Loading...
2022-12-01 Parks and Rec Comm Agenda Packet- Worksession Special Meeting Notice Work Session of the City of Mendota Heights Parks and Recreation Commission Thursday, December 1 6:00 pm Mendota Heights City Hall 1. Call to Order 2. 2023 Commission Work Plan a. Review Demographics b. Review Community Engagement Efforts from Commissioners c. Re-Maneuvering Exercise d. Practical Visioning Exercise 3. Adjourn 1 ________________________ Parks and Recreation Commission Work Session Memo DATE: December 1, 2022 TO: Chair Klepperich and Parks and Recreation Commission FROM: Meredith Lawrence, Parks and Recreation Manager SUBJECT: Review Demographics INTRODUCTION/BACKGROUND At the work session staff will briefly review the city’s demographics. This presentation was provided to the commissioners at the September Parks and Recreation Commission meeting, although a few of the commissioners were not in attendance. Ensuring all commissioners are aware of the City’s basic demographics is important to understanding who we are as a community and how best the commission can represent the resident’s needs. ACTION RECOMMENDED/REQUESTED The Parks and Recreation Commission should determine how the City’s demographics impact the City’s park infrastructure and recreational programs now and into the future. 2 City of Mendota Heights Demographics PARKS AND RECREATION COMMISSION -SEPTEMBER 13 3 Who are we as a City? Impact on Parks and Recreation? 4 Current State of Mendota Heights Parks and Recreation Strengths ❑Stable Tax Base ❑City Good Will ❑Sustained Commitment to Excellence in Services ❑Existing Partnerships ❑Educated and Motivated Citizens Weaknesses ❑Lack of Planning Around Funding ❑Insufficient Planning ❑Competing Interests ❑Lack of Indoor Programming Space ❑Lack of Future Park Land ❑Lack of Staff Resources 5 Current State of Mendota Heights Parks and Recreation Opportunities ❑Generational Turnover ❑Public Interest in Parks ❑Potential Funding Sources ❑Underutilized Volunteers ❑Bourn Lane Site ❑Additional Resources and Options ❑Regional Partnerships Threats ❑Neighboring Cities ❑Increasing Costs 6 Total Population in Mendota Heights ❑2020: 11,744 ❑2015: 11,172 ❑2010: 11,071 ❑2000: 11,356 Data: US Census 7 Race Population of One Race (11,079/11,744) ❑White Alone: 10,420 ❑Asian Alone: 261 ❑Black or African American Alone: 198 ❑Other Race Alone: 164 ❑American Indian and Alaska Native Alone: 33 ❑Native Hawaiian and Other Pacific Islander Alone: 3 Data: US Census 8 Age ❑Under 18 Years Old=2,466 (21.74795%) ❑18 Years and Older=8,873 (78.25205%) Data: US Census 9 Age ❑19 and Younger=2828 (24.94%) ❑20-39 Years=1921 (16.94%) ❑40-59 Years=2919 (25.74%) ❑60-79 Years=3133 (27.63%) ❑80 and Older=538 (4.74%) Data: US Census 10 Age ❑Under 10= 1152 (10.15%) ❑10-19 Years=1676 (14.78%) ❑20-29 Years=749 (6.6%) ❑30-39 Years=1172 (10.33%) ❑40-49 Years=1172 (10.33%) ❑50-59 Years=1747 (15.41%) ❑60-69 Years=1963 (17.31%) ❑70-79 Years=1170 (10.31%) ❑80 and Older=538 (4.74%) Data: US Census 11 Population Projections-2040 ❑2040 Population Projections by Category as Follows: ❑Age 0-5 Years: 4.44% (.03% decrease from 2020) ❑Age 6-12 Years: 6.87% (.57% decrease from 2020) ❑Age 13-15 Years: 2.72% (.52% decrease from 2020) ❑Age 16-17 Years: 2.33% (.41% decrease from 2020) ❑Age 18-24 Years: 6.23% (.55% decrease from 2020) ❑Age 25-34 Years: 7.97% (.54% decrease from 2020) ❑Age 35-44 Years: 10.31% (.53% increase from 2020) ❑Age 45-54 Years: 14.62% (.02% increase from 2020) ❑Age 55-64 Years: 15.49% (2.6% decrease from 2020) ❑Age 65 Years and Up: 29.01% (5.36% increase from 2020) Data: Metropolitan Council 12 Median Age ❑Median age of Mendota Heights residents is 49.7 years ❑Median Age of Surrounding Cities: ❑Eagan=38.9 years ❑West Saint Paul=38.7 years ❑South Saint Paul=35.9 years ❑Inver Grove Heights=40.1 years ❑Apple Valley=37.8 years ❑Lakeville=36 years ❑Farmington=34.9 years ❑Burnsville=37.1 years ❑Woodbury=37.9 years Data: US Census 13 Education Attainment ❑High school graduate or higher, percent of persons age 25+ (2016-2020)=99.4% ❑National average: 88.5% ❑Bachelors degree or higher, percent of persons age 25+ (2016-2020)=62.8% ❑National average: 32.9% Data: US Census 14 Free and Reduced Price Lunch Eligibility ISD 197 ❑Total Students Enrolled: 5,025 ❑Free Lunch Eligibility: 1,537 (30.6%) ❑Reduced Price Lunch Eligibility: 425 (8.5%) State of Minnesota ❑Free Lunch Eligibility: 29% ❑Reduced Price Lunch Eligibility: 8.1% Data: Minnesota Department of Health 15 Median Household Income ❑1990: $60,514 ❑2000: $81,115 ❑2010: $92,727 ❑2015: $95,353 ❑2020: $119,347 ❑National average: $64,994 Data: Metropolitan Council 16 Per Capita Income (in past 12 months) ❑2020: $60,562 ❑National average: $35,384 ❑2015: $59,851 ❑2010: $48,813 ❑2000: $39,407 Data: Metropolitan Council 17 Percent of Population Below Federal Poverty Level ❑2020→13.1% ❑Below Poverty Level: 4.2% ❑Between 150%-184%: 4.0% ❑Between 100%=149%: 4.9% Data: Metropolitan Council 18 2022 Federal Poverty Level # of Persons in Household 2022 Federal Poverty Level for the 48 Contiguous States (Annual Income) 100%133%138%150%200%300%400% 1 $13,590 $18,075 $18,754 $20,385 $27,180 $40,770 $54,360 2 $18,310 $24,352 $25,268 $27,465 $36,620 $54,930 $73,240 3 $23,030 $30,630 $31,781 $34,545 $46,060 $69,090 $92,120 4 $27,750 $36,908 $38,295 $41,625 $55,500 $83,250 $111,000 5 $32,470 $43,185 $44,809 $48,705 $64,940 $97,410 $129,880 6 $37,190 $49,463 $51,322 $55,785 $74,380 $111,570 $148,760 7 $41,910 $55,740 $57,836 $62,865 $83,820 $125,730 $167,640 8 $46,630 $62,018 $64,349 $69,945 $93,260 $139,890 $186,520 Data: Metropolitan Council 19 Average Household Size ❑1990: 2.85 ❑2000: 2.72 ❑2010: 2.51 ❑2020: 2.44 ❑2021: 2.43 Data: Metropolitan Council 20 Housing Type 2020: ❑Single Family Detached: 3373 ❑Townhomes: 728 ❑Duplex, Triplex, Quad: 17 ❑Multifamily: 859 Data: Metropolitan Council 21 Homeownership Rate in City ❑1990: 90.7% ❑2000: 92% ❑2010: 88.3% ❑2020: 84.8% Data: Metropolitan Council 22 Median Housing Value in City ❑1990: $150,300 ❑2000: $209,000 ❑2010: $343,400 ❑2020: $402,600 Data: Metropolitan Council 23 City Land ❑Area: 10.0 Square Miles ❑City: 6,426 Acres ❑Park, Rec, Preserve: 1,042 Acres= 16.22% ❑Number of Parks: 17 Data: Metropolitan Council 24 How do we respond to our demographics? 25 ________________________ Parks and Recreation Commission Work Session Memo DATE: December 1, 2022 TO: Chair Klepperich and Parks and Recreation Commission FROM: Meredith Lawrence, Parks and Recreation Manager SUBJECT: Review Community Engagement Efforts from Commissioners INTRODUCTION/BACKGROUND At the June Parks and Recreation Commission meeting, the Commissioners approved a plan for community engagement. Commissioners approved an instruction sheet, discussion tool, summary sheet, and contact sheet to be used when the commissioners went out into the community for their assigned meetings. The following community groups were assigned to commissioners: • Mendota Heights/West Saint Paul Rotary: Jaffrey • Mendota Heights Foundation: Bob • Linden Apartments: Jaffrey • CDA Building: Patrick • Mendota Heights Apartments: Amy • Tennis Users: Amy • Pickleball Players: Amy • Dog Park Users: Steph • MHAA Softball: Amy • MHAA Soccer: Patrick • MHAA Football: Patrick • MHAA Lacrosse: Michelle • Heritage PTA: Steph • Somerset PTA: Jaffrey • Mendota PTA: Michelle • Friendly Hills PTA: Michelle • Garlough PTA: Jaffrey • High School Students: Michelle • Master Gardeners: Steph • MOM’s Club (informal group): Dan • ECFE Groups: Dan 26 The primary goals for engagement included: • Provide visibility for parks and recreation offerings • Introduce community members to Commissioners and provide information about the Commission and its role/relation to the City Council • Solicit ideas and feedback for new parks and recreation offerings • Identify common themes and specific requests for improvements that might be a good discussion topic at future parks and recreation commission meetings • Provide opportunities for residents to get involved in the community • Explain the budget constraints in relation to parks and recreation Commissioners were then asked to provide staff with a summary of their outreach meetings. The following summaries are attached: 1. PAN Meeting Summary (ISD 197 PTA groups) 2. Rotary Meeting Summary 3. ECFE Survey 4. Mom’s Club Survey ACTION RECOMMENDED/REQUESTED The Parks and Recreation Commission should determine how the City’s community engagement efforts impact the city’s park infrastructure and recreational programs now and into the future. 