Jan 7, 2014 - Match the industry standards of staff to acreage. CUSTOMER SERVICE: â¡ Training. â¡ Professionalism. â¡
Willamalane Park and Recreation District 250 S. 32nd St., Springfield OR 97478 willamalane.org 541-736-4544
Strategic Plan
2013-2018 Adopted January 2014
Willamalane Park
Splash! at Lively Park
Strategic Planning Team Facilitator: Rebecca Gershow, Planner, Planning & Development Damon Crume, Horticulturist, Park Services Division Nicole Gibson, Human Resources Manager, Administrative Services Division Daphene Sampson, Park Specialist, Park Services Division Diane Schechter, Recreation Manager, Recreation Services Division Todd Wheeler, Aquatics Supervisor, Recreation Services Division Lori Zenishek, Program Leader, Recreation Services Division
Management Team Bob Keefer, Superintendent Seve Ghose, Deputy Superintendent Pam Caples, Administrative Services Division Director Joel Miller, Park Services Division Director Vincent Martorello, Planning & Development Manager Mike Moskovitz, Public Affairs Manager
Willamalane Park and Recreation District maintains and operates five recreation facilities and 39 parks and open spaces that make up almost 1,000 acres. Highlights include Splash! at Lively Park, Camp Putt Adventure Golf Park, 12 waterfront areas, 17 miles of hiking and biking trails, 15 sports fields and 24 playgrounds. Willamalane offers hundreds of recreation programs to more than 60,000 patrons. Created by voters in 1944, Willamalane is a special tax district, separate from the city of Springfield, with its own boundaries. It is governed by a five-member, elected board of directors and managed by a district superintendent. Online information is available at willamalane.org. i
Willamette River at Clearwater Park
Willamette River at Dorris Ranch ii
Table of Contents Willamalane Park and Recreation District Strategic Plan Letter to the District ............................................................................................................... 1 Mission and Vision ................................................................................................................. 2 Values ........................................................................................................................................ 3 Operating Principles ............................................................................................................... 4 Goals ......................................................................................................................................... 6 Management Team Discussion.............................................................................................. 7 Strategies and Performance Measures .................................................................................. 9 Next Steps .............................................................................................................................. 20
Hazelnut harvest at Dorris Ranch
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Quartz Park
January 2014
Willamalane Park and Recreation District’s Strategic Plan had its genesis a few months ago with the gathering of input from all strata of staff throughout the organization— Administrative Services Division, Planning & Development Department, Park Services Division, Public Affairs Department, and Recreation Services Division along with the formal approval of the operating principles and the goals by the Board. This document is the culmination of the effort described above, collating the initial 429 strategies to a manageable 157, ranked by staff from each division, and then further refined by the Management Team from October through December of 2013. The adopted list of strategies, now numbering 64, are included in this Strategic Plan, formally discussed and approved at the Board Work Session on January 22, 2014. Much staff time was spent in the collation, ranking, discussion, and refinement of the strategies, and recognition is due our Planner, Rebecca Gershow, for her commitment and follow through. Many thanks are also due the staff who participated in the process and contributed toward the continual effort to make our District stand out among like entities in the region. This document is a rolling one with the expectation that it will be revisited every year close to the anniversary date, and updated based on the changes we will continue to experience as an agency. The realization dates on the strategies have been selected based on current resource allocation, and will evolve as discussion, planning, and implementation becomes imminent. Willamalane Park and Recreation District has a proud heritage of community engagement and is an unique agency in the park and recreation realm, especially with the high level of buy-in from the taxpayers in terms of funding. The District continues to grow, literally, with new programs, land acquisitions, and partnerships that accord more in the community to partake of the myriad offerings, year round. This Strategic Plan will further articulate the District objectives for years to come.
Seve Ghose Deputy Superintendent
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Willamalane’s Mission Deliver exceptional parks and recreation to enrich the lives of everyone we serve. — Adopted January 31, 2011
Willamalane’s Vision
Willamalane actively listens and responds to the community which, in return, trusts and supports the district.
Willamalane’s excellence in developing and maintaining parks, facilities, open space and programs draws recognition locally and nationally.
