Strategic PrioritiesRECOMMENDATIONS AND FINDINGS

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ACKNOWLEDGEMENTS

Special thanks to the following people for their hard work and dedication throughout the Strategic Priorities process:

BOARD OF DIRECTORS

Denise Bean Board President

Greg James Vice-President

Anne Ballew Director

Lee Beyer Janis Ross Director Director

OFFICE OF THE SUPERINTENDENT

Michael Wargo Jo SchutteSuperintendent Executive Assistant

MANAGEMENT TEAM Eric Adams Dania Ballard

Planning, Parks and Facilities Division Director Finance Director

Nicole Gibson Administrative Services Division Director

STRATEGIC PRIORITIES TEAM MEMBERS

Priority 3 Brandon Lemcke, Captain

Kristina Koenig Boe Tom Chapin Kim Lyddane

Priority 1 David Kieffer, Captain

MK Britton Jodie Delsere Neva Greufe John Jackson Sarah Judd

Rajeana Pancake Jamie Velzaquez Michael Wargo

Priority 2 Eric Adams, Captain

Zach Bessett Spenser Crawford Jennifer Holland

Kerry Jack Fraser MacDonald

Mert Mansur Chris Mihulka

Dennis Moreno Ken Randall

Priority 4 Christine Crutcher, Captain

Sara Andreason Dania Ballard Simon Daws Tracy Kribs

Terilyn Jacobs

Priority 5 Jana Weaver, Captain

Jill Arendt Chelsea Clarkson Nicole Gibson

Kory Holt Rachelle Owen

Jeremy Peterman

Josh BruceProgram Director

COMMUNITY RESOURCES

University of Oregon Community Service Center

Stefan GolosResearch Assistant

Robert Parker Center Director

TABLE OF CONTENTS

INTRODUCTION ......................................................................................................... 1

STRATEGIC PRIORITY 1 ........................................................................................... 4

Position Willamalane as a desirable place to work where employees have a high level of work satisfaction.

STRATEGIC PRIORITY 2 ........................................................................................... 16

Systemize and fund a comprehensive maintenance and reinvestment plan for physical assets to ensure high quality parks, facilities, and operations.

STRATEGIC PRIORITY 3 ......................................................................................... 399

Expedite completion of current bond-funded capital projects and nurture public trust through frequent updates on progress and successes.

STRATEGIC PRIORITY 4 ......................................................................................... 45

Become more reflective of the diversity of our population at the leadership, staff and patron levels.

STRATEGIC PRIORITY 5 ........................................................................................ 510

Generate operating efficiencies and increase data security through integrated administrative systems.

RECOMMENDATIONS MATRIX .......................................................................... 56

Strategic Priorities 1 through 5, including cost summaries

October 10, 2018

Board of Directors Willamalane Park and Recreation District

Dear Board Members,

Respectfully submitted for your review, is the final draft of the Strategic Priorities Recommendations and Findings document containing supporting materials and formal written strategic plan. This document will serve as a summary of the details of each of the strategic priority's findings and specific recommendations, including timelines and budget information when applicable and available. Each of the five strategic priorities has a separate section containing information critical to the process and conclusions. The sixth section of the document contains specific recommendations and action items based on the diligent and thorough work performed by Willamalane staff as well as the University of Oregon's Community Service Center.

In February 2017, the Willamalane Board of Directors held a retreat to review and discuss strengths, weaknesses, opportunities and threats, both external and internal to the district's programs, services, and facilities. Members of the management team presented findings and recommendations from each of their respective divisions at the time, which included: parks and facilities, public affairs, recreation services and administrative services. Based on those recommendations and feedback from the board of directors, five strategic priorities were created which would serve as the guiding principles behind the development of this plan. All district staff was given the opportunity to volunteer to work on any of the priorities. Five different teams were created and captains of each team were selected. The captains were charged with moving the process forward to completion and the findings and recommendations are the direct result of their efforts as well as each team member.

The five strategic priorities are listed on the following page as well as the accompanying value statements. Additional information on each strategic priority can be found on our internal staff website.

Each priority group was tasked with providing the following information:

• Brief description of the priority• What were the team's efforts?• What was revealed during the work?• What are the team's specific actions or recommendations?• What work is remaining and any known timeline to complete the work?

Superintendent Willamalane Park and Recreation District

The information contained in the pages of this document serve as the supporting data for each respective strategic priority. Once adopted, this strategic plan will serve Willamalane Park and Recreation District well during the implementation within the next five years.

Sincerely,

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Strategic Priorities

1. Position Willamalane as a desirable place to work where employees have a high level of jobsatisfaction.

2. Systematize and fund a comprehensive maintenance/reinvestment plan for physical assets toensure high quality parks, facilities and operations.

3. Expedite completion of current bond-funded capital projects and nurture public trust throughfrequent updates on progress and successes.

4. Become more reflective of the diversity of our population at the leadership, staff and patronlevels.

5. Generate operating efficiencies and increase data security through integrated administrativesystems.

Value Statements

We welcome and provide a safe atmosphere for all.

We care that our employees have high job satisfaction, whether they work with us temporarily orover the course of a career.

We commit to being transparent and effective in delivering value to the community, through ourown activities and in partnership with others.

We believe that the District provides more than space and activities: we provide healthy settingsto relax and build shared memories that strengthen bonds within families, among friends andacross differences. This is why we exist.

We commit to upholding high quality standards for park, facilities, and programs throughout theDistrict: we will model wise stewardship of facilities and natural resources.

We value an organizational structure that is efficient and data-driven, while also nimble andresponsive to evolving community conditions, opportunities, and needs: we do not value growthfor growth’s sake.

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Strategic Planning Process Structure

Board of Directors – Policy Makers: Sets the vision and adopt policies based on employee recommendations.

Management Team – Steering Committee: Sets the parameters for the strategic planning process, provides direction to staff based on Board of Director’s vision.

