Adopted Budgets 2021
Dear Board of Commissioners, Staff and Constituents of Three Rivers Park District
It is my sincere pleasure to present the Three Rivers Park District 2021 Approved Budgets. These eight budgets show how the Park District will collect and spend $73.3 million to operate, maintain and improve park facilities, programs and operations. They also describe the goals and objectives that are the basis of the budgets and will guide Park District operations for the 2021 year.
Balancing the need to protect the region’s natural resources while addressing the interests of park users remains a balancing act for the Park District. These two core values are included in the Park District’s mission statement and are meant to ensure that both issues are considered equally as decisions are made. The 2021 budgets address the financial and philosophical issues associated with an increasing number of park users and the need to be proactive in protecting natural resources from contamination and degradation. Operations are also heavily impacted by the weather, both good and bad, as the past several years have shown. The 2021 Adopted Budgets anticipate these trends continuing along with continued impacts from the COVID-19 pandemic and are well positioned to respond quickly should conditions merit.
The completion of the budgets presented here would not have been possible without the leadership and guidance of the Board of Commissioners. In addition, the dedication, creativity and help of the Superintendent, Associate Superintendents, Directors and variety of Park District staff were invaluable during the budget preparation. My sincere thanks to everyone involved for your support and leadership in both preparing the 2021 budgets and in operating and leading the Park District on a daily basis.
Respectfully submitted,
Howard D. Koolick Director of Finance/Chief Financial Officer
THREE RIVERS PARK DISTRICT 2021 REVENUE BUDGET SUMMARY
Hyland General Fund Ski and Baker Eagle Operating Snowboard National Lake Budget Area Golf Golf
Property Taxes $ 35,480,227 $ -- $ -- $ 360,570
Park Use Revenue Program Fees 1,020,605 ------Reservations 204,507 ------Camping 471,480 ------Swimming Fees 556,779 ------Cross Country Ski Pass Fees 575,000 ------Pet Exercise Area Pass Fees 275,000 ------Special Use Fees 342,789 ------Green Fees -- -- 1,150,000 500,000 Driving Range -- -- 125,000 175,000 Lift Tickets 202,599 2,100,000 -- -- Lessons 200,000 954,500 110,000 100,000 Tube Rental 567,409 ------Concessions 609,898 825,000 230,000 32,000 Facility Rental 568,732 105,000 1,000 -- Equipment Rental 359,925 520,000 335,000 63,000 Merchandise Sales 128,040 210,000 125,000 16,000 Other 257,750 207,700 46,000 17,000 Total Park Use Revenue 6,340,513 4,922,200 2,122,000 903,000
Intergovernmental Revenue -- State Operations and Maintenance Funding 661,056 ------State Lottery-in-lieu-of Funding 478,090 ------Other State Grants 165,910 ------Federal Grant ------Other ------Total Intergovernmental Revenue 1,305,056 ------
Interest Earnings 200,000 -- 20,000 --
Charges for Services 106,836 ------
Other Revenue 146,966 -- -- 5,000
Operating Transfers 76,732 -- -- 10,000
Bond Proceeds ------
Total $ 43,656,330 $ 4,922,200 $ 2,142,000 $ 1,278,570 THREE RIVERS PARK DISTRICT 2021 REVENUE BUDGET SUMMARY
Scott Glen Parker's Three Rivers Equipment Asset Total Lake Lake Operating ISF Management All Funds Golf Golf Center Fund Fund Program Budget
$ -- $ -- $ -- $ -- $ -- $ 35,840,797
-- -- 90,506 -- -- 1,111,111 -- -- 30,777 -- -- 235,284 -- -- 27,000 -- -- 498,480 ------556,779 15,000 -- 21,696 -- -- 611,696 -- -- 38,699 -- -- 313,699 -- -- 6,039 -- -- 348,828 437,109 -- 220,516 -- -- 2,307,625 233,969 143,000 68,000 -- -- 744,969 ------2,302,599 126,250 17,000 95,000 -- -- 1,602,750 ------567,409 56,000 5,000 20,329 -- -- 1,778,227 500 -- 16,031 -- -- 691,263 102,055 -- 92,607 -- -- 1,472,587 19,376 5,000 17,000 520,416 5,000 -- 800 -- -- 534,250 995,259 170,000 745,000 -- -- 16,197,972
-- -- 62,223 -- -- 723,279
-- -- 108,790 -- 1,090,000 1,676,880 -- -- 2,200 -- 1,800,000 1,968,110 ------1,710,435 -- 1,540,000 3,250,435 -- -- 1,883,648 -- 4,430,000 7,618,704
------10,000 -- 230,000
------3,284,217 -- 3,391,053
5,000 -- 4,750 150,000 -- 311,716
10,000 ------1,073,428 1,170,160
------8,517,572 8,517,572
$ 1,010,259 $ 170,000 $ 2,633,398 $ 3,444,217 $ 14,021,000 $ 73,277,974 THREE RIVERS PARK DISTRICT 2021 EXPENDITURE BUDGET SUMMARY
Hyland General Fund Ski and Baker Eagle Operating Snowboard National Lake Budget Area Golf Golf
Park and Trail Maintenance Maintenance $ 10,645,025 $ 1,594,931 $ 1,166,174 $ 405,635 Central Services 1,536,597 ------Total Park and Trail Operations 12,181,622 1,594,931 1,166,174 405,635
Public Safety 1,981,425 ------
Recreation, Education and Natural Facility Operations 4,394,907 2,181,542 712,765 343,126 Nature and Outdoor Education 7,037,133 ------Recreation Programming 999,225 ------Forestry and Horticulture 2,074,435 ------Wildlife 790,472 ------Water Resources 667,838 ------Lessons -- 427,100 94,524 183,137 Other 841,486 ------Total Recreation, Education and Natural Resources 16,805,496 2,608,642 807,289 526,263
Administration Board of Commissioners 221,857 ------Office of the Superintendent 782,935 ------Total Administration 1,004,792 ------
Park Design and Planning Design 604,315 ------Planning 728,621 ------Research 302,887 ------Information Technology 2,398,039 ------Other 307,107 ------Total Park Design and Planning 4,340,969 ------Scott Glen Parker's Three Rivers Equipment Asset Total Lake Lake Operating ISF Management All Funds Golf Golf Center Fund Fund Program Budget
$ 435,380 $ 49,956 $ 1,255,696 $ -- $ -- $ 15,552,797 -- -- 33,134 3,444,217 -- 5,013,948 435,380 49,956 1,288,830 3,444,217 -- 20,566,745
------1,981,425
358,102 100,641 771,700 -- -- 8,862,783 -- -- 18,410 -- -- 7,055,543 -- -- 102,672 -- -- 1,101,897 ------2,074,435 ------790,472 ------667,838 75,549 7,459 ------787,769 -- -- 122,890 -- -- 964,376
433,651 108,100 1,015,672 -- -- 22,305,113
------221,857 ------782,935 ------1,004,792
------170,000 774,315 ------170,000 898,621 ------302,887 ------2,398,039 ------307,107 ------340,000 4,680,969 THREE RIVERS PARK DISTRICT 2021 EXPENDITURE BUDGET SUMMARY
Hyland General Fund Ski and Baker Eagle Operating Snowboard National Lake Budget Area Golf Golf
General Government Functions Finance, Risk Management and Debt Administration 1,680,174 378,050 -- 340,100 Communications 1,230,807 ------Community Engagement 840,473 ------Human Resources 2,158,285 ------Guest Relations 822,202 ------Other 403,080 ------Total General Government Functions 7,135,021 378,050 -- 340,100
Capital Outlay and Improvements Equipment 155,600 ------Amer. With Disabilities Act Compliance ------Capital Enhancement Program -- 90,000 30,000 -- Infrastructure Management Program ------Preservation and Rehabilitation Program ------Information Technology Program ------Natural Resources Management Program ------Partnership Projects ------Sustainability Projects ------Total Capital Outlay 155,600 90,000 30,000 --
Operating Transfers 31,405 130,000 -- --
Contingency 20,000 120,577 138,537 6,572
Total $ 43,656,330 $ 4,922,200 $ 2,142,000 $ 1,278,570 Scott Glen Parker's Three Rivers Equipment Asset Total Lake Lake Operating ISF Management All Funds Golf Golf Center Fund Fund Program Budget
------2,398,324 ------1,230,807 ------840,473 ------2,158,285 ------822,202 -- -- 328,896 -- -- 731,976 -- -- 328,896 -- -- 8,182,067
------155,600 ------800,000 800,000 ------2,165,000 2,285,000 ------3,459,000 3,459,000
------2,850,000 2,850,000 ------1,100,000 1,100,000
------1,182,000 1,182,000 ------2,125,000 2,125,000 ------13,681,000 13,956,600
------161,405
141,228 11,944 ------438,858
$ 1,010,259 $ 170,000 $ 2,633,398 $ 3,444,217 $ 14,021,000 $ 73,277,974 THREE RIVERS PARK DISTRICT 2021 FULL-TIME EQUIVALENT STAFFING
Hyland General Fund Ski and Baker Eagle Operating Snowboard National Lake Budget Area Golf Golf Park and Trail Maintenance Maintenance 79.75 9.75 5.15 1.65 Central Services 10.70 ------Total Park and Trail Operations 90.45 9.75 5.15 1.65
Public Safety 13.75 ------
Recreation, Education and Natural Resources Facility Operations 34.47 12.67 2.98 2.10 Nature and Outdoor Education 69.70 ------Recreation Programming 8.50 ------Forestry and Horticulture 17.00 ------Wildlife 6.00 ------Water Resources 5.00 ------Lessons -- 1.00 0.20 0.80 Other 3.25 ------Total Recreation, Education and Natural Resources 143.92 13.67 3.18 2.90
Administration Board of Commissioners ------Office of the Superintendent 3.75 ------Total Administration 3.75 ------Park Design and Planning Design 5.00 ------Planning 5.50 ------Research 2.00 ------Information Technology 12.50 ------Other 2.00 ------Total Park Design and Planning 27.00 ------General Government Functions Finance, Risk Management and Debt Administration 11.00 ------Communications 11.00 ------Community Engagement 8.00 Human Resources 10.00 -- -- Guest Relations 11.05 ------Total General Government Functions 51.05 ------
Total Full-Time Equivalent Positions 329.92 23.42 8.33 4.55
Seasonal Employee Hours 243,273 80,259 27,499 12,743 THREE RIVERS PARK DISTRICT 2021 FULL-TIME EQUIVALENT STAFFING
Scott Glen Parker's Three Rivers Equipment Asset Total Lake Lake Operating ISF Management All Funds Golf Golf Center Fund Fund Program Budget
2.15 0.05 9.00 0.50 -- 108.00 -- -- 0.30 10.00 -- 21.00 2.15 0.05 9.30 10.50 -- 129.00
------13.75
2.05 0.05 5.40 -- -- 59.72 -- -- 0.30 -- -- 70.00 -- -- 0.80 -- -- 9.30 ------17.00 ------6.00 ------5.00 ------2.00 -- -- 3.00 -- -- 6.25
2.05 0.05 9.50 -- -- 175.27
------0.25 4.00 ------0.25 4.00
------3.00 8.00 ------5.50 ------2.00 ------12.50 ------2.00 ------3.00 30.00
------11.00 ------11.00 8.00 ------10.00 ------11.05 ------51.05
4.20 0.10 18.80 10.50 3.25 403.07
11,005 4,760 25,827 -- -- 405,366 General Fund Operating Budget 2021 General Fund Operating Budget November 12, 2020
2021 GENERAL FUND OPERATING BUDGET
TABLE OF CONTENTS
Page
Introduction ...... 1 Priorities of the 2021 General Fund Operating Budget ...... 1 Challenges Facing the Park District in 2021 and Beyond ...... 2 Funding for the 2021 General Fund Operating Budget ...... 4 Expenses included in the 2020 General Fund Operating Budget ...... 5 Financial Summaries Revenue Summary by Source ...... 6 Expenditure Summary by Type ...... 7 Expenditure Summary by Function ...... 8-9 Comparison of Actual 2019 and Estimated 2020 Property Tax Levy ...... 10 Comparison of 2019 and Estimated 2020 Property Tax Amounts for Selected Residential Properties ...... 11 Full Time Equivalent Positions by Division ...... 12-16
Introduction
An annual budget is often viewed as a set of numbers showing what resources are available and how an organization is planning to use them. However, the real value of a budget comes from understanding the organization’s goals and priorities that helped determine how the resources would be used, as well as how the organization plans to react to various external factors. By viewing the Park District’s 2021 General Fund Operating Budget in this manner, readers can gain insight into what the Park District is attempting to accomplish and the challenges it faces.
Three Rivers Park District was created in 1957 and is responsible for managing approximately 27,000 acres of parkland and hundreds of miles of trails in the suburbs of Minneapolis. The Park District’s mission is to “promote environmental stewardship through recreation and education in a natural resource based park system.” This mission requires the Park District to consider how best to manage and preserve natural resources while providing unique recreational and educational opportunities. Inclusion of these two core values in the mission statement is meant to ensure the Park District considers both issues financially and philosophically as decisions are made. The 2021 General Fund Budget provides an outline of how the Park District intends to meet these conflicting goals.
Priorities of the 2020 General Fund Operating Budget
The Park District’s 2020 General Fund Operating Budget totals $43,656,330 and provides funding for the priorities identified below through a combination of property taxes, park guest fees, and other sources.
Continue to provide high quality facilities, programs and recreational opportunities.
The 2021 General Fund Operating Budget continues to provide the public with the high-quality facilities, programs and recreational opportunities for which the Park District is known and respected. The Park District’s facilities, including visitor centers, nature centers, play areas, picnic shelters and trails, provide users with unique opportunities to learn about and interact with their surroundings. Educational programs led by highly skilled naturalists and recreation staff provide wonderful opportunities to recreate and/or learn about the natural world. And, through a variety of casual recreation opportunities, including biking and hiking on more than 165 miles of regional trails, swimming in a lake or a chlorinated swim pond, and cross-country skiing just to name a few, the Park District is dedicated to meeting the desires of its users.
Priority for funding in 2021 was given to those budget initiatives that maintain and support the level of service provided in past years including the appropriate compensation for staff, well maintained tools and equipment to allow staff to work effectively and efficiently and adequate staffing levels to meet the needs and expectations of park guests.
Continue to manage natural resources, be a leader in natural resource management issues and educate the public on natural resource management issues.
Management of open space and natural resources and the education of natural resources issues continues to grow in importance. Invasive species, both aquatic and land based, continue to impact natural resources and the Park District maintains its leadership role and works closely with state and local partners in managing and controlling these threats. The 2021 General Fund Operating Budget will continue to provide the resources necessary for water quality testing and studies, wildlife study and management, forest and prairie restoration and maintenance of landscaped areas by funding the hiring and retention of highly qualified staff, many of whom are viewed as experts in their fields and providing them with the funding needed to efficiently and effectively do their jobs.
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Provide for the health and safety of park guests through planning and operational changes to react to everchanging COVID-19 protocols.
The COVID-19 virus has required the Park District to make substantial changes to its operations in order to provide a safe environment for park guests to recreate and learn. State mandated COVID- 19 protocols have required changes to building operations, programming group size and programming options. In addition, the public’s desire for a safe way to spend time in parks and on trails has required the Park District to provide hand sanitizer stations, glass partitions for customer service counters as well as other measures. The 2021 General Fund Operating Budget provides the flexibility to provide the for the safety of users and changes to how services are delivered to meet the goals and needs of users.
Provide services to Park District users both within existing park locations and in resident’s local communities through a variety of methods including outreach to potential partners.
The Park District serves 44 municipalities and has long identified the need to provide services in the communities lacking regional parks. Over the last several years, the Park District has invested in programs and partnerships to increase our presence in many communities through visits to community festivals and parks, collaborative educational programming at a variety of sites outside of our parks, development of recreation and educational nodes along regional trails, programs as part of school curriculums and working with other partners to reach targeted populations. The ultimate goal is for Park District facilities and programs to be welcoming, provide a variety of activities throughout the recreation spectrum and reach out to underrepresented communities and groups. The 2021 budget funds these efforts through ways to make people more aware of the Park District and its programs, expanding outreach programs aimed at underrepresented groups and providing more options outside of park facilities.