Willamalane exemplifies outstanding leadership by effectively managing and leveraging resources; promoting innovative practices; creating and maintaining strong partnerships; and recruiting and retaining highly motivated professional staff. — Adopted December 1, 2010
Quartz Park Grand Opening
Middle Fork Path Grand Opening
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Mill Race at Clearwater Park
Willamalane’s Core Values We Value People Willamalane has excellent resources, both physical and service-oriented. But none are as important or as valuable as our Patrons, our Volunteers, our Board Members, and our Staff. People are our most precious resource.
We Value Partnerships We are committed to building partnerships with our patrons, coworkers, and other organizations to address common issues, promote mutual interests, benefit our community, and enhance the quality of life in Springfield.
We Value Teamwork The whole is greater than the sum of the individual parts. We are much stronger and more effective when working as a team than as individuals. We are committed to building teamwork, respect, and trust among ourselves and with our patrons.
We Value Innovation Willamalane is committed to a tradition of creative thinking, trend-setting, and calculated risk-taking. We embrace change and encourage flexibility so that patrons can benefit from new and unique opportunities.
We Value Our Community We are committed to improving the quality of life in our community by promoting healthy lifestyles, strengthening our families, maintaining community assets, being good stewards of our parks and open spaces, and fostering a sense of community pride and common purpose. We Value Accessibility We are committed to offering all segments of the community a high level of physical, social, and economic access to our programs and facilities. We Value Personal Growth We are committed to enhancing the quality of people’s emotional, physical, and social well-being, and promote their personal growth through play, discovery, enrichment and learning.
We Value Excellence Excellence is a commitment to provide more than what is expected, be accountable for our actions, and be efficient and effective with what we have. We are committed to providing the resources, the support, and the encouragement to deliver the highest quality service to the community and to each other. We Value the Environment Our community looks to us to be the stewards of our present and future natural resources. We are committed to providing leadership in conserving those resources, and looking for new and better ways to be environmentally responsible. —Adopted by the Willamalane Board of Directors February 4, 2004
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Willamalane’s Operating Principles 1. Maintain the balance between high quality and quantity of park and recreation services within existing resources. 2. Adjust and deliver services to reflect changing community expectations, new growth, available resources and evolving needs. 3. Pursue and build partnerships within all sectors of the community to help deliver quality services. 4. Commit to a work environment that promotes trust, respect, open communication and teamwork between all levels of staff. 5. In cooperation with community stakeholders, advocate for and provide natural areas, river access, and pathways. 6. Strive to be environmentally responsible in district practices. 7. Incorporate new and innovative strategies in program delivery, operations and meeting community needs. 8. Maintain the community’s investment in existing facilities. 9. Provide opportunities to promote health and wellness.
Happy employees 4
Skate Park at Willamalane Park
Rental at Willamalane Center
View from the Thurston Ridgeline Trail
Pumpkin carving for Haunted Hayride 5
Goals
Principle #1: Maintain balance between high quality and quantity of park and recreation servies with existing resources. 1.1 Actively pursue efforts to obtain grants, alternative funding, and partnerships 1.2 Continue efforts to provide volunteer opportunities with the District, and actively recruit volunteers 1.3 Use assessment tools to develop sound program, operational, and financial decisions 1.4 Align resources with patron demand Principle #3: Pursue and build partnerships within all sectors of the community to help deliver quality services. 3.1 Maintain partnerships with service and non-profit organizations 3.2 Develop facilitated services as a strategy
Principle #5: In cooperation with community stakeholders, advocate for and provide natural areas, river access and pathways. 5.1 Acquire and develop natural area parks, river access, and pathways per the Park and Recreation Comprehensive Plan and Bond measure project list
Principle #2: Adjust and deliver services to reflect changing community expectations, new growth, available resources and evolving needs. 2.1 Identify gaps in service delivery, and adjust programs and services for the changing needs of our community 2.2 Pursue innovative approaches to promoting District programs and services 2.3 Strive for exceptional customer service as an integral part of program service delivery 2.4 Continue District wide inclusion efforts for all programs and services 2.5 Implement the Park and Recreation Comprehensive Plan's Capital Improvement Program, as funding allows
