Tuesday, October 15, 2013

Como Golf Club members hope course will remain


St. Paul may repurpose the 18-hole golf course nestled next to zoo




by Tesha M. Christensen

What would the Como Golf Course be used for if it wasn’t a golf course?
That’s the question on the minds of the folks who play golf there.
They’ve heard that the city of St. Paul is talking about repurposing the 18-hole golf course that has been nestled next to the zoo and conservatory since 1929. Parks and Recreation has requested that the city allocate $100,000 in its 2014 budget to study the issue.
Would the space be used for more parking? Would it be park land? Would the zoo or conservatory expand? Would it be pared down to a 9-hole course?
Ask a member of either the men’s or women’s golf clubs at Como if they support repurposing the golf course and the answer is a resounding “No.”
“It would be such a sad thing to do,” said Como Women’s Club member Amy Winkel.
She added, “This is like the Central Park of St. Paul. Why would you ever get rid of this greenery? Once you get rid of a green space, you never get it back.”
Winkel pointed out hikers enjoy the paths in the summer, and in the winter people sled and cross country ski on the course.
“You lose sight of the fact that you’re in the city,” said Como Men’s Golf Club Vice President Tom Dapper. “It’s a nice little oasis. It’s just tucked away.”
The men’s and women’s clubs reserve the course on Saturdays and Sundays from 7:30 to 10 a.m., but aside from those hours it is open to the public.
WELL-LOVED COURSE
Rick Zieman lives just over the hill from the golf course, and has golfed at Como since 1974. He thinks that the zoo, conservatory and golf course function well together. “You take any of that away and you’ve wasted the whole area,” said Zieman.
He appreciates seeing seals and flamingos while he golfs, and added that 80% of the time he is at Como golfing he sees foxes. “You feel like you’re in a jungle sometimes,” Zieman said.
“I never get tired of playing here,” said Ruthie Pallow, a member of the women’s club, which will be celebrating its 80th anniversary next year.
“I love the course,” said Tom Davis, who golfs at Como with his son, Ben. “It’s so convenient.” He currently drives in from Shoreview to play at Como, but said he wouldn’t continue to do so if it were pared down to a 9-hole course.
Mike McDonald is a member at the University of Minnesota golf course nearby, but golfs more frequently at the Como course. “Como has much more character,” McDonald explained.
“Como Golf Course gives people a chance to play golf with the people in their community,” observed Como Ranger Dan John. “St. Paul is an old town and this is an old course with all the amenities you need.”
He added, “It’s a great place to learn to play golf. It’s a tough course. If you can play here, you can play anywhere.”
John doesn’t think that the city has solicited enough input from people who play golf at the course and should involve them more before any decisions are made.
THE ISSUES
Why is the city considering a repurpose of the Como Golf Course? As presented at public meeting earlier this year, golf course use is dropping and the city doesn’t feel it can operate four courses any longer.
Golf club members think that problem could be solved by lowering the prices at Como. “If the city reduced the price to be competitive with outside courses, people wouldn’t drive 20 miles,” said Zieman.
Golf club members also suggest that more marketing be done, particularly early in the season. Zieman pointed out that recently a Groupon enticed people to Como, but he doesn’t think it was as valuable as it could have been because there are only a few weeks left in the season.
A letter being distributed by Como Golf Club members suggests that the decline is cyclical and may soon improve.
According to the letter: “During these days we do dispute Como’s implied lack of viability and are disappointed by lack of effort on the part of Parks & Recreation to make concerted efforts to market and distinguish Como’s advantages from other courses in the metropolitan area. ...
“Assurances were made in spring 2012 to representatives of both this club, and those from Highland and Phalen, for implementation of innovative promotional efforts toward generating increased course use. From inquiry and observation, such actions did not occur in any notable way. We wish to see genuine efforts made in this regard before any firm decision is made on Como’s fate.”
Como golfers also question whether the debt the city owes for renovating Highland National several years ago is making Como’s financials look worse than they really are.
“We pretty much break even,” pointed out Dapper.
“I don’t think it is the performance of the club that’s the issue,” said Dapper.
He thinks that the city is getting pressured to provide more parking for the zoo.
Dapper pointed out that it is only fair that whatever else “be suggested as alternatives to the golf course be held to the same standard in terms of financial performance.”
COME ON OUT
In an effort to save the course, both the men’s and women’s golf clubs at Como are attending city and district meetings to encourage city representatives to keep the golf course as it is now. District 6 has expressed its support.
The clubs are also working to address any rumors floating around. Dapper pointed out that no decision on the golf course had been made by the city.
“We encourage people to come out here, whether to play golf or have a pop, pizza or sandwich. Sit on the deck and relax,” said Dapper.

