Superintendent's Recommended 2020 Budget · Superintendent’s Recommended 2020 Budget 3 2020 Budget Message October 16, 2019 President and Commissioners of the Minneapolis Park and

Superintendent'sRecommended 2020 Budget

Superintendent’s Recommended 2020 Budget

Minneapolis Park and Recreation Board Commissioners

Brad Bourn

Commissioner District 6 President

Jono Cowgill

Commissioner District 4

Meg Forney

Commissioner At Large

Londel French


AK Hassan

Commissioner District 3 Vice President

Chris Meyer


Steffanie Musich


Kale Severson


Latrisha Vetaw


Minneapolis Park and Recreation Board and

Executive Leadership Team

Board of Commissioners Executive Leadership Team

Brad Bourn Al Bangoura

President Superintendent


Jennifer Ringold

AK Hassan Deputy Superintendent

Vice President

Commissioner District 3 Jeremy Barrick Assistant Superintendent for Environmental Stewardship

Chris Meyer

Commissioner District 1 Michael Schroeder Assistant Superintendent for Planning

Kale Severson

Commissioner District 2 Tyrize Cox Assistant Superintendent for Recreation

Jono Cowgill


Steffanie Musich


Meg Forney

Commissioner at Large

Londel French


Latrisha Vetaw


Minneapolis Park and Recreation Board Mission and Vision

Mission 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.

Vision to 2020 In 2020, the Minneapolis park system is a premier destination that welcomes and captivates residents and visitors. The park system and its beauty are part of daily life and shape the character of Minneapolis. Natural, cultural, artistic, historical, and recreational resources cultivate outstanding experiences, health, enjoyment, fun, and learning for all people. The park system is sustainable, well‐maintained and safe, and meets the needs of individuals, families, and communities. The focus on preserving land continues, with a strong emphasis on connecting people to the land and each other. Aware of its value to their lives, residents are proud stewards and supporters of an extraordinary park and recreation system.


1


Table of Contents

Budget Message and Highlights Pages 3‐20

2018‐2022 Strategic Directions Page 21‐30

Background Information Pages 31‐35

Tax Levy & Local Government Aid Pages 37‐39

General Fund Pages 41‐96

Special Revenue Fund Pages 97‐102

Enterprise Fund Pages 103‐119

Internal Service Funds Pages 121‐135

Capital Project Funds Pages 137‐165

Personnel Summaries Pages 167‐176

Appendix – Fee Schedule Pages 177‐190


2


3

2020 Budget Message

October 16, 2019 President and Commissioners of the Minneapolis Park and Recreation Board, It is my honor and privilege to serve you and the people of Minneapolis as the Superintendent of the Minneapolis Park and Recreation Board (MPRB). I am so proud of this amazing park system and the work we all do. We have been a nationally recognized park system for decades, and we will remain so for generations to come. Our parks are vital to building community and to our well‐being. As your Superintendent, I am committed to providing a solid foundation of visionary leadership, clear direction, and decision making based on data and analytics. For 19 years, I had the privilege of serving Minneapolis residents and working with passionate communities. I also was able to spend four years in North Carolina honing my experiences from Minneapolis to transform the Mecklenburg County recreation system. As I returned to Minneapolis and this great park system, I looked forward to reconnecting with internal staff and the community to create the next generation of recreation. During my first nine months, I launched several initiatives to assess current recreation services and create a foundation that can be built upon. A new internal recreation data and evaluation team was formed to assess services and benchmark against national standards. Youthline was realigned within recreation centers to enhance our capabilities to provide meaningful, life‐changing opportunities to Minneapolis youth. A program development engine team is being established to research, develop, and evaluate new program initiatives for recreation and the organization. A draft “Closing the Gap: Investing in Youth” report was presented to commissioners and Minneapolis public officials. I outlined and shared a vision for investing in youth that will fill the gap with quality programming that inspires today’s youth. I am proud to present my first recommended budget as an integral step in implementing this vision. The Superintendent’s Recommended 2020 Budget continues the 20 Year Neighborhood Park Plan (NPP20) and the use of criteria‐based systems and the racial equity lens for budget allocations and decisions. The MPRB is the first park agency in the country to require, by ordinance, its entire Capital Improvement Plan use specific, transparent, criteria‐based systems to ensure racial and economic equity are accounted for in funding allocations. Racial equity work is demonstrated in the Superintendent’s Recommended 2020 Budget in five distinct areas: 2020 department budget goals; neighborhood park capital improvement and rehabilitation funding; regional park capital improvement funding; recreation center funding; and 2020 budget adjustments. This budget also supports the MPRB’s commitment to strategic thinking by long‐term planning and supporting the 2018‐2022 Strategic Directions and Performance Goals adopted by the Board in April 2018 and 2019 respectively. The Strategic Direction guides system‐wide operations and


4

initiatives through 2022 through the identification of four priorities: invest in youth; be financially sustainable; protect the environment; and engage communities’ power. The performance goals provide the recommended areas of measurable performance within the Strategic Directions and are the goals by which the Superintendent, Executive Team, and organization will be measured throughout this time period. I believe in measurable statistics and in working together for the good of the MPRB and community and I am proud that this budget includes initiatives directed towards reaching these goals by 2022. 2018‐2022 Strategic Directions Strategic Direction A ‐ Invest in Youth In September 2019 the Board received the draft report, Closing the Gap: Investing in Youth. The report identified that the although MPRB’s investment in youth programming has grown slightly in the last couple of years it lags well behind the investment required to move beyond keeping the lights on and searching for new user fees to sustain basic services. The MPRB seeks the opportunity to truly serve the youth of Minneapolis with quality, innovative programs, regardless of the youth’s ability to pay for services. The MPRB is committed to serving the needs of Minneapolis youth. To do so, a minimum of an additional $2 million annually is needed to close the gap in recreation funding for youth programming. This budget includes another payment towards closing this gap by providing funding to hire an additional 60 youth in high‐quality youth employment programs which provide unique and lifelong skill‐building opportunities; operate two ideation spaces that will teach digital literacy, engage youth with a variety of technologies, and support youth in developing the high demand skills and abilities wanted by employers; offer free afterschool programming for up to 80 youth at four sites within the park system; and establish a youth advisory council to engage staff and the community to advance programs, activities, outreach and partnerships on behalf of the city’s youth. The MPRB and the City of Minneapolis have a responsibility to invest in, and serve, youth in ways that make a substantial difference today and for generations to come. The MPRB is uniquely positioned to have the solutions and places to enrich the lives of Minneapolis youth. I will continue to work with the Board, Mayor, City Council Members and partners to establish sustainable youth investment. Strategic Direction B ‐ Be Financially Sustainable The MPRB remains committed to establishing long‐term financial sustainability in operations, rehabilitation, and capital infrastructure for all operations. Great strides have been made through organizational performance initiatives and the passing of the NPP20. While NPP20 addressed neighborhood park infrastructure, significant funding gaps in our recreation service delivery, regional park system, and enterprise fund operations remain. The MPRB is committed to addressing these ongoing financial challenges to ensure quality delivery of park and recreation services and quality facilities to Minneapolis residents and park users. This budget for the first time reflects a current service level that includes maintaining service level standards for park acquisition, development, improvements and expansion. This budget includes a 5.8 percent property tax levy increase for General Fund operations and a 3.9 percent property tax levy increase for the Tree Preservation and Reforestation Levy to address the Emerald Ash Borer infestation and tree loss due to storms. The property tax levy supports the current service level


5

budget; however, it does not close the gap for youth. This budget, therefore, focuses on balancing the need to maintain our existing facilities and programs with the importance of offering improved and new programs and services. In order to fund the 2020 youth investment and environmental initiatives, this budget includes increases in established fees and charges, the addition of new fees and charges, and service reductions within every MPRB division. It continues to improve the financial condition of the Enterprise and Internal Services Funds, maintains the funding for the Park Land Acquisition Fund and Operations Facilities Rehabilitation Fund and supports an assessment of the MPRB’s historic and iconic homes. Strategic Direction C ‐ Protect the Environment The MPRB Mission states that, “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 MPRB Comprehensive Plan and the Board’s 2018‐2022 Strategic Direction support this mission and commits to strategic and focused efforts to enhance open spaces and natural areas management, decreasing the MPRB carbon footprint, increase usage of electric vehicles and reductions in pesticide usage. This budget supports these efforts by including a management analyst position focused on energy, sustainability and efficiency, implementation of energy management software, and installation of Electric Vehicle plug‐in infrastructure. This budget also supports the continued reduction of greenhouse gas emissions using priorities and recommendations from the first completed carbon footprint analysis, scoping efforts for the shoreline lake management plan, development of the urban forest management plan, implementation of formal criteria for evaluating new equipment purchases and replacements to reduce fuel consumption, minimize pollution and emissions, and improve operations. Strategic Direction D ‐ Engage Communities’ Power We serve the community and people of Minneapolis, so it is paramount to our success that we build upon the strong and unique connections that our communities have to our park system. As we continue along our path of being an inclusive public agency, it is important to recognize and engage all community members to create a sense of belonging, ownership and power. Important work continues throughout the MPRB including development and implementation of the racial equity action plan and community participation in various advisory councils and committees. The MPRB has completed a summer of engagement for the new comprehensive plan effort, “Parks for All” to obtain community input that will be used to set the MPRB priorities and policy direction for the next decade. We are making the park system better by continuing to engage the people of Minneapolis as our priority, and we will perpetuate Minneapolis’ great parks through the insights and support we gain from every conversation we have with Minneapolis residents. This budget continues to support these efforts through the continuation of the racial equity and inclusion work, implementation of the language access plan, development of a police officer career pathway program that will target non‐traditional and diverse candidates, advancing racial equity in city‐wide events through community partner collaboration, and expanding the Ambassador Program with volunteer support.


6

Budget Process The MPRB began the 2020 budget process with Board retreats held in May. The budget process will be completed in December when the Board of Commissioners formally adopts the 2020 Annual Budget. This budget is the culmination of thoughtful consideration and input from the Board of Commissioners and staff. I look forward to obtaining further input from the Board of Commissioners and public on the Superintendent’s Recommended 2020 Budget in November and December. I want to thank all the members of the Board and staff for their efforts during this year’s budget process. Together we can dramatically impact people’s lives by building communities, delivering meaningful services and meeting the diverse needs of Minneapolis residents. Sincerely,

Al Bangoura, Superintendent


7

2020 Budget Highlights

Budget Process and Board Direction The Minneapolis Park and Recreation Board (MPRB) budget direction and framework was established for the organization in April 2018 when the Board adopted the 2018‐2022 MPRB Strategic Direction. The Board further defined the framework in April 2019 when it adopted performance goals for each strategic direction and set the mechanism in place by which the Superintendent, Executive Team, and organization will be measured. Milestones are framed annually to demonstrate incremental progress toward each performance goal, allowing for annual review of the Superintendent and organization. Early in 2019, the Board President communicated with the Superintendent and staff a desire to restructure the MPRB budget process to better align with the City of Minneapolis budget process to improve communication and data sharing between the MPRB and City. Various steps were implemented which resulted in unprecedented collaboration with the City and Mayor’s budget process. The MPRB began the 2020 budget process with retreats held in May. During the retreats, staff shared that many factors are impacting the MPRB five‐year financial outlook and 2020 budget. Staff for the first time presented a financial outlook that included impacts on operations to meet the service delivery needs of new residential areas that were traditionally non‐residential in support of the city’s growth patterns including The Commons Park and maintaining service delivery levels for other system development, improvements and expansion. Broad financial impacts also identified by staff included labor contract negotiations; Enterprise Fund and Internal Service Fund stabilization; workforce stabilization addressing MPRB policies and practices for hiring temporary, part‐time and seasonal staff; and the impact of the city minimum wage increase on part‐time staffing costs. The Superintendent also shared that the 20 Year Neighborhood Park Plan has begun to address neighborhood park infrastructure, but significant gaps remain in the delivery of recreation programs and services. At the budget retreat, the Superintendent proposed a maximum 7.9 percent property tax levy increase for the current service level operating increase. The increase included 8.0 percent increase for the General Fund, and 4.0 percent increase for the Tree Preservation and Reforestation Levy to address Emerald Ash Borer infestation and tree loss due to storms. The Board was then provided with each MPRB Division’s 2020 budget requests. Each request identified the strategic direction and/or performance goal it was meant to address. The Board had a robust conversation; informally prioritized the requests; considered various funding strategies for each request that received the most support from the commissioners; and identified those priorities that they felt should move forward into the conversations around the setting of the MPRB maximum property tax levy. The Superintendent began discussions with the Mayor and City to move forward the four priorities of the MPRB including current service level adjustments (Priority 1), invest in youth


8

(Priority 2), increase access and reduce carbon footprint (Priority 3), and The Commons park (Priority 4). Between May and August, the Superintendent, along with the executive team and Board President met on several occasions with the Mayor, various City Council members, and city staff to discuss these priorities. The Superintendent and staff were responsive throughout the process providing additional information and answering questions asked by the Mayor or City staff. On August 15, the Mayor recommended a maximum property tax increase for the MPRB of 5.7 percent that included the MPRB current service level budget adjustments (Priority 1). The Mayor’s Recommended 2020 Budget also included $820,000 be directed to the MPRB for maintenance operations of The Commons park (Priority 4) from other City sources. The Mayor did not support any additional funding for MPRB priorities 2 and 3. On September 4, the Board of Commissioners approved a resolution requesting the Board of Estimate and Taxation (BET) set the MPRB maximum property tax levy at an estimated amount of $71,040,000 an 8.0 percent increase for the 2020 budget. This included an 8.2 percent property tax levy increase for the General Fund (current service level plus priorities 2 and 3), and a 3.9 percent property tax increase for the Tree Preservation and Reforestation Levy.

On September 25, the BET set the maximum property tax levy for the MPRB at the current service level amount of $69,506,000 a 5.7 percent increase from 2019. Factors impacting 2020 Budget As staff prepared department budgets for inclusion in the Superintendent’s Recommended 2020 Budget. The following key factors were identified, considered, and provided a basis for decision making during this process. Key Financial and Service Challenges – Several financial and service challenges facing the MPRB remain. Staff work hard to meet these challenges while providing the best possible services and programs for park visitors.

Closing the Gap: Investing in Youth In September 2019 the Board received the draft report, Closing the Gap: Investing in Youth. The report identified that although MPRB’s investment in youth

MPRB City of Mpls

2019 2020 $ Change % Change % Change

Current Service Level

Minneapolis Park Board 63,935,000 67,630,000 3,695,000 5.78% 1.06%

Tree Preservation & Reforestation 1,805,000 1,876,000 71,000 3.93% 0.02%

Current Service Level 65,740,000 69,506,000 3,766,000 5.73% 1.08%

Minneapolis Park Board ‐ Priority 2: Invest in Youth 1,296,000 1,296,000 1.97% 0.37%

Current Service Level Plus Priority 2 65,740,000 70,802,000 5,062,000 7.70% 1.45%

Minneapolis Park Board ‐ Priority 3: Increase Access

& Reduce Carbon Footprint 238,000 238,000 0.36% 0.07%

Current Service Level Plus Priorities 2 & 3 65,740,000 71,040,000 5,300,000 8.06% 1.52%


9

programming has grown slightly in the last couple of years it lags well behind the investment required to move beyond keeping the lights on and searching for new user fees to sustain basic services. The MPRB seeks the opportunity to truly serve the youth of Minneapolis with quality, innovative programs, regardless of the youth’s ability to pay for services. The MPRB is committed to serving the needs of Minneapolis youth. To do so, a minimum of an additional $2 million annually is needed to close the gap in recreation funding for youth programming.

Recreation Programs and Services Reimagining our parks and spaces is critical to ensure our facilities and services meet the needs of our residents and remain relevant into the future. Each of our 47 recreation centers are “touch points” in our communities. Localized and human‐centric, our rec centers must ultimately be designed as flexible spaces that can respond to the community needs. To effectively meet the needs of Minneapolis residents, our recreation service offerings must be based on national best practices and local research, responsive to consumer trends, and rooted in data findings. Additionally, the Recreation Division will utilize best management practices and data to drive decision making and to be accountable to how recreation does it work.

The Commons Park The Commons, by virtue of a ruling in Hennepin County District Court, became the responsibility of the MPRB as of May 1, 2019. The court’s decision is currently under appeal. However, to meet the court’s ruling, staff worked with the City to establish agreements whereby the MPRB assumed direct responsibility for the park and is assigned responsibility for an existing contract between the City and Green Minneapolis for maintenance and management of the park. The agreements and contracts expire at the end of 2019. The outcome of the City’s and MPRB’s appeal of the District Court ruling will clarify the MPRB’s ongoing responsibilities relative to The Commons. From a budgetary perspective, costs to operate in 2020 will be largely covered by funds from the City. The costs of operations and programming for the future remains an issue.

Partnerships, Agreements and Park System Expansion The MPRB has entered into partnerships and agreements and expanded the park system to meet the park and recreation needs of Minneapolis residents and visitors. This work includes the expansion of the park system along the Mississippi River to provide regional amenities in North and Northeast Minneapolis and a growing city and relaunching of a pool at Phillips Community Center. These changes require operating and programming funding to sustain service levels without exhausting existing staff resources.

Carbon footprint analysis In 2017 the Forestry Department developed an extensive study of the benefits of trees using the US Forest Service iTree Software to understand the carbon sequestration of trees. Minneapolis public trees annually reduces 91.9 million pounds of carbon dioxide (CO2) from the atmosphere, valued at $688,897 or $3.34 per tree. The study also estimated the amount of CO2 that is released when public


10

trees die and decompose, and due to urban forest maintenance. The MPRB has also been collecting building energy data in the B3 system for the public buildings in the Minneapolis park system. While we understand CO2 in relation to the urban forest and the use of energy for public buildings, there is more work to be done to understand the other means of carbon sequestration or the amount of carbon released by the practices of the MPRB. Asset Management has explored options for technical assistance to establish a comprehensive baseline level of emissions from our fleet and facilities. The objective is to generate a detailed carbon footprint of the entire organization in order to set informed goals for reducing and measuring our own environmental impacts. All available data on fuel, utilities, hours of operations, vehicle makes and models, facilities, etc. that is obtainable will be used in the analysis. In some cases, detailed data is not available, and modeled or estimates from comparable parks systems may need to be used instead.

Electric vehicle fleet analysis The MPRB vehicle fleet is comprised of 188 licensed vehicles ranging from sedans to large log loaders and street sweepers. As electric and hybrid vehicle technologies continue to advance, the MPRB has consistently evaluated the potential of transitioning fleet vehicles from traditional fossil fuels to hybrid and electric. Currently, there are two hybrid and one electric vehicles in the fleet and potentially another four or five current vehicles could be replaced with electric or hybrid. While hybrid and electric technologies for sedans and smaller vehicles has proven effective, the technologies for large heavy‐duty trucks is still evolving and the majority of the MPRB vehicle fleet is pick‐up trucks and larger. Asset Management staff has engaged Excel Energy, Hennepin County, and the University of Minnesota Institute on the Environment for information exchange and research to help identify strategies.

Pesticide free parks analysis The Board approved a moratorium on the use of glyphosate throughout the Park system and directed staff to lead a Pesticide Advisory Committee. The Committee developed initial recommendations for the Board to consider in moving forward with Pesticide free parks. Many of the recommendations will require greater resources.

Increased expectation/demand of snow removal, mowing and weed harvesting Several Commissioners have asked the Asset Management team to expand the winter snow removal operations to include all paths throughout the system. There has also been greater demand for more extensive weed harvesting and mowing cycles. All of these operations are dependent upon the Mobile Equipment Operator workforce and in order to increase the operation, more full‐time staff are needed.

Ordinance review The MPRB is responsible for maintaining a code of ordinances for the Minneapolis park and recreation system. Ordinances have been periodically revised and updated. Staff believe some are obsolete or antiquated, and, in some cases, they


11

are no longer enforceable. Staff recommend a comprehensive review and update of the MPRB’s ordinances be conducted. It is anticipated that additional legal and professional services will be required to review the ordinances from multiple perspectives, including usefulness, lawfulness and racial equity, will be required to complete this review. In 2019, Phase I of this work was funded. Additional funding will be required in 2020 for Phase II.

City of Minneapolis $15 minimum wage The City Council approved a municipal minimum wage ordinance on June 30, 2017 that requires large employers to pay Minneapolis workers $15 an hour in five years. To be consistent with State law, the minimum wage policy will apply to anyone who works in Minneapolis for any amount of time. The minimum wage will be indexed to inflation after the target $15 an hour wage is reached. Below is the impact of the minimum wage increase for the General and Enterprise Funds from 2018 to 2023.

Year Date Wage General Fund Enterprise Fund

2018 1/1/2018 $10.00 $6,727 $24,276

2018 7/1/2018 $11.25 $180,089 $40,844

2019 7/1/2019 $12.25 $376,152 $82,548

2020 7/1/2020 $13.25 $415,118 $85,094

2021 7/1/2021 $14.25 $446,582 $86,954

2022 7/1/2022 $15.00 $436,625 $76,385

2023 full year $15/hour $202,372 $32,821

Total $2,063,663 $428,920

Other key financial challenges also continue: union negotiated settlements, organization wide salary study impacts, inflationary increases especially in construction costs, internal services rate increases for stabilization of the mobile equipment fleet and information technology services, and the continued work to stabilize the Enterprise Fund. Other key service challenges with cost implications include Emerald ash borer infestation, tree losses due to storms, the need for improved operations facilities, and capital investment needs in regional parks that continue to outpace available funding in the aging park system. Basis of Superintendent’s Recommended 2020 Budget The Superintendent’s 2020 Recommended Budget has been developed under the constraints of the maximum tax levies authorized by the BET which did not include any additional funding for the Closing the Gap: Investing in Youth initiative.


12

In developing the recommended 2020 budget the Superintendent considered the following:

The Superintendent’s Recommended 2020 Budget is the fourth year of the 20 Year Neighborhood Park Plan (NPP20). The NPP20 was established through concurrent Ordinances passed by the Mayor and City Council and MPRB Board of Commissioners on April 29 and May 18, 2016, respectively, and the Criteria Based System for Capital and Rehabilitation Neighborhood Park Project Scheduling (Criteria Based System) Ordinance passed by the MPRB Board of Commissioners on July 6, 2016. This budget continues to support the operating costs related to implementing NPP20 and increasing and sustaining service levels for a range of maintenance practices through the MPRB General Fund property tax levy of $3.5 million. The NPP20 also includes a total of $ 10.5 million for investments in rehabilitation and capital for neighborhood parks ($2.5 million of annual allocation that predates NPP20 and the additional $8.0 million that was provided through the NPP20 ordinances). The Superintendent’s Recommended 2020 Budget includes the NPP20 maintenance in the General Fund and the NPP20 rehabilitation and capital in the Capital Projects Funds.

A racial equity tool was utilized for department budget requests and impacts. This information was used individually and in aggregate to ensure that additions and reductions to the MPRB recommended budget either enhanced racial equity or did not increase racial inequity.

The Superintendent also considered the direction received from the Board of Commissioners along with input, recommendations and requests from staff. The Superintendent weighed this input and direction with the need to provide services within existing resources.

Revenue and expense sides of the budget were considered to make appropriate shifts and changes to reach a balanced budget.

To continue to make progress towards meeting the performance goals laid out by the Board in the 2018‐2022 Strategic Direction, this budget, after careful consideration includes increases in established fees and charges; the addition of new fees and charges; and service reductions within every MPRB Division.

The Superintendent is proud to present a recommended 2020 budget that focuses on responsive service delivery; racial equity, diversity and inclusion; and continues to respond to urban tree canopy threats through a special tax levy. General Fund Department Initiatives and Changes for 2020 Superintendent’s Office

o Communications and Marketing The Superintendent’s recommended budget includes the elimination of a Marketing Assistant summer intern position. The budget also includes current service level adjustments to support certified part‐time staffing and Language Access Plan implementation.


13

o Community Outreach The Superintendent’s recommended budget includes an increase for Urban Scholar administration fees, the elimination of a vacant certified part‐time Office Support Specialist position, a decrease in the Music and Movies program, and a reduction in part‐time staffing at city‐wide MPRB events. The budget also includes current service level adjustments to support Government Alliance on Race and Equity (GARE) membership and movie licensing fees.

o Park Police The Superintendent’s recommended budget includes the establishment of an enhanced cadet program to bolster non‐traditional law enforcement candidates, especially candidates of color and women. The budget also includes a current service level increase of park patrol agents to address needs associated with system expansion and increased usership.

Deputy Superintendent’s Office

o Deputy Superintendent’s Office The Superintendent’s recommended budget includes the use of one‐time funds for phase two of the MPRB ordinance review and for the development and support of racial equity external influencer training. The budget also includes current service level adjustments to provide the continuation of the internal racial equity work, training and support for the MPRB.

o Customer Service The Superintendent’s recommended budget includes revenue increases for canoe rack storage rate increase, Wirth Pavilion weekend rental fee increase; and new fees for filming and photo permit fee, storage locker lease and revenue share, and a low impact ceremony fee. The budget also transfers .40 FTE Facility Coordinator position to the Enterprise Fund to fully account for this position based on where the revenues are collected and recorded for this work. This budget also includes current service level adjustments to provide permit administration and the buoy program tender boat, chain and anchor maintenance and replacement.

o Finance The Superintendent’s recommended budget includes the addition of an Urban Scholar position and eliminates the Financial & Performance Analyst position. This budget also includes current service level adjustments to provide contracted financial analysis support.

o Human Resources The Superintendent’s recommended budget includes the use of one‐time funds to procure employee onboarding software and develop an inhouse software application to support the management of the wage theft ordinance. This budget also includes current service level adjustments for annual ongoing software costs.


14

Environmental Stewardship Division o Asset Management

The Superintendent’s recommended budget includes the addition of 3.0 FTE Mobile Equipment Operators to improve service levels for snow removal, mowing and weed harvesting, 1.0 FTE Painter to maintain service levels due to system expansion, 1.0 FTE management analyst position focused on energy, sustainability and efficiency, and the hiring of up to 13 youth for three Teen Teamworks Power Crews, Urban Scholar, and field data collection assignments. This budget also includes reductions or savings in services including the closing of the Jim Lupient miniature golf course; the closing of a wading pool at Lyndale School park; the conversion of a wading pool to a splash pad at Victory Park; and the reduction of other expenditures due to more efficient oversight of service areas budgets. This budget also includes the on-going costs and use of one-time funds for the acquisition of the energy management software.

o Environmental Management The Superintendent’s recommended budget includes an addition of a Water Resource Lead position to support increased work demands and the development of lake management plans, the hiring of up to 24 youth for green team and garden crews, and an increase in revenue received from the stormwater services agreement with the City. This budget also maintains the funding for two conservation corps crews but provides for the full funding of one crew from the operations and maintenance funds received through the metropolitan council. This budget also includes the use of one-time funds for the scoping and methodology for shoreline lake management plans.

o Forestry The Superintendent’s recommended includes and increase in revenue for the wood processing site lease agreement and a minor current service level reduction in rental fees.

Planning Division

o Design and Project Management The Superintendent’s recommended budget includes the elimination of 2.0 FTEs a Project Designer and an Engineering Project Manager positions along with the associated project charge revenue. This budget also includes an increase to the planning chargeback rate model based on trends related to extended engagement and the greater prospects for rebidding of work in the current highly competitive construction market. The need for the Planning Division to meet revenue targets also demands a greater focus on planned and funded projects with a particular focus on those projects identified in the Capital Improvement Program, which means less staff resources will be available to be directed to new tasks or requests for Planning staff time. This budget also includes the use of one-time funds to perform an assessment of the MPRB historic and iconic homes.

o Strategic Planning The Superintendent’s recommended budget supports the completion of the next comprehensive plan, a core function of this department, utilizing existing resources.


15

Recreation Division o Athletic Programs & Aquatics

The Superintendent’s recommended budget includes an increase in adult sports and field rental fees based on market rates and the reduction in lifeguard hours by changing the policy from 85 degrees to 90 degrees for extended hours at beaches due to heat. This budget also includes current service level adjustments to fund emergency medical technicians at 12U and 14U youth football games, youth officials per game rate of pay, and a city‐wide swim team.

o Recreation Centers & Programs The Superintendent’s recommended budget includes the operation of two ideation spaces that will teach digital literacy and engage youth with a variety of technologies, free afterschool programming for up to 80 youth at four sites within the park system, and an increase in program and rental revenue for recreation centers due to increased participation and use. This budget also includes a reduction in outdoor supervision at locations that are ranked the lowest on the recreation equity matrix.

o Youth Development The Superintendent’s recommended budget includes the hiring of an additional 22 youth through Teen Teamworks, transfer of the Youth Program Specialist position that supports Teen Teamworks to the General Fund, and an increase in RecPlus fees based on market rates and higher enrollment. The budget includes current service level adjustments for the establishment of a youth advisory council to engage staff and the community to advance programs, activities, outreach and partnerships on behalf of the city’s youth. The budget also includes the elimination of the Freedom School program.