27 PAN meeting 10-10-22 – Community Engagement 12 participants, 9 stayed for most of it – 3 from WSP, 6 from Mendota Heights Reasons for living in MH area: Sense of community and seeing familiar faces. More space/large yards, lower taxes, good schools, parks/trails, everything is 15 minutes away in any direction Very safe place to live (low crime) Features at the parks in use: Trails used by all Would like to see ways to give feedback for certain features – e.g. ball fields – when you’re there every day and playing with your kids you notice things or have ideas you wish were in place for shade or porta potties or other amenities Would like to see the City consider the clientele that attends things like ball games – grandparents are often there and may need shade or access to restrooms, more seating, etc. Additional programming they’d like to see: With the closure of the Y in WSP, this has left a gap for teens/pre-teens who now have nowhere to go or nowhere to hang out “Destination” things don’t exist in MH – no splash pad, mini golf, etc – We need to create something that draws others to our city…gives them a reason to be here and spend their money here. There’s nothing for older kids to do once they outgrow playgrounds and if they are not at the skate park There are just no options for them to do or place to go. Maybe a community center. Mendakota park is underused and feels like a dead park – Basketball court and volleyball are not used. The fields aren’t in use as much because the process is difficult to reserve them and she feels the City is unaccommodating. Would like to see updated amenities for concessions at Mendakota and more trust from the City when residents and groups use the facilities (e.g. granting access to the storage room or helping with solutions for busy tournament days with lots of people) – general feeling that sports and events draw people into our community and provide business to surrounding restaurants/Walgreens/etc because people are at the fields or participating in a sport. MH should feel more welcoming, but barriers make it seem like it is not wanted to have people using facilities. 28 Practical features from other parks/places: St. Paul Urban Tennis runs a really good tennis program – coaches/teachers for tennis camps do not like working with the City because they feel micromanaged; noted that tennis instructors do not return year over year because they don’t like how the City is running the program – might be worth looking into our retention of coaches/teachers and what we could do to improve if there’s an issue. Eagan provides a well-structured Track program for youth. Be great if MH could do something similar Other trails (along a river in Ohio as an example?) have fitness stations or fitness walks where there are activities (adult equipment) along an existing trail that can help you with strength training, balance, agility, etc. More of this type of thing could be available to all ages and could be considered at playgrounds for older adults who take little kids to the park and would like to get some exercise. Mini Golf Sand Volleyball courts More Shade at Playgrounds within parks What’s your role/how could we make changes: General feeling that we need to figure out what we can do that isn’t available in other places Are there partnerships we could expand upon? Could we explore business partnerships for advertising and financial backing of parks amenities? Sponsors…? Could we get time blocked off at indoor spaces for local leagues to play (like the Dome)? 29 Rotary - Community Engagement Download Rotary Meeting on Oct 5th 2022 18 Attendees Reasons for living in MH area: Duration for living in the area varied from 3 years up to 54 years. Close knit Neighborhood feel. Proximity to Big City and Airport larger yards than STP, lower taxes, good schools, parks/trails, everything is 15 minutes away in any direction Very safe place to live (low crime). Great place to raise a family Features of the parks that they currently or have used: Fishing at Rogers Lake Walking and biking the trails LOVE the Compost pick up at Mendakota Dog Park Skate Park Golf the Par 3 Pickleball courts at Marie Music in the Park Fireworks Block Party Kids golf program Additional programming they’d like to see: Senior Programming – Cards (Bridge, Cribbage, etc) Pickleball League and Indoor Aquatic program (Swimming) 30 Guided Hiking at Valley park or Oheyawahi Trail Cross country skiing More programming in the Summer for kids. Feel the current programs fill up to soon and they are not enough to service all the kids. Practical features from other parks/places: Playgrounds need more SHADE Bathrooms at parks Playground should have a Unique Feature or Theme (Boyd Park, Pirate playground, Adult playground equipment like at Eagan Comm center Would like there to be a public map that would show where all of the other parks are in Mendota Heights Community Center Zipline at one of the parks Indoor Opportunity to play Pickleball More Sidewalks for walking and biking – would like to see more sidewalks and increased accessibility to get to the parks. Bike lane or Sidewalk on Dodd Bike Stations on the trails Transportation /accessibility (equity) WELCOME to Mendota Heights Packet (mailer) Splash Pad What’s your role/How would you like to get involved: Adopt a Park Willing to pay more to have more Sponsor a Park ‘clean up’ 31 Discussion Tool for Parks and Recreation Commission Community Outreach How long have you lived in Mendota Heights? What is your top reason for living in this community? What features of Mendota Heights parks do you primarily use (playgrounds, trails, ball fields, other features)? And is there anything you’d like to see change? What Mendota Heights recreation programs have you participated in? Are there additional programs or activities you’d like to see? Given that we need to be fiscally responsible and funding does have limitations; what practical features have you observed at other parks that could potentially be incorporated into our Park system. What do you see as your role in making changes happen in Mendota Heights parks? Is there a specific way in which you’d like to participate in the future (volunteering, helping to organize community events, offering suggestions for programming/activities, etc)? 32 Discussion Tool for Parks and Recreation Commission Community Outreach How long have you lived in Mendota Heights? What is your top reason for living in this community? What features of Mendota Heights parks do you primarily use (playgrounds, trails, ball fields, other features)? And is there anything you’d like to see change? What Mendota Heights recreation programs have you participated in? Are there additional programs or activities you’d like to see? Given that we need to be fiscally responsible and funding does have limitations; what practical features have you observed at other parks that could potentially be incorporated into our Park system. What do you see as your role in making changes happen in Mendota Heights parks? Is there a specific way in which you’d like to participate in the future (volunteering, helping to organize community events, offering suggestions for programming/activities, etc)? 