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From YouTube: April 28, 2021 Minneapolis Park & Recreation Board
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A
So
that's
the
page
there
you
go!
Thank
you
and
we'll
obtain
really
the
boards.
Oh
change
again,
we'll
obtain
the
board's
input
to
guide
the
direction
for
our
2022
budget,
so
we'll
focus
on
the
current
service
level.
Considerations
we'll
focus
on
the
maximum
property
tax
levy
request
and
then,
of
course,
we'll
hear
from
you
as
our
board.
A
Other
board
directions
and
considerations,
some
of
the
things
that
we
really
want
to
make
sure
key
information
by
this
end
of
this
budget
retreat
is,
from
our
commissions
from
you,
commissioners,
the
priorities
within
the
streets
of
directions
and
the
performance
goals,
the
direction
to
link
the
priorities
to
property
taxes,
other
ongoing
funding
or
one-time
funding
and,
of
course,
commissioners,
the
direction
for
the
nprb
maximum
property
tax
levy
request
next
slide.
Please,
with
that,
I
am
going
to
turn
this
over
to
jennifer
ringle
deputy
superintendent,
jennifer
ringo
to
keep
moving
us
forward.
Thank
you.
B
Thank
you,
superintendent.
I
am
going
to
take
a
moment
to
walk
us
through
the
timeline
for
budget
development.
I
believe
commissioners
have
also
received
the
budget
calendar,
but
this
is
just
kind
of
a
process
of
looking
at
how
the
timeline
works
and
there's
really
three
key
categories
of
work.
There's
the
information
gathering
and
sharing
and
in
this
part
of
budget
development,
which
is
right
where
we
are
right
now
we're
looking
at
projections,
we're
holding
retreats
with
the
board
getting
a
better
understanding
of
what
their
priorities
are.
B
We'll
have
a
preview
meeting
with
the
mayor
to
understand
what,
where
their
synergy,
where
their,
where
there
might
be
things
that
aren't
supported
but
trying
to
get
an
understanding
of
the
mayor's
review
of
where
things
are
moving
in
the
city.
B
We
have
information
sessions.
So
we
let
staff
know
what
we've
shared
with
commissioners
and
then
last
year
we
started
this
and
we
will
do
it
again.
This
year
we
have
budget
work
session
budget
workshops
with
staff,
where
they're
able
to
provide
input
into
the
budget
and
all
staff
across
the
organization
are
able
to
participate
in
those,
and
then
we
have
the
actual
mayoral
budget
meeting
where
we
get
some
additional
direction
directly
from
the
mayor,
and
I
should
have
actually
stated
in
that
first
preview
meeting
the
mayor
may
may
or
may
not
be
in
that
meeting.
B
Then
we
move
after
that
phase
information
gathering
and
sharing
phase
into
development
phase,
and
this
is
where,
by
this
time,
we
have
a
sense
of
the
maximum
tax
levy
that
the
board
is
wanting
to
push
toward.
We
have
a
sense
of
kind
of
where
the
city
priorities
are
where
the
board
priorities
are.
B
B
B
Based
on
the
information
he's
gathered
to
date.
We
will
share
that
recommended
budget
with
staff
in
employee
sessions,
and
then
we
begin
our
process
of
working
through
committee
and
then
to
the
full
board.
So
there
will
be
an
admin
finance
committee
meeting
on
a
november
3rd.
There
will
be
a
full
board
meeting
on
november
17th.
B
There
has
been
an
addition.
Sorry,
it's
just
that
that
the
spacing
there
will
be
an
admin
finance
where
we
actually
get
to
hopefully
committee
approval
on
december
1st
and
then
full
board
approval.
That
is
what
has
traditionally
happened
at
city
hall
last
year.
It
happened
virtually
what
happened
on
december,
8th.
A
Existing
planning
and
community
engagement
points
to
the
need
and
desire
to
focus
on
youth.
I
know
I've
talked
about
this
for
the
last
two
and
a
half
years
that
I've
been
here
and
there's
no
question
that
our
conversations
all
of
the
research
points
to
this
need
to
focus
on
our
youth
and
through
kovid.
A
We
recognized
and
we
watched
an
uptick,
an
uptick
in
youth
violence,
and
I
really
shine
the
light
on
the
need
for
more
services
and
opportunities
for
our
youth
in
the
city
of
minneapolis,
and
we
are
uniquely
positioned
in
the
park
board
to
do
that.
Work
and,
as
I
said
next
thing,
that
we
are
positioned
and
we
have
the
solutions
in
places
to
enrich
the
lives
of
minneapolis
youth.
A
Our
47
recreation
centers
and
the
commitment
to
youth
employment
and,
as
we
all
know,
our
centers
are
strictly
placed
within
a
walk,
should
have
less
than
10
minutes
to
every
rec
center.
A
child
can
get
off
the
bus,
leave
their
house
after
school,
come
to
our
recreation
centers
and
we
would
provide
them
with
opportunities.
The
programming,
the
mentorship,
all
the
things
that
we
do
incredibly
well
and
opportunities
for
jobs,
so
we're
committed.
We
remain
committed
to
the
work
to
work
with
this
board,
we're
committed
to
work
at
the
mayor.
A
C
Thank
you,
superintendent,
good
evening.
Commissioners.
Can
we
go
to
the
next
slide?
Please
we're
going
to
talk
briefly
about
some
of
the
milestones
with
the
use
of
youth
investments.
Next
slide.
C
C
C
So
the
gap
from
2001
to
19
rec
centers
have
gone
from
66
employees
down
to
46
full-time
employees.
C
There
is
a
gap
of
24
time
and
2.632
full-time,
I'm
sorry,
part-time
employees,
youth
line
has
gone
from
17
down
to
12,
and
we've
talked
about
that
quite
a
bit.
Over
the
past
couple
of
years.
C
There
is
approximately
a
3.4
million
dollar
gap
in
in
funding
in
2019
and
so
of
that
amount.
Approximately
2
million
of
the
of
the
gap
will
serve
youth
next
slide.
Please
could.
D
E
President
coghill
and
commissioners,
the
gap
is
related
to
2019,
so
with
inflation
it
would
be,
it
would
be
considered
more.
E
For
the
purposes
of
this
evening,
we
we
are
just
reporting
out
of
what
was
reported
within
the
closing
the
gap
report.
E
C
So
what
program
will
fill
the
gap?
We've
talked
extensively
about
the
six
pillars
and
just
as
a
reminder,
the
creation
spaces,
youth
enrichment
through
community
focused
employment,
nature,
programming,
cycling,
community
gardening
and
intergenerational
centers
of
excellence.
C
C
So
the
requests
work
with
other
you've
requested
that
we
work
with
others
to
reduce
duplication
in
services
and
we
responded
by
participating
in
the
mayor's
minneapolis
minneapolis
youth
investment
task
force.
We
sustain
partnerships
with
mps,
hennepin
county,
the
youth,
coordinating
board,
minneapolis
parks,
foundation
and
recognized
needs
to
build
resilient
systems
with
some
overlaps.
A
It's
me
thank
you,
thank
you,
superintendent
cox,
so
some
of
the
milestones
in
pursuit
of
youth
investment.
I
want
to
touch
upon
also
in
kind
of
a
continuation.
What
assistant
super
cox
just
mentioned.
At
the
end
of
the
last
slide,
we
had
a
request
to
look
in
to
look
within
for
efficiencies.
We
responded.
A
We
did
a
reorganization
that
increased
accountability
and
reduced
overhead
in
favor
of
frontline
service.
We
had
a
request
to
leverage
private
dollars.
We
responded.
We
would
create
a
grants,
donation
and
programs,
collaboration,
administration
position
and
we're
off
to
a
great
start
with
that
role.
At
this
time
we
had
a
request
to
demonstrate
or
pilot
what
you
can
do
with
additional
investments.
A
We
responded
and
we
opened
and
rehabilitated
our
creation
space
at
potterhorn
park.
I
know
I
know
this
board
has
seen
a
brief
video
of
a
young
lady
that
was
down
there
performing
and
we
redid
that
entire
space
very
proud
of
that
we
launched
the
imagine
your
future,
which
assistant
superintendent
cox,
presented
to
this
board,
which
is
a
very
innovative,
forward-thinking
program
that
we're
going
to
do
with
two
cohorts
of
15
youth.
A
Very
excited
about
that
and
redefined
our
youth
employment
program
and,
as
you
all
know,
board,
we
moved
that
youth
employment
opportunities
now
into
the
environmental
services
area,
underneath
the
leadership
of
maryland
pulsher
and
pilger
and
jeremy
barrick
in
that
area.
Looking
at
green
infrastructure,
jobs
and
opportunities,
so
we
have
a
whole
new
level
of
work
and
some
exciting
things
that
are
coming
forward
around
the
redefining
of
our
youth
employment
program
still
working
across
our
entire
organization,
but
some
really
great
things
that
are
happening
there.
So
in
2022
we
are
poised.
A
B
Ringle,
thank
you.
Superintendent,
bangora.
I
too
am
very
proud
of
the
work
we've
done
so
far
towards
the
youth
and
look
forward
to
more
that
we
would
be
able
to
do
with
additional
tax
levy.
B
So,
of
course,
2021
was
a
year
where
the
pandemic
came
into
our
lives
and
changed
a
lot
of
how
we
how
we
operate,
and
I'm
hoping,
whereas
this
year
we're
reporting
where
you're
into
our
response
to
the
pandemic,
I'm
hoping
next
year
we're
a
year
out
of
it
with
any
with
any
luck,
but
in
in
truth,
we
really
continue
to
focus
on
at
least
three
areas
as
we
think
about
the
budget.
One
of
us
is
our
service
delivery
impacts
throughout
2020
and
into
2021.
We
have
had
to
re-envision
our
programs
and
services.
B
We've
had
to
move
towards
social
distance
programming,
outdoor
programming
and
virtual
programming,
and
we
are
hoping
that
with
vaccinations
coming
online
and
with
other
routes
in
which
the
pandemic
has
been
attempting
to
manage
it
with
mask
wearing
and
other
other
items
that
were
able
to
start
and
continue.
Actually,
I
shouldn't
say,
start
continue
to
move
toward
more
service
delivery
as
normal.
B
Financially,
there
have
been
for
our
organization,
things
that
were
both
surprising
things
that
were
surged
and
things
that
were
were
less
successful
during
this
time
period.
We
had
significant
increases,
for
example,
in
outdoor
use,
and
golf
saw
resurgence.
Those
were
things
that
moved
in
that
direction.
We
saw
a
decrease
in
our
ability
to
collect
dollars
from
programming
or
fee
based
type
programming
that
would
require
being
within
buildings.
B
B
We
were
able
to
secure
and
will
continue
to
look
as
we
move
into
2022
for
for
funding
for
relief
funding.
Perhaps
the
surprise
for
us
is
that
property
tax
level
stayed
strong
and
property
tax
collection
stayed
strong
and
we,
while
in
previous
years,
might
have
felt
like
we
weren't
diversified
enough
in
our
funding
having
a
strong
property
tax
base.
Support
of
our
operation
actually
provided
us
with
a
lot
of
security
in
the
last
year
economic
impacts.
As
we
look
into
2022.
B
We
do
not
know
yet
how
the
the
pandemic
is
fully
going
to
impact
our
economy,
both
on
a
country
and
worldwide
phenomenon.
We
are
still
receiving
quite
a
bit
of
federal
stimulus.
B
We
are
still
having
supports
put
into
our
economy
that
keep
us
a
little
bit
more
afloat
and
we
so
we
don't
know
exactly
how
things
will
change
as
we
move
into
2022,
but
we
will
continue
to
keep
an
eye
on
that
and
with
that
I
will
hand
it
over
to-
and
I
think
he
just
came
on
so
this
will
be
an
opportunity
to
see
if
there's
any
technical
difficulties
as
well,
but
assistant
superintendent,
schroeder,.
F
Thank
you,
deputy
or
secretary.
I
am
here
so
other
budget
issues.
We
deal
with
the
continuing
expansion
of
the
the
park
system,
expansion
trying
to
fill
those
gaps
that
have
been
identified
through
our
service
area,
master
plans
and
our
regional
park
master
plans.
F
As
we
look
across
the
north
service
area,
we
have
the
the
upper
harbor
terminal
and
there
are
other
park
additions
that
are
are
discussed
in
the
north
service
area
master
plan,
but
we
haven't
actually
moved
towards
implementing
those
yet
and
we
look
at
parks
like
graco
in
the
along
the
riverfront,
which
will
happen
next
year
and
upper
harbor
terminal,
which
will
probably
be
happening
in
2024..
F
I
think
in
that
I
shouldn't
overlook
market
square,
which
was
delivered
to
us
by
hennepin
county
through
a
parkland
dedication,
also
filling
a
gap
that
was
identified
in
the
south
service
area
master
plan
and
that
will
be
coming
on
in
october
of
this
year.
So
even
as
even
relative
to
some
of
the
things
that
secretary
ringgold
was
just
walking
through,
we
continued
to
grow
our
park
system
very
incrementally,
with
the
exception
of
the
upper
hybrid
terminal.
F
Most
of
these
additions
are
relatively
small
or
very
small,
and
that's
what
we
might
continue
to
see
in
the
future,
but
they
do
present
questions
over
the
the
budget.
We
still
need
to
take
care
of
them,
and
and
as
we
look
at
some
of
these
look
at
the
north
loop
park
and
market
square,
they
are
in
high
growth
areas.
High
growth
corridors
identified
in
the
city.