Principle #4: Commit to a work environment that promotes trust, respect, open communication and teamwork between all levels of staff. 4.1 Improve cooperation and communication between departments to help build a collaborative culture within Willamalane 4.2 Provide ample opportunities for training so that staff have necessary communication tools 4.3 Foster a positive work environment by holding all staff accountable to the District's Behavior Agreement
5.2 Continue to implement the Natural Resource Areas Master Plan
4.4 Emphasize internal customer service, teamwork, and interpersonal communication
5.3 Work with partners on advocating for parksrelated funding and policies
4.5 Strive to improve communication with all District staff
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Goals
Principle #6: Strive to be environmentally responsible in District practices. 6.1 Encourage and model stewardship of our community's natural resources 6.2 Create a culture that values sustainable environmental practices Principle #8: Maintain the community’s investment in existing facilities. 8.1 Commit adequate funding to maintain existing parks and facilities 8.2 Regularly reinvest in our parks and facilities to keep them attractive and dynamic
Principle #7: Incorporate new and innovative strategies in program delivery, operations and meeting community needs. 7.1 Research, identify and implement strategies to develop non-traditional revenues 7.2 Support a work place that encourages innovation and creative thinking Principle #9: Provide opportunities to promote health and wellness 9.1 Continue efforts that promote wellness and safety for the staff and community 9.2 Develop parks that are accessible and close to home 9.3 Provide additional opportunities for nature-based recreation 9.4 Promote sports and fitness opportunities for all members of the community
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Strategic Plan Management Team Discussion October 29, 2013 The information input toward developing a cohesive, focused, and thorough Strategic Plan for our District has ended on the larger scale. What remains is to collate much of this data into a document that will be the guide for Willamalane for the next three years or so. The plan will have to be visited annually on the adoption anniversary to keep it relevant. Information was gathered through a series of scheduled meetings with every division of the District and many staff participated. These meetings created only the list of tasks to supplement the already board-approved Principles and Goals. Staff submitted 429 tasks of which 157 were ranked high enough to warrant a revisit. COMMUNICATION: ■ Reinstate the employee newsletter ■ Coordinators to be invited to Leadership Forum ■ The new roles of new staff are not clear ■ Work Order system ■ External communication protocol ■ Marketing ■ Transparency INFRASTRUCTURE: ■ Revisit Lively Park Master Plan ■ Clean up outside appearance of Splash! ■ More restrooms at outlying parks ■ Standardize park signage and replacement schedule ■ Dorris Ranch upgrades ■ Match the industry standards of staff to acreage CUSTOMER SERVICE: ■ Training ■ Professionalism ■ Current inconsistencies ■ Institute Job Shadow ■ Recognition/Reward for employees who go above and beyond ■ Secret Shopper to test front line service ■ Dog waste containers in every park ■ Software that is maximized PROGRAMMING: ■ Education Supervisor to take the ‘green’ curriculum to schools ■ Inclusion Supervisor/Coordinator ■ More community gardens ■ Increase partnership with the school district ■ Fewer large events done well with sponsors HUMAN RESOURCES: ■ ■
Staff Orientation and Training program upon hire Ongoing training 8
Staff discipline currently inconsistent Staff accountability currently inconsistent (behavior agreement not held consistently across the staff list) ■ Health and wellness expansion ■ ■
SUSTAINABILITY AND THE ENVIRONMENT: ■ Involve all levels of staff in planning for projects ■ Invasive species control ■ Natural areas restoration ■ Watershed management plans ■ Continue to apply for large grants ■ Yearly independent surveys ■ Introduce a complete recycling program ■ Art in the Parks ■ Electric or other technology vehicles ■ A staff room to draw up ideas and share ■ Alternative fundraising/Development Supervisor/The Friends of Willamalane or Foundation
Springs working at the front desk of Willamalane Center 9
Willamalane District Goals and Tasks by Principle January, 2014 Principle #1: Maintain the balance between high quality and quantity of park and recreation services with existing resources. STRATEGY LEAD TIME FRAME PERFORMANCE MEASURES 1 GOAL Actively pursue efforts to obtain 1.1 Continue to explore grants, partnerships, Resource Ongoing Friends of Willamalane will hold a strategic grants, alternative funding, and sponsorships, fundraisers, memorials, and Development and planning session in February 2014 to explore ways partnerships donations to complement the existing respective Deputy to achieve the tasks listed and be the arm that budgets--thus allowing for the completion of Superintendent drives grants, partnerships, sponsorships, and projects, success of programs, greater outreach alternative funding for the District. Naming rights into the community and beyond, and overall to our five major special events will be explored increase the District's capacity related to along with continual support for the Movies-inrecreation programs. the-Park and Concert Series programs. 2 GOAL Continue efforts to provide volunteer opportunities with the District, and actively recruit volunteers
STRATEGY 2.1 Consolidate volunteer efforts under the direction of one coordinator with a strong recruitment campaign and a Volunteer Plan in place.
