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HomeMy WebLinkAbout11/17/2008STUDY SESSION AGENDA CITY COUNCIL MEETING CITY OF WHEAT RIDGE, COLORADO 7500 WEST 29TH AVENUE, MUNICIPAL BUILDING November 17, 2008 6:30 p.m. Item 1. Staff Reports. Item 2. Outside Agency Reports. Item 3. Debrief of Wheat Ridge 2008 Special Election. Item 4. Parks and Recreation Department Organizational Structure Assessment. Item 5. 2009 Proposed Budget. City of Wheat dge ICE DEPARINUNT City of Wheat Ridge Municipal Building 7500 W. 29`h Ave. Wheat Ridge, CO 80033-8001 P: 303.237.2220 F: 303.235.2949 November 17, 2008 Dear Wheat Ridge Resident: The Wheat Ridge Police Department is holding a community meeting on Thursday, November 20, 2008 at the Glory of God Lutheran Church, 12200 West 38th Avenue, from 7:00 - 8:30 pm. This community meeting is being conducted to provide information concerning a Sexually Violent Predator in your community. Educational information regarding sexual offending will also be presented by a team of professionals involved in the management of sex offenders in our community. The goal of this meeting is to increase public awareness about Sexually Violent Predators. The subject of this notification has been convicted of a sex offense that requires law enforcement registration and community notification. The Wheat Ridge Police Department has no legal authority to prevent a Sexually Violent Predator from residing within our city. Law enforcement is required to provide information, pursuant to C.R.S. 16-13-901 through 16-13-906, to community members concerning where a Sexually Violent Predator has chosen to live. Due to the content of the information that will be presented at the community meeting, it is not advisable to bring children. It is appropriate, however, to review this information with children after the meeting. The use of any provided information to harass, threaten or intimidate a registered sex offender is a crime, and anyone violating this law will be subject to prosecution. If you have questions, please call the Wheat Ridge Police Department at (303) 235-2945 Sincerely, Daniel G. Brennan Chief of Police DB/jl N"viv.ei.wheatridge.co.us City of heat id e Poll Community Notification Meeting Introduction and Ground Rules Thank you forjoining us this evening. We recognize that you are here because you are concerned about the presence of a sexually violent predator (SVP) in your neighborhood, and may have questions or concerns for yourself and your loved ones. An agenda of tonight's meeting is on the back of this page. Please note that we will address specific information regarding the SVP after we present the educational information regarding sex offenders. The reason for the order of the agenda is to ensure that you have a context to better understand sexual offenders and personal safety, as the SVP may not be the only sex offender in any given neighborhood. We want to address your concerns, so we will take questions at the end of the meeting. Ground Rules: The facilitator of tonight's meeting will be identified. The facilitator will keep us to the agenda, maintain ground rules, facilitate questions, and begin and end the meeting on time. Please hold all questions until the question and answer period of the meeting. Participants will be limited to one question each. Second questions will be taken only after all the first questions have been asked, and time permits. We recognize some of you may have personally experienced sexual assaults, or know people who have. Although this meeting is not an appropriate place to discuss your personal experiences, there will be victim advocates present and referral information available to you at the end of the meeting. If you or someone you know needs to report a sexual assault, please approach one of the law enforcement officers present or a victim advocate after the meeting for information on how to make a report. • The meeting will be conducted by the Wheat Ridge Police Department in an orderly and respectful fashion. • Anyone attempting to disrupt this meeting will be escorted out of the meeting by the Wheat Ridge Police Department. • The meeting will begin and end on time. www.ci.wheatridge.co. us Community Notification Meeting November 20, 2008 Glory of God Lutheran Church Agenda Introduction A. Welcome by Chief Brennan B. Introduction of Notification Team C. Review of ground rules D. Format of meeting 11. Overview of Sex Offender Legislation A. Review of Federal laws B. Review of Colorado laws C. Community Notification III. Educational Information A. Management of Sex Offenders B. Facts & Statistics about Sex Offending C. Sex Offender Characteristics D. Impact on Victims of Sex Offenses E. Sexual Assault - Alcohol & Drugs IV. Information Regarding Subject of Notification A. Bulletin with SVP information will be distributed B. Review of the information V. Community Responsibility\ Vi. Community Protection and Safety Issues A. Explanation of additional handouts B. Resources that will be available after the meeting VII. Question and Answer Period n ] 9 L v n u T M W C N o I v ® o C N d d E O N N Y c I ~ uj Y o Ig j d uNi co d : O h O LLB a d vd c > _ c Y F ® . 3 . r.{ LL d F C7 a Z w N ' d N d o U4 ¢ ~ i w Q C G w Z I I I O ° H I v d H LL z : N LL I I Z . r H ~ I c L I I t C G ! 'I i U I N N N i9 1L " Ia Z Id - 10 N ,E d ~ S W I ' N 6 I c I A I ~ ~ I N I ~ I C d L d ' E N Y i= c C 0 d 9 IO d 1 N O O g O v I O U O . 0 1 C F1 N a a ' d C d 0 c y Y c ; d I 3 d J o N 1 d I I ; d 1 N h d z :d u E i'q J 10 x iW F) E d z U ' ~ i ] I U n u T J T U I i f 1 ' i : I i N ~ I N v ~ I 9 ! I 9 10 d L L ~ Y M i I 01 j O1 N N : V U I i r+ N ! d I d E I I E N I I N Y I N c c ~ c O d n7 ~ O N 9 C N w N C N 4 v: a I v ' c ' ' E d E I d o ° I o _ x I I = 1 i t I 1 3 3 d ! d I E I E ~ I I I o o c I c I H I N I I d g I al a 1 1 1 111 1 N , ~ I A L i I Y ' ~ .I c ; d V c , d d N V ' c c ' O d 9 G IV ~ ' d 6 Yn p a ' I a i d ' I ~I e ~ ~ I x o ' Y d I i I E 0 c I N a I i E ;I E E z i z I i L ~ I 1 I 1 I I I I , ! I {L j I I I i ' I ! IL E m i 9 a . N '9 la I I E v v I h I° a I E ~ 'v v ~ a I I d d d c z z z d h J E x W w J E I S d W m J E x W ( y J E S heat edge FREQUENTLY ASKED QUESTIONS 1) What does SVP mean? SVP stands for Sexually Violent Predator. SVP is a designation given to some adult convicted sex offenders. In 1999, the General Assembly decided that a small percentage of persons who are convicted of offenses involving unlawful sexual behavior continue to pose enough of a risk to the community that persons in the community should be told when the SVP moves into their neighborhood. SVPs are identified by their crime of conviction and by their performance on a scientific screening instrument. Persons meeting the criteria for SVP must register quarterly with their local law enforcement agency. If an SVP was convicted of an offense on or after 07/01/99, the community may be notified via a Community Notification Meeting and through the use of notification materials developed and approved by the Sex Offender Management Board. 2) If this sex offender is so dangerous, why is he allowed out in the community? Most SVPs are sentenced to lengthy prison terms, although some SVPs can be released into the community on probation, directly upon sentencing, or on parole, following incarceration and sex offense-specific mental health treatment at the Department of Corrections. This may also mean that the SVP may be granted a work release as a condition of parole or probation. In determining an SVP's risk to the community, the Court or Parole Board considers the professional recommendation of the probation officer or Department of Corrections case manager, and the assessment of sex offense-specific mental health evaluators or treatment providers. If the SVP is determined to be manageable in the community, a recommendation may be made that he/she be supervised by probation or parole. In all cases, the court or Parole Board must make the determination regarding the placement of an SVP. ® The Court or Parole Board makes the final determination regarding the SVP's release into the community. ® As a state, we do not imprison all sex offenders. 65% are released into the community, including those who are supervised by the criminal justice system through probation or parole. ® In Colorado, many SVPs will be subject to our Lifetime Supervision Law, which makes it easier to contain an offender if they demonstrate increased risk. In case of other sex offenders who are not determine to be SVPs, many are convicted of offenses with determinate sentences, which mean that they have a time limit on their sentence. These offenders may complete their required period of supervision or be released into the community without probation or parole supervision. Most are required to register as a sex offender with law enforcement. 3) Why aren't communities notified when other types of sex offenders are released? Communities in Colorado are notified when all convicted sex offenders' move into their jurisdictions, either through the sex offender registry or the community notification process regarding SVPs. The sex offender registry lists all convicted sex offenders who are required to register with local law enforcement in each COmlilunlVty. '"very citizen III uhe right to Obtain the legI from his or her local law enforcement agency. Colorado law also requires community notification regarding sex offenders who have been assessed to be sexually violent predators, or those who are at highest risk to re-offend. This is accomplished through this community meeting. 4) Isn't it just a matter of time before the SVP commits another crime? Many sex offenders can be closely monitored for risk behavior while under supervision and treatment. Some can learn through treatment to manage their sexual offender behaviors and decrease their risk of re-offense. However, such behavior management should not be considered a "cure," and treatment cannot permanently eliminate the risk that sex offenders may repeat their offenses. 5) Now that I know a sex offender lives in my community, what should I do differently to protect family and myself? Read the educational and public safety materials available at the Community Notification Meeting, which offer prevention information regarding sex offenders for you and your family. ® Read the SVP Bulletin to learn more about this specific SVP and any behaviors you should report to law enforcement. ® Support and attend sexual assault prevention programs for yourself and your children. 6) What do I tell my children about this SVP? In a manner which does not incite panic, instruct your children to avoid all contact with the SVP, even if the SVP's offense of conviction does not involve an offense against a Child. Instruct t1 iem to avoid being in the vicinity of the SVP's residence or workplace. Review the public safety materials with your children and encourage your child to tell you about any contact with the SVP or any other person who make them feel uncomfortable. It is important to teach your children about appropriate and inappropriate contact and to encourage regular discussion about their interactions with others. y) Flow would I know if my child has been sexually victimized? If you notice behavioral changes or if you suspect that your child has been sexually victimized, contact your local law enforcement agency, Department of Social Services, or Child Advocacy Center immediately. Also, give your child permission to talk to you about things that may be bothering them and encourage them to attend child abuse prevention programs held through schools and community programs. It is important to remember that though SVPs may pose a risk, they are not the only sex offenders in the community. Other offenders who may be dangerous, but who are not subject to community notification by law, include all un-convicted sex offenders, all sex offenders who offenses were committed prior to July 1, 1999, and many who have not been identified as known sex offenders. Research indicates that a person is most likely to be sexually assaulted by someone they know. POLICE DEPARTNIENT PERSONAL SAFETY TIPS Please be aware that there are no perfect protection strategies. There is no way to predict all possible situations. These tips are intended to reduce, not eliminate the risk of assault. ® The primary responsibility for any sexual assault rests with the offender and not the victim. Unfortunately, you can take all reasonable measures to reduce your risk and still be assaulted. ® Knowledge is power. Though many sex offenders are NOT known to law enforcement, you can educate yourself about those known offenders who reside in the community by contacting the Wheat Ridge Police Department. ® Remember that most sexual assaults are committed by someone the victim knows. The stranger does not pose the highest risk to you. 78-90% of sex offenders are known to their victims and include relatives, friends, and authority figures. If you feel uncomfortable in someone's presence, trust your instincts and take steps to distance yourself from him or her. Don't be afraid to make a scene if necessary. Tell someone! ® Societal myths are beliefs that contribute to the continuation of sexual assault and abuse. Understand the current rape myths and help debunk these myths for others. Avoid high-risk situations. Be observant and aware of your surroundings. Avoid poorly lit areas where an attacker might hide. Identify safe people in your neighborhood that you or your children can go to if your need help. Be thoughtful and use good judgment in choosing your friends and partners. Be careful of your use of alcohol and drugs; you are more vulnerable to attack if you are intoxicated. Do not leave your food or drink unattended at a party or in a public place. Don't be embarrassed to use security staff at work or when shopping to walk you to your car. Do not pick up hitchhikers or stop to help a stranger in a stalled vehicle; use a phone in a safe location to call for help. Be cautious about making personal contact with those you meet on the Internet or in other similar environments. ® Do not harass the offender. The purpose behind community notification is to reduce the chances of future victimization of persons by this offender. The information presented through this notification should assist you and your family in avoiding situations that allow easy victimization. Initiating contact with the sexually violent predator can increase the risk of you or your family being victimized or may drive the offender underground, placing others at greater risk. WHAT CAN I TELL MY CHILDREN? ® Avoid scary details. You know more than your child needs to know. Use language that is honest and age-appropriate (e.g., "there are people who do bad things to children"). Include general information, as this may protect them from others who would try to harm them as well. If your child is likely to have contact with the sexually violent predator or other registered sex offenders, you should show your child the sex offender's photo. Instruct them to avoid contact with the offender and encourage them to tell you if he or she initiates any contact. In general, all supervised sex offenders are prohibited from initiating any contact with children, and any contact should be reported to the supervising officer. Teach your child. DON"T take rides from strangers; DON'T harass or visit any sex offender's home or yard; DO tell a safe adult if anyone acts inappropriately toward them (e.g., creepy, too friendly, threatening, offering gifts in a secret way, or touching them); DO RUN, SCREAM, and GET AWAY if someone is bothering them; DON'T keep secrets; DON'T assist strangers; DON'T go places alone; DO ask questions and DO talk about any uncomfortable feelings or interactions. ® Make it a habit to LISTEN to your children and to believe them. If a child listened to and believed about small everyday things, they are more likely to share the big scary things with you. Be sensitive to changes in your child's behavior. Pay attention to your child's feelings and thoughts. Role-play safety with your child. Act out scenarios of various dangerous situations and teach them how to respond (e.g., home alone and someone comes to the door; separated from Mom in the toy store and a man comes up to talk to them; or chatting on the Internet and they are asked for their home address). SEX OFFENDER CHARACTERISTICS ® Most offenders commit multiple crimes against multiple types of victims with whom they have varying types of relationships (adults, children, male, female, known, and unknown). This behavior is known as crossover. ® Sex offenders rarely commit just one type of offense. Many offenders have NO criminal history or sex crime history of any kind. ® There is no such thing as a "typical" sex offender; however, all tend to be manipulative, deceptive, and secretive. Sex offenders come from all backgrounds, ages, income levels, and professions. 9 The majority of offenses (78-90%) are committed by someone the victim knows. ® Sexual deviancy often begins in mid to late adolescence (Abel 1995). ® Sex offenders do not usually commit their crimes impulsively. They usually employ careful planning and preliminary steps that, if interrupted, can prevent an actual crime (CSOM). ® The vast majority of sex offenders are male; only 20% of child sex offenses are committed by women (ATSA 1996). FACTS AND STATISTICS ABOUT SEX OFFENDING ® In 1994, there were estimated 234,000 convicted sex offenders in the United States. ® There are approximately 3,500 sex offenders in the Colorado Department of Corrections (DOC); this number includes 35 sex offenders on Lifetime Supervision. ® There are approximately 350 sex offenders on parole in Colorado, which accounts for approximately 8% of DOC population. ® There are approximately 2,200 sex offenders on probation in Colorado (this figure includes 27 sex offenders on Lifetime Supervision). ® Each year, approximately 65% of persons convicted of sex offenses are placed on probation, 35% in prison, and a small percentage go to community corrections programs. ® Most victims of sexual assault do not become sex offenders. ® in the first year of Community Notification Program, 16 sexually violent predators were identified and 15 were sentenced to DOC. a Offenders may be caught for one type of sex offense and be at a high risk for another type. ® Conviction of a crime is only one indicator of risk. Risk assessment always includes consideration of multiple factors. The majority of sex offenders are not caught or detected. ® Less than 16% of sexual assaults are ever reported to law enforcement. ® 1998 Colorado Behavioral Risk Factor Surveillance System (BRFSS) Study is an ongoing telephone survey which showed: 1 in 150 women and 1 in 830 men in Colorado had experienced a completed or attempted sexual assault in the past 12 months. - Approximately 16% of these assaults were reported to police. 1 in 4 women and 1 in 17 men in Colorado had experienced a completed or attempted sexual assault in their lifetime. IMPACT ON VICTIMS OF SEX OFFENSES Overwhelming experiences such as sexual assault or abuse create significant stress responses. There are many different responses to trauma that victims of sexual assault can exhibit. Generally, people respond to trauma in one of two ways, expressed and/or controlled. The same person may experience both reactions at different times: Victims experiencing the expressed response may be crying, visibly frightened or angry, otherwise very emotional. They may talk about what happened to them, sometimes over and over again. They may attempt to process the violation and pain they have experienced by expressing extreme fear or anger. Another reaction may be to attempt to protect themselves against further harm by keeping others at a distance either verbally or physically. These are normal protective behaviors in response to abnormal life events. Victims experiencing the controlled response tend to be very quiet and tense. It may be a tremendous effort to answer questions or to even give simple one- word answers. They are responding to trauma by conserving their energy and pulling inward. They may experience feelings of numbness or extreme emotions of terror or anger inside, but not exhibiting it on the outside. It may appear they are not being cooperative with helpers around them; however, they are simply coping with the trauma the best way they know how. Either reaction or a combination of both reactions is normal. One reaction is not more "credible" than another! ® Sexual trauma inflicted by a known perpetrator tends to create a more difficult recovery than sexual trauma inflicted by a stranger. The victim must also deal with betrayal by someone they have formerly trusted. Sexual trauma can create post-traumatic stress disorder or other clinical reactions. Nearly 1/3 of all rape victims develop rape-related PTSD according to the National Center for Victims of Crime. ® Long term damage to the victim may take the form of some or all of the following symptoms: depression, chronic anxiety, feeling of dissociation (not feeling connected to oneself), flashbacks to the traumatic event, avoidance of anything that reminds them of the traumatic event, intrusive thoughts, relationship disruptions such as increased conflict or divorce, loss or diminishment of sexual interest or responsiveness, loss of concentration, heightened fears, chronic sleeping or eating problems, exaggerated startle response, irritability, suicidal thoughts, a diminished interest in living and an inability to enjoy previously enjoyed life activities. ® Male victims of sexual assault and abuse are more likely to develop antisocial disorders and substance abuse problems. ® Female victims are more likely to develop depression and substance abuse problems. The above-mentioned responses are minimized and recovery is enhanced when a victim is believed and supported and has access to victim advocacy and treatment services. ® Many social myths continue to support the act of rape. The most common myths (or sociocultural misconceptions) about rape are: (Myth) She asked for it. (Reality) No woman asks to be raped or sexually assaulted. The victim's behavior or appearance is not the issue in question. Consent is the issue. - (Myth) It can't happen to me. (Reality) Anyone is a potential victim, irrespective of age, race, educational background, or income level. - (Myth) The primary motive for rape is sex. (Reality) Power, anger, and control are the motives for rape - not sex. - (Myth) Rape occurs only among strangers. (Reality) Only 22% of rape cases involve strangers. The rest - 78% are committed by individuals the victim knows well - a spouse, father, boyfriend, relative, friend, or neighbor. (Myth) Rape does not happen in marriages. (Reality) One aspect of domestic violence is martial rape. When a spouse is forced or coerced into having sex, it is rape. - (Myth) No woman can be forced to have sex against her will. (Reality) A woman can be coerced by physical force or threat of injury or death. Almost half of all rape victims fear serious injury or death during a rape. - (Myth) Most rape victims suffer visible physical injuries during an attack. (Reality) The fact is that over two-thirds of rape victims fearing injury or death do not resist an attack and, hence, do not sustain any bruises, marks, or other visible injuries. - (Myth) A woman who says "no" usually means "yes." (Reality) "No" means no. Nonconsensual sex is rape. ® It is rare that an individual files a false report of rape or abuse. In fact, it is estimated that less than 16% of all sexual assaults are ever reported. Reporting an assault can be humiliating and difficult. COMMUNITY SEX OFFENDER MANAGEMENT ® Most convicted sex offenders in Colorado are subject to the supervision of a criminal justice agency, either probation, parole, or community corrections. a Colorado Statute and the Sex Offender Management Board state that sex offenders are dangerous, in recognition of the harm they cause and their risk to re-offend. They also indicate that sexual offending is a behavioral disorder that cannot be "cured." According to the Sex Offender Management Board, community safety is paramount and comes before the needs of the offender. Community safety means that the primary goal is to prevent the offender from victimizing any other person. ® While sex offenders cannot be cured, it is believed that some can be managed. The combination of comprehensive treatment and carefully structured and monitored behavioral supervision conditions may assist some sex offenders to develop internal controls for their behaviors. o In Colorado, the system used to manage sex offenders who are placed in the community is called the Containment Approach. In order to best protect the public, sex offenders are never managed by an individual person, rather they are managed by community supervision teams consisting of supervising criminal justice officers (probation, parole officer or community corrections), polygraph examiners and treatment providers. Supervising officers set conditions for the offender, monitor their behavior, and can impose sanctions for infractions. Treatment providers gather information about the offender, assist with monitoring and administering a long-term comprehensive set of planned therapeutic interventions designed to change sexually abusive thoughts and behaviors. The polygraph examiner assist in gathering a full and accurate history of the offender's behavior and monitors current compliance with conditions and risk behaviors. Sex offenders must waive confidentiality for evaluation, treatment, supervision, and case management purposes. All members of the team managing and treating each offender must have access to the same relevant information. Sex offenses are committed in secret, and all forms of secrecy potentially undermine the rehabilitation of sex offenders and threaten public safety. This approach has been identified through research to be the best way to manage adult convicted sex offenders in the community. Successful containment, treatment, and management of sex offenders is enhanced by the involvement of family, friends, employers, and others who have influence in sex offenders' lives, when these people are willing to support the conditions and requirements of the criminal justice system. ® Assignment to community supervision is a privilege, and sex offenders must be completely accountable for their behavior. They must agree to intensive and sometimes intrusive accountability measures that enable them to remain in the community rather than in prison. They must learn to be accountable to maintain the privilege of remaining under community supervision. The above statistics and educational information was provided by the Colorado Sex Offender Management Board. he at edge Child Sexual Abuse ® What Parents Bleed to Known 1. Talking to your child before an assault happens is the best prevention: ® Children are best protected by giving them the knowledge and skills necessary for their safety. a Let your child know that safety rules apply to all adults including family members. ® Encourage your child to tell someone about secrets that are making her/him feel bad. ® Let your child know that you are available to talk and listen. Allow your child to share thoughts and listen closely to what they are telling you. ® Help your child understand who they can trust. Talk with your child about this and listen to their input. ® Tell your child that if someone touches her/him to tell and keep telling until someone listens. ® Instilling a sense of strong self-esteem in your child may help your child avoid feelings of responsibility and guilt if they are victimized. ® Open sexual communication at home can make it easier for children to disclose sexual abuse by minimizing discomfort. ® A child is never to blame for the abuse. Children cannot prevent abuse, only the offender can. 2. Knowing perpetrator tactics and how a child may react can help you detect sexual abuse: ® Offenders may threaten to hurt the child or a family member of the child if they tell anyone about the abuse. This is common regardless of whether the perpetrator is a family member, friend, acquaintance or stranger. ® A child often feels that she/he is to blame for the abuse. The offender may reinforce this by using guilt tactics on the child. ® Offenders often follow up abusive incidents with treats or gifts for the child. This is very confusing for the child and may make her/him feel guilty for accepting the gifts and/or for feeling bad about the abuse. ® Be aware if your child talks a lot about a particular adult or older person. ® Be aware of individuals (family member, friend, neighbor) who spend an inordinate amount of time with your child. ® It is common for a child to deny that abuse happened when it did or tell about the abuse and then recant their original statement. There is little evidence that children make false allegations of abuse. 3. Responding appropriately when your child is victimized can make all the different in her/his healing process: ® If you think abuse is going on, act on that feeling or instinct. ® Believe your child when they tell. ® Don't force a child to talk or stop talking about the abuse. Allow them to go at their own pace. Be patient. ® Remind your child how strong she/he was for telling about the abuse. ® Getting your child involved with a support group of peer survivors can help eliminate feelings of isolation. ® Get support for you and your child, this is a very difficult issue for any one person to handle. heat edge POLICE DEPARTIMENT CHILD SEXUAL ABUSE INFORMATION Sexual Abuse Includes - Fondling or touching the child's private parts. - Forcing the child to touch another's private parts. - Exposing children to adult sexual activity. - Exposing children to pornographic materials. - Having children perform in pornographic movies. Having children posing for pornographic materials. Sexual intercourse. Statistics 1 in 4 girls and 1 in 6 boys will be sexually assaulted before age 18. 85% of child sexual abuse is committed by relatives, close family friends, or an adult that the child knows and/or trusts. The median age that girls and boys are sexually abused is 9 years old. Teaching Personal Safety Rules Include personal safety rules around sexual abuse in your conversations about fire, traffic, and bike safety. - Discuss with children the difference between safe and unsafe touches. The key here is that they get to decide what feels safe and what feels unsafe. - Teach children about private parts of their body and the proper names for all their private parts (private parts include mouth, chest, genitals or the area between their legs, and their bottom). - Let children know that safety rules apply to all adults, not just strangers (this includes family members, friends, older kids, babysitters, etc-)- - Let children know that abuse is never their fault even if they don't follow the safety rules or are doing something that is against the rules when the abuse occurs. - Let children know that their body belongs to them and it is not okay for another person to touch their private parts. Address exceptions to this rule and why there is a difference (medical exams, help with bathing or going to the bathroom, etc.). Teach children that it is okay to say NO if someone tries to touch their body or makes them do things that feel uncomfortable, no matter who the person is (this includes family members, friends, older kids, babysitters, etc.). Teach children to not keep secrets about touching or bad feelings no matter what the person said would happen if the child told. Teach children about the difference between a secret and a surprise. Talk to children about how to identify a safe adult for them to talk to if someone touches them. Encourage children to tell and keep telling until an adult does something to help them. Signs of Possible Sexual Abuse - Excessive clinging or crying. - Sleep disturbances, nightmares. - Fear of particular adults or places. - Bedwetting. - Problems at school. - Withdrawal from family and friends. - Alcohol or drug use. - Change in eating habits. - Frequent touching of or preoccupation with private parts. - Unexplained pain, irritation, bleeding of mouth or private parts. - Any unexplained changes in behavior or development of new behaviors. How to Support a Child Who is Abused - Listen to and believe the child when he/she discloses sexual abuse. - Reassure the child that her/his safety is important to you. - Assure the child that he/she is not to blame for the abuse. - Remember that how you respond to the child is critical to her/his ability to deal with the trauma of abuse, try not to overreact. - Don't pressure the child to talk (or stop talking) about the abuse; allow the child to talk at her/his own pace. - Get appropriate medical attention for the child. - Get support for the child, family members, and yourself; this is a very difficult issue for any one person to handle. /djb n ✓1 City of WheatBLdge PARKS AND RECREATION Memorandum TO: Mayor and City Council THROUGH: Randy Young, City Manager FROM: Joyce Manwaring, Parks and Recreation Director DATE: November 17, 2008 SUBJECT: 38`h and Kipling Park Construction - Joint Venture Grant Resolution and Application The December I" study session agenda includes the 38`h and Kipling future park as a discussion item. The staff presentation at the study session will provide information on phasing options and possible timelines for construction of the park. Typically a Jefferson County Open Space grant application is submitted for an approved 2009 appropriated project, however, the joint venture grant application is due December 4, 2008. As part of the grant application a resolution in support of the project is required. In 2009, the project with the greatest opportunity to maximize and leverage funding is the 38`h and Kipling park project. Due to the timing of the study session versus the due date for the grant application, in order to meet submission deadlines, the grant resolution is scheduled on the agenda for Monday, November 24 h, with the understanding that further discussion will occur at the December study session. The approval of the resolution does not commit the council to any fund expenditures or construction scheduling. City of Wheat iidge MUNiTY DEVELOPMENT Memorandum TO: Planning Commission THROUGH: Ken Johnstone, Community Development Director FROM: Jeff Hirt, Planner II DATE: November 14, 2008 (for November 20 public hearing) SUBJECT: Status of Short Term Code Amendments The purpose of this memo is to provide a brief update to the Planning Commission on the status of the zoning code amendments project. Several sections of the short term zoning code amendments have been drafted and have undergone review by planning staff and the city attorney. Before bringing these sections forward, there are some outstanding policy questions that need to be answered on a few items. With this, we have scheduled a study session with City Council on December 1, 2008 to discuss some of these items. Following this study session, planning staff will be bringing multiple drafts forward to the Planning Commission at the next available meetings. Specifically, the status of the project and the individual code sections identified on our "short term" list can be summarized as follows: Section 1. Extended stay lodging Status • New language drafted, finalized • Need general policy direction from City Council (e.g., nonconforming existing extended stay rooms) 2. Floodplain administrator duties • New language drafted, finalized • Ready for Planning Commission public hearing 3. Planned development amendments internal staff draft distributed, revisions needed 4. Residential front setbacks • Reductions in front setbacks proposed • More evaluation and research on affect on existing neighborhoods needed (some done already) • Policy direction from City Council needed • Staff may evaluate all setbacks in one package to bring forward, which will require additional time. 5. City-initiated zone changes Internal staff draft distributed, revisions needed Short Term Code Amendments 11120108 Sec tion Status 6. Zoning district boundary discrepancies • New language drafted, finalized • Need policy direction from City Council (e.g., administrative authority for split zoned lots) 7. Parking regulations No drafts yet 8. Assembly of R-3 land for development No drafts yet 9. Residential group homes No drafts yet 10. Residential density in planned No drafts yet - was pending results of ballot developments question(s). City of I( I Wheatp_,. dge OFFICE OF THE CYIY MAKAGER Memorandum TO: Mayor and City Council ~y}~ THROUGH: Randy Young, City Managef.3& y FROM: Patrick Goff, Deputy City Manager.-W DATE: November 11, 2008 SUBJECT: Debrief of Wheat Ridge 2008 Special Election Attached are the unofficial election results for the two ballot issues and the one ballot question that the City of Wheat Ridge placed on the 2008 special election. All three items were not approved by the voters of the City. The attached results are broken down for each ballot item by the number of yes, no and under votes. In addition, the results are also broken out in greater detail by how citizens cast their votes (polling place, mail-in, early voting) and also by precinct. Josh Magden from George K. Baum will be at the study session on November 17'h to discuss these election results and potential next steps with the Mayor and City Council. of 23 Precincts ReMbrg Percent Votes v=S 35.87% 5,498 58.45% 8,958 Under Votes 5.68% 871 15,327 23 of 23 Pmcitrds Repwft Percent Votes YES 32.27% 4,947 NO 58.83% 9,019 Under Votes 8.90°% 11365 15,331 Jefferson - Election Results 2008 General Election Website last updated 11/5/2008 2:47:14 PM MST Summary > Vote type summary Active Registered Voters: 302,259 Ballots Cast: 291,176 Voter Turnout: 96.33% Page 1 of 1 Precincts Partially Reported: 0 of 328 Precincts Completely Reported: 328 of 328 FINAL UNOFFICIAL ELECTION NIGHT RESULTS Total Registered Voters: 371,145 Powered by - SOE Software CITY OF WHEAT RIDGE BALLOT ISSUE 2A (Vote For 1) Choice Polling Place (Paper) Polling Place (DRE) Mail-In Early Voting Total Percent YES 766 97 4,197 438 5,498 35.87% NO 1,425 238 6,620 675 8,958 58.45% Under Votes 204 30 532 ! 105 871 5.68% http://results.enr.clarityelections.com/CO/Jefferson/9275/13337lenlvts.httnl?cid=0170 11/11/2008 Jefferson - Election Results FINAL UNOFFICIAL ELECTION NIGHT RESULTS Total Registered Voters: 371,145 Page 1 of 1 2008 General Election CITY OF WHEAT RIDGE = Precinct Reporting BALLOT ISSUE 2A (Vote For 1) Website last updated 1115/2008 2:47:14 PM MST Precinct YES NO Under Votes Total 7202430002 96 242! 34, 372 7202430003 310 490 62, 862 7202430005 345 469 34 848 7202430006 220! 448: 44 712 x.7202430007 393 440 38! 871 x7202430008 258 361 37 656 q#.7202430009 319 408, 72 799 7202430010 291 405! 36 732 X1]202430011 235! 