B
The
next
budget
issue
that
you'll
find
in
your
materials
is
related
to
the
enterprise
fund.
Again
the
enterprise
fund.
We
have
been
doing
some
really
detailed
focus
on
since
about
2012
trying
to
make
sure
items
that
are
meant
to
be
an
enterprise
or
an
enterprise
and
items
that
aren't
are
moved
into
the
general
fund.
B
This
work
will
continue,
hopefully
into
2022,
as
we
continue
to
work
to
stabilize
that
fund
and
again,
this
fund
is
intended
for
the
items
in
it
to
be
completely
self-supporting,
with
no
tax
support
that
would
include
operations,
capital
and
any
debt
service
related
to
it.
The
areas
that
we
are
continuing
to
keep
our
eye
on,
or
maybe
the
one
area
in
particular
we
can
continue
to
keep
our
eye
on-
is
the
minneapolis
sculpture
garden.
B
We
really
hope
that,
as
we
would
move
into
a
renovated
garden,
we
would
be
able
to
secure
programming
and
vending
strategies
that
would
allow
us
to
secure
revenue
at
a
rate
that
would
account
for
the
cost
associated
with
the
garden.
We
do
expect
to
bring
a
few
agreements
forward
for
the
garden
this
year
and
hope
that
that
can
takes
us
closer
to
meeting
the
costs
associated
with
providing
that
garden.
B
If
not,
there
will
need
to
be
a
longer
term
conversation
with
the
board
about
whether
or
not
we
move
that
amenity
into
the
general
fund
this
year.
Waterworks
will
get
off
to
its
new
start,
we're
very
excited
about
it.
The
contractual
agreements
that
we
have
around
water
works
actually
establishes
it
as
a
micro
enterprise.
B
Paying
for
itself
within
that
five-year
time
period,
so
there
will
be
in
these
first
few
years
an
expectation
that
other
parts
of
the
fund
will
need
to
help
offset
the
cost
of
it,
but
the
intent
is
for
it
to
be
either
breaking
even
or
making
money
over
time.
The
superintendent
continues
to
keep
his
eye
on
golf
operations.
B
This
is
one
that
has
probably
stirred
a
lot
of
thoughts,
emotions
ideas
throughout
the
last
year
year
or
so,
and
yet
it
is
an
area
we
need
to
continue
to
focus,
and
probably
one
of
the
first
and
most
challenging
pieces
is
for
the
superintendent
to
have
us
all
try
to
look
through
a
similar
lens
on
what
maybe
the
issues
are
with
golf,
so
we
can
collectively
solve
them
together
and
with
that
we
will
move
back
to
assistant
superintendent
schroeder.
He-
and
I
will
just
volley
here
for
a
few.
F
As
we
look
at
the
system,
even
though
we
have
been
investing
in
the
system
through
our
mpp
20
program,
there
remain
capital
investment
needs
that
have
fallen
outside
of
that,
if
you
recall,
or
if
you
for
those
who
are
tracking
it.
When
we
established
the
mpp
20
program,
it
was
an
amount
of
dollars
through
the
city
that
was
less
than
what
we
were
originally
seeking
about.
Four
million
dollars
less
and
it
left
us
in
in
some
conditions
and
in
some
some
some
instances
lacking
for
all
the
funds.
F
We
would
need
to
do
to
catch
up
with
all
of
the
things
that
need
to
go
on.
So
this
list
includes
or
highlights
some
of
those
some
of
those
things
that
we're
trying
to
catch
up
with,
incrementally
and
and
in
in,
in
most
cases,
probably
not
keeping
up
as
well
as
we
would
want
to
the
first.
F
One
is
security
and
alarm
upgrades
this
as
we
redo
buildings,
particularly
through
the
ada
improvements
which
we've
been
doing
through
mbp
20
we've
been
trying
to
integrate
new
systems
related
to
door
actuators
and
even
outside
of
that
trying
to
upgrade
the
ways
that
we
can
control
the
properties
through
security
systems
and
cameras.
F
Most
of
you
have
probably
heard
from
constituents
about
our
parkway
paving
and
lighting
program,
which
has
remained
essentially
stagnant
from
investments
since
the
1990s,
where
we
have
about
seven
hundred
thousand
dollars
per
year
for
parkway
paving
it
doesn't
get
us
very
far
and
when
we
run
into
into
instances
like
we
did
last
year,
where
we
ran
into
mcadam
a
a
toxic
material
that
needs
to
be
put
into
into
regulated
landfills.
It
puts
us
further
and
further
behind.
F
F
We
continue
to
look
at
infrastructure
and
utilities
infrastructure
being
those
like
things
like
heating
and
cooling
systems,
and
buildings
below
great
infrastructure
is
a
big
unknown
for
us.
We've
been
trying
to
get
a
better
handle
on
that.
We
have
some
dollars
in
the
mpp
20
program,
but
not
certainly
not
enough
to
be
able
to
help
us
resolve
all
of
the
infrastructure
problems.
We've
been
able
to
identify
outside
of
those
parks.
We
have
the
enterprise
capital
investment
fund.
We
we've
noted
that
we
have
significant
investment
needs
in
our
two
ice
arenas.
F
F
We
have
a
limited
number
of
dollars
in
the
land
acquisition
fund
and
where
most
of
that
has
been
focused
in
the
last
few
years
on
the
upper
river
there
there
is,
there
remains
a
need
to
be
continuing
to
invest
in
properties
as
they
become
available
and
are
affordable
and
then
looking.
Finally,
at
what
we've
come
to
call
our
historic
and
iconic
homes.
F
We
believe
we
have
a
solution
that
we
can
deal
with
in
kind
of
a
kind
of
exciting
way
relative
to
that,
but
we
still
need
to
provide
some
funding
for
a
program
that
will
be
starting,
hopefully
this
summer,
where
we
can
be
putting
minneapolis
youth
to
work
with
journeyman
carpenters
to
learn
trades
related
to
the
the
most
immediate
need
of
protecting
the
the
envelope
of
those.
F
A
I
believe
now,
let's
turn
over
to
assistant
superintendent,
jeremy
barrack.
G
Yes
good
evening,
thank
you
superintendent,
good
evening,
president
cogan
and
commissioners.
So,
along
with
the
system,
expansion
and
increased
maintenance
in
those
places,
we
also
have
a
couple
other
five
other
pressing
things
that
continue
to
come
up
that
we
wanted
to
point
out
as
budget
issues
in
2022,
starting
with
pesticide
free
parks
analysis.
G
We
did
complete
a
pilot
at
worth
worth
golf
last
summer
with
dr
paul
cook,
from
the
university
of
wisconsin,
where
he
analyzed
their
chemistries
and
made
recommendations
and
changed
some
of
our
practices.
So
we've
we've
completed
that
pilot
and
that's
the
the
the
alternatives
are
in
place
there.
The
fort
snelling
gulf
is
an
ongoing
pilot
study
we'll
continue
that
this
year,
but
ultimately
the
ultimate
you
know
the
ultimate
impacts
are
not
fully
realized
at
this
time.
We
continue
to
track,
monitor
and
we'll
keep
you
apprised
of
that.
But
pesticide
free
park
analysis
is
ongoing.
G
Water
quality
is
something
that's
coming
up
more
and
it's
a
bit
of
an
area
of
growing
concern
where
we
do
have
two
lakes
currently
that
are
deemed
that
have
been
labeled
impaired
and
that's
lake,
nokomis
and
and
powderhorn
porterhorn
lake,
and
so
each
of
those
lakes
has
is
in
a
bit
of
a
different
state
where
nokomis
is
designated
impaired
for
nutrients
and
has
an
epa
approved
plan
that
requires
nutrient
reduction.
You
probably
recall
some
of
the
emails
in
the
past
and
the
carp
project,
and
things
like
that.
G
It
has
had
blue-green
algae
blooms.
In
the
past,
we've
been
working
with
the
city
to
plan
for
a
study
to
get
a
grip
and
then
on
on
that
lake
and
once
what
can
be
done
there
and
then
cedar
lake
has
not
been
designated
impaired
but
has
experienced
some
algae
blooms
we're.
We
have
been
working
with
the
watersheds
and
the
city
to
understand
these
things,
but,
ultimately,
you
know
additional
funding
for
diagnostic
study
of
the
of
the
lakes
to
address
algae
will
be
necessary
for
us
to
to
be
able
to
move
on
that.
G
The
next
one
is
the
tree,
canopy
replacement
and
tree
levy,
and
so
recall
that
between
2013
2011
and
2013,
the
forestry
department
developed
the
canopy
replacement
plan
for
dealing
with
the
loss
of
trees.
G
So
a
2014
replacements
for
the
tree
loss
in
2014
replacement
for
tree
loss
of
trees
lost
in
storms.
We're
accounted
for
in
that
as
well,
and
approximately
five
thousand
ash
trees
are
removed
annually
and
the
infested
are
removed
and
non-system
non-symptomatic
are
removed
as
well,
and
we
replant
so
5000
trees
annually.
G
G
That
will
put
us
in
a
spot
where
we
will
have
completed
all
forty
thousand
ash
tree
removals
and
plantings
this
with
the
levy
expiring.
The
conclusion
of
the
levee
store
forestry
staff
will
be
reduced.
We've
through
attrition.
We've
managed
our
vacancies
to
a
point
where
we
don't
have
to
lay
anyone
off
in
21
or
22,
but
this
one,
less
crew
will
ultimately,
you
know,
result
in
less
pruning
and
tree
maintenance
throughout
the
system.
G
G
The
general
fund
includes
a
base
budget
for
planting
approximately
3000
trees,
which
is
give
or
take
our
natural
attrition.
G
But
to
maintain
the
you
know,
public
tree
canopy,
we
would
say
that
you,
we
should
be
planting
at
a
one-to-one
ratio
and
that's
basically
what
the
general
fund
covers.
If
you
want
to
grow
the
canopy,
we
would
want
to
increase
that
investment
from
two
to
approximately
three
to
one.
So
three
trees
planted
for
every
tree,
that's
removed,
and
that
would
give
us
a
tree.
Planting
total
of
anywhere
from
six
thousand
to
nine
thousand
trees,
but
again
that
will
require
additional
funding
to
procure
the
trees
and
fund
could
potentially
fund.
G
Another
crew
pick
up
the
crew,
we're
losing
from
the
levy
to
make
that
possible,
and
then
lastly,
another
one
this
is
kind
of
a.
This
is
a
heads
up,
as
this
issue
is
going
to
continue
to
rise,
the
wood
processing
site.
So
if
you
recall,
we
had
a
wood
processing
site
at
fort
snelling.
It
began
in
back
in
2008,
where
we
had
a
lease
agreement
to
process
our
wood
debris
and
use
for
biofuel.
G
G
At
the
time
when
we
acquired
40
22
and
a
half
washington
avenue
north,
which
is
the
michael
p
schmidt
operations
center.
We
identified
that
as
a
potential
site
for
relocation
of
the
wood
debris
site.
We
went
ahead
with
that
in
2017,
but
in
order
to
do
that,
a
variance
had
to
be
obtained
from
the
zoning
board
that
allowed
us
to
process
wood
debris
outdoors
rather
than
an
enclosed
building.
G
That
variance
will
expire
in
2023,
and
it's
always
been
our
intent
that
we
would
find
a
permanent
home
for
this
operation,
and
so,
given
the
complexity
of
it
and
the
limitations
of
identifying
and
securing
a
site,
additional
funds
will
need
to
be
will
need.
It
will
likely
be
needed
to
fulfill
this
need
as
well.
A
You
know,
president
cogill
and
commissioners
before
we
move
on
to
the
strategic
directions
we
wanted
just
to
stop
briefly
to
see
if
there
was
any
questions
you
have
for
us
at
this
point.
Otherwise
we
can
keep
moving
forward
and
we
can
do
at
the
end,
but
we
wanted
to
make
sure
if
there's
any
pressing
questions
that
you
might
have,
we
could
answer
a
few
right
now
before
we
move
forward.
A
D
You
superintendent,
I
I'll
ask
commissioners
for
questions.
Raise
your
hand,
commissioner.
Seperson's
first
go
ahead.
H
You,
president
colgail,
what's
that
wood
processing,
plant
or
or
what
assistant
superintendent
barrack
was
talking
about,
is
that
gas
powered
electric
powered?
How
does
that
process?
How
do
we
process
them?
Wood
chips.
G
President
cogel
commissioner
sieverson
right
now
it
it's
a
machine
that
I
believe
is
diesel-powered.
It's
a
big
grinder
and
so
the
the
trucks
dropped,
the
the
wood
off
and
then
there's
loaders
that
move
that
wood
into
a
tub,
grinder
the
wood's
ground
up
put
into
other
trucks
and
hauled
away
so
yeah
it
it's.
I
believe
diesel
diesel-powered.
H
I
I'd
be
remiss
if
I
didn't
say
that
I'd
be
quite
disappointed
to
see
something
from
south
minneapolis,
something
that
pollutes
that
much
into
north
minneapolis,
which
typically
happens
when
organization
government
organizations
need
to
move
things
around
they.
They
typically
try
to
put
it
in
the
poorer
neighborhoods.
We
already
have
94
running
through
there.
The
michael
p
schmidt
operations
center
sits
on
the
mississippi
river.
H
I
I
I
just
say
that
I,
I
hope
you
guys
come
up
with
a
different
plan
for
that
we
have
enough
cars
and
trucks
driving
through
and
I
you
know
we
just
had
a
huge
fire
at
northern
metals,
and
this
is
all
within
this
area,
and
this
is
it's
important
to
me.
