2021 Strategic Plan

2021

DEPARTMENT OF PARKS AND RECREATION

STRATEGIC PLAN CITY OF ATLANTA

CITY OF ATLANTA 55 TRINITY AVE, S.W. ATLANTA, GEORGIA 30303-0300 TEL (404) 330-6100

Keisha Lance bottoms MAYOR

Dear Friends: I am pleased to share the City of Atlanta’s Strategic Plan for the Department of Parks and Recreation.

Atlanta is fortunate to have incredibly beautiful parks for the use of residents and visitors to our city. With 4,962 acres of green space, 33 recreation centers, and more than 400 parks, the City of Atlanta is committed to building on the success of our communities. Our parks and recreation centers provide a wide variety of opportunities for youth and adults and are critical components to equipping our residents for success while strengthening our efforts to become a safer, healthier and more livable city.

This comprehensive plan provides a list of goals, action items, and metrics to measure the success of our ongoing efforts to collaborate with partners, enhance safety and security, and deliver exceptional spaces and diverse experiences for all. The goals set forth in this plan will ensure Atlanta is filled with plenty of well-maintained green spaces and activities for all ages to enjoy for years to come.

Sincerely,

Keisha Lance Bottoms

MISSION

We are committed to building strong communities and a vibrant economy by providing safe and exceptional parks, facilities and programs through effective leadership, collaboration and innovative thinking.

VISION To make Atlanta the city of choice through exceptional spaces and memorable experiences.

VALUES Community Oriented: We recognize the value and needs of each community.

Customer Service-Focused: We are courteous, helpful, knowledgeable, honest, and prompt in responding to the needs and desires of the customers we serve.

Safety Conscious: We focus on creating a safe environment for our customers, constituents, and employees.

Collaborative: We effectively communicate and work together in a respectful and professional manner, both internally and externally, for the good of the community and our stakeholders.

Professional: We are competent, qualified, and polished, conducting ourselves with a sense of duty, responsibility and the highest level of commitment in all our efforts as competent and qualified professionals.

Engaged: We possess the diligence, dedication and drive to excel and carry out our mission.

DEPARTMENT OF PARKS AND RECREATION

STRATEGIC PLAN

2021

PRIORITIES Deliver Exceptional Spaces and Diverse Experiences

Provide parks, facilities, and programs that are safe, accessible, attractive, and exceed the expectations of our customers.

Mandate Safety and Security in All Operations

Ensure that system-wide safety and security are driving factors in all departmental actions and activities.

Enhance Organizational Capacity

Support and invest in an effective, efficient workforce through training, broadened recruitment and proficient business practices.

Expand Our Impact Through Collaborations

Merge our strengths with the strengths of others to produce efficient, effective programs and facilities.

Plan and Build a Marketing Support System

Develop and implement a marketing strategy that enhances our image, improves our positioning and promotes our offerings.

Communicate Effectively

Foster an environment of effective communication that leads to increased understanding, awareness and trust.

DEPARTMENT OF PARKS AND RECREATION

STRATEGIC PLAN

2021

Deliver Exceptional Spaces and Diverse Experiences Provide parks, facilities, and programs that are safe, accessible, attractive, and exceed the expectations of our customers.

• Grow the parkland and greenspace inventory according to the criteria set in the 2030 Project Greenspace Plan • Complete a Comprehensive Parks and Recreation System Master Plan by 2020 • Improve the sustainability of Golf Services • Expand youth engagement programs to maximize the use of our parks and recreation areas • Improve senior service activities to maximize the use of our parks and recreation areas • Leverage the work order and asset management system to improve preventative maintenance and budgeting for lifecycle costs of equipment and facilities • Develop and implement maintenance, operation, and program plans for new parks and recreation spaces • Bring projects identified in DOJ 2009 report into ADA compliance

Mandate Safety and Security in All Operations Ensure that system-wide safety and security are driving factors in all departmental actions and activities.

• Increase the number of safety and security staff training programs • Complete safety and security assessments of all parks and recreation facilities and services

Enhance Organizational Capacity Support and invest in an effective, efficient workforce through training, broadened recruitment and proficient business practices.

