JCPRD 50+ Strategic Plan_Executive Summary_ADA Accessible

Strategic Plan

EXECUTIVE SUMMARY

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| Executive Summary The Johnson County Park and Recreation District’s (JCPRD) 50 Plus Department (Department) is one of the largest and most respected providers of older adult programming in the nation. Serving a growing and increasingly diverse population, the Department delivers recreation, wellness, and enrichment opportunities for adults ages 50 and older across multiple locations and partner sites.

This 50 Plus Department Strategic Plan (Plan) establishes a clear vision for 2025 to 2040, grounded in community input and guided by JCPRD’s 2024 Legacy Plan, which defines the district’s long-term direction across four focus areas: providing a thriving park and recreation system, inspiring play and culture, fostering stewardship, and advancing organizational readiness. Building on this framework, the Plan outlines strategies related to demographics, programs, facilities, and partnerships to ensure JCPRD remains inclusive, responsive, and a leader in older adult recreation.

50 PLUS PROGRAMS ON THE RISE — Bigger, Busier, Better Than Ever ▶ 18,669 participations in 2024 (up 44% since 2019) ▶ 1,233 programs in 2024, spanning seven categories from fitness to fine arts

▶ 2,499 travelers (more than double since 2019) ▶ 78% fill rate across all 50 Plus programs 4 Johnson County Park and Recreation District

Executive Summary |

Guided by Mission and Purpose At the heart of this Plan is the Department’s mission: to provide unique opportunities and lifelong memories that inspire a healthier community. This guiding statement reflects a commitment to creating meaningful experiences, fostering connections, and promoting well-being for adults ages 50 and older. It is paired with a simple yet powerful tagline, “Where Fun Never Grows Old,” which captures the spirit of the Department’s programs and the energy of the people it serves.

With this mission as a foundation, the Department developed three strategic initiatives to guide its work through 2040.

50 Plus Mission Statement

To provide unique opportunities and lifelong memories that inspire a healthier community.

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| Executive Summary

Strategic Initiatives In alignment with the 2024 Legacy Plan recommendations, JCPRD conducted a review of its 50 Plus Department to assess current operations, identify service gaps, and prepare for the needs of a growing and increasingly active older adult population. A statistically valid survey conducted in 2022 by the ETC Institute, as part of the 2024 Legacy Plan, identified ‘50 Plus fitness, wellness, and education programs’ as the top investment priority among all programs evaluated, based on both their importance to residents and the level of unmet need. This result reinforced the recommendation to create a dedicated plan to engage stakeholders, evaluate opportunities, and establish clear priorities for the future.

Since its establishment in 1971, the Department has been a national leader in delivering recreation and leisure

opportunities for adults over 50. As Johnson County’s (County) older adult population grows, remains active longer, and seeks both cultural enrichment and physical pursuits, JCPRD is well positioned to remain the area’s leading provider while continuing to evolve its offerings to reflect changing demographics, cultural diversity, and varied ability levels.

Three strategic initiatives have been developed to guide the Department’s work over the next 20 years. The Plan intentionally balances near-term priorities, such as addressing staffing needs, piloting programs in underserved areas, and expanding access to high-demand offerings, with long-term strategies like developing new facility sites, strengthening transportation options, and advancing intergenerational programming to reflect the community’s evolving needs.

Initiative 1

Strengthen Organizational Capacity

Initiative 2

Expand Geographic Access and Equity

Initiative 3

Shape the Next Generation of 50 Plus Programs

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Executive Summary |

Initiative 1

Strengthen Organizational Capacity This initiative focuses on building a staffing model that supports current operations and positions the Department for sustainable growth. Guided by workload thresholds developed through program, participation, and facility-use data, the approach works to ensure staff capacity evolves alongside community demand.

It also prioritizes strengthening volunteer engagement by clearly defining roles, expanding recruitment through the JCPRD volunteer coordinator, and creating ongoing opportunities for involvement, which enhances service delivery while reducing strain on staff resources.

Goal: Build a staffing structure that supports current operations and positions the Department for future growth.

