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From YouTube: October 16, 2019 Minneapolis Park & Recreation Board
Description
Minneapolis Park & Recreation Board Meeting
A
A
C
All
right,
Thank
You
president
Baum
twisters
and
welcome
everybody
so
we'll
start
with
athletics,
aquatics
and
ice
arenas,
aquatics
of
fall
swimming
lessons
registrations
at
Phillips,
Community
Center
are
going
great
with
532
participants.
Registered
393
of
these
are
receiving
scholarships,
so
wonderful
numbers
for
our
student
assets,
the
culturally.
C
Only
swimming
lessons
have
34
participants
and
adaptive
swim.
Lessons
kicked
off
the
week
at
Phillips,
Aquatic,
Center
Pacey
and
we
are
happy
to
say
registration
is
full.
The
new
program
is
being
supported
by
the
Walt
deed,
Sikh
innovation
grant
Gulf
about
160
thousand
rounds
of
have
been
played
so
far
and
the
2009/10
the
season.
Girls
golf
course
leads
the
weight
with
almost
33,000
rounds.
C
2011
player
cards
were
sold
in
2019,
almost
an
increase
of
700
from
the
2018
season.
It's
great
news,
recreation
center
programs.
We
can
auto
bump
our
monthly
seer
luncheon.
One
participants
celebrated
her
100th
birthday
soon.
Translations
on
whoever
that
person
is
amazing.
35
people
were
in
attendance
and
enjoyed
a
German
style
sausage.
Lunch
big
will
follow
along
with
a
birthday
cake,
youth
development
rut
plus
is
planning
and
MEA
activities
and
trips
to
include
an
apple
orchards
fall
themed
crafts,
Science,
Museum
and
pumpkin
patches,
rec
+
children
at
Matthews
parks.
Our
picture.
C
C
Please
watch
the
MPR
be
website
for
details
and
we
would
love
to
have
their
participation
and
tennis.
At
these
meetings,
power
saw
innovation.
District
NPR
B
is
working
with
partners
to
develop
the
new
park
in
the
tower
side.
Innovation
district,
located
across
from
Prospect
Park
light
rail
station
construction
is
underway
and
MP
Rd
plans
to
bring
this
new
park
into
our
system
late.
This
fall.
The
park
will
close
a
park
gap
identified
in
the
east
of
the
river
park.
C
Master
plan,
which
is
corresponding
towards
the
ampere,
be
go
that
all
Minneapolis
residents
live
within
walking
distance
bookmark
the
new
park
with
include
community
Garfield
include
community
gardens,
flexible
green
space
and
a
picnic
pavilion
forestry,
forestry
partnered
with
tree
trust
and
the
local
tree.
Planting
planting
group
called
the
autonomous
collective
to
facilitate
the
facilitate
tree
planting
on
private
properties
in
North
Minneapolis,
having
recognized
the
need
for
trees
following
the
2011
tornado,
autonomous
collective,
providing
nearly
200
trees
that
were
planted
with
the
help
of
volunteers.
C
So
thank
you
so
much
to
the
group
of
time
in
this
work.
Providing
that
service,
less
torn
trees,
maintenance
operation,
bringing
water
assets
to
shore
docks
and
sailboat
buoys,
postseason
recaps
lessons
learned
meeting
with
different
team
members
to
review
and
improve
restroom
salvo
buoy
and
went
and
rental
practices
we're
also
preparing
for
winter
checking
for
the
needs
and
getting
truly,
our
crew
leaders
ready
to
train
the
team
on
shovel
plow
routes,
lengths
and
safety
practices,
environmental
management
reports,
Eloise,
Butler,
wildflower
garden
and
bird
sanctuary.
C
The
112,
Eloise,
Eloise,
Butler,
welfare
garden
and
bird
sanctuary
season
is
ending.
The
garden
is
now
closed
for
a
week
day
visits
as
of
Wednesday
October
16th.
Today
the
garden
will
be
open
for
the
remaining
weekends
of
October,
which
is
October
19th
to
20th
26
to
27th
from
7:30
a.m.
until
one
hour
before
sunset,
the
2019
wildflower
garden
season
saw
a
significant
increase
in
visitors
and
program
participants.
C
As
of
September
30th
2019,
more
than
3,600
youth
and
adults
participated
in
natural
sleep
programs,
a
30
percent
increase
from
the
same
time
period
in
2018
of
the
approximately
60,000
annual
visitors
to
the
gardens.
More
than
eighteen
thousand
three
hundred
visitors
stopped
in
the
visitor
shelter
to
learn
more
about
the
wildflower
garden
plants
and
wildlife
from
naturalist
and
volunteers,
to
view
displays
and
to
partake
in
hands-on
learning
activities.
C
This
is
a
31
percent
increase
from
our
highest
record
number
of
annual
visitors
to
the
visitor
shelter
and
there's
still
one
month
ago,
amazing
numbers
1634
people
participated
in
nature,
focus
activities
at
the
Walter
de
Tech
recreation.
Innovation
grant
funded
mobile
education,
cart
at
Wirth
lake
beach.
This
summer,
AIS
inspection
program
as
of
tuesday
october
15th,
the
boat
launch,
is
shifted
to
an
all.
All
on-call
program
launches
are
now
from
7
a.m.
to
8
p.m.
daily
patrons.
C
Can
access
the
lake
and
exit
the
lake
by
calling
a
posted
phone
number
on
the
on
call
inspection
board
the
boat
launches
closes.
The
boat
launch
is
closed
for
the
season
on
December
1st
real
quick
note
on
open
time
comments
I
personally
wanted
to
address
open
time
comments
about
the
improper
use
of
chemicals
in
or
around
Lake
Harriet
and
the
Roberts
bird
sanctuary.
That
was
conveyed
to
us
an
open
time
last
board
meeting.
We
aware
of
these
reports
and
take
these
allegations
very
seriously.
C
We
have
asked
that
anyone
who
has
evidence
to
support
those
claims
please
provide
that
information
to
us.
So
we
can
fully
investigate
the
matter.
Further
customer
service,
Summer,
Ambassador,
Program
wrap-up,
despite
modern
technology,
the
most
heartwarming
way
to
reach
others
is
still
tis
still
face
to
face.
C
All
summer
long
Park
patrons
were
delighted
to
see
our
ambassadors,
who
provided
helpful
information
and
answered
every
question
imaginable
from
the
location
of
bathrooms
to
details
on
where
to
hike
or
what
or
what
we're
doing
the
Coyotes
patrons
evilly
shared
their
personal
experience
throughout
their
lives
in
the
parks.
In
return,
the
ambassadors
felt
that
their
experience
of
the
parks
were
equally
rewarding
and
I'm.
So
appreciative
appreciative
for
that
and
wonderful
work
that
our
ambassadors
did
this
summer
and
with
that
President
Boren
and
fishers,
that's
the
reports
of
officers
Thank.
A
D
A
Consent
agenda
has
been
moved,
is
there
a
second?
Is
there
a
second
time
he
consent
agenda
has
been
moved
and
consent
odd
seconded?
Is
there
any
discussion
on
items
2019
343
through
349,
seeing
none
all
those
in
favor
of
the
consent
agenda,
please
signify
by
saying
aye
opposed
abstentions.
The
consent
agenda
passes
moving
on
to
reports
of
committees,
chair
Meyer,
on.
E
Behalf
of
the
legislative
and
intergovernmental
Committee
I'll
move
resolution,
2019
337,
a
resolution
authorizing
Minneapolis
Park
and
Recreation
Board
staff
to
apply
for
grants
through
the
20/20
Hennepin
youth
sports
program
up
to
the
amount
of
$300,000
each
for
athletic
field.
Improvements
that
follow
apart
athletic
field
improvements
at
painter
park,
athletic
field,
improvements
at
fellows
park
and
tennis,
dome
replacement
related
to
the
work
Fred
Wells
Tennis
and
Education
Center,
located
adjacent
to
the
Leonard
age,
human
Sports
Complex
at
Fort
Snelling.
The.
A
A
G
H
F
Thank
you,
president
Boren,
just
to
speak
to
this
amendment.
The
the
skate
park
project
at
Elliot,
Park
I,
think,
is
a
kind
of
cornerstone
project
for
the
larger
skate
boarding
community
and
the
entire
movement
of
having
more
publicly
accessible
usable
skate
parks,
not
only
in
Minneapolis
but
throughout
the
state,
which
is
an
initiative
that
is
being
spearheaded
by
a
variety
of
community
members
here
in
Minneapolis
and
beyond.
It's
a
park
in
my
district
that
is,
has
incredibly
diverse
use
and
it
would
only
be
enhanced
by
having
this
happen.
We've.
F
We
have
kind
of
two
pots
of
money
that
are
as
I
understand.
It
are
being
used
to
bring
two
different
skate
parks
together,
elevate,
two
skate
parks,
and
neither
of
them
are
really
getting
to
that
place
and
I,
don't
think
that
putting
it
on
the
table
to
get
this
money,
and
especially
for
projects.
That's
this
kind
of
important
to
a
larger
movement
is
a
negative
thing
and
I
would
be
very
surprised
that
we
didn't
see
substantial
turnout
from
the
skateboarding
community
to
really
articulate
why
this
is
of
a
value
at
the
Hennepin
County
Board
level.
A
You
Thank
You
Commissioner,
Cole
Gil.
Is
there
any
further
discussion
on
the
amendment
I'm,
seeing
none
all
those
in
favor
of
adopting
the
amendment
please
signify
by
saying
aye
opposed
abstentions.
The
resolution
is
amended.
Is
there
it
with
one
vote
of
opposition?
Is
there
discussion
on
the
main
motion,
Commissioner
Commissioner,
Severson
Thank,.
I
D
A
A
H
A
J
Resolution
2019
341
resolution
authorizing
the
creation
of
a
parkland
dedication
and
operating
agreement
with
Hennepin
County
Housing
and
Redevelopment
Authority,
and
the
city
of
Minneapolis
for
donation
of
Market
Square
to
satisfy
the
parkland
dedication
requirement
for
Lake
and
Hiawatha,
located
at
the
southwest
quadrant
of
Lake
Street
in
Hiawatha
Avenue,
and
releasing
to
Hennepin
County
Housing
and
Redevelopment
Authority,
all
parkland
dedication,
fees
paid
and
related
to
phase
one
of
Lake
and
I
love
them.
3:41.
A
G
A
A
A
338
has
been
moved.
Is
there
a
second
second,
the
2019
330
has
been
moved
and
seconded.
Is
there
any
discussion
seeing
none
all
those
in
favor
of
the
resolution,
please
signify
by
saying
aye
opposed
abstentions.
The
resolution
carries
moving
into
unfinished
business.
I
think
this
is
the
first
time
in
a
while
welcome
back
assistant
superintendent
Cox
for
a
program
update
on
Recreation.
K
K
So
just
as
point
of
background,
if
you
all
remember-
or
in
the
spring
we
completed
an
examination
of
utilize
programmatic
successes,
it's
in
attacks
and
it's
opportunities
for
growth.
This
was
really
to
help
us
understand.
What's
going
well
with
the
program
and
where
could
we
experience
some
improvements
or
changes
that
will
benefit
kids
down
the
road?
The.
K
For
that
research
was
staff
interviews
and
that
included
both
active
these,
like
staff
members
rec
facility
specialist,
who
is
kind
of
their
partner
in
the
work.
We
also
did
some
cross
departmental
interviews
as
well,
so
to
help
to
get
the
perspective
of
other
folks
who
interact
with
the
program.
How
are
they
seeing
it?
What
do
they
experience
and
what
are
their
thoughts?
We
did
some
use
the
focus
groups
we
review
and
also
some
other
program
reports
and
evaluations.
K
So
from
that
research,
the
the
evacuator
boiled
down
all
of
the
work
to
seven
themed
areas
and
I
know
that's
kind
of
hard
to
read,
but
as
we
go
through,
this
you'll
get
a
clearer
picture
of
what
this
is.
We're
going
to
focus
tonight
on
things
one
through
four
and
the
reason
being
is
because
five,
six
and
seven
has
kind
of
been
distilled
down
into
those
four
as
well.
L
K
At
us,
you've
got
that
many
different
perspectives
of
what
the
program
scope
is
and
what
his
purpose
was,
and
so
to
address
that.
We
feel
that
we
need
to
clearly
articulate
the
mission.
The
vision
the
activity
is
an
output
of
the
program,
so
that
people
have
the
same
understanding
of
the
wyman
and
have
a
shared
understanding
of
how.