Strategic Priority Teams

Captains/ Co-captains – Create framework and manages teams, facilitates the strategicpriority process;

Core Group – group of employees who review assist with data collection, reaching out tostaff, and make/review recommendations from staff;

Technical Advisory Group – Staff who are called upon because of their knowledge orexperience as it relates to subject matter

Policy Makers

Steering Committee

Core Group

Technical Advisory Group Employees

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Strategic Priority

Position Willamalane as a desirable place to work where employees have a high level of work satisfaction.

Team Members

Michael Wargo, David Kieffer, MK Britton, Sarah Judd, Jodie Delsere, Spenser Lind, Jamie Velazquez, Rajeana Pancake, John Jackson & Neva Greufe

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Executive Summary

Willamalane Park and Recreation District contracted with the Community Service Center (CSC) at the University of Oregon to conduct an employee satisfaction survey. The primary purpose of the Willamalane Employee Satisfaction Survey was to measure employee satisfaction levels. Willamalane’s expressed goals for conducting the survey were to:

• Understand employee’s current perceptions, attitudes, and opinions about the workenvironment at Willamalane;

• Provide a baseline against which future employee satisfaction can be measured; and• Identify areas for improvement under Willamalane's Strategic Priority related to

employee satisfaction.

The survey sample represents a broad cross-section of Willamalane’s employee population. Recreation employees make up approximately 70% of the respondents, with Parks and Facilities comprising another 19%. Administrative employees make up the remaining 11% of responses. Each of the department reporting categories have at least 25 responses. Key employee characteristic findings include:

• Frontline and Field Staff make up the majority of the survey sample at 63% of allresponses. The remaining respondent categories include Coordinators, Specialists orProgram Staff at 17%, Manager/Supervisors at 13%, and Administrative Staff at 7%of the sample.

• Respondent gender distribution matches the Willamalane population overall atroughly two-thirds female to one-third male.

• Roughly two-thirds of the respondents have been employed at Willamalane for lessthan five years. However, a significant percentage of respondents (at least 14%) arerepresented in all but one of the work tenure categories.

• Respondents in the 20-24 and 25-34 age ranges make up the two largest respondentcategories. Nearly 50% of respondents are 35 and older.

Willamalane’s strategic priority team intends to use the results of the survey to develop a set of recommendations aimed at improving employee satisfaction. The recommendations will be presented to the District Superintendent and Board for consideration in late winter/spring of 2018.

The CSC administered the survey between November 1 and November 22, 2017. The remainder of the Executive Summary highlights key demographic and survey findings.

Key Demographic Findings

Sixty-five percent of the employees on Willamalane’s employee distribution list responded to the survey. Based on information from Human Resources, discussions with Willamalane staff, and anecdotal observations, respondent characteristics appear to reasonably reflect employee characteristics overall.

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• Willamalane employees are significantly more educated than the Springfieldpopulation overall. Forty-four percent of respondents have completed somecollege or have an Associate’s Degree. Another 40% have completed a Bachelor’sor Graduate Degree. Only 16.8% of the Springfield population have completed aBachelor’s degree or higher.

• Nearly three-quarters (74%) respondents identify as white, with 12% selectingother specific racial or ethnic categories. Roughly the same number of respondents(13.5%) preferred not to answer the gender question or selected ‘other.’

Key Survey Findings Significant numbers of respondents report experiencing or observing low morale across the organization. Dissatisfaction with communication and low trust, particularly between upper-level management and other employees, is apparent in both the data and the open ended comments. Specific general findings include:

• By topic category, Work Environment was the most important category torespondents overall. All four of the Work Environment topics appear in the topten ranked ‘High Importance’ topics.

• The Current Topics and Mission and Goals categories each have two topics rankedin the top 10 most important. Management and Communication and Benefits andCompensation each have one topic ranked in the top 10.

• None of the Career Development and Learning or Sustainable Practices topicsappear in the top 10 ‘High Importance’ responses.

• The Management and Communication topic category received higher levelsof dissatisfaction overall; all four Management and Communication topicsappear in top ten ‘Low Satisfaction’ lists.

• Three of the topics in the Career Development and Learning, two of the topics inthe Mission and Goals and one topic in the Current Topics category also appear inthe ‘Low Satisfaction’ lists.

• There are five high importance topics where more than 25% of respondentsindicated low satisfaction:

o Clear, transparent, and effective communication across the organization(e.g. management to staff, department to department, etc.

o Open and clear communications with diverse groups within theorganization

o Employee involvement in decision makingo Trust in management or Board decisionso Opportunities for equitable promotion and advancement

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Overall Results

Source: Willamalane Employee Satisfaction Survey

This chapter summarizes the survey results overall. The chapter focusses on identification of the most and least important topics as well as topics with the highest and lowest satisfaction levels. We conclude the chapter with an assessment of high importance/low satisfaction topics.

Importance

One of the primary measures for the survey was topic importance. For each topic, we asked respondents: “How important is this topic to your overall job satisfaction?” Respondents rated importance on a five point scale: Extremely Important, Very Important, Moderately Important, Slightly Important, and Not at all Important.

Higher Importance Topics

To begin the analysis, we wanted to know which topics were most important to respondents. First, we ranked all ‘Extremely Important’ responses from high to low based on the number of responses. Table 3.1 shows the top ten topics ranked by the ‘Extremely Important’ option. The table shows that “Treatment by supervisors and managers,” “Flexibility to balance family, community, and job obligations,” and “Clear, transparent, and effective communication across the organization” were the top three ‘Extremely Important’ selctions.

