Minnesota State Parks: Everyone's Country EstateMinnesota Division of Parks and RecreationMNDPR_baa56200-abd8-11df-840a-7b197a64ea2aMinnesota State Parks is the common name often used to refer to the units operated by the Minnesota Department of Natural Resources Division of Parks and Recreation. These units include: • State parks • State recreation areas • State waysides The Division of Parks and Recreation also oversees the operation of forest recreation areas, including both campgrounds and day use sites, within Minnesota’s state forests.Courtland NelsonDirector, Division of Parks and Recreation_baa5682c-abd8-11df-840a-7b197a64ea2aWe will work with the people of Minnesota to provide a state park system which preserves and manages Minnesota’s natural, scenic and cultural resources for present and future generations while providing appropriate recreational and educational opportunities._baa569da-abd8-11df-840a-7b197a64ea2aCommitmentWe have a commitment to mission.Planning and PrioritiesWe will develop a plan that addresses the highest priorities for the Division.Strategic AlignmentWe will integrate strategies with the DNR Strategic Conservation Agenda.Service and Fiscal ResponsibilityWe will strive to serve current and future citizens of this state in a manner that illustrates wise use of funding.Customer FocusWe will focus on customers – both current and future generations.Human Resources and Positive Work EnvironmentWe value our human resources and strive to provide a positive, supportive work environment.Effective CommunicationsWe are committed to communicating effectively.Measurable OutcomesWe will develop outcome-based and measurable results as a follow up to the strategic direction.StewardshipWe will foster and practice stewardship of our resources.SafetyWe will provide a safe work environment for our employees and visitors.Mission: InterpretationThe Division will continue to be innovative in providing interpretive programming to state park visitors through proven and non-traditional methods, broaden its reach of visitors that benefit from interpretive services, strengthen the role of interpretive services in visitor education and management, attract new visitors to state parks and expand the cooperative education efforts within the Department._baa56b24-abd8-11df-840a-7b197a64ea2a1State Park VisitorsBackground: The Division’s interpretive services mission as set out in the Minnesota State Park System Interpretive Services Plan is: “To provide accessible interpretive services which create a sense of stewardship for Minnesota’s natural and cultural heritage by illuminating the changing relationships between people and landscapes over time.” The Division has clear responsibilities in this area as spelled out in MS86A.05 subd.c “…preserve, perpetuate, and interpret natural features that existed in the area of the park prior to settlement and other significant natural, scenic, scientific, or historic features that are present . . . Programs to interpret the natural features of the park shall be provided.” Interpretation is one of the core missions as established in statute. However, this mission area has changed significantly during recent budget appropriations. Naturalist-led interpretive service levels have changed in over 30 state parks. Overall program participation by visitors has remained fairly stable, with the loss in naturalist program attendance being replaced by visitor center attendance. It is estimated that about one in six visitors to state parks has an interpretive experience.Interpretive ProgramTo carry out the statutory mandate of providing interpretive programs for park visitors to the best of the Division’s ability._baa56c82-abd8-11df-840a-7b197a64ea2a1.1Priority SettingEstablish clear priorities within the interpretive program._baa56dea-abd8-11df-840a-7b197a64ea2a1.1.1Staffing PrioritiesReview and update the Minnesota State Park System Interpretive Services Plan (1995) regarding interpretive staffing priorities._baa56f52-abd8-11df-840a-7b197a64ea2a1.1.2Self-Guided InterpretationProvide more self-guided interpretation at state parks without naturalists._baa570b0-abd8-11df-840a-7b197a64ea2a1.1.3Project Designs and Work TeamsDesign projects for landscape areas or groupings of parks whenever possible and use interpretive project work teams on statewide or region-wide projects._baa57218-abd8-11df-840a-7b197a64ea2a1.1.4Volunteer Presenters, Guest Speakers and Special ProgramsUtilize volunteer presenters, guest speakers and special program series to add variety, interest and increase the number of programs offered._baa57376-abd8-11df-840a-7b197a64ea2a1.1.5VolunteersBroad-Based Interpretive ProjectsIdentify interpretive projects that have broad-based applications such as books about state parks, state park education trunks, checklists, website information and natural plant community interpretation._baa574e8-abd8-11df-840a-7b197a64ea2a1.1.6Web-Based ServicesDevelop more web-based delivery of services and expand the use of technology to reach visitors._baa57664-abd8-11df-840a-7b197a64ea2a1.1.7High School and University RelationshipsDevelop relationships with local high schools and universities to provide secondary and post-secondary outdoor education experiences and as a source for interns, student workers, and seasonal employees._baa57b3c-abd8-11df-840a-7b197a64ea2a1.1.8Secondary StudentsPost-Secondary StudentsLow-Cost MethodsConsider adding low-cost alternative methods such as using volunteers to help provide visitor information._baa57d6c-abd8-11df-840a-7b197a64ea2a1.1.9VolunteersNew Visitor Center DesignsMake a commitment to design new visitor centers to be as efficient as possible in terms of staff