Minneapolis Park and Recreation Board 2019 Annual Budget

Minneapolis Park and Recreation Board

2019 Annual Budget Minneapolis Park and Recreation Board Commissioners

Brad Bourn Jono Cowgill Meg Forney Commissioner District 6 Commissioner District 4 Commissioner At Large President

Londel French AK Hassan Chris Meyer Commissioner At Large Commissioner District 3 Commissioner District 1 Vice President

Steffanie Musich Kale Severson Latrisha Vetaw Commissioner District 5 Commissioner District 2 Commissioner At Large Minneapolis Park and Recreation Board and Executive Leadership Team

Board of Commissioners Executive Leadership Team Brad Bourn Mary Merrill President Superintendent Commissioner District 6 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 Commissioner District 4

Steffanie Musich Commissioner District 5

Meg Forney Commissioner at Large

Londel French Commissioner at Large

Latrisha Vetaw Commissioner at Large

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.

2019 Annual Budget

2019 !nnual udget

Table of Contents

• Budget Message and Highlights Pages 3-17

• 2018-2022 Strategic Directions Page 19

• Background Information Pages 21-25

• Financial Management Policies Pages 27-47

• Tax Levy & Local Government Aid Pages 49-51

• General Fund Pages 53-110

• Special Revenue Fund Pages 111-116

• Enterprise Fund Pages 117-132

• Internal Service Funds Pages 133-147

• Capital Project Funds Pages 149-174

• Personnel Summaries Pages 175-184

• Appendix – Fee Schedule Pages 185-197

• Appendix – Budget Resolutions Pages 199-206

• Appendix – 2018 Goal Results Pages 207-245

2019 Annual Budget

2019 Budget Message

January 1, 2019

President and Commissioners of the Minneapolis Park and Recreation Board,

It has been my honor and privilege to once again serve you and the people of Minneapolis as the Superintendent of the Minneapolis Park and Recreation Board (MPRB). This has been a special and unique period of transition perhaps not seen since the Board was newly formed: with six of nine Commissioners new to the Board and during the completion of a national search for the next Superintendent of this world-renowned system.

My motto has always been “playing for life.” That in “our play,” we provide the fun and connections with the places, programs and services that bring a high quality of life to our city. We serve the people of Minneapolis and we all have a shared responsibility to ensure that the parks are for everyone and that no one gets left behind.

In 2018, the MPRB was named the Number 1 park system in the nation for the sixth year in a row on The Trust for Public Land’s ParkScore® index. Also, for the sixth time and the third year in a row, the MPRB was recognized as a Finalist for the National Recreation and Park Association Gold Medal Award for Excellence in Park and Recreation Management. It is because of this legacy, our inheritance; the vision and commitment of those who went before us; and all of you who are committed to the Minneapolis park and recreation system today, that we receive these prestigious honors and recognitions. It’s a tribute to the dedication and hard work of Board, staff and community throughout our 135-year history. These honors truly belong to all of us – for the important work we do to improve park access and to provide critical services and programs.

I am proud to present the Board adopted 2019 Annual Budget. This budget supports the 20 Year Neighborhood Park Plan (NPP20) and continues to integrate criteria-based systems and the use of the racial equity lens for budget allocations and decisions. Racial equity work is demonstrated in the 2019 Annual Budget in five distinct and critical areas: 2019 department budget goals; neighborhood park capital improvement and rehabilitation funding; regional park capital improvement funding; recreation center funding; and 2019 budget adjustments.

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. This budget also supports the MPR’s commitment to strategic long-term planning and provides for the development of the MPR’s next comprehensive plan. It supports the 2018-2022 Strategic Directions adopted by the Board on April 18, 2018 that will guide system-wide operations and initiatives through 2022 through the identification of four priorities: invest in youth; be financially sustainable; protect the environment; and engage communities’ power.

2019 Annual Budget

2018-2022 Strategic Directions

Strategic Direction A - Invest in Youth During 2018, I consistently heard from the community, MPRB Commissioners, Mayor, City Councilmembers, and Legislators that our city has a critical need for enhanced youth programs and services, and youth violence prevention strategies. Disinvestment over the last 10 years in youth-serving organizations, changing city demographics and an increase in youth violence have all played a role in creating this critical need. The MPRB is uniquely positioned to address this urgent need with its 160 neighborhood parks located throughout the city. However, the economic downturn greatly impacted the MPR’s ability to deliver youth services and while NPP20 addresses neighborhood park infrastructure, it does not address the needs of recreation services and programs or what I call the “people side” of parks. I have worked closely with the Board, staff and our many partners to begin this important work. Mayor Frey quickly established that he is a champion of the MPRB and the critical recreation services the MPRB provides, especially for our youth. The Mayor, President Bourn and I worked together to support an ongoing reinvestment in youth services through a $250,000 property tax levy increase in 2019. The 2019 Annual Budget includes this down payment for the reinvestment in youth services by providing funding for piloting the wrap-around, full-service community school/park model and an increase in youth employment through Teen Teamworks. This budget also includes full- funding for two Conservation Corps crews, the addition of two full-time youth program specialists, an increase to the leadership micro-grants program renaming it in honor of Walter Dziedzic, and support for the northside Run and Shoot Basketball League. This budget also provides funding for a study for the development of career pathways within the MPRB.

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. The 2019 Annual Budget includes a 5.8 percent property tax levy increase for General Fund operations and a 3.0 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. This budget focuses on balancing the need to maintain our existing facilities and programs with the importance of offering improved and new programs and services. It continues to improve the financial condition of the Enterprise and Internal Services Funds while also provides funding for the Park Land Acquisition Fund at a reduced level and maintaining the funding for the Operations Facilities Rehabilitation Fund.

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

2019 Annual Budget and the oard’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. The 2019 Annual Budget supports these efforts by including a community garden position, a forestry outreach position, the addition of one full-time gardener position, and the option to convert up to 11 full-time equivalents seasonal parkkeepers to an additional six full-time modified work week parkkeepers. The budget also supports the development of a comprehensive energy action plan, implementation of the carp management plan for Lake Nokomis, creation of interactive exhibits at the Kroening Interpretive Center, use of a racial equity lens in tree planting, and a review of MPRB fleet vehicles.

Strategic Direction D - Engage ommunities’ 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 caring for this beloved 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 implementation of the racial equity action plan, improvements to the citizen application and appointment process for boards and commissions, the development of a police advisory council, the development of an urban agricultural plan and community garden policy and the revision of the community engagement policy. The MPRB hosted park police learning sessions where the very important conversation around police service levels and defining a common vision for Park Police has begun. Also, for the first time in MPRB history the public participated in listening sessions to guide the qualities desirable in our next Superintendent and a group of community members were enlisted to assist in the narrowing of applicants. The 2019 Annual Budget supports these efforts through the development of the next MPRB comprehensive plan, continuation of the racial equity and inclusion work, development of a language access plan, creation of a city wide resident survey, funding for culturally specific aquatic invasive species education, enhanced staffing for community events, and funding for the community-led Juneteenth celebration.

Budget Process

The MPRB began the 2019 budget process with Board retreats held in May and June of 2018. The budget process completed in December when the Board of Commissioners formally adopted the 2019 Annual Budget. This budget is the culmination of a great deal of work, including thoughtful consideration and input from the Board of Commissioners and staff. I thank all the members of the Board and staff for their efforts during the 2019 budget process. My roots run deep at the MPRB, and it has been my past and current experience that MPRB Commissioners and employees are some of the hardest-working people, each with a deep devotion to this incredible system.

Sincerely,

Mary Merrill, Superintendent

2019 Annual Budget 2019 Budget Highlights

Board Direction

The Minneapolis Park and Recreation Board (MPRB) began the 2019 budget process with retreats held in May and June. During the retreats, staff shared that many factors are impacting the MPRB five-year financial outlook and 2019 budget. Broad financial impacts identified by staff included cost implications related to 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.

The Superintendent recommended a proposed 5.5 percent property tax levy increase for the current service level operating increase. The increase included 5.6 percent increase for the General Fund, and 3.8 percent increase for the Tree Preservation and Reforestation Levy to address Emerald Ash Borer infestation and tree loss due to storms. Options of 7.2, 8.0 and 10.4 percent property tax levy increases were also provided to show various levels of investments to enhance recreation programs and services.

Based on Board feedback, the Superintendent began discussions with the City to support the current service level budget and increase the investment to enhance recreations services focused on youth with a maximum property tax levy increase of 8.0 percent for 2019. Between June and August, the Superintendent, along with the executive team and Board President met with the Mayor and various City Council members to discuss this proposal. Mayor Frey has stated that, “Working together should not be the exception to the rule. It should be the absolute standard” and he expressed support for moving our current service level forward and for additional investment in our ity’s youth. Given other financial constraints of the City, on August 15 the Mayor recommended a maximum property tax increase for the MPRB of 5.53 percent which included the current service level budget, and an additional $150,000 to support the wrap around full-service community school/park sites. He also stated that he would work closely with the MPRB in the coming days to look for other ways to support the ity’s youth. Since that time the Mayor, as a member of the Board of Estimate and Taxation, voted to support a 5.7 percent maximum property tax levy increase and an additional $100,000 for youth services.

20 Year Neighborhood Park Plan

The 20 Year Neighborhood Park Plan (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

2019 Annual Budget

Board of Commissioners on July 6, 2016. The NPP20 concurrent Ordinances ensure an additional $11 million, with scheduled inflationary increases, in annual funding for 20 years to the MPRB to revitalize Minneapolis’ renowned network of neighborhood parks and protects the current $2.5 million a year in funds the MPRB receives from the City for capital improvements. The Criteria Based System Ordinance establishes an objective, criteria-based system to ensure that racial and economic equity criteria are utilized in determining the distribution of funds to neighborhood parks during the period of NPP20.

2019 Annual Budget is the third year of the NPP20 and includes a MPRB General Fund property tax levy of $3.3 million to support enhanced maintenance of neighborhood parks. This funding, which was established in 2017, focuses on improving system-wide neighborhood park maintenance service levels in mowing, tree pruning, roof inspections, seasonal plumbing start up and shut down, and maintenance of playgrounds, buildings, sidewalks, parking lots, gardens and natural areas.

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 MPRB 2019-2024 Capital Improvement Program (CIP) for Neighborhood Parks was developed utilizing the Criteria Based System to allocate funds to projects in years 2022-2024. For 2019-2021, 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 2019 Annual Budget includes the NPP20 maintenance in the General Fund and the NPP20 rehabilitation and capital in the Capital Projects Funds.

Factors impacting 2019 Budget

In July, staff began preparing department budgets for inclusion in the 2019 Annual Budget. The following key factors were identified, considered and provided a basis for decision making during this process.

Key Financial and Service Challenges – Several significant 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.

2019 Annual Budget

• Recreation Centers and Programs and Youth Development services The Recreation Division’s work is focused on providing positive recreation programs and services which meet the needs of our residents and park users. The important work of the Recreation Division on youth development and youth violence prevention needs to be enhanced and increased to meet the needs of today’s youth. Even with our broad range of prevention programs, the need for youth intervention programs and services still exists. The Youthline, StreetReach, Pop UP Parks and Nite Owlz programs have proven to be effective tools for building positive youth development, interaction skills, and preventing violence or interrupting negative behaviors. Expanding these programs and creating new ones to meet the needs of our youth in the city will require more resources for staff. • Temporary, part-time and seasonal workforce Changes to MPRB policies and practices for hiring temporary, part-time and seasonal staff are expected to be fully implemented by the end of 2019. The process will be completed in two phases, Phase I was completed in 2018 and Phase II has an estimated completion of December 2019. • Network upgrades Current contracts with all network and infrastructure vendors are being negotiated. During the past contract term, the MPRB increased its use of bandwidth and technology significantly. The addition of a Voice Over Internet Protocol Phone System, Camera Systems, alarm systems, door access systems, and public wireless access increased demand for higher speed network connections. Additionally, several sites have been added that required circuits. Current negotiations indicate that the upcoming contract renewals will be approximately $2.5 million over the next five years. It is anticipated this will result in an increase of approximately $260,000 per year. • Community garden coordination The MPRB is implementing its Urban Agriculture Activity Plan. From planning to policy to ordinance changes, MPRB has been working with the community to ensure long-term stability and equity are foundational in this implementation effort. As a draft, the community garden policy is now being considered by the Board and the MPRB is readying for implementation upon adoption. Coordinating the efforts of community garden volunteers will likely require at least one full- time staff member’s attention. • 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. The Superintendent believes some are obsolete or antiquated, and, in some cases, they are no longer enforceable. The Superintendent recommends a comprehensive review and update of the MPR’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.

2019 Annual Budget

• Intergovernmental Relations Working under the direction of the Superintendent, an Intergovernmental Relations position would provide professional internal intergovernmental relations coordination, communication, and support to assist the MPRB with local level intergovernmental relations with the Mayor, City Council, County Board, Minneapolis School District, Board of Estimate and Taxation, Mississippi Watershed Management Organization, Minnehaha Creek Watershed Organization, Bassett Creek Watershed Organization, Shingle Creek Watershed Organization and other local jurisdictions. In addition, this position would coordinate with state and federal lobbyists and organizations as necessary to facilitate problem solving by connecting appropriate staff from MPRB and other jurisdictions to reach resolution. • Encroachments Commissioners and the public have noted the need to address the encroachment of private improvements onto parkland. Current focus is directed to those private improvements that are being upgraded or modified and recording the encroachments with the property owners through a process involving Board of Commissioners review and approval. The MPR’s ability to more aggressively pursue encroachments is limited by available staff. Without directing additional staff or consultant resources toward this purpose, the process of incrementally addressing encroachments as modifications are made to the private improvements will be continued. This leaves many encroachments as undocumented, occupying public lands without proper permissions. • 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

2019 Annual Budget

Other key financial challenges also continue: union negotiated settlements, organization wide salary study impacts, health care cost increases, inflationary increases especially in construction costs, employer pension cost increases, 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 2019 Annual Budget

After continued conversations with the Mayor, on September 12 the Board of Commissioners approved a resolution requesting the Board of Estimate and Taxation (BET) to set the maximum property tax levy at 5.7 percent for the 2019 budget at an estimated amount of $65,740,000. This includes a 5.8 percent property tax levy increase for the General Fund operating budget for a total of $63,935,000, and a 3.0 percent property tax increase for the Tree Preservation and Reforestation Levy for a total of $1,805,000. This request included the current service level budget and an additional $250,000 as a down payment on youth investment. On September 26, with Mayor and Councilmember support, the BET set the maximum property tax levy at the amount requested by the Board of Commissioners. The 2019 Annual Budget adopted the maximum tax levies authorized by the BET.

In developing the 2019 Annual Budget, the Superintendent utilized a racial equity tool 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 also considered to make appropriate shifts and changes to reach a balanced budget.

The Superintendent is proud to present the Board adopted 2019 Annual 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. The budget also continues to be aligned with and in support of the oard’s approved 2007-2020 Comprehensive Plan and the 2018-2022 Strategic Direction and Implementation Plan.

General Fund Department Initiatives and Changes for 2019

Superintendent’s Office o Superintendent’s Office The 2019 !nnual udget supports the addition of a full-time Intergovernmental Relations position through a reduction in contractual services and a reduction in federal lobbying.

2019 Annual Budget

o oard of ommissioners The 2019 !nnual udget includes the elimination of state lobbyist contract due to retirement of the contractor. o ommunications and Marketing The 2019 !nnual udget supports the use of one-time funds to conduct a city-wide resident survey and the development of a MPR language access plan. The budget also includes the reduction from a full-time archivist position to a certified part-time archivist position and a partial reduction in contract services for web maintenance and enhancements. o ommunity Outreach The 2019 Annual Budget includes the addition of a full-time events position, increase to part-time event staffing, adds funding for the annual Juneteenth celebration, and the establishment of an overhead charge for revenue-based MPRB events. The budget also includes the use of one-time funds for cultural somatic training and implementation, Government Alliance on Race and Equity membership, and results- based training to continue the advancement of racial equity work within the MPRB. o Park Police The 2019 !nnual udget includes the elimination of 1.33 part-time police officer positions and the revenue associated with special event work assignments. !s a part of the 2018 budget process, new part-time positions were proposed and approved- however, no part-time officers have been hired. The budget also includes a reduction in contractual services based on current ity of Minneapolis dispatch charges.

Deputy Superintendent’s Office o Deputy Superintendent’s Office The 2019 !nnual udget includes the use of one-time funds to develop facility emergency preparedness plans for storm, active shooter and fire emergencies. The budget also supports the use of one-time funds for phase one of the MPR ordinance review. o ustomer Service The 2019 !nnual udget includes minor revenue increases based on market comparisons, a oard directed increase in sailboat buoy fees and the addition of three canoe racks at North edar each. o Finance The 2019 Annual Budget includes an increase to the enterprise fund overhead charge for financial services provided to that fund. o Human Resources The 2019 Annual Budget includes the use of one-time funds to conduct an employee survey of full-time staff and to conduct a study for the development of career pathways within the MPRB. The budget also includes a transfer to the Enterprise Fund of background check costs associated with enterprise fund staff.

2019 Annual Budget

Environmental Stewardship Division o Asset Management The 2019 Annual Budget supports the conversion of 4.0 FTE Parkkeeper Trainees (NPP20) to 4.0 FTE Parkkeepers (NPP20) to reduce the trainee program to 6.0 FTEs to allow for better management and enhanced experience. The budget also provides for the reallocation of staff to enhance support for the maintenance of concession areas and other maintenance functions within the Enterprise Fund, the addition of one full- time gardener position, a reduction in seasonal parkkeeper and seasonal mobile equipment operator staffing, other expenditure changes based on actual spending and reductions in revenue due to changes in services provided. The budget also includes the option to convert up to 11 full time equivalents of seasonal parkkeepers to six full-time modified work week parkkeepers and a reduction in overtime. o Environmental Management The 2019 Annual Budget supports the addition of one full-time community garden position, an increase to fully fund two Conservation Corps crews, and funding to support culturally specific invasive species education. This budget also includes other expenditure changes based on trends and actual spending. o Forestry The 2019 Annual Budget supports the addition of one full-time forestry outreach position to engage residents in activities and tasks that promote a healthy urban forest. The budget also includes a reduction in contracted stump grinding due to efficiencies related to the increase in utilization of in-house labor to grind stumps and recommended changes to expenditures based on anticipated spending.

Planning Division o Design and Project Management The 2019 Annual Budget supports the elimination of one project designer position and the associated project charge revenue. o Strategic Planning The 2019 Annual Budget supports the addition of a part-time office support position to assist the Real Property Administrator with increased property research, verifications and field monitoring of encroachments. This budget also includes the use of one-time funds for the development of the next comprehensive plan.

Recreation Division o Athletic Programs & Aquatics The 2019 Annual Budget includes slight increase in revenues and decrease in expenditures based on trends and actual experience. o Recreation Centers & Programs The 2019 Annual Budget supports the piloting of the wrap- around, full-service community school/park model and support for the Run and Shoot Basketball League. The budget also includes an increase in recreation center revenue to better match the revenue that has been consistently generated in recreation over the past several years.

2019 Annual Budget

o Youth Development The 2019 Annual Budget supports an increase in Teen Teamworks to hire 30 additional youth, the addition of two full-time youth program specialist positions, an increase of part-time staffing to assist with RecPlus state reporting requirements, and an increase to park leadership micro-grants program to focus on elders, girls and Somali program partnerships renaming this fund to the Walter Dziedzic Recreation Innovation Fund. The budget also includes the use of one-time funds to conduct Youthline program evaluation.

Other General Fund Initiatives and Changes for 2019

o Investments in Operations Facilities The 2019 Annual Budget includes $136,674 for the Michael P. Schmidt Operations Center mortgage payment and $363,326 transfer to the Capital Project Funds for the rehabilitation fund established to invest in MPRB operations facilities and headquarters. A staff-and-consultant team has initiated an 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 efficient. The assessment of facilities and operations will lead to a master plan for operations facilities, where the costs of creating suitable facilities aligned with efficient practices will be more fully framed. o Park Land Acquisition Fund The 2019 Annual Budget includes the $315,000 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 General Fund Excess Fund Balance The 2019 Annual Budget recommends the use of General Fund excess fund balance to support the following one-time activities up to a total of $711,500.

Maximum Division Activity Amount Superintendent's Office City-wide resident survey $49,500 Superintendent's Office MPRB Language Access Plan $42,000 Deputy Superintendent's Office MPRB Full-time Employee Survey $20,000 Governmental Alliance on Race and Equity Membership, $87,000 Deputy Superintendent's Office Cultural Somatic Training, and Results Based Accountability Deputy Superintendent's Office Ordinance Review Phase I $48,000 Deputy Superintendent's Office Facility emergency preparedness $150,000 Study for the Development of Career Pathways within the $100,000 Deputy Superintendent's Office MPRB Planning MPRB Comprehensive Plan $200,000 Recreation Youthline Program Evaluation $15,000 Total $711,500

2019 Annual Budget

Special Revenue Fund Initiatives and Changes for 2019

Environmental Stewardship Division o Forestry The 2019 Annual 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. 2019 is the sixth year of the eight-year plan to remove and 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.

The Minneapolis Sculpture Garden, which remains within the Enterprise Fund and is not self- supporting, went through a major reconstruction and reopened in 2017. Methods of creating a micro-enterprise to partially support operations of the Minneapolis Sculpture Garden continue to be explored. Discussions between staff and a partner organization continue but accomplishing an agreement that would substantively support operations has not been successful. Potential vendors would look to a long-term relationship to recoup portions of any initial investment. Staff continue to seek a service delivery and programming model that provides revenue to offset operating costs and long-term asset replacement. However, until a long-term solution is realized the garden is expected to need additional support from the Enterprise Fund.

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

2019 Annual Budget

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.

Enterprise Fund Department Initiatives and Changes for 2019

Deputy Superintendent’s Office o ustomer Service – Parking Operations The 2019 !nnual udget includes increase in revenue due to the expansion of parking operations, increases to specific regional parking lot fees, and an increase to the annual parking permit fee. The budget also includes slight increases in expenses to support the expanded parking operations. o ustomer Service – Vendor !greements/oncessions The 2019 !nnual udget supports the reallocation of staff from the General Fund to support the maintenance of the concession areas, a slight increase for planning staff support, and an increase in revenue based on actual experience.

o ustomer Service – Use and Events Permitting The 2019 !nnual udget includes an increase in revenue for new, increased, and restructured fees. The budget also includes a small increase for planning staff support.

Environmental Stewardship Division o !sset Management – Sculpture Garden The 2019 !nnual udget supports the reallocation of staff from the General Fund to support the maintenance of the Sculpture Garden.

Recreation Division o Golf The 2019 Annual Budget supports a reduction in part-time clubhouse staff based on actual spending and a slight increase in golf revenue based on market comparisons. The budget also supports the development of a Golf Department long-range financial sustainable operating plan. o !thletic Programs, !quatics & Ice !rena Operations – Ice !rena The 2019 Annual Budget includes a slight increase in revenue due to market comparisons. The budget also includes expenses for small equipment purchases.

Debt Service & Improvements o Debt Service The 2019 Annual Budget includes an increase for the change in State legislation that returned the burden to pay for the closed Minneapolis Employees Retirement Fund historical pension plan shortfalls to the City of Minneapolis and MPRB. This represents

2019 Annual Budget

the Enterprise Fund obligation. The MPRB General Fund obligation is financed through the City of Minneapolis property tax levy. o Improvements The 2019 Annual Budget includes: re-construction of the Parade parking lot located between the football and baseball fields; new construction of a small parking lot at Minnehaha Regional Park; establishment of a use and event capital reserve; Hiawatha Golf Course master plan, design and engineering; and equipment purchases.

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 four 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 is on a five-year plan, with 2019 being year five of that plan, to fully stabilize the fund to meet its annual operating and capital replacement needs. ITS continues to focus on developing a strategy for meeting its long-term capital replacement needs and the Superintendent intends to institute a phased-plan beginning in 2020.

Internal Service Funds Department Initiatives and Changes for 2019

Deputy Superintendent’s Office o Information Technology Services The 2019 Annual Budget supports increases in licensing and network servers and other changes to expenses to adjust to historical spending and meet current needs.

Environmental Stewardship Division o !sset 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. Historically, equipment rental rates had been held down due to budget constraints of the General Fund and had not kept pace with cost of the mobile equipment fleet resulting in a decline in capital reserves. The 2019 Annual Budget is the final year of the phased approach to stabilize Equipment Services and return it to a fully funded operation. The budget also supports changes to expenses to adjust to historical spending and meet current needs.

2019 Annual Budget

Capital Projects Funds Initiatives and Changes for 2019

o apital Improvement Program (IP) 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 2019 Annual Budget includes the proposed 2019-2024 CIP that reflects the use of both ordinances in the development of the recommended capital allocations.

2019 Annual Budget

2019 Annual Budget 2018-2022 MPRB Strategic Direction

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 March and April of 2018, the Commissioners of the Minneapolis Park and Recreation Board 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 represents Board and Superintendent priorities that are aligned with comprehensive plan goals and objectives. The 2018-2022 Strategic Directions were adopted by the Board on April 18, 2018.

What we do Strategic Direction A – Invest in youth.

Strategic Direction B – Be financially sustainable.

Strategic Direction C – Protect the environment.

Strategic Direction D – Engage communities’ power.

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.

2019 Department Goals and Benchmarks Departmental goals and benchmarks that align with the 2018-2022 Strategic Directions were developed for the individual departments during the 2019 Budget process.

2019 Annual Budget

Background Information

• Service Areas & Commissioner Districts Page 22

• Organization Chart Page 23

• Fund Descriptions Page 24

• Acronym Glossary Page 25

2019 Annual Budget Service Areas & Commissioner Districts

2019 Annual Budget Organization Chart

Park Board

Superintendent

Deputy Superintendent

Service Delivery Group

Assistant Assistant Assistant Superintendent Superintendent Superintendent Environmental Planning Recreation Stewardship Services

External Relations Group Support Services Group

Director of Director of Director of Director of Director of Director of Director of Communications Community Park Safety Customer Finance Human Information and Marketing Outreach and Security Service Resources Technology

2019 Annual Budget 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 oard’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.

2019 Annual Budget 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 GIS – Geographic Information System HR – Human Resources HVAC – Heating, Ventilation and Air Conditioning IT – Information Technology ITS – Information Technology Services LCCMR – Legislative-Citizen Commission on Minnesota Resources LGA – Local Government Aid LGBTQ – Lesbian, Gay, Bisexual, Transgender, and Queer MEO – Mobile Equipment Operator MN DNR – Minnesota Department of Natural Resources MPRB – Minneapolis Park and Recreation Board NPP20 – 20 Year Neighborhood Park Plan O & M – Operations & Maintenance PGA – Professional Golfers' Association (of America) RCAP – Racially Concentrated Areas of Poverty ROF – Regional Opportunity Fund WRR – West River Road

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Financial Management Policies

Introduction Page 28

I. Operating Budget Page s 28-29

II. Revenue Page s 30-32

III. Fund Balance Pages 33-36

IV. Accounting Page 37

V. Procurement Page s 38-41

VI. Pension Page 41

VII. Appropriation Page 42

VIII. Administrative Pages 42-43

IX. Debt Pages 43-44

X. Capital Budget Page 45

XI. Risk Management Page s 45-46

XII. Transfers Page 46-47

Adopted by the Board: Prior Version: December 7, 2009 Revised: February 15, 2017

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Minneapolis Park & Recreation Board Financial Management Policies

INTRODUCTION

The Minneapolis Park & Recreation oard’s (Park oard) Financial Management Policies provide a framework for the fiscal management of the Park Board. These policies are designed to ensure the efficient, responsible management of financial resources and to provide for the Park oard’s long-term fiscal stability.

I. OPERATING BUDGET POLICIES

The objective of the operating budget policies is to ensure that sound fiscal management practices are followed in operating and maintaining the Park Board System.

A. Fiscal Year. The fiscal year of the Park Board is January 1 through December 31.

B. Balanced Budget. The operating budget for the Park Board shall be balanced. For each fund, ongoing costs are not to exceed ongoing revenues and available fund balances are used in accordance with reserve policies.

C. Enterprise Operations. All enterprise activities of the Park Board shall be self-supporting whereby revenues cover operating costs, capital improvements, debt service payments and support to other funds as approved by the Board in the annual adopted budget. While there may be imbalances from year-to-year, funds are not to create a negative fund balance.

D. Internal Services. Internal service funds are to operate on a break-even basis. While there may be imbalances from year-to-year, funds should neither make an excess net profit nor a loss over the long run, and in no case should they create a negative fund balance.

E. Budget Guidelines. The annual budget process is intended to weigh all competing requests for Park Board resources within expected fiscal constraints.

1. Performance Measurement and Productivity Indicators. Performance measurement and productivity indicators shall be integrated into the annual budget process. Performance measures will identify major initiatives to be completed annually, productivity indicators will be utilized as a guide to assist in determining the level at which programs and services are funded.

2. Personnel Expenses. Additional personnel shall be requested only after service needs have been thoroughly documented or after it is substantiated that the addition will result in increased revenue or enhanced operating efficiencies. To the extent feasible, any FTE personnel cost reductions will be achieved through attrition.

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3. Overtime Limitation. The Park Board allows the use of overtime if emergency, weather, or operating conditions necessitate its use. Overtime shall be prior approved by management. No departmental overtime may exceed five percent of its personnel budgets and must be approved in the annual budget.

4. New or Expanded Programs or Facilities. The Park Board commits to managing the park system effectively and efficiently in order to provide services based on community needs and to enhance and expand the capacity of the system while maintaining sustainable operations. Requests for new or expanded programs or facilities made outside the annual budget process are discouraged to allow the expansion to be weighed against other agency needs and requests. New or expanded programs or facilities for the park system may include buildings, trails, policing, supervision, maintenance, recreation and additional hours of operation, legal compliance or improvements and should be sought through grant or other outside funding.

5. Grant or Other Outside Funded Programs. Programs financed with grant or other outside monies shall be budgeted in special revenue funds. The service or program shall be separately accounted for in the financial system with budgets adjusted to reflect the level of available grant or other outside funding. In the event of reduced grant or other outside funding, Park Board resources shall be substituted only after all competing program priorities have been considered during the annual budget process.

F. Basis of Budgeting. The budgets of all governmental funds are developed using the modified accrual basis. Revenues are budgeted if they are measurable and available as net current assets. Expenditures are generally budgeted when the related fund liability is incurred. The accrual basis of accounting is used for proprietary funds. Revenues are budgeted as they are anticipated to be earned.

G. Budgetary Controls. The legal level of budgetary control is at the fund level. Budgetary amendments at the fund level must be approved by the Board. Appropriations lapse at year end.

H. Purchase orders, contracts, and other commitments are recorded as encumbrances, which reserve appropriation authority. Encumbrances outstanding at year end generally lapse and become the obligation of the next fiscal year if carried forward.

I. Use of One-Time Resources. One-time resources such as proceeds from asset sales, debt refinancing, one-time grants, revenue spikes, budget savings and similar non-recurring revenue shall not be used for current or new ongoing operating expenditures. Appropriate uses of one time resources include establishing and rebuilding emergency or operating reserves, early retirement of debt, capital expenditures and other non-recurring expenditures.

J. Public Participation. Information regarding Park Board budget, financial statements and performance measurement shall be available to the public. Various methods shall be used to ensure public input into the budgeting process, such as informational hearings, on-line surveys and community meetings.

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II. REVENUE POLICIES

The objective of the revenue policies is to ensure that funding is derived from a fair, equitable, and adequate resource base, while minimizing property tax burdens.

A. Revenue Structure and Sources. The Park Board will maintain a diverse revenue structure that protects programs and services from short-term fluctuations in any single revenue source. Services having a system-wide benefit shall be financed with revenue sources generated from a broad base, such as property taxes and state aids. Discrete services shall be financed with user fees, charges and assessments.

B. Property Taxes. The Park Board strives to ensure that the taxes it levies are no greater than the absolute minimum needed to efficiently, effectively, and responsibly manage the system. The Park Board places a high priority on finding ways to proportionately reduce its dependency on taxes by pursuing new sustainable resources when appropriate.

The Park Board reviews and recommends to the Board of Estimate and Taxation a maximum adjustment to its tax levy. The Board of Estimate and Taxation adopts the maximum tax levy amount allowable for the Park Board. The Park Board adopts its annual tax levy amount within that maximum.

C. Fees and Charges. The Park Board shall implement user fees and charges in lieu of support from other general revenue sources for identified discrete services. Fees and charges shall be reviewed annually to ensure appropriate fee structures.

1. Cost Recovery. Levels of cost recovery vary depending on the service, funding source and user group.

2. Policy and Market Considerations. The Park Board shall consider policy objectives, market rates and charges levied by other public and private organizations for similar services when Park Board fees and charges are established.

3. Non-Resident Charges. Whenever practical user fees and other appropriate charges shall be levied for Park Board activities, services or facilities in which non-residents participate. The Metropolitan Regional Parks system is funded through a combination of state and local funding sources. The Metropolitan Council regional parks policy prohibits the discouragement of non resident use of regional parks and fees and charges shall be applied equally to residents and non residents. Non-regional parks determine user fees and other charges based on activity.

4. Enterprise Service Fees. User charges for Enterprise Services such as golf, recreation, and parking shall be set at rates sufficient to finance direct and indirect operating, capital, reserve/working capital and debt service costs. Overhead expenses and general government services provided to the enterprise activities shall be included as indirect costs. Rates will be set such that the enterprise fund is never in a cash deficit position at year end.

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5. Internal Service Fees. When interdepartmental charges are used to finance internal service functions, the charges shall reflect full costs. Direct costs for services will be allocated to departments using an appropriate rate model developed for each internal service type.

D. Fines. Levels of fines shall be set according to legal guidelines and consider deterrent effect, administrative costs and revenue potential.

E. Dedicated Revenues. All Revenues shall be deposited in the general fund, except where required by law, funding requirements or generally accepted accounting principles (GAAP). Non restricted revenue shall be used for general fund purposes unless dedicated through the annual budget process or Board action.

F. Grants. The Park Board will actively pursue government and private grants that are consistent with the Comprehensive Plan, mission and goals. All grants received shall be subject to grant solicitation and acceptance procedures, and shall be deposited in the appropriate Park Board fund and accounted for through the Park Board financial system. The finance department will maintain Park Board wide grant information and grant accounting to facilitate the annual audit and compliance with federal and state requirements. Grants in the amount of $100,000 or more shall be presented to the Board for approval and acceptance of the grant. Staff shall periodically inform the Board of all grant applications submitted and grant awards received.

G. Private Revenues. All private money donated, contributed or lent to the Park Board shall be subject to gift solicitation and acceptance procedures, and shall be deposited in the appropriate Park Board fund and accounted for through the Park Board financial system. Gifts and donations in the amount of $5,000 or more shall be presented to the Board for recognition of the gift.

H. Non-recurring Revenues. To the extent possible, one-time revenues will be applied to one time expenses.

I. Leases. The leasing of Park Board land requires Board approval and the affirmative vote of at least six commissioners.1

1 City of Minneapolis Charter, Article VI. §6.2(f)(1).

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J. Special Assessments. The Park Board has the authority to levy certain special assessments.2 Special assessments administered by the Park Board include the following: • Parkway improvement2 • Parkway lighting2 • Parkway sidewalk improvement/replacement2 • Removal of insect invested or diseased trees3

1. Method of Payment for Public Improvement Assessments. Owners of benefiting properties shall have the option of paying their assessment in full or in installments as part of their annual real estate taxes. The Park Board shall determine the number of equal annual installments, not to exceed twenty, in which assessments may be paid. The Park Board shall determine the interest rate to be paid annually on all unpaid installments; this rate shall not exceed the maximum rate of interest as provided for in statute.3 The first installment shall be payable in the year following completion of the project and in the same manner as real estate taxes.

2. Uniform Assessment Rate. The City of Minneapolis calculates and adopts a Uniform Assessment Rate which is the standardized rate applied in street construction and street renovation projects. The policy requires that assessments be part of the funding for all street paving construction/reconstruction projects for which the Park Board is to bear any part of the cost. This rate shall be applied to the square footage per parcel in the project area to determine an assessment cost for each benefited property. The goal of the rate is to ensure an equitable distribution of costs among projects and to assess no more than approximately 25% of project costs. The Uniform Assessment Rate is calculated annually and approved by the Transportation and Public Works Committee of the City Council. Separate rates are established based on the type of project (construction or renovation), funding category (local or other) and benefited parcel category (non-residential or residential).

K. Identity Theft. The Park Board will employ all federal rules and regulations related to identity theft prevention.

L. Debt Collection. The Park Board will make every reasonable attempt to collect debts owed to the Park Board.

2 City of Minneapolis Charter, Article VI. §6.6(b) 3 Minnesota Statute §18G.13 and 429.101

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III. FUND BALANCE POLICIES

Sound financial management principles require that sufficient funds be retained by the Park Board to provide a stable financial base. The Park Board will maintain a fund balance sufficient to fund all cash flows of the Park Board, to provide for financial reserves for unanticipated one time expenditures, revenue shortfalls, and/or emergency needs.

The objective of the fund balance policies is to specify the size and composition of the Park oard’s desired fund balance (net assets for enterprise funds) and to identify certain requirements for classifying fund balance in accordance with Governmental Accounting Standards Board Statement No. 54, Fund Balance Reporting and Governmental Fund Type Definitions.

2019 Annual Budget

A. Classifications. The following individual components shall constitute the fund balance for all Governmental Funds Classification Definition Examples Nonspendable “!mounts that cannot be spent because they are • Inventories either (a) not in spendable form or (b) legally or • Prepaid items 4 contractually required to be maintained intact.” • Long-term receivables • Permanent Endowments

Restricted “Fund balance should be reported as restricted • Restricted by state when constraints placed on the use of resources statute are either: • Grants earned but not a. Externally imposed by creditors (such as spent through debt covenants), grantors, • Taxes dedicated to a contributors, or laws or regulations of specific purpose other governments; or • Revenues restricted by b. Imposed by law through constitutional enabling legislation 5 provisions or enabling legislation.”

