MPT CAPRA Self-Assessment Report by Metro Parks Tacoma

COMMISSION FOR ACCREDITATION OF PARK AND RECREATION AGENCIES SELF-ASSESSMENT REPORT AND VISITATION REPORT 2014 CAPRA STANDARDS, 5TH EDITION Metro Parks Tacoma Shon Sylvia, Executive Director Tacoma, WA

June 3rd â&#x20AC;&#x201C; 5th, 2019 VISITATION TEAM: Sean L. VanRoenn, Chair Michael Morris Marla Babb

VISITATION REPORT INTRODUCTION

Metro Parks Tacoma

AGENCY OVERVIEW COMMUNITY DEMOGRAPHICS •

Predominant form(s) of government in the tax jurisdiction (i.e., manager, mayoral, commission):

Metro Parks Tacoma is a separate political subdivision of the State of Washington, created in 1907. The park district is governed by a Metro Parks Board of Parks Commissioners, composed of five members, serving 6-year staggered terms, all of whom are elected by citizens of the City of Tacoma and unincorporated areas of Browns Point and Dash Point. The Board of Park Commissioners is charged with establishing the policy direction for the Metropolitan Park District of Tacoma under Washington State law. While recognizing the formal legal name of the entity as the Metropolitan Park District of Tacoma, the Board desires that the user-friendly name of Metro Parks Tacoma be utilized in all references not requiring the formal legal name of the organization. The Board of Park Commissioners hires an Executive Director who supervises and is held responsible for the administrative and managerial affairs of Metro Parks Tacoma. He/she is given general direction regarding personnel matters and is ultimately responsible for the proper execution of policies and directions set by the Board and for the enforcement of local, state, and federal laws and regulations impacting Metro Parks Tacoma. •

Population of tax jurisdiction Estimated at 213,418+ Tacoma is the second largest city in the Puget Sound area and the third largest in the state.

*2017 projected by the U.S. Census Data. All of City of Tacoma with a portion of unincorporated Pierce County that falls within

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Metro Parks Tacoma’s jurisdictional boundaries.

Population of metropolitan service area is the City of Tacoma which is entirely included within Metro Parks Tacoma’s boundaries. The population of the City of Tacoma is 213,418. Tacoma is the largest city in Pierce County, Washington. The population of Pierce County is estimated at 872,220.

*2010 U.S. Census Data

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Age profile of tax jurisdiction: Under Age 5 ............................... 6.5% Ages 5 – 9 Years ........................ 6.2% Ages 10 – 14 Years .................... 5.4% Ages 15 – 19 Years .................... 5.6% Ages 20 – 24 Years .................... 7.8% Ages 25 – 34 Years .................... 17.1% Ages 35 – 44 Years .................... 13.1% Ages 45 – 54 Years .................... 13.2% Ages 55 – 59 Years .................... 6.6% Ages 60 + ................................... 18.7% * 2017 American Community Survey Estimates.

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Metro Parks Tacoma

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Income profile of tax jurisdiction: Less than $10,000 ...................... 5.9% $10,000 - $24,999 ...................... 9.6% $25,000 - $49,999 ...................... 19.7% $50,000 - $74,999 ...................... 18.9% $75,000 - $99,999 ...................... 16.4% $100,000 - $149,999 .................. 17.6% Over $150,000 ........................... 11.9% * 2017 American Community Survey Estimates.

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Racial diversity of the tax jurisdiction: White ............................................................. 66% Black or African American ........................... 9.9% American Indian and Alaskan Native ........... 1.3% Asian ............................................................. 8.8% Hawaiian and Pacific Islander ...................... 1.3% Other ............................................................. 4.3% Two Or More Races ...................................... 8.5% * 2017 American Community Survey Estimates

AGENCY CHARACTERISTICS 1. Operating budget for the 2019-20 biennium: $181,536,844 2. Capital budget for the 2019-20 biennium: $54,631,616 3. Full-time employees: 337 4. Part-time/seasonal employees: Approx. 650 5. Parkland acreage: Approximately 69 properties covering 2,735 acres 6. Significant agency awards and/or recognitions: • CAPRA accreditation, 2014 • National Recreation and Parks Association, Gold Medal Award finalist, 2017 • Washington State Historical Society, 2018 David Douglas Award for “Trapped,” the historically accurate escape room at Fort Nisqually Living History Museum • Historic Preservation Awards, Tacoma Landmarks Preservation Commission for Fort Nisqually Living History Museum, 2017 Page 8

Metro Parks Tacoma • • • • • • • • •

Tacoma-Pierce County Health Department’s Healthy Communities Award, Governors Volunteer Service Award, and WRPA Citizen Spotlight Award for the new Eastside Community Center, 2018-19 Education Award, Association of Zoos & Aquariums, for the “Fostering Empathy for Animals” project in coordination with Seattle Aquarium and Woodland Park Zoo Tacoma Area Commission on Disabilities, Disability Business Advocate of the Year to the park district, 2015 South Sound Business, 40 Under 40 award for Metro Parks Government Affairs Manager Andrew Austin, 2018 Tacoma Register of Historic Places listing, Titlow Lodge, 2018 Pierce County Register of Historic Places listing, Browns Point Lighthouse Park, 2017 Governor’s Advisory Council on Historic Preservation, Washington State Department of Archaeology and Historic Preservation, and Tacoma City Council added the Point Defiance Lodge to the state and city registers of historic places, 2017 Point Defiance Zoo and Aquarium: original accreditation in 1983; then accredited again in 1987, 1992, 1997, 2002, 2007, 2012, 2017 Northwest Wildlife Park: original accreditation in 1985: then accredited again in 1990, 1995, 2001, 2006, 2011, 2016

PHYSICAL CHARACTERISTICS 1. Geographic size of tax jurisdiction (square miles): The City of Tacoma has a total area of 62.34 square miles (161.46 km2), of which, 80% - 49.72 square miles is land and 20% - 12.62 square miles is water. Tacoma is at 47°14′29″N 122°27′34″W (47.241371, -122.459389). Its elevation is 381 feet (116 m). Seven highways end in or pass through Tacoma: I-5, I-705, SR 7, SR 16, SR 163, SR 167, and SR 509. The city is also near several military installations, including Joint Base Lewis-McChord (formerly known separately as Fort Lewis and McChord Air Force Base.) The city is located 32 miles (51 km) southwest of Seattle and 31 miles (50 km) northeast of the state capital, Olympia. 2. Describe significant rivers, lakes, mountain ranges, which influence the community: The city is located on Washington's Puget Sound with over 20 miles of shoreline bordering a substantial portion of its jurisdiction. Tacoma also has three fresh water lakes (Wapato Lake, China Lake, and Snake Lake), one significant river (Puyallup River) and five larger creeks (Puget Creek, Swan Creek, First Creek, Hylebos Creek, and Narrows Creek) that flow through its city. Nestled between the Cascade and Olympic mountain ranges, the city is within visual sight and driving distance of the Northern Cascade Mountain Range, 58 miles (93 km) northwest of Mount Rainier National Park, and 91 miles north of Mount St. Helens. CULTURAL CHARACTERISTICS 1. Significant social and/or cultural factors that influence the agency's delivery of service: There are social factors beyond income, age and diversity that impact service delivery. Metro Parks Tacoma monitors veteran status, disability status, school enrollment, grandparents responsible for grandchildren, and other characteristics in order to understand and serve our diverse community.

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Metro Parks Tacoma Households Pierce County Total…………..299,918 Tacoma Total…………………78,541 Families……………………….45,716 or 58.2% Families with children/18yrs-...21,417 or 27.3% With Grandparents and Grandkids in same home…...... 1,530 Non-Family or live alone……..32,825 or 41.8% Average household size………2.44 Average family size…………..3.1 Owner occupied homes………42,316 or 53.9% *2010 US Census Data

School Enrollment Pierce County Total………….205,480 Tacoma Total………………...47,593 Preschool & Kindergarten…...2,830 or 5.9% Grades 1-8……………………18,345 or 38.6% Grades 9-12…………………..9,057 or 19.0% College……………………….12,638 or 26.6% *2017 American Community Survey

School Achievement Pierce County Total………….563,258 Tacoma Total………………...142,115 (over 25 years) Less than High School…….....16,866 or 11.8% High School Graduate..………37,156 or 26.1% Associates or Technical……...12,998 or 9.1% Bachelors or Masters..……….39,191 or 27.6% *2017 American Community Survey

Special Status – Military or Veteran Pierce County Total………….86,558 (13.8% of the population over 18) Tacoma Total………………...18,957 (11.7% of the population over 18) *2017 American Community Survey

Special Status – Disability Tacoma Total Population…....203,059 (non-institutionalized) With Any Disability…………31,447 or 15.5% Under age 18………………...1,732 or 5.5% Age 18-64……………………18,853 or 59.9% Age 65+………………………10,862 or 34.5% *2017 American Community Survey

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Metro Parks Tacoma

TABLE OF CONTENTS 1.0 Agency Authority, Role and Responsibility .................................................................................... 16 1.1 Source of Authority .......................................................................................................... 16 1.1.1 Public Authority/Policy Body ................................................................................................ 17 1.1.2 Citizen Advisory Boards/Committees .................................................................................... 18 1.2 Periodic Timetable for Review of Documents ..................................................................... 19 1.2.1 Document Approval Authority ............................................................................................... 20 1.3 Jurisdiction ........................................................................................................................... 21 1.4 Mission ............................................................................................................................. 21 1.4.1 Agency Goals and Objectives ............................................................................................. 22 1.4.2 Personnel Involvement ........................................................................................................... 23 1.5 Vision ............................................................................................................................... 24 1.6 Policies, Rules and Regulations, and Operational Procedures .............................................. 25 1.6.1 Administrative Policies and Procedures.............................................................................. 26 1.7 Agency Relationships ....................................................................................................... 27 1.7.1 Operational Coordination and Cooperation Agreements ........................................................ 28 2.0 Planning ............................................................................................................................................. 31 2.1 Overall Planning Function within Agency ........................................................................... 31 2.2 Involvement in Local Planning ......................................................................................... 33 2.3 Planning with Regional, State, and Federal Agencies .......................................................... 34 2.3 Community Comprehensive Plan with Park and Recreation Component............................. 36 2.4 Park and Recreation System Master Plan ......................................................................... 37 2.5 Strategic Plan  .................................................................................................................... 39 2.6 Feasibility Studies ................................................................................................................. 41 2.7 Site Plans .............................................................................................................................. 42 2.8 Historical and Cultural Resource Management Plans........................................................... 44 2.9 Community Involvement  ................................................................................................. 46 2.10 ADA Transition Plan.......................................................................................................... 48 3.0 Organization and Administration.................................................................................................... 51 3.1 Organizational Structure ................................................................................................... 51 3.2 Administrative Offices ..................................................................................................... 51 3.2.1 Support Services .................................................................................................................... 53 3.3 Internal Communication ................................................................................................... 54 3.4 Public Information Policy and Procedures ........................................................................ 55 3.4.1 Public Information and Community Relations Responsibility ............................................... 56 Page 11

Metro Parks Tacoma 3.4.2 Community Relations Plan..................................................................................................... 56 3.4.3 Marketing Plan ....................................................................................................................... 58 3.4.3.1 Marketing Position Responsibility........................................................ 60 3.5 Utilization of Technology .................................................................................................... 60 3.5.1 Management Information Systems ..................................................................................... 62 3.6 Records Management Policy and Procedure ........................................................................ 63 3.6.1 Records Disaster Mitigation and Recovery ............................................................................ 64 4.0 Human Resources ............................................................................................................................. 66 4.1 Personnel Policies and Procedures Manual ....................................................................... 66 4.1.1 Code of Ethics ........................................................................................................................ 66 4.1.1.1 Staff Acceptance of Gifts and Gratuities .............................................. 67 4.1.2 Recruitment Process ............................................................................................................... 67 4.1.3 Equal Opportunity Employment and Workforce Diversity ................................................. 68 4.1.4 Selection Process.................................................................................................................... 69 4.1.5 Background Investigation  .................................................................................................. 70 4.1.6 Employee Benefits ................................................................................................................. 71 4.1.7 Supervision ............................................................................................................................ 71 4.1.8 Compensation Plan ................................................................................................................ 72 4.1.9 Performance Evaluation ......................................................................................................... 73 4.1.10 Promotion............................................................................................................................. 74 4.1.11

Disciplinary System ........................................................................................ 74

4.1.12 Grievance Procedures........................................................................................................... 75 4.1.13

Termination and End of Employment ............................................................. 76

4.2 Staff Qualifications ........................................................................................................... 76 4.3 Job Analysis and Job Descriptions ................................................................................... 77 4.4 Chief Administrator .......................................................................................................... 78 4.4.1 Leadership Succession Procedure .......................................................................................... 79 4.5 Workforce Health and Wellness Program ............................................................................ 79 4.6 Orientation Program ............................................................................................................. 80 4.6.1 Employee Training and Development Program ..................................................................... 81 4.6.2 Professional Certification and Organization Membership ...................................................... 82 4.7 Volunteer Management ........................................................................................................ 83 4.7.1 Use of Volunteers................................................................................................................... 83 4.7.2 Recruitment, Selection, Orientation, Training, and Retention ................................................ 85 4.7.3 Supervision and Evaluation of Volunteers ............................................................................. 86 Page 12

Metro Parks Tacoma 4.7.4 Recognition of Volunteers ..................................................................................................... 86 4.7.5 Liability Coverage for Volunteers .......................................................................................... 87 4.8 Consultants and Contract Employees ................................................................................... 87 5.0 Financial Management ..................................................................................................................... 89 5.1 Fiscal Policy ..................................................................................................................... 89 5.1.1 Comprehensive Revenue Policy ......................................................................................... 90 5.1.2 Acceptance of Gifts and Donations ........................................................................................ 91 5.1.3 Grants Procedures .................................................................................................................. 91 5.1.4 Private, Corporate, and Non-Profit Support Procedures ......................................................... 92 5.2 Fiscal Management Procedures ........................................................................................ 93 5.2.1 Authority and Responsibility for Fiscal Management ............................................................ 94 5.2.2 Purchasing Procedures ........................................................................................................ 95 5.2.2.1 Emergency Purchase Procedures .......................................................... 95 5.3 Accounting System ........................................................................................................... 96 5.3.1 Financial Status Reports ......................................................................................................... 97 5.3.2 Position Authorization Procedures ......................................................................................... 97 5.3.3 Fiscal Control and Monitoring Procedures ............................................................................. 98 5.3.4 Independent Audit .............................................................................................................. 99 5.4 Annual or Biennial Budget ............................................................................................. 100 5.4.1 Budget Development Guidelines .......................................................................................... 100 5.4.2 Budget Recommendations.................................................................................................... 101 5.5 Budget Control Procedures ................................................................................................ 102 5.5.1 Supplemental/Emergency Appropriations Procedures ......................................................... 103 5.5.2 Inventory and Fixed Assets Control ..................................................................................... 104 6.0 Programs and Services Management ............................................................................................ 105 6.1 Recreation Programming Plan ........................................................................................ 105 6.1.1 Program and Service Determinants ...................................................................................... 107 6.1.2 Participant Involvement ....................................................................................................... 111 6.1.3 Self-Directed Programs and Services ................................................................................... 113 6.1.4 Leader-Directed Programs and Services .............................................................................. 114 6.1.5 Facilitated Programs and Services........................................................................................ 115 6.1.6 Cooperative Programming ................................................................................................... 116 6.2 Program Objectives ........................................................................................................ 117 6.3 Scope of Program Opportunities ........................................................................................ 121 6.3.1 Outreach to Diverse Underserved Populations ................................................................. 122 Page 13

Metro Parks Tacoma 6.4 Community Education for Leisure Process ........................................................................ 124 6.4.1 Community Health and Wellness Education and Promotion................................................ 125 6.5 Participant and Spectator Code of Conduct ........................................................................ 127 7.0 Facility and Land Use Management .............................................................................................. 129 7.1 Parkland Acquisition Procedures ....................................................................................... 129 7.2 Areas and Facilities Development Policies and Procedures ............................................... 130 7.2.1 ADA Existing Facility and Site Access Audit ........................................................................ 131 7.3 Defense Against Encroachment Procedures ....................................................................... 132 7.4 Disposal of Lands Procedures ............................................................................................ 133 7.5 Maintenance and Operations Management Plan ............................................................. 134 7.5.1 Facility Legal Requirements ................................................................................................ 136 7.5.2 Preventive Maintenance Plan ............................................................................................... 138 7.6 Fleet Management Plan ...................................................................................................... 140 7.7 Agency-Owned Equipment, Materials, Tools, and Supplies Policies and Procedures........ 140 7.7.1 Building Plans and Specifications .......................................................................................... 142 7.7.2 Land and Lease Records ...................................................................................................... 143 7.8 Environmental Sustainability Policy and Program ............................................................. 144 7.9 Natural Resource Management Plans and Procedures ........................................................ 147 7.9.1 Recycling and/or Zero Waste Plan ....................................................................................... 151 7.10 Maintenance Personnel Assignment Procedures .............................................................. 152 7.11 Capital Asset Depreciation and Replacement Schedule ................................................... 154 8.0 Public Safety, Law Enforcement and Security ............................................................................. 157 8.1 Codes, Laws and Ordinances .......................................................................................... 157 8.1.1 Staff Liaison to Law Enforcement Officers.......................................................................... 158 8.2 Authority to Enforce Laws by Law Enforcement Officers ............................................. 159 8.3 Law Enforcement Officer Training .................................................................................... 161 8.4 Public Information on Laws, Ordinances, Rules, Regulations, and Policies ...................... 162 8.4.1 In-Service Training for Staff on Public Safety and Law Enforcement ................................. 164 8.4.2 Handling of Disruptive Behavior Procedures ....................................................................... 165 8.4.3 Traffic Control, Parking Plans, and Crowd Control ............................................................. 167 8.4.4 Handling of Evidentiary Items Procedures ........................................................................... 168 8.5 General Security Plan ..................................................................................................... 169 8.6 Emergency Management Planning ..................................................................................... 170 8.6.1 In-Service Training for Staff on General Security and Emergency Management ................. 171 8.6.2 Emergency Risk Communications Plan ............................................................................... 172 8.6.3 Care and Shelter Procedures................................................................................................. 173 Page 14

Metro Parks Tacoma 9.0 Risk Management ........................................................................................................................... 175 9.1 Risk Management Policy ................................................................................................... 175 9.1.1 Risk Management Plan and Proceduresď&#x201A;Ť ............................................................................ 176 9.1.2 Accident and Incident Report Procedures ............................................................................ 177 9.1.3 Personnel Involvement and Training .................................................................................... 177 9.2 Risk Manager ..................................................................................................................... 178 9.3 ADA Compliance and Face-to-Face Resolution ................................................................ 179 10.0 Evaluation and Research .............................................................................................................. 181 10.1 Systematic Evaluation Processesď&#x201A;Ť .................................................................................. 181 10.1.1 Responsibility for Evaluation ............................................................................................. 183 10.1.2 Staff Training on how to Evaluate Programs, Services, and Facilities ............................... 184 10.2 Outcomes Assessment ...................................................................................................... 185 10.3 Performance Measurement ............................................................................................... 186 10.3.1

Level of Service Standards ................................................................................................ 188

10.4 Need Assessment ............................................................................................................. 189 10.5 Program and Service Statistics ......................................................................................... 190 10.5.1 Recreation and Leisure Trends Analysis ............................................................................ 192 10.5.2 Community Inventory ........................................................................................................ 193 10.5.3 Park Metrics ....................................................................................................................... 194 10.6 Research Investigation ..................................................................................................... 194 10.6.1 Quality Assurance .............................................................................................................. 196

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Metro Parks Tacoma

1.0 AGENCY AUTHORITY, ROLE AND RESPONSIBILITY NOTE: Standards marked with a star () are fundamental standards, and are required of all agencies seeking accreditation.

1.1 Source of Authority

Standard: The source of agency authority or legal basis of operation and the extent of powers shall be identified in a legal document such as the state statute, local charter, city ordinance, or park district code. Suggested Evidence of Compliance: Provide legal citation and, if appropriate, date of resolution by local governing entity or legal authority (i.e., enabling act, support documentation, ordinance; if permissive state authority, provide charter). The Revised Code of Washington (RCW) No. 35.61 created Metropolitan Park Districts in 1907. The Board of Park Commissioners of the Metropolitan Park District of Tacoma (Metro Parks Tacoma) is charged with the responsibility to set policy for the operation of the Park District through RCW 35.61.130 Park Board Authority. While recognizing the formal legal name of the entity as the Metropolitan Park District of Tacoma, Pierce County, Washington, the Board desires that the name of Metro Parks Tacoma be utilized in all references not requiring the formal legal name of the organization. Historical documentation, showing when the City of Tacoma put the issue before the voters, solicited for the development of Park Commissioners and notified the public of forming actions is provided. Further, the Policy and Procedures of the Board of Park Commissioners, last approved November 10, 2014 identifies the authority given to the Board through the enabling legislation. In the policy, Board-adopted rules and regulations governing the conduct of meetings of the Board of Park Commissioners and other matters related to the conduct of business by the Board is described. The procedures establish how the Board will conduct its business affairs and how business may be brought before the Board for action. The policy is designed to provide elected and appointed officials, employees, and the general public with clear information on how the Board of Park Commissioners conducts the public’s business and what opportunities the public has for presenting its advice, requests and input on matters under consideration by Metro Parks Tacoma. Evidence of Compliance: 1. Revised Code of Washington (RCW) 35.61 – Metropolitan Park Districts 2. RCW 36.61.130 Park Board Authority 3. Policy and Procedures of the Board of Park Commissioners Policy 4. Historical Documentation Agency Self Review:

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Visitor Comments: Visitor Evaluation:

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1.1.1 Public Authority/Policy Body

Standard: The organizational authority structure should provide for one public authority responsible for policy-making functions. This entity usually has taxing power and must approve the budget; it holds title to property. It also serves an important function in providing input to improve and expand park and recreation programs, services, and facilities. Suggested Evidence of Compliance: Provide a chart or diagram and narrative description of the organizational structure, interrelationship of organizational components and powers of authority over policy-making; show the relationship of the agency to its approving authority and provide the approving authority bylaws or charter. Metro Parks Tacoma adopted the Policy and Procedures of the Board of Park Commissioners. It establishes the operating policy for the Board of Park Commissioners. In the policy, the Board of Park Commissioners is charged with establishing the policy direction for the Metropolitan Park District of Tacoma under Washington State law. The Board of Park Commissioners is an elected municipal board independent of the City of Tacoma’s governance structure, specifically responsible for parks and recreation services. The Board of Park Commissioners has taxing power and must approve the budget; it holds title to property. It also serves an important function establishing mission-led programs, services, and operations of Metro Parks Tacoma. Park Commissioners are elected officials who are subject to public election and opinion, and are charged with the legal authority and accountability for exerting influence throughout the community to improve and expand park and recreation programs, services and facilities. Metro Parks Tacoma has a five member board with staggered six year terms. The State law which establishes the authority of the Park Board is referenced in a District policy statement. RCW 35.61.130 Board of Parks Commissioners Authority. The original legislation to form Metropolitan Park Districts is also provided. As the governing body, the Board of Park Commissioners has an established operating structure that facilitates its purpose. The Authority Structure of the Agency 2018-2019 is an organizational chart published in the biennial budget document. The Electorate chooses the Board of Park Commissioners to direct the Executive Director in business matters of the District. Additional citizen boards provide input on behalf of the electorate to guide the decision making of the Board of Park Commissioners; however, the Board of Park Commissioners retains the “power to accomplish without recourse." Evidence of Compliance: 1. Policy and Procedures of the Board of Park Commissioners Policy 2. RCW 36.61.130 Park Board Authority 3. Revised Code of Washington (RCW) 35.61 – Metropolitan Park Districts 4. Authority Structure of the Agency 2018-2019 Document Agency Self Review:

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Visitor Comments: Visitor Evaluation:

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1.1.2 Citizen Advisory Boards/Committees

Standard: There shall be citizen boards/committees that are advisory to the agency and the approving authority that appoints them. Advisory boards engage the community and serve as advocates for the advancement of programs, facilities, and services. Suggested Evidence of Compliance: Provide list of boards/committees with membership, authority, responsibilities and duties, terms of office, meeting minutes. Metro Parks Tacoma utilizes Citizen Advisory Councils to guide district decision-making. The Citizen Advisory Council Policy was created to establish criteria and guidelines to provide quality programs and services to all park district customers and residents by utilizing the input and expertise of a broad base of community members. The members are appointed by the Board of Park Commissioners. These councils provide input directly to the Board; however, they have no final authority or responsibility for policy or administration. In order to make the best use of Citizen Advisory Councils, Metro Parks Tacoma adopted a four council structure in 2009. These four councils align with Metro Parks’ mission and goals. The Councils include: • Business & Responsive Agency Advisory Council • Arts & Heritage Advisory Council (Originally “Culture & Heritage”) • Nature & Environment Advisory Council • Active Lifestyle & Community Wellness Council The Board Advisory Council Resolution, adopted in 2009, shows how these councils are structured. Metro Parks Tacoma utilizes an application process to recruit and appoint citizen members to the four councils. The Board Advisory Council Application is the first step in the process leading to appointment. Councils are scheduled to meet monthly. All Advisory Councils have annual work plans and minutes; these are maintained on our website for easy access by the public and advisory council members. A work plan and minutes for the Active Lifestyles & Community Wellness Council are included to demonstrate the work of the Advisory Councils. One member of the Board of Park Commissioners and an agency Director and Manager are appointed to liaison with each Advisory Council. The roster of Advisory Council members shows staff liaisons and citizen members who currently populate each council. Evidence of Compliance: 1. Citizen Advisory Council Policy 2. Board Advisory Council Resolution – 2009 3. Board Advisory Council Application 4. Active Lifestyles & Community Wellness Advisory Council 2018 Work Plan 5. Active Lifestyles & Community Wellness Advisory Council Minutes – May 2018 6. Active Lifestyles & Community Wellness Advisory Council Minutes - April 2018 7. Active Lifestyles & Community Wellness Advisory Council Minutes – March 2018 8. Roster of Citizen Advisory Council Members – January 2018 Agency Self Review:

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Visitor Comments: Page 18

Metro Parks Tacoma Visitor Evaluation:

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1.2 Periodic Timetable for Review of Documents

Standard: All documents designated for periodic review shall be reviewed on a regular basis according to an established agency review schedule. For example, if the agency has determined that a document should be reviewed annually, the agency shall provide evidence that the document is reviewed annually and include a copy of the most recent annual review. Several standards in the accreditation process require that adopted plans, policies and procedures be reviewed and updated at various intervals. In those cases, the agency shall provide evidence that the document was reviewed and updated pursuant to the period specified in the standard. Standards with a review requirement are: 1.4.1 Agency Goals and Objectives 1.6.1 Administrative Policies and Procedures 2.4 Park and Recreation System Master Plan 2.5 Strategic Plan 3.4.2 Community Relations Plan 3.4.3 Marketing Plan 3.6 Records Management Policy and Procedures 3.6.1 Records Disaster Mitigation and Recovery Plan and Procedures 4.1 Personnel Policies and Procedures Manual 4.1.2 Recruitment Process 4.1.8 Compensation Plan 4.3 Job Analyses for Job Descriptions 4.5 Workforce Health and Wellness Program 4.6.1 Employee Training and Development Program 5.1.1 Comprehensive Revenue Policy 6.1 Recreation Programming Plan 6.2 Program Objectives 6.4 Community Education for Leisure Process 7.1 Parkland Acquisition Procedures 7.2 Area and Facilities Development Policies and Procedures 7.5 Maintenance and Operations Management Standards 7.5.1 Facility Legal Requirements 7.9.1 Recycling and/or Zero Waste Plan 8.5 General Security Plan 8.6.2 Emergency Risk Communications Plan and Procedures 9.1.1 Risk Management Policy 10.4 Needs Assessment 10.5.1 Recreation and Leisure Trends Analysis Suggested Evidence of Compliance: Provide the agency review schedule for the document, program, policy or procedure referenced in the enumerated standards. Attached is a schedule that looks over the periodic review of critical documentation for each area. Each standard is followed by the document(s) necessary to fulfill the standards. While each standard may have additional documentation that help meet the requirements in each standard the periodic review of

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Metro Parks Tacoma documents is consolidated to crucial policies that dictate what else is required for programs, facilities, and other service areas. Evidence of Compliance: 1. 1.2 Matrix Agency Self Review:

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Visitor Comments: Visitor Evaluation:

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1.2.1 Document Approval Authority

Standard: All documents designated for approval by the appropriate approving authority shall be approved or adopted in a manner consistent with the agency process and procedure for adoption of policies, rules, regulations, and operational procedures, except that the agency budget and park and recreation system master plan must be adopted or approved by the entity responsible for policy-making. Standards with an adoption or approval requirement are: 1.5 Vision 2.3.1 Community Comprehensive Plan with Park and Recreation Component 2.4 Park and Recreation System Master Plan 2.5 Strategic Plan 2.10 ADA Transition Plan 3.4 Public Information Policy and Procedure 4.4.1 Leadership Succession Procedure 5.4 Annual or Biennial Budget 8.1 Codes, Laws, and Ordinances 9.1 Risk Management Policy 9.1.1 Risk Management Plan and Procedures Suggested Evidence of Compliance: Provide documentation that the agency budget and park and recreation system master plan have been duly adopted or approved by the entity responsible for policymaking and that other documents designated for approval by the appropriate approving authority have been approved in a manner consistent with the agency process and procedure for approval of policies, rules, regulations, and operational procedures. Attached is a matrix that outlining critical documents for fulfilling the adopted standards. Some policies and procedures have existed for larger time periods than others, for additional information on specific decision making of adoption and other documentation to demonstrate how each process or procedure is actually performed, please refer to the respective standard. Evidence of Compliance:

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Metro Parks Tacoma 1. 1.2.1 Matrix Agency Self Review:

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Visitor Comments: Visitor Evaluation:

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1.3 Jurisdiction

Standard: The specific geographical boundaries of the agency's jurisdiction should be set forth by geographical description and map. Suggested Evidence of Compliance: Provide a map with geographical boundaries of jurisdiction and service areas, including location of facilities identified. Metro Parks Tacoma has well defined geographical boundaries of its jurisdiction both within and outside the limits of the City of Tacoma. Metro Parks Tacoma maintains and publishes its jurisdictional boundaries in its 6 Year Strategic Master Plan. A detailed official map depicting the boundaries of the jurisdiction in the current plan: 6 Year Strategic Master Plan (Updated 2018). Chapter one, The Planning Context, Pages 1-4 provides a narrative description of the jurisdiction and Figure 9: Tacoma and Pierce County Facilities on page 31 visually portrays the boundaries of Metro Parks Tacoma. Evidence of Compliance: 1. 6 Year Strategic Master Plan (Updated 2018) Agency Self Review:

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Visitor Comments: Visitor Evaluation:

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1.4 Mission

Standard: There shall be an established mission statement that defines the direction and purpose of the agency. The agency mission is the purpose or reason for the existence of the agency and establishes the long-term direction for the agency services and activities. Suggested Evidence of Compliance: Provide the established mission statement. Metro Parks Tacoma’s mission provides long-term direction for the agency’s services and activities. The mission statement is the foundation of our decision-making. The 6 Year Strategic Master Plan (Updated 2018) dedicates a portions of Chapter One, page 3 to explaining the agency’s core values, vision and mission. The values and aspirations of the residents Page 21

Metro Parks Tacoma whom Metro Parks serves provide the guiding force behind the agency’s strategic direction. The core values, vision and mission statements of Metro Parks Tacoma were updated in 2012 following a community process. In early 2016, Metro Parks Tacoma conducted a statistically valid survey reviewing Metro Park’s strategic framework and goals. We engage in this process every six years as part of the formal update to the 6 year Strategic Master Plan. 641 responses were received to help refine the agency’s strategic framework. Section 7.4 from the Strategic Master Plan provided feedback received from that process, pages 61-68. A mission statement speaks to the fundamental purpose of the organization. It succinctly explains why it exists and describes what it does to achieve its Vision. Being a park, recreation and zoological program service provider, Metro Parks Tacoma commits to the following mission: Creating healthy opportunities to play, learn and grow. Healthy opportunities include a wide range of opportunities allowing residents to experience safe, clean and accessible parks, facilities and program services in order to stay physically active. MPT values play as an important conduit to physical and mental health. Playfulness helps people to be more inventive, smart, happy, flexible and resilient. Play teaches individuals how to transform negative emotions and experiences, and supercharges learning and growth through a fun and enjoyable way to develop imagination and problem-solving abilities. MPT offers both outdoor and indoor playful environments to help relieve stress, boost creativity and connect with one another and the world around us. The mission statement is available to all staff and the public in the Park District annual budget, park planning documents, publications, inter/intranet (bottom left) and other media avenues throughout Metro Parks Tacoma and its surrounding communities. The Metro Parks 2019-2020 Budget Instructions include the mission in the agency overview and expresses it, and the values, goals and objectives of the agency as the foundation for any budget and work plan recommendations for the biennium. Evidence of Compliance: 1. 6 Year Strategic Master Plan (Updated 2018) 2. Metro Parks 2019-2020 Budget Instructions 3. Metro Parks Tacoma Website – Posted Mission Statement Agency Self Review:

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1.4.1 Agency Goals and Objectives

Standard: There shall be established, measurable goals and objectives for the agency and for each organizational component within the agency. Such goals and objectives shall be directed toward accomplishing the agency mission, be reviewed periodically, and distributed to all appropriate personnel. Suggested Evidence of Compliance: Provide the measurable goals and objectives for each organizational component, with evidence of periodic review and distribution. Page 22

Metro Parks Tacoma

Metro Parks Tacoma has established strategic goals and performance measures designed to better serve the public built upon a statistically valid survey of citizens in the service district. The 6 Year Strategic Master Plan (Updated 2018) Chapter Six: Action Matrix, pages 39-42 details the strategies MPT will pursue, the data that supports the pursuit of the strategy, the tactics to fulfill strategic goals, presiding departments, performance metrics to improve, and the timeline for when goals will be pursued. The strategic goals outline in the matrix is inspired through the three pillars of sustainability to better inform standards of best practice, and through public input collected through a statistically valid survey that generated 641 responses. Those responses are included in the 6 Year Strategic Master Plan and in the Mission Led Comprehensive Program Plan, the MLCPP also includes our commitment to boosting the level of service for all residents in the district. Chapter 4: Community Input has the results of the statistically valid survey. The MLCPP also walks through district goals to be completed during the 2019/20 & 2021/22 biennia Chapter Eight: Implementation Plan, pages 92-140. The Senior Leadership Team (SLT) reviews the findings from the Strategic Master Plan updates, and had a session to discuss action items from the update and strategies to address new steps. The team also reviewed the performance measures that will be focused on within this 6 year period of the Strategic Master Plan update. The performance measures that determine successful work within the district include workforce diversity, a 10-minute level of service for all district residents, program offering mix that matches resident needs and demands, and focus on conservation measures. The team meets monthly on various issues that affect the district, the presentation on the updated Master Plan can be found here which was presented to SLT January 30th, 2018. More detail on the specific performance measures can be found in Chapter Four: Performance Measures, pages 17-22. Under the strategic planning efforts, the District utilizes, the MLCPP, which provides program-driven direction to help allocate resources based on demand, need, and community priorities. The MLCPP provides the foundation for recreation services, level of service for parks and facilities, and capital investment based on mission-critical areas. It is meant to guide and support additional business planning and development in alignment with this Strategic Master Plan. The District focuses on the following mission-led areas: 1. Active Living & Community Wellness 2. Culture & Heritage 3. Nature & Environment Evidence of Compliance: 1. Strategic Master Plan Update (2018) 2. Mission Led Comprehensive Program Plan 3. SLT Presentation on Strategic Master Plan Update and MLCPP Agency Self Review:

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1.4.2 Personnel Involvement Page 23

Metro Parks Tacoma Standard: The agency shall have an established process for acquiring and considering input from personnel at various levels of the organization in the development of goals and objectives. Suggested Evidence of Compliance: Provide examples of the methods utilized to obtain input from personnel at various levels of the organization (e.g., surveys, focus groups, etc.) and how the organization’s goals and objectives are communicated to all personnel. Metro Parks Tacoma maintains a Strategic Master Plan (Updated 2018). This plan is updated every 6 years through comprehensive public and staff engagement, it was last updated in 2018. Chapter Two: Updates covers the specific process. The staff also participate in a SWOT analysis to determine district wide Strengths, Weaknesses, Opportunities, and Threats the results can be found in Chapter 7: Appendix, pages 44-52. Staff in the various departments of MPT participated in the SWOT analysis. These analyses help inform how each department can improve their operations, capacity, and performance measures over the six year period of the Strategic Master Plan update. These analyses occur every update of the Master Plan. Similar to the planning and staff feedback that occurred in the update of the Strategic Master Plan, the Mission Led Comprehensive Programming Plan MLCPP (2016) was updated and led by an internal steering committee. This agenda provides an example of the conversations the staff would engage in to guide the MLCPP planning. MPT has various steering committees that meet on a periodic or on an as needed basis. The various committees, their purpose, members, and periodic meeting calendar can be found here. Also available for review is agenda’s from the Safety Committee, and Capital Projects Group. Sometimes ad-hoc committees are created to focus on larger district projects. In 2016 MPT created an internal coordinating committee to plan around the building of the Eastside Community Center, which opened in October of 2018. Evidence of Compliance: 1. 2. 3. 4. 5. 6.

Strategic Master Plan (2018) MLCPP Internal Committee Agenda Committees Matrix Safety Committee Capital Planning Group Eastside Community Center Internal Coordinating Committee

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1.5 Vision

Standard: The agency shall provide an adopted Vision Statement that is aspirational, far reaching, and states where the agency is going. It should be available to the approving authority, staff, and participants. Page 24

Metro Parks Tacoma

Suggested Evidence of Compliance: Provide evidence of adopted Vision statement that is available to the approving authority, staff, and participants. The Metro Parks Tacoma vision has been approved by the park board, and is accepted by the Executive Director. The Vision statement reads as follows: â&#x20AC;&#x153;Metro Parks Tacoma envisions a vibrant, active and engaged community.â&#x20AC;? Metro Parks is more than just an organization that builds parks, but one that wishes to make meaningful change in the communities the agency serves. We aspire to develop a community that enjoys using park facilities and services, and is open to Metro Parks for what they want to see developed in their communities. The Metro Parks Tacoma vision statement is available to all participants through the organizationâ&#x20AC;&#x2122;s website in the Mission, Vision & Values page. Evidence of Compliance: 1. Metro Parks Tacoma Mission, Vision & Values Agency Self Review:

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1.6 Policies, Rules and Regulations, and Operational Procedures

Standard: There shall be delegation of responsibilities for the policy-making functions of the approving authority and the administrative functions of the chief administrator and staff. Suggested Evidence of Compliance: Show delegation of responsibilities among approving authority, chief administrator, and staff regarding development and implementation of policies, rules, regulations, and operational procedures. Metro Parks Tacoma develops policies, rules and regulations, and operational procedures to provide clear direction throughout the organization. The Policy and Procedures of the Board Policy defines what a policy is and specifies the type of issues which go before the Board of Park Commissioners. Further, the Executive Director has adopted procedures associated with this policy in order to provide staff protocols for the development and review of policies. The procedures outline steps taken for the development and implementation of policies and related procedures within the agency. The procedures are attached as part of the Policy and Procedures of the Board Policy. Beyond agency policy, Metro Parks Tacoma complies with other rules and regulations as established by the State of Washington. The Revised Code of Washington (RCW) and Washington Administrative Code (WAC) governs Metro Parks Tacoma when a specific policy otherwise does not. Metro Parks Tacoma is Page 25

Metro Parks Tacoma also subject to the Tacoma Municipal Code (TMC). Tacoma Municipal Code TMC 8.27 Park Code directly applies to Metro Parks properties. Metro Parks Tacoma has compiled these rules into signage posted at park locations and maintains the Park Code on the district website, which is clarified in more detail via Standard 8. Evidence of Compliance: 1. Policies and Procedures of the Board Policy 2. TMC 8.27 Park Code Agency Self Review:

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1.6.1 Administrative Policies and Procedures

Standard: There shall be policies and procedures, encompassing administrative aspects of the organization that are kept up-to date, reviewed periodically, and made available to pertinent administrative and supervisory personnel. Suggested Evidence of Compliance: Provide access to the agency policies and procedures, demonstrate how they are made available to personnel, and provide evidence of periodic review by the approving authority and administrators. All District policies are available on the intranet under “District Policies”, all staff have access to this page with their login username and password. Those policies include everything related to Board Authority, Financial, Administrative, and Human Resources. The Chief Administrative Officer is in charge of understanding all policies, and has authority to bring forward changes to policy and helps organize the policy review committee. A policy review committee, led by the Chief Administrative Officer, meets annually to solicit and bring forward any suggested amendments, proposals, and redact policies. The Committee’s process and timeline are attached, a visualization of the process is also included. A district wide email is sent and staff may request that certain policies be amended, adopted, or repealed. Department Chiefs will also receive a checklist of policies relevant to their operations, the Chief will make suggestions of whether to amend, repeal, or keep policy as is. An example of a review checklist is attached. The Committee work drafts of policy revisions are held in a shared box folder. Evidence of Compliance: 1. 2. 3. 4. 5. 6. 7.

District Policies- Intranet Policy working drafts folder Chief Administrative Officer Job Description Policy Review Committee Procedure Policy Review Committee Timeline Policy Review Committee Process Map Chief Strategy Officer Review Checklist Page 26

Metro Parks Tacoma

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1.7 Agency Relationshipsď&#x201A;Ť

Standard: There shall be ongoing liaison roles with complementary organizations, such as nearby park and recreation agencies, social service organizations, and other governmental units and regulatory bodies. Suggested Evidence of Compliance: Provide evidence of cooperative efforts, including a list of staff with liaison responsibility. This information may be evidenced through Memoranda of Agreement, Memoranda of Understanding, Cooperative Agreements, etc. Metro Parks Tacoma is an independent parks district, as such; the agency works closely with the City of Tacoma, Tacoma Public schools and other municipal agencies that contribute to the livability and sustainability of our community. Planning coordination is achieved through a Joint Municipal Action Committee of elected officials from Metro Parks Tacoma, City of Tacoma, Tacoma Public Schools, the Port of Tacoma and Pierce County. This Committee allows the agencies to work collaboratively on interrelated economic and social issues. JMAC meets monthly and minutes are taken. See a sample JMAC agenda from June, and samples minutes from March of this year. Further, once a quarter, a JMAC Executives Meeting is held where the Chief Executive Officers from each jurisdiction joins the Board representatives. In addition to the committee of policy makers, coordinating groups have been formed to manage and maintain cooperative agreements between Metro Parks Tacoma and partner agencies. The City of Tacoma/ Metro Parks Tacoma Interlocal Policy Committee oversees property exchange and maintenance agreements between the agencies. The Metro Parks Tacoma- City of Tacoma Interlocal Agreement 2016-2026 details this relationship. Additionally Metro Parks Tacoma-Tacoma Public Schools Interlocal Agreements 2013-2023 details arrangements managed by a steering committee. Additionally, Parks Board members act as liaisons to related authorities such as the Zoo-Trek Authority, and the Foundation for Tacoma Students. Board liaison assignments are listed on the agency website as part of each Commissionerâ&#x20AC;&#x2122;s profile. The Park Board Liaison Assignments 2018 are made public every January. Metro Parks staff also serve as Community Outreach Liaisons to meet with specific community partners and neighborhood councils. The Metro Parks Community Liaison List- 2018 is maintained as part of our Comprehensive Communications Plan, outlines the coalitions and collaborations that Metro Parks Tacoma personnel participate in. Evidence of Compliance: 1. 2. 3. 4.

JMAC June Agenda JMAC March Minutes JMAC Executive Meetings May Minutes MPT-COT Interlocal Agreement 2016-2026 Page 27

Metro Parks Tacoma 5. MPT-TPS Interlocal Agreement 2013-2023 6. Park Board Liaison Assignments 2018 7. Metro Parks Community Liaison List 2018 Agency Self Review:

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1.7.1 Operational Coordination and Cooperation Agreements

Standard: There shall be established agreements with other agencies, organizations, or individuals that entail cooperative use and maintenance of facilities, programing, facility design, land development, finances, etc. Suggested Evidence of Compliance: Provide examples of cooperative agreements. MPT utilizes various memorandums of understanding and contracts to help deliver programming and maintain park spaces. MPT classifies the various agreements and partnerships maintained under six categories outlined in the Partnership Development and Management Policy. 1. Partner- party who joins with MPT to achieve a common goal, or jointly deliver a program/ service by combining resources and cooperatively working toward results. 2. Partnership- defined as a cooperative venture between two or more parties that combines complementary resources to achieve a common goal, establish mutual direction, or provide a joint program. Each party involved has resources that other parties need in order to achieve the desired results in an effective and efficient manner. 3. Formal Partnership- A relationship where both parties align under a common goal, present themselves to the public as a joint program or service, and develop decision-making mechanisms and evaluation outcomes which are contractually defined in order to manage the shared liability. 4. Supportive Partnership- A relationship where parties commit separate resources toward cooperative approaches to advance a mutual philosophical or programmatic goal without creating an obligation for continued liability for any resulting common product. 5. Public/ Public Partnership- A relationship that MPT has with another entity that is also established by ordinance, law, or public command. 6. Public/ Private Partnership- A relationship that MPT has with a non-profit or for-profit entity that has not been established by the public sector; and that has its own governing Board or leadership structure. The descriptors help categorize the relationships. At this time MPT has multiple agreements in varying categorizations developed with agencies. The City of Tacoma and MPT are engaged in several examples. The primary driving agreement between the two agencies is the MPT-COT Interlocal Agreement 201623, which allows MPT to operate & maintain parks properties owned by the city, this agreement is typically renewed at the end of each stated contract period. COT and MPT have more agreements focused on specific properties such as The Nursery Landfill, Peoples Community Center & Pool, and The Chinese Reconciliation Park.

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Metro Parks Tacoma MPT has a joint use agreement with Tacoma Public Schools to encourage current joint use of respective facilities and grounds for recreational and educational programming, expand joint and cooperative capital ventures, and efficiently manage the use of the agencies’ properties and facilities for the benefit of Tacoma’s citizens. MPT has a unique agreement with a local third party provider to maintain and operate the Adult sports leagues developed by MPT. This agreement allows MPT to rely on the expertise of comeback sports to deliver programming, and save cost of delivering the program with constrained resources, additionally this has allowed MPT to focus their resources on elementary and youth sports programming. MPT continues to utilize expertise of third party providers to help assist in service opportunities, for example MPT has contracted with Evergreen Mountain Bike Alliance to Maintain & Operate the mountain bike trails in Swan Creek Park. MPT also maintains a relationship with the local Boys & Girls Club, one example includes a joint facility use agreement that allows BGC to utilize the Eastside Community Center for programming opportunities. Additionally, MPT maintains MOUs with nonprofits that help secure funding for the District. One example is between MPT & the Greater Metro Parks Foundation, which generates funds for parks and parks programs for the citizens of the Tacoma and surrounding communities, and to develop and sustain funding support from private, philanthropic sources. A similar agreement is established with the Fort Nisqually Foundation, FNF and MPT work collaboratively to solicit philanthropic dollars and services for the benefit of Fort Nisqually’s programs, capital projects and services. Additional examples of MPTs many operational coordination and cooperation agreements can be found on the district website. Evidence of Compliance: 1. Partnership Development and Management Policy 2. MPT-COT Interlocal Agreement 2016-26 3. The Nursery Landfill COT MPT MOU 4. Peoples Community Center & Pool COT MPT MOU 5. Chinese Reconciliation Park COT MPT MOU 6. MPT-TPS Interlocal Agreement 2013-23 7. Eastside Community Center MPT-BGC MOU 8. Evergreen Mountain Bike Alliance MOU 9. Fort Nisqually Foundation MOU 17-18 10. MPT Partnerships Page Agency Self Review:

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VISITATION REPORT SUMMARY FOR CATEGORY 1.0 - AGENCY AUTHORITY, ROLE, AND RESPONSIBILITY Reviewed By: (Visitor Name) Page 29

Metro Parks Tacoma

Unmet Standards: (List the Standard # and Name)

ď&#x201A;Ť:

Provide clarification for all unmet fundamental standards

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Metro Parks Tacoma

2.0 PLANNING NOTE: Standards marked with a star (ď&#x201A;Ť) are fundamental standards, and are required of all agencies seeking accreditation.