LEAD Volunteer Coordinator
TIME FRAME Ongoing
PERFORMANCE MEASURES Develop a strategic Volunteer Plan by the yearend 2014. Expand the outreach efforts to create a continual stream of qualified and dedicated volunteers from all age levels, by expanding the recruitment campaign with a focused marketing effort toward all ages, especially working closely with the Springfield School District.
3 GOAL Use assessment tools to develop sound program, operational, and financial decisions
STRATEGY 3.1 With the continual expansion of the Recreation Division, look to create internal efficiencies to further raise participation and revenues, based on the cost recovery model.
LEAD Deputy Superintendent
TIME FRAME FY 2015
PERFORMANCE MEASURES In early February, Deputy Superintendent will present a restructuring of the Recreation Division to have a greater and purposeful impact in the community.
3.2 Develop and implement a way for patrons to offer feedback, especially in recreation.
Front Desk Supervisors
FY 2014
A survey was created in December 2013 and implemented at Willamalane Center, Adult Activity Center, and the two pools in January 2014. Results will be collated, analysed, and report provided to Board.
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3.3 Continue to develop a District-wide pricing Recreation Services structure for programs, facility rentals, and special events that is consistent and understandable, based on the cost recovery pyramid model provide by Green Play, LLC. 4 GOAL Align resources with patron demand
FY 2015
Continue to work within the Recreation Services Division to develop clear criteria for price setting, by first gathering data, comparing to other entities, evaluating, and then producing a viable plan.
STRATEGY LEAD TIME FRAME 4.1 Continually analyze the participation numbers Recreation Services Ongoing and allocate funds accordingly for all programs and services.
PERFORMANCE MEASURES As with the work being undertaken to develop a pricing structure, a plan to allocate resources appropriately will also result from it. The two are inter-connected.
4.2 Make greater use of technology and media resources to gather more complete data for analysis and decision making.
Produce a quarterly report to show traffic, and how adjustments are being made during the year to better serve the patron and community needs through the use of the people counters.
Public Affairs and RSD
FY 2015
Principle #2: Adjust and deliver services to reflect changing community expectations, new growth, available resources and evolving needs. STRATEGY LEAD TIME FRAME PERFORMANCE MEASURES 5 GOAL Identify gaps in service 5.1 Make use of ACTIVENET and extract the Recreation Services FY 2015 The new software will help to gather accurate data delivery, and adjust programs data. Then analyze the data frequently to make for analysis. and services for the changing adjustments mid-stream to programs and services. needs of our community Middle School age programming is always a challenge and thus should be scrutinized more often. 5.2 Make greater outreach into the underrepresented communities.
Recreation Services
Ongoing
The community demographics continue to evolve at a rapid pace with a growing Latino population and the influx of a diverse cadre of residents. A dedicated Latino Outreach Coordinator may become a need but further studies are necessary to make that a viable option. Attending underrepresented populations' special events is a must in making initial breakthroughs. A letter of agreement is being developed for the community gardens at Gamebird working closely with the Latino community. The Latino Outreach Coordinator at the Springfield Library will also become a great asset in helping the District succeed.
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6 GOAL Pursue innovative approaches to promoting District programs and services
STRATEGY LEAD 6.1 Implement new technologies for improved ALL access to District programs and amenities, by the patron through the use of QR Codes and social media.
TIME FRAME FY 2015
PERFORMANCE MEASURES ACTIVENET has already been identified as the program software choice and will be fully implemented by July 2014, with an implicit goal to garner greater participation on web registration.
6.2 Increase the placement of interpretive signage Planning and and kiosks at many of our parks. Public Affairs
FY 2015
As CIP allocations are made, monies toward this project will elevate the quality of customer service while enhancing the experience for all patrons.
6.3 Develop a District Marketing Plan.
FY 2015
A marketing plan will allow the District to be proactive in matters of outreach, promotion, resource development, and garnering the community support to continue to be relevant. This relevancy will encourage further program participation and growth in revenues.
