2020
STRATEGIC PLAN Setting priorities, strengthening operations and focusing energy and resources toward what matters most in our community.
Revised March 24, 2022 1 | STRATEGIC PLAN
PURPOSE The Grapevine Parks and Recreation Strategic Plan outlines how the agency will achieve its mission, goals, and objectives over an extended period of time (three to five years). The strategic plan is reviewed annually and is approved by the approving authority. The City of Grapevine Parks and Recreation developed the 2020 Strategic Plan to set priorities, strengthen operations and focusing energy and resources toward what matters most in the community.
Last reviewed: March 24, 2022
Implementation Date: January 7, 2020
Approved by: Chris Smith, Acting Director
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SPECIAL THANKS & ACKNOWLEDGMENTS We would like to send a special thanks to all of the following leadership who helped in this process.
STRATEGIC PLANNING TEAM •
Kevin Mitchell, Director
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Chris Smith, Deputy Director
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Amanda Rodriquez, Marketing Manager
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Tony Steele, Parks Manager
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Randy Sell, Lake Parks Manager
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Trent Kelley, Recreation Manager
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Kathy Nelson, Capital Improvements Manager
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April Rogers, Events Manager
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Scott Hardeman, Hospitality Manager
GRAPEVINE PARKS AND RECREATION ADVISORY BOARD •
Christian Ross, Chairman
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Roy Robertson
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Joe Luccioni
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Dana Gibson
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Terry Musar
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Mark Assaad
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Morgan Nichols
•
Ray Harris
•
David Buhr
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Paul Slechta, City Council Liaison
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Doug Noell, GCISD School Board Liaison
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Lina-Grace Assaad, GHS Student Liaison
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SENIOR CITIZENS ADVISORY BOARD
•
Darlene Freed, Mayor Pro-tem
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Paul Slechta, Place 1
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Richard Guckel, Chairman
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Sharron Rogers, Place 2
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Tena Burrell, Co-Chairman
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Leon Leal, Place 3
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Betty Davis
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Chris Coy, Place 5
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Jan Ramsey
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Duff O’Dell, Place 6
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Carey Miller
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Pam Price
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Duff O’Dell, City Council Liaison
•
•
Isabelle Boyd, Active Adults Liaison
Bruno Rumbelow, Grapevine City Manager
•
•
Christine Szymaszek, GRACE Liaison
Jennifer Hibbs, Assistant City Manager
•
Teri Rhodes-Cantu, Housing Authority Liaison
CITY COUNCIL •
William D. Tate, Mayor
GRAPEVINE CITY STAFF
THE MISSION It is the mission of Grapevine Parks and Recreation to enhance the quality of life of the citizens of Grapevine, through stewardship of our natural resources and the responsive provision of quality leisure opportunities.
DEPARTMENT OVERVIEW The Parks and Recreation Department offers hundreds of program opportunities, manages 52 parks totaling 1,747.26 acres, 5 sports complexes, 25 trails and 10 boat ramps in the Grapevine Parks and Recreation System. Grapevine Parks and Recreation’s vision is to make our community a happier place to live and play through diverse programs, organized sports for youth and adults, dance, special events, health and fitness, outdoor recreation, volunteering, and more. The Department aims to empower citizens to learn, discover, and live life to the fullest and build a stronger community together. The following goals will help guide staff and leadership to achieve the vision and mission of the Department. 1. Ensure all people have access to parks and programs. 2. Take a proactive approach for patron, staff and resource protection. 3. Provide development opportunities and resources for team members to achieve a culture of excellence. 4. Enhance stewardship of natural resources. 5. Strive for a responsive and responsible provision of leisure opportunities. 6. Deliver quality parks, services and programs. The agency offers more programs than any other North Texas city of similar size. The Department’s objective is to ensure our community continues to take advantage of the all of these opportunities. The Department recognizes the following three pillars as core values established by the National Recreation and Park Association: Health & Wellness, Social Equity and Conservation.
