HomeMy WebLinkAbout2020-06-16 City Council Work Session Meeting PacketAgenda
City Council Work Session
City of Edina, Minnesota
VIRTUAL MEETING
Call 833-360-0793, enter Conference ID 8714369 to listen to meeting
Tuesday, June 16, 2020
5:30 PM
I.Call To Order
II.Roll Call
III.Joint Meeting: Parks & Recreation Commission
IV.Joint Meeting: Arts & Culture Commission
V.Adjournment
The City of Edina wants all residents to be comfortable being part of the public
process. If you need assistance in the way of hearing ampli&cation, an
interpreter, large-print documents or something else, please call 952-927-8861
72 hours in advance of the meeting.
Date: June 16, 2020 Agenda Item #: III.
To:Mayor and City Council Item Type:
Other
From:Perry Vetter, Parks and Recreation Director
Item Activity:
Subject:Joint Meeting: Parks & Recreation Commission Information
CITY OF EDINA
4801 West 50th Street
Edina, MN 55424
www.edinamn.gov
ACTION REQUESTED:
None.
INTRODUCTION:
As part of the annual joint meeting of the City Council and the P arks and Recreation Commission staff will
provide an operational update and the Parks and Recreation Chair will provide an update to the commissions
annual work plan.
ATTACHMENTS:
Description
Staff Report: Joint Meeting with Parks and Recreation Commission
2020 Parks and Recreation Commission Work Plan
June 16, 2020
Mayor and City Council Members; Parks and Recreation Commissioners
Perry Vetter, Parks & Recreation Director
Joint Meeting: Parks and Recreation Commission
Information / Background:
In mid-March the City of Edina began to implement adjustments to the many offerings and services provided
to the residents and patrons due to the COVID-19 pandemic. Governor Walz implemented a Stay At Home
Order that limited the type and amount of work that could be conducted in each respective facility.
In particular for Parks and Recreation, those adjustments impacted four areas:
a. Enterprise Operations
b. Recreation Programming
c. Parks and Natural Resource Amenities
d. Fiscal Position
A. Enterprise Operations
Enterprise Operations closed to the public on Friday March 13, 2020. At that time, the Braemar Golf Dome,
Braemar Sports Dome, Braemar Ice Arena, Centennial Lakes Park, Edinborough Park and the Edina Arts
Center were closed to the public. Braemar Golf Course was not yet ready to open for play and practice.
At that moment in time, staff began the process of closing for operations until further notice. Shortly after it
became obvious that this would not be a short-term interruption in services and therefore staff focused on
ensuring the safety and security of our staff, working with our related partners, and focusing on relative fiscal
position.
Several financial first aid actions were taken. Those included identifying any essential service workers,
requiring employees to work from home, adjusting the heating, cooling and amenities available in each facility
and furloughing of all part-time and seasonal positions across the department, approximately 160 staff
members. As the pandemic progressed additional adjustments were made such as putting the Edinborough
STAFF REPORT Page 2
Pool and Braemar Ice Rinks into maintenance modes and draining pool water and melting ice sheets to save
energy.
As stay at home orders were adjusted, the first enterprise that was given the authorization to open was
Braemar Golf Course on April 18 under the Park and Play model created by General Manager Joe Abood.
This model allowed golf to be played under a limited offering option that reinforced social distancing,
touchless surfaces, and no in-person transactions. These requirements allowed the course to open for play
at a restricted capacity from normal operations.
As of June 1, Braemar Arena has been authorized to open to only organized youth organizations/programs
with limited occupancy and strict protocols. Those restrictions limit no more than two “pods” of 10 users
per rink. At this time all three rinks are open for use by Edina Hockey Association, Figure Skating, skate
school or other youth organization rentals.
As of June 1, Edinborough Park has been authorized to open its indoor pool to only youth
organizations/programs with similar limits as the arena. Edina Swim Club plans to use a majority of the pool
time for organized youth use. As of June 10, occupancy will increase to allow for more organization use.
As of June 10, Centennial Lakes Park putting course will be allowed to open for use. However, at this time
the guidance restrictions for that use have not yet been published so we can define a reopen date. In
addition, concerts and performances have been allowed at a restricted capacity. However, many of the
performance groups have cancelled their performance seasons on their own. Staff will evaluate what a
performance series might be for the remainder of the season. At this time indoor rentals are not allowed
for groups over 10 persons and therefore the Hughes Pavilion remains closed to rental use.
