Superintendent'sRecommended 2020 Budget
Superintendent’s Recommended 2020 Budget
Minneapolis Park and Recreation Board Commissioners
Brad Bourn
Commissioner District 6 President
Jono Cowgill
Commissioner District 4
Meg Forney
Commissioner At Large
Londel French
Commissioner At Large
AK Hassan
Commissioner District 3 Vice President
Chris Meyer
Commissioner District 1
Steffanie Musich
Commissioner District 5
Kale Severson
Commissioner District 2
Latrisha Vetaw
Commissioner At Large
Minneapolis Park and Recreation Board and
Executive Leadership Team
Board of Commissioners Executive Leadership Team
Brad Bourn Al Bangoura
President Superintendent
Commissioner District 6
Jennifer Ringold
AK Hassan Deputy Superintendent
Vice President
Commissioner District 3 Jeremy Barrick Assistant Superintendent for Environmental Stewardship
Chris Meyer
Commissioner District 1 Michael Schroeder Assistant Superintendent for Planning
Kale Severson
Commissioner District 2 Tyrize Cox Assistant Superintendent for Recreation
Jono Cowgill
Commissioner District 4
Steffanie Musich
Commissioner District 5
Meg Forney
Commissioner at Large
Londel French
Commissioner at Large
Latrisha Vetaw
Commissioner at Large
Minneapolis Park and Recreation Board Mission and Vision
Mission The Minneapolis Park and Recreation Board shall permanently preserve, protect, maintain, improve, and enhance its natural resources, parkland, and recreational opportunities for current and future generations. The Minneapolis Park and Recreation Board exists to provide places and recreation opportunities for all people to gather, celebrate, contemplate, and engage in activities that promote health, well‐being, community, and the environment.
Vision to 2020 In 2020, the Minneapolis park system is a premier destination that welcomes and captivates residents and visitors. The park system and its beauty are part of daily life and shape the character of Minneapolis. Natural, cultural, artistic, historical, and recreational resources cultivate outstanding experiences, health, enjoyment, fun, and learning for all people. The park system is sustainable, well‐maintained and safe, and meets the needs of individuals, families, and communities. The focus on preserving land continues, with a strong emphasis on connecting people to the land and each other. Aware of its value to their lives, residents are proud stewards and supporters of an extraordinary park and recreation system.
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Superintendent’s Recommended 2020 Budget
Table of Contents
Budget Message and Highlights Pages 3‐20
2018‐2022 Strategic Directions Page 21‐30
Background Information Pages 31‐35
Tax Levy & Local Government Aid Pages 37‐39
General Fund Pages 41‐96
Special Revenue Fund Pages 97‐102
Enterprise Fund Pages 103‐119
Internal Service Funds Pages 121‐135
Capital Project Funds Pages 137‐165
Personnel Summaries Pages 167‐176
Appendix – Fee Schedule Pages 177‐190
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2020 Budget Message
October 16, 2019 President and Commissioners of the Minneapolis Park and Recreation Board, It is my honor and privilege to serve you and the people of Minneapolis as the Superintendent of the Minneapolis Park and Recreation Board (MPRB). I am so proud of this amazing park system and the work we all do. We have been a nationally recognized park system for decades, and we will remain so for generations to come. Our parks are vital to building community and to our well‐being. As your Superintendent, I am committed to providing a solid foundation of visionary leadership, clear direction, and decision making based on data and analytics. For 19 years, I had the privilege of serving Minneapolis residents and working with passionate communities. I also was able to spend four years in North Carolina honing my experiences from Minneapolis to transform the Mecklenburg County recreation system. As I returned to Minneapolis and this great park system, I looked forward to reconnecting with internal staff and the community to create the next generation of recreation. During my first nine months, I launched several initiatives to assess current recreation services and create a foundation that can be built upon. A new internal recreation data and evaluation team was formed to assess services and benchmark against national standards. Youthline was realigned within recreation centers to enhance our capabilities to provide meaningful, life‐changing opportunities to Minneapolis youth. A program development engine team is being established to research, develop, and evaluate new program initiatives for recreation and the organization. A draft “Closing the Gap: Investing in Youth” report was presented to commissioners and Minneapolis public officials. I outlined and shared a vision for investing in youth that will fill the gap with quality programming that inspires today’s youth. I am proud to present my first recommended budget as an integral step in implementing this vision. The Superintendent’s Recommended 2020 Budget continues the 20 Year Neighborhood Park Plan (NPP20) and the use of criteria‐based systems and the racial equity lens for budget allocations and decisions. The MPRB is the first park agency in the country to require, by ordinance, its entire Capital Improvement Plan use specific, transparent, criteria‐based systems to ensure racial and economic equity are accounted for in funding allocations. Racial equity work is demonstrated in the Superintendent’s Recommended 2020 Budget in five distinct areas: 2020 department budget goals; neighborhood park capital improvement and rehabilitation funding; regional park capital improvement funding; recreation center funding; and 2020 budget adjustments. This budget also supports the MPRB’s commitment to strategic thinking by long‐term planning and supporting the 2018‐2022 Strategic Directions and Performance Goals adopted by the Board in April 2018 and 2019 respectively. The Strategic Direction guides system‐wide operations and
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initiatives through 2022 through the identification of four priorities: invest in youth; be financially sustainable; protect the environment; and engage communities’ power. The performance goals provide the recommended areas of measurable performance within the Strategic Directions and are the goals by which the Superintendent, Executive Team, and organization will be measured throughout this time period. I believe in measurable statistics and in working together for the good of the MPRB and community and I am proud that this budget includes initiatives directed towards reaching these goals by 2022. 2018‐2022 Strategic Directions Strategic Direction A ‐ Invest in Youth In September 2019 the Board received the draft report, Closing the Gap: Investing in Youth. The report identified that the although MPRB’s investment in youth programming has grown slightly in the last couple of years it lags well behind the investment required to move beyond keeping the lights on and searching for new user fees to sustain basic services. The MPRB seeks the opportunity to truly serve the youth of Minneapolis with quality, innovative programs, regardless of the youth’s ability to pay for services. The MPRB is committed to serving the needs of Minneapolis youth. To do so, a minimum of an additional $2 million annually is needed to close the gap in recreation funding for youth programming. This budget includes another payment towards closing this gap by providing funding to hire an additional 60 youth in high‐quality youth employment programs which provide unique and lifelong skill‐building opportunities; operate two ideation spaces that will teach digital literacy, engage youth with a variety of technologies, and support youth in developing the high demand skills and abilities wanted by employers; offer free afterschool programming for up to 80 youth at four sites within the park system; and establish a youth advisory council to engage staff and the community to advance programs, activities, outreach and partnerships on behalf of the city’s youth. The MPRB and the City of Minneapolis have a responsibility to invest in, and serve, youth in ways that make a substantial difference today and for generations to come. The MPRB is uniquely positioned to have the solutions and places to enrich the lives of Minneapolis youth. I will continue to work with the Board, Mayor, City Council Members and partners to establish sustainable youth investment. Strategic Direction B ‐ Be Financially Sustainable The MPRB remains committed to establishing long‐term financial sustainability in operations, rehabilitation, and capital infrastructure for all operations. Great strides have been made through organizational performance initiatives and the passing of the NPP20. While NPP20 addressed neighborhood park infrastructure, significant funding gaps in our recreation service delivery, regional park system, and enterprise fund operations remain. The MPRB is committed to addressing these ongoing financial challenges to ensure quality delivery of park and recreation services and quality facilities to Minneapolis residents and park users. This budget for the first time reflects a current service level that includes maintaining service level standards for park acquisition, development, improvements and expansion. This budget includes a 5.8 percent property tax levy increase for General Fund operations and a 3.9 percent property tax levy increase for the Tree Preservation and Reforestation Levy to address the Emerald Ash Borer infestation and tree loss due to storms. The property tax levy supports the current service level
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budget; however, it does not close the gap for youth. This budget, therefore, focuses on balancing the need to maintain our existing facilities and programs with the importance of offering improved and new programs and services. In order to fund the 2020 youth investment and environmental initiatives, this budget includes increases in established fees and charges, the addition of new fees and charges, and service reductions within every MPRB division. It continues to improve the financial condition of the Enterprise and Internal Services Funds, maintains the funding for the Park Land Acquisition Fund and Operations Facilities Rehabilitation Fund and supports an assessment of the MPRB’s historic and iconic homes. Strategic Direction C ‐ Protect the Environment The MPRB Mission states that, “the Minneapolis Park and Recreation Board shall permanently preserve, protect, maintain, improve and enhance its natural resources, parkland, and recreational opportunities for current and future generations.” The MPRB Comprehensive Plan and the Board’s 2018‐2022 Strategic Direction support this mission and commits to strategic and focused efforts to enhance open spaces and natural areas management, decreasing the MPRB carbon footprint, increase usage of electric vehicles and reductions in pesticide usage. This budget supports these efforts by including a management analyst position focused on energy, sustainability and efficiency, implementation of energy management software, and installation of Electric Vehicle plug‐in infrastructure. This budget also supports the continued reduction of greenhouse gas emissions using priorities and recommendations from the first completed carbon footprint analysis, scoping efforts for the shoreline lake management plan, development of the urban forest management plan, implementation of formal criteria for evaluating new equipment purchases and replacements to reduce fuel consumption, minimize pollution and emissions, and improve operations. Strategic Direction D ‐ Engage Communities’ Power We serve the community and people of Minneapolis, so it is paramount to our success that we build upon the strong and unique connections that our communities have to our park system. As we continue along our path of being an inclusive public agency, it is important to recognize and engage all community members to create a sense of belonging, ownership and power. Important work continues throughout the MPRB including development and implementation of the racial equity action plan and community participation in various advisory councils and committees. The MPRB has completed a summer of engagement for the new comprehensive plan effort, “Parks for All” to obtain community input that will be used to set the MPRB priorities and policy direction for the next decade. We are making the park system better by continuing to engage the people of Minneapolis as our priority, and we will perpetuate Minneapolis’ great parks through the insights and support we gain from every conversation we have with Minneapolis residents. This budget continues to support these efforts through the continuation of the racial equity and inclusion work, implementation of the language access plan, development of a police officer career pathway program that will target non‐traditional and diverse candidates, advancing racial equity in city‐wide events through community partner collaboration, and expanding the Ambassador Program with volunteer support.
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Budget Process The MPRB began the 2020 budget process with Board retreats held in May. The budget process will be completed in December when the Board of Commissioners formally adopts the 2020 Annual Budget. This budget is the culmination of thoughtful consideration and input from the Board of Commissioners and staff. I look forward to obtaining further input from the Board of Commissioners and public on the Superintendent’s Recommended 2020 Budget in November and December. I want to thank all the members of the Board and staff for their efforts during this year’s budget process. Together we can dramatically impact people’s lives by building communities, delivering meaningful services and meeting the diverse needs of Minneapolis residents. Sincerely,
Al Bangoura, Superintendent
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2020 Budget Highlights
Budget Process and Board Direction The Minneapolis Park and Recreation Board (MPRB) budget direction and framework was established for the organization in April 2018 when the Board adopted the 2018‐2022 MPRB Strategic Direction. The Board further defined the framework in April 2019 when it adopted performance goals for each strategic direction and set the mechanism in place by which the Superintendent, Executive Team, and organization will be measured. Milestones are framed annually to demonstrate incremental progress toward each performance goal, allowing for annual review of the Superintendent and organization. Early in 2019, the Board President communicated with the Superintendent and staff a desire to restructure the MPRB budget process to better align with the City of Minneapolis budget process to improve communication and data sharing between the MPRB and City. Various steps were implemented which resulted in unprecedented collaboration with the City and Mayor’s budget process. The MPRB began the 2020 budget process with retreats held in May. During the retreats, staff shared that many factors are impacting the MPRB five‐year financial outlook and 2020 budget. Staff for the first time presented a financial outlook that included impacts on operations to meet the service delivery needs of new residential areas that were traditionally non‐residential in support of the city’s growth patterns including The Commons Park and maintaining service delivery levels for other system development, improvements and expansion. Broad financial impacts also identified by staff included labor contract negotiations; Enterprise Fund and Internal Service Fund stabilization; workforce stabilization addressing MPRB policies and practices for hiring temporary, part‐time and seasonal staff; and the impact of the city minimum wage increase on part‐time staffing costs. The Superintendent also shared that the 20 Year Neighborhood Park Plan has begun to address neighborhood park infrastructure, but significant gaps remain in the delivery of recreation programs and services. At the budget retreat, the Superintendent proposed a maximum 7.9 percent property tax levy increase for the current service level operating increase. The increase included 8.0 percent increase for the General Fund, and 4.0 percent increase for the Tree Preservation and Reforestation Levy to address Emerald Ash Borer infestation and tree loss due to storms. The Board was then provided with each MPRB Division’s 2020 budget requests. Each request identified the strategic direction and/or performance goal it was meant to address. The Board had a robust conversation; informally prioritized the requests; considered various funding strategies for each request that received the most support from the commissioners; and identified those priorities that they felt should move forward into the conversations around the setting of the MPRB maximum property tax levy. The Superintendent began discussions with the Mayor and City to move forward the four priorities of the MPRB including current service level adjustments (Priority 1), invest in youth
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(Priority 2), increase access and reduce carbon footprint (Priority 3), and The Commons park (Priority 4). Between May and August, the Superintendent, along with the executive team and Board President met on several occasions with the Mayor, various City Council members, and city staff to discuss these priorities. The Superintendent and staff were responsive throughout the process providing additional information and answering questions asked by the Mayor or City staff. On August 15, the Mayor recommended a maximum property tax increase for the MPRB of 5.7 percent that included the MPRB current service level budget adjustments (Priority 1). The Mayor’s Recommended 2020 Budget also included $820,000 be directed to the MPRB for maintenance operations of The Commons park (Priority 4) from other City sources. The Mayor did not support any additional funding for MPRB priorities 2 and 3. On September 4, the Board of Commissioners approved a resolution requesting the Board of Estimate and Taxation (BET) set the MPRB maximum property tax levy at an estimated amount of $71,040,000 an 8.0 percent increase for the 2020 budget. This included an 8.2 percent property tax levy increase for the General Fund (current service level plus priorities 2 and 3), and a 3.9 percent property tax increase for the Tree Preservation and Reforestation Levy.
On September 25, the BET set the maximum property tax levy for the MPRB at the current service level amount of $69,506,000 a 5.7 percent increase from 2019. Factors impacting 2020 Budget As staff prepared department budgets for inclusion in the Superintendent’s Recommended 2020 Budget. The following key factors were identified, considered, and provided a basis for decision making during this process. Key Financial and Service Challenges – Several financial and service challenges facing the MPRB remain. Staff work hard to meet these challenges while providing the best possible services and programs for park visitors.
Closing the Gap: Investing in Youth In September 2019 the Board received the draft report, Closing the Gap: Investing in Youth. The report identified that although MPRB’s investment in youth
MPRB City of Mpls
2019 2020 $ Change % Change % Change
Current Service Level
Minneapolis Park Board 63,935,000 67,630,000 3,695,000 5.78% 1.06%
Tree Preservation & Reforestation 1,805,000 1,876,000 71,000 3.93% 0.02%
Current Service Level 65,740,000 69,506,000 3,766,000 5.73% 1.08%
Minneapolis Park Board ‐ Priority 2: Invest in Youth 1,296,000 1,296,000 1.97% 0.37%
Current Service Level Plus Priority 2 65,740,000 70,802,000 5,062,000 7.70% 1.45%
Minneapolis Park Board ‐ Priority 3: Increase Access
& Reduce Carbon Footprint 238,000 238,000 0.36% 0.07%
Current Service Level Plus Priorities 2 & 3 65,740,000 71,040,000 5,300,000 8.06% 1.52%
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programming has grown slightly in the last couple of years it lags well behind the investment required to move beyond keeping the lights on and searching for new user fees to sustain basic services. The MPRB seeks the opportunity to truly serve the youth of Minneapolis with quality, innovative programs, regardless of the youth’s ability to pay for services. The MPRB is committed to serving the needs of Minneapolis youth. To do so, a minimum of an additional $2 million annually is needed to close the gap in recreation funding for youth programming.
Recreation Programs and Services Reimagining our parks and spaces is critical to ensure our facilities and services meet the needs of our residents and remain relevant into the future. Each of our 47 recreation centers are “touch points” in our communities. Localized and human‐centric, our rec centers must ultimately be designed as flexible spaces that can respond to the community needs. To effectively meet the needs of Minneapolis residents, our recreation service offerings must be based on national best practices and local research, responsive to consumer trends, and rooted in data findings. Additionally, the Recreation Division will utilize best management practices and data to drive decision making and to be accountable to how recreation does it work.
The Commons Park The Commons, by virtue of a ruling in Hennepin County District Court, became the responsibility of the MPRB as of May 1, 2019. The court’s decision is currently under appeal. However, to meet the court’s ruling, staff worked with the City to establish agreements whereby the MPRB assumed direct responsibility for the park and is assigned responsibility for an existing contract between the City and Green Minneapolis for maintenance and management of the park. The agreements and contracts expire at the end of 2019. The outcome of the City’s and MPRB’s appeal of the District Court ruling will clarify the MPRB’s ongoing responsibilities relative to The Commons. From a budgetary perspective, costs to operate in 2020 will be largely covered by funds from the City. The costs of operations and programming for the future remains an issue.
Partnerships, Agreements and Park System Expansion The MPRB has entered into partnerships and agreements and expanded the park system to meet the park and recreation needs of Minneapolis residents and visitors. This work includes the expansion of the park system along the Mississippi River to provide regional amenities in North and Northeast Minneapolis and a growing city and relaunching of a pool at Phillips Community Center. These changes require operating and programming funding to sustain service levels without exhausting existing staff resources.
Carbon footprint analysis In 2017 the Forestry Department developed an extensive study of the benefits of trees using the US Forest Service iTree Software to understand the carbon sequestration of trees. Minneapolis public trees annually reduces 91.9 million pounds of carbon dioxide (CO2) from the atmosphere, valued at $688,897 or $3.34 per tree. The study also estimated the amount of CO2 that is released when public
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trees die and decompose, and due to urban forest maintenance. The MPRB has also been collecting building energy data in the B3 system for the public buildings in the Minneapolis park system. While we understand CO2 in relation to the urban forest and the use of energy for public buildings, there is more work to be done to understand the other means of carbon sequestration or the amount of carbon released by the practices of the MPRB. Asset Management has explored options for technical assistance to establish a comprehensive baseline level of emissions from our fleet and facilities. The objective is to generate a detailed carbon footprint of the entire organization in order to set informed goals for reducing and measuring our own environmental impacts. All available data on fuel, utilities, hours of operations, vehicle makes and models, facilities, etc. that is obtainable will be used in the analysis. In some cases, detailed data is not available, and modeled or estimates from comparable parks systems may need to be used instead.
Electric vehicle fleet analysis The MPRB vehicle fleet is comprised of 188 licensed vehicles ranging from sedans to large log loaders and street sweepers. As electric and hybrid vehicle technologies continue to advance, the MPRB has consistently evaluated the potential of transitioning fleet vehicles from traditional fossil fuels to hybrid and electric. Currently, there are two hybrid and one electric vehicles in the fleet and potentially another four or five current vehicles could be replaced with electric or hybrid. While hybrid and electric technologies for sedans and smaller vehicles has proven effective, the technologies for large heavy‐duty trucks is still evolving and the majority of the MPRB vehicle fleet is pick‐up trucks and larger. Asset Management staff has engaged Excel Energy, Hennepin County, and the University of Minnesota Institute on the Environment for information exchange and research to help identify strategies.
Pesticide free parks analysis The Board approved a moratorium on the use of glyphosate throughout the Park system and directed staff to lead a Pesticide Advisory Committee. The Committee developed initial recommendations for the Board to consider in moving forward with Pesticide free parks. Many of the recommendations will require greater resources.
Increased expectation/demand of snow removal, mowing and weed harvesting Several Commissioners have asked the Asset Management team to expand the winter snow removal operations to include all paths throughout the system. There has also been greater demand for more extensive weed harvesting and mowing cycles. All of these operations are dependent upon the Mobile Equipment Operator workforce and in order to increase the operation, more full‐time staff are needed.
Ordinance review The MPRB is responsible for maintaining a code of ordinances for the Minneapolis park and recreation system. Ordinances have been periodically revised and updated. Staff believe some are obsolete or antiquated, and, in some cases, they
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are no longer enforceable. Staff recommend a comprehensive review and update of the MPRB’s ordinances be conducted. It is anticipated that additional legal and professional services will be required to review the ordinances from multiple perspectives, including usefulness, lawfulness and racial equity, will be required to complete this review. In 2019, Phase I of this work was funded. Additional funding will be required in 2020 for Phase II.
City of Minneapolis $15 minimum wage The City Council approved a municipal minimum wage ordinance on June 30, 2017 that requires large employers to pay Minneapolis workers $15 an hour in five years. To be consistent with State law, the minimum wage policy will apply to anyone who works in Minneapolis for any amount of time. The minimum wage will be indexed to inflation after the target $15 an hour wage is reached. Below is the impact of the minimum wage increase for the General and Enterprise Funds from 2018 to 2023.
Year Date Wage General Fund Enterprise Fund
2018 1/1/2018 $10.00 $6,727 $24,276
2018 7/1/2018 $11.25 $180,089 $40,844
2019 7/1/2019 $12.25 $376,152 $82,548
2020 7/1/2020 $13.25 $415,118 $85,094
2021 7/1/2021 $14.25 $446,582 $86,954
2022 7/1/2022 $15.00 $436,625 $76,385
2023 full year $15/hour $202,372 $32,821
Total $2,063,663 $428,920
Other key financial challenges also continue: union negotiated settlements, organization wide salary study impacts, inflationary increases especially in construction costs, internal services rate increases for stabilization of the mobile equipment fleet and information technology services, and the continued work to stabilize the Enterprise Fund. Other key service challenges with cost implications include Emerald ash borer infestation, tree losses due to storms, the need for improved operations facilities, and capital investment needs in regional parks that continue to outpace available funding in the aging park system. Basis of Superintendent’s Recommended 2020 Budget The Superintendent’s 2020 Recommended Budget has been developed under the constraints of the maximum tax levies authorized by the BET which did not include any additional funding for the Closing the Gap: Investing in Youth initiative.
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In developing the recommended 2020 budget the Superintendent considered the following:
The Superintendent’s Recommended 2020 Budget is the fourth year of the 20 Year Neighborhood Park Plan (NPP20). The NPP20 was established through concurrent Ordinances passed by the Mayor and City Council and MPRB Board of Commissioners on April 29 and May 18, 2016, respectively, and the Criteria Based System for Capital and Rehabilitation Neighborhood Park Project Scheduling (Criteria Based System) Ordinance passed by the MPRB Board of Commissioners on July 6, 2016. This budget continues to support the operating costs related to implementing NPP20 and increasing and sustaining service levels for a range of maintenance practices through the MPRB General Fund property tax levy of $3.5 million. The NPP20 also includes a total of $ 10.5 million for investments in rehabilitation and capital for neighborhood parks ($2.5 million of annual allocation that predates NPP20 and the additional $8.0 million that was provided through the NPP20 ordinances). The Superintendent’s Recommended 2020 Budget includes the NPP20 maintenance in the General Fund and the NPP20 rehabilitation and capital in the Capital Projects Funds.
A racial equity tool was utilized for department budget requests and impacts. This information was used individually and in aggregate to ensure that additions and reductions to the MPRB recommended budget either enhanced racial equity or did not increase racial inequity.
The Superintendent also considered the direction received from the Board of Commissioners along with input, recommendations and requests from staff. The Superintendent weighed this input and direction with the need to provide services within existing resources.
Revenue and expense sides of the budget were considered to make appropriate shifts and changes to reach a balanced budget.
To continue to make progress towards meeting the performance goals laid out by the Board in the 2018‐2022 Strategic Direction, this budget, after careful consideration includes increases in established fees and charges; the addition of new fees and charges; and service reductions within every MPRB Division.
The Superintendent is proud to present a recommended 2020 budget that focuses on responsive service delivery; racial equity, diversity and inclusion; and continues to respond to urban tree canopy threats through a special tax levy. General Fund Department Initiatives and Changes for 2020 Superintendent’s Office
o Communications and Marketing The Superintendent’s recommended budget includes the elimination of a Marketing Assistant summer intern position. The budget also includes current service level adjustments to support certified part‐time staffing and Language Access Plan implementation.
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o Community Outreach The Superintendent’s recommended budget includes an increase for Urban Scholar administration fees, the elimination of a vacant certified part‐time Office Support Specialist position, a decrease in the Music and Movies program, and a reduction in part‐time staffing at city‐wide MPRB events. The budget also includes current service level adjustments to support Government Alliance on Race and Equity (GARE) membership and movie licensing fees.
o Park Police The Superintendent’s recommended budget includes the establishment of an enhanced cadet program to bolster non‐traditional law enforcement candidates, especially candidates of color and women. The budget also includes a current service level increase of park patrol agents to address needs associated with system expansion and increased usership.
Deputy Superintendent’s Office
o Deputy Superintendent’s Office The Superintendent’s recommended budget includes the use of one‐time funds for phase two of the MPRB ordinance review and for the development and support of racial equity external influencer training. The budget also includes current service level adjustments to provide the continuation of the internal racial equity work, training and support for the MPRB.
o Customer Service The Superintendent’s recommended budget includes revenue increases for canoe rack storage rate increase, Wirth Pavilion weekend rental fee increase; and new fees for filming and photo permit fee, storage locker lease and revenue share, and a low impact ceremony fee. The budget also transfers .40 FTE Facility Coordinator position to the Enterprise Fund to fully account for this position based on where the revenues are collected and recorded for this work. This budget also includes current service level adjustments to provide permit administration and the buoy program tender boat, chain and anchor maintenance and replacement.
o Finance The Superintendent’s recommended budget includes the addition of an Urban Scholar position and eliminates the Financial & Performance Analyst position. This budget also includes current service level adjustments to provide contracted financial analysis support.
o Human Resources The Superintendent’s recommended budget includes the use of one‐time funds to procure employee onboarding software and develop an inhouse software application to support the management of the wage theft ordinance. This budget also includes current service level adjustments for annual ongoing software costs.
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Environmental Stewardship Division o Asset Management
The Superintendent’s recommended budget includes the addition of 3.0 FTE Mobile Equipment Operators to improve service levels for snow removal, mowing and weed harvesting, 1.0 FTE Painter to maintain service levels due to system expansion, 1.0 FTE management analyst position focused on energy, sustainability and efficiency, and the hiring of up to 13 youth for three Teen Teamworks Power Crews, Urban Scholar, and field data collection assignments. This budget also includes reductions or savings in services including the closing of the Jim Lupient miniature golf course; the closing of a wading pool at Lyndale School park; the conversion of a wading pool to a splash pad at Victory Park; and the reduction of other expenditures due to more efficient oversight of service areas budgets. This budget also includes the on-going costs and use of one-time funds for the acquisition of the energy management software.
o Environmental Management The Superintendent’s recommended budget includes an addition of a Water Resource Lead position to support increased work demands and the development of lake management plans, the hiring of up to 24 youth for green team and garden crews, and an increase in revenue received from the stormwater services agreement with the City. This budget also maintains the funding for two conservation corps crews but provides for the full funding of one crew from the operations and maintenance funds received through the metropolitan council. This budget also includes the use of one-time funds for the scoping and methodology for shoreline lake management plans.
o Forestry The Superintendent’s recommended includes and increase in revenue for the wood processing site lease agreement and a minor current service level reduction in rental fees.
Planning Division
o Design and Project Management The Superintendent’s recommended budget includes the elimination of 2.0 FTEs a Project Designer and an Engineering Project Manager positions along with the associated project charge revenue. This budget also includes an increase to the planning chargeback rate model based on trends related to extended engagement and the greater prospects for rebidding of work in the current highly competitive construction market. The need for the Planning Division to meet revenue targets also demands a greater focus on planned and funded projects with a particular focus on those projects identified in the Capital Improvement Program, which means less staff resources will be available to be directed to new tasks or requests for Planning staff time. This budget also includes the use of one-time funds to perform an assessment of the MPRB historic and iconic homes.
o Strategic Planning The Superintendent’s recommended budget supports the completion of the next comprehensive plan, a core function of this department, utilizing existing resources.
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Recreation Division o Athletic Programs & Aquatics
The Superintendent’s recommended budget includes an increase in adult sports and field rental fees based on market rates and the reduction in lifeguard hours by changing the policy from 85 degrees to 90 degrees for extended hours at beaches due to heat. This budget also includes current service level adjustments to fund emergency medical technicians at 12U and 14U youth football games, youth officials per game rate of pay, and a city‐wide swim team.
o Recreation Centers & Programs The Superintendent’s recommended budget includes the operation of two ideation spaces that will teach digital literacy and engage youth with a variety of technologies, free afterschool programming for up to 80 youth at four sites within the park system, and an increase in program and rental revenue for recreation centers due to increased participation and use. This budget also includes a reduction in outdoor supervision at locations that are ranked the lowest on the recreation equity matrix.
o Youth Development The Superintendent’s recommended budget includes the hiring of an additional 22 youth through Teen Teamworks, transfer of the Youth Program Specialist position that supports Teen Teamworks to the General Fund, and an increase in RecPlus fees based on market rates and higher enrollment. The budget includes current service level adjustments for the establishment of a youth advisory council to engage staff and the community to advance programs, activities, outreach and partnerships on behalf of the city’s youth. The budget also includes the elimination of the Freedom School program.
Other General Fund Initiatives and Changes for 2020
o City Management Fee, Contributions and Other This cost center accounts for revenues and expenditures benefiting the entire organization, rather than a specific department. The Superintendent’s recommended 2020 budget includes the $820,0000 revenue and expense associated with The Commons in this area until the legal process is completed, and a final determination is made on the MPRB’s ongoing responsibilities relative to this park. The budget also includes an increase in the General Fund overhead charge for NPP20 administrative services provided to the Capital Projects Fund and an increase to the General Fund overhead charge for financial and human resources services provided to the Enterprise Fund.
o Investments in Operations Facilities The Superintendent’s recommended budget maintains the Michael P. Schmidt Operations Center mortgage payment and transfer to the Capital Project Funds for the rehabilitation fund established to invest in MPRB operations facilities and headquarters. A staff‐and‐consultant team completed an initial assessment of the facilities and operations, working with MPRB staff at all levels to understand system needs, gaps, and opportunities, including ways to make day‐to‐day activities more
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efficient. Using findings from the initial assessment and a review of current facilities, staff is looking to upgrade facilities that have demonstrated operational inefficiencies and that lack suitable accommodations for employees. In this way, even as directions for a master plan are considered, incremental investment in existing facilities that will remain a part of the system can be accomplished.
o Park Land Acquisition Fund The Superintendent’s recommended budget supports the continuation of the General Fund transfer into the Park Land Acquisition Fund to support RiverFirst acquisition due to the speed at which land is becoming available and may be outpacing other available outside resources.
o Historic and Iconic Home Fund The Superintendent’s recommended budget supports the use of one‐time funds to provide for an assessment of the MPRB’s historic and iconic homes. The MPRB is fortunate to have several historic and iconic homes in its inventory, including the Ard Godfrey House, John H. Stevens House, Longfellow House, and Theodore Wirth Home. These homes require specialized maintenance and improvements that are not currently funded within existing capital programs. Dedicated funding is needed to ensure these homes are properly maintained and sustained for future generations. This assessment is the first step in developing a capital program for these homes.
o General Fund Excess Fund Balance The Superintendent’s recommended budget includes the use of General Fund excess fund balance to support the following one‐time activities up to a total of $311,500.
Division Request Amount
Deputy Superintendent's Office External Influencers Training and Support $40,000
Deputy Superintendent's Office Ordinance Review Phase II 30,000
Deputy Superintendent's Office Branded Info Booth Kiosk 20,000
Deputy Superintendent's Office Employee Onboarding Software Development 25,000
Deputy Superintendent's Office Wage Theft Ordinance ‐ Inhouse Software Application 50,000
Environmental Stewardship Energy Management Software 21,500
Environmental Stewardship Lake Management Plans ‐ Phase I 50,000
Environmental Stewardship Automated Lights at Neiman Fields 35,000
Planning Historic and Iconic Homes Assessment 40,000
Total $311,500
Special Revenue Fund Initiatives and Changes for 2020
Environmental Stewardship Division
o Forestry The Superintendent’s recommended budget provides for continuation of the Tree Preservation & Reforestation Levy. This eight‐year plan was formulated in 2013 in response to the increase in the number and intensity of storms and the infestation of Emerald Ash Borer. 2020 is the seventh year of the eight‐year plan to remove and
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replace ash trees and replant trees lost during storms. The Board will begin to plan for the end of this program and future needs for tree replacement due to disease or storms.
Enterprise Fund Stabilization An Enterprise Fund is established to account for government activities that operate as businesses and provide goods or services to the public on a consumer charge basis. Most government business‐type activities are accounted for and reported in this type of fund. Enterprise activities are meant to be self‐supporting and include operations, capital improvements and debt service, and do not receive tax support. The MPRB Enterprise Fund historically included activities that are not business‐type activities and are not self‐supporting when all costs associated with those activities are identified. In addition, the MPRB Enterprise Fund subsidized General Fund activities to the detriment of the enterprise activities the fund is designed to support. Staff completed analysis of the activities accounted for in the Enterprise Fund in 2012. Significant modifications have been made since 2012, realigning activities between the Enterprise and General Funds, yet not fully realigning all activities. The Superintendent supports continuing the initiative to properly align activities in the Enterprise and General Funds and improving the financial condition of the Enterprise Fund. MPRB Golf has operated at a loss for the past six years and has a ten‐year (2009‐2018) average annual net loss of ($383,328). Although many factors have led to the current state of golf operations, the Superintendent recognizes that the current financial condition of golf are draining resources from otherwise self‐support components of the MPRB’s enterprise operations. The Superintendent is committed to evaluating alternatives and developing a long‐range plan for golf with in the MPRB system. Historically, the Enterprise Fund has financed its capital improvement program with profits generated in the current year. If profits generated in that year were not sufficient to cover the costs of all scheduled projects, the projects would be deferred or cancelled based on prioritized need. This financing model along with the decline in the golf industry, annual subsidies to the General Fund, and debt obligations associated with the Neiman Sports Complex resulted in Enterprise Fund capital improvement project deferments that reached a critical stage. Although improvements have been made, the level of deferments and the critical capital needs within the Enterprise Fund have resulted in major concerns for the long‐term viability of this fund. As capital improvements become necessary and reserves are not available, debt is being utilized as a financing source which is not financially prudent. The Superintendent continues to work towards the identification of the annual set asides that are required to establish proper reserves for repair and replacement of specific asset types within the Fund. The Superintendent is committed to phase in these increases and the Superintendent’s recommended budget includes an Enterprise Fund 2020 – 2025 Capital Improvement Plan.
