Annie Gonzalez, Manager of HR & Employee Engagement
Ismael Jimenez, Superintendent of Finance
Lisa Garrow, Executive Administrative Assistant
PARK AND RECREATION SERVICES
Matt Wehby, Deputy Director
Juan Acevedo, Supt of Marketing & Communications
Jennifer Sweeney, Supt of Recreation
Katie Klemke , Supt. of Recreation Facilities
CHEVY CHASE COUNTRY CLUB
Lori Lovell, Director
Joe Bidro, Golf Operations Manager
Freddy Degoma, Food & Beverage Manager
PROJECT SUPPORT
Elsa Fischer, BerryDunn
Barbara Heller, BerryDunn
Jeff Andreasen, aQity Research & Insights
Tessa Andreasen, aQity Research & Insights
INTRODUCTION
Strategic planning is an organizational management activity that is used to set priorities, focus energy and resources, strengthen operations, and ensure that staff and Board members are working toward common goals. It also establishes an agreement around intended outcomes/ results, and assesses for adjustments within the organization’s direction in response to trends and a changing environment. Effective strategic planning describes not only where an organization is going and the actions needed to progress, but also measures its success in achieving the intended outcomes/results.
Wheeling Park District has developed its Strategic Plan to provide direction in serving its communities in parks and recreation for the time period from 2025-2028. The Plan creates direction for the future allocation of resources, financial stability, staffing levels, internal support and communication, organizational culture efforts, and the capacity for learning and growth. This Plan is the result of the collaborative efforts of Park District staff, Strategic Plan Project Team, and the Board of Commissioners. It was prepared with input from the Community Survey conducted by aQity Research & Insights, Inc., and supports the 2023 Parks and Recreation Comprehensive
PLANNING DEFINITIONS
The following list of key words describe the definitions of the terminology used for the Park District Planning process.
Mission - Defines our core purpose. It’s the business we are in.
Vision - Defines the desired future of the organization. It’s a “stretch” for the organization to achieve but achievable. Sets the overall, big picture direction and must be measurable.
Organizational Values – Describes the way the District operates and a system of shared values about what is important. These are expectations for consistent practices by members of the organization. A Shared philosophy and attitude toward team members and guests.
Strategic Perspectives – Include Guest, Community, Financial, Internal Processes, Accountability, and Learning and Growth. The six perspectives demonstrate cause and effect relationships in the completion of strategy. All Strategic Initiatives are in alignment with these perspectives.
Strategic Initiatives - Support the Mission. What the organization and its members need to do as they relate to the Strategic Perspectives. Priorities, goals and objectives set are within the perspective of the Initiatives.
Strategic Priorities - The critical, high-level initiatives that an organization focuses on to achieve its long-term goals and overall mission. Strategic priorities break down the strategic plan into actionable steps that lead to the agency’s overall goals.
Agency Goals - Statements describing the specific elements the organization must do well in order to execute its strategy.
Agency Objectives – Specific programs, activities, projects, activities, projects or actions to undertake in an effort to meet performance targets. Objectives are detailed through specific tactics and plans of action, which are not included within the Strategic Plan. Tactics and action plans are included in separate documents such as the Agency’s annual goals.
Measures – A standard used to evaluate and communicate performance against expected results. Measures are quantitative indicators and typically show growth or decline in numbers, financials, percentages etc. Measures assist staff with the ability to determine organizational performance.
Strategic Plan - A strategic plan is a document used to communicate with the organization the organizations priorities, the actions needed to achieve those priorities and all of the other critical elements developed during the planning process. Focuses on issues confronting the organization, issues that have resulted from forces and trends – internal and external. It is a systematic approach to define short-term, mid-term and long-term agency goals.
Major Initiatives - Large, long-range projects, commitments or shifts in direction. Major Initiatives are identified in the Park and Recreation Comprehensive Report.
Park and Recreation Comprehensive Plan - Focuses on long-range projects and initiatives. The plan looks at trends, demographics, facilities and land use. It is the guide to achieve the Vision.
PARK DISTRICT PLANNING PROCESS
INTRODUCTION
Central to Wheeling Park District’s success in envisioning the future has been its strategic and comprehensive planning approaches. By methodically planning, the District has been able to set a clear course for growth and development. This approach instills a sense of common purpose, shares organizational values, and has set strategic initiatives that provide an aligned course of direction in meeting the Park District’s mission and vision.
The District’s established planning process has created a better sense of order, and channels resources in a direction that yields the greatest benefit to Park District taxpayers and guests – overall, focusing efforts on what is truly important for the organization.
Of equal significance, the District has instilled a culture of accountability through its Key Points of Measurement, a system that diligently monitors overall organizational performance. Alongside this, Wheeling Park District places a high value on its employees, recognizing their importance in the organization’s success. This commitment to the team’s well-being is evident in its continuous focus on professional development, ensuring that employees are equipped with the necessary tools to thrive. Moreover, the District actively fosters a collaborative and participative work environment, encouraging open communication and teamwork.
