Parks and Recreation System Master Plan Update (2016) parks_and_recreation_system_master_plan_update_oct | Page 238

Objectives and Goals
(Approved March 9, 2016)
Objective 1: Community Engagement – Parks and Recreation works with our community,
partners, and leaders to understand their needs, in an effort to enhance and strengthen
relationships, improve our service delivery, and foster a culture of collaboration that
engenders community participation.
 Goal 1.1: Improve Customer Satisfaction – Improve our customer service satisfaction rating
by 5% by June 2018 through enhancing the quality of our customer interface.
 Goal 1.2: Leverage new and existing partnerships to generate 5% annual growth in
supplemental resources.
 Goal 1.3: Improve Branding - Increase brand or market recognition by 5% annually.
 Goal 1.4: Institute Client-Focused Programming – Improve and restructure the program
portfolio by December 2020 such that it meets the criteria of CAPRA and NRPA standards,
and increases participation by 2.5% annually with an emphasis in underrepresented
neighborhoods as defined by health equity report outcomes.
Objective 2: Manage and Safeguard Assets - Position Parks and Recreation to proactively
employ and deploy assets in such a way that we minimize asset loss, deterioration, hazards
and underutilization; and increase sustainability and rehabilitation of assets.
 Goal 2.1: Improve the Management of Fixed Assets – Evaluate composition of
infrastructural and structural assets annually by January to identify and prioritize proper
allocation of personnel, financial, and community partnership resources.
 Goal 2.2: Improve the Management of Natural Assets – Evaluate current composition of
natural assets annually by January to identify and prioritize proper allocation of personnel,
financial, and community partnership resources.
 Goal 2.3: Implement Asset Protocol – By mid-2018, create a framework to annually evaluate
and assess the condition, value, usage ranking, and ROI of applicable assets.
Objective 3: Operational Excellence – Daily business activities strengthen communications
between internal and external stakeholders, and foster a culture where the department can
achieve 100% of CAPRA’s standards; and the department’s structure and employees’
skillsets reflected in the annual Needs Assessment.
 Goal 3.1: Enhance Staff Competency and Capacity – Achieve and retain 90% staffing levels
(filled) at all times, with no vacancy existing beyond six months’ timeframe, to support
service demand and operational expectations; develop a workforce with competencies, per
established work plans, that surpass the professional standards of the Park and Recreation
industry .
 Goal 3.2: Manage and Improve Technology – Capitalize on existing IT resources and
identify 2 to 3 new, improved, or expanded technology possibilities annually that will
optimize productivity and enhance the internal and external customer experience.
 Goal 3.3: Improve Internal Processes – Utilizing best practices, implement at least one
process improvement in each division annually in order to establish a culture of safety,
responsiveness, and efficiency in the execution of core duties.
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