2.1 Overall Planning Function within Agency

Standard: The agency shall have planning functions with established responsibilities, including at least one staff member or consultant with planning capability. Suggested Evidence of Compliance: Provide the responsibilities and functions of the planning entity. Provide resume of training and experience for staff and/or consultants who have planning capabilities. Planning is a function of Metro Parks Tacoma (MPT) that is performed by staff from various departments who are responsible for the development, management and updating of important documents. These plans are outlined in the agencyâ&#x20AC;&#x2122;s Capital Improvement Planning and Budgeting Policy 100.013 and Standard Project Planning, Design, and Construction Process & 2014 evaluation/update that defines planning document oversight responsibilities. The overall planning function related to the 6-year Strategic Master Plan is guided by the Director of Planning and Development and the Capital Design and Construction Manager, with the involvement of the full Senior Leadership Team consisting of agency Directors and identified Managers. Weekly meetings of the Capital Projects Group (CPG) review all capital projects within the District. Approved projects are forwarded to the Capital Improvement Committee (CIC) that meet bi-weekly and consist of two appointed Board members for further discussion. Committee approved projects are then presented to the full MPT Board during their regularly scheduled meetings. The 2017-2018 MPT Districtwide Work Plan provides guidelines related to multi-year planning, operations planning, and program and services planning, with direct linkages to performance management and budget development activities. By having a comprehensive approach to planning at the district, department and service level, staff receives clear directives for program planning and implementation that is integrated into the Capital Project Review Process. This process shows the agency plans and Work Team/Department and Managerial Accountabilities associated with each task. The position descriptions of each assigned Manager includes responsibilities for the plan(s) they oversee. The Capital Project Review Process chart and Planning Department work plan shows the accountable area for review, update, management and advancement of identified plans. For example, the Chief Financial Officerâ&#x20AC;&#x2122;s position description includes accountability for the Financial Plan, and the Director of Planning and Development and the Capital Design and Construction Manager positions detail accountability for the 2-Year and 6-Year Capital Improvement Plan. The Chief Financial Officer, Director of Planning & Development, and the Capital Design and Construction Manager bios/resumes are provided for review. Metro Parks Tacoma has trained a group of identified Program and Business Managers on project management, and provides consistent tools for the planning and implementation of district wide initiatives related to executing plan-driven actions. This group of managers, part of the Senior Leadership Team, is provided with Project Management and Strategic Facilitation training in order to lead the necessary conversations required to evaluate and update assigned planning documents. Past trainings have included, Senior Leadership Team Customer Service Workshop, Local Waterway Boathouse Tour, and Asset Management training. Page 31

Metro Parks Tacoma Additional individualized staff training included: MRSC Better Management Through Values-Based Leadership, Envisions Sustainability Professional Certification, Public Works Supervision & Management Training, Washington Cities Insurance (WCIA) training, ESRI/GIS Inspiring What’s Next Conference, WASLA Annual Conference, City of Tacoma Landmarks Preservation Training 2018, Forever Green Trails Conference, Sea-lever Rise Projections for WA Grants, WCIA Promoting a Workplace Free of Harassment, Discrimination and Retaliation, Charrette System Certification/Training, New Partners for Smart Growth Conference, National Recreation and Park Association (NRPA) Annual Conference, Washington Recreation & Park Association (WRPA) Annual Conference, Urban Waterfronts 2018- Challenges for Waterfronts in the 21st Century. The Executive Director is part of the Senior Leadership Team and the Senior Leadership Team is the primary forum for final vetting of planning document updates and recommendations. Because the Executive Cabinet (the Executive Director and all Department Directors) is part of this joint team that guides planning efforts, reviews data and makes recommendations, alignment is maintained for informed decision-making agency wide. In addition to in-house professional staff, Metro Parks Tacoma may utilize the professional services of consultants for selected planning projects. Typically, these services are utilized when specialized expertise is needed or the planning activity exceeds the work load capacity of the agency. Consultants and contractors are required to submit a qualification statement for a competitive selection process. Evidence of Compliance: 1. Capital Improvement Planning and Budgeting Policy 100.013 2. Standard Project Planning, Design, and Construction Process 3. Capital Implementation Process – Evaluation 2014 4. 6-year Strategic Master Plan 5. Director of Planning and Development Job Description 6. Capital Design and Construction Manager Job Description 7. Capital Projects Group (CPG) web description 8. CIC Meeting Packet 9.26.18 9. 000.001 Policy and Procedures of the Board – CIC reference 10. MPT Board description, including CIC and board meeting schedules 11. Capital Review Process Chart 12. 2017-18 MPT Districtwide Work Plan 13. Chief Financial Officer’s Job Description 14. 2- Year and 6-Year Capital Improvement Plan (CIP) 15. 17-18 Planning Department Workplan – Smartsheet updated monthly 16. Chief Financial Officers Bio off website – Erwin Vidallon 17. Director of Planning and Development Bio off website – Debbie Terwilleger 18. Capital Design and Construction Manager – Marty Stump’s resume 19. Senior Leadership Team Customer Service Workshop. 20. Local Waterway Boathouse Tour 21. Asset Management Training 22. MRSC Better Management Through Values-Based Leadership 23. Envisions Sustainability Professional Certification 24. Public Works Supervision & Management Training 25. Washington Cities Insurance (WCIA) training, 26. ESRI/GIS Inspiring What’s Next Conference 27. WASLA Annual Conference 28. City of Tacoma Landmarks Preservation Training 2018 Page 32

Metro Parks Tacoma 29. Forever Green Trails Conference 30. Sea-lever Rise Projections for WA Grants 31. WCIA Promoting a Workplace Free of Harassment, Discrimination and Retaliation 32. New Partners for Smart Growth Conference 33. Charrette System Certification/Training 34. National Recreation and Park Association (NRPA) Annual Conference 35. Washington Recreation & Park Association (WRPA) Annual Conference 36. Urban Waterfronts 2018- Challenges for Waterfronts in the 21st Century. Agency Self Review:

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2.2 Involvement in Local Planning

Standard: The agency shall be involved in local planning, e.g. comprehensive planning, strategic planning, and capital improvement planning by reviewing development proposals, monitoring decisions of planning and zoning boards or commissions and participating on task forces and committees within the jurisdiction. Suggested Evidence of Compliance: Demonstrate the role of the agency in local planning through personnel assignments and documentation of involvement, e.g. minutes, agendas, and cooperative agreements. Metro Parks Tacoma (MPT) works closely with the City of Tacoma in order to properly plan and serve a joint constituency base. In addition to the interlocal agreement regarding managing park lands and open spaces, MPT interacts with city, state, regional, and federal planning initiatives on a regular basis. Collaborative projects with the City of Tacoma include the Interagency Coordinating Committee, Ruston Way Visioning process, and the Heidelberg Sport Village Feasibility Study, as highlighted in the November 13, 2018 Joint Agency Study Session Meeting and complimentary presentation on collaborative projects. Additionally, in 2017 and 2018, MPT and City of Tacoma planning staff attended a number of planning meetings, such as those for the Puyallup Watershed Initiative and Connecting Our Community through Walking Workshop. Further, we are at the table and active in the discussions when updates to the City’s Comprehensive Plan occur. The City of Tacoma Public Meeting on April 4, 2018 to discuss amendments to the Comprehensive Plan and Land Use Regulatory Code including Open Space elements highlights recent engagement in the cooperative process and Metro Parks Tacoma is always a key partner in the process of reviewing and amending the document. Additionally, MPT’s advisory councils are often involved in reviewing and commenting on associated plans managed by the City of Tacoma. For example, the Nature & Environment Advisory Council assessed code impacts on Biodiversity Corridors.

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Metro Parks Tacoma Further, Metro Parks Tacoma communicates with the Tacoma Area Commission on Disabilities, managed by the City of Tacoma, addressing issues across the joint jurisdiction. The attached Tacoma Area Commission on Disabilities meeting minutes from June 8, 2017 and September 9, 2017 show the scope of this Commission. Metro Parks Tacoma is part of a five-agency collaborative known as the Joint Municipal Action Committee; membership of the group is identified in the Joint Municipal Action Committee Guidelines. This group includes elected officials of the local school district, city, county, park district, Puyallup tribe of Indians, and port. This committee collaborates on issues that are multi-jurisdictional, policy and partnership related. In addition, Metro Parks Tacoma has a Government Affairs Manager who supports leadershipâ&#x20AC;&#x2122;s ability to build and sustain a strong working relationship with City, County, State and Federal Officials and Agencies. Metro Parks Tacoma staff regularly attends community meetings to address local issues, such as North End Neighborhood Council (meeting minutes 2018), South End Neighborhood Council (meeting minutes 2018) and Tacoma Area Commission on Disabilities (meeting minutes 2017) Evidence of Compliance: 1. Interagency Coordinating Committee - 2018 New Policy Guidance 2. Final Scope Ruston Way Community Planning Amendment 1 2018-11-30 3. S2 Signed R107-17 Resolution - Heidelberg Sports Complex - Partnership MPT, COT, Rainiers, Sounders 4. Agenda for Interagency Coordinating Committee Study Session, Nov. 13, 2018 5. ICC Collaborative Projects Power Point presentation at Nov. 13, 2018 session 6. Puyallup Watershed Initiative (screenshot of website) 7. Connecting our community through walking workshop 8.7.18 8. COT Public Hearing Notice - Amendment to Comp Plan including Open Space 4.4.18 9. Nature & Environment Advisory Council 2018 Workplan 10. Tacoma Area Commission on Disabilities minutes 6/8/17 and 9/9/17 11. Joint Municipal Action Committee Guidelines 2011 12. Government Affairs Manager job description 13. North End Neighborhood Council Meeting Minutes (2.5.18 and 3.5.18 minutes) 14. South End Neighborhood Council Meeting Minutes (2.26.18 and 9.17.18 minutes) Agency Self Review:

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2.3 Planning with Regional, State, and Federal Agencies

Standard: The agency shall have a working relationship with the regional, state, and federal agencies to ensure the coordination of planning efforts that affect the delivery of parks and recreation services within the jurisdiction.

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Metro Parks Tacoma Suggested Evidence of Compliance: Define the role of agency personnel and documentation of involvement (minutes, agendas, cooperative agreements) in regional, state, and federal agencies planning. Metro Parks Tacoma (MPT) works diligently to co-plan for local parks and recreation needs impacting the residents of Tacoma and guests from Pierce County and beyond that utilize the park system. The Joint Municipal Action Committee (JMAC) demonstrates the agency’s involvement that extends beyond Metro Parks Tacoma’s jurisdictional boundaries. Metro Parks Tacoma has a Government Affairs Manager who coordinates efforts with other agencies to advance common parks and recreation related issues. The government affairs team, which includes the Chief Strategy Officer and the Management Fellow, coordinate these efforts through a wide array for forma and more informal meetings and venues. The Governmental Affairs Manager works with Washington Recreation and Parks Association’s Legislative Committee 2019 Legislative Agenda to coordinate on statewide legislative action items. Further, Metro Parks’ Government Affairs Manager manages the agency’s Legislative Agenda which highlights collaborative regional and statewide initiatives. This legislative agenda is shared with City of Tacoma, Pierce County, and Port of Tacoma officials in order to build collaborative strategies; this was recently discussed at the November 9, 2018 JMAC and approved at the Metro Parks Board Meeting on December 11, 2017. With a primary agency focus on environmental stewardship, Metro Parks Tacoma also engages in conservation efforts that are coordinated at the State, Regional and Federal level. The Regional Coordinated Open Space Corridors Project is one recent example of this. MPT works with Pierce Transit, Sound Transit, and the City of Tacoma to advance our safe routes to parks goals and increase non-vehicular access to our parks. In addition, with the build out of regional light rail and bus rapid transit, MPT has coordinated with these agencies in support of these project to connect the parks and recreation amenities cohesively to these new transit services. The MPT Deputy Executive Director sits on the Puget Sound Regional Council’s grown management board, a regional policy body that directs land-use and investments throughout the tri-county Puget Sound Region. The MPT Director of Planning and Development serves as a member of the Community Board for the Puyallup Watershed Initiative, a community-centric non-profit structured around six “communities of interest” whose mission is to improve social and environmental conditions throughout the 1,000square-mile Puyallup Watershed from Mount Rainier to Commencement Bay These are just come examples of many where Metro Parks is a convener and partner with a wide array of government and extra-governmental partners. Attached are recent examples our inter-governmental affairs reports which are shared internally and will provide more examples of this thorough and important work. A recent example of MPT’s collaboration with State and Federal Agencies to enhance park and recreation facilities and services locally is the soon to be completed Waterfront Phase 1 Project at Pt. Defiance Park web link to Destination Point Defiance a $70 million-plus environmental remediation and park development project. Under this cooperative effort a Federal Superfund Cleanup Site has been reclaimed and transformed into a public waterfront asset. This project is the result of decades-long planning and joint funding from the EPA, Washington State Department of Ecology and other public agencies to create over 11 acres of parkland expansion at this regional destination park. Evidence of Compliance: 1. Joint Municipal Action Committee (JMAC) 2. Government Affairs Manager Job Description Page 35

Metro Parks Tacoma 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. 13.

Chief Strategy Officer Job Description Management Fellow Job Description Washington Recreation and Parks Association’s 2019 Legislative Committee agenda MPT Legislative Agenda 2018 Joint Municipal Action Committee (JMAC) November 9, 2018 Minutes Quarterly Legislative Update MPT Board Meeting 12/11/17 – Approval 2018 Legislative Agenda Regional Coordinated Open Space Corridors Project Deputy Executive Director Job Description Director of Planning and Development Job Description Community Board for the Puyallup Watershed Initiative Waterfront Phase 1 Project at Pt. Defiance Park - web link to Destination Point Defiance

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2.3 Community Comprehensive Plan with Park and Recreation Component

Standard: The jurisdiction with land use authority within which the agency operates shall have a comprehensive plan adopted by the governing authority that dictates public policy in terms of transportation, utilities, public facilities, land use, recreation, and housing. In some jurisdictions the comprehensive plan is called the general plan or the land use plan. Zoning for the jurisdiction is based upon the comprehensive plan. To meet this standard, the comprehensive plan shall have a park and/or recreation component that discusses how the jurisdiction intends to meet the needs for parkland and public recreation facilities in concert with other land use priorities. Suggested Evidence of Compliance: Provide the current plan, with date of official approval The One Tacoma Comprehensive Plan is the City of Tacoma’s official statement concerning future growth and development. It sets forth goals, policies and strategies to protect the health, welfare, safety and quality of life of Tacoma's residents. The Comprehensive Plan is adopted pursuant to the authority conferred by the Washington State Growth Management Act (GMA) and Title 13 of the Tacoma Municipal Code. Development and oversight of the Comprehensive Plan and implementing regulations are the primary responsibility of the City of Tacoma’s Planning Commission. Chapter 8 of the One Tacoma Comprehensive Plan is titled Parks + Recreation. The goals and policies in this chapter convey the City’s intent to: - Set clear standards for service delivery and expansion of parks and recreation facilities and services. - Achieve interagency and intergovernmental coordination in the provision of park and recreation facilities. - Provide more equitable service delivery in areas that are currently deficient in services or are anticipated to be deficient in services based on anticipated growth and development. - Promote park and recreation facility design that reflects the City’s unique cultural communities and ecological settings. Page 36

Metro Parks Tacoma The City utilizes a two-year cycle for Comprehensive Plan amendments, with City-initiated amendments generally processed in odd-year adoption (2019) cycles and private-initiated amendments processed in even-year (2020) adoption cycles. In 2019 Metro Parks will be collaborating with the City of Tacoma to review and update the Shoreline Master Program, an effort that will be influenced by recent public workshops facilitated under the MPT/COT Envision Our Waterfront Visioning Process for the Ruston Way Waterfront. Ideally the MPT 2016 Mission Led Comp Plan and MPT 2018 Strategic Master Plan reinforce the goals and policies stated within the One Tacoma Plan and further enunciate the park district’s mission, vision, values and program objectives. In 2018 The Interagency Coordinating Committee, a work policy work group consisting of senior representatives from the City of Tacoma and Metro Parks, convened a series of facilitated meetings to lay the groundwork for a new master agreement between the respective agencies. This new master agreement acknowledges the mutual interest that the city and park district share in the provision of park and open space experiences for the residents of Tacoma Evidence of Compliance: 1. One Tacoma Comprehensive Plan 2. One Tacoma Comprehensive Plan – Chapter 8 Parks & Recreation Reference 3. MPT Envision Our Waterfront Project Charter 4. MPT 2016 Mission Led Comp Plan 5. MPT 2018 Strategic Master Plan 6. COT Comprehensive Plan and Land Use Regulatory Code -Proposed 2018 Amendments 7. Interagency Coordinating Committee: Phase 1 2018 Draft Agency Self Review:

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2.4 Park and Recreation System Master Plan

Standard: The agency shall have a comprehensive park and recreation system plan that provides recommendations for provision of facilities, programs and services; parkland acquisition and development; maintenance and operations; and administration and management. The plan shall be officially adopted by the policy-making body, updated periodically and linked with a capital improvement budget and a phased development program. The system master plan shall implement policies adopted in the comprehensive plan for the jurisdiction. Interested and 14 affected agencies, organizations, and groups shall be engaged in the planning process. Suggested Evidence of Compliance: Provide the current plan with documentation of official approval; describe update process; and describe a phased implementation program with linkage to the agency's capital improvement budget. The system master plan shall include: a. Agency mission (1.4); b. Agency objectives (1.4.1); Page 37

Metro Parks Tacoma c. Recreation and leisure trends analysis (10.5.1); d. Needs assessment (10.4); e. Community inventory (10.5.2); and f. Level of service standards (10.3.1). The 2016 Mission-Led Comprehensive Program Plan (MLCPP) provides a six-year direction for Metro Parks Tacoma (MPT) Directly tied with the District’s strategic planning efforts and budget cycle, the MLCPP is a critical document in understanding community needs, identifying gaps in services, and determining how the District will address key issues. The MLCPP provides the foundation for recreation services and amenities in parks and facilities and is meant to guide and be supported through additional business planning process Detailed analyses were conducted to define direction for the Districts three mission-led areas: 1) Active Living & Community Wellness 2) Arts & Heritage (Originally Culture & Heritage) 3) Nature & Environment The goals and objectives outlined in the MLCPP are implemented through the MPT 2018 Strategic Master Plan and inform projects brought to fruition through MPT’s Capital Improvement Program (CIP) which presented to the Board of Directors as part of the agency’s 2019-20 Biennial Work Plan & Budget. The 2-year MPT CIP provides details surrounding implementation costs and resource allocation for the park district as a whole. The Park Board of Commissioners reviews recommendations from staff and makes the final determination of the contents of the program. The MLCPP builds upon the policy objectives articulated within the One Tacoma Comprehensive Plan, the City of Tacoma’s official policy document concerning future growth and development. The One Tacoma Comprehensive Plan sets forth goals, policies and strategies to protect the health, welfare, safety and quality of life of Tacoma's residents, including the provision of parks and open space as addressed within Chapter 8 titled Parks + Recreation. The MLCPP articulates MPT’s mission as: Creating healthy opportunities to play, learn and grow. Chapter 2: Introduction, page 10. Metro Parks Tacoma has established Agency Objectives district-wide and structured around the three mission-led areas. The MLCPP Chapter Eight: Implementation Plan, pages 92-140 details the strategies MPT will pursue, the data that supports the pursuit of the strategy, the solutions to fulfill strategic goals, presiding departments, performance metrics to improve, and the timeline for when goals will be pursued. Recreation and leisure trends analysis are assessed and documented within the MLCPP Chapter Three: 3.2 TRENDS ANALYSIS, pages 21-26 and include: 3.2.1) 3.2.2) 3.2.3) 3.2.4) 3.2.5)

National Trends in General Sports National Trends in Aquatic Activity National Trends in General Fitness National Trends in Outdoor Recreation Mission Led Area Trends

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Metro Parks Tacoma The results of the community Needs Assessment, conducted during the development to the MLCPP, is well documented within Chapter Four: Community Input, pages 27-33. To address the community’s concerns, needs, and wants a variety of community engagement methods provided multiple opportunities and platforms for citizens to provide feedback. Specific methods used include: 1) 2) 3) 4) 5)

Focus Groups Stakeholder Interviews Public Forums Electronic Web Survey Statistically-valid Community Survey

Community Inventory is address in Chapter Four: Community Input, pages 13-20, of the MLCPP including an in-depth demographic analysis. The demographic analysis provides an understanding of the population within and surrounding Tacoma, Washington. The analysis is reflective of the total population, and its key characteristics such as age segments, income levels, race, ethnicity, people with disabilities, veteran status, and immigration. Level-of-service standards are explored within each of the mission-led area sections of the MLCPP in the following: Chapter Five – Active Living & Community Wellness Chapter Six – Culture & Heritage Chapter Seven – Nature and Environment Evidence of Compliance: 1. 2. 3. 4. 5. 6. 7.

Mission Led Comprehensive Program Plan 2016 MLCPP Strategic Master Plan 2018 Board Agenda 11/13/18 – Budget/CIP Presentation 2-Year MPT CIP COT One Tacoma Comprehensive Plan website screen shot COT One Tacoma Comp Plan – Chapter 8 Park & Recreation

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2.5 Strategic Plan 

Standard: An agency shall have a strategic plan, approved by the approving authority, stating how the agency will achieve its mission, goals, and objectives over an extended period of time, typically three to five years. The strategic plan shall be reviewed annually. The goals and objectives of the plan shall be measurable to demonstrate progress and results. The strategic plan shall support the priorities and initiatives of the whole organization. The strategic plan is a tool to implement the Parks and Recreation System Master Plan.

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Metro Parks Tacoma Suggested Evidence of Compliance: Provide the agency's strategic plan, date of approval by approving authority, evidence of last review, and indicate progress being made in implementing the plan. Metro Parks Tacoma (MPT) adopted its current Strategic Master Plan by Board Resolution RR10-18 in January of 2018. The MPT Strategic Master Plan instructs operations and the overall agency strategic action plan for a six-year period. The Strategic Master Plan document aims to provide overarching strategies (and associated tactics) to propel the District forward based upon the needs articulated by the community. The planâ&#x20AC;&#x2122;s overall goal is to clearly articulate the major strategies MPT should implement over the next six years while highlighting the research process and methodology employed to demonstrate the foundation on which the strategies are built. Metro Parks Tacoma developed the current Strategic Master Plan following the adoption of the agencyâ&#x20AC;&#x2122;s Mission Led Comprehensive Plan by Board Resolution RR59-16 The Board of Park Commissioners approved the Mission Led Comprehensive Plan in 2016, providing the governing direction for how the agency will achieve its mission, goals, and objectives. The Strategic Master Plan is a tool to advance the goals and objectives in the Mission Led Comp Plan by assigning responsibilities and timelines. The planning framework for the Mission Led Comprehensive Plan and the Strategic Master Plan is the same and is revisited publically every six years. This framework is developed through organizational and community input to identify the Mission, Vision, and Values that support and guide the Goals and Objectives of the agency. The process includes using trends analysis, needs assessment, and organizational and community input to provide a clear decision making structure with means of producing measurable progress and results of the whole organization. The Strategic Master Plan contains Strategic Goals and Performance Measures as a framework to define desired outcomes and to gauge success. The Strategic Goals are based upon the Three Pillars of Sustainability: Social, Environmental, and Economic. Action Strategies are assigned to each of this area. Since adoption of the Strategic Master Plan in January of 2018 Metro Parks has made concrete progress on a number of the Action Strategies and associated Tactics. For example, Metro Parks has hired a Diversity Equity and Inclusion Specialist as a member of its planning team to foster a more equitable public outreach process and to implement an Equity Action Plan (P2b). MPT has also adopted a 10-minute walk standard (P2a) and is working with Tacoma Public Schools in an effort to optimize the role of school property to provide community open space and recreation benefits (P2f) . Similarly MPT and the City of Tacoma are jointly planning Safe Routes to Schools and Safe Routes to Parks (P5b). MPT has also begun the process of implementing an Enterprise Asset Management System to move toward a more data driven, life-cycle management and operations model (F3b). This will allow MPT to plan for sustainable maintenance and acquisition practices, and improve efficiencies among staff as well. Lastly, MPT has formally engaged in a joint project with the Tacoma School District, NRPA, The Trust for Public Lands and the Urban Land Institute to address the agencyâ&#x20AC;&#x2122;s gap in its 10 minute walk level of service standard. The project will create a prioritized plan for Green Schoolyard parks as a new parks classification and help MPT meet one of its primary service objectives. Evidence of Compliance: 1. 2018 Strategic Master Plan 2. Board Resolution RR10-18 SMP Adoption 3. 2016 Mission Led Comp Plan Page 40

Metro Parks Tacoma 4. 5. 6. 7. 8. 9. 10.

Board Resolution RR59-16 - Mission Led Comp Plan Adoption Diversity Equity and Inclusion Specialist Job Description COT Safe Routes to School – web page NRPA Safe Routes to Parks campaign – web page Asset Management Software – Scope Definition 10 Minute Walk Service Standard Green Schoolyard Parks NRPA Grant Signed

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2.6 Feasibility Studies

Standard: Studies shall be conducted to determine the feasibility of proposed facilities. Suggested Evidence of Compliance: Provide examples of recent feasibility studies such as market, cost benefit, site, transportation, environmental and economic analyses. As a standard practice Metro Parks Tacoma (MPT) regularly conducts feasibility studies to determine the viability of projects and initiatives of various type, scale and detail. A number of recent examples exemplify the growing collaboration between MPT and Tacoma Public Schools (TPS) to improve facility, system and program efficiencies. In 2016 Metro Parks and Tacoma Public Schools completed a MPT/TPS Joint Agency Athletic Field Study, an interagency effort to inventory and analyze existing athletic fields and complexes. The analysis was used to create a joint action plan, identify ways to combine resources, balance quality and equity of fields and complexes throughout Tacoma, and generate a concrete understanding of program offerings and service gaps at each relevant location. Also in partnership with the school district the MPT/TPS Joint Maintenance Facility Feasibility Study was commissioned in 2018 to explore opportunities for the development of a shared, centrally located maintenance facility to maximize efficiency and level of service for the respective agencies. In 2018 Metro Parks in conjunction with the City of Tacoma and the Tacoma Rainiers / Seattle Sounders FC Joint Venture commissioned the Heidelberg Sports Village Project Feasibility Study in Board Resolution PW64-18 to explore the viability of a multi-use sports village to be jointly developed and managed as a future professional soccer stadium, multisport outdoor field complex and mixed-use commercial development on property owned by Metro Parks and the City of Tacoma. The Foss Waterway Park Management and Operations Plan was recently completed by Ballard King, Recreation Facility Planning and Operation Consultants to inform the final design and develop strategy for this new human-power watercraft facility on Tacoma’s downtown waterfront. This plan, which Page 41

Metro Parks Tacoma includes a market analysis, recommended management structure and operations pro-forma, will guide final design and development of this public recreation facility. The Point Defiance Zoo and Aquarium Arctic Tundra Pre-Design Study was prepared to gauge the ability of Metro Parks to upgrade the existing arctic tundra exhibit in light of the current exhibits condition, the project budget and current zoological standards for the care and exhibition of polar bears and other arctic wildlife. The results of this analysis and the associated Arctic Tundra Exhibit Phase II Report will inform future project scope, cost and viability of this project before proceeding into design phase. Metro Parks is currently conducting a system wide business process review with internationally recognized consultants AMCL, exploring the feasibility and appropriate fit for a comprehensive Enterprise Asset Management (EAM) system. This EAM Feasibility Analysis will culminate with the preparations of specifications for the procurement of a fully integrated asset management system. Evidence of Compliance: 1. MPT/TPS Joint Agency Athletic Field Study 2. TPS Joint Maintenance Facility Study 3. Board Resolution PW64-18 Heidelberg Sports Village Project Feasibility Study awarded to Populous 4. 2018 Foss Waterway Park Business Plan 5. The Point Defiance Zoo and Aquarium Arctic Tundra Pre-Design Study 6. Arctic Tundra Exhibit Phase II Report 7. Final Scope - Asset Management Feasibility Analysis award to Populous Agency Self Review:

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2.7 Site Plans

Standard: There should be site plans to guide the use of existing and the development of future areas and facilities. A site plan is a depiction of a park site that is drawn to scale and delineates features such as building and facility locations, roads and trails, use areas and utility easements. Suggested Evidence of Compliance: Provide a representative sampling of the agencyâ&#x20AC;&#x2122;s areas and facilities site plans. Site Plans take many forms, ranging from Master Plans to more detailed Site Plans that inform capital construction projects. Metro Parks Tacoma (MPT) maintains an inventory of Site Plans for parks system wide, and according to its Park Classification System. The Park Classification System described within Metro Parksâ&#x20AC;&#x2122; Strategic Master Plan, Section 5.1 Park Classification System, pages 23-31 is based upon the function and use of parks and open spaces. Parks Page 42

Metro Parks Tacoma are classified as Neighborhood Parks, Community Parks, Regional Parks, Urban Parks, Natural Areas, and Other Park Lands. Information regarding park size and amenities is illustrated within the MPT Park and Facility Inventory, Strategic Master Plan, Section 7.6 MPT Park and Facility Inventory, pages 79-84. As a matter of practice, MPT maintains a current inventory of adopted Master Plans for its Community and Regional Parks. These Master Plans are developed and updated with considerable input from the public, staff and professional design consultants. These Master Plans illustrate the long-term vision for these parks and provide the framework for future project development, ensuring compatibility, community support and feasibility for ensuing projects. Examples of Master Plans for Community and Regional Parks include Pt. Defiance Park Master Plan Update (2015), and then Swan Creek Park Master Plan Update. Within these larger park holdings, project-specific Site Plans may be developed to inform specific site improvements once capital funding has been identified. Examples of these Community and Regional Park Site Plans include plans for Owen Beach and Waterfront Phase 1. For Neighborhood Parks, Site Plans may be prepared as a pre-cursor to more detailed site development and construction plans, and are developed with public input facilitated through community outreach. Site plans include documentation that delineates areas of activity, circulation patterns, building locations, parking areas and other components of overall desired development within the park’s boundaries. Having a site plan allows Metro Parks to vet design elements and establish priorities for development within a park as funding becomes available. Site Plans recently completed for Metro Parks Neighborhood Park facilities include Charlottes Blueberry Park (2018) and Browns Point Lighthouse Park. Site plans not only provide guidance for future development design concepts, there are also capital project implications. The Capital Project Review Process is designed so that staff, Park Board Commissioners, and the public have a chance to review projects at multiple stages, ensuring compliance with the site plans, industry best practices, and the needs of the community. This process also provides staff subject matter experts to weigh in at appropriate intervals, such as monthly Capital Projects Group (CPG) meetings (CPG Agenda 12.15.17). In addition to the illustrative Master Plans and Site Plans on file for specific parks, Metro Parks has implemented a system-wide GIS mapping system to document current asset inventory and infrastructure throughout the park system. This database includes an archive of pdf files for plans and details pertaining to parks and facilities as well as an integrated GIS database that captures and links geospatially data tied to the district’s full asset inventory. The viewer to this database and other data viewers can be found here. Evidence of Compliance: 1. Strategic Master Plan 2. Pt. Defiance Park Master Plan Update (2015) 3. Swan Creek Park Master Plan with 2018 Update 4. Owen Beach Site Plan 5. Waterfront Phase 1 Site Plan 6. Charlottes Blueberry Park 2018 7. Browns Point Lighthouse Park 8. Capital Project Review Process 9. CPG Agenda 12.15.17 10. GIS Meadow Park Golf Course plans – screen shot of docs 11. GIS online portal link – access page screen shot 12. GIS District Assets Map screen shot

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2.8 Historical and Cultural Resource Management Plans

Standard: Historical and cultural plans include an inventory of historical, cultural resources and strategies for how they will be managed. These resources may be addressed as part of the jurisdiction’s comprehensive plan or the agency’s park and recreation system master plan. Suggested Evidence of Compliance: Provide the historical and cultural plan(s). Metro Parks Tacoma maintains a Historic and Cultural Assets Inventory, selections from which are accessible to the public online at the following link: https://www.metroparkstacoma.org/art-artifacts/. The inventory encompasses the historic structures, memorials, monuments, and public art that is owned by Metro Parks Tacoma that tell the story of the park district’s cultural history. Many of the items in the parks have become iconic symbols of Tacoma’s past and help to sustain a unique sense of place for the residents of the city. Metro Parks follows the guidelines of the National Park Service to classify, identify, and manage the items listed on the inventory. Many of the eligible historic structures and artifacts are listed on local and state historic registers, as well as several federally recognized historic structures. Metro Park’s efforts to preserve and protect its historical and cultural assets has been recognized by numerous awards and recognitions such as the 2018 Tacoma Landmarks Preservation Commission ‘Outstanding Achievement for Landmark Nomination’ for Point Defiance Lodge. Metro Parks’ inventory of historic and cultural assets includes: Structures meeting the criteria for eligibility on the National Register of Historic Places. (Criteria includes structures associated with the lives of persons significant from our past, structures that are associated with events that have made significant contributions to the broad patterns of our history, and properties that embody distinctive characteristics of a type, period, or method of construction), such as: • Point Defiance Pagoda • Fort Nisqually’s Granary One of a kind public art such as: • Wright Park historic statuary • Bronze lion in Metro Parks Tacoma headquarters building Monuments placed in the parks by various individuals and organizations such as: • U.S.S. Maine shell in the Japanese Gardens at Point Defiance Park • Ibsen bust and monument in Wright Park Memorials such as: • Francis Cushman statue and memorial in Point Defiance Park Page 44

Metro Parks Tacoma •

Clara Barton Tree plaque in Lincoln Park

Miscellaneous items of historic significance in Tacoma’s parks such as: • Work Progress/Projects Administration (WPA) culverts and cairns in various parks • The 1892 U.S. Coast and Geodetic Survey marker in Wright Park Metro Parks’ Historic & Cultural Resource Management Plan (2016 Update) includes information on how the assets listed in the Historic and Cultural Assets Inventory are sustained. Guidelines for routine care and maintenance of items listed on the inventory, state and local policy requirements for management of sites and facilities on historic register(s), and Americans with Disabilities Act (ADA) accessibility guidelines for historic structures are primary sections of the plan. Metro Park Tacoma’s cultural resources program is managed by the Metro Parks Tacoma’s Art, Culture, and Heritage Administrator, Claire Keller-Scholz. As one of the four mission-led program areas identified in the MPT mission-led comprehensive plan, the Art and Heritage Advisory Council advises and supports the arts and cultural efforts by identifying community needs and resources related to the programs, and providing feedback on proposed art and heritage projects and initiatives. This council focusses upon inclusion, sense of belonging and equitable expression of culture, heritage and community life. The Arts and Heritage Advisory Council conducts projects based on its own annual Arts & Heritage Work Plan, and those efforts are facilitated by the Art, Culture, and Heritage Administrator and other staff liaisons. Responding to strong support from Tacoma residents and Metro Parks Tacoma’s volunteer Arts & Heritage Advisory Council, the MPT Board passed resolution RR75-14 in November 2014, to include Public Art as a component of the Capital Improvement Planning and Budgeting Policy allocating 1% of capital construction costs for the creation of public art. Working in collaboration with the City of Tacoma Office of Arts & Cultural Vitality, Metro Parks Tacoma commissions art that reflects the heritage and culture of peoples and sites throughout Tacoma. These artworks illustrate community identities and values and contribute to place-making at each park site. The guiding principles and operational procedures for this program are laid out in the Metro Parks Tacoma Public Art Plan (2016) and the process is depicted in the current MPT Public Art Flow diagram. Evidence of Compliance: 1. Historic and Cultural Assets Inventory Web link 2. Tacoma Historic Preservation Award – PD Lodge 3. Metro Parks Historic and Cultural Resource Management Plan (2016 Update) 4. Keller-Scholz – CV 5. Arts and Heritage Advisory Council Agenda 7.18.18 6. 2018 AH Work Plan 7. District Art Plan 8. MPT Public Art Flow diagram 9. Parks and Natural Resources 17-18 Work Plan Agency Self Review:

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Metro Parks Tacoma

2.9 Community Involvement 

Standard: The agency shall include community involvement in the planning process that includes ongoing and systematic outreach to include the entire community. It is critical that the diversity of individuals (i.e., all cultures, ages, and abilities) and local, regional, and national non-governmental community organizations, agencies, businesses, and service providers such as the Red Cross, Sierra Club, Trust for Public Land, YMCA/YWCA, Boys and Girls Club, and local foundations and employers are afforded opportunities for input. Suggested Evidence of Compliance: Describe how the diverse interests (community organizations, businesses, and individuals) of the community were involved in the planning process. Metro Parks Tacoma (MPT) systematically involves the public in agency-wide planning processes. Public engagement is guided by the District’s Public Participation Policy. It is the public engagement process that leads to the update of major planning documents (Strategic Master Plan (Updated 2018), 6 Year Strategic Action Plan (2013-2018) and the Mission Led Comprehensive Program Plan (Adopted 2016)). The public engagement process used for the major updates to the strategic plans is outlined in each plan. For example, the MPT Strategic Master Plan 2018 – Appendix includes all of the public engagement steps used to collect data for the plan update and the decisions within it. The appendix includes a full list of our public consultation activities from 2008-2011. Each year, Metro Parks Tacoma follows a Strategic Communications Plan that establishes a two way dialogue with the community and provides Metro Parks Tacoma with information that is compiled, analyzed and reported each biennium in order to update planning documents. This information is compiled annually and holistically reviewed every six years in order to provide an updated community needs index, which is in turn used to update the Strategic Master Plan 2018. The Strategic Communications Plan includes actions pursued by the MPT Advisory Council Roster 2018, a list of personnel who sustain Metro Parks Tacoma’s on-going efforts to maintain a relationship with many facets of the diverse community. In order to engage the community appropriately, Metro Parks Tacoma maintains formal policies to guide interactions with volunteers and the public at all levels, outlined in MPT’s Social Media Guidelines and Procedures and codified in policies: Defining Citizen Advisory Councils...Policy 200.1, Partnership Development and Management Policy 200.20, Volunteer Engagement Policy 200.06, and MPT’s Sponsorship Policy 100.015. The volunteer advisory councils are tasked with providing input on MPT initiatives and special projects, providing subject matter expert perspectives on topics such as business, (Business & Responsive Agency Advisory Council 2018 Work Plan), active living (Active Living Community Wellness 2018 Work Plan), environmental issues (Nature and Environment Citizen Advisory Council 2018 Work Plan), and culture (Arts & Heritage Advisory Council 2018 Work Plans), but they also function as an outreach arm returning to their communities with updates and announcements from the district. Staff liaisons attend meetings of these councils as well as neighborhood groups located in each of the Planning sections of Tacoma, such as the North End Neighborhood Council (Agenda 8/06/18), and South End Neighborhood Council (Minutes 9/17/18). These liaisons, listed on the 2018 Community Facilitators and Public Outreach Roster, share information and pass on community concerns to MPT staff so it can be processed through the appropriate channels, as illustrated in the Community Outreach Report to Executive Cabinet (EC) January 2018. Page 46

Metro Parks Tacoma MPT’s public outreach for Capital Projects can be illustrated in part through the publication and distribution of many mailers and announcements of “open house” meetings such as the Documentation of Community Open Houses: Titlow Park Master Plan Open House Flyer, ECC Groundbreaking Celebration Flyer; Pdf’s of mailers: Swan Creek Public Meeting Mailer; WP1 Roundabout Public Meeting Mailer and Dickman Mill Headsaw Public Meeting Mailer, public surveys such as the Public Meeting Surveys – Ruston Way Charrette Survey for the “Envision Our Waterfront” project, and more. The Planning and Development department follow the processes laid out in the Strategic Planning Framework, illustrating how public input is part of each project. MPTs outreach strategy considers two challenges and opportunities that are well known throughout the city: ecological sustainability and public transportation. These challenges present us with opportunities to go beyond traditional outreach to include members of the community who experience these challenges firsthand. This results in a broader, more accessible and equitable array of gatherings, survey options and one on one meetings. We do this in part through our Planning and Development efforts. In 2018, MPT added a position titled Diversity Outreach Specialist to extend the reach of Project Administrators’ public engagement. The Diversity Outreach Specialist has worked closely with MPT’s Government Affairs Manager on Envision Our Waterfront, soliciting feedback and public engagement throughout Tacoma. That Government Affairs Manager, Andrew Austin, was recognized by South Sound Business magazine as one of Pierce County’s “Top 40 under 40” for 2018. In addition to an embedded staff member, MPT works with consultants to assess district-wide diversity equity and inclusion (DEI) efforts and abilities through environmental scans, such as the current DEI Exploration Phase 1. Evidence of Compliance: 1. Public Participation Policy 200.16 2. MPT Strategic Master Plan – Appendix 3. 2018 MPT Strategic Communications Plan 4. MPT Advisory Council Roster 2018 5. Social Media Guidelines and Procedures 6. Defining Citizen Advisory Councils...Policy 200.15 7. Partnership Development and Management Policy 200.20 8. Volunteer Engagement Policy 200.06 9. Sponsorship Policy 100.015 10. Business & Responsive Agency Advisory Council 2018 Work Plan 11. Active Living Community Wellness 2018 Work Plan 12. Nature and Environment Citizen Advisory Council 2018 Work Plan 13. Arts & Heritage Advisory Council 2018 Work Plans 14. North End Neighborhood Council Agenda 8/06/18 15. South End Neighborhood Council Minutes 9/17/18 16. 2018 Community Facilitators and Public Outreach Roster 17. Community Outreach Report to EC January 2018 18. Documentation of Community Open Houses: -Titlow Park Master Plan Open House Flyer, -ECC Groundbreaking Celebration Flyer 19. Pdf’s of mailers: -Swan Creek Public Meeting Mailer, -WP1 Roundabout Public Meeting Mailer, Dickman Mill Headsaw Public Meeting Mailer Page 47

Metro Parks Tacoma 20. Public Meeting Surveys -Ruston Way Charrette Survey 21. Strategic Planning Framework 22. Diversity, Equity and Inclusion Specialist job description 23. Andrew Austin being named community top under 40 24. Internal MPT Equity Team â&#x20AC;&#x201C; Exploration Phase 1 outline Agency Self Review:

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2.10 ADA Transition Plan Standard:

The agency shall develop and adopt a phased plan for the removal of barriers at existing recreation facilities, parks, and amenities owned or operated by the agency, pursuant to the requirements of the US Department of Justice Title II regulation issued September 14, 2010 and effective March 15, 2011.

Suggested Evidence of Compliance: Submit minutes of the approving authority meeting approving the transition plan, or a copy of the plan noting the dates and times when plan tasks were completed.

The ADA Transition Plan is a guiding document for Metro Parks Tacoma to assist in making capital and program decisions that align with the agencyâ&#x20AC;&#x2122;s Inclusion, Diversity and Accessibility Policy and Federal law. Metro Parks Tacoma approved in 2015 the Diversity, Inclusion & Accessibility Policy No 200.019 that builds on its core values of equity, inclusiveness and accountability. Its goal: provide accessible, affordable, accommodating and welcoming parks, services and programs to the diverse residents and visitors to the Park District. This policy strives to ensure that our services meet the needs of all District residents and regional customers regardless of race, color, national origin, age, sex, religion, veteran status, marital status, sexual orientation or ability, as outlined in the agency non-discrimination statement. In response to this policy and the Americans with Disabilities ACT (ADA), Metro Parks Tacoma enacted the ADA Transition Plan to ensure its facilities, programs and services are accessible to persons with disabilities. The document is a summary of the priorities and actions which came out of the agency selfevaluation and facility audits which are located in a database managed and maintained by the Planning Department as an example here is a screenshot of the database, and examples of the audits contained in them such as a 2016 Audit for the SERA Campus and a 2015 audit for Oak Tree Park. Metro Parks plans to update its ADA Transition Plan in 2019. The Transition Plan is organized by facility types and by priority of improvement types defined in the ADA Agency Compliance Manual as follows: 1. Regional impact/number of users potentially impacted 2. Any existence of identified restrictions to program access 3. Locations where improvement funds are designated Page 48

Metro Parks Tacoma The following represent recent or current projects that have been implemented by Metro Parks as identified by the priorities identified within the Transition Plan: Regional Parks and Attractions: Accessible Pedestrian Waterfront Access has been provided with the new Wilson Way Pedestrian Bridge linking Point Defiance Park with the Ruston Way Waterfront, while Trolley Stop Improvements were made at the Point Defiance Park Visitor Center as part of a multi-modal park access enhancement. At Point Defiance Zoo and Aquarium the Rocky Shores Elevator Replacement and the development of a new PDZA Accessible Group Picnic Pavilion were implemented to enhance visitor experience. New accessible restrooms have been constructed at the WW Seymour Conservatory. Community, Urban & Signature Parks: A New Accessible Fishing Dock and connecting walk were recently constructed at Wapato Park. Browns Pt. Lighthouse Park received a new accessible parking lot, connecting walks and waterfront promenade as a major capital investment project completed in 2018. Court renovations and new accessible routes are currently being designed under the 2019/2020 Capital Improvement Program for Titlow and Vassault Parks. Sidewalk and trail connectivity improvements in collaboration with the City of Tacoma are scheduled for construction during the summer of 2019 at South Park to enhance access to trail and play features at this park. Neighborhood Parks: Recent improvements to Charlotte’s Blueberry Park included ADA accessible community garden plots, pathways and children’s play area. Improvements to Oak Tree Park feature accessible nature trails. As further evidence of Metro Parks’ commitment to accessibility, the 2019/2020 CIP includes a specific $100k/year funding line for ADA improvements districtwide. If an individual feels that he/she has been unable to access a Metro Parks’ facility, program or service due to lack of accessibility or has been discriminated against because of a disability, the individual can submit an ADA Complaint form to the ADA Coordinator. Procedures for filing a claim can be found on the Metro Parks website: www.metroparkstacoma.org or by contacting the ADA Coordinator. Complaints are logged and tracked in an internal log and responded to according to requirements outlined in the procedure instructions. An example of MPT’s responsiveness to ADA requests can be found in this inclusion of temporary restrooms in Vassault Park, a community member had made the request for these facilities and not only had MPT included temporary facilities, but had made long term plans in their Capital Improvement Plan to develop permanent restrooms. Marty Stump, CIP Design and Construction Manager currently serves as the ADA Coordinator for Metro Parks. Marty previously served as ADA Coordinator for the City of Austin Parks and Recreation Department and as a registered landscape architect was required by the State of Texas to keep current with ADA and TAS (Texas Accessibility Standards) through professional training and continuing education units (Barrier-Free Design Training Credit) Evidence of Compliance: 1. Policy No 200.019 Diversity, Inclusion & Accessibility 2. MPT ADA Transition Plan 3. ADA Database Screenshot 4. 2016 SERA Campus Audit Page 49

Metro Parks Tacoma 5. 2015 Oak Tree Park Audit 6. ADA Agency Manual 7. Wilson Way Pedestrian Bridge 8. PDZA Accessible Group Picnic Pavilion 9. Wapato Park Accessible Fishing Dock 10. Browns Point Lighthouse project press release 11. Browns Point Lighthouse project scope of work 12. Browns Point Lighthouse ADA Parking Stall photo 13. Charlotte’s Blueberry Park scope of work 14. Charlotte’s Blueberry Park ADA community gardens photo 15. Oak Tree Park scope of work 16. Oak Tree Park Nature Trails photo 17. 2019/2020 CIP 18. ADA Complaint Form 19. ADA Procedures for filing a claim 20. ADA Accommodation Request Form Log – Smartsheet PDF 21. CIP Design and Construction Manager Job Description 22. Barrier-Free Design Training Credit for Marty Stump, ADA Coordinator Agency Self Review:

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VISITATION REPORT SUMMARY FOR CATEGORY 2.0 - PLANNING Reviewed By: (Visitor Name) Unmet Standards: (List the Standard # and Name)

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3.0 ORGANIZATION AND ADMINISTRATION NOTE: Standards marked with a star () are fundamental standards, and are required of all agencies seeking accreditation.