• Extend 2013-2017 Strategic Plan to 2021 • Conduct a Comprehensive Organizational Assessment • Institute a customer service training curriculum • Broaden staff leadership training program • Retain Accreditation through the Commission of Accreditation for Parks and Recreation Agencies (CAPRA) by 2020

DEPARTMENT OF PARKS AND RECREATION

STRATEGIC PLAN

2021

Expand Our Impact Through Collaborations Merge our strengths with the strengths of others to produce efficient, effective programs and facilities.

• Participate in ATL Community Schoolyards to Park grounds initiative • Bolster alternative funding and partnerships as a means to assist with service delivery and park development/improvements • Evaluate and update current service agreements with business partners • Work with City Departments to enhance current initiatives and explore new ways of working together • Plan and implement the Cities Connecting Children to Nature Initiative • Broaden relationship with Park Pride

Plan and Build a Marketing Support System Develop and implement a marketing strategy that enhances our image, improves our positioning and promotes our offerings.

• Update and implement marketing and communications plan • Cultivate public awareness and support of Parks and Recreation • Expand marketing efforts and resources • Update, maintain, and promote a dynamic website • Organize brand management with policy development • Apply for the National Recreation and Park Association’s National Gold Medal Award by 2021

Communicate Effectively Foster an environment of effective communication that leads to increased understanding, awareness and trust.

• Develop an Employee Engagement Plan • Improve internal structures of communication within the organization that fosters a positive work environment

KEISHA LANCE BOTTOMS MAYOR

CITY OF ATLANTA

233 PEACHTREE STREET, N.E. Harris Tower, Suite 1700 ATLANTA, GEORGIA 30303 (404) 546-6788 – E-FAX (404) 546-9355 www.atlantaga.gov

John Dargle, Jr. Commissioner Department of Parks and Recreation

Greetings, Following is an extension of the City of Atlanta Department of Parks and Recreation’s 2013-2017 Strategic Plan (https://bit.ly/2TQo0at) through the year 2021. There is a need to refresh and reconfirm the plan as many of the strategic goals and objectives in the 2013-2017 Strategic Plan have not been completed or have been partially implemented. This updated strategic plan will continue to assist the department in focusing on strategic priorities to meet identified deficiencies in the system and as we move through Ìhe Commission for Accreditation of Park and Recreation Agencies (CAPRA) reaccreditation process.

By extending the 2013-2017 Strategic Plan through 2021, it is our intent to incorporate priorities in the following areas: •

•

•

Increase Operational Efficiency: review processes, practices, plans, procedures in accordance with CAPRA Accreditation standards. Focus on organizational structure, financial sustainability, and marketing and communications.

Improve and Expand Programs and Services: Improve youth and senior programming opportunities in city parks and at recreation centers. Take care of our seniors through health and wellness activities and prepare our youth to enter higher education and the workforce.

Strengthen Partnerships: Leverage resources to support and maintain our parks, open spaces, and recreation services toward the One Atlanta vision of a world class city with a great parks and recreation system.

In light of increasing demands and shrinking resources, it is more critical than ever that we strategically determine priorities together. The 2021 Strategic Plan was developed by the department with guidance from the Mayor’s Office of Innovation and Performance and aligns with the Mayor’s Strategic Vision. By accomplishing these objectives, goals, and strategies set forth in the 2021 Strategic Plan, we will continue to make a positive impact on residents and visitors of the City of Atlanta, as well as move the department towards a world class system of parks and recreation services.

Thank you for your service and support!

Best regards,

John Dargle, Jr. Commissioner

DEPARTMENT OF PARKS AND RECREATION

STRATEGIC PLAN 2021 EXECUTIVE SUMMARY BACKGROUND Background Parks and Recreation are vital components in enhancing communities and keeping them healthy and strong. Our parks and recreation system has long been a source of pride in the City of Atlanta.

With over 4,900 acres of parks and greenspaces, 412 parks, 33 community centers, and hundreds of recreation programs and services, our system of parks and recreation ÃiÀÛ Vià are appreciated by the citizens who experience the parks and serve as volunteers, the quality workforce who conserve and protect them, and the partners who join us in sustaining their value.