Committed “Used for specific purposes pursuant to • Amounts the Board sets constraints imposed by formal action of the aside by resolution. government’s highest level of decision-making 6 authority”

Assigned “!mounts that are constrained by the • The Board delegates the government’s intent to be used for specific authority to assign fund

purposes, but are neither restricted nor balance to the d 7 e t committed” Superintendent c • The Board has appropriated fund balance during the Unrestri budget process

Unassigned Unassigned fund balance is the residual classification for the General Fund. This is fund balance that has not been reported in any other classification. The General Fund is the only fund that can report a positive unassigned fund balance. Other 8 governmental funds would report deficit fund balances as unassigned.

4 GASB Statement No. 54, ¶ 6 5 GASB Statement No, 54, ¶ 8 6 GASB Statement No. 54, ¶10 7 GASB Statement No. 54, ¶13 8 GASB Statement No. 54, ¶17

2019 Annual Budget

1. Committing Fund Balance. In order to commit fund balance, the Board, as the highest level of decision-making authority, must incorporate in a resolution the commitment of funds for specific purposes. These funds must be fully expended for their committed purpose or by a separate action by the Board for the funds to become uncommitted.

2. Assigning Fund Balance. In order to assign fund balance, the Board designates the Superintendent, or his/her designee, as the authority to assign fund balance.

B. Minimum Level of Fund Balance/Net Assets. The Park Board will establish and maintain minimum levels of fund balance/net assets in each of the various fund types of the Park Board as follows:

1. General Fund. In the General Fund, there shall be a minimum balance (assigned and unassigned fund balance) of five percent of expenditures. For purposes of this calculation, the expenditures will be the amount of the budget as originally adopted in December of each year. The fund balance will be maintained for cash flow purposes, unanticipated expenditures of a non-recurring nature, or to meet unexpected increases in service delivery costs. To the extent that unusual contingencies exist as a result of state or federal aid uncertainties, or other highly variable factors, a balance larger than this minimum amount may be maintained. A fund balance larger than this minimum may also be maintained for Board directed purposes including future capital investment. Non-recurring revenues may be a source of accumulating fund balance and should not be relied upon for operational and maintenance needs.

2. Special Revenue Funds. Special revenue funds are created to account for the proceeds from specific revenue sources that are legally restricted for specific purposes. No specific reservation of fund balance is created by this policy. Rather, each fund must adhere to any underlying guidelines attached to that revenue source.

3. Capital Projects Funds. Capital project funds are created to account for resources set aside to construct or acquire capital assets or improvements. These projects may extend beyond one fiscal year. No specific reserve is required, however the fund must ensure enough reserve exists to cover existing construction or acquisition commitments for the life of the existing construction or acquisition. Project funds will remain open until all claims on the project are settled.

4. Enterprise Funds. Enterprise funds should strive for positive net operating income to provide necessary funds for operations, capital outlay, debt service and recreation programming support. The enterprise fund balance policy serves two primary purposes: • To facilitate a repair and replacement program for enterprise fund facilities • To reserve funds to develop new revenue-producing enterprise fund facilities

Operating contingencies shall be maintained in the enterprise fund net assets to provide for business interruption costs and other unanticipated expenditures of a non-recurring nature.

2019 Annual Budget

5. Internal Service Funds. Internal Service funds, by nature, are designed to operate on a break-even basis for operations, while, if applicable, accruing additional funds to finance future capital costs or potential liabilities.

a. Equipment Division and Information Technology Services. 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. Funding shall be designated to maintain the condition of assets at a desirable service level without shifting the costs disproportionately to future taxpayers.

b. Self-Insurance. Funding is provided in an amount to fund the costs of workers compensation, insurance claims and premiums. This fund calculates a reserve for incurred but not reported claims as determined by an actuarial valuation.

C. Replenishment of the General Fund Minimum Requirements. In the event, the minimum balance (assigned and unassigned fund balance as a percentage of total expenditures) fall below the five percent threshold for the General Fund, the Board must approve and adopt a plan to restore the balance to the target level within a specific period of time. When developing a restoration plan, the following items should be considered in establishing the appropriate time period: • The budgetary reasons behind the fund balance targets • Recovery from an extreme event • Long-term forecasts and economic conditions • Milestones for gradual replenishment • External financing expectations

D. Use of Fund Balance. Available fund balances shall not be used for ongoing operating expenditures unless a determination has been made that available balances are in excess of required guidelines and that plans have been established to address any future operating budget shortfalls. Emphasis shall be placed on one-time uses that achieve future operating cost reductions.

E. Order of Resource Use. In general, restricted funds are used first when expenditure is incurred for the purposes for which both restricted and unrestricted fund balance is available. In addition, for unrestricted fund balance, the order of use of fund balance shall generally be: 1) committed; 2) assigned; and 3) unassigned.

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IV. ACCOUNTING POLICIES

The objective of the accounting policies is to ensure that all financial transactions of the Park Board conform to the City Charter, Minnesota statutes, grant requirements, the principles of sound financial management and GAAP.

A. Accounting Standards. The Park Board shall establish and maintain accounting systems according to GAAP, which are set by the Governmental Accounting Standards Board (GASB) and the Financial Accounting Standards Board (FASB). The Park Board will use the central financial system of the City for all financial transactions of the Park Board.

B. Disclosure and Monitoring. Full disclosure is provided in all financial statements. Financial systems are maintained to monitor expenditures and revenues on a daily, monthly, and year end basis. Regular monthly, quarterly and annual financial reports will be prepared to provide a summary of financial activity by fund. The reports will be submitted to the Board at least quarterly. A Comprehensive Annual Financial Report (CAFR) is published by the Park Board within six (6) months of the following year.

C. Annual Audit. An annual financial audit shall be performed by the Minnesota Office of the State Auditor in accordance with auditing standards generally accepted in the United States of America, and the standards applicable to financial audits contained in Government Auditing Standards, issued by the Comptroller General of the United States.

D. Internal Audit. The Park Board shall maintain an internal audit function that provides an independent and objective review and assessment of the business activities, operations, financial systems and internal accounting controls of the Park Board.

The Deputy Superintendent shall administer the internal audit function through the finance department. The Internal Audit function shall conduct operational, financial and performance audits, selected as a result of a risk assessment process. The internal audit function will complete a comprehensive internal audit program annually and will communicate significant results to the Board and senior management.

In order to maintain independence and objectivity, the finance department may enlist the services of outside consultants, State of Minnesota Office of the State Auditor or the City of Minneapolis Internal Audit Department.

E. Accounting Policies and Procedures. The Park Board shall establish, maintain and monitor accounting policies and procedures to ensure • Financial transactions conform with GAAP, Charter and State Statutes • Park oard assets are safeguarded • Internal controls are maintained

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V. PROCUREMENT POLICIES

The Park Board shall adhere to all applicable Minnesota Statutes related to procurement of goods and services. The Park Board also adheres to all applicable City of Minneapolis procurement policies unless otherwise stipulated by Board policy.

A. State of Minnesota Statutes. Minnesota Statute §471.345 (Uniform Municipal Contracting Law) is the umbrella statute governing public procurement by local governments in Minnesota.

B. City of Minneapolis Charter. Article VII, §7.2 (a) (13) and (f) of the City of Minneapolis Charter authorizes the City Council to establish a purchasing department as a branch of the city government to have full charge of purchases under the supervision of the city council and its independent boards.

C. City Procurement Division. The City of Minneapolis acts as the purchasing agent for the Park Board through its Purchasing Division. The city buyers are responsible for review and approval of all purchases and with assuring compliance with all purchasing laws and policies. A City buyer directs the bid process and solicits, advertises and receives all bids.

D. Bid Process. The City of Minneapolis procurement policies require a formal sealed bid process for purchases of $100,000 or more.9 The City of Minneapolis purchasing division by City Charter authority shall administer the formal bid process for all departments of the City and its independent boards.10 City policies require two quotations for purchases between $2,500 and $100,000. Staff designated as approvers may approve purchases up to $2,500.

E. Board Approval. Purchases of $50,000 or more require Board approval. Purchases of $50,000 or more for standard operating purposes in the department’s approved annual budget will be presented to the Full Board as a consent item. All non-standard purchases of $50,000 or more will be presented at the Committee level.

F. Public Purpose. All materials and services purchased by the MPRB shall have a public purpose and be funded through the current adopted budget. A public purpose is an activity directly related to the functions of the organization that provide benefit to the community.

9 Minnesota Statute §471.345, Uniform Municipal Contracting Law. Subd. 3, “If the amount of the contract is estimated to exceed $100,000 sealed bids shall be solicited by public notice” 10 City of Minneapolis Charter, Article VII, §7.2(a)(13) and (F)

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G. Contracts.

1. Professional Services Contracts. Professional services are intellectual or creative in nature and may require specialized training, including, but not limited to, analysis, design, evaluation, programming and training.

a. Standard Agreement Form. Professional services agreements will be submitted on the Board adopted standard agreement form. The form provides for the acquisition of professional services while providing the Board with approved contractual protections. Any substantive changes to this form require review and approval by the Park Board attorney. Contracts of $100,000 or more require Board approval.

b. Amendments. The Park Board will use amendments to authorize modifications to professional services agreements. Administrative approval of amendments by the appropriate Assistant Superintendent is allowed provided that the following conditions are met. • Amendment does not alter the character of the contract • The necessary funds are available in the approved budget • Amendments increasing the amount of a contract utilize the Standard Professional Services Contract Amendment form • The amendment does not increase the contract total to $100,000 or more • An amendment increasing the contract total to $100,000 or more requires Board Approval.

2. Price Contracts. Price contracts are contracts between the Park Board and a vendor for goods and/or non-professional services at a predetermined price for a specified period of time (usually one year). Pricing contracts may result from cooperative agreements bid by municipal agencies. The assigned City Buyer manages the entire bid process for the establishment of the price contract or utilization of an existing cooperative agreement. Contracts of $100,000 or more require City approval of the Small & Underutilized Business Program goals and Board approval. Changes to price contracts are made by contacting the assigned City Buyer.

3. Construction Contracts. Construction contracts are contracts between the Park Board and a vendor for construction services for a particular project or set of projects. Contracts of $100,000 or more require City approval of the Small & Underutilized Business Program goals, and Board approval. All construction contracts, regardless of dollar amount require Park Board attorney review and approval prior to work commencing.

a. Construction Contract Form. Construction contracts will utilize the American Institute of Architects contract form with counsel approved modifications. The form provides for the acquisition of construction services while providing the Board with approved contractual protections. All approved construction funds not required for project completion will be returned to the original funding source for other future use. Contracts of $100,000 or more require City approval of the Small & Underutilized Business Program goals; Park Board attorney review and approval; and Board approval prior to work commencing.

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b. Construction Contingency. At the time of construction contract award and when funding sources allow, the Park Board will authorize a construction contingency of up to 10% of the construction contract for use toward necessary contract change orders.

c. Change Orders. The Park Board will use change orders to authorize modifications to construction contracts. Administrative approval of change orders by the appropriate Assistant Superintendent is allowed provided that the following conditions are met. • hange order does not alter the character of the contract • The necessary funds are available from approved project funding sources • The sum of project change orders is within the construction contingency authorized by the Board at the time of construction contract award • hange orders increasing the amount of a contract utilize the American Institute of Architects contract change order form with counsel approved modifications. • ! change order increasing the contract total to $100,000 or more requires Board approval.

H. Target Market Program(TMP)11 The Park Board will participate in the TMP as administer by the City of Minneapolis. The TMP provides a marketplace where qualified small-businesses will have the ability to respond alongside other similarly situated small businesses for Park Board contracts up to $100,000.

I. Emergency Authority of Superintendent. The Superintendent shall have the authority to authorize emergency purchases or other expenditures of funds of up to $100,000 under the following conditions:

1. A sudden, unanticipated or unexpected event occurs, whether by an act of nature or by humans, which demands an immediate response by the Park Board; 2. The failure to respond to the event would be a severe detriment to the best interests of the Park Board, its operations or the public interest; 3. There are no adequate existing appropriations or fund authorizations available to the Superintendent to properly respond to the event or occurrence; and

11 Minnesota Statute §471.382, Credit Cards

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4. The Superintendent prior to authorizing the expenditure of funds shall advise the President of the Board of the need for a response and proposed expenditure and secures the President’s approval for the expenditure of funds. In the event that the President cannot be contacted, the Superintendent shall advise and seek approval from the Vice-President, the Chair of the Administration and Finance Committee, or the Chair of the Planning committee in that order. If none of those officers is available, the Superintendent will contact any other Commissioner and advise them of the need and proposed response and seek their approval. The approval of one of the foregoing officers or commissioners is sufficient for the Superintendent to exercise this authority.

The Superintendent will provide a complete report on the need for and expenditure of funds under this paragraph to the entire Board at the next meeting of the Board at which time the Board will then consider a motion to ratify the expenditure of funds.

I. Park Board Credit Card. State law provides cities with the authority to make purchases through the use of a credit card.12 The Park Board may use a Park Board issued credit card to facilitate purchases necessary for Park Board operations, lodging and travel, and to facilitate other necessary transactions. Credit card usage is subject to all applicable Minnesota Statutes and City of Minneapolis procurement policies.

VI. PENSION POLICIES

The City of Minneapolis administers the pension program for all eligible employees including employees of the Park Board.

A. Authorizing Employer Pension Deductions. Pension benefits are funded from member and employer contributions and income from the investment of fund assets. Minnesota Statutes set the rates for employer and employee contributions.13 The City of Minneapolis charges all funds under the Park oard’s jurisdiction the appropriate bi-weekly amounts, as provided for in state law, for each member of the Public Employees Retirement Association and the Minneapolis Police Relief Association.

B. Pension Unfunded Liability. These liability amounts are included in the departmental appropriations and will be billed to the affected departments. Reinsurance amounts will be paid to a self-insurance pool funded through premiums paid by departments and tracked by department.

12 Minnesota Statute §471.382, Credit Cards 13 Minnesota Statute §353, Public Employees Retirement Association; Minnesota Statute §422A, Minneapolis Employees Retirement Fund; Minnesota Statute §69.77, Minneapolis Police Relief Association

2019 Annual Budget

VII. APPROPRIATION POLICIES

A. Budget Appropriation. The annual budget appropriation is adopted by the Board at a meeting each year.

B. Legal Level of Appropriation. The Park Board adopts an annual budget by fund setting the legal level of appropriation at the fund level.

C. Authority of the Superintendent. The Board has delegated the following authorities to the Superintendent or his/her designee related to budget appropriations. The Superintendent shall notify the Board whenever the authority granted under this section has been exercised. • To establish or modify revenue estimates and expenditure appropriations allowing departments to receive and spend grants or private contributions under $100,000 for projects or programs consistent with donor requirements and Board mission. • To re-appropriate non-recurring purchases that were encumbered in the previous fiscal year and delivered in the current year • To re-appropriate all capital project year-end balances • To modify appropriations related to technical accounting treatment changes • To establish or modify appropriations, revenue estimates to carry out the intent of the Board approved Budget and effectuate any action or resolution passed, approved or any legal agreement passed, approved and executed with respect to any inter-fund loans, advances operating transfers or their repayment • To modify revenue estimates and expenditure appropriations for all funds as necessary during the course of the year to reflect the most current estimates as long as there is no change in the projected net revenues

VIII. ADMINISTRATIVE FINANCIAL POLICIES

Administrative financial policies provide direction that is financial in nature. Park Board administrative policies that are not financial in nature are not included in this section.

A. Fraud in the Workplace. The Park Board shall protect the revenue, property, information and other assets from any attempt, either by members of the public, contractors, subcontractor, agents, or employees, to gain by deceit, financial or other benefits at the expense of City taxpayers. The Park Board will provide systems and procedures for the prevention and detection of fraud and will support and promote a culture and environment that fosters honest and ethical behavior.

B. General Fund Administrative Overhead Charge. The Park Board will recover costs within the General Fund related to services it provides to non-General Fund departments. The allocation of those costs will be based on a fair and consistent methodology, applied organization-wide and developed and administered by the Finance Department.

2019 Annual Budget

E. Gifts and Donations. Gifts of personal and real property are encouraged and will be accepted if consistent with the overall plans and objectives of the Park Board. Gifts and donations become the property of the Park Board. Where applicable, the Park Board will encourage donors to include a stipend creating a perpetual trust for the continued care and maintenance of the gift. Monetary contributions are also encouraged. Gifts which are not consistent with the overall plans of the Park Board may be accepted by the Park Board if they benefit the Park Board by production of income or, in the case of land, may be used for trade or sale.

When a gift or donation is received, the Park Board will accept the gift, record the gift, deposit the gift in the appropriate fund and receipt the contributor per IRS regulations. The Park Board will maintain a graduated process for gift recognition including Board acknowledgement, listing in the Park Board Annual Report and formal thank-you letters from the Board President and/or Superintendent.

F. Foundations. The Park Board recognizes the value and encourages the development of park foundations and other philanthropic efforts to advance the purposes of the Park Board and the Metropolitan Regional Park System.

IX. DEBT MANAGEMENT POLICIES

A. Bond Sales. The City of Minneapolis by authority of the City Charter acts as the Treasurer for the Minneapolis Park and Recreation Board.14 The Park Board issues and sells bonds under the full faith and credit of the City.

The objective of the ity’s debt management policies is to provide a framework for managing the ity’s capital financing and economic development activities in a way that preserves the public trust and balances costs to current and future taxpayers without endangering essential City and Park Board services.

1. Guiding Principles for City of Minneapolis Debt Issuance Method of Sale. The three primary methods of selling bonds include competitive sale, negotiated sale and private placement. The City uses the competitive sale method for its general obligation bond sales unless factors such as structure, size or market conditions compel the use of a negotiated sale. The City may use the negotiated sale method on economic development related projects when the characteristics of the transaction require a more specific marketing plan and/or the issue lacks an investment grade rating due to complex security provisions or other factors.

2. Selection of Independent Advisors. The City uses competitive processes to select all service providers involved in the bond issuance process.

14 City of Minneapolis Code of Ordinances, Title 2, Chapter 17, Section 17.60(b) and (f)

2019 Annual Budget

3. Variable Rate Debt. The City uses variable rate debt to provide debt structuring flexibility and potential interest savings to the total debt portfolio. Generally, the City maintains no more than 25% of its total debt obligations in variable rate model.

4. General Obligation Bonds, Property Tax Supported. General obligation, property tax supported bonds finance only those capital improvements and long-term assets that have been determined to be essential to the maintenance or development of the City.

5. Special Obligation Revenue Bonds. Special obligation revenue bonds, those bonds for which the City incurs no financial or moral obligation, are issued only if the associated development projects can be shown to be financially feasible and contributing substantially to the welfare and/or economic development of the City and its inhabitants.

6. Bond Term. The City shall issue bonds with terms no longer than the economic useful life of the project. For self-supporting bonds, maturities and associated debt service shall not exceed projected revenue streams.

7. Feasibility. The City shall obtain secured guarantees for self-supporting bonds to the extent possible. The City shall also obtain assurances of project viability and guarantees of completion prior to the issuance of bonds.

B. Other Debt. The Park Board has authority to obtain private financing and inter-fund loans when deemed appropriate and after approval of the Board.

1. Long-Term Financing. Long-term financing will be considered to finance certain capital improvements or property acquisition as an alternative to bond issuance when conditions warrant. There are situations when such loans are both prudent and appropriate and can result in cost savings for the Park Board.

2. Short-Term Financing/Capital Lease Debt. Short-term financing or capital lease debt will be considered to finance certain equipment purchases. Adequate funds for the repayment of principal and interest must be included in the approved budget of the requesting service area. The term of financing will be limited to the usual useful life period of the vehicle or equipment, but in no case will exceed fifteen years.

3. Inter-fund Loans. The Park Board will consider loans to individual funds from the pool of invested funds for a specific purpose. The loan would be considered when the following conditions are met. • Adequate funding is available in the fund providing the loan without placing the fund at risk for fund balance deficits. • The fund receiving the loan has adequate resources to make the appropriate annual payments and said payments are provided for in the annual budget. • The inter-fund loan will result in cost savings for the Park Board.

2019 Annual Budget

X. CAPITAL BUDGET POLICIES

The objective of the capital budget policies is to ensure maintenance of public infrastructure in the most cost-efficient manner.

A. Asset Management. The Park Board will maintain, manage, rehabilitate, and replace existing assets through the development of annual, short-term (five year) and long-term (20+ year) plans in accordance with industry best management practices and as adopted by the Board.

B. Capital Improvement Program. The Park Board will develop an annual and five-year Capital Improvement Program (CIP) that will include land acquisition, new development and the functional redevelopment of existing facilities as authorized by the Board. The CIP will detail each capital project, the estimated cost and funding sources.

C. Operating Budget Impacts. Operating expenditures/savings of each capital project are included in the cost of implementing the CIP and reflect estimates of all personnel expenses and other operating costs attributable to the capital outlays. Departments benefiting from the capital investment must account for the increased operating costs resulting from capital projects.

D. Repair and Replacement. The Park Board strives to maintain its physical assets at a level that protects the Park Board's capital investments and minimizes future maintenance and replacement costs. Where possible, the capital budget shall provide for the adequate maintenance, repair and replacement of the capital infrastructure and equipment from current revenues.

XI. RISK MANAGEMENT POLICIES

The Park and Recreation Board is exposed to various risks of loss related to torts; theft of, damage to, and destruction of assets; errors and omissions; injuries to employees; and natural disasters.

A. Property Insurance. The Park Board will purchase commercial property insurance to insure against theft of, damage to, and destruction of assets.

B. Health and Dental Insurance. For employee health and dental, the Park Board as a component unit of the ity of Minneapolis participates in the ity’s process of obtaining risk financing for these types of losses. The Park Board pays an employer share of commercial health coverage based on negotiated terms within the various union contracts which cover Park and Recreation Board employees. Dental coverage is a self-insured function administered by the City and the Park Board pays the amount set annually by the City.

2019 Annual Budget

For all other risks of loss the Park Board operates a Self-Insurance Internal Service Fund for accounting and financing purposes. No excess commercial coverage is purchased and the Park Board assumes all risk associated with these activities.

C. Workers Compensation. The Park Board shall maintain and manage a workers compensation self-insurance program to fund liabilities due to work place injuries. The Park Board will contract with a third party administrator to administer the program on behalf of the Park oard. Minnesota statute requires the Park oard to participate in the Workers’ ompensation Reinsurance Association and Park Board shall select the retention level deemed appropriate for the organization.15

D. General Liability. The Park Board shall maintain and manage a general liability self-insurance program to fund liabilities related to general, motor vehicle and police professional liabilities. The Park Board will handle claims internally when possible and will use legal counsel when necessary.

E. Authority of the Superintendent. The Board has delegated the following authorities to the Superintendent or his/her designee related to risk management. • Workers compensation settlements shall be presented to the Board for approval • Authority to settle general liability claims up to $15,000 without Board Action

F. Rates. All funds of the Park Board will participate in the Self-Insurance Fund and will make monthly payments to the fund based on historical experience of the amounts needed to pay prior and current year claims which become payable in the given year.

G. Self-Insurance Fund Liabilities. Governmental Accounting Standards Board Statement 10 requires that a liability must be recognized when it is probable that a loss has occurred and the amount of that loss can be reasonably estimated. The Park Board shall provide actuarially determined liability estimates and will revise those estimates every two years.

XII. TRANSFER POLICIES

The objective of the transfer policies is to ensure the transfer of money between funds is done in a fiscally sound manner. Transfers are indicative of funding for capital projects, general operations and subsidies of various Park Board operations and re-allocations of special revenues.

A. Enterprise Fund. The enterprise operations of the Park Board may provide support to the General Fund on an annual basis. The amount of this support shall be determined and approved in the adoption of the annual budget.

15 Minnesota Statute §79.34, Creation of Reinsurance Association

2019 Annual Budget

B. Capital Project Funds. General Fund pay-as-you-go capital rehabilitation dollars shall be transferred to the Capital Project Fund on an annual basis as the projects that utilize this funding source are established. Regional park operations and maintenance funding from lottery-in-lieu of proceeds are recorded in the Park Board special revenue fund and shall be transferred to the capital project fund as project costs are authorized and incurred.

C. Authority of the Superintendent. The Board has delegated the following authorities to the Superintendent or his/her designee related to transfers. The Superintendent shall notify the Board whenever the authority granted under this section has been exercised. • To make temporary loans to cover fund cash deficits at the end of each fiscal year • To transfer balances to carry out the intent of the Board approved Budget and effectuate any action or resolution passed, approved or any legal agreement passed, approved and executed with respect to any inter-fund loans, advances operating transfers or their repayment

2019 Annual Budget

2019 Annual Budget Tax Levy & Local Government Aid

• 2019 Property Tax Overview Page 50

• Local Government Aid Overview Page 51

2019 Annual Budget 2019 Property Tax Overview

The Board adopted 2019 Annual Budget approved the MPRB maximum property tax levy of $65.7 million. The Board of Estimate and Taxation passed a resolution on September 26, 2018 setting the MPRB 2019 maximum property tax levy at $65.7 million, a 5.7 percent increase from 2018. The resolution included the MPRB General Fund maximum property tax levy of $63.9 million, an increase of $3.5 million from 2018. The maximum property tax levy for the MPRB Tree Preservation & Reforestation Fund was set at $1.8 million, an increase of $53,000 from 2018.

City of Minneapolis Property Tax 2018 2019 Change % Change Total City of Minneapolis 251,303,000 266,375,000 15,072,000 6.0%

Minneapolis Park Board 60,450,000 63,935,000 3,485,000 5.8% Tree Preservation & Reforestation 1,752,000 1,805,000 53,000 3.0% Park Board Total 62,202,000 65,740,000 3,538,000 5.7%

Library (Referendum) 10,300,000 10,300,000 0 0.0% Municipal Building Commission 5,103,000 5,256,000 153,000 3.0% Teachers Retirement Association 2,300,000 2,300,000 0 0.0% Total 331,208,000 349,971,000 18,763,000 5.7%

Property Tax Allocation by Area City Library Municipal 76.1% Referendum Building 2.9% Commission 1.5%

TRA 0.7%

Tree Preservation & Reforestation Park Board 0.5% 18.3%

2019 Annual Budget Local Government Aid Overview

Local Government Aid (LGA) has been an unpredictable funding source. State budget deficits resulted in substantial reductions of local government aid in 2010 and 2011. Actions taken by the State to balance the State budget from 2010 through 2011, resulted in a loss of $6.0 million in certified state aids to the MPRB General Fund. MPRB LGA funding stabilized in 2012, with the certified amount substantially lower than past years.

The MPRB expects to see an increase of $9,493 in 2019 LGA, for a total of $9.3 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 2010 $10,623,674 $7,423,928 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

MPRB Local Government Aid (LGA) $11,000,000

$10,000,000

$9,000,000

$8,000,000

$7,000,000

$6,000,000 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019

Actual LGA Certified LGA

2019 Annual Budget

2019 Annual Budget General Fund

• General Fund Overview Pages 54-58

• Department Budgets

Superintendent’s Office Pages 59-68

Deputy Superintendent’s Office Pages 69-77

Environmental Stewardship Division Pages 78-90

Planning Division Pages 91-97

Recreation Division Pages 98-108

• Personnel Summary Pages 109-110

2019 Annual Budget 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

2018 2019 Approved Approved

Revenues 80,760,661 84,283,901

Expenditures 80,760,661 84,283,901

Balance 0 0

The approved 2019 budget for the General Fund is $84.3 million, an increase of 4 percent from the 2018 approved budget. The MPRB depends on property taxes and Local Government Aid (LGA) to fund operations. The 4 percent increase in the 2019 budget is primarily due to a $3.5 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).

2019 Annual Budget

General Fund Revenue by Major Sources

2018 2019 % Approved Approved Change Change Current Property Taxes 59,845,051 63,295,650 3,450,599 5.8% Local Government Aid (LGA) 9,345,764 9,355,257 9,493 0.1% Fees, Fines and Other Revenues 11,569,846 11,632,994 63,148 0.5% Total Revenue 80,760,661 84,283,901 3,523,240 4.4%

2019 General Fund Revenue by Major Sources

Fees, Fines and Other Revenue Local 13.8% Government Aid 11.1%

Property Taxes 75.1%

2018 General Fund Revenue by Major Sources

Fees, Fines and Other Revenue Local 14.3% Government Aid 11.6%

Property Taxes 74.1%

2019 Annual Budget

General Fund Expenditures by Major Categories

2018 2019 % Approved Approved Change Change Wages & Fringe 55,934,174 58,742,889 2,808,715 5.0% Operating 21,746,487 22,546,012 799,525 3.7% Capital 3,080,000 2,995,000 (85,000) -2.8% Total Expenditures 80,760,661 84,283,901 3,523,240 4.4%

2019 General Fund Expenditures by Major Categories

Capital 3.6%

Operating 26.8%

Wages & Fringe 69.7%

2018 General Fund Expenditures by Major Categories

Capital 3.8%

Operating 26.9%

Wages & Fringe 69.3%

2019 Annual Budget

General Fund Expenditures by Division/Departments

2018 2019 Approved Approved Change Superintendent's Office Superintendent's Office 791,001 780,066 (10,935) Board of Commissioners 713,121 642,271 (70,850) Communications & Marketing Department 842,738 896,689 53,951 Community Outreach Department 1,420,867 1,529,353 108,486 Park Police Department 6,082,402 6,637,416 555,014 Deputy Superintendent's Office Deputy Superintendent's Office 265,745 284,675 18,930 Customer Service Department 522,690 580,020 57,330 Finance Department 1,219,474 1,292,793 73,319 Human Resources Department 1,138,808 1,183,346 44,538 Environmental Stewardship Division Asset Management Department 27,773,465 28,511,097 737,632 Environmental Management Department 3,156,404 3,357,471 201,067 Forestry Department 9,468,751 9,796,363 327,612 Planning Services Division Design & Project Management Department 2,217,669 2,111,177 (106,492) Strategic Planning Department 1,009,357 1,109,849 100,492 Recreation Services Division Athletic Programs & Aquatics Department 3,420,786 3,583,297 162,511 Recreation Centers & Programs Department 11,554,794 12,376,841 822,047 Youth Development Department 4,291,860 4,834,278 542,418 City Mgmt Fee, Contributions & Other 1,790,729 1,781,899 (8,830) Operating Expenditures 77,680,661 81,288,901 3,608,240

Neighborhood Park Capital Levy 2,180,000 2,180,000 0 Debt Service on Michael P. Schmidt Operations Center 136,674 136,674 Operations Facilities 500,000 363,326 (136,674) Park Land Acquisition Reserve 400,000 315,000 (85,000) Total Capital & Reserve 3,080,000 2,995,000 (85,000)

Total General Fund 80,760,661 84,283,901 3,523,240

2019 Annual Budget

General Fund Expenditures by Division

2018 2019 % Approved Approved Change Change Superintendent's Office 9,850,129 10,485,795 635,666 6.5% Deputy Superintendent's Office 3,146,717 3,340,834 194,117 6.2% Environmental Stewardship 40,398,620 41,664,931 1,266,311 3.1% Planning Services 3,227,026 3,221,026 (6,000) -0.2% Recreation Services 19,267,440 20,794,416 1,526,976 7.9% City Mgmt Fee, Contributions & Other 1,790,729 1,781,899 (8,830) -0.5% Capital 3,080,000 2,995,000 (85,000) -2.8% Total General Fund 80,760,661 84,283,901 3,523,240 4.4%

2019 General Fund Expenditures by Division Environmental Deputy Stewardship Planning Superintendent's 49.4% Services Office 3.8% 4.0%

Superintendent's Recreation City Mgt Fee & Office Capital Services Other 12.4% 3.6% 24.7% 2.1%

2018 General Fund Expenditures by Division

Environmental Stewardship Deputy 50.0% Superintendent's Planning Office Services 3.9% 4.0%

Superintendent's Office City Mgt Fee & Recreation 12.2% Capital Other Services 3.8% 2.2% 23.9%

2019 Annual Budget 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 oard policy, and works with the oard 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.

Park Board

Superintendent

Deputy Superintendent

Service Delivery Group

Assistant Assistant Assistant Superintendent Superintendent Superintendent Environmental Planning Recreation Stewardship Services

External Relations Group Support Services Group

2019 Annual Budget

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.

2018 2019 Fund 11500 Approved Approved

Salaries and Wages 213,535 299,364

Fringe Benefits 57,166 82,713

Operating Costs 520,300 397,989

Superintendent's Office 791,001 780,066

2018 2019 Superintendent's Office Personnel Approved Approved Executive Assistant to the Superintendent 0.60 0.60 Intergovernmental Relations 0.00 1.00 Superintendent of Parks 1.00 1.00 Full Time 1.60 2.60

Superintendent's Office 1.60 2.60

2019 Annual Budget

Board of Commissioners

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

2018 2019 Fund 11500 Approved Approved

Salaries and Wages 159,656 160,850

Fringe Benefits 145,746 130,614

Operating Costs 407,719 350,807

Board of Commissioners 713,121 642,271

2018 2019 Board of Commissioners Personnel Approved Approved Executive Assistant to the Deputy Superintendent 0.25 0.25 Executive Assistant to the Superintendent 0.40 0.40 Park Board Commissioners 9.00 9.00 Full Time 9.65 9.65

Board of Commissioners 9.65 9.65

2019 Annual Budget

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, MPRB intranet development and maintenance, special promotions development, special project writing support and consultation with staff relating to public relations issues.

Communications & Marketing Goals & Benchmarks Racial Equity Strategic Action Goal Comp Plan Goal Direction Plan Conduct a statistically valid city-wide survey of Minneapolis residents to identify organizational Through outreach strengths and weaknesses, measure resident and research, park satisfaction, and inform development of the and recreation D, 1, 2, 5, 6 A5 MPRB's next comprehensive plan and other services are initiatives. Survey method will include balloon relevant today and sample by ethnicities to ensure communities of tomorrow. color are accurately represented. Target Benchmarks Date Establish cross-departmental survey team. Create request for proposal, solicit and select vendor, and complete professional services agreement. 2/15/2019 Determine survey topics and questions, including key questions from prior surveys to ensure consistent benchmarking and new questions to support development of the 2020 Comprehensive Plan. Finalize survey. 3/30/2019 Pre-testing is conducted, and survey is modified if needed. Phone survey of Minneapolis residents is conducted and completed. 5/31/2019 Survey data is reviewed, analyzed and compiled into a report. Survey team develops plan for distribution of survey information. 7/1/2019 Survey findings and final report reviewed by survey team and Executive Team, presented to Board of Commissioners, and shared per distribution plan. 7/31/2019

2019 Annual Budget

Communications and Marketing (continued)

2018 2019 Fund 11500 Approved Approved

Salaries and Wages 501,422 548,574

Fringe Benefits 177,874 193,851

Operating Costs 163,442 154,264

Communications & Marketing 842,738 896,689

2018 2019 Communications & Marketing Approved Approved Archivist 1.00 0.00 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 Social Media & Marketing Consultant 0.85 0.00 Manager, Media Relations and Social Media 0.00 0.85 Web Content Producer 1.00 1.00 Full Time 6.85 5.85

Admin Support - Web Technician 0.80 0.62 Admin Support - Photographer 0.40 0.50 Admin Support - Graphics 0.40 0.62 Archivist 0.00 0.50 Communications Assistant 0.40 0.62 Marketing Assistant 0.20 0.20 Part Time 2.20 3.06

Communications & Marketing 9.05 8.91

2019 Annual Budget

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.

2019 Annual Budget

Community Outreach Goals & Benchmarks

Strategic Racial Equity Goal Comp Plan Goal Direction Action Plan Develop and implement a curriculum for MPRB Dynamic parks that 101 that allows for more and immediate shape city character contributions by Minneapolis residents and D 1,3,4,5,6 B6 and meet diverse park patrons who are unfamiliar with the community needs MPRB and its processes. Benchmarks Target Date Determine who the learner will be and the desired learning outcomes. 3/31/2019 Develop measurable goals, objectives and instructional strategies that describe what the learner will be able to do once the instruction is complete and how much time will be allotted to deliver the training. 5/28/2019 Comprehensively institutionalize community engagement strategies that increase the effectiveness of under-represented services and support the well-being of the broader community. Ongoing Consult existing internal and external curricula for inspiration and develop curriculum and marketing collateral. 7/31/2019 Review implementation plan with Deputy Superintendent, pilot, revise plan, and obtain approval of the orientation training and materials. Recruit and train facilitators. 9/15/2019 Develop formative and summative evaluation strategies. Deliver the orientation training and materials. Evaluate the training and materials, review outcomes and make modifications, as needed. Ongoing

2019 Annual Budget

Community Outreach (continued)

2018 2019 Fund 11500 Approved Approved

Fees 1,000 7,350

Other Revenue 51,500 26,500

Community Outreach Revenue 52,500 33,850

2018 2019 Fund 11500 Approved Approved

Salaries and Wages 868,885 930,755

Fringe Benefits 273,492 289,488

Operating Costs 278,490 309,110

Community Outreach Expense 1,420,867 1,529,353

2018 2019 Community Outreach Approved Approved Community Outreach and Access Coordinator 4.00 4.00 Community Event Supervisor 1.00 0.00 Manager, Community Outreach Events 0.00 1.00 Director, Community Outreach 1.00 1.00 Event Coordinator 2.00 0.00 Community Outreach Coordinator Events 0.00 2.00 Event Technician 1.00 2.00 Manager, Community Outreach, Equity & Inclusion 1.00 1.00 Full Time 10.00 11.00

Administrative Assistant 0.50 0.50 Recreation Specialist C 1.50 1.50 Seasonal Mobile Equipment Operator 0.12 0.12 Special Service Attendant 1.98 2.09 Part Time 4.10 4.21

Community Outreach 14.10 15.21

2019 Annual Budget

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 Strategic Goal Comp Plan Goal Direction In response to the on-going opioid epidemic, the Park Police Department will develop a policy for the deployment and administration of Naloxone Intervention and (an emergency opioid overdose antidote). communication 5 & 6 Officers will be trained on the use of Naloxone. reduces safety Naloxone will then be deployed in Park Police concerns. patrol officer assignments and administered in overdose emergencies. Benchmarks Target Date Develop a department policy, based on best practices, on the deployment 2/28/2019 and use of Naloxone. Train Park Police sworn/licensed patrol officers on policy and use/administration of Naloxone. 3/31/2019 Procure necessary supplies and equipment. 5/31/2019 Deploy Naloxone to all sworn/licensed patrol staff. 5/31/2019

2019 Annual Budget

Park Police (continued)

2018 2019 Fund 11500 Approved Approved

Fees 106,691 44,835

Fines 346,000 346,000

Other Revenue 15,000 15,000

Park Police Revenue 467,691 405,835

2018 2019 Fund 11500 Approved Approved

Salaries and Wages 3,651,672 4,049,490

Fringe Benefits 1,304,764 1,420,195

Operating Costs 1,125,966 1,167,731

Park Police Expense 6,082,402 6,637,416

2018 2019 Park Police Personnel Approved Approved Administrative Assistant 0.85 0.85 Director, Park Safety and Security 1.00 1.00 Park Patrol Agent 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 Youth Violence Prevention Coordinator 1.00 1.00 Full Time 38.85 38.85

Park Patrol Agent, Seasonal 11.16 11.16 Police Officer, Parks - Part-Time 1.33 0.00 Part Time 12.49 11.16

Park Police 51.34 50.01

2019 Annual Budget 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 MPR’s customer service, finance, human resources and information technology departments as well as records management and risk management.

