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HomeMy WebLinkAbout2001-11-19; Parks & Recreation Commission; 1101-3; Recreation Department Strategic Planappropriate comments for City Council consideration. ITEM EXPLANATION : In August, 1999, the Recreation Services staff determined that it was important to take action to shape the Department's future to more effectively and efficiently meet the recreation and leisure needs of those who live, work and play in Carlsbad. To address this issue, a Recreation Leadership Team was established to, work in concert with all Parks and Recreation Department staff, the Commission and City Council. As a result of those efforts a Strategic Planning process was launched. Staff will give an update on the Recreation Departments Strategic Plan and the process involved in the development of that Plan. The presentation to the Commission will include: Acknowledgement of target issues, which identify community attributes that our citizens feel should be emphasized with respect to the identification, design and delivery of programs, services and facilities. Defining of the Organizational Values, Vision and Mission. Strategic Directions Establishment of Performance Measures which will monitor the progress of identifying Departmental Goals and Citywide Goals. Staff is seeking the endorsement of the Strategic Plan by the Parks and Recreation Commission and would like to carry forward the Commissions comments to the City Council. EXHIBITS: 1. Recreation Department Strategic Plan AB# 11 01 -03 TITLE : 0 INFO MTG. DATE: 11/19/01 Recreation Department Strategic Plan STAFF: PRICE RECOMMENDED ACTION : Receive and endorse the Recreation Departments Strategic Plan, direct staff to forward ACTION ' City of Carlsbad Recreation Department mtv I tti'rough people, barks and programs Open Space 0 Strong Families 0 Lifelong Learning 0 Safe Places to Gather Strategic Plan 2001 - 2004 EXHIBIT 1 .- . Carlsbad Recreation Department Strategic Plan 2001 - roo4 January 2001 n serving the Carlsbad community, it is extremelv important to provide Recreation Programs and Facilities that will enhance th& yuality of lif;. In the fall of 1999, the Recreation staff Comnunit-r:?“ “What is our vision?,“ and, “What do we stand for?” We, as a department., understand that we play an important and dyrmnic role in ixnproving the quality of life for ow citizens and that we ar; an essential building block in our coxmnLutity, therefore it is vital that we find a way to let others know ths as well. +i began asking questions such as: Vu” our existing programs relevant and important to the Initially these questions appeared to he easy to answer. I-Iowever, the more we talked about them, the clearer it became that we did not have clear, precise answers. At that point the Recreation Department Team unanimously agreed that we would commit to design a working plan to identify our vision, determi.ne what types of programs were important tc:) our resicien.ts, the Parks and Recreation Com.mission, and the Ci.ty Council. Thus began our jo~~rney into devel- opment of our Strate@ Plan. Our Strategic Plall began with two years of research, surveys, workshops and public outreach meetings that finally allowed 11s to identify the target issu& that are important to 0111’ citizens. During‘ this research and planning process, our citizens clearly identified the concerns that were - of utmost importance to them, that were either being threatened, or were in need of requiring greater focus. These target issues are: + Provide safe places to gather. Provide liie long learning opportunities. + Provide open sp~ce Provide programs that strengthen families and build a strong cornrnunity. KEN PRlCE f . Table of Contents EXECUTIVE SUMMARY ................. -3 Conununitv Vision .................... 5 Department Vision .................... 5 Department Mission Statement ......... 5 Core Values .......................... 6 Operaking Principles ................. J -7 Target lssues Strategic Directions ................... 7 Target Markets ....................... 8 . Evaluati\~ Criteria .................... 8 Performance Measures ................ 8 Stafiing/Gap A4nalysis ................. 9 Stra~eg’ic Directions & Goals ........... 13 Key Success Factors .................. 15 APPENDICES ........................... 17 - ......................... 'Carlsbad Recreation Services Department Strateaic Plan .c EXECUTIVE SUMMARY In August, 1999, the Carlsbad Kecreation Services staff determined that it was important to take xtion to shape the Department's future to more effectively and efficiently meet the recreation and leisure needs of .those who live, work and play in Carlshad. li Recreation Leadership Team was established and, working in concert with all members of the Parks and Recreation Department, the Commission as well as City Council, the strategic planning process was launched. The process included the identification of community needs. which consequently established target issues that the plan would address. The plan was completed in December 2000. It is a 3-year Strategic Plan, designed to strategically position the Department and its services in order that it may respond to issues and needs identified by the community. It is important to note that this process was closely digned with the City's overall strategic pian that was in 1996. TARGET ISSUES Target issues were determined in the early stage of the planning process upon which this plan was built. Target issues can be defined as community attributes or characteristics that are highly regarded by resi- - dents and should he emphasized in the identitication, design and delivery of services. The target issues of this strategic plan include: Open Space Lifelong Learning Strong Community Safe Places to Gather VALUES Quality Oi life Sense of wrnmunity Equal access to all (3rganizational vitality 'Carlsbad Recreation Services Department Strateaic Plan THE STRATEGIC PLAN In review of the community information derived from the strategic planning process, residents identified characteristics or attributes as to what defines Carlsbad as a unique, special place lo live, work and play. These attributes in association with Carlsbad's history and location form the basis of this community vision. Programs, services and facilities will be developed, maintained and delivered with this vision in mind. The vision will support and strengthen the special characteristics of Carlsbad, which draws peo- ple to this beachside community. 