351 31 617 x!7202430012 246, 3601 18, 624! 7202430013 333 411, 33 777 7202430014 257 376; 35! 6681 x'7202430015 1381 2544 26' 418' V# ',7202430016 293; 453 62'.. 808: %017202430017 Precinct 277 YES' 625 NO!, 57' Under Votes; 959 Total %117202430018 265! 570!, 42; 877. q* 7202430020 1981 314; 291 541! q7202430021 1611 364! 44: 5691 x;7202430024 275' 533'; 43~ 851, 7202430027 0, 2: o 2' x7202430029 174! 408! 31 613 7202430033 155: 322! 28. 505 x'7202430037 2591 352' 35 646!: Total: 5,498! 8,958 871: 15,327; Powered by - SOE Software http://results.enr.clarityelections.com/COIJeffersonl9275/13337lenlmd data.html?cid=01... 11/11/2008 Jefferson - Election Results 2008 General Election Webs-rte last updated 11 /512008 2:47:14 PM MST Summary > Vote type summary Active Registered Voters: 302,259 Ballots Cast: 291,176 Voter Turnout: 96.33% Page 1 of 1 Precincts Partially Reported: 0 of 328 Precincts Completely Reported: 328 of 328 FINAL UNOFFICIAL ELECTION NIGHT RESULTS Total Registered Voters: 371,145 Powered b - SOE Software CITY OF WHEAT RIDGE BALLOT ISSUE 2B (Vote For 1) Choice Polling Place (Paper) Polling Place (DRE) Mail-In :Early Voting Total Percent YES 648 111 3,788 400 4,947 32.27% NO 1,442 219 6,669 689 9,019 58.83% Under Votes 305 35 896 129 .1,365 8.90% http://results.enr.clarityelections.com/COIJeffersonl9275/13337lenMs.html?cid=0171 11/11/2008 Jefferson - Election Results FINAL UNOFFICIAL ELECTION NIGHT RESULTS Total Registered Voters: 371,145 Page 1 of 1 2008 General Election CITY OF WHEAT RIDGE = Precinct Reporting BALLOT ISSUE 2B (Vote For 1) Website last updated 1115/2008 2:47:14 PM MST Precinct YES' NO Under Votes Total! x'7202430002 107! 223 42 372 f 7202430003 248! 518 96 862 d 7202430005 335 452 62 849 yd 7202430006 211 434 67 712'. 7202430007 305' 501 65 871 V/7202430008 225 363 68 656 7202430009 288' 417 95 800' 7202430010 238! 422 72 732 V:7202430011 214; 344 59: 617 V7202430012 218! 367' 40 6251 7202430013 273 450 54, 777 x!7202430014 222, 387! 60' 669!, x;7202430015 146! 239' 31 416 .t!7202430016 290' 438 79 807- x'7202430017 Precinct 2761, YES 600 NO 83 Under Votes 959 Total 7202430018 246: 558 74i 878' x;7202430020 160! 3351 46 541' r/ 7202430021 159.; 354: 58! 571' ~i7202430024 2591 522, 711. 852 x;7202430027 01 21 0; 2 7202430029 150! 412 51 613';; 7202430033 143. 320 41: 504t x/7202430037 234 361 51 646!. ;Total 4,947 9,019, 1,365! 15,331 Powered by - SOE Software http://results.enr.clarityelections.com/CO/Jefferson/9275/13337lenlmd_data.html?cid=01... 11/11/2008 Jefferson - Election Results 2008 General Election Website last updated 11/5/2008 2:47:14 PM MST Summary> Vote type summary Active Registered Voters: 302,259 Ballots Cast: 291,176 Voter Turnout: 96.33% Page 1 of 1 Precincts Partially Reported: 0 of 328 Precincts Completely Reported: 328 of 328 FINAL UNOFFICIAL ELECTION NIGHT RESULTS Total Registered Voters: 371,145 Powered by - SQE Sodware CITY OF WHEAT RIDGE BALLOT QUESTION 2C (Vote For 1) Choice Polling Place (Paper) Polling Place (DRE) Mail-In Early Voting ToteI Percent YES 875 137 4,873 484 6,369 41.55% NO 1,094 186 4,888 589 6,757 44.09%, Under Votes 426 42 1,588 145 2,201 14.36% http://results.enr.clarityelections.com/COIJeffersonl9275/13337lenlvts.html?cid=0172 11/11/2008 Jefferson - Election Results FINAL UNOFFICIAL ELECTION NIGHT RESULTS Total Registered Voters: 371,145 Page 1 of 1 2008 General Election CITY OF WHEAT RIDGE = Precinct Reporting BALLOT QUESTION 2C (Vote For 1) Website last updated 111512008 2:47:14 PM MST Precinct YES NO Under Votes Total 7202430002 161 154 57 372 7202430003 341 376 144 861 .q# 7202430005 356 391 103 850 ,,0 7202430006 278 329 104 711 7202430007 382 387 102 871 * 7202430008 287 259 110 656 X17202430009 317 338 144 799 x;7202430010 296 316 119, 731 7202430011 274! 255; 871 616 V 7202430012 255! 294 75, 624 x;7202430013 381: 291 105! 777 7202430014 289 273 106! 668: x'7202430015 174, 184 60 418 x'7202430016 369! 321 118! 808', x!7202430017 Precinct 365 YES j 452 NO 142! Under Votes 959 Total i x;7202430018 348'11 406, 124:, 878'. 7202430020 234; 233! 74 541; 7202430021 213; 265 93, 571! x;7202430024 368; 371: 113, 852: x:7202430027 0i 2! 0' 2 x!7202430029 2051 336. 71, 612; X17202430033 1871 259 58 5041 X17202430037 289j 265: 92: 646' Total: 6,369 6,757 2,201 ! 15,327 Powered by - SOE Software http://results.enr.clarityelections.com/COIJeffersonl9275/13337lenlmd_data.htrnl?cid=01... 11/11/2008 rA V v a aA N 0 4 .pm( U s6A ° City of Wheatl~ is OFFICE OF THE CITY MANAGER Memorandum TO: Mayor and City Council FROM: Randy Young, City Mana DATE: November 11, 2008 SUBJECT: Parks and Recreation Department Organizational Structure Assessment Attached is the final report of the "Organizational Structure Assessment of the Parks and Recreation Department" dated November 3, 2008 from The Mercer Group, Inc. Mr. Steve Egan will be present at the November 17, 2008 study session to review the report in greater detail with the Mayor and City Council. The 2006/2007 Strategic Plan included a management study and performance audit of the Parks and Recreation Department as an action item to further the goal of Creating a Sustainable City Government. The focus of the study was to assist the City Manager to address the following questions: 1. What is the ideal organizational structure for the next decade? 2. What is working and what is not working well with the current structure? 3. What structure (or structural options) would result in improved service and greater outcome efficiencies? 4. What strategies might be considered to best utilize staff to improve customer satisfaction and achieve set goals? 5. What "best practices" can be considered in relation to optional organizational structures? 6. What cost saving measures could/should be considered? Although this study was originally initiated in May 2007, the final report was delayed due to a long-term illness suffered by Mr. Egan. (See attached report from Randy Young dated February 13, 2008 and letter from Thomas Dority, Senior Vice President of The Mercer Group, Inc. dated February 8, 2008). City of Wheatldge OFFICE OFTHE CnY MANAGER Memorandum TO: Mayor and City Council FROM: Randy Young, ity anager DATE: February 13, 2008 SUBJECT: The Mercer Group Organizational Assessments ATTACHMENT: Letter from Thomas Dority, Senior V.P., The Mercer Group, Inc. Please find attached a letter from Thomas Dority, Senior Vice President with the Mercer Group, Inc. As you are aware, The Mercer Group is currently conducting our organizational assessments of our community development and parks & recreation programs. All of the fact finding and personal interviews needed for these assessments where completed shortly before the end of 2007. Steve Egan had then begun compiling all the information into final reports which where anticipated to be completed by the end of February. However, as Mr. Dority's correspondence indicates, Mr. Egan has faced a "challenging illness" the last several months and they will not be making that timeline. I will keep you apprised as soon as we can reestablish a new realistic timeline for completion and presentation to City Council. Thank you for your patience and as Mr. Dority states our "compassion" regarding this unfortunate situation. As always, please feel free to call with any questions regarding this matter. The Mercer Group, Inc. Consultants To Management 4520W. 14°Slmetl)ive Greeley, CO W634 f970) 37491781 FAX (970) 378.1831 &m lk' lomdodryfCO wlnel February 8, 2008 G. Randolph Young City Manager City of Wheat Ridge 7500 W.29"Avenue Wheat Ridge, CO 80033 VIA Email: ryounggei wheatridge co us Dear Mr. Young: On behalf of The Mercer Group, Inc., I must apologize for our continued delay in completing the reports from our organization assessment of the community development and parks & recreation programs. I know that you are aware of the challenging illness that Steve Egan has struggled with throughout the midwinter, and we greatly appreciate your compassion for that. Clearly, you have also been diligent in your correspondence with Mr. Egan and me in order to move our study ahead to conclusion. Steve has completed so many similar studies promptly and very successfully, and he remains at the center of this work. I have worked with him for well over a decade on many studies and teamed about both his expertise and his diligence in this work. His other team members are also highly qualified consultants whom I admire. They have prepared their parts of the study for Steve to assemble in final reports, findings and recommendations. I am afraid that none of us is in the position to complete those final reports better or sooner than Steve is, and I am no less confident in his ability to do that in a way that the City of Wheat Ridge will be proud of. Steve has informed you and me today of his medical program to regain his good health and to return to the Wheat Ridge reports as his first priority. He has indicated that he can review now the community development materials at any time with your staff and complete the parks & recreation materials within about 10 working days. I must ask again for your patience as he wraps this up. Please be assured that we accept full responsibility for this continued delay and pledge that a valuable set of findings and recommendations will result. Sincerely, THE MERCER GROUP, INC. 4 '~-J Thomas C. Dority ; Senior Vice Presiaeat CC: James I.. Mercer Steve Egan FLORIDA - ATLANTA - NORTH CAROLINA - MICHIGAN - SANPAFH - COLORADO - TEXAS -CALIFORNIA CITY WHEAT RIDGE, COLORADO ORGANIZATIONAL STRUCTUREASSESSMENT OF THE PARKS AND RECREA TION DEPAR TMENT FINAL REPORT The Mereer Group, Inc. Consultants To Management CITY OF WHEAT RIDGE, COLORADO ORGANIZATIONAL STRUCTURE ASSESSMENT OF THE PARKS AND RECREA TION DEPAR TMENT FINAL REPORT THE MERCER GROUP. INC. 1000 Whitlock Avenue Suite 320, Box 129 Marietta, Georgia 30064 770-425-1775 Voice 770-425-8561 Fax steveeeanna,aol.com www.mercergroupinc.com November 3, 2008 1000 RMfock Avenue, Suite 320-129 Marietta, Georgia 30064 Phone 770-425-1775 Fax 770-425-8561 Aeveegan(&,adLcom www.!Mgrcereroupinc.com November 3, 2008 Mr. Randy Young City Manager City of Wheat Ridge 7500 W 29 h Street Wheat Ridge, Colorado 80033 Dear Mr. Young: The Mercer Group, Inc. is pleased to present our Final Report for our Organizational Structure Assessment of the Parks and Recreation Department. The report covers the following subjects: 1. EXECUTIVE SUMMARY II. RESULTS OF INTERVIEWS AND SURVEYS III. DEPARTMENT OF PARKS AND RECREATION IV. PARKS DIVISION V. RECREATION DIVISION VI. IMPLEMENTATION VII. EXHIBITS VIII. ATTACHMENTS Thank you for the opportunity to with City officials and staff on this project. If you have any questions, please call me at 770-425-1775 or email to steveegan@aol.com. Very truly yours, Aw, ?ft~'. THE MERCER GROUP. INC. Stephen D. Egan, Jr. Senior Vice-President TABLE OF CONTENTS Page # 1. EXECUTIVE SUMMARY A. PROJECT OVERVIEW I B. MAJOR FINDINGS AND RECOMMENDATIONS 9 H. RESULTS OF INTERVIEWS AND SURVEYS A. SWOT ASSESSMENT 16 B. EMPLOYEE SURVEYS 22 C. MANAGEMENT PHILOSOPHY PROFILE 30 D. WHEAT RIDGE CITIZEN SURVEYS 32 III. PARKS AND RECREATION DEPARTMENT A. OVERVIEW OF THE DEPARTMENT 39 B. GOVERNANCE 44 C. STRATEGIC PLANNING 48 D. SERVICE DELIVERY STRUCTURE 59 E. ORGANIZATION AND STAFFING 62 F. OPERATIONS MANAGEMENT 66 G. RESOURCE MANAGEMENT 70 IV. PARKS, FORESTRY. AND OPEN SPACE DIVISION A. OVERVIEW OF THE DIVISION 81 B. SERVICE DELIVERY STRUCTURE 87 C. ORGANIZATION AND STAFFING 89 D. OPERATIONS MANAGEMENT 94 V. RECREATION DIVISION A. OVERVIEW OF THE DIVISION 97 B. SERVICE DELIVERY STRUCTURE 104 C. ORGANIZATION AND STAFFING 106 D. OPERATIONS MANAGEMENT 109 i TABLE OF CONTENTS Page # VI. EMPLEMENTATION A. IMPLEMENTATION PROCESS 112 B. IMPLEMENTATION ISSUES 114 C. IMPLEMENTATION PLAN 115 VII. EXHIBITS Follow 116 la - Resource Management Survey lb - GRIPES Survey lc - Organizational Climate Survey 2a - Excerpts from the 2006 Citizen Survey 2b - Phoenix Development Service Customer Survey 2c - Excerpts from Parks Master Plan 3 - Mercer's Local Government Strategic Planning Model 4a - Current P&R Organization Plan 4b - Recommended P&R Organization Plan 4c - Current Parks Division Organization Plan 4d - Recommended Parks Division Organization Plan 4e - Recommended Recreation Division Organization Plan 5 - Westerville, Ohio, Facility Rental Policy 6 - Implementation Plan VIII. ATTACHMENT Follows Exhibits A - Mercer Employee Survey Document ii I. EXECUTIVE SUMAL4RY 71 This section of the report serves an Executive Summary that includes a Project Overview and a summary of Major Findings and Recommendations. A. PROJECT OVERVIEW The Project Overview provides Background information and describes the Scope and Objectives, Mercer Issues reviewed during the study, the Fact Finding Process, Project Activities, Project Deliverables, and the Structure of the Report. Background City of Wheat Ridge The City of Wheat Ridge was founded in 1859, was incorporated in 1969 as a statutory city, and adopted a home rule charter in 1977. The City has a population of 32,454 (2006 DRCOG estimate), with a 2030 population estimate of 36,318 based on a 12% population growth between 2005 and 2030. The City has a geographic area of 9.5 square miles, with a 2030 Urban Growth Boundary Area of 11.2 square miles. The topography is somewhat unique, with a natural ridge traversing the city. Per the 2000 US Census, Wheat Ridge has the following demographic characteristics: ➢ Median Age of 40, which is higher than the regional average of 34. ➢ Median Household Income in 1999 of $38,983, which is lower than the regional average of $52,328. ➢ Home Ownership Rate of 55%, which is lower than the regional average of 66%. ➢ Percent of multi-family housing units is 36%, which is higher than the regional average of 31%. ➢ Average Household Size of 2.18, which is lower than the regional average of 2.51. 19% of the Population is Over Age 65, which is higher than the regional average of 9%. ➢ Disability Rate of 22%, which is higher than the regional average of 16%. The Mercer Group, Inc. 1 Wheat Ridge P&R-Final Report City Government The City is governed by a City Council comprised of a mayor and eight members A City Manager runs day-to-day operations. The Director of Parks and Recreation reports to the City Manager. Various boards, commissions, and committees have a decision-making or advisory role in the policies and activities of the Parks and Recreation Department, including the Parks and Recreation Commission, Cultural Commission, Senior Advisory Committee, and Wheat Ridge Foundation. Most city administrative agencies, but not Parks and Recreation, are based in the Municipal Building, which is located on the west side of the Denver metropolitan area at 7500 W 29's Avenue. Parks and Recreation Department The Parks and Recreation Department manages the activities of three divisions and a number of programs: ➢ Administration: Office of the Director ➢ Parks: Parks Maintenance, Forestry, and Open Space ➢ Recreation: Aquatics, Athletics, Building Maintenance, General Programs, Recreation Center, and Senior/Community Center Parks and Recreation has staff located at three main locations, as well as staff operating programs and maintaining grounds and facilities at numerous parks and buildings across the City: ➢ Recreation Center: A comprehensive community and recreation center located at 4005 Kipling Avenue. ➢ Parks Yard: Parks Division offices and operations yard at Anderson Park (4e Avenue and Field Street). ➢ Senior/Community Center: Located at 6363 W. 35a' Avenue. The Mercer Group, Inc. 2 Wheat Ridge P&R-Final Report The Department's General Fund budget for 2008 is $4,006,714 with a total of 34.13 FTE's. In addition, the City budget includes three other funds that support Parks and Recreation facilities and programs: ➢ Recreation Center Fund: $2,469,734 supported by fees and charges, interest, and miscellaneous revenues. The Center has a projected year-end fund balance of $2,029,646. The fund supports 13.5 additional FTE's - eight in Facility Operations, four in Aquatics, one in Fitness, and .5 in Marketing. ➢ Open Space Fund: $1,100,043 in the 2008 budget primarily supported by the Jefferson County I/2 cent sales tax, as well as by a General Fund transfer at times. ➢ Conservation Trust Fund: $500,000 in the 2008 budget primarily supported by the State Lottery, as well as by a General Fund transfer at times. A more complete description of services and resources are provided in Chapter III, Parks and Recreation Department; Chapter IV, Parks Division; and Chapter V, Recreation Division. Scope and Obiecdves As defined in your RFP, we understand that the City of Wheat Ridge is seeking a qualified consultant to provide an Organizational Structure Review of the Parks and Recreation Department. The companion study for the Community Development Department is provided in a separate document. The Purpose of the project is to: ➢ Assess the current structure, ➢ Provide options for improved service, and ➢ Identify greater outcome efficiencies and cost saving measures. The Objective of the project is to assist the City Manager to address the following questions with respect to the Department Parks and Recreation: L What is the ideal organizational structure for the next decade? 2. What is working and what is not working well with the current structure? 3. What structure (or structural options) would result in improved service and greater outcome efficiencies? 4. What strategies might be considered to best utilize staff to improve customer satisfaction and achieve set goals? 5. What "best practices" can be considered in relation to optional organizational structures? 6. What cost saving measures could/should be considered? The Mercer Group, Inc. 3 Wheat Ridge P&R Final Report Mercer Issues Reviewed During the Study As we do in all our Management and Operations studies, we also reviewed the following Fifty Management Issues. Governance 1. Legal structure and mandates 2. Role of governing and advisory boards and committees 3. Staff support to these boards and committees 4. Policy making and decision making processes 5. Identification of and compliance with legal, regulatory, and policy requirements Service Delivery Structure 6. Organizational location of services and activities both in and outside the city 7. Interdepartmental cooperation among city government departments 8. Intergovernmental cooperation across the region 9. Use of alternative service delivery opportunities, such as interlocal agreements, contracts, and privatization 10. Application of best practices, benchmarks, and local/regional/national comparisons Planning 11. Strategic planning process compared to the Mercer Model 12. Vision, values, mission, long-term goals, and short-term objectives 13. Capital projects planning process, documents, and oversight 14. Financial planning and budgeting processes, documents, and oversight 15. Operational planning processes, documents, and oversight Management Organization and Practices 16. Senior management organization structure 17. Internal workings of the management team 18. Management reporting and communications 19. Documentation of policies and procedures 20. Customer and stakeholder relations and communications 21. Organizational culture and values 22. Management philosophy The Mercer Group, Inc. 4 Wheat Ridge P&R-Final Report Operations Management 23. Work standards and specifications 24. Work planning and scheduling 25. Unit and crew organization and staffing 26. Job classifications, roles, and duties 27. Facilities, equipment, tools, technology, communications, and materials 28. Unit and crew supervision 29. Unit and crew operations, work flow, and productivity 30. Yard and support operations 31. Activity and performance reporting and analysis 32. Emergency management Resource Management 33. Human resources management/personnel administration 34. Training and career development 35. Safety and risk management 36. Employee and labor relations 37. Financial management and reporting 38. Financial transactions and processes 39. Project and activity cost accounting 40. Rates, fees, charges, and cost recovery practices 41. Internal service fund operations and charges 42. Information systems management and support 43. Computer and technology applications (hardware and software) 44. Records management, including documents, mapping, and GIS 45. Materials management 46. Warehouse and yard operations 47. Facilities management 48. Facility and grounds maintenance operations 49. Fleet and equipment management 50. Equipment specification, procurement, and replacement The Mercer Group, Inc. 5 Wheat Ridge P&R Final Report Fact Finding Process List of Interviews We interviewed a wide range of persons with a stake in the department and its services, including: ➢ Mayor and Council ➢ City Manager and Deputy City Managers ➢ External stakeholders (representatives of association and community groups in focus groups) ➢ City support departments (Finance, IT, etc.) ➢ Department Director, senior managers, and most employees (some in groups) Distribution of Mercer Surveys Five Mercer surveys (Values, Resources, Personnel Administration, GRIPES, and Organizational Climate Survey) were distributed to all department employees, with a return rate of about 95%. In addition, fourteen managers and supervisors at the department, division, and section levels were given the Management Philosophy Profile (MPP). Documents Reviewed We collected and reviewed a wide range of documents including: ➢ City Charter ➢ Budgets and Financial Reports ➢ Union Agreements ➢ Department Organization Plan ➢ Department Policies and Procedures Manual Management and Operational reports and data ➢ Parks and Recreation Plan (and associated plans) ➢ Recreation brochures and flyers The Mercer Group, Inc. 6 Wheat Ridge P&R-Final Report Project Activities To accomplish the goals of the project, we conducted the following activities: 1. Site Visit #1: Held a Kickoff Meeting with the City Manager and an Orientation Meeting with the City Manager, Deputy City Manager, and the Parks and Recreation Director. We also met with division and some program heads to learn about department resources and operations, visit facilities, and discuss issues and concerns. 2. Research: Collected and reviewed data and reports, such as the budget, financial report, annual and monthly operations reports, organizational charts, and the like. Distributed to City managers and employees, collected, and compiled the results of Mercer Group questionnaires and surveys (see Exhibits la, lb, and lc). 3. Site Visit #2: Conducted on-site interviews, site visits, and observation of work involving the employees of the department, as well as held follow-up meetings with the Parks and Recreation Director and the City Manager. 4. Site Visit #3: Our Recreation Consultant visited the City to interview the Director, Recreation Manager, and program managers and coordinators. 5. Analysis and Draft Report: Reviewed and analyzed information and data collected during the study, developed preliminary findings and recommendations, and prepared a draft report. Reviewed the draft report with the Parks and Recreation Director, Recreation Manager, and Parks Manager, then updated the draft report for a final review by the City Manager, Deputy City Manager, Parks and Recreation Director, Recreation Manager, and Parks Manager before issuing the final report. 6. Final Report and Presentation: Prepared a final report and made a final presentation to the City Council. The Mercer Group, Inc. 7 Wheat Ridge P&R-Final Report Proied Deliverables and Structure of the Report We prepared Draft and Final Reports for the project, which detail our findings, recommendations, and implementation plan. The structure of the report is as follows: ➢ Executive Summary: Chapter I provides an: • Overview of the Project • Major Findings and Recommendations ➢ Results of Interviews and Surveys: Chapter II summarizes the results of interviews (the SWOT Assessment) and employee and management surveys. Exhibits la, lb, and lc provide detailed results for the surveys. ➢ General Department Issues: Chapter III provides and Overview of the Department, as well as findings and recommendations in the areas of • Governance • Strategic Planning • Service Delivery Structure • Organization Plan • Operations Management • Resource Management ➢ Division-Specific Issues: Chapters IV and V provide an Overview of the Parks and Recreation Divisions, and findings and recommendations in the areas of • Service Delivery Structure • Organization and Staffing • Operations Management ➢ Implementation: Chapter VI presents an implementation process and plan. ➢ Exhibits and Attachments: Follow Chapter VI. Mercer Group, Inc. 8 Wheat Ridge P&R-Final Report B. MAJOR FINDINGS AND RECOMMENDATIONS Mercer's Overall Assessment Compared to other Mercer clients and our standard management model, the Wheat Ridge Parks and Recreation Department is: ➢ Very well-managed by experienced parks and recreation professionals, ➢ Relatively cost-efficient with affordable fees, and ➢ Highly effective in meeting most performance expectations. Key strengths of the department include: ➢ P&R services, programs, facilities, and resource needs generally have the support of City officials, the City Manager, community stakeholders and partners, and City residents. ➢ A new Parks and Recreation Master Plan is in place and P&R linkages to the Comprehensive Plan and Sub-Area plans are in place or being developed. ➢ Wonderful facilities including the Wheat Ridge Recreation Center, the Senior Community Center, and the renovated Anderson Park Pool. ➢ The Greenbelt and trail system. ➢ Experienced and dedicated leadership at the department, division, and program levels and employees who deliver recreation services and maintain parks. All department employees maintain a commitment to excellence. ➢ Cooperative arrangements with the Jeffco R-1 School District. ➢ A large number of community partners in delivering recreation services. ➢ State and County funding sources for capital programs. The Mercer Group, Inc. 9 Wheat Ridge P&R-Final Report Five Big Issues We believe there are Five Big issues the City and the department together must address. Some are controlled entirely by the department and others by City decision makers. 1. Restructure the Management Organization Plan: The current management organization plan under leverages the Director and the Recreation Manager with support and analytical staff. It also places a city-wide function (building maintenance) within the Recreation Division. Recommendations: Add a Management Analyst to support the management team. Split out facility maintenance services into a third major division with P&R and city-wide duties, leaving Recreation with programs alone. This change allows the Recreation Manager more time for supervision of program supervisors and staffs. 2. Improve/Expand the Recreation Center: The Wheat Ridge Recreation Center is described as the City's "crown jewel." However, it is aging a bit and lacks room for some programs, specifically Youth and Seniors. Recommendations: We support the plan to renovate and expand the center. 3. Expand the Greenbelt Trail System: As wonderful as the Greenbelt's open spaces and trails are, they are not fully connected throughout the community, particularly North and South. Recommendation: We support expansion of the trail system to fully link the community in all directions. 4. Strengthen Boards and Committees: The Parks and Recreation Commission, the Cultural Commission, the Senior Advisory Committee, and other committees, do not seem to have the same level of influence with policymakers and value to staff as in other communities. Recommendation: Review the current roles, memberships, and operations of all boards and committees in an effort to improve their contribution to P&R services. 5. Upgrade Parks Division Facilities: Although Parks Division offices are of good quality and functional, the yard and shop facility is too small and lacks key features (covered storage, adequate lunch/break room, adequate bathrooms, etc.) Recommendation: We recommend either an expansion of the existing facility, assuming land is available at Anderson Park, or merging the DPW and Parks yards at one facility. Option 2 allows DPW and Parks to share materials, a stock room, and small engine shop. The Mercer Group, Inc. 10 Wheat Ridge P&R-Final Report Results oflnterviews and Surveys (Chapter II) ➢ SWOT Assessment: Key findings are: • Strengths: Recreation Center and Greenbelt. New Parks Master Plan. Leadership from senior managers and performance of employees. • Weaknesses: Need better access to the Greenbelt and wider trail system across the city. Senior Center location and connection to Recreation Center programs for seniors. Recreation Center needs renovation and expansion. Need baseball/softball complex. Parks shop. • Opportunities: Implementing the new Master Plan. Development of Prospect Park. New services as City demographics change. Strengthened commissions and committees. • Threats: Funding for implementation of the Master Plan. Responding to changing demographics. Future of state and county fiends. ➢ Employee Surveys: Results for the employee surveys are compiled in Exhibits la, lb, and 1c, and major issues described in Chapter II of the report. Department- and division-specific issues are covered in Chapters III through V. • Overall Scores: Very high scores compared to other Mercer P&R clients and Mercer standards. • Resources: Solid scores except Facilities (Parks Division's shops and yard pulls down the rating). • Personnel Administration: Solid scores except Labor Relations. • GRIPES: Solid scores except Respect and Support from City Officials and "downtown" departments. • Organizational Climate Survey: Solid scores except Career Opportunities (not unusual in a small agency) and Receptivity to Change. ➢ Management Philosophy Profile: Scores indicate a relatively cohesive management team at the department and division levels. Some minor improvements on specific indicators are needed. ➢ Citizen Surveys: Add some P&R-specific question in future City-wide Citizen Surveys, as well as ongoing focus groups and service rating forms to track performance between P&R Master Plan surveys of the community. The Mercer Group, Inc. 11 Wheat Ridge P&R-Final Report Department of Parks and Recreation (Chapter III) ➢ Governance: The Parks and Recreation Commission, Cultural Commission, Senior Advisory Committee could be more useful in setting priorities and advising the department. The influence of these groups on City-level policy making seems to have declined recently. ➢ Strategic Planning: Enhance and expand current strategic planning initiatives based on the Mercer Model as shown on Exhibit 2 by developing department and division mission statements, and more time-specific and outcome-oriented goals, objectives, and performance measures. The recent consultant-facilitated P&R strategic planning exercise likely will meet these needs. ➢ Service Delivery Structure: Mercer is impressed by the level of City- School cooperation in facility and field usage and program coordination. The large number of community associations, however, may need to be coordinated better to ensure they meet the department's quality and professionalism standards. ➢ Organization and Staffing: The current department organizational plan is shown in Exhibit 3a. A weakness is the lack of leverage for the Director and the Recreation Manager. We suggest spinning Facilities Management out of Recreation into a new division, which would include P&R and City-wide services. In addition, a Management Analyst position will help the Director, Parks Manager, and Recreation Manager with projects, analyses, and research. ➢ Operations Management: A more detailed discussion of Operations Management takes place in the Parks Division and Recreation Division chapters. Key department-wide needs are a greater level of data collection and analysis and the implementation of an Operations Management Information System in Parks. ➢ Resource Management: • Budget and Finance: Develop a Cost Recovery Plan for general programs and a full-cost budget for the Recreation Center. • Facilities: Make facilities planning an ongoing exercise, not just at the update of the Master Plan. Update the Facility Use Policy based on the Westerville, Ohio, model in Exhibit 5. Improve and expand the Parks Shop and the Recreation Center. • Human Resource Management: Develop a P&R Succession Plan and a Training Plan. Improve the performance evaluation process. • Information Technology: Fully implement the GIS and the ONES. The Mercer Group, Inc. 12 Wheat Ridge P&R-Final Report Parks Division (Chanter I P ➢ Service Delivery Structure: As good operational and cost data becomes available with an Operations Management Information System (OMIS), review in-house and contracting approaches to the delivery of services so the most cost- effective provider is selected. The Parks and Recreation Director should work with the Public Works Director to explore and resolve any customer services issues in the DPW garage, as well explore facility sharing opportunities between DPW and the Parks Division. ➢ Organization and Staffing: Strengthen the Safety and Training Program, with responsibility assigned to the Parks Project Coordinator. Shift the duties of Parks Crew Leaders to reduce time on parks maintenance and expand time on crew supervision. This change will require addition of. • One full-time Maintenance Worker position. • One Small Engine Mechanic (assuming Parks and DPW do not share a Small Engine Shop in the near future).. Evenly divide duties and responsibilities between the two Parks crews. ➢ Operations Management: Improve Park's ability to Manage the Numbers through: Completing all Management and Operations plans (much progress already!) and codifying them in an Operations Manual. Fully implementing the GIS to enhance the inventorying and mapping of assets. • Implementing the ONUS, along with associated data collection tools, like Daily Crew Reports. The Mercer Group, Inc. 13 Wheat Ridge P&R-Final Report Recreation Division (Chanter 0 ➢ Service Delivery Structure: The Parks & Recreation Director and Recreation Manager should continue to press forward with the City-Schools partnership, expanding it where possible. The Department would benefit from an annual "summit meeting" of community partners to ensure all partners are "on the same page" in the departmental plan for recreation programs and also meet performance and professionalism standards of the department. This meeting also can serve as a focus group to review the department strengths, weaknesses, opportunities, and threats. ➢ Organization and Staffing: With the creation of a Facilities Division, the Recreation Manager now will supervise only recreation-related supervisors, coordinators, and programs. Recreation can fine-tune its staffing plan as follows: • Reduce Aquatics staffing by .5 Pool Manager and shift this time to other uses. • Create one more Recreation Coordinator position over time to ensure each . Recreation Supervisor is supported by a Coordinator. • Create another Recreation Leader position over time to ensure each leader focuses on and gives full attention to only one program area. • Add a Senior Staff Assistant (in process) to support the Recreation Manager and staff. ➢ Operations Management: • Develop a Recreation Programming Plan with specific focus on Performing and Visual Arts, Youth Program, Fitness and Wellness, and Senior Services. • Enhance field rental, facility use and rental, and administrative policies and practices. • Better coordinate marketing to consistently present the P&R "brand." • Develop means to continuous assess citizen/customer satisfaction and to update the SWOT Assessment. The Mercer Group, Inc. 14 Wheat Ridge P&R Final Report Implementation (Chanter VID ➢ Process: Create department and cross-functional teams to implement recommendations and report quarterly to the City Manager, who will brief the Mayor and City Council on progress until all recommendations are implemented. ➢ Issues: Address several implementation issues identified during the study: • City Council's ability and willingness to invest in recommendations in the 2006 Parks Master Plan compared to other competing projects. • City's ability and willingness to recruit and train members of boards and committees to meet the technical requirements of these positions. • City's ability and willingness to fund recommended staff additions and changes. • City ability and willingness to evolve the Building Management function. • City's ability and willingness to increase user fees to full cost of service to cover resource requirements, particularly capital investment at the Recreation Center. • City's ability to invest in enhanced facilities, particularly at the Recreation Center and Senior Center. • Management's ability to resolve minor organizational culture, cohesiveness, and management philosophy issues that were raised in the Mercer surveys. ➢ Plan: See Exhibit 6 for an implementation plan and scorecard. The Mercer Group, Inc. 15 Wheat Ridge P&R-Final Report II. RESULTS OFIIVTERVIEWS &SURVEYS This chapter compiles the results of interviews (the SWOT Assessment), summarizes the results of Mercer employee surveys, reports on the Management Philosophy Profile, and extracts information from the City's Citizen Survey that relates to Parks and Recreation. A. SWOT ASSESSMENT Findings This section of the report summarizes the SWOT Assessment for the department as a whole. These issues are gleaned from interviews with: ➢ City Council members, ➢ Stakeholder focus groups, ➢ City Manager and Deputy City Manager, and the ➢ Parks and Recreation Director. We also asked these stakeholders to define 5 to 20 years visions for the City and for parks facilities and recreation services. In addition, we reviewed the 2006 Citizen Survey and the citizen survey in the 2006 Parks & Recreation Master Plan (the Parks Plan) as additional sources of information for the SWOT Assessment. In this chapter, we summarize SWOT issues across all P&R Department staff. Division- specific SWOT Assessment for Parks and Recreation managers and employees are presented in Chapter IV, Parks, and V, Recreation. Each interview was structured to solicit comments on four topics: Strengths, Weaknesses, Opportunities, and Threats. For each topic, major themes are identified when discussed in a significant number of the interviews. Each theme is presented based on a compilation of the insights of all parties interviewed. In addition, Mercer rates each theme as having a high (H), medium (M), or low (L) impact on services and operations. Note that the findings are the perceptions of the parties interviewed and may not accurately reflect the current situation. In some cases information is out-of-date or incorrect and in others