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2. PRSR 01-06-2004Dear Fellow Commission Members, We have, over several years, created a feeling of trust on the part of the Council that our recommendations are based on solid information and reliable facts. We have not recommended things that were not beneficial to the City and the people we serve. We have learned to work within the framework of being an advisory board, (the political process if you will). On January 6~' we aze meeting to go over the job description for the new Parks and Recreation Director. This is a position we have been advocating for several years as a needed position in the City. Back two years ago we made our final presentation to the Council on the creation of a Pazks and Recreation Department and a timeline for its creation. Central to the department was the hiring of a department head. Many hours were spent going over the qualifications that we felt were needed and the overall structure of the department. John did a lot of work on the presentation and it was well received. The Council felt good about the research that we had done and the thought we had put into it. It was just a matter of time and money for it to become a reality. We served our function as an advisory board to the Council as we were instructed. It is with this as a background that I want everyone to consider the attached memo from Michele and the report that was presented to the council, (attached to your email from Michele on 12-11-03). We have an obligation to continue to do the same kind of work that we have done in the past. We also need to keep in mind that there has been a process in place for hiring department heads in the city long before this position was even thought of on the Council level. We need to follow the system and work with it no matter how we may personally feel about it. The Commission is not above the system and if we try to impose our rules on it we could find ourselves moving backwards in our relationship with the Council and key city staff. We need to be wise in our direction and remember that this is a beginning and not the end. It is the big picture we must be focused on and not just one or two parts of that picture. We must trust that we have done all that we can and if we have it will all work out. We are further today than we were last year at this time. And much farther than five yeazs ago. Thank you and we will see you on January 6`" Duane MEMORANDUM TO: Park and Recreation Commission FROM: Michele McPhers~n~ Director of Planning DATE: January 6, 2004 SUBJECT: Special Meeting Agenda Attachments • October 2001 Park and Recreation Department Formation Investigation Results and Recommendation • Draft Park and Recreation Director Position Description A special meeting of the Park and Recreation Commission has been called for Tuesday, January 6, 2004 at 5:30 p.m. in the City Hall lunchroom. The purpose of the special meeting will be to: 1. Review the October 21, 2003 Park and Recreation Commission investigation results and recommendation to the Council, including departmental organization and location. 2. Review the draft Park and Recreation Director job description. 3. Discuss the hiring process. 4. Select two members of the Commission to serve on the selection committee (via ballot). Department Recommendation Staffine The October 2001 report provides an overview and justification for the formation of a Park and Recreation Department. Page Seven of the report illustrates the organization of the department and notes that the Director will report to the City Administrator. This director would supervise current recreation staff and the Ice Arena and Senior Center Managers. Phil Halls, Street and Park Superintendent, has spoken with the City Manager about establishing a park maintenance crew that would report directly to the new director. The current Park Foreman and three laborers would be assigned to work only in parks. This change would likely occur in 2005, as the director is not anticipated to start until mid-2004. Memo to the Park and Recreation Commission Park and Recreation Direccor Special Meeting January 6, 2004 Page 2 The Park Foreman would office in Lions Park Center along with the director and other recreation staff. The Commission should note that the Facility Coordinator identified in the 2001 report has been hired. Location Lions Park Center is the home to the recreation department at this time. The office space was designed with the thought that a director would be hired at some time in the future. The director needs to be located in the same building as the staff that they are going to be supervising. While parks and planning need to work together, the Park and Recreation Director does not need to be located in City Hall. The internal review process is such that the director would be included in all meetings regarding development. In addition, the current Planning staff has enough familiarity with the Park Plan to be able to advocate the Commission's position with developers when necessary. The park planner is utilized often by off-site staff for specialized projects. In addition, it is unlikely for the director to be assigned non-park related items from the City Administrator if they are located off-site. Job Description Review of the job description is a key component to the hiring process. All applications will be evaluated based on the qualifications identified in the description, both minimum and preferred. Some things to consider include: Type of degree - is one preferred over another? Years of experience -minimum and preferred Type of experience Location of applicant (Minnesota applicants may have an edge due to their familiarity with the state laws) While line staff applications are often evaluated based on a "point scale", department head level positions are evaluated based on the qualifications listed in the job description. Ckher items that are evaluated include whether the person is making an advancement or a lateral move in their career, if they have been unemployed or out of the profession for a period of time, or other "subjective" items. The key is having a thorough and detailed description of the job and minimum/preferred qualifications as the basis of the evaluation to cull applicants. Hiring Process At the department head level, the process utilized has typically included a selection committee of two commissioners, two Councilpersons, and two staff. Occasionally, a professional "headhunter" has been utilized to review applicants on behalf of the city. The two staff are present to provide support, reference material, and an occasional opinion; the do not vote. The Commissioners and Councilpersons make the recommendation to the Council which then approves the hiring. The director will be reporting to the City Administrator and working ultimately for the City Council. It will not be possible for the S:\PLANNING\Michele McPherson\PARKNREC\Depanment Investigation\12 22 03 memo to P & R.doc Memo to the Park and Recreation Commission Park and Recreation Director Special Meeting January 6, 2004 Page 3 Comnussion to review, as a whole, the applications for a number of reasons, including data privacy, the advantage given to the Commission (the City Council as a whole will not review the applications), and the precedent for future hiring processes. The Commission needs to trust that its two representatives will advocate to the two Councilpersons a candidate that will serve the park system and department to the greatest ement possible. Hence the need to have the representation by both parties (Commission and Council) be equal. Once the applications have been evaluated based upon the qualifications in the job description, interviews with the candidates will be established. A series of questions will be developed to ask the candidates. The Commission should identify and evaluate the types of questions it may want to have asked during the process, both during the initial and second mterviews. After the interviews are complete, the selection committee will make a decision and background/reference checks completed. An offer will be made and negotiated and once accepted, the Council will approve the hiring. S:\PIANNING\Michele McPherson\PARKNREC\Department Investigation\12 22 03 memo to P & Rdoc City of Elk River Park and Recreation Commission Park and Recreation Department Formation Investigation Results and Recommendation October 2001 Table of Contents Introduction Existing Conditions Findings New Department Components and Organization Budget Impacts Implementation Timeline Resulting Changes Recommendation Park Department Formation Repott to the Elk River City Council October 2001 Page 3 Introduction During the February 28, 2000 joint meeting of the Park and Recreation Cotmission and the Elk River City Council, the concept of a dedicated Park and Recreation Department with its own director was discussed. At that time, there were concerns over the longevity of the Community Recreation JPA with the cities of Hassan, Rogers, and CRsego. By the end of 2000, Hassan had announced its withdrawal from the JPA. At the joint meeting, the Council authorized the Commission to investigate the implications of developing a dedicated Pazk and Recreation Department for the City of Elk River. Since that time, the City of CKsego has announced its decision to leave the JPA, and beginning in January 2002, the City of Elk River will be responsible for providing recreation programming on its own. Why is the Coxntnission concerned about the current lack of a dedicated Pazk and Recreation Department? Traditionally, parks and recreation have included three components: park planning development, park maintenance, and recreational programming. Currently, the these components are provided by what has been described as a "three legged stool" with no single- focusedleader or"seat": Director of Planning provides: agenda preparation, subdivision review for park dedication purposes, park design Superintendent of Streets/Parks provides: park maintenance and construction services Program Manager provides: programming services The Commission does not doubt the dedication of these individuals to the development of the City's park and recreation system, however, is this the most efficient or timely provision of service to the citizens of Elk River and those outside the community who may visit and utilize our parks? The Commission believes there is a better way to provide these services. A recent example of the lack of timely service is the length of time that it has taken to develop a master plan for the Youth Athletic Complex. A Director dedicated solely to the maintenance and development of parks would have been able to focus on the task without the conflict of other job duties (i.e. land use planning or street maintenance). In addition, two of the above individuals are not formally trained in the study of parks and recreation and therefore are not current with park and recreation trends. This report was written to answer four related questions. The answers to these questions in turn shape the Commissions recommendations tothe City Council regarding the question of should the City centralize these important functions? 