K
So
that
way,
it
minimizes
the
ability
to
take
the
ability
for
people
to
take
12
different
approaches
to
something
we
are
all
in
alignment
on
how
we
approach
the
work,
and
in
doing
so,
we
will
be
able
to
collect
clean
data
that
we
can
evaluate
and
understand.
Are
we
making
an
impact?
Is
the
program
doing
what
we
intend
for
it
to
do?
Where
are
the
opportunities
for
improvement
and
makeshifts?
Should
we
need
to.
K
Think
number
two
is
again
going
back
to
understanding
the
need
for
you
flying.
So,
if
you
remember
some
years
ago,
when
youth
line
began
nearly
30
years
ago,
that
was
a
period
and
you've
heard
me
say
this:
when
examining
Ken's
risk
factors
was
the
approach
to
youth
development
and
in
many
ways
the
program
is
still
operating.
K
With
that
in
mind,
how
are
you
know
thinking
of
kids
at
risk,
and
so
we
want
to
update
the
model
to
be
more
of
an
asset
based
approach
and
the
axe
will
be
adopted,
implement
a
new
youth
line
program
model
which
you'll
see
our
second
insure
predictability
for
participants,
and
this
is
happening
already,
but
really
want
to
hone
in
on
making
sure
that
kids
know
when
the
program
is
functioning.
Is
it
Monday,
Wednesday
Thursday?
K
We
want
to
establish
the
program
consistencies
while
maintaining
flexibility
and
what
I
mean
by
that
who
make
sure
that
everyone
is
thinking
about
the
program
and
its
outcomes
in
similar
ways,
but
being
flexible
enough
to
respond
to
the
interesting
needs
of
kids
at
a
particular
part.
We
know
that
our
users
in
any
given
neighborhood
or
community
is-
and
we
want
to
be
responsive
to
that,
but
not
handcuff
people
to
it
has
to
be
this
way.
This
way,
this
way
basically
grouting
the
program
and
maintain
some
flexibility
as
well.
K
We
also
provide
River
training
and
professional
development
opportunities
that
stimulates
staff
to
try
new
things
and
stay
current
in
the
field.
The
field
of
youth
development
is
changing
and
we
want
to
make
sure
that
people
are
using
current
language
using
current
approaches
and
are
thinking
about
youth
in
a
current
way
again,
not
reflecting
back
to
respecters
and
those
kinds
of
things.
So
this
is
a
model
that
will
be
adopting.
This
is
the
five
C's
which
encourage
connection
confidence,
character,
caring
contributions
and
confidence.
So
how
do
we
help
kids
develop
self-efficacy?
How.
K
In
ways
that
help
them
develop
competencies,
how
do
we
help
them
feel
connected?
Research
says
that
more
kids
in
community
and
in
school
are
feeling
more
disconnected
now
than
any
time
in
in
the
past,
and
that
seems
out
right
with
all
of
these
ways
of
connecting
through
social
media
through
devices
and
all
of
that,
and
it
actually
has
had
a
negative
effect.
K
K
That
relationship
between
those
staff
members
is
essential
to
the
success
and
function
of
the
program,
and
so
in
order
to
to
help
achieve
that,
will
clearly
articulate
the
functions
and
expectations
among
each
staff.
Member
will
identify
the
areas
of
overlap
as
there
should
be
examine
and
omit
and
dismantle
work
silos,
develop
effective
communications
processes.
What
we
heard
over
and
over
again
as
the
ways
in
which
they
communicate
some
staff
members
communicate
with
the
right
specialist
very
differently
from
site
to
site.
K
Some,
though,
that
they
could,
you
know
just
communicate
directly
with
someone
and
say
here's
what
I'm
experiencing
here's,
what
I'm
needing
and
it
was
fine
another
place
if
they
felt
like
they
need
to
take
a
different
route.
And
so
you
just
want
to
kind
of
streamline
that
so
that
people
are
taking
similar
paths
to
getting
the
the
outcomes
they
are
expecting
or
getting
their
needs
met.
K
And
lastly,
we
want
to
develop
and
reinforce
a
one-team
messaging
attitude
and
approach
again
dismantle
dismantling
the
silos
ensuring
that
both
youth
line
staff
and
Reks
facility
specialists
recognize
be
there
in
service
of
the
same
community,
and
we
don't
need
to
continue
that
to
your
work.
I'll
stay
out
of
it.
This
is
your
work
you
stay
out
of
this,
but
really
think
of
the
opportunities
for
collaboration.
K
And
this
last
one
where
it
says
you
plan
severely
under
resource
that
what
is
not
entirely
about
dollars?
It's
really
about
the
ways
that
people
show
up
at
work
and
feel
like
they're
part
of
that
that
site,
and
so
if
we
want
people
to
perform
at
higher
levels
as
it
relates
to
planning,
marketing
and
doing
and
executing
their
job,
they
need
to
have
consistent
access
to
work,
space
and
recognizing
that
Hotelling
is
a
real
thing
in
in
places
even
in
Hotelling
or
space
sharing.
There
are
some
predictive.
You
know
where
to
put
your
purse.
K
You
know
where
to
put
your
backpack,
this
hadn't
been
happening
consistently
consistently
across
sites,
as
we
want
to
make
sure
that
people
know
when
I
come
in
I
know
where
I
can
sit
and
get
some
administrative
work
done.
I
know
where
I
can
put
my
my
backpack,
so
I
just
named
those
two
things
and
then
the
last
two
are
strengthen
strengthening
the
reserve.
K
K
They
may
rent
the
space
that
you
might
have
been
planning
to
use
for
a
particular
activity
or
event
and
so
cleaning
up
that
process,
ensuring
that
we
aren't
stepping
on
each
other
so
goals
that
I
honor
the
work
that
you
have
had
planned
for
the
18:04
that
day
or
whatever,
with
with
the
other
people,
and
how
to
make
sure
we're
we're
doing
that
effectively
and
serving
both
populations
well
and
then
establish
resources
and
funding
for
developing
the
skills
that
support
their
professional
growth.
So
again,
professional
development
opportunities.
K
How
do
they
get
to
see
what
the
current
into
the
industry
how
they
need
to
meet
with
other
practitioners
in
the
field
across
the
city
so
that
we
are
doing
some
cross
pollinating
and
so
that
we
are
learning
from
the
work
that's
happening,
perhaps
across
the
river
or
some
other
part
of
the
city
record
time?
Any
questions.
A
L
F
K
And
so
we
know
that
change
is
difficult
and
so
appealing
to
the
human
side
of
change
is
really
important.
Helping
people
recognize
that
change,
isn't
necessarily
about
you.
What
you
are
or
are
not
doing
well,
but
really
it's
an
opportunity
for
us
to
make
improvements
for
young
people
and
so
I
think
we've
had
some
mixed
responses.
I.
L
H
B
Thank
You
president
important
so
assistant,
superintendent
Cox.
As
part
of
this
change,
you
mentioned
that
you're
you're,
establishing
criteria
and
metrics
and
ways
to
track
and
determine
whether
or
not
the
program
is
effective.
At
what
point
do
you
anticipate
you'll
be
able
to
provide
us
with
data
that
demonstrates
that
the
metrics
that
have
been
set
and
are
being
collected
are
demonstrating
an
improvement
in
the
delivery
of
this
product
that
we're
providing
to
the
community.
K
Understand
how
we're
being
measured
as
early
as
December
and
I
say
December,
because
I
intend
to
do
somewhere
between
a
three
and
a
five
day
professional
development
session,
with
our
staff
to
get
them
re--
grounded
in
the
mission
roll
out
the
new,
the
the
new
service
delivery
model
and
to
help
them
understand
on
the
front
end
how
the
program
will
be
evaluated.
So
I
am
still
working
with
the
later
to
to
sort
out
what
we're
looking
for
in
terms
of
outcomes.
So,
but
we
should
hear
that
December,
okay,.
K
Muses
I
could
give
you
activity
updates,
but,
as
you
know,
evaluation
we
need
to
have
a
little
distance
between
things
and
so
I
think
quarterly
might
be.
May
not
show
us
what
we
want
to
see
in
such
a
short
amount
of
time.
So
give
me
a
few
days
to
think
about
what
that
collect.
It's
half
yearly
or
we're
doing
an
annual
report.
I'm,
not
okay,.
A
Thank
you,
Commissioner
Commissioner,
music
I
will
take
a
break
right
now
for
open
time.
Maybe
don't
go
far,
though
suit
assistant,
superintendent
Cox.
It's
my
understanding
that
nobody
is
signed
up
to
speak
tonight
at
open
time.
It's
our
opportunity
for
public
testimony
before
I,
open
and
close
open
time
is
there.
Anybody
is
in
the
audience
tonight
that
was
anticipating
at
speaking
on
time
and
thought
that
they
had
done
what
they
do
to
speak.
I'm
not
seeing
any
hands
raised.
So
I'm
opening
open,
open
time,
I'm
closing
open
time,
I'm
going
back
to
assistant
superintendent
Cox.
A
Are
there
any
other
questions
on
the
assistant
superintendents
update?
Maybe
you
didn't
need
to
get
up,
but
thank
you
for
the
update
and
I
echo
Commissioner
French
assessments
you're
doing
you're
pulling
apart
a
very
intricate,
very
intricate
tapestry
and
putting
it
back
together.
So
thank
you
so
much
for.
Thank
you
so
much
for
your
work.
H
K
A
C
Lot
of
slides
to
go
through,
but
I'm
excited
to
be
here,
presenting
my
first
budget
to
the
board.
It
has
been
an
incredible
honor,
the
last
nine
months
that
I've
been
here.
This
is
going
to
slide
that
almost
like
with
the
people,
Minneapolis
is
serving
a
superintendent
that
was
parking,
recreation
board.
C
It
is
my
honor
to
be
a
part
of
that
contain
the
lead
that,
and
so
we
are
nationally
recognized
in
the
best
Park
System,
and
we
also
know
that
this
Park
System
is
incredibly
vital
to
building
community
and
to
also
improve
the
lives
of
our
residents
in
the
well
ability
well
building
if
our
residents
so
I
would
say.
Thank
you
to
the
work
that
you
do
and
thank
to
the
staff
and
the
work
that
we
do
every
day.
C
Let's
see
if
this
works
all
right,
so
one
of
the
things
that
I'm
very
clear
about
coming
in
I
know.
There
was
several
things
that
I've
said,
but
I'm
very
committed
to
a
solid
foundation
of
this
visionary
leadership,
clear
direction
and
decision-making.
That's
based
on
data
and
analytics
so
I
know
when
I
first
came.
C
So
the
very
focus
of
it
we'll
see
that,
throughout
the
presentation,
during
the
last
nine
months,
I
launched
several
initiatives
to
assess
current
recreation
services
and
to
create
a
foundation
to
build
upon
and
create
the
next
generation
of
recreation,
and
some
of
these
initiatives,
as
I
go
through
them
to
build
on
to
2020
is
again,
like
I,
said,
before
recreation,
data
and
evaluation
team
that
we're
using
to
assess
services
and
benchmark
against
national
standards.
We
have
a
team.
C
That's
currently
working
right
now
to
look
at
really
different
models,
dashboards
and
and
data
analytics
to
be
able
to
really
give
solid
information
data
back
to
the
blog
to
anyone
that
asks
about
recreation
or
about
our
programs
that
we
can
get
really
clear,
metrics
and
data,
and
so
we
have
a
team.
That's
working
that
right
now
and
they're,
creating
really
some
wonderful
models
that
I've
been
able
to
see,
and
we
will
be
sharing
that
coming
up
shortly.
C
That's
happening
at
this
point
and
I'm
excited
to
see
as
it
moves
forward
again,
to
give
really
clear
measures
on
what
you
find
is
doing
at
how
it's
an
impact
and
lots
of
our
youth
in
the
city
very
excited
about
important
development
engine
team
to
research,
develop
and
evaluate
new
programs.
One
of
the
things
that
I'm
very
clear
about
coming
in
is
that
we
have
established.
We
call
the
foundation
and
the
development
engine
that
we
talked
about.
C
It
can
be
called
innovation
engine,
but
really
it's
a
team
of
people
within
our
staff
that
are
working
on
very
specific
programs
and
we'll
talk
about
the
six
pillars
in
a
second.
What
is
a
team
that
is
able
to
do
research
based
on
data
analytics
trends
in
accreditation,
best
practices,
right,
research,
survey,
demographics?