Other General Fund Initiatives and Changes for 2020

o City Management Fee, Contributions and Other This cost center accounts for revenues and expenditures benefiting the entire organization, rather than a specific department. The Superintendent’s recommended 2020 budget includes the $820,0000 revenue and expense associated with The Commons in this area until the legal process is completed, and a final determination is made on the MPRB’s ongoing responsibilities relative to this park. The budget also includes an increase in the General Fund overhead charge for NPP20 administrative services provided to the Capital Projects Fund and an increase to the General Fund overhead charge for financial and human resources services provided to the Enterprise Fund.

o Investments in Operations Facilities The Superintendent’s recommended budget maintains the Michael P. Schmidt Operations Center mortgage payment and transfer to the Capital Project Funds for the rehabilitation fund established to invest in MPRB operations facilities and headquarters. A staff‐and‐consultant team completed an initial assessment of the facilities and operations, working with MPRB staff at all levels to understand system needs, gaps, and opportunities, including ways to make day‐to‐day activities more


16

efficient. Using findings from the initial assessment and a review of current facilities, staff is looking to upgrade facilities that have demonstrated operational inefficiencies and that lack suitable accommodations for employees. In this way, even as directions for a master plan are considered, incremental investment in existing facilities that will remain a part of the system can be accomplished.

o Park Land Acquisition Fund The Superintendent’s recommended budget supports the continuation of the General Fund transfer into the Park Land Acquisition Fund to support RiverFirst acquisition due to the speed at which land is becoming available and may be outpacing other available outside resources.

o Historic and Iconic Home Fund The Superintendent’s recommended budget supports the use of one‐time funds to provide for an assessment of the MPRB’s historic and iconic homes. The MPRB is fortunate to have several historic and iconic homes in its inventory, including the Ard Godfrey House, John H. Stevens House, Longfellow House, and Theodore Wirth Home. These homes require specialized maintenance and improvements that are not currently funded within existing capital programs. Dedicated funding is needed to ensure these homes are properly maintained and sustained for future generations. This assessment is the first step in developing a capital program for these homes.

o General Fund Excess Fund Balance The Superintendent’s recommended budget includes the use of General Fund excess fund balance to support the following one‐time activities up to a total of $311,500.

Division Request Amount

Deputy Superintendent's Office External Influencers Training and Support $40,000

Deputy Superintendent's Office Ordinance Review Phase II 30,000

Deputy Superintendent's Office Branded Info Booth Kiosk 20,000

Deputy Superintendent's Office Employee Onboarding Software Development 25,000

Deputy Superintendent's Office Wage Theft Ordinance ‐ Inhouse Software Application 50,000

Environmental Stewardship Energy Management Software 21,500

Environmental Stewardship Lake Management Plans ‐ Phase I 50,000

Environmental Stewardship Automated Lights at Neiman Fields 35,000

Planning Historic and Iconic Homes Assessment 40,000

Total $311,500

Special Revenue Fund Initiatives and Changes for 2020

Environmental Stewardship Division

o Forestry The Superintendent’s recommended budget provides for continuation 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. 2020 is the seventh year of the eight‐year plan to remove and


17

replace ash trees and replant trees lost during storms. The Board will begin to plan for the end of this program and future needs for tree replacement due to disease or storms.

Enterprise Fund Stabilization An Enterprise Fund is established to account for government activities that operate as businesses and provide goods or services to the public on a consumer charge basis. Most government business‐type activities are accounted for and reported in this type of fund. Enterprise activities are meant to be self‐supporting and include operations, capital improvements and debt service, and do not receive tax support. The MPRB Enterprise Fund historically included activities that are not business‐type activities and are not self‐supporting when all costs associated with those activities are identified. In addition, the MPRB Enterprise Fund subsidized General Fund activities to the detriment of the enterprise activities the fund is designed to support. Staff completed analysis of the activities accounted for in the Enterprise Fund in 2012. Significant modifications have been made since 2012, realigning activities between the Enterprise and General Funds, yet not fully realigning all activities. The Superintendent supports continuing the initiative to properly align activities in the Enterprise and General Funds and improving the financial condition of the Enterprise Fund. MPRB Golf has operated at a loss for the past six years and has a ten‐year (2009‐2018) average annual net loss of ($383,328). Although many factors have led to the current state of golf operations, the Superintendent recognizes that the current financial condition of golf are draining resources from otherwise self‐support components of the MPRB’s enterprise operations. The Superintendent is committed to evaluating alternatives and developing a long‐range plan for golf with in the MPRB system. Historically, the Enterprise Fund has financed its capital improvement program with profits generated in the current year. If profits generated in that year were not sufficient to cover the costs of all scheduled projects, the projects would be deferred or cancelled based on prioritized need. This financing model along with the decline in the golf industry, annual subsidies to the General Fund, and debt obligations associated with the Neiman Sports Complex resulted in Enterprise Fund capital improvement project deferments that reached a critical stage. Although improvements have been made, the level of deferments and the critical capital needs within the Enterprise Fund have resulted in major concerns for the long‐term viability of this fund. As capital improvements become necessary and reserves are not available, debt is being utilized as a financing source which is not financially prudent. The Superintendent continues to work towards the identification of the annual set asides that are required to establish proper reserves for repair and replacement of specific asset types within the Fund. The Superintendent is committed to phase in these increases and the Superintendent’s recommended budget includes an Enterprise Fund 2020 – 2025 Capital Improvement Plan.


18

Enterprise Fund Department Initiatives and Changes for 2020 Deputy Superintendent’s Office

o Customer Service – Parking Operations The Superintendent’s recommended budget includes increase in revenue due to the expansion of ParkMobile app to surface parking lots, rate adjustments at Mill Ruins, adding pay parking on West Bde Maka Ska Parkway and at the Calhoun Executive Center Lot. The budget also includes increases in expenses associated with these expansions of the parking operation.

o Customer Service – Use and Events Permitting The Superintendent’s recommended budget includes adjustments to artist booth fee and new fees for promotional/commercial booths and food and beverage booths and an increase in seasonal maintenance. The budget also includes the transfer of the Event & Facility use coordinator position to be fully funded out of the Enterprise Fund and current service level adjustments for permit administration.

o Customer Service – Vendor Agreements/Concessions The Superintendent’s recommended includes a revenue reduction for the Bde Maka Ska concession as the building was destroyed by fire in 2019. Construction of the new building may begin in late 2020. The budget also includes an increase in seasonal maintenance.

Recreation Division o Golf

The Superintendent’s recommended budget includes targeted golf fee increases and the elimination of the Golf Director position. The budget also includes the reassignment of golf maintenance staff to other departments during the winter months.

o Athletic Programs, Aquatics & Ice Arena Operations – Ice Arena The Superintendent’s recommended budget includes the conversion of two part‐time customer service staff to an ice arena administrative support position and a slight increase in revenue for a new fee that will allow for last minute ice time reservations and an increase to ice skate rental rates.

Debt Service & Improvements o Non‐Operating Costs

The Superintendent’s recommended budget includes an increase to the General Fund overhead charge for financial and human resources services provided to the Enterprise Fund.

o Improvements The Superintendent’s recommended budget includes the Enterprise Fund 2020‐2025 Capital Improvement Plan. The first year of this plan provides for planning and assessments to determine the conditions of the various asset categories and to begin to prioritize work based on those conditions. The budget also includes the insurance proceeds and the design and construction of the Bde Maka Ska concession building,


19

code requirements construction for the Meadowbrook Golf Course temporary building, Theodore Wirth parking improvements, and the replacement of the Gross Golf Course storage building.

Internal Service Funds Stabilization Internal Service Funds are designed to operate on a break‐even basis for operations, while accruing additional funds to finance future capital costs. Direct costs for services are allocated to departments using an appropriate rate model developed for each internal service type. Funding is provided in an amount to fund the replacement of assets (i.e. vehicles, computers, software) at a level consistent with a depreciation‐based methodology. Equipment and information technology, which are funded through internal services funds, have historically experienced deferred maintenance and inadequate investment. Over the past five years, rate model changes have been instituted for equipment and ITS needs to ensure annual revenue is provided to cover annual operating equipment needs. Additional work has also focused on establishing appropriate fund reserves for equipment and ITS to meet fleet and ITS equipment replacement needs for the organization. The Equipment Services was on a five‐year plan, with 2019 being year five of that plan, procurement delays due to state contract issues has extended the plan into 2020 and the budget will include the use of fund reserves for equipment replacement. The Equipment Services annual operating and capital replacement needs will be more stabilized beginning in 2021. ITS continues to focus on developing strategies for meeting its long‐term capital replacement needs and continues to build its reserves annually. Internal Service Funds Department Initiatives and Changes for 2020 Deputy Superintendent’s Office

o Information Technology Services The Superintendent’s recommended budget includes the addition of a part‐time technical support position to support the external public facing operations including the ideation spaces. The budget also includes expense reductions for a vacant position downgrade, database consolidation and the removal of the Southside Operations Center as a primary data facility.

Environmental Stewardship Division o Asset Management – Equipment Services

The MPRB mobile equipment fleet continues to move to a position where current rental rates are sufficient to cover both the annual operating costs of the fund and the replacement of assets. The Superintendent’s recommended budget includes the use of fund reserves for planned equipment purchases that were delayed in prior years due to state contract issues. The budget also includes increases in revenue and expenses to adjust to current trends, and the installation of electric vehicle plug in infrastructure.


20

Capital Projects Funds Initiatives and Changes for 2020

o Capital Improvement Program (CIP) The NPP20 includes a total of $ 10.5 million for investments in rehabilitation and capital for neighborhood parks ($2.5 million of annual allocation that predates NPP20 and the additional $8.0 million that was provided through the NPP20 ordinances). With the adoption of the Criteria Based System for Capital and Rehabilitation Neighborhood Park Project Scheduling Ordinance on July 6, 2016 and the Criteria Based System for Regional Park Capital and Rehabilitation Allocations Ordinance on August 16, 2017, the MPRB is the first park agency in the country to require, by ordinance, its entire CIP use specific, transparent, data‐driven measures to ensure racial and economic equity are accounted for in funding allocations. The MPRB 2020‐2025 Capital Improvement Program (CIP) for Neighborhood Parks was developed utilizing the Criteria Based System to allocate funds to projects in years 2022‐2025. For 2020‐2021, the capital projects and rehabilitation categories and amounts adopted by the Board in 2016 are honored and remain in the CIP with NPP20 dollars providing additional projects or enhancements to already planned capital projects as well as providing funding in new rehabilitation categories and additional funding for existing rehabilitation categories. Proposed capital project funding is specific to each park and will remain allocated to that park, and allows for community engagement and input, which is critical when making future park improvements. System‐wide neighborhood park rehabilitation will focus on ADA improvements, building repairs, roof and sidewalk repairs, park lighting improvements, repair and replacement of HVAC systems, and below‐grade infrastructure and maintenance facility improvements, with repairs at multiple sites throughout the city every year. The MPRB is also in the process of looking at our undeveloped neighborhood parks and the criteria which governs their development. The Superintendent’s recommended budget includes the proposed 2020‐2025 CIP that reflects the use of both ordinances in the development of the recommended capital allocations.


21

2018‐2022 MPRB Strategic Direction with Performance Goals

Strategic directions guide annual budget, budget goal and work plan development, and are meant to guide short‐term implementation of the 2007 – 2020 Comprehensive Plan. In 2018, the MPRB Commissioners shared and discussed vision, values, project ideas and priorities. This information was used to guide the development of the strategic directions to be utilized over the term of this Board. The 2018‐2022 Strategic Direction, adopted in April 2018, represents Board and Superintendent priorities that are aligned with comprehensive plan goals and objectives.

The direction statements are presented in two categories. The first category will guide “what we do.” They are identified with letters (A‐D) and reflect priorities within our Vision Themes. The second category will guide “how we do our work.” They are identified with numbers (1‐6), reflect priorities within our Value Statements and are intended to be relevant across the organization.

In April 2019, the Board adopted the Performance Goals that will be used to measure the progress of the organization toward the approved Strategic Directions. The Performance Goals reflect the recommended areas of performance within Strategic Directions A‐D for 2018‐2022. These are the goals by which the Superintendent, Executive Team and organization are measured throughout this time period. Milestones are framed annually to demonstrate incremental progress toward each Performance Goal, allowing for annual review of the Superintendent and organization.

The Superintendent and Executive Team are responsible for creating and executing a 5‐year implementation plan that comprises the individual actions (budget goals, planning processes, projects, etc) designed to achieve the Performance Goals.

What we do…

Strategic Direction A – Invest in youth

Performance Goal A1

Increase the number of youth focused programs supporting the social/emotional, career and life skill development of young people ages 2‐5, 6‐11, and 12‐17 years old by 20% by 2022 (including those that strengthen relationships with their elders, caregivers and/or parents), focusing on underserved youth first. This goal will require additional funding resources.

Milestones for A1

2019 – Conduct a comprehensive assessment Youthline. Develop a plan for

a 15 – member Youth Advisory Council. Develop programming such as a

non‐traditional summer sports camp for 10‐15 age girls and the Full Service

Community School at Bethune Elementary


22

2020 – Launch new programs. Develop a dashboard to track progress

toward performance goal, incorporating RecQuest priority areas

2021 – 20% increase in youth focused programs

2022 – Program evaluated, and next steps determined

Accomplishments for A1

2019

Established Full‐Service Community School at Bethune Elementary

Completed Youthline program evaluation, restructured management of Youthline program, and added two full‐time youth program specialists

Increased funding and established Walter Dziedzic Recreation Innovation Fund


Two ideation spaces

Free afterschool programming for up to 80 youth at four sites

Youth Advisory Council

Performance Goal A2

Strengthen and expand MPRB’s youth employment programs (ages 14 ‐ 24) for underrepresented youth in non‐traditional careers by a sustainable grow of 25% by 2022. This goal will require additional funding resources.

Milestones for A2

2019 – Baseline for youth employment programs established; initial

funding sources and program expansions identified

2020 – Program expansions initiated for youth employment

2021 – 25% increase in youth employment programs

2022 – Program evaluated, and next steps determined

Accomplishments for A2

2019

Completed baseline work for youth employment programs

Funded hiring of 30 additional youth through Teen Teamworks

Funded the hiring of 16 additional youth through one Conservation Corps Crew that will begin work in 2020


Funding for the hiring of 60 additional youth through Teen Teamworks, Green Team, Power Crews and Urban Scholar programs


23

Strategic Direction B – Be financially sustainable

Performance Goal B1

Advise Commissioners on a balanced, equitable, annual budget solutions through 2022 and required levels of fund reserves as established by the MPRB Financial Management Policies, with flexibility during periods of recession.

Milestones for B1

2019 – Coordinate development of 2020 budget with new budget

calendar; identify updates for MPRB Financial Management Policies

2020 – Revise MPRB Financial Management Polices and continue budget

calendar adjustments

2021 – Evaluate budget adjustments

2022 – Implement corrections or additional adjustments based on

evaluation

Accomplishments for B1

2019

Adjusted 2020 budget process to better align with the City to improve communication and data sharing between the MPRB and City

Financial outlook for the first time included impacts on operations due to the service delivery needs of new residential areas that were traditionally non‐residential in support of the city’s growth patterns including The Commons Park and maintaining service delivery levels for other system development, improvements and expansion

New process implemented for budget requests linking the requests to Strategic Direction and Performance Goals; during the Board budget retreat, Commissioners informally prioritized the requests, funding strategies were discussed for requests that received the most support from the commissioners, and the Board identified priorities that should move forward into the conversations around the setting of the MPRB maximum tax levy


Recommended budget includes Finance Department goal to re‐design the MPRB budget process, to provide information and messaging that aligns with the City of Minneapolis budget process.

Performance Goal B2

Increase or enhance MPRB’s program and service delivery through securing new or additional funding sources, partnerships, donations and grants.


24

Milestones for B2

2019 – Identify funding needs to increase or enhance MPRB’s programs

and services; determine top priorities for each funding type

2020 – Secure staffing resources and/or assign project managers top

priority funding requests, partnerships, donation programs and grants

2021 – Evaluate level of success in 2020 priority areas, reprioritize and re‐

assign resources as necessary

2022 – Evaluate level of success in 2020 priority areas, reprioritize and re‐

assign resources as necessary


2019

Drafted Closing the Gap: Investing in Youth report to define gap in recreation program and services

Completing master plans to determine long‐term funding needs

Received citywide data on community preferences on funding sources


Recommended budget includes increases in established fees and the introduction of new fees

Performance Goal B3

Meet parameters for neighborhood park maintenance, rehabilitation and capital as indicated in the NPP20 through 2022, and neighborhood and regional park capital and rehabilitation goals as indicated in the Capital Improvements Program and established equity ordinances through 2022.

Milestones for B3

2019 – Address undeveloped parks in the NPP20 equity rankings;

implement current year CIP projects; evaluate procurement process and

construction market, and explore alternative delivery methods

2020 – Assess assets and prioritize rehabilitation projects; propose

adjustments to rehabilitation category funding to balance project needs;

implement current year CIP projects



implement current year CIP projects; examine inflation and escalation

factors and recommend commensurate modifications to NPP20 funding



implement current year CIP projects; project, as practicable, extent of

NPP20 through program period


25


2019

Presented options for inclusion of undeveloped parks in NPP20 to Board of Commissioners

Implementing current year CIP projects

Exploring with City options for procurement based on current construction market conditions


Increase in service level for snow removal, mowing and weed harvesting

Increase in service level for graffiti removal

Strategic Direction C – Protect the environment

Performance Goal C1

Reduce the MPRB’s Carbon Footprint by 10% and establish new targets by 2022. This goal will require additional funding resources.

Milestones for C1

2019 – Create a 2019 Baseline analysis of MPRB’s total Carbon Footprint based on all gas, electric, and solar utility accounts (electricity indirect emissions), operations activity of buildings, fleet, and equipment (direct emissions), and available data on other sources such as transportation in non‐MPRB vehicles and waste disposal (other indirect emissions)

2020 – Create plan to reduce consumption and set milestone goals that identify focus areas for improvement in the baseline analysis

2021 – Begin transition to renewable energy to reduce electricity related emissions for operations and expand on‐site renewable energy generation

2022 – Set new targets for next 3 years

Accomplishments for C1

2019

Completed Minneapolis Park and Recreation Board’s first carbon accounting report in collaboration with the University of Minnesota’s Center for Science, Technology, and Environmental Policy


Energy Management Software acquisition

Addition of a Management Analyst with an energy, sustainability and efficiency focus


26

Performance Goal C2

Establish lake, natural area, land, and urban forest management plans that recommend sustainable and equitable service levels by 2022. This goal will require additional funding resources.

Milestones for C2

2019

Implement operational inspections for three or more park inspection

program goals and build a system for analyzing data

Develop the framework for an urban forest management plan that will

make it possible to recommend sustainable and equitable service

levels

Initiate pilot program for computerized tracking of Forestry work using

tablets for data collection in the field

2020

Implement Park Inspection Program and have active operational and

conditional inspections for six or more asset types and have a

reportable database and historical records established

Develop strategies for management of different vegetation types as

classified by MPRB Phase I Natural Areas Management Plan and

develop management reports for high interest MPRB natural areas and

Regional Park corridors in Phase II

Determine scope of lake shoreline management plan for MPRB and

develop Request for Proposals for plan development

Begin draft of the urban forest management plan by incorporating

documentation of existing protocols and practices onto the established

plan outline. Acquire necessary number of data collection tablets for

deployment in January to thoroughly expand the trial collection in the

field

2021

Begin integration of conditional inspection data into capital and

rehabilitation project selection planning process

Prioritize management of natural areas based on quality ranking,

funding, community, and access

Develop lake shoreline management plan

Refine the urban forest management plan by crafting verbiage needed

to populate unwritten portions

Begin use of computerized tracking of Forestry work, i.e. pruning,

removals, stump grinding and planting, by using data collection tablets

in the field


27

2022

Operate a rigorous Park Inspection Program that tracks both the

condition and operational status of important assets within the MPRB

Neighborhood and Regional Parks

Develop management reports for high interest MPRB natural areas and

Regional Park corridors, as part of Phase II of the MPRB's natural areas

planning work

Develop lake specific management plans for waters that are classified

as “Impaired Waters” by the state of MN and/or waters with significant

recent resource investments. Includes Loring, Powderhorn, and

Nokomis

Finalize writing of the urban forest management plan by including

initial field data collected through use of tablets. Develop preliminary

sustainable and equitable service level recommendations knowing that

future data collection will lead to the refinement of recommendations

on an annual basis

Accomplishments for C2

2019

Implemented operational inspections for playgrounds and recreation centers that captures the data digitally and allows for weekly analysis.

Developed the framework for an urban forest management plan that will make recommended sustainable and equitable service levels

Initiated pilot program of mobile technology that expands tracking of Forestry work and data collection to the digital platform


Addition of a Water Resources Lead position

Scoping and methodology for shoreline lake management plans

Strategic Direction D – Engage communities’ power

Performance Goal D1

Continue to reflect the race, ethnicity and gender of Minneapolis’ working age population in the MPRB’s workforce through 2022.

Milestones for D1

2019 – Determine projected changes in race, ethnicity and gender for

Minneapolis’ working age population through 2025; identify key growth

areas for MPRB’s workforce; track current workforce demographics


28

2020 – Identify and implement recruitment strategies in growth areas;

track current workforce demographics

2021 – Evaluate previous year success/progress; identify and implement

recruitment strategies in growth areas; track current workforce

demographics

2022 – Evaluate previous year success/progress; identify and implement

recruitment strategies in growth areas; track current workforce

demographics

Accomplishments for D1

2019

Determining projected changes in race, ethnicity and gender for Minneapolis working age population

Tracking current demographics of MPRB workforce

Continuing organization wide ADA, Gender Include and Race Equity trainings


Enhanced cadet program

Performance Goal D2

Demonstrate that participants engaged through the Community Engagement Policy reflect the demographics of the communities served by the program, service, and/or project to support equitable delivery of programs, services and/or projects through 2022.

Milestones for D2

2019 – Develop methods of assessing levels of community engagement

and alignment with community demographics; compare current year

Community Engagement Plans to with post‐engagement assessments to

determine alignment with engagement goals for projects and activities

across the MPRB; based on findings, make appropriate changes to

engagement practices to gain greater alignment with Community

Engagement Policy and Community Engagement Plans

2020 – Assess first year engagement data; make appropriate changes to

engagement practices based on findings

2021 – Assess second year engagement data; make appropriate changes

to engagement practices based on findings

2022 – Assess third year engagement data; initiate update to Community

Engagement Policy based on findings and trends


29


2019

MPRB Comprehensive Plan – Parks For All summer of engagement

Seated CACs for two projects reflecting diversity characteristics of the updated community engagement plan


Completion of the MPRB Comprehensive Plan

Racial equity external influencers training and support through the use of one‐time funds

Establishment of a youth advisory council

Performance Goal D3

Track and report progress on and implement actions set in community‐driven park and recreation plans (service areas plans, regional park master plans, RecQuest, etc.).

Milestones for D3

2019 – Initiate capital project tracking data with project managers based

on completed master plans and other system planning tools; develop

public‐facing reporting tool; identify obstacles in project delivery and

propose methods of correction; correlate project tracking data with

approved Capital Improvement Program

2020 – Assess first year implementation data; consider changes to delivery

methods based on project tracking data

2021 – Assess second year implementation data; consider changes to

delivery methods based on project tracking data

2022 – Assess third year implementation data; consider changes to

delivery methods based on project tracking data; update project tracking

methods and public‐facing reporting tool


2019

Implemented master plan tracking relative to capital improvements

Assigned staff as “master plan champions” to ensure alignment of master plans with implemented capital and rehabilitation projects

Identified alternative project delivery method with City applicable to some capital projects

Adjusted CIP organization to reflect equity in expenditures relative to park site and master plan directions


30


Contractual services to establish system‐wide coordination of data

Completion of the MPRB Comprehensive Plan

How we do our work…

Strategic Direction 1 – Have an open heart and open mind of people’s ideas, consider common good versus personal good and focus more on the “what” than the “who.”

Strategic Direction 2 – Listen and learn before deciding on a path forward and making policy decisions.

Strategic Direction 3 – Engage in deep and imaginative conversation about policies to create robust and thoughtful policy.

Strategic Direction 4 – Support progressive values, which means that we are universal in our approach and recognize that we all do better when we all do better.

Strategic Direction 5 – Recognize that the community is changing and stay flexible, accessible and adaptive.

Strategic Direction 6 ‐ Move with deliberate urgency.

2020 Department Goals and Benchmarks

Department goals and benchmarks that align with the 2018‐2022 Strategic Directions were developed for the individual departments during the budget process.


31

Background Information

Service Areas & Commissioner Districts Page 32

Organization Chart Page 33

Fund Descriptions Page 34

Acronym Glossary Page 35


32

Service Areas & Commissioner Districts


33

Organization Chart

External Relations Group

Park Board

Superintendent

Assistant SuperintendentEnvironmental Stewardship

Assistant Superintendent

Recreation Services


Planning

Director of Information Technology

Director ofHuman

Resources

Director ofFinance

Director of Communications

and Marketing

Director of Community Outreach

Director ofPark Safety

and Security

Director ofCustomer Service

Service Delivery Group

Support Services Group

DeputySuperintendent


34

Fund Descriptions

General Fund The General Fund is the MPRB’s main operating fund that reports activities not reported in other funds. Special Revenue Funds Park Grant and Dedicated Revenue Fund This fund accounts for grants and other revenue that has been designated for specific purposes through grantor requirements, donor requests or Board direction. It also accounts for small land sales and acquisitions. Tree Preservation and Reforestation Fund This fund accounts for a special property tax levy recommended by the Board to address threats to the urban forest due to Emerald Ash Borer and tree loss due to storms. Enterprise Fund Park Operating Fund This fund accounts for the activities of the Park and Recreation Board’s golf courses, ice arenas, parking, permitting, concessions, and Minneapolis Sculpture Garden. Internal Service Funds Park Internal Services Fund This fund accounts for the rental of equipment and the information technology services provided to other MPRB Funds. Park Self‐Insurance Fund This fund accounts for the insurance activities of the MPRB. These activities include workers compensation, property insurance, general liability, automotive liability and police professional liability. Capital Project Funds Park Assessment Fund This fund accounts for special assessments for parkway paving and the removal of diseased trees from private residential property. Permanent Improvement Fund This fund accounts for the resources used for capital acquisition, construction and improvements.


35

Acronym Glossary Acronyms and abbreviations are used throughout the 2019 Annual Budget. This glossary provides a quick reference to the terms, acronyms and abbreviations used in this book. AC – Acre ACP – Area of Concentrated Poverty ADA – Americans with Disabilities Act AIS – Aquatic Invasive Species BET – Board of Estimate & Taxation CIP – Capital Improvement Program EV – Electric Vehicle FTE – Full Time Equivalent GARE – Government Alliance on Race and Equity GIS – Geographic Information System HR – Human Resources HVAC – Heating, Ventilation and Air Conditioning IT – Information Technology ITS – Information Technology Services LGA – Local Government Aid LGBTQ – Lesbian, Gay, Bisexual, Transgender, and Queer MEO – Mobile Equipment Operator MERF – Minneapolis Employee Retirement Fund MPCA – Minnesota Pollution Control Agency MPRB – Minneapolis Park and Recreation Board NPP20 – 20 Year Neighborhood Park Plan O & M – Operations & Maintenance PAC – Project Advisory Committee PGA – Professional Golfers' Association (of America) RCAP – Racially Concentrated Areas of Poverty RFP – Request for Proposal ROF – Regional Opportunity Fund STEM – Science, Technology, Engineering and Math


36


37

Tax Levy & Local Government Aid

2020 Property Tax Overview Page 38

Local Government Aid Overview Page 39


38

2020 Property Tax Overview The Board of Estimate and Taxation passed a resolution on September 25, 2019 setting the MPRB 2020 maximum property tax levy at $69.5 million, a 5.7 percent increase from 2019. The resolution included the MPRB General Fund maximum property tax levy of $67.6 million, an increase of $3.7 million from 2019. The maximum property tax levy for the MPRB Tree Preservation & Reforestation Fund was set at $1.9 million, an increase of $71,000 from 2019.

City of Minneapolis Property Tax

2019 2020 Change % Change

Total City of Minneapolis 266,375,000 286,789,000 20,414,000 7.7%

Minneapolis Park & Recreation Board 63,935,000 67,630,000 3,695,000 5.8%

Tree Preservation & Reforestation 1,805,000 1,876,000 71,000 3.9%

Park Board Total 65,740,000 69,506,000 3,766,000 5.7%

Library (Referendum) 10,300,000 10,300,000 0 0.0%

Municipal Building Commission 5,256,000 5,414,000 158,000 3.0%

Teachers Retirement Association (TRA) 2,300,000 2,300,000 0 0.0%

Total 349,971,000 374,309,000 24,338,000 7.0%

Property Tax Allocation by Area

Park Board18.1%

Tree Preservation & Reforestation

0.5%

Teachers Retirement Association

0.6%

Municipal Building

Commission1.4%

Library Referendum

2.8%

City76.6%


39

Local Government Aid Overview Local Government Aid (LGA) funding has stabilized since 2011. Between 2008‐2011 state budget deficits resulted in substantial reductions to LGA. Since 2012 the MPRB has received its certified LGA funding, with increases to LGA beginning in 2014, although the LGA amount has not reached the 2010 certified high of $10.6 million. The MPRB expects to see an increase of $269,013 in 2020 LGA, for a total of $9.6 million, based on the LGA formula in state law and through concurrent ordinances passed by the MPRB and the City of Minneapolis that transfers 11.79 percent of City of Minneapolis LGA to the MPRB.

MPRB Local Government Aid

Certified Actual Budget

2011 $10,331,471 $7,570,039

2012 $7,570,039 $7,570,039

2013 $7,570,039 $7,570,039

2014 $8,977,319 $8,977,319

2015 $9,133,360 $9,133,360

2016 $9,182,581 $9,182,581

2017 $9,194,018 $9,194,018

2018 $9,345,764 $9,345,794

2019 $9,355,257 $9,355,257

2020 $9,624,270 $9,624,270

$6,000,000 $6,500,000 $7,000,000 $7,500,000 $8,000,000 $8,500,000 $9,000,000 $9,500,000

$10,000,000 $10,500,000 $11,000,000

2011 2012 2013 2014 2015 2016 2017 2018 2019 2020

MPRB Local Government Aid (LGA)

Actual LGA Certified LGA


40


41

General Fund

General Fund Overview Pages 42‐46

Department Budgets

Superintendent’s Office Pages 47‐56

Deputy Superintendent’s Office Pages 57‐65

Environmental Stewardship Division Pages 66‐77

Planning Division Pages 78‐84

Recreation Division Pages 85‐94

Personnel Summary Pages 95‐96


42

General Fund Overview The MPRB’s General Fund is an operating fund established to account for all financial resources except those required to be accounted for in another fund. The General Fund includes activities such as environmental stewardship, planning, recreation, park safety and general government administration.

