strategic business plan - cityofpsl.com

STRATEGICBUSINESSPLANFY 20/21 - 25/26

We are engaged and committed to prioritizing the highest level of service to our community.

We are committed to providing exceptional customer service to our community and organization. We value ethics, accountability, stewardship, and teamwork to accomplish our mission.

Service

We embrace diversity, promote inclusion, and respect the unique qualities of our City team and our community.

Diversity

We encourage and empower innovation in service delivery through our visionary team.

Innovation

Engagement

Vision Statement

COMMUNITY CENTER2195 SE AIROSO BLVD.PORT ST. LUCIE, FL 34984772-878-2277

City of Port St. Lucie

MINSKY GYM750 SW DARWIN BLVD.PORT ST. LUCIE, FL 34953772-344-4142

WWW.CITYOFPSL .COM/RECREATION

The Port St. Lucie Parks and Recreation facilities are dynamic destinations. Numerous special events consistently meet the

diverse community needs and shape the character of our City. Citizens encounter natural areas and waters that endure

and captivate, as well as recreational programs which inspire personal growth, healthy lifestyles and a sense of community.

All guests are assured that our facilities and parks are a safe place to play, celebrate, contemplate and recreate.

Values

CIVIC CENTER9221 SE CIVIC CENTER PL .PORT ST. LUCIE, FL 34952772-807-4499

SAINTS GOLF COURSE2601 SE MORNINGSIDE BLVD.PORT ST. LUCIE, FL 34952772-398-2901

To strengthen our community by offering exceptional leisure, cultural and innovative recreational opportunities.

Mission Statement

2

Table of Contents

INTRODUCTIONTable of ContentsDirector’s Message

BUSINESS PLAN UPDATESCOVID-19 and Parks & Recreation

By The NumbersYour Award-Winning Department

10-Year Master PlanAbout This Strategic Plan

GOAL, INITIATIVES & PROJECTSGoal 1Goal 2Goal 3

Strategic Goals & Team Leadership

23

8

1112131617

182022

Who We Are 4Organizational Chart 6Our History & Future 7

Goal 4 28Goal 5 30

APPENDICESAppendix A: CIP ReviewAppendix B: Staffing Requests

3234

Public Input Survey Summary 10

As we soon close out 2020, we look forward to 2021 and all the potential it holds. While the uncertainty of COVID-19 may continue into the new year, it is important to reflect on the good things that have happened this year, as well as plan for brighter days that lie ahead in 2021 and beyond.

Our staff has been busy with the update of this strategic business plan through public outreach, expansion of our Department through design and construction of new park sites and our continued commitment to excellence in customer service.

At no other time has the topic of public health and wellness been more at the forefront. Our staff has gone above and beyond to ensure that our Department offers programs and services that provide positive results in

impacts on our community for decades to come!

As always, we are privileged to have the daily opportunity to provide our community with quality parks, amenities and programs which increase the quality of life in our City. For us, “learn, grow and serve...everyday!” isn’t just a motto or slogan ... it’s who we are. We can’t wait to see you in our parks!

Keep It Clean, Green, Safe & Fun

Sherman Conrad, CPRPDirector

3

Port St. Lucie Parks & Recreation provides opportunities to “learn, grow and serve…everyday!”.

the overall health of our guests. To that end, I am happy to announce that our Department was selected as this year’s winner of the 2020 Innovative Programming - Health Award from the Florida Recreation and Park Association. This award recognized the Department’s creation of, and commitment to, our Opioid Epidemic Awareness Public Forums and trainings.

In coordination with the Port St. Lucie Police Department, and local healthcare professionals and subject-matter experts, this program provides critical information and resources regarding the ongoing effects of the opioid epidemic.

And our efforts only start there! From continued master planning of park locations and increased access to the St. Lucie River at The Port, to our dedication in protecting our natural habitats through utilization of joint-use stormwater treatment sites and the creation of an Environmental Protection Plan, your Parks & Recreation Department is committed to ensuring that our parks and services make positive

4

Who We Are

The Port St. Lucie Parks & Recreation Department (PSLPRD) focuses on providing programs and facilities in our neighborhoods and helping residents’ pursuit of culture and recreation in a safe and enjoyable setting at 48 developed parks located throughout the City. The Department accomplishes its mission by coordinating a diverse set of programs across multiple divisions such as: Administration, Parks, Recreation, and The Saints Golf Course to contribute to the attractiveness of the community, conservation of the environment, and the social and economic health of the City.

Our parks also serve as critical green infrastructure and community assets that provide stormwater benefits, improve air quality, support increased physical health and foster community connection. We offer an array of diverse, interesting and enriching recreational and educations programs that serve youth, adults and seniors.

Our ability to meet the growing needs for these programs and facilities is through the dedicated work of our 74 full-time and 34 part-time staff, approximately 100 seasonal/summer camp employees, approximately 70 contracted instructors, and an estimated 180 City volunteers, and our amazing park partners and community-based organizations.

