Minneapolis Park & Recreation Board Committee of the Whole 2021 - - PowerPoint PPT Presentation

Minneapolis Park & Recreation Board

Committee of the Whole 2021 Budget Retreat May 13, 2020

www.minneapolisparks.org/budget

Minneapolis Park and Recreation Board

1

Welcome and Budget Message

 Committed to solid foundation of visionary leadership, clear direction, and decision making based on data and analytics  Strategic Directions and Performance Goals  Re-envisioning Recreation Services

• Closing the Gap: Investing in Youth report
• Vision for investing in youth: six pillars
• Program development engine team to research, develop and evaluate new programs
• Recreation data and evaluation team to assess services and benchmark against

national standards

2

Welcome and Budget Message

 Coronavirus pandemic (COVID-19) has changed the service and budget landscape  Social distancing has greatly impacted our ability to provide events, programs and services  Staff are focused on responding to the current crisis and re-imagining programs and services that can be conducted virtually or within social distancing guidelines.  2021 Budget Process has been modified and departments have not been asked to submit 2021 budget requests

3

Welcome and Budget Message

 Budget retreat Day 1

• Sets the base for budget discussions
• Introduces 2021 budget issues
• Provides fund histories and projections
• Provides overview of 2018-2022 Strategic Directions and Performance Measures and

changes to milestones and accomplishments due to COVID-19

• Provides information about department 2020 budget goals that are being adjusted

due to COVID-19

• Allows for discussion of the Board authorized General Fund excess fund balance

allocations and returning some of those funds back to fund 2020 operations

4

Welcome and Budget Message

 Budget retreat Day 2

• Focuses on 2021 Budget Planning
• Provides information on revenue sources and economic risks
• Obtain Board input to guide the direction of the 2021 Budget
• Current Service Level considerations
• Maximum property tax levy request
• 2021 Budget Framework and Direction

5

2021 Budget Discussion

6

2021 Budget Development Timeline

7

2021 Budget Development Timeline

8

2021 Budget Development Timeline

9

2021 Budget Issues

The following issues to consider impacting the financial condition of the Minneapolis Park and Recreation Board (MPRB) are in addition to direction already set forth by the Board in the adopted 2018-2022 Strategic Directions and Performance Measures.  Coronavirus pandemic (COVID-19) impacts

• Service Delivery Impacts
• Financial Impacts
• Economic Recession

10

2021 Budget Issues

 System growth, expansion and service levels

• Downtown Service Area
• Northeast / Southeast Service Area
• North Service Area
• Central Mississippi Riverfront Regional Park

 Enterprise Fund stabilization

• Development of an enterprise operating model for the Minneapolis Sculpture Garden
• Development of an enterprise operating model for Waterworks
• Re-envisioning Golf Operations

11

2021 Budget Issues

 Capital investment needs

• Network upgrades and expansion
• Parkway paving and lighting
• RiverFirst
• Reinvesting in operation facilities
• Infrastructure and utilities
• Enterprise Fund capital investment
• Land Acquisition Fund
• Historic and iconic homes

 Other Emerging Issues

• Pesticide free parks analysis
• Unsheltered people in parks

12

General Fund History and Projections

13

General Fund



General Fund

 The General Fund is the MPRB’s main operating fund that reports

activities not reported in other funds.



General Fund Activities

 Care & Maintenance of the Park System  Recreation Facility Operations and Programming  Planning for Development & Redevelopment of the Park System  Park Safety & Security  Executive Management  Support Services 14

General Fund History

15

General Fund Revenues

 Property Tax  Local Government Aid (LGA)  Other Revenue

16

Property Tax



The Park Board property tax levy has increased an average of 4.4 percent annually for the past ten years, including the Tree Preservation and Reforestation Levy, which was reinstated in 2014, and the 20-Year Neighborhood Park Plan which began in 2017.

2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 General Fund $47.2 $47.2 $48.6 $48.6 $50.6 $52.6 $58.0 $60.5 $63.9 $67.6 Increase 3.8% 0.0% 3.0% 0.0% 4.0% 4.0% 10.3% 4.2% 5.8% 5.8% Tree Levy $1.0 $1.5 $1.7 $1.7 $1.8 $1.8 $1.9 Increase 45.9% 17.4% 0.0% 1.2% 3.0% 3.9% Total $47.2 $47.2 $48.6 $49.6 $52.0 $54.3 $59.7 $62.2 $65.7 $69.5 Increase $ $1.7 $0.0 $1.4 $1.0 $2.4 $2.3 $5.4 $2.5 $3.5 $3.8 Increase % 3.8% 0.0% 3.0% 2.1% 4.9% 4.4% 10.0% 4.1% 5.7% 5.7% Park Board Property Tax Levy (in millions)

17

Property Tax



City of Minneapolis property taxes have increased an average of 3.4 percent annually for the past ten years.

2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 Amount $220.8 $220.8 $224.0 $220.5 $224.0 $231.7 $242.6 $256.4 $271.6 $292.2 Increase $ $10.8 $0.0 $3.2

• $3.5

$3.5 $7.7 $10.9 $13.8 $15.2 $20.6 Increase % 5.2% 0.0% 1.5%

• 1.6%

1.6% 3.4% 4.7% 5.7% 5.9% 7.6% City of Minneapolis Property Tax Levy (in millions)

18

Property Tax



The Park Board is heavily reliant on property taxes, while the City of Minneapolis has more diversified revenue sources, reducing reliance on property taxes.

Property Tax 45% LGA 14% Fees, Fines & Other Revenue 41%

2020 City of Minneapolis General Fund Revenue by Major Sources

Property Tax 75% LGA 11% Fees, Fines & Other Revenue 14%

2020 Park Board General Fund Revenue by Major Sources

19

Local Government Aid



Actions to balance the state budget from 2008-2011 resulted in reduced Local Government Aid (LGA) payments to Minnesota cities. The Park Board lost $8.5 million in LGA due to the reductions over these four years.



In 2020 Park Board LGA was increased by $269,000.

$7,000,000 $8,000,000 $9,000,000 $10,000,000 $11,000,000 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020

Park Board Local Government Aid (LGA)

Actual LGA Certified LGA

20

General Fund Other Revenue



Other revenue includes:

 License, permit and service fees  Grants and donations  Building and grounds rentals  Fines  Overhead Charges, Transfers from other funds, Pension Credits



In the 2013 budget a number of activities were moved from the enterprise fund to the general fund, resulting in greater fee revenue in the general fund



The increase in 2020 is due to the transfer from the City for The Commons Park and increases in non-youth fees to support youth programs 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 (Budget) $5.2 $5.0 $9.6 $8.5 $9.9 $9.9 $10.0 $10.9 $11.7 $12.7 General Fund Other Revenue (in millions)

21

General Fund Non-Property Tax Revenue

State Aids/Funding 46% User Fees 24% Charges for Services 14% Rental Charges 8% Permits 2% Police Fines 1% Donations & Grants 1% Transfers 4%

2020 Park Board General Fund Non-Property Tax Revenue

22

General Fund Expenditures

 General Fund Operating Budget History  Capital Funding  Full-Time Employees

23

General Fund Operating Budget History



Park Board General Fund operating budget has increased $32.3 million,

• r an average of 5.4 percent over ten years.