This
is
the
area
I
grew
up
in
and
it's
a
it's
a
high
concern
and-
and
I
I
would
just
ask
that
you
guys
find
somewhere
close
to
where
it's
currently
at
before
looking
to
north
minneapolis
thanks.
I
I'm
sorry,
I
wasn't
unmuted
that
it's
you
know.
It
was
mentioned
at
the
last
meeting
that
revenue
was
up
at
the
sculpture
garden
and
I
was
wondering
if
you
could
explain,
maybe
why
that
happened
last
year
that
we
had
a
revenue
increase
there.
E
D
Not
seeing
any
I'd
have
a
couple
of
questions.
If
you
could
go
back
to
the
budget
issues,
I
know
there
were
a
few
slides
there.
So
so,
first
sorry
yeah.
We
have
a
few
things
on
the
environmental
budget
issues.
D
D
G
Basically,
where
we're
at
now
for
developing
a
budget
is
again
these
incremental
changes
that
we've
been
able
to
make
we're
getting
a
sense
for
how
they're
performing
right
and
so
anything
that
we've
been
able
to
do
now.
We've
been
able
to
do
within
our
current
budget
as
we've
reduced
the
use
of
of
herbicides
in
particular
I'll
just
be
specific,
as
we
reduce
the
the
use
of
herbicide
and
we've
taken
to
more
mechanical
means
we're
getting
a
sense
of
how
that's
working.
How
effective
is
it
does
it?
G
That's
where
that's
what
we're
figuring
out
now
or
is
it
a
case
where
you
know
no
action
or
mechanical
has
led
to
an
explosion
in
the
invasives
and
now
how
do
we
get
it
under
control?
It
might
take
a
more
significant
investment
of
like
a
restoration
project
because
it's
too
far
gone
or
so.
That's
that's
really.
What
we're
trying
to
to
figure
out
now
and
kate
ryan
and
the
gardeners
continue
to
to
work
on
this
with
each
year
they're.
G
Looking
at
you
know
what
label
you
know
what
products
are
coming
out
that
offer
an
organic
an
alternative.
Can
we
get
them?
Can
we
can
we
use
them?
Can
we
see
how
they
perform
so
then?
The
other
thing,
the
the
fort
snelling
golf
pilot.
That's
a
that's
one!
Where
we'll
be
in
our
second
year
of
following
a
program
of
herbicide,
organic
herbicide
applications
in
a
golf
maintenance
regime
and
again
we'll
see
how
it's
performing.
G
We
will
also
get
a
sense
of
of
general
costs
right,
so
one
year
of
cost,
especially
with
coven
and
the
demand
for
golf.
That's
that's
a
curveball
that
we
have
to
kind
of
calculate
and
figure
out.
What
does
this
mean
for
normal
everyday
golf
operations
outside
of
a
pandemic
as
far
as
water,
quality
and
lake
monitoring
the
clarification
there?
G
Yes,
so
nokomis,
we
we
have
a.
We
have
a
plan
for
the
nutrient
impairment
and
how
to
work
through
that.
But
these
blue-green
algae
blooms
are
somewhat
of
a
newer
phenomenon
across
the
state.
Not
just
in
in
minneapolis
and
minneapolis
lakes,
but
across
the
state
as
well
and
a
lot
of
our
lake
study
and
a
lot
of
our
work
has
not
focused
on
algae
blooms.
G
It's
just
focused
on
nutrient
loading
and
so
lake
studies
that
would
look
at
the
specifics
of
these
lakes
in
specifics
in
relation
to
the
algae,
so
that
we
can
begin
to
develop
a
plan.
You
know
if
it's
cedar
lake
there's
been
call
for
a
alum
treatment
as
a
means
of
managing
the
blue-green
algae.
But
that
is
not
as
simple
as
we
you
know,
purchase
element
we
go
have
it.
When
we
treat
the
lake
there
needs
to
be
an
analysis
and
an
estimate
and
calculation
of
what
is
the
nutrient
level.
G
What's
the
appropriate
amount
of
alum
to
reduce
that
nutrient
level
and
and
that's
the
information
that
we
need
in
a
study
to
begin
any
of
this.
D
Got
it
that
that's
helpful
so,
but
to
clarify
we're
going
to
clarify
to
just
restate
what
I'm
hearing
on
the
pesticide
free
parks
analysis?
We
are
using
just
current
systems,
practices
and
budget
to
make
determinations
we're
not
at
a
point
of
investing
more
dollars
to
to
further
that
necessarily
or
thinking
about
that
request.
G
We
may
not
see
things
change
immediately
and
we
might
not
get
a
read
on
the
impact
immediately,
but
over
the
course
of
a
couple
of
years,
we'll
have
a
better
sense
of
yes,
we
can
do
this
and
we
can
continue
to
do
this
it.
We
could
do
this
better
if
we
increase
either
labor
or
product.
So
that's
where
we're
at.
D
Okay
and
then
the
other
question
I
had
is
regarding
the
budget
issues
on
new
park
spaces
so
is
could
could
I
just
understand
where
the
guidance
is
coming
for
those
four
things,
so
there's
the
guidance
for
the
or
upper
harbor
terminal,
there's
the
so
that
and
that's
a
within
a
variety
of
agreements
that
we
have.
F
So,
president
coco,
when
we
look
at
the
upper
riverfront-
and
I
think
this
should
actually
be
the
third
dot
point-
should
be
the
above-
the
falls
regional
park
which
is
largely
guided
by
river.
First,
we
do
have
a
small
expansion
as
we
look
at
water
works
and
the
mezzanine
phase
of
waterworks
coming
forward.
But
the
greater
area
that
we
have
relative
to
the
river
would
be
those
initiatives
that
are
beginning
that
are
framed
in
the
the
river
first
vision
and
then
in
the
above.
F
The
falls
regional
park
master
plan,
but
but
the
guidance
outside
of
the
river
first
is
coming
from
our
service
area,
master
plans
and
our
regional
park
master
plans.
D
F
F
We
considered
six
blocks,
but
blocks
vary
in
in
shape
and
config
shape
and
size
across
the
city,
but
we've
been
looking
at
it
relative
to
where
there
is
a
a
gap
in
park
service
and
trying
to
move
us
above
the
current
98
as
measured
by
a
tpl
and,
and
so
that's
where
these
gaps
are
being
are
being
filled.
F
If
you
look
at
like
market
square
or
c
pro,
for
instance,
to
the
happen
in
the
south
service
area,
both
of
those
parks
were
identified
as
within
a
park
search
area
that
was
necessary
to
reduce
the
gaps
in
park
service.
It
just
happened
that
market
square
happened
at
the
intersection
of
two
of
those
park
search
areas.
J
A
Thank
you,
president
coghill,
and
return
us
over
to
director
julie,
weissman
to
continue
and
moving
forward.
So
thank
you,
dr
weissman.
E
Thank
you,
superintendent
and
again
good
evening,
president
cogail
and
commissioners
before
we
before.
I
start
my
presentation,
I'll
just
do
a
little
bit
of
housekeeping
and
let
the
let
you
and
the
public
know
that
all
of
this
information
is
available
on
the
park
board
website
at.
E
Www.Minneapolisparks.Org
backslash
budget,
so
all
the
materials
that
we
are
going
over
tonight,
the
issues
list
the
count
budget
calendar,
the
strategic
directions
and
copies
of
these
powerpoint
presentations
are
located
on
the
website.
I
have
also
sent
out
an
email
to
the
commissioners
that
includes
the
documents,
the
budget
calendar,
the
issues
list
and
again
the
strategic
directions.
E
E
So
the
park
board
property
tax
levy
has
increased
an
average
of
4.1
percent
annually
over
the
last
10
years,
which
includes
the
tree
preservation
and
reforestation
levy
that
was
reinstated
in
2014
assistant
superintendent.
Jeremy
barrett
spoke
about
that
program
that
eight
year
program
that
will
will
be
the
levy
is
complete
as
of
2021,
and
the
final
planting
will
take
place
in
2022.
E
So
when
we
look
at
the
city
of
minneapolis
and
the
park
boards,
major
revenue
sources
you'll
see
that
the
park
board
is
heavily
reliant
on
property
taxes,
while
the
city
of
minneapolis
has
more
diversified
revenue
sources,
reducing
a
reliance
on
property
taxes
for
the
city,
but
I
will
remind
everyone
that
the
impacts
to
of
covid
on
the
city
and
on
the
park
board
are
directly
linked
to
our
ability
to
raise
fees,
fines
and
other
revenues.
E
So
in
our
park
board
in
the
park
board,
that
represents
13
of
our
general
fund
budget
at
the
city,
it's
37
of
the
city's
general
fund
budget,
so
they
are
having
much
more
impact
from
covid
due
to
the
reduction
in
in
those
revenue
sources.
Next
slide,
please.
E
E
E
So
in
2021
the
budget
includes
the
3.3
million
dollars
of
coveted
revenue
impacts,
which
I'm.
This
is
a
great
time
to
say
that
in
this
conversation,
we
are
not
showing
for
budget
purposes
the
impacts
of
coved,
as
we
talk
through
our
our
current
service
levels
and
budget
projections.
Next
slide,
please.
E
increases
to
health
insurance
pension
contribution
rates,
utility
costs
directly
reduce
the
amount
of
funding
available
for
programs
and
services.
Recent
increases
in
state
aid,
property
tax
revenues
and
the
money
monitor
moderating
of
health
insurance
increases
has
helped
to
improve
park
board
finances
next
slide.
Please.
E
So
these
charts
show
our
operating
expenditures.
Reflection
from
2012
to
2021,
as
the
workforce
has
recovered
from
a
low
point
in
2012
and
minimum
wage
has
increased
salary
and
fringe
spending
has
become
a
larger
percentage
of
our
operating
budget.
E
So
this
chart
shows
our
full-time
employees
and
this
is
for
all
funds,
and
you
can
see
the
impacts
of
the
recession
that
occurred
between
2006
and
to
2012,
where
we
lost
a
117,
full-time
employees
or
20
of
the
workforce.
E
E
E
E
E
As
last
year
they
were
looking
at
raising
property
taxes
because
of
those
lost
revenues,
but
with
the
relief
funds
coming
forward
in
the
american
rescue
plan.
That
will
no
longer
be
a
need
for
the
city
going
into
future
years.
E
E
In
2018,
we
moved
to
being
self-insured
for
health,
health
insurance
costs
and
they
the
city,
is
projecting
a
5
annual
increase,
but
savings
should
begin
to
be
realized
from
the
move
to
a
self-insured
plan,
and
then
we
have
the
minimum
wage
ordinance
with
the
impact
to
2022
being
436
thousand
dollars
in
the
our
general
fund.
Next
slide,
please.
E
So
here
are
our
general
fund
five
year
projections,
beginning
with
our
projection
for
2022,
with
a
general
sun
property
tax
levy
increase
of
the
6.1
percent.
E
So
this
is
our
current
service
level
budget
for
2022,
which
means
providing
the
same
level
of
services
that
were
budgeted
for
in
2021
at
the
2022
levels,
and
also
providing
current
service
levels
for
our
system.
Expansion,
so
you'll
see
on
the
revenue
side
a
6.1
percent
increase
in
property
taxes,
local
government
aid
at
the
same
level
and
holding
steady
on
our
fees,
fines
and
other
revenues.
E
And
again
we
are
not
showing
an
impact
due
to
covid
in
these
current
service
level
projections
and
then
full
time,
then
we
have
our
expenditures
going
up
and
that's
based
on
a
projection
of
increases
for
unsettled
unsettled
contracts.
As
most
of
our
labor
unions,
contracts
will
be
expiring
on
december
31
2021,
so
we
will
begin
negotiating
with
our
unions.
E
So
what
is
included
in
our
current
service
level?
We
have
additional
property
tax
revenue
of
4.1
million
dollars.
Most
of
that
is
allocated
towards
our
provision.
For
wage
and
benefit
adjustments,
so
again,
as
I
said,
that
is
for
unsettled
union
contracts,
step
increases
benefit,
increases
the
minimum
wage
increases.
All
of
those
things
are
recorded
in
that
number.
E
We
have
other
operating
expenditure
increases
and
then
we
have
an
increase
to
forestry,
trees
and
stumps
to
bring
us
back
to
the
pre-special
levee
numbers,
so
the
3
000,
approximately
3
000
trees
planted
supported
by
the
general
fund,
our
minimum
wage
increase
and
then
the
costs
associated
with
the
new
park
operations
at
the
downtown
areas,
the
north
loop,
8th
avenue
and
market
square.
J
E
Great,
so
I
will
continue
with
the
special
revenue
funds
next
slide,
so
our
special
revenue
funds
are
established
to
account
for
resources
designated
for
specific
purposes.
The
park
grant
and
dedicated
revenue
fund
accounts
for
grants
and
other
revenues
that
have
been
designated
through
granter
requirements,
donor
request,
ordinance
or
board
direction.
E
E
E
E
The
park
dedication,
funding
you'll,
see
between
2014
to
2020.
We
have
accumulated
over
22
over
22
million
dollars
in
revenue
and
we
are
starting
to
allocate
those
park.
Dedication
fees
out
through
the
cip
program,
as
well
as
as
we
acquire
new
parks
in
in
the
areas
where
development
is
occurring
and
the
board
has
approved
a
significant
land
purchase
that
will
be
funded
through
park.
Dedication
fees
in
2021
next
slide.
Please.
E
E
Moving
into
our
internal
services
funds
next
slide,
we
have
three
internal
services
funds,
we
have
our
internal
services,
funds
for
equipment
and
information
technology
services,
and
then
we
have
our
park
self
insurance
fund
next
slide.