020 'Carlsbad Recreation Services Department Strateqic Plan OPERATING PRINCIPLES l'hL.sP me the stnrtdards of our organization thai puidc our day-to-day opaiions of doing i!iisinps twd making decisions. These operafing principles will g~ide our working relationships: Integrity Accountability Honesty Ixesponsibility Loyalty Environmentd Stewardship Respect Target issues were identified through the strategic planning process as the most important attributes making Carlsbad a desirable community. Several cornmunity attributes were identified by residents in this process as being i.mportant. Four target issues were selected as being those attributes that are bei.ng tlueatened or needing gre.ater focus. With limited resources and with the goal of obtaining maximum, these four were selected a5 being most important based on the community information. On-going assessment and evaluation on how the plan is addressing these issues, in measurable berms, will be important to the overall success of the Department's Strategic Plan as well as the future success of the Department and its services. 3. Lifelong learning 4. Sate places to gather STAFFING / GAP ANALYSIS The purpose of this study is to identify opportunities for the Recreation Department to integrate the Strategic Plan into t.he on-going operations of the Ilepartmenl. As a part c-,t this process, a gap analysis was conducted to deter- mine what gaps may exist behveen the vision of the’Departnwnt’s Strakgic Plan, and the current state of diairs in the &livery of parks,, recreation, and crm1rnunit)c services to the citizens of Carlsbad. Recommendations to close the gap between the current organizational structure and the vision have been identified. It is critical to close these gays in an effort to strengthen the ability of the organization tcj engage the Strategic Plan. This wi.11 require thoughtfu 1 planning by key departmental staff. The recommendations for the clming of organizational, staffing or program gaps have been planned in systematic approaches and will he consi.dered a part of the execution ot the Strategic PlCtn. fr The process that created the baseline of the information included a review of the organizational structure, and the inputs required in delivering services. This information assisted to identify what existing resources are in place, and where major portions of these resources were being focused. Rdditiord information included a review of where resources and services best aligned themselves to the Strategic Plan. Careful consideration was given to review those ~TCS that may need additional SUPPOT~, based on the Plan’s strategic directions, as well as areas that may need to be considered a service/Frogram that is no lonser aligned with the Plan. ,-. The recommended positions for the nest three years haw been prioritized and are listed below. It should be noted that Pine and Alga Norte Parks havc not gone through the Master Plan process. Therefore, an accurate identification oi the tvpes of facilities, amenities dnd staffing requirements for each of these sites, has not vet been identified. SUMMARY OF RECOMMENDED POSITIONS zoo1 TO 2005 PRIORITY 1: (FY 2001 ,’2002j Recreation Services hlanagrr blanagement Analyst PRIORITY 2: (FY 2002/2003; Oflice Specialist (2) Recreation Area Manager Ckayhics Specialist PRIORITY 3: (FY 2003/20(Uj Assistant Recreation Director I<ecreation Area Mcinager Office Specialist PRIORITY 4: (FY 2004/2005) Recreation Specialist (Sj 022 ‘Carlsbad Recreation Services Department . ”- The addition of a Recreation Area hhnager for the Senior Services Division is critical in supervi.sing the operations e oi the Pine Avenue Center, the senior outlet center at Zone 19 Park, volunteer recruitment, scheduling and training, excursions, faciiity rentals and grant applications (meals and transportation). Graphics Specialist With comnunications being a high priority, both external as well as internal, one of the most important functions in the Recreation Department is the Graphics Division. This Division is responsible for the desig.n of all promotir.)naI products for the Departnwnt. Examples of this would include: program and services flyers, brochures, T-shirts, posters,, internal documents, and our Community Services Guide which is sent out 3 times per year to every resident in Carlsbad. . During the past hvo years, the number of work orders has increased by 23%. Currently, graphics is staffed by t”o part time emplovees who handle in excess of 170 work orders each year. With this high volume of work, the graph- ics staff is unable to keep up with the demand. As a result, this has Lead to other program and division staff mcm- bers doing their own graphics. The outcome has now become a quality of product issue. In an effort to maximize quality control, it is recommended to eliminate one of the part time positions (1000 hours per year) and add a full time Graphics Specialist that would provide consistent expertise in handling the graphic needs for the entire Ikpartment. - E.~.I.O.R2~..3..~..F~..2~~-01 Assistant Recreation Director Expectation.. for top quality service in Carisbad has htwn, and will continue to be high. I’opulation k continuing to increase, particularly in the South end of Carkbad. Much of this increase is due to families with children. This, in conjunction with colltinued grow til in seniors, aquatics, and the on-going park development demands will require additional managelnent staff to.superwse the day-to-day operations for the Recreation Department. Carrillo Ranch, Zone 19 and Lamin l’ark will be in lull operation in the near tuture, wit.h Pine and pwSib\y the .4lp Norte Park site also open to the community. Recreation Area Manager and Office Specialist .s~~te~bc.Darect...#.l~ Meet the changing and emerging leisure and quality of life needs for Carlshad residents and visitors. Goal la: On-going assessment and evaluation to ensure services are relative to the issues and needs of Carisbad residents. Coal lb: On-going evaluation will be implemented to ensure existing and future facilities and activities meet the standards determined by the strategic planning process. Goal IC: Staff will include as a part of their on-going training and development of knowledge, trends identification and analysis with the intent to determine emerging issues important to the health and well being of residents and the vi&&t:r of the community. ................. Strategic ........................... IXrection .... ......... #2 ... Provide or facilitate the delivery of high quality leisure progra.ms and services throughout the community in an efficient and effective manner. Goal 2a: Training staff ab well as thwe partners collaborating in the provision of services, will be included as part of the annual work plans to ensure high levels of competency and skills in the assesFment, design. implementation and evaluation of services. Carlsbad Recreation Services Department Strateaic Plan P Pe nd ic es D. Facilities lnve1:lory E. Cap Anaiysis F. Glossary of Terms C. Partners J. Recreation Dqurtment, Commttnity Priorities, Perforrnance Survey