Fee based recreation programs of $3.5 million moved to the General Fund in 2013.



NPP20 operations funding of $3.0 million was added to the General Fund in 2017.



Increases in health insurance premiums, pension contribution rates, and utility costs directly reduced the amount of funding available for programs and services. Recent increases in state aid, property tax revenues, and the moderating of health insurance increases has helped improve Park Board finances.

*Does not include tree preservation & reforestation levy

2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 $53.8 $53.8 $59.5 $62.5 $65.7 $68.4 $73.8 $77.7 $81.3 $86.1

• 3.8%

0.0% 10.6% 5.0% 5.1% 4.1% 7.9% 5.3% 4.6% 5.9% Operating Budget History (in millions)*

24

General Fund Operating Budget History

Total salary, fringe and operating funding percentages are similar in 2011 and 2020, however costs for mobile equipment and technology have increased by $3.9 million as the Park Board has worked to stabilize internal service funds and improve operating efficiencies and service delivery through the use of technology.

*includes the same activities as 2020 Operating Expenditures

Health Insurance 9.2% Utilities & Fuel 5.2% Other Operating 22.5% Salaries & Fringe 59.5% Pensions 3.6%

2011 Operating Expenditures*

Total Salaries, Fringe & Other Operating 82.4% Health Insurance 8.4% Utilities & Fuel 4.2% Other Operating 23.8% Salaries & Fringe 59.7% Pensions 3.9%

2020 Operating Expenditures

Total Salaries, Fringe & Other Operating

25

Full-Time Employees (all funds)



117 full-time positions, 20 percent of the workforce was eliminated between 2006 - 2012



Since 2012, the workforce has been increased by 125 full-time positions, including 45 positions from NPP20.

601 569 570 582 577 569 536 498 484 465 465 486 493 505 558 569 581 590 470 (modified) 472 (modified) 485 (modified) 495 (modified) 425 475 525 575 625 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 Full-Time Employees Year

MPRB Workforce History

26

Youth Employment (all funds)

965 864 802 841 864 834 850 905 856 882 912 952

• 200

400 600 800 1,000 1,200 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019

Number of Park Board Employees age 24 and under

27

General Fund Budget Outlook

28

State Legislative Update



The State Legislature is currently in session, with the session set to end May 18. The current status of laws affecting the Park Board Funding include



Local Government Aid (LGA) – Due to population and tax base growth in Minneapolis, LGA payments to Minneapolis will be reduced by $4.2

• million. The Park Board share of this reduction is $493,000.



PERA state aid ended in 2019. Legislation to reinstate PERA state aid has been introduced. If enacted the Park Board could receive $73,000 in PERA state aid annually.



The State is now forecasting a budget deficit of $2.42 billion for the biennium ending June 30, 2021. The Governor expects lawmakers to work

• n solutions over the summer, including potential use of the $2.36 billion

budget reserves.

29

City Update



City of Minneapolis revenues have been severely impacted by COVID19

• closures. The Mayor has directed City departments to cease development of

new programming ideas and focus on and plan for a 2021 budget that maintains current service levels.



The City of Minneapolis five-year financial direction (developed before COVID19 impacted the City) calls for Park Board property tax levy increases of four percent from 2021 through 2025, and Total City of Minneapolis property tax levy increases of 6.11% in 2021, 4.82% in 2022, 5.04% in 2023, 5.44% in 2024 and 4.2% in 2025.



On January 1, 2018 the City implemented a single-employer, self-insured medical plan. The plan provides the opportunity for potential cost savings through reduced state and federal taxes and administrative fees and greater control over annual increases. The City of Minneapolis is assuming health insurance costs will increase 5% annually.

30

City Update – Minimum Wage



The City of Minneapolis minimum wage ordinance went into effect January 1, 2018. The Park Board follows the Large Business minimum wage amounts.



The minimum wage impacts on the Park Board budget are shown below. These amounts are built into the five-year budget projections.

Minimum Wage Impacts Year Date Wage General Fund Enterprise Fund 2018 1/1/2018 $10.00 $6,727 $24,276 2018 7/1/2018 $11.25 $180,089 $40,844 2019 7/1/2019 $12.25 $376,152 $82,548 2020 7/1/2020 $13.25 $415,118 $85,094 2021 7/1/2021 $14.25 $446,582 $86,954 2022 7/1/2022 $15.00 $436,625 $76,385 2023 full year $15/hour $202,372 $32,821 Total $2,063,663 $428,920

31

General Fund Five-Year Projections

General Fund Property Tax Levy Increase

6.30% 5.38% 4.60% 4.28% 4.23% Adopted Est Est Est Est Est Budget Budget Budget Budget Budget Budget 2020 2021 2022 2023 2024 2025 Property Taxes 66,953,700 71,170,110 74,999,062 78,449,019 81,806,637 85,267,058 Local Government Aid 9,624,270 9,130,605 9,130,605 9,130,605 9,130,605 9,130,605 Commons Transfer 820,000 820,000 820,000 820,000 820,000 820,000 Fees, Fines and Other Revenues 11,836,138 11,602,073 11,602,073 11,602,073 11,602,073 11,602,073 Total Revenue 89,234,108 92,722,788 96,551,740 100,001,697 103,359,315 106,819,736 Full-Time Wages & Fringe 44,202,656 46,515,194 48,246,711 50,037,099 51,888,360 53,802,565 Part-Time Wages & Fringe 10,538,038 11,195,381 11,855,870 12,331,927 12,615,562 12,905,720 Health Insurance 7,248,460 7,610,883 7,991,427 8,390,999 8,810,548 9,251,076 Other Expenditures 24,149,954 24,306,330 25,362,732 26,146,672 26,949,844 27,765,375 Operating Costs 86,139,108 89,627,788 93,456,740 96,906,697 100,264,315 103,724,735 Neighborhood Park Capital Levy 2,180,000 2,180,000 2,180,000 2,180,000 2,180,000 2,180,000 Operations Facilities 500,000 500,000 500,000 500,000 500,000 500,000 Regional Park Transfer 100,000 100,000 100,000 100,000 100,000 100,000 Park Land Acquisition Reserve 315,000 315,000 315,000 315,000 315,000 315,000 Total Expense 89,234,108 92,722,788 96,551,740 100,001,697 103,359,315 106,819,735 Estimated Gap *Does not include tree preservation & reforestation levy