operation._baa57f38-abd8-11df-840a-7b197a64ea2a1.1.10Alternative FundingExplore alternative funding sources._baa580f0-abd8-11df-840a-7b197a64ea2a1.1.11FeesConsider charging fees for certain value-added programs to pay for staffing and program materials._baa582a8-abd8-11df-840a-7b197a64ea2a1.1.12ContentProvide the type and content of interpretive services that the public desires and attract new visitors to state parks through interpretive services while maintaining a focus on resource stewardship._baa58474-abd8-11df-840a-7b197a64ea2a1.2Method AssessmentWork with marketing staff to assess methods of interpretive service delivery desired by current visitors._baa58654-abd8-11df-840a-7b197a64ea2a1.2.1New VisitorsWork with marketing staff to determine what types of services and programs would attract new visitors._baa58834-abd8-11df-840a-7b197a64ea2a1.2.2Marketing StaffEffectiveness EvaluationWork in partnership with the DNR Office of Management and Budget Services and the University of Minnesota to evaluate the effectiveness of interpretive services._baa58a1e-abd8-11df-840a-7b197a64ea2a1.2.3DNR Office of Management and Budget ServicesUniversity of MinnesotaRecreation and Resource ManagementAssist in fulfilling the Division’s recreation and resource management missions._baa58c08-abd8-11df-840a-7b197a64ea2a1.3Visitor Management InformationProvide visitor management information and address park management and resource management issues through programs and materials._baa58e10-abd8-11df-840a-7b197a64ea2a1.3.1Interpretive ActivitiesDevelop interpretive activities that incorporate recreational experiences._baa5900e-abd8-11df-840a-7b197a64ea2a1.3.2Marketing and MerchandisingIntegrate interpretive services with marketing and merchandising efforts._baa5920c-abd8-11df-840a-7b197a64ea2a1.4Annual ThemesWork with marketing staff on developing recommendations for annual themes._baa59414-abd8-11df-840a-7b197a64ea2a1.4.1Marketing StaffThematic ProgrammingDevelop interpretive programming around annual themes._baa5961c-abd8-11df-840a-7b197a64ea2a1.4.2Merchandise ProgramWork with the merchandise program annually to develop and purchase products that support the themes and programming._baa59950-abd8-11df-840a-7b197a64ea2a1.4.3Marketing ProgramWork with the marketing program on new and innovative means to reach visitors and promote programs._baa59c20-abd8-11df-840a-7b197a64ea2a1.4.4Conservation AgendaFurther the Department’s Strategic Conservation Agenda._baa59e64-abd8-11df-840a-7b197a64ea2a1.5Guided and Selfguided ServicesIncorporate Departmental mission, goals, priorities, key messages and initiatives in the Division’s guided and selfguided services where appropriate._baa5a0f8-abd8-11df-840a-7b197a64ea2a1.5.1Interpretive Service PromotionPromote interpretive services facilities, staff, resources and audiences to other divisions as a cost-effective method for delivering messages to the public._baa5a328-abd8-11df-840a-7b197a64ea2a1.5.2Guest Speakers and Expertise SharingInvite other Department staff to supplement interpretive programs as guest speakers, and encourage Division interpretive staff to share their talents as subject matter experts to other divisions._baa5a56c-abd8-11df-840a-7b197a64ea2a1.5.3Exhibits, Displays, Signs and Audio/Visual ProductionsProvide interpretive staff experience and expertise in designing and creating exhibits, displays, signs and audio/visual productions to assist staff in other divisions._baa5a7ba-abd8-11df-840a-7b197a64ea2a1.5.4Mission: Natural and Cultural Resources ManagementHave a common understanding of desired future conditions and a plan, timeline and cost estimates for achieving and maintaining those conditions._baa5a9f4-abd8-11df-840a-7b197a64ea2a2Background: Natural and cultural resource management is a clear area of responsibility for the Division as spelled out in MS s86A.05 subd. 2c. The statute mandates that state parks be managed to preserve, perpetuate and interpret the natural features that existed at the time of Euro-American settlement, and other significant natural, scenic, scientific or historic features present. In addition, state parks are to maintain a balance of plant and animal life and re-introduce desirable species that are now missing. The Division will work to implement the DNR Strategic Conservation Agenda vision for natural lands – “remaining natural ecosystems will be conserved” and “degraded habitats will be restored.” State parks provide windows on Minnesota’s past. Visitors can experience today what early settlers found when they pioneered this new country and how the Native Americans experienced the land they lived with over two hundred years ago. Although the Division can point to some outstanding successes, there is still a tremendous amount of effort needed to restore and maintain the natural and cultural resources consistent with statutory direction. A complementary companion piece is being developed to establish consistent operational guidance for resource management across the state park system. Cultural resources have additional statutory mandates in MS s307.08, the Minnesota Private Cemeteries Act and MS s138, the Minnesota Historic Sites Act. The National Historic Preservation Act (36 CFR Part 800) applies under some circumstances as well. Historically, the Division has undertaken cultural resource activities primarily in response to development projects. Desired Outcomes: The Division will have a common understanding of desired future conditions and a plan, timeline and cost estimates for achieving and maintaining those conditions. The Division will have a comprehensive description of what needs to be inventoried for good decision-making and a system developed to prioritize these inventory needs both amongst