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STRATEGIC PLANNING PROCESS In traditional strategic planning, management focuses on defining organizational problems and solutions. This method of planning and communicating organizational change can be interpreted negatively, making it difficult for all members of the organization to buy into the vision and planning process. The Grapevine Parks and Recreation Department elected to use a collaborative, positive process for strategic planning, focusing on the department’s strengths and building upon what is working well in order to best serve the Grapevine community. This positive approach to organizational change requires that employees and other stakeholders have the opportunity to share their ideas, understand why change is desired, and feel empowered to try different strategies to accomplish organizational goals. The strategic planning process was a multidisciplinary effort focused on stakeholder input. The team consisted of the Department’s division managers, the Grapevine Parks and Recreation Advisory Board, the Senior Citizens Advisory Board, the City Council, and key individuals of the Grapevine City Staff. The team held division-level brain-storming sessions to develop strategic goals and respective actionable objectives for the following program areas: Administration, Marketing & Communications, Recreation & Athletics, Lake Parks, Parks Maintenance, Community & Special Events, Capital Improvement Projects & Volunteer Services and Hospitality. As part of the work sessions, the latest policies and standards were reviewed as well. Policies included operating and capital budgets, customer satisfaction and demographics, facility usage, current trends, the progress of achievements, and staff input. In addition, team members reached outside to City Departments and community partners to identify shared ideas, resources, and opportunities. Through the lens of the Department’s three core values: Health & Wellness, Social Equity, and Conservation, the strategic goals and objectives were ranked and prioritized by division to develop the scope of the 2020 Strategic plan. The 2020 Grapevine Parks & Recreation Strategic Plan is our action-oriented framework over a five-year period to implement the recommendations set forth in the master plan. The strategic plan is assessed and updated annually to set priorities, strengthen operations, and focus energy and resources on the department’s mission, vision and goals that are responsive to current and fore casted conditions. In 2020, the GPARD leadership team developed six departmental goals to better articulate our community’s expectations as expressed during the 2018 master planning process. These goals were approved by the Parks & Recreation Advisory board on October 15, 2020 and incorporated into the Strategic Plan on January 9, 2021. The divisions’ strategic goals and objectives with supporting strategies and actions were then realigned with the departmental goals they best supported. The new goals with realigned objectives, strategies and actions have been placed after the initial version which was structured by division. We elected to retain the original version as part of the plan to show the evolution of the department’s strategic planning process. In the appendix, objectives, strategies and actions generated annually by divisions can be viewed.
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CHRIS SMITH, DEPUTY DIRECTOR
Administration This division supports the global strategic initiatives and priorities of the Grapevine Parks and Recreation Department.
GOAL:
Optimize resources and budget to maximize citizens’ exposure to parks and leisure services in Grapevine.
Objectives: •
Stay in budget. 2020
•
Streamline ICA process. 2020
•
Streamline volunteer/contractor badges and background checks. 2020
GOAL:
Be the Premier parks and Recreation Department in the State of Texas
Objectives: •
Complete CAPRA submission/site visit. 2020
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Parks Maintenance This division maintains and repairs everything in the parks and trails system. They answer to residents’ needs by performing repairs and improvements when necessary. The division also is over portions of park developments.