the comment accurately reflects the current situation. So, care must be taken not to overreact to any perceived positives or negatives in the SWOT Assessment. SWOT themes, therefore, become indicators of issues to be explored in more detail during fact finding and analysis. The Mercer Group, Inc. 16 Wheat Ridge P&R-Final Report Comments of City Officials, City Manager and Deputy City Manager, and Focus Group Participants Stren hs ➢ Lots of parks and open space (IT) ➢ Greenbelt (11) ➢ The Recreation Center is a regional jewel (H) The new Parks Master Plan (M ➢ Good balance of passive and active parks (IT) ➢ Director does an excellent job, builds consensus (I) ➢ The staff is great, responsive to citizens (A) ➢ P&R Department and Schools cooperation and joint use of fields (li) ➢ Community involvement in Parks & Recreation (IT) ➢ The Senior Center, but it needs expansion (MI) ➢ The Carnation Festival (M) ➢ Fees are reasonable (M) ➢ Parks maintained well (e.g., the graffiti is taken care of) (Mi) ➢ Renovation of Anderson Park on 440' Avenue - the outdoor pool (Mn ➢ Recreation programs are an asset (MI) Weaknesses ➢ Need better access to Greenbelt, which does not connect North and South (M ➢ Not continuous trails or consistent pedestrian connections throughout the City (f3) ➢ The Senior Center needs expansion and re-examination of its location in a City neighborhood (IT) ➢ Parking at the Recreation Center (ML) ➢ The outdoor swimming pool needs work (but improvements are in process) (M1) Need baseball/softball complex as most fields are in neighborhoods (Mn ➢ Parks maintenance (a lot of land to maintain, some parks need rejuvenating, need budget support), but can't be expected to manicure the parks (No ➢ Too many vehicles on conservation paths in Greenbelt, underbrush is fire threat, animal control in some areas (M) ➢ More inspired plans are needed (M1) ➢ WR entry corridors and trail heads need beautification (MI) ➢ Don't need new parkland (Mn ➢ Too many passive pocket-parks (Mn ➢ Not promoting parks and programs well in the community (M>) The Mercer Group, Inc. 17 Wheat Ridge P&R-Final Report ayaortuniries ➢ The Parks Master Plan (H) ➢ Development of Prospect Park near Clear Creek (H) ➢ Partner with Schools for community parks (H) ➢ Higher maintenance of parks will help promote the entire system (H) ➢ More investment on and along Kipling opposite the Recreation Center (H) ➢ Enhance the greenbelt on Clear Creek Trail M ➢ Expansion of both the Senior Center and the Recreation Center (perhaps a tough sell?) (H) ➢ Voters might approve another temporary tax levy for park development (I3) ➢ 2004 tax levy increase for Parks, Police, WR 2020 (H) ➢ Become more ambitious (M) ➢ New families in older areas want newer park amenities (M) ➢ What attracts younger families (spray feature at outdoor pool, future skateboard park at 380` & Kipling)? (lam ➢ Keep rates competitive for younger families (lvn ➢ Greenbelt used for more opportunities for younger families, more active recreation corridor (M) ➢ Off-leash dog park (lvi) ➢ Parks have been improved over the last 5 years - capitalize on these. Appointment of new Park & Recreation Commission members (lam ➢ Perhaps convert some parkland to other uses M ➢ Are some park properties better off developed? M ➢ Cultural demographics need to be addressed (i.e., race, ethnicity, age) (M) ➢ Restore the natural water course - front of Cabela's on the creek (lam ➢ Develop like uses nearby Cabela's (W Threats ➢ Resistance to change (H) ➢ Vandalism, graffiti in parks (Fi) ➢ Availability of operations and maintenance funding for all that park land (f17 ➢ Financial resources (H) ➢ Loss of Jefferson County Open Space funding and/or a change in Lottery distribution might cause rise in ad valorem tax (H) ➢ Risk management in parks to prevent accidents and injuries R ➢ Changing demographics mean new needs to be addressed (H) The Mercer Group, Inc. is Wheat Ridge P&R Final Report Threats (continued) ➢ Park & Recreation Commission may not be a promoter (M) ➢ Poorly maintained parks detract from economic development (NO ➢ Cannot take on more parks (M) ➢ Schools partnership maybe a high cost to the City. How do we get more use for the community? (M) ➢ Aging community with issues for healthcare, a larger population at risk M ➢ Water quality obligations for Clear Creek - enforced standards (l) 5 to 20 Year Vision ➢ Neighborhoods won't change a lot ➢ Still the small town character ➢ Rentals will be redeveloped ➢ Need high standards, inspection, licensing ➢ More aging, lower income residents ➢ A safe place to live ➢ Growing retail, commercial sector ➢ A Town Center ➢ More retention, expansion efforts with businesses ➢ Small businesses will need to adapt to changes, merchandising ➢ Boards will need more academy-like development ➢ No longer will have greenhouses, any farmland ➢ Modem parks that reflect the history ➢ Changing to more new ideas will help to unify over 5-10 years ➢ Western area near Youngfield will be last area of development ➢ Older, eastern area along Sheridan will need fix-up, re-development ➢ Large inventory of parks resulted from many parks purchased to block development. ➢ We will become more of a city than a rural area. ➢ Use the greenbelts for more than walking, biking. Commercial uses will attract people to stop for coffee, restaurant, kayaking. ➢ Greenbelt more for recreational purposes, not just open space corridor. ➢ Make parks more appealing There will be more young families, young children returning. ➢ More progressive - a walkable city, businesses that attract younger families ➢ New housing for younger families, higher incomes ➢ Refocus from strip-malls to walkable neighborhood commercial ➢ Public expectation for trails from Wheat Ridge to downtown Denver ➢ A focus on redevelopment of commercial "dead spots" ➢ Need to address residential and retail uses, revitalization, and redevelopment. ➢ Development of future light-rail station, mixed use transit development. The Mercer Group, lnc. 19 Wheat Ridge P&R-Final Report Summary of Comments by Parks and Recreation Department Managers and Employees Strengths ➢ Department and Division leadership ➢ Experienced, knowledgeable, professional, close-knit group of employees ➢ Positive organizational climate ➢ Pride in and commitment to program quality and parks/facility appearance ➢ WR Recreation Center and Greenbelt/Clear Creek Trail ➢ Good relationships with citizens, schools, community organizations ➢ Coordination between the Parks and Recreation Divisions Weaknesses ➢ Management organization plan does not leverage Directors and Recreation Manager enough so they can focus on core duties ➢ Staffing in Parks and Recreation ➢ Improvements and expansion needed for Recreation Center ➢ Parks shop and yard facility ➢ Need more park land and center space for youth programs ➢ Senior Center location and coordination with programs at Recreation Center ➢ Should senior programs be traditional, contemporary, or both? ➢ Lack of understanding and appreciation of the work of the Parks crews ➢ Location of department and city-wide facilities program in Recreation ➢ Need to be more proactive in managing operations and maintenance ➢ Enforcement and graffiti in parks and along the Greenbelt Opportunities ➢ Implementation of the Parks Master Plan ➢ Dedicated sales tax for upcoming P&R programs and projects ➢ Meeting the needs of changing demographics ➢ Cartegraph Operations Management Information System ➢ Leveraging of Director, Managers, Supervisors and Crew Leaders from organizational recommendations Threats. ➢ Affect of the economy on City revenues ➢ Loss of State and County funds ➢ Possible decline in the condition of the Recreation Center if no investment Group, Inc. 20 Wheat Ridge P&R-Final Issues and Analysis ➢ Condition of Parks: Stakeholders have varying views with some saying parks are well maintained and others saying the condition of parks need to be improved (see the SWOT Assessment). ➢ Demographics: Several stakeholders are concerned with the need to adapt to changing demographics, including young families and seniors. Programs for Youths were rated somewhat low in the 2006 Citizen Survey. Fitness and Wellness programs are growing nationally. Finances: Financial resources of the City are seen as limited, but lower fees and affordability are encouraged. These views may be disconnected as fees are expected to fully support the Recreation Center and associated programs. Does WR need a temporary tax levy to push thru some capital improvements at the Recreation Center and Senior Center? ➢ Parks Master Plan: A key opportunity to influence the future. ➢ Promotion/Marketing: Promotion of Parks and Recreation programs is seen as a Weakness. Staff suggests the Parks and Recreation Commission do more to advocate with the City Council and the public for Parks and Recreation programs, facility needs, and new initiatives. ➢ Senior Center: Seen as an asset, but also a facility that needs investment. D Vision: While still retaining a small town flavor, Wheat Ridge is seen as a community that will change in appearance (due to new development and redevelopment) and demographics (getting younger) over time. Recommendations 1. SWOT Assessment: Use boards and committees, as well as the public participation element during implementation of the Parks and Recreation Master Plan and development of other Community Plans (e.g., sub-area plans), to work through any disconnects in perceptions of how parks and recreation services should evolve over time. Use suggested department-level strategic planning exercises to deal with marketing promotions, adapting to demographic changes, park conditions, and related operational issues. We understand the department had such an exercise in early August 2008. The Mercer Group, Inc. 21 Wheat Ridge P&R-Final Report B. EMPLOYEE SURVEYS Findings We applied five Mercer Group surveys to gather data for the study. A sixth too], the Management Philosophy Profile is reviewed in the next section of the report. ➢ Values Survey: Measures the extent to which organizational values are defined, communicated, and. lived out on a day-to-day basis. This survey is not scored. Results are reported in the Strategic Planning Section of Chapter III. ➢ Resources Survey: Measures the adequacy of a variety of resources (people, technology, facilities, equipment, etc.). Possible scores are 1.0=Poor, 2.0=Fair, 3.0=Average/Adequate, 4.0=Good, and 5.0=Excellent. Mercer's Minimum Goal is 3.0 and High Performance Goal is 4.0. ➢ Human Resource Management Survey: Measures the effectiveness of personnel administration functions and activities. Possible scores are 1.0=Poor, 2.0=Fair, 3.0=Average/Adequate, 4.0=Good, and 5.0=Excellent. Mercer's Minimum Goal is 3.0 and High Performance Goal is 4.0. Note that scores on this survey tend to be 1/2 to 1 point lower than the Resources Survey. ➢ GRIPES Survey: Measures the state of the organization's culture, with slightly different topics covered than the OCS. Although this survey was developed during an organizational development exercise for an agency in crisis, the factors measured proved useful for all of our clients. Possible scores are 1.0=Poor, 2.0=Fair, 3.0=Average/Adequate, 4.0=Good, and 5.0=Excellent. Mercer's Minimum Goal is 3.0 and High Performance Goal is 4.0. The Potential score is a percentage and measures the degree (0% to 100 to which the organization is tapping a person's accumulated experience, training, and skills. It does not reflect how hard someone works or his/her productivity. Mercer's Minimum Goal is 60% and High Performance Goal is 70%. ➢ Organizational Climate Survey (OCS): Measures the state of the organization's culture, internal relationships, and employee attitudes toward work based on sixty indicators grouped into twelve sub-scales. Scores range from 0% to 100% for three responses Agree, Disagree, and Undecided. Mercer's Minimum Goal is 50% Agree and High Performance Goal is 60% Agree. A master copy of the employee survey is provided as Attachment A to the report, with summary data provided in Exhibits la, lb, and lc. In processing the surveys, we determined that due to confidentiality issues the Parks and Recreation Divisions had too few supervisors to separate data for supervisors and non- supervisors. Therefore, only the Organizational Climate Survey (OCS) breaks out supervisor and non-supervisor data for the department as a whole. The Mercer Group, Inc. 22 Wheat Ridge P&R Final Report Overall Scores Overall, the surveys resulted in relatively high scores compared to other Mercer parks and recreation clients nationally and regionally. Lower scores for specific surveys and factors, however, indicate issues and perceptions to resolve. Department- level scores from Wheat Ridge and recent P&R clients are shown on Table 1. up. ua Table 1 Mercer Surpey Scores for Recent Clients CLIENT RESOURCES PERSONNEL GRIPES OCS Wheat Ridge 3.325 3.010 2.944 62.46% Agree 76% 23.98% Disagree Client B 2.823 3.370 3.685 64.17% Agree Smaller 75% 25.42% Disagree Mid-income Southwest Client M 3.639 3.025 3.465 56.82% Agree Same Size 82% Potential 22.88% Disagree Mid-income Southeast Client N 2.024 2.190 2.323 31.08% Agree Same Size 51% Potential 23.84% Disagree High Income High Undecided Northeast due to new hires Parks Only DPW W 1.845 2.082 2.012 35.98% Agree Larger 64% Potential 48.40% Disagree Mid-income Northeast Mercer Standards Under 2.5 Under 2.5 Under 2.5 Under 40% Needs Under 50% Agree Improvement Minimum 3.0 3.0 3.0 50.00%Agree Goal 60% High 4.0 4.0 4.0 60.00% Agree Performance 70% Goal Chapters III, IV, and V provide findings and recommendations relating to resources, management, organizational, cultural, and operational issues identified in the surveys. The Mercer Group, Inc. 23 Wheat Ridge P&R-Final Report Resources Survey Using a scale of 1=Poor to 5=Excellent, our Minimum goal is scores at or near 3=Average/Adequate and our High Performance goal is 4=Good. Scores below 2.5 need improvement and below 2=Fair are problematic. The department's overall Resources rating of 3.325 exceeds Mercer's Minimum goal of 3.0. All division scores are within '/2 point of the overall averages and also exceed Mercer's Minimum goal of 3.0. Most of the 10 factors are within '/2 point of the average (above or below), except the following scores below or close to our Needs Improvement score of 2.5: ➢ Facility (2.714 with the Parks Division's very low score of 1.944 due to the condition of its shops and yard bringing the department average down) Some ratings approach or exceed Mercer's High Performance goal of 4, including: ➢ Office Equipment (3.883) ➢ Materials (3.667) ➢ Computers (3.548) The Mercer Group, Inc. 24 Wheat Ridge P&R-Final Report Personnel Administration Surve Using a scale of 1=Poor to 5=Excellent, our Minimum goal is scores at or near 3=Average/Adequate and our High Performance goal is 4-Good. Scores below 2.5 need improvement and below 2=Fair are problematic. The department's overall Personnel Administration rating of 3.010 meets Mercer's Minimum goal. This is a good overall score for this survey as many of our clients drop'/2 to 1 point compared to the Resources Survey and few meet Mercer's Minimum goal of 3.0. Administration (3.900) exceeded the department average by .9 and was close to our High Performance goal of 4.0. The Parks Division (2.906) and the Recreation Division (3.014) were within '/2 point of the overall department average and are close to or exceed our Minimum goal of 3.0. Most of the 9 factors are within '/2 point of the average (above or below), except the following scores below or close to our Needs Improvement score of 2.5: ➢ Labor Relations (2.214) Some ratings approach or exceed Mercer's High Performance goal of 4, including: ➢ Benefits (3.881) The Mercer Group, Inc. 25 Wheat Ridge P&R-Final Report GRIPES Surve Using a scale of 1=No/Never to 5=Always, our Minimum goal is scores at or near 3=Often and our High Performance goal is 4=Mostly. Scores below 2.5 need improvement and below 2=Sometimes are problematic. The Potential rating is based on a percentage with 60% our Minimum goal and 70% our High Performance goal. Overall, the department averaged 2.944, which all but meets our minimum goal of 3.0. The 76% Potential rating exceeds our High Performance goal of 70%. All divisions were within 'h point of the department average and are close to or exceed our Minimum goal of 3.0. Administration met our Minimum goal of 60% for Potential; while Parks and Recreation met our High Performance goal of 701/o. Most of the 9 factors are within '/2 point of the average (above or below), except the following scores below or close to our Needs Improvement score of 2.5: ➢ Non-Monetary Rewards (1.689) ➢ Respect by Other City Departments (1.889) ➢ Support from City Officials and the City Manager (2.051) Some ratings approach or exceed Mercer's High Performance goal of 4, including: ➢ Information-Access (3.800) ➢ Growth-Training Hours (3.778) ➢ Empowered (3.578) ➢ Respect by Supervisors (3.533) The Mercer Group, Inc. 26 Wheat Ridge P&R-Final Report Organizational Climate Surve Using a percentage scale for Agree, Disagree, and Undecided ratings, our Minimum goals are Agree scores at or greater than 50% and Disagree scores under 40% and our High Performance goals are Agree scores at or above 60% and Disagree scores under 30%. Undecided scores vary by the composition of the workforce in each client with most clients in the 15% to 201 o range. Overall, the department averaged 62.46% Strongly Agree/Agree, 23.96% Strongly Disagree/Disagree, and 13.55% Undecided. These scores meet our High Performance goals. Employee Type Scores: Scores vary by Employee Type, with supervisors (78.72% Agree) more positive than non-supervisors (58.06% Agree). This difference is typically found in our clients, but the 20+ point difference in Agree scores is more than most clients. Organizational Category Scores: Administration (as in most of our clients) has the highest Agree score (78.33%), followed by Recreation (67.61%), and Parks (55.52%). White collar, professional employees tend to score higher than maintenance and operations employees on the Mercer surveys. Subscales Low Scores: Subscales having low Agree scores (under or close to 401/o) and high Disagree scores (close to or over 40%) are: ➢ Career Opportunities (43.48% with Recreation quite low) ➢ Receptivity to Change (45.22% with all divisions somewhat low) Subscales with High Scores: Subscales having high Agree scores (at or over 60%) and low Disagree scores (below 30%) are: ➢ Quality Emphasis (77.39%) ➢ Productivity and Customer Service (73.04%) ➢ Work Group (within units and teams) Coordination and Cooperation (72.17%) ➢ Managerial Competence (67.831/o) ➢ Working Conditions (67.39%) ➢ Understanding of City and Department Goals (66.52%) ➢ Information and Communications (63.911/o) ➢ Employee Involvement (63.48%) The Mercer Group, Inc. 27 Wheat Ridge P&R-Final Report Issues and Analvses The results of the survey (as supplemented by interviews) indicate the following organizational issues, some controlled by the department and some by the City: Overall Scores ➢ Excellent overall scores compared to Mercer goals and other park and recreation clients. ➢ A few factors with low scores (see below) need to be reviewed and action steps defined to any lingering resolve issues. Resources ➢ Facilities: Major facility needs are as follows with details in the Resource Management section of Chapter Ill. • Parks: The key need is to improve the Parks Yard/Shop facility. Recreation: The key needs are to improve/expand the Senior Center and the Recreation Center and, perhaps, merge the two facilities on the grounds of the Recreation Center. Also see the Parks Master Plan for a similar merger idea. Personnel Administration ➢ Career Ladders: Both Parks and Recreation employees identify Career Ladders (Personnel Administration Survey) and Career Opportunities (OCS) as an issue. Smaller departments/divisions with a compressed hierarchy of positions commonly score low on this factor. ➢ Compensation: Despite an annual market-based pay analysis, some positions (e.g., life guards) have proven difficult to fill. ➢ Labor Relations: The somewhat low score likely is a result of perceived need for increased levels of oversight and discipline for a few Parks employees. The Mercer Group, Inc. 28 Wheat Ridge P&R Final Report Organizational Culture (GRIPES and OCS) ➢ Receptivity to Change: Low scores on this OCS sub-scale in both the Parks (employees) and Recreation Divisions (supervisors and employees). ➢ Respect and Support: All divisions had low scores on Respect and Support factors relating primarily to external parties (City support departments and City officials). These low scores are common across Mercer clients for departments NOT located in City Hall where managers, supervisors, and employees would interact more frequently with City officials and support departments. ➢ Rewards: A low score on the non-monetary Rewards factor is common in the public sector because most local governments have a set salary plan with few tangible rewards. Recommendations 2. Organizational Development: Work through these cultural issues in the recommended department-level strategic planning exercise. The department held this kind of exercise in early August 2008. In addition, work with Human Resources on pay and recruitment issues for part- time/seasonal employees. The Mercer Group, Inc. 29 Wheat Ridge P&R-Final Report C. MANAGEMENT PHILOSOPHY PROFILE Mercer asked the Director, Parks Manager, Recreation Managers, Recreation/Operations Supervisors, Parks Supervisors, and Parks Crew Leaders to complete the Management Philosophy Profile. A copy of the MPP is provided as Exhibit E in Attachment A, Mercer Employee Survey. The results of the profile are compiled on Table 2 below, with the various Categories and scoring options explained on Page E-1 in Attachment A. Basically, the lower the score the closer one is to the first of two indicators and the higher the score the closer one is to the second indicator. So, someone scoring 1 or 2 on Personality Type would be introverted and someone scoring 4 or 5 would be extroverted. Senior Mgt is the Director, Parks Manager, and Recreation Manager; Supervisors are all others, excluding crew leaders who are included only in the Parks analysis in Chapter IV. P&R is the target score for managers and supervisors; MG is the recommended score by the Mercer Group (we only make recommendations by management levels!). Scores are bolded if they vary significantly from Mercer's recommendation. Table 2 Results of the Management Philosophy Profile Category and Scoring System Senior Mgt Supervisors Indicator P&R G P&R G Personality Type 1=introverted to 5=extroverted 3.3 (4.0) 4.0 (4.0) Risk-taking 1=low to 5=high 4.0 (4.0) 3.6 (3.5) Initiative reactive to 5=proactive 4.3 (4.0) 4.4 (3.5) Solutions 1--feelings to 5=anal sis 4.0 3.5) 3.0 3.5) Work Focus People 1=internal to 5=external 3.7 (4.0) 3.2 (3.0) Work 1=details to 5=macro 4.0 (4.0) 3.2 (3.0) Resources 1--things to 5=people 3.7 (3.5) 3.2 (3.0) Time 1=past to 5--future 4.3 (5.0) 4.2 (4.5) Relationships Status 1=boss to 5=empowering 4.7 (3.5) 3.0 (3.0) Delegation 1=centralized to 5=decentralized 4.3 (3.5) 3.4 (3.0) Decisions 1=closed to 5=open process 4.7 (4.0) 2.8 (4.0) Communications 1= informal to 5=formal 4.3 (3.5) 2.8 4.0 The Mercer Group, Inc. 30 Wheat Ridge P&R-Final Report Issues and Analvses Management Philosoift: ➢ Senior Management: The Director, Parks Manager, and Recreation Manager. Tyne: As a group, the senior management team defines themselves as more introverted than Mercer suggests for this level of positions. Relationships: The senior management team is very empowering, decentralized, and open in making decisions. Their scores are higher than our suggestion for this level of position. Scores like this, in some organizations, could indicate supervisors are running with the ball without a quarterback calling plays (see Initiative score for supervisors below). ➢ Supervisors: Recreation/Operations Supervisors and Parks Supervisors. Initiative: This level of supervisors is MORE proactive (by score on the MPP) than senior managers. A good sign as senior managers also are proactive. Decisions: Scores indicate a more closed decision-making process than Mercer suggests. Communications: Scores indicate a more informal communications process than Mercer typically suggests for this level of supervisor. However, the small size of sections (34 people) facilitates informality. Recommendations 3. Management Philosophy: Use the recommended department-level strategic planning exercise to work through management philosophy issues suggested above. The department held this kind of exercise in early August 2008. A key need to reach agreement on how senior managers and supervisors approach managing to ensure management styles are complementary, constructive, and supportive of a position organizational culture.. The Mercer Group, Inc. 31 Wheat Ridge P&R-Final Report A WHEAT RIDGE CITIZEN SURVEY Findings 2006 Citizen Survey The 2006 Citizen Survey is the second survey of the citizens of Wheat Ridge. The first was in 2004. The Executive Summary to the survey report is provided as Exhibit 2a. Key findings related to the Parks and Recreation Department are summarized below. ➢ Quality of Life and Community: 81% of respondents think Wheat Ridge is an Excellent or Good place to live. This score is above the National Norm, but below the Front Range Norm. 75% think the quality of life in Wheat Ridge is Excellent or Good. This score also is above the National Norm, but below the Front Range Norm. 46% think the quality of life in Wheat Ridge will improve, while 29% think it will stay the same and 25% think it will decline. This score is more optimistic than in 2004. Evaluation of City Services: • The most positively rated services ciV-wide were recreation facilities (75 on a 100 point scale) and recreation programs (69). Maintenance of open space and trails (66) and of parks (65) and Senior services and programs (64) also were rated high. • Community/public art (44), and Programs for Youths (52), however, were not rated so high. • P&R facilities, services, and programs were given mid- to low-level ratings on their importance, with Police services the highest. • Recreation facilities, recreation programs, maintenance of opens space and trails, and programs for Youth and Seniors attained scores above the norms compared to other communities across the country and on the Front Range. Maintenance of parks was similar to the norms. The Mercer Group, Inc 32 Wheat Ridge P&R Final Report ➢ Community Issues: Few issues and problems were identified related to Parks and Recreation Services: Availabili_t y of recreational facilities and programs were rated "Not a Problem" by City residents. Graffiti however, was a major problem with scores similar to drugs and vandalism. • Recreational facilities and programs had high levels of usage reported. • The rating of safet in public areas was highest in recreations centers (89), mid-level in parks and playgrounds (78), and lowest on the trail system (68), but still a relatively high score. The parks and playgrounds score (only one compared nationally) was above the national norm. ➢ Public Trust: 54% think the overall performance of the City is Excellent or Good. This score is above the National Norm and similar to the Front Range norm. ty of work by City employees is Excellent or Good. • 70% think the Duali No National or Front Range norms are available for this factor. ➢ Employee Contact: • 43% of respondents had Contact with a City Employee in the past twelve months. • Ratings for Courtesy. Knowledge and Responsiveness ranged between 66 and 75% Excellent or Good. Courtesy was above the National Norm, but below the Front Range norm. Knowledge and Responsiveness were similar to the National Norm, but below the Front Range norm. • The rating for Making You Feel Valued was 61% Excellent or Good. No National or Front Range norms were available for this factor. • The rating for Overall Impression was 65% Excellent or Good. This factor was rated similar to the National Norm, but below the Front Range norm. The Mercer Group, Inc. 33 Wheat Ridge P&R Final Report Citizen Survey in 2006 P&R Master Plan The Parks and Recreation Plan defines community needs, essential recommendations, and specific recommendations, among other information in the report. ➢ Community Needs: Identified by extensive study, public involvement, and inventory of assets in five areas. • Continued development of parkland to meet standard levels of service (national acres per 1000-population standards defined in the plan for neighborhood and community parks) • Upgrade certain facilities.and amenities in various parks • New trails and trail connections • Upgrade the aquatics facility • A park capable of handling large community events and performances ➢ Essential Recommendations: Made in the following six areas. • Development of existing park sites • New parkland and amenities • Major park redesigns (e.g., master plan for Anderson Park) • Facility additions and enhancements • Joint school-park upgrades • Trail enhancement projects ➢ Specific Recommendations: Identified as follows. • Master Plan for Anderson Park • Master Plan for Prospect Park and the integration of the park into the Orchard District Sub-Area Plan • Integration of the Greenbelt corridor into overall community planning efforts • Completion of the Clear Creek Trail • Establishment of a new trail corridor along Lena Gulch • Update joint use school-parks to serve underserved neighborhoods • Development of new parks in underserved areas where joint use school- parks do not exist • Park amenity and facilities upgrades The Mercer Group, Inc. 34 Wheat Ridge P&R Final Report ➢ Goals: The plan defines eight goals and many objectives for each goal. 1.) Provide a wide range of recreation, leisure, athletic, and cultural opportunities for all residents of Wheat Ridge. 2.) Leverage the assets provided by parks, recreational facilities, open space, trails, and other leisure amenities to promote reinvestment in and redevelopment of strategic areas of the City. 3.) Equitably distribute and conveniently locate parks, recreational facilities, and trails throughout Wheat Ridge. 4.) Provide safe, enjoyable, and comprehensive bicycle and pedestrian connections throughout Wheat Ridge. 5.) Develop and maintain parks, trails, recreational facilities, and open space at a high level of quality that is appropriate for location, the type of use, and the nature of the facility. 6.) Develop and maintain parks, trails, and recreational facilities in an environmentally sensitive manner. 7.) Develop adequate land acquisition, development, operations, and maintenance funding sources and tools to realize the Master Plan vision. 8.) Monitor, assess, and adjust the existing intergovernmental and joint-use agreements, tools, goals, policies, action plan, and priorities to meet changing or unforeseen conditions and/or needs in Wheat Ridge. Section F of Chapter 3 of the Parks Plan reports the results of the Community Survey. A total of 2,500 households were sampled throughout Wheat Ridge. Findings include: ➢ People value parks that are well-maintained and clean. Parks with fair or poor ratings tended to be small, not well-maintained, or have poor or unsafe playground equipment. ➢ People feel parks can be improved with better maintenance, more attractive landscape designs, stronger police presence, and newer or safer playground equipment. ➢ The main reason people do not use parks or do not use them more frequently are safety concerns, access to parks, lack of restrooms, poor maintenance, and lack of parking. The Mercer Group, Inc 35 Wheat Ridge P&R-Final Report ➢ The top six facilities that people feel are lacking are: • Natural open space • Large multi-use community parks • Outdoor education/nature centers • Natural surface pedestrian trails • Picnic shelters • Off-leash areas ➢ Numerous survey respondents expressed an awareness that something needs to be done to improve Anderson Pool (completed in 2008). ➢ More people are satisfied than dissatisfied with the quality of parks (71%), access to parks and trails (68%), recreational facilities (63%), number of parks (61%), park maintenance (60%), and recreational programs (59%). ➢ However, people are less satisfied with the distribution of parks (48%), amount of .protected lands (45%), and the trail system (49%). ➢ Use of parks by residents is high compared to other similar Front Range communities. The Mercer Group, Inc. 36 Wheat Ridge P&R Final Report Issues and Analvsis Citizen Survev ➢ City Service Ratings: Several ratings are of interest to Parks and Recreation. • Although the Ouality of Recreation facilities and services is rated higher than other City services, their comparative I=ortance is rated lower. • Ratings for facilities, recreation programs, maintenance of open spaces and trails were above national and Front Range norms. Parks maintenance was at the norms. • The community is concerned about Graffiti, which has been a recurring problem along the Greenbelt and in parks. Safety ratings were relatively high, even for the trail system. • Community and public art is rated very low. We understand that, except for artistic elements in designing the Recreation Center, public art, including visual and performing arts, appear to have a relatively low profile in the City. Youth programs also are rated low, with the level of services for youth an issue that came out in our focus groups. ➢ City Employee Contacts: The survey only measures the quality and impression of contacts with City employees at the City level. It does not measure the quality and impression of contacts within Parks and Recreation staff, which is particularly important at the Recreation Center (check in, program instructors, facility supervision). Parks Master Plan ➢ Parks: People feel parks can be improved with better maintenance, more attractive landscapes, newer or safer playground equipment (with P&R's control), Residents' use of parks is high compared to Front Range communities. ➢ Needs: More people are satisfied (59%+) than dissatisfied with the number and quality of parks, access to parks and trails, recreational facilities and programs, and parks maintenance, but a high percentage (approaching 501/o) are dissatisfied with the distribution of parks, amount of protected land, and the trail system. ➢ Security: People want a stronger Police presence (not necessarily in P&R's control) and some don't use parks because of safety concerns. However, the Citizen Survey shows most feel safe in parks (781/o) and on trails (68%). The Mercer Group, Inc. 37 Wheat Ridge P&R-Final Report Recommendations 4. Citizen Surveys: Expand the Citizen Survey, or conduct supplemental surveys, to gather more specific information about Parks and Recreation facilities and services, such as: • Quality of services at the Recreation Center, including each of the program areas (aquatics, fitness, general programs, etc.). • Cleanliness and quality of specific parks and facilities, and associated amenities like playground equipment and landscape designs. • Effectiveness and efficiency of the athletics and activity registration and scheduling processes. • Performance of Recreation and Parks employees (to drill down from the City employees question on the Citizen Survey) Perhaps add stakeholders and customers (e,g., non-city residents registered at the Recreation Center) in a related survey or performance evaluation process. Reinstitute means (comment forms and a log book were used in the past) for measuring the quality and impression of citizen and customer contacts with employees in specific programs by supplemental tools, like Service Rating Forms (See Exhibit 2b from the Phoenix Development Services Department), then compile the results of these ratings of major services and report them as a performance measure. The Mercer Group, Inc. 38 Wheat Ridge P&R Final Report III. PARS & RECREATION DEPAR This chapter provides an Overview of the Department and findings, issues and analyses, and recommendations for department-wide functions and activities: ➢ Governance ➢ Strategic Planning ➢ Service Delivery Structure ➢ Departmental Organization Plan ➢ Operations Management ➢ Resource Management A. OVERVIEW OF THE DEPARTMENT Services The Parks and Recreation Department manages the activities of three divisions and number of programs: ➢ Administration: The Director aid Support staff oversee the Parks and Recreation Divisions, develop departmental policy,. develop and manage the budget, coordinates major capital programs, and provide general administrative support to divisions and programs. The Director also is the liaison to the WR Foundation and the Parks & Recreation Commission. ➢ Parks: the Parks, Forestry, and Open Space Manager manages the Parks Division, develops and manages the division budget, oversees administrative support staff; and provides other support to division programs, which include: Parks Maintenance: Maintains all landscapes, irrigation systems, and facilities at City-owned parks and properties. Maintains 72 traffic calming islands and the 3e Avenue streetscape, Harlan Street Walk, and 29 Avenue streetscapes. Manages the right-of-way maintenance contract. Removes graffiti. Maintains the Anderson Building and the Richards-Hart Estate. • Forestry: Maintains trees and plants in parks; public rights-of-way; and other City-owned property. Licenses tree and lawn care companies doing business in the City. Administers Tree City, Arbor Day, and similar programs. Maintains Happiness and Demonstration gardens. The Mercer Group, Inc. 39 Wheat Ridge P&R Final Report • Open Space: Maintains 250 acres of open spaces and trails. Provides environmental education, information, and interpretive programs. Noxious weed management. Lewis Meadows and undeveloped parks. ➢ Recreation: The Recreation Manager manages the Recreation Division, supervises the marketing program and staff, develops and manages the division budget, and provides other support to recreation programs. The Manager also is the department's liaison to the Cultural Commission. Programs include: • uatics: Provides, supervises use of, and assists in maintenance of an indoor pool at the Recreation Center and an outdoor pool at Anderson Park. Offers certification programs for lifeguards and others. Provides swimming lessons and aquatics programming. • Athletics: Implements and oversees a side range of athletic programs and facilities to meet the needs of all ages from youth to adults. Administers athletic leagues and contract youth sports programs. Coordinates field use and rentals, and implements user fees. • Facilities/Building Maintenance: Provides maintenance services for all P&R and City buildings. Schedules and supervises contracted maintenance and custodial services. Administers registration