Streategic Plan - Willamalane Park and Recreation District

Willamalane Park
and Recreation
District
250 S. 32nd St.,
Springfield OR 97478
willamalane.org
541-736-4544
Strategic Plan
2013-2018
Adopted January 2014
Revised and Updated January 2015
Splash! at Lively Park
Management Team
Bob Keefer, Superintendent
Seve Ghose, Deputy Superintendent
Pam Caples, Administrative Services Division Director
Joel Miller, Park Services Division Director
Vincent Martorello, Planning & Development Manager
Bill Kunerth, Public Affairs Manager
Willamalane Park and Recreation District maintains and operates five recreation facilities and 44 parks and natural areas totaling
nearly 1,500 acres. Highlights include 13 waterfront areas, 25 miles of hiking and biking trails, 15 sports fields and 24 playgrounds.
Willamalane offers hundreds of programs annually to its 60,000 district residents and to the valley population at large. Created by
voters in 1944, Willamalane is a special tax district, separate from the city of Springfield, with its own boundaries. It is governed by a
five-member, elected board of directors and managed by a district superintendent. Online information is available at
willamalane.org.
Willamalane Center for Sports and Recreation | 250 S. 32nd St., Springfield OR 97478-6302
541-736-4544 | willamalane.org
January 2015
2015 commences the second year of the Strategic Plan and as such Willamalane Park and
Recreation District held an announced public meeting on Tuesday, October 28, 2014 to
comply with the annual requirement of sharing the plan with the community and receiving
feedback.
The meeting was well attended and the input received was varied, and is listed in the plan
under Public Input. We also held staff group meetings in the Fall to elicit feedback and
discuss progress on the strategies listed last year in the plan. These meetings too were well
attended and much information was received, as shown in the final document.
The Strategic Plan itself has received a makeover and this process will continue each year.
The 2015 updated plan will have clear listings for performance measures and contain the
timelines and the numerical goals as necessary. This step will allow staff to plan their annual
programs and operations to bring in line to the Strategic Plan expectation.
As a result of the feedback from the October public meeting, we will be holding at least
three additional meetings to inform the public in the next twelve month period on the
progress of the Strategic Plan goals. The three meetings will take place in March, June, and
October with location, dates and times to be announced closer to the month.
As the Strategic Plan gets further refined, it will continue to articulate for staff and the
community the various ways in which Willamalane Park and Recreation District plays a very
important role in enhancing the quality of life of all in Springfield and beyond through the
myriad programs, fine facilities, and accessible amenities, year round.
Seve Ghose
Deputy Superintendent
Contents
Willamalane’s Mission ................................................................................................................................................. 1
Willamalane’s Vision .................................................................................................................................................... 1
Willamalane’s Core Values ........................................................................................................................................... 2
Willamalane’s Operating Principles ............................................................................................................................. 3
Adopted Principles & Goals ......................................................................................................................................... 5
Willamalane District Goals and Tasks by Principle .................................................................................................. 10
Strategic Plan Public Meeting .................................................................................................................................... 29
Next Steps .................................................................................................................................................................. 31
Quartz Park
Willamalane’s Mission
Deliver exceptional parks and recreation to enrich the lives of everyone we serve.
— Adopted January 31, 2011
Willamalane’s Vision

Willamalane actively listens and responds to the community which, in return, trusts
and supports the district.

Willamalane’s excellence in developing and maintaining parks, facilities, open space
and programs draws recognition locally and nationally.

Willamalane exemplifies outstanding leadership by effectively managing and
leveraging resources; promoting innovative practices; creating and maintaining
strong partnerships; and recruiting and retaining highly motivated professional
staff.
— Adopted December 1, 2010
1
Community Garden at Gamebird Park
Willamalane’s Core Values
We Value People
Willamalane has excellent resources, both physical and
service-oriented. But none are as important or as
valuable as our Patrons, our Volunteers, our Board
Members, and our Staff. People are our most precious
resource.
We Value Partnership
We are committed to building partnerships with our
patrons, coworkers, and other organizations to address
common issues, promote mutual interests, benefit our
community, and enhance the quality of life in
Springfield.
We Value Teamwork
The whole is greater than the sum of the individual
parts. We are much stronger and more effective when
working as a team than as individuals. We are
committed to building teamwork, respect, and trust
among ourselves and with our patrons.
We Value Innovation
Willamalane is committed to a tradition of creative
thinking, trend-setting, and calculated risk-taking. We
embrace change and encourage flexibility so that patrons
can benefit from new and unique opportunities.
We Value Our Community
We are committed to improving the quality of life in
our community by promoting healthy lifestyles,
strengthening our families, maintaining community
assets, being good stewards of our parks and open
spaces, and fostering a sense of community pride and
common purpose.
We Value Excellence
Excellence is a commitment to provide more than what
is expected, be accountable for our actions, and be
efficient and effective with what we have. We are
committed to providing the resources, the support, and
the encouragement to deliver the highest quality service
to the community and to each other.
