus fees, which if also eliminated would be an additional revenue loss of $2.2 million.

6 Cowgill Why is there $500,000 allocated to Thomas Lowry Park in 2022 and 2023 after a recently completed project?


Planning 153

To address the funding needed for the project, an allocation from the NPP20 Construction Contingency Fund was directed to the project via unanimously approved Resolution 2020-331. In fact, the resolution directed $250,000 in each of three years (2020, 2021, and 2022) for a total of $750,000. Funds not required for the completion of the work will be redirected to the NPP20 Construction Contingency Fund.

7 Cowgill For the $1m allocated for public restrooms at Bde Maka Ska refectory site, what can the public expect be built/moved forward with that sum?

General Planning Budget

Adjustments Page 5

When a strategic plan was prepared for the northeast quadrant of Bde Maka Ska (prior to the loss of the refectory building), the direction was to update the refectory and introduce new restrooms. The cost of the restroom project was estimated, at that time, to be $1.1 million. When the refectory was lost, the opportunity to combine the restroom project into the rebuilding of the refectory was embraced, which will lead to year-round restroom facilities at that location. The number of fixtures in the public restroom does not increase. The changes to the restrooms reflects the following - year-round use, one family/companion restroom, five gender neutral bathrooms, and shared sinks all aligning with the restroom directive.

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8 Cowgill Which metrics does MPRB staff use to determine what is a “significant scum-forming blue-green algae bloom”? What is the metric number that constitutes “significant”?

General Environmental

Stewardship


5

There are two methods that MPRB staff use to determine the significance of a blue-green algae bloom. First, staff use a visual monitoring index (VMI) in which a bloom is rated as a Category 1, 2, or 3 based off of visual indicators. These visual indicators may include cyanobacteria visible throughout the water column, shoreline accumulation, surface scum, etc. Second, testing surface water for cyanotoxins (toxins produced by blue-green algae that can be harmful to people and pets) provides the best measure to assess the public health risk from harmful algal blooms (HABS) and inform health-protection decisions. Samples of blue-green algae scums are collected and tested for two common cyanotoxins found in Minnesota: microcystin and cylindrospermopsin. VMI A significant blue-green algae bloom is rated a Category 3 for the visual monitoring index. A Category 3 means that there is an extensive surface scum on the water, the color may range from green to electric blue, but can also be red-brown surface scums. These blooms are usually accompanied by thick accumulation on the shoreline and discolored open water. Cyanotoxins MPRB uses the Minnesota Pollution Control Agency’s recommended advisory cyanotoxin levels for recreational swimming: Microcystin: ≥6 ug/L Cylindrospermopsin: ≥15 ug/L

9 Cowgill How much revenue would MPRB make if it converted all Canoe Rack storage sites to remote rental sites? Something like paddle share or wheel fun.

General Deputy

Superintendent


1

It is difficult to project revenue without more indepth analysis of demand and possible vendors for the rental operation. Adding paddleshare or other additional rental options and the existing canoe and kayak racks are not mutually exclusive. If there was a demand and a delivery/vendor option for additional rentals, that service could be added without removing the canoe and kayak rack program.

10 Cowgill Does the budget account for the Carbon Offset program arborist staffing needs? Where would that be accounted for in the budget?

N/A Environmental

Stewardship N/A

The carbon offset program is not reflected in the Superintendent's recommended 2022 budget. If funding is received it would be accounted for in a Special Revenue Fund.

11 Forney Please share the link to the Forestry Outreach Coordinator job description

General Environmental

Stewardship Division

81 2 Document is attached.

12 Forney

Name the Park Dedication Fund after Minnesota Senator Scott Dibble and Representative Frank Hornstein, in gratitude for their efforts to actualize the fund—an eight-year lift resulting in over $20 million in funding to date.

Park Grant & Dedicated Revenue

Fund

Special Revenues Funds

104

MPRB staff acknowledge that Senator Dibble and Representative Hornstein were the chief authors and advocates for the legislation making parkland dedication a reality for the MPRB. We also acknowledge there were others who were also certainly supportive. Staff will reach out to see if either would want their names to become a part of the fund and will take further direction from the Board.

13 Forney Suggest utilizing the Creation Labs to highlight park program and progress. Specifically, the Superintendent’s Report created by the Creation Labs creators.

General Recreation N/A Curriculum is currently being developed and will be rolled out as the creation space sites come on-line.

14 Forney Due to the freezing of cost of living for the management staff last year, are their COLA adjustments accounted for? Did we freeze any other salaries? Where were COLA adjustments made?

General Wages and Fringe 48 The MPRB budgets a provision for wage adjustments to account for these types of changes as well as unsettled union contracts. All employee groups received the full increases in 2020 and 2021 except for the appointed employee group which has remained frozen.

15 Forney Grateful Undeveloped Parks are accounted for in the Neighborhood Park Metrics. Please explain note: parks added in 2027 (13)

Capital Projects Fund

Planning p159-164 This note at the top of the Neighborhood Park Equity Metrics refers to the number of parks added into the CIP in the 2027 year. 13 parks were added in this year.

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16 Forney What/where is the “Transfer” from? Capital Projects

Fund 11500 Fund General 168

The 11500 Fund - General Fund transfer of $2,263,326 includes the $363,326 for operations facilities reserve, $1,000,000 General Fund excess fund balance allocation for the Bde Maka Ska restrooms, and $900,000 for the Creation Spaces - $600,000 General Fund excess fund balance and $300,000 one-time 2022 budget transfer.

17 Forney Explain the loss of five staff from Forestry Department Personnel Summary

Environmental Stewardship

Division 172

The Superintendent’s recommended budget provides for the phase out of the Tree Preservation & Reforestation Levy. This eight-year plan was formulated in 2013 in response to the increase in the number and intensity of storms and the infestation of Emerald Ash Borer. 2021 was the final year of the eight-year levy to support this plan to remove and replace public ash trees and replant public trees lost during storms. With the successful completion of this program, the staffing associated with this program have been eliminated through attrition and no staff were laid-off. This approach to staffing was described in the 2021 approved Budget.

18 Forney Please share the link to the MOU with the Minneapolis Parks Foundation regarding the micro enterprise at Water Works

Enterprise Deputy

Superintendent 17/111 3 Document is attached.