and front- desk activities at the Recreation Center. • General Programs: Provides a state-licensed preschool program and summer day camp. Provides activities and programs for youths, teens, and adults. Coordinates special events and performances. Provides a recreational internship program. Provides recreational opportunities for individuals with disabilities. Coaches Special Olympic teams. • Recreation Center: Responsible for the operation of the Center, including all scheduling, facility rental, and building maintenance. Administers registration and front-desk activities at the Center. • Richard Dart Estate: Administers rental use and maintains the facility. • Senior/Community Center: Strives to enhance the quality of life for Wheat Ridge residents ages 50 and older by offering recreation and other programs. Provides space for community-based groups to meet. Coordinates programs and services for seniors with other agencies. Supervises the use of the center and aids in its maintenance. The Mercer Group, Inc. 40 Wheat Ridge Resources 2008 P&R Bud¢et The Parks and Recreation Department is funded from four funds (General, Recreation Center, Open Space, and Conservation Trust). The gross (all funds) 2008 P&R Budget totals $8,076,491 or $248.86 per capita. General Fund The Department's General Fund budget for 2008 is $4,006,714. The budget by P&R division is: ➢ Parks, Forestry, and Open Space: $1,972,267 ➢ Recreation: $1,815,458 ➢ Administration: $ 218,989 The budget by major expenditure categories is: ➢ Personnel Services: $2,191,465 ➢ Other Services and Charges: $1,256,212 ➢ Materials and Supplies: $ 335,661 ➢ Capital Outlay: $ 223,376 Other Funds 49.22% 45.31% 5.47% 54.70% 31.35% 8.37% 5.58% In addition, the City budget includes three other funds that support Parks and Recreation facilities and programs: ➢ Recreation Center: The 2008 budget of $2,469,734 funds the programs and support staff at the center, and is 100% supported by fees, charges, and interest income. The budget also supports 13.5 additional FTE's - eight in Facility Operations, four in Aquatics, one in Fitness, and .5 in Marketing. The Center was constructed through funds from a '/2% retail sales and use tax that ran from January 1, 1998, to March of 2002. ➢ Open Space Fund: The $1,100,043 budget for 2008 is primarily supported by the Jefferson County 'h cent sales tax and in some years by a General Fund transfer. This fund acquires, develops, and maintains open space and park properties within the City in accordance with the P&R Master Plan. ➢ Conservation Trust Fund: The $500,000 budge for 2008 is primarily supported by the State Lottery and in some years by a General Fund transfer. This fund supports new projects and maintenance, such as renovation of the Anderson Park outdoor pool, in accordance with the P&R Master Plan. The Mercer Group, Inc. 41 Wheat Ridge P&R Final Report P&R Personnel Across all budgets, the Parks and Recreation Department is provided 47.63 full-time equivalent positions. In addition, various Recreation program budgets include a large number of seasonal and contract employees to support classes, instruction, and facility operation who are paid through contract accounts. General Fund The General Fund budget funds 34.13 full-time equivalent positions, some of which are filled on a part-time basis: ➢ Administration: Director and Administrative Assistant. ➢ Parks, Forestry, and Open Space: 22 positions detailed in Chapter IV. ➢ Recreation: 10.13 positions detailed in Chapter V. Other Funds The Recreation Center Fund supports 13.5 positions, as well as hourly positions to support programs and classes at the center. ➢ Aquatics (4): Recreation Supervisor and Pool Managers (3). ➢ Facilities (8): Operations Supervisor, Facility Assistants (3), Recreation Support Technician, Facility Maintenance Tech (1), and Custodians (2). ➢ Fitness: Recreation Coordinator. ➢ Marketing: 1/2 of the Marketing Coordinator. The Mercer Group, Inc. 42 Wheat Ridge P&R-Final Report P&R Facilities The 2006 Parks and Recreation Master Plan prepared by EDAW, Inc. compiles an inventory of P&R facilities and property in the City of Wheat Ridge. Excerpts from the Master Plan, including various tables and maps, are provided as Exhibit 2c. The Master Plan categorizes parks and open space by size and usage as detailed below. City parks total 430.32 acres (excluding Other Resources below) or 13.26 acres per 1,000 residents. The Plan applies two national park-specific standards: ➢ Community Parks (+Sports Complexes): 3 to 5 acres per 1000 residents. Wheat Ridge totals about 2.1 acres per 1000 residents. ➢ Neighborhood Parks Pocket Parks): 2 to 3 acres per 1000 residents. Wheat Ridge totals 1.78 acres per 1000 residents including pocket parks. Natural Areas/CoMdors ➢ Wheat Ridge Greenbelt: 250.00 acres. ➢ Lewis Meadows Open Space: 9.00 acres. ➢ Visual Green Spaces:.87 acres. Parks ➢ Community Parks: Two parks (Anderson and Prospect) with 66.00 acres. ➢ Neighborhood Parks: Seven parks with 49.20 acres. ➢ Pocket Parks: Seven parks with 8.00 acres. ➢ Undeveloped Park Land: Four properties with 14.50 acres. Sports Complexes. Special Purpose Parft and Other Resources ➢ Recreation Community Centers: Three facilities (Anderson Park, Recreation Center and Senior Center) with 12.00 acres (excluding Anderson). ➢ Sports Complexes: One park (Creekside) with 16.00 acres. ➢ Special Purpose Parks: Three parks (Historical, Richards-Hart, and Firehouse) with 4.75 acres. ➢ Other Resources: Seven Schools, Crown Hill Park, and Chester Portsmouth Park with 279.50 acres. The Mercer Group, Inc. 43 Wheat Ridge P&R-Final Report & GOVERNANCE Findings The Parks & Recreation Department is governed primarily by two City Code chapters: A (17) Parks and Recreation: Park Rules. ➢ (24) Vegetation: City Forester, rules for Tree Surgeons, Weeds & Tall Grass. The department supports several citizen boards and committees, some created by ordinance and others not: ➢ Parks and Recreation Commission: The commission is created by Article III, Section 2 of the City Code to advise the mayor, city council, and city manager on all matters relating to Chapter 17 (Parks and Recreation) of the code. The eight- member commission has the authority to promulgate rules and regulations, which require the approval of the city council before implementation. The commission operates based on a set of By-Laws, which set monthly meetings. Specifically, the Commission shall: • Consult regularly with the director, • Review existing and proposed legislation, • Make recommendations on parks and recreation matters to the city council, • Act as a liaison between the department and the community, • Promote and develop positive relations with community groups, other public agencies, and the general public, • Encourage the widest citizen understanding of parks and recreation activities, and • Seek citizen advice and support for the proper management and operation of park and recreation facilities. ➢ Cultural Commission: This commission is created by Article III, Section 2 of the City Code. The nine-member commission shall: • Cooperate with City staff in the promotion and administration of public programs and policies concerning culture and the arts, • Promote artistic endeavors..., • Make recommendations on issues concerning culture and the arts to the city council, • Promote and develop position relationships with other persons and entities interested in the arts..., • Seek citizen input and advice on the management of public art, and • Assist the city in the submission of grant proposals and fund-raising activities as directed by the city manager. The Mercer Group, Inc. 44 Wheat Ridge P&R-Final Report ➢ Wheat Ridge Foundation: This 501C(3) corporation was founded in 2003. The Foundation is operated by a five to nine member Board of Director (the City Council served as the Board when the foundation was established in 2003). The Foundation operates under Articles of Incorporation and By-Laws. The Foundation was created to: Acquire, maintain, and dispose of donations... for the purposes of education, decoration, beautification, cultural enhancement and education, historic preservation and education, related programming, or memorialization on or in property and public facilities owned by the City... (2006 amendment). Foster close and continuous working relationships with federal, state and city, and other nonprofit organizations who share a common interest. Establish and make available to the public the policies and standards by which donation ...will be accepted or rejected... Article IV of the Articles of Incorporation lists the powers of the Foundation and Article V lists restrictions on these powers. In summary, powers are: • Accept and dispose of donations (cash and other) • Educate the public in how to make donations • Acquire real and personal property • Hold or sell real estate • Receive gifts and grants • Use properties for the benefit of visitors to public properties • Other powers under State law ➢ Senior Advisory Committee: The committee is sponsored by the Parks and Recreation Departments and operates under a set of By-Laws. The members of the nine-member committee are approved by the Mayor. The committee meets monthly. Its purpose is to: • Advise the department and city on matters pertaining to Senior Citizen's needs and services, • Act as liaison between the Senior Citizens of the community and the City, and • Promote Senior Citizen's programs in the community. The Mercer Group, Inc. 45 Wheat Ridge P&R-Final Report Issues and Analysis Parks and Recreation Commission A Does the Commission need a seat for a Youth programs representative? ➢ Should members provide greater advocacy and marketing (see the SWOT Assessment)? ➢ Does the Commission need new members to revitalize it? ➢ Should it be more proactive? ➢ Does the City Council need to rely more on the Commission before making policy decisions on Parks and Recreation matters? Cultural Commission ➢ No funding and no fund raising authority. ➢ Relationship to the WR Arts Council, a grass roots organization? ➢ No 1% for Public Arts policy in Wheat Ridge, but considering. ➢ No central performing arts venue in Wheat Ridge (see Parks Plan issue). Wheat Ridee Foundation ➢ Relationship to the P&R Department? ➢ Should the WR Foundation or a separate P&R Foundation raise and manage funds for parks and recreation programs and facilities? Senior Advisory Committee: ➢ Role and membership is evolving. ➢ Approval of members by the Mayor alone is unusual and not consistent with other boards and commissions. ➢ Used to raise funds in past, but not recently (funds to the WR Foundation). The Mercer Group, Inc. 46 Wheat Ridge P&R Final Report Recommendations 5. Commissions and Committees: The Parks and Recreation Director, along with the Recreation Manager, should work with the Mayor, City Council, and City Manager to review and fine-tune the roles of P&R-related boards and commissions - the Parks and Recreation Commission, the Cultural Commission, and the Senior Advisory Committee - based on the issues raised in our SWOT Assessment and the Issues and Analysis section. Key issues to resolve are: • The role of the Parks and Recreation Commission and its members as advocates for the department and the City Council's interest in their advice. Should there be seats for additional user groups and interests? • The scope of responsibility of the Cultural Commission when the SWOT Assessment raises the issue of more arts, cultural, and community events in Wheat Ridge, including a performing arts venue. • The connection between the Wheat Ridge Foundation's fundraising for community needs and possible fundraising initiatives specific to parks and recreation. • The role of the Senior Advisory Committee and its linkage to general P&R Recreation programs and services that may be of interest to seniors. The Mercer Group, Inc. 47 Wheat Ridge P&R-Final Report C. STRATEGIC PLANNING Background The Mercer Group's strategic planning model is described in Jim Mercer's book, Strategic Planning for Public Managers (Quorum Books, 1991). Exhibit 3 provides a diagram of his Local Government Strategic Planning Model. Note that the model lays out a multi-staged planning process: ➢ Environmental Scanning: • Community expectations (included in your last Parks Plan for parks issues) • Council expectations (compiled in your recent retreat) • Interest group expectations (some groups informally surveyed for Parks, Municipal Operations, and Utilities in this study) • SWOT Analysis (included in this study) • Values (included in the Mercer employee surveys) • Environment (considered to some degree, but not in depth, in this study) ➢ Missions, Critical Success Factors, Strategies (considered in this study) ➢ Internal and Gap Assessments (considered to some degree in this study) ➢ Contingency, Functional, and Tactical planning (considered in this study) ➢ Evaluation (an ongoing process typically implemented through regular management reports, the annual Council retreat, the annual budget process, and other recurring mechanisms) A key area of assessment for our consulting team is the extent to which several planning initiatives are in place and are aligned: ➢ Citywide strategies based on Environmental Scanning ➢ Financial plans (including annual budgets, long-term capital improvement plans, and enterprise plans) ➢ Functional, program, and process plans (often cross-departmental) ➢ Mission statements and tactical plans (for departments, divisions/sections, units/crews, and employees), which usually includes Contingency planning Two significant problems in strategically managing public sector organizations are: 1. Missing stages and steps in the strategic planning process 2. Misalignment of departmental goals and activities with the citywide Vision The Mercer Group, Inc 48 Wheat Ridge P&R-Final Report Findings City of Wheat Ridte The City has implemented many steps in the Mercer Group's strategic planning model. Accomplishments at the city-level include: ➢ Strategic Plan: In April 2006, Lyle Sumek Associates presented a report on a facilitated strategic planning exercise that resulted in a Strategic Plan. The plan is included in the City's budget document. The document defines a planning model for Wheat Ridge that includes Vision 2020, Plan 2011, Execution Process, Mission Statement, and Beliefs (a/k/a Core Values). ➢ Vision Statement: "Wheat Ridge is a Family-Oriented Residential Community with a range of Quality Homes, mixed use Urban Villages, and Quality Retail serving our residents and serving as unique regional destinations. Our residents have Great Access to Denver and the mountains, enjoy an Active Lifestyle, share Small-Town Values, and take Pride in Our Community. Wheat Ridge is a Great Place to Live!" For each of the nine core elements (capitalized above), the plan provides greater detail on what it means. For example, Family-Oriented means (among other things) that All Generations are Welcome. ➢ Goals and Objectives: The Strategic Plan defines five main goals to be accomplished by 2011, with detailed objectives, what each means to citizens, and challenges and opportunities also defined. • Creating a sustainable City government • City prepared for growth and opportunities • Strong partnership between City, Community, and Region • Better quality housing stock • Redevelopment of major corridors In addition, Policy Actions/Agenda for 2006-2007, Management Actions/Agenda for 2006-2007, Major Projects for 2006, and Projects on the Horizon for 2007- 2008 are defined. ➢ Mission Statement: "Our mission is to provide Personalized Service at a High Standard of Excellence, creating a Financially Sustainable City. We Protect Lives and Property, Shape Wheat Ridge's Future, Enrich Our Citizens' Lives, and Engage Our Citizens. " As in the Goals, each of the seven principles in the mission statement also provides a detailed statement of what the principle means. For example, Personalized Service means (among other things) that the City Treats Every Customer as an Individual. The Mercer Group, Inc. 49 Wheat Ridge P&R-Final Report ➢ City Businesses: The plan also defines eight Core Businesses that include: • Emergency Response • Facilitating Economic Expansion • Law, Regulations, and Code Compliance • Land Use and Development Regulation • Public Infrastructure and Facilities • Community and Neighborhood Building • Civic Education and Governance • Leisure Facilities and Services Again, each of these Primary Businesses has a set of Operating Elements that explains what the business is. For example, the Land Use and Development Regulation business includes six operating elements: • Comprehensive Plan development and updates • Special Studies • Building Permits issuance • Development Standards and Inspection • Zoning Administration • Public Improvements Permitting and Inspection ➢ Core Beliefs: Core Beliefs are built on the acronym S-E-R-V-I-C-E. • We Serve you • We are Efficient and Effective • We take Responsibility • We add Value to Our Citizens' Lives • We act with integrity • We are a Cooperative Team • We have Empathy for others • With Pride Again each of these Core Beliefs is defined in greater detail. Empathy, for example, means Putting Yourself in the Other Person's Shoes. The Mercer Group, Inc. 50 Wheat Ridge P&R-Final Report ➢ Financial, Functional, and Tactical Plans: Financial Plans: The annual financial plan (the annual budget), as will be discussed in the next section, provides information on both resources (staffing, funding) and return on investment (achievements, objectives). The City also prepares a Capital Investment Program (CIP). The CIP is included in the budget book and updated annually during the budget process. Functional Plans: These plans serve as long-range guides to ensure accomplishment of community goals for specific functions and programs. Examples are the Parks and Recreation Master Plan, the Comprehensive Land Use Plan (and its sub-elements like Transportation and Public Facilities), and Sub-area Plans (the Wadsworth Corridor). Tactical/Operational Plans: These plans guide the annual work program for departments, divisions, and units, serving as implementation tools. For Parks and Recreation, these consist of the Activities Guide booklet and Parks Division work schedules. ➢ 'Implementation, Evaluation, Reporting and Feedback, and Plan Updates: The City uses the budget process to evaluate progress toward goals and objectives (Achievements) and refine goals and set objectives for the next year (Objectives). In addition, the City Manager issues a quarterly Update on Citywide Goals and Objectives that describes: • Year Initiated • Actions with Person(s) Responsible • Projected Cost • Percent Complete • Target Completion Date • Explanatory Notes The Actions assigned to Parks and Recreation will be reviewed in the next section of the report. The Mercer Group, Inc. 51 Wheat Ridge P&R-Final Report Parks and Recreation Department ➢ Strategic Plan: Parks and Recreation has not developed a department-level strategic plan. Instead, the department relies on functional and tactical plans (e.g., the 2006 Parks and Recreation Master Plan) to define a strategic direction for the department. The department, however, recently conducted a two-day strategic planning session facilitated by a consultant. ➢ Mission Statement: The Parks and Recreation Department's mission statement from the 2006 P&R Master Plan is as follows: "Embracing the community through exceptional programs and facilities that enhance the opportunity for personal growth, well being, and healthy lifestyles. " ➢ Goals and Objectives: The 2006 P&R Master Plan has eight goals and many supporting objectives for each goal (see Exhibit 2c). The goals are: 1. Provide a wide range of recreation, leisure, athletic, and cultural opportunities for all residents of Wheat Ridge. 2. Leverage the assets provided by parks, recreational facilities, open space, trails, and other leisure amenities to promote reinvestment in and redevelopment of strategic areas of the city. 3. Equitably distribute and conveniently locate parks, recreational facilities, and trails throughout Wheat Ridge. 4. Provide safe, enjoyable, and comprehensive bicycle and - pedestrian connections throughout Wheat Ridge. 5. Develop and maintain parks, trails, recreational facilities, and open space at a high level of quality that is appropriate for the location, type of use, and nature of the facility. 6. Develop and maintain parks, trails, and recreational facilities in an environmentally sensitive manner. 7. Develop adequate land acquisition, development, operations, and maintenance funding sources and tools to realize the Master Plan vision. 8. Monitor, assess, and adjust the existing intergovernmental and joint-use agreements, tools, goals, policies, action plans, and priorities to meet changing or unforeseen conditions and/or needs in Wheat Ridge. The Mercer Group, Inc. 52 Wheat Ridge P&R-Final Report The 2008 General Fund Budget provides an Overview of P&R services and activities, documents prior year Achievements, and defines next year's Objectives for the department as a whole and for various programs, but not the Parks and Recreation Divisions as a whole. Objectives tend to focus on completing a task, continuing or administering a program, or conducting activities, rather than outcomes and results. Selected objectives for.2008 from the budget book are: • Administration: Develop a master plan for the park at 38s' and Kipling. Apply for a grant for construction funds for a wildlife viewing platform and boardwalk in the Greenbelt. • Recreation: Refine electronic and print communication pieces. Create a marketing campaign to promote the opening of the renovated outdoor pool. Support the Live Well Wheat Ridge initiative. • Athletics: Expand Healthy Bodies, Healthy Minds program Coordinate with Parks to develop more soccer fields. Open concession stand at Prospect Park. In-house sports officiating position. • General Programs: Excellent customer service. Improve registration for Summer Camp. Develop email list for Therapeutic Program. Develop fitness programs for individuals with disabilities. • Outdoor Pool: Open renovated facility. Increase participation in aquatic programs. Increase daily attendance. • Senior/Community Center: Market the center. Increase SidverSneakers participation. Update the name of program and center. • Parks Maintenance: Continue to improve maintenance programs. Add areas to the right-of-way weed maintenance program. Implement Turf Management objectives. Use Cartegraph to improve efficiency. • Forestry: Work with Colorado State Forest Service on licensing of tree care companies and tree inventory. Insect and disease information and treatment. Remove trees and stumps and replant. • Open Space: Implement GIS/GPS. Provide environmental and education and volunteer opportunities. Noxious weed control. Continue to work with Urban Drainage and Flood Control District on bank stabilization. • Anderson Building: Upgrade locker rooms and improve the gym roof. • Building Maintenance: Phase III of City Hall and Senior Center HCAV remodel. Replace carpet in Patrol area of Police Department. The Mercer Group, Inc. 53 Wheat Ridge P&R-Final Report The 2008 Special Funds budgets provide similar information and objectives for these funds: Recreation Center: Improve marketing to local businesses, improve Summer Camp registration. Improve customer service through in-service training. Increase Pass sales for area businesses. Open Space: Complete renovation of Anderson Park pool. Reconstruct Independence Street bridge in the Greenbelt. Improve Van Gordon Greenbelt access. Complete 38"` and Kipling Neighborhood Park Plan. Conservation Trust: Complete renovation of Anderson Park pool and the restoration of the Baugh House. Replace Fruitdale Park playground. The City's Manager' Vt Quarter 2007 Update on 2006-2007 Goals and Objectives (as an example) shows these Actions assigned to P&R: • Goal 113: Review current infrastructure and facilities maintenance needs and service level policy direction and funding. • Goal 2G: Master Plan for Parks and Recreation. ➢ Performance Measures: The budget document does not define quantifiable performance measures for the department or its divisions. There are, however, some specific performance-related goals in place as identified in interviews: Park acreage per 1000 residents, in total and by type of park as defined in the Parks and Recreation Master Plan. • Citizen satisfaction level measured by the bi-annual Citizen Survey, the city-wide Strategic Planning Process, customer evaluation forms, and other means. • Quality and maintenance level of Parks (from the Citizen Survey). ➢ Management Reporting: The department does not routinely submit management and performance reports to the City Manager. What tends to get reporting are activities related to programs and projects. The Mercer Group, Inc. 54 Wheat Ridge P&R-Final Report ➢ Functional and Tactical Plans: P&R has a strong and current set of functional and tactical plans, including: • WR Comprehensive Plan: Prepared in 2000, this plan is in the process of being updated to provide overall guidance to community character, development and redevelopment, land use, and infrastructure improvements in the City. Sub-area plans, existing and future, also will link to parks and recreation needs in the City. • Parks and Recreation Master Plan: The 2006 plan is the successor to similar plans prepared in 1991 and earlier. Excerpts from the plan are provided in Exhibit 2c to the report. • Open Space Management Plan: Prepared in 2002, the plan establishes a framework for setting priorities and direction for natural, scenic, and recreational resources in the City, including the Greenbelt, Lewis Meadows, and other open spaces (present and future). • Open Space Wildfire Management Plan: This 2003 plan provides a framework for integrating fire management with other resource management activities in City open spaces. • Weed Management Plan This 2003 plan provides a framework for integrating weed management with other resource management activities in City open spaces. • Wheat Ridge Pedestrian and Bicycle Master Plan: This plan inventories all existing pedestrian and bicycle routes within the City, with future activities to extend the inventory into a full-scope master plan. ➢ Core Values/Beliefs: Mercer's Value Survey (Exhibit B in Attachment A) identified an informally-defined set of Core Values in P&R (see Table 3 that follows). Our survey revealed that department-level values, except in Recreation, are not: • Documented in a formal Values Statement, • Given to employees and posted in work sites (the City's mission and core beliefs are!), or • Created and updated with employee input. Nevertheless, from the surveys we gleaned a set of 26 department-level, employee-defined values in Table 3 that seem clearly understood, consistently applied, and lived out (even if informally stated). Only a small number of negatives values were listed and only on a couple of surveys. The Mercer Group, Inc. 55 Wheat Ridge P&R-Final Report Table 3 Parks and Recreation Department's Core Values (from Mercer's Values Survey completed by P&R employees) 1. Open Communication 2. Exceptional Customer Service 3. Honesty and Integrity 4. Flexibility 5. Be Proactive 6. Efficiency 7. Continuous Improvement 8. Accountability 9. Teamwork 10. Fun and Humor 11. Treat People With Respect 12. Loyalty 13. Citizen Input Encouraged 14. Encourage Independent Thinking 15. Take Pride in Our Work 16. Empowerment 17. Solve Problems 18. Get It Done 19. Value Diversity 20. Positive Attitude 21. Create Community 22. Professionalism 23. Professional Development 24. Safety 25. Quality 26. Excellence The Mercer Group, Inc. 56 Wheat Ridge P&R-Final Report Issues and Analysis ➢ City's Strategic Planning Process: The process recommended in Jim Mercer's book is well-implemented in Wheat Ridge, with only a few gaps compared to our model planning process and deliverables, as well as only a limited possibility of misalignment of departmental activities with visions, plans, and strategies. The issues we see are: • Participants in the planning process do not include department heads • Environmental Scanning includes Citizen (through the survey) and Council member expectations, but not those of Interest Groups and Stakeholders. The SCAN also does not include a SWOT Analysis or identify external influences. • Critical Success Factors are not defined. • An Internal and Gap Assessment is not formally laid out so resource needs can be assessed during the budget process. This study provides this assessment for the Parks and Recreation Department. • An Evaluation Process is not clearly defined (although the City Manager's quarterly report serves as a scorecard). • The strategic planning process is not carried down to departments ➢ Department's Strategic Planning Process: Parks and Recreation has not engaged in a formal strategic planning process, either in conjunction with the City-wide process or as a supplement to it, until August of 2008. The development of the Parks Master Plan, however, contains elements of a strategic plan. Key needs are: As the business of each City department is different, it is important for departments and division to develop a mission statement and supplemental list of values to flesh out the City's values/beliefs statement. In P&R's case, the department mission statement may need to be revised. The activities and objectives in the plan and the budget book need to be more time-specific and performance-based (expressing both outputs and outcomes). More on this issue in Chapters IV, Parks, and V, Recreation. Use the 2008 strategic planning process to develop a department-level strategic plan. Inc. 57 Wheat Ridge P&R-Final Report Recommendations 6. City's Strategic Planning Process: Enhance the current strategic planning process to add features in Jim Mercer's model as explained under Issues and Analyses: • Add department heads to the planning process • Expand the Environmental Scan • Define Critical Success Factors • Update the Gap Assessment periodically • Enhance the Evaluation Process • Extend the process to City departments 7. Department's Strategic Planning Process: Carry the City's Strategic Planning process down into the Parks and Recreation Department incorporating the elements listed under Issues and Analyses. Specific outcomes of the consultant- facilitated P&R strategic planning process should include: • Reconsider the Mission Statements for the department and create mission statements for divisions • Develop a Values Statement • Define measurable and time-specific goals, objectives, and performance measures In addition, involve the department director in the City-level strategic planning sessions with the Mayor, City Council, and City Manager. The Mercer Group, Inc. 58 Wheat Ridge P&R-Final Report A SERVICE DELIVERY STRUCTURE This section of the report looks at what services are provided and who, internally and externally, provides them in order to assess whether the structure facilitates effective and efficient delivery of services. External provides can be other City departments, other communities, regional agencies, state and federal agencies, and the private sector. Findings P&R Gives Support To In at least one important way, Parks and Recreation provides a key service to other City departments: Building Maintenance. P&R Receives Support From Other City department, other governments and regional agencies, and a number of community organizations and associations support the delivery of park and recreation services in Wheat Ridge. ➢ City Departments: • Fire: Fire hazard notification and staffing training • Police: Security on trails and in open spaces • Public Works: Vehicle and small engine equipment maintenance ➢ Other Agencies: • City School Board: Intergovernmental Agreement to use school fields and facilities for parks and recreation programs • Coun : '/2 % sales tax for open space. Cooperative Extension Agency. Mental Health Center. • State: Conservation funds come from the Lottery. Great Outdoors Colorado (LOCO). The Mercer Group, Inc. 59 Wheat Ridge P&R-Final Report ➢ Community Organizations and Associations: A partial list of community partners is provided below. • Applewood Business Association • Arts Council of Wheat Ridge • CU and CSU • Colorado Folk Arts Council • Enterprise Wheat Ridge • Exempla Lutheran Medical Center • Mile High Youth Corps • Senior Resource Center • Sierra Club • WR Carnation Festival • WR Foundation • WR Historical Association ➢ Athletic and Cultural Organizations and Associations: • Rocky Mountain Thunder • WR Art League • WR Avalanche Soccer • WR Basketball • WR Boys Baseball • WR Boys Football • WR Garden Club • WR Girls Softball • WR Historical Society • WR Men's Baseball • WR Swim Team The Mercer Group, Inc. 60 Wheat Ridge P&R Final Report Issues and Anahwh ➢ Building Maintenance: As a city-wide service, Building Maintenance should have a higher profile in the P&R organizational plan. See the Organization and Staffing section that follows. ➢ City-School Cooperation: The level of cooperation between the City Parks and Recreation Department and the City School system is very high compared to other communities we have worked with. The extensive use of school fields and cooperation in maintaining them is notable. ➢ Community Associations: These organizations are the backbone of special events and many athletic programs, particularly for children and youth. We believe the relationship between the department and these associations to be positive based on staff interviews and our stakeholder focus group (although the group was a bit smaller than we would like). Police: The role of Police Department Community Service Officers in patrolling the Greenbelt and other open spaces is critical to a sense of safety. From P&R interviews, we understand the Police Department has improved this service to respond to citizen concerns about safety, vandalism, and graffiti. Recommendations 8. Service Delivery Structure: We support the department's general approach to a matrix structure for delivering recreational and cultural services to the community, using community partners to take on some of the load of direct service delivery while continuing to provide planning and coordination, set standards, and hold agencies accountable for performance. Recreation programs and the community would benefit from an annual "summit meeting" to ensure all partners are on the same page, new program ideas and needs are reviewed, and innovative approaches are shared across the group of partners. The Mercer Group, Inc. 61 Wheat Ridge P&R-Final Report E. ORGANIZATION AND STAFFING Findings The Director of Parks and Recreation, reporting to the City Manager, oversees the department and directly manages three people: ➢ Parks Manager, ➢ Recreation Manager, and an ➢ Administrative Assistant. Exhibit 3a presents the current departmental organization plan. At least one position, the Building Maintenance Supervisor, is not shown on the chart. Due to his city-wide role, the work of this position is directed by a number of City and department-level managers. The chart also does not reflect the large number of part-time, contract, and seasonal positions in Parks (15+), who provide extra help in the summers, or in Recreation (50+ estimated), who run various programs and facilities. Issues and Analysis ➢ Organization Plan: The current organization plan is fairly traditional and basically sound with three major divisions at present: • Administration, • Parks, and • Recreation All but a few reorganization needs are within divisions (see Chapters IV and V). These department-level needs are discussed below. ➢ Leveraging Senior Managers: The organization plan provides only limited clerical, research, analytical, and communications help at top of department: • Administrative Assistant in Administration • Marketing Coordinator in Recreation • Senior Staff Assistant in Parks As a result, senior managers do too much of this kind of work personally or it goes undone. With several new plans on the table, an increase in analytical capabilities will assist in implementation and plan updates. The Mercer Group, Inc. 62 Wheat Ridge P&R-Final Report ➢ Facility Management: P&R has a three-fold approach to facility management, operation, and maintenance services: City-wide Services: Most services are performed by the Building Maintenance Supervisor working alone or with help from the Facilities Maintenance Technician, a borrowed helper, the Aquatics staff (indoor pools), and the Parks staff (Anderson Building, Park structures). This P&R Department supervisor has a City-wide role, including city hall (see 2008 budget objectives). Except for this position in the Parks and Recreation Department, the City does not have a formal facilities management program. Recreation Center Services: The Facilities Section in the Recreation Division provides facility maintenance and custodial services for most of the Recreation Center, as well as administers the use of the center (the Facility Assistants and Recreation Support Tech). In addition, the Aquatic Supervisor and staff maintain much of the inner workings of the indoor pools (pumps, filtration system), as well as the pools themselves and surrounding decks (daily and annual cleanups). • Facilities at Parks and Remote Sites: Maintained by staff in the Parks Division. The Mercer Group, Inc. 63 Wheat Ridge P&R Final Report Recommendations 9. Department Organization Plan: Amend the departmental organizational plan as shown on Exhibit 3b and detailed below. Changes to division organizational plans are detailed in Chapters IV, Parks, and V, Recreation. a. Facilities Division: Create a Facilities Division, which would continue to service both City and P&R facilities and buildings. Staff changes would include: • Add a Facilities Manager position to oversee the division and to supervise the Building Maintenance Supervisor, who will continue with hands-on coordination of facility repairs and maintenance, and custodians. Transfer responsibility for managing and maintaining facilities, including P&R facilities and City Hall, to this division. • Transfer all current maintenance-related positions from the Facilities Section in the Recreation Division (Facility Maintenance Technician, Custodians, and management of contract janitorial services). Leave the Operations Supervisor position and Recreation Center operational staff in the Recreation Division (three Facility Assistants and a Recreation Support Technician). Several alternative configurations and other issues for the Facilities Division were discussed with the Director of Parks and Recreation during the study: Shift the Aquatics Program to this division because it is facility and technology dependent? Not recommended. • Shift the Parks Project Coordinator to this division to support capital programs across P&R