the inventories themselves and the other important work in the resource program. The Division will have tools to measure success. Visitors to state parks and citizens of Minnesota will have an increased appreciation for and understanding of the natural and cultural heritage in their state parks.Needs Inventory and PrioritizationDetermine the inventory needs of the state park system; develop a process for prioritizing and conducting those inventories while still maintaining important restoration and management efforts._baa5ac4c-abd8-11df-840a-7b197a64ea2a2.1To maintain or restore presettlement conditions as required by MS s86A, subd. 2c, the Division needs to know what was present during this time period compared to what exists today. A reasonably good database of presettlement conditions exists as part of the Public Land Survey (PLS). The missing piece is a complete picture of today’s conditions. The Division will determine the inventory needs of the state park system; develop a process for prioritizing and conducting those inventories while still maintaining important restoration and management efforts.Inventory ListingList the natural resource inventory needs of the system._baa5aed6-abd8-11df-840a-7b197a64ea2a2.1.1CriteriaDevelop criteria for prioritizing the inventories._baa5b160-abd8-11df-840a-7b197a64ea2a2.1.2Land Cover MapsComplete for all units._baa5b3e0-abd8-11df-840a-7b197a64ea2a2.1.3Future ConditionsDevelop desired future conditions for all units._baa5b660-abd8-11df-840a-7b197a64ea2a2.1.4Climate ChangeAddress impacts of climate change during establishment of desired future conditions and other long-range resource management planning efforts._baa5b8fe-abd8-11df-840a-7b197a64ea2a2.1.5Resource Management CriteriaDevelop criteria for determining the importance of inventory work as it relates to ongoing resource management activities._baa5bb74-abd8-11df-840a-7b197a64ea2a2.1.6Work Planning CoordinationCoordinate statewide inventory needs with annual work planning for resource specialists and park managers._baa5be12-abd8-11df-840a-7b197a64ea2a2.1.7GISMake better use of technology (GIS) to facilitate inventory work._baa5c0a6-abd8-11df-840a-7b197a64ea2a2.1.8Citizen ScienceExpand citizen science efforts where appropriate._baa5c4a2-abd8-11df-840a-7b197a64ea2a2.1.9CitizensScientistsFunding Estimation SystemDevelop a system to estimate full funding for the resource program in order to fulfill the statutory mandate._baa5c83a-abd8-11df-840a-7b197a64ea2a2.2Resource Estimates for Inventory and MappingDefine what it would take in terms of staff time, material costs and contracts to fully inventory current system and complete land cover mapping._baa5cb0a-abd8-11df-840a-7b197a64ea2a2.2.1Future Condition Cost EstimatesDetermine the cost to establish desired future conditions._baa5cdda-abd8-11df-840a-7b197a64ea2a2.2.2Future Condition EstimatesDefine what it would take in terms of staff time, material costs and contracts to take all units from their current condition to desired future conditions._baa5d0a0-abd8-11df-840a-7b197a64ea2a2.2.3Program PrioritiesOnce full-funding level is determined, design a clear set of program priorities that guide the Division toward reestablishing or maintaining desired future conditions._baa5d370-abd8-11df-840a-7b197a64ea2a2.2.4Resource Management PrioritiesDevelop criteria and processes to establish project priorities within the resource management program._baa5d64a-abd8-11df-840a-7b197a64ea2a2.3Guidance DocumentComplete Resource Management guidance document._baa5d92e-abd8-11df-840a-7b197a64ea2a2.3.1Park Resource Management PlansDevelop individual park resource management plans that will be used as part of the park management plans, set priorities and serve as a guide for annual work planning._baa5dc1c-abd8-11df-840a-7b197a64ea2a2.3.2Work PlansUse park resource management plans to develop annual work plans._baa5df0a-abd8-11df-840a-7b197a64ea2a2.3.3Priority SettingDevelop region resource management plans to set priorities._baa5e202-abd8-11df-840a-7b197a64ea2a2.3.4Inter-Divisional CoordinationCoordinate with other divisions within the Department for mutually beneficial outcomes._baa5e504-abd8-11df-840a-7b197a64ea2a2.4Niche DefinitionClearly define state parks’ niche in the spectrum of other resource management providers._baa5e806-abd8-11df-840a-7b197a64ea2a2.4.1Goal Difference Resolution ProcessDesign for use a mutually agreed upon process to resolve resource management goal differences when missions differ among resource management providers._baa5eb12-abd8-11df-840a-7b197a64ea2a2.4.2Resource Management ProvidersWorking RelationshipsDevelop and maintain strong working relationships with other resource management providers._baa5ee6e-abd8-11df-840a-7b197a64ea2a2.4.3Resource Management ProvidersArea TeamsActively participate in Department area teams._baa5f2f6-abd8-11df-840a-7b197a64ea2a2.4.4Area TeamsMeasurement Tools and TechniquesDevelop tools to measure the effectiveness of resource management activities in order to determine what works and what does not, as well as continue to develop new tools and techniques._baa5f6c0-abd8-11df-840a-7b197a64ea2a2.5Monitoring ProgramDevelop a consistent monitoring program._baa5fa08-abd8-11df-840a-7b197a64ea2a2.5.1Recording ProtocolDevelop a consistent recording protocol._baa5fd28-abd8-11df-840a-7b197a64ea2a2.5.2Change TrackingTrack changes in conditions based on management actions._baa6005c-abd8-11df-840a-7b197a64ea2a2.5.3DocumentationDevelop a commitment to documentation._baa60386-abd8-11df-840a-7b197a64ea2a2.5.4Best Management Practices ToolsContinue to seek out proven best management practices tools._baa606c4-abd8-11df-840a-7b197a64ea2a2.5.5ResearchFoster research that strategically