Table 3.1 – Top Ten Topics Ranked by the ‘Extremely Important’ Option

Rank QuestionExtremely Important

Very Important

Moderately Important

Slightly Important

Not At All Important

1

2

3

4

5

6

7

8

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Treatment by supervisors and managers

Flexibility to balance family, community, and job obligationsClear, transparent, and effective communication across the organization

Workplace safety

Pride and belief in the organization

Teamwork, cooperation, and fun at work

Trust in management or Board decisions

On-the-job training

Equity for differing racial, gender, sexual orientation, ability, age, and economic groups

10 Opportunities for increases in pay and benefits that are equitably offered to all employees

63.4% 29.6% 6.1% 0.5% 0.5%

60.3% 29.9% 7.0% 1.9% 0.9%

54.2% 35.8% 8.0% 1.5% 0.5%

52.7% 31.8% 11.4% 3.0% 1.0%

50.9% 26.4% 17.9% 3.8% 0.9%

50.9% 35.5% 11.7% 1.4% 0.5%

44.8% 33.5% 17.0% 3.8% 0.9%

42.3% 31.6% 20.0% 3.3% 2.8%

42.1% 31.3% 21.0% 3.3% 2.3%

38.8% 39.7% 15.1% 3.2% 3.2%

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Next, we combined the ‘Extremely Important’ and ‘Very Important’ responses into a single ‘High Importance’ response set. We did this in part because the ‘Very Important’ response ranking order does not match the ‘Extremely Important’ ranking order. Furthermore, converting the five-point response scale to a three point scale provides an easier way to view and interpret the data. Once we converted from a five- to three-point scale, we re-ranked the ‘High Importance’ responses from high to low.

As when ranked by the ‘Extremely Important’ response option only, “Treatment by supervisors and managers” was again ranked the most important topic with 93% of respondents selecting either ‘Extremely Important’ or ‘Very Important. Correspondingly, “Flexibility to balance family, community, and job obligations” and “Clear, transparent, and effective communication across the organization” were ranked second and third respectively. In both cases, 90% of respondents selected answers in the ‘High Importance’ range.

Notably, rankings 4-10 changed when using the combined ‘High Importance’ ranking approach, in some cases significantly. For example, “Equity for differing racial, gender, sexual orientation, ability, age, and economic groups” and “Open and clear communications with diverse groups within the organization” dropped out of the top ten to 14th and 16th most important respectively. Replacing these in the top 10 were “Quality and efficiency of physical workspace, tools, and equipment” (6th most important) and “Employee involvement in decision making” (10th most important). Figure 3.1 shows the top 10 ranked by ‘High Importance.’ At least three-quarters of survey respondents rated each of ‘High Importance’ topics the top 10.

Figure 3.1 – Top Ten Topics Ranked by ‘High Importance’

Source: Willamalane Employee Satisfaction Survey Note: ‘High’ combines ‘Extremely High’ and ‘Very High’ response options; ‘Low’ combines ‘Slightly Important’ and 'Not At All Important’ response options.

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Reviewing the top 10 ‘High Importance’ topics across the seven topic categories, the Work Environment category is clearly the most important category overall. All four of the Work Environment topics appear in the top ten ranked ‘High Importance’ topics. The Current Topics and Mission and Goals categories each have two topics ranked in the top 10 most important. Management and Communication and Benefits and Compensation each have one topic ranked in the top 10. There are no Career Development and Learning or Sustainable Practices topics in the top 10 ‘High Importance’ responses. From a prioritization standpoint, focusing on employee’s work environment, communication, and management issues is advised.

Lower Importance Topics

In terms of importance, we found no case where the number of ‘Low Importance’ responses was equal to or greater than the number of ‘High Importance’ responses. This is not surprising given the nature of the topics included in the survey. Furthermore, due to the smaller percentage of respondents selecting ‘Low Importance’ response options, the assessment of low importance topics is not as straight forward. It is important to acknowledge that our assessment of topics with lower importance is relative.

In some cases, there is a clear split among respondents. Some topics with a relatively high percentage of ‘Low Importance’ selections also have relatively high percentages of ‘High Importance’ selections. This could be due to a range of reasons including individual preference, differences in job function, or work tenure.

For example, 14% of respondents selected ‘Slightly Important’ or ‘Not At All Important’ for the “Workplace recycling of paper, glass, metals, packaging, and other materials” topic. By rank, this topic is the 7th “lowest” in terms of importance to overall job satisfaction. However, 73%of respondents also chose ‘High Importance’ options for this topic. Therefore, while this topic received a higher number of ‘Low Importance’ responses relative to other topics, it would be inaccurate to conclude that the topic is not important to Willamalane employees overall. As reported, nearly three-quarters of respondents indicated that it is important to them. Additional analysis of these inconsistencies is provided, where appropriate, under the individual topic discussions later in this chapter.

Figure 3.2 presents topics ranked according to the highest percentage of ‘Slightly Important’ and ‘Not At All Important’ selections. As noted above, each of these topics received a greater number of ‘High Importance’ responses than ‘Low Importance’ responses. When compared across all topics, however, these ten received the most number of ‘Low Importance’ responses.

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Figure 3.2 – Top Ten Topics Ranked by ‘Low Importance’

Source: Willamalane Employee Satisfaction Survey Note: ‘Low’ combines the ‘Slightly Important’ and ‘Not At All Important’ response options; ‘High’ combines the ‘Extremely High’ and ‘Very High’ response options.

Satisfaction

The other primary survey measure was topic satisfaction. For each topic, we asked respondents: “How satisfied are you with Willamalane’s performance related to this topic?” To measure satisfaction, we asked respondents to rate each topic on a five-point scale: Extremely Satisfied, Moderately Satisfied, Neither Satisfied nor Dissatisfied, Moderately Dissatisfied, and Extremely Dissatisfied.

Higher Satisfaction Topics

To begin the analysis, we ranked all ‘Extremely Satisfied’ responses from high to low based on the number of responses. Table 3.2 shows the top ten topics ranked by the ‘Extremely Satisfied’ option. The table shows that “Flexibility to balance family, community, and job obligations,” “Equity for differing racial, gender, sexual orientation, ability, age, and economic groups,” and “Treatment by supervisors and managers” are the top three selections.