3.1 Organizational Structure

Standard: The agency shall establish a staff organizational structure that reflects its methods of operation, its relationship to the community, and the relationships among the different organization components. Suggested Evidence of Compliance: Provide a chart showing the agency’s organizational structure, interrelationships among organizational components, and the function of each component. Organizational components are the major subdivisions of the organization, e.g. departments and divisions. Indicate how this information is made available to staff and the public. The Metro Parks Tacoma Organization chart shows the major departments and divisions, as well as the relationship between the organization, elected officials and citizen groups. The structure aligns organizational goals with staffing resources to provide responsibility and accountability. The elected commissioners delegate authority to staff to carry out the goals as shown by the Policies and Procedures of the Park Board. The organizational structure also shows groups that Metro Parks works with to help achieve its goals, as well as sustain ongoing interaction with the public. Evidence of Compliance: 1. Metro Parks Tacoma Organization chart 2. Business & Innovation 2017 3. Planning Org Chart 2017 4. ZEED Org chart 5. Policy 000.001 Procedures of the Board Agency Self Review:

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3.2 Administrative Offices

Standard: The agency administrative offices shall be accessible to the public and staff. There shall be administrative, meeting and storage space, and equipment adequate to perform the agency's functions and responsibilities. Suggested Evidence of Compliance: Provide documentation that describes the types of office space and administrative equipment used by the agency and how access is provided to the staff and the public. Page 51

Metro Parks Tacoma

Metro Parks Tacoma’s headquarters at 4702 S 19th Street, Tacoma, WA, houses many key administrative offices. It is publicly accessible on weekdays, except public holidays, from 7:30 a.m. to 5:30 p.m. It features an auditorium-style board room just off the main lobby and a customer service and registration counter staffed throughout the day. All doorways, vehicle parking, and restroom facilities are wheelchair accessible and the lobby offers comfortable public seating. We have plans to add a children’s play area in the lobby in 2019. The building is equipped with both internal and public WiFi internet access. Most of the two-story building is filled with executive offices and work spaces for members of the Business and Innovation, Planning and Development, and Strategy and Governance departments, as well as the main offices of the Recreation division of the Parks and Recreation Department. The headquarters building also has two conference rooms, restrooms on both floors, a break room and rooms for copy/print/fax machines and storage. The board room and two conference rooms have computers and can be used for both audio and video conferences. The board room has a smart TV for presentations; each of the conference rooms has a large, flat-panel, wall-mounted monitor. All employees have telephones, desktop computers and/or laptops. Some also use mobile phones and tablets. Computers provide internet access, are equipped with various types of office productivity, GIS and design software, including Smartsheet, and are linked to networked copy/print/fax machines. Adequate file cabinets and document storage space are provided. The Parks and Recreation Department of Metro Parks maintains its administrative offices in the Boy Scouts of America Pacific Harbors Council building, 4802 S. 19th St., adjacent to Metro Parks headquarters. (The Boy Scouts building is on Metro Parks property.) Other Metro Parks staff members work at the following sites: • • • • • • • • • • • •

South End Recreation & Adventure Campus (SERA) work center 4 community centers Point Defiance Park Wright Park Wapato Park W.W. Seymour Botanical Conservatory Metro Parks’ greenhouse at the City of Tacoma landfill site Point Defiance Marina Meadow Park Golf Course Tacoma Nature Center Point Defiance Zoo & Aquarium Northwest Trek Wildlife Park

Evidence of Compliance: 1. Visual verification through CAPRA site tours 2. Google map Agency Self Review:

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3.2.1 Support Services

Standard: Sufficient and appropriate equipment, technology, clerical and administrative staff shall be provided to enable the professional staff to perform their appropriate functions. Suggested Evidence of Compliance: Describe the equipment, technology, and services used to support professional staff. Support staff positions include Customer and Administrative Services Specialist, Business and Administrative Services Specialist, Financial Specialist, Management Analyst and Office Administrator, Contract & Administrative Services Coordinator, Contract Compliance & Office Coordinator, Office Assistants, and Customer Service Assistants. Job descriptions for four of those positions are included as evidence below. All Metro Parks job descriptions are posted at: https://www.governmentjobs.com/careers/metroparkstacoma/classspecs?keywords=. Staff members who need them have desktop computers and/or laptops with internet access. Some have tablets. Workers have desk phones and/or mobile phones. Computers are loaded with standard office productivity software. Many staff members use Smartsheet, a powerful spreadsheet system in the cloud that enables users to collaborate in real time. Some staff members use specialty software for such areas as GIS, graphic design, planning and construction. MPT leverages an online content management library, Box to provide mobile access to files and information. In the headquarters building, the board room and two conference rooms have computers and can be used for both audio and video conferences. The board room has a smart TV for presentations; each conference room has a large, flat-panel, wall-mounted monitor. Evidence of Compliance: Job descriptions: 1. Business and Admin Services Specialist 2. Customer and Admin Services Specialist 3. Financial Specialist 4. Management Analyst and Office Administrator Agency Self Review:

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3.3 Internal Communication Standard: A communication system shall be established to ensure the accurate and timely transfer of information, among staff Suggested Evidence of Compliance: Provide a communication matrix illustrating how internal communications are managed by the agency. Employee communications is a major component of the Comprehensive Communications Plan, and it is managed by the Senior Communications Administrator, who reports to the Chief Communications and Public Affairs Officer. This section of the plan provides the directive to encourage open communication and foster the District's core values among staff. The administrator uses a variety of tools, including the intranet (redesigned version launched in early 2017), the Inside Metro newsletter sent via email, all-staff meetings of departments, the annual districtwide all-staff meeting, brown bag discussions, posters, etc. Inside Metro is the most consistently used and most widely disseminated to reach all personnel on a regular basis. It is published monthly, with an occasional “extra” edition when necessary. The newsletter always features a message from the director, plus news about policies, programs, awards, staff additions and retirements, training opportunities, etc. The district uses Constant Contact as the delivery vehicle, and the Communications staff tracks the open and click-through rates. The Senior Communications Administrator and the Chief Communications and Public Affairs Officer facilitate the development of a detailed memo to the Park Board every other month. The 2017-18 Comprehensive Communications Plan also included a matrix that shows the strategies for reaching different audiences- other examples of evidence are included below.

Evidence of Compliance: 1. 2. 3. 4. 5. 6. 7. 8.

Senior Communications Administrator job description 2017-18 Comprehensive Communications Plan 2018 MPT Strategic Communications Plan MarCom Charter Inside Metro newsletter Intranet screengrab Sample all-staff meeting agenda Board Bi-Monthly Memo 8-30-18

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3.4 Public Information Policy and Procedures

Standard: The agency shall have approved policies that govern what information shall be released, when it should be released, and by whom it should be released and that demonstrate the agency’s commitment to inform the community and news media of events involving the agency. Suggested Evidence of Compliance: Provide the written statement of policy and procedure, indicating approval by the proper authority. The Metro Parks Tacoma Public Information Statement is posted at the top of the “Contact Us” page on our website, as well as within the Comprehensive Communications Plan. It reads as follows: "Metro Parks Tacoma is committed to the proactive, timely provision of information to the public and news media. Requests for information may be directed to the Communications Office at: info@TacomaParks.com. Metro Parks strives to provide an initial response to all inquiries within 2 business days. “Emergency communications relative to matters of public health or safety are administered by the District’s Communications Manager on a priority basis. Information of this nature is disseminated through a variety of internal and external communication vehicles including, media releases, the District’s website, social media, email and other means as warranted, such as onsite signage, posters or reader board notification." The Metro Parks Public Information Manager, who reports to the Chief Communications and Public Affairs Officer, is responsible for requests from the media. The assistant to the Executive Director is the designated Public Records Officer, as required by state law, and that person processes and fulfills all nonmedia requests for records. The agency follows Washington State’s Public Records Act in managing requests for records. Numerous agency reports and plans are available online. A new website due to launch in mid-2019 is expected to include more performance data, which is currently housed on the intranet site. The MarCom district team has been meeting weekly since 2012. The group has always been led by the Chief Communications and Public Affairs Officer, and the newly created Chief Marketing and Resource Development Officer was named a co-chair in 2017. The team consists of communications and marketing personnel from every department. The team updated its charter and will shift its format a bit in 2019 – six designated Marcom leaders will meet twice a month, and the full teams will meet in the intervening weeks. Evidence of Compliance: 1. Public Information Manager job description 2. Policy 200.001 Requesting Public Records 3. 2017-18 Comprehensive Communications Plan 4. 2018 MPT Strategic Communications Plan 5. MarCom Charter 6. Public information statement on district website Page 55

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3.4.1 Public Information and Community Relations Responsibility

Standard: A specific position in the agency shall be designated to direct the public information and community relations functions. The position serves as a point of control for information dissemination to the community and the media. The intent of the standard is to establish the authority and responsibility for developing and coordinating the agency's community relations function in an identifiable position. Suggested Evidence of Compliance: Provide the position description that reflects responsibilities for public information and community relations functions. The Chief Communications and Public Affairs Officer is responsible for the districtâ&#x20AC;&#x2122;s internal and external messaging and communications strategies. The position reports to the Assistant Executive Director and serves as a member of the Executive Cabinet. Responsibilities include serving as co-chair of the MarCom district team and chair of the Community Facilitators group, among other things. Evidence of Compliance: 1. Chief Communications and Public Affairs Officer job description 2. 2017-18 Comprehensive Communications Plan 3. 2018 MPT Strategic Communications Plan 4. MarCom Charter 5. Community Facilitator Minutes 080618 6. Community Facilitator Minutes 010917 Agency Self Review:

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3.4.2 Community Relations Plan

Standard: The agency shall have an established community relations plan that identifies and addresses community needs for all segments of its service population, which is evaluated periodically for effectiveness. Suggested Evidence of Compliance: Provide the community relations plan and latest evaluation. The community relations plan shall address the following: Page 56

Metro Parks Tacoma a. Community relations policies for the agency; b. Process and procedure for establishing contact with community organizations and other community groups; c. Training needs for staff and community. The community relations plan and marketing plan is often included in a single document The Metro Parks 2013-2018 Strategic Action Plan included the following goal: Be an innovative and responsive agency that contributes to a sustainable and livable city. Objective 4.2 states: “Make responsible, sustainable and transparent decisions by involving the public and balancing environmental, social, cultural and economic impact to both the community and the organization. The Community Relations Plan, embedded within the Comprehensive Communications Plan, aims to keep Metro Parks focused on the needs and interests of the community we serve. Our emphasis on a faceto-face approach sustains a positive relationship with community members. Our Community Relations goals reflect the goals of the external communications plan – with the overall intent to increase the public’s confidence in the park district and ensure that the district is seen as a vital contributor to the region’s success and quality of life. The district‘s community outreach specialist position was created in 2015 (and expanded at the beginning of 2019) to engages with the public at more than 100 community events annually, including farmers markets, the Junior Daffodil Parade, the Washington State Fair, school resource fairs, Ethnic Fest and Food Truck Fest, etc. This position is the go-to person for information about district events, activities, programs, facilities and policies, as well as employee recruitment. This position actively engages with the public by answering questions, accepting compliments and concerns, offering referrals, assisting with employment applications, etc. We track our engagement by mission-led area and geography. We seek to get as deep into neighborhoods as possible by working with schools, churches and other community organizations. We regularly promote the fact that this coordinator is available for community events. In addition, the Public Information Manager is partially embedded in the Planning and Development Department to help manage community outreach for capital projects. From 2015 to 2018, the public information manager regularly led the planning for community meetings to seek feedback on construction projects and master site plan updates. Both the Community Outreach Coordinator and Public Information Manager perform their duties under the supervision of the Chief Communications and Public Affairs Officer, who utilizes the Speakers Bureau to facilitate presentations throughout the community. Since 2015, the public affairs officer has led the monthly meeting of the Community Facilitators group, which consists of managers from every department who serve as liaisons to the park district’s four Citizen Advisory Councils and the City of Tacoma’s eight neighborhood councils. The officer develops key messages for distribution to the community each month, and the liaisons report back on intel gleaned in their community engagement activities. We distribute minutes of that meeting every month to the liaisons, senior managers and the Park Board. Evidence of Compliance: 1. 2017-18 Comp Communications Plan (pages 9-12) 2. 2018 Strategic Communications Plan Page 57

Metro Parks Tacoma 3. 4. 5. 6. 7. 8.

Community Outreach Coordinator job description 2015 Outreach 2016 Outreach 2017 Outreach Speakers Bureau 2015-18 Sample Community Facilitator Minutes

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3.4.3 Marketing Plan

Standard: The agency should have an established marketing plan, based on market research that is evaluated periodically for effectiveness. The fundamental principle of marketing is to gain an understanding of customer needs, wants, concerns and behaviors. The marketing plan addresses the appropriate mix of communications tools to promote agency programs, facilities, events and services and to provide accurate, timely and useful information to the various segments of the target audience. Suggested Evidence of Compliance: Provide the plan and latest evaluation. The plan shall include: a. Marketing objectives; b. Situation assessment, to include: 1. Examination of demographic trends 2. Economic climate c. Market coverage by alternative providers; d. Segmentation, targeting, and positioning; e. Marketing mix; f. Marketing methods g. Evaluation criteria and methods. Research is important to support segmentation, targeting, and positioning. Common evaluation methods include surveys, focus groups, customer comment cards, and mystery shopping. With such a diverse array of offerings to the community, MPT staff collaborate on marketing efforts in order to maximize the reach in a busy metropolitan market. Target audiences vary, but the District’s overall target audience remains: • • •

Individuals - with special focus on underserved populations, like persons of different cultural backgrounds, and persons with special needs. Families – households with children who can benefit from enrichment opportunities that stimulate healthy development. Tourists – those who are visiting Tacoma, have a memorable experience, and contribute to the local economy.

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Metro Parks Tacoma The district created a Chief Marketing and Development Officer position in 2017. This officer serves as co-lead of the District’s Marcom Team with the Chief Communications Officer. Other members are the Marketing and Communications Manager for the zoological division, the Marketing and Communications Manager for the Parks and Recreation division, and the District’s Public Information Manager (who oversees the Digital Media Coordinator and Multimedia Producer). The Marcom Team’s work is guided by a charter that requires collaboration and coordination to get the most impact from our collective marketing efforts. Key tools and strategies include: New mobile-responsive websites. New Point Defiance Zoo & Aquarium and Northwest Trek websites launched in 2018, and a new main District site is scheduled to launch in 2019. We regularly track and analyze site visitation, usage patterns, and click- throughs to continually improve usability and effectiveness. Search Engine Optimization: In 2019 we plan to conduct a Google Adwords campaign to establish a baseline of performance for keywords, programs and website clicks. Social Media strategy and tracking: We track social media metrics using Sprout Social, a third-party tool which provides analytics, social management, customer care, listening and publishing tools. We generally measure social media metrics on a campaign-by-campaign basis to show how our outreach delivers results. We tested video content performance and it informed our strategy to include more video, usergenerated content, and storytelling. We update a social media dashboard on our intranet monthly. Video Content: For the last few years, we created video content from freelancers, partners, staff, and online tools such as Lumen5. We tracked the results and saw that it improved our reach on digital channels. In 2018, we hired a part-time videographer so that we could step up our performance, and that was working so well that we made her full-time in early 2019. Strengthening Influencer Marketing: We plan to explore the use of the authentic voices of our customers and turn them into Everyday Influencers or Nano-Influencers - typically those with less than 10K followers. Nano-influencers are often more authentic than those with lots of followers, causing their followers to be more engaged. Evidence of Compliance: 1. 2018-2020 Marketing Plan 2. 2017-18 Comprehensive Communications Plan 3. MarCom Charter 4. MPT Style Guide 5. 2018-2024 Point Defiance Marina Business Plan 6. 2018 Fort Nisqually Business Plan 7. Metro Arts Business Plan 2016 8. Eastside Community Center Style Guide 9. STAR Center Style Guide Agency Self Review:

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3.4.3.1 Marketing Position Responsibility

Standard: A specific position shall be designated to direct the marketing function. Marketing functions shall be the responsibility of a permanent position of the agency that works closely with all agency units in developing, coordinating, and implementing the agency marketing plan. Suggested Evidence of Compliance: Provide the position description that includes responsibility for marketing. Several people shared marketing responsibilities until 2017 when the district hired for the new position of Chief Marketing and Development Officer. This position provides oversight and strategy in four areas: marketing and advertising, sales and corporate relations, major gifts and advancement, and research and grant management. This position works in close collaboration with the Chief Communications and Public Affairs Officer (so closely, in fact, that they share an office in order to maximize the collaboration). MarCom Committee membership includes the Marketing Manager for Point Defiance Zoo and Aquarium and the Marketing and Communications Manager for the Parks and Recreation Department. Evidence of Compliance: 1. Chief Marketing and Development Officer 2. MarCom Charter 3. Parks and Recreation marketing and communications manager 4. Zoological Marketing and Communications Manager 5. 2018-2020 Marketing Plan Agency Self Review:

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3.5 Utilization of Technology

Standard: Technology shall be used to enable the agency to operate more efficiently and effectively. The agency should research and apply such resources progressively. Suggested Evidence of Compliance: Provide examples of progressive adoption, upgrade, installation, and/or use of technology. Examples could include but are not limited to communications and security 21 systems, energy and records management systems, data management and sharing systems, lighting and irrigation systems, work orders and work assignment applications, financial systems, and class registration systems. Virtually all Metro Parks Tacoma operations rely on high-technology equipment and software. This is perhaps most apparent in offices where desktop computers or laptops are ubiquitous. Many employees also communicate via mobile devices such as cell phones and tablet computers. Page 60

Metro Parks Tacoma In 2018, Metro Parks adopted Mitel’s VoIP landline telephone system. Also in 2018, Metro Parks installed public and private WiFi systems. Specifically, the agency set up 23 wireless internet access points at 13 locations, including Metro Parks’ headquarters, its community centers and key recreational attractions. Metro Parks uses computer-controlled systems for: • Park, and athletic complex irrigation systems (Calsense) • Heating, ventilation and air conditioning (Metasys from Johnson Controls, and Tridium at Point Defiance Zoo & Aquarium) • Conservatory and greenhouse climate control (STEPsaver from Wadsworth Controls) • PDZA keycards and door locks (BestGate) • Pool and sprayground chemicals (BECSys from BECS Technology) • South End Recreation & Adventure (SERA) athletic complex lights (Musco Lighting) • PDZA aquatic life support systems (RCK Controls) • PDZA and Northwest Trek Wildlife Park digital radiograph system (ClearCanvas) • PDZA and Trek digital signage (BrightSign) • PDZA video surveillance (Ubiquiti and D-link) • PDZA and Trek thermal imaging camera to locate utilities (FLIR) • Trek water quality monitoring and alert system (Whalchem) • Trek usage and monitoring systems for electricity and water (Johnson Controls) • Trek temperature monitoring and control in animal exhibition and care areas (SOLO from AutomationDirect) • Trek Hellyer Center thermostat (Honeywell app via WiFi) • Trek tram diagnostics and performance monitoring (Cummins INSITE, Allison Transmission, Parker Vansco) • Meadow Park Golf Course soil moisture meter (POGO) • Meadow Park weather-based integrated irrigation control (Rain Bird) • Meadow Park hour-metered equipment maintenance scheduling (Toro myTurf) Software systems in use include: • Microsoft Office • Smartsheet (data sharing and collaboration) • Bloomerang, had recently replaced Raiser’s Edge (resource development) • Better Impact (volunteer management) • ACTIVE Net (program registration, admissions, memberships, retail sales, rental bookings) • Galaxy from Gateway Ticketing Systems (PDZA and Trek sales and attendance) • Microsoft Power BI (data analytics) • NEOGOV (employee recruitment, onboarding and orientation) • Maestro Support (employee benefits) • Spiceworks ticketing (IT help desk, citizen action reports, PDZA work orders) • Esri Enterprise (geographic information systems for mapping) • Microsoft One Drive (cloud database) • Workforce for ArcGIS (forestry work orders) • Adobe creative suite (graphics) • Zoological Information Management System, aka ZIMS (PDZA and Trek animal keeper reports) • Evernote (Trek animal nutrition log) • Zoom (Trek web, video conferencing) • Cisco WebEx (Trek video conferencing) Page 61

Metro Parks Tacoma • • • •

Dude Solutions (Trek operations management) WheniWork (PDZA timecard, attendance) Nearpod (Trek interactive classroom and training tool, internal enews service) Cybergolf Online Tee Time System (Meadow Park tee time reservations)

Also in 2018, Metro Parks hired a consultant to help prepare an update to the agency’s 2014 Information Technology Strategic Plan in 2019. Evidence of Compliance: 1. RFP for VoIP 2. RFP for registration software 3. Switch to Bloomerang 4. Better Impact Executive Cabinet Presentation 5. RFP for IT Strategic Plan Update 6. 2014 IT Strategic Plan 7. Vassault Summary 2017 Agency Self Review:

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3.5.1 Management Information Systems

Standard: The Agency shall have management information systems that can produce reliable statistical and data summaries of agency activities, such as daily, monthly, and annual reports for use in management decision-making. The reports shall provide comparative data and statistics. Suggested Evidence of Compliance: Provide examples of recent statistical and data summaries and describe their use in management decision-making. Metro Parks Tacoma uses several key management information systems to collect data and provide statistics. We use them to compare actual results to budget, track trends, and monitor program participation and attendance. Metro Parks currently uses Munis for finance and accounting functions, plus employee information including salaries, payroll and benefits. In 2018, we transitioned from ACTIVE’s Class software to ACTIVE NET for recreation program registration and to track admissions, memberships, retail sales and rental bookings. We switched to ACTIVE NET in part because it is a more flexible, cloud-based system that can be accessed from any location. The park district’s two zoological facilities – Point Defiance Zoo & Aquarium and Northwest Trek Wildlife Park – use Galaxy, a product of Gateway Ticketing System, to track sales and attendance. Monthly financial reports are generated from the Munis system. These reports show financial results for the month and year to date compared to budget, and show the annual and biennial budget. Quarterly and

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Metro Parks Tacoma annual reports are also provided for the Board of Park Commissioners. Budget documents are public information that discuss results and trends and potential fiscal impacts on future plans. A variety of departmental reports are generated using data from the management information systems that show more detailed operating results, such as program and financial results for specific areas of operations. Other specialty software systems in use include Raiserâ&#x20AC;&#x2122;s Edge for donor management, Better Impact to manage and track volunteers, and Smartsheet for dozens of cloud-based spreadsheets that enable staff to collaborate without worrying about which version of a document they are working on. Our data analytics manager uses Microsoft Power BI to generate interactive reports that enable staff to make decisions based on current, relevant performance data. The Dashboards are available on the MPT Intranet and are linked directly to existing databases, such as Munis, Class, and Raiserâ&#x20AC;&#x2122;s Edge, plus some Excel spreadsheets. The Dashboards analyze and graphically display current data to enable data-driven decision making. At the same time, this ensures Metro Parks operations are transparent, reliable and accountable to the public. Evidence of Compliance: 1. 2017 Financial Statement 11-November 2. 2017 NWT Attendance Revenue Report 3. 2017 Year-End Forecast 4. Program and Course Revenue 5. Data Analytics Dashboard Examples 6. Facility_Usage_Report 7. Marina Daily Cash Balance Summary 8. Zoo Attendance Report 03-19-2018 9. Zoo Sales Report 03-19-2018 Agency Self Review:

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3.6 Records Management Policy and Procedure

Standard: The agency shall have established policy and procedures for control, maintenance, and retention of records that are periodically reviewed. Records management policies and procedures address retention, disposal, access, disclosure and distribution of documents, including freedom of information requests, and they must be consistent with legal requirements. Suggested Evidence of Compliance: Provide records management policy and procedures and a copy of the most recent review. Metro Parks Tacoma has a complete Records Management Policy and Procedure, as required under Washington State records retention schedules. Certain records are stored centrally on site; archived records are stored at a contracted, secure offsite storage facility. Page 63

Metro Parks Tacoma As stated in Section D of the Records Management Procedures, Metro Parks has designated the Program Manager â&#x20AC;&#x201C; Administration and Contracts, to serve as the Records Officer. Additionally Metro Parks retains a contracted records management consultant to assist with the day-to-day organization of District records. The policy and procedure is consistent with state law and best practices. The district performs incremental data backups every day, and a full backup once a week. Evidence of Compliance: 1. MPT Records Management Policy and Procedure 200.004 2. MPT Records Management Consultant Contract 3. Washington State Records Retention Schedule for Parks and Recreation 4. Washington State Local Government Common Records Retention Schedule 5. Sample Data Backup Report Agency Self Review:

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3.6.1 Records Disaster Mitigation and Recovery

Standard: There shall be an established records disaster mitigation and recovery plan and procedures that are periodically reviewed for protecting records, storing them and recovering critical information after a disaster. Suggested Evidence of Compliance: Provide the records disaster mitigation and recovery plan and procedures and a copy of the most recent review. Metro Parks has a records disaster mitigation and recovery plan and procedures incorporated into the Records Management Procedures, section DD. The plan provides for differing levels of recovery and disaster mitigation, according to the severity. The plan complies with records retention schedules set by the State of Washington. Electronic records are backed up daily and stored offsite in a secure location. Hard copies of key records are also stored offsite and are accessible in case of a disaster which compromises Metro Parks locations. Evidence of Compliance: 1. Records Disaster Mitigation and Recovery Plan (Section DD) Agency Self Review:

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VISITATION REPORT SUMMARY FOR CATEGORY 3.0 – Organization and Administration Reviewed By: (Visitor Name) Unmet Standards: (List the Standard # and Name)

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4.0 HUMAN RESOURCES NOTE: Standards marked with a star () are fundamental standards, and are required of all agencies seeking accreditation.

4.1 Personnel Policies and Procedures Manual

Standard: There shall be established policies that are reviewed periodically and govern the administration of personnel procedures for both professional and nonprofessional employees. The personnel policies and procedures manual shall be available to each employee, as appropriate to the position. Suggested Evidence of Compliance: Provide the personnel policies and procedures manual and the date of latest review. The personnel practices shall include procedures for a. Selection, hiring, and dismissal; b. Benefits including retirement, insurance, leaves, and other benefits; c. Salary schedule; d. Incentive system; and e. Staff development program. Metro Parks Tacoma has established personnel practices including policies and/or procedures for selection; hiring and dismissal; benefits eligibility, vacation, sick and holiday leave; job classification and compensation; pay increases; employee performance evaluations; and employee recognition program. All personnel policies and procedures are available for employees to view and download on the Metro Parks Tacoma employee intranet site. New employees can also access via the onboarding portal. All personnel policies are reviewed annually per the Metro Parks Tacoma Policy and Procedures of the Board Procedure, Section C.2. The example of the HR Policy Review Cover Sheet shows the dates of the latest review, all work drafts of policies can be found in the Committee’s shared box folder. Evidence of Compliance: 1. Committee’s shared Box folder 2. Employee Intranet - Policies 3. Onboarding Portal for all employees 4. Onboarding Portal – Career 5. Policy and Procedures of the Board 6. HR Policy Review Cover Sheet . Agency Self Review:

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4.1.1 Code of Ethics Standard: There must be an established statement of ethical principles for agency personnel that provide a clear understanding of ethical responsibility involving issues as related to the park and

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Metro Parks Tacoma recreation system, business dealings with other entities, interrelationships with other organizations and agencies, and interactions with participants. Suggested Evidence of Compliance: Provide the Code of Ethics. Metro Parks Tacoma has adopted a Workplace Requirements/Code of Conduct Policy and an Outside Employment and Conflict of Interest Policy that details basic workplace expectations and conduct. These policies are available on the employee intranet. Evidence of Compliance: 1. Workplace Requirements and Code of Conduct Policy 2. Outside Employment and Conflict of Interest Policy Agency Self Review:

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4.1.1.1 Staff Acceptance of Gifts and Gratuities

Standard: The agency shall have an established policy for the acceptance of gifts and gratuities by staff members. Suggested Evidence of Compliance: Provide the policy on acceptance of gifts and gratuities by staff members. Metro Parks Tacoma has adopted a policy on Outside Employment and Conflict of Interest. This policy is available to all employees on the employee intranet. Evidence of Compliance: 1. Outside Employment and Conflict of Interest Policy Agency Self Review:

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4.1.2 Recruitment Process

Standard: There shall be a comprehensive recruitment process to attract qualified personnel that is based upon established recruitment procedures with specific recruitment objectives that are reviewed periodically. It is understood that in certain cases an agency is required to handle its personnel through a state or local civil service merit system, and is, therefore, linked to that system in the recruitment of its park and recreation personnel. Agencies are obligated to comply with all applicable statutes and policy statements. Page 67

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Suggested Evidence of Compliance: Provide recruitment procedures, recruitment objectives, and last review. Metro Parks Tacoma maintains a Board approved Recruitment Policy that details standards for the recruitment process. The hiring supervisor, in conjunction with the Human Resources division, determines the appropriate recruitment scope and methods based upon the level of position. The detailed recruitment steps for career positions are outlined in the Recruitment and Selection Process document. Hiring supervisors of seasonal and part-time positions are trained on the appropriate process for hiring for these kinds of positions with the Hiring 101 – Seasonal and Part-time Positions information for Supervisors. Human Resources staff, along with the Community Outreach Specialist, regularly attend job fairs and community events to help recruit for the large amount of part time and seasonal positions. Applicant data is assessed using Employee Applicant Analytics to target areas with low applicants or low applicant diversity. In 2016, the GIS division provided more specific applicant data in an effort to better recruit for applicant diversity. Workforce data is available to all employees on MPT’s Data Analytics Dashboards on the intranet. Evidence of Compliance: 1. Recruitment Policy 2. Recruitment and Selection Process 3. Hiring 101 – Seasonal and Part-time Positions 4. Innovative Use of GIS – Recruiting for Diversity 5. Workforce Analytics 6. Employee Applicant Analytics (requires intranet access) Agency Self Review:

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4.1.3 Equal Opportunity Employment and Workforce Diversity

Standard: There shall be an established policy regarding diversity with evidence of implementation that assures equal opportunities for employment, promotion, and equity in employment working conditions and that complies with the American Disabilities Act. Suggested Evidence of Compliance: Provide the equal opportunity and workforce diversity policy and show evidence of implementation. Metro Parks is committed to maintaining a proactive equal opportunity and diverse workplace and to comply with all federal, state and local laws regarding equal employment opportunity. MPT has Equal Employment Opportunity, Reasonable Accommodation in the Workplace Policy and Anti-Harassment Page 68

Metro Parks Tacoma policies that, taken together, show MPT’s commitment to maintaining a respectful and culturally responsive workforce. Harassment Prevention training is required of all new employees. ADA and Inclusion training is provided via the intranet. Metro Parks includes an Equal Employment Opportunity statement on every job posting. In an effort to increase workforce diversity, all employment opportunities are advertised on the Professional Diversity Network, which includes Military 2 Career, ProAble, IHispano, Black Career Network, Asian Career Network, Women’s Career Channel, Out Professional Network. Additionally, to better enact a culture focused on workforce diversity. MPT has highlighted workforce diversity as a primary performance measure to attain in their Strategic Master Plan (pg. 17), with goal of achieving workforce diversity in ethnic and gender composition that is within 5% of the District community by 2023. Evidence of Compliance: 1. Equal Employment Opportunity Policy 2. Reasonable Accommodation in the Workplace Policy 3. Anti–Harassment Policy 4. Anti-Harassment Training – Attendance Sheet 5. ADA and Inclusion Training on the intranet 6. Job Posting Sample 7. 6 – Year Strategic Master Plan (2018) Agency Self Review:

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4.1.4 Selection Process

Standard: There shall be comprehensive procedures for hiring personnel. The agency shall also have a role in determination of skills and the personal attributes required for positions. Suggested Evidence of Compliance: Provide selection process procedures and evidence that procedures are being followed. The procedures shall include information about the purpose, development, validity, utility, fairness, adverse impact, administration, scoring, and interpretation of all elements used in the selection process. Metro Parks Tacoma maintains a comprehensive recruitment and selection process that starts with accurate job description, such as the staff biologist job posting. The level of the position helps determine the recruiting strategy and the selection process. The process for career positions always includes submission of job applications and supporting documents, review by an application review panel, an interview with finalists chosen from the applicant pool, and an interview panel recommendation that is documented and based on scoring criteria.

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Metro Parks Tacoma An interview packet is provided to the interview panel prior to the interviews. It includes interview instructions, the job description, bias awareness information for interview panel members, and scoring sheets. Evidence of Compliance: 1. Recruitment and Selection Process 2. Staff Biologist job posting 3. Interview Panel Packet Sample Agency Self Review:

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4.1.5 Background Investigation ď&#x201A;Ť

Standard: The agency process for hiring personnel shall include procedures for a national background investigation prior to appointment, including verification of a candidate's qualifying credentials, review of a candidate's civil and criminal record, particular attention to drug and child/adult-abuse records, and driving record for employees assigned to operate motor vehicles. Suggested Evidence of Compliance: Provide the background investigation procedures and examples of background checks completed. Metro Parks Tacoma performs national criminal background checks for all employees as detailed in the background check policy. Background checks are screened for any potential disqualifying convictions. Based on the results, candidates and supervisors are of ineligibility. Candidates can appeal ineligibility decisions to the risk manager and chief administrator officer. A Washington state Department of Motor Vehicle (DMV) driving history/abstract also is required for any employee whose job duties require driving, as detailed in the driving policy. Eligibility is determined using the Driver Evaluation Point System form as provided by our risk pool Washington Cities Insurance Authority (WCIA). Evidence of Compliance: 1. Background Checks Policy 2. Background Consent/Release form for Employment 3. Driving policy 4. Driver Evaluation Point System Agency Self Review:

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4.1.6 Employee Benefits

Standard: There shall be an established employee benefits plan. Each of the benefits provided to employees shall be described in terms of what is provided, under what conditions, and the extent of the benefit. Types of benefits often include administrative leave, holiday leave, sick leave, vacation leave, retirement program, health insurance program, disability and death benefits program, liability protection program, provision of clothing and equipment used by employees in performing park and recreation functions, employee education benefits, if any, and personnel support services to employees. Suggested Evidence of Compliance: Provide the employee benefits plan. Metro Parks Tacoma provides a comprehensive benefits program to all full time employees. Metro Parks Tacomaâ&#x20AC;&#x2122;s benefits include medical, dental, employee assistance program services and life insurance, along with vacation, holiday, and sick leave to all career full-time employees. Exempt employees are provided administrative leave. Metro Parks is covered under state programs for workers compensation, unemployment insurance and retirement. Separate Human Resources Policies specify benefits provided for benefits eligibility, medical/dental/life, vacation, holiday, and sick leave. Evidence of Compliance: 1. Benefits Eligibility Policy 2. Vacation Use and Accrual Policy 3. Sick Leave Use and Accrual Policy 4. Holiday Use and Accrual Policy 5. Part-time Benefits Eligible Policy 6. Benefits Summary for exempt employees 7. Benefits Summary for union employees Agency Self Review:

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4.1.7 Supervision

Standard: There shall be constructive and effective supervision of all personnel to help them grow professionally and improve programs and services. Supervision is an on-going and systematic process that is helpful for the well-being of the individual and agency. Important characteristics of effective supervision are the ability to communicate expectations, delegate authority commensurate with the assigned tasks, provide feedback, and motivate. There should be supervisory processes, procedures, or tools that highlight staff orientation, staff coaching, mentoring and training, performance review, and human resource policies affecting supervision of staff such as those dealing with harassment and discipline. Suggested Evidence of Compliance: Provide examples of processes, procedures, or tools used to assure constructive and effective employee supervision. Page 71

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Metro Parks Tacoma believes in a proactive, comprehensive approach to supervision. The corrective action and discipline, performance evaluation and anti-harassment policies address how supervisors should deal with performance, harassment and discipline. This approach is detailed in classes onsite (such as Supervisor Training on the New Labor Agreement and Strategies for Managing Intergenerational Workgroups), offsite training and workshops, and online opportunities. Leadership, communication and other position-based competencies are taught in classes, such as the Supervisor Training Series for 20182019. Beyond specific supervisory competency training, Metro Parksâ&#x20AC;&#x2122; organizational structure and standards provide a framework for personnel supervision. Metro Parks maintains current job descriptions for all full-time positions to ensure that everyone understands the organizational structure and the duties, responsibilities, knowledge, and skills required. Evidence of Compliance: 1. Corrective Action and Discipline Policy 2. Employee Performance Evaluation Policy 3. Anti-Harassment Policy 4. Strategies for Managing Intergenerational Workgroups training - Attendance Sheet 5. Supervisor Training on new Labor Agreement â&#x20AC;&#x201C; Attendance Sheet 6. Supervisor Training Series for 2018-19 Agency Self Review:

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4.1.8 Compensation Plan

Standard: There shall be an established compensation plan that establishes equity of compensation among units within the agency that is reviewed periodically. The compensation plan for an agency shall take into account agency employment standards, agency skill needs, and compensation levels offered by other local employers. Suggested Evidence of Compliance: Provide the compensation plan and a copy of its most recent review or update. The job classification and compensation policy guides Metro Parks Tacomaâ&#x20AC;&#x2122;s philosophy regarding employee compensation. Metro Parks Tacoma maintains three compensation schedules. The three pay schedules include two for non-represented (one full-time, one part-time) and one for represented staff. The represented compensation schedule is reviewed and updated as dictated by the negotiated union labor agreement. Additionally, classification and market comparison studies are performed every 3-5 years for the nonrepresented pay schedule to ensure comparable pay levels with external positions. Public Sector

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Metro Parks Tacoma conducted the last study in 2016, providing the Total Compensation Program Overview. Individual reclassification requests are reviewed by human resources staff using the position analysis questionnaire. Evidence of Compliance: 1. Job Classification and Compensation Policy 2. 2018 Non Rep Class and Comp Schedule 3. 2016 Labor Agreement 4. The Total Compensation Program Overview 5. Position Analysis Questionnaire Agency Self Review:

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4.1.9 Performance Evaluation

Standard: There shall be a fair and systematic procedure for annual or periodic appraisal of job performance. Personnel evaluation shall be utilized for the development and improved quality of the individual's performance on the job, as well as a basis for promotion, monetary increments, and dismissal. Although evaluation is a day-by-day process, there shall be periodic specific reviews with the employee. An employee's personnel file shall include a written annual evaluation. Suggested Evidence of Compliance: Provide the procedures and a sample of completed performance evaluations without identifying personal information. Metro Parks Tacoma maintains a comprehensive performance evaluation system guided by the employee performance evaluation policy, which emphasizes a collaborative process between employee and supervisor. Evaluation Information for Supervisors is available on the employee intranet. It details the performance evaluation timeline and expected outcomes of the evaluation. The annual process starts with review of the job description to ensure its accuracy. The evaluation form asks that ratings and feedback be based upon performance of specific job duties and expected competencies of the position. Supervisors work with employees to establish goals for the coming year. The goals help form the basis for periodic check-ins and the next annual evaluation. As noted in the recommended timeline, the process includes a conference with the employee, discussion of development and training goals based on the review, and documentation that the employee understands the review. Performance improvement plans are created when the employee has performance deficiencies that need to be addressed and improved. It is recommended that all supervisors provide seasonal and part-time staff performance evaluations yearly or at the end of the season. Training on conducting effective performance evaluations are offered to supervisors through in-house and outside training opportunities on a regular basis.

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Metro Parks Tacoma Evidence of Compliance: 1. Employee Performance Evaluation Policy 2. Evaluation Information for Supervisors 3. Performance Evaluation Form 2018 4. Recommended Timeline 5. Performance Improvement Plan form 6. Performance Evaluation Form for Part-time and Seasonal 7. Conducting Effective Performance Evaluations â&#x20AC;&#x201C; Attendance Sheet Agency Self Review:

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4.1.10 Promotion

Standard: There shall be an established policy and procedures available to all employees defining the promotion process and the agency's role. The park and recreation agency may rely upon a state or local civil service commission, or other public or private external organization to administer one or more elements of the process in accordance with legal, professional, and administrative requirements. Suggested Evidence of Compliance: Provide the policy and procedures, and indicate how they have been communicated to employees. Metro Parks Tacoma maintains a Promotion Policy that describes the process requirements for promotion. All Human Resources polices are available for employee review on the employee intranet and available to employees upon hire via the onboarding portal. Evidence of Compliance: 1. Promotion Policy Agency Self Review:

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4.1.11 Disciplinary System

Standard: There shall be an established disciplinary system based on the code of conduct and performance. The system shall specify the conduct expected of employees. Prohibitions should be specific, whereas approved behavior may be stated in general terms (e.g., courtesy, punctuality).

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Metro Parks Tacoma Suggested Evidence of Compliance: Provide the code of conduct and performance and the policies and procedures that guide the disciplinary system and how this information is communicated and made accessible to employees. Include copies of disciplinary action steps included in collective bargaining agreements, if applicable. This system shall address the following topics: a. Compliance with agency statements; b. Unbecoming conduct; c. Appropriate appearance; d. Use of alcohol and drugs; e. Acceptance of gratuities, bribes, or rewards; f. Abuse of authority; and g. Proper care and maintenance of equipment. Metro Parks Tacoma maintains a discipline policy that describes grounds and conditions for disciplinary action and the various methods and steps involved in the disciplinary process. The drug and alcohol free workplace, violence in the workplace, and code of conduct policies complement the discipline policy by spelling out prohibited behavior and performance expectations. All Human Resources polices are available for employee review on the employee intranet and are available to employees upon hire via the onboarding portal. Evidence of Compliance: 1. Corrective Action and Discipline Policy 2. Drug and Alcohol Free Workplace Policy 3. Workplace Requirements/Code of Conduct Policy 4. Violence in the Workplace Policy Agency Self Review:

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4.1.12 Grievance Procedures

Standard: There shall be an established grievance procedure, available to all employees. The procedure shall identify matters that are grievable; establish time limitations for filing or presenting the grievance; establish steps and time limitations at each step in the grievance procedure; and establish criteria for employee representation. Formal grievance procedures shall be written in clear, concise terms. Suggested Evidence of Compliance: Provide the grievance procedures and indicate how the procedures have been communicated to the employees. Include grievance procedures included in collective bargaining agreements, if applicable. Metro Parks Tacoma has a general complaint resolution policy that details the process and conditions for employee grievances. There are also processes that are unique to specific human resources policies, such as the improper governmental action whistleblower policy. Specific processes within unique policies Page 75

Metro Parks Tacoma supersede the general grievance policy. Union employees are also covered by grievance procedures as detailed in the collective bargaining agreement (CBA). All human resources polices and the collective bargaining agreement are available for employee review on the employee intranet and are available to employees upon hire via the onboarding portal. Evidence of Compliance: 1. Complaint Resolution Policy 2. Improper Governmental Action Whistleblower Policy 3. CBA Grievance Article 6 - Layoffs Agency Self Review:

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4.1.13 Termination and End of Employment

Standard: There shall be established policies and procedures for termination and end of employment. Suggested Evidence of Compliance: Provide the termination and end of employment policies and procedures, and indicate how they have been communicated to employees. Metro Parks Tacomaâ&#x20AC;&#x2122;s employee resignation policy governs employee resignations, the employee layoff policy deals with layoffs of non-union staff and the collective bargaining agreement details the process for layoffs of union staff. All human resources polices and the collective bargaining agreement are available for employee review on the employee intranet and are available to employees upon hire via the onboarding portal. Evidence of Compliance: 1. Employee Resignation Policy 2. Employee Layoff Policy 3. Collective Bargaining Agreement (Section VI) Agency Self Review:

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4.2 Staff Qualificationsď&#x201A;Ť Page 76

Metro Parks Tacoma Standard:

The agency shall employ staff qualified to develop and operate programs and services in furtherance of goals and objectives. Staff shall be qualified for the positions as provided in the job descriptions and possess specified licenses and certificates. Park and recreation personnel shall have certification and/or educational training appropriate to the position.

Suggested Evidence of Compliance: Provide job descriptions for a representative sample of key positions and resumes for the current incumbents. Metro Parks Tacoma employs competent and professional staff with a wide variety of educational and background experience. Metro Parks has approximately 305 full-time positions and approximately 600 part-time positions. Employment applications and resumes are on file with the human resources department. Job descriptions for all career positions are available on the Metro Parks Tacoma internet site. Evidence of Compliance: 1. Chief Financial Officer Resume 2. Chief Financial Officer job description 3. Director of ZEED Resume 4. Director of ZEED job description 5. Community Center Supervisor resume 6. Community Center Supervisor job description 7. Recreation Supervisor resume 8. Recreation Supervisor job description 9. Parks Technician – Electrician Resume 10. Parks Technician – Electrician job description Agency Self Review:

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4.3 Job Analysis and Job Descriptions

Standard: Established job descriptions for all positions shall be based on the job analysis and reviewed periodically. Suggested Evidence of Compliance: Provide a job description for a full-time, part-time, temporary and internship position, and, if applicable, an example of a job analysis with last review. The job descriptions shall include, at a minimum: a. Duties of each position; b. Responsibilities of each position; c. Tasks of each position; and d. Minimum level of proficiency necessary in the job-related skills, knowledge, abilities, and behaviors.

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Metro Parks Tacoma maintains job descriptions that include title, scope and range of authority, duties and responsibilities, and qualifications for all positions within the District. All job descriptions are available on the Metro Parks Tacoma website. Evidence of Compliance: 1. Full-time job description sample 2. Part-time job description sample 3. Seasonal job description sample 4. Intern job description sample 5. Job Analysis Questionnaire Agency Self Review:

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4.4 Chief Administratorď&#x201A;Ť

Standard: The agency shall have a chief administrator responsible to the approving authority for the management, direction, and control of the operations and administration of the agency and with authority to perform such responsibilities. The chief administrator shall be employed fulltime, year-round, and be qualified by experience, education, certification, and/or training in park, recreation, leisure services, tourism, or related disciplines. These qualifications shall be verified and demonstrated specifically as to how it is related to park and/or recreation management. Suggested Evidence of Compliance: Provide the chief administrator position description and the resume of the current incumbent. If she/he is from a related discipline, provide a summary of how the personâ&#x20AC;&#x2122;s qualifications relate to park and/or recreation management. The executive director is responsible for the operations of Metro Parks Tacoma and is employed fulltime, year-round. Under the direction of the Board of Park Commissioners, the executive director directs and delegates the planning, organization, administration and directions for the operations and activities of the park district, including major departments and facilities; managing, controlling and directing the planning, acquisition, development, utilization and maintenance of Metro Parks Tacoma resources; and supervises and evaluates the performance of assigned staff. The executive director keeps the Board of Park Commissioners, staff and community informed of the general operations of Metro Parks Tacoma as well as public policy issues that affect the community through board meetings, electronic communications, press releases, and speaking engagements. Evidence of Compliance: 1. Authority of the Board and Executive Director Policy 2. Executive Director Job Description 3. Shon Sylvia Resume Agency Self Review:

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4.4.1 Leadership Succession Procedure

Standard: The agency shall have an established procedure to ensure that leadership is available when the agency's chief administrator is incapacitated, off duty, out of town, or otherwise unable to act. Suggested Evidence of Compliance: Provide the written procedure, such as continuity plan, which indicates approval by the proper authority. Metro Parks Tacoma has established a procedure to ensure that the organization is never without leadership. The deputy executive director assumes the authority of the executive director in the event that the executive director is incapacitated, off duty, out of town or otherwise unable to act. In the event that the deputy executive director is unavailable, a designee is named. Evidence of Compliance: 1. Deputy Executive Director job description 2. Procedures to be approved in April of 2019 Agency Self Review:

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4.5 Workforce Health and Wellness Program

Standard: The agency shall have an employee health and wellness program showing periodic evaluation of the program status. Suggested Evidence of Compliance: Provide evidence of the agencyâ&#x20AC;&#x2122;s employee health and wellness program, level of participation and most recent evaluation. Metro Parks Tacoma has a wellness program that is governed by the employee wellness program policy and procedures. Employee involvement includes a health and welfare committee with representation from all departments as detailed in the employee wellness procedures. The program provides all employees free membership to Metro Parks community centers, each of which offers fitness and exercise programs and equipment. Metro Parks also offers an Employee Assistance Program (EAP) to all employees. This benefit provides information, resources and online seminars on healthy recipes, health challenges and healthy tools. The EAP also offers a Stress Resource Center that provides daily relaxation tools and webinars on how to balance stress. Employees are offered support in financial planning through the EAP and also through onsite employee financial planning workshops. Page 79

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All employees also receive a yearly familiarization pass that provides free access to fitness activities, events and facilities. Metro Parks embraces a healthy food options policy that calls for healthy food options at employee meetings or events where food is served. Employee Community Center Pass Usage • 2015: 298 employee memberships • 2016: 336 employee memberships • 2017: 262 employee memberships • 2018: 290 employee memberships Evidence of Compliance: 1. Employee Wellness Program Policy 2. Employee Fitness Center Pass 3. EAP Summary of Benefits 4. EAP Wellness Support 5. Employee Financial Planning Workshop 6. MPT Staff Familiarization Pass 7. Healthy Food Options Policy Agency Self Review:

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4.6 Orientation Program

Standard: There shall be an orientation program for all personnel employed by the Agency. Suggested Evidence of Compliance: Provide outline of the orientation program and a representative example of materials distributed at an orientation. The orientation program should include: a. Philosophy, goals, and objectives; b. The history and development of the agency; c. Pertinent sociological and environmental factors of the community and specific neighborhoods in which the individual is to serve (environmental scan); and d. Review of program/parks policies and procedures manuals, job duties, staff procedures, first aid and safety concerns and guidelines and forms review. Metro Parks Tacoma provides online orientation and onboarding for all new career, seasonal and parttime staff utilizing the NEOGOV Onboarding software. Staff have access to an online orientation portal that provides information Metro Parks’ mission, vision and values, history, strategic master plan, agency plans and partnerships, the employee’s specific job duties, and a general introduction to policies and procedures. Individual divisions, such as the Youth Development Summer Program, also provide additional detailed orientation materials specific for that program. Page 80

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A new employee orientation checklist is available for hiring supervisors to help determine what specific activities should be scheduled in the first 90 days for career employees. A 60/90/120 New Employee Goals Template is also available to determine measurable goals as new employees become oriented to their jobs. Evidence of Compliance: 1. Online Orientation and Onboarding 1 2. Online Orientation and Onboarding 2 3. Youth Development Summer Staff Training 4. New Employee Orientation Checklist â&#x20AC;&#x201C; Career 5. 60/90/120 New Employee Goals Template Agency Self Review:

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4.6.1 Employee Training and Development Program

Standard: There shall be a program of employee development which is available to employees throughout the agency. It should be based on needs of individual employees, future organizational needs, and is evaluated and updated periodically. The program must notify personnel of available and/or required training, maintain training records, and assure that required training programs are attended. The program should incorporate in-service training and succession planning to ensure the continued effective performance of the organization after the departure of key staff. Suggested Evidence of Compliance: Describe the scope and components of the employee development and training program, provide an outline of training offered (mandatory and discretionary), and provide lists of participants for the prior calendar year, and last review. Metro Parks Tacoma offers training opportunities through outside entities, such as Washington Cities Authority and the Washington state Department of Enterprise Services, and provides opportunities for staff to attend professional conferences, such as the WRPA conference, NRPA Conference and the AZA Conference. Extensive online training is also available through WCIAâ&#x20AC;&#x2122;s LocalGovU. Metro Parks Tacoma also offers in-house training opportunities, such as anti-harassment, verbal deescalation, essentials of trust building, and supervisory skills training. In 2017, Metro Parks offered a team and leadership development program. Twelve employees participated in the year-long program, which included assessments and training tools. Employees are notified about training options through the onboarding portal, the employee intranet, the employee newsletter. They also may ask staff members in the human resources office about specific training needs.