We Value Accessibility
We are committed to offering all segments of the
community a high level of physical, social, and
economic access to our programs and facilities.
We Value the Environment
Our community looks to us to be the stewards of our
present and future natural resources. We are committed
to providing leadership in conserving those resources,
and looking for new and better ways to be
environmentally responsible.
We Value Personal Growth
We are committed to enhancing the quality of people’s
emotional, physical, and social well-being, and promote
their personal growth through play, discovery,
enrichment and learning.
—Adopted by the Willamalane Board of Directors
February 4, 2004
2
Willamalane’s Operating Principles
1. Maintain the balance between high quality and quantity of park and recreation
services with existing resources.
2. Adjust and deliver services to reflect changing community expectations, new
growth, available resources and evolving needs.
3. Pursue and build partnerships within all sectors of the community to help deliver
quality services.
4. Commit to a work environment that promotes trust, respect, open
communication and teamwork between all levels of staff.
5. In cooperation with community stakeholders, advocate for and provide natural
areas, river access, and pathways.
6. Strive to be environmentally responsible in district practices.
7. Incorporate new and innovative strategies in program delivery, operations and
meeting community needs.
8. Maintain the community’s investment in existing facilities.
9. Provide opportunities to promote health and wellness.
SummerFair
3
WE ARE WILLAMALANE!!
4
Adopted Principles & Goals
Principle #1: Maintain the balance between high quality
and quantity of park and recreation services with existing
resources.
• 1.1 Actively pursue efforts to obtain grants, alternative funding, and partnerships.
• 1.2 Continue efforts to provide volunteer opportunities with the District, and actively recruit
volunteers.
• 1.3 Use assessment tools to develop sound program, operational, and financial decisions.
• 1.4 Align resources with patron demand.
Principle #2: Adjust and deliver services to reflect
changing community expectations, new growth, available
resources and evolving needs.
• 2.1 Identify gaps in service delivery and adjust programs and services for the changing needs of
our community.
• 2.2 Pursue innovative approaches to promoting District programs and services.
• 2.3 Strive for exceptional customer service as an integral part of program service delivery.
• 2.4 Continue Districtwide inclusion efforts for all programs and services.
• 2.5 Implement the Park and Recreation Comprehensive Plan's Capital Improvement
Program, as funding allows.
Principle #3: Pursue and build partnerships within all
sectors of the community to help deliver quality services.
• 3.1 Maintain partnerships with service and non-profit organizations.
• 3.2 Continue to broaden relationships with local colleges and universities.
• 3.3 Develop facilitated services as a strategy.
5
Principle #4: Commit to a work environment that
promotes trust, respect, open communication and
teamwork between all levels of staff.
• 4.1 Improve cooperation and communication between departments to help build a collaborative
culture within Willamalane.
• 4.2 Provide ample opportunities for training so that staff have necessary communication tools.
• 4.3 Foster a positive work environment by holding all staff accountable to the District's
Behavior Agreement.
• 4.4 Emphasize internal customer service, teamwork, and interpersonal communication.
• 4.5 Strive to improve communication with all District staff.
Principle #5: In cooperation with community
stakeholders, advocate for and provide natural areas, river
access and pathways.
• 5.1 Acquire and develop natural area parks, river access, and pathways per the Park and
Recreation Comprehensive Plan and Bond measure project list.
• 5.2 Continue to implement the Natural Resource Area Master Plans.
• 5.3 Work with partners on advocating for parks- related funding and policies.
• 5.4 Expand District funding for management of natural resource areas.
Principle #6: Strive to be environmentally responsible in
District practices.
• 6.1 Encourage and model stewardship of our community's natural resources.
• 6.2 Create a culture that values sustainable environmental practices.
• 6.3 Use emerging technologies to conserve resources.
6
Principle #7: Incorporate new and innovative strategies in
program delivery, operations and meeting community
needs.
•
•
•
•
7.1 Research, identify and implement strategies to develop non-traditional revenues.
7.2 Support a work place that encourages innovation and creative thinking.
7.3 Be receptive to ideas and suggestions from the public.
7.4 Experiment with non-traditional strategies to engage patrons.
Principle #8: Maintain the community’s investment in
existing facilities.
• 8.1 Commit adequate funding to maintain existing parks and facilities.
• 8.2 Regularly reinvest in our parks and facilities to keep them attractive and dynamic.
Principle #9: Provide opportunities to promote health
and wellness.