32

General Fund Five-Year Projections - Recession

*Does not include tree preservation & reforestation levy

33

General Fund Property Tax Levy Increase

0.68% 2.10% 4.00% 4.00% 4.00% Adopted Est Est Est Est Est Budget Budget Budget Budget Budget Budget 2020 2021 2022 2023 2024 2025 Property Taxes 66,953,700 67,410,090 68,825,702 71,578,730 74,441,879 77,419,554 Local Government Aid 9,624,270 9,130,605 9,130,605 9,130,605 9,130,605 9,130,605 Commons Transfer 820,000 820,000 820,000 820,000 820,000 820,000 Fees, Fines and Other Revenues 11,836,138 11,602,073 11,602,073 11,602,073 11,602,073 11,602,073 Total Revenue 89,234,108 88,962,768 90,378,380 93,131,408 95,994,558 98,972,233 Full-Time Wages & Fringe 44,202,656 46,515,194 48,246,711 50,037,099 51,888,360 53,802,565 Part-Time Wages & Fringe 10,538,038 11,195,381 11,855,870 12,296,360 12,579,176 12,868,497 Health Insurance 7,248,460 7,610,883 7,991,427 8,390,999 8,810,548 9,251,076 Other Expenditures 24,149,954 24,305,570 25,365,490 26,148,784 26,953,534 27,771,332 Operating Costs 86,139,108 89,627,028 93,459,498 96,873,242 100,231,619 103,693,469 Neighborhood Park Capital Levy 2,180,000 2,180,000 2,180,000 2,180,000 2,180,000 2,180,000 Operations Facilities 500,000 500,000 500,000 500,000 500,000 500,000 Regional Park Transfer 100,000 100,000 100,000 100,000 100,000 100,000 Park Land Acquisition Reserve 315,000 315,000 315,000 315,000 315,000 315,000 Total Expense 89,234,108 92,722,028 96,554,498 99,968,242 103,326,619 106,788,469 Estimated Gap (3,759,260) (6,176,118) (6,836,833) (7,332,061) (7,816,237)

General Fund Five-Year Projections – Recession & Continuing Covid-19 Impacts

*Does not include tree preservation & reforestation levy

34

General Fund Property Tax Levy Increase

0.68% 2.10% 4.00% 4.00% 4.00% Adopted Est Est Est Est Est Budget Budget Budget Budget Budget Budget 2020 2021 2022 2023 2024 2025 Property Taxes 66,953,700 67,410,090 68,825,702 71,578,730 74,441,879 77,419,554 Local Government Aid 9,624,270 9,130,605 9,130,605 9,130,605 9,130,605 9,130,605 Commons Transfer 820,000 820,000 820,000 820,000 820,000 820,000 Fees, Fines and Other Revenues 11,836,138 7,729,027 11,602,073 11,602,073 11,602,073 11,602,073 Total Revenue 89,234,108 85,089,722 90,378,380 93,131,408 95,994,558 98,972,233 Full-Time Wages & Fringe 44,202,656 46,515,194 48,246,711 50,037,099 51,888,360 53,802,565 Part-Time Wages & Fringe 10,538,038 10,477,289 11,841,509 12,281,711 12,564,190 12,853,166 Health Insurance 7,248,460 7,610,883 7,991,427 8,390,999 8,810,548 9,251,076 Other Expenditures 24,149,954 23,580,570 25,348,815 26,131,726 26,936,083 27,753,479 Operating Costs 86,139,108 88,183,936 93,428,461 96,841,534 100,199,182 103,660,286 Neighborhood Park Capital Levy 2,180,000 2,180,000 2,180,000 2,180,000 2,180,000 2,180,000 Operations Facilities 500,000 500,000 500,000 500,000 500,000 500,000 Regional Park Transfer 100,000 100,000 100,000 100,000 100,000 100,000 Park Land Acquisition Reserve 315,000 315,000 315,000 315,000 315,000 315,000 Total Expense 89,234,108 91,278,936 96,523,461 99,936,534 103,294,182 106,755,286 Estimated Gap (6,189,213) (6,145,081) (6,805,126) (7,299,624) (7,783,054)

Special Revenue Funds

35

Special Revenue Funds

Special Revenue Funds Special Revenue Funds are established to account for resources designated for specific purposes. Park Grant and Dedicated Revenue Fund This fund accounts for grants and other revenue that has been designated for specific purposes through grantor requirements, donor requests, Ordinance or Board direction. Park Grant and Dedicated Revenue Fund Activities

• Grants and donations for non-capital activities
• Self-supporting community events
• Park land acquisition reserve
• O&M lottery proceeds reserve
• Park dedication reserve

36

Special Revenue Funds

Tree Preservation & Reforestation Fund This fund accounts for a special property tax levy recommended by the Board to address threats to the urban forest due to Emerald Ash Borer and tree loss due to storms. Tree Preservation & Reforestation Fund Activities

• Tree Removal
• Stump Grinding
• Tree Planting

37

Park Grant and Dedicated Revenue Fund



Teen Teamworks, recreation center, and youth sports grant funded activities



Self-supporting community events such as the Bike Tour and Minneapolis Red, White & Boom



Park Land Acquisition Reserve, which is a Board designated fund where revenue received from land sales and other sources are earmarked for land acquisition



O&M Lottery and Park Dedication are held until allocated through the Capital Improvement Plan process.



The Park Grant & Dedicated Revenue Fund budget is adjusted throughout the year as grants, donations and land sale revenue is received.

Budget Estimate Estimate Estimate Estimate Estimate Grant & Dedicated Revenue 2020 2021 2022 2023 2024 2025 Revenue 1,367,600 1,367,600 1,367,600 1,367,600 1,367,600 1,367,600 Expense 1,367,600 1,367,600 1,367,600 1,367,600 1,367,600 1,367,600 Net Income

• 38

Park Dedication Fund



Minnesota State Legislature and concurrent City and MPRB Ordinances established the Park Dedication Fee and the MPRB has been collecting the fee since January 1, 2014.



Park dedication fees are assessed on any non-exempt development within Minneapolis and are designed to enhance the park system for new residents

• r employees moving into the city.



Current Rates effective 4/1/2020, Commercial rate is $221 per development employee and the residential rate is $1,659 per non-exempt unit.

2014 2015 2016 2017 2018 2019 Beginning Balance 209,800 1,709,162 6,192,101 8,243,055 13,552,522 Revenue 209,800 1,499,362 4,482,939 3,014,659 5,756,064 7,103,957 Expense/Allocated 963,705 446,597 1,752,756 Ending Balance 209,800 1,709,162 6,192,101 8,243,055 13,552,522 18,903,723

39

Tree Preservation & Reforestation Fund



The Forestry Department manages the Tree Preservation & Reforestation program (Tree Levy) that is funded through a special property tax levy. The program was instituted in 2014 and was designed to remove and replace 40,000 ash trees over eight years.



The Tree Levy began in 2014 with funding of $1.2 million, which funded the replanting of trees lost in the 2011 North Minneapolis tornado and the 2013 Minneapolis wind storm, and began the removal of ash trees. From 2015-2020 the Tree Levy increased to its current level of $1.8 million, funding the removal and replacement of ash trees.

40

Tree Preservation & Reforestation Fund



The 2020 Tree Levy includes the removal and replacement of 4,735 ash trees.



Any unspent funds at the end of the year are designated for tree preservation & reforestation purposes. Those funds are shown in future years as Use of Fund Balance.



The property tax levy supporting the fund ends in 2022. The Board will need a strategy for the future of the funds and/or program.