E
E
The
2021
budget
includes
upgrades
to
camera
security
and
door
access
systems
next
slide.
Please,
the
2022.
Its
budget
projections
include
the
current
service
level,
plus
scheduled
hardware
replacement
and
network
upgrades.
So
that's
where
you
see
we
are
projecting
in
2022
to
use
reserve
balances
to
do
those
upgrades.
E
The
2022
estimated
budget
includes
new
infrastructure
for
desktop
and
computers.
Future
budget
needs
include
keeping
the
technology
in
the
creation
spaces
current
and
upgrading
the
recreation
center's
computer
labs,
its
maintains
a
reserve
fund
for
technology
capital
and
software
replacement
and
one-time
needs
at
the
end
of
2020,
the
unaudited
balance
was
just
under
a
million
dollars.
This
balance
is
used
to
smooth
out
large
fluctuations
in
funding
needs
when
large
technology
investments
are
required.
E
Since
2012,
the
park
board
has
increased
its
investment
in
equipment
to
monitor
modernize
its
fleet
enhancing
operational
efficiencies.
It
also
increased
equipment
rates
charged
to
departments
to
cover
the
actual
costs
of
operating
and
replacing
equipment.
And
again
you
will
see
between
2017
and
2021.
E
There
was
a
planned
significant
investment
in
in
the
fleet
to
bring
the
fleet
back
up
to
replacement
standards
next
slide,
please
the
2022
equipment
services,
budget
projection
includes
the
current
service
level
operating
expenses
and
the
scheduled
equipment
replacement
equipment
services.
Rema
maintain
some
reserve
at
the
end
of
2020,
the
unaudited
reserve
balance
was
over
was
4.7
million.
E
E
The
majority
of
the
self-insurance
fund
budget
funds
workers
compensation
claims,
the
mprb
has
been
working
to
increase
workplace
safety
through
better
use
of
equipment
and
better
workplace
practices,
decreasing
the
amount
of
claims
since
2021.,
so
you'll,
see
in
2021
that
our
self-insurance
fund
budget
was
reduced,
and
that
is
largely
due
to
the
savings
associated
with
workers.
Comp
next
slide.
Please.
E
The
self-insurance
of
budget
projections
include
the
current
service
level
operations.
The
park
self
insurance
fund
maintains
a
reserve
fund
balance
that
is
actually
determined
for
workers,
comp
and
general
liability.
At
the
end
of
2020,
the
unaudited
balance
was
approximately
six
million
dollars.
This
balance
is
sufficient
as
a
reserve
with
the
liabilities
considered
considered
and
it's
considered
fully
funded
next
slide.
E
History
next
slide,
so
our
enterprise
is
a
step.
Our
enterprise
fund
is
established
to
account
for
our
activities
that
operate
as
a
business.
Enterprise
activities
are
meant
to
be
self-supporting
and
include
operation
and
cap
operations.
Capital
improvements
and
debt
service
enterprise
fund
x
activities
do
not
receive
property
tax
support.
E
E
So
here
we
have
golf
actuals,
so
our
gulf
average
annual
net
income
between
2001
and
2010
was
834
000.
The
average
net
income
between
2011
to
2020
was
a
loss
of
almost
400
000.
You
will
see
the
resurgent
resurgence
in
golf
clearly
reflected
as
golf
net
income
for
2020
was
1.2
million
million
dollars.
E
E
So
our
net
income
for
golf
operation
are
our
ice
arenas
operations.
I'm
sorry,
our
net
income
for
ice
arena
operations
you'll
see
that
ice
arenas
were
definitely
impacted
by
covid
in
2020,
with
a
severe
reduction
in
in-net
income
and
a
loss
of
just
under
300
thousand
dollars
next
slide
in
parking
net
income
parking
is
has
been
one
of
the
stable
net
income
providers
in
the
enterprise
fund,
and
while
it
was
impacted
by
kobed,
it
was
not
impacted
in
as
severe
as
some
of
the
other
activities
within
the
enterprise
fund.
E
This
chart
definitely
shows
the
impact
of
povid
in
2020,
where
net
income
we
had
a
net
loss
for
the
first
time
in
that
10-year
period,
directly
related
to
coven
next
slide.
E
Again
we
lost
this
site
at
bidet
makaska
due
to
fire
and
then
the
impacts
of
covid
in
2020,
which
definitely
impacted
our
concession
areas
and
their
ability
to
generate
revenue
in
2020
next
slide,
please
the
sculpture
garden.
It
shows
our
history
here
so
2019
to
2020.
There
is
again
an
impact
due
to
covid
on
the
revenue
side
and
we.
E
Please
so,
overall,
our
enterprise
net
income.
You
can
see
that
because
of
the
resurgence
in
golf
in
2021,
our
net
income
did
not
decline
as
far
as
what
we
had
originally
thought.
It
might,
because
of
cobid
and
again,
our
operating
income
funds
are
non-operating
expenses,
which
include
our
capital
improvements
and
our
debt
service,
and
so
those
were
paid
and
part
of
the
reason
why
our
net
income
in
2020
is
1.3
million
is
that
we
reduced
some
of
our
improvements
and
deferred
those
improvements
to
2021.
E
next
slide,
please
so
our
enterprise
fund
overall
our
fund
balance.
This
is
an
important
slide
because,
as
we
talk
about,
the
enterprise
fund
should
be
self-suff
self-sufficient
and
provide
investments
into
the
assets
that
are
located
in
the
enterprise
fund.
So
we
have
made
a
conservative
effort
to
grow
the
fund
balance
as
we
look
to
the
future
of
the
fund
and
look
to
making
investments
in
in
those
assets
next
slide.
Please.
E
You'll
also
also
I'll
point
out
that
the
parade
ice
improvement
debt
restructured
in.
E
I
Well-
and
I
I
don't
remember
when
you
know,
we
quote
unquote-
converted
to
keeping
all
assets
all
funds,
you
know
in
the
enterprise,
you
know
how
long
it's
been
and
everything,
but
I
I
do
remember
before
being
on
the
board
and
everything
that
you
know
we
were
depleting.
You
know
all
these
things
that
I
was
going
to
fund
youth,
your
program
and
things
like
that,
and
that's
why
things
didn't
get
the
asset
wasn't
taken
care
of.
I
So
I
appreciate
you
know
this
business
way
of
looking
at
and
a
very,
very
clear
understanding
of.
What's
going
on
here,
I
appreciate
that.
D
Thank
you,
commissioner
forney
commissioner
stevenson.
For
the
second
time.
H
Thank
you,
president
kobiel.
I
I
just
had
a
few
more
questions,
and
I
so
you
know
when
we
talk
about
the
sculpture
garden
in
the
midst
of
covid,
a
great
beautiful,
green
space
with
great
art
and
a
place
to
spread
out.
How
did
we
lose
money
there
and
does
anyone
know
how
we
lost
money,
and,
and
is
there
a
plan
in
the
future
that
you
know
that
is
in
place?
So
we
generate,
you
know
more
money
for
the
enterprise
so
that
this
place
isn't
a
loss.
H
I
I
just
in
my
head,
I'm
thinking
in
the
midst
of
the
pandemic
a
great
green
space,
a
very
unique
space,
unlike
any
other
part
of
the
city.
It's
just
it's
baffling
to
me
how
we
lost
money
on
that.
E
President
cogel
and
commissioner
severson
again
I'll
re
I'll
kind
of
remind
you,
the
sculpture
garden.
The
revenue
stream
at
the
sculpture
garden
is
based
on
events,
public
events
so
with
covid
and
the
res
state
restrictions
on
the
size
of
events.
H
And
that's
the
same
with
the
ice
arenas.
E
Correct
the
ice
arenas
were
closed
for
a
good
port.
You
know
at
the
beginning
of
covid,
they
were
closed,
we
weren't
open
at
all
and
and
that
was
kind
of
during
prime
hockey
seasons.
So
there
was
a
lot
of
revenue
that
we
lost
and
then,
as
the
ice
arenas
were
able
to
open
up,
the
capacity
was
at
a
very
low
capacity
and
it's
slowly
been
increasing
the
capacity
capacity
as
as
state
by
have
been
loosened
up.
H
Well,
we'll
say
I
you
know,
I
just
want
to
tell
the
general
public
and
and
and
the
folks
here
I
mean
I,
I
really
like
the
enterprise
fund,
the
more
I
learn
about
it
and
the
more.
I
think
that
we
can
improve
it.
Some
of
the
most
interesting
things
are
the
fact
that
you
know
the
golf
courses
may
have
covered
the
sculpture
garden
and
the
ice
arenas
this
year,
but
in
the
past
maybe
the
ice
arena
has
helped
cover
golf
in
the
past
right.
H
I
think
we
have
nothing
but
to
gain
if,
in
the
future,
we
invest
in
this
enterprise
fund
with
great
ideas,
and
maybe
we
need
to
be
a
little
more
advantageous
in
our
thinking
on
on
how
to
improve
our
facilities
and
how
to
grow
them.
Thanks.
D
Thanks,
commissioner
stevenson,
any
other
questions
or
comments
from
commissioners
regarding
enterprise,
I
I
did
want
to
identify
a
few
things.
I'm
wondering
first
actually
on
this
slide.
I'm
glad
that
we
paused
here,
why?
Why
did
the
estimate
on
the
debt
service
for
parade
ice
increase
in
2025-26?
Is
that
just
how
the
payment's
structured.
E
President
coghill
and
commissioners,
yes,
the
debt
service.
At
the
time
that
we
took
on
the
parade
ice
debt,
we
were
playing,
we
were
still
paying
the
niemann
debt
out
of
the
enterprise
fund,
so
we
structured
the
parade
debt
to
it
increase
once
the
niemann
debt
was
paid
off
because
the
enterprise
fund,
you
know,
really
can't
handle
more
than
about
a
million
dollars
worth
of
debt
on
an
annual
basis,
and
so
it
was.
It
was
structured
this
way
for
it
to
to
increase
in
2021.
D
And
with
waterworks
and
the
thinking
of
having
this
come
online,
it
sounds
like
that's
still
being
thought
about
or
structured
in
some
way.
How
would
water
works
be
separate
from
concessions,
so
we
have
concessions
listed
as
one
thing
and
then
waterworks
is
a
totally
separate
thing.
Why
would
that
be.
E
President
cogill
and
commissioners
again
deputy
ringgold
step
in
if,
if
I
kind
of
don't
get
this
quite
right,
but
just
like
the
sculpture
garden,
the
sculpture
garden
was
meant
to
be
a
micro
enterprise.
So
we
actually
have
parking
revenues
that
are
generated
by
the
sculpture
garden
that
go
into
the
revenue
of
the
sculpture
garden.
Any
event
or
concession
revenue
that
happens
at
the
sculpture
garden
is
is
recorded
in
the
sculpture
garden.
D
It
feels
confusing
to
me
that
we
might
have
a
certain
number
of
just
like
half
of
the
enterprise
fund
to
be
self-sustain,
sustaining
funds
and
then
the
other
half
having
to
sort
of
like
fend
for
themselves
in
a
large
hodgepodge,
and
that
seems
like
it
would
be
to
the
benefit
of
certain,
like
maybe
viewed
as
like
premier
sites,
especially
with
the
something
like
the
sculpture
garden
like.
D
I
certainly
want
that
to
succeed,
but
that's
clearly
been
supported
by
a
variety
of
other
enterprise
items
for
for
a
while,
but
then
once
we
get
it
set
up,
we're
gonna
just
keep
all
the
money
within
that
site.
That
seems
seems
like
it.
It's
not
really
being
consistent
with
the
vision
and
goal
of
of
having
this
enterprise
fund,
so
I
guess
I.
I
just
think
that
some
of
these
these
pieces
need
to
be
thought
through
and
clearly
the
commissioners
need
to
think
through
this
stuff.
D
B
Each
activity
in
a
spot
where
they're
not
only
covering
their
operating
expenses
but
they're,
covering
their
debt
and
they're,
covering
their
capital.
We
have
over
time,
not
managed
our
enterprise
fund
in
a
way
where
we
have
set
things
up
like
we.
We
took
a
lot
of
money
out
of
golf
over
the
years,
so
we
didn't
set
up
its
kind
of
it's
capital
fund
in
a
way
that
would
actually
sustain
it,
because
people
assumed
it
would
continue
to
make
revenue
hand
over
fist
in
the
way
that
it
had
for
many
years.
B
Is
the
sculpture,
garden
and
waterworks
more
like
a
loring
park
that
it
should
have
general
fund
being
its
primary
supporter
and
the
revenues
that
we
receive
off
of
any
permits
in
that
space
might
slightly
augment
it,
or
is
it
something
that
can
generate
revenues
at
the
level
to
which
we
can
actually
sustain
the
whole
park?
And
this
is
a
this
is
a
strategy.
You
know
one
strategy
is
put
into
the
general
fund
and
there
is
some
portion
of
revenue
made
off
of
it.
B
Another
strategy
is
to
try
to
make
it
be
self-sustaining
and
when
you
think
about
the
pressure
we
have
of
adding
new
parks
into
the
system
and
the
concern
folks
have
about
how
that
is
going
to
increase
the
tax
burden
of
the
system.
It's
just
one
of
the
avenues
to
explore,
and
so
just
want
to
throw
some
additional
thoughts
out
there
in
the
sense
that
there
are
multiple
strategies
on
how
we
think
about
bringing
these
types
of
facilities
online
and
each
one
of
them
might
have
their
pro
and
con.