General Fund

Balanced Budget

2019 2020

Approved Recommended

Revenues 84,283,901 89,158,880

Expenditures 84,283,901 89,158,880

Balance 0 0 The recommended 2020 budget for the General Fund is $89.2 million, an increase of 5.8 percent from the 2019 approved budget. The MPRB depends on property taxes and Local Government Aid (LGA) to fund operations. The 5.8 percent increase in the 2020 recommended budget is primarily due to a $3.7 million increase in property tax. The operating budget is 86 percent supported by property taxes and LGA and 14 percent supported by other revenues. Operations account for 96 percent of the General Fund budget, capital expenditures account for 4 percent. The majority of the MPRB operating budget provides resources to fund programs and services to maintain neighborhood parks, natural resources and urban forest (51 percent); recreation (26 percent); and park safety (8 percent).


43

General Fund

Revenue by Major Sources

2019 2020 %

Approved Recommended Change Change

Current Property Taxes 63,295,650 66,953,700 3,658,050 5.8%

Local Government Aid (LGA) 9,355,257 9,624,270 269,013 2.9%

Fees, Fines and Other Revenues 11,632,994 12,580,910 947,916 8.1%

Total Revenue 84,283,901 89,158,880 4,874,979 5.8%

Property Taxes75.1%

Local Government Aid

10.8%

Fees, Fines and Other Revenue

14.1%

2020 General Fund Revenue by Major Sources

Property Taxes75.1%

Local Government Aid

11.1%

Fees, Fines and Other Revenue

13.8%

2019 General FundRevenue by Major Sources


44

General Fund

Expenditures by Major Categories

2019 2020 %


Wages & Fringe 58,742,889 62,029,127 3,286,238 5.6%

Operating 22,546,012 24,034,753 1,488,741 6.6%

Capital 2,995,000 3,095,000 100,000 3.3%

Total Expenditures 84,283,901 89,158,880 4,874,979 5.8%

Wages & Fringe69.6%

Operating27.0%

Capital3.5%

2020 General FundExpenditures by Major Categories

Wages & Fringe69.7%

Operating26.8%

Capital3.6%

2019 General Fund Expenditures by Major Categories


45

General Fund

Expenditures by Division/Departments

2019 2020 Approved Recommended Change

Superintendent's Office Superintendent's Office 780,066 807,095 27,029 Board of Commissioners 642,271 684,317 42,046 Communications & Marketing Department 896,689 881,668 (15,021) Community Outreach Department 1,529,353 1,627,707 98,354 Park Police Department 6,637,416 6,638,884 1,468 Deputy Superintendent's Office Deputy Superintendent's Office 284,675 492,085 207,410 Customer Service Department 580,020 570,118 (9,902) Finance Department 1,292,793 1,362,788 69,995 Human Resources Department 1,183,346 1,281,110 97,764 Environmental Stewardship Division Asset Management Department 28,511,097 30,255,929 1,744,832 Environmental Management Department 3,357,471 3,768,550 411,079 Forestry Department 9,796,363 10,186,885 390,522 Planning Services Division Design & Project Management Department 2,111,177 2,005,070 (106,107) Strategic Planning Department 1,109,849 1,171,946 62,097 Recreation Services Division Athletic Programs & Aquatics Department 3,583,297 3,846,270 262,973 Recreation Centers & Programs Department 12,376,841 14,371,703 1,994,862 Youth Development Department 4,834,278 4,218,868 (615,410) City Mgmt Fee, Contributions & Other 1,781,899 1,892,887 110,988

Operating Expenditures 81,288,901 86,063,880 4,774,979

Neighborhood Park Capital Levy 2,180,000 2,180,000 0 Michael P. Schmidt Operations Center Debt Service 136,674 136,674 0 Operations Facilities 363,326 363,326 0 Park Land Acquisition Reserve 315,000 315,000 0 Regional Park Transfer 0 100,000 100,000

Total Capital & Reserve 2,995,000 3,095,000 100,000

Total General Fund 84,283,901 89,158,880 4,874,979


46

General Fund

Expenditures by Division

2019 2020 %


Superintendent's Office 10,485,795 10,639,671 153,876 1.5%

Deputy Superintendent's Office 3,340,834 3,706,101 365,267 10.9%

Environmental Stewardship 41,664,931 44,211,364 2,546,433 6.1%

Planning Services 3,221,026 3,177,016 (44,010) ‐1.4%

Recreation Services 20,794,416 22,436,841 1,642,425 7.9%

City Mgmt Fee, Contributions & Other 1,781,899 1,892,887 110,988 6.2%

Capital 2,995,000 3,095,000 100,000 3.3%

Total General Fund 84,283,901 89,158,880 4,874,979 5.8%


47

Department Budgets

Superintendent’s Office The Superintendent’s Office is responsible for the executive management of the highly diverse services and operations of the MPRB. The Superintendent provides leadership, vision, and direction to MPRB’s service areas, implements Board policy, and works with the Board and leadership staff to craft strategic and financial planning objectives. The Superintendent serves in a highly visible capacity as an ambassador to the community and to other governmental agencies. The Superintendent provides expertise and leadership in general MPRB administration, organizational development, community relations, intergovernmental relations, Board support/relations, MPRB budget and financial strategic planning, communications and marketing, community outreach, and park safety and security.

External Relations Group

Park Board

Superintendent

Assistant SuperintendentEnvironmental Stewardship


Recreation Services


Planning

Director of Information Technology

Director ofHuman

Resources

Director ofFinance

Director of Communications

and Marketing

Director of Community Outreach

Director ofPark Safety

and Security

Director ofCustomer Service

Service Delivery Group

Support Services Group

DeputySuperintendent


48

Superintendent’s Office

The Superintendent's Office provides organization leadership, management and support of MPRB staff and departments and provides for the development and implementation of MPRB policies. It also supports grant writing efforts and lobbying efforts to aggressively seek external funding to the MPRB.

2019 2020

Fund 11500 Approved Recommended

Salaries and Wages 299,364 313,901

Fringe Benefits 82,713 91,829

Operating Costs 397,989 401,365

Superintendent's Office 780,066 807,095

2019 2020

Superintendent's Office Personnel Approved Recommended

Executive Assistant to the Superintendent 0.60 0.60

Intergovernmental Relations Administrator 1.00 1.00

Superintendent of Parks 1.00 1.00

Full Time 2.60 2.60

Superintendent's Office 2.60 2.60


49

Board of Commissioners

The Board of Commissioners provides organizational policy direction and administrative support to the Superintendent.

2019 2020





Board of Commissioners 642,271 684,317

2019 2020

Board of Commissioners Personnel Approved Recommended

Office & Data Practices Manager 0.25 0.25


Park Board Commissioners 9.00 9.00

Full Time 9.65 9.65

Board of Commissioners 9.65 9.65


50

Communications and Marketing

The Communications and Marketing Department manages a variety of communications initiatives for the organization, including news releases, media relations, crisis communications, social media, email subscription services, district publications, graphic design services, photography, video, web site maintenance and enhancements, PBintra development and maintenance, special promotions development, special project writing support and consultation with staff relating to public relations issues.

Communications & Marketing Goals & Benchmarks

Goal Comp Plan Goal Strategic Direction

Racial Equity Action Plan

Develop and implement an organizational branding guide book and comprehensive branding asset library accessible by all MPRB staff to ensure a consistent and professional visual identity for the organization.

Easily accessible information supports enjoyment and use of

the park and recreation system.

4, 5 A5

Benchmarks Target Date

Move forward with the continuation of 2019 work, seeking feedback from cross‐departmental branding team and assessing departmental and organizational short‐term and long‐term needs. 1/31/2020

Develop a draft brand guidebook for review and feedback from branding team and Superintendent Leadership team. 3/31/2020

Incorporate edits into a final brand guidebook document. 4/30/2020

Build out an asset library on PB intra that includes design elements and guidebook for use by all staff. 6/30/2020

Once book is finalized and available on PB Intra, provide ongoing information sessions and trainings throughout the year. 12/31/2020


51

Communications and Marketing (continued)

2019 2020 Fund 11500 Approved Recommended




Communications & Marketing 896,689 881,668

2019 2020

Communications & Marketing Approved Recommended

Communications Representative 1.25 1.25

Communications Representative NPP20 0.75 0.75

Digital Communications Representative 1.00 1.00

Director, Communications & Marketing 1.00 1.00

Manager, Media Relations and Social Media 0.85 0.85

Web Content Producer 1.00 1.00

Full Time 5.85 5.85

Admin Support ‐ Web Technician 0.62 0.62

Admin Support ‐ Photographer 0.50 0.50

Admin Support ‐ Graphics 0.62 0.62

Archivist 0.50 0.00

Communications Assistant 0.62 0.62

Marketing Assistant 0.20 0.00

Part Time 3.06 2.36

Communications & Marketing 8.91 8.21


52

Community Outreach

The Community Outreach Department leads organizational efforts to build and maintain critical relationships with underrepresented communities (including communities of color, immigrant communities, English‐language learners, people with disabilities and LGBTQ communities) and serves as the bridge for the organization to provide equitable access to and use of parks, programs, opportunities, and information. The department builds capacity across the organization to be responsive to the changing needs of the community by: educating staff on cultural differences and racial equity; providing staff with tools and resources to better serve the diverse communities of the City; and working with other departments to ensure that demographic data and community feedback drive decision making. Department staff serve as a resource to other departments by facilitating connections with underrepresented groups or organizations. Staff also assist in identifying community needs, gaps in service and duplication of service. The department proactively supports the Human Resources Department in developing and sustaining organizational capacity to recruit and retain a workforce reflective of the community through equitable recruitment and hiring practices as well diversity and inclusion training for staff. Additionally, the department produces and supports community events that connect people across cultures to the parks and each other.


53

Community Outreach Goals & Benchmarks


Racial Equity

Action Plan

Collaborate with core community partners to apply the Racial Equity Toolkit to expand MPRB's commitment to advance racial equity in City‐Wide events.

Dynamic parks that shape city

character and meet diverse

community needs

B2, D2 A5


Identify and prioritize Core Partners and steps to ensure diverse community stakeholders participate in City‐Wide events. 1/30/2020

The Access Unit will partner with the Events Unit to develop quantitative and qualitative tools to engage community stakeholders to determine cumulative impact. Use the data to identify needed strategies and resources to ensure equity in our actions and decision making when planning City‐Wide events. 5/30/2020

Identify what resources are needed to address disparities and make necessary changes to City‐Wide events. 7/30/2020

Review recommendations with Superintendent, obtain feedback, modify and implement the plan. 8/30/2020

Implement proposed changes to City‐Wide events. 9/15/2020

Continue the implementation of the approved strategies. Evaluate the process, review outcomes, and make modifications as needed. Ongoing


54

Community Outreach (continued)

2019 2020


Fees 7,350 7,350

Other Revenue 26,500 26,500

Community Outreach Revenue 33,850 33,850 2019 2020


Salaries and Wages 930,755 1,005,075



Community Outreach Expense 1,529,353 1,627,707

2019 2020

Community Outreach Approved Recommended

Community Outreach and Access Coordinator 4.00 4.00

Community Outreach Coordinator Events 2.00 2.00

Director, Community Outreach 1.00 1.00

Event Technician 2.00 2.00

Manager, Community Outreach Equity & Inclusion 1.00 1.00

Manager, Community Outreach Events 1.00 1.00

Full Time 11.00 11.00

Administrative Assistant 0.50 0.00

Recreation Specialist C 1.50 1.50

Seasonal Mobile Equipment Operator 0.12 0.12

Special Service Attendant 2.09 1.99

Part Time 4.21 3.61

Community Outreach 15.21 14.61


55

Park Police

The Park Police Department is responsible for policing within the Minneapolis park system. This includes: preventing crimes, answering calls for service, enforcing laws, and related duties. The Park Police Department consists of sworn Police Officers, Park Patrol Agents, and support staff. Members of the Park Police are devoted to developing strong relationships with community and MPRB staff with the goal of making safe parks, facilities and programs.

Park Police Goals & Benchmarks



In cooperation, the Park Police Department and Human Resources Department will develop and implement a police officer career “pathway" program. This program will simultaneously provide employment and education required for licensing by the Minnesota Board Peace Officer Standards and Training. Upon completion, the trainee will transition to a full‐time park police officer. This program will target non‐traditional and diverse candidates with a high school diploma.

Value: Anticipate and thoughtfully respond to the

diverse needs of the city’s communities, continually seeking ways to better deliver park and

recreation services.

A2, D1 C


Research police career pathway models and best practices. 3/31/2020

Develop a job description, including wage and benefits. 5/31/2020

Post the position for hire, conduct applicant screening and required testing. Select a candidate for a conditional job offer. 9/30/2020

Complete conditions for employment, including medical/psychological screening and comprehensive background check. 11/30/2020

Hire trainee in time to begin winter classes. 11/30/2020


56

Park Police (continued)

2019 2020


Fees 44,835 37,400

Fines 346,000 310,000


Park Police Revenue 405,835 397,400

2019 2020


Salaries and Wages 4,049,490 4,123,088

Fringe Benefits 1,420,195 1,479,048

Operating Costs 1,167,731 1,036,748

Park Police Expense 6,637,416 6,638,884

2019 2020

Park Police Personnel Approved Recommended


Director, Park Safety and Security 1.00 1.00

Park Patrol Agent 2.00 4.00

Police Lieutenant, Parks 2.00 2.00

Police Officer, Parks 24.00 24.00

Police Sergeant, Parks 8.00 8.00

Youth Violence Prevention Coordinator 1.00 1.00

Full Time 38.85 40.85

Park Patrol Agent, Seasonal 11.16 10.58

Part Time 11.16 10.58

Park Police 50.01 51.43


57

Department Budgets

Deputy Superintendent’s Office The Deputy Superintendent is responsible for the coordination of the day‐to‐day operations of the support services group of the MPRB. The Superintendent provides leadership and direction for the entire MPRB, while the Deputy is responsible for cross‐departmental coordination and leadership. The Deputy Superintendent provides oversight of MPRB’s information technology, finance, customer service, and human resources departments as well as records management, archives, data practices, and safety and risk management.


58

Deputy Superintendent’s Office

The Deputy Superintendent provides oversight of MPRB’s information technology, finance, customer service, and human resources departments as well as records management, archives, data practices, and safety and risk management. The Deputy Superintendent’s Office is also responsible for the cross‐departmental coordination and leadership of the MPRB.

2019 2020





Deputy Superintendent's Office 284,675 492,085

2019 2020

Deputy Superintendent's Office Personnel Approved Recommended

Deputy Superintendent 1.00 1.00


Risk & Safety Administrator 0.00 0.90

Full Time 1.75 2.65

Archivist 0.00 0.50

Urban Scholar 0.15 0.15

Part Time 0.15 0.65

Deputy Superintendent's Office 1.90 3.30


59

Customer Service

The Customer Service Department provides the management and support of customer relations and is responsible for regulatory permits and concessionaire contracts. The department issues facility use permits for picnics, weddings, parkway use, portrait photography, annual parking permits, contract parking permits, and annual off‐leash permits. The department administers the Memorials & Tributes program, coordinating purchase and installation of tribute benches and trees throughout the park system. Coordination and staffing of Customer Service Ambassadors within identified parks is also provided by the department. Other functions include customer service staff training; duplication, binding and mail services; walk‐up and phone activity registration; general reception; and internal support services.

Customer Service Goals & Benchmarks



The Customer Service Department in collaboration and partnership with the Recreation Volunteers Unit will lead transition, development and implementation of a system‐wide Ambassador Program, using a volunteer workforce led by paid staff to provide visitor services at park locations without public buildings.

Easily accessible information supports the enjoyment and use of the park and recreation

system

D1, D2 E


Collect ideas for Volunteer Ambassador Program. Brainstorm, research and document ideas for a new version of the Park Ambassador Program. 9/15/2019

Create Program Plan working collaboratively to put a tiered rollout and long‐term roadmap into place for implementation. 9/30/2019

Develop Ambassador Program Onboarding and Training Plan, using existing resources, messaging and job aides. 10/31/2019

Create Onboarding video and promotional media to be used on a rolling basis to cultivate interest and allow for year‐round purposes. 1/31/2020

Advertise and recruit paid and volunteer Ambassador staff. 4/30/2020

Onboard and train Ambassador team. 5/31/2020

Implement Phase 1 of new Ambassador program. 5/15/2020

Evaluate program for future adjustments. 10/30/2020


60

Customer Service (continued)

2019 2020


Fees 791,730 836,730

Customer Service Revenue 791,730 836,730

2019 2020





Customer Service Expense 580,020 570,118

2019 2020

Customer Service Personnel Approved Recommended

Copy Center Operator 1.00 1.00

Customer Service Representative I 1.38 1.38

Customer Service Supervisor 1.00 1.00

Director, Customer Service 0.75 0.75

Event & Facility Use Coordinator 0.40 0.00

Permit Position 0.00 0.85

Full Time 4.53 4.98


Youth Worker 0.35 0.35

Part Time 2.42 0.60

Customer Service 6.95 5.58


61

Finance

The Finance Department provides the management and support of the Accounting & Financial Reporting and Budget & Financial Analysis functions of the MPRB. Department responsibilities include general accounting, procurement, billing, capital project accounting, financial reporting and auditing, risk management, financial analysis, budget development and budget monitoring.

Finance Goals & Benchmarks


Re‐design the Park Board budget process, to provide information and messaging that aligns with the City of Minneapolis budget process. Execute the new budget process.

Financially independent and sustainable parks prosper.

B1


Working with the City of Minneapolis Mayor's Office and Budget Office, determine the dates the City needs Park Board budget information to be included in the Mayor's Recommended Budget.

1/31/2020

Create a new Park Board budget calendar that takes into account the City’s needs and solicit Board input on the calendar.

2/28/2020

Develop an internal budget calendar based on the new Board budget calendar and distribute to Park Board directors so staff are aware of the new timing and deadlines.

3/31/2020

Execute the budget process based on the new calendar.

2nd through 4th Quarter

2020

Review the budget process and if necessary, make adjustments to the Board and internal calendar for the 2022 budget process.

12/31/2020


62

Finance (continued)

2019 2020





Finance 1,292,793 1,362,788

2019 2020

Finance Personnel Approved Recommended

Accountant 1.00 1.00

Accounting Technician 3.50 3.50

Accounting Technician NPP20 0.50 0.50

Manager, Accounting 1.00 1.00

Capital Projects Accountant 0.40 0.40

Capital Projects Accountant NPP20 0.60 0.60

Director, Finance 0.80 0.80

Financial & Performance Analyst 1.00 0.00

Manager, Budget & Analysis 1.00 1.00

Payroll Administrator 1.00 1.00

Senior Financial Analyst 0.75 0.75

Full Time 11.55 10.55


Part Time 0.00 0.27

Finance 11.55 10.82


63

Human Resources

The Human Resources department provides management and support of personnel initiatives. Human Resources staff reviews best practices for policies, procedures and processes aimed at better efficiency and overall customer service in the areas of recruitment, staffing, performance management, employee development, HR policy management, training and employee wellness.

Human Resources Goals & Benchmarks


Racial Equity

Action Plan

Continue to reflect the race, ethnicity and gender of Minneapolis' working age population in the MPRB's workforce through 2022.

Through outreach and research, park and recreation services are

relevant today and tomorrow.

D1 C


Review workforce demographics as of 12/31/2019. Compare with 12/31/2018 demographics. Identify potential job categories for hiring. 1/31/2020

Review 2019 advertising/recruiting dollars spent and make adjustments as needed. Review available data on how applicants heard about our positions and make adjustments as needed to maintain diversity of applicant pool. 2/28/2020

Identify jobs with lower application rates and/or diverse applicant rates and offer information sessions to increase applicant base. 3/30/2020

Identify hiring managers who have successfully built hiring pipelines and use their insights to create pipeline opportunities in other parts of MPRB. 6/30/2020

Evaluate hiring and retention metrics of seasonal workers. 11/30/2020

Review workforce demographics as of 12/31/2020. Compare with 12/31/2019 demographics. 1/31/2021


64

Human Resources (continued)

2019 2020





Human Resources 1,183,346 1,281,110

2019 2020

Human Resources Personnel Approved Recommended

Director, Human Resources 1.00 1.00

Human Resources Consultant 2.00 2.00

Human Resources Consultant NPP20 1.00 1.00

Human Resources Representative 2.00 2.00

Human Resources Trainer 1.00 1.00


Senior Human Resources Consultant 1.50 1.50

Full Time 8.60 8.50

Human Resources 8.60 8.50


65

City Management Fee, Contributions & Other

This cost center accounts for revenues and expenditures benefiting the entire organization, rather than a specific department. MPRB contributions to outside agencies are paid from this cost center, along with fees charged by the City of Minneapolis for benefit administration, financial systems, and other services.

2019 2020


Fees 464,248 526,319

Other Revenue 577,707 1,316,254

Park Board Wide Revenue 1,041,955 1,842,573

2019 2020


Salaries and Wages 66,914 (498,901)



City Management Fee, Contributions & Other Expense 1,781,899 1,892,887

City Management Fee 1,143,796 960,381

Internal Service Fund Loan Repayment 130,000 130,000

City of Minneapolis Benefit Administration Fee 183,800 217,608

Affordable Care Act Impact 59,669 59,669

St. Anthony Heritage Board 31,000 31,000

Youth Coordinating Board 16,577 16,577

Other Operating Costs 150,143 156,553

Commons Park Contract 0 820,000

Provision for Wage, Insurance, & Pension Adjustments 66,914 (498,901)

City Management Fee, Contributions & Other 1,781,899 1,892,887


66

Department Budgets

Environmental Stewardship Division The Environmental Stewardship Division provides expertise for the care and maintenance of the Minneapolis Park system. The division oversees the maintenance of the Minneapolis park system’s physical infrastructure, equipment and fleet, natural areas, water resources, and forestry.


67

Asset Management

The Asset Management Department provides the management and maintenance of parks and park assets in the north, northeast, southeast, south, southwest, regional, and downtown. Facilities and amenities that are maintained include buildings, turf, natural areas, gardens, trails, play areas, rental facilities, pools, and skating areas. In addition, the department maintains all city‐wide athletic fields at Neiman Sports Complex, Bossen Field and Parade. The department manages and coordinates plumbing, electrical, paint, carpentry and cement finishing services. The department also provides management of the internal services fund ‐ equipment services and is responsible for the maintenance, repair, and replacement of more than 1,700 pieces of MPRB equipment.


68

Asset Management Goals & Benchmarks


Continue reducing greenhouse gas emissions towards a planned 10% reduction by 2022.

Park facility renewal and development respects history and focuses on

sustainability, accessibility, flexibility, and beauty.

C1


Complete planning for 2020 project activities using priorities and recommendations from first completed carbon footprint analysis. Focus on energy efficiency projects for buildings and vehicles that can be done by Trades, Maintenance, or Equipment staff, through collaboration with Planning Division, and data collection.

2/15/2020

Establish/schedule for in‐house rehabilitation/upgrade projects to improve energy efficiency through HVAC, Plumbing, Carpentry, and Electrical work using the 2019 Recreation Center Mechanical Assessments and facility energy audits to identify projects.

4/1/2020

Using the MPCA Grant money awarded in 2019, install three dual charging stations for electric vehicles at Southside Operations Center & Michael P. Schmidt Operations Center.

7/1/2020

Develop an initial electric vehicle transition plan that estimates costs of conversions, identifies available or future replacements from commercial fleet options, and measures return on investment of reduced maintenance costs and fuel for electric models.

7/1/2020

Finalize terms for Renewable*Connect solar and wind energy sourcing contracts with Xcel Energy.

8/15/2020

Complete implementation of new Energy Management Software for all natural gas, electricity, solar, and water meters in the park system. Import all available historic data.

9/1/2020

Complete second carbon footprint analysis for 2019 data and share comparisons to 2018 baseline year.

10/15/2020


69

Asset Management (continued)

2019 2020


Fees 230,667 230,667


Asset Management Revenue 884,733 884,733

2019 2020





Asset Management Expense 28,511,097 30,255,929


70

Asset Management (continued)

2019 2020 Asset Management Personnel Approved Recommended

Assistant Director Asset Management NPP20 1.00 1.00

Assistant Superintendent Env. Stewardship 0.40 0.40

Automotive Mechanic 1.35 1.35

Carpenter 3.00 3.00

Carpenter NPP20 2.00 2.00

Carpenter Apprentice NPP20 1.00 1.00

Cement Finisher 2.00 2.00

Construction Engineer NPP20 1.00 1.00

Director, Asset Management 0.75 0.75

Electrician 2.00 2.00

Division Services Administrator 1.00 1.00

Foreman Carpenter 1.00 1.00

Foreman Cement Finisher 1.00 1.00

Foreman Electrician 1.00 1.00

Foreman Painter 1.00 1.00

Foreman Plumber 1.00 1.00

Gardener 8.37 8.50

Gardener NPP20 1.00 1.00

Horticulture Supervisor 1.00 0.87

Management Analyst 2.00 3.00

Manager, Park Operations 4.50 4.50

Manager, Park Operations NPP20 1.00 1.00

Manager, Trades 0.75 0.75

Manager, Trades NPP20 0.25 0.25

Mobile Equipment Operator 13.45 16.45

Mobile Equipment Operator NPP20 3.00 3.00

Painter 3.00 4.00

Parkkeeper 97.32 97.32

Parkkeeper NPP20 8.00 8.00

Parkkeeper Trainee NPP20 6.00 6.00

Parkkeeper Crew leader 17.42 17.42

Pipefitter 1.00 1.00

Plumber 3.00 3.00

Refuse & Recycling Crew Leader (MEO) 1.00 1.00


Full Time 192.96 197.56


71

Asset Management Personnel (continued)

Seasonal Gardener 1.00 1.00

Seasonal Management Intern NPP20 0.75 0.75


Seasonal Mobile Equipment Operator NPP20 2.00 2.00

Seasonal Park Maintenance Worker 18.26 17.66

Seasonal Park Maintenance Worker NPP20 3.25 3.25

Trades 0.83 0.83

Trades ‐Apprentice 0.50 0.50


Part Time 33.32 34.30

Asset Management 226.28 231.86


72

Environmental Management

The Environmental Management Department provides management and support of environmental education, natural and water resources management, and volunteer coordination for the Environmental Stewardship Division. Environmental education major focus areas include the Neighborhood Naturalist program which serves all recreation centers, the Eloise Butler Wildflower Garden and Bird Sanctuary, the JD Rivers’ Children’s Garden, as well as partnership‐based projects and programs. Water resources staff monitors, manages, and protects the water quality of Minneapolis lakes and creeks and manages beach and Webber Natural Swimming Pool bacteria monitoring. Aquatic invasive species prevention, protection and management work is also a focus of the environmental education and water resources staff. Natural resources staff manages more than 400 acres of prairies, shorelines, wetlands, and woodlands, and coordinates re‐vegetation projects. Natural resources staff focuses much of their work on the management of park natural areas and control of terrestrial invasive species. Each year, more than 8,500 volunteers contribute more than 29,000 hours to help maintain the park system. Volunteer programs encompass one‐time service projects, ongoing site‐based activities, Park Stewards agreements and working collaboratively with other departments on volunteer activities throughout the parks.

Environmental Management Goals & Benchmarks



Determine scope of shoreline lake management plan and solicit Request for Proposal (RFP) for plan development.

Residents and visitors enjoy and understand the

natural environment C2 E


Hire consultant to lead scope development. 2/15/2020

Develop Project Advisory Committee (PAC) to assess needs related to shoreline management and conduct first PAC meeting. 3/16/2020

Gather existing data. 2/16/2020 ‐ 4/30/2020

Determine field work assessment needs and develop field data collection methodology.

4/1/2020 ‐ 8/1/2020

Develop draft scope. 8/15/2020 ‐ 10/15/2020

Develop Request for Proposal (RFP). 10/15/2020 ‐ 12/1/2020

Distribute RFP after 2021 budget adoption. 12/31/2020


73

Environmental Management (continued)

2019 2020


Fees 563,626 664,627


Environmental Management Revenue 580,175 691,176

2019 2020




Operating Costs 978,656 1,017,495

Environmental Management Expense 3,357,471 3,768,550


74

Environmental Management (continued)

2019 2020

Environmental Management Personnel Approved Recommended


AIS Program Administrator 1.00 1.00


Community Gardens Position 1.00 1.00

Director, Environmental Management 1.00 1.00

Env. Stewardship Volunteer Coordinator 1.00 1.00

Manager, Environmental Education 1.00 1.00

Gardener Curator 1.00 1.00


Natural Resources Coordinator 1.00 1.00

Natural Resources Specialist 1.00 1.00

Naturalist 1.00 1.00

Environmental Education Lead 1.00 1.00

Water Resources Lead 0.00 1.00

Water Resources Supervisor 1.00 1.00

Water Resources Technician 2.00 2.00

Full Time 15.75 16.75

Environmental Specialist A 13.78 13.78

Environmental Specialist B 2.97 3.65

Environmental Specialist C 0.25 0.35

Program Aide I 0.60 0.60

Program Aide II 0.50 0.50



Water Quality Support 1.66 1.66


Part Time 23.12 27.52

Environmental Management 38.87 44.27


75

Forestry

The Forestry Department provides for management and support of forestry operation services. As the steward of the municipal urban forest, the Forestry Department is responsible for the care of nearly 200,000 boulevard trees on 1,100 miles of streets as well as all trees on more than 6,000 acres of park land. This work is done by professional arborists who plant, prune and remove trees. The budget includes funding for the planting of a diverse population of new trees to replace those that are removed as well as the removal of resulting stumps. The budget also supports monitoring the urban forest for invasive tree pests, specifically Emerald Ash Borer and Dutch Elm Disease. In addition, support is provided for the clean‐up of fallen trees and debris caused by storms.

