Wheeling Park District

Wheeling Park District 2012-2013 Goals & Objectives

Please click here for the 2012-2013 2nd Quarter Goals & Objectives update.

Initiative - Provide Quality Guest Service and Experiences – Providing quality service and experiences includes knowing guests, creating satisfied guests through memorable experiences, and developing lifelong relationships. Goals are to continue to improve service, identify the Park District’s targeted guests’ current and future needs, and to create loyalty among those individuals. Measurement of current services and guest experiences will continue, while developing methods to improve services and experiences. The desired outcome is to provide experiences that exceed expectations, resulting in high guest retention for, and loyalty to, the Park District.

Goal 1: Align parks and recreation opportunities with guest need.

Objectives
A. Develop a process to monitor and review program lifecycles and trend

B. Conduct an internal program audit to review offerings for age demographics

Goal 2: Pursue areas for growth, as identified in the Communitywide Survey results, usage, data, trends, and facility feasibility studies.

Objectives
A. Programs: Fitness and Wellness, Community Special Events, Teen and Adult Programs

B. Facilities: Indoor Fitness, Recreation Centers, Indoor Swimming Pool, Chevy Chase Country Club, Heritage Park Pavilion, Sports Complex

C. Improve upon and develop new Dashboard/Scorecard reporting to effectively measure usage and data

D. Achieve a program class cancellation rate below 15%

E. Achieve program participation growth of at least 5%

Goal 3: Evaluate and improve internal and external guest satisfaction and retention levels.

Objectives
A. Develop a District/department/divisional approach that efficiently and effectively measures guest satisfaction and retention

B. Conduct a compensation comparison survey

C. Develop Districtwide tool that measures internal guest satisfaction and retention

Goal 4: Develop guest loyalty and recognition program

Objectives
A. Continue the GEM program through the end of 2012

B. Evaluate, and monitor for change, existing internal guest recognition program

Goal 5: Implement major park improvement plans

Objectives
A. Heritage Park Redevelopment Project

Goal 6: Implement the 2012 Neighborhood Park Improvement Plan

Objectives
A. Meadowbrook Tot Lot

B. Husky Park Improvement

C. Pleasant Run Park Improvement

Goal 7: Implement the 2012 Major Projects Schedule

Objectives
A. Parks

Meadowbrook Tot Lot Redevelopment Project
Husky Park Redevelopment Project

B. Facilities

Parks and Facility Services Building Construction
Aquatic Center Facility Improvements
Community Recreation Center Improvements
Chevy Chase Country Club Improvements

Goal 8: Implement Phase I of the ADA Transition Plan

Initiative - Improvements in Internal Processes & Systems – The Park District has made a commitment toward continuously improving processes and systems. This initiative is supported throughout the organization, including: software upgrades, developing policies and procedures reflecting today’s operation, improved communication methods, and internal accountability systems. Continuous improvements to processes and systems provide efficiency and effectiveness throughout the organization, resulting in operational excellence.

Goal 1: Develop and streamline critical processes

Objectives
A. Strengthen and further develop operations procedures, processes and staff standards in core areas of operations

B. Develop and implement a Districtwide Security Plan

C. Review existing, and develop new, operational procedure manuals

D. Develop an Electronic Document Management and Data Organization Storage Plan

Goal 2: Maintain and achieve Agency accreditations

Objectives
A. Maintain Park District Risk Management Agency (PDRMA) accreditation

B. Achieve Distinguished Park & Recreation Agency accreditation

C. Continue to qualify for GFOA’s Certificate of Achievement for Excellence in Financial Reporting

Goal 3: Strengthen internal and external guest communications

Objectives
A. Identify internal guest communication methods and guidelines

B. Conduct an external guest communication audit

C. Develop and implement Heritage Park Brand and Communication Plan

Goal 4: Develop business plans for specific operations and/or facilities

Objectives
A. Chevy Chase Country Club

a. Golf

b. Food & Beverage

B. Fitness & Wellness

C. Family Aquatic Center

D. Arctic Splash

E. Heritage Park

Goal 5: Develop Agency environmental practices and standards

Objectives
A. Form an internal Environmental Committee to address recycling, best management practices, funding, education, stewardship and communication

Initiative - Establish Long-Term Financial Strategies – Financial stability is imperative in order to maintain existing assets, continue to provide services, and to invest in future opportunities. In order to maintain, as well as expand upon, existing services and facilities, the Park District will need to establish and maintain long-term financial strategies. Included in this initiative is the District’s need to continue to create new sources of funding, including grants, sponsorships, intergovernmental agreements, developer donations and public/private partnerships.

Goal 1: Align financial resources with need

Objectives
A. Continue to meet fund balance targets and build levels to meet target at Chevy Chase Country Club

B. Generate targeted annual transfers to Capital Projects Fund

a. Corporate: $550,000

b. Recreation: $575,000

C. Update and formalize Capital Replacement and Improvement Plan (CRIP)

Goal 2: Increase program and facility revenue to include

Objective
A. Chevy Chase Country Club, net of capital

a. Golf: $744,019

b. Food & Beverage: $801,401

B. Recreation, net of capital

a. Fitness & Wellness: $133,881

b. Aquatic Center: $402,061

c. Recreation programs: $75,832

Goal 3: Increase alternative revenue sources

Objective
A. Continue to research and seek new opportunities that provide additional funding

B. Develop a strategy to target those alternative sources

Initiative - Developing Community Relationships – The Park District recognizes the importance of creating opportunities for partnerships and involvement with all of its constituents, including residents, sponsors, other governmental entities, the business community and community organizations. The Agency is working to identify key partners, to work together to improve the overall community. The desired outcome is to create a shared communitywide vision, embraced by all, for the betterment of the community.

Goal 1: Develop strategic alliances

Objectives
A. Develop methods to connect with, and deliver service to, diverse markets

B. Develop an overall partnership evaluation process

C. Explore new opportunities for collaborations and partnerships

D. Review existing, and redevelop, affiliate program

E. Build upon working relationships with other governmental agencies, businesses, and service organizations

Goal 2: Foster existing relationships with State and Federal Legislators

Objectives
A. Keep in regular communication with legislators on Park District issues, public events and potential opportunities

B. Participate in state and national legislative forums on parks and recreation

Initiative - Continuous Learning Environment – Undoubtedly, the Park District’s most valuable asset is its people. The District continues to invest in its employees by creating a working environment that continuously provides learning opportunities and new challenges. The District recruits employees that are well matched with the organization’s culture. Opportunities for employees to actively participate in improving the overall organization are encouraged through collaboration, empowerment and trust. The organization is dedicated to creating a culture that is fun, and based on developing cohesive relationships.

Goal 1: Staff and Board development

Objectives
A. Develop core competencies for leadership positions and provide training through Wheeling Park District University (WPDU)

B. Evaluate and revise new-employee orientation and training program

C. Create guest service and standards training through WPDU

D. Strengthen Board competencies and conduct annual Board evaluation

Goal 2: Uphold an accountable work environment

Objectives
A. Conduct a workload/staffing analysis to determine the best allocation of human resource expenses

B. Hold employees accountable to meet their goals and position expectations

C. Monitor and report on progress of individual, divisional, department, and Agency goals

Goal 3: Encourage innovation, creativity

Objectives
A. Cultivate an environment that supports creative thinking

B. Encourage and support continuous learning