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Enterprise Fund Department Initiatives and Changes for 2020 Deputy Superintendent’s Office
o Customer Service – Parking Operations The Superintendent’s recommended budget includes increase in revenue due to the expansion of ParkMobile app to surface parking lots, rate adjustments at Mill Ruins, adding pay parking on West Bde Maka Ska Parkway and at the Calhoun Executive Center Lot. The budget also includes increases in expenses associated with these expansions of the parking operation.
o Customer Service – Use and Events Permitting The Superintendent’s recommended budget includes adjustments to artist booth fee and new fees for promotional/commercial booths and food and beverage booths and an increase in seasonal maintenance. The budget also includes the transfer of the Event & Facility use coordinator position to be fully funded out of the Enterprise Fund and current service level adjustments for permit administration.
o Customer Service – Vendor Agreements/Concessions The Superintendent’s recommended includes a revenue reduction for the Bde Maka Ska concession as the building was destroyed by fire in 2019. Construction of the new building may begin in late 2020. The budget also includes an increase in seasonal maintenance.
Recreation Division o Golf
The Superintendent’s recommended budget includes targeted golf fee increases and the elimination of the Golf Director position. The budget also includes the reassignment of golf maintenance staff to other departments during the winter months.
o Athletic Programs, Aquatics & Ice Arena Operations – Ice Arena The Superintendent’s recommended budget includes the conversion of two part‐time customer service staff to an ice arena administrative support position and a slight increase in revenue for a new fee that will allow for last minute ice time reservations and an increase to ice skate rental rates.
Debt Service & Improvements o Non‐Operating Costs
The Superintendent’s recommended budget includes an increase to the General Fund overhead charge for financial and human resources services provided to the Enterprise Fund.
o Improvements The Superintendent’s recommended budget includes the Enterprise Fund 2020‐2025 Capital Improvement Plan. The first year of this plan provides for planning and assessments to determine the conditions of the various asset categories and to begin to prioritize work based on those conditions. The budget also includes the insurance proceeds and the design and construction of the Bde Maka Ska concession building,
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code requirements construction for the Meadowbrook Golf Course temporary building, Theodore Wirth parking improvements, and the replacement of the Gross Golf Course storage building.
Internal Service Funds Stabilization Internal Service Funds are designed to operate on a break‐even basis for operations, while accruing additional funds to finance future capital costs. Direct costs for services are allocated to departments using an appropriate rate model developed for each internal service type. Funding is provided in an amount to fund the replacement of assets (i.e. vehicles, computers, software) at a level consistent with a depreciation‐based methodology. Equipment and information technology, which are funded through internal services funds, have historically experienced deferred maintenance and inadequate investment. Over the past five years, rate model changes have been instituted for equipment and ITS needs to ensure annual revenue is provided to cover annual operating equipment needs. Additional work has also focused on establishing appropriate fund reserves for equipment and ITS to meet fleet and ITS equipment replacement needs for the organization. The Equipment Services was on a five‐year plan, with 2019 being year five of that plan, procurement delays due to state contract issues has extended the plan into 2020 and the budget will include the use of fund reserves for equipment replacement. The Equipment Services annual operating and capital replacement needs will be more stabilized beginning in 2021. ITS continues to focus on developing strategies for meeting its long‐term capital replacement needs and continues to build its reserves annually. Internal Service Funds Department Initiatives and Changes for 2020 Deputy Superintendent’s Office
o Information Technology Services The Superintendent’s recommended budget includes the addition of a part‐time technical support position to support the external public facing operations including the ideation spaces. The budget also includes expense reductions for a vacant position downgrade, database consolidation and the removal of the Southside Operations Center as a primary data facility.
Environmental Stewardship Division o Asset Management – Equipment Services
The MPRB mobile equipment fleet continues to move to a position where current rental rates are sufficient to cover both the annual operating costs of the fund and the replacement of assets. The Superintendent’s recommended budget includes the use of fund reserves for planned equipment purchases that were delayed in prior years due to state contract issues. The budget also includes increases in revenue and expenses to adjust to current trends, and the installation of electric vehicle plug in infrastructure.
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Capital Projects Funds Initiatives and Changes for 2020
o Capital Improvement Program (CIP) The NPP20 includes a total of $ 10.5 million for investments in rehabilitation and capital for neighborhood parks ($2.5 million of annual allocation that predates NPP20 and the additional $8.0 million that was provided through the NPP20 ordinances). With the adoption of the Criteria Based System for Capital and Rehabilitation Neighborhood Park Project Scheduling Ordinance on July 6, 2016 and the Criteria Based System for Regional Park Capital and Rehabilitation Allocations Ordinance on August 16, 2017, the MPRB is the first park agency in the country to require, by ordinance, its entire CIP use specific, transparent, data‐driven measures to ensure racial and economic equity are accounted for in funding allocations. The MPRB 2020‐2025 Capital Improvement Program (CIP) for Neighborhood Parks was developed utilizing the Criteria Based System to allocate funds to projects in years 2022‐2025. For 2020‐2021, the capital projects and rehabilitation categories and amounts adopted by the Board in 2016 are honored and remain in the CIP with NPP20 dollars providing additional projects or enhancements to already planned capital projects as well as providing funding in new rehabilitation categories and additional funding for existing rehabilitation categories. Proposed capital project funding is specific to each park and will remain allocated to that park, and allows for community engagement and input, which is critical when making future park improvements. System‐wide neighborhood park rehabilitation will focus on ADA improvements, building repairs, roof and sidewalk repairs, park lighting improvements, repair and replacement of HVAC systems, and below‐grade infrastructure and maintenance facility improvements, with repairs at multiple sites throughout the city every year. The MPRB is also in the process of looking at our undeveloped neighborhood parks and the criteria which governs their development. The Superintendent’s recommended budget includes the proposed 2020‐2025 CIP that reflects the use of both ordinances in the development of the recommended capital allocations.
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2018‐2022 MPRB Strategic Direction with Performance Goals
Strategic directions guide annual budget, budget goal and work plan development, and are meant to guide short‐term implementation of the 2007 – 2020 Comprehensive Plan. In 2018, the MPRB Commissioners shared and discussed vision, values, project ideas and priorities. This information was used to guide the development of the strategic directions to be utilized over the term of this Board. The 2018‐2022 Strategic Direction, adopted in April 2018, represents Board and Superintendent priorities that are aligned with comprehensive plan goals and objectives.
The direction statements are presented in two categories. The first category will guide “what we do.” They are identified with letters (A‐D) and reflect priorities within our Vision Themes. The second category will guide “how we do our work.” They are identified with numbers (1‐6), reflect priorities within our Value Statements and are intended to be relevant across the organization.
In April 2019, the Board adopted the Performance Goals that will be used to measure the progress of the organization toward the approved Strategic Directions. The Performance Goals reflect the recommended areas of performance within Strategic Directions A‐D for 2018‐2022. These are the goals by which the Superintendent, Executive Team and organization are measured throughout this time period. Milestones are framed annually to demonstrate incremental progress toward each Performance Goal, allowing for annual review of the Superintendent and organization.
The Superintendent and Executive Team are responsible for creating and executing a 5‐year implementation plan that comprises the individual actions (budget goals, planning processes, projects, etc) designed to achieve the Performance Goals.
What we do…
Strategic Direction A – Invest in youth
Performance Goal A1
Increase the number of youth focused programs supporting the social/emotional, career and life skill development of young people ages 2‐5, 6‐11, and 12‐17 years old by 20% by 2022 (including those that strengthen relationships with their elders, caregivers and/or parents), focusing on underserved youth first. This goal will require additional funding resources.
Milestones for A1
2019 – Conduct a comprehensive assessment Youthline. Develop a plan for
a 15 – member Youth Advisory Council. Develop programming such as a
non‐traditional summer sports camp for 10‐15 age girls and the Full Service
Community School at Bethune Elementary
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2020 – Launch new programs. Develop a dashboard to track progress
toward performance goal, incorporating RecQuest priority areas
2021 – 20% increase in youth focused programs
2022 – Program evaluated, and next steps determined
Accomplishments for A1
2019
Established Full‐Service Community School at Bethune Elementary
Completed Youthline program evaluation, restructured management of Youthline program, and added two full‐time youth program specialists
Increased funding and established Walter Dziedzic Recreation Innovation Fund
Superintendent’s Recommended 2020 Budget
Two ideation spaces
Free afterschool programming for up to 80 youth at four sites
Youth Advisory Council
Performance Goal A2
Strengthen and expand MPRB’s youth employment programs (ages 14 ‐ 24) for underrepresented youth in non‐traditional careers by a sustainable grow of 25% by 2022. This goal will require additional funding resources.
Milestones for A2
2019 – Baseline for youth employment programs established; initial
funding sources and program expansions identified
2020 – Program expansions initiated for youth employment
2021 – 25% increase in youth employment programs
2022 – Program evaluated, and next steps determined
Accomplishments for A2
2019
Completed baseline work for youth employment programs
Funded hiring of 30 additional youth through Teen Teamworks
Funded the hiring of 16 additional youth through one Conservation Corps Crew that will begin work in 2020
Superintendent’s Recommended 2020 Budget
Funding for the hiring of 60 additional youth through Teen Teamworks, Green Team, Power Crews and Urban Scholar programs
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Strategic Direction B – Be financially sustainable
Performance Goal B1
Advise Commissioners on a balanced, equitable, annual budget solutions through 2022 and required levels of fund reserves as established by the MPRB Financial Management Policies, with flexibility during periods of recession.
Milestones for B1
2019 – Coordinate development of 2020 budget with new budget
calendar; identify updates for MPRB Financial Management Policies
2020 – Revise MPRB Financial Management Polices and continue budget
calendar adjustments
2021 – Evaluate budget adjustments
2022 – Implement corrections or additional adjustments based on
evaluation
Accomplishments for B1
2019
Adjusted 2020 budget process to better align with the City to improve communication and data sharing between the MPRB and City
Financial outlook for the first time included impacts on operations due to the service delivery needs of new residential areas that were traditionally non‐residential in support of the city’s growth patterns including The Commons Park and maintaining service delivery levels for other system development, improvements and expansion
New process implemented for budget requests linking the requests to Strategic Direction and Performance Goals; during the Board budget retreat, Commissioners informally prioritized the requests, funding strategies were discussed for requests that received the most support from the commissioners, and the Board identified priorities that should move forward into the conversations around the setting of the MPRB maximum tax levy
Superintendent’s Recommended 2020 Budget
Recommended budget includes Finance Department goal to re‐design the MPRB budget process, to provide information and messaging that aligns with the City of Minneapolis budget process.
Performance Goal B2
Increase or enhance MPRB’s program and service delivery through securing new or additional funding sources, partnerships, donations and grants.
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Milestones for B2
2019 – Identify funding needs to increase or enhance MPRB’s programs
and services; determine top priorities for each funding type
2020 – Secure staffing resources and/or assign project managers top
priority funding requests, partnerships, donation programs and grants
2021 – Evaluate level of success in 2020 priority areas, reprioritize and re‐
assign resources as necessary
2022 – Evaluate level of success in 2020 priority areas, reprioritize and re‐
assign resources as necessary
Accomplishments for B2
2019
Drafted Closing the Gap: Investing in Youth report to define gap in recreation program and services
Completing master plans to determine long‐term funding needs
Received citywide data on community preferences on funding sources
Superintendent’s Recommended 2020 Budget
Recommended budget includes increases in established fees and the introduction of new fees
Performance Goal B3
Meet parameters for neighborhood park maintenance, rehabilitation and capital as indicated in the NPP20 through 2022, and neighborhood and regional park capital and rehabilitation goals as indicated in the Capital Improvements Program and established equity ordinances through 2022.
Milestones for B3
2019 – Address undeveloped parks in the NPP20 equity rankings;
implement current year CIP projects; evaluate procurement process and
construction market, and explore alternative delivery methods
2020 – Assess assets and prioritize rehabilitation projects; propose
adjustments to rehabilitation category funding to balance project needs;
implement current year CIP projects
2021 – Assess assets and prioritize rehabilitation projects; propose
adjustments to rehabilitation category funding to balance project needs;
implement current year CIP projects; examine inflation and escalation
factors and recommend commensurate modifications to NPP20 funding
2022 – Assess assets and prioritize rehabilitation projects; propose
adjustments to rehabilitation category funding to balance project needs;
implement current year CIP projects; project, as practicable, extent of
NPP20 through program period
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Accomplishments for B3
2019
Presented options for inclusion of undeveloped parks in NPP20 to Board of Commissioners
Implementing current year CIP projects
Exploring with City options for procurement based on current construction market conditions
Superintendent’s Recommended 2020 Budget
Increase in service level for snow removal, mowing and weed harvesting
Increase in service level for graffiti removal
Strategic Direction C – Protect the environment
Performance Goal C1
Reduce the MPRB’s Carbon Footprint by 10% and establish new targets by 2022. This goal will require additional funding resources.
Milestones for C1
2019 – Create a 2019 Baseline analysis of MPRB’s total Carbon Footprint based on all gas, electric, and solar utility accounts (electricity indirect emissions), operations activity of buildings, fleet, and equipment (direct emissions), and available data on other sources such as transportation in non‐MPRB vehicles and waste disposal (other indirect emissions)
2020 – Create plan to reduce consumption and set milestone goals that identify focus areas for improvement in the baseline analysis
2021 – Begin transition to renewable energy to reduce electricity related emissions for operations and expand on‐site renewable energy generation
2022 – Set new targets for next 3 years
Accomplishments for C1
2019
Completed Minneapolis Park and Recreation Board’s first carbon accounting report in collaboration with the University of Minnesota’s Center for Science, Technology, and Environmental Policy
Superintendent’s Recommended 2020 Budget
Energy Management Software acquisition
Addition of a Management Analyst with an energy, sustainability and efficiency focus
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Performance Goal C2
Establish lake, natural area, land, and urban forest management plans that recommend sustainable and equitable service levels by 2022. This goal will require additional funding resources.
Milestones for C2
2019
Implement operational inspections for three or more park inspection
program goals and build a system for analyzing data
Develop the framework for an urban forest management plan that will
make it possible to recommend sustainable and equitable service
levels
Initiate pilot program for computerized tracking of Forestry work using
tablets for data collection in the field
2020
Implement Park Inspection Program and have active operational and
conditional inspections for six or more asset types and have a
reportable database and historical records established
Develop strategies for management of different vegetation types as
classified by MPRB Phase I Natural Areas Management Plan and
develop management reports for high interest MPRB natural areas and
Regional Park corridors in Phase II
Determine scope of lake shoreline management plan for MPRB and
develop Request for Proposals for plan development
Begin draft of the urban forest management plan by incorporating
documentation of existing protocols and practices onto the established
plan outline. Acquire necessary number of data collection tablets for
deployment in January to thoroughly expand the trial collection in the
field
2021
Begin integration of conditional inspection data into capital and
rehabilitation project selection planning process
Prioritize management of natural areas based on quality ranking,
funding, community, and access
Develop lake shoreline management plan
Refine the urban forest management plan by crafting verbiage needed
to populate unwritten portions
Begin use of computerized tracking of Forestry work, i.e. pruning,
removals, stump grinding and planting, by using data collection tablets
in the field
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2022
Operate a rigorous Park Inspection Program that tracks both the
condition and operational status of important assets within the MPRB
Neighborhood and Regional Parks
Develop management reports for high interest MPRB natural areas and
Regional Park corridors, as part of Phase II of the MPRB's natural areas
planning work
Develop lake specific management plans for waters that are classified
as “Impaired Waters” by the state of MN and/or waters with significant
recent resource investments. Includes Loring, Powderhorn, and
Nokomis
Finalize writing of the urban forest management plan by including
initial field data collected through use of tablets. Develop preliminary
sustainable and equitable service level recommendations knowing that
future data collection will lead to the refinement of recommendations
on an annual basis
Accomplishments for C2
2019
Implemented operational inspections for playgrounds and recreation centers that captures the data digitally and allows for weekly analysis.
Developed the framework for an urban forest management plan that will make recommended sustainable and equitable service levels
Initiated pilot program of mobile technology that expands tracking of Forestry work and data collection to the digital platform
Superintendent’s Recommended 2020 Budget
Addition of a Water Resources Lead position
Scoping and methodology for shoreline lake management plans
Strategic Direction D – Engage communities’ power
Performance Goal D1
Continue to reflect the race, ethnicity and gender of Minneapolis’ working age population in the MPRB’s workforce through 2022.
Milestones for D1
2019 – Determine projected changes in race, ethnicity and gender for
Minneapolis’ working age population through 2025; identify key growth
areas for MPRB’s workforce; track current workforce demographics
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2020 – Identify and implement recruitment strategies in growth areas;
track current workforce demographics
2021 – Evaluate previous year success/progress; identify and implement
recruitment strategies in growth areas; track current workforce
demographics
2022 – Evaluate previous year success/progress; identify and implement
recruitment strategies in growth areas; track current workforce
demographics
Accomplishments for D1
2019
Determining projected changes in race, ethnicity and gender for Minneapolis working age population
Tracking current demographics of MPRB workforce
Continuing organization wide ADA, Gender Include and Race Equity trainings
Superintendent’s Recommended 2020 Budget
Enhanced cadet program
Performance Goal D2
Demonstrate that participants engaged through the Community Engagement Policy reflect the demographics of the communities served by the program, service, and/or project to support equitable delivery of programs, services and/or projects through 2022.
Milestones for D2
2019 – Develop methods of assessing levels of community engagement
and alignment with community demographics; compare current year
Community Engagement Plans to with post‐engagement assessments to
determine alignment with engagement goals for projects and activities
across the MPRB; based on findings, make appropriate changes to
engagement practices to gain greater alignment with Community
Engagement Policy and Community Engagement Plans
2020 – Assess first year engagement data; make appropriate changes to
engagement practices based on findings
2021 – Assess second year engagement data; make appropriate changes
to engagement practices based on findings
2022 – Assess third year engagement data; initiate update to Community
Engagement Policy based on findings and trends
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Accomplishments for D2
2019
MPRB Comprehensive Plan – Parks For All summer of engagement
Seated CACs for two projects reflecting diversity characteristics of the updated community engagement plan
Superintendent’s Recommended 2020 Budget
Completion of the MPRB Comprehensive Plan
Racial equity external influencers training and support through the use of one‐time funds
Establishment of a youth advisory council
Performance Goal D3
Track and report progress on and implement actions set in community‐driven park and recreation plans (service areas plans, regional park master plans, RecQuest, etc.).
Milestones for D3
2019 – Initiate capital project tracking data with project managers based
on completed master plans and other system planning tools; develop
public‐facing reporting tool; identify obstacles in project delivery and
propose methods of correction; correlate project tracking data with
approved Capital Improvement Program
2020 – Assess first year implementation data; consider changes to delivery
methods based on project tracking data
2021 – Assess second year implementation data; consider changes to
delivery methods based on project tracking data
2022 – Assess third year implementation data; consider changes to
delivery methods based on project tracking data; update project tracking
methods and public‐facing reporting tool
Accomplishments for D3
2019
Implemented master plan tracking relative to capital improvements
Assigned staff as “master plan champions” to ensure alignment of master plans with implemented capital and rehabilitation projects
Identified alternative project delivery method with City applicable to some capital projects
Adjusted CIP organization to reflect equity in expenditures relative to park site and master plan directions
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Superintendent’s Recommended 2020 Budget
Contractual services to establish system‐wide coordination of data
Completion of the MPRB Comprehensive Plan
How we do our work…
Strategic Direction 1 – Have an open heart and open mind of people’s ideas, consider common good versus personal good and focus more on the “what” than the “who.”
Strategic Direction 2 – Listen and learn before deciding on a path forward and making policy decisions.
Strategic Direction 3 – Engage in deep and imaginative conversation about policies to create robust and thoughtful policy.
Strategic Direction 4 – Support progressive values, which means that we are universal in our approach and recognize that we all do better when we all do better.
Strategic Direction 5 – Recognize that the community is changing and stay flexible, accessible and adaptive.
Strategic Direction 6 ‐ Move with deliberate urgency.
2020 Department Goals and Benchmarks
Department goals and benchmarks that align with the 2018‐2022 Strategic Directions were developed for the individual departments during the budget process.
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Background Information
Service Areas & Commissioner Districts Page 32
Organization Chart Page 33
Fund Descriptions Page 34
Acronym Glossary Page 35
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Service Areas & Commissioner Districts
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Organization Chart
External Relations Group
Park Board
Superintendent
Assistant SuperintendentEnvironmental Stewardship
Assistant Superintendent
Recreation Services
Assistant Superintendent
Planning
Director of Information Technology
Director ofHuman
Resources
Director ofFinance
Director of Communications
and Marketing
Director of Community Outreach
Director ofPark Safety
and Security
Director ofCustomer Service
Service Delivery Group
Support Services Group
DeputySuperintendent
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Fund Descriptions
General Fund The General Fund is the MPRB’s main operating fund that reports activities not reported in other funds. Special Revenue Funds Park Grant and Dedicated Revenue Fund This fund accounts for grants and other revenue that has been designated for specific purposes through grantor requirements, donor requests or Board direction. It also accounts for small land sales and acquisitions. Tree Preservation and Reforestation Fund This fund accounts for a special property tax levy recommended by the Board to address threats to the urban forest due to Emerald Ash Borer and tree loss due to storms. Enterprise Fund Park Operating Fund This fund accounts for the activities of the Park and Recreation Board’s golf courses, ice arenas, parking, permitting, concessions, and Minneapolis Sculpture Garden. Internal Service Funds Park Internal Services Fund This fund accounts for the rental of equipment and the information technology services provided to other MPRB Funds. Park Self‐Insurance Fund This fund accounts for the insurance activities of the MPRB. These activities include workers compensation, property insurance, general liability, automotive liability and police professional liability. Capital Project Funds Park Assessment Fund This fund accounts for special assessments for parkway paving and the removal of diseased trees from private residential property. Permanent Improvement Fund This fund accounts for the resources used for capital acquisition, construction and improvements.
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Acronym Glossary Acronyms and abbreviations are used throughout the 2019 Annual Budget. This glossary provides a quick reference to the terms, acronyms and abbreviations used in this book. AC – Acre ACP – Area of Concentrated Poverty ADA – Americans with Disabilities Act AIS – Aquatic Invasive Species BET – Board of Estimate & Taxation CIP – Capital Improvement Program EV – Electric Vehicle FTE – Full Time Equivalent GARE – Government Alliance on Race and Equity GIS – Geographic Information System HR – Human Resources HVAC – Heating, Ventilation and Air Conditioning IT – Information Technology ITS – Information Technology Services LGA – Local Government Aid LGBTQ – Lesbian, Gay, Bisexual, Transgender, and Queer MEO – Mobile Equipment Operator MERF – Minneapolis Employee Retirement Fund MPCA – Minnesota Pollution Control Agency MPRB – Minneapolis Park and Recreation Board NPP20 – 20 Year Neighborhood Park Plan O & M – Operations & Maintenance PAC – Project Advisory Committee PGA – Professional Golfers' Association (of America) RCAP – Racially Concentrated Areas of Poverty RFP – Request for Proposal ROF – Regional Opportunity Fund STEM – Science, Technology, Engineering and Math
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Tax Levy & Local Government Aid
2020 Property Tax Overview Page 38
Local Government Aid Overview Page 39
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2020 Property Tax Overview The Board of Estimate and Taxation passed a resolution on September 25, 2019 setting the MPRB 2020 maximum property tax levy at $69.5 million, a 5.7 percent increase from 2019. The resolution included the MPRB General Fund maximum property tax levy of $67.6 million, an increase of $3.7 million from 2019. The maximum property tax levy for the MPRB Tree Preservation & Reforestation Fund was set at $1.9 million, an increase of $71,000 from 2019.
City of Minneapolis Property Tax
2019 2020 Change % Change
Total City of Minneapolis 266,375,000 286,789,000 20,414,000 7.7%
Minneapolis Park & Recreation Board 63,935,000 67,630,000 3,695,000 5.8%
Tree Preservation & Reforestation 1,805,000 1,876,000 71,000 3.9%
Park Board Total 65,740,000 69,506,000 3,766,000 5.7%
Library (Referendum) 10,300,000 10,300,000 0 0.0%
Municipal Building Commission 5,256,000 5,414,000 158,000 3.0%
Teachers Retirement Association (TRA) 2,300,000 2,300,000 0 0.0%
Total 349,971,000 374,309,000 24,338,000 7.0%
Property Tax Allocation by Area
Park Board18.1%
Tree Preservation & Reforestation
0.5%
Teachers Retirement Association
0.6%
Municipal Building
Commission1.4%
Library Referendum
2.8%
City76.6%
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Local Government Aid Overview Local Government Aid (LGA) funding has stabilized since 2011. Between 2008‐2011 state budget deficits resulted in substantial reductions to LGA. Since 2012 the MPRB has received its certified LGA funding, with increases to LGA beginning in 2014, although the LGA amount has not reached the 2010 certified high of $10.6 million. The MPRB expects to see an increase of $269,013 in 2020 LGA, for a total of $9.6 million, based on the LGA formula in state law and through concurrent ordinances passed by the MPRB and the City of Minneapolis that transfers 11.79 percent of City of Minneapolis LGA to the MPRB.
MPRB Local Government Aid
Certified Actual Budget
2011 $10,331,471 $7,570,039
2012 $7,570,039 $7,570,039
2013 $7,570,039 $7,570,039
2014 $8,977,319 $8,977,319
2015 $9,133,360 $9,133,360
2016 $9,182,581 $9,182,581
2017 $9,194,018 $9,194,018
2018 $9,345,764 $9,345,794
2019 $9,355,257 $9,355,257
2020 $9,624,270 $9,624,270
$6,000,000 $6,500,000 $7,000,000 $7,500,000 $8,000,000 $8,500,000 $9,000,000 $9,500,000
$10,000,000 $10,500,000 $11,000,000
2011 2012 2013 2014 2015 2016 2017 2018 2019 2020
MPRB Local Government Aid (LGA)
Actual LGA Certified LGA
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General Fund
General Fund Overview Pages 42‐46
Department Budgets
Superintendent’s Office Pages 47‐56
Deputy Superintendent’s Office Pages 57‐65
Environmental Stewardship Division Pages 66‐77
Planning Division Pages 78‐84
Recreation Division Pages 85‐94
Personnel Summary Pages 95‐96
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General Fund Overview The MPRB’s General Fund is an operating fund established to account for all financial resources except those required to be accounted for in another fund. The General Fund includes activities such as environmental stewardship, planning, recreation, park safety and general government administration.
General Fund
Balanced Budget
2019 2020
Approved Recommended
Revenues 84,283,901 89,158,880
Expenditures 84,283,901 89,158,880
Balance 0 0 The recommended 2020 budget for the General Fund is $89.2 million, an increase of 5.8 percent from the 2019 approved budget. The MPRB depends on property taxes and Local Government Aid (LGA) to fund operations. The 5.8 percent increase in the 2020 recommended budget is primarily due to a $3.7 million increase in property tax. The operating budget is 86 percent supported by property taxes and LGA and 14 percent supported by other revenues. Operations account for 96 percent of the General Fund budget, capital expenditures account for 4 percent. The majority of the MPRB operating budget provides resources to fund programs and services to maintain neighborhood parks, natural resources and urban forest (51 percent); recreation (26 percent); and park safety (8 percent).
Superintendent’s Recommended 2020 Budget
43
General Fund
Revenue by Major Sources
2019 2020 %
Approved Recommended Change Change
Current Property Taxes 63,295,650 66,953,700 3,658,050 5.8%
Local Government Aid (LGA) 9,355,257 9,624,270 269,013 2.9%
Fees, Fines and Other Revenues 11,632,994 12,580,910 947,916 8.1%
Total Revenue 84,283,901 89,158,880 4,874,979 5.8%
Property Taxes75.1%
Local Government Aid
10.8%
Fees, Fines and Other Revenue
14.1%
2020 General Fund Revenue by Major Sources
Property Taxes75.1%
Local Government Aid
11.1%
Fees, Fines and Other Revenue
13.8%
2019 General FundRevenue by Major Sources
Superintendent’s Recommended 2020 Budget
44
General Fund
Expenditures by Major Categories
2019 2020 %
Approved Recommended Change Change
Wages & Fringe 58,742,889 62,029,127 3,286,238 5.6%
Operating 22,546,012 24,034,753 1,488,741 6.6%
Capital 2,995,000 3,095,000 100,000 3.3%
Total Expenditures 84,283,901 89,158,880 4,874,979 5.8%
Wages & Fringe69.6%
Operating27.0%
Capital3.5%
2020 General FundExpenditures by Major Categories
Wages & Fringe69.7%
Operating26.8%
Capital3.6%
2019 General Fund Expenditures by Major Categories
Superintendent’s Recommended 2020 Budget
45
General Fund
Expenditures by Division/Departments
2019 2020 Approved Recommended Change
Superintendent's Office Superintendent's Office 780,066 807,095 27,029 Board of Commissioners 642,271 684,317 42,046 Communications & Marketing Department 896,689 881,668 (15,021) Community Outreach Department 1,529,353 1,627,707 98,354 Park Police Department 6,637,416 6,638,884 1,468 Deputy Superintendent's Office Deputy Superintendent's Office 284,675 492,085 207,410 Customer Service Department 580,020 570,118 (9,902) Finance Department 1,292,793 1,362,788 69,995 Human Resources Department 1,183,346 1,281,110 97,764 Environmental Stewardship Division Asset Management Department 28,511,097 30,255,929 1,744,832 Environmental Management Department 3,357,471 3,768,550 411,079 Forestry Department 9,796,363 10,186,885 390,522 Planning Services Division Design & Project Management Department 2,111,177 2,005,070 (106,107) Strategic Planning Department 1,109,849 1,171,946 62,097 Recreation Services Division Athletic Programs & Aquatics Department 3,583,297 3,846,270 262,973 Recreation Centers & Programs Department 12,376,841 14,371,703 1,994,862 Youth Development Department 4,834,278 4,218,868 (615,410) City Mgmt Fee, Contributions & Other 1,781,899 1,892,887 110,988
Operating Expenditures 81,288,901 86,063,880 4,774,979
Neighborhood Park Capital Levy 2,180,000 2,180,000 0 Michael P. Schmidt Operations Center Debt Service 136,674 136,674 0 Operations Facilities 363,326 363,326 0 Park Land Acquisition Reserve 315,000 315,000 0 Regional Park Transfer 0 100,000 100,000
Total Capital & Reserve 2,995,000 3,095,000 100,000
Total General Fund 84,283,901 89,158,880 4,874,979
Superintendent’s Recommended 2020 Budget
46
General Fund
Expenditures by Division
2019 2020 %
Approved Recommended Change Change
Superintendent's Office 10,485,795 10,639,671 153,876 1.5%
Deputy Superintendent's Office 3,340,834 3,706,101 365,267 10.9%
Environmental Stewardship 41,664,931 44,211,364 2,546,433 6.1%
Planning Services 3,221,026 3,177,016 (44,010) ‐1.4%
Recreation Services 20,794,416 22,436,841 1,642,425 7.9%
City Mgmt Fee, Contributions & Other 1,781,899 1,892,887 110,988 6.2%
Capital 2,995,000 3,095,000 100,000 3.3%
Total General Fund 84,283,901 89,158,880 4,874,979 5.8%
Superintendent’s Recommended 2020 Budget
47
Department Budgets
Superintendent’s Office The Superintendent’s Office is responsible for the executive management of the highly diverse services and operations of the MPRB. The Superintendent provides leadership, vision, and direction to MPRB’s service areas, implements Board policy, and works with the Board and leadership staff to craft strategic and financial planning objectives. The Superintendent serves in a highly visible capacity as an ambassador to the community and to other governmental agencies. The Superintendent provides expertise and leadership in general MPRB administration, organizational development, community relations, intergovernmental relations, Board support/relations, MPRB budget and financial strategic planning, communications and marketing, community outreach, and park safety and security.
External Relations Group
Park Board
Superintendent
Assistant SuperintendentEnvironmental Stewardship
Assistant Superintendent
Recreation Services
Assistant Superintendent
Planning
Director of Information Technology
Director ofHuman
Resources
Director ofFinance
Director of Communications
and Marketing
Director of Community Outreach
Director ofPark Safety
and Security
Director ofCustomer Service
Service Delivery Group
Support Services Group
DeputySuperintendent
Superintendent’s Recommended 2020 Budget
48
Superintendent’s Office
The Superintendent's Office provides organization leadership, management and support of MPRB staff and departments and provides for the development and implementation of MPRB policies. It also supports grant writing efforts and lobbying efforts to aggressively seek external funding to the MPRB.
2019 2020
Fund 11500 Approved Recommended
Salaries and Wages 299,364 313,901
Fringe Benefits 82,713 91,829
Operating Costs 397,989 401,365
Superintendent's Office 780,066 807,095
2019 2020
Superintendent's Office Personnel Approved Recommended
Executive Assistant to the Superintendent 0.60 0.60
Intergovernmental Relations Administrator 1.00 1.00
Superintendent of Parks 1.00 1.00
Full Time 2.60 2.60
Superintendent's Office 2.60 2.60
Superintendent’s Recommended 2020 Budget
49
Board of Commissioners
The Board of Commissioners provides organizational policy direction and administrative support to the Superintendent.
2019 2020
Fund 11500 Approved Recommended
Salaries and Wages 160,850 161,298
Fringe Benefits 130,614 154,696
Operating Costs 350,807 368,323
Board of Commissioners 642,271 684,317
2019 2020
Board of Commissioners Personnel Approved Recommended
Office & Data Practices Manager 0.25 0.25
Executive Assistant to the Superintendent 0.40 0.40
Park Board Commissioners 9.00 9.00
Full Time 9.65 9.65
Board of Commissioners 9.65 9.65
Superintendent’s Recommended 2020 Budget
50
Communications and Marketing
The Communications and Marketing Department manages a variety of communications initiatives for the organization, including news releases, media relations, crisis communications, social media, email subscription services, district publications, graphic design services, photography, video, web site maintenance and enhancements, PBintra development and maintenance, special promotions development, special project writing support and consultation with staff relating to public relations issues.
Communications & Marketing Goals & Benchmarks
Goal Comp Plan Goal Strategic Direction
Racial Equity Action Plan
Develop and implement an organizational branding guide book and comprehensive branding asset library accessible by all MPRB staff to ensure a consistent and professional visual identity for the organization.
Easily accessible information supports enjoyment and use of
the park and recreation system.