PARKS & RECREATION COMPREHENSIVE PLAN
In spring 2022, Wheeling Park District retained BerryDunn to complete a Parks and Recreation Comprehensive Plan (PRCP) that articulates how to best meet the future parks, trails, open space, and recreation needs of its residents. The PRCP drives Wheeling Park District’s longrange planning efforts, guides the 2025-2028 Strategic Plan and directs decision-making and resources toward a clearly unified vision for Wheeling Park District’s future, including goals for the development and redevelopment of parks, facilities, open space, and recreation programming over the next five years.
This PRCP includes the 2023 Community Survey results for Wheeling Park District, Park District Mission, Vision and Organizational Values review, a High-Level Engagement Summary, Parks Analysis, Recreation Assessment, Trends Analysis, Operational Assessment, Major Initiatives, and Recommendations.
The 2023 PRCP serves as a guide in assisting staff and Board to make decisions that best serve the long-term park and recreation needs of the community.
COMMUNITYWIDE SURVEY
Park Board policy mandates that the Park District conduct a Communitywide survey every five years to seek input and feedback from residents and participants. Consistent with this policy, in 2015, Wheeling Park District conducted a communitywide survey through aQity Research & Insights. Since that time, the District has been working to improve parks, programs, services, facilities, and operations with the goal of increasing the overall opinion and satisfaction of its guests.
The Park District planned to conduct another Communitywide Survey in 2020. However, due to the pandemic and the recovery period in subsequent years, this did not take place until 2023 and was part of the PRCP project.
In January 2023, aQity Research & Insights managed a statistically valid survey process to help ensure community members had an opportunity to provide input on Wheeling Park District.
Overall, esteem for Wheeling Park District scored an average of 8 out of 10 (up from 7.4 in 2015).
The highest scoring Wheeling Park District strengths included the fitness center, community events and concerts, well-maintained facilities, and good programs.
Opportunities for improvement include increasing parking at the Community Recreation Center (CRC), implementing lower fees, addressing overcrowding at the Community Recreation Center, and updating the locker rooms.
The overall value of Wheeling Park District scored an average of 7.3 out of 10, compared to 6.1 in 2015.
Of 10 responding households, 9 feel Wheeling Park District is inclusive and represents their needs, interests, and backgrounds—regardless of one’s race or ethnicity.
Most residents (87%) reported visiting a Wheeling Park District park or facility in the past year (up from 72% in 2015).
Satisfaction in numerous categories, including safety, cleanliness, number and variety of parks and facilities, and level of service (LOS) all improved from the 2015 survey.
Reasons for dissatisfaction with Wheeling Park District included the need for more parking, better lighting at night, and general cleanliness at some facilities and parks.
The level of demand and interest is highest for fitness center use.
Two-thirds of non-users represent households without children.
Outdoor facilities of greatest interest included walking and biking trails, the nature center, and
Satisfaction with programs scored an average of 8.5 out of 10 (up from 8.2 in 2015).
Wheeling Park District is the top choice for youth and adult recreation and fitness activities.
Wheeling Park District’s website is the top choice for finding information about Wheeling Park District services, with 75% of households using this resource to seek information.
Given the size of the Hispanic/Latino population, some key differences emerged in the survey results. The Hispanic/Latino population tend to be most satisfied with:
The number and variety of Wheeling Park District parks (8.8 average rating compared to 8.4
The number and variety of Wheeling Park District facilities (8.7 average compared to 8.3 overall). This portion of the population is more likely to report using the District preschool program (22% compared to 8%overall) and more interested in weekend/family festivals (51% compared to 36% overall) and science/STEM programming (26% compared to 17% overall). And 92% of the Hispanic/Latino population cite Wheeling Park District as a top-3 source for adult recreation/ fitness/activities compared to 83% overall).
Wheeling Park District has made significant improvements across the board since 2015 on all key metrics–overall esteem, perceived value, Net Promoter Score, and satisfaction with parks, facilities, and programs. The responses also suggest higher levels of park and facility usage over time, and strong support and participation in the community events that Wheeling Park District
The following information summarizes survey findings:
OVERALL OPINIONS OF WHEELING PARK DISTRICT (WPD): ESTEEM, STRENGTHS, WEAKNESSES, VALUE
Esteem for the WPD has Improved Since 2015 and Now Rivals Ratings for Nearby Districts Residents Identify Multiple Strengths That They Like Best About the District
The District’s average esteem rating (measuring overall opinion on a 0-10 scale) has improved from 7.4 in 2015, to 8.0 in 2023.