in anticipation of large upcoming projects at the Recreation Center? Not recommended. Need to train the Facilities Maintenance Technician on city-wide needs to allow him to support and back up the Building Maintenance Supervisor.. Recommended. Creation of this division also reduces the number of direct reports to the Recreation Manager, allowing her to give more time to recreation programs and staff. The Mercer Group, Inc 64 Wheat Ridge P&R-Final Report b. Management Leverage: Leverage the Director and the (now) three Managers through addition of a Management Analyst position located in the Administration Division and reporting to the Director. Key duties of this position would be: • Research and analysis of parks and recreation trends and initiatives. • Development of codes, standards, policies, and procedures. • Analysis of work flow and operational methods in order to improve compliance with policies, procedures, and standard practices. • Assessment of information technology and systems needs, as well as implementation assistance for major systems (e.g., training plan, documentation) (with IT). • Measurement of the cost of P&R services and activities and the review and updating of user fees and charges (with Finance). • Assist in researching grant opportunities. • Assistance in developing of goals and objectives, activity statistics, and performance measures. • Preparation of monthly management and operations reports. G Recreation Division Leverage: Leverage the Recreation Manager through addition of a clerical support position similar to that in the Parks Division (Senior Staff Assistant) reporting directly to her. Our goal, in conjunction with the recommended Facilities Division, is to free up time so the Recreation Manager can put a greater focus on recreation planning, programs and projects, and recreation-related commissions and committees. We understand this position may be created in the near future and funded by the Recreation Center Fund. The Mercer Group, Inc. 65 Wheat Ridge P&R Final Report F. OPERATIONS MANAGEMENT Backsround Mercer strongly believes in the value of "Managing the Numbers" in maintenance operations. Elements of an effective Operations Management program include: ➢ Operational Plans: In conjunction with the priorities of elected officials and senior managers as expressed in government-wide Strategic Plans and other documents, Operations and Maintenance organizations should develop Operations Plans that define: • Strategies, detailed goals and objectives, and a list of work activities • General schedules for projects, preventative programs, recurring work, and (from prior experience) anticipated emergencies • Resource requirements (people, equipment, facilities, materials) and planned utilization of these resources • Funding needs in operating and capital budgets to carry out the plan. • Management organizational plan to foster accountability ➢ Standards and Guidelines: Based on these Operational Plans, the agency should define technical, efficiency, cost, productivity, and performance standards, both internally and for contractors and supporting agencies. These standards should include responsiveness and performance objectives for service requests, complaints and emergencies, and routine work activities. ➢ Policies and Procedures: Operational resource needs and work standards should be defined for all responsibilities and work methods be developed to meet these standards. Codify policies and procedures in an Operations Manual. ➢ Work Scheduling: Ongoing.and emergency work (based on prior experience) should be programmed into yearly, monthly, weekly, and daily schedules, and crews coordinated across units to accomplish all daily work assignments. ➢ Time, Workload, and Cost Data: Agencies should collect and compile time use information for people and equipment by pre-defined activities/tasks and projects, as well as data on work performed and upcoming. They should develop fully- loaded (including supervision, non-productive time, benefits, and central support services) project, program, and activity costs to allow comparisons to cost standards and alternative service providers. ➢ Activity and Cost Reporting: Compile and compare work performed to work standards, goals, and objectives, and plans in order to report monthly to DPW management and elected officials on the status of the Operations Plan. The Mercer Group, Inc. 66 Wheat Ridge P&R Final Report Findings Park and Recreation's Operations Management practices are evolving, with a strong commitment and significant effort to develop an industry-standard model as just described. For example, the Cartegraph system will be a major tool for improving operations management practices in the Parks Division. Although each P&R division has different challenges, some common ground is apparent: ➢ Need to track people and equipment time, materials use, and contract services by various programs, projects, activities, and tasks. ➢ Limited computer support staff for data collection and reporting. ➢ Need to accurately measure service levels and workload, then to define resource associated requirements. ➢ Need to determine (based on cost and service level data) if an activity or task should be performed in-house or by contract. ➢ Need to ensure activities and tasks are performed efficiently. ➢ Need to develop means to determine if P&R and its contractors have done a good job and whether its customers are satisfied. Chapter IV, Parks, and Chapter V, Recreation, will provide more specific findings, issues and analyses, and recommendations for improvements in Operations Management Practices. The Mercer Group, Inc. 67 Wheat Ridge P&R-Final Report Issues and Analyses ➢ Planning: Population/Demographic Projection analysis for the next ten and twenty years would better identify long-term leisure needs for the community. ➢ Accreditation: The Department should consider striving for national accreditation. Even with the significant internal effort to complete the accreditation process, at a minimum the Department would gain value from completing the self assessment to determine the Department's strengths and weaknesses as it relates to national parks and recreation standards. The Commission on Accreditation of Parks and Recreation Agencies (CAPRA) lists these benefits to the accreditation process: For the Public • Assurance and validation of well-administered services in accord with professional practices • Holds an agency accountable to the public and ensures responsiveness to their needs • Potential for external financial support and savings to the public • Improves customer and quality services • External recognition of a quality government service For the Agency • Increase efficiency and effectiveness • Provides evidence of accountability and establishes credibility • Compels written documentation and systematically organizes agency policies and operating procedures • Answers the question, "How are we doing?" through extensive self evaluation • Identifies areas for improvement by comparing an agency against national standards of best practices • Creates an environment for regular reviews of operations, policies, and procedures and promotes continual improvement • Enhances staff teamwork and pride by engaging all staff in the process • Public and political recognition The Mercer Group, Inc. 68 Wheat Ridge P&R-Final Report ➢ Communications: Consider conducting Quarterly Staff Meetings for all key full-time and part-time personnel to better understand where the Department has been and where it is going. Meeting agendas could include City and Department updates, goals & objectives review, present quarter accomplishments, next quarter initiatives, and issues for the good of the order. ➢ Training: With staff's input develop a Training Plan and implement an on-the- job training activities. See Human Resource Management section that follows. Recommendations 10.0peratioms Management: Use the recommended Management Analyst to assist in collecting and analyzing demographic and utilization data to strengthen parks and recreation program planning. In the near future, consider going through the CAPRA accreditation process. The Management Analyst also can help with this task. If the full accreditation process is too onerous, consider only the Self-Assessment. Hold quarterly staff meetings in Recreation and Parks Division to share information, City-wide issues, and other information. Use these meetings for feedback on departmental performance and need. Develop a department-wide Training Plan. The Mercer Group, Inc. 69 Wheat Ridge P&R-Final Report G. RESOURCE MANAGEMENT BudSet and Finance Findings Budgeting: Earlier in Chapter III we laid out the FY 2008 budget for Parks and Recreation, showing various program allocations, major expenditure categories, and major revenue sources. We provide details for the Parks and Recreation Divisions in Chapters IV and V. The Budget Book, however, does not compile organizational budgets across funds for the Parks and Recreation Divisions, although a manual compilation is fairly easy. The budget document, for the department and each division, provides an overview of services, last year's achievements, and this year's objectives for the department and each division, as well as information on staffmg, organization plan, and activities. The City Manager prepares quarterly reports on the Budget and on progress in meeting Citywide Goals and Objectives. Fees and Charges: A percentage of the cost of Parks and Recreation programs is recovered by user fees, with the Recreation Center self-supporting (as currently accounted for). Fees and charges are reviewed regularly during the budget process and Fee Schedules are included in the Budget Book, but a formal Cost Recovery Policy is not in place either in Parks and Recreation or City-wide. ➢ Capital Improvements Planning: The City has a formal CIP process that results in a ten-year Capital Investment Program (CIP) that lay out infrastructure, building, facility, street, and park land needs. The 2008 CIP includes $85,000 in funding for P&R parking lot improvements (an annual allocation through 2017) and $140,500 for replacement of the Senior Center HVAC system. P&R also will benefit from the investment in new aerial and topographic maps in the CIP. P&R capital needs also are supported by State Lottery Funds and County Open Space funds. The Mercer Group, Inc. 70 Wheat Ridge P&R-Final Report Issues and Analysis Budeetine ➢ Budget Structure: Need to establish department/division/section subsidy goals/levels of self support beyond the Recreation Fund and align revenues with budgets in budget documents. There is overlap in budget accounts for maintenance of facilities. ➢ Recreation Center: The Recreation Center budget is reflecting a 1.8% decrease in revenue but a 5.9% adjustment in its expenditure budget. Is this acceptable for the future? Although the Recreation Center is a separate fund, not all related expenditures are reflected in the budget (some utilities, phones, computers, and some capital equipment/improvements are not included). ➢ Financial Planning: P&R has not established five-year revenue and expenditure projections to better plan for future needs. ➢ User Fees: P&R has not recently analyzed current annual pass sales and retention rates, punch card sales, and daily admission users, nor has it established benchmarks and goals to maintain and/or improve service levels. These analyses and goals will identify present usage and help the Department determine target markets for increased participation and revenue. As noted in the Community Development study, the City does not have a formal Cost Recovery Policy. Capital Improvements Plannine ➢ Recreation Center: If not already anticipated, the City needs to prepare financially for big-ticket capital equipment replacement items for the Recreation Center, such as roof and boiler replacement and parking lot overlays. ➢ Equipment Replacement: A comprehensive facilities equipment inventory followed by a Capital Equipment Replacement Schedule should be developed. The schedule would improve short- and long-range budgeting and serve as a planning tool. Revenue Manaeement ➢ User Fees: A formalized Fees and Charges Policy should be developed and adopted. This would give clearer direction for the department, divisions, and sections subsidy level expectations. ➢ Aquatics: The new outdoor pool improvements may have an effect on the Recreation Center aquatic attendance and revenue. The Mercer Group, Inc. 71 Wheat Ridge P&R Final Report Recommendations i1.Budget and Finance: With the following exceptions, the City's budget and financial support services and process are excellent. • Organizational Budgets: Although the Budget Book presents program budgets, it does not summarize sub-organizational budgets for the Parks and Recreation Divisions across funds. In Recreation, particularly, division budgets include programs in several funds. We suggest the City develop a process for this cross-fund compilation of funds and positions. Cost Recovery:- Lacking a formal city-wide Cost Recovery Policy, P&R fees and charges may not fully recover the full cost of service (direct, supervision, indirect, and overhead costs of central service departments), allowing for policy-driven discounts and waivers. Fees typically would cover about 25% of the full cost of recreation programs and 1001/o of the full cost of a facility like the Recreation Center. We suggest the City develop such a policy, as well as convert to full cost of service analyses when calculating user fees. Recreation Center: Because not all expenses are charged to the Recreation Center Fund, a break-even analysis is difficult to perform. In addition, deferred or scheduled maintenance, particularly for large projects, are not programmed into the fund, with retained earnings reserved for these needs (although there is over $2,000,000 in fund balance). The City should consider shifting to allocation of all appropriate costs to run the Recreation Center, as well as provide a means (perhaps modeled on the old special purpose sales tax) to fund major renovations and additions. Performance Measures: More specific and measurable objectives and performance measures should be developed as detailed in Chapters IV, Parks, and V, Recreation. The Mercer Group, Inc. 72 Wheat Ridge P&R-Final Report Facilities Findings The 2006 Parks and Recreation Master Plan prepared by EDAW, Inc. compiles an inventory of parks and recreation facilities and property in the City. Excerpts from the Master Plan, including various tables and maps, are provided as Exhibit 2c. In summary, the Master Plan categories parks and open space by size and usage as follows. City parks total 430.32 acres (excluding Other Resources below) or 13.26 acres per 1,000 residents. The Plan applies two national park specific standards: ➢ Community Parks (+Sports Complexes): 3 to 5 acres per 1000 residents. Wheat Ridge totals about 2.1 acres per 1000 residents. ➢ Neighborhood Parks Pocket Parks): 2 to 3 acres per 1000 residents. Wheat Ridge totals 1.78 acres per 1000 residents including pocket parks. Natural AremlCorridors Wheat Ridge Greenbelt: 250.00 acres. ➢ Lewis Meadows Open Space: 9.00 acres. ➢ Visual Green Spaces:.87 acres. Parks and Park Land ➢ Community Parks: Two parks (Anderson and Prospect) with 66.00 acres. ➢ Neighborhood Parks: Seven parks with 49.20 acres. ➢ Pocket Parks: Seven parks with 8.00 acres. ➢ Undeveloped Park Land: Four properties with 14.50 acres. Snorts Conwleres. Special Purpose Paft and Other Resources ➢ Recreation Community Centers: Three facilities (Anderson Park, Recreation Center and Senior Center) with 12.00 acres (excluding Anderson). ➢ Sports Complexes: One park (Creekside) with 16.00 acres. ➢ Special Purpose Parks: Three parks (Historical, Richards-Hart, and Firehouse) with 4.75 acres. ➢ Other Resources: Seven Schools, Crown Hill Park, and Chester Portsmouth Park with 279.50 acres. The Mercer Group, Inc. 73 Wheat Ridge P&R-Nina( Report Issues and Analysis General Facilities Issues ➢ Facility Use: An analysis of present recreation facility usage, the hours the facility is open vs. hours scheduled, will identify opportunities to increase facility usage and adjust operating hours (and associated staffing). We understand from our interviews that internal programs may be bumped from rooms in the Recreation Center when someone offers to rent a room for an event. This kind of practice can disrupt programs for regular users, who have paid for their program in advance. Parks Sholp ➢ Office: The Office Buildings is adequate for present and future needs. ➢ Yard: The Parks Yard/Shop is too small in terms of property footprint and facility square footage for the number of people, equipment, and materials assigned to work there. Specifically: • Poor traffic circulation pattern • Limited covered storage • Materials stored in open bins • Limited lunchroom facility • Limited bathroom space Recreation Center ➢ Upgrades: We support the suggested expansion of the Recreation Center to include a senior wing area, additional fitness and gymnasium space for programs and a wellness area for fitness assessments and massage. The soccer field would need to be relocated. ➢ Game Room: Could turn the present game room into a youth Fitness Zone with such amenities as dance revolution and video games that are activated by pedaling stationary bikes. ➢ Housekeeping: There are consistency issues with the contractual housekeeping service. Regular inspections and clear expectations must remain a top priority. ➢ Work Orders: Need to develop and implement the Cartegraph Work Order System to improve efficiency and allow for better planning and budgeting. The Mercer Group, Inc. 74 Wheat Ridge P&R-Final Report Other Facilities ➢ Outdoor Pool: The outdoor pool is being renovated to provide additional amenities. The bathhouse is not included in the initial phase, but needs to be addressed in the near future. The Parks Division oversees the outdoor pool start up and shut down. This has worked for the Department but in the spring, when park staff are the busiest. It may be more effective and efficient to put this under the Facilities Division responsibilities. P&R needs to set an acceptable subsidy goal for the outdoor pool operations to maintain and/or improve the facility. ➢ Anderson Building: Examine the functionality of the Anderson Building space. There may be an opportunity to make minor and inexpensive modifications to the old office area to provide additional programming space. ➢ Berber House: The Berber House facility presently serves a need as meeting and storage space for youth organizations. Concessions: Unless the Department can realize net revenue profits of 30% or higher, consider contracting concession operations to a private vendor. ➢ Senior/Community Center: The Senior Center conducts a variety of programs in a former church building at times senior-oriented and at other rimes a broader user orientation. The Mercer Group, Inc. 75 Wheat Ridge P&R-Final Report Recommendations 12. Facilities: In addition to facility and park recommendations in the 2006 Parks and Recreation Master plan, we recommend: • Facilities Planning: Make facilities planning an ongoing exercise based on review of demographic and utilization data. The recommended Management Analyst can help operating divisions with this task. A key need is to plan for and designate a portion of fund balance for major Recreation Center repairs. Facility Use Policy: Consider revisions to the facility use and rental policy based on the policy established in Westerville, Ohio, the agency headed by our P&R consulting specialist. The policy is provided as Exhibit 5. Parks Shop: Expand or relocate the Parks Shop and Yard to provide adequate room for staff, equipment, materials, and supplies. Perhaps this yard and shop can be co-located with the Public Works Department, so common areas (lunchroom restrooms, training room, lockers, materials storage, and small engine shop) can be shared. Recreation Center: We support consolidation of senior services at the main Recreation Center to integrate seniors into the mainstream of recreational users (already in process with early morning pool use, fitness center, and other programs). The old facility, in a residential neighborhood, should be reprogrammed to other uses. • Other Facilities: Review the issues and opportunities expressed on the prior page and page improvements as needed at these parks and facilities. The Mercer Group, Inc. 76 Wheat Ridge P&R-Final Report Human Resource Management Findings. Issues, and Analvsis Succession Plannine The Director, Recreation Manager, and Parks Manager are very senior people, who could retire in the near future. Only the Parks Manager has a senior subordinate who could easily transition to the next level up. The City does not have a succession plan for replacing these key people. Trainine and Employee Development The department does not have formal Training Plan for its employees. Most P&R Departments will develop such a plan based on job duties in position classifications, policies and procedures in Operations Manual, and the requirements of professional associations. Performance Evaluations Performance based evaluations are in place but it appears the process is being driven from each employees own perspective and not through a coordinated Departmental plan. A more formalized internal planning process for goals, objectives, and initiatives centered on pre-determined key ingredients for success would benefit the employees and Department in moving the.Department forward. Compensation System As detailed in the 2008 Budget Book, the City has a well-defined process for comparing the salaries of City jobs to fourteen area communities. The City's goal is to pay general (non-sworn) employees at the 55th percentile of the market rate. Hiring of some positions (e.g., lifeguards) seems problematic and the cause may be compensation-related. The Mercer Group, Inc. 77 Wheat Ridge P&R Final Report Recommendations 13.Human Resource Management: • Succession Plan: Develop a succession plan for key senior positions - the Director, Facilities Manager (see below), Parks Manager, and Recreation Manager. With the assistance of Human Resources staff, institute training and mentoring program for subordinates interested in rising to these positions. • Training and Employee Development: Develop a Training Plan for all department employees. • Performance Evaluations: Work with HR to balance the performance evaluation process (considering department and employee interests) and to expand the use of employee-specific goals, objectives, and performance standards. • Compensation: Review the compensation for positions that prove difficult to hire, like lifeguards. As needed, add incentives like paying for certification classes, to attract more candidates. The Mercer Group, Inc. 78 Wheat Ridge P&R Final Report Information Technolopv Findings We reviewed the City's Information Technology Strategic Plan that was issued in August of 2007. The plan describes: ➢ The IT Division's Mission, Guiding Principles, and Core Beliefs. ➢ Defines IT's customers, which includes Parks and Recreation. ➢ Trends in Information Technology, including several impacting Parks and Recreation. For example, "Disintermediation," the practice of providing services directly to customer via the City web site, such as registering for recreation programs and activities, getting maps and other information from GIS, and researching policies, procedures, and processes. ➢ Major systems applications, including several impacting P&R: • P&R Point of Sale, Facility Scheduling, and Class Registration, • Document Management, • GIS, and • Web Site. ➢ Major projects in 2007-2010, including several that impact P&R: • Interactive Web Forms, • VOID Telephone System, • Document Management, and • Connecting all City facilities to a wide area network. We also asked employees to rate Computers in the Resources Survey (the rating of 3.548 out of 5 exceeded our Minimum rating goal of 3.00 and close to our High Performance goal of 4.0). Finally, we discussed IT services and needs in employee interviews. The Mercer Group, Inc. 79 Wheat Ridge P&R-Final Report Issues and Analysis ➢ Cartegraph: The Parks Division will be implementing Cartegraph's work order system in the near future to assist in the management of work and activity- based costing. Use of Cartegraph is discussed in more detail in the Operations Management section of Chapter IV, Parks. ➢ Online Registration and Scheduling: We understand that outdoor field usage was not been scheduled thru the Rec Trac system in the past, but recently were added to Rec Trac. ➢ Usage Tracldng: We understand that usage is not effectively tracked at the Senior Center and perhaps in other programs. This issue is discussed in more detail in the Operations Management section of Chapter V, Recreation. Recommendations 14.Information Technology: Develop Tactical Action Plans to address the issues identified above, particularly to: • Implement Cartegraph in Parks, • Activate the GIS Committee, • Maximize the application and benefits of Vermont Systems' Rec Trac, • Efficiency track program usage and demographics, and • Assess how to support future GIS activity in P&R, particularly Parks. Ensure IT is supporting GASB 34 compliance. The Mercer Group, Inc. 80 Wheat Ridge P&R Final Report IV. PARKS, FORESTRY, & OPEN SPACE This chapter of the report provides an overview of the Parks, Forestry, and Open Space Division (Parks Division or Parks), summarizes the results of interviews and surveys, and describes our findings, issues and analysis, and recommendations. A. OVERVIEW OF THE DIVISION Services The Parks, Forestry, and Open Space Division provides the following services for City parks and other recreational facilities. ➢ Administration: The Parks, Forestry, and Open Space Manager manages the Parks Division, develops and manages the division budget, oversees administrative support staff, and provides other support to division programs. ➢ Parks Maintenance: Maintains all landscapes, irrigation systems, and facilities at City-owned parks (150 acres developed and 1,8 ball fields) and properties, including seventy-two traffic calming islands, 380' streetscape, Harlan Walk, historic park and Baugh House, Richard Hart Estate, and Veteran's Memorial Gazebo. Manages right-of-way maintenance contract. Removes graffiti. Maintains the Anderson Building and the Richards-Hart Estate. ➢ Forestry: Maintains trees, shrubs, and flower beds in parks, public rights-of-way, seventy-two traffic calming islands, 380' Avenue streetscape, Harlan Street Walk, Happiness Gardens, Demonstration Grounds, and other City-owned property. Licenses tree and lawn care companies doing business in the City. Manages Tree City USA and Arbor Day programs. ➢ Open Space: Maintains 250 acres of open spaces, with four lakes, conservation area, and ten miles of trails, as well as Lewis Meadows Park and undeveloped parks sites. Provides environmental education, information, and natural resource management. The Mercer Group, Inc. 81 Wheat Ridge P&R-Final Report Resources The Parks Division has a total FY 2008 budget of $1,972,267 for operations and capital improvements, which is broken down by the following programs: ➢ Parks Maintenance: ➢ Forestry: ➢ Open Space: ➢ Anderson Building: $1,328,088 67.34% $ 298,741 15.15% $ 239,349 12.13% $ 106,089 5.38% The budget funds twenty-two full-time positions, plus about 15 seasonal positions: ➢ Administration: 3 Division Manager Senior Staff Assistant Project Coordinator ➢ Parks Maintenance: 13 Operations Supervisor Crew Leaders (2) Maintenance Workers H (5) Maintenance Workers I (5) ➢ Forestry: 2 Forestry Tech Forestry Assistant ➢ Open Space: 4 Open Space Coordinator Maintenance Worker II Maintenance Worker I Horticulture Assistant The division operates out of two facilities at Anderson Park, an office building and a yard/shop complex. The Mercer Group, Inc. Wheat Ridge P&R-Final Report SWOT Assessment Each Parks Division interview was structured to solicit comments on four topics: Strengths, Weaknesses, Opportunities, and Threats. For each topic, major themes are identified when discussed in a significant number of the interviews. Each theme is presented based on a compilation of the insights of all parties interviewed. In addition, Mercer rates each theme as having a high (H), medium (M), or low (L) impact on services and operations. These findings are the aerceotions of the parties interviewed and may not accurately reflect the current situation. In some cases information is out-of-date or incorrect and in others the comment accurately reflects the current situation. So, care must be taken not to overreact to any perceived positives or negatives in the SWOT Assessment. SWOT themes, therefore, become indicators of issues to be explored in more detail during fact finding and analysis. Strengths ➢ Department leadership (H) ➢ Experienced, knowledgeable, and close-knit set of employees (IT) ➢ Versatile, flexible, get things done (H) ➢ Pride in and commitment to park, athletic field, open space appearance and maintenance (H) ➢ Good relationships with and response to citizens (H) ➢ Greenbelt (H) ➢ Coordination between Parks and Recreation Divisions (H) ➢ Employee Recognition and Safety Committees (M) ➢ Human Resources' assistance on personnel issues M Weaknesses ➢ Roles of the two Crew Leaders in Parks Maintenance (H) ➢ Enforcement along the Greenbelt (but improving) (I) ➢ Graffiti in parks and the Greenbelt (H) ➢ Yard and shop facility (H) ➢ Lack of understanding and appreciation of work by Parks by others (H) ➢ Some personnel issues not dealt with (e.g., tardiness, lower work rate) (H) ➢ More reactive, then proactive at present (I) The Mercer Group, Inc. 83 Wheat Ridge P&R-Final Report Weaknesses (continued) ➢ Coordination with Public Works on projects in parks or the Greenbelt (M) ➢ Some crews not able to get everything done that is needed (long To Do List) (M) ➢ Structure of the mowing crews M ➢ Equipment inventory (e.g., need 4-wheel drive trucks), replacement program, and availability (M) ➢ Small engine repairs done off-site at Public Works (1) Opportunities ➢ Cartegraph Service Request System is coming and will support asset management, work orders, project accounting, and cost accounting. (fi) ➢ Small Engine Mechanic to leverage one of the Crew Leaders (Ii) ➢ Create a greater sense of ownership (IT) ➢ Cabela's tax revenues (H) ➢ Cabela's trail access (M) ➢ : Expand use of lakes and ponds to water parks (M) ➢ Environmental interpretation and education (M) ➢ Improved access to lakes along the Greenbelt M Threats ➢ Affect of economy on City core revenues (and memory of 2003 layoffs) P ➢ Noxious weed mandate by state is under funded M The Mercer Group, Inc 84 Wheat Ridge P&R-Final Report Survev Results Highlighted below are key findings and issues gleaned from the Resources, Human Resource Management, GRIPES, and Organizational Climate Surveys (OCS), which are presented in detail in Exhibits la, lb, and lc. Again, Mercer's minimum and high performance goals are 3.0 and 4.0 for Resources and Human Resource Management; 3.0/70% and 4.0/80% for GRIPES; and >50% and >60% Agree for OCS. Findings for this division compared to overall department scores are as follows, with recommendations provided in Chapter II of the report: ➢ Resources: The overall division rating of 3.247 is slightly below the overall department average of 3.325. Seven of nine factors meet or are close to Mercer's Minimum goal of 3.0. The one factor with a low rating (below 2.5) is Facility (1.944). ➢ Human Resource Management: The overall division rating of 2.906 is slightly below the overall department average of 3.010. Seven of ten factors meet or are close to Mercer's Minimum goal of 3.0. Factors with low ratings (below 2.5) are: Performance Evaluations (2.111) Discipline (2.222) Labor Relations (2.444) Pay (4.222) and Training (3.722) are scored above or near our High Performance goal of 4.0. ➢ GRIPES: The overall division ratings of 2.954 for general factors and 79% for Potential are slightly above the department averages of 2.944 and 76%. Growth, Information, and Empowerment factors meet Mercer's Minimum goal of 3.0. Factors with low ratings (below 2.5) are: • Non-Monetary Rewards (1.600) • Respect by Other City Departments (1.900) • Support from City Officials (2.350) • Support from City Departments (2.500) The Mercer Group, Inc. 85 Wheat Ridge P&R Final Report ➢ OCS: The overall division ratings of 55.32% Agree and 30.48% Disagree are not quite as positive as the department averages of 62.460/2% Agree and 23.98% Disagree. Factors (a/k/a subscales) with low ratings (below 50% Agree) are: • Compensation and Benefits (43.91%) • Receptivity to Change (46.67%) • Problem Solving Across Work Groups (46.67%) ➢ Management Philosophy Profile: Scores on the MPP for the Parks Division were relatively consistent (1 point difference) up-and-down the management hierarchy, with a few exceptions: e Personality-Initiative: Scores ranged from 3 to 5 indicating a need to reach a closer consensus on this factor. • Personality-Solutions: Scores ranged from 3 to 5 indicating a need to reach a closer consensus on this factor. A strong people-focus, however, is good. • Work Focus-Time: Scores ranged from 3 to 5 indicating a need to reach a closer consensus on this factor. At this level, managers and supervisors should be looking ahead at least months (4) or better a year (5). • Relationships-Status: Scores ranged from 1 to 5 indicating a need to reach a closer consensus on this factor. • Relationships-Decisions: Scores ranged from 1 to 5 indicating a need to reach a closer consensus on this factor. The Mercer Group, Inc. 86 Wheat Ridge P&R Final Report B. SERVICE DELIVERY STRUCTURE Findings The Parks Division is developing a multi-agency, public-private delivery system for services. The mix of Parks, other City departments, other public agencies, and private providers seems closely aligned with Mercer's Guidelines for In House and Contract Operations: 1.) Do what you are good at and perform regularly. 2.) Do what you have the staff expertise and experience to perform well. 3.) Do what you have the equipment to efficiently deliver services. 4.) Do what is cost-effective based on fully-costed activity and task rates (this is the only criteria that needs to be improved!). 5.) Take advantage of the work capacity of other providers if you have capacity limitations and they are cost-effective alternatives to adding resources. Most maintenance services are provided by Parks Division crews and specialist. Services contracted out include: ➢ Right-of-Way mowing in designated areas. ➢ Herbicide application and pest control in open spaces and rights-of-way managed by the Parks Division. ➢ Tree pruning, removal, and replacement in City parks and islands. ➢ Most construction projects. In addition, the Parks Division works with several City departments in delivering services: ➢ Community Development: Identifying dead trees that need to be removed. ➢ - Police: Site triangle code infractions. ➢ Public Works: Assists with the design and management of major construction projects, as well as with bids for the traffic island/ROW maintenance. Maintenance of vehicles and small engine equipment. The Mercer Group, Inc. 97 Wheat Ridge P&R-Final Report Issues and Analysis ➢ Managed Competition: Services by other City agencies seem reasonable, except a joint DPW-Parks facility presents opportunities for combined services, an issue addressed in Chapter III. Joint use areas and services could include: • Equipment sharing • Lunchroom, training room, crew lockers and restrooms • Materials storage • Small engine shop • Stock Room In addition, Parks staff contends that Public Works vehicle maintenance services can be hard to schedule and slow to complete. Lacking good cost of service data, it is difficult for Parks to determine where they are efficient and where other agencies may delivery high-quality services at a lower cost. Recommendations 15. Managed Competition: The Parks and Recreation Director should work with the Public Works Director (and the City Manager) to explore and resolve any customer service issues in the DPW garage. Use Cartegraph cost of service data, once available, to assess where services should be provided in-house or outsourced. The Mercer Group, Inc. 88 Wheat Ridge P&R-Final Report C. ORGANIZATION AND STAFFING Findings Organization Plan Exhibit 4a presents the organizational chart for the Parks and Recreation Department. The Parks Division organization plan is on the left side of the chart. A more detailed and updated Parks Division organization plan is provided as Exhibit 4c. The Parks Division is directed by the Parks, Forestry, and Open Space Manager who reports to the Parks and Recreation Director. Staffing We understand that staffing levels in the Parks Division have grown over time, with an offsetting Reduction in Force (RIF) in 2003 due to city-wide financial issues. ➢ 1980: Sic (6) full-time employees with East and West supervisors and eventually two foremen per crew (later downgraded to Maintenance Workers 1I). 