HomeMy WebLinkAboutAgenda - 2001-01-16 Joint JOINT MEETING
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OE LAKE osipt
io, Lake Oswego City Council
itiiii Lake Oswego School Board
Tuesday, January 16, 2001
Y�-- 7:00 P.M.
OREcos Council Chambers
City Council School Board City Hall
Judie Hammerstad, Mayor Marcia Donnelly, Chair 380 A Avenue
Jack Hoffman, Council President Leila Elliott AGENDA
Ellie McPeak Jim Zupancic
Gay Graham Chris Schetky Also published on the intemet at: ci.oswego.or.us
Karl Rohde Marianne Carter Contact: Robyn Christie,Deputy City Recorder
Bill Schoen E-Mail: public_affairs@ci.oswego.or.us
John Turchi Phone: (503)675-3984
This meeting is in a handicapped accessible location. For any special accommodations,please contact
Public Affairs, (503) 635-0236,48 hours before the meeting.
Estimated Start
Time
7:00 1. CALL TO ORDER
2. ROLL CALL
3. INTRODUCTION/COMMENTS: Mayor and Board Chair
4. COMMON INTERESTS: LOSD Facilities Bond
• Research Library
• Gyms
• Meeting Rooms
• Auditoriums
• Pool
• Athletic Fields
• Sprinkler Retrofit
5. CLOSING COMMENTS
6. ADJOURNMENT
City Council/School District Agenda Page 1 of 1
January 16, 2001
DRAFT
Lake Oswego School District
Strategic Plan 2001-2006
The purpose of the district's strategic plan is to provide frameworks, goals and strategies that
establish sound direction yet allow for personalized approaches to accomplishing the plan.
Despite its positive economic gains,the district does not foresee a time when it will not have to be
concerned about its economic future. Thus, the district must continue to see itself from two
complementary perspectives: 1) as an academic organization where effective learning and teaching
motivate minds to grow,people to learn together, and ideas to excite and invigorate; and 2) as an
economic organization where the efficient and effective use of resources is critical to its success.
However, with the passage of the local option and the facilities bond, along with the defeat of
several potentially damaging ballot measures, the district has arrived at a juncture where genuine
revitalization is possible. Through the collective efforts of many people, the district has before it
one of the greatest leadership opportunities of its history. Now we have the funding to provide our
students with better program opportunities and increased services as well as to make significant
improvements in our facilities districtwide—changes for which we have waited years. But beyond
restoring program and services and improving our facilities, we also have a collective opportunity
to revitalize the district,to revive and to renew our belief in what is possible.
Management
During the 1990s the district had to change its management orientation and strategy to provide the
best possible educational program and services with significantly reduced resources. Our
dominant management structure by necessity became hierarchical, enabling us to enforce cost
controls, to provide only essential support services, and to make unpopular decisions such as
downsizing and eliminating valued programs and services.
Now the district has the opportunity to return to a management philosophy more consistent with
our vision, values, and beliefs. Some of our district's greatest strengths have always been 1) that
we are big enough to be largely self-sufficient,but small enough to maintain a relatively flat
organizational structure with few layers of management, and 2)that we have valued, built and
maintained strong,positive, close working relationships with our employees and with our
employee associations.
To a great extent our future will be determined by how we treat the economic resources we have
been entrusted with,but of even more importance will be how we work with people. We have the
opportunity not only to create better conditions for our community of learners, but to re-establish
a community of leaders where partnerships are valued and nurtured.
Leadership
To accomplish these goals,we must return to a more fluid, circular view of the district where the
voice and organizational contribution of each individual is appreciated and valued. Building
effective partnerships of staff, students,parents, and the Lake Oswego community will require our
leaders to embrace four imperatives if we are to create the best possible conditions for people to be
successful:
1. Mission,vision, and values must be the essential driving forces of the organization.
2. Cooperation and collaboration must take precedence over competition.
3. Both high performance and innovation must be championed within the organization.
4. The heart and soul of the organization, its essential passion and spirit, is everyone's
responsibility.
Supt Planning 2000-01 Strategic Plan 1/2/01 1
DRAFT
Strategic Management and Leadership
The district will always need managers who are strong and decisive leaders and who can build
followership through trust and integrity, but to accomplish what is now possible,we need to
encourage and support people across the organization to share their insight, creativity, and
innovative ideas. If we are to improve, the skills that will be critical for our managers and leaders
during the next five years will be the ability to listen, to collaborate,to facilitate, and to develop
shared vision, both within the district and within the larger community.