Property Tax Levy Increase 3.9%

• 24.6%
• 100.0%

Adopted Estimated Estimated Budget Budget Budget Revenue 2020 2021 2022 Property Taxes 1,857,240 1,400,850 Use of Fund Balance 10,000 Total 1,857,240 1,410,850 Expenditures Full-Time Wages & Fringe 496,537 356,329

• Health Insurance

86,196 60,506

• Other Expenditures

1,274,507 994,015

• Capital Costs
• Total

1,857,240 1,410,850

41

Internal Service Funds

42

Internal Service Funds

Internal Service Funds Internal service funds are used to provide goods and/or services internally within the MPRB organization. Internal service funds are designed to operate on a break-even basis for operations, while accruing additional funds to finance future capital costs. Park Internal Services Fund This fund accounts for the rental of equipment and the information technology services provided to other MPRB Funds. Park Internal Services Fund Activities

• Equipment Purchasing, Maintenance and Disposal
• Service and Support for all MPRB Technology

Park Self-Insurance Fund This fund accounts for the insurance activities of the MPRB. These activities include workers compensation, property insurance, general liability, automotive liability and police professional liability. Park Self Insurance Fund Activities

• Administration of MPRB Insurance Activities
• Maintenance of Insurance Reserves and Payment of Claims

43

Park Internal Services Fund Information Technology Services



Information Technology Services (ITS) provides service and support for all MPRB technology initiatives including computer hardware, software, network and connectivity, wireless access, servers, telephony, mobile devices, multifunctional printing devices, and multimedia equipment.



ITS Budget History:



The Park Board has increased its investment in technology over the past 10 years, including upgrades in point-of-sale systems, mobile devices, wireless access, network infrastructure & redundancy, and asset management system. An increasing workforce has also required additional technology.



The 2020 budget includes the staffing of ideation spaces in recreation centers.

2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 Revenue 898,586 1,099,890 1,234,080 1,532,685 1,551,080 1,718,122 1,789,672 2,012,767 2,288,893 2,369,725 Expense 898,586 1,303,476 1,233,998 1,489,336 1,551,080 1,658,122 1,779,672 2,012,767 2,288,893 2,369,725 Net (203,586) 82 43,349 60,000 10,000

44

Park Internal Services Fund Information Technology Services



The 2021 ITS budget projection includes the current service level, plus scheduled hardware replacement and network upgrades.



ITS maintains a reserve fund for technology capital and software replacement and one-time needs. At the end of 2019 the balance was $739,000. This balance will be used to smooth out large fluctuations in ITS funding needs when large technology investments are required.

Budget Estimate Estimate Estimate Estimate Estimate 2020 2021 2022 2023 2024 2025 Information Technology Services Revenue 2,369,725 2,443,509 2,519,732 2,598,480 2,679,842 2,763,909 Expense 2,369,725 2,443,509 2,519,732 2,598,480 2,679,842 2,763,909 Net Income

• 45

Park Internal Services Fund Equipment Services



The Equipment Services Unit manages the acquisition, maintenance and disposal of approximately 1,700 units of large and small equipment; primarily the MPRB’s fleet

• f vehicles, including small and large trucks, plows, police vehicles, weed

harvesters, tractors, along with a variety of off-road equipment and specialized mowers.



Equipment Services Budget History:

2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 Revenue 4,417,649 4,094,401 4,137,903 4,477,497 5,018,233 5,275,504 5,764,389 5,626,856 5,795,976 6,300,942 Expense 4,417,649 3,932,772 4,245,142 4,473,998 5,018,233 5,255,504 6,336,088 5,751,856 6,089,125 6,847,177 Net 161,629 (107,239) 3,499 20,000 (571,699) (125,000) (293,149) (546,235)



Since 2012 the Park Board has increased investment in equipment to modernize its fleet, enhancing operating efficiencies. It also increased equipment rates charged to departments to cover the actual costs of operating and replacing equipment. Equipment rates had been artificially held down as a budget reduction method.

46

Park Internal Services Fund Equipment Services



The 2021 Equipment Services budget projection includes the current service level

• perating

expenses and the scheduled equipment replacement.



Equipment Services maintains a reserve fund for replacement of equipment. At the end of 2019 the balance was $3,593,000. This balance is sufficient as a reserve for capital replacement needs, and will be reduced by spending in 2020 and future

• years. Equipment purchases prior to 2019 were limited due to issues with the

state equipment purchasing contract, which increased the fund balance.

Budget Estimate Estimate Estimate Estimate Estimate Equipment Services 2020 2021 2022 2023 2024 2025 Revenue 6,300,942 6,368,785 6,650,876 6,938,074 7,230,533 7,528,412 Expense 6,847,177 6,868,785 7,050,876 7,238,074 7,430,533 7,628,412 Net Income (546,235) (500,000) (400,000) (300,000) (200,000) (100,000)

47

Park Self Insurance Fund



The Self Insurance Fund covers liability for the activities the MPRB has chosen to

• insure. These activities include workers compensation, property loss, general

liability, automotive liability and police professional liability.



Self-Insurance Budget History:



The majority of the Self-Insurance budget funds workers compensation claims. The Park Board has been working to increase workplace safety through better use of equipment and better work practices, decreasing the amount of claims since 2011.

2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 Revenue 2,659,283 2,028,027 1,975,221 2,015,656 2,341,582 2,163,359 2,197,208 2,176,361 2,172,586 2,150,000 Expense 2,659,283 2,028,027 1,975,221 2,015,656 2,087,802 2,163,359 2,197,208 2,176,361 2,172,586 2,150,000 Net 253,780

48

Park Self Insurance Fund



The 2021 Self-Insurance budget projection includes the current service level operating expenses.



Park Self-Insurance fund maintains a reserve fund for actuarial determined Workers’ Compensation and General Liability Claims payables. At the end of 2019 the balance was $7.5 million. This balance is sufficient as a reserve with the liabilities considered fully funded.

Budget Estimate Estimate Estimate Estimate Estimate 2020 2021 2022 2023 2024 2025 Self-Insurance Revenue 2,150,000 2,200,937 2,253,097 2,306,508 2,361,202 2,417,210 Expense 2,150,000 2,200,937 2,253,097 2,306,508 2,361,202 2,417,210 Net Income

• 49

Enterprise Fund

50

Enterprise Fund

Enterprise Fund The Enterprise Fund is established to account for government activities that operate as a business. Enterprise activities are meant to be self-supporting and include operations, capital improvements and debt service. Enterprise fund activities DO NOT receive property tax support. Enterprise Fund Activities

• Golf
• Parking
• Concessions
• Ice Arenas
• Permits
• Sculpture Garden

A ten-year history of Enterprise Fund actual revenues, expenses and net income is presented for each of the activities. From 2010 to 2013 activities that were identified as unable to be self-supporting were removed from the enterprise fund.

