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Minneapolis Park and Recreation Board 2019 Annual Budget

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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 1 2019 Annual Budget 2 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. 3 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
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