Challenges Facing the Park District in 2021 and Beyond
Increased Park Visitation Park and Trail Users
14 Park users continue to enjoy the
District’s parks and trails in record 12 5.68 5.49 5.38 numbers. Visitation continues to 10 4.95 4.75 4.60 4.38 increase, and the Park District 3.98 3.82
8 3.34 anticipates annual visitation increases to continue for the foreseeable future. 6 Millions 7.69 7.29 7.26
5.84 5.78 5.71 5.69 5.62 5.28
4 4.90 Park and trail visitation was extremely heavy in 2020 due to the COVID-19 2 pandemic and restrictions on 0 gathering indoors and in groups. When the state ordered a “stay at home” order, it also encourage people Park Users Trail Users to recreate for their mental and physical health. Parks and trails instantly became favorite places to visit and remained so throughout summer and fall.
Increased visitation, combined with the high quality of service the District provides, will continue to impact the costs of operating and maintaining both parks and trails. Increased visitation requires more maintenance costs, increased cleaning costs and ultimately, additional staff to meet park users needs.
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Wages and Benefits
The Park District competes to attract users with other recreational and entertainment options. Park staff and the services they provide play a key component in attracting and retaining park users. For that reason, the hiring and retaining of highly qualified and creative staff is an annual priority. Wages and benefits account for 79% of the General Fund Budget. Increases in wages and benefits are influenced by internal factors (such as contracts, insurance premiums etc.) and external factors (labor market, state mandated minimum wage etc.) making it a challenge to continue to offer a high level of service while limiting property taxes. The 2021 budget certainly faced this challenge and the District expects to deal with this challenge when developing future budgets.
Natural Resources Management
The increased need to be proactive in protecting natural resources from invasive species and contamination continues to grow. Aquatic invasive species have infiltrated many water bodies in the Park District’s jurisdiction. Treatment to eliminate invasives along with efforts to prevent their spreading can be effective but are also expensive. Forest and prairie invasive species also continue to need attention to preserve those ecosystems. While the Park District can be a leader in controlling invasive species, educating park users and cooperating with other interested groups is absolutely necessary to be successful. The 2021 budget addresses these issues and contains plans to engage the public and other partners. Future budgets will need to continue to include these efforts and the costs associated with them.
Property Taxes
The Park District’s largest revenue stream comes from the property tax levied against all property in suburban Hennepin County. The property tax levy has two components; an operating levy and a debt service levy. The operating levy is used to fund daily operations and the Board of Commissioners has the responsibility for setting the operating levy each year. The operating levy is limited by state statute to .03224% of taxable market value. The Park District monitors its levy compared to this limit annually, but has always been well below the limit. The levy limit for 2021 is $44,208,824 while the actual operating levy is $36,084,264. The second component, the debt service levy, must be used to pay the principal and interest on debt issued for park acquisition and improvements. This amount can be decreased if adequate funds are on hand to help pay principal and interest costs.
Property Tax Levy History The combined impact of the two components of the tax levy are what the taxpayer sees and hence, the overall tax levy is the amount the Levy Amount (in Percent Park District has worked extremely hard to control. As the table to Year millions) Change 2011 40.17 (2.0%) the left shows, the Park District has avoided large annual tax 2012 40.28 0.3% increases. During the same period, the District has continued to 2013 40.28 -- provide core services while adding trails and new services. 2014 40.30 -- Decreases to the debt service levy have often resulted in 2015 41.21 2.3% corresponding changes to the operating levy in an effort to not 2016 41.47 0.6% increase the tax burden of suburban Hennepin County residents. In 2017 41.46 -- fact between 2011 and 2021, the annual tax levy increase has 2018 41.44 -- 2019 41.43 -- averaged $357,000 with five years showing no increase at all. The 2020 42.63 2.9% ability to convert debt service levy decreases into operating levy 2021 43.74 2.6% increases is no longer a mechanism available to continue to fund operational increases. Therefore, 2021 represents only the second time in the last decade where the tax levy has increased in two consecutive years. The 2.61% property tax increase for 2021 results in a $2.99 per year increase in the taxes for a $325,000 homeowner in suburban Hennepin County.
In an effort to plan for the future, the Park District put together a plan to limit property tax increases while still allowing for operational growth and anticipated future debt service costs. This plan projects - 3 -
property tax increases for the next 5 years to be between 3 and 4% each year. This plan provides a starting point for future budgets and the actual tax levy increase will be determined annually based on priorities and the District’s ability to use other strategies to balance the budget including reallocating resources to higher priority activities and increasing user fees.
Park District System Plan
The Park District completed its 2040 system plan during the past year. The System Plan identifies the Park District’s vision and goals for the future and will guide decision making and budget priorities. The vision of the 2040 system plan is to make nature easily accessible for all people to experience and appreciate on a regular basis, foster connections to nature through high quality education programs and recreational offerings and inspire curiosity, promote stewardship and improve the quality of life while preserving natural resources for future generations.
Achieving this vision will require the Park District to continue looking at how and where recreational services are provided and will need to include searching for partners to help provide services. Currently the Park District partners with a number of cities, school districts and other organizations to provide recreational and educational services. Future partnerships will be needed if the Park District is to continue to meet the user’s and taxpayer’s recreational and educational needs and desires while facing increasing costs driven by market conditions and continued increase in the number of park visits and requested services.
Funding for the 2021 General Fund Operating Budget
Funding for the 2020 General Fund Operating Budget is provided by property taxes, user fees, intergovernmental revenues and other miscellaneous revenues. The following table summarizes the sources of funding over the last 4 years:
2021 Budget Over/(Under) 2020 2018 2019 2020 2021 Budget Source of Revenue Actual Actual Budget Budget Dollars % Property Taxes $31,159,542 $30,946,186 $34,046,186 $35,480,227 $1,434,041 4.21% Park Use 7,540,804 7,265,890 7,325,530 6,340,513 (985,017) (13.44%) Grants-Met Council 919,831 1,135,617 1,139,146 1,139,146 ------Grants-Other 447,810 285,248 165,910 165,910 ------Interfund Transfers 32,085 56,559 76,732 76,732 ------Interest Income 188,208 200,224 200,000 200,000 ------Other Revenue 418,395 523,107 255,302 253,802 (1,500) (0.59%) Total Revenue $40,706,675 $40,412,831 $43,208,806 $43,656,330 $447,524 1.04%
The increase in property tax revenue is due to the 2.61% property tax levy increase discussed above. The percentage shown is more than the 2.61% increase since the information in the above table does not include the debt service levy which is decreasing for 2021.
The budget for park use revenue includes a variety of decreases associated with the impact of COVID- 19 on Park District operations. State restrictions have resulted in decreased revenue from programming, facility rental and a variety of other revenue streams. The Park District expects lower revenues to continue in 2021 and has therefore reduced revenue estimates accordingly. It is not clear if these revenue decreases will be short-term or permanent decreases. Future handling of COVID-19 and the public’s response to the reopening operations will determine future park use revenue targets.
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A more detailed listing of revenues in the 2021 budget can be found on the Revenue Summary by Source table included on page 6.
Expenses included in the 2021 General Fund Operating Budget
Expenses contained in the 2021 General Fund Operating Budget are related to the costs for wages and benefits, supplies, services and other charges required to carry out the Park District’s day to day operations. Major changes from 2020 include the following:
• Increased wage costs due to 2021 salary adjustments including a 1.5% general wage General Fund Expenses increase, changes required by union 0.36% 0.12% contracts, and the continuation of 3.12% performance and step-based pay systems. ($1,166,917) • Increased health insurance premiums that 3.70% 14.20% are shared between the Park District and its employees ($477,337). • Changes to staffing to realign staff 78.50% resources with the goals and priorities of the District (reduction of $17,038). • Changes to seasonal staffing hourly rates as required by the state mandated minimum wage and union contract requirements ($38,440). • Additional seasonal staffing to expand Wages and Benefits Supplies programming and interaction opportunities with underserved groups ($26,273). Services Other Charges • Increased contribution from the General Capital Outlay Transfers and Contingency Fund to manage the costs of operating and maintaining the District’s fleet of vehicles and equipment. This was the second year of a three year plan to return to full funding of maintaining and operating the District’s fleet ($300,000). • Increased costs of licensing Zoom to allow for electronic meetings to keep staff and the public safe ($17,000).
Summaries of expenses by type and by function can be found in the following section starting on page 7.
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2021 GENERAL FUND OPERATING BUDGET REVENUE SUMMARY BY SOURCE
2021 Budget 2020 Over/(Under) 2018 2019 Amended 2021 2020 Budget Source of Revenue Actual Actual Budget Budget Dollars % Property Taxes Current 31,213,854 30,966,950 33,928,538 35,362,579 $1,434,041 4.23% Delinquent (54,312) (20,764) 117,648 117,648 -- -- Total Property Taxes 31,159,542 30,946,186 34,046,186 35,480,227 1,434,041 4.22%
Park Use Special Use Fees 1,070,565 1,015,871 1,274,568 1,174,568 (100,000) (7.85%) Public Programming 1,031,545 969,253 963,275 578,275 (385,000) (39.97%) Group Education 650,007 593,326 727,330 442,330 (285,000) (39.18%) Reservations 229,080 198,985 206,007 204,507 (1,500) (.73%) Equipment Rental 373,714 373,007 311,925 308,625 (3,300) (1.06%) Camping 546,304 515,087 481,480 471,480 (10,000) (2.08%) Tubing 733,431 635,501 567,409 567,409 -- -- Cross Country Ski Fees 698,958 714,073 575,000 575,000 -- -- Facility Use Fees 621,758 683,159 705,232 568,732 (136,500) (19.36%) Concessions 654,536 639,841 664,610 609,898 (54,712) (8.23%) Other 930,909 927,787 848,694 839,689 (9,005) (1.06%) Total Park Use 7,540,807 7,265,890 7,325,530 6,340,513 (985,017) (13.45%)
Intergovernmental State - Oper. & Maint 661,056 657,526 661,056 661,056 -- -- State - PERA Aid 45,910 45,910 45,910 45,910 -- -- State - Public Safety 132,792 129,035 120,000 120,000 -- -- State - Lottery In Leiu of 258,772 478,090 478,090 478,090 -- -- Other State Grants 152,680 59,767 ------Local Grants 116,431 50,537 ------Total Grants 1,367,641 1,420,865 1,305,056 1,305,056 -- --
Transfers Operating Transfers From: Noerenberg Trust Fund 32,085 36,218 56,732 56,732 -- -- Donations Fund 20,341 20,000 20,000 -- -- Park Maintenance Fund ------Total Transfers 32,085 56,559 76,732 76,732 -- --
Other Interest Income 157,632 200,224 200,000 200,000 -- -- Unrealized Gain/(Loss) on Investments 30,576 142,344 ------Charges for Services 87,492 143,432 106,836 106,836 -- -- Fines and Forfeitures 49,842 30,600 25,000 25,000 -- -- Miscellaneous Revenue 281,061 206,731 123,466 121,966 (1,500) (1.21%) Total Other 606,603 723,331 455,302 453,802 (1,500) (.33%)
Total Revenue $40,706,678 $40,412,831 $43,208,806 $43,656,330 $447,524 1.04%
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2021 GENERAL FUND OPERATING BUDGET EXPENDITURE SUMMARY BY TYPE
2021 Budget 2020 Over (Under) Type of 2018 2019 Amended 2021 2020 Budget Expenditure Actual Actual Budget Budget Dollars Percent
Personal Services $ 29,960,885 $ 31,151,479 $ 32,639,919 $ 34,269,421 $ 1,629,502 4.99%
Commodities and Supplies 1,532,764 1,627,635 1,728,405 1,616,612 (111,793) (6.47%)
Contracted Services 5,577,575 5,519,318 6,097,197 6,200,832 103,635 1.70%
Other Charges 1,359,735 1,309,225 1,361,280 1,362,460 1,180 0.09%
Capital Outlay 545,701 139,250 155,600 155,600 -- --
Contingency -- -- 20,000 20,000 -- --
Transfers to Other Funds 1,012,947 16,174 1,206,405 31,405 (1,175,000) (97.40%)
TOTAL $ 39,989,607 $ 39,763,081 $ 43,208,806 $ 43,656,330 $ 447,524 1.04%
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2021 GENERAL FUND OPERATING BUDGET EXPENDITURE SUMMARY BY FUNCTION
2021 Budget
2020 Over/(Under) 2018 2019 Amended 2021 2020 Budget Actual Actual Budget Budget Dollars Percent Park Maintenance Park and Trail Maintenance $ 8,713,958 $ 8,928,716 $ 9,613,492 $ 10,196,837 $ 583,345 6.07% Park Maintenance Management 364,221 444,298 441,931 448,188 6,257 1.42% Carpentry 620,015 714,642 712,088 748,624 36,536 5.13% Central Services 703,101 709,267 753,732 787,973 34,241 4.54% 10,401,295 10,796,923 11,521,243 12,181,622 660,379 5.73%
Public Safety 1,910,529 1,896,928 1,887,411 1,981,425 94,014 4.98%
Recreation, Education and Natural Resources Park Facility Services 3,066,263 3,237,811 3,373,899 3,473,065 99,166 2.94% Park Facility Management 858,739 851,170 885,905 921,842 35,937 4.06% Nature and Outdoor Education 5,958,398 5,898,673 6,472,962 6,706,262 233,300 3.60% Outdoor Education Management 82,750 148,737 462,831 330,871 (131,960) (28.51%) Recreation Programming 883,691 914,282 991,352 999,225 7,873 0.79% Forestry and Horticulture 1,875,348 1,967,145 2,026,163 2,074,435 48,272 2.38% Wildlife 739,623 618,383 678,334 790,472 112,138 16.53% Water Resources 522,956 578,633 647,534 667,838 20,304 3.14% Natural Resources Management 156,108 236,096 253,373 261,267 7,894 3.12% Division Administration 407,652 577,633 546,957 580,219 33,262 6.08%
Total Recreation, Education and Natural Resources 14,551,528 15,028,563 16,339,310 16,805,496 466,186 2.85%
Park Design, Planning and Technology Design/Development 555,639 674,007 569,394 604,315 34,921 6.13% Planning 600,750 646,149 693,868 728,621 34,753 5.01% Research 276,097 269,029 290,487 302,887 12,400 4.27% Technology 2,155,983 2,227,853 2,298,849 2,398,039 99,190 4.31% Division Administration 282,816 292,517 295,315 307,107 11,792 3.99% Total Park Design and Planning 3,871,285 4,109,555 4,147,913 4,340,969 193,056 4.65%
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2021 GENERAL FUND OPERATING BUDGET EXPENDITURE SUMMARY BY FUNCTION
2021 Budget 2020 Over/(Under) 2018 2019 Amended 2021 2020 Budget Actual Actual Budget Budget Dollars Percent
Administration Board of Commissioners 171,640 180,702 202,423 221,857 19,434 9.60% Office of the Superintendent 814,438 853,883 759,258 782,935 23,677 3.12% Total Administration 986,078 1,034,585 961,681 1,004,792 43,111 4.48%
General Government Functions Finance 1,999,310 2,075,376 1,610,357 1,680,174 69,817 4.34% Communications 1,028,197 996,346 1,346,168 1,230,807 (115,361) (8.57%)
Community Engagement/Outreach 674,983 646,836 778,549 840,473 61,924 7.95% Guest Relations 531,756 599,831 729,199 764,288 35,089 4.81% Special Events ------57,914 57,914 100.00% Human Resources 2,059,276 1,988,746 2,121,805 2,158,285 36,480 1.72% Administration 416,722 433,968 383,165 403,080 19,915 5.20% Total General Government Functions 6,710,244 6,741,103 6,969,243 7,135,021 165,778 2.38%
Capital Outlay 545,701 139,250 155,600 155,600 -- --
Operating Transfers 1,012,947 16,174 1,206,405 31,405 (1,175,000) (97.40%)
Contingency -- -- 20,000 20,000 -- --
TOTAL EXPENDITURES $ 39,989,607 $39,763,081 $43,208,806 $43,656,330 $ 131,162 0.30%
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THREE RIVERS PARK DISTRICT COMPARISON OF ACTUAL 2020 AND 2021 PROPERTY TAX LEVY
OPERATING BUDGET DEBT SERVICE TOTAL
2020 2021 2020 2021 2020 2021
Gross amount required from Property Tax $33,928,538 $35,362,579 $8,009,182 $7,656,693 $41,937,720 $43,019,272
Divided by collection rate of 98.0% (Operating Budget only) 98% 98% N/A N/A N/A N/A
Amount required from Property Tax Levy $34,620,957 $36,084,264 $8,009,182 $7,656,693 $42,630,139 $43,740,957 Percent Increase 2.61% (Operating Budget=75.29%)
- 10- - (Debt Service=24.71%) Less: Fiscal Disparities (2,671,491) (2,746,973) (618,020) (582,878) (3,289,511) (3,329,851)
LOCAL LEVY NEEDED $31,949,466 $33,337,291 $7,391,162 $7,073,815 $39,340,628 $40,411,106
Value used for levy rate $1,376,450,664 $1,452,253,610 $1,376,450,664 $1,452,253,610 $1,376,450,664 $1,452,253,610 (x) Net Tax Capacity Rate 0.02321 0.02296 0.00538 0.00487 0.02859 0.02783
LEVY BY HENNEPIN COUNTY $31,947,420 $33,343,743 $7,405,305 $7,072,475 $39,352,724 $40,416,218
Tax Levy for Operations Limit
Total Market Value $137,124,144,358 Percentage 0.03224% 44,208,824 2020 Property Tax Levy 36,084,264 Unused Tax Levy Authority $8,124,560
THREE RIVERS PARK DISTRICT COMPARISON OF 2020 AND 2021 PROPERTY TAX AMOUNTS FOR SELECTED RESIDENTIAL PROPERTIES
OPERATING BUDGET DEBT SERVICE TOTAL 2020 2021 2020 2021 2020 2021
If market value = $250,000 in 2020 $250,000 $263,750 $250,000 $263,750 $250,000 $263,750 Market Value Exclusion $14,740 $13,503 $14,740 $13,503 $14,740 $13,503 Tax Capacity @ 1.00% $2,353 $2,503 $2,353 $2,503 $2,353 $2,503 (x) Net Tax Capacity Rate (decimal) 0.02322 0.02296 0.00537 0.00487 0.02859 0.02783
Three Rivers Park District Tax $54.64 $57.47 $12.64 $12.19 $67.28 $69.65
If market value = $325,000 in 2020 $325,000 $342,875 $325,000 $342,875 $325,000 $342,875 Market Value Exclusion $7,990 $6,381 $7,990 $6,381 $7,990 $6,381 Tax Capacity @ 1.00% $3,171 $3,365 $3,171 $3,365 $3,171 $3,365 (x) Net Tax Capacity Rate (decimal) 0.02322 0.02296 0.00537 0.00487 0.02859 0.02783
Three Rivers Park District Tax $73.63 $77.26 $17.03 $16.39 $90.66 $93.65
If market value = $400,000 in 2020 $400,000 $422,000 $400,000 $422,000 $400,000 $422,000 Market Value Exclusion $1,240 $0 $1,240 $0 $1,240 $0 Tax Capacity @ 1.00% $3,988 $4,220 $3,988 $4,220 $3,988 $4,220 (x) Net Tax Capacity Rate (decimal) 0.02322 0.02296 0.00537 0.00487 0.02859 0.02783
Three Rivers Park District Tax $92.60 $96.89 $21.42 $20.55 $114.02 $117.44
For each example, it is assumed that the market value of the property from 2020 to 2021 will increase by 5.5% which is the increase in valuation for the Park District as a whole. T
The Market Value Exclusion is a method used by the state to subsidies residential property taxes by decreasing their taxable value. It is a graduated system providing greater relief for lower valued properties. It is calculated as 40% of a homes value if the home is valued under $76,000. For properties over $76,000, the exclusion is $30,400 minus 9% of the value over $76,000.