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Table 3.2 – Top Ten Topics Ranked by the ‘Extremely Satisfied’ Option

Rank QuestionExtremely satisfied

Moderately satisfied

Neither Satisfied

nor Dissatisfied

Moderately dissatisfied

Extremely dissatisfied

1 50.0% 30.8% 12.2% 3.7% 3.3%

3 38.0% 27.2% 9.4% 16.0% 9.4%

35.4% 33.0% 17.5% 7.6% 6.6%

5 33.8% 41.8% 10.5% 9.5% 4.5%

7 29.0% 34.6% 14.0% 13.6% 8.9%

9 25.9% 35.3% 30.2% 7.2% 1.4%

4.2%43.0% 27.6% 19.2% 6.1%

35.4% 33.0% 17.5% 7.6% 6.6%

2

4

8

10Quality and efficiency of physical workspace, tools, and equipment

26.6% 32.4% 32.4% 7.9% 0.7%

33.8% 33.8% 27.3% 4.3% 0.7%

25.2% 38.8% 13.6% 16.8% 5.6%

Flexibility to balance family, community, and job obligationsEquity for differing racial, gender, sexual orientation, ability, age, and economic groups

Treatment by supervisors and managers

Pride and belief in the organization

Workplace safety

Workplace recycling of paper, glass, metals, packaging, and other materials

Teamwork, cooperation, and fun at work

Efforts to use non-toxic, natural materials

Waste reduction, such as composting, reuse of materials, and minimal packaging

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Source: Willamalane Employee Satisfaction Survey

Next, we combined the ‘Extremely Satisfied’ and ‘Moderately Satisfied’ responses into a single ‘High Satisfaction’ response set. We did this in part because the ‘Very Important’ response ranking order does not match the ‘Extremely Important’ ranking order. Furthermore, converting the five-point response scale to a three point scale provides an easier way to view and interpret the data. Once we converted from a five- to three-point scale, we re-ranked the ‘High Satisfaction’ responses from high to low.

As when ranked by the ‘Extremely Satisfied’ response option, “Flexibility to balance family, community, and job obligations” was again ranked as highly satisfactory with 81% of respondents selecting either ‘Extremely Satisfied’ or ‘Moderately Satisfied.’ “Equity for differing racial, gender, sexual orientation, ability, age, and economic groups,” moved from second to third in terms of overall satisfaction. “Workplace safety” moved to the second highest satisfaction ranking while “Treatment by supervisors and managers” dropped from second to sixth overall.

“Efforts to use non-toxic, natural materials” was the only topic that dropped out of the top ten when going from the five- to three-point satisfaction scale. “Sustainability as part of Willamalane’s mission” moved up from eleventh to ninth. About two-thirds or more of the respondents selected ‘Extremely Satisfied’ or ‘Moderately Satisfied’ for all of the topics ranked in the top ten.

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Figure 3.3 – Top Ten “High Satisfaction” Topics

Source: Willamalane Employee Satisfaction Survey

Also of interest to Willamalane are topics where respondents expressed dissatisfaction. Communication is the topic that respondents were least satisfied with. “Clear, transparent, and effective communication across the organization” and “Open and clear communications with diverse groups within the organization” were the top two “Extremely Dissatisfied” options selected by respondents. “Employee involvement in decision making” was ranked third in terms of dissatisfaction. Notably, when we combined the ‘Moderately Dissatisfied’ and ‘Extremely Dissatisfied’ options, these three topics remained the top three ‘Low Satisfaction’ selections.

Even so, for each topic, a similar number of respondents selected “Extremely Satisfied.” This suggests that employees’ experience of communication differs across the organization. Additional analysis is provided below under the communication topics discussion.

In general, the Management and Communication topic category received higher levels of dissatisfaction overall. All four Management and Communication topics appear in top ten ‘Low Satisfaction’ lists. Three of the topics in the Career Development and Learning, two of the topics in the Mission and Goals and one topic in the Current Topics category also appear in the ‘Low Satisfaction’ lists.

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Table 3.3 – Top Ten Topics Ranked by the ‘Extremely Dissatisfied’ Option

Source: Willamalane Employee Satisfaction Survey

Source: Willamalane Employee Satisfaction Survey

Rank QuestionExtremely satisfied

Moderately satisfied

Neither Satisfied

nor Dissatisfied

Moderately dissatisfied

Extremely dissatisfied

1 15.4% 23.4% 12.4% 26.4% 22.4%

2 15.0% 22.1% 25.8% 21.6% 15.5%

3 17.5% 26.9% 18.9% 21.7% 15.1%

4 14.4% 26.1% 27.4% 17.7% 14.4%

5 10.8% 14.6% 45.1% 17.8% 11.7%

6 16.0% 27.2% 29.6% 16.0% 11.3%

7 17.2% 35.8% 23.3% 13.0% 10.7%

8 14.6% 31.1% 24.1% 19.8% 10.4%

9 21.4% 29.3% 21.4%18.1% 9.8%

10 Treatment by supervisors and managers 38.0% 27.2% 9.4% 16.0% 9.4%

Clear, transparent, and effective communication across the organizationOpen and clear communications with diverse groups within the organization

Employee involvement in decision making

Opportunities for equitable promotion and advancementTimely discipline and termination for poor performanceRewards and acknowledgment of top performance

Opportunities to grow and stay challenged

Trust in management or Board decisions

On-the-job training

Figure 3.4 – Top Ten “Low Satisfaction” Topics

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Clear, transparent, and effective communication across the organization 47%

Open and clear communications with diverse groups within the organization 31%

Employee involvement in decision making 29%

Trust in management or Board decisions 28%

Opportunities for equitable promotion and advancement 26%

Treatment by supervisors and managers 24%

Opportunities for increases in pay and benefits that are equitably offered to all employees 24%

On-the-job training 22%

Timely discipline and termination for poor performance

22%

Teamwork, cooperation, and fun at work 21%

Opportunities to grow and stay challenged 20%

Quality and efficiency of physical workspace, tools, and equipment 19%

Rewards and acknowledgment of top performance 19%

Accuracy of written job descriptions 16%

Clarity of and access to organizational policies, procedures, and employee expectations 16%