C
You
know
census
reports,
things
that
we
respond
to
that
the
community
needs
and
that
we
are
clear
about
it
when
we
deliver
programs
and
the
foundation
of
programs.
We
know
that
is
coming
from
real
information
and
also
community
input,
so
that
when
anybody
asks,
why
do
you
do
this
program?
Or
why
aren't
you
this
program?
We
have
a
clear
answer.
We
know
that
we're
doing
it
because
we've
been
asked
and
we've
done
it
and
it's
based
in
research.
So
again
it
goes
back
to
the
deities,
where
we
have
a
team.
C
That's
going
to
be
doing
the
research
and
developing
those
programs,
so
I'm,
reading
part
of
that
and
training
that
team
across
the
division,
and
we
will
be
sharing
that
again
further
as
we
show
the
model
and
how
that
lies
out.
But
it's
based
on
data,
an
innovation
engine
or
development
engine
that
does
development
and
it
moves
it
then,
to
implementation
delivery
to
our
rec
centers.
C
So
it's
based
again
in
research
in
data
when
the
exciting
things
also
I
talked
about
is
draft
of
closing
the
gap
and
investing
in
youth
report
shares
to
the
board
and
to
Minneapolis
officials.
We
had
the
report
that
I,
don't
you
all
the
scene
and
closing
the
gap
that
was
really
a
further
study
or
a
further
understanding
of
how
we
looked
at
the
NTP
20
and
the
great
work
that
that
did.
C
So
what
we
did
in
crane,
that
draft
was
just
to
kind
of
move
that
to
the
forefront
to
make
sure
that
we
have
the
date
of
the
information
to
share
with
the
community,
closing
the
gap
and
investing
in
our
youth
and
creating
a
legacy
of
investment
for
our
kids
for
our
youth.
So
we
can
talk
about
that
more
going
forward.
But
that
was
a
very
big
piece
of
the
work
that
we
have
done
the
last
nine
months.
C
And
then
we
look
at
vision
for
investing
in
youth
and
the
six
pillars
that
I
venture
before
and
those
six
pillars
are
around
ideation
spaces
which
I'll
talk
about
shortly.
Youth
enrichment
through
community
focused
employment,
nature,
programming,
cycling,
community,
gardens
in
intergenerational
centers
of
excellence.
Well,
I,
say
intergenerational
knows,
I
sense,
I'm,
talking
about
older
adults,
working
together
with
you,
so
our
investment
in
youth,
working
together
with
with
older
adults
and
creating
a
space
that
we
can
work
together,
the
community
from
youth,
older
adults.
C
So
those
are
really
important
initiatives
and-
and
we
will
talk
about
that
as
we
go
forward.
But
those
are
some
of
the
things
we've
done.
The
last
nine
months,
I'm
very
proud
of
and
the
staff
has
worked
through.
So
as
we
continue
to.
We
continue
to
integrate
criteria
based
systems
and
to
use
the
rate
racial
equity
lens
for
decision-making
and
everything
we
do.
Some
of
things,
as
we
know,
is
MVP
20,
capital
improvements,
rehabilitation,
funding,
regional
park,
capital,
improvement,
funding,
Recreation,
Center
funding,
department,
budget
goals,
2020
budget
adjustments.
C
So
that's
and
everything
that
we
do
and
I'm
very
proud
of.
The
fact
that
we
do
these
things
with
our
racial
equity
lens
and
the
work
that
we
do
I'm
very
proud
of
the
staff
and,
of
course,
the
board,
as
we
continue
to
use
that
model
and
move
forward
and
I
believe
and
I
understand.
It
is
the
first,
the
country
that
really
has
use
this
model-
it's
been
very
powerful,
so
we
continue
to
do
that.
C
So
this
budget
also
supports
the
NPS
commitment
to
strategic
long-term
planning
and
provides
for
the
completion
of
the
MPR
B's
next
comprehensive
plan.
It
also
supports
the
2018
and
2022
strategic
directions
and
performance
goals
adopted
by
the
board
on
April
of
2018
and
also
2019,
respectfully
so
I'm
going
to
kind
of
go
into
some
of
these
strategic
goals,
and
as
we
talk
about
them,
we
know
that
those
goals
in
the
board
as
we
adopt
this
revolves
around
four
priorities:
investing
in
youth
being
financially
sustainable,
protect
the
environment
and
engage
communities
of
power.
C
So
again
those
four
priorities
that
I
just
mentioned
and
the
first
part
that
we
talked
about
strategic
direction,
a
which
is
investing
in
youth.
So
in
September
of
2019,
we
again
produced
closing
the
gap.
Investing
in
youth
and
really
we
looked
around
was
NPR.
B's
investment
in
youth
has
increased
slightly
that
this
board
in
this
organization
is
done,
but
it's
not
enough
to
fill
the
gap.
When
we
did
the
study,
we
looked
at
basically
back
in
early
2000
up
to
2019.
C
We
looked
at
a
current
service
level
of
programs
that
we
provided
for
youth
that
we
continued
to
do,
but
we
also
looked
at
the
investment
that
was
provided
to
youth
and
if
you
look
at
the
graph,
you
see
that
the
investment
in
youth
was
declining,
but
our
services
remain
the
same
after
19
years.
When
you
look
at
the
end
of
it,
the
gap
between
those
two
things
between
those
two
lines
was
really
around
two
million
dollars
and
those
numbers
vary
because
it
could
be
depending
upon
what
we
can.
C
What
we
can
get
from
philanthropic
or
zation
is
a
privatization
or
whatever
it
might
be,
or
it
could
be
more
because
it
depends
on
what
we
do
to
invest
in
youth,
but
we
moves
the
gap.
The
gap
is
around
two
million
dollars.
What
we
also
understand
is
that
we
need
a
quality,
innovative
programs
to
serve
the
youth,
and
we
know
that
that's,
regardless
of
their
ability
to
pay,
so
that
gap
is
exists.
C
C
C
We
are,
we
have
the
staff,
we
have
the
buildings,
we
have
the
skill,
we
have
the
people
to
do
the
work
and
we're
committed
to
show
that
work
and
to
be
able
to
prove
and
show
the
abilities
that
we
have
within
Park
and
Recreation
to
meet
the
needs
of
our
youth,
which
is
critical.
So
when
we
looked
at
the
recommended
budget
for
another,
what
we
call
payment
towards
filling
that
gap,
which
the
board
is
very
clear
directing
we
looked
at
hiring
60,
youth
and
high
quality
employment
programs.
We
do
that
exceptionally.
C
Well,
as
we
all
know
that
we
have
right,
probably
one
of
the
best
programs
for
youth
in
the
city
that
we
provide
for
our
young
people.
We
operate
two
ideation
spaces
to
teach
digital
literacy
skills
and,
at
those
ideation
spaces,
want
to
be
very
clear
about
what
they
are.
These
are
opportunities
for
our
youth
to
really
work
in
and
to
being
a
space.
That's
peer
to
peer,
that
is
about
technology.
It's
about
digital
literacy.
C
They'll
be
working
with
our
kids
across
the
city,
not
one
location
before,
and
we're
really
proud
of
that.
And
so
we
want
to
be
able
to
again
offer
that
out
as
as
an
opportunity
and
also
to
establish
a
Youth
Advisory
Council
to
engage
staff
and
community
to
advance
the
programs.
We
talk
about
youth
all
the
time
we
want
to
make
sure,
on
behalf
of
the
youth
and
on
their
backs,
that
we
are
doing
the
right
work
for
them.
C
That
they're
president
every
one
of
our
meetings
and
they're
present
at
the
things
that
we
do
for
our
youth
that
they're
there
and
they're
speaking
on
behalf
of
themselves.
We
want
to
make
sure
that
we
can
look
them
in
the
eyes
and
we
can
say
we
are
investing
in
you.
We
are
committed
to
you
and
we're
gonna
do
right
by
our
youth
in
the
city
of
Minneapolis.
C
We've
taken
great
strides
and
have
made
really
thorough
organizational
performance
initiatives
and
passing
the
MPP
20.
The
budget
for
the
first
time
reflects
the
current
services
levels
and
includes
maintaining
service
level
standards
for
park
acquisition,
development
improvements
and
expansion.
So
empathy
addresses
neighborhood
park,
infrastructure
funding
gaps
and
to
remain
in
recreation
services.
Lurie
regional
park
system
and
enterprise
fund
operations,
the
recommended
budget
includes
a
5.7
percent
property
tax
levy
to
maintain
current
service
levels,
which
includes
a
5.8
percent
increase
in
the
general
fund
and
a
3.9
percent
increase
in
tree
preservation
and
reforestation
levy.
C
But
tax
levy
does
not
close
the
gap
for
the
youth,
so
that's
not
including
there
and
from
for
you
that
environmental
initiatives
it
comes
from
increases
and
established
fees,
addition
to
new
fees
and
service
reductions
in
every
division.
So,
even
though
the
tax
levy
did
not
fund
that
we
as
an
organization
made
sure
that
we
looked
at
different
models
to
relation,
we
balance
this
budget
and
we
support
the
initiative
that
we
were
asked
to
support
our
youth
in
the
city
of
Minneapolis
and
Park
and
Rec
retains
direction,
see
protect
the
environment.
C
The
mission
statement
for
the
park
board
is
Minneapolis,
Park
and
Recreation
board
shall
permanently
preserve,
protect,
maintain
improved,
enhance
its
natural
resources,
parkland
and
recreational
opportunities
for
current
and
future
generations.
We're
committed
to
that
the
comprehensive
plan
and
strategic
direction.
You
flecked
the
commitment
to
enhance
open
spaces
and
natural
areas,
management
decrease,
NPR,
a
carbon
footprint
and
to
increase
the
use
of
electric
vehicles
and
reduction
in
pesticide
use.
C
The
recommended
budget
includes
management
analyst
position
focused
on
energy
sustainability
and
efficiency,
implementation
of
energy
management,
software,
installation
of
electric
vehicle
plug-in
infrastructure
and
the
continued
reduction
of
greenhouse
gas
emissions.
Emissions
using
carbon
footprint
analysis
scoping
efforts
for
shoreline
management
plan,
development
of
urban
forest.
C
Strategic
direction,
deep,
which
is
the
last
one
that
I
know
that
the
board
of
courses
we
looked
at
some
gaygent
means
of
power
and
we
serve
the
people
of
Minneapolis,
and
so
it's
paramount
that
the
success
that
we
build
upon
really
a
strong
and
unique
connection
we
have
with
our
residents
and
to
make
sure
that
we
are
always
vigilant
and
we're
always
engaging
our
community.
So
we
talked
about
the
inclusive
to
the
public
agencies
that
need
to
recognize,
engage
all
community
members
and
to
create
a
sense
of
belonging
ownership
and
power.
C
This
work
continues,
along,
of
course,
the
racial
equity
action
plan
and
through
the
community
participation
and
various
advisory
councils
and
committees,
which
we
know
we
have
many
of
them
and
I'm
proud
to
be
part
of
those
and
they've,
been
instrumental
in
the
work
that
we
do
and
the
decisions
we
make.
The
recommended
budget
includes
implementation
of
a
language
access
plan,
the
development
of
a
public,
a
police
officer,
career
pathway
for
non-traditional,
diverse
candidates
and
the
expanding
of
an
ambassador
program
for
volunteer
support.
C
So
the
the
budget
is
really
a
culmination
of
the
great
deal
of
work
really
talking
about
really
in
thoughtful
consideration
from
the
Board
of
Commissioners.
All
of
you
that
we've
met,
of
course,
that
we've
had
our
meetings,
our
budget
retreats
and
really
staff.
So
the
budget
retreats
began
with
the
board
retreats
in
May
of
2019
of
this
year.
We
received
input
from,
of
course,
the
commissioners-
oh
well,
I'm.
C
Sorry,
we
were,
we
will
receive
input
from
commissioners
in
the
public
in
November,
the
next,
the
next
month,
of
course,
and
December
of
2019
we'll
be
completing
the
it'll
be
completed.
Of
course,
we
briefed
the
board
December
11th
of
2019
when
the
board
and
commissioners
formally
adopts
the
2020
annual
budget.
C
So
the
board
direction
for
developing
the
2020
budget,
the
the
board
further
defined
the
framework
for
the
April
2019
when
it
adopted
performance
goals
for
which
each
strategic
direction
and
set
the
mechanism
in
place
by
which
this
but
which
myself
and
the
executive
team
and
the
organization
a
whole
will
follow.