answers key issues confronting natural resource management in state parks._baa60a0c-abd8-11df-840a-7b197a64ea2a2.5.6Research Results DisseminationProvide access to and a means of disseminating resource management research results._baa60d5e-abd8-11df-840a-7b197a64ea2a2.5.7TrainingProvide staff with state of the art resource management training._baa610ba-abd8-11df-840a-7b197a64ea2a2.5.8MNDPR StaffResource Progam IntegrationFully integrate the resource program at all levels of park management._baa61420-abd8-11df-840a-7b197a64ea2a2.6Management InvolvementInvolve all levels of park management in resource work plan development and execution._baa617f4-abd8-11df-840a-7b197a64ea2a2.6.1Resource Training ProgramDevelop a resource training program for all staff._baa61b78-abd8-11df-840a-7b197a64ea2a2.6.2MNDPR StaffResource Assessment ProcessEnsure that the resource assessment process is well understood and utilized in order to provide sustainable use of state parks by visitors._baa61ef2-abd8-11df-840a-7b197a64ea2a2.6.3CommunicationCommunicate more effectively about the resource program to the public._baa6226c-abd8-11df-840a-7b197a64ea2a2.7The PublicCooperative ProjectsDevelop projects cooperatively across programs._baa625e6-abd8-11df-840a-7b197a64ea2a2.7.1Public Program TeamingPresent public programs as a team that may include park management, resource specialist and interpretive specialist._baa6296a-abd8-11df-840a-7b197a64ea2a2.7.2Interpretive SpecialistsResource SpecialistsPark ManagersStaff CommunicationDevelop communication between resource and marketing/media staff._baa62e7e-abd8-11df-840a-7b197a64ea2a2.7.3Cultural Resource ProgramDevelop a clear definition of cultural resource program goals and a means of achieving them._baa632b6-abd8-11df-840a-7b197a64ea2a2.8Statutory MandatesReview all statutory mandates to ensure compliance and define the pillars upon which the cultural resource program rests._baa63676-abd8-11df-840a-7b197a64ea2a2.8.1GoalsEstablish goals for the program._baa63a18-abd8-11df-840a-7b197a64ea2a2.8.2PrioritiesEstablish priorities for reaching the goals._baa63e1e-abd8-11df-840a-7b197a64ea2a2.8.3Historic Building Re-UseWork with DNR Management Resources to determine the feasibility of re-using historic buildings._baa641d4-abd8-11df-840a-7b197a64ea2a2.8.4Capital Maintenance ProjectsImplement the DNR Conservation Agenda goal of directing 10% of the overall capital maintenance projects for state parks in each biennium to National Register buildings, structures, and districts within state parks and state recreation areas._baa6458a-abd8-11df-840a-7b197a64ea2a2.8.5Mission: RecreationEstablish attendance and revenue increases while maintaining the provision of low cost recreation, continue to provide personal service to visitors, and establish reasonable goals for completing the highest priority management plans._baa6494a-abd8-11df-840a-7b197a64ea2a3Park VisitorsBackground: The statutory mandate directs the Division to provide appropriate recreation to “utilize the natural features of the park that can be accommodated without material disturbance of the natural features of the park or the introduction of undue artificiality into the natural scene….” The statute goes further to state that “park use shall be primarily for aesthetic, cultural, and educational purposes, and shall not be designed to accommodate all forms or unlimited volumes of recreational use” (Minnesota Statutes Chapter 86A). Statute also requires that a management plan be prepared for each unit of the state park system. State parks have maintained a high (95%) visitor satisfaction rate since the first measurement in 1988. However, overnight and day use in state parks has not grown in proportion to the state’s population in the last ten years, remaining relatively flat. Minnesota population trends include: population growth occurring primarily in urban areas, population of the state as a whole growing older, racial and ethnic minority groups growing faster than the rest of the population, and decreasing household size. All of these trends represent growth among groups who tend to participate less in outdoor recreation. Desired Outcomes: The Division will maintain the loyalty and satisfaction rates of its current customer base and attract new user groups. Biennial goals to increase use during periods of historically low capacity will be developed. An entrepreneurial approach for selected services will be used. The Division will establish biennial attendance and revenue increases while maintaining the provision of low cost recreation and continue to provide personal service to visitors. The Division will establish reasonable goals for completing the highest priority management plans. Criteria for adding land or new units to the state park system will be used. A system will be developed for assessing and prioritizing infrastructure needs to support recreation activities, attract new visitors, protect the resources and provide for interpretation.Overnight and Day UseIncrease overnight and day use in order to more effectively utilize the existing infrastructure capacity._baa64d14-abd8-11df-840a-7b197a64ea2a3.1Marketing EvaluationStrengthen marketing efforts through the evaluation of product, pricing, promotion and placement of state park services and benefits._baa65110-abd8-11df-840a-7b197a64ea2a3.1.1Marketing PlansDevelop annual marketing plans that include innovative promotions to increase attendance and revenue during low use periods and at lesser-used facilities._baa65502-abd8-11df-840a-7b197a64ea2a3.1.2Social Science ResearchConduct social science research such as focus groups and surveys to assess benefits sought by current users and barriers to participation by