Deputy Superintendent

Support Services Group

Director of Director of Director of Director of Customer Finance Human Information Service Resources Technology

2019 Annual Budget

Deputy Superintendent’s Office

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

2018 2019 Fund 11500 Approved Approved

Salaries and Wages 191,454 207,866

Fringe Benefits 55,246 56,561

Operating Costs 19,045 20,248

Deputy Superintendent's Office 265,745 284,675

2018 2019 Deputy Superintendent's Office Personnel Approved Approved Deputy Superintendent 1.00 1.00 Executive Assistant to the Deputy Superintendent 0.75 0.75 Full Time 1.75 1.75

Urban Scholar 0.15 0.15 Part Time 0.15 0.15

Deputy Superintendent's Office 1.90 1.90

2019 Annual Budget

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

Strategic Racial Equity Goal Comp Plan Goal Direction Action Plan Create a lost and found process which is Easily accessible streamlined and increases the opportunity information supports for reunification of valuable items to park enjoyment and use of D,1,4,5,6 A5 users who have lost them within the the park and Minneapolis Regional Park system. recreation system. Benchmarks Target Date Collect information from work groups across the Regional Park system on current practices related to items found within the park system, to determine if any standing practices can be leveraged for a systemwide process. 2/28/2019

Collaborate with Environmental Stewardship and with contracted vendors to agree upon standardized practices related to found or turned in items in the park system. 3/31/2019 Draft a written procedure for lost and found items and gain approval from leadership. 4/15/2019 In collaboration with Communications and Marketing and Asset Management, create signage to be installed within the Regional Parks addresses what to do if you lose something. Strategically communicate with park users on what to do if they find something or if they lose something. 5/15/2019 Partner with Communications/Marketing to put descriptions of items and or photos on social media. 6/1/2019 Evaluate process and adjust as necessary. 9/30/2019

2019 Annual Budget

Customer Service (continued)

2018 2019 Fund 11500 Approved Approved

Fees 741,100 791,730

Customer Service Revenue 741,100 791,730

2018 2019 Fund 11500 Approved Approved

Salaries and Wages 335,002 346,936

Fringe Benefits 124,082 126,735

Operating Costs 63,606 106,349

Customer Service Expense 522,690 580,020

2018 2019 Customer Service Personnel Approved Approved Customer Service Representative I 1.38 1.38 Customer Service Representative II 1.00 0.00 Customer Service Supervisor 0.00 1.00 Copy Center Operator 1.00 1.00 Director, Customer Service 0.75 0.75 Event Coordinator 0.40 0.00 Event & Facility Use Coordinator 0.00 0.40 Full Time 4.53 4.53

Special Service Attendant 2.07 2.07 Youth Worker 0.35 0.35 Part Time 2.42 2.42

Customer Service 6.95 6.95

2019 Annual Budget

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. The department also provides the financial analysis and data collection necessary to support activity-based accounting and reporting and will assist departments when financial data is needed for departments’ goals and benchmark reporting.

Finance Goals & Benchmarks Strategic Goal Comp Plan Goal Direction Develop and implement a suite of finance trainings for MPRB staff to Financially independent and enhance staff knowledge and skills B, 1, 6 needed in the performance of financial sustainable parks prosper. related job duties and responsibilities.

Target Benchmarks Date Conduct staff needs assessment through facilitated meetings and 2/28/2019 surveys to determine training needs. Identify and prioritize finance trainings based on staff needs assessment. Obtain feedback from MPRB staff and make modifications 4/30/2019 as needed.

Develop a structured and phased implementation plan for the 6/30/2019 development and implementation of the prioritized trainings.

Review implementation plan with Executive Team, obtain feedback, 7/30/2019 modify plan and obtain Executive Team approval of the plan.

Work with Human Resources Department Trainer in the development 10/31/2019 of the finance trainings. Develop, schedule and deliver training in the order outlined in the implementation plan. Determine frequency and delivery method of each training as plan is executed. 12/31/2019 Continue the implementation of the plan until fully executed. Evaluate the trainings, review outcomes, and make modifications as needed. Ongoing

2019 Annual Budget

Finance (continued)

2018 2019 Fund 11500 Approved Approved

Salaries and Wages 769,365 826,617

Fringe Benefits 305,053 317,870

Operating Costs 145,056 148,306

Finance 1,219,474 1,292,793

2018 2019 Finance Personnel Approved Approved Account Clerk 3.50 3.50 Account Clerk NPP20 0.50 0.50 Accountant 1.00 1.00 Accounting Supervisor 1.00 0.00 Manager, Accounting 0.00 1.00 Capital Projects Accountant 0.40 0.40 Capital Projects Accountant NPP20 0.60 0.60 Director, Finance 0.80 0.80 Financial Services Asst/Payroll 1.00 1.00 Financial Analyst 1.00 1.00 Manager, Budget & Analysis 1.00 1.00 Senior Financial Analyst 0.75 0.75 Full Time 11.55 11.55

Finance 11.55 11.55

2019 Annual Budget

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 Strategic Goal Comp Plan Goal Direction

Through outreach Implement new performance evaluation and research, park program for all MPRB staff to support excellence and recreation 1, 3, 4 across the MPRB workforce. services are relevant today and tomorrow.

Benchmarks Target Date

Review 2018 pilot group’s feedback and recommendations. 1/31/2019 Make necessary changes and propose final forms and structure to Executive Team. 1/31/2019

Train supervisors and employees on new evaluation forms, process and expectations. 3/1/2019

Hold information sessions on the new evaluation program, including the new forms, process and expectations, as well as employee rights and responsibilities. 3/31/2019 Provide review sessions for supervisors involved with Seasonal Employees Evaluation forms and process. 4/30/2019 Provide review sessions for supervisors and employees on evaluation forms, process, expectations, rights and responsibilities. 10/31/2019

2019 Annual Budget

Human Resources (continued)

2018 2019 Fund 11500 Approved Approved

Salaries and Wages 616,154 653,570

Fringe Benefits 223,299 232,424

Operating Costs 299,355 297,352

Human Resources 1,138,808 1,183,346

2018 2019 Human Resources Personnel Approved Approved Director, Human Resources 1.00 1.00 Human Resources Associate 2.00 2.00 Human Resources Consultant 2.00 2.00 Human Resources Consultant NPP20 1.00 1.00 Human Resources Trainer 1.00 1.00 Occupational Health & Safety Consultant 0.10 0.10 Senior Human Resources Consultant 1.50 1.50 Full Time 8.60 8.60

Human Resources 8.60 8.60

2019 Annual Budget

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.

2018 2019 Fund 11500 Approved Approved

Fees 464,248 504,248

Other Revenue 537,707 537,707

Park Board Wide Revenue 1,001,955 1,041,955

2018 2019 Fund 11500 Approved Approved

Salaries and Wages 106,224 66,914

Fringe Benefits 59,669 59,669

Operating Costs 1,624,836 1,655,316

City Management Fee, Contributions & Other Expense 1,790,729 1,781,899

City Management Fee 1,143,796 1,143,796 Internal Service Fund Loan Repayment 130,000 130,000 City of Minneapolis Benefit Administration Fee 202,004 183,800 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 101,459 150,143 Provision for Wage, Insurance, & Pension Adjustments 106,224 66,914 City Management Fee, Contributions & Other 1,790,729 1,781,899

2019 Annual Budget 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.

Environmental Stewardship Leadership Team

Assistant Superintendent Environmental Stewardship

Director, Director, Director, Environmental Asset Management Forestry Management

2019 Annual Budget

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.

2019 Annual Budget

Asset Management Goals & Benchmarks

Goal Comp Plan Goal Strategic Direction

Park facility renewal and Initiate a comprehensive Energy Action development respects Plan to improve efficiency, reduce history and focuses on B, C, 1,2,4,5,6 maintenance costs and target savings sustainability, opportunities throughout the MPRB. accessibility, flexibility, and beauty.

Benchmarks Target Date

Complete the collection and organization of energy data in B3 Benchmarking. Assess and log active energy initiatives. i.e. solar 1/15/2019 generation on MPRB facilities. Establish and improve on existing relationships with our energy partners including Xcel Energy, CenterPoint, Ramsey County, CEE 3/31/2019 (Center for Energy and Environment) and the City of Minneapolis.

Conduct and facilitate an in-house mini-study focused on operational energy efficiency opportunities. Include a comparison of past related 5/31/2019 studies such as McKinstry, Sustology and GreenMark. Identify short-term, attainable energy goals based on information gathered throughout the action plan. Outline a plan to address 6/30/2019 projects potentially including and not limited to Vending Machine Misers, LED replacements and Xcel Program initiatives/rebates.

Convene a group of internal stakeholders to outline larger-scale utility goals and carbon footprint benchmarks. Gather and utilize 7/31/2019 institutional knowledge to forecast longer-term goals relating to sustainability and energy efficiency.

Coordinate with Planning Division on energy-efficient replacement initiatives and their relation to future parks projects. Create a set of 10/15/2019 standards that complement the energy goals laid out throughout the Energy Action Plan. Review the success and setbacks of a first year of an actionable energy plan at MPRB. Take necessary steps forward to improve and 12/15/2019 forecast for a more successful second year.

2019 Annual Budget

Asset Management (continued)

2018 2019 Fund 11500 Approved Approved

Fees 254,441 254,441

Other Revenue 679,066 630,292

Asset Management Revenue 933,507 884,733

2018 2019 Fund 11500 Approved Approved

Salaries and Wages 12,599,847 12,853,000

Fringe Benefits 6,311,646 6,438,433

Operating Costs 8,861,972 9,219,664

Asset Management Expense 27,773,465 28,511,097

2019 Annual Budget

Asset Management (continued)

2018 2019 Asset Management Personnel Approved Approved 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 0.00 1.00 Contract Administrator 0.75 0.00 Contract Administrator NPP20 0.25 0.00 Director, Asset Management 0.75 0.75 Electrician 2.00 2.00 Executive Administrator to the Assistant Supt. 0.00 1.00 Executive Assistant 0.50 0.00 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 Foreman Service Area 1.00 0.00 Gardener 8.37 8.37 Gardener NPP20 1.00 1.00 Horticulture Supervisor 0.00 1.00 Management Analyst 2.00 2.00 Manager, Park Operations 5.00 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 13.45 Mobile Equipment Operator NPP20 3.00 3.00 Occupational Health & Safety Consultant 0.40 0.40 Painter 3.00 3.00 Parkkeeper 92.50 97.32 Parkkeeper NPP20 4.00 8.00 Parkkeeper Trainee NPP20 10.00 6.00

2019 Annual Budget

Asset Management Personnel (continued)

Parkkeeper Crew leader 17.87 17.42 Pipefitter 1.00 1.00 Plumber 3.00 3.00 Refuse & Recycling Crew Leader (MEO) 1.00 1.00 Full Time 188.59 192.96

Trades 0.83 0.83 Trades -Apprentice 0.50 0.50 Seasonal Gardener 1.00 1.00 Seasonal Management Intern NPP20 0.75 0.75 Seasonal Mobile Equipment Operator 7.53 6.73 Seasonal Mobile Equipment Operator NPP20 2.00 2.00 Seasonal Park Maintenance Worker 30.80 18.26 Seasonal Park Maintenance Worker NPP20 3.25 3.25 Part Time 46.66 33.32

Asset Management 235.25 226.28

2019 Annual Budget

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 ird Sanctuary, the JD Rivers’ hildren’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

Strategic Racial Equity Goal Comp Plan Goal Direction Action Plan Implement the Legislative-Citizen Commission on Minnesota Resources (LCCMR) funded project to create compelling interactive Residents and exhibits for Kroening Center at North visitors enjoy & Mississippi Regional Park that spark curiosity understand the B, 3 E about nature, increase knowledge about natural nature, entice visitors to explore the outdoors, environment and become better stewards of the environment.

Benchmarks Target Date Exhibit concept development, schematic design, and design development are underway. 4/1/2019 Exhibit final design phase complete. 7/1/2019 Exhibit fabrication is underway. 9/1/2019 Exhibit installations are near completion and will be installed in 2020. 12/1/2019

2019 Annual Budget

Environmental Management Goals & Benchmarks (continued)

Strategic Racial Equity Goal Comp Plan Goal Direction Action Plan Sound Implementation of Legislative-Citizen management Commission on Minnesota Resources techniques provide C, 3 E funded Carp Management Plan for Lake healthy, diverse, Nokomis. and sustainable natural resources Benchmarks Target Date Obtain DNR permits for non-standard carp removal methods determined based on 2018 research. 2/1/2019 Meet with agency stakeholders regarding Solomon Park carp barriers on barrier configuration and detailed maintenance plan. 4/1/2019 Obtain carp barrier permitting, install barriers, maintain barriers, remove barriers. 4/19 - 7/19 Determine implementation steps for 2020-2021 incorporating feedback from stakeholders. 9/1/2019 Implement carp removal based on Carp Management Plan recommendations. 12/1/2019

2019 Annual Budget

Environmental Management (continued)

2018 2019 Fund 11500 Approved Approved

Fees 566,252 563,626

Other Revenue 16,549 16,549

Environmental Management Revenue 582,801 580,175

2018 2019 Fund 11500 Approved Approved

Salaries and Wages 1,690,179 1,836,945

Fringe Benefits 530,591 541,870

Operating Costs 935,634 978,656

Environmental Management Expense 3,156,404 3,357,471

2019 Annual Budget

Environmental Management (continued)

2018 2019 Environmental Management Personnel Approved Approved Administrative Assistant 1.00 1.00 AIS Program Administrator 1.00 1.00 Assistant Superintendent Env. Stewardship 0.20 0.20 Community Gardens Position 0.00 1.00 Director, Environmental Management 1.00 1.00 Env. Stewardship Volunteer Coordinator 1.00 1.00 Environmental Education Supervisor 1.00 0.00 Manager, Environmental Education 0.00 1.00 Gardener Curator 1.00 1.00 Mobile Equipment Operator 1.55 1.55 Natural Resources Coordinator 1.00 1.00 Natural Resources Specialist 1.00 1.00 Naturalist 1.00 1.00 Naturalist Programs Coordinator 1.00 0.00 Environmental Education Lead 0.00 1.00 Water Resources Supervisor 1.00 1.00 Water Resources Technician 2.00 2.00 Full Time 14.75 15.75

Environmental Specialist A 13.46 13.78 Environmental Specialist B 2.97 2.97 Environmental Specialist C 0.25 0.25 Program Aide I 0.60 0.60 Program Aide II 0.50 0.50 Seasonal Gardener 0.70 0.70 Seasonal Park Maintenance Worker 1.50 1.50 Water Quality Support 1.66 1.66 Youth Worker 1.16 1.16 Part Time 22.80 23.12

Environmental Management 37.55 38.87

2019 Annual Budget

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

Strategic Racial Equity Goal Comp Plan Goal Direction Action Plan Increase tree canopy cover over time in neighborhoods that include areas of Vision Theme 1: Sound concentrated poverty (ACP) or management techniques neighborhoods where over half the provide healthy, diverse residents are people of color (POC50) by and sustainable natural B, C, 2, 3, A5 redirecting replacement trees from resources. Healthy 4 locations where replacements are not boulevard trees connect possible, prioritizing neighborhoods with all city residents to their the lowest percentage of tree canopy park system. cover.

Benchmarks Target Date Review and update list of ACP and POC50 neighborhoods with ranking by tree canopy cover. 2/1/2019 In preparation for spring planting, assign trees that have been identified during the previous year as unable to be replaced to appropriate neighborhoods, focusing on those with the lowest tree canopy cover. 3/15/2019 During spring planting season, plant replacement trees in neighborhoods that meet 4/15/2019 the predetermined criteria. 6/15/2019 Review with returning Tree Inspectors and train new Tree Inspectors on how to identify a tree that cannot be replaced and how to redirect it to a new neighborhood using tree inventory software. 6/15/2019 While performing Tree Inspector duties, Tree Inspectors identify trees that cannot be replaced and label them for redirection the following year. 6/15/2019 12/15/2019

2019 Annual Budget

Forestry (continued)

2018 2019 Fund 11500 Approved Approved

Fees 0 5,000

Other Revenue 49,869 49,869

Forestry Revenue 49,869 54,869

2018 2019 Fund 11500 Approved Approved

Salaries and Wages 4,695,981 4,922,149

Fringe Benefits 2,473,544 2,605,291

Operating Costs 2,299,226 2,268,923

Forestry Expense 9,468,751 9,796,363

2019 Annual Budget

Forestry (continued)

2018 2019 Forestry Personnel Approved Approved 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 0.00 1.00 Manager, Forestry 1.00 1.00 Mobile Equipment Operator 9.00 9.00 Occupational Health & Safety Consultant 0.40 0.40 Sustainable Forestry Coordinator 1.00 1.00 Tree Preservation Coordinator 1.00 1.00 Full Time 75.85 76.85

Clerk Typist I 0.35 0.35 Seasonal Mobile Equipment Operator 1.50 1.50 Part Time 1.85 1.85

Forestry 77.70 78.70

2019 Annual Budget 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.

Planning

Assistant Superintendent Planning

Director, Director, Design and Project Strategic Planning Management

2019 Annual Budget

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

Strategic Racial Equity Goal Comp Plan Goal Direction Action Plan Park facility renewal Develop and implement the use of and development racial equity tools in the design and respects history and implementation of American with focuses on 1,3,4,5,6 A5, B1 Disabilities Act (ADA) improvements to sustainability, restrooms within recreation facilities. accessibility, and beauty.

Benchmarks Target Date Move forward with the continuation of 2018 work associated with the restroom renovation projects; seeking final staff review and input and the three design options for the restroom improvements. 1/31/2019 Make final revisions to restroom options and provide update to Board on proposed restroom improvement options. 2/6/2019

Prepare bid documents, publicly bid, and award restroom renovation contract for a minimum four recreation facilities within the Park System. 4/3/2019

Complete construction of restroom improvements at a minimum four recreation facilities with the Park System. 12/31/2019

2019 Annual Budget

Design & Project Management (Continued)

2018 2019 Fund 11500 Approved Approved

Fees 100,000 100,000

Other Revenue 1,907,167 1,865,267

Design & Project Management Revenue 2,007,167 1,965,267

2018 2019 Fund 11500 Approved Approved

Salaries and Wages 1,490,628 1,400,658

Fringe Benefits 536,419 509,132

Operating Costs 190,622 201,387

Design & Project Management Expense 2,217,669 2,111,177

2019 Annual Budget

Design & Project Management (Continued)

2018 2019 Design & Project Management Personnel Approved Approved Assistant Superintendent Planning 0.50 0.50 Construction Engineer NPP20 1.00 0.00 Construction Project Manager 2.00 2.00 Design Project Manager 5.00 5.00 Design Project Manager NPP20 3.00 3.00 Director, Planning and Project Management 1.00 1.00 Engineering Project Manager NPP20 1.00 1.00 Engineering Technician II 1.50 2.00 Executive Administrator to the Assistant Supt. 0.00 0.20 Executive Administrator to the Assistant Supt. NPP20 0.00 0.30 Executive Assistant 0.20 0.00 Executive Assistant NPP20 0.30 0.00 GIS Technician 1.00 0.00 Project Designer 1.00 0.00 Project Designer NPP20 1.00 1.00 Rehab Project Manager NPP20 1.00 1.00 Full Time 19.50 17.00

Administrative Position NPP20 0.50 0.50 Urban Scholar 0.20 0.20 Part Time 0.70 0.70

Design & Project Management 20.20 17.70

2019 Annual Budget

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

Comp Plan Strategic Goal Goal Direction Prepare and adopt MPRB's next Comprehensive All All Plan.

Benchmarks Target Date 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

2019 Annual Budget

Strategic Planning (Continued)

2018 2019 Fund 11500 Approved Approved

Salaries and Wages 603,480 684,137

Fringe Benefits 228,992 241,585

Operating Costs 176,885 184,127

Strategic Planning Expense 1,009,357 1,109,849

2018 2019 Strategic Planning Approved Approved Assistant Superintendent Planning 0.50 0.50 Director, Strategic Planning 1.00 1.00 Engineering Technician II 0.50 0.00 Executive Administrator to the Assistant Supt. 0.00 0.20 Executive Administrator to the Assistant Supt. NPP20 0.00 0.30 Executive Assistant 0.20 0.00 Executive Assistant NPP20 0.30 0.00 GIS Technician 0.00 1.00 Project Planner 1.00 0.00 Project Planner NPP20 1.00 1.00 Real Property Administrator 1.00 1.00 Senior Planner 2.00 3.00 Full Time 7.50 8.00

Administrative Position 0.00 0.50 Seasonal Visitor Counters 1.00 1.00 Urban Scholar 0.20 0.20 Part Time 1.20 1.70

Strategic Planning 8.70 9.70

2019 Annual Budget

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.

2018 2019 Fund 11500 Approved Approved

Salaries and Wages 0 0

Fringe Benefits 0 0

Debt Service 0 136,674

Capital Outlay 3,080,000 2,858,326

Capital Projects 3,080,000 2,995,000

Neighborhood Park Capital Levy 2,180,000 2,180,000 Debt Service on Michael P. Schmidt Northside Operation Center 136,674 Operations Facilities 500,000 363,326 Park Land Acquisition Reserve 400,000 315,000 Capital Projects 3,080,000 2,995,000

2019 Annual Budget 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

Assistant Superintendent Recreation Services

Director, Director, Athletic Programs, Director, Director, Recreation Centers Aquatics and Ice Golf Youth Development and Programs Arenas

2019 Annual Budget

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 new 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

Racial Comp Plan Strategic Equity Goal Goal Direction Action Plan People play, learn, and Develop a citywide youth flag football league develop a A, 5 E2 program option greater capacity to enjoy life.

Benchmarks Target Date Identify any other youth flag football programs and reach out to staff to discuss consolidating into a citywide program. 2/1/2019 Review and evaluate youth flag football league rules and identify rules for MPRB pilot program. 3/1/2019

Develop the league structure, present to recreation staff for feedback and create an implementation plan. 4/1/2019 Investigate possible funding sources for program equipment and acquire funding. 7/15/2019 Roll out citywide youth flag football program. 8/1/2019

Review and evaluate program through surveys of participants, parents and park directors and adjust as necessary. 12/31/2019

2019 Annual Budget

Athletic Programs, Aquatics & Ice Arenas (continued)

2018 2019 Fund 11500 Approved Approved

Fees 1,444,814 1,486,138

Other Revenue 2,427 2,427

Athletic Programs & Aquatics Revenue 1,447,241 1,488,565

2018 2019 Fund 11500 Approved Approved

Salaries and Wages 1,856,006 1,987,730

Fringe Benefits 508,662 513,281

Operating Costs 1,056,118 1,082,286

Athletic Programs & Aquatics Expense 3,420,786 3,583,297

100

2019 Annual Budget

Athletic Programs, Aquatics & Ice Arenas (continued)

2018 2019 Athletic Programs & Aquatics Personnel Approved Approved Administrative Assistant 1.00 1.00 Aquatics Coordinator 1.00 0.00 Manager, Aquatics 0.00 1.00 Assistant Superintendent Recreation 0.20 0.20 Aquatic Program Specialist 1.00 1.00 Athletic Program Lead 0.00 1.00 Athletic Program Specialist 6.00 6.00 Director, Athletic Programs & Aquatics 0.90 0.90 Executive Administrator to the Assistant Supt. 0.00 0.25 Executive Assistant 0.12 0.00 Lifeguard 5.00 5.00 Manager, Athletics & Aquatics 1.00 1.00 Recreation Administration Coordinator 0.25 0.00 Recreation Volunteer Coordinator 1.00 1.00 Full Time 17.47 18.35

Aquatics Attendant 4.96 4.96 Aquatics Instructor 1.80 1.80 Lifeguard I, Class A 21.57 21.57 Lifeguard II, Class C 0.30 0.30 Recreation Specialist B 2.42 1.97 Recreation Specialist C 1.99 1.07 Recreation Specialist D 0.25 0.25 Part Time 33.29 31.92

Athletic Programs & Aquatics 50.76 50.27

101

2019 Annual Budget

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.

Recreation Centers & Programs Goals & Benchmarks

Racial Comp Plan Strategic Equity Goal Goal Direction Action Plan

Expand youth program offerings in Parks provide a Recreation Centers year round by center for 1, 5 E2 extending selected Nite Owlz sites offered community in parks. living

Target Benchmarks Date

Identify funding for program. 3/1/2019

Alert appropriate staff, set up hiring and training for new employees 5/1/2019

Begin expanded Nite Owlz Programs. 9/1/2019

Evaluate programs for opportunities and areas for improvement. 12/31/2019

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2019 Annual Budget

Recreation Centers & Programs Goals & Benchmarks (continued)

Racial Comp Plan Strategic Equity Goal Goal Direction Action Plan Establish recreation program and service Parks provide a levels for each age range of the center for communities in Minneapolis and develop 1, 5 E2 community short and long-term funding strategies to living meet those levels.

Target Benchmarks Date Based on data collected in RecQuest and Close the Gap, draft recommended recreation program and service goals for each age group of the communities (consider race, gender, and accessibility) in Minneapolis. Base recommendations on key local and national research. 1/30/2019 Identify questions for community survey that will help text recommendations for recreation program and service goals and interest in possible funding strategies. 2/28/2019 Analyze, modify recommendations as needed and report out to board of Commissioners. 5/15/2019 Prepare park level models that reflect new recreation park and service levels and determine funding gaps. 6/30/2019 Develop funding strategies to implement new recreation program and service level, recognizing variations in willingness to pay by program type. 7/31/2019 Seek funding through budget process, partnerships, sponsorships, fees and August other sources as applicable. 2019 September Establish roll-out strategy (staffing, evaluation, assessments, etc.). 2019

Begin implementation where funding allows. 2020

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2019 Annual Budget

Recreation Centers & Programs (continued)

2018 2019 Fund 11500 Approved Approved

Fees 2,059,951 2,157,567

Other Revenue 23,842 26,226

Recreation Centers & Programs Revenue 2,083,793 2,183,793

2018 2019 Fund 11500 Approved Approved

Salaries and Wages 6,897,788 7,428,809

Fringe Benefits 1,841,307 1,911,953

Operating Costs 2,815,699 3,036,079

Recreation Centers & Programs Expense 11,554,794 12,376,841

104

2019 Annual Budget

Recreation Centers & Programs (continued)

2018 2019 Recreation Centers & Programs Personnel Approved Approved Assistant Superintendent Recreation 0.50 0.50 Asst. Director, Recreation Centers & Programs 1.00 1.00 Director, Recreation Centers & Programs 1.00 1.00 Executive Administrator to the Assistant Supt. 0.00 0.50 Executive Assistant 0.26 0.00 Manager, Recreation Service Area 5.00 5.00 Recreation Administration Coordinator 0.50 0.00 Recreation Specialists 46.00 46.00 Full Time 54.26 54.00

Recreation Specialist A 32.00 35.99 Recreation Specialist B 61.50 61.50 Recreation Specialist C 27.45 27.45 Recreation Specialist D 5.30 5.30 Recreation Specialist E 0.21 0.21 Youth Worker 0.00 0.00 Part Time 126.46 130.45

Recreation Centers & Programs 180.72 184.45

105

2019 Annual Budget

Youth Development

The Youth Development Department provides Recreation Plus: affordable quality school-age care for children grades kindergarten through sixth grade at 18 neighborhood recreation centers; the Youthline Outreach Mentorship Program: outreach and engagement of youth ages 12 to 16 in recreational activities, leadership opportunities and mentorship with positive adults at 17 parks; 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 provide activities for youth in neighborhoods and at events; language and cultural programs, summer specialty camps, Therapeutic Recreation and Inclusion services, and other citywide youth development programs and projects.

Youth Development Goals & Benchmarks

Strategic Racial Equity Goal Comp Plan Goal Direction Action Plan Develop specialty camps that engage 300 Youthline participants (ages 11-14) in People play, learn outdoor, nature, STEM (science, and develop a A E2 technology, engineering, math) and greater capacity other inspiring activities during the to enjoy life. summer. Benchmarks Target Date

Identify agency partners to provide expertise and skill-sharing with Youth Development staff; develop camp staffing teams. 1/31/2019 Train staff in best practices of day camps; and outline themes and curriculum with program partners. 2/28/2019 Develop and implement outreach strategies to attract 300 youth into summer camps. Collect registrations (online and in person). 6/14/2019 Implement camps for six weeks during the summer. 8/30/2019 Administer evaluation forms to a minimum of 20% of youth camp participants and their parents/guardians and assess results to improve and enhance specialty camps. 9/15/2019

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2019 Annual Budget

Youth Development (continued)

2018 2019 Fund 11500 Approved Approved

Fees 2,182,222 2,182,222

Other Revenue 20,000 20,000

Youth Development Revenue 2,202,222 2,202,222

2018 2019 Fund 11500 Approved Approved

Salaries and Wages 2,765,650 3,043,190

Fringe Benefits 763,694 823,670

Operating Costs 762,516 967,418

Youth Development Expense 4,291,860 4,834,278

107

2019 Annual Budget

Youth Development (continued)

2018 2019 Youth Development Personnel Approved Approved Assistant Superintendent Recreation 0.20 0.20 Child Care Worker 9.00 9.00 Child Development Supervisor 1.00 1.00 Director, Youth Development 1.00 1.00 Executive Assistant 0.12 0.00 Executive Administrator to the Assistant Supt. 0.00 0.25 Manager, Child Development 1.00 1.00 Recreation Administration Coordinator 0.25 0.00 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 10.00 12.00 Full Time 27.57 29.45

Child Care Worker 6.75 6.75 Recreation Specialist A 12.81 12.81 Recreation Specialist B 13.45 13.85 Recreation Specialist C 10.21 10.31 Youth Worker 23.65 26.45 Part Time 66.87 70.17

Youth Development 94.44 99.62

108

2019 Annual Budget Personnel Summary General Fund 2018 2019 Full Time Approved Approved Superintendent's Office Superintendent's Office 1.60 2.60 Board of Commissioners 9.65 9.65 Communications & Marketing Department 6.85 5.85 Community Outreach Department 10.00 11.00 Park Police Department 38.85 38.85 Deputy Superintendent's Office Deputy Superintendent's Office 1.75 1.75 Customer Service Department 4.53 4.53 Finance Department 11.55 11.55 Human Resources Department 8.60 8.60 Environmental Stewardship Division Asset Management Department 188.59 192.96 Environmental Management Department 14.75 15.75 Forestry Department 75.85 76.85 Planning Services Division Design & Project Management Department 19.50 17.00 Strategic Planning Department 7.50 8.00 Recreation Services Division Athletic Programs, Aquatics & Ice Arenas Department 17.47 18.35 Recreation Centers & Programs Department 54.26 54.00 Youth Development Department 27.57 29.45 Total Full Time 498.87 506.74

Part Time Superintendent's Office Communications & Marketing Department 2.20 3.06 Community Outreach Department 4.10 4.21 Park Police Department 12.49 11.16 Deputy Superintendent's Office Deputy Superintendent's Office 0.15 0.15 Customer Service Department 2.42 2.42 Environmental Stewardship Division Asset Management Department 46.66 33.32 Environmental Management Department 22.80 23.12 Forestry Department 1.85 1.85

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2019 Annual Budget

Personnel Summary General Fund (Continued) 2018 2019 Part Time Approved Approved Planning Services Division Design & Project Management Department 0.70 0.70 Strategic Planning Department 1.20 1.70 Recreation Services Division Athletic Programs, Aquatics & Ice Arenas Department 33.29 31.92 Recreation Centers & Programs Department 126.46 130.45 Youth Development Department 66.87 70.17 Total Part Time 321.19 314.23

Total 820.06 820.97

110

2019 Annual Budget Special Revenue Funds

• Special Revenue Funds Overview Pages 112-116

111

2019 Annual Budget 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.

Special Revenue Funds Approved 2019 Budget

2018 2019 Approved Approved

Revenues 3,145,404 3,174,550

Expenditures 3,145,404 3,174,550

Balance 0 0

Special Revenue Funds Balance Estimated Net Asset Balance January 1, 2019 11,623,085 2019 Budgeted Excess Revenues Over/(Under) Expenses 0 Estimated Net Asset Balance December 31, 2019 11,623,085

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

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2019 Annual Budget

Special Revenue Funds Revenue by Major Sources

2018 2019 % Approved Approved Change Change Current Property Taxes - Tree Preservation & Reforestation 1,734,651 1,786,950 52,299 3.0% Fund Balance (Tree Preservation) 43,153 20,000 (23,153) -53.7% 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 3,145,404 3,174,550 29,146 0.9%

2019 Special Revenue Funds Revenue by Major Sources State Grants & Other Local Government 42.1% Grants & Donation Fund Balance 1.0% 0.6%

Current Property Taxes - Tree Preservation & Reforestation 56.3%

2018 Special Revenue Funds Revenue by Major Sources

State Grants & Other Local Government Fund Balance 42.5% 1.4%

Grants & Donation 1.0% Current Property Taxes - Tree Preservation & Reforestation 55.1%

113

2019 Annual Budget

Special Revenue Funds Expenditures by Major Categories

2018 2019 % Approved Approved Change Change Wages & Fringe 545,904 557,987 12,083 2.2% Operating & Equipment 2,599,500 2,616,563 17,063 0.7% Total Expenditures 3,145,404 3,174,550 29,146 0.9%

2019 Special Revenue Funds Expenses by Major Category

Operating 82.4%

Wages & Fringe 17.6%

2018 Special Revenue Funds Expenses by Major Category

Operating 82.6%

Wages & Fringe 17.4%

114

2019 Annual Budget

Forestry Tree Preservation and Reforestation

2018 2019 Statement of Revenues and Expenses Approved Approved

Operating Revenues Current Property Taxes - Tree

Preservation & Reforestation 1,734,651 1,786,950 Fund Balance 43,153 20,000 Total Operating Revenues 1,777,804 1,806,950

Operating Expenses Salaries & Wages 353,258 360,712 Fringe Benefits 192,646 197,275 Operating Costs 1,231,900 1,248,963 Total Operating Expenses 1,777,804 1,806,950

Excess Revenues Over/(Under) Expenses 0 0

2018 2019 Tree Preservation and Reforestation Personnel Approved Approved Arborist 4.00 4.00 Arborist Crew Leader 1.00 1.00 Mobile Equipment Operator 1.00 1.00 Full Time 6.00 6.00

Tree Preservation and Reforestation 6.00 6.00

115

2019 Annual Budget

Park Grant & Dedicated Revenue Fund

2018 2019 Statement of Revenues and Expenses Approved Approved

Operating Revenues State Grants & Other Local Government 1,337,000 1,337,000 Grant & Donations 30,600 30,600 Total Operating Revenues 1,367,600 1,367,600

Operating Expenses Operating Costs 1,367,600 1,367,600 Total Operating Expenses 1,367,600 1,367,600

Excess Revenues Over/(Under) Expenses 0 0

116

2019 Annual Budget Enterprise Fund

• Enterprise Fund Overview Pages 118-120

• Department Budgets

Deputy Superintendent’s Office Pages 121-124

Environmental Stewardship Pages 125-126 Division Pages

Recreation Division Pages 127-130

Debt Service & Improvements Page 131

• Personnel Summary Page 132

117

2019 Annual Budget 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 Approved 2019 Budget

2018 2019 Approved Approved

Revenues 11,996,665 12,619,401

Expenditures 11,235,870 11,937,450

Balance 760,795 681,951

Enterprise Fund Balance Estimated Net Asset Balance January 1, 2019 2,147,891 2019 Budgeted Excess Revenues Over/(Under) Expenses 681,951 Estimated Net Asset Balance December 31, 2019 2,829,842

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

The 2019 approved budget for the Enterprise Fund is $11.9 million. Charges for service (fees) comprise 54 percent of total revenue. Commissions, rents, and parking lots and meters comprise the remaining 46 percent. The operating budget is comprised of three major categories, wages and fringe, 46 percent; operating costs, 37 percent; and improvements and debt service, 17 percent.