So
again,
these
performance
goals
were
established
in
nineteen
and
also,
of
course,
for
the
2020
18:22
strategic
direction.
C
So
we
began
to
restructure
the
MPR
B's
budget
process
to
also
better
align
with
the
city
of
Minneapolis
for
improved
communication,
and
it
was
unprecedented,
but
we
began
that
process
and
collaboration.
The
city
and
the
mayor's
budget
process
I'm
very
proud
to
say
that
that
was
a
great
experience
and
it
was.
It
was
a
great
exercise
for
us
to
really
look
at
the
sales
budget
and
to
align
that,
of
course,
the
former
treats
began
in
May.
C
The
factors
that
impacted
their
finding
within
our
five-year
financial
outlook
and
the
2008
budget
was
around
operational
impacts
to
meet
residential
growth
with
the
city,
including
the
Commons
labor
contract
negotiations,
the
Enterprise
Fund
and
the
internal
service
funds.
Stabilization
work
for
stabilization
and
the
city
minimum
wage
increase.
C
Those
were
the
parties
that
were
clear
to
us
and
what
we
made
sure
that
we
were
going
to
address
and
in
August
the
mayor
recommended
at
5.7
percent
maximum
property
tax
levy
for
NPR,
be
that
tax
levy
supported
really
the
current
service
level.
But
no
additional
funds
for
youth
or
the
environment
were
part
of
that
budget.
But
of
course
it
included
the
eight
hundred
twenty
thousand
dollars
in
the
city
sources
to
maintain
the
Commons
and
that's
a
year-to-year
investment,
but
eight
or
twenty
thousand
dollars
is
present
for
Commons
for
2020
in
September
NPR
be
approved.
C
C
So,
knowing
that
there's
factors
that
are
impacting
the
2020
budget,
so
key
service
and
financial
challenges.
Of
course,
when
we
looked
at
it,
we're
looking
at
closing
the
gap.
Investing
the
youth
investing
in
youth
that
the
report
identifies
a
two
million
dollar
annually
to
to
close
the
gap.
So
we
know
what
the
report
was
telling
us
and
we
know
that
there's
two
million
dollar
gap
and
investing
in
our
youth,
recreation,
centers
and
programs
and
youth
development
services
so
to
meet
the
needs
of
the
residence
recreation.
C
C
As
we
look
at
the
Commons.
So
we
know
the
comments
right
now.
The
responsibilities
that
impair
thee
as
of
May,
1st
hills
and
I
t's
is
the
Commons.
We
know
right
now,
there's
a
district
court
and
appeals,
but
it's
our
Park
future
operations
and
as
far
as
how
the
Commons
operates
and
programming
costs
will
remain
an
issue
going
forward.
But
we
are
aware
of
that
and
we're
not
sure
exactly
what
those
consequently
will
be.
C
But
we
know
that
Commons
is
a
part
of
our
future
going
forward
and
we
will
see
hopefully
next
year,
when
the
district
court
makes
a
decision
where
Commons
will
land.
We
also
have
to
be
aware
of
partnership
agreements
and
Park
System
expansion,
so
the
board
on
the
board
decisions
that
require
operating
and
programming
funding,
to
sustain
our
service
levels
without
exhausting
is
this
existing
staff
resources.
C
So
we
know
that
we
have
existing
parks,
that
we
are
expanding
and
growing
and
we
can
name
them
off,
but
we
have
to
also
be
aware
that
those
factors
will
impact
Park
operations
and
funding
sources,
and
also
we
look
at
carbon
footprint
analysis.
So
our
urban
forest
benefit
and
public
building
energy
data
known
and
also
the
analysis
needed
for
other
mpre
practices
that
release
carbon
that
released
carbon.
C
So
we
want
to
make
sure
that
we
are
studying
our
carbon
footprint
and
we're
giving
the
proper
date
analysis
around
the
carbon
footprint
and
I
do
know
that
the
Fortune
Department
has
developed.
A
really
extensive
study
are
on
the
benefits
of
trees,
using
the
u.s.
for
certs
us
for
sirs
I
tree
software
to
understand
the
carbon
sequestration
of
trees,
and
then
this
objective
is
to
generate
a
detailed
carbon
footprint
of
the
entire
organization
in
order
to
set
inform
goals
for
reducing
and
measuring
our
own
environmental
impacts.
C
So
we
are
moving
forward
with
that
and
very
proud
of
the
work.
That's
gonna
be
done
with
that,
so
factors
also
impacting
soki
service
and
financial
challenges.
We
lose
the
electric
vehicle
fleet
analysis,
so
we
look
at
ongoing
evaluations
needed
to
transition
from
traditional
fossil
fuels
to
hybrid
and
electric.
We
look
at
the
pesticide
free
parking
ounces,
so
2018
we
look
to
the
moratorium
for
using
lysa
fee
on
using
glass
of
fate
and
the
formation
of
the
pesticide
Advisory
Committee.
Many
of
the
committee
recommendations
require
greatest
resources
going
forward.
C
We
look
at
increased
expectation,
demand
for
snow
removal,
mowing
and
weed
harvesting,
so
more
staff
are
needed
to
increase
snow
removal
paths
and
mowing
and
wheat
harvesting
that
we
have
talked
about
in
our
system
to
make
sure
we
are
addressing
the
needs
of
the
community
when
it
comes
to
mowing
and,
of
course,
moving.
Our
paths.
C
I'll
probably
say,
though,
that
in
the
system,
when
people
talk
about
our
greenways
and
our
pathways,
I
always
hear
that
those
are
always
cleared
before
in
the
city,
streets
or
the
cities,
so
I'm
very
proud
of
that,
and
so
we
do
great
work
around
that.
But
there's,
of
course,
always
that
greater
need
to
make
sure
that
we're
on
top
of
that
and
and
doing
the
proper
work
as
we
look
at
ordinance,
review
and
updates
phase
1
has
been
done.
C
Looking
at
that
work,
it's
anticipated
that
legal
and
professional
services
will
be
required
to
review
the
ordinances
from,
of
course,
multiple
perspectives,
including
its
usefulness,
lawfulness
and
racial
equity,
and
also
be
required
to
complete
this
review.
So
we
we
anticipate
that
there
will
be
more
work.
That's
going
to
be
needed
to
move
forward
with
that
and,
of
course,
the
city
minneapolis
said
it's
$15
minimum
wage
ordinance.
C
And
if
you
look
at
the
number
of
statistics
here,
we
know,
there's
gonna,
be
a
greater
impact,
of
course
to
the
organization
up
to
2023
project
impact
of
2.5
million
dollars
and,
of
course,
the
minimum
wage
will
be
indexed
to
inflation
after
the
targeted
$15
an
hour
wage
is
reached,
but
these
are
significant,
of
course,
factors
impact
impacting
organization,
so
we're
looking
at
key
service
and
financial
challenges
ahead
of
us,
and
these
are
other
financial
challenges.
So
we
have
union
negotiations
or
you
negotiated
settlements
and
organization.
Wide
salary
study
impacts.
C
We
look
at
inflationary
increases,
especially
around
construction
costs,
some
other
examples.
Internal
service
rate
increases
for
stabilization
of
mobile
equipment,
fleet
and
information
technology,
operation
facilities,
investment
needed
to
our
operations
facilities
to
make
sure
that
they're
meeting
the
needs
and
only
for
an
efficiency,
but
also
the
needs
of
the
staff
that
are
operating
on
those
buildings.
So
these
are
just
some
examples
that
you
can
look
through.
Obviously,
that
are
going
to
be
factors
impacting
are
factors
impacting
our
2020
budget.
C
So
we
know
that
for
the
fourth
year
of
MPP,
20,
3.5
million
that
for
the
MVP
20
operating
cost
and
general
fund,
10.5
million
of
that
is
for
rehabbing
capital,
so
2.5
for
the
pre
empathy,
20
and
a
8
billion
for
MP
between
self
and
capital
projects
and
funds.
So
we
also
make
sure
we
contain
the
use
of
use
the
racial
equity
tool
for
department,
budget
requests
and
impacts
to
ensure
addition,
additions
and
reductions
to
recommended
budget
either
to
enhance
racial
equity
or
that
did
not
increase
racial
inequity.
C
So
we
wait,
of
course,
the
commissioners
staff
inputs
with
me
to
provide
services
within
our
existing
research
resources,
knowing
radon
5.7
percent
tax
levy
and
the
balanced
budget
provides
progress
towards
the
board
established
performance
goals
through
carefully
considered
increase
these
increases
and
fees
and
charges
the
addition
of
new
fees
and
charges
and
the
service
reductions
and
NPR
B
divisions.
So
this
team
had
worked
very
hard
to
look
at
how
we
balance
revenue
or
cost
also
with
basically
service
reductions.
So
we
looked
at
a
balance
between
those
two.
C
So
the
general
fund
initiatives
again
it
changed
in
2020,
so
we
have
a
current
service
level
and
that's
supported
through,
of
course,
the
maximum
property
tax
level
levy.
And
so
we
know
that
we're
going
to
meet
service
delivery,
needs
of
new
resident
growth
and
areas
traditionally
not
non-residential
to
maintain
to
maintain
the
service
delivery
levels
for
system
development,
improvements
and
expansion
and
to
meet
the
responsibilities
set
by
partnership
agreements,
memorandums
of
understanding
and
other
agreements
adopted
by
the
board.
C
So
these
are
areas
of
course,
that,
as
we
encourage
settles
of
the
current
service
levels,
that
were
me
and
those
supported
through
the
maximum
property
tax
levy,
so
the
strategic
direction,
performance
goals,
initiatives
that
has
been
put
forward
or
placed
in
front
of
us
and
so
I'm
going
to
go
through
these
real
quickly.
So
some
of
the
areas
we
course
we
looked
at.
We
hiring
60
additional
youth
and
high
quality
of
in
programs.
C
When
we
talked
earlier,
we
talked
about
adopting
or
operating
to
ideation
spaces,
to
teach
digital
literacy
and
to
gauge
youth
and
variety
of
technology
to
provide
free,
after-school
programming
for
up
to
80
youth
at
four
sites.
Within
our
park
system
to
improve
service
levels
for
snow
removal,
mowie
and
weed
harvesting,
implementation
of
energy
management,
software
management
analyst
position
focused
on
energy
sustainability
and
efficiency,
and
then
Water
Resources
lead
positions.
C
So
when
we're
looking
at
then
balancing
that
with
looking
at
bouncing
with
with
our
fees
and
charges
not
walk
through
these,
so
we're
looking
at
increasing
established
fees
and
charges,
we're
looking
at
administrative,
administrative
and
overhead
charges
for
other
funds
planning
charge
back
rate,
the
worth
pavilion
rental
fee.
We
look
at
recreation,
center,
youth
field
rentals
and
we
look
at
semi
premier
field,
rental
fees
and
Recreation
Center
programs
and
rental
fees
and
what's
important
to
recognize
about
that,
is
we
look
at,
for
instance,
recreation,
center
programs
and
rental
fees.
C
We're
looking
at
really
in
the
increase
in
usership
and
rentals
are
generated
by
parks
with
the
ability
to
pay.
When
we
look
at,
for
instance,
new
fees
and
charges
in
you
know,
field
rentals,
I'm,
sorry,
we're
looking
at
fees
charges
we're
always
looking
at
innovative
ways
to
fund
or
diversify
revenue.
So
it's
just
looking
at
different
opportunities,
so
new
fees
and
charges
we're
looking
at
research,
research,
establishing
specialized
filming
and
permit
these
storage
locker
lease
revenue
share,
low-impact
ceremony,
permit
fees,
stormwater
agreement
fees
for
new
services
and
for
an
example,
wood
processing,
site
release.
C
These
are
just
some
areas
as
we
look
at
changes
to
the
general
fund.
These
are
some
areas
that
we're
using
to
balance
out
to
make
sure
that
we
balance
our
our
budget
and
opportunities
that
we
have
within
fees
and
charges.
We
also
are
looking
at
then,
of
course,
the
general
fund
initiatives
and
changes.
We
look
at
service
level
reductions
and
specifically
look
at
position
eliminations.
Some
of
these
are,
of
course,
in
front
of
these
summer.
Marketing
assistant
committee
outreach
part-time
office,
Support
Specialists,
financial
and
performance,
analysts,
design,
project
manager
and
engineer
project
manager.
C
Those
are
some
position
eliminations
that
we
looked
at
that
we're
placing
in
front
of
you.
