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Correspondence Section · · · Adm nlstratlve · Section CITYOF CHAN SEN 690 C/t), Onter Drive, PO Box I47 Chanhasse,, Minnesota 55317 Pho,e 612937.1900 General ?ar 612.937.5739 E~zgi,eeEng F~v 612.937.9152 h,3lic S,q~g ~.~- 612.93(E24 Ub www. d. d*an~asseu.,m, us September 23, 1999 Mr. Greg Havlik Chanhassen Snowmobile Club 630 Conestoga Trail Chanhassen, MN 55317 Dear Mr. Havlik: .A discussion with Mr. LeRoy Biteler prompted me to send you this correspondence. 'The topics of my letter are in no particular order. If you require further information on any of these items, simply contact me. 1998/99 SNOWMOBILE SEASON · Mr. Ken Durr complaint to City Council · Minutes/report attached for your information · Park and Recreation Commission Response · Minutes attached for your information South LRT Snowmobile Trail Permit · I have scheduled this item for City Council action on September 27, 1999. A report and resolution is attached for your information Please note that the City recently completed a pedestrian trail access from Highview Lane to the LRT Trail. This access is located adjacent to the bridge crossing at the border of Eden Prairie and Chanhassen. This entire trail lies within the City of Eden Prairie. It is imperative that snowmobiles stay clear of this trail. Please sign this area accordingly. Highway 7 Route · Please delete any reference to a south Highway 7 Ditch Sno,a~obile Trail. The combination of pedestrian and snowmobile use of this right- of-way is unacceptable. Mr. Greg Havlik September 23, 1999 Page 2 Powers Boulevard Route Please delete any reference to a Powers Boulevard Snowmobile Trail. This urban section roadway with adjoining pedestr/an trail leaves no room for a snowmobile route. Greg, the City received a good number of complaints regarding the use of snowmobiles in the City last year. Please contact me to establish a time when I can attend one of your meetings. I would like to discuss with your members the inevitable restraint of snowmobile use within the City. Sincerely, Todd Hoffrnan Director of Parks and Recreation TH:grab C: Scott Botcher, City Manager Mayor and City Council Park and Recreation Commission File RA-146 Snowmobile Trails g:~.park",t h ,Ha vlik Lit.doc E. HUDSON HOLLENBACK 633o ELM TREE AVENUE EXCELSIOR, MINNESOTA 5 5 3 November 2, 1999 Dear City of Chanhassen, Thank you for your help with the Tonka Rake-A-Thom Your service of picking up the bags of leaves was very helpful to the senior homeowners. We used 2500 bags for the Rake-A-Thon and 1200 rakers raked the homes of ninety seniors. The bags were donated by American Carton and Pollybag of Minneapolis and the senior residents that received them were very grateful for the firms generosity. The donated bags were counted out and delivered by volunteers and all six cities in the school district were involved in a special pick up of the bags at the Rake-A- Thon homesites. I appreciate the cities generous ~t~ of time and effort to get the bags picked up. We had a beautiful week for the Rake-A-Thon, it was fun to see all the rakers and the bulging leaf bags. It is a huge help to aging homeowners to have assistance with leaf removal before the snow flies. Thanks again for your help! Sincerely, Holly Raby Holly Raby Minnetonka Community Education & Services 4584 Vine Hill Road, Excelsior, MN 55331 401-6828 Fax: 401-6829 MINNESOTA GREENWAYS A sustainable approach to natural resource management in the 21st century Minnesota Greenways is a. forward-looking way to protect and manage our state's natural resources as we head into the 21st century. It builds on Minnesota's strong tradition of preserving its outdoors heritage for future generations. Relying on partnerships among public and private landowners, all levels of government, non-profits and concerned citizens, Minnesota Greenways respects individual property fights at the same time that it provides a cost-effective approach to conservation. Minnesota Greenways is envisioned as a statewide network of natural areas, wildlife habitat and other open spaces interconnected by land and water corridors. These corridors, known as greenways, can provide a wide range of benefits. They help wildlife flourish by connecting fragmented habitat. They can provide numerous environmental services such as flood control and water purification at relatively lo~v costs. Greenways protect and improve property values. They offer numerous recreational opportunities, enhancing our multi-million-dollar tour/sm and outdoors industries. Of equal importance, a statewide system of greenways will provide a practical framework to help coordinate resource preservation and sustainable land use planning. This is particularly critical now, as many areas of the state face gowing development pressures. By mapping out already protected lands and significant unprotected resources, and by sketching out the corridors that might connect these areas, Minnesota Greenways will help guide development in a way that balances environmental, economic and social needs, thereby assuring the high quality of life xve've come to expect in this state. While greenways may be relatively new to Minnesota, other parts of the country have been benefitting from them for some time. One of the oldest greemvays in America, started in 1921, is the Appalachian Trail, a 2,160-mite corridor that stretches from Maine to Georgia. More recently, states with intense development pressures such as New York, New Jersey, Florida and California, have launched greenways programs to protect their natural heritage in the face of rapid growth. Voters in these states have been very. supportive of the programs because of the many benefits green~vays provide. Minnesota Greenways will allo;v our state's residents to tap into these benefits as well. Because the pro,am is collaborative and voluntary, it ;vill accomplish this without major ne;v acquisition costs. Many of the lands within a statewide ~eenways network may remain in private hands, with landovmers being offered incentives to forego development of sensitive areas. By coordinating resource protection efforts within a statewide context, Minnesota Greenways will increase our return on other conservation programs such as RDvI and CREP. The first step in successfully launching a statewide green~vays pro,am will be to assig-n a project coordinator and support staff to spearhead the effort. These staff would be responsible for assembling a consortium of interests from around the state to more thoroughly refine the vision of Minnesota Greemvays and to develop recommendations on how to implement the program. Minnesota Greenways represents a proactive approach to the problems arising from diminishing natural resources, increasing demands and rapid growth. Such an approach is critical to the success of any "Smart Growth" strategy, because the health of our environment is the foundation upon which all other systems rest. By developing a statewide net~vork of geen~vays, we can help to assure that the children of the 21st century will have the same prospects for health and prosperity that xve have enjoyed. MN Department of Natural Resources Berkley Risk Administrators