•
•
•
•
•
9.1 Continue efforts that promote wellness and safety for the staff and community.
9.2 Develop parks that are accessible and close to home.
9.3 Provide additional opportunities for nature-based recreation.
9.4 Promote sports and fitness opportunities for all members of the community.
9.5 Advocate for policies that support a healthy local community.
7
Willamalane District Goals and Tasks by Principle
Revised and Updated January, 2015
Key: 1.1.1 – First Number = Principle, Second Number = Goal, Third Number = Strategy
Acronyms:
PSD – Park Services Division
AIR – Adaptive and Inclusive Recreation
RSD – Recreation Services Division
ASD – Administrative Services Division
SPS – Springfield Public Schools
BLM – Bureau of Land Management
SUB – Springfield Utility Board
CIP – Capital Improvement Program
WAAC – Willamalane Adult Activity Center
CRD – Community Recreation
WC – Willamalane Center
LF – Leadership Forum
WPRD – Willamalane Park and Recreation District
PA – Public Affairs
WPSC – Willamalane Park Swim Center
P&D – Planning and Development
Principle #1: Maintain the balance between high quality and quantity of park and recreation services with existing
resources.
1
GOAL
STRATEGY
LEAD
TIME FRAME
Actively pursue
alternative funding
sources for park
and recreation
services.
1.1.1 Continue to explore
grants, partnerships,
sponsorships, fundraisers,
memorials, and donations to
complement the existing
respective budgets--thus
allowing for the completion of
projects, success of programs,
greater outreach into the
community and beyond, and
overall increase the District's
capacity related to recreation
programs.
Resource
Development and
Deputy
Superintendent
Ongoing
PERFORMANCE MEASURES
 Grants
o Symantec 2014
o Oregon State Marine Board 2013
 Partnerships
o Aroma Café
o Northwest Christian University
o Lane United Football Club
 Dari Mart Sponsorship
o Summer Fair 2014-2016
 Naming rights Plan for sports fields by July
2015.
10
2
3
GOAL
STRATEGY
LEAD
TIME FRAME
Continue efforts
to provide
volunteer
opportunities
with the District,
and actively
recruit
volunteers.
1.2.1 Consolidate volunteer
efforts under the direction of
one coordinator with a strong
recruitment campaign and a
Volunteer Plan in place.
Volunteer
Coordinator
Ongoing
GOAL
STRATEGY
LEAD
TIME FRAME
Use
assessment
tools to
develop sound
program,
operational,
and financial
decisions.
1.3.1 With the continual
expansion of the Recreation
Division, look to create
internal efficiencies to
further raise participation
and revenues, based on the
cost recovery model.
Deputy
Superintendent
Ongoing
PERFORMANCE MEASURES
 Develop a Strategic Volunteer Plan by June
2015.
 Expand outreach efforts to create a
continual stream of qualified and dedicated
volunteers from all demographics.
 Work closely with the Springfield Public
Schools (SPS) to recruit high school students
in 2015 (16+).
 Volunteer coordinator is now full-time with
permanent help in Park Services in 2014.
PERFORMANCE MEASURES
 Restructuring of RSD, completed in 2014,
with additional realignment to be expected in
2015.
 Creation of the Sports and Athletics division
to foster the new Willamalane Sports
Academy, making better use of facilities in
2015.
 Target market of anticipated growth is the
10,000 plus children in Springfield Public
Schools with sports and athletic programs in
2015.
 Districtwide customer service lead position
in 2016.
11
4
1.3.2 Develop and implement a
way for patrons to offer
feedback, especially in
recreation.
Front Desk
Supervisors
Ongoing
 Patron survey was created, implemented and
tabulated by January 2014 and ran through
April 2014.
 Allowed staff to adjust programs and
amenities as needed in 2014, based on public
input, like water fitness and swim lessons.
 Continue with targeted surveys to user
groups at regular intervals through field host,
instructors and coaches in 2015.
 Resuscitate customer service committee to
offer regular input in 2015.
 Tabulate surveys quarterly in 2015.
1.3.3 Continue to develop a
District-wide pricing
structure for programs,
facility rentals, and special
events that is consistent and
understandable, based on the
cost recovery pyramid model.
RSD
December 2015
 Develop clear criteria for price setting.
 Offer up the pricing methods used to change
the prices in the Early Childhood Program.
 Implement the respective Business Plans in
2015:
o Adult Activity Center
o Aquatics
o Community Recreation
o Willamalane Center
o Willamalane Foundation
GOAL
STRATEGY
LEAD
TIME FRAME
Align resources
with patron
demand.
1.4.1 Continually analyze the
Volunteer
participation numbers and allocate Coordinator
funds accordingly for all programs
and services.
Ongoing
PERFORMANCE MEASURES
 Quarterly update on number of volunteers
and hours offered in 2015, as a public
document.
12
1.4.2 Make greater use of
technology and media resources
to gather more complete data for
analysis and decision making.
PA & RSD
FY 2015
Executed in 2014, will have ongoing updates
in 2015:
 Changes to the Recreation Guide
 New Website
 Greater use of Twitter & Facebook
 Constant Contact
13
Principle #2: Adjust and deliver services to reflect changing community expectations, new growth, available resources
and evolving needs.
