Frederick County Division of Parks & Recreation
Strategic Divisional Work Plan Aligning goals from Livable Frederick and the County Strategic Plan
FY20-FY23
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Division Mission Statement The Frederick County Division of Parks and Recreation is committed to the highest level of care for our natural and historic resources while making the park facilities and the recreational programs available to all. We believe that the benefits of parks and of recreation are far reaching and vital to each and every individual, family, and community in Frederick County.
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Message from the Director
C
ounty citizens continue to seek out Frederick County community parks and recreation facilities to get active, explore nature, and connect with friends and neighbors. Parks and Recreation is committed to maintaining and expanding the county’s recreational areas, parks, bike and walking trails, and other recreational infrastructure that contributes toward improving county residents’ physical and mental health and to promote economic opportunities associated with recreational activity. The Division prioritizes maintenance and strategic capital resources to ensure that our public infrastructure, including parks infrastructure, remains operational and keeps pace with state-of-theart technologies and practices.
Parks and Recreation provides powerful benefits that create healthier people, protect our natural resources, and contribute to environmental sustainability and we encourage you to take advantage of these services.
Within the pages of this Divisional Work Plan, we highlight innovative initiatives, programs, goals, and overall operations. From improving park spaces, providing recreational sports, keeping our citizens and employees safe, providing clean and attractive work environments, to the inclusion of nature and historical-based programs that will inspire the next generation of stewards– this report illustrates the power of parks and recreation. I am so fortunate to have a dedicated staff that believes in the enriching and positive power of parks and recreation. Jeremy Kortright, Director Frederick County Division of Parks and Recreation “Frederick County-Rich History, Bright Future”
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Frederick County Strategic Plan Summary
Livable Frederick is a new innovative approach to plan our community’s future. The plan ensures that Frederick County grows well, preserving our rich history and cultural amenities, while delivering a vibrant economy and a high quality of life. Livable Frederick starts with a shared community vision and considers the outcome of our choices on how we live, work and play. For the first time, the plan fully evaluates our land use choices and their impacts on transportation, incorporates health, a growing senior population, and attracting and retaining a well-educated, creative, and engaged workforce. The shared vision is vividly described….
“Frederick County is a vibrant and unique community where people live, work, and thrive while enjoying a strong sense of place and belonging.” The Strategic Framework provides direction for County operations and decision making through 2022. Livable Frederick will shift from plan development to implementation. By 2022, County Executive Gardner will leave a legacy of a new charter government, outstanding schools, safe communities, a vibrant economy, and a high quality of life; built on a strong foundation of honest, transparent and engaging government. The County Government will be sustainable and continuity of operations will ensure a smooth transition for the next executive and decades of future success.
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This strategic framework describes our shared vision and sets out leadership priorities that will guide us to a bright and prosperous future for Frederick County. These priorities cascade down through each division of county government fostering organizational alignment for success. Divisions develop strategic plans and goals that guide decision-making and align resources through the budget. Each of the division level goals have multiple actions that when implemented achieve measurable success and produce desired outcomes. Performance measures track progress toward achieving those desired outcomes. Targets established for each performance measure provide the definition of success and support an evidence based management process.
BEST PLACE Frederick County is one of the best places to live, work and raise a family in the United States as a result of exceptional schools, safe communities, a vibrant economy, and a high quality of life.
HIGH QUALITY OF LIFE Frederick County government ensures a high quality of life to our residents through our parks, libraries, senior centers, transit, and community services.
PROSPER & PRESERVE Frederick County can grow while preserving our historic and agricultural heritage, our cultural amenities, and our strong sense of belonging and community.
FOUNDATION OF GOOD GOVERNMENT Frederick County provides open, transparent government where people can participate and make a difference. Residents are energized to shape the future of the county. Initiatives: •
Increase citizen interaction with County Government through modernized technology
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Engage citizens in the budget process with clear information and new online budget tools
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Develop government leadership through Leadership Frederick County Government
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Make data driven decisions using evidence-based programs that are outcome oriented
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Protect the workforce’s culture of professionalism and high level of customer service
County Strategic Priorities 1.
