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
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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
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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
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'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.
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'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.
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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
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‘Carlsbad Recreation Services Department .
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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