1. How does the City of Elk River currently serve the Park and Recreation needs of the community? 2. How might the City structure itself to meet future needs? 3. If the City established a separate Parks and Recreation Department -what would be different and why? 4. What are the financial costs of any recommended changes? The Commission has used information from a variety of sources in the writing of this report including site visits to Community Recreation, the Parks and Streets Department, the Monticello Parks and Recreation Department, interviews with a number of parks and recreation administrators Park Department Formation Repott to the Elk River City Council October 2001 Page 4 of both Metro and out state communities, and information provided by Director of Plaunittg and Finance Director. The goal of this report prepared by the Commission is to provide a recommendation to the Council of a framework for a dedicated Park and Recreation Department, the budget impacts, the justification for the investment, and an implementation timeline. Existing Service Provision As stated earlier, the three components of parks and recreation services are currently provided by staff in three different departments: Park and Street Department The Park and Street Department is located at 19000 Elk Lake Road. The Mission Statement of the Department is: It is the mission of the Park/Street Deparbnait toprarndeprzrnpt andmurro~us serrices to area residatts in a fauaraally ri.sPoorsila'er»anner. In do»zg so, zee strire to la? safety conscious, creuiact; helpful, arnlaziozrs, and understandnxgas zzedo zelxueter tasks are laid l~rneus. In 2000, the department had 32,298 hours, 28% of which were devoted to park projects. Park activities included field maintenance, mowing, skating rinks, and park maintenance/development. Seventeen full-time and four pan-time staff work in the department. A full-time Park Foreman has been designated. Planning Department The Planning Department is located in City Hall. The Mission Statement of the Department is: To assist the pubic, Plarmmg C,arartission, and Cuy C.oimcrl zeiuh the orderlydeteloprrau of tlae city. Staff in the Department provide planning and design services for parks. The Director of Planning provides coordination services for the Commission, and averages anywhere from five to 15 hours per week on Park and Recreation issues. The Planner also provides staff assistance to the Commission and is currently working 20-25 hours per week on Park and Recreation issues (YAC, Lions Shelter addition, Trott Brook Barn). Community Recreation is currently housed at 50 Main Street, the Emporium (formerly the City Liquor Store). A move to the Lions Park Shelter is anticipated in December 2001. The Mission Statement of the Department is: Canmwrity R~matiorz offers rtrreaziaoc prt~zarvna-~ suplrort, and inpcu to tlae Park mzd Rcematiari Cararrission, supjxrvt services to the Youth Associations, as zrn'l as other relare~sen~ces. Park Deparcment Formation Reporc to [he Elk Pover City Council October 2001 Page 5 Two full-time, one 3/a time, and multiple seasonal staff are responsible for recreation programming in the City. In 2001, the City's portion of the Community Recreation budget was $239,500.00 and in 2002, the City expects to budget $296,850.00 for recreation programming. Findings and Observations Finding 1: The Elk River Parks and Recreation system is undergoing rapid expansion that will continue into the foreseeable future. This expansion can be documented through the increase in three areas: (1) the number of park and recreation facilities in the Elk River system, (2) city dollars budgeted for Capital Improvements for park and recreation purposes, and (3) consumer demand for park and recreational activities within the City of Elk River. 1. Increase in the number of City facilities: When the City Council approved the Master Park and Recreation Plan in 1997, the system consisted of 27 parks and athletic complexes totaling ?acres. In 2001, the system has grown to 33 sites totaling 777 acres. At the current rate of development, at least seven neighborhood parks plus at least one additional area-wide park will be added to the system within the next five years. It is not unreasonable to anticipate that these additions will add another 175-250 acres to the system. 2. City dollars budgeted for Parks and Recreation Capital Improvements: In 1997, the Ciry targeted approximately $40,000 toward the development of city owned park and recreation facilities plus land acquisition. In 2000, the City spent $165,574.97 on Park Capital Improvement projects. In 2001, the City has approved Capital Improvements for the Park System in the amount of $124, 464. Additional expenditures for land acquisition maybe recommended to the Council in the near future. Over the 5-year period of 2002 through 2007, the Commission anticipates making Capital Improvement recommendations to the Council totaling $714,500. 