5

Who We Are

The Department’s divisions provide the following service areas:

-Administration -Oversees the administrative functions of PSLPRD and organizational development so that alignment with agency operations and efforts are maintained with those of the City; -Continually researches and implements innovative PRD strategies; -Explores electronic processes to complete business functions efficiently;

-Parks -Oversees Community and Neighborhood Parks, Preserves, Botanical Gardens, open space recreation (OSR), open space conservation (OSC), open space preserves (OSP), and the PSLPRD Turf Crew; -Provides improvements to Parks, including lighting and security; -Provides improvements to Parks in compliance with American with Disabilities Act (ADA);

-Recreation -Oversees MIDFLORIDA Event Center Recreation & HUMANA Fitness Center, Community Center & Fitness and Wellness Center, Robert E. Minsky Gymnasium, and Special Events; -Coordinates Summer Camp programming -Oversees park and pavilion reservations; -The Saints Golf Course -Oversees 18-hole championship golf course, golf lessons, special events and home of the rentable Sandpiper Room.

6

Organizational Chart

7

Our History and Future

The City of Port St. Lucie was created by the General Development Corporation (GDC) in 1961 to fulfill many retirees’ dreams of living the ultimate Florida life – a place where leisure, sun, and fun could be experienced in the midst of a tropical paradise. Originally touted as a place to “enjoy your favorite outdoor sport – raise tropical fruits, vegetables, and gorgeous, exotic flowers throughout the year,” the City was no doubt located in a beautiful landscape. However, the “country club type development with a new twist” centered around a golf course, clubhouse, and not much more. Low-density, single family residences predominated as developers paid little heed to supplying other support services.

As Port St. Lucie grew exponentially from a fledgling retirement community of 250 homes to a bonafide City (today home to 202,000 people), the burdens of suburban planning – which forced residents to work and find shopping and entertainment elsewhere – became more apparent. Populations never envisioned by GDC to live in significant numbers in Port St. Lucie –namely, families with young

4.2%/3,075 acres of City land). Substantial financial investment is also helping to make this goal a reality: between 2002 and 2009, the City has invested over $13.4 million in its parks and recreation infrastructure, resulting in the construction of new parks and expansion and improvement of facilities. Today’s parks and recreation system includes over 48 parks encompassing 1,557 acres of parkland, which equates to 1 park for every 3,913 residents.While amenities have been markedly upgraded over the past several years, work remains to be done. Major initiatives such as funding and implementing the Riverwalk Plan, completing the Winterlakes Neighborhood Park, and developing an Adventure Park, all promise to increase offerings across the City.

Likewise, access to local parks could be improved so that all residents can equally reap the benefits of open space, and recreation centers and services could be expanded to appeal to a broader range of people.

children, as well as those from varying economic brackets and social backgrounds – began calling the City home. With the influx of these new populations, the lack of City services and amenities became a greater challenge, including open space provisions. Critical to residents’ quality of life, parks and recreation opportunities “[Help] to keep a happy community,” according to one local resident; another remarked that culture, nature, and fun activities – often commensurate with open space amenities - “allow residents to relieve the stress from their everyday lives.” It has been shown that vibrant parks and recreation systems not only help existing populations remain contented, but also help attract new people and businesses.

Over the decades, successive planning efforts have sought to make Port St. Lucie more livable and sustainable. Its most recent Future Land Use Plan, for example, with a horizon year of 2035, envisions open space accounting for 11% (8,283 acres) of the total land area (a dramatic increase from even 2011, when open space accounted for only

8

COVID-19 and Parks & Recreation

The COVID-19 pandemic stands out in history as a world-changing event. In the course of just months, governments around the world have taken steps to collectively combat the spread of the disease – essentially putting economics on hold and changing what everyday life and work looks like for their communities in the process.

For us, those changes brought about a need for serious analysis of how we offer leisure opportunities within our 48 facilities. To provide for an updated Strategic Plan, we undertook this refinement process seriously.

A strong component in our strategic planning efforts through COVID-19 was guided via a presentation given by Dr. David Barth and Mr. Ken Ballard, produced through Florida Recreation & Park Association, entitled “P & R – Tactical Strategic Planning for the Effects of COVID-19.” The Barth/Ballard plan combines crisis management and strategic planning.

where we then analyzed the data collected, determined appropriate changes and revised the Strategic Plan that you will see set forth in the following pages.

A close comparison of the content of last year’s Strategic Plan, along with the content offered in the following document, will produce a sharp and dramatic shift in paradigm – in order to move effectively through the COVID-19 pandemic and offer relevant and quality recreational programming and facilities for our community, we had to deploy significantly different practices.

We then structured two days of Staff Retreats, where we shared the Barth/Ballard plan, produced a COVID 19-specific Department SWOT, studied the differences between “best practices” and “next practices”, and offered various tools to assist staff with ongoing planning and operations (i.e., capacity studies, cost abatement and ROI studies). Strategically designed to take place between Day 1 and Day 2 of the Staff Retreats was the production and publication of a public engagement survey of our residents’ changing wants and needs with regard to leisure programming.

The survey then produced feedback that we needed,

9

COVID-19 and Parks & Recreation (cont’d)

Among those innovative and new approaches to programming include:

• Entire movement to produce virtual videos for our fitness participants.• Production of virtual recreation videos for our community.• Development of a virtual eSports program, which is thriving with participants of all ages.• Purchase and installation of golf cart partitions, to ensure rider safety while enjoying The Saints Golf Course.

Perhaps most compelling throughout the COVID-19 pandemic was the fact that the City of Port St. Lucie Parks & Recreation’s parks remained open throughout the pandemic. At no time, were the parks closed to the public. Naturally, amenities were occasionally closed, to ensure public safety (i.e., playgrounds).