Support for off-site education and training 14%

Pride and belief in the organization 13%

Clarity and enforcement of dress code 13%

Workplace safety 12%

Health and wellness plan quality, options, and cost 12%

Paid time off and leave benefits 11%

Retirement plan options and employer contribution 9%

Equity for differing racial, gender, sexual orientation, ability, age, and economic groups 8%

Progress of mission and purpose 7%

Flexibility to balance family, community, and job obligations 6%

21-25%

16-20%

More than 25%

11-15%

Less than 10%

High Importance/Low Satisfaction Topic Comparison To help Willamalane prioritize where the organization might focus their improvement efforts, CSC wanted to know which topics respondents indicated high importance and low satisfaction. To do this, we cross tabulated importance and satisfaction ratings for each topic (excepting topics in the Sustainable practices category). Table 3.4 shows the number of respondents that selected high importance ratings (Extremely Important or Very Important) and low satisfaction ratings (Moderately Dissatisfied or Extremely Dissatisfied) for each topic.

Table 3.4 – Percent of Respondents Indicating High Importance and Low Satisfaction by Topic

Topic % of respondents

Source: Willamalane Employee Satisfaction Survey Note: High Importance combines ‘Extremely High’ and ‘Very High’ response options. Low Satisfaction combines ‘Moderately Dissatisfied’ and ‘Extremely Dissatisfied’ response options.

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The analysis confirms that significant numbers of respondents are concerned about communication. Nearly half of the survey respondents (47%) who feel that “Clear, transparent, and effective communication across the organization - e.g. management to staff, department to department, etc.” is important are also dissatisfied with Willamalane’s performance. For the “Open and clear communications with diverse groups within the organization” topic, 31% of respondents who rated the topic as highly important were also dissatisfied. Other topics where more than 25% of respondents indicated high importance but low satisfaction were:

• Employee involvement in decision making• Trust in management or Board decisions• Opportunities for equitable promotion and

advancement

Key Findings • By topic category, Work Environment was the most important category

to respondents overall. All four of the Work Environment topics appear in the top ten ranked ‘High Importance’ topics.

• The Current Topics and Mission and Goals categories each have two topics ranked in the top 10 most important. Management and Communication and Benefits and Compensation each have one topic ranked in the top 10.

• None of the Career Development and Learning or Sustainable Practices topics appear in the top 10 ‘High Importance’ responses.

• The Management and Communication topic category received higher levels of dissatisfaction overall; all four Management and Communication topics appear in top ten ‘Low Satisfaction’ lists.

• Three of the topics in the Career Development and Learning, two of the topics in the Mission and Goals and one topic in the Current Topics category also appear in the ‘Low Satisfaction’ lists.

• There are five high importance topics where more than 25% of respondents also indicated low satisfaction:

o Clear, transparent, and effective communication across the organization -e.g. management to staff, department to department, etc.

o Open and clear communications with diverse groups within the organization

o Employee involvement in decision makingo Trust in management or Board decisionso Opportunities for equitable promotion and advancement

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Strategic Priority Systematize and fund a comprehensive maintenance and reinvestment plan for physical assets to ensure high quality parks, facilities, and operations.

Team Members

Eric Adams, Fraser MacDonald, Kerry Jack, Chris Mihulka, Zach Bessett, Mert Mansur, Jen Holland, Dennis Moreno, Spencer Crawford & Ken Randall

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1. An Inventorying Scoping Committee that would be composed of the following staffpositions:• Minimum of one Management Team representative• Minimum of one Finance Department representative• Division/Program Managers• Building Managers• Supervisors (with relevant purchasing oversight

Executive Summary

This strategic priority seeks to systematize and fund a comprehensive maintenance and reinvestment plan for physical assets to ensure high quality parks, facilities, and operations. The inventory would vary considerably across different Departments and Operational Divisions within the District.

What were the team’s efforts?

Our team met multiple times to discuss how best to approach inventorying the District’s assets. The process we utilized was a case study, Chris Mihulka provided us with an inventory of some rooms at WAAC. We utilized this case study to dissect his process and compare and contrast how this might be implemented across different Divisions and facilities within WPRD.

Our team then engaged with other employees who have job duties that involve inventorying. Erin Rice in particular was extremely helpful in sharing with us her expertise in maintaining the inventory for Early Childhood programs. She shared her experience using a software program and helped us to understand the pros and cons of that system as well the multitude of other options available to us to assist with inventory and tracking over time.

With all of this information, our team compiled additional outside research and utilized our knowledge of our different respective Programs and Divisions to develop recommendations to support inventorying the District’s assets.

What was revealed during your work?Our team discovered that the inventory process would likely vary in depth and complexity for various Programs and Divisions. For example, Park Services would have significantly more inventorying to do than the Planning Department. We also realized that this might be best implemented through a specific committee charged with this duty. Our thinking was that an “Inventory Scoping Committee” composed of pertinent District Staff from each department and operational division should be formed. The Committee would work to gather information from their respective work groups.

What are the team’s specific actions or recommendations? Our Team’s specific recommendations are described below.

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2. The committee will work to gather information from their respective work groups to provide answers to the following questions:

A. What is the purpose of the inventory?While this may vary across departments, at a minimum, an inventory should be used for:

• Tracking equipment, tools, supplies, and materials• Budgeting and financial planning• Capital expenditure planning for replacement of assets• Assessment of surplus items• Maintenance and repair schedule and tracking• Multi-faceted reporting

B. What items should be included in an inventory?This may vary across departments, but, in general, any item that will have a material effect on one of the purposes listed above should be included. However, discretion must be exercised to avoid inclusion of non-essential items, i.e., consumable items or materials that will not:

• Require maintenance;• Impact capital expenditure planning; or• Require tracking or reporting for other reasons

C. What information/attributes should be tracked through the inventory?Information such as the following should be tracked in order to achieve the purposes noted above, among others.