• Currently, 88% have a favorable opinion of the District (up from 81% eight years ago), and the percent who are dissatisfied has been cut in half (5%, down from 10%).
While the WPD’s esteem lagged other agency benchmarks in the previous survey, it is now in line with nearby park districts, and significantly outperforms the statewide average.
No subgroup has a negative opinion of the district. Its lowest scores come from non-park/facility users (averaging 6.0 – still somewhat favorable). Its highest ratings come from ages 35 to 44, and 65+.
When asked to identify WPD’s strengths, about half (54%) cite District facilities (most often the fitness center, well-maintained facilities overall, the Aquatic Center, good range of facilities, and the indoor track).
Just over a third (38%) most appreciate the programs and events. The community events (concerts, holidays, etc.) are cited most often, followed closely by the wide range of quality programming overall. Others call out youth programs, activities for all age groups, summer camps, and early childhood offerings.
One in four (23%) identify the parks and trails as WPD strengths (usually Heritage Park, well maintained parks and trails, accessible locations, etc.).
Admin-related comments account for 10% overall (friendly staff, reasonable fees and many free event
Dislikes/Improvement Opportunities Mostly Focus on Facility Management – Especially Parking
Overall, residents had a more difficult time identifying anything they dislike about the District (20% gave no answers). In addition, even those who offered a response often say that there is “nothing I dislike” (14%).
The rest are divided, with about one in five citing each of the following as dislikes or improvements they’d like to see:
• Programs and events – more communitywide events, better program scheduling (22% – e.g., more during evenings and weekends for working adults), added programs for both adults and for youth sports
• Building and facility improvements (20% – e.g., pool issues such as water temperature, crowded at peak times, updates needed to the fitness center, and lower membership fees).
• Better/improved parking and accessibility (18% – e.g., traffic flow, more/closer spots) – usually focused on the CRC/Aquatic Park/Heritage Park fields/ Performance Pavilion (especially during the summer)
• Another 14% mention other admin or management-related issues (e.g., nicer and more polite service from staff, more and better communication about WPD offerings, etc.).
WPD Represents Greater Value Now Than in 2015
Similar to its overall esteem ratings, the District’s value scores (0-10 ratings based on the percent of property taxes going to the WPD) are significantly higher.
In 2015, half (50%) rated the WPD a good-to-excellent value. Currently, 76% feel this way (including 34% who say it now represents an excellent value).
Only non-users of WPD parks and facilities feel the District is an “average” value. All other groups rate it a good (or better) value – especially women, the oldest residents (ages 65+), and recent WPD users and participants.
Its current value ratings are also now solidly in line with those for nearby districts, and significantly better than the statewide average.
Resident Loyalty/NPS is Also on the Rise, and the District’s DEI Efforts Are Recognized
Similarly, its overall NPS* is +41, significantly better than 2015 scores (when it received a +24 for programs/events and +14 for parks/facilities). Among recent self-reported program/event participants, it is a +53.
The vast majority of residents (90%) feel that their household is adequately represented and included by the Park District. Only 10% disagree, most often citing too much emphasis on programs and activities for children and young families (not enough for empty nesters and seniors).
• This is also the top reason for non-usage of WPD facilities and parks – a clear opportunity for the District to improve outreach and engagement with these older segments who feel underserved.
• Others feel excluded due to WPD fees being too high/unaffordable for those on tight incomes. Very few (n=5) feel excluded due to race, culture, language, or gender.
Virtually All Have Used/Visited a District Location in the Past Year, and Are Very Satisfied
Overall, 87% report that someone in their household has been to a WPD park or facility in the past 12 months, most often:
○ Heritage Park (63% of all respondents), especially the park itself (51%) and the Performance Pavilion (40%).
○ The Community Rec Center/CRC (53%), usually:
○ The Aquatic Center (36% - up from 2015 usage levels)
○ Chevy Chase Country Club (22%)
○ Horizon, Chamber, and Childerley Parks (between 13% and 17% each). All other parks are mentioned by fewer than 10% of respondents.
Satisfaction with WPD parks and facilities is very positive, with big improvements from 2015. The highest ratings are for the cleanliness and upkeep of both parks and facilities, and the biggest improvement in satisfaction is for public safety at these locations.
The relatively few who are dissatisfied or neutral toward WPD parks and facilities cite a range of issues, most often echoing parking concerns at the more centralized locations/facilities (lack of parking, no lighting at night, configuration and flow, etc.).
○ Beyond that issue, a few seek more amenities at various locations in general (e.g., lighting, benches, trash cans, etc.).
