07.28.26 Park Commission Agenda Packet
CITY OF SHOREWOOD5755 COUNTRY CLUB ROAD
PARK COMMISSION CITY HALL COUNCIL CHAMBERS
JULY 28, 20267:00 PM
AGENDA
1.CONVENE PARK COMMISSION MEETING
A.
Roll Call
Commissioner Hirner_____
Commissioner Garske _____
Commissioner Bahneman_____
Commissioner Sylvester_____
Commissioner Stern
B.Review Agenda
2.APPROVAL OF MINUTES
A.June 30, 2026 Park Commission Park Tours Meeting Minutes
3.MATTERS FROM THE FLOOR
o This is an opportunity for members of the public to bring an item, that is not on
tonight's agenda but related to the governance of the City of Shorewood, to the
attention of the Commission. In providing this limited public forum, the City of
Shorewood expects respectful participation. We encourage all speakers to be
courteous in their language and behavior, and to confine their remarks to those facts
that are relevant to the question or matter under discussion. Please make your
comments from the podium and identify yourself by your first and last name and your
address for the record. Please limit your comments to five minutes. No discussion or
action will be taken by the Commission on this matter. The Commission may request
the issue be forwarded to the City Council or to staff to prepare a report and place it
on the next agenda.
4.GENERAL BUSINESS
A.SCEC Task Force Update
B.Parks Capital Improvement Plan Discussion
C.Freeman Park North Playground Planning
D.Safety Camp Preview
5.REPORTS/UPDATES
A.City Council
B.Staff
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C.Commission
6.ADJOURN
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Park Commission Item 2.A.
Title/Subject:June 30, 2026 Park Commission Park Tours Meeting Minutes
Meeting Date:July 28, 2026
Prepared By:Mitchell Czech, Park/Rec Director
Attachments
1.06.30.2026 Park Tours Meeting Minutes
Background
Action Requested
A motion to approve the June 30, 2026 Park Commission Park Tours Meeting Minutes.
Simple majority vote is required.
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CITY OF SHOREWOOD 6000 EUREKA ROAD
PARK COMMISSION MEETING FREEMAN PARK
TUESDAY,JUNE 30,2026 6:00P.M.
MINUTES
1.CONVENE PARK COMMISSION MEETING
Chair Hirnerconvened the meeting at 6:04p.m.
A.Roll Call
Present: Chair Hirner, Commissioners Bahneman, Stern,and Sylvester;
Mayor Labadie; Parks & Recreation DirectorCzech
Absent:Commissioner Garske
2.APPROVAL OF MINUTES
A.Park Commission Meeting Minutes of May 19, 2026
Sylvester moved to approve the minutes of the May 19 2026 meeting. Bahneman
seconded the motion. Motion carried 4-0.
2.PARK TOURS
A.Freeman Park
Items that were discussed on the tour:
Eddy Station
Fields 4, 5, 6
Plaza/Monument Area
North Playground
Soccer Fields
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PARK COMMISSION MINUTES
TUESDAY,JUNE 30, 2026
PAGE 2OF 5
Trail System
Volleyball Court
Picnic Shelter
South Playground
Fields 1, 2, 3
Other
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PARK COMMISSION MINUTES
TUESDAY,JUNE 30, 2026
PAGE 3OF 5
B.Cathcart Park
Items that were discussed on the tour:
Hockey Rink
Playground
Tennis Court
Basketball Court
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PARK COMMISSION MINUTES
TUESDAY,JUNE 30, 2026
PAGE 4OF 5
Baseball Field
i.Cathcart Park Tennis Court Resurfacing
The Park Commission conducted a site inspection of the tennis courtto
evaluate existing conditions and discuss options for an upcoming
resurfacing project. Commissioners reviewed several cracks throughout
the court surface, including multiple areas exhibiting noticeable heaving,
which is believed to be caused by root growth from nearby trees. Staff
explained the resurfacing process, including crack repairs, surface
preparation, and application of new court coatings.It was notedthat with a
resurface, existing cracks willreappear as hairline cracks withina year or
two, and gradually worsen over time. Within 5-7 years, existingcracks will
likely return to their current state.
It was noted that resurfacing the courts would improve playability and
extend the useful life of the facility for approximately 57 years. The
Commission commented that extending the life of thecourt, along with the
use that it will receive over time, is a quality investment into the park.
However, commissioners recognized that resurfacing is a temporary
solution and does not address the underlying structural issues contributing
to cracking and heaving. A full replacement will need to be planned for in
future years.
Commissioners reviewed the quotes provided within the packet.
Commissioner Sylvester expressed excitement that staffs
recommendation was ATE Recreation, as she noted from their website
they completed the courts at Minnetonka High School that look great.
Commissioner Sylvestermoved to recommend approval of the quote from ATE
Recreation in theamount of $15,984.60 to theCity Council for the resurfacing of the
Cathcart Park Tennis Court.Commissioner Bahneman seconded the motion. Motion
carried 4-0.
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PARK COMMISSION MINUTES
TUESDAY,JUNE 30, 2026
PAGE 5OF 5
7.ADJOURN
Commissioner Sternmoved to adjourn the Park Commission Meeting ofJune 30, 2026at
8:10p.m. CommissionerBahnemanseconded the motion. Motion carried4-0.
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Park Commission Item 4.A.
Title/Subject:SCEC Task Force Update
Meeting Date:July 28, 2026
Prepared By:Mitchell Czech, Park/Rec Director
Attachments
1.05-20-26 SCEC Task Force Minute Packet #1
2.07-08-26 SCEC Task Force Minute Packet #2
Background
The City is currently working with ISG to conduct a comprehensive facility analysis of the
Shorewood Community & Event Center (SCEC). The goal of the facility analysis is to evaluate
opportunities to increase facility use, improve cost recovery, and support the long-term
sustainability of the facility. This effort includes a review of facility operations, programming,
market conditions, community needs, and the facility's long-term capital investment
requirements.
A key component of the analysis is a community task force composed of individuals
representing a variety of professional backgrounds, experiences, and perspectives. The task
force was intentionally assembled to include expertise in areas such as business development,
marketing, hospitality, finance, recreation, facility operations, and senior programming. Current
key user groups of the SCEC were also selected to participate in the task force. The purpose of
the task force is to serve in an advisory capacity to provide community based insight and
feedback that supports the evaluation of current operations and the development of practical,
financially realistic recommendations to increase utilization and revenue at the SCEC.