Given the adverse economic conditions for the past ten years, our dominant management
orientation has been to limit what was possible. Now, however, it is important to remind
ourselves that management controls work only on the margins of the organization, not on the
hearts and souls of the individuals who make up the organization. What we need most is a
willingness from people to invest their energy and creativity not only in their own job role or in
their own classroom, but in the larger well being of the district as a whole.
As always, the difficult part of setting strategic direction from the district level is to be specific
enough to provide clarity and direction without being so overly prescriptive as to control, restrict,
or diminish innovation and creativity. The best way for the district to provide that direction is to
create vision, to define program, and to communicate frameworks from which people can work out
their own individual approaches to achieving the district's goals.
Economically, our options and opportunities have increased dramatically. Now,what is possible
is directly related to our collective ability to work well together. Transforming our vision into
actuality is up to us.
Changing Conditions, Changing Strategies
Pre-1990 1990-2000 2001-2006
Largely local control of funding State control of funding State control of funding, with the
addition of local funding option
Ample resources, largely locally Scarce resources, largely state Increased resources because
determined determined community supported local option
Largely local control of State-mandated educational State-mandated educational
educational program reform reform
Change focused on management Change focused on managing Change focused on management
and program improvement survival strategies and program improvement
Improvement enhanced by Survival strategy based on Improvement enhanced by adding
adding resources and expanding reducing resources, "downsizing" resources and revitalizing
program program
Structural stability for most Restructuring for most programs Incremental structural change for
programs and services and services many programs and services
Focus on cooperation; external External competition of major Focus on cooperation and
competition of relatively little concern in retaining our own collaboration to build a stronger
concern students program for our students
Employees able to exercise some Employees constantly stretched to Employees regaining some
control over demands of the the limit of their capabilities control and influence
work load
Primary management strategy Primary management strategy Primary management strategy
participatory with top-down, hierarchical with decision making participatory with top-down,
bottom-up collaborations largely top-down bottom-up collaborations
Supt Planning 2000-01 Strategic Plan 1/2/0 1 2
DRAFT
District Mission
The District is committed to providing each student with a strong academic program in a safe,
supportive educational environment. Our schools strive to foster a love of learning, to instill a
sense of civic and social responsibility, and to develop the intellectual, physical and social skills
necessary for life-long personal achievement.
District Vision and Values Statement
The Lake Oswego School District is an exceptional school district with a strong commitment to
the value of education to our community and society. Our expectations are high, but we possess
the means with which to realize those expectations. Our district is characterized by talented
educators, able students, caring parents, and a supportive community—conditions that place
almost any accomplishment within our collective grasp. The challenge is in developing a school
district with the will and power to improve and to grow, where today's vision of what is possible
can become tomorrow's reality.
1. Learning
To develop a school district where learning, both for students and for educators, is clearly
the primary value influencing decisions and actions.
2. Instruction
To develop a district with a comprehensive vision of instruction which includes a variety
of learning approaches appropriate to a variety of specific learning outcomes.
3. Participation
To develop a school district where processes which support the assumption that better
quality decisions occur when the creativity, innovativeness and decision-making ability of
the people within the organization are utilized are clearly in operation.
4. Climate
To develop a school district where high levels of trust, pervasive caring, and respect for the
dignity and worth of the individual are clearly evident, including the accepting and valuing
of divergent feelings and opinions.
5. Leadership
To develop a school district where the talent, expertise, creativity and enthusiasm of
administrators and teachers are engaged in organizational roles focused on improving
learning and instruction.
Supt Planning 2000-01 Strategic Plan 1/2/01 3
DRAFT
Instructional Program Vision
Realizing a school district that is uncertain of its core program assumptions is largely incapable of
strategic improvement, we must continue working to strengthen what we value most and stay
focused on the activities that will produce the results we seek. At the same time, we must invest
our energy and creativity to continue to meet the needs of our students, young people who will be
entering a world characterized by ever-accelerating change and increasing competition.
Our instructional program is based upon the following assumptions about the educational needs of
our students:
• Our students learn best within a supportive community in which we all—schools, parents,
and the community—have a stake in providing the best possible conditions for their success.