Forestry Goals & Benchmarks



Begin draft of the urban forest management plan that will make it possible to recommend sustainable and equitable service levels. This will be done by incorporating documentation of existing protocols and practices into the established plan outline. Acquire necessary number of data collection tablets for deployment in January to thoroughly expand the piloted program for tracking of Forestry field work.

Sound management techniques provide healthy, diverse and sustainable natural resources. Healthy

boulevard trees connect all city residents to their

park system.

B, C, 5, 6 A5


Confirm that the framework for the urban forest management plan contains the components needed to yield a final report that will make it possible to recommend sustainable and equitable service levels. 3/31/2020

Continue pilot program for computerized tracking of Forestry work using tablets for data collection in the field. 3/31/2020

Begin draft of the urban forest management plan by incorporating documentation of existing protocols and practices into the established plan outline.

4/15/2020

Acquire necessary number of data collection tablets for deployment in January to thoroughly expand the trial collection in the field. 4/15/2020

Finalize incorporation of existing protocols and practices into the established plan outline. 12/15/2020

Continue the use of data collection tablets to gather information regarding Forestry field operations. 12/15/2020


76

Forestry (continued)

2019 2020


Fees 5,000 23,000 Other Revenue 49,869 49,869

Forestry Revenue 54,869 72,869

2019 2020


Salaries and Wages 4,922,149 5,224,056 Fringe Benefits 2,605,291 2,655,572 Operating Costs 2,268,923 2,307,257

Forestry Expense 9,796,363 10,186,885


77

Forestry (continued)

2019 2020 Forestry Personnel Approved Recommended

Administrative Assistant 2.60 2.60 Arborist 39.00 39.00 Arborist NPP20 2.00 2.00 Arborist Crew Leader 13.00 13.00 Assistant Superintendent Env. Stewardship 0.35 0.35 Automotive Mechanic 0.50 0.50 Director, Park Forestry 1.00 1.00 Foreman Arborist 5.00 5.00 Forestry Outreach Coordinator 1.00 1.00 Manager, Forestry 1.00 1.00 Mobile Equipment Operator 9.00 9.00 Risk & Safety Administrator 0.40 0.00 Sustainable Forestry Coordinator 1.00 1.00 Tree Preservation Coordinator 1.00 1.00

Full Time 76.85 76.45

Clerk Typist I 0.35 0.35 Seasonal Mobile Equipment Operator 1.50 1.50

Part Time 1.85 1.85

Forestry 78.70 78.30


78

Department Budgets

Planning Division The Planning Division provides expertise to lead, advise and guide the development and redevelopment of the Minneapolis Park and Recreation system. The division oversees park system analysis and master planning, capital program development, real estate management, design and engineering, physical development and redevelopment, and construction permitting. The division strives to provide dynamic parks that shape city character and meet diverse community needs. The staff work to provide continual renewal and development that respects history and focuses on sustainability, accessibility, flexibility and beauty and to ensure that parks are safe and welcoming by design.


79

Design and Project Management

The Design and Project Management Department provides community engagement, design, construction document development, construction administration and permitting services for the park system. This department focuses on building relationships with communities and private and public partners to envision the next generation of parks for Minneapolis while rejuvenating the existing park and recreation system.

Design & Project Management Goals & Benchmarks


Racial Equity

Action Plan

Working with Asset Management prepare and begin to implement of a 2 ‐3 year regional park rehabilitation plan for regional trails and parks with funding coming from regional park operations and maintenance funds.

Financially independent and sustainable parks

prosper.

1, 2, 3, 4, 5, 6 B3


Coordinate planning efforts with Asset Management staff and develop a comprehensive list of rehabilitation projects within regional parks. 2/1/2020

Prepare three‐year look ahead of rehabilitation projects and review/formalize with Asset Management leadership. 3/1/2020

Begin implementation of three‐year regional park rehabilitation plan. 6/1/2020

Review and evaluate complete work and revise three‐year plan. 10/1/2020


80

Design & Project Management (Continued)

2019 2020


Fees 100,000 34,375

Other Revenue 1,865,267 1,711,249

Design & Project Management Revenue 1,965,267 1,745,624

2019 2020





Design & Project Management Expense 2,111,177 2,005,070


81

Design & Project Management (Continued)

2019 2020

Design & Project Management Personnel Approved Recommended

Administrative Assistant NPP20 0.00 0.50

Assistant Superintendent Planning 0.50 0.50

Construction Project Manager 2.00 2.00

Design Project Manager 5.00 4.00

Design Project Manager NPP20 3.00 3.00

Director, Planning and Project Management 1.00 1.00


Division Services Administrator NPP20 0.30 0.30

Engineering Project Manager NPP20 1.00 0.00

Engineering Technician II 2.00 2.00

Project Designer NPP20 1.00 1.00

Rehab Project Manager NPP20 1.00 1.00

Full Time 17.00 15.50

Administrative Position NPP20 0.50 0.00


Part Time 0.70 0.20

Design & Project Management 17.70 15.70


82

Strategic Planning

The Strategic Planning Department provides comprehensive system and master planning, community research, capital program development and real estate management services for the park system. The department focuses on collaborating with the city, county and other jurisdictions on development projects throughout the city to meet the park and recreation needs of residents.

Strategic Planning Goals & Benchmarks

Goal Comp Plan

Goal Strategic Direction

Prepare and adopt MPRB's next Comprehensive Plan.

All All


Prepare Community Engagement Plan and present to Board of Commissioners. 1/1/2019

Engage with MPRB staff through a variety of methods. 3/1/2019

Engage with the Minneapolis community through a variety of methods, with particular consideration for those often under‐represented in planning processes, such as recent immigrants, people of color, non‐English speakers, people with disabilities, youth, and the elderly. 12/31/2019

Prepare Draft Comprehensive Plan for public review. 3/1/2020

Revise Draft Comprehensive Plan based on feedback from MPRB staff and community members. 7/1/2020

Achieve adoption of Comprehensive Plan. 12/1/2020


83

Strategic Planning (Continued)

2019 2020





Strategic Planning Expense 1,109,849 1,171,946

2019 2020

Strategic Planning Approved Recommended



Director, Strategic Planning 1.00 1.00



GIS Technician 1.00 1.00

Project Planner NPP20 1.00 1.00

Real Property Administrator 1.00 1.00

Senior Planner 3.00 3.00

Full Time 8.00 8.50

Administrative Position 0.50 0.00

Seasonal Visitor Counters 1.00 1.00


Part Time 1.70 1.20

Strategic Planning 9.70 9.70


84

Capital & Reserve

Capital & Reserve includes the Neighborhood Park Capital Levy which provides funding for the neighborhood capital improvement program through the allocation of current year operating revenues, a General Fund transfer to the Park Land Acquisition Reserve to support riverfront acquisitions, and a General Fund Transfer and mortgage payment to support operations facilities.

2019 2020


Salaries and Wages 0 0

Fringe Benefits 0 0

Debt Service 136,674 136,674

Capital Outlay 2,858,326 2,958,326

Capital Projects 2,995,000 3,095,000

Neighborhood Park Capital Levy 2,180,000 2,180,000

Michael P. Schmidt Operations Center Debt Service 136,674 136,674

Operations Facilities 363,326 363,326

Park Land Acquisition Reserve 315,000 315,000

Regional Park Transfer 0 100,000

Capital Projects 2,995,000 3,095,000


85

Department Budgets

Recreation Division The Recreation Division provides expertise to lead, provide and create affordable recreational, cultural, educational, and leisure opportunities to benefit and enhance the lives of all Minneapolis residents. The division oversees recreation facility operations, including recreation centers; golf courses; aquatic facilities and beaches; ice arenas; and recreation, education, and interpretive programming.

Recreation Leadership Team


86

Athletic Programs, Aquatics & Ice Arenas

The Athletic Programs, Aquatics & Ice Arenas department provides the management and support for citywide youth and adult sports programs, MPRB aquatic programs, Parade and Northeast Ice Arenas, Athletic Facility Permitting and the Recreation Division volunteer program. Youth and adult sports are organized and administered citywide through 11 youth sports leagues and 13 adult sports leagues. Administration of recreation division volunteers is organized system wide with collaboration with the recreation center program staff and the Environmental Stewardship division. The MPRB aquatic programs include North Commons Water Park, Jim Lupient Water Park, Webber Natural Swimming Pool, 12 beaches (8 with lifeguard services), the Phillips Community Aquatics Center, swimming lessons, water safety clinics, open swimming program, lifeguard training, log rolling lessons and sailing lessons.

Athletic Programs, Aquatics & Ice Arenas Goals & Benchmarks


Develop and Implement a Spring Season Adult Broomball League at Parade Ice Arena

Residents, visitors, and workers enjoy

opportunities to improve health and fitness.

B2


Survey Broomball participants for interest in spring league. 1/15/2020

Facilitate meeting with Ice Arena Manager and Officials Assigner to discuss access to arena, determine times and dates for leagues, and schedule officials training. 1/30/2020

Develop budget for league to include ice rental, equipment and officials’ costs. Determine league fee. 2/15/2020

Promote league information and registration through Team Sideline, Active.net and on MPRB web page. League registration begins. 2/20/2020

Develop league play schedules, schedule officials and league play begins. 4/1/2020

Review program, survey participants, ice arena staff and officials to determine any necessary changes to the league for next season. Share data with MPRB board. 5/31/2020


87

Athletic Programs, Aquatics & Ice Arenas (continued)

2019 2020 Fund 11500 Approved Recommended

Fees 1,486,138 1,533,742


Athletic Programs & Aquatics Revenue 1,488,565 1,536,169

2019 2020





Athletic Programs & Aquatics Expense 3,583,297 3,723,653


88

Athletic Programs, Aquatics & Ice Arenas (continued)

2019 2020

Athletic Programs & Aquatics Personnel Approved Recommended


Assistant Superintendent Recreation 0.20 0.20

Athletic Program Lead 1.00 1.00

Athletic Program Specialist 6.00 6.00

Director, Athletic Programs & Aquatics 0.90 0.90


Head Lifeguard 1.00 1.00

Lifeguard 5.00 5.00

Manager, Aquatics 1.00 1.00

Manager, Athletics & Aquatics 1.00 1.00

Recreation Volunteer Coordinator 1.00 1.00

Full Time 18.35 18.35

Aquatics Attendant 4.96 5.56

Aquatics Instructor 1.80 1.80

Lifeguard I, Class A 21.57 20.52

Lifeguard II, Class C 0.30 0.27

Recreation Specialist B 1.97 1.97


Recreation Specialist D 0.25 0.25

Part Time 31.92 31.44

Athletic Programs & Aquatics 50.27 49.79


89

Recreation Centers & Programs

The Recreation Centers and Programs Department operates 47 year‐round, neighborhood‐based Recreation Centers and coordinates and oversees the leases of two recreation centers to non‐profit entities. Each center employs full‐ and part‐time staff committed to providing quality recreation opportunities and programs. Recreation Centers are the focal point of extensive activities, programs and special events. Many are full‐service facilities with meeting rooms, kitchens and gymnasiums for individual and group use. At 16 Recreation Centers Youth Program Specialists focus on programs for underserved youth ages 12‐17.

Recreation Centers & Programs Goals & Benchmarks



Plan, Develop, and Implement two Ideation Technology Labs in Recreation Centers in 2020. Develop the program and service offerings and activate the new labs.

People play, learn, and develop a

greater capacity to enjoy life

A1 E


Working with the Executive Team, IT, and Planning ‐ identify recreation centers and spaces for the proposed labs. 1/31/2020

Develop Scope of services, issue RFP, evaluate proposals, and hire staff or contractors to program, run, and implement offerings. 2/15/2020

Work with IT and potential outside groups to determine proper hardware and software for each lab. 4/15/2020

Work with planning, trades, and IT to build out Ideation Technology labs at selected recreation centers. 4/15/2020

Activate space at initial Ideation Technology Labs. 7/31/2020

Work with IT, Planning, and Executive Team to identify additional labs that can be deployed in 2021. 12/31/2020


90

Recreation Centers & Programs (continued)

2019 2020


Fees 2,157,567 2,232,567


Recreation Centers & Programs Revenue 2,183,793 2,258,793

2019 2020





Recreation Centers & Programs Expense 12,376,841 14,371,703


91

Recreation Centers & Programs (continued)

2019 2020

Recreation Centers & Programs Personnel Approved Recommended


Asst. Director, Recreation Centers & Programs 1.00 1.00

Director, Recreation Centers & Programs 1.00 1.00


Manager, Recreation Service Area 5.00 5.00

Recreation Specialists 46.00 46.00

Youth Program Specialist 0.00 12.00

Park/School Campus Coordinator 0.00 1.00

Full Time 54.00 67.00

Recreation Specialist A 35.99 35.99




Recreation Specialist E 0.21 0.21

Part Time 130.45 132.48

Recreation Centers & Programs 184.45 199.48


92

Youth Development

The Youth Development Department provides Recreation Plus: affordable quality, state‐certified school‐age care for children grades kindergarten through sixth grade at 18 neighborhood recreation centers; Teen Teamworks: year‐round employment, work readiness training, summer educational sessions, and career guidance for at‐risk youth and young adults ages 14 to 24; StreetReach: street and park‐based outreach to engage youth in positive relationships, intervene with negative behaviors, and connect youth to parks and other community resources: Pop‐Up Parks: mobile recreational activities and upbeat staff who supervise activities for youth in neighborhoods and at events; a youth advisory council that provides leadership, engagement and vision to further the MPRB’s enhancement and development of programs and activities that meet the interests and needs of Minneapolis’ youth; language and cultural programs, Therapeutic Recreation and Inclusion services, and other citywide youth development programs and projects.

Youth Development Goals & Benchmarks


Youth and adults with disabilities participate in therapeutic and adaptive recreation programs that provide physical, social, and wellness opportunities while fostering skill‐building, positive relationships and a sense of belonging.

People play, learn and develop a greater capacity to enjoy life.

A1


Research and assess therapeutic and adaptive program offerings and best practices for therapeutic and adaptive programming from comparable cities nationwide. 2/2/2020

Develop and recommend procedures for best practices in therapeutic and adaptive programming. 3/1/2020

Develop a catalog of therapeutic and adaptive programs identifying the age group, leadership, cost and related components for Recreation Division staff to review for options at their recreation centers. 4/30/2020

Provide support for Recreation Division staff in scheduling, delivering and evaluating therapeutic and adaptive programs in each Service Area. 12/31/2020

Collect and assess evaluations from a minimum of 20% of program participants. Enhance or change programs to meet the interests and needs of participants. 12/31/2020


93

Youth Development (continued)

2019 2020


Fees 2,182,222 2,265,993


Youth Development Revenue 2,202,222 2,280,993

2019 2020





Youth Development Expense 4,834,278 4,341,485


94

Youth Development (continued)

2019 2020

Youth Development Personnel Approved Recommended


Child Care Worker 9.00 9.00

Child Development Supervisor 1.00 1.00

Director, Youth Development 1.00 1.00


Manager, Child Development 1.00 1.00

Teen Teamworks Program Coordinator 1.00 1.00

Therapeutic Recreation & Inclusion Coordinator 1.00 1.00

Youth Development Supervisor 2.00 2.00

Youth Engagement Coordinator 1.00 1.00


Youth Program Specialist ‐ Employment 0.00 1.00

Full Time 29.45 18.45







Part Time 70.17 70.81

Youth Development 99.62 89.26


95

Personnel Summary General Fund 2019 2020

Full Time Approved Recommended

Superintendent's Office Superintendent's Office 2.60 2.60


Communications & Marketing Department 5.85 5.85

Community Outreach Department 11.00 11.00

Park Police Department 38.85 40.85

Deputy Superintendent's Office


Customer Service Department 4.53 4.98

Finance Department 11.55 10.55

Human Resources Department 8.60 8.50

Environmental Stewardship Division Asset Management Department 192.96 197.56

Environmental Management Department 15.75 16.75

Forestry Department 76.85 76.45

Planning Services Division Design & Project Management Department 17.00 15.50

Strategic Planning Department 8.00 8.50

Recreation Services Division

Athletic Programs, Aquatics & Ice Arenas Department 18.35 18.35

Recreation Centers & Programs Department 54.00 67.00

Youth Development Department 29.45 18.45

Total Full Time 506.74 515.19

Part Time Superintendent's Office Communications & Marketing Department 3.06 2.36











96

Personnel Summary General Fund (Continued) 2019 2020

Part Time Approved Recommended



Recreation Services Division Athletic Programs, Aquatics & Ice Arenas Department 31.92 31.44



Total Part Time 314.23 317.87

Total 820.97 833.06


97

Special Revenue Funds

Special Revenue Funds Overview Pages 98‐102


98

Special Revenue Funds Overview The MPRB has two Special Revenue Funds; the Park Grant and Dedicated Revenue Fund and the Tree Preservation and Reforestation Fund. The Park Grant and Dedicated Revenue Fund is a Special Revenue Fund established to account for resources designated for specific purposes. The fund consists of two designations, Special Reserves and Park Land Acquisition Reserve. Special Reserves represent grant and other revenue that has been designated for specific purposes through grantor requirements, donor requests or Board direction. Some items included in this area are Loring Tree Trust, sustainability fund, gift program, privately funded programs or projects and operations and maintenance lottery proceeds received from the State. The Park Land Acquisition Reserve is a Board designated fund to account for small land sales and acquisitions. Revenue received from land sales and other sources are earmarked for land acquisition and are accounted for in this fund. The Tree Preservation and Reforestation Fund accounts for a special property tax levy approved by the Board to address threats to the urban forest due to Emerald Ash Borer and tree loss due to storms.


Recommended 2020 Budget

2019 2020


Revenues 3,174,550 3,224,840

Expenditures 3,174,550 3,224,840

Balance 0 0

Special Revenue Funds Balance Estimated Net Asset Balance January 1, 2020 13,470,581

2020 Budgeted Excess Revenues Over/(Under) Expenses 0

Estimated Net Asset Balance December 31, 2020 13,470,581

The Net Asset Balance is reserved to offset the fluctuations in improvement expenses from year to year.


99



2019 2020 %


Current Property Taxes ‐ Tree Preservation & Reforestation 1,786,950 1,857,240 70,290 3.9%

Fund Balance (Tree Preservation) 20,000 0 (20,000) ‐100.0%

State Grants & Other Local Government 1,337,000 1,337,000 0 0.0%

Grants & Donation 30,600 30,600 0 0.0%

Total Revenue 3,174,550 3,224,840 50,290 1.6%

Current Property Taxes ‐ Tree

Preservation & Reforestation

57.6%

Fund Balance0.0%

State Grants & Other Local Government

41.5% Grants & Donation0.9%

2020 Special Revenue FundsRevenue by Major Sources

Current Property Taxes ‐ Tree

Preservation & Reforestation

56.3%

Fund Balance0.6%

State Grants & Other Local Government

42.1%

Grants & Donation1.0%

2019 Special Revenue FundsRevenue by Major Sources


100



2019 2020 %


Wages & Fringe 557,987 582,733 24,746 4.4%

Operating & Equipment 2,616,563 2,642,107 25,544 1.0%

Total Expenditures 3,174,550 3,224,840 50,290 1.6%

Wages & Fringe18.1%

Operating81.9%

2020 Special Revenue FundsExpenses by Major Category

Wages & Fringe17.6%

Operating82.4%

2019 Special Revenue Funds Expenses by Major Category


101

Forestry Tree Preservation and Reforestation

2019 2020

Statement of Revenues and Expenses Approved Recommended

Operating Revenues

Current Property Taxes ‐ Tree Preservation & Reforestation 1,786,950 1,857,240

Fund Balance 20,000 0

Total Operating Revenues 1,806,950 1,857,240

Operating Expenses

Salaries & Wages 360,712 379,047



Total Operating Expenses 1,806,950 1,857,240

Excess Revenues Over/(Under) Expenses 0 0

2019 2020

Tree Preservation and Reforestation Personnel Approved Recommended

Arborist 4.00 4.00

Arborist Crew Leader 1.00 1.00


Full Time 6.00 6.00

Tree Preservation and Reforestation 6.00 6.00


102

Park Grant & Dedicated Revenue Fund

2019 2020

Statement of Revenues and Expenses Approved Recommended

Operating Revenues

State Grants & Other Local Government 1,337,000 1,337,000

Grant & Donations 30,600 30,600


Operating Expenses





103

Enterprise Fund

Enterprise Fund Overview Pages 104‐106

Department Budgets


Environmental Stewardship Pages 111‐112 Division Pages

Recreation Division Pages 113‐116 Debt Service & Improvements Page 117‐118

Personnel Summary Page 119


104

Enterprise Fund Overview The Enterprise Fund is a self‐supporting fund established to account for all business‐type operations including golf courses, concessions, ice arenas, permits. Net income from operations provides capital rehabilitation, construction or improvements as well as debt service.

Enterprise Fund


2019 2020


Revenues 12,619,401 13,639,071

Expenditures 11,937,450 13,250,955

Balance 681,951 388,116

Enterprise Fund Balance

Estimated Net Asset Balance January 1, 2020 3,351,373

2020 Budgeted Excess Revenues Over/(Under) Expenses 388,116


The Net Asset Balance is reserved to offset the fluctuations in improvement expenses from year to year.

The 2020 recommended budget for the Enterprise Fund is $13.2 million. Charges for service (fees) comprise 51 percent of total revenue. Commissions, rents, and parking lots and meters comprise the remaining 49 percent. The operating budget is comprised of three major categories, wages and fringe, 42 percent; operating costs, 34 percent; and improvements and debt service, 24 percent.


105

Enterprise Fund


2019 2020 %


Charges For Service 6,874,463 6,921,911 47,448 0.7%

Parking Lots and Meters 2,454,780 2,565,158 110,378 4.5%

Commissions and Rents 3,290,158 3,151,658 (138,500) ‐4.2%

Insurance Proceeds 0 1,000,344 1,000,344

Total Revenue 12,619,401 13,639,071 1,019,670 8.1%

Charges For Service50.8%

Parking Lots and Meters18.8%

Commissions and Rents23.1%

Insurance Proceeds7.3%

2020 Enterprise Fund Revenue by Major Sources

Charges For Service54.5%

Parking Lots and Meters19.5%

Commissions and Rents26.1%

2019 Enterprise Fund Revenue by Major Sources


106

Enterprise Fund

Expenses by Major Categories

2019 2020 %


Wages & Fringe 5,346,188 5,529,030 182,842 3.4%

Operating 4,369,405 4,552,421 183,016 4.2%

Improvements 1,319,878 2,310,344 990,466 75.0%

MERF Payment 177,092 141,773 (35,319) ‐19.9%

Transfers to Debt Service 724,887 717,387 (7,500) ‐1.0%

Total Expenses 11,937,450 13,250,955 1,313,505 11.0%

Wages & Fringe42.8%

Operating34.4%

Improvements17.4%

Transfers to Debt Service5.4%

2020 Enterprise Fund Expenses by Major Category

Wages & Fringe46.3%

Operating36.6%

Improvements11.1%

Transfers to Debt Service6.1%

2019 Enterprise Fund Expenses by Major Category


107

Department Budgets



108

Customer Service ‐ Parking Operations

The MPRB operates and maintains regional parks throughout the system. Pay Parking was developed to generate revenue from the millions of visitors who utilize the regional system yet live outside of the City of Minneapolis. The Metropolitan Council Regional Parks Policy Plan requires that parking fees be uniform and prohibits residential discounts. Parking Operations for the MPRB include the Parade parking complex, regional parks parking lots and on‐street meters, commercial parking lots and on‐street meters, and special event parking. Currently the MPRB provides 5,201 parking spaces and 2,278 of them are pay spaces; a regional parking system consisting of 27 lots, 20 of which are pay lots, and 99 on‐street meters; and a commercial parking system, used primarily by commuters, consisting of 5 pay lots and 154 on‐street meters.

Statement of Revenues and Expenses 2019 2020


Operating Revenues

Parking Lots & Meters 2,308,980 2,419,358

Commissions and Rents 26,000 26,000


Operating Expenses




Total Operating Expenses 589,968 722,042

Operating Income 1,745,012 1,723,316

Customer Service ‐ Parking Operations 2019 2020

Personnel Approved Recommended



Parking Coordinator 1.00 1.00

Full Time 1.75 1.75


Trades 0.10 0.10

Part Time 0.67 0.67

Customer Service ‐ Parking Operations 2.42 2.42


109

Customer Service ‐ Use and Events Permitting

The Use and Events Permitting Unit, within the Customer Service Department, regulates activities in the parks through the issuance of permits and contracts in compliance with MPRB ordinances, rules and standards. Regional park facilities are reserved and permitted for MPRB and outside organizations for both public and private events. The Use and Events Permitting Unit works collaboratively across MPRB departments to assure that events permitted on park property are executed correctly.



Operating Revenues

Charges for Service 1,067,760 1,085,260

Commissions and Rents 105,000 105,000


Operating Expenses





Operating Income 346,613 230,162

Customer Service ‐ Use and Events Permitting Personnel

2019 2020




Special Event Coordinator 1.00 1.00

Manager, Permits 0.75 0.75


Full Time 3.47 4.02




Part Time 2.85 2.53

Customer Service ‐ Use and Events Permitting 6.32 6.55


110

Customer Service ‐ Vendor Agreements/Concessions

The MPRB contracts with private vendors for a wide range of services, including excursion boats, food vending, boat rentals and bicycle rentals.



Operating Revenues

Commissions and Rents 1,637,500 1,489,000


Operating Expenses





Operating Income 1,236,422 1,033,440

Customer Service ‐ Vendor Agreements/Concessions Personnel

2019 2020





Parkkeeper Crew Leader 0.45 0.45

Full Time 2.28 2.28


Trades 0.11 0.11

Part Time 0.11 0.97

Customer Service ‐ Vendor Agreements/Concessions 2.39 3.25


111

Department Budgets



112

Asset Management ‐ Sculpture Garden

The MPRB entered into an operating agreement with the Walker Art Center on April 3, 1985 to operate the Sculpture Garden and the Cowles Conservatory. This agreement was amended in 1987 with a 25‐year term and an automatic renewal term. The operating agreement was renewed for an additional 5‐year term in 2013. The Sculpture Garden went through a major reconstruction, including the removal and repurposing of the Cowles Conservatory and reopened in 2017. The Sculpture Garden does not generate revenue sufficient to support its operations. As a result, the Sculpture Garden is supported by the profits of other enterprise activities. Since the reopening of the Sculpture Garden, the MPRB has been in discussion with the Walker Art Center on an operating agreement.

Statement of Revenues and Expenses 2019 2020 Approved Recommended

Operating Revenues Parking Lots & Meters 119,800 119,800 Commissions and Rents 190,000 190,000

Total Operating Revenues 309,800 309,800 Operating Expenses Salaries & Wages 123,567 157,042 Fringe Benefits 41,350 45,233 Operating Costs 190,489 173,730


Operating Income ‐45,606 ‐66,205

2019 2020

Sculpture Garden Personnel Approved Recommended

Gardener 0.63 0.50





Full Time 1.36 1.36



Trades 0.03 0.03

Part Time 1.28 1.88

Sculpture Garden & Cowles Conservatory 2.64 3.24


113

Department Budgets

Recreation Division The Recreation Division provides expertise to lead, provide and create affordable recreational, cultural, educational, and leisure opportunities to benefit and enhance the lives of all Minneapolis residents. The division oversees recreation facility operations, including recreation centers; golf courses; aquatic facilities and beaches; ice arenas; and recreation, education, and interpretive programming.

Recreation Leadership Team


114

Golf

Golf Operations monitors, maintains, and markets 108 holes of golf that include the following facilities and programs: 18‐hole courses at Columbia Golf Club, Gross National Golf Club, Hiawatha Golf Club, Meadowbrook Golf Club, Theodore Wirth Golf Club; a nine‐hole par three course at Wirth; and a nine‐hole executive golf course at Fort Snelling. There are three learning centers: Columbia Learning Center (42‐station learning center/driving range), Gross National Learning Center (18‐station learning center/driving range) and Hiawatha Learning Center (53‐station learning center/driving range). A major supporter of junior golf, our Golf Department will continue its relationship with First Tee and their newly formed entity, The First Tee of the Twin Cities (a combination of their Minneapolis and Saint Paul chapters). Our staff will work closely with First Tee directors and instructors to promote junior golf to all youth throughout our city and our recreation programs. Adult lessons and clinics will continue to be offered by PGA professionals. Golf Operations operates two banquet/reception facilities, Columbia Manor Reception Hall and the Wirth Fireplace Reception Hall. In addition, the golf course clubhouses are available for small meeting rentals during the late fall and winter months. There is Disc Golf available at Fort Snelling and at the Wirth Par 3 course. This department continues to work through the details of restoring both Hiawatha and Meadowbrook after the unprecedented rain events in June of 2014. Our staff will meet the challenges of providing quality golf to the citizens of Minneapolis.

Golf Goals & Benchmarks


Racial Equity

Action Plan

Development and Implement new loyalty program through Club Prophet software provider.

Financially independent and sustainable parks

prosper.