The task force held its kickoff meeting on May 20, 2026. The kickoff meeting allowed the task
force members to become familiar with the project, gain insight on the current use of the
building, and provide their initial thoughts regarding the facility. A second meeting was held on
July 8, 2026 that focused on senior programming, a market analysis of comparable facilities,
program brainstorming, and a brief overview of the current budget. The next task force
meeting is scheduled for August 12, 2026, where the task force will review the philosophy for
cost recovery, a marketing strategy, and potential options for scenarios. If needed, the task
force will meet one more time on August 26, 2026 before final recommendations go to the City
Council for review.
To keep the Park Commission informed throughout the process, staff has attached the meeting
agendas and minutes. Staff will also provide a verbal update on the progress of the task force to
the Commission.
Action Requested
No formal action is required.
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Meeting Minutes
Focus Group Kickoff
Project Name:Shorewood Community and Event Center Operational Analysis
ISG Project Number: 26-34250
th
, 2026
Date: May 20
Time: 4 - 6 pm
Location: Shorewood Community & Event Center, 5735 Country Club Rd, Shorewood, MN 55331
MEETING ATTENDEES
Present
Task Force Members
Mitchell CzechCity Staff -Parks and Recreation DirectorX
mczech@ci.shorewood.mn.us
Janet SylvesterPark Commission Liasion X
jsylvester@ci.shorewood.mn.us
Tiffany King Local Business Connector tiffany@excelsior-
lakeminnetonkachamber.com
Tena Brandhorst Senior ProgrammingX
tena323@aol.com
Kelsey VercruysseCurrent Renter/Partner X
kelseyvercruysse@gmail.com
Barry Brown Resident Expert X
barrydbrown58@gmail.com
Kim Carlson Youth/Adult Programming X
kim.carlson@minnetonkaschools.org
Jeanna Raap Facility Operations X
jeanna.raap@gmail.com
Laura McCauleyHospitality & Event Venue Operations X
laura@boomislandbrewing.com
Nick RuehlMarket & Business Development Strategist X
nruehl@outlook.com
Scott GraulFinance & Cost-Recovery Analyst X
sgraul@sandvoldfg.com
ISG
X
Claire Roth Project Manager (Planner) Claire.roth@isginc.com
X
Jay Lotthammer Parks and Rec Programming Jay.Lotthammer@isginc.com
MEETING AGENDA
Today’s Agenda
Welcome and Introductions
SCEC Operational Study and Scope of Services
Task Force Role
Facility Tour – Led by City Staff
Current Role of the SCEC
Key Document Review
Open Discussion
Next Steps and Assignments
Meeting notes are indicated in blue text.
Welcome + Introductions
Each task force member introduces themselves by sharing their:
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MEETING AGENDA
Names
Backgrounds, and
Connection to the Shorewood Community and Event Center (SCEC)
Task force members introduced themselves, sharing their backgrounds and connections to the SCEC. The group represents a
diverse range of perspectives, including:
Facility design and municipal leadership
Operations, manufacturing, and sustainability
Finance and business strategy
Event planning and hospitality (including weddings)
Education and school district programming
Nonprofit and senior services leadership
Current tenants, volunteers, and staff
Members bring both long-standing familiarity with the facility and new, market-oriented perspectives, providing a balanced
foundation for the study.
SCEC Operational Study and Scope of Services
Provide information about the scope of the study, type(s) of analysis, and final deliverable format
1. Task 1: Project Initiation, Inventory, and Data Collection (April – May)
a. Inventory + Document Review
b. Market Benchmark Analysis
2. Task 2: Community Engagement (May – Aug)
a. 3 Meetings with the Community Task Force
3. Task 3: Operational Scenarios + Comparative Analysis (June – July)
a. Baseline Assessment of Current Operational Model
b. Alternative operational scenarios
i. Modified model, similar to existing
ii. Innovative, community focused model
iii. Scenario comparison matrix
4. Task 4: Final Recommendations + Report (July – Aug)
a. Marketing Strategy
i. Priority user groups / new users
ii. Target customer profiles for each room
iii. Marketing recommendations and approaches
b. Recommendations and rationale
c. Final Report + Presentation to council
d. Project completed by late August / Early Sept
Task Force Role
Clarify the task force’s purpose and what a successful outcome looks like:
Purpose Statement: The Shorewood Community & Event Center (SCEC) Task Force serves in an advisory capacity to provide
community based insight and feedback that supports the evaluation of current operations and the development of practical,
financially realistic recommendations to increase utilization and revenue at the SCEC.
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MEETING AGENDA
The question, “What does a successful outcome look like?” was asked to the task force. Task force members identified several
shared indicators of success:
Financial Sustainability
o Reduce reliance on City subsidy
o Improve cost recovery (council noted target of ~70%)
o Continue recent positive trends in revenue growth
Community Value and Access
o Maintain and enhance the facility as a community asset
o Support meaningful, well-utilized programming
o Recognize and communicate non-monetary community benefits
Utilization and Market Positioning
o Increase awareness and marketing effectiveness
o Better define and target priority user groups
o Identify service gaps and potential niche uses
Actionable Outcomes
o Deliver implementable, realistic recommendations
o Align with City Council goals and expectations
Facility Tour
Task force members toured the facility, with staff highlighting current uses, operational constraints, and improvement
opportunities.