33 Discussion Tool for Parks and Recreation Commission Community Outreach How long have you lived in Mendota Heights? What is your top reason for living in this community? What features of Mendota Heights parks do you primarily use (playgrounds, trails, ball fields, other features)? And is there anything you’d like to see change? What Mendota Heights recreation programs have you participated in? Are there additional programs or activities you’d like to see? Given that we need to be fiscally responsible and funding does have limitations; what practical features have you observed at other parks that could potentially be incorporated into our Park system. What do you see as your role in making changes happen in Mendota Heights parks? Is there a specific way in which you’d like to participate in the future (volunteering, helping to organize community events, offering suggestions for programming/activities, etc)? 34 Discussion Tool for Parks and Recreation Commission Community Outreach How long have you lived in Mendota Heights? What is your top reason for living in this community? What features of Mendota Heights parks do you primarily use (playgrounds, trails, ball fields, other features)? And is there anything you’d like to see change? What Mendota Heights recreation programs have you participated in? Are there additional programs or activities you’d like to see? Given that we need to be fiscally responsible and funding does have limitations; what practical features have you observed at other parks that could potentially be incorporated into our Park system. What do you see as your role in making changes happen in Mendota Heights parks? Is there a specific way in which you’d like to participate in the future (volunteering, helping to organize community events, offering suggestions for programming/activities, etc)? 35 Discussion Tool for Parks and Recreation Commission Community Outreach How long have you lived in Mendota Heights? What is your top reason for living in this community? What features of Mendota Heights parks do you primarily use (playgrounds, trails, ball fields, other features)? And is there anything you’d like to see change? What Mendota Heights recreation programs have you participated in? Are there additional programs or activities you’d like to see? Given that we need to be fiscally responsible and funding does have limitations; what practical features have you observed at other parks that could potentially be incorporated into our Park system. What do you see as your role in making changes happen in Mendota Heights parks? Is there a specific way in which you’d like to participate in the future (volunteering, helping to organize community events, offering suggestions for programming/activities, etc)? 36 Discussion Tool for Parks and Recreation Commission Community Outreach How long have you lived in Mendota Heights? What is your top reason for living in this community? What features of Mendota Heights parks do you primarily use (playgrounds, trails, ball fields, other features)? And is there anything you’d like to see change? What Mendota Heights recreation programs have you participated in? Are there additional programs or activities you’d like to see? Given that we need to be fiscally responsible and funding does have limitations; what practical features have you observed at other parks that could potentially be incorporated into our Park system. What do you see as your role in making changes happen in Mendota Heights parks? Is there a specific way in which you’d like to participate in the future (volunteering, helping to organize community events, offering suggestions for programming/activities, etc)? 37 Discussion Tool for Parks and Recreation Commission Community Outreach How long have you lived in Mendota Heights? What is your top reason for living in this community? What features of Mendota Heights parks do you primarily use (playgrounds, trails, ball fields, other features)? And is there anything you’d like to see change? What Mendota Heights recreation programs have you participated in? Are there additional programs or activities you’d like to see? Given that we need to be fiscally responsible and funding does have limitations; what practical features have you observed at other parks that could potentially be incorporated into our Park system. What do you see as your role in making changes happen in Mendota Heights parks? Is there a specific way in which you’d like to participate in the future (volunteering, helping to organize community events, offering suggestions for programming/activities, etc)? 38 ________________________ Parks and Recreation Commission Work Session Memo DATE: December 1, 2022 TO: Chair Klepperich and Parks and Recreation Commission FROM: Meredith Lawrence, Parks and Recreation Manager SUBJECT: Re-Maneuvering Exercise INTRODUCTION/BACKGROUND In June, 2021 the Parks and Recreation Commission participated in 12 hours of strategic planning with Hue Life, the City’s consultant. At the strategic planning sessions members of the Commission and City Council discussed goals for the future of Parks and Recreation in Mendota Heights. Commissioners will be asked to discuss the recent parks and recreation accomplishments, in- progress projects, and current barriers and setbacks. Staff will lead commissioners through the attached exercise to gauge the current status. Attachments: •Re-Maneuvering Exercise •Parks and Recreation Strategic Plan •Hue Life Documentation from Strategic Planning, 2021 ACTION RECOMMENDED/REQUESTED The commissioners should prepare for the discussion by reviewing the attached re- maneuvering exercise. 39 RE-MANEUVERING OF ACTION PLAN (REFLECTING BACK ON 2021) Accomplishments Things that have been completed aka checked off the list In-Progress Actively being worked on Barriers/Setbacks Things preventing progress aka what has gotten in the way 40 City of Mendota Heights Parks & Recreation STRATEGIC PLAN 41 INTRODUCTION/CONTEXT The City of Mendota Heights offers a robust system of recreational and open space options, which includes regional trails, lakeside parks, scenic bluffs, and nature preserves. The City’s facilities provide unique features that shape the character of Mendota Heights beyond the ordinary. The City’s parks provide a visual identity to the City, in addition to contributing to the quality of life for those who recreate in the community. Mendota Heights provides both active and passive recreation areas, along with other state and private parks. The City’s 33 miles of trails offer an excellent opportunity for exercise and relaxation. Opportunities for walking, bicycling, bird watching, cross country skiing, golfing and nature hiking are sprinkled throughout Mendota Heights. The City has 17 public parks throughout the community, including Oȟéyawahe/Pilot Knob Preservation Site. These parks contain over 295 acres of land area. The City’s parks are supplemented by three golf courses: Mendakota Country Club, Somerset Country Club, and the Mendota Heights Par 3 Community Golf Course. These contribute to open space views and recreational opportunities for residents. Throughout the last fifteen years the city has made improvements and developed new parks. It has also made efforts to maintain existing open space such as purchasing the 17-acre Mendota Heights Par 3 Golf Course. The City recently joined in partnership with other public entities and purchased the 25.5-acre Oȟéyawahe/Pilot Knob Preservation Site, which will be retained as open space. Protection of the Pilot Knob area as an important Dakota site has been identified as a critical issue for many residents within the City. Oȟéyawahe/Pilot Knob Preservation Site was placed on the National Register of Historic Places in 2017. A task force has been formed to pursue short and long-term goals for the preservation of and improvements to Historic Pilot Knob. In the 1990’s, the majority of park upgrades were made due to a voter approved parks focused referendum. While the need and interest for recreational opportunities has increased over the years, the improvement of park equipment and infrastructure has not occurred due to inconsistent funding and a lack of proactive planning. Over the last thirty years the way residents recreate has also changed. Recreational interests have evolved to include new opportunities such as skateboarding, pickleball and cricket. The City Council, Parks and Recreation Commission, and staff must evaluate the current parks infrastructure and recreation programming along with