B1, B2 E 1, 2, 3


Meet with software provider Club Prophet to select model using current best practices. 1/15/2020

Work with marketing department to develop marketing strategy for the program. 1/31/2020

Implement new program prior to Play Golf Minneapolis Summit. 2/22/2020

Track results of the loyalty program through metrics provided by software provider. 9/1/2020

Assess effectiveness of loyalty program and implement updates into 2021 program. 11/30/2020


115

Golf (continued)



Operating Revenues

Charges for Services 4,677,424 4,708,972

Commissions and Rents 1,357,658 1,357,658


Operating Expenses

Salaries & Wages 2,702,048 2,651,007




Operating Income ‐500,681 ‐415,323

2019 2020

Golf Operations Personnel Approved Recommended



Director, Golf 1.00 0.00

Foreman Golf Maintenance 5.00 5.00

Golf Course Specialist 3.00 3.00

Manager, Golf Course 5.00 5.00



Full Time 19.40 18.40

Golf, Aquatic and Ice Attendant 26.67 23.16



Trades 0.82 0.85

Part Time 47.93 44.45

Golf Operations 67.33 62.85


116

Athletic Programs, Aquatics & Ice Arena Operations

The MPRB operates the Parade Ice Garden and the Northeast Ice Arena. Both arenas are available to rent for an hourly rate. Parade Ice Garden is open year‐round and consists of two full sheets of ice and a studio rink. Parade also has public skating and open hockey. Northeast Ice Arena is a seasonal facility with a single full‐sized sheet of ice. Northeast Ice Arena offers indoor turf for soccer and lacrosse use from March through July.



Operating Revenues

Charges for Services 1,129,279 1,137,679


Operating Expenses





Operating Income 122,048 51,886

2019 2020

Ice Arena Operations Personnel Approved Recommended



Ice Resurface Driver 2.00 2.00

Manager, Ice Arenas 1.00 1.00


Full Time 4.10 5.10



Part Time 4.60 3.40

Ice Arena Operations 8.70 8.50


117

Debt Service & Improvements

Net Income generated in the Enterprise Fund is used for facility improvements and debt service.

2019 2020


Insurance Proceeds 0 975,344

Transfer from Self‐Insurance 0 25,000

Improvements Revenue 0 1,000,344

2019 2020


Salaries and Wages 0 0


Debt Service 724,887 717,387

Capital Outlay 1,319,878 2,310,344

Debt Service & Improvements 2,221,857 3,169,504


118

MPRB 2020‐2025 Enterprise Fund Capital Improvement Program

Capital Investment ProjectsPark/Project Name Proposed Park Improvements 2020 2021 2022 2023 2024 2025

Emergency Repair

Repair or replace elements that fail and need

immediate response 205,000 200,000 250,000 250,000 250,000 250,000

Ice Arenas Ice Arena Master Plan 35,000

Ice Arenas Parade Ice Arena Training Room Renovation 100,000

Ice Arenas Ice Arenas rubber flooring replacement 20,000

Ice Arenas Parade Ice Arena Signage 30,000

Theodore Wirth Regional Park Wirth Parking Improvements 100,000 200,000

Gross Golf Course Gross Storage Facility Replacement 60,000

Meadowbrook Golf Course Meadowbrook Golf Temporary Building 250,000

Meadowbrook Golf Course Meadowbrook Golf Building Replacement 200,000 200,000 200,000 200,000

Chain of Lakes Regional Park Bde Maka Ska Concession Building 1,000,344

Capital Investments Subtotal 1,750,344 450,000 450,000 450,000 450,000 450,000

Rehabilitation ProgramPark/Project Name Proposed Park Improvements 2020 2021 2022 2023 2024 2025

ADA Improvements ADA Improvement Planning 100,000

ADA Improvements 300,000 300,000 300,000 300,000 300,000

Pathways and Pavement

Complete pavement condition assessment for

all enterprise fund parking lots and pathways. 150,000

Pathways and Pavement Repair or replace exterior hard surfacing. 250,000 250,000 250,000 250,000 250,000

Roofs

Complete assessment of roof condition for all

enterprise fund facilities 100,000

Roofs Repair or replace roofs 250,000 250,000 250,000 250,000 250,000

Theodore Wirth Regional Park Wirth Toolshed Roof 150,000

Regional Parks Use & Events Permits Reserve 30,000 30,000 30,000 30,000 30,000 30,000

Regional Parks Parking Kiosk Replacement 30,000 30,000 30,000 30,000 30,000 30,000

Rehabilitation Program Subtotal 560,000 860,000 860,000 860,000 860,000 860,000

Total 2,310,344 1,310,000 1,310,000 1,310,000 1,310,000 1,310,000


119

Personnel Summary Enterprise Fund 2019 2020


Deputy Superintendent's Office Customer Service Department 7.50 8.05

Environmental Stewardship Division Sculpture Garden & Cowles Conservatory 1.36 1.36


Golf Operations Department 19.40 18.40


Part Time Deputy Superintendent's Office Customer Service Department 3.63 4.17

Environmental Stewardship Division Sculpture Garden & Cowles Conservatory 1.28 1.88




Total 89.80 86.81


120


121

Internal Service Funds

Internal Service Funds Overview Pages 122‐124

Department Budgets


Environmental Stewardship Division Pages 131‐134

Personnel Summary Page 135


122

Internal Service Funds Overview The MPRB has two Internal Service Funds. The Park Internal Services Fund accounts for the rental of equipment and the information technology services provided to other MPRB Funds. The Park Self‐Insurance Fund accounts for the insurance activities of the MPRB. These activities include workers compensation, property insurance, general liability, automotive liability and police professional liability.



2019 2020


Revenues 10,257,455 10,820,667

Expenditures 10,550,604 11,366,902

Balance (293,149) (546,235) The 2020 recommended budget for Internal Service Funds is $11.4 million, a 7.7 percent increase in spending from the 2019 approved budget. Equipment rental fees comprise 56 percent of total revenue. Insurance and workers comp premiums comprise 20 percent and Information Technology Services and sales of fixed assets the remaining 24 percent. The operating budget is comprised of two major categories; wages and fringe, 44 percent; operating costs & equipment replacement, 56 percent.

Internal Service Funds Balance

Estimated Net Asset Balance January 1, 2020 12,717,048

2020 Budgeted Excess Revenues Over/(Under) Expenses (546,235)


The Net Asset Balance is reserved for future capital investments and self‐insurance liabilities.


123



2019 2020 %


Equipment Rental 5,762,976 6,100,942 337,966 5.9%

Sale of Fixed Assets 33,000 200,000 167,000 506.1%

ITS Services 2,288,893 2,369,725 80,832 3.5%

Insurance & Workers Comp Premiums 2,172,586 2,150,000 (22,586) ‐1.0%

Total Revenue 10,257,455 10,820,667 563,212 5.5%

Equipment Rental56.4%

Sale of Fixed Assets1.8%

ITS Services21.9%

Insurance & Workers Comp Premiums19.9%

2020 Internal Service Funds Revenue by Major Sources

Equipment Rental56.2%

Sale of Fixed Assets0.3%

ITS Services22.3%

Insurance & Workers Comp Premiums21.2%

2019 Internal Service FundsRevenue by Major Sources


124



2019 2020 %


Wages & Fringe 5,020,852 5,010,965 (9,887) ‐0.2%

Operating & Equipment 5,529,752 6,355,937 826,185 14.9%

Total Expenditures 10,550,604 11,366,902 816,298 7.7%

Wages & Fringe44.1%

Operating55.9%

2020 Internal Service FundsExpenses by Major Category

Wages & Fringe47.6%

Operating52.4%

2019 Internal Service Funds Expenses by Major Category


125

Department Budgets



126

Information Technology Services

Information Technology Services (ITS) provides service and support for all MPRB technology initiatives including computer hardware, software, network and connectivity, wireless access, servers, telephony, mobile devices, printing devices, and multimedia equipment. The 2020 ITS budget includes infrastructure improvements to improve network speed and redundancy, lifecycle hardware replacements for desktop and laptops, security systems, cameras, keyless entry systems, software licensing, web hosting, and data center facilities to address increasing needs in network and connectivity services.

ITS Goals & Benchmarks

Goal Comp Plan

Goal Strategic Direction


This goal is for the creation and implementation of Ideation Technology Labs. It will include the design, procurement, and implementation of two ideation spaces in the MPRB system. An ideation Lab is a flex space designed around the unique needs of experiential learning, venture development, and engagement with the public. These could be focused around music production, video production, graphic design, or other STEM related learning opportunities.

Easily accessible information supports enjoyment

and use of the park and recreation system.

5 E


Working with Recreation, identify the purpose and locations and physical spaces for the ideation labs. 1/31/2020

Working with Recreation identify what hardware, software, and equipment will be required for each individual lab. Work with procurement to purchase the equipment. 4/15/2020

Work with Planning to design and build out the physical spaces to accommodate the equipment and teaching environment. 4/15/2020

Hire Technical Support Staff and work with Recreation on creating programming and curriculum for the ideation spaces. 6/30/2020

Deploy first Ideation Lab and open to the public. 7/31/2020

Install and deploy additional ideation labs. 12/31/2020


127

Information Technology Services (continued)



Revenues

Information Technology Services 2,288,893 2,369,725


Expenses

Operating Expenses 2,050,521 2,110,403

Capital Expenses 238,372 259,322



Information Technology Services Fund Balance Estimated Net Asset Balance January 1, 2020 779,994


Estimated Net Asset Balance December 31, 2020 779,994 The Net Asset Balance is reserved for future capital investments.


128

Information Technology Services (continued)

2019 2020





Equipment Replacement 238,372 259,322

Information Technology Services 2,288,893 2,369,725

2019 2020

Information Technology Services Personnel Approved Recommended

Director, Information Technology Services 1.00 1.00

IT Application Support Professional 1.00 1.00

IT Database & GIS Analyst 1.00 1.00

IT Network & Systems Specialist 1.00 2.00

IT Network & Systems Specialist II 1.00 0.00

IT Project Manager 2.00 2.00

IT Support Technician 3.00 3.00

IT Support Technician NPP20 1.00 1.00

IT Support Technician Supervisor 1.00 1.00

Manager, IT Infrastructure & Operations 1.00 1.00

Full Time 13.00 13.00

Technical Support Specialist 0.00 0.50

Part Time 0.00 0.50

Information Technology Services 13.00 13.50


129

Finance ‐ Self‐Insurance

The Self Insurance Fund covers liability for the activities the MPRB has chosen to insure. These activities include workers compensation, property loss, general liability, automotive liability and police professional liability. Funding is provided through a department distribution model that is based on analysis that maintains the required actuarially determined fund reserve level and accurately distributes costs to departments based on actual costs and experience.



Operating Revenues

Workers Compensation Contribution 1,803,034 1,700,000

General Liability Contribution 267,994 300,000

Property Insurance Premium 101,558 150,000


Operating Expenses

Workers Compensation 1,803,034 1,700,000

General Liability 267,994 300,000

Property Insurance 101,558 150,000



Self Insurance Fund Balance Estimated Net Asset Balance January 1, 2020 7,560,273



The Net Asset Balance is reserved to offset the fluctuations in expenses from year to year.


130

Finance – Self‐Insurance

2019 2020



Fringe Benefits* 1,761,134 1,655,370


Finance ‐ Self Insurance 2,172,586 2,150,000

2019 2020

Finance ‐ Self‐Insurance Personnel Approved Recommended





Full Time 1.05 1.05

Finance ‐ Self‐Insurance 1.05 1.05

*Fringe benefits include expenses for workers compensation claims.


131

Department Budgets



132

Asset Management ‐ Equipment Services

The Equipment Services Unit manages the acquisition, maintenance and disposal of approximately 1,700 units of large and small equipment; primarily the MPRB’s fleet of vehicles, including small and large trucks, plows, police vehicles, weed harvesters, tractors, along with a variety of off‐road equipment and specialized mowers. This unit provides mechanics to maintain the equipment as well as the staff to support the intake process, training and delivery of effective and efficient customer service. In addition, this unit maintains reporting programs to adhere to all Federal, State and local regulations required by law.

Asset Management ‐ Equipment Services – Goals & Benchmarks


The Minneapolis Park and Recreation Board will work to reduce the carbon footprint/environmental impact of its fleet and equipment by implementing formal criteria for evaluating new equipment purchases and replacements which reduce fuel consumption, minimize pollution and emissions, and improve operations. New criteria will be based on clean energy standards including the use of electric, hybrid, or other alternative options.

Sound management techniques

provide healthy, diverse and sustainable natural

resources.

C


Create Electric Vehicle Charging station infrastructure. Grant from the MPCA for $30,000 was issued and need additional funds for installation. 5/1/2020

Purchase and Implement Commercial Electric Greensmowers from Toro and evaluate their operation for future golf purchases if additional golf funding is approved. 6/1/2020

Establish EV vehicle and golf purchases for 2021 funding. 9/1/2020

Purchase 10 EV push mowers + 1 Extra battery for each. Evaluate their performance over the 2020 mowing season if additional funding is approved. 10/1/2020


133

Asset Management ‐ Equipment Services (continued)



Revenues

Rental 5,762,976 6,100,942

Sale of Fixed Assets 33,000 200,000


Expenses

Operating Expenses 3,436,664 3,573,163

Equipment Replacement 2,652,461 3,274,014


Excess Revenues Over/(Under) Expenses (293,149) (546,235)

Equipment Services Fund Balance Estimated Net Asset Balance January 1, 2020 4,376,781

2020 Budgeted Excess Revenues Over/(Under) Expenses (546,235)


The Net Asset Balance is reserved for future equipment purchases.


134

Asset Management ‐ Equipment Services (continued)

2019 2020





Equipment Replacement 2,652,461 3,274,014

Equipment Services 6,089,125 6,847,177

2019 2020

Equipment Services Personnel Approved Recommended



Automotive Mechanic Shop Leader 1.00 1.00


Equipment Repair Foreman 1.00 1.00

Equipment Services Attendant 2.00 2.00

Equipment Shop Supervisor 1.00 1.00


Full Time 15.30 15.30


Part Time 0.40 0.40

Equipment Services 15.70 15.70


135

Personnel Summary Internal Service 2019 2020



Information Technology Services Department 13.00 13.00

Finance ‐ Self Insurance 1.05 1.05

Environmental Stewardship Division Asset Management ‐ Equipment Services 15.30 15.30


Part Time Deputy Superintendent's Office Information Technology Services Department 0.00 0.50

Environmental Stewardship Division Asset Management ‐ Equipment Services 0.40 0.40


Total 29.75 30.25


136


137

Capital Project Funds

Capital Program Overview Pages 138‐140

2020 Capital Improvement Program Pages 141‐146

2020‐2025 Capital Improvement Program Pages 147‐157

Park Metrics Pages 158‐163

Capital Project Funds Budgets Pages 164‐165


138

Capital Program Overview Capital Program Overview

The MPRB’s 2020‐2025 Capital Improvement Program (CIP) includes improvements for regional,

neighborhood and enterprise facilities. It focuses on:

o Continued comprehensive use of equity metrics for neighborhood and regional park

project selection

o Increased consistency in park funding amounts, including additional allocations to

normalize previously underfunded parks

o Projects with clear demonstrated need

o Integration of sustainability practices

o Ensuring realistic budgets for proposed and past projects

o Funding for operations facilities needs

o Prioritizing existing assets above system expansion

o Working with communities to implement culturally appropriate recreation options

20 Year Neighborhood Park Plan (NPP20)

The NPP20 includes a total of $10.5 million for investments in rehabilitation and capital for neighborhood parks ($2.5 million of annual allocation that predates NPP20 and the additional $8.0 million that was provided through the NPP20 ordinances). The MPRB 2020 – 2025 Capital Improvement Program (CIP) for Neighborhood Parks was developed utilizing the Criteria Based System to allocate funds to projects in years 2022 ‐2025. For 2020 – 2021 the capital projects and rehabilitation categories and amounts adopted by the Board in 2016 are honored and remain in the CIP with NPP20 dollars providing additional projects or enhancements to already planned capital projects as well as providing funding in new rehabilitation categories and additional funding for existing rehabilitation categories. It also allocates resources to a NPP20 construction contingency fund, makes additional park dedication allocations, and identifies ‐ beginning in 2022 ‐ playground rehabilitation projects. Proposed funding is specific to each park and will remain allocated to that park and allows for community engagement and input which is critical when making future park improvements. If the community determines a different site improvement other than the improvement recommended by the Superintendent, dollars will be reallocated to fund that improvement. System‐wide neighborhood park rehabilitation will focus on ADA improvements, building repairs, roof and sidewalk repairs, park lighting improvements, repair of HVAC systems, below‐grade infrastructure and maintenance facility improvements, with repairs at multiple sites throughout the city every year. The Criteria Based System Ordinance passed by the Board of Commissioners in 2016 ensures specific, data‐driven, racial and economic equity‐based criteria will be used to prioritize capital


139

investment and large rehabilitation projects in neighborhood parks and establishes the MPRB as an industry leader in addressing racial and economic equity in this manner.

The criteria fall in two categories: community characteristics and park characteristics. Community characteristics include neighborhood demographic data ‐ identified racially concentrated areas of poverty, population density, youth population and crime statistics. Park characteristics include park asset data within each park ‐ asset condition, asset lifespan and proportionality of investment over the past 15 years relative to the total value of the park assets. The individual park rankings are used to prioritize the order in which neighborhood parks will receive capital project funding. All characteristics were updated in 2019. Also in 2019, staff performed a detailed analysis of past NPP20 funding allocations to determine the level of consistency in allocation amounts by “tier” of park. Tiers were determined based on the number of park amenities, park size, existence of a recreation center, and the degree of change envisioned by the park’s master plan. Eleven parks were determined to have been previously underfunded. The 2025 CIP year is proposed to be a “normalization year,” and is comprised mostly of additional allocations to underfunded parks. Because of this, only two new parks were added to the CIP in 2025. This critical look‐back and more consistent allocation amounts going forward ensures equity among projects in the CIP. In addition, funding for the first two ideation centers is included in the CIP in the year 2020. The individual park scores and rankings can be found beginning on page 158.

Regional Park Capital Program

Allocations to regional parks and trails are also being determined by an equity metric. Like with the neighborhood portion of the CIP, MPRB is honoring the existing CIP and adding projects in 2023 ‐ 2025 based on equity rankings. The Criteria Based System for Regional Parks and Trails is different than that for the neighborhood system in two ways: it uses different metrics, and it also targets currently incomplete “regional opportunity facilities” for special funding. Under this Ordinance, MPRB will allocate a minimum of 25% of its funds to Above the Falls and the Grand Rounds Missing Link until they are substantially complete, according to criteria in the Ordinance. In 2024 the entire 25% is allocated to the Grand Rounds Missing Link, because funding allocated in 2023 is recommended to be shifted to the Above the Falls Regional Park for the development of the Upper Harbor Terminal property. The remaining 2024 regional funds are allocated according to rankings determined by eight community and park characteristics. The community metrics are racially concentrated areas of poverty; access to the park by walking, transit, and private vehicle; and neighborhood safety. The park metrics are historic investment by acre, visitor use intensity, ADA consistency, natural resources quality, and trail quality. Regional facilities ranked up to #11 are included in the 2020‐2025 CIP.


140

Projected Neighborhood Park Funding Source (in millions) 2020 2021 2022* 2023* 2024* 2025*

NPP20 $10.50 $10.50 $10.50 $10.50 $10.50 $10.50

Neighborhood Park Capital Levy 2.18 2.18 2.18 2.18 2.18 2.18

Park Dedication (allocated) 1.04 0.26 0.00 0.00 0.00 0.35

General Fund Transfer 0.36 0.09 0.09 0.09 0.09 0.09

Other Outside Funding 0.00 0.20 0.00 0.00 0.00 0.00

Total $14.08 $13.23 $12.77 $12.77 $12.77 $13.12

*The amount of funding in 2022‐2025 will be adjusted in December 2020 based on objective measures of inflationary costs and other salient factors mutually acceptable to the City of Minneapolis and MPRB, per the NPP20 concurrent ordinances.

Projected Regional Park Funding Source (in millions) 2020 2021 2022 2023 2024 2025

Met Council/Regional Parks $0.00 $3.72 $0.00 $3.72 $0.00 $3.72

Parks and Trails ‐ Legacy 4.18 4.28 4.00 4.00 4.00 4.00

Lottery In Lieu (O & M) 1.30 1.30 1.30 1.30 1.30 1.30

General Fund Transfer 0.10 0.10 0.10 0.10 0.10 0.10

Park Dedication (allocated) 0.55 0.00 0.00 0.00 0.00 0.00

Total $6.13 $9.40 $5.40 $9.12 $5.40 $9.12


141

2020 Capital Improvement Program

Red print indicates items that have been changed from the Board Approved 2019–2024 Capital Improvement Program.

CAPITAL INVESTMENT PROJECTS: Neighborhood

2019 NPP20

RankingPark/Project Name

Proposed Park

Improvements

Reason for

inclusion in CIP2020 revised Funding Source District

85 Armatage ParkPlay area and site

improvementsPark Dedication $7,563 Park Dedication 6

Previous CIP $215,370 Neighborhood Capital Levy 1

Previous CIP $67,909 NPP20 1

Park Dedication $17,338 Park Dedication 1

NPP20 $222,850 NPP20 3


22 Currie Park Plan implementation NPP20 $240,000 NPP20 3

n/a Downtown Commons Plan implementation Park Dedication $322,594 Park Dedication 4

64 Farwell Park Plan implementation NPP20 $435,900 NPP20 2

19 Hall Park Plan implementation NPP20 $356,375 NPP20 2

Harrison Park Ideation Center Special Project $300,000 NPP20 2

74 Holmes ParkPlay area and site

improvementsPrevious CIP $74,630 Neighborhood Capital Levy 1

48 Keewaydin Park

Play area and climbing wall

phase 1, decommission

wading pool




25 Lovell Square Park Plan implementation Park Dedication $3,152 Park Dedication 2

84Lyndale Farmstead

ParkBuilding Improvements NPP20 $39,000 NPP20 6



47 Corcoran Park Plan implementation

38 Bottineau ParkPlay area and site

improvements

56 Kenny ParkPlay area and site

improvements

44 Lynnhurst ParkPlay area and site

improvements


142




2019 NPP20


Proposed Park

Improvements

Reason for


50 Marcy ParkPlay area and site

improvementsPrevious CIP $306,495 NPP20 1



8 North Commons Park Plan implementation NPP20 $800,000 NPP20 2

NPP20 $800,000 NPP20 6




16Phillips Community

Center

Pool and building

improvementsNPP20 $260,000 NPP20 3

52 Sibley Field ParkPlay area, wading pool, and

site improvementsPrevious CIP $622,425 NPP20 5



NPP20 $390,000 NPP20 4

NPP20 $110,500 Neighborhood Capital Levy 4


Ideation Center Special Project $300,000 Neighborhood Capital Levy 4

NPP20 $141,000 NPP20 all

Total $8,879,531

73 McRae ParkPlay area and site

improvements phase 1

70 Pearl ParkPlay area and site

improvements

10 Painter Park Plan implementation

27 Whittier Park

Play area and site

improvements

Plan implementation

Capital Investment Construction Contingency Fund


143


Red print indicates items that have been changed from the Board Approved 2019–2024 Capital Improvement Program. ROF = Regional Opportunity Facility. Per MPRB Ordinance, ROFs collectively receive 25% of all regional capital funds over 6‐year CIP, beginning in 2023

CAPITAL INVESTMENT PROJECTS: Regional

2019 NPP20


Proposed Park

Improvements

Reason for


Upper River Property

ManagementPrevious CIP $200,000 O and M Lottery Proceeds 1 and 2

Master Plan ImplementationRegional Equity

Metric$1,443,173 Parks and Trails 2

Water Works Previous CIP $295,000 Parks and Trails 4

Nicollet Island and East Bank

Trail and Connectivity

Improvements


ROFGrand Rounds Missing

LinkMaster Plan Implementation

Regional Equity

Metric$450,000 Parks and Trails 1

11Minnehaha Parkway

Regional TrailMaster Plan Implementation Previous CIP $446,270 Parks and Trails 5 and 6

Previous CIP $170,730 Parks and Trails 5

Previous CIP $450,000 O and M Lottery Proceeds 5

6Mississippi River

Gorge Regional ParkMaster Plan Implementation Previous CIP $406,843 Parks and Trails 3 and 5

5North Mississippi

Regional ParkWebber Pool Debt Service n/a $100,000 General Fund 2

4Shingle Creek

Regional TrailMaster Plan Implementation

Regional Equity

MetricMet Council Regional Funds 2

Master Plan Implementation Previous CIP $670,000 Parks and Trails 2 and 4

Eloise Butler Wildflower

Garden ImprovementsPrevious CIP $300,000 Parks and Trails 2 and 4

Total $5,482,016

Pavilion

8Central Mississippi

Riverfront

1Theodore Wirth

Regional Park

16Minnehaha Regional

Park

Above the Falls

Regional ParkROF


144



OTHER PROJECTS

Park/Project NameProposed Park

Improvements

Reason for


Service Centers Service Centers Improvements Previous CIP $363,326 General Fund All

Nieman Fields Renovation Debt Service Previous CIP $643,750 Neighborhood Capital Levy n/a

Community GardensSystem‐wide garden

implementation fundn/a $75,000 Neighborhood Capital Levy All

Total $1,082,076


145



REHABILITATION PROGRAM


Improvements

Reason for


ADA Improvements

Improve accessibility in all

neighborhood park sites and

buildings

NPP20 $800,000 NPP20 All

General Building and

Recreation Center

Rehabilitation

Repair or replace elements of

buildingsNPP20 $450,000 NPP20 All

$700,000 NPP20 All

$125,000 Neighborhood Capital Levy All

Heating, Ventilation,

and Air Conditioning

Repair or replace components

and/or systemsNPP20 $450,000 NPP20 All

Neighborhood Amenity

Fund

Repair or replace exterior park

amenities, features, and site

furnishings

NPP20 $450,000 NPP20 All

Park Lighting

Repair or replace exterior

lighting systems and

supporting infrastructure

NPP20 $300,000 NPP20 All

Synthetic Turf

Rehabilitation

Repair or replace surface

and/or base of synthetic

athletic fields

Previous CIP $150,000 Neighborhood Capital Levy All

Roofs Repair or replace roofs NPP20


146





Improvements

Reason for


Below‐Grade

Infrastructure

Repair, replace, or remove

underground pipes, conduits,

wiring, etc.

NPP20 $100,000 NPP20 All

NPP20 $250,000 NPP20 All

Previous CIP $144,867 Neighborhood Capital Levy All

Operations Facilities

Repair and improvements to

staging, storage, workshops,

and equipment areas

NPP20 $200,000 NPP20 All

Regional Park Amenity

Fund



furnishings in Regional Parks

Previous CIP $50,000 O and M Lottery Proceeds All

Regional Trail

Rehabilitation

Repair or replace exterior hard

surfacing (bituminous,

concrete, pavers, etc.) in

Regional Parks


Regional Park Habitat

Management

Create, enhance, maintain,

and manage naturalized

habitat areas in Regional

Parks


Total $4,769,867

Sidewalk and

Pavement



concrete, pavers, etc.)