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Metro Parks Tacoma During the performance review process, employees and supervisors identify areas of personal development for focus on during the coming year (annual performance appraisal section C). The employee and supervisor agree upon appropriate training or other professional development opportunities. Metro Parks pays for career-related professional and educational courses if budgeted resources allow. Evidence of Compliance: 1. WCIA LocalGovU Training Options 2. Verbal De-Escalation Training – Attendance Sheet 3. Essentials of Trust Building – Attendance Sheet 4. Supervisor Skills 201 Training – Attendance Sheet 5. Team and Leadership Development Program 6. Onboarding Page – Training Options 7. Intranet – Training Opportunities 8. Annual Performance Appraisal – Section C Agency Self Review:

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4.6.2 Professional Certification and Organization Membership

Standard: Professional staff shall be active members of their professional organization(s) and pursue professional certifications within their respective disciplines. "Active" means more than holding membership, including attendance at meetings, making presentations, participating in committee work, holding elected and appointed positions, and participation in educational opportunities. Suggested Evidence of Compliance: Provide a list of staff with professional certifications and also provide a list of staff that have actively participated in a professional organization during the prior calendar year, indicating the nature of participation. The following are examples for park and recreation Employees are also encouraged to join and become involved in professional trade organizations, including pursuing professional certifications offered by such organizations. Many Metro Parks employees hold membership in professional organizations such as National Recreation & Parks Association (NRPA), Washington Recreation & Parks Association (WRPA), (Washington Finance Officers Association) WFOA, the American Zoological Association (AZA) and the National Association for Interpretation (NAI). Many staff members hold professional certification such as a Certified Parks and Recreation Professional (CPRP), Certified Interpretive Guides CIG) and Certified Therapeutic Recreation Specialist (CTRS). Staff are encouraged to attended professional conferences, workshops and meetings. Staff have presented at trainings at conferences and workshops and served on boards and committees for the professional organizations. Evidence of Compliance: 1. Staff List of Certifications and Memberships Agency Self Review:

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4.7 Volunteer Management

Standard: There shall be a volunteer management function within the agency, including a comprehensive volunteer management manual that includes policies and procedures related to the management of volunteers. Suggested Evidence of Compliance: Provide the Volunteer Management Manual. Metro Parks Tacoma has a comprehensive volunteer management program as cited in the Volunteer Engagement Policy and the Citizen Advisory Councils Policy. Metro Parks has a centralized support system for districtwide representatives who directly manage/process program/facility volunteers. Some programs have handbooks that directly relate to the specific area or facility, such as the Volunteer Handbook – Point Defiance Zoo & Aquarium (PDZA), Volunteer Handbook - NW Trek and Volunteer Manual - Fort Nisqually. Metro Parks Tacoma is currently designing an alternative workforce strategy for 2018-2020, a strategy that will optimize the organizations use of internships, experiential work programs such as the Management Fellow, and volunteers. The organizational development administrator is responsible for districtwide volunteer management. In addition, several other positions require the management of volunteers for specific programs. Those positions include the education/volunteer program coordinator, event and volunteer program coordinator, and community services and special projects volunteer coordinator. Evidence of Compliance: 1. Volunteer Engagement Policy 2. Citizen Advisory Councils Policy 3. Volunteer Handbook – PDZA 4. Volunteer Handbook – NW Trek 5. Volunteer Manual – Fort Nisqually Living History Museum 6. Alternative Workforce Strategy for 2018-2020 7. Organizational Development Administrator Job Description 8. Event and Volunteer Program Coordinator Job Description 9. Education/Volunteer Program Coordinator Job Description 10. Community Services and Special Projects Volunteer Coordinator Job Description. Agency Self Review:

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4.7.1 Use of Volunteers Page 83

Metro Parks Tacoma Standard: Volunteers shall be used by the agency in a variety of positions. Suggested Evidence of Compliance: Provide list of functions in which agency volunteers are utilized, the extent of such utilization, and examples of volunteer position descriptions. Metro Parks Tacoma utilizes volunteers in many different capacities. The following is an excerpt from the volunteer engagement policy that defines how volunteers are used: 1. Scheduled: Scheduled volunteers are individuals who have made a commitment to serve with an intention of consistent involvement. Scheduled volunteers may serve in "sensitive placement" positions which allow them to work with youth or vulnerable adults or to have unsupervised access to program participants. 2. Event-Based: When volunteer service is event-based, volunteers serve the agency on a drop in basis. These volunteers have not completed the full application and background process, and therefore, are not allowed to serve the organization in any on-going or sensitive placement positions. Event volunteers shall be supervised by agency staff, partners, or scheduled volunteers and are not construed as representatives of the organization. 3. Cooperative Groups: Metro Parks Tacoma may engage in cooperative ventures with organizations, businesses and civic groups for the benefit of volunteer engagement. When a group partners with Metro Parks Tacoma to provide volunteer service, those members of the group shall not be construed as scheduled volunteers of Metro Parks Tacoma. Metro Parks Tacoma shall work with the leadership of these groups to outline MPT's role and expectations for the partner's use of volunteers. Cooperative group volunteers shall not be allowed to work within sensitive service placements for Metro Parks Tacoma unless a partnership agreement outlines the background check process requirements that have been applied. 4. Service Placements: Metro Parks Tacoma may appoint an individual to perform event-based or scheduled service in order to meet a service requirement of the volunteer. This service is normally limited to the fulfillment of a quota of service hours. 5. Advisory & Fundraising: Citizens who are part of Metro Parks Tacoma Advisory Councils and Foundations perform an invaluable uncompensated service to the agency. 6. Employees: Metro Parks Tacoma employees are not eligible to perform volunteer services for Metro Parks Tacoma for any duties that are within their scope of job responsibilities. Requests for volunteer service outside an employee's scope of job responsibilities shall be reviewed on a case by case basis by Human Resources. Agency approval must be granted before beginning volunteer service. 7. Interns: When a volunteer is serving at Metro Parks Tacoma in order to gain experience which would lend to learning and career objectives, that volunteer is known as an intern. The volunteer opportunities page of the Metro Parks Tacoma website describes volunteer positions. Position descriptions, such as the education volunteer opportunity, are housed centrally on our Better Impact system and are posted on the Metro Parks Tacoma website for public review. Cooperative groups have volunteer agreements which outline volunteer activities. In 2018, Metro Parks expanded employee volunteer opportunities to allow for up to eight hours of pay for full-time employees who volunteer or provide service. Metro Parks tracks the number of volunteer and the volunteer hours contributed through the Better Impact system. This is reported on the community impact report posted on the Metro Parks Tacoma website. Evidence of Compliance: 1. Volunteer Engagement Policy 2. MPT Volunteers Opportunity Webpage Page 84

Metro Parks Tacoma 3. 4. 5. 6. 7. 8.

Education Volunteer Opportunity description Volunteer Agreement -Sample Event sign in sheet Sample. Day of Service Opportunity Alternative Workforce Data Community Impact Report – 2017 (2018 version available upon CAPRA visitation)

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4.7.2 Recruitment, Selection, Orientation, Training, and Retention

Standard: There shall be an on-going function within the agency for the recruitment, selection, orientation, training and retention of volunteers, including procedures on background screening. Background investigations shall be made for all volunteers who work routinely with vulnerable populations, especially youth, senior adults, and persons with disabilities. Suggested Evidence of Compliance: Provide the agency’s recruitment, selection, orientation, training, and retention procedures. Provide the agency’s background investigation procedures for volunteers and evidence of implementation. Ongoing recruitment is done through Metro Parks’ volunteer webpage, emails/postings with other agencies such as colleges and service organizations. The community and outreach assistant, along with human resources staff, attend a number of community events, colleges, high schools and job fairs to promote volunteer opportunities. Selection, orientation and training is performed by each program according to the volunteer’s classification. The selection process starts with a volunteer application form that is reviewed by the program supervisor. Criminal background inquiries are required for positions that will volunteer in programs that include youth, elderly or vulnerable adults. The program supervisor selects and orients the volunteer to the specific program area and provides any applicable program materials, expectations and requirements. Specific orientation materials and training is determined by the type of volunteer position, such as youth sports coaches, NW Trek volunteers and PDZA volunteers. Evidence of Compliance: 1. MPT Volunteer Webpage 2. Youth Sports Coach Orientation 3. NW Trek Volunteer Orientation 4. Volunteer Training -PDZA Agency Self Review:

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4.7.3 Supervision and Evaluation of Volunteers

Standard: Agency volunteers shall be monitored, shall receive supervisory visits, and be evaluated regarding performance. Supervision and evaluation of volunteers is important to ensure adequate training is provided and to verify satisfactory conduct and performance. The degree to which the agency supervises and evaluates volunteers may vary depending on the role of the volunteers. Suggested Evidence of Compliance: Provide written description of the monitoring system including current practices for supervisory visits, and examples of completed evaluations. Volunteer hours are captured via Better Impact, an online system that allows volunteers to electronically input the hours served. Better Impact also permits supervisors to review volunteer assignments, communicate and create reports. Other methods of evaluation vary. Metro Parks uses different evaluation forms for education volunteers, and at Northwest Trek Wildlife Park and Point Defiance Zoo & Aquarium. Recreation staff who supervise youth sports attend league games to monitor volunteer coach behavior and, if necessary, solicit feedback using coach assessment forms. Volunteers are also encouraged to provide feedback on their experience using various forms. Evidence of Compliance: 1. Better Impact Procedures 2. Volunteer Evaluation Form â&#x20AC;&#x201C; Education 3. Volunteer Evaluation Form â&#x20AC;&#x201C; NW Trek Core Area 4. Volunteer Evaluation Form - Zoo Guide 5. Coach Assessment 6. Youth Volunteer Survey 7. Volunteer Feedback form Agency Self Review:

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4.7.4 Recognition of Volunteers

Standard: The agency shall recognize volunteers for their contributions. Recognition may take many forms, depending on the nature of volunteer roles. Suggested Evidence of Compliance: Provide a description of the recognition program and recognitions given over the past calendar year.

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Metro Parks Tacoma Specific programs honor volunteers through annual events, such those organized by Point Defiance Zoo & Aquarium, Northwest Trek Wildlife Park and Fort Nisqually Living History Museum. Youth recreation programs provide coach recognition certificates and send thank you letters. Metro Parks familiarization passes or small gifts are provided to scheduled volunteers who perform 24 hours or more of service. Evidence of Compliance: 1. Annual Volunteer Recognition Event- Point Defiance Zoo & Aquarium 2. Fort Nisqually Living History Museum Volunteer Dinner 3. Northwest Trek Wildlife Park Appreciation Breakfast 4. Coach Recognition Certificate 5. Thank You Letter for Coaches 6. Volunteer Familiarization Pass Agency Self Review:

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4.7.5 Liability Coverage for Volunteers

Standard: Agency volunteers shall be covered for negligence liability. Suggested Evidence of Compliance: Provide documentation indicating coverage of volunteers for negligence liability. Metro Parks Tacoma is a member of the Washington Cities Insurance Authority (WCIA), a self-insured pool of government entities within Washington State. All volunteers representing Metro Parks are covered by liability insurance as shown by the definition of â&#x20AC;&#x153;memberâ&#x20AC;? in the WCIA liability coverage document, page 11. Evidence of Compliance: 1. WCIA Liability Coverage Document Agency Self Review:

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4.8 Consultants and Contract Employees

Standard: The agency shall have policies and procedures regarding the use of consultants and contract employees.

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Metro Parks Tacoma Suggested Evidence of Compliance: Provide the agency’s policies and procedures regarding the use of consultants and contract employees. Metro Parks Tacoma utilizes consultants in many capacities for which employee skills and resources are not available. Metro Parks’ purchasing policy and procedures govern what circumstances consultants and contractors may be used and the required selection and approval processes. Evidence of Compliance: 1. Purchasing Policy Agency Self Review:

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VISITATION REPORT SUMMARY FOR CATEGORY 4.0 – Human Resources Reviewed By: (Visitor Name) Unmet Standards: (List the Standard # and Name)

:

Provide clarification for all unmet fundamental standards

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5.0 FINANCIAL MANAGEMENT NOTE: Standards marked with a star () are fundamental standards, and are required of all agencies seeking accreditation.

5.1 Fiscal Policy

Standard: Fiscal policies setting guidelines for management and control of revenues, expenditures, and investment of funds shall be set forth clearly in writing, and the legal authority must be clearly established. Suggested Evidence of Compliance: Provide policies for fiscal and legal authority. The State of Washington grants legal authority to the Board of Park Commissioners to conduct parks and recreation business in RCW 35.61.130. Additional state laws that govern fiscal policy include: • •

RCW 35.61.135 Contracts -- Competitive bidding -- Small works roster – Exemption RCW 35.61.180 Designation of District Treasurer RCW 35.61.210 Park District Tax Levy The Board of Park Commissioners provides fiscal policy direction through:

• • • •

Purchasing Policy 100.003 Limits the executive director’s purchasing authority and directs the executive director to establish appropriate procedures. Accepting Donations Policy 100.006 Spells out conditions under which donations are accepted, differentiates between different types of donations and directs the executive director to establish procedures to carry out the policy. Cost Recovery and Pricing Policy 100.009 Sets cost recovery and benefit policy for programs and services and delegates authority to the executive director to carry out the policy. Comprehensive Financial Management Policy 100.011 Sets overall financial management policy including budgeting, cash handling, revenue, expenditures, investments, and accounting.

Evidence of Compliance: 1. RCW 35.61.130 Park Commissioner Authority 2. RCW 35.61.135 Contracts -- Competitive bidding -- Small works roster – Exemption 3. RCW 35.61.180 Designation of District Treasurer 4. RCW 35.61.210 Park District Tax Levy 5. Purchasing Policy 100.003 6. Accepting Donations Policy 100.006 7. Cost Recovery and Pricing Policy 100.009 8. Comprehensive Financial Management Policy 100.011 Agency Self Review:

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5.1.1 Comprehensive Revenue Policyď&#x201A;Ť

Standard: There shall be an established revenue policy that is periodically updated regarding fees and charges for services and the strategies and methodologies for determining fees and charges and levels of cost recovery Suggested Evidence of Compliance: Provide the policy on fees and charges, the current fee schedules or cost-recovery procedures, and the most recent review or update. Metro Parks Tacoma maintains a comprehensive Pricing and Cost Recovery Policy that provides cost recovery and resulting pricing levels for programs at various community benefit levels. As stated in the policy, its purpose is: â&#x20AC;&#x153;To transfer limited authority and responsibility to the Executive Director for pricing and cost recovery requires formal action by the Board of Park Commissioners. This Pricing and Cost Recovery Policy adopted by a resolution of the Board of Park Commissioners establishes the limited authority to be granted to the Executive Director. Additionally, the Pricing and Cost Recovery Policy establishes other policy considerations related to the pricing of programs and services provided by Metro Parks Tacoma to service the community as well as the level of allowable subsidy required to allow the programs or services to be provided to the public. This policy is for the benefit of the public and in the best interests of Metro Parks Tacoma.â&#x20AC;? The policy establishes a pricing methodology by using a Pricing Pyramid, which is a graphic representation of the relationship between the degree of community or individual benefit of a program and the amount of cost recovery for that program. Metro Parks uses the pyramid to place programs in the appropriate cost-recovery range. That guides program pricing. The policy authorizes the executive director to develop fees based on the pricing- pyramid philosophy. This sample shows how program pricing and cost recovery is analyzed during each biennial budget development cycle. The Pricing Pyramid is reviewed and adopted by the Board of Directors as part of each biennial budget as evidenced by the 2019 -2020 Biennial Budget Resolution. The pricing policy also establishes a maximum discount for residents (defined as those who contribute to the tax base of the jurisdiction). Evidence of Compliance: 1. Cost Recovery and Pricing Policy 100.009 2. Pricing Pyramid 3. 2018 Pyramid Report Sample 4. 2019 -2020 Biennial Budget Resolution Agency Self Review:

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5.1.2 Acceptance of Gifts and Donations

Standard: The agency shall have an established policy for the acceptance of gifts and donations. Suggested Evidence of Compliance: Provide the policy on acceptance of gifts and donations. Metro Parks Tacomaâ&#x20AC;&#x2122;s Accepting Donations Policy and procedures details conditions under which donations will be accepted, differentiates between different types of donations and ensures that donations are used for their intended purpose. Evidence of Compliance: 1. Accepting Donations Policy 100.006 Agency Self Review:

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5.1.3 Grants Procedures

Standard: Where feasible and appropriate, the agency shall procure regional, state, federal and/or other applicable agency grants to supplement funding through an established procedure to research, coordinate and implement grant opportunities. Prior to grant procurement, agencies shall evaluate how application, approval, implementation and management processes will be coordinated. Suggested Evidence of Compliance: Provide the procedure to procure grants along with a summary of grants received by the agency for the past five years, including identification of the following: project descriptions, grantor, date awarded, grant amount and agency match. Metro Parks Tacoma actively solicits government grants for programs and capital projects throughout the district. Metro Parks employs a government affairs manager who assists with the process of identifying and applying for government grants. In addition, the chief strategy officer, chief marketing and development officer and other members of the executive cabinet are vigilant in identifying grant opportunities. The biennial legislative agenda helps identify major grant opportunities. Metro Parks also employs a grants program administrator who is responsible for identifying, writing and evaluating foundation and government grants for program and capital projects. Grants are generally solicited through coordination between applicable department staff, the grant program administrator and the government affairs manager. Some examples of recent grants include state grants for capital projects such as community centers and spray grounds, and federal grants for park improvements. In 2017, MPT was awarded $720,000 from the Land and Water Conservation Fund for improvements at Swan Creek Park. Examples of grants received for ongoing programs include the Red Wolf Conservation program at the zoo and Summer Lunch Program funding in the recreation department, as well as funding from the U.S. Department of Veterans Affairs for MPTâ&#x20AC;&#x2122;s Adaptive Recreation program.

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Metro Parks Tacoma Once grants are received, staff follows the procedures for evaluating and tracking grants that are contained in Accepting Donations Procedures, Section F. Evidence of Compliance: 1. Government Affairs Manager job description 2. Chief Strategy Officer job description 3. Chief Marketing Development Officer job description 4. Legislative Agenda 5. Grants Program Administrator job description 6. Accepting Donations Policy and Procedures 100.006 Agency Self Review:

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5.1.4 Private, Corporate, and Non-Profit Support Procedures

Standard: Where feasible and appropriate, the agency shall solicit private, corporate, and nonprofit support to supplement agency funding through an established procedure to research, coordinate and implement alternative funding options. Prior to acceptance of support the agency shall evaluate the terms of acceptance and how the implementation and management process will be coordinated. Suggested Evidence of Compliance: Provide the procedure to solicit private, corporate and non-profit support along with a summary of such support received by the agency for the past five years including identification of the following: project descriptions, grantor/sponsor, date awarded, and value of the contribution and method of recognition. Metro Parks Tacoma employs a fund development manager to coordinate the district fundraising efforts. This individual works with department staff to identify and solicit donations and other support to help supplement program and capital project funding. Additionally, Metro Parks has a grants program administrator who is responsible for identifying, writing and evaluating private and government grants for program and capital projects, as well as developing and implementing an annual giving campaign for Metro Parks Tacoma, the Greater Metro Parks Foundation and the W.W. Seymour Botanical Conservatory Foundation. Position duties include the management of grants research, application, compliance and stewardship, and the implementation of the annual giving campaign to include direct mail, individual solicitations and individual recognition strategies for the district. Metro Parks also has a defined sponsorship initiative that was developed to establish consistent standards and processes for soliciting sponsorships and to maximize opportunities throughout the district. The sponsorship policy outlines the standards and process that must be followed when engaging sponsors. The sponsor packaging strategy specifically defines sponsorship dollar expectations at various levels of engagement. Metro Parks employs a corporate relation and sales administrator who cultivate and manage corporate relationships and sponsorship sales. They secure corporate sponsorships; coordinate sponsorship packaging, valuation and fulfillment; develop relationships with business and industry that promote financial support of Metro Parks Tacoma, support corporate matching gifts programs; and educate district staff about sponsorship. Page 92

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Metro Parks received over $2.6 million in donations in 2012 as shown in the Private, Corporate and NonProfit Support Summary. Among other methods of raising supplemental funds, Metro Parks works with five separate nonprofit support partners to raise funds for various areas of operation and capital improvements. The five nonprofit partners are: 1. 2. 3. 4. 5.

Greater Metro Parks Foundation Fort Nisqually Foundation The Zoo Society Northwest Trek Foundation W.W. Seymour Botanical Conservatory Foundation

This Memorandum of Understanding is representative sample of the agreement that Metro Parks has with each foundation; it delineates responsibilities between entities. Metro Parks also has a complete set of Accepting Donations Procedures that establishes procedures for soliciting, evaluating and implementing donations. Evidence of Compliance: 1. Fund Development Manager job description 2. Grants Program Administrator job description 3. Sponsorship Policy 100.015 4. Sponsor Packaging Strategy 5. Corporate Relations and Sales Administrator job description 6. Private, Corporate and Non-Profit Support Summary 7. Foundation Memorandum of Understanding Example 8. Accepting Donations Procedures Agency Self Review:

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5.2 Fiscal Management Procedures

Standard: There shall be established procedures for the fiscal management of the agency. Suggested Evidence of Compliance: Provide the procedures for the fiscal management of the agency. Metro Parks Tacoma maintains the following policies and procedures that guide fiscal management: • • •

Travel and Expense Reimbursement Policy and Procedures 100.002. Specifies allowable expenditures for travel and business purposes and related procedures for documenting and reporting. Purchasing Policy and Procedures 100.003. A policy and comprehensive procedures for all facets of purchasing and expenditures. Imprest Funds Policy and Procedures 100.005. Establishes policy and procedures for opening and maintaining petty cash and other small checking accounts. Page 93

Metro Parks Tacoma •

Comprehensive Financial Management Policy and Procedures 100.011. Contains policies and related procedures for the following topics: financial planning, general budgeting, capital improvement planning & budgeting, cash, expenditures, revenue, investments, accounting, auditing, & financial reporting, and debt management.

Evidence of Compliance: 1. Travel and Expense Reimbursement Policy and Procedures 100.002 2. Purchasing Policy and Procedures 100.003 3. Imprest Funds Policy and Procedures 100.005 4. Comprehensive Financial Management Policy and Procedures 100.011 Agency Self Review:

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5.2.1 Authority and Responsibility for Fiscal Management

Standard: The agency's chief administrator shall be designated as having the authority and responsibility for the fiscal management of the agency. Although an agency's chief administrator is ultimately responsible for all agency fiscal matters, the size and complexity of the agency may dictate the need to delegate responsibility for fiscal management functions to an identifiable person or component within the agency. Suggested Evidence of Compliance: Provide documentation demonstrating clear delegation of fiscal authority for the agency. As stated in the executive director’s job description, one essential duty is to “Establish and implement Park District management policies and procedures such as human resource and financial policies in accordance with guidelines prescribed by the Board of Commissioners.” Because of the size and complexity of Metro Parks operations, the executive director delegates fiscal management to the chief financial officer. That job is to “Plan, organize and direct a variety of programs, projects and activities related to the District's financial and business functions including payroll, purchasing, accounts payable and receivable, financial reporting, audits, general ledger, budget and debt management, cash control and investments; establish, develop and implement accounting systems and procedures to assure adequate internal control and accurate and current reporting.” Evidence of Compliance: 1. Executive Director’s job description 2. Chief Financial Officer job description Agency Self Review:

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5.2.2 Purchasing Procedures

Standard: Agencies should have established procedures for the requisition and purchase of agency equipment, supplies and services. Suggested Evidence of Compliance: Provide the procedures for the requisition and purchase of agency equipment, supplies, and services, including: a. Bidding procedures; b. Criteria for the selection of vendors and bidders; and c. Procedures for disbursement of petty cash and issuance; and d. Use of procurement cards, if applicable. Metro Parks Tacoma adheres to a comprehensive set of procedures for all phases and types of purchasing, including equipment, supplies, services and public works. The Metro Parks purchasing policy and procedures includes sections on bidding and selection criteria, authority limits, and sole sources. The procedures allow decentralized purchasing, authorized by department up to certain limits, and centralize support for competitive bids and contracts. The finance division has set approval and payment processes for the whole organization. The Imprest Fund Policy and Procedures governs handling of small, infrequent purchases, petty cash and change at various Metro Parks sites. Evidence of Compliance: 1. Purchasing Policy and Procedures 100.003 2. Imprest Fund Policy and Procedures 100.005 Agency Self Review:

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5.2.2.1 Emergency Purchase Procedures

Standard: There shall be established procedures for emergency purchases within the agency to secure equipment or services in a swift and efficient manner. Suggested Evidence of Compliance: Provide the procedures for emergency purchases. Emergency purchasing is governed by Metro Parks’ purchasing policy and procedures. Section II of the policy states that: “Recognizing that emergency situations may arise which require immediate action to prevent the loss of life, property, or service, the Executive Director is further authorized to expend up to $100,000 without seeking or obtaining bids or quotes to address each emergency situation as defined in state law.” The Purchasing Policy and Procedures, Sections B and M provide parameters to implement the policy. Evidence of Compliance: 1. Purchasing Policy and Procedures 100.003 Page 95

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5.3 Accounting System

Standard: The agency shall have a comprehensive accounting system to ensure an orderly, accurate, and complete documentation of the flow of funds. The accounting system shall facilitate rapid retrieval of information on the status of appropriations, expenditures and revenue any time the information is required. Suggested Evidence of Compliance: Provide a description of the accounting system. Metro Parks Tacoma’s comprehensive financial management policy states that “Metro Parks Tacoma will follow generally accepted accounting principles (GAAP) for local governmental entities as set forth by the Governmental Accounting Standards Board (GASB). Metro Parks Tacoma will also follow budgeting, accounting and reporting requirements of the Washington State Auditor’s Office.” Metro Parks uses Munis software as its central accounting system. All financial information is either processed directly through Munis, such as expenditures, payroll and revenue, or it is entered from reports gathered from other financial systems used for specific operational purposes. Other systems that feed information to Munis include: • Class, a point-of-sale and registration system used for recreation programs and at Point Defiance Marina • Gateway, for ticketing and revenue at Point Defiance Zoo & Aquarium and Northwest Trek Wildlife Park • Szen Golf Systems, for Meadow Park Golf Course sales and tee times • Raiser’s Edge, for fundraising Munis offers several ways to retrieve information. Users have easy access to online budget overviews and can “drill-down” to see transaction details; users also have the ability to run numerous reports and queries. Software is available via desktop or remotely through web/cloud interface. Examples of various status reports include: • • •

GL Account Inquiry Report shows authorized budget, encumbrances and actual revenue or expense for individual accounts, as well as total account appropriation and amount used. PO Inquiry Report shows the status of individual appropriations (purchase orders). YTD Budget Report shows year to date (or other time periods) revenue and expense, total budget and remaining budget and can be customized for any account segment or rollup.

Evidence of Compliance: 1. GL Account Inquiry Report 2. PO Inquiry Report 3. YTD Budget Report Agency Self Review:

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5.3.1 Financial Status Reports

Standard: The agency shall periodically, monthly at a minimum, provide financial status reports. Each appropriation and expenditure shall be classified according to function, organizational component, activity, object, and program. Suggested Evidence of Compliance: Provide financial status reports for the previous three months. Financial status reports shall include, at a minimum: a. Initial appropriation for each account (or program); b. Balances at the commencement of the regularly defined period; c. Expenditures and encumbrances made during the period; d. Unencumbered balances; and e. Revenue status. Metro Parks Tacoma has a budget administrator who prepares monthly financial and operational reports for management. The monthly financial report shows consolidated and detailed revenue and expense information by fund, department and individual account. The report details information for the current month, year-to-date and for the biennium, plus comparisons to budget. Additional reports may be produced and grouped by division or program. In addition to the centrally-produced monthly reports, individuals with access to the Munis system can produce a variety of reports at any time, such as the YTD Budget Report, and can customize the information for time period, account segment, encumbrances, budget, etc. Evidence of Compliance: 1. Budget Manager job description 2. Monthly Financial Report 3. YTD Budget Report Agency Self Review:

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5.3.2 Position Authorization Procedures

Standard: The agency shall have established procedures for maintaining control over the number and type of authorized filled and vacant positions to ensure that persons on the payroll are legally employed and that positions are in accordance with budget authorizations. Suggested Evidence of Compliance: Provide the position authorization procedures and budgeted positions.

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Metro Parks Tacoma Each department develops its budget using Excel spreadsheets that require entry of each full-time position. That information is used by the budget administrator to prepare a detailed position control list for each department and a consolidated budget authorized positions count that is included in the boardapproved budget book. If a position becomes vacant or a department wants to fill a new position, the recruitment policy requires written authorization from the executive director. The written authorization is part of the request to fill vacancy form, which is reviewed and signed by the budget administrator and chief financial officer to ensure that the position is included in the approved budget at the targeted recruitment dollar range. The position control list is also used by the budget administrator and departments to compare wage-andbenefit expenses to budgeted amounts. Evidence of Compliance: 1. Position Control List 2. Budget Authorized Positions (page 28) 3. Recruitment Policy 512.001 4. Request to Fill Vacancy Form Agency Self Review:

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5.3.3 Fiscal Control and Monitoring Procedures Standard:

The agency shall have established procedures used for collecting, safeguarding, and disbursing funds. The procedures shall enhance security and accountability of all monies received by the agency.

Suggested Evidence of Compliance: Provide the fiscal control and monitoring procedures. The fiscal control and monitoring procedures shall include: a. Maintenance of an allotment system, if any, or records of appropriations among organizational components; b. Preparation of financial statements; c. Conduct of internal audits; and d. Persons or positions authorized to accept or disburse funds. Metro Parks Tacoma maintains fiscal controls and monitoring according to its comprehensive financial management policy and procedures and purchasing policy and procedures. Each department and division has a detailed line item budget that provides total spending authority for the biennium. All expenditures must be approved by the appropriate individual (purchasing procedures section C). All disbursements, other than petty cash, are processed centrally by the accounts payable specialist and reviewed by the assistant controller prior to printing the final checks. Financial statements for all departments and divisions are prepared by the budget administrator and distributed monthly (comprehensive financial management policy, section VII). Financial statements are reviewed by departments and any discrepancies noted and researched.

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Metro Parks Tacoma Internal audits of locations are routinely completed and reported to the appropriate staff and supervisor, including recommendations. Comprehensive financial management procedures (section A) spells out how revenue and cash are handled. All revenue is recorded, reconciled, and verified for accuracy by central accounting staff. All employees are covered by Metro Parks insurance which provides coverage for theft of funds. Evidence of Compliance: 1. Comprehensive Financial Management Policy and Procedures 100.011 2. Purchasing Policy and Procedures 100.003 3. Internal Audit Sample Report Agency Self Review:

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5.3.4 Independent Auditď&#x201A;Ť

Standard: There shall be an independent audit of the agency's fiscal activities conducted annually or at a time stipulated by applicable statute or regulation. The audit may be performed by the government's internal audit staff (external to the agency being audited) or by an outside certified public accounting firm. Suggested Evidence of Compliance: Provide the most recent independent audit and management letter, or most recent Comprehensive Annual Financial Report (CAFR) and provide the response to the audit recommendations. Metro Parks Tacoma is audited annually by representatives of the state auditor. A comprehensive annual financial report is first prepared by Metro Parks staff. Then the financial report and records are audited by the state audit team, and both financial and federal single and accountability audit reports are issued. Metro Parks Tacoma provides responses and corrective action plans in response to any audit findings. The 2018 audit is expected to be completed by July 2019. Evidence of Compliance: 1. 2017 Comprehensive Annual Financial Report 2. 2017 Financial and Federal Single Audit Report 3. 2017 Accountability Audit Report 4. 2017 Schedule of Audit Findings 5. 2017 Corrective Action Plan to Audit Findings

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5.4 Annual or Biennial Budgetď&#x201A;Ť

Standard: There shall be an annual or biennial operating and capital improvements budgets, including both revenues and expenditures. Operating budgets include both capital and operating expenses, cover a one-year or two-year period and capital improvements may extend five or six years with annual review. The nature of an agency's budgetary system may be determined by the kind of system in use by its governmental authority. Suggested Evidence of Compliance: Provide the current and approved operating and capital improvements budgets. Metro Parks develops and adopts a 24-month (biennial) budget, based on its comprehensive financial management policy, section IV.A.2. MPTâ&#x20AC;&#x2122;s capital improvement planning and budgeting policy guides the development, planning, and budgeting for capital assets, major repairs and replacement. The adopted budget includes operating expenditures for all funds and the capital improvement plan (CIP). The first two years of the six-year CIP are adopted as the capital budget for the biennium. For internal management purposes, the biennial budget tracked on an annual basis as shown by this sample department budget report. Evidence of Compliance: 1. Comprehensive Financial Management Policy, Section IV.A.2 2. Capital Improvement Planning and Budgeting Policy 3. 2019-20 Biennial Operating and Capital Budget 4. Capital Improvement Plan 5. Sample Department Budget Report Agency Self Review:

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5.4.1 Budget Development Guidelines

Standard: The agency shall establish guidelines to inform the heads of organizational components of the essential tasks and procedures relating to the budget preparation process. The guidelines shall include instructions for preparing budget request documents and for providing adequate justification for major continuing expenditures or changes in continuing expenditures of budget items. Information should be included regarding operating impact. Suggested Evidence of Compliance: Provide the budget development guidelines. Metro Parks Tacoma has a documented budget process that is updated for each biennium budget cycle. A complete budget development instructions book is published that provides the overall parameters for budget development, including the major tasks and specific instructions for preparing the budget request worksheets and narrative justification. Page 100

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A budget calendar, included in the book, shows key dates and milestones to inform staff requirements. The strategic master plan - matrix shows major steps and collaboration/participation milestones throughout the budget development process. The process includes department discussions, leadership team budget discussions as well as several strategic, big-picture discussions involving the department directors and executive director. Following the budget kickoff, each department reviews its work plan from the prior biennium and makes adjustments based upon the strategic discussions. From this review, each department fills out a budget request linked to strategic plan goals and objectives. Resources required to carry out the identified actions are then assessed and are translated as a resource need into the budget worksheet. First draft budgets are reviewed by the executive cabinet and executive director. Then changes are incorporated into a second draft department budget based upon feedback. Budgets are then finalized and reviewed by the Executive Cabinet prior to final approval by the Board of Park Commissioners. Evidence of Compliance: 1. Budget Development Guidelines Book 2. Budget Calendar 3. Strategic Master Plan - Matrix 4. 2019-2020 Work Plan 5. 2019-2020 Budget Request 6. Sample Department Budget Worksheet Agency Self Review:

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5.4.2 Budget Recommendations

Standard: Major organizational components shall provide recommendations, based on operational and activity analysis, for use in the development of the agency's budget. Suggested Evidence of Compliance: Provide examples of agency component recommendations and evidence of their consideration in the budgeting process. Recommendations shall include: a. Assessment of current and future personnel needs; b. Costs per program element; c. Line items. Metro Parks budget process begins with a review of its 6 year strategic action plan goals, objectives and major initiatives. Each department reviews its work plan from the prior biennium and makes adjustments based upon strategic discussions. From this review, each department fills out the budget request narrative form that shows major actions for each department that are linked to the strategic plan goals and objectives. Each department then assesses the resources required to carry out the identified actions and puts those into a budget request form 3.

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Metro Parks Tacoma After first and second drafts are discussed with the executive director, final resources are allocated and MPT prepares an overall budget impact estimate. Additional analysis is provided through a performance measurement process that looks at high level agency wide expenditures and revenues, with specific categories and a breakdown of enterprise financials. The 2017 financials are available upon submittal of this documents, with 2018 to be ready for the visiting CAPRA team. Evidence of Compliance: 1. 2019-2020 Work Plan 2. 2019-2020 Budget Matrix 3. Sample Department Budget Worksheet 4. 2019-20 Budget Impacts 5. 2017 Intranet Financials Overview Agency Self Review:

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5.5 Budget Control Procedures

Standard: The agency shall have procedures for budget control with periodic reporting of revenues and expenditures, and continuous management review. Suggested Evidence of Compliance: Provide the procedures for budget control within the agency and examples of periodic review. Metro Parks Tacoma’s comprehensive financial management policy states that “Metro Parks Tacoma will follow generally accepted accounting principles (GAAP) for local governmental entities as set forth by the Governmental Accounting Standards Board (GASB). Metro Parks Tacoma will also follow budgeting, accounting and reporting requirements of the Washington State Auditor’s Office.” Metro Parks uses Munis software as its central accounting system. All financial information is either processed directly through Munis, such as expenditures, payroll and revenue, or it is entered from reports gathered from other financial systems used for specific operational purposes. Other systems that feed information to Munis include: • Class, a point-of-sale and registration system used for recreation programs and at Point Defiance Marina • Gateway, for ticketing and revenue at Point Defiance Zoo & Aquarium and Northwest Trek Wildlife Park • Szen Golf Systems, for Meadow Park Golf Course sales and tee times • Raiser’s Edge, for fundraising Metro Parks Tacoma maintains fiscal controls and monitoring according to its comprehensive financial management policy and procedures and purchasing policy and procedures. Each department and division has a detailed line item budget that provides total spending authority for the biennium. All expenditures must be approved by the appropriate individual (purchasing procedures section C). All disbursements, Page 102

Metro Parks Tacoma other than petty cash, are processed centrally by the accounts payable specialist and reviewed by the assistant controller prior to printing the final checks. The Budget Manager prepares monthly financial and operational reports for management staff, according to the comprehensive financial management policy, section VII.A. Quarterly reports consist of both consolidated fund and individual department data. Reports show revenue and expense information by fund, department and individual account. Additional reports may be produced and grouped by division or program. In addition to the centrally-produced monthly reports, individuals with access to the Munis system can produce a variety of reports at any time, such as the YTD Budget Report, and can customize the information for time period, account segment, encumbrances, budget, etc. Quarterly Budget Reports are reviewed by the Board of Park Commissioners in public study sessions. Evidence of Compliance: 1. Comprehensive Financial Management Policy and Procedures 2. Purchasing Policy and Procedures 3. Comprehensive Financial Management Policy, Section VII.A 4. Quarterly Budget Report 5. YTD Budget Report Agency Self Review:

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5.5.1 Supplemental/Emergency Appropriations Procedures

Standard: The agency shall have established procedures for requesting supplemental or emergency appropriations and fund transfers to meet circumstances that cannot be anticipated by prior fiscal planning efforts. Mechanisms of adjustment may include transferring funds from one account to another and/or requesting that additional funds be granted for agency needs. Suggested Evidence of Compliance: Provide the supplemental/emergency appropriations procedures. Budget adjustment/management procedures are governed by the comprehensive financial management policy section IV.D. This section details the authority for the directors, executive director and board to adjust or amend the budget as necessary. Evidence of Compliance: 1. Comprehensive Financial Management Policy 100.011 Agency Self Review:

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5.5.2 Inventory and Fixed Assets Control

Standard: The agency shall have established procedures for inventory control of property, equipment, and other assets to prevent losses and unauthorized use, and to avoid both inventory excesses and shortages. There shall be a complete and current listing of agency assets. Suggested Evidence of Compliance: Provide procedures for inventory and fixed asset control. Metro Parks Tacoma’s property and equipment policy and procedures require documentation of property and equipment. MPT’s capital improvement planning and budgeting policy guides the development, planning, and budgeting for capital assets, major repairs and replacement. A complete asset listing, reconciled annually, is maintained in the Munis system in the finance office. Additionally, operations with retail merchandise also track and maintain a retail merchandise inventory that is tested for accuracy during internal audits. Evidence of Compliance: 1. Property and Equipment Policy and Procedures 100.001 2. Capital Improvement and Planning Budgeting Policy 100.013 3. General Fund Asset Listing 4. Sample Resale Merchandise Inventory Tests Agency Self Review:

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VISITATION REPORT SUMMARY FOR CATEGORY 5.0 – Financial Management Reviewed By: (Visitor Name) Unmet Standards: (List the Standard # and Name)

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Provide clarification for all unmet fundamental standards

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6.0 PROGRAMS AND SERVICES MANAGEMENT 6.1 Recreation Programming Planď&#x201A;Ť

Standard: The agency shall have a recreation programming plan covering 3-5 years that is updated periodically and a current-year implementation plan. The plan shall address all programs and services of the agencyâ&#x20AC;&#x2122;s programming functions, including activity selection, type and scope of programs and outreach initiatives. Suggested Evidence of Compliance: Provide the current recreation programming plan and describe the update process. This plan shall address how the agency delivers services to persons of all ages and abilities, how it develops program offerings and it shall include the following elements: a. Program objectives (6.2); b. Program and service statistics (10.5); c. Program and service determinants (6.1.1); d. Recreation and leisure trends analysis (10.5.1); and e. Community inventory (10.5.2). Recreation services are provided across Metro Parks Tacoma by the Department of Parks & Recreation, as well as Zoological and Environmental Education Department. Metro Parks Tacoma is committed to providing high quality services and facilities to the community. The commitment to high performance has been a part of the agency since the early 2000s, with various strategic and program master plans.

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Metro Parks Tacoma Most recently, Metro Parks Tacoma updated its Strategic Master Plan in 2018. It guides the overall direction of the agency, in conjunction with the 2016 Comprehensive Mission Led Program Plan which identified community needs and interests. These plans are meant to guide the agency for six years. The process of updating starts at the four-year anniversary of each plan. The Mission Led Comprehensive Program Plan (MLCPP) focuses on activities, in identified mission-led areas, across the district. The MLCPP is based on input from the community, using a statistically valid survey and several community meetings. It includes trend analysis, as well as lifecycle determinants and includes an implementation plan to meet the community-identified desires and gaps. The MLCPP is the driver for recreation business plans, which have identified goals and level-of-service plans. Business plans are created for programs without comprehensive master plans. These plans are reviewed every two years to ensure alignment with biennial budget development. Business plans guide vision and direction, incorporate marketing and outreach, and outline implementation plans for new activities. Samples of Business Plans Updated: 1. 2. 3. 4. 5. 6. 7.

Fort Nisqually Business Plan Update Metro Arts Business Plan Update Fitness & Wellness Business Plan Update Tacoma Nature Center Business Plan Update Specialized Recreation Business Plan Update STAR Center Business Plan Update Youth Sports Business Plan Update

Each department within Metro Parks responsible for program delivery creates a biennial work plan with short term goals. Sample of Work Plans: 1. Recreation and Community Services Work Plan (2017-18) 2. Parks & Natural Resources Work Plan (2017-18) Additional Evidence of Compliance: 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11.

Strategic Master Plan Mission Led Comprehensive Program Plan Fort Nisqually Business Plan Update Metro Arts Business Plan Update Fitness & Wellness Business Plan Update Tacoma Nature Center Business Plan Update Specialized Recreation Business Plan Update STAR Center Business Plan Update Youth Sports Business Plan Update Recreation & Community Services Work Plan (2017-18) Parks & Natural Resources Work Plan (2017-18)

Agency Self Review:

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6.1.1 Program and Service Determinants Standard:

A systematic and studied approach shall be taken in determining what programs and services shall be provided by the agency.