the proposed recreational and park improvements from a 21st century lens. 42 GOVERNANCE The Parks and Recreation Commission is appointed by the Mayor with the consent of the majority of the members of the City Council and has the following responsibilities: • Advise the City Council on matters pertaining to parks and recreational development programs and shall cooperate with city personnel in implementing the parks and recreation programs • Advise the City Council on the establishment of written rules and regulations for the use, management, and operation of public parks and recreation facilities, the same to be approved by the action of the City Council before being put into effect • If requested by the City Council, prepare plans for the acquisition, development and improvement of the City public parks and recreational facilities and shall, if requested by the City Council, develop a comprehensive plan for future park development and open space • If requested by the City Council, prepare a capital improvements program for the purpose of determining priorities and apportioning costs of scheduled improvements • In performing the aforementioned duties and responsibilities, exhibit the initiative in formulating policies which will be responsive to the anticipated needs and objectives of the community. The City Council reviews the recommendations from the Parks and Recreation Commission to approve the annual budget, finalize the scope of park improvement projects, institute policies, establish fees, and address long-term planning in regards to prioritizing initiatives. 43 STRATEGIC PLAN PURPOSE/PROCESS To start the discussion regarding the future of Mendota Heights Parks and Recreation, Parks and Recreation Commissioners and City Councilmembers along with key staff underwent strategic planning sessions to discuss the current conditions and desired future of the park system and programming. This process articulated the needs and wants of residents and how that is different from the facilities and programs that are currently offered within the City. The resulting strategic plan includes information and data from following areas: • Inventory of Existing Park Amenities • National Metric Comparison Research to Current Facilities (in progress) • Community Engagement Results to Determine Needs • Discussions Surrounding Future Goals of Mendota Heights Parks and Recreation • Policy Direction and Implementation Planning The plan serves as a road map to how and where park and recreational improvements should be developed in both the immediate future and in the long-term. Mendota Heights Vision Statement: Mendota Heights will be recognized as a high quality, family- oriented residential community, with a spacious natural feel and the amenities of a city. Mendota Height Mission Statement: Our mission is to preserve and enhance the quality of life in Mendota Heights by providing quality public safety, infrastructure, and planning for orderly and sustainable growth. 44 CURRENT STATE OF MENDOTA HEIGHTS PARKS AND RECREATION STRENGTHS 1. Stable Tax Base The City of Mendota Heights is comprised of a strong tax base consisting of formidable income and economic activity within the City. Mendota Heights features high median property values and incomes, which provide strong financial support for City goals, initiatives and projects. The City also boasts a AAA bond rating, which reflects the City’s financial strength and stability. 2. City Good Will The City has established strong relationships with residents which has resulted in trust and respect between elected and appointed officials, staff, and the community. By properly engaging stakeholders, the City has established connections to discuss wants/needs and next steps moving forward. Relationships with residents are imperative to ensure a successful Park and Recreation operation into the future. 3. Sustained Commitment to Excellence of Services The City Council and Parks and Recreation Commission holds staff to a high standard in regards to programming, park planning, community building and engagement. Staff works to implement best practices in their work and deliver process improvement and policy changes to best serve the residents of Mendota Heights. 4. Existing Partnerships The City of Mendota Heights values its positive working relationships with the Cities of West Saint Paul, South Saint Paul, Inver Grove Heights, and ISD 197. These existing partnerships enable large scale programs and events that would be difficult to host singularly. By working together each city’s budget is stretched further and human capital is shared. Discussions regarding current and future partnership opportunities are ongoing and staff is working to form partnerships with other local organizations for optimized opportunities for our residents. 5. Educated and Motivated Citizens The residents of Mendota Heights care about their community and are passionate about their park system. Garnering community engagement is important as residents and stakeholders ask educated and intellectual questions surrounding programming and park planning. The Mendota Heights community wants to be involved in providing high quality programming and facilities within the City. 45 WEAKNESSES 1. Lack of Planning Around Funding Many of the City’s amenities and facilities within the Park System have not been replaced or updated since a Park referendum in the late 1980’s. Adequate funding for the upkeep and maintenance of exiting infrastructure has not been budgeted for or properly planned. The Special Parks Fund has restrictions for use and with a lack of land for development, future funding from this revenue source will not be reliable. 2. Insufficient Planning Proactive park improvement project planning has not been a priority. A rolling Capital Improvement Plan has not been regularly reviewed in order to properly schedule projects and ensure funding is available. Moving forward, dedicated staff to supervise this process as well as regular review of the process/strategic plan is necessary to ensure proactive forethought is developed. 3. Competing Interests The Mendota Heights community consists of passionate individuals surrounding recreational opportunities. This results in differing priorities for park improvement projects and programming. Prioritizing park project requests, field and facility usage, and the utilization of funding available has been challenging. 4. Lack of Indoor Programming Space The City lacks indoor gathering space to hold differing and unique programming opportunities. Currently, all indoor programs are conducted in partnership with the City of West Saint Paul. In the future, West Saint Paul’s programming may increase and there may not be an opportunity for partnership. This could restrict the type and number of programming Mendota Heights can offer in the future unless ample indoor space is added in the City for programming. 5. Lack of Future Park Land The City of Mendota Heights is 95% built out, resulting in a lack of new recreational park land for development. The redesigning of existing park spaces will be crucial in providing modern and contemporary park amenities. With a lack of land, properly prioritizing projects will be imperative to providing an equitable park system. 6. Lack of Staff Resources The current Mendota Heights organizational structure provides one dedicated administrative employee working on parks planning and recreational program organization. With the current staffing model, being proactive on park projects and increasing recreational offerings is difficult to achieve. 