4, 5 A5
Benchmarks Target Date
Move forward with the continuation of 2019 work, seeking feedback from cross‐departmental branding team and assessing departmental and organizational short‐term and long‐term needs. 1/31/2020
Develop a draft brand guidebook for review and feedback from branding team and Superintendent Leadership team. 3/31/2020
Incorporate edits into a final brand guidebook document. 4/30/2020
Build out an asset library on PB intra that includes design elements and guidebook for use by all staff. 6/30/2020
Once book is finalized and available on PB Intra, provide ongoing information sessions and trainings throughout the year. 12/31/2020
Superintendent’s Recommended 2020 Budget
51
Communications and Marketing (continued)
2019 2020 Fund 11500 Approved Recommended
Salaries and Wages 548,574 563,135
Fringe Benefits 193,851 183,240
Operating Costs 154,264 135,293
Communications & Marketing 896,689 881,668
2019 2020
Communications & Marketing Approved Recommended
Communications Representative 1.25 1.25
Communications Representative NPP20 0.75 0.75
Digital Communications Representative 1.00 1.00
Director, Communications & Marketing 1.00 1.00
Manager, Media Relations and Social Media 0.85 0.85
Web Content Producer 1.00 1.00
Full Time 5.85 5.85
Admin Support ‐ Web Technician 0.62 0.62
Admin Support ‐ Photographer 0.50 0.50
Admin Support ‐ Graphics 0.62 0.62
Archivist 0.50 0.00
Communications Assistant 0.62 0.62
Marketing Assistant 0.20 0.00
Part Time 3.06 2.36
Communications & Marketing 8.91 8.21
Superintendent’s Recommended 2020 Budget
52
Community Outreach
The Community Outreach Department leads organizational efforts to build and maintain critical relationships with underrepresented communities (including communities of color, immigrant communities, English‐language learners, people with disabilities and LGBTQ communities) and serves as the bridge for the organization to provide equitable access to and use of parks, programs, opportunities, and information. The department builds capacity across the organization to be responsive to the changing needs of the community by: educating staff on cultural differences and racial equity; providing staff with tools and resources to better serve the diverse communities of the City; and working with other departments to ensure that demographic data and community feedback drive decision making. Department staff serve as a resource to other departments by facilitating connections with underrepresented groups or organizations. Staff also assist in identifying community needs, gaps in service and duplication of service. The department proactively supports the Human Resources Department in developing and sustaining organizational capacity to recruit and retain a workforce reflective of the community through equitable recruitment and hiring practices as well diversity and inclusion training for staff. Additionally, the department produces and supports community events that connect people across cultures to the parks and each other.
Superintendent’s Recommended 2020 Budget
53
Community Outreach Goals & Benchmarks
Goal Comp Plan Goal Strategic Direction
Racial Equity
Action Plan
Collaborate with core community partners to apply the Racial Equity Toolkit to expand MPRB's commitment to advance racial equity in City‐Wide events.
Dynamic parks that shape city
character and meet diverse
community needs
B2, D2 A5
Benchmarks Target Date
Identify and prioritize Core Partners and steps to ensure diverse community stakeholders participate in City‐Wide events. 1/30/2020
The Access Unit will partner with the Events Unit to develop quantitative and qualitative tools to engage community stakeholders to determine cumulative impact. Use the data to identify needed strategies and resources to ensure equity in our actions and decision making when planning City‐Wide events. 5/30/2020
Identify what resources are needed to address disparities and make necessary changes to City‐Wide events. 7/30/2020
Review recommendations with Superintendent, obtain feedback, modify and implement the plan. 8/30/2020
Implement proposed changes to City‐Wide events. 9/15/2020
Continue the implementation of the approved strategies. Evaluate the process, review outcomes, and make modifications as needed. Ongoing
Superintendent’s Recommended 2020 Budget
54
Community Outreach (continued)
2019 2020
Fund 11500 Approved Recommended
Fees 7,350 7,350
Other Revenue 26,500 26,500
Community Outreach Revenue 33,850 33,850 2019 2020
Fund 11500 Approved Recommended
Salaries and Wages 930,755 1,005,075
Fringe Benefits 289,488 308,392
Operating Costs 309,110 314,240
Community Outreach Expense 1,529,353 1,627,707
2019 2020
Community Outreach Approved Recommended
Community Outreach and Access Coordinator 4.00 4.00
Community Outreach Coordinator Events 2.00 2.00
Director, Community Outreach 1.00 1.00
Event Technician 2.00 2.00
Manager, Community Outreach Equity & Inclusion 1.00 1.00
Manager, Community Outreach Events 1.00 1.00
Full Time 11.00 11.00
Administrative Assistant 0.50 0.00
Recreation Specialist C 1.50 1.50
Seasonal Mobile Equipment Operator 0.12 0.12
Special Service Attendant 2.09 1.99
Part Time 4.21 3.61
Community Outreach 15.21 14.61
Superintendent’s Recommended 2020 Budget
55
Park Police
The Park Police Department is responsible for policing within the Minneapolis park system. This includes: preventing crimes, answering calls for service, enforcing laws, and related duties. The Park Police Department consists of sworn Police Officers, Park Patrol Agents, and support staff. Members of the Park Police are devoted to developing strong relationships with community and MPRB staff with the goal of making safe parks, facilities and programs.
Park Police Goals & Benchmarks
Goal Comp Plan Goal Strategic Direction
Racial Equity Action Plan
In cooperation, the Park Police Department and Human Resources Department will develop and implement a police officer career “pathway" program. This program will simultaneously provide employment and education required for licensing by the Minnesota Board Peace Officer Standards and Training. Upon completion, the trainee will transition to a full‐time park police officer. This program will target non‐traditional and diverse candidates with a high school diploma.
Value: Anticipate and thoughtfully respond to the
diverse needs of the city’s communities, continually seeking ways to better deliver park and
recreation services.
A2, D1 C
Benchmarks Target Date
Research police career pathway models and best practices. 3/31/2020
Develop a job description, including wage and benefits. 5/31/2020
Post the position for hire, conduct applicant screening and required testing. Select a candidate for a conditional job offer. 9/30/2020
Complete conditions for employment, including medical/psychological screening and comprehensive background check. 11/30/2020
Hire trainee in time to begin winter classes. 11/30/2020
Superintendent’s Recommended 2020 Budget
56
Park Police (continued)
2019 2020
Fund 11500 Approved Recommended
Fees 44,835 37,400
Fines 346,000 310,000
Other Revenue 15,000 50,000
Park Police Revenue 405,835 397,400
2019 2020
Fund 11500 Approved Recommended
Salaries and Wages 4,049,490 4,123,088
Fringe Benefits 1,420,195 1,479,048
Operating Costs 1,167,731 1,036,748
Park Police Expense 6,637,416 6,638,884
2019 2020
Park Police Personnel Approved Recommended
Administrative Assistant 0.85 0.85
Director, Park Safety and Security 1.00 1.00
Park Patrol Agent 2.00 4.00
Police Lieutenant, Parks 2.00 2.00
Police Officer, Parks 24.00 24.00
Police Sergeant, Parks 8.00 8.00
Youth Violence Prevention Coordinator 1.00 1.00
Full Time 38.85 40.85
Park Patrol Agent, Seasonal 11.16 10.58
Part Time 11.16 10.58
Park Police 50.01 51.43
Superintendent’s Recommended 2020 Budget
57
Department Budgets
Deputy Superintendent’s Office The Deputy Superintendent is responsible for the coordination of the day‐to‐day operations of the support services group of the MPRB. The Superintendent provides leadership and direction for the entire MPRB, while the Deputy is responsible for cross‐departmental coordination and leadership. The Deputy Superintendent provides oversight of MPRB’s information technology, finance, customer service, and human resources departments as well as records management, archives, data practices, and safety and risk management.
Superintendent’s Recommended 2020 Budget
58
Deputy Superintendent’s Office
The Deputy Superintendent provides oversight of MPRB’s information technology, finance, customer service, and human resources departments as well as records management, archives, data practices, and safety and risk management. The Deputy Superintendent’s Office is also responsible for the cross‐departmental coordination and leadership of the MPRB.
2019 2020
Fund 11500 Approved Recommended
Salaries and Wages 207,866 318,115
Fringe Benefits 56,561 72,295
Operating Costs 20,248 101,675
Deputy Superintendent's Office 284,675 492,085
2019 2020
Deputy Superintendent's Office Personnel Approved Recommended
Deputy Superintendent 1.00 1.00
Office & Data Practices Manager 0.75 0.75
Risk & Safety Administrator 0.00 0.90
Full Time 1.75 2.65
Archivist 0.00 0.50
Urban Scholar 0.15 0.15
Part Time 0.15 0.65
Deputy Superintendent's Office 1.90 3.30
Superintendent’s Recommended 2020 Budget
59
Customer Service
The Customer Service Department provides the management and support of customer relations and is responsible for regulatory permits and concessionaire contracts. The department issues facility use permits for picnics, weddings, parkway use, portrait photography, annual parking permits, contract parking permits, and annual off‐leash permits. The department administers the Memorials & Tributes program, coordinating purchase and installation of tribute benches and trees throughout the park system. Coordination and staffing of Customer Service Ambassadors within identified parks is also provided by the department. Other functions include customer service staff training; duplication, binding and mail services; walk‐up and phone activity registration; general reception; and internal support services.
Customer Service Goals & Benchmarks
Goal Comp Plan Goal Strategic Direction
Racial Equity Action Plan
The Customer Service Department in collaboration and partnership with the Recreation Volunteers Unit will lead transition, development and implementation of a system‐wide Ambassador Program, using a volunteer workforce led by paid staff to provide visitor services at park locations without public buildings.
Easily accessible information supports the enjoyment and use of the park and recreation
system
D1, D2 E
Benchmarks Target Date
Collect ideas for Volunteer Ambassador Program. Brainstorm, research and document ideas for a new version of the Park Ambassador Program. 9/15/2019
Create Program Plan working collaboratively to put a tiered rollout and long‐term roadmap into place for implementation. 9/30/2019
Develop Ambassador Program Onboarding and Training Plan, using existing resources, messaging and job aides. 10/31/2019
Create Onboarding video and promotional media to be used on a rolling basis to cultivate interest and allow for year‐round purposes. 1/31/2020
Advertise and recruit paid and volunteer Ambassador staff. 4/30/2020
Onboard and train Ambassador team. 5/31/2020
Implement Phase 1 of new Ambassador program. 5/15/2020
Evaluate program for future adjustments. 10/30/2020
Superintendent’s Recommended 2020 Budget
60
Customer Service (continued)
2019 2020
Fund 11500 Approved Recommended
Fees 791,730 836,730
Customer Service Revenue 791,730 836,730
2019 2020
Fund 11500 Approved Recommended
Salaries and Wages 346,936 334,972
Fringe Benefits 126,735 136,343
Operating Costs 106,349 98,803
Customer Service Expense 580,020 570,118
2019 2020
Customer Service Personnel Approved Recommended
Copy Center Operator 1.00 1.00
Customer Service Representative I 1.38 1.38
Customer Service Supervisor 1.00 1.00
Director, Customer Service 0.75 0.75
Event & Facility Use Coordinator 0.40 0.00
Permit Position 0.00 0.85
Full Time 4.53 4.98
Special Service Attendant 2.07 0.25
Youth Worker 0.35 0.35
Part Time 2.42 0.60
Customer Service 6.95 5.58
Superintendent’s Recommended 2020 Budget
61
Finance
The Finance Department provides the management and support of the Accounting & Financial Reporting and Budget & Financial Analysis functions of the MPRB. Department responsibilities include general accounting, procurement, billing, capital project accounting, financial reporting and auditing, risk management, financial analysis, budget development and budget monitoring.
Finance Goals & Benchmarks
Goal Comp Plan Goal Strategic Direction
Re‐design the Park Board budget process, to provide information and messaging that aligns with the City of Minneapolis budget process. Execute the new budget process.
Financially independent and sustainable parks prosper.
B1
Benchmarks Target Date
Working with the City of Minneapolis Mayor's Office and Budget Office, determine the dates the City needs Park Board budget information to be included in the Mayor's Recommended Budget.
1/31/2020
Create a new Park Board budget calendar that takes into account the City’s needs and solicit Board input on the calendar.
2/28/2020
Develop an internal budget calendar based on the new Board budget calendar and distribute to Park Board directors so staff are aware of the new timing and deadlines.
3/31/2020
Execute the budget process based on the new calendar.
2nd through 4th Quarter
2020
Review the budget process and if necessary, make adjustments to the Board and internal calendar for the 2022 budget process.
12/31/2020
Superintendent’s Recommended 2020 Budget
62
Finance (continued)
2019 2020
Fund 11500 Approved Recommended
Salaries and Wages 826,617 837,561
Fringe Benefits 317,870 328,965
Operating Costs 148,306 196,262
Finance 1,292,793 1,362,788
2019 2020
Finance Personnel Approved Recommended
Accountant 1.00 1.00
Accounting Technician 3.50 3.50
Accounting Technician NPP20 0.50 0.50
Manager, Accounting 1.00 1.00
Capital Projects Accountant 0.40 0.40
Capital Projects Accountant NPP20 0.60 0.60
Director, Finance 0.80 0.80
Financial & Performance Analyst 1.00 0.00
Manager, Budget & Analysis 1.00 1.00
Payroll Administrator 1.00 1.00
Senior Financial Analyst 0.75 0.75
Full Time 11.55 10.55
Urban Scholar 0.00 0.27
Part Time 0.00 0.27
Finance 11.55 10.82
Superintendent’s Recommended 2020 Budget
63
Human Resources
The Human Resources department provides management and support of personnel initiatives. Human Resources staff reviews best practices for policies, procedures and processes aimed at better efficiency and overall customer service in the areas of recruitment, staffing, performance management, employee development, HR policy management, training and employee wellness.
Human Resources Goals & Benchmarks
Goal Comp Plan Goal Strategic Direction
Racial Equity
Action Plan
Continue to reflect the race, ethnicity and gender of Minneapolis' working age population in the MPRB's workforce through 2022.
Through outreach and research, park and recreation services are
relevant today and tomorrow.
D1 C
Benchmarks Target Date
Review workforce demographics as of 12/31/2019. Compare with 12/31/2018 demographics. Identify potential job categories for hiring. 1/31/2020
Review 2019 advertising/recruiting dollars spent and make adjustments as needed. Review available data on how applicants heard about our positions and make adjustments as needed to maintain diversity of applicant pool. 2/28/2020
Identify jobs with lower application rates and/or diverse applicant rates and offer information sessions to increase applicant base. 3/30/2020
Identify hiring managers who have successfully built hiring pipelines and use their insights to create pipeline opportunities in other parts of MPRB. 6/30/2020
Evaluate hiring and retention metrics of seasonal workers. 11/30/2020
Review workforce demographics as of 12/31/2020. Compare with 12/31/2019 demographics. 1/31/2021
Superintendent’s Recommended 2020 Budget
64
Human Resources (continued)
2019 2020
Fund 11500 Approved Recommended
Salaries and Wages 653,570 706,378
Fringe Benefits 232,424 246,832
Operating Costs 297,352 327,900
Human Resources 1,183,346 1,281,110
2019 2020
Human Resources Personnel Approved Recommended
Director, Human Resources 1.00 1.00
Human Resources Consultant 2.00 2.00
Human Resources Consultant NPP20 1.00 1.00
Human Resources Representative 2.00 2.00
Human Resources Trainer 1.00 1.00
Risk & Safety Administrator 0.10 0.00
Senior Human Resources Consultant 1.50 1.50
Full Time 8.60 8.50
Human Resources 8.60 8.50
Superintendent’s Recommended 2020 Budget
65
City Management Fee, Contributions & Other
This cost center accounts for revenues and expenditures benefiting the entire organization, rather than a specific department. MPRB contributions to outside agencies are paid from this cost center, along with fees charged by the City of Minneapolis for benefit administration, financial systems, and other services.
2019 2020
Fund 11500 Approved Recommended
Fees 464,248 526,319
Other Revenue 577,707 1,316,254
Park Board Wide Revenue 1,041,955 1,842,573
2019 2020
Fund 11500 Approved Recommended
Salaries and Wages 66,914 (498,901)
Fringe Benefits 59,669 59,669
Operating Costs 1,655,316 2,332,119
City Management Fee, Contributions & Other Expense 1,781,899 1,892,887
City Management Fee 1,143,796 960,381
Internal Service Fund Loan Repayment 130,000 130,000
City of Minneapolis Benefit Administration Fee 183,800 217,608
Affordable Care Act Impact 59,669 59,669
St. Anthony Heritage Board 31,000 31,000
Youth Coordinating Board 16,577 16,577
Other Operating Costs 150,143 156,553
Commons Park Contract 0 820,000
Provision for Wage, Insurance, & Pension Adjustments 66,914 (498,901)
City Management Fee, Contributions & Other 1,781,899 1,892,887
Superintendent’s Recommended 2020 Budget
66
Department Budgets
Environmental Stewardship Division The Environmental Stewardship Division provides expertise for the care and maintenance of the Minneapolis Park system. The division oversees the maintenance of the Minneapolis park system’s physical infrastructure, equipment and fleet, natural areas, water resources, and forestry.
Superintendent’s Recommended 2020 Budget
67
Asset Management
The Asset Management Department provides the management and maintenance of parks and park assets in the north, northeast, southeast, south, southwest, regional, and downtown. Facilities and amenities that are maintained include buildings, turf, natural areas, gardens, trails, play areas, rental facilities, pools, and skating areas. In addition, the department maintains all city‐wide athletic fields at Neiman Sports Complex, Bossen Field and Parade. The department manages and coordinates plumbing, electrical, paint, carpentry and cement finishing services. The department also provides management of the internal services fund ‐ equipment services and is responsible for the maintenance, repair, and replacement of more than 1,700 pieces of MPRB equipment.
Superintendent’s Recommended 2020 Budget
68
Asset Management Goals & Benchmarks
Goal Comp Plan Goal Strategic Direction
Continue reducing greenhouse gas emissions towards a planned 10% reduction by 2022.
Park facility renewal and development respects history and focuses on
sustainability, accessibility, flexibility, and beauty.
C1
Benchmarks Target Date
Complete planning for 2020 project activities using priorities and recommendations from first completed carbon footprint analysis. Focus on energy efficiency projects for buildings and vehicles that can be done by Trades, Maintenance, or Equipment staff, through collaboration with Planning Division, and data collection.
2/15/2020
Establish/schedule for in‐house rehabilitation/upgrade projects to improve energy efficiency through HVAC, Plumbing, Carpentry, and Electrical work using the 2019 Recreation Center Mechanical Assessments and facility energy audits to identify projects.
4/1/2020
Using the MPCA Grant money awarded in 2019, install three dual charging stations for electric vehicles at Southside Operations Center & Michael P. Schmidt Operations Center.
7/1/2020
Develop an initial electric vehicle transition plan that estimates costs of conversions, identifies available or future replacements from commercial fleet options, and measures return on investment of reduced maintenance costs and fuel for electric models.
7/1/2020
Finalize terms for Renewable*Connect solar and wind energy sourcing contracts with Xcel Energy.
8/15/2020
Complete implementation of new Energy Management Software for all natural gas, electricity, solar, and water meters in the park system. Import all available historic data.
9/1/2020
Complete second carbon footprint analysis for 2019 data and share comparisons to 2018 baseline year.
10/15/2020
Superintendent’s Recommended 2020 Budget
69
Asset Management (continued)
2019 2020
Fund 11500 Approved Recommended
Fees 230,667 230,667
Other Revenue 654,066 654,066
Asset Management Revenue 884,733 884,733
2019 2020
Fund 11500 Approved Recommended
Salaries and Wages 12,853,000 13,996,399
Fringe Benefits 6,438,433 6,618,861
Operating Costs 9,219,664 9,640,669
Asset Management Expense 28,511,097 30,255,929
Superintendent’s Recommended 2020 Budget
70
Asset Management (continued)
2019 2020 Asset Management Personnel Approved Recommended
Assistant Director Asset Management NPP20 1.00 1.00
Assistant Superintendent Env. Stewardship 0.40 0.40
Automotive Mechanic 1.35 1.35
Carpenter 3.00 3.00
Carpenter NPP20 2.00 2.00
Carpenter Apprentice NPP20 1.00 1.00
Cement Finisher 2.00 2.00
Construction Engineer NPP20 1.00 1.00
Director, Asset Management 0.75 0.75
Electrician 2.00 2.00
Division Services Administrator 1.00 1.00
Foreman Carpenter 1.00 1.00
Foreman Cement Finisher 1.00 1.00
Foreman Electrician 1.00 1.00
Foreman Painter 1.00 1.00
Foreman Plumber 1.00 1.00
Gardener 8.37 8.50
Gardener NPP20 1.00 1.00
Horticulture Supervisor 1.00 0.87
Management Analyst 2.00 3.00
Manager, Park Operations 4.50 4.50
Manager, Park Operations NPP20 1.00 1.00
Manager, Trades 0.75 0.75
Manager, Trades NPP20 0.25 0.25
Mobile Equipment Operator 13.45 16.45
Mobile Equipment Operator NPP20 3.00 3.00
Painter 3.00 4.00
Parkkeeper 97.32 97.32
Parkkeeper NPP20 8.00 8.00
Parkkeeper Trainee NPP20 6.00 6.00
Parkkeeper Crew leader 17.42 17.42
Pipefitter 1.00 1.00
Plumber 3.00 3.00
Refuse & Recycling Crew Leader (MEO) 1.00 1.00
Risk & Safety Administrator 0.40 0.00
Full Time 192.96 197.56
Superintendent’s Recommended 2020 Budget
71
Asset Management Personnel (continued)
Seasonal Gardener 1.00 1.00
Seasonal Management Intern NPP20 0.75 0.75
Seasonal Mobile Equipment Operator 6.73 6.73
Seasonal Mobile Equipment Operator NPP20 2.00 2.00
Seasonal Park Maintenance Worker 18.26 17.66
Seasonal Park Maintenance Worker NPP20 3.25 3.25
Trades 0.83 0.83
Trades ‐Apprentice 0.50 0.50
Youth Worker 0.00 1.58
Part Time 33.32 34.30
Asset Management 226.28 231.86
Superintendent’s Recommended 2020 Budget
72
Environmental Management
The Environmental Management Department provides management and support of environmental education, natural and water resources management, and volunteer coordination for the Environmental Stewardship Division. Environmental education major focus areas include the Neighborhood Naturalist program which serves all recreation centers, the Eloise Butler Wildflower Garden and Bird Sanctuary, the JD Rivers’ Children’s Garden, as well as partnership‐based projects and programs. Water resources staff monitors, manages, and protects the water quality of Minneapolis lakes and creeks and manages beach and Webber Natural Swimming Pool bacteria monitoring. Aquatic invasive species prevention, protection and management work is also a focus of the environmental education and water resources staff. Natural resources staff manages more than 400 acres of prairies, shorelines, wetlands, and woodlands, and coordinates re‐vegetation projects. Natural resources staff focuses much of their work on the management of park natural areas and control of terrestrial invasive species. Each year, more than 8,500 volunteers contribute more than 29,000 hours to help maintain the park system. Volunteer programs encompass one‐time service projects, ongoing site‐based activities, Park Stewards agreements and working collaboratively with other departments on volunteer activities throughout the parks.
Environmental Management Goals & Benchmarks
Goal Comp Plan Goal Strategic Direction
Racial Equity Action Plan
Determine scope of shoreline lake management plan and solicit Request for Proposal (RFP) for plan development.
Residents and visitors enjoy and understand the
natural environment C2 E
Benchmarks Target Date
Hire consultant to lead scope development. 2/15/2020
Develop Project Advisory Committee (PAC) to assess needs related to shoreline management and conduct first PAC meeting. 3/16/2020
Gather existing data. 2/16/2020 ‐ 4/30/2020
Determine field work assessment needs and develop field data collection methodology.
4/1/2020 ‐ 8/1/2020
Develop draft scope. 8/15/2020 ‐ 10/15/2020
Develop Request for Proposal (RFP). 10/15/2020 ‐ 12/1/2020
Distribute RFP after 2021 budget adoption. 12/31/2020
Superintendent’s Recommended 2020 Budget
73
Environmental Management (continued)
2019 2020
Fund 11500 Approved Recommended
Fees 563,626 664,627
Other Revenue 16,549 26,549
Environmental Management Revenue 580,175 691,176
2019 2020
Fund 11500 Approved Recommended
Salaries and Wages 1,836,945 2,127,036
Fringe Benefits 541,870 624,019
Operating Costs 978,656 1,017,495
Environmental Management Expense 3,357,471 3,768,550
Superintendent’s Recommended 2020 Budget
74
Environmental Management (continued)
2019 2020
Environmental Management Personnel Approved Recommended
Administrative Assistant 1.00 1.00
AIS Program Administrator 1.00 1.00
Assistant Superintendent Env. Stewardship 0.20 0.20
Community Gardens Position 1.00 1.00
Director, Environmental Management 1.00 1.00
Env. Stewardship Volunteer Coordinator 1.00 1.00
Manager, Environmental Education 1.00 1.00
Gardener Curator 1.00 1.00
Mobile Equipment Operator 1.55 1.55
Natural Resources Coordinator 1.00 1.00
Natural Resources Specialist 1.00 1.00
Naturalist 1.00 1.00
Environmental Education Lead 1.00 1.00
Water Resources Lead 0.00 1.00
Water Resources Supervisor 1.00 1.00
Water Resources Technician 2.00 2.00
Full Time 15.75 16.75
Environmental Specialist A 13.78 13.78
Environmental Specialist B 2.97 3.65
Environmental Specialist C 0.25 0.35
Program Aide I 0.60 0.60
Program Aide II 0.50 0.50
Seasonal Gardener 0.70 0.70
Seasonal Park Maintenance Worker 1.50 1.50
Water Quality Support 1.66 1.66
Youth Worker 1.16 4.78
Part Time 23.12 27.52
Environmental Management 38.87 44.27
Superintendent’s Recommended 2020 Budget
75
Forestry
The Forestry Department provides for management and support of forestry operation services. As the steward of the municipal urban forest, the Forestry Department is responsible for the care of nearly 200,000 boulevard trees on 1,100 miles of streets as well as all trees on more than 6,000 acres of park land. This work is done by professional arborists who plant, prune and remove trees. The budget includes funding for the planting of a diverse population of new trees to replace those that are removed as well as the removal of resulting stumps. The budget also supports monitoring the urban forest for invasive tree pests, specifically Emerald Ash Borer and Dutch Elm Disease. In addition, support is provided for the clean‐up of fallen trees and debris caused by storms.
Forestry Goals & Benchmarks
Goal Comp Plan Goal Strategic Direction
Racial Equity Action Plan
Begin draft of the urban forest management plan that will make it possible to recommend sustainable and equitable service levels. This will be done by incorporating documentation of existing protocols and practices into the established plan outline. Acquire necessary number of data collection tablets for deployment in January to thoroughly expand the piloted program for tracking of Forestry field work.
Sound management techniques provide healthy, diverse and sustainable natural resources. Healthy
boulevard trees connect all city residents to their
park system.
B, C, 5, 6 A5
Benchmarks Target Date
Confirm that the framework for the urban forest management plan contains the components needed to yield a final report that will make it possible to recommend sustainable and equitable service levels. 3/31/2020
Continue pilot program for computerized tracking of Forestry work using tablets for data collection in the field. 3/31/2020
Begin draft of the urban forest management plan by incorporating documentation of existing protocols and practices into the established plan outline.
4/15/2020
Acquire necessary number of data collection tablets for deployment in January to thoroughly expand the trial collection in the field. 4/15/2020
Finalize incorporation of existing protocols and practices into the established plan outline. 12/15/2020
Continue the use of data collection tablets to gather information regarding Forestry field operations. 12/15/2020
Superintendent’s Recommended 2020 Budget
76
Forestry (continued)
2019 2020
Fund 11500 Approved Recommended
Fees 5,000 23,000 Other Revenue 49,869 49,869
Forestry Revenue 54,869 72,869
2019 2020
Fund 11500 Approved Recommended
Salaries and Wages 4,922,149 5,224,056 Fringe Benefits 2,605,291 2,655,572 Operating Costs 2,268,923 2,307,257
Forestry Expense 9,796,363 10,186,885
Superintendent’s Recommended 2020 Budget
77
Forestry (continued)
2019 2020 Forestry Personnel Approved Recommended
Administrative Assistant 2.60 2.60 Arborist 39.00 39.00 Arborist NPP20 2.00 2.00 Arborist Crew Leader 13.00 13.00 Assistant Superintendent Env. Stewardship 0.35 0.35 Automotive Mechanic 0.50 0.50 Director, Park Forestry 1.00 1.00 Foreman Arborist 5.00 5.00 Forestry Outreach Coordinator 1.00 1.00 Manager, Forestry 1.00 1.00 Mobile Equipment Operator 9.00 9.00 Risk & Safety Administrator 0.40 0.00 Sustainable Forestry Coordinator 1.00 1.00 Tree Preservation Coordinator 1.00 1.00
Full Time 76.85 76.45
Clerk Typist I 0.35 0.35 Seasonal Mobile Equipment Operator 1.50 1.50
Part Time 1.85 1.85
Forestry 78.70 78.30
Superintendent’s Recommended 2020 Budget
78
Department Budgets
Planning Division The Planning Division provides expertise to lead, advise and guide the development and redevelopment of the Minneapolis Park and Recreation system. The division oversees park system analysis and master planning, capital program development, real estate management, design and engineering, physical development and redevelopment, and construction permitting. The division strives to provide dynamic parks that shape city character and meet diverse community needs. The staff work to provide continual renewal and development that respects history and focuses on sustainability, accessibility, flexibility and beauty and to ensure that parks are safe and welcoming by design.
Superintendent’s Recommended 2020 Budget
79
Design and Project Management
The Design and Project Management Department provides community engagement, design, construction document development, construction administration and permitting services for the park system. This department focuses on building relationships with communities and private and public partners to envision the next generation of parks for Minneapolis while rejuvenating the existing park and recreation system.
Design & Project Management Goals & Benchmarks
Goal Comp Plan Goal Strategic Direction
Racial Equity
Action Plan
Working with Asset Management prepare and begin to implement of a 2 ‐3 year regional park rehabilitation plan for regional trails and parks with funding coming from regional park operations and maintenance funds.
Financially independent and sustainable parks
prosper.
1, 2, 3, 4, 5, 6 B3
Benchmarks Target Date
Coordinate planning efforts with Asset Management staff and develop a comprehensive list of rehabilitation projects within regional parks. 2/1/2020
Prepare three‐year look ahead of rehabilitation projects and review/formalize with Asset Management leadership. 3/1/2020
Begin implementation of three‐year regional park rehabilitation plan. 6/1/2020
Review and evaluate complete work and revise three‐year plan. 10/1/2020
Superintendent’s Recommended 2020 Budget
80
Design & Project Management (Continued)
2019 2020
Fund 11500 Approved Recommended
Fees 100,000 34,375
Other Revenue 1,865,267 1,711,249
Design & Project Management Revenue 1,965,267 1,745,624
2019 2020
Fund 11500 Approved Recommended
Salaries and Wages 1,400,658 1,345,347
Fringe Benefits 509,132 460,616
Operating Costs 201,387 199,107
Design & Project Management Expense 2,111,177 2,005,070
Superintendent’s Recommended 2020 Budget
81
Design & Project Management (Continued)
2019 2020
Design & Project Management Personnel Approved Recommended
Administrative Assistant NPP20 0.00 0.50
Assistant Superintendent Planning 0.50 0.50
Construction Project Manager 2.00 2.00
Design Project Manager 5.00 4.00
Design Project Manager NPP20 3.00 3.00
Director, Planning and Project Management 1.00 1.00
Division Services Administrator 0.20 0.20
Division Services Administrator NPP20 0.30 0.30
Engineering Project Manager NPP20 1.00 0.00
Engineering Technician II 2.00 2.00
Project Designer NPP20 1.00 1.00
Rehab Project Manager NPP20 1.00 1.00
Full Time 17.00 15.50
Administrative Position NPP20 0.50 0.00
Urban Scholar 0.20 0.20
Part Time 0.70 0.20
Design & Project Management 17.70 15.70
Superintendent’s Recommended 2020 Budget
82
Strategic Planning
The Strategic Planning Department provides comprehensive system and master planning, community research, capital program development and real estate management services for the park system. The department focuses on collaborating with the city, county and other jurisdictions on development projects throughout the city to meet the park and recreation needs of residents.
Strategic Planning Goals & Benchmarks
Goal Comp Plan
Goal Strategic Direction
Prepare and adopt MPRB's next Comprehensive Plan.
All All
Benchmarks Target Date
Prepare Community Engagement Plan and present to Board of Commissioners. 1/1/2019
Engage with MPRB staff through a variety of methods. 3/1/2019
Engage with the Minneapolis community through a variety of methods, with particular consideration for those often under‐represented in planning processes, such as recent immigrants, people of color, non‐English speakers, people with disabilities, youth, and the elderly. 12/31/2019
Prepare Draft Comprehensive Plan for public review. 3/1/2020
Revise Draft Comprehensive Plan based on feedback from MPRB staff and community members. 7/1/2020
Achieve adoption of Comprehensive Plan. 12/1/2020
Superintendent’s Recommended 2020 Budget
83
Strategic Planning (Continued)
2019 2020
Fund 11500 Approved Recommended
Salaries and Wages 684,137 733,132
Fringe Benefits 241,585 247,137
Operating Costs 184,127 191,677
Strategic Planning Expense 1,109,849 1,171,946
2019 2020
Strategic Planning Approved Recommended
Administrative Assistant 0.00 0.50
Assistant Superintendent Planning 0.50 0.50
Director, Strategic Planning 1.00 1.00
Division Services Administrator 0.20 0.20
Division Services Administrator NPP20 0.30 0.30
GIS Technician 1.00 1.00
Project Planner NPP20 1.00 1.00
Real Property Administrator 1.00 1.00
Senior Planner 3.00 3.00
Full Time 8.00 8.50
Administrative Position 0.50 0.00
Seasonal Visitor Counters 1.00 1.00
Urban Scholar 0.20 0.20
Part Time 1.70 1.20
Strategic Planning 9.70 9.70
Superintendent’s Recommended 2020 Budget
84
Capital & Reserve
Capital & Reserve includes the Neighborhood Park Capital Levy which provides funding for the neighborhood capital improvement program through the allocation of current year operating revenues, a General Fund transfer to the Park Land Acquisition Reserve to support riverfront acquisitions, and a General Fund Transfer and mortgage payment to support operations facilities.