147

MPRB 2020‐2025 Capital Improvement Program



2019 NPP20

RankingPark/Project Name Proposed Park Improvements

Reason for inclusion

in CIP

2020

revised

2021

revised

2022

revised

2023

revised

2024

revised2025

Revised

TotalFunding Source

Previous CIP/NPP20 $200,000 $200,000 NPP20

Outside Funds $200,000 $200,000 Outside Funds

85 Armatage ParkPlay area and site

improvementsPark Dedication $7,563 $7,563 Park Dedication

Play area and site

improvements

NPP20 Play Area

Rehab$338,000 $338,000

Neighborhood

Capital Levy

NPP20 $555,000 $700,000 $1,255,000 NPP20

NPP20 $200,000 $200,000Neighborhood

Capital Levy

14 Bassett's Creek Plan implementation Park Dedication $0 Park Dedication

69 Beltrami Park Plan implementation NPP20 $490,000 $565,000 $1,055,000 NPP20

31 Bethune Park Plan implementation NPP20 $735,000 $735,000 NPP20

13 Bohannon Park Plan implementation NPP20 $1,000,000 $1,000,000 NPP20

Previous CIP $215,370 $23,216 $238,586Neighborhood

Capital Levy

Previous CIP $67,909 $67,909 NPP20

Park Dedication $17,338 $17,338 Park Dedication

NPP20 $930,000 $930,000 NPP20


Capital Levy

Previous CIP $777,065 $275,989 $1,053,054Neighborhood

Capital Levy

Previous CIP $2,002,885 $389,011 $2,391,896 NPP20

78 Cavell ParkPlay area and site

improvementsPrevious CIP $294,595 $27,225 $321,820 NPP20

Plan implementation NPP20 $600,000 $600,000 NPP20

Play area and site

improvements

NPP20 Play Area

Rehab$390,500 $390,500

Neighborhood

Capital Levy

21 Central Gym Park Plan implementation NPP20 $700,000 $700,000 NPP20

36 CEPRO site Plan implementation NPP20 $450,000 $450,000 NPP20

24 Cleveland Park Plan implementation NPP20 $950,000 $950,000 NPP20

NPP20 $222,850 $727,150 $950,000 NPP20

Park Dedication $196,253 $196,253 Park Dedication47 Corcoran Park Plan implementation

62Bryn Mawr Meadows

ParkAthletic Fields Improvements

11Cedar Avenue Field

Park

Plan implementation

38 Bottineau Park

Play area and site

improvements

Plan implementation

5 28th St TotlotPlay area and site

improvements

53 Audubon Park


148




2019 NPP20


Proposed Park

Improvements


in CIP

2020

revised

2021

revised

2022

revised

2023

revised

2024

revised2025

Revised

TotalFunding Source

26 Cottage Park Plan implementation NPP20 $500,000 $500,000 NPP20


Play area and site

improvements

NPP20 Play Area

Rehab$355,000 $355,000

Neighborhood

Capital Levy

104 Dickman ParkPlan implementation:

pickleball courtPark Dedication $170,000 $170,000 Park Dedication

n/a Downtown Commons Plan implementation Park Dedication $322,594 $322,594 Park Dedication

Master Plan and initial site

improvementsNPP20 $428,464 $970,000 $1,398,464 NPP20

Play area and site

improvements

NPP20 Play Area

Rehab$425,000 $425,000

Neighborhood

Capital Levy

$515,125 $737,650 $1,252,775 NPP20

$250,000 $250,000Neighborhood

Capital Levy


Capital Levy

NPP20 $500,000 $500,000 $1,000,000 NPP20

64 Farwell Park Plan implementation NPP20 $435,900 $435,900 NPP20

7 Folwell Park Plan implementation NPP20 $1,000,000 $1,000,000 NPP20


Play area and site

improvements

NPP20 Play Area

Rehab$425,000 $425,000 NPP20

88 Fuller ParkWading pool and site

improvementsPrevious CIP $544,250 $300,000 $844,250 NPP20

32 Glen Gale Park Plan implementation NPP20 $600,000 $600,000 NPP20

19 Hall Park Plan implementation NPP20 $356,375 $393,625 $250,000 $1,000,000 NPP20

NPP20 $390,775 $450,000 $840,775 NPP20


Capital Levy

Play area and site

improvements

NPP20 Play Area

Rehab$390,500 $390,500

Neighborhood

Capital Levy

Ideation Center Special Project $300,000 $300,000 NPP20

22 Currie Park

17 Farview Park Plan implementation

12 East Phillips Park

33 Elliot Park Plan implementation NPP20

67 Franklin Steele Square

15 Harrison Park

Plan implementation


149




2019 NPP20


Proposed Park

Improvements


in CIP

2020

revised

2021

revised

2022

revised

2023

revised

2024

revised2025

Revised

TotalFunding Source

54 Hiawatha School ParkPlay area and site

improvements

NPP20 Play Area

Rehab$425,000 $425,000

Neighborhood

Capital Levy

74 Holmes ParkPlay area and site

improvementsPrevious CIP $74,630 $74,630

Neighborhood

Capital Levy

34 Irving Triangle Plan implementation NPP20 $50,000 $50,000Neighborhood

Capital Levy

37 Jackson Square Park Plan implementation NPP20 $700,000 $700,000 NPP20

48 Keewaydin Park

Play area and climbing wall

phase 1, decommission

wading pool

Previous CIP $626,454 $626,454 NPP20

Previous CIP $306,495 $306,495 NPP20


89

Lake Hiawatha Park

(part of Nokomis‐

Hiawatha Reg. Park)*

Play area and site

improvements

NPP20 Play Area

Rehab$338,000 $338,000

Neighborhood

Capital Levy

82 Linden Hills ParkPlay area and site

improvementsPark Dedication $0 Park Dedication

46 Loring Park Plan implementation Park Dedication $0 Park Dedication

25 Lovell Square Park Plan implementation Park Dedication $3,152 $3,152 Park Dedication

84Lyndale Farmstead

ParkBuilding Improvements NPP20 $39,000 $39,000 NPP20

1 Lyndale School Pool Plan implementation NPP20 $931,000 $931,000 NPP20

Previous CIP $306,495 $306,495 NPP20


50 Marcy ParkPlay area and site

improvementsPrevious CIP $306,495 $306,495 NPP20

Previous CIP $306,495 $306,495 NPP20


$0 $0Neighborhood

Capital Levy

$200,000 $200,000 NPP20

35 Newton Triangle Plan implementation NPP20 $150,000 $150,000Neighborhood

Capital Levy

73 McRae ParkPlay area and site

improvements phase 1

28 Murphy Square Park Plan implementation

56 Kenny ParkPlay area and site

improvements

44 Lynnhurst ParkPlay area and site

improvements

NPP20


150




2019 NPP20


Proposed Park

Improvements


in CIP

2020

revised

2021

revised

2022

revised

2023

revised

2024

revised2025

Revised

TotalFunding Source

NPP20 $800,000 $800,000 $1,600,000 NPP20


Capital Levy

Play area and site

improvements

NPP20 Play Area

Rehab$355,000 $355,000

Neighborhood

Capital Levy

Previous CIP $115,550 $115,550 NPP20

Previous CIP $400,940 $400,940Neighborhood

Capital Levy

Play area and site


42 Oliver Triangle Plan implementation NPP20 $30,000 $30,000Neighborhood

Capital Levy

NPP20 $800,000 $800,000 NPP20



Capital Levy


23 Perkins Hill Plan implementation NPP20 $350,000 $350,000 Park Dedication

16Phillips Community

Center

Pool and building

improvementsNPP20 $260,000 $260,000 NPP20

$459,375 $440,625 $900,000 NPP20


Capital Levy


Plan implementation

(improvements within

neighborhood‐focused portion

of regional park only)

NPP20 $1,060,000 $1,060,000 NPP20

Play area and site

improvements

NPP20 Play Area

Rehab$338,000 $338,000 NPP20

$0 $0Neighborhood

Capital Levy

$569,850 $569,850 NPP20

8 North Commons Park

Plan implementation

94Northeast Athletic

Field Park

Athletic Fields Improvements

10 Painter Park Plan implementation

NPP20

9

Riverside Park (part of

Mississippi Gorge

Regional Park)*

70 Pearl ParkPlay area and site

improvements

20 Powderhorn Park Plan implementation

95 Russell Triangle Plan implementation NPP20


151




2019 NPP20



in CIP

2020

revised

2021

revised

2022

revised

2023

revised

2024

revised2025

Revised

TotalFunding Source

61

Shingle Creek Park

(part of Shingle Creek

Regional Trail) *

Plan implementation

(improvements within

neighborhood‐focused portion

of regional park only)

NPP20 $0 $1,050,000 $1,050,000 NPP20

52 Sibley Field ParkPlay area, wading pool, and

site improvementsPrevious CIP $622,425 $300,000 $922,425 NPP20

101 Smith TriangleSculpture and site


40 St. Anthony Park Plan implementation NPP20 $1,055,000 $1,055,000 NPP20

NPP20 Play Area

Rehab$210,000 $210,000

Neighborhood

Capital Levy

NPP20 Play Area

Rehab$145,000 $145,000 NPP20

NPP20 $830,000 $830,000 NPP20


Capital Levy

2 Sumner Field Park Plan implementation NPP20 $100,000 $600,000 $700,000 NPP20

120 The Mall Park Plan implementation Previous CIP $89,279 $258,011 $347,290Neighborhood

Capital Levy


Capital Levy

$131,500 $131,500 NPP20

106 Van Cleve ParkPlay area and site


63 Todd ParkPlay area and site

improvements

NPP20 Play Area

Rehab

6 Stewart Field Park

Play area and site

improvements

Plan implementation


152


Red print indicates items that have been changed from the Board Approved 2019–2024 Capital Improvement Program. *Six neighborhood‐focused areas exist within regional parks and are included in the NPP20 metrics and project scheduling: Lake Hiawatha Park and Recreation Center, the Nokomis Community Center area, Riverside Park, Shingle Creek Park, Creekview Park, and Marshall Terrace Park. NPP20 funds will be used ONLY in these neighborhood‐focused areas and not in the larger regional park surrounding them.


2019 NPP20


Proposed Park

Improvements


in CIP

2020

revised

2021

revised

2022

revised

2023

revised

2024

revised2025

Revised

TotalFunding Source

Previous CIP $272,107 $272,107 NPP20


Capital Levy

NPP20 $390,000 $300,000 $690,000 NPP20


Capital Levy


Ideation Center Special Project $300,000 $300,000Neighborhood

Capital Levy

Plan implementation NPP20 $330,125 $669,875 $1,000,000 NPP20

NPP20 Play Area

Rehab$0 $0

Neighborhood

Capital Levy

NPP20 Play Area

Rehab$355,000 $355,000 NPP20

NPP20 $141,000 $680,000 $680,000 $680,000 $680,000 $680,000 $3,541,000 NPP20

Total $8,879,531 $8,747,138 $8,810,000 $8,820,000 $8,920,000 $9,270,000 $53,446,669

3 Willard Park Play area and site

improvements

27 Whittier Park

Play area and site

improvements

Plan implementation

Capital Investment Construction Contingency Fund


153




2019 NPP20



in CIP

2020

revised

2021

revised

2022

revised

2023

revised

2024

revised2025

Revised

TotalFunding Source

Previous CIP $573,000 $573,000Met Council

Regional Funds

Previous CIP $1,549,959 $1,549,959 Parks and Trails

Upper River Property

ManagementPrevious CIP $200,000 $200,000 $200,000 $200,000 $800,000

O and M Lottery

Proceeds


Metric$1,443,173 $1,296,473 $2,318,250 $1,130,000 $6,187,896 Parks and Trails

Water Works Previous CIP $295,000 $295,000 Parks and Trails

Nicollet Island and East Bank

Trail and Connectivity

Improvements



Metric$1,460,000 $1,460,000

Met Council

Regional Funds

7 Chain of Lakes Master Plan ImplementationRegional Equity

Metric$1,100,000 $1,326,750 $2,426,750 Parks and Trails

10 Columbia ParkwayTrail Improvement and

Rehabilitation

Regional Equity

Metric$650,000 $650,000

O and M Lottery

Proceeds

ROFGrand Rounds Missing

LinkMaster Plan Implementation

Regional Equity

Metric$450,000 $1,346,500 $1,130,000 $2,926,500 Parks and Trails

2Luce Line Regional

TrailMaster Plan Implementation

Regional Equity

Metric$1,173,000 $1,173,000

Met Council

Regional Funds

Previous CIP $446,270 $446,270 Parks and Trails

Regional Equity

Metric$800,000 $800,000

Met Council

Regional Funds

Regional Equity

Metric$650,000 $650,000

O and M Lottery

Proceeds


Previous CIP $450,000 $450,000O and M Lottery

Proceeds

Trail Improvement and

RehabilitationPrevious CIP $1,100,000 $1,100,000 Parks and Trails

11Minnehaha Parkway


16Minnehaha Regional

Park

Pavilion

ROF Above the Falls

Regional Park

Hall's Island and the Park on

the Scherer Site

8Central Mississippi

Riverfront


154


Red print indicates items that have been changed from the Board Approved 2019–2024 Capital Improvement Program. ROF = Regional Opportunity Facility. Per MPRB Ordinance, ROFs collectively receive 25% of all regional capital funds over 6‐year CIP, beginning in 2023


2019 NPP20


Proposed Park

Improvements


in CIP

2020

revised

2021

revised

2022

revised

2023

revised

2024

revised2025

Revised

TotalFunding Source

Previous CIP $1,375,000 $1,375,000Met Council

Regional Funds

Previous CIP $406,843 $1,432,227 $1,839,070 Parks and Trails

Regional Equity

Metric$1,326,750 $1,326,750 Parks and Trails

Previous CIP $1,775,000 $1,775,000Met Council

Regional Funds

Previous CIP $1,400,000 $1,400,000 Parks and Trails


Metric$1,460,000 $1,460,000

Met Council

Regional Funds

Webber Pool Debt Service n/a $100,000 $100,000 $100,000 $100,000 $100,000 $100,000 $600,000 General Fund


Regional Equity


4Shingle Creek


Regional Equity

Metric$2,000,000 $2,000,000

Met Council

Regional Funds


Regional Equity


Eloise Butler Wildflower

Garden ImprovementsPrevious CIP $300,000 $300,000 Parks and Trails

Regional Equity

Metric$550,000 $550,000

Met Council

Regional Funds

Regional Equity

Metric$450,000 $450,000

O and M Lottery

Proceeds

Total $5,482,016 $8,301,659 $4,300,000 $8,473,000 $4,750,000 $8,470,000 $39,776,675

5North Mississippi

Regional ParkMaster Plan and Programmatic

Plan, Promotion of Upper

River, Plan Implementation

1Theodore Wirth

Regional Park

Master Plan Implementation

6Mississippi River

Gorge Regional ParkMaster Plan Implementation

9Nokomis‐Hiawatha

Regional Park

Hiawatha Trail Loop and

Bridges, and other Trail

Improvement and

3Victory/Wirth

Memorial ParkwayMaster Plan Implementation


155



OTHER PROJECTS


Improvements


in CIP

2020

revised

2021

revised

2022

revised

2023

revised

2024

revised2025

Revised

TotalFunding Source

Previous CIP $363,326 $93,326 $93,326 $93,326 $93,326 $93,326 $829,956 General Fund

Previous CIP $270,000 $270,000 $270,000 $270,000 $270,000 $1,350,000Neighborhood

Capital Levy

Nieman Fields Renovation Debt Service Previous CIP $643,750 $643,750Neighborhood

Capital Levy

Grant Matches Regional Parks and Trails Previous CIP $450,000 $450,000 $900,000O and M Lottery

Proceeds

Community GardensSystem‐wide garden

implementation fundn/a $75,000 $75,000 $75,000 $75,000 $300,000

Neighborhood

Capital Levy

Total $1,082,076 $888,326 $888,326 $438,326 $363,326 $363,326 $4,023,706

Service Centers Service Centers Improvements


156





Improvements


in CIP

2020

revised

2021

revised

2022

revised

2023

revised

2024

revised2025

Revised

TotalFunding Source

ADA Improvements

Improve accessibility in all

neighborhood park sites and

buildings

NPP20 $800,000 $800,000 $700,000 $700,000 $700,000 $700,000 $4,400,000 NPP20

General Building and

Recreation Center

Rehabilitation

Repair or replace elements of

buildingsNPP20 $450,000 $450,000 $350,000 $350,000 $350,000 $350,000 $2,300,000 NPP20

$700,000 $700,000 $600,000 $600,000 $600,000 $600,000 $3,800,000 NPP20

$125,000 $70,000 $175,000 $370,000Neighborhood

Capital Levy

Heating, Ventilation,

and Air Conditioning

Repair or replace components

and/or systemsNPP20 $450,000 $450,000 $350,000 $350,000 $350,000 $200,000 $2,150,000 NPP20

Neighborhood Amenity

Fund



furnishings

NPP20 $450,000 $450,000 $450,000 $450,000 $450,000 $450,000 $2,700,000 NPP20

Park Lighting

Repair or replace exterior

lighting systems and

supporting infrastructure

NPP20 $300,000 $300,000 $200,000 $200,000 $200,000 $200,000 $1,400,000 NPP20

Synthetic Turf

Rehabilitation

Repair or replace surface

and/or base of synthetic

athletic fields

Previous CIP $150,000 $149,500 $150,000 $290,000 $290,000 $290,000 $1,319,500Neighborhood

Capital Levy

Below‐Grade

Infrastructure

Repair, replace, or remove

underground pipes, conduits,

wiring, etc.

NPP20 $100,000 $100,000 $50,000 $50,000 $50,000 $50,000 $400,000 NPP20

NPP20 $250,000 $250,000 $250,000 $250,000 $250,000 $400,000 $1,650,000 NPP20

Previous CIP $144,867 $125,000 $100,000 $125,000 $100,000 $100,000 $694,867Neighborhood

Capital Levy

Operations Facilities

Repair and improvements to

staging, storage, workshops,

and equipment areas

NPP20 $200,000 $200,000 $150,000 $150,000 $150,000 $150,000 $1,000,000 NPP20

Roofs Repair or replace roofs NPP20

Sidewalk and

Pavement



concrete, pavers, etc.)


157





Improvements


in CIP

2020

revised

2021

revised

2022

revised

2023

revised

2024

revised2025

Revised

TotalFunding Source

Regional Park Amenity

Fund



furnishings in Regional Parks

Previous CIP $50,000 $50,000 $50,000 $50,000 $50,000 $50,000 $300,000O and M Lottery

Proceeds

Regional Trail

Rehabilitation



concrete, pavers, etc.) in

Regional Parks

Previous CIP $500,000 $500,000 $500,000 $500,000 $500,000 $500,000 $3,000,000O and M Lottery

Proceeds

Regional Park Habitat

Management

Create, enhance, maintain,

and manage naturalized

habitat areas in Regional

Parks

Previous CIP $100,000 $100,000 $100,000 $100,000 $100,000 $100,000 $600,000O and M Lottery

Proceeds

Total $4,769,867 $4,694,500 $4,175,000 $4,165,000 $4,140,000 $4,142,025 $26,084,367


158

Neighborhood Park Metrics Resulting from Criteria Based System for Capital and Rehabilitation Neighborhood Park Project Scheduling

2019

Rank Park Name

2019

TOTAL

SCORE Neighborhood Name Service Area

District

2019

ACP

2019

ACP50

1.

2019

ACP50

SCORE

2019

POPULATION

DENSITY

2. 2019

DENSITY

SCORE

2019

YOUTH

POPULA

TION

3. 2019

YOUTH

SCORE

2019

NEIGHBOR

HOOD

SAFETY

4. 2019

SAFETY

SCORE

AVERAGE

ASSET

CONDITION

5. 2019

CONDITION

SCORE LONGEVITY

6. 2019

LONGEVITY

SCORE

Historic

Invest

ment

7. 2019

INVEST

MENT

SCORE

1 Lyndale School Pool 18.00 East Harriet Southwest 6 Yes Yes 5 3001 1 19.8% 1 2.18 0 5.00 5.00 3.0 3.0 0.0% 3

2 Sumner Field Park 18.00 Sumner ‐ Glenwood North 2 Yes Yes 5 7755 2 38.4% 2 10.55 2 3.00 3.00 1.0 1.0 0.0% 3

3 Willard Park 17.92 Willard ‐ Hay North 2 Yes Yes 5 8948 2 31.4% 2 14.23 2 3.08 3.08 0.8 0.8 0.0% 3

4 Jordan Park 17.60 Jordan North 2 Yes Yes 5 10845 3 36.6% 2 19.71 2 3.63 3.63 0.7 0.7 131.0% 0

5 28th St Totlot 17.50 Whittier Southwest 4 Yes Yes 5 18156 3 14.2% 0 9.45 1 4.50 4.50 1.0 1.0 0.0% 3

6 Stewart Field Park 17.24 Midtown Phillips South 3 Yes Yes 5 14035 3 30.8% 2 14.06 2 3.38 3.38 0.7 0.7 14.2% 1

7 Folwell Park 17.00 Folwell North 2 Yes Yes 5 10376 3 29.9% 2 23.05 2 3.30 3.30 0.6 0.6 14.7% 1

8 North Commons Park 16.90 Willard ‐ Hay North 2 Yes Yes 5 8948 2 31.4% 2 14.23 2 3.15 3.15 0.7 0.7 1.9% 2

9 Riverside Park * 16.87 Cedar Riverside South 3 Yes Yes 5 17534 3 22.9% 1 6.13 1 2.70 2.70 1.2 1.2 0.0% 3

10 Painter Park 16.84 Lyndale Southwest 6 Yes Yes 5 15224 3 16.0% 1 5.44 1 3.42 3.42 1.3 1.3 9.3% 2

11 Cedar Field Park 16.75 East Phillips South 3 Yes Yes 5 12264 3 36.9% 2 27.04 2 2.75 2.75 0.0 0.0 0.2% 2

12 East Phillips Park 16.40 East Phillips South 3 Yes Yes 5 12264 3 36.9% 2 27.04 2 2.48 2.48 1.1 1.1 82.0% 0

13 Bohannon Field Park 15.89 Lind ‐ Bohanon North 2 Yes Yes 5 6669 1 28.4% 2 13.72 2 2.43 2.43 1.4 1.4 3.4% 2

14 Bassett's Creek Park 15.88 Harrison North/Southwest 2, 4 Yes Yes 5 6820 2 23.0% 1 13.48 2 3.60 3.60 2.0 2.0 28.5% 0

15 Harrison Park 15.87 Harrison North 2 Yes Yes 5 6820 2 23.0% 1 13.48 2 2.93 2.93 0.9 0.9 8.9% 2

16 Phillips Pool & Gym 15.78 Midtown Phillips South 3 Yes Yes 5 14035 3 30.8% 2 14.06 2 3.00 3.00 0.5 0.5 27.6% 0

17 Farview Park 15.71 Hawthorne North 2 Yes Yes 5 5195 1 35.4% 2 41.68 2 2.98 2.98 0.7 0.7 6.0% 2

18 Phelps Field Park 15.70 Bryant South 5 Yes Yes 5 10372 3 25.0% 2 3.56 0 3.11 3.11 1.4 1.4 15.9% 1

19 Hall Park 15.70 Near ‐ North North 2 Yes Yes 5 6247 1 38.1% 2 17.89 2 2.72 2.72 0.9 0.9 7.4% 2

20 Powderhorn Park 15.69 Powderhorn Park South 5 Yes Yes 5 13352 3 28.7% 2 9.32 1 2.25 2.25 1.3 1.3 12.9% 1

21 Central Gym Park 15.25 Central South 3 Yes Yes 5 14521 3 28.7% 2 10.77 2 2.50 2.50 0.1 0.1 60.7% 0

22 Currie Park 15.20 Cedar Riverside South 3 Yes Yes 5 17534 3 22.9% 1 6.13 1 3.50 3.50 1.1 1.1 57.9% 0

23 Perkins Hill Park 14.92 McKinley North 2 Yes Yes 5 7275 2 28.7% 2 17.21 2 2.33 2.33 1.0 1.0 58.3% 0

24 Cleveland Park 14.83 Cleveland North 2 Yes Yes 5 8286 2 33.1% 2 13.23 2 2.50 2.50 1.0 1.0 33.5% 0

25 Lovell Square Park 14.58 Near ‐ North North 2 Yes Yes 5 6247 1 38.1% 2 17.89 2 3.00 3.00 1.0 1.0 57.6% 0

26 Cottage Park 14.39 Jordan North 2 Yes Yes 5 10845 3 36.6% 2 19.71 2 2.00 2.00 0.0 0.0 38.8% 0

27 Whittier Park 14.20 Whittier Southwest 4 Yes No 3 18156 3 14.2% 0 9.45 1 2.77 2.77 1.4 1.4 0.0% 3

28 Murphy Square Park 14.00 Cedar Riverside South 3 Yes Yes 5 17534 3 22.9% 1 6.13 1 1.00 1.00 #N/A 0.0 0.0% 3

29 Humboldt Triangle 14.00 Near ‐ North North 2 Yes Yes 5 6247 1 38.1% 2 17.89 2 1.00 1.00 #N/A 0.0 0.0% 3

30 Peavey Park 13.95 Ventura Village South 3 Yes Yes 5 16626 3 30.1% 2 16.17 2 1.20 1.20 0.2 0.2 55.0% 0

31 Bethune Park 13.78 Near ‐ North North 2 Yes Yes 5 6247 1 38.1% 2 17.89 2 2.29 2.29 1.1 1.1 34.8% 0

32 Glen Gale Park 13.65 Willard ‐ Hay North 2 Yes Yes 5 8948 2 31.4% 2 14.23 2 2.33 2.33 0.0 0.0 31.8% 0

33 Elliot Park 13.02 Elliot Park South 4 Yes No 3 16327 3 8.3% 0 13.64 2 3.39 3.39 0.5 0.5 13.3% 1

34 Irving Triangle ** 13.00 Jordan North 2 Yes Yes 5 10845 3 36.6% 2 19.71 2 N/A 1.00 #N/A 0.0 #N/A 0

35 Newton Triangle ** 13.00 Jordan North 2 Yes Yes 5 10845 3 36.6% 2 19.71 2 N/A 1.00 #N/A 0.0 #N/A 0

36 CEPRO site ** 13.00 Midtown Phillips South 3 Yes Yes 5 14035 3 30.8% 2 14.06 2 N/A 1.00 #N/A 0.0 #N/A 0

parks in 2017‐2024 CIP

increased score

decreased score

parks added in 2025 CIP parks with increased funding in an

effort to normalize allocation

* Neighborhood areas within regional parks

** Undeveloped parks


159


2019

Rank Park Name

2019

TOTAL


District

2019

ACP

2019

ACP50

1.

2019

ACP50

SCORE

2019

POPULATION

DENSITY

2. 2019

DENSITY

SCORE

2019

YOUTH

POPULA

TION

3. 2019

YOUTH

SCORE

2019

NEIGHBOR

HOOD

SAFETY

4. 2019

SAFETY

SCORE

AVERAGE

ASSET

CONDITION

5. 2019

CONDITION

SCORE LONGEVITY

6. 2019

LONGEVITY

SCORE

Historic

Invest

ment

7. 2019

INVEST

MENT

SCORE

37 Jackson Square Park 12.42 Holland Northeast/Southeast 1 Yes Yes 5 9331 2 24.2% 2 9.28 1 1.70 1.70 0.2 0.2 51.9% 0

38 Bottineau Park 12.37 Bottineau Northeast/Southeast 1 Yes No 3 5951 1 25.9% 2 8.91 1 2.67 2.67 0.7 0.7 3.8% 2

39 Logan Park 12.35 Logan Park Northeast/Southeast 1 Yes No 3 9225 2 16.8% 1 4.96 1 2.77 2.77 0.5 0.5 7.4% 2

40 St. Anthony Park 12.20 St. Anthony East Northeast/Southeast 1 Yes No 3 9182 2 15.7% 0 6.30 1 2.80 2.80 0.4 0.4 0.0% 3

41 Clinton Field Park 12.12 Whittier Southwest 4 Yes No 3 18156 3 14.2% 0 9.45 1 2.50 2.50 0.6 0.6 1.9% 2

42 Oliver Triangle ** 12.00 Willard ‐ Hay North 2 Yes Yes 5 8948 2 31.4% 2 14.23 2 N/A 1.00 #N/A 0.0 #N/A 0

43 Waveland Triangle 11.50 Linden Hills Southwest 6 No No 0 6164 1 11.0% 0 1.56 0 4.50 4.50 3.0 3.0 0.0% 3

44 Lynnhurst Park 11.33 Lynnhurst Southwest 6 No No 0 6141 1 28.6% 2 0.65 0 4.23 4.23 2.1 2.1 1.1% 2

45 Stevens Square Park 11.23 Steven's Square ‐ Loring Heights Southwest 4 Yes No 3 21556 3 3.2% 0 10.17 2 1.50 1.50 0.5 0.5 23.0% 1

46 Loring Park 11.20 Loring Park Regional 4 No No 0 19546 3 6.6% 0 9.28 1 3.67 3.67 1.5 1.5 3.8% 2

47 Corcoran Park 11.19 Corcoran South 5 No No 0 9392 2 23.9% 1 6.06 1 3.88 3.88 1.3 1.3 2.1% 2

48 Keewaydin Park 11.03 Keewaydin South 5 No No 0 4280 1 21.7% 1 1.84 0 4.03 4.03 2.0 2.0 0.0% 3

49 Barnes Place Triangle ** 11.00 Near ‐ North North 2 Yes Yes 5 6247 1 38.1% 2 17.89 2 N/A 1.00 #N/A 0.0 #N/A 0

50 Marcy Park 11.00 Marcy Holmes Northeast/Southeast 1 No No 0 15367 3 4.2% 0 5.76 1 3.00 3.00 1.0 1.0 0.0% 3

51 Washburn Fair Oaks Park 11.00 Whittier Southwest 4 Yes No 3 18156 3 14.2% 0 9.45 1 1.00 1.00 #N/A 0.0 0.0% 3

52 Sibley Field Park 10.98 Standish South 5 No No 0 8274 2 21.3% 1 3.39 0 3.48 3.48 1.5 1.5 0.0% 3

53 Audubon Park 10.95 Audubon Park Northeast/Southeast 1 No No 0 7707 2 18.7% 1 2.93 0 3.52 3.52 1.4 1.4 0.0% 3

54 Hiawatha School Park 10.85 Hiawatha South 5 No No 0 4380 1 18.5% 1 4.86 1 3.19 3.19 1.7 1.7 0.0% 3

55 Mueller Park 10.75 Lowry Hill East Southwest 4 No No 0 14946 3 7.1% 0 10.58 2 1.75 1.75 1.0 1.0 0.0% 3

56 Kenny Park 10.32 Kenny Southwest 6 No No 0 5548 1 24.0% 2 0.83 0 3.40 3.40 1.9 1.9 2.0% 2

57 Pershing Field Park 10.27 Fulton Southwest 6 No No 0 7223 2 25.9% 2 1.10 0 3.00 3.00 1.2 1.2 6.6% 2

58 Longfellow Park 10.25 Longfellow South 3 No No 0 5621 1 18.0% 1 11.90 2 2.68 2.68 1.5 1.5 6.6% 2

59 Northwestern Bell/Elwell Park 10.00 Marcy Holmes Northeast/Southeast 1 No No 0 15367 3 4.2% 0 5.76 1 2.00 2.00 1.0 1.0 0.0% 3

60 Normanna Triangle ** 10.00 Seward South 3 Yes Yes 5 7207 2 18.4% 1 6.81 1 N/A 1.00 #N/A 0.0 #N/A 0

61 Shingle Creek Park * 9.91 Shingle Creek North 2 No No 0 6325 1 26.6% 2 6.38 1 3.00 3.00 1.7 1.7 19.3% 1

62 Bryn Mawr Park 9.89 Bryn ‐ Mawr Southwest 4 No No 0 2070 1 19.0% 1 1.07 0 3.95 3.95 1.9 1.9 3.0% 2

63 Todd Park 9.78 Diamond Lake South 5 No No 0 4803 1 25.9% 2 0.69 0 3.11 3.11 1.7 1.7 0.3% 2

64 Farwell Park 9.58 Willard ‐ Hay North 2 No No 0 8948 2 31.4% 2 14.23 2 3.00 3.00 0.0 0.0 57.8% 0

65 Victory Park 9.51 Victory North 2 No No 0 6553 1 16.6% 1 4.02 1 3.17 3.17 1.3 1.3 0.9% 2

66 Brackett Park 9.51 Longfellow South 3 No No 0 5621 1 18.0% 1 11.90 2 2.94 2.94 1.5 1.5 10.7% 1

67 Franklin Steele Park 9.49 Elliot Park South 4 No No 0 16327 3 8.3% 0 13.64 2 4.00 4.00 0.0 0.0 49.3% 0

68 Windom NE Park 9.39 Windom Park Northeast/Southeast 1 No No 0 9227 2 16.4% 1 4.20 1 2.25 2.25 1.1 1.1 2.8% 2

69 Beltrami Park 9.25 Beltrami Northeast/Southeast 1 No No 0 4719 1 13.9% 0 6.35 1 3.00 3.00 2.3 2.3 0.3% 2

70 Pearl Park 9.06 Page South 5 No No 0 6486 1 24.1% 2 1.40 0 2.63 2.63 1.4 1.4 5.0% 2

71 Park Avenue Triangle ** 9.00 Elliot Park Downtown 4 Yes No 3 16327 3 8.3% 0 13.64 2 N/A 1.00 #N/A 0.0 #N/A 0

72 Bossen Field Park 8.82 Wenonah South 5 No No 0 3656 1 23.4% 1 6.92 1 3.72 3.72 1.3 1.3 80.1% 0


increased score

decreased score






160


2019

Rank Park Name

2019

TOTAL


District

2019

ACP

2019

ACP50

1.