19 Forney Are there two .20 employees eliminated in Planning? Urban scholar/s? And/Or Strategic Planning?

General Planning 85 &173 The Planning Division eliminated 0.40 FTE Urban Scholars which was shared between Design & Project Management (0.20 FTE) and Strategic Planning (0.20 FTE)

20 Cowgill Why is there no park dedication money added to Clinton Field in the CIP for 2023?


Planning 149 The Draft 2022-2027 CIP was developed prior to the recent conversation with the Whittier Alliance. This item will be incorporated into the CIP as an requested amendment (see question #29 below). Staff capacity is not available to implement this project in 2022, so the allocation is proposed for 2023.

21 Cowgill

In the CIP allocation for Central Gym Park, there is no mention of the skate park within the proposed park improvements despite MPRB receiving a 2018 Hennepin County Youth Sports grant specifically for the skate park in the amount of $250,000 and a Tony Hawk Foundation grant in the amount of $25,000. Is the MPRB in danger of losing those two grants by not including the skate park in the 2022 CIP?


Planning 149

The MPRB does not have access to the 2018 HYSP grant funds for Central Park/Gym. Staff recently found out from County staff that we no longer have access to the 2018 HYSP grant funds for Central Park/Gym because were not able to spend the HYSP grant funds within the allotted time frame the County set for the funding. The skate park project at Central Park/Gym did not proceed because staff were not able to reach a decision with City of Skate on the size of the skate park, nor was City of Skate able to raise the balance of the funding required to complete a larger project hoped for by City of Skate.

22 Cowgill

In light of the increased consensus by scientists around the world that human-caused global warming is taking place AND that the use of personal automobiles has a disproportionate impact on greenhouse gas emissions AND that fees for parking is a proven transportation demand management strategy, why is it that parking fees at Minneapolis parks are remaining the same in 2022 as in 2021, and at the very least not rising with the rate of inflation or by the same percentage as other park fees which have increased between 2021 and 2022? Is a demand pricing model being used anywhere in the system?

Enterprise Deputy

Superintendent 183

In this proposed budget, staff have included augmentation to the options of variable parking fees. These additions include a handful of options on the low and high ends that continue to allow for right-sized pricing and various locations. It recommends adding two new fee ranges (H.1 at 50 cents and H.2 at 75 cents at a lower range and H.14-H.19 that adds a higher range from $3.75 to $5.00). The pricing model is being used throughout the system and has been since adopted by the Board. Essentially, this budget, as proposed, allows a range of fees and staff apply that incremental range to parking meters based on a variety of factors including adjacent pricing of parking, supply and demand, and seasonal/intermittent changes in park use. The low end addition allows us to start testing parking fees in areas where we anticipate low demand and the high end additions allows us to increase parking fees one existing meters or new high demand areas.

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23 Cowgill

In 2021, $160,000 was allocated to purchase permanent gate closure infrastructure. Has the money already been spent to complete this project? If not, where is that project located within the 2022 budget in terms of implementation?

N/A Planning N/A

Some of the funds ($11,000) were redirected to temporary closures at West River Parkway and Lake Harriet during 2021. The remaining funds, an amount of $149,000 are being used to develop plans for closures. A presentation to the Board of Commissioners and a request to direct those remaining funds to a first stage pilot of temporary closures is being framed and will occur before the end of the year. Funds allocated by the Board of Commissioners through the CIP remaining available except in cases where the Board might act to amend the budget to remove funds.

We have not completed an official market study specifically for Minneapolis to determine if the increase in golf participations will continue. However nationally we are starting to see some results of studies from the pandemic golf industry, and there is evidence to suggest that it will. The average age of golfers nationwide has dropped about 15% over the past two years, and now 1/3 of all golfers are millennials, which is good for the future of the industry. In addition female golf participation has increased by about 30% since 2019. Compared to the nation, Minneapolis experienced larger than average growth from 2019-2020 and from 2020-2021. Increases of over 50% in players club cards and 30% in season pass holders, along with much needed improvements on our golf courses suggest continued strong numbers moving forward. Youth golf in Minneapolis courses also increased by over 35% from 2019 to 2021.

24 Cowgill Has a market study been conducted on Golf to determine if the past two years of increase will continue to trend upwards? What are comparable markets seeing?

Enterprise Recreation Budget

Adjustments Page 6

Nationally from 2019 to 2020 there was approximately a 20% increase in golf, Minneapolis experienced an increase of about 37%. Data is not all in from 2020-2021, but as of now Minneapolis is up about 1.8% in 2021 from 2020 in rounds played, and about 8% in revenue. This was with one of our most popular courses seeing a 33% decrease in rounds due to construction. Without that construction, Minneapolis would have likely seen a 5-7% increase in rounds played and a 12-13% increase in revenue.

Investing in technology to retain younger players, altering food and beverage options to cater to a new crowd, and increasing pace of play will be three major factors moving forward to retain the new customers introduced to the game over the past two seasons.

National projections are currently for a 1-2% growth in golfers for 2022. This includes venues such as indoor simulators and TopGolf, there are no studies available yet that are specific to outdoor traditional courses.

25 Staff Request Add $400,000 to the CIP in the 2023 year for Clinton Field Park: New Sport Courts, funded from Park Dedication


Planning 149 This project is desired by the community and supported by the Whittier Alliance. (Also addresses question #20)

26 Staff Request Add $11,613 to the CIP in the 2022 year for Painter Park: Plan Implementation, funded from Park Dedication


Planning 152 This is an addition of available funds to a project already underway

27 Staff Request Increase the assessment bond request and amend the Capital Budget for Diseased and Infested Tree Removal from $300,000 to $800,000


Deputy Superintendent

168 The increase in the emerald ash borer infestation in private property trees is resulting in a greater number of trees being condemned. It is anticipated that private property tree condemnations will remain quite high for approximately the next five years.

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Who in the community or within the organization will benefit or be burdened by this proposal?

Benefit the community by creating an infrastructure for small and local business and access to fresh food. Compliments the

What do you anticipate to be the impacts of this proposal (good or bad)?

Staff anticipate positive impacts as a result of this proposal.

How & when will you address impacts (including unintended consequences) on equity?

Staff set fee at a low rate to avoid impacts on equity.

How & when will you identify, engage, and communicate with stakeholders if this impact or request is adopted?

Staff will communicate with local stakeholders to allow for Farmer's Markets in designated areas to advance use of new spaces and the Urban the Agriculture Plan.

How & when will you ensure accountability, communicate, and evaluate results?