• Our students are different from one another, requiring us to continue to develop and to
employ a variety of instructional strategies as well as to provide more than one way to
achieve similar goals.
• Our students need to develop strong skills in language, computation, and technology.
• Our students need to form a strong sense of personal integrity as well as a sense of civic
and social responsibility.
• Our students need to become active, self-directed learners who take responsibility for their
own intellectual growth.
• Our students must learn with depth and understanding and must be able to apply their
knowledge and skills to new situations.
Planning Assumptions
The following assumptions underlie the 2001-2006 strategic plan.
1. Our focus will continue to be to provide each student with outstanding instruction in the
three foundation areas of our comprehensive program—academics, music and the arts, and
athletics/activities—in a safe, supportive educational environment.
2. We will embrace the exceptional opportunities offered by the passage of the local option
and the facilities bond.
3. The goals of improving learning, building community, and improving management will
continue to provide the framework for individual school improvement plans for the next
five years.
4. Timely, accurate, and clear communication from the district will be essential to effective
participation by students, staff,parents, and the community.
5. We must provide insightful, skillful and responsible oversight of the resources with which
the Lake Oswego community has entrusted us to ensure that we provide the best possible
educational program and facilities for those resources.
6. We will invite the community to share the responsibility to help determine the design and
layout of the facilities to be renovated and constructed.
7. We must re-affirm our participatory leadership values by ensuring that processes to provide
individuals throughout the district a genuine voice in shaping decisions are in place.
8. The building of cooperative, collaborative partnerships within the Lake Oswego
community will foster commitment to a shared responsibility for the education of our
children.
9. A strong partnership between the city and the school district is the cornerstone of the key
relationships that must be maintained to preserve the quality of public education in Lake
Oswego.
Supt Planning 2000-01 Strategic Plan 1/2/01 4
DRAFT
Continuous Improvement Strategies
The Lake Oswego School District is committed to continuous improvement. Over the past ten
years teachers have risen to the challenge of ensuring that academic performance would continue
to be strong in spite of very challenging conditions. Now that the district is once again in a
position to add resources in support of our programs and services, we have the opportunity to
revitalize the district,not just to renovate facilities but to continue our improvement effort
The first set of strategies pertains to the agenda of continuous improvement, focusing primarily on
the instructional program. Over the next five years the district will
1. Continue the development of individual school improvement plans focused on our district
goals: improving learning, building community, and improving management.
2. Continue to improve the instructional program, concentrating program development efforts
at all levels in the core academic disciplines of English,math, science, and social studies.
3. Continue to focus instructional improvement efforts on teaching for learning in five areas:
learn by doing, learn within context, learn for understanding, learn for transfer, and learn
how to learn.
4. Continue to strengthen our elective program, developing offerings that provide the most
value to our students and our community.
5. Continue to strengthen our athletics and activities programs, including developing
partnerships with the city and parent clubs who also provide programs for our students.
6. Continue to support the development of an extensive community school program to
provide student services and enrichment programs on a pay-for-participation basis.
7. Continue to employ an aggressive personnel strategy to seek and hire employees who are
bright, multi-talented, flexible, energetic,positive people who are deeply committed to
public education.
8. Continue building a learning partnership with our community by concentrating on
developing meaningful opportunities for people to come into our schools.
9. Continue to develop and implement a comprehensive communications plan, involving the
School Board, administrators, teachers, classified employees, and the Lake Oswego
community,to improve the sharing of information and enhance public relations.
10. Continue to develop and implement a comprehensive, differentiated evaluation system to
reflect district philosophy and changes in teacher and administrative contract law.
11. Continue to develop our partnership with the city by increasing cooperation and
collaboration, sharing resources, reducing competition, and providing complementary
services to the community.
Supt Planning 2000-01 Strategic Plan 1/2/0 1 5
DRAFT
Financial Strategies
The district continues to be largely dependent upon the state legislature to fund its programs and
services. Even after ten years of extensive downsizing and restructuring, the Lake Oswego School
District still does not receive from the state the resources necessary to fund what we consider to be
an adequate program. Thus, to enable the district to continue to provide our students with a
strong, comprehensive educational program, the district has committed to seeking additional
resources (e.g., local option, city serial levy, facilities improvement bond, Foundation, and parent
clubs). This past year, the Lake Oswego community has furnished the district with millions of
dollars to improve our programs and our facilities. Now we have a tremendous opportunity as
well as an important responsibility to be wise stewards of the resources the community has
provided.