Key Observations
Space Utilization
o Conference room is updated but underutilized; opportunity for more business and small-group rentals
o Activity room has a capacity of ~60, has potential but features outdated finishes
o Banquet room serves as the primary event space and is the most utilized, but has practical seating capacity
closer to 150
Kitchen
o Designed for commercial use but today is primarily used for warming food; notes one regular Friday renter /
user
o High maintenance and licensing costs
o Nearing end of lifecycle; future investment dependent on study outcomes
Restrooms
o Recent improvements from fixture upgrades, though finishes remain dated
Operations and Equipment
o Heavy tables and chairs create setup challenges; current staffing support may not be sustainable
o Storage is limited and inefficient, with underutilized materials (e.g., linens, dishware) occupying space
Staffing and Customer Experience
o Staff offices are located in a repurposed coat closet, creating operational and customer service challenges
Circulation and Access
o Lobby congestion occurs during peak programming (e.g., dance)
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MEETING AGENDA
o Parking is constrained during peak park events in warmer months
CurrentRoleOfTheSECC
Facility history + what led to this study - See attached handout that details history
Identify facility strengths and benefits to the community
o Strengths
Accessible facility with generally convenient parking
Attractive setting in a natural, wooded environment
Safe, well-lit site
Recent interior updates provide an enhanced user experience
Technology amenities (Wi-Fi, TVs) support a variety of uses
Proximity to Badger Park adds value for families and multi-use visits
Support kitchen, while limited in current use, is an amenity not available in all facilities
o Weaknesses
Inconsistent staffing model tied to rental schedule
Limited acoustic separation in event spaces
Aging infrastructure in key areas (kitchen, layout constraints)
Capacity and operational limitations that affect event flexibility
Key Document Review
Review background documents and current utilization data
o Background materials and utilization data were introduced through handouts and have been reattached to this
packet. Additional detailed financial and operational information will be provided at future meetings.
Open Discussion
Identify comparable facilities
The facility was generally characterized as occupying a mid-range market position, between:
o Lower-cost community spaces (e.g., church basements), and
o Higher-end private venues (e.g., Lafayette Club)
Facilities identified for benchmarking include:
o Gillespie Center (Mound)
o Barn/event venue rentals
o Municipal community room rentals (e.g., Plymouth, Brooklyn Park, Maple Grove, The Marsh)
o Laura noted her experience in the wedding industry and offered to assist in identifying and analyzing
comparable venues.
Hear member perspectives
Programming + User considerations
o South Shore Senior Partners (nonprofit tenant)
Volunteer-run organization facing declining volunteer capacity
Potential need to explore City-facilitated senior programming models
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MEETING AGENDA
o Just For Kix Dance (for-profit tenant)
Major evening user during the school year
Noted for flexibility in accommodating other uses
Wedding and Event Market Opportunities
o Currently limited number of weddings annually (~4–5), generating modest revenue. Laura affirmed the
potential of the space for more weddings.
o Identified opportunities to:
Improve marketing and visibility
Create targeted wedding packages or bundled offerings
Better leverage facility amenities (e.g., prep space, setup support)
Utilize existing photography and promotional materials
Adjust pricing and positioning to better compete in the market
Key Themes and Areas for Further Exploration
o The task force identified several priority areas for deeper study:
Better communicate non-monetary community benefits
Increase marketing and awareness
Explore new partnerships
Conduct a needs and gaps analysis of facility use
Evaluate the future of the kitchen (investment vs. alternative approaches)
Next Steps + Assignments
Define meeting cadence
o 2 remaining meetings throughout the summer
o Discuss preference of days of the week / times of day
Scheduling to be determined via follow-up poll
Preference indicated for late afternoon / early evening meeting times
Assign follow-up tasks
o Task force members to:
Review background materials and data
Identify additional comparable facilities
Share ideas and feedback with the project team
o Project team to:
Develop summary materials and additional data for review at the next meeting
Continue analysis of operations, comparables, and market positioning
Attachments:
SCEC Background Information
Inventory + Document Review Summary
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Inventory + Document Review
34250 City of Shorewood Community + Event Center Analysis
PROJECT KICKOFF
City Council Work Sessions
City Council discussed the financial sustainability of the SCEC during the February 2025 City Council Annual Retreat and held
-term feasibility.
Discussions focused on overall facility use, operating costs, and findings from the facility assessment. Together, these
conversations helped Council and staff better understand long-term implications for the SCEC and initiated the facility
assessment and the operations and market analysis.
Kickoff Meeting
ISG met with City staff on April 9, 2026, at Shorewood City Hall to initiate the operational analysis of the SCEC. The meeting
schedule, and timeline. The meeting also helped prepare staff for selecting members for the Community Task Force.
OVERVIEW OF EXISTING DOCUMENTS
Materials Reviewed
City Council Work Session Agendas + Minutes
2025 Facility Assessment
Rental Guides
Rental Reports + City Budgets
Staffing Structures + Overview Documents
Recreation Facility Survey Results
City of Shorewood Park System Plan
2025 SWOT
2025 Facility Assessment
Kraus-Anderson completed a Facility Condition Assessment (FCA) of the 9,000-square-foot SCEC on October 24, 2025. The
facility was rated to be in fair condition based on the Facility Condition Index (FCI), which compares deferred maintenance costs
to the estimated building replacement value. The assessment identified approximately $1.15 million in deferred maintenance
needed over the next 10 years, including both capital investments and routine maintenance. Areas requiring near-term
investment include the exterior enclosure, fire protection, and HVAC systems, as these components are aging and critical to
facility operations. The assessment also identified recommended interior and equipment upgrades to enhance functionality and
user experience.
Rental Guides
The City updates the SCEC Rental Guide annually to provide clear and accessible information about facility use, including an
overview of the three rentable rooms, hours of operation, rental rates, amenities, photos, floor plans, and frequently asked
questions. The guide also outlines reservation procedures and facility policies to support a consistent rental experience. In
2026, the City simplified the rental fee structure by incorporating the custodial fee into the hourly rate, improving transparency,
reducing confusion, and making event planning more predictable for users.
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SCEC Rental Reports + Fiscal Budget
The City shared both the 2024 and 2025 annual budgets for the Shorewood Community & Event Center (SCEC), as well as
annual rental reports for both years. The rental reports provide a monthly breakdown of rental revenue, total number of
reservations, and room utilization across the facility, offering insight into usage patterns and demand for the space. Together,
the budget and rental data reflect a funding structure that relies on facility rentals, interest earnings, donations, and City
support through transfers to support ongoing operations and capital needs. City Council members have expressed a desire to
improve the long-term financial sustainability and self-sufficiency of the SCEC. Findings from the operations and programmatic
analysis are expected to inform future decisions related to rates, programming, and facility use, with implications for the 2027
budgeting process.