GOAL:
Conduct park improvements and landscape enhancements that have been budgeted
Objectives: •
Renovate Skate Park at Dove Park by third quarter. 2020
•
Complete Dove Pickleball Courts by second quarter. 2020
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Complete Oak Grove Sand Volleyball Courts. 2020
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Complete Paddocks at Bark Park by May. 2020
•
Continue Botanical Garden enhancements. 2020 •
Add landscape lighting at the Botanical Garden
•
Refurbish pedestrian bridges
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Install wedding pavilion
•
Conduct two median landscape enhancements (PI). 2020
•
Dove spray ground renovated. 2020
GOAL: Update Central irrigation by end of 2020 GOAL:
Continue focusing on differed maintenance
Objectives: •
Increase acreage under irrigation to 277 (PI). 2020
•
Increase total acres maintained to 1,727 (PI). 2020
GOAL: Continue developing wayfinding signage for all parks Objectives: •
Work with Marketing and CIP to complete local park signage design. 2020
Notes: In Lake Parks it is evident that the department management needs to look at ways to get more support for the Lake Parks team to handle all maintenance items in the lake parks. Staffing in Parks Maintenance is at a good place in the general fund, but more resources need to be available in the lake parks fund to support care of those properties. 7 | STRATEGIC PLAN
AMANDA RODRIGUEZ, MARKETING MANAGER
Marketing & Communications This division is responsible for branding, marketing, and promotions of all programs, facilities and services within the department. They communicate with the public daily and help bridge any communication gaps between the department and the community.
GOAL:
Increase promotions of programs and services through digital platforms
Objectives: •
Increase social media presence by attaining 24k Facebook,(PI), 4k Instagram & 2k Twitter. 2020
•
Build/promote the GoGrapevine.com Blog beginning first quarter 2020 and gain more influencers to write for it throughout the year. 2020
•
Contract a digital media coordinator to help manage social media and other digital marketing tasks by first quarter. 2020
•
GOAL:
Increase Go Grapevine Snapshot to an open rate of 50%. 2020
Begin the 2021 Master Plan by fall of 2020
Objectives:
GOAL:
•
Create Community Involvement Plan to engage all segments of population in planning. 2020
•
Create 2020 citizen survey and work with National Research Service to conduct survey. 2020
Create training program to educate staff on branding and communications for the Department
Objectives: •
Train staff on community relation policies. 2020
•
Train staff on updated branding guidelines. 2020
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T R E N T K E L L E Y, R E C R E A T I O N M A N A G E R
Recreation & Athletics This division creates opportunities for new recreational programs, including youth sports, to keep the community active and healthy.
GOAL:
Increase operational office space and co-working spaces for members at The REC
Objectives: •
Construct & Complete renovations by year end. 2020
GOAL: Increase Safety and Security at The REC Objectives:
GOAL:
•
Complete Security Plan by the end of the first quarter. 2020
•
Implement components of the security plan by end of year. 2020
Formalize program decision making by end of 2020
GOAL: Expand adult sports leagues and enhance participant experience Objectives: •
Implement digital rosters for athletic leagues. 2020
•
Attain 160 adult teams (PI). 2020
GOAL:
Increase quality and expand programing of youth events
Objectives: •
Complete e-sports program. 2020
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Attain 4,000 youths registered at The REC (PI). 2020
GOAL:
Increase patron experience at The REC
Objectives: •
Upgrade technology throughout. 2020
•
Precor fitness equipment in-house maintenance. 2020
•
Customer acknowledgment incentive program. 2020
•
Achieve 96%satisfaction rate (PI). 2020
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GRAPEVINE PARKS & RECREATION
GOAL:
Improve quality of aquatics special events
Objectives: •
Further utilize registration software to cap attendees to align with available staffing for both indoor and outdoor events within this year. 2020
•
Utilize special event team expertise to plan and execute events in an organized and pleasurable manner beginning with summer 2020 events. 2020
GOAL: Improve pre-season training for lifeguards and outdoor/indoor aquatic staff •
Attain at least two internal certified lifeguard instructors in an effort to offer more in-house training by May 2020. 2020
•
Attain at least one Water Safety Instructor Trainer in an effort to offer more in-house training by May 2020. 2020
GOAL:
Enhance Active Adult experiences •
Increase active adult online registrations and attain AA members of 600 (PI). 2020
•
Expand program development for 55-65 patrons. 2020
•
Achieve a 95% satisfaction rate (PI). 2020
GOAL:
Expand Club All-Access programming •
Develop two new relationships with outside providers to enhance opportunities for the special needs population. 2020
•
Offer at least two additional training opportunities for each staff who directly overseeing Club All-Access program. 2020
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GRAPEVINE PARKS & RECREATION
RANDY SELL , LAKE PARKS MANAGER
Lake Parks This division manages, operates and maintains all of Grapevine Parks on Grapevine Lake. The division also helps preserve the natural environment by securing Environmentally Sensitive Areas and nurturing habitats for natural wildlife.