On May 4, we announced that the Edina Aquatic Center would not open for the 2020 season. That decision
was made on the protocols around the safety of our patrons and staff, training and certifications of our staff
and the restricted capacity that would impact our financial stability. On June 5, Governor Walz updated
guidance that allows pools and aquatic centers to open with restrictions. In evaluating those restrictions our
decision to keep the aquatic center remains. The restrictions around the use of PPE and how we would
respond to a rescue save emergency would be delayed due to that implementation. That aspect alone is not
acceptable for operations. In addition, the capacity restriction limits of attendance would result in around
50% of projected revenue and due to required staffing, budget expenses would remain at 100%. Based on
the 2019 season that would result in an approximate $500,000 loss for 2020 to operate. Each community
that operates an aquatic center has their own unique situation and their own financial model and will need
to determine how this guidance best fits their operations. The updated guidance received does not go far
enough to outweigh the combination of safety and financial viability concerns for the Edina Aquatic Center.
At this time the Edina Art Center and the Edinborough Park play area remain closed.
The Stay At Home Order also impacted partners in addition to city operations. Those included Velocity,
General Sports, and Red River Kitchen. To date one tenant partner has asked for a lease modification in
response to the pandemic. Staff requested to not negotiate those requests in the midst of the order, but
rather wait until we have an overall picture of what the total impacts would be, what federal, state and local
STAFF REPORT Page 3
economic relief programs might be available and what impacts would be to enterprise budgets. Before
bringing proposals forward for council consideration, staff has continued to bill tenant partners, but has
waived all late fees, water and sewer charges and common maintenance expenses during the executive
order that restricts operations.
Discussion Question: Does the Council desire staff to bring a proposal forward to provide
financial relief or lease modifications to Enterprise Tenant partners?
B. Recreation Programming
During the beginning stages of the Stay At Home Order, program staff created RECtivity boxes to deliver
activities directly to residents. These boxes contained supplies to create a variety of themes for kids and
families to occupy their time. Staff is still offering them through the summer months, and they remain a
popular option.
On May 4, staff announced that all programming offerings for the summer would be cancelled and refunds
issued. This was based on the knowledge that social distancing and personal protective equipment would be
required, and there would be limits on the ability to move a program indoors in the event of severe
weather. While this was a difficult decision, the modifications we would have had to make to those
programs would have altered them dramatically. For example, a typical playground program at a
neighborhood park has registrations of around 60-85 children. The gathering limits of 10 or even up to 25
must include staff, restricting participation of all other children. The modifications to require masks and
social distancing make the program ineffective and outside the scope and quality of recreational offerings
provided. We pride ourselves on offering high caliber programs and our residents expect that and the
modifications required would not have been satisfactory to all involved.
Based on revised guidance staff is meeting to create new program offerings and to begin the process to offer
those to our residents that follow the latest requirements. While those programs will have modifications,
residents would know the guidance requirements prior to registering and determine if that program best fit
their needs.
The Edina Senior Center, offered through the Programming Division, remains closed per guidance. The
restrictions on indoor gathering sizes and the guidelines for At-Risk populations prevent programming from
occurring. As an alternative, staff has been engaging senior center members virtually, through the monthly
newsletter and through personal connections, such as the Pen-Pal Program.
The Hennepin County Library will undergo construction from August through November that will require
the center to remain closed and will not allow occupancy of any kind. Representatives from Hennepin
County are trying to move up the construction if possible, to start earlier than August. Staff plans at this
time to keep the center closed for the summer leading up to and through the construction due to the
population served as considered At-Risk.
Additionally, staff plans to take this time to revisit the space, rebrand and recreate offerings as more
community based and not just an age restricted center. This modification would allow for more child and
STAFF REPORT Page 4
adult art, adaptive and general recreation programming to utilize the facility. This model would still include
senior programming but widen the use and offerings to the community at additional days and times.