46 OPPORTUNITIES 1. Generational Turnover The demographics of Mendota Heights have changed since the 1989 parks referendum. The median age of Mendota Heights residents is 51.2 years, which is considerably higher than surrounding cities. Median Age of Surrounding Cities: • Eagan: 38.2 years • West Saint Paul: 37.3 years • South Saint Paul: 35.1 years • Inver Grove Heights: 39.7 years • Apple Valley: 38.2 years • Saint Paul: 33 years • Lakeville: 36.6 years • Farmington: 33.7 years • Burnsville: 36.8 years Mendota Heights’ 2020 population by age category are as follows: • Age 0-5 Years: 4.47% • Age 6-12 Years: 7.44% • Age 13-15 Years: 3.24% • Age 16-17 Years: 2.74% • Age 18-24 Years: 6.78% • Age 25-34 Years: 8.33% • Age 35-44 Years: 10.84% • Age 45-54 Years: 14.42% • Age 55-64 Years: 18.09% • Age 65 Years and Up: 23.65% Mendota Heights’ 2030 population projections by age category are as follows: • Age 0-5 Years: 4.43% (.04% decrease from 2020) • Age 6-12 Years: 6.97% (.47% decrease from 2020) • Age 13-15 Years: 2.84% (.4% decrease from 2020) • Age 16-17 Years: 2.51% (.23% decrease from 2020) • Age 18-24 Years: 6.58% (.2% decrease from 2020) • Age 25-34 Years: 7.78% (.55% decrease from 2020) • Age 35-44 Years: 11% (.16% increase from 2020) • Age 45-54 Years: 14.43% (.01% increase from 2020) • Age 55-64 Years: 14.61% (3.48% decrease from 2020) • Age 65 Years and Up: 28.84% (5.19% increase from 2020) Mendota Heights’ 2040 population projections by age category are as follows: • Age 0-5 Years: 4.44% (.03% decrease from 2020) • Age 6-12 Years: 6.87% (.57% decrease from 2020) • Age 13-15 Years: 2.72% (.52% decrease from 2020) 47 • Age 16-17 Years: 2.33% (.41% decrease from 2020) • Age 18-24 Years: 6.23% (.55% decrease from 2020) • Age 25-34 Years: 7.97% (.54% decrease from 2020) • Age 35-44 Years: 10.31% (.53% increase from 2020) • Age 45-54 Years: 14.62% (.02% increase from 2020) • Age 55-64 Years: 15.49% (2.6% decrease from 2020) • Age 65 Years and Up: 29.01% (5.36% increase from 2020) Source-Metropolitan Council: https://gisdata.mn.gov/dataset/us-mn-state-metc- trans-anlys-zones-offical-curent With these changing demographics the City must offer programs and provide facilities that enable adults and senior citizens to be active. Equity within a park system is imperative to ensure all residents have equal opportunities to recreate near their home. Engaging the senior population will be important in order to better understand our community’s wants and needs. 2. Public Interest in Parks Throughout the COVID-19 pandemic, the Mendota Heights park system saw record setting usage. Parks became one of the only places people could visit when restaurants, stores, and entertainment venues were forced to close. Our park system was recognized as an essential resource for the physical and mental health of residents. This realization sparked an interest from residents to determine how parks could be improved and better utilized moving forward. 3. Potential Funding Sources The City of Mendota Heights has been approached by residents and groups wanting to financially provide support for ongoing improvements in the parks. Finding proper channels and processes to receive these donations will be important to successfully upgrading the park system. Opportunities regarding grants are also available. Staff time needs to be allocated to this function. 4. Underutilized Volunteers The City has many talented and passionate residents who want to give back to their community. Currently, the City of Mendota Heights lacks a formalized volunteer program. The need for a formal volunteer program to solicit volunteers, ensure proper backgrounding, provide work direction, and track hours in order to provide recognition is necessary. 5. Bourn Lane Site The City has one remaining parcel of land in the Southwest portion of the City that the City Council will need to advise staff in the future of how they want that land utilized. This 14.75 acre parcel is being considered for park usage, in addition to being considered for other uses within the City. 48 6. Additional Resources and Options With an additional Parks and Recreation staff planned in FY2022, Mendota Heights can expand opportunities in regards to programming and infrastructure improvements. Discussion and decisions regarding funding allocation in future years will also be important to determine the need for better communication, extensive maintenance, and other public services to the community. 7. Regional Partnerships Mendota Heights has many local businesses, non-profits, and neighboring governmental organizations that provide opportunities for joint programming and partnership on facilities. Each neighboring jurisdiction providing unique amenities enable the community many recreational options in close proximity. Duplication of unique amenities is not necessary, if proper planning is developed. THREATS 1. Neighboring Cities Neighboring cities to Mendota Heights currently have more facilities and better indoor space for programming and rentals. The reality is larger cities typically have larger budgets, which results in larger and more diverse facilities. As a smaller City this is something that will need to be understood and accepted by the community. 2. Increasing Costs With the reality of the economy, the cost of services, goods, and equipment is going to continue to rise. This is something that will need to be considered when discussing new capital projects, as well as budgeting the cost to maintain existing infrastructure. 49 FUTURE OF MENDOTA HEIGHTS PARKS AND RECREATION In the next five years the following will be accomplished based on the desires of the City Council, Parks and Recreation Commission, and staff. Guiding Principles explain the vision of the Mendota Heights Parks and Recreation and provide the basis for goals, actions, and outcomes. Goals provide desired results that are planned and committed to. Action Items provide the steps necessary for staff, commissioners, and councilmembers to complete in order to achieve the stated goals and guiding principles. Outcomes state the end result of completing the action items. Guiding Principle: Sustained Funding for Parks and Recreation Goal: Secure Sustainable Funding for Projects Action Items:  Staff will provide the City Council with funding options to ensure there is financing for future park improvements and recreational programming for future generations.  Policy recommendations regarding field and facility naming rights for donations as well as identifying corporate partners will be provided to the City Council.  A relationship with the Mendota Heights Community Foundation will be formed to enable private donation opportunities for residents who want to financially support park and recreation opportunities.  Staff will research grant opportunities available for projects included in the City’s Capital Improvement Plan and will work with the City Council to submit applications.  The City Council will discuss the conversion of the Par 3 bond payments into a park improvement levy starting in 2023.  A referendum will be researched and information provided to the City Council in order for an educated decision to be made on next steps moving forward. Outcome: Long term Parks and Recreation dedicated finances will be identified and will be utilized to fund projects under the parks Capital Improvement Plan. The Capital Improvement Plan will be well developed to ensure projects are following the recommended useful life timeframe 50 outlined in the Asset Management Plan, while ensuring all parks have adequate funding to ensure equity within the City. The City will have developed and maintained strong public/private partnerships within the Community to provide optimal recreational opportunities to our residents at a reasonable taxing rate. Guiding Principle: A Leading Community Agency Goal: Mendota Heights is a Model Organization Action Items:  Staff will provide the City Council with recommended policy changes in regards to the allocation of fields and facilities reservations, special events, donations, etc.  Staff will form a successful volunteer program that helps to provide more human capital within community initiatives.  Staff will work with the City Council to follow the organizational recommendations and standards of the National Recreation and Park Association (NRPA) Commission of Accreditation of Park and Recreation Agencies (CAPRA) program in order to provide continued high-level services to the residents of Mendota Heights  Mendota Heights staff will chair a group consisting of neighboring cities to discuss projects to ensure duplication does not occur, opportunities for partnerships on programming and facilities, and to provide a basis for policy recommendations.  