2026 AGENCY GOALS
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 opportunities in areas in need of parks and access to recreation spaces
Priority 2: Address aging District facilities and spaces
A. Aquatic Center Project - replacement - construction 2026
B. Renovate Malibu Park in accordance with the Neighborhood Park Improvement Schedule
C. Evaluate golf course cart barn location
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 training that adheres to guest service standards
C. Achieve guest experiences of 471,215
D. Achieve a Net Promoter Score of 70% from external guests
E. Expand programs out into the parks
Priority 4: Enhance employee engagement at all levels throughout the organization
A. Evaluate and assess recreation staffing levels and responsibilities
B. Update all job descriptions to follow a standardized, uniform job description template
C. Achieve a Net Promoter Score of 70% from internal guests
Priority 5: Implement the 2026 major projects / purchases by year-end
A. Complete 80% of 2026 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 partners to improve services for the community.
A. Redefine what a partner is for the Wheeling Park District
B. Identify desired community partners and work to establish mutually beneficial partnerships
C. 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. Develop a plan to increase usage 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 Wheeling Park District 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 Capital Replacement & Improvement Plan (CRIP) expenses
A. Continue to meet fund balance targets as established
B. Make annual transfers to Capital Projects Fund
a. Corporate: $ 1,500,000
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 Key Performance Indicators (KPIs)
a. Overall $5,110,706
b. Corporate $1,699,079
c. Chevy Chase Country Club: $1,606,501
1. Golf: $ 530,854
2. Food & Beverage: $2,295,689
d. Recreation: $1,805,126
1. Health & Fitness Center: $ 192,816
2. Family Aquatic Center: $0
3. Recreation Programs: $995,828
4. Heritage Park Sports Complex: $409,378
5. Indoor Pool $53,966
Priority 4: Increase alternate revenue sources
A. Continue to seek and apply for new grant opportunities
B. Pursue sponsorships $ 38,000
INITIATIVE 4 – IMPROVEMENTS TO INTERNAL PROCESSES AND SYSTEMS
Priority 1: Streamline critical communication flow
A. Establish districtwide internal communications channel for staff
Priority 2: Maximize full capabilities of current technology systems and assets
A. Assess registration software systems
B. Google Suite Project
Priority 3: Maintain the District’s high standard for excellence
A. PDRMA accredited agency
B. GFOA award for excellence in financial reporting
C. Update for board approval - Administrative Policy Manual and Employee Handbook
D. Research National Gold Medal / CAPRA
INITIATIVE 5 –
LEARNING ENVIRONMENT
Priority 1: Strengthen learning and professional growth opportunities
A. Begin development planning for staff positions
B. Update Welcoming Peer Program (formally known as Buddy Program)
C. Develop a District mentor program
Priority 2: Promote the Agency culture
A. Streamline the onboarding process for new staff
B. Incorporate the District’s organizational values at all levels
C. Conduct a Compensation Survey
Priority 3: Staff and Board development
A. Conduct bi-monthly leadership meetings
B. All staff safety training - 80% compliance level
C. Cybersecurity training - 70% compliance level
D. Board training
INITIATIVE 6 – ENSURE A CULTURE OF
RESPONSIBILITY
Priority 1: Make certain there is safe and equitable access to opportunities at the District
A. Develop a District strategy for an inclusive workplace environment
B. Malibu Park inclusive and equitable access
Priority 2: Identify and eliminate barriers that prevent full participation
Priority 3: Promote active lifestyles, fitness and well-being
A. Explore alternative employee health insurance to ensure benefits remain competitive, cost-effective, and responsive to employee needs.
B. Provide mental health and well-being opportunities for staff
C. Core 6
Priority 4: Maintain and address safety and ADA accessibility and inclusivity
A. Address all issues at Malibu Park under ADA Transition plan recommended improvements