We
also
look
at
program
and
service
reductions,
so
movies
and
music
series
and
part-time
staffing
at
events,
the
generally
being
water
park
mini
golf
victory
and
lyndale
school
park.
Wading
pool
extended
beach
hours
due
to
heat
changed
from
eighty
five.
Ninety
degrees,
outdoor
supervision
at
targeted
locations,
freedom,
school
as
examples
of
program,
service
reductions,
other
reductions
of
course,
look
around
event.
C
Two
facilities
coordinator,
moved
to
enterprise
fund
and
operate
deficiencies
associated
with
energy
management
and
one
conservation,
core
crew
funded
through
other
sources.
So
again,
these
are
also
other
areas
of
service
level,
reductions
that
we
looked
at
again
to
balance
the
budget
and
to
make
decisions
on
what's
important.
So.
C
Other
initiatives
and
changes
to
the
2020
budget,
so
we
know
that
the
city
management
fee
and
contributions.
We
know
that
we
have
the
inner
and
twenty
thousand
dollars
in
revenue
expenses
for
the
commons.
We
know
that,
there's
investments
that
we
look
at
operation
facilities,
so
it
continues
the
Michael
P
Schmidt
operations,
centers
mortgage
payment
and
transfer
to
capital
projects
fund.
It
also
begins
the
incremental
investment
in
facilities
based
on
operation
facilities,
assessment
that
my
system
needs
gaps
and
opportunities
to
improve
for
improved
facilities
for
staff,
to
improve
efficiency
and
day-to-day
activities.
C
C
So,
of
course,
we
look
at
Park
land
acquisition
fund,
we're
also
very
aware,
and
the
available
riverfront
land
for
sale
is
really
outpacing
the
resources
available
to
making
purchases.
So
we
are
really
clear
that
we
have
to
have
that
fund
available
when
those
spaces
are
available
and
that
land
is
available,
that
we
have
those
resources
available
for
purchasing.
C
We
continue
to
the
general
fund
transfer
for
River
first
land
acquisition
that
we're
also
very
aware
that
we
need
to
also
have
those
funds
to
build
a
continue,
look
at
River
first
and
look
at
the
land
acquisition
as
it
comes
to
park,
lat,
Park,
land
acquisition
funds.
We
also
are
concerned,
and
we
look
at
the
historic
and
iconic
home
funds
we
were
looking
at.
Dedicated
funding
is
needed
to
ensure
historic
homes
are
properly
maintained
and
sustained
an
organization.
There
are
many
homes.
C
We
look
at
right
now:
the
art
Godfrey
house,
the
John
HD
Vince
house,
the
Longfellow
house,
the
theater
worth
home
these
assets
that
we
have
within
our
organization
within
our
within
Park
and
Recreation,
and
we
need
to
pay
attention
to
those
homes.
I
know
there's
a
lot
of
work
that
needs
to
be
done
on
these
houses
and
these
these
sites
theta
worth,
of
course,
being
historic
home
was
in
2002,
so
the
$40,000
in
one-time
funds
to
do
an
assessment
on
these
projects
in
these
capital
areas.
C
So,
and
we
also
then
of
course,
look
at
the
general
access
fund
balance,
naturally
supporting
funding
designated
for
one-time
activities
up
to
a
total
of
$300,000
$300,000.
Three
hundred
thousand
and
some
of
those
areas
are
around
employee,
onboarding
software
development,
energy
management,
software,
late
management
plans,
automated
lighting
and
even
fields.
Those
are
what
those
are
you
for,
and
so
again
we
can
share
these.
C
C
The
2020
is
year,
seven
of
the
eight
year
plan
to
remove
and
replace
ash
trees
and
replant
trees
lost
during
the
storm.
So
a
plan
is
really
needed
for
the
future
tree
replacement
due
to
disease.
Of
course
and
storms-
so
that's
really
important
and
it's
something
that
of
course,
initiatives
that
we
need
to
be
aware
of
and
move
towards.
C
We're
looking
at
a
really
continued
alignment,
aligning
activities
of
the
enterprise
and
general
funds
and
really
to
improve
conditions
of
the
enterprise
fund.
So
some
of
the
Future
Fund
concerns
that
you'll
see
before
you
is
really
annual
subsidies
to
general
fund
the
golf
industry
decline.
The
debt
up
obligations
have
resulted
in
inadequate
fund
reserves
to
meet
capital
investments
and
the
needs
of
the
enterprise
facilities
and
the
deferment
of
the
Enterprise
Fund
for
capital
improvement
projects.
Our
enterprise
fund
is
is
definitely
a
concern
of
the
challenge.
C
Moving
forward,
Golf
has
operated
a
loss
for
the
past
six
years
and,
as
a
ten
year,
2009
to
2018
average
net
loss
of
three
to
eighty
three
thousand
three
hundred
twenty
eight.
So
the
commitment
to
evaluate
the
alternatives
and
develop
a
long-range
plan
within
the
park
system
is
imperative.
When
every
balls
are
in
golf
again,
you
can
take
off
and
you
can
change
you
in
The
Times
and
you
can
say
me
over
the
four
years
and
that
will
be
greater,
but
going
back
to
2009
it's
an
average
of
four.
C
So
this
is
something
we
need
to
really
look
at.
It
pay
attention
to
as
capital
improvements
become
necessary,
of
course,
and
reserves
are
available,
debt
which
is
more
costly
as
utilized.
So
again,
it
really
hinders
us
from
then
improving
other
enterprise
assets
when
we
have
a
loss
with
the
enterprise
in
these
particular
funds.
So
the
recommended
budget
includes
a
capital
improvement
program
to
begin
condition.
Assessments
for
the
major
asset
categories
within.
C
C
At
mill
ruins
and
adding
a
paid
parking
on
the
bidet
Mecosta
Parkway
at
the
Calhoun
Executive
Center
Lots
event.
Permit
revenue
increases
from
new
promotion,
commercial
and
food
beverage
booths
concession
revenue,
reductions
at
videmic
Casca
until
new
building
is
constructed.
We
know
that
that
is
an
impact
to
our
Curt
Enterprise
Fund
golfy
increases
in
service
level,
reductions
from
elimination
of
the
Gulf
Director
position
and
conversion
of
to
part-time
customer
service
staff
to
Ice
Arena.
Administrative
support
positions
are
all
within
this
budget
as
we're
looking
at
initiatives
to
our
enterprise
fund.
C
So
we
will
get
debt
service
and
improvements.
The
Enterprise
Fund
from
2020
to
2025
capital
plan
and
and
planning
and
assessments,
design
and
construction
of
the
bidet
Mecosta
concession
building
code
requirements,
constructions
for
mental
growth,
golf
course,
and
temporary
buildings,
temporary
building
and
the
theater
worth
parking
lot
improvements
and
replacement
of
the
gross
golf
storage
building.
These
are
all
the
provements
that
we're
going
to
be
having
along
all
of
these
systems.
Infrastructure
is
what
we're
working
at
right
now
their
disservice
and
improvements
to
these
assets
through
our
system.
C
The
phase
investments
have
taken
place
over
the
past
five
years
and
have
improved
the
conditions
of
the
fund.
But
again
we
historically
look
at
information
technology
looking
at
deferred
maintenance
or
deferred
investment
in
IT.
So
we're
going
to
turn
internal
services,
funds,
department
initiatives
and
changes
in
2020
the
additions
of
a
part-time
technical
support
position
to
support
the
external
public
facing
operations,
including
ideation
spaces,
making
sure
we
have
the
infrastructure
support
the
new
technology.
C
So
those
are
some
areas,
of
course,
as
part
of
this
budget,
as
we
look
at
internal
service
funds
and
changes
within
the
2020
budget,
so
capital
improvement
and
program,
the
CIP
initiatives
and
change
to
the
2020
MPR
vias
first
and
bowling
Park
agency
in
the
country
to
buy
ordinance
entered
it,
put
its
entire
CIP
to
specific
and
transparent
data-driven
measures
to
ensure
racial
and
economic
economic
equity
and
are
accounted
for
in
our
funding
allocations
back
in
2016.
This
criteria
based
system
for
capital
and
rehabilitation
neighborhood
park
audience
was
adopted.
C
2019
the
criteria
based
system
for
regional
park
systems
was
allocated
or
was
allocated
as
part
of
the
ordinance.
So
the
recommended
budget
includes
proposed
2025
CIP
that
reflects
youth
of
both
ordinances
and
the
development
of
the
recommended
capital
allocations,
and
with
that,
I
am
now
going
to
turn
us
over
to
director
Julie
Wiseman
for
further
updates.
H
M
M
So
the
first
section
of
the
budget
book
contains
the
superintendent's
budget
message
and
the
budget
highlights.
So
that's
the
information
that
the
superintendent
has
just
presented
to
you.
So
if
you
want
additional
information
or
are
interested
in
a
specific
item,
you
would
look
in
this
section
for
that
information.
M
The
next
section
of
the
budget
book
is
the
strategic
directions.
I'm
going
to
just
spend
a
little
bit
of
time
here,
because
this
section
of
the
budget
book
has
has
expanded.
So
you
will
now
see
the
street
2018
to
2022
strategic
directions.
You
will
also
see
the
performance
goals
that
were
adopted
in
April
of
2019.
M
You
are
also
going
to
see
milestones
where
the
divisions
now
that
are
responsible
for
each
of
these
areas
have
elaborate
as
what
their
milestones
will
be
each
year
between
2019
to
2022,
and
then
we
also
have
included
accomplishments.
So
we've
included
things
that
have
happened
in
2019
and
then
the
items
that
are
now
reckon
ended
in
the
superintendent's
recommended
budget.
So
on
your
screen,
I'll
bring
you
to
I.
M
M
M
The
next
thing
that
I
will
point
out
is
that
each
department
has
department
goals
and
so
I'm,
showing
the
example
of
the
recreation,
centers
and
program
department
goal
around
the
development
and
implementation
of
to
ideation
spaces.
We
we
identify
those
goals,
we
link
them
to
the
comprehensive
plan.
We
link
them
to
the
strategic
direction
and
the
strategic
direction
performance
goals,
and
then
we
also
identify
it
if
it
is
directly
linked
to
the
racial
equity
action
plan.
So
for
this
particular
goal,
it's
aligned
with
all
three
of
those
documents.
M
M
Then
we
get
into
the
financial
sections
of
the
budget
book.
The
first
section
is
property
taxes
and
local
government
aid.
What
I'd
like
to
highlight
for
property
taxes
is
again
the
BET's
set
the
maximum
levy
at
five
point:
seven
percent
or
sixty
nine
point,
five
million
dollars
and
that
funds
our
current
service
level,
but
does
not
close
the
gap
on
our
youth
investment.
I
will
highlight
that
the
city's
city's
property
tax
went
up
to
seven
point:
seven
percent
for
a
total
city
tax
increase
of
seven
percent
local
government
aid
between
2008
and
2011.
M
During
the
economic
downturn
state
budget
deficits
resulted
in
substantial
reductions
to
local
government
aid.
Local
government
aid
has
stabilized
and
if
the
increasing
since
in
since
2014,
but
we
have
not
reached
our
certified
high
amount.
That
was
back
in
2010
of
ten
point.
Six
million
for
2020
the
NPR
B
expects
to
see
an
increase
of
just
over
two
hundred
and
fifty
thousand
dollars
in
LGA
for
a
total
of
nine
point,
six
million.
M
M
You
added
1.2
million
to
environmental
stewardship
this
year,
you're
adding
2.5
million
to
environmental
stewardship.
A
lot
of
those
increases
are
based
on
union
negotiations,
environmental
initiatives
that
this
board
is
supporting
and
providing
funding
for
and
then
in
recreation
you're,
seeing
a
1.5
million
increase
in
to
2019
between
18
and
19,
and
another
1.6
million
dollar
increase
going
into
2020.
M
The
thing
that
you
can't
see
in
in
our
presentations
in
the
way
that
we
account
for
youth
programming
is
that
youth
programming
and
youth
initiatives
and
youth
employment
is
throughout
our
entire
system.
So
I
precept
are
provided
a
chart
for
youth
programs
and
youth
employment
throughout
our
entire
system,
and
you
can
definitely
see
the
growth
in
the
youth
program
speed
since
the
start
of
2018,
so
in
2018,
youth
programs
and
services
was
twelve
point,
eight
million.
It
was
fifteen
point.
Nine
percent
of
our
general
fund
budget
in
2019.