EDUCATION
Frederick County offers excellence in public education and lifelong learning opportunities ensuring a well-educated and trained workforce supporting long-term prosperity.
Initiatives: 1.1 1.2 1.3 1.4 1.5 1.6
Ensure the best teachers are in classrooms to deliver desired educational outcomes. Identify adequate, sustainable funding for public education operating and capital budgets. Accelerate schools construction to ensure adequate school facilities. Support life-long learning through public libraries. Maintain “community schools” to support community needs – recreation, education, social. Support innovation in public education – LYNX, Dual Enrollment.
2. JOBS
4. COMMUNITY NEEDS Frederick County offers a high quality of life, safety and well-being for all citizens.
Initiatives: 4.1 Sustain safe communities. 4.2 Improve mobility including rural transportation and multimodal systems. 4.3 Provide housing options and leverage resources for workforce housing. 4.4 Invest in healthy living opportunities, renewable energy, climate change mitigation. 4.5 Aggressively address opioid and substance misuse. 4.6 Expand Parks & Recreation facilities and programs to all areas of the county. 4.7 Link people to existing programs and services.
5. GROWTH
Frederick County provides interesting and fulfilling jobs to ensure residents have the opportunity to work where they live.
Frederick County preserves our rich history and valuable resources while investing in communities and infrastructure as part of a plan for future prosperity.
Initiatives:
Initiatives:
2.1 Implement the Growth Opportunity Strategy. 2.2 Develop Frederick’s competitive advantage through a differentiating brand. 2.3 Utilize a marketing plan to promote Frederick. 2.4 Attract and support targeted new businesses and jobs. Seize our opportunities. 2.5 Retain and grow existing and traditional businesses. 2.6 Encourage agriculture’s economic viability.
5.1 Preserve cultural amenities and historic features. 5.2 Maintain physical infrastructure with economically efficient investments. 5.3 Align County services to support a growing population. 5.4 Modify development policies, regulations and laws to grow wisely. 5.5 Increase opportunities to benefit from renewable energy. 5.6 Expand broadband access to prepare for the future.
3. SENIORS Frederick County engages, empowers and equips our seniors to live their best life through Seniors First.
Initiatives: 3.1 Improve access to health care. 3.2 Support aging in place. 3.3 Increase awareness of job and volunteer opportunities, engage active seniors. 3.4 Modernize and expand space available for senior activities.
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Division Work Plan Desired Outcomes
1
To align the Division of Parks and Recreations priorities and objectives with the County Executives 4 year 2020-2023 plan. Provide a work plan with to assist FCPR staff to fulfill priorities and best serve the community.
2
Provide a clear framework to translate community needs into attainable, and measureable actions.
3
Assist with setting priorities for Capital Improvements Plan based on needs outlined in the approved LPPRP and Livable Frederick objectives.
4
Identify Systemic Project Objectives for the next 4 years that align with our strategic goals and Infrastructure needs.
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DEPARTMENT
VISION STATEMENTS
R
ECREATIONAL SERVICES
P
C
USTODIAL SERVICES
O
The Department of Recreational Services will enhance the quality of life by providing innovative activities and programs to meet the recreational needs of our community. We will encourage participation in a variety of recreational opportunities that will foster enjoyment and lifelong learning.
The Frederick County Office of Custodial Services is committed to providing the highest level of facility management in an effort to maintain a clean, safe and sanitary environment for all stakeholders who live, work, and conduct business in Frederick County Government facilities.
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ARK OPERATIONS
The Frederick Department of Park Operations strives to conserve and maintain the integrity of the highest level of quality natural and cultural resources and facilities for future generations. The preservation and care of Park facility resources is of the utmost importance for everyone to safely enjoy.