1
2
GOAL
STRATEGY
LEAD
Identify gaps in
service delivery and
adjust programs
and services for the
changing needs of
our community.
2.1.1 Make use of ACTIVENET
RSD
and extract the data. Then analyze
the data frequently to make
adjustments mid-stream to
programs and services. Middle
School age programming is always
a challenge and thus should be
scrutinized more often.
FY 2015
 Gather and share accurate data from
ACTIVENET for analysis in 2015.
2.1.2 Make greater outreach into
the under-represented
communities.
RSD
Ongoing
 Continue to collaborate with League of
United Latin American Citizens (LULAC) to
host a Multi-Cultural Health Fair set for May
2, 2015 in an effort to reach our growing
Hispanic population, now at 13%.
 Expand outreach through Huerto de la
Familia in Gamebird Park Community
Garden.
GOAL
STRATEGY
LEAD
TIME FRAME
Pursue innovative
approaches to
promoting District
programs and
services.
2.2.1 Implement new technologies ALL
for improved access to District
programs and amenities, by the
patron through the use of QR
Codes and social media.
Ongoing
2.2.2 Increase the placement of
interpretive signage and kiosks at
many of our parks.
Ongoing
P&D and PA
TIME FRAME
PERFORMANCE MEASURES
PERFORMANCE MEASURES
 ACTIVENET went live in November 2014.
 Gain greater participation on web
registration through ACTIVENET.
o In the first month of new software, numbers look
promising in switching patrons to on-line
registration.
 Complete Districtwide signage inventory by
June 2015.
 Standardized kiosks at Dorris Ranch, Middle
Fork Path, Mill Race Path, Thurston Hills
Natural Area and Willamalane Center.
 Create a Districtwide Signage Plan by FY
2016.
14
3
2.2.3 Develop a District
Marketing Plan.
PA
FY 2016
 Prepare a Plan template in FY 2015 and
Plan in FY 2016.
 Will outline public outreach, promotion,
resource development, and garnering
community support.
 Encourage greater program participation
and growth in revenues through intensive
marketing of programs and special events.
2.2.4 Showcase Willamalane
Center and market the numerous
possibilities.
WC Staff and
Deputy
Superintendent
FY 2015
 Resource Development Coordinator and PA
are developing a Plan for 2015.
 Make Resource Development Coordinator
position more tenable in 2015.
 Increase participation and revenues through
creative programing, i.e.:
o Garage sales
o Flea markets
o Home and garden shows
o Banquets
o Car shows
o Naming rights
o Sponsorships
o Additional development to showcase the facility
and related amenities
GOAL
STRATEGY
LEAD
TIME FRAME
Strive for
exceptional
customer service as
an integral part of
program service
delivery.
2.3.1Create and adopt a Secret
Shopper program for continual
improvement of service levels.
Deputy
Superintendent
Summer 2015
 Developed program will evolve later in
2015.
2.3.2 Continue to improve all
aspects of the Recreation Guide:
input, output, follow through.
RSD and PA
FY 2015
 New Look Guide will be printed for the
summer 2015 programs.
PERFORMANCE MEASURES
15
4
5
 Continue to improve overall customer
service through regular Customer Service
Committee meetings.
 Involve all staff, through the Leadership
Forum and other outlets in the
implementation of the District Customer
Service Plan.
2.3.3 Implement and remind staff
of the Exceptional Customer
Service Plan of 2011 and adopt its
tenets.
ALL
FY 2015
GOAL
STRATEGY
LEAD
TIME FRAME
Continue
Districtwide
inclusion efforts for
all programs and
services.
2.4.1 Create a far-reaching District Community
Inclusion Policy.
Recreation and
Deputy
Superintendent
FY 2015
 The District hired an Adaptive and
Inclusion Recreation (AIR) Coordinator in
May 2014 who is currently using the existing
Plan.
 Diversity aspect will be added to the
expectation of the AIR Coordinator position
in 2015.
 Create a far-reaching District diversity and
inclusion policy.
2.4.2 Develop an
Inclusive/Accessible Playground.
P&D and RSD
FY 2016
 Gauge the need further in 2015, select a
suitable site and then identify potential
grants.
 Look into SHANE’s Foundation in
California as a possible partner for this
project.
GOAL
STRATEGY
LEAD
TIME FRAM
Implement the
Park and
Recreation
Comprehensive
Plan’s Capital
Improvement
Program, as
funding allows.
2.5.1 Continue to provide up-todate reports on the progress of
CIP projects.
ALL
Ongoing
PERFORMANCE MEASURES
PERFORMANCE MEASURES
 Updates to be provided on a monthly basis
with complete financial reports and will be
posted on Everyone Share.
16
Principle #3: Pursue and build partnerships within all sectors of the community to help deliver quality services.
1
2
GOAL
STRATEGY
LEAD
TIME FRAME
Maintain
partnerships with
service and nonprofit
organizations.
3.1.1 Continue the existing
relationship with the City of
Springfield, and expand it further
to offer training to District staff.