Suggested Evidence of Compliance: Provide documentation and examples demonstrating that the six (6) program and service determinants are used in providing programs and services. The programs and services provided by the agency shall be based on the a. Conceptual foundations of play, recreation, and leisure; b. Organizational agency philosophy, mission and vision, and goals and objectives; c. Constituent interests and desired needs; d. Creation of a constituent-centered culture; e. Experiences desirable for clientele; and f. Community opportunities. Metro Parks understands the importance of creating opportunities that enhance the quality, character and well-being of the community by delivering a balanced diversified recreation program. Metro Parks offers a variety of programs and services to its constituents and responds to the leisure needs of citizens by providing well-managed, eclectic and easily accessible facilities, programs and services for all ages and abilities. Programs are created utilizing the six determinants A. Conceptual Foundations of Play, Recreation and Leisure. B. Organizational Agency Philosophy, Mission and Vision, and Goals and Objectives. C. Constituent Interests & Desired Needs. D. Creation of a Constituent Centered Culture. E. Experiences Desirable for Clientele. F. Community Opportunities. Metro Parks offers the mission led programs of active living, arts and heritage, and nature and environment that meet the recreation and leisure needs of a diverse population. Recreational services are provided to youth, teens, adults and seniors of all abilities, cultures and genders and are provided throughout geographical service areas. If there are needs identified by the community that are not a part of Metro Parks Tacomaâ&#x20AC;&#x2122;s mission led program areas independent contract instructors often provide those services. A. Conceptual Foundations of Play, Recreation, and Leisure Metro Parks offers a wide variety of programming in three mission-led areas which appeals to a wide spectrum of the community. Metro Parks offers structured and unstructured play options such as these: Program Area Active Living and Community Wellness

Arts and Heritage

Structured Play Adult Softball Leagues Swim Lessons Youth Sport Leagues Healthy Cooking Classes Adaptive Cycling Clinics Group Exercise Classes Dance Classes Music Lessons Fort Nisqually History Camps

Unstructured Play Drop In Basketball Open Swim Spray Grounds Summer Playground Program Drop In Golf Fitness and Exercise Sunday Music in the Park Series Ballroom Dance Drop In Fort Nisqually Drop In Visits

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Nature and Environment

Kayak Trips Fishing Derbies Zoo and Aquarium Camps Ranger-led Nature Walks Northwest Trek Camps

Parks and Open Spaces Dock Fishing Zoo Drop In Visits Nature Center Drop In Visits Northwest Trek Drop In Visits

B. Organizational Agency Philosophy, Mission and Vision, and Goals and Objectives In 2012, Metro Parks Tacoma developed a strategic plan, known as Green Vision 2030. It elevated Metro Parks planning succinctly providing direction and guidance with these goals: Metro Parks Goals- Green Vision 2030 1. Foster active lifestyles to support a healthy community. 2. Foster appreciation and stewardship of wildlife and natural resources. 3. Foster appreciation of culture and heritage. 4. Be an accountable and responsive agency that contributes to a sustainable and livable community. In the 2018 update, the Strategic Master Plan process refined the goals for measurement using Key Performance Indicators (KPIs). In addition to developing metrics, the new master plan defined five district wide measures that inform progress and aptitude in distinct areas of the District’s operations within the Three Pillars of Sustainability. Each pillar is linked to several action strategies and associated KPIs. • The Social Pillar of Sustainability “Metro Parks Tacoma will inspire our community and achieve equity in our parks, programs, service delivery, decision making and community engagement.” • The Environmental Pillar of Sustainability “Metro Parks Tacoma will advance sustainability, livability, and overall community resiliency by building a community for both current and future needs.” • The Economic Pillar of Sustainability “Metro Parks Tacoma will prioritize fiscal responsibility and business development in an effort to prepare the agency for the future Tacoma.” In the most recent update, the agency mission, vision and core values did not change. Metro Parks Mission Creating healthy opportunities to play, learn and grow. Metro Parks Vision Metro Parks Tacoma envisions a vibrant, active and engaged community. Metro Parks Core Values These eight core values will guide future decisions, business and operations, and the manner in which Metro Parks treats staff, customers and the community: • • • •

Innovation Excellence Equity Inclusiveness Page 108

Metro Parks Tacoma • • • •

Sustainability Accountability Safety Fun

C. Constituent Interest and Desired Needs Metro Parks works with many community groups and agencies to provide quality recreation services and to respond to community interests and needs. Metro Parks is committed to establishing and maintaining effective channels of communication with Tacoma’s constituents through multiple agencies and community groups in the Tacoma area. These groups are often made up of residents and/or have established connections with the community in order to articulate community needs related to specific programs, populations or geographic areas. The comprehensive communications plan of 17-18 provides a sampling list of the community groups and foundation MPT reaches out to; • • • • • • • • • •

Rotary Tacoma Waterfront Association Tacoma Smelter Plume Advisory Committee The Tacoma Landmarks Commission The Tacoma Arts Commission The Russell Family Foundation Puyallup Watershed Initiative South Sound Together South Sound Alliance The seven City of Tacoma Neighborhood Councils

Metro Parks Tacoma has citizen advisory groups, which meet monthly. • • • •

Advisory Council Charter Nature and Environment Advisory Council (Workplan) Arts & Heritage Advisory Council (Agenda/Meeting Minutes) Active Living & Community Wellness Council (Agenda)

D. Creation of a Constituent Consistent Culture Metro Parks recognizes the importance of the community in terms of not only driving programming and level of service delivery, but also in its response to the public. This is evident through the customer service training, feedback solicited on the website and social media feedback. • • • •

Customer Service Training Presentation Customer Service Training Registration Social Media/Facebook Feedback Website Feedback

MPT allows the public to provide commentary that is typically showcased within the final product of the plan. This is evidenced through the most recent Strategic Master Plan (page 69-77). MPT also has opportunity for the public to reach out directly to staff and even submit a Community Action Request (CAR). Both of these avenues for communication can be accessed on the website at the bottom of each page as evidenced by the screenshot below. Typically the public can have their questions answered Page 109

Metro Parks Tacoma directly by staff, but for maintenance issues a CAR can be submitted. When an individual submits a CAR then CAR is read by staff and delegated to the responsible individual be it a maintenance manager or community center supervisor, then a MPT representative will reply to the park user and let them know when an issue will be fixed and when their ticket will close.

E. Experiences Desirable for the Clientele Metro Parks aims to provide desirable experiences in part by the processes identified in section B. Constituent Interest and Needs. Metro Parks Tacoma activities are strongly influenced by input received from the community through frequently conducted surveys. They include surveys conducted at the end of class sessions, general community wide surveys and comment cards from community centers. • • • • • • • •

People’s Center Program Survey Regional Parks Surveys Fitness Surveys Arts Surveys Swimming Surveys Elementary Sports Survey Star Center Comment Cards Norpoint Comment Cards

F. Community Opportunities Opportunities for the community to participate in recreational activities are enhanced by various interlocal agreements. Memorandums of understanding and contracts established with the local school district and other agencies work together to avoid duplications or over-saturation of services, create efficiencies in utilizing public assets and leverage partnerships to deliver enhanced opportunities. Page 110

Metro Parks Tacoma Included in this is the opportunity for the community to be involved in various programming, participating in the public art selection process and development of the Eastside Community Center. Examples include: Interlocal Agreement- Tacoma Public Schools Interlocal Agreement- City of Tacoma Public Art Selection Panel (Found on page 26-27) Eastside Community Center Kitchen Design meeting agenda Various non-profit youth and adult organizations have longstanding relationships with Metro Parks Tacoma such as: Skyhawks Agreement University of Puget Sound Agreement Evidence of Compliance: 1. Strategic Master Plan Update 2. Advisory Council Charter 3. Nature & Environment Advisory Council Workplan 4. Arts & Heritage Advisory Council Minutes 5. Active Living & Community Wellness Advisory Council Agenda 6. Customer Service Training 7. Community Action Request webpage 8. Social Media Feedback 9. Peopleâ&#x20AC;&#x2122;s Center Survey 10. Regional Parks Surveys 11. Youth Fitness Survey 12. Arts Survey 13. Elementary Sports Survey 14. STAR Center Comment Cards 15. Norpoint Comment Cards 16. Interlocal Agreement â&#x20AC;&#x201C; Tacoma Public Schools 17. Interlocal Agreement City of Tacoma 18. Public Arts Selection Panel Participation (page 26-27) 19. Eastside Community Center Design Charrettes 20. Skyhawks Agreement 21. University of Puget Sound Agreement Agency Self Review:

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6.1.2 Participant Involvement

Standard: The development of agency programs and services shall involve participants.

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Metro Parks Tacoma Suggested Evidence of Compliance: Describe the process and provide examples of how the agency obtains and utilizes participant input. Participants shall have involvement in: a. Recommending policy; b. Planning activities; c. Conducting activities; and d. Sponsoring activities. Metro Parks Tacoma involves participants in program development in several ways; at a large level, periodic community studies such as the Mission Led Comprehensive Program Plan, within the Community Interest and Opinion Survey and the Strategic Master Plan Update Public Comments (page 61-77) illustrate the input provided by the community on desired vision and direction of the agency, as well as the programming provided. The four board-appointed Citizen Advisory Councils Arts & Heritage, Nature and Environment, Active Living and Community Wellness, and Business and Responsive Agency all provide opportunities for input with program development. The Active Living and Community Wellness Council worked on a park audit to guide the capital investment in community and neighborhood parks for the 2019-20 budget cycle. Numerous community sports organizations were involved with the development of the Joint Agency Athletic Field Study (2017). Additionally, as needed, ad hoc steering committees, task forces and charrettes are organized so citizens can assist the district. This helps develop plans for capital improvements and projects and provides insight into community needs. Examples have been the Eastside Community Center Design Charrettes, Point Defiance Parking & Traffic Survey and Ethnic Fest Steering Committee. Another strong example of community involvement in the design process is the outreach with the community on Ruston Way. Envision our Waterfront is an effort to improve the over 30 year old waterfront infrastructure of Ruston Way, an over 3 mile long stretch of trails and parks east of Point Defiance. Recently the Envision our Waterfront team held two open houses that allowed the public to design their ideal waterfront and comment on designs, concerns, or issues that the waterfront is facing. The open houses were a success and had over 100 participants design a waterfront that considered various elements of design that boost mobility, nature, accessibility, and activities. The Envision team also collected over 350 surveys identifying residentâ&#x20AC;&#x2122;s feelings, attitudes, concerns, and hopes for the waterfront. At an individual level, the public has a variety of opportunities to provide input. Metro Parks invites public input on its website, newsletters and mailings. Comment cards, and Facebook pages are other channels. Comments and input are also received during the semimonthly board meetings. Additionally, programs are evaluated throughout the year by staff, participants, and parents to assess effectiveness. Evidence of Compliance: 1. Strategic Master Plan Update â&#x20AC;&#x201C; Public Comments 2. Mission Led Comprehensive Plan â&#x20AC;&#x201C; Community Interest Survey 3. Active Living & Community Wellness Advisory Council Work Plan 4. Active Living & Community Wellness Council Park Audit 5. Joint Athletic Field Study (2017) 6. Eastside Community Center Design Charrettes 7. Point Defiance Outreach 8. Ethnic Fest Steering Committee Mission and Agenda 9. Envision Our Waterfront website Page 112

Metro Parks Tacoma 10. Envision Our Waterfront survey (hard copy) 11. Website Feedback 12. Social Media Feedback Agency Self Review:

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6.1.3 Self-Directed Programs and Services

Standard: The agency shall offer self-directed recreation opportunities for individuals and groups to participate without leadership, under only general supervision. Examples include picnic facilities, tennis courts, roadways in scenic areas, bridle trails, self-guiding nature trails, and open playgrounds. Suggested Evidence of Compliance: Provide examples of how the agency provides self-directed recreation opportunities, including a list of such opportunities. Metro Parks Tacoma offers self-directed recreational programs and services throughout the district. Informational brochures and publications describing Metro Parks amenities, activities and programs are distributed to homes, and community locations, and are available at park facilities. Patrons can also find information about recreational opportunities on the Metro Parks website and on social media, or on park maps, park signage and informational kiosks, and from front-line personnel at work in parks, facilities and/or attractions. Metro Parks Tacoma provides a diversified community recreation program along with a balanced community and neighborhood park system. Numerous opportunities for self-directed recreational experiences are offered that include, but are not limited to: â&#x20AC;˘

Unstructured Play. Basketball and tennis courts, accessible trail and path systems, playgrounds, dog parks, and play fields are available for year-round access. Splash pads operate seasonally. By using Metro Parks Park Finder, people can search for sites welcoming different types of unstructured recreation.

â&#x20AC;˘

Open Recreation. Metro Parks welcomes the public to its gyms, recreation and fitness centers, game and craft rooms, and tennis, racquetball, and volleyball courts. Metro Parks manages boat ramps, docks and shoreline access for fishing and both motorized and human-powered vessels.

â&#x20AC;˘

Rentals. Metro Parks rents park picnic shelters, swimming pools, athletic fields, meeting and party rooms, and other facilities.

Evidence of Compliance: 1. Summer Events GO Guide- 2018 (pages 17-20) 2. Playground Flyer/Advertisement 3. Whale Trails Map 4. Public Trail Maps Page 113

Metro Parks Tacoma 5. 6. 7. 8. 9.

Park Finder Self -guided Tours at Fort Nisqually Living History Museum Rental Flyers from STAR Center Rental Flyer from Norpoint Pagoda & Titlow Rental Flyers

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6.1.4 Leader-Directed Programs and Services

Standard: The agency shall offer leader-directed recreation opportunities that provide recreation opportunities where participant involvement is directed by a leader, including skills instruction classes. Examples include tennis, crafts, dance; synchronized swimming performance; creative dramatics for children. Suggested Evidence of Compliance: Provide examples of how the agency provides leader-directed recreation opportunities, including a list of such opportunities. Metro Parks Tacoma provides an array of leader-directed programs as outlined in the Metro Parks Recreation Activities Matrix, as well as examples found in the Metro Parks Tacoma Summer GO Guide (2018) and Fall Program Guide (2018). Leader-directed programs, as highlighted in the Go Guides are provided in all major program areas: • Adaptive & Paralympic Sports • Aquatics • Arts – visual, culinary and performing arts • Camps - Art Camps - Day Camps - Nature and Science Camps - Sailing Camps - Sport Camps - Zoo Specialty Camps • Fitness and Wellness • Fort Nisqually Living History Museum • Meadow Park Golf Course • Northwest Trek Wildlife Park • Outdoor Adventures • Point Defiance Boathouse and Marina • Point Defiance Zoo & Aquarium • Senior Programs • Specialized Recreation • Sports – youth and adult Page 114

Metro Parks Tacoma • • • •

Summer Playgrounds Tacoma Nature Center WW Seymour Conservatory Outdoor Recreation

Evidence of Compliance: 1. Recreational Activities Matrix 2. Summer GO Guide 2018 3. Fall Program Guide 2018 Agency Self Review:

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6.1.5 Facilitated Programs and Services Standard: The agency shall facilitate assistance to individuals and groups of individuals that provide or want to provide recreation programs and leisure services independently from the agency. An example of facilitated programs and services is an individual or group that wishes to start a community theater organization; the agency may help initially by providing a meeting place, some administrative help in publicity, and "seed money” with the intent that the organization will become self-sustaining. Demonstration projects may be utilized for this purpose. Suggested Evidence of Compliance: Provide examples of how the agency provides facilitated recreation opportunities, including a list of such opportunities. Metro Parks Tacoma works with numerous external agencies and individuals to facilitate programs and services that enhance and expand opportunities available to the community. Metro Parks has many affiliates and clubs who use or occupy Metro Parks property at no cost or reduced cost and receive in-kind support from the park district in order to provide visitors an enriched experience. The following is a sampling of groups and agencies that Metro Parks has assists in providing independent services to the community. Many groups utilize Metro Parks facilities to provide a valuable leisure service to the community ranging from sports, events, and recreation activities: •

CHIP In! Groups: CHIP-In stands for “Citizens Helping Improve Parks”. It includes volunteer groups that assist the district by maintaining parks and natural areas. Tacoma Garden Club is an example of one of these groups.

•

Events: Theatre District Associates (TDA)- Ethnic Fest Agreement. Metro Parks works closely with this group to produce a regional event at Wright Park, highlighting and promoting cultural diversity, inclusivity and awareness. Metro Parks provides a liaison to TDA, contributes resources on the Page 115

Metro Parks Tacoma parks facilities and maintenance sides, provides space for a community steering committee to meet and plan the event with TDA, as well as assists with the programming of the event itself. â&#x20AC;˘

Recreation: o Metro Parks contracts to provide services from businesses offering courses outside the normal scope of Metro Parkâ&#x20AC;&#x2122;s programs. Bricks 4 Kidz is an engineering-oriented camp, which uses Legos as a teaching tool. Evergreen Mountain Bike Alliance developed a biking course.

â&#x20AC;˘

Sports Groups. Metro Parks works with groups to assist in field and facility usage for various athletic activities. Programs are governed by agreements and contracts. -

Comeback Sports Agreement Tacoma Lawn Bowling Agreement Skyhawks Agreement

Evidence of Compliance: 1. Tacoma Garden Club 2. Theatre District Associates 3. Bricks 4 Kidz 4. Evergreen Mountain Bike Alliance 5. Comeback Sports Agreement 6. Tacoma Lawn Bowling Agreement 7. Skyhawks Agreement Agency Self Review:

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6.1.6 Cooperative Programming

Standard: The agency shall enter into cooperative agreements with public, commercial, and nonprofit entities to provide programming. Suggested Evidence of Compliance: Provide current examples of cooperative programming with documentation, such as Memoranda of Understanding (MOU), Memoranda of Agreement (MOA), or partnership agreements. Although primarily a direct service provider, Metro Parks Tacoma works with a variety of entities for the purposes of delivering recreational programming to the community. Metro Parks Tacoma coordinates with outside organizations, municipalities, non-profits, and the private sector to maximize community opportunities and minimize duplication. The following are examples of partnerships and agreements: Page 116

Metro Parks Tacoma

Tacoma Public Schools and Metro Parks Tacoma jointly use a facility the newlet constructed Environmental Learning Center within Point Defiance Park. During school hours, it is used as a preschool and a specialized high school known as the Science and Math Institute (SAMi). After school hours it is utilized as a venue for events and meetings, and other recreational experiences. A video describing the facility is here. The following are agreements which primarily serve one middle school, located in central Tacomaâ&#x20AC;&#x2122;s Hilltop neighborhood. The programs serve Tacoma Public School students during the school day and take place in Metro Parks facilities and/or are led by Metro Parks staff. Tacoma Public Schools provides the busing, a teacher of record and liaison to the program. Thrive Martial Arts Contract 2017-18 Thrive After School Swim Club 2017-18 The following are examples of programming which takes place when children are not in school. University of Puget Sound (MOU) provides a location and instruction for Brass Camp each summer, and Dakine Volleyball provides volleyball for the Elementary School Sports Program. Festivals-Inc (Taste of Tacoma) produces a festival, that takes place within Point Defiance Park. Metro Parks provides advertising, staffing and other supports. Evidence of Compliance: 1. SAMI Operating Agreement 2. Thrive Martial Arts Agreement 2017-18_ 3. Thrive After School Swim Club Agreement 2017-18 4. University of Puget Sound MOU 5. Dakine Volleyball 6. Festivals Inc- Taste of Tacoma Agency Self Review:

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6.2 Program Objectivesď&#x201A;Ť

Standard: There shall be specific objectives established for programs and services that are reviewed periodically. Objectives shall be specific and measurable as to the actual outcome or impact desired by the program or service so that progress on meeting objectives can be evaluated (see standard 10.2 Outcomes Assessment). Objectives shall be defined by program area, such as nature, dance, music, sports, fitness, special events and they can be further defined into levels such as beginner, intermediate and advanced. Suggested Evidence of Compliance: Provide measurable objectives for each program and service area and the last review.

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Metro Parks Tacoma The Strategic Master Plan (SMP) guides the overall direction of the agency and also outlines Key Performance Indicators (KPIs) that MPT strives to attain. The SMP works in conjunction with the 2016 Comprehensive Mission Led Program Plan which (MLCPP) identifies community needs and interests. The MLCPP focuses on activities, in identified mission-led areas, across the district. The MLCPP is based on community input, using a statistically valid survey and community meetings. It includes trend analysis, as well as lifecycle determinants and includes an implementation plan to meet the communityidentified desires and gaps. The MLCPP is the driver for recreation business plans, which have identified goals and level-of-service plans. The documents are reviewed every 6 years. The business plans are created for programs without comprehensive master plans. These plans are reviewed every two years to ensure alignment with biennial budget development. Business plans guide vision and direction, incorporate marketing and outreach, and outline implementation for new activities. For example the Youth Sports Business Plan, Fitness & Wellness Business Plan, and Specialized Recreation Business Plan have goals guided by the MLCPP and then are utilized by individual programs to guide the more specific program objectives while in alignment with MPT’s core values. Extended Learning Opportunity Programs The elementary sports program was started as a way to reduce geographic barriers, and increase equity and participation in sports throughout Tacoma. Previously, a similar after-school program took place at 13 locations. Now practices take place at all 36 Tacoma public elementary schools. In the first year, participation increased 78 percent. Along with skill-based practice, the program encourages socialemotional learning. Elementary Sports Program: Sports practice plans have define skills and objectives. Coaches teach the fundamental skills of the game. Soccer Practice Plan

•

Coaches are encouraged to embed practices and games with good sportsmanship, team work, and positive attitudes. Each coach must attend a training session at the start of each sport season. Coach’s Training Manual Soccer Season Coach Training Attendance Sheet •

•

At the end of each sports season, parents are asked to complete surveys on whether they believe their children learned the defined objectives. Additionally, Metro Parks Tacoma staff assess coaches’ ability to teach the objectives and during practices or games look for evidence of the objectives in practice. For soccer season 2018, the goal was 75 percent success among players learning the objectives. For coaches, 80 percent were to be observed teaching the objectives.

Soccer Season Fall 2018 Parent Survey Metro Parks Tacoma Coaching Assessment Fall 2018 Internship Programs In 2017-18, Metro Parks, in partnership with Tacoma Public Schools, launched a new program giving high school juniors and seniors job-readiness skills through active volunteerism. Students received course credit for volunteer efforts and were encouraged to apply for Metro Parks summer jobs. Originally, the Page 118

Metro Parks Tacoma goal was to gain 30 interns and hire 20 into jobs. Instead, Metro Parks Tacoma placed 70 volunteer interns and hired 40 into jobs. Internship Flyer Internship Program Overview Internship Goals/Objectives Results School-Day Programs Thrive at Jason Lee Middle School is made up of students in 6th – 8th grade. Its students participate in health and wellness activities throughout the school day and receive credit for participation. During the first period of the school day, students are bussed over to People’s Community Center, where Metro Parks staff teach students in the areas of Swimming, Dance, Martial Arts and Jr. Lifeguarding. Thrive – Martial Arts & Dance Programs 2018 • Students in each program must meet specific and clearly defined objectives in order to earn school credit. Thrive Dance Program Objectives Thrive Martial Arts Program Objectives Different groups of students rotate through the various activities throughout the academic year, so at the start of each session, instructors welcome new groups. Tacoma Public School staff use assessment tools to evaluate student learning. Thrive Dance Program Assessments (Fall Quarter 2018) Marital Arts Program Assessments (Fall Quarter 2018) •

Districtwide Community Programs Districtwide programs are open to the public, and are held in Metro Parks spaces and facilities, partner locations and Tacoma Public School sites. These programs serve people of all ages. Some require skill building for advancement to successive levels of instruction. This structure governs dance and swim lessons. Metro Parks staff complete assessment tools, based on objectives, at the end of a session. •

Metro Parks uses the Swim America curriculum for swimming lessons. To become certified instructors Metro Parks staff undergo training in each of the swim lesson stations, including classroom time, water time and a test. All Metro Parks Tacoma swim lesson instructors are certified. Swim America Curriculum & Objectives Aquatics Swim Lesson Stations 1-6

•

At the end of each session, instructors use report cards to assess whether participants are ready to progress to the next station. Each station has its own objectives and requirements. Swim Lesson Assessments Aquatics Swim Lesson Stations 1-2 Assessment (2018) Aquatics Swim Lesson Stations 3-4 Assessment (2018) Aquatics Swim Lesson Stations 5-6 Assessment (2018) Page 119

Metro Parks Tacoma •

Metro Parks Tacoma dance lessons are divided according to age and ability level. At the end of each session, the program objectives/skill sets are measured to ensure participants learned the desired steps. Mastery of the skill set is required before advancing to the next level within the program. Dance Program Report Cards (Fall 2018)

•

Some Metro Parks offerings use a broader range of objectives. For example, open swim is a platform for exposure to aquatics as a fun recreational activity.

Nature-based Recreation Programs Metro Parks Tacoma’s Tacoma Nature Center is a 71-acre nature preserve encompassing Snake Lake and the surrounding wetlands and forest. Programming includes drop-in activities such as walking through nature trails, experiencing native birds, plants and other animals, as well as playing in the nature based playground. In addition to that, Tacoma Nature Center offers a year-round outdoors based pre-school. Evidence of Compliance: 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. 13. 14. 15. 16. 17. 18. 19. 20. 21. 22. 23.

Strategic Master Plan (2018) Mission Led Comprehensive Program Plan (2016) Youth Sports Business Plan Fitness & Wellness Business Plan Specialized Recreation Business Plan Soccer Practice Plan Soccer Coach Training Manual Soccer Season Coaches’ Training Attendance Sheet Soccer Season Fall 2018 Parent Survey Metro Parks Tacoma Coaching Assessment Fall 2018 Internship Flyer Internship Program Overview Internship Goals/Objectives Results Thrive Dance Program Objectives Thrive Martial Arts Program Objectives Thrive Dance Program Assessments (Fall Quarter 2018) Marital Arts Program Assessments (Fall Quarter 2018) Aquatics Swim Lesson Stations 1-6 Aquatics Swim Lesson Station 1-2 Assessment (2018) Aquatics Swim Lesson Station 3-4 Assessment (2018) Aquatics Swim Lesson Station 5-6 Assessment (2018) Dance Program Report Cards (Fall 2018) Tacoma Nature Center Preschool Program Objectives

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6.3 Scope of Program Opportunities

Standard: The content of agency programs shall be related directly to stated program objectives and shall provide for individual differences of interests, abilities (mental, social, physical), and backgrounds. Activities selected shall be suited to and contribute toward fulfillment of the basic physical, emotional, social, and intellectual requirements of individuals. The agency should take into consideration the total community offerings; some opportunities may be offered by other organizations, private, public, and non-profit. Suggested Evidence of Compliance: Provide a matrix or listing of programs by fields, demonstrating clearly how the agency provides opportunities for proficiency levels, socioeconomic levels, racial and ethnic backgrounds, ages, and genders. The Parks & Recreation Department provides most recreational programming for Metro Parks Tacoma, although attractions and enterprises also provide opportunities for recreation. All of the programs offered fit in one of the three mission-led program areas: Nature and Environment; Arts and Heritage; and Active Living and Community Wellness (as described in the Mission Led Comprehensive Program Plan). Programs are offered at all age and ability levels, including parent and toddler programs, programs for people with disabilities, and programs for seniors. While some aim to benefit people individually, such as intermediate classes or competitive-level sports, other benefit the entire community, such as free special events. In addition, Metro Parks provides numerous drop-in activities and developmental programs and self-directed opportunities for people of all ages, abilities and socio-economic levels. Metro Parks Tacoma is also committed to serving all residents and realizes that some families and children face barriers when registering for programming opportunities. To remove these barriers of entry Metro Parks Tacoma has partnered with Tacoma Public Schools (TPS), and the Greater Tacoma Community Foundation to create the Whole Child Access Pass (WCAP). The WCAP helps families aceess after school programs at discounted rates based upon free or reduced lunch status. If students receive free lunch they get 75% off and reduced lunch students receive 50% off MPT programs. The pass isnâ&#x20AC;&#x2122;t just meant for low-income students though, all pass holders receive 10% off MPT programming registration and access to limited time promotional admission to Point Defiance Zoo and Northwest Trek Wildlife Park, tickets to local minor league teams, discounts at the Meadow Park Golf Course, a free fitness class, and 25% off kayak and boat rentals. Metro Parks wants to continue expanding the WCAP programming by adding additional programming focused on expanded learning opportunities and other programming that provides all 30,000 students in the TPS system with opportunities to explore their recreational interests and improve their educational outcomes. Evidence of Compliance: 1. Strategic Master Plan 2. Mission Led Comprehensive Program Plan 3. Spring Go Guide 2018 4. Fall go Guide 2018 5. Program Delivery Matrix 6. Whole Child Access Pass Agency Self Review:

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6.3.1 Outreach to Diverse Underserved Populations

Standard: The agency shall proactively extend programs and services to residents who may be underserved in the community. To encourage participation in parks and recreation programs and services, agencies shall identify and address barriers that may limit access including physical, social and mental abilities and financial, geographic and cultural barriers. Financial barriers may be addressed through reduced fees and scholarships. Agencies should offer inclusionary support services to ensure access to programs and services for people of all abilities and socioeconomic status. Suggested Evidence of Compliance: Identify underserved populations (provide methodology and data used for this analysis), describe specific barriers within the community that limit participation and provide examples of outreach programs and services offered by the agency to meet the needs of these populations and overcome barriers to access. Metro Parks Tacoma (MPT) is aware there are existing service gaps, and that some communities have unmet service needs. In the most recently updated Strategic Master Plan, MPT discusses strategic directions that that focus on issues regarding equity and address access barriers to entry for MPT programming, services, and facilities. Three main equity goals are found in Chapter Three: Strategic Direction pages 11-12. The directions include: • •

•

Identifying and eliminating barriers that perpetuate racial, economic and gender inequality and provide opportunity and advancement for all district residents; Continuing to offer comprehensive programs and facilities in a data-driven, equitable and needsbased manner to Tacoma’s citizens in all three adopted MPT Mission Led Areas, while also giving priority to underserved populations, with a focus on children; Expanding MPT’s presence in the communities to address physical, cognitive, and behavioral needs and priorities by reducing health disparities and improve the Tacoma community’s health.

These three strategic directions help guide programming and service decisions throughout the District. Each of the strategic directions has different metrics of success, but a good base of understanding for which areas in Tacoma are underserved is through a thorough analysis of MPT’s current level of service (LOS). To measure MPT’s LOS, MPT adopted a 10-minute walk standard to see how many residents in Tacoma are within a ten-minute walk of any park or facility. This helps determine if residents have access to opportunities for recreation. At the time of this documents submission MPT’s LOS is approximately 47 percent. More information on the LOS can be found in Chapter Four: Performance Measures, page 18. MPT’s goal is to achieve 90 percent coverage under the 10-minute walk LOS by the year 2023. Thanks to this data effort, MPT has a better idea of where to improve program, facility, park, and service offerings. Two of the most impoverished areas in Tacoma are the southwest and southeast quadrants of the city, with the southeast side, also known as Eastside, having a significant lack of access to parks, facilities, and services. The Eastside community is one of the most racially diverse planning quadrants in MPT’s Page 122

Metro Parks Tacoma jurisdiction and has a high unmet need for indoor recreational amenities and facilities. Historically this area of Tacoma has been underserved by the city at large and is one of the most low-income neighborhoods within the city limits. In October of 2018, MPT opened up the Eastside Community Center (ECC) in the Eastside neighborhood. The Center shares space adjacent to First Creek Middle School and is within walking distance of the HOPE VI Salishan Community. The Center features a swimming pool, basketball courts, running track, fitness center, audio-recording studio and kitchen. With the opening of this new community center, Tacoma’s Eastside now has access to recreational opportunities that were once lacking in the area. While a need for indoor recreational facilities was identified in the Strategic Master Plan, the planning for services, programs, and amenities utilized public input directly from community members and students. For example MPT invited the community to participate in over 30 Community Cafés, reaching approximately 350 participants. These café forums allowed participants to discuss services needed to address community desires. Activities discussed included sports, fitness, health, culture and arts. Obstacles to participation and other services also were discussed. This feedback helped MPT understand what was lacking and how the ECC could address certain issues. Additional feedback was gathered from community students, and MPT allowed this group to assist in the planning and design of the ECC kitchen and studio. Findings from the discussions were presented to parents in two different sessions at which parents also expressed interests. As MPT engages in new capital projects, the organization would like to continue adopting a model that collects significant feedback from underserved communities. MPT also understands that maintaining programming for Specialized and Adaptive Recreation opportunities is a priority of many communities, and MPT is committed to serving all people with disabilities. MPT has revolving seasonal activities for specialized recreation, which serves people with mental disabilities. The opportunities are advertised through our bulletin blast and include scheduling and price. MPT also has adaptive recreation activities for those with physical disabilities. Programming for adaptive recreation can be found on the Adaptive Program Calendar and includes wheelchair basketball, goalball, tennis, track and field, swimming, kayaking, archery, and many other opportunities. Additionally, the Adaptive Recreation unit partners with the Major Taylor Program, to increase access to cycling for communities of color. The Adaptive Recreation program staff provide adaptive cycles and staff to support those who need accommodation. MPT strives to serve all members of the community and is aware that families with lower incomes may not be able to access opportunities for recreation due to financial barriers. Part of breaking down these barriers was the creation of the Whole Child Access Pass (WCAP), a new program that provides low-cost access to MPT after school programs at discounted rates based upon the student’s free or reduced lunch status. If students receive free lunch they get 75 percent off and if they are on reduced lunch then they receive 50 percent off MPT programs. Other Tacoma public school students get 10 percent discounts off MPT programs, regardless of income. There are also limited-time, promotional admissions to Point Defiance Zoo & Aquarium, Northwest Trek Wildlife Park, Tacoma Defiance soccer and Tacoma Rainiers tickets; discounts to Meadow Park Golf Course; a free fitness class; and 25 percent off kayak and boat rentals. This program will continue to evolve as additional partnerships and funding opportunities grow. WCAP is a joint effort between MPT and Tacoma Public Schools.

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Metro Parks Tacoma MPT also offers financial assistance to all eligible residents of the park District. Applications may be made once a year for financial assistance for scheduled fee-based classes or programs with individual charges. (The program fee must be $15.00 or more. Assistance is limited to MPT sponsored programs). Assistance provided to the individual or family is based on family size; and discounts will be 50 percent or 75 percent depending on verified annual family income. Family Size

Maximum Assistance Per Year

One Member

$200

Two Members

$400

Three Members

$600

Four Members

$800

Five or More Members

$1,000

Evidence of Compliance: 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11.

Strategic Master Plan (2018) Eastside Community Center (Website) Community CafĂŠ Summary Studio Design Workshop Kitchen Design Workshop Parent Presentation Example Fall 2018 Bulletin Blast Adaptive Program Calendar Major Taylor MOU 2018 WCAP Informational Flyer MPT Financial Assistance Program Form

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6.4 Community Education for Leisure Process

Standard: The agency shall have a process to educate the general citizenry about the use of leisure time and the outcomes, benefits, values, and positive impacts of leisure and recreation services. The process shall be periodically evaluated for effectiveness. Educating the public about leisure and recreation shall be ongoing and systematic and should be done in cooperation with the community, e.g., schools, other leisure agencies, business, industry, and commercial recreation establishments. Suggested Evidence of Compliance: Provide examples of the methods utilized by the agency to educate the community on the benefits, values, and impacts of leisure and recreation services to a diverse range of participants and non-participants. Provide the last review of effectiveness. Page 124

Metro Parks Tacoma Metro Parks Tacoma (MPT) has multiple ways to educate the public on the benefits of leisure and recreation. The most public is through our website under the page labeled “Benefits of Parks and Recreation Services”. Here the public can access documents that describe benefits of parks through a recreation and parks systems and health lens. The two-pager on the benefits of parks discusses the following. 1. 2. 3. 4.

Economic benefits of parks. Benefits of parks in relation to access to healthy activities. Health benefits due to access to parks. Environmental benefits of parks.

MPT provides other opportunities to educate the public on leisure activities and process. A popular program with Park Rangers is called “Coffee with the Birds”, a guided nature walk that brings participants through different parks of Point Defiance Park to examine the various local birds in Tacoma. Rangers inform participants on birds, their habitats, and other important information that help participants feel closer to their local urban wildlife. In addition to “Coffee with the Birds,” MPT has park rangers lead the public on other exciting tours that help deepen their understanding of leisure in parks. A great example is the MPT Garden Tour of five of the eight botanical gardens that MPT maintains in Point Defiance Park. Another great tour is the Urban Wildlife Tour that encourages participants to develop a better understanding of urban wildlife and how best residents can coexist with native species. Evidence of Compliance: 1. Benefits of Parks 2. Coffee with the Birds Plan Review 17-18 3. 2018 Garden Tour Script 4. 2018 Urban Wildlife Tour Script Agency Self Review:

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6.4.1 Community Health and Wellness Education and Promotion

Standard: The agency shall have policies, procedures, or programs to educate and promote health and wellness in the community Suggested Evidence of Compliance: Provide the agency’s policies, procedures, or programs to educate and promote health and wellness in the community such as: a. Physical activity; b. Healthy food and beverage offerings; c. Nutrition education; d. Substance abuse prevention. Also provide examples of implementation.

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Metro Parks Tacoma Metro Parks Tacoma (MPT) has multiple avenues for promoting and educating health and wellness in our communities. Online under the “Benefits of Parks and Recreation Services” is a descriptive two page document that discusses the healthy benefits of parks, specifically the health cost reductions experienced by having access to areas of recreation. MPT maintains a Healthy Food Options Policy. This policy assures that all food options served by MPT in programs, events, meetings, and through venues, partners, and vending machines have health options available to the public. The policy states that all MPT programs and events providing food will do so with at least 75% of the food adhering to the Healthy Food Guidelines based on the U.S. Department of Agriculture’s Dietary Guidelines for Americans. All MPT vending machines and contracted concessionaires will have at least 25% healthy options within the selection and/or menu items adhering to the Healthy Food Guidelines offered to the public. Meetings facilitated for employees and the public will provide food adhering to the Guidelines at 100%. MPT maintains programming that focuses primarily on educating participants on healthy lifestyles. For example, MPT has different cooking classes that promote healthy food options. One of the programs offered through STAR Center is called Kid’s Healthy Cooking. Norpoint offers cooking classes that have more of an adult focus. MPT also offers a children’s cooking camp called Kamp Kook-a-Lot that focuses on healthy food options. MPT offers many programming and fitness courses that promote health and wellness, while these programs require a fee MPT had created Fitness & Wellness Conference Days that provided free access for participants thanks to a sponsorship by Bloodworks Northwest. The links show examples of what was offered at STAR Center and the Center at Norpoint. Another general event to educate the public on healthy opportunities to recreate is through MPT’s involvement in Parks Rx Day, which took place April 29,2018. Programs offered on this day were on a first-come, first-served basis and included a Forest Mindfulness walk, a nature walk, the Tacoma Giants Tree Walk, the Slug Celebration Walk, and Qiqong in the Forest. MPT also focuses on fitness & wellness programming designed to benefit youth. One of the more successful avenues has been through various camp offerings. Camp courses with kid-friendly, exerciseoriented programming include the Ninja Camp, Pirate Camp, and Kick Butt Summer Boot Camp all of which are offered through STAR Center. 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11.

Health Benefits of Parks Healthy Food Options Policy Kid’s Healthy Cooking Norpoint Cooking Kamp Kook-a-Lot STAR Center Fitness Conference The Center at Norpoint Fitness Conference Parks Rx Day Ninja Camp Pirate Camp Kick Butt Summer Boot Camp

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6.5 Participant and Spectator Code of Conduct

Standard: The agency shall have â&#x20AC;&#x153;code of conductâ&#x20AC;? guidelines for appropriate participant and spectator conduct at programs and events, and the agency shall proactively inform and remind staff, coaches, participants and spectators about the code of conduct. Suggested Evidence of Compliance: Provide the code of conduct for participants and spectators and describe how program participants, coaches, and spectators are informed of the code of conduct. The agency should collaborate with affiliate groups providing training for youth and coaches to inform and educate about the participant and spectator code of conduct. Metro Parks Tacoma has a variety of ways the agency interacts with users and helps underscore the importance of staff, participant and spectator codes of conduct. Youth Sports Metro Parks Tacoma sees approximately 8,500 program participants through the Elementary Sports Program. As part of the registration process, parents are to read and show by their signatures they and their children will abide by the Participant Code of Conduct and the Spectator Code of Conduct. Volunteer coaches are recruited to run practices and be with their assigned teams on game days. The Coachâ&#x20AC;&#x2122;s Agreement is reviewed and signed by all coaches before the start of the season, during an orientation and training. Since the focus is youth, the coaching code of conduct is centered on best practices for children and emphasizes the side of child abuse prevention, which is a standard among youth development providers. Signage (photo) reiterating the spectator code of conduct serves as a reminder to parents/spectators at all sports facilities and gyms. Youth Dance The arts division of Metro Parks Tacoma is known as Metro Arts. Metro Arts sees an annual participation of 95,000. Metro Arts hires and trains 50 instructors on average per year for youth dance, and the program delivery mix includes classes, camps, workshops and performance. As part of the onboarding process, Metro Arts youth dance instructors receive child abuse prevention training and must sign an Employee Code of Conduct. These components are reviewed at the start of each major operating season. Metro Arts also has a dance company that goes out in the community, with its dancers serving as ambassadors for the program. To be part of the dance company, participants must not only take a requisite number of dance classes per week and attain a certain level of skill, they must be upstanding members within their classes. Once selected for one of the companies, members and their parents must sign a Company Code of Conduct reviewed each year at the orientation. Page 127

Metro Parks Tacoma There also is a general Spectator Code of Conduct for those who are in the audience for performances. This is placed in packets for parents at the start of each performance season and referenced before the start of each show. Adult Sports To deliver sports on field sites or in Tacoma Public School gyms, Metro Parks Tacoma provides staff to help with general oversight. Because of the high volume of spectators and participants, as well as the history of poor sportsmanship with sports in general, Metro Parks Tacoma sports staff must sign a Field/Gym Supervisor Employee Code of Conduct, which is reviewed at the end of each season and again for the upcoming season’s preparation. Comeback Sports was the provider for softball leagues, during the 2018 season. Each player in the league was required to sign a Comeback Sports Code of Conduct. Since Comeback plays at MPT and TPS facilities, participants also see the rules and regulations signs posted as a reminder of the code of conduct. Evidence of Compliance: 1. Youth Sports Participant Code of Conduct 2. Youth Sports Coaching Code of Conduct 3. Sports Spectator Signage at Fields/Gyms 4. Dance Staff Code of Conduct 5. Dance Company Code of Conduct 6. Dance Company Signatures for Code of Conduct 7. Dance Performance Audience Code of Conduct 8. Adult Sports Field/ Gym Supervisor Code of Conduct 9. Comeback Sports Code of Conduct Agency Self Review:

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VISITATION REPORT SUMMARY FOR CATEGORY 6.0 – PROGRAMS AND SERVICES MANAGEMENT Reviewed By: (Visitor Name) Unmet Standards: (List the Standard # and Name)

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Provide clarification for all unmet fundamental standards

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7.0 FACILITY AND LAND USE MANAGEMENT NOTE: Standards marked with a star () are fundamental standards, and are required of all agencies seeking accreditation.

7.1 Parkland Acquisition Procedures

Standard: The agency shall have established policies and procedures for the acquisition of lands for park, recreation, conservation, and historical-cultural purposes that are backed by legal authority and periodically reviewed. This authority usually originates in state enabling acts, is delegated to local governments and is implemented through local charters and ordinances. Suggested Evidence of Compliance: Provide policy and procedures for land acquisition, the citation of legal authority to acquire lands, and last review. The 6 Year Strategic Master Plan (updated 2018) provides the framework to identify, acquire and enhance Metro Parks’ system of parks, open space areas and recreation facilities and amenities. The authority to acquire parks and recreation lands has been delegated to Metro Parks Tacoma by the State of Washington, through RCW 35.61.130, Eminent Domain which states that “a metropolitan park district has the right of eminent domain, and may purchase, acquire and condemn lands lying within or without the boundaries of said park district, for public parks, parkways, boulevards, aviation landings and playgrounds…” as well as RCW 39.33 Intergovernmental Disposition of Property, which states that “any municipality or any political subdivision thereof, may sell, transfer, exchange, lease or otherwise dispose of any property, real or personal, or property rights, including but not limited to the title to real property, to the state or any municipality or any political subdivision thereof, or the federal government, or a federally recognized Indian tribe, on such terms and conditions as may be mutually agreed upon by the proper authorities of the state and/or the subdivisions concerned.” In addition, several Metro Parks Tacoma policies and procedures govern the purchase and acquisition of lands: •

Real Property Acquisition Policy states the acquisition of new parks and parcels for future development is to be managed through the Capital Improvement Plan and sets an expectation of appraisals and other land purchasing guidelines.

•

Capital Improvement Planning and Budgeting Policy defines when capital improvements, need Board approval and/or inclusion within the Capital Improvement Plan. Capital is defined this way: “For purposes of the CIP, a capital project is generally defined as any one capital project or grouping of similar capital projects costing $35,000 or more that involves new construction or new purchase, including land acquisition; or is a major upgrade or improvement to an existing asset that replaces an existing asset or extends the useful life of the asset.” Areas targeted for future land acquisition are managed through Metro Parks’ 2019-2020 Capital Improvement Plan which identifies locations and purpose for land acquisition, if applicable, as well as a budget in support of strategic direction and plan recommendations. The biennial budget process will include updating the CIP to always maintain a six-year forward perspective.

•

Accepting Donations Policy outlines procedures for the acceptance of lands through donations, gifts, bequests, etc. Page 129

Metro Parks Tacoma •

Property and Equipment Policy defines land as a capital asset subject to annual asset inventory and financial reporting, and includes procedures on how to purchase, dispose of or trade lands or parcels. Property records and legal documents are maintained within the Business and Operational Support Services Department. Parcels and assets within are also tracked through Metro Parks’ Geographic Information Systems (GIS) platform.