FY 2015
WC is a large facility with many possibilities to raise revenues and participation through creative programming--garage sales, flea markets, home and garden shows, banquets, car shows, two-ring circuses, etc., keeping in mind the exclusions per the deed agreement.
Public Affairs
6.4 Showcase Willamalane Center and market the Willamalane Center myriad possibilities. Staff and Deputy Superintendent
STRATEGY 7 GOAL Strive for exceptional customer 7.1 Create and adopt a Secret Shopper program service as an integral part of for continual improvement of service levels. program service delivery
LEAD Deputy Superintendent
7.2 Continue to improve all aspects of the Recreation Services Recreation Guide-- input, output, follow through. and Public Affairs
TIME FRAME Initiate FY 2015
FY 2015
PERFORMANCE MEASURES A Secret Shopper program may be initiated in the Summer of 2014 but a developed program will evolve later in the year and in 2015.
This task has already been undertaken and group meetings held to prioritize the goals.
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7.3 Implement the Exceptional Customer Service ALL Plan of 2011 and adopt its tenets.
8 GOAL Continue District wide inclusion efforts for all programs and services
STRATEGY LEAD 8.1 Create a far-reaching District Inclusion Policy. Community Recreation and Deputy Superintendent
8.2 Develop an Inclusive/Accessible Playground. Recreation Services and Planning
9 GOAL Implement the Park and Recreation Comprehensive Plan's Capital Improvement Program, as funding allows
STRATEGY LEAD 9.1 Continue to provide up-to-date reports on the ALL progress of CIP projects.
FY 2015
TIME FRAME FY 2015
FY 2016
TIME FRAME Ongoing
Principle #3: Pursue and build partnerships within all sectors of the community to help deliver quality services. STRATEGY LEAD TIME FRAME 10 GOAL Maintain partnerships with 10.1 Continue the existing relationships with the Administrative FY 2015 service and non-profit City of Springfield, and expand them further to Services organizations offer training to District Staff. 10.2 Formalize the existing relationships with Recreation Services Volleyball, Basketball, and similar other groups to maximize and streamline the usage of facilities.
FY 2015
Steps are currently being taken to continue to improve overall customer service with the start of a small committee that meets regularly. All staff, through the Leadership Forum and other outlets, will eventually be involved in the creation of the District Customer Service Plan. PERFORMANCE MEASURES The Inclusion program has evolved quite well with continual growth and greater access by the community to existing programs. The next steps involve further data collection, analysis, and creation of a District Inclusion Policy with a Coordinator in-charge to implement. The Coordinator should be in place by Spring 2014, reporting to the Senior Manager in CRD.
Gauge the need further, select a compatible site, and then build a playground that will be a welcome site for the marginalized. In the next two years, potential grants will be explored to realize this task-- SHANE's Foundation in California can be a good partner toward this project.
PERFORMANCE MEASURES Continue to update the community on CIP projects and follow through on projects as discussed in the Comprehensive Plan.
PERFORMANCE MEASURES Will partner with City of Springfield to offer leadership/supervisor training. Explore other opportunities with Lane Community College, and City of Eugene. By formalizing the agreements the District can, working closely with the partner, offer greater programming. 13
STRATEGY 11 GOAL Continue to broaden 11.1 Expand the internship program across the relationships with local colleges District to accommodate the need. and universities
LEAD Deputy Superintendent
11.2 Work with the departments of Recreation Deputy Sports at the two state universities to potentially Superintendent offer a recreation degree program or partner with a nearby university to help develop curriculum and continuity.
STRATEGY LEAD 12 GOAL Develop facilitated services as a 12.1 Work closely with like organizations to Deputy strategy to provide services to increase the use of District facilities and amenities. Superintendent the community
TIME FRAME FY 2015
FY 2017
TIME FRAME FY 2014
PERFORMANCE MEASURES Opportunity exists and should be explored to develop a District-wide internship program. Policy should also be developed to accommodate unpaid internships, as many universities have gone the way of offering credit to students who complete a project oriented internship with a relevant agency.
With the decline in universities offering a parks and recreation program, the continual supply of dedicated and qualified staff is in question, and thus is necessary to take leadership in fostering relationships with universities that will continue their existing parks and recreation programs. PERFORMANCE MEASURES The implementation of the new software, ACTIVENET, will help foster some growth with easy booking abilities of our facilities and amenities. In addition, explore opportunities to maximize an amenity that no other entity has, and vice versa. Lane United Football Club, Babe Ruth Baseball, and the 1PASS are facilitated programs underway.