FFICE OF SECURITY
The Frederick County Office of Security is to provide a protected environment ensuring the safety of employees, visitors, and physical assets at designated County buildings. Our presence is meant to support and enhance the quality of operations and provide services in a professional and courteous manner, ensuring all we encounter are provided excellent customer service. This will be achieved through collaboration with other divisions and departments and by providing effective policies and procedures, training, and professional development opportunities to our Officer’s.
Capital Improvements The Frederick County Division of Parks and Recreation builds community through its parks, programs and people. FCPR manages a system of owned or maintained facilities currently including 2,099.60 acres of land. Of that total acreage, 1,142.45 acres is comprised of District/Regional Parks, 338.36 is Community Parks, and 618.79 acres is Special Use Parks. Also maintained by the Parks and Recreation Division are 61 Athletic Fields. Through an agreement with Frederick County Public Schools, activities are offered at school facilities (Rec Centers), of which we currently have 8. Programs and services include; sports and recreation, camps, community events, trips, health and fitness, swimming, facility maintenance, park maintenance, customer service, environmental stewardship and building security.Â
Calico Rocks Master Plan 2019
Utica District Park 2019
LONG RANGE PARK DEVELOPMENT PRIORITIES The following projects are contained within the adopted FY2020-2025 Capital Improvements Program (CIP), either under design and/or construction, with completion scheduled sometime in FY2023 through FY2025.
1
Othello Regional Park; Utica Phase 2; and Middletown Community Park rehabilitation and development project.
2
Old National Pike Park; Phase 2 design planning.
3
Scheduled Parks Systemic projects. Bikeways / Trails Program.
4
Park schools.
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THE POWER OF PARKS
Working at Parks & Recreation
“Parks are the most powerful aspect of every community.�
Director/Deputy Director 2 Positions Administrative Support 7 Positions Department of Recreation 15 Positions Department of Parks 37 Positions Facility Services - Security 5 Positions Facility Services - Custodial 27 Positions
93 Total Positions
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Parks strengthen community ties and
   � �
The Great Outdoors 27 Total Park Properties 2.3M Park Visitors 2,283 Acres
of Park Land and Open Space
GET ACTIVE
2,103 recreation programs were offered during Fiscal Year 2019.
“Increased access to places for physical activity leads to a
25% increase people exercising 3 or more days a week.�
Â? 1 ACRE OF TREES
absorbs the carbon dioxide produced by
DRIVING A CAR 11,000 MILES.
“So many amazing programs and oppurtunities, and the best events. We have been involved in dozens of programs and couldn’t be happier.� - Kari, Summer Camp Parent
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Community Needs GOAL: Parks and Recreation strives to provide quality services to all stakeholders while at the same time meeting the demand for increased Park and Non-Park facility use. As part of this goal, the Division evaluates operations and programming demand and takes initiatives to utilize various tools, such as the use of technology, innovative programming, or the Capital Improvement Plan, to identify opportunities and meet the demand for programming, access to services, and facility use.
DIVISION PERFORMANCE MEASURE •
The completion of Ballenger Creek Linear trail system.
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Enhance existing facilities and increase program opportunities at Fountain Rock Park, and the Utica Agriculture Event area.
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Increase opportunities from 2019 in the areas of adaptive recreation, teen and active adult genres.
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Innovative Committee to launch a community survey that involves Recreation Council participation, and participated at planned events to gain feedback for future programming and the 2022 LPPRP.
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Design and install additional interpretive/educational signage at various parks.
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Utilize new Custodial software to assure quality of services through inspections, trainings initiatives, coaching, etc.
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Utilize emergency drills/training programs to measure effectiveness and opportunities for improvement.
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Utilize ‘after action review’ of drills and departmental outreach as educational/training opportunities.