M
Your
approved
budget
contained
thirteen
point,
nine
million
for
youth
programs
and
services,
which
was
sixteen
point.
Five
percent
of
the
general
fund
budget
and
now
with
the
recommended
superintendent's
recommended
budget,
youth
programs
and
services
is
fifteen
point
two
million
or
17.1
percent
of
the
general
fund
budget.
So
again,
that's
all
the
additional
youth
initiatives,
the
in
a
multi
SiC,
Innovation
Fund.
It's
the
impact
of
the
$15
minimum
wage
as
that
increase
and
impacts
the
work
workforce.
M
The
next
section
of
your
budget
book
is
the
special
revenue
funds.
The
items
that
are
accounted
for
in
the
special
revenue
funds
is
the
tree
preservation
and
reforestation
levy
and
then
those
items
that
are
reserved
for
specific
purposes.
So
the
lottery
and
lieu
of
operations
and
maintenance
money
that
is
received
from
the
state
and
then
allocated
out
through
the
CIP
program,
your
Park
dedication
fees
are
received
by
the
park
board
and
then
allocated
out
to
this.
The
CIP
as
projects
are,
are
allocated
those
park,
dedication,
fees.
M
The
next
section
of
the
budget
book
is
the
enterprise
fund
and
I.
Think
you
have
heard
me
say
many
times
that
arcade
parking
is
actually
the
service
that
provides
most
of
the
revenue
in
the
enterprise
fund.
At
this
point,
so
I
was
glad
to
find
a
picture
of
our
hate
parking
for
the
enterprise
fund.
So
looking
at
our
enterprise
fund,
our
revenues
are
going
up
slightly
based
on
fee
increases.
The
thing
under
revenue
that
I
will
highlight
is
the
insurance
proceeds.
We
have
received
the
first
installment
on
the
bidet
macaca
building.
M
If
you
look
at
the
operating
income
by
functional
unit
again,
parking
is
estimated
to
bring
in
1.7
million
dollars
next
year,
use
an
event
permitting
and
vendor
agreements
and
concessions.
So,
even
with
the
loss
of
revenue
at
the
daily
Casca,
we
are
still
looking
to
have
a
net
operating
income
of
over
just
over
a
million
dollars
in
our
concession
and
agreement.
But
we
did.
We
did
eliminate
that
revenue
for
next
year
for
or
reduced
it
greatly
for
the
for
the
pad
ami
Casca
operation.
M
While
it's
under
construction
you'll
see
that
the
sculpture
garden
is
still
showing
as
a
small
operating
loss,
we
will
need
to
continue
to
look
at
the
sculpture
garden
as
we
are
weighing
whether
it
will
turn
into
a
self-supporting
operation
or
potentially
or
potentially
have
to
move
that,
and
then
I
will
highlight
golf
golf
golf
is
estimated
to
lose
$400,000
last
year
or
next
year.
This
includes
we
had
to
raise
golf
fees.
You'll
see
that
near
budget
adjustments.
M
So
again,
golf
operations
is,
is
a
priority
of
this
superintendent
and
looking
into
the
future
of
what
golf
looks
like
for
the
part
board
and
then
I've
got
the
debt
service
Merck
payments
this
year,
you
will
see
a
six
year
CIP
for
golf
in
your
budget
book
and
just
like
we
did
with
NPP
20
when
we
started
off
with
MPP
20.
The
first
thing
we
needed
to
do
was
do
an
asset
inventory
and
do
an
assessment
on
the
conditions
of
all
those
assets.
M
The
internal
service
funds
is
the
next
section
of
the
budget
book.
We
have
three
internal
service
fund
operations,
we
have
the
equipment,
Information,
Technology
Services
and
then
the
self
insurance
fund
and
you'll
see
that
there's
just
some
slight
increases
in
revenue
and
some
slight
increases
in
expenses
in
that
area
and
then
the
largest
increase
is
in
the
mobile
equipment
replacement
and
again,
the
superintendent
identified
that
we
needed
to
do
some
catch-up,
so
we're
losing
fund
reserves
for
equipment
purchases.
M
The
next
section
is
actually
the
capital
project
section
which
Adam
our
Vinson
will
come
up
and
talk
about,
but
before
I
turn
that
over
to
him,
I
wanted
to
talk
about
the
personnel
summary
and
my
favorite
slide,
which
shows
full-time
workforce
for
the
entire
park
board.
So
all
funds
and
you'll
see
that
there
was
a
great
decline
during
that
you
know
the
economic
downturn
and
then,
since
2014
we
have
been
rebuilding
our
full-time
workforce
and
I.
Think
I've
heard
you
know
I've
heard
a
lot
of
times.
Well,
why
do
we
use
2003?
M
M
We
still
have
deficits
in
regional
maintenance
operations,
so
I'm
not
here
to
say
that
601
is
where
we
need
to
land,
but
I
am
looking
forward
to
the
data
and
the
analytics
and
and
the
information
that
we
will
be
receiving
through
view
works
and
through
active
net
and
through
all
of
all
of
these
systems
that
we
now
have
in
place
to
really
identify.
What
is
the
proper
level
of
staffing
for
our
organization
so
now,
I
will
turn
it
over
to
Edmondson.
N
You,
director
Wiseman
commissioners,
thank
you
for
the
opportunity
to
speak
to
you
today
about
the
capital
improvement
plan
which
you're
getting
handed
out
to
you
right
now,
always
a
danger
to
give
a
lot
of
numbers
and
data
right
before
I
speak,
but
there's
gonna
be
plenty
of
time
to
dig
into
them
and,
as
always,
I'm
happy
to
answer
questions,
however
detail
they
might
be
as
we
go
through
future
meetings.
Tonight,
I'm
going
to
give
an
overview
of
the
capital
improvement
plan.
That
is
in
front
of
you
today.
N
There
are
nine
pages
and
they're
numbered,
so
hopefully
that
helps
navigate
just
to
give
a
really
quick
overview.
The
first
four
pages
are
the
capital
improvement
plan
itself,
following
that
are
four
pages
of
our
neighborhood
and
then
regional
equity
metrics.
These
are
the
updated,
2019
metrics
and
then
the
last
page
is
an
analysis
that
I'll
talk
a
little
bit
more
about
in
our
presentation.
N
This
is
a
new
analysis
that
we're
doing
this
year,
based
on
something
that
we
kind
of
have
been
hearing
from
the
community
about
so
the
capital
program
overview
that
we
have
is
divided
into
our
regional
and
our
neighborhood.
As
many
of
you
know,
we
try
to
keep
a
pretty
bright
line
between
those
regional
parks
and
neighborhood
parks
in
part
because
of
the
funding
rules
associated
with
each
one.
So
in
the
neighborhood
park
side
this
chart
shows
the
amount
of
money
that
is
being
allocated
in
each
of
those
years.
N
The
reason
why
it
varies
a
bit
is
primarily
because
of
park
dedications
we
do
only
allocate
to
park
dedications
in
the
first
couple
years
of
the
CIP
Park
dedication
change
tends
to
be
pretty
volatile,
so
we
don't
look
that
far
out,
so
you
can
see
park.
Dedication
is
about
at
about
1.04
million
dollars
in
2020
and
a
little
bit
less
than
2021
and
then
and
then
it
goes
away
but
doesn't
mean
we
won't
allocate
in
those
years
we're
just
going
to
wait
for
future
years
to
do
it.
In
the
regional
park
funding.
N
We
have
several
sources
that
fund
the
regional
parks,
including
Met,
Council
and
state
bonding
parks
and
trails
legacy,
funding
lottery
in
lieu
and
then
also
park
dedication
there,
where
in
a
year
that
is
actually
lower
funding
year
for
the
regional
parks,
because
it
is
a
bonding
year.
This
year,
which
means
that
our
bonds
for
the
regional
parks
won't
kick
in
until
next
year's
CIP,
so
you
can
see
on
that
top
line.
N
We
always
have
an
alternation
in
that
Met,
Council,
Regional,
Park
funding,
there's
always
a
zero
and
then
there's
a
number
and
that's
because
of
the
state's
biannual
bonding
process.
So
the
capital
program
in
front
of
you
uses
updated
2019,
neighborhood
and
regional
equity
rankings,
as
Julie
mentioned
earlier.
It
includes
all
existing
neighborhood
parks,
whether
they're,
developed
and
undeveloped.
N
According
to
the
ordinance,
we
also
continue
the
recommended
process
under
NPP
20
that
we've
used
historically,
which
is
to
honor
the
neighborhood
and
regional
projects
in
the
pre
and
pp20
CIP
generally
trying
to
keep
them
in
the
same
years
with
the
same
funding
amounts.
Those
are
starting
to
scroll
off
of
the
CIP
and
we
have
more
and
more
projects
that
are
brand-new
under
the
equity
rankings.
It
also
honors
the
neighborhood
of
regional
allocations
in
last
year's
CIP,
regardless
of
the
updated
2019
equity
rankings
we
feel
like
once
a
park
is
in
the
CIP.
N
It
stays
in
even
if
it
rank
if
the
unive
it's
ranking,
changes
when
project
delays
are
necessary.
We
use
the
2019
rankings,
then
to
determine
which
projects
get
delayed,
and
then
we
select
projects
in
the
2025,
which
is
the
outmost
year
using
those
2019
metrics,
so
really
quick
on
how
to
read
the
capital
improvement
plan.
Most
of
you
have
seen
this
before,
but
I
do
a
little
spiel
here
just
so
everybody
understands
how
to
follow
along.
So
all
the
way
over.
N
On
the
left-hand
side,
we
have
the
information
about
the
particular
project,
so
the
park
and
its
rank,
and
if
there
is
a
project
identified
specifically
most
parts
in
that
project
line,
have
a
general
description
called
plan
implementation.
This
allows
us
flexibility
to
work
with
the
community
when
we
get
closer
to
that
project
to
determine
what
out
of
a
master
plan
is
actually
built.
So
we've
moved
away
from
identifying
specific
projects
and
gone
more
towards
this
plan
implementation
language.
It
allows
us
to
scope
with
the
community
at
the
time
implementation.
N
N
So
the
colorful
column
that
you
see,
there
is
really
the
reason
for
a
parks,
inclusion
in
the
CIP.
So
when
we
first
started
with
the
NPP
20
program,
we
decided
to
transition
our
old
CIP
into
a
new
equity
driven
one
rather
than
wiping
out
everything.
So
the
parks
that
are
in
yellow
are
those
that
were
already
in
the
CIP
before
and
they
tend
to
keep
their
same
funding
year
and
amount.
N
The
parks
in
blue
were
added
by
NPP
20
brand
new
projects,
brand
new
parks
that
we
hadn't
considered
before
but
were
important
under
the
equity
ranking.
The
green
ones
were
both
within
the
pre
and
BB
20
CIP
and
also
had
an
equity
ranking,
so
they
typically
got
attributed
as
we
move
along,
and
you
can
see
in
your
CIP
this
year,
there's
less
and
less
yellow.
That
means
we
are
again
phasing
out
that
old
CIP
and
by
2022
our
entire
CIP
will
be
equity
driven.
There
will
be
no
sort
of
old
way
projects
anymore.
N
N
One
point
of
confusion
that
I
always
want
to
stress
is
that
the
reason
for
the
inclusion
in
the
CIP
is
different
than
its
funding
source,
and
the
reason
for
that
is
that
the
NPP
20
does
include
former
bond
funded
projects
that
we
got
from
the
city,
so
it
is
possible.
The
yellow
project
may
say:
NPP
20
has
its
funding
source
because
it
was
a
bond
funded
project
and
transitioned
into
the
NPP
20.
N
I'm
going
to
talk
about
in
the
very
next
slide
is
that
there
are
some
fields
that
are
highlighted
in
blue
and
the
fields
that
are
in
blue
are
parks
where
funding
has
been
normalized
to
address
what
we
feel
was
previous
underfunding
of
those
parks.
So
that's
one
key
change
in
the
CIP
this
year
and
I'm
going
to
get
into
that
right
now.
What
we're
proposing
in
the
CIP
is
it
is
the
2025
be
a
normalization
year.
N
Some
community
members
and
also
the
city's
long
range
Improvement
Committee,
have
come
to
me
and
asked
questions
about
how
we
determined
the
amount
of
funds
dedicated
to
a
particular
park.
So
we
have
an
equity
ranking
that
decides
when
a
park
gets
funds.
But
how
do
we
decide
how
much
so
what
we
did?
The.