51

Golf Operations

• Golf average annual net income 2000-2009 was $1.0 million
• Golf average annual net income 2010-2019 was ($493,302) due to weak demand and

course flooding

($1,500,000) ($1,000,000) ($500,000) $0 $500,000 $1,000,000 $1,500,000 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019

Golf Net Income

Golf 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 Revenues $6,093,993 $5,454,346 $6,169,519 $5,185,719 $4,551,087 $4,786,526 $4,967,999 $4,753,724 $5,701,352 $5,569,204 Expenses 5,873,058 5,724,667 5,842,892 5,848,923 5,939,553 5,081,284 5,522,824 5,935,816 6,242,761 6,154,714 Net Income $220,935 ($270,321) $326,627 ($663,204) ($1,388,466) ($294,758) ($554,825) ($1,182,092) ($541,409) ($585,510) 52

Golf Operations

• Average annual rounds of golf from 2010-2019 was 171,320
• Average annual rounds of golf from 2000-2009 was 261,842

100,000 120,000 140,000 160,000 180,000 200,000 220,000 240,000 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 Rounds

Golf Rounds Played

53

Ice Arenas

• The Park Board pays debt service for the 2006 purchase of Northeast Ice

Arena, and the 2013-14 renovation of Parade Ice Arena

($100,000) ($50,000) $0 $50,000 $100,000 $150,000 $200,000 $250,000 $300,000 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019

Ice Arenas Net Income

Ice Arenas 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 Revenues $848,823 $812,083 $819,627 $740,542 $794,535 $991,155 $962,691 $922,733 $1,373,133 $1,277,434 Expenses 755,547 769,483 835,173 746,799 821,194 787,045 796,841 878,111 1,328,855 1,243,908 Net Income $93,276 $42,600 ($15,546) ($6,257) ($26,659) $204,110 $165,850 $44,622 $44,278 $33,526

54

Parking Operations

• In 2011 & 2012 electronic pay stations were installed
• Parking has continued to expand pay locations and rates as warranted by the market

Parking 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 Revenues $900,037 $1,102,989 $1,397,382 $1,443,931 $1,614,123 $1,740,615 $1,960,007 $2,049,985 $2,245,320 $2,509,801 Expenses 174,176 218,042 218,329 242,897 282,639 361,870 465,207 481,195 556,598 591,061 Net Income $725,861 $884,947 $1,179,053 $1,201,034 $1,331,484 $1,378,745 $1,494,800 $1,568,790 $1,688,722 $1,918,740

$0 $500,000 $1,000,000 $1,500,000 $2,000,000 $2,500,000 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019

Parking Net Income

55

Use & Events Permits

• Limited use policy has reduced the number of events permitted since 2011

$0 $100,000 $200,000 $300,000 $400,000 $500,000 $600,000 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019

Use & Events Permitting Net Income

U&E Permitting 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 Revenues $1,232,682 $1,262,262 $1,094,972 $957,069 $1,079,594 $1,120,280 $1,123,695 $1,059,852 $1,179,176 $1,276,685 Expenses 895,676 723,241 618,993 547,316 519,277 582,052 686,119 654,709 727,653 831,034 Net Income $337,006 $539,021 $475,979 $409,753 $560,317 $538,228 $437,576 $405,143 $451,523 $445,651 56

Concessions

• Vendors have improved their operations and become destinations
• Introduction of beer & wine sales has increased the commissions paid

Concessions 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 Revenues $931,913 $1,033,341 $1,183,096 $1,312,822 $1,419,987 $1,592,527 $1,655,040 $1,667,001 $1,612,943 $1,419,992 Expenses 181,843 177,246 160,562 154,765 178,698 194,550 222,604 209,374 250,309 292,999 Net Income $750,070 $856,095 $1,022,534 $1,158,057 $1,241,289 $1,397,977 $1,432,436 $1,457,627 $1,362,634 $1,126,993

$0 $200,000 $400,000 $600,000 $800,000 $1,000,000 $1,200,000 $1,400,000 $1,600,000 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019

Concessions Net Income

57

Sculpture Garden

• The Sculpture Garden was under construction during 2016 and reopened in June,

2017. The grow-in after construction is now complete and additional revenue

• pportunities are expected.
• Revenue is generated from rentals of the sculpture garden grounds and pavilion

($350,000) ($300,000) ($250,000) ($200,000) ($150,000) ($100,000) ($50,000) $0 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019

Sculpture Garden Net Losses

Sculpture Garden 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 Revenues $41,949 $28,370 $12,604 $8,923 $11,135 $2,965 $0 $51,283 $163,732 $172,769 Expenses 275,220 256,317 317,542 301,355 258,435 221,198 64,358 88,252 179,280 181,332 Net Income ($233,271) ($227,947) ($304,938) ($292,432)($247,300)($218,233) ($64,358) ($36,969) ($15,548) ($8,563) 58

Enterprise Fund Net Income (Loss)

$57,954 $329,581 $536,304 ($296,913) ($643,718) $948,398 $581,032 ($639,515) $1,450,691 $1,334,664 ($1,000,000) ($500,000) $0 $500,000 $1,000,000 $1,500,000 $2,000,000 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019

2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 Total Operating Income Revenues $14,002,871 $14,348,944 $16,112,952 $9,899,352 $9,676,380 $10,352,516 $10,769,899 $11,071,700 $12,275,656 $12,863,787 Expenses 11,653,530 12,085,442 13,219,958 8,402,595 8,626,036 8,051,681 8,494,692 8,247,457 9,285,456 9,295,048 Operating Incom $2,349,341 $2,263,502 $2,892,994 $1,496,757 $1,050,344 $2,300,835 $2,275,207 $2,824,243 $2,990,200 $3,568,739 Non-Operating Expenses Improvements $808,221 $475,067 $679,850 $1,062,971 $655,184 $138,900 $963,837 $2,674,121 $809,622 $1,341,829 Debt Service 926,535 824,824 825,549 730,699 1,038,878 1,213,537 730,338 789,637 729,887 715,154 Athletic Field Imp 114,232 339,030 156,892 MERF Payment $177,092 Transfers 442,399 295,000 694,399 Total $2,291,387 $1,933,921 $2,356,690 $1,793,670 $1,694,062 $1,352,437 $1,694,175 $3,463,758 $1,539,509 $2,234,075 Net Income $57,954 $329,581 $536,304 ($296,913) ($643,718) $948,398 $581,032 ($639,515) $1,450,691 $1,334,664

59

Enterprise Fund - Fund Balance

$1,198,356 $1,298,687 $1,827,189 $1,808,118 $979,203 $1,866,672 $2,078,861 $1,371,911 $2,788,808 $4,123,472 $0 $500,000 $1,000,000 $1,500,000 $2,000,000 $2,500,000 $3,000,000 $3,500,000 $4,000,000 $4,500,000 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 (unaudited)

Audited Fund Balance

60

Enterprise Fund – Debt Service

• Parade Ice Improvements debt service increases beginning in 2021 so that

total enterprise debt service goes up to around $1.2 million annually until 2029, without any new debt taken on.

MPRB Debt Service (paid by Enterprise Fund) Neiman Sports Fort Snelling McKinstry Energy Northeast Ice Parade Ice Minnehaha Ref Total Complex Settlement Efficiency Arena Mortgage Improvements Improvements Debt Service 2010 $764,236 $94,500 $67,799 $926,535 2011 $626,588 $94,500 $35,938 $67,799 $824,825 2012 $627,625 $94,500 $35,625 $67,799 $825,549 2013 $617,900 Paid off by $45,000 $67,799 $730,699 2014 $623,350 General Fund $43,750 $67,799 $303,979 $1,038,878 2015 $623,200 $42,500 $67,799 $480,038 $1,213,537 2016 Part of $46,250 $67,799 $476,239 $140,050 $730,338 2017 CIP $309,750 $67,799 $272,038 $140,050 $789,637 2018 $67,799 $522,038 $140,050 $729,887 2019 $67,799 $517,038 $140,050 $724,887 Total $4,900,241 $283,500 $558,813 $745,789 $2,571,370 $420,150 $9,619,913 61

Enterprise Fund – Budget Outlook

The preceding data was the actual results of Enterprise Fund activities. The following shows the 2020 Enterprise Fund budget and five years of projected budgets.

