HomeMy WebLinkAbout7.3 2011-12 P&CS Work Plan e..k.,OF DU8 tti � •
19 �� AGENDA STATEMENT
�l 0) . SENIOR CENTER ADVISORY COMMITTEE •
Qtl oR? MEETING DATE: FEBRUARY 3, 2011
SUBJECT: 2011-2012 Parks and Community Services Work Plan
Prepared by Paul McCreary, Assistant Director of Parks and
Community Services
ATTACHMENTS: None
RECOMMENDATION: Receive report and make recommendations for the 2011-2012 Parks
and Community Services Work Plan '
FINANCIAL STATEMENT: None
DESCRIPTION: On December 7, 2010, the City Council approved modifications to
the City's Strategic Plan update and the annual Goals and Objectives process. As a result Staff is
beginning to discuss the Department's Work Plans for Fiscal Year 2011=2012. Staff is seeking initial
recommendations from the Department's Commissions and Advisory Committees on the Work Plans.
The first part of this report outlines the City's new Strategic Plan and Work Plan update processes.
Background .
In February 1983, shortly after incorporation of the City, the City Council.established the initial Goals
. and Objectives process. The intent of the process was to prioritize efforts for establishment of City
operations and City related activities. At that time the City Manager was also directed to prepare-an
implementation plan for accomplishing those objectives identified as priorities by the City Council. Once
an objective was accomplished, it was removed from the implementation plan and became part of the on-
going work plan of the operating department. This process was re-visited on an annual basis and became
the annual Goals and Objectives process.
In June 2004 the City Council adopted the first Ten-Year Strategic Plan (Plan). The Plan consisted of
Mission, Vision, and Values statements and specific strategies for achievement of the Plan. The Plan
strategies have historically been generated through the City's Goals and Objectives process. Since its
creation, the City Council has reviewed and updated the Strategic Plan on a biennial basis. The biennial
review has provided the City Council with an opportunity to refine the Mission, Vision, and Values and
ensure that the Strategies are properly aligned with achievement of the Plan.
As the biennial review and update of the Strategic Plan is scheduled to begin in January 2011, Staff
proposed to the City Council a number of modifications to the processes (Strategic Plan update and Goals
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G:\SRADVCMTE\Statements\2011\2-3-11 Item 7.3 FY 11-12 Work Plan.doc
and Objectives) in order to increase the value of the processes and increase information sharing and •
communication with the community. It was .Staffs belief that these, modifications would enhance
alignment of the Strategic Plan with the annual Budget and Financial Plan, and ultimately support
achievement of the Strategic Plan.
Strategic Plan Components
By way of background, an effective Strategic Plan is a guide for the City's current and future work. The
City's Mission describes the "why" or purpose of the organization; the Vision represents the future picture
of the community; and the Values are the principles that guide the organization in attainment of the
Vision. The Strategic Drivers or Strategies are the overarching actions that the City will take in support of
the Strategic Plan. The actions associated with the Strategies are the specific steps that should be funded
through the budget process in support of the Plan. Ideally,the Goals and Objectives process would sustain
the Plan, but is not critical to the achievement of the Plan.
Existing Process
Historically the annual Goals and Objectives process is the first task Staff undertakes in planning work
and associated funding for the upcoming fiscal year. While some of the high priority Objectives can be
linked back to the Strategic Plan, a large number of Objectives are not developed with a targeted focus on
achievement of the Plan. Instead, these Objectives are primarily tasks that individual operating
departments would assume as part of their day-to-day work. These tasks generally serve as part of the
City Manager's existing Annual Work Plan representing organizational core service activities. Modifying
the annual processes with the Strategic Plan Strategies as the primary driver enhances support for the
Plan's Mission, Vision, and Values. As a reference, the Strategies from.last Fiscal Year included the
following.
Strategy#1 — Continue to strengthen the identity and aesthetic appeal of the downtown.
Strategy#2— Develop a transportation system that facilitates ease of movement throughout the City.
Strategy#3— Create a community that supports environmental sustainability and provides an open
space network that ensures environmental protection and provides public access where
appropriate..
Strategy#4— Continue to develop a community that provides a balance of jobs, housing, and
services in a fiscally sound manner.
Strategy#5— Develop dynamic community recreational and cultural opportunities in the region.