Evidence of Compliance: 1. Strategic Master Plan (updated 2018) 2. State of Washington, RCW 35.61.130, Eminent Domain 3. State of Washington, RCW 39.33 Intergovernmental Disposition of Property 4. Real Property Acquisition Policy 5. Capital Improvement Planning and Budgeting Policy 6. Accepting Donations Policy 7. Property and Equipment Policy 8. 2019-2020 Capital Improvement Plan Agency Self Review:

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7.2 Areas and Facilities Development Policies and Procedures

Standard: The agency shall have established policies and procedures for the development of park and recreation land and facilities that are reviewed periodically. Policies and procedures should consider market projections, applicable open space and design standards and coordination with overall planning for the jurisdiction. Suggested Evidence of Compliance: Provide land development policies and procedures, with the last review. The Strategic Master Plan (updated 2018) provides the framework to identify, acquire and enhance Metro Parks’ system of parks, open space areas and recreation facilities and amenities. The authority to improve and/or develop parks and recreation lands has been delegated to Metro Parks Tacoma by the State of Washington, through RCW 35.61.130, Eminent Domain which states “the board of park commissioners shall have power to improve, acquire, extend and maintain, open and lay out, parks, parkways, boulevards, avenues, aviation landings and playgrounds, within or without the park district…” Properties received through RCW 39.33 Intergovernmental Disposition of Property, herein owned, operated and/or leased by Metro Parks Tacoma and are subject to all laws governing the district. Parks and facilities targeted for future development are managed through Metro Parks’ Capital Improvement Planning and Budgeting Policy and the Metro Parks 2019-2020 Capital Improvement Plan, which is formally updated biannually to coincide with budget development and updated again every six years to coincide with Metro Parks’ strategic plan updates. The plan is updated in between formal reviews, when necessary, through Board amendments, when new projects are added, removed, or the budget is increased/decreased, etc. Page 130

Metro Parks Tacoma

The Planning, Design and Development Department coordinates an internal, cross-departmental staff working group called the Capital Projects Group (CPG), which oversees the planning, design and construction process of all capital projects through guidelines established within the Capital Project Standard Project Planning, Design, and Construction Process. The process outlines the requirements and deliverables of all phases of a capital project including budgeting and scope development which includes an accessibility inventory, a sustainability checklist, community involvement and outreach standards. After scope development, there is an internal technical staff review, higher level executive review, Board approval, and assessment of any amendments prior to construction, during construction, and finally, at project closeout. Please see Sample Scope Definition – Ferry Landing Restroom and Final Scope Dickman Mill’s Park Expansion for evidence of implementation. The Planning, Design and Development Division within Metro Parks Tacoma coordinates the CPG and works directly with the Capital Improvements Committee (CIC), which is a board committee made up of two current members of the Park Board as outlined in the Policy and Procedures of the Board of Park Commissioners, Section VIII A(d). The CIC is responsible for review of all capital development activities subsequent to final submission and resolution approval by the full board. The CIC is an open, public session with formal minutes and agendas however does not have public comment. Please see Sample CIC Packet 4-25-18 and Sample CIC Packet 6-27-18 for evidence of implementation. Evidence of Compliance: • Strategic Master Plan (updated 2018) • State of Washington, RCW 35.61.130, Eminent Domain • State of Washington, RCW 39.33 Intergovernmental Disposition of Property • Capital Improvement Planning and Budgeting Policy • 2019-2020 Capital Improvement Plan • Capital Project Standard Project Planning, Design, and Construction Process o Sample Scope Definition – Ferry Landing Restroom o Final Scope Dickman Mill’s Park Expansion o Policy and Procedures of the Board of Park Commissioners, Section VIII A(d) o Sample CIC Packet 4-25-18 o Sample CIC Packet 6-27-18 Agency Self Review:

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Visitor Comments: Visitor Evaluation:

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7.2.1 ADA Existing Facility and Site Access Audit

Standard: The agency shall complete an access audit of all existing sites and facilities. Pursuant to the US Department of Justice Title II regulation at 35.105, the agency must evaluate its existing facilities and sites against the most current final and enforceable Standard for Accessible Design. Suggested Evidence of Compliance: Submit completed checklists, digital images and site reports as evidence of completion of the access audit. Page 131

Metro Parks Tacoma

Over 70 of our parks & facilities have transition plans that Metro Parks Tacoma has been actively working to resolve through capital bond improvements such as the completion of the Accessible Wapato Fishing Dock and maintenance work orders for example the ADA Audit for the Boathouse Marina Complex 2015 and facilities throughout its service area. The goal is to provide equal access to programs, services and activities in compliance with the federal Americans with Disabilities Act. MPT’s ADA Transition Plan, based on the assessment, and identifies barriers to access for persons with disabilities and a timeline to remove those barriers. Examples of improvements include accessible benches, pathway repaving, and adjustments to play area features. A site report was completed and documented with digital images for the SERA Complex. Other site reports where completed at People’s Community Center as well as many others (these can be accesses on site). Metro Parks Tacoma is committed to inclusion, diversity, the accessibility policy and federal law. Metro Parks Tacoma has policy that helps guide the govern ADA Existing Facility and Site Access Audit. Policy No. 200.019 Diversity, Inclusion & Accessibility includes this goal: “Often defined as the removal of barriers to participation, “accessibility” is referred to by ADA as the requirements necessary to make a building or facility architecturally (physically) accessible to people with disabilities. Metro Parks Tacoma will hold itself accountable to the principles and intent of accessibility and not just the requirements of the law by making accessibility issues central to the design and construction process.” Evidence of Compliance: 1. Wapato Fishing Dock 2. The Center at Norpoint ADA Completed Maintenance Work 3. 2015 ADA Audit for the Boathouse Marina 4. 2015-2016 Transition Plan 5. SERA Complex Digital images for ADA Audit 6. People’s Community Center ADA 7. ADA Audit SERA Complex 2016 8. Policy No. 200.019 Diversity, Inclusion & Accessibility Agency Self Review:

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7.3 Defense Against Encroachment Procedures

Standard: The agency shall have procedures for protecting park and recreation lands and facilities from encroachment. The procedures should include progressive steps to address escalated encroachment issues. Suggested Evidence of Compliance: Provide the procedures regarding defense against encroachment. Metro Parks Tacoma works closely with the City of Tacoma’s Planning and Development Services in regards to encroachment onto publicly owned properties (such as park land) which is controlled and enforced through the Tacoma Municipal Code, Title 13, Land Use Regulatory Code, Chapter 13.06 Page 132

Metro Parks Tacoma Zoning Ordinance. Zoning regulations prevent encroachment problems by separating incompatible land uses; they also foster quality development through specific standards. Zoning is a system which defines the use of a specific parcel of land by assigning them a zoning classification. Park lands vary in zoning classification depending on location and intent of the surrounding properties/area. Development of park amenities within zoning classifications is specifically regulated in Land Use Regulatory Code 13.06.560 Parks, Recreation and Open Space. When encroachment instances occur or are suspected, staff adheres to the adopted Encroachment Policy which establishes policies related to the protection of District property from unauthorized encroachment by private or public parties. It also establishes guidelines by which requests for encroachments may be considered; establishes the responsibilities of Metro Parkâ&#x20AC;&#x2122;s departments regarding the protection of District property from unauthorized encroachments; and establishes policies regarding the disposition of existing unauthorized encroachments; and establishes guidelines and an evaluation process for encroachment authorization depending on the type and extent of the encroachment. Metro Parks provides professional surveying services during and following the acquisition of new lands as well as during the development/improvement of lands where applicable. Surveys are used to provide legal descriptions, drawings, lot splits, consolidation drawings, and to verify recorded information. Metro Parks Tacoma maintains a file system of property deeds and original land maps which are used to identify violations of setbacks and deed restrictions in place on adjoining properties, if needed. In addition, The Department of Parks and Recreation completes property line self-monitoring on a routine basis in an effort to proactively identify encroachment activities and protects its parks and properties by using a combination of different methods of encroachment protection such as: fences, bollards, gates, roadways, inspections, land surveys, property stakes and signage. Evidence of Compliance: 1. Tacoma Municipal Code, Title 13, Land Use Regulatory Codes, Chapter 13.06 Zoning Ordinance. 2. Land Use Regulatory Code 13.06.560 Parks, Recreation and Open Space 3. Encroachment Policy Agency Self Review:

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7.4 Disposal of Lands Procedures

Standard: The agency shall have established procedures regarding the disposal of park and recreation lands to ensure that public recreational benefits are not diminished through the sale or transfer of parkland. Suggested Evidence of Compliance: Provide the disposal of park and recreation land procedures. The authority to dispose of parks and recreation lands has been delegated to Metro Parks Tacoma by the State of Washington through RCW 35.61.130, Eminent Domain which states that â&#x20AC;&#x153;a metropolitan park district has the right of eminent domain, and may purchase, acquire and condemn lands lying within or Page 133

Metro Parks Tacoma without the boundaries of said park district, for public parks, parkways, boulevards, aviation landings and playgrounds…” as well as RCW 39.33 Intergovernmental Disposition of Property, which states that “any municipality or any political subdivision thereof, may sell, transfer, exchange, lease or otherwise dispose of any property, real or personal, or property rights, including but not limited to the title to real property, to the state or any municipality or any political subdivision thereof, or the federal government, or a federally recognized Indian tribe, on such terms and conditions as may be mutually agreed upon by the proper authorities of the state and/or the subdivisions concerned.” RCW 35.61.132 Disposition of Surplus Property states “RCW 35.61.132 authorizes Metro Parks Tacoma to sell, exchange or dispose of any personal property acquired for park purposes when such property is no longer suitable for park or other recreational purposes…” In addition, several Metro Parks Tacoma policies and procedures govern the disposal, sale and surplus of lands: •

Disposal of Real Property Policy setting policy direction on the trade, sale, conveyance or other disposition of real property held by Metro Parks Tacoma, which requires a unanimous vote from all commissioners.

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Accepting Donations Policy which outlines procedures for the disposal of lands that were obtained through donations, gifts, bequests, etc.

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Property and Equipment Policy which defines land as a capital asset subject to annual asset inventory and financial reporting, as well as procedures regarding how to purchase, dispose or trade lands or parcels.

Areas targeted for future disposal, if applicable, are managed through Metro Parks Tacoma’s 2019-2024 Capital Improvement Plan. Evidence of Compliance: 1. State of Washington, RCW 35.61.130, Eminent Domain 2. State of Washington, RCW 39.33 Intergovernmental Disposition of Property 3. State of Washington, RCW 35.61.132 Disposition of Surplus Property 4. Disposal of Real Property Policy 5. Accepting Donations Policy 6. Property and Equipment Policy 7. 2019-2024 Capital Improvement Plan Agency Self Review:

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Visitor Comments: Visitor Evaluation:

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7.5 Maintenance and Operations Management Plan

Standard: The agency shall have established maintenance and operations standards that are reviewed periodically for management of all park and recreation areas and facilities, including specialty facilities such as marinas, ice rinks, golf courses, zoological facilities, equestrian Page 134

Metro Parks Tacoma facilities, aquatic or athletic facilities, nature centers, where applicable. Parks, facilities and other recreational elements should be identified according to the intended use of the area, ranging from heavily used and high developed areas to those that are lightly used and less developed via a park classification or maintenance classification system. Each of these areas should be assigned an appropriate set of maintenance standards including both recommended frequency and acceptable quality. Suggested Evidence of Compliance: Provide the maintenance standards for all parks, facilities and specialty areas, including evidence of park maintenance classification according to the intended use of the area, ranging from heavily used and high developed areas to those that are lightly used and less developed. Provide the most recent review or update. The Strategic Master Plan (updated 2018) sets the direction for managing Metro Parks’ system of parks, open space areas and recreation facilities and amenities via a hierarchical classification system (Regional, Signature, Community, Neighborhood, etc), which are then assigned a specific maintenance level of service, performed by several divisions within the agency, who then further adjust maintenance levels in an effort to meet public demands, safety priorities, equity among classifications and quality of experience goals. •

The Parks & Recreation Department is responsible for the maintenance and operations of all parks, natural areas, amenities and infrastructure throughout the park system, with the exception of those listed below. The Maintenance and Operations Manual, Dec 2017 (comprehensive manual available on-site) identifies all parks, natural areas and facilities along with their assigned maintenance classification, standards and frequencies of assigned levels of service and other key plans and policies/procedures that help guide and govern maintenance and operations of the park system. Pulled from the manual as electronic evidence are the Maintenance Standards and the 2017-18 Adopted Level of Service.

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The Parks & Recreation Department is responsible for all custodial services within major facilities or community centers. All sites managed by Parks & Recreation for custodial work is directed by the standards provided in the Parks & Recreation Custodial Service Levels.

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The locations referenced below are unique in their operations due to the specialization of their customer experience and services provided, the complexity of their facilities and amenities as well as their ability to self-manage as a separately established Enterprise Fund. These locations have their own business, operations and/or maintenance plans. o

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Point Defiance Zoo & Aquarium (PDZA) and Northwest Trek Wildlife Park (NWT) are accredited by the Association of Zoos & Aquariums. These facilities undergo a rigorous reaccreditation process every five years; NWT was reaccredited in 2016 and PDZA in 2017. These facilities independently maintain their respective grounds, building and facilities utilizing a computerized work order system. Please see attached evidence from both locations: Point Defiance Zoo & Aquarium, AZA PF-6 Maintenance Program; Point Defiance Zoo & Aquarium USDA Reports; Northwest Trek, AZA PF - 4 Maintenance Program.

The Parks & Recreation Fleet Management Division oversees the maintenance and repair of all district vehicles and large equipment in accordance with the Parks & Recreation Department Fleet Management Plan. Small equipment is maintained through departmental procedures and standards as referenced in collective maintenance and operations plans. Page 135

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Metro Parks partners and/or leases public property when deemed in the best interest of the community in an effort to increase access and community benefit and to maximize the district's revenue potential. Metro Parks also has joint use agreements with several youth, sports organizations and friends of groups, as well as lease agreements with outside organizations for the use of district facilities. Each organization is responsible for the maintenance of the facility and/or areas designated within their respective agreements. Sample agreements include: Asia Pacific Cultural Center lease agreement and the Korean Women’s Association.

Evidence of Compliance: 1. Strategic Master Plan (updated 2018) 2. Maintenance Standards 3. 2017(18) Adopted Level of Service 4. Custodial Service Standards 5. Point Defiance Zoo & Aquarium, AZA PF-6 Maintenance Program 6. Point Defiance Zoo & Aquarium USDA Reports 7. Northwest Trek, AZA PF - 4 Maintenance Program 8. Parks & Recreation Department Fleet Management Plan 9. Asia Pacific Cultural Center (Formerly South Park Community Center) 10. Korean’s Women Association lease Agency Self Review:

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Visitor Comments: Visitor Evaluation:

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7.5.1 Facility Legal Requirements

Standard: There shall be a regular review of legal requirements related to facilities, such as licenses, sanitary regulations, fire laws, and safety measures, and inspections of adherence thereto. Special attention should be given aquatic facilities, child care facilities, concessions, kitchens, and zoos. Suggested Evidence of Compliance: Provide a matrix showing a representative sample of facilities and the types of regulatory permits, licenses or inspections that are required including copy of last review or update. Metro Parks Tacoma ensures that facilities are operated in compliance with all applicable local, state and federal codes and ordinances. A complete list of all applicable legally-required inspections for each facility is provided below, combining, licenses, sanitary regulations, fire code compliance, safety measures, and inspections. Frequencies and types of inspections vary from facility to facility based on regulatory needs. Metro Parks Tacoma also monitors legal compliance of its contracted vendors. Any legal compliance issues arising from inspection are flagged, corrected, re-inspected, and documented. •

Under the Americans with Disabilities Act, Metro Parks Tacoma reviews all facilities site plans, construction plans, and design guidelines to ensure proper compliance with ADA standards. Existing facilities not currently in compliance are listed on the District’s transition plan for Page 136

Metro Parks Tacoma updating. ADA Audits Facilities with fire and burglar alarms are licensed yearly through the City of Tacoma as well as Alarm Licensing •

Annual fire inspections are required by the Tacoma Fire Department. Also, required by the Tacoma Fire Department on a yearly basis are Performance Evaluations for Private Hydrants, Annual Fire Sprinkler Tests, and Hood and Suppression Inspection Reports. Annual Fire Inspection Report, Annual Performance Evaluation for Private Hydrants, Annual Sprinkler Systems Tests, Hood and Suppression Inspection Reports.

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The Tacoma-Pierce County Health Department, under direction of the State of Washington Department of Health, requires annual operating permits at all recreational aquatic facilities including daily monitoring for residual disinfectant levels and ph levels, and weekly monitoring of alkalinity levels. Metro Parks Tacoma has certified Aquatic Pool Operators (APO) who complete mandatory testing on all aquatic facilities. Aquatic Facility Annual Operating Permits.

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The City of Tacoma requires yearly Backflow Prevention Assembly Test Reports for all cross connections located within the District. Backflow Prevention Assembly Test Reports.

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The Washington State Department of Labor and Industries requires yearly inspection of all boilers, pressure vessels, and conveyances/elevators within the District for their construction, installation, condition and operation. Boiler/Pressure Vessels Inspection Reports, Elevator Inspection Reports.

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Metro Parks Tacoma’s contracted concessionaires are inspected on a yearly basis by the TacomaPierce County Health Department for City and State code compliance. Food Service Inspection Reports.

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Metro Parks leases to one child care business, Little Village at People’s Community Center.

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Metro Parks leases concessions stands seasonally, so licensing will vary depending upon time of year. See attached for current Metro Parks Concession Permit on file.

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The Point Defiance Marina, as a provider of fuel, is required by the United States Environmental Protection Agency to have a SPR Plan (Spill Prevention and Response) completed every five years and the fueling station is required to have a station permit from the Tacoma Fire Department. In addition, the Marina has to receive an annual inspection from the Tacoma-Pierce County Health Department due to its designation as a “limited restaurant” as well as each employee is required to have a current food handlers card.

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Point Defiance Zoo & Aquarium and Northwest Trek Wildlife Park are accredited by The Association of Zoo & Aquarium (AZA) and are inspected every five years.

Evidence of Compliance: 1. ADA Audits 2. Alarm Licensing 3. Annual Fire Inspection Reports 4. Annual Performance Evaluation for Private Hydrants 5. Annual Sprinkler Systems Tests 6. Hood and Suppression Inspection Reports 7. Aquatic Facility Annual Operating Permits Page 137

Metro Parks Tacoma 8. 9. 10. 11. 12. 13. 14. 15. 16. 17. 18. 19.

Backflow Prevention Assembly Test Reports Boiler/Pressure Vessels Inspection Reports Elevator Inspection Reports Food Service Inspection Reports Little Village at Peopleâ&#x20AC;&#x2122;s Community Center Metro Parks Concession Permit Point Defiance Marina Spill Prevention and Response Plan (SPR) Point Defiance Marina Tacoma Fire Department Station Permit Point Defiance Marina Tacoma-Pierce County Annual Inspection Point Defiance Marina â&#x20AC;&#x201C; Food Handlers Permit verification Point Defiance Zoo & Aquarium Northwest Trek Wildlife Park

Agency Self Review:

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Visitor Comments: Visitor Evaluation:

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7.5.2 Preventive Maintenance Plan

Standard: There shall be a comprehensive preventative maintenance plan to provide periodic, scheduled inspections, assessment and repair, and replacement of infrastructure, systems and assets. This includes certifying, checking or testing for optimum operation based on applicable industry standards, local guidelines, city requirements and/or manufacturer's recommendation for maintenance and replacement of parks, with the intent to ensure that park assets are maintained for optimum use and safety and have the ability to reach or extend its full life cycle and expected return on investment. Suggested Evidence of Compliance: Provide the preventative maintenance plan and examples of detailed preventative maintenance programs for identified parks, recreation areas and facilities with special attention given to playground equipment, aquatic facilities, pedestrian pathways, building infrastructure and other high impact assets, along with copies of completed, recent inspections and safety checks for a sampling of facilities/areas. Parks and Recreation is responsible for the preventive maintenance and repair of all parks, recreation facilities, natural areas, amenities and infrastructure throughout the park system The Department has always performed systemic inspections and delivered preventive maintenance tasks through staff and/or service contracts. In 2014 Metro Parks Tacoma was successful in getting a bond passed. In its 2014 Capital Bond Project Description Metro Parks identified funding for System Efficiencies that includes technology upgrades to improve delivery of service to the public. Funding was earmarked in the Miscellaneous Technology Upgrades Funding Plan for an Enterprise Asset Management Software to continue the Districtâ&#x20AC;&#x2122;s efforts to further strategize, coordinate and advance agency wide consistency and efficiency in areas of capital planning, construction/project management, sustainability, preventive maintenance and systems

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Metro Parks Tacoma management. In 2018 Metro Parks Tacoma solicited proposals for Business Process Review & Enterprise Asset Management Implementation Strategy. The intention with creating a comprehensive Preventive Maintenance and Repair Plan is: o Identifies key facilities, systems and components that should be included within a preventive program; o Identifies the types and standards of preventive maintenance performed; o Describes the implementation and integration of preventive maintenance into general maintenance; o Identifies the utilization of a SMART (Scheduled Asset and Repair Team) and a work order management/database system to track repairs; o Clarifies external vs. internal service/preventive contracting; o Identifies phased goals and implementation strategies; o Identifies performance goals and indicators; o Centralizes inspection report forms and other procedural expectations for field staff. The locations or type of function referenced below are unique in their operations due to the specialization of their customer experience and services provided the complexity of their facilities and amenities as well as their ability to self-manage business functions as a separately established Enterprise Fund. These locations have their own business, operations and/or maintenance plans. •

Point Defiance Zoo & Aquarium and Northwest Trek Wildlife Park have extensive animal collections and are governed by the standards established through their accreditation from the Association of Zoos and Aquariums (AZA), which requires extensive documentation on collection management planning, care, maintenance, acquisition and disposition, staff training, education programming, emergency protocols, conservations efforts and more. Point Defiance Zoo and Aquarium – Maintenance Plan and Northwest Trek Wildlife Park – Maintenance Plan.

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Point Defiance Marina has a comprehensive Point Defiance Marina Business, Operations and Resource Management Plan which is available on site for review.

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The Parks & Recreation Departments’ Fleet Management Division oversees the preventative maintenance and repair of all district vehicles and large equipment in accordance with the Parks & Recreation Department Fleet Management Plan. Small equipment is pro-actively maintained through departmental procedures and standards as referenced in collective maintenance and operations plans.

Evidence of Compliance: 1. 2018 Completed Work Orders by Location Report 2. 2018 SMART Team Facility Schedule 3. Sample of Completed Facility Inspection Report Form 4. Sample of Swimming Pool Inspection Forms 5. Sampling of Completed Play Equipment Inspection Forms 6. Point Defiance Zoo and Aquarium – Maintenance Plan 7. Northwest Trek Wildlife Park – Maintenance Plan 8. Fleet Management Plan 9. 2014 Capital Bond Project Description 10. Miscellaneous Technology Upgrades Funding Plan 11. RFP for Business Process Review & Enterprise Asset Management Implementation Strategy

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Metro Parks Tacoma Agency Self Review:

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Visitor Comments: Visitor Evaluation:

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7.6 Fleet Management Plan

Standard: The agency shall have an established fleet management plan comprised of an inventory of all vehicles, rolling stock and other major equipment and inspection and replacement schedules. Suggested Evidence of Compliance: Provide fleet management plan. The Department of Parks and Recreation Fleet Management Division oversees the preventive maintenance, routine and major repair of all district vehicles and large equipment in accordance with the Parks & Recreation Fleet Management Plan; Lease Payback Schedule - 510 Internal Service Fund. The Department of Parks and Recreation Fleet Management Plan: o Provides policy and direction via strategic goals, district policies and operational goals; o Provides a current fleet and rolling stock inventory of all district vehicles; o Provides funding structures and replacement plans within the Internal Service or General Funds for Fleet Acquisition; o Develops and centralizes fleet maintenance procedures both routine and preventive; o Addresses fueling goals and procedures; o Clarifies the AVL (automatic vehicle locator) program and Smart Routes; o Identifies phased goals and implementation strategies; o Identifies performance goals and indicators; o Centralizes accident forms and other procedural expectations for field staff. Evidence of Compliance: 1. Parks & Recreation Department Fleet Management Plan 2. Lease Payback Schedule - 510 Internal Service Fund Agency Self Review:

Met

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Visitor Comments: Visitor Evaluation:

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7.7 Agency-Owned Equipment, Materials, Tools, and Supplies Policies and Procedures

Standard: There shall be policies and procedures for the management of and accountability for agency-owned equipment, materials, tools, and supplies, including procedures for purchase and distribution to authorized persons, proper training of appropriate personnel in use of equipment, safe and secure storage of equipment, and maintenance of all Page 140

Metro Parks Tacoma equipment in operational readiness and working order. Such property includes supplies, materials, tools, expendable items, vehicles, installed and mobile equipment, and personal wear items used by agency personnel. Suggested Evidence of Compliance: Provide policy and procedures regarding agency-owned equipment and property. Every Metro Parks Tacoma employee is responsible for the proper operation and care of all agencyowned equipment as established within individual job descriptions and further established in the district’s Workplace Requirements / Code of Conduct Policy, which states no employee may use, give away, trade or sell any Metro Parks Tacoma equipment, tools, material, merchandise or property for non-Metro Parks Tacoma purposes. All tools, equipment, materials, maps, plans, literature, digital and other images etc. bought or given to Metro Parks Tacoma or built, drawn or written on Metro Parks Tacoma work time are the property of Metro Parks Tacoma. Responsibility of assignment, training, utilization/distribution, replacement, inventory, maintenance, etc. of equipment is given to key supervisory staff throughout the system via job description expectations. Please see the attached job descriptions and yellow highlights within as a representative sampling: Program Supervisor, Maintenance Leader, Lead Zoo Grounds Maintenance Technician, Recreation Specialist, and Park Manager. The Parks & Recreation Department accounts, via visual inventory verification, for all nonfixed assets such as tools, small equipment, etc. between $500 and $4999 on every odd year to coincide with Metro Parks’ budget development process. The completed inventory is then analyzed by the management team for shrinkage, budget planning, re-distribution, Federal Emergency Management Agency (FEMA) storm reimbursement and more. Please see the most recent Parks & Recreation Non-Fixed $500-$4999 Asset Inventory. Upon hire and probation period, all Parks & Recreation employees go through safety orientation via individual work crews, which includes how to use equipment safely (including lifting); care and use of personal protective equipment specific to the position and vehicle safety, as well as management expectations.

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Several district policies and procedures further clarify employee expectations in the use of agency-owned equipment and property: •

Metro Parks’ Cell Phone Use Policy governs district cell phone usage, distribution, employee utilization and reimbursement.

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Information Technology Policy establishes guidelines for appropriate use of Metro Parks Tacoma's computer network, desktop computer systems and associated peripheral equipment, software, electronic communications and Internet access. This policy applies to all Metro Parks Tacoma departments, divisions, employees, volunteers, contractors and others who have been provided access to computer systems or other Information Technology resources owned by Metro Parks Tacoma.

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Due to the complexity and uniqueness of managing historical artifacts, Metro Parks has several policies relating to collections management and property therein. Fort Nisqually Collections Policy establishes collection ethics, acquisitions, loaning and deaccessions and the Historical and Cultural Assets Deaccession Policy establishes a process for the removal,

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Metro Parks Tacoma sale, relocation, and/or disposal of assets listed on the Metro Parks Tacoma Historic and Cultural Assets Inventory (HCAI). •

The Finance and Administrative Services Division is responsible for property control including inventory and fixed assets (over $5,000) per the Property and Equipment Policy which establishes when approval from the Board of Park Commissioners is required; provides for periodic reporting to the Board regarding the purchase or construction of property and equipment activity and outlines an administrative procedure to properly tag and control district inventory of property and equipment. Please see the most recent Metro Parks Tacoma Fixed > $5000 Asset Inventory.

•

Acquisition, distribution, and maintenance of all large equipment and vehicles is done through the Parks & Recreation Department and outlined in more detail within the Parks & Recreation Fleet Management Plan and further outlined in the Driving Policy.

Evidence of Compliance: • Workplace Requirements / Code of Conduct Policy No. 501.002 • Job Descriptions Samples: a. Program Supervisor b. Maintenance Leader c. Lead Zoo Grounds Maintenance Technician d. Recreation Specialist e. Park Manager • Non-Fixed $500-$4999 Asset Inventory • Cell Phone Use Policy • Information Technology Policy • Fort Nisqually Collections Policy • Historical and Cultural Assets Deaccession Policy • Property and Equipment Policy • Metro Parks Tacoma Fixed > $5000 Asset Inventory • Parks & Recreation Department Fleet Management Plan • Driving Policy Agency Self Review:

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Visitor Comments: Visitor Evaluation:

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7.7.1 Building Plans and Specifications

Standard: The agency shall have on file floor plans, specifications, and/or as-built drawings for major facilities constructed since 1965. These records contain information necessary for efficient programming, quality facility maintenance and effective capital project programming. Projects funded with funds from governmental grant programs such as LAWCON and UPARR place restrictions on use and disposition.

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Metro Parks Tacoma Suggested Evidence of Compliance: Provide evidence that plans and specifications for facilities with greater than 10,000 square feet of indoor space constructed since 1965 are on file. The District has maintained an archive inventory of all built assets. This inventory is maintained by the Contract Compliance and Office Coordinator. This role serves as our records officer. Metro Parks Tacoma Policy 200.004 Records Management states within the procedures: “Metro Parks Tacoma establishes the Records Management Procedures to manage records according to the provisions of the Public Records Act (RCW 40.14) and all other state and federal statutes and regulations that govern transfer of historically valuable records to the State Archives system; removal of non-current records from the active office area; provide protection and security backup of records essential to the department operation; disaster preparedness; provide system integrity and accessibility; and effectively comply with public disclosure requirements.” In addition to the archive inventory a GIS inventory was created to support asset mapping efforts whereas there are as-built drawings built into the program that is maintained by the GIS Supervisor and viewable to staff. Example of as-built come from Meadow Park Golf Course and People’s Community Center. Evidence 1. 2. 3. 4. 5. 6.

Contract Compliance and Office Coordinator Metro Parks Tacoma Policy 200.004 Records Management GIS inventory GIS Supervisor As-built drawing Meadow Park Golf Course As-built drawing People’s Community Center

Agency Self Review:

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Visitor Comments: Visitor Evaluation:

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7.7.2 Land and Lease Records

Standard: The agency shall have records on file of all lands owned or property leased by or for the agency. Each record shall include ownership, leases, legal description, and easements and covenants that restrict use or disposition. The records shall also include date and manner of acquisition. The manner of acquisition can limit right to use and dispose of parkland, for example acquisitions funded with funds from governmental grant programs such as LAWCON and UPARR place restrictions. Gifts and bequests often contain restrictive covenants that reflect the desires of donors. Suggested Evidence of Compliance: Provide evidence that land records for land acquired since 1965 are on file.

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Metro Parks Tacoma Metro Parks Tacoma Real Estate Lease Policy 100.014 purpose states: •

“The district has the opportunity to utilize properties and buildings for service delivery and to increase access and community benefit. The Board of Park Commissioners, according to federal and state laws and regulations, hereby establishes a policy to lease public spaces in order to provide core recreational programs or complimentary community services that meets the Tacoma resident’s needs or desires and that maximizes the district’s revenue potential.”

The agency, in compliance with records management, keeps all records on file to demonstrate that the agency is accountable to its citizens for its use of public dollars but to also manage records according to the provisions of the Public Records Act (RCW 40.14). These records are maintained by the Contract Compliance and Office Coordinator. This role serves as MPT’s records officer. Metro Parks Tacoma takes the maintaining of records Policy 200.004 Records Management states within the procedures: An organized system of records management is important, because it not only facilitates access to the records, but because the absence of such a system can cost an agency substantial amounts of money. If you cannot find your records when you need them, the search will cost money. If you do not provide a record to a requester because you could not find it, your agency could face monetary sanctions under the Public Disclosure Act or in litigation. Finally, the failure to dispose of records in a timely fashion can result in unnecessary costs. Examples of leases that were signed are Korean Women’s Association Lease of Portland Ave Community Center and Tacoma Yacht Club. Evidence 1. Metro Parks Tacoma Real Estate Lease Policy 100.014 2. Public Records Act (RCW 40.14) 3. Contract Compliance and Office Coordinator 4. Policy 200.004 Records Management 5. Korean Women’s Association Lease of Portland Ave Community Center 6. Tacoma Yacht Club lease Agency Self Review:

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Visitor Comments: Visitor Evaluation:

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7.8 Environmental Sustainability Policy and Program

Standard: The agency shall have an established policy on environmental sustainability that states the agency position on energy and resource conservation. The policy should address sustainable product purchasing; reduction and handling of waste; wise use and protection of 51 land, air, water and wildlife; and sustainable design/construction of buildings and facilities.

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Metro Parks Tacoma Suggested Evidence of Compliance: Provide the agency’s environmental sustainability policy and examples of projects and initiatives that demonstrate the agency’s commitment to implementation. Examples include ecosystem and green infrastructure plans/programs, capital improvements utilizing green/sustainable designs, carbon footprint analysis and reduction goals, internal/external communication and outreach programs. The Metro Parks Tacoma Strategic Master Plan (updated 2018) contains a number of Key Performance Indicators, including fully implementing goals outlined in the 2016-18 Environmental Sustainability Plan (pg. 17). Environmental Sustainability – A District Initiative The 2016-2018 MPT Environmental Sustainability Plan defines the agency’s approach to managing its environmental sustainability efforts. It sets forth that sustainability at MPT is defined as “meeting the needs of the present without compromising the ability of future generations to meet their own needs.” Furthermore, the MPT Stewardship and Sustainability Policy states that the District’s sustainable practices shall “reduce initial and ongoing adverse impacts to the environment, protect or increase the ecological function of landscapes and natural areas, and provide comfort, health and safety of park facility visitors and staff .” In addition, the policy also calls upon MPT to be a leader among peers and set an example for the community. The 2016-2018 MPT Environmental Sustainability Plan identifies key areas for improvement and outlines specific strategies. The plan primarily focuses on internal MPT operations and links sustainable actions to fiscal savings. The goal is to facilitate meaningful change. Although MPT leaders and staff members are the primary audience, similar agencies and the public may benefit from it as well. The plan was written with input from sustainability managers with the City of Tacoma’s and Pierce County. Much of the Environmental Sustainability Plan’s implementation is in the hands of maintenance staff in our parks and zoological departments. Due to staffing turnover and shortages, the position assigned to coordinating this effort across the district was upgraded in the 2019-20 budget and reassigned to the Planning Development Department. Recruitment is expected to begin in the second quarter of 2019. Park and Landscape Management- Natural Areas Metro Parks Tacoma is fortunate to steward a variety of native ecosystems: old-growth forest, oak woodlands, wetlands, lakes, streams, and shorelines. The Parks & Recreation Department of MPT is the lead department that provides, preserves, protects and promotes stewardship and sustainability of its valuable natural resources throughout the park system and provides management, planning and oversight, partnership and steward coordination, routine maintenance and operations and education and conservation in all natural resource areas within the park system. An example is the Natural Resources Division 20172018 Work Plan. MPT has been slowly growing the number of parks it maintains without the use of pesticides. As of 2019, the district has 10 pesticide-free parks. To reduce the need for pesticides, the district uses mechanical techniques to mow, mulch, seal cracks and weed by hand. Maintenance staff identify specific weed species and know which control methods are most effective on each. Because weeding mulching are more labor intensive and expensive, MPT often enlists youth crews, jail crews and volunteers to help with large projects. The Habitat Corridors described in the One Tacoma: Comprehensive Plan Chapter 4; Environment Watershed Health rely heavily upon Metro Parks-owned land. MPT is an active member of the Green Tacoma Partnership that is implementing the city-wide Open Space Habitat and Recreation Element, which identifies specific open space parcels to be maintained throughout the City. Page 145

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The Green Tacoma Partnership is a public-private partnership between the City of Tacoma, Metro Parks, the nonprofit conservation groups like Forterra, residents, educational organizations, neighborhood groups, faith-based organizations, and businesses all working together to sustain a viable healthy network of natural green spaces throughout Tacoma. The Partnership aims to restore and maintain 1,881 acres of Tacoma's green space over the next 20 years. By working with local park restoration groups, the Green Tacoma Partnership supports hands-on restoration of local green spaces. Restoration work parties take place continually throughout the year; this work is integral to the restoration of Tacoma’s green spaces. MPT administers and promotes this program through its Citizens Helping Improve Parks (CHIP-In) program. A schedule of work parties and events is maintained on the program’s website. Metro Parks’ CHIP In! stewardship groups known as “habitat stewards” are groups of volunteers with restoration interests in specific sites or programs. Stewards assist with resource management and program delivery and work cooperatively with Parks & Recreation staff in the restoration and maintenance of key natural areas, adhering to site specific stewardship and management plans. Metro Parks worked with the City of Tacoma to modify their critical area preservation ordinances to allow land owners to receive permits that allow habitat restoration to occur over a longer period of time than previously allowed. Stewardship plans provide the regulatory agencies the certainty that critical areas are managed thoughtfully and carefully within the parameters established by the ordinance. Sample stewardship plans include the McKinley Stewardship Plan and the Puget Creek Natural Area Management Plan. As part of its ongoing planning efforts, the City of Tacoma’s Strategic 20-Year Passive Open Space Plan (2017) identifies MPT’s partnership with the City in supporting and managing natural areas at Julia’s Gulch and Wapato Hills. Trails Trails provide recreation opportunities for walkers, bicyclist, joggers, skaters, hikers, and birdwatchers. Trails are constructed in a manner that minimizes the impact of human traffic in park natural areas and protects sensitive wildlife habitat while at the same time enhancing the visitor experience as identified in the Metro Parks Tacoma Trail Management Plan (2012). This plan provides a management framework and associated strategic tools that guide Metro Parks in the management of its trail inventory. Zoological and Environmental Education Department (ZEED) Within ZEED is the Department of Conservation Engagement that spearheads many of MPT’s programmatic conservation efforts. Conservation Engagement establishes philosophical and budget support for the expansion of the conservation mission of MPT, extending beyond ZEED facilities. Wildlife Champions is a great example of ZEED’s work. This program is embedded within Arlington Elementary School to give students outdoor classroom exercises that help them develop empathy for animals so they become better students of their natural neighborhood. The program works with over 450 students through curriculum developed jointly by MPT staff and teachers. Conservation Engagement staff also lead the Save our Seas Initiative which is currently focused on reducing plastic use, such as through single -use plastics, and plastic bags. The Save our Seas Initiative helps inform communities of the adjustments they can make in their daily life to reduce plastic use, and has helped communities engage with the state legislature to support bills that would ban or reduce singleuse plastics, and plastic bags. Save Our Seas has also been a supporter and leader in the Ocean Friendly Restaurants campaign that encourages restaurants to pledge to reduce their use of single-use plastics. Last year the Point Defiance Zoo & Aquarium invited Washed Ashore to showcase art that builds awareness Page 146

Metro Parks Tacoma on ocean plastics pollution (watch the Steve the Weedy Sea Dragon). Conservation Engagement is also focused on building conservation awareness through the visitor experience in ZEED properties with keeper talks, the Wild Wonders Outdoor Theater, and more. Evidence of Compliance: 1. 6 Year Strategic Master Plan (updated 2018) 2. One Tacoma: Comprehensive Plan Chapter 4; Environment Watershed Health 3. City of Tacomaâ&#x20AC;&#x2122;s Strategic 20-Year Passive Open Space Plan (2017) 4. Green Tacoma Partnership 5. Natural Resources Division 2017-2018 Work Plan. 6. Pesticide Free Parks 7. McKinley Stewardship Plan 8. Puget Creek Natural Area Management Plan. 9. Metro Parks Tacoma Urban Forestry Plan (2011-2015), 10. Point Defiance Fire Management Plan 11. Tree Trimming Policy 12. Surplus and Removal of Wood Material from Park Lands Policy 13. Forest Management Plan (2008) 14. Wapato Park Wetland Mitigation Plan (2009). 15. Metro Parks Tacoma Trail Management Plan (2012) 16. Department of Conservation Engagement 17. Wildlife Champions- Arlington Elementary School 18. Save Our Seas Initiative 19. Ocean Friendly Restaurants Letter 20. Visitor's Interpretive Program 21. Temporary Art Exhibit- Ocean Plastic Pollution Agency Self Review:

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Visitor Comments: Visitor Evaluation:

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7.9 Natural Resource Management Plans and Procedures

Standard: There shall be natural resource management plans for environmentally unique or sensitive areas such as valuable wetlands, riverbanks and woodlands and there shall be environmental protection procedures, such as for erosion control, conduct of nature studies, wildlife and habitat preservation, and protection of water supply reservoirs and water recharge areas. Even if the agency does not own or control the natural resource, there shall be procedures to encourage and ensure environmental stewardship through volunteer steward programs and/or interpretive education and other learning opportunities. The agency should work with other agencies to meet and promote environmentally sound maintenance and land management standards. Suggested Evidence of Compliance: Provide the natural resource management plan(s) and procedures and examples of outreach and education.

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Metro Parks Tacoma Metro Parks strives to be an ethical and responsible steward of Tacoma's financial, physical, natural, environmental, historical and cultural park resources through sound management and best practices. One of Metro Parks’ core values is sustainability; “meeting the needs of the present without compromising the ability of future generations to meet their own needs” Metro Parks believes that all decisions have longterm and regional impacts on the environment, society, culture and economy. We commit to practicing sustainability by considering the full range of defined impacts in order to make balanced and responsible decisions. Referenced within the Strategic Master Plan (updated 2018), in Section 1.3.3, Values, includes “Sustainability. MPT shares United Nations’ understanding of sustainability to mean “meeting the needs of the present without compromising the ability of future generations to meet their own needs”. MPT believes that all decisions will have long-term and regional impacts on the environment, society, culture and economy. We commit to practicing sustainability by considering a full range of defined impacts in order to make balanced and responsible decisions.” Metro Parks created the Stewardship and Sustainability Policy, stating “Metro Parks Tacoma strives to be a leader among its governmental peers and to set the example for non-profit and for-profit organizations within our region with regard to stewardship and sustainability of our park lands and facilities, efficient use of public dollars, excellence in educational programming and conservation of resources to deliver the programs and products district tax payers have come to expect.” The policy established the following key goals: 1. Minimize waste of water and energy. 2. Reduce waste production/promote recycling. 3. Maintain a healthy environment in Tacoma through protection and management of green spaces, including lawns, gardens and natural areas. 4. Reduce the pollution and greenhouse gases emitted from District operations. The recommendations and findings of the audit and goals identified above set many new project initiatives and practices into daily operations, such as: •

The creation of a Metro Parks Tacoma, cross departmental green/sustainability team, the Sustainability Workgroup, that focuses on: o o

o o o

Advocacy – the Sustainability Workgroup is the basic vehicle for advancing recommendations & suggestions to the Executive Cabinet (EC) for initiatives that relate to the District's Stewardship & Sustainability Policy. Action- the Sustainability Workgroup's primary responsibility is to act as a change agent for the District for matters that relate to sustainability. Through the advancement of various initiatives and targeted communications, the workgroup affects behavioral and cultural change both internally at Metro Parks and externally with Tacoma's citizens. Action- upon EC Approval, the Workgroup has the responsibility to operationalize initiatives, as well as track the data necessary to effectively gauge the District's progress toward the goals outlined in the District's Stewardship & Sustainability Policy. Knowledge Inventory- the Workgroup maintains the District's "Sustainable Action's Inventory", which is the primary tool that the District uses to communicate the width and breadth of Metro Parks Tacoma's sustainability ethic. Knowledge Sharing- the Workgroup serves as the District's resource on best management practices and related actions that collectively implement the District's Stewardship & Sustainability Policy. Page 148

Metro Parks Tacoma o

Reporting – on an annual basis, the Workgroup produces and reports to the EC and the Park Board on the District's performance as it relates to the District's Stewardship & Sustainability Policy.

In 2015, Metro Parks Tacoma adopted an Environmental Sustainability Plan. The plan is a three-year road map to help Metro Parks outline how to be a sustainable organization. “This plan is divided into sections that reflect Metro Parks Tacoma’s organization and operations and how they influence MPT’s overall environmental impact. In order to track progress and evaluate performance, targets have been identified in each of the four sustainable practice categories: engagement and education; parks and outdoor areas; facilities and buildings; and transportation and fuels.” •

Metro Parks completed an Economic Impact Study - Phase I - January 2010 which provided an examination of how our parks system contributes to tourism, property values and local visitor spending and then completed an Economic Impact Study Phase II – Dec 2011 which provided a valuation assessment of the annual economic benefits of our parks system's natural and social capital. A critical goal of the combined study was to define how Metro Parks Tacoma's environmental and fiscal stewardship efforts effectively preserve, protect and enhance community benefits related to recreation and aesthetic value, restoration activities, air purification, storm management and climate regulation provided by our parks system.

•

Through Metro Parks’ Brand Guide, the agency has several strategic goals that support sustainability: o

Developing distribution plans to minimize waste. Metro Parks is committed to minimizing waste by avoiding the trap of printing volumes of unused materials which simply end up being recycled. It is easy to fall into the trap of purchasing an overabundance of printed materials, due to nominal cost differences in bulk quantities. To minimize this tendency prior to printing, staff develop comprehensive distribution plans to effectively estimate the number of printed pieces needed for every project. At least once annually, MarCom cross departmental team members will discuss distribution methods and outlets to evaluate the effectiveness of current tools and explore alternative distribution options that support our environmental conservation goals.

Using electronic tools as an alternative to printed communications. In consideration of our commitment to the environment and cost-effective delivery of services to the public, we explore opportunities to replace materials that have historically been printed with electronic communication. In conjunction with this effort, we are also be mindful of the resources available to our customers and offer information through alternative vehicles to ensure that we are inclusive in our marketing and outreach efforts. For example, the Metro Parks Today e-newsletter, the Park Bench Employee newsletter and the agency policy and procedure manual all used to be printed on a regular basis.

•

Green operational practices are used throughout all departments of the district such as turf conversions of under-utilized turf, using organic/green cleaning chemicals, organic fertilizer on identified fields, recycling of materials, excess food and food waste, etc.

•

Metro Parks Tacoma continues to drive positive change with the installation of five new electric vehicle (EV) charging stations available for public and staff use. Electric and/or hybrid vehicles were added to the district’s fleet pool in an effort to reduce carbon output putting alternative Page 149

Metro Parks Tacoma vehicles at 11% of the entire fleet. Zero emission electric vehicles help the district work towards cleaner air and water goals. •

Green purchasing practices incorporated into Metro Parks’ Purchasing Policy No. 100.003, under Section III, stating that consideration will be given to suppliers offering to provide materials, supplies, or equipment considered to be “green” when making purchasing decisions, whenever it is practically and financially appropriate. Guidelines for applying this policy are set forth in the State of Washington Environmentally Preferable Purchasing Guide.

•

Metro Parks, in cooperation with State of Washington General Administration, executed an Investment Grade Audit which resulted in completing energy efficient upgrades and improvements at 24 facilities throughout the district for the replacement of aging infrastructure and other projects that created operational efficiencies while providing guaranteed energy savings. See attached project update on page five, Johnson Controls & Washington State Department of Enterprise Services Project Update

•

The Point Defiance Marina is a 5-Star Clean Marina. 5-star certification requires marinas to demonstrate they are a proactive leader committed to preventing waste and spreading an ethic of environmental responsibility, as well as performing best business practices within the industry. This program is renewed and inspected annually.

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A Green Construction / Sustainability Considerations section is included in Capital Project Scope Definition Form used by the Planning, Design and Development Department and other departments where larger scale scopes are required. A sustainability checklist is used to direct reuse and recycling of materials and diversion of recyclables from landfill disposal. Redirection of recovered resources back to the manufacturing process is encouraged when possible.

•

Conservation is part of the core mission for Point Defiance Zoo & Aquarium (PDZA) and NW Trek Wildlife Park (NWT); the facilities have made significant contributions to the conservation and protection of the species that they exhibit. PDZA Conservation Engagement Department Plan 2017; PDZA Conservation Messaging

Evidence of Compliance: 1. Strategic Master Plan (Updated 2018) 2. Stewardship and Sustainability Policy No. 200.017 3. Economic Impact Study - Phase I - January 2010 4. Economic Impact Study Phase II – Dec 2011 5. Metro Parks’ Brand Guide 6. Purchasing Policy No. 100.003 7. Johnson Controls & Washington State Department of Enterprise Services Project Update 8. Point Defiance Marina is a 5-Star EnviroStars Clean Marina 9. Capital Project Scope Definition Form o Sample sustainability checklist – Wapato Phase 2 10. PDZA Conservation Engagement Department Plan 2017 11. PDZA Conservation Messaging 12. Environmental Sustainability Plan 2015 Agency Self Review:

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Metro Parks Tacoma Visitor Comments: Visitor Evaluation:

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7.9.1 Recycling and/or Zero Waste Plan

Standard: There shall be a recycling and/or zero waste plan for park and recreation facilities and administrative offices that is systematically monitored and periodically reviewed. The plan shall also include an educational component for both users and employees. The recycling and/or zero waste plan should include all major products suitable for recycling in the given region with an emphasis on making the recycling process easy and convenient for park and recreation users. Suggested Evidence of Compliance: Provide a description of the recycling and/or zero waste plan for facilities and administrative offices and provide the last review with statistics on the amounts of materials recycled or the percent of total waste recycled for the most recent reporting period. In 2015, Metro Parks Tacoma adopted an Environmental Sustainability Plan. The plan is a three-year road map to help Metro Parks outline how to be a sustainable organization. The plan calls out waste management. In section 3.4 Waste Management MPT outlines current practices, baselines, and targets. “Current Practices: Recycling is currently available in all office spaces and at most MPT facilities. But public facilities lack interpretive signs to explain recycling to visitors. Internally, employees lack consistent information about recycling (see Chapter 1). Many facilities have water fountains, but few water bottle filling stations exist. Unfortunately, the volume of garbage and recycling is not measured at every facility, so tracking waste is more difficult than energy or water.” “Baseline: More tracking is necessary in order to establish a quantifiable baseline for waste at MPT. Currently landfill waste or material that is recycled is not measured.” “Targets: Reduce the amount of waste sent to the landfill by using fewer disposable products, such as paper, and recycling whenever possible. Ensure that recycling is always an alternative to waste disposal at MPT buildings and attractions, for both guests and employees.” An example of what we have done to further move to our target s reducing single use plastics. With this initiative this has enabled us to reduce waste. The Northwest Trek Wildlife Park site says “Point Defiance Zoo & Aquarium, Northwest Trek Wildlife Park, Lancer Hospitality, and Wildlife Trading Company have joined forces to reduce single-use plastics. We don’t provide plastic bottles, plastic lids, or straws in our cafes. We installed water bottle filling stations to make it easy for guests to have fresh water. And we don’t use plastic bags in our gift shop.” Metro Parks is a part of the Surfrider Foundation South Sound Chapter. The “coalition is working together to increase awareness, reduce plastic pollution, and help drive social change.” Metro Parks Tacoma supports of the Ocean Friendly Restaurants program. The program has four mandatory criteria: 1. No expanded polystyrene (EPS) foam is used. 2. Proper recycling practices are followed. 3. Only reusable tableware is used for onsite dining, and disposable utensils for takeout food are provided only upon request. 4. No plastic bags are offered for takeout orders. Page 151

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Involvement in the Ocean Friendly Restaurants program is partially thanks to the Department of Conservation Engagement in ZEED. Conservation Engagement is continually discovering new programming and opportunities to engage with Zoo and Trek visitors, and members of our communities to build empathy for wildlife, promote conservation practices, and raise awareness of community’s carbon footprints. Conservation Engagement has multiple efforts that have helped promote recycling and zero waste, one high profile example from 2017 was partnering with Washed Ashore, a non-profit that builds art exhibits that raise awareness of ocean plastic pollution, watch Steve the Weedy Sea Dragon in Point Defiance Zoo. With a commitment to recycling and reducing waste Metro Parks Tacoma continues to invest in equipment. As of 2018 we have a total of 11 Bigbelly Smart Waste & Recycling System units. On the Big belly bins we have graphics that state: • • •

“Managing our resources wisely, and acting responsibly to protect our park lands and waterways for the future.” “Compacting garbage means fewer trips to the landfill.” “Recycling bottles, cans, & paper saves our natural resources.”

