Wheeling Park District

Wheeling Park District 2010 Goals & Objectives

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, along with 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 recreation opportunities with guest need.

Objectives

A. Conduct communitywide survey.

B. Continue to measure and evaluate guest satisfaction.

C. Provide program and service evaluations online.

1. Add link from WPD home page for guests to access evaluation site.

2. Create procedure for staff to distribute evaluations.

3. Create procedure for compiling and reporting results.

D. Monitor economic trends and adjust recreation opportunities accordingly.

Goal 2: Complete the 2010 major projects in accordance with the 2010 Major Projects Schedule.

Objectives

A. Complete the VGBA Compliance Project.

B. Complete the CCCC kitchen renovation.

C. Install a new shade system at the Aquatic Center.

D. Make landscaping improvements at Chamber, Childerley, Denoyer, Husky, Horizon, and Pleasant Run Parks.

E. Install a new Preschool playground.

F. Replace CRC track.

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: Security Plan

Objective

A. Implement security needs for Chevy Chase Country Club.

B. Initiate a request for proposals for a security plan at Chevy Chase Country Club.

Goal 2: Environmental Practices and Standards

Objectives

A. Initiate recycling plan for the parks.

B. Present a parks recycling plan to the Board of Commissioners.

C. Select/locate recycling stations.

D. Develop a comprehensive educational sign package.

E. Create a public awareness program.

F. Evaluate Smart Energy Design Assistance Center (SEDAC) recommendations.

Goal 3: Districtwide Quality Standards

Objectives

A. Review Districtwide Quality Standards.

B. Revise division quality standards.

C. Create divisionwide standards.

D. Develop training to familiarize all staff with standards.

E. Alter statistical reports and update KPM.

F. Recognize and record statistics from nontraditional programs.

G. Update the Seasonal Statistic Report to be more useful.

H. Create quarterly statistical report for inclusion in Board reports.

I. Create new asset tracking system.

J. Update the Capital Replacement Plan document.

K. Create an asset-tracking system for the District.

Goal 4: Capital Improvement Plan

Objectives

A. Work with staff to ensure that the document is up to date and includes all District assets. (June 2010)

B. Develop new format for document to provide greater understanding of the District’s capital needs. (June 2010)

C. Develop new procedures to track additions and deletions of capital items. (September 2010)

D. Present updated Capital Replacement and Improvement Plan for Board approval. (December 2010)

Goal 5: Microsoft 2010

Objectives

A. Purchase software and licenses in advance of training.

B. Install software throughout the District.

C. Train staff on using the software.

Goal 6: Prepare to conduct an ADA Accessibility Study

Objective

A. Develop RFQ to send out to providers.

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: Year-end Transfers

Objective

A. Generate a transfer from the Corporate Fund of $400,000 and an additional transfer of $150,000 from the Recreation Fund.

Goal 2: Maintain Program and Facility Revenue

Objectives – Chevy Chase

A. Traditions

1. Generate $835,000 in green fee revenues. (November 2010)

2. Generate $264,000 in event round revenues. (November 2010)

B. Food and Beverage

1. Manage costs so that food sales represent 28% of sales.

2. Manage costs so that beverage sales represent 19% of sales.

3. Manage costs so that part-time labor costs equal 21% or less of sales.

Objectives – Fitness Center

A. Membership goals

1. Generate $293,534 in membership revenues.

B. Program revenues

1. Generate $157,622 in program revenues.

Objectives – Aquatic Center

A. Generate $106,150 in membership revenues.

B. Generate $160,040 in group revenues.

C. Generate daily admissions of $174,781.

Goal 3: Increase Alternate Revenue Sources

Objective

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

B. Wine Down event to raise money for scholarships. (April 16)

C. Family Learning Program Benefit Golf Outing with District 21. (August 10)

D. Submit OSLAD Grant to IDNR for Northside Park. (July 1)

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: Continue cooperative, working relationship with the Village of Wheeling (VOW) in order to improve the overall quality of life in the community.

Objectives

A. Implement a series of communitywide special events.

B. Meet with Village of Wheeling staff regularly to help coordinate, organize and implement events.

C. Utilize the Village of Wheeling staff’s influence to reach local businesses to pursue new partnership opportunities.

D. Evaluate the effectiveness of each event and make recommendations for 2011.

E. Maintain a positive, cooperative relationship with the Pavilion Senior Center.

F. Continue to conduct select recreation programs at the Center.

G. Provide staff volunteers to support various programs conducted by the Village of Wheeling.

Goal 2: Maintain and foster continuing partnerships with School Districts 21, 23, and Wheeling High School.

Objectives

A. Cooperate on the Family Learning Program with District 21.

B. Continue to provide staffing and recreation activities at the Harper East program site.

C. Increase the after-school intramural program by adding MacArthur Middle School (District 23).

D. Offer a joint golf outing to raise funds to support the FLP.

E. Create volunteer opportunities for high school students at recreation programs and special events.

F. Develop volunteer orientation and recognition program.

G. Partner with high school service clubs to recruit students.

H. Increase Park District presence in Wheeling schools.

I. Create a program for staff to make seasonal visits to schools and simultaneously entertain and inform students of Park District activities.

J. Conduct teen events 3 times per year and sell wristbands in advance to students at lunch times.

K. Meet regularly with Wheeling High School staff to collaborate on shared opportunities.

Goal 3: Continue/develop working relationships with State Representatives and Senators, other governmental agencies, community businesses and service organizations, including school districts, library districts, Chamber and Rotary.

Objectives

A. Designate Park District representatives to participate and/or serve as liaisons to identified agencies/organizations.

B. Keep in regular communication with legislators and other agencies on Park District issues, happenings, and potential opportunities.

C. Work with the Susan G. Komen Foundation to produce the Heritage Classic 5K/10K and 1-mile walk, and exceed 400 participants.

Goal 4: Continue cooperative, working relationship with the community of Wheeling through Park Attendants.

Objective

A. Work with the Wheeling Police Department, Indian Trails Public Library, and other community-based groups to promote positive and safe behaviors throughout the Wheeling Park District parks.

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: Provide learning opportunities supporting a mission- and values-driven organization for staff and Board.

Objectives

A. Staff Development

B. Continue to offer education and career development.

C. Develop training opportunities for employees’ core competencies.

D. Restructure Wheeling Park District University, focusing on local, state, and federal compliance requirements for full- and part-time employees.

E. Leadership and Communication Training

F. Board Workshop – Self-evaluation

Approved by the Board of Commissioners May 4, 2010.