NEEDS ASSESSMENT: INDOOR FACILITIES
Demand for Most Indoor Facilities is Currently Being Met, With Few Exceptions
Among indoor facilities tested, residents express the greatest interest and demand in a(n):
○ Fitness center (47% interested — demand already being met/readily available)
○ Sauna/steam room (34% — represents a “gap”/unmet need currently)
○ Indoor lap swimming (32% — already met)
○ Warm water therapy pool (27% — another “gap”/opportunity)
○ Gym courts (24%) and indoor pickleball courts (20% — both of which are currently available/being met)
○ Indoor synthetic turf fields (lowest interest at 10% — not readily available locally).
One in four residents also report that none of these indoor amenities are of interest to them (mostly non-WPD visitors or participants recently).
When asked to identify the top indoor priority for the WPD to add, provide or improve, the top is “none of these/no answer” (35%). These residents feel that their needs for these indoor facilities are for the most already being met.
○ Among the remaining options tested, the top priorities are an indoor fitness (cited by 17%), followed by two “gap” amenities – a sauna or steam room (#1 priority to 13%), and a warm water therapy pool (10%).
NEEDS ASSESSMENT: OUTDOOR FACILITIES
Trails Continue to Be the Top Outdoor Amenity/Activity
In terms of outdoor facilities, three out of four adults (74%) express a need or interest in walking/biking trails. This response is consistent across all regions and demographic groups in the community.
A nature center ranks second in terms of overall interest (cited by 40%) and represents an unmet need or opportunity for the WPD to consider. Interest in this facility is fairly even (again, few significant differences).
Playgrounds (high demand) and cricket pitches (low demand) are deemed in good supply and availability currently.
One in four residents are interested in off-leash dog parks (especially ages 45-54 and households without children). This also represents a key unmet need/opportunity (along with a nature center).
○ In fact, a dog park ranks second at 12% (after trails at 33%, and just ahead of playgrounds and a nature center) when residents are asked to identify the one outdoor facility that should be the top priority for the WPD.
○ One in four adults (24% overall) feel that none of the outdoor amenities tested represent a priority. Men were most likely to feel this way, along with non-WPD users/participants.
PROGRAM AND EVENTS PARTICIPATION AND SATISFACTION
Respondents Report Participating in Multiple WPD Programs in the Past Year (both for youth and adults), and Especially in Community Events
Overall, 37% report attending one of the WPD’s outdoor concerts in the past year, and 22% also went to one of the District’s community and/or holiday events.
• Nearly as many (15%) went to an outdoor Movie in the Park, and 14% attended an Unplug at the Park event.
• In terms of recreational programs, youth activities are mostly centered around swimming lessons, summer camp, and sports and/or sports clinics and lessons. Five percent report using the preschool/early childhood program.
Adult program participants tend to report fitness programs and personal training, swimming and aquatic activities, and programs for active older adults. Four percent mentioned pickleball lessons/ leagues.
In general, satisfaction with WPD programs and events remains very strong, averaging an 8.5 rating (very satisfied) on a 0 through 10 scale. This is consistent/ slightly higher than the 8.2 received in 2015.
• All self-reported participants are at least very satisfied; no demographic group gives an average rating below a 7.7.
• Any dissatisfaction with programs often references issues with WPD facilities (e.g., issues using the lap lanes).
• The adult programs (e.g., sports lessons, fitness, swimming, arts and crafts) and community events (outdoor movies, Unplug in the Park) tend to receive the highest satisfaction scores.
• Youth activities tend to receive lower (but still favorable) ratings, especially dance, before/after school, swimming, arts and crafts.
NEEDS ASSESSMENT: PROGRAMS AND EVENTS
Residents Are Most Interested in Larger Events (concerts, weekend family events), Along With Activities for Older Adults
Most (53%) express a need or interest in outdoor summer concerts and movies, and about a third are likewise interested in weekend festivals and family events (36%), along with:
• Activities for active older adults (33%, especially from homeowners and old/long-term Wheeling residents
• Learning activities for all ages (31%, especially women and households with children).
• Nutrition and weight loss classes are of interest to 22% overall, followed by STEM and science programs (17%).
Of these, residents feel that their need for summer concerts/movies, weekend events, youth fitness, and swimming lessons/programs are currently being met. The biggest programming gaps/opportunities appear to be:
• Activities for active older adults
• Learning activities for all ages
• Nutrition and weight loss education
• STEM and science programs.
• The #1 program/event priority for the WPD to address is “none/satisfied as is” (28%), followed by outdoor concerts and weekend festivals (both of which are currently offered), and activities for active older adults (an opportunity to fill an unmet need).
TOP SOURCES FOR ADULT AND YOUTH ACTIVITIES/RECREATION/FITNESS
WPD is Clearly the #1 Provider for Adult Recreation and Fitness, But Competes with Local Schools for Youth Activities
The Wheeling Park District is easily the top provider for adult recreation, with the Indian Trails Library and local forest preserves a distant second and third.
• All other local providers (private health clubs, homeowner’s associations, private instruction, etc.) rank far lower as recreational providers for adults.
