2019‐2020 AGENCY GOALS INITIATIVE ‐ PROVIDE QUALITY GUEST SERVICE AND EXPERIENCES Align opportunities with guest and community needs o Formalize a process to analyze guest data and feedback o Formalize a research process for identifying trends and opportunities Increase Participation o 428,703 guest experiences o Create an All Agency Marketing Plan Continuously improve guest satisfaction and loyalty o Fitness Center Memberships o Achieve a Net Promoter Score of 70% Develop guest loyalty and recognition program o Continue the STAR recognition program Develop guest service standards o Formalize a process for guest service standards Implement the 2019‐2020 Major Projects Schedule o CRC Renovation and Expansion Project o Chevy Chase building repair and painting project o Chamber Park parking lot/drive Implement Park Improvement Plan o Planning/Design, Construction for Childerley park o Planning process for Avalon Sienna playground o Install Heritage Park entry signs o Complete Heritage Park playground
INITIATIVE ‐ IMPROVEMENTS IN INTERNAL PROCESSES & SYSTEMS Build efficiencies by streamlining processes o Continue implementation of Time and Attendance system o Review all operational manuals and revise Security Plan o CRC Security Plan o Surveillance Cameras at Parks
Maintain and achieve Agency accreditations o Continue to qualify for GFOA's Certificate of Achievement for Excellence in Financial Reporting o Maintain Park District Risk Management Agency accreditation o Achieve Distinguished Accreditation Agency Recognition Strengthen internal and external guest communications o Build upon Wheeling Park District brand and image o Internal guest communication processes o Create performance management system – mid/long
INITIATIVE ‐ ESTABLISH LONG‐TERM FINANCIAL STRATEGIES Align financial resources with need o Cost of Service Model o Continue to meet fund balance targets as established o Generate targeted annual transfers to Capital Projects Fund ▪ Corporate: $124,000 ▪ Recreation: $709,000 Financial Growth & Sustainability KPM Overall: $2,718,822 o Corporate: $698,607 o Chevy Chase Country Club: $601,920 ▪ Golf: $1,165,581 ▪ Food & Beverage: $1,543,988 o Recreation: $1,418,295 ▪ Fitness & Wellness: ($21,698) ▪ Family Aquatic Center: $136,332 ▪ Recreation programs: $463,748 ▪ Heritage Park Sports Complex: $209,805 ▪ Indoor Pool: ($79,718) Grow revenue o Review current operational overview and business plans, and update Increase alternative revenue sources o Continue to seek new grant opportunities o Pursue alternate revenue sources o Pursue sponsorships
INITIATIVE ‐ DEVELOPING COMMUNITY RELATIONSHIPS Develop strategic alliances o Continue to develop methods to connect with, and deliver services to, diverse markets o Develop new opportunities for partnerships o Continue to explore new opportunities for collaborations and partnerships o Continue to build upon working relationships with other governmental agencies, businesses, and service organizations Foster existing relationships with State and Federal Legislators o Continue to keep in regular communication with legislators on Park District issues, public events, and potential opportunities o Continue to participate in state and national legislative forums on parks and recreation
INITIATIVE ‐ CONTINUOUS LEARNING ENVIRONMENT Staff and Board development o Conduct leadership abilities for leadership positions o Leadership training o Strengthen Board competencies and conduct a Board self‐evaluation Uphold an accountable work environment o Conduct a workload/staffing analysis o Monitor and report on progress of individual, divisional, department, and Agency goals Encourage innovation, creativity o Encourage and support continuous learning
INITIATIVE ‐ ENVIRONMENTAL STEWARDSHIP Foster an environmentally‐conscious staff and community o Increase environmental programs o Track and communicate District environmental efforts o Update environmental action plan