Staffing + Operations Overview
The City provided an overview of SCEC staffing, contracted services, and volunteer support, along with position descriptions for
key roles. Overall management and operations are led by the Parks & Recreation Director, who oversees facility operations,
staffing, budgeting, scheduling, marketing, and coordination with partners. Day-to-day scheduling and rental support are
assisted by a part-time Recreation Specialist and part-time Community Center Attendants who staff the facility during evenings
and weekends. Maintenance support is provided by Public Works staff on an as-needed basis and supplemented by contracted
services for building maintenance, cleaning, HVAC, and fire suppression systems. In addition, South Shore Senior Partners
(SSSP) provides volunteer front desk staffing and senior programming during weekday daytime hours; however, the organization
has noted increasing challenges related to volunteer capacity, funding constraints, and long-term sustainability, which may
require future City involvement to maintain current service levels.
Facility Survey Results
The City collected survey feedback from individuals who utilized the facility to better understand user satisfaction with the SCEC,
including perceptions of facility quality, amenities, operations, and fees. Overall, responses reflected high satisfaction across all
room types, with strong ratings for the reservation process, cleanliness, amenities, and likelihood to recommend the facility. The
survey also provided valuable qualitative feedback to help identify opportunities for targeted improvements and future
investment.
Average Responses by Facility
Survey Question Banquet Full Room Conference Room Activity Room
How would you rate the procedure for reserving the
4.6 / 5 5 / 5 4.8 / 5
SCEC for your event?
Would you recommend this facility? 96% Yes out of 28 100% Yes out of 6 88% Yes out of 65
How would you rate our facility fees? 4.6 / 5 4.7 / 5 4.8 / 5
How would you rate the amenities? 4.7 / 5 4.8 / 5 4.9 / 5
How would you rate the cleanliness of the facilities? 4.8 / 5 5 / 5 5 / 5
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Additional Feedback
Rr
additional amenities, updated features, and greater rate flexibility.
Facility Quality + Location: Respondents praised the facility for being well arranged, adequately sized, clean, and well
maintained, and noted the location as a strong asset. The sound system and kitchen also received positive feedback.
Operational Experience: Staff and volunteers were consistently recognized for their helpfulness and support.
Desired Amenities + Updates: Comments included requests for additional amenities such as additional performance
risers and audiovisual equipment (projectors, screens, TVs), as well as a general desire for facility updates or
modernization.
Cost + Rate Structure: Some respondents noted the facility is more expensive than other venues they use and
expressed interest in resident rates, repeat-use discounts, or reduced rates for multi-day reservations.
How Users Heard About the SCEC
Survey responses indicate that most users learned about the facility through direct familiarity with the community, past
experience with the space, or word-of-mouth, with limited reliance on online discovery.
Community Familiarity: Many respondents indicated they learned about the facility because they live in the community
or area or have family in the area, reflecting strong local awareness.
Previous Use: A significant number of users reported they were familiar with the facility because they had previously
used it or attended an event there, suggesting a high level of repeat use.
Word-of-Mouth Referrals: Several respondents noted learning about the facility through friends or personal referrals,
highlighting the role of informal networks.
Visibility & Online Discovery: A smaller number of users cited driving by the facility or finding it online (e.g.,
Google/search/social media) as how they became aware of the space.
Community Demographics
The City adopted a Park System Plan in February 2026, including updated community demographics. The following includes an
overview of trends and the full demographic analysis can be found in the 2026 Park System Plan.
Shorewood is a modestly sized suburban community with an estimated population of approximately 7,768 residents.
an estimated growth rate of 1.3% between 2020 and 2040. This limited growth contrasts with Hennepin County, which
is projected to grow by
lack of large vacant parcels and limited redevelopment opportunities for higherdensity residential development.
The community is predominantly White (90.7%), with residents also identifying as two or more races (7.3%), Asian (1%),
or another race (1%).
Shorewood has a median age of 45.3 years, and the 65+ age cohort is expected to be the fastestgrowing segment of
the population in the coming years.
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Shorewood is a relatively affluent community, with a median home value of $657,895 and a median household income
of $170,262, both substantially higher than Hennepin County ($410,000 home value; $96,300 income) and the United
States overall ($403,800; $83,700).
Rental costs are also higher than the county average, with a median rent of approximately $1,828, compared to
$1,735 countywide.
The City has low poverty and unemployment rates, with the share of residents living below the poverty line (4%) well
below county and state averages of 10.1% and 10.6%, respectively.
OPPORTUNITIES + CONSTRAINTS
During the February 2025 City Council Annual Retreat, Council conducted a Strengths, Weaknesses, Opportunities, and Threats
(SWOT) analysis to understand the context around the SCEC. The following provides a summary of the SWOT findings.
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Additional Opportunities + Constraints Identified from Existing Conditions
Growing Senior Population: The 65+ population is expected to be the fastest-growing population cohort in the coming
years. This demographic shift presents an opportunity to stabilize weekday program participation and strengthen
volunteer capacity.
Underutilized Daytime Capacity: While corporate and business meetings have been identified as a growth opportunity,
there is additional potential to expand daytime use through remote work, coworking, and partnerships with nonprofit
organizations. The City could also explore pilot strategies such as offpeak pricing or bundled rental packages to
increase utilization without displacing core users.
Pricing Structure as an Education + Policy Tool: Survey feedback reflects concern around rising rental rates. As the
facility undergoes improvements, this presents an opportunity to better communicate what rental fees support and to
reframe pricing as cost recovery that enables essential community services, rather than profit generation.
Facility Modernization as a Revenue Multiplier: Interior upgrades represent more than aesthetic improvements; they
enhance market competitiveness relative to nearby facilities, enable higher-value rentals (such as corporate events,
celebrations, and multi-day bookings), and strengthen marketing efforts by improving perceived value. This supports
the case for targeted reinvestment, even if renovations are phased over time. However, ongoing maintenance and
capital reinvestment needs place pressure on both operational budgets and staff capacity. Without phased
revenue-generating opportunities.
Partnership with Students + Interns: Limited staff capacity presents an opportunity to explore partnerships with
students or interns to support marketing, communications, and data tracking functions. Partnerships with local schools
or academic programs could provide mutually beneficial arrangements, potentially offering academic credit in lieu of
paid positions.
Stable Local Population within Regional Growth Context:
from 2020 to 2040, which may limit organic growth in demand from residents alone. However, continued population
growth in Hennepin County presents an opportunity for the SCEC to attract nonresident users through facility
improvements, targeted marketing, and programming or rental offerings that appeal to a broader regional audience.