118

2019 Annual Budget

Enterprise Fund Revenue by Major Sources

2018 2019 % Approved Approved Change Change Charges For Service 6,673,378 6,874,463 201,085 3.0% Parking Lots and Meters 2,073,050 2,454,780 381,730 18.4% Commissions and Rents 3,250,237 3,290,158 39,921 1.2% Total Revenue 11,996,665 12,619,401 622,736 5.2%

2019 Enterprise Fund Revenue by Major Sources

Commissions and Rents 26.1%

Charges For Parking Lots and Service Meters 54.5% 19.5%

2018 Enterprise Fund Revenue by Major Sources

Commissions and Rents 27.1%

Charges For Parking Lots and Service Meters 55.6% 17.3%

119

2019 Annual Budget

Enterprise Fund Expenses by Major Categories

2018 2019 % Approved Approved Change Change Wages & Fringe 4,906,455 5,346,188 439,733 9.0% Operating 4,431,528 4,369,405 (62,123) -1.4% Improvements 1,168,000 1,319,878 151,878 13.0% MERF Payment 0 177,092 177,092 Transfers to Debt Service 729,887 724,887 (5,000) -0.7% Total Expenses 11,235,870 11,937,450 701,580 6.2%

2019 Enterprise Fund Expenses by Major Category

Wages & Fringe Transfers to 45.5% Debt Service 6.2%

Improvements 11.2% Operating 37.2%

2018 Enterprise Fund Expenses by Major Category

Transfers to Wages & Fringe Debt Service 43.7% 6.5%

Improvements 10.4% Operating 39.4%

120

2019 Annual Budget Department Budgets

Deputy Superintendent

Support Services Group

Director of Director of Director of Director of Customer Finance Human Information Service Resources Technology

121

2019 Annual Budget

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 2018 2019 Approved Approved

Operating Revenues Parking Lots & Meters 1,927,250 2,308,980 Commissions and Rents 26,000 26,000 Total Operating Revenues 1,953,250 2,334,980

Operating Expenses Salaries & Wages 125,146 145,029 Fringe Benefits 38,632 42,789 Operating Costs 419,400 402,150 Total Operating Expenses 583,178 589,968

Operating Income 1,370,072 1,745,012

Customer Service - Parking Operations 2018 2019 Personnel Approved Approved Customer Service Representative I 0.50 0.50 Director, Customer Service 0.25 0.25 Parking Coordinator 1.00 1.00 Full Time 1.75 1.75

Special Service Attendant 0.57 0.57 Trades 0.10 0.10 Part Time 0.67 0.67

Customer Service - Parking Operations 2.42 2.42

122

2019 Annual Budget

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.

Statement of Revenues and Expenses 2018 2019 Approved Approved Operating Revenues Charges for Service 1,032,860 1,067,760 Commissions and Rents 105,000 105,000 Total Operating Revenues 1,137,860 1,172,760 Operating Expenses Salaries & Wages 493,433 556,109 Fringe Benefits 156,860 169,660 Operating Costs 94,708 100,378 Total Operating Expenses 745,001 826,147

Operating Income 392,859 346,613

Customer Service - Use and Events Permitting 2018 2019 Personnel Approved Approved Customer Service Representative I 1.12 1.12 Event Coordinator 1.60 0.00 Event & Facility Use Coordinator 0.00 0.60 Special Event Coordinator 0.00 1.00 Manager, Permits 0.75 0.75 Full Time 3.47 3.47

Park Patrol Agent, Seasonal 0.32 0.32 Seasonal Mobile Equipment Operator 0.03 0.03 Special Service Attendant 2.50 2.50 Part Time 2.85 2.85

Customer Service - Use and Events Permitting 6.32 6.32

123

2019 Annual Budget

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.

Statement of Revenues and Expenses 2018 2019 Approved Approved

Operating Revenues Commissions and Rents 1,608,500 1,637,500 Total Operating Revenues 1,608,500 1,637,500

Operating Expenses Salaries & Wages 86,121 224,452 Fringe Benefits 26,372 84,569 Operating Costs 106,694 92,057 Total Operating Expenses 219,187 401,078

Operating Income 1,389,313 1,236,422

Customer Service - Vendor 2018 2019 Agreements/Concessions Personnel Approved Approved Manager, Park Operations 0.00 0.40 Manager, Permits 0.25 0.25 Parkkeeper 0.00 1.18 Parkkeeper Crew Leader 0.00 0.45 Full Time 0.25 2.28

Trades 0.11 0.11 Part Time 0.11 0.11

Customer Service - Vendor Agreements/Concessions 0.36 2.39

124

2019 Annual Budget Department Budgets

Environmental Stewardship Leadership Team

Assistant Superintendent Environmental Stewardship

Director, Director, Director, Environmental Asset Management Forestry Management

125

2019 Annual Budget

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 2018 2019 Approved Approved

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 109,557 123,567 Fringe Benefits 37,626 41,350 Operating Costs 186,005 190,489 Total Operating Expenses 333,188 355,406

Operating Income -23,388 -45,606

2018 2019 Sculpture Garden Personnel Approved Approved Gardener 0.63 0.63 Manager, Park Operations 0.00 0.10 Parkkeeper 0.50 0.50 Parkkeeper Crew leader 0.13 0.13 Full Time 1.26 1.36

Seasonal Park Maintenance Worker 1.00 1.00 Seasonal Gardener 0.25 0.25 Trades 0.03 0.03 Part Time 1.28 1.28

Sculpture Garden 2.54 2.64

126

2019 Annual Budget Department Budgets

Recreation Leadership Team

Assistant Superintendent Recreation Services

Director, Director, Athletic Programs, Director, Director, Recreation Centers Aquatics and Ice Golf Youth Development and Programs Arenas

127

2019 Annual Budget

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

Strategic Racial Equity Goal Comp Plan Goal Direction Action Plan

Develop a comprehensive marketing plan Dynamic parks that that increases brand awareness, identifies shape city character B2 E2 and applies the appropriate marketing and meet diverse strategies and measures effectiveness. community needs

Benchmarks Target Date Identify an internal cross-functional team to assist with plan development. 1/15/2019 Identify MPRB golf courses' target market. 2/1/2019 Develop marketing strategies based on research results. 3/1/2019 Conduct a post-season evaluation. 11/1/2019

128

2019 Annual Budget

Golf (continued)

Statement of Revenues and Expenses 2018 2019 Approved Approved

Operating Revenues Charges for Services 4,481,718 4,677,424 Commissions and Rents 1,466,537 1,357,658 Total Operating Revenues 5,948,255 6,035,082

Operating Expenses Salaries & Wages 2,535,108 2,702,048 Fringe Benefits 876,152 772,297 Operating Costs 3,155,034 3,061,418 Total Operating Expenses 6,566,294 6,535,763

Operating Income -618,039 -500,681

2018 2019 Golf Operations Personnel Approved Approved Assistant Superintendent Recreation 0.10 0.10 Automotive Mechanic 0.15 0.15 Director, Golf 1.00 1.00 Foreman Golf Maintenance 5.00 5.00 Golf Course Specialist 3.00 3.00 Manager, Golf Course 5.00 5.00 Parkkeeper 5.00 5.00 Social Media and Marketing Consultant 0.15 0.00 Manager, Media Relations and Social Media 0.00 0.15 Full Time 19.40 19.40

Golf, Aquatic and Ice Attendant 29.86 26.67 Seasonal Mobile Equipment Operator 0.10 0.10 Seasonal Park Maintenance Worker 20.34 20.34 Trades 0.86 0.82 Part Time 51.16 47.93

Golf Operations 70.56 67.33

129

2019 Annual Budget

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.

Statement of Revenues and Expenses 2018 2019 Approved Approved

Operating Revenues Charges for Services 1,039,000 1,129,279 Total Operating Revenues 1,039,000 1,129,279

Operating Expenses Salaries & Wages 306,629 360,937 Fringe Benefits 95,708 124,472 Operating Costs 488,798 521,822 Total Operating Expenses 891,135 1,007,231

Operating Income 147,865 122,048

2018 2019 Ice Arena Operations Personnel Approved Approved Director, Athletic Programs & Aquatics 0.10 0.10 Ice Resurface Driver 0.00 2.00 Ice Arena Supervisor 1.00 0.00 Manager, Ice Arenas 0.00 1.00 Ice Arena Maintenance 1.00 0.00 Parkkeeper 0.00 1.00 Full Time 2.10 4.10

Golf, Aquatic and Ice Attendant 5.70 4.50 Marketing Assistant 0.10 0.10 Part Time 5.80 4.60

Ice Arena Operations 7.90 8.70

130

2019 Annual Budget

Debt Service & Improvements

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

2018 2019 Fund 17800 Approved Approved

Salaries and Wages 0 0

Fringe Benefits 0 177,092

Debt Service 729,887 724,887

Capital Outlay 1,168,000 1,319,878

Debt Service & Improvements 1,897,887 2,221,857

Annual Replacements 318,000 639,878 Emergency Capital Repairs 250,000 250,000 Parade Parking Lot Reserve 600,000 400,000 Use & Event Permits Reserve 0 30,000 Capital Outlay 1,168,000 1,319,878

131

2019 Annual Budget Personnel Summary Enterprise Fund 2018 2019 Full Time Approved Approved

Deputy Superintendent's Office Customer Service Department 5.47 7.50 Environmental Stewardship Division Sculpture Garden & Cowles Conservatory 1.26 1.36 Recreation Services Division Athletic Programs, Aquatics & Ice Arenas Department 2.10 4.10 Golf Operations Department 19.40 19.40 Total Full Time 28.23 32.36

Part Time Deputy Superintendent's Office Customer Service Department 3.63 3.63 Environmental Stewardship Division Sculpture Garden & Cowles Conservatory 1.28 1.28 Recreation Services Division Athletic Programs, Aquatics & Ice Arenas Department 5.80 4.60 Golf Operations Department 51.16 47.93 Total Part Time 61.87 57.44

Total 90.10 89.80

132

2019 Annual Budget Internal Service Funds

• Internal Service Funds Overview Pages 134-136

• Department Budgets

Deputy Superintendent’s Office Pages 137-142

Environmental Stewardship Division Pages 143-146

• Personnel Summary Page 147

133

2019 Annual Budget 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.

Internal Service Funds Approved 2019 Budget

2018 2019 Approved Approved

Revenues 9,815,984 10,257,455

Expenditures 9,940,984 10,550,604

Balance (125,000) (293,149)

The 2019 approved budget for Internal Service Funds is $10.5 million, a 6.1 percent increase in spending from the 2018 approved budget.

Equipment rental fees comprise 56 percent of total revenue. Insurance and workers comp premiums comprise 21 percent and Information Technology Services and sales of fixed assets the remaining 23 percent. The operating budget is comprised of two major categories; wages and fringe, 48 percent; operating costs & equipment replacement, 52 percent.

Internal Service Funds Balance Estimated Net Asset Balance January 1, 2019 13,036,583 2019 Budgeted Excess Revenues Over/(Under) Expenses (293,149) Estimated Net Asset Balance December 31, 2019 12,743,434

The Net Asset Balance is reserved for future capital investments.

134

2019 Annual Budget

Internal Service Funds Revenue by Major Sources

2018 2019 % Approved Approved Change Change Equipment Rental 5,593,856 5,762,976 169,120 3.0% Sale of Fixed Assets 33,000 33,000 0 0.0% ITS Services 2,012,767 2,288,893 276,126 13.7% Insurance & Workers Comp Premiums 2,176,361 2,172,586 (3,775) -0.2% Total Revenue 9,815,984 10,257,455 441,471 4.5%

2019 Internal Service Funds Revenue by Major Sources

ITS Services Sale of Fixed 22.3% Insurance & Assets Workers Comp 0.3% Premiums 21.2%

Equipment Rental 56.2%

2018 Internal Service Funds Revenue by Major Sources

Insurance & ITS Services Workers Comp 20.5% Premiums 22.2% Sale of Fixed Assets 0.3%

Equipment Rental 57.0%

135

2019 Annual Budget

Internal Service Funds Expenditures by Major Categories

2018 2019 % Approved Approved Change Change Wages & Fringe 4,861,956 5,020,852 158,896 3.3% Operating & Equipment 5,079,028 5,529,752 450,724 8.9% Total Expenditures 9,940,984 10,550,604 609,620 6.1%

2019 Internal Service Funds Expenses by Major Category Wages & Fringe 47.6%

Operating 52.4%

2018 Internal Service Funds Expenses by Major Category Wages & Fringe 48.9%

Operating 51.1%

136

2019 Annual Budget Department Budgets

Deputy Superintendent

Support Services Group

Director of Director of Director of Director of Customer Finance Human Information Service Resources Technology

137

2019 Annual Budget

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, multifunctional printing devices, and multimedia equipment. The 2019 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, and data center facilities to address increasing needs in network and connectivity services.

ITS Goals & Benchmarks Measures Strategic Goal Comp Plan Goal Direction Plan, Test, and Deploy Windows 10 or current Microsoft Operating System to all MPRB PC Based Computers. The Easily accessible MPRB is currently running on Windows 7 which while information supported by Microsoft will no longer be supported by our supports hardware vendor HP. We have been informed that in 3rd enjoyment and 5 Quarter 2018, HP has made the decision to only ship use of the park computers with Windows 10 compatible chipsets which and recreation has accelerated our need/desire to move to the system updated/current Microsoft Operating System. Target Benchmarks Date Fully research the Windows 10 upgrade and verify other software will work with the new operating system. Establish an MPRB focus group to help facilitate testing. 1/31/2019 Working with the City, upgrade our Microsoft Domain Environment to support the new desktop operating system and ensure connectivity to city systems such as COMET and Police applications. 3/31/2019 Develop computer and user policies and deployment/imaging processes to ensure a uniform roll out. Ensure backwards compatibility with Windows 7 systems and legacy applications. 3/31/2019 Deploy to a targeted group of systems across the organization and monitor performance and make sure everything is working. 4/30/2019 Continue deployments on a department by department schedule until complete. 9/30/2019 Post-Implementation follow up on applications or departments that were not able to migrate. Remediate issues and complete or replace remaining systems. 12/31/2019

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Information Technology Services (continued)

Statement of Revenues and Expenses 2018 2019 Approved Approved

Revenues Information Technology Services 2,012,767 2,288,893 Total Operating Revenues 2,012,767 2,288,893

Expenses Operating Expenses 1,837,564 2,050,521 Capital Expenses 175,203 238,372 Total Operating Expenses 2,012,767 2,288,893

Excess Revenues Over/(Under) Expenses 0 0

Information Technology Services Fund Balance

Estimated Net Asset Balance January 1, 2019 749,065 2018 Budgeted Excess Revenues Over/(Under) Expenses 0 Estimated Net Asset Balance December 31, 2019 749,065

The Net Asset Balance is reserved for future capital investments.

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Information Technology Services (continued)

2018 2019 Fund 16600 Approved Approved

Salaries and Wages 933,038 1,004,764

Fringe Benefits 361,873 391,708

Operating Costs 542,653 654,049

Equipment Replacement 175,203 238,372

Information Technology Services 2,012,767 2,288,893

2018 2019 Information Technology Services Personnel Approved Approved 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 1.00 IT Network & Systems Specialist II 1.00 1.00 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 Lead 1.00 0.00 IT Support Technician Supervisor 0.00 1.00 Manager, IT Infrastructure & Operations 1.00 1.00 Full Time 13.00 13.00

Information Technology Services 13.00 13.00

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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.

Statement of Revenues and Expenses 2018 2019 Approved Approved

Operating Revenues Workers Compensation Contribution 1,808,367 1,803,034 General Liability Contribution 267,994 267,994 Property Insurance Premium 100,000 101,558 Total Operating Revenues 2,176,361 2,172,586

Operating Expenses Workers Compensation 1,808,367 1,803,034 General Liability 267,994 267,994 Property Insurance 100,000 101,558 Total Operating Expenses 2,176,361 2,172,586

Excess Revenues Over/(Under) Expenses 0 0

Self Insurance Fund Balance

Estimated Net Asset Balance January 1, 2019 7,750,167 2019 Budgeted Excess Revenues Over/(Under) Expenses 0 Estimated Net Asset Balance December 31, 2019 7,750,167

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

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Finance – Self-Insurance

2018 2019 Fund 16700 Approved Approved

Salaries and Wages 95,193 99,306

Fringe Benefits* 1,767,216 1,761,134

Operating Costs 313,952 312,146

Finance - Self Insurance 2,176,361 2,172,586

2018 2019 Finance - Self-Insurance Personnel Approved Approved Director, Finance 0.20 0.20 Occupational Health & Safety Consultant 0.10 0.10 Senior Human Resources Consultant 0.50 0.50 Senior Financial Analyst 0.25 0.25 Full Time 1.05 1.05

Finance - Self-Insurance 1.05 1.05

*Fringe benefits include expenses for workers compensation claims.

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2019 Annual Budget Department Budgets

Environmental Stewardship Leadership Team

Assistant Superintendent Environmental Stewardship

Director, Director, Director, Environmental Asset Management Forestry Management

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2019 Annual Budget

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 MPR’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

Strategic Goal Comp Plan Goal Direction Sound management Minneapolis Parks and Recreation Board will techniques provide work to enhance equipment efficiency by healthy, diverse and C updating fleet vehicles and equipment based on sustainable natural best practices and industry standards and resources. operational needs. Benchmarks Target Date Review and evaluate peer agencies for lessons that the MPRB could apply to conversions and replacements. 3/1/2019 Evaluate current fleet and equipment against the benchmarks and create priority list for potential replacement or enhancement. 6/1/2019 Develop and establish criteria for evaluating new and replacement purchases. 6/1/2019

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Asset Management - Equipment Services (continued)

Statement of Revenues and Expenses 2018 2019 Approved Approved

Revenues Rental 5,593,856 5,762,976 Sale of Fixed Assets 33,000 33,000 Total Operating Revenues 5,626,856 5,795,976

Expenses Operating Expenses 3,280,439 3,436,664 Equipment Replacement 2,471,417 2,652,461 Total Operating Expenses 5,751,856 6,089,125

Excess Revenues Over/(Under) Expenses (125,000) (293,149)

Equipment Services Fund Balance

Estimated Net Asset Balance January 1, 2019 5,023,578 2018 Budgeted Excess Revenues Over/(Under) Expenses (293,149) Estimated Net Asset Balance December 31, 2019 4,730,429

The Net Asset Balance is reserved for future equipment purchases.

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Asset Management - Equipment Services (continued)

2018 2019 Fund 16600 Approved Approved

Salaries and Wages 1,122,623 1,160,506

Fringe Benefits 582,013 603,434

Operating Costs 1,575,803 1,672,724

Equipment Replacement 2,471,417 2,652,461

Equipment Services 5,751,856 6,089,125

2018 2019 Equipment Services Personnel Approved Approved Assistant Superintendent Env. Stewardship 0.05 0.05 Automotive Mechanic 9.00 9.00 Automotive Mechanic Shop Leader 1.00 1.00 Director, Asset Management 0.25 0.25 Equipment Repair Foreman 1.00 1.00 Equipment Services Attendant 2.00 2.00 Equipment Shop Supervisor 1.00 1.00 Mobile Equipment Operator 1.00 1.00 Full Time 15.30 15.30

Seasonal Mobile Equipment Operator 0.40 0.40 Part Time 0.40 0.40

Equipment Services 15.70 15.70

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2019 Annual Budget Personnel Summary Internal Service 2018 2019 Full Time Approved Approved

Deputy Superintendent's Office 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 Total Full Time 29.35 29.35

Part Time Environmental Stewardship Division Asset Management - Equipment Services 0.40 0.40 Total Part Time 0.40 0.40

Total 29.75 29.75

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148

2019 Annual Budget Capital Project Funds

• Capital Program Overview Pages 150-152

• 2019 Capital Improvement Program Pages 153-158

• 2019-2024 Capital Improvement Program Pages 159-167

• Park Metrics Pages 168-172

• Capital Project Funds Budgets Pages 173-174

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2019 Annual Budget Capital Program Overview

Capital Program Overview

The MPR’s 2019-2024 Capital Improvement Program (CIP) includes improvements for regional, neighborhood and enterprise facilities. It focuses on:

o Full integration of the 20 Year Neighborhood Park Plan into the CIP process 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 2019 – 2024 Capital Improvement Program (CIP) for Neighborhood Parks was developed utilizing the Criteria Based System to allocate funds to projects in years 2022 -2024. For 2019 – 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 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.

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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 2018, and the 2019-2024 CIP uses these new numbers to provide new or enhanced funding for neighborhood parks ranked up to #44 using the equity matrix. The individual park scores and rankings can be found beginning on page 166.

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 and 2024 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 with ranked up to #7 are included in the 2024 year of the 2019-2024 CIP.

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Projected Neighborhood Park Funding Source (in millions) 2019 2020 2021 2022* 2023* 2024* 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) 2.80 0.24 0.00 0.00 0.00 0.00 General Fund Transfer 0.36 0.36 0.09 0.09 0.09 0.09 Other Outside Funding 0.00 0.00 0.20 0.00 0.00 0.00 Total $15.85 $13.28 $12.97 $12.77 $12.77 $12.77 *The amount of funding in 2022-2024 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) 2019 2020 2021 2022 2023 2024 Met Council/Regional Parks $3.95 $0.00 $3.72 $0.00 $3.72 $0.00 Parks and Trails - Legacy 3.70 4.31 4.34 3.75 3.75 3.75 Lottery In Lieu (O & M) 1.30 1.30 1.30 1.30 1.30 1.30 General Fund Transfer 0.00 0.10 0.10 0.10 0.10 0.10 Park Dedication (allocated) 0.18 0.55 0.00 0.00 0.00 0.00 Total $9.12 $6.26 $9.46 $5.15 $8.87 $5.15

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2019 Annual Budget

2019 Capital Improvement Program CAPITAL INVESTMENT PROJECTS: Neighborhood 2018 NPP20 Reason for Park/Project Name Proposed Park Improvements 2019 Funding Source District ranking inclusion in CIP 8th Avenue n/a Plan implementation Park Dedication $250,000 Park Dedication 2 Streamscape Previous CIP $291,900 NPP20 6 89 Armatage Park Play area and site improvements Park Dedication $3,066 Park Dedication 6 2 Bassett's Creek Plan implementation Park Dedication $9,126 Park Dedication 2 Bryn Mawr Meadows 62 Play area and site improvements Previous CIP $291,900 NPP20 4 Park 26 Central Gym Park Plan implementation Park Dedication $81,715 Park Dedication 3 24 Cleveland Park Play area and site improvements Previous CIP $34,630 Neighborhood Capital Levy 2 NPP20 $2,212,125 NPP20 3 22 Currie Park Plan implementation Park Dedication $35,486 Park Dedication 3 n/a Downtown Commons Plan implementation Park Dedication $453,172 Park Dedication 4 Skate Park and site improvements Park Dedication $250,000 Park Dedication 4 38 Elliot Park Field lighting and improvements Park Dedication $275,000 Park Dedication 4 Previous CIP $291,900 Neighborhood Capital Levy 2 Play area and site improvements 21 Farview Park Park Dedication $14,522 Park Dedication 2 Plan implementation NPP20 $150,000 NPP20 2 40 Farwell Park Plan implementation NPP20 $264,100 NPP20 2 19 Folwell Park Plan implementation Park Dedication $4,587 Park Dedication 2 73 Holmes Park Play area and site improvements Previous CIP $217,270 Neighborhood Capital Levy 1 18 Jordan Park Plan implementation Park Dedication $7,757 Park Dedication 2 Play area and climbing wall phase 49 Keewaydin Park Previous CIP $541,246 NPP20 5 1, decommission wading pool

86 Linden Hills Park Play area and site improvements Previous CIP $291,900 NPP20 6

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2019 Annual Budget

2019 Capital Improvement Program CAPITAL INVESTMENT PROJECTS: Neighborhood 2018 NPP20 Reason for Park/Project Name Proposed Park Improvements 2019 Funding Source District ranking inclusion in CIP Play area and site improvements Previous CIP $360,000 NPP20 4 67 Loring Park Plan implementation Park Dedication $117,753 Park Dedication 4 NPP20 $50,000 NPP20 2 10 Lovell Square Park Plan implementation Park Dedication $8,344 Park Dedication 2 65 McRae Park Field improvements $75,000 Neighborhood Capital Levy 5 NPP20 $73,725 NPP20 2 12 North Commons Park Plan implementation Previous CIP $293,775 NPP20 2 Acquisition and Plan n/a North Loop Park Park Dedication $1,133,167 Park Dedication 4 Implementation NPP20 $200,000 NPP20 6 7 Painter Park Plan implementation Park Dedication $64,452 Park Dedication 6 101 Parade Park Parking lot improvements Previous CIP $200,000 Neighborhood Capital Levy 4 9 Peavey Park Plan implementation Park Dedication $4,611 Park Dedication 3 15 Perkins Hill Plan implementation Park Dedication $1,576 Park Dedication 2 Play area, splash pad, and site NPP20 / Previous $250,550 NPP20 5 5 Phelps Field Park improvements CIP $249,450 Neighborhood Capital Levy 5 Phillips Community 23 Pool and building improvements NPP20 $260,000 NPP20 3 Center Play area, wading pool, and site Previous CIP $98,779 NPP20 5 52 Sibley Field Park improvements Park Dedication $86,634 Park Dedication 5 8 Stewart Field Park Plan implementation Park Dedication $3,090 Park Dedication 3 66 Victory Park Plan implementation NPP20 $750,000 NPP20 2 n/a Capital Investment Construction Contingency Fund NPP20 $420,000 NPP20 all TOTAL $10,672,308

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2019 Annual Budget

2019 Capital Improvement Program CAPITAL INVESTMENT PROJECTS: Regional 2018 Reason for Regional Park/Project Name Proposed Park Improvements 2019 Funding Source District inclusion in CIP ranking

Hall's Island and the Park on the Previous CIP $1,471,200 Met Council Regional Funds 1 Scherer Site Previous CIP $164,565 Parks and Trails 1 Above the Falls ROF Upper River Property Management Previous CIP $200,000 O and M Lottery Proceeds 1 and 2 Regional Park Regional Equity Master Plan Implementation $100,000 Parks and Trails 2 Metric Sheridan Park Park Dedication $176,418 Park Dedication 1 Central Mississippi Previous CIP $1,978,500 Met Council Regional Funds 4 11 Water Works Riverfront Regional Previous CIP $415,325 Parks and Trails 4 Kenilworth Channel Previous CIP $1,000,000 Parks and Trails 4 Chain of Lakes 6 Master Plan for Lake of the Isles Regional Park n/a $400,000 Parks and Trails 4 and Cedar Lake Minnehaha Parkway 12 Master Plan Implementation Previous CIP $1,067,393 Parks and Trails 5 and 6 Regional Trail Previous CIP $450,000 Parks and Trails 5 Minnehaha Regional Pavilion 16 Previous CIP $100,000 O and M Lottery Proceeds 5 Park General Park Development Previous CIP $58,000 O and M Lottery Proceeds 5 North Mississippi Trail Improvement and 9 n/a $500,000 Met Council Regional Funds 2 Regional Park Rehabilitation TOTAL $8,081,401 ROF = Regional Opportunity Facility. Per MPRB Ordinance, ROFs collectively receive 25% of all regional capital funds over 6-year CIP, beginning in 2023

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2019 Annual Budget

2019 Capital Improvement Program OTHER PROJECTS Reason for Park/Project Name Proposed Park Improvements 2019 Funding Source District inclusion in CIP Service Centers Service Centers Improvements Previous CIP $363,326 General Fund All Nieman Fields Renovation Debt Service Previous CIP $636,750 Neighborhood Capital Levy n/a Hennepin Youth Sports Program Previous CIP $150,000 Neighborhood Capital Levy All Grant Matches (and other) Regional Parks and Trails Previous CIP $317,000 O and M Lottery Proceeds All System-wide garden Community Gardens n/a $75,000 Neighborhood Capital Levy All implementation fund Regional Park Park visitation promotion on Previous CIP $100,000 Parks and Trails All Promotion transit TOTAL $1,642,076

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2019 Annual Budget

2019 Capital Improvement Program REHABILITATION PROGRAM Reason for Park/Project Name Proposed Park Improvements 2019 Funding Source District inclusion in CIP Improve accessibility in all ADA Improvements neighborhood park sites and NPP20 $800,000 NPP20 All buildings General Building and Repair or replace elements of Recreation Center NPP20 $450,000 NPP20 All buildings Rehabilitation Roofs Repair or replace roofs NPP20 $700,000 NPP20 All Heating, Ventilation, Repair or replace components NPP20 $300,000 NPP20 All and Air Conditioning and/or systems Repair or replace exterior park Neighborhood amenities, features, and site NPP20 $450,000 NPP20 All Amenity Fund furnishings Repair or replace exterior lighting Park Lighting systems and supporting NPP20 $300,000 NPP20 All infrastructure Synthetic Turf Repair or replace surface and/or Previous CIP $150,000 Neighborhood Capital Levy All Rehabilitation base of synthetic athletic fields Repair, replace, or remove Below-Grade underground pipes, conduits, NPP20 $100,000 NPP20 All Infrastructure wiring, etc. Sidewalk and Repair or replace exterior hard NPP20 $400,000 NPP20 All Pavement surfacing (bituminous, concrete, Previous CIP $100,000 Neighborhood Capital Levy All

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2019 Annual Budget

2019 Capital Improvement Program REHABILITATION PROGRAM Reason for Park/Project Name Proposed Park Improvements 2019 Funding Source District inclusion in CIP Repair and improvements to Operations Facilities staging, storage, workshops, and NPP20 $200,000 NPP20 All equipment areas Repair or replace exterior park Regional Park Amenity amenities, features, and site Previous CIP $250,000 O and M Lottery Proceeds All Fund furnishings in Regional Parks Repair or replace exterior hard Regional Trail surfacing (bituminous, concrete, Previous CIP $275,000 O and M Lottery Proceeds All Rehabilitation pavers, etc.) in Regional Parks Create, enhance, maintain, and Regional Park Habitat manage naturalized habitat areas Previous CIP $100,000 O and M Lottery Proceeds All Management in Regional Parks TOTAL $4,575,000

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2019 Annual Budget

MPRB 2019-2024 Capital Improvement Program CAPITAL INVESTMENT PROJECTS: Neighborhood 2018 NPP20 Reason for inclusion Park/Project Name Proposed Park Improvements 2019 2020 2021 2022 2023 2024 Total Funding Source ranking in CIP Previous CIP/NPP20 $200,000 $200,000 NPP20 1 28th St Totlot Play area and site improvements Outside Funds $200,000 $200,000 Outside Funds 8th Avenue n/a Plan implementation Park Dedication $250,000 $250,000 Park Dedication Streamscape Previous CIP $291,900 $291,900 NPP20 89 Armatage Park Play area and site improvements Park Dedication $3,066 $3,066 Park Dedication NPP20 Play Area Neighborhood Play area and site improvements $338,000 $338,000 43 Audubon Park Rehab Capital Levy Plan implementation NPP20 $1,055,000 $1,055,000 NPP20 2 Bassett's Creek Plan implementation Park Dedication $9,126 $9,126 Park Dedication 34 Beltrami Park Plan implementation NPP20 $1,055,000 $1,055,000 NPP20 32 Bethune Park Plan implementation NPP20 $735,000 $735,000 NPP20 17 Bohannon Park Plan implementation NPP20 $1,000,000 $1,000,000 NPP20 Neighborhood Previous CIP $215,370 $23,216 $238,586 Capital Levy 75 Bottineau Park Play area and site improvements Previous CIP $67,909 $67,909 NPP20 Park Dedication $3,021 $3,021 Park Dedication Neighborhood Previous CIP $777,065 $275,989 $1,053,054 Bryn Mawr Meadows Athletic Fields Improvements Capital Levy 62 Park Previous CIP $2,302,885 $89,011 $2,391,896 NPP20 Play area and site improvements Previous CIP $291,900 $291,900 NPP20 87 Cavell Park Play area and site improvements Previous CIP $294,595 $27,225 $321,820 NPP20 Plan implementation NPP20 $600,000 $600,000 NPP20 Cedar Avenue Field 6 NPP20 Play Area Neighborhood Park Play area and site improvements $390,500 $390,500 Rehab Capital Levy 26 Central Gym Park Plan implementation Park Dedication $81,715 $81,715 Park Dedication Neighborhood Play area and site improvements Previous CIP $34,630 $34,630 24 Cleveland Park Capital Levy Plan implementation NPP20 $675,775 $675,775 NPP20 NPP20 $222,850 $727,150 $950,000 NPP20 35 Corcoran Park Plan implementation Park Dedication $196,253 $196,253 Park Dedication 29 Cottage Park Plan implementation NPP20 $500,000 $500,000 NPP20

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2019 Annual Budget

MPRB 2019-2024 Capital Improvement Program CAPITAL INVESTMENT PROJECTS: Neighborhood 2018 NPP20 Reason for inclusion Park/Project Name Proposed Park Improvements 2019 2020 2021 2022 2023 2024 Total Funding Source ranking in CIP NPP20 $2,212,125 $2,212,125 NPP20 Plan implementation Park Dedication $35,486 $35,486 Park Dedication 22 Currie Park NPP20 Play Area Neighborhood Play area and site improvements $355,000 $355,000 Rehab Capital Levy n/a Downtown Commons Plan implementation Park Dedication $453,172 $453,172 Park Dedication Master Plan and initial site 25 East Phillips Park NPP20 $428,464 $428,464 NPP20 improvements Plan implementation NPP20 $1,080,125 $422,650 $1,502,775 NPP20 38 Elliot Park Skate Park and site improvements Park Dedication $250,000 $250,000 Park Dedication Field lighting and improvements Park Dedication $275,000 $275,000 Park Dedication Neighborhood Previous CIP $291,900 $291,900 Capital Levy Play area and site improvements 21 Farview Park Park Dedication $14,522 $14,522 Park Dedication

NPP20 $150,000 $150,000 NPP20 Plan implementation $850,000 $850,000 NPP20 40 Farwell Park Plan implementation NPP20 $264,100 $435,900 $700,000 NPP20 NPP20 $1,000,000 $1,000,000 NPP20 19 Folwell Park Plan implementation Park Dedication $4,587 $4,587 Park Dedication 30 Franklin Steele Square Plan implementation NPP20 $740,000 $740,000 NPP20 Wading pool and site 91 Fuller Park Previous CIP $844,250 $844,250 NPP20 improvements 33 Glen Gale Park Plan implementation NPP20 $600,000 $600,000 NPP20 13 Hall Park Plan implementation NPP20 $356,375 $393,625 $750,000 NPP20 Plan implementation NPP20 $390,775 $609,225 $1,000,000 NPP20 20 Harrison Park NPP20 Play Area Neighborhood Play area and site improvements $390,500 $390,500 Rehab Capital Levy Neighborhood 73 Holmes Park Play area and site improvements Previous CIP $217,270 $74,630 $291,900 Capital Levy 31 Humboldt Triangle Plan implementation NPP20 $0 Neighborhood 36 Irving Triangle Plan implementation NPP20 $50,000 $50,000 Capital Levy

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2019 Annual Budget

MPRB 2019-2024 Capital Improvement Program CAPITAL INVESTMENT PROJECTS: Neighborhood 2018 NPP20 Reason for inclusion Park/Project Name Proposed Park Improvements 2019 2020 2021 2022 2023 2024 Total Funding Source ranking in CIP 44 Jackson Square Park Plan implementation NPP20 $700,000 $700,000 NPP20 18 Jordan Park Plan implementation Park Dedication $7,757 $7,757 Park Dedication Play area and climbing wall phase 49 Keewaydin Park Previous CIP $541,246 $626,454 $1,167,700 NPP20 1, decommission wading pool Previous CIP $306,495 $306,495 NPP20 56 Kenny Park Play area and site improvements Park Dedication $4,021 $4,021 Park Dedication Lake Hiawatha Park NPP20 Play Area Neighborhood 92 (part of Nokomis- Play area and site improvements $338,000 $338,000 Rehab Capital Levy Hiawatha Reg. Park)* 86 Linden Hills Park Play area and site improvements Previous CIP $291,900 $291,900 NPP20 Play area and site improvements Previous CIP $360,000 $360,000 NPP20 67 Loring Park Plan implementation Park Dedication $117,753 $117,753 Park Dedication NPP20 $50,000 $50,000 NPP20 10 Lovell Square Park Plan implementation Park Dedication $8,344 $8,344 Park Dedication 3 Lyndale School Pool Plan implementation NPP20 $931,000 $931,000 NPP20 Previous CIP $306,495 $306,495 NPP20 46 Lynnhurst Park Play area and site improvements Park Dedication $15,477 $15,477 Park Dedication 58 Marcy Park Play area and site improvements Previous CIP $306,495 $306,495 NPP20 Play area and site improvements Previous CIP $306,495 $306,495 NPP20 phase 1 (existing container) Park Dedication $15,776 $15,776 Park Dedication 65 McRae Park Neighborhood Field improvements $75,000 $75,000 Capital Levy Neighborhood 27 Murphy Square Park Plan implementation NPP20 $200,000 $200,000 Capital Levy Neighborhood 37 Newton Triangle Plan implementation NPP20 $150,000 $150,000 Capital Levy NPP20 $73,725 $800,000 $800,000 $1,673,725 NPP20 Neighborhood Plan implementation NPP20 $200,000 $200,000 Capital Levy 12 North Commons Park Previous CIP $293,775 $293,775 NPP20 NPP20 Play Area Neighborhood Play area and site improvements $355,000 $355,000 Rehab Capital Levy Acquisition and Plan n/a North Loop Park Park Dedication $1,133,167 $1,133,167 Park Dedication Implementation

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2019 Annual Budget

MPRB 2019-2024 Capital Improvement Program CAPITAL INVESTMENT PROJECTS: Neighborhood 2018 NPP20 Reason for inclusion Park/Project Name Proposed Park Improvements 2019 2020 2021 2022 2023 2024 Total Funding Source ranking in CIP Previous CIP $115,550 $115,550 NPP20 Northeast Athletic Athletic Fields Improvements Neighborhood 63 Previous CIP $400,940 $400,940 Field Park Capital Levy Play area and site improvements Previous CIP $405,000 $405,000 NPP20 Neighborhood 41 Oliver Triangle Plan implementation NPP20 $30,000 $30,000 Capital Levy NPP20 $200,000 $800,000 $1,000,000 NPP20 7 Painter Park Plan implementation Park Dedication $64,452 $64,452 Park Dedication Neighborhood 101 Parade Park Parking lot improvements Previous CIP $200,000 $200,000 Capital Levy Neighborhood Previous CIP $306,495 $306,495 79 Pearl Park Play area and site improvements Capital Levy Park Dedication $1,545 $1,545 Park Dedication 9 Peavey Park Plan implementation Park Dedication $4,611 $4,611 Park Dedication 15 Perkins Hill Plan implementation Park Dedication $1,576 $1,576 Park Dedication NPP20 / Previous CIP $250,550 $250,550 NPP20 Play area, splash pad, and site 5 Phelps Field Park Neighborhood improvements $249,450 $249,450 Capital Levy Phillips Community 23 Pool and building improvements NPP20 $260,000 $260,000 $520,000 NPP20 Center 14 Powderhorn Park Plan implementation NPP20 $459,375 $640,625 $1,100,000 NPP20 Plan implementation (improvements within Riverside Park (part of NPP20 $1,060,000 $1,060,000 NPP20 neighborhood-focused portion of 11 Mississippi Gorge regional park only) Regional Park)* NPP20 Play Area Play area and site improvements $338,000 $338,000 NPP20 Rehab Neighborhood NPP20 $118,500 $118,500 42 Russell Triangle Plan implementation Capital Levy $451,350 $451,350 NPP20 Plan implementation Shingle Creek Park (improvements within 64 (part of Shingle Creek NPP20 $1,050,000 $1,050,000 NPP20 neighborhood-focused portion of Regional Trail) * regional park only)

162

2019 Annual Budget

MPRB 2019-2024 Capital Improvement Program CAPITAL INVESTMENT PROJECTS: Neighborhood 2018 NPP20 Reason for inclusion Park/Project Name Proposed Park Improvements 2019 2020 2021 2022 2023 2024 Total Funding Source ranking in CIP Play area, wading pool, and site Previous CIP $98,779 $922,425 $1,021,204 NPP20 52 Sibley Field Park improvements Park Dedication $86,634 $86,634 Park Dedication Neighborhood Previous CIP $0 $0 100 Smith Triangle Sculpture and site improvements Capital Levy Previous CIP $231,525 $231,525 NPP20 39 St. Anthony Park Plan implementation NPP20 $1,055,000 $1,055,000 NPP20 NPP20 Play Area Neighborhood Play area and site improvements $355,000 $355,000 8 Stewart Field Park Rehab Capital Levy Plan implementation Park Dedication $3,090 $3,090 Park Dedication 4 Sumner Field Park Plan implementation NPP20 $100,000 $100,000 NPP20 Neighborhood 121 The Mall Park Plan implementation Previous CIP $89,279 $258,011 $347,290 Capital Levy NPP20 Play Area Neighborhood 53 Todd Park Play area and site improvements $390,500 $390,500 Rehab Capital Levy 107 Van Cleve Park Play area and site improvements Previous CIP $321,820 $321,820 NPP20 66 Victory Park Plan implementation NPP20 $750,000 $750,000 NPP20 Previous CIP $272,107 $272,107 NPP20 Play area and site improvements Neighborhood Previous CIP $34,388 $34,388 Capital Levy 16 Whittier Park NPP20 $390,000 $390,000 NPP20 Plan implementation Neighborhood NPP20 $410,500 $410,500 Capital Levy Plan implementation NPP20 $330,125 $669,875 $1,000,000 NPP20 28 Willard Park NPP20 Play Area Neighborhood Play area and site improvements $355,000 $355,000 Rehab Capital Levy n/a Capital Investment Construction Contingency Fund NPP20 $420,000 $420,000 $680,000 $680,000 $680,000 $680,000 $3,560,000 NPP20 TOTAL $10,672,308 $8,077,476 $8,490,500 $8,810,000 $8,820,000 $8,920,000 $53,790,284 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.

