INITIATIVE 1 – QUALITY GUEST SERVICE AND EXPERIENCES
Priority 1: Create a master plan to provide equitable access to parks and amenities to all Wheeling Park District neighborhoods
A. Identify areas in need of parks and access to recreation spaces
B. Pursue land acquisition for areas in need of parks and access to recreation spaces
C. Implement the Park Improvement Schedule for Chamber and Denoyer Parks
Priority 2: Address aging District facilities and spaces
A. Create a plan for the future of the FAC and Heritage Park parking and traffic flow
B. Evaluate golf course cart barn location and conduct golf ops site analysis
Priority 3: Provide programs and offerings that meet the current needs and desires of guests
A. Analyze and adapt program and service offerings to meet the community needs
B. Conduct guest service training that adheres to guest service standards
C. Complete 2025-2028 Strategic Plan
D. Increase participation with guest experiences of 499,397
E. Achieve a Net Promoter Score of 70% from external guests
Priority 4: Enhance employee engagement at all levels throughout the organization
A. Evaluate and assess staffing levels
B. Formalize an employee satisfaction measurement system
C. Achieve a Net Promoter Score of 70% from internal guests
Priority 5: Implement the 2025 major projects / purchases by year-end
A. Complete 80% of 2025 Major Projects / Purchases by year-end
INITIATIVE 2 – DEVELOPING COMMUNITY RELATIONSHIPS
Priority 1: Provide opportunities for community members to be involved with the Park District
A. Focus on community feedback and involvement with the People-Driven design process
Priority 2: Seek out strategic partners to improve services for the community
A. Identify desired community partners and work to establish mutually beneficial partnerships
B. Establish a relationship with Cook County forest preserves for mutual access and usage
Priority 3: Continuously inform the community of the opportunities and benefits the District provides
A. Increase awareness of the District’s financial assistance program
B. Formalize a guest feedback system
C. Create a communications plan that highlights the benefits and value the WPD provides
Priority 4: Foster existing relationships with other local governments and legislators
A. Keep in communication with other local governments and legislators on park district issues and happenings
B. Participate in state and national legislative forums on parks and recreation
INITIATIVE 3 – ESTABLISH LONG-TERM FINANCIAL STRATEGIES
Priority 1: Maintain a proper balance of tax vs. non-tax revenue
A. Review the District’s tax vs. fee pricing structure for residents and non-residents
B. Compile and analyze historical operation tax vs. non-tax support
C. Develop 5-year revenue projection models
Priority 2: Fund current capital expenditures while also generating surpluses for future CRIP expenses
A. Continue to meet fund balance targets as established
B. Make annual transfers to Capital Projects Fund
a. Corporate: $ 1,950,000
b. Recreation: $ 1,200,000
Priority 3: Maintain financial stability models for revenue and expenses
A. Compile and analyze historical operation revenue and expenditures for departments
B. Develop a 5-year net proceeds projection model (Pro Forma)
C. Incorporate tax and non-tax revenue percentages into annual budget process
D. Financial Growth and Sustainability KPM
a. Overall $5,401,453
b. Corporate $2,806,712
c. Chevy Chase Country Club: $1,016,837
1. Golf: $ 242,973
2. Food & Beverage: $ 1,703,508
d. Recreation: $1,577,904
1. Health & Fitness Center: $ 224,130
2. Family Aquatic Center: $ 241,230
3. Recreation Programs: $ 658,262
4. Heritage Park Sports Complex: $ 339,608
5. Indoor Pool $54,238
Priority 4: Increase alternate revenue sources
A. Continue to seek and apply for new grant opportunities
B. Pursue sponsorships $ 31,000
INITIATIVE 4 – IMPROVEMENTS TO INTERNAL PROCESSES AND SYSTEMS
Priority 1: Streamline critical communication flow
A. Streamline operations and processes to reduce barriers
B. Review registration and refund policies and procedures
C. Streamline internal communications efforts for staff
Priority 2: Maximize full capabilities of current technology systems and assets
A. Review systems and categorize inefficiencies
Priority 3: Maintain the District’s high standard for excellence
A. Distinguished Agency
B. PDRMA accredited agency
C. GFOA award for excellence in financial reporting
D. Research National Gold Medal / CAPRA
E. Review and update Administrative Policy manual
INITIATIVE 5 –
LEARNING ENVIRONMENT
Priority 1: Strengthen learning and professional growth opportunities
A. Begin development planning for key positions
B. Monitor the buddy program
C. Develop a District mentor program
Priority 2: Promote the Agency culture
A. Evaluate the onboarding process for new staff
B. Incorporate the District’s organizational values at all levels
Priority 3: Staff and Board development
A. Conduct required quarterly FT staff supervisor training
B. All staff safety training - 90% compliance level
C. Cybersecurity training - 70% compliance level
D. Board training
RESPONSIBILITY
Priority 1: Make certain there is safe and equitable access to opportunities at the District
A. Develop a District strategy to achieve inclusivity for programs, services and parks
B. Develop a District strategy for an inclusive workplace environment through diversity and inclusivity initiatives
Priority 2: Identify and eliminate barriers that prevent full participation
A. Survey and evaluate operations to identify current and potential barriers
Priority 3: Promote active lifestyles, fitness and well-being
A. Provide mental health and well-being opportunities for staff
Priority 4: Maintain and address safety and ADA accessibility and inclusivity
A. Conduct an ADA audit and develop an updated ADA transition plan
B. Conduct annual facility and program safety audits and address accordingly