Youth Athletics have also been limited by the pandemic modification guidance. To date, youth sports are
only able to conduct skill development and practice in groups pods, while limited by the number per pod
and that social distancing remains. A number of associations have determined that they will not offer a
program this summer or determined they will not conduct games. Many are still holding out for expanded
guidance to play games. The MN Amateur Sports Commission is working on developing additional guidance
for youth sports. The City of Edina is not involved in the discussions. However, we have been monitoring
guidance from our state association, the Minnesota Recreation and Parks Association. Throughout the
pandemic, staff has been in contact with our youth sports associations on a regular basis. Early on in the
process we began the planning for a summer season and asked each partner to prepare a COVID-19
management plan for our consideration. Those discussions helped think through the various service level
scenarios. At this time, the State of MN has taken over the requirements for developing a return to sports
plan that each association must adopt.
Youth Sports have also not been immune to the financial implications of the pandemic. Staff has not charged
the per participant fee to organizations since they are not playing games. That also impacts field use fees and
Braemar Sports Dome fees. To combat those expenses, staff has decided to leave the Sports Dome inflated
and not used for the summer season saving approximately $70,000 in expenses related to the take down
and reinstallation in the fall. To accommodate youth association practice time lost, staff has negotiated field
use for the associations at the Edina School District fields for soccer and lacrosse.
C. Parks and Natural Resource Areas
By far the biggest source of use to our park system began this spring during the stay at home order. Only
certain recreational uses were allowed, such as walking, biking, running and other limited passive
opportunities. Several adjustments were made to reinforce that order, and due to the high number of
walkers, we signed Bredesen Park as one-way traffic, closing off playground equipment, removal of pickleball
nets and eventually closing off basketball courts. Once the order was rescinded and replaced by new
guidance, those areas opened up for use. During the Stay At Home Order, staff reassigned employees to
assist in the education of the various orders as Park Ambassadors. That program was successful early on
when guidance was restrictive. At the current levels the program has been suspended and is not being used
at this time.
D. Financial Impact
As a local government we are not immune to the financial impacts due to the pandemic. On May 19, the
City Council adopted a series of recommended budget revisions for the general fund. Those non-enterprise
adjustments impacted recreation programming, parks and recreation administration and park maintenance
service levels. Some of those reductions will result in the reduction of service levels for the remainder of
2020 while protecting the integrity of the system as a whole. Visible results will be delayed park maintenance
due to hiring less seasonal staff, less restroom availability, and a delay to some fixed asset maintenance. Non-
STAFF REPORT Page 5
visible reductions include hiring freezes, training reductions and elimination of any discretionary spending.
Total reductions to the non-enterprise portions of the Parks and Recreation Department budgets totaled
approximately $650,000 for the period of May through the end of the fiscal year in December.
Enterprise operation budgets have also been impacted due to the closures and loss of revenue. When
reviewing the revised budget forecast it is important to factor in that the enterprise operations collect
revenue but are not projected to be financially solvent on their own. Each operation runs on a varying cost
recovery model that sets goals for the management of the facility, but also impresses the reality of the
operations. Many of the enterprise operations have adjusted and limited fee schedules to ensure that they
are accessible to the many organizations, youth and senior patrons at a reasonable price without the need
to be supported by the general fund property tax levy. For example, the Braemar Ice Arena has a market
rate for an hour of ice but limits annual increases to associations to make the sport accessible. The Braemar
Golf Course sets market tee time rates but offers patron rates and special fees based upon age groups.
The revised budget forecast for the enterprise operations has improved since the first adjustments after
closing. In navigating the fiscal decisions around the enterprise operations staff worked to ensure three
things occurred. The first was to ensure that all debt service was paid, second that the restricted fund
balance needed to be compliant for the Edina Law was maintained and to not make short-term decisions
that impacted our long-term success.
In 2019 Parks and Recreation enterprise operations ended the fiscal year losing $1,794,254 and it is
projected that for 2020 those enterprises will end the fiscal year with a loss of $4,192,993. Of that projected
loss in 2020, almost $2,000,000 is related to the depreciation of the enterprise fixed assets.
With the exception of the Braemar Golf Course, the Braemar Golf Dome, Centennial Lakes Park,
Edinborough Park, Edina Aquatic Center, Edina Art Center, Braemar Arena and Braemar Field have a
positive cash balance. Braemar Golf Course has a negative cash balance as a result of the multi-season
closure for the reconstruction of the course.