Strategy#6— Develop a City-wide communication program that provides two-way communication
with our residents and businesses across several media platforms.
New Process
Through the new process the Strategic activities will be generated in a way that is mindful of the adopted
Strategic Plan's Mission, Vision and Values rather than containing activities that have been transferred
directly from the Goals and Objectives process. Funding for the identified Strategies will then be
incorporated into the annual budget. This approach ensures that the Strategic Plan is driving the budget
and that funding allocations are aligned with the City Council's overarching strategic priorities.
Those priority initiatives that are more routine-in-nature and do not fit into the Strategic Plan will be
incorporated into the City Manager's Annual Work Plan. With the process modifications, both the
Strategies and Work Plan will guide the development of annual funding decisions.
Any specific initiatives (previously labeled Objectives) that do not directly relate to achievement of the
Strategic Plan or that are non-routine departmental tasks will initially receive consideration by the City
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Council at the annual Budget Study Session (#1). At that meeting, the City Council will also be able to
propose additional initiatives for consideration. Those new initiatives generated by the City Council or
Staff that could have a cost impact will include identification of current and future year costs. Those items
that may not yet have all costs identified will be brought back to the City Council for consideration at a
later meeting(Budget Study Session#2).
Using this approach funding for high priority activities that may not directly relate back to the Strategies
are still funded but the Strategic Plan remains the primary driver of the budget development process. The
following summarizes the new process..
2011 DATES MILESTONE DESCRIPTION
Sat,Jan 22 City Council to discuss desired
9:00am-3:OOpm City Council Strategic Plan Review and Update updates to the City's Strategic Plan
Civic Center
Sat, Feb 26 City Council to discuss proposed
9:00am-11:30am Joint Meeting of City Council and Commissions Strategic Plan updates and obtain
Civic Center input from Commissions
City Council will discuss:
• Preliminary Strategic Plan and
Mar 7 associated Strategies
Mon, • Strategic Plan Strategies Funding
6:00pm City Council Budget Study Session#1
Civic Center • Preliminary Work Plan activities
• Budget Issues Worksheet for the
Operating Budget and Capital
Improvement Program
Tue,Apr 19 City Council will finalize review of
5:30pm City Council Budget Study Session#2 outstanding Strategies and Work
Civic Center Plan activities
Jun 2011 City Council will review and adopt
Actual date to be City Council Budget Hearing the Fiscal Year 2011-2012 Budget
determined
Staff will communicate the progress at achieving the City's Strategic Plan through a variety of new
venues including a City Annual Report. This report will include information about achievement of
Strategic Plan Strategies; key accomplishments and initiatives from the Annual Work Plan; and other
current event information that may be of interest to the community.
Fiscal Year 2011-2012 Parks and Community Services Work Plan
Based on the current economic conditions and the State's budget crisis, the guiding principal for preparing
the Fiscal Year 2011-2012 budget will be cost containment. Therefore, any changes to the Department's
current service level and work plan will need to be cost neutral, meaning:
• The change can be accomplished-with existing Staff resources
• Any additional expenditure is fully offset by revenue
If the proposed change would involve additional resources and not be cost neutral,then Staff would need
to consider a re-allocation of existing resources, such cancelling one or more programs to provide the
necessary Staff time and expenditure budget to successfully implement the change.
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Staff is proposing only a few changes to the existing Department service level and work plan for Fiscal
Year 2011-2012. Following is an overview of those proposed changes.
1. Expand Saturday Classes and Activities
Accomplishes Parks & Community Services Strategic Goal#5e
The Parks and Community Services Strategic Plan includes a Strategic Goal to provide more
programs on Saturdays to better serve the needs of working households. Staff will continue to
work on this goal by scheduling popular offerings on Saturday mornings in the Barn at the new
Heritage Park and Museums. Additionally, Staff will be studying potential modifications to the
Facility Use Policies for the Shannon Community Center, Senior Center and Library Community
Room to set aside time specifically for programs on Saturday mornings. There are few rentals that
reserve the facility earlier than noon on Saturdays, and this available space will allow Staff to
expand fitness, nutrition and cooking classes.