Budget Estimate Estimate Estimate Estimate Estimate 2020 2021 2022 2023 2024 2025 Golf Operations Revenue 6,066,630 6,243,296 6,399,378 6,559,363 6,723,347 6,891,430 Expense 6,481,953 6,664,201 6,903,662 7,117,906 7,314,214 7,516,164 Net Income (415,323) (420,905) (504,284) (558,543) (590,867) (624,734) Ice Arena Operations Revenue 1,137,279 1,165,711 1,194,854 1,224,725 1,255,343 1,286,727 Expense 1,085,793 1,115,811 1,146,711 1,178,519 1,211,267 1,244,982 Net Income 51,486 49,900 48,143 46,206 44,077 41,745 Parking Operations Revenue 2,565,358 2,722,192 2,790,247 2,860,003 2,931,503 3,004,791 Expense 809,742 830,180 851,154 872,677 894,765 917,434 Net Income 1,755,616 1,892,012 1,939,093 1,987,326 2,036,738 2,087,356

62

Enterprise Fund – Budget Outlook

Budget Estimate Estimate Estimate Estimate Estimate 2020 2021 2022 2023 2024 2025 Use & Event Permitting Revenue 1,240,260 1,271,267 1,303,048 1,335,624 1,369,015 1,403,240 Expense 960,098 989,625 1,020,102 1,051,561 1,084,036 1,117,561 Net Income 280,162 281,641 282,946 284,063 284,979 285,680 Vendor Agreements/Concessions Revenue 1,489,000 1,526,225 1,637,500 1,678,438 1,720,398 1,763,408 Expense 455,560 469,370 483,619 498,323 513,497 529,156 Net Income 1,033,440 1,056,855 1,153,881 1,180,114 1,206,902 1,234,252 Sculpture Garden & Cowles Conservatory Revenue 309,800 309,800 309,800 309,800 309,800 309,800 Expense 376,005 386,468 397,238 408,322 419,733 431,478 Net Income (66,205) (76,668) (87,438) (98,522) (109,933) (121,678)

Total Enterprise Fund Operations

Revenue 12,808,327 13,238,490 13,634,827 13,967,952 14,309,406 14,659,396 Expense 10,169,151 10,455,656 10,802,486 11,127,309 11,437,510 11,756,775 Net Income 2,639,176 2,782,835 2,832,341 2,840,644 2,871,896 2,902,622

63

Enterprise Fund – Budget Outlook

Budget Estimate Estimate Estimate Estimate Estimate 2020 2021 2022 2023 2024 2025 Enterprise Fund Net Income 2,639,176 2,782,835 2,832,341 2,840,644 2,871,896 2,902,622 Non-Operating Income 1,000,344 Uses of Enterprise Fund Net Income Capital Improvements 2,310,344 1,310,000 1,310,000 1,310,000 1,310,000 1,310,000 MERF Payment 141,773 141,773 141,773 141,773 141,773 141,773 Debt Service Northeast Ice Arena 67,799 33,900

• Parade Ice

509,538 1,096,038 1,094,038 1,090,825 1,084,950 1,101,800 Minnehaha Refectory 140,050 140,050 140,050 140,050 140,050 140,050 Total Debt Service 717,387 1,269,988 1,234,088 1,230,875 1,225,000 1,241,850 Total Improvements & Debt Service 3,169,504 2,721,761 2,685,861 2,682,648 2,676,773 2,693,623 Net Income Less Improvements & Debt Service 470,016 61,074 146,480 157,996 195,123 208,999

64

Enterprise Fund – Budget Outlook with Continuing COVID-19 Impacts

Budget Estimate Estimate Estimate Estimate Estimate 2020 2021 2022 2023 2024 2025 Golf Operations Revenue 6,066,630 4,549,973 6,066,630 6,218,296 6,373,753 6,533,097 Expense 6,481,953 6,498,220 6,733,192 6,942,822 7,134,390 7,331,471 Net Income (415,323) (1,948,247) (666,562) (724,526) (760,637) (798,374) Ice Arena Operations Revenue 1,137,279 568,640 1,137,279 1,165,711 1,194,854 1,224,725 Expense 1,085,793 1,089,456 1,119,658 1,150,750 1,182,760 1,215,719 Net Income 51,486 (520,817) 17,621 14,961 12,093 9,006 Parking Operations Revenue 2,565,358 1,924,019 2,565,358 2,629,492 2,695,229 2,762,610 Expense 809,742 810,721 831,209 852,233 873,810 895,955 Net Income 1,755,616 1,113,297 1,734,149 1,777,259 1,821,419 1,866,655

65

Enterprise Fund – Budget Outlook with Continuing COVID-19 Impacts

Budget Estimate Estimate Estimate Estimate Estimate 2020 2021 2022 2023 2024 2025 Use & Event Permitting Revenue 1,240,260 620,130 1,240,260 1,271,267 1,303,048 1,335,624 Expense 960,098 964,478 994,224 1,024,931 1,056,632 1,089,360 Net Income 280,162 (344,348) 246,036 246,335 246,416 246,264 Vendor Agreements/Concessions Revenue 1,489,000 744,500 1,637,500 1,678,438 1,720,398 1,763,408 Expense 455,560 457,591 471,503 485,859 500,675 515,966 Net Income 1,033,440 286,909 1,165,997 1,192,579 1,219,724 1,247,442 Sculpture Garden & Cowles Conservatory Revenue 309,800 154,900 309,800 309,800 309,800 309,800 Expense 376,005 377,003 387,517 398,339 409,478 420,946 Net Income (66,205) (222,103) (77,717) (88,539) (99,678) (111,146)

Total Enterprise Fund Operations

Revenue 12,808,327 8,562,161 12,956,827 13,273,003 13,597,083 13,929,265 Expense 10,169,151 10,197,470 10,537,302 10,854,934 11,157,746 11,469,417 Net Income 2,639,176 (1,635,310) 2,419,525 2,418,069 2,439,337 2,459,847

66

Enterprise Fund – Budget Outlook with Continuing COVID-19 Impacts

Budget Estimate Estimate Estimate Estimate Estimate 2020 2021 2022 2023 2024 2025 Enterprise Fund Net Income 2,639,176 (1,635,310) 2,419,525 2,418,069 2,439,337 2,459,847 Non-Operating Income 1,000,344 Uses of Enterprise Fund Net Income Capital Improvements 2,310,344 1,310,000 1,310,000 1,310,000 1,310,000 1,310,000 MERF Payment 141,773 141,773 141,773 141,773 141,773 141,773 Debt Service Northeast Ice Arena 67,799 33,900

• Parade Ice

509,538 1,096,038 1,094,038 1,090,825 1,084,950 1,101,800 Minnehaha Refectory 140,050 140,050 140,050 140,050 140,050 140,050 Total Debt Service 717,387 1,269,988 1,234,088 1,230,875 1,225,000 1,241,850 Total Improvements & Debt Service 3,169,504 2,721,761 2,685,861 2,682,648 2,676,773 2,693,623 Net Income Less Improvements & Debt Service 470,016 (4,357,071) (266,336) (264,579) (237,436) (233,776)