2021 GENERAL FUND OPERATING BUDGET FULL TIME EQUIVALENT POSITIONS
PARK AND TRAIL MAINTENANCE
Full-Time Equivalents Positions 2020 2021 Director of Maintenance (1) 0.50 0.50 Senior Manager of Parks and Trails Maintenance (1) 1.00 1.00 Park Maintenance Supervisor (6) 6.00 6.00 Ski and Golf Maintenance Supervisor 0.35 0.00 Golf Maintenance Supervisor (1) 0.20 0.20 Crew Chief (11) 11.00 11.00 Park Technician (19) 15.95 15.95 Park Keeper (12) 12.00 12.00 Park Worker (14) 14.00 14.00 Dam Operations Specialist (1) 1.00 1.00 Golf Specialist (1) 0.20 0.20 Ski Hill Specialist - (1) 1.00 1.00 Project Technician (1) 1.00 1.00 Golf Technician (1) 0.40 0.40 Custodian (15) 14.50 14.50 Administrative Specialist (1) 1.00 1.00 Central Services Coordinator (1) 1.00 1.00 Electric/Building Supervisor (1) 1.00 1.00 Electrician (1) 1.00 1.00 HVAC Specialist - (1) 1.00 1.00 Construction Services Supervisor (1) 1.00 1.00 Carpenter (6) 5.70 5.70 Total – Regular Full Time Equivalent Positions 90.80 90.45 Total – Temporary/Intermittent Hours 61,685 61,685
PUBLIC SAFETY
Full-Time Equivalents Positions 2020 2021 Director of Public Safety (1) 1.00 1.00 Administrative Assistant (1) 1.00 1.00 Sergeant (2) 2.00 2.00 Police Officers (12) 9.75 9.75 Total – Regular Full Time Equivalent Positions 13.75 13.75 Total – Temporary/Intermittent Hours 0 0
Note: Positions shown are for the General Fund Operating Budget Only. Some positions may be split between the General Fund Operating Budget and other budgets.
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2021 GENERAL FUND OPERATING BUDGET FULL TIME EQUIVALENT POSITIONS
DIVISION OF RECREATION, EDUCATION AND NATURAL RESOURCES Full-Time Equivalents Positions 2020 2021 Associate Superintendent for Recreation, Education and Natural Resources (1) 1.00 1.00 Golf Operations Supervisor (1) 0.25 0.25 Program and Facility Coordinator (1) 1.00 1.00 Director of Facility Services (1) 1.00 1.00 Park Operations Supervisor (5) 5.00 5.00 Alpine Patrol Supervisor (1) 0.10 0.10 Golf Operations Supervisor (1) 0.20 0.20 Facility Supervisor (5) 5.50 5.50 Shift Leader (3) 2.35 1.54 Lead Facility Attendant (4) 2.30 2.30 Facility Attendant (3) 1.43 1.43 Facility Coordinator (3) 2.70 2.70 Ski School Supervisor (1) 1.00 1.00 Golf Program Supervisor (1) 0.20 0.20 Food Service Supervisor (1) 0.70 0.70 Public Service Officer Supervisor (1) 1.00 1.00 Park Service Assistant (8) 7.80 7.80 Park Security Supervisor (1) 1.00 1.00 Division Support Assistants (3) 3.00 3.00 Recreation Supervisor (1) 1.00 1.00 Recreation Program Specialist (6) 5.20 5.20 Outdoor Recreation Educator (2) 1.30 1.30 Program Secretary (1) 1.00 1.00 Director of Natural Resources Management (1) 1.00 1.00 Senior Manager of Forestry (1) 1.00 1.00 Horticulture Operations Supervisor (1) 1.00 1.00 Landscape Specialist (1) 1.00 1.00 Gardener (1) 1.00 1.00 Forestry Operations Manager (1) 1.00 1.00 Natural Resources Specialist – Forestry (1) 1.00 1.00 Forestry Specialist (1) 1.00 1.00 Nursery Operations Specialist (1) 1.00 1.00 Propagation Specialist (1) 1.00 1.00 Technicians (4) 4.00 4.00 Forestry Keepers (3) 3.00 3.00 Senior Manager for Wildlife (1) 1.00 1.00 Natural Resources Specialist – Wildlife (1) 1.00 1.00 Invasive Species Coordinator (1) 1.00 1.00 Wildlife Biologist (1) 1.00 1.00 Wildlife Specialist (2) 2.00 2.00 Senior Manager for Water Resources (1) 1.00 1.00 Water Resources Supervisor (1) 1.00 1.00 Natural Resources Specialist-Water Resources (3) 2.00 2.00 Water Resources Technician (1) 1.00 1.00 Secretary (1) 1.00 1.00
Note: Positions shown are for the General Fund Operating Budget Only. Some positions - 13 -
2021 GENERAL FUND OPERATING BUDGET FULL TIME EQUIVALENT POSITIONS DIVISION OF RECREATION, EDUCATION AND NATURAL RESOURCES (Continued) Full-Time Equivalents Positions 2020 2021 Director of Outdoor Education (1) 1.00 1.00 Division Coordinator (1) 1.00 1.00 Nature Center Education Supervisor (5) 5.00 5.00 Interpretive Naturalist (28) 24.10 24.10 Naturalist Programmer (3) 1.30 1.30 Environmental Educator (1) 1.00 1.00 Office Support Assistant (9) 5.70 5.70 Nature Center Secretary/ Receptionist (1) 0.80 0.80 Food Service Supervisor (1) 0.60 0.60 Landing/Cultural Heritage Manager (1) 1.00 1.00 Cultural Heritage Intrepreter (6) 3.90 3.90 Office Support Assistant (1) 1.00 1.00 Silverwood Park Supervisor (1) 1.00 1.00 Facility Supervisor (1) 1.00 1.00 Café Supervisor (1) 0.60 0.60 Lead Barista (5) 3.00 3.00 Farm and Art Educator (1) 0.50 0.50 Art Program Coordinator (1) 1.00 1.00 Art Educator (5) 3.80 3.80 Art Programmer (2) 1.10 1.10 Interpretive Naturalist (2) 0.60 0.60 Office Support Assistant (1) 1.00 1.00 Gale Woods Farm Supervisor (1) 1.00 1.00 Farm Operators Specialist (1) 1.00 1.00 Farm Program Coordinator (1) 1.00 1.00 Farm and Art Educator (1) 0.50 0.50 Farm Educator (5) 3.80 3.80 Community Supported Agriculture Coordinator (1) 0.80 0.80 Office Support Assistant (3) 1.60 1.60 Total - Regular Full Time Equivalent Positions 144.73 143.92 Total - Temporary/Intermittent Hours 169,958 172,776
Division of Administration Full-Time Equivalents Positions 2020 2021 Commissioners (7) Superintendent (1) 1.00 1.00 Executive Assistant (1) 1.00 1.00 Adminstrative Assistant (1) 1.00 1.00 Legal Counsel (1) 0.75 0.75 Total - Regular Full Time Equivalent Positions 3.75 3.75 Total - Temporary/Intermittent Hours 0.00 0.00
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2021 GENERAL FUND OPERATING BUDGET FULL TIME EQUIVALENT POSITIONS
DIVISION OF PARK DESIGN AND PLANNING Full-Time Equivalents Positions 2020 2021 Associate Superintendent for Design, Planning and IT (1) 1.00 1.00 Administrative Assistant (1) 1.00 1.00 Director of Design (1) 1.00 1.00 Senior Manager of Engineering (1) 1.00 1.00 Project Manager (1) 1.00 1.00 Senior Engineering Technician (1) 1.00 1.00 Landscape Architect (1) 1.00 1.00 Director of Planning (1) 1.00 1.00 Principal Planner (1) 1.00 1.00 Planner (1) 0.50 0.50 Landscape Architect (1) 1.00 1.00 Senior Manager of Regional Trails (1) 1.00 1.00 Senior Manager of Research (1) 1.00 1.00 Research and Evaluation Coordinator (1) 1.00 1.00 Administrative Specialist (1) 1.00 1.00 Director of Information Technology (1) 1.00 1.00 Senior Manager of Technology Infrastructure (1) 1.00 1.00 IT Network Administrator (1) 1.00 1.00 Computer Network Technician (1) 1.00 1.00 Recreation Software Administrator 1.00 1.00 Senior Manager of GIS/ Business Applications (1) 1.00 1.00 GIS Technician (2) 2.00 2.00 Enterprise Applications Administrator (1) 1.00 1.00 IT Support Analyst (2) 2.00 2.00 IT Support Technician (1) 1.00 1.00 Information Technology Clerk (1) 0.50 0.50 Total – Regular Full Time Equivalent Positions 27.00 27.00 Total – Temporary/Intermittent Hours 3,950 3,950
GENERAL GOVERNMENT FUNCTIONS Full-Time Equivalents Positions 2020 2021 Chief Financial Officer (1) 1.00 1.00 Senior Finance Manager (1) 1.00 1.00 Accountant I (1) 1.00 1.00 Accounting Technician (2) 2.00 2.00 Treasury Manager (1) 1.00 1.00 Revenue Analysts (3) 3.00 3.00 Accountant II (1) 1.00 1.00 Records Management Clerk (1) 1.00 1.00
Note: Positions shown are for the General Fund Operating Budget Only. Some positions may be split between the General Fund Operating Budget and other budgets.
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2021 GENERAL FUND OPERATING BUDGET FULL TIME EQUIVALENT POSITIONS
GENERAL GOVERNMENT FUNCTIONS - Continued
Full-Time Equivalents Positions 2020 2021 Director of Marketing and Community Engagement (1) 1.00 1.00 Media and Intergovernmental Relations Specialist (1) 1.00 1.00 Communications Manager (1) 1.00 1.00 Marketing and Communciations Coordinator (1) 1.00 1.00 Senior Graphic Designer (2) 2.00 2.00 Photo/Video Media Specialist (1) 1.00 1.00 Marketing Specialist (1) 1.00 1.00 Web Coordinator (1) 1.00 1.00 Digital Marketing Assistant (1) 1.00 1.00 Media Relations Specialist (1) 1.00 1.00 Community Engagement Supervisor (1) 1.00 1.00 Community Engagement Specialist (3) 2.50 2.50 Volunteer and Donor Retlations Supervisor (1) 1.00 1.00 Volunteer Resources Coordinator (2) 2.00 2.00 Office Support Assistant (2) 1.50 1.50 Guest Services Manager (1) 1.00 1.00 Guest Services Sales Specialist (1) 1.00 1.00 Lead Guest Services Representative (1) 1.00 1.00 Guest Services Representative (4) 2.50 2.50 Event and Sponsorship Coordinator (1) 1.00 1.00 Sales and Event Coordinator (1) 1.00 1.00 Sales and Event Assistant (1) 0.80 0.80 Office Support Assistant (2) 1.75 1.75 Administrative Assistant (1) 1.00 1.00 Director of Human Resources (1) 1.00 1.00 Human Resources Manager (1) 1.00 1.00 Human Resources Generalist (1) 1.00 1.00 Human Resources Partner (3) 3.00 3.00 Payroll and Benefits Coordinator (1) 1.00 1.00 Safety Videographer/Producer (1) 1.00 1.00 Organizational Development Manager (1) 1.00 1.00 Organizational Development Coordinator (1) 1.00 1.00 Total – Regular Full Time Equivalent Positions 51.05 51.05 Total – Temporary/Intermittent Hours 4,862 4,862
TOTAL GENERAL FUND 2021 OPERATING BUDGET Full-Time Equivalents Positions 2020 2021
Total – Regular Full Time Equivalent Positions 331.08 329.92
Total – Temporary/Intermittent Hours 240,455 243,273
- 16 - Hyland Hills Ski Area 2021Operating Budget Hyland Hills Ski Area November 2020 Three Rivers Park District Hyland Hills Ski Area 2021 Proposed Operating Budget
Table of Contents Executive Summary ...... 3 Overview of the 2019-2020 Season ...... 3 2021 Budget ...... 3 Proposed Revenue Summary ...... 5 Recommended Fee Changes ...... 6 Proposed Expenditure Summary ...... 7 Comparative Rates ...... 9 Staffing Plan ...... 10
Prepared by:
Howard Koolick, Chief Financial Officer Jeff May, Director of Enterprise Operations Doug Berens, Director of Maintenance Brian Brown, Parks and Trails Maintenance Manager Andrew Berns, Operations Supervisor Damon Johnson, Ski Maintenance Supervisor
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Hyland Hills Ski Area Executive Summary
Overview of 2019 and 2020
While Hyland Hills budgets and reports on a calendar year, operations are easier to review on a seasonal basis. Like the previous season, the 2019-20 ski season began earlier than normal, with an early cold snap allowing the ski hill to make enough snow to open on November 9th. The weather during the important holiday break was good with only 2 days of poor weather enabling the 19-20 ski season to get off to a terrific start.