163

2019 Annual Budget

MPRB 2019-2024 Capital Improvement Program CAPITAL INVESTMENT PROJECTS: Regional 2018 Reason for inclusion Regional Park/Project Name Proposed Park Improvements 2019 2020 2021 2022 2023 2024 Total Funding Source in CIP ranking Met Council Hall's Island and the Park on the Previous CIP $1,471,200 $573,000 $2,044,200 Regional Funds Scherer Site Previous CIP $164,565 $1,570,900 $1,735,465 Parks and Trails Above the Falls Upper River Property O and M Lottery ROF Previous CIP $200,000 $200,000 $200,000 $200,000 $200,000 $1,000,000 Regional Park Management Proceeds Regional Equity Master Plan Implementation $100,000 $1,489,257 $1,317,473 $2,193,250 $5,099,980 Parks and Trails Metric Sheridan Park Park Dedication $176,418 $176,418 Park Dedication Met Council Previous CIP $1,978,500 $1,978,500 Central Mississippi Water Works Regional Funds 11 Riverfront Regional Previous CIP $415,325 $306,000 $721,325 Parks and Trails Park Nicollet Island and East Bank Trail Park Dedication $550,000 $550,000 Park Dedication and Connectivity Improvements Kenilworth Channel Previous CIP $1,000,000 $1,000,000 Parks and Trails Chain of Lakes Master Plan for Lake of the Isles 6 n/a $400,000 $400,000 Parks and Trails Regional Park and Cedar Lake Master Plan Implementation Previous CIP $1,025,000 $1,243,750 $2,268,750 Parks and Trails Trail Improvement and Regional Equity O and M Lottery 7 Columbia Parkway $650,000 $650,000 Rehabilitation Metric Proceeds Grand Rounds Missing Regional Equity ROF Master Plan Implementation $450,000 $1,262,500 $1,712,500 Parks and Trails Link Metric Luce Line Regional Regional Equity Met Council 2 Master Plan Implementation $1,173,000 $1,173,000 Trail Metric Regional Funds Minnehaha Parkway 12 Master Plan Implementation Previous CIP $1,067,393 $461,270 $1,528,663 Parks and Trails Regional Trail Previous CIP $450,000 $178,730 $628,730 Parks and Trails Pavilion O and M Lottery Previous CIP $100,000 $450,000 $550,000 Proceeds Minnehaha Regional 16 O and M Lottery Park General Park Development Previous CIP $58,000 $58,000 Proceeds Trail Improvement and Previous CIP $1,025,000 $1,025,000 Parks and Trails Rehabilitation

164

2019 Annual Budget

MPRB 2019-2024 Capital Improvement Program CAPITAL INVESTMENT PROJECTS: Regional 2018 Reason for inclusion Regional Park/Project Name Proposed Park Improvements 2019 2020 2021 2022 2023 2024 Total Funding Source in CIP ranking Met Council Mississippi River Previous CIP $1,375,000 $1,375,000 5 Master Plan Implementation Regional Funds Gorge Regional Park Previous CIP $420,843 $1,453,227 $1,243,750 $3,117,820 Parks and Trails Hiawatha Trail Loop and Bridges, Met Council Nokomis-Hiawatha Previous CIP $1,775,000 $1,775,000 10 and other Trail Improvement and Regional Funds Regional Park Rehabilitation Previous CIP $1,325,000 $1,325,000 Parks and Trails Webber Pool Debt Service n/a $100,000 $100,000 $100,000 $100,000 $100,000 $500,000 General Fund Trail Improvement and Met Council North Mississippi n/a $500,000 $500,000 9 Rehabilitation Regional Funds Regional Park Master Plan and Programmatic Plan, with Promotion of Upper Previous CIP $375,000 $375,000 Parks and Trails River Shingle Creek Regional Regional Equity Met Council 3 Master Plan Implementation $2,000,000 $2,000,000 Trail Metric Regional Funds Previous CIP $1,000,000 $1,000,000 Parks and Trails Theodore Wirth 1 Master Plan Implementation Regional Equity Regional Park $1,556,750 $1,556,750 Parks and Trails Metric Regional Equity Met Council $550,000 $550,000 Victory/Wirth Metric Regional Funds 4 Master Plan Implementation Memorial Parkway Regional Equity O and M Lottery $450,000 $450,000 Metric Proceeds TOTAL $8,081,401 $5,606,100 $8,364,600 $4,050,000 $8,223,000 $4,500,000 $38,825,101 ROF = Regional Opportunity Facility. Per MPRB Ordinance, ROFs collectively receive 25% of all regional capital funds over 6 year CIP, beginning in 2023

165

2019 Annual Budget

MPRB 2019-2024 Capital Improvement Program OTHER PROJECTS Reason for inclusion Park/Project Name Proposed Park Improvements 2019 2020 2021 2022 2023 2024 Total Funding Source in CIP Previous CIP $363,326 $363,326 $93,326 $93,326 $93,326 $93,326 $1,099,956 General Fund Service Centers Service Centers Improvements Neighborhood Previous CIP $270,000 $270,000 $270,000 $270,000 $1,080,000 Capital Levy Neighborhood Nieman Fields Renovation Debt Service Previous CIP $636,750 $643,750 $1,280,500 Capital Levy Hennepin Youth Sports Program Neighborhood Previous CIP $150,000 $0 $150,000 (and other) Capital Levy Grant Matches O and M Lottery Regional Parks and Trails Previous CIP $317,000 $450,000 $450,000 $1,217,000 Proceeds System-wide garden Neighborhood Community Gardens n/a $75,000 $75,000 $75,000 $75,000 $75,000 $375,000 implementation fund Capital Levy Regional Park Park visitation promotion on Previous CIP $100,000 $100,000 Parks and Trails Promotion transit TOTAL $1,642,076 $1,082,076 $888,326 $888,326 $438,326 $363,326 $5,302,456

166

2019 Annual Budget

MPRB 2019-2024 Capital Improvement Program REHABILITATION PROGRAM Reason for inclusion Park/Project Name Proposed Park Improvements 2019 2020 2021 2022 2023 2024 Total Funding Source in CIP Improve accessibility in all ADA Improvements neighborhood park sites and NPP20 $800,000 $800,000 $800,000 $700,000 $700,000 $700,000 $4,500,000 NPP20 buildings General Building and Repair or replace elements of Recreation Center NPP20 $450,000 $450,000 $450,000 $350,000 $350,000 $350,000 $2,400,000 NPP20 buildings Rehabilitation Roofs Repair or replace roofs NPP20 $700,000 $700,000 $700,000 $600,000 $600,000 $600,000 $3,900,000 NPP20 Heating, Ventilation, Repair or replace components NPP20 $300,000 $300,000 $300,000 $200,000 $200,000 $200,000 $1,500,000 NPP20 and Air Conditioning and/or systems Repair or replace exterior park Neighborhood Amenity amenities, features, and site NPP20 $450,000 $450,000 $450,000 $450,000 $450,000 $450,000 $2,700,000 NPP20 Fund furnishings Repair or replace exterior lighting Park Lighting systems and supporting NPP20 $300,000 $300,000 $300,000 $200,000 $200,000 $200,000 $1,500,000 NPP20 infrastructure Synthetic Turf Repair or replace surface and/or Neighborhood Previous CIP $150,000 $275,000 $219,500 $325,000 $290,000 $290,000 $1,549,500 Rehabilitation base of synthetic athletic fields Capital Levy Repair, replace, or remove Below-Grade underground pipes, conduits, NPP20 $100,000 $100,000 $100,000 $50,000 $50,000 $50,000 $450,000 NPP20 Infrastructure wiring, etc. Repair or replace exterior hard NPP20 $400,000 $400,000 $400,000 $400,000 $400,000 $400,000 $2,400,000 NPP20 Sidewalk and surfacing (bituminous, concrete, Neighborhood Pavement Previous CIP $100,000 $144,867 $125,000 $100,000 $125,000 $100,000 $694,867 pavers, etc.) Capital Levy Repair and improvements to Operations Facilities staging, storage, workshops, and NPP20 $200,000 $200,000 $200,000 $150,000 $150,000 $150,000 $1,050,000 NPP20 equipment areas Repair or replace exterior park Regional Park Amenity O and M Lottery amenities, features, and site Previous CIP $250,000 $50,000 $50,000 $50,000 $50,000 $50,000 $500,000 Fund Proceeds furnishings in Regional Parks Repair or replace exterior hard Regional Trail O and M Lottery surfacing (bituminous, concrete, Previous CIP $275,000 $500,000 $500,000 $500,000 $500,000 $500,000 $2,775,000 Rehabilitation Proceeds pavers, etc.) in Regional Parks Create, enhance, maintain, and Regional Park Habitat O and M Lottery manage naturalized habitat areas Previous CIP $100,000 $100,000 $100,000 $100,000 $100,000 $100,000 $600,000 Management Proceeds in Regional Parks TOTAL $4,575,000 $4,769,867 $4,694,500 $4,175,000 $4,165,000 $4,140,000 $26,519,367

167

2019 Annual Budget

Neighborhood Park Metrics Resulting from Criteria Based System for Capital and Rehabilitation Neighborhood Park Project Scheduling 2018 2018 2018 1. 2018 2018 2. 2018 YOUTH 3. 2018 NEIGHBOR 4. SAFETY AVERAGE Historic 7. 2018 TOTAL 2018 ACP50 POPULATION DENSITY POPULATI YOUTH HOOD WEIGHT ASSET 5. CONDITION LONGE 6. LONGEVITY Investm HISTORIC Rank Park Name SCORE Neighborhood Name Service Area ACP PoC50 ACP50 WEIGHT DENSITY WEIGHT ON WEIGHT SAFETY 2018 CONDITION WEIGHT VITY WEIGHT ent WEIGHT 1 28th St Totlot 19.50 Whittier Southwest Yes Yes Yes 5 18173 3 16.3% 1 11.26 2 4.50 4.50 1.0 1.0 0.0% 3 2 Bassett's Creek Park 18.40 Harrison North/Southwest Yes Yes Yes 5 7330 2 23.6% 1 17.25 2 4.40 4.40 2.0 2.0 4.7% 2 3 Lyndale School Pool 18.00 East Harriet Southwest Yes Yes Yes 5 2997 1 18.6% 1 2.45 0 5.00 5.00 3.0 3.0 0.0% 3 4 Sumner Field Park 18.00 Sumner - Glenwood North Yes Yes Yes 5 8035 2 42.6% 2 12.44 2 3.00 3.00 1.0 1.0 0.0% 3 5 Phelps Field Park 17.78 Bryant South Yes Yes Yes 5 10668 3 28.8% 2 7.23 1 3.28 3.28 1.5 1.5 2.0% 2 6 Cedar Field Park 17.75 East Phillips South Yes Yes Yes 5 11917 3 35.8% 2 29.52 2 2.75 2.75 0.0 0.0 0.0% 3 7 Painter Park 17.75 Lyndale Southwest Yes Yes Yes 5 15396 3 16.1% 1 13.85 2 3.42 3.42 1.3 1.3 9.8% 2 8 Stewart Field Park 17.52 Midtown Phillips South Yes Yes Yes 5 13856 3 31.0% 2 24.25 2 3.38 3.38 0.1 0.1 7.1% 2 9 Peavey Park 17.00 Ventura Village South Yes Yes Yes 5 15146 3 28.4% 2 26.38 2 3.57 3.57 0.4 0.4 20.1% 1 10 Lovell Square Park 17.00 Near - North North Yes Yes Yes 5 6115 1 37.3% 2 29.51 2 3.00 3.00 1.0 1.0 0.0% 3 11 Riverside Park * 16.87 Cedar Riverside South Yes Yes Yes 5 15621 3 19.8% 1 12.36 2 2.70 2.70 1.2 1.2 2.4% 2 12 North Commons Park 16.79 Willard - Hay North Yes Yes Yes 5 8751 2 32.1% 2 18.83 2 3.15 3.15 0.6 0.6 4.9% 2 13 Hall Park 16.62 Near - North North Yes Yes Yes 5 6115 1 37.3% 2 29.51 2 2.72 2.72 0.9 0.9 0.0% 3 14 Powderhorn Park 16.56 Powderhorn Park South Yes Yes Yes 5 12656 3 28.0% 2 12.97 2 2.25 2.25 1.3 1.3 13.5% 1 15 Perkins Hill Park 16.33 McKinley North Yes Yes Yes 5 5238 1 31.9% 2 23.59 2 2.33 2.33 1.0 1.0 0.0% 3 16 Whittier Park 16.20 Whittier Southwest Yes No No 3 18173 3 16.3% 1 11.26 2 2.77 2.77 1.4 1.4 0.0% 3 17 Bohannon Field Park 16.14 Lind - Bohanon North Yes Yes Yes 5 6861 2 31.3% 2 12.24 2 2.43 2.43 0.7 0.7 5.4% 2 18 Jordan Park 15.96 Jordan North Yes Yes Yes 5 10988 3 35.3% 2 34.42 2 3.63 3.63 0.3 0.3 37.0% 0 19 Folwell Park 15.85 Folwell North Yes Yes Yes 5 9346 2 29.5% 2 34.45 2 3.30 3.30 0.6 0.6 15.5% 1 20 Harrison Park 15.79 Harrison North Yes Yes Yes 5 7330 2 23.6% 1 17.25 2 2.93 2.93 0.9 0.9 9.8% 2 21 Farview Park 15.65 Hawthorne North Yes Yes Yes 5 5163 1 37.1% 2 40.41 2 2.98 2.98 0.7 0.7 9.3% 2 22 Currie Park 15.63 Cedar Riverside South Yes Yes Yes 5 15621 3 19.8% 1 12.36 2 3.50 3.50 1.1 1.1 32.1% 0 23 Phillips Pool & Gym 15.50 Midtown Phillips South Yes Yes Yes 5 13856 3 31.0% 2 24.25 2 3.00 3.00 0.5 0.5 27.1% 0 24 Cleveland Park 15.50 Cleveland North Yes Yes Yes 5 7968 2 29.5% 2 22.82 2 2.50 2.50 1.0 1.0 15.6% 1 25 East Phillips Park 15.28 East Phillips South Yes Yes Yes 5 11917 3 35.8% 2 29.52 2 2.48 2.48 0.8 0.8 86.1% 0 26 Central Gym Park 15.03 Central South Yes Yes Yes 5 15013 3 29.7% 2 23.58 2 2.70 2.70 0.3 0.3 63.7% 0 27 Murphy Square Park 15.00 Cedar Riverside South Yes Yes Yes 5 15621 3 19.8% 1 12.36 2 1.00 1.00 #N/A 0.0 0.0% 3 28 Willard Park 14.92 Willard - Hay North Yes Yes Yes 5 8751 2 32.1% 2 18.83 2 3.08 3.08 0.8 0.8 36.9% 0 29 Cottage Park 14.00 Jordan North Yes Yes Yes 5 10988 3 35.3% 2 34.42 2 2.00 2.00 0.0 0.0 40.7% 0 30 Franklin Steele Park 14.00 Elliot Park South Yes Yes Yes 5 16376 3 7.2% 0 17.53 2 4.00 4.00 0.0 0.0 51.8% 0 31 Humboldt Triangle 14.00 Near - North North Yes Yes Yes 5 6115 1 37.3% 2 29.51 2 1.00 1.00 #N/A 0.0 0.0% 3 32 Bethune Park 13.43 Near - North North Yes Yes Yes 5 6115 1 37.3% 2 29.51 2 2.29 2.29 1.1 1.1 33.8% 0 33 Glen Gale Park 13.33 Willard - Hay North Yes Yes Yes 5 8751 2 32.1% 2 18.83 2 2.33 2.33 0.0 0.0 33.4% 0 34 Beltrami Park 13.25 Beltrami Northeast/Southeast Yes No No 3 4277 1 15.1% 0 9.63 1 3.00 3.00 2.3 2.3 0.0% 3 35 Corcoran Park 13.17 Corcoran South No Yes No 0 9278 2 24.9% 2 10.85 2 3.88 3.88 1.3 1.3 2.2% 2 36 Irving Triangle ** 13.00 Jordan North Yes Yes Yes 5 10988 3 35.3% 2 34.42 2 N/A 1.00 N/A 0.0 N/A 0 37 Newton Triangle ** 13.00 Jordan North Yes Yes Yes 5 10988 3 35.3% 2 34.42 2 N/A 1.00 N/A 0.0 N/A 0 38 Elliot Park 12.89 Elliot Park South Yes No No 3 16376 3 7.2% 0 17.53 2 3.39 3.39 0.5 0.5 21.1% 1 39 St. Anthony Park 12.20 St. Anthony East Northeast/Southeast Yes No No 3 8959 2 11.3% 0 8.76 1 2.80 2.80 0.4 0.4 0.0% 3 40 Farwell Park 12.00 Willard - Hay North No Yes No 0 8751 2 32.1% 2 18.83 2 3.00 3.00 0.0 0.0 0.0% 3 41 Oliver Triangle ** 12.00 Willard - Hay North Yes Yes Yes 5 8751 2 32.1% 2 18.83 2 N/A 1.00 N/A 0.0 N/A 0 42 Russell Triangle ** 12.00 Willard - Hay North Yes Yes Yes 5 8751 2 32.1% 2 18.83 2 N/A 1.00 N/A 0.0 N/A 0 43 Audubon Park 11.95 Audubon Park Northeast/Southeast No No No 0 7529 2 18.5% 1 4.99 1 3.52 3.52 1.4 1.4 0.0% 3 44 Jackson Square Park 11.90 Holland Northeast/Southeast Yes Yes Yes 5 9316 2 26.2% 2 9.10 1 1.70 1.70 0.2 0.2 54.5% 0 45 Waveland Triangle 11.50 Linden Hills Southwest No No No 0 6196 1 10.6% 0 2.34 0 4.50 4.50 3.0 3.0 0.0% 3 46 Lynnhurst Park 11.32 Lynnhurst Southwest No No No 0 6056 1 28.4% 2 1.83 0 4.23 4.23 2.1 2.1 1.1% 2 47 Longfellow Park 11.18 Longfellow South No No No 0 5415 1 18.8% 1 18.64 2 3.48 3.48 1.7 1.7 3.4% 2 48 Clinton Field Park 11.10 Whittier Southwest No No No 0 18173 3 16.3% 1 11.26 2 2.50 2.50 0.6 0.6 5.2% 2

168

2019 Annual Budget

Neighborhood Park Metrics Resulting from Criteria Based System for Capital and Rehabilitation Neighborhood Park Project Scheduling 2018 2018 2018 1. 2018 2018 2. 2018 YOUTH 3. 2018 NEIGHBOR 4. SAFETY AVERAGE Historic 7. 2018 TOTAL 2018 ACP50 POPULATION DENSITY POPULATI YOUTH HOOD WEIGHT ASSET 5. CONDITION LONGE 6. LONGEVITY Investm HISTORIC Rank Park Name SCORE Neighborhood Name Service Area ACP PoC50 ACP50 WEIGHT DENSITY WEIGHT ON WEIGHT SAFETY 2018 CONDITION WEIGHT VITY WEIGHT ent WEIGHT 49 Keewaydin Park 11.03 Keewaydin South No No No 0 3738 1 19.1% 1 0.90 0 4.03 4.03 2.0 2.0 0.0% 3 50 Stevens Square Park 11.00 Steven's Square - Loring HeightsSouthwest Yes No No 3 21193 3 5.0% 0 17.41 2 1.50 1.50 0.5 0.5 24.1% 1 51 Barnes Place Triangle ** 11.00 Near - North North Yes Yes Yes 5 6115 1 37.3% 2 29.51 2 N/A 1.00 N/A 0.0 N/A 0 52 Sibley Field Park 10.98 Standish South No No No 0 7984 2 20.3% 1 3.67 0 3.48 3.48 1.5 1.5 0.0% 3 53 Todd Park 10.78 Diamond Lake South No No No 0 4657 1 24.1% 2 1.97 0 3.11 3.11 1.7 1.7 0.0% 3 54 Mueller Park 10.75 Lowry Hill East Southwest No No No 0 15173 3 6.8% 0 11.39 2 1.75 1.75 1.0 1.0 0.0% 3 55 Brackett Park 10.40 Longfellow South No No No 0 5415 1 18.8% 1 18.64 2 2.94 2.94 1.5 1.5 9.3% 2 56 Kenny Park 10.30 Kenny Southwest No No No 0 5539 1 24.5% 2 0.83 0 3.40 3.40 1.9 1.9 2.1% 2 57 Pershing Field Park 10.20 Fulton Southwest No No No 0 7063 2 26.3% 2 1.13 0 3.00 3.00 1.2 1.2 6.5% 2 58 Marcy Park 10.00 Marcy Holmes Northeast/Southeast No No No 0 14242 3 3.6% 0 6.64 1 3.00 3.00 0.0 0.0 0.0% 3 59 Northwestern Bell/Elwell Park 10.00 Marcy Holmes Northeast/Southeast No No No 0 14242 3 3.6% 0 6.64 1 2.00 2.00 1.0 1.0 0.0% 3 60 Washburn Fair Oaks Park 10.00 Whittier Southwest No No No 0 18173 3 16.3% 1 11.26 2 1.00 1.00 #N/A 0.0 0.0% 3 61 Normanna Triangle ** 10.00 Seward South Yes Yes Yes 5 7099 2 17.8% 1 9.63 1 N/A 1.00 N/A 0.0 N/A 0 62 Bryn Mawr Park 9.86 Bryn - Mawr Southwest No No No 0 2076 1 19.6% 1 1.07 0 3.95 3.95 1.9 1.9 3.2% 2 63 Northeast Athletic Field Park 9.76 Northeast Park Northeast/Southeast Yes No No 3 874 1 15.1% 0 11.38 2 3.06 3.06 0.7 0.7 36.0% 0 64 Shingle Creek Park * 9.71 Shingle Creek North No Yes No 0 6504 1 27.7% 2 6.20 1 3.00 3.00 1.7 1.7 20.3% 1 65 McRae Park 9.45 Northrop South No No No 0 6482 1 21.6% 1 7.17 1 2.45 2.45 2.0 2.0 7.3% 2 66 Victory Park 9.17 Victory North No Yes No 0 6652 1 18.2% 1 6.15 1 3.17 3.17 1.0 1.0 2.4% 2 67 Loring Park 9.17 Loring Park Regional No No No 0 19223 3 8.0% 0 9.78 1 3.67 3.67 1.5 1.5 29.3% 0 68 Park Avenue Triangle ** 9.00 Elliot Park Downtown Yes No No 3 16376 3 7.2% 0 17.53 2 N/A 1.00 N/A 0.0 N/A 0 69 Monroe Place Triangle ** 9.00 St. Anthony East Northeast/Southeast Yes No Yes 5 8959 2 11.3% 0 8.76 1 N/A 1.00 N/A 0.0 N/A 0 70 Hiawatha School Park 8.85 Hiawatha South No No No 0 4406 1 18.5% 1 2.24 0 3.19 3.19 1.7 1.7 0.6% 2 71 Marshall Terrace Park * 8.56 Marshall Terrace Northeast/Southeast No No No 0 2173 1 20.9% 1 6.47 1 2.70 3 0.9 0.9 7.4% 2 72 Logan Park 8.52 Logan Park Northeast/Southeast No No No 0 8574 2 12.4% 0 4.45 1 3.02 3.02 0.5 0.5 7.7% 2 73 Holmes Park 8.50 Marcy Holmes Northeast/Southeast No No No 0 14242 3 3.6% 0 6.64 1 3.50 3.50 1.0 1.0 26.6% 0 74 Windom NE Park 8.36 Windom Park Northeast/Southeast No No No 0 9060 2 15.5% 0 6.88 1 2.25 2.25 1.1 1.1 3.0% 2 75 Bottineau Park 8.33 Bottineau Northeast/Southeast No No No 0 5717 1 19.8% 1 6.80 1 2.67 2.67 0.7 0.7 4.8% 2 76 Matthews Park 8.09 Seward South No No No 0 7099 2 17.8% 1 9.63 1 2.17 2.17 0.9 0.9 14.4% 1 77 Rev. Dr. Martin Luther King Jr. Park 8.08 King Field Southwest No No No 0 9322 2 18.2% 1 3.89 0 2.35 2.35 0.7 0.7 2.2% 2 78 Bossen Field Park 8.02 Wenonah South No No No 0 3642 1 23.9% 1 8.29 1 3.72 3.72 1.3 1.3 82.4% 0 79 Pearl Park 8.01 Page South No No No 0 5769 1 21.1% 1 0.52 0 2.63 2.63 1.4 1.4 5.3% 2 80 Deming Heights Park 8.00 Audubon Park Northeast/Southeast No No No 0 7529 2 18.5% 1 4.99 1 1.00 1.00 #N/A 0.0 0.0% 3 81 Gateway Park 8.00 Downtown West Downtown No No No 0 9693 2 6.5% 0 64.29 2 1.00 1.00 #N/A 0.0 0.0% 3 82 Columbia Park 8.00 Columbia Park Northeast/Southeast No No No 0 1144 1 18.1% 1 5.24 1 3.00 3.00 1.0 1.0 13.3% 1 83 Luxton Park 8.00 Prospect Park - East River RoadNortheast/Southeast No No No 0 6489 1 7.8% 0 4.10 1 3.33 3.33 1.7 1.7 10.1% 1 84 Creekview Park * 8.00 Shingle Creek North No Yes No 0 6504 1 27.7% 2 6.20 1 2.67 2.67 0.3 0.3 17.0% 1 85 Lyndale Farmstead Park 7.86 East Harriet Southwest No No No 0 2997 1 18.6% 1 2.45 0 2.71 2.71 1.1 1.1 4.2% 2 86 Linden Hills Park 7.80 Linden Hills Southwest No No No 0 5821 1 20.3% 1 0.86 0 3.30 3.30 1.5 1.5 13.9% 1 87 Cavell Park 7.73 Waite Park Northeast/Southeast No No No 0 6316 1 18.1% 1 2.88 0 2.90 2.90 0.8 0.8 5.0% 2 88 Morris Park 7.64 Morris Park Northeast/Southeast No No No 0 3830 1 15.8% 0 3.76 0 2.50 2.50 2.1 2.1 4.3% 2 89 Armatage Park 7.61 Armatage Southwest No No No 0 6624 1 23.4% 1 1.42 0 2.94 2.94 0.7 0.7 3.3% 2 90 Webber Park 7.52 Webber - Camden North No Yes No 0 5757 1 28.0% 2 21.90 2 2.02 2.02 0.5 0.5 40.7% 0 91 Fuller Park 7.47 Tangletown Southwest No No No 0 6484 1 23.3% 1 3.36 0 2.81 2.81 0.7 0.7 5.1% 2 92 Lake Hiawatha Park * 7.27 Ericsson Regional No No No 0 3470 1 17.6% 1 3.17 0 3.07 3.07 1.2 1.2 23.1% 1 93 Bryant Square Park 7.18 CARAG Southwest No No No 0 15594 3 7.3% 0 7.86 1 2.04 2.04 1.1 1.1 37.3% 0 94 Lake Nokomis Park * 7.17 Keewaydin South/Regional No No No 0 3738 1 19.1% 1 0.90 0 1.92 1.92 1.3 1.3 8.9% 2 95 Kenwood Park 7.05 Kenwood Southwest No No No 0 2308 1 11.3% 0 2.04 0 3.05 3.05 2.0 2.0 13.4% 1 96 Xcel Field Park 7.00 Marshall Terrace Northeast/Southeast No No No 0 2173 1 20.9% 1 6.47 1 1.00 1.00 0.0 0.0 0.0% 3

169

2019 Annual Budget

Neighborhood Park Metrics Resulting from Criteria Based System for Capital and Rehabilitation Neighborhood Park Project Scheduling 2018 2018 2018 1. 2018 2018 2. 2018 YOUTH 3. 2018 NEIGHBOR 4. SAFETY AVERAGE Historic 7. 2018 TOTAL 2018 ACP50 POPULATION DENSITY POPULATI YOUTH HOOD WEIGHT ASSET 5. CONDITION LONGE 6. LONGEVITY Investm HISTORIC Rank Park Name SCORE Neighborhood Name Service Area ACP PoC50 ACP50 WEIGHT DENSITY WEIGHT ON WEIGHT SAFETY 2018 CONDITION WEIGHT VITY WEIGHT ent WEIGHT 98 Park Siding Park 7.00 Cedar - Isles - Dean Southwest No No No 0 4110 1 11.3% 0 2.41 0 3.00 3.00 0.0 0.0 0.0% 3 99 Diamond Lake 7.00 Diamond Lake South No No No 0 4657 1 24.1% 2 1.97 0 1.00 1.00 #N/A 0.0 0.0% 3 100 Smith Triangle 7.00 East Isles Southwest No No No 0 9987 2 10.1% 0 4.52 1 1.00 1.00 #N/A 0.0 0.0% 3 101 Parade Park (Not Ice Arena) 6.75 Lowry Hill Southwest No No No 0 6196 1 10.6% 0 2.34 0 1.75 1.75 2.0 2.0 0.6% 2 102 Waite Park 6.52 Waite Park Northeast/Southeast No No No 0 6316 1 18.1% 1 2.88 0 2.27 2.27 1.3 1.3 18.0% 1 103 Tower Hill Park 6.50 Prospect Park - East River RoadNortheast/Southeast No No No 0 6489 1 7.8% 0 4.10 1 2.50 2.50 0.0 0.0 1.2% 2 104 Chergosky Park 6.00 Prospect Park - East River RoadNortheast/Southeast No No No 0 6489 1 7.8% 0 4.10 1 1.00 1.00 0.0 0.0 0.0% 3 105 Chute Square 6.00 Nicollet Island - East Bank Northeast/Southeast No No No 0 5577 1 8.6% 0 7.26 1 1.00 1.00 #N/A 0.0 0.0% 3 106 Hiview Park 5.93 Columbia Park Northeast/Southeast No No No 0 1144 1 18.1% 1 5.24 1 2.10 2.10 0.8 0.8 41.0% 0 107 Van Cleve Park 5.64 Como Northeast/Southeast No No No 0 6419 1 11.5% 0 4.44 1 2.54 2.54 0.1 0.1 12.9% 1 108 Dickman Park 5.52 St. Anthony West Northeast/Southeast No No No 0 4614 1 9.5% 0 3.54 0 2.67 2.67 0.9 0.9 15.0% 1 109 Washburn Avenue Totlot 5.50 Armatage Southwest No No No 0 6624 1 23.4% 1 1.42 0 3.50 3.50 0.0 0.0 47.9% 0 110 Reserve Block 40 5.00 Bryn - Mawr Southwest No No No 0 2076 1 19.6% 1 1.07 0 3.00 3.00 0.0 0.0 99.7% 0 111 Thomas Lowry Park 5.00 Lowry Hill Southwest No No No 0 6196 1 10.6% 0 2.34 0 1.00 1.00 #N/A 0.0 0.0% 3 112 Humboldt Greenway ** 5.00 Shingle Creek North No Yes No 0 6504 1 27.7% 2 6.20 1 N/A 1.00 N/A 0.0 N/A 0 113 Oak Crest Triangle ** 5.00 Audubon Park Northeast/Southeast No No No 0 7529 2 18.5% 1 4.99 1 N/A 1.00 N/A 0.0 N/A 0 114 Sibley Triangle ** 5.00 St. Anthony West Northeast/Southeast Yes No No 3 4614 1 9.5% 0 3.54 0 N/A 1.00 N/A 0.0 N/A 0 115 Joanne R Levin Triangle 4.00 East Isles Southwest No No No 0 9987 2 10.1% 0 4.52 1 1.00 1.00 0.0 0.0 51.5% 0 116 Ryan Lake ** 4.00 Victory North No Yes No 0 6652 1 18.2% 1 6.15 1 N/A 1.00 N/A 0.0 N/A 0 117 Solomon Park, Edward C ** 4.00 Diamond Lake South No No No 0 4657 1 24.1% 2 1.97 0 N/A 1.00 N/A 0.0 N/A 0 118 Architect Triangle ** 4.00 Columbia Park Northeast/Southeast No No No 0 1144 1 18.1% 1 5.24 1 N/A 1.00 N/A 0.0 N/A 0 119 Shoreview & 54 1/2 Triangle ** 4.00 Wenonah South No No No 0 3642 1 23.9% 1 8.29 1 N/A 1.00 N/A 0.0 N/A 0 120 Shoreview & 55th Triangle ** 4.00 Wenonah South No No No 0 3642 1 23.9% 1 8.29 1 N/A 1.00 N/A 0.0 N/A 0 121 The Mall Park ** 4.00 East Isles Southwest No No No 0 9987 2 10.1% 0 4.52 1 N/A 1.00 N/A 0.0 N/A 0 122 Adams Triangle ** 3.00 Hiawatha South No No No 0 4406 1 18.5% 1 2.24 0 N/A 1.00 N/A 0.0 N/A 0 123 Seven Oaks Oval ** 3.00 Howe South No No No 0 6078 1 18.0% 1 2.87 0 N/A 1.00 N/A 0.0 N/A 0 124 Barton Triangle ** 3.00 Prospect Park - East River RoadNortheast/Southeast No No No 0 6489 1 7.8% 0 4.10 1 N/A 1.00 N/A 0.0 N/A 0 125 Caleb Dorr Circle ** 3.00 Prospect Park - East River RoadNortheast/Southeast No No No 0 6489 1 7.8% 0 4.10 1 N/A 1.00 N/A 0.0 N/A 0 126 Clarence Triangle ** 3.00 Prospect Park - East River RoadNortheast/Southeast No No No 0 6489 1 7.8% 0 4.10 1 N/A 1.00 N/A 0.0 N/A 0 127 Dell Park ** 3.00 Linden Hills Southwest No No No 0 5821 1 20.3% 1 0.86 0 N/A 1.00 N/A 0.0 N/A 0 128 Elmwood Triangle ** 3.00 Tangletown Southwest No No No 0 6484 1 23.3% 1 3.36 0 N/A 1.00 N/A 0.0 N/A 0 129 Laurel Triangle ** 3.00 Bryn - Mawr Southwest No No No 0 2076 1 19.6% 1 1.07 0 N/A 1.00 N/A 0.0 N/A 0 130 Orlin Triangle ** 3.00 Prospect Park - East River RoadNortheast/Southeast No No No 0 6489 1 7.8% 0 4.10 1 N/A 1.00 N/A 0.0 N/A 0 131 Penn Model Village Triangle ** 3.00 Armatage Southwest No No No 0 6624 1 23.4% 1 1.42 0 N/A 1.00 N/A 0.0 N/A 0 132 Rustic Lodge Triangle ** 3.00 Tangletown Southwest No No No 0 6484 1 23.3% 1 3.36 0 N/A 1.00 N/A 0.0 N/A 0 133 Shoreview & 54th Triangle ** 3.00 Keewaydin South No No No 0 3738 1 19.1% 1 0.90 0 N/A 1.00 N/A 0.0 N/A 0 134 Alcott Triangle ** 2.00 Cedar - Isles - Dean Southwest No No No 0 4110 1 11.3% 0 2.41 0 N/A 1.00 N/A 0.0 N/A 0 135 Chowen Triangle ** 2.00 Cedar - Isles - Dean Southwest No No No 0 4110 1 11.3% 0 2.41 0 N/A 1.00 N/A 0.0 N/A 0 136 Fremont Triangle ** 2.00 Lowry Hill Southwest No No No 0 6196 1 10.6% 0 2.34 0 N/A 1.00 N/A 0.0 N/A 0 137 Gladstone Triangle ** 2.00 Lowry Hill Southwest No No No 0 6196 1 10.6% 0 2.34 0 N/A 1.00 N/A 0.0 N/A 0 138 St Louis Triangle ** 2.00 Cedar - Isles - Dean Southwest No No No 0 4110 1 11.3% 0 2.41 0 N/A 1.00 N/A 0.0 N/A 0 139 Washington Triangle ** 2.00 St. Anthony West Northeast/Southeast No No No 0 4614 1 9.5% 0 3.54 0 N/A 1.00 N/A 0.0 N/A 0 140 West End Triangle ** 2.00 Cedar - Isles - Dean Southwest No No No 0 4110 1 11.3% 0 2.41 0 N/A 1.00 N/A 0.0 N/A 0 141 Valley View Park ** #N/A City of Golden Valley North No 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 *Neighborhood areas within regional parks **Undeveloped parks