N
Is
that
we
use
a
general
rule
of
thumb
based
on
the
park
size
and
the
amount
amenities
that
it
has,
but
that
rule
of
thumb
has
evolved
over
the
years
that
we
have
been
implementing
MPP
20.
So
what
we
did
is
we
decided
to
go
back
and
analyze
all
the
allocations
since
2017
in
order
to
understand
what
are
we
consistently
or
you
know
in
an
average
way,
allocating
to
different
parks
of
different
types
and
scales?
N
So
currently,
at
these
current
general
allocation
levels,
we're
going
to
get
through
all
the
parks
before
NP,
b20,
expires
and
I.
Think
that's
an
important
goal
for
everybody
involved,
but
some
parts
we
felt
were
found
to
be
underfunded
compared
to
other
parts
of
their
type
and
size.
So
in
2025
we're
proposing
to
essentially
catch
up.
We
want
to
normalize
that
funding
in
parks
that
we've
already
had
in
the
CIP
in
order
to
ensure
equity
and
funding
amounts,
we're
doing
a
pretty
good
job,
ensuring
equity
and
when
projects
get
into
the
CIP.
N
So
we
need
to
be
particularly
careful
and
make
sure
that
we
invest
fully
in
those
parks
so
how
normalization
works
we
allocate
we
as
I
mentioned,
we
analyzed
the
allocations
since
2017
and
we
looked
at
where
they
were
kind
of
averages
and
what
was
the
general
investment
in
different
types
of
parks?
We
established
three
tiers
of
parks.
Tier
one
are
the
largest
parks
with
the
most
amenities
tier
two
are
the
medium
and
small
parks,
with
many
amenities
or
large
parks
with
fewer
ones
and
Tier.
N
Three
are
those
parks
with
no
or
few
amenities
or
special
case
parks
like
the
Phillips
pool
and
Jim,
for
instance,
we
then
established
a
baseline
funding
amount
that
is
again
drawn
from
what
those
parts
were.
Typically
getting,
so
tier
one
parks
were
typically
getting
about
a
million
dollars
in
an
allocation.
It's
not
an
uncommon
allocation
for
us
to
make
tier
two
are
getting
about
750
and
tiered
three
being
the
special
cases,
sometimes
we're
much
lower
than
that,
because
you
could
build
out
a
whole
park
for
less
than
that.
N
We
also
then
looked
at
a
couple
of
qualifiers.
So
what
if
that
park
had
a
recreation
center
we
felt
like
it
should
get
additional
funding
to
address
things
in
that
Recreation
Center,
to
accomplish
some
of
the
goals
of
making
that
Center
more
welcoming
and
useful.
If
the
park
was
envisioned
to
have
major
changes
in
the
in
its
master
plan
that
often
costs
more
money
to
rearrange
things,
so
we
put
a
boost
on
there
too.
N
So
an
example.
Central
gym
was
a
Tier
one
park,
so
in
theory
it
should
get
a
million
dollars.
It
also
has
a
recreation
center
and
it
was
to
experience
major
change,
so
the
investment
in
that
Park
should
have
been
one
point:
eight
million
dollars
based
on
what
we
were
investing
in
similar
parks
across
the
system.
We
only
invested
1.1
million
dollars
in
that
park,
so
there
was
a
shortfall
of
$700,000
at
central
gym.
N
So
what
we're
suggesting
here
is
that
we
put
that
money
into
the
2025
CIP,
essentially
to
create
another
project
that
catches
that
park
up.
Another
example
is
Cleveland
Park,
it's
a
tier,
2
Park,
so
smaller
it
has
no
recreation
center,
but
does
experience
major
change,
so
the
investment
should
have
been
1.1
million
dollars
here
and
the
investment
was
less
than
that.
The
park
was
underfunded
by
about
two
hundred.
N
We
feel
these
are
the
parks.
They
were
fun.
They
were
underfunded
by
more
than
250
thousand
dollars
each
and
had
no
other
major
recent
allocation
and
the
total
underfunding
amount
is
about
5.7
million
dollars.
All
the
other
CIP
allocations
in
here,
we
felt
were
appropriate
based
on
the
averages
that
we
were
doing
across
the
board.
Especially
recent
allocations
are
much
more
in
line
with
this
than
some
of
the
earlier
ones.
N
We
are
doing
in
the
very
fresh
days
of
NVP
20
when
we
were
building
the
airplane
as
we
started
to
fly
it
even
with
this
normalization.
Here
we
can
still
make
improvements
in
the
parks
in
all
parks
prior
to
NVB
20
expiration,
at
this
rate,
so
we're
kind
of
taking
a
pause
for
a
year
catching
up
and
then
we're
gonna
go
right
back
to
what
we
were
doing
before
a
couple.
Other
nodes
in
the
2025
CIP,
something
I'm
very
excited
about
changes
in
the
in
years
are
extremely
limited
and
project
delays
are
non-existent.
N
There's
not
a
single
project
delay
within
the
six
years
of
the
CIP
over
last
year's
CIP.
So
that's
positive
after
the
normalization
in
2025,
we
do
get
two
additional
parks
into
the
CIP.
Typically,
we've
been
doing
between
8
and
11,
and
obviously
because
of
that
chunk
of
money,
that's
going
to
go
to
normalization
we
get
to,
and
those
happen
to
be
the
Oh
site
and
Bottineau.
Park
are
the
next
two
rankings
on
the
list
with
those
two
added
49
of
145.
Neighborhood
parks
now
appear
in
the
CIP,
so
we're
making
headway
funding.
N
Source
changes
do
appear
with
larger
projects
to
allow
flexibility
in
project
closeout.
So
even
some
of
our
big
NDB
20
projects
are
going
to
have
capital,
levee
money
and
that's
a
request
by
Finance
and
by
design
and
project
management,
to
provide
more
flexibility
at
closeout
time
on
the
regional
side,
kind
of
much
less
complicated,
the
regional
opportunity
facilities.
So
there
are
two
parts
which
have
a
funding
requirement
where
that
they
get
collectively
25
percent
of
all
the
regional
money.
This
year
we
did
an
even
split
the
last
two
years.
N
We
alternated
one
and
then
the
other
because
of
some
funding
needs
at
upper
harbour
terminal
and
this
year
we're
gonna
do
an
even
split
regional
facilities.
Rank
through
number
11
are
now
added
to
the
CIP
out
of
17
regional
facilities,
so
we're
obviously
going
to
touch
regional
facilities
again
faster
than
we
do
the
neighborhood
ones
and
also,
as
has
been
mentioned
by
the
superintendent
earlier
in
the
presentation.
N
With
regard
to
ideation
centers,
we
are
showing
allocations
in
2020
for
ideation
centers
at
Whittier
comparison
parks
and
there's
a
$300,000
allocation
for
each
Park
in
the
CIP
to
actually
physically
build
out
those
centers.
The
play
area.
Rehabilitation
program
is
something
that
we've
done
since
and
pp20
started
to
ensure
that
our
playgrounds
are
are
kept
up
regardless
of
equity
ranking.
N
Typically,
this
is
this
addresses
critical
infrastructure
at
our
most
used
facility
in
the
system,
which
has
also
the
most
risk,
so
we're
continuing
to
peel
off
a
little
bit
of
money
and
do
our
sort
of
worst
playgrounds
every
year.
It's
based
on
an
infield
analysis
of
the
actual
quality
of
those
playgrounds,
and
this
year
we
added
three
parks.
That's
tends
to
be
about
the
number
we
add
and
those
happen
to
be
an
East
Phillips,
Franklin,
steel
and
Hiawatha
school
again.
Those
are
the
ones
with
the
lowest
the
next
lowest
rankings
outside
of.
N
What's
already
in
the
CIP,
the
last
thing
I'll
talk
about
is
Park
dedication
allocations,
one
of
the
things
we
have
to
work
park.
Dedication
is
that
there
is
a
substantial
amount
of
money
sitting
in
a
variety
of
different
neighborhood
pots
of
money
in
our
system,
but
we
have
to
also
make
sure
that
those
can
be
implemented
by
staff
in
a
timely
manner.
So
we
have
to
be
judicious
about
how
much
we're
putting
in
so.
N
N
Now
this
was
the
first
priorities
of
the
neva
organization
and
then
the
second
one
is.
We
worked
with
Stano
to
identify
the
need
for
pickleball
and
courts
and
also
picnicking
in
Dickman
Park,
and
so
that's
an
allocation.
That's
going
to
come
in
in
2021,
and
then
there
is
a
park
dedication
requirement
to
allocate
to
downtown
Commons,
whatever
has
accrued
for
the
ongoing
improvement
of
that
park.
That's
all
I
have
at
the
moment,
thanks
for
your
time.
M
President
borne
and
commissioners,
you
are
now
being
handed
the
last
couple
of
documents
in
the
budget
presentation.
The
first
document
that
you're
being
handed
is
the
2020
budget
adjustment
spreadsheet.
So,
if
you
remember
from
last
year,
this
spreadsheet
was
very
colorful
and
it
was
sorted
by
division
and
Department
in
the,
but
during
the
budget
retreat
when
we
talked
about
budget
requests,
we
provided
you
the
information
in
a
different
format.
It's
now
being
provided
to
you
based
on
the
strategic
directions
for
which
each
of
these
items
apply
to.
So
this
is
sorted
by
strategic
directions.
M
Eight
pages
are
the
general
fund
and
then
pages
9
through
own
11
are
the
enterprise
fund
and
then
pages
12
and
13
are
the
internal
service
funds
and
then
the
attachments
that
are
attached.
If
it's
an
increase
in
revenue,
an
established
fee
or
some
of
the
new
fees
there's
some
benchmarking
data.
That's
provided
to
you
as
far
as
how
those
rates
fees
were
set
and
established,
and
then
the
racial
equity
questionnaires
are
also
attached
for
those
items
that
are
highlighted
with
racial
equity.
M
The
next
document
that
you
have
is
the
park
fundings
back
sheets
that
we
have
done
for
the
last
several
years,
so
that
information
in
there
and
then
again,
this
copy
of
this
PowerPoint
is
available
on
the
public
website.
If
you
want
to,
or
I
can
email
it
to
you
as
well.
So
what
are
the
next
steps
for
the
budget
process
on
November
6,
the
administration
and
Finance
Committee
will
hold
a
public
comment
on
the
superintendent's
recommended
budget,
and
the
commissioners
will
have
an
opportunity
to
provide
have
some
question
and
answer
on
November
20th.
M
The
committee
of
the
whole
will
meeting
will
be
held
with
public
comment
on
the
recommended
budget,
with
commissioners
comments
available,
then
on
December
4th
the
full
board
during
the
public
comment
section
or
during
open
time.
Excuse
me
is
when
the
public
comment
will
happen
and
then
during
the
administration
and
Finance
Committee,
the
admin
and
Finance
Committee
will
need
to
approve
the
2020
budget
to
move
it
forward
to
December
11th
we're
at
City
Hall.
M
If
you're
asking
for
additional
information-
and
that
will
be
provided
to
you
before
the
November
6
board
meeting
and
then
we
as
staff
will
be
here
to
respond
to
that
for
the
November
20th
board
meeting,
we
want
ask
that
questions
are
submitted
by
November
13th
and
for
the
December
4th
board
meeting.
We
ask
that
questions
are
submitted
by
November
20th.
A
Thank
you,
Thank
You,
director
Wiseman,
just
a
reminder
for
commissioners
that
were
not
receiving
we're,
not
entertaining
comments
or
questions
this
evening,
Thank
You,
director,
Wiseman
and
superintendent
Fangoria
for
your
presentation,
and
you
can
forward
questions
and
initial
comments
to
staff
moving
on
a
superintendent
that
can.
That
concludes
your
presentation.
Thank
You,
superintendent,
moving
on
I
believe
with
deputy
superintendent
Ringgold
with
the
car,
karl
w
croning,
interpretive
center
study
report,
deputy
superintendent.
O
O
O
At
this
point
two
documents,
one
of
them
is
the
procedures,
the
current
procedures
for
naming
parks
and
facilities,
and
you
should
also
have
the
nomination
that
was
submitted
on
September
20th
tonight.
I'll,
give
you
an
update
on
where
we're
at
with
this
nomination.
I
don't
have
quite
as
many
slices
and
last
presentation
so
on
this
one
I
think
there's
a
lot
of
questions.
O
So
in
terms
of
nomination
details,
the
this
nomination
was
submitted
on
September
20th
by
president
Boren
and
review
of
the
procedures.