Company, khC. Minneapolis, Minnesota Loss Control Services At Work for YOU Loss Control Advisory MANAGING THE SKATEBOARDING RISK EXPOSUREi The popularity of skateboarding is on the rise again. This is by no means a "new" activity, but, like many other recreational activities, it has undergone refinements and equipment and facility changes along with its upsurge in popularity. Unfortunately, along with this upsurge in popularity, risk management challenges also arise in those communities with active skateboarder populations. This advisory is intended to provide basic information to assist communities in making sound risk management and loss control decisions concerning this risk exposure, while addressing the desires and best interests of the community as a whole. The Issue The scenario is fairly consistent in most communities . . . an increasing skateboarder population begins using streets, sidewalks and parking lots to conduct their activity. Sometimes, these activities begin to interfere with the day-to-day public traffic and business operations in these areas and give rise to complaints to community leaders. Many community leaders respond by establishing ordinances which either partially or totally prohibit skateboarding activity in public areas. Feeling the pressure of no longer being able to skateboard legally in public areas, the skateboarding enthusiasts take their case to the communities elected officials. Quite often, this takes the form of the skateboarders and their supporters (usually their parents) coming as a group to a council or board meeting to plead for the community to build a skateboarding park so they will have someplace to go to conduct their activity. SKATBGR[).WPS 11/96 Page 2 The pressure now shifts to the elected officials who, under the argument that providing a skateboardin9 facility will do away with the problem of the "illegal skateboarder" and also provide a wholesome environment which will help to keep the skateboarders away from drugs, alcohol and other unwholesome materials and activities~ Although providing facilities for this or related activities may be an appropriate action after all perspectives have been reviewed, there are some myths that have surfaced in the above scenario that need to be dispelled. First, providing a public skateboarding facility will not necessarily, in and of itself, provide a long-term solution to skateboarding in public areas where it's not appropriate. Providing a designated skateboarding facility, especially when it first opens and is a novelty, will tend to concentrate skateboarders in one area. Those persons with more highly developed skateboarding skills will tend to gravitate to such facilities and those with less highly developed skills may find the facilities becoming crowded and go back to the streets, sidewalks and parking lots. Second, providing such facilities will not be a direct solution to keeping skateboarding enthusiasts away from other, unwholesome activities. If that were the case, the public facilities and programs already in place would have already accomplished this. This is an area where parents, guardians, schools and the entire community need to become involved from the very start with parenting and guidance activities. Communities should not feel obligated to "be all things to all people" if what they are being asked to do goes beyond their ability to adequately manage, on a long-term basis, the risks involved in the best interests and safety of the public and citizens of the community as a whole. Risk Management Considerations With the rise in popularity of skateboarding activity, some communities have, indeed, found that it fits their overall recreation facility and program planning to provide one or more facilities for skateboarding activity. These communities have generally done a thorough job of investigating all of the parameters of providing such a facility and weighed the cost vs. benefit factors.' By the way, "costs" take a variety of forms -- from the costs of materials and labor, to long-term maintenance costs, to supervision and administration costs (including potentially increased insurance costs), to costs of injury and loss in conjunction with facility operations. It's also a good idea to involve the skateboarding enthusiasts who want the facility in the "exploration" and planning process. This can help them to have some "ownership" in the process and gain additional understanding of all the planning factors involved. SKATBORO.WPS 11/96 Page 3 Due to the dynamic potential of skateboarding activity, we do not recommend that unsupervised, "passive" skateboarding facilities be provided. Don't forget, if a community operates any kind of facility on its property, it will be responsible for the proper use, operation and maintenance of that facility. Hence, providing a supervised facility that can be secured from unauthorized use when not in operation is appropriate for this dynamic activity. Another consideration related to this is that if an unsupervised facility is provided that has only limited challenges, it will not be used and may become an "attractive nuisance" liability exposure to the community. In more of a list type of format, here are some other considerations as a community contemplates whether or not to provide skateboarding facilities,.. GENERAL ITEMS: Can a determination be made as to how many persons ,gill potentially use the facility, and for how long? This is part of the cost vs. benefit equation. 2. What kind of skill levels will be required to use the facility? What features wilt be included? (Half-pipes, bowls, ramps and projections, etc.) Can they be "engineered" to provide a reasonably safe challenge with a minimum of initial construction cost and need for ongoing maintenance? 4. What types of personal protective and safety equipment will be required? 5. What total materials and labor costs will be generated to construct the facility as a whole? 6. What short-term and long-term maintenance costs will be generated? 7. What short-term and long-term costs will be generated to train and staff supervisory personnel? 8. What additional costs may be generated to insure the facility? MORE SPECIFIC ITEMS: To help prevent unauthorized use when not in operation or not being supervised, the facility will need to be enclosed with a minimum of security-type fencing of sufficient height. A formal, documented maintenance program will need to be established and continued for the life of the facility. Adequate planning of the facility "footprint" will be necessary to minimize conflicts between active users of the facility and spectators, passive users and others, including those using nearby facilities. SKATBORD.WPS 11t96 Page 4 10. Speciat events using the facility, especially those that are considered "sanctioned" events sponsored by org.aaized 9roup~ wdi ,need to function only under specific insurance cover. This preferably should be provided by the organization(s) involved and name the community as an additional insured. A hold harmless and indemnification clause in favor of the community should also be included. Insurance companies providing this type of cover should be closely scrutinized for their financial stability and the value