2019

ACP50

SCORE

2019

POPULATION

DENSITY

2. 2019

DENSITY

SCORE

2019

YOUTH

POPULA

TION

3. 2019

YOUTH

SCORE

2019

NEIGHBOR

HOOD

SAFETY

4. 2019

SAFETY

SCORE

AVERAGE

ASSET

CONDITION

5. 2019

CONDITION

SCORE LONGEVITY

6. 2019

LONGEVITY

SCORE

Historic

Invest

ment

7. 2019

INVEST

MENT

SCORE

73 McRae Park 8.81 Northrop South 5 No No 0 6466 1 20.8% 1 2.83 0 2.45 2.45 2.3 2.3 7.0% 2

74 Holmes Park 8.75 Marcy Holmes Northeast/Southeast 1 No No 0 15367 3 4.2% 0 5.76 1 3.50 3.50 1.0 1.0 25.3% 0

75 Marshall Terrace Park * 8.63 Marshall Terrace Northeast/Southeast 1 No No 0 2287 1 21.6% 1 4.31 1 2.70 2.70 0.9 0.9 7.0% 2

76 Matthews Park 8.23 Seward South 3 No No 0 7207 2 18.4% 1 6.81 1 2.17 2.17 0.9 0.9 13.8% 1

77 Creekview Park * 8.16 Shingle Creek North 2 No No 0 6325 1 26.6% 2 6.38 1 2.67 2.67 0.3 0.3 16.1% 1

78 Cavell Park 8.11 Waite Park Northeast/Southeast 1 No No 0 6327 1 19.4% 1 1.44 0 2.90 2.90 1.2 1.2 4.7% 2

79 Rev. Dr. Martin Luther King Jr. Park 8.10 King Field Southwest 6 No No 0 9260 2 18.0% 1 2.48 0 2.35 2.35 0.7 0.7 2.0% 2

80 Luxton Park 8.10 Prospect Park ‐ East River Road Northeast/Southeast 1 No No 0 6835 2 7.1% 0 3.54 0 2.67 2.67 1.3 1.3 9.6% 2

81 Gateway Park 8.00 Downtown West Downtown 4 No No 0 9837 2 6.8% 0 44.87 2 1.00 1.00 #N/A 0.0 0.0% 3

82 Linden Hills Park 7.93 Linden Hills Southwest 6 No No 0 5708 1 20.0% 1 0.25 0 3.30 3.30 1.5 1.5 13.3% 1

83 Webber Park 7.90 Webber ‐ Camden North 2 No No 0 5750 1 26.9% 2 14.37 2 2.02 2.02 0.5 0.5 37.9% 0

84 Lyndale Farmstead Park 7.89 East Harriet Southwest 6 No No 0 3001 1 19.8% 1 2.18 0 2.71 2.71 1.1 1.1 3.6% 2

85 Armatage Park 7.86 Armatage Southwest 6 No No 0 6650 1 23.0% 1 1.01 0 2.94 2.94 0.9 0.9 2.4% 2

86 Morris Park 7.68 Morris Park Northeast/Southeast 1 No No 0 3721 1 12.8% 0 3.17 0 2.50 2.50 2.1 2.1 4.1% 2

87 Bryant Square Park 7.53 CARAG Southwest 6 No No 0 15267 3 7.5% 0 4.82 1 2.04 2.04 1.1 1.1 35.5% 0

88 Fuller Park 7.52 Tangletown Southwest 6 No No 0 6531 1 22.3% 1 2.00 0 2.81 2.81 0.7 0.7 5.0% 2

89 Lake Hiawatha Park * 7.49 Ericsson Regional 5 No No 0 3652 1 18.4% 1 1.50 0 3.07 3.07 1.2 1.2 22.0% 1

90 Lake Nokomis Park * 7.24 Keewaydin South/Regional 5 No No 0 4280 1 21.7% 1 1.84 0 1.92 1.92 1.3 1.3 7.5% 2

91 Kenwood Park 7.17 Kenwood Southwest 4 No No 0 2220 1 15.4% 0 0.71 0 3.05 3.05 2.0 2.0 12.4% 1

92 Columbia Park 7.13 Columbia Park Northeast/Southeast 1 No No 0 785 1 14.2% 0 4.24 1 3.00 3.00 1.0 1.0 12.7% 1

93 Windom South Park 7.13 Windom Southwest 6 No No 0 6736 1 24.6% 2 3.37 0 3.00 3.00 0.0 0.0 12.7% 1

94 Northeast Athletic Field Park 7.03 Northeast Park Northeast/Southeast 1 No No 0 869 1 15.9% 0 11.44 2 3.06 3.06 0.7 0.7 27.0% 0

95 Russell Triangle ** 7.00 Willard ‐ Hay North 2 No No 0 8948 2 31.4% 2 14.23 2 N/A 1.00 #N/A 0.0 #N/A 0

96 Monroe Place Triangle ** 7.00 St. Anthony East Northeast/Southeast 1 Yes No 3 9182 2 15.7% 0 6.30 1 N/A 1.00 #N/A 0.0 #N/A 0

97 Deming Heights Park 7.00 Audubon Park Northeast/Southeast 1 No No 0 7707 2 18.7% 1 2.93 0 1.00 1.00 #N/A 0.0 0.0% 3

98 Xcel Field Park 7.00 Marshall Terrace Northeast/Southeast 1 No No 0 2287 1 21.6% 1 4.31 1 1.00 1.00 0.0 0.0 0.0% 3

99 Park Siding Park 7.00 Cedar ‐ Isles ‐ Dean Southwest 4 No No 0 4178 1 11.9% 0 1.36 0 3.00 3.00 0.0 0.0 0.0% 3

100 Diamond Lake 7.00 Diamond Lake South 5 No No 0 4803 1 25.9% 2 0.69 0 1.00 1.00 #N/A 0.0 0.0% 3

101 Smith Triangle 7.00 East Isles Southwest 4 No No 0 9925 2 7.2% 0 6.07 1 1.00 1.00 #N/A 0.0 0.0% 3

102 Parade Park (Not Ice Arena) 6.76 Lowry Hill Southwest 4 No No 0 6164 1 11.0% 0 1.56 0 1.75 1.75 2.0 2.0 0.6% 2

103 Waite Park 6.69 Waite Park Northeast/Southeast 1 No No 0 6327 1 19.4% 1 1.44 0 2.27 2.27 1.3 1.3 17.1% 1

104 Dickman Park 6.67 St. Anthony West Northeast/Southeast 1 No No 0 4561 1 11.1% 0 4.78 1 2.67 2.67 0.9 0.9 14.2% 1

105 Tower Hill Park 6.51 Prospect Park ‐ East River Road Northeast/Southeast 1 No No 0 6835 2 7.1% 0 3.54 0 2.50 2.50 0.0 0.0 1.2% 2

106 Van Cleve Park 6.23 Como Northeast/Southeast 1 No No 0 5841 1 9.1% 0 3.66 0 2.54 2.54 0.6 0.6 8.8% 2

107 Chergosky Park 6.00 Prospect Park ‐ East River Road Northeast/Southeast 1 No No 0 6835 2 7.1% 0 3.54 0 1.00 1.00 0.0 0.0 0.0% 3

108 Chute Square 6.00 Nicollet Island ‐ East Bank Northeast/Southeast 1 No No 0 6340 1 8.1% 0 5.75 1 1.00 1.00 #N/A 0.0 0.0% 3


increased score

decreased score






161



increased score

decreased score





2019

Rank Park Name

2019

TOTAL


District

2019

ACP

2019

ACP50

1.

2019

ACP50

SCORE

2019

POPULATION

DENSITY

2. 2019

DENSITY

SCORE

2019

YOUTH

POPULA

TION

3. 2019

YOUTH

SCORE

2019

NEIGHBOR

HOOD

SAFETY

4. 2019

SAFETY

SCORE

AVERAGE

ASSET

CONDITION

5. 2019

CONDITION

SCORE LONGEVITY

6. 2019

LONGEVITY

SCORE

Historic

Invest

ment

7. 2019

INVEST

MENT

SCORE

109 Sibley Triangle ** 6.00 St. Anthony West Northeast/Southeast 1 Yes No 3 4561 1 11.1% 0 4.78 1 N/A 1.00 #N/A 0.0 #N/A 0

110 Reserve Block 40 5.95 Bryn ‐ Mawr Southwest 4 No No 0 2070 1 19.0% 1 1.07 0 3.00 3.00 0.0 0.0 95.0% 0

111 Hiview Park 5.32 Columbia Park Northeast/Southeast 1 No No 0 785 1 14.2% 0 4.24 1 2.10 2.10 0.8 0.8 39.0% 0

112 Thomas Lowry Park 5.00 Lowry Hill Southwest 4 No No 0 6164 1 11.0% 0 1.56 0 1.00 1.00 #N/A 0.0 0.0% 3

113 Humboldt Greenway ** 5.00 Shingle Creek North 2 No No 0 6325 1 26.6% 2 6.38 1 N/A 1.00 #N/A 0.0 #N/A 0

114 Joanne R Levin Triangle 4.49 East Isles Southwest 4 No No 0 9925 2 7.2% 0 6.07 1 1.00 1.00 0.0 0.0 49.1% 0

115 Oak Crest Triangle ** 4.00 Audubon Park Northeast/Southeast 1 No No 0 7707 2 18.7% 1 2.93 0 N/A 1.00 #N/A 0.0 #N/A 0

116 Ryan Lake ** 4.00 Victory North 2 No No 0 6553 1 16.6% 1 4.02 1 N/A 1.00 #N/A 0.0 #N/A 0

117 Solomon Park, Edward C ** 4.00 Diamond Lake South 5 No No 0 4803 1 25.9% 2 0.69 0 N/A 1.00 #N/A 0.0 #N/A 0

118 Shoreview & 54 1/2 Triangle ** 4.00 Wenonah South 5 No No 0 3656 1 23.4% 1 6.92 1 N/A 1.00 #N/A 0.0 #N/A 0

119 Shoreview & 55th Triangle ** 4.00 Wenonah South 5 No No 0 3656 1 23.4% 1 6.92 1 N/A 1.00 #N/A 0.0 #N/A 0

120 The Mall Park ** 4.00 East Isles Southwest 4 No No 0 9925 2 7.2% 0 6.07 1 N/A 1.00 #N/A 0.0 #N/A 0

121 Adams Triangle ** 4.00 Hiawatha South 5 No No 0 4380 1 18.5% 1 4.86 1 N/A 1.00 #N/A 0.0 #N/A 0

122 Washburn Avenue Totlot 3.46 Armatage Southwest 6 No No 0 6650 1 23.0% 1 1.01 0 1.00 1.00 0.0 0.0 45.6% 0

123 Architect Triangle ** 3.00 Columbia Park Northeast/Southeast 1 No No 0 785 1 14.2% 0 4.24 1 N/A 1.00 #N/A 0.0 #N/A 0

124 Seven Oaks Oval ** 3.00 Howe South 3 No No 0 6199 1 17.5% 1 3.55 0 N/A 1.00 #N/A 0.0 #N/A 0

125 Barton Triangle ** 3.00 Prospect Park ‐ East River Road Northeast/Southeast 1 No No 0 6835 2 7.1% 0 3.54 0 N/A 1.00 #N/A 0.0 #N/A 0

126 Caleb Dorr Circle ** 3.00 Prospect Park ‐ East River Road Northeast/Southeast 1 No No 0 6835 2 7.1% 0 3.54 0 N/A 1.00 #N/A 0.0 #N/A 0

127 Clarence Triangle ** 3.00 Prospect Park ‐ East River Road Northeast/Southeast 1 No No 0 6835 2 7.1% 0 3.54 0 N/A 1.00 #N/A 0.0 #N/A 0

128 Dell Park ** 3.00 Linden Hills Southwest 6 No No 0 5708 1 20.0% 1 0.25 0 N/A 1.00 #N/A 0.0 #N/A 0

129 Elmwood Triangle ** 3.00 Tangletown Southwest 6 No No 0 6531 1 22.3% 1 2.00 0 N/A 1.00 #N/A 0.0 #N/A 0

130 Laurel Triangle ** 3.00 Bryn ‐ Mawr Southwest 4 No No 0 2070 1 19.0% 1 1.07 0 N/A 1.00 #N/A 0.0 #N/A 0

131 Orlin Triangle ** 3.00 Prospect Park ‐ East River Road Northeast/Southeast 1 No No 0 6835 2 7.1% 0 3.54 0 N/A 1.00 #N/A 0.0 #N/A 0

132 Penn Model Village Triangle ** 3.00 Armatage Southwest 6 No No 0 6650 1 23.0% 1 1.01 0 N/A 1.00 #N/A 0.0 #N/A 0

133 Rustic Lodge Triangle ** 3.00 Tangletown Southwest 6 No No 0 6531 1 22.3% 1 2.00 0 N/A 1.00 #N/A 0.0 #N/A 0

134 Shoreview & 54th Triangle ** 3.00 Keewaydin South 5 No No 0 4280 1 21.7% 1 1.84 0 N/A 1.00 #N/A 0.0 #N/A 0

135 Washington Triangle ** 3.00 St. Anthony West Northeast/Southeast 1 No No 0 4561 1 11.1% 0 4.78 1 N/A 1.00 #N/A 0.0 #N/A 0

136 Linden Hills Boulevard ** 3.00 Linden Hills Southwest 6 No No 0 5708 1 20.0% 1 0.25 0 N/A 1.00 #N/A 0.0 #N/A 0

137 Kings Highway ** 3.00 East Harriet Southwest 6 No No 0 3001 1 19.8% 1 2.18 0 N/A 1.00 #N/A 0.0 #N/A 0

138 Alcott Triangle ** 2.00 Cedar ‐ Isles ‐ Dean Southwest 4 No No 0 4178 1 11.9% 0 1.36 0 N/A 1.00 #N/A 0.0 #N/A 0

139 Chowen Triangle ** 2.00 Cedar ‐ Isles ‐ Dean Southwest 4 No No 0 4178 1 11.9% 0 1.36 0 N/A 1.00 #N/A 0.0 #N/A 0

140 Fremont Triangle ** 2.00 Lowry Hill Southwest 4 No No 0 6164 1 11.0% 0 1.56 0 N/A 1.00 #N/A 0.0 #N/A 0

141 Gladstone Triangle ** 2.00 Lowry Hill Southwest 6 No No 0 6164 1 11.0% 0 1.56 0 N/A 1.00 #N/A 0.0 #N/A 0

142 St Louis Triangle ** 2.00 Cedar ‐ Isles ‐ Dean Southwest 4 No No 0 4178 1 11.9% 0 1.36 0 N/A 1.00 #N/A 0.0 #N/A 0

143 West End Triangle ** 2.00 Cedar ‐ Isles ‐ Dean Southwest 4 No No 0 4178 1 11.9% 0 1.36 0 N/A 1.00 #N/A 0.0 #N/A 0

144 Kenwood Parkway ** 2.00 Lowry Hill Southwest 4 No No 0 6164 1 11.0% 0 1.56 0 N/A 1.00 #N/A 0.0 #N/A 0

145 Valley View Park ** #N/A City of Golden Valley North 2 No No 0 #N/A 0 #N/A #N/A #N/A #N/A N/A 1.00 #N/A 0.0 #N/A 0


162

Regional Parks Equity Metrics‐ Community Characteristics

2019

RankRegional Park Property

Park/

Trail

Score

2019Size (ac)

Master

PlanRCAP ACP

RCAP

SCORE

2019

WALKSHED (pop.

w/in .5 mi)

WALKING

SCORE

TRANSIT

STOP

PROXIMITY

TRANSIT

SCORE

PARKING

(spaces/

acre)

PARKING

SCORE

ACCESS

SCORE

2019

NEIGHBORHOOD

SAFETY 2019

SAFETY

SCORE

2019

ROF Grand Rounds Missing Link Trail 128 2008 No No 3.39

ROF Above the Falls Park 175 2013 Yes Yes 31,493 15.57

1 Theodore Wirth Park 16.0 645 2015 Yes Yes 5 28,372 3 12 3 0.68 0 2.0 11.76 2

2 Luce Line Trail 16.0 6 No Yes Yes 5 29,216 3 5 0 0 0 1.0 11.76 2

3 Victory/Wirth Memorial Pkwy Trail 14.8 166 2004 Yes Yes 5 60,013 5 23 5 0.3 0 3.3 14.09 2

4 Shingle Creek Trail 14.3 65 1991 Yes Yes 5 31,594 3 12 3 0 0 2.0 12.29 2

5 North Mississippi Park 14.0 84 No Yes Yes 5 23,100 3 22 5 2.6 3 3.7 14.23 2

6 Mississippi Gorge Park 13.7 306 Y Yes Yes 5 69,954 5 7 0 2.25 3 2.7 4.36 0

7 Minneapolis Chain‐of‐Lakes Park 13.0 495 Part No No 0 76,352 5 42 5 3.21 5 5.0 1.51 0

8 Central Mississippi Riverfront Park 12.0 144 2015 No No 0 56,749 5 5 0 3.9 5 3.3 13.86 2

9 Nokomis‐Hiawatha Park 11.3 380 2015 No No 0 34,610 3 21 5 2.1 3 3.7 2.64 0

10 Columbia Parkway Trail 11.2 12 No No Yes 3 18,226 0 2 0 12 5 1.7 4.24 0

11 Minnehaha Parkway Trail 10.7 256 No No No 0 83,960 5 30 5 3.57 5 5.0 1.64 0

12 St. Anthony Parkway Trail 10.5 52 2006 No Yes 3 36,713 3 10 3 1.8 3 3.0 2.59 0

13 Cedar Lake Trail 9.7 5 No No No 0 52,985 5 4 0 0 0 1.7 6.28 1

14 Kenilworth Trail 8.5 5 No No No 0 26,074 3 8 0 0 0 1.0 1.24 0

15 Northeast Diagonal Trail 8.0 7 No No No 0 19,771 0 17 3 0 0 1.0 4.66 0

16 Minnehaha Park 8.0 181 1992 No No 0 25,886 3 7 0 3.4 5 2.7 3.54 0

17 Ridgway Parkway Trail 6.5 24 2008 No No 0 23,581 3 2 0 2.1 3 2.0 11.44 2

KEY: parks in 2018‐2024 CIP

increased score

decreased score

parks added in 2025 CIP


163

Regional Parks Equity Metrics‐ Park Characteristics

2019

RankRegional Park Property

Park/

Trail

Score

2019Size (ac)

HISTORIC

INVESTMENT 2019

INVESTMENT

PER ACRE 2019

INVEST‐

MENT

SCORE 2019

VISITOR

COUNT

2019

VISITORS

PER ACRE

2019

USE

INTENSITY

SCORE 2019

ADA

CONSIDERATIONS

ADA

SCORE

2019

REMNANT

NATIVE

PLANT

TREE

CANOPYWATER

NATURAL

RESOURCES

SCORE 2019

TRAIL

QUALITY

TRAIL

QUALITY

SCORE

2019

ROF Grand Rounds Missing Link Trail 128

ROF Above the Falls Park 175 337,062

1 Theodore Wirth Park 16.0 645 17,653,241$ 27,369$ 2 838,387 1,300 0 376,848$ 2 2 2 2 2.0 Moderate 1

2 Luce Line Trail 16.0 6 1,184$ 197$ 3 143,509 23,918 2 n/a 1 0 0 n/a 0.0 Low 2

3 Victory/Wirth Memorial Pkwy Trail 14.8 166 2,989,203$ 18,007$ 2 508,854 3,065 0 n/a 1 0 1 n/a 0.5 Moderate 1

4 Shingle Creek Trail 14.3 65 8,936$ 137$ 3 154,521 2,377 0 n/a 1 0 1 0 0.3 Moderate 1

5 North Mississippi Park 14.0 84 9,919,533$ 118,090$ 0 392,744 4,676 0 155,976$ 1 0 1 0 0.3 Low 2

6 Mississippi Gorge Park 13.7 306 8,005,227$ 26,184$ 2 1,221,925 3,997 0 164,231$ 1 2 2 2 2.0 Moderate 1

7 Minneapolis Chain‐of‐Lakes Park 13.0 495 22,337,542$ 45,126$ 2 7,325,135 14,798 1 716,576$ 2 2 2 2 2.0 Moderate 1

8 Central Mississippi Riverfront Park 12.0 144 13,042,661$ 90,799$ 1 2,961,640 20,618 2 381,537$ 2 0 1 1 0.7 Moderate 1

9 Nokomis‐Hiawatha Park 11.3 380 2,475,942$ 6,516$ 3 1,703,803 4,484 0 302,536$ 2 0 1 1 0.7 Low 2

10 Columbia Parkway Trail 11.2 12 ‐$ ‐$ 3 72,877 6,073 1 n/a 1 0 1 n/a 0.5 Moderate 1

11 Minnehaha Parkway Trail 10.7 256 3,259,528$ 12,733$ 2 1,371,364 5,357 1 n/a 1 0 2 0 0.7 Moderate 1

12 St. Anthony Parkway Trail 10.5 52 2,221,577$ 42,723$ 2 201,052 3,866 0 n/a 1 0 1 n/a 0.5 Moderate 1

13 Cedar Lake Trail 9.7 5 ‐$ ‐$ 3 506,367 101,273 2 n/a 1 0 0 n/a 0.0 Moderate 1

14 Kenilworth Trail 8.5 5 ‐$ ‐$ 3 717,875 143,575 2 n/a 1 0 1 n/a 0.5 Moderate 1

15 Northeast Diagonal Trail 8.0 7 ‐$ ‐$ 3 149,589 21,370 2 n/a 1 0 0 n/a 0.0 Moderate 1

16 Minnehaha Park 8.0 181 10,574,585$ 58,423$ 1 2,182,920 12,060 1 348,637$ 2 2 2 0 1.3 High 0

17 Ridgway Parkway Trail 6.5 24 1,364,348$ 56,848$ 1 28,890 1,204 0 n/a 1 0 1 n/a 0.5 High 0

KEY: parks in 2018‐2024 CIP

increased score

decreased score

parks added in 2025 CIP


164

Capital Project Funds ‐ All Funds

2019 2020

Statement of Revenues & Expenditures Approved Recommended

Capital Revenues

11500 Fund ‐ General

Neighborhood Park Capital Levy 2,180,000 2,180,000

Transfer 363,326 463,326

11950 Fund ‐ Park Dedicated Revenue

Lottery Proceeds 1,300,000 1,300,000

Park Dedication 2,980,476 1,588,148

14370 Fund ‐ Special Assessments

Assessment Bonds 300,000 300,000

14300 Fund ‐ Capital Projects Fund

Bonds 10,500,000 10,500,000

Metropolitan Council Grants 3,949,700 0

Other Outside Funding 0 0

Parks & Trails ‐ State Legacy Fund 3,697,283 4,182,016

Total Capital Revenues 25,270,785 20,513,490

Capital Expenditures

14370 Fund ‐ Special Assessments

Diseased Tree Removal 300,000 300,000

14300 Fund ‐ Capital Projects Fund

Neighborhood Capital Outlay 10,672,308 8,879,531

Regional Capital Outlay 8,081,401 5,482,016

Other Projects Capital Outlay 1,642,076 1,082,076

Neighborhood Rehabilitation Programs Capital Outlay 3,950,000 4,119,867

Regional Rehabilitation Programs Capital Outlay 625,000 650,000

Total Capital Expenditures 25,270,785 20,513,490



165

Capital Projects

2019 2020




Operating Costs 24,371,502 19,569,740

Capital Projects Expense 25,270,785 20,513,490

2019 2020

Capital Projects Rehabilitation Personnel Approved Recommended

Cement Finisher NPP20 2.00 2.00

Electrician NPP20 2.00 2.00

Electrician Apprentice NPP20 1.00 1.00

Plumber NPP20 2.00 2.00

Full Time 7.00 7.00

Trades NPP20 4.00 4.00

Part Time 4.00 4.00

Capital Projects Rehabilitation 11.00 11.00


166


167

Personnel Summaries

Personnel Summary by Division/Department Pages 168‐169

Personnel Summary by Job Title Pages 170‐176


168

Personnel Summary by Division/Department 2019 2020


Superintendent's Office Superintendent's Office 2.60 2.60


Communications & Marketing Department 5.85 5.85







Human Resources Department 8.60 8.50





Planning Services Division

Design & Project Management Department 17.00 15.50


Recreation Services Division

Athletic Programs, Aquatics & Ice Arenas Department 22.45 24.45




NPP20 Neighborhood Park Rehabilitation 7.00 7.00



169

Personnel Summary (Continued) 2019 2020

Part Time Approved Recommended

Superintendent's Office Communications & Marketing Department 3.06 2.36

















NPP20 Neighborhood Park Rehabilitation 4.00 4.00


Total 957.52 967.12


170

Personnel Summary by Job Title

Full‐Time Position Title

2019 Approved

2020 Recommended

Accountant 1.00 1.00

Accounting Technician 3.50 3.50

Accounting Technician NPP20 0.50 0.50


Administrative Assistant NPP20 0.00 0.50

AIS Program Administrator 1.00 1.00

Arborist 43.00 43.00

Arborist Crew Leader 14.00 14.00

Arborist NPP20 2.00 2.00

Assistant Director Asset Management NPP20 1.00 1.00




Asst. Director, Recreation Centers & Programs 1.00 1.00

Athletic Program Lead 1.00 1.00

Athletic Program Specialist 6.00 6.00


Automotive Mechanic Shop Leader 1.00 1.00

Capital Projects Accountant 0.40 0.40

Capital Projects Accountant NPP20 0.60 0.60

Carpenter 3.00 3.00

Carpenter Apprentice NPP20 1.00 1.00

Carpenter NPP20 2.00 2.00

Cement Finisher 2.00 2.00

Cement Finisher NPP20 2.00 2.00


Child Development Supervisor 1.00 1.00

Communications Representative 1.25 1.25

Communications Representative NPP20 0.75 0.75

Community Gardens Position 1.00 1.00

Community Outreach and Access Coordinator 4.00 4.00

Community Outreach Coordinator Events 2.00 2.00

Construction Engineer NPP20 1.00 1.00

Construction Project Manager 2.00 2.00

Copy Center Operator 1.00 1.00


Customer Service Supervisor 1.00 1.00


171

Personnel Summary (Continued)