Accountability will be reflected within permit generation, communication on results will be a result of quarterly budget meetings.

Attachment 1

Minneapolis Parks and Recreation Board

2022 Budget Development

Budget Request Equity Assessment

Department: Customer Service - U&E

Adjustment Farmers Market Booth Fee

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Attachment 1

Minneapolis Parks and Recreation Board

2022 Budget Development

Budget Request Equity Assessment

Department: Customer Service - U&E

Adjustment Busker/Street Performer Fee

Who in the community or within the organization will benefit or be burdened by this proposal? The community and organization will benefit from intentional and vetted activation of designated park spaces through sanctioned small-scale entertainment. The performers may feel a slight burden due to the nominal fee.

What do you anticipate to be the impacts of this proposal (good or bad)?

Staff anticipate positive impacts as a result of this proposal.

How & when will you address impacts (including unintended consequences) on equity?

Staff do not anticipate impacts on equity, however will apply a racial equity lens in the development of the program and in the outreach to performers.

How & when will you identify, engage, and communicate with stakeholders if this impact or request is adopted?

Staff will work with local partners to identify, engage and communicate with potential performers if this request is adopted.

How & when will you ensure accountability, communicate, and evaluate results?

Staff will monitor the success of the implementation and will make adjustments as needed. Revenue will be reviewed and communicated during regular budget meetings.

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Attachment 2

MINNEAPOLIS PARK AND RECREATION BOARD Established Date: Nov 19, 2019 Revision Date: Dec 19, 2019

Forestry Outreach Class Code:Coordinator 00000P

Bargaining Unit: AFSCME #3279 -- Professionals

SALARY RANGE

$30.78 - $36.36 Hourly

ROLE SUMMARY:

Supports the Minneapolis Park and Recreation Board's efforts to assure a healthy, vibrant and sustainable urban forest. Develops, manages, coordinates, promotes and oversees urban and community forestry outreach and stewardship programs with an emphasis on engaging the public in tree care, planting and maintenance activities. Cultivates and maintains strategic partnerships and educational opportunities with relevant groups to advance a community connection with sustainable urban forestry practices. Supports the broader environmental stewardship efforts of all MPRB functions that are consistent with the organization's mission, values, goals, and comprehensive plan.

MISSION STATEMENT:

The Minneapolis Park and Recreation Board shall permanently preserve, protect, maintain, improve, and enhance its natural resources, parkland, and recreational opportunities for current and future generations. The Minneapolis Park and Recreation Board exists to provide places and recreation opportunities for all people to gather, celebrate, contemplate, and engage in activities that promote health, well-being, community, and the environment.

DUTIES:

Performs under the general supervision of the Director, Park Forestry and is responsible for, but not limited to, the following duties:

Essential Duties:

Develop and manage urban and community forestry outreach and stewardship programs within the MPRB system and throughout the City of Minneapolis. Inspire, recruit, train, organize, coordinate and supervise volunteers from diverse backgrounds during the performance of cultural practices that improve tree health while promoting social engagement. Such engagement includes hands-on participations and demonstrations involving tree planting, pruning, mulching, protection and preservation. Develop relationships with neighborhoods, communities and organizations throughout Minneapolis to ensure that all residents have access, through engagement opportunities, to the many public health, economic, ecological and social benefits that trees provide. Apply practices and procedures to ensure program development and implementation that includes methods for data tracking, reporting of key outreach participation metrics and collaboration with others as needed. Promote, schedule and coordinate the public appearances of "Elmer the Elm Tree", MPRB Forestry Department's costumed mascot, whose public appearances help educate residents about the benefits provided by trees. Plan, direct and promote annual Arbor Day celebration. Generate information needed to guide staff and volunteer involvement. Promote and develop interest in fruit tree cultivation and work with residents on adopting fruit trees in parks as part of an edible landscape described in the MPRB Urban Agriculture Activity Plan. Seek out opportunities for public recognition of MPRB efforts in urban forest management and maintain those already in existence. Examples include the Tree City USA Award and Tree City USA Growth Award. Work with the Minneapolis Tree Advisory Commission by attending meetings and expanding their role in community outreach. Act as Forestry's liaison to MPRB's Memorials & Tributes Program and coordinate the planting locations for Tribute Trees. 7 of 33

Attachment 2

Promote and oversee the Heritage Tree Program and develop outreach techniques for sharing information. Develop collaborative efforts with schools and other institutions to actively engage youth with trees and arboriculture. Examples include school forests and the University of Minnesota's Youth Engagement in Arboriculture Program. Design and deliver education, training opportunities and toolkits for organizations and neighborhoods throughout the city regarding tree pests, management techniques, cultural practices and program descriptions. Utilize urban forestry outreach to achieve applicable goals outlined in the MPRB Comprehensive Plan. Prepare, present, teach and host events and presentations for diverse audiences that promote an awareness of matters related to the urban forest. Effectively represent the Forestry Department by collaborating and working directly on urban forestry outreach initiatives with other MPRB Departments and agencies including, but not limited to, the City of Minneapolis, Hennepin County, Watershed Districts, University of Minnesota and other government agencies including those at the state and federal level. Support media communication efforts and coordinate with the MPRB Communications and Marketing Department by writing and designing communication materials needed to enhance and maintain information available to the public through the Park Board's website, social media outlets and other channels. Represent the MPRB at public meetings, on committees both internal and external and at community events as required.

Related Work:

Develop and maintain effective communications and relationships with other MPRB staffthe general public to assure transparency, understanding and efficacy of urban forestry Seek out and complete grant applications that are applicable to the Forestry Departmenoutreach opportunities. Submit supporting documentation upon completion of grant reqResearch best practices and standards in urban forest outreach and apply them to ensuForestry Department is an innovative and effective leader. Lead effort and work collaboratively with departments in the Environmental StewardshiMPRB departments to maximize urban forest outreach. Design and deliver training and educational resources for public engagement that suppinformation gathering needed to maintain inventory of boulevard and park trees. Utilize information technology applications to educate and inform about trees as valuablthe associated environmental, health and economic benefits. Provide professional communications pertaining to urban forestry that are in alignment vision, values, goals and objectives of the MPRB and meets the needs and interests of dcommunities. Provide technical urban forestry knowledge and support to maximize opportunities wheengagement can enhance the health of the urban forest through reforestation of boulevResearch and evaluate information on urban forest outreach activities using staff and pand implementing changes when appropriate to strengthen and enhance them. Work directly with City staff on matters pertaining to the urban tree canopy and the besbe used to engage the public in its care. Work with the Environmental Stewardship Volunteer Coordinator by providing support arelevant tasks. Serve on Forestry Department leadership team and address significant issues as appropWork to foster a positive work environment and organizational climate among co-workeDepartment and throughout the MPRB. Keep the Director informed of matters as they relate to urban forestry outreach and thePerform other duties and special projects as they become apparent or are assigned.