of the coverage provided. Administration of use or the facility should include the use of waivers of liability signed by the users of the facility and their parent or guardian if under 18 years of age. Due to the limited acceptance of waivers by the courts, the waiver should be specifically constructed for this purpose by legal counsel with experience in this area of law. The facility will need to post and enforce established rules and regulations to include, but not necessarily limited Io: a) Operating hours and admission requirements. b) Possible age and skill level requirements. c) Behavior requirements. d) e) Requirements regarding the use of personal protective and safety equipment (i.e.: helmets, elbow and knee pads, gloves, proper footwear) Requirements concerning the fitness for use of skateboards and related equipment. Can ramps be cost effectively constructed to reflect appropriate design "standards" for use of materials that present the lowest potential ongoing maintenance cost? Have designs incorporated the use of impact absorption material around the perimeter fall areas of ramps, etc.? Does the need for the facility outweigh the potential for injuries and liability claims and lawsuits that may emanate from the facility? Does the current legal climate for parks and recreation liability favor operation of such a facility? Can establishment of such a facility sustain a challenge for accessibility for use by disabled persons under the Americans with Disabilities Act of 19907 Have alternatives to the public entity's operation of the facility been fully explored? For example: a) Is there a formally organized group or private individual that could more effectively operate the facility on private property? b) Could such a facility be operated appropriately if it were placed on public property, but operated by a formally organized group or private individual that has obtained appropriate insurance coverage and established a proper operations agreement with the community? SKATBORO WPS 11/96 Page 5 Summary As can be noted from this advisory information, potential liability issues emanating from skateboarding activities in public entities tend to be more complex than they may appear on the surface. We caution any public entity that is considering providing such facilities and programs to consider them carefully and be comfortable with their ability to provide well managed facilities for the safety and well being of everyone. If you would like more information concerning this advisory or other risk management and loss control issues, p/ease contact: BERKLEY Risk Administrators Company, LLC. Loss Control Services 8441 Wayzata Boulevard Minneapolis, MN 55426-1344 ~ (612) 591-7416 Fax: (612) 525-5712 INFORMATION PROVIDED IN THIS ADVISORY IS INTENDED FOR USE SOLELY FOR INFORMATIONAL AND GUIDE~JNE PURPOSES. THE INFORMATION IS NOT INTENDED TO ADDRESS COMPMANCE WITH ANY LAW, RULE OR REGULATION. NO WARRANTIES, EXPRESSED OR IMPLIED, ARE GIVEN AS TO THE ACCURACY OF THE INFORMATION PRESENTED OR THAT ALL CONCEIVABLE EXPOSURES OR HAZARDS HAVE BEEN ADDRESSED. THE FINAL RESPONSIBILITY FOR CONDUCTING RISK MANAGEMENT AND LOSS CONTROL PROGRAMS RESTS WITH THE INSURED. SKATBORD WPS 11/96 Welcome to the YMCA I Chesley SkateparkI I 161 Jaycee Court I Mankato. MN 56001 I I I (507! ~87:-8222 I I I Or: YMCA ~87-82SS I I 1999 Schedule I- _1 i_1 I I I I I I I I I I I i I I The following policies are required: 1. Waiver Release - A signed waiver release must be on file before using the facility. If the user is under the age of 18, a parent must sign the waiver in person or present a notarized waiver. Only a parent or legal guardian may sign. We can not accept permission slips. 2. Helmets, knee, and elbow pads with plastic caps are required by everyone using the fa- cility. We do have a limited supply of rental equipment. 3~ Fees - users must pay an entrance fee before using the facility. 4. Please call ahead for park changes. FEES SKATE PARK HOURS Daily User (has use of the park for entire day) YMCA Members- $3.00 YMCA Non-Members - $5.00 PUNCH CARDS ~8 _ _ 4~1~ (pre-paid admission cards) YMCA Members-11 visits / $20.00 YMCA Non-Members - 11 visits / $40.00 3 Month Pass (unlimited use) YMCA Members - $35.00 YMCA Non-Members - 60.00 1 Year Pass YMCA Members - $100 YMCA Non-Members $200 PAD RENTAL Elbow and/or knee - $3.00 Helmet - $1.00 ,SCHOLARSHTP5 ARE AVAZLABLE Monday-Friday 5 p.m. - 10 p.m. Saturday 10 a.m.- 10 p.m. Sunday 12 p.m. - 10 p.m. *Building Rental -Rent out the skatepark for any occasion. Please call the skate park for details. -BMX always welcome! We have dirt trails! Facts about skateboarding/YMCA Chesley Skate Park · Skateboarding is now the sixth most popular participatory sport in America. · There are about 9.3 million skaters under the age of 18. · The National Safety Council and the Consumer Safety Commission report that in 1996 the percentage of skateboarders injured was .49 percent- compared to the 3.6 percent injured in ice hockey and 2.78 injured in football. · California and several other cities have passed legislation designating skateboarding a "hazardous recreational activity." This makes it extremely difficult to sue the city, because they participate at their own risk. · According to municipal officials and skateboard activists, there have been no legal awards to skaters injured in skateboard parks. · The YMCA Chesley Skate Park is a 15,000 sq. foot indoor/outdoor year round park. · The park is home to over 2,000 youth on the waiver list. · In-line skating, skateboarding, and BMX biking are allowed at the park. · The programming offered includes lessons, special late skate sessions, a skateboard team, music concerts, and professional demonstrations. · We are a work site for the Blue Earth County Alternative Service and sponsor an employee from the Minnesota Valley Action Council. RISK MANAGEMENT Although numerous risks can be identified for the development of a skate park, they usually can be categorized into two basic areas: 1. The exposure presented by youth using a skateboard ramp. 2. The uncontrolled nature of the participants. To reduce the risk exposure, insurance underwriters have offered the following guidelines: - The facility will be fenced in, therefore, controlling accessibility. - The skate park will be supervised by an adult. - Ramps will be structurally sound and meet all applicable codes. - A formal documented maintenance program will be established. - All entrants' (or, if a minor, their parents) will be required to sign a liability/hold harmless waiver in favor of the park and the YMCA. This waiver is prepared by legal counsel. - All participants will be required to wear appropriate safety equipment. - All equipment will be inspected prior to entrance into the park. - Signs will be posted to address park rules and regulations. When followed, the above guidelines will greatly reduce the skate park's risk. 20 SKATE PARK RULES 1. A hold harmless waiver must be signed and on file at the park. If the user is under the age of 18, a parent or legal guardian must sign the waiver in person or present a notarized waiver. 2. Helmets and skateboard specific knee and elbow pads must be worn at all times by all users. 