ASD
Ongoing
PERFORMANCE MEASURES
 Administrative Services will provide the list
of the three possible training sessions
annually for 2015.
 Explore other opportunities with Lane
Community College and City of Eugene in
partnership to recoup costs.
3.1.2 Formalize the existing
relationships with Volleyball,
Basketball, and similar other
groups to maximize and
streamline the usage of facilities.
RSD
FY 2015
 Agreements are in place with all main user
groups, facilitators of programs, the on-site
Café at WC as of October 2014.
 A soccer agreement is in the works and will
be in place by January 2015 with one of our
community partners.
GOAL
STRATEGY
LEAD
TIME FRAME
Continue to
broaden
relationships with
local colleges and
universities.
3.2.1 Expand the internship
program across the District to
accommodate the need.
Deputy
Superintendent
FY 2015
PERFORMANCE MEASURES
 A contract is in place with Northwest
Christian University to provide interns yearround as needed.
o The contract is for college credit in lieu of pay and
is applicable for all aspects of District operations.
o Contract was signed in the summer of 2014.
17
3
GOAL
Develop facilitated
services as a
strategy to provide
services to the
community.
STRATEGY
3.3.1 Work closely with like
organizations to increase the use
of District facilities and amenities.
LEAD
Deputy
Superintendent
TIME FRAME
FY 2015
PERFORMANCE MEASURES
 Implementation of ACTIVENET will help
to foster growth with the ease of booking
facilities and amenities.
 Explore opportunities to maximize an
amenity that no other entity has. Examples
include:
o Lane United Football Club – 3 year agreement
till 2016
o Babe Ruth Baseball – ongoing
o 1 PASS – sold 1030 passes in 2014
o Brattain House – ongoing
o WC fields by Middle and High Schools –
Marist High School football used field for games
in 2014.
18
Principle #4: Commit to a work environment that promotes trust, respect, open communication and teamwork between
all levels of staff.
1
2
GOAL
STRATEGY
LEAD
TIME FRAME
PERFORMANCE MEASURES
Improve
cooperation and
communication
between
departments to help
build a
collaborative
culture within
Willamalane.
4.1.1 Continue to work with staff
groups at all levels to stress the
importance of polices and the
expectations thereof.
ASD
FY 2015
GOAL
STRATEGY
LEAD
TIME FRAME
Provide ample
opportunities for
training so that
staff have necessary
communication
tools.
4.2.1 Continue to offer staff
trainings, working closely with
local entities Trainings will cover,
among other topics, safety,
professionalism, supervision,
employment practices, and
financial acumen.
ASD
Ongoing
 A new committee will look into updating the
behavior agreement and online training for
Empower/LYNC/ACTIVENET/Navision
by 2015.
 ASD will continue to offer trainings in all
facets, explore other providers and engage
staff at a greater level through LF trainings
in 2015.
 All new hires to be given first few days to
review policies, procedures, rules, etc. in
2015 and onward.
4.2.2 Restructure the Middle
School Sports coaches trainings.
Athletics and Sports
Ongoing
 Offered a fall training session 2014.
 Training will be offered again in spring 2015
to maintain a cohesive and streamlined
offering of sports instruction.
 Training sessions to improve
communication in 2015.
 Updates for Leadership Forum sessions on.
specific topics for the greater good - had
three in 2014 and there are three scheduled
for 2015.
PERFORMANCE MEASURES
19
3
4
5
GOAL
STRATEGY
LEAD
TIME FRAME
PERFORMANCE MEASURES
Foster a positive
work environment
by holding all staff
accountable to the
District’s Behavior
Agreement.
4.3.1 Annually review the
Behavior Agreement with staff
and post it at all sites.
ASD
Ongoing
GOAL
STRATEGY
LEAD
TIME FRAME
Emphasize internal
customer service,
teamwork, and
interpersonal
communication.
4.4.1 Reiterate the internal
ALL
communication protocols through
periodic reminders on e-mail
courtesies, returning phone calls
in a timely manner and meeting
expectations.
Ongoing
 The 24-hour return on messages will be
reiterated to staff.
 Timely arrival to meetings, turning off cell
phones, etc. while attending.
4.4.2 Develop standard operating
procedure manuals for all
facilities.
ALL
FY 2016
 REACT guide for facility emergencies was
completed and placed in all facilities in
summer 2014.
 Policy and procedure manuals are in
development for all facilities and programs,
due by December 2015.
GOAL
STRATEGY
LEAD
TIME FRAME
Strive to improve
communication
with all District
staff.
4.5.1 Reinstate the Employee
Newsletter.
PA
FY 2015
 Employee newsletter will be available by email only but will include profiles and
detailed information.
4.5.2 Continue to facilitate the
communication protocol.
PA
FY 2015
 Implement Brown Bags by spring 2015 to
further facilitate communication.