, public agencies and outreach. t so as to enhance uirements. re that the MPRB

p Division and other

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with the mission, iverse Minneapolis

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THE WAY WE WORK:

The Employees of the Minneapolis Park and Recreation Board...

Work and accept responsibility to search for, create and execute new and innovative approaches to improve the performance of Park Board services and objectives. Assist external and internal customers to serve their needs and take responsibility for continuously improving customer service. Foster meaningful interaction among people through the exchange of information to produce understandingContinuously develop and use effective strategies and interpersonal styles to engage and guide others toward the accomplishment of identified objectives and goals in the best interest of the Park Board and community. Consistently work toward the common good of the organization and encourage others to do the same. Conduct themselves at all times in a professionally appropriate and respectful manner. Apply the proper safety/security practices according to established protocols, guidelines and policies.

.

REQUIREMENTS: 8 of 33

Attachment 2

Training and Experience: (position requirements at entry)

Bachelor's degree from an accredited college or university with a major in urban forestry, forestry, horticulture, natural resources or related field. Increasingly responsible professional work experience in urban forest outreach for government or non-pragencies including, but not limited to, administrative work: at least three years. An equivalent combination of related experience, education and training may be considered.

Licensing Requirements: (position requirements at entry)

Valid driver's license. Certified Arborist from the International Society of Arboriculture (obtained within 6 months of meeting ISeligibility requirements). Municipal Specialist credential preferred. Tree Inspector's License from the Minnesota Department of Natural Resources (obtained within 6 months hire). Pesticide Applicator License from the Minnesota Department of Agriculture in categories A & E (obtained

ofit

A

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within 6 months of hire).

Physical Requirements (ADA requirement, will be evaluated by HR) The physical demands described here are representative of those that must be met by an employee to successfully perform the essential duties of this job. Reasonable accommodations may be made to enable individuals with disabilities to perform the essential duties.

The physical ability to climb, balance, stoop, kneel, crouch, reach, stand, walk, drive, push, pull, lift, finger, grasp, feel, talk, hear, see and perform repetitive motions.

Medium Work: Exerting up to 50 pounds of force occasionally, and/or up to 20 pounds of force frequently, and/or up to 10 pounds of force constantly to move objects.

The ability to safely operate a motor vehicle as incumbent is subject to local travel to and from work locations. Operating office equipment requiring continuous or repetitive hand/arm movements. The ability to remain in a sitting or standing position for extended periods of time.

The incumbent may be required to traverse on rough, uneven terrain, as well as wet and slippery surfaces to ascend and descend ladders to access work areas.

Most work performed in a normal office environment. Occasional exposure to outdoor work in all weather conditions as needed. Evenings and weekends hours will occasionally be required.

Knowledge of: (position requirements at entry)

Urban forestry and outreach best practices and how to effectively combine them so as to engage communities and organizations. Federal, state and county laws, municipal ordinances, rules, regulations, standards, policies and procedures applicable to urban forestry and assigned duties. Technology applications for urban forest management in a municipal or urban setting. Tree pests and the potential impact of treatment options for dealing with them. Considerable knowledge of tree biology, identification and selection. Outstanding customer service principles, practices and standards for a diverse customer base. Minneapolis communities and neighborhoods, demographics, issues, needs and opportunities. Operating video and audio equipment. Social media marketing or internet marketing that involves creating and sharing information on social media networks in order to achieve marketing and/or branding goals. Computer and job-related software applications used in business settings and urban forestry work; utilize such tools to complete work assignments. Personal safety and risk management while working in an urban setting while performing tree related tasks and using forestry tools. Cultural competence in engaging people from diverse, underserved and under-represented communities. Current practices and/or laws in ADA, Gender Inclusion, and/or Racial Equity.

Skills and Ability to: (position requirements at entry)

Work independently, without specific task direction, to identify organizational needs and deliver appropriate solutions within the context of the MRPB mission, its comprehensive plan, and Forestry Department goals and strategies. Ability to adapt and learn the use of the following software: asset management tools, i-Tree software suite, Davey Tree Keeper and MPRB Tree Planting Application. Thoughtfully organize and creatively administer culturally responsive urban forestry outreach and engagement activities for increased access to services and programs. Articulate MPRB policies and procedures. Listen effectively to understand thoroughly the intended message. Connect with under-represented and underserved communities by reaching out to groups and organizations that are currently not connected to MPRB Forestry. Approach situation analysis and problem solving through the lens of racial equity. Provide excellent customer service and demonstrate excellent interpersonal skills that competently and respectfully acknowledge varied populations.

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Attachment 2

Establish and maintain effective, respectful and productive working relationships. Successfully negotiate effective and appropriate solutions to practical and technical problems and/or conflictthat can be difficult in nature and make informed decisions. Thoroughly evaluate program alternatives and make recommendations for improvements. Demonstrated exceptionally strong writing, organizational, communication, problem solving, public-speakingand project management skills. Set appropriate priorities and handle multiple demands or projects while being organized and efficient; meetcritical deadlines as required. Demonstrated ability to thrive in a fast paced and diverse work environment by prioritizing and managing several projects simultaneously with changing priorities. Participate in and lead interdepartmental and intradepartmental teams to identify goals and strategies for urban forestry outreach initiatives. Maintain appropriate confidentiality in work related matters. Demonstrate respect and sensitivity for cultural differences.

s

EQUIPMENT:

Equipment: Computer, Microsoft Office applications, urban forestry and web mapping software applications, VUEWorks or other asset management system tools, mobile computing equipment, urban forest and GPS measurement tools, tree care instruments, camera & photographic equipment, public presentation equipment, life size mascot costume, miscellaneous office equipment and a motor vehicle.