Tuesday, October 1, 2013

Will the Midtown Farmer’s Market be here next year?


With its future in jeopardy, market supporters are talking about what they value: location, community, fresh food, music and more



by Tesha M. Christensen

Will the Midtown Farmer’s Market be around next year?
Right now, no one can answer that question for sure.
Its future is in jeopardy as the Minneapolis School District (MPS) decides what to do with the property it owns at Lake and Hiawatha, which it leases for free to the farmer’s market.
Longtime Midtown Farmer’s Market vendor Denny Havlicek thinks it would be a big mistake for the school district to sell the property and relocate its Adult Basic Education (ABE) program. He supports the $83 billion development plan the community helped create that placed adult basic education as an anchor tenant.
While selling apples each Tuesday, Havlicek sees adult students coming via train, bus and car. Because of how easy the site is to get to for students, Havlicek thought the district would never consider relocating its programs. And he thought the farmer’s market was safe.
“It’s good for them. It’s good for us. I think it’s a win-win,” said Havlicek.
He doesn’t understand why the district doesn’t see things the same way. “They are hurting their district, as well,” said Havlicek.
In May 2013, MPS rejected an $83 million multi-use development plan that had been created with the help of the community. They are now likely to sell the 6.5-acre property at auction to the highest bidder instead, with little to no public input.
The school district had announced its intent to sell the land in 2008, but planned to make its adult basic education be an anchor tenant. The negotiations surrounding that aspect of the plan failed in 2013 as the cost of 35,000 to 40,000 square feet in that development was more than the district was willing to pay. The decision came not long after a new administrative building for the district, the $41.7 million Davis Center, opened and sparked taxpayer ire.
The district bought the Brown Institute building in 1998 after the technical school moved to Mendota Heights. It was used for offices and Anishinabe Academy, an Indian-focused pre-K-through-8th-grade school that operated there from 2003 to 2009. When the district decided to sell the Lehmann Building, farther west on Lake Street, adult education programs moved to the Brown building.
AN $83 MILLION COMMUNITY PLAN
When the Corcoran Neighborhood Organization (CNO) asked residents what they wanted to see near the Midtown Station after lightrail was operational, they heard about a mix of housing, retail/office, structured/underground parking, and public open space, pointed out CNO Executive Director Eric Gustafson. The market was a keystone element in the Corcoran Midtown Revival Plan, which was adopted by the city council as part of the Minneapolis Plan in 2002.
When the school district began a request for proposals (RFP) process in 2010, the neighborhood organization began bringing key players together, including community leaders and developers. Together with community members, a plan began to take shape.
A team composed of 4-5 developers proposed building 80,000 square feet of office and retail space, plus as many as 575 units of housing serving several differing rental markets, including seniors and low-income people. L&H Station Group also planned to create space for farmers market stalls.
After the proposal was made, negotiations between L&H and the school district were done behind closed doors without community involvement, observed Gustafson.
What happens at Lake and Hiawatha “has the potential to make or ruin the neighborhood,” said Gustafson. “That’s not an exaggeration.”
He is concerned that 12,000 volunteers hours spent building the farmer’s market will be wasted if it closes.
Recently Hennepin County has stepped forward and is considering becoming an anchor tenant at Lake and Hiawatha in order to move the project forward, an option supported by County Commissioner Peter McLaughlin.
65,000 CUSTOMERS
Since 2003, the Midtown Farmers Market (MFM) has connected locally produced food and goods with 65,000 customers per season. The market has 40-50 vendors each day, with a total of 100 throughout the season. Some sell seasonal produce, other sell arts and crafts items.
The MFM currently operates on Saturday mornings from May to June, and Tuesday afternoons and Saturday mornings from June through October.
It was the first Minnesota market to accept SNAP-EBT, or food stamps, and consequently drew 632 new users in 2012.
The market and CNO are currently soliciting input from folks about what the farmer’s market means to them and what they value about its existing location.
‘BEATS GOING TO THE SUPERMARKET’
“To uproot this market would be devastating to the neighborhood, the market people and the vendors,” said Havlicek. “I really think it’s the wrong thing to do.”
He believes that the existing location is ideal, pointing out that traffic at the market increased when they moved to the front parking lot from a back one.
Musician Sergio Mojica appreciates being able to ride his bicycle to his gigs at the farmer’s market. He points out that the value of it lies is in helping preserve the environment by offering local vegetables over those transported in from California. Plus, they’re better for it and aren’t grown with harmful pesticides.
“It beats going to the supermarket,” said Mojica. “You don’t get to hang out with people, make friends or listen to music there.”
Midtown Farmer’s Market Manager Miguel Goebel gets most of his food at the market during its season from May to October. “It’s about more than just produce,” said Goebel. “It’s a gathering space.”
“It’s a priceless asset to the neighborhood,” said Havlicek.