However, throughout the lasting impacts of the pandemic, your City parks were available, as green, open spaces to recreate. Parks and facilities were

our Department proudly weathered the past months and will continue to pioneer new practices to adapt to our new world.

always staffed, in order to provide services such as sanitization, restroom facilities, and passive recreation play areas.

As a result of our parks remaining open throughout the onset and recovery from the pandemic was the recognition that our parks and recreation services and facilities are truly deemed essential to, and by, the public. Sure, our esteemed medical professionals were truly (and rightfully so) prominent essential workers. However, throughout the industry, those in the parks and recreation field were also manifested in a similar regard. The public needed our services and facilities throughout this pandemic, and we delivered.

We sincerely hope that you recognize the gravity with which we took this assignment to update our Strategic Plan throughout the COVID-19 pandemic. Arising through the cloud of the pandemic, we stood tall, using flexibility, resilience, courage and a caring heart as our tools. Together, with self-confidence and energy,

10

Public Input Survey Summary

As a public-facing entity, PSLPRD must plan based upon the needs and desires of its external constituents, as well as its own internal business requirements. When also realizing the undoubted changes that COVID-19 has created, the Department created a Public Input Survey to gain an updated needs assessment from our guests.

Utilizing the SurveyMonkey platform, this survey was advertised widely through multiple channels, and received over 680 responses. Findings were utilized by Strategic Plan Teams to update this Strategic Plan. Key survey results are summarized below:

KEY SURVEY RESULTSDepartment guests who have experienced a financial hardship due to the economic impacts of the COVID-19 pandemic 41%

Department guests who are uncomfortable with returning to “normal” operations of Department activites and events 61%

Department guests who support outdoor-based activities to maintain safety during COVID-19 75%

Department guests who support the creation of new event(s) celebrating equality and inclusivity 71%

Top barriers to participation in PSLPRD programs/events

COVID-19, Personal Health, Lack of Options, No Free Time, and Lack of Information

Areas of improvement for PSLPRD Special Events

Live Music, Family Activities, Location, Parking, Food Offerings, Vendors and Adding Cultural

Events (i.e., Performing Arts, etc.)

Top requests for new PSLPRD programming

Art Festival (Cultural Event), Environmental Programs, Film Festival (Cultural Event),

Photography Classes, and Drone/RC Programs

11

By The Numbers

PERFORMANCE INDICATOR

I. Parks

Acres of parkland maintained (600 acres represents public access to McCarty Ranch)

FY 19/20 RESULT

1,557.37

Park Reservations 14,889

II. Recreation

MIDFLORIDA Event Center Day Passes 8,264

Recreation Programs 1,602

Rec. Center (all facilities) Participants 345,494

Facility Rentals 1,462

Other City Users (Room Reservations) 731

III. The Saints Golf Course

Rounds of golf played 45,706

Community Center Fitness Center visits 28,962

12

Your Award-Winning Department

level at the request of the City’s Human Resources Department.

Finally, through the support and advocacy of the City Manager, the program expanded again to become a public forum, inviting community members to take part in this critical educational program.

The message of the program is simple: Substance Misuse Disorder is a true disease; not a choice. It is an “equal opportunity employer,” who recruits victims randomly. To truly overcome the disorder, both science and the community must partner in this deeper understanding of the disease. By educating City staff and residents, PSLPRD’s program better equips the community to respond to this widespread issue.

The City of Port St. Lucie Parks & Recreation Department is proud to be the recipient of the FRPA 2020 Innovation in Health Award, as they continue to serve the community in a relevant and responsible manner.

environmental resiliency and sustainability.

The program’s goal was and is to continue to provide staff and members of the public with critical information to aid in understanding the devastating effects that an opioid misuse disorder begets on a personal level. These effects, of course, extend throughout our very own community.

Staff partnered with Park Officers from the Port St. Lucie Police Department, and with subject-matter experts from a local non-profit mental health agency, New Horizons. The team initially offered mandatory trainings to PSLPRD staff, which was then expanded to the City-wide

On Wednesday, September 2, 2020, Department leadership attended the Florida Recreation & Parks Association (FRPA) Annual Conference in Orlando to receive the 2020 Innovation in Health Award for the Opioid Epidemic Awareness Public Forums.

The FRPA’s Innovative Programming Award recognizes the importance of creative, trend-setting ideas in leisure programming. The award honors successfully developed and executed programs that advance knowledge and parks & recreation’s role in health, community building, economic impacts and development, and

13

10-Year Master Plan

MEETING NEEDS

PSLPRD partnered with Dr. David Barth, of Barth Associates, in the completion of the Department’s first 10-Year Master Plan. An extensive needs assessment, based upon the input of residents during in-person meetings and digital surveys, enabled the prioritization of projects throughout the Plan’s term. The resulting Master Plan was adopted by City Council in July 2019.

The 10-Year Master Plan provides PSLPRD, City management and Council with a long-range vision for each “subsystem” of the Department, including bikeways and trails, neighborhood and community parks, special-use parks, recreation centers, athletic fields, improvements to existing facilities, and marketing and promotion. To meet the varied needs of this plan, and to ensure ease of transportation throughout the City and alignment to the “Power of 10” principle, a system vision conceptual plan was devised, as seen in the figure on this page.