Actuals 2019 Estimated 2020 Variance
Golf Course (279,471.65)$ (658,380.94)$ (378,909.29)$
Golf Dome (38,493.36)$ 163,631.91$ 202,125.27$
Centennial Lakes (302,743.47)$ (641,998.66)$ (339,255.19)$
Edinborough Park (181,820.03)$ (603,774.12)$ (421,954.09)$
Aquatic Center 30,529.99$ (403,219.32)$ (433,749.31)$
Art Center (268,809.33)$ (395,062.75)$ (126,253.42)$
Braemar Ice Arena (455,316.41)$ (1,184,146.26)$ (728,829.85)$
Braemar Field (298,130.19)$ (470,043.03)$ (171,912.84)$
Total (1,794,254.45)$ (4,192,993.17)$ (2,398,738.72)$
STAFF REPORT Page 6
Staff proposes to manage the budget forecast model to ensure the enterprise operations are solvent by the
following methods.
1. Open operations when there is limited risk to incurring additional financial losses. As an example,
Braemar Ice Arena opened for limited use by organizations as of June 1. That opening was reliant
that the operations could utilize all three ice rinks for use. Had the guidance limited the operations
to one rink, further analysis would have been required.
2. Review additional revenue capturing opportunities that can be accommodated without large
investments. As an example, staff is negotiating with a daytime ice user that could become a viable
tenant to utilize non-prime daytime ice.
3. Limit expenditures on required capital asset investments to those that protect the safety and well
being of our staff and patrons. Many of the facilities have unfunded capital investment needs that will
have to be postponed until a later time.
4. Utilize existing cash fund balances to offset the operating losses.
5. Reprioritize proposed transfers from the Edina Liquor profits to Braemar Golf Course, Edina Art
Center and Braemar Arena for 2020.
By taking these steps and operational discipline to alleviate the negative budget forecast the enterprise
operations can be solvent for the 2020 fiscal year without reliance on the general fund tax levy.
Parks and Recreation Commission
The Parks and Recreation Commission last met in March of 2020 and their meetings have been since paused
due to the pandemic. Since they have not had any statutory business items, like the planning commission,
they have not held virtual meetings. The commission will resume meetings in July, either in person or more
likely virtually.
This has caused a delay in updates to the commission work plan. However, the commission has been
continuing discussions and meeting virtually in assigned work groups where appropriate. In review of the
commission’s work plan, if there is anything the council desires the commission to focus on for the
remainder of the work year that input would be appreciated.
Discussion Question: Are there certain work plan items the Parks and Recreation
Commission should focus on for the remainder of the year.
Parks & Recreation
2020 Approved Commission Work Plan Template
Initiative 1 Initiative Type Completion Date Council Charge
New Dec-20 2 (review and comment)
Lead Commissioners Budget Staff Support
NA
Initiative 2 Initiative Type Completion Date Council Charge
Continue Dec-20 3 (review and recommend)
Lead Commissioners Budget Staff Support
Staff Liaison
NA
Review and Comment
Progress Report: City Council is scheduled to meet with the Flood Risk Reduction Task Force at the March 4, 2020 Work Session to discuss their progress. Staff will
provide an updates to lead commissioners.
Review and comment on the Flood Risk Reduction Strategy and Climate
Action Plan.McAwley (lead), Lelas,
Nelson
Review and Recommend
Co-chair a cross-commission committee (HRRC & PARC) in partnership with
communities of color to identify barriers for participation in programming by
creating a plan to reach communities of color through different modes, structure of
feedback, and how data will be used. (R&E 20.B.) Committee will be comprised of
no more than 2-3 members from each commission and one member from each
commission will serve as co-chair.
Strother (lead),
Osborne
Progress Report:
Initiative 3 Initiative Type Completion Date Council Charge
New Dec-20 4 (review and decide)
Lead Commissioners Budget Staff Support
Staff Liaison
NA
Initiative 4 Initiative Type Completion Date Council Charge
New May, 2020 3 (review and recommend)
Lead Commissioners Budget Staff Support
Staff Liaison
NA 25-35
Initiative 5 Initiative Type Completion Date Council Charge
New September, 2020 4 (review and decide)
Lead Commissioners Budget Staff Support
Funds not available Staff Liaison
2017 Est. $2,200,000
Review and Decide
Review and Recommend
Develop criteria that incorporates sustainability and equity for prioritizing capital
improvements for park infrastructure needs, including playground equipment,
warming houses and core amenities for expansion and replacement. Parks and
Recreation Commission will create the criteria and both Energy & Environment
commission and Human Rights & Relations commission will appoint up to 2
members for feedback on final criteria before it goes to Council.