GOAL: Enhance the overall operation and management of Lake Parks Objectives: •
Divide the Lake Parks and Special Events divisions during the first quarter. 2020
•
Reorganization of staff allows for Manager to reassign and restructure responsibilities to staff by end of second quarter. 2020
GOAL:
Obtain and maintain high national, state, and professional campground ratings for Vineyards Campground & Cabins.
Objectives: •
•
Increase the number of cabins and RV sites. 2021 •
Land acquisition. 2020
•
Develop plan for The Vineyards Campground & Cabins. 2020
Increase the cleanliness and upkeep of the Campground & Cabins. 2020 •
Revise and convert the housekeeping contract this fiscal year prior to existing contract ending. 2020
• •
Revise maintenance staff structure and duties by end of second quarter. 2020
Market / advertise / promote campground to meet 72% occupancy goal (PI). 2020
GOAL: Reduce subsidization of non-campground parks Objectives: •
Develop a lake Parks marketing program. 2020
•
Develop additional lake park recreation programs and opportunities to maximize participation & revenue opportunities by increasing program participation to 7,500 (PI). 2020
•
Rehabilitate one boat ramp and install pay stations by year end to attain 550 resident boat ramp passes sold and 225 non-resident passes sold (PI). 2020
•
Develop Meadowmere business operations plan. 2020
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Increase pavilion rentals/ revenue to 250/$60,00 respectively and attain outdoor recreation rental revenue of $20,000. 2020
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APRIL ROGERS, EVENTS MANAGER
Community & Special Events This division provides Grapevine residents with fun and unique opportunities to spend time with friends and families at unique and all-inclusive events.
GOAL:
Enhance the quality of special events offered to the community
Objectives: •
Divide the Lake Parks and Special Events divisions during the first quarter. 2020
•
Create a new Manager position over Community and Special Events during first quarter. 2020
•
Create a new Events Coordinator position and on-board a new staff member to help with planning and creating events by second quarter. 2020
•
GOAL:
Increase the number of events participation to 20,00 by end of fiscal year (PI). 2020 To better understand the operating success and attendee experience for each event
Objectives: •
Develop, distribute and analyze surveys for event attendees to attain 400 responses and receive a 95% satisfaction rate (PI). 2020
•
Focus on the value and execution of fall events through evaluation of attendee evaluation of SWOT analyses and budgets conducted through the 2020 fall event season. 2020
GOAL: Increase collaboration with other divisions Objectives: •
Hold seasonal meetings with divisions prior to the upcoming event season. 2020
•
Conduct discovery meetings with each division to determine general event needs and guidance. 2020
GOAL:
Create a more sustainable and impactful Go Wild programming
Objectives: •
Research and inventory operating needs of current programs. 2020
•
Evaluate each program with Go Wild coordinator, involved divisions and staff and recipient stakeholders. 2020
•
Develop revised program goals, management policies and procedures for the program. 2020
•
Attain 2000 program attendees and conduct 12 Field Trips (PI). 2020
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KATHY NELSON, CAPITAL IMPROVEMENT PROJECTS MANAGER
Capital Improvement Projects & Volunteer Management This division The division manages all of our project improvements throughout the parks and trails system. This include new construction with park expansion as well as improvements to existing parks, facilities, and trails. The division also manages all volunteers for the Department, including Keep Grapevine Beautiful.