City staff will submit initiatives to be considered for the Minnesota Recreation Park Association (MRPA) awards of excellence, which are awarded to Cities that have outstanding achievements in the following categories: administrative or management strategies, marketing and communications, park and facility projects, programming and events, sponsorships and partnerships, and volunteer initiatives. Outcome: City Staff will work closely with the City Council to make strategic decisions that ensure the City is a recognized leader throughout the industry on best practices. This will include being innovative and creative in regards to constructing new amenities, implementing new and emerging trends nationwide, and developing policies to ensure equitable practices. Mendota Heights will be a recognized leader in the Park and Recreation field in Minnesota 51 Guiding Principle: Greater Connection to the Natural Environment Goal: Manage Park Natural Resources Action Items:  A Natural Resource Commission will be established to provide the City Council with recommendations on sustainability, environmental stewardship, and preserving natural habitats. Recommendations will be made on policies and initiatives that enhance and preserve the environment and natural resources within the community.  Staff will determine locations that grass areas can be converted to no-mow areas to provide more native spaces within the park system and community as a whole.  Joint meetings between the Parks and Recreation Commission and Natural Resource Commission will provide opportunities for the two advisory commissions to ensure they are working together for the betterment of Mendota Heights parks.  Opportunities for nature-based recreation and nature play areas will be researched. Outcome: Through partnership with the Natural Resource Commission and Natural Resource staff our parks will provide a clean and safe space with natural areas. Passive recreation areas will be reviewed and prioritized for refurbishment to ensure residents have easy access to nature play locations and programming. *A Natural Resource Management plan is being written. Many natural resource initiatives within parks will be included in the Natural Resource Management Plan. Those policies and practices were not included in this plan to reduce duplication and to hone in on priorities. * * The City Council will continue to work with the Oȟéyawahe/Historic Pilot Knob Task Force to protect and preserve the natural space and sacred history the space provides. Oȟéyawahe/Historic Pilot Knob Task Force initiatives were not included in this plan, as their own future planning is developed in a separate document. * 52 Guiding Principle: A Safe, Connected, Walkable and Bikeable Community Goal: Improve Trail Connectivity Action Items:  A bike and pedestrian plan will be completed to determine gaps within our trail system. Staff will work with the City Council to address these gap locations and provide plans for improvement.  Staff will work with the City Council to rehabilitate existing low-quality trails to improve connectivity.  Staff will continue to advocate for residents by encouraging partners to add sidewalks on state and county roads.  Encourage the prioritization of safety when making decisions regarding trail connectivity. Outcome: With renovated trails residents will be encouraged to walk to parks, shopping areas, and other local destinations. Residents within Mendota Heights will have the ability to safely bike and walk within the community. This work will proactively provide better neighborhood connectivity to bring the community together for social interaction and morale building. The overall safety of Mendota Heights residents will be greatly improved by this initiative. 53 Guiding Principle: Vibrant and Diverse Community Programming Goal: Expanded Programming Action Items:  Staff will provide the City Council with a yearly calendar of programming ideas during budget development to determine the necessary costs needed for execution.  Staff will increase the amount of community events. Outcome: The City will organize programming for residents that provide opportunities for all residents regardless of age, race, ethnicity, income and skills to participate. New, innovative program offerings will be provided in addition to the regular offerings currently provided. Staff will work to collaborate as much as possible with neighboring cities in order to minimize costs and staff needs. Guiding Principle: Recreational Facilities for All Ages Goal: Prioritize Projects and Initiatives Action Items:  A rolling Capital Improvement Plan will be reviewed bi-annually and updated by staff, the Parks and Recreation Commission and City Council. This list will be formed utilizing the Asset Management Plan in relation to useful life, community needs based on resident engagement, and national trend research and comparisons.  If directed by the City Council, staff will explore the utilization of the Bourn Lane site for recreational use in the form of a Master Plan/Concept Plan to determine if the proposed recreational space is the correct use for the community.  The City will look for opportunities to form local partnerships that ensure our community is involved in and has access to regional facilities.  Staff will regularly compare our park amenities to the national park delivery standards for cities our size.  Engagement with the residents, stakeholders and user groups will be conducted to get feedback on features, amenities, and layouts desired in new facilities. 54 Outcome: The City will have a roadmap for the next five years on plans to properly provide safe and equitable recreational facilities for residents. With a defined process for reviewing capital improvement project requests, astute financial planning will work hand in hand with our Capital Improvement Plan and Asset Management Plan to ensure an organized process moving forward. Guiding Principle: Effective Two-Way Communication with an Informed Community Goal: Know the Community Action Items:  Staff will continue to find creative ways to provide the community with information surrounding Parks and Recreation. A survey will be conducted to determine what are the best forms of communication for our community.  In collaboration with other city departments (Police and Fire) our staff will be present in the community and form relationships to better understand the wants and needs of our residents.  Listening sessions will be conducted regularly with groups of the community by the Parks and Recreation Commission.  A new website will be completed and launched with better Parks and Recreation information easily accessible to residents. Outcome: By better understanding our community, decisions surrounding park improvement projects and programming will be made to best serve the Mendota Heights community. Information will be more readily available to residents and new information and updates will be better communicated to reach as many residents as possible within reason. 55 Guiding Principle: Human Capital Goal: Attract and Retain Qualified Employees and Volunteers Action Items:  Add a Parks and Recreation Manager to the City’s organizational structure to manage park improvement projects and planning and lead golf course operations in collaboration with the Recreation Program Coordinator (1 FTE) and an Office Support Assistant (.5 FTE-Park and Recreation Time Allocation).  Establish a City volunteer program where volunteers can help on projects and at special events. A formal policy for volunteering will be written and presented to the City Council.  Bring recommended updates to the seasonal pay matrix to recruit and retain qualified staff for programming, park maintenance, and Par 3 operations.  Provide training and education for park and recreation employees to ensure a qualified and engaged team of employees is developed.  