2019 Approved

2020 Recommended

Deputy Superintendent 1.00 1.00

Design Project Manager 5.00 4.00

Design Project Manager NPP20 3.00 3.00

Digital Communications Representative 1.00 1.00



Director, Communications & Marketing 1.00 1.00

Director, Community Outreach 1.00 1.00


Director, Environmental Management 1.00 1.00


Director, Golf 1.00 0.00

Director, Human Resources 1.00 1.00

Director, Information Technology Services 1.00 1.00

Director, Park Forestry 1.00 1.00

Director, Park Safety and Security 1.00 1.00

Director, Planning and Project Management 1.00 1.00

Director, Recreation Centers & Programs 1.00 1.00

Director, Strategic Planning 1.00 1.00

Director, Youth Development 1.00 1.00



Electrician 2.00 2.00

Electrician Apprentice NPP20 1.00 1.00

Electrician NPP20 2.00 2.00

Engineering Project Manager NPP20 1.00 0.00

Engineering Technician II 2.00 2.00

Env. Stewardship Volunteer Coordinator 1.00 1.00

Environmental Education Lead 1.00 1.00

Equipment Repair Foreman 1.00 1.00

Equipment Services Attendant 2.00 2.00

Equipment Shop Supervisor 1.00 1.00


Event Technician 2.00 2.00


Financial & Performance Analyst 1.00 0.00

Foreman Arborist 5.00 5.00


172



2019 Approved

2020 Recommended

Foreman Carpenter 1.00 1.00

Foreman Cement Finisher 1.00 1.00

Foreman Electrician 1.00 1.00

Foreman Golf Maintenance 5.00 5.00

Foreman Painter 1.00 1.00

Foreman Plumber 1.00 1.00

Forestry Outreach Coordinator 1.00 1.00

Gardener 9.00 9.00

Gardener Curator 1.00 1.00

Gardener NPP20 1.00 1.00

GIS Technician 1.00 1.00

Golf Course Specialist 3.00 3.00

Head Lifeguard 1.00 1.00


Human Resources Consultant 2.00 2.00

Human Resources Consultant NPP20 1.00 1.00

Human Resources Representative 2.00 2.00

Human Resources Trainer 1.00 1.00

Ice Resurface Driver 2.00 2.00

Intergovernmental Relations Administrator 1.00 1.00

IT Application Support Professional 1.00 1.00

IT Database & GIS Analyst 1.00 1.00

IT Network & Systems Specialist 1.00 2.00

IT Network & Systems Specialist II 1.00 0.00

IT Project Manager 2.00 2.00

IT Support Technician 3.00 3.00

IT Support Technician NPP20 1.00 1.00

IT Support Technician Supervisor 1.00 1.00

Lifeguard 5.00 5.00

Management Analyst 2.00 3.00

Manager, Accounting 1.00 1.00

Manager, Aquatics 1.00 1.00

Manager, Athletics & Aquatics 1.00 1.00

Manager, Budget & Analysis 1.00 1.00

Manager, Child Development 1.00 1.00

Manager, Community Outreach Events 1.00 1.00

Manager, Community Outreach, Equity & Inclusion 1.00 1.00


173



2019 Approved

2020 Recommended

Manager, Environmental Education 1.00 1.00

Manager, Forestry 1.00 1.00

Manager, Golf Course 5.00 5.00

Manager, Ice Arenas 1.00 1.00

Manager, IT Infrastructure & Operations 1.00 1.00



Manager, Park Operations NPP20 1.00 1.00


Manager, Recreation Service Area 5.00 5.00

Manager, Trades 0.75 0.75

Manager, Trades NPP20 0.25 0.25


Mobile Equipment Operator NPP20 3.00 3.00

Natural Resources Coordinator 1.00 1.00

Natural Resources Specialist 1.00 1.00

Naturalist 1.00 1.00


Painter 3.00 4.00

Park Board Commissioners 9.00 9.00

Park Patrol Agent 2.00 4.00

Park/School Campus Coordinator 0.00 1.00

Parking Coordinator 1.00 1.00



Parkkeeper NPP20 8.00 8.00

Parkkeeper Trainee NPP20 6.00 6.00

Payroll Administrator 1.00 1.00


Pipefitter 1.00 1.00

Plumber 3.00 3.00

Plumber NPP20 2.00 2.00

Police Lieutenant, Parks 2.00 2.00

Police Officer, Parks 24.00 24.00

Police Sergeant, Parks 8.00 8.00

Project Designer NPP20 1.00 1.00

Project Planner NPP20 1.00 1.00


174



2019 Approved

2020 Recommended

Real Property Administrator 1.00 1.00

Recreation Specialists 46.00 46.00

Recreation Volunteer Coordinator 1.00 1.00

Refuse & Recycling Crew Leader (MEO) 1.00 1.00

Rehab Project Manager NPP20 1.00 1.00




Senior Planner 3.00 3.00

Special Event Coordinator 1.00 1.00

Superintendent of Parks 1.00 1.00

Sustainable Forestry Coordinator 1.00 1.00

Teen Teamworks Program Coordinator 1.00 1.00

Therapeutic Recreation & Inclusion Coordinator 1.00 1.00

Tree Preservation Coordinator 1.00 1.00

Water Resources Lead 0.00 1.00

Water Resources Supervisor 1.00 1.00

Water Resources Technician 2.00 2.00

Web Content Producer 1.00 1.00

Youth Development Supervisor 2.00 2.00

Youth Engagement Coordinator 1.00 1.00


Youth Program Specialist ‐ Employment 0.00 1.00

Youth Violence Prevention Coordinator 1.00 1.00



175


Part‐Time Position Title

2019 Approved

2020 Recommended

Admin Support ‐ Graphics 0.62 0.62

Admin Support ‐ Photographer 0.50 0.50

Admin Support ‐ Web Technician 0.62 0.62


Administrative Position 0.50 0.00

Administrative Position NPP20 0.50 0.00

Aquatics Attendant 4.96 5.56

Aquatics Instructor 1.80 1.80

Archivist 0.50 0.50


Clerk Typist I 0.35 0.35

Communications Assistant 0.62 0.62

Environmental Specialist A 13.78 13.78

Environmental Specialist B 2.97 3.65

Environmental Specialist C 0.25 0.35


Lifeguard I, Class A 21.57 20.52

Lifeguard II, Class C 0.30 0.27



Program Aide I 0.60 0.60

Program Aide II 0.50 0.50





Recreation Specialist E 0.21 0.21


Seasonal Management Intern NPP20 0.75 0.75


Seasonal Mobile Equipment Operator NPP20 2.00 2.00


Seasonal Park Maintenance Worker NPP20 3.25 3.25

Seasonal Visitor Counters 1.00 1.00


Technical Support Specialist 0.00 0.50

Trades 1.89 1.92


176


Part‐Time Position Title

2019 Approved

2020 Recommended

Trades ‐Apprentice 0.50 0.50


Water Quality Support 1.66 1.66


Trades NPP20 4.00 4.00


Total 957.52 967.12


177

MPRB 2020 Fee Schedule Events Permits and Fees

Description 2019 Fee 2020 Recommended Fee Increase

Artist Booth Fee $75 $65 ($10)

Attendant Fee $20 per hour $20 per hour $0

Administrative Sport Fee $25 per day $25 per day $0

Bandstand Rental ‐ Father Hennepin Bluffs $325 / 3hours $325 / 3hours $0

Bandstand Rental ‐ Powderhorn Stage $325 / 3hours $325 / 3hours $0

Bandstand Rental ‐ Loring Performance $325 / 3hours $325 / 3hours $0

Bandstand Rental ‐ Minnehaha Bandstand $325 / 3hours $325 / 3hours $0

Bandstand Rental ‐ Lake Harriet Bandshell $325 / hour $325 / hour $0

Vendor ‐ Donation / Income $50 or 10 ‐ 20% $50 or 10 ‐ 20% $0

Participation Fee‐Non‐exclusive Path Fee ‐ Non‐Profit

$1,100 / section of pkwy (limit 750 participants)

$1,100 / section of pkwy (limit 750 participants)

$0

Participation Fee‐Exclusive pkwy fee, pledge walks $2 / person per section $2 / person per section $0

Participation Fee‐Races with entry fee $5 / person per 1 section $5 / person per 1 section $0

Participation Fee‐Races with entry fee $3 / person per 2 sections $3 / person per 2 sections $0

Participation Fee‐Races with entry fee $2/person per 3+ sections $2/person per 3+ sections $0

Performance Series Low Impact $300 $300 $0

Police Staff‐Supervisor $92 $92 $0

Police Staff‐Officer $81 $81 $0

Police Staff‐Agent $40 $40 $0

Sampling Fee during events $2,000 / unit $2,000 / unit $0

Event Coordinator $50 per hour $50 per hour $0

Display Vehicles $1,000 / vehicle $1,000 / vehicle $0

Promotional, Commercial, < 25% Private Use $15,000, $10,000 $5,000 $15,000, $10,000 $5,000 $0

Promotional, Commercial, 26 ‐ 50% Private Use $30,000, $20,000, $10,000 $30,000, $20,000, $10,000 $0

Promotional, Commercial, > 50% Private Use $40,000, $30,000, $10,000 $40,000, $30,000, $10,000 $0

General Event (open to public) $2,500 $2,500 $0

Stage $500 $500 $0

Amplified Sound $159 $159 $0

Electrical Usage Small Unit ‐ Loring Park $100 $100 $0

Electrical Usage Large Unit ‐ Loring Park $1,000 $1,000 $0

Usage Fee ‐ 18‐48 hours $7,000, $5,000, $3,000 $7,000, $5,000, $3,000 $0

Usage Fee ‐ 49‐96 hours $14,000, $10,000, $6,000 $14,000, $10,000, $6,000 $0

Usage Fee ‐ 97‐168 hours $28,000, $20,000, $12,000 $28,000, $20,000, $12,000 $0

Usage Fee ‐ 169 or more hours priced by negotiation priced by negotiation $0


178

Events Permits and Fees (continued)


Concerts in the Park % of gate plus usage fees % of gate plus usage fees $0

Grounds Damage Deposit $500 $500 $0

Meter Hooding $18‐$45/Day/Space $18‐$45/Day/Space $0

Use & Event Permit Administrative Charge $75 $75 $0

Use & Event Permit Usage Charge (under 50 people) $100 $100 $0

Police Administrative Fee $60 $60 $0

Squad Car ‐ Motorcycle $25 / hour $25 / hour $0

Tent Rental Fee ‐ 100 ‐ 500 sq ft $75 $75 $0



Tent Rental Fee ‐ 2001 ‐ 5000 sq ft $1,200 $1,200 $0

Tent Rental Fee ‐ 5001 ‐ 10000 sq ft $5,300 $5,300 $0

Tent Rental Fee ‐ 10001 ‐ > sq ft $10,500 $10,500 $0

Promotional/Commercial Booth Fee $85

Food & Beverage Booth Fee (> 4 hrs) $85

Food & Beverage Booth Fee (< 4 hrs) $50

Sailboat Buoy & Canoe Rack Rental


Sailboat Buoy Rental ‐ Resident $550 $550 $0

Sailboat Buoy Rental ‐ Non‐Resident $650 $650 $0

Canoe Rack Rental ‐ Resident Annual $225 $275 $50

Canoe Rack Rental ‐ Non‐Resident Annual $275 $325 $50

Parking Permit/Meter Fees


Permit Parking ‐ Parade Semester $175

Permit Parking ‐ Parade School Year $325

Permit Parking ‐ Nicollet Semester $125

Permit Parking ‐ Nicollet School Year $250

Event Parking $4 ‐ $25 $4 ‐ $25 $0

Meter Hooding $18‐$45/Space/Day $18‐$45/Space/Day $0


179

Parking Permit/Meter Fees (continued)


Parking Rate Matrix

H.1 $1.00/Hour $1.00/Hour $0

H.2 $1.25/Hour $1.25/Hour $0

H.3 $1.50/Hour $1.50/Hour $0

H.4 $1.75/Hour $1.75/Hour $0

H.5 $2.00/Hour $2.00/Hour $0

H.6 $2.25/Hour $2.25/Hour $0

H.7 $2.50/Hour $2.50/Hour $0

H.8 $2.75/Hour $2.75/Hour $0

H.9 $3.00/Hour $3.00/Hour $0

H.10 $3.25/Hour $3.25/Hour $0

H.11 $3.50/Hour $3.50/Hour $0

D.1 $2.25/Day $2.25/Day $0

D.2 $2.50/Day $2.50/Day $0

D.3 $3.50/Day $3.50/Day $0

D.4 $4.00/Day $4.00/Day $0

D.5 $4.50/Day $4.50/Day $0

D.6 $5.00/Day $5.00/Day $0

D.7 $6.00/Day $6.00/Day $0

D.8 $7.00/Day $7.00/Day $0

D.9 $7.50/Day $7.50/Day $0

D.10 $8.00/Day $8.00/Day $0

D.11 $9.00/Day $9.00/Day $0

Picnic Shelters


Half Day/Whole Day Half Day/Whole Day

Beard's Plaisance Main Shelter $175 $325 $175 $325 $0

Columbia Main Shelter $125 $225 $125 $225 $0

North Mississippi Main Shelter $225 $425 $225 $425 $0

North Mississippi Beaver Shelter A $125 $225 $125 $225 $0

North Mississippi Turtle Shelter B $125 $225 $125 $225 $0

Boom Island Shelter A $125 $225 $125 $225 $0

Boom Island Shelter B $125 $225 $125 $225 $0

Boom Island Shelter C $125 $225 $125 $225 $0

Theodore Wirth Picnic Pavilion $300 $600 $300 $600 $0

Theodore Wirth Picnic Pavilion Weekends $300 $600 $500 $800 $200


180

Picnic Shelters (continued)


Minnehaha Falls Main Pavilion $275 $525 $275 $525 $0

Minnehaha Falls Wabun A $125 $225 $125 $225 $0

Minnehaha Falls Wabun B $125 $225 $125 $225 $0

Minnehaha Falls Wabun C $225 $425 $225 $425 $0

Minnehaha Falls Wabun D $225 $425 $225 $425 $0

Minnehaha Falls Wabun Area E $75 $125 $75 $125 $0

Minnehaha Falls Wabun F $125 $225 $125 $225 $0

Minnehaha Falls Wabun G $125 $225 $125 $225 $0

Minnehaha Falls Area 2 $75 $125 $75 $125 $0

Still Photo and Filming Fees


Video Filming ‐ Documentary $250/day & location $250/day & location $0

Video Filming ‐ Commercial ‐ Low Impact Per Day $500 $500 $0

Video Filming ‐ Commercial ‐ High Impact Per Day $1,000 $1,000 $0

Major Motion Picture Filming fees negotiable fees negotiable $0

Still Photography ‐ Commercial $300/day & location $300/day & location $0

Still Photography ‐ Portrait Annual $300 $300 $0

Still Photography ‐ Portrait $45 per 1 1/2 hr $45 per 1 1/2 hr $0

Drone Filming & Permit Fee $100

Wedding Fees


Wedding Permit Outdoor 3 hr. $500 $500 $0

Wedding Permit Outdoor Bandstand 3 hr. $800 $800 $0

Low Impact Wedding Permit $100

Parkway Use Fees


Bus on Parkway ‐ Daily $50‐100 $50‐100 $0

Limousine / Carriage ‐ Daily $50‐100 $50‐100 $0

Dumpster on Parkway ‐ Weekly $50 $50 $0

Truck on Parkway ‐ Daily $50 $50 $0


181

Facilities Use Fees


Inflatable Permit $50 $50 $0

Additional Amenities $50 $50 $0

Small Facilities Use ‐ Event $50 $50 $0

Off‐Leash Permit Fees


Off Leash Dog Permit ‐ Resident $35 $35 $0

Off Leash Dog Permit ‐ Resident additional $25 $25 $0

Off Leash Dog Permit ‐ Non‐Resident $60 $60 $0

Off Leash Dog Permit ‐ Non‐Resident additional $35 $35 $0

Off Leash Dog Permit ‐ Daily $5 $5 $0

Aquatics Fees


Jim Lupient Water Park ‐ daily pass $5 over 42" & $3 under 42" $5 over 42" & $3 under 42" $0

Jim Lupient Water Park ‐ season pass, individual $50 $50 $0

Jim Lupient Water Park ‐ season pass, dual $80 $80 $0

Jim Lupient Water Park ‐ season pass, additional $25 $25 $0

Swim Lessons ‐ Resident $55 $55 $0

Swim Lessons ‐ Non‐Resident $65 $65 $0

Open Swim Seasonal Fee $40 $40 $0

Open Swim Seasonal Fee ‐ Non‐ Resident $55 $55 $0

Open Swim One‐Time Fee $10 $10 $0

Open Swim Event Fee ‐ Seasonal Member $40 $40 $0

Open Swim Event Fee ‐ Non‐Member $55 $55 $0

Sailing Youth $125/$135 $125/$135 $0

Sailing Adult $155/$175 $155/$175 $0

Log Rolling Youth $30/$45 $30/$45 $0

Log Rolling Adult $30/$45 $30/$45 $0


182

Aquatics Fees (continued)


Phillips Aquatic Center

Daily pass $5 $5 $0

Community School Year Swim Membership (Phillips Neighborhood)

$30/month, $83/ 3 month season

$30/month, $83/ 3 month season

$0

Community Summer Pool Membership (Phillips Community)

$30/month, $45/season $30/month, $45/season $0

School Year Swim Membership $45/month, $129/season $45/month, $129/season $0

Summer Swim Membership $45/month, $90/season $45/month, $90/season $0

Main Pool Event Rental (exclusive use) $75/hr $75/hr $0

Small Pool Event Rental (exclusive use) $75/hr $75/hr $0

Lifeguard Service Fee $18/hr $18/hr $0

Equipment Tech Fee $20/hr $20/hr $0

Timing System Operator Fee $20/hr $20/hr $0

Hi‐Tek Operator Fee $20/hr $20/hr $0

Custodial Services Fee $75/hr $75/hr $0

Party/Group Rental (not exclusive) ‐ 1 to 50 $150/hr $150/hr $0



Ice Arenas


Prime Time Ice Rental ‐ Hourly $205 $205 $0

Prime Time Ice Rental ‐ Hourly (late reservation) $230

Non Prime Time Ice Rental ‐ Hourly $175 $175 $0

Non Prime Time Ice Rental ‐ Hourly (late reservation) $200

Open Skating ‐ Adults $3 $3 $0

Open Skating ‐ Seniors $2.75 $2.75 $0

Open Hockey $5 $5 $0

Pros Ice ‐ Hourly $12 $12 $0

Pros Ice ‐ 45 Minutes $10 $10 $0

Pros Ice ‐ Half Hour $8 $8 $0

Skate Rental $2 $3 $1

Skate Sharpening $5 $5 $0

Turf Rental ‐ Hourly $80 $80 $0

Turf Rental ‐ Hourly (late reservation) $105

Studio Rink ‐ Hourly $85 $85 $0

Studio Rink ‐ Hourly (late reservation) $110


183

18 Hole Golf Courses ‐ Rates do not include sales tax


Golf League Registration Fee $89.00 $95.00 $6.00

Minnesota Golf Association Handicap Service $35.00 $35.00 $0.00

Adult Players Card $49.00 $55.00 $6.00

Senior Players Card $49.00 $55.00 $6.00

Corporate Pre Paid Golfing Pass w Power Cart $4,999.00 $4,999.00 $0.00

Adult All Course Season Pass $1,195.00 $1,299.00 $104.00

Senior All Course Season Pass $1,075.00 $1,149.00 $74.00

Senior All Course M‐F Only $815.00 $849.00 $34.00

Junior All Course Monthly Pass $30.00 eliminated

Junior All Course Season Pass $199.00

Private Cart ‐ Season Pass $399.00 $399.00 $0.00

Locker Rentals ‐ Season $30.00 $30.00 $0.00

Columbia 18 Hole Golf Course ‐ Rates do not include sales tax


18 Hole Weekday $31.00 $32.00 $1.00

18 Hole Weekend $35.00 $36.00 $1.00

18 Hole Weekday Patron $22.00 $23.00 $1.00

18 Hole Weekend Patron $26.00 $27.00 $1.00

18 Hole Senior (Monday ‐ Friday) $29.00 $29.00 $0.00

18 Hole Senior Patron (Monday ‐ Friday) $22.00 $23.00 $1.00

9 Holes (Weekdays and Weekends after 12:00) $20.00 $21.00 $1.00

9 Holes Patron $17.00 $18.00 $1.00

Twilight (after 4:00) $23.00 $24.00 $1.00

Evening (after 6:00) $16.00 $17.00 $1.00

9 & 18 Hole Junior Rate $16.00 $17.00 $1.00

First Tee rate $10.00 $10.00 $0.00

18 Hole Riding Carts $17.00 $17.00 $0.00

Twilight Riding Carts $14.00 $14.00 $0.00


Pull Carts $6.00 $6.00 $0.00

Club Rental $14.00 $14.00 $0.00

Columbia Manor Reception Hall Mon‐Thur $550 $550 $0.00

Columbia Manor Reception Hall Friday $975 $975 $0.00

Columbia Manor Reception Hall Saturday & Holidays $1,300 $1,300 $0.00

Columbia Manor Reception Hall Sunday $825 $825 $0.00

Columbia Manor Ceremony Fee $500 $500 $0.00


184

Gross 18 Hole Golf Course ‐ Rates do not include sales tax


18 Hole Weekday $34.00 $35.00 $1.00

18 Hole Weekend $38.00 $39.00 $1.00






9 Hole Patron $17.00 $18.00 $1.00

Twilight (after 4:00) $24.00 $25.00 $1.00

Evening (after 6:00) $16.00 $17.00 $1.00

18 Hole Junior Rate $16.00 $17.00 $1.00

First Tee rate $10.00 $10.00 $0.00




Pull Carts $6.00 $6.00 $0.00

Club Rental $14.00 $14.00 $0.00

Premium Club Rental $25.00 $30.00 $5.00

Hiawatha Golf Course ‐ Rates do not include sales tax


18 Hole Weekday $29.00 $30.00 $1.00

18 Hole Weekend $31.00 $33.00 $2.00





9 Hole $18.00 $19.00 $1.00

9 & 18 Hole JR $12.00 $13.00 $1.00

9 Hole Patron $16.00 $16.00 $0.00

Twilight (After 4:00pm) Rate $19.00 $20.00 $1.00

Evening Rate (after 6:00pm) $16.00 $17.00 $1.00

First Tee Rate $10.00 $10.00 $0.00

Club Rental $14.00 $14.00 $0.00




Pull Carts $6.00 $6.00 $0.00


185

Meadowbrook 18 Hole Golf Course ‐ Rates do not include sales tax


18 Hole Weekday $34.00 $35.00 $1.00

18 Hole Weekend $38.00 $39.00 $1.00






9 Hole Patron $17.00 $18.00 $1.00

Twilight (after 4:00) $24.00 $25.00 $1.00

Evening (after 6:00) $16.00 $17.00 $1.00

18 Hole Junior Rate $16.00 $17.00 $1.00

First Tee rate $10.00 $10.00 $0.00




Club Rental $14.00 $14.00 $0.00

Premium Club Rental $25.00 $30.00 $5.00

Pull Carts $6.00 $6.00 $0.00

Wirth 18 Hole Course ‐ Rates do not include sales tax


18 Hole Weekday $31.00 $32.00 $1.00

18 Hole Weekend $35.00 $36.00 $1.00






9 Holes Patron $17.00 $18.00 $1.00

Twilight (after 4:00) $23.00 $24.00 $1.00

Evening (after 6:00) $16.00 $17.00 $1.00

18 Hole Junior Rate $16.00 $17.00 $1.00

First Tee rate $10.00 $10.00 $0.00




Pull Carts $6.00 $6.00 $0.00

Club Rental $14.00 $14.00 $0.00


186

Wirth 18 Hole Course ‐ Rates do not include sales tax (continued)


Wirth Fireplace Room Rental Mon‐Thur $550 $550 $0

Wirth Fireplace Room Rental Friday $975 $975 $0

Wirth Fireplace Room Rental Saturday & Holidays $1,300 $1,300 $0

Wirth Fireplace Room Rental Sunday $825 $825 $0

Wirth Chalet Fireplace Room Ceremony Fee $500 $500 $0

Wirth 9 Hole Par 3 Course ‐ Rates do not include sales tax


9 Holes $13.00 $13.00 $0.00

Sr./Jr. $10.50 $10.50 $0.00

Continuation $9.00 $9.00 $0.00

First Tee rate $5.00 $5.00 $0.00

Disc Golf $6.00 $7.00 $1.00

Disc Golf SR/JR $3.00 $3.00 $0.00

10 Round Ticket $105.00 $105.00 $0.00

Riding Carts $8.00 $8.00 $0.00

Pull Carts $5.00 $6.00 $1.00

Ft. Snelling 9 Hole Course ‐ Rates do not include sales tax


9 Hole $17.00 $17.50 $0.50

9 Hole SR $14.00 $14.00 $0.00

9 Hole JR $11.00 $11.00 $0.00

9 Hole Military $14.00 $14.00 $0.00

Continuation $9.00 $9.00 $0.00

Season Pass ‐ 7 Day $599.00

Twilight (After 4:00pm) $15.00

Evening (After 6:00pm) $14.00 $13.00 ($1.00)

Disc Golf $6.00 $7.00 $1.00

Disc Golf SR/JR/Military $3.00 $4.00 $1.00

Disc Golf Season Pass $45.00 $50.00 $5.00

10 Round Ticket $150.00 $150.00 $0.00

First Tee Rate $5.00 $5.00 $0.00

Club Rental $6.50 $7.00 $0.50

Riding Carts $10.00 $11.00 $1.00

Riding Cart Continuation $6.50 $7.00 $0.50

Pull Carts $5.00 $5.00 $0.00


187

First Tee Learning Centers ‐ Rates include sales tax


Columbia

40 balls $6.50 $6.50 $0.00

80 balls $12.00 $12.00 $0.00

120 balls $16.00 $16.00 $0.00

Gross

Range Token – 20 balls $2.25 $2.25 $0

Range Token – 30 balls $3.00 $4.00 $1

Hiawatha

Range Token ‐ 20 balls $2.50 $2.50 $0

10 Token E‐Key ‐ 200 Balls $20.00 $20.00 $0

Adult Sports


Basketball ‐ Men's Winter & Spring $600 $600 $0

Basketball ‐ Women's Winter & Spring $600 $600 $0

Broomball ‐ #1, #2, #3 $400 $410 $10

Dodgeball $155 $155 $0

Football ‐ Co‐Rec Flag $455 $455 $0

Football ‐ Men's Touch $590 $590 $0

Football ‐ Women's Flag $455 $455 $0

Kickball ‐ Spring & Summer $400 $400 $0

Kickball ‐ Fall $300 $300 $0

Pond Hockey $265 $265 $0

Soccer ‐ 11x11 $985 $985 $0

Soccer ‐ 11x11 $905 $905 $0

Soccer ‐ 6x6 $655 $655 $0

Soccer ‐ 6x6 $600 $600 $0

Soccer Indoor ‐ 6x6 $735 $735 $0

Softball ‐ Adaptive $115 $115 $0

Softball ‐ Session #1 W/Lights $415 $415 $0

Softball ‐ Session #1 WO/Lights $355 $355 $0

Softball ‐ Session #2 $265 $265 $0

Softball ‐ Single Games $490 $490 $0

Softball ‐ 6 week Co‐d 5/5/5 $75 $75 $0

Softball ‐ 8 week single games $325 $335 $10

Softball ‐ 12 week Doubleheaders $980 $1,008 $28

Softball ‐ Metro Tournament Men & Co‐Ed $115 $115 $0

Softball ‐ Metro Tournament Women $65 $65 $0


188

Adult Sports (continued)


Softball ‐ Fall 8 week single games $335 $335 $0

Tennis Lessons ‐ Fall $60 $60 $0

Tennis Lessons ‐ Summer $115 $115 $0

Volleyball Fall $355 $355 $0

Volleyball Winter $355 $355 $0

Volleyball ‐ G.L.A.S.S. $375 $375 $0

Volleyball ‐ Sand 4 $283 $283 $0

Volleyball ‐ Sand 6 $355 $355 $0

Sports Official Certification Fee $30 $30 $0

Field & Court Use


Fields ‐ Football, Soccer, Cricket, Ultimate Frisbee, Rugby, Lacrosse

Park Board & Minneapolis Public Schools $0 $0 $0

Mpls residents/Adults & Colleges $35/hour $35/hour $0

Non‐Residents/Adults & Commercial Groups $45/hour $45/hour $0

Non‐Park Board Youth Teams & Associations $10/hour $15/hour $5

Fields ‐ Baseball, Softball, Rinks ‐ Hockey, Broomball





Courts ‐ Volleyball, Tennis, Kato





Lights




Non‐Park Board Youth Teams & Associations $0 $0 $0

Staffing





189

Field & Court Use (continued)


Staffing (continued)


Parade, Bossen & Neiman Facilities

Baseball & Softball Fields Youth $55/hour $55/hour $0

Baseball & Softball Fields Adult $100/hour $100/hour $0

Soccer/Football Field Youth $70/hour $70/hour $0

Soccer/Football Field Adult $100/hour $100/hour $0

MPRB Staffing $15/hour, 4 hour

min. $15/hour, 4 hour min. $0

Grooming between games $50/hour, 4 hour

min. $50/hour, 4 hour min. $0

Tournament Per Field ‐ Adult $100/hour $100/hour

Tournament Per Field ‐ Youth (minimum 50 hours) $25/hour $25/hour

Van Cleve, Northeast, Pearl, Quilici, Rod Carew & Sid Hartman Fields

Youth $25/hour $30/hour $5

Adult $50/hour $55/hour $5

DeLasalle High School Field

Soccer Field/Football Field $70/hour Youth

Only $70/hour Youth Only $0

Elliot Soccer Field

Youth $70/hour $70/hour $0

Adult $100/hour $100/hour $0

Loppet

Description 2019‐2020 Fee 2020‐2021 Recommended

Fee Increase

Ski Pass ‐ Natural Snow Season Pass $50 $50 $0

Ski Pass ‐ Natural Snow Daily Pass $8 $8 $0

Ski Pass ‐ Natural Snow Youth (11 and Under) $0 $0 $0

Ski Pass ‐ All Access (Natural & Snowmaking Trails) Season Pass

$90 $90 $0

Ski Pass ‐ All Access Daily Pass $20 $20 $0

Ski Pass ‐ All Access Daily Pass Youth (11 and Under) $10 $10 $0

Ski Pass ‐ All Access Season Pass Youth $30 $30 $0

Tubing Pass $17 $17 $0

Snowboard Pass $15 $15 $0

Group Lessons ‐ Skiing, Snowboarding, or Mountain Biking $45 $45 $0


190

Recreation Center Fees

Rec Plus ‐ school aged child care

Rec Plus School Year 2019‐2020 School Year 2020‐2021 School Year Increase

School Year AM 7‐8:40 $7.60/day $7.60/day $0.00

School Year AM 7‐9:40 $10.20/day $10.70/day $0.50

School Year PM 2‐6 $16.50/day $16.80/day $0.30

School Year PM 3:10‐6 $11.35/day $11.90/day $0.55

School Release Days $40/day $41/day $1.00

Rec Plus Summer 2019 Summer 2020 Summer

Summer $40/day $41/day $1.00

Recreation Center Facility Use


Gym (standard) $40 $40 $0

Gym (large) $75 $75 $0

Meeting Room (small) $15 $15 $0

Multi‐Purpose Room (large) $25 $25 $0

Kitchen (standard) $15 $15 $0

Patio $25/4 hours $25/4 hours $0

Administrative Fee $25 $25 $0

Recreation Center Programs (including youth sports)


Youth Programming & Sports* $0 ‐ $400 $0 ‐ $400 $0

Adult Programming $0 ‐ $420 $0 ‐ $420 $0

Sports Official Certification Fee $30 $30 $0

Outside Agency & Activity Council Participant Fee $5 $5 $0

ActiveNet allows for flexible registration payments and fee waivers are available.

Average fee for program in 2019 is $25.00 *Each park and sports/activity council charges different fees based on the type of program (e.g. football and hockey are most expensive due to equipment) and demand for the program (the goal is to have everyone participating). Fees are expected to cover the program costs for uniforms, program supplies, equipment, and in some cases a teacher/coach stipend or council staff salary. All parks and councils offer fee waivers to families who cannot afford to pay the fee.

2117 West River Parkway NorthMinneapolis, MN 55411

(612)230-6400www.minneapolisparks.org

Documents

Superintendent's Recommended 2020 Budget · Superintendent’s Recommended 2020 Budget 3 2020 Budget Message October 16, 2019 President and Commissioners of the Minneapolis Park and