Phase I would be operated through FY 2019-2029, and Phase II would then potentially complete the Master Plan through FY 2029-2039.

Phase I, currently in progress since July 2019, contains eight key projects/initiatives. Since adoption, City management/Council has added additional priorities, bringing Phase I to a total of 10 priority projects through FY 2019-2029. These 10 projects are highlighted on the following page:

IMPLEMENTING THE PLAN

Implementation of the complete Master Plan is estimated to cost over $200 million in land acquisition and CIP costs, plus approximately $10 million in additional annual operations and maintenance costs. The current recommendation is to implement the Plan in two phases, beginning with a $50 million, 10-year first phase funded by City CIP, MSTU and other sources. It is assumed that Phase II funding would require a voter-approved bond or sales tax referendum in addition to other funding sources.

14

10-Year Master Plan Projects

DEVELOP THE PORT & PIONEER PARK

Continue progress on Riverwalk extension, design and construct Pioneer Park and complete the master planning of The Port District.

Est. $12.4m FY 19-24

PHASE I TORINO REGIONAL PARK

Design & construct a regional park complex providing a destination for sport, leisure and recreational opportunities.

Est. $10.0m FY 23-25

PHASE I TRADITIONREGIONAL PARK

Design & construct a regional park complex providing a destination for sport, leisure and recreational opportunities.

Est. $10.0m FY 25-27

CITY-WIDE TRAILS MASTER PLAN

Develop network of bikeways, trails and sidewalks providing safe transportation throughout the City.

Est. $150k FY 25-26

CONSTRUCT WINTERLAKES PARK

Complete Phase I/II of Winterlakes Park.

Est. $3.7m FY 19-25

CONSTRUCT CITY ADVENTURE PARK

Design & construct an adventure park complex, providing access to extreme-level sports.

Est. $4.0m FY 19-22

LAND ACQUISITION FOR JOINT-USE SITES

Land acquisition for park sites will also provide stormwater & water quality improvements, in coordination with Utility Systems Dept.

Est. $2.3m FY 25-27

EXISTING PARK IMPROVEMENTS

Improve existing parks by the introduction of features like dog parks, shade structures and more.

Est. $4.7m FY 29-24

15

10-Year Master Plan Projects

IMPROVE O.L. PEACOCK, SR. PRESERVE

Improve existing Preserve by the introduction of features such as parking, restrooms, improved kayak launches, etc,

Est. budget and timeframe TBD

During the 2019 City Strategic Planning meeting, the 10-Year Master Plan project list was analyzed. Some projects were re-prioritized, and additional key projects were added, which are listed below:

ENVIRONMENTAL PROTECTION PLAN

Develop plan to identify and protect environmental lands and passive recreational opportunities.

Est. budget and timeframe TBD

16

About This Strategic Business Plan

The PSLPRD holds bi-annual Staff Retreats, in an effort to ensure that Department leadership can collaboratively work to provide updates to Department operations and this Strategic Plan. These innovative workshops utilize needs assessments, public outreach, and industry best practices in order to set the vision of the updates required for that fiscal year. Staff then continues in breakout Goal-based teams, to complete final Plan updates and ensure that Goal-specific projects and initiatives are completed in a timely manner.

This year, staff were provided with key tools in order to make data-driven decisions on the operations and offerings of their particular work unit(s). Additionally, PSLPRD enacted its first public needs assessment specific to this Strategic Plan, in order to provide relevant updates to operations and offerings based on the current needs of our community emanating from the impacts of the COVID-19 pandemic.

It should be noted that The Saints Golf Course is covered in an independent Business Plan, and its operations are not addressed in totality within this Strategic Plan.

Staff then began meeting with their individual Goal teams in order to determine their Plan updates, and prepare to work on these projects and initiatives over the next year. In order to ensure that participation on these teams is equitable and representative of the totality of our staff, this year’s Goal team leaders were assigned some new staff members. This will provide a more relevant update for each Goal, while also providing additional training/mentoring opportunities within each team.

17

Strategic Goals & Team Leadership

GOAL 1: ANALYZE & STRENGTHEN FOR OPTIMAL PERFORMANCE

Bobby Chenier, Goal 1 Chair

GOAL 2: IMPROVE CURRENT PROGRAMS & EVENTS

Jay Liss,Goal 2 Chair

GOAL 3: IMPROVE EXISTING PARKS & FACILITIES, PLANNING FOR FUTURE NEEDS

Brad Keen, Goal 3 Chair

GOAL 4: ADVANCE PROGRAMMING, EVENTS AND FACILITIES THROUGH INNOVATION

David Schoen,Goal 4 Chair

GOAL 5: INVESTING IN OUR PEOPLE

Pattie Roberts,Goal 5 Chair

18

Goal 1: Analyze & Strengthen for Optimal Performance

SERVICE AREA LEAD: AdministrationTEAM CHAIRPERSON: Bobby Chenier, Community Outreach Coordinator

The Goal 1 Team is instrumental in carrying out all facets of Goal 1, while also overseeing the annual update process of the Strategic Business Plan. The team dedicated its efforts to completing all of its FY 19/20 projects, including (but not limited to) the creation of a paperless (secure, electronic) employee filing system, upgrading the Department’s main software (RecTrac) to its latest (Cloud-based) version), creating and updating SOPs via the CAPRA Accreditation process, multiple benchmark and survey projects, and oversight of Department marketing efforts.