In 2012, the Department of Parks and Recreation’s (DPR) strategic planning committee—consisting of the Commissioner, Directors and other staff— conducted a departmental assessment, researched national best practices, surveyed department personnel, and incorporated input from City Council, the Mayor’s Office and Atlanta’s residents.

The result was a methodically researched plan that enhanced the Department’s capacity to impact quality of life, promote economic development, strengthen youth development, improve public

health and make Atlanta the city of choice for residents and visitors.

DPR’s 2013–2017 Strategic Plan built upon the 2008–2011 Strategic Plan, which set the groundwork for DPR becoming one of the largest parks and recreation departments accredited by the Commission for Accreditation of Park and Recreation Agencies (CAPRA).

In 2017, there was a newly elected Mayoral Administration and Mayor Bottoms’ administration coincided with a new Department of Parks and Recreation Commissioner and the department’s five-year reaccreditation in 2018. To align with Mayor Bottoms’ strategic priorities and meet reaccreditation requirements, the 2013-2017 Strategic Plan has been extended through the year 2021. These strategies will continue to help DPR accomplish its mission and guide DPR towards its vision through 2021: x x x x x x

Deliver Exceptional Spaces and Diverse Experiences Mandate Safety and Security in All Operations Enhance Organizational Capacity Expand Our Impact through Collaborations Plan and Build a Marketing Support System Communicate Effectively

Overview In 2018, the City of Atlanta Parks and Recreation Department initiated a formal strategic planning process to plot a path forward for the department.

In coordination with the Mayor’s Office of Innovation and Performance, the department’s senior leadership and management teams thoroughly examined the 2013-2017 Strategic Plan and provided findings and actions.

Extending this plan resulted from an analysis of what the department accomplished over the past few years, areas where the department could improve, and what changed within the department’s goals and objectives from 20132017. The in-depth discussions emphasized the strategies of the Department that existed from the 2013 -2017 Strategic Plan. Each strategy has a varying number of goals and objectives to meet the overarching strategies, as this plan will demonstrate.

In addition, the 2021 Strategic Plan’s contents connect with Mayor Bottoms’ strategic vision for implementing her progressive agenda. Within the assessment of the Department of Parks and Recreation, the six strategies align, highlight, and support Mayor Bottoms’ priorities as follows:

A Safe,

Welcoming &

Inclusive City

Residents

World Class

Equipped

Infrastructure &

that are

for Success

Thriving

Employees,

Neighborhoods,

Services

Businesses

PARKS AND RECREATION STRATEGIES Deliver exceptional spaces and diverse experiences Mandate safety and security in all operations Enhance organizational capacity Expand our impact through collaborations Plan and build a marketing support system Communicate effectively

Communities &

Ethical, Transparent & Fiscally Responsible Government

MAYOR’S STRATEGIC VISION

SWOT Analysis SWOT Analysis Since 2013, the landscape of Atlanta has changed.

Part of the departmental assessment in 2018 included a SWOT analysis as an exercise to determine the strengths, weaknesses, opportunities, and threats that the Department faces in our dynamic, ever-changing City. As the Department analyzed the 2013-2017 Strategic Mandate Safety and Security in All Operations Plan, the SWOT analysis became the foundation for extending the plan through 2021 to coincide with the Mayor’s first term. The results of the SWOT analysis served as a frame of reference through the development of strategic goals, objectives, and tactics.

STRENGTHS

WEAKNESS

• Universal Passion • Organizational mission • Diverse Parks & Recreation system • Strong community support • Accredited • Exciting/ innovative capital projects

• • • • • • •

OPPORTUNITIES

THREATS

• Build more business partnerships • Build ‘Friends’ groups • Embracing new technology • Broaden programs and services • Capital improvements • Natural Capital investment • Business opportunities • Growing city • Establish dedicated funding

• Limited funding • ‘Reactive’ rather than ‘proactive’ • Greater public expectation than DPR can meet • Political pressures • Physical safety and security threats

• • • •

Staff spread too thin Service diversity Lack of critical data Citizen engagement Contract management Aging infrastructure Inconsistent & outdated practices, plans, procedures Limited marketing resources Inefficient & redundant systems Ineffective use of technology Internal/external customer service

Upon completion of the SWOT analysis, the leadership team and senior management team were charged to complete objectives and action steps. The Office of Innovation and Performance, working alongside the leadership team, reviewed and crafted the draft goals and objective statements.