non-users._baa658f4-abd8-11df-840a-7b197a64ea2a3.1.3Recreation and Demographic TrendsAssess current recreation and demographic trends to inform decisions surrounding facility and program development._baa65cfa-abd8-11df-840a-7b197a64ea2a3.1.4Partnerships and SponsorshipsDevelop partnerships and sponsorships to promote the state park system and increase park visitation._baa6610a-abd8-11df-840a-7b197a64ea2a3.1.5Visitor SatisfactionMaintain high visitor satisfaction during a time when traditional services are being reduced or service delivery methods are being changed._baa66592-abd8-11df-840a-7b197a64ea2a3.2Communication PlansDevelop communication plans to create awareness and manage expectations._baa66b5a-abd8-11df-840a-7b197a64ea2a3.2.1Service ConcentrationConcentrate service provision in areas that are most important to satisfied customers._baa66fe2-abd8-11df-840a-7b197a64ea2a3.2.2Administrative LoadDecrease administrative load so more time can be spent on visitor services through the use of team management._baa67406-abd8-11df-840a-7b197a64ea2a3.2.3Campground Host ProgramMore fully develop campground host program participation and consider a compensation package for campground hosts._baa67820-abd8-11df-840a-7b197a64ea2a3.2.4Campground HostsSafety, Conflict Reduction, and Resource PreservationKeep visitors safe, reduce conflicts among visitors and keep the natural and cultural resources intact for future generations._baa67c58-abd8-11df-840a-7b197a64ea2a3.3Park RulesReview park rules and modify as needed._baa680a4-abd8-11df-840a-7b197a64ea2a3.3.1Security StaffMaintain uniformed security staff visibility in the park._baa684d2-abd8-11df-840a-7b197a64ea2a3.3.2Problem AreasEvaluate problem areas and determine the best method to alleviate them._baa68900-abd8-11df-840a-7b197a64ea2a3.3.3Security Cross-TrainingConsider cross-training staff for security activities._baa68d9c-abd8-11df-840a-7b197a64ea2a3.3.4MNDPR StaffEnforcement PartnershipsDevelop and maintain partnerships with other enforcement providers._baa69210-abd8-11df-840a-7b197a64ea2a3.3.5Enforcement ProvidersInterpretive ServicesUtilize interpretive services for visitor management._baa6967a-abd8-11df-840a-7b197a64ea2a3.3.6Recreation OfferingsEvaluate the type and amount of recreation offerings in state parks and recreation areas._baa69b0c-abd8-11df-840a-7b197a64ea2a3.4Recreational NichesDetermine the recreational niche of each park in the system – each park cannot support every activity._baa69f6c-abd8-11df-840a-7b197a64ea2a3.4.1Park Management PlanningUtilize the park management planning process to determine appropriate recreation within each unit._baa6a3e0-abd8-11df-840a-7b197a64ea2a3.4.2Priority SystemEstablish a reasonable management plan process and priority system that addresses the highest needs of the system._baa6a854-abd8-11df-840a-7b197a64ea2a3.4.3Participation TrendsDevelop recreation offerings that reflect the participation trends in the state._baa6acc8-abd8-11df-840a-7b197a64ea2a3.4.4BalanceBalance the need to generate revenue with appropriate recreation._baa6b196-abd8-11df-840a-7b197a64ea2a3.4.5Service Upgrades and New ActivitiesEvaluate the cost/benefit and appropriateness of providing service upgrades to the current offerings or potential new activities._baa6b7cc-abd8-11df-840a-7b197a64ea2a3.4.6Impact MinimizationMinimize impacts of specific user groups on natural and cultural resources in order to meet the Division’s mandate._baa6bd12-abd8-11df-840a-7b197a64ea2a3.5Park Management PlanningConduct park management planning to avoid or minimize negative impacts to resources while providing appropriate recreation opportunities._baa6c1b8-abd8-11df-840a-7b197a64ea2a3.5.1Visitor EducationEducate visitors through interpretation and marketing._baa6c654-abd8-11df-840a-7b197a64ea2a3.5.2Usage and Facilities ReviewReview existing recreation uses and facilities to address emerging or newly identified impacts._baa6cb04-abd8-11df-840a-7b197a64ea2a3.5.3New AdditionsEvaluate potential new additions to the state park system, including expansion of existing units or proposals for new units._baa6cfaa-abd8-11df-840a-7b197a64ea2a3.6Evaluations will follow statutory direction to “preserve an accurate representation of Minnesota’s natural and historical heritage . . . provide an adequate supply of scenic, accessible, and usable lands and waters to accommodate the outdoor recreation needs of Minnesota’s citizens” and the DNR Strategic Conservation Agenda goal for a sustainable network of natural lands.DNR Strategic Conservation AgendaEvaluate the DNR Strategic Conservation Agenda for areas of mutual interest among Divisions for land acquisition, easements, research, management and protection of public lands to assure that remaining natural ecosystems will be conserved._baa6d446-abd8-11df-840a-7b197a64ea2a3.6.1Minnesota State Park Land StudyUtilize the Division’s Minnesota State Park Land Study to evaluate the types of experiences and landscapes that are missing for the state park system._baa6d9be-abd8-11df-840a-7b197a64ea2a3.6.2(See Appendix B: Figures 4 and 5).Assessment ToolUtilize the Division’s assessment tool designed for evaluating potential new state park and state recreation area proposals._baa6de8c-abd8-11df-840a-7b197a64ea2a3.6.3New Opportunity ProposalDevelop DNR, legislative, and Parks & Trails Council of Minnesota assessments for individual proposals of new opportunities for DNR regional and Commissioner’s Office review._baa6e35a-abd8-11df-840a-7b197a64ea2a3.6.4Parks & Trails Council of MinnesotaCriteriaDevelop criteria for adding lands to existing units and establish a process for developing recommended statutory boundary additions that incorporate DNR regional priorities and Department connections