3. Users of the park must be 10 years old to skate alone. Those younger than 10 must be accompanied by an adult or skate during a designated elementary age session. 4. All users of the park will check in before using the park. 5. Maximum occupancy per ramp is one person. 6. The park is an. alcohol, tobacco, and drug-free environment. 7. Profanity and abusive language or behavior will not be allowed. 8. Spitting on the walls will not be allowed. 9. The skate park is not responsible for broken, lost or stolen personal property. 23 WAIVER INSTRUCTIONS IF 18 YEARS OR OLDER- ***HAVE THEM FILL OUT MIDDLE PORTION. MAKE SURE LEGIBLE. ***WRITE DOWN THEIR DRIVER'S LICENSE # ON THE WAIVER. ***CHECK THEIR BIRTH DATE ***PUT STAFF INITIALS ON THE WAIVER. IF UNDER' 18- ***HAVE THEM FILL OUT MIDDLE PORTION. MAKE SURE LEGIBLE. ***MUST HAVE NOTORIZED WAIVER OR HAVE PARENT SIGN IT IN FRONT OF YOU. ***IF SIGNING IN FRONT OF YOU, WRITE THE PARENT'S DRIVER'S LICENCE # ON THE WAIVER. ***PUT STAFF INITIALS ON THE WAIVER. 21 YMCA WOODWORKS SKATE PARK Waiver and Release WARNING:IN-LINE SKATING, SKATEBOARDING, AND BMX BICYCLING ARE DANGEROUS ACTIVITIES. BY ENGAGING IN THESE ACTIVITIES, THE PARTICIPANT ASSUMES THE RISK OF SERIOUS INJURY OR DEATH. In addition to paying a fee to use the YMCA Woodworks Skate Park, the skater hereby releases the Mankato Family YMCA from any and all liability for bodily injuries or death arising out of the use or presence upon said skate park. The skater agrees to indemnify the YMCA against and hold harmless from any and all damages, actions, causes of action, claims, judgments, costs of litigation and attorney's fees which may in any way and at any time result from the skater's use of or presence upon the property or facilities of the YMCA, including damage to the YMCA's property. The skater agrees to wear a helmet at all times and follow all other posted park rules. In the event of serious injury, I hereby give permission to any license physician, surgeon, clinic or hospital to provide proper treatment and to order injection or anesthesia. This release extends to officers, directors, employees, and agents of the YMCA. Address Date Date of birth Name (please print) Signature Phone If skater is 18 or over, identification containing a picture (e.g. a driver's license) is required. If skater is under 18, this release must be signed in person by a parenfflegal guardian or their signature must be acknowledged by a notary public. I hereby certify that I am the parent or legal guardian of the skater named above, give my consent to the foregoing, and agree to hold the YMCA harmless from any liability. Parent or Legal Guardian Subscribed and sworn to before me this day of ,199__. (Seal) For Office Use Only Driver's License # Staff Initials: Notary Public 22 difference. The committee also plans to present axvards to outstanding indi. vidual and organizational Make a Difference Day efforts. Croundbreakings & Dedications ~After four years of effort by Jr a small group of local teens, a skate park opened in Cloquet this August. The ciW donated the ten- nis courts and $10,000 that allowed the park to open on schedule. Cloquet Public Schools contributed another $2,000, xvith the remaining cost cov- ered by businesses and individuals. The city of Hermantown Jr dedicated its new public safety building on August 1 [. The new 29,000-square foot facility locates the ciD"s police and fire departments in one complex with shared otlSces, a training room, and physical fitness facilities for sta~:~. Among other features, the building contains a large room that will be available for training purposes and communiW events. The facility` was built to be in harrnonv with Her-. mantov,'n's rural, residential character. dition of all city playground quiprne~t. lrz addition~ city park workers perform a thorough monthly safer? inspection of all playground equipment. Mountain Lake held a · groundbreaking ceremony 9l' on September 1 for a nexv City Hall. Kagemeier Skaar Asleson Architects designed the project for the city, ~vith Heyman Construction of Ne~v Ulm receiving the lowest bid. City Administrator Luayn Murphy anticipates a March 1 completion date. The city's nexv address xvill be 930 Third Avenue, Mountain Lake, MN 56159. The ciw of Morris recently dedicated a new band shell, a project of the Morris Kiwanis Club. City manager Edward Lar- son invites any communities interested in hosting concerts in the new band shell during the summer of 2000 to contact the ciD'. [n addition to offer- ing this nexv space, the city would also try to help defray some of the costs. Please send any responses to: In addition, the master plan for the City, of Morris. PO Box 438, Morris, 25-acre site alloxvs enough room to MN 5~.~espo~ses mav.al.s. 0...be accommodate other possible future ciD' eTa~e~ to: (320) 589-3111. ' ' ~.. functions as xvell as a civic park xvith a shelter and trial system. Mayor Daniel,/!'' Waconia City Clerk Mary Urshan at the d~dication ceremony {,.' 9r JOhnson recently shared e~-/ff~ag said the public safe~' building "is a trib- '~'""-~-----~.! ~t~_'__I)e_~'Ys_-~¥~he"L-~ue. July ute to the manv residents of Herman- 14 marked the culmination of a col- tov,-n who supported it from the begin- ning, provided the money for it, and who will benefit from these ne~v, mod- ern police and fire facilities. Our vision and goal is to improve public safer?' in Hermantown now and in the future." The latest in playground equipment was recently ~ installed in Alexander Park in the city of Mankato~ The ne~v equipment emphasizes safety~sxvings are soft, corners are rounded, steps are closed, and slides are covered with hoods to ensure children sit while sliding. Doug Elling, facility foreman for the city's parks department, partici- pates in a national certification program every three years. Once certified, he develops a plan that evaluates the con- laborative effort between the ciD' and Independent School District 110 when councilmembers and School Board officials celebrated the ground- breaking of the new middle school and community center. The nexv facility` is located adjacent to Waconia High School and Brook Peterson Park. The nexv $22 million facility ~vill house a middle school tbr grades 6 through 8 and a nexv city-operated community center. The building will also boast a massive aquatics area complete ~vith a water slide, an eight lane competitive pool, overhead running track, up to four basketball courts, a fitness area, and meeting rooms. The scheduled completion date for the middle school/ community` center is Spring 2001. City Staff ews ' -Arlyne Danielson, in the '~r ' middle of her third term as . ."