J
Right
well,
that's
helpful,
commissioner.
Steverson.
H
Thanks
for
recognizing
me
again,
president
cogill
julie,
who
paid
the
the
niemann
debt,
how
was
that
paid.
E
So
the
niemann
debt
was
paid
through
the
enterprise
fund
up
until
2015,
and
then
it
was
a
transition
to
the
into
the
cip,
and
I
believe
it
was
capital
levy
dollars
that
paid
for
it
until
it
was
finally
paid
off.
H
Okay,
president
cobra,
I
I
mean
I'd,
be
interested
in
you,
creating
a
special
committee
to
oversee
this
enterprise
fund.
Maybe
we
need
more
of
the
general
public
involved
for
not
only
the
general
public
but
ourselves
to
have
a
better
understanding
of
what
exactly
the
public
wants
and
how
we
guide
and
use
these
dollars.
I
mean
it
could
be
a
significant
amount
of
money
if
we,
we
really
think
about
how
to
do
this
right
and
and
again
be
advantageous
on
how
we
move
forward.
D
Very
good:
well,
we
can
continue
to
talk
about
that.
I
think
that
this
is
a
good
conversation.
I
would
say
that
you
know
the
best
place
for
that
conversation
would
probably
be
in
administration
and
finance,
and
I
certainly
think
getting
more
feedback
from
the
public
would
would
be
good
on
this
on
this
issue,
I'm
not
seeing
any
other
hands.
D
From
any
other
commissioners,
so
I'll
turn
it
back
over
to
the
superintendent.
A
Thank
you,
president
cogel
and
commissioners
we're
going
to
move
into
our
next
section
here,
which
will
be
around
the
2018
and
2022
strategic
direction,
and
we
will
start
with
again
we'll
go
to
deputy
superintendent
or
deputy
superintendent
jennifer
ringgold
to
start
and
to
work
through
our
strategic
direction,
a
which
is
our
investing
in
youth,
and
we
will
go
through
each
one
of
our
strategic
directions
and
we
will
have
a
discussion
after
each
each
section.
So
with
that,
I'm
gonna
turn
this
over
to
deputy
superintendent,
jennifer
ringle
start.
B
Thank
you,
superintendent,
bangora,
so
strategic
directions,
one
of
the
first
things
that
the
board
did
coming
into
office
in
2018
was
to
work
to
develop
and
approve
its
2018-2022
strategic
directions
and
those
are
the
directions
that
guide
us
into
development
of
the
2022
budget.
B
As
as
we
move
throughout
the
year,
the
strategic
directions
are
integrated
into
our
budget.
They're
part
of
our
budget
goals
and
they're
part
of
work
plan
development
in
the
organization
when
superintendent
bam,
gora
came
on
board
part
of
the
work
to
bring
him
on
board
included
as
part
of
his
performance
review
having
performance
goals.
So
we
in
2019
added
this
concept
of
performance
goals
into
the
organization
and
into
how
we
do
business,
and
this
is
a
way
that
we
measure
our
progress
towards
the
strategic
directions.
B
Of
course,
they
are
also
part
of
the
superintendent's
review
in
terms
of
how
we
are,
as
an
organization
are
performing
towards
those
performance
goals
and
again
the
2022
budget.
This
is
the
final
year
of
this
set
of
strategic
directions,
and
it
is
what
becomes
kind
of
the
foundation
for
the
superintendent's
recommended
2022.
B
C
Thank
you,
deputy
ringgold.
Actually,
I
believe
that
assistant,
I'm
sorry,
director
wiseman
is
going
to
talk
through
a
few
slides
and
I'll
come
back
after
a
couple.
B
Is
that
right,
I
I
apologize.
I
may
have
the
wrong
cue
sheet
here
so
director
wiseman.
E
That's
okay,
just
a
little
technical
so
for
the
strategic
direction
invest
in
youth.
We
have
two
performance
goals:
performance
goal,
a1,
which
is
youth,
focused
programs
supporting
the
social
and
emotional
career
and
life.
Skill,
development
of
young
people
ages,
ages,
two
up
to
17
and
the
performance
goal
is
increasing
those
programs
by
20
by
2022
and
then
performance
goal.
A2
is
investing
in
youth,
employment
programs
for
ages,
14
to
20,
24
and
growing
our
youth
employment
by
25
by
2022
next
slide.
E
So
I
want
to
talk
about
the
gains
that
we
have
made
in
our
youth
investment
between
2013
and
2021..
For
our
goal,
a1
the
increase
to
the
number
of
youth,
focused
programs.
We
have
invested
over
two
hundred
thousand
dollars
for
creation
spaces.
That's
four
creation
spaces.
Throughout
our
system,
this
board
has
put
together
ongoing
funding
for
the
walt
disic
innovation
and
other
and
programs
fund
and
other
program
funds
of
over
two
hundred
thousand
dollars.
E
We
have
the
introduction
of
the
full
service
community
school
site,
the
youth
line
program
staff
was
increased
investment
and
then
we
have
the
free,
rec
plus
program
at
harrison
park.
So
on
the
youth
program
investment,
we
have
invested
almost
nine
hundred
thousand
dollars
of
additional
funding
into
youth,
focused
programs
of
that
nine
hundred
thousand
dollars.
Only
a
hundred
and
fifty
000
of
it,
the
full
service
community
park
school
campus,
was
funded
through
a
property
tax
levy
increase.
E
All
other
increases
were
done
through
decisions
by
the
superintendent
and
executive
team,
as
well
as
approval
and
amendments
of
this
board.
Next
slide,
please
the
investment
a2
in
youth
employment.
We
have
made
great
progress
in
youth
employment
with
almost
an
800
000
investment
for
youth
youth,
employment.
E
That's
the
an
increase
of
209
youth
being
employed
being
able
to
be
employed
by
the
minneapolis
park
board.
Our
20
goal
is
almost
matched
where
our
goal
is
228
youth.
We
are
just
slightly
under
that
goal.
Next
slide,
please!
E
We
have
increased
our
youth
investment
from
15.9
percent
of
our
general
fund
budget
to
where
it
is
in
the
2021
budget
of
17.7
percent.
Next
slide.
E
How
did
we
fund
1.6
million
dollars
of
additional
youth
investment
again,
just
a
very
small
part
of
that
150
000
of
that
was
a
property
tax
levy
increase.
Everything
else
is
budget
adjustments
and
I'll
just
go
through
them.
We've
made
revenue
adjustment,
so
we
increased
revenue
and
created
new
fees
that
were
not
associated
with
youth
and
that
increased
our
revenues.
By
about
175
thousand
dollars,
the
park
police
department
received
position,
eliminations
and
other
reductions
of
just
under
three
hundred
thousand
the
planning
division
position.
Eliminations
is
four
hundred
thousand
dollars
other
administrative
position.
E
E
You
reduced
your
lobbying
expenses
and
budget
by
76
000
and
at
the
end
of
our
at
the
beginning
of
this
year,
you
made
an
a
an
early
pay
down
of
debt
service
for
the
michael
p
schmidt
operations
center
and
paying
off
the
debt
with
the
natural
weber
natural
pool
and
allocated
those
payments
towards
youth.
E
You
also,
at
the
same
time,
any
time
that
there
was
one-time
funding
available.
You
have
invested
additional
money
towards
youth.
So
again,
at
the
beginning
of
this
year,
with
the
general
fund
excess
fund
balance,
you
have
invested
another
million
dollars
of
one-time
money
into
both
youth
and
some
senior
programs
next
slide,
please.
C
Thank
you,
director,
wiseman.
So
as
for
staff
recommendations,
we
are
requesting
two
million
dollars
in
additional
investment
through
property
taxes.
Those
dollars
will
focus
on
frontline
staff,
those
that
provide
a
direct
service
to
young
people.
They
will
expand
and
enhance
youth
line.
We
talked
earlier
about
youth
line
being
understaffed
from
its
previous
years.
C
C
We
know
that
they
are
happening
in
pockets,
but
we
want
to
make
sure
that
we
have
appropriate
intergenerational
programming
across
the
city
and
then,
lastly,
meet
our
youth
employment
goals
that
are
that
are
outlined
in
goal
a2
and
I
think
we're
going
back
to
director
wiseman.
E
E
So
in
this
chart
it
shows
the
example
of
how
the
staff
would
recommend
distributing
that
two
million
dollars
throughout
the
superintendent's
pillars
and
it
would
add,
16
full-time
employees
to
our
system
and
again,
it
would
be
focused
on
front-line
staff
that
provide
direct
services
to
our
youth
and
it
would
have
youth
programming
creation
spaces
where
we
would
add
an
additional
two
spaces
and
add
full-time
staffing
for
the
total
of
six
creation
spaces
and
then
also
intergenerational
programming
and
the
amount
for
youth
employment.
E
This
shows
that
we
would
really
be
looking
to
increase
our
general
fund
property
tax
levy
to
support
this
youth
investment
of
2
million
dollars,
and
we
showed
the
chart
where
it
would
be
4
property
tax
levy,
increase
to
add
the
two
million
dollars
it
would
make
our
property
tax
levy
increase
6.8
percent,
which
would
equate
to
a
1.2
percent
property
tax.
Citywide
next
slide.
A
Thank
you,
director,
weissman
and
president
co,
gill
and
commissioners
will
take
this
time
now,
since
staff
have
provided.
You
know
the
the
proposal
going
forward
with
the
two
million
dollars
and
it's
been
defined
in
what
we
see
the
need
for
programming
going
forward
and,
as
director
weissman
said,
and
also
systematic
cox
said,
it's
the
staffing
level
to
provide
those
services.
A
But
this
obviously
is
your
opportunity
to
respond.
You
know
we
we
look
forward
and
are
asking
you
now
for
your
priorities
around
youth
and
built
that
into
the
2020
2022
budget.
So
president
cogill,
if
I
can
turn
this
over
to
you
and
if
you
would
like
to
lead,
obviously
the
commissioners
and
we
as
staff,
will
listen
and
take
copious
notes
and
respond.
Any
questions
you
have.
We
look
forward
to
hearing
your
your
recommendations
around
this.
This
focus
in
youth.
D
Great,
thank
you,
superintendent,
I'll,
ask
commissioners
if
they
have
any
questions
or
thoughts
regarding
the
the
youth,
investment
or
or
the
proposal
that
was
brought
forward
by
staff
regarding
two
million
dollars.
I
have
a
few
ideas,
but
I
think
it
would
be
maybe
good
for
us
to
go
back
to
that
slide.
So
we
just
see
what
is
being
thrown
out
there
right
now.
K
I'll
just
add
the
same
thing
that
I
have
said
basically
every
year,
which
is
that
I
support
increasing
the
property
tax
levy
above
the
current
service
level
projection,
so
that
we
can
have
a
more
substantial
investment
in
youth
and
other
priorities
that
we
have.
You
know
I
I
think
we
have
had
seen
a
lot
better
economic
conditions
than
people
were
previously,
anticipating
that
it
doesn't
apply
to
to
everybody.
K
There
are
certainly
people
who
are
still
struggling,
but
overall,
the
economic
conditions
are
much
better
than
anticipated,
and
I
feel
that
the
type
of
investments
that
we
would
make
would
have
a
very
positive,
equitable
distribution.
K
D
Not
seeing
any,
I
would
agree
with
commissioner
meyer
here
I
so
you
know
this
goes
back
to.
I
think
my
first
question,
which
is
this.
You
know
we
we
have
a
closing
the
gap
fund
report
that
identifies
a
3.4
million
dollar
gap
in
2019.
D
Then
we're
saying
that
we're
just
gonna
lop
off,
basically
a
little
more
than
half
of
that
and
look
at
just
two
million
of
that,
but
again
that's
in
2019,
and
what
I'm
seeing
here
is
is
a
proposal
for
two
million
dollars.
So
that's
not
is
that
is
that
filling
that
gap
identified
in
the
2019
report.
E
President
cogail
and
commissioners,
I
appreciate
you
bringing
that
question
up
because
I
meant
to
address
it
as
I
was
speaking
and
then
I
forgot
to
so.
We
have
done
our
work
and
we
have
already
reinvested
in
youth
by
1.6
million
dollars.
E
So
this
additional
two
million
dollars
for
property
taxes
would
increase
that
investment
overall
by
3.6
million
dollars.
In
total,
we
had
in
the
closing
the
gap
we
identified
a
gap
of
26
full-time
employees
for
recreation.
E
E
D
That's
good,
I
guess,
for
I,
maybe
I'm
the
only
one
who
feels
this
way,
but
I
I
feel
a
little
bit
like
we're
negotiating
a
little
bit
against
ourselves.
D
Well
last
year
you,
you
said
you
were
filling
the
gap
with
this
right.
I
think
we
need
to
be
consistent,
at
least
with
our
report,
since
that's
what
we
have
been
showing
showing
out
around
around
everywhere,
so
that
would
be
my
one
piece
of
feedback
and
moving
forward.
Vice
president
vito.
L
Thank
you,
president
kogio.
I
agree.
If
we
have
a
gap,
I
think
we
should
just
say
what
we
need
and
you
know
leave
it
up
for
leave
it
up
to
negotiation.
If
that's
what
it
means,
but
I'd
rather
just
go
in,
say
it.
You
know
if
we
get
our
hearts
broken
a
little
bit.
That's
fine
if
we
have
to
scale
back,
but
I
I
like
that
approach.
Also,
president
coghill
thank.