for natural and recreational corridors._baa6e828-abd8-11df-840a-7b197a64ea2a3.6.5Expansion NeedsContinue to identify expansion needs through the park management plan process as stated in the DNR Conservation Agenda._baa6ed00-abd8-11df-840a-7b197a64ea2a3.6.6Objective MeasurementsIntegrate the current evaluation system with other tools to create objective measurements of the benefits and costs of new state park and SRA opportunities, including trail connections and state trail designations._baa6f1e2-abd8-11df-840a-7b197a64ea2a3.6.7InholdingUtilize a prioritization system for purchasing inholdings._baa6f6c4-abd8-11df-840a-7b197a64ea2a3.6.8Assessment ToolsPartner with the Parks & Trails Council of Minnesota on developing and utilizing assessment tools for evaluating new opportunities._baa6fbb0-abd8-11df-840a-7b197a64ea2a3.6.9Parks & Trails Council of MinnesotaPartnershipsPartner with other organizations as appropriate to explore connections and creative approaches to preserving important ecosystems and viewsheds._baa702b8-abd8-11df-840a-7b197a64ea2a3.6.10Fiduciary ResponsibilityWork with the Department to develop a means of meeting the fiduciary responsibility for trust fund lands that are within state park boundaries._baa70880-abd8-11df-840a-7b197a64ea2a3.6.11Shoreland and Public WatersWork with the Department to further the Conservation Agenda goal of increasing public access to shoreland and public waters._baa70d9e-abd8-11df-840a-7b197a64ea2a3.6.12InfrastructureProvide infrastructure improvements or new infrastructure development in order to meet changes in recreation needs, generate revenue, augment visitor’s education and understanding of the park or to protect natural and cultural resources and scenic beauty. Develop a means of assessing the cost-benefit ratio of the infrastructure improvements._baa712d0-abd8-11df-840a-7b197a64ea2a3.7Facility Market TrendsReview market trends to identify emerging trends and potential new facility demands._baa71820-abd8-11df-840a-7b197a64ea2a3.7.1Barriers to ParticipationImplement marketing recommendations based on social science research evaluating barriers to participation._baa71d34-abd8-11df-840a-7b197a64ea2a3.7.2High Priority FacilitiesDetermine criteria and placement for high priority facilities._baa72252-abd8-11df-840a-7b197a64ea2a3.7.3Critical AreasIdentify critical cultural and natural resource areas to be protected through facility design or engineering solutions._baa727de-abd8-11df-840a-7b197a64ea2a3.7.4CriteriaDevelop criteria to review existing facilities for improvements needed to achieve the goals of utilizing existing capacity._baa72cfc-abd8-11df-840a-7b197a64ea2a3.7.5Bonding FormulaDevelop a comprehensive long-term bonding formula for addressing building improvements on a regular basis._baa73224-abd8-11df-840a-7b197a64ea2a3.7.6Cost-Benefit AssessmentDevelop a means of assessing the cost-benefit ratio for infrastructure improvements._baa73756-abd8-11df-840a-7b197a64ea2a3.7.7Capital NeedsDetermine how much capital is needed annually to protect the investment of the state park system infrastructure._baa73c9c-abd8-11df-840a-7b197a64ea2a3.8Infrastructure DataWork with the Department Management Resources Bureau to develop data concerning total value, age, replacement cost and estimated annual maintenance costs of above and below ground infrastructure._baa741d8-abd8-11df-840a-7b197a64ea2a3.8.1Management Resources BureauMaintenance and Rehabilitation PrioritiesPrioritize known critical infrastructure maintenance and rehabilitation projects._baa7471e-abd8-11df-840a-7b197a64ea2a3.8.2Prioritization SystemDevelop a project prioritization system with associated ranking criteria and review process._baa74c6e-abd8-11df-840a-7b197a64ea2a3.8.3Bonding ProposalReview historical bonding levels in relation to infrastructure needs and develop a comprehensive long term bonding proposal for maintaining state park infrastructure._baa75236-abd8-11df-840a-7b197a64ea2a3.8.4Coordination with PartnersCoordinate the development of bonding proposals with the Parks & Trails Council of Minnesota and other partners._baa7579a-abd8-11df-840a-7b197a64ea2a3.8.5Parks & Trails Council of MinnesotaInterpretive DisplaysDevelop a system and plan for updating and replacing interpretive displays._baa75eac-abd8-11df-840a-7b197a64ea2a3.8.6GISLocate and inventory utilities and other infrastructure in the geographic information systems to aid repair and replacement prioritizations._baa764e2-abd8-11df-840a-7b197a64ea2a3.8.7Human ResourcesContinue to have a highly professional, motivated group of people to serve state park customers._baa76a96-abd8-11df-840a-7b197a64ea2a4Background: The Division of Parks and Recreation employs a highly professional, dedicated group of people that care deeply about the success of the state park system. This is reflected in the consistently high satisfaction rate of park visitors. Within the six-year period of this strategic plan, upwards of one third of the current employees may be eligible for retirement. This represents a significant potential loss of institutional knowledge and raises questions of how the Division attracts, hires and retains employees. Desired Outcomes: The Division will work together to successfully navigate the service delivery changes implemented within the state park system. The Division will continue to have a highly professional, motivated group of people to serve state park customers. The Division will have a well-designed system to capture the institutional knowledge of people retiring. The Division will diligently care for the safety, health and wellness of its employees. The Division will develop an exam for promoting current employees as well as hiring new employees.Institutional