Capital Projects GOAL:
Increase natural resource planning and habitat restoration efforts
Objectives:
GOAL:
•
Obtain Bee City USA designation this year. 2020
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Complete construction of Green Ribbon Phase 5. 2020
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Complete design and letting of Green Ribbon Phase 6. 2020
Develop new park facilities and renovate existing to meet the needs of the community
Objectives: •
Complete the renovation and open the Oak Grove Softball Complex. 2020
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Complete design and letting of Settlers Park. 2020
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Complete design and letting of Gateway Signage Project. 2020
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Construct additional parking at Oak Grove Baseball. 2020
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Complete Bark Park paddocks. 2020
GOAL:
Develop and present 2021, 5-year Capital Plan to City Council by deadline set by Finance Department
GOAL:
Reduce city funding for capital projects by obtain grant funding of $300,000 (PI) for 2020
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Volunteer Management GOAL:
Increase partnerships with organizations willing to promote and support environmental stewardship.
Objectives: •
GOAL:
Develop Partnership/Sponsorship Package to include expanded opportunities. 2020 Rebrand Keep Grapevine Beautiful
Objectives:
GOAL:
•
Design and implement new vehicle wrap. 2020
•
Develop new website platform. 2020
•
Install new Adopt-An-Area Signs with new logo. 2020
Increase daytime volunteers for Active Adult programming by 10%
Objectives: •
Collect existing data of daytime volunteers and input into current tracking system. 2020
•
Actively recruit volunteers for daytime service including reaching out to business. 2020
GOAL:
Enhance the volunteer experience to increase recurring volunteer and volunteer numbers
Objectives: •
Expand service descriptions in the volunteer policy manual. 2020
•
Expand long term volunteer opportunities by four to provide increased education, training and incentives in the volunteer management manual. 2020
•
Begin tracking volunteer hours for every volunteer beginning first quarter. 2020
•
Attain 48,000 volunteer hours of service (PI). 2020
GOAL:
Maximize a volunteer-based workforce by providing 32 events and educational opportunities by year end (PI)
GOAL:
For the volunteer services division to be of increased value to other division.
GOAL:
Increase the value and benefit of volunteer services to divisions within the department •
Develop new goals & objectives with performance measures. 2020
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GRAPEVINE PARKS & RECREATION
SCOTT HARDEMAN, HOSPITALITY MANAGER
Hospitality This division manages all food and beverage opportunities throughout the Department. This includes all food-related sponsorships and ordering. The division also implements sustainable dinner ware, cups and utensils to all divisions.
GOAL:
Increase customer service and operating efficiency of staff
Objectives: •
Create training videos and update employee handbook. 2020
•
Implement ‘Jolt Software’ Implement Jolt Software by end of second quarter. 2020
•
Attain customer satisfaction rate of 95% (PI). 2020
•
Continue to tap into high school & universities for students pursuing culinary opps. 2020
GOAL: Invest in additional options for services at parks Objectives: •
Set up events at Meadowmere Park at swim beach area with aqua park. 2020
•
Update existing mobile grill to make it more functional. 2020
GOAL:
Become 100% eco-friendly, compostable and recyclable materials •
GOAL:
Complete implementation at all facilities. 2020 Maximize profit for program operations
Objectives: •
Monitor and track all concession margins for staffing and cost of goods expenditures to meet below 25% for staffing and below 40% for cost of goods (PI). 2020
•
Host 20 hospitality events and 10 catering events (PI). 2020
•
Attain 110% cost recovery (PI). 2020
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2021
NEW GOALS WITH REALIGNED OBJECTIVES, STRATEGIES & ACTIONS