In order to analyze and strengthen Department operations for optimal performance, the Team will continue to focus on the following Strategic Initiatives over the next five years:

FOCUS ON MISSION, VISION AND VALUES: The Team will ensure Department alignment with its updated M/V/V, and will also ensure its promotion through the onboarding process of new hires.

EVALUATE AND IMPROVE OPERATIONS: The Team will continue to coordinate innovation and improvement projects throughout the Department, and will oversee the completion of annual Strategic Plan updates, bi-annual staff planning meetings, and the creation/review of SOPs.

EXPAND MARKETING: The Department coordinates monthly with the Communications Department in order to ensure that our messaging is of the best quality and is promoted appropriately to our ever-increasing audience.

19

STRATEGIC INITIATIVES & PROJECTS

1.1 Focus on Mission, Vision and Values

Promotion & Reinforcement of M/V/V during onboarding and continual campaigns.

FISCAL YEAR PRIORITIES20/21 21/22 22/23 23/24 24/25

X X X X X

1.2 Evaluate & Improve Operations

Bi-Annual Staff Meetings

Strategic Plan Goal Teams

Annual Update to Strategic Plan

Annual Surveys/Benchmarking

Determine Technology/Innovative Solutions

Update Policies

Implement Business Plan for The Saints

1.3 Expand Marketing

Review and Update Marketing & Communications Plan

Improve PR/Marketing via Innovation

X X X X X

X X X X X

X X X X X

X X X X X

X X X X X

X

X X X X X

X X X X X

X X X X X

Goal 1: Analyze & Strengthen for Optimal Performance

20


2.1 Introduce new, expanded events


X X X X X

2.2 Analyze existing events

Benchmark Current Events

Needs Assessments for Current Events

2.3 Expand/Improve Existing Events

Enact Data-driven Improvements

X X X X X

X X X X X

X X X X X

Movie Nights in Parks

Update Annual Special Events plan X X X X X

Goal 2: Improve Current Programs & Events

SERVICE AREA LEAD: RecreationTEAM CHAIRPERSON: Jay Liss, Recreation Administrator

The Goal 2 Team is dedicated to improving the programs and Special Events offered by PSLPRD. The COVID-19 pandemic has revealed the need to ensure that programs and events operate at peak performance, in accordance with best practices and health safety protocols. This need for improvement, coupled with ongoing needs assessments and the results of the annual Citizen Survey, provide the basis for the Team’s forward trajectory.

In order to analyze and strengthen Department operations for optimal performance, the Team will continue to focus on the following Strategic Initiatives over the next five years:

21

Goal 2: Improve Current Programs & Events

KEY PERFORMANCE INDICATORS

Workload Measures

FISCAL YEAR RESULTS17/18 18/19 19/20 20/21

Visitors to Botanical Gardens 36,427

TARGETRESULTS RESULTS RESULTS47,575 47,331 40,000

Participants in Rec. Programming 4,355 4,492 1,602 2,500Recreation Center Users (All Facilities) 599,179 587,866 345,494 350,000Fitness Center Members (All Facilities) 4,536 3,774 2,746 3,000Recreation Revenue (includes Event Center) $1,804,523 $1,758,269 $1,226,910 $1,300,000Recreation Rentals 3,084 2,776 1,462 2,000Online Park Pavilion Rentals N/A 242 255 255Paid Park Reservations 2,458 2,517 2,396 2,100Nights Reserved for McCarty Ranch Camping 242 278 577 240

Efficiency MeasuresFitness Center Members per FTE 772.08 642 397.39 511Rec. Program Participants per FTE 16,708 16,536 8,902 10,000

Effectiveness MeasuresCitizen Survey: Special Events rated Good or Excellent 57% 56% 57% 65%

Citizen Survey: Recreation Centers rated Good or Excellent 63% 62% 68% 65%

Citizen Survey: Rec. Programs rated Good or Excellent 62% 55% 69% 60%

22

Goal 3: Improve Existing Parks & Facilities, Planning for Future Needs

SERVICE AREA LEAD: ParksTEAM CHAIRPERSON: Bradley Keen, Assistant Director

The next 10 years of parks development is being guided by the adopted 10-Year Master Plan to ensure they would: accomplish one or more City Strategic Plan goals; leverage existing resources; help meet residents’ priority needs; provide a significant return-on-investment; and/or are exciting and compelling.

To improve existing parks and facilities and effectively plan for future needs, the Department is focused on the strategic initiatives on the following pages:

23



3.1 Implement 10-Year Master Plan

Identify and Design the boardwalk connection under the PSL Blvd. Bridge*


X

FDOT negotiations for boardwalk extension*

Seek grant funding for The Port*

Master Plan The Port District*

Restoration/programming of historic village*

Construct Pioneer Park playground*

Construct boardwalk under PSL Blvd. Bridge*

Conservation Tract Improvements*

X

X X X X X

X

X X X X

X X X X X

X

X

Design Riverwalk-South Promenade*

XConstruct Riverwalk-South Promenade*

X

Design Torino & Construct Phase I X

Develop Tradition Master Plan X

Construction Adventure Park Phase I

Construction Adventure Park Phase II

X

X

*Projects to be completed in partnership with the CRA.

X

24



3.1 Implement 10-Year Master Plan (cont’d)

Identify joint-use stormwater & park sites in coordination with Public Works Dept.