3. Consumer demand for parks and recreation services: The 33 sites and facilities that comprise the current system allow opportunities for recreational outlets that range from quietly passive individual pursuits to highly energetic team competitions to community wide get-togethers such as the Crop Walk. Community demands for city-owned facilities led to the recent restructuring of the facility reservation system. The construction of BMX facilities at the Youth Athletic Complex, Mountain Biking Trails at Hill Side City Park, new or expanded playground equipment at Lions, Country Crossing, Riverplace and Barrington Parks, the remodeling of the Barn at Trott Brook Farms, and the relocation of Community Recreation staff to new facilities at Lions Park, all represent consumer demands on the current system that were not evident just a few years ago. Finding 2: The City of Elk River spent $514,755 for park and recreation maintenance, programming, and capital improvements during the year 2000. This amount does not include city financial support for the Ice Arena. The $426,228 represents the total dollars specifically recommended for park and recreation purposes by the Parks and Recreation Commission ($165,574), the Street and Park Department park and trail Park Depattment Formation Repott to the Elk River City Council October 2001 Page 6 development maintenance budget ($285,000) and Community Recreation programming budget ($64,181). Finding 3: Recommendations regarding maintenance of existing facilities, programming, planning, and expenditures for capital improvements are currently made by a combination of volunteers and multiple staff representing a variety of City Departments. All recommendations regarding allocation of city resources for parks and recreation purposes ultimately must be ratified by the City Council. Volunteers currently shaping recommendations include the members of the Park and Recreation Commission. The work of the Commission in turn is shaped by hundreds of volunteers that work in various capacities on park and recreation projects. Ciry staff that currently shape recommendations include the Park and Street Superintendent, the Parks Foreman, the City Finance Director, the Ciry Administrator, the Director of Planning, and the Manager of Community Recreation. Finding 4: The current decision making process regarding parks and recreation decisions works adequately in that decisions are eventually made, but the implementation of the decisions is sometimes slowed due to conflicting demands on staff time and related resources. Decisions are also slowed due to the lack of a full-time designated person /or city department that has appropriate training to assume responsibility for coordinating timely responses to park and recreation priorities. Each of the staff listed above has multiple responsibilities and demands on their time, including some responsibility for parks and recreation. Cunently all staff make a good faith effort to move park and recreation priorities forward, but any given effort may have to give way to other Departmental priorities. Given the projected growth in the park and recreation system, increased use by residents of City services and facilities, and the increased demands on current staff, the Commission projects that this situation will not improve unless some key staff are added (see New Department Components and Organization). Most park and recreational initiatives by their very composition tend to be multi-jurisdictional in that final projects represent a blend of professional fmancial, planning, programming, construction, and ongomg maintenance staff expertise. Based on Commission review of other Park and Recreation Departments in Minnesota, eventually marry municipalities make the decision to hire additional staff charged with the responsibility of implementing parks and recreation priorities. New Department Components and Organization To meet the anticipated planning, coordination, programming and maintenance needs, it is necessary that the city target additional staff resources to respond to the demands of a growing parks and recreation system. These additional resources could be created by a combination of new hires and internal transfer/reorganization of existing staff. The current staff has a wealth of experience and knowledge of the City's Park and Recreation System and it is hoped that they would be willing to remain in a newly organized Park and Recreation Department. Park Depattment Formation Report to the Elk River City Council Oc[ober 2001 Page 7 To understand the relationship of new hires and existing staff in the new Department, a graphic representation is provided: Park and Recreation Department Organizational Chart New Posztion Director Ice Arena Existing Pa rition Ice Arena Manager Existing Positions Staff Senior Center Existing Position Secretary Existing Position Planner** Recreation Existing Portion '/z tune Receptionist (2002) Park Maintenance & Construction Existing Position Senior Coordinator Existing Position PT Senior Programmer * Transfer from Street Department ~ Transfer from Planning Department Existing Porition Recreation Manager Existing Position Programming Assistant New Position Facility Coordinator Existing Positions Seasonal (40) Existing Position Park Foreman* New Position Maintenance II Existing Positions Seasonal (7) New Hires would include a Paxk and Recreation Director, a Facility Coordinator, and a Maintenance II Woxkex. The Parks and Recreation Director would assume major Park Depattment Formation Repott to the Elk River City Council October 2001 Page S responsibility for coordination of all city support on behalf of the City's parks and recreation programs. The Facility Coordinator would be responsible for the management and scheduling of facilities, including concession stands at the Orono Athletic Complex, the Youth Athletic Complex, and the Ice Arena. The