Evidence of Compliance: 1. Environmental Sustainability Plan. 2. Northwest Trek Wildlife Park 3. Surfrider Foundation 4. Ocean Friendly Restaurants 5. Bigbelly Smart Waste & Recycling 6. Big Belly Agency Self Review: Met Not Met Visitor Comments: Visitor Evaluation:

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7.10 Maintenance Personnel Assignment Procedures

Standard: The agency shall have procedures for the assignment of competent personnel with clearly defined duties for routine maintenance, repairs, and improvement of areas, facilities, and equipment, including responsibility for general cleanliness and overall attractiveness. Effective maintenance of grounds and facilities requires the selection, training, and supervision of workers in a wide variety of tasks ranging from seasonal laborers to skilled trades. Supervisory staff must be able to focus on maintenance management, such as workload control, as well as supervise the technical details of maintenance work. Suggested Evidence of Compliance: Provide examples of methods used by the agency to assign staff. Metro Parks Tacoma uses its organizational structure for the assignment of maintenance personnel, which is hierarchical and assigns supervisory accountability at all levels. The majority of maintenance performed is categorized first by the department, and then by the division responsible for the particular Page 152

Metro Parks Tacoma maintenance task performed, which varies depending on location, adopted maintenance levels of service, complexity of infrastructure, public demand, etc. Metro Parks Tacoma employs personnel with specific skill sets. Certain positions within the agency require certifications or verifiable expertise. State certifications are required for staff that performs work on electrical, HVAC, boiler, plumbing systems, or welding within the maintenance fabrication shop. Metro Parks Tacoma management works with the assistance of the Human Resources division to obtain the best-qualified maintenance staff possible; offering competitive pay and benefits, which in turn attracts a large pool of applicants. Human Resources perform job classification surveys periodically to ensure Metro Parks Tacoma is competitive with wages and benefits. Supervisors draw on the experience of staff and job description expectations to develop maintenance schedules by aligning and grouping services together. Supervision, training and assignment of staff are performed by departmental management and field supervisors upon hire and on-going throughout employment. The supervisor also ensures that staff with relatively limited experience is given the opportunity to develop the skills necessary to perform more advanced tasks. In addition, all district maintenance staff is governed by the Labor Agreement with IUOE 2016 which identifies many rules and guidelines for general scheduling, hour limits, over time and operational details that must be adhered to. Supervisory staff are trained upon renewal of the union contract to better understand these rules when scheduling and assigning tasks. •

Parks and Recreation is responsible for the daily, weekly and seasonal maintenance of physical amenities within all neighborhood, community, signature/regional parks, natural areas and facilities using a hierarchy classification of maintenance and adopted maintenance standards and frequencies, as identified in the Maintenance and Operations Manual, June 2017. Parks & Recreation Department allocates its staff using a geographic staff team approach as referenced in the 2018 Geographic Service Areas and its Parks & Recreation Organizational Chart. The P&R Recreation also uses the P&R Work Order System to assign specialized trades work throughout the system through a prioritization process. P&R staff track their time by location every quarter hour whenever on-shift. See attached 2016 Costs per Acre-Park-Classification Reports. This information is reviewed by Parks & Recreation, along with maintenance public surveys and onsite field inspections of service delivery in an effort to continually be pro-active in adapting maintenance assignments and tasks to deliver an equitable system based on adopted levels of service.

•

The Parks & Recreation Department is responsible for custodial services with responsibilities including restroom cleaning, floor cleaning, emptying of waste/recycling receptacles, window cleaning, etc. through both career and part-time employees and the utilization of external custodial contracts. Facility supervisors are responsible for establishing custodial schedules and assignments according to RCS Custodial Tasks and Schedules.

•

Enterprise and/or specialized locations assign their maintenance staff based on revenue goals, public demand, quality of customer experience and each location’s individual maintenance standards and operations plans. Staff are assigned to specific maintenance functions using specific maintenance resource plans as guides. See the PDZA Maintenance Program.

Evidence of Compliance: 1. Labor Agreement with IUOE 2016 o Roster of Recent Supervisory Training on the Union Contract Page 153

Metro Parks Tacoma 2. 3. 4. 5. 6. 7. 8.

Geographic Service Areas Parks & Recreation Organizational Chart Work Order System 2016 All-Staff Presentation Highlighting Maintenance Survey Information 2016 Costs per Acre-Park-Classification Reports RCS Custodial Tasks and Schedules PDZA Maintenance Program

Agency Self Review:

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Visitor Comments: Visitor Evaluation:

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7.11 Capital Asset Depreciation and Replacement Schedule

Standard: The agency shall have an established depreciation and replacement schedule for all park and recreation capital assets including buildings, facilities, and equipment that have predictable life cycles. Schedules should identify the useful life of each element and the associated costs of replacement. Capital asset depreciation and replacement schedules, including projected costs of replacement, should be reflected in the agency’s financial plan. Suggested Evidence of Compliance: Provide the capital asset depreciation and replacement schedule. Capital assets such as buildings, facilities, equipment and fleet greater than $5,000 in value, as defined in the Property and Equipment Policy, are all identified and tagged in the district’s accounting system. Assets are later identified for replacement, when applicable, through the Metro Parks 2019-2024 Capital Improvement Plan (CIP) as part of the bi-annual budget process per the Comprehensive Financial Management Policy, which states “Reinvestment in capital assets is a necessity to a growing concern. Budget consideration must be given to the varying life cycles of assets and therefore must include major repair and replacement of capital assets.” Assets are evaluated and prioritized for request based on age, depreciated value, useful life and general condition. New projects are then prioritized based on need and alignment with approved plans and district priorities. As another source of life cycle tracking and replacement, the Parks & Recreation Department has contracted with a consultant to assess critical systems within the park system with regard to preventive maintenance and life cycle replacement. The consultant will conduct a comprehensive business process review of existing tasks, workflows, processes, and business systems to prepare Metro Parks Tacoma for implementation of an Enterprise Management System implementation. Below is the Request for Proposal for the Business Process Review & the proposed Enterprise Asset Management Implementation Strategy from vendor AMCL, which was selected. Metro Parks Tacoma also produced the 10-year Spray-grounds Preventative Maintenance and Replacement Plan. Information within this plan is used when providing feedback for the updating of the Metro Parks Capital Improvement Plan. The Information Technology Division follows a similar process for computers and keeps a detailed inventory of desktops and laptops through the Metro Parks Computer Inventory and maintains software Page 154

Metro Parks Tacoma licensing information centrally for certain network software applications and for desktop applications copyrighted by Microsoft and Adobe and recommends replacement schedules during each budget development process which is then prioritized through the process based on need and alignment with approved plans and district priorities. Metro Parks Tacoma is developing a comprehensive Geographic Information Systems (GIS) asset inventory of all assets within the park system, with twenty different types of assets including above and below-ground managed through a life cycle and condition assessment rating system to help project future capital improvements and/or major maintenance as stated within the P&R 100.004 Asset Condition Assessment Criteria procedures. The Geographic Information Systems (GIS) unit also maintains a database that includes District drawings. Examples of GIS Asset Inventory Maps include Wright Park’s above-ground asset inventory with an attribute list of the trails/circulation. The last is a screenshot of GIS Asset Inventory Maps for Wright Park’s below-ground asset inventory with an attribute list of the irrigation line. Replacement of all fleet and large equipment is addressed through the Parks & Recreation Fleet Management Plan for vehicles and large capital equipment. The Metro Parks Depreciation Schedule (both depreciated and non-depreciated) was completed when preparing the 2017 Comprehensive Annual Financial Reports by the Finance and Administrative Services Division, which is an annual, reoccurring process upon completion of each fiscal year. Evidence of Compliance: 1. Property and Equipment Policy 2. Comprehensive Financial Management Policy 3. 2019-2024 Capital Improvement Plan 4. Request for Proposal for the Business Process Review 5. Enterprise Asset Management Implementation Strategy and the vendor AMCL 6. 10-year Spray-grounds Preventive Maintenance and Replacement Plan 7. Metro Parks Computer Inventory 8. 100.004 Asset Condition Assessment Criteria procedures 9. GIS District drawings 10. GIS Inventory Samples: o GIS Asset Inventory Maps include Wright Park’s above ground asset inventory o GIS Asset Inventory Maps for Wright Park’s belowground asset inventory 11. Department of Parks and Recreation Fleet Management Plan, Dec 2017 12. 2017 Metro Parks Depreciation Schedule Agency Self Review:

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Visitor Comments: Visitor Evaluation:

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VISITATION REPORT SUMMARY FOR CATEGORY 7.0 – FACILITY AND LAND USE MANAGEMENT Page 155

Metro Parks Tacoma

Reviewed By: (Visitor Name) Unmet Standards: (List the Standard # and Name)

ď&#x201A;Ť:

Provide clarification for all unmet fundamental standards

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8.0 PUBLIC SAFETY, LAW ENFORCEMENT AND SECURITY NOTE: Standards marked with a star () are fundamental standards, and are required of all agencies seeking accreditation.

8.1 Codes, Laws and Ordinances

Standard: Public safety and law enforcement within parks and recreation areas and facilities shall be governed by codes, laws, and ordinances, some of which may be enacted specifically for the control and management of parks and recreation areas and facilities. The codes, laws and ordinances shall be posted or readily available to park patrons. Suggested Evidence of Compliance: Provide documentation of the codes, laws, and ordinances that pertain specifically to areas and facilities under the jurisdiction of the agency and describe how they are posted or otherwise readily available to park patrons. Due to the jurisdiction and boundaries of Metro Parks Tacoma, the agency works with several different law authorities in the creation and management of general laws, ordinances and regulations, which vary depending on location. •

The Tacoma Police Department governs majority of properties within Metro Parks’ boundary area, through the Tacoma Municipal Code, which has a specific chapter that addresses park lands and recreation activities, Chapter 8.27, Park Code.

•

The Pierce County Sheriff's Department governs all areas of unincorporated Pierce County, which includes Dash Point Park, Browns Point Lighthouse Park and Browns Point Playfield and some parcels of Swan Creek Park, through its Pierce County Code, which also has a specific chapter that address parks and recreation, the Pierce County Code, Title 14 – Parks and Recreation.

•

The City of Ruston governs a small town located within the City of Tacoma and is governed through its Ruston Municipal Code. Although there are no parks within the City of Ruston’s boundaries that are part of Metro Parks’ responsibility, the city is adjacent to Point Defiance Park and the Ruston Way waterfront and therefore requires communication and collaboration depending on activities and events.

All commissioned law enforcement (peace) officers within the State of Washington have the ability to enforce laws among general authority local, state and federal agencies through RCW 10.93 Washington Mutual Aid Peace Officers Powers Act, which authorizes general authority law enforcement officers with appropriate training certificates (or exemptions therefrom) to enforce criminal or traffic laws any place in the state upon the prior written consent of the sheriff or chief of police in whose primary territorial jurisdiction where the exercise of powers occurs. This allows multi-jurisdictional law enforcement (peace) coverage throughout Metro Parks’ boundaries. Park codes are posted on signs in many parks and are prominently displayed near playgrounds, walking paths, and scenic viewpoints. Provided as evidence is a picture from Manitou Park.

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Metro Parks Tacoma Evidence of Compliance: 1. Tacoma Municipal Code 2. Chapter 8.27, Park Code 3. Pierce County Code 4. Pierce County Code, Title 14 – Parks and Recreation 5. RCW 10.93 Washington Mutual Aid Peace Officers Powers Act 6. Picture of park signage, Manitou Park Agency Self Review:

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Visitor Comments: Visitor Evaluation:

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8.1.1 Staff Liaison to Law Enforcement Officers

Standard: There shall be established liaison assignments for agency staff to the official law enforcement officers providing public safety and law enforcement service to the agency. Suggested Evidence of Compliance: Provide current documentation of staff liaison assignment(s) with the law enforcement authority responsible for enforcement of laws and ordinances within the parks and recreation areas and facilities. The authority to regulate, manage and control parks, parkways, etc., has been delegated to Metro Parks Tacoma by the State of Washington, through RCW 35.61.130, Eminent Domain — Park commissioners' authority. However, Metro Parks Tacoma does not have an in-house enforcement division such as park rangers with enforcement authority or park police; they rely on their local law enforcement agencies to act as the official law enforcement within its established park boundaries. By nature of the course of business within Metro Parks Tacoma and the extensive areas of services, staff interacts with the appropriate police department at many levels throughout the organization. The Park Board approved the Metro Parks Tacoma Authority of the Board and Executive Director, Policy No. 511.001 which delegated their authority “to be responsible for the proper execution of polices and direction set by the Board for the enforcement of local, state and federal laws and regulations impacting Metro Parks Tacoma” to the Executive Director, as well as referencing and delegating authority to assign tasks and core functions of the district in the Executive Director Job Description, “administer and coordinate the functions and activities of major departments to assure the efficient and effective operations of park district facilities.” In addition, the Executive Director and/or his or her designee are referenced throughout Chapter 8.27, Park Code, as having authority to waive any said regulation and/or to add more protections and procedures where applicable. The Executive Director authorizes his designee, the Parks & Recreation Director or her designee, to act as Metro Parks’ liaison for all law enforcement with outside jurisdictions that enforce laws and regulations within park district boundaries. This is stated formally through the Park Manager Job Description, which is written specifically as follows: "Provide and manage security services for parks and facilities. Communicate and coordinate with law enforcement and public safety agencies and officials." The Parks & Recreation Director and/or his or her designee communicate on a regular basis with local law enforcement authorities and provide regular updates to the Board of Park Commissioners on issues or Page 158

Metro Parks Tacoma activities happening within the district’s boundaries: Metro Parks Board Meeting Minutes- April 10, 2017 (page 2). This authority is further defined within the PNR Administrative Policy No. 100.005 Parks & Natural Resources Law Enforcement and Contracted Security Liaison. When appropriate, other Park and Recreation staff members are always able to attend meetings to discuss their concerns directly with law enforcement personnel and/or have internal processes which coordinate directly with local law enforcement such as large regional events, traffic control plans, etc. Evidence of Compliance: 1. RCW 35.61.130, Eminent Domain 2. Authority of the Board and Executive Director, Policy No. 511.001 3. Executive Director Job Description 4. Chapter 8.27, Park Code 5. Park Manager Job Description 6. Board Agenda – Evidence of Police Updates Metro Parks Board Meeting Minutes- April 10, 2017 (page 2) 7. Policy No. 100.005 Parks & Recreation Law Enforcement and Contracted Security Liaison Agency Self Review:

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Visitor Comments: Visitor Evaluation:

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8.2 Authority to Enforce Laws by Law Enforcement Officers

Standard: The authority of law enforcement officers to enforce laws and ordinances pertaining specifically to activity within parks, recreation areas, and facilities shall be clearly established to ensure that enforcement actions are upheld. Authority to enforce laws and ordinances within parks and recreation areas and facilities must be established through assignment within the agency, by contract with another agency, or by policy of the government jurisdiction in which the agency operates. Suggested Evidence of Compliance: Provide documentation that establishes the authority of law enforcement officers to enforce laws and ordinances within parks, recreation areas, and facilities. The authority to regulate, manage and control parks, parkways, etc. has been delegated to Metro Parks Tacoma by the State of Washington, through RCW 35.61.130, Eminent Domain — Park commissioners' authority. However, Metro Parks Tacoma does not have an in-house enforcement division such as park rangers with enforcement authority or park police; the district relies exclusively on local law enforcement agencies to act as the official law enforcement within its established park boundaries. RCW 10.93.070 General Authority Peace Officer establishes that once an officer possesses a certificate of basic law enforcement training, its equivalency or an exemption, the officer may enforce the laws of the State of Washington, throughout the territorial boundaries under the following circumstances: (1) (2)

Metro Parks Tacoma (3) (4) (5) (6)

In response to a request for assistance pursuant to a mutual law enforcement assistance agreement with the agency of primary territorial jurisdiction or in response to the request of a peace officer with enforcement authority; When the officer is transporting a prisoner; When the officer is executing an arrest warrant or search warrant; or When the officer is in fresh pursuit, as defined in RCW 10.93.120.

Due to the jurisdiction and boundaries of Metro Parks, the agency works with several different law authorities in regards to the enforcement of general laws, ordinances and regulations, which vary depending on location. •

The City of Tacoma, Tacoma Police Department governs most of the properties within Metro Parks’ boundary area, through its Tacoma Municipal Code, which has a specific chapter that addresses park lands and recreation activities, Chapter 8.27, Park Code. In addition authority for the Tacoma Police Department to enforce its code is referenced within the Tacoma Municipal Code, Title 7 – Police, 7.02.030 Members - Duties, “Each member of the police force shall at all times cause the ordinances of the City of Tacoma to be properly enforced, and is hereby given full power and authority to make arrests, with or without warrants, as may be permitted by law, within the City, and to take into custody any person who shall commit, in the presence of such member or within his view, any breach of the peace or offense prohibited by the laws of the State or by an ordinance of the City, and to summon aid and exercise all other powers necessary and requisite for the prevention of disorder or the apprehension of offenders.”

•

The Pierce County Sheriff's Department governs all areas of unincorporated Pierce County which includes Dash Point Park, Browns Point Lighthouse Park and Browns Point Playfield and some parcels of Swan Creek, through its Pierce County Code, Chapter 2.06 Department and Organization, Section D, Sheriff states, “ This department shall be headed by the elected

Sheriff. The department is responsible for the following functions and/or bureaus: 1. The Operations Bureau which is responsible for the majority of what is defined as the traditional law enforcement functions of the Sheriff's Department. The activities include uniformed patrol response to calls for service, traffic accident investigation and traffic enforcement, apprehension of criminals, vice and narcotic enforcement, drug prevention education, crime prevention education, criminal investigations, and service of warrants. In addition, operations has a number of support functions which assist the Sheriff's Department in accomplishing its community goals: special weapons and tactics, marine services, dive, search and rescue, hazardous device response, reserve officers, bike patrol, off-road-vehicle patrol, and air operations.”

The City of Ruston governs a small town of 1,000 encircled by the much larger City of Tacoma and is governed through its Ruston Municipal Code. Although there are no parks located within the City of Ruston’s boundaries under Metro Parks’ responsibility, it is adjacent to 760-acre Point Defiance Park and the two-mile Ruston Way Waterfront, and requires communication and collaboration depending on activities and events. All commissioned law enforcement (peace) officers within the State of Washington have the ability to enforce laws among general authority local, state and federal agencies through RCW 10.93 Washington Mutual Aid Peace Officers Powers Act, which authorizes general authority law enforcement officers with appropriate training certificates (or exemptions therefrom) to enforce criminal or traffic laws any place in the state upon the prior written consent of the sheriff or chief of police in whose primary territorial

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Metro Parks Tacoma jurisdiction where the exercise of powers occurs. This allows multi-jurisdictional law enforcement (peace) coverage throughout Metro Parks’ boundaries. Evidence of Compliance: 1. RCW 35.61.130, Eminent Domain 2. RCW 10.93.070 General Authority Peace Officer 3. Tacoma Municipal Code 4. Chapter 8.27, Park Code 5. Tacoma Municipal Code, Title 7 – Police, 7.02.030 Members - Duties 6. Pierce County Code, Chapter 2,06 Department and Organization, Section D, Sheriff 7. Ruston Municipal Code 8. RCW 10.93 Washington Mutual Aid Peace Officers Powers Act Agency Self Review:

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Visitor Comments: Visitor Evaluation:

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8.3 Law Enforcement Officer Training

Standard: Law enforcement officers with the authority to enforce laws within areas and facilities under the jurisdiction of the agency must have proper training in order to carry out their roles and responsibilities. Suggested Evidence of Compliance: Provide a summary of the current training program for law enforcement officers having jurisdiction within the parks and recreation agency, including provision for refreshers and updates. Every full-time law enforcement (peace) officer in Washington state, including Washington State Patrol and Fish & Wildlife officers, must be certified through the Washington State Criminal Justice Training Commission, who is the only authorized agency in the State of Washington to certify an officer, as authorized through RCW 43.101.020 Commission Created – Purpose “There is hereby created and established a state commission to be known and designated as the Washington state criminal justice training commission. The purpose of such commission shall be to provide programs and standards for the training of criminal justice personnel” and further defined within RCW 43.101.080 Commission powers and duties, “to establish, by rule and regulation, standards for the training of criminal justice personnel where such standards are not prescribed by statute.” RCW 10.93.070 General Authority Peace Officer establishes that once an officer possesses a certificate of basic law enforcement training, its equivalency or an exemption, the officer may enforce the laws of the State of Washington, throughout the territorial boundaries under the following circumstances: (1) (2) (3)

Upon the prior written consent of the sheriff or chief of police in whose primary territorial jurisdiction the exercise of the powers occurs; In response to an emergency involving an immediate threat to human life or property; In response to a request for assistance pursuant to a mutual law enforcement assistance agreement with the agency of primary territorial jurisdiction or in response to the request of a peace officer with enforcement authority; Page 161

Metro Parks Tacoma (4) (5) (6)

When the officer is transporting a prisoner; When the officer is executing an arrest warrant or search warrant; or When the officer is in fresh pursuit, as defined in RCW 10.93.120.

As stated within RCW 43.101.095 Peace Officer Certification, “As a condition of continuing employment as peace officers, all Washington peace officers: (a) Shall timely obtain certification as peace officers, or timely obtain certification or exemption therefrom, by meeting all requirements of RCW 43.101.200, as that section is administered under the rules of the commission, as well by meeting any additional requirements under this chapter; and (b) shall maintain the basic certification as peace officers under this chapter.” This is further defined in the WAC 139-05-300 Requirement for In-Service Training, which establishes every peace officer certified will complete a minimum of twenty-four hours of inservice training annually. Also as stated, the types of continuing training provided is at the discretion of the agency and all training records and evidence of compliance must be maintained by the employing agency and be available upon review upon request of the Commission. The Commission will maintain records of successfully completed commission-registered courses and audit enforcement agencies once per year for compliance. Additionally, the Tacoma Police Department’s Policies outline training expectations of all commissioned officers. Evidence of Compliance: 1. Washington State Criminal Justice Training Commission 2. RCW 43.101.020 Commission Created – Purpose 3. RCW 43.101.080 Commission powers and duties 4. RCW 10.93.070 General Authority Peace Officer 5. RCW 43.101.095 Peace Officer Certification 6. WAC 139-05-300 Requirement for In-Service Training 7. Tacoma Police Department’s Polices Agency Self Review:

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Visitor Comments: Visitor Evaluation:

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8.4 Public Information on Laws, Ordinances, Rules, Regulations, and Policies

Standard: Agency staff shall participate in educating and informing the public on laws, ordinances, rules, regulations, and policies that apply to parks and recreation areas and facilities. This role shall be established through policy directive. Suggested Evidence of Compliance: Provide documentation that defines the role of agency staff in providing public information and education on laws, ordinances, rules, regulations, and policies. Provide examples of education and provision of information. The authority to regulate, manage and control parks, parkways, etc. has been delegated to Metro Parks Tacoma by the State of Washington, through RCW 35.61.130, Eminent Domain — Park commissioners' Page 162

Metro Parks Tacoma authority. However, Metro Parks Tacoma does not have an in-house enforcement division such as park rangers with enforcement authority or park police; they rely exclusively on their local law enforcement agencies to act as the official law enforcement within its established park boundaries. The adopted Tacoma Municipal Code, Chapter 8.27, Park Code, 8.27.255, Violators may be required to leave park states that “when any Metropolitan Park District of Tacoma employee or any police officer has probable cause to believe that a person has violated any rule of the Metropolitan Park District of Tacoma, any provision of the Tacoma Municipal Code, or any provision of the Revised Code of Washington while in a park, he or she may require that person to leave the park immediately.” There are many different ordinances, laws, and/or circumstances that fall within this specific expectation, as identified within the code itself. Metro Parks Tacoma has emergency and/or security protocols in place to help staff members understand their direct role in specific situations where law enforcement may be required, which may or may not include asking a particular violator of the law to leave the premises. These protocols can be found in the emergency and security plans referenced under Standard 8.4.2 below. Since Metro Parks Tacoma does not have commissioned law enforcement officers and are not authorized to perform any function beyond asking violating patrons to leave, Metro Park staff focus most of their efforts on communicating to the public, all laws, ordinances, rules and regulations that apply to parks and recreation areas and facilities, several samples of this expectation are highlighted below: •

Metro Parks provides standard Metro Parks Regulatory Signage in the City of Tacoma and Regulatory Signage in Pierce County within all parks and facilities for park patrons informing them of general park rules and other key regulatory signage such as no parking, no smoking, etc. In addition, key park rules that have been identified as having a higher profile concern have individual “Did You Know” courtesy cards that staff pass out to patrons as a way for them to find out more information on a particular law or ordinance. These cards are also available in languages other than English depending on the demographics of the area.

•

Metro Parks provides public service announcements on new ordinances that may impact park users that are shared in the public newspapers, radios, agency newsletters, etc. See the sample “Protect Point Defiance from the Risk of Catastrophic Fire”, and “Tacoma Police Cite Point Defiance,” web posts.

•

Metro Parks provides all park rules, regulations, etc., on the Metro Parks website, under its own section called “Conduct in our Parks” for review by any partner, contractor, staff member or public park patron.

•

Metro Parks clarifies relevant laws on different types of processes, forms, communication items, etc. that are shared to the public for the reservation and use of Metro Parks facilities. See Special Use Permitting Guidelines (2017) and MPT Facility Rental Guide (2018).

Evidence of Compliance: 1. RCW 35.61.130, Eminent Domain 2. Tacoma Municipal Code, Chapter 8.27, Park Code, 8.27.255 Violators may be required to leave park 3. Regulatory Signage in City of Tacoma 4. Regulatory Signage in Pierce County 5. “Did You Know” courtesy cards 6. Sample Press Releases/Public Service Announcements: Page 163

Metro Parks Tacoma o Protect Point Defiance from the Risk of Catastrophic Fire o Tacoma Police Cite Point Defiance Conduct in our Parks MPT Special Event Permitting Guidelines (2017) 7. MPT Facility Rental Guide (2018) Agency Self Review:

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Visitor Comments: Visitor Evaluation:

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8.4.1 In-Service Training for Staff on Public Safety and Law Enforcement

Standard: Agency staff shall understand their role in public safety and law enforcement and relationships with law enforcement officers having jurisdiction within parks and recreation areas and facilities. The purpose of this training to ensure that staff understand where their authority ends and when an incident should be referred to law enforcement. Inservice training shall be extended to front line staff such as lifeguards and park attendants to assure they are fully prepared to respond to law-enforcement incidents. Suggested Evidence of Compliance: Provide documentation of most recent in-service training for agency staff, defining their role in public safety and law enforcement, including agendas and attendance rosters. The authority to regulate, manage and control parks, parkways, etc. has been delegated to Metro Parks Tacoma by the State of Washington, through RCW 35.61.130, Eminent Domain — Park commissioners' authority. Metro Parks Tacoma does not have an in-house enforcement division such as park rangers with enforcement authority or park police; they rely exclusively on their local law enforcement agencies to act as the official law enforcement within its established park boundaries. The adopted Tacoma Municipal Code, Chapter 8.27, Park Code, 8.27.255 Violators may be required to leave park states that “when any Metropolitan Park District of Tacoma employee or any police officer has probable cause to believe that a person has violated any rule of the Metropolitan Park District of Tacoma, any provision of the Tacoma Municipal Code, or any provision of the Revised Code of Washington while in a park, he or she may require that person to leave the park immediately.” There are many different ordinances, laws, and/or circumstances that fall within this specific expectation, as identified within the code itself. Metro Parks Tacoma has emergency and/or security protocols in place to help staff members understand their direct role in specific situations where law enforcement may be required, which may or may not include asking a particular violator of the law to leave the premises. •

For park maintenance staff, emergency/security protocols and staff expectations are outlined in the Parks & Recreation Department PNR Emergency and Security Procedures (updated 2019). These procedures, along with all other district plans referenced, are housed in all maintenance satellite facilities (compiled in the MPT red notebook, available during site visit) for easy access to staff, and they are posted electronically on the Metro Parks Tacoma Intranet. The procedures are reviewed annually (4th quarter) for changes, additions, etc. and staff are trained in its entirety as a refresh during the 1st quarter of every year. Throughout the year, table top drills on preidentified emergency or safety standards/protocols occur to both train and test staff knowledge Page 164

Metro Parks Tacoma and to modify protocols if necessary. Staff training expectations are identified within each of the collective plans. Listed under evidence for compliance are sample training rosters and topics discussed. â&#x20AC;˘

Point Defiance Zoo & Aquarium and Northwest Trek Wildlife Park have extensive animal collections and are governed by the standards established through their accreditations from the Association of Zoos and Aquariums (AZA), which requires extensive documentation on collection management planning, care, maintenance, acquisition and disposition, staff training, education programming, emergency protocols, conservations efforts and more. Detailed information is highlighted within the current AZA accreditation applications and supporting documents: Point Defiance Zoo Employee Safety Program; Point Defiance Zoo & Aquarium Animal Re-Capture Plan; Northwest Trek Safety Manual.

â&#x20AC;˘

Emergency Info is posted on the Employee Intranet site that includes a comprehensive list of contacts on who to contact in case of an emergency.

Evidence of Compliance: 1. RCW 35.61.130, Eminent Domain 2. Tacoma Municipal Code, Chapter 8.27, Park Code, 8.27.255 Violators may be required to leave park 3. Metro Parks Tacoma Employees Intranet Site 4. Point Defiance Zoo Employee Safety Program 5. Point Defiance Zoo & Aquarium Animal Re-Capture Plan 6. Northwest Trek Safety Manual 7. PNR Emergency and Security Procedures, Updated 2019 8. On Site: Metro Parks Tacoma Emergency and Security Manuals (20 Manuals) 9. Sample Training Rosters: o Parks & Recreation Table Top Drills Agenda and Rosters August 2017 o Parks & Recreation Table Top Drills Agenda and Rosters April 2018 Agency Self Review:

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Visitor Comments: Visitor Evaluation:

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8.4.2 Handling of Disruptive Behavior Procedures

Standard: There shall be established procedures for agency staff on response to disruptive behavior at agency areas and facilities. Procedures shall identify the role of staff in intervention when an incident occurs, documentation of behavior and delineation of law enforcement roles in handling behavioral issues. Suggested Evidence of Compliance: Provide current procedures regarding handling of disruptive behavior.

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Metro Parks Tacoma Metro Parks Tacoma has many laws, policies and/or guiding procedures and practices that govern how to handle disruptive behavior in its parks and facilities. Metro Parks employees are charged with protecting the welfare of the public in areas under agency jurisdiction; ensuring that public use of its parks, facilities and recreation areas conforms to agency standards while enforcing all applicable rules and regulations. When situations arise that are deemed by personnel on site not to be in the public interest or not conforming with Metro Parks rules and regulations, it is the responsibility of staff on duty to attempt to obtain compliance with the rules, regulations or standards being violated. Metro Parks employees are to make every attempt through effective communications to obtain voluntary compliance. Staff is made aware of current procedures regarding handling of disruptive behavior in a variety of methods including in-service opportunities, workshops, access to information on site and/or the employee intranet. The adopted Tacoma Municipal Code, Chapter 8.27, Park Code, 8.27.255 Violators may be required to leave park states that “when any Metropolitan Park District of Tacoma employee or any police officer has probable cause to believe that a person has violated any rule of the Metropolitan Park District of Tacoma, any provision of the Tacoma Municipal Code, or any provision of the Revised Code of Washington while in a park, he or she may require that person to leave the park immediately.” This includes many forms of disruptive behavior or illegal activity. If violators or disruptive behaviors continue, visitors can be “excluded” from the park or facility from 90 days up to a full year depending on violation and/or repeat violation. The Park Code is made available to staff within emergency manuals on site, in crew shop areas and/or facilities. Metro Parks Tacoma has over 20 individual emergency/safety plans (available on site), which are established at the park, facility and/or attractions level. These plans include safety protocols for “Unruly Visitor or Customer” that guides staff through a step by step process on how to deal with this type of behavior including calling the Tacoma Police Department for potential arrest or exclusion from the property/park system. Throughout the year, table top drills on pre-identified emergency or safety standards/protocols occur to both train and test staff knowledge and to modify protocols if necessary. Metro Parks Tacoma also has several Human Resource policies that help protect work environments and set expectations for work place conduct and disruptive behavior protecting both internal staff and the public who may witness or be subjected to disruptive employee behavior. These include: AntiHarassment Human Resource Policy No. 524.001; Drug and Alcohol Free Workplace Human Resource Policy No. 502.001; Improper Governmental Action Whistleblower Human Resource Policy No. 503.001; Violence in the Work Place Human Resource Policy No. 542.001 and Workplace Requirements/ Code of Conduct Human Resource Policy No. 501.002. Evidence of Compliance: 1. Tacoma Municipal Code, Chapter 8.27, Park Code, 8.27.255 Violators may be required to leave park 2. Anti-Harassment Human Resource Policy No. 524.001 3. Drug and Alcohol Free Workplace Human Resource Policy No. 502.001 4. Improper Governmental Action “Whistleblower Policy” Human Resource Policy No. 503.001 5. Violence in the Work Place Human Resource Policy No. 542.001 6. Work Place Requirements/ Code of Conduct Human Resource Policy No. 501.002 7. Parks and Natural Resources Emergency and Security Guide (pg 20, Unruly Visitors) 8. On Site: Metro Parks Tacoma Emergency and Security Manuals Agency Self Review:

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Metro Parks Tacoma Visitor Comments: Visitor Evaluation:

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8.4.3 Traffic Control, Parking Plans, and Crowd Control

Standard: The agency shall coordinate with the official law enforcement agency having jurisdiction on large-scale events hosted or facilitated by the agency that require planning and coordination of traffic, parking and crowd control. Plans shall specifically define the roles of the event sponsor, agency staff, and the law enforcement agency regarding traffic layouts at the venue, traffic routes and personnel assignments. Suggested Evidence of Compliance: Provide a recent example of coordination with law enforcement on traffic control, parking plans and crowd control for activities and events hosted or facilitated by the agency. All Metro Parks Tacoma permit applications are reviewed by the Metro Parks Tacoma Special Event Permit Review Committee (SEPRC). This Committee meets regularly to review permit applications and determines if the requested park or event location can accommodate the permit request and what conditions the special event must adhere to in order to occur. The SEPRC is made up of both parks and recreation staff members to represent every aspect of services. Metro Parks Tacoma, via the SEPRC, adheres to Special Event Permitting Guidelines which identifies multiple rules, guidelines and expectations and specifically highlights the following: •

Parking/Traffic: Vehicle access and general parking at most park sites is limited. All group users are advised and encouraged to car pool to the event and/or shuttle their participants from an authorized pre‐arranged location. Vehicular traffic is prohibited on park grass, unless pre‐ authorized by the Special Event Review Committee. Vehicular traffic must obey all traffic laws. Parking and traffic plans may be required as part of the permit application process and are subject to Tacoma Police Department approval. Failure to take necessary measures to manage parking/traffic may result in the denial of the permit application.

•

Security: Metro Parks reserves the right to require security at any event (public or private) based on the activities, hours, location, and number of people at the event. Tacoma Police Department (TPD) works cooperatively with MPT when determining the security needs at each special event. TPD will determine whether off‐duty police officers or private security officers are required at the special event. It is the sole responsibility of the applicant to pay for all services rendered by TPD and/or private security firm providing services. Safety of participants, public and park assets are the overriding factor when determining security needs.

An example of an executed regional event contract for the Taste of Tacoma is attached to demonstrate the above expectation via execution and follow-through of guidelines in practice. Evidence of Compliance: 1. Metro Parks Special Event Permit Application 2. Metro Parks Special Event Permitting Guidelines 3. Executed Taste of Tacoma Contract Agency Self Review:

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Visitor Comments: Visitor Evaluation:

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8.4.4 Handling of Evidentiary Items Procedures

Standard: Procedures shall be established that guide agency staff in the preservation and handling of evidence until transferred to the appropriate law enforcement authority. Procedures shall be established in coordination with the appropriate law enforcement agencies to define staff roles in ensuring that evidentiary items are preserved until the proper law enforcement agency assumes command of the scene. Suggested Evidence of Compliance: Provide the procedures defining the role and responsibility of agency staff in the discovery, preservation and handling of evidentiary items. The authority to regulate, manage and control parks, parkways, etc. has been delegated to Metro Parks Tacoma by the State of Washington, through RCW 35.61.130, Eminent Domain — Park commissioners' authority. However, Metro Parks Tacoma does not have an in-house enforcement or forensics division such as park rangers with enforcement authority or park police; they rely exclusively on their local law enforcement agencies to act as the official law enforcement within its established park system. Due to the jurisdiction and boundaries of Metro Parks, the agency works with several different law authorities to the enforcement of general laws, ordinances and regulations, which vary depending on location, as clarified in Standard 8.2. This includes the forensics, analysis, investigations, inventorying, etc. of all evidence found on site, if at one of Metro Parks’ facilities. Metro Parks’ primary role in the preservation of evidence is to first communicate to appropriate law enforcement personnel that evidence or suspicious items have been found and second is to protect and secure the location where evidence was located in order to avoid any accidental contamination of evidence by employees or the public. They are directed to not touch any evidence and to wait for law enforcement officials to arrive. Metro Parks Tacoma has over 20 individual emergency/safety plans (available on-site), which are established at the park, facility and/or attractions level. Within the Emergency Procedures for Recreation Spaces there is a section focused in handling and protecting evidence if found at one of Metro Parks’ facilities, “Handling of Evidence by Staff” guides staff through do’s and don’ts on how to deal with evidence found on site. Throughout the year, table top drills on pre-identified emergency or safety standards/protocols occur to both train and test staff knowledge and to modify protocols if necessary. Evidence of Compliance: 1. RCW 35.61.130, Eminent Domain 2. PNR Security and Emergency Procedures, Updated 2019 3. On Site: Metro Parks Tacoma Emergency and Security Manuals Agency Self Review:

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Visitor Evaluation:

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8.5 General Security Planď&#x201A;Ť

Standard: The agency shall have a comprehensive general security plan addressing areas, buildings and facilities under its jurisdiction that is updated periodically. Plans for each major area, building or facility should be available at each site. The general security plan may be a compilation of security plans from each major area, building or facility. Hazardous or flammable materials storage areas should be clearly identified in plans and at each specific site. Signage at each site should be installed in accordance with the unified signage system. To be effective, the security plan should be updated when a new area, building or facility is added, security systems are modified or when legislation requires change. Suggested Evidence of Compliance: Provide the agencyâ&#x20AC;&#x2122;s general security plan or compilation of security plans from each major area, building or facility with the most recent review or update. At a minimum, these plans should include: a. Locking key systems and associated assignments; b. Alarm system and assignment of security codes; c. Opening and closing procedures; d. Fire alarm and fire suppression systems; e. Emergency evacuation procedures; and f. Critical incident response procedures. Metro Parks takes the safety and security of our facilities, staff and public very seriously. As mentioned in previous standards, Metro Parks has emergency and/or security protocols in place to help staff members understand their direct role in specific situations where law enforcement may be required, how to open/close facilities, evacuations routes, etc. Metro Parks has individual emergency/safety/security plans at facilities, parks and attractions throughout the district. For park maintenance staff, emergency/security protocols and staff expectations are outlined in the Parks & Recreation Department PNR Emergency and Safety Procedures (updated 2019). These procedures, along with all other district plans referenced, are housed in all maintenance satellite facilities for easy access to staff, and they are posted electronically on the Intranet. The procedures are reviewed annually (4th quarter) for changes, additions, etc., and trained in its entirety as a refresh during the 1st quarter of every year. Throughout the year, tabletop drills on pre-identified emergency or safety standards/protocols occur to both train and test staff knowledge and to modify protocols if necessary. Staff training expectations are identified within each of the collective plans. In addition to the above manual, the Parks & Recreation Department also has two departmental administrative policies that manage how security system alarms and staff access codes are distributed, P&R 100.007 Security Code Procedures and how key distributions to facilities are managed district wide, P&R 100.008 Key Control Procedures. Point Defiance Zoo and Aquarium and Northwest Trek Wildlife Park have extensive animal collections and are governed by the standards established through their accreditations from the Association of Zoos Page 169

Metro Parks Tacoma and Aquariums (AZA), which requires extensive documentation on collection management planning, care, maintenance, acquisition and disposition, staff training, education programming, emergency protocols, conservations efforts and more. Detailed information is highlighted within the current AZA Accreditation applications and supporting documents. Point Defiance Zoo Employee Safety Program; Point Defiance Zoo & Aquarium Animal Re-Capture Plan; Northwest Trek Incident Response Plan Evidence of Compliance: 1. PNR Emergency and Safety Procedures (updated 2019) 2. P&R 100.007 Security Code Procedures 3. P&R 100.008 Key Control Procedures. 4. Continuity of Operations Plan (COOP) for Headquarters Campus 5. Point Defiance Zoo Employee Safety Program 6. Point Defiance Zoo & Aquarium Animal Re-Capture Plan 7. Northwest Trek Incident Response Plan 8. Metro Parks Tacoma Intranet – Safety, Security and Emergency Info 9. On-site: Metro Parks Tacoma Emergency and Security Manuals 10. Sample Training Rosters: o Parks & Recreation Tabletop Drills Agenda and Rosters August 2017 o Parks & Recreation Tabletop Drills Agenda and Rosters April 2018 Agency Self Review:

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Visitor Comments: Visitor Evaluation:

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8.6 Emergency Management Planning

Standard: The agency shall be aware of emergency operations planning within their jurisdiction and its role in emergency management systems. Roles may vary depending on the scope of services provided by the agency and the location of its facilities. Recreation agencies, having roles in emergency management systems within their local jurisdiction, shall be aware of the applicable operations plan. The agency’s specialized staff, buildings and equipment may be integral to the plan and may be deployed in the event of a large-scale emergency. The U. S. Office of Homeland Security provides guidance and support for the preparation and maintenance of emergency management plans. Suggested Evidence of Compliance: Provide the applicable emergency management plan with the most recent date of approval. If, due to security concerns, the emergency management plan is not available for public review, provide the emergency management plan table of contents.

The State of Washington’s Emergency Management Division is responsible for comprehensive statewide emergency management through the Washington State Comprehensive Emergency Management Plan, (updated June 2016). Pierce County is responsible for all countywide emergency management efforts and coordination of the towns, cities and special districts within through the Pierce County Comprehensive Emergency Management Plan, which was last updated in 2014. County officials were working on an update in early 2019, and Metro Parks representatives were participating. Page 170

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The City of Tacoma is responsible for all citywide emergency management efforts and how it plans to mitigate, prepare for, respond to and recover from disaster through the City of Tacoma Comprehensive Emergency Management Plan, adopted in December 2013. City officials were working on an update in early 2019, and Metro Parks representatives were participating. Metro Parks is responsible for emergency management within the park district. A 15-member Emergency Preparedness and Response Team, representing all four departments, is responsible for updating, testing and improving emergency plans throughout the district. The team got training from the county and then developed a Continuity of Operations Plan (COOP) that identifies essential districtwide functions, an order of succession for every department, and alternate work sites if the headquarters campus cannot be occupied, among other things. Metro Parks and the City of Tacoma have a Disaster Debris Storage MOU that identifies open spaces of land to store debris collected through disaster events when necessary. Metro Parks also has a Point Defiance Park Forest Zone Fire Management Plan to address fire suppression and prevention at our largest and most visited park, in cooperation with the Tacoma Fire Department. Metro Parks, in case of large snow fall, implements Weather Related Priorities for Service for community centers and central offices to allow safe plowing of our public parking lots for safety and access of our customers, as well as priorities of when, where to plow and/or add de-icer (brine) to roads/parking lots, as identified on page within the PNR Emergency and Safety Procedures (updated 2019). Metro Parks Tacoma focuses most of its emergency management efforts on securing and protecting district facilities and parks for public safety through their emergency and security procedures and protocols (individual plans available on site), which are established at the park, facility and/or attractions level. Evidence of Compliance: 1. Continuity of Operations Plan (COOP) 2. City of Tacoma Comprehensive Emergency Management Plan 3. Pierce County Comprehensive Emergency Management Plan 4. Washington State Comprehensive Emergency Management Plan 5. Disaster Debris Storage MOU 6. Point Defiance Fire Management Plan 7. Weather Related Priorities for Service 8. PNR Emergency and Safety Procedures (updated 2019) 9. On-site: Metro Parks Emergency and Security Manuals Agency Self Review:

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Visitor Comments: Visitor Evaluation:

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8.6.1 In-Service Training for Staff on General Security and Emergency Management

Standard: Through in-service training, agency personnel shall understand their role in ongoing security and emergency management. In-service training should inform staff of their role Page 171

Metro Parks Tacoma in response to critical incidents and emergencies and provide specific procedures for routine operations. Suggested Evidence of Compliance: Provide documentation of in-service training programs on general security and emergency management, including a dated outline of the presentation topics and a roster of participants. Throughout the year, park district staff conduct tabletop drills on pre-identified emergency or safety standards/protocols to both train and test staff knowledge and to modify protocols if necessary. Several departments within Metro Parks are responsible for training staff on emergency and safety protocols. Staff training expectations are identified within each of the collective plans. Samples of class agendas, rosters and other items are listed below. Key district staff members have also received training under FEMA/ICS modules in preparation for a variety of emergencies. In addition, all career staff members are required to maintain an updated First Aid / CPR Card. Evidence of Compliance: 1. Evidence of Staff Training: o FEMA Emergency Management Class and Completion Certificate o Parks & Recreation Tabletop Drills Agenda and Rosters August 2017 o Parks & Recreation Tabletop Drills Agenda and Rosters April 2018 o Peoples Community Center safety training November 2018 o Portland Avenue Community Center safety training agendas o Point Defiance Zoo & Aquarium Escape Drills Procedures o Point Defiance Zoo & Aquarium Escape Drills documentation o Northwest Trek Wildlife Park Drills o Metro Parks First Aid / CPR Training 2. On Site: Metro Parks Tacoma Emergency and Security Manuals Agency Self Review:

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Visitor Comments: Visitor Evaluation:

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8.6.2 Emergency Risk Communications Plan

Standard: There shall be a communications plan that is reviewed and updated periodically, to accurately and effectively communicate with the public and experts during a catastrophic event that attracts significant media attention, such as a health emergency, terrorist attack, earthquake or storm. The crisis communication plan shall delineate individuals responsible for communicating with the press, chain of command on notifying proper people of the incident and communicating status updates. Suggested Evidence of Compliance: Provide a copy of the Emergency Risk Communications Plan and the most recent review.

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Metro Parks Tacoma Metro Parks has developed two plans that address this area. Appendix C of the Continuity of Operations Plan (COOP) identifies possible hazards and rates them according to three threat areas: natural hazards, technological hazards, and human-caused hazards. The Crisis Communications Plan was developed to be in alignment with other park district emergency planning protocols as well as National Incident Management System (NIMS) standards.

Evidence of Compliance: 1. Continuity of Operations Plan (COOP) 2. Crisis Communications Plan Agency Self Review:

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Visitor Comments: Visitor Evaluation:

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8.6.3 Care and Shelter Procedures

Standard: There shall be procedures to coordinate with agencies designated to provide care and shelter to those in need during disasters or emergencies. Suggested Evidence of Compliance: Provide procedures to coordinate with agencies designated to provide care and shelter during emergencies. The City of Tacoma is responsible for all citywide emergency management efforts and how they plan to mitigate, prepare for, respond to and recover from disaster through the City of Tacoma Comprehensive Emergency Management Plan. The City expects to adopt an updated plan in 2019. The City’s Mass Care Plan currently designates the American Red Cross as the primary agency for this function, with major assistance from the City’s Neighborhood and Community Services Department. As the City worked on updating its plan, Metro Parks officials advised that the park district was willing to serve as a partner in mass care. City officials indicated their interest in designating some Metro Parks sites for mass care, such as food distribution, so those talks will be ongoing as the City’s new plan is drafted. Evidence of Compliance: 1. City of Tacoma Comprehensive Emergency Management Plan Agency Self Review:

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Visitor Comments: Visitor Evaluation:

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VISITATION REPORT SUMMARY FOR Page 173

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CATEGORY 8.0 – PUBLIC SAFETY, LAW ENFORCEMENT AND SECURITY Reviewed By: (Visitor Name) Unmet Standards: (List the Standard # and Name)

:

Provide clarification for all unmet fundamental standards

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9.0 RISK MANAGEMENT NOTE: Standards marked with a star () are fundamental standards, and are required of all agencies seeking accreditation.