J
D
Yeah
yeah,
I
appreciate
that
and-
and
I
I
think
that
I
think
that's
the
only
piece
right
right
now-
that
I
would
at
least
with
these
first
two
strategic
directions
that
are
that
I'm
I'm
thinking
about
just
so
that
we're
staying
clear
and
consistent
on
the
the
youth
employment.
D
D
Well,
we
can
move
on
there
are
is:
are
we
going
through
other
aspects
of
the
performance
goals,
or
is
that
the
last
piece
great.
A
All
right,
I
believe,
we'll
have
an
overview
from
deputy
superintendent
ringle,
we'll
give
an
overview
on
the
street
strategic
direction
b
and
then
director
wiseman
will
give
again
a
background
on
the
on
the
numbers,
but
so
I'll
transfer
to
jennifer.
B
B
The
first
one
focuses
in
on
basically
a
balanced
budget,
an
equitable
budget
and
making
sure
that,
at
the
end
of
the
day
we
are,
we
are
being
both
balanced
and
equitable.
It
also
introduced
concepts
around
flexibility
during
periods
of
recession,
even
without
knowing
kind
of
the
path
we
would
take
during
this
time
period.
That
was
thought
about
in
that
performance
goal.
The
second
performance
goal
for
this
strategic
direction
focuses
on
really
new
funding
sources,
trying
to
balance
out
our
reliance
on
property
tax.
B
So
for
performance
goal
b,
there
are
several
accomplishments
to
report
out
on
performance
goal
b.
This
this
performance
goal
has
been
kind
of
the
cornerstone
of
improved
communications
and
data
sharing
between
the
park
board
and
the
city
through
several
budget
cycles.
Now
it
has
been,
it's
been
part
of
system
expansion.
B
It
is
directly
linked
to
our
our
directly
links
our
budget
requests
to
the
strategic
directions
and
the
performance
goals,
and
it
has
been
part
of
what
really,
I
think
was
some
of
the
underlying
thinking
between
both
the
2020
and
the
2021
budget
frameworks
that
we
implemented
during
the
during
the
pandemic
to
help
guide
us
during
that
time
period
in.
B
In
addition,
it
has
helped
guide
us
toward
using
excess
fund
balance
to
support
full-time
workforce,
youth
and
families
and
seniors
and
during
and
other
culvert
impacts,
and
it
has
guided
us
towards
reorganization
that
focused
more
on
frontline
service
or
favored
frontline
service.
B
Additionally,
I
would
say
that
we
did
revise
our
financial
management
policies,
and
that
was
specific
part
of
that
was
specifically
around
thinking
about
how
we
manage
funds
through
recession,
so
that
was
another
accomplishment
in
this
particular
area.
Moving
on
to
oh,
I
won
sorry.
I
forgot
that
this
slide
was
there,
but
this
actually
supports
the
last
bullet
of
the
previous
page,
which
is
taking
the
reorganization
looking
at
it.
B
That's
a
those
are.
Those
are
significant
numbers
performance
goal
two.
This
is
around
securing
new
and
additional
funding
sources,
so
several
items
to
report
out
in
this
particular
case.
I
want
to
make
sure
this
is
still
me.
It
might
have
actually
switched
over
and
it
has
so.
I
will
switch
this
over
to
director
wiseman.
I
thought
it
looked
a
little
bit
less
familiar
so
there
you
go.
E
E
This
board,
through
your
adoption
of
budgets
and
other
resolutions,
have
supported
the
walt
dietzick
innovation
fund.
You
have
increased
this
fund
by
over
300
000,
with
both
ongoing
and
one-time
funding,
and
this
focuses
on
building
community
partnerships
in
recreation
programming
we
have
established
we've
had
the
establishment
of
new
and
increases
to
existing
fees
and
charges
directed
in
areas
that
don't
impact
youth.
E
E
It
includes
a
city
bonding
for
capital
improvements,
but
what
is
what
is
nice
in
the
yellow
mine,
which
is
the
total
of
all
all
these
sources
is
that
it
really
is
showing
that
trend
of
an
increase
over
time
and
you'll
notice,
the
the
sharp
heat
2017
and
that's
actually,
when
we
were
able
to
to
quantify
the
value
of
the
commons
park
as
it
came
as
it
was
donated
to
our
system.
So
that's
why
that
peak
was
there
in
2017.
E
So
here
I
dug
into
the
annual
financial
reports
and
looked
at
non-capital
grants
and
non-capital
donations,
so
for
non-capital
grants
our
10-year
average
was
just
under
a
million
dollars
and
our
five-year
average
is
just
under
seven
hundred
thousand
dollars.
So
you
will
see
you
will
see
a
downward
trend
in
our
non-capital
grants.
E
E
There
were
a
lot
of
federal
dollars
that
became
available.
There
was
a
there
was
a
movement
for
youth,
employment
and
youth
initiatives
and
youth
violence
prevention
that
became
available
through
federal
grants,
and
that's
why
that
was
a
large
year
for
non-capital
grants
throughout
between
2010
and
and
through
2019.
E
We
have
grants
that
come
in
and
out
of
our
system,
especially
in
the
environmental
areas.
The
department
of
natural
resources
has
had
a
grant
program,
but
it
also
has
changed
their
grant
grant
requirements
and
their
grant
processes
over
the
10
years,
which
has
impacted
the
park
board's
ability
to
receive
these
grants,
so
there's
periods
of
time
where
we're
able
to
receive
them
and
then
other
periods
of
time
where
we're
not
able
to
receive
them.
E
We
also
have
funding
that
comes
in
and
out
of
our
system
from
the
mississippi
creek
watershed
district,
as
well
as
the
mississippi
watershed
management
organism,
organization
in
various
levels
of
support
for
ais
and
the
minneapolis
green
team
and
then
finally,
our
youth
employment
support
state
funding
for
youth.
Employment
has
switched
several
times
over
the
last
10
years.
At
times
it
has
been
provided
directly
to
the
mprb
and
at
other
times
it
has
been
provided
to
the
city
of
minneapolis.
E
The
10-year
and
the
five-year
averages
are
not
much
different,
so
it's
right
around
six
hundred
thousand
000
a
year
that
we
receive
in
non-capital
donations
again
in
2010
and
2011
you'll,
see
a
downward
trend
and
then
you'll
see
it
kind
of
level
out
and
then
an
increased
trend
in
29th,
2018
and
2019..
E
F
F
Three,
and
if
you
look
through
the
mpp
20
annual
report,
that
pattern
becomes
fairly
clear
as
we
look
at
the
dollars
allocated
in
the
percentage
of
projects
that
are
completed,
we
did
make
an
amendment
to
the
cip
last
year
relative
to,
but
because
of
the
kovid
pandemic,
that
directed
the
work.
That
would
typically
have
been
happening
related
to
more
intensive
capital
improvements.
F
We
delayed
those
until
this
year
and
if
you
were
to
look
at
the
cip
you,
you
would
note
that
there
are
a
whole
lot
more
large
projects,
projects
that
are
600
to
700,
000
or
more
even
up
to
a
million
dollars
or
more
per
year
being
initiated
this
year
when
we
can
be
back
and
hopefully
doing
the
more
intensive
engagement
that
those
projects
deserve.
F
F
For
instance,
we
know
that
we
need
to
be
redoing
tennis,
courts
and
recolor
coding,
those
every
every
number
of
years,
but
the
cost
to
do
that
have
been
variable
and
the
the
sequence
that
we
do.
It
has
left
some
courts
in
less
than
ideal
conditions,
so
we're
really
looking
at
providing
a
more
consistent
level
of
service
and
but
at
the
same
time
making
certain
that
we're
projecting
funds
appropriately.
F
So
we
can
do
that
and,
as
we
noted
earlier,
as
as
we're
expanding
the
system,
which
is
necessary
to
accommodate
some
of
those
growth
areas
that
are
happening
in
the
city,
we're
assessing
the
costs
of
maintenance
and
operations
for
those
new
parks
and
actually
beginning
to
more
carefully
plan.
F
G
Sorry
evening
it's
it's,
it's
me
superintendent
schroeder,
so
thank
you
speaking
specifically
to
maintenance.
With
this
goal
we
have
michael
mentioned
it
developed
and
I'm
beginning
to
implement
life
cycle
maintenance
and
replacement
programs
for
for
like
trails
and
courts.
This
is
something
that's
been
missing
for
a
while
director
evenson
has
worked
with
a
consultant
in
chris
deroche
and
brent
caff.
To
do
an
inventory
of
all
of
our
courts.
B
Thank
you
assistant,
superintendent,
barrick,
and
we
want
to
talk
a
little
bit
about
staff
recommendations
so
I'll
take
the
first
two
performance
goals
and
some
recommendations
and
then
assistant
superintendent
schroeder
will
take
the
next
one
so
again
performance
goal.
One
was
based
on
a
balanced,
equitable
budget.
B
The
information
that
we
receive
from
you
today
will
help
us
inform
both
both
the
will
help
us
inform
some
recommendations
that
we'd
be
bringing
forward,
as
well
as
the
information
we
receive
on
day
two
and
for
performance
goal
number
two.
This
is
the
one
that's
focused
on
new
funding
sources,
we'll
be
evaluating
the
successes
that
we
have
in
2021
and
developing
more
focus
on
those
on
areas
for
2022.
F
Thank
you,
jeffy
ringgold,
so
again
we're
looking
back
to
the
mvp
20.
So
what's
important
for
us
and
in
our
recommendation,
is
to
continue
that
collaboration
with
asset
management
and
planning
to
define
the
priorities
for
rehabilitation
work.
It's
been
the
the
focus.
The
the
bulk
of
the
work
is
actually
being
accomplished,
as
assistant
superintendent,
barrack
noted
by
staff
and
asset
management,
but
we
want
to
continue
collaborating
with
them,
because
we
want
to
make
certain
that
rehabilitation,
work
and
capital
work
are
well
aligned.
F
This
has
been
successful
for
us
in
projects
the
most
recent
being
the
morgan
avenue
tennis
courts,
which
we
were
finding
difficult
to
secure,
aligned
bids
we're
able
to
work
with
support
the
courts
and
a
neighborhood
group
to
be
able
to
have
a
contractor
come
in
and
build
the
courts
at
what
I
believe
to
be
a
far
less
cost
than
we
could
identify
through
our
procurement
processes,
and
we
came
in
and
did
the
work
that
was
not
aligned
with
the
direct
play
surfaces
and
it
was
able
to
deliver
that
improvement
after
struggling
to
find
dollars
to
support
a
a
a
normal
bid
for
at
least
a
couple
of
years.
F
F
So
director
weissman
has
directed
a
request
to
the
city
that
would
increase
the
the
amount
of
dollars
that
would
be
made
available
through
mpp
20
in
accordance
with
that
ordinance,
and
it
would
bring
additional
resources
to
accomplish
potentially
continue
to
accomplish
the
work
that
we
have
been
doing
in
mpp20.
F
Recognizing
that
the
the
annual
allotment
through
mpp
20
for
the
first
five
years
has
remained
equal.
What
we
did
is
we
looked
at
both
cip
changes
and
then
actually
work
through
construct
through
contractors
to
understand
how
their
prices
have
been
changing.
F
So
we
shouldn't
think
of
this
as
as
as
an
increase,
perhaps
it's
an
adjustment
to
relate
to
the
increased
cost
that
we
were
seeing
in
the
market
related
to
construction,
and
so
it
allows
us
to
continue
to
perpetuate
the
improvements
in
under
mpp
20
at
the
levels
that
were
happening
in
the
first
five
years.
A
Michael,
I
believe
that's
it's
me
now
we're
getting
to
the
point.
I
think
next
slide
where
we
did
in
the
first,
when
our
first
go
on
youth
investment
is
to
now
specifically
ask
of
course,
president
cogill
and
commissioners
for
your
input
on
the
on
the
goals
that
are
set
forth
by
the
board.
The
recommendations
at
this
time
to
have
any
conversation
around
that,
and
we
again
will
listen
and
take
notes
and
respond
accordingly,
but
this
is
the
time
now
for
commissioners
to
look
at
the
performance
goals
and
give
us
feedback.
A
In
particular,
I
think
we
talk
about
performance
goal,
b2
and
goal
b3
b1
will
be.
Commissioner,
input
will
be
obtained
during
the
budget
retreat
on
the
second
budget,
retreat
that
we
have
on
may
12th.
D
Thank
you,
superintendent.
Are
there
any
comments
or
questions
from
commissioners
on
these
three
budget
related
financial
sustainability
goals,
especially
the
second
one
and
third
one,
so.
I
Relief
somebody
wants
to
talk
to
you
wait
a
second,
oh
I
am
on
so
do
we
have
a
projection
of
what
the
adjustment
to
costs
are
for
mpp
20..
Do
you
have
any
sense
of
that.
F
President
coco
christopher
the
the
calculation
that
we
did
was
actually
done
several
months
ago,
but
I
think
the
amount
that
it's
increasing
and
director
weissman
might
confirm.
This
was
a
slightly
more
than
a
million
dollars
and
if
you
were
to
just
look
at
that
compared
to
the
the
dollars
originally
allocated,
it's
it's
inflation
that
varied
a
little
bit
by
year,
and
then
there
were
some
particular
spikes
in
one
in
one
year.
F
I
think,
but
I
think
it
was
a
little
over
one
million
dollars,
but
director
weissman
might
have
be
more
immediately
familiar
with
the
requests
that
we're
making.