The
nomination
was
submitted
correctly
and
contained
all
of
the
necessary
information
by
our
procedures.
We
are
required
to
make
sure
that
copies
are
sent
to
a
certain
number
of
individuals.
O
The
council
member
for
that
area,
the
assistant
superintendent
of
planning,
the
board
secretary,
the
neighborhood
in
which
the
park
is
in
and
then
budding
neighborhoods
to
that
to
that
neighborhood
president
born
had
completed
much
of
that
in
his
initial
nomination,
but
additional
neighborhoods
were
I'm,
sent
a
copy
of
that
nomination
on
October
14th
they
haven't
received.
Also,
all
commissioners
need
to
receive
it
and
it
was
included
in
your
PNC's
for
the
last
board
meet
since
this
is
an
inter
regional
park.
O
The
procedures
require
that
we
submit
to
the
nomination
to
three
agencies
or
three
groups
for
comment.
It
has
been
submitted,
as
of
today
to
the
Met
Council,
the
Metropolitan
parks
and
open
space
Commission
to
be
specific,
the
Minneapolis
Heritage
Preservation
Commission
in
the
State
Historic
Preservation
Office.
We've
asked
them
to
give
us
comments
on
this
if
they
have
any
by
mid-december.
O
The
next
part
of
the
work
would
really
revolve
around
public
hearings.
At
this
point,
the
nomination
actually
had
several
details
regarding
requests
for
dates
for
public
hearings
that
included
the
first
hearing
on
April
1st
of
2020,
the
second
hearing
on
August
6th
of
2021
and
a
final
vote
on
October
6th
of
2021.
O
The
dates
in
the
nomination
did
are
consistent
with
the
procedure,
the
first
public
hearing
being
held
within
six
months
of
the
nomination,
the
second
one
being
held
two
months
before
the
final
vote
in
the
final
one,
the
final
vote
being
held
no
sooner
than
two
years
after
the
nomination.
So
all
those
dates
do
work.
I
will
note
that
August
6th
is
a
Friday
night
so
that
that
is
the
night
of
that.
O
April
first
does
coincide
with
one
of
your
board
meetings,
so
that
would
likely
happen
on
this
location
in
terms
of
notification
for
the
public
hearing,
we
would
use
our
standard
notification
process
for
the
public
hearing,
which
includes
posting
and
notice
within
a
paper
of
general
circulation.
Ten
days,
ten
calendar
days
to
be
specific
prior
to
the
public
hearings
having
them
announced
through
our
gov
delivery.
Through
a
news
release
and
then
posted
on
our
website,
the
procedures
also
require
require
staff
to
review
the
history
of
the
existing
name.
O
The
minutes
reflect
from
that
meeting
that
there
was
a
suspension
of
board
policy
prior
to
the
naming
and
or
fun
discussion.
There
was
quite
a
bit
of
discussion
that
evening
on
whether
or
not
the
board
policy
should
be
changed
or
not.
On
that
night
the
suspension
was
upheld
with
enough
boats
and
the
boat
for
the
renaming
was
actually
unanimous.
O
Now
that
naming
actually
changed
the
name
from
North
Mississippi
Park
interpretive
center
to
the
Carroll
W
chrony
interpretive
center.
The
name
change
that's
being
requested
at
this
point
is
actually
a
change.
Just
in
the
word
interpretive
to
Nature,
Center
I
am
still
looking
I'm,
pretty
certain
that
the
initial
interpretive
center
language
came
from
an
approved
master
plan
for
that
part,
but
that
that
is
my
assumption
at
this
point.
O
At
this
time,
staff
collectively
have
spent
approximately
three
hours
on
distributing
nominations
or
copies
of
the
nomination
research
on
the
name
and
consideration
of
the
impacts.
Our
next
steps
at
this
point
would
be
simply
to
wait
until
April
to
do
the
public
hearing
announcements
and
then
again
the
next
public
hearing
announcements,
which
would
be
in
August
of
2021
and
then
preparing
an
action
item
for
a
final
vote
in
October
of
2021.
A
B
Thank
You
president
board
last
week,
I
had
the
opportunity
to
work
with
the
Twiggs
I'm.
Sorry,
I
have
a
cold,
have
I
cold
medicine,
swearing
off,
so
I
sat
a
little
stuffy
I
got
the
opportunity
to
work
at
the
twins
and
the
twins,
grout
crew
and
Tauro
to
rebuild
the
baseball
fields,
softball
fields
at
Pro
Park.
It
was
awesome.
It's
super
fun
thing
to
do.
I
got
to
learn
how
to
use
the
equipment
and
get
a
lecture
about
how
I
did
not
have
the
all
of
the
appropriate
personal
protective
equipment
to
be
using
it.
B
So
I
did
have
boots
and
safety
glasses,
but
not
a
helmet.
Sorry
about
that,
but
it
was
super
fun
to
see
how
this
equipment
is
used
and
the
the
intense
about
of
work
that
goes
into
building
pitching
out
and
getting
a
field
to
be
even
and
getting
all
of
the
soil
in
the
right
place
and
getting
the
grass
put
together
and
there
in
a
way
that
doesn't
impede
ball
rolling.
So
it
was
really
beautiful.
B
Just
to
see
all
these
people
out
there
helping
us
make
this
space
function
better
for
our
families
that
are
out
there
using
it.
I
wish
that
we
could
do
this
everywhere
or
have
enough
staff
that
they
they
were
able
to
do
it
without
requiring
70
volunteers
to
come
out
and
spend
an
entire
day
working
on
it,
but
it
was
a
really
enriching
experience
as
glad
I
had
the
opportunity
to
do
it
when
they
come
to
your
area.
Please
take
the
opportunity
to
learn
about
how
how
all
that
works.
H
B
Everyone's
shocked
that
I'm
again
talking
about
wet,
wet
things,
the
athletic
fields
are
really
wet
around
Nokomis
at
along
Minnehaha
Creek
I
would
ask
the
people,
please
be
gentle
with
them,
that
the
grass
really
can't
handle
intensive
use
at
this
time.
There
are
a
couple
of
trails
where
pedestrians
are
unable
to
use
them,
so
they've
been
rerouted
to
bicycle
trails.
B
Please,
you
know
be
respectful
of
folks
yield
yield
to
pedestrians,
a
hopeful
that
we're
gonna
get
that
mild
winter,
that
they
keep
telling
us
is
maybe
coming
and
we
will
not
get
as
much
snow
and
next
spring
might
be
a
little
bit
drier
so
that
we're
starting
from
a
deficit
instead
of
instead
of
really
really
wetness
so
fingers
crossed
that
happens.
Anyhow,
that's
like
a
thank
you.
G
You
and
then
lightning
past
couple
weeks
we
had
our
last
Southwest
service
area.
Cac
and
I
am
just
so
delighted
that
how
staff
brought
the
community
together
in
consensus
on
that,
and
so
we
will
be
moving
forward
with
the
comments
and
and
hopefully
have
conclusion,
maybe
by
the
end
of
this
year
and
our
last
service
area,
master
planning,
I
went
MW
ml
with
Mississippi
watershed,
neighborhood
organization
management
organization.
G
Excuse
me
that
I
busted
her
and
it
was
very,
very
educational
in
the
various
ways
that
MW
ml
is
working
with
public
entities
as
far
as
water
runoff
and
a
lot
of
things
that
I
feel
that
we
can
be
incorporating
and
I
know
that
we
are.
We
were
on
the
tour
house.
Island
was
on
the
tour,
but
it's
very
exciting.
The
types
of
things
that
are
addressing
our
water,
shit's
and
I
look
forward
to
working
more
collaboratively
with
MW
mo,
in
spite
of
the
rain
that
happened
at
the
employee-appreciation
barbecue.
G
It
was
wonderful
to
see
everybody's
faces
there
and
I
watched
a
lot
of
the
employees
playing
chess
and
they
I
think
it
was
more
of
a
team
effort
on
each
side.
So
that
was
fun
to
see
the
collaboration
there
and
then
probably
the
most
exciting
thing
was
the
Minneapolis
parks
foundations
series
of
next
generation,
where
the
New
York,
City,
Commissioner,
Mitchell
silver
came
in
and
shared.
G
You
know
how
they
are
dealing
with
their
neighborhood
parks
and
making
them
more
accessible
and
millat
of
takeaways
there
and
then
the
following
day
we
had
a
roundtable
with
him
and
I
found
that
he
was
addressing.
How
do
we
maybe
look
at
our
comprehensive
plan
and
our
future
vision,
and
that
may
be
to
have
the
touchstone
of
why
and
how
did
we
originate
and
to
see
whether
or
not
are
things
relevant
there
and
then?
G
L
F
The
neighborhood
volunteers,
who
spent
so
many
hours
listening
to
community
members
and
evaluating
plans
and
thinking
about
the
future
of
all
of
our
neighborhood
parks
in
the
southwest
area,
I
also
had
the
opportunity
to
meet
the
Commissioner
of
Parks
from
New
York
City
on
Friday
morning
had
a
very
good
conversation
in
the
morning.
It
was
exciting
to
get
a
different
perspective
on
what's
going
on
in
New
York
and
the
issues
and
set
kind
of
ways
they
set
up
their
parks
and
the
various
ways
to
get
things
done.
F
Canopy
there's
a
lot
of
interest
from
neighborhood
groups
in
my
district,
certainly
around
being
partners
in
that
work
and
I
know
that
our
staff
has
done
fantastic
job
at
enhancing
the
partnerships
we
already
have,
but
I'm
looking
forward
to
continuing
to
expand
those
those
partnerships,
as
we
continue
to
have
to
fight
against
tree
loss
and
especially
in
my
district
with
the
Southwest
LRT,
coming
through
a
lot
of
trees
being
lost
there,
at
least
for
the
time
being
so,
I've
had
community
meetings
on
this
subject.
We'll
continue
to
do
that.
F
A
E
You
I'm
looking
forward
to
lots
of
budget
document
reading
over
the
next
couple
weeks
and
public
has
you
know,
opportunities
to
to
speak
about
what
their
priorities
are
at
our
meetings,
but
I
also
wanted
to
provide
the
opportunity
to
have
some
more
interactive
conversations.
I'm
going
to
host
a
listening
and
discussion
session
about
the
budget
on
Thursday
November
7th
at
North,
East
Beck
Center
that'll
be
at
7:00
p.m.
so.
E
J
J
J
He
was
a
senior
who
was
just
sad
about
being
a
senior
so
I
everyday
I,
just
think
about
what
we
can
do
for
our
seniors
in
our
Park
System,
just
creating
opportunities
for
them
to
have
to
get
out
of
the
house
to
still
feel
like
they
are
a
part
of
our
communities.
I
mean
he
just
hated
being
older,
he
hated
being
a
senior
and
it
does.
It
bothers
me
everyday
that
he
just
didn't
have
access
to
what
he
had
when
he
was
a
younger
man.
So,
thanks
again
for
all
the
support,
I
really
appreciate
it.
J
It's
today
actually
made
a
month.
It's
been
a
really
hard
month
for
me
and
for
my
family,
when
you
have
support
when
you
have
friends
and
colleagues
who
support
you
who
check
in
on
you
who
text
you
early
in
the
morning
and
make
you
laugh,
it
really
does
make
a
big
difference.
So
thank
you
all
so
very
much
Thank.
E
A
O
D
G
L
You
all
in
favor
of
approving
the
minutes
from
2019
September
4th,
say
aye,
oh,
not
in
favor,
okay.
So
we
only
have
one
item
tonight
we
have
an
action
item.
The
board
adopts
the
resolution;
20
2019
three
four
six
captions
as
follows:
resolution
2019
246
resolution
approving
harness
agreement
with
Sports
quest
skating,
Academy,
asked
USA
at
parades,
ice
garden
for
the
term
until
December,
31st,
2021.
L
G
G
H
J
F
H
G
J
H
J
H
H
F
F
F
This
is
an
iconic
fountain
and
something
that
is
clear
to
me,
a
priority
of
other
neighbors
and
not
just
folks
right
in
the
area,
but
folks
who
who
come
to
this
little
triangle
from
all
over
the
place
and
I
appreciate
that
the
Friends
group
and
the
neighborhood
and
in
fact
some
adjacent
neighborhoods,
have
taken
up
the
mantle
of
working
together
to
make
this
a
priority
locally
and
I
appreciate
the
staffs
work
on
bringing
and
bringing
this
forward
and
supporting
the
work
of
the
neighborhood
on
this
project.
So
thank
you
any.