COUNTY STRATEGIC PRIORITY Seniors 3.3 Community Needs
4.1, 4.4, 4.6, 4.7
Growth 5.1
LIVABLE FREDERICK ACTION STEPS
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Identify and purchase new park property in LPPRP designated county regional locations.
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Explore synthetic turf options where appropriate when coordinating, designing, and planning for new facilities.
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Develop and maintain annual systemic priority plan for each park in the County system.
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Improve service access options thru online technology.
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Coordinate Winchester Hall customer service and security enhancements.
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Utilization of Microsoft BI (KPI) to measure the fast pace initiatives and benchmarks of our Divisional efforts.
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Increase Park Ranger outreach and interpretive programs.
LIVABLE FREDERICK MASTER PLAN Innovation and Opportunity
Safety and Protection
Goal: Opportunity (p.171)
Infrastructure Operations
Goal: Safety (p.102-104)
Goal: Active Lifestyles (p.143)
Presentation
Tradition
Goal: Remembering History (p.114)
Goal: Teaching History (p.115)
Goal: Heritage Tourism (p.116)
Goal: Protecting Resources (p.124)
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Increase Park Ranger visibility and interaction with park users/visitors, to provide safety education and experience positive code enforcement.
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Identify additional bike and pedestrian trails for better connectivity between parks and the community.
Goal: Injury prevention (p.144)
Healthy Choices
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Design and develop equestrian trail opportunities within designated park properties.
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Increase opportunities for interpretive and outreach programs.
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Build community through shared experiences by providing a mix of passive and active activities that are considered multi-generational.
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Create a county-wide recreation service survey initiative through the Division innovative committee to obtain feedback for future programming and the LPPRP.
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Maintain clean, safe, and attractive facilities to conduct business in.
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Senior Initiatives GOAL: Parks and Recreation is pursuing opportunities to expand services to the growing population of seniors living in Frederick County. The Division will pursue partnerships with other Divisions and volunteer organizations as well as internally look for ways to expand the seasonal recreational program opportunities for all seniors.
LIVABLE FREDERICK MASTER PLAN
LIVABLE FREDERICK ACTION STEPS
Healthy Choices
Goal: Active Lifestyle (p.143)
Support
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Coordinate with the Department of Senior Services to promote opportunities for seniors in Frederick County.
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Promote opportunities for Seniors to participate in programming with the Senior Recreation Council.
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Identify opportunities to expand programming and facilities to facilitate senior programming.
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Survey populations for program suggestions.
Goal: Social Bonds (p.148)
COUNTY STRATEGIC PRIORITY Seniors 3.3 3.4 Community Needs
4.6
4.7
DIVISION PERFORMANCE MEASURE •
Increase programming opportunities.
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Coordinate CIP projects to meet the growing senior programming needs.
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Maintenance Operations GOAL: Develop a logistics plan for moving Park Maintenance operations from 5th street shop to Utica and Othello Regional Park, including the utilization of various current remote park depos. Compare contract service options in various park locations for the purpose of providing the most economical and highest quality service to the citizens of Frederick County.
LIVABLE FREDERICK MASTER PLAN Infrastructure Operations
Goal: Optimization (p.103-104)
Existing Business and Industry Clusters
Goal: Agriculture (p.166)
COUNTY STRATEGIC PRIORITY Community Needs
4.6
Growth 5.3
DIVISION PERFORMANCE MEASURE •
Mechanic staff utilizing 5th street maintenance shop will be relocated to Utica District Park.
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Othello maintenance staff will be a specialty snow sidewalks crew to reduce contracted services.
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The Othello farmhouse will be converted to office space for the Southern Parks crew.
LIVABLE FREDERICK ACTION STEPS
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Work with various Division Department Heads and Building Maintenance to develop a priority, scope of work and timetable for the coordinated facility improvements.
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Review seasonal maintenance (mowing and snow) operations.
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Implement Departmental plan for operational move from 5th street shop to Utica District Park
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Develop a specialty operation plan for Othello maintenance staff.