-, Benson City Councilmem- bet, passed axvay on August 16 after a short battle xvith cancer. After 30 years of service to the 9~' ciD-,/' of Eagan, Police Chief Patrick Geagan retired this August. "He has truly been a guiding light for the entire laxv enforcement agency," said Linda Bendt, the chief's secretaO' for 16 years. At his retirement celebration, Geagan credited his fellow officers ~vith the accomplishments of the force, telling them how proud he has been to have had the opportunit5' to serve as police chief. Le Sueur Police Chief Harry Thorau, born in Belgium and ~ raised in Germany, retired in August after 24 years of service to the city`. "This has been a very nice com- munity to work in." Thorau said. "I've had a lot of support here over the years, from the city` to the depart- ment to the public." Mike Johnson, assistant city engineer for the cit~' of Minne- tonka, retired in September after 29 years of setw'ice. Mike takes with him a storehouse of Minnetonka his- toO' and development. Wheaton Police Chief Lyle LeCuyer retired after a total of 37 years of service to the ciD'. A celebration and commendations of his many contributions was held August 21. Send us your City News Help the League share your ciw's latest news with cities across Minne- sota. E-mail information to Erica Norris at enorris~lmnc.org or fax to (651) 215-4142 and we'll include it in the next month's issue of Minnesota Cities magazine. AFTER-SCHOOL ENRICHMENT (Narrative) FORM B2 PROVIDING ALTERNATIVE RECREATIONAL AND SOCIAL CHOICES FOR AT- RISK YOUTHS IN CARVER AND SCOTT COUNTIES OVERALL GOAL OF PROPOSED PROJECT: To implement a collaborative approach to provide activities which meet the recreational, social and personal growth needs of at-risk youths ages 10-15 years old from Carver and Scott Counties. C OMMIJNITY OVERVIEW: DEMOGRAPHICS: Carver and Scott Counties, representing about 125,000 people in the Southwest corner of the metropolitan region of Minneapolis/St. Paul, are now ranked among the fastest growing counties in the five state Midwest region. The area covers 1,500 square relies incorporating three suburban and 7 rural communities, with the Eastern edge representing the suburban area, and the small town and farms in the remainder of the two counties representing a very isolated rural community make-up. Demographics reflect a rapidly changing population with diverse populations such as Hispanic, Southeast Asian, and Russian immigrants making up the most rapidly growing segment of the population. The two counties also have a higher proportionate population under age 18 than any other counties in the state. The assessment of need for th. is proposal stems from the work of the area's "Family Services collaborative". Two studies conducted between 1996-1998 found that the two county areas is united by common struggles- rapidly diversifying populations, no access to public transportation, and rural isolation. Although the Eastern area of the two counties is experiencing a low unemployment rate, recent immigrants are attracted to the area for work-but find limited or no access to the services they might walk to in the urban core. Affordable housing is in scarce supply, so that impoverished populations congregate in the area's massive trailer parks, located along the flood plains of the Minnesota River. Several disturbing indicators regarding youths have surfaced in the region's demographics. According to the Minnesota Student Survey, youths in the area schools have a comparatively high rate of chemical use and abuse, particularly alcohol. Th/s is supported by a "community culture" in which many adults also share this same chemical problem, and therefore, there has been community resistance to providing programs for intervention, treatment, and after care. (Public Health Study, 1998). The greatest hope lies in prevention programs, and providing alternative choices for youths, and especially "at-risk" youths. Other demographic indicators of concern include a rapidly rising juvenile crime rate, especially among youths of color, and among younger youths ages 10-13 years. Another indicator is the number of youths in all communities, but especially the smaller towns, who scored below passing on the basic s 'kills tests for grades 3, 5, and 8. Gin Jordan, for example, the rate of failure averaged about 30%.) According to Paul SchnelI, Deputy Liasion with the Carver County Sheriff's Department, "The maj or area of crime concern is younger and younger populations with increasingly violent behaviors-significantly higher than in other communities." (ha a particularly horrifying incident two years ago, for example, a local school board member's 13 year old son killed his mother.) Among the areas targeted for service through this application, are the Iow-income apartments, mobile home parks, and other "affordable" housing neighborhoods. Children from these areas are characterized by the following: 75% are eligible for free and reduced lunch; 60% are behind in their basic skills; 60%+ are of color; and among high school students, the drop out rate is 4 times the state or local average. At the same time, schools serving these communities have been inundated with students who have an array of needs: academic, nutritional, and recreational. As principal Cathy Gallagher says of her population of Bluff Creek Elementary School in Chaska: "Even though many of these students may comprehend the words on the page, they have no life experience from which to make meaning of the words. They have never been to the TAP. GET Store, one mile from school, much less seen a skyscraper or a museum. They are starving for experiences which help them make meaning of their world." Many of the families of these children have second-shift factory work. Due to their entry- level jobs, they typically don't have reliable transportation, health care coverage, or vacation time. Their children are one their own, after school, evenings, and weekends. A second target population are the students who attend the Area learning Center serving this region; among this group, the behavioral statistics climb much higher. Fully 60% reported having experienced homelessness for at least one night in the past six months. Among young women, 20% report attempted stticide. 30% reported having been arrested (of these, 20% were arrested for drug use.) Of course, nearly every student in the Area Learning Centers, junior or sen/or high level, are betfind in their basic skills and their educational level. COM2VII.rNITY RESOURCES AND ASSETS: 1. One of the assets of these communities is the strength of the Family Services collaborative. Many of the agencies which make up the collaborative have been working together for over 20 years. These include social services, corrections, mental and public health, and education. One of the successes of the collaborative is the presence of over 40 integrated (joint funded between the county and the schools) staffing positions which include social workers, mental health, and corrections workers in the schools. These staff'will be critical links to the proposed program, by referring students, and by assisting in the program design and implementation of the activities. 