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Meeting Minutes
Focus Group Meeting #2
Project Name: Shorewood Community and Event Center Operational Analysis
ISG Project Number: 26-34250
th
, 2026
Date: July 9
Time: 4 - 6 pm
Location: Shorewood Community & Event Center, 5735 Country Club Rd, Shorewood, MN 55331
MEETING ATTENDEES
Task Force Members
Mitchell CzechCity Staff -Parks and Recreation DirectorPresent
mczech@ci.shorewood.mn.us
Janet SylvesterPark Commission Liasion Present
jsylvester@ci.shorewood.mn.us
Tiffany King Local Business Connector tiffany@excelsior-Absent
lakeminnetonkachamber.com
Tena Brandhorst Senior Programming Present
tena323@aol.com
Kelsey VercruysseCurrent Renter/Partner Present
kelseyvercruysse@gmail.com
Barry Brown Resident ExpertPresent
barrydbrown58@gmail.com
Kim Carlson Youth/Adult ProgrammingPresent
kim.carlson@minnetonkaschools.org
Jeanna Raap Facility OperationsPresent
jeanna.raap@gmail.com
Laura McCauleyHospitality & Event Venue OperationsAbsent
laura@boomislandbrewing.com
Nick RuehlMarket & Business Development Strategist Present
nruehl@outlook.com
Scott GraulFinance & Cost-Recovery Analyst Present
sgraul@sandvoldfg.com
ISG
Present
Claire Roth Project Manager (Planner) Claire.roth@isginc.com
Present
Jay Lotthammer Parks and Rec Programming Jay.Lotthammer@isginc.com
MEETING AGENDA
Today’s Agenda
Recap last meeting
Senior Programming
Facility Benchmark Review
Schedule Review + Open Space Programming Brainstorm, Target Rental Market Identification
Budget Overview + Scenario Impacts
Next Steps and Assignments
Meeting notes are indicated in blue text.
Recap Last Meeting
Purpose Statement: The Shorewood Community & Event Center (SCEC) Task Force serves in an advisory capacity to provide
community-based insight and feedback that supports the evaluation of current operations and the development of practical,
financially realistic recommendations to increase utilization and revenue at the SCEC.
Last meeting, we:
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Meeting Minutes
Focus Group Meeting #2
Shared our backgrounds Toured the Facility
Learned about the SCEC Operational Study and Discussed the Current Role of the SCEC,
Scope of Services Comparable Facilities, and Ideas for future
changes
Discussed the Task Force Role
Closed with Next Steps and Assignments
Senior Programming
SSSP Programming Background
The SouthShore Senior Partners (SSSP) have facilitated senior programming at the SCEC for a number of years. The SSSP pay
$600 of rent \[a month\] to the City for use of space Monday – Thursday from 8:30am – 3:30pm and Friday from 8:30am –
12pm. In addition, the SSSP have provided a volunteer to staff the welcome desk of the SCEC to open/close the building (when
staff is not present), answer phone calls, greet users, etc.
Programming Updates
The SSSP are currently working on a transition plan of ceasing operations and transferring assets to the City. While not official,
this will likely take place at the conclusion of 2026.
Focus group members discussed the current state of senior programming, including declining participation, limited resources
for specialty programming, and the importance of maintaining opportunities for seniors to gather, socialize, and check in on one
another. Tena noted that senior volunteering and programming has been dwindling, and that additional support for
programming and advertising would be beneficial.
Operationally, the group noted that many existing activities are self-run and do not require formal registration or facilitation, but
still depend on building access, basic setup, and staff or volunteer coordination. Jeanna shared that current activities are largely
run independently, with support needs such as table setup and building coverage.
Potential Senior Programming Models
The task force discussed several potential approaches for future senior programming, including:
Register-and-pay-per-class models.
Annual membership for base activities.
Additional fees for special events.
A voluntary nonprofit-style membership drive, similar to the current annual membership model.
Focus group members also discussed the potential for a hybrid model in which senior programming continues during daytime
hours, while other programs, classes, and rentals occur during evenings and weekends.
The group emphasized that future programming will likely need to balance three major operational functions: marketing, sales,
and operations. Members noted that the right staffing structure may depend on the individual role and whether one person has
the capacity to support multiple functions.
Facility BenchmarkReview
Jay led the group in reviewing results from the facility benchmark analysis conducted by ISG. Facilities reviewed included:
Brooklyn Park Community Activity Center, Gillespie Center, Plymouth Community Center, Maple Grove Community Center,
Brookview Golden Valley, and The Marsh.
The group discussed how difficult it can be to benchmark facilities like the SCEC, given differences in facility type, operations,
amenities, staffing, and cost recovery expectations. Members noted that rental rates appear comparatively low, which may
Architecture + Engineering + Environmental + Planning ISGInc.com
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MEETING AGENDA
indicate an opportunity to adjust pricing and improve revenue while still maintaining the facility’s position as an accessible
community venue.
Key discussion points included:
Benchmark analysis only included facilities within the local metro area.
Comparable facilities vary significantly in their operating models and amenities.
City staff has received feedback on both sides of current pricing, but benchmark information may support
opportunities to increase revenue.
Additional benchmark data related to senior programming structure, membership, fees, and City support would be
useful for internal discussion and future Council conversations
Schedule Review + Open Space Programming Brainstorm
Using the recurring rentals calendar provided, attendees broke into pairs. For 10 minutes, the pairs brainstormed programming
opportunities during the frequently vacant time slots, marking up the calendars provided. Pairs then shared their ideas with the
group.
Themes of ideas shared:
Revenue Diversification and Recurring Use
The group identified a need to diversify revenue streams, with particular focus on evenings and weekends. Members
noted that recurring rentals or programs may be easier to schedule and manage than one-time events. Ideas included
corporate off-site meetings, team-building events, quarterly or monthly programming, and recurring community uses.
Suggested recurring or seasonal uses included:
o Corporate brainstorming sessions or off-site team-building events.
o Vintage clothing markets.
o Indoor farmers markets.
o Arts and crafts markets.
o Holiday markets.
Event and Rental Market Opportunities
The group discussed whether weddings should be a primary target market. Some members noted that the SCEC may
be better positioned as a lower-budget venue in the metro area, which could support rentals such as baby showers,
bridal showers, family gatherings, celebrations of life, and other community events.