Conduct a yearly review of staffing to determine if adequate resources are available to implement the priorities of the strategic plan by the City Council. Outcome: By properly utilizing volunteers and empowering staff to think outside past practices, the Mendota Heights Parks and Recreation Department will consist of high-quality employees dedicated to serving the residents of Mendota Heights and surrounding communities. 56 KEY PERFORMANCE INDICATORS Our Key Performance Indicators (KPI’s) are a set of quantifiable measurements that will be used to determine the Park and Recreation staff’s achievement of the City Council approved Strategic Plan. These KPI’s will be tracked throughout the year and provided in the annual report. Quarterly updates will be provided to the City Council and Parks and Recreation Commission to ensure organized execution. Each year these will be compared to previous years to determine resources and direction needed from the City Council for the upcoming year. 1. Number of Recreation Program/Event Participants 2. Number of Special Events Planned and Held 3. Amount of No Mow Areas Utilized in Parks 4. Number of Volunteers Processed and Approved to Volunteer 5. Number of Volunteer Hours Utilized 6. Hours of Fields, Facilities and Picnic Shelters Allocated 7. Number of Capital Projects Completed on Time and on Budget 8. Number of Partnership Projects Initiated 9. Number of Commission for Accreditation of Park and Recreation Agencies (CAPRA) Standards Completed 10. Number of Listening Sessions Completed 11. Number of Grants Applied to and Received 12. Amount of Grant Funding Received APPENDIX A. 2040 Comprehensive Plan B. Asset Management Plan C. Capital Improvement Plan D. Current Planning Calendar 57 CITY OF MENDOTA HEIGHTS: PARKS AND RECREATION STRATEGIC PLANNING RETREAT What needs to happen in the next 3-5 years for Mendota Heights Parks and Recreation to be financially sustainable and engaging, while encompassing the needs and wants of all residents? 58 Sustained Funding From All Sources Spacious and Gracious Facilities and Programming For All Communication Sustainable source of funding for Parks and Rec A leading community with invested partners Greater connection to the natural environment A safe, connected, walkable and bikeable community Vibrant and diverse community programming Active recreational facilities for all ages Effective 2-way communication with an informed community Long term P&R dedicated finances Be recognized for best park and rec prac�ces Park of larger community (regional) Public/private partnerships (and inter-agency) Clean and safe environment Natural pollinators in full bloom Historic Pilot Knob Interpre�ve Center New/ replacement fishing pier Rehab trails improve connec�vity (new trails) Trails for neighborhood connec�vity People walking to the park Sidewalks on state/county roads All can bike/walk safely to retail Weekly summer evening concert series Concert/ Entertainment series in park Art in the park Iconic winter fes�val Community dog show U�lize Par 3 bocce outside cards/board games inside Teen and pre-teen ac�vi�es and programming Golf! Golf! Golf! Farmers Market Community Center (sr area/ teen center) Sr Ci�zen programming Regional Sports Complex (Bourne) Outdoor Sports Complex Community Center Bourne property rec fields plus ice ska�ng trail Lights at one park fall/spring sports All ages community space A new regional park at Diamond Jim’s (Dakota Cty/ Partnership) New, expanded, well landscaped skate park Updated and improved fields Accessible playgrounds (disabili�es) Communica�on that engages the community PRACTICAL VISION What do we want to see in place in 3-5 years as a result of our actions? 59 BLOCKS WORKSHOP Key Focus Area: Sustained Funding From All Sources Includes vision elements: - A leading community with invested partners - Sustainable source of funding for Parks and Rec What are the possible reasons this is not happening for us right now? - Unclear funding sources - Uncoordinated outreach What issues are we experiencing that keep us stuck? - Compe�ng interests- internal and external - Changing the funding structure What is preven�ng or blocking us from achieving this today? - Poli�cal will - Unavailable resources - Compe�ng interests-internal What is going well for us in this area? - Stable tax base - Special park fund management - City good will What opportuni�es are presen�ng itself? - Genera�onal turnover - Public interest in parks - Poten�al other sources What are the risks to consider if/when we are successful? - Property values increase - Maintenance costs - What about everything else? 60 Key Focus Area: Spacious and Gracious Includes vision elements: - A safe, connected, walkable and bikeable community - Greater connec�on to the natural environment What are the possible reasons this is not happening for us right now? - Communica�on - Commitment to resources, money, staff What issues are we experiencing that keep us stuck? - Deferred Maint - Lack of space What is preven�ng or blocking us from achieving this today? - Under u�lized residents/volunteers - Lack of priori�zed plan - Lack of resources What is going well for us in this area? - Recent hires - Historical planning - Sustained commitment to excellence of services What opportuni�es are presen�ng itself? - Bourn site/OHEYAWAHE - Dakota County trails greenways What are the risks to consider if/when we are successful? - Complacency - Extra wear and tear - Safety/overuse 61 Key Focus Area: Communica�on Includes vision elements: - Effec�ve 2-way communica�on with an informed community What are the possible reasons this is not happening for us right now? - Informa�on overload - Timeliness of informa�on - Communica�on channels/sources What issues are we experiencing that keep us stuck? - Medium selec�on-how do people want informa�on? - City calendar-other partner calendars (i.e. MHAA field use) What is preven�ng or blocking us from achieving this today? - So�ware limita�ons What is going well for us in this area? - Heights Highlights, Friday News-2500 sub - Outreach opportuni�es and engagement e.g. listening sessions What opportuni�es are presen�ng itself? - Text messaging - Expanded social media - New so�ware-website development What are the risks to consider if/when we are successful? - Unsubscribe- informa�on overload 62 Key Focus Area: Facili�es and Programming For All Includes vision elements: - Vibrant and diverse community programming - Ac�ve recrea�onal facili�es for all ages What are the possible reasons this is not happening for us right now? - Restricted space - Poli�cal will to make difficult decisions What issues are we experiencing that keep us stuck? - Conflic�ng interests - Narrow scope of funding sources - Reluctance to change - Historical preserva�on- always the same way What is preven�ng or blocking us from achieving this today? - Absence of resources What is going well for us in this area? - Good ideas- many of which have come from our engagement with community - We do an awesome job with what they have - Meredith!!! - Exis�ng partnerships work well - Good planning in the past - 95% voter turnout - Well educated and mo�vated ci�zens What opportuni�es are presen�ng itself? - Explore op�ons to expand resources - Renewed interest in the city parks What are the risks to consider if/when we are successful? - Increase in golf course interest 63 Manage Park Natural Resources Secure Project Specific Funding Priori�ze List Establish Predictable Sustainable Funding • Convert grass (mow) to na�ve grass • Establish a natural resource advisory comm. (implement cc priority) • Create a natural resource commission • Natural resources- plant pollinator in parks • Naming rights for dona�ons • Mendota Heights Founda�on for special projects like music in parks • Iden�fy funding sources/ community corporate • Take natural resource to capital • Apply for a grant for new R. Lake fish pier • Partner with Dakota County on projects • Develop project list • Rolling CIP plan • Priori�ze improvements (CIP) • Create priori�zed list of what’s funded by tax increase/referendum • Explore