2. The Chaska Parks and Recreation Department: Central to the success of the Adventure Club proposal is the Chaska Department of Parks and Recreation, also the fiscal agent for the proposed project. Since it's inception in 1975, Chaska Parks and Recreation has developed a comprehensive array of services for the community, including, most recently, a 14 million-dollar community center. The proposed recreational therapist will be housed within the Community Center, and w/il have access to the resources available for the Adventure Programming. Chaska Parks and Re__creation h.as a historT, of coor~eration with members of the Family Services Collaborative, and is providing the leadership to ensure that the proposed Adventure Club will incorporate serving "at risk" youth in all of thc two county region. In addition, the Parks Department has already identified many potential community volunteers and mentors who are specialists in outdoor activities, from orienteering to woodcarving to dirt biking. The Parks Department also has identified organizations, such as nature clubs, which are willing to support and sponsor youth to assist them to learn about a specific interest area. 3. The Carver Scott Area Learning Center Labs: The Carver Scott Area Learning Center has a well-developed network of"learning labs" in each of the ten conununities that make up the region. These labs will be key in linking up students w/th the proposed program. The Area Learning Center has developed a philosophy that "youth voice" or youth involvement is central to the success of the programs. Therefore, staffwill involve youth in the planning and development of the proposed program activities. 4. Community Education Programs: The staffat the Area Learning Centers also work closely with the local Community Education Programs. Although there are a few activities for the 10-13 year age group, the transportation, fees, and type of activity (most often team sports) has not made participation for the at risk youth a viable option. The Community Education programs will be key partners in providing publicity and outreach, identifying local mentors for youth, coordinating facility usage, and providing assistance in the planning oflocai facilities, such as the creation of BMiK tracks or other options. 5. Other community assets which will suppo~ the proposed Adventure Club include the Carver Regional Park, the Minn. Landscape Arboretum, and the U.S. Fish and Wildlife Refuge area along the Minnesota River. 6. Services for non-English spealdng: Carver Scott Educational cooperative has a English as a Second Language program for the new immigrant populations. There are, therefore, English as a Second language Resources which wilI support bilingual needs for the non-English speaking youth in the proposed program. CHALLENGES: The existence of very few recreational and social choices aimed at "non-mainstream youths" (those youths that do not choose community options such as team sports or other school-based activities) speaks to the lack of community awareness for the need for alternative recreational and social choices. o The "community culture" supporting alcohol usage instead of healthier choices is part of the challenge of educating the adults as well as the youth within the commtmity regarding healthier options. No access to public transportation: The two county region has had chronic difficul~ w/th the tremendous challenge faced in creating access for those without private. transportation. The region includes ten separate, geographically isolated commtmities and no local or centralized means of transportation. 4. The rapid growth of diverse populations without an organized infrastructure to support their needs. Many of the support organizations for immigrant populations are located within the urban core, or in greater Minn. The proximity of the two county area to the Metropolitan. Communities causes a problem in drawing out satellite service organizations who-often have too few resources to relocate. Allowing youth to take on leadership roles within the proposed program presents a challenge to many adults who are in decision-making roles on boards and committees. C OMPL1MENTARY INITIATIVES: Club Mid: An after-school program for Chaska Middle School students that has included theatre, computer, and skiing. Agencies partnering include School district 112, City of Chaska, City of Chanhassen, City of Victoria, and the YMCA. CSEC and Scott County Mental Health collaborate on a violence prevention program which includes a 1/m/ted number of after school, summer, and weekend activities for youths in the alternative programs and referred from socfaI services. In another joint venture between the City, Corrections, and CSEC, court-referred youths have built a BMX bike track. '4. Chaska Community Center: The Community Center hosts after-school programming in the areas of athletics in the gym and ice arenas. The Center also hosts m-programming after-school in the wet and dry craft rooms. Carver Scott Educational Cooperative operates a summer "Farm Program" for m/ddle school age youth on a small farm in Wacon/a; the goal is to provide for learning academic, work skills, and recreational activities. o Carver Scott Educational Cooperative received an arts grant, which allows the school to offer a variety of after-school arts programming, including: visual arts, drama and music. The music program consists of an audio recording program and weekly after- school jam sessions for the area's youth musicians. The shortage of activities for at-risk youths, as well as the success of the initiatives described in the preceding paragraph, has led to the formation of a planning team from a comprehensive array of agencies, organizations, and community members in this region. This proposal is a direct result of several planning team meetings regarding increased options for at-risk youths. PARTNERS: agencies: · The proposed program will be a collaborative venture among the follow/ng Chaska Parks and Recreation* · Carver-Scott Educational Cooperative (CSEC) - includes the school districts of Chaska, Shakopee, Jordan, Belle Plaine, Waconia, NorwooclF/'oung America, and Watertown) · Carver and Scott Corrections · Carver County Sheriffs Department · Carver and Scott County Social Services · The Lynville Juvenile Facility · The Carver County Park Department · Area Civic Organizations · Local municipalities · Alternative education youths · City of Chaska · District 112 (*indicates the fiscal and managing agency) PROJECT OVERVIEW: NEEDS ASSESSMENT: The Carver Scott Family Services Collaborative conducted two studies to identify current and emerging needs within the broad spectrum of the two county area. A major gap in services that was identified included after school, evening, and weekend options for youth ages I 0-15 years of age. A survey conducted among Area Learning Center Junior High students found that less than 5 % were engaged in any organized activity outside of school hours. Among the junior hi~ age youth, 75% were young males, and they indicated an interest in outdoor activities, including rock climbing, mountain b' '~king, camping, and other similar "Adventure" type programs. Since a majority of the participating youth will have academic deficiencies, Area Learning Center staff will work with the youth who are involved in planning and developing projects, so that they can integrate their activities and their academics. For example, a student who is planning to participate in a canoe trip, will research the geography, participate in a study of the historical role of waterways and transportation, or develop a science project regarding pollution in the stream or waterways in the region. Youth leadership and team-building skills will also be integrated into