Principle #4: Commit to a work environment that promotes trust, respect, open communication and teamwork between all levels of staff. STRATEGY LEAD TIME FRAME PERFORMANCE MEASURES 13 GOAL Improve cooperation and 13.1 On CIP projects continue to work with Planning FY 2014 This is already taking place through project review communication between project review teams that are inclusive of all updates and "lessons learned" sessions and can be departments to help build a departments in the District. further evolved on specific projects. collaborative culture within Willamalane 13.2 Continue to work with staff groups at all Administrative levels to stress the importance of policies and the Services expectations thereof. 14 GOAL
STRATEGY
LEAD
FY 2015
TIME FRAME
The Leadership Forum and similar such meetings of staff groups have been successful in reminding them of team values and stressing the adherence to set policies. PERFORMANCE MEASURES
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Provide ample opportunities for 14.1 Continue to offer staff trainings working training so that staff have closely with local entities. Trainings will cover, necessary communication tools among other topics, safety, professionalism, supervision, employment practices, and financial acumen. 14.2 Restructure the Middle School Sports coaches trainings.
STRATEGY 15 GOAL Foster a positive work 15.1 Annually review the Behavior Agreement environment by holding all staff with staff and post it all sites. accountable to the District's Behavior Agreement 16 GOAL Emphasize internal customer service, teamwork, and interpersonal communication
Administrative Services
Ongoing
The Administrative Services department continues to offer training in all facets and will further explore other providers and engage staff at a greater level through scheduled training at seven Leadership Forums in 2014.
Athletics and Sports
Ongoing
With District staff now certified as Youth Sports Administrators (CYSA), we have the capability to install mandatory trainings for coaches and team managers of all sanctioned sports.
LEAD Administrative Services
TIME FRAME Ongoing
PERFORMANCE MEASURES Continue to remind staff of the value and relevance of the Behavior Agreement at team meetings.
STRATEGY 16.1 Reiterate the internal communication protocols through periodic reminders on e-mail courtesies, returning phone calls timely, and meeting expectations.
LEAD Customer Service Committee
TIME FRAME FY 2014
PERFORMANCE MEASURES The 24-hour return on messages is many a time not followed by many staff and should be reiterated. Similarly for timely arrival at meetings and shutting off phones, etc. while attending.
16.2 Develop standard operating procedure manuals for all facilities.
ALL
FY 2016
Thorough standard operating procedure manuals for all departments will help serve the organization better.
16.3 Develop a mentor program for new employees.
Administrative Services
FY 2015
Bring in a trainer to explain the merits of the program.
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STRATEGY 17 GOAL Strive to improve 17.1 Reinstate the Employee Newsletter communication with all District staff
LEAD Public Affairs
TIME FRAME FY 2014
PERFORMANCE MEASURES The letter will be reinstated in February 2014 after a survey was completed in December 2013 that asked it be so.
17.2 New hires to be introduced to the District along with their clear responsibilities.
Supervisors
FY 2014
To avoid confusion on the introduction of new hires, it is probably good to reiterate clearly the new employee's responsibilities, preferably within 24 hours of hire.
17.3 Continue to facilitate the communication protocol.
Public Affairs
FY 2014
The Little Yellow Book containing protocols was distributed in December 2013.
Principle #5: In cooperation with community stakeholders, advocate for and provide natural areas, river access and pathways. STRATEGY LEAD TIME FRAME PERFORMANCE MEASURES 18 GOAL Acquire and develop natural 18.1 Work with local entities to identify and Planning FY 2015 As the park comes on line, implementation of an area parks, river access, and implement high-priority invasive species control invasive species control plan will be required. pathways per the Park and projects at the Weyerhaeuser McKenzie Natural Recreation Comprehensive Area Park. Plan and Bond measure project list 19 GOAL Continue to implement the Natural Resource Areas Master Plan
STRATEGY 19.1 Work with local entities to identify and review, through the CIP process, areas for woodland restoration.
LEAD Planning
TIME FRAME FY 2015
PERFORMANCE MEASURES Continue to work with local entities to solicit input in identifying areas under stress and placing them in the CIP cycle for fund allocation.