2019 2020
Fund 11500 Approved Recommended
Salaries and Wages 0 0
Fringe Benefits 0 0
Debt Service 136,674 136,674
Capital Outlay 2,858,326 2,958,326
Capital Projects 2,995,000 3,095,000
Neighborhood Park Capital Levy 2,180,000 2,180,000
Michael P. Schmidt Operations Center Debt Service 136,674 136,674
Operations Facilities 363,326 363,326
Park Land Acquisition Reserve 315,000 315,000
Regional Park Transfer 0 100,000
Capital Projects 2,995,000 3,095,000
Superintendent’s Recommended 2020 Budget
85
Department Budgets
Recreation Division The Recreation Division provides expertise to lead, provide and create affordable recreational, cultural, educational, and leisure opportunities to benefit and enhance the lives of all Minneapolis residents. The division oversees recreation facility operations, including recreation centers; golf courses; aquatic facilities and beaches; ice arenas; and recreation, education, and interpretive programming.
Recreation Leadership Team
Superintendent’s Recommended 2020 Budget
86
Athletic Programs, Aquatics & Ice Arenas
The Athletic Programs, Aquatics & Ice Arenas department provides the management and support for citywide youth and adult sports programs, MPRB aquatic programs, Parade and Northeast Ice Arenas, Athletic Facility Permitting and the Recreation Division volunteer program. Youth and adult sports are organized and administered citywide through 11 youth sports leagues and 13 adult sports leagues. Administration of recreation division volunteers is organized system wide with collaboration with the recreation center program staff and the Environmental Stewardship division. The MPRB aquatic programs include North Commons Water Park, Jim Lupient Water Park, Webber Natural Swimming Pool, 12 beaches (8 with lifeguard services), the Phillips Community Aquatics Center, swimming lessons, water safety clinics, open swimming program, lifeguard training, log rolling lessons and sailing lessons.
Athletic Programs, Aquatics & Ice Arenas Goals & Benchmarks
Goal Comp Plan Goal Strategic Direction
Develop and Implement a Spring Season Adult Broomball League at Parade Ice Arena
Residents, visitors, and workers enjoy
opportunities to improve health and fitness.
B2
Benchmarks Target Date
Survey Broomball participants for interest in spring league. 1/15/2020
Facilitate meeting with Ice Arena Manager and Officials Assigner to discuss access to arena, determine times and dates for leagues, and schedule officials training. 1/30/2020
Develop budget for league to include ice rental, equipment and officials’ costs. Determine league fee. 2/15/2020
Promote league information and registration through Team Sideline, Active.net and on MPRB web page. League registration begins. 2/20/2020
Develop league play schedules, schedule officials and league play begins. 4/1/2020
Review program, survey participants, ice arena staff and officials to determine any necessary changes to the league for next season. Share data with MPRB board. 5/31/2020
Superintendent’s Recommended 2020 Budget
87
Athletic Programs, Aquatics & Ice Arenas (continued)
2019 2020 Fund 11500 Approved Recommended
Fees 1,486,138 1,533,742
Other Revenue 2,427 2,427
Athletic Programs & Aquatics Revenue 1,488,565 1,536,169
2019 2020
Fund 11500 Approved Recommended
Salaries and Wages 1,987,730 2,098,614
Fringe Benefits 513,281 511,730
Operating Costs 1,082,286 1,113,309
Athletic Programs & Aquatics Expense 3,583,297 3,723,653
Superintendent’s Recommended 2020 Budget
88
Athletic Programs, Aquatics & Ice Arenas (continued)
2019 2020
Athletic Programs & Aquatics Personnel Approved Recommended
Administrative Assistant 1.00 1.00
Assistant Superintendent Recreation 0.20 0.20
Athletic Program Lead 1.00 1.00
Athletic Program Specialist 6.00 6.00
Director, Athletic Programs & Aquatics 0.90 0.90
Division Services Administrator 0.25 0.25
Head Lifeguard 1.00 1.00
Lifeguard 5.00 5.00
Manager, Aquatics 1.00 1.00
Manager, Athletics & Aquatics 1.00 1.00
Recreation Volunteer Coordinator 1.00 1.00
Full Time 18.35 18.35
Aquatics Attendant 4.96 5.56
Aquatics Instructor 1.80 1.80
Lifeguard I, Class A 21.57 20.52
Lifeguard II, Class C 0.30 0.27
Recreation Specialist B 1.97 1.97
Recreation Specialist C 1.07 1.07
Recreation Specialist D 0.25 0.25
Part Time 31.92 31.44
Athletic Programs & Aquatics 50.27 49.79
Superintendent’s Recommended 2020 Budget
89
Recreation Centers & Programs
The Recreation Centers and Programs Department operates 47 year‐round, neighborhood‐based Recreation Centers and coordinates and oversees the leases of two recreation centers to non‐profit entities. Each center employs full‐ and part‐time staff committed to providing quality recreation opportunities and programs. Recreation Centers are the focal point of extensive activities, programs and special events. Many are full‐service facilities with meeting rooms, kitchens and gymnasiums for individual and group use. At 16 Recreation Centers Youth Program Specialists focus on programs for underserved youth ages 12‐17.
Recreation Centers & Programs Goals & Benchmarks
Goal Comp Plan Goal Strategic Direction
Racial Equity Action Plan
Plan, Develop, and Implement two Ideation Technology Labs in Recreation Centers in 2020. Develop the program and service offerings and activate the new labs.
People play, learn, and develop a
greater capacity to enjoy life
A1 E
Benchmarks Target Date
Working with the Executive Team, IT, and Planning ‐ identify recreation centers and spaces for the proposed labs. 1/31/2020
Develop Scope of services, issue RFP, evaluate proposals, and hire staff or contractors to program, run, and implement offerings. 2/15/2020
Work with IT and potential outside groups to determine proper hardware and software for each lab. 4/15/2020
Work with planning, trades, and IT to build out Ideation Technology labs at selected recreation centers. 4/15/2020
Activate space at initial Ideation Technology Labs. 7/31/2020
Work with IT, Planning, and Executive Team to identify additional labs that can be deployed in 2021. 12/31/2020
Superintendent’s Recommended 2020 Budget
90
Recreation Centers & Programs (continued)
2019 2020
Fund 11500 Approved Recommended
Fees 2,157,567 2,232,567
Other Revenue 26,226 26,226
Recreation Centers & Programs Revenue 2,183,793 2,258,793
2019 2020
Fund 11500 Approved Recommended
Salaries and Wages 7,428,809 8,800,860
Fringe Benefits 1,911,953 2,293,883
Operating Costs 3,036,079 3,276,960
Recreation Centers & Programs Expense 12,376,841 14,371,703
Superintendent’s Recommended 2020 Budget
91
Recreation Centers & Programs (continued)
2019 2020
Recreation Centers & Programs Personnel Approved Recommended
Assistant Superintendent Recreation 0.50 0.50
Asst. Director, Recreation Centers & Programs 1.00 1.00
Director, Recreation Centers & Programs 1.00 1.00
Division Services Administrator 0.50 0.50
Manager, Recreation Service Area 5.00 5.00
Recreation Specialists 46.00 46.00
Youth Program Specialist 0.00 12.00
Park/School Campus Coordinator 0.00 1.00
Full Time 54.00 67.00
Recreation Specialist A 35.99 35.99
Recreation Specialist B 61.50 63.53
Recreation Specialist C 27.45 27.45
Recreation Specialist D 5.30 5.30
Recreation Specialist E 0.21 0.21
Part Time 130.45 132.48
Recreation Centers & Programs 184.45 199.48
Superintendent’s Recommended 2020 Budget
92
Youth Development
The Youth Development Department provides Recreation Plus: affordable quality, state‐certified school‐age care for children grades kindergarten through sixth grade at 18 neighborhood recreation centers; Teen Teamworks: year‐round employment, work readiness training, summer educational sessions, and career guidance for at‐risk youth and young adults ages 14 to 24; StreetReach: street and park‐based outreach to engage youth in positive relationships, intervene with negative behaviors, and connect youth to parks and other community resources: Pop‐Up Parks: mobile recreational activities and upbeat staff who supervise activities for youth in neighborhoods and at events; a youth advisory council that provides leadership, engagement and vision to further the MPRB’s enhancement and development of programs and activities that meet the interests and needs of Minneapolis’ youth; language and cultural programs, Therapeutic Recreation and Inclusion services, and other citywide youth development programs and projects.
Youth Development Goals & Benchmarks
Goal Comp Plan Goal Strategic Direction
Youth and adults with disabilities participate in therapeutic and adaptive recreation programs that provide physical, social, and wellness opportunities while fostering skill‐building, positive relationships and a sense of belonging.
People play, learn and develop a greater capacity to enjoy life.
A1
Benchmarks Target Date
Research and assess therapeutic and adaptive program offerings and best practices for therapeutic and adaptive programming from comparable cities nationwide. 2/2/2020
Develop and recommend procedures for best practices in therapeutic and adaptive programming. 3/1/2020
Develop a catalog of therapeutic and adaptive programs identifying the age group, leadership, cost and related components for Recreation Division staff to review for options at their recreation centers. 4/30/2020
Provide support for Recreation Division staff in scheduling, delivering and evaluating therapeutic and adaptive programs in each Service Area. 12/31/2020
Collect and assess evaluations from a minimum of 20% of program participants. Enhance or change programs to meet the interests and needs of participants. 12/31/2020
Superintendent’s Recommended 2020 Budget
93
Youth Development (continued)
2019 2020
Fund 11500 Approved Recommended
Fees 2,182,222 2,265,993
Other Revenue 20,000 15,000
Youth Development Revenue 2,202,222 2,280,993
2019 2020
Fund 11500 Approved Recommended
Salaries and Wages 3,043,190 2,699,260
Fringe Benefits 823,670 666,674
Operating Costs 967,418 975,551
Youth Development Expense 4,834,278 4,341,485
Superintendent’s Recommended 2020 Budget
94
Youth Development (continued)
2019 2020
Youth Development Personnel Approved Recommended
Assistant Superintendent Recreation 0.20 0.20
Child Care Worker 9.00 9.00
Child Development Supervisor 1.00 1.00
Director, Youth Development 1.00 1.00
Division Services Administrator 0.25 0.25
Manager, Child Development 1.00 1.00
Teen Teamworks Program Coordinator 1.00 1.00
Therapeutic Recreation & Inclusion Coordinator 1.00 1.00
Youth Development Supervisor 2.00 2.00
Youth Engagement Coordinator 1.00 1.00
Youth Program Specialist 12.00 0.00
Youth Program Specialist ‐ Employment 0.00 1.00
Full Time 29.45 18.45
Administrative Assistant 0.60 0.60
Child Care Worker 6.75 6.75
Recreation Specialist A 12.81 10.00
Recreation Specialist B 13.85 12.10
Recreation Specialist C 9.71 12.73
Youth Worker 26.45 28.63
Part Time 70.17 70.81
Youth Development 99.62 89.26
Superintendent’s Recommended 2020 Budget
95
Personnel Summary General Fund 2019 2020
Full Time Approved Recommended
Superintendent's Office Superintendent's Office 2.60 2.60
Board of Commissioners 9.65 9.65
Communications & Marketing Department 5.85 5.85
Community Outreach Department 11.00 11.00
Park Police Department 38.85 40.85
Deputy Superintendent's Office
Deputy Superintendent's Office 1.75 2.65
Customer Service Department 4.53 4.98
Finance Department 11.55 10.55
Human Resources Department 8.60 8.50
Environmental Stewardship Division Asset Management Department 192.96 197.56
Environmental Management Department 15.75 16.75
Forestry Department 76.85 76.45
Planning Services Division Design & Project Management Department 17.00 15.50
Strategic Planning Department 8.00 8.50
Recreation Services Division
Athletic Programs, Aquatics & Ice Arenas Department 18.35 18.35
Recreation Centers & Programs Department 54.00 67.00
Youth Development Department 29.45 18.45
Total Full Time 506.74 515.19
Part Time Superintendent's Office Communications & Marketing Department 3.06 2.36
Community Outreach Department 4.21 3.61
Park Police Department 11.16 10.58
Deputy Superintendent's Office
Deputy Superintendent's Office 0.15 0.65
Customer Service Department 2.42 0.60
Finance Department 0.00 0.27
Environmental Stewardship Division Asset Management Department 33.32 34.30
Environmental Management Department 23.12 27.52
Forestry Department 1.85 1.85
Superintendent’s Recommended 2020 Budget
96
Personnel Summary General Fund (Continued) 2019 2020
Part Time Approved Recommended
Planning Services Division Design & Project Management Department 0.70 0.20
Strategic Planning Department 1.70 1.20
Recreation Services Division Athletic Programs, Aquatics & Ice Arenas Department 31.92 31.44
Recreation Centers & Programs Department 130.45 132.48
Youth Development Department 70.17 70.81
Total Part Time 314.23 317.87
Total 820.97 833.06
Superintendent’s Recommended 2020 Budget
97
Special Revenue Funds
Special Revenue Funds Overview Pages 98‐102
Superintendent’s Recommended 2020 Budget
98
Special Revenue Funds Overview The MPRB has two Special Revenue Funds; the Park Grant and Dedicated Revenue Fund and the Tree Preservation and Reforestation Fund. The Park Grant and Dedicated Revenue Fund is a Special Revenue Fund established to account for resources designated for specific purposes. The fund consists of two designations, Special Reserves and Park Land Acquisition Reserve. Special Reserves represent grant and other revenue that has been designated for specific purposes through grantor requirements, donor requests or Board direction. Some items included in this area are Loring Tree Trust, sustainability fund, gift program, privately funded programs or projects and operations and maintenance lottery proceeds received from the State. The Park Land Acquisition Reserve is a Board designated fund to account for small land sales and acquisitions. Revenue received from land sales and other sources are earmarked for land acquisition and are accounted for in this fund. The Tree Preservation and Reforestation Fund accounts for a special property tax levy approved by the Board to address threats to the urban forest due to Emerald Ash Borer and tree loss due to storms.
Special Revenue Funds
Recommended 2020 Budget
2019 2020
Approved Recommended
Revenues 3,174,550 3,224,840
Expenditures 3,174,550 3,224,840
Balance 0 0
Special Revenue Funds Balance Estimated Net Asset Balance January 1, 2020 13,470,581
2020 Budgeted Excess Revenues Over/(Under) Expenses 0
Estimated Net Asset Balance December 31, 2020 13,470,581
The Net Asset Balance is reserved to offset the fluctuations in improvement expenses from year to year.
Superintendent’s Recommended 2020 Budget
99
Special Revenue Funds
Revenue by Major Sources
2019 2020 %
Approved Recommended Change Change
Current Property Taxes ‐ Tree Preservation & Reforestation 1,786,950 1,857,240 70,290 3.9%
Fund Balance (Tree Preservation) 20,000 0 (20,000) ‐100.0%
State Grants & Other Local Government 1,337,000 1,337,000 0 0.0%
Grants & Donation 30,600 30,600 0 0.0%
Total Revenue 3,174,550 3,224,840 50,290 1.6%
Current Property Taxes ‐ Tree
Preservation & Reforestation
57.6%
Fund Balance0.0%
State Grants & Other Local Government
41.5% Grants & Donation0.9%
2020 Special Revenue FundsRevenue by Major Sources
Current Property Taxes ‐ Tree
Preservation & Reforestation
56.3%
Fund Balance0.6%
State Grants & Other Local Government
42.1%
Grants & Donation1.0%
2019 Special Revenue FundsRevenue by Major Sources
Superintendent’s Recommended 2020 Budget
100
Special Revenue Funds
Expenditures by Major Categories
2019 2020 %
Approved Recommended Change Change
Wages & Fringe 557,987 582,733 24,746 4.4%
Operating & Equipment 2,616,563 2,642,107 25,544 1.0%
Total Expenditures 3,174,550 3,224,840 50,290 1.6%
Wages & Fringe18.1%
Operating81.9%
2020 Special Revenue FundsExpenses by Major Category
Wages & Fringe17.6%
Operating82.4%
2019 Special Revenue Funds Expenses by Major Category
Superintendent’s Recommended 2020 Budget
101
Forestry Tree Preservation and Reforestation
2019 2020
Statement of Revenues and Expenses Approved Recommended
Operating Revenues
Current Property Taxes ‐ Tree Preservation & Reforestation 1,786,950 1,857,240
Fund Balance 20,000 0
Total Operating Revenues 1,806,950 1,857,240
Operating Expenses
Salaries & Wages 360,712 379,047
Fringe Benefits 197,275 203,686
Operating Costs 1,248,963 1,274,507
Total Operating Expenses 1,806,950 1,857,240
Excess Revenues Over/(Under) Expenses 0 0
2019 2020
Tree Preservation and Reforestation Personnel Approved Recommended
Arborist 4.00 4.00
Arborist Crew Leader 1.00 1.00
Mobile Equipment Operator 1.00 1.00
Full Time 6.00 6.00
Tree Preservation and Reforestation 6.00 6.00
Superintendent’s Recommended 2020 Budget
102
Park Grant & Dedicated Revenue Fund
2019 2020
Statement of Revenues and Expenses Approved Recommended
Operating Revenues
State Grants & Other Local Government 1,337,000 1,337,000
Grant & Donations 30,600 30,600
Total Operating Revenues 1,367,600 1,367,600
Operating Expenses
Operating Costs 1,367,600 1,367,600
Total Operating Expenses 1,367,600 1,367,600
Excess Revenues Over/(Under) Expenses 0 0
Superintendent’s Recommended 2020 Budget
103
Enterprise Fund
Enterprise Fund Overview Pages 104‐106
Department Budgets
Deputy Superintendent’s Office Pages 107‐110
Environmental Stewardship Pages 111‐112 Division Pages
Recreation Division Pages 113‐116 Debt Service & Improvements Page 117‐118
Personnel Summary Page 119
Superintendent’s Recommended 2020 Budget
104
Enterprise Fund Overview The Enterprise Fund is a self‐supporting fund established to account for all business‐type operations including golf courses, concessions, ice arenas, permits. Net income from operations provides capital rehabilitation, construction or improvements as well as debt service.
Enterprise Fund
Recommended 2020 Budget
2019 2020
Approved Recommended
Revenues 12,619,401 13,639,071
Expenditures 11,937,450 13,250,955
Balance 681,951 388,116
Enterprise Fund Balance
Estimated Net Asset Balance January 1, 2020 3,351,373
2020 Budgeted Excess Revenues Over/(Under) Expenses 388,116
Estimated Net Asset Balance December 31, 2020 3,739,489
The Net Asset Balance is reserved to offset the fluctuations in improvement expenses from year to year.
The 2020 recommended budget for the Enterprise Fund is $13.2 million. Charges for service (fees) comprise 51 percent of total revenue. Commissions, rents, and parking lots and meters comprise the remaining 49 percent. The operating budget is comprised of three major categories, wages and fringe, 42 percent; operating costs, 34 percent; and improvements and debt service, 24 percent.
Superintendent’s Recommended 2020 Budget
105
Enterprise Fund
Revenue by Major Sources
2019 2020 %
Approved Recommended Change Change
Charges For Service 6,874,463 6,921,911 47,448 0.7%
Parking Lots and Meters 2,454,780 2,565,158 110,378 4.5%
Commissions and Rents 3,290,158 3,151,658 (138,500) ‐4.2%
Insurance Proceeds 0 1,000,344 1,000,344
Total Revenue 12,619,401 13,639,071 1,019,670 8.1%
Charges For Service50.8%
Parking Lots and Meters18.8%
Commissions and Rents23.1%
Insurance Proceeds7.3%
2020 Enterprise Fund Revenue by Major Sources
Charges For Service54.5%
Parking Lots and Meters19.5%
Commissions and Rents26.1%
2019 Enterprise Fund Revenue by Major Sources
Superintendent’s Recommended 2020 Budget
106
Enterprise Fund
Expenses by Major Categories
2019 2020 %
Approved Recommended Change Change
Wages & Fringe 5,346,188 5,529,030 182,842 3.4%
Operating 4,369,405 4,552,421 183,016 4.2%
Improvements 1,319,878 2,310,344 990,466 75.0%
MERF Payment 177,092 141,773 (35,319) ‐19.9%
Transfers to Debt Service 724,887 717,387 (7,500) ‐1.0%
Total Expenses 11,937,450 13,250,955 1,313,505 11.0%
Wages & Fringe42.8%
Operating34.4%
Improvements17.4%
Transfers to Debt Service5.4%
2020 Enterprise Fund Expenses by Major Category
Wages & Fringe46.3%
Operating36.6%
Improvements11.1%
Transfers to Debt Service6.1%
2019 Enterprise Fund Expenses by Major Category
Superintendent’s Recommended 2020 Budget
107
Department Budgets
Deputy Superintendent’s Office The Deputy Superintendent is responsible for the coordination of the day‐to‐day operations of the support services group of the MPRB. The Superintendent provides leadership and direction for the entire MPRB, while the Deputy is responsible for cross‐departmental coordination and leadership. The Deputy Superintendent provides oversight of MPRB’s information technology, finance, customer service, and human resources departments as well as records management, archives, data practices, and safety and risk management.
Superintendent’s Recommended 2020 Budget
108
Customer Service ‐ Parking Operations
The MPRB operates and maintains regional parks throughout the system. Pay Parking was developed to generate revenue from the millions of visitors who utilize the regional system yet live outside of the City of Minneapolis. The Metropolitan Council Regional Parks Policy Plan requires that parking fees be uniform and prohibits residential discounts. Parking Operations for the MPRB include the Parade parking complex, regional parks parking lots and on‐street meters, commercial parking lots and on‐street meters, and special event parking. Currently the MPRB provides 5,201 parking spaces and 2,278 of them are pay spaces; a regional parking system consisting of 27 lots, 20 of which are pay lots, and 99 on‐street meters; and a commercial parking system, used primarily by commuters, consisting of 5 pay lots and 154 on‐street meters.
Statement of Revenues and Expenses 2019 2020
Approved Recommended
Operating Revenues
Parking Lots & Meters 2,308,980 2,419,358
Commissions and Rents 26,000 26,000
Total Operating Revenues 2,334,980 2,445,358
Operating Expenses
Salaries & Wages 145,029 157,382
Fringe Benefits 42,789 45,827
Operating Costs 402,150 518,833
Total Operating Expenses 589,968 722,042
Operating Income 1,745,012 1,723,316
Customer Service ‐ Parking Operations 2019 2020
Personnel Approved Recommended
Customer Service Representative I 0.50 0.50
Director, Customer Service 0.25 0.25
Parking Coordinator 1.00 1.00
Full Time 1.75 1.75
Special Service Attendant 0.57 0.57
Trades 0.10 0.10
Part Time 0.67 0.67
Customer Service ‐ Parking Operations 2.42 2.42
Superintendent’s Recommended 2020 Budget
109
Customer Service ‐ Use and Events Permitting
The Use and Events Permitting Unit, within the Customer Service Department, regulates activities in the parks through the issuance of permits and contracts in compliance with MPRB ordinances, rules and standards. Regional park facilities are reserved and permitted for MPRB and outside organizations for both public and private events. The Use and Events Permitting Unit works collaboratively across MPRB departments to assure that events permitted on park property are executed correctly.
Statement of Revenues and Expenses 2019 2020
Approved Recommended
Operating Revenues
Charges for Service 1,067,760 1,085,260
Commissions and Rents 105,000 105,000
Total Operating Revenues 1,172,760 1,190,260
Operating Expenses
Salaries & Wages 556,109 607,481
Fringe Benefits 169,660 205,773
Operating Costs 100,378 146,844
Total Operating Expenses 826,147 960,098
Operating Income 346,613 230,162
Customer Service ‐ Use and Events Permitting Personnel
2019 2020
Approved Recommended
Customer Service Representative I 1.12 1.12
Event & Facility Use Coordinator 0.60 1.00
Special Event Coordinator 1.00 1.00
Manager, Permits 0.75 0.75
Permit Position 0.00 0.15
Full Time 3.47 4.02
Park Patrol Agent, Seasonal 0.32 0.32
Seasonal Mobile Equipment Operator 0.03 0.03
Special Service Attendant 2.50 2.18
Part Time 2.85 2.53
Customer Service ‐ Use and Events Permitting 6.32 6.55
Superintendent’s Recommended 2020 Budget
110
Customer Service ‐ Vendor Agreements/Concessions
The MPRB contracts with private vendors for a wide range of services, including excursion boats, food vending, boat rentals and bicycle rentals.
Statement of Revenues and Expenses 2019 2020
Approved Recommended
Operating Revenues
Commissions and Rents 1,637,500 1,489,000
Total Operating Revenues 1,637,500 1,489,000
Operating Expenses
Salaries & Wages 224,452 267,588
Fringe Benefits 84,569 92,335
Operating Costs 92,057 95,637
Total Operating Expenses 401,078 455,560
Operating Income 1,236,422 1,033,440
Customer Service ‐ Vendor Agreements/Concessions Personnel
2019 2020
Approved Recommended
Manager, Park Operations 0.40 0.40
Manager, Permits 0.25 0.25
Parkkeeper 1.18 1.18
Parkkeeper Crew Leader 0.45 0.45
Full Time 2.28 2.28
Seasonal Park Maintenance Worker 0.00 0.86
Trades 0.11 0.11
Part Time 0.11 0.97
Customer Service ‐ Vendor Agreements/Concessions 2.39 3.25
Superintendent’s Recommended 2020 Budget
111
Department Budgets
Environmental Stewardship Division The Environmental Stewardship Division provides expertise for the care and maintenance of the Minneapolis Park system. The division oversees the maintenance of the Minneapolis park system’s physical infrastructure, equipment and fleet, natural areas, water resources, and forestry.
Superintendent’s Recommended 2020 Budget
112
Asset Management ‐ Sculpture Garden
The MPRB entered into an operating agreement with the Walker Art Center on April 3, 1985 to operate the Sculpture Garden and the Cowles Conservatory. This agreement was amended in 1987 with a 25‐year term and an automatic renewal term. The operating agreement was renewed for an additional 5‐year term in 2013. The Sculpture Garden went through a major reconstruction, including the removal and repurposing of the Cowles Conservatory and reopened in 2017. The Sculpture Garden does not generate revenue sufficient to support its operations. As a result, the Sculpture Garden is supported by the profits of other enterprise activities. Since the reopening of the Sculpture Garden, the MPRB has been in discussion with the Walker Art Center on an operating agreement.
Statement of Revenues and Expenses 2019 2020 Approved Recommended
Operating Revenues Parking Lots & Meters 119,800 119,800 Commissions and Rents 190,000 190,000
Total Operating Revenues 309,800 309,800 Operating Expenses Salaries & Wages 123,567 157,042 Fringe Benefits 41,350 45,233 Operating Costs 190,489 173,730
Total Operating Expenses 355,406 376,005
Operating Income ‐45,606 ‐66,205
2019 2020
Sculpture Garden Personnel Approved Recommended
Gardener 0.63 0.50
Horticulture Supervisor 0.00 0.13
Manager, Park Operations 0.10 0.10
Parkkeeper 0.50 0.50
Parkkeeper Crew leader 0.13 0.13
Full Time 1.36 1.36
Seasonal Park Maintenance Worker 1.00 0.50
Seasonal Gardener 0.25 1.35
Trades 0.03 0.03
Part Time 1.28 1.88
Sculpture Garden & Cowles Conservatory 2.64 3.24
Superintendent’s Recommended 2020 Budget
113
Department Budgets
Recreation Division The Recreation Division provides expertise to lead, provide and create affordable recreational, cultural, educational, and leisure opportunities to benefit and enhance the lives of all Minneapolis residents. The division oversees recreation facility operations, including recreation centers; golf courses; aquatic facilities and beaches; ice arenas; and recreation, education, and interpretive programming.
Recreation Leadership Team
Superintendent’s Recommended 2020 Budget
114
Golf
Golf Operations monitors, maintains, and markets 108 holes of golf that include the following facilities and programs: 18‐hole courses at Columbia Golf Club, Gross National Golf Club, Hiawatha Golf Club, Meadowbrook Golf Club, Theodore Wirth Golf Club; a nine‐hole par three course at Wirth; and a nine‐hole executive golf course at Fort Snelling. There are three learning centers: Columbia Learning Center (42‐station learning center/driving range), Gross National Learning Center (18‐station learning center/driving range) and Hiawatha Learning Center (53‐station learning center/driving range). A major supporter of junior golf, our Golf Department will continue its relationship with First Tee and their newly formed entity, The First Tee of the Twin Cities (a combination of their Minneapolis and Saint Paul chapters). Our staff will work closely with First Tee directors and instructors to promote junior golf to all youth throughout our city and our recreation programs. Adult lessons and clinics will continue to be offered by PGA professionals. Golf Operations operates two banquet/reception facilities, Columbia Manor Reception Hall and the Wirth Fireplace Reception Hall. In addition, the golf course clubhouses are available for small meeting rentals during the late fall and winter months. There is Disc Golf available at Fort Snelling and at the Wirth Par 3 course. This department continues to work through the details of restoring both Hiawatha and Meadowbrook after the unprecedented rain events in June of 2014. Our staff will meet the challenges of providing quality golf to the citizens of Minneapolis.
Golf Goals & Benchmarks
Goal Comp Plan Goal Strategic Direction
Racial Equity
Action Plan
Development and Implement new loyalty program through Club Prophet software provider.
Financially independent and sustainable parks
prosper.
B1, B2 E 1, 2, 3
Benchmarks Target Date
Meet with software provider Club Prophet to select model using current best practices. 1/15/2020
Work with marketing department to develop marketing strategy for the program. 1/31/2020
Implement new program prior to Play Golf Minneapolis Summit. 2/22/2020
Track results of the loyalty program through metrics provided by software provider. 9/1/2020
Assess effectiveness of loyalty program and implement updates into 2021 program. 11/30/2020
Superintendent’s Recommended 2020 Budget
115
Golf (continued)
Statement of Revenues and Expenses 2019 2020
Approved Recommended
Operating Revenues
Charges for Services 4,677,424 4,708,972
Commissions and Rents 1,357,658 1,357,658
Total Operating Revenues 6,035,082 6,066,630
Operating Expenses
Salaries & Wages 2,702,048 2,651,007
Fringe Benefits 772,297 787,991
Operating Costs 3,061,418 3,042,955
Total Operating Expenses 6,535,763 6,481,953
Operating Income ‐500,681 ‐415,323
2019 2020
Golf Operations Personnel Approved Recommended
Assistant Superintendent Recreation 0.10 0.10
Automotive Mechanic 0.15 0.15
Director, Golf 1.00 0.00
Foreman Golf Maintenance 5.00 5.00
Golf Course Specialist 3.00 3.00
Manager, Golf Course 5.00 5.00
Parkkeeper 5.00 5.00
Manager, Media Relations and Social Media 0.15 0.15
Full Time 19.40 18.40
Golf, Aquatic and Ice Attendant 26.67 23.16
Seasonal Mobile Equipment Operator 0.10 0.10
Seasonal Park Maintenance Worker 20.34 20.34
Trades 0.82 0.85
Part Time 47.93 44.45
Golf Operations 67.33 62.85
Superintendent’s Recommended 2020 Budget
116
Athletic Programs, Aquatics & Ice Arena Operations
The MPRB operates the Parade Ice Garden and the Northeast Ice Arena. Both arenas are available to rent for an hourly rate. Parade Ice Garden is open year‐round and consists of two full sheets of ice and a studio rink. Parade also has public skating and open hockey. Northeast Ice Arena is a seasonal facility with a single full‐sized sheet of ice. Northeast Ice Arena offers indoor turf for soccer and lacrosse use from March through July.
Statement of Revenues and Expenses 2019 2020
Approved Recommended
Operating Revenues
Charges for Services 1,129,279 1,137,679
Total Operating Revenues 1,129,279 1,137,679
Operating Expenses
Salaries & Wages 360,937 366,203
Fringe Benefits 124,472 145,168
Operating Costs 521,822 574,422
Total Operating Expenses 1,007,231 1,085,793
Operating Income 122,048 51,886
2019 2020
Ice Arena Operations Personnel Approved Recommended
Administrative Assistant 0.00 1.00
Director, Athletic Programs & Aquatics 0.10 0.10
Ice Resurface Driver 2.00 2.00
Manager, Ice Arenas 1.00 1.00
Parkkeeper 1.00 1.00
Full Time 4.10 5.10
Golf, Aquatic and Ice Attendant 4.50 3.30
Marketing Assistant 0.10 0.10
Part Time 4.60 3.40
Ice Arena Operations 8.70 8.50
Superintendent’s Recommended 2020 Budget
117
Debt Service & Improvements
Net Income generated in the Enterprise Fund is used for facility improvements and debt service.
2019 2020
Fund 17800 Approved Recommended
Insurance Proceeds 0 975,344
Transfer from Self‐Insurance 0 25,000
Improvements Revenue 0 1,000,344
2019 2020
Fund 17800 Approved Recommended
Salaries and Wages 0 0
Fringe Benefits 177,092 141,773
Debt Service 724,887 717,387
Capital Outlay 1,319,878 2,310,344
Debt Service & Improvements 2,221,857 3,169,504
Superintendent’s Recommended 2020 Budget
118
MPRB 2020‐2025 Enterprise Fund Capital Improvement Program
Capital Investment ProjectsPark/Project Name Proposed Park Improvements 2020 2021 2022 2023 2024 2025
Emergency Repair
Repair or replace elements that fail and need
immediate response 205,000 200,000 250,000 250,000 250,000 250,000
Ice Arenas Ice Arena Master Plan 35,000
Ice Arenas Parade Ice Arena Training Room Renovation 100,000
Ice Arenas Ice Arenas rubber flooring replacement 20,000
Ice Arenas Parade Ice Arena Signage 30,000
Theodore Wirth Regional Park Wirth Parking Improvements 100,000 200,000
Gross Golf Course Gross Storage Facility Replacement 60,000
Meadowbrook Golf Course Meadowbrook Golf Temporary Building 250,000
Meadowbrook Golf Course Meadowbrook Golf Building Replacement 200,000 200,000 200,000 200,000
Chain of Lakes Regional Park Bde Maka Ska Concession Building 1,000,344
Capital Investments Subtotal 1,750,344 450,000 450,000 450,000 450,000 450,000
Rehabilitation ProgramPark/Project Name Proposed Park Improvements 2020 2021 2022 2023 2024 2025
ADA Improvements ADA Improvement Planning 100,000
ADA Improvements 300,000 300,000 300,000 300,000 300,000
Pathways and Pavement
Complete pavement condition assessment for
all enterprise fund parking lots and pathways. 150,000
Pathways and Pavement Repair or replace exterior hard surfacing. 250,000 250,000 250,000 250,000 250,000
Roofs
Complete assessment of roof condition for all
enterprise fund facilities 100,000
Roofs Repair or replace roofs 250,000 250,000 250,000 250,000 250,000
Theodore Wirth Regional Park Wirth Toolshed Roof 150,000
Regional Parks Use & Events Permits Reserve 30,000 30,000 30,000 30,000 30,000 30,000
Regional Parks Parking Kiosk Replacement 30,000 30,000 30,000 30,000 30,000 30,000
Rehabilitation Program Subtotal 560,000 860,000 860,000 860,000 860,000 860,000
Total 2,310,344 1,310,000 1,310,000 1,310,000 1,310,000 1,310,000
Superintendent’s Recommended 2020 Budget
119
Personnel Summary Enterprise Fund 2019 2020
Full Time Approved Recommended
Deputy Superintendent's Office Customer Service Department 7.50 8.05
Environmental Stewardship Division Sculpture Garden & Cowles Conservatory 1.36 1.36
Recreation Services Division Athletic Programs, Aquatics & Ice Arenas Department 4.10 5.10
Golf Operations Department 19.40 18.40
Total Full Time 32.36 32.91
Part Time Deputy Superintendent's Office Customer Service Department 3.63 4.17
Environmental Stewardship Division Sculpture Garden & Cowles Conservatory 1.28 1.88
Recreation Services Division Athletic Programs, Aquatics & Ice Arenas Department 4.60 3.40
Golf Operations Department 47.93 44.45
Total Part Time 57.44 53.90
Total 89.80 86.81
Superintendent’s Recommended 2020 Budget
120
Superintendent’s Recommended 2020 Budget
121
Internal Service Funds
Internal Service Funds Overview Pages 122‐124
Department Budgets
Deputy Superintendent’s Office Pages 125‐130
Environmental Stewardship Division Pages 131‐134
Personnel Summary Page 135
Superintendent’s Recommended 2020 Budget
122
Internal Service Funds Overview The MPRB has two Internal Service Funds. The Park Internal Services Fund accounts for the rental of equipment and the information technology services provided to other MPRB Funds. The Park Self‐Insurance Fund accounts for the insurance activities of the MPRB. These activities include workers compensation, property insurance, general liability, automotive liability and police professional liability.