STRATEGIC PLAN REVISION | 2021 In 2020, the GPARD leadership conducted a couple of work sessions that resulted in the development of six departmental goals. The purpose of these overarching goals was to better articulate the community’s expectations as they were expressed during the 2018 master planning process. These goals were then approved by the Parks & Recreation Advisory board on October 15, 2020 and incorporated into the Strategic Plan on January 9, 2021. The goals not only define what should be achieved today but provides better guidance into the future. They are as follows: 1. Ensure all people have access to parks and programs. 2. Take a proactive approach for patron, staff and resource protection. 3. Provide development opportunities and resources for team members to achieve a culture of excellence. 4. Enhance stewardship of natural resources. 5. Strive for a responsive and responsible provision of leisure opportunities. 6. Deliver quality parks, services and programs. The master plan provides recommendations based on public input, analyses and evaluations conducted through the master planning process. These recommendations were organized into the following six categories. • Site and Facility Recommendations • Parks System Expansion • Education Program Expansion • Recreation Program Expansion • Volunteer Management • Marketing and Communications Each goal is placed under the categories it best supports. The recommendation categories are listed below with each accompanying goal. Each goal is supported by objectives, strategies and actions which are measurable, result-focused and time-bound. To provide guidance and track progress toward goal attainment, the following components are utilized and provided for each objective in the following manner: Funding Source Group with Oversight Responsibility Due Date Progress
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Site & Facility Recommendations
GOAL :
Ensure all people have access to parks and programs.
GOAL :
Take a proactive approach for patrons, staff & resource protection.
Objectives:
Continue developing way-finding signage for all parks. Funding Source: General & Lake Park Enterprise Funds Group with Oversight Responsibility: Planning Due Date: 2025 Progress : On Target
Strategy: Complete park signage design package. | 2021 | Completed
GOAL : Enhance Stewardship of Natural Resources. GOAL :
Strive for responsive and responsible provision of leisure opportunities.
GOAL :
Deliver quality parks, services and programs.
Objectives:
Continue focusing on differed maintenance.
Funding Source: General & Lake Park Enterprise Funds Group with Oversight Responsibility: Park Maintenance Progress: Ongoing
Strategy: Increase current acreage serviced under irrigation. | 2022 | On target
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Parks System Expansion
GOAL :
Ensure all people have access to parks and programs.
GOAL :
Enhance stewardship of natural resources.
Objectives: •
Increase natural resource planning and habitat restoration efforts. Funding Source: General & Lake Park Enterprise Funds Group with Oversight Responsibility: Planning Due Date: 2025 Progress : On Target
Strategy: Implement all components for the establishment of Parr Pollinator Prairie. | 2022 | On target
GOAL :
Strive for responsive and responsible provision of leisure opportunities.
Objectives:
Conduct park improvements and landscape enhancements that have been budgeted. Funding Source: General & Lake Park Enterprise Funds Group with Oversight Responsibility: Park Maintenance Progress : Annual
Strategy: Complete budgeted items for 2020. | 2020 | Completed | (Skate park improvements were tabled until further notice due to circumstances created by the pandemic.) • Action: Construct Oak Groves Sand Volleyball Courts | 2020 | Completed - July 2020
GOAL : Deliver quality parks, services and programs.
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Education Program Expansion
GOAL :
Ensure all people have access to parks and programs.
Objectives: •
Expand Club All-Access programming.
Funding Source: General Fund Group with Oversight Responsibility: Therapeutic Recreation Due Date: 2022 Progress : On Target
Strategy: Obtain certification to host Special Olympics team through Club All-Access. | 2022 | Completed - March 2022
GOAL : Take a proactive approach for patrons, staff & resource protection. GOAL : Provide Development opportunities and resources for team members to achieve a culture of excellence. Objectives:
Improve pre-season training for lifeguards and outdoor/indoor aquatic staff in-house training. Funding Source: General Fund Group with Oversight Responsibility: Aquatics Due Date: 2020 Progress : Completed - February 2020
Strategy: Attain at least one water safety instructor trainer in an effort to offer more in-house training. | 2020 | Completed - February 2020
GOAL : Enhance stewardship of natural resources. GOAL :
Strive for responsive and responsible provision of leisure opportunities.