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Review operational procedures to stay current with identified regenerative agricultural trends and initiatives
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Initiate the DART program for storm water management on County properties.
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Special Events/Programs GOAL: Complete an internal special programs and events analysis.
DIVISION PERFORMANCE MEASURE •
Customer survey results.
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Develop a specific tournament and 5K race venue at Utica District Park.
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Increase in the number of program opportunities.
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Increase participation in remodeled programs.
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Host our first Othello Regional Park County wide event.
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Have a security, emergency preparedness, and custodial assessment through pre and post action meetings prior to every event.
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Develop an annual comparative analysis that reviews prior annual events such as total number of customers, incidents, emergency needs, etc.
COUNTY STRATEGIC PRIORITY LIVABLE FREDERICK ACTION STEPS
Jobs 2.0 Community Needs 4.1 4.6 Growth 5.3
LIVABLE FREDERICK MASTER PLAN
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Research community trends to expand or repackage programming to include large scale events.
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Add 5 County hosted/managed tournaments, and facilitate 5+ tournaments at Utica District Park.
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Develop a security/safety action plan for special programs and events.
Healthy Choices
Goal: Active Lifestyles (p.143)
Innovation and Opportunity
Goal: Opportunity (p.171)
Infrastructure
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Goal: Optimization (p.103-104)
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Research and utilize Needs Assessment Management Software to effectively communicate and facilitate event scheduling and logistical needs.
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Research and plan for a large event at Othello Regional Park by 2022.
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Manage the increased demand for public and private large scale events and rentals at high-profile parks such as Utica, Urbana, Ballenger, and Othello District Park.
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Maintain strong partnerships with community organizations such as the Downtown Development Authority, Chamber of Commerce and other event planners.
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Promote our brand and excel at customer service at our internal County Special Events.
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Develop a plan for expanding partnerships.
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Research Department-Wide Specific Software
GOAL: To increase effectiveness and efficiencies staff will research and obtain software for employee operational needs.
LIVABLE FREDERICK ACTION STEPS •
Research software and applications that would benefit the Division by providing efficient services including but not limited to: Employee portal communication tool; incident reports; chemical reporting and monitoring; databases to store specific related items including MSDS reports, standard operating procedures, certifications, immunization reports and camp childcare records, policies and procedures; centralize technology for cost accounting; work flow management;
DIVISION PERFORMANCE MEASURE •
Gain data and better tracking of tasks that are critical for operations (Key Performance Indicators, volunteer hours, and special assignments).
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Efficiency in tracking Key Performance Indicators.
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Utilization of Asset Management Software for Cost accounting and routine maintenance tracking.
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Efficiency in scheduling tournaments.
LIVABLE FREDERICK MASTER PLAN Infrastructure
Goal: Optimization (p.103-104)
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• Implementation of Team Dynamic software. • Implementation of a Division Asset Management System for Maintenance Operations. •
Implementation of Microsoft Power BI.
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Research and secure a Tournament software.
Systemic Improvements GOAL: This project anticipates future maintenance required for
aging facilities and park components that have reached the end of their life cycle and will provide safe experience for visitors and maintain/ improve efficient operations. Examples of projects could include, but are not limited to: park building and shelter repairs, fencing replacement; repairs to park roadways, parking lots and trails; etc.
LIVABLE FREDERICK MASTER PLAN
LIVABLE FREDERICK ACTION STEPS
Infrastructure Operations
Goal: Optimization (p.103-104)
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Innovative security technology added to Rec centers.
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Fountain Rock Nature Center facility improvements.
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COUNTY STRATEGIC PRIORITY
Paving projects at Green Hills Park, Devilbiss River Access, Libertytown Park, Point of Rocks Community Park and Urbana District Park.
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Urbana Community Park Tennis Court Rehab.
Community Needs 4.6
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Bulletin Board replacement at 8 park locations.