Internal Service Funds
Recommended 2020 Budget
2019 2020
Approved Recommended
Revenues 10,257,455 10,820,667
Expenditures 10,550,604 11,366,902
Balance (293,149) (546,235) The 2020 recommended budget for Internal Service Funds is $11.4 million, a 7.7 percent increase in spending from the 2019 approved budget. Equipment rental fees comprise 56 percent of total revenue. Insurance and workers comp premiums comprise 20 percent and Information Technology Services and sales of fixed assets the remaining 24 percent. The operating budget is comprised of two major categories; wages and fringe, 44 percent; operating costs & equipment replacement, 56 percent.
Internal Service Funds Balance
Estimated Net Asset Balance January 1, 2020 12,717,048
2020 Budgeted Excess Revenues Over/(Under) Expenses (546,235)
Estimated Net Asset Balance December 31, 2020 12,170,813
The Net Asset Balance is reserved for future capital investments and self‐insurance liabilities.
Superintendent’s Recommended 2020 Budget
123
Internal Service Funds
Revenue by Major Sources
2019 2020 %
Approved Recommended Change Change
Equipment Rental 5,762,976 6,100,942 337,966 5.9%
Sale of Fixed Assets 33,000 200,000 167,000 506.1%
ITS Services 2,288,893 2,369,725 80,832 3.5%
Insurance & Workers Comp Premiums 2,172,586 2,150,000 (22,586) ‐1.0%
Total Revenue 10,257,455 10,820,667 563,212 5.5%
Equipment Rental56.4%
Sale of Fixed Assets1.8%
ITS Services21.9%
Insurance & Workers Comp Premiums19.9%
2020 Internal Service Funds Revenue by Major Sources
Equipment Rental56.2%
Sale of Fixed Assets0.3%
ITS Services22.3%
Insurance & Workers Comp Premiums21.2%
2019 Internal Service FundsRevenue by Major Sources
Superintendent’s Recommended 2020 Budget
124
Internal Service Funds
Expenditures by Major Categories
2019 2020 %
Approved Recommended Change Change
Wages & Fringe 5,020,852 5,010,965 (9,887) ‐0.2%
Operating & Equipment 5,529,752 6,355,937 826,185 14.9%
Total Expenditures 10,550,604 11,366,902 816,298 7.7%
Wages & Fringe44.1%
Operating55.9%
2020 Internal Service FundsExpenses by Major Category
Wages & Fringe47.6%
Operating52.4%
2019 Internal Service Funds Expenses by Major Category
Superintendent’s Recommended 2020 Budget
125
Department Budgets
Deputy Superintendent’s Office The Deputy Superintendent is responsible for the coordination of the day‐to‐day operations of the support services group of the MPRB. The Superintendent provides leadership and direction for the entire MPRB, while the Deputy is responsible for cross‐departmental coordination and leadership. The Deputy Superintendent provides oversight of MPRB’s information technology, finance, customer service, and human resources departments as well as records management, archives, data practices, and safety and risk management.
Superintendent’s Recommended 2020 Budget
126
Information Technology Services
Information Technology Services (ITS) provides service and support for all MPRB technology initiatives including computer hardware, software, network and connectivity, wireless access, servers, telephony, mobile devices, printing devices, and multimedia equipment. The 2020 ITS budget includes infrastructure improvements to improve network speed and redundancy, lifecycle hardware replacements for desktop and laptops, security systems, cameras, keyless entry systems, software licensing, web hosting, and data center facilities to address increasing needs in network and connectivity services.
ITS Goals & Benchmarks
Goal Comp Plan
Goal Strategic Direction
Racial Equity Action Plan
This goal is for the creation and implementation of Ideation Technology Labs. It will include the design, procurement, and implementation of two ideation spaces in the MPRB system. An ideation Lab is a flex space designed around the unique needs of experiential learning, venture development, and engagement with the public. These could be focused around music production, video production, graphic design, or other STEM related learning opportunities.
Easily accessible information supports enjoyment
and use of the park and recreation system.
5 E
Benchmarks Target Date
Working with Recreation, identify the purpose and locations and physical spaces for the ideation labs. 1/31/2020
Working with Recreation identify what hardware, software, and equipment will be required for each individual lab. Work with procurement to purchase the equipment. 4/15/2020
Work with Planning to design and build out the physical spaces to accommodate the equipment and teaching environment. 4/15/2020
Hire Technical Support Staff and work with Recreation on creating programming and curriculum for the ideation spaces. 6/30/2020
Deploy first Ideation Lab and open to the public. 7/31/2020
Install and deploy additional ideation labs. 12/31/2020
Superintendent’s Recommended 2020 Budget
127
Information Technology Services (continued)
Statement of Revenues and Expenses 2019 2020
Approved Recommended
Revenues
Information Technology Services 2,288,893 2,369,725
Total Operating Revenues 2,288,893 2,369,725
Expenses
Operating Expenses 2,050,521 2,110,403
Capital Expenses 238,372 259,322
Total Operating Expenses 2,288,893 2,369,725
Excess Revenues Over/(Under) Expenses 0 0
Information Technology Services Fund Balance Estimated Net Asset Balance January 1, 2020 779,994
2020 Budgeted Excess Revenues Over/(Under) Expenses 0
Estimated Net Asset Balance December 31, 2020 779,994 The Net Asset Balance is reserved for future capital investments.
Superintendent’s Recommended 2020 Budget
128
Information Technology Services (continued)
2019 2020
Fund 16600 Approved Recommended
Salaries and Wages 1,004,764 1,076,437
Fringe Benefits 391,708 385,227
Operating Costs 654,049 648,739
Equipment Replacement 238,372 259,322
Information Technology Services 2,288,893 2,369,725
2019 2020
Information Technology Services Personnel Approved Recommended
Director, Information Technology Services 1.00 1.00
IT Application Support Professional 1.00 1.00
IT Database & GIS Analyst 1.00 1.00
IT Network & Systems Specialist 1.00 2.00
IT Network & Systems Specialist II 1.00 0.00
IT Project Manager 2.00 2.00
IT Support Technician 3.00 3.00
IT Support Technician NPP20 1.00 1.00
IT Support Technician Supervisor 1.00 1.00
Manager, IT Infrastructure & Operations 1.00 1.00
Full Time 13.00 13.00
Technical Support Specialist 0.00 0.50
Part Time 0.00 0.50
Information Technology Services 13.00 13.50
Superintendent’s Recommended 2020 Budget
129
Finance ‐ Self‐Insurance
The Self Insurance Fund covers liability for the activities the MPRB has chosen to insure. These activities include workers compensation, property loss, general liability, automotive liability and police professional liability. Funding is provided through a department distribution model that is based on analysis that maintains the required actuarially determined fund reserve level and accurately distributes costs to departments based on actual costs and experience.
Statement of Revenues and Expenses 2019 2020
Approved Recommended
Operating Revenues
Workers Compensation Contribution 1,803,034 1,700,000
General Liability Contribution 267,994 300,000
Property Insurance Premium 101,558 150,000
Total Operating Revenues 2,172,586 2,150,000
Operating Expenses
Workers Compensation 1,803,034 1,700,000
General Liability 267,994 300,000
Property Insurance 101,558 150,000
Total Operating Expenses 2,172,586 2,150,000
Excess Revenues Over/(Under) Expenses 0 0
Self Insurance Fund Balance Estimated Net Asset Balance January 1, 2020 7,560,273
2020 Budgeted Excess Revenues Over/(Under) Expenses 0
Estimated Net Asset Balance December 31, 2020 7,560,273
The Net Asset Balance is reserved to offset the fluctuations in expenses from year to year.
Superintendent’s Recommended 2020 Budget
130
Finance – Self‐Insurance
2019 2020
Fund 16700 Approved Recommended
Salaries and Wages 99,306 102,378
Fringe Benefits* 1,761,134 1,655,370
Operating Costs 312,146 392,252
Finance ‐ Self Insurance 2,172,586 2,150,000
2019 2020
Finance ‐ Self‐Insurance Personnel Approved Recommended
Director, Finance 0.20 0.20
Risk & Safety Administrator 0.10 0.10
Senior Human Resources Consultant 0.50 0.50
Senior Financial Analyst 0.25 0.25
Full Time 1.05 1.05
Finance ‐ Self‐Insurance 1.05 1.05
*Fringe benefits include expenses for workers compensation claims.
Superintendent’s Recommended 2020 Budget
131
Department Budgets
Environmental Stewardship Division The Environmental Stewardship Division provides expertise for the care and maintenance of the Minneapolis Park system. The division oversees the maintenance of the Minneapolis park system’s physical infrastructure, equipment and fleet, natural areas, water resources, and forestry.
Superintendent’s Recommended 2020 Budget
132
Asset Management ‐ Equipment Services
The Equipment Services Unit manages the acquisition, maintenance and disposal of approximately 1,700 units of large and small equipment; primarily the MPRB’s fleet of vehicles, including small and large trucks, plows, police vehicles, weed harvesters, tractors, along with a variety of off‐road equipment and specialized mowers. This unit provides mechanics to maintain the equipment as well as the staff to support the intake process, training and delivery of effective and efficient customer service. In addition, this unit maintains reporting programs to adhere to all Federal, State and local regulations required by law.
Asset Management ‐ Equipment Services – Goals & Benchmarks
Goal Comp Plan Goal Strategic Direction
The Minneapolis Park and Recreation Board will work to reduce the carbon footprint/environmental impact of its fleet and equipment by implementing formal criteria for evaluating new equipment purchases and replacements which reduce fuel consumption, minimize pollution and emissions, and improve operations. New criteria will be based on clean energy standards including the use of electric, hybrid, or other alternative options.
Sound management techniques
provide healthy, diverse and sustainable natural
resources.
C
Benchmarks Target Date
Create Electric Vehicle Charging station infrastructure. Grant from the MPCA for $30,000 was issued and need additional funds for installation. 5/1/2020
Purchase and Implement Commercial Electric Greensmowers from Toro and evaluate their operation for future golf purchases if additional golf funding is approved. 6/1/2020
Establish EV vehicle and golf purchases for 2021 funding. 9/1/2020
Purchase 10 EV push mowers + 1 Extra battery for each. Evaluate their performance over the 2020 mowing season if additional funding is approved. 10/1/2020
Superintendent’s Recommended 2020 Budget
133
Asset Management ‐ Equipment Services (continued)
Statement of Revenues and Expenses 2019 2020
Approved Recommended
Revenues
Rental 5,762,976 6,100,942
Sale of Fixed Assets 33,000 200,000
Total Operating Revenues 5,795,976 6,300,942
Expenses
Operating Expenses 3,436,664 3,573,163
Equipment Replacement 2,652,461 3,274,014
Total Operating Expenses 6,089,125 6,847,177
Excess Revenues Over/(Under) Expenses (293,149) (546,235)
Equipment Services Fund Balance Estimated Net Asset Balance January 1, 2020 4,376,781
2020 Budgeted Excess Revenues Over/(Under) Expenses (546,235)
Estimated Net Asset Balance December 31, 2020 3,830,546
The Net Asset Balance is reserved for future equipment purchases.
Superintendent’s Recommended 2020 Budget
134
Asset Management ‐ Equipment Services (continued)
2019 2020
Fund 16600 Approved Recommended
Salaries and Wages 1,160,506 1,194,965
Fringe Benefits 603,434 596,588
Operating Costs 1,672,724 1,781,610
Equipment Replacement 2,652,461 3,274,014
Equipment Services 6,089,125 6,847,177
2019 2020
Equipment Services Personnel Approved Recommended
Assistant Superintendent Env. Stewardship 0.05 0.05
Automotive Mechanic 9.00 9.00
Automotive Mechanic Shop Leader 1.00 1.00
Director, Asset Management 0.25 0.25
Equipment Repair Foreman 1.00 1.00
Equipment Services Attendant 2.00 2.00
Equipment Shop Supervisor 1.00 1.00
Mobile Equipment Operator 1.00 1.00
Full Time 15.30 15.30
Seasonal Mobile Equipment Operator 0.40 0.40
Part Time 0.40 0.40
Equipment Services 15.70 15.70
Superintendent’s Recommended 2020 Budget
135
Personnel Summary Internal Service 2019 2020
Full Time Approved Recommended
Deputy Superintendent's Office
Information Technology Services Department 13.00 13.00
Finance ‐ Self Insurance 1.05 1.05
Environmental Stewardship Division Asset Management ‐ Equipment Services 15.30 15.30
Total Full Time 29.35 29.35
Part Time Deputy Superintendent's Office Information Technology Services Department 0.00 0.50
Environmental Stewardship Division Asset Management ‐ Equipment Services 0.40 0.40
Total Part Time 0.40 0.90
Total 29.75 30.25
Superintendent’s Recommended 2020 Budget
136
Superintendent’s Recommended 2020 Budget
137
Capital Project Funds
Capital Program Overview Pages 138‐140
2020 Capital Improvement Program Pages 141‐146
2020‐2025 Capital Improvement Program Pages 147‐157
Park Metrics Pages 158‐163
Capital Project Funds Budgets Pages 164‐165
Superintendent’s Recommended 2020 Budget
138
Capital Program Overview Capital Program Overview
The MPRB’s 2020‐2025 Capital Improvement Program (CIP) includes improvements for regional,
neighborhood and enterprise facilities. It focuses on:
o Continued comprehensive use of equity metrics for neighborhood and regional park
project selection
o Increased consistency in park funding amounts, including additional allocations to
normalize previously underfunded parks
o Projects with clear demonstrated need
o Integration of sustainability practices
o Ensuring realistic budgets for proposed and past projects
o Funding for operations facilities needs
o Prioritizing existing assets above system expansion
o Working with communities to implement culturally appropriate recreation options
20 Year Neighborhood Park Plan (NPP20)
The NPP20 includes a total of $10.5 million for investments in rehabilitation and capital for neighborhood parks ($2.5 million of annual allocation that predates NPP20 and the additional $8.0 million that was provided through the NPP20 ordinances). The MPRB 2020 – 2025 Capital Improvement Program (CIP) for Neighborhood Parks was developed utilizing the Criteria Based System to allocate funds to projects in years 2022 ‐2025. For 2020 – 2021 the capital projects and rehabilitation categories and amounts adopted by the Board in 2016 are honored and remain in the CIP with NPP20 dollars providing additional projects or enhancements to already planned capital projects as well as providing funding in new rehabilitation categories and additional funding for existing rehabilitation categories. It also allocates resources to a NPP20 construction contingency fund, makes additional park dedication allocations, and identifies ‐ beginning in 2022 ‐ playground rehabilitation projects. Proposed funding is specific to each park and will remain allocated to that park and allows for community engagement and input which is critical when making future park improvements. If the community determines a different site improvement other than the improvement recommended by the Superintendent, dollars will be reallocated to fund that improvement. System‐wide neighborhood park rehabilitation will focus on ADA improvements, building repairs, roof and sidewalk repairs, park lighting improvements, repair of HVAC systems, below‐grade infrastructure and maintenance facility improvements, with repairs at multiple sites throughout the city every year. The Criteria Based System Ordinance passed by the Board of Commissioners in 2016 ensures specific, data‐driven, racial and economic equity‐based criteria will be used to prioritize capital
Superintendent’s Recommended 2020 Budget
139
investment and large rehabilitation projects in neighborhood parks and establishes the MPRB as an industry leader in addressing racial and economic equity in this manner.
The criteria fall in two categories: community characteristics and park characteristics. Community characteristics include neighborhood demographic data ‐ identified racially concentrated areas of poverty, population density, youth population and crime statistics. Park characteristics include park asset data within each park ‐ asset condition, asset lifespan and proportionality of investment over the past 15 years relative to the total value of the park assets. The individual park rankings are used to prioritize the order in which neighborhood parks will receive capital project funding. All characteristics were updated in 2019. Also in 2019, staff performed a detailed analysis of past NPP20 funding allocations to determine the level of consistency in allocation amounts by “tier” of park. Tiers were determined based on the number of park amenities, park size, existence of a recreation center, and the degree of change envisioned by the park’s master plan. Eleven parks were determined to have been previously underfunded. The 2025 CIP year is proposed to be a “normalization year,” and is comprised mostly of additional allocations to underfunded parks. Because of this, only two new parks were added to the CIP in 2025. This critical look‐back and more consistent allocation amounts going forward ensures equity among projects in the CIP. In addition, funding for the first two ideation centers is included in the CIP in the year 2020. The individual park scores and rankings can be found beginning on page 158.
Regional Park Capital Program
Allocations to regional parks and trails are also being determined by an equity metric. Like with the neighborhood portion of the CIP, MPRB is honoring the existing CIP and adding projects in 2023 ‐ 2025 based on equity rankings. The Criteria Based System for Regional Parks and Trails is different than that for the neighborhood system in two ways: it uses different metrics, and it also targets currently incomplete “regional opportunity facilities” for special funding. Under this Ordinance, MPRB will allocate a minimum of 25% of its funds to Above the Falls and the Grand Rounds Missing Link until they are substantially complete, according to criteria in the Ordinance. In 2024 the entire 25% is allocated to the Grand Rounds Missing Link, because funding allocated in 2023 is recommended to be shifted to the Above the Falls Regional Park for the development of the Upper Harbor Terminal property. The remaining 2024 regional funds are allocated according to rankings determined by eight community and park characteristics. The community metrics are racially concentrated areas of poverty; access to the park by walking, transit, and private vehicle; and neighborhood safety. The park metrics are historic investment by acre, visitor use intensity, ADA consistency, natural resources quality, and trail quality. Regional facilities ranked up to #11 are included in the 2020‐2025 CIP.
Superintendent’s Recommended 2020 Budget
140
Projected Neighborhood Park Funding Source (in millions) 2020 2021 2022* 2023* 2024* 2025*
NPP20 $10.50 $10.50 $10.50 $10.50 $10.50 $10.50
Neighborhood Park Capital Levy 2.18 2.18 2.18 2.18 2.18 2.18
Park Dedication (allocated) 1.04 0.26 0.00 0.00 0.00 0.35
General Fund Transfer 0.36 0.09 0.09 0.09 0.09 0.09
Other Outside Funding 0.00 0.20 0.00 0.00 0.00 0.00
Total $14.08 $13.23 $12.77 $12.77 $12.77 $13.12
*The amount of funding in 2022‐2025 will be adjusted in December 2020 based on objective measures of inflationary costs and other salient factors mutually acceptable to the City of Minneapolis and MPRB, per the NPP20 concurrent ordinances.
Projected Regional Park Funding Source (in millions) 2020 2021 2022 2023 2024 2025
Met Council/Regional Parks $0.00 $3.72 $0.00 $3.72 $0.00 $3.72
Parks and Trails ‐ Legacy 4.18 4.28 4.00 4.00 4.00 4.00
Lottery In Lieu (O & M) 1.30 1.30 1.30 1.30 1.30 1.30
General Fund Transfer 0.10 0.10 0.10 0.10 0.10 0.10
Park Dedication (allocated) 0.55 0.00 0.00 0.00 0.00 0.00
Total $6.13 $9.40 $5.40 $9.12 $5.40 $9.12
Superintendent’s Recommended 2020 Budget
141
2020 Capital Improvement Program
Red print indicates items that have been changed from the Board Approved 2019–2024 Capital Improvement Program.
CAPITAL INVESTMENT PROJECTS: Neighborhood
2019 NPP20
RankingPark/Project Name
Proposed Park
Improvements
Reason for
inclusion in CIP2020 revised Funding Source District
85 Armatage ParkPlay area and site
improvementsPark Dedication $7,563 Park Dedication 6
Previous CIP $215,370 Neighborhood Capital Levy 1
Previous CIP $67,909 NPP20 1
Park Dedication $17,338 Park Dedication 1
NPP20 $222,850 NPP20 3
Park Dedication $196,253 Park Dedication 3
22 Currie Park Plan implementation NPP20 $240,000 NPP20 3
n/a Downtown Commons Plan implementation Park Dedication $322,594 Park Dedication 4
64 Farwell Park Plan implementation NPP20 $435,900 NPP20 2
19 Hall Park Plan implementation NPP20 $356,375 NPP20 2
Harrison Park Ideation Center Special Project $300,000 NPP20 2
74 Holmes ParkPlay area and site
improvementsPrevious CIP $74,630 Neighborhood Capital Levy 1
48 Keewaydin Park
Play area and climbing wall
phase 1, decommission
wading pool
Previous CIP $626,454 NPP20 5
Previous CIP $306,495 NPP20 6
Park Dedication $5,597 Park Dedication 6
25 Lovell Square Park Plan implementation Park Dedication $3,152 Park Dedication 2
84Lyndale Farmstead
ParkBuilding Improvements NPP20 $39,000 NPP20 6
Previous CIP $306,495 NPP20 6
Park Dedication $15,477 Park Dedication 6
47 Corcoran Park Plan implementation
38 Bottineau ParkPlay area and site
improvements
56 Kenny ParkPlay area and site
improvements
44 Lynnhurst ParkPlay area and site
improvements
Superintendent’s Recommended 2020 Budget
142
2020 Capital Improvement Program
Red print indicates items that have been changed from the Board Approved 2019–2024 Capital Improvement Program.
CAPITAL INVESTMENT PROJECTS: Neighborhood
2019 NPP20
RankingPark/Project Name
Proposed Park
Improvements
Reason for
inclusion in CIP2020 revised Funding Source District
50 Marcy ParkPlay area and site
improvementsPrevious CIP $306,495 NPP20 1
Previous CIP $306,495 NPP20 5
Park Dedication $15,477 Park Dedication 5
8 North Commons Park Plan implementation NPP20 $800,000 NPP20 2
NPP20 $800,000 NPP20 6
Park Dedication $1,576 Park Dedication 6
Previous CIP $306,495 Neighborhood Capital Levy 5
Park Dedication $3,121 Park Dedication 5
16Phillips Community
Center
Pool and building
improvementsNPP20 $260,000 NPP20 3
52 Sibley Field ParkPlay area, wading pool, and
site improvementsPrevious CIP $622,425 NPP20 5
Previous CIP $272,107 NPP20 4
Previous CIP $34,388 Neighborhood Capital Levy 4
NPP20 $390,000 NPP20 4
NPP20 $110,500 Neighborhood Capital Levy 4
Park Dedication $450,000 Park Dedication 4
Ideation Center Special Project $300,000 Neighborhood Capital Levy 4
NPP20 $141,000 NPP20 all
Total $8,879,531
73 McRae ParkPlay area and site
improvements phase 1
70 Pearl ParkPlay area and site
improvements
10 Painter Park Plan implementation
27 Whittier Park
Play area and site
improvements
Plan implementation
Capital Investment Construction Contingency Fund
Superintendent’s Recommended 2020 Budget
143
2020 Capital Improvement Program
Red print indicates items that have been changed from the Board Approved 2019–2024 Capital Improvement Program. ROF = Regional Opportunity Facility. Per MPRB Ordinance, ROFs collectively receive 25% of all regional capital funds over 6‐year CIP, beginning in 2023
CAPITAL INVESTMENT PROJECTS: Regional
2019 NPP20
RankingPark/Project Name
Proposed Park
Improvements
Reason for
inclusion in CIP2020 revised Funding Source District
Upper River Property
ManagementPrevious CIP $200,000 O and M Lottery Proceeds 1 and 2
Master Plan ImplementationRegional Equity
Metric$1,443,173 Parks and Trails 2
Water Works Previous CIP $295,000 Parks and Trails 4
Nicollet Island and East Bank
Trail and Connectivity
Improvements
Park Dedication $550,000 Park Dedication 1
ROFGrand Rounds Missing
LinkMaster Plan Implementation
Regional Equity
Metric$450,000 Parks and Trails 1
11Minnehaha Parkway
Regional TrailMaster Plan Implementation Previous CIP $446,270 Parks and Trails 5 and 6
Previous CIP $170,730 Parks and Trails 5
Previous CIP $450,000 O and M Lottery Proceeds 5
6Mississippi River
Gorge Regional ParkMaster Plan Implementation Previous CIP $406,843 Parks and Trails 3 and 5
5North Mississippi
Regional ParkWebber Pool Debt Service n/a $100,000 General Fund 2
4Shingle Creek
Regional TrailMaster Plan Implementation
Regional Equity
MetricMet Council Regional Funds 2
Master Plan Implementation Previous CIP $670,000 Parks and Trails 2 and 4
Eloise Butler Wildflower
Garden ImprovementsPrevious CIP $300,000 Parks and Trails 2 and 4
Total $5,482,016
Pavilion
8Central Mississippi
Riverfront
1Theodore Wirth
Regional Park
16Minnehaha Regional
Park
Above the Falls
Regional ParkROF
Superintendent’s Recommended 2020 Budget
144
2020 Capital Improvement Program
Red print indicates items that have been changed from the Board Approved 2019–2024 Capital Improvement Program.
OTHER PROJECTS
Park/Project NameProposed Park
Improvements
Reason for
inclusion in CIP2020 revised Funding Source District
Service Centers Service Centers Improvements Previous CIP $363,326 General Fund All
Nieman Fields Renovation Debt Service Previous CIP $643,750 Neighborhood Capital Levy n/a
Community GardensSystem‐wide garden
implementation fundn/a $75,000 Neighborhood Capital Levy All
Total $1,082,076
Superintendent’s Recommended 2020 Budget
145
2020 Capital Improvement Program
Red print indicates items that have been changed from the Board Approved 2019–2024 Capital Improvement Program.
REHABILITATION PROGRAM
Park/Project NameProposed Park
Improvements
Reason for
inclusion in CIP2020 revised Funding Source District
ADA Improvements
Improve accessibility in all
neighborhood park sites and
buildings
NPP20 $800,000 NPP20 All
General Building and
Recreation Center
Rehabilitation
Repair or replace elements of
buildingsNPP20 $450,000 NPP20 All
$700,000 NPP20 All
$125,000 Neighborhood Capital Levy All
Heating, Ventilation,
and Air Conditioning
Repair or replace components
and/or systemsNPP20 $450,000 NPP20 All
Neighborhood Amenity
Fund
Repair or replace exterior park
amenities, features, and site
furnishings
NPP20 $450,000 NPP20 All
Park Lighting
Repair or replace exterior
lighting systems and
supporting infrastructure
NPP20 $300,000 NPP20 All
Synthetic Turf
Rehabilitation
Repair or replace surface
and/or base of synthetic
athletic fields
Previous CIP $150,000 Neighborhood Capital Levy All
Roofs Repair or replace roofs NPP20
Superintendent’s Recommended 2020 Budget
146
2020 Capital Improvement Program
Red print indicates items that have been changed from the Board Approved 2019–2024 Capital Improvement Program.
REHABILITATION PROGRAM
Park/Project NameProposed Park
Improvements
Reason for
inclusion in CIP2020 revised Funding Source District
Below‐Grade
Infrastructure
Repair, replace, or remove
underground pipes, conduits,
wiring, etc.
NPP20 $100,000 NPP20 All
NPP20 $250,000 NPP20 All
Previous CIP $144,867 Neighborhood Capital Levy All
Operations Facilities
Repair and improvements to
staging, storage, workshops,
and equipment areas
NPP20 $200,000 NPP20 All
Regional Park Amenity
Fund
Repair or replace exterior park
amenities, features, and site
furnishings in Regional Parks
Previous CIP $50,000 O and M Lottery Proceeds All
Regional Trail
Rehabilitation
Repair or replace exterior hard
surfacing (bituminous,
concrete, pavers, etc.) in
Regional Parks
Previous CIP $500,000 O and M Lottery Proceeds All
Regional Park Habitat
Management
Create, enhance, maintain,
and manage naturalized
habitat areas in Regional
Parks
Previous CIP $100,000 O and M Lottery Proceeds All
Total $4,769,867
Sidewalk and
Pavement
Repair or replace exterior hard
surfacing (bituminous,
concrete, pavers, etc.)
Superintendent’s Recommended 2020 Budget
147
MPRB 2020‐2025 Capital Improvement Program
Red print indicates items that have been changed from the Board Approved 2019–2024 Capital Improvement Program.
CAPITAL INVESTMENT PROJECTS: Neighborhood
2019 NPP20
RankingPark/Project Name Proposed Park Improvements
Reason for inclusion
in CIP
2020
revised
2021
revised
2022
revised
2023
revised
2024
revised2025
Revised
TotalFunding Source
Previous CIP/NPP20 $200,000 $200,000 NPP20
Outside Funds $200,000 $200,000 Outside Funds
85 Armatage ParkPlay area and site
improvementsPark Dedication $7,563 $7,563 Park Dedication
Play area and site
improvements
NPP20 Play Area
Rehab$338,000 $338,000
Neighborhood
Capital Levy
NPP20 $555,000 $700,000 $1,255,000 NPP20
NPP20 $200,000 $200,000Neighborhood
Capital Levy
14 Bassett's Creek Plan implementation Park Dedication $0 Park Dedication
69 Beltrami Park Plan implementation NPP20 $490,000 $565,000 $1,055,000 NPP20
31 Bethune Park Plan implementation NPP20 $735,000 $735,000 NPP20
13 Bohannon Park Plan implementation NPP20 $1,000,000 $1,000,000 NPP20
Previous CIP $215,370 $23,216 $238,586Neighborhood
Capital Levy
Previous CIP $67,909 $67,909 NPP20
Park Dedication $17,338 $17,338 Park Dedication
NPP20 $930,000 $930,000 NPP20
NPP20 $200,000 $200,000Neighborhood
Capital Levy
Previous CIP $777,065 $275,989 $1,053,054Neighborhood
Capital Levy
Previous CIP $2,002,885 $389,011 $2,391,896 NPP20
78 Cavell ParkPlay area and site
improvementsPrevious CIP $294,595 $27,225 $321,820 NPP20
Plan implementation NPP20 $600,000 $600,000 NPP20
Play area and site
improvements
NPP20 Play Area
Rehab$390,500 $390,500
Neighborhood
Capital Levy
21 Central Gym Park Plan implementation NPP20 $700,000 $700,000 NPP20
36 CEPRO site Plan implementation NPP20 $450,000 $450,000 NPP20
24 Cleveland Park Plan implementation NPP20 $950,000 $950,000 NPP20
NPP20 $222,850 $727,150 $950,000 NPP20
Park Dedication $196,253 $196,253 Park Dedication47 Corcoran Park Plan implementation
62Bryn Mawr Meadows
ParkAthletic Fields Improvements
11Cedar Avenue Field
Park
Plan implementation
38 Bottineau Park
Play area and site
improvements
Plan implementation
5 28th St TotlotPlay area and site
improvements
53 Audubon Park
Superintendent’s Recommended 2020 Budget
148
MPRB 2020‐2025 Capital Improvement Program
Red print indicates items that have been changed from the Board Approved 2019–2024 Capital Improvement Program.
CAPITAL INVESTMENT PROJECTS: Neighborhood
2019 NPP20
RankingPark/Project Name
Proposed Park
Improvements
Reason for inclusion
in CIP
2020
revised
2021
revised
2022
revised
2023
revised
2024
revised2025
Revised
TotalFunding Source
26 Cottage Park Plan implementation NPP20 $500,000 $500,000 NPP20
Plan implementation NPP20 $240,000 $240,000 NPP20
Play area and site
improvements
NPP20 Play Area
Rehab$355,000 $355,000
Neighborhood
Capital Levy
104 Dickman ParkPlan implementation:
pickleball courtPark Dedication $170,000 $170,000 Park Dedication
n/a Downtown Commons Plan implementation Park Dedication $322,594 $322,594 Park Dedication
Master Plan and initial site
improvementsNPP20 $428,464 $970,000 $1,398,464 NPP20
Play area and site
improvements
NPP20 Play Area
Rehab$425,000 $425,000
Neighborhood
Capital Levy
$515,125 $737,650 $1,252,775 NPP20
$250,000 $250,000Neighborhood
Capital Levy
NPP20 $250,000 $250,000Neighborhood
Capital Levy
NPP20 $500,000 $500,000 $1,000,000 NPP20
64 Farwell Park Plan implementation NPP20 $435,900 $435,900 NPP20
7 Folwell Park Plan implementation NPP20 $1,000,000 $1,000,000 NPP20
Plan implementation NPP20 $740,000 $740,000 NPP20
Play area and site
improvements
NPP20 Play Area
Rehab$425,000 $425,000 NPP20
88 Fuller ParkWading pool and site
improvementsPrevious CIP $544,250 $300,000 $844,250 NPP20
32 Glen Gale Park Plan implementation NPP20 $600,000 $600,000 NPP20
19 Hall Park Plan implementation NPP20 $356,375 $393,625 $250,000 $1,000,000 NPP20
NPP20 $390,775 $450,000 $840,775 NPP20
NPP20 $250,000 $250,000Neighborhood
Capital Levy
Play area and site
improvements
NPP20 Play Area
Rehab$390,500 $390,500
Neighborhood
Capital Levy
Ideation Center Special Project $300,000 $300,000 NPP20
22 Currie Park
17 Farview Park Plan implementation
12 East Phillips Park
33 Elliot Park Plan implementation NPP20
67 Franklin Steele Square
15 Harrison Park
Plan implementation
Superintendent’s Recommended 2020 Budget
149
MPRB 2019‐2024 Capital Improvement Program
Red print indicates items that have been changed from the Board Approved 2019–2024 Capital Improvement Program.