• For youth activities, the landscape is very different (and more competitive).
• Most residents cite their local private or public school as the #1 source for youth activities.
• The WPD is a close second, and usually the #2 or #3 provider.
• Similarly, Indian Trails Library rounds out the top three for youth activities and programs. About a third also mention nearby youth sports programs/leagues.
• A few “other” providers are specifically cited, most often nearby park districts (e.g., Buffalo Grove, Arlington Heights), and private health clubs (e.g., LA Fitness, NCH Wellness Center).
SOURCES OF WPD INFORMATION
Residents Rely Heavily on the WPD Website for Park District Information
Three out of four respondents (75%) report going to the District website when seeking information about WPD facilities, events, programs, etc. This is more than double the 2015 response (35%).
The District’s e-newsletter ranks second among WPD information sources (40%)
The remaining sources are each mentioned by about one out of five respondents:
• Word of mouth from family, friends and neighbors (22% overall, including 31% of Hispanic/Latino residents)
• Social media platforms like Facebook, Twitter and Instagram (19%)
• Signage near and inside WPD facilities (19%)
• Calling the main office or a District facility (18%).
Similarly, when asked which is their preferred source of information, a majority rely most on:
• The WPD website (54%, and the #1 choice among all subgroups)
• The e-newsletter (22%, especially among women)
• Social media (7%)
• Signage (6%, especially among those without children under 18, and non-WPD users).
KEY FINDINGS: HISPANIC/LATINO RESIDENTS
Given the Size of the Hispanic/Latino Population in Wheeling, Several Insights are Specific to this Segment
Overall, about 28% of the Wheeling population identifies as being of Hispanic, Latino or Spanish ethnicity (based on Census data, and survey findings weighted to reflect that target).
• Despite offering a Spanish-language version of the survey, the response rate from these households was relatively low, similar to the 2015 survey.
• The weighted results throughout the report are based on the responses from n=56 respondents who identify as Hispanic/Latino.
Key differences/insights among Hispanic/Latino respondents show that they are:
More satisfied with the number/variety of WPD parks (8.8 avg. rating, vs. 8.4 overall) and facilities (8.7, vs. 8.3 overall)
• More likely to report using the preschool program (22%, vs. 8% overall)
• More interested in indoor synthetic turf fields (18%, vs. 10% overall)
• More interested in weekend family fests/events (51%, vs. 36% overall), and STEM/science programs (26%, vs. 17% overall)
• More likely to cite the WPD as a top-3 source of adult recreation/fitness/activities (92%, vs. 83% overall)
• More likely to get WPD information from word of mouth (31%, vs. 22% overall).
VISIONING
As a part of the PRCP project, visioning workshops were held to review and evaluate the Wheeling Park District’s mission, vision, organizational values and strategic initiatives. It is important to differentiate that the vision is what the Park District is pursuing, based on community engagement and input, whereas the mission describes the Park District’s purpose; it is true today and in the future. The Wheeling Park District mission and organizational values remain the same. Based on the results of the survey and visioning workshop one strategic initiative changed and the vision statement was slightly revised.
MISSION
To provide memorable experiences in parks & recreation that enrich our communities.
Approved by the Board of Commissioners November 2, 2004.
VISION
In August 2023, the Board of Commissioners adopted the following Vision Statement: To uphold our tradition as the provider of choice in parks and recreation for our community.
Three Primary Areas of Focus to Achieve the Vision:
Community: The Wheeling Park District will engage and serve the diverse needs and preferences of our evolving community, fostering inclusivity, accessibility, and equity in the provision of parks, recreational facilities, and programs, delivered through excellent service.
Leadership: The Wheeling Park District understands the value of collaboration and will build relationships, forge partnerships, and facilitate cooperation among community organizations and individuals as the leading provider of parks and recreation services.
Innovation: The Wheeling Park District empowers its staff to research and utilize cuttingedge enhancements to better the workplace and guest experience. The District will develop and implement new ideas, strategies, technologies, and approaches that bring about positive change and enhance the delivery of services.
Approved by the Board of Commissioners August 8, 2023
ORGANIZATIONAL VALUES
As an organization, Park Board, and as team members, we value:
Respect
Communication
Integrity
Innovation
Recognition and Appreciation
Continuous Learning
We make every effort to work as a team while appreciating individual differences. We seek cooperation and consensus between team members and guests. We value the opinions and efforts of others.
We strive for open and honest communications with ongoing, active listening between team members and guests and respond to one another with clarity, tact and in a timely manner. We value information that our guests provide. Individual differences are accepted and all issues are open for discussion.
We shall maintain trust and respect for one another and our guests by being responsible, accountable and honoring our commitments. We are dedicated to doing what we say we are going to do.