67

2018-2022 Strategic Directions and Performance Goals

68

Strategic Direction A – Invest in youth

Performance Goal A1 - Increase the number of youth focused programs supporting the social/emotional, career and life skill development of young people ages 2-5, 6- 11, and 12-17 years old by 20% by 2022 (including those that strengthen relationships with their elders, caregivers and/or parents), focusing on underserved youth first. This goal will require additional funding resources. Milestones for A1

• 2020 – To the extent possible, all current and new programs will be redesigned

into a virtual and/or social distancing format to accommodate COVID-19

• guidelines. Develop a dashboard to track progress toward performance goal,

incorporating RecQuest priority areas

• 2021 – 20% increase in youth focused programs
• 2022 – Program evaluated, and next steps determined

69

Strategic Direction A – Invest in youth

Accomplishments for A1

• 2020 Annual Budget
• Establish new timelines for the construction of three ideation spaces that

adjust for the work slowdowns as a result of COVID-19

• Pilot a free Rec Plus program at a Near North Minneapolis site
• Increase funding to the Walt Dziedzic Innovation Fund to focus on

underserved communities of color. Remaining funding has been placed on hold and will be considered for virtual programs or modified programs for social distancing

• Establish a new timeline for the assembled Youth Advisory Council to begin

engaging in work and projects that were delayed by COVID -19

70

Strategic Direction A – Invest in Youth

Performance Goal A2 – Strengthen and expand MPRB’s youth employment programs (ages 14 - 24) for underrepresented youth in non-traditional careers by a sustainable grow of 25% by 2022. This goal will require additional funding resources. Milestones for A2

• 2020 – Program expansions initiated for youth employment
• 2021 – 25% increase in youth employment programs
• 2022 – Program evaluated, and next steps determined

Accomplishments for A2

• 2020 Annual Budget

Funding for the hiring of 120 additional youth through Teen Teamworks, Green Team, Power Crews and Urban Scholar programs Update: Establish revised youth employment staffing models that address the range of new protocols that are required as a result of COVID -19.

71

Strategic Direction B – Be financially sustainable

Performance Goal B1 – Advise Commissioners on a balanced, equitable, annual budget solutions through 2022 and required levels of fund reserves as established by the MPRB Financial Management Policies, with flexibility during periods of recession. Milestones for B1

• 2020 – Revise MPRB Financial Management Polices and continue budget calendar

adjustments

• 2021 – Evaluate budget adjustments
• 2022 – Implement corrections or additional adjustments based on evaluation

Accomplishments for B1

• 2020 Annual Budget
• Finance Department goal to re-design the MPRB budget process, to provide

information and messaging that aligns with the City of Minneapolis budget process including the response to COVID-19 budgetary impacts.

72

Strategic Direction B – Be financially sustainable

Performance Goal B2 – Increase or enhance MPRB’s program and service delivery through securing new or additional funding sources, partnerships, donations and grants. Milestones for B2

• 2020 – Review priority areas in relation to impacts of COVID-19 and identify

secure necessary staffing resources and/or assign project managers top priority funding requests, partnerships, donation programs and grants

• 2021 – Evaluate level of success in 2020 priority areas, reprioritize and re-assign

resources as necessary

• 2022 – Evaluate level of success in 2020 priority areas, reprioritize and re-assign

resources as necessary Accomplishments for B2

• 2020 Annual Budget
• Determine which fees and funding sources are available during COVID-19

response and introduce new fees as necessary for new virtual or social distancing program delivery

73

Strategic Direction B – Be financially sustainable

Performance Goal B3 – Meet parameters for neighborhood park maintenance, rehabilitation and capital as indicated in the NPP20 through 2022, and neighborhood and regional park capital and rehabilitation goals as indicated in the Capital Improvements Program and established equity ordinances through 2022. Milestones for B3

• 2020 – Assess assets and prioritize rehabilitation projects; propose adjustments to

rehabilitation category funding to balance project needs; implement current year CIP projects

• 2021 – Assess assets and prioritize rehabilitation projects; propose adjustments to

rehabilitation category funding to balance project needs; implement current year CIP projects; examine inflation and escalation factors and recommend commensurate modifications to NPP20 funding

• 2022 – Assess assets and prioritize rehabilitation projects; propose adjustments to

rehabilitation category funding to balance project needs; implement current year CIP projects; project, as practicable, extent of NPP20 through program period

74

Strategic Direction B – Be financially sustainable

Accomplishments for B3

• 2020 Annual Budget
• Increase in service level for snow removal, mowing and weed harvesting by

increasing the number of Mobile Equipment Operators and Parkkeepers. However, as the COVID-19 Pandemic has affected hiring for attrition, the additional staff potential may not be fully realized

• Increase in service level for graffiti removal by increasing the number Painters.

However, as the COVID-19 Pandemic has affected hiring for attrition, the additional staff potential may not be fully realized

• Share rehabilitation project listing publicly by priority of project and potential

year of work

75

Strategic Direction C – Protect the environment

Performance Goal C1 – Reduce the MPRB’s Carbon Footprint by 10% and establish new targets by 2022. This goal will require additional funding resources. Milestones for C1

• 2020 – Create plan to reduce consumption and set milestone goals that identify

focus areas for improvement in the baseline analysis

• 2021 – Begin transition to renewable energy to reduce electricity related

emissions for operations and expand on-site renewable energy generation

• 2022 – Set new targets for next 3 years

Accomplishments for C1

• 2020 Annual Budget
• The addition of the Management Analyst position with energy, sustainability

and efficiency focus has been placed on hold as a cost-containment measure in response to COVID-19

76

Strategic Direction C – Protect the environment

Performance Goal C2 – Establish lake, natural area, land, and urban forest management plans that recommend sustainable and equitable service levels by 2022. This goal will require additional funding resources. Milestones for C2

• 2020

− Implement Park Inspection Program and have active operational and conditional inspections for six or more asset types and have a reportable database and historical records established − Develop strategies for management of different vegetation types as classified by MPRB Phase I Natural Areas Management Plan and develop management reports for high interest MPRB natural areas and Regional Park corridors in Phase II − Determine scope of lake shoreline management plan for MPRB and develop Request for Proposals for plan development (This milestone has been placed on hold due to COVID-19 and the hiring freeze) − Begin draft of the urban forest management plan by incorporating documentation of existing protocols and practices onto the established plan outline. Acquire necessary number of data collection tablets for deployment in January to thoroughly expand the trial collection in the field

77

Strategic Direction C – Protect the environment

Accomplishments for C2

• 2020 Annual Budget
• The addition of the Water Resources Lead position has been placed on hold

as a cost-containment measure in response to COVID-19.

• Acquired 38 tablets for deployment in April to expand the trial collection in

the field needed for the urban forest management plan

78

Strategic Direction D – Engage Communities’ power

Performance Goal D1 – Continue to reflect the race, ethnicity and gender of Minneapolis’ working age population in the MPRB’s workforce through 2022. Milestones for D1

• 2020 – Identify and implement recruitment/retainment strategies in growth

areas; track current workforce demographics; consider demographics in workforce strategies for COVID-19 response

• 2021 – Evaluate previous year success/progress; identify and implement

recruitment/retainment strategies in growth areas; track current workforce demographics

• 2022 – Evaluate previous year success/progress; identify and implement

recruitment/retainment strategies in growth areas; track current workforce demographics Accomplishments for D1

• 2020 Annual Budget
• Track workforce demographics in workforce strategies for COVID-19 response

79

Strategic Direction D – Engage Communities’ power

Performance Goal D2 – Demonstrate that participants engaged through the Community

Engagement Policy reflect the demographics of the communities served by the program, service, and/or project to support equitable delivery of programs, services and/or projects through 2022.