The following strategies are primarily financial in nature. Over the next five years the district will
1. Exercise visionary, farsighted, responsible stewardship over the district's financial resources
to ensure the long-term economic well being of the district.
2. Continue to be guided by its financial stability strategy. The district's cash balance was
built to provide financial stability for the schools and will be spent, as it was intended, over
several years to ensure the provision of a strong,comprehensive program regardless of the
decisions made in Salem.
3. Continue to work to guarantee the quality and extensive nature of our academic, music and
athletic programs over time,providing us with the best opportunity to keep our own
students involved in public education in Lake Oswego, and also offering a powerful
attraction for people who value education and who are considering moving to Lake
Oswego.
4. Continue to make sound, safe, and wise investments of the district's cash resources.
5. Make facilities bond planning, organization and management a major priority of the School
Board and the administration since they are the single biggest additional responsibilities to
be undertaken.
6. Develop and enact a stringently honest appraisal and accountability system to determine
and address the barriers and constraints to accomplishing district goals and priorities.
7. Continue its commitment to providing competitive compensation in salary and benefits to
its employees, ensuring that we continue to hire and retain the highest quality staff.
8. Institute an ongoing approach to assessing the value and cost effectiveness of the way the
district has committed the local option resources to enhance the district's programs.
9. Continue to work to keep special services program expenditures in line with state and
federal special services resource allocations.
10. Work to provide the highest quality support services in facilities operations, transportation
and food services in the most cost effective manner.
11. Strive to align its financial strategies with those of the Foundation so the district can
continue to support the Foundation's efforts to provide additional teaching staff.
12. Continue to work in partnership with the city to provide the Lake Oswego community with
the best possible programs and services in a cooperative and collaborative relationship.
13. Continue to provide a broad range of fee-based programs and services through Community
School, with Community School being entrepreneurial enough to generate sufficient
revenue to be financially self-sustaining.
14. Develop and enact a comprehensive business plan for the financial and program operations
of the district swimming pool.
Supt Planning 2000-01 Strategic Plan 1/2/0 1 6
TO: Judie Hammerstad, Mayor
Members of the City Council
FR: Douglas J. Schmitz, City Manager
DATE : 14 January 2001 ('
RE : Joint Meeting with School Board
A joint meeting has been scheduled with the Lake Oswego School
Board on Tuesday evening to discuss common interests . The agenda
lists multiple facilities that are part of the $85 , 000, 000
bond measure passed in November and two matters which are not
part of that approval---additional synthetic field(s) and the
retrofitting of school facilities with sprinklers for fire
protection. Listed below is a brief background on each of the
items on the agenda.
RESEARCH LIBRARY
The District is planning for a high school research library with
a concentration of computers with Internet access . Last week,
the Mayor, Councilor Schoen and myself met with two Board members
and the Superintendent and discussed a joint facility available
to students exclusively during the school day and open to the
community thereafter and on evenings . Likely issues to arise
on Tuesday with the Board are:
-Is the City willing to participate
with capital costs associated with the
library?
-If a larger facility is desired/needed
due to the "community" aspect of the
library, is the City willing to fund
that difference?
-If a multi-agency library is constructed,
where will the City get the additional
M&O dollars? (Immediate sources : tax base
"extra" capacity and/or the reallocation of
monies currently designated for City library. )
GYMS
The District proposes four (4) new gyms--one at each high school
and junior high. Likely issues to arise Tuesday are:
-City financial participation in M&0
costs for City Recreation Department usage.
-Emphasis on City Recreation Department
priority for usage.
MEETING ROOMS
The City periodically uses District facilities for meetings ,
ranging from neighborhood gatherings to smaller group sessions .
The District is considering whether the "Little Theater" near
the Central Office could be converted. Possible issues to arise
on Tuesday are:
-Will the "Little Theater" conversion
be a bond project? If not, will the
District want City financial participation?
-Should meeting rooms be rolled into the
joint use agreement which has previously
focused only on athletic facilities?
AUDITORIUMS
Each of the two high schools is to get a new auditorium. The
City has rarely used a District auditorium in the past. Possible
issue for discussion on Tuesday:
-If/when used by City, should City need to
pay fee for usage and custodian costs?