• Cost• Suppliers• Life Expectancy• Quantity• Purchase Date• Item Name• Maintenance Intervals• Condition• Location/Department• User• Use Trends

D. Who will use the inventory?Staff that will likely use the inventory should be assumed to include the following; however, the underlying reasons for why a particular staff person may utilize the inventory should also be considered, along with the frequency of use. These

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considerations will affect how the inventory is structured (e.g., a software-based platform or simple spreadsheet) and deployed.

• Facility/Park Maintenance staff• Managers and Supervisors• Finance/Accounting staff• Management Team• Seasonal staff

E. What functions should the inventory system/software include?Use of a District-wide asset inventory may vary across work groups and departments. Certainfunctions are anticipated to be common and desired by most users, including:

• Reporting – for various purposes• Inter-operability with accounting, work order, and GIS software• “Scale-ability” and a high degree of customization• Simplified front-end user interface for common tasks• Accessibility of controls to manage data entry and audit reporting• Mobile deployment for access and updating from the field or remotely

F. How will the inventory be created and maintained?As the questions listed above are answered, the committee should determine how theinventory will be created and maintained. For example, the data entry process for potentiallythousands of items will be lengthy, and must achieve a high degree of accuracy for optimal andefficient performance when complete. This phase can be streamlined through use of aninventory software that automates data collection and database population of each entry.Data collection templates would need to be created in advance based on the attributes that willbe tracked. It is conceivable that District staff could complete the initial inventory; however,contracting with an outside consultant may be worthwhile for several reasons. By using thesame process, ongoing maintenance of the inventory will be easier and more reliable as itemsare added, deleted, or modified.

The outcome of this phase will be a complete framework that will serve as the basis forcreating, implementing, and maintaining a District-wide asset inventory system.

3. Implementation of a District-wide and/or department specific inventory will involve creatingnew procedures for monitoring and maintaining it, identification of staff who would be assignedthe related tasks, and training staff on its use.

Following completion of the Inventory Scoping phase, the District should develop supporting procedures for monitoring and maintaining it. This would include:

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• data entry for new items added to the inventory,• a schedule of inventory status reports, and• annual inventory audits.

Staff who will perform these tasks for each department and the District as a whole should be identified. A staff training program should be prepared, with the assumption that inventory system functionality will be consistent across departments.

Preferably, the Inventory Scoping Committee will lead this effort to maintain continuity with prior phase. Technical assistance from each department should be provided to prepare the implementation procedures, and to identify areas of focus for training that may be unique to each department.

Establishing a set of uniform procedures for monitoring and maintaining an inventory system will increase its utility and cross-functionality. Even if each department establishes its own inventory subset, procedural consistency across departments will create efficiencies in reporting, integrating inventory data with financial systems, and maintain its utility for budget planning. A district-wide inventory will also allow each department to prepare a standing set of standards for maintaining inventoried assets, and be able to track and report on maintenance activities.

What work is remaining and the any known timeline to complete the work?

We have really only scratched the surface in providing a thoughtful approach to how to implement inventorying the District’s assets. It is anticipated that each of the inventory scoping questions listed above will require at least one to two meetings to resolve. Assuming a schedule of two meetings per month is feasible given the recommended committee composition, a period of at least three months should be anticipated for complete the inventory scoping process. No prerequisites must be satisfied in advance, so initiation could occur whenever deemed appropriate.

Preparing procedures for data entry, reporting, and completing an annual audit is anticipated to require three to six months, depending on the complexity of the inventory system and options for accounting system coordination. These procedures would need to be ready prior to initiating a training program. Assuming each department decides to implement a discrete portion of a District-wide inventory system, training could require up to three months; however, there may be potential for expediting this process through relying on outside consultants.

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ASSET MAINTENANCE AND REPLACEMENT FUNDING PLAN

The purpose of this priority is to create a strategy to adequately fund an asset maintenance and replacement schedule.

What were the team’s efforts? Our team focused efforts on researching strategies for added efficiencies and budgeting tools to fund asset maintenance and replacement within the current budget.

What are the team’s specific actions or recommendations?

1. Increase emphasis on district-wide energy efficiency projects.

2. Implement asset maintenance and replacement procedures that rely on industry bestpractices as well as our strategies, as outlined above.

What was revealed during your work?In reviewing past practices, our work group identified potential for improvement in the oversight of projects. While some departments and facilities are prudent in leveraging the variable funding sources, we have identified strategies that can be used districtwide to fund future maintenance and replacement.

1. Consistency in use of energy efficiency incentive programWPRD has taken advantage of incentive programs from Springfield Utility Board (SUB) and Energy Trust of Oregon in the past. However, the practice of identifying potential efficiencies, and thus incentives should be used district wide.

2. Expanding use of replacement fundsWhen rolled over between budget years, these could help pay for more expensive projects (e.g. WPRD field replacement fund and the pool blanket fund). These funds come directly from the each year’s budget or are assessed as a percentage of user fees.

3. Utilizations of budget neutral financing optionsSuch as electricity savings, reduction in staff time, reduced service fees, trash compactor at BKC, etc.

1. Consistent use of energy efficiency incentives that Willamalane has used in the past(i.e. Energy Trust of Oregon and Springfield Utility Board efficiency incentiveprograms).

2. Expanded use of funds rolled over between budget years in helping pay for moreexpensive projects (e.g. WPRD field replacement fund and the pool blanket fund).

3. Utilizations of budget neutral financing options (e.g. electricity savings, reduction instaff time, reduced service fees, trash compactor at BKC).

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Further research and consultation as to any implications of rolling over funds, utilizing financing, etc. Because of Willamalane’s fiduciary responsibilities as a public agency, this work must assess the feasibility of recommendations as well as practicality.

Policy and procedural work is needed to align district staff in all facilities with best practices and our recommendations. This is work that should be developed by district administration and adopted by the Board of Directors for implementation. The timeline is unknown.

3. Increased oversight in adherence to best practices for replacement and maintenance ofassets.

4. Designated district leadership in maintenance and replacement of assets, potentially bycommittee.

5. Increase the district’s existing CIP program budget and place priority on budget positiveand neutral improvements.

6. Continue to seek bond measure support for reinvestment in current infrastructure. Abond measure could allow us to catch up on deferred maintenance and implementefficiencies that lower operating costs.