20 GOAL Work with partners on advocating for parks-related funding and policies
STRATEGY LEAD 20.1 Continue to develop and nurture partnerPlanning ships with organizations regionally and nationally who work to create parks and green spaces, and then develop policies to sustain them.
TIME FRAME FY 2016
PERFORMANCE MEASURES Successful partnerships are in place with the Trust for Public Land, Rivers to Ridges, and the Friends of Willamalane.
21 GOAL Expand District funding for management of natural resource areas
STRATEGY 21.1 Work to better identify and assess the costs of managing natural areas.
TIME FRAME FY 2015
PERFORMANCE MEASURES As more of the natural areas are acquired a management plan for these areas is required.
LEAD Park Services
21.2 Allocate funding for natural areas upkeep and Park Services and management. Planning
FY 2016
In the budget process and through funding research develop increased funding to support natural resource management. 16
Principle #6: Strive to be environmentally responsible in District practices. STRATEGY LEAD 22 GOAL Encourage and model 22.1 Offer community gardening opportunities at Park Services and stewardship of our Willamalane parks, using stakeholders to help Planning community's natural resources maintain through a fee system. 23 GOAL Create a culture that values sustainable environmental practices
STRATEGY 23.1 Initiate a recycling program at all District facilities and amenities.
LEAD Sustainability Committee
23.2 Add an environmental education curriculum Community to the youth programs and increase outreach to Recreation schools. 24 GOAL Use emerging technologies to conserve resources
STRATEGY 24.1 Research scope of switching from City to well water at District facilities and parks.
LEAD Park Services
24.2 Improve the software for creating a better on- Recreation Services line presence.
TIME FRAME FY 2015
PERFORMANCE MEASURES A community garden is being developed for opening in FY 2014 at Gamebird Park in northwest Springfield.
TIME FRAME FY 2015
PERFORMANCE MEASURES The Sustainability Committee is finalizing all the aspects of recycling for the District facilities and amenities.
FY 2015
TIME FRAME FY 2015
FY 2014
Within existing staffing, create the curriculum working closely with the Springfield School District to offer programming and educational opportunities year-round. PERFORMANCE MEASURES Conduct a thorough cost analysis after identifying the sites where the change may bear positive results working closely with the City. ACTIVENET is now our adopted system to be fully in place by August 2014, and will allow for on-line registrations to grow and raise revenues for the District.
Principle #7: Incorporate new and innovative strategies in program delivery, operations and meeting community needs. STRATEGY LEAD TIME FRAME PERFORMANCE MEASURES 25 GOAL Research, identify and 25.1 Cultivate relationships with larger Resource FY 2016 Establishing these relationships will take time and implement strategies to develop foundations, such as the Oregon Community Development and a presence but is necessary for future goals to be non-traditional revenues Foundation, to foster growth of inflows of Deputy realized. additional revenue to the District. Superintendent 26 GOAL Support a work place that encourages innovation and creative thinking
STRATEGY 26.1 Reinstate the Superintendent's Innovation Award with clear criteria and added promotion across all levels of staff.
LEAD Superintendent
TIME FRAME FY 2015
PERFORMANCE MEASURES The award system will recognize sizeable ideas and innovations that save or raise monies beyond a set threshold.
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27 GOAL Be receptive to ideas and suggestions from the public
STRATEGY 27.1 Offer opportunities for the public to offer and engage the District, while also increasing the District presence at public events.
STRATEGY 28 GOAL Experiment with non28.1 Expand e-mail capabilities. traditional strategies to engage patrons
28.2 Create a stronger visible and kiosk presence at the Springfield schools.
LEAD Public Affairs
TIME FRAME FY 2015
PERFORMANCE MEASURES Look into expanding the offerings on social media and having District presence at events held in the under-represented populations.
LEAD ALL
TIME FRAME FY 2015
PERFORMANCE MEASURES With the implementation of ACTIVENET in 2014, this will become a reality and allow for greater simplicity in extracting focused e-mails and sending messages.
ALL
FY 2015
Set up kiosks at all the schools, where messages from both entities are posted. This may morph into using cell/computer technologies to further the task.
Principle #8: Maintain the community's investment in existing facilities. 29 GOAL Commit adequate funding to maintain existing parks and facilities
STRATEGY LEAD 29.1 Leverage the contingency funds and the CIP Planning and outlays to better serve future needs. Finance
TIME FRAME FY 2015
PERFORMANCE MEASURES As ideas for capital projects come up, set aside funds through the CIP process for feasibility studies and developing early plans, and also to help with increased operation and maintenance costs.