2. Provide Online Booking for Group Picnic Areas
Accomplishes Parks & Community Services Strategic Goal#1d
Currently the City coordinates private rentals of the group picnic area at Emerald Glen Park. Staff
proposes expanding the DublinRecGuide.com website to allow for online booking of the group
picnic area. Although there would be an initial capital outlay to expand the software, this would
provide more responsive customer service and reduce the amount of Staff time spent on picnic
rentals. Additionally it would allow the City to provide customers with the ability to reserve other
picnic areas in the City and as a result increase revenue. Prior to including this item in the budget
for consideration, Staff wilt conduct a cost analysis to determine if this can be accomplished in a
cost neutral manner, or help to further offset some of the costs related to maintaining the picnic
areas.
3. Implement Healthy Living Marketing Campaign and Contest for Programs
Accomplishes Parks and Community Services Strategic Goals #3b.iii and#3b.iv
Staff proposes conducting a pilot campaign to promote healthy living and participation in classes
and programs offered by the Department. This could entail developing a healthy living theme for
an edition of The Guide; printing icons next to activities in The Guide to show the healthy
benefit(s) of the activity; and, assigning points to programs based on the amount of healthy
benefits derived from an activity with prizes for customers accumulating a minimum number of
points. The Depai talent's computerized registration system can automatically calculate these
points to make the program easy to administer. Sponsors would need to be found for the prizes in
order to keep the campaign cost-neutral.
4. Reinstate Senior Center Trips and Tours Program in a Cost-Neutral Manner
Accomplishes Parks and Community Services Strategic Goals #3a.iv and#4d
Of all the program reductions made as part of the 2010-2011 budget the one that has received the
most complaints from residents is the cancellation of the Trips and Tours program. Therefore,
Staff is studying ways to reinstate the program in a cost-neutral manner. This could include
increasing registration fees and utilizing volunteers to plan and lead the trips. If funds are
approved by the City Council to reinstate the program,trips would resume in September 2011.
5. Develop Junior Green Gators Swim Team Program
Accomplishes Parks and Community Services Strategic Goals #3b.iv and#3b.vi
Following the 2010 Swim Center season, Staff discontinued the Water Aerobics program due to
low participation. The pool space that was used for Water Aerobics during the noon hour and the
evenings is now available for other aquatic programs. The City's current Green Gator Swim Team
has over 140 swimmers, and for the past two years has had over 35 people on the waiting list.
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Creating a Junior Green Gator Swim Team would provide a program for swimmers who need
more time for stroke refinement and endurance building, and are not interested in practicing five
days a week and participating in meets. This program would also be an excellent feeder program
for the existing Swim Team. The registration fees charged for this program would need to fully
recover the direct and indirect costs.
6. Conduct Overnight Camp Out for Youth in a Regional Park
Accomplishes Parks and Community Services Strategic Goals#2g and#3b.ix
As a result of the success of the Family Camp Out events and the Nature Day Camp program,
Staff proposes adding one overnight camp out for participants in the Nature Day Camp program.
Staff would partner with the East Bay Regional Park District to offer the camp out in a regional
park and have the District provide naturalist services. The registration fees charged for this
program would need to fully recover the direct and indirect costs.
In addition to the proposed additions to the work plan, Staff has prepared an analysis of participation in
teen programs over the past five years and is proposing service level reductions for teen events. This
report will be considered by the Parks and Community Services Commission during a joint meeting with
the Youth Advisory Committee in February 2011.
Staff is also currently analyzing the responses received from the Special Events Survey in order to
develop recommendations on the future of the Day on the Glen Festival. This report will be presented to
the Advisory Committee and Parks and Community Services Commission in early spring 2011.
Summary -
In order to continue making progress toward accomplishing the strategies outlined in the Parks and
Community Services Strategic Plan, Staff is proposing some changes to the existing service level and
work plan for the upcoming Fiscal Year. These proposed changes will be considered by the City Council
during the Budget Study Session on March 7.
Staff is seeking feedback from the Advisory Committee on the proposed work plan modifications, and to
determine if there are additional modifications to the work plan the Advisory Committee would
recommend for consideration during the budget preparation process. Staff will only recommend
approval to the City Council of changes that are cost-neutral.
• RECOMMENDATION: Staff recommends that the Senior Center Advisory Committee
provide feedback on the work plan modifications proposed by Staff and determine if there are other
modifications that should be recommended for consideration.
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