The remainder of the season saw well-timed snow events, comfortable outdoor recreation conditions, without the major temperature spikes in either direction that can hamper interest in skiing and snowboarding. Hyland Hills finished the year with near record of 120 ski days (124 being the record) in the 2019-20 winter season. The season ended on March 15th just as the COVID-19 Virus was beginning to effect businesses in Minnesota.
The favorable weather resulted in strong daily ticket, food, merchandise, rental, lesson, and parking revenue. Hyland Hills’ SnowSports Academy continued to fill its’ lesson offerings and offered a couple of new programs including a Date Night couple’s lesson and youth passport program. As usual Hyland hosted several events, races and competitions throughout the ski season.
The summer was unfortunately severely impacted by the COVID-19. The Chalet was empty for much of the summer with only a few “limited capacity” events in late summer and early fall were held. Many events re-booked for the summer of 2021. Early summer movie nights and concerts were cancelled as well. The hill did host a late summer movie and fall concert along with chairlift rides on October 10th. Hyland staff was re-assigned for summer duty to other areas of the Park District including golf course operations and maintenance.
2021 Budget
The 2021 operating budget includes revenues of $4,922,200 and expenditures of $4,801,623, resulting in a contingency (net income) of $120,577. The budgeted contingency does not cover the financial business model goal of 10% of budget expenditures. The financial business model requires that funds for any principal and interest payments be available before attempting to meet the ten percent contingency goal. The 2021 budget does provide for the debt service payments of $378,050 and the transfer to the Chairlift Replacement Fund of $130,000. Annual budgets will need to continue to ensure the funds for the bond payments are available before attempting to meet the other requirements of the financial business model.
2021 Budget Highlights
The 2021 budget, covering January 1, 2021 through December 31, 2021 includes the latter portion of the winter 2020-2021 season, all of the 2021 summer activities and the first part of the 2021-2022 winter season.
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Revenues for 2021 are budgeted at $4,922,200, an increase of $179,200 over the 2020 budget. This increase is based on the 4-year average of revenues and trends since completion of the new chalet (the past 3 seasons being record years both in terms of ski days in excess of 120 each season and revenues). The major changes in revenues include:
♦ Lift Tickets – An increase of $200,000 due to increased sales in daily lift tickets, group tickets and season passes over the past 2 seasons.
♦ Rental Equipment and helmets – An increase of $40,000 due to increased rental sales due to increased daily visits, group sales and lesson participants.
♦ Daily Paid Parking – An increase of $20,000 due to increased use based on the pricing structure started 4 years ago of $2.00/hour and $10.00 maximum per day.
♦ Merchandise Sales – An increase of $20,000 due to increased sales coinciding with increased visits and well purchased, displayed and priced options.
♦ Ski School – A decrease of $47,000 as a result of reduced class sizes in 2020-2021 due to COVID-19.
♦ Summer Operations – A decrease of $52,300 due to projected impacts of COVID-19 on 2021 Summer Rentals. Although recruitment of facility rentals and other summer activities have been very successful, limitations on event size may still be in place.
Expenditures for 2021 are budgeted at $4,922,200 including a contingency (net income) of $120,577. The major increases in expenses include:
♦ Personal Services – An increase of $127,907 resulting from inflationary adjustments, merit and step increases consistent with the program recommended for all Park District employees and increased costs of health insurance.
♦ Supplies, Contracted Services, and Other Costs – An increase of $49,785 resulting from increased ISF charges, which cover equipment costs including fuel, maintenance, and future replacement and increased costs for hill improvements and merchandise for resale.
♦ Contingency (net income) – An increase of $1,058.
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Hyland Hills Ski Area 2021 Operating Budget Proposed Revenue Summary
2019 2020 2021 Actual Budgeted Budgeted Description Revenue Revenue Revenue
Rental Lockers 32,313 30,000 30,000 Merchandise Sales 226,828 190,000 210,000 Daily Parking 153,973 120,000 140,000 Ski Tickets/Fees 2,472,123 1,900,000 2,100,000 Disc Golf Fees 6,630 7,000 5,000 Other Charges 0 0 0 PARK USE REVENUE 2,891,867 2,247,000 2,485,000
Handling Fees 6,594 4,500 4,500 Ski School Fees 1,019,206 997,000 950,000 SKI SCHOOL REVENUE 1,025,800 1,001,500 954,500
Alpine Ski Rental 529,467 450,000 470,000 Helmet Rental 72,303 30,000 50,000 Sale of Equipment 0 0 RENTAL OPERATIONS REVENUE 601,770 480,000 520,000
Food and Beverage Sales 793,515 700,000 700,000 Beer Sales 17,912 15,000 15,000 FOOD SERVICE REVENUE 811,427 715,000 715,000
Catering Fees 27,323 30,000 25,000 Other Rental 3,262 0 Food and Beverage 77,155 40,000 30,000 Beer/Wine 115,830 100,000 80,000 Facility Use 143,638 110,000 80,000 Other Service Charges 18,144 20,000 32,700 SUMMER OPERATIONS REVENUE 385,352 300,000 247,700
NON-OPERATING REVENUE 32,262 0 0
TOTAL FACILITY REVENUE 5,748,478 4,743,500 4,922,200
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Hyland Hills Ski Area 2021 Operating Budget Recommended Fee Changes
Lift Tickets & Equipment
♦ No recommended changes.
Lessons and Programs
♦ Minor increases to some group and private lessons.
Season Passes
♦ No recommended changes.
Parking
♦ No recommended changes.
Group Sales
♦ No recommended changes.
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Hyland Hills Ski Area 2021 Operating Budget Proposed Expenditure Summary
2019 2020 2021 Description Actual Budget Request Area Management (9210) Personnel Services 612,965 471,520 519,121 Commodities 178,808 166,000 176,000 Contracted Services 74,448 55,500 55,500 Other Charges 141,013 121,700 121,700 Total 1,007,234 814,720 872,321
Maintenance (9220) Personnel Services 819,533 896,833 941,476 Commodities 98,508 104,550 104,550 Contracted Services 468,174 538,370 548,155 Capital Outlay 0 0 0 Other Charges 793 750 750 Total 1,387,008 1,540,553 1,594,931
Rental & Lifts (9230) Personal Services 534,826 442,203 445,048 Commodities 95,015 76,000 76,000 Contracted Services 63 0 0 Other Charges 156 1,000 1,000 Total 630,130 519,203 522,048
Ski School (9240) Personal Services 452,780 407,799 414,200 Commodities 10,435 11,000 11,000 Contracted Services 1,566 900 900 Other Charges 2,400 1,000 1,000 Total 467,181 420,699 427,100
Food Service (9250) Personal Services 413,538 392,588 399,249 Commodities 380,241 273,000 273,000 Contracted Services 13,864 6,000 6,000 Other Charges 1,487 0 0 Total 809,130 671,588 678,249
Summer Use (9260) Personnel Services 60,284 59,168 78,924 Commodities 42,296 30,000 30,000 Contracted Services 30,749 0 0 Other Charges 51 0 0 Total 133,380 89,168 108,924 (continued on next page)
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2019 2020 2021 Description Actual Budget Request Non-Operating Expenses (9190) Improvements 0 60,000 90,000 Bond Principal and Interest 383,117 378,050 378,050 Contingency 0 119,519 120,577 Transfer to: Lift Replacement Fund 130,000 130,000 130,000 Total 513,117 687,569 718,627
GRAND TOTAL 4,947,180 4,743,500 4,922,200
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Hyland Ski Area – 2021 Operating Budget Comparative Rates
Season Pass/Daily Lift Ticket - Comparative Rate Survey Youth Full Day Full Day Evening Facility Season Pass Season ½ Day Weekend Weekday Special Pass
Hyland Ski Area $479.00 $379.00 $38.00 $38.00 $35.00 $20.00
Afton Alps $479.00 $379.00 $60.00 $55.00 $50.00 n/a
Buck Hill $450.00 $350.00 $47.00 $34.00 $29.00 $18.00
Powder Ridge $460.00 $305.00 $50.00 $36.00 $36.00 $25.00
Trollhaugen $440.00 $330.00 $55.00 $55.00 $36.00 $20.00
Welch Village $429.00 $359.00 $64.00 $55.00 $54.00 $35.00
Wild Mountain $450.00 $340.00 $56.00 $56.00 $35.00 $35.00
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Hyland Ski Area 2021 Operating Budget Staffing Plan
Ski Operations 2020 Proposed 2021 Change Director of Enterprise Op. (1) .40 FTE .40 FTE - Operations Supervisor 1.0 FTE 1.0 FTE - Operations Supervisor (2) .25 FTE .25 FTE - Facility Supervisor 1.00 FTE 1.00 FTE - Facility Coordinator (4) .33 FTE .33 FTE - Shift Leader 1.59 FTE 1.59 FTE - Cashier .70 FTE .70 FTE - Food and Beverage Coordinator 0.0 FTE 1.0 FTE 1.0 Food Services Coordinator 2.4 FTE 1.4 FTE -1.0 Food Service Assistant 1.4 FTE 1.4 FTE - Ski Services Supervisor 1.0 FTE 1.0 FTE - Ski Patrol Supervisor (3) .90 FTE .90 FTE - Ski School Supervisor 1.0 FTE 1.0 FTE - Group Services Coordinator .70 FTE .70 FTE - Sales and Event Coordinator 1.0 FTE 1.0 FTE
Subtotal: 13.67 FTE 13.67 FTE -
Maintenance Ski Maintenance Supervisor .65 FTE 1.0 FTE .35 Ski Maintenance Specialist 2.0 FTE 2.0 FTE - Park Technician (5) 2.75 FTE 2.75 FTE - Keeper 1.0 FTE 1.0 FTE - Custodian 3.0 FTE 3.0 FTE -
Subtotal: 9.40 FTE 9.75 FTE .35
Total FTEs 23.07FTE 23.42 FTE .35
Seasonal Staff Hours Operations 4,873 4,873 - Maintenance 8,196 8,196 - Rental and Lifts 30,966 30,966 - Ski School 23,776 23,776 - Food Service 9,388 9,388 - Summer Use 2,000 3,060 1,060
Total Seasonal Staff Hours 79,199 80,259 1,060
(1) Shared with Eagle Lake and Baker National. (2) Shared position with Baker National. (3) Shared with Elm Creek. (4) Shared with Baker National. (5) Shared with Carver Work Cluster and Glen Lake.
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Baker National Golf Course 2021 Operating Budget Baker National Golf Course November 2020 Three Rivers Park District Baker National Golf Course 2021 Proposed Operating Budget
Table of Contents
Executive Summary ...... 3 Overview of the 2020 Season ...... 3 2021 Budget ...... 3 5-Year Capital Improvement Program ...... 4 Proposed Revenue Summary ...... 5 Recommended Fee Changes ...... 6 Proposed Expenditure Summary ...... 7 Comparative Rates ...... 8 Staffing Plan ...... 9 2021-2023 Proposed Course/Capital Improvement Program Plan ...... 10
Prepared by:
Howard Koolick, Chief Financial Officer Jeff May, Director of Enterprise Operations Kent Kloster, Golf Operations Supervisor Doug Berens, Director of Maintenance Kyle Stirn, Golf Maintenance Supervisor
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Baker National Golf Course Executive Summary
Overview of the 2020 Season
The 2020 season at Baker National Golf Course (BNGC) started on April 18. Minnesota was under a “shelter in place” directive and golf courses in the state were all closed prior to that date. With under 24 hours’ notice, staff rallied to get the course open the next day. From that day through the rest of the season BNGC and most Minnesota courses experienced record business in terms of rounds and range use. Maintenance staff did an incredible job of keeping the courses in excellent shape, especially given the added pressure of increased rounds and cart use.
The Evergreen Course continues to be popular and had a record year with rounds exceeding our goal of 20,000. New operational and programmatic practices were implemented in the past few years in an effort to keep existing players and recruit new ones. These included enlarging fairways, learner leagues and playing lessons on the Evergreen Course.
On the Championship Course, aggressive maintenance practices continued the overall rehabilitation effort on tees, greens, bunkers and drainage. Outings and events were down this season, but they were more than made up for in general play.
In addition, marketing “The Golf Academy of Three Rivers Park District” has established brand recognition and a solid reputation for the Park District’s lessons and league opportunities. Recent closings and renovations at several nearby courses has and will continue to result in additional rounds and revenue at Baker National.
The Park District’s Financial Management Plan includes cash reserve goals for golf and ski operations designed to provide financial stability to the operations. Specifically, the Plan calls for a balance to fund cash flow needs equal to 10% of the subsequent year’s budget, a 10% contingency in the annual budget as well as a 5% contribution to future improvements in the annual budget as their fee structure allows. At the conclusion of the 2020 season, it is anticipated the golf course will have a cash balance of approximately $1,975,936 comprised of the following:
♦ 10% Cash Flow Reserve ...... $214,200 ♦ Cash Reserve for Improvements ...... $1,761,936
The 2020 budget includes a 7% contingency and no budgeted contribution to future improvements. The cash reserve will be used in the next year or 2 for an upgrade to the irrigation system on the Championship Course.
2021 Budget
The 2021 operating budget projects revenues of $2,142,000 and expenditures of $2,006,463. A projected contingency/net operating income of $135,537 is shown as the budgeted contingency.
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The 2021 budgeted revenue is an increase over the 2020 budget of $101,000. This is due to increases in green fees and driving range fees. Increased driving range revenues are based on continuing the new driving range business model from a per bucket sales approach to a “visit” fee approach and including range balls with all green fee sales. Baker National has one of the best driving ranges in the state with a large hitting area, downhill landing area and fantastic view. This new approach has increased range use significantly over the past 2 seasons.
Expenditures for 2021 include wage and benefit increases consistent with the program recommended for all Park District employees. The staffing complement for 2020 and 2021 is shown on page 10.
5-Year Capital Improvement Program
Annually, as part of the budget preparation, staff reviews future needs for Baker National, including rehabilitation, capital improvements and new capital equipment purchases. The recommended 5-Year CIP (shown on page 11) is for information only. Operating budget approval does not include approval of recommended capital improvements; however, if the annual approved budget and staffing permit; some improvements, as noted, may be implemented by maintenance staff during the season. Baker National’s significant capital improvements and rehabilitation activities will be coordinated as part of the Park District’s overall Asset Management Program.
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Baker National Golf Course 2021 Operating Budget Proposed Revenue Summary
2020 2019 Actual Budgeted 2021 Budgeted Description Revenue Revenue Revenue
Green Fees $1,009,267 $1,127,000 $1,150,000
Moved to Green Moved to Green Moved to Green Junior League Fees/Lessons Fees/Lessons Fees/Lessons
Golf Cars $270,782 $290,000 $320,000
Pull Carts $9,340 $10,000 $10,000
Club Rental $5,005 $5,000 $5,000
Driving Range/Practice Area $123,141 $115,000 $125,000
Food & Beverage $197,228 $220,000 $230,000
Pro Shop $116,611 $110,000 $125,000
Lessons $100,316 $110,000 $110,000
Interest Earnings $22,765 $10,000 $20,000
Facility Rental $320 $1,000 $1,000
Golf Handicap Service $8,311 $8,000 $0
Golf Loyalty Card $35,710 $35,000 $35,000
Handling Fees $0 $0 $11,000
Other Revenue $16,036 $0 $0 Total Revenue (less Taxes) $1,914,832 $2,041,000 $2,142,000
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Baker National Golf Course 2021 Operating Budget Recommended Fee Changes
Green Fees
♦ Increase Championship Course green fees by $1.00 for 9 holes and $2.00 for 18 holes.