B
E
I
I
Tap
into
funding-
and
I
mean
I
just
have
to
express
that-
I'm
very
disappointed
that
we
did
not
pass
the
resolution
for
a
federal
lobbyist
because
you
know
well
we're
probably
missing
right
now,
the
the
conversation
that
our
president
is
proposing
and
and
to
align
ourselves
with
that
is
just
like
anyway.
I
won't
say
anymore,
but.
D
I
just
had
one
question:
I
heard
about
assistant
superintendent
schroeder
talking
a
bit
about
prioritizing
rehabilitation
projects
and
how
there
wasn't
really
a
priority
listing.
D
Could
could
could
that
be
explained
a
little
bit
more
again
thinking
behind
not
not
giving
a
year-on-year
kind
of
proposal.
F
Sure
president
cobill
there
there
has
always
been
to
the
extent
that
we
can
identify.
We've
always
had
an
internal
prioritization,
based
on
like
critical
failures
of
systems
or
impacts
that
would
limit
programming
in
a
recreation
center.
So
we've
always
known
about
those
internally.
There
was
a
request
made
by
commissioner
music
last
year
that
we
make
that
prioritized
list
public
and
so
we're
moving
in
that
direction.
F
F
We
are
starting
from
the
top
of
the
list
with
rehabilitation
projects
and
taking
those
components
or
aspects
of
of
an
asset
that
are
in
the
worst
condition
and
bringing
them
up
to
speed
and,
depending
upon
any
number
of
factors
like
if
we
look
at
the
the
the
one
that
stands
out
in
my
mind,
are
the
ada
improvements
we've
been
making
in
buildings
they're
turning
out
to
be
significantly
more
expensive
than
we
had
anticipated.
F
Even
though
we
originally
allocated
eight
hundred
thousand
dollars
a
year
for
the
first
five
years,
the
program
to
ada
ada
improvements
when
we
look
at
trying
to
get
in
to
do
a
bathroom
and
a
recreation
center,
and
it's
costing
three
or
four
hundred
thousand
dollars
to
make
the
ada
improvements
that
are
necessary,
the
dollars
just
aren't
going
as
far
so.
We
have
that
list
of
the
worst
and
we
keep
working
our
way
through
it.
F
If
we
were
to
say
that
we
were
to
try
to
if
we
were
to
try
to
project
that
we're
going
to
get
through
a
b
and
c
in
a
particular
year,
we
may
not
be
able
to
do
that
just
because
the
funds
don't
always
allow
us
to
get
that
far.
But
we
are.
We
continue
to
pursue
them
in
the
order
of
kind
of
the
worst
condition,
as
identified
through
several
level
layers
of
assessment.
J
D
No
it
does.
It
does
so
be
curious
to
dive
more
into
that
at
some
point.
Other
some
other
point
I'd
be
interested
to
see
kind
of
what
the
what
the
different
criteria
are
and
just
thinking
about
location
thinking
about
types
of
facilities
some
of
that
stuff.
But
we
don't
need
to
do
that
right
now,
but
I
yeah
I'll
follow
up
another
time.
D
Other
questions
from
commissioners,
I'm
not
seeing
any
superintendent
you
can
move
on.
We
do
have,
I
believe,
two
more
strategic
directions
to
get
through.
A
Thank
you
president.
Thank
you,
president
cole,
gill,
I'll
turn
this
over
now
to
assistant
superintendent,
barrack
and
and
talking
about
protecting
the
environment
and
I'll
turn
over
to
you,
jerry.
G
All
right
good
evening,
I
will
try
to
be
quick,
but
this
is
a
big
one.
So
two
primary
goals,
if
you
recall,
reduce
the
carbon
footprint
by
10
and
establish
new
new
targets
by
2022
and
establish
lake
natural
area,
land
urban
forest
management
plans
that
recommend
sustainable,
equitable
service,
sustainable
and
equitable
service
levels
by
2022..
So
if
you
advance
the
next
slide,
we'll
start
with
reducing
the
carbon
footprint,
there
are
several
things
that
we've
done
here
and
I'll
just
try
to
hit
on
the
highlights.
G
G
As
we
speak
that
started
in
the
fall
of
20.,
we
expect
to
wrap
them
up
here
early
summer,
end
of
spring
21,
and
you
can
see
that
we're
looking
at
an
annual
savings
of
a
hundred
thousand
dollars
in
utility
costs
and
also
the
reduction
in
our
carbon
footprint
by
almost
three
percent,
with
just
that
action
go
to
the
next
slide.
G
Another
thing
we've
done
is
hybrid
vehicle
purchasing.
We've
we've
upped
that
we've
currently
purchased
four
and
have
them
in
our
fleet.
We
purchased
a
2021
mitsubishi
outlander
at
the
end
of
the
year
in
2020.
This
is
a
hybrid
plug-in
vehicle
and
then,
in
late
2024
ford
introduced
the
hybrid
suv
option
for
emergency
responders.
G
We
we
did
purchase
one
of
those
and
I
believe
it
was
picked
up
yesterday,
so
we
now
have
a
police
interceptor.
That
is
a
hybrid
model
as
well
so
making
improvements
in
our
fleet.
If
you
go
to
the
next
slide
in
this
we've
continued
to
purchase
electric
equipment
as
well
kind
of
the
big
one
is
the
small
utv
there
on
the
picture
on
the
right.
That's
a
toro
electric
battery
operated
utv
that
we
were
able
to
purchase.
G
So
then
we
also
have
a
couple
of
battery
operated
mowers.
We
did
increase
our
electric
tool
fleet
by
13..
This
was
for
the
hook
gardeners.
I
believe
the
forestry
operation
also
purchased
some
of
battery
operated
stuff.
I
think
in
2019,
so
we're
increasing
our
hand,
tools
that
are
battery
operated
as
that
technology
evolves
and
gets
better
we're
taking
full
advantage
of
it.
If
you
go
to
the
next
slide,.
G
Well,
the
last
thing
that's
worth
noting:
this
is
a
kind
of
a
highlighted
program
where
we
partnered
with
the
minnesota
green
core
and
a
grant
from
the
pollution
control
agency
to
bring
on
a
green
corps.
Member
rachel,
a
viewer
may
recall,
but
she
did
several
things
throughout
her
tenure
with
us
where
she
helped
to
reduce
our
waste.
G
She
did
complete
the
compost
contest
between
rec
centers
to
improve
the
organic
collection.
We
also
added
a
new
community
organic
drop-off
site.
She
did
a
lot
of
staff
training
to
with
understanding
the
importance
of
sorting
and
what
needs
to
be
sorted
where
she
did
some
audits
on
dumpsters,
as
well
as
our
waste
and
and
then
with
the
kite
festival,
started
to
implement
some
of
the
event
go
greener
standards.
So
some
more
improvements
there
to
reduce
our
carbon
footprint
so
go
to
the
next
slide.
G
We
have
implemented
an
operational
inspections
for
playgrounds
and
rec
centers
that
captures
the
data
digitally
and
allows
for
weekly
analysis
of
how
you
know
how
those
parks
playground
inspections
are
happening.
What
conditions
are
out
there?
We
have
a
framework
for
the
urban
forest
management
plan
that
will
be
recommended
that
will
recommend
sustainable
and
equitable
service
levels.
G
The
water
resource
lead
position,
which
was
intended
to
really
lead
the
charge
on
the
lake.
The
lake
plans
unfortunately,
was
put
on
hold
with
covid
as
part
of
the
pandemic
there
and
that
we,
but
we
will
complete
phase
two
of
the
natural
areas
plan
at
21..
We
have
a
budget
item
coming
up.
I
believe,
may
5th
an
update
on
that
phase,
2
plan
that
will
include
the
management
recommendations
and
estimated
costs
associated
with
the
restoration
and
management
of
natural
areas.
G
All
of
our
forestry
work
is
now
being
digitally
recorded.
They
used
to
use
a
paper
triplicate
form,
a
call
would
come
in.
Customer
service
would
fill
out
the
form
those
forms
were
shuffled
around
to
the
service
area.
Today
those
calls
come
in
and
they're
logged
into
the
davey
tree
keeper
software
package,
the
the
foreman
and
the
inspectors
in
the
service
areas
have
tablets.
We
purchased,
I
think
upwards-
of
45
tablets
and
they're
doing
their
inspections
in
the
field
on
those
tablets.
G
The
foreman
have
them
for
the
crews
to
work
from,
and
so
you
can
just
kind
of
see
some
of
the
imagery
here.
This
is
we're
actually
conducting
our
planting
season
in
this
digital
software.
So
we're
pretty
proud
of
this.
This
is
going
to
give
us
a
lot
a
lot
of
data.
In
the
end,
it's
also
gonna.
It's.
It's
also
increased
our
efficiency
in
the
field.
So
that's
a
big
one
and
then
you
go
to
the
next
slide,
so
our
staff
recommendations,
starting
with
the
performance
goal
for
c1.
G
The
steps
we
see
this
year
are
to
complete
that
carbon
footprint
three
year
average
analysis
to
assess
whether
we've
met
our
10
reduction
goal,
and
that
number
will
allow
us
to
estimate
the
next
step
for
achievable
goals
relative
to
the
2018
baseline.
So
we're
excited
about
that
automate.
All
of
the
utility
bill
data
collection
to
the
energy
software
we
purchased
a
couple
years
ago,
energy
cap.
This
will
help
us
to
maximize
cost
savings,
flag
errors
and
identify
high
use
sites
faster,
and
then
we
see
you
know
the
next
step
of
them.
G
Looking
at
those
sites
and
taking
steps
there
to
you
know:
roll
out
further
energy
savings
initiatives
in
terms
of
c2
the
steps
water
quality.
I
mentioned
it
earlier
this
evening,
it's
central
to
the
identity
of
minneapolis
and
the
park
system,
and
so
a
comprehensive
plan
that
addresses
the
need
of
water
bodies
with
consideration
for
the
equity
framework
as
needed.
A
Thank
you,
assistant,
superintendent,
barrick,
again,
president
coghill
and
commissioners.
This
is
an
opportunity
to
look
at
performance
goals,
c1
and
c2,
and
we
look
forward
to
again
any
recommendations
or
any
anything
you'd
like
to
talk
about
there,
we'll
take
notes
again
and
answer
any
questions.
But
again
we
look
forward
to
your
recommendations
or
any
insights
to
those
performance
goals
going
into
2022..
D
Colgail,
thank
you,
superintendent
comments
and
questions
from
commissioners.
Commissioner
meyer.
K
Yeah
first,
it's
great
to
see
this
progress
I'll,
follow
up
with
staff
after
this
meeting
to
get
some
more
details
about
it.
Don't
need
to
take
a
whole
lot
of
time
tonight,
but
one
thing
I
did
want
to
get
clarification
on
now
is
just
the
three
percent
figure
that
you
talked
about
for
the
carbon
emissions
reduction.
Was
that
three
percent
for
the
entire
institution,
or
just
that
that
one
category.
G
D
Thank
you,
commissioner
meyer.
Any
other
questions
or
comments
from
commissioners.
D
Questions
or
comments
could
we
maybe
I
missed
this,
but
the
the
this
performance
goals
c2
regarding
the
forest
management
plans
or
the
management
plans
of
different
areas.
D
My
question
is
twofold:
did
we
have
management
plans
for
specific
areas
in
the
past?
Do
we
have
an
operating
one
currently
or
is
this
a
is
a
brand
new
thing
and
yeah?
That's,
I
guess
the
first
part
of
my
question.
G
Sure,
president
cogel,
my
understanding
is,
we
didn't
have
management
plans
as
a
general
like
urban
forest
management.
We
had
the
we
had
more
specific
stuff
so
and
most
of
it
was
done
through
master
plans
or
very
specific
areas
where
we
would
do
an
ecological
restoration
management
plan
for
a
particular
area,
but
I
and
maybe
deputy
superintendent
ringgold,
would
would
know
more
or
if
I've
got
this
wrong,
feel
free
to
correct
me.
But
I
I
understand
that
we
didn't
have
like
an
overarching.
G
We
certainly
didn't
in
forestry,
and
in
recent
times
we
didn't
have
an
overarching
like
program
plan.
Your
your
best
bet
was
to
go
on
our
website
and
click
through
the
pages
to
get
a
sense
for
what
what
we're
doing
and
what
policies
apply,
and
so
we're
really
in
terms
of
the
urban
forest
one.
It's
really
about
rounding
up
all
that
information,
putting
it
into
one
spot.
It's
not
going
to
be
a
management
plan
in
the
sense
of
you
know.
G
We
have
this
percent
of
species
we're
going
to
grow
it
to
x
percent
of
that
same
species.
That's
it's
not
going
to
get
to
that
level
of
detail,
but
it
is
going
to
get
to
the
level
of
detail
of.
We
are
diversifying
our
urban
forest,
so
we're
more
resilient
type
of
stuff
and
it'll.
It'll
also
cite
and
reference
like
the
ecosystem,
services
plan,
master
plans
and
the
other
plans
that
are
out
there.
D
G
D
G
G
You
know
the
landscape's
a
connected
thing,
so
it'd
be
really
hard
to
connect
what
you
were
doing
on
one
or
two
acres
to
the
neighboring
25
acres,
and
this
plan
allows
us
to
kind
of
put
everything
in
harmony
and
say:
this
is
what
we're
trying
to
do.
This
is
what
we're
setting
the
course
to
do
ecologically.
J
D
You
any
other
comments
from
commissioners,
I'm
not
seeing
any.
Thank
you
very
much
assistant
superintendent,
barrick
great
to
see
all
the
progress
and
thinking
on
this.
Thank
you,
superintendent,
bangora
superintendent,
back
to
you
and
the
team.