Key Strategies: • Align Staffing with Growth and Demand– Use workload thresholds and participation trends to guide staffing decisions and maintain quality 🞚 Add a Recreation Specialist to expand delivery and oversight, balance workloads, and create capacity for systemwide planning and staff development by the 50 Plus Manager 🞚 Add a Program Coordinator to develop new offerings and expand delivery at satellite and partner sites • Enhance Volunteer Engagement–Expand and coordinate volunteer roles to support programs, facilities, and events

The Power of Volunteering AmeriCorps Seniors, a national service program for adults 55+, helps older adults give back through education, health, and community support. A national evaluation found that 84% of volunteers reported stable or improved health after one year of service, and 88% who felt isolated experienced reduced loneliness after two years.

SOURCE: AmeriCorps, Senior Corps: Healthy Futures Evaluation (2019)

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| Executive Summary

Initiative 2

Expand Geographic Access & Equity

Goal: Provide equitable access to high-quality programs and services for adults ages 50 and over throughout the County.

Key Strategies: • Expand Presence–Use new sites, partnerships, and pilots to reach underserved areas

Equitable access is at the core of this initiative, which aims to close service gaps in southern and western areas of the County and improve transportation options for residents with limited mobility. Strategies include expanding physical presence through partnerships, pilot programs and potential new facility sites, while also leveraging transportation partnerships and companion travel options. Regular mapping and analysis will help ensure expansion efforts are targeted to areas of highest need.

🞚 Assess Heritage Park in the southeastern part of the County to serve Spring Hill, Stillwell, and Olathe 🞚 Assess Kill Creek Park in the western part of the County to serve the De Soto area, exploring potential partnership opportunities with the City of De Soto • Support Access to Transportation–Evaluate rideshare, companion travel, and cost-offset programs for participants with limited mobility • Monitor and Map Access–Use ongoing geographic and demographic analysis to target resources where they are most needed

Transportation Barriers A national study by Number Analytics (2024) found that nearly one in four older adults face transportation challenges that limit their ability to participate in programs and access essential services. These barriers often include limited public transit routes, difficulty driving as they age, and the cost of private transportation. For many, these challenges reduce access not only to recreation opportunities but also to health care, social connections, and daily necessities.

SOURCE: Number Analytics, 2024

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Executive Summary |

Initiative 3

Shape the Next Generation of 50 Plus Programs As the County’s population of adults age 50 and older grows and shifts, the Department must provide programs that are inclusive, engaging, and responsive to evolving needs. This initiative emphasizes balancing tradition and transition by expanding popular offerings, piloting new formats, and introducing intergenerational opportunities.

It reframes the 50 Plus brand to better connect with younger adults while honoring its established identity, using storytelling, digital outreach, and multigenerational messaging. Finally, it expands access and engagement by simplifying financial assistance, launching ambassador and peer-led initiatives, and working to ensure new participants feel welcomed and supported. Together, these efforts shape the next generation of 50 Plus programs while strengthening community connections across all life stages.

Intergenerational Programs Deliver Real Benefits The AARP Foundation’s Experience Corps connects older adult volunteers with students in public schools, where they provide tutoring, mentoring, and support. This model not only helps children succeed academically but also strengthens older adults’ health, purpose, and community connection.

• 98% of older adult volunteers reported that the program helped them stay physically and mentally active.

• 96% said they felt better about themselves.

• Over 85% agreed that their lives had improved through their involvement.

SOURCE: AARP Foundation Experience Corps (aarp.org)

Goal: Provide inclusive and engaging programs that meet the evolving needs of adults ages 50 and over.

Key Strategies: • Balance Tradition and Transition–Work to ensure programs evolve with demographic shifts and life stages while keeping popular offerings • Reframing the 50 Plus Brand–Update communication to resonate with younger participants without losing existing identity • Expand Access and Engagement–Simplify access to financial assistance while launching peer-led programs and an ambassador initiative to reduce barriers

Looking Ahead The Plan provides a clear and actionable path for strengthening the Department’s ability to serve the County’s growing 50 and older population. Each strategic initiative is designed to address current challenges while preparing for the future. This includes building the capacity of staff and volunteers, expanding service reach to underserved areas, and working to ensure programs evolve alongside changing interests and demographics. The Plan balances data-driven decision-making with the community’s expressed priorities, resulting in an approach that is both practical and responsive.

By focusing on these priorities, JCPRD will be positioned to maintain the high standards participants expect while reaching more residents with services that are accessible, relevant, and engaging. The work ahead will require sustained commitment, collaboration, and careful resource planning.

With this Plan as a guide, the Department can continue delivering meaningful opportunities for connection, wellness, and lifelong learning now and in the years to come.

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