Nelson (lead), Ites,
McAwley, Strother,
Lelas, Osborne
Develop an approach to build community by proactively connecting with
neighborhood groups, community athletic groups and underserved
members of the community.
Nelson (lead), Ites,
Osborne
Progress Report:
Progress Report:
Progress Report: Initial meeting held on Feb. 27, 2020.
Review and Decide
Asssit staff with the pursuit of funding opportunities for Braemar Park
Master Plan Ites and Miller (leads),
Willette, Good
Initiative 6 Initiative Type Completion Date Council Charge
New September, 2020 4 (review and decide)
Lead Commissioners Budget Staff Support
Funds not available Staff Liaison
2017 Est. $13,700,000
Initiative 7 Initiative Type Completion Date Council Charge
New Dec-20 1 (study and report)
Lead Commissioners Budget Staff Support
Staff Liaison, Other
NA 20-25
Parking Lot
Review and Decide
Assist staff with the pursuit of funding opportunities for Fred Richards
Park master plan.Dahlien and Willette
(leads), Ites
Progress Report:
Study and Report
Study and report on the strategic goal of 15% of Edina land dedicated to
parks and green spaces. Good (lead), Dahlien,
Miller
Progress Report:
Date: June 16, 2020 Agenda Item #: IV.
To:Mayor and City Council Item Type:
Reports / Recommendation, Other
From:Susan Tarnowski, Edina Art Center General Manager
Item Activity:
Subject:Joint Meeting: Arts & Culture Commission Information
CITY OF EDINA
4801 West 50th Street
Edina, MN 55424
www.edinamn.gov
ACTION REQUESTED:
None.
INTRODUCTION:
Chair Russ Rubin and Vice Chair Margaret Martin of the Arts & Culture Commission will briefly review the
Commission's progress on their 2020 work plan. As part of the joint meeting, Parks and Recreation/Art Center
staff will provide an operational update to the Commission annual plan.
ATTACHMENTS:
Description
Staff Report: Joint Meeting with Arts & Culture Commission
Arts & Culture 2020 Workplan
June 16, 2020
Mayor and City Council Members; Arts and Culture Commissioners
Perry Vetter, Parks & Recreation Director
Joint Meeting: Arts and Culture Commission
Information / Background:
I. Impacts of the COVID-19 Pandemic on Edina Arts Center operations
Parks and Recreation Enterprise Operations closed to the public on Friday March 13, 2020. At that time, the
Braemar Golf Dome, Braemar Sports Dome, Braemar Ice Arena, Centennial Lakes Park, Edinborough Park,
Senior Center and the Edina Arts Center were closed to the public.
At that moment in time, staff began the process of closing for operations until further notice. Shortly
thereafter it became obvious that this would not be a short-term interruption in services and therefore staff
focused on ensuring the safety and security of our staff, working with our related partners and then focused
on relative fiscal position.
Several financial first aid actions were taken. Those included identifying any essential service workers,
requiring employees to work from home, adjusting the heating, cooling and amenities available in each facility
and the furloughing of all part-time and seasonal positions across the department, approximately 160 staff
members.
To date the executive guidance orders on occupancy and social distancing do not allow for the opening of
the Edina Art Center for practical use due to the indoor gathering limits and inability to social distance.
Prior to the impacts to the pandemic, staff was working on two important aspects to the future of the
facility. The first was the completion of a building code and structure analysis of the current Art Center.
That analysis reviewed required Americans with Disability Act (ADA) compliance improvements, building
code compliance (fire and egress safety) and building envelope (roofing, heating, cooling, ventilation)
requirements for investment. In reviewing the necessary investment, the center would require an immediate
need for approximately $800,000 to make it code compliant. In addition, an additional $600,000 would need
STAFF REPORT Page 2
to be invested in building envelope items that have been extended past their lifecycle and could fail at any
time. Knowing that investing approximately $1.4M would need to occur and not realizing any visual,
programming or learning improvements was troubling.
In respect to the financial investment needed, staff began researching an alternative. Staff toured available
commercial/industrial property that could become an interim home to the Art Center until such a time that
a decision on a future facility can be known. In touring locations in Edina, it was determined that such a
vacant building could house a majority of art center activities on an interim basis to continue having space
for a variety of programs. However, these discussions were taking place as the impacts of the pandemic
were being realized and placed on hold due to the ability to expend resources to plan for the conversion of
a space to facilitate art activities.