 RSD reviews the Behavior Agreement with
staff and has them sign the agreement
annually.
 Continue to remind staff of the value and
relevance of the Behavior Agreement at
team meetings.
PERFORMANCE MEASURES
PERFORMANCE MEASURES
20
Principle #5: In cooperation with community stakeholders, advocate for and provide natural areas, river access and
pathways.
1
2
3
GOAL
STRATEGY
LEAD
TIME FRAME
PERFORMANCE MEASURES
Acquire and
develop natural
area parks, river
access, and
pathways per
the Park and
Recreation
Comprehensive
Plan and Bond
measure project
list.
5.1.1 Work with local entities to
identify and implement highpriority invasive species control
projects at the Weyerhaeuser
McKenzie Natural Area Park.
P&D
FY 2015

GOAL
STRATEGY
LEAD
TIME FRAME
PERFORMANCE MEASURES
Continue to
implement the
Natural
Resource Areas
Master Plan.
5.2.1 Work with local entities to
identify and review, through the
CIP process, areas for woodland
restoration.
P&D
Ongoing
GOAL
STRATEGY
LEAD
TIME FRAME
Work with
partners on
advocating for
parks-related
funding and
policies.
5.3.1 Continue to develop and
nurture partner- ships with
organizations regionally and
nationally who work to create
parks and green spaces, and then
develop policies to sustain them.
P&D
Ongoing
Performance measures will follow
acquisition.
 Priorities will be set for restoration through
the CIP process.
PERFORMANCE MEASURES
 Continue coordination efforts with local
agencies like: SUB, City of Springfield and
BLM, and Rivers to Ridges.
 Projects include:
o Glenwood
o Mill Race Path
21
4
GOAL
STRATEGY
LEAD
TIME FRAME
PERFORMANCE MEASURES
Expand District
funding for
management of
natural resource
areas.
5.4.1 Work to better identify and
assess the costs of managing
natural areas.
PSD
FY 2016
 Complete Management Plan in 2015.
o Funding and maintenance based on usage and
Land banking.
5.4.2 Allocate funding for natural
areas upkeep and management.
PSD and P&D
Ongoing
 In the budget process and through funding
research develop increased funding to
support natural resource management.
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Principle #6: Strive to be environmentally responsible in District practices.
1 GOAL
Encourage and
model
stewardship of
our community's
natural resources.
2 GOAL
Create a culture
that values
sustainable
environmental
practices.
3 GOAL
Use emerging
technologies to
conserve
resources.
STRATEGY
LEAD
TIME FRAME
6.1.1 Offer community gardening
opportunities at Willamalane
parks, using stakeholders to help
maintain through a fee system.
PSD and P&D
FY 2015
PERFORMANCE MEASURES
STRATEGY
LEAD
TIME FRAME
6.2.1 Initiate a recycling program
at all District facilities and
amenities.
Sustainability
Committee
FY 2015
6.2.2 Add an environmental
education curriculum to the
youth programs and increase
outreach to schools.
Community
Recreation
FY 2015
STRATEGY
LEAD
TIME FRAME
6.3.1 Research scope of switching
from City to well water at
District facilities and parks.
PSD
FY 2016
 Conduct a thorough cost analysis after
identifying the sites where the change may
bear positive results working closely with the
City and SUB.
6.3.2 Improve the software for
creating a better on- line
presence.
Recreation Services
FY 2015
 Implement the “When-to-Work” model for
staff scheduling in appropriate district
departments in 2015. Currently Aquatics is the
only department that uses the system.
 Continue to use features ACTIVENET has to
offer.
 A community garden was developed at
Gamebird Park in the spring of 2014.
 Continue outreach efforts to the disabled
community with an updated AIR Plan to be in
place by summer 2015.
PERFORMANCE MEASURES
 The Sustainability Committee is finalizing all
the aspects of recycling for the District
facilities and amenities.
 WC and WAAC have composting systems in
place.
 All printers/copiers are defaulted to print in
black/white and double sided.
 Within existing staffing, create the curriculum
working closely with SPS to offer
programming and educational opportunities
year-round.
 Outdoor Recreation Plan to be completed by
the coordinator by summer 2015 for
implementation in the following school year.
PERFORMANCE MEASURES
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Principle #7: Incorporate new and innovative strategies in program delivery, operations and meeting community needs.
1
2
3
GOAL
STRATEGY
7.1.1 Cultivate relationships with
larger foundations, such as the
Oregon Community Foundation,
to foster growth of inflows of
additional revenue to the
District.
LEAD
TIME FRAME
PERFORMANCE MEASURES
Research,
identify and
implement
strategies to
develop nontraditional
revenues.
GOAL
STRATEGY
LEAD
TIME FRAME
PERFORMANCE MEASURES
Support a work
place that
encourages
innovation and
creative
thinking.
7.2.1 Reinstate the
Superintendent's Innovation
Award with clear criteria and
added promotion across all levels
of staff.