A
All
right,
president
coghill
commissioners,
we
have
one
more
for
this
evening.
I'm
going
to
turn
this
over
to
jennifer
deputy
superintendent
ringold
for
the
strategic
direction
d,
engaging
communities
of
power
take
it
take
over
jennifer.
Thank.
B
B
The
second
one
is
really
around
engagement
and
how
we
continue
to
engage
community
in
the
work
that
we
do
from
program
service
and
project
in
an
equitable
way
and
making
sure
that
we're
hearing
from
especially
communities
who
will
actually
be
using
the
facilities
and
be
in
those
areas
or
part
of
the
programming,
the
fourth
or
sorry,
the
third
one.
We
won't
add
a
fourth
one
tonight.
The
third
one
is
a
is
really
about
keeping
the
commitments.
B
One
of
the
aspects
of
continuing
to
keep
community
engaged
and
keep
the
community
working
with
us
as
an
organization
is
making
sure
that
the
community
voices
we
hear
throughout
our
processes
are
are
adequately
and
and
clearly
honored
by
making
sure
that
we
actually
follow
through
with
the
plans
that
they
help
contribute
to.
So
the
last
one
is
really
about
following
through
on
those
com,
the
community
voices
that
we
hear
throughout
the
processes.
B
Strategic
direction,
d
performance
goal
d1:
this
is
the
one
that
focuses
on
the
workforce.
In
particular,
we've
done
some
work
in
terms
of
accomplishments
here,
where
we
focus
on
making
sure
we
understand
our
current
workforce,
demographics
and
understanding
the
demographics
of
the
city
in
relation
to
those
those
categories.
B
We
look
at
this
from
the
perspective
of
the
demographics
of
the
working
age
of
minneapolis
residents,
so
we
look
at
the
aid,
the
demographics
of
individuals
between
the
age
of
18
and
64.,
and
within
that
we
know
that
the
the
white
population
of
that
demographic
within
minneapolis
is
75.
B
So
we're
looking
to
try
to
balance
the
race
and
ethnicity
across
the
organization
to
meet
the
city's
demographics
for
the
working
age.
16.
Sorry
excuse
me
18
to
64.,
and
with
that
I
will
hand
this
over
to
michael
schroeder
assistant
superintendent
schroeder,
to
talk
a
little
bit
about
the
next
two
categories
of
of
this
particular
strategic
direction.
F
Thank
you,
debbie
wrinkled,
so
the
performance
called
d2
is
to
demonstrate
the
participants
engaged
through
our
ce
policy
reflect
the
demographics
of
the
communities
served
by
the
program
service
or
project
and
ensuring
that
we're
supporting
equitable
delivery
of
those
program,
services
or
projects
at
the
board's
direction
relative
to
the
parks
for
all
comprehensive
plan.
We
extended
the
engagement
several
months
to
make
certain
that
we
could
cover
potentially
those
demographics
that
might
have
been
missed,
particularly
because
of
kovid,
and
so
that
process
has
been
has
been
continued.
F
Through
the
middle
of
this
year
we
established
and
engaged
a
youth
design
team,
and
they
have
they
were
actually
very
instrumental
in
several
aspects
of
the
comprehensive
plan,
not
just
in
not
just
in
terms
of
engaging
other
youth,
but
actually
producing
policies
directed
to
youth
in
the
city.
F
We've
updated
the
community
engagement
policy,
including,
I
think,
significantly,
the
as
we've
as
we
look
to
implement
that
the
use
of
tax
on
fewer
projects
cacs
tend
to
take
an
inordinate
amount
of
staff,
energy
to
direct
engagement
to
a
limited
number
of
people,
and
we're
refocusing
that.
So
we
have
many
many
more
opportunities
to
engage
people
in
using
the
same
kind
of
staff
resources.
Actually
what's
what's
happened.
F
I
think
during
covid
is
that
we've
learned
new
methods
for
engaging
people
that
will
perpetuate
past
the
end
of
the
pandemic
and
and
most
of
those
are
focused
on
more
broadly
trying
to
more
broadly
engage
the
community
so
that
they're
we're
not
continually
asking
people
to
come
together
for
five
or
six
or
eight
or
ten
meetings
to
try
to
come
to
a
conclusion
on
a
project.
F
There's
we've
worked
to
establish
and
engage
a
youth
advisory
council
and
we've
initiated
framing
of
engagement
for
past
cac
level
projects
so
that
we
can
incorporate
those
new
directions
as
a
part
of
the
conference
of
plan
and
the
next
slide,
please,
the
the
performance
called
d3
is
related
to
tracking
and
reporting
progress
relative
to
our
our
plans.
F
We
have
initiated
master
plan
tracking
tools
relative
to
all
capital
improvements
and
they
actually
started
with
the
service
area,
master
plans
and
the
master
plans
so
that
the
the
the
implementation
sections
of
those
have
been
translated
into
implementation
plans,
master
plan,
champions
from
planning
staff
have
been
assigned
to
each
service
area,
master
plan
and
and
regional
park
master
plan,
and
they
will
be
tied
to
every
capital
and
rehabilitation
project
so
that
we
can
ensure
that
the
goals
that
were
intended
in
the
master
plans
are
being
carried
through
to
the
actual
delivery
of
of
the
of
the
improvements
we've
adjusted
the
cip
organization
to
reflect
equity
measures
relative
to
site
and
master
plan
directions.
F
We
have
contractual
services
that
establish
system-wide
coordination
of
data
and,
as
noted
previously,
we
amended
the
cip
to
make
certain
that
we
were
not
limiting
people's
opportunity
opportunities
to
participate
and
also,
as
noted,
we're
moving
towards
hopeful
completion
of
the
comprehensive
plan.
The
parks
for
all
comprehensive
plan
as
a
another
means
of
of
tracking
and
reporting
on
the
progress
of
the
communities
next
slide.
Please,
so
I
think
I'm
continuing
on
this
one
is
that
correct
or
is.
F
Okay,
thank
you
so
on
on
d1
relative
to
continuing
to
reflect
the
race
that
the
city
and
gender
of
our
working
age
population
we'll
be
focusing
on
seasonal
positions
for
the
period
of
2021
to
2022.
F
F
Performance
goal
d3,
as
I've
alluded
to
already
that
we
will
be
expanding
upon
what
we've
learned
in
kovit
19
as
we've
engaged
with
other
park
and
recreation
providers.
We
have
learned
that
many
of
them
were
were
using
several
of
the
same
methods.
They
were
learning
from
us
as
we
went
through.
Staff
has
done
a
great
job
in
trying
to
keep
people
engaged
in
projects
through
many
methods
and,
while
we're
not
certainly
not
expert
at
it.
A
Thank
you,
assistant
superintendent,
schroeder,
president
cogill
again.
This
is
the
time
that
staff
have
given
recommendations
around
performance
goals,
and
this
is
an
opportunity
again
for
us
to
hear
and
listen
to
any
recommendations
or
anything
you'd
like
to
add.
We
will
listen
and
take
notes,
of
course,
and
I'd
like
to
turn
this
over
to
you
and
hear
from
our
commissioners
on
our
engaging
communities
of
power.
D
Thank
you,
superintendent.
Thank
you,
assistant,
superintendent,
schroeder
and
I'll.
Ask
commissioners
if
they
have
questions.
Commissioner
forney,
do
you
have
a
question
see
that
you're.
I
You
can
see
I'm
contemplating
now,
I'm
very
intrigued
with
the
whatever
d2
and
excited
about
that.
I
I
I.
I
We've
used
our
shall
we
say
cat
cat.
I
hate
that
word
anyway,
methodology
for
so
many
years,
and
so
I'm
I'm
really
pleased
to
see
that
we're
looking
to
broaden.
I
It's
a
white
centric
way
of
processing
things,
and
I
really
hope
that
you
know
we
can
expand
on
that.
So
I'm
very
excited
to
see
that,
and
I
would
say
that
goal
number
d1
is
is
very,
very
important.
Make
sure
that
we
are
reflective
of
our
community
and
and.
D
Very
good,
I
I
feel
this
is
this
is
helpful,
it's
something
I
that
I
would
encourage
staff
to
think
about,
and
I
don't
know
if
it
fits
into
these
performance
goals,
and
perhaps
you
know
the
next
year
commissioners
can
think
about
augmenting
these.
D
Programs
or
initiatives
that
are
really
that
are
within
the
park
system
that
are
really
community
driven
so
and
how
can
the
the
park
continue
to
expand
and
enhance
those
things?
So
when
I
think
about
community
power,
I
don't
just
think
about
the
diversity
of
our
workforce.
I
don't
just
think
about
who
we
talk
to
about
a
project.
D
I
don't
just
think
about
kind
of
tracking
where
improvements
are
made,
but
I
think
about
which
communities
have
have
the
ability
or
capacity
or
support
from
the
board
to
to
make
changes
to
the
park
system
to
see
themselves
reflected
and
implemented
in
the
system.
So
I
guess
an
example
of
success.
There
would
be
you
know,
maybe
one
of
the
recent
mural
projects
or
a
community
garden
that
was
particularly
kind
of
managed
by
and
expanded
by,
the
hmong
community
and
near
north
or
if
that
kind
of
makes
sense.
D
Where
are
those
those
spaces
where,
where
we're
seeing
a
community
desire
to
make
impact
on
a
park
space
and
and
the
park
board,
staff
and
system
is
able
to
enhance
that
is
able
to
support
that
is
able
to
expand.
That,
and
I
know,
that's
not
always
possible.
I
know
there
are
a
lot
of
considerations,
but
to
me
that's
maybe
the
most
tangible
example
of
you
know
engaging
community
power
is,
is
kind
of
lifting
up
community
initiated
projects,
just
a
thought.
D
All
right,
I'm
not
seeing
any
other
comments
from
commissioners.
I
really
appreciate
people
staying
around
on
a
nice
evening
to
talk
through
these
things.
I
think
they're
really
important
and
I've
gotten
a
lot
out
of
this.
D
So
thank
you,
superintendent,
your
team
for
for
the
presentation
and
the
time
that
you
put
into
this
discussion
and
and
all
the
information
that
you
provided,
I'm
assuming
that
this
information
is
going
to
be
available
to
us
or
sent
to
us
afterwards,
so
we
can
peruse
it
and
and
I'll
turn
it
over
to
you,
superintendent,
to
close
us
out.
A
Thank
you
very
much,
president
cogail
commissioners.
I
do
have
one
thing
that
I
just
was
notified
by
before
I
get
my
close
remarks.
Director
weissman
wanted
to
mention
something
real
quickly,
so
director
weissman
and
then
I'll
close
with
my
remarks.
If
I
could
turn
over
to
her
real
quickly.
E
So
one
of
the
things
I
wanted
to
just
highlight
for
you,
because
I
I
know
that
it
was
taken
up
in
the
operation
and
environment
committee
last
last
week
and
it
will
be
going
to
the
full
board
on
may
5th,
which
is
before
our
next
budget
retreat
is
resolution
2021-194
and
the
resolution
with
doing
the
mou
with
green
minneapolis
regarding
the
carbon
off
that
offset
program
for
urban
trees,
and
I
just
want
to
mention
it
to
you.
I
know,
although
I
don't.
E
I
wasn't
on
the
board
meeting
at
the
time
that
you
had
that
conversation,
but
I
know
that
there
was
some
conversation
around
whether
that
should
be
one-time
funding
or
whether
that
should
be
property
tax
funding.
So
I
just
want
you
guys,
as
as
I
want
the
commissioners
to
really
be
thoughtful
as
you
bring
that
forward
to
the
full
board,
and
you
know,
as
we
look
towards
2022
and
really
wanting
to
make
a
conservative,
a
conservative
ask
and
and
a
significant
ask
for
youth
investment
in
property
tax
dollars.
E
E
We
all
feel
that
that
may
be
a
priority
that
is
moved
forward
at
some
point
and
at
some
level,
but
for
2022.
We
want
to
make
sure
that
the
property
tax
focus
is
the
youth
investment
superintendent.
Bangor.
Would
you
add
anything.
A
Absolutely
yeah,
thank
you,
director,
weissman,
and
I
could
have
said
it
better.
It's
gonna
be
my
closing
remarks.
Thank
you,
president
cogill.
Thank
you,
commissioners.
I
really
appreciate
today
and
the
discussion
I'm
extremely
proud
of
this
organization,
extremely
proud
of
the
strategic
goals
that
we're
putting
forward
and
the
accomplishments
we're
making
there
I'm
very,
very
proud
of
this
board
and
your
commitment
to
youth.
A
We
have
invested
a
tremendous
amount
and
if
we
go
back
and
even
look
the
one
point,
six
months
out
of
this
board
invested
in
and
that
we
are
providing
amazing
opportunities
for
young
people,
not
only
in
jobs
but
experiences
and
and
not
just
recreation
opportunities,
but
also
learning
and
mentoring
and
growing,
and
if
we
talk
about
safety
for
our
community,
the
park
board
is
that
lever
we
can
pull
our
young
people
can
come
to
our
facilities.
A
They
can
be
involved
in
many
different
and
interesting
things
that
we're
creating
these
centers
of
innovative
spaces,
we're
building
our
creation
spaces
out.
We're
very
excited
about
that.
So
I
want
to
thank
this
board.
I
want
to
thank
the
staff
and
I
look
forward
to
our
next
meeting
and
we'll
be
talking
about,
of
course,
the
focus
on
budget
planning
and
again,
thank
you
for
your
time
and
we
really
appreciate
you
all
and
I
look
forward
to
our
next
meeting
together.