POOL
District has budgeted $364, 000 for pool related expenses . This
would not provide a new natatorium for the District or the
community. Possible issues for Tuesday are :
-Is this the time for both agencies
to pursue a community aquatics center?
-If yes , does the Council and Board want
to have District and City staff gather
information as a first step? Would this
action raise expectations of the swim
community?
FIELDS
Synthetic fields were installed at both high schools since 1998 .
Should an additional field(s) be considered for Lake Oswego
Junior High School as part of the field renovation project? That
project is scheduled for summer ' 01 . Issues related to this matter
are :
-Does the Council and Board support
an additional synthetic field(s) ?
-If yes , how would an additional field
be funded?
-Should user fees be charged for the two
existing fields and a new field?
-Should both agencies establish a replacement
fund for the existing fields and any new
field?
NOTE : The decision to pursue an additional field
at LOJ will delay the scheduled summer ' 01 project .
p3
FIRE SPRINKLERS
This is a potential win-win for both agencies . Nearly all of
the existing schools and District facilities (Central Office/
Transportation Office) are not sprinkled for fire. The City
must have sufficient storage capacity to fight a major
conflagration at major unsprinkled facilities---schools , churches ,
apartment complexes , etc. Of the "top 20" unsprinkled sites in
the city, most are school facilities .
The City' s water master plan proposes a new reservoir for both
domestic and fire flow purposes . Estimated cost is $4, 500, 000.
The Fire and Building Departments estimate that to retrofit the
non-sprikled District facilities would be between $2 ,000, 000-
$3, 000, 000. Additional piping expenses from water mains to the
facilities is estimated at $1, 700, 000-$2, 000, 000.
The City could avoid the reservoir cost if the District facilities
were to have sprinklers installed as part of the work at each
school/office. However, the District did not include sprinkler
costs in the bond except for new structures . Policy questions
for Tuesday are:
-Does the Council want to do this?
-If yes , at what level of financial
participation?
TO: Lake Oswego School Board January 12, 2000
FROM: Bill Korach, Superintendent
RE: Joint meeting with the City Council
During the process of determining the facilities improvements to be included in the Lake Oswego
School District's $85 million bond, the school district identified several different areas which
provided opportunities for school district—city partnership and collaboration. During the bond
campaign, the school district repeatedly referred to the partnership possibilities with the city in
the following areas:
1. Research library.
The school district envisions the development of a high school research library, including
a concentration of computers with Internet access combined with the district's library
automation system. This new library could provide the city with a desirable joint use
opportunity whereby some of the city's library resources could be moved to a Lake
Oswego High School site. The library could be open to the community in the evening, on
weekends, and perhaps during some days while school is in session, and be staffed jointly
by the city and the school district. The advantage to the school district would be having
the library open for student and staff access over a greater period of time. The seeming
advantage to the city might be the opportunity to move some of the city's current library
resources to the Lake Oswego High School library site, thereby freeing space at the city's
library. The school district has never viewed this partnership opportunity as a means of
resolving city issues about the location or capacity of the city library. It does,however,
appear to be an opportunity for the school district and the city to partner in a way that
could provide additional options with library services for both the school district and the
city. One critical issue for the school district is that a library partnership would have to
be determined at the beginning of the district's Lake Oswego High School design
process. If the school district is going to build a library for student, staff, and community
use, it will need to be situated such that access is available without the entire high school
facility being open to the public.
2. Additional gymnasiums.
The school district's facilities improvement bond will allow the district to build an
additional large competition gymnasium at each of the district's two high schools. This
facility will be large enough to hold graduations on site at both schools, to provide for the
seating of the entire student body, and to provide the school with an outstanding facility
for indoor athletic contests. The school district facilities bond will also provide for the
addition of a second gymnasium at each of the district's two junior high schools. During
the facilities bond campaign, the school district stressed the importance of indoor athletic
facilities to the district's programs as well as to the city's recreation programs. Clearly
this is an area in which the school district and the city have maintained a longstanding
partnership for the benefit of the district and the community. Questions that will need to
be addressed will be the weekend and evening supervision of these facilities when they
are being used by the community as well as the custodial services necessary to clean up
after activities and athletic contests. This is an area that is not well defined in our current
situation, and the supervision and maintenance issues will be greatly enlarged with the
addition of four new gymnasiums.