Superintendent
FY 2015
GOAL
STRATEGY
LEAD
TIME FRAME
Be receptive to
ideas and
suggestions
from the public.
7.3.1 Offer opportunities for the
public to offer and engage the
District, while also increasing the
District presence at public
events.
PA
FY 2015
Resource
Development and
Deputy
Superintendent
FY 2015
 Willamalane Foundation is investing in the
Oregon Community Foundation in
November 2014 in an attempt to diversify its
portfolio.
 Underway for 2015.
 Added Bright Ideas to the format is summer
of 2014.
PERFORMANCE MEASURES
 Hosted a public meeting of the Strategic Plan
update on October 28, 2014 as a way to
further community outreach, i.e.:
o Updates include translation of plans to diversify
outreach efforts.
o Web based surveys.
o Work with SUB to reach their existing client
base.
 Hosted a Park & Recreation Comprehensive
Plan Open House on June 14, 2014 to gain
public input on Willamalane’s 20 year plan.
24
4
GOAL
STRATEGY
LEAD
TIME FRAME
PERFORMANCE MEASURES
Experiment
with nontraditional
strategies to
engage patrons.
7.4.1 Expand e-mail and other
media capabilities.
ALL
FY 2015
 Example: Conducting public survey of the
Archery Range at Clearwater Park prior to
implementation.
 Research expanding offering on social media
in 2015.
 District presence at events held in underrepresented populations.
o Staff attended community events at Riverbend
Elementary School in 2014.
o Will become the norm in 2015.
7.4.2 Create a stronger visible and ALL
kiosk presence at Springfield
Public Schools.
FY 2015
 Add kiosks at Springfield schools to
continually inform the community of
programs, events, etc. as well as school events.
 May aid in increasing usage of cell/computer
technologies in informing the public of
WPRD programs and events by June of 2015.
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Principle #8: Maintain the community's investment in existing facilities.
1
GOAL
STRATEGY
LEAD
TIME FRAME
Commit
adequate
funding to
maintain
existing parks
and facilities.
8.1.1 Leverage the contingency
funds and the CIP outlays to
better serve future needs.
P&D and ASD
FY 2016
 Set aside project funds through the CIP
process for feasibility studies.
 Develop plans early in the process to
minimize operational and maintenance costs.
 Successful ventures using contingency funds
include:
o Middle Fork Path
o Guy Lee playground
8.1.2 Replace aging park signage.
P&D, PA and PSD
FY 2016
 Inventory will be completed by June 2015
which will initiate a streamlined districtwide
signage plan by FY 2016.
8.1.3 Develop Business Plans for
all revenue generating facilities.
Deputy
Superintendent
Ongoing
 Business plan writing is underway and all
units in RSD will have theirs ready by
December 2015.
 Aquatics and CRD will have theirs by
December 2014.
STRATEGY
8.2.1 Evaluate the cost of
installing a new amenity (fun
feature) at Splash!
LEAD
RSD
TIME
FRAME
Ongoing
PERFORMANCE MEASURES
 Work through the CIP process to identify
and allocate funds for reinvestment at
existing facilities.
8.2.2 Leverage the contingency
funds and the CIP outlays to
better serve future needs.
PSD
FY 2016
 As monies become available in the CIP
process, discussion should be had on
streamlining of the irrigation and electrical
systems within the parks.
2 GOAL
Regularly
reinvest in our
parks and
facilities to keep
them attractive
and dynamic.
PERFORMANCE MEASURES
26
Principle #9: Provide opportunities to promote health and wellness.
1 GOAL
Continue efforts
that promote
wellness and
safety for the
staff and
community.
STRATEGY
LEAD
9.1.1 Provide vending machines Deputy
Superintendent
with healthier fare.
TIME
FRAME
FY
2014/15
PERFORMANCE MEASURES
 Has been implemented with healthier fare in
vending machines at all facilities.
 Organic fruit is available for free for staff and
patrons at WC as of October 2014, courtesy
of Wynant’s.
9.1.2 As part of employee
trainings, offer speakers on
wellness and healthier living.
ASD
Ongoing
 ASD is working on inviting speakers regularly
to talk to staff on healthier habits in 2015.
2 GOAL
Develop parks
that are
accessible and
close to home.
STRATEGY
9.2.1 As the CIP allocations are
made, spread the funding to
areas of identified need as in
the Comprehensive Plan.
LEAD
P&D
TIME
FRAME
Ongoing
PERFORMANCE MEASURES
 The CIP allocations will fund projects as
identified in the Comprehensive Plan:
o Pacific Park is an example of how we are meeting
this goal.
3 GOAL
Provide
additional
opportunities
for nature-based
recreation.
STRATEGY
9.3.1 Develop interpretive
signage and markers in parks
and natural areas.
LEAD
P&D
TIME
FRAME
Ongoing
PERFORMANCE MEASURES
 Explore interpretive signage and stops to
encourage greater participation and presence
at parks and natural areas by December 2015,
i.e.:
o Informational signage on a particular type of bird
along the trail.