KnowledgeRetain the institutional knowledge that will be lost through retirements and attrition as well as attract new employees._baa77022-abd8-11df-840a-7b197a64ea2a4.1Knowledge and Expertise TransferDevelop a process for the transfer of knowledge and expertise that may include oral histories, exit interviews, and reduction in hours to part-time for retiring employees._baa7761c-abd8-11df-840a-7b197a64ea2a4.1.1Management TrainingDevelop a management training program._baa77bbc-abd8-11df-840a-7b197a64ea2a4.1.2Qualification MethodsReevaluate traditional methods for determining qualified candidates for Division positions._baa7815c-abd8-11df-840a-7b197a64ea2a4.1.3Safety, Health and WellnessProvide for employee safety, health and wellness._baa78706-abd8-11df-840a-7b197a64ea2a4.2MNDPR EmployeesSafety ProgramContinue the Division’s commitment to a strong safety program through training, ongoing communication and provision of safe equipment._baa78cc4-abd8-11df-840a-7b197a64ea2a4.2.1Safety ImprovementsExplore ideas for continuing to improve upon the Division’s safety record._baa7928c-abd8-11df-840a-7b197a64ea2a4.2.2Accident ReductionPrioritize the most effective means of reducing accidents in order to provide for employee well-being, reduction of lost time and financial liabilities._baa79868-abd8-11df-840a-7b197a64ea2a4.2.3Wellness and FitnessDefine the Division’s role in providing for “fitness for duty” and overall employee health and wellness._baa79e8a-abd8-11df-840a-7b197a64ea2a4.2.4Policies and ProgramsDesign programs and/or policies to promote employee safety, health and wellness._baa7a470-abd8-11df-840a-7b197a64ea2a4.2.5Work/Home BalancePromote a healthy work and home balance for employees._baa7aa42-abd8-11df-840a-7b197a64ea2a4.2.6Work Planning and PrioritiesSet clear priorities and work with employees to prioritize workload through annual work planning._baa7b028-abd8-11df-840a-7b197a64ea2a4.2.7Workplace Passion and AppreciationCreate a workplace where employees are appreciated and have a passion for state parks._baa7b7da-abd8-11df-840a-7b197a64ea2a4.2.8Employee SupportDevelop means of supporting employees through current changes in the system._baa7bea6-abd8-11df-840a-7b197a64ea2a4.2.9MNDPR EmployeesRecruitment, Training, Retaining and PromotionRecruit, train, retain and promote a professional workforce that has appropriate competencies and is representative of the state’s population._baa7c52c-abd8-11df-840a-7b197a64ea2a4.3Colleges and Job FairsDevelop an outreach plan for colleges and job fairs._baa7cb30-abd8-11df-840a-7b197a64ea2a4.3.1College StudentsJob SeekersYouthCreate an outreach program for youth._baa7d134-abd8-11df-840a-7b197a64ea2a4.3.2YouthUnderemployed GroupsSeek out underemployed groups, i.e. seniors, stay at home parents, other seasonal employees._baa7d738-abd8-11df-840a-7b197a64ea2a4.3.3Underemployed GroupsSeniorsStay at Home ParentsSeasonal EmployeesUnderrepresented PopulationsFocus on underrepresented populations._baa7dd3c-abd8-11df-840a-7b197a64ea2a4.3.4Underrepresented PopulationsStudents and InternsExpand student worker and intern programs._baa7e354-abd8-11df-840a-7b197a64ea2a4.3.5StudentsInternsEntry-Level QualificationsExpand program or methods for identifying qualified candidates for entry-level positions._baa7e9d0-abd8-11df-840a-7b197a64ea2a4.3.6Training ProgramEstablish a formal training program._baa7effc-abd8-11df-840a-7b197a64ea2a4.3.7Mentoring ProgramDevelop a mentoring program for new employees._baa7f61e-abd8-11df-840a-7b197a64ea2a4.3.8New EmployeesState Park Competency ProgramWork with colleges and universities to establish a core state park competency program._baa7fc36-abd8-11df-840a-7b197a64ea2a4.3.9CollegesUniversitiesHave park staff assist with curriculum development and teaching.Continuous LearningProvide opportunities for continuous learning._baa80262-abd8-11df-840a-7b197a64ea2a4.3.10Career Goals and MobilityProvide a means of assisting employees in assessing and achieving career goals that may include more opportunity for mobility assignments._baa8088e-abd8-11df-840a-7b197a64ea2a4.3.11CompetenciesDevelop means of assessing core competencies and providing employees growth opportunities in deficiency areas._baa80ec4-abd8-11df-840a-7b197a64ea2a4.3.12Career LadderProvide a career ladder._baa81572-abd8-11df-840a-7b197a64ea2a4.3.13Responsiveness to ChangeBe proactive in responding to the Division’s changing management structure including the team management of parks and seasonal park operations._baa81bc6-abd8-11df-840a-7b197a64ea2a4.4PlanDevelop a plan for recruitment, training, retention and promotion once the new system has been fully constructed._baa823dc-abd8-11df-840a-7b197a64ea2a4.4.1Reclassification StudyConduct a reclassification study based on changes to the system._baa82ae4-abd8-11df-840a-7b197a64ea2a4.4.2AdministrationPursue innovative means of service delivery that create efficiencies while maintaining the historically high satisfaction rates._baa83160-abd8-11df-840a-7b197a64ea2a5Background: The Division of Parks and Recreation is recognized as having one of the most sophisticated budgeting tools in the nation through the use of standards. The Division has also been an innovative leader by centralizing and privatizing the camping reservation system; statutorily dedicating the profits from the working capital account to resource management and interpretive activities; developing a marketing program; developing the Passport Club; and accepting credit cards for payment (the last three were cited in “Re-inventing Government, How the Entrepreneurial Spirit is Transforming the Public Sector,” 1992). The Division will continue this legacy of innovation. To provide the highest priority visitor services