9.1 Risk Management Policy

Standard: The agency shall have a policy for risk management that sets direction and gives appropriate authority for implementing operational practices and procedures that is approved by the proper authority. Suggested Evidence of Compliance: Provide the risk management policy including indication of approval by the proper authority. The Employee Safety /Risk Management Policy states the Executive Director must “develop appropriate processes and procedures to ensure implantation of a complete Risk Management program and that operational risks of accidents, disasters and other losses are minimized.” It is the purpose of Metro Parks is to ensure safe operations are of the utmost importance to the continued ability of Metro Parks Tacoma to provide services to its community members and employees by minimizing the risk and response to accidents and natural or human-caused disasters. Employees are expected to comply with all safety and health requirements whether established through Metro Parks Tacoma, or by the federal, state or local law. In addition, they are expected to observe applicable safety requirements, use the safety equipment provided, implement appropriate safety practices at all times and report immediately any unsafe working conditions or accidents to their supervisors. Employees must report all on-the-job injuries regardless of the degree of injury verbally and in written form as soon as physically possible. Every supervisor is required to report any accident to the Human Resources office and the Department Director. Metro Parks maintains a total of three (3) safety committees in accordance with State of Washington regulations. It is the duty of the safety committees to advise the Executive Director regarding safety programs in Metro Parks Tacoma, monitor compliance with industrial safety and health laws and regulations, monitor departmental safety program activities; and recommend annual safety goals safety training program priorities. Evidence of Compliance: 1. 541.001 – Employee Safety & Risk Management Policy Agency Self Review:

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9.1.1 Risk Management Plan and Procedures

Standard: The agency shall have an established risk management plan and operating procedures that are reviewed periodically, accessible to all agency personnel and approved by the proper authority that encompasses analysis of risk exposure, control approaches and financial and operational impact for the agency The plan shall analyze the programs/services offered and facilities/areas managed for personal injury and financial loss potential and identify approaches to manage such injury, loss, and business and operational impact. Suggested Evidence of Compliance: Provide the current risk management plan with approval by the proper authority, the most recent review, and indication of how the plan and procedures are available to staff. The risk management plan shall reflect all three phases of risk management: a. Identification and assessment; b. Response strategies; and c. Management planning. It is the responsibility of the Executive Director to “…develop appropriate processes and procedures to ensure implementation of a complete Risk Management program and that operational risks of accidents, disasters, and other losses are minimized.” The Comprehensive Risk/Safety Plan identifies events that may affect the agency and minimize risks to the agency’s property, services and employees. Risk management ensures the continuity of the agency’s operations. The plan was approved in May 2011 and updated in early 2019. Following are key recommendations of the plan: • Safety Committee review of close call and injury reports, with appropriate recommendations and follow up to help prevent future accidents. • Risk Manager led audit of parks and facilities. • Safety training for staff throughout the year on various topics. • Reporting and investigation of all accidents. • General report to the Executive Cabinet every six months The plan and specific actions are reviewed by the Executive Cabinet and a copy is placed on the intranet for staff. The District Accident Prevention and Safety Plan focuses on employee safety by recognizing employee responsibilities and training, hazardous behavior, unsafe conditions and detaining actions and procedures to be followed in the case of an accident or emergency. Employees can locate the Accident Prevention and Safety Plan on the intranet. The District uses Microsoft BI to track and report employee injuries and workers compensation claims in real time by site. The data is available to all employees on the intranet via the data analytics dashboard. Evidence of Compliance: 1. Comprehensive Risk/Safety Plan 2. District Accident Prevention and Safety Plan 3. Screengrab of Page 1 of Employee Safety Dashboard from intranet 4. Screengrab of Page 2 of Employee Safety Dashboard from intranet Page 176

Metro Parks Tacoma Agency Self Review:

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Visitor Comments: Visitor Evaluation:

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9.1.2 Accident and Incident Report Procedures

Standard: There shall be established procedures for accident and incident reporting and analysis of accident and incident reports. There shall be an accident/incident report form available to all employees. Data shall be obtained in an appropriate manner to support planned and coordinated accident prevention programs within the agency. Suggested Evidence of Compliance: Provide the accident/incident form(s) and the procedures for documenting and analyzing accidents and incidents. The accident/incident form(s) shall include identification information (who), specific location of accident (where), and description of accident in terms of sequence of activity (what). Metro Parks Tacoma maintains a comprehensive set of accident/incident report forms to be filled out as appropriate by supervisors, employees and visitors. These forms are required to be completed in accordance with district policies and procedures. Basic instructions are included on each form. Vehicle accident report forms with instructions are included in every district vehicle. Completed forms are submitted to the Risk Manager and HR department. The Risk Manager completes the investigation of the accident/incident to determine if the accident could be prevented, and if any steps could be taken to reduce the risk of similar accidents occurring in the future. The appropriate Safety Committee reviews the documents at its monthly meetings to discuss preventability, possible unsafe conditions or practices that could be changed. The approved safety minutes are distributed to staff through the respective committee members and minutes are posted on the intranet. Third-party injuries or property damages are submitted to Metro Parksâ&#x20AC;&#x2122; insurance carrier. Evidence of Compliance: 1. Employee Supervisor Accident Report (supervisor portion begins on page 2) 2. Employee Incident Form 3. Visitor Accident/ Incident Form 4. Vehicle Accident Form 5. Safety Committee Minutes 6. Point Defiance Zoo & Aquarium Safety Committee Minutes 7. Northwest Trek Safety Committee Minutes Agency Self Review:

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Visitor Comments: Visitor Evaluation:

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9.1.3 Personnel Involvement and Training Page 177

Metro Parks Tacoma Standard: The agency risk management function shall involve and train personnel at all levels on risk management procedures. Suggested Evidences of Compliance: Demonstrate how personnel at all levels are included in the risk management function of the agency. Personnel involvement begins with the Accident Prevention and Safety Plan, which has a section devoted to Employee Safety Orientation for all career employees. The Plan includes a Safety Orientation Checklist and list of Employee Safety Responsibilities to ensure employees understand their roles in contributing to a safety work environment. Employees are involved in the Safety Committees that provide a forum to address any employee safety concerns and for staff representatives to report back to their departments on various safety-related issues. The safety committee maintains an Employee Intranet Safety Page that provides various safety information and minutes form the committee meetings. Each operational emergency plan contains a section on staff preparation that indicates the frequency and type of emergency preparedness drills to be performed. Evidence of Compliance: 1. Accident Prevention and Safety Plan 2. Safety Orientation Checklist 3. Employee Safety Responsibilities 4. Safety Committee Details, Minutes, Agendas, Members 5. Employee Intranet Safety Page 6. Point Defiance Zoo & Aquarium Safety Manual 7. Northwest Trek Safety Manual Agency Self Review:

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Not Met

Visitor Comments: Visitor Evaluation:

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9.2 Risk Manager

Standard: A specific position within the agency shall be designated with risk management responsibility and authority to carry out the policies established for risk management. Suggested Evidence of Compliance: Provide the position description that includes responsibility for risk management. The Chief Financial Officer supervises the risk management function for Metro Parks Tacoma, described in the job description as follows: â&#x20AC;&#x153;Plan, organize and direct the Districtâ&#x20AC;&#x2122;s Human Resource and Risk Management functions, including personnel policies and procedures, labor/management negotiations, compensation and class system, benefits structure, and insurance and risk management programs.â&#x20AC;?

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Metro Parks Tacoma Metro Parks has contracted a Risk Manager who works with staff to carry out actions identified in the risk management program to help control and reduce the risk of loss. The responsibilities contained in the contract are: o o o o o o o o

Review and investigate 3rd party claims and visitor incident and accident reports Review contracts for compliance with insurance requirements Recommend loss control and risk management improvements, policies, and procedures Attend and participate in various committee meetings as requested, and provide follow up research and investigation as needed Interact with outside agencies including insurance pool (WCIA), insurance companies, OSHA, DOSH, and other municipalities Provide weekly time to meet with MPT staff and managers to address risk management questions and issues. Coordinate development of emergency management plans for various MPT locations Such other risk management related services as MPT may from time to time request

Evidence of Compliance: 1. Chief Financial Officer job description 2. Risk Management Consultant contract Agency Self Review:

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Visitor Comments: Visitor Evaluation:

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9.3 ADA Compliance and Face-to-Face Resolution

Standard: There shall be a policy or procedure available to all members of the public and staff which address issues pertaining to ADA compliance, either in a written or electronic format. Suggested Evidence of Compliance: Provide a written policy or procedure available to the public and staff that outlines the steps to resolve questions, concerns, or complaints of accessibility along with a reasonable timeline for completion and have a process for face-to-face meetings is in place. The Americans with Disabilities ACT (ADA) requires Metro Parks Tacoma to ensure its facilities, programs and services are accessible to persons with disabilities in accordance with the standards of the ADA. If an individual feels that he/she has been unable to access a Metro Parks facility, program or service due to lack of accessibility or has been discriminated against because of a disability, the individual can submit a complaint to the ADA Coordinator. Metro Parks Tacoma has made available through its website www.metroparkstacoma.org access to the Agency Compliance Manual. The manual provides the procedures on how to submit a complaint and the steps Metro Parks will take to review, investigate and resolve the complaint with the individual. Metro Parks is currently updating the ADA Grievance procedures within the Agency Compliance Manual with the Chief Administrative Officer for implementation in 2019. Evidence of Compliance: Page 179

Metro Parks Tacoma 1. MPT Website Page 2. MPT ADA Agency Compliance Manual Agency Self Review:

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Visitor Comments: Visitor Evaluation:

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VISITATION REPORT SUMMARY FOR CATEGORY 9.0 – RISK MANAGEMENT Reviewed By: (Visitor Name) Unmet Standards: (List the Standard # and Name)

:

Provide clarification for all unmet fundamental standards

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Metro Parks Tacoma

10.0 EVALUATION AND RESEARCH NOTE: Standards marked with a star () are fundamental standards, and are required of all agencies seeking accreditation.

10.1 Systematic Evaluation Processes Standard: The agency shall have systematic processes for evaluating programs, facilities and services and operational efficiency and effectiveness. Suggested Evidence of Compliance: Describe what is evaluated and the methods and frequency of evaluation of programs facilities and services. Evaluation is the process of determining the effectiveness of current practice and procedures. Guided by a Board-adopted MPT Strategic Planning Framework, MPT maintains several high level planning documents that guide the major strategic and administrative direction for the agency. These plans are bolstered and informed with robust public feedback processes, statistically valid surveys and scans of best practices in the parks and recreation industry. Each of these major plans in the framework contain its own six-year action agenda, and each is updated every six years. The connection with the MPT audience is further refined with program and facility level business plans, customer surveys, comment cards, etc., which are then annually developed into analytical staff reports that inform business and facility planning and budgets for future years. As the pinnacle planning document for Metro Parks, the Strategic Master Plan research process began in May 2017 with final plan approval and adoption in January 2018. A major tenet of the Strategic Master Plan update is its multi-faceted approach to technical research that allowed a full understanding of the needs and critical actions MPT must address. The project team produced a SWOT analysis to address the most pertinent actions MPT should pursue for the next six-year period, and throughout this evaluation process staff was tapped for input that included performance measures, focus groups, workforce succession processes, etc. The volunteer led MPT Advisory Councils were also asked for feedback on the direction of the organization, and what should be addressed. Finally, an online community survey was conducted, generating 761 responses, respondents were asked to rate their overall satisfaction with MPT services, facilities, and programs and whether they believed the agency was meeting the needs of communities and acting responsibly. Results of the SWOT analyses, Advisory Council Survey Reports, and the Community Survey can be found in Chapter 7: Appendix, pages 44-60. To clarify the frequency of these reports, internal and external staff reports are conducted every two years, but feedback to the public is conducted every six years to coincide with the Strategic Master Plan adoptions. The public is also asked for feedback before a finalized Strategic Master Plan is adopted, a draft of the plan was published and open for comments from the public. The submitted public comments can be found in Chapter 7: Appendix, pages 69-77. The 2016 Mission Led Comprehensive Program Plan (MLCPP) is a six-year action plan that dictates how the district will activate its parks and facilities according to public demand and need. The 2016 version of the plan details community input that MPT received through public forums and focus groups where community leaders, current users, potential partners, and over 150 interested groups. Those focus groups drew attention to MPT’s strengths, needed changes, missing services, and new partnership opportunities. The chapter on community input also details findings from online surveys, stakeholder interviews, and the results from a statistically valid survey. Details on these activities can be found in Chapter Four: Community Input, pages 27-33. Results determining unmeet and met needs for multiple recreation Page 181

Metro Parks Tacoma opportunities and programs provided by MPT are also detailed throughout the various sections of the MLCPP, specifically for the three Mission Led Areas where MPT focuses its efforts: Active Living & Community Wellness, Culture & Heritage, and Nature & Environment. To better inform our decisions alongside the MLCPP, surveys conducted similar to the statistically valid survey occur periodically. The MLCPP is updated every six years, with the previous MLCPP occurring in 2010. MPT maintains a series of data analytics dashboards found on the MPT staff intranet site. The dashboards are updated monthly and as needed by the Data Administrator. The Data Administrator keeps track of changes in multiple areas of concern for the organization including Business & Innovation, Recreation & Community Services, Parks & Resources, and Planning & Development, as well as the key performance indicators identified in the Districts Strategic Master Plan. All staff have access to the intranet. At the program and facility level, MPT staff maintain specific business plans that are driven and informed by the districtwide plans mentioned above. Staff are provided training on standardized templates and required to update each plan in the spring of any given biennial budget preparation year. These plans are uniform in structure, and all contain examinations of demographics, alternative providers, SWOT analyses (Strengths, Weaknesses, Opportunities and Threats), among others. Cumulatively, these plans provide a robust venue where staff examine past performance and chart a path for the future. Examples provided include the 2018 Fort Nisqually Living History Business Plan and the 2018 Metro Arts Program Business Plan. At the micro level, programming and facility staff also conduct evaluations based on cost recovery and customer feedback. MPT strives to provide customer-centric service and believes in allowing for staff to periodically evaluate customerâ&#x20AC;&#x2122;s feedback and satisfaction on programming. Each year program and facility staff, supervisors, and managers receive training on how to provide a customer-centric service and how to evaluate customer feedback. The last training was held in May 2018. Community centers receive comments year round from users through comment cards. Examples from STAR Center and the Center at Norpoint are included below. STAR Community Center Comment Card Norpoint Community Center Comment Card Evaluations to determine the quality and cost effectiveness of programming opportunities are reported and analyzed by program supervisors. Managers collect feedback from parents and users through surveys to better understand how programming can be improved. Examples are listed below. Stewart Heights Swim Lessons 2018 Sports Survey All Results At the end of each quarter, program area supervisors analyze the cost recovery of their various programs. By comparing projected cost recovery to actual cost recovery, the comparisons and analyses help inform how programming should be adjusted and which program opportunities should be retained or removed. For example is cost-recovery analyses of Q3 Adult Sports and Art Programs. Program supervisors then take feedback and cost recovery analyses to write reports on the success of their program seasons, included is an example of Summer Wrap-up 2017 for Adult, Youth, and Adaptive Sports, and the Summer Wrap-up 2018 for Fitness & Art. These reports help inform programming and decision making for the next year of the corresponding season. Evidence of Compliance: 1. MPT Strategic Planning Framework 2. 6-year Strategic Master Plan (2018) Page 182

Metro Parks Tacoma 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. 13. 14.

Mission Led Comprehensive Program Plan (2016) MLCPP Statistically Valid Survey Report (2016) Intranet Performance Measurement Dashboards Customer Service Presentation STAR Center Comment Card Center at Norpoint Comment Card Stewart Heights Swim Lessons 2018 Sports Survey All Results Adult Sports Cost Recovery Arts Programs Cost Recovery Summer Wrap Up 2017 Adult, Youth, and Adaptive Sports Summer Wrap Up 2018 Fitness & Art

Agency Self Review:

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Visitor Comments: Visitor Evaluation:

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10.1.1 Responsibility for Evaluation Standard: The agency shall assign specific responsibility for managing elements of the evaluation program, including planning, training, evaluation, and analysis. Suggested Evidence of Compliance: Provide job descriptions for the person(s) (staff or consultants) responsible for supporting and monitoring evaluation processes, including planning, training, evaluation, and analysis. If consultant services are used, provide the current contracts or service agreements. The documentation should also include the resumes of persons providing the service, including experience and training. Metro Parks Tacoma has assigned the responsibility for oversight of the district’s Strategic Planning Framework that include, among others, the District Strategic Master Plan (updated 2018) and the Mission Led Comprehensive Program Plan (updated 2016) to the Chief Strategy Officer, a position within the Strategy and Governance Department. This position educates personnel on Metro Parks’ policies, strategies and requirements for planning, evaluation and performance management and facilitates the public participation and engagement needed to collect meaningful data for decision-making. The resume of the incumbent is also provided. The Database & Analytics Administrator is mainly responsible for updating district databases, and also publishes data on intranet dashboards that keep track of the District’s performance in the areas of Business & Innovation, Recreation & Community Services, Parks & Resources, and Planning & Development. Evidence of Compliance: 1. MPT Strategic Planning Framework 2. Chief Strategy Officer Job Description 3. Joe Brady, MPT CSO Resume 4. Database & Analytics Administrator Job Description Page 183

Metro Parks Tacoma

Agency Self Review:

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Not Met

Visitor Comments: Visitor Evaluation:

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Not Met

10.1.2 Staff Training on how to Evaluate Programs, Services, and Facilities Standard: The agency shall provide training on how to evaluate programs, services and facilities for personnel involved in managing facilities and delivering programs and services. Suggested Evidence of Compliance: Provide examples of recent evaluation trainings completed by the agency, including curriculum content, training dates and participant lists. Examples of training subjects could include but are not limited to qualitative and quantitative measurement, identification of applicable evaluation tools, data analysis and use of findings. The MPT Strategic Planning Framework sets forth the top-down process that the District employs to ensure that the agencyâ&#x20AC;&#x2122;s services, programs and facilities are delivered effectively and efficiently to residents. Some of the best and easily accessed information that a facility or program supervisor can receive is through public direct customer feedback. Feedback is highly utilized when evaluating participant satisfaction with the quality of programs and facilities operated by Metro Parks Tacoma (MPT). Supervisors, front-line staff, program managers, and Directors sat in on customer service training during the month of May 2018. Three training sessions were hosted and basic customer service etiquette topics, evaluations of customer feedback and how to improve services was covered. Customer Service Training Presentation Customer Service Training Sign-in Sheet MPT is constantly adjusting its program offerings, as guided by the Mission Led Comprehensive Program Plan and the performance in the market of each activity. As a preparatory step in the annual business planning process for MPT programs, informal training is given to staff on how to evaluate current attendance and cost effectiveness of program offerings. These Red, Yellow, Green Evaluations were introduced to the District in 2017 on an experimental basis. Red, Yellow, Green evaluations helped inform staff what percentage of program offerings are reaching an attendance that is cost effective and producing revenue (green), what is meeting the minimum attendance level (yellow), and what is below minimum participation levels and should be considered for retirement (red). Training for staff is straightforward and can be conducted by using the Class/ActiveNET software platforms. 2017 Red Yellow Green Program Evaluation Red Yellow Green Program Evaluation Instructions In 2018 staff adjusted evaluations away from this Red Yellow Green matrix and focused on a new cost recovery pyramid report. Staff supervisors write comprehensive reports at the end of each programming season that better inform future decision making for programming, such as the Summer Wrap Up for Fitness & Arts 2018. These reports are informed by user feedback, and the cost recovery pyramid Page 184

Metro Parks Tacoma analyses that replaced Red Yellow Green evaluations that examine the revenue generated through program areas per quarter. Supervisors are responsible for filling out these analyses and are guided through ad hoc verbal training provided by Recreation Managers. During the annual program business planning cycles, all analyses are reviewed by the Recreation Managers. Evidence of Compliance: 1. Customer Service Training Presentation 2. Customer Service Training Sign-in Sheet 3. Red Yellow Green 2017 Evaluations 4. Red Yellow Green 2017 Instructions 5. Summer 2018 Wrap Up Fitness & Arts 6. 2018 Adult Athletics Cost Recovery Analysis Agency Self Review:

Met

Not Met

Visitor Comments: Visitor Evaluation:

Met

Not Met

10.2 Outcomes Assessment Standard: The agency shall use evaluation results to assess the outcomes of park and recreation programs, services, and facilities and assess the operational effectiveness of the organization. Outcomes show the relationship between resource inputs and the resulting impacts and benefits of the outputs. Outcomes are measurable changes in behaviors, attitudes, knowledge, conditions or skills. Suggested Evidence of Compliance: Provide examples of how evaluation results are used to determine levels of performance and effectiveness in the organization and how evaluation are used to determine if specific programs, services or facilities are achieving planned or projected results. Metro Parks Tacoma periodically reviews national trends and demographics to better assess how current programing and policies are meeting community needs, and what areas for improvements can occur in programs and policies to further reach unmet needs and improve services. The Mission Led Comprehensive Program Plan is a major planning document that is updated every six years and was last updated in 2016. The MLCPP takes a comprehensive breakdown of all MPT program area offerings operating in the District. The decision to include certain programming over other involves past review of programming attendance numbers and any rising national trends and local demographics information to determine community interest for new and existing programming. Specific details on determination of programming can be found in program area and facility business plans such as the Aquatics Business Plan (2016), Metro Parks Youth Athletics (2016), and STAR Center Business Plan (2018). MPT employees measure attendance numbers in each program to determine if the public had engaged with the programming opportunity. If attendance does not reach a sustainable level, then the program is considered to be removed from the programming mix. The details of how evaluations are conducted can be found under standard 1.4.2 Personnel Involvement. Page 185

Metro Parks Tacoma Evidence of Compliance: 1. Strategic Master Plan 2018 2. MLCPP 2016 3. Aquatics Business Plan 2016 4. Metro Parks Youth Athletics 2016 5. STAR Center Business Plan 2018 6. Data Analytics Dashboard Agency Self Review:

Met

Not Met

Visitor Comments: Visitor Evaluation:

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10.3 Performance Measurement

Standard: The agency shall have a procedure for tracking and monitoring data trends and measuring performance against targets linked to achievement of goals and objectives. Suggested Evidence of Compliance: Provide performance targets and measurement in use by the agency. Describe the process and frequency of performance measurement and cite examples for how the results have been used by the agency to affect decisions. The measures may include data gathered from the following qualitative and quantitative sources: a. Recreation and demographic trends; b. Needs assessment; c. Community inventory; d. Surveys; e. Program and service statistics; f. Inspections; g. Customer feedback; h. Program evaluation; i. Risk management reports; and j. Budget and financial reports. Metro Parks Tacoma identified 6 Districtwide Performance Measures as part of the 2018 update to the Strategic Master Plan. They include: 1. MPT Workforce Diversity: as MPT strives to uphold equity and accountability our workforce must reflect our population. The goal identified is to attain diversity in gender and ethnic composition that is within 5% of the district community by 2023. 2. Residents Covered by the 10-Minute Walk Level of Service Standard: MPT maintains a long term goal to eventually achieve 100% coverage that all residents within the District to have a 10minute maximum walk time to any park or MPT facility from their home or residence. The shortterm objective is to reach 90% coverage by the year 2023. 3. 100% Attainment of the MLCPP Action Plan: The MLCPP is a major planning document that guides the need for MPTâ&#x20AC;&#x2122;s recreation and community programming operations to change and adapt to constituent needs. This measure solidifies the strategic connection between the efficiency and efficacy of MPTâ&#x20AC;&#x2122;s overall operations to the need for the districtâ&#x20AC;&#x2122;s program staff to remain innovative and entrepreneurial. The goals outlined for improvements to operations of

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Metro Parks Tacoma programming and services were informed by staff analysis and a statistically valid community survey that is representative of the district. 4. 100% Attainment of the MPT Environmental Sustainability (ES) Plan: Similar to the other planning documents in the MPT strategic planning framework, the MPT ES Plan has a six year action schedule that governs how and where MPT will work to advance environmental sustainability in Tacoma. This performance measure gauges MPT’s level of attention and effort to the execution of the MPT ES Plan. 5. Increase Percentage of “Non-Tax” or Earned Revenue by .5% Per Year: This measure is to better extend the revenue for the operating reach of the District, giving MPT greater flexibility to provide more programming and services. In calculating this measure, MPT uses data from the previous five years to develop goals for future budget years. 6. Program Operations and Registration: Maintain at least 35% of classes run in 2018 above 75% registration capacity, 40% in 2019, and 40% in 2020. In calculating this measure, MPT annually pulls data from the three previous calendar years and uses the resulting trend to set goals for future years. The Mission Led Comprehensive Program Plan is a major planning document that guides what services and programs should be provided to the community. The document is updated every six years and is critical to identifying community needs, identifying gaps in services, and determining how the district will address key issues. The document provides the foundation for recreation services and amenities in parks and facilities and is meant to guide and be supported through additional business planning processes. All program level business plans across MPT look to the MLCPP for guidance on what programming should be provided to specific geographic areas of the city. Examples of business plans are provided through the links in this section. Each area takes into account information provided by the MLCPP and directors determine what to include. The STAR Center Business Plan analyzes the MLCPP trends and demographics for the Southwest planning region, 4.0 Demographics (MLCPP Source) pages 24-26. The Specialized Recreation Program Business Plan also dives into MLCPP demographics in 4.2 Demographics (MLCPP Source) on pages 17-18. Many other business plans utilize the MLCPP to better inform their decisions and additionally will compare MLCPP demographics with their current market segmentation to better understand the path to reach more customers and understand what programming is strongest within their communities of interest. MPT also works with outside organizations to best determine how to pool resources to meet needs of the community and reach performance measures. An example of this is through the Joint Athletic Field Study completed in 2016. MPT and the Tacoma Public School District initiated an interagency committee with the goal to analyze and inventory existing athletic fields and complexes. The analysis was used to create a joint action plan, identify ways to combine resources to meet unmet needs, balance quality and equity of fields and complexes throughout Tacoma, and would generate a concrete understanding of program offerings and service gaps at each relevant location. Through all of these planning documents, MPT has specific performance measures that determine if MPT is successfully meeting community needs and is operating efficiently and equitably. Evidence of Compliance: 1. 2. 3. 4.

Strategic Master Plan (2018) Districtwide Performance Measures (2018 SMP, Chapter 4) MLCPP (2016) STAR Center Business Plan (2018) Page 187

Metro Parks Tacoma 5. Specialized Recreation Business Plan (2018) 6. Joint Field Study Agency Self Review:

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Visitor Comments: Visitor Evaluation:

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10.3.1 Level of Service Standards Standard: The agency shall have level of service (LOS) standards for provision of land, facilities and services within the jurisdiction. LOS standards are a type of performance measure associated with equitable provision service, such as the number of facilities per 1,000 residents in a service area or facilities available within a designated travel distance or travel time, e.g. percent of population that have a park within a 10-minute walk. LOS standard can also address other dimensions of equitable access, such as connectivity, maintenance and affordability, e.g. percent of parkland connected to the trail network. Suggested Evidence of Compliance: Provide the LOS standards and describe how LOS standards are used to establish facility and service priorities. Guided by the District Strategic Planning Framework, MPT evaluates its LOS provisions at the physical (amenity) and programmatic levels. Both categories are guided by major planning documents to define future direction, bolstered by customer service evaluations to determine levels of satisfaction, and enforced through rigorous business planning cycles and maintenance schedules. As evidenced in Tacoma signing on to the NRPA/Trust for Public Land/Urban Land Institute National 10 Minute Walk Initiative, MPT has focused on improving the physical access to parks and facilities for Tacoma’s residents. This was identified as a major performance measure in the Strategic Master Plan (2018). This plan identified that MPT has an LOS of 69% and formally adopted a goal to reach 90% coverage by 2023. Furthermore, the MPT Parks and Facilities LOS Plan (under development) is further refining this analysis by identifying partner properties that can be used to bolster coverage. As an example, MPT will formally adopt a “School Park” classification and supporting agreements that will formally raise the coverage. Other components of this plan will include a geographical analysis at the amenity type level (outdoor pools, spraygrounds, etc.) and accompanying LOS targets for each. The plan will also leverage external metrics from partner agencies like the Tacoma-Pierce County Health Department’s 2016 Health Equity Assessment to prioritize amenity placements in the MPT system of parks and facilities. By policy, MPT maintains all of its parkland in an equitable and consistent manner, regardless of location in the District. As part of the biennial budget process, park managers develop and update park maintenance schedules and regimes that outline the frequency and priority of all maintenance tasks for all park classification categories. The 2017/18 Park LOS Schedules are provided as evidence. On the programming side of things, MPT uses the Mission Led Comprehensive Program Plan, as the primary tool to ensure that the suite of service offerings is in step with the needs and desires of Tacoma’s Page 188

Metro Parks Tacoma residents. Through this plan, MPT identified improved level of service as a primary objective to improve for the near six-year future and beyond. MPT also understands that an ideal programming LOS is achieved when MPTâ&#x20AC;&#x2122;s offerings of programs and services reach equilibrium with community need, which requires: 1. Understanding the diversity and degree of community needs for programs and services (and the facilities that support them); 2. Understanding diversity and scope of existing programs and services provided by MPT and other service providers; 3. Analyzing where and how needs are currently met, and where they are not; and 4. Prioritizing unmet needs and recommending ways for MPT to address them. One manner in which the District communicates these LOS initiatives with the public is via the districtâ&#x20AC;&#x2122;s website, and various social media channels. In addition, the MPT Communications Team maintains an informational flyer and map that promotes MPT enterprises and programs, while also providing a map of MPTâ&#x20AC;&#x2122;s current park and facility inventory provided by the District. Evidence of Compliance: 1. Mission Led Comprehensive Program Plan (2016) 2. Strategic Master Plan (2018) 3. Updated Public Flyer Agency Self Review:

Met

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Visitor Comments: Visitor Evaluation:

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10.4 Need Assessment

Standard: The agency shall periodically conduct an assessment of assets and needs to identify existing and projected gaps in service and determine land, facility and service priorities. Need assessments are used to help determine priorities for developing services with the agency. Needs assessments can use a variety of methods to obtain input from the community, including focus groups, advisory boards, forums, and surveys. Suggested Evidence of Compliance: Provide the current needs assessment, describe the procedural steps in conducting the assessment, describe the frequency of updates, and describe the use of the assessment in agency planning. Metro Parks Tacoma conducts periodic review of neighborhood needs and desires through public outreach, joint studies, and the Mission-Led Comprehensive Program Plan (2016). Every six years, the MLCPP goes through adoption, and each iteration of the document receives feedback through public forums, an electronic web survey, focus groups, and a statistically valid community survey randomly distributed to residents of Tacoma, which in the most recent update received 641 usable responses. The MLCPP is the major planning document that determines how MPT should align their program offerings and services, and how best to meet community needs. Planning for program needs are categorized into three areas: Page 189

Metro Parks Tacoma 1. Active Living & Community Wellness 2. Culture & Heritage 3. Nature & Environment In addition to public feedback, the planning team determines current level of service (LOS) through a variety of methods (e.g., program matrix assessment, similar provider analysis, spatial mapping, and demographics and trends analysis). Through all of these efforts MPT has a prioritized direction for future acquisition, productive use of space, redevelopment, expansion, or dissolution of MPTâ&#x20AC;&#x2122;s park and recreational facilities and programs. Determined needs from the MLCPP are then included in the Strategic Master Plan, which identifies an action matrix over future bienniums that provides a timeline of how MPT can fulfill unmet community needs and other goals. The MLCPP and Strategic Master Plan are core documents in guiding MPT in meeting needs of the community and assuring the district is providing services responsibly, sustainably and equitably. MPT also makes use of similar providers and other agencies to determine how organizations in Tacoma can pull resources to meet needs of their communities. In 2016 MPT and Tacoma Public Schools completed a Joint Field Study that analyzes the current inventory of athletic fields and complexes owned by MPT and TPS. The report thoroughly analyzed the current and projected utilization, developed an action plan that identifies ways to combine resources to meet community needs for sports, balance quality and equity of fields and complexes in Tacoma, and generate a concrete understanding of program offerings and service gaps at each relevant location. The Joint Field Study has been used for grant planning, and identifying new programming opportunities. Evidence of Compliance: 1. MLCPP 2. Strategic Master Plan 3. Joint Field Study Agency Self Review:

Met

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Visitor Comments: Visitor Evaluation:

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10.5 Program and Service Statistics

Standard: The agency shall collect and analyze statistics on its programs and services for evaluation and future program and service development. Suggested Evidence of Compliance: Provide examples of statistics collected, describe the frequency of updates, and describe how the agency makes use of the information. The Parks & Recreation Department holds a comprehensive listing of program offerings, known as the Program Delivery Matrix, and their level of difficulty, target demographic, mission-led priority, service Page 190

Metro Parks Tacoma determinants, community benefit, service delivery, geographic quadrant where the program is offer, and which quarter the program is offered. This list is updated annually by the P&R staff and maintained by the District Wide Programs Manager. The listing helps keep track of current program inventory offered by MPT. To better understand how to improve programming for the future and to meet community demand, the MLCPP breaks down three different chapters according to their mission-led areas and their more specific program offerings: 1. Active Living & Community Wellness a. Aquatics b. Community & Social Wellness c. Fitness d. Sports 2. Culture & Heritage a. Arts b. Park Heritage & Living History c. Public Assembly 3. Nature & Environment a. Environmental Education b. Nature & Wildlife c. Outdoor Recreation & Ecotourism Within these areas a district wide map of MPT offerings is compiled so staff have a high-level overview of where certain programming is offered among the various planning areas of MPTâ&#x20AC;&#x2122;s jurisdiction. In the subsections the MLCPP tends to look at the four different Tacoma planning areas and those communities unmet needs related to the specific subsection (this information was gathered from a statistically valid community survey of 641 random respondents, focus groups, public forums, and online surveys), which provides clear ideas of how the different subsections can start offering programs to the specific planning areas. The MLCPP also breaks down the delivery methods for the subsection activities, which service providers in Tacoma offer these programs, the price classification of the programs, the lifecycle stage of the programs and the current participation rates. Program planning is furthered through individual program and community center business plans that break down current market segmentation, their participant rates in programs, and how that segmentation connects to the data delivered by the MLCPP. This allows staff to have clear understandings of how their specific program offerings in the various mission-led areas will need to improve for their specific planning quadrant location. Examples of these business plans include the STAR Center Business Plan, the Aquatics Business Plan, and the Fort Nisqually Living History Museum Business Plan. The MLCPP also provides input into the strategic direction of MPT as outline in the updated Strategic Master Plan (2018). The combination of the Strategic Master Plan, MLCPP, and Business Plans, and the program statistics from those documents ultimately inform the biennial budgets as identified in the 201920 Budget Instructions, which describes how previously gathered data will inform the coming budget. Evidence of Compliance: 1. Program Delivery Matrix (2017-18) 2. MLCPP (2016) 3. Strategic Master Plan (2018) Page 191

Metro Parks Tacoma 4. 5. 6. 7.

STAR Center Business Plan (2018) Aquatics Business Plan (2016) Fort Nisqually Living History Museum Business Plan (2018) 2019-20 Budget Instructions

Agency Self Review:

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Visitor Comments: Visitor Evaluation:

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Not Met

10.5.1 Recreation and Leisure Trends Analysis

Standard: The agency shall assess periodically societal and local recreation and leisure trends and determine how those trends impact existing and projected user populations. Suggested Evidence of Compliance: Provide trends analysis, describe frequency of updates, and describe linkage to agency goals and objectives. Metro Parks analyzes trends in local and national recreational practices and programming to inform decision making on program and service offerings. National recreation and leisure trends are discussed in the Mission-Led Comprehensive Program Plan (MLCPP), a major planning document that is updated every six years. The last iteration of the MLCPP was updated in 2016. In each MLCPP demographics and trends are analyzed and implications for each program offering area of MPT is discussed. The trends analysis section of the MLCPP 2016 is found in Chapter 3 from pages 21-26. The trends analysis section explores national trends in general sports, aquatic activity, general fitness, and outdoor recreation. Within each category of recreational activities participation levels are measured over the years, the three comparison years in the latest MLCPP were for 2009, 2013, and 2014. A percent change from 2009-14 and 203-14 is determined and helps guide MPT decision making on whether a certain activity is becoming more popular or less and how MPT should respond with their program offerings. National trends analysis doesn’t do enough, however, to determine MPT’s direction for programming and within Chapter 3 pages 13-20 is a breakdown of demographic trends for Tacoma and how they are changing. In these demographic areas MPT examines Tacoma’s changing population, age segmentation, race and ethnicity, households and incomes, persons with disabilities, veteran status, and immigration. Coupling these national leisure and recreation trends with our local demographic trends better informs how MPT should respond to rising recreational activities and how receptive MPT’s communities are to this activity. The MLCPP and all this information is publicly available to all staff through the MPT website’s Agency Plans & Partnerships section. The national trends and local demographics go on to help determine implications for the different services areas of MPT in Active Living & Community Wellness, Culture & Heritage, and Nature & Environment. These are further discussed in their separate sections of the MLCPP. This data also informs other vital planning documents for MPT including the Strategic Master Plan (2018), updated every six years, and the Joint Field Study, a collaborative inventory analysis between MPT and Tacoma Public Schools to better understand how each agency can leverage their stadiums and complexes to better serve the recreation needs of Tacoma’s communities.

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Metro Parks Tacoma Evidence of Compliance: 1. 2. 3. 4.

MLCPP Agency Plans & Partnerships Strategic Master Plan Joint Field Study

Agency Self Review:

Met

Not Met

Visitor Comments: Visitor Evaluation:

Met

Not Met

10.5.2 Community Inventory

Standard: The agency shall compile a complete and current inventory of parkland and recreation facilities, programs and services in the service area, including those provided by the agency and those offered by schools and other alternative public, private, non-profit providers. Suggested Evidence of Compliance: Provide a complete and current inventory of parkland, programs and services available in the community, describe the frequency of updates, and describe how the agency makes use of this information. The Program Delivery Matrix is an annually updated document maintained by the District Wide Services Manager and Parks & Recreation Staff. The Matrix describes all P&R offered programs and notes their mission-led area, target demographics, program type, service determinant, difficulty level, community benefit, service delivery method, quarter, and geographic quadrant. This provides P&R staff with a detailed overview of current program offerings and where we may need to expand or add. Metro Parks Tacoma (MPT) also provides the public various maps that detail where park and facilities owned and operated by MPT are located. This information can be found in the updated informational flyer on page two and the flyer is distributed to the public through the MPT HQ, Community Centers, and other facilities. The strategic master plan also analyzes the current LOS, which was determined by examining current program offerings, location of parks and facilities, and program offerings and fields provided by other service providers such as the YMCA, Boys & Girls Clubs, and Tacoma Public Schools. The Strategic Master Plan is reviewed every six-years. In 2016, a Joint Field Study developed by MPT and Tacoma Public Schools was created to analyze each organizationâ&#x20AC;&#x2122;s currently available fields and complexes and how each organization can pool resources to meet unmet community demands for sports programming. The current Field Study projects field and complex usage rates for the next ten years. The different sections in the MLCPP also describe some of the various program offerings within the three mission-led program areas. In these areas and subsections the percentage distribution of program offerings provided by MPT and other service providers is analyzed. The MLCPP is reviewed every sixyears. Page 193

Metro Parks Tacoma Evidence of Compliance: 1. 2. 3. 4. 5.

Program Delivery Matrix (2018) MLCPP (2016) Informational Flyer Strategic Master Plan (2018) Joint Field Study

Agency Self Review:

Met

Not Met

Visitor Comments: Visitor Evaluation:

Met

Not Met

10.5.3 Park Metrics

Standard: The agency shall create a profile in the national Park Metrics database that includes completion of an Agency Performance Survey Suggested Evidence of Compliance: Provide a copy of the Agency Performance Survey. MPT has a profile in the national Park Metrics database and last filled out the survey on an annual basis. A copy of the last submittal for the 2018 calendar year is provided as evidence. Evidence of Compliance: 1. 2018 Metro Parks Tacoma Park Metrics Survey Agency Self Review:

Met

Not Met

Visitor Comments: Visitor Evaluation:

Met

Not Met

10.6 Research Investigation

Standard: The agency shall conduct at least one experimental exploration or research investigation each year related to park and recreation operations. These are demonstration or pilot projects where performance data are collected before and after the test to determine effectiveness. Suggested Evidence of Compliance: Provide a report on a current or recent experimental or demonstration research project designed to improve a product or to test a new process or procedure, including methods used and research findings; provide brief descriptions of other research investigations undertaken over the past five (5) years.

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Metro Parks Tacoma An example of a research investigation project under development for 2018 is the Urban Wildlife Project, a project that will use a partnership between Metro Parks Tacoma and the University of Washington Tacoma to better understand the urban wildlife and how human actions impact the habitats of these wildlife. Specifically the study will use a multi-year (2018-2020), multi-season approach to document mammalian distributions in and outside the Tacoma metropolitan area. The initial investigation will encompass a single transect 52.5 km long that extends southeast from Point Defiance Park, through the urban center of Tacoma, and south to Northwest Trek in Eatonville. Along this length there will be 46 sampling sites that will include motion-triggered infrared cameras which will document animals located at each spot and measure night brightness with Sky Quality Metrics to determine artificial light at night (ALAN). Cameras will be located in their sampling sites for approximately 30 days in October, January, April, and July. Data will be analyzed with three aims: 1. Determine if night sky brightness corresponds to other factors of urbanization such as housing density, available habitat and socioeconomic factors such as average household income, average neighborhood age, and housing vacancy rate. 2. Describe species diversity and community composition within and around Tacoma metropolitan area. Analysis will account for variation in type of green space, human activity, vegetation, etc. 3. Determine whether species-specific distributions are a function of ALAN, socioeconomic factors, landscape factors, or any combination thereof. The information from the Urban Wildlife Project will better determine how MPT’s Zoological and Environmental Education Department (ZEED) can engage conservation efforts within the local community. ZEED also engages in multiple research projects per year that help inform decisions on the interaction on conversation of various species held by the Zoo & NW Trek. The list of recent research projects can be found here. In 2015, MPT approached the city of Tacoma for a unique project to be built on park land. The project was a stormwater treatment plant built in a busy section of Point Defiance Park. The facility is designed to capture pollutants before they wash into an impaired area of Puget Sound that is overloaded with heavy metals from the Tacoma ASARCO Smelter Plume, a toxic legacy from a copper smelter that operated for nearly 100 years. This facility provides treatment for 754 acres in a footprint of only 5,550 square feet. Stormwater from streets, yards and parking lots from as far south as North 30th Street makes its way to just north of the park entrance where the stormwater enters the facility through a series of six cascade pools. Up to 8 million gallons of the city’s dirtiest runoff is treated through this plant. More information can be found on the city’s website here. More specific operational projects are conducted and can take multiple years to complete. In recent years (2015) MPT has studied parking and circulation for Point Defiance Park. The park has many amenities and attractions for park users and is thus one of the most popular parks in Washington state. Due to this popularity, parking and accessing the park can be difficult and the district’s main zoo parking lot can be overburdened during popular summer months. To better understand and form potential solutions, MPT conducted a series of public meetings to understand the public perception of parking and solutions to accessing Point Defiance Park. In 2018, a Parking & Circulation report was released that provides recommendations to the overburdened parking system and what a new parking structure could do to ease the overuse of the current parking system. Post data for this project has not been collected yet as solutions have not been implemented, but MPT will be monitoring the results of recommendations.

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Metro Parks Tacoma A major change in operations is the use of a third-party contractor, Comeback Sports, to maintain and operate MPTâ&#x20AC;&#x2122;s Adult Sports programming. At the same time MPT wanted to expand youth sports offerings and started the Elementary School Sports program. The intention of these coordinating changes was to see how Comeback Sports would successfully maintain adult sports offerings and thus allow MPT greater resources to improve youth sports offerings. The change was a success with Comeback Sports offering adult sports in 2016, since 2016 enrollment in Adult Sports has increased and is projected to continue increasing into 2020 and elementary school sports has increased enrollment as well. A presentation to the Park Board given in June 2018 demonstrated the success of introducing the third party. Data of the increased enrollment in Adult Sports and Youth sports can be found on slides 8 & 13. Evidence of Compliance 1. 2. 3. 4. 5.

Urban Wildlife Project Proposal COT Stormwater Treatment Facility information ZEED Research Projects Parking & Circulation Study Elementary Sports Presentation to Park Board June 2018

Agency Self Review:

Met

Not Met

Visitor Comments: Visitor Evaluation:

Met

Not Met

10.6.1 Quality Assurance

Standard: The agency shall monitor and evaluate the quality of its programs, services and facilities from the user perspective. Examples include but are not limited to customer comment cards, secret/mystery shopper surveys, user satisfaction surveys, program evaluations and focus groups. Suggested Evidence of Compliance: Provide recent examples of methods used to collect, monitor and evaluate quality assurance data from users. Metro Parks Tacoma (MPT) has many avenues for users to provide feedback on the quality of our services, programs, and facilities. For day to day requests the public can contact MPTs offices to speak with staff representatives about concerns or questions they may have, or to provide feedback. The public can also submit a Community Action Request (CAR) form to point out maintenance and similar issues in parks and facilities. An example of a CAR submission and response can be found here. MPT is committed to providing a customer centric experience and has front-line staff, community center supervisors, program managers, and recreation directors sit in on an annual presentation on how best to engage with customers, maintain transparent communications, and evaluate and respond to user feedback. This equips staff that engage with the public most directly to better understand how to implement action on public commentary. Staff receive feedback through program evaluations and community center comment cards. Program Feedback Page 196

Metro Parks Tacoma Group Zumba Senior Cardio Dance Soccer Survey Results Stewart Heights Swim Lessons Kandle Pool Swim Lessons Community Center Comment Cards STAR Center example Center at Norpoint Example

MPT will usually have various opportunities throughout the year for the public to attend open houses on specific programs and services. In May 2018, MPT held an open house at People’s Center to receive feedback on what programs and services should be offered or improved at the community center. The district’s Zoological and Environmental Education Department also evaluates program form the user experience for its educational programming such as keeper talks, animal encounters, and other exhibits. Another document describes how the Education and Marketing Departments for ZEED analyze on-going needs assessments given their user perspectives and through the assistance of their focus groups, and professional organization memberships. Evidence of Compliance: 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12.

CAR Example Customer Centric Presentation Group Zumba feedback Senior Cardio Dance Feedback Soccer Survey Results 2018 Stewart Heights Swim Lessons Kandle Pool Swim Lessons STAR Center Comment Card Center at Norpoint Comment Card People’s Center Open House Results PDZA Educational Programming Assessments Marketing and Education Assessment use

Agency Self Review:

Met

Not Met

Visitor Comments: Visitor Evaluation:

Met

Not Met

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Metro Parks Tacoma

VISITATION REPORT SUMMARY FOR CATEGORY 10.0 – Evaluation and Research Reviewed By: (Visitor Name) Unmet Standards: (List the Standard # and Name)

:

Provide clarification for all unmet fundamental standards

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Metro Parks Tacoma

OVERALL VISITATION TEAM SUMMARY

AGENCY STRENGTHS The visitation team identified the following item(s) as being particular strengths of the agency: AGENCY PREPAREDNESS The visitation team assessed the preparedness of the agency in conducting the accreditation process (i.e., document accuracy and completeness, staff awareness, file system organization): STANDARDS • • • • •

The visitation team identified the following standard(s) as unmet: •

:

Provide clarification for all unmet fundamental standards • Number of standards met: Number of fundamental standards not met: Number of non-fundamental standards not met: Total must equal 151

OTHER CONCERNS RELATED TO MAINTAINING ACCREDITATION The visitation team identified the following item(s) as areas of general concern related to the ability to maintain accreditation:

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Metro Parks Tacoma

SIGNATURES OF THE VISITORS The Visitation Team attests to its findings contained within this report. 1) ____________________________________ Team Chair Signature

________________________ Date

2) ____________________________________ Visitor Signature

________________________ Date

3) ____________________________________ Visitor Signature

________________________ Date

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Metro Parks Tacoma

AFFIRMATION BY COMMISSION The Lead and Second Reviewer, assigned by the Commission, have reviewed this report and approve its release to the agency. 1) ________________________________________ Lead Reviewer Signature

_________________________ Date

2) ________________________________________ Second Reviewer Signature

_________________________ Date

OPTIONAL SECTION (if applicable) The following standard notation(s) have been modified by the Lead and Second Reviewer, as approved by the respective visitor(s), since the original drafting of this report:

STANDARD

ORIGINAL NOTATION

CURRENT NOTATION

RATIONALE FOR CHANGE

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