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MINNEAPOLIS PARK AND RECREATION BOARD

AN ACTION, RESOLUTION OR ORDINANCE

In accordance with Chapter 3, Section 1, of the City Charter, there is herewith submitted to

you, the Mayor of the City of Minneapolis, an action, resolution or ordinance adopted by the

Minneapolis Park and Recreation Board which you may approve by affixing your signature

herein below or if you disapprove of same to return to the Board, with your objection thereto,

by depositing the same with the Secretary of the Board to be presented to the Board at their

next meeting where the question of its passage will be put again before the Board.

9.1 That the Board adopt Resolution 2015-317 captioned as follows:

Resolution 2015-317

Resolution Approving RiverFirst Project-Level Fundraising Agreement #1

Between the Minneapolis Park & Recreation Board and the Minneapolis Parks

Foundation to Raise $14.9 Million in Philanthropic Funding Toward

Implementing the 26Th Avenue North Family of Projects and Water Works on

the West Bank of the Mississippi River in Minneapolis

PASSED October 7 2015

OCT 2 l 2015 APPROVED ____________ _

Mayor

Attachment 3

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Attachment 3

RIVERFIRT PROJECT-LEVEL FUNDRAISING AGREEMENT #1

This Fundraising Agreement (“Agreement”) is entered into effective as of the date of the last signature on this document (“Effective Date”) by and between the City of Minneapolis, acting by and through its Park and Recreation Board (“Park Board”), a body corporate and politic under the laws of the State of Minnesota, and the Minneapolis Parks Foundation (“Foundation”), a Minnesota non-profit corporation, in pursuit of park development of two RiverFirst projects known as the 26th Avenue North Family of Projects and Water Works (“Project”).

RECITALS

A. The Park Board and Foundation have been collaborating for several years onRiverFirst, a visionary initiative to establish continuous parkland and robust riverfrontparks on both sides of the Mississippi River from downtown to the northern citylimits.

B. RiverFirst is a long-term initiative that identified certain park development projects atthe time of plan adoption in 2012 and embodies guiding principles that act asdeterminants by which additional projects are brought under the canopy of theRiverFirst Initiative over time.

C. In July, 2015 the Park Board and Foundation entered into a Memorandum ofUnderstanding (MOU) that describes the long-term philanthropic and resourcerelationship between the two organizations regarding the RiverFirst Initiative.

D. The RiverFirst MOU suggests that subsequent project-level fundraising agreements(this is the first) will be made to govern specific philanthropic projects and eachparty’s role in such projects.

E. Two adopted RiverFirst projects known as the 26th Avenue North Family of Projectsand Water Works are targeted for this, the inaugural philanthropic RiverFirstcampaign.

F. The Park Board and Foundation recognize the strategic importance played by theinaugural projects in enhancing recreational value, creating neighborhood-to-riverconnections, and establishing a pattern of ongoing philanthropy.

G. It is acknowledged that the Project and the real property on which they are locatedshall remain the property of the Park Board.

H. It is acknowledged that the Project will be accessible to the public except for certainuses and/or during reserved events, pursuant to normal Park Board policies andprocedures.

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Attachment 3

The Park Board and Foundation deem it appropriate and necessary to document the intended nature of their relationship and therefore based on the foregoing enter into this Agreement.

I. DefinitionsA. Philanthropy or Philanthropic Funding. Financial commitments from the private sector

including individuals, corporations, community/family/corporate foundations and donoradvised funds.

B. Park Board Funds. Project funding through routine Park Board sources such as ParkBoard pay-as-you-go capital, Met Council regional parks capital, or Legacy parks andtrails.

C. Third-party Funding. Project funding through sources other than private philanthropy orroutine sources of Park Board capital. Examples include competitive grants and State orFederal legislative appropriation.

D. RiverFirst. A visionary initiative adopted by the Park Board in 2012 to developcontinuous parkland and robust riverfront parks on both sides of the Mississippi Riverfrom downtown to the northern city limits. RiverFirst acts as an umbrella initiative underwhich numerous land acquisitions and capital projects will be undertaken.

E. Project-level Agreement. Agreement (including this one) between the Park Board andFoundation addressing philanthropic giving coordinated by the Foundation for RiverFirstprojects.

II. List of ExhibitsExhibit A: RiverFirst Memorandum of Understanding (MOU)Exhibit B: 26th Avenue North Design IllustrationExhibit C: NOT USEDExhibit D: 26th Avenue North TimetableExhibit E: Water Works Design IllustrationExhibit F: Water Works Phasing DiagramExhibit G: Water Works TimetableExhibit H: Water Works Operating Pro FormaExhibit I: Sources & Uses Table (both projects)Exhibit J: Named Donation Opportunities (both projects)

III. Project DescriptionA. 26th Avenue North Family of Projects. The project (Exhibit B) will establish a

parkland/trail linkage between Ole Olsen Park and 26th Avenue North, create a riveroverlook at the terminus of 26th Avenue North, conduct schematic design for the nextstage of park and corridor improvements between Ole Olson Park and 26th Avenue North,

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and conduct engineering study of converting of the Burlington Northern river crossing from rail to trail.

B. Water Works. Water Works (Exhibit E) is a capital project located at the downtown edgeof St. Anthony Falls and the Stone Arch Bridge. The project will establish new parkamenities and programming, clarify circulation patterns and facilities, reveal and restorehistoric ruins, and enhance interpretive story-telling.

IV. Project PhasingA. 26th Avenue North Family of Projects. The construction aspects of the project are

conceived to be constructed in a single phase (Exhibit C).B. Water Works. The Project is conceived to have two primary phases described as the

Mezzanine Phase and the Riverside Phase. The Mezzanine Phase has sub-phases asillustrated in Exhibit F.

V. Project Budget ($31.3 million)A. General. Project budgets include hard costs of construction with built-in contingency and

soft costs of design/engineering/administration, testing/survey, fundraisingadministration, and anticipated inflation.

B. 26th Avenue North Family of Projects. The project budget is $4.5 million (Exhibit I).C. Water Works. The project budget of $26.8 million. The sources & uses table (Exhibit I)

further describes the budgets for Project sub-phases.

VI. Project TimetableA. 26th Avenue North Family of Projects. As described in Exhibit D, construction is

anticipated to commence in 2018 and conclude in 2019. In addition to construction,Exhibit D identifies a range of preparatory and related activities.

B. Water Works. As described in Exhibit G, the Mezzanine Phase is anticipated tocommence construction in 2017 and conclude in 2019 while the Riverside Phase isanticipated to commence construction in 2021 and conclude in 2023. In addition toconstruction, the Project schedule identifies a range of preparatory activities.