Team members continuously work to improve guest service and remain focused on Park District key initiatives. Team members are encouraged to create new ideas, find and implement new approaches in providing parks and recreation experiences, and remain flexible to the changing needs of the guests we serve.
Recognition reaffirms the worth and efforts of team members and accomplishments. Ongoing, timely acknowledgement and a genuine “thank you” are shared both verbally and in writing. Major accomplishments are recognized and rewarded.
The Agency and team members will work as partners to foster professional growth and development in order to provide quality services. Providing opportunities for continuous learning and taking on new responsibilities are of great importance and value.
Fun
Empowerment
We have fun and take pride in our work while making a difference in the community and in people’s lives.
As a team, we believe that we are responsible for our success and let people do their jobs. We will continually foster a work environment built on trust, learning, responsibility, collaboration and accountability.
People
We recognize that people are the organization’s most valuable asset. Team members are the delivery system for our services and are dedicated to providing memorable experiences to our guests.
Approved by the Board of Commissioners March 15, 2005.
MAJOR INITIATIVES
As part of the PRCP visioning process, the Steering Committee started to compile the major initiatives that establish the framework for Wheeling Park District’s vision and strategies. Five major initiatives were created, and the PRCP recommendations are incorporated into the 2025 – 2028 Strategic Plan, defined as follows:
Respond to Changing Demographics and Trends
Ensure Social Responsibility
Wheeling Park District will adjust programs to effectively serve diverse community segments and respond to evolving preferences. This involves recognizing shifts in demographics—age, ethnicity, socioeconomic status— and societal changes. A proactive approach allows continuous evaluation and adaptation of offerings to meet community needs, ensuring services remain vibrant and appealing to all groups.
Social responsibility refers to Wheeling Park District’s obligation and commitment to serving the community and promoting the well-being of residents through the provision of recreational opportunities and the sustainable management of parks and recreation facilities. Key aspects include:
○ Accessible and Inclusive Recreation
○ Health and Wellness Promotion
○ Environmental Stewardship
○ Cultural Preservation
Continue Innovative Leadership
Leverage Partnerships
The District aims to lead in leadership and service delivery by inspiring others to challenge norms, generate ideas, and implement creativity. Innovative leadership characteristics include strategic focus, open-mindedness, flexibility, curiosity, continuous learning, and collaboration. The District will continue emphasizing innovative operations, from facility maintenance to recreation program development, focusing on community needs and maintaining credibility in the park and recreation industry.
The Park District can enhance services through partnerships with organizations and individuals. This includes building beneficial relationships, strengthening ties, and ensuring mutual advantages. Types of partnerships involve recreation programming, shared facilities, public-private projects, resource sharing, volunteer opportunities, and environmental activities. Leveraging these partnerships allows the District to access more resources, expertise, and community support, improving its ability to expand services and achieve its mission effectively.
Create a Plan for the Community Recreation Center and Family Aquatic Center Campus
A major initiative includes the development of a master plan for the Family Aquatics Center. The facility exceeds 30 years of operations and requires significant updates. This was a frequently mentioned need during the public engagement process and household survey. This will require an understanding of how to best rebuild the center based on community needs as well as trends in outdoor aquatics facility design. This project will include an opportunity for community members to provide their input into a new design.
2025-2028 STRATEGIC PLAN DEVELOPMENT
STRATEGIC PLAN PROCESS
Staff workshops were held in Spring/Summer of 2024 to develop the Strategic Plan stemming from the results of the PRCP. To accomplish this work, a select group of staff was asked to assist. Staff were chosen not based on title or level within the organization, but rather on each person’s ability to work and comprehend on a strategic thinking level for the entire District.
On April 3, 2024, the Strategic Plan Project Team held a meeting to kick off a series of meetings, building upon previous work, to develop the Park District’s 2025-2028 Strategic Plan. The planned outcome for the meeting was for the group to begin prioritizing goals that were identified in the 2023 PRCP.
As part of preparing for this meeting, members of the team needed to refamiliarize themselves with the 2023 PRCP Executive Summary. As part of preparing for this meeting, it was important for this team to review the following sections of the PRCP.
Executive Summary
1.0 Introduction
5.0 Major Initiatives.
6.0 Recommendations
The work of the group, over the course of meetings between April and July 2024, resulted in a review and consensus for what the District’s Strategic Plan initiatives, priorities and goals should be for the short term, mid-term, and long term. This was done by reviewing each of the six Strategic Initiatives and Perspectives: Quality Guest Services & Experiences, Develop Community Relationships, Establish Long-Term Financial Strategies, Improvements to Internal Processes and System Improvements, Continuous Learning Environment, and Ensure a Culture of Responsibility, and ranking them based on importance to the District, and the likelihood for completion in the three-year window (May 2025-2028).
At the conclusion of these meetings, the staff group was able to finalize the Priorities for each of the six Strategic Initiatives and the goals associated with each priority.