9.3.2 Provide a nature-based
summer camp.
Community
Recreation
FY 2015
 Further the cause of environmental and
nature education in the youth realm by
summer 2015.
 A nature based camp in the existing
repertoire will pay dividends for years to
come.
o A camp was successfully offered in the summer of
2014, with 13 children attending.
27
4
5
9.3.3 Provide a nature
playground at Clearwater Park.
P&D
FY 2017
GOAL
STRATEGY
LEAD
TIME FRAME
Promote sports
and fitness
opportunities for
all members of
the community.
9.4.1 Roll out a multi-media
LIVEFIT campaign.
PA and RSD
FY 2016
GOAL
STRATEGY
LEAD
TIME FRAME
Advocate for
policies that
support a
healthy local
community.
9.5.1 Explore a “No Smoking in
Parks” ordinance.
Deputy
Superintendent
FY 2016
 To be developed as funds become available.
 Will be a great asset to the District in
furthering environmental education.
 Supplemental funding for this project can be
explored through the SPS and Dimensions
Foundation.
PERFORMANCE MEASURES
 Develop a comprehensive Marketing/Fitness
Plan by December 2015.
PERFORMANCE MEASURES
 Work closely with the community (public
meetings), SPS, local officials, Lane County
Public Health, local law enforcement and
staff in crafting a policy that will benefit the
environment and the health of all.
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Willamalane Center for Sports and Recreation | 250 S. 32nd St., Springfield OR 97478-6302
541-736-4544 | willamalane.org
Strategic Plan Public Meeting
Tuesday, October 28, 2014
7:00 pm
Willamalane Center for Sports and Recreation
Public Feedback Received:
 It was brought to our attention by several in attendance that Willamalane Park
and Recreation District offers a lot to the community, but that all is not widely
known by many. The suggestion was to have additional public forums to
showcase the many programs, facilities, and amenities offered through the
District.
Action: Three meetings are scheduled for 2015, in March, June, and October to
further reach out to the community and showcase all that we do.
 It was stated that not all programs, facilities and amentites the District has to
offer are on the web site.
Action: The District in the last month has instituted a new web site along with a
new program registration software to keep us ahead of the curve in adopting and
embracing advancements in technology.
 It was requested to have possibly more restrooms in parks.
Action: Willamalane Park and Recreation District follows the model adopted and
presented by the National Recreation and Park Association (NRPA) whereby
there is clear and distinct delineation of parks into pocket, neighborhood,
community, and regional labels. Restrooms are typically not offered as an
amenity in neighborhood parks, but are available in community and regional
parks. We will continue to stay on this path but will evaluate closely the possible
need in neighborhood parks through additional solicitation from the community.
29
 It was requested to have lights available at the Skate Park in Willamalane
Park.
Action: Lights are a possibility, and Willamalane Park and Recreation District
will in the next twelve months evaluate the usage, the cost, noise levels, and
work closely with the neigbors to discuss potential issues of large gatherings
later in the evenings.
 The District was asked about working closely with Springfield Public Schools
(SPS) to make sure our youth are being cared for and catered to.
Action: Willamalane Park and Recreation District has a long-term agreement
with SPS whereby our Early Childhood programs follow a set curriculum to have
the youth ready when they enter the elementary system. Willamalane runs the
SPS after-school program, called Kid’s Club at several sites, as well as the
Middle School Sports program at schools and Willamalane sites during the
school year. We further engage the youth in the community in the summer
months through camps, programs, and even the dispensation of the Federal
Lunch Program. We continue to add more to our portfolio as the need to care for
and engage the under-represented into the mainstream becomes a necessity in
troubling economic times.
 A question was brought up about volunteers.
Action: Willamalane Park and Recreation District employs the services of over
1,200 volunteers annually who offer to the District over 17,000 hours of valuable
time. This effort allows us to enhance the service levels, while offering a way for
volunteers to succeed in a realm where their expertise lie.
 Related to the first item it was brought up that we should solicit testimonials and
use them strategically to tell our story.
Action: In the next twelve months Willamalane will make a concerted effort to
collect testimonials from patrons and offer them in several media to the public to
further raise the value of the Willamalane brand.
Staff at the public meeting learnt that Willamalane does a good job in the
community but that we do need to sing our own praises regarding our
many successes and the excellent programs, facilities, and amenities
through the many media outlets at our disposal, and more often.
30
Next Steps
This plan will be visited several times annually and all the strategies refinded and updated
with comparative and realistic preformance measures. Three meetings will be scheduled for
March, June, and October of 2015 to report back to staff and community and receive
additional feedback. We also look forward to hosting a session in mid-summer to delve into
the Strategic Plan a little deeper and look at the possibility of selecting a panel of staff and
community members to spearhead this effort.
Middle Fork Path
31