[Monitor] Metro Transit Police Department reinvents itself


Under chief John Harrington, department to add beat cops at light rail stations


by Tesha M. Christensen

When the lightrail line on University Ave. opens next year, there will be 15 Metro Transit Police Officers patrolling it.
The officers will do more than ride the trains and check fares. They will also actively patrol the stations and work to build relationships with riders.
According to Metro Transit Police Department Chief John Harrington, ridership studies have shown that people feel the most at risk when they are on a platform waiting for a train or bus transfer.
Since assuming leadership of Metro Transit’s police officers a year ago, Harrington has worked to change the philosophy of the department, and with that address 85 recommendations for change made by the Upper Midwest Community Policing Institute before his tenure. He doesn’t want to see officers merely react to crime when it happens. He wants them to help prevent it by operating as neighborhood beat cops.


OFFICERS ADDED
To accomplish that goal, he has been adding more staff.
“I fundamentally believe that when I got here, the department was understaffed,” said Harrington, whose background is in community policing.
In the last year, Metro Transit has added administrators, supervisors and officers. There were 22 new part-time officers added in April 2013, and 19 full-time in August. Another 26 part-time officers will join the ranks this fall.
In the hires, Harrington has sought to create a department that reflects the communities it serves. When he was chief of the St. Paul Police Department, he sought to ensure that 20% of officers were people of color and/or women. He hopes to reach that goal again while at Metro Transit. Of those hired in August, half were people of color, and several were multi-lingual, Harrington observed. He pointed out that 100 foreign languages are spoken within the Metro Transit area.
“We have a lot of work to do until the department is truly reflective,” Harringson said. “This is just the beginning.”
The cost of each officer is $93,000 per year (salary, benefits and supplies). Metro Transit Police Department’s total budget in 2013 is roughly $12.41 million.
There are currently 12 officers dedicated to the Hiawatha Blue Line, a number that isn’t enough staff for a beat cop system. Harrington hopes to bump that up and has asked for an increase in his 2014 budget to do so.
The two most common crimes on lightrail are disorderly conduct and the theft of electronics and backpacks, both on and off the train, noted Harrington.
Each day, 260,000 people hop on a Metro Transit bus and train. When there’s a problem, officers average a 2 minutes or less response time.
CHALLENGES OF A MOVING SYSTEM
The 83 full-time Metro Transit police officers cover the second biggest jurisdiction in the state, one that stretches over 8 counties, 90 cities, 3,246 square miles and 3 million people.
The size comes with its set of challenges, one Harrington believes only a department dedicated to transit can handle. He pointed out that the crimes Metro Transit deals with don’t fit easily in one geographic space, which makes it tough for city police departments to handle. For instance, a bus might start out from St. Paul and end in Minneapolis. The victim might live in Brooklyn Center and the witnesses spread throughout several other cities. So, whose job is it to handle, who does the follow-up and who pays for it?
Metro Transit’s Police Department was created 20 years ago in acknowledgement of those problems, pointed out Harrington. “We are unique,” he said.
That’s not to say Metro Transit works alone. Rather, the department partners with many other organizations. Harrington is currently working to establish formal memorandums of understanding with the many cities and other entities (such as the University of Minnesota) in their jurisdiction to clearly outline who handles what. His goal is that each group “share information so that investigations can be seamless and the perpetrator brought to justice,” Harrington remarked.
PAST EXPERIENCE A BOON
To accomplish this task, Harrington is relying on the relationships and colleagues from his 30 years with the St. Paul Police Department, six of which he spent as chief there. He believes that the trust he has built over up his career is a boon to him in his position with Metro Transit.
From his time as senator, Harrington has brought a broad view of problem solving.
“The legislature prompted me to look at things from a regional perspective,” Harrington stated.
The mission of Metro Transit is to be a safe, cost-effective and efficient provider of transit throughout the metro area.
Since he came on board in September 2012, Harrington the role of metro transit has shifted and changed alot, Harrington pointed out. “We’ve pretty much reinvented ourselves,” he noted.
“This year we’ll go through another reinvention.”