2003: City Forester position was eliminated and replaced with a Maintenance Worker 11. ➢ 2003: Small Engine Mechanic, Maintenance Worker I, and Horticulturalist positions were eliminated in the city-wide RIF. Reorganization shifted a supervisor position to the Project Coordinator role. ➢ 2005: Two Park Maintenance Workers I added to the budgeted staff for the division. Current staff totals twenty-two full-time positions (plus part-time and volunteers workers as noted below): ➢ Administration (3 FT): • Parks, Forestry, and Open Space Manager. • Parks Project Coordinator • Staff Assistant The Mercer Group, Inc. 89 Wheat Ridge P&R-Final Report ➢ Parks Maintenance (13 FT): • Operations Supervisor • Crew Leaders (2) • Maintenance Workers II (5) • Maintenance Workers I (5) • Parks seasonal employees ➢ Forestry (2 FT): • Forestry Tech • Forestry Assistant • Forestry seasonal employees ➢ Open Space (4 FT): • Open Space Coordinator • Maintenance Worker II • Maintenance Worker I • Horticulture Assistant • Horticultural seasonal employees • Volunteers The division hires fifteen to twenty seasonal positions each year (some for three months and others for six months) for the following tasks: ➢ Cleaning Crew for restrooms and ball fields ➢ Baseball Crew (2) ➢ Forestry Crew (4) ➢ Mow Crew (2-3) ➢ Prospect Park (1) ➢ Randall Park (1) ➢ Trash Crew (1-2) ➢ Horticultural (2) ➢ Weekend Crew (rotation basis) The Mercer Group, Inc. 90 Wheat Ridge P&R Final Report Issues and Analysis ➢ Administration: Parks lack a formal safety and training program. In addition, future Operations Management recommendations will result in the need to develop a more formal annual maintenance schedule and to implement the Cartegraph system. These important activities will need staff support. ➢ Crew Organization: In practice, the general Parks crews directed by the Operations Supervisor are organized as below, at least in the spring, summer, and fall: • Parks Crew #1 (East): Crew Leader, Maintenance Worker 11, and two Maintenance Workers I. Specialization: small engine maintenance and mowing crew. • Parks Crew #2 (West): Crew Leader, Maintenance Worker II, two Maintenance Workers I. Specialization: turf management. • Forestry Crew: An independent crew with a Forestry Tech and Forestry Assistant, but no Crew Leader. The City Forester position was eliminated during a past RIF. • Playground Equipment/Graffiti Crew: Maintenance Works II • Irrigation Crew: Maintenance Work lI • Athletic (12) and Ball Fields (12): Maintenance Worker II • Carpentry/Rover: Maintenance Worker I Parks Crew Leaders: The two Crew Leaders spend only a small portion of each day serving as crew leaders. We learned in interviews with the Crew Leaders that a typical day will be allocated 6 to 8 hours to technical work tasks and 0 to 2 hours to supervising. The rest of the day they are performing the following technical roles: • Small engine mechanic (1-3 hours per day) • Turf management program • Mow crew supervision • Specific facilities or parks assignments (two big and one small parks assigned to each Crew Leader) The Mercer Group, Inc. 91 Wheat Ridge P&R Final Report ➢ Small Engine Mechanic: Due to the 2003 RIF, the Small Engine Mechanic duties were taken on by one of the Crew Leaders. Public Works also repairs small engine equipment. ➢ Open Space Crew: This crew of four (with the Horticultural Assistant) operates relatively independently of the Parks and Forestry crews, with a primary focus on the Greenbelt, trail heads, and other open space areas. Work Tasks include clean up, hazard removal, mowing, weed control, and graffiti removal. In other clients (both Public Works and Parks & Recreation), the forestry and horticulture crews, and perhaps the open space staff, are merged or report to the same manager because: • Grounds Management Focus: All these crews work to some degree or another on the management and maintenance of plants, trees and shrubs, and open spaces, but not athletic fields. • Work is Related: In some agencies Forestry prunes small trees and shrubs; in others the Horticulture Crew does this work. In Wheat Ridge, the Forestry crew is licensed to apply herbicides; in other agencies it is the Horticulture Crew. • Annual Work Cycles are Complementary: Forestry tends to have higher workloads in late fall, winter, and early spring when the weather is cooler and trees are dormant; Horticulture tends to have higher workloads in the late spring, summer, and early fall. Cross-training Opportunities: A result of this cross-over of work is opportunities for cross-training. For example, the Milwaukee DPW Forestry Bureau created a combined Boulevard (horticulture) and Forestry position (initially called an Arbo-Gardener) to take advantage of seasonal workload peaks and valleys and to merge basic work tasks that could be performed by a person with core skills in both disciplines. The benefits also included more positions with year-round employment, which the workforce and the union liked. The Mercer Group, Inc. 92 Wheat Ridge P&R-Final Report Recommendations 16.Administration: Parks needs to assign responsibility for development and administration of a safety and training program to the Parks Project Coordinator and development of annual work schedules and implementation of the Cartegraph system to the Operations Supervisor and Open Space Coordinator (with the help of the Senior Staff Assistant in Parks and the recommended Management Analyst in the Director's Office). 17.Parks Organization: Expand the roles of the two General Crew Leaders to fully direct and supervise the crews and specialists working in their half of the City. Their supervision time should increase from 1-2 hours to at least 6 hours per day. In addition, evenly allocate specialist positions (Irrigation, Playground Equipment/Graffiti, Carpenter/Rover, Athletic and Ball Fields) to each Parks Crew Leader. Consider the benefits listed on the prior page of combining the Forestry, Horticulture, and perhaps the Open Space Crew under one of two alternatives to be worked out by the Parks and Recreation Director and the City Manager: Combined Foregiy/Horticulture Crew: The merger of these positions, plus the absence of a City Forester or an equivalent supervisory position, would require creation of one Crew Leader position to provide adequate day-to-day. oversight of the crew. • Combined Foregiy/Horticulture/Open Space Crew: This merged crew would be directed by the Open Space Coordinator with operational supervision of the Forestry sub-crew requiring the creation of a Crew Leader position as above. 18.Staffmg: Expand Parks Division staff as follows. • Add one Maintenance Worker H to take over parks and facilities assigned to the two Crew Leaders (City Hall, Hart Estate 381Avenue, Town Center, Recreation Center, Prospect, ffistorical Park, 37 k and Moore). • Add a Small Engine Mechanic to relieve one Crew Leader of this assignment. This position also can manage the shop and yard, including parts and materials. The Mercer Group, Inc. 93 Wheat Ridge P&R Neal Report D. OPERATIONS MANAGEMENT Findings The Parks Division is implementing an Operations Management system that in time will improve the effectiveness and efficiency of services. Key elements of the system are: ➢ Plans and Schedules: The Parks Division has developed several management plans: • Open Space • Fire Management • Noxious Weeds as well as a number of annual work schedules including: • Forestry landscape maintenance (30 tasks including a contract pruning plan for parks and islands) • Horticultural landscape management (14 tasks) • Open Space maintenance (35 tasks) • Parks landscape and facility management (24 tasks + sub-tasks) Annual work schedules in process include: • Mowing • Snow Removal (all crews involved) • Seasonal Tasks (e.g., leaf removal) These plans and schedules show work activities by month and week, but do not detail crews and equipment to be assigned. Specific work scheduling occurs day-to-day for crews with non-recurring assignments. Crews assigned to parks or production-oriented tasks (e.g., mowing crew) have a recurring list of duties to perform. Mercer Group, Inc. 94 Wheat Ridge P&R-Final Report ➢ Supervision: Under the general direction of the Parks Manager and/or the Operations Supervisor, Parks Crew Leaders oversees the work of Maintenance Workers II/I and seasonal employees and the Forestry Technician the work of the Forestry Assistant and seasonal employees. Crew Leaders and MW II can communicate via cell phones. MW I will have cell phones in the future. The Open Space Coordinator directs the work of three employees and a significant number of volunteers. She works with the crews to develop a task list and uses a PDA to track at least some open work items. She also works on special projects like trail bridge construction. She may support projects are for other City departments when open space management or the environment are issues. ➢ Management Reporting: Each day the two Parks Crew Leaders prepare "rough" notes on the days activities that can be reviewed by the Operations Supervisor. Formal Daily Crew Reports and Work Orders are not used at present. The Open Space Coordinator also makes "rough" daily notes on work accomplished and time expended in a Day Timer. The Parks Project Coordinator oversees minor construction projects. Project management tools are a Day Timer, Outlook, and a cell phone. He reports informally to the Director of Parks and Recreation and formally to the Parks Manager. Issues. and Analysis ➢ Plans and Schedules: The Parks Division has made a good start on developing a comprehensive set of management and maintenance plans for the various functions it performs. More are on the way. Codification in an Operations Manual would be useful for training new employees and holding existing employees accountable for performance standards. Several key assets such as trees and signs that require ongoing management and maintenance are not inventoried at present. A GIS System is in place in the City with aerial photographs, but Parks appears to need more support in applying the system in managing its tangible assets. Issues and opportunities for GIS include: • Clarify boundaries for open space areas, • Inventory all trees and identify hazard trees, • Mark and track areas with noxious weeds or threatened plants, • Inventory signs, • Inventory physical assets in parks that need maintenance (e.g., playground equipment, backstops, and dugouts). The Mercer Group, Inc. 95 Wheat Ridge P&R-Final Report ➢ Supervision: As noted in. the Organization and Staffing Section, the Parks Crew Leaders spend a significant amount of time on assigned work tasks, which takes away from direct onsite supervision of crews. Some of the Maintenance Workers II, however, seems to serve as a lead worker on larger crews. See Organization and Staffing for recommendation on this issue. The work days of the Open Space Coordinator (7 AM start) and her crews (6:30 AM start) are not aligned. ➢ Management Reporting: Operational reporting of work performed and resources applied to various tasks is weak at present. The Cartegraph System purchased by Public Works can be used as an Operation Management system for a maintenance operation, likes Park. Simpler, less robust Work Order/Operations Management systems from other vendors, however, may provide more useful for the parks maintenance operation than Cartegraph. Recommendations 19.Operations Management: Continue implementation of the Operations Management System with these added ideas: • Accelerate implementation of the GIS System and the Cartegraph (or a similar parks-oriented system). Parks may need technical support from Public Works or Information Technology. • Enhance project and work management tools for managers and -supervisors (cell phones, PDA's, etc.). • Review different starting times for the Open Space Coordinator and the Open Space workforce. Ensure this arrangement does not interfere with crew directions and supervision. While the GIS and Operations Management systems are evolving, start amore uniform Daily Crew Report system, which will be needed eventually as a data collection tool for work performed and resources expended. The Mercer Group, Inc. 96 Wheat Ridge P&R Final Report P. RECREATION This chapter of the report provides an overview of the Division, summarizes the Results of Interviews and Surveys, and describes our findings, analysis and issues, and recommendations for the Recreation Division. A. OVERVIEW OF THE DIVISION Services ➢ Administration: The Recreation Manager manages the Recreation Division, supervises the marketing program and staff, develops and manages the division budget, and provides other support to recreation programs. The Manager also is the department's liaison to the Cultural Commission. Programs include: ➢ Aquatics: Provides, supervises use of, and assists in maintenance of an indoor pool at the Recreation Center and an outdoor pool at Anderson Park. Offers certification programs for lifeguards and others. Provides swimming lessons and aquatics programming. ➢ Athletics: Implements and oversees a wide range of athletic programs and facilities to meet the needs of all ages from youth to adults. Administers athletic leagues and contract youth sports programs. Coordinates field use and rentals, and implements user fees. ➢ Building Maintenance: Provides maintenance services for all P&R and City buildings. Schedules and supervises contracted maintenance and custodial services. ➢ General Programs: Provides a state-licensed preschool program and summer day camp. Provides activities and programs for youths, teens, and adults. Coordinates special events and performances. Provides a recreational internship program. Provides recreational opportunities for individuals with disabilities. Coaches Special Olympic teams. ➢ Recreation Center: Responsible for the operation of the Center, including all scheduling, facility rental, and building maintenance. Administers registration and front-desk activities at the Center. The Mercer Group, Inc. 97 Wheat Ridge P&R-Final Report Services (continued) ➢ Richard Hart Estate: Administers rental use and maintains the facility. ➢ Senior/Community Center: Strives to enhance the quality of life for Wheat Ridge residents ages 50 and older by offering recreation and other programs. Provides space for community-based groups to meet. Coordinates programs and services for seniors with other agencies. Supervises the use of the center and aids in its maintenance. Resources Bud¢et Totaling all funds, the gross Recreation Division budget for 2008 is $4,442,001. The Recreation Division has a total FY 2008 General Fund Budget of $1,815,458 for operations and capital improvements, which is broken down by the following programs: ➢ Administration: $ 228,227 5.14% (of Gross Budget) ➢ Outdoor Pool: $ 284,871 6.41% ➢ Athletics: $ 227,521 5.12% ➢ Building Maintenance: $ 440,429 9.92% ➢ General Programs: $ 199,106 4.48% ➢ Senior Programs: $ 435,304 9.80% In addition, the 2008 Recreation Center Budget of $2,469,734 funds the programs and support staff at the center, and is supported by fees, charges, and interest income. Program budgets are: ➢ Aquatics: $ 611,792 13.77% ➢ Facility Operations: $1,417,366 31.91% ➢ Fitness: $ 351,160 7.91% ➢ Marketing: $ 89,416 2.01% The Mercer Group, Inc. 98 wheat Ridge P&R-Final Report Personnel Across all funds, the Recreation Division is allocated 23.63 full-time equivalent positions, some of which are part-time. In addition, the budgets support numerous hourly contract employees for classes, facility operation, camps, and activities. The General Fund Budget funds 10.13 full-time equivalent positions for Recreation: ➢ Administration (1.5): Recreation Manager, Marketing Coordinator (1/2-time) ➢ Athletics (2): Recreation Supervisor, Recreation Coordinator (1/2-time shared with General Programs), Recreation Leader (1/2-time) Building Maintenance (1): Building Maintenance Supervisor ➢ General Programs (1.5): Recreation Supervisor, Recreation Coordinator (1/2- time shared with Athletics) ➢ Outdoor Pool: No permanent, full-time staff assigned to the outdoor pool. ➢ Senior Programs (4.13): Recreation Supervisor, Recreation Coordinator (1.13 FTE), Recreation Clerk III, and Recreation Clerk H. In addition, the Recreation Center Budget funds 13.5 positions, as well as hourly positions to support programs and classes at the center. ➢ Aquatics (4): Aquatics Supervisors and Pool Managers (3). ➢ Facilities (8): Operations Supervisor, Facility Assistants (3), Recreation Support Tech, Facility Maintenance Tech (1), and Custodians (2). ➢ Fitness (1): Recreation Coordinator. ➢ Marketing (.5): '/2 of the Marketing Coordinator. We understand a part-time, no benefits Senior Staff Assistant position will be approved for the Recreation Center in the near future. This position will support the Recreation Manager and program supervisors and staff. Facilities The Recreation Division operates out of facilities at the Wheat Ridge Recreation Center and Anderson Park. Outdoor recreation activities are offered at many City parks and several school sites. The Mercer Group, Inc. 99 Wheat Ridge SWOT Assessment Each Recreation Division interview was structured to solicit comments on four topics: Strengths, Weaknesses, Opportunities, and Threats. For each topic, major themes are identified when discussed in a significant number of the interviews. Each theme is presented based on a compilation of the insights of all parties interviewed. In addition, Mercer rates each theme as having a high (Ii), medium (M), or low (L) impact on services and operations. These findings are the perceptions of the parties interviewed and may not accurately reflect the current situation. In some cases information is out-of-date or incorrect and in others the comment accurately reflects the current situation. So, care must be taken not to overreact to any perceived positives or negatives in the SWOT Assessment. Strengths ➢ Recreation Division personnel are highly professional, committed, and loyal with a long history with the Department and City. When vacancies within the division occur, staff takes the opportunity to analyze needs and reshuffle responsibilities to become more effective. (II) ➢ The overall organizational climate appears to be very positive and open to new ideas and suggestions. (Ii) ➢ Wheat Ridge Recreation Center is a state of the art facility and is the hub of recreation activity. The center is a showcase for the City and community. (]3) ➢ The recreation program and services offered are diverse, innovative, and well serving. The licensed child care, therapeutic program offerings, fitness opportunities, senior Silver Sneakers, and computer lab are of special note and credit to the department. (H) ➢ There are strong relationships/partnerships with community groups (Schools, Youth Sports Organizations). (H) The Wheat Ridge Parks and Recreation Master Plan is a solid roadmap for the Department. (H) ➢ The Wheat Ridge Greenbelt/Clear Creek Trail is an asset to the City and should be preserved. (M ➢ The new City Logo can be used as a consistent branding tool for P&R. (M) ➢ The public art initiatives through the Department are excellent. (M) ➢ The community is actively involved and participation levels in recreation services are high. (M) ➢ The Wheat Ridge Parks Foundation provides financial assistance to community initiatives. (M) ➢ The Repositioning Wheat Ridge-Neighborhood Revitalization Strategy is a solid planning tool. (lV1) ➢ The City has invested in making improvements to the outdoor pool complex. (11~ The Mercer Group, Inc. 100 Wheat Ridge P&R Final Report Weaknesses ➢ Need to fund major renovations at the Recreation Center in the near future (Are funds in place through Recreation Center Fund revenue stream?). (II) ➢ Isolation of Facilities program and supervisor, as well as city-wide responsibility for buildings. (H) ➢ Manager needs more time with staff to set clear expectations, give direction, hold accountable. (H) ➢ Possible imbalance of workload among Recreation Supervisors- (fi) ➢ Recreation. Center has limited space and time for Youth Sports in the gym. (Ii) ➢ Sports field space is limited. (H) ➢ Getting teens involved in programs and activities. (H) ➢ Senior Center staff feels disconnected from Recreation Center staff. (H) ➢ Should the Senior Center shift from traditional to more contemporary services... or a hybrid model? (M ➢ More internal planning needed to include goals, objectives, and initiatives with measurable outcomes and timetables. (lvi) ➢ Building Maintenance Supervisor, with a city-wide role, reporting to the Recreation Manager is unusual. (IVJ) ➢ Facility maintenance planning and work order tracking. (lb1) ➢ Unclear lines of responsibility. between facility operations and building maintenance/custodial staffs. (lvi) ➢ Room reservation process can displace scheduled programs. (M) ➢ Shortage of or recruitment limitations for lifeguards. (lV1] ➢ Pool managers burning out with operational and maintenance duties. (1V1) Oanortunities ➢ Another dedicated sales tax for Recreation programs and projects. (II) ➢ Expand the Recreation Center (3`d gym, Senior Center at this site) (fi) ➢ Meeting senior services needs of Baby Boomers (H) ➢ Keeping up with the challenge on new programs (midget football) (I3) ➢ Renovated outdoor pool. P Threats ➢ Lack of future funding (state, county, local) for programs and capital projects. (H) ➢ Possible decline in the condition of the Recreation Center without continuing maintenance and investment. (H) ➢ Ensure pool disinfection system works properly at all times M The Mercer Group, Inc. 101 Wheat Ridge P&R Final Report Survey Results Highlighted below are key findings and issues gleaned from the Resources, Human Resource Management, GRIPES, and Organizational Climate Surveys (OCS), which are presented in detail in Exhibits la, lb, and lc. Again, Mercer's Minimum and High Performance goals are 3.0 and 4.0 for Resources and Human Resource Management; 3.0/70% and 4.0/80% for GRIPES; and >50% and >60% Agree for OCS. Findings for this division compared to overall department scores are as follows, with recommendations provided in Chapter U: ➢ Resources: The overall division rating of 3.348 is slightly above the overall department average of 3.325. Nine of nine factors meet Mercer's Minimum goal of 3.0. No factors had low ratings (near or below 2.5). Office Equipment, Computers, and Materials had scores at or above Mercer's High Performance goal of 4.0. ➢ Human Resource Management: The overall division rating of 3.014 is at the overall department average of 3.010. Eight of ten factors meet Mercer's Minimum goal of 3.0. Two of these (Benefits and Morale) approach Mercer's High Performance goal of 4.0. Factors with low ratings (near or below 2.5) are: • Career Ladders (2.409) • Labor Relations (2.000) ➢ GRIPES: The overall division ratings of 2.936 for general factors and 75% for Potential are near the department averages of 2.944 and 76%. Nine of thirteen factors are close to or meet Mercer's Minimum goal of 3.0. Four of these (Training Hours, Information Access, Potential, and Support from Department Support Staff approach or meet Mercer's High Performance goals of 4.0 or 70%. Factors with low ratings (near or below 2.5) are: • Non-Monetary Rewards (1.652) • Respect by Other City Departments (1.913) • Support from City Officials and City Manager (2.304) The Mercer Group, Inc. 102 Wheat Ridge P&R-Final Report ➢ OCS: The overall division ratings of 67.61% Agree and 19.20% Disagree are better than the department averages of 62.45%% Agree and 23.98% Disagree. Nine of twelve Factors had ratings above Mercer's High Performance goal of 60% Agree. Factors with low ratings (near or below 40% Agree) are: • Career Opportunities (36.52% Agree) • Receptivity to Change (43.48% Agree) ➢ Management Philosophy Profile: Scores on the MPP for the Recreation Division were relatively consistent (1 point difference) up-and-down the management hierarchy, with a few exceptions: • Personality-Tyne: Scores range from 3 to 5, with several key people a little more introverted than expected for the position they fill. • Personality-Risk Taking: Scores range from 3 to 5 indicating a need to reach a closer consensus on this factor. • Relationships-Delegation: Scores range from 2 to 4 indicating a need to reach a closer consensus on this factor. The Mercer Group, Inc. 103 Wheat Ridge P&R Final Report B. SERVICE DELIVERY STRUCTURE Findings As noted in Chapter II, Parks and Recreation Department, the Recreation Division has a large and active list of partners in delivering recreation services. These include: ➢ Jeffco R-1 School Board: Intergovernmental Agreement to use school fields and facilities for parks and recreation programs. ➢ Community Organizations and Associations: A partial list of community partners is provided below. • Applewood Business Association • Arts Council of Wheat Ridge • CU and CSU • Colorado Folk Arts Council • Enterprise Wheat Ridge • Exempla Lutheran Medical Center • Mile High Youth Corps • Senior Resource Center • Sierra Club • WR Carnation Festival • WR Foundation • WRHistorical Association ➢ Athletic and Cultural Organizations and Associations: A partial list is presented below. • Rocky Mountain Thunder • WR Art League • WR Avalanche Soccer • WR Basketball • WR Boys Baseball • WR Boys Football • WR Garden Club • WR Girls Softball • WR Historical Society • WR Men's Baseball • WR Swim Team The Mercer Group, Inc. 104 Wheat Ridge P&R-Final Report Issues and Anahw& ➢ Jeffco R-1 School Board: The relationship between the Schools and the P&R Department is one of the best we have seen. Inter-scheduling of athletics fields and cross-agency maintenance support are robust. ➢ Community Organizations: A long list of service delivery partners for recreation services is a common asset. With so many agencies and associations involved in delivering recreation services, there is a possibility of communication and coordination issues. And, the line between in-house provision of services and external provision needs to be reviewed continuously to ensure the quality of services meets community standards, particularly related to youth sports and volunteer coaches. Department staff indicates a few programs are being reviewed for transition to in-house provision. Recommendations 20. Service Delivery Structure: The Parks and Recreation Director should continue to press forward with the City-Schools partnership on field and facility usage. With limited gym space at the Recreation Center at present, expanded evening use of school gyms may open up additional programming opportunities With such a large group of partners, however, the department and the community would benefit from more aggressive coordination effort through creation of • Service Level standards such as the minimum number of games and adaptation of rules (e.g., medium-side (9) soccer games for middle school age) • Professionalism standards such as minimum training or licensing requirements for volunteer coaches • Character standards such as background checks for volunteers working with children and youth Also see Recommendation #8 on Page 61 that covers related needs. The Mercer Group, Inc. 105 Wheat Ridge P&R-F hW Report C. ORGANIZATION AND STAFFING Findings Organization Recreation is headed by the Recreation Manager who reports to the Parks & Recreation Director. The Marketing Coordinator and six supervisors report to the Manager: ➢ Recreation Supervisor (Aquatics) ➢ Recreation Supervisor (Athletics) ➢ Recreation Supervisor (General Programs) ➢ Recreation Supervisor (Senior Programs) ➢ Operations Supervisor (Facilities) ➢ Facilities Maintenance Supervisor Staffing Across all funds, the Recreation Division is allocated 23.63 full-time equivalent positions, some of which are part-time. In addition, the budgets support numerous hourly contract employees for classes, facility operation, camps, and activities. The General Fund Budget funds 10.13 full-time equivalent positions. The Recreation Center Budget funds 13.5 positions. ➢ Administration (1.5): Recreation Manager, Marketing Coordinator (1/2-time) ➢ Aquatics (4 in the Recreation Center Fund): Aquatics Supervisors and Pool Managers (3). No permanent positions are assigned to the outdoor pool. ➢ Athletics (2): Recreation Supervisor, Recreation Coordinator (1/2-time shared with General Programs), Recreation Leader (1/2-time). ➢ Building Maintenance (1): Building Maintenance Supervisor. ➢ Facilities (8.5 in the Recreation Center Fund): Operations Supervisor, Facility Assistants (3), Recreation Support Tech, Facility Maintenance Tech, Custodians (2), and Marketing Coordinator (.5). ➢ Fitness (1 in the Recreation Fund): Recreation Coordinator. ➢ General Programs (1.5): Recreation Supervisor, Recreation Coordinator (1/2- time shared with Athletics). ➢ Senior Programs (4.13): Recreation Supervisor, Recreation Coordinator (1.13 FTE), Recreation Clerk III, and Recreation Clerk II. Mercer Group, Inc. 106 Wheat Ridge P&R Final Report Issues and Analvsis Organization ➢ Organization Plan: The combination of operations and facilities maintenance staff is awkward. See Chapter III for discussion and recommendations. ➢ Organizational Roles: There appears to be overlap and fragmentation of job responsibilities within the Recreation Division. Need to evaluate the workloads of each player. Suggest redefining job responsibilities and job descriptions to clarify each position's responsibilities. Note explanatory comments below in Staffing. ➢ Supervision: More clearly defined expectations would be helpful for the Recreation Managers and Supervisors to better understand their roles. The expectations should be tied back to the goals, objectives, and initiatives set by the employee and supervisor. Staffing ➢ Aquatics: We believe the Aquatics Section could manage as effectively with three and one half full-time positions versus four. Utilize the half position as a Facility Assistant and/or Front Desk position. ➢ Fitness: Upgrade Fitness Coordinator to a Recreation Supervisor-Fitness and Wellness to place more emphasis on the position and expand fitness/wellness program opportunities especially for senior adults and youth. ➢ Section Teams: When vacancies occur, consider ensuring there is a minimum of one full time Recreation Leader/Coordinator under each Recreation Supervisor. This would allow for a succession plan and also to serve as back up for one another in times of vacancies/illness and/or vacations. ➢ Split Duties: One Recreation Leader is divided between two Recreation Supervisors and program areas, athletics and therapeutic programs. When added resources becomes available, she would better used if focused full-time on one or the other areas. The Mercer Group, Inc. 107 Wheat Ridge P&R-Finat Report Recommendations 21. Organization: The Recreation Division should continue to administer and manage the leisure program needs for all ages and abilities within the community including pre-school, youth, teen, adult, senior adults, athletics, fitness and wellness, therapeutic, and community special events. Also, the Division would continue to manage the day-to-day operations of the Senior/Community Center. The Recreation Manager, after creation of the Facilities Division, would oversee the following programs and supervisors: • Aquatics: Aquatics Supervisor (no change) • Athletics: Recreation Supervisor (no change) • Fitness and Wellness: Recreation Supervisor (upgrade from Coordinator) • General Recreation: Recreation Supervisor (no change) • Senior Services: Recreation Supervisor (no change) Marketing: Marketing Coordinator (no change) 22. Staffing: Adjust staffing to resolve issues identified in the prior section. Reprogram one-half of a Pool Manager position to fund an additional Front Desk position. With the above change, look for addition resources to create another full-time front desk position. • Create an additional Recreation Coordinator position over time to ensure each Supervisor has a full-time Coordinator. • Create another Recreation Leader position over time so each can focus on one recreational program area and not be split among two areas. • We support adding a Senior Staff Assistant to support the Recreation Manager and program supervisors and staff. The Mercer Group, Inc. 108 Wheat Ridge P&R Final Report A OPERATIONS MANAGEMENT Findinss. Issues, and Analysis Plannine ➢ Program Plan: The Recreation Division does not have in place a Recreation Programming Plan to project recreation trends and future recreation facilities, equipment and program needs. ➢ Performing and Visual Arts: An interest survey in performing and visual arts would be helpful in assessing the community's interest in expanding programs. ➢ Senior Services: With an eye on the future and the expected shift in the demographic age of the community, now is the time for the Recreation Division to prepare for providing additional recreation service delivery for the senior population in Wheat Ridge. A long-range Senior Services Plan with a new senior survey should be completed to determine the future direction the senior center facility; programs, and services should take. Better tracking of present users through a data base should occur to better determine the present number of seniors being served. Analysis of the present senior participants would identify who is being served and who and what ages make up the core nucleus. This information would help plan for the future. Analysis of the present Senior Center users would be helpful in determining present and future markets. Senior programs and services can provide for a 40+ age span such as 55 years old to 95+ years old. The analysis will help staff determine what ages are presently being served and better identify future programming opportunities. Young seniors are not going to be satisfied with going to a traditional senior center. Trend projections show seniors of the future will want fitness/pool amenities and programs to stay active and healthier longer. The Senior Center staff is beginning to program for population groups outside of seniors. Senior, and all other, programs at the three major programming facilities (Recreation Center, Senior Center, and Anderson Building) need to be linked. Current practices could lead to a potential overlap of programs and cause confusion to citizens. The Mercer Group, Inc. 109 Wheat Ridge P&R Fiuat Report ➢ Fitness and Wellness: Fitness and wellness initiatives are here to stay. With the superb Recreation Center, innovative and quality programming staff, an potential expansion of the trails and bikeway system Wheat Ridge Parks and Recreation staff should seize the opportunity to position themselves to be the leading community fitness/health provider for citizens of all ages. Wheat Ridge can achieve this by expanding partnerships with hospitals, businesses and schools, to provide a community wide health and wellness initiative. Scheduling ➢ Programming Space: There appears to be a lack of programming space to expand programs because of space limitations. This will need to be addressed as demand for programs and services grow. ➢ Recreation Center Rentals: Recreation Center private rentals seem to take priority over programs, thus relocating already scheduled programs to another location. Although the Director indicates this practice is rare (1-2 times per year), it came up as an issue in staff interviews. This practice should be reconsidered to avoid citizen confusion and frustration, but revenues could be impacted. See the Westerville, Ohio, Policy in Exhibit 5, as a possible model for an updated policy. Supervision ➢ Administrative Manual: Recommend developing an Administrative Manual to centralize Department's policies and procedures. ➢ Marketing: The Department's marketing efforts seem to be focused only on promotional efforts. It appears promotional material is handled by several staff members which may lead to inconsistencies in the Department's image and message being delivered. All promotions material should be filtered through the Marketing Coordinator to ensure quality and consistency in message. A more formalized Marketing Plan should be developed and implemented to ensure consistency and timely release of material. Reporting ➢ Citizen Satisfaction: Between ten-year updates of the Parks and Recreation Master Plan, there appears to be a lack of citizen feedback through tools such as citizen satisfaction surveys, citizen leisure interest questionnaires, and leisure needs assessments. Implementing such tools will help determine future programming interests and needs. The Mercer Group, Inc. 110 Wheat Ridge P&R-Final Report Recommendations 23.Operations Management: • Develop a Recreation Programming Plan in association with P&R staff and community partners. Review the interest and needs for Performing and Visual Arts, Youth Programs, Fitness and Wellness, and Senior Services (a separate, but associated plan) when compiling the plan. • Consider updating the Facility Use and Rental Policy based on the Westerville Model in Exhibit 5. • Create an Administrative Manual. • Coordinate through the Marketing person all promotional materials so they consistently present the Parks and Recreation Department "brand." • Use the bi-annual City-wide Citizen Survey and annual Community Partners Summit to update customer/citizen satisfaction data and the P&R SWOT Assessment. Inc. 111 Wheat Ridge P&R-Final Report VZ IMPLEMENTATION This chapter of the report presents an implementation process and schedule for the various recommendations in the Mercer Report. A. IWLEMENTATION PROCESS The Implementation Process began early in the project as the consultant met with officials, managers, and staff during fact finding activities and the review of preliminary ideas. The process continued as we presented the Draft and Final Reports. The process to implement the recommendations in the Management and Operations Review is based on a structure of Oversight and Management, Technical Actions and Coordination, and Monitoring and Reporting. Oversight and Manazement The City Manager is the natural person to manage and oversee the implementation process. His role should. include: ➢ General oversight and encouragement of collaborative efforts ➢ Policy review and decisions. ➢ Contract and agreement review and approval. ➢ Finance and budgeting. ➢ Communications and public relations. For the P&R Department, the Director, division Managers, and other senior staff, should serve as the Management Committee for the implementation process. This group would be responsible for: ➢ Day-to-day management of the implementation process. ➢ Each division's participation in functional committees. ➢ Development and implementation of new organization and staffing plans, work processes, and business practices. ➢ Management and the development of activity and performance reports. The Mercer Group, Inc. 112 Wheat Ridge P&R-Final Report Technical Actions and Coordination The department may want to form Technical Committees of supervisors, staff, and other interested parties, such as the human resources, finance, and IT specialists to tackle specific implementation issues or issue areas. These committees should be responsible for: ➢ Development of detailed implementation plans to supplement the Mercer Report, as well as supplemental analyses that may be required. ➢ Revisions to plans, policies, specifications, standards, procedures, job descriptions, and job duties. ➢ Interdivisional and interdepartmental coordination. ➢ Measurement and presentation of budgetary changes. Reporting and Monitoring Each Technical Committee should provide a monthly progress report to the Management Committee (through the P&R Director) for review and action. This Monthly Report should cover: ➢ Progress to date on the detailed implementation plan. ➢ Issues, obstacles, and changing situations affecting implementation. ➢ Services delivered and performance against agreed upon standards and specifications. ➢ Upcoming activities in the period. The P&R Director should use these reports as the basis for a series of Quarterly Reports to the City Manager and City Council until all recommendations are implemented. The Mercer Group, Inc. 113 Wheat Ridge P&R Final Report B. IMPLEMENTATION ISSUES For our study of Parks and Recreation, implementation issues and constraints appear to be: ➢ City Council's ability and willingness to invest in recommendations in the 2006 Parks Master Plan compared to other competing projects. ➢ City's ability and willingness to recruit and train members of boards and committees to meet the technical requirements of these positions. ➢ City's ability and willingness to fund recommended staff additions and changes. ➢ City ability and willingness to evolve the Building Management function. ➢ City's ability and willingness to increase user fees to full cost of service to cover resource requirements, particularly capital investment at the Recreation Center. ➢ City's ability to invest in enhanced facilities, particularly at the Recreation Center and Senior Center. ➢ Management's ability to resolve minor organizational culture, cohesiveness, and management philosophy issues that were raised in the Mercer surveys. 