BK 005
6. Athletic fields.
The district did not put athletic field renovation in the facilities improvement bond, but did
include a stadium facility and seating upgrade at Lake Oswego High School as well as
athletic seating at the Lakeridge synthetic field. The school district and the city have
continued the joint use agreement allowing for the sharing of school district facilities with
the community through the city's parks and recreation program. Now that the city bond
has provided the synthetic fields at each of the two high schools,those fields are now
available for athletic competitions and practices throughout the entire year. This has
created a situation which did not exist previous to the city's field improvement bond. In
the past the city did not schedule the high school field facilities because they were always
in use for high schools programs or they were not being used to allow the field to recover
before the next heavy use season.
Now issues such as supervision and oversight of the joint use of school district facilities
like the public address system or the score board controls need to be discussed. The school
district and the city also need to talk about the responsibility for the maintenance and
cleanup of the stadium after a weekend of use by the community. For example, in the fall
the district's custodial staff cleans the stadium after a Friday night football game, and a
typical Saturday may have several youth football games followed by adult and club soccer
all day Sunday. This typical scenario requires the school district to clean the stadium
again after the weekend, which puts a great deal of stress on the district's custodial
resources.
Last spring the School Board and the City Council tabled their discussion of an approach
to providing the resources that will be necessary to replace the artificial surfaces when they
reach the end of their useful life. The discussion last spring ranged from charging groups
for using the artificial surfaces to placing a facilities bond before the community when the
fields need to be replaced. There are several issues associated with charging fees to those
within and outside the community who would like to use the district's fields.
7. Sprinkler retrofit.
City Manager Doug Schmitz has initiated some discussion about retrofitting district school
buildings with sprinkler systems to improve the fire safety conditions of the schools. This
kind of retrofitting is, of course, very costly. The city manager has some ideas which may
benefit both the school district and the city that will be shared at the joint meeting.
BK 005
Lake Oswego School District Policy No. 1520
Adopted October 2, 1995
Reviewed April 19, 1999
DISTRICT/CITY OF LAKE OSWEGO STATEMENT OF POLICY
The City of Lake Oswego and the Lake Oswego School District recognize the importance of a
mutually beneficial partnership. Each agency has its own distinct competencies which will make
collaboration on future projects and programs easier. The close, cooperative working relationship
which our two agencies have forged in the past has been a mutual benefit, not only to the agencies,
but to the entire community of Lake Oswego. While each agency plays a distinct role, we have a
primary mission to provide the best possible programs and services to the Lake Oswego
community. In these increasingly challenging times, accomplishing this mission will require our
two agencies to further develop and extend our partnership.
Toward that goal, the City Council of the City of Lake Oswego and the Board of Directors of the
Lake Oswego School District adopts this Statement of Policy:
• Both agencies will work cooperatively to develop a new Master Agreement which will be of
benefit to the entire community of Lake Oswego.
• Both agencies will work cooperatively on projects and programs where mutual benefits and
improved efficiencies and economies may be derived and/or where new opportunities can be
created for the benefit of both.
• Both agencies will continue to seek creative and innovative approaches to providing programs
and services.
• Both agencies will seek to decrease those program offerings which may be in competition with
each other, instead, specifying areas where each organization will play a primary role.
• Both agencies will continue to look for ways to develop complementary strengths.
• Both agencies will increase collaboration, sharing resources and working together in the joint
organization and operation of some management practices, services, and programs.
•
1/12/01
Bond Measure Update
Completed Projects
Budget Actual/estimate over/under
Projects completed through Winter 00-01 3,773,000 4,186,000 413,000
Lake Oswego Junior High 938,000 2,100,000 * 1,162,000
subtotal of balance 1,575,000
* Estimate is for artificial turf fields at Lake Oswego Junior High. If decision was to not truf new girls
softball field, cost would be approximately$560,000 less.
Other Bond Measure Projects,2001 -2003
Lakeridge 360,000
George Rogers Park 318,000
East Waluga 381,000
Oak Creek 132,000
Forest Hills 132,000
Lake Grove 132,000
Palisades 102,000
Westridge 252,000
Rivergrove 228.000
total 2,037,000
Other Park Projects in the 1999-2004 CIP**
2001-02 2002-03 2003-04 total
Minor park improvements 25,000 25,000 40,000 90,000
Millennium Plaza Park 305,000 305,000
**Chart only shows Park Fund resources