Additional rental and event opportunities discussed included:
o Baby showers, bridal showers, and family gatherings.
o Celebrations of life, with outreach to funeral homes and churches.
o Indoor mini-golf events, potentially in partnership with local businesses.
o Co-working space.
o Standardized room setups to simplify operations and improve consistency for renters.
Programming Ideas
The group brainstormed a wide range of program opportunities that could support facility utilization and respond to
community interests. Ideas included youth camps, technology camps, financial camps, arts and digital media
programming, cooking classes, tastings, parent/adult activities, and childcare-related opportunities.
Specific ideas included:
o Kitchen or cooking classes.
o Wine tastings, bourbon tastings, and charcuterie classes.
Architecture + Engineering + Environmental + Planning Page 3 of 5
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MEETING AGENDA
o After-school or childcare-related programming.
o Parent and adult activities
o Food truck prep kitchen opportunities.
o Camps focused on technology, AI, photography, finance, art, digital media, podcasting, and painting.
o Active recreation such as taekwondo or yoga may require flooring considerations.
o Members also noted an interest in aligning future programming with niche community interests and using
parks plan survey data to better understand demand for children’s programming.
Partnerships and Community Outreach
Several members emphasized that marketing and outreach will be critical to increasing awareness and use of the
facility. The group discussed opportunities to reconnect with nearby communities, share information through existing
communication channels, and better promote the SCEC to residents and potential renters.
Potential outreach channels and partnership ideas included:
o Engagement with nearby communities that may already have residents using the facility.
o Social media and targeted marketing.
o Promotion through the Shore Report, SSSP newsletter, and a potential SCEC newsletter
o Partnerships tied to the nearby sports center, including concessions or toddler play opportunities for parents
and young children using the park
Budget Review + Scenario Impacts
Mitchell walked the group though the 2025 Budget and CIP, discussing sources of revenue and expenditures.
2025 Budget overview
Revenue: 201-00-3920, Transfers In: Transfer from the General Fund to create a balanced budget for the SCEC. Ideally,
the council would like to see this amount to 30% of the revenue totals or less.
Facility Capital Outlay was minimal in 2025-26 as the City refocused on determining a future for the facility. In future
years, this will be much higher.
Discussion included several potential revenue and funding strategies that could support future scenarios for the facility. Ideas
included sponsorships, naming rights, donations, and potential use of other available funding sources.
Specific ideas discussed included:
Exploring a legacy sponsorship program similar to parks sponsorship models.
Evaluating naming rights by room or facility area.
Increasing promotion of donation opportunities.
Considering opportunities for philanthropic or business donations.
The group emphasized that cost-benefit considerations will be important for building Council support around future
recommendation
Target Rental Market Identification
Many ‘target rentals’ were identified by the group during the calendar programming activity earlier in the meeting.
Marketing, sales, and operations are all necessary components of a sustainable business model.
The facility should consider markets beyond weddings, including smaller gatherings, community events, celebrations of
life, corporate rentals, youth programming, and specialty classes.
Improved digital marketing may be needed, including attention to the facility website and metadata.
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MEETING AGENDA
Standardized room setups could make rentals easier to market, book, and operate.
NextSteps+Assignments
Scheduling of next meeting in August; Finalize recommendations for Council in September.
o Topics at our next meeting will include: philosophy of cost recovery; marketing strategy; scenario options
Continue to share data, examples, thoughts and ideas with Jay, Claire, Mitchell
Barry requested that ISG share his notes about a marketing strategy with the broader group – these have been
attached to these meeting notes.
Attachments
Marketing strategy developed by Barry Brown for consideration by the group
Architecture + Engineering + Environmental + Planning Page 5 of 5
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SCEC TASK FORCE
Fundamentals
Search Engine Optimization
Search & Search Results
Social Media
Communications Marketing
Identifying Who Is the SCEC Customer?
Programming
Event Center Rental Market
Marketing
Partnerships
Signature Community Events
E-mail sent May 22, 2026 to Claire, Jay, Mitch, cc:Barry
Claire & Jay - here's my thoughts on the marketing fundamentals (block & tackle) issues we spoke of at
the end of the task force meeting. These are all very basic things that should be addressed in your
recommendations. Please let me know if you have any questions or if you would like me to go into further
details. Thank you. Have a great weekend!
Barry Brown
FUNDAMENTALS
Identify Ideal Customer Profile(s)
This should be a task force exercise (who is the customer? should be the first question the
group addresses)
It is required to understand the target audience for marketing the facility and affects
messaging, marketing, seo, communications, rental rates, and administration.
Search Engine Optimization
There has been no SEO, metadata optimization (per Eric Wilson). Suggest Eric look into
optimization to drive future traffic to the site using metadata recommendations from ISG's
final report. Once completed start spending a nominal amount ($50/mo.) on Google
AdWords and adjust upon results analysis.
Search & Search Results
High search results phrases: "conference rooms"; "party rooms"; "wedding space for rent"
Low search results phrases: senior programs; continuing education; adult programs; children
programs; teen programs; youth programs (top results for these searches are Minnetonka
Community Center & Eden Prairie Community Center). This furthers the argument below
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that the city should be publishing and promoting programs (see Marketing/Communication
section below)
Search results - links the user directly to Room Reservation then Rental Package. The
Rental Package Brochure should be the first item the user sees. Brochure should have new
images to include people at real events. Question – why do we need 2-3 days to process a
request?Kraus Anderson Study - Remove this as it may scare people away with the Krause
Anderson study of everything that’s wrong with the facility. \\
Website landing page should be used for marketing the facility. Consolidate documents:
Refund Policy, Alcohol Policy, Decoration Policy, T's & C's and FAQ's into one document to
make it less restrictive to the purchaser. Remove the Krause Anderson report, FAQ's and
the survey from this landing page.
Importance of removing FAQ's. If the buyer has questions they are showing interest. A
representative should speak to the buyer directly to form a relationship and improve the
opportunity to close the sale.
Social Media
For civic events Eric Wilson does an excellent job of promoting on multiple social media
platforms.
For non-civic events like SSSP the renter is responsible. However, SSSP is actually a civic
event and should be promoted through the city's own communication department.
There could be some benefit for promoting “Just for Kix” in the ShoreReport and social media as it could
increase awareness of the facility's multiple uses and expand awareness of the facility creating
additional opportunities.