1. The Mercer Group, Inc. 114 Wheat Ridge P&R Final Report C. IMPLEMENTATION PLAN Implementation Plan Exhibit 6 presents an Implementation Plan and Schedule for each recommendation in the Mercer Report. The plan also can be used as an Implementation Scorecard when reporting progress to the City Manager and the Mayor and City Council. The plan lists: 1. Short description of the recommendation 2. Priority (A+, A, B+, B, and B-) 3. Suggested completion date 4. Person(s) primarily responsible for overseeing implementation 5. Notes and comments concerning the implementation process for each recommendation 6. Cost or savings, where estimable The City Manager, the Parks & Recreation Director, and the P&R management team should review the Implementation Plan and fine-tune and expand it as needed to make it a fully effective tool for managing, tracking, and reporting on the implementation process. The Mercer Group, Inc. 115 Wheat Ridge P&R-Final Report Budgetary Impacts of Af w" Recommendations Budget impacts from the recommendations in the Mercer Report are as follows. Savings from operations management and user fee recommendations are real, but not measurable. Recommendation Implementation Date Cost (Savings) Management Analyst 6/30/2009 $ 60,000 Senior Staff Assistant In Process $ 20,000 Ongoing Classification and Every 3-4 years with $ 30,000 Compensation Studies market-sensitive positions more often Maintenance Worker H 6/30/2009 $ 50,000 Small Engine Mechanic 6/30/2009 $ 50,000 Recreation Coordinator 6/30/2009 $ 55,000 Recreation Leader 6/30/2009 $ 50,000 Recreation Programming 6/30/2010 $ 10,000 Plan TOTAL COST: $325,000 The Mercer Group, Inc. 116 Wheat Ridge P&R-Final Report VII. EXHIBITS la - Resource Management Survey lb - GRIPES Survey lc Organizational Climate Survey 2a - Excerpts from the 2006 Citizen Survey 2b - Phoenix Development Service Customer Survey 2c - Excerpts from Parks Master Plan 3 - Mercer's Local Government Strategic Planning Model 4a - Current P&R Organization Plan 4b - Recommended P&R Organization Plan 4c - Current Parks Division Organization Plan 4d - Recommended Parks Division Organization Plan 4e - Recommended Recreation Division Organization Plan 5 - Westerville, Ohio, Facility Rental Policy 6 - Implementation Plan m O r o M MMVI CI MM mom MNo ClNNNM NM 6 ~ ~ o 0 0 ei a W ~ ~ M 0 a a i W I A W II it m Q 11 Y., n N a MMMMNp MMM tONtV MMMM MNM ~ U m q g Q o 0 l ' y ~ C! of a S ~ a ,~S I 0 o W m!Ngq IONIAO NCO C4 c v N~N - N aM pj Vj l7 M M M M N 6 t7 Cl N N N N C! w U m Y m d ~ e K N ei a N a ~ < e; N 0 o g5~g5~g5~ QQ Q5~ Q QQ e $IYi, IY~, 17~,$17~oSX o~X xeoi$$V17{~g~ QNMM V CO V M Y~F V CO µMel:Ny~ m e O o O r Q q CC w G O O A Z E m SSE E y w~ ~m ea6 E Z _ lQ O W U 'Q w W C Q a O E w m O m C IY = LL~' C W G C c y it m ImWp m m M Oy F W $mug m. 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III $D Iam _ $ M E ~ w e j w Y u c ~ m x ~ O U ~ a S° !u SOS m~i O : 3tl ~1$ 3 F s S B g m Exhibit 2a Excerpts from the 2006 Citizen Survey Executive Summary CITY OF WHEAT RIDGE Citizen Survey 7500 W. 29th Ave. Wheat Ridge, CO 80033 (303) 235-2819 REPORT OF RESULTS June 2006 Prepared by: C NATIONAL RESEARCH C E N T E R nc 3005 30th Street • Boulder, CO 80301 •303-444-7863 • www.n-r-c.com CITY OF WNEAT RIDGE CITIZEN SURVEY June 2006 TABLE OF CONTENTS Executive Summary 1 Survey Background ............................................................................................................................................................5 Survey Purpose .....................................................................................................................................................5 Survey Administration ..........................................................................................................................................5 Understanding the Results ....................................................................................................................................5 "Don't Know" Response and Rounding ................................................................................................................6 Survey Results 7 Quality of Life and Community ..............................................................................................7 Evaluation of City Services 12 Balancing Quality and Importance 22 Community Issues ............................................................................................24 Community Participation 28 Community Safety 30 Public Trust 32 Contact with City Employees ............................................................................................37 Economic Development ............................................................................................40 Policy Questions ............................................................................................44 Information Sources and Internet Use 45 Appendix I: Respondent Characteristics 49 Appendix 11: Survey Methodology ....................................................................................................................................53 Sample Selection 53 Survey Administration 53 Weighting the Data 53 Data Analysis 53 Appendix III:. Verbatim Responses to Open-Ended Questions 55 Appendix IV: Complete Set of Frequencies 57 Appendix V. Survey Instrument 68 d c c m U L mW N G G C O F G Z O O REPORT OF RESULTS CITY OF WHEAT RIDGE CITIZEN SURVEY ' June 2006 EXECUTIVE SUMMARY SURVEY BACKGROUND • The City of Wheat Ridge contracted with National Research Center, Inc. (NRQ to conduct a community wide citizen survey. Three-thousand randomly selected Wheat Ridge households were mailed the 2006 Wheat Ridge Citizen Survey. The purpose of the survey is to monitor the quality of City of Wheat Ridge services and the quality of community life in Wheat Ridge. Of the 2,825 eligible households who received the survey, 1,051 responded to the mailed questionnaire, giving a response rate of 37%. The margin of error is plus or minus three percentage points around any given percentage point, and plus or minus two points around average ratings on a100-point scale. This is the second iteration of the Wheat Ridge Citizen Survey. QUALITY OF LIFE AND COMMUNITY • Four out of five respondents said Wheat Ridge was a "good" or "excellent" place to live. About three- quarters of residents reported that "Wheat Ridge as a place to raise children" (74%), their "neighborhood as a place to live" (73%) and the "overall quality of life" (75%) was at least "good." "Wheat Ridge as a place to live" was rated by 68% of respondents as "good" or "excellent."The physical attractiveness of Wheat Ridge was slightly lower (52% selecting at least "good"). • When results were converted to the 100-point scale, each category received a rating similar to those given in 2004. When compared to ratings across the nation, two of the six community characteristics received ratings above the average. "Wheat Ridge as a place to retire" received a rating higher than other communities in the Front Range. • In 2006, a higher proportion of Wheat Ridge residents believed that the quality of life was likely to "improve" over the next five years when compared to 2004 (46% in 2006 vs. 36% in 2004). EVALUATION OF CITY SERVICES • The most positively rated services provided by the City were recreation facilities (75), recreation programs (69) and police response time to emergency calls (67), above "good" (67) on the 100-point scale. All other City services received ratings above "fair" (33 points on the 100-point scale). The lowest average rating was given to code enforcement (40 points on the 100-point scale). When compared by year, most services received similar ratings. • Ten of 15 services for which ratings were available were given ratings above the national non. A rating similar to the average for other jurisdictions across the nation was given to maintenance of City parks. Wheat Ridge received ratings below national norms for building inspections, code enforcement, community/public art and general police services. • Services receiving ratings above the average given in other jurisdictions in the Front Range include: snow removal, street repair and maintenance, traffic enforcement, recreation facilities and programs and services and programs for seniors. Five services were rated similar to the Front Range average by Wheat Ridge residents and two services were rated below the norms for the Front Range. IMPORTANCE OF CITY SERVICES • Residents were asked to rate the importance of each City service. Police response time to emergency 9 calls, general police services, police response time to non-emergency calls, street repair and 8 maintenance, services and programs for youth, snow removal, traffic enforcement, maintenance of City m parks, municipal court and building inspections all received ratings of 67 points and above, or at least "very" important on the 100-point scale. For all questions asked in both years, most ratings in 2006 were 2 similar to those given in 2004. N • Most of the remaining services received ratings just below "very" important (67 on the 100-point scale). m X Services that received the lowest ratings were street cleaning (54) and community/public art (45), but o both were still rated above "somewhat" important. .m Z REPORT OF RESULTS 0 n CITY OF WHEAT RIDGE CITIZEN SURVEY June 2006 BALANCING QUALITY AND IMPORTANCE Services which were categorized as higher in importance and higher in quality were: police response time to emergency calls, general police services, municipal court, snow removal, traffic enforcement and maintenance of City parks. Services rated higher in importance and lower in quality were: police response time to non-emergency calls, street repair and maintenance, services and programs for youth and building inspections. (Building inspections also was rated below the average in comparison to other communities across the nation and the Front Range.) Those services rated lower in importance and higher in quality were: recreation facilities, recreation programs, services and programs for seniors and maintenance of open space and trails. Services that rated lower in importance and lower in quality were: code enforcement, business expansion and recruitment programs, building permits, community/public art and street cleaning. COMMUNITY ISSUES • When asked to rate issues of transportation with the City of Wheat Ridge, residents reported most positively the conditions of City streets (68% said "good" or "excellent"). About 6 in 10 respondents said ease of car travel, bus travel and walking in the city were "good" or "excellent." Mass transit planning was rated as "poor" or "fair" by just over half of respondents (52%). Wheat Ridge residents reported similar ratings in 2006 as in 2004. • Residents rated conditions of City streets and ease of car and bus travel in the city as above the normative ratings for other communities across the nation. Ease of walking in the city was given a rating similar to the national average. Similar ratings were given in comparison to other Front Range communities. • Survey respondents were also asked to rate how much of a problem, if at all, several community characteristics were for the City of Wheat Ridge. About three-quarters of respondents felt that availability of parks, bike paths and recreation programs were "not" a problem (67%, 65% and 65%, respectively). Characteristics considered to be a "moderate" or "major" problem by 50% or more of residents were: run down buildings (51 traffic cpngestion (53%), juvenile problems (57%), crime (62%), vandalism (62%"), gra-ffiui 62 • an drugs (65%)2When ratings of potential problems were compared by year, lack of growth, maintenance and condition ofl =es, condition of properties, run down buildings, juvenile problems, crime, graffiti, vandalism and drugs were rated as more of a problem in 2006 than in 2004. COMMUNITY PARTICIPATION • Respondents were given a list of 12 activities in Wheat Ridge and asked how many times, if any, they had participated in the past 12 months. More than three-quarters of respondents had dined at a Wheat Ridge restaurant (90%), used a City park or trail (84%) and used a City bike or pedestrian path (75%) at least "once." Less than 3 in 10 residents reported visiting the community senior center (29%), attending a meeting of local elected officials or other public meeting (21 participating in a senior program (17%) and using the A-line service to DIA (8%). • By year comparisons showed similar results between 2004 and 2006. A higher proportion of residents in 2006 had used a City bike or pedestrian path than in 2004. Fewer respondents reported riding an RTD bus in 2006. COMMUNITY SAFETY • Wheat Ridge residents were asked to rate how safe they feel in various public areas in Wheat Ridge. Most respondents said they felt at least "somewhat" safe in each area listed. Comparisons to previous survey years were available for all areas except retail/commercial areas. Each area received the same rating on the 100-point scale in 2006 as in 2004 except safety in "your neighborhood" which received a lower rating in 2006 (74 vs. 79 on the 100-point scale, respectively). • . Ratings given for safety in "parks and playgrounds' and in "your neighborhood" were higher than ratings in jurisdictions across the nation. No Front Range comparisons were available. REPORT OF RESULTS U C m U U m m m c 0 ZZ 00 N CITY OF WHEAT RIME CITIZEN SURVEY June 2006 PUBLIC TRUST • About 1 in 10 residents (7%) felt the overall performance of the City government was excellent." More than half of respondents (55%) said it was "good" and one-third of respondents said the overall performance was "fair" and 7% said it was "poor." When these responses were converted to the 100- point scale to allow for comparison to the previous survey year, similar ratings were reported by Wheat Ridge residents. • Ratings above the average were given by Wheat Ridge residents in comparison to residents from other jurisdictions across the country for overall performance of City government When compared to other jurisdictions throughout the Front Range, Wheat Ridge City government was rated similarly. • Wheat Ridge residents were asked to what extent they agreed or disagreed with six statements about the City of Wheat Ridge government. About two-thirds of respondents said they "somewhat" or "strongly" agreed with three of the six statements. About 6 in 10 residents at least "somewhat" agreed that they were pleased with the overall direction the City was taking (60%) and that they received good value and services for the amount of City taxes they pay (59%). Forty-six percent of respondents at least "somewhat" agreed that they were well informed on major issues within the city. Similar ratings were given in 2006 to most statements regarding the Wheat Ridge City government when compared to 2004. • Comparisons to the national database were available for five of the six public trust statements above. All were rated above the norm given in other jurisdictions across the nation except for residents feeling informed on major issues within the city, which was given a rating below the national average. • Those rated above the norm for the Front Range were "City government welcomes citizen involvement" and "overall direction the City is taking." "Good value and services for taxes" received a rating similar to the average provided by other communities in the Front Range. CONTACT WITH CITY EMPLOYEES • The same percentage of Wheat Ridge residents reported that they had contact with a City employee in the previous year in both 2004 and 2006 (43%). • Of those respondents who said they had contact with a Wheat Ridge City employee in the past 12 months, more than three-quarters reported the employees' courteousness (82%), knowledge (77"/0) and responsiveness (76%) to be at least "good." About 7 out of 10 residents said that their contact with a City employee made them feel valued (69%). Seventy-six percent of respondents rated their overall impression of the employee with which they had contact as "good" or "excellent." Wheat Ridge residents gave similar ratings for City employees in both survey years. • Wheat Ridge City employees' courteousness was rated above the national average. "Knowledge," "responsiveness" and "overall impression" were given ratings similar to ratings reported in other jurisdictions across the nation. Ratings of "courtesy," "knowledge," "responsiveness" and "overall impression" were all below the average in comparison to other communities in the Front Range. ECONOMIC DEVELOPMENT • A list of five statements about the economic development in the City of Wheat Ridge was provided to respondents and they were asked to rate the extent to which they agreed or disagreed with each statement. About half of residents (51 "strongly" agreed with revitalizing business corridors such as 38th Avenue, 44th Avenue, Wadsworth Boulevard and Kipling Avenue. About 8 in 10 respondents at least "somewhat" agreed with the remaining four statements: revitalizing the city's business areas (83%), revitalizing the city's housing areas (79%), attracting and recruiting new types of retail (78%) and r strengthening community image and identity (78%). Residents reported higher agreement in 2006 than in 2 2004 for most of the statements regarding economic development in the City of Wheat Ridge. m • Residents of Wheat Ridge were asked about their familiarity with two City revitalization plans and to it m what extent they would support or oppose those plans. More than 6 in 10 survey respondents were a "very" unfamiliar with both Neighborhood Revitalization Strategies (NRS) and Wheat Ridge 2020 z 0 N REPORT OF RESULTS CITY OF WHEAT RIDGE CITIZEN SURVEY June 2006 (WR2020). Strong support was shown for NRS by 40% of respondents and 36% of respondents said they would "strongly" support WR2020. Five percent or less of respondents said they would "somewhat" or "strongly" oppose both NRS and WR2020. Residents were asked how frequently they do a variety of shopping in Wheat Ridge. More than 9 in 10 residents said they "somewhat" or "very" frequently do their grocery shopping in Wheat Ridge. About one-third of residents said they made purchases of "household items" (34%) and "health services" (32%) "very" frequently in the city. "Meals and entertainment" purchases were made at least "somewhat" frequently by 68% of respondents. Seventeen percent of residents said they "very" frequently made general retail purchases. Forty-five percent of respondents said they "never" made "computer and electronics" purchases in Wheat Ridge. Similar frequencies were reported for most categories of shopping in 2004 and 2006. When respondents were asked why they shop outside of Wheat Ridge, two-thirds (66%) reported it was because the desired item was not available. About 4 in 10 residents said they shop outside of Wheat Ridge because they liked the range of quality goods and services (40%) and convenience (39%). Twenty percent of survey respondents reported affordability, 3% said lack of malls and other major retailers and 5% reported "other" reasons for shopping outside of the city. When comparing 2006 results to 2004, affordability received a higher percentage of responses in 2006. "Desired item is not available in Wheat Ridge" was lower in 2006. POLICY QUESTIONS • Respondents to the survey were asked for the second year to rate their support for or opposition to an exemption from the Taxpayer's Bill of Rights (TABOR). Forty-six percent of respondents reported they at least "somewhat" support allowing the City to retain any excess revenues to be used for general operating expenses. About 4 in 10 residents were opposed to a TABOR exemption. The support for an exemption from TABOR decreased from 2004 to 2006 (50% supporting in 2004 vs. 46% supporting in 2006). INFORMATION SOURCES AND INTERNET USE • About three-quarters of respondents to the survey said they get their information via "word of mouth," "television news" and the "Denver Post or Rocky Mountain News" (76%, 71 % and 71 respectively). Sixty-eight percent of residents said they get their information from the "City 'Connection' Newsletter." More than 4 in 10 reported they get information from the "Wheat Ridge Transcript" (49%), "radio news" (48%) and "cable TV Channel 8" (45%,). About one-quarter of residents used the City's Web site (27%) at least once to get information. When compared to 2004, residents reported using "television news," the "Denver Post or Rocky Mountain News, "radio news" and "cable TV Channel 8" less frequently in 2006. "City 'Connection' Newsletter" and the "City's Web site" were used by a higher percentage of respondents in 2006. • About the same percentage of respondents said they had a personal computer in their home with Internet access, had a computer at home without Internet access and had no computer at home in 2006 as in 2004. • Twenty-six percent of respondents reported having used the City's Web site in the past year, an increase from 2004 (22% of respondents). • Respondents who reported having used the City's Web site in the last 12 months (26%, of respondents) were asked to rate certain qualities of the site. "Content" was reported as "good" or "excellent" by 66% of residents." More than 6 in 10 said that the "graphics" and the "look and feel" of the Web site were at least "good" (64% and 61 respectively). Ten percent of respondents said "ease of use"of the City's Web was "excellent." In comparison to 2004, similar ratings were provided in 2006. • Six in 10 respondents said they would be at least "somewhat" likely to conduct business with the City over the Internet; 30% said they would be "somewhat" or "very" unlikely. The likelihood of conducting business with the City over the Internet was similar in past survey years. ti C c m U U m m c 0 ICU' z 0 N REPORT OF RESULTS Exhibit 2b Phoenix Development Services Department Customer Satisfaction Survey 8066-£0098 ZV XIN30Hd 1S NOIJNIHSVAA 1S3M OOa )JO-LOA H10 S301AH3S.LN3Nd013n34 I N31UHW30 S301AH3S 1N3NdO13A34 XIN3OHd JO AM 33SS3H40V A8 OIVd 38 IIIM 39V1SOd - ZV'XIN30Hd OZ6'ON lIWH3d IIVW SSV-10 1SUIJ "IIVVV Ald3d SS3Nisne S31V1S O311Nn 3Hl NI 03liVW dI iVSS303N II jV1SOd ON wnoa 3aeq uo apoo ieq sanoa iou 04 •adei gitm anq peas :maid `m paea s?qi Ilan nM jj p n. i. m u " u o v o a ~ b 0 0 ov o w " 0a ° q o v o I ~ T g a v o 5 0 v v ❑3 _ v o n. N R O D ~ Qr x w V O ~ U •o ~ ti o III a 0 Cal a~J Q" -D~ z ❑ ❑ ❑ ❑ ❑ ❑ ❑ ❑ ❑ ❑ ❑ a ~ y O h N ~ w O O a h ~ u q ~ ~ a Usy Ao ~ ~ H~ I I v ,y, 6"2 O S,i m 4 jY y o v % O 41 « v A r 11, Q, C O C O > L v W oai~ cT7 c a CJ p o Q t, nW. > to " A v O ro h ~ h y T C ro 0. ro L v ~ v ~ O a C ovo 0. ° oo P3 c o v" v v on w w O 0 a o a °Ga 3 a o u u° a°ti A"° vv a ov vv x a E II U o v a v t G p° v v o x o u o o > r a w U x 6 0 p O a 92 V w F O z u v h 0 u a a v G 0 O u I A v Y ~ y d z w N C 6 CJ a Exhibit 2c Excerpts from the Parks and Recreation Master Plan Map 2: Existing Parks, Trails, Open Spaces, and Recreation Resources Map 3: Neighborhood/Pocket Park Service Areas Table 2.2: Detailed Parks and Open Space Inventory z 0 n W e O 9 C 6 e 6 '~~_~p C N N m a m r z m m a m n O 9 C N0 Y 0 6 3 tl O N 0 O 0 F z W W a a e u a O 9 C W W yd 6 Q N CI W L W F z E Y qC b 0 6 W C b 6 9 C N0 Y 0 y6 tl Y O N N m 'a m F KI a0 9 Cl m1 Cl M ..fl w b 0 LLa O V C7 v a~ w ~ v w 2 F- `oF V ~q W ILA Ell ~o d c 0 167 Sa lit R lli ~n c b B o p .1e7 o .~IQ yq .~~9 ~ nb 4 $iY§,i a ~ Ua.C g 4 ~ o o m e u n 9 ~ Exhibit 4a Wheat Ridge Parks and Recreation Department Organizational Plan as of 10-20-2008 a~ a w a Io I lima 0 ds 'a a c ¢ a rn w 3 a ao a = N Z ~ a fi 1 " k b~ 3 c (7 a a a ~ Y N a Fl ro'~~ y ~ y~ ~tr~ ..m,-.3J - y y J m N y m c O ~ ? y a U I J p L J~ fu -M, a a m L > N 'V O m a _ L N cu a Q N y ~ Q L Q I ~r ~"L^ TAM, O N I 14~ 00, m I ; ~ rC~A aO j , O ~ v m n L 0 N N ~ Oa ~ O to d' L C. a ~ L O I i I ' U g~ ~ U ~ ~ U ~ ~ ° W u 8a a. a w ~ °n q ° ~y u a e p u 1 q w u All h O q u ~ ~ m o A ° 0,..m w d d 'o m qa q o p q o Y q ~ o ~ is Y 1 T ~ U yy W L Y a p q v a v U 0 w u a q ° Y q ~ O W `Y' OO m ~p Y a a~ ~ L u u a e z ° O Y ~ Y !tl ~ Y1 u o 2 E a ~ u d a Exhibit 5 Sample Facility Use Policy from the City of Westerville, Ohio Policy #10240 wF.sr~RVZr L : City of Westerville Parks and Recreation 350 N. Cleveland Ave., Westerville, Ohio 43082/Phone (614) 901-6500 Whrre Everyox BareJfU! Fax (614) 901-6523 POLICY RE: PUBLIC FACILITY&MD USE POLICY 8c PROCEDURES DATE APPROVED: JULY 2005 AUTHORITY: PARKS AND RECREATION DIRECTOR L PURPOSE The Westerville Parks and Recreation Department is committed to meeting the recreation and leisure need of the community. This policy has been established to monitor, control and prioritize facility and athletic field usage in a fair and non-discriminative manner. The Westerville Parks and Recreation Department and other private and non-profit organizations which offer youth and adult recreational opportunities use athletic facilities which are managed by the WPRD. These facilities which include baseball, soccer, lacrosse, football, rugby, basketball, tennis are located in City parks. The WPRD will schedule usage of all athletic facilities for its own programs, Westerville School District, and other non-profit and private groups and organizations. Due to the demand for use, the following policies and procedures have been developed to facilitate the scheduling of athletic facilities for all organizations. H. SCHEDULING PRIORITIES The Westerville Parks and Recreation Department schedules public facilities, athletic fields, and park shelters according to the following criteria: Level of affiliation to City Departments and programs City residency Level of broad base benefit for Westerville residents Approval of request for use will be evaluated based on the organization classification in the following order: 8/1/05 Policy 910240 Priority A: All Westerville Parks and Recreation programs (games, matches, camps, tournaments and instructional programs) for youth and adult participants will be scheduled first before any other individuals/groups are scheduled. Priority B: Official City Departments, Boards, Commissions, and Foundations Priority C: Non-profit organizations that have completed the non-profit profile and been approved by the Director of Parks and Recreation. Priority D: Facility Use Agreements between the City of Westerville and the endorsed Westerville Youth Sports Organizations. • Otter Swim and Dive Team • Westerville Amateur Soccer Association • Westerville Jr. Football League • Westerville Lacrosse • Westerville Worms Rugby • Westerville Youth Baseball and Softball Association Priority E: For-profit organizations located within the Westerville city limits with direct benefit going to a non-profit organization that is located in the Westerville city limits. Priority F: Residents and businesses located in the Westerville city limits requesting private use. Priority G: Other organizations, groups or individuals that do not qualify for Categories A-F status. Verification of residency, non-profit status and scope of usage (purpose, participants and benefactors) must be submitted with each use request Non-Profit organizations must have completed a non-profit profile and have received approval from the Director of Parks and Recreation Department. 111. PUBLIC FACILITY USE FACILITY AVAILABILITY The City of Westerville owns and operates the facilities listed below. Note that each facility may have a different reservation and fee requirement. Westerville Community Center Available seven (7) days a week depending on program schedule with a two (2) hour Minimum rental Monday-Thursday and a four (4) hour minimum rental Friday-Sunday. Swimming Hole Competitive Pool Maple Room A Maple Room B Maple Room C Kitchen Buckeye Room A Buckeye Room B Buckeye Room C Climbing Wall Conference Room Gymnasium Westerville Senior Center 8/1/05 Policy #10240 Available seven (7) days a week depending on program schedule with a two (2) hour minimum rental. East Room Middle Room River Room Kitchen Everal Barn and Homestead Available seven (7) days a week depending on program schedule with a two (2) hour minimum rental Monday-Thursday, and a four (4) hour minimum rental Friday-Sunday. House Upper Level of Barn Entire Facility Lower Level of Barn Highland's Pool Available seven (7) days a week depending on program schedule Memorial Day through Labor Day depending on program schedule. Program Center Available Monday-Saturday depending on program schedule and staff availability. There is a two (2) hour minimum rental. Special arrangements may be available for Sunday rentals. III. ATHLETIC FIELD USE ATHLETIC FIELDS/FACILITIES AVAILABILITY Available seven (7) days a week depending on program schedule April through October. Alum Creek South Park Community Tennis Complex Hanby Park Heritage Park/Antrim Fields Highlands Park Hoff Woods Park Huber Village Park Metzger Park Towers Park Walnut Ridge Park Westerville Sports Complex IV. PUBLIC PARK SHELTER USE PARK SHELTER AVAILABILITY Available seven (7) days a week depending on program schedule April through October. There is no fee for the use of park shelters although a $25 refundable: deposit is required. The deposit will be refunded if the shelter is left in good condition. Deposits may be donated/transferred to the Westerville Parks Foundation as a tax deductible gift. Alum Creek North Park Heritage Park/Antrim Shelter Heritage Park/Sertoma Shelter Highlands Park Hoff Woods Park Metzger Park Olde Town Park Spring Grove N. Park Towers Park Walnut Ridge Park Westerville Sports Complex 8/1/05 Policy #10240 V. MISCELANEOUS PUBLIC FACIIdTY USE City Parks and outdoor recreation areas and amenities such as tennis courts, basketball courts, sand volleyball, skateboard and BMX, etc. are available on a first-come-first- serve basis for general usage. VL RESTRICTED AC TIVIES The City of Westerville restricts the activities listed below. In addition to those fisted below any activities as outlined in facility rules and/or park rules-Ordinance No. 05-13. • Alcoholic beverages are not permitted in any City facility and/or park. • Smoking is not permitted in any City facility. • Concealed carry is not permitted in any City facility. • Facility and Park users may not conduct instructional or fee-based programs without Westerville Parks and Recreation Department approval. Requests for the City of Westerville Parks and Recreation Department facilities will be refused when any of the following factors exist, as determined by staff: • Risk and Liability-Activities involving high risk to participants or high liability to the City of Westerville. • Duplication of programming-Activities which duplicate existing Parks and Recreation Department programming will not be scheduled at the same time as existing programs or at anytime if they infringe upon or are in any way detrimental to the City's existing programs. • Delinquent user or group-An individual, group, or organization that has demonstrated the inability to follow the rules and regulations of the facility; respect staff, patrons or the facility and/or the inability to make restitution for damages from previous facility and/or park use. VI. NON-PROFIT STATUS Nonprofit organizations that have their principle place of business is the corporate boundaries of Westerville or that conduct the substantial majority of their nonprofit activities in Westerville are eligible to receive special nonprofit rental rates for use of the City of Westerville Parks and Recreation facilities. As a condition of eligibility, the Parks and Recreation Department may require verification that the nonprofit organization does not compete with any of the programs and activities offered by the Parks and Recreation Department or that specific use of the facilities does not compete with a Parks and Recreation Department activity or program. • To become eligible for the nonprofit rental rate, nonprofit organizations must submit a letter on their organization's stationary and complete the nonprofit profile form. The lever should include: o The Organization's purpose or mission; o Copy of the EIN or tax ID number; o Confirm status as a 5010 (3) charitable organization, and o Confirm that its principal place of business occurs in Westerville 8/1/05 Policy #10240 • The Director of Parks and Recreation must approve the organization's nonprofit status for special rental rates. • The City of Westerville Parks and Recreation Department will maintain a list of Verified Westerville-Based Nonprofit Organization. • The availability of the nonprofit rental rate also depends upon what facility, what time of day or day of the week, and/or how frequent the nonprofit organization rents the particular facility. • Verified nonprofit organizations are still required to pay any refundable damage deposit like any other organization or individual renting parks and recreation facilities. • No rental will be guaranteed until the Parks and Recreation Department receives payment of a deposit and a signed contract. • Nonprofit organizations are required to pay the refundable damage deposit. Deposits are only required for Everal Barn and Homestead and the Community Center Maple Rooms. Community Center Nonprofit Rental Rates: Buckeye B and Buckeye C: Nonprofit organizations will have the rental fee waived during the Community"Center's regular business hours. For all other rentals, nonprofit organizations will receive a 25% discount. Each nonprofit organization can take advantage of the waived rental fee on a limited basis of ten (10) times in a calendar year. Maple A B. and C (multiouroose room): Nonprofit organizations will receive a 25% discount so long as the rental is during the Community Center's regular business hours and subject to staff accessibilities. Each nonprofit organization can take advantage of the nonprofit rental rate on a limited basis of two (2) times in a calendar year. All remaining times will be at full price. Kitchen: Nonprofit organizations will not receive a discount for renting kitchen space. Gymnasium: Nonprofit organizations will not receive a discount for renting gymnasium space. Community Center Pool: Nonprofit organizations will receive a 25% discount on the total cost for renting the Westerville Community Center Pool(s). Highland's Pool Nonprofit Rental Rates: Nonprofit organizations will receive a 25% discount on the total cost for renting the Highland's Pool(s). Senior Center Nonprofit Rental Rates: Parks and Recreation Department will waive the fee for any rental between 8:30am and 4:00pm Monday-Friday or for a rental that corresponds with a Parks and Recreation scheduled program. For all other rentals, nonprofit organizations will receive a 25% discount. Each nonprofit organization can take advantage of the nonprofit rental rate on a limited basis of ten (10) times in a calendar year. Everal Barn and Homestead Nonprofit Rental Rates: 8/1/05 Policy #10240 the request has been approved the individual/organization will receive a Facility Contract verifying the facility is reserved. Facility Use Request The Facility Use Request application provides dates and locations and times requested for reservation purposes only. Requests for special equipment, electrical, or table and chairs set-up needs must be included on the application. The responsible parry for each facility may be asked to sign a liability waiver as part of the application process. Proof of insurance may be required. VIIL FEES AND CHARGES Refer to the Westerville Parks and Recreation Department's current year's Fee Schedule for prices to rent facilities and fields. 8/1/05 Policy #10240 Nonprofit organizations will receive 25% discount. Each nonprofit organization can take advantage of the nonprofit rental rate on a limited basis of two (2) times in a calendar year. Recreation Program Center Nonprofit Rental Rates: Parks and Recreation Department will waive the fee for any rental which corresponds with a Parks and Recreation Department scheduled program. A rental which does not correspond with a Parks and Recreation Department scheduled program, the nonprofit organization will receive a 25% discount. This is subject to staff availability. All Sunday rentals are full price. Each nonprofit organization can take advantage of the nonprofit rental rate on a limited basis of ten (10) times in a calendar year. Director Approved Nonprofit Organizations Include: Blendon Westerville Little League (4/05) Breakthrough Reconciliation Ministries (02) Central Ohio Soccer Association Citizen for Human Action Curtain Players (1/03) Columbus Mothers of Twins Club (4/05) Foxtrail Condo Association (3/02) Heritage League Ohio Child Conserv. (2/03) Innis Woods (1105) Junior Football League of Westerville (02) Ohio Health (2/05) Organization of Chinese Americans (10/04) Ohio React Council (REACT int) (1/03) Ohio Parks Recreation Association (OPRA) Otterbein College Permedion (10/03) PRO-MOM (12/02) Ravines of Windemere Condo Assoc (4/05) R.C. Boat Club (3/03) Scleroderma Foundation (3/03) Spring Grove Homeowners Assoc (02/04) Taoist Tai Chi Society (1/03) - Westerville Amateur Soccer (WASA) Westerville Art League (2/02) Westerville Boot-N-Leggers (2103) Westerville Chamber of Commerce Westerville Civic Associations Westerville Community Bands Westerville Historical Society Westerville Lacrosse Club (2/03) Westerville Parks Foundation Westerville Public Library Westerville Rugby Club (4/05) Westerville Schools/Organizations Westerville Scout Organizations Westerville Service Organizations Westerville Symphony Westerville Visitors Bureau (1/03) Westerville Youth Baseball & Softball League(WYBSL) Wyndham Park Homeowners Assoc VII. PROCEDURES Application for Use Users of City of Westerville Parks and Recreation parks and facilities must first complete a Westerville Parks and Recreation Department Facility Request Application. 