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Rose Hill Restroom Renovations.
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Paving Rose Hill Entrance Driveway.
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Trash Can replacement at various parks.
Preservation
Goal: Protecting Resources (p.124)
Goal: Adaptive Re-Use (p.125)
Growth
5.1
5.2
5.3
DIVISION PERFORMANCE MEASURE Successfully implement the scheduled systemic improvements per our annual Parks and Recreation plan
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Security
GOAL: Facility Services and Park Operations will develop a working plan to maintain a presence of security, code enforcement, and resource protection at designated county facilities and parks.
LIVABLE FREDERICK MASTER PLAN
COUNTY STRATEGIC PRIORITY
Infrastructure Operations
Community Needs
Goal: Optimization (p.103-104)
4.1
Growth 5.3
DIVISION PERFORMANCE MEASURE
LIVABLE FREDERICK ACTION STEPS
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Hire additional full time Park Rangers.
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Recruit, coordinate, train, and schedule stationary park rangers at Utica, Ballenger, and Othello Park during peak seasons (March-November).
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Security Technology Security Contract Operation Enhancements.
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Cross training between Ranger staff and Security Staff.
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Active participation and leadership in the County Security Consortium.
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Utilize information to make suggestions or recommendation for construction standards, policies and procedures, life safety practices, etc.
Provide code enforcement training to Security staff for better in- house coverage when needed.
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The addition of a seasonal ranger work force to meet the needs of Utica, Ballenger and Othello during peak season (March-November).
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Utilize Visitor Management System to measure and compare walk in traffic usage of downtown County facilities for the purpose of future design improvements.
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Partner with other local agencies for networking, training, comparative opportunities, and community needs.
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Professional Development
LIVABLE FREDERICK ACTION STEPS
GOAL: The Parks and Recreation Division continues to look for ways to provide in house trainings that are relevant to our responsibilities. As part of our strategic plan we specifically encourage staff to utilize relevant professional resources (MRPA, NRPA, LERN, MRPA Leadership Institute, etc.) as well as obtaining any professional certifications in an employee’s various fields of work. This strategic goal emphasizes the need for full time and part time training and professional development within the field of Parks and Recreation to maintain high quality services.
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• Succession planning. • Encourage staff to utilize relevant professional resources (MRPA, NRPA, LERN, Leadership Institute, ISSA). • Encourage relevant certifications. • Encourage staff to attend or utilize webinars and local workshops.
COUNTY STRATEGIC PRIORITY Education
Coordinate regular In-house trainings
• Develop additional skills in the job families.
1.2 & 1.3
Seniors 3.4 Community Needs
4.7 & 4.8
DIVISION PERFORMANCE MEASURE •
The Division will utilize professional resources and incorporate trainings into the regular meeting schedule.
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Identified succession planning strategies/initiatives will coincide with the Employee Retirement Timeline on page 22-23.
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Supervisory level Recreation staff will have attended MRPA leadership institute.
LIVABLE FREDERICK MASTER PLAN Education, Jobs and Workforce Development
Goal: Access to Education (p.173)
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CURRENT
2023
4 STAFF
6 STAFF
Deputy Director Park Maintenance Leader (2) Park Maintenance Tech
Facility Services Manager Security Supervisor Custodian (2) Park Maintenance Tech (2)
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EMPLOYEE RETIREMENT TIMELINE
2025
2030
4 STAFF
12 STAFF
Division Director Administrative Support Supervisor Park Manager Park Maintenance Supervisor
Parks Superintendent Mechanic Park Maintenance Tech Recreation Superintendent Marketing Specialist Recreation Manager Recreation Specialist Administrative Specialist (2) Custodial Supervisor Lead Custodian Security Officer
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Rich History, Bright Future
Frederick County Division of Parks and Recreation 355 Montevue Lane, Suite 100, Frederick, MD 21702 • www.recreater.com