X

X

X

Land Aquisition per previous planning

Park Improvements - Sports Lighting at Sportsman’s & McChesney Parks

Playground Improvements - Sportman’s

X X X X X

Park Entrance Sign Replacement - Phase I X

Park Improvements - Drainage/Playground at Charles E. Ray Park

Park Improvements - Concession Building at Whispering Pines Park

X

X

Construct Two Outdoor Fitness Stations X

Park Signage Replacement X

Move Event Center Fitness Desk

Improvements - Riverwalk North Railings

Park Entrance Sign Replacement - Phase II

Park Improvements - Storage Building at Sportsman’s Park (West)

XX

X

X

X X

25




Park Improvements - Upgrades to Jessica Clinton Park and O.L. Peacock, Sr. Preserve


X

X

Park Improvements - Lighting Improvements to Lyngate Park X

X

Park Improvements - Back Lot Renovation to Whispering Pines Park

Park Improvements - Playground Replacement at Jessica Clinton Park

X

X

Mural Project at Minsky Gym*

X

Background Music in Buildings

X

Park Improvements - Cart Path Overlay & Root Mitigation at The Saints Golf Course X

X

X X

X

Park Improvements - Irrigation Renovation at The Saints Golf Course

Park Entrance Signs - Phase III

Park Improvements - New Fence at Botanical Gardens

Park Improvements - Event Lawn Pavilions & Restrooms at Botanical Gardens

*Project to be completed in partnership with Planning & Zoning Department.

26



Seek funding through FRDAP, LWCF and FIND grant funding sources


X

X

Park Improvements - Address deferred maintenance throughout PSLPRD budgets

XDesign and Construction of First Responder’s Park

X

X

Develop Citywide Trails Master Plan

Implement Trails Master Plan

X

Seek funding through grants and other sources for expansion project(s)

Develop Expansion Master Plan

X X X X

X X X X X

Construction Winterlakes Park - Phase II

X X

X X

3.2 Review Expansion of Camping at McCarty

X X X

Security Upgrades - Swan & Sportsman’s Parks

3.3 Increase Security/Fiber in Parks & Facilities

X

Security/Fiber Upgrades - Jessica Clinton Park

X

X

Conceptual Design for O.L. Peacock, Sr. Preserve X


27


KEY PERFORMANCE INDICATORS

Workload Measures

FISCAL YEAR RESULTS17/18 18/19 19/20 20/21

Acres Maintained 1,529.37

TARGETRESULTS RESULTS RESULTS1,539.37 1,557.37 1,557.37

Vandalism Reports Responded To 42 25 28 30

Efficiency MeasuresAcres Maintained per FTE 30.76 38.18 24.11 39Cost per Acre Maintained $1,639.35 $1,803.19 $2,744.91 $1,900

Effectiveness MeasuresCitizen Survey: City Parks rated Good or Excellent 74% 71% 80% 75%

Park Reservations rated “Above Average” in Overall Guest Satisfaction 99.7% 99.7% 99.9% 100%

28

Goal 4: Advance Programming, Events & Facilities Through Innovation


4.1 Develop Placemaking Strategies


XFood Truck Invasion

Kaboom! Arts & Sensory Playground Grant

Outdoor Fitness opportunities

Outdoor pop-up events (fitness/recreation)

New locations for scalable Special Events

X

X X X X X

X X X X X

X

Botanical Gardens partnership improvements X X X X X

SERVICE AREA LEAD: RecreationTEAM CHAIRPERSON: David Schoen, Special Event Supervisor

The Department is incorporating innovation throughout their work as part of being a high performing department, and specifically through the following Strategic Initiatives over the next five years:

29

4.2 Increase access to Parks

Form committee to lead the Ten-Minute Walk projects efforts

Identify new partners for pilot project

New Special Populations program at Sportman’s utilizing improved playground

Developing new cultural programming X

X


X

X

X

X

X X

Launch pilot project

X

4.3 Develop health/educational programming


XNew sensory equipment & related programming at Charles E. Ray and Sportman’s Parks

Develop new environmental programs

New running program via Sportsman’s track

X

X

Goal 4: Advance Programming, Events & Facilities Through Innovation

Develop Park Prescription Program

Develop HealthyU Program

Develop City Youth Council Program

X

X

X X X X X

Partner with Tradition to host new Events X

30

Goal 5: Investing In Our People


5.1 Teamwork, Morale & Camaraderie

Ongoing staff culture and morale improvements, including incorporating diversity


X X X X X

5.2 Further development of PSLPRD Team

Ongoing Staff Trainings

Leadership Academy

X X X X X

X X X X X

Succession Planning X X X X X

SERVICE AREA LEAD: AdministrationTEAM CHAIRPERSON: Patricia Roberts, Deputy Director

The ability to accomplish this ambitious business plan rests on the shoulders of our dedicated team that needs support and tools in order to continue to grow and expand as planned. To invest in our staff, the Department is focused on the following strategic initiatives:

31

Goal 5: Investing In Our People

5.3 Better Utilize Volunteers

Develop and Implement PSLPRD Volunteer Training

Survey volunteers to determine improvements


5.5 Expand PSLPRD Team to meet needs

Ongoing recruitment via Staffing Requests, as described in Appendix B.