Communications/Marketing
The city does little to nothing to support or promote the SCEC/SSSP programming or independent
events. Marketing requires dual-purpose messaging with the objective to attract repeatable event
organizers while engaging residents with public programming opportunities.
Shore Report - should include ALL community programs offered at SCEC. Start treating all
"program" activitiesfor the benefit of all community members.Not a link to the SSSP.
Shorewood Website - implement "program activities" into the city's website.
Shore Report - advertise various uses for the SCEC in every publication - birthday,
graduation, weddings, business meetings, etc. with targeted timing for events like
graduations in April/May etc.
Social Media - highlight SCEC events with images and replicate ShoreReport highlights
across platforms
Online Rental Brochure - should be redone with photos including people from real events.
Partnerships will provide greater marketing reach with cross-marketing communications. Specific event
promotional websites extend the reach to planners, small businesses and customers.
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Identifying Who Is the SCEC Customer?
The task force should consider the primary customer for the SCEC is the local resident. Taxpayer
money built the facility and taxpayer money continues to support the facility. Programming for seniors is
well established however programming for families and youth gatherings is needed to round out the
facilities usage. The well-established Minnetonka Community Education Center (MCEC) can be a model
for establishing additional SCEC programming to fulfill gaps for youth and families.
Programming
Today active adults and seniors engage in dedicated senior programming through the South
Shore Senior Partners (SSSP). Some younger adults also participate.
For future consideration families & children utilizing amenities like playground facilities to
compliment indoor activities. As there are NO established indoor civic programs the task force
should consider education areas of interest like the arts, technology- specifically AI, tutoring,
finance, etc.
Summary – establish family & children programming and promote all programming through the
Shore Report, opt-in e-mail lists, city’s website and social media platforms. Emphasis must be
given to the SCEC to eliminate the stigma of an exclusive SSSP event center.
Event Center Rental Market
One-off events for local residents should receive priority registration, and preferred rates for room
rentals for such events as birthdays, graduations, etc. Marketing to residents can easily be
accomplished through the bi-monthly Shore Report, opt-in email customers, website and the
city’s social media platforms.
Focus marketing to event and meeting planners who rent out banquet halls, commercial kitchens,
or multipurpose rooms for weddings, corporate conferences. Partner with platforms like
PartySlate, Eventective, PeerSpace, AmericanMeetings, TripleSeat, Giggster.
o Wedding planners
o Corporate training & events
o Food truck owners for prep space (Laura’s idea)
o Small business owners in need of space
o More…
Summary – marketing efforts should be channeled towards business’ or individuals that ideally
have long-term recurring activities. The well-established renter “Just for Kix” could/should be the
model for marketing and sales.
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Marketing
Focus on hyper-localstrategies. Maximize SCEC reach by leveraging current sportspartnerships,
consulting contracts, memberships, administration relationships, police, fire and city council contacts.
Hyper-Local Digital Optimization
Claim and optimize your Google Business profile on Google Maps. Ensure accurate address,
operating hours, and a link to your booking calendar. Encourage event attendees to leave
reviews to boost local search rankings.
A current Google Profile shows the hours of operation of 9:00am – 3:30pm 4 days per week and
closed on weekends. This needs to reflect accurate building hours and not staff hours.
Clean up website information. The Facilities Information is disjointed from the Community & Event
Center Home Page as see below. Personally, until now, I have never seen this page. None of
the Links are working. IMO these items should be listed on the left-sidebar of the SCEC Home
Page. This may be a redundant page but important with the exception of “water” (not sure what
this is for). BTW there are ~150 parking spaces.
Website landing page should be used for marketing thefacility. Consolidate documents: Refund
Policy, Alcohol Policy, Decoration Policy, T's & C's and FAQ's into one document to make it less
restrictive to the purchaser. Remove the Krause Anderson report, FAQ's and the survey from
this landing page.
Engage directly with residents by posting in neighborhood groups (e.g., Shorewood/Excelsior
specific groups). Offer behind-the-scenes venue tours.
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Publish ALL civic and SOME non-civic events & activities to Shore Report, email lists and social
media platforms.
o Civic events example: South Shore Senior Partner programming
o Non-civic events examples: Just for Kix w/photos & articles; recent local weddings
w/photos; chef food preparation ongoings in kitchen w/photos, etc.
Partnerships & Cross-Promotion
Partner with local businesses, caterers and florists and post on SCEC Home Page. Offer them
reciprocal promotion when they recommend the SCEC to clients seeking event venues.
Offer discounted or free rental space to local nonprofits for fundraisers or charity drives. This
generates substantial local goodwill and exposes community leaders to your venue.
Host quarterly “open-house” for businesses, meeting coordinators and residents.
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Park Commission Item 4.B.
Title/Subject:Parks Capital Improvement Plan Discussion
Meeting Date:July 28, 2026
Prepared By:Mitchell Czech, Park/Rec Director
Attachments
1.2027-2036 Parks and SCEC CIP
Background
The Park Commission reviews the Parks and Recreation Capital Improvement Plan (CIP)
annually to evaluate and prioritize future capital investments throughout the park system. This
ongoing review process helps ensure that planned improvements reflect current park and
facility conditions, community needs, operational considerations, and long-term strategic
priorities. As part of the annual review, projects are evaluated and adjusted based on factors
such as amenity condition, asset life cycle, safety considerations, system needs, community
benefit, and overall priority. The CIP serves as a planning tool that guides future funding
decisions and supports the City's efforts to maintain and enhance its parks, trails, facilities, and
recreational amenities.
In 2025, the Commission developed a Park System Master Plan that was adopted by the City
Council on February 23, 2026. The Master Plan included a 10-year CIP for the park system
through 2035. This recommended CIP has been incorporated into the CIP, with new additions
for the year 2036. With the newly adopted plan, it is not recommended the Commission make
major changes at this time. Future projects included within the plan will continue to be
evaluated and shifted as necessary, but the projects in the early portion of the plan were based
on community feedback, amenity conditions, needs, and current budget. In 2027, the plan
includes a renovation of the Freeman Park North Playground in the amount of $350,000.
During the 2026 Cathcart Park Tennis Court resurfacing project, it was noted that a resurface
would extend the lifespan of the court. However, it was recommended that the City begin
preparations for a full replacement of the court. This replacement has been added to the plan
for the year 2036 in the amount of $95,000. A resurfacing of Badger Park Tennis Court has also
been added to the plan in 2036 in the amount of $20,000.