Performance Metrics The City of Atlanta Parks and Recreation Strategic Plan is a fluid document that undergoes updates regularly, with visits from various levels of staff.

This document reflects the department’s goals, objectives, initiatives, and performance measures, in close alignment with what is feasible, achievable, and what offer positive change for parks and recreation in the City of Atlanta.

Semi-annually, the leadership and senior management teams will review objectives and tactics for accomplishing each strategic goal.

Teams will then prioritize which objectives will be accomplished for the fiscal year (July 1 – June 30).

In addition to providing an annual prioritization of objectives, each strategic team member will be responsible for providing quarterly review of accomplishments, and outline what if any priorities >Ûi V > }i`] À ÜiÀi Ì V « iÌi` Ì À Õ} ÕÌ Ì i Þi>À°

These performance metrics will encompass metrics for both day-to-day operations, but also incorporates the strategic planning team annual prioritization. DPR will measure the success of these strategic initiatives at the end of each fiscal year and will consider new initiatives to fund each year. In addition to the monthly DPR ATL Stats performance management review of service level standards, the department performance team hosts leadership meetings with the Chief Operating Officer along with the Mayor’s Office of Innovation and Performance in which these strategic metrics, performance objectives, and tactics are discussed and analyzed.

Conclusion Atlanta Parks and Recreation is a legacy agency entrusted with providing the greater Atlanta area with the best in parks, recreation, and opportunities to partake of programs that bring together all ages and demographics to a setting that is truly inclusive and allows one to thrive.

The 2021 Strategic Plan places the Department in a strong position as the Department is poised to launch its first comprehensive parks and recreation ÃÞÃÌi >ÃÌiÀ « > ° iÜ «« ÀÌÕ Ì iÃ Ü ` ÕLÌ i iÀ}i `ÕÀ } Ì i V ÕÀÃi v Ì i V «Ài i à Ûi >ÃÌiÀ « > ] vviÀ } >`` Ì > Àià ÕÀViÃ Ì LÕ ` Ì i iÝVi i Vi > ` ` ÃÌ }Õ Ã } V >À>VÌiÀ ÃÌ VÃ Ì >Ì > Ü Ì i

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We hope that you find this updated version of ÕÀ ÓäÓ£ Strategic Plan informative and helpful, as we continue to launch new opportunities to make Atlanta a city that everyone can enjoy today, and for years to come.

CITY OF ATLANTA Keisha Lance Bottoms, Mayor ATLANTA CITY COUNCIL Hon. Felicia A. Moore, President Hon. Carla Smith, District 1 Hon. Amir Farokhi, District 2 Hon. Antonio Brown, District 3 Hon. Cleta Winslow, District 4 Hon. Natalyn Mosby Archibong, District 5 Hon. Jennifer Ide, District 6 Hon. Howard Shook, District 7 Hon. J. P. Matzigkeit, District 8 Hon. Dustin Hillis, District 9 Hon. Andrea Boone, District 10 Hon. Marci Collier Overstreet, District 11 Hon. Joyce Sheperd, District 12 Hon. Michael Julian Bond, Post 1 At-Large Hon. Matt Westmoreland, Post 2 At-Large Hon. Andre Dickens, Post 3 At-Large

CITY OF ATLANTA KEISHA LANCE BOTTOMS MAYOR JOSHUA WILLIAMS CHIEF OPERATING OFFICER JESTIN JOHNSON DEPUTY CHIEF OPERATING OFFICER JOHN DARGLE, JR. COMMISSIONER DEPARTMENT OF PARKS AND RECREATION STEVEN AYCOCK DEPUTY COMMISSIONER DEPARTMENT OF PARKS AND RECREATION ALVIN DODSON DEPUTY COMMISSIONER DEPARTMENT OF PARKS AND RECREATION DOUG VOSS DIRECTOR OFFICE OF PARKS LACHANDRA BURKS EXECUTIVE DIRECTOR OFFICE OF RECREATION CLARA KWON DIRECTOR OFFICE OF PARK DESIGN PRITI SHAH PROGRAM MANAGEMENT OFFICER MANAGEMENT SERVICES