purchase of community/regional park space (w/ neighbors) • Establish project “possibility” list to know ideas • Make the easier trail connec�ons happen • Weekly events and ac�vi�es e.g. walks-n-talks • Referendum-research and create building blocks • Sustain funding- Par 3 bond con�nue as dedicated parks money • Ins�tute franchise fees • More support for the MH founda�on (former Mayor K) • Carry Par 3 levy forward • Switch Par 3 purchase levy to general levy • Stop cu�ng user fees Improve Informa�on Delivery Engage Community To Create Buy-In Create Sense Of Community Know Our Community • Update parks trail map for gaps • Communica�on-hire so�ware consultant – solve problem • Heights Highlights bi-monthly • SMS reminders • Invest in beter park and trail maps • Update www mobile capacity park info • New website • Community survey on tax increases (property) • Go to voters- explain needs/wants/whys • Proac�ve community outreach/communica�ons • Priori�ze and implement expanded programming offerings • Define community events- winter fes�val, summer concerts • Community bike rides • Expand outreach (social outreach to underserved) partner in services and opportuni�es • Equity study- iden�fy who is underserved by P&R • Beter understand and forecast the demographics in MH linked to parks needs Increase Human Capital • Hire addi�onal staff, i.e-write grants, 60+ programs, maintenance, etc. • Form volunteer program Atrac�ng And Retaining Qualified Employees And Volunteers Building A Connected Community Priori�zing Needs, Securing Funding, And Execu�ng The Plan STRATEGIC DIRECTIONS 64 Implementation Workshop Strategic Direc�on: Priori�zing Needs, Securing Funding, And Execu�ng The Plan Current Reality First-Year Accomplishments 2-Year Success • Insufficient funding • No comprehensive parks CIP • No natural resources commission • Commit to alloca�ng Par 3 expiring funding to parks and rec • Research referendum • Form rela�onship with Mendota Heights Founda�on • Priori�zing wants and needs • Establish natural resources commission • Sufficient and sustainable parks funding • One comprehensive parks CIP • Func�oning natural resources commission Strategic Direc�on: Building A Connected Community Current Reality First-Year Accomplishments 2-Year Success • No bike trail plan • Outdated website • Limited programming • Lack of community engagement • Need to iden�fy demographics • Plan ini�ated with consultant • Secure funding and hire contractor • Develop calendar of events and funding • Establish list for mee�ngs • Obtain data and start analyzing • Have bike trail plan • Responsive website • Host 2 community events per month • Monthly commissioner, staff, council listening sessions • Use data to provide decision making framework Strategic Direc�on: Atrac�ng And Retaining Qualified Employees And Volunteers Current Reality First-Year Accomplishments 2-Year Success Staff: • Program Staff • StaffProgram • “able and stable” could be impacted by re�rement and space need Volunteers: • Girl Scouts • Great River Greening • Moms Club • Undefined opportuni�es leading to under u�lized volunteers • No “onboarding” process for volunteers • Natural resources • By April 30, 2022, establish a volunteer program including an applica�on, onboarding elements/documents and … • Add staff to address addi�onal programming need/ wants Staff: • Increase # of staff in response to projects/ programs • Increase # of hours for communica�ons • Increase staffing for recrea�on programming Volunteers: • Establish a sustainable, organized volunteer program- i.e. adopt a park etc. • Establish onboarding process for volunteers i.e background check • “Best prac�ce city” 65 STRATEGIC PLANNING CALENDAR 2021-2022 Priori�zing Needs, Securing Funding, and Execu�ng the Plan Building a Connected Community Atrac�ng and Retaining Qualified Employees and Volunteers What Who When 2021 Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Beyond Update Rela�onship w/Mendota Heights Founda�on City Administrator, Parks and Recrea�on Manager The Founda�on presented to the City Council on January 18. A link of the mee�ng presenta�on was provided to commissioners in order to beter understand the Founda�on’s mission, vision, and goals. Establish Natural Resources Commission Public Works Director, Natural Resource Coordinator The City Council appointed the members of the Natural Resource Commission on April 19. The Commission is up and running and is meeting monthly. A joint work session will likely be scheduled in early 2023. Priori�ze wants and needs Parks and Recrea�on Manager, Commissioners, City Council Joint work session was conducted on February 17 to review the strategic plan and priori�ze wants and needs. Another work session took place on April 25 to review the Park Improvement Project List. At the June mee�ng the PRC made a 2023 budget recommenda�on to the Council based on the commission’s priori�es. Research Parks Referendum City Administrator, Parks and Recrea�on Manager Staff is working to research details for a park referendum. Staff is scheduling mee�ngs with ci�es that have conducted recent referendums for park improvement projects. City Council will need to determine if this is moved forward. Commit to alloca�ng Par 3 expiring funding to Parks and Rec City Council The City Council has allocated funds for park projects in the 2023 Preliminary Budget based on the Commission’s project priori�es. Community engagement list of mee�ngs Parks and Recrea�on Manager, Commissioners The Commission conducted community engagement sessions with local stakeholders over the last six months. Results will be discussed when determining the 2023 Commission Work Plan. Bike and pedestrian plan ini�ated with consultant Public Works Director The Bike and Pedestrian Plan was presented to the City Council on November 1. Website remodel-secure funding, hire contractor Assistant City Administrator The City Council approved a contract on July 11 with CivicPlus to construct the City’s new website. Staff is working on project implementa�on. The website is proposed to launch in January, 2023. Demographics-obtain data and start analyzing Parks and Recrea�on Manager A general demographics presenta�on of the City of Mendota Heights was presented at the September mee�ng. Programming-develop calendar of events and funding Recrea�on Program Coordinator Funding was approved in the 2022 budget along with addi�onal staff to carry out this ini�a�ve. New events and programming have been added for 2022. Staff will provide a 2023 schedule of events at the December mee�ng. Establish volunteer program Assistant City Administrator The City Council approved a volunteer program on April 19. The City has successfully onboarded 28 volunteers as of October 5, 2022. Add staff to address addi�onal programming needs/wants City Administrator The City Council approved the hiring of a new Recrea�on Program Coordinator on April 5. The new employee began employment with the City on April 18. 66 ________________________ Parks and Recreation Commission Work Session Memo DATE: December 1, 2022 TO: Chair Klepperich and Parks and Recreation Commission FROM: Meredith Lawrence, Parks and Recreation Manager SUBJECT: Practical Visioning Exercise INTRODUCTION/BACKGROUND At the work session, the commissioners will take part in a practical visioning exercise, similar to what was conducted at the 2021 strategic planning sessions. Commissioners will provide goals for the next three to five years in the following categories: 1. Sustainable source of funding for Parks and Recreation 2. A leading community with invested partners 3. Greater connection to the natural environment 4. A safe, connected, walkable and bikeable community 5. Vibrant and diverse community programming 6. Active recreational facilities for all ages 7. Effective two-way communication with an informed community ACTION RECOMMENDED/REQUESTED In preparation for the work session, the commissioners should brainstorm five goals in terms of the practical vision (What do we want to see in place in the next three to five years as a result of our actions?) 67