FISCAL YEAR PRIORITIES20/21 21/22

X X X X X

X X

22/23 23/24 24/25

X X X X X

5.4 Department Accreditation

Seek PSLPRD Accreditation via CAPRA X X

Receive Accreditation @ ‘21 NRPA Conference X

Begin work toward reaccreditation in FY 25/26, with each Goal completed in a given FY X X XX

Appendix A: CIP Review

32

301 P&R CIP FY 2020-2021 2021-2022 2022-2023 2023-2024 2024-2025 2025-2026 2026-2027 2027-2028 2028-2029 2029-2030RIVERWALK SOUTH PROJECT - 001-7210**Riverwalk South - Historic Homes - Change in Project Costs * 750,000$ 500,000$ 500,000$ 500,000$ Riverwalk South - Boardwalk Banyon Tree to Bridge Plaza**Riverwalk South - Boardwalk under PSL - Change in Project Costs - - 1,130,000 - Riverwalk South - Playground Placemaker & Construction 2,000,000 **Riverwalk South - Middle parcel improvements - Change in Project Costs 3,130,000 - **Riverwalk South - Conservation Tract Improvements - Change in Project Costs - - 1,860,000 Riverwalk South - Promenade - 100,000 1,150,000 The Port Master Plan ($200K) FY19/20 in progressPARK & RECREATION 301-7210NEW PROJECT - Citywide Trails Master Plan 150,000 Rivergate Riverwalk Railing (North Section) 135,000 - Park Entrance Sign Replacement Phase II 92,500 92,500 Sportsman's Inclusive Playground ($250,000 FRDAP Grant)* FY19/20 in progressCharles E Ray Playground, Drainage and Shade * FY19/20 in progressNEW PROJECT - Whispering Pines Concession Building FY19/20 in progressSwan Park Security Camera Installation * FY19/20 in progressJessica Clinton Camera and Fiber Upgrades Phase II 305,000 Jessica Clinton Park Upgrades 365,000 Sportsman's Park Security Upgrade - 334,000 NEW PROJECT - Sportsman's Park West Storage Building 206,000 Lyngate Park Interior & Exterior Lighting Improvements - Whispering Pines Back Lot Renovation 40,000 305,000 NEW PROJECT - Whispering Pines Fitness Stations 65,000 Park Yard Maintenance Building Renovation 220,000 NEW PROJECT - Lake Harvey Fitness Stations 60,000 NEW PROJECT - Waterpark Feasibility Study 50,000 NEW PROJECT - Sports Lighting - Various Parks 782,000 370,000 NEW PROJECT - Bleacher Shade Structures 258,000 320,000 NEW PROJECT - Whispering Pines Interior Lighting 138,000 Jessica Clinton Playground Replacement - 650,000 PARK & RECREATION 301-7215Botanical Garden Fence 80,000 NEW PROJECT - Botanical Garden Event Lawn Restrooms 325,000 PARK & RECREATION 301-7216NEW PROJECT - McCarty Ranch Master Plan 150,000 NEW PROJECT - McCarty Ranch Campsite Electric Service 120,000 NEW PROJECT - McCarty Ranch Campsite Water 169,000

NEW PROJECT - McCarty Ranch Maintenance Building - 270,000 GOLF COURSE - #7250 - MAINTENANCENEW PROJECT - Course Renovation (Front 9 & Back 9) Phase 1 & 2NEW PROJECT - Saints Drainage Plan 500,000 NEW PROJECT - Saints Irrigation Renovation 100,000 NEW PROJECT - Saints HVAC ReplacementNEW PROJECT - Cart Path Overlay and Root Mitigation 200,000

305 P&R CIP**Winterlakes Park (construction of sports fields, restrooms & playground 1,300,000 - - Adventure Park (20-21) NEW to Plan 1,781,650 2,000,000 NEW PROJECT - Torino Regional Park 875,000 9,000,000 - Tradition Regional Park 1,000,000 9,000,000 Land Acquisition 1,300,000 1,000,000

307 P&R CIPFirst Responder's Neighborhood Park 875,000 875,000

P&R Consolidated CIP Budget (October 2020)

Appendix B: Staffing Requests

4 34

FY 20/21 Staffing Level Requests

POSITION TITLE

II. Recreation

PT Recreation Aide - Fitness

CostCenter Qty

FTECount Justification

7502 1.0 0.73One FTE added to accomodate ever-increasing number of members in both Fitness Centers.

III. Parks

Maintenance Worker - Winterlakes Park 7210 2.0 2.00

Approved in the FY 2019-2020 budget, these two positions will provide coverage at the newly developed Winterlakes Neighborhood Park.

Maintenance Worker - Turf Crew 7235 1.0 1.00

Council-approved at FY 18-19 Summer Retreat, this new position will: provide labor to maintain the additional new facilities;

Maintenance Worker - Sportsman’s Park 7210 1.0 1.00

Position will provide for unmet needs at this facility including maintenance, inspections, projects, covering gaps in coverage and general security.

Maintenance Worker - Whispering Pines Park 7210 1.0 1.00


PT Maintenance Worker - Lyngate Park 7210 2.0 1.50


(Cont’d on next page...)

I. Administration

Office Manager - Administration 7500 1.0 1.00

One FTE to oversee all Administrative functions of the Dept., given increased assignments, the Dept. requires staffing to address daily and future admin. functions.