29.2 Replace aging park signage.
Planning, Public Affairs, Park Services
FY 2016
By the summer of 2016 we should have consistent park signage, working within the CIP process.
29.3 Develop Business Plans for all revenue generating facilities.
Deputy Superintendent
Ongoing
The Aquatics Business Plan will be the first one developed in late Spring 2014, and other sites will follow. Writing these plans will allow us to evaluate the successes, failures, possibilities, and then accordingly allocate the funds toward success.
STRATEGY LEAD TIME FRAME 30 GOAL Regularly reinvest in our parks 30.1 Evaluate the cost of installing a new amenity Recreation Services FY 2015 and facilities to keep them (fun feature) at Splash! attractive and dynamic
PERFORMANCE MEASURES Work through the CIP process to identify and allocate funds for reinvestment at existing facilities. 18
30.2 Look into standardizing the irrigation and electrical systems in the District.
Park Services
FY 2016
As monies become available in the CIP process, discussion should be had on the irrigation and electrical systems.
Principle #9: Provide opportunities to promote health and wellness. STRATEGY LEAD 31 GOAL Continue efforts that promote 31.1 Provide vending machines with healthier fare. Deputy wellness and safety for the staff Superintendent and community
TIME FRAME FY 2014/15
PERFORMANCE MEASURES With the signing of the new Beverage and Food Contract with Big Foot in January 2014, this will become a reality as part of the three-year agreement.
31.2 As part of employee trainings, offer speakers Administrative on wellness and healthier living. Services
FY 2015
Outside speakers can enhance the adoption of healthier practices through their personal stories, knowledge, and experience with similar clientele.
31.3 Provide a room for nursing mothers.
Administrative Services
FY 2014
The Mill Race Room at Willamalane Center was identified in 2013 as one such site.
STRATEGY 32.1 As the CIP allocations are made, spread the funding to areas of identified need as in the Comprehensive Plan.
LEAD Planning
TIME FRAME FY 2016
PERFORMANCE MEASURES The CIP allocations will fund projects as identified in the Comprehensive Plan.
33 GOAL STRATEGY LEAD Provide additional 33.1 Develop interpretive signage and markers in Planning opportunities for nature-based parks and natural areas. recreation
TIME FRAME FY 2016
PERFORMANCE MEASURES To encourage greater participation and presence at parks and natural areas it will be necessary to explore interpretive signage and stops. This can be information on a particular type of a bird along the trail, for example.
32 GOAL Develop parks that are accessible and close to home
33.2 Provide a nature-based summer camp.
Community Recreation
FY 2015
To further the cause of environmental and nature education in the youth area, adding a nature based camp to the existing repertoire will pay dividends for years to come.
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33.3 Provide a nature playground at Clearwater Park.
Planning
FY 2017
As funds become available, a nature playground will be a great asset to the District in furthering environmental education. Funding for this project can be explored through the School District and the Dimensions Foundation.
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GOAL Promote sports and fitness opportunities for all members of the community
STRATEGY 34.1 Roll out a multi-media LIVEFIT campaign.
LEAD Public Affairs and Recreation Services
TIME FRAME FY 2016
PERFORMANCE MEASURES Work together to create a program that will last a while and be relevant for some time.
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GOAL Advocate for policies that support a healthy local community
STRATEGY 35.1 Explore a "No Smoking in Parks" ordinance.
LEAD Deputy Superintendent
TIME FRAME FY 2015
PERFORMANCE MEASURES Work closely with the community (public meetings), School District, local officials, Lane County Health, and staff in crafting a policy that will benefit the environment and the health of all.
35.2 Initiate a consolidated purchasing program for the District with emphasis on "green" products.
Sustainability Committee
FY 2015
This can be easily achieved as we already have a Purchasing Coordinator on staff to help facilitate the discussion and research.
Volunteer Appreciation Event, Island Park
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Next Steps This plan will be visited annually and all the strategies refined and updated with comparative and realistic performance measures. The process will begin in late 2014 culminating in an updated Strategic Plan by the anniversary date in January. In addition we will involve the public through the main user groups, school district staff and students, and community members to offer their guidance on expectations of Willamalane.
Pacific Park Neighborhood Input Meeting
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