170

2019 Annual Budget

Regional Parks Equity Metrics- Community Characteristics

RCAP WALKSHED TRANSIT PARKING ACCESS SAFETY 2018 Park/ Score Size Master WALKING TRANSIT PARKING NEIGHBORHD Regional Park Property RCAP ACP WEIGHT (pop. w/in .5 STOP (spaces/ WEIGHT WEIGHT Rank Trail 2018 (ac) Plan SCORE SCORE SCORE SAFETY 2018 2018 mi) PROXIMITY acre) 2018 2018

ROF Grand Rounds Missing Link Trail 128 2008 ROF Above the Falls Park 175 2013 1 Theodore Wirth Park 16.0 645 2015 Yes Yes 5 29,821 3 12 30.680 2.0 15.34 2 2 Luce Line Trail 16.0 6 No Yes Yes 5 25,943 35000 1.0 15.34 2 3 Shingle Creek Trail 14.3 65 1991 Yes Yes 5 23,236 3 12 300 2.0 14.50 2 4 Victory/Wirth Memorial Pkwy Trail 14.2 166 2004 Yes Yes 5 46,369 5 15 30.30 2.7 20.68 2 5 Mississippi Gorge Park 13.7 306 Y Yes Yes 5 67,088 5502.253 2.7 5.91 1 6 Minneapolis Chain-of-Lakes Park 13.0 495 Part No No 0 54,345 5 39 53.215 5.0 2.24 0 7 Columbia Parkway Trail 12.2 12 No No Yes 3 14,253 020 12 5 1.7 5.24 1 8 Northeast Diagonal Trail 12.0 7 No No Yes 3 19,228 0 19 300 1.0 6.02 1 9 North Mississippi Park 11.3 83 No Yes Yes 5 17,093 0602.63 1.0 18.01 2 10 Nokomis-Hiawatha Park 10.7 380 2015 No No 0 32,196 3 10 32.13 3.0 4.03 0 11 Central Mississippi Riverfront Park 10.3 144 2015 No No 0 32,872 3603.95 2.7 21.26 2 12 Minnehaha Parkway Trail 10.0 256 No No No 0 63,733 5 14 33.575 4.3 2.60 0 13 Cedar Lake Trail 9.7 5 No No No 0 40,091 52000 1.7 8.52 1 14 St. Anthony Parkway Trail 9.5 52 2006 No Yes 3 28,505 3701.83 2.0 4.34 0 15 Ridgway Parkway Trail 8.5 24 2008 No Yes 3 14,000 0102.13 1.0 11.38 2 16 Minnehaha Park 8.0 181 1992 No No 0 22,242 3403.45 2.7 2.80 0 17 Kenilworth Trail 7.5 5 No No No 0 17,378 05000 0.0 3.17 0

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2019 Annual Budget

Regional Parks Equity Metrics- Park Characteristics

INVEST- USE NATURAL TRAIL HISTORIC VISITOR VISITORS ADA ADA REMNANT 2018 Park/ Score INVESTMENT MENT INTENSITY TREE RESOURCES TRAIL QUALITY Regional Park Property Size (ac) INVESTMENT COUNT PER ACRE CONSIDERA- WEIGHT NATIVE WATER Rank Trail 2018 PER ACRE 2018 WEIGHT WEIGHT CANOPY WEIGHT QUALITY WEIGHT 2018 2018 2018 TIONS 2018 PLANT 2018 2018 2018 2018 ROF Grand Rounds Missing Link Trail 128 ROF Above the Falls Park 175 1 Theodore Wirth Park 16.0 645 $ 18,272,893 $ 28,330 2 805,400 1,249 0 376,848$ 2 22 2 2.0 Moderate 1 2 Luce Line Trail 16.0 6$ 42,187 $ 7,031 3 125,000 20,833 2 n/a 1 00 n/a 0.0 Low 2 3 Shingle Creek Trail 14.3 65 $ 5,704 $ 88 3 146,600 2,255 0 n/a 1 01 0 0.3 Moderate 1 4 Victory/Wirth Memorial Pkwy Trail 14.2 166 $ 2,998,483 $ 18,063 2 524,200 3,158 0 n/a 1 01 n/a 0.5 Moderate 1 5 Mississippi Gorge Park 13.7 306 $ 7,925,694 $ 25,924 2 1,189,000 3,889 0 164,231$ 1 22 2 2.0 High 0 6 Minneapolis Chain-of-Lakes Park 13.0 495 $ 9,041,987 $ 18,267 2 7,063,500 14,270 1 716,576$ 2 22 2 2.0 Moderate 1 7 Columbia Parkway Trail 12.2 12 -$ -$ 3 77,800 6,483 1 n/a 1 01 n/a 0.5 Moderate 1 8 Northeast DiagonalTrail 12.0 7-$ -$ 3 156,600 22,371 2 n/a 1 00 n/a 0.0 Moderate 1 9 North Mississippi Park 11.3 83 $ 10,006,119 $ 120,556 0 441,400 5,318 0 155,976$ 1 01 0 0.3 Low 2 10 Nokomis-HiawathaPark 10.7 380 $ 2,355,619 $ 6,199 3 1,800,400 4,738 0 302,536$ 2 01 1 0.7 Low 2 11 Central Mississippi Riverfront Park 10.3 144 $ 11,021,930 $ 76,731 1 2,782,800 19,373 1 381,537$ 2 01 1 0.7 Moderate 1 12 Minnehaha ParkwayTrail 10.0 256 $ 2,700,637 $ 10,549 2 1,386,200 5,415 1 n/a 1 02 0 0.7 Moderate 1 13 Cedar Lake Trail 9.7 5-$ -$ 3 500,600100,120 2 n/a 1 00 n/a 0.0 Moderate 1 14 St. Anthony ParkwayTrail 9.5 52 $ 2,221,577 $ 42,723 2 209,400 4,027 0 n/a 1 01 n/a 0.5 Moderate 1 15 Ridgway Parkway Trail 8.5 24 $ 1,364,348 $ 56,848 1 26,900 1,121 0 n/a 1 01 n/a 0.5 High 0 16 Minnehaha Park 8.0 181 $ 10,837,888 $ 59,878 1 2,051,000 11,331 1 348,637$ 2 22 0 1.3 High 0 17 Kenilworth Trail 7.5 5-$ -$ 3 746,400149,280 2 n/a 1 01 n/a 0.5 Moderate 1

172

2019 Annual Budget Capital Project Funds - All Funds

2018 2019 Statement of Revenues & Expenditures Approved Approved Capital Revenues 11500 Fund - General Neighborhood Park Capital Levy 2,180,000 2,180,000 Transfer 500,000 363,326

11950 Fund - Park Dedicated Revenue Lottery Proceeds 1,300,000 1,300,000 Park Dedication 1,158,769 2,980,476

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 1,692,000 3,949,700 Other Outside Funding 0 0 Parks & Trails - State Legacy Fund 3,316,458 3,697,283 Total Capital Revenues 20,947,227 25,270,785

Capital Expenditures 14370 Fund - Special Assessments Diseased Tree Removal 300,000 300,000

14300 Fund - Capital Projects Fund Neighborhood Capital Outlay 8,153,653 10,672,308 Regional Capital Outlay 5,368,479 8,081,401 Other Projects Capital Outlay 2,391,215 1,642,076 Neighborhood Rehabilitation Programs Capital Outlay 4,308,880 3,950,000 Regional Rehabilitation Programs Capital Outlay 425,000 625,000 Total Capital Expenditures 20,947,227 25,270,785

Excess Revenues Over/(Under) Expenses 0 0

173

2019 Annual Budget

Capital Projects

2018 2019 Fund 11500 Approved Approved

Salaries and Wages 646,131 692,199

Fringe Benefits 198,906 207,084

Operating Costs 20,102,190 24,371,502

Capital Projects Expense 20,947,227 25,270,785

2018 2019 Capital Projects Rehabilitation Personnel Approved Approved 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

174

2019 Annual Budget Personnel Summaries

• Personnel Summary by Division/Department Pages 176-177

• Personnel Summary by Job Title Pages 178-184

175

2019 Annual Budget Personnel Summary by Division/Department 2018 2019 Full Time Approved Approved Superintendent's Office Superintendent's Office 1.60 2.60 Board of Commissioners 9.65 9.65 Communications & Marketing Department 6.85 5.85 Community Outreach Department 10.00 11.00 Park Police Department 38.85 38.85 Deputy Superintendent's Office Deputy Superintendent's Office 1.75 1.75 Customer Service Department 10.00 12.03 Finance Department 12.60 12.60 Human Resources Department 8.60 8.60 Information Technology Services Department 13.00 13.00 Environmental Stewardship Division Asset Management Department 205.15 209.62 Environmental Management Department 14.75 15.75 Forestry Department 81.85 82.85 Planning Services Division Design & Project Management Department 19.50 17.00 Strategic Planning Department 7.50 8.00 Recreation Services Division Athletic Programs, Aquatics & Ice Arenas Department 19.57 22.45 Golf Department 19.40 19.40 Recreation Centers & Programs Department 54.26 54.00 Youth Development Department 27.57 29.45 NPP20 Neighborhood Park Rehabilitation 7.00 7.00 Total Full Time 569.45 581.45

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2019 Annual Budget

Personnel Summary (Continued) 2018 2019 Part Time Approved Approved Superintendent's Office Communications & Marketing Department 2.20 3.06 Community Outreach Department 4.10 4.21 Park Police Department 12.49 11.16 Deputy Superintendent's Office Deputy Superintendent's Office 0.15 0.15 Customer Service Department 6.05 6.05 Environmental Stewardship Division Asset Management Department 48.34 35.00 Environmental Management Department 22.80 23.12 Forestry Department 1.85 1.85 Planning Services Division Design & Project Management Department 0.70 0.70 Strategic Planning Department 1.20 1.70 Recreation Services Division Athletic Programs, Aquatics & Ice Arenas Department 39.09 36.52 Golf Department 51.16 47.93 Recreation Centers & Programs Department 126.46 130.45 Youth Development Department 66.87 70.17 NPP20 Neighborhood Park Rehabilitation 4.00 4.00

Total Part Time 387.46 376.07

Total 956.91 957.52

177

2019 Annual Budget Personnel Summary by Job Title 2018 2019 Full-Time Position Title Approved Approved Account Clerk 3.50 3.50 Account Clerk NPP20 0.50 0.50 Accountant 1.00 1.00 Accounting Supervisor 1.00 0.00 Administrative Assistant 5.45 5.45 AIS Program Administrator 1.00 1.00 Aquatic Program Specialist 1.00 1.00 Aquatics Coordinator 1.00 0.00 Arborist 43.00 43.00 Arborist Crew Leader 14.00 14.00 Arborist NPP20 2.00 2.00 Archivist 1.00 0.00 Assistant Director Asset Management NPP20 1.00 1.00 Assistant Superintendent Env. Stewardship 1.00 1.00 Assistant Superintendent Planning 1.00 1.00 Assistant Superintendent Recreation 1.00 1.00 Asst. Director, Recreation Centers & Programs 1.00 1.00 Athletic Program Lead 0.00 1.00 Athletic Program Specialist 6.00 6.00 Automotive Mechanic 11.00 11.00 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 Care Worker 9.00 9.00 Child Development Supervisor 1.00 1.00 Communications Representative 1.25 1.25 Communications Representative NPP20 0.75 0.75 Community Event Supervisor 1.00 0.00 Community Gardens Position 0.00 1.00 Community Outreach and Access Coordinator 4.00 4.00 Community Outreach Coordinator Events 0.00 2.00 Construction Engineer NPP20 1.00 1.00

178

2019 Annual Budget

Personnel Summary (Continued) 2018 2019 Full-Time Position Title Approved Approved Construction Project Manager 2.00 2.00 Contract Administrator 0.75 0.00 Contract Administrator NPP20 0.25 0.00 Copy Center Operator 1.00 1.00 Customer Service Representative I 3.00 3.00 Customer Service Representative II 1.00 0.00 Customer Service Supervisor 0.00 1.00 Deputy Superintendent 1.00 1.00 Design Project Manager 5.00 5.00 Design Project Manager NPP20 3.00 3.00 Digital Communications Representative 1.00 1.00 Director, Asset Management 1.00 1.00 Director, Athletic Programs & Aquatics 1.00 1.00 Director, Communications & Marketing 1.00 1.00 Director, Community Outreach 1.00 1.00 Director, Customer Service 1.00 1.00 Director, Environmental Management 1.00 1.00 Director, Finance 1.00 1.00 Director, Golf 1.00 1.00 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 1.00 Engineering Technician II 2.00 2.00 Env. Stewardship Volunteer Coordinator 1.00 1.00 Environmental Education Lead 0.00 1.00 Environmental Education Supervisor 1.00 0.00 Equipment Repair Foreman 1.00 1.00 Equipment Services Attendant 2.00 2.00

179

2019 Annual Budget

Personnel Summary (Continued) 2018 2019 Full-Time Position Title Approved Approved Equipment Shop Supervisor 1.00 1.00 Event Coordinator 4.00 0.00 Event & Facility Use Coordinator 0.00 1.00 Event Technician 1.00 2.00 Executive Administrator to the Assistant Supt. 0.00 2.40 Executive Administrator to the Assistant Supt. NPP20 0.00 0.60 Executive Assistant 1.40 0.00 Executive Assistant NPP20 0.60 0.00 Executive Assistant to the Deputy Superintendent 1.00 1.00 Executive Assistant to the Superintendent 1.00 1.00 Financial Analyst 1.00 1.00 Financial Services Asst/Payroll 1.00 1.00 Foreman Arborist 5.00 5.00 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 Foreman Service Area 1.00 0.00 Forestry Outreach Coordinator 0.00 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 Horticulture Supervisor 0.00 1.00 Human Resources Associate 2.00 2.00 Human Resources Consultant 2.00 2.00 Human Resources Consultant NPP20 1.00 1.00 Human Resources Trainer 1.00 1.00 Ice Arena Maintenance 1.00 0.00 Ice Arena Supervisor 1.00 0.00 Ice Resurface Driver 0.00 2.00 Intergovernmental Relations 0.00 1.00 IT Application Support Professional 1.00 1.00 IT Database & GIS Analyst 1.00 1.00

180

2019 Annual Budget

Personnel Summary (Continued) 2018 2019 Full-Time Position Title Approved Approved IT Network & Systems Specialist 1.00 1.00 IT Network & Systems Specialist II 1.00 1.00 IT Project Manager 2.00 2.00 IT Support Technician 3.00 3.00 IT Support Technician Lead 1.00 0.00 IT Support Technician NPP20 1.00 1.00 IT Support Technician Supervisor 0.00 1.00 Lifeguard 5.00 5.00 Management Analyst 2.00 2.00 Manager, Accounting 0.00 1.00 Manager, Aquatics 0.00 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, Equity & Inclusion 1.00 1.00 Manager, Community Outreach Events 0.00 1.00 Manager, Environmental Education 0.00 1.00 Manager, Forestry 1.00 1.00 Manager, Golf Course 5.00 5.00 Manager, Ice Arenas 0.00 1.00 Manager, IT Infrastructure & Operations 1.00 1.00 Manager, Media Relations and Social Media 0.00 1.00 Manager, Park Operations 5.00 5.00 Manager, Park Operations NPP20 1.00 1.00 Manager, Permits 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 26.00 26.00 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 Naturalist Programs Coordinator 1.00 0.00 Occupational Health & Safety Consultant 1.00 1.00 Painter 3.00 3.00 Park Board Commissioners 9.00 9.00

181

2019 Annual Budget Personnel Summary (Continued) 2018 2019 Full-Time Position Title Approved Approved Park Patrol Agent 2.00 2.00 Parking Coordinator 1.00 1.00 Parkkeeper 98.00 105.00 Parkkeeper Crew leader 18.00 18.00 Parkkeeper NPP20 4.00 8.00 Parkkeeper Trainee NPP20 10.00 6.00 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 1.00 0.00 Project Designer NPP20 1.00 1.00 Project Planner 1.00 0.00 Project Planner NPP20 1.00 1.00 Real Property Administrator 1.00 1.00 Recreation Administration Coordinator 1.00 0.00 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 Financial Analyst 1.00 1.00 Senior Human Resources Consultant 2.00 2.00 Senior Planner 2.00 3.00 Social Media & Marketing Consultant 1.00 0.00 Special Event Coordinator 0.00 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 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

182

2019 Annual Budget

Personnel Summary (Continued) 2018 2019 Full-Time Position Title Approved Approved Youth Program Specialist 10.00 12.00 Youth Violence Prevention 1.00 1.00 Total Full Time 569.45 581.45

2018 2019 Part-Time Position Title Approved Approved Admin Support - Graphics 0.40 0.62 Admin Support - Photographer 0.40 0.50 Admin Support - Web Technician 0.80 0.62 Administrative Assistant 0.50 0.50 Administrative Position 0.00 0.50 Administrative Position NPP20 0.50 0.50 Aquatics Attendant 4.96 4.96 Aquatics Instructor 1.80 1.80 Archivist 0.00 0.50 Child Care Worker 6.75 6.75 Clerk Typist I 0.35 0.35 Communications Assistant 0.40 0.62 Environmental Specialist A 13.46 13.78 Environmental Specialist B 2.97 2.97 Environmental Specialist C 0.25 0.25 Golf, Aquatic and Ice Attendant 35.56 31.17 Lifeguard I, Class A 21.57 21.57 Lifeguard II, Class C 0.30 0.30 Marketing Assistant 0.30 0.30 Park Patrol Agent, Seasonal 11.48 11.48 Police Officer, Parks - Part-Time 1.33 0.00 Program Aide I 0.60 0.60 Program Aide II 0.50 0.50 Recreation Specialist A 44.81 48.80 Recreation Specialist B 77.37 77.32 Recreation Specialist C 41.15 40.33 Recreation Specialist D 5.55 5.55 Recreation Specialist E 0.21 0.21 Seasonal Gardener 1.95 1.95 Seasonal Management Intern NPP20 0.75 0.75 Seasonal Mobile Equipment Operator 9.68 8.88

183

2019 Annual Budget

Personnel Summary (Continued) 2018 2019 Part-Time Position Title Approved Approved Seasonal Mobile Equipment Operator NPP20 2.00 2.00 Seasonal Park Maintenance Worker 53.64 41.10 Seasonal Park Maintenance Worker NPP20 3.25 3.25 Seasonal Visitor Counters 1.00 1.00 Special Service Attendant 7.12 7.23 Trades 1.93 1.89 Trades -Apprentice 0.50 0.50 Trades NPP20 4.00 4.00 Urban Scholar 0.55 0.55 Water Quality Support 1.66 1.66 Youth Worker 25.16 27.96 Total Part Time 387.46 376.07

184

2019 Annual Budget MPRB 2019 Fee Schedule Events Permits and Fees Description 2018 Fee 2019 Fee Increase Artist Booth Fee $60 $75 $15 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 10 - 20% $50 or 10 - 20% $0 Participation Fee-Non-exclusive Path Fee - Non- $1,000 / section of pkwy $1,100 / section of pkwy (limit $100 Profit (limit 750 participants) 750 participants) 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 New Police Staff-Supervisor $75 $92 $17 Police Staff-Officer $65 $81 $16 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 $150 $159 $9 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

185

2019 Annual Budget

Events Permits and Fees (continued) Description 2018 Fee 2019 Fee Increase 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) $0 $100 New 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 - 501 - 1000 sq ft $250 $250 $0 Tent Rental Fee - 1001 - 2000 sq ft $600 $600 $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

Sailboat Buoy & Canoe Rack Rental Description 2018 Fee 2019 Fee Increase Sailboat Buoy Rental - Resident $450 $550 $100 Sailboat Buoy Rental - Non-Resident $550 $650 $100 Canoe Rack Rental - Resident Annual $210 $225 $15 Canoe Rack Rental - Non-Resident Annual $260 $275 $15

Parking Permit/Meter Fees Description 2018 Fee 2019 Fee Increase Annual Parking Pass - 1st vehicle $35 $40 $5 Annual Parking Pass - Additional vehicle $20 $30 $10 Annual Parking Pass - Senior Rate - 1st vehicle $30 $35 $5 Annual Parking Pass - Senior Rate - Additional vehicle $15 $20 $5 Annual Parking Pass - Replacement $20 $20 $0 Annual Parking Pass - Senior Replacement $15 $15 $0 Daily Parking - Regional $4 $4 $0 Daily Parking - East River Flats $8.00 $8.00 $0 Daily Parking - Parade $4.50 $4.50 $0 Contract Parking - Parade $45 $45 $0 Contract Parking - Fuji Ya $60 $60 $0 Contract Parking – East River Flats and Bohemian $60 $60 $0 Flats Event Parking $4 - $25 $4 - $25 $0

186

2019 Annual Budget

Parking Permit/Meter Fees (continued) Description 2018 Fee 2019 Fee Increase Meter Hooding $18-$45/Space/Day $18-$45/Space/Day $0 Boom Island $1.00/Hour $1.00/Hour $0 Eloise Butler $1.00/Hour $1.00/Hour $0 Bde Maka Ska - Main (North Beach) $1.00/Hour $1.25/Hour $0.25 Bde Maka Ska - Thomas Beach $1.00/Hour $1.25/Hour $0.25 Bde Maka Ska - Richfield Rd $1.00/Hour $1.25/Hour $0.25 Bde Maka Ska - 36th Street $1.00/Hour $1.25/Hour $0.25 Lake Harriet - Main $1.00/Hour $1.25/Hour $0.25 Lake Harriet - Overflow (Boat Launch) $1.00/Hour $1.25/Hour $0.25 Lake Harriet - Rose Garden $1.00/Hour $1.25/Hour $0.25 Lake Nokomis - Main $1.00/Hour $1.25/Hour $0.25 Minnehaha Park - North (Godfrey Pkwy) $1.00 - $1.50/Hour $1.50 - $2.00/Hour $0.50 Minnehaha Park - 46th Ave (Godfrey Pkwy) $1.00 - $1.50/Hour $1.50 - $2.00/Hour $0.50 Minnehaha Park - Main $1.00 - $1.50/Hour $1.50 - $2.00/Hour $0.50 Minnehaha Park - Stevens House $1.00 - $1.50/Hour $1.50 - $2.00/Hour $0.50 Minnehaha Park - 5201 and 5235 S Minnehaha Dr $1.00 - $1.50/Hour $1.00 - $1.50/Hour $0 Minnehaha Park - Dog Park $1.00 - $1.50/Hour $1.00 - $1.50/Hour $0 East River Flats $2.00/Hour $2.00/Hour $0 Bohemian Flats $1.00/Hour $1.00/Hour $0 Mill Ruins (WRR and Portland) $1.00/Hour $2.00 1st Hour then $1/Hour $1 Nicollet Island Pavilion $1.00/Hour $1.00/Hour $0 Nicollet Island Pavilion - Overflow Lot $1.00/Hour $1.00/Hour $0 Main Street $1.25/Hour $1.50/Hour $0.25 East River Road - Oak Street to Fulton $1.50/Hour $1.50/Hour $0 East River Road - Hospital Frontage $2.00/Hour $2.00/Hour $0 East River Road - Washington Ave Bridge to Arlington $2.50/Hour $2.50/Hour $0 West River Parkway - Guthrie $1.00/Hour $1.00/Hour $0 Minnehaha Park Drive South - South of 5201 $1.00 - $1.50/Hour $1.00 - $1.50/Hour $0 South Minnehaha Drive - North of 5201 $1.00 - $1.50/Hour $1.50 - $2.00/Hour $0.50 Cedar Lake @ 21st Street $1.00/Hour $1.00/Hour $0 Cedar Lake @ 25th Street $1.00/Hour $1.00/Hour $0 Bde Maka Ska @ 36th St $1.00/Hour $1.00/Hour $0 Wirth Quaking Bog $1.00/Hour $1.00/Hour $0 East River Road - 94 to Oak Street $1.00/Hour $1.00/Hour $0 WRR Parking Bays (No 4th Av to So 4th St) $1.00/Hour $1.00/Hour $0 Dean Pkwy $1.00/Hour $1.00/Hour $0 Theodore Wirth Regional Park Trailhead $1.00/Hour $1.00/Hour $0

187

2019 Annual Budget

Picnic Shelters Description 2018 Fee 2019 Fee Increase 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 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 Description 2018 Fee 2019 Fee Increase 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

Wedding Fees Description 2018 Fee 2019 Fee Increase Wedding Permit Outdoor 3 hr. $500 $500 $0 Wedding Permit Outdoor Bandstand 3 hr. $800 $800 $0

188

2019 Annual Budget

Parkway Use Fees Description 2018 Fee 2019 Fee Increase 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

Facilities Use Fees Description 2018 Fee 2019 Fee Increase Inflatable Permit $50 $50 $0 Additional Amenities $50 $50 $0 Small Facilities Use - Event $50 $50 $0

Off-Leash Permit Fees Description 2018 Fee 2019 Fee Increase 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 Description 2018 Fee 2019 Fee Increase 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

189

2019 Annual Budget

Aquatics Fees (continued) Description 2018 Fee 2019 Fee Increase Phillips Aquatic Center Daily pass $5 $5 $0 Community School Year Swim Membership (Phillips $30/month, $83/ 3 month $30/month, $83/ 3 month $0 Neighborhood) season season Community Summer Pool Membership (Phillips $30/month, $45/season $30/month, $45/season $0 Community) 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 Party/Group Rental (not exclusive) - 51 to 100 $200/hr $200/hr $0 Party/Group Rental (not exclusive) - 101 to 150 $250/hr $250/hr $0

Ice Arenas Description 2018 Fee 2019 Fee Increase Prime Time Ice Rental - Hourly $200 $205 $5 Non Prime Time Ice Rental - Hourly $170 $175 $5 Open Skating - Adults $3 $3 $0 Open Skating - Seniors $2.75 $2.75 $0 Open Hockey $5 $5 $0 Pros Ice - Hourly $10 $12 $2 Pros Ice - Half Hour $8 $8 $0 Skate Rental $2 $2 $0 Skate Sharpening $5 $5 $0 Turf Rental - Hourly $75 $80 $5 Studio Rink - Hourly $80 $85 $5

190

2019 Annual Budget

18 Hole Golf Courses - Rates do not include sales tax Description 2018 Fee 2019 Fee Increase Golf League Registration Fee $70.00 $89.00 $19.00 MGA Handicap Service $30.00 $35.00 $5.00 Patron Card - Adult Resident $60.00 $49.00 ($11.00) Patron Card - Adult Non-Resident $90.00 $49.00 ($41.00) Patron Card - Senior Resident $45.00 $49.00 $4.00 Patron Card - Senior Non-Resident $75.00 $49.00 ($26.00) Adult All Course Season Pass $1,365.00 $1,195.00 ($170.00) Senior All Course Season Pass $1,225.00 $1,075.00 ($150.00) Senior All Course M-F Only $930.00 $815.00 ($115.00) Junior All Course Monthly Pass n/a $30.00 $0.00 Private Cart - Season Pass $365.00 $399.00 $34.00 Locker Rentals - Season $30.00 $30.00 $0.00

Columbia 18 Hole Golf Course - Rates do not include sales tax Description 2018 Fee 2019 Fee Increase 18 Hole Weekday $31.00 $31.00 $0.00 18 Hole Weekend $35.00 $35.00 $0.00 18 Hole Weekday Patron $22.00 $22.00 $0.00 18 Hole Weekend Patron $26.00 $26.00 $0.00 18 Hole Senior (Monday - Friday) $29.00 $29.00 $0.00 18 Hole Senior Patron (Monday - Friday) $22.00 $22.00 $0.00 9 Holes (Weekdays and Weekends after 12:00) $20.00 $20.00 $0.00 9 Holes Patron $17.00 $17.00 $0.00 Twilight (after 4:00) $23.00 $23.00 $0.00 Evening (after 6:00) $16.00 $16.00 $0.00 9 & 18 Hole Junior Rate $16.00 $16.00 $0.00 First Tee rate $10.00 $10.00 $0.00 18 Hole Riding Carts $17.00 $17.00 $0.00 Twilight Riding Carts n/a $14.00 New 9 Hole Riding Carts $11.00 $11.00 $0.00 Pull Carts $5.00 $6.00 $1.00 Club Rental $12.50 $14.00 $1.50

191

2019 Annual Budget

Gross 18 Hole Golf Course - Rates do not include sales tax Description 2018 Fee 2019 Fee Increase 18 Hole Weekday $34.00 $34.00 $0.00 18 Hole Weekend $38.00 $38.00 $0.00 18 Hole Weekday Patron $24.00 $24.00 $0.00 18 Hole Weekend Patron $28.00 $28.00 $0.00 18 Hole Senior (Monday - Friday) $26.00 $26.00 $0.00 18 Hole Senior Patron (Monday - Friday) $22.00 $22.00 $0.00 9 Holes (Weekdays and Weekends after 2:00) $20.00 $20.00 $0.00 9 Hole Patron $17.00 $17.00 $0.00 Twilight (after 4:00) $24.00 $24.00 $0.00 Evening (after 6:00) $16.00 $16.00 $0.00 18 Hole Junior Rate $20.00 $16.00 ($4.00) First Tee rate $10.00 $10.00 $0.00 18 Hole Riding Carts $17.00 $17.00 $0.00 Twilight Riding Carts n/a $14.00 New 9 Hole Riding Carts $11.00 $11.00 $0.00 Pull Carts $6.00 $6.00 $0.00 Club Rental $14.00 $14.00 $0.00 Premium Club Rental $25.00 $25.00 $0.00

Hiawatha Golf Course - Rates do not include sales tax Description 2018 Fee 2019 Fee Increase 18 Hole Weekday $28.00 $29.00 $1.00 18 Hole Weekend $28.00 $31.00 $3.00 18 Hole Weekday Patron $20.00 $21.00 $1.00 18 Hole Weekend Patron $20.00 $23.00 $3.00 18 Hole Senior (Monday - Friday) $24.00 $26.00 $2.00 18 Hole Senior Patron (Monday - Friday) $20.00 $21.00 $1.00 9 Hole $17.00 $18.00 $1.00 9 Hole SR $16.00 $17.00 $1.00 9 & 18 Hole JR $12.00 $12.00 $0.00 9 Hole Patron $15.00 $16.00 $1.00 Twilight (After 4:00pm) Rate $17.00 $19.00 $2.00 Evening Rate (after 6:00pm) $15.00 $16.00 $1.00 First Tee Rate $10.00 $10.00 $0.00 Club Rental $12.50 $14.00 $1.50 18 Hole Riding Carts $17.00 $17.00 $0.00 Twilight Riding Carts n/a $14.00 New 9 Hole Riding Carts $11.00 $11.00 $0.00 Pull Carts $5.00 $6.00 $1.00

192

2019 Annual Budget

Meadowbrook 18 Hole Golf Course - Rates do not include sales tax Description 2018 Fee 2019 Fee Increase 18 Hole Weekday $34.00 $34.00 $0.00 18 Hole Weekend $38.00 $38.00 $0.00 18 Hole Weekday Patron $24.00 $24.00 $0.00 18 Hole Weekend Patron $28.00 $28.00 $0.00 18 Hole Senior (Monday - Friday) $26.00 $26.00 $0.00 18 Hole Senior Patron (Monday - Friday) $22.00 $22.00 $0.00 9 Holes (Weekdays and Weekends after 2:00) $20.00 $20.00 $0.00 9 Hole Patron $17.00 $17.00 $0.00 Twilight (after 4:00) $22.00 $24.00 $2.00 Evening (after 6:00) $18.00 $18.00 $0.00 18 Hole Junior Rate $20.00 $16.00 ($4.00) First Tee rate $10.00 $10.00 $0.00 18 Hole Riding Carts $17.00 $17.00 $0.00 Twilight Riding Carts n/a $14.00 New 9 Hole Riding Carts $11.00 $11.00 $0.00 Club Rental $14.00 $14.00 $0.00 Premium Club Rental n/a $25.00 New Pull Carts $5.00 $6.00 $1.00

Wirth 18 Hole Course - Rates do not include sales tax Description 2018 Fee 2019 Fee Increase 18 Hole Weekday $28.00 $31.00 $3.00 18 Hole Weekend $33.00 $35.00 $2.00 18 Hole Weekday Patron $21.00 $22.00 $1.00 18 Hole Weekend Patron $25.00 $26.00 $1.00 18 Hole Senior (Monday - Friday) $25.00 $29.00 $4.00 18 Hole Senior Patron (Monday - Friday) $19.00 $22.00 $3.00 9 Holes (Weekdays and Weekends after 12:00) $20.00 $20.00 $0.00 9 Holes Patron $17.00 $17.00 $0.00 Twilight (after 4:00) $22.00 $23.00 $1.00 Evening (after 6:00) $16.00 $16.00 $0.00 18 Hole Junior Rate $13.00 $16.00 $3.00 First Tee rate $10.00 $16.00 $3.00 Frisbee Golf $7.00 $7.00 $0.00 18 Hole Riding Carts $17.00 $17.00 $0.00 Twilight Riding Carts n/a $14.00 New 9 Hole Riding Carts $11.00 $11.00 $0.00 Pull Carts $5.00 $6.00 $1.00 Club Rental $12.00 $14.00 $2.00

193

2019 Annual Budget

Wirth 9 Hole Par 3 Course - Rates do not include sales tax Description 2018 Fee 2019 Fee Increase 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 $6.00 $0.00 Disc Golf SR/JR $3.00 $3.00 $0.00 10 Round Ticket $105.00 $105.00 $0.00 Riding Carts $7.00 $8.00 $1.00 Pull Carts $4.00 $5.00 $1.00

Ft. Snelling 9 Hole Course - Rates do not include sales tax Description 2018 Fee 2019 Fee Increase 9 Hole $17.00 $17.00 $0.00 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 Evening (After 6:00pm) $14.00 $14.00 $0.00 Disc Golf $6.00 $6.00 $0.00 Disc Golf SR/JR/Military $3.00 $3.00 $0.00 10 Round Ticket $150.00 $150.00 $0.00 First Tee Rate $5.00 $5.00 $0.00 Club Rental $6.50 $6.50 $0.00 Riding Carts $10.00 $10.00 $0.00 Riding Cart Continuation $6.50 $6.50 $0.00 Pull Carts $5.00 $5.00 $0.00

First Tee Learning Centers - Rates include sales tax Description 2018 Fee 2019 Fee Increase Columbia 40 balls $5.85 $6.50 $0.65 80 balls $11.85 $12.00 $0.15 120 balls $17.85 $16.00 ($1.85) Gross Range Token - 20 balls $2.25 $2.25 $0 Hiawatha Range Token - 20 balls $2.50 $2.50 $0 10 Token E-Key - 200 Balls $20.00 $20.00 $0

194

2019 Annual Budget

Adult Sports Description 2018 Fee 2019 Fee Increase Basketball - Men's Winter & Spring $600 $600 $0 Basketball - Women's Winter & Spring $600 $600 $0 Broomball - #1, #2, #3 $400 $400 $0 Dodgeball $145 $155 $10 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 $325 $0 Softball - 12 week Doubleheaders $980 $980 $0 Softball - Metro Tournament Men & Co-Ed $115 $115 $0 Softball - Metro Tournament Women $65 $65 $0 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 $20 $30 $10

195

2019 Annual Budget

Field & Court Use Description 2018 Fee 2019 Fee Increase 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 $10/hour $0 Fields - Baseball, Softball, Rinks - Hockey, Broomball Park Board & Minneapolis Public Schools $0 $0 $0 Mpls residents/Adults & Colleges $30/hour $30/hour $0 Non-Residents/Adults & Commercial Groups $45/hour $45/hour $0 Non-Park Board Youth Teams & Associations $10/hour $10/hour $0 Courts - Volleyball, Tennis, Kato Park Board & Minneapolis Public Schools $0 $0 $0 Mpls residents/Adults & Colleges $20/hour $20/hour $0 Non-Residents/Adults & Commercial Groups $25/hour $25/hour $0 Non-Park Board Youth Teams & Associations $10/hour $10/hour $0 Lights Park Board & Minneapolis Public Schools $0 $0 $0 Mpls residents/Adults & Colleges $25/hour $25/hour $0 Non-Residents/Adults & Commercial Groups $30/hour $30/hour $0 Non-Park Board Youth Teams & Associations $0 $0 $0 Staffing Park Board & Minneapolis Public Schools $0 $0 $0 Mpls residents/Adults & Colleges $15/hour $15/hour $0 Non-Residents/Adults & Commercial Groups $15/hour $15/hour $0 Non-Park Board Youth Teams & Associations $15/hour $15/hour $0 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 $25/hour $0 Adult $50/hour $50/hour $0

196

2019 Annual Budget

Field & Court Use (continued) Description 2018 Fee 2019 Fee Increase 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

Recreation Center Fees

Rec Plus - school aged child care Rec Plus School Year 2018 -2019 School Year 2019 -2020 School Year Increase School Year AM 7-8:40 $7.60/day $7.60/day $0 School Year AM 7-9:40 $10.20/day $10.20/day $0 School Year PM 2-6 $16.50/day $16.50/day $0 School Year PM 3:10-6 $11.35/day $11.35/day $0 School Release Days $40/day $40/day $0 Rec Plus Summer 2018 Summer 2019 Summer Summer $40/day $40/day $0

Recreation Center Facility Use Description 2018 Fee 2019 Fee Increase 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) Description 2018 Fee 2019 Fee Increase Youth Programming & Sports* $0 - $400 $0 - $400 $0 Adult Programming $0 - $420 $0 - $420 $0 Sports Official Certification Fee $20 $30 $10 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 2018 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.