FY 20/21 Staffing Level Requests (Cont’d)

POSITION TITLE CostCenter Qty


III. Parks (Cont’d)

PT Maintenance Worker - McChesney Park 7210 1.0 0.75


PT Maintenance Worker - Swan Park 7210 1.0 0.75


TOTAL FTEs APPROVED 9.73

IT SHOULD BE NOTED THAT WHILE 9.73 FTEs WERE REQUESTED, CITY COUNCIL ONLY APPROVED 1.0 FTEs (OFFICE MANAGER). REMAINING REQUESTS ARE CARRIED FORWARD TO FY 21/22.


POSITION TITLE

II. Recreation

PT Recreation Aide - Fitness

CostCenter Qty


7502 1.0 0.73One FTE added to accomodate ever-increasing number of members in both Fitness Centers.

III. Parks

Maintenance Worker - Winterlakes Park 7210 2.0 2.00

Approved in the FY 2019-2020 budget, these two positions will provide coverage at the newly developed Winterlakes Neighborhood Park.

Maintenance Worker - Turf Crew 7235 1.0 1.00

Council-approved at FY 18-19 Summer Retreat, this new position will: provide labor to maintain the additional new facilities;

Maintenance Worker - Sportsman’s Park 7210 1.0 1.00


Maintenance Worker - Whispering Pines Park 7210 1.0 1.00


PT Maintenance Worker - Lyngate Park 7210 2.0 1.50


TOTAL FTEs APPROVED

PT Maintenance Worker - McChesney Park 7210 1.0 0.75




9.73

Project Manager - Parks 7210 1.0 1.00

Position will provide for unmet needs in Parks Unit, for the strategic leadership and coordination of various Department projects, including construction oversight.


POSITION TITLE

I. Recreation

Recreation Leader - Minsky Gym

CostCenter Qty


7202 1.0 1.00Due to growth in utilization, an additional Recreation Leader would be utilized to oversee additional programming.

PT Recreation Aide - Community Center 7201 1.0 0.73

Position will provide for unmet needs at this facility inclusing customer sservice, covering gaps in coverage, etc.

PT Recreation Aide - Fitness 7502 1.0 0.73

Position will provide for unmet needs including new programming, existing programming, etc.

Camp Director - SEASONAL 7200 2.0 0.38

With the growth in the City we will need to expand our camp program. This will allow us to add two additional camp sites.

Camp Bus Driver - SEASONAL 7200 2.0 0.20


Camp Leader -SEASONAL 7200 16.0 3.04


Camp Aide - SEASONAL 7200 6.0 1.14




(Cont’d on next page)

FY 22/23 Staffing Level Requests (Cont’d)

POSITION TITLE

II. Parks

PT Maintenance Wrkr - Swan, McChes., & J.Clint.

CostCenter Qty


7210 3.0 2.25Position will provide for unmet needs at their facility including maintenance, inspections, projects, covering gaps in coverage and general security.



PT Maintenance Wrkr - Botanical Gardens

7210 1.0 1.00Position will provide for unmet needs at their facility including roving, maintenance, inspections, projects, covering gaps in coverage and general security.

Night Rover & Maintenance Worker


Maintenance Worker - Whispering Pines Park


Maintenance Worker - McCarty Ranch

Project Manager - Parks 7210 1.0 1.00

Position will provide for unmet needs in Parks Unit, for the strategic leadership and coordination of various Department projects, including construction oversight.


POSITION TITLE

I. Administration

Financial Specialist

CostCenter Qty


7205 1.0 1.00Increased Dept. workload requires additional administrative support.

Maintenance Worker - Community Center 7201 1.0 1.00

Position eeded to assist with keeping up with the Community Center especially during the weekends. Position will also assist with Special Events and other facilities.

Fitness Leader - Fitness 7502 2.0 2.00

With Fitness growth,,position responsible for assisting coordinators and manager with administrative duties, as well as being a liaison for member needs.

Recreation Leader - Minsky Gym 7202 1.0 1.00

This person is needed to assist with Athletic Programming.

PT Recreation Aide - Minsky Gym 7202 1.0 0.73

This person is needed to assist with Athletic Programming.

Recreation Specialist - Event Center Recreation 7503 1.0 1.00

The Recreation Specialist will manage logistics of all recreational programs for youth, teens and seniors.

PT Recreation Aide - Event Center Recreation 7503 2.0 1.45

The Recreation Aides implement program plans, maintains cleanliness and equipment for place-making and high performing parks Power of 5.

(Cont’d on next page)

II. Recreation

FY 23/24 Staffing Level Requests (cont’d)

POSITION TITLE

II. Parks

PT Maintenance Wrkr - WP, Sport’s. & Winterlakes

CostCenter Qty





Maintenance Worker - Pioneer & Botanical


Maintenance Worker - Riverland Park


Maintenance Worker - Adventure Park


PT Maintenance Worker - Adventure Park


POSITION TITLE

I. Administration

PT Office Assistant - Administration

CostCenter Qty


7205 1.0 0.63PT Office Assistant was eliminated in FY 2018-2019. During FY 2023-2024, there will be sufficient need for entry-level clerical support for the department.

Event Leader - Community Center 7201 1.0 1.00

The Event Leader is needed to assist the Community Center operations especially during the weekend.

II. Recreation


STRATEGICBUSINESSPLANFY 20/21 - 25/26

strategic business plan - cityofpsl.com

Documents