GOAL :
Deliver quality parks, services and programs.
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Recreation Program Expansion
GOAL :
Ensure all people have access to parks and programs.
GOAL :
Strive for responsive and responsible provision of leisure opportunities.
Objectives: •
Enhance the quality of special events offered to the community. Funding Source: General Fund Group with Oversight Responsibility: Community Events Due Date: 2023 Progress : On Target
Strategy: Work with Grapevine Escape on making "Mystery in the Park" even better. | 2022 | On target
GOAL :
Deliver quality parks, services & programs.
Objectives:
Increase quality and expand programming of youth events. Funding Source: General Fund Group with Oversight Responsibility: Recreation Due Date: 2025 Progress : On Target
Strategy: Implement E-Sports program. | 2021 | Completed - 2021
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Volunteer Management
GOAL :
Take a proactive approach for patrons, staff & resource protection.
GOAL : Provide development opportunities & resources for team members to achieve a culture of excellence. GOAL : Enhance stewardship of natural resources. Objectives: • Increase partnership with organizations willing to promote and support environmental stewardship. Funding Source: General Fund Group with Oversight Responsibility: Planning Due Date: 2025 Progress : On Target
Strategy: Develop partnership/sponsorship package | 2021 | Differed to 2023 | (Finalize package once impacts from the pandemic are minimal and business environment is more stable.) • Action: A DRAFT sponsorship packet was developed. | 2021 | Completed - May 2021 • Action: Finalize sponsorship packet. |2023 | On Target
GOAL :
Strive for responsive and responsible provision of leisure opportunities.
Objectives:
Increase the value and benefit of volunteer services to divisions within the department. Funding Source: General Fund Group with Oversight Responsibility: Planning Due Date: 2025 Progress : On Target
Strategy: Develop new strategies with performance measures. | 2020 | Completed - April 2020 •
GOAL : Deliver quality parks, services and programs.
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Marketing and Communication
GOAL :
Ensure all people have access to parks and programs.
Objectives: • Increase promotions of programs and services through digital platforms. Funding Source: General Fund Group with Oversight Responsibility: Marketing Due Date: 2025 Progress : On Target
Strategy: Increase ADA compliance. | 2023 | On target
• Actions: Implement web accessibility measures to comply with ADA standards. | 2021 | Completed - 2021
GOAL : Take a proactive approach for patrons,staff & resource protection. GOAL : Provide development opportunities & resources for team members to achieve culture of excellence. GOAL : Enhance stewardship of natural resources. GOAL : Deliver quality parks, services and programs.
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CONCLUSION The strategic plan is a living document, and therefore is updated on an annual basis or as needed depending on the rate of progress, changes, and opportunities. As a department operating under the City umbrella, political changes and pressures effect the progress of the strategic plan. Specific to 2020, the world-wide pandemic produced unforeseen changes and circumstances, resulting in a revised strategic plan only six months after implementation followed by the development of the overarching departmental goals four months later. In 2021, the new goals were incorporated into the strategic plan along with realigned objectives, strategies and actions. This year and the years following, the strategic plan will be updated with new or revised strategic components to ensure our progression is on track to fulfilling the master plan recommendations and future plans.