STRATEGIC INITIATIVES & OUTCOMES
STRATEGIC INITIATIVES AND OUTCOMES
These six Strategic Plan Initiatives outlined above and their Outcomes include:
1. Provide Quality Guest Service and Experiences
Providing quality guest (internal and external) service and experiences includes working to create satisfied guests through memorable experiences, and developing lifelong relationships. The goals are to continue to improve service, identify the Park District’s targeted guests’ current and future needs, and create loyalty among those individuals. Measurement of current services and guest experiences will continue while developing methods for improvement. The desired outcome is to provide experiences that exceed expectations, resulting in guest loyalty and retention
2. Develop Community Relationships
The Wheeling Park District recognizes the value of collaboration and leverages partnerships by facilitating cooperation with external organizations, stakeholders, and individuals as the leading provider of choice for parks and recreation in our community. The desired outcome is identifying those with a mutually beneficial relationship that enhances the Wheeling Park District and its partners.
3. Establish Long-Term Financial Strategies
Financial stability is imperative to maintaining existing assets, providing services, and investing in future opportunities. To continue and expand upon existing services and facilities, the Park District has established and will maintain long-term financial stability.
4. Improve Internal Processes & Systems
The Park District is committed to continuously improving processes and systems. This initiative is supported throughout the organization, including technology upgrades, developing policies and procedures reflecting today’s operations, improved communication methods, and internal accountability systems. Continuous improvements to processes and systems provide efficiency and effectiveness throughout the organization, resulting in operational excellence.
5. Foster a Continuous Learning Environment
The Park District’s most valuable asset is its people. The District invests in its employees by creating a working environment that provides learning opportunities and new challenges. The Wheeling Park District empowers its staff to research and utilize cutting-edge enhancements to better the workplace and guest experience. The District will develop and implement new ideas, strategies, technologies, and approaches that bring about positive change and enhance the delivery of services. The organization is dedicated to creating a fun culture, and based on developing cohesive relationships. The desired outcome is to cultivate motivated, knowledgeable employees and Board Members.
6. Ensure a Culture of Responsibility
The Park District is adaptable to the many internal and external factors influencing the agency. The district’s culture of responsibility adapts to keep up with these changes and accountability is shared throughout the organization. Everyone is accountable for achieving the desired outcome of a Culture of Responsibility. The areas of focus for the 2025-2028 timeframe include:
Accessibility and Inclusive Recreation
Provide parks, recreation activities, programs, and spaces that are accessible for all through a commitment to diversity, equity, and inclusion. This involves fostering a welcoming, respectful organizational culture and providing resources to ensure equal opportunities.
Health and Well-being
Supporting the community’s physical, mental, and wellness by offering activities, programs, and spaces encouraging active lifestyles and well-being.
Environmental Stewardship and Education
Demonstrating responsible environmental practices by implementing sustainable management strategies for operations. This also involves offering environmental education opportunities to the community.
Safety
Providing a safe environment for the internal and external guests and community involves continuous training and assessment of operations, parks, and facilities.
STRATEGIC PLAN HIERARCHY
The framework for the Plan includes a hierarchy of elements that starts with the most macro level of strategy to a more micro level (moving from strategic to tactical).
This hierarchy is depicted below.
Organizational
Strategic Initiatives & Priorities
Strategic
Outcomes
One of the Agency Goals under the Initiative Quality Guest Services and Experiences is “Identify areas in need of parks and access to recreation;” therefore, the District must identify areas in need of parks and access to recreation. Department, division, and individual goals and objectives are more micro level in support of the Strategic Initiatives and Agency Goals. Following along with the Quality Guest Services and Experiences Initiative, an example of micro-level goals, objectives, and tactics is staff developing a process to identify areas in need of parks and access to recreation spaces, and then collect and evaluate information to create a plan to address the needs. As shown in this sequence, the department, division, and individual goals and objectives are far more specific than the Agency goals, and the Agency goals are more specific than the Strategic Initiative.
An example of the macro-level to micro-level work process discussed above follows.
Strategic Initiative
Quality Guest Services and Experiences
Agency Goal
Identify areas in need of parks and access to recreation spaces
Department/Division Goals & Objectives
Develop a process to identify the areas in need of parks and access to recreation
Individual Goals, Objectives - Tactics
Collect and evaluate information to create an action plan to address the needs for parks and access to recreation
The following are the Park District’s Strategic Initiatives, Priorities and Goals for the time period of 2025-2028 Time period priorities are attached to each objective as follows:
• Short-term goals – to be accomplished between 2025 - 2026
• Mid-term goals – to be accomplished between 2026 - 2027
• Long-term goals – to be accomplished between 2027 - 2028
Dedicated staff time will be required to complete the goals. Before each year begins, the list of short-, mid-, or long-term goals will be evaluated according to current workload demands to ensure realistic pursuit in the number of goals and objectives attempted and completed. Each year, staff will present for Board approval Agency goals that are derived from the Strategic Plan. Included in the annual goals are specific programs, activities, projects, and financial targets the organization will undertake through action plans, in an effort to execute what was established in the Strategic Plan.