Milestones for D2

• 2020 – Assess first year engagement data; make appropriate changes to

engagement practices based on findings

• 2021 – Assess second year engagement data; make appropriate changes to

engagement practices based on findings

• 2022 – Assess third year engagement data; initiate update to Community

Engagement Policy based on findings and trends Accomplishments for D2

• 2020 Annual Budget
• Completion of the MPRB Comprehensive Plan
• Establishment of a youth advisory council
• Initiated framing of engagement for past CAC-level projects and incorporating

new directions as part of Comprehensive Plan

80

Strategic Direction D – Engage Communities’ power

Performance Goal D3 – Track and report progress on and implement actions set in community-

driven park and recreation plans (service areas plans, regional park master plans, RecQuest, etc.).

Milestones for D3

• 2020 – Assess first year implementation data; consider changes to delivery

methods based on project tracking data

• 2021 – Assess second year implementation data; consider changes to delivery

methods based on project tracking data

• 2022 – Assess third year implementation data; consider changes to delivery

methods based on project tracking data; update project tracking methods and public-facing reporting tool Accomplishments for D3

• 2020 Annual Budget
• Tracking progress and alignment of capital projects based on master plan

tracking tool

• Contractual services to establish system-wide coordination of data
• Completion of the MPRB Comprehensive Plan

81

Department Goals

82

Superintendent’s Office Goal

83

Minneapolis Parks and Recreation Board 2020 Goals & Benchmarks Department: Fiscal Year: Manager: Date of Last Revision: 3/31/2020 B2 A4 BENCHMARKS: Target Date Completion Date 3/30/2020 5/1/2020 9/1/2020 10/1/2020 11/1/2020 If a grant writer/development officer position is warranted, Identify and develop the specific skills and experience this position would require. This might include database management, grant writing and foundation relationship management. If a position isn't warranted, provide recommendation on how best acquire the grant writing/development services through contract or partnerships. Hire consultant. Consultant will identify grant- and development - related funding trends that have worked for MPRB and identify strategies that might attract broader support from donors, foundations and philanthropic institutions. Identify benchmarks between

• ther philanthropic partners and public agencies local and national to establish

what level of giving MPRB could expect to be receiving in these categories. Develop recommendation for the Grant Writer/ Development Officer position. Review consultant work with the Executive Team, obtain feedback, modify and provide a recommendation if a Grant Writer/Development Officer would be a good addition to MPRB. Develop a proposed scope of service and submit it to Target Market Vendors. If no Target Market Vendors exist in this category, submit the scope of service to qualified vendors through a Request for Proposals process. This goal has been placed on hold due to COVID-19 spending freeze Superintendent's Office Comp Plan Goal: Strategic Direction Racial Equity Action Plan 2020 Al Bangoura GOAL: Hire a consultant to conduct a needs and feasibility study for a grant writer and/or development officer for the MPRB. The expectation is that the consultant will provide MPRB with and overview of the types of grants and opportunities MPRB could receive but are not aware of. This work will help to determine whether a position is warranted, and if so, the specific skills and scope of work this position would require. Financially independent and sustainable parks prosper Results

Design & Project Management Department Goal

84

Finance Department Goal

Minneapolis Parks and Recreation Board 2020 Goals & Benchmarks Department: Fiscal Year: Manager: Date of Last Revision: 3/31/2020 B1 BENCHMARKS: Target Date Completion Date 1/31/2020 2/28/2020 3/31/2020 2nd through 4th Quarter 2020 12/31/2020 Working with the City of Minneapolis Mayor's Office and Budget Office, determine the dates the City needs Park Board budget information to be included in the Mayor's Recommended Budget. Due to the impacts of the COVID-19 pandemic the City and MPRB's budget process is being adjusted to focus on the current financial crisis and its implications for 2021. The MPRB is preparing to focus

• n current service levels and the modifications to those levels due to

the pandemic and requirement for social distancing. Finance Comp Plan Goal: Strategic Direction Racial Equity Action Plan 2020 Juli Wiseman GOAL: Re-design the Park Board budget process, to provide information and messaging that aligns with the City of Minneapolis budget process. Execute the new budget process. Financially independent and sustainable parks prosper. Results Review the budget process and if necessary, make adjustments to the Board and internal calendar for the 2022 budget process. Create a new Park Board budget calendar that takes into account the City’s needs, and solicit Board input on the calendar. Develop an internal budget calendar based on the new Board budget calendar and distribute to Park Board directors so staff are aware of the new timing and deadlines. Execute the budget process based on the new calendar.

85

Forestry Department Goal

Minneapolis Parks and Recreation Board 2020 Goals & Benchmarks Department: Fiscal Year: Manager: Date of Last Revision: 3/31/2020 C1, C2 A & E BENCHMARKS: Target Date Completion Date 12/20/2019 11/18/2019 1/11/2020 1/7/2020 1/14/2020 1/9/2020 1/22/2020 2/3/2020 2/19/2020 2/21/2020 2/27/2019 3/3/2020 3/6-7/2020 postponed 3/8/2020 postponed 3/15/2020 postponed 3/18/2020 postponed 4/27/2020 New Forestry Outreach Coordinator begins work on or before. Civil Service exam scores are sent to candidates. Civil Service exams have not been held so no scores have been generated. Finalist interviews completed and references checked. Civil Service exams have not been held so a list of interview finalists has not been generated. Job offer is made on a conditional basis. A job offer has not been made because it has not been possible to select a final candidate. Job posting closes. Job posting closed on 2/21/2020. Job applications reviewed for training & experience. Civil Service exam invitations sent. Job applications reviewed for training and experience. Civil Service exam invitations were sent shortly thereafter. Civil Service exams are held. Civil Service exams were scheduled for 3/23/2020. The interview panelists and candidates were notified and set to participate. On 3/16/2020 the HR Department informed panelists and candidates that due to the recent

• utbreak of COVID-19, recruitment for the Forestry Outreach Coordinator

position was placed on hold. As a result the Civil Service exams have not been held. Letter of Agreement finalized with appropriate union. Received confirmation for HR to proceed with job requisition. Job requisition is circulated for approval signatures. Job requisition was circulated for approval signatures. Job is posted as open competitive for 4 weeks and advertising is launched. Job was posted as open competitive. Job description is finalized, and wages approved. Job description finalized and wages approved. Forestry Comp Plan Goal: Strategic Direction Racial Equity Action Plan 2020 Ralph Sievert GOAL: Conditionally fund the Forestry Outreach Coordinator from one-time funds when certain conditions are met. Specifically, staff approves a final job description and the timeline for posting and filling the created vacancy is approved by the Board through the budget process. Vision Theme 1: Sound management techniques provide healthy, diverse and sustainable natural resources. Healthy boulevard trees connect all city residents to their park system. Results

86

Youth Development Department Goal

87

General Fund Excess Fund Balance Allocations

88

General Fund – Excess Fund Balance Allocations

89

Minneapolis Park and Recreation Board

www.minneapolisparks.org/budget

Closing Remarks

90