CAPITAL INVESTMENT PROJECTS: Neighborhood
2019 NPP20
RankingPark/Project Name
Proposed Park
Improvements
Reason for inclusion
in CIP
2020
revised
2021
revised
2022
revised
2023
revised
2024
revised2025
Revised
TotalFunding Source
54 Hiawatha School ParkPlay area and site
improvements
NPP20 Play Area
Rehab$425,000 $425,000
Neighborhood
Capital Levy
74 Holmes ParkPlay area and site
improvementsPrevious CIP $74,630 $74,630
Neighborhood
Capital Levy
34 Irving Triangle Plan implementation NPP20 $50,000 $50,000Neighborhood
Capital Levy
37 Jackson Square Park Plan implementation NPP20 $700,000 $700,000 NPP20
48 Keewaydin Park
Play area and climbing wall
phase 1, decommission
wading pool
Previous CIP $626,454 $626,454 NPP20
Previous CIP $306,495 $306,495 NPP20
Park Dedication $5,597 $5,597 Park Dedication
89
Lake Hiawatha Park
(part of Nokomis‐
Hiawatha Reg. Park)*
Play area and site
improvements
NPP20 Play Area
Rehab$338,000 $338,000
Neighborhood
Capital Levy
82 Linden Hills ParkPlay area and site
improvementsPark Dedication $0 Park Dedication
46 Loring Park Plan implementation Park Dedication $0 Park Dedication
25 Lovell Square Park Plan implementation Park Dedication $3,152 $3,152 Park Dedication
84Lyndale Farmstead
ParkBuilding Improvements NPP20 $39,000 $39,000 NPP20
1 Lyndale School Pool Plan implementation NPP20 $931,000 $931,000 NPP20
Previous CIP $306,495 $306,495 NPP20
Park Dedication $15,477 $15,477 Park Dedication
50 Marcy ParkPlay area and site
improvementsPrevious CIP $306,495 $306,495 NPP20
Previous CIP $306,495 $306,495 NPP20
Park Dedication $15,477 $15,477 Park Dedication
$0 $0Neighborhood
Capital Levy
$200,000 $200,000 NPP20
35 Newton Triangle Plan implementation NPP20 $150,000 $150,000Neighborhood
Capital Levy
73 McRae ParkPlay area and site
improvements phase 1
28 Murphy Square Park Plan implementation
56 Kenny ParkPlay area and site
improvements
44 Lynnhurst ParkPlay area and site
improvements
NPP20
Superintendent’s Recommended 2020 Budget
150
MPRB 2020‐2025 Capital Improvement Program
Red print indicates items that have been changed from the Board Approved 2019–2024 Capital Improvement Program.
CAPITAL INVESTMENT PROJECTS: Neighborhood
2019 NPP20
RankingPark/Project Name
Proposed Park
Improvements
Reason for inclusion
in CIP
2020
revised
2021
revised
2022
revised
2023
revised
2024
revised2025
Revised
TotalFunding Source
NPP20 $800,000 $800,000 $1,600,000 NPP20
NPP20 $200,000 $200,000Neighborhood
Capital Levy
Play area and site
improvements
NPP20 Play Area
Rehab$355,000 $355,000
Neighborhood
Capital Levy
Previous CIP $115,550 $115,550 NPP20
Previous CIP $400,940 $400,940Neighborhood
Capital Levy
Play area and site
improvementsPrevious CIP $405,000 $405,000 NPP20
42 Oliver Triangle Plan implementation NPP20 $30,000 $30,000Neighborhood
Capital Levy
NPP20 $800,000 $800,000 NPP20
Park Dedication $1,576 $1,576 Park Dedication
Previous CIP $306,495 $306,495Neighborhood
Capital Levy
Park Dedication $3,121 $3,121 Park Dedication
23 Perkins Hill Plan implementation NPP20 $350,000 $350,000 Park Dedication
16Phillips Community
Center
Pool and building
improvementsNPP20 $260,000 $260,000 NPP20
$459,375 $440,625 $900,000 NPP20
$200,000 $200,000Neighborhood
Capital Levy
Park Dedication $86,638 $86,638 Park Dedication
Plan implementation
(improvements within
neighborhood‐focused portion
of regional park only)
NPP20 $1,060,000 $1,060,000 NPP20
Play area and site
improvements
NPP20 Play Area
Rehab$338,000 $338,000 NPP20
$0 $0Neighborhood
Capital Levy
$569,850 $569,850 NPP20
8 North Commons Park
Plan implementation
94Northeast Athletic
Field Park
Athletic Fields Improvements
10 Painter Park Plan implementation
NPP20
9
Riverside Park (part of
Mississippi Gorge
Regional Park)*
70 Pearl ParkPlay area and site
improvements
20 Powderhorn Park Plan implementation
95 Russell Triangle Plan implementation NPP20
Superintendent’s Recommended 2020 Budget
151
MPRB 2020‐2025 Capital Improvement Program
Red print indicates items that have been changed from the Board Approved 2019–2024 Capital Improvement Program.
CAPITAL INVESTMENT PROJECTS: Neighborhood
2019 NPP20
RankingPark/Project Name Proposed Park Improvements
Reason for inclusion
in CIP
2020
revised
2021
revised
2022
revised
2023
revised
2024
revised2025
Revised
TotalFunding Source
61
Shingle Creek Park
(part of Shingle Creek
Regional Trail) *
Plan implementation
(improvements within
neighborhood‐focused portion
of regional park only)
NPP20 $0 $1,050,000 $1,050,000 NPP20
52 Sibley Field ParkPlay area, wading pool, and
site improvementsPrevious CIP $622,425 $300,000 $922,425 NPP20
101 Smith TriangleSculpture and site
improvementsPrevious CIP $231,525 $231,525 NPP20
40 St. Anthony Park Plan implementation NPP20 $1,055,000 $1,055,000 NPP20
NPP20 Play Area
Rehab$210,000 $210,000
Neighborhood
Capital Levy
NPP20 Play Area
Rehab$145,000 $145,000 NPP20
NPP20 $830,000 $830,000 NPP20
NPP20 $270,000 $270,000Neighborhood
Capital Levy
2 Sumner Field Park Plan implementation NPP20 $100,000 $600,000 $700,000 NPP20
120 The Mall Park Plan implementation Previous CIP $89,279 $258,011 $347,290Neighborhood
Capital Levy
$259,000 $259,000Neighborhood
Capital Levy
$131,500 $131,500 NPP20
106 Van Cleve ParkPlay area and site
improvementsPrevious CIP $321,820 $321,820 NPP20
63 Todd ParkPlay area and site
improvements
NPP20 Play Area
Rehab
6 Stewart Field Park
Play area and site
improvements
Plan implementation
Superintendent’s Recommended 2020 Budget
152
MPRB 2020‐2025 Capital Improvement Program
Red print indicates items that have been changed from the Board Approved 2019–2024 Capital Improvement Program. *Six neighborhood‐focused areas exist within regional parks and are included in the NPP20 metrics and project scheduling: Lake Hiawatha Park and Recreation Center, the Nokomis Community Center area, Riverside Park, Shingle Creek Park, Creekview Park, and Marshall Terrace Park. NPP20 funds will be used ONLY in these neighborhood‐focused areas and not in the larger regional park surrounding them.
CAPITAL INVESTMENT PROJECTS: Neighborhood
2019 NPP20
RankingPark/Project Name
Proposed Park
Improvements
Reason for inclusion
in CIP
2020
revised
2021
revised
2022
revised
2023
revised
2024
revised2025
Revised
TotalFunding Source
Previous CIP $272,107 $272,107 NPP20
Previous CIP $34,388 $34,388Neighborhood
Capital Levy
NPP20 $390,000 $300,000 $690,000 NPP20
NPP20 $110,500 $110,500Neighborhood
Capital Levy
Park Dedication $450,000 $450,000 Park Dedication
Ideation Center Special Project $300,000 $300,000Neighborhood
Capital Levy
Plan implementation NPP20 $330,125 $669,875 $1,000,000 NPP20
NPP20 Play Area
Rehab$0 $0
Neighborhood
Capital Levy
NPP20 Play Area
Rehab$355,000 $355,000 NPP20
NPP20 $141,000 $680,000 $680,000 $680,000 $680,000 $680,000 $3,541,000 NPP20
Total $8,879,531 $8,747,138 $8,810,000 $8,820,000 $8,920,000 $9,270,000 $53,446,669
3 Willard Park Play area and site
improvements
27 Whittier Park
Play area and site
improvements
Plan implementation
Capital Investment Construction Contingency Fund
Superintendent’s Recommended 2020 Budget
153
MPRB 2020‐2025 Capital Improvement Program
Red print indicates items that have been changed from the Board Approved 2019–2024 Capital Improvement Program.
CAPITAL INVESTMENT PROJECTS: Regional
2019 NPP20
RankingPark/Project Name Proposed Park Improvements
Reason for inclusion
in CIP
2020
revised
2021
revised
2022
revised
2023
revised
2024
revised2025
Revised
TotalFunding Source
Previous CIP $573,000 $573,000Met Council
Regional Funds
Previous CIP $1,549,959 $1,549,959 Parks and Trails
Upper River Property
ManagementPrevious CIP $200,000 $200,000 $200,000 $200,000 $800,000
O and M Lottery
Proceeds
Master Plan ImplementationRegional Equity
Metric$1,443,173 $1,296,473 $2,318,250 $1,130,000 $6,187,896 Parks and Trails
Water Works Previous CIP $295,000 $295,000 Parks and Trails
Nicollet Island and East Bank
Trail and Connectivity
Improvements
Park Dedication $550,000 $550,000 Park Dedication
Master Plan ImplementationRegional Equity
Metric$1,460,000 $1,460,000
Met Council
Regional Funds
7 Chain of Lakes Master Plan ImplementationRegional Equity
Metric$1,100,000 $1,326,750 $2,426,750 Parks and Trails
10 Columbia ParkwayTrail Improvement and
Rehabilitation
Regional Equity
Metric$650,000 $650,000
O and M Lottery
Proceeds
ROFGrand Rounds Missing
LinkMaster Plan Implementation
Regional Equity
Metric$450,000 $1,346,500 $1,130,000 $2,926,500 Parks and Trails
2Luce Line Regional
TrailMaster Plan Implementation
Regional Equity
Metric$1,173,000 $1,173,000
Met Council
Regional Funds
Previous CIP $446,270 $446,270 Parks and Trails
Regional Equity
Metric$800,000 $800,000
Met Council
Regional Funds
Regional Equity
Metric$650,000 $650,000
O and M Lottery
Proceeds
Previous CIP $170,730 $170,730 Parks and Trails
Previous CIP $450,000 $450,000O and M Lottery
Proceeds
Trail Improvement and
RehabilitationPrevious CIP $1,100,000 $1,100,000 Parks and Trails
11Minnehaha Parkway
Regional TrailMaster Plan Implementation
16Minnehaha Regional
Park
Pavilion
ROF Above the Falls
Regional Park
Hall's Island and the Park on
the Scherer Site
8Central Mississippi
Riverfront
Superintendent’s Recommended 2020 Budget
154
MPRB 2020‐2025 Capital Improvement Program
Red print indicates items that have been changed from the Board Approved 2019–2024 Capital Improvement Program. ROF = Regional Opportunity Facility. Per MPRB Ordinance, ROFs collectively receive 25% of all regional capital funds over 6‐year CIP, beginning in 2023
CAPITAL INVESTMENT PROJECTS: Regional
2019 NPP20
RankingPark/Project Name
Proposed Park
Improvements
Reason for inclusion
in CIP
2020
revised
2021
revised
2022
revised
2023
revised
2024
revised2025
Revised
TotalFunding Source
Previous CIP $1,375,000 $1,375,000Met Council
Regional Funds
Previous CIP $406,843 $1,432,227 $1,839,070 Parks and Trails
Regional Equity
Metric$1,326,750 $1,326,750 Parks and Trails
Previous CIP $1,775,000 $1,775,000Met Council
Regional Funds
Previous CIP $1,400,000 $1,400,000 Parks and Trails
Master Plan ImplementationRegional Equity
Metric$1,460,000 $1,460,000
Met Council
Regional Funds
Webber Pool Debt Service n/a $100,000 $100,000 $100,000 $100,000 $100,000 $100,000 $600,000 General Fund
Previous CIP $400,000 $400,000 Parks and Trails
Regional Equity
Metric$1,740,000 $1,740,000 Parks and Trails
4Shingle Creek
Regional TrailMaster Plan Implementation
Regional Equity
Metric$2,000,000 $2,000,000
Met Council
Regional Funds
Previous CIP $670,000 $670,000 Parks and Trails
Regional Equity
Metric$1,681,750 $1,681,750 Parks and Trails
Eloise Butler Wildflower
Garden ImprovementsPrevious CIP $300,000 $300,000 Parks and Trails
Regional Equity
Metric$550,000 $550,000
Met Council
Regional Funds
Regional Equity
Metric$450,000 $450,000
O and M Lottery
Proceeds
Total $5,482,016 $8,301,659 $4,300,000 $8,473,000 $4,750,000 $8,470,000 $39,776,675
5North Mississippi
Regional ParkMaster Plan and Programmatic
Plan, Promotion of Upper
River, Plan Implementation
1Theodore Wirth
Regional Park
Master Plan Implementation
6Mississippi River
Gorge Regional ParkMaster Plan Implementation
9Nokomis‐Hiawatha
Regional Park
Hiawatha Trail Loop and
Bridges, and other Trail
Improvement and
3Victory/Wirth
Memorial ParkwayMaster Plan Implementation
Superintendent’s Recommended 2020 Budget
155
MPRB 2020‐2025 Capital Improvement Program
Red print indicates items that have been changed from the Board Approved 2019–2024 Capital Improvement Program.
OTHER PROJECTS
Park/Project NameProposed Park
Improvements
Reason for inclusion
in CIP
2020
revised
2021
revised
2022
revised
2023
revised
2024
revised2025
Revised
TotalFunding Source
Previous CIP $363,326 $93,326 $93,326 $93,326 $93,326 $93,326 $829,956 General Fund
Previous CIP $270,000 $270,000 $270,000 $270,000 $270,000 $1,350,000Neighborhood
Capital Levy
Nieman Fields Renovation Debt Service Previous CIP $643,750 $643,750Neighborhood
Capital Levy
Grant Matches Regional Parks and Trails Previous CIP $450,000 $450,000 $900,000O and M Lottery
Proceeds
Community GardensSystem‐wide garden
implementation fundn/a $75,000 $75,000 $75,000 $75,000 $300,000
Neighborhood
Capital Levy
Total $1,082,076 $888,326 $888,326 $438,326 $363,326 $363,326 $4,023,706
Service Centers Service Centers Improvements
Superintendent’s Recommended 2020 Budget
156
MPRB 2020‐2025 Capital Improvement Program
Red print indicates items that have been changed from the Board Approved 2019–2024 Capital Improvement Program.
REHABILITATION PROGRAM
Park/Project NameProposed Park
Improvements
Reason for inclusion
in CIP
2020
revised
2021
revised
2022
revised
2023
revised
2024
revised2025
Revised
TotalFunding Source
ADA Improvements
Improve accessibility in all
neighborhood park sites and
buildings
NPP20 $800,000 $800,000 $700,000 $700,000 $700,000 $700,000 $4,400,000 NPP20
General Building and
Recreation Center
Rehabilitation
Repair or replace elements of
buildingsNPP20 $450,000 $450,000 $350,000 $350,000 $350,000 $350,000 $2,300,000 NPP20
$700,000 $700,000 $600,000 $600,000 $600,000 $600,000 $3,800,000 NPP20
$125,000 $70,000 $175,000 $370,000Neighborhood
Capital Levy
Heating, Ventilation,
and Air Conditioning
Repair or replace components
and/or systemsNPP20 $450,000 $450,000 $350,000 $350,000 $350,000 $200,000 $2,150,000 NPP20
Neighborhood Amenity
Fund
Repair or replace exterior park
amenities, features, and site
furnishings
NPP20 $450,000 $450,000 $450,000 $450,000 $450,000 $450,000 $2,700,000 NPP20
Park Lighting
Repair or replace exterior
lighting systems and
supporting infrastructure
NPP20 $300,000 $300,000 $200,000 $200,000 $200,000 $200,000 $1,400,000 NPP20
Synthetic Turf
Rehabilitation
Repair or replace surface
and/or base of synthetic
athletic fields
Previous CIP $150,000 $149,500 $150,000 $290,000 $290,000 $290,000 $1,319,500Neighborhood
Capital Levy
Below‐Grade
Infrastructure
Repair, replace, or remove
underground pipes, conduits,
wiring, etc.
NPP20 $100,000 $100,000 $50,000 $50,000 $50,000 $50,000 $400,000 NPP20
NPP20 $250,000 $250,000 $250,000 $250,000 $250,000 $400,000 $1,650,000 NPP20
Previous CIP $144,867 $125,000 $100,000 $125,000 $100,000 $100,000 $694,867Neighborhood
Capital Levy
Operations Facilities
Repair and improvements to
staging, storage, workshops,
and equipment areas
NPP20 $200,000 $200,000 $150,000 $150,000 $150,000 $150,000 $1,000,000 NPP20
Roofs Repair or replace roofs NPP20
Sidewalk and
Pavement
Repair or replace exterior hard
surfacing (bituminous,
concrete, pavers, etc.)
Superintendent’s Recommended 2020 Budget
157
MPRB 2020‐2025 Capital Improvement Program
Red print indicates items that have been changed from the Board Approved 2019–2024 Capital Improvement Program.
REHABILITATION PROGRAM
Park/Project NameProposed Park
Improvements
Reason for inclusion
in CIP
2020
revised
2021
revised
2022
revised
2023
revised
2024
revised2025
Revised
TotalFunding Source
Regional Park Amenity
Fund
Repair or replace exterior park
amenities, features, and site
furnishings in Regional Parks
Previous CIP $50,000 $50,000 $50,000 $50,000 $50,000 $50,000 $300,000O and M Lottery
Proceeds
Regional Trail
Rehabilitation
Repair or replace exterior hard
surfacing (bituminous,
concrete, pavers, etc.) in
Regional Parks
Previous CIP $500,000 $500,000 $500,000 $500,000 $500,000 $500,000 $3,000,000O and M Lottery
Proceeds
Regional Park Habitat
Management
Create, enhance, maintain,
and manage naturalized
habitat areas in Regional
Parks
Previous CIP $100,000 $100,000 $100,000 $100,000 $100,000 $100,000 $600,000O and M Lottery
Proceeds
Total $4,769,867 $4,694,500 $4,175,000 $4,165,000 $4,140,000 $4,142,025 $26,084,367
Superintendent’s Recommended 2020 Budget
158
Neighborhood Park Metrics Resulting from Criteria Based System for Capital and Rehabilitation Neighborhood Park Project Scheduling
2019
Rank Park Name
2019
TOTAL
SCORE Neighborhood Name Service Area
District
2019
ACP
2019
ACP50
1.
2019
ACP50
SCORE
2019
POPULATION
DENSITY
2. 2019
DENSITY
SCORE
2019
YOUTH
POPULA
TION
3. 2019
YOUTH
SCORE
2019
NEIGHBOR
HOOD
SAFETY
4. 2019
SAFETY
SCORE
AVERAGE
ASSET
CONDITION
5. 2019
CONDITION
SCORE LONGEVITY
6. 2019
LONGEVITY
SCORE
Historic
Invest
ment
7. 2019
INVEST
MENT
SCORE
1 Lyndale School Pool 18.00 East Harriet Southwest 6 Yes Yes 5 3001 1 19.8% 1 2.18 0 5.00 5.00 3.0 3.0 0.0% 3
2 Sumner Field Park 18.00 Sumner ‐ Glenwood North 2 Yes Yes 5 7755 2 38.4% 2 10.55 2 3.00 3.00 1.0 1.0 0.0% 3
3 Willard Park 17.92 Willard ‐ Hay North 2 Yes Yes 5 8948 2 31.4% 2 14.23 2 3.08 3.08 0.8 0.8 0.0% 3
4 Jordan Park 17.60 Jordan North 2 Yes Yes 5 10845 3 36.6% 2 19.71 2 3.63 3.63 0.7 0.7 131.0% 0
5 28th St Totlot 17.50 Whittier Southwest 4 Yes Yes 5 18156 3 14.2% 0 9.45 1 4.50 4.50 1.0 1.0 0.0% 3
6 Stewart Field Park 17.24 Midtown Phillips South 3 Yes Yes 5 14035 3 30.8% 2 14.06 2 3.38 3.38 0.7 0.7 14.2% 1
7 Folwell Park 17.00 Folwell North 2 Yes Yes 5 10376 3 29.9% 2 23.05 2 3.30 3.30 0.6 0.6 14.7% 1
8 North Commons Park 16.90 Willard ‐ Hay North 2 Yes Yes 5 8948 2 31.4% 2 14.23 2 3.15 3.15 0.7 0.7 1.9% 2
9 Riverside Park * 16.87 Cedar Riverside South 3 Yes Yes 5 17534 3 22.9% 1 6.13 1 2.70 2.70 1.2 1.2 0.0% 3
10 Painter Park 16.84 Lyndale Southwest 6 Yes Yes 5 15224 3 16.0% 1 5.44 1 3.42 3.42 1.3 1.3 9.3% 2
11 Cedar Field Park 16.75 East Phillips South 3 Yes Yes 5 12264 3 36.9% 2 27.04 2 2.75 2.75 0.0 0.0 0.2% 2
12 East Phillips Park 16.40 East Phillips South 3 Yes Yes 5 12264 3 36.9% 2 27.04 2 2.48 2.48 1.1 1.1 82.0% 0
13 Bohannon Field Park 15.89 Lind ‐ Bohanon North 2 Yes Yes 5 6669 1 28.4% 2 13.72 2 2.43 2.43 1.4 1.4 3.4% 2
14 Bassett's Creek Park 15.88 Harrison North/Southwest 2, 4 Yes Yes 5 6820 2 23.0% 1 13.48 2 3.60 3.60 2.0 2.0 28.5% 0
15 Harrison Park 15.87 Harrison North 2 Yes Yes 5 6820 2 23.0% 1 13.48 2 2.93 2.93 0.9 0.9 8.9% 2
16 Phillips Pool & Gym 15.78 Midtown Phillips South 3 Yes Yes 5 14035 3 30.8% 2 14.06 2 3.00 3.00 0.5 0.5 27.6% 0
17 Farview Park 15.71 Hawthorne North 2 Yes Yes 5 5195 1 35.4% 2 41.68 2 2.98 2.98 0.7 0.7 6.0% 2
18 Phelps Field Park 15.70 Bryant South 5 Yes Yes 5 10372 3 25.0% 2 3.56 0 3.11 3.11 1.4 1.4 15.9% 1
19 Hall Park 15.70 Near ‐ North North 2 Yes Yes 5 6247 1 38.1% 2 17.89 2 2.72 2.72 0.9 0.9 7.4% 2
20 Powderhorn Park 15.69 Powderhorn Park South 5 Yes Yes 5 13352 3 28.7% 2 9.32 1 2.25 2.25 1.3 1.3 12.9% 1
21 Central Gym Park 15.25 Central South 3 Yes Yes 5 14521 3 28.7% 2 10.77 2 2.50 2.50 0.1 0.1 60.7% 0
22 Currie Park 15.20 Cedar Riverside South 3 Yes Yes 5 17534 3 22.9% 1 6.13 1 3.50 3.50 1.1 1.1 57.9% 0
23 Perkins Hill Park 14.92 McKinley North 2 Yes Yes 5 7275 2 28.7% 2 17.21 2 2.33 2.33 1.0 1.0 58.3% 0
24 Cleveland Park 14.83 Cleveland North 2 Yes Yes 5 8286 2 33.1% 2 13.23 2 2.50 2.50 1.0 1.0 33.5% 0
25 Lovell Square Park 14.58 Near ‐ North North 2 Yes Yes 5 6247 1 38.1% 2 17.89 2 3.00 3.00 1.0 1.0 57.6% 0
26 Cottage Park 14.39 Jordan North 2 Yes Yes 5 10845 3 36.6% 2 19.71 2 2.00 2.00 0.0 0.0 38.8% 0
27 Whittier Park 14.20 Whittier Southwest 4 Yes No 3 18156 3 14.2% 0 9.45 1 2.77 2.77 1.4 1.4 0.0% 3
28 Murphy Square Park 14.00 Cedar Riverside South 3 Yes Yes 5 17534 3 22.9% 1 6.13 1 1.00 1.00 #N/A 0.0 0.0% 3
29 Humboldt Triangle 14.00 Near ‐ North North 2 Yes Yes 5 6247 1 38.1% 2 17.89 2 1.00 1.00 #N/A 0.0 0.0% 3
30 Peavey Park 13.95 Ventura Village South 3 Yes Yes 5 16626 3 30.1% 2 16.17 2 1.20 1.20 0.2 0.2 55.0% 0
31 Bethune Park 13.78 Near ‐ North North 2 Yes Yes 5 6247 1 38.1% 2 17.89 2 2.29 2.29 1.1 1.1 34.8% 0
32 Glen Gale Park 13.65 Willard ‐ Hay North 2 Yes Yes 5 8948 2 31.4% 2 14.23 2 2.33 2.33 0.0 0.0 31.8% 0
33 Elliot Park 13.02 Elliot Park South 4 Yes No 3 16327 3 8.3% 0 13.64 2 3.39 3.39 0.5 0.5 13.3% 1
34 Irving Triangle ** 13.00 Jordan North 2 Yes Yes 5 10845 3 36.6% 2 19.71 2 N/A 1.00 #N/A 0.0 #N/A 0
35 Newton Triangle ** 13.00 Jordan North 2 Yes Yes 5 10845 3 36.6% 2 19.71 2 N/A 1.00 #N/A 0.0 #N/A 0
36 CEPRO site ** 13.00 Midtown Phillips South 3 Yes Yes 5 14035 3 30.8% 2 14.06 2 N/A 1.00 #N/A 0.0 #N/A 0
parks in 2017‐2024 CIP
increased score
decreased score
parks added in 2025 CIP parks with increased funding in an
effort to normalize allocation
* Neighborhood areas within regional parks
** Undeveloped parks
Superintendent’s Recommended 2020 Budget
159
Neighborhood Park Metrics Resulting from Criteria Based System for Capital and Rehabilitation Neighborhood Park Project Scheduling
2019
Rank Park Name
2019
TOTAL
SCORE Neighborhood Name Service Area
District
2019
ACP
2019
ACP50
1.
2019
ACP50
SCORE
2019
POPULATION
DENSITY
2. 2019
DENSITY
SCORE
2019
YOUTH
POPULA
TION
3. 2019
YOUTH
SCORE
2019
NEIGHBOR
HOOD
SAFETY
4. 2019
SAFETY
SCORE
AVERAGE
ASSET
CONDITION
5. 2019
CONDITION
SCORE LONGEVITY
6. 2019
LONGEVITY
SCORE
Historic
Invest
ment
7. 2019
INVEST
MENT
SCORE
37 Jackson Square Park 12.42 Holland Northeast/Southeast 1 Yes Yes 5 9331 2 24.2% 2 9.28 1 1.70 1.70 0.2 0.2 51.9% 0
38 Bottineau Park 12.37 Bottineau Northeast/Southeast 1 Yes No 3 5951 1 25.9% 2 8.91 1 2.67 2.67 0.7 0.7 3.8% 2
39 Logan Park 12.35 Logan Park Northeast/Southeast 1 Yes No 3 9225 2 16.8% 1 4.96 1 2.77 2.77 0.5 0.5 7.4% 2
40 St. Anthony Park 12.20 St. Anthony East Northeast/Southeast 1 Yes No 3 9182 2 15.7% 0 6.30 1 2.80 2.80 0.4 0.4 0.0% 3
41 Clinton Field Park 12.12 Whittier Southwest 4 Yes No 3 18156 3 14.2% 0 9.45 1 2.50 2.50 0.6 0.6 1.9% 2
42 Oliver Triangle ** 12.00 Willard ‐ Hay North 2 Yes Yes 5 8948 2 31.4% 2 14.23 2 N/A 1.00 #N/A 0.0 #N/A 0
43 Waveland Triangle 11.50 Linden Hills Southwest 6 No No 0 6164 1 11.0% 0 1.56 0 4.50 4.50 3.0 3.0 0.0% 3
44 Lynnhurst Park 11.33 Lynnhurst Southwest 6 No No 0 6141 1 28.6% 2 0.65 0 4.23 4.23 2.1 2.1 1.1% 2
45 Stevens Square Park 11.23 Steven's Square ‐ Loring Heights Southwest 4 Yes No 3 21556 3 3.2% 0 10.17 2 1.50 1.50 0.5 0.5 23.0% 1
46 Loring Park 11.20 Loring Park Regional 4 No No 0 19546 3 6.6% 0 9.28 1 3.67 3.67 1.5 1.5 3.8% 2
47 Corcoran Park 11.19 Corcoran South 5 No No 0 9392 2 23.9% 1 6.06 1 3.88 3.88 1.3 1.3 2.1% 2
48 Keewaydin Park 11.03 Keewaydin South 5 No No 0 4280 1 21.7% 1 1.84 0 4.03 4.03 2.0 2.0 0.0% 3
49 Barnes Place Triangle ** 11.00 Near ‐ North North 2 Yes Yes 5 6247 1 38.1% 2 17.89 2 N/A 1.00 #N/A 0.0 #N/A 0
50 Marcy Park 11.00 Marcy Holmes Northeast/Southeast 1 No No 0 15367 3 4.2% 0 5.76 1 3.00 3.00 1.0 1.0 0.0% 3
51 Washburn Fair Oaks Park 11.00 Whittier Southwest 4 Yes No 3 18156 3 14.2% 0 9.45 1 1.00 1.00 #N/A 0.0 0.0% 3
52 Sibley Field Park 10.98 Standish South 5 No No 0 8274 2 21.3% 1 3.39 0 3.48 3.48 1.5 1.5 0.0% 3
53 Audubon Park 10.95 Audubon Park Northeast/Southeast 1 No No 0 7707 2 18.7% 1 2.93 0 3.52 3.52 1.4 1.4 0.0% 3
54 Hiawatha School Park 10.85 Hiawatha South 5 No No 0 4380 1 18.5% 1 4.86 1 3.19 3.19 1.7 1.7 0.0% 3
55 Mueller Park 10.75 Lowry Hill East Southwest 4 No No 0 14946 3 7.1% 0 10.58 2 1.75 1.75 1.0 1.0 0.0% 3
56 Kenny Park 10.32 Kenny Southwest 6 No No 0 5548 1 24.0% 2 0.83 0 3.40 3.40 1.9 1.9 2.0% 2
57 Pershing Field Park 10.27 Fulton Southwest 6 No No 0 7223 2 25.9% 2 1.10 0 3.00 3.00 1.2 1.2 6.6% 2
58 Longfellow Park 10.25 Longfellow South 3 No No 0 5621 1 18.0% 1 11.90 2 2.68 2.68 1.5 1.5 6.6% 2
59 Northwestern Bell/Elwell Park 10.00 Marcy Holmes Northeast/Southeast 1 No No 0 15367 3 4.2% 0 5.76 1 2.00 2.00 1.0 1.0 0.0% 3
60 Normanna Triangle ** 10.00 Seward South 3 Yes Yes 5 7207 2 18.4% 1 6.81 1 N/A 1.00 #N/A 0.0 #N/A 0
61 Shingle Creek Park * 9.91 Shingle Creek North 2 No No 0 6325 1 26.6% 2 6.38 1 3.00 3.00 1.7 1.7 19.3% 1
62 Bryn Mawr Park 9.89 Bryn ‐ Mawr Southwest 4 No No 0 2070 1 19.0% 1 1.07 0 3.95 3.95 1.9 1.9 3.0% 2
63 Todd Park 9.78 Diamond Lake South 5 No No 0 4803 1 25.9% 2 0.69 0 3.11 3.11 1.7 1.7 0.3% 2
64 Farwell Park 9.58 Willard ‐ Hay North 2 No No 0 8948 2 31.4% 2 14.23 2 3.00 3.00 0.0 0.0 57.8% 0
65 Victory Park 9.51 Victory North 2 No No 0 6553 1 16.6% 1 4.02 1 3.17 3.17 1.3 1.3 0.9% 2
66 Brackett Park 9.51 Longfellow South 3 No No 0 5621 1 18.0% 1 11.90 2 2.94 2.94 1.5 1.5 10.7% 1
67 Franklin Steele Park 9.49 Elliot Park South 4 No No 0 16327 3 8.3% 0 13.64 2 4.00 4.00 0.0 0.0 49.3% 0
68 Windom NE Park 9.39 Windom Park Northeast/Southeast 1 No No 0 9227 2 16.4% 1 4.20 1 2.25 2.25 1.1 1.1 2.8% 2
69 Beltrami Park 9.25 Beltrami Northeast/Southeast 1 No No 0 4719 1 13.9% 0 6.35 1 3.00 3.00 2.3 2.3 0.3% 2
70 Pearl Park 9.06 Page South 5 No No 0 6486 1 24.1% 2 1.40 0 2.63 2.63 1.4 1.4 5.0% 2
71 Park Avenue Triangle ** 9.00 Elliot Park Downtown 4 Yes No 3 16327 3 8.3% 0 13.64 2 N/A 1.00 #N/A 0.0 #N/A 0
72 Bossen Field Park 8.82 Wenonah South 5 No No 0 3656 1 23.4% 1 6.92 1 3.72 3.72 1.3 1.3 80.1% 0
parks in 2017‐2024 CIP
increased score
decreased score
parks added in 2025 CIP parks with increased funding in an
effort to normalize allocation
* Neighborhood areas within regional parks
** Undeveloped parks
Superintendent’s Recommended 2020 Budget
160
Neighborhood Park Metrics Resulting from Criteria Based System for Capital and Rehabilitation Neighborhood Park Project Scheduling
2019
Rank Park Name
2019
TOTAL
SCORE Neighborhood Name Service Area
District
2019
ACP
2019
ACP50
1.
