Agenda - Parks and Recreation Commission - 04/10/1997

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Antic/pate new innovations of products in outdoor recreation and respond quickly to changing trends and product development. 1.16 PARK AND I~Cl~ATION FUNDING Anoka County Parks and Recreation needs are si~ificaut for both development and redevelopment within the park and recreation system. Funding for capital improvements (CIP) has been unpredictable and competes with fixed-levy operations and maintenance (O&M) funding. Anoka County should research and utilize all appropriate funding resources. STRATEGIES Determine appropriate designation of fees towards CIP and O&M budgets. This should be developed on a long-term schedule, based on the Mission and Vision, and revic~ved and revised with each periodic budget cycle. Rednce expenditures through facility upgrades, cross- utilization of staff_, cooperative use of equipment, technology and information, and outsourcing of maintenance and operations. Utilize all appropriate non-county funding sources (e.g, grants and donations). Seek the establishment of a p~rmanent and sufficient CIP funding som'ce from county funds for County Park facLlity expansion and replacement. Expand the use of appropriate and consistent fee-for- service and/or user fees. Earmark proceeds from the sale of surplus County property for use in parks development. 1.17 PERFORMANCE MEASUREMENT A system of performance evaluation for the Anoka County Parks and Recreation Department should be developed and implemented to evaluate customer perceived benefits of system programs and services. This system should serve to identify steps which must be taken in order to reach and maintain the highest level of user satisfaction and pcn-formance efficiency possible. STRATEG~S Identify system stakeholders and desired products/services (Mission Statement). Define desired performance oumomes in general terms. Establish objective and measurable performance criteria for each outcome category. Select appropriate performance measurement methodologies including, but not limited to: customer surveys; use monitoring national park and open space standards; national operations standards; best practices review; and trained observer ratings. Select and implement three or four performance evaluation methods. Utilize the information and analysis gained through performance measurement to improve the efficiency and/or effectiveness of service delivery. Evaluat~ the ability of the system resomr.~ to adequately support services, programs, facilities (e.g, staffing levels, employee skill levels, technical system support, etc.). Continually monitor and make appropriate changes to the department's measurement system to insure the greatest accuracy in interpretation of customer perceived benefits and internal operations/outputs. 1.18 S~Y The goals and strateg/es were drafted early in the planning process and, along with vision and mission statements, helped to make fundamental decisions on the approach and treatment of most of the other topics included in the 2020 Vision Plan. For example, goals that relate to natural resources helped to identify and describe their importance relative to the overall character and quality of the park system. Establishing the need to protect native plant and animal communities gave clear direction on topics such as park development (Chapter 12) and trial and greenway development (Chapter 14). The goals clearly support the first sentence in the vision (Chapter 9) drafted for the plan wh/ch states: "We envision a park system that reflects a high level of respect and priority for our natural resources and wildlife." The goals and strategies will continue to provide guidance as the plan becomes a tool for decision making in the day to day management and operations of the park system. 8