Waukegan Park District - Mission and Goals
Our Commitment to You!
MISSION STATEMENT
The Waukegan Park District is committed to providing parks, facilities and leisure opportunities to our culturally diverse population through the resources on community involvement, dedicated staff and sound management.
VISION STATEMENT
An innovative park district that creatively adapts to our evolving community that provides exceptional parks, recreation and cultural arts that benefit all.
VALUE STATEMENTS
• Accountability…We will work to achieve the most effective and efficient use of our financial resources while striving for the best return on the use of our assets.
• Excellence…We will strive for the best in everything we do.
• Integrity…We will practice steadfast adherence to a high moral and ethical code, and we will reliably deliver on what we say we are going to do.
• Service Oriented…We will focus our efforts on our customers and will operate the District based on the needs of the community.
• Working Together…The Board and staff will use a collaborative and cooperative team based approach that results in the best possible decisions for the greater good of the community. We will work WITH one another.
STRATEGIC PLAN
In FY 2010/2011, the Waukegan Park District hired PROS Consulting, LLC to facilitate and develop a strategic planning process. The process relied heavily on community, Park Board, and staff perspectives and their knowledge of the Waukegan community. In addition, this strategic plan was framed around existing initiatives the District has undertaken.
The WPD initiated the Strategic Plan process with a community focus group. Approximately 40 key leaders, partners and users of Waukegan programs and services, along with commissioners and staff, attended an evening focus group to discuss their agencies’ future and the WPD future vision. Waukegan Board members and staff attended the session and served as observers of the process. Subsequent board and staff workshops refined the plan.
The following outlines the Themes, Objectives, and Initiatives developed throughout the process. In addition, each Initiative has a designated timeframe attached to it, reflecting the completion time for the task. There are four time periods as follows:
• Short Term: May, 2011 through April 2012
• Mid Term: May 2011 through April 2013
• Long term: May 2011 through April 2014
• Continuous: Initiatives that are repeated year to year and can be started at any point during the time period above
Customer Theme: Culturally Diverse Population and Community Involvement
Align Programs with Community Needs
• Create a process to identify core program areas- Short Term
• Develop an ongoing process to determine customer feedback and input through a customer satisfaction measurement system that includes surveys, customer interviews, program evaluations, and focus groups- Mid Term
• Develop a program assessment process that identifies the District’s success in offering programs according to community need and complete it every 3-4 years- Mid Term
• Develop a corporate outreach program for taking the Waukegan Park District fitness program “on the road”- Long Term
• Track changing demographics on an ongoing basis to ensure that program participants closely mirror the demographics of the community- Continuous
• Offer family oriented programming and communication- Continuous
Provide Communication Tools that Welcome and Attract Residents
• Develop and implement the use of social media and marketing techniques- Short Term
• Ensure all staff welcome customers of all ethnic groups by creating a friendly and welcoming environment for all customers- Continuous
Develop Flexible Pricing Strategies
• Formalize a process for comparative pricing information- Short Term
• Develop pricing discounts to support family participation in programs and membership for multiple family members- Short Term
Financial Theme: Fiscally Responsible
Increase Revenue
• Assess the impact of expanded alcohol sales- Mid Term
• Assess expanded concessions and vendors in parks and facilities- Mid Term
• Implement a system wide approach to corporate sponsorships and naming rights through sponsorship valuation process- Long Term
• Develop a merchandise plan that includes branding/display/sales of WPD official apparel and merchandise- Long Term
Prudent Financial Planning
• Develop a process to review and compare vendor prices- Short Term
• Complete a preliminary planning analysis for an aquatics renovation/replacement and museum expansion in order for them to be shovel ready projects- Mid Term
• Re-assess the purchasing policy including authorization levels for expenditures and signing of contracts- Mid Term
• Develop a policy for signatory authority for agreements- Mid Term
• Continually review the budget and fiscal plan and make adjustments as necessary- Continuous
• Realign capital expenditures to ensure a conservative approach to spending- Continuous
Increase Program and Facility Revenue
• Review program costs, pricing options, and revenue policy- Short Term
• Increase revenue through marketing and coupon specials- Short Term
• Analyze economic impact benefits of the new sports complex and develop events and tournaments during non-peak resident use times- Long Term
• Research and recommend changes to youth athletic fees, including affiliate groups- Long Term
Internal Business Theme: Operational Excellence
Maintaining Operational Quality
• Obtain State Accreditation through the Illinois Distinguished Agency Accreditation Program (D.A.A.P)- Short Term
• Obtain National Accreditation through the Commission for Accreditation of Park and Recreation Agencies (CAPRA)- Long Term
• Develop and implement branding and image campaign at a corporate and core facility and program level- Long Term
• Develop an organizational performance measurement system, along with measures being implemented at the Departmental level- Long Term
• Maintain accreditation with Park District Risk Management Agency (PDRMA) -Continuous
• Institutionalize the strategy planning process by reviewing this Strategic Plan annually, regular reporting, and measuring progress- Continuous
Develop Park District Health/Wellness Image
• Expand current programs and events to create awareness of health and wellness issues- Short Term
• Develop a WPD health/wellness brand- Mid Term
Build Strategic Alliances
• Strengthen relationships with outside groups that provide benefit to the community, while assuring the District includes a variety of partners that represent community demographics- Continuous
• Build internal collaboration through the measurement of internal customer satisfaction and increase informal connections through better communication, working effectively with others, consideration of others’ workloads, and team building activities- Continuous
Develop Sustainable Practices
• Develop a baseline of current green practices- Short Term
• Develop an action plan based on best practices to implement and expand green practices- Mid Term
• Develop and implement programs to educate the public on sustainable practices on a personal level- Long Term
Employee Learning and Growth Theme: Dedicated Staff
Create Job Value
• Continue a formalized reward and recognition program for staff that includes financial rewards, recognition, and trust building- Continuous
Training Approaches for Educated Staff
• Continue an organizational commitment to training and development through identification of needed employee skills and the allocation of resources to support training- Mid Term
• Develop individual career development plans to encourage and develop employees’ skills beyond their individual expertise, aligned with the organization- Long Term
Employee Learning and Growth Theme: Sound Management
Empower Staff
• Develop a leadership culture that creates staff empowerment through the development of leadership guidelines and coaching leaders to develop participative styles- Mid Term
• Create an employee culture of “the best of the best” through certifications, excellent qualifications, interview process, and on the job training to develop highly skilled employees- Continuous
Quality Decision Making
• Empower service staff to make final decisions through the application of flexible solution space guidelines- Short Term