Maintenance would be permanently assigned to the New Department. Internal Transfers would include the Community Recreation Manager and current staff, the current Parks Foreman position, the Ice Arena Manager and current staff, and the Senior Program Coordinator and staff, and the Park Planner from the Planning Department. The Commission acknowledges that with the proposed internal transfers, additional staff would need to be hired in other departments; a planner in the Planning Department, and a person to replace the Park Foreman in the Street Department. A second Maintenance II position would permanently assigned to the Street Department for this replacement. It is highly recommended that this position be filled with someone with experience with imgation systems (summer work) and snow plowing. Budget Impacts It will be necessary for the City to spend additional funds annually to pay for what in effect will be a new department charged with specific responsibilities associated with meeting the City's parks and recreation priorities. It is anticipated that these increases in 2001 dollars will range between $215,000 and $280,000 annually -based on information provided the Parks and Recreation Commission by the City's Finance Director. In a memo dated August 15, 2001 the Director projected that these personnel costs would be: Positions (new): Park and Recreation Director: $60,468 $80,283 Facility Coordinator $34,335 $46,411 Maintenance II Parks Worker $38,103 $51 104 TotalNetvPositiaas $132,906 $177,798 Start Top Positions (replacement): Planner: $46,881 $58,204 Total Replacement Positions $84, 984 Total New/Replacement $217,890 $287,106 These figures represent full-time positions that would be an on-going annual expense to the City. Additional monies maybe spent on increased seasonal workers, and increases in supplies, etc. to respond to increases in requests for service. Park Department Formation Repott to the Elk River City Council October 2001 Page 9 Implementation Timeline The Commission is aware that the request for a Park and Recreation Department and the reorganization of staff and resources will require careful thought and planning for inclusion in the City's budget. It is also a large undertaking to complete in one sweep. This report will be presented to the Council too late in the process for the 2002 budget, however, a timeline for implementation has been developed: October 2001: Meet with City Council to review investigative report and recommendations December 2001: Lions Park Shelter addition completed, City Recreation moves in January 2002: Assign imgation maintenance to other internal staff person; current Park Foreman takes stronger role in park maintenance and development June 2002: Include Director of Parks and Recreation in 2003 budget discussions December 2002: 2003 Budget approved with Director position included January 2003: Advertise for Director position March/Apri12003: Select and interview candidates, select new hire May/June 2003: New Director starts, is housed at Lions Park June 2004: Include Maintenance II and Field/Concession Coordinator positions in 2005 budget discussion; consider reorganization of Senior Center and Ice Rink staff during same discussions December 2004: 2005 Budget approved with Maintenance II and Field/Concession Coordinator positions included January 2005: Begin hiring process for Maintenance II and Field/Concession Coordinator positions Resulting Changes The Commission believes that a dedicated department of pazk and recreation professionals would enhance the Ciry of Elk River Park and Recreation system. A Director of Parks and Recreation would be a direct staff link to the Parks and Recreation Commission, Ciry Administrator, and Ciry Council as well as a lead person on all parks and recreation related projects. This would eluninate the need for two departments to switch off responsibility for park projects when their respective workload gets too great. The Director would also work with developers and landowners to implement the Master Park Plan and be responsible for the proper use of park dedication funds for future land purchase and the Park Department Formation Report to the Elk River City Council October 2001 Page 10 development of short and long-term budgets. They would also work with the school district and county, state and federal agencies regarding joint ventures and grant or matching fund opportunities. The Commission also believes that by creating a department to encompass all park and recreation related activities including park maintenance, recreation programming, park planning, senior programming, and arena operations, at least three current departments could concentrate fully on issues related directly to their departments and not have to juggle park and recreation issues. The new department could also be the City's full time advocate on forestry and tree preservation issues as well as coordinating volunteer efforts in the park system. The Commission recognizes that many departments within the Ciry have been doing parts of these elements. As the City continues to grow and citizens demand a more developed park and recreation system, the demand on other departments will also increase. It is time to create a single department wuh a full time focus on present and future park and recreation needs. Recommendation Based on the Commission's findings, it makes the following recommendations to the Elk River City Council. Recommendation 1: The City Council take action to formally establish a City