The CIP for the Shorewood Community & Event Center was also modified based off the facility
assessment that was conducted by Kraus Anderson in November 2025. The updated plan is
based on the recommendations provided by Kraus Anderson, but it has been modified to align
with the current budget in the short term. In 2027, the plan includes a condensing unit
replacement in the amount of $7,872 and a kitchen remodel in the amount of $24,149. The City
is currently working through a facility analysis with ISG, and a task force has been working
towards developing recommendations for the future of the facility to City Council. The CIP may
adjust based on these recommendations.
The updated Parks and SCEC CIP's, along with the rest of the City CIP's, are scheduled to be
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presented and discussed at the City Council work session on Monday, July 27. Staff will provide
the Commission with an overview of the discussion and summarize any feedback, comments, or
direction received from the City Council regarding project priorities, scheduling, funding
considerations, and implementation strategies.
Action Requested
Discussion of the Updated Parks and Shorewood Community & Event Center (SCEC) Capital
Improvement Plans is requested.
No formal action is required.
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Park Commission Item 4.C.
Title/Subject:Freeman Park North Playground Planning
Meeting Date:July 28, 2026
Prepared By:Mitchell Czech, Park/Rec Director
Attachments
1.Freeman Park North Playground Engagement Materials
Background
The 2027 Capital Improvement Plan includes the replacement of the Freeman Park North
Playground. To ensure the selected playground reflects community preferences and provides a
high-quality play experience for residents, staff intends to begin the community engagement
process during 2026, allowing sufficient time to gather input, prepare specifications, solicit
proposals, and select a playground vendor in early 2027.
Community Engagement
Staff has developed preliminary engagement materials that will be utilized at upcoming
community events to gather feedback regarding desired playground features, play styles, and
overall design preferences. The engagement materials include opportunities for residents to
identify their preferred playground themes and features. Staff anticipates in person
engagement to be conducted at the following events:
Movie in the Park: Saturday, September 19, 7:00pm at Freeman Park
Concert in the Park: Reschedule date TBD
Comprehensive Plan Engagement: October 7 at Freeman Park
Potential Fall Event: TBD at Freeman Park
Utilizing these existing events allows the City to reach a broad audience while minimizing
additional costs and maximizing participation.
Project Timeline and Approach
After consulting with parks and recreation professionals from other communities regarding
successful playground replacement projects and community engagement practices, staff is
recommending the following timeline and approach:
Late-Summer/Fall 2026
1.Conduct community engagement activities.
2.Compile resident feedback and develop project priorities.
Late 2026
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1.Prepare and release playground RFP to vendors. RFP will include information gathered
from community engagement
Early 2027
1.Receive vendor proposals and concepts.
2.Review concepts with staff and Park Commission.
3.Conduct community voting on preferred concepts.
4.Select final design and vendor.
Spring 2027
1.Finalize contracts and place equipment order.
2.Pursue available grant opportunities.
Summer/Fall 2027
1.Equipment delivery and installation.
2.Ribbon cutting event for grand opening.
Staff anticipates a typical lead time of approximately 8 to 12 weeks from equipment order to
delivery, with installation occurring thereafter.
This process balances meaningful community involvement with professional design expertise
and allows vendors flexibility to provide creative solutions that meet community expectations.
If desired by the Park Commission, staff could also incorporate the following opportunities into
the engagement process:
1.Publish an online survey that includes questions similar to the in-person engagement
materials.
2.Host a community open house to review and discuss playground concepts.
3.Coordinate with user groups and partners, including: Tonka United, Minnetonka
Baseball Association, and Minnetonka Softball Association
Budget and Funding
The project currently has a budget of $350,000 within the Capital Improvement Plan for 2027.
Staff will also pursue external funding opportunities to help offset project costs, including the
Hennepin County Youth Activities Grant and other recreation-related grant programs that may
become available during 2027.
Action Requested
Staff is seeking Park Commission feedback regarding the proposed structure for the planning of
the Freeman Park North Playground replacement.
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Park Commission Item 4.D.
Title/Subject:Safety Camp Preview
Meeting Date:July 28, 2026
Prepared By:Mitchell Czech, Park/Rec Director
Attachments
1.South Lake Safety Camp 2026 Flyer
Background
The City's annual Safety Camp is scheduled for Tuesday, August 25, 2026 from 8am - 3:30pm at
the South Lake Public Safety Building. Safety Camp is a long-standing program that introduces
youth to important personal safety topics through hands-on learning experiences led by public
safety professionals, community partners, and volunteers. The City has offered this camp in
partnership with Excelsior Fire District and South Lake Minnetonka Police Department for many
years. After experiencing enrollment challenges in recent years, the City has partnered with
Minnetonka Community Education for the 2026 program. The partnership expanded marketing
efforts, streamlined registration processes, and will enhance the overall camp experience
through additional resources and program support.
The 2026 Safety Camp has reached its maximum capacity of 40 participants and transitioned to
a waitlist-only status on Friday, July 17. This represents a significant increase in participation
compared to recent years.
2024: 22 registered participants
2025: Camp was canceled due to low enrollment, with only 10 participants registered
two weeks prior to the event.
2026: Capacity of 40 participants reached on July 17; registrations are now being
accepted on a waitlist basis.
Program pricing was also adjusted for 2026. The registration fee increased from $30 per
participant in 2025 to $45 per participant in 2026 to support the enhanced partnership model.
Participants will rotate through a variety of interactive safety-focused experiences throughout
the day. Activities include an electrical presentation by Wright-Hennepin, bike safety, fire
safety, fire spray house, K-9 demonstration, SWAT presentation, a "Drugs Steal the MAGIC"
magic show, and more.
The success of the 2026 registration period highlights the positive impact of the partnership
with Minnetonka Community Education and demonstrates continued community demand for
hands-on youth safety programming.
We are still in need of Junior Counselors (ages 12 - 17) and Lead Counselors (ages 17+) for the
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camp to assist in leading groups. Interested volunteers can visit the City website at
shorewoodmn.gov/safetycamp, email parksandrec@shorewoodmn.gov, or call the recreation
department at 952-960-7902.
Action Requested
No formal action is required.
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