197 198 199 200 201 202 203 204 205 206 2018 Department Goals & Benchmarks Report on Fourth Quarter Results

Page Superintendent's Office 1 Communications & Marketing 2 Community Outreach 4 Police 8 Deputy Superintendent's Office Customer Service 10 Finance 11 Human Resources 12 Information Technology Services 15 Environmental Stewardship Asset Management 17 Environmental Management 20 Forestry 23 Planning Services Design & Project Management 25 Strategic Planning 28 Recreation Services Athletics, Aquatics & Ice Arenas 31 Rec Centers & Programs 34 Youth Development 37 Golf 38

207 Minneapolis Parks and Recreation Board 2016 Goals & Performance Measures Department: Superintendent's Office Board Fiscal Year: 2016 COMPLETE Strategy. Manager: Jennifer Ringold Date of Last Revision: 12/31/2018 Comp Plan Goal: Framework GOAL: Establish an organization‐wide performance measure system to allow commissioners, staff and community members to track Easily accessible information organizational performance and to assist divisions and departments in strategic planning, budget development and business supports enjoyment and use A, B, C, 1, 2, planning. of the park and recreation 3, 4 system Completion PERFORMANCE MEASURES: Target Date Date Results Confirm, modify, as necessary, and finalize recommendations for organization‐wide A performance measurement team reviewed the measures performance measures that were previously identified by a staff team. and finalized recommendations on organization‐wide 1/31/2016 1/31/2016 performance measures to be used initially by the MPRB.

Gain approval for recommended organization‐wide measures from Executive Team. The Executive Team approved 10 initial measures and 2/29/2016 2/29/2016 provided guidance on future organization‐wide measures. Develop a strategy for establishing division and department level performance Developed a strategy and schedule for establishing measures that includes considering information that is already being collected as well department level performance measures and training as new information that should be collected. The strategy will include a 4/30/2016 4/30/2016 materials for department and division heads. recommended phased approach to implementing performance measure management across the organization. Gain approval for recommended strategy for developing division and department Received approval on the strategy and schedule from the level performance measures from Executive Team. 5/31/2016 5/31/2016 executive team. Research and identify, in collaboration with Information Technology Services, a After reviewing department and organization goals, it was software solution that will store and produce reports on the performance measures determined that a software solution is not needed at this 6/30/2016 2/15/2017 (including organization‐wide, divisional and departmental measures). time. The critical data for annual reporting will be held in an excel sheet. Begin data collection consistent with the strategy, as measures are developed for Data is being collected or is complete for organization and each area. 9/30/2016 1/31/2017 department measures. Begin reporting. Reporting on organization‐wide measures has been delayed, Org Wide: but is in‐progress. Expected completion date for reporting is 12/31/2017 12/31/2016 11/1/2017. Department specific measures will be reported Department: to the executive team annually beginning March 2019. 12/24/2018

1 of 38 Minneapolis Parks and Recreation Board 2018 Goals & Benchmarks Department: Communications and Marketing Racial Fiscal Year: 2018 Strategic Equity Manager: Dawn Sommers Date of Last Revision: 12/31/2018 Comp Plan Goal: Direction Action Plan GOAL: The Communications and Marketing Department in collaboration and partnership with the Community Outreach Department Easily accessible information will lead development and implementation of an organizational translation and interpretation plan, to provide a consistent and supports enjoyment and use of B 3 A5, B4 systematic approach for addressing translation and interpretation needs of residents and park visitors. the park and recreation system Completion BENCHMARKS: Target Date Date Results Research local and national public sector best practices for translation and interpretation. Establish a cross‐departmental translation and interpretation team. 11/31/2017 1/11/2018 Identify the roles, goals, process and timeline for moving forward with developing Completed. Research has been conducted and an internal, cross‐ a translation and interpretation policy and implementation plan department Translation and Interpretation Team has been meeting. Assess internal and external needs for translation and interpretation, and identify On hold until 2019. Initial 2018 findings of the Translation and solutions for providing a systemic approach for addressing translation and Interpretation Team include funding is needed for a consultant to interpretation needs of residents and park visitors 2/31/2018 6/30/2018 develop a Language Access Plan for the MPRB with identified priorities. Cost estimates for a consultant have been identified and included in the approved 2019 budget. Develop a Language Access Plan that reflects the organization's goal to provide easily accessible information to Minneapolis residents, including those who do not speak English. The plan will include: strategies to communicate through traditional 4/31/2018 and non‐traditional methods in regular communications and emergency situations; priorities for implementation; and methods for ongoing assessment and adaptation as community needs change. On hold until 2019. Provide training for staff about the plan, including strategies, implementation schedule, and available resources. Begin implementation of the plan to increase 5/31/2018 MPRB's ability to communicate with and better engage the diverse users of Park Board facilities and services On hold until 2019. Monitor and assess implementation of translation and interpretation plan based on methods identified in the plan and general user feedback. Create and share 12/15/2018 year‐end report with staff and Board. On hold until 2019.

2 of 38 Minneapolis Parks and Recreation Board 2017 Goals & Benchmarks Department: Communications and Marketing Racial Fiscal Year: 2017 COMPLETE Strategic Equity Manager: Taylor Cisco and Laney Peterson (ITS) Date of Last Revision: 12/31/2018 Comp Plan Goal: Direction Action Plan GOAL: Develop and launch a new MPRB intranet that is mobile friendly, easily accessible and features updated design and effective Easily accessible information content management and navigation systems to improve internal information sharing and work efficiencies. This new intranet will supports enjoyment and use 1, 3 & 4 be accessible by all MPRB staff, both internal and external to the network, and addresses equity for access to MPRB information in of the park and recreation a highly secure method. system. Completion BENCHMARKS: Target Date Date Results Establish cross‐departmental intranet team. Contract for professional services to Completed. Cross‐departmental intranet team formed. Solicitation for build new intranet site. vendor services took longer due to new Target Market Program 3/1/2017 3/31/2017 requirements. A vendor was selected by March 31 and contracts were submitted for processing, so work could being in April. Based on employee input and site development needs, determine design direction and site map for new intranet. 5/1/2017 6/30/2017 Completed. Design direction and a site map for the new intranet site was determined by revised target date of 7/1/2017. Ongoing review and modifications will continue throughout site development. Identify solutions to ensure intranet will be accessible to all MPRB staff, including Action on hold. ITS and Communications & Marketing are meeting with those who are not assigned a MPRB desktop PC, laptop or mobile phone. Present cross‐departmental intranet committee to identify if additional access recommended solution to, and receive feedback from, the Executive Team. is required given the proliferation of mobile devices, front desk 6/1/2017 NA computers, computer labs, laptop computers and available external email addresses across the organization. The intranet will be monitored as usage, site content and new functionality is developed and may require an additional solution. Implement and complete intranet production, including configuration of content Completed. Target date had been pushed into 2018 due to technical management system, content migration, new online form development and user 11/15/2017 3/28/2018 complexities, changes in staffing, vendor fulfilment capabilities and testing. need for make all documents ADA compliant. Determine site analytics and performance measurements for 2018. Launch intranet Completed. Intranet launched on April 2, 2018. Analytics established site. 12/1/2017 4/2/2018 and are incorporated into department's quarterly counts and statistics report. Provide training for staff, including general overview of new site features for all staff Completed. Staff training completed by April 30, 2018, with ongoing as well as launching ongoing session specific to departmental roles and meetings with intranet committee members and department directors 12/31/2017 4/30/2018 responsibilities for keeping site updated. for building out department sections and additional training for work teams as needed.

3 of 38 Minneapolis Parks and Recreation Board 2018 Goals & Benchmarks Department: Community Outreach Racial Fiscal Year: 2018 Strategic Equity Manager: Cordell Wiseman Date of Last Revision: 12/31/2018 Comp Plan Goal: Direction Action Plan GOAL: Provide more support for the July 1st Somali Independence Day to support cultural celebrations of underserved and Easily accessible information underrepresented populations within the Minneapolis Park and Recreation system. supports enjoyment and use B 1 & 3A5 of the park and recreation system Completion BENCHMARKS: Target Date Date Results Meet with key event organizers to review the 2017 event, and find out how or where the Park Board could help or become more involved in the 2018 event. Become a part 12/1/2017 2/12/2018 of the event planning committee, lending our advice in the planning of event, to Meeting have taken place between Director of Community Outreach and ensure MPRB values are being met. event organizers. Schedule and reserve the Showmobile for the 2018 event, and also add this event to the Info Swap Booth 2018 schedule. Also, find out what MPRB park or parks the 1/12/2018 1/8/2018 event would like to utilize in conjunction with this event for 2018. Showmobile is booked and scheduled for this event. Assist event organizers in marketing this event, using our various Community The Somali Independence Day Soccer Tournament was cancelled due to Engagement connections in diverse communities throughout the City of Minneapolis. 4/1/2018 6/30/2018 construction taking place at the venue chosen (Augsburg College) to host the celebration. Align the Superintendent or an MPRB staff to speak at the event once again if requested. 5/1/2018 6/30/2018 Discussions with Superintendent have taken place in regards to speaking at the event. MPRB staff will be on‐site during the event on July 1st to provide overall support. Two exhibit tables were purchased to engage with the community and 7/1/2018 6/30/2018 strengthen MPRB brand awareness at the Somali Independence Day Celebration. Evaluate the event to determine the value and needs for future events and Based on feedback from the Superintendent, Commissioners, participation in this event. participants and the event organizer, the Community Outreach 9/1/2018 10/1/2018 Department will look at ways to strengthen our participation in the Lake Street Somali Independence Day Celebration. This will provide the Park Board with an enhanced role in offering and celebrating Somali Independence Day to the community‐at‐large.

4 of 38 Minneapolis Parks and Recreation Board 2017 Goals & Benchmarks Department: Community Outreach Racial Fiscal Year: 2017 Strategic Equity Manager: Athelgra Williams/Radious Guess Date of Last Revision: 12/31/2018 Comp Plan Goal: Direction Action Plan GOAL: Implement Racial Equity Training for all MPRB staff utilizing train‐the‐trainer model which will continue to build internal capacity Dynamic parks that shape city and staff expertise. character and meet diverse A, B, C & 1A3 community needs Completion BENCHMARKS: Target Date Date Results Work with Racial Equity Steering Committee to research racial equity training models The Racial Equity Steering Committee (RESC) identified a train the trainer (in particular, ones that utilize a train‐the‐trainer model) in other local jurisdictions. model through GARE. The contract is in place and the levels will be 12/31/2016 6/15/2017 Develop levels of training and goals keeping in mind needs of different departments determined after additional work this year with staff to determine throughout the organization. training needs. Work with consultant to develop training content and structure, including expectations of staff trainers. 3/31/2017 6/30/2017 Key staff have attended a GARE train the trainer into session to better understand the program and the needs of the trainers. This information is being used to help develop a system‐wide training model. Recruit staff trainers as identified in model. Work with consultant to prepare trainers The development of the staff trainers will be in conjunction with other to conduct organization‐wide training. 4/30/2017 Ongoing racial equity work in the organization to ensure alignment, support and efficient training model. Launch racial equity training for all full‐time staff, beginning with supervisory staff. The launch of the training for full time staff will begin after Conduct evaluations of all training sessions. Utilize feedback from sessions for 6/30/2017 Ongoing continuous improvement of training series. recommendations from staff participating in the RE101 pilot are incorporated into the training. Complete training for all current full‐time staff. 11/30/2017 Revised completion date of 12/31/2019. Develop system to provide racial equity training (at various levels) for all new staff as 12/31/2017 9/30/2018 An upto 90‐minute racial equity training was incorporated into Phase II of part of onboarding process. the MPRB new staff onboarding process.

5 of 38 Minneapolis Parks and Recreation Board 2017 Goals & Benchmarks Department: Community Outreach Racial Fiscal Year: 2017 Strategic Equity Manager: Elise Niedermeier/Radious Guess Date of Last Revision: 12/31/2018 Comp Plan Goal: Direction Action Plan GOAL: Complete and begin implementation of Gender Inclusion Policy and Action Plan to ensure that built, programmatic and work space is Dynamic parks that shape city A, B, C & inclusive to people of all genders. character and meet diverse 1 community needs Completion BENCHMARKS: Target Date Date Results Complete best practices research on Gender Inclusion in both the field of Parks and Best practices research was completed in Q4 of 2016 with key 10/31/2016 10/31/2016 Recreation and in other public and private entities. organizations and models identified for use as guidance. Identify departments and representatives for gender inclusion policy development and Department representatives for gender inclusion policy development and implementation. 12/31/2016 6/19/2017 implementation were identified through discussion with department directors in Q2 2017. Develop recommended Gender Inclusion Policy and implementation action plan. 2/28/2017 8/31/2018 Final revisions by consultant and work group have taken place. Present recommended policy to Executive Team for review and comment. 3/31/2017 9/30/2018 The Gender Inclusion Action Plan was presented to the executive team for review and comment. Present recommended policy to Board for acceptance. This measure is being pushed back to Q3 due to changes in the direction 4/30/2017 from leadership. Anticipated new date for completion of this measure is 09/30/2019. Identify training needs by department and conduct all staff training on creating built, Training needs have been identified by the workgroup and department programmatic and work space that is inclusive to people of all genders. 8/31/2017 directors. A training calendar is underdevelopment. The training will launch in Q2 2019. Evaluate training, implement organization‐wide evaluation of policy impacts and make necessary changes. 12/31/2017 Training will be evaluated with an ongoing feedback loop. An initial analysis of the data will be available by the end of Q1 2020.

6 of 38 Minneapolis Parks and Recreation Board 2017 Goals & Benchmarks Department: Community Outreach Racial Fiscal Year: 2017 COMPLETE Strategic Equity Manager: Elise Niedermeier and Erica Chua Date of Last Revision: 12/31/2018 Comp Plan Goal: Direction Action Plan GOAL: Develop ADA event guidelines to ensure that events produced by Community Outreach Events are welcoming and accessible to Dynamic parks that shape people with disabilities. city character and meet A, B, C & 1 diverse community needs Completion BENCHMARKS: Target Date Date Results Complete best practices research on accessible events in both the field of Parks and Best practices research was completed in Q4 of 2016 with key Recreation and event management. 1/31/2017 1/31/2017 organizations and models identified for use as guidance in the development of MPBR standards. Develop draft guidelines. 2/28/2017 5/23/2017 Draft guidelines have been developed and are ready for staff review.

Train events staff on best practices for accessible event guidelines. This measure was pushed back to allow for completion of the draft 3/31/2017 8/31/2017 guidelines. Anticipated new date for completion of this measure is the week of 8/31/2017. Pilot accessible events guidelines at key community outreach produced events. We piloted one event on July 4th. (Red, White and Boom) and the end of 9/31/2017 9/30/2017 the season Music and Movie event at Lake Harriet on Labor Day (Sept. 4). Utilizing learnings from pilot events, finalize and begin implementation of organization‐wide guidelines for community outreach produced events. Event learnings from piloted events were compiled and guidelines for 10/31/2017 12/27/2017 community outreach produced events have been developed. Additional staff review and training is necessary before guidelines can be finalized. Develop and begin utilizing an evaluation process for tracking use of the accessibility Evaluation process has been developed, however it has not been guidelines at Community Outreach produced events. 12/31/2017 9/30/2018 implemented.

7 of 38 Minneapolis Parks and Recreation Board 2018 Goals & Benchmarks Department: Park Police Racial Fiscal Year: 2018 Strategic Equity Manager: Jason Ohotto Date of Last Revision: 12/31/2018 Comp Plan Goal: Direction Action Plan GOAL: In collaboration with the Community Outreach Department, the Park Police Department will convene an advisory board comprised Communities, public and of interested stakeholders representing diverse backgrounds. This advisory board would make recommendations to the Park Police private partners, and staff B 3 A5, B1 Chief on policies, programs, and certain personnel matters (potentially to include hiring/promotional processes). cooperate to promote safety. Completion BENCHMARKS: Target Date Date Results Partner with Community Outreach to develop an advisory board framework based on Completed ‐ A cross‐functional workgroup began meeting on January 4/1/2018 6/30/2018 successful models. 19th. Select/appoint members, coming from diverse backgrounds, to serve on advisory Ongoing ‐ The Board of Commissioners approved the charge and board charged with advising Park Police on how to better serve the community. composition of the Park Police Advisory Council on 9/5/2018. The 5/1/2018 process for applicants closes on 12/20/2018. The goal is for Commissioners to appoint council members during the 1/16/2019 Board meeting. Convene monthly advisory board meetings to discuss topics that are important to 6/1/2018 park safety and to open two‐way communication with stakeholders. New Target Date 1/16/2019 Work with advisory board members to develop a "charter" based on successful 10/1/2018 models. New Target Date 6/30/2019 Train advisory board members on Park Police operations, practices, governance, policies, etc. Advise Park Police on community concerns and work strategically and 10/1/2018 collaboratively with community and Park Police to address those concerns. New Target Date 10/1/2019 Develop a 12‐month work plan. 12/31/2018 New Target Date 12/31/2019

8 of 38 Minneapolis Parks and Recreation Board 2017 Goals & Benchmarks Department: Park Police Racial Fiscal Year: 2017 COMPLETE Strategic Equity Manager: Jason Ohotto Date of Last Revision: 12/31/2018 Comp Plan Goal: Direction Action Plan GOAL: The Park Police Department will develop a body‐worn camera (BWC) policy and contract with a vendor for hardware, data storage, Intervention and and data management services. All sworn/licensed officers, assigned to patrol duties, will have body cameras upon goal communication reduce safety 1 & 2A5 completion. BWC program goals include: increased Park Police officer accountability, better evidence and arrests, and a reduction concerns in conduct complaints and applications of force. Completion BENCHMARKS: Target Date Date Results Review best practices and model policies pertaining to body‐worn cameras in Completed ‐ a draft BWC policy has been developed and extensive policing. Conduct public engagement and seek public comment. 5/1/2017 6/20/2017 formal public comment (including a public hearing) has been received.

Develop a department policy, based on research, law, and public comment, for body‐ Completed ‐ a BWC policy has been approved by the Superintendent worn cameras. Once developed, obtain program authorization from the MPRB. 6/1/2017 11/15/2017 and communicated to the Board of Commissioners.

Execute a contract with an appropriate vendor for hardware, data storage, and data Completed ‐ a five year contract for professional services was approved 6/30/2017 11/15/2017 management services. by the Board of Commissioners on November 15, 2017. Train Park Police sworn/licensed patrol officers on policy and camera operation. 7/31/2017 12/31/2017 Completed ‐ all designated staff received BWC training. Deploy body‐worn cameras to all sworn/licensed patrol staff. 8/1/2017 1/19/2018 Completed ‐ BWC were deployed to all designated staff. Evaluate impact of body‐worn cameras on conduct complaints of sworn/licensed Completed ‐ Conduct complaints against sworn patrol staff have patrol staff. 12/31/2017 6/30/2018 decreased since BWC implementation.

9 of 38 Minneapolis Parks and Recreation Board 2018 Goals & Benchmarks Department: Customer Service Racial Fiscal Year: 2018 Strategic Equity Manager: Annie Olson Date of Last Revision: 12/31/2018 Comp Plan Goal: Direction Action Plan GOAL: Utilize new technology to enhance payment and permit options within Regional Parking lots to enhance the customer experience. Easily accessible information supports enjoyment and use B, 1, 2, 3, of the park and recreation 4 system. Completion BENCHMARKS: Target Date Date Results Identify, define, and configure features, including zone system, rate and operational rules. 2/5/2018 3/1/2018 Features identified and defined. Software configured including rate models and operational rules. Prepare configurations and programming needs for lots. Done in conjunction with Benchmark 1. ParkMobile (software solution) 2/26/2018 3/1/2018 programming will be implement upon rollout. Thoroughly test programming, configuration protocols, mobile payments, and receipt functionalities for meter payments. New programming rolled out and tested. Pay by license plate user 3/22/2018 5/31/2018 interface and plate entry will be added on a lot by lot basis upon roll‐ out. Scenario specific testing and training is completed in Q2 2018. Prepare and install vendor prepared signage for ParkMobile zones and instructions. Researched signage solutions with ParkMobile. Signs ordered on 3/30/18. Signs will be installed in the order in which lots with new configuration are rolled out ‐ 1. East River Flats (8/1/2018), 2. 4/2/2018 Remaining Commuter Lots/Parade (10/31/2018). Regional Lots (contingent upon License Plate Reader Solution ‐ determined on‐hold by staff and legal counsel). Recommend adjusting Target Date indefinitely. Customer Service and Parking Enforcement staff training on license plate based Twenty‐one Park Agents and Customer Service staff participated in 4/2/2018 6/29/2018 payments, enforcement protocols, and customer interaction guidelines training on the new system. Implement new permit management system for digital permits, including merging Original permit solution plan has changed. Staff have determined it existing permit data. 4/2/2018 necessary to go out for bid or RFP in 2019. Recommend adjusting Target Date indefinitely. Launch informative communication and marketing campaign via print, electronic, and Ongoing social media to ensure maximum exposure for the upcoming transition. Preliminary discussions with Communications & Marketing complete. Pilot program for pay by license plate at East River Flats. Pay by Plate launched in pilot location at East River Flats. User 8/1/2018 8/1/2018 experience was monitored and deemed positive. Roll out pay by license plate payment in Downtown Commuter Core. 5/14/2018 Recommend Target Date indefinitely. Complete implementation of initiative in remaining pay lots. 9/17/2018 Recommend Target Date indefinitely. Evaluate newly launched functions and make adjustments as needed. Ongoing

10 of 38 Minneapolis Parks and Recreation Board 2018 Goals & Benchmarks Department: Finance Racial Fiscal Year: 2018 Strategic Equity Manager: Juli Wiseman Date of Last Revision: 12/31/2018 Comp Plan Goal: Direction Action Plan GOAL: Develop and implement the use of racial equity tools in the review and update of MPRB Procurement policies and procedures to Financial Independent and ensure barriers to racial equity are reduced and dollars are accessible to and benefiting the diversity of the region. 1,2,3,4 A5, D1 sustainable parks prosper.

Completion BENCHMARKS: Target Date Date Results Identify and prioritize the MPRB procurement policies and procedures to be reviewed and updated. 3/30/2018 Revised target date: 3/30/2019 Obtain and review disparities studies conducted by the City of Minneapolis and 5/30/2018 League of Minnesota Cities and identify information and measures that are applicable Revised target date: 5/31/2019 Develop a structured and phased implementation plan for review and update of 7/30/2018 MPRB procurement policies and procedures. Revised target date: 07/30/2019 Review implementation plan with Executive Team, obtain feedback, modify plan and 8/30/2018 obtain Executive Team approval of the plan. Revised target date: 08/30/2019 Begin work on the review and update of MPRB procurement policies and procedures 9/15/2018 utilizing racial equity tools. Revised target date: 09/15/2019 Continue the implementation of the plan until fully executed. Evaluate the process, ongoing review outcomes, and make modifications as needed.

11 of 38 Minneapolis Parks and Recreation Board 2018 Goals & Benchmarks Department: Human Resources Racial Fiscal Year: 2018 Strategic Equity Manager: Mae Brooks Date of Last Revision: 12/31/2018 Comp Plan Goal: Direction Action Plan GOAL: Recognizing the importance of continued wellness initiatives within the MPRB staff, research, identify and implement an Through outreach and research, park internal wellness committee that will serve all MPRB staff. and recreation services are relevant 3 & 4 today and tomorrow Completion BENCHMARKS: Target Date Date Results Human Resources with assistance from internal staff will draft a wellness committee goal and charter that builds on the city‐wide benefits wellness 1/28/2018 1/28/2018 Human Resources collaborated with Customer Service to draft wellness initiatives that are currently provided. committee goal & charter. Present charter and process plan to Superintendent leadership team and executive team for approval. 2/15/2018 2/15/2018 Human Resources director reviewed draft and submitted to Superintendent leadership team. Form an internal wellness committee and identify possible programs to offer. Begin interviewing possible contract/vendors, as necessary, to 2/28/2018 2/28/2018 Charter approved. MPRB email sent soliciting committee members. deliver programs. Committee generated programming possibilities. Introduce committee to staff and encourage staff participation in programs via informational sessions and flyer notifications to staff. 3/15/2018 3/15/2018 MPRB email sent introducing committee members & announcing Wellness Fair. Launch programs to all staff. Wellness Fair introduced staff to subsidy for CSA, and Nice Ride. In addition, 3/28/2018 3/28/2018 option for personal training sessions, upcoming wellness classes, and wellness walks. Evaluation of participation and satisfaction levels of the programs offered. Human Resources met with the wellness committee to evaluate Recommendations for changes, if any, will go to the executive team for the participation in each program and event. Levels of participation and 12/31/2018 12/31/2018 next year. employee satisfaction were deemed high. There are no recommendations for changes at this time.

12 of 38 Minneapolis Parks and Recreation Board 2017 Goals & Benchmarks Department: Human Resources Racial Fiscal Year: 2017 COMPLETE Strategic Equity Manager: Mae Brooks Date of Last Revision: 12/31/2018 Comp Plan Goal: Direction Action Plan GOAL: Implement internal job fair for all MPRB staff. Through outreach and research, park and recreation services are relevant 1, 3, 4 today and tomorrow Completion BENCHMARKS: Target Date Date Results Establish committee representative of multiple career paths available at 1/31/2017 9/30/2017 Revised committee representatives based on organizational need: Spotlight MPRB. on opportunities in recreation. Determine timeline and logistics for internal job fair. Rec Centers & Programs Director met w/Service Area Managers (SAMs). SAMs 2/28/2017 11/10/2017 met w/Rec facility Specialists to prep staff for event & answer questions. Fairs 12/12/17 Folwell Park 12pm‐3pm and King park 1/10/18 6pm‐9pm. Assemble necessary partners and materials. 4/30/2017 11/30/2017 Weekly check‐in and status update meetings with Recreation and Human Resources staff members through 3/2018. Establish and execute marketing and communication plan to MPRB Flier created to be distributed to all Code 8 staff as well as emailed info to all personnel. Rec staff. SAMs instructed to let all interested staff attend job fair during staff time. Info put in December and January newsletters. MPRB staff to be 6/30/2017 12/4/2017 identified as having risen from Code 8 ranks to move on to MPRB career positions & invited to share their experience either at job fair or via printed material. Execute job fair. 9/15/2017 12/12/2017 Next job fair scheduled for 1/16/2018 Evaluate event and determine if event should be repeated and its frequency. Second job fair completed 1/16/18. Feedback from SAMs & interviewers netted responses saying job fair, info sessions, ability to interface as well as 9/30/2017 3/31/2018 interviewing tips very valuable. Educating employees by job fair and info sessions netted better informed candidates. Will consider repeating process for other positions.

13 of 38 Minneapolis Parks and Recreation Board 2016 Goals & Performance Measures Department: Human Resources Fiscal Year: 2016 Strategic Manager: Mae Brooks Date of Last Revision: 12/31/2018 Comp Plan Goal: Direction GOAL: Building on principles and materials from 2015 leadership training, expand leadership training program to all MPRB supervisory Through outreach and research, park employees that communicates expectations and operational practices. and recreation services are relevant 3, 4 today and tomorrow Completion PERFORMANCE MEASURES: Target Date Date Results Working in consultation with agency departments, review principles and Training needs and materials being evaluated. Have contacted materials from 2015 leadership training and develop expanded leadership MRA and University of MN to assess training materials, training for all MPRB supervisory employees that refines existing materials 6/15/2016 3/31/2017 instructors, and options available. Currently assessing what type to provide consistent and department specific topics for expanded of training academy is needed and possible infrastructure leadership training. options. Present draft training program and implementation plan to Superintendent’s

Leadership Team for review and feedback, and make adjustments to Executive Team reviewed and approved general concept. 8/1/2016 12/6/2017 program and plan if needed. Requested more detailed outline of academy structure and curriculum. Work with departments to set up training schedules. Start date for HR Trainer 2/20/2018. HR Trainer researching 9/15/2016 9/30/2018 competencies. New competencies used for piloted performance reviews after executive team approval. Organizational‐wide training for Respect In the Workplace scheduled. Roll out leadership training to supervisory staff based on training schedule 10/15/2016 ‐ established with departments. 12/30/2016 Recommend new target date of 6/30/19.

14 of 38 Minneapolis Parks and Recreation Board 2018 Goals & Benchmarks Department: ITS Racial Fiscal Year: 2018 Strategic Equity Manager: Adam Larson Date of Last Revision: 12/31/2018 Comp Plan Goal: Direction Action Plan GOAL: Complete phase one of implementation for the Organization Wide Asset Management Software (VUEWorks). Phase one Easily accessible information A, B, C, 2, will include building out several areas of Asset Management. Sections may change order based on the Project team and supports enjoyment and use of the 3 & 4 schedules. park and recreation system Completion BENCHMARKS: Target Date Date Results Initial system setup and configuration complete, including integration with active directory and GIS data. 1/31/2018 1/5/2018 System configuration and integration of initial GIS data by DTS is 100% complete. Fleet and Mobile Equipment Build Out: Equipment Services staff participated in the needs assessment; leadership ‐ Needs Assessment ‐ Data Gathering and population of the fleet and mobile determined fleet vehicles is not a part of the initial implementation. The equipment into VUEWorks ‐ Build Fleet Templates City's M5 is identified as the system to track inventory and work done on ‐ Configure and test workflows ‐ Convert and validate data fleet. Equipment Services staff completed training. New leadership and ‐ Build Queries, Filters, and Reports ‐ Train staff on usage intake staff recently joined MPRB and training for them will take place again 2/15/2018 1/10/2018 by May 10th. Filters created for open and closed service requests and work orders in both Sandbox and Production. Asset Management staff are submitting work orders to Equipment Services. Trainings to other departments on how to submit service requests is currently taking place. Standard reports are available in VUEWorks and staff have been introduced to them. Locations and Property Assets Build Out: Needs assessment complete to configure MPRB golf course locations and ‐ Needs Assessment ‐ Data Gathering and population of the Golf Assets into building assets. Configuration and test of the workflows related to service VUEWorks ‐ Build Golf Templates requests and work orders for locations/properties is complete. Asset ‐ Configure and test Workflows ‐ Convert and validate data 2/15/2018 4/15/2018 Management staff is currently assigning work orders to locations in the ‐ Build Queries, Filters, and Reports ‐ Train staff on usage production site. Park Operations Managers and Trades Foremen have built filters to report on open, closed and assigned to work orders. Asset Management was trained on the filtering and reporting basics. Buildings and Related Assets Build Out: ‐ Needs Assessment ‐ Data Gathering and population of the Buildings / Assets Building needs assessment is complete and staff submitted their required into VUEWorks Build Facilities Templates ‐ assets and attributes to DTS for configuration. Configuration has begun; ‐ Configure and test Workflows ‐ Convert and validate data workflows need to be tested. Trades has provided DTS with HVAC data for ‐ Build Queries, Filters, and Reports ‐ Train staff on usage 4/1/2018 6/30/2018 review to be included as attribute data in VUEWorks. Quarter 2: Templates are built, attributes of buildings exist in VUEWorks. Limited data exists for future use. GIS has building locations as a layer. Service requests and work orders can now be attached to a building. Training for staff on how to use, create filters is completed.

15 of 38 Natural Areas, Gardens, Water, and Tree Assets Build Out: ‐ Needs Assessment ‐ Data Gathering and population of the data into Natural areas, gardens, water and trees needs assessments are complete. VUEWorks Build Templates DTS has worked closely with Environmental Management staff on building ‐ Configure and test Workflows out templates, forms, service request issues, work order activities, filters and ‐ Convert and validate data reports. Tests are ongoing in sandbox site. Training to staff has been ‐ Build Queries, ‐ Filters, and Reports ‐ Train staff on usage conducted twice. Forestry is moving forward using service requests. Quarter 6/1/2018 6/30/2018 2: Environmental Management is using VUEWorks in Production. SWPPP inspections are regularly scheduled work orders to maintenance, trades, & forestry. Staff has been trained. Pesticide application forms created and in use. Natural management areas have a layer in GIS for other departments & Env. Mgmt to use when conducting their work in the field. Forestry is live in Production receiving service requests and is then completing their work through their current workflows. MPRB staff were trained on how to filter (query) for their related service requests and work orders. Key Assets Build Out (Playgrounds, Fields, Drinking Fountains,etc): ‐ Needs Assessment ‐ Data Gathering and population of the Park, Playground, and Field Assets into VUEWorks ‐ Build Templates 8/1/2018 8/1/2018 This has been completed. Templates have been built out, GIS Layers are ‐ Configure and test Workflows ‐ Convert and validate data available, and filters/queries are completed. Training was included as well as ‐ Build Queries, Filters, and Reports ‐ Train staff on usage monthly VUEWorks tips sent out to all staff in September.

16 of 38 Minneapolis Parks and Recreation Board 2018 Goals & Benchmarks Department: Asset Management Racial Fiscal Year: 2018 Strategic Equity Manager: Lisa Beck Date of Last Revision: 12/31/2018 Comp Plan Goal: Direction Action Plan GOAL: Complete phase one of implementation for the Organization Wide Asset Management Software (VUEWorks). Phase one will Easily accessible information include building out several areas of VUEWorks. Sections may change order based on the VUEWorks team and schedules. supports enjoyment and use A, B, C, 2, of the park and recreation 3 & 4 system Completion BENCHMARKS: Target Date Date Results Complete needs assessment with all departments to ensure setup and configuration accomplishes desired end results. Trades, Maintenance, Equipment Services, Customer Service, ITS, Ice 1/31/2018 1/15/2018 Arenas, Planning, Water Resources, and Natural Resources completed needs assessments. Forestry and Golf Departments remain incomplete. Initial system setup and configuration complete, including integration with active Integration with active directory not needed, all other initial system 1/31/2018 1/30/2018 directory and GIS data. configurations went live on 1/31/2018. Complete basic import and build‐out of assets in VUEWorks‐including buildings, Complete as of 09/30/2018‐Parks, buildings, natural areas, water BMPs, parks, park amenities, parkways, playgrounds, pools, fields, courts, golf courses, trees, pools, play areas, courts, pavement. Remaining: trees (need Forestry 2/15/2018 8/1/2018 natural areas, and gardens. Department assistance), athletic fields, gardens, golf courses (need Golf Department assistance). Configure and test workflows for Trades, Equipment Shop, and Maintenance Service Trades and Maintenance Service Areas complete and working, 4/15/2018 4/20/2018 Areas. Convert and validate data based on test results. Equipment Services is being updated into Q2. Build queries, filters and reports. Trained all Asset Management Managers, Crewleaders and Foremen. 6/15/2018 5/31/2018 Complete as of 5/31/2018. Ongoing to train additional staff and to build more reports as data is available. Develop training program based on job responsibilities and/or department. A program for front‐line employees ‐ those that will be inputting service request; Initial training with Trades and most Maintenance staff completed. managers who will approve and manage workflow; and executive leaders needing Remaining maintenance staff will continue into early 2019, but will 9/15/2018 Underway performance reports. cover all Asset Management staff. Field staff is about 60% active in VUEWorks. Reporting systems will be finalized after training and final custom Work Orders are developed. Expected completion date 3/2019.