Parks and Recreation Department that will assume primary responsibility for coordinating all activities connected with the planning, programmmg, development and ongoing maintenance of the Ciry of Elk River Parks and Recreation sites and facilities. Current and future Community Recreation, Ice Arena, and Senior Program staff will be included as components of the new Department. Recommendation 2: The Ciry Council be guided by the timeline included in Section 6 for the key staffing milestones to be achieved in the creation of the Parks and Recreation Department. ' \ City of Elk River ._1. Park and Recreation Director Ver Position Description Department: Immediate Supervisor: Park and Recreation Ci Administrator Pay Grade: FLSA Status: Last Updated: (date) Exem t Positions Supervised: Recreation Manager, Recreation Programmers, Secretarial Staff, Facility Coordinator, Park Foreman, Ice Arena Staff, Senior Citizen Pxo ammin Staff, Libra Staff, Park Planner Position Summary The Pazk and Recreation Director is responsible for the oversight of park planning, maintenance and recreation programming. This position reports to the City Administrator and is responsible fox the development and implementation of the Master Paxk Plan, Paxk Capital Improvement Plan/Bud et, and the bud et for o exation of the de axtment. Essential Functions Develops and administers, in conjunction with others, the City's park and recreation system and programs A. Oversees the preparation of recreation programs and services. B. Coordinates construction and maintenance of park facilities. C. Oversees scheduling and use of pazk facilities. 2. Develops and implements the Ciry's Master Paxk Plan A. Plans, directs, and presents the development/revision of Master Paxk Plan. B. Updates portions of the Master Paxk Plan. C. Coordinates review of land use applications (subdivisions) fox consistency with the Master Paxk Plan. D. Monitors trends in pazks and recreation fox inclusion in the Master Park Plan. E. Prepares and implements Capital Improvements Plan and Budget. F. Coordinates long-range regional park planning with other jurisdictions. G. Coordinates implementation activities with local associations and other juxisdications. H. Prepares and submits giant applications fox the acquisition of land and the development of parks. 3. Coordinates activities for the Paxk and Recreation Commission. A. Oversees and pazdcipates in preparation of agendas and agenda materials. B. Schedules meetings. C. Coordinates Capital Improvement budget development fox parks. D. Attends appropriate park development meetings. 4. Oversees the provision of recreational programming to City's residents. A. Keeps current on new developments in the park and recreation field. B. Encourages creative thought for new program opportunities. C. Explores partnership opportunities to expand program offerings. Page 1 5. Performs communication activities. A. Composes documents and edits written materials. B. Writes routine correspondence and reports. C. Delivers presentations to various internal and external groups to provide information, encourage use of services, request approval. D. Receives and responds to requests for information and complaints. 6. Performs administrative duties. A. Assists in developing and monitoring departmental budget. Performs personnel activities. A. Oversees and conducts employee training. B. Delegates work and schedules employees and volunteers. C. Assesses and manages employee performance. D. Assists/initiates employee selection activities. E. Performs timely annual performance reviews of all employees supervised. 8. Performs other essential job duties. A. Regular and timely work attendance. B. Follows all safety procedures. C. Participates in safety training. Required Knowledge, Skills, and Abilities ^ Skill to communicate effeceively, both orally and in writing, to a variety of groups. ^ Skill to research and conduct studies related to park and recreation trends and issues. ^ Ability to manage several projects at one time. ^ Abiliry to establish and maintain effective working relationships with the City Council, Park and Recreation Commission, developers, residents, community groups, youth associations, and other employees. ^ Abiliry to supervise staff and motivate employees to work to their full potential. ^ Abiliry to remain up to date on professional knowledge and skills. ^ Ability to review and update plans. ^ Xiootxx ^ Xim.~xic Minimum Qualifications ^ Bachelor's Degree in Parks and Recreation Administration, Physical Education, Public Administration, or related field ^ Bachelor's Degree in Natural Resources Management with a minimum of 5 years experience in a municipal park department, 3 years of which as a supervisor. ^ Bachelor's of Science Degree Recreation, Parks & Leisure Services ^ Five years experience in municipal parks and recreation with progressive supervisory experience ^ Five years experience in parks development, planning and land acquisition ^ Grant writing experience ^ Experience working with citizen groups or volunteer organizations Page 2 Park and Rec Dir Pos Des Drafr Preferred Qualifications ^ Master's Degree in Parks and Recreation Administration, Physical Education, Public Administration, or related field ^ Master's Degree in Natural Resources Management with a minimum of 5 years experience in a municipal park department, 3 years of which as a supervisor. ^ Master's of Science Degree Recreation, Parks & Leisure Services ^ Xx~ ^ X~at Page 3 Park and Rec Dir Pos Des Draft