What work is remaining and the any known timeline to complete the work?

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SCHEDULE FOR MAINTENANCE AND REPLACEMENT OF ASSETS

The purpose of this priority it to develop a standardized schedule for maintenance and replacement of assets that takes in to consideration an acceptable level of care based on approved criteria and working hand in hand with the existing GIS inventory and City Works platform.

What were the team’s efforts?Our team looked at the variety of assets that the district currently has. Based on how the asset plays into the overall operations of the district and/or impacts safety, we developed a standard of care broken into three levels. Level 1 being the higher priority projects, Level 2 being the medium priority and Level 3 being the lowest priority.

We also looked at the current systems the District has in place that track maintenance and replacement of assets. Working within existing systems allows us to not recreate the wheel as well as fully utilize resources that the district has already invested in.

What was revealed during your work?What we discovered through this process is that the organization has already invested into an asset tracking program and that it has been underutilized.

What are the team’s specific actions or recommendations?

1. Work with program managers, supervisors, facilities and parks personnel to adequately rank assets into the appropriate level for Standard of Care. These assets should be directly pulled from what has been identified within the asset catalog. Rankings should be based on the following criteria:

Level 1Directly impacts programs, rentals, facility operation. Essential to operate. Programs/rentals would be canceled without the asset resulting in loss of revenue (e.g. wave pumps, field lights). Additional considerations based on manufactures recommendations, failure rates, safety, and service intervals.

Level 2Something that can be scheduled to prepare or minimize business interruptions and is not a pending failure. Not essential to operations. Considerations in this level would have built in redundancy or allow for minimal impact on operations (e.g. locker room shower).

Inspections: Once every two months.

Level 3

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What work is remaining and the any known timeline to complete the work?

The two recommendations set by our team should take approximately a year to implement and will require ongoing support. The district should consider the use of interns to gather information and update the GIS Database.

Nonessential. Asset can be maintained during normal business operations and does not impact the day to day operations or scheduled programs. Item would be able to be removed, repaired and replaced with minimal impact.

Inspections: Depends on equipment. Could be six months to a yearly inspection and/or pre-season inspections.

2. Facilities and Parks Services Mangers would together to develop an asset on-boarding SOP witha means for end user or operator to provide necessary information to GIS staff. This procedure willallow for consistent information to be uploaded into the GIS Database. This SOP could be used fornew assets or existing assets. Information to be considered:• Type of equipment• Standard of care level• Maintenance interval recommendations• Special considerations (contracted specialty work, level of difficulty)

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EVOLUTION OF DISTRICT FACILITIES

The following five key objectives have been identified to help guide the evolution and growth of District facilities.

To achieve these objectives, the four strategies described below are recommended.

What were the team’s efforts?Utilizing the objectives stated above as a guide, the work group initially “brainstormed” actions and strategies that could be implemented to achieve them. Past efforts to gather information about community needs and desires were noted, discussed, and refined based on prior results. A “gap analysis” was also completed to identify ways to strengthen decisions about when and to what extent investments in new programming and facilities should be made.

What was revealed during your work?A consistent and programmatic effort to assess community satisfaction through surveys is needed. Results should be tracked over time in the interest of identifying and differentiating short-term trends from core community needs. Greater integration of maintenance and operation costs is needed as part of the decision-making process to develop new facilities and recreational programming.

What are the team’s specific actions or recommendations?

1. Bi-annual Community Satisfaction Surveys

Conducting bi-annual community satisfaction surveys will assist the District with remaining informed about changing needs and desires for active and passive community recreation opportunities. Gathering information on this interval is anticipated to highlight trends over

1. Remain informed about community needs and desires for active and passive recreationalopportunities.

2. Expand facilities and open spaces that support programming; in particular, flexibleprogramming space is needed.

3. Be creative with the spaces we have and adapt to generate revenue.

4. Re-imagine parks and facilities for future needs, desires, and growth – do not let ourspaces.

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time, which will help the District to prudently plan for major capital expenditures (e.g. future bond measure projects), and discern whether and to what extent acting on community interest in a particular activity, program, or new facility is wise.

Building from the 2010-2011 Community Needs Assessment that was conducted in preparation for the 2012 Park and Recreation Comprehensive Plan, and the 2016 “How You Play” Community Needs Assessment, the District will conduct focused, “short-form” surveys by contacting patrons through traditional (i.e., mailed hard copies), digital, and intercept methods. Survey questions will seek input on the quality of service in key aspects of the District’s overall mission, and solicit input on the desire for new recreation facilities and programming. Ideally, questions should be worded in a manner that retains year-to-year applicability for the purpose of consistent comparison of survey results over time. Survey results will be analyzed to identify emerging trends, and be broadly shared with staff, elected officials, agency partners, and the community.

Program and department managers and the Management Team should be involved with preparing and selecting questions for the bi-annual survey. Opportunities for soliciting survey participation at Willamalane events should be identified and occur at the same events from year to year in order to normalize participation potential. Intercept surveys should be conducted by staff and/or volunteers, with prior training on the appropriate methods of engaging survey respondents. Analysis of survey results could be completed by in-house staff or an outside consultant provided funding is available. While the former may be more cost-effective, engaging a consultant may enhance public perception of survey results impartiality – especially with regard to major investments.

Program and department managers and the Management Team should be involved with preparing and selecting questions for the bi-annual survey. Opportunities for soliciting survey participation at Willamalane events should be identified and occur at the same events from year to year in order to normalize participation potential. Intercept surveys should be conducted by staff and/or volunteers, with prior training on the appropriate methods of engaging survey respondents. Analysis of survey results could be completed by in-house staff or an outside consultant provided funding is available. While the former may be more cost-effective, engaging a consultant may enhance public perception of survey results impartiality – especially with regard to major investments.

