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HomeMy WebLinkAboutRes. 2023-37RESOLUTION NO. 2023-37 A RESOLUTION OF THE MAYOR AND COUNCIL OF THE TOWN OF FOUNTAIN HILLS, ARIZONA, ADOPTING THE 2024-27 COMMUNITY SERVICES STRATEGIC PLAN RECITALS: WHEREAS, the Mayor and Council of the Town of Fountain Hills (the "Town Council"), has determined it is in the best interests of the Town of Fountain Hills (the "Town") to create and maintain a long-term strategic plan to provide guidance on a number of activities related to the Community Services Department; and WHEREAS, the Community Services Department has prepared a Community Services Strategic Plan for 2024-2027, for Town Council consideration. ENACTMENTS: NOW THEREFORE BE IT RESOLVED BY THE MAYOR AND TOWN COUNCIL OF FOUNTAIN HILLS, ARIZONA, as follows: SECTION 1. The recitals above are hereby incorporated as if fully set forth herein. SECTION 2. The 2024-2027 Community Services Strategic Plan is hereby adopted in substantially the form and substance of Exhibit A, attached hereto and incorporated herein by reference. SECTION 3. The Mayor, the Town Manager, the Town Clerk, and the Town Attorney are hereby authorized and directed to take all steps necessary to carry out the purpose and intent of this Resolution. PASSED AND ADOPTED by the Mayor and Council of the Fountain Hills, Maricopa County, Arizona, this 19th day of December 2023. FOR THE TOWN OF FOUNTAIN HILLS: , 6, Ginny ickey, Mayor REVIEWED BY: Rachael Goo ,Town Manager ATTESTED TO: inda Mendenhall, Town Clerk APPROVED AS TO FORM: Aaron D. Arnson, Town Attorney RESOLUTION 2023-37 PAGE 2 EXHIBIT A TO RESOLUTION NO. 2023-37 [2024-2027 Community Services Strategic Plan] See following pages. Town of Fountain Hills Community Services Department 2024 — 2027 Strategic Plan Community Services Strategic Plan 2024-2027 Town of Fountain Hills Community Services Department Strategic Plan Mission Statement To enrich and provide an active quality of life for all residents and visitors through pro -active community engagement, resolute stewardship of amenities and open spaces, and enhancement of the overall health and well-being of our town. Visions and Themes 1. Provide recreation that inspires personal growth, healthy lifestyles, and a sense of community 2. Expand and strengthen outdoor experiences and opportunities to contribute to the region's attractiveness as a place to live, work, and play 3. Optimize safe utilization of facilities, amenities, and open space 4. Actively seek progressive, future -oriented options for funding, operations, and programs 5. Embrace a collaborative spirit and support teamwork within the department and the community Wage Town Council 12.19.23 Community Services Strategic Plan 2024-2027 Vision 1: Provide community services that inspire personal growth, healthy lifestyles, and a sense of community 1. Support and facilitate programs that appeal to and are appropriate for all ages, demographics, and abilities a. Support more opportunities for free or low-cost events i. Pop up events ii. Event -type consolidation to increase variety b. Expand Community Center Membership by providing additional evening programming c. Develop and grow youth, tot, and teen programs i. Non-competitive sports programs ii. Youth -based hiking and nature program 2. Involve the community to guide future programming a. Develop a needs assessment to guide our department's programming efforts b. Revitalize current participant surveys and utilize more methods to receive feedback c. Utilize technology to create more ways to offer feedback and suggestions 3. Enhance health and wellness programs and facility offerings to improve quality of life a. Design, develop, and improve park space to encourage more active areas b. Implement creative programs leveraging park features c. Encourage a broad range of fitness programs 4. Develop volunteer program engagement vision and values a. Create Volunteer Engagement and Onboarding Resource Guide b. Develop and Distribute an Online Volunteer Engagement & Best Practices Survey c. Provide quarterly Educational Resources on Volunteerism and Service to all Volunteer groups d. Grow the Essential Volunteer Service Programs Wage Town Council 12.19.23 Community Services Strategic Plan 2024-2027 Vision 2: Expand and strengthen experiences that contribute to the region's attractiveness as a destination to live, work, and play 1. Preserve, protect, maintain, and enhance natural resources, parkland, and recreational opportunities a. Planning - Acquire appropriate land to expand existing park facilities and services b. Environment Design and program activities to be sensitive to the Parks' environmental sustainability i. Utilize adaptive and native plants in landscape projects that are feasible and plant in the correct location ii. Develop planting and shade standards c. Maintaining parks, recreation, and open space as a vital element in the quality of life for residents i. Design walking path mapping and associated signage 2. Implement unique marketing strategies that highlight activities and inspire increased participation in Town offerings a. Create itineraries for parks, arts, and other programs b. Provide visitor resources in high -traffic locations, including parks c. Utilize social images to