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A S {{{{{{Oiiiiii ,V" fi W L V W L ~p rdn S S m O ^1n3 = (y u> C U F 55p c FyW I ~a, gyp" ~ ~ 2m a vii ] ~ '~l .S V ~ Z ~ w e6 6, F o , So C9 O Q~ ..o QFG1 ~~~5 %a ~~Soa a~ mm~u O A y~ J:' u r o ti~ O 'a ~ ,Ww Z Q R 9 6 ~ $ ~ ti ~ 'r3 E c 'ra a ~ o ~ o v > ~ ~ ~ «S .5 ' 'gib S a ~ Pi Z N N N N N N m a VIII. ATTACHMENTS A - Mercer Employee Survey Document The Mercer Group, Inc. CORNKUbta mnsgemat 1000 WhakekAwnue, Suite 320-129 Marietta, Georgia 30064 Phone 770-42S-1775 Fax 770d2S-8561 steveeean(a)aol corn wives mercererouoinacom CITY OF WHEAT RIDGE, COLORADO Employee Surveys for the Parks & Recreation Department Purpose: The Purpose of these surveys is to allow you to express your views about working for the City and for your department. Codes, Not Names: Except for the Management Philosophy Profile that managers and supervisors complete, your name is not listed on the survey document. Instead, it is coded by the following Organizational Categories and Employee Types. If not already marked, please circle the Organizational Category and Employee Type that apply to you. ORGANIZATIONAL CATEGORY: 100 - Administration 200 - Parks 300 - Recreation EMPLOYEE TYPE: 001- Managers and Supervisors 002 - Non-supervisors, including Coordinators Survey Elements: The survey has four parts that all employees will complete, plus a fifth part for managers and supervisors: 1. ORGANIZATIONAL CLIMATE SURVEY (OCS): Exhibit A presents a list of sixty questions designed to measure the health of the culture of the organization based on twelve arltrral factors (five questions for each factor). An overview of the OCS, instructions, questions, and space for your comments are provided. This survey should take about 30 minutes to complete. CITY OF WHEAT RIDGE, COLORADO Employee Surveys for the Parks & Recreation Department 2. VALUES SURVEY: Exhibit B shows sample values in the public sector that may help your frame your response, and provides a sheet for you to list the values in place in your department. This survey should take about 10 minutes to complete. 3. GRIPES SURVEY: Exhibit C will help us better understand the culture of the organization. Don4 feel negative the title of the survey as this was first developed to structure employee comments and issues during a team building and organizational development process. GRIPES will give a quick indicator of organizational culture issues that complements and expands information in the OCS. This survey should take about 20 minutes to complete. 4. RESOURCES MANAGEMENT SURVEY: Exhibit D presents a series of Resource Management issues to be rated, with space provided for explanations of you ratings. This survey should take about 15 minutes to complete. 5. MANAGEMENT PHMOSOPHY PROFILE (For Supervisors Only): The survey in Exhibit E asks managers and supervisors to define their current and targeted philosophy toward managing based on twelve criteria. When returned, put it in a separate envelope from the other surveys so the Mercer Group can give specific feedback to individual supervisors without compromising confidentiality on the other surveys. This feedback will NOT be included in the final, written report, but shared privately with each supervisor. We will, however, provide general comments on the management philosophies of supervisors as a group in the report. This survey should take about 20 minutes to complete. Tips on Completing the Surveys: Fill each survey out as best you can. In some cases, except for the Organizational Climate Survey, a question may not apply. If so, please mark that question "N/A," for Not Applicable, and move on. Usually, the first idea that comes to mind is the best answer. So, move along and don't get bogged down with a lot of analysis and deep thought. Use of the Survey Information: These surveys and follow-up interviews are your primary inputs to the Mercer Group's work with the city . The questionnaire will be held in the strictest confidence by the consultants and shared only among the consulting team.' For our report, we will compile issues and data across the organization in a way that win not compromise your position, job security, or working relationships. Questions: If you have any questions, please contact Steve Egan, Mercer's project manager, by phone at 770425-1775 or by e-mail at steveegan@aol.com. Thank you for your cooperation and commitment to the project. 2 Exhibit A ORGANIZATIONAL CLIMATE SURVEY I. INTRODUCTION We are interested in your opinion regarding the quality of your work life, including relationships and communications with supervisors, among employees, and with other departments; the adequacy of resources; and the effectiveness of management systems. Remember. This is not a test - There are no right or wrong answers. Just mark the answer that you think best describes the current situation. Individual responses are confidential - No one will know how you marked your survey. Only the Mercer Group consultants will see your survey response, and it will include Organizational Category and Employee Type codes only, NO NAMES! You will receive feedback on the overall results of the survey - We will compile the results of the survey by the organizational categories and employee types described below and recorded on the cover page of your survey form, then report back you the results of the surveys during an October visit to the City. ORGANIZATIONAL CATEGORYCODE NOTES AND COMMENTS Administration 100 Director and Administrative Assistant Parks 200 Manager and All employees Recreation 300 Manager and All employees CODE NOTES AND COMMENTS Managers and supervisors 001 Department, division, and section supervisors Employees 002 All others, including Coordinators who do not supervise anyone If you have any questions or concerns about the coding of your survey, please talk with your department head or supervisor, or call Steve Egan of the Mercer Group at 770425-1775. The Mercer Group, Inc. A-1 Organizational Climate Survey Structure of the OCS: The Mercer Group's Organizational Climate Survey (OCS) is a tool to measure employee views on sixty questions that are compiled in the OCS report into the following twelve subscales: Organization and Department Goals: The extent to which employees understand the goals of the organization and see the relationship between organizational goals and the goals of their department (or division). Productivity and Service: The extent to which employees believe that the organization has a strong commitment to service and maintaining an efficient organization. Quality Emphasis: The degree to which employees feel the organization is committed to maintaining high standards of quality for service. Management and Supervisory Competence: The extent to which employees have confidence in the knowledge and ability of their supervisors, and feel productive working relationships are easily established. Information and Communications: The extent to which employees feel that they receive important and useful information from their supervisors, managers, top management, and/or other departments. Work Group Problem Solving: The extent to which employees feel that managers and supervisors are interested in identifying and solving problems rather than avoiding them or pretending they don't exist. Work Group Coordination and Cooperation: The extent to which employees feel that the people in their work group work together as a team. Employee Involvement: The degree to which employees feel that the organization considers their viewpoint important. Receptivity to Change: The extent to which employees perceive the organization as open and receptive to change. Working Conditions: The degree to which employees feel that the amount of work expected of them is fair and equitable, and the tools, facilities, and equipment are adequate to do the job. Career Opportunities: The degree to which employees feel that career advancement is readily available to those who are qualified and seek it. Compensation and Benefits: The degree to which employees feel that the compensation package provided by the organization is fair and equitable. The Mercer Group, Inc. A-2 Organizational Climate Survey H. OCS INSTRUCTIONS Please respond to the following sixty statements according to these instructions: 1. Preparation: Check that the codes entered on cover page of the survey are correct. The Organizational Category should roughly compare to your place in the organizational chart. Non-supervisory employees are in the Employee Type (002) and directors, managers, and supervisors are in the Supervisor Type (001). If you think the codes on your form are wrong, please check with your department or division head before completing the survey. 2. Response: Read each statement carefully, then decide how you feel about it. Circle the response that best expresses your opinion (only one response per question!). Answer ALL questions! Provide comments after the last question or on additional sheets of paper.. Possible responses: SA = Strongly Agree A = Agree U = Undecided (It's OK to be unsure, but try to give an opinion) D = Disagree SD = Strongly Disagree 3. Definitions: Some terns used in the survey are defined below. Work Group: The group of people with whom you work most frequently, which could be a crew or an office group. Section Major organizational units in a division. Division: Major organizational units in a department. Department: Parks and Recreation. Organization: Your department unless the question is posed seeking an answer related to working for the City. Supervisor: The person to whom you directly report. Work Area: The location ofyour office or primary work site. The Mercer Group, Inc. A-3 Organizational Climate Survey III. ORGANMMONAL CLIMATE SURVEY SA - Strongly Agree A-Agree U- Undecided D - Disagree SD - Strongly Disagree 1. Most people understand the goals of our department. SA A U D SD 2. We have regular meetings in our department where SA A U D SD everyone is encouraged to discuss work-related problems. 3. My supervisor lets people know what is going SA A U D SD on, which helps everyone do a better job. 4. There are many ways we could be more productive and SA A U D SD efficient, but very few people in the department seem to care. 5. The people in my work group are encouraged SA A U D SD to work together as a team. 6. Changes in procedures and work methods SA A U D SD are easy to get approved in this department. 7. Quite often, people in our department have to do more than SA A U D SD is necessary because the work has not been planned properly. 8. My supervisor believes that the ideas of the people who do SA A U D SD the work are important to long-range plans. 9. In order for me to advance in my career, rll have to seek SA A U D SD opportunities in another organization or department. 10. Most employees in this department know what they are expected SA A U D SD to do and produce quality work, even if it takes a little more time. 11. If my supervisor would only stop looking over my shoulder, SA A U D SD I could get a lot more work done. 12. In comparison with other people I know who do similar SA A U D SD work, rm not paid nearly enough. 13. The people in my work group understand how the goals SA A U D SD of our group fit into the goals of the department. The Mercer Group, Inc. A-4 Organizational Climate Survey 14. In our department, we have good ways for dealing with SA A U D SD little problems before they become big ones. 15. The information and/or direction we get from other departments SA A U D SD is often incorrect, causing us to have to do the work over or correct it. 16. My supervisor encourages us to find ways to do things better. 17. It seems that many of the people that I work with are more concerned about getting recognition for themselves than working together as a group. 18. My supervisor actively seeks out new ideas and approaches for doing things. 19. As a general rule, the equipment, tools, and supplies that are needed to do our work are available when we need them. 20. Lots of times, my supervisor isn't included in important decisions, and he/she finds out about changes after the decision has already been made. 21. In our department, promotions are usually given to the people who deserve them, regardless of how long they've been here. 22. Most employees in this department take a lot of pride in what they do and usually try a little harder to produce quality. 23. My supervisor is someone I can go to when I need help or have a problem. 24. It seems that some people in this department get paid more than they deserve, while others get paid less. 25. Sometimes it seems like one group is going in one direction, and the other groups in the opposite direction. 26. In our work group, we don't hide our problems, we get them out in the open and solve them. 27. The information I need to do my job is readily available in my department through my supervisor. The Mercer Group, Inc. A-5 SA AUD SD SA AUD SD SA AUD SD SA AUD SD SA AUD SD SA AUD SD SA AUD SD SA AUD SD SA AUD SD SA AUD SD SA AUD SD SA AUD SD Organizational Climate Survey 28. As long as my job gets done, nobody SA A U D SD seems to care how much it costs. 29. The people in this department are willing to help each SA A U D SD other out when the need arises without worrying about what job they're assigned to or what group they work for. 30. When the need for change is obvious, my supervisor responds SA A U D SD quickly and implements the required change. 31. Generally speaking, the department gets a good day's SA A U D SD work from everyone. 32. My supervisor often makes and implements decisions without SA A U D SD first discussing them with the people who have to carry them out. 33. It seems like we're always bringing in outsiders to fill positions SA A U D SD when we have plenty of qualified people right in the department. 34. We spend a lot of time trying to improve our services SA A U D SD 35. My supervisor evaluates people fairly and on the basis of SA A U D SD their performance, rather than "playing favorites." 36. Most people in this department believe that our benefit SA A U D SD package is fair and better than plans in comparable communities. 37. The goals of the department have very little to do with the SA A U D SD work that I and others in my group do every day. 38. My supervisor doesn't want to hear about problems. SA A U D SD He/she pretends they don4 exist. 39. The people with whom I work are familiar with the SA A U D SD department's policies and procedures. 40. We are often striving to improve service in this department. SA A U D SD 41. There is a lot of jealousy and bickering SA A U D SD among people in my work group. 42. The department has established ways of doing things, and any SA A U D SD suggestions on how to do things differently are usually rejected. The Mercer Group, Inc. A-6 Organizational Climate Survey 43. The equipment and/or tools that we have in our group make the job easier and the department more efficient. 44. When new procedures or policies are being developed, my supervisor often asks for input from employees. 45. Our department plans for the future by preparing people for future positions through training and education. 46. In our department, the emphasis is on quantity, not quality. 47. My supervisor tries to be "one of the guys/gals" instead of maintaining the distance necessary to effectively lead employees. 48. Most people in the department would agree that our system for determining pay grades is fair and equitable. 49. The goals of our work group and our department are periodically reviewed and discussed with all employees. 50. Many times, we have to create a crisis in order to get anyone to pay attention to our problems. 51. Most of the information I get about what the department is doing comes from the "grapevine." 52. Everyone in my work group understands the importance of providing good service. 53. When core icts arise in our work group or between our group and another, they are usually handled in a timely and constructive way. 54. Its too hard to get things changed in this department, most people have just learned to accept things the way they are. 55. Some people in the department have to work harder than others because some people don't have enough work assigned to them. 56. In our department, employees are encouraged to be open about their opinions and feelings about work-related problems. 57. Getting ahead in our department is based more on your performance than who you know. The Mercer Group, Inc. A-7 SA AUD SD SA AUD SD SA AUD SD SA AUD SD SA AUD SD SA AUD SD SA AUD SD SA AUD SD SA AUD SD SA AUD SD SA AUD SD SA AUD SD SA AUD SD SA AUD SD SA AUD SD Organizational Climate Survey 58, There is not enough emphasis in our department on quality. SA A U D SD 59. Most people in the department would agree that consideration SA A U D SD is given to a person's ability to manage people before they are promoted. 60. I would prefer to be compensated based on my performance SA A U D SD rather than getting the same pay increases as everyone else. IV COMMENTS REL4nNG TO OCS QUESTIONS The Mercer Group, Inc. A-8 Organizational Climate Survey Exhibit B ORGANIZATIONAL VALUES SURVEY Z Values In Your Oreaniradon 1. Current Values: Based on the Sample Values on the following page, please tell the values that are in place in your department. If there is no formal Values Statement, tell us what values are informally in place, positive or negative! (a) (b) (c) (d) (e) M (h) 2. Structure of Values: Are Values: a. Documented in a formal Values Statement? Yes No b. Given to employees and posted in work sites? Yes No C. Created and updated with employee input? Yes No d. Related to a citywide Values Statement? Yes No e. Lived, even if informal, on a daily basis? Yes No The Mercer Group, Inc. B-1 Organizational Values Survey H. Swwk values In State And Local Governments STATE AGENCY Open communication Flexible, accommodating, And tolerant Fair, honest, cooperative I integrity Responsible and innovative problem solving I Humor Empowerment of employees Teamwork and recognition COUNTY GOVERNMENT The best service delivery possible to all we serve The planned, programmed acquisition, and wise use of our resources Our people are our most important resource Exhibit the highest standards of honesty, trust, and integrity Find and reward new and innovative ways to serve the customer better and become more efficient PUBLIC WORKS DEPARTMENT Build trust Act with honesty and integrity Open two-way communications Encourage involvement and listening at all levels Shared visions and common goals Encourage personal growth Treat all people with respect Reward the right behavior and coach positive behavior WATER UTILITY Open communications based on honesty, listening, and appropriate feedback Flexibility to be creative and innovative Optimistic Respect Loyalty (to and from the utility) Helpfulness Openness Participatory Appreciative Excellence Courtesy and respect Equal opportunity for every citizen and Personal growth employee based on their Value diversity merits I Pride in our work Responsiveness Integrity Encourage fun Continuous improvement Humaneness, sensitivity, and compassion The Mercer Group, Inc. B-2 Organizational Values Survey Exhibit C DO YOU HAVE ANY GRIP-F15? I. GRIPES Worksheet GROWTH Are you growing, learning, and expanding your personal skills and R ESPECT F ertise with the encour ement and het of the or on? No Sometimes Often Mostly Always How man annual Tr hours have you avera ed the past three ears? Very Few 8 or Less 9 to 16 17 to 24 Over 24 Is our work res cted, su orted, and recognized by your supervisor? No Sometimes Often Mostly Always 3 senior 7 ers i.e. the director, sion heads in our de artment? No Sometimes Often Mostly Always 3 elected officials and directors of other de artment? No Sometimes Often Mostly Always you rewarded for high-performance through pay raises, bonuses, non-monetary rewards? Please explain non-monetary rewards ne %-ommems e. No Sometimes Often Mostly Always INFORMATION Do you have the information, access to help, and communicati echnolo to do our "ob efficientl and effectivel No Sometimes Often Mostly. I Always o understand the bases for policies and business decisions that of The Mercer Group, Inc. lour work and o eration? None Sometimes Often Mostly Always C-1 GRIPES Survey P OTENTIAL Are you allowed and encouraged to work at 100°/ of your potential? If not, what percentage of your potential are you allowed to apply right now? By Potential, we mean the skills, experience, and talents you have gained in a lifetime of working and learning. To what degree does the x anization to these skills? 0% 20% 40% 60% 80% EMPOWERED Are you given adequate authority to make decisions (or at least influence o ectives, and accom lish our mission? No Sometimes Often Mostly Always SUPPORT Do you get the support (in terms of services, resources, and encouragement) you need to accomplish your mission from administrative .u ort units in our D artment? No Sometimes Often Mostly Always From our d artment head and the d artment's emern team? No Sometimes Often Mostly Always From Purchasing, Personnel, Finance, Information Systems, and otl ventral administrative and su ort services? No I Sometimes Often Mostly Always From senior Mena ement governing officials, and others "downtown"? 11 No Sometimes Often Mostly Always Please provide any explanations for your responses to the GRIPES survey on the next page. The Mercer Group, Inc. C-2 GRIPES Survey H GRIPES Comments GROWTH: RESPECT: INFO: POTENTIAL: EMPOWER: SUPPORT: The Mercer Group, Inc. C-3 GRIPES Survey Exhibit D RESOURCE MANAGEMENT SURVEY L Adeauacp ofResources Please provide a rating (P=Poor, F=Fair, A=Average or Adequate, G=Good, Excellent) of the adequacy of the following resources, and provide explanations of the reasons for your ratings. STAFFING: Number of full-time, contract, temporary, and seasonal people; skill and experience mix; number of supervisors compared to workers; number of support positions; etc. Rating: - FACIIdTY: Location, size, layout, traffic flow, environmental conditions, parking, etc. RAt m: - VEffi S: Number and mix of vehicles, features/specifications, availability, maintenance, etc. Includes automobiles, trucks, construction equipment, other rolling stock, and the like. Rating. - TOOLS: Number and ma of tools, features/specifications, availability, maintenance, etc. Includes saws and drills, hand tools, shop tools, testing and measurement, analysis, and the like. Rating: - The Mercer Group, Inc. D-1 Resource Management Survey GEAR. Number and mix of tools, features/specifications, availability, maintenance, etc. Includes uniforms, hardhats, shoes, vests, breathing apparatus, and the like. RAft' - OFFICE EQUIPMENT: Number and mix, features/specifications, availability, maintenance, etc. Includes copiers, fax, telephones, desks, chairs, bookcases, and the like. Rating COMPUTERS: Number and mix, features/specifications, hardware, software, support services, training, etc. Includes citywide network, desktops, notebooks, handheld devices, GLS, survey equipment, CAD, office automation systems, and the like. Rating: - MATERIALS: Office, maintenance, construction, training, etc. Rahn : - OTHER RESOURCES: Contracts and leases, technical support services, capital projects funding, fees and charges for services, operating budget, etc. Rating: The Mercer Group, Inc. D-2 Resource Management Survey II. Personnel Administration Please provide a rating (P=Poor, F`=Fair, A=Average or Adequate, Good, E--Excellent) for the following topics, and provide explanations of the reasons for your ratings. HIItING PROCESS: Advertising, tests, interviews, hiring decisions, notifications, etc. Rating CAREER LADDERS: Job classifications, promotions within and across departments, etc. Ratine: _ TRAINING: Funds and time for work related seminars, workshops, conferences, etc. Ratin : _ GRIEVANCES: Process, administration, communications, notifications, etc. Rating: - DISCIPLINE: Process, administration, timeliness, fairness, communication, etc. IZating. - The Mercer Group, Inc. D-3 Resource Management Survey PERFORMANCE EVALUATIONS: Process, criteria and standards, forms, frequency, meetings with supervisors to review the evaluation, connection to pay increases, etc. Rte: PAY: Compared to the City jobs; compared to other governments and private employers in the area, rewards for performance, skills, and certifications; etc. Rating: - BENEFITS: Compared to other governments and private companies in the area, mix of benefit programs, flexibility, administration, etc. Rating: - LABOR RELATIONS: City-union relationship, tone of contract negotiations, timely renewal of contracts, adequacy of representation in dealings with the City, etc Rte: - MORALE: Current level of morale, relationships with supervisors and other employees, etc. Ratin : - The Mercer Group, Inc. D4 Resource Management Survey Exhibit E MANAGEMENT PHILOSOPHY PROFILE L Overview OfAnd Scorecard For The MPA A supervisor's Management Philosophy is a combination of his/her personality, approach to work, and relationships with subordinates and other employees. After reviewing the twelve criteria on Pages E-2 and E-3, complete the work sheet on Page E-4, then enter your scores below: ➢ Today's score for each of the Criteria. ➢ The Target score you think you should be striving for in the future in order to maximize your benefit to the organization and achieve your long-term work goals The Mercer Group will insert a Mercer suggested score for you based on our experience with comparable positions and discuss it with you in a private interview. This exercise will take about 15 minutes and should be used to prompt thought and introspection on how your work life can be more satisfying, productive, and goal fulfilling. There are no right answers, only insights that hopefully will result in your personal and professional growth as a supervisor, as well as an enhanced organizational culture. CATEGORY CRTTERU TODAY TARGET MERCER PERSONALITY Type Risk-taking Initiative Solutions WORK FOCUS People Work Resources Time RELA77ONSRIPS Status Delegation Decisions Communication The Mercer Group, Inc. E-i Management Philosophy Analysis WORK Focus People: INTERNAL with a focus on managing and controlling operations and personnel (inputs and efficiency), or EXTERNAL with a focus on customer relations and stakeholders (outcomes and effectiveness). Work: You focus on DETAILS, such as workflow, procedures, systems, and operations, or on Broad, MACRO issues, visions, goals, and the "Big Picture." Resources: You focus on THINGS, equipment, materials, tools, computers, reports, or on PEOPLE, relationships, communications. Time: You focus on PAST events, issues, and problems, or on FUTURE events, issues, and opportunities. RELATIONSHIPS Status: You are the BOSS (or the Expert), or You share power by EMPOWERING and enabling your subordinates, co-workers, and/or customers. Delegation: Authority and work effort resides CENTRALLY in you and/or key subordinates or co-workers, or Authority and work effort is delegated BROADLY to supervisors, staff and/or co-workers. Decisions: A CLOSED process, involving yourself and key advisors, or An OPEN process, with many employees and stakeholders involved. Communications: INFORMAL, oral, multidirectional (up and down), nonhierarchical and flexible communication systems are used, or FORMAL, written, one directional (downward), hierarchical, and inflexible systems are used. The Mercer Group, Inc. E-3 Management Philosophy Analysis 171. Management Philosophy Worksheet PERSONALITY 1 2 3 4 5 Type Mostly Slight Middle of Slight Mostly Introvert Introvert the Road Extrovert Extrovert Risk-taking No Few Middle of More Lots of Risks Risks the Road Risks Risks Initiative Very Slightly Middle of Slightly Very Reactive Reactive the Road Proactive Proactive Solutions Mostly Slightly Feeling & Slightly Mostly Feeling Feeling Analysis Analysis Analysis WORK FOCUS 1 2 3 4 s People Very Slightly Internal & Slightly Very Internal Internal External External External Work Mostly Slightly Details & Slightly Mostly Details Details Macro Macro Macro Resources Mostly Slightly Things & Slightly Mostly Things Things People People People Time All in Past to Past to Past to Past to the Past Today Week + Month + year + RELATIONSHIPS 1 2 3 4 s Status Mostly Slightly Middle of Slightly Mostly A Boss A Boss the Road Empower Empower Delegation Very Slightly Middle of Slightly Mostly Central Central the Road Broad Broad Decisions Mostly Slightly Middle of Slightly Mostly Closed Closed the Road Open Open Communications 1 Very Slightly Muddle of Slight Very 1 Formal Formal the Road Informal Informal The Mercer Group, Inc. E4 Management Philosophy Analysis City of Wheatlidge OFFICE OF THE CrnMANAGER Memorandum TO: Mayor and City Council THROUGH: Randy Young, City Manage FROM: Patrick Goff, Deputy City Manager(~~ l DATE: November 11, 2008 SUBJECT: 2009 Proposed Budget 2009 Budget Retreat - October 6th The proposed 2009 Budget was distributed to the Mayor and City Council and made available to the public on September 26th. On October 6th, staff presented the proposed 2009 Budget to City Council at a budget retreat. The total General Fund budget was proposed at $27,780,653 which would have provided for a 2009 ending fund balance of $4,705,169 or 16.9% of expenditures. The budget was balanced by using $798,633 of the City's reserve funds. 2009 Budget Public Hearinn - October 13th After receiving direction from City Council at the October 6th budget retreat, $203,000 in expenditures were cut from the proposed 2009 Budget and presented to the Mayor and City Council at a public hearing on October 13th. The amended General Fund budget was now proposed at $27,577,653 which would have provided for a 2009 ending fund balance of $4,908,172 or 17.8% of expenditures. The budget was balanced by using $595,630 of the City's reserve funds. Sixty-five percent of the budget reductions were allocated from "Other Services and Charges" including employee conference, meeting and training expenses and contractual services for a Bicycle Master Plan and a Street Corridor Design. Thirty-five percent of the budget reductions were allocated from "Capital Outlay" including public works speed trailers. Staff received direction from City Council at the October 13th budget hearing to schedule two additional study sessions with City Council concerning the proposed 2009 budget and to reschedule the adotion of the 2009 budget for no earlier than November I Ot and no later than December 8 . 2009 Budget Study Session - October 20`h A consensus was reached by City Council at the October 20th study session to direct staff to produce a balanced 2009 budget without using the City's reserve funds. 2009 Budget Study Session - November 17th Attached is the revised Revenues and Expenditures section of the proposed 2009 budget for City Council's consideration at the November 17th study session. The revisions include $775,919 in additional cuts to the 2009 budget. The total General Fund budget is now proposed at $26,800,731 which will provide for a 2009 ending fund balance of $5,684,091 or 21.2% of expenditures. The proposed 2009 budget is balanced and is projected to add $180,289 to the City's reserve funds. The budget reductions are categorized as follows: Personnel $18,100 Materials and supplies $23,920 Other services and charges $162,115 Capital outlay $571,784 Total $775,919 And include but are not limited to the following items: • New City Annual Report • One "Top of the Hour" channel 8 program • Economic Development Strategy • 38`h Avenue Subarea Plan • Vehicle replacements • Decrease in Forestry Services • Senior Center improvements • Town Center Fountain repair • New equipment for Outdoor Pool • Neighborhood Traffic Management Program The adoption of the 2009 proposed budget is scheduled for December 8, 2008. 2009 Proposed Budget Operating Funds Special Revenue Funds Police Investigation Open Space Municipal Court Richards Hart Estate Conservation Trust Equipment Replacement Crime Prevention Recreation Center $64,995 + $1,000 = $65,995 - $316,505 + $1,610,000 = $1,926,505 - $59,471 + $44,500 = $103,971 - $11,742 + $14,500 = $26,242 - $380,225 + $472,000 = $852,225 - $201,900 + $2,000 = $203,900 - $252,172 + $346,500 = $598,672 - $2,398,947 + $2,110,523 = $4,509,470 - $10,000 = $55,995 $1,522,533 = $403,972 $79,500 = $24,471 $16,700 = $9,542 $725,000 = $127,225 $0 = $203,900 $371,962 = $226,710 9 Revenues & Expenditures Summary Budget Summary by Fund Budget Summary by Fund Total Operating Funds $5,503,802 + $26,982,020 = $32,485,822 - $26,801,731 = $5,684,091 Total Capital Funds $3,445,167 + $1,400,000 = $4,845,167 - $4,584,000 = $261,167 Total Special Revenue Funds $3,685,957 + $4,601,023 = $8,286,980 - $5,299,546 = $2,987,434 /1/i,1 ('iFv 2009 Proposed Budget General Fund Revenues SALES TAXES Sales Tax $14,940,414 $15,677,085 $15,071,273 $15,221,986 Sales Tax Audit Revenue $255,293 $350,000 $350,000 $355,000 ESTIP $26,919 $0 $0 $0 URA- Wheat Ridge Cyclery $0 $0 $10,000 $20,000 URA -Town Center $340,917 $100,000 $295,000 $295,000 OTHER TAXES Real Property Tax $711,523 $720,000 $763,100 $780,000 Liquor Occupational Tax $63,790 $59,000 $59,000 $59,000 Auto Ownership Tax $65,066 $65,000 $61,849 $62,000 Xcel Franchise Tax $1,145,227 $1,100,000 $1,250,000 $1,250,000 Telephone Occupation Tax $240,979 $240,000 $240,000 $240,000 Lodgers Tax $527,305 $490,000 $530,000 $530,000 Admissions Amusement Tax $42,139 500 379 $42,000 USE TAXES Use Tax - Retail/Professional $900,257 $500,000 $750,000 $650,000 Use Tax - Building $1,194,427 $2,000,000 $2,150,940 $974,013 Use Tax - Auto $1.196.482 $1.000.000 $1.041.009 $1.040.000 LICENSE Amusement Machine License $8,340 $10,000 $10,000 $10,000 Arborist License $1,430 $1,500 $1,550 $1,550 Contractors License $75,240 $70,000 $75,000 $75,000 Liquor License Fee $14,355 $12,500 $12,500 $12,000 Building Permits $537,303 $500,000 $847,627 $542,528 Street Cut Permits $33,485 $111,000 $80,000 $95,000 Cable TV Permits $303,286 $280,000 $290,000 $290,000 Elevator Inspection Fees $17,120 $20,000 $18,080 $23,730 Pawn Shop License Fees $15,000 $10,000 $10,000 $10,000 Business License Fees $66,539 $64,500 $64,000 $64,000 Revenues & Expenditures Summary 10 General Fund Revenues 11~ -?:_City of 2009 Proposed Budget INTERGOVERNMENTAL Cigarette Tax County Road and Bridge Highway Users Tax Motor Vehicle Registration Wheat Ridge Fire Department Arvada Ridge Redevelopment P&R - Safe Routes to School Police - Bullet Proof Vest Grant Police -Auto Theft Grant Police - Get Connected Grant Police - HIDTA Grant Police - LEAF Safety Grant Police - Comm Policing Grant Community Development Block Bryne Grant Scientific & Cultural Grant Street Smart Grant Live Well Colorado Grant P&R - Foundation Grant $130,329 $486,515 $836,218 $108,212 $53,846 $100,000 $5,923 $5,429 $0 $1,799 $11,525 $14,900 $0 $0 $9,547 $3,100 $1,198 $15,081 500 $120,000 $480,000 $880,000 $105,000 $53,846 $100,000 $10,000 $0 $6,000 $0 $10,500 $14,900 $0 $330,000 $0 $2,900 $0 $15,000 $Q $116,987 $480,000 $819,592 $107,184 $53,846 $100,000 $10,000 $4,566 $0 $2,900 $11,700 $7,000 $625 $0 $23,877 $2,370 $0 $7,000 $110,000 $480,000 $820,000 $107,000 $0 $100,000 $0 $0 $0 $3,000 $8,000 $0 $0 $0 $0 $2,500 $0 $5,000 SERVICES to- Zoning Applications $50,530 $23,900 $37,000 $35,000 Planning Reimbursement Fees $2,790 $1,800 $4,040 $6,300 Engineering Fees $5,944 $4,000 $8,500 $11,000 Misc. Zoning Fees $3,997 $2,500 $1,576 $2,400 Plan Review Fees $352,063 $500,000 $464,597 $351,350 Pavilion/Park Rental Revenue $25,421 $23,000 $29,000 $25,000 Athletics Revenue $111,199 $132,254 $111,026 $142,260 Gen. Prog. Revenue $107,519 $122,488 $120,000 $125,053 Anderson Building Revenue $8,865 $8,000 $8,200 $8,200 P&R Security Deposits $45,350 $55,800 $45,000 $46,000 Community Center Revenue $154,670 $139,500 $163,562 $177,914 Outdoor Swimming Fees $40,638 $143,670 $96,767 $125,500 11 Revenues & Expenditures Summary General Fund Revenues 2009 Proposed Budget 11~ ~oF Wheat Police Fees $3,874 $4,600 $4,086 $4,086 Police Report Fees $13,882 $13,000 $13,000 $13,000 Pawn Shop Ticket Fees $17,525 $20,000 $20,000 $20,000 Sex Offender Registration $2,800 $2,800 $2,800 $2,800 Police Drug Destruction Fees $666 $500 $500 $500 Police Duty Reimbursement $21,780 $50,000 $20,000 $71,600 FINES & FORFEITURES Municipal Court Fines $114,010 $95,000 $125,000 $125,000 Handicap Parking Fees $780 $700 $350 $750 Traffic $499,773 $690,000 $600,000 $635,000 General $125,692 $135,000 $120,000 $125,000 Other $15,199 $17,000 $10,000 $10,000 Parking $2,980 $3,500 $3,500 $3,500 Administrative Hearings $11,735 $50,000 $20,000 $20,000 No Proof of Insurance $17,878 $38,000 $18,000 $14,500 INTEREST Interest Earnings $246,544 $220,000 $200,000 $200,000 OTHER Cable Peg Fees $41,628 $42,000 $42,000 $42,000 Passport Processing Fee $14,910 $15,000 $12,300 $10,000 Miscellaneous Income $432,560 $350,000 $350,000 $350,000 Revenues & Expenditures Summary 12 General Fund Revenues VA, I Cof Wheat-pidge 2009 Proposed Budget General Fund Expenditures $307,990 $300,306 City Attorney $264,442 $348,140 $309,669 $283,797 $1,988,459 $0 $-0 $-0 $294,000 $297,500 $191,264 $134,037 $147,477 $147,575 $31,261 $36,350 $34,868 $36,528 $2,580,787 $2,470,902 $657,290 $730,888 $704,907 $773,610 13 Revenues & Expenditures Summary General Fund Expenditures 2009 Proposed Budget of Administrative Services Administration $435,879 $570,046 $527,184 $492,243 Finance $195,936 $211,295 $211,456 $223,074 Human Resources $430,901 $481,802 $465,536 $535,832 Sales Tax $197,666 $212,527 $211,651 $223,129 Purchasing and Contracting $100,160 $104,577 $101,186 $106,958 Information Technology $1.165.708 $1.411.517 $1.387.220 $1.267.684 Community Development Administration $190,111 $243,374 $223,468 $220,355 Economic Development $0 $1,798,411 $1,998,044 $1,005,843 Planning $296,306 $460,795 $326,306 $219,620 Building $233,710 $273,224 $263,665 $306,156 Long Range Planning $0 $00 M $105,518 Police Administration $632,631 $799,553 $715,887 $759,857 Community Services Unit $232,686 $250,554 $246,453 $249,567 Communications $742,950 $754,513 $690,437 $778,693 School Resource Officer $167,933 $281,262 $212,861 $218,896 Records $265,160 $270,955 $251,059 $271,131 Training $209,917 $293,104 $287,990 $290,785 Patrol $3,556,070 $3,773,146 $3,732,445 $3,987,187 Investigations $1,302,187 $1,496,691 $1,400,555 $1,508,356 Traffic Enforcement $250,403 $443,411 $350,029 $368,124 Special Investigations $166,505 $171,780 $186,091 $187,438 Emergency Operations $22,032 $25,801 $25,009 $42,001 Public Works Administration $141,226 $148,617 $150,220 $156,478 Engineering $912,815 $1,072,759 $1,043,193 $1,001,403 Operations $2.509.910 $2,952.418 $2.828.958 $2.809.153 Revenues & Expenditures Summary 14 General Fund Expenditures v 1 City of Wheat Ridge 2009 Proposed Budget Parks and Recreation Now 1 Administration $204,890 $255,039 $252,839 $229,325 Recreation $209,115 $271,869 $264,277 $260,293 Parks Maintenance $1,058,060 $1,366,510 $1,301,397 $1,351,417 Forestry $232,594 $299,723 $297,683 $285,833 Open Space $198,741 $243,160 $237,016 $248,608 Anderson Building $85,793 $106,089 $105,089 $87,260 Athletics $167,244 $241,819 $206,800 $221,193 General Programs $177,698 $202,045 $199,149 $227,582 Outdoor Pool $65,647 $302,124 $210,129 $196,787 Senior/Community Center $433,225 $457,093 $451,983 $526,615 Building Maintenance $371,965 $446,432 $435,789 $486,119 15 Revenues & Expenditures Summary General Fund Expenditures