VII. Capital Funding ($31.3 million)A. Philanthropic Funds. The Foundation will endeavor to raise philanthropic funds in the

amount of $14.8 million as described in greater detail in the sources & uses table (ExhibitI). The stated amount includes fundraising campaign administration costs incurred by theFoundation.

B. Park Board Funds. The Park Board will endeavor to allocate $6.3 million throughcurrent and future Capital Improvement Programs as described in greater detail in thesources & uses table (Exhibit I). The Foundation recognizes that the out-years of CIPallocations are subject to change based on State appropriation to the metropolitanregional park system.

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C. Third-Party Funds. The Park Board and Foundation will collaborate on the pursuit ofthird-party funds in the amount of $10.2 million as outlined in greater detail in thesources & uses table (Exhibit I). Third-party funding pursuits must be mutually agreedupon.

D. Holding and transfer of funds. Project Funds received by the Foundation will be held inspecial account until fundraising thresholds described in Section VIII.A. are achieved andthe Park Board of Commissioners resolve to initiate the activity described. At whichtime, the Foundation will transfer the specified funds to the Park Board for the specifiedProject use.

VIII. FundraisingThe Park Board grants the Foundation the right to raise philanthropic funding for the Project.The Foundation will make its best efforts to achieve fundraising levels necessary to achievethe intended Project design and completion timetable.A. Communications. The Park Board and Foundation will agree upon a communications

strategy that aligns messaging, pursuits, and timing for the Project.B. Solicitation of Funds. In soliciting funding, each organization grants the other the right to

use their name and logo according to organizational guidelines with acknowledgementfrom the respective RiverFirst staff lead and approval of respective communicationsdepartments.

C. Donor Notifications. The Foundation will notify prospective donors that it is a separate,legal and tax entity from the Park Board. The Foundation will notify prospective donorsthat the Project schedule and Project design intent will be followed to the greatest extentpossible but the schedule, specific design components and materials may be adjustedbased on unforeseen circumstances or inability to raise full funding.

D. Naming Rights. The Park Board grants the Foundation the exclusive right to pursuenamed donations for project features identified in Exhibit J. The Foundation will presentany proposed named donations for approval by the Park Board of Commissioners totrigger steps necessary in the Park Board’s naming policy. Donors will be notified thatnaming rights have a term of 20 years and that corporate logos will not be displayed inProject signage or physical features with exception to a consolidated donor plaquerecognizing all major donations. Donors will be notified that naming will follow ParkBoard policies.

IX. Initiation of Project ActivityThe Foundation will notify the Park Board when the following fundraising thresholds are metin cash or commitments. Reaching the thresholds will trigger proceeding with progressivestages of Project activities on or before the target dates in the Project timetables (Exhibits D& G). For sub-phases that do not include Foundation fundraising, Project activities willproceed as outlined in the timetable. Meeting fundraising thresholds will be determined on asub-phase basis (example: Mezzanine Shelf).

1. Testing/Survey triggered by reaching 10% of sub-phase fundraising level.

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2. Schematic Design/DD triggered by reaching 25% of sub-phase fundraisinglevel.

3. Construction Documents triggered by reaching 75% of sub-phase fundraisinglevel + 100% third-party funding commitment.

4. Bidding/Construction triggered by reaching full sub-phase fundraising level.5. Stand-alone design/engineering activities triggered by reaching full sub-phase

fundraising level.

X. Design ProcessThe design process will build on Project design work already completed. The Park Boardwill be the contracting agent for professional services related to design and construction ofthe Project.

1. Project Management Team. Park Board staff will establish ProjectManagement Team/s (PMT) to coordinate design/administration andconstruction processes including the work of outside professional services.The PMT will consist of staff representation from the Park Board andFoundation.

2. Project Advisory Committee. For each schematic design/constructiondocument process, a Project Advisory Committee (PAC) consisting ofrepresentatives appointed by the Park Board of Commissioners and theFoundation RiverFirst Committee will be formed. The PAC will be facilitatedby Park Board staff. The PAC will be formed to advise the PMT throughdesign processes.

3. Material Changes to Design. Material changes to Project design as illustratedand described in Exhibits B through D and approved by the Park Board ofCommissioners including layout, programmatic features, and experientialelements shall be evaluated by the PAC and PMT for conflicts with the wishesor requirements of donor and funders. If conflicts are determined with noapparent resolution, the PMT will recommend alternative approaches to beevaluated by the Park Board of Commissioners and Foundation RiverFirstCommittee for common resolution.

XI. Land AcquisitionThe Park Board will pursue control of needed land and, as necessary, interim access neededfor survey and testing according to the timeframe outlined in Project timetables so as not todelay construction. At the Park Board’s request, the Foundation will support efforts in landacquisition to the extent possible.

XII. Construction ProcessThe Park Board will be the contracting agent for all construction related to the Project.During construction, any change order proposals that represent a material change to theProject that could impact donor or funder intent will be reviewed by the PMT and PAC and,as necessary, presented to the Park Board of Commissioners and Foundation RiverFirst

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Attachment 3

Committee for common resolution. The Park Board shall use its best efforts to substantially complete construction of the Project sub-phases according to the Project timetables.

XIII. Operating ModelA. General. Based on donor feedback collected by the Foundation, successful private

fundraising will be dependent on the ability to articulate robust recreational programmingand a high standard of care for the completed Project. The 26th Avenue Family ofProjects is anticipated to follow standard Park Board operational and maintenanceprocedures. Because of Water Works’ substantial park visits and revenue potential, anelevated level of programming and operations is anticipated for the park as outlined in theWater Works operating pro forma (Exhibit H).

B. Water Works Operating Pro Forma. Exhibit H identifies how Water Works can bebrought on-line with no impact to the Park Board general fund budget through self-sustaining revenue generation.

C. Water Works Micro-Enterprise. Upon opening the revenue-producing mezzaninepavilion, Water Works will be operated as a micro-enterprise. In this model, WaterWorks revenues will be reinvested in maintenance, capital reinvestment, and recreationalprogramming within Mill Ruins Park.

D. Water Works Vendor Agreements. The Park Board expects to enter into vendoragreements for aspects of the Project’s recreational program. The Foundation will assistin preparing vendor RFPs for use by the Park Board. Vendor agreements will assignresponsibility and dedicate resources for an elevated standard of care for vendorpremises.