GUEST
Guest Perspective
Strategic Initiative: Quality Guest Services and Experiences
Priority 1: Create a master plan to provide equitable access to parks, and amenities to all Wheeling Park District neighborhoods Goals
• Identify areas in need of parks and access to recreation spaces Short Term
• Pursue land acquisition for areas in need of parks and access to recreation spaces Ongoing
• Implement the Park Improvement Schedule and evaluate annually Ongoing
Priority 2: Provide Park-to-Park Pedestrian Connectivity Throughout Wheeling Goals
• Create a bikeway connectivity plan/route to allow movement from one park to another Mid Term
• Create access routes to parks and facilities by eliminating dangerous areas and barriers Mid Term
Priority 3: Address aging District facilities and spaces Goals
• Create a plan for the future of the FAC and Heritage Park Parking & Traffic Flow Short Term
• Reconfigure Parking & traffic to more effectively serve the CRC and FAC Mid Term
• Evaluate Golf Course cart barn location and conduct golf ops site analysis Short Term
Priority 4: Provide programs and offerings that meet the current needs and desires guests Goals
• Analyze and adapt program and service offerings to meet the community needs Ongoing
• Conduct a Communitywide Survey every 5 Years Mid Term
• Conduct guest service training that adheres to guest service standards Short Term
Priority 5: Enhance employee engagement at all levels throughout the organization Goals
• Evaluate and assess staffing levels Ongoing
• Formalize Employee Satisfaction Measurement System Short Term
• Evaluate the Staff Recognition Program Mid Term
• Revisit STAR Awards Mid Term
Community Perspective
Strategic Initiative: Developing Community Relationships
Priority 1: Create a master plan to provide equitable access to parks, and amenities to all Wheeling Park District neighborhoods Goals
• Focus on community feedback and involvement with the People-Driven Park Design Process Ongoing
• Create opportunities for resident input & involvement in governance Mid Term
Priority 2: Seek out strategic partners to improve services for the community Goals
• Identify desired community partners and work to establish mutually beneficial partnerships Ongoing
• Partner with 3rd Party Organizations to offer nature/environmental offerings Mid Term
• Establish a relationship with Cook County forest preserves for mutual access & usage Short Term
Priority 3: Continuously inform the community of the opportunities and benefits the District provides Goals
• Increase Awareness of the District’s financial assistance program Short Term
• Formalize a Guest Feedback System Short Term
• Create a communications plan that highlights the benefits and value the WPD Short Term
Priority 4: Foster existing relationships with other local governments and legislators Goals
• Keep in communication with other local governments and legislators on park district issues and happenings Ongoing
• Participate in state and national legislative forums on parks and recreation Ongoing
• Evaluate solar lighting for parking lots & facilities Mid Term
Priority 4: Promote active lifestyles, fitness and well-being Goals
• Provide Mental Health First Aid Training for Staff Short Term
Priority 5: Maintain and address safety & ADA accessibility and inclusivity Goals
• Conduct an ADA Audit and develop an updated ADA Transition Plan Short Term
• Conduct annual facility and program safety audits and address accordingly Ongoing
IMPLEMENTATION GUIDELINES
• All employees will have access to the Plan.
• Elements of the Strategic Plan will be incorporated into the District’s orientation process for new employees and Board members.
• The District shall provide regular reports on the progress of the Plan, dividing it into separate fiscal years with annual updates. At the commencement of each Park Board year, staff will be responsible for updating each goal, which will include a list of tactics that support its completion. Project Leaders are assigned the responsibility of reporting on their team’s goals in quarterly reports. A spreadsheet will outline the Strategic Initiative, Priorities, Goals and Objectives, Measurement, start date, completion date, and staff members accountable for achieving each goal.
• Each employee’s goals (Work Plan) will be directly correlated with the District’s Strategic
Wheeling Park District’s 2025-2028 Strategic Plan positions the organization for continued excellence over the next three years. Building on a longstanding legacy of high-quality park and recreation services, the District remains committed to evolving along with changing community needs and emerging innovations. Central to this is a culture of continuous improvement—one committed to accountability, transparency, and delivery of maximum value for taxpayers and guests.
The Plan emphasizes a strong external focus on both guests and the broader community ensuring park and recreation services remain responsive, inclusive and impactful. Through clearly defined strategic initiatives, the District aligns the entire organization with a shared vision for the future and fostering a unified direction. These efforts will strengthen the District’s