the project. The needs assessment among junior high alternative education students indicated that over 80% have difficulty in working with others. (Work Experience Student Assessment, 1998, CSEC). The project design was centered around the research supporting outdoor recreation, adventure sports, and nature activities as prevention and personal growth experiences for troubled youth. (Research cited by Jim Kietsmeier, Executive Director, National Youth Leadership PRIORITIES FOR PROGtL4aM]VlING: The collaborating partners will jointly plan, provide funding and resources, to implement the "Adventure Program." A recreational therapist will be hired to carry out the program activities. This position will be administered out of the Chaska Parks and Recreation Department. Potential responsibilities and activities will include the following: In cooperation with the advisory committee, to implement group recreational activities such as rock climbing, canoeing, kayaking, camping, back-packing, biking, skiing, orienteering, wood carving, nature photography, horseback riding, and other activities. In cooperation with the staff, s'~dents, and parent vohmteers to coordinate the "Club Mid" program at the Chaska Middle School. IIio To develop interest clubs, such as a running/jogging club, mountain biking club, hiking club, and other groups of focused interest. This will include recruiting organizations to sponsor their activities, and volunteers to lead the clubs. To build the community capacity to provide alternative options for youth; for example, collaborate with other community partners to develop BMX bike tracks and skateboard parks throughout the two county area, so that youths to have a variety of options for activities. V. To train volunteers to assist in providing the youth activities. Vie To provide youths with leadership training so that they can assist in the planning and implementation of the activities and programs. Older youths will be tappecl to act as mentors and leaders for younger you TARGET POPULATION: The program participants will include those youth who are: at risk, and ages 10-15 years of age from Carver and Scott Counties · attending junior high alternative education programs · referred from corrections, or residing at Lynville Detention Center · have a history of academic, social, or behavioral issues, referred by family, church, self, or school · have experimented with alcohol or other chemicals, or have been in treatment, and are in recovery. Goals and Objectives: The overall goal of the proposed program will be to implement a sustainable, collaborative approach to provide activities which meet recreational social, academic, and therapeutic needs of at- risk youth ages 10-15 years old from Carver and Scott counties. Objective 1: To develop a systematic approach to plan, implement, and evaluate Adventure Club activities for at least 500 at risk youth per year ages 10-I5 years. Strategies: · Hire a recreational therapist (or related degree) with experience working with the target population to coordinate the proposed Adventure Club programs and activities. · At the direction of the Family Services collaborative, formalize an interagency team who w/II advise, and assist the project coordinator to implement the Adventure Club programs, manage the funding distribution, identify community resources, share supervision of activities, and represent the interests and needs of youth. The representatives will include the "Program Partners" identified in the first section of the proposal. Youth at risk will serve on the team, but youth input will also be included through youth advisory groups in each community. The project coordinator Will work w/th staffat the Community Center to set up a database of community volunteers, mentors, and other resources for the Adventure Club. A system for communicating with the area learning labs in each junior high alternative program, the juvenile facility, court services juvenile staff, the county social workers in the schools, and to targeted neighborhoods will be planned and put into place. Objective 2: To establish interest clubs with areas of focused interest, and coordinate the activities and resources to support each club. Strategies: To work with the existing middle school "Club Mid" at the Chaska Middle School to increase the size and scope of activities available for youth. To identify areas of interest, such as running/jogging, mountain biking, hiking, etc. and recruit organizations to sponsor such clubs, and volunteers to work with clubs. To replicate successful "clubs" in smaller communities, or network with several communities to participate in a specialized "club" activity. To build individual community capacity, for developing programming, by initiating community planning around activities such as a skateboard park, a BMX bike track, and other Iow cost, more feasible options for youth. The Chaska Park and Recreation Department can offer technical assistance to other cornmunities in this type of planning process. Objective 3: To offer recreational group activities such as rock climbing, canoeing, kayaking, sailing, camping, backpacking, (~rienteering, etc. wh/ch offer intensive, personal growth as well as recreational and social outlets for at risk youth. In cooperation with youth planning teams, to idemify a schedule of seasonal activities for groups of students from the area learning labs, the juvenile corrections facility, the violence prevention programs, and other intensive need populations. To recruit, through the existing Service-learning College Connections program, college youth who will offer leadership, expertise, and time to assist in the planning and staffing of group activities. To provide participating youth and their teachers an opportunity to design learning plans related to each activity. Objective 4i To provide youth leadership training in order to build the capacity of the program to be supported, planned, and led by youth. The project coordinator and college volunteer youth will design a leadership training camp for teams of youth from each r2a~icir~ating community in the two county area. The camp will be an intensive training program which is kicked off in the summer, and offers retreats quarterly during the year. Youth trained in leadership activities will receive a stipend to participate in the planning and implementation of program activities during the year. The junior high youth who are trained will be encouraged to continue to assist in program activities, after they enter senior high, through continued training, stipends, and academic credit for their role in assisting with the Adventure Club. Objective 5: To establish full sustainability of the adventure club, by the end of the 28- month grant, by demonstrating success in terms of program outcomes, and requesting the project partners to support the program expenses collaboratively. A tracking system will measure outcomes, as identified under the following section on "Evaluation". A series of presentations to participating partners and their boards will be planned and conducted by youth and program staff. A cost-benefit study will reflect the economy of the program in terms of more typical intervention