E. Water Works Staffing and Programming. Upon completion of the mezzanine phase, theProject will be staffed with volunteer or paid on-site recreational attendant/s and will beprogrammed with indoor/outdoor activities compatible with the setting and facilities. Asdemanded by the ability of Project revenues to fund paid staff, the Foundation will use itsreasonable efforts to mobilize volunteers in an “ambassadors” or “friends-of” programthat act as recreational attendants and assist with certain maintenance activities.

XIV. Other ItemsA. Conformance with Park Board Policies. Unless specifically approved by the Park Board

of Commissioners, the Project, the fundraising process and any commitments made todonors shall abide by Park Board policies.

B. Modifications to the Agreement. Modifications to this agreement in the form of anAddendum may be requested by either party and must be approved by the FoundationBoard of Directors and the Park Board of Commissioners.

C. Compliance with Donor Intent. If funds are transferred for a particular Project intent andthe Project is abandoned, the activity is not undertaken, or the design is changed so that aspecified donor intent for the use of the funds is no longer met, and the parties are unableto resolve issues per Sections X and XII resolution processes, the funds will be returned.

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Attachment 3

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RiverFirst Fundraising Agreement #1 Exhibit A Attachment 3

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Attachment 3

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Attachment 3

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Attachment 3

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Attachment 3

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Attachment 3

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4 WEST RIVER TRAIL EXT

BNSF TRAIL BRIDGE

OLE OLSON PARK

26TH AVE OVERLOOK

1

2

3

Attachment 3

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Attachment 3

RiverFirst Fundraising Agreement #1 Exhibit D 26th Avenue North Project Timetableprepared by: Minneapolis Parks Foundation updated 9/21/2015

ACTIVITY

1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40

26th Avenue North Family of ProjectsPhase 0

General Activities Schematic DesignBN Bridge Engineering StudyFundraisingLand Acquisition

River Overlook Pier Testing/SurveyConstruction Documents BiddingConstruction

Olson to Pier Connector Trail Testing/SurveyConstruction Documents BiddingConstruction

2014 2015 2016 2022 20232017 2018 2019 2020 2021

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RiverFirst Fundraising Agreement #1 Exhibit E

Water Works Design Illustration

Attachment 3

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3rd Avenue Bridge

3rd Avenue

1st Street

West River Road

RiverFirst Fundraising Agreement #1 Exhibit F Attachment 3

Mezzanine Trail Corridor River West

Mezzanine Pavilion

Mezzanine Grounds Mezzanine Phase

5th Avenue

Mezzanine ShelfCrown Roller

Whitney Lofts Parkway Realignment

Riverside Phase

Portland Avenue

Lock and Dam Visitors Center

Riverside Grounds

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RiverFirst Fundraising Agreement #1 Exhibit G Water Works Project Timetableprepared by: Minneapolis Parks Foundation updated 9/21/2015

ACTIVITY

Mezzanine Phase General Activities Vision/Conceptual Design Strategic Determinations Fundraising

Parkway Reaignment Testing/Survey Schematic Design/DD Construction Documents Bidding Construction

Mezzanine Shelf Testing/Survey Schematic Design/DD Construction Documents Bidding Construction

Mezzanine Grounds Testing/Survey Schematic Design/DD Construction Documents Bidding Construction

Mezzanine Pavilion Testing/Survey Schematic Design/DD Construction Documents Bidding Construction

Mezzanine Trail Corridor Land Procurement Testing/Survey Schematic Design/DD Construction Documents Bidding Construction

Riverside Phase General Activities Strategic Determinations Fundraising

Riverside Grounds Vision/Conceptual Design Testing/Survey Schematic Design/DD Construction Documents Bidding Construction

1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40

2022 20232017 2018 2019 2020 20212014 2015 2016

Lock & Dam Visitors Center Vision/Conceptual Design Land Procurement Testing/Survey Schematic Design/DD Construction Documents Bidding Construction

Attachment 3

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Water Works Projected Annual Operating Pro Forma updated: 3/2/2016

Prepared by: Minneapolis Parks Foundation

present value calculation (escalation not factored) Sums

Annual Revenues Phase I only Phases I + II Phase I only Phases I + II Years 1 & 2 Years 3-5 Years 6+ Rate: Rate: Years 1 & 2 Years 3-5 Years 6+ (ramp-up) (equilibrium (full bld-out) Phase Phases (ramp-up) (equilibrium) (full bld-out) Projection ) Projection Projection I I + II Revenue Revenue Revenue Item Unit

Pavilion Revenues food & beverage lease gross sales $1,200,000 $2,000,000 $3,200,000 15% 15% event/catering lease gross sales $250,000 $600,000 $750,000 15% 15% outfitter/guide lease gross sales $75,000 $200,000 $200,000 15% 15% Grounds Revenues event sponsorships lump sum $40,000 $60,000 $100,000 1 1 event ticket sales lump sum $25,000 $45,000 $50,000 1 1 event/performance permits lump sum $12,000 $20,000 $30,000 1 1 Lost Parking Revenues (current lots) lump sum -$80,000 1 1

annual revenues $225,750 $545,000 $802,500

$228,750 $420,000 $622,500$180,000 $300,000 $480,000

$37,500 $90,000 $112,500$11,250 $30,000 $30,000

$77,000 $125,000 $180,000$40,000 $60,000 $100,000$25,000 $45,000 $50,000$12,000 $20,000 $30,000

-$80,000

Annual Expenses Unit Price Unit Price Unit Price

Park Programming recreation specialist youth program specialist volunteer ambassador pavilion attendant marketing/promotions performer fees

Utilities Debt service Standard policing downtown service area police officer squad & equipment

Enhanced policing riverfront park patrol agent equipment

Standard pavilion maintenance refuse collection routine cleaning window washing HVAC maintenance snow clearing routine repairs/furnishing replacement equipment fund payment

Enhanced pavilion maintenance hourly/daily restroom attendance hourly/daily refuse pick-up daily/weekly selective window washing building deep cleaning enhanced snow removal

Standard grounds maintenance turf maintenance tree & shrub care refuse collection snow clearing routine repairs/furnishing replacement equipment fund payment

Enhanced grounds maintenance turf/soil management gardening/plant care irrigation/water system management enhanced on-site care

Capital sinking fund (pavilion) Capital sinking fund (grounds)