while creating efficiencies, the Division will review and implement as necessary, changes in six major service delivery areas: Forest Recreation Areas (FRA’s); Team Management of Parks; Seasonal Parks; Privatized Reservation System; Hours of Contact Station Operation; and Automated Self-pay Systems. Additionally, the Division will target specific programs for efficiency and effectiveness evaluations. Desired Outcomes: The Division will pursue innovative means of service delivery that create efficiencies while maintaining the historically high satisfaction rates. Examples include: developing low cost means of providing services in FRA’s, reducing duplication of administrative services through team management of state parks, basing staffing and service availability on visitor use patterns, providing site-specific campground reservations through a centralized reservation system, and piloting and evaluating selfregistration technology to be considered for wider implementation. The purpose of these changes is to deploy staff to the highest priority activities. A methodology will be developed for reviewing Division programs, with review determinations conducted on a biennial basis. A prioritized budgeting and staffing system will be developed for use in times of reduction or expansion. Augmenting the budget through the use of increased partnerships and volunteerism will be explored.Service DeliveryAdjust service delivery to best spend the available funding and respond to the mandate of reforming government while maintaining high customer satisfaction._baa83822-abd8-11df-840a-7b197a64ea2a5.1(The first strategy is being reviewed and recommendations for implementation made concurrent with the development of the strategic plan).Targeted Service Delivery AreasImplement, monitor changes, document savings and evaluate visitor response in six targeted service delivery areas._baa83ec6-abd8-11df-840a-7b197a64ea2a5.1.1o Forest Recreation Areas (FRA’s). The FRA’s are being evaluated to determine the level of service that should be provided in each, based on use patterns. Alternate means of providing services are being explored. o Team Management of Parks. Currently five parks are cooperatively managed in order to reduce duplication of administrative services. Additional parks are being evaluated for team management. Implementation of this and seasonal parks will take place as much as possible through retirements and attrition and will be fully implemented by the beginning of the 2008 fiscal year. o Seasonal Parks. Parks with lower day and overnight use are being evaluated to determine which parks may have reduced or no services during low use periods. Some parks may be involved in team management as well as being designated as seasonal parks. o Site-specific reservation system. A system was implemented during the 2005 camping season that allows visitors to select their own campsite when making a reservation. The full payment for camping is also collected at the time the reservation is made. o Contact station staffing. Hours of operation and staffing for contact stations will be adjusted according to historic visitor use patterns, rather than the current practice of consistent hours throughout the park system. o Automated self-pay systems and increased selfregistration. Investigate methods to reduce costs via greater user self-service.Other MethodsEvaluate costs for other methods of delivering services._baa84556-abd8-11df-840a-7b197a64ea2a5.1.2High-Cost and Labor-Intensive ActivitiesEvaluate the reduction or elimination of high cost labor intensive activities._baa84bfa-abd8-11df-840a-7b197a64ea2a5.1.3InnovationFoster an environment of innovation._baa852b2-abd8-11df-840a-7b197a64ea2a5.1.4Program ReviewsReview Division programs as appropriate for efficiency and effectiveness._baa85960-abd8-11df-840a-7b197a64ea2a5.2ChangesDetermine if and what changes need to be made in programs to support the changes in service delivery._baa86b62-abd8-11df-840a-7b197a64ea2a5.2.1Biennial EvaluationsDetermine which Division programs will be evaluated on a biennial basis._baa87256-abd8-11df-840a-7b197a64ea2a5.2.2MethodologyDevelop a methodology for conducting program reviews and evaluations._baa87918-abd8-11df-840a-7b197a64ea2a5.2.3ImplementationImplement changes from evaluations as appropriate._baa87ff8-abd8-11df-840a-7b197a64ea2a5.2.4BudgetEnsure that the budget distribution is a reflection of the Division’s mission in times of contraction as well as times of budget expansion._baa8871e-abd8-11df-840a-7b197a64ea2a5.3Mission-Driven PrioritiesDevelop mission driven priorities for budgeting purposes._baa88dfe-abd8-11df-840a-7b197a64ea2a5.3.1Funding MatrixCreate a funding matrix that reduces or adds to the current budget with mission-based priorities that include all levels of the organization and Forest Recreation Areas._baa896fa-abd8-11df-840a-7b197a64ea2a5.3.2FundingMitigate the impacts of general fund reductions._baa89e98-abd8-11df-840a-7b197a64ea2a5.4New RevenueCreate new revenue opportunities._baa8a5a0-abd8-11df-840a-7b197a64ea2a5.4.1New SourcesCreate new sources of funding._baa8acda-abd8-11df-840a-7b197a64ea2a5.4.2Corporate SponsorshipsExplore corporate sponsorships._baa8b3d8-abd8-11df-840a-7b197a64ea2a5.4.3CorporationsCorporate PartnershipsExplore corporate partnerships._baa8bad6-abd8-11df-840a-7b197a64ea2a5.4.4CorporationsVolunteer ProgramEvaluate expansion of the volunteer program._baa8c1de-abd8-11df-840a-7b197a64ea2a5.4.5VolunteersDedicated AccountWork toward establishing a sustainable dedicated account._baa8c8e6-abd8-11df-840a-7b197a64ea2a5.4.62006-01-012011-12-302010-08-18http://files.dnr.state.mn.us/parks_recreation/sp_strategic_plan.pdfOwenAmburOwen.Ambur@verizon.net