17 of 38 Minneapolis Parks and Recreation Board 2018 Goals & Benchmarks Department: Asset Management ‐ Equipment Services Racial Fiscal Year: 2018 Strategic Equity Manager: Lisa Beck Date of Last Revision: 12/31/2018 Comp Plan Goal: Direction Action Plan GOAL: Develop a new small equipment management program in VUEWorks (organization wide asset management software) to reduce Financially independent and service costs and increase utilization to ensure needs are assessed and that system is built out appropriately to meet operational A, 2, 3, 4 sustainable parks prosper and record‐keeping needs for integration into Phase One of the MPRB's new VUEWorks system. Completion BENCHMARKS: Target Date Date Results Confirm and verify paper inventory including model, make and location. 2/1/2018 1/31/2018 Initial Inventory uploaded into VUEWorks. Initial system setup and configuration for small equipment program complete in 3/1/2018 1/31/2018 VUEWorks. System set up done and testing underway into spring 2018. Update small equipment inventory for all departments, upload paper inventory content, inventories and established thresholds for repair verses replace into 6/1/2018 8/30/2018 Conducting Department‐by‐Department inventory to address inventory VUEWorks. discrepancies. Complete by 8/31/18. Evaluate VUEWorks work management controls and standardize workflow for VUEWorks Project Managers reviewing workflow with Equipment Shop 7/1/2018 6/30/2018 common issues around small equipment inventory and repair. Supervisor for implementation and training mechanics. Build and test appropriate queries, filters, and reports for Equipment Services and Management. 8/1/2018 Underway Reviewing Equipment Services Unit Needs Assessment to plan for final on‐site training with vendor.‐ On‐site schedule for January 2019. Work to ensure VUEWorks training program meets staff needs. 9/15/2018 Underway Reviewing Equipment Services Unit Needs Assessment to plan for final on‐site training with vendor.‐ On‐site schedule for January 2019.

18 of 38 Minneapolis Parks and Recreation Board 2017 Goals & Benchmarks Department: Asset Management ‐ Equipment Services Racial Fiscal Year: 2017 Complete Strategic Equity Manager: Lisa Beck Date of Last Revision: 12/31/2018 Comp Plan Goal: Direction Action Plan GOAL: Fully develop a parts inventory control system. Financially independent and A, 2, 3, 4 sustainable parks prosper Completion BENCHMARKS: Target Date Date Results Evaluate M5 (fleet management software) ordering and COMET (financial Analyzed how the new Enterprise Asset Management system will help system) compatibility to streamline and automate ordering and stocking with this. Evaluation of the M5 ordering system will be done by capabilities. 7/30/2017 to analyze the ability to streamline and automate ordering and stocking. Analyze the ability of staff and Comet system to increase 9/1/2017 9/1/2017 process time for timely payment. Opportunity exists to streamline the paperwork required to submit an order. Working with Equipment Services staff to improve paper flow to reduce need to physical walk paperwork back and forth from Parts Room to Kendra. Complete site visit and system comparison with City of Minneapolis Fleet. 9/15/2017 9/15/2017 On March 2, staff visited City's stockroom and system. Next step is to tour South Side Service Center parts room. Select a system of controls and redesign current stockroom layout to support operation. Define standard inventory quantities and update M5 system to Currently, working with Equipment Services staff to define the standard support new controls. quantities of parts required to fulfill routine maintenance. Staff is 10/1/2017 9/30/2018 identifying what is currently being ordered to hold in inventory. And, what parts are needed to fulfill 80% of routine maintenance requests. The Equipment Services Supervisor position is posted and the new supervisor will take responsibility for this budget goal. Launch inventory control system on all new stockroom orders and begin deployment to all current equipment shop inventory. Equipment Services staff completed Parts Room assessment and returned all items deemed unnecessary for ongoing operations. 12/31/2017 9/30/2018 Equipment Supervisor is continuing improvements to parts and inventory control system as M5 (fleet management software) is updated in coordination with the City of Minneapolis Fleet Service Division.

19 of 38 Minneapolis Parks and Recreation Board 2018 Goals & Benchmarks Department: Environmental Management Racial Fiscal Year: 2018 Strategic Equity Manager: Deb Pilger Date of Last Revision: 12/31/2018 Comp Plan Goal: Direction Action Plan GOAL: Successfully complete Legislative and Citizen Commission on Minnesota Resources (LCCMR) grant‐funded Nokomis Carp Sound management Management Research Project . techniques provide healthy, C, 2 diverse, and sustainable natural resources Completion BENCHMARKS: Target Date Date Results Obtain permits from MN DNR for 2018 project activities. Required permits are for fish Data gathered on carp aggregation timing and lake bathymetry indicate population studies and commercial fishing. Permits will be obtained by WSB and Blue that the original fishing plan must be modified and that different Water Science. 4/1/2018 In progress permits are needed. MPRB, DNR and consultants have determined options for 2018‐19 work. Testing of these options will occur during fall‐ winter 2018‐19. Continue to refine estimates of carp biomass through via electrofishing. Contractor will create estimates of kilograms of carp per acre in Lake Nokomis based on catch‐ per‐unit‐effort method created by University of MN researchers. Information will be 9/30/2018 In progress used to determine if the fall 2017 carp removal was successful and create goals for a Estimates are being refined during electrofishing efforts and via mark‐ 2018‐19 removal. recapture when carp are netted. Conduct monthly telemetry surveys of electro tagged carp locations to determine where and when carp are spawning, moving, and congregating. Information will be Carp have not had a long lasting winter aggregation in either of the past used to target aggregations of fish for removal and to create the Nokomis Carp two winters. Open water removal options were created for testing. A Management Plan. 12/30/2018 In progress custom box net was built by MPRB for Lake Nokomis; the commercial fisherman also custom built a net to be tested in an open water seine operation. The custom box net works to capture baited fish. Information gathered will be used in the management plan. Conduct commercial fishing of carp with the goal of one to two commercial fishing Commercial fisherman has agreed to attempt a fall netting in the efforts completed by the end of 2018. (One effort may be completed in Fall 2018. "lagoon" area and is building a seine net that may work with challenges The second is weather and carp location dependent and could be conducted in winter in the geometry of the lake bottom due to past dredging and the 12/30/2018 In progress 2019.) amount of debris in the lake. Two attempts have been made to seine out the fish. Remnant furrows from dredging have confounded this process.

20 of 38 Minneapolis Parks and Recreation Board 2018 Goals & Benchmarks Department: Environmental Management Racial Fiscal Year: 2018 Strategic Equity Manager: Deb Pilger Date of Last Revision: 12/31/2018 Comp Plan Goal: Direction Action Plan GOAL: As Phase II of the MPRB's natural areas planning work, develop Management Reports for high interest MPRB natural areas and Sound management Regional Park corridors. Ensure Management Reports include site inventories, assessments and management cost estimates. techniques provide healthy, C, 2 diverse, and sustainable natural resources Completion BENCHMARKS: Target Date Date Results Develop and send out Requests for Proposals (RFP) for Phase II Natural Areas Plan RFP for project was developed and posted on the MPRB website in work. Assess proposals and select contractor. 11/1/2017 11/1/2017 October 2017. Proposals were received and assessed. Applied Ecological Services (AES) was selected as the contractor. Enter into a Professional Services Agreement for Phase II Natural Areas Plan work. 12/1/2017 11/29/2017 Professional services contract was awarded to Applied Ecological Services (AES) by the Board on November 29, 2017. Contractor and staff review MPRB GIS (Geographic Information System) maps and site GIS data for this project will assimilate with VueWorks, MPRB new asset information for high interest natural areas and Regional Park corridors. Contractor management software, which is in development. Met with AES in and staff develop assessment methodologies and prioritization for high interest 1/1/2018 ‐ March 2018 to review GIS data and discuss assimilation into VueWorks. 3/31/2018 natural areas and Regional Park corridors. 3/31/2018 VueWorks contractor and MPRB staff had natural areas GIS data posted to VueWorks in early April 2018. Initial assessment methodologies and prioritizations were developed in spring 2018. Site inventory and assessment field work by contractor during growing season. Heavy snowfall in late April delayed the start of the field season. AES began Phase II assessments in June 2018, starting with the Mississippi 4/1/2018 ‐ In progress River Gorge. Mississippi River Gorge site inventory and assessment was 9/30/2018 completed late June 2018. Central Riverfront site inventory was completed in September 2018. GIS mapping refinements and development of management goals for each of the high interest natural areas and Regional Park corridors. AES is analyzing GIS data to provide cost estimates for invasive species 10/1/2018 ‐ removal and ongoing vegetation restoration and management in the In progress 6/30/2019 Mississippi River Gorge based on slope. They are developing individual management briefs for the high interest natural areas and writing management recommendations for the Gorge as well. Development of Management Reports for high interest natural areas and Regional Park corridors and cost estimates development for implementing management 2/1/2019 ‐ strategies. 6/30/2019 Development and review of Final Report and electronic data submissions. 7/1/2019 ‐ 9/30/2019

21 of 38 Minneapolis Parks and Recreation Board 2018 Goals & Benchmarks Department: Environmental Management Racial Fiscal Year: 2018 Strategic Equity Manager: Deb Pilger Date of Last Revision: 12/31/2018 Comp Plan Goal: Direction Action Plan GOAL: Work with staff from Information Technology Services (ITS) and Asset Management (AM) Departments to ensure Environmental Easily accessible information Management (EM) needs are assessed and that system is built out appropriately to meet EM operational and record‐keeping A, B, C, 2, supports enjoyment and use of needs for integration into Phase One of the MPRB's new Organization Wide Asset Management Software (VUEWorks). 3, & 4 the park and recreation system Completion BENCHMARKS: Target Date Date Results Ensure staff are gathering data for integration into VUEWorks, including but not Environmental Management staff have been actively gathering data for limited to work associated with the management of MPRB natural areas, water integration into VUEWorks. THE MPRB's natural areas vegetation database bodies, Eloise Butler Wildflower Garden, and JD Rivers Children's Garden. has been successfully migrated to VUEWorks. GIS information has been 3/1/2018 In progress collected and modified; in addition, assimilation of data from Phase II Natural Areas work is being insured through coordinated work between departments and the Phase II contractor. Known Water Management structures integrated in production layer. Ensure Natural Resources Coordinator, Water Resources Supervisor, Environmental Education Coordinator, and Environmental Stewardship Volunteer Coordinator Natural Resources Coordinator and Water Resources Supervisor have work with ITS and AM on needs assessment for VUEWorks. worked in a lead role for EM in VUEWorks. They have been working very 6/1/2018 In progress closely with ITS and AM on VUEWorks data needs, data migrations, work flows, and program functionality. Environmental Education Coordinator and Environmental Stewardship Volunteer Coordinator have also worked with EM, ITS and AM on needs assessments and work flows for VUEWorks. Launch the movement of natural resources and water resources data into A "Special Management Layer" has been developed for VueWorks which VUEWorks and upon completion test for success. consists of GIS data for Managed Natural Areas, Water Management Structures, Reduced Mow Areas, Areas of Public Safety concern. Managed 7/1/2018 ‐ Natural areas and Water Management Structures are GIS data developed In progress 8/15/2018 by Environmental Management staff. The "Special Management Layer" went into the VUEWorks Production Module on June 28, 2018. Data on Reduced Mow Areas and Areas of Public Safety concern are still in progress and are being developed by Asset Management and Police staff.

Participate in work flow tests as appropriate for VUEWorks implementation. Pilot test of Stormwater Pollution Prevention Plan (SWPPP) inspections via Vueworks for Southside Service Center (SSSC) completed; first three 9/1/2018 In progress inspections are successful. SSSC site is cleaner than prior to implementation. Work with AM and ITS to build appropriate queries, filters, and reports for EM. 10/1/2018 In progress Reports and filters are under development and being tested. Work with AM and ITS to ensure VUEWorks training program meets staff needs. 10/31/2018 In progress Training is ongoing and is being adapted to meet staff needs. Continue communications with staff from ITS and AM departments to ensure EM 9/1/2018 ‐ In progress Communications are on‐going and needs based as VUEWorks continues to data is functioning properly with VUEWorks. 12/15/2018 be integrated into the work of the EM and AM departments.

22 of 38 Minneapolis Parks and Recreation Board 2018 Goals & Benchmarks Department: Forestry Racial Fiscal Year: 2018 Strategic Equity Manager: Ralph Sievert Date of Last Revision: 12/31/2018 Comp Plan Goal: Direction Action Plan GOAL: Continue the implementation of a "stump free parks" plan to catch up on the backlog of existing stumps in neighborhood Sound management techniques parks by facilitating their removal throughout the calendar year. provide healthy, diverse and B & C, 2 & sustainable natural resources. Healthy 3 boulevard trees connect all city residents to their park system. Completion BENCHMARKS: Target Date Date Results Using MPRB data, reconfirm the location of all neighborhood parks within each A list of neighborhood parks has been reconfirmed for each Forestry Service Forestry Service Area and create a project name within the computerized tree 3/15/2018 3/15/2018 Area. The project names have been created in the computerized tree inventory program for recording stump grinding work. inventory system for recording stump grinding work. Review with Forestry staff the expectations involving information to be recorded Forestry staff has been informed of the expectations involving the for stump grinding work whether performed contractually or in‐house. 4/15/2018 4/15/2018 information to be recorded for stump grinding work. Following a predetermined route that specifies the length of time spent in each Forestry Service Area, begin the equitable removal of stumps by cycling through 4/15/2018 ‐ Stump grinding using contracted companies was completed with an initial 12/15/2018 neighborhood parks using contractors. 12/15/2018 focus on routing that includes those park properties located in Racially Concentrated Areas of Poverty and Areas of Concentrated Poverty. Following a predetermined route that specifies the length of time spent in each Stump grinding using in‐house personnel was completed with an initial focus 6/15/2018 ‐ Forestry Service Area, begin the equitable removal of stumps by cycling through 12/15/2018 on routing that includes those park properties located in Racially 12/15/2018 neighborhood parks using in‐house personnel. Concentrated Areas of Poverty and Areas of Concentrated Poverty. Review with Forestry staff the status of removing all stumps from neighborhood parks and determine if the goal of "stump free parks" has been met. If the goal Received feedback from Forestry staff regarding success of achieving "Stump has not been met, what would be needed for accomplishment in 2019. free" neighborhood parks. Feedback received from staff is that there is a practical stump size limit that the current in‐house stump grinders are able 12/15/2018 12/15/2018 to complete. A larger stumper would make it possible to grind all park stumps using in‐house crews. This would also allow for more contractual stump grinding to be completed on boulevards. As a result, the equipment fund will be used to purchase a new and larger stump grinder in 2019.

23 of 38 Minneapolis Parks and Recreation Board 2018 Goals & Benchmarks Department: Forestry Racial Fiscal Year: 2018 Strategic Equity Manager: Ralph Sievert Date of Last Revision: 12/31/2018 Comp Plan Goal: Direction Action Plan GOAL: Work with staff from Information Technology Department and Asset Management Department to prepare tree inventory data for Sound management acceptance by the Asset Management Software System and facilitate the transition of data. techniques provide healthy, A,B,C,1,2, diverse and sustainable 3 natural resources. Completion BENCHMARKS: Target Date Date Results Sustainable Forestry Coordinator develops plan for readying tree inventory data for acceptance by Asset Management Software System. 4/15/2018 6/29/2018 Sustainable Forestry Coordinator has prepared alternatives for integration of tree inventory data with the Asset Management Software System. Discussions are ongoing within the VUEWorks Project Team. Sustainable Forestry Coordinator reviews plan with staff from Information As a member of the VUEWorks Project Team the Sustainable Forestry Technology Department and Asset Management Department to gather suggestions Coordinator regularly gathered suggestions for improvement by for improvement and ensure that process is on schedule. 6/1/2018 12/15/2018 communicating with staff from the Information Technology Department and Asset Management Department. This communication will continue in the future. Sustainable Forestry Coordinator presents plan to Director of Forestry for approval to The Sustainable Forestry Coordinator explored ways to integrate tree move forward. inventory data that takes into consideration the limitations of 7/1/2018 12/15/2018 VUEWorks with regard to GIS capabilities. This information was presented to all participating parties. Launch the movement of tree inventory data into Asset Management Software Tree inventory data has not been moved to the Asset Management System and upon completion test for success. 7/15/2018 ‐ 12/15/2018 Software. Doing so is dependent upon resolving the issues involving 8/15/2018 GIS capabilities. This work will continue with input from the IT Database & GIS Analyst. Continue communications with staff from Information Technology Department and Tree inventory data has not been moved to the Asset Management Asset Management Department to ensure that tree inventory data is functioning 9/1/2018 ‐ Software System and therefore its functionality is not able to be 12/15/2018 properly within the Asset Management Software System. 12/15/2018 reviewed at this time. This work will continue with input from the IT Database & GIS Analyst.

24 of 38 Minneapolis Parks and Recreation Board 2018 Goals & Benchmarks Department: Design & Project Management Racial Fiscal Year: 2018 Strategic Equity Manager: Cliff Swenson Date of Last Revision: 12/31/2018 Comp Plan Goal: Direction Action Plan GOAL: Monitor staff time in 2018 to implement NPP20 Rehabilitation Projects, in order to establish a baseline for the amount of staff Easily accessible information time required over and above capital projects. supports enjoyment and use A,4 of the park and recreation system Completion BENCHMARKS: Target Date Date Results Review staff time reporting for Capital projects prior to 2017 (2015 and 2016) and 1/31/2018 3/31/2018 adjust and/or update record keeping techniques for 2018. Time recorded by project. Using established ratio, review 2018 quarter one and two staff time reporting to project funds expended, and prepare forecast of staff time required to implement 6/30/2018 NPP20 Rehabilitation Projects in 2019 and 2020. Revised target date 3/1/19. Recommend staffing levels for rehabilitation project management to executive team 7/31/2018 based on a 6 month analysis. Revised target date 4/1/19. Seek executive team approval for recommended changes, if any are proposed. 8/31/2018 Revised target date 5/1/19. Provide year‐end report on rehabilitation project staffing allocation to executive 12/15/2018 team. Revised target date 7/1/19.

25 of 38 Minneapolis Parks and Recreation Board 2017 Goals & Benchmarks Department: Design & Project Management Racial Fiscal Year: 2017 Strategic Equity Manager: Cliff Swenson Date of Last Revision: 12/31/2018 Comp Plan Goal: Direction Action Plan GOAL: Reduce the number and magnitude of amendments to agreements for professional services. Savings from this action can be Easily accessible information properly redirected to capital improvements in parks. supports enjoyment and use 4 of the park and recreation system Completion BENCHMARKS: Target Date Date Results Research and develop an outcomes based approach to soliciting consulting Completed ‐ researched and developed outcome based approach to 2/1/2017 2/1/2017 services. soliciting consultants. Review process of soliciting consulting services with staff and provide guidance on Completed ‐ Provided staff with guidance on outcomes based 3/1/2017 6/1/2017 outcomes based solicitation. solicitation. Identify a pilot solicitation for use of the outcomes based solicitation for consulting 3/15/2017 services and draft request using outcomes. Revised target date 4/1/19. Review responses from pilot solicitation and determine appropriateness for 5/1/2017 expanding to all requests for consulting services. Revised target date 6/1/19.

26 of 38 Minneapolis Parks and Recreation Board 2015 Goals & Performance Measures Division: Design & Project Management Fiscal Year: 2015 Strategic Manager: Cliff Swenson Date of Last Revision: 12/31/2018 Comp Plan Goal: Direction GOAL: Park facility renewal and development respects history

As part of a multi‐year effort to establish "park development performance standards," prepare guidelines for outdoor signage and and focuses on sustainability, A, C, 1 & 3 wayfinding and court sports. The guidelines will promote innovation, consistent design practices, sustainable practices, increased accessibility, flexibility and safety, ADA compliance and reduced operating costs. beauty Completion PERFORMANCE MEASURES: Target Date Date Results

Create work team with representation from Environmental Services, Recreation and 8/15/2015 11/30/2016 Complete ‐ design standards focuses on the implementation Planning. of the ADA Transition Plan across the park system.

10/15/2015 1/28/2017 Complete ‐ presented design standards to the Present draft standards to Superintendent's leadership team. Superintendent's leadership team.

11/1/2015 Revise draft standards based on feedback from Superintendent’s leadership team. Revised Target Date 3/1/19.

Intend to roll out design standards as part of ADA transition work in January, 2019. NOTE: court sports standards were 1/1/2016 ELIMINATED from this goal because they don’t relate to the rest of the project. Courts sports will be a stand‐alone Communicate design standards to the public. "activity plan" implemented as a Planning‐led project.

27 of 38 Minneapolis Parks and Recreation Board 2018 Goals & Benchmarks Department: Strategic Planning Racial Fiscal Year: 2018 Strategic Equity Manager: Adam Arvidson Date of Last Revision: 12/31/2018 Comp Plan Goal: Direction Action Plan GOAL: Prepare and adopt MPRB's next Comprehensive Plan. All All A5

Completion BENCHMARKS: Target Date Date Results Prepare Community Engagement Plan and present to Board of Commissioners. It is important that the Comp Plan follow the new Community 9/1/2018 Engagement Policy, so this step will wait for that policy's adoption. New target date 3/1/2019 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, 12/31/2019 such as recent immigrants, people of color, non‐English speakers, people with disabilities, youth, and the elderly. 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

28 of 38 Minneapolis Parks and Recreation Board 2017 Goals & Benchmarks Department: Strategic Planning Racial Fiscal Year: 2017 Strategic Equity Manager: Adam Arvidson Date of Last Revision: 12/31/2018 Comp Plan Goal: Direction Action Plan GOAL: Create and implement a uniform method for tracking progress on implementation of Service Area Master Plans and Regional Easily accessible information Park Master Plans. This tracking form can be reported out to elected officials and the public, and will serve as proof of supports enjoyment and use A, 2 movement forward with master plan and park plan implementation. of the park and recreation system Completion BENCHMARKS: Target Date Date Results Create draft tracking methodology, using project lists and cost estimates from Complete: multiple pilot master plans of different types have been existing plans. 2/1/2017 5/1/2017 incorporated into a draft tracking format. Overall project timeline delayed, but will still be complete in 2017. New completion date 5/1/2017. Present methodology to Planning Division in a workshop format to test usability. Ongoing: tracking methodology presented to Strategic Planning, will 3/1/2017 be presented to Design and PM in 2018. Revised completion date 2/1/2019. Present methodology to Executive Team. 4/1/2017 New completion date 2/1/2019. Populate tracking form with project lists from adopted master plans. In progress, approximately 50% complete with data entry. New 5/1/2017 completion date 2/1/2019. Schedule frequency of communication to the public via Board Petitions 6/1/2017 &Communications, and submit first Petitions & Communications item. New completion date 3/1/2019.

29 of 38 Minneapolis Parks and Recreation Board 2014 Goals & Performance Measures Division: Strategic Planning Board Fiscal Year: 2014 Complete Strategy. Manager: Adam Arvidson Date of Last Revision: 12/31/2018 Comp Plan Goal: Framework GOAL:

Focused land management III.b, III.c & Develop a strategic plan to appropriately account for the critical, organization‐wide need of real estate services including Fort supports current and future VII.b Snelling to help ensure the full spectrum of real estate and land management, including acquisitions, leases, contract generations management, and property rentals, are addressed within the system. Completion PERFORMANCE MEASURES: Target Date Date Results

Assess and quantify the amount and breadth of real estate services being used Measure completed by former Real Estate Planner, then 3/15/2014 8/29/2014 and/or desired across the organization (Administration, Recreation, Environmental discussed with Assistant Superintendent and Director of Stewardship, Community Outreach and Engagement, and Planning). Strategic Planning. Measure completed by former Real Estate Planner and then Identify resource needs to address the real estate services being desired. Determine if discussed with Superintendent, which led to position title 5/15/2014 12/15/2014 resources needs are short or long‐term and propose a strategy for addressing the change and re‐focusing duties on stated job description with needs. outside consulting assistance.

Complete: Plan document complete presented to and 6/15/2014 7/1/2018 accepted by Assistant Superintendent, in Superintendent's Present the proposed strategy to the Superintendent. stead. Plan is being operationalized on an ongoing basis.

30 of 38 Minneapolis Parks and Recreation Board 2018 Goals & Benchmarks Department: Athletic Programs, Aquatics & Ice Arenas Racial Fiscal Year: 2018 Strategic Equity Manager: Mimi Kalb Date of Last Revision: 12/31/2018 Comp Plan Goal: Direction Action Plan GOAL: Develop and implement Volunteer Supervisor training for all Recreation and Environmental Stewardship staff to enhance the Volunteers make a vital volunteer's experience and allow recreation staff to learn strategies and best practices. difference to people, parks B, 1, 3, 4 and the community. Completion BENCHMARKS: Target Date Date Results Facilitate meetings with staff to determine training needs. 2/28/2018 8/1/2018 A committee of recreation staff has been meeting to determine training needs and develop a recommendation for a training module. Meet with Recreation and Environmental Stewardship Managers to review training program module. Use committee recommendations to develop training 5/31/2018 9/1/2018 requirements. Develop RFP and send out to local training management organizations Recreation Managers have been briefed on the work of the committee to solicit training costs. in developing the training requirements. Secure a training contractual agreement, schedule and implement training program. Managers have approved the recommended training requirements and 7/1/2018 10/1/2018 a training agreement is secured. Deliver training program to all Recreation and Environmental Stewardship staff. 10/31/2018 11/29/2018 Two trainings were held with 49 staff attending. Review and evaluate training program and determine adjustments and next steps Feedback documents and group exercises from training sessions were 12/1/2018 12/13/2018 (renewal training) with Recreation and Environmental Stewardship Managers. reviewed by committee that designed the training. Develop sustainable Volunteer Supervisor Training program. Next Steps that have been identified above will be further developed and shared with staff during Service Area meetings. Opportunities for 12/31/2018 12/13/2018 additional training, offsite or online, will be shared with staff by the volunteer coordinator.

31 of 38 Minneapolis Parks and Recreation Board 2017 Goals & Benchmarks Department: Athletic Programs, Aquatics & Ice Arenas Racial Fiscal Year: 2017 Complete Strategic Equity Manager: Mimi Kalb Date of Last Revision: 12/31/2018 Comp Plan Goal: Direction Action Plan GOAL: Develop and implement an adult 3 on 3 basketball league for 50+ to enhance their opportunities to stay active and be able to People play, learn, and socialize by participating on a team. develop a greater capacity to B,3 enjoy life Completion BENCHMARKS: Target Date Date Results Based on information from the National Senior Olympics program develop rules for a 1/31/2017 1/31/2017 50+ 3 on 3 basketball league. Rules were developed and posted on Teamsideline. Formulate a budget and fees for the league. Work with Recreation Centers to find League budget developed and League was offered in March at Harrison 2/14/2017 2/14/2017 gymnasiums for the league. Set up league dates and days of play. Park. Work with Communications and Marketing to promote the league. Input league New completion date of November 2018, only two teams registered in 2/28/2017 12/1/2018 registration into Team Sideline registration site. Begin registration. March and none for fall so we will offer again next fall. Begin league play. Monitor league play and ensure participants are pleased with New completion date of November 2018, only two teams registered in 4/3/2017 12/1/2018 experience. March and none this fall so we will offer again next fall. Develop an online evaluation survey tool for league participants to give feedback on New completion date of November 2018, only two teams registered in 6/30/2017 12/1/2018 their experience. March and none this fall so we will offer again next fall. 2 Compile and share year‐end report with management staff and Board. 12/31/2017 12/1/2018 Program did not come to fruition so goal was tried and completed.

32 of 38 Minneapolis Parks and Recreation Board 2017 Goals & Benchmarks Department: Athletic Programs, Aquatics & Ice Arenas Racial Fiscal Year: 2017 Complete Strategic Equity Manager: Mimi Kalb Date of Last Revision: 12/31/2018 Comp Plan Goal: Direction Action Plan GOAL: Develop and implement an Adaptive Recreation sports program for youth at up to three park sites. People play, learn and develop B,3 A5 a greater capacity to enjoy life Completion BENCHMARKS: Target Date Date Results Work with Therapeutic Recreation Coordinator to develop curriculum for an interactive sports sampler program for youth at up to three recreation centers. Promote program 1/10/2017 2/28/2017 Created five week curriculum for the program. Offered a pilot program in the winter activity guides. at Matthews park. Using the racial equity tool kit, create program fees based on other similar programs in Program fees were created. Compared pricing with metro and other 1/30/2017 2/28/2017 the metro area. Fee waivers will be offered. similar park board programs. Work with Communications and Marketing to create an Adaptive Programs site on the web page. Input Adaptive Sports Sampler registration information into Active.net. 2/14/2017 2/14/2017 Worked with Communications and Marketing, MPS Communications and the TR staff person to reach out to the community. Create and implement staff training for the program. 3/6/2017 3/1/2017 Completed training with PT staff. Begin program at park sites and monitor program to ensure participant satisfaction Had two participants in original program, offered again for winter and received more participation. Parents and participants were pleased so 4/30/2017 4/24/2018 we offered again beginning April 24th. We have been working well with TR staff and a volunteer to offer sport instructional skills program. Program is at Matthews Park and running well. Develop an online and in person evaluation survey tool for post program input. Survey completed and input used for latest program offering. This goal 12/31/2017 3/31/2018 is complete. Goal completed, remove from document.

33 of 38 Minneapolis Parks and Recreation Board 2018 Goals & Benchmarks Department: Recreation Centers Racial Fiscal Year: 2018 Strategic Equity Manager: Larry Umphrey Date of Last Revision: 12/31/2018 Comp Plan Goal: Direction Action Plan GOAL: Update Camera Systems in Recreation Centers, working with IT to identify priorities and attainable sites. A safe place to Recreate, B, C, 1, 2 Contemplate, and Celebrate

Completion BENCHMARKS: Target Date Date Results Meet with IT staff to review priority list of sites and solicit input from Recreation and 2/28/2018 1/31/2018 Park Police Staff. Prioritized with IT and Police schedule of camera deployment. Submit findings from staff meetings to Executive Team for their review and approval 3/31/2018 1/31/2018 to install and/or upgrade camera systems in Recreation Centers. Complete ‐ sites selected. Submitted to executive team in January. Make any required adjustments based on questions or comments from Executive 4/30/2018 2/15/2018 Team. Complete ‐ No adjustments needed Prepare and issue bids for systems, and work with IT staff to secure contract to begin 6/15/2018 5/1/2018 work on the project. Complete ‐ bids and contract ready to go ‐ work to begin in August Begin the installation process at Recreation Centers as soon as bids are accepted and 9/30/2018 9/21/2018 all requirements are met. Work has begun, checking budgets before additional work takes place

34 of 38 Minneapolis Parks and Recreation Board 2017 Goals & Benchmarks Department: Rec Centers & Programs Racial Fiscal Year: 2017 Complete Strategic Equity Manager: Larry Umphrey Date of Last Revision: 12/31/2018 Comp Plan Goal: Direction Action Plan GOAL: Expand the scope and offerings of the Summer Meal Program to include cooked and school year options Residents, visitors, and workers enjoy opportunities B, 1, 3 A5 to improve health and fitness. Completion BENCHMARKS: Target Date Date Results Work with food service agencies to assess potential for partnering in 2/15/2017 2/1/2017 expanded food service programs in the recreation centers. Met with Minneapolis Public Schools (MPS) ‐ potential there. Assess recreation centers and capacities for serving additional meals throughout the school year and/or using equipment to serve warm meals ‐ 3/31/2017 3/1/2017 ensure food serving standards are met. Assessed Recreation Centers capacity to serve additional meals. Apply racial equity tool to assess sites that would potentially have expanded 5/30/2017 8/25/2017 meal service. Completed. Identify sites for expanded meal service. 6/30/2017 9/26/2017 Sites identified as Nite Owlz Sites. Train staff and promote the expanded service. 8/30/2017 1/11/2018 Completed training on 1/11/2018. Begin expanded service at recreation centers. 9/12/2017 2/15/2018 Began service 2/15/2018.

35 of 38 Minneapolis Parks and Recreation Board 2015 Goals & Performance Measures Department: Rec Centers & Programs Fiscal Year: 2015 Complete Strategic Manager: Larry Umphrey Date of Last Revision: 12/31/2018 Comp Plan Goal: Direction GOAL:

People connect through parks B, C & 3 Develop and implement comprehensive Recreation Service Area Assessment to assure that facilities, programs and services align and recreation. with community needs. Completion PERFORMANCE MEASURES: Target Date Date Results

Create internal structure, including steering committee and work groups, to shape the 1/31/2015 11/3/2014 assessment process and develop an RFP. Completed on schedule Issue an RFP and hire a consultant to structure the internal and external assessment components, lead internal staff in data gathering, provide analysis of the data, identify 2/28/2015 1/1/2015 data‐based potential options for recreation facilities, programs and staff, and other items as identified. Completed on schedule Timeline was extended due to the need to focus on racial Create and implement a communications strategy to convey the recreation equity. Steering committee worked with Voices for Racial 4/1/2015 7/13/2015 assessment goals, timeline, processes and internal and external engagement Justice on this process. Target date was revised to July 1, opportunities. 2015. Completed.

Gather and analyze internal information to create a recreation baseline and identify 5/1/2015 6/15/2015 Facility tours occurred the week of May 4th. Target date was available resources. revised to June 6, 2015. Completed. Timeline was extended due to the need to focus on racial equity and maintain an alignment with the Closing the Gap 7/1/2015 10/15/2015 Conduct community outreach, utilizing recreation and community engagement staff, project community engagement efforts. Target date was to determine community needs and wants. revised to October 15, 2015. Completed. Timeline extended to assure authentic community engagement. Second extension to focus on racial equity. Analyze data to create packages of potential options for recreation that best serve the 9/1/2015 9/12/2018 Third extension to shift project leadership from consultant community and optimize MPRB resources. Present options to internal and external team to MPRB staff. Introducing recommendations to Board audiences for comment. Present recommended options to MPRB Board. July 11, 2018. Completed.

36 of 38 Minneapolis Parks and Recreation Board 2018 Goals & Benchmarks Department: Youth Development Racial Fiscal Year: 2018 Strategic Equity Manager: Heidi Pope Date of Last Revision: 12/31/2018 Comp Plan Goal: Direction Action Plan GOAL: Minneapolis youth and young adults (ages 14‐24) complete American College Testing (ACT) National Career Readiness Credential People play, learn and develop (NCRC) to increase employment skills. B,1,4 A5 a greater capacity to enjoy life. Completion BENCHMARKS: Target Date Date Results Work with Volunteer Coordinator to recruit 2+ volunteers to teach the National Two people have been identified to teach the National Career 4/30/2018 4/30/2018 Career Readiness Credential program at 6+ park computer labs. Readiness Credential. Promote the skill development opportunities to Minneapolis youth and youth‐serving Promoted through AIOIC, AVIVO (helps people achieve recovery, agencies through social media, publications, website and through community employ. and economic advancement), East Side Neigh. Services, YMCA, 6/30/2018 6/30/2018 meetings to attract and engage 50+ youth in the programs. Project for Pride in Living, and Emerge, and at meetings and events. Listed on ACT's website as an approved testing location. Offer ACT KeyTrain® curriculum to 50+ youth at multiple park locations. (Learners start with a brief assessment to determine the best level to begin training. A 76 youth have received a KeyTrain login and have pre‐tested in each competence based approach guides learners through a series of topics that 9/30/2018 9/30/2018 section to determine their best starting practice level. 28 youth have systematically build level by level, at each individuals pace, to minimize frustration registered to test, with 15 passing all three components and attaining a and assure steady skill development throughout the course. ) certification. A minimum of 80% of youth participants who are ready to test, will pass at least one 99% of participants (54) passed at least one component on their first of the three components on their first attempt as well as a minimum of 30% passing attempt. Four participants re‐tested and passed at a minimum of 12/31/2018 12/31/2018 all three and earning a Bronze level or higher certification. Bronze level on their second attempt (levels are Bronze, Silver, Gold, Platinum). Participants who do not earn a credential on their first attempt will review curriculum Four participants re‐tested and passed at a minimum of Bronze level on 12/31/2018 12/31/2018 and 85% will pass at a Bronze level or higher. their second attempt (levels are Bronze, Silver, Gold, Platinum). A minimum of 20% of youth participants complete an evaluation of their participation Twelve of 54 youth (22%) completed evaluations and stated that they in a certificate program and make changes based on the youths' comments. were comfortable with the testing location; 15% felt that the testing 12/31/2018 12/31/2018 period wasn't long enough (ACT establishes the testing time period and that cannot be altered).

37 of 38 Minneapolis Parks and Recreation Board 2018 Goals & Benchmarks Department: Golf Racial Fiscal Year: 2018 Strategic Equity Manager: Date of Last Revision: 12/31/2018 Comp Plan Goal: Direction Action Plan GOAL: In collaboration with the Assistant Superintendent for Recreation and the Finance Department, develop a comprehensive five year Residents, visitors and plan that addresses the operational challenges within the golf department to include staffing models, expense management and workers enjoy opportunities B,C,2,3&4 gross profit. to improve health and fitness Completion BENCHMARKS: Target Date Date Results Conduct an in depth evaluation of expenses/income of each golf facility. In depth analysis has occurred to study the department revenue utilization 1/31/2018 1/31/2018 and individual budgets of each facility. Historical information was also accumulated. Develop a staffing and operational model that maintains quality customer services Operational model is not finalized yet. Overtime will not be approved in and minimizes the need for employee overtime. 2/28/2018 2018. 5 year financial plan is in process to balance budget. Recommend new target date of 3/15/2019. Develop and implement a marketing plan designed to increase overall 2018 golf Marketing plan was established and has been very successful. 1) Loyalty rounds by 15% over 2017. 3/30/2018 3/30/2018 Card Program Sales 2) Women's Golf Day 3) Wirth Re‐Opening 4) Pollinator project Assess golf rounds throughout 2018 season and modify the marketing plan as needed to reach the 15% increase. 9/30/2018 7/1/2018 Rounds are up 14% through 3rd Quarter. 135,517 in 2017 to 154,482 in 2018 Increase hosted 2018 golf tournaments by 5% over 2017. 11/30/2018 11/30/2018 Tournaments increased 40% over 2017

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