expenses, including crime, incarceration, and residential treatment approaches. TYPES OF PROGRAMS TO BE PROVIDED: (These are examples only, since the program is not yet in place.) Interest Clubs: Jogging/running, road and mountain biking, hiking, canoeing, camping, wood carving, horseback tiding, service projects. When: After-school; weekends; seasonal activity; clubs will meet once or twice weekly, with monthly special events. Location: 9 junior kigh alternative school locations in two counties; juvenile detention facility in Jordan; Chaska Community center Summary: The interest clubs would be developed based upon the interest of groups of youth in specific locations; smaller interest groups will be combined, utilizing school vans to bring groups together. Sponsoring organizations might donate equipment, volunteer time, or both. For example, the Sheriff's Department collects stolen or abandoned bikes; the officers on "Bike Patrol" might sponsor monthly road rides. The service club might combine future recreational activities by volunteering to work on creating a running or biking trail. Interest clubs will be integrated with the student's learning plan on an individual basis. After School: Example: Club Mid, Chaska Middle School Activities: Computer/technology lab, theatre, skiing, help with homework, service-learning and leadership, photography, video editing, cartooning, jamming (rock band players), peer tutor/ng, and other areas of youth interest. Hours: 3 p.m. - 6 p.m. Release day special events and field trips. Summary: Academic support, enrichment, and recreational activities with community resource staff, parent and student volunteers. Other communities, smaller than Chaska, will combine the interest club activities (described above) with an after school enrichment option for at risk youth, similar to "Club Mid." Partners: Chaska Park and Recreation, School District 112, City of Chanhassen and Victoria, YMCA Group Recreational Activities: Rock climbing, canoeing, kayaldng, sailing, camping, backpacking, orienteering, robing, curling, x-country skiing, bronco roping and r/ding. Hours: primarily weekend and summer, with some activities during the week. For example, students at one alternative center are interested in convening a high indoor wall into a rock- climbing wail. This activity can be accommodated during shorter periods of time. Summary: Activities w/Il be part of an individual academic plan for students needing academic support. The longer outings will involve leadership and team building skills for the participating youth. The new and unique settings will be capitalized upon to impact the behavior of students, so that they maximize their experiences as holistically as possible- learning specific skills, building relationships, and building lifelong interests. A boundary waters expedition will be part of each summer's activities for participating summer program youth. Location: Chaska Commun/ty Center; Jun/or High Alternative Education programs will be pick up points; specific outdoor centers, parks, lakes, etc. will determine location. PROCESS USED TO IDENTIFY PROGRAMS: Youth-led planning teams will provide direction to local site activities; the overall program team (described in Objective 1) will determine the number and allocation of resources for larger group activity, as well as the more specialized programs which will involve multiple communities. As the program develops, and youth gain skills and experience in leadership roles, there will be increasing responsibility for youth to guide and market the program both to other youth and to potential sponsoring organizations and program partners. FUND DISTRIBUTION: The primary programming organization for the Adventure Club will be the fiscal agent: the City of Chaska Parks and Recreation Department. Management responsibility for the project will rest with Tom Redman, the Director of Parks and Recreation, who has built a wide array of networks witkin the two county area with city, school, county, and regional organ/zations. The Adventure Club Coordinator will report directly to the Park Director, but will convene the project advisory team. The Family Services collaborative will receive updates on the project activities and progress at its monthly meetings. Since the support of the Collaborative will be critical for long-term project continuation, thorough and accurate communication Mil be of the greatest importance. The collaborative has a "Dispute Resolution" clause in the governance structure, which will be called upon to determine appeals and conflict of interest. APPLICANT OVERVIEW: Collaborative history and mission: The Family Services collaborative was formed in 1994 as a formal structure. It was one of the first I 0 Collaboratives in the State of Minnesota. The mission of the collaborative is as follows: "Families in need are entitled to coordinated services delivered in a dignified resp¢c~uI manner." The Chart "[nteragency Services Council" on the fi)Ilowing page describes the primary components of the collaborative~ The chart on the next page "Adventure Club Organizational Chart" outlines the lines of author/ty for the proposed program. The Collaborative is staffed by a manager who will interface with the Adventure Club Coordinator to ensure that monthly collaborative meeting agendas include the Adventure club updates. PROCESS TO SELECT CONTRACTING AGENCY: The City of Chaska serves as the county seat of Carver County and is one of the more significant population centers in the two county area. It has been a leader in providing municipal services, including recreation. The Park and Recreation Department was established in 1975, and, as a result of community growth, has secured and managed many grants related to program development or facility development. Among the collaborative projects developed by the City of Chaska include joint projects with the School District, the Educational Cooperative, the St. Francis Regional Medical Center, and many others. This history of responsible management and strong collaboration was significant in its selection by the Collaborative to act as the fiscal and contracting agency for this proposal. EVALUATION: The outcomes of this project will include: · Increasing the number of at-risk youth participating in organized social, recreational, and enrichment programm/ng. · Decreasing juvenile crime rate in each commtmity~ · Increase in school attendance · Increase the number of youth able to identify one significant adult in their lives who is not a parent · Increase in the number of skills of youth in recreation, outdoor education activities, leaderskip, and teambuilding Although most of the evaluation is objective and quantifiable in nature, qualitative means of internal evaluation will be employed throughout the project, and will involve all constituents, parents, community volunteers, teachers, and youth. This information will be collected through interviews and small focus groups, by the evaluation staff from the Carver Scott Educational Cooperative, a collaborating member of the project. The information will be used to build a case for the Family Services collaborative to support the project on an ongoing basis.