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Appendix ANNUAL BRAIN STORMING SESSIONS BY DIVISIONS
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2021
BRAINSTORMING SESSIONS FOR 2021
Community Events and Go Wild Short, Mid, Long Term Goals for 2021 Short
• Get all fries onto Sharepoint and One Drive so we can begin working strictly off of there Community Events • Working on Daddy Daughter Dance and Mother Son Date Night Covid-friendly layout • Helping with virtual volunteer appreciation with video and day of • Completing the events manual • Continuing building of relationship with new part time staff to get them excited about working events Go Wild • Reach out to 3rd grade teachers to do virtual programming for their classroom • Reach out to Homeschool groups and have them be a part of our homeschool program • Continue to get speakers for the High School Spring Break Camp • Thrive outside content creation • All activities planned out through June and will be put in Amilia
Mid
• Team moving into 421 Church • Working on how rentals will work and pricing structure for the entire 421 Church St. building Community Events • Figure out Covid friendly Tea Party and Father Son Field Day • Review events budget and see if we can have some smaller events in the summer time like Paws and Pastries etc. • Continued Covld Event Research being a part of phone calls, zoom meetings and etc. Go Wild • iNat and Stream team development • Help with Adult Education Classes • City Nature Challenge Event creation
Long
Community Events • Have our team added to the TFEA membership and look Into their Texas Event Management School • Carol of Lights - What will we do this year? • New event tech research Go Wild • Research Outdoor Education Exhibits to possibly bring to the Gardens • Look at planner in One Drive and see if it would be a good use for team management • Continue to help and see where we might be able to design and create Interpretative signage
Personal Goals • • •
I would like to get training in adobe premier and after effects to help with the creation of moving graphics for video editing, may it be online classes or Was curious if I should look into the CPRP test Figuring out values for my team and continue to hone in on skills they are good at but also train them more.
2022
BRAINSTORMING SESSION FOR 2022
• • •
Figure out ways to bring more music events to the gardens that doesn't stretch the events team and budget thin due to timing and rentals. Will need to grow the building probably eventually having its own coordinator to help program by networking more and part time people to work the after-hours events.
Continuing to be fluid with our events and the building inflation prices for rentals and professional services. Trying to be a good steward with money.
2022- TK
• •
• • • • • •
Complete CPRP and CPRE Successful presidency for TRAPS which includes o Hire new executive director with seamless transition o Update strategic plan o Engagement of FYPN o Grow society o Legislative education for membership Bring back AA Supervisor- done Business plan for The REC and The Vine Dove Waterpark replacement plan Restructure Athletics Miracle League team and Special Olympics team for Club All-Access Shelter training
2022 Department Marketing Goals •
• •
• • • • • • • • • •
Begin the Master Plan update process including surveys, public input sessions, community involvement, etc. Continue the Division Manual Timeline and ensure all employee manuals meet brand standards Continue to educate the CAPRA team and staff about the CAPRA Accreditation process and the standards that we need to uphold for re-accreditation. Help as needed in working toward a plan for implementation, etc. o Implement Power DMS and transfer all self-assessment items over Continue to improve and increase ADA Compliance across the board (captioning videos, website, social media, etc.) Execute TRA Project Communications Plan along the Rock Art Trail and Bear Creek Park/Trail Continue to create news network connections and media partners Pick back up with the completion of the new signage throughout the park system o Neighborhood signs o Regional Parks As a team, obtain Gold Medal Finalist and Gold Medal Award in 2022 Resolve ROI configurations through Amilia and Google Analytics API Continue to educate the website committee on website page management and improvements Further nurture cross-departmental communication and marketing efforts Continue to educate team on updated brand standards and communicating on behave of the department and sub brands (The REC of Grapevine, KGVB, etc.) Grow the marketing team and be able to better maintain the needs of the growing department (facilities, programs, events, etc.) o Have more of a hand in the marketing and communication needs for The Vineyards Campground & Cabins o Have more of a hand in the marketing and communication needs for Keep Grapevine Beautiful o Continue to survey and engage with citizens via social media to obtain feedback on facilities, programs, events, and services o Create an innovative social media strategy to grow channels (FB 28k, IG 5.5k, TW 2.5k)
Personal • • • • •
Take the CPRP Exam through NRPA and become a Certified Parks and Recreation Professional Continue graduate school towards Master’s degree in Mass Communication and Digital Strategy Attend more training specific to the marketing field Take advantage of professional development opportunities Be better at saying no to things when I do not feel I can deliver the best quality product