FTE $105,000 $105,000 FTE $65,000 $65,000

FTE-equivalent volunteer volunteer FTE N/A $55,000

lump sum N/A $5,000 lump sum N/A $2,000

lump sum $40,000 $40,000

Loan amount $0 $0

FTE $90,000 $90,000 lump sum $20,000 $20,000

FTE $62,000 $62,000 lump sum $5,000 $5,000

lump sum $5,000 $5,000 FTE $80,000 $80,000

per occurrence $1,500 $1,500 lump sum $1,500 $1,500

FTE $80,000 $80,000 lump sum $5,000 $10,000 lump sum $2,000 $2,000

lump sum $45,000 $45,000 lump sum $15,000 $15,000 lump sum $7,500 $7,500

per occurrence $3,000 $3,000 lump sum $2,000 $2,000

FTE $80,000 $80,000 FTE $80,000 $80,000 FTE $80,000 $80,000 FTE $80,000 $80,000

lump sum $5,000 $10,000 lump sum $5,000 $5,000

lump sum $3,000 $3,000 lump sum $8,000 $8,000 lump sum $3,000 $3,000 lump sum $5,000 $5,000

construction value not contributed $5,000,000 construction value not contributed $6,000,000

$105,000 $65,000

volunteer $55,000 $15,000 $5,000

$80,000

$0

$90,000 $20,000

$62,000 $5,000

$5,000 $80,000 $1,500 $1,500

$80,000 $10,000 $2,000

$45,000 $15,000 $7,500 $3,000 $2,000

$80,000 $80,000 $80,000 $80,000 $20,000 $8,000

$6,000 $12,000 $10,000 $10,000

$5,000,000 $12,000,000

0.30 1 2 1 1 1 1

14%

0.80 0.25

0.50 0.50

1 0.40

2 1

0.02 1 1

1 1 1 1 1

0.10 0.05 0.05 0.02

1 1

1 1 1 1

0.75% 0.75%

0.30 1 2 2 1 1 1

14%

1.00 0.35

0.50 0.50

1 0.40

2 1

0.02 1 1

1 1 1 1 1

0.15 0.10 0.10 0.10

1 1

1 1 1 1

0.75% 0.75%

Expense Expense Expense $96,500 $158,500

$31,500 $31,500 $65,000 $65,000

$55,000 $5,000 $2,000

$40,000 $40,000 $0 $0

$77,000 $77,000 $72,000 $72,000

$5,000 $5,000

$33,500 $33,500 $31,000 $31,000

$2,500 $2,500

$50,100 $55,100 $5,000 $5,000

$32,000 $32,000 $3,000 $3,000 $1,500 $1,500 $1,600 $1,600 $5,000 $10,000 $2,000 $2,000

$72,500 $72,500 $45,000 $45,000 $15,000 $15,000

$7,500 $7,500 $3,000 $3,000 $2,000 $2,000

$27,600 $32,600 $8,000 $8,000 $4,000 $4,000 $4,000 $4,000 $1,600 $1,600 $5,000 $10,000 $5,000 $5,000

$19,000 $19,000 $3,000 $3,000 $8,000 $8,000 $3,000 $3,000 $5,000 $5,000

$0 $37,500 $0 $45,000

$416,200 $570,700

$226,500$31,500$65,000

$110,000$15,000

$5,000

$80,000 $0

$97,000$90,000

$7,000

$33,500$31,000

$2,500

$55,100$5,000

$32,000$3,000$1,500$1,600

$10,000$2,000

$72,500$45,000$15,000

$7,500$3,000$2,000

$64,000$12,000

$8,000$8,000$8,000

$20,000$8,000

$38,000$6,000

$12,000$10,000$10,000

$37,500 $90,000

$794,100

-$190,450 -$25,700 $8,400

Attachment 3

annual expenses

SURPLUS / SHORTFALL

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Attachment 3

Sheet 1 of 1RiverFirst Fundraising Agreement #1 Exhibit I

RiverFirst Fundrasing Agreement #1 Funding Sources & Uses

rev: 9/21/2015 PROJECT COSTS (estimated)prepared by: Minneapolis Parks Foundation

FUNDING SOURCE OVERVIEW (targeted)

Philanthropic Funding MPRB Funding Third-Party Funding

Item Quantity Unit Unit Cost Amount Totals Philanthropic Funding MPRB Funding Third-Party Funding

RIVERFIRST FUNDRAISING AGREEMENT #1 TOTAL PROJECT BUDGET

WATER WORKS - PROJECT BUDGET

$31,266,492

$26,748,193

$14,822,893

$13,348,594

$6,340,875

$6,340,875

$10,282,724

$7,238,724

WATER WORKS MEZZANINE PHASE $16,636,022 $12,585,454 $2,800,822 $1,249,746

Parkway Realignment$1,166,936 $215,236 $951,701 $0

Mezzanine Shelf$3,877,707 $2,625,495 $937,162 $315,050

Mezzanine Grounds$3,321,360 $2,846,360 $0 $475,000

Mezzanine Pavilion$6,990,560 $6,898,364 $0 $92,196

Mezzanine Trail Corrior$1,279,459 $0 $911,959 $367,500

WATER WORKS RIVERSIDE PHASE $10,112,171 $763,140 $3,540,053 $5,988,978

Riverside Grounds$10,112,171 $763,140 $3,540,053 $5,988,978

Lock & Dam Visitors Center (schedule TBD)budget TBD $0 $0 $0 $0

26TH AVENUE NORTH FAMILY OF PROJECTS - PROJECT BUDGET $4,518,299 $1,474,299 $0 $3,044,000

Design/Engineering (project elements not already designed)$322,000 $322,000 $0 $0

River Overlook Pier$1,800,625 $301,875 $0 $1,498,750

Ole Olson to 26th Trail Connector$2,395,674 $850,424 $0 $1,545,250

Project 'totals' and 'philanthropic funding' columns include anticipated private fundraising administrative costs

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Attachment 3

Named Donation Opportunities

Water Works

Pavilion Pavilion Commissary

Pavilion Rooftop Terrace Pavilion Classroom

Hillside Performance Space Kayak Launch

Outdoor Play Rooms (4) Mezzanine Lawn

“Spring” Wall Mezzanine Terrace

Gatehouse Performance Space Cataract Mill Plaza

26th Avenue North Family of Projects

River Overlook Pier

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