promote activities and programs d. Encourage awareness of Community Center convention space availability e. Create a Comprehensive Marketing Plan 3. Expand external organization use of parks and facilities a. Reach out to youth and adult sports organizations i. Explore expansion into skate, lacrosse, football, and soccer b. Continue to monitor market trends to stay competitive with those similar in the valley c. Increase Community Center multi -day conventions d. Continue to improve and maintain park amenities to accommodate growing and changing needs Wage Town Council 12.19.23 Community Services Strategic Plan 2024-2027 Vision 3: Optimize public awareness and safe, sustainable utilization of facilities, amenities, and open space 1. Provide a system of safety inspections and maintenance of all equipment and facilities and maintain safe/reliable facilities in an efficient/effective manner a. Parks i. Conduct annual amenity assessment in conjunction with Master Plan benchmarks ii. Perform bi-monthly playground safety inspections using Certified Playground Safety Inspector (CPSI) Standards iii. Develop a bi-annual facility inspection process to promote safety and efficiency b. Community Center i. Analyze and update policies and procedures ii. Work towards an updated maintenance request system with Facilities iii. Develop and train staff on evacuation and safety protocols 2. Foster advocates that share and promote the extensive offerings within Community Services a. Integrate social messaging to expand outreach b. Develop and assign website monitoring for systematic and timely updates c. Create educational events to inspire park ambassadors d. Maintain monthly Community Center art displays and increase public awareness of art exhibits 3. Review and update rules and policies a. Align all rules within parks and facilities to be consistent on all platforms b. Track market trends for changing and modernizing policies and initiatives c. Diversify staff training opportunities to maintain industry -leading level expertise 5lPagc Town Council 12.19.23 Community Services Strategic Plan 2024-2027 Vision 4: Actively seek progressive, future -oriented options for funding, operations, and programs 1. Create and advocate for additional open space and recreational areas a. Identify potential pocket park locations within town properties b. Integrate NRPA standards for land use criteria c. Utilize financial resources efficiently and equitably d. Review and adjust expenditures quarterly 2. Refine revenue -producing options throughout the department a. Review cost recovery pricing model to maximize revenue potential b. Maximize staff -run programs and consider options for expansion c. Research local organizations for program and instructor policies d. Expand revenue -generating options within the Community Center i. Evening hours: room availability, MOD model ii. Rental pricing models 3. Work towards alternative revenue sources a. Research and apply for appropriate grant opportunities b. Pursue sponsorships from local and large-scale businesses to expand programming and events c. Support the Finance Department in re-evaluating the Facility Replacement Fund Schedule d. Explore funding options to support essential services e. Evaluate the potential for Friends group — 501 (c)(3) f. Research the benefits of an in-house/freelance grant writer 6lPage Town Council 12.19.23 Community Services Strategic Plan 2024-2027 Vision 5: Lead with a collaborative spirit of teamwork within the industry, department, and community 1. Support department standing as a recognized leader in the community, state, and nation for park and recreation management a. Collaborate with State and Regional Representatives through government outlets, associations, and civic groups b. Participate with the NRPA, APRA, IFEA, Dark Skies, Dementia Friendly c. Develop and publish annual report standards d. Establish a committee to review CAPRA Accreditation 2. Continue to expand the level of public information and involvement in Community Services a. Enhance the public knowledge and appreciation of our natural beauty, open spaces, and historical surroundings b. Continue to showcase Community Services as an essential element of the Town 3. Encourage effective/efficient working relationships within the department and among community organizations a. Offer educational classes for residents highlighting best-known maintenance practices for landscaping b. Conduct local meetings at neighborhood parks to discuss projects c. Update/implement IGA's and partnerships with community organizations d. Seek internal collaborations to enhance all aspects of the department 4. Provide opportunities for customer feedback a. Deliver positive customer experiences c. Host Community Services public outreach night twice a year d. Analyze program and event data that drive and guide planning efforts 5. Embrace education opportunities, cross -training of staff, and team building a. Create and participate in internal training; leverage digital training b. Develop internal "how-to" guides for Community Services procedures c. Improve operational and strategic communications d. Lead and engage in improving the industry through association participation (present, speak, board, commission) 71Page Town Council 12.19.23