2019
ACP50
SCORE
2019
POPULATION
DENSITY
2. 2019
DENSITY
SCORE
2019
YOUTH
POPULA
TION
3. 2019
YOUTH
SCORE
2019
NEIGHBOR
HOOD
SAFETY
4. 2019
SAFETY
SCORE
AVERAGE
ASSET
CONDITION
5. 2019
CONDITION
SCORE LONGEVITY
6. 2019
LONGEVITY
SCORE
Historic
Invest
ment
7. 2019
INVEST
MENT
SCORE
73 McRae Park 8.81 Northrop South 5 No No 0 6466 1 20.8% 1 2.83 0 2.45 2.45 2.3 2.3 7.0% 2
74 Holmes Park 8.75 Marcy Holmes Northeast/Southeast 1 No No 0 15367 3 4.2% 0 5.76 1 3.50 3.50 1.0 1.0 25.3% 0
75 Marshall Terrace Park * 8.63 Marshall Terrace Northeast/Southeast 1 No No 0 2287 1 21.6% 1 4.31 1 2.70 2.70 0.9 0.9 7.0% 2
76 Matthews Park 8.23 Seward South 3 No No 0 7207 2 18.4% 1 6.81 1 2.17 2.17 0.9 0.9 13.8% 1
77 Creekview Park * 8.16 Shingle Creek North 2 No No 0 6325 1 26.6% 2 6.38 1 2.67 2.67 0.3 0.3 16.1% 1
78 Cavell Park 8.11 Waite Park Northeast/Southeast 1 No No 0 6327 1 19.4% 1 1.44 0 2.90 2.90 1.2 1.2 4.7% 2
79 Rev. Dr. Martin Luther King Jr. Park 8.10 King Field Southwest 6 No No 0 9260 2 18.0% 1 2.48 0 2.35 2.35 0.7 0.7 2.0% 2
80 Luxton Park 8.10 Prospect Park ‐ East River Road Northeast/Southeast 1 No No 0 6835 2 7.1% 0 3.54 0 2.67 2.67 1.3 1.3 9.6% 2
81 Gateway Park 8.00 Downtown West Downtown 4 No No 0 9837 2 6.8% 0 44.87 2 1.00 1.00 #N/A 0.0 0.0% 3
82 Linden Hills Park 7.93 Linden Hills Southwest 6 No No 0 5708 1 20.0% 1 0.25 0 3.30 3.30 1.5 1.5 13.3% 1
83 Webber Park 7.90 Webber ‐ Camden North 2 No No 0 5750 1 26.9% 2 14.37 2 2.02 2.02 0.5 0.5 37.9% 0
84 Lyndale Farmstead Park 7.89 East Harriet Southwest 6 No No 0 3001 1 19.8% 1 2.18 0 2.71 2.71 1.1 1.1 3.6% 2
85 Armatage Park 7.86 Armatage Southwest 6 No No 0 6650 1 23.0% 1 1.01 0 2.94 2.94 0.9 0.9 2.4% 2
86 Morris Park 7.68 Morris Park Northeast/Southeast 1 No No 0 3721 1 12.8% 0 3.17 0 2.50 2.50 2.1 2.1 4.1% 2
87 Bryant Square Park 7.53 CARAG Southwest 6 No No 0 15267 3 7.5% 0 4.82 1 2.04 2.04 1.1 1.1 35.5% 0
88 Fuller Park 7.52 Tangletown Southwest 6 No No 0 6531 1 22.3% 1 2.00 0 2.81 2.81 0.7 0.7 5.0% 2
89 Lake Hiawatha Park * 7.49 Ericsson Regional 5 No No 0 3652 1 18.4% 1 1.50 0 3.07 3.07 1.2 1.2 22.0% 1
90 Lake Nokomis Park * 7.24 Keewaydin South/Regional 5 No No 0 4280 1 21.7% 1 1.84 0 1.92 1.92 1.3 1.3 7.5% 2
91 Kenwood Park 7.17 Kenwood Southwest 4 No No 0 2220 1 15.4% 0 0.71 0 3.05 3.05 2.0 2.0 12.4% 1
92 Columbia Park 7.13 Columbia Park Northeast/Southeast 1 No No 0 785 1 14.2% 0 4.24 1 3.00 3.00 1.0 1.0 12.7% 1
93 Windom South Park 7.13 Windom Southwest 6 No No 0 6736 1 24.6% 2 3.37 0 3.00 3.00 0.0 0.0 12.7% 1
94 Northeast Athletic Field Park 7.03 Northeast Park Northeast/Southeast 1 No No 0 869 1 15.9% 0 11.44 2 3.06 3.06 0.7 0.7 27.0% 0
95 Russell Triangle ** 7.00 Willard ‐ Hay North 2 No No 0 8948 2 31.4% 2 14.23 2 N/A 1.00 #N/A 0.0 #N/A 0
96 Monroe Place Triangle ** 7.00 St. Anthony East Northeast/Southeast 1 Yes No 3 9182 2 15.7% 0 6.30 1 N/A 1.00 #N/A 0.0 #N/A 0
97 Deming Heights Park 7.00 Audubon Park Northeast/Southeast 1 No No 0 7707 2 18.7% 1 2.93 0 1.00 1.00 #N/A 0.0 0.0% 3
98 Xcel Field Park 7.00 Marshall Terrace Northeast/Southeast 1 No No 0 2287 1 21.6% 1 4.31 1 1.00 1.00 0.0 0.0 0.0% 3
99 Park Siding Park 7.00 Cedar ‐ Isles ‐ Dean Southwest 4 No No 0 4178 1 11.9% 0 1.36 0 3.00 3.00 0.0 0.0 0.0% 3
100 Diamond Lake 7.00 Diamond Lake South 5 No No 0 4803 1 25.9% 2 0.69 0 1.00 1.00 #N/A 0.0 0.0% 3
101 Smith Triangle 7.00 East Isles Southwest 4 No No 0 9925 2 7.2% 0 6.07 1 1.00 1.00 #N/A 0.0 0.0% 3
102 Parade Park (Not Ice Arena) 6.76 Lowry Hill Southwest 4 No No 0 6164 1 11.0% 0 1.56 0 1.75 1.75 2.0 2.0 0.6% 2
103 Waite Park 6.69 Waite Park Northeast/Southeast 1 No No 0 6327 1 19.4% 1 1.44 0 2.27 2.27 1.3 1.3 17.1% 1
104 Dickman Park 6.67 St. Anthony West Northeast/Southeast 1 No No 0 4561 1 11.1% 0 4.78 1 2.67 2.67 0.9 0.9 14.2% 1
105 Tower Hill Park 6.51 Prospect Park ‐ East River Road Northeast/Southeast 1 No No 0 6835 2 7.1% 0 3.54 0 2.50 2.50 0.0 0.0 1.2% 2
106 Van Cleve Park 6.23 Como Northeast/Southeast 1 No No 0 5841 1 9.1% 0 3.66 0 2.54 2.54 0.6 0.6 8.8% 2
107 Chergosky Park 6.00 Prospect Park ‐ East River Road Northeast/Southeast 1 No No 0 6835 2 7.1% 0 3.54 0 1.00 1.00 0.0 0.0 0.0% 3
108 Chute Square 6.00 Nicollet Island ‐ East Bank Northeast/Southeast 1 No No 0 6340 1 8.1% 0 5.75 1 1.00 1.00 #N/A 0.0 0.0% 3
parks in 2017‐2024 CIP
increased score
decreased score
parks added in 2025 CIP parks with increased funding in an
effort to normalize allocation
* Neighborhood areas within regional parks
** Undeveloped parks
Superintendent’s Recommended 2020 Budget
161
Neighborhood Park Metrics Resulting from Criteria Based System for Capital and Rehabilitation Neighborhood Park Project Scheduling
parks in 2017‐2024 CIP
increased score
decreased score
parks added in 2025 CIP parks with increased funding in an
effort to normalize allocation
* Neighborhood areas within regional parks
** Undeveloped parks
2019
Rank Park Name
2019
TOTAL
SCORE Neighborhood Name Service Area
District
2019
ACP
2019
ACP50
1.
2019
ACP50
SCORE
2019
POPULATION
DENSITY
2. 2019
DENSITY
SCORE
2019
YOUTH
POPULA
TION
3. 2019
YOUTH
SCORE
2019
NEIGHBOR
HOOD
SAFETY
4. 2019
SAFETY
SCORE
AVERAGE
ASSET
CONDITION
5. 2019
CONDITION
SCORE LONGEVITY
6. 2019
LONGEVITY
SCORE
Historic
Invest
ment
7. 2019
INVEST
MENT
SCORE
109 Sibley Triangle ** 6.00 St. Anthony West Northeast/Southeast 1 Yes No 3 4561 1 11.1% 0 4.78 1 N/A 1.00 #N/A 0.0 #N/A 0
110 Reserve Block 40 5.95 Bryn ‐ Mawr Southwest 4 No No 0 2070 1 19.0% 1 1.07 0 3.00 3.00 0.0 0.0 95.0% 0
111 Hiview Park 5.32 Columbia Park Northeast/Southeast 1 No No 0 785 1 14.2% 0 4.24 1 2.10 2.10 0.8 0.8 39.0% 0
112 Thomas Lowry Park 5.00 Lowry Hill Southwest 4 No No 0 6164 1 11.0% 0 1.56 0 1.00 1.00 #N/A 0.0 0.0% 3
113 Humboldt Greenway ** 5.00 Shingle Creek North 2 No No 0 6325 1 26.6% 2 6.38 1 N/A 1.00 #N/A 0.0 #N/A 0
114 Joanne R Levin Triangle 4.49 East Isles Southwest 4 No No 0 9925 2 7.2% 0 6.07 1 1.00 1.00 0.0 0.0 49.1% 0
115 Oak Crest Triangle ** 4.00 Audubon Park Northeast/Southeast 1 No No 0 7707 2 18.7% 1 2.93 0 N/A 1.00 #N/A 0.0 #N/A 0
116 Ryan Lake ** 4.00 Victory North 2 No No 0 6553 1 16.6% 1 4.02 1 N/A 1.00 #N/A 0.0 #N/A 0
117 Solomon Park, Edward C ** 4.00 Diamond Lake South 5 No No 0 4803 1 25.9% 2 0.69 0 N/A 1.00 #N/A 0.0 #N/A 0
118 Shoreview & 54 1/2 Triangle ** 4.00 Wenonah South 5 No No 0 3656 1 23.4% 1 6.92 1 N/A 1.00 #N/A 0.0 #N/A 0
119 Shoreview & 55th Triangle ** 4.00 Wenonah South 5 No No 0 3656 1 23.4% 1 6.92 1 N/A 1.00 #N/A 0.0 #N/A 0
120 The Mall Park ** 4.00 East Isles Southwest 4 No No 0 9925 2 7.2% 0 6.07 1 N/A 1.00 #N/A 0.0 #N/A 0
121 Adams Triangle ** 4.00 Hiawatha South 5 No No 0 4380 1 18.5% 1 4.86 1 N/A 1.00 #N/A 0.0 #N/A 0
122 Washburn Avenue Totlot 3.46 Armatage Southwest 6 No No 0 6650 1 23.0% 1 1.01 0 1.00 1.00 0.0 0.0 45.6% 0
123 Architect Triangle ** 3.00 Columbia Park Northeast/Southeast 1 No No 0 785 1 14.2% 0 4.24 1 N/A 1.00 #N/A 0.0 #N/A 0
124 Seven Oaks Oval ** 3.00 Howe South 3 No No 0 6199 1 17.5% 1 3.55 0 N/A 1.00 #N/A 0.0 #N/A 0
125 Barton Triangle ** 3.00 Prospect Park ‐ East River Road Northeast/Southeast 1 No No 0 6835 2 7.1% 0 3.54 0 N/A 1.00 #N/A 0.0 #N/A 0
126 Caleb Dorr Circle ** 3.00 Prospect Park ‐ East River Road Northeast/Southeast 1 No No 0 6835 2 7.1% 0 3.54 0 N/A 1.00 #N/A 0.0 #N/A 0
127 Clarence Triangle ** 3.00 Prospect Park ‐ East River Road Northeast/Southeast 1 No No 0 6835 2 7.1% 0 3.54 0 N/A 1.00 #N/A 0.0 #N/A 0
128 Dell Park ** 3.00 Linden Hills Southwest 6 No No 0 5708 1 20.0% 1 0.25 0 N/A 1.00 #N/A 0.0 #N/A 0
129 Elmwood Triangle ** 3.00 Tangletown Southwest 6 No No 0 6531 1 22.3% 1 2.00 0 N/A 1.00 #N/A 0.0 #N/A 0
130 Laurel Triangle ** 3.00 Bryn ‐ Mawr Southwest 4 No No 0 2070 1 19.0% 1 1.07 0 N/A 1.00 #N/A 0.0 #N/A 0
131 Orlin Triangle ** 3.00 Prospect Park ‐ East River Road Northeast/Southeast 1 No No 0 6835 2 7.1% 0 3.54 0 N/A 1.00 #N/A 0.0 #N/A 0
132 Penn Model Village Triangle ** 3.00 Armatage Southwest 6 No No 0 6650 1 23.0% 1 1.01 0 N/A 1.00 #N/A 0.0 #N/A 0
133 Rustic Lodge Triangle ** 3.00 Tangletown Southwest 6 No No 0 6531 1 22.3% 1 2.00 0 N/A 1.00 #N/A 0.0 #N/A 0
134 Shoreview & 54th Triangle ** 3.00 Keewaydin South 5 No No 0 4280 1 21.7% 1 1.84 0 N/A 1.00 #N/A 0.0 #N/A 0
135 Washington Triangle ** 3.00 St. Anthony West Northeast/Southeast 1 No No 0 4561 1 11.1% 0 4.78 1 N/A 1.00 #N/A 0.0 #N/A 0
136 Linden Hills Boulevard ** 3.00 Linden Hills Southwest 6 No No 0 5708 1 20.0% 1 0.25 0 N/A 1.00 #N/A 0.0 #N/A 0
137 Kings Highway ** 3.00 East Harriet Southwest 6 No No 0 3001 1 19.8% 1 2.18 0 N/A 1.00 #N/A 0.0 #N/A 0
138 Alcott Triangle ** 2.00 Cedar ‐ Isles ‐ Dean Southwest 4 No No 0 4178 1 11.9% 0 1.36 0 N/A 1.00 #N/A 0.0 #N/A 0
139 Chowen Triangle ** 2.00 Cedar ‐ Isles ‐ Dean Southwest 4 No No 0 4178 1 11.9% 0 1.36 0 N/A 1.00 #N/A 0.0 #N/A 0
140 Fremont Triangle ** 2.00 Lowry Hill Southwest 4 No No 0 6164 1 11.0% 0 1.56 0 N/A 1.00 #N/A 0.0 #N/A 0
141 Gladstone Triangle ** 2.00 Lowry Hill Southwest 6 No No 0 6164 1 11.0% 0 1.56 0 N/A 1.00 #N/A 0.0 #N/A 0
142 St Louis Triangle ** 2.00 Cedar ‐ Isles ‐ Dean Southwest 4 No No 0 4178 1 11.9% 0 1.36 0 N/A 1.00 #N/A 0.0 #N/A 0
143 West End Triangle ** 2.00 Cedar ‐ Isles ‐ Dean Southwest 4 No No 0 4178 1 11.9% 0 1.36 0 N/A 1.00 #N/A 0.0 #N/A 0
144 Kenwood Parkway ** 2.00 Lowry Hill Southwest 4 No No 0 6164 1 11.0% 0 1.56 0 N/A 1.00 #N/A 0.0 #N/A 0
145 Valley View Park ** #N/A City of Golden Valley North 2 No No 0 #N/A 0 #N/A #N/A #N/A #N/A N/A 1.00 #N/A 0.0 #N/A 0
Superintendent’s Recommended 2020 Budget
162
Regional Parks Equity Metrics‐ Community Characteristics
2019
RankRegional Park Property
Park/
Trail
Score
2019Size (ac)
Master
PlanRCAP ACP
RCAP
SCORE
2019
WALKSHED (pop.
w/in .5 mi)
WALKING
SCORE
TRANSIT
STOP
PROXIMITY
TRANSIT
SCORE
PARKING
(spaces/
acre)
PARKING
SCORE
ACCESS
SCORE
2019
NEIGHBORHOOD
SAFETY 2019
SAFETY
SCORE
2019
ROF Grand Rounds Missing Link Trail 128 2008 No No 3.39
ROF Above the Falls Park 175 2013 Yes Yes 31,493 15.57
1 Theodore Wirth Park 16.0 645 2015 Yes Yes 5 28,372 3 12 3 0.68 0 2.0 11.76 2
2 Luce Line Trail 16.0 6 No Yes Yes 5 29,216 3 5 0 0 0 1.0 11.76 2
3 Victory/Wirth Memorial Pkwy Trail 14.8 166 2004 Yes Yes 5 60,013 5 23 5 0.3 0 3.3 14.09 2
4 Shingle Creek Trail 14.3 65 1991 Yes Yes 5 31,594 3 12 3 0 0 2.0 12.29 2
5 North Mississippi Park 14.0 84 No Yes Yes 5 23,100 3 22 5 2.6 3 3.7 14.23 2
6 Mississippi Gorge Park 13.7 306 Y Yes Yes 5 69,954 5 7 0 2.25 3 2.7 4.36 0
7 Minneapolis Chain‐of‐Lakes Park 13.0 495 Part No No 0 76,352 5 42 5 3.21 5 5.0 1.51 0
8 Central Mississippi Riverfront Park 12.0 144 2015 No No 0 56,749 5 5 0 3.9 5 3.3 13.86 2
9 Nokomis‐Hiawatha Park 11.3 380 2015 No No 0 34,610 3 21 5 2.1 3 3.7 2.64 0
10 Columbia Parkway Trail 11.2 12 No No Yes 3 18,226 0 2 0 12 5 1.7 4.24 0
11 Minnehaha Parkway Trail 10.7 256 No No No 0 83,960 5 30 5 3.57 5 5.0 1.64 0
12 St. Anthony Parkway Trail 10.5 52 2006 No Yes 3 36,713 3 10 3 1.8 3 3.0 2.59 0
13 Cedar Lake Trail 9.7 5 No No No 0 52,985 5 4 0 0 0 1.7 6.28 1
14 Kenilworth Trail 8.5 5 No No No 0 26,074 3 8 0 0 0 1.0 1.24 0
15 Northeast Diagonal Trail 8.0 7 No No No 0 19,771 0 17 3 0 0 1.0 4.66 0
16 Minnehaha Park 8.0 181 1992 No No 0 25,886 3 7 0 3.4 5 2.7 3.54 0
17 Ridgway Parkway Trail 6.5 24 2008 No No 0 23,581 3 2 0 2.1 3 2.0 11.44 2
KEY: parks in 2018‐2024 CIP
increased score
decreased score
parks added in 2025 CIP
Superintendent’s Recommended 2020 Budget
163
Regional Parks Equity Metrics‐ Park Characteristics
2019
RankRegional Park Property
Park/
Trail
Score
2019Size (ac)
HISTORIC
INVESTMENT 2019
INVESTMENT
PER ACRE 2019
INVEST‐
MENT
SCORE 2019
VISITOR
COUNT
2019
VISITORS
PER ACRE
2019
USE
INTENSITY
SCORE 2019
ADA
CONSIDERATIONS
ADA
SCORE
2019
REMNANT
NATIVE
PLANT
TREE
CANOPYWATER
NATURAL
RESOURCES
SCORE 2019
TRAIL
QUALITY
TRAIL
QUALITY
SCORE
2019
ROF Grand Rounds Missing Link Trail 128
ROF Above the Falls Park 175 337,062
1 Theodore Wirth Park 16.0 645 17,653,241$ 27,369$ 2 838,387 1,300 0 376,848$ 2 2 2 2 2.0 Moderate 1
2 Luce Line Trail 16.0 6 1,184$ 197$ 3 143,509 23,918 2 n/a 1 0 0 n/a 0.0 Low 2
3 Victory/Wirth Memorial Pkwy Trail 14.8 166 2,989,203$ 18,007$ 2 508,854 3,065 0 n/a 1 0 1 n/a 0.5 Moderate 1
4 Shingle Creek Trail 14.3 65 8,936$ 137$ 3 154,521 2,377 0 n/a 1 0 1 0 0.3 Moderate 1
5 North Mississippi Park 14.0 84 9,919,533$ 118,090$ 0 392,744 4,676 0 155,976$ 1 0 1 0 0.3 Low 2
6 Mississippi Gorge Park 13.7 306 8,005,227$ 26,184$ 2 1,221,925 3,997 0 164,231$ 1 2 2 2 2.0 Moderate 1
7 Minneapolis Chain‐of‐Lakes Park 13.0 495 22,337,542$ 45,126$ 2 7,325,135 14,798 1 716,576$ 2 2 2 2 2.0 Moderate 1
8 Central Mississippi Riverfront Park 12.0 144 13,042,661$ 90,799$ 1 2,961,640 20,618 2 381,537$ 2 0 1 1 0.7 Moderate 1
9 Nokomis‐Hiawatha Park 11.3 380 2,475,942$ 6,516$ 3 1,703,803 4,484 0 302,536$ 2 0 1 1 0.7 Low 2
10 Columbia Parkway Trail 11.2 12 ‐$ ‐$ 3 72,877 6,073 1 n/a 1 0 1 n/a 0.5 Moderate 1
11 Minnehaha Parkway Trail 10.7 256 3,259,528$ 12,733$ 2 1,371,364 5,357 1 n/a 1 0 2 0 0.7 Moderate 1
12 St. Anthony Parkway Trail 10.5 52 2,221,577$ 42,723$ 2 201,052 3,866 0 n/a 1 0 1 n/a 0.5 Moderate 1
13 Cedar Lake Trail 9.7 5 ‐$ ‐$ 3 506,367 101,273 2 n/a 1 0 0 n/a 0.0 Moderate 1
14 Kenilworth Trail 8.5 5 ‐$ ‐$ 3 717,875 143,575 2 n/a 1 0 1 n/a 0.5 Moderate 1
15 Northeast Diagonal Trail 8.0 7 ‐$ ‐$ 3 149,589 21,370 2 n/a 1 0 0 n/a 0.0 Moderate 1
16 Minnehaha Park 8.0 181 10,574,585$ 58,423$ 1 2,182,920 12,060 1 348,637$ 2 2 2 0 1.3 High 0
17 Ridgway Parkway Trail 6.5 24 1,364,348$ 56,848$ 1 28,890 1,204 0 n/a 1 0 1 n/a 0.5 High 0
KEY: parks in 2018‐2024 CIP
increased score
decreased score
parks added in 2025 CIP
Superintendent’s Recommended 2020 Budget
164
Capital Project Funds ‐ All Funds
2019 2020
Statement of Revenues & Expenditures Approved Recommended
Capital Revenues
11500 Fund ‐ General
Neighborhood Park Capital Levy 2,180,000 2,180,000
Transfer 363,326 463,326
11950 Fund ‐ Park Dedicated Revenue
Lottery Proceeds 1,300,000 1,300,000
Park Dedication 2,980,476 1,588,148
14370 Fund ‐ Special Assessments
Assessment Bonds 300,000 300,000
14300 Fund ‐ Capital Projects Fund
Bonds 10,500,000 10,500,000
Metropolitan Council Grants 3,949,700 0
Other Outside Funding 0 0
Parks & Trails ‐ State Legacy Fund 3,697,283 4,182,016
Total Capital Revenues 25,270,785 20,513,490
Capital Expenditures
14370 Fund ‐ Special Assessments
Diseased Tree Removal 300,000 300,000
14300 Fund ‐ Capital Projects Fund
Neighborhood Capital Outlay 10,672,308 8,879,531
Regional Capital Outlay 8,081,401 5,482,016
Other Projects Capital Outlay 1,642,076 1,082,076
Neighborhood Rehabilitation Programs Capital Outlay 3,950,000 4,119,867
Regional Rehabilitation Programs Capital Outlay 625,000 650,000
Total Capital Expenditures 25,270,785 20,513,490
Excess Revenues Over/(Under) Expenses 0 0
Superintendent’s Recommended 2020 Budget
165
Capital Projects
2019 2020
Fund 14310 Approved Recommended
Salaries and Wages 692,199 728,434
Fringe Benefits 207,084 215,316
Operating Costs 24,371,502 19,569,740
Capital Projects Expense 25,270,785 20,513,490
2019 2020
Capital Projects Rehabilitation Personnel Approved Recommended
Cement Finisher NPP20 2.00 2.00
Electrician NPP20 2.00 2.00
Electrician Apprentice NPP20 1.00 1.00
Plumber NPP20 2.00 2.00
Full Time 7.00 7.00
Trades NPP20 4.00 4.00
Part Time 4.00 4.00
Capital Projects Rehabilitation 11.00 11.00
Superintendent’s Recommended 2020 Budget
166
Superintendent’s Recommended 2020 Budget
167
Personnel Summaries
Personnel Summary by Division/Department Pages 168‐169
Personnel Summary by Job Title Pages 170‐176
Superintendent’s Recommended 2020 Budget
168
Personnel Summary by Division/Department 2019 2020
Full Time Approved Recommended
Superintendent's Office Superintendent's Office 2.60 2.60
Board of Commissioners 9.65 9.65
Communications & Marketing Department 5.85 5.85
Community Outreach Department 11.00 11.00
Park Police Department 38.85 40.85
Deputy Superintendent's Office
Deputy Superintendent's Office 1.75 2.65
Customer Service Department 12.03 13.03
Finance Department 12.60 11.60
Human Resources Department 8.60 8.50
Information Technology Services Department 13.00 13.00
Environmental Stewardship Division Asset Management Department 209.62 214.22
Environmental Management Department 15.75 16.75
Forestry Department 82.85 82.45
Planning Services Division
Design & Project Management Department 17.00 15.50
Strategic Planning Department 8.00 8.50
Recreation Services Division
Athletic Programs, Aquatics & Ice Arenas Department 22.45 24.45
Golf Operations Department 19.40 18.40
Recreation Centers & Programs Department 54.00 67.00
Youth Development Department 29.45 17.45
NPP20 Neighborhood Park Rehabilitation 7.00 7.00
Total Full Time 581.45 590.45
Superintendent’s Recommended 2020 Budget
169
Personnel Summary (Continued) 2019 2020
Part Time Approved Recommended
Superintendent's Office Communications & Marketing Department 3.06 2.36
Community Outreach Department 4.21 3.61
Park Police Department 11.16 10.58
Deputy Superintendent's Office
Deputy Superintendent's Office 0.15 0.65
Customer Service Department 6.05 4.77
Finance Department 0.00 0.27
Information Technology Services Department 0.00 0.50
Environmental Stewardship Division Asset Management Department 35.00 36.58
Environmental Management Department 23.12 27.52
Forestry Department 1.85 1.85
Planning Services Division Design & Project Management Department 0.70 0.20
Strategic Planning Department 1.70 1.20
Recreation Services Division Athletic Programs, Aquatics & Ice Arenas Department 36.52 34.84
Golf Operations Department 47.93 44.45
Recreation Centers & Programs Department 130.45 132.48
Youth Development Department 70.17 70.81
NPP20 Neighborhood Park Rehabilitation 4.00 4.00
Total Part Time 376.07 376.67
Total 957.52 967.12
Superintendent’s Recommended 2020 Budget
170
Personnel Summary by Job Title
Full‐Time Position Title
2019 Approved
2020 Recommended
Accountant 1.00 1.00
Accounting Technician 3.50 3.50
Accounting Technician NPP20 0.50 0.50
Administrative Assistant 5.45 6.95
Administrative Assistant NPP20 0.00 0.50
AIS Program Administrator 1.00 1.00
Arborist 43.00 43.00
Arborist Crew Leader 14.00 14.00
Arborist NPP20 2.00 2.00
Assistant Director Asset Management NPP20 1.00 1.00
Assistant Superintendent Env. Stewardship 1.00 1.00
Assistant Superintendent Planning 1.00 1.00
Assistant Superintendent Recreation 1.00 1.00
Asst. Director, Recreation Centers & Programs 1.00 1.00
Athletic Program Lead 1.00 1.00
Athletic Program Specialist 6.00 6.00
Automotive Mechanic 11.00 11.00
Automotive Mechanic Shop Leader 1.00 1.00
Capital Projects Accountant 0.40 0.40
Capital Projects Accountant NPP20 0.60 0.60
Carpenter 3.00 3.00
Carpenter Apprentice NPP20 1.00 1.00
Carpenter NPP20 2.00 2.00
Cement Finisher 2.00 2.00
Cement Finisher NPP20 2.00 2.00
Child Care Worker 9.00 9.00
Child Development Supervisor 1.00 1.00
Communications Representative 1.25 1.25
Communications Representative NPP20 0.75 0.75
Community Gardens Position 1.00 1.00
Community Outreach and Access Coordinator 4.00 4.00
Community Outreach Coordinator Events 2.00 2.00
Construction Engineer NPP20 1.00 1.00
Construction Project Manager 2.00 2.00
Copy Center Operator 1.00 1.00
Customer Service Representative I 3.00 3.00
Customer Service Supervisor 1.00 1.00
Superintendent’s Recommended 2020 Budget
171
Personnel Summary (Continued)
Full‐Time Position Title
2019 Approved
2020 Recommended
Deputy Superintendent 1.00 1.00
Design Project Manager 5.00 4.00
Design Project Manager NPP20 3.00 3.00
Digital Communications Representative 1.00 1.00
Director, Asset Management 1.00 1.00
Director, Athletic Programs & Aquatics 1.00 1.00
Director, Communications & Marketing 1.00 1.00
Director, Community Outreach 1.00 1.00
Director, Customer Service 1.00 1.00
Director, Environmental Management 1.00 1.00
Director, Finance 1.00 1.00
Director, Golf 1.00 0.00
Director, Human Resources 1.00 1.00
Director, Information Technology Services 1.00 1.00
Director, Park Forestry 1.00 1.00
Director, Park Safety and Security 1.00 1.00
Director, Planning and Project Management 1.00 1.00
Director, Recreation Centers & Programs 1.00 1.00
Director, Strategic Planning 1.00 1.00
Director, Youth Development 1.00 1.00
Division Services Administrator 2.40 2.40
Division Services Administrator NPP20 0.60 0.60
Electrician 2.00 2.00
Electrician Apprentice NPP20 1.00 1.00
Electrician NPP20 2.00 2.00
Engineering Project Manager NPP20 1.00 0.00
Engineering Technician II 2.00 2.00
Env. Stewardship Volunteer Coordinator 1.00 1.00
Environmental Education Lead 1.00 1.00
Equipment Repair Foreman 1.00 1.00
Equipment Services Attendant 2.00 2.00
Equipment Shop Supervisor 1.00 1.00
Event & Facility Use Coordinator 1.00 1.00
Event Technician 2.00 2.00
Executive Assistant to the Superintendent 1.00 1.00
Financial & Performance Analyst 1.00 0.00
Foreman Arborist 5.00 5.00
Superintendent’s Recommended 2020 Budget
172
Personnel Summary (Continued)
Full‐Time Position Title
2019 Approved
2020 Recommended
Foreman Carpenter 1.00 1.00
Foreman Cement Finisher 1.00 1.00
Foreman Electrician 1.00 1.00
Foreman Golf Maintenance 5.00 5.00
Foreman Painter 1.00 1.00
Foreman Plumber 1.00 1.00
Forestry Outreach Coordinator 1.00 1.00
Gardener 9.00 9.00
Gardener Curator 1.00 1.00
Gardener NPP20 1.00 1.00
GIS Technician 1.00 1.00
Golf Course Specialist 3.00 3.00
Head Lifeguard 1.00 1.00
Horticulture Supervisor 1.00 1.00
Human Resources Consultant 2.00 2.00
Human Resources Consultant NPP20 1.00 1.00
Human Resources Representative 2.00 2.00
Human Resources Trainer 1.00 1.00
Ice Resurface Driver 2.00 2.00
Intergovernmental Relations Administrator 1.00 1.00
IT Application Support Professional 1.00 1.00
IT Database & GIS Analyst 1.00 1.00
IT Network & Systems Specialist 1.00 2.00
IT Network & Systems Specialist II 1.00 0.00
IT Project Manager 2.00 2.00
IT Support Technician 3.00 3.00
IT Support Technician NPP20 1.00 1.00
IT Support Technician Supervisor 1.00 1.00
Lifeguard 5.00 5.00
Management Analyst 2.00 3.00
Manager, Accounting 1.00 1.00
Manager, Aquatics 1.00 1.00
Manager, Athletics & Aquatics 1.00 1.00
Manager, Budget & Analysis 1.00 1.00
Manager, Child Development 1.00 1.00
Manager, Community Outreach Events 1.00 1.00
Manager, Community Outreach, Equity & Inclusion 1.00 1.00
Superintendent’s Recommended 2020 Budget
173
Personnel Summary (Continued)
Full‐Time Position Title
2019 Approved
2020 Recommended
Manager, Environmental Education 1.00 1.00
Manager, Forestry 1.00 1.00
Manager, Golf Course 5.00 5.00
Manager, Ice Arenas 1.00 1.00
Manager, IT Infrastructure & Operations 1.00 1.00
Manager, Media Relations and Social Media 1.00 1.00
Manager, Park Operations 5.00 5.00
Manager, Park Operations NPP20 1.00 1.00
Manager, Permits 1.00 1.00
Manager, Recreation Service Area 5.00 5.00
Manager, Trades 0.75 0.75
Manager, Trades NPP20 0.25 0.25
Mobile Equipment Operator 26.00 29.00
Mobile Equipment Operator NPP20 3.00 3.00
Natural Resources Coordinator 1.00 1.00
Natural Resources Specialist 1.00 1.00
Naturalist 1.00 1.00
Office & Data Practices Manager 1.00 1.00
Painter 3.00 4.00
Park Board Commissioners 9.00 9.00
Park Patrol Agent 2.00 4.00
Park/School Campus Coordinator 0.00 1.00
Parking Coordinator 1.00 1.00
Parkkeeper 105.00 105.00
Parkkeeper Crew leader 18.00 18.00
Parkkeeper NPP20 8.00 8.00
Parkkeeper Trainee NPP20 6.00 6.00
Payroll Administrator 1.00 1.00
Permit Position 0.00 1.00
Pipefitter 1.00 1.00
Plumber 3.00 3.00
Plumber NPP20 2.00 2.00
Police Lieutenant, Parks 2.00 2.00
Police Officer, Parks 24.00 24.00
Police Sergeant, Parks 8.00 8.00
Project Designer NPP20 1.00 1.00
Project Planner NPP20 1.00 1.00
Superintendent’s Recommended 2020 Budget
174
Personnel Summary (Continued)
Full‐Time Position Title
2019 Approved
2020 Recommended
Real Property Administrator 1.00 1.00
Recreation Specialists 46.00 46.00
Recreation Volunteer Coordinator 1.00 1.00
Refuse & Recycling Crew Leader (MEO) 1.00 1.00
Rehab Project Manager NPP20 1.00 1.00
Risk & Safety Administrator 1.00 1.00
Senior Financial Analyst 1.00 1.00
Senior Human Resources Consultant 2.00 2.00
Senior Planner 3.00 3.00
Special Event Coordinator 1.00 1.00
Superintendent of Parks 1.00 1.00
Sustainable Forestry Coordinator 1.00 1.00
Teen Teamworks Program Coordinator 1.00 1.00
Therapeutic Recreation & Inclusion Coordinator 1.00 1.00
Tree Preservation Coordinator 1.00 1.00
Water Resources Lead 0.00 1.00
Water Resources Supervisor 1.00 1.00
Water Resources Technician 2.00 2.00
Web Content Producer 1.00 1.00
Youth Development Supervisor 2.00 2.00
Youth Engagement Coordinator 1.00 1.00
Youth Program Specialist 12.00 12.00
Youth Program Specialist ‐ Employment 0.00 1.00
Youth Violence Prevention Coordinator 1.00 1.00
Total Full Time 581.45 590.45
Superintendent’s Recommended 2020 Budget
175
Personnel Summary (Continued)
Part‐Time Position Title