Driving Range
♦ Increase range visit by $1.00 for adults (JR rate will remain the same).
Power Carts
♦ No recommend fee changes.
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Baker National Golf Course 2021 Operating Budget Proposed Expenditure Summary
Description 2019 Actual 2020 Budget 2021 Request General Operations (9110) Personnel Services $334,562 $330,151 $355,465 Commodities $140,472 $112,000 $122,000 Contractual Services $114,860 $105,300 $110,300 Other Charges $36,170 $44,000 $44,000 Total $626,064 $591,451 $631,765
Maintenance (9120) Personnel Services $568,004 $599,874 $640,201 Commodities $192,226 $145,500 $178,000 Contractual Services $341,277 $349,679 $346,023 Other Charges $2,510 $1,950 $1,950 Total $1,104,017 $1,097,003 $1,166,174
Lessons (9140) Personnel Services $112,734 $67,695 $89,324 Commodities $6,899 $4,200 $4,200 Contractual Services $840 $1,000 $1,000 Other Charges $0 $0 $0 Total $120,473 $72,895 $94,524
Food Service (9150) Commodities $78,877 $80,000 $80,000 Contractual Services $0 $1,000 $1,000 Other Charges $990 $0 $0 Total $79,867 $81,000 $81,000
Non-Operating Expenses (9160) Other Services $675 $ Improvements $0 $30,000 $30,000 Contingency $0 $168,651 138,537 Transfer to Equipment ISF $12,000 $0 $ Total $12,675 $198,651 $168.537
GRAND TOTAL $1,943,096 $2,041,000 $2,142,000
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Baker National Golf Course - 2021 Operating Budget Comparative Rates
Green Fees Green Fees Carts Carts Range Balls Range Balls Golf Course 18/9 holes 9 holes 18-holes 9 holes (Medium) (Large) Regulation Executive $17 Reg $47/$27 Reg $13 Tour Baker $36/$20 Tour Card Included with National Card $10 Youth $34 $22 paid round $10/Hour $15.00 Reg $13.00 Tour Card $4.00 $6.50 Cleary $13 Youth $14 35 Balls 75 Balls $17.50 Reg $14.00 Tour $18 Regular Card $15 Senior $6 Reg $10 Eagle Lake $13.00 Youth $9 Half Cart 35 Balls 75 Balls $17 Reg $6 Token $10 Glen Lake $13 Youth $18 Reg 35 Balls 75 Balls $17 Reg $55/$30 Reg $14 Pat Braemar $41/$25 Pat $11 Youth $33 $20 $6 $10 $39/$21 Reg $13 Reg Brookview $32/$18 Pat $9.50 Pat $34 $22 $6 $8 $48/$24 Reg $14. Reg Bunker Hills $38/$19 Pat $10 Pat $36 $20 $8 $11 $74/$39 Reg Chaska Town $49/$32 Res $50 $24 $5 $10
Deer Run $59/$40 Wkend $34 $20 $3 $5 $45/$26 Wkend Eagle Valley $40/$26 Wkday $32 $20 $5 $10
$58/$30 Wkend Edinburgh $46/$24 Wkday $38 $20 $5.50 $11 $45 Wkend $40 Wkday Fox Hollow $25/9 holes $36 $19 $4 $8 $47/18 holes Keller $25/9 holes $32 $23 Links @ $47/18 holes Northfork $25/9 holes $36 $18 $3.75 $6.50 $39/$21 Reg Minneapolis $29/$18 Pat $13 $34 $22 $6.50 $12 $48/$40 Pioneer Creek $28/9 holes $32 $22 $5 $8 $37/$25 Wkend River Oaks $35/$23 Wkday $36 $28 $10/hr Rush Creek $119/$79 $40 $24 $7 $10 $47/$29 Reg Wild Marsh $37/$20 Wkday $40 $20 No Range No Range $54 Wkend Willingers $34 Wkday $30 $20 $4 $8
Three Rivers golf courses reflect 2021 proposed rates: all others reflect 2020 published rates.
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Baker National Golf Course 2021 Operating Budget Staffing Plan
2020 Proposed 2021 Change Golf Operations Director of Enterprise Op. (1) .50 FTE .50 FTE - Golf Operations Supervisor (3) .75 FTE .75 FTE - Golf Instruction Supervisor (2) .20 FTE .20 FTE - Facility Coordinator (3) .67 FTE .67 FTE - Shift Leader PTNB (3) .53 FTE .53 FTE - Shift Leader PTNB (3) .53 FTE .53 FTE - Subtotal: 3.18 FTE 3.18 FTE -
Temporary Clubhouse 9,124 hours 9,124 Hours - Instructors 700 hours 926 hours 226 Golf Instructor Assistant 200 hours 450 hours 250
Maintenance Golf Maintenance Supervisor 1.0 FTE 1.0 FTE - Golf Specialist 2.0 FTE 2.0 FTE - Technician (4) 1.65 FTE 1.65 FTE - Custodian (5) .50 FTE .50 FTE - Mechanic*
Subtotal: 5.15 FTE 5.15 FTE
Temporary Maintenance 16,999 hours 16,999 hours -
Total Regular FTE 7.27 FTE 7.27 FTE - Total PTNB FTE 1.06 FTE 1.06 FTE -
(1) Shared with Eagle Lake and Hyland Ski Area. (2) Shared position with Eagle Lake. (3) Shared with Hyland Ski Area. (4) One position shared with Elm Creek Winter Operations. (5) Shared with Baker Park Operations.
*Golf Course receives mechanic services from the district-wide mechanical services program funded through the Internal Services Fund at approximately 1.0 FTE.
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Baker National Golf Course 2020-2024 Proposed Course/Capital Improvement Program Plan
Championship Course Project Year Item Reason Est. Cost Funding
Landscape beautification Rehab/ Operating 2021-2023 ongoing Aesthetics $2,000 Budget
Playability/ Customer Operating 2020 Continuous Cart Paths Service $50,000 Budget
Maintenance/ Operating 2021-2023 Tee boxes rebuild/Leveling Playability $30,000 Budget
Operating Plan Irrigation System - Budget/Fund (2021) Pump Station Renovation Renovation $3,000 Balance
Operating Irrigation System - Pump Budget/Fund (2022) Station Renovation Renovation $1,500,000 Balance
Driving Range Operating Budget Driving range targets and Customer (in-house 2021-2023 yardage markers improved Service $10,000 labor)
Capital Equipment
Needed every Operating 2025 Irrigation software support 5 years $12,000 Budget
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Eagle Lake Youth Golf Center 2021Operating Budget Eagle Lake Youth Golf Center November 2020
Three Rivers Park District Eagle Lake Youth Golf Center 2021 Proposed Operating Budget
Table of Contents
Executive Summary ...... 3 2020 Season Overview and 2020 Budget Summary...... 3 2021 BUDGET SUMMARY ...... 4
Revenue Summary ...... 5 Recommended Fee Changes ...... 6 Expenditure Summary ...... 7 Comparative Rates ...... 8 Staffing Plan ...... 9
Prepared by:
Howard D. Koolick, Chief Financial Officer Jeff May, Director of Enterprise Operations Doug Berens, Director of Maintenance Troy Nygaard, Golf Operations Supervisor Bill Vollbrecht, Golf Maintenance Supervisor
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Eagle Lake Youth Golf Center 2021 Operating Budget Executive Summary
2020 Season Overview and 2021 Budget Summary
INTRODUCTORY INFORMATION
Eagle Lake Regional Park is comprised of golf services operations and general park operations. The golf operations include the driving range, 9-hole golf executive course, 9-hole pitch and putt course, 18 holes of mini-golf and extensive First Tee and lesson programs. Park operations include year-round trail activity, winter golf lessons and special winter uses. Facilities and staff support both operations. Golf services operate a separate fund, while park operations costs are included in the Park District’s General Fund budget. This review and proposed 2021 budget pertains only to the Eagle Lake Regional Park golf service operations.
Eagle Lake is the home of The First Tee of Three Rivers Park District. The mission of The First Tee is to impact the lives of young people by providing learning facilities and educational programs that promote character-development and the life-enhancing values through the game of golf. Participants learn the importance of maintaining a positive attitude, how to make decisions by thinking about the possible consequences, how to define and set goals, and how to transfer values such as responsibility, honesty, integrity, respect, confidence and sportsmanship from the golf course to everyday life. The First Tee is for all kids, with priority given to underrepresented populations including girls, young golfers with disabilities, minorities and those with financial need. The First Tee program at Eagle Lake and Three Rivers Park District has continued to be a leader nationwide. District-wide in 2020, over 3,000 youth were enrolled in First Tee programs. To date over 65,000 youth have participated in First Tee programs through Three Rivers Park District, with 38% being girls.
Youth rounds account for around 40% of the rounds on the Eagle Course. The Park District’s objective of serving youth and encouraging them to make outdoor recreation a lifelong activity are at the core the golf operations. The environment that has been created at Eagle Lake provides an educational yet fun and safe opportunity for youth to learn both golf and life skills that will make a difference in their lives, families and communities.
2020 SEASON OVERVIEW
The Eagle Lake customer base continues to stay strong as we head into our 20th year of operation. Since this facility opened, there has been a significant increase in visitor occasions. Annual park use from golf activities has exceeded over 70,000 visitor occasions in the last five years, ranking in the top ten each year for most popular recreation activity by location within the Park District. Overall, Eagle Lake has continued a strong upward trend in customer awareness, play and customer satisfaction. Eagle Lake has become a leader in the area in youth programming, play and leagues.
Eagle Lake had a very interesting and successful year in 2020. The statewide shutdown due to the COVID-19 virus cost Eagle Lake a few weeks of operation. When Eagle Lake was finally allowed to open on April 18th the course was immediately packed. Green fees for the year are estimated to be around $602,000; $127,000 greater than budgeted.
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To support the mission of The First Tee of Three Rivers Park District, an Advisory Committee helps raise program awareness in the community and generates funds to support program priorities. The First Tee was forced to cancel all fundraising events this year due to COVID-19 restrictions and relied on grants and donations to raise just over $20,000 for the year. Each year The First Tee programs spends around $75,000 helping to grow the game.
The First Tee Program continues to serve over 1,500 junior golf lesson participants at Eagle Lake, including over 100 funded by ‘golferships’ (scholarships). Approximately 500 kids participated in one of the 11 junior leagues at Eagle Lake. Eagle Lake will continue to be designated as the Chapter Facility with programs also implemented at Baker National, Glen Lake and Cleary Lake. Staff will continue to work with The First Tee Advisory Committee to maintain and establish relationships that will continue to support and fund golferships, related program expenses, and provide experiences for participants. More kids will be certified in programs with a special emphasis on retaining program participants and moving them through the Life Skills program.
The golf lesson programs were again successful even though there were many challenges and cancelations due to the state mandated COVID-19 restrictions. Revenues are projected to be more than $86,000, which is $14,000 below budget. The lesson program continues to be primarily youth based with an estimated 75% of lessons revenue coming from youth programs. There were also over 200 adults in the lesson programs of which over 70% were women. Supervised practice continues to be a great success with most days filled. Eagle Lake continues to have a cooperative lesson and league partnership with the City of Maple Grove, which will continue in 2021.
The mini-golf course was not allowed to open until mid-June, and was very busy from its opening. Revenues again exceeded projections. Pavilion rentals for birthday parties and corporate events had their worst year ever due to COVID-19 restrictions. Rentals did start to pick up in August and September though.
2021 BUDGET SUMMARY
Revenues: Revenues are projected at $1,278,570 compared to $1,238,467 in 2020. Revenues include a tax levy of $360,570 to support the bonds used to construct the course. The Board of Commissioners previously agreed to levy this tax to support the efforts at Eagle Lake to involve youth in outdoor recreation. Revenues for all golf related revenues are based on historical usage and current trends.
Expenditures: Expenditures are projected at $1,278,570 compared to $1,238,467 in 2020. Expenditures include the staff required to operate the golf course and the budget includes increased costs for staff based on the Park District’s compensation plan that includes an inflationary increase and either merit or step increases. Expenditures also include bond payments totaling $340,100.
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Eagle Lake Youth Golf Center 2021 Operating Budget Revenue Summary
2019 2020 Actual Budgeted Description Revenue Revenue 2021 Budget
Total Green Fees $420,453 $475,000 $500,000
Range Fees $151,804 $145,362 $175,000
Golf Cars $41,541 $53,000 $53,000
Pull Carts and Club Rental $14,558 $10,000 $10,000
Lessons $107,931 $100,000 $100,000
Grants 0 $5,000 $5,000
First Tee Transfer $31,000 $30,000 $10,000
Food and Beverage $25,022 $32,000 $32,000
Miscellaneous $10,244 $10,000 $10,000 Revenue
Merchandise Sales $14,540 $14,000 $16,000
Property Tax Revenue 348,128 $357,105 $360,570
Tour Card Revenue $7,603 $7,000 $7,000
Interest Earnings $6,084
Revenue Total $1,178,908 $1,238,467 $1,278,570
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Eagle Lake Youth Golf Center 2021 Operating Budget Recommended Fee Changes
Green Fees
♦ Mini Golf increase - $1.00/round ♦ Eagle course increase – $0.50/round
Driving Range
♦ No recommended changes
Power Carts
♦ No recommended changes
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Eagle Lake Youth Golf Center 2021 Operating Budget Expenditure Summary
2021 Description 2019 Actual 2020 Budget Request General Operations (9110) Personnel Services $259,472 $237,675 $245,626 Commodities $29,586 $17,000 $22,000 Contractual Services $25,334 $24,700 $28,500 Other Charges $17,682 $16,500 $20,000 Total $332,074 $295,875 $316,126
Maintenance (9120) Personnel Services $211,939 $214,208 $210,666 Commodities $36,020 $46,300 $46,300 Contractual Services $137,727 $141,843 $147,769 Other Charges $873 $900 $900 Total $386,559 $403,251 $405,635
Lessons (9140) Personnel Services $168,148 $162,137 162,137 Commodities $20,336 $20,500 $19,000 Contractual Services $565 $1,000 $1,000 Other Charges $736 $1,000 $1,000 Total $189,785 $184,637 $183,137
Food Service & Resale (9150) Commodities $27,129 $22,000 $27,000 Total $27,129 $22,000 $27,000
Other Financing Debt Services & $319,700 $331,550 $340,100 Other Charges Contingency $0 $1,154 6,572 Total $319,700 $332,704 $346,672 GRAND TOTAL $1,255,247 $1,238,467 $1,278,570
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Eagle Lake Youth Golf Center-2021 Operating Budget
Green Fees, Cart Rental & Driving Range Comparative Rates Range Course Green Fees Cart Fees Small Large $18.00 Regular $18.00 Regular Eagle Course $14.00 Golf $6.00 $10.00 $15.00 Senior Par 31 Tour Card 35 Balls 75 Balls $9.00 1/2 Cart $13.00 Junior $17.00 Regular Baker $13.00 Golf $20.00 Regular Evergreen $10.00/visit Tour Card $10.00 1/2 Cart Par 30 $10.00 Junior Glen Lake $17.00 Regular $6.00 per Token $10.00 75 $16.00 Regular Par 31 $13.00 Junior 35 Balls Balls $15.00 Regular $13.00 Golf Cleary Lake $4.00 per Token $6.50 Tour $14.00 Par 27 35 Balls 70 Balls Card $13.00 Junior
Parkers Lake $6.00 $10.00
Braemar $16.50 Regular $16.00 $5.00 $9.00 Par 27 $11.00 Junior Brookview $13.00 Regular $6.00 $8.00 $18.00 Par 27 $10.00 Junior 42 Balls 62 Balls Bunker Hills $14.00 Regular $18.00 $5.00 $8.00 Par 32 $7.00 Junior $15.00 Mac Rush Creek Nine none $7.00 $10.00 $10.00 Junior Inverwood $15.50 Regular $14.00 $6.00 $12.00 Par 30 $11.00 Junior $21.00 $9.00 Shamrock $4.00 $10.00 Per player New Hope $14.50 Regular $13.00 n/a n/a Par 27 $9.50 Junior Comparative Rates Show Eagle Lake’s 2021 proposed pricing - others are 2020 actual prices.
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Eagle Lake Youth Golf Center-2021 Operating Budget Staffing Plan
Golf Park
Regular Position: 2020 2021 Change 2020 2021 Change Golf Operations Supervisor 0.8 0.75 -.05 .2 .2 0 Golf Professional/Program Supervisor 0.8 0.8 0 .2 .2 0
Golf Instructor Supervisor 0.8 0.8 0 0 0 0
Shift Leader 0.45 0.45 0 0 0 0
Golf Specialist 0.8 0.8 0 .2 .2 0 Director of Enterprise Operations 0.1 0.1 0 0 0 0
Technician 0.6 0.6 0 .4 .4 0 Golf Maintenance Supervisor 0.3 0.25 -.05 .2 .2 0
Total Regular FTE: 4.65 4.55 -.10 1.20 1.20 0
Temporary Positions: Maintenance Workers Hours 4,100 4,100 0 450 450 0
Attendant Hours 7,715 8,215 500 409 409 0
Golf Assistant Hours 200 200 0 na na na
Golf Instructor Hours 228 228 0 na na na
Total Temporary Hours 12,243 12,743 0 859 859 0
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Glen Lake Golf and Practice Center 2021 Operating Budget Glen Lake Golf and Practice Center August 2020
THREE RIVERS PARK DISTRICT GLEN LAKE GOLF AND PRACTICE CENTER 2021 PROPOSED OPERATING BUDGET
Table of Contents
2021 PROPOSED OPERATING BUDGET OVERVIEW ...... 3 2021 OPERATING BUDGET SUMMARY ...... 4 2021 PROPOSED REVENUE/RECOMMENDED FEES ...... 5 2021 COMPARITIVE RATES ...... 6 2021 OPERATING BUDGET ...... 7 RECOMMENDED FEE CHANGES ...... 7 2021 PROPOSED OPERATING BUDGET EXPENDITURES ...... 8 2021 STAFFING SUMMARY PROPOSED BUDGET ...... 11
Prepared By
Howard D. Koolick, Chief Financial Officer Doug Berens, Director of Maintenance Jeff May, Director of Enterprise Operations Mark Hill, Golf Operations Supervisor Bill Vollbrecht, Golf Maintenance Supervisor
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GLEN LAKE GOLF AND PRACTICE CENTER 2021 PROPOSED OPERATING BUDGET
Glen Lake Golf and Practice Center Opened in 1997 and is owned by Hennepin County. The county selected the Park District to operate the facility under a cooperative agreement as a self-supporting facility. The Glen Lake Golf and Practice Center continues to be a popular and well used facility, it is also a leader in growing the game through programs, lessons and leagues including First Tee programming.
The proposed 2021 budget recommends revenues of $1,010,259 and expenditures of $869,031 with a contingency of $147,398 (net revenues). This compares to 2020 budgeted revenues of $998,791 and operating expenses of $998,791 with a contingency amount of $4,358.
The following information highlights the key factors affecting proposed revenues and expenditures.
REVENUES
The recommended 2021 golf operations revenue budget is projected at $1,010,259.
Golf is an extremely price sensitive business with green fee value being one of the primary reasons for course selection. In this competitive environment, staff believe it is in the best interest of the Glen Lake operation to retain a fee that is within the range of its closest competitors. As shown on the fee comparison chart (page 6), Glen Lake green fees are near the top of the range for this market. Glen Lake prices are based on golf industry standards and best practices. The main objectives are to compete successfully in the local market, provide great customer service and efficiently operate the facility.
Revenue projections are based on trends and the three year average for rounds and revenue. The Glen Lake operation has experienced a decrease in rounds and range over the past few seasons. This decrease is the result of poor weather creating more unplayable days particularly during the shoulder seasons. 2020 has seen an increase through July due to the covid-19 pandemic. Golf has been one of the few things people can still do during the pandemic and the golf course and range have been very busy.
EXPENDITURES
Expenditures are proposed at $869,031. An expenditure detail summary is found on pages 8- 10. The proposed expenditure increases are comprised of the following:
Regular and Seasonal wages as required by the Park District’s compensation program and union contracts. Health insurance costs due to increase in premiums. Supply costs for the lesson programs. Equipment Rental Equipment fleet maintenance, repair, and fuel
Proposed expenditure decreases are:
Debt Service payment since final payment was made to the County in 2020.
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GLEN LAKE GOLF AND PRACTICE CENTER 2021 OPERATING BUDGET SUMMARY
REVENUE EXPENDITURES 2020 2021 2020 2021
Budgeted Proposed Budgeted Proposed
Golf Operations $527,696 $539,164 $306,279 $319,402
Driving Range $233,969 $233,969
Maintenance $406,604 $435,380
Snack Bar and $75,376 $75,376 $37,200 38,700 Merchandise
Special Programs (League $35,000 $35,000 Fees/Private Grants)
Lessons $126,250 $126,250 $65,850 $75,549
Facility Use Revenue $500 $500
Interest Earnings
Non-Operating (Capital, Debt Service, $182,858 $141,228 Depreciation & Contingency)
$998,791 $1,010,259 $998,791 $1,010,259
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GLEN LAKE GOLF AND PRACTICE CENTER 2021 PROPOSED REVENUE/RECOMMENDED FEES
2020 2021 2021 2021 Total Budgeted Projected Proposed Projected (less Description Rounds/Use Rounds/Use Fees Revenue taxes) Green Fees Total (after tax) $470,708 $437,109 Regular 9 holes 20,575 15,575 $18.00 $280,350 $260,073 Senior 9 holes 5,380 10,380 $14.00 $145,320 $135,150 Junior 9 holes 3,217 3,217 $14.00 $45,038 $41,886
Rental Total (after tax) $109,704 $102,055 Golf Cars-9 holes-Reg 5,364 5,364 $18.00 $96,552 $89,795 Clubs/Pull Cart Rental $13,152 $12,260
Driving Range Total $251,575 $233,969 Token Small Bucket 7,500 7,500 $6.00 $45,000 $41,851 Token Large Bucket 12,600 12,600 $10.00 $126,000 $117,182 Range Punch Card (10 token) 875 875 $45.00 $39,375 $36,619 Range Punch Card (20 token) 515 515 $80.00 $41,200 $38,317 Golf Merchandise (total) $20,104 $19,376 Taxable $10,728 Non-taxable $9,376
Concessions $60,074 $56,000 Food/Beverage $42,000 Beer $18,074
Miscellaneous $35,000 $35,000 Adult League Handling Fees 250 250 $20.00 $5,000 Private Grants $5,000 Cross Country Ski $15,000 Transfer from other funds $10,000 Lessons Revenue $126,250 $126,250
Facility Use Revenue $500 $500 $500 Interest Earnings (will be monitored and added to revenues)
Total Revenue $1,073,915 $1,010,259
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GLEN LAKE GOLF AND PRACTICE CENTER GREEN FEES, CART RENTAL, AND DRIVING RANGE 2020 COMPARITIVE RATES 2021 SMALL LARGE GREEN FEES CART FEES COURSE BUCKET BUCKET
Glen Lake $18.00 $18.00 $6.00 $10.00 Par 31
2020 GREEN FEES CART FEES RANGE COURSE HALLA GREENS $20.00 $16.00 $6.00 $10.00 Par 29
BAKER $17.00 $22.00 N/A $10/visit Par 30
BRAEMAR Par 27 $17.00 $16.00 $5.00 $10.00
BROOKVIEW $13.00 $18.00 $6.00 $8.00 Par 27
BUNKER HILL $14.00 $20.00 $5.00 $10.00 Par 32
CLEARY LAKE $16.00 $15.00 $4.50 $7.00 Par 28
EAGLE LAKE $17.50 $18.00 $6.00 $10.00 Par 31
INVERWOOD $15.50 $15.00 $6.00 $12.00 Par 30
NEW HOPE $15.00 $14.00 N/A N/A Par 27
Driving range bucket sizes vary course to course; the average size for a small bucket is 34 balls.
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GLEN LAKE GOLF AND PRACTICE CENTER 2021 OPERATING BUDGET RECOMMENDED FEE CHANGES
Green Fees:
Increase Green Fees by $1
Driving Range:
No recommended changes
Power Carts:
No recommended changes
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GLEN LAKE GOLF AND PRACTICE CENTER 2021 PROPOSED OPERATING BUDGET EXPENDITURES
ITEM 2020 BUDGET 2021 PROPOSED GOLF OPERATIONS Personal Services Regular: Golf Operations Supervisor (.75 FTE) $68,239 $71,441 Benefits (Regular and Temporary Staff) $31,679 $33,088 Temporary/Seasonal/PTNB Attendants/Starters $131,621 $132,733 Mileage $100 $100 Sub-Total $231,639 $237,362 Commodities Office Supplies $500 $250 Videos $100 $100 Tools and Small Equipment $500 $500 General Supplies $13,400 $13,500 Clothing (staff clothing) $1,500 $1,500 Cleaning Supplies $500 $650 First Aid/Safety Supplies $100 $200 Signs $500 $500 Sub-Total $17,100 $17,200 Contractual Services Maintenance & Repair - Bldg. $200 $200 Maintenance & Repair - Equipment (computer, food service) $1,000 $1,000 Maintenance & Repair - Other (miscellaneous repair costs other than building, AES contract) $500 $500 Janitorial & Waste Disposal $0 $0 Communications $500 $500 Rental Other (caged range picker, monitor/beverage cart, electric carts-all for a full year) $25,500 $30,000 Advertising $1,000 $1,000 Postage/Courier Services $2,200 $2,200 Printing $200 $500 Protective (security & fire alarm) $250 $250 Other Services (tee master/pest control) $7,970 $7,970 Sub-Total $39,320 $44,120 Other Charges Bank Charges $15,000 $17,000 Professional Training/Development $500 $500 Insurance (Dram Shop) $700 $1,200 Licenses, Taxes, and Fees (Hennepin Co Health) Dept. Food Service, Minnetonka Liquor License $1,500 $1,500
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ITEM 2020 BUDGET 2021 PROPOSED
GOLF OPERATIONS (continued) Membership Dues (MGA, USGA, NGF, Audubon, Chamber of Commerce, Midwest Public Golf Managers Association) $520 $520 Sub-Total $18,220 $20,720 TOTAL GOLF OPERATIONS $306,279 $319,402
MAINTENANCE Personal Services Regular Golf Course Maintenance Supervisor. (.50 FTE) Golf Maintenance Specialist (1.0 FTE) Golf Technician (.60 FTE) $155,456 $163,712 Temporary Seasonal Maintenance $35,200 $38,000 Benefits $67,874 $75,509 Overtime $500 Other Pers. Serv. Rimb. $500 Sub-Total $258,530 $278,221 Commodities Office Supplies $200 $200 Tools $1,000 $1,000 General Supplies $10,000 $10,000 Clothing (staff clothing) $500 $500 First Aid Supplies $400 $400 Cleaning Supplies $800 $800 Aggregate (bunker sand, class 5) $4,600 $4,600 Chemical (pesticides, wetting agents) $11,000 $11,000 Landscape Materials (sod, soils, fertilizer, seed) $17,500 $17,500 Building Materials $500 $500 Sub-Total $46,500 $46,500 Contractual Services Consulting $500 $500 Communications $500 $500 Electricity $15,500 $15,500 Maintenance & Repair Building $1,000 $1,000 Janitorial $180 $1000 Water & Sewer $3,500 $3,500 ISF (maintenance, operation, depreciation & replacement charges for fleet) $73,094 $81,059 Natural Gas $3,500 $3,500 Rental-Other (utility vehicles, floor mats) $1,000 $1,000 Protective $300 $300 Other Services $1,500 $1,500
Sub-Total $100,574 $109,359 Other Charges License $200 $500 Membership Dues $800 $800
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ITEM 2020 BUDGET 2021 PROPOSED MAINTENANCE (continued) Other Charges Sub-Total $1,000 $1,300 TOTAL MAINTENANCE $406,604 $435,380 MERCHANDISE/SNACK BAR Commodities General Supplies $1,800 $1,800 Food & Beverages (food for resale) $22,000 $22,000 Merchandise for Resale $12,500 $12,500 Kitchen & Dining $200 $200 Maintenance & Repair Equipment $700 $1200 Licenses Taxes/fees $1000 TOTAL SNACK BAR/RESALE $37,200 $38,700 LEAGUES/SPECIAL PROGRAMS Commodities General Supplies (supplies for junior league) $0 Contractual services Printing $0 Other Services (GHIN handicaps) $0 TOTAL SPECIAL PROGRAMS $0 moved to 9110 LESSONS Personal Services Temp Salaries $54,784 $54,784 Benefits $4,191 $4,190 Sub-Total $58,975 $58,974 Commodities General /Office Supplies $500 $500 Tools Equipment/Furnishings $800 $800 General Supplies $2,300 $12,000 Food & Beverage $375 $375 Clothing $1,200 $300 Communication $900 Contractual Services Advertising $500 $500 Printing $500 $500 Sub-Total $6,175 $15,875 Other Charges Membership Dues $700 $700 TOTAL LESSONS $65,850 $75,549 NON-OPERATING EXPENDITURES Furnishings & Equipment Interest Expense (debt service for bonds) $178,500 $0 Contingency (includes net revenue) $4,358 $141,228 TOTAL NON-OPERATING $182,858 $141,228 TOTAL EXPENDITURES $998,791 $1,010,259
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GLEN LAKE AND PRACTICE CENTER STAFFING SUMMARY 2021 PROPOSED BUDGET
2021 PROPOSED BUDGET REGULAR PERSONNEL
POSITION 2020 FTE 2021 FTE
Golf Facility Supervisor (shared with Operations .75 .75 General Fund Operating Budget)
Shift Leaders .50 .50
Attendants .80 .80
Maintenance Golf Course Specialist I 1.0 1.0
Technician (share with Hyland Hills) .65 .65
Golf Maintenance Supervisor (shared .50 .50 with Eagle Lake)
TOTAL FTE 4.20 4.20
TEMPORARY/ PERSONNEL 2020 2021 POSITION HOURS HOURS
Operations Clubhouse Attendants 5,027 5,027
Starter/Monitor & Beverage Cart 1,817 1,817 Attendant
Maintenance Seasonal Maintenance 3,200 3,200
Lessons Golf Instructor 871 841
Lessons Golf Assistant 120 120
TOTAL HOURS 11,035 11,005
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Parker’s Lake Golf Center 2021 Operating Budget Parker’s Lake Golf Center November 2020
Three Rivers Park District Parker’s Lake Golf Center 2021 Proposed Operating Budget
Table of Contents
Executive Summary ...... 3 2020 Season Overview ...... 3 2021 Budget Summary ...... 3 Revenue Summary ...... 4 Recommended Fee Changes ...... 5 Expenditure Summary ...... 6 Comparative Rates ...... 7 Staffing Plan ...... 8
Prepared by:
Howard D. Koolick, Chief Financial Officer Jeff May, Director of Enterprise Operations Doug Berens, Director of Maintenance Troy Nygaard, Golf Operations Supervisor Bill Vollbrecht, Golf Maintenance Supervisor
Page 2 of 8
Parkers Lake Golf Center 2021 Operating Budget Executive Summary
2020 Season Overview and 2021 Budget Summary
INTRODUCTORY INFORMATION
Parker’s Lake Golf Center had been operated by Hennepin County since 1998. In fall of 2019 the County approached the Park District about an operating agreement similar to the Glen Lake Golf Center agreement and an agreement was approved in June of 2020. The Park District would run the operation through an operating agreement, expenses would be paid through revenues, a fund balance of $25,000 would be established to cover upgrades to the facility and offset poor revenue years. After the $25,000 fund balance is established the revenues will be split 50/50 with the County. The agreement covers a three-year term that automatically renews unless 180 days’ notice is given by either party.
2020 SEASON OVERVIEW
The opening of Parker’s Lake Golf Center was delayed due to several issues with the facility which were complicated by the restrictions associated with the COVID-19 pandemic. The most pressing issue was the netting along Vicksburg Lane which needed replacement before the driving range could open. The netting company is located in Washington State, one of the first places to go to a shelter-in-place mandate. This set the fabricating and installation of the netting back significantly. Eagle Lake maintenance staff used this time to improve other areas of the facility including irrigation and drainage that needed to be repaired before the driving range could open. Hennepin County agreed to reimburse the Park District for the cost of these three repairs. Nets were finally installed the last week of July and the facility opened “for the season” on August 3rd. In addition to the three issues mentioned above, substantial work was needed to prepare the facility to open including turf maintenance and repairs, and upgrades to the building and grounds. Eagle Lake Golf Staff, along with a variety of staff from other departments, were instrumental in getting this work done timely and professionally. The facility has been quite busy despite the late opening. Revenue through the end of September has exceeded $35,000.
2021 BUDGET SUMMARY
Revenues: Revenues are projected at $170,000 based on historical usage and current trends.
Expenditures: Expenditures are projected at $158,056 with a contingency of $11,944. Expenditures include the staff required to operate and maintain the facility. A portion of the Eagle Lake Golf staff (0.1 FTE) is allocated to Parker’s Lake along with seasonal staff. Expenditures also include a one-time purchase of ball dispensing equipment for use in the 2021 season and beyond.
Page 3 of 8
Parker’s Lake Golf Center 2021 Operating Budget Revenue Summary
2020 Actual 2021 Revenue Budgeted Description 8/3-09/30 Revenue
Range Fees $35,305 $143,000
Lessons $0 $17,000
Food and Beverage $327 $5,000
Merchandise Sales $345 $5,000
Interest Earnings $(92) $
Revenue Total $35,885 $170,000
Page 4 of 8
Parker’s Lake Golf Center 2021 Operating Budget Recommended Fees
Driving Range
♦ Large - $10 ♦ Medium - $6
Punch Passes
♦ 10 Larges - $80 ♦ 10 Mediums - $45
Page 5 of 8
Parker’s Lake Golf Center 2021 Operating Budget Expenditure Summary
2020 Actual 2021 Description 2020 Budget Aug-Sept Request General Operations (9110) Personnel Services $6,802 - $56,141 Commodities $29,268 - $27,500 Contractual Services $3,051 - $5,000 Other Charges $940 - $6,000 Total $40,061 - $94,641
Maintenance (9120) Personnel Services $3,333 - $19,956 Commodities $4,235 - $10,000 Contractual Services $0 - $20,000 Other Charges $0 - $- Total $7,568 - $49,956
Lessons (9140) Personnel Services -$0 - $6,459 Commodities -$0 - $1,000 Contractual Services -$0 - $- Other Charges -$ - $- Total -$0 - $7,459
Food Service and Resale(9150) Commodities $600 - $6,000 Total $600 - $6,000
Other Financing Other Charges $ - $- Contingency $0 - $11,944 Total $ - $170,000 GRAND TOTAL $48,229 - $170,000
Page 6 of 8
Parker’s Lake Golf Center-2021 Operating Budget
Driving Range Comparative Rates
Range Course Small Large
$6.00 $10.00 Parker’s Lake 35 Balls 75 Balls $6.00 $10.00 Eagle Course 35 Balls 75 Balls
Baker $9.00 National Visit $6.00 $10.00 Glen Lake 35 Balls 75 Balls
$4.00 $6.50 Cleary Lake 35 Balls 70 Balls
Braemar $5.00 $9.00 $6.00 $8.00 Brookview 42 Balls 62 Balls
Bunker Hills $5.00 $8.00
Rush Creek $7.00 $10.00
Inverwood $6.00 $12.00
Shamrock $4.00 $10.00
Three Rivers golf courses reflect 2021 proposed pricing - others are 2020 published prices.
Page 7 of 8
Parker’s Lake Golf Center-2021 Operating Budget Staffing Plan
Golf
Regular Position: 2020 2021 Change
Golf Operations Supervisor - 0.05 0.05
Golf Maintenance Supervisor - 0.05 0.05
Total Regular FTE: - 0.10 0.10
Temporary Positions: 760 Maintenance Workers Hours - 0 4,000 Attendant Hours - 0
Golf Assistant Hours 0 0 0
Golf Instructor Hours 0 0 0
Total Temporary Hours n/a 4,760 0
Page 8 of 8
Scott-Three Rivers Operating Fund Scott-Three Rivers Partnership Budget THREE RIVERS PARK DISTRICT
SCOTT-THREE RIVERS PARTNERSHIP 2021 BUDGET
On December 16, 2010, the Park District and Scott County entered into a joint powers agreement that defines the roles and responsibilities for operations and maintenance of all regional park facilities in Scott County. The agreement requires the preparation and adoption of an annual budget. The staff listed above, along with Tom Balk and Justin Markeson (supervisors for the parks in Scott County) and other staff, met over the summer to complete the budget.
The 2021 Scott County-Three Rivers Partnership operating budget reflects only one component of the cost of providing park services in Scott County. The second component is the Partnership’s Lottery-in-lieu-of maintenance and rehabilitation program, which is funded by Lottery-in-lieu-of funding received from the State of Minnesota. The third component is the costs incurred by Scott County, which are part of the 2021 County Budget. No Park District funds are used to support the direct operating costs in Scott County; all direct costs for the regional park and trail operations in Scott County are paid for by operating revenue, regional funding, and Scott County’s contribution. The Park District does support operations in Scott County through a variety of in-kind services including natural resource management and general government functions.
2021 Budget Overview
The 2021 Scott County-Three Rivers Partnership budget strives to continue to provide the high-quality services while funding increased operating costs. The budget includes staffing, supplies and services for operations in Scott County and is funded primarily by a contribution from Scott County, park user fees and grants from Metropolitan Council.
The Three Rivers and Scott County Boards of Commissioners reviewed the preliminary budget at their September 10, 2020 joint board meeting. The preliminary budget included increased costs for staffing and benefits, vehicle and equipment maintenance, and other minor increases in maintenance funding. These increases are being partially offset by a change in how customer service is provided by eliminating a full-time position and replacing it with seasonal staffing along with redistributing some responsibilities to other staff.
The 2021 Scott County-Three Rivers Park District Partnership budget totals $2,633,398, a $117,997 increase from the 2020 budget.
The 2021 budget includes:
• Continued operations at three regional parks (Cleary Lake, Spring Lake Park and Cedar Lake Farm), one park reserve (Murphy Hanrehan) and 8.4 miles of regional trails. • Continued natural resources management and maintenance at Doyle-Kennefick Regional Park and Blakely Bluffs Park Reserve while they are in their acquisition phase.
Budget Changes
The 2021 budget continues to build upon the partnership’s past progress. The budget includes funding for existing programs and service levels.
Revenues
The contribution from Scott County is the largest revenue source within the budget. The 2021 budget includes an increase in the contribution of $117,997 bring the total contribution to $1,710,435.
There are no other revenue changes budgeted for 2021.
Expenditures
As is true with other budgets, staffing costs are the largest part of the budget. For 2021, full time equivalent (FTE) staffing levels are budgeted to decrease by 1.0 FTEs due to the changes being made in how customer service is delivered. Wages and benefits for all positions within the 2021 budget are estimated based on the District’s compensation plan that includes merit increases for non-union employees and grade step increases based on what is negotiated between the union and the District.
No major changes are planned for employee benefits other than a 10.0% increase in health insurance premiums. An increase of in the amount contributed to the Equipment ISF Fund to cover vehicle and equipment maintenance and operations is also included in the budget. This is the first increase in this cost in the last two years. Other minor increases in maintenance costs are also included in the budget.
The 2021 budget, along with historical operating data is shown below:
2021 Budget Over/(Under) 2020 2018 Actual 2019 Actual 2020 Budget 2021 Budget Dollars % Revenues: Park Use Golf $ 371,345 $ 403,433 $ 413,516 $ 413,516 $ -- ---% Other 317,987 329,635 331,484 331,484 -- ---% Met Council Operations and Maintenance Grant 59,832 66,306 62,223 62,223 -- ---% State Lottery-in-Lieu-of Grant 108,798 99,531 108,790 108,790 -- ---% Contribution from Scott County 1,432,978 1,516,672 1,592,438 1,710,435 117,997 6.90% Scott County Public Health Grant 35,000 ------% Other Revenue 7,170 19,727 6,950 6,950 -- ---% Total Revenue $ 2,333,110 $ 2,435,304 $ 2,515,401 $ 2,633,398 $ 117,997 4.69%
Expenditures Park Maintenance Personal Services $ 780,183 $ 823,019 $ 847,200 $ 907,581 $ 60,381 6.65% Supplies, Services & Other 315,717 333,883 349,053 381,249 32,196 8.44% Total Park Maintenance 1,095,900 1,156,902 1,196,253 1,288,830 92,577 7.74% Facility Operations Personal Services 378,141 404,342 458,540 476,102 17,562 3.83% Supplies, Services & Other 103,288 130,454 173,715 171,715 (2,000) (1.15%) Total Facility Operations 481,429 534,796 632,255 647,817 15,562 2.46% Public Safety Personal Services 138,248 155,896 150,588 118,383 (32,205) (21.39%) Supplies, Services & Other 4,792 4,127 5,500 5,500 -- ---% Total Public Safety 143,040 160,023 156,088 123,883 (32,205) (20.63%) Recreation and Outdoor Education Personal Services 103,205 115,342 109,834 114,342 4,508 4.10% Supplies, Services & Other 2,391 1,630 4,740 6,740 2,000 42.19% Total Recreation and Outdoor Education 105,596 116,972 114,574 121,082 6,508 5.68% Natural Resources Management Personal Services 76,726 50,304 106,340 110,890 4,550 4.28% Supplies, Services & Other 625 11,723 12,000 12,000 -- 0.00% Total Natural Resources Management 77,351 62,027 118,340 122,890 4,550 3.84% Administration Personal Services 288,205 301,397 293,139 324,144 31,005 10.58% Supplies, Services & Other 276 20,480 4,752 4,752 -- ---% Total Administration 288,481 321,877 297,891 328,896 31,005 10.41% Total Expenditures $ 2,191,797 $ 2,352,597 $ 2,515,401 $ 2,633,398 $ 117,997 4.69%
Excess of Revenues Over/(Under) Expenditures $ 141,313 $ 82,707 $ - 0 - $ - 0 - $ - 0 - Staffing
The 2021 budget includes the elimination of one full-time position and an increase in seasonal staffing to provide more consistent customer service. The following is a summary of the budgeted full-time equivalent positions and temporary hours:
Full-Time Equivalents Positions 2020 2021 General Manager (1) 1.00 1.00 Planner (1) 1.00 1.00 Parks and Natural Reources Coordinator (1) 1.00 1.00 Park Maintenance Supervisor (1) 1.00 1.00 Crew Chief (2) 2.00 2.00 Carpenter (1) 0.30 0.30 Golf Specialist (1) 1.00 1.00 Park Technician (3) 3.00 3.00 Park Keeper (1) 1.00 1.00 Park Worker (1) 1.00 1.00 Park Operations Supervisor (1) 1.00 1.00 Facility Supervisor (2) 2.00 2.00 Facility Attendant (2) 1.40 1.40 Recreation Program Specialist (1) 0.80 0.80 Interpretive Naturalist (1) 0.30 0.30 Public Safety Program Supervisor 1.00 0.00 Park Service Assistant (1) 1.00 1.00 Total Full Time Equivalent Positions 19.80 18.80 Temporary/Intermittent Hours 24,680 25,827
LOTTERY-IN-LIEU-OF MAINTENANCE AND REHABILITATION PROGRAM
The 2021 Lottery-in-lieu-of Maintenance and Rehabilitation Program is funded by the portion of Lottery-in-lieu-of funds in excess of the amount allocated to the operating budget. Staff estimates this amount to be approximately $37,000. These funds, along with any unspent funds from prior years, will be used for special maintenance projects, natural resource management activities and small equipment as needed.
Equipment Internal Services Fund 2021 Budget Internal Services Fund
INTERNAL SERVICES FUND (ISF) PROPOSED 2021 OPERATING BUDGET & EQUIPMENT REPLACEMENT RECOMMENDATION
The Internal Services Fund (ISF) is a separate fund used to support the operation, maintenance, repair, and replacement of vehicles and other equipment in the Park District’s extensive and diverse fleet. The General Fund, Special Revenue Funds, and Scott/Three Rivers Operations are charged costs associated with assigned equipment.
Eight mechanics, working out of five locations provide most of routine service, preventative maintenance and repair work to support the fleet. Some highly specialized work, such as body work is outsourced. Mechanics also perform metal fabrication and welding repairs.
The proposed 2021 ISF Operating Budget is $3,444,217, an increase of $333,173 over the 2020 approved budget of $3,111,044. The proposed budget includes increased costs for the regular salary and benefit program as recommended for all District operations.
The 2021 budget recommendation includes increasing the General Fund contribution to the ISF by $300,000, as year two of a three-year plan to fund operating and maintenance costs of the fleet and increase the funding for equipment replacement to ensure timely replacement of vehicles and other equipment.
Equipment replacement purchases funded by the ISF program are made separate from the ISF Operating Budget. The 2021 proposed Equipment Replacement program totals $1,294,000.
The Board-approved Financial Management Plan requires a minimum undesignated, unreserved year-end ISF cash balance of $500,000. The 2020 projected year-end spendable cash balance (including the $500,000 minimum) is $1,100,000. The actual 2020 expenditures for fuel, parts, and outsourced work are significantly less than anticipated due to the pandemic and the dialing back of services and program, especially early on. The proposed 2021 ISF budget and Equipment Replacement recommendation does include a $280,292 draw from the fund balance.
As a budget management strategy, 25% of authorized equipment replacement funding is held until September 1 of each year to cover higher than anticipated operating expenditures that can’t be accommodated within the operating budget. Unexpended equipment replacement funds are retained in the Internal Services Fund balance for future use.
1
2021 Budget Summary
Revenues:
2020 2021 Increase Major Revenue Type Budget Budget (Decrease)
Equipment Rental 2,951,044 3,284,217 333,173
Gain on Sale of Equipment 150,000 150,000 0
Interest Earnings 10,000 10,000 0
Total 3,111,044 3,444,217 333,173
Equipment rental is budgeted to increase by $333,173 with $300,000 attributable to the General Fund and an additional $33,173 being charged to the Scott-Three Rivers Fund and the golf and ski funds.
Expenditures:
Major Expenditure 2020 2021 Increase Type Budget Budget (Decrease)
Personal Services 1,097,354 1,143,859 46,505
Commodities / Services 2,013,690 2,300,358 286,668
Capital Outlay 0 0 0
Total 3,111,044 3,444,217 333,173
Commodities, Services and Other Charges include calculated amounts for equipment depreciation and replacement. Replacement charges are inflationary factors built into rental rates, taking into account the estimated increase in the cost to replace the piece at the end of its anticipated life.
The increase in the budget for personal services is a result of salary increases in accordance with the Park District’s compensation plan and union contracts
Commodities and services are expected to increase by $286,668, almost all of which will go towards equipment replacement.
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Staffing:
2020 2021 Position Description Budget Proposed Director of Maintenance 0.5 FTE 0.5 FTE Equipment Services Supervisor 1.0 FTE 1.0 FTE Fleet Specialist 1.0 FTE 1.0 FTE Trades-Mechanic 7.0 FTE 7.0 FTE Light Equipment Mechanic Specialist 1.0 FTE 1.0 FTE Total 10.50 FTE 10.50 FTE
2021 Equipment Replacement Recommendation
The list of ISF equipment recommended for replacement is included and represents the highest priority needs. Vehicles and other equipment are replaced based on their condition, not a pre-determined life expectancy. Purchases will be funded from contributions for depreciation and replacement, proceeds from the sale of equipment and interest earnings. The estimated cost for the designated replacement equipment is $1,294,000. This list of equipment will be adjusted throughout the year if higher priority needs arise as a result of unanticipated mechanical issues, replacement equipment availability, etc.
Equipment Replacement History
2016 2017 2018 2019 2020
725,825 833,535 900,150 929,000 1,127,000
3
2021 Proposed ISF Equipment Replacement
No. Year Description Est. Cost Replace With Baker Golf 1315 2013 Reel Mower 43,450 Similar (electric) 2037 2000 Top Dresser 12,150 Similar 4015 1999 Sprayer 12,000 Skid Sprayer Central Services 2301 2003 Cargo Van 45,500 Similar 2838 2008 Cargo Van 45,500 Similar Eagle Lake Golf 0460 1998 Blower Attachment 6,500 Similar 0602 1997 Sprayer 22,300 Similar 2054 2000 Reel Mower 41,000 Similar 2060 2000 Utility Cart 22,000 Similar Facilities 1122 2011 SUV 27,500 Similar 2925 2009 Sedan 26,000 SUV Forestry 1002 1999 Pickup 24,500 Similar 1037 1999 1-Ton Pickup 72,500 Truck Hyland Hills 1903 2019 ATV 6,200 Similar 1904 2019 ATV 6,200 Similar 2562 2006 Pickup 26,000 Similar Outdoor Education 2748 2008 Passenger Van 24,000 Similar 2840 2009 Passenger Van 25,800 SUV Park Maintenance 1020 2016 Grooming Snowmobile 12,500 Similar 1040 2010 Utility Cart 11,100 Similar 1044 2010 Utility Cart 22,600 Similar 1045 2010 Utility Cart 11,100 Similar 1046 2010 Utility Cart 31,000 Utility ATV with Tracks 1064 2010 Trailer – Skid Loader 6,400 Similar 1124 2012 Trailer – Skid Loader 6,400 Similar 1203 2012 Blower Attachment 7,700 Similar 1223 2012 Rotary Mower 20,000 Similar 1226 2012 Grooming Snowmobile 31,000 Utility ATV with Tracks 1350 2008 SUV 25,500 Pickup 1422 2014 Grooming Snowmobile 12,500 Similar 2315 2003 Trailer – Implement 13,500 Similar 2404 2004 1-Ton Truck 89,500 Similar
4
No. Year Description Est. Cost Replace With 2405 2004 Pickup 26,000 Similar 2501 2005 1-Ton Truck 62,000 Similar 2643 2006 Utility Cart 13,000 Similar 2704 2006 Utility Cart 22,600 Similar 2759 2007 Skid Loader 55,000 Similar 2771 2007 Utility Cart 31,000 Similar with Tracks 2806 2008 Sedan 25,000 Pickup 2908 2009 Utility Snow Cat 215,000 Similar 2931 2009 Utility Cart 31,000 Similar with Tracks Research 2752 2007 Sedan 23,500 SUV 1,294,000
5
Asset Management Program Asset Management Program THREE RIVERS PARK DISTRICT
2021 ASSET MANAGEMENT PROGRAM
The approved 2021 Asset Management Program (AMP) totals $14,021,000. This amount finances 67 projects throughout the District. The 2021 AMP is funded by a variety of state and local grants, local cooperative agreements, dedicated funds collected in prior years and Park District General Obligation Bonds.
Asset Management Program Process: The goal of the Park District’s Asset Management Program is to provide a sound, comprehensive, fiscally responsible methodology for managing capital development, maintenance, rehabilitation, information technology and other capital- intensive activities at a District-wide level. This is accomplished through the efforts of several staff committees that review and recommend projects for funding. Recommended projects are then reviewed by senior management to ensure the projects are aligned with the Park District’s vision and mission and potential funding sources are identified prior to being presented for consideration by the Board of Commissioners.
The proposed projects have been divided into seven distinct program areas. The first five program areas are responsible for sustaining existing service levels, infrastructure and facilities. They play a critical role in the function of the Park District and are strongly considered for funding prior to the construction of new or expanded facilities. The final two project areas either improve existing facilities and operations or add new facilities.
Program Area Program Purpose Examples of Projects Americans with Provide accessibility to • Restroom reconstructions Disability Act facilities and programs • Grade appropriate trails Compliance Infrastructure Inventory, catalog and • Pavement Management Program Management prioritize major • Bridge inspections and repairs Program (IMP) infrastructure improvements Information & Maintain technology and • Computer acquisition and Technology Program office systems replacement (ITP) • Software purchases • Equipment purchase and replacement Natural Resources Prioritize and implement • Water quality projects Management (NRM) projects to maintain or • Reforestation protect natural resources Preservation & Inventory, catalog and • Building maintenance Rehabilitation prioritize maintenance and • Roof replacement Program (PRP) rehabilitation requirements • Mechanical system replacements Capital Projects Functional redesign of • Trail amenity construction existing facilities and • Building reconstruction/addition construction of new facilities • Major park and trail projects Partnerships Projects done in conjunction • Connections between local and with other government regional trails entities • Trail and road crossing improvements
The projects contained in the 2021 AMP were originally included in the 2021 portion of the Five Year Capital Improvement Plan that was adopted by the Board of Commissioners in the summer of 2020. Some project amounts were modified slightly based on changes in project scope or funding availability.
Projected Cost Subtotals by Program
Stewardship $11,556,000 ADA Compliance $ 800,000 Capital Projects $ 2,165,000 Infrastructure Management $ 3,459,000 Information Technology $ 1,100,000 Natural Resources Management $ 1,182,000 Preservation and Rehabilitation $ 2,850,000
Partnerships $2,125,000
Administrative Costs $ 340,000 TOTAL $14,021,000
The largest projects in the 2021 AMP are:
• North Mississippi Regional Park Trail Construction ($1,300,000) – Trail engineering and construction including river overlooks and other trail amenities. • Baker Outdoor Learning Center Shower Building and Infirmary ($1,275,000) – Construction of new shower and infirmary building to serve guests staying overnight at the Baker Outdoor Learning Center. • Baker Park Reserve Pavement Reconstruction and ADA Improvements ($1,050,000) – Reconstruction of various parking lots in Baker Park Reserve along with ADA improvements with Baker Park.
Funding
The 2021 AMP is proposed to be funded by a variety of sources, with 68 percent of funding from Three Rivers Park District and 32 percent of funding from outside sources.
Funding Source and Amount
State Grants State Lottery-in-Lieu $1,800,000 Grant, $1,090,000
Met Council Grant, $1,040,000
Park District Brooklyn Park Bonds, Contribution, $8,517,572 $500,000 Prior Project Savings, $223,428 Baker National Golf Course, $850,000
Three Rivers Park District Sources of Funding • Park District Bonds: $8,517,572 o The Park District has historically issued five to fifteen year general obligation bonds to provide the balance of the funding necessary to implement the Asset Management Program. The amount of each bond issue has depended on the size of the Asset Management Program and other available funding sources. • Baker National Golf Course: $850,000 o A transfer from the Baker National Golf Course Fund to finance the beginning of the irrigation system replacement at the Golf Course. • Prior Project Savings: $223,428 o Cost savings from the Lake Minnetonka Pavement Project. The cost savings are a result of lower construction costs than were estimated in past Asset Management Programs. Funding from Outside Sources • State Grants - $1,800,000 o Silverwood Reimbursement (to be assigned to projects in 2021) - $720,000 o Baker Park Reserve Pavement Reconstruction - $400,000 o Dakota Rail Regional Trail Microsurfacing - $400,000 o Baker Park Reserve ADA Improvements - $280,000 • State Lottery-in-Lieu-of Grant: $1,090,000 o These state funds, provided through Met Council, have been received in 2020 for application to the 2021 Preservation and Rehabilitation Program. • Met Council Grant: $1,040,000 o These funds are provided directly by Met Council and will be used to fund the North Mississippi Regional Park Trail Reconstruction. • City of Brooklyn Park Contribution - $500,000 o The City of Brooklyn Park has pledged $500,000 for the total cost of design and construction of improvements at Mississippi Gateway Regional Park.
Summary of Bond Status The Park District has been issuing bonds annually since 2001 (except for 2002) to finance the construction of various projects. In addition, the Park District has refunded (refinanced) all eligible bonds and defeased (set funds aside in an escrow account) to pay a large portion of the 2013 bonds. As a result, the Park District currently has $63,020,000 in general obligation bonds outstanding.
Each year, the Park District repays a portion of the principal amount on each bond. The annual amount that will be repaid over the next 5 years is as follows:
2021 $6,885,000 2022 $6,980,000 2023 $6,070,000 2024 $4,310,000 2025 $4,455,000 Total $28,700,000 (45.5% of outstanding debt)
These amounts do not include any bonds that may be issued in 2021 or thereafter.
The Park District’s enabling legislation created a limit on the total net debt that can be outstanding. That limit, which is 0.5% of market value, is $685,620,722 as of December 31, 2020. State Statute also set a limit on the debt that could be issued without voter approval. That limit, which is 0.1% of market value or $137,124,144 as of December 31, 2020, is the limit that needs to be monitored and has the potential to constrain future debt issuance.
Comparison of Debt Outstanding to Debt Limit
$140 137.12 131.10 121.80 $120 112.68 104.11 98.19 100.69 94.70 $100 89.32 91.36 79.12 73.20 $80 69.95 70.30 68.36 66.30 66.70 66.54 Millions 61.00 63.02 $60
$40
$20
$0 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 Bonds Outstanding Debt Limit
2021 Asset Management Project List
Internal Outside ID Program Location Project Title Amount funding- Funding Notes Funding other
This serves as a master category for Pavement & structure preventative internal funding purposes. The 1 IMP District Wide $1,484,000 maintenance amount is the sum of the individual projects in the category.
1.01 District-wide general segments as needed $900,000 Microsurface entire Dakota Rail RT and 1.02 Dakota Rail RT $475,000 $400,000 2020 State Bond Gale Woods Farm Connection Utility Locates and other preliminary 1.03 District Wide $30,000 construction services 1.04 District Wide Pedestrian bridge and underpass repairs $34,000 1.05 Miss Gateway RP Dam inspection $45,000
This serves as a master category for Park Pavement Rehabilitation internal funding purposes. The 2 IMP District Wide $1,975,000 (Engineering and Construction) amount is the sum of the individual projects in the category.
Winter Recreation Area road and lot 2.06 Baker PR $130,000 bituminous overlay Maintenance parking lot, public safety, 2020 State Bond. This project will 2.07 Baker PR CR 19 lot, and Baker Outdoor Learning $500,000 $400,000 be combined with the Baker ADA Center bituminous overlay improvements project (ID # 57) RNC circulation trails reconstruction 2.08 Hyland PR $45,000 (engineering and construction) Park trail reconstruction (engineering North Mississippi Fund (Met 2.09 N Mississippi RP and construction) with fence removal, $1,300,000 $1,040,000 Council) eco-counter, river overlooks and benches 10 PRP District-wide Building Material - PRP21001 $148,000 11 PRP District-wide Burg, Fire, Security - PRP21002 $123,000 12 PRP District-wide Carpentry Labor - PRP21003 $115,000 13 PRP District-wide Carpentry Rehab Projects - PRP21004 $364,000 14 PRP District-wide Concrete - PRP21005 $100,000 15 PRP District-wide Electrical - PRP21006 $175,000 Internal Outside ID Program Location Project Title Amount funding- Funding Notes Funding other 16 PRP District-wide Elevators - PRP21007 $65,000 17 PRP District-wide Furniture - PRP21008 $19,800 18 PRP District-wide General Rehab Baker - PRP21009 $96,500 19 PRP District-wide General Rehab Carver - PRP21010 $74,000 20 PRP District-wide General Rehab Elm Creek - PRP21011 $125,000 21 PRP District-wide General Rehab French - PRP21012 $69,000 22 PRP District-wide General Rehab Hyland - PRP21013 $103,750 23 PRP District-wide General Rehab Parks & Trails - PRP21014 $326,700 General Rehab Regional Trails - 24 PRP District-wide $140,000 PRP21015 25 PRP District-wide HVAC - PRP21016 $359,300 26 PRP District-wide Paint - PRP21017 $157,500 27 PRP District-wide Plumbing - PRP21018 $117,500 28 PRP District-wide Project - EC Chalet Audio - PRP21019 $29,400 29 PRP District-wide Project - Hyland Fishing Pier - PRP21020 $56,500 30 PRP District-wide Project - RNC Boardwalk - PRP21021 $50,000 31 PRP District-wide PRP Contingency - PRP21022 $35,050 32 ITP District-wide Infrastructure Maintenance $75,000 33 ITP District-wide Network Hardware $125,000 34 ITP District-wide Cloud Infrastructure and Licensing $300,000 35 ITP District-wide Desktop/Multimedia/End User Solutions $300,000 36 ITP District-wide Data Center Maintenance $100,000 37 ITP District-wide Security and Compliance $150,000 38 ITP District-wide GIS/GPS Mapping and Hardware $50,000 39 NRM District-wide Aquatic Vegetation Management $30,000 CCM, Contracts, etc. to Support 40 NRM District-wide $255,000 Forestry-Horticulture Operations 41 NRM District-wide Compost for Amending Soils $11,000 42 NRM District-wide Forest Exclosures $40,000 43 NRM District-wide Fisheries Management $30,000 Invasive Species Management and 44 NRM District-wide $150,000 Control Internal Outside ID Program Location Project Title Amount funding- Funding Notes Funding other 45 NRM District-wide Landscape Maintenance - Horticulture $80,000 46 NRM District-wide Landscape Maintenance - Nursery $80,000 NRM Projects to Enhance Habitat 47 NRM District-wide $130,000 Communities 48 NRM District-wide Water Quality Improvements $181,000 49 NRM District-wide Wildlife Habitat Source/Sink Study $40,000 50 NRM District-wide Tree Trimming - Contracted $30,000 51 NRM District-wide Water Structure Repair/Replacement $100,000 52 NRM District-wide Wetland Restoration $25,000 53 NRM District-wide CPL/BWSR Grant Match 54 ADA District-wide ADA improvements - small projects $50,000 55 ADA N Mississippi RP ADA Site Improvements $65,000 56 ADA Baker PR ADA Bathroom remodel $75,000
2020 State Bond. This project will 57 ADA Baker PR Baker ADA Site Improvements $550,000 $280,000 be combined with the Baker pavement project (ID #2.07)
58 ADA Gale Woods Farm ADA Bathroom remodel $60,000 Design & construct Baker Outdoor 59 CPC Baker PR Learning Center shower building and $1,275,000 infirmary Baker Golf - Irrigation System 60 CPC Baker National $850,000 $850,000 Baker National funds Replacement Schematic -level parking expansion 61 CPC Hyland PR $40,000 options at Richardson NC Cost Share: County project to construct Part - 62 Crystal Lk regional trail between 83rd Avenue and $450,000 Trails 85th Avenue in Brooklyn Park Cost Share: At-grade crossing Part - 63 Dakota Rail improvements at Commerce Blvd in $25,000 Trails Mound: Study Part - Cost Share: Dakota Rail - Ferndale 64 Dakota Rail $250,000 Trails Extension Part - Cost Share: Dakota Rail – Ferndale 65 Dakota Rail $120,000 Trails Railroad Crossing Safety Arms Part - Cost Share: reconstruct narrow section 66 Med Lk $200,000 Trails of trail on E Medicine Lake Blvd. Internal Outside ID Program Location Project Title Amount funding- Funding Notes Funding other Part - Cost Share: Schematic Design of WMRRT 67 W. Miss. RT $50,000 Trails trail segment(s) in Champlin Part - First Tier Master Plan (System Plan 68 First Tier Cities $100,000 Parks directive) Part - 69 District-wide Winter Visitor Study TBD Funded through previous AMP Parks Part - 70 Noerenberg Noerenberg Barn Stabilization $30,000 Parks Part - 71 Cleary Maintenance Compound Reconstruction $350,000 Parks Part - 72 GV/Robb Sochacki: Water Quality Project $50,000 Parks Part - Phase 3: West Side Brooklyn Park 73 Miss Gateway $500,000 $500,000 City of Brooklyn Park Parks components: Design 74 Admin District-wide Capital Admin $340,000
3000 Xenium Lane North, Plymouth, MN 55441 ThreeRiversParks.org • 763.559.9000