[Messenger] Metro Transit Police Department reinvents itself


Chief John Harrington hopes to add beat cops on Blue Line


by Tesha M. Christensen

Beat cops at the start and end of the Hiawatha Blue Line are working to create a safer environment.
They mark the return to a form of community policing advocated by Metro Transit Police Department Chief John Harrington, who assumed leadership of Metro Transit in September 2012.
Next year, Harrington hopes to expand the number of officers working along the Hiawatha Corridor - Blue Line from 12 in order to implement the beat cop system along the entire line. He has asked for an increase in his 2014 budget to add officers.
When the Green lightrail line on University Ave. opens next year, there will be 15 Metro Transit Police Officers patrolling it.
The officers will do more than ride the trains and check fares. They will also actively patrol the stations and work to build relationships with riders.
Since assuming leadership of Metro Transit’s police officers a year ago, Chief John Harrington has worked to change the philosophy of the department, and with that address 85 recommendations for change made by the Upper Midwest Community Policing Institute before his tenure. He doesn’t want to see officers merely react to crime when it happens. He wants them to help prevent it by operating as neighborhood beat cops.
Beat officers do more than just respond to crime when it happens. They also actively prevent it by their presence. A beat cop begins to feel a sense of responsibility for the area, bus or train he/she serves, noted Harrington. “You don’t want people to do bad things on your beat,” he said.
CRIME ON THE HIAWATHA LINE
According to Metro Transit Police Department Chief John Harrington, ridership studies have shown that people feel the most at risk when they are on a platform waiting for a train or bus transfer.
The Lake Street station has been particularly troublesome, averaging one incident a day in 2012. On a busy road and major bus routes, the Lake St. station sits on an enclosed platform above the road.  It is the third busiest station on the lightrail line with about 2,700 rides on weekdays.
To help combat the crime problem there, patrols were increased and classical music piped over loud speakers. With the help of a $100,000 federal grant, 24 high definition surveillance cameras were installed to replace the existing ones. There are plans to upgrade the cameras at other stations over the next few years. After these improvements, the number of quality of life crimes took a dip.
The two most common crimes on lightrail are disorderly conduct and the theft of electronics and backpacks, both on and off the train, noted Harrington.
Each day, 260,000 people hop on a Metro Transit bus and train. When there’s a problem, officers average a 2 minutes or less response time.
For the entire transit system, the number of crime incidents has dropped 45 percent over the past six years to about 7 per every 100,000 rides. The Hiawatha Blue Line makes up about 13 percent of all Metro Transit ridership.

OFFICERS ADDED
 “I fundamentally believe that when I got here, the department was understaffed,” said Harrington, whose background is in community policing.
In the last year, Metro Transit has added administrators, supervisors and officers. There were 22 new part-time officers added in April 2013, and 19 full-time in August. Another 26 part-time officers will join the ranks this fall.
In the hires, Harrington has sought to create a department that reflects the communities it serves. Of those hired in August, half were people of color, and several were multi-lingual, Harrington observed. He pointed out that 100 foreign languages are spoken within the Metro Transit area.
The cost of each officer is $93,000 per year (salary, benefits and supplies). Metro Transit Police Department’s total budget in 2013 is roughly $12.41 million.
CHALLENGES OF A MOVING SYSTEM
The 83 full-time Metro Transit police officers cover the second biggest jurisdiction in the state, one that stretches over 8 counties, 90 cities, 3,246 square miles and 3 million people.
The size comes with its set of challenges, one Harrington believes only a department dedicated to transit can handle. He pointed out that the crimes Metro Transit deals with don’t fit easily in one geographic space, which makes it tough for city police departments to handle. For instance, a bus might start out from St. Paul and end in Minneapolis. The victim might live in Brooklyn Center and the witnesses spread throughout several other cities. So, whose job is it to handle, who does the follow-up and who pays for it?
Metro Transit’s Police Department was created 20 years ago in acknowledgement of those problems, pointed out Harrington. “We are unique,” he said.
That’s not to say Metro Transit works alone. Rather, the department partners with many other organizations. Harrington is currently working to establish formal memorandums of understanding with the many cities and other entities in their jurisdiction to clearly outline who handles what. His goal is that each group “share information so that investigations can be seamless and the perpetrator brought to justice,” Harrington remarked.
PAST EXPERIENCE A BOON
To accomplish this task, Harrington is relying on the relationships and colleagues from his 30 years with the St. Paul Police Department, six of which he spent as chief there. He believes that the trust he has built over up his career is a boon to him in his position with Metro Transit.
From his time as senator, Harrington has brought a broad view of problem solving.
“The legislature prompted me to look at things from a regional perspective,” Harrington stated.
The mission of Metro Transit is to be a safe, cost-effective and efficient provider of transit throughout the metro area.
Since he came on board in September 2012, Harrington the role of metro transit has shifted and changed a lot, Harrington pointed out. “We’ve pretty much reinvented ourselves,” he noted.
“This year we’ll go through another reinvention.”