2019 Approved
2020 Recommended
Admin Support ‐ Graphics 0.62 0.62
Admin Support ‐ Photographer 0.50 0.50
Admin Support ‐ Web Technician 0.62 0.62
Administrative Assistant 1.10 0.60
Administrative Position 0.50 0.00
Administrative Position NPP20 0.50 0.00
Aquatics Attendant 4.96 5.56
Aquatics Instructor 1.80 1.80
Archivist 0.50 0.50
Child Care Worker 6.75 6.75
Clerk Typist I 0.35 0.35
Communications Assistant 0.62 0.62
Environmental Specialist A 13.78 13.78
Environmental Specialist B 2.97 3.65
Environmental Specialist C 0.25 0.35
Golf, Aquatic and Ice Attendant 31.17 26.46
Lifeguard I, Class A 21.57 20.52
Lifeguard II, Class C 0.30 0.27
Marketing Assistant 0.30 0.10
Park Patrol Agent, Seasonal 11.48 10.90
Program Aide I 0.60 0.60
Program Aide II 0.50 0.50
Recreation Specialist A 48.80 45.99
Recreation Specialist B 77.32 77.60
Recreation Specialist C 39.73 42.75
Recreation Specialist D 5.55 5.55
Recreation Specialist E 0.21 0.21
Seasonal Gardener 1.95 3.05
Seasonal Management Intern NPP20 0.75 0.75
Seasonal Mobile Equipment Operator 8.88 8.88
Seasonal Mobile Equipment Operator NPP20 2.00 2.00
Seasonal Park Maintenance Worker 41.10 40.86
Seasonal Park Maintenance Worker NPP20 3.25 3.25
Seasonal Visitor Counters 1.00 1.00
Special Service Attendant 7.23 4.99
Technical Support Specialist 0.00 0.50
Trades 1.89 1.92
Superintendent’s Recommended 2020 Budget
176
Personnel Summary (Continued)
Part‐Time Position Title
2019 Approved
2020 Recommended
Trades ‐Apprentice 0.50 0.50
Urban Scholar 0.55 0.82
Water Quality Support 1.66 1.66
Youth Worker 27.96 35.34
Trades NPP20 4.00 4.00
Total Part Time 376.07 376.67
Total 957.52 967.12
Superintendent’s Recommended 2020 Budget
177
MPRB 2020 Fee Schedule Events Permits and Fees
Description 2019 Fee 2020 Recommended Fee Increase
Artist Booth Fee $75 $65 ($10)
Attendant Fee $20 per hour $20 per hour $0
Administrative Sport Fee $25 per day $25 per day $0
Bandstand Rental ‐ Father Hennepin Bluffs $325 / 3hours $325 / 3hours $0
Bandstand Rental ‐ Powderhorn Stage $325 / 3hours $325 / 3hours $0
Bandstand Rental ‐ Loring Performance $325 / 3hours $325 / 3hours $0
Bandstand Rental ‐ Minnehaha Bandstand $325 / 3hours $325 / 3hours $0
Bandstand Rental ‐ Lake Harriet Bandshell $325 / hour $325 / hour $0
Vendor ‐ Donation / Income $50 or 10 ‐ 20% $50 or 10 ‐ 20% $0
Participation Fee‐Non‐exclusive Path Fee ‐ Non‐Profit
$1,100 / section of pkwy (limit 750 participants)
$1,100 / section of pkwy (limit 750 participants)
$0
Participation Fee‐Exclusive pkwy fee, pledge walks $2 / person per section $2 / person per section $0
Participation Fee‐Races with entry fee $5 / person per 1 section $5 / person per 1 section $0
Participation Fee‐Races with entry fee $3 / person per 2 sections $3 / person per 2 sections $0
Participation Fee‐Races with entry fee $2/person per 3+ sections $2/person per 3+ sections $0
Performance Series Low Impact $300 $300 $0
Police Staff‐Supervisor $92 $92 $0
Police Staff‐Officer $81 $81 $0
Police Staff‐Agent $40 $40 $0
Sampling Fee during events $2,000 / unit $2,000 / unit $0
Event Coordinator $50 per hour $50 per hour $0
Display Vehicles $1,000 / vehicle $1,000 / vehicle $0
Promotional, Commercial, < 25% Private Use $15,000, $10,000 $5,000 $15,000, $10,000 $5,000 $0
Promotional, Commercial, 26 ‐ 50% Private Use $30,000, $20,000, $10,000 $30,000, $20,000, $10,000 $0
Promotional, Commercial, > 50% Private Use $40,000, $30,000, $10,000 $40,000, $30,000, $10,000 $0
General Event (open to public) $2,500 $2,500 $0
Stage $500 $500 $0
Amplified Sound $159 $159 $0
Electrical Usage Small Unit ‐ Loring Park $100 $100 $0
Electrical Usage Large Unit ‐ Loring Park $1,000 $1,000 $0
Usage Fee ‐ 18‐48 hours $7,000, $5,000, $3,000 $7,000, $5,000, $3,000 $0
Usage Fee ‐ 49‐96 hours $14,000, $10,000, $6,000 $14,000, $10,000, $6,000 $0
Usage Fee ‐ 97‐168 hours $28,000, $20,000, $12,000 $28,000, $20,000, $12,000 $0
Usage Fee ‐ 169 or more hours priced by negotiation priced by negotiation $0
Superintendent’s Recommended 2020 Budget
178
Events Permits and Fees (continued)
Description 2019 Fee 2020 Recommended Fee Increase
Concerts in the Park % of gate plus usage fees % of gate plus usage fees $0
Grounds Damage Deposit $500 $500 $0
Meter Hooding $18‐$45/Day/Space $18‐$45/Day/Space $0
Use & Event Permit Administrative Charge $75 $75 $0
Use & Event Permit Usage Charge (under 50 people) $100 $100 $0
Police Administrative Fee $60 $60 $0
Squad Car ‐ Motorcycle $25 / hour $25 / hour $0
Tent Rental Fee ‐ 100 ‐ 500 sq ft $75 $75 $0
Tent Rental Fee ‐ 501 ‐ 1000 sq ft $250 $250 $0
Tent Rental Fee ‐ 1001 ‐ 2000 sq ft $600 $600 $0
Tent Rental Fee ‐ 2001 ‐ 5000 sq ft $1,200 $1,200 $0
Tent Rental Fee ‐ 5001 ‐ 10000 sq ft $5,300 $5,300 $0
Tent Rental Fee ‐ 10001 ‐ > sq ft $10,500 $10,500 $0
Promotional/Commercial Booth Fee $85
Food & Beverage Booth Fee (> 4 hrs) $85
Food & Beverage Booth Fee (< 4 hrs) $50
Sailboat Buoy & Canoe Rack Rental
Description 2019 Fee 2020 Recommended Fee Increase
Sailboat Buoy Rental ‐ Resident $550 $550 $0
Sailboat Buoy Rental ‐ Non‐Resident $650 $650 $0
Canoe Rack Rental ‐ Resident Annual $225 $275 $50
Canoe Rack Rental ‐ Non‐Resident Annual $275 $325 $50
Parking Permit/Meter Fees
Description 2019 Fee 2020 Recommended Fee Increase
Permit Parking ‐ Parade Semester $175
Permit Parking ‐ Parade School Year $325
Permit Parking ‐ Nicollet Semester $125
Permit Parking ‐ Nicollet School Year $250
Event Parking $4 ‐ $25 $4 ‐ $25 $0
Meter Hooding $18‐$45/Space/Day $18‐$45/Space/Day $0
Superintendent’s Recommended 2020 Budget
179
Parking Permit/Meter Fees (continued)
Description 2019 Fee 2020 Recommended Fee Increase
Parking Rate Matrix
H.1 $1.00/Hour $1.00/Hour $0
H.2 $1.25/Hour $1.25/Hour $0
H.3 $1.50/Hour $1.50/Hour $0
H.4 $1.75/Hour $1.75/Hour $0
H.5 $2.00/Hour $2.00/Hour $0
H.6 $2.25/Hour $2.25/Hour $0
H.7 $2.50/Hour $2.50/Hour $0
H.8 $2.75/Hour $2.75/Hour $0
H.9 $3.00/Hour $3.00/Hour $0
H.10 $3.25/Hour $3.25/Hour $0
H.11 $3.50/Hour $3.50/Hour $0
D.1 $2.25/Day $2.25/Day $0
D.2 $2.50/Day $2.50/Day $0
D.3 $3.50/Day $3.50/Day $0
D.4 $4.00/Day $4.00/Day $0
D.5 $4.50/Day $4.50/Day $0
D.6 $5.00/Day $5.00/Day $0
D.7 $6.00/Day $6.00/Day $0
D.8 $7.00/Day $7.00/Day $0
D.9 $7.50/Day $7.50/Day $0
D.10 $8.00/Day $8.00/Day $0
D.11 $9.00/Day $9.00/Day $0
Picnic Shelters
Description 2019 Fee 2020 Recommended Fee Increase
Half Day/Whole Day Half Day/Whole Day
Beard's Plaisance Main Shelter $175 $325 $175 $325 $0
Columbia Main Shelter $125 $225 $125 $225 $0
North Mississippi Main Shelter $225 $425 $225 $425 $0
North Mississippi Beaver Shelter A $125 $225 $125 $225 $0
North Mississippi Turtle Shelter B $125 $225 $125 $225 $0
Boom Island Shelter A $125 $225 $125 $225 $0
Boom Island Shelter B $125 $225 $125 $225 $0
Boom Island Shelter C $125 $225 $125 $225 $0
Theodore Wirth Picnic Pavilion $300 $600 $300 $600 $0
Theodore Wirth Picnic Pavilion Weekends $300 $600 $500 $800 $200
Superintendent’s Recommended 2020 Budget
180
Picnic Shelters (continued)
Description 2019 Fee 2020 Recommended Fee Increase
Minnehaha Falls Main Pavilion $275 $525 $275 $525 $0
Minnehaha Falls Wabun A $125 $225 $125 $225 $0
Minnehaha Falls Wabun B $125 $225 $125 $225 $0
Minnehaha Falls Wabun C $225 $425 $225 $425 $0
Minnehaha Falls Wabun D $225 $425 $225 $425 $0
Minnehaha Falls Wabun Area E $75 $125 $75 $125 $0
Minnehaha Falls Wabun F $125 $225 $125 $225 $0
Minnehaha Falls Wabun G $125 $225 $125 $225 $0
Minnehaha Falls Area 2 $75 $125 $75 $125 $0
Still Photo and Filming Fees
Description 2019 Fee 2020 Recommended Fee Increase
Video Filming ‐ Documentary $250/day & location $250/day & location $0
Video Filming ‐ Commercial ‐ Low Impact Per Day $500 $500 $0
Video Filming ‐ Commercial ‐ High Impact Per Day $1,000 $1,000 $0
Major Motion Picture Filming fees negotiable fees negotiable $0
Still Photography ‐ Commercial $300/day & location $300/day & location $0
Still Photography ‐ Portrait Annual $300 $300 $0
Still Photography ‐ Portrait $45 per 1 1/2 hr $45 per 1 1/2 hr $0
Drone Filming & Permit Fee $100
Wedding Fees
Description 2019 Fee 2020 Recommended Fee Increase
Wedding Permit Outdoor 3 hr. $500 $500 $0
Wedding Permit Outdoor Bandstand 3 hr. $800 $800 $0
Low Impact Wedding Permit $100
Parkway Use Fees
Description 2019 Fee 2020 Recommended Fee Increase
Bus on Parkway ‐ Daily $50‐100 $50‐100 $0
Limousine / Carriage ‐ Daily $50‐100 $50‐100 $0
Dumpster on Parkway ‐ Weekly $50 $50 $0
Truck on Parkway ‐ Daily $50 $50 $0
Superintendent’s Recommended 2020 Budget
181
Facilities Use Fees
Description 2019 Fee 2020 Recommended Fee Increase
Inflatable Permit $50 $50 $0
Additional Amenities $50 $50 $0
Small Facilities Use ‐ Event $50 $50 $0
Off‐Leash Permit Fees
Description 2019 Fee 2020 Recommended Fee Increase
Off Leash Dog Permit ‐ Resident $35 $35 $0
Off Leash Dog Permit ‐ Resident additional $25 $25 $0
Off Leash Dog Permit ‐ Non‐Resident $60 $60 $0
Off Leash Dog Permit ‐ Non‐Resident additional $35 $35 $0
Off Leash Dog Permit ‐ Daily $5 $5 $0
Aquatics Fees
Description 2019 Fee 2020 Recommended Fee Increase
Jim Lupient Water Park ‐ daily pass $5 over 42" & $3 under 42" $5 over 42" & $3 under 42" $0
Jim Lupient Water Park ‐ season pass, individual $50 $50 $0
Jim Lupient Water Park ‐ season pass, dual $80 $80 $0
Jim Lupient Water Park ‐ season pass, additional $25 $25 $0
Swim Lessons ‐ Resident $55 $55 $0
Swim Lessons ‐ Non‐Resident $65 $65 $0
Open Swim Seasonal Fee $40 $40 $0
Open Swim Seasonal Fee ‐ Non‐ Resident $55 $55 $0
Open Swim One‐Time Fee $10 $10 $0
Open Swim Event Fee ‐ Seasonal Member $40 $40 $0
Open Swim Event Fee ‐ Non‐Member $55 $55 $0
Sailing Youth $125/$135 $125/$135 $0
Sailing Adult $155/$175 $155/$175 $0
Log Rolling Youth $30/$45 $30/$45 $0
Log Rolling Adult $30/$45 $30/$45 $0
Superintendent’s Recommended 2020 Budget
182
Aquatics Fees (continued)
Description 2019 Fee 2020 Recommended Fee Increase
Phillips Aquatic Center
Daily pass $5 $5 $0
Community School Year Swim Membership (Phillips Neighborhood)
$30/month, $83/ 3 month season
$30/month, $83/ 3 month season
$0
Community Summer Pool Membership (Phillips Community)
$30/month, $45/season $30/month, $45/season $0
School Year Swim Membership $45/month, $129/season $45/month, $129/season $0
Summer Swim Membership $45/month, $90/season $45/month, $90/season $0
Main Pool Event Rental (exclusive use) $75/hr $75/hr $0
Small Pool Event Rental (exclusive use) $75/hr $75/hr $0
Lifeguard Service Fee $18/hr $18/hr $0
Equipment Tech Fee $20/hr $20/hr $0
Timing System Operator Fee $20/hr $20/hr $0
Hi‐Tek Operator Fee $20/hr $20/hr $0
Custodial Services Fee $75/hr $75/hr $0
Party/Group Rental (not exclusive) ‐ 1 to 50 $150/hr $150/hr $0
Party/Group Rental (not exclusive) ‐ 51 to 100 $200/hr $200/hr $0
Party/Group Rental (not exclusive) ‐ 101 to 150 $250/hr $250/hr $0
Ice Arenas
Description 2019 Fee 2020 Recommended Fee Increase
Prime Time Ice Rental ‐ Hourly $205 $205 $0
Prime Time Ice Rental ‐ Hourly (late reservation) $230
Non Prime Time Ice Rental ‐ Hourly $175 $175 $0
Non Prime Time Ice Rental ‐ Hourly (late reservation) $200
Open Skating ‐ Adults $3 $3 $0
Open Skating ‐ Seniors $2.75 $2.75 $0
Open Hockey $5 $5 $0
Pros Ice ‐ Hourly $12 $12 $0
Pros Ice ‐ 45 Minutes $10 $10 $0
Pros Ice ‐ Half Hour $8 $8 $0
Skate Rental $2 $3 $1
Skate Sharpening $5 $5 $0
Turf Rental ‐ Hourly $80 $80 $0
Turf Rental ‐ Hourly (late reservation) $105
Studio Rink ‐ Hourly $85 $85 $0
Studio Rink ‐ Hourly (late reservation) $110
Superintendent’s Recommended 2020 Budget
183
18 Hole Golf Courses ‐ Rates do not include sales tax
Description 2019 Fee 2020 Recommended Fee Increase
Golf League Registration Fee $89.00 $95.00 $6.00
Minnesota Golf Association Handicap Service $35.00 $35.00 $0.00
Adult Players Card $49.00 $55.00 $6.00
Senior Players Card $49.00 $55.00 $6.00
Corporate Pre Paid Golfing Pass w Power Cart $4,999.00 $4,999.00 $0.00
Adult All Course Season Pass $1,195.00 $1,299.00 $104.00
Senior All Course Season Pass $1,075.00 $1,149.00 $74.00
Senior All Course M‐F Only $815.00 $849.00 $34.00
Junior All Course Monthly Pass $30.00 eliminated
Junior All Course Season Pass $199.00
Private Cart ‐ Season Pass $399.00 $399.00 $0.00
Locker Rentals ‐ Season $30.00 $30.00 $0.00
Columbia 18 Hole Golf Course ‐ Rates do not include sales tax
Description 2019 Fee 2020 Recommended Fee Increase
18 Hole Weekday $31.00 $32.00 $1.00
18 Hole Weekend $35.00 $36.00 $1.00
18 Hole Weekday Patron $22.00 $23.00 $1.00
18 Hole Weekend Patron $26.00 $27.00 $1.00
18 Hole Senior (Monday ‐ Friday) $29.00 $29.00 $0.00
18 Hole Senior Patron (Monday ‐ Friday) $22.00 $23.00 $1.00
9 Holes (Weekdays and Weekends after 12:00) $20.00 $21.00 $1.00
9 Holes Patron $17.00 $18.00 $1.00
Twilight (after 4:00) $23.00 $24.00 $1.00
Evening (after 6:00) $16.00 $17.00 $1.00
9 & 18 Hole Junior Rate $16.00 $17.00 $1.00
First Tee rate $10.00 $10.00 $0.00
18 Hole Riding Carts $17.00 $17.00 $0.00
Twilight Riding Carts $14.00 $14.00 $0.00
9 Hole Riding Carts $11.00 $11.00 $0.00
Pull Carts $6.00 $6.00 $0.00
Club Rental $14.00 $14.00 $0.00
Columbia Manor Reception Hall Mon‐Thur $550 $550 $0.00
Columbia Manor Reception Hall Friday $975 $975 $0.00
Columbia Manor Reception Hall Saturday & Holidays $1,300 $1,300 $0.00
Columbia Manor Reception Hall Sunday $825 $825 $0.00
Columbia Manor Ceremony Fee $500 $500 $0.00
Superintendent’s Recommended 2020 Budget
184
Gross 18 Hole Golf Course ‐ Rates do not include sales tax
Description 2019 Fee 2020 Recommended Fee Increase
18 Hole Weekday $34.00 $35.00 $1.00
18 Hole Weekend $38.00 $39.00 $1.00
18 Hole Weekday Patron $24.00 $25.00 $1.00
18 Hole Weekend Patron $28.00 $29.00 $1.00
18 Hole Senior (Monday ‐ Friday) $26.00 $29.00 $3.00
18 Hole Senior Patron (Monday ‐ Friday) $22.00 $23.00 $1.00
9 Holes (Weekdays and Weekends after 2:00) $20.00 $21.00 $1.00
9 Hole Patron $17.00 $18.00 $1.00
Twilight (after 4:00) $24.00 $25.00 $1.00
Evening (after 6:00) $16.00 $17.00 $1.00
18 Hole Junior Rate $16.00 $17.00 $1.00
First Tee rate $10.00 $10.00 $0.00
18 Hole Riding Carts $17.00 $17.00 $0.00
Twilight Riding Carts $14.00 $14.00 $0.00
9 Hole Riding Carts $11.00 $11.00 $0.00
Pull Carts $6.00 $6.00 $0.00
Club Rental $14.00 $14.00 $0.00
Premium Club Rental $25.00 $30.00 $5.00
Hiawatha Golf Course ‐ Rates do not include sales tax
Description 2019 Fee 2020 Recommended Fee Increase
18 Hole Weekday $29.00 $30.00 $1.00
18 Hole Weekend $31.00 $33.00 $2.00
18 Hole Weekday Patron $21.00 $22.00 $1.00
18 Hole Weekend Patron $23.00 $24.00 $1.00
18 Hole Senior (Monday ‐ Friday) $26.00 $29.00 $3.00
18 Hole Senior Patron (Monday ‐ Friday) $21.00 $22.00 $1.00
9 Hole $18.00 $19.00 $1.00
9 & 18 Hole JR $12.00 $13.00 $1.00
9 Hole Patron $16.00 $16.00 $0.00
Twilight (After 4:00pm) Rate $19.00 $20.00 $1.00
Evening Rate (after 6:00pm) $16.00 $17.00 $1.00
First Tee Rate $10.00 $10.00 $0.00
Club Rental $14.00 $14.00 $0.00
18 Hole Riding Carts $17.00 $17.00 $0.00
Twilight Riding Carts $14.00 $14.00 $0.00
9 Hole Riding Carts $11.00 $11.00 $0.00
Pull Carts $6.00 $6.00 $0.00
Superintendent’s Recommended 2020 Budget
185
Meadowbrook 18 Hole Golf Course ‐ Rates do not include sales tax
Description 2019 Fee 2020 Recommended Fee Increase
18 Hole Weekday $34.00 $35.00 $1.00
18 Hole Weekend $38.00 $39.00 $1.00
18 Hole Weekday Patron $24.00 $25.00 $1.00
18 Hole Weekend Patron $28.00 $29.00 $1.00
18 Hole Senior (Monday ‐ Friday) $26.00 $29.00 $3.00
18 Hole Senior Patron (Monday ‐ Friday) $22.00 $23.00 $1.00
9 Holes (Weekdays and Weekends after 2:00) $20.00 $21.00 $1.00
9 Hole Patron $17.00 $18.00 $1.00
Twilight (after 4:00) $24.00 $25.00 $1.00
Evening (after 6:00) $16.00 $17.00 $1.00
18 Hole Junior Rate $16.00 $17.00 $1.00
First Tee rate $10.00 $10.00 $0.00
18 Hole Riding Carts $17.00 $17.00 $0.00
Twilight Riding Carts $14.00 $14.00 $0.00
9 Hole Riding Carts $11.00 $11.00 $0.00
Club Rental $14.00 $14.00 $0.00
Premium Club Rental $25.00 $30.00 $5.00
Pull Carts $6.00 $6.00 $0.00
Wirth 18 Hole Course ‐ Rates do not include sales tax
Description 2019 Fee 2020 Recommended Fee Increase
18 Hole Weekday $31.00 $32.00 $1.00
18 Hole Weekend $35.00 $36.00 $1.00
18 Hole Weekday Patron $22.00 $23.00 $1.00
18 Hole Weekend Patron $26.00 $27.00 $1.00
18 Hole Senior (Monday ‐ Friday) $29.00 $29.00 $0.00
18 Hole Senior Patron (Monday ‐ Friday) $22.00 $23.00 $1.00
9 Holes (Weekdays and Weekends after 12:00) $20.00 $21.00 $1.00
9 Holes Patron $17.00 $18.00 $1.00
Twilight (after 4:00) $23.00 $24.00 $1.00
Evening (after 6:00) $16.00 $17.00 $1.00
18 Hole Junior Rate $16.00 $17.00 $1.00
First Tee rate $10.00 $10.00 $0.00
18 Hole Riding Carts $17.00 $17.00 $0.00
Twilight Riding Carts $14.00 $14.00 $0.00
9 Hole Riding Carts $11.00 $11.00 $0.00
Pull Carts $6.00 $6.00 $0.00
Club Rental $14.00 $14.00 $0.00
Superintendent’s Recommended 2020 Budget
186
Wirth 18 Hole Course ‐ Rates do not include sales tax (continued)
Description 2019 Fee 2020 Recommended Fee Increase
Wirth Fireplace Room Rental Mon‐Thur $550 $550 $0
Wirth Fireplace Room Rental Friday $975 $975 $0
Wirth Fireplace Room Rental Saturday & Holidays $1,300 $1,300 $0
Wirth Fireplace Room Rental Sunday $825 $825 $0
Wirth Chalet Fireplace Room Ceremony Fee $500 $500 $0
Wirth 9 Hole Par 3 Course ‐ Rates do not include sales tax
Description 2019 Fee 2020 Recommended Fee Increase
9 Holes $13.00 $13.00 $0.00
Sr./Jr. $10.50 $10.50 $0.00
Continuation $9.00 $9.00 $0.00
First Tee rate $5.00 $5.00 $0.00
Disc Golf $6.00 $7.00 $1.00
Disc Golf SR/JR $3.00 $3.00 $0.00
10 Round Ticket $105.00 $105.00 $0.00
Riding Carts $8.00 $8.00 $0.00
Pull Carts $5.00 $6.00 $1.00
Ft. Snelling 9 Hole Course ‐ Rates do not include sales tax
Description 2019 Fee 2020 Recommended Fee Increase
9 Hole $17.00 $17.50 $0.50
9 Hole SR $14.00 $14.00 $0.00
9 Hole JR $11.00 $11.00 $0.00
9 Hole Military $14.00 $14.00 $0.00
Continuation $9.00 $9.00 $0.00
Season Pass ‐ 7 Day $599.00
Twilight (After 4:00pm) $15.00
Evening (After 6:00pm) $14.00 $13.00 ($1.00)
Disc Golf $6.00 $7.00 $1.00
Disc Golf SR/JR/Military $3.00 $4.00 $1.00
Disc Golf Season Pass $45.00 $50.00 $5.00
10 Round Ticket $150.00 $150.00 $0.00
First Tee Rate $5.00 $5.00 $0.00
Club Rental $6.50 $7.00 $0.50
Riding Carts $10.00 $11.00 $1.00
Riding Cart Continuation $6.50 $7.00 $0.50
Pull Carts $5.00 $5.00 $0.00
Superintendent’s Recommended 2020 Budget
187
First Tee Learning Centers ‐ Rates include sales tax
Description 2019 Fee 2020 Recommended Fee Increase
Columbia
40 balls $6.50 $6.50 $0.00
80 balls $12.00 $12.00 $0.00
120 balls $16.00 $16.00 $0.00
Gross
Range Token – 20 balls $2.25 $2.25 $0
Range Token – 30 balls $3.00 $4.00 $1
Hiawatha
Range Token ‐ 20 balls $2.50 $2.50 $0
10 Token E‐Key ‐ 200 Balls $20.00 $20.00 $0
Adult Sports
Description 2019 Fee 2020 Recommended Fee Increase
Basketball ‐ Men's Winter & Spring $600 $600 $0
Basketball ‐ Women's Winter & Spring $600 $600 $0
Broomball ‐ #1, #2, #3 $400 $410 $10
Dodgeball $155 $155 $0
Football ‐ Co‐Rec Flag $455 $455 $0
Football ‐ Men's Touch $590 $590 $0
Football ‐ Women's Flag $455 $455 $0
Kickball ‐ Spring & Summer $400 $400 $0
Kickball ‐ Fall $300 $300 $0
Pond Hockey $265 $265 $0
Soccer ‐ 11x11 $985 $985 $0
Soccer ‐ 11x11 $905 $905 $0
Soccer ‐ 6x6 $655 $655 $0
Soccer ‐ 6x6 $600 $600 $0
Soccer Indoor ‐ 6x6 $735 $735 $0
Softball ‐ Adaptive $115 $115 $0
Softball ‐ Session #1 W/Lights $415 $415 $0
Softball ‐ Session #1 WO/Lights $355 $355 $0
Softball ‐ Session #2 $265 $265 $0
Softball ‐ Single Games $490 $490 $0
Softball ‐ 6 week Co‐d 5/5/5 $75 $75 $0
Softball ‐ 8 week single games $325 $335 $10
Softball ‐ 12 week Doubleheaders $980 $1,008 $28
Softball ‐ Metro Tournament Men & Co‐Ed $115 $115 $0
Softball ‐ Metro Tournament Women $65 $65 $0
Superintendent’s Recommended 2020 Budget
188
Adult Sports (continued)
Description 2019 Fee 2020 Recommended Fee Increase
Softball ‐ Fall 8 week single games $335 $335 $0
Tennis Lessons ‐ Fall $60 $60 $0
Tennis Lessons ‐ Summer $115 $115 $0
Volleyball Fall $355 $355 $0
Volleyball Winter $355 $355 $0
Volleyball ‐ G.L.A.S.S. $375 $375 $0
Volleyball ‐ Sand 4 $283 $283 $0
Volleyball ‐ Sand 6 $355 $355 $0
Sports Official Certification Fee $30 $30 $0
Field & Court Use
Description 2019 Fee 2020 Recommended Fee Increase
Fields ‐ Football, Soccer, Cricket, Ultimate Frisbee, Rugby, Lacrosse
Park Board & Minneapolis Public Schools $0 $0 $0
Mpls residents/Adults & Colleges $35/hour $35/hour $0
Non‐Residents/Adults & Commercial Groups $45/hour $45/hour $0
Non‐Park Board Youth Teams & Associations $10/hour $15/hour $5
Fields ‐ Baseball, Softball, Rinks ‐ Hockey, Broomball
Park Board & Minneapolis Public Schools $0 $0 $0
Mpls residents/Adults & Colleges $30/hour $30/hour $0
Non‐Residents/Adults & Commercial Groups $45/hour $45/hour $0
Non‐Park Board Youth Teams & Associations $10/hour $15/hour $5
Courts ‐ Volleyball, Tennis, Kato
Park Board & Minneapolis Public Schools $0 $0 $0
Mpls residents/Adults & Colleges $20/hour $20/hour $0
Non‐Residents/Adults & Commercial Groups $25/hour $25/hour $0
Non‐Park Board Youth Teams & Associations $10/hour $10/hour $0
Lights
Park Board & Minneapolis Public Schools $0 $0 $0
Mpls residents/Adults & Colleges $25/hour $25/hour $0
Non‐Residents/Adults & Commercial Groups $30/hour $30/hour $0
Non‐Park Board Youth Teams & Associations $0 $0 $0
Staffing
Park Board & Minneapolis Public Schools $0 $0 $0
Mpls residents/Adults & Colleges $15/hour $15/hour $0
Non‐Residents/Adults & Commercial Groups $15/hour $15/hour $0
Superintendent’s Recommended 2020 Budget
189
Field & Court Use (continued)
Description 2019 Fee 2020 Recommended Fee Increase
Staffing (continued)
Non‐Park Board Youth Teams & Associations $15/hour $15/hour $0
Parade, Bossen & Neiman Facilities
Baseball & Softball Fields Youth $55/hour $55/hour $0
Baseball & Softball Fields Adult $100/hour $100/hour $0
Soccer/Football Field Youth $70/hour $70/hour $0
Soccer/Football Field Adult $100/hour $100/hour $0
MPRB Staffing $15/hour, 4 hour
min. $15/hour, 4 hour min. $0
Grooming between games $50/hour, 4 hour
min. $50/hour, 4 hour min. $0
Tournament Per Field ‐ Adult $100/hour $100/hour
Tournament Per Field ‐ Youth (minimum 50 hours) $25/hour $25/hour
Van Cleve, Northeast, Pearl, Quilici, Rod Carew & Sid Hartman Fields
Youth $25/hour $30/hour $5
Adult $50/hour $55/hour $5
DeLasalle High School Field
Soccer Field/Football Field $70/hour Youth
Only $70/hour Youth Only $0
Elliot Soccer Field
Youth $70/hour $70/hour $0
Adult $100/hour $100/hour $0
Loppet
Description 2019‐2020 Fee 2020‐2021 Recommended
Fee Increase
Ski Pass ‐ Natural Snow Season Pass $50 $50 $0
Ski Pass ‐ Natural Snow Daily Pass $8 $8 $0
Ski Pass ‐ Natural Snow Youth (11 and Under) $0 $0 $0
Ski Pass ‐ All Access (Natural & Snowmaking Trails) Season Pass
$90 $90 $0
Ski Pass ‐ All Access Daily Pass $20 $20 $0
Ski Pass ‐ All Access Daily Pass Youth (11 and Under) $10 $10 $0
Ski Pass ‐ All Access Season Pass Youth $30 $30 $0
Tubing Pass $17 $17 $0
Snowboard Pass $15 $15 $0
Group Lessons ‐ Skiing, Snowboarding, or Mountain Biking $45 $45 $0
Superintendent’s Recommended 2020 Budget
190
Recreation Center Fees
Rec Plus ‐ school aged child care
Rec Plus School Year 2019‐2020 School Year 2020‐2021 School Year Increase
School Year AM 7‐8:40 $7.60/day $7.60/day $0.00
School Year AM 7‐9:40 $10.20/day $10.70/day $0.50
School Year PM 2‐6 $16.50/day $16.80/day $0.30
School Year PM 3:10‐6 $11.35/day $11.90/day $0.55
School Release Days $40/day $41/day $1.00
Rec Plus Summer 2019 Summer 2020 Summer
Summer $40/day $41/day $1.00
Recreation Center Facility Use
Description 2019 Fee 2020 Recommended Fee Increase
Gym (standard) $40 $40 $0
Gym (large) $75 $75 $0
Meeting Room (small) $15 $15 $0
Multi‐Purpose Room (large) $25 $25 $0
Kitchen (standard) $15 $15 $0
Patio $25/4 hours $25/4 hours $0
Administrative Fee $25 $25 $0
Recreation Center Programs (including youth sports)
Description 2019 Fee 2020 Recommended Fee Increase
Youth Programming & Sports* $0 ‐ $400 $0 ‐ $400 $0
Adult Programming $0 ‐ $420 $0 ‐ $420 $0
Sports Official Certification Fee $30 $30 $0
Outside Agency & Activity Council Participant Fee $5 $5 $0
ActiveNet allows for flexible registration payments and fee waivers are available.
Average fee for program in 2019 is $25.00 *Each park and sports/activity council charges different fees based on the type of program (e.g. football and hockey are most expensive due to equipment) and demand for the program (the goal is to have everyone participating). Fees are expected to cover the program costs for uniforms, program supplies, equipment, and in some cases a teacher/coach stipend or council staff salary. All parks and councils offer fee waivers to families who cannot afford to pay the fee.
2117 West River Parkway NorthMinneapolis, MN 55411
(612)230-6400www.minneapolisparks.org
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