We are now at a crossroads from delayed investment and decisions on the future of the Edina Art Center.
As the evaluation of the building concludes, there are code and compliance issues that need to be addressed.
The facility does not support the existing ventilation requirements and cannot meet current guidance of
social distancing and recommended ventilation to combat the COVID-19 virus.
Local governments and the City of Edina have not been immune to the fiscal implications and we are unable
to invest in use planning on an alternate space. The budget position of the center is and will be a long-term
challenge.
An analysis of the budget forecast for the Art Center concludes that due to the facility condition needs a
long-term structural change is needed. For 2019, the Art Center operated at a loss of $268,809 and was
supported by a combination of an increased transfer from Edina Liquor Store profits and use of existing fund
balances. A contributing factor to the operating loss was due to a large increase of repair and replacement
needs in the third and fourth quarter of 2019 to repair kilns, HVAC systems and other repairs. The
downtime to the facility also contributed to a reduction in revenue for the areas being offline to students
and instructors during the repairs. For 2020, the Edina Art Center has a projected loss for 2020 of
$395,063. To assist in combating the 2020 revenue losses we would again utilize existing cash fund balances
and transfers from Edina Liquor profits. After 2020, there is projected to be limited existing fund balance
cash for future use.
Because of these factors staff recommends taking an alternate approach at this time. Rather than focus on
arts in a facility, to implement a plan for arts as a program in the community. By utilizing existing available
city spaces within the community to continue to offer a portion of the art center programs until a facility
decision can be reached. Staff could program spaces at the current senior center, the Hughes Pavilion at
Centennial Lakes, the rooms at Braemar Golf Course, etc.
While this option does not reopen the art center it does allow for a continued presence of art programs
being offered in the community, with the exception of pottery. When the financial position of the city allows
the continued evaluation of an alternate commercial or industrial space as an option, staff would resume the
planning for that project. It may be determined that a vacant space leads to an option that is more
permanent in nature to service future art needs withing the community.
STAFF REPORT Page 3
II. Fall into the Arts Festival
On May 27, the Edina Crime Prevention Fund Board made the difficult decision to cancel the 2020 Edina Fall
into the Arts Festival. The health and safety of the sponsors, artists and volunteers is of highest priority and
the issues related to the limits on gatherings presented by COVID-19 led to this decision.
III. Public Art Plan Update
The Arts and Culture Commission has been working on a public art program as part of their annual work
plan. A draft was presented to the City Council last November in the joint work session. The ACC has
invested time and effort on this program. The working group for this topic plans to present to the full ACC
in July an update to that plan to take a broader approach than the past focus on public sculpture. This would
include experiences such as in-person and virtual events, performing and literary arts, installations, and
experiences. This would require continued work with the Human Rights and Relations Commission on the
diversity and inclusion rubric for the city.
Arts & Culture
2020 DRAFT Commission Work Plan Template
Initiative #1 Initiative Type Completion Date Council Charge
Ongoing 20-Dec 4 (review and decide)
Lead Commissioners Budget Staff Support
Funds available
$10,000 in public art fund
IT/Communications - 20
Staff Liaison - 40 hrs
Initiative:#2 Initiative Type Completion Date Council Charge
New Dec-20 2 (review and comment)
Lead Commissioners Budget Staff Support
NA NA
Initiative #3 Initiative Type Completion Date Council Charge
New Dec-20 1 (study and report)
Lead Commissioners Budget Staff Support
NA Staff liaison - 4 hrs
Initiative #4 Initiative Type Completion Date Council Charge
New Dec-20 1 (study and report)
Lead Commissioners Budget Staff Support
Review and Decide
Progress Report:
Implement year one of the Public Art Plan. Consult with the HRRC on
incorporating the city art and décor assessment rubric.
Assist staff with collecting data and conducting inventory on current public
art.
Study and Report
Study and Report
Study and report on past program and facility assessments and studies completed
on the Art Center. Assemble all components into one final report for Council
review.
Progress Report:
Review and Comment
Appoint up to two members to provide feedback on HRRC's initiative (#4)
to create an assessment rubric / recommendation process for City facility
artwork and décor before final recommendation goes to Council.
Progress Report:
NA Liaison - 20 hrs
Progress Report: