2019-2020 Agency Goals

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