Over time, survey results are expected to provide valuable comparative metrics on the community’s needs and desires for recreation, acceptable means for delivering those services, and the District’s overall performance. This information will be useful in a multitude of ways, including long range budget forecasting, staffing level adjustments, and potential programming investments.

2. Willamalane Visioning “Road Show”

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In support of the bi-annual community satisfaction surveys, it is recommended that the District conduct community-based visioning tours that provide an opportunity to share information gleaned from previous satisfaction surveys and discuss how the District is responding. Promotion of new programming and near-term plans for new facilities would be a highlight of these events. Given the history of community partnerships with TEAM Springfield, the “road show” could also allow these organizations to promote and receive input on new initiatives that may be relevant to the District’s overall mission.

It will likely be necessary to conduct “road show” stops in coordination with community events that have a larger draw. Assuming a five-year interval, there should be adequate time to identify these opportunities and plan accordingly with outside organizations. Our existing TEAM Springfield relationships and partnerships with the Springfield Chamber of Commerce, local Rotary, and other civic organizations will facilitate the process of identifying and selecting potential events.

Preparing content for the “road show” should be a District-wide effort, but be managed by a coordinating committee composed of staff from the newly created Community Engagement Department, as well as key staff from Recreation Services, Park Services, and Planning and Development. For consistency, the coordinating committee should prepare a content framework and guidelines for the types of information that will be shared at these events.

Staff from applicable departments would be engaged in the production of content for the “road show”, and likely participate with hosting at selected community events. Community Engagement staff are anticipated to take a lead role in content preparation, publicity, networking, and coordination with outside organizations.

At five-year intervals, these visioning events will provide Willamalane with direction on how accurate the Community Satisfaction Surveys are performing, and what adjustments might be necessary to accurately capture new views and perspectives within the community. A five-year frequency would also help to reinforce project prioritization of future bond measure campaigns.

3. Programmatic Internal Subsidy Audits

Recreation Services staff currently conduct detailed cost recovery analyses as part of determining whether to offer a new class or program. While these provide a valid projection of expected revenues, the data have not typically accounted for “invisible” costs associated with time contributed by support staff from other departments, expenditures that might be required to prepare a facility for the subject program, or other internal subsidies. Including these expenses – to the extent they can be reliably quantified – would strengthen the integrity of cost recovery analyses, and enable prudent decisions about the District’s capacity to absorb these costs as programmatic offerings evolve to meet the community’s desires.

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At first, predicting the direct and indirect labor and materials costs that may be needed to deliver a new class or program may be challenging prior to initiation. For this reason, it is recommended that audits be completed following the completion of new classes or programs. Internal subsidies would need to be monetized, quantified, and tracked over the duration of the class or program in order to review the total costs incurred at completion. Over time, it is anticipated that a baseline metric could be established for common class and program types, which would eventually allow internal subsidies to be built into the cost recovery analyses. Once that predictive capability has been established, programmers would be able to accurately assess the increase in demand on internal resources resulting from a proposed new class or program, and determine whether sufficient capacity was available to support it. Attaining this capability is seen as a critical step to optimizing District service delivery (i.e., “right-sizing”).

Coordination among staff from Facilities Services, Park Services, and Recreation Services will be necessary to implement this strategy. Tracking labor hour and materials costs may also involve cooperation from Finance staff if the use of special coding is desired to ease data collection. It may also be worthwhile to form a committee to review the baseline data that has been collected after “year one”, and then determine how best to standardize its application across multiple classes and programs.

As noted above, the expected outcome of this strategy is creation of predictive metrics that can be used to assess internal subsidy costs incurred through the delivery of recreational programming. With this information in hand, it will be possible for the District to assess capacity for increasing programmatic offerings based on available revenues and staffing resources. In essence, this approach will help the District to optimize its offerings, and avoid unintentionally out pacing income streams in an effort to meet the community’s expectations.

4. Operations and Maintenance Capacity Audits

The basis and intent of this strategy are similar to what’s described above for Programmatic Internal Subsidy Audits; however, the target is Capital Improvement Projects rather than new recreational programming. Following a similar approach for tracking the post-construction operations and maintenance costs associated with new parks and facilities, these audits will provide the District with metrics that can be used to assess the budgetary impact of delivering new facilities at the project planning stage. Much like cost recovery analyses that are completed prior to launch of a new class or program, standardized operations and maintenance cost metrics would be applied based on the acreage of a new park or natural area, and then compared against available budget resources to determine whether sufficient capacity is available.

The process for determining the corresponding metrics would be predicated on establishing maintenance standards for each of the park and facility types within the District’s existing asset portfolio, and then monetizing consistent application of those standards in relation to a set unit

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unit of area and/or distance. Again, as with the Programmatic Internal Subsidy Audits, it is recommended that at least a full year of operations and maintenance cost data be collected for the purpose of determining the associated metrics. The annual update to the Capital Improvement Plan project list would then include consideration of how each proposed project is affected by the relevant metrics and whether sufficient budgetary and staffing capacity is available to support new parks and facilities.

Coordination among staff from Facilities Services, Park Services, and Planning and Development will be necessary to implement this strategy. Tracking labor hour and materials costs may also involve cooperation from Finance staff if the use of special coding is desired to ease data collection. It may also be worthwhile to form a committee to review the baseline data that has been collected after “year one”, and then determine how best to standardize its application across multiple classes and programs.

As noted above, the expected outcome of this strategy is creation of predictive metrics that can be used to assess operations and maintenance costs incurred through the delivery of new parks and facilities. With this information in hand, it will be possible for the District to assess capacity for supporting new physical assets based on available revenues and staffing resources. In essence, this approach will help the District to optimize its offerings, and avoid unintentionally out pacing income streams in an effort to meet the community’s expectations.

What work is remaining and any known timeline to complete the work?

Preparation and selection of Community Satisfaction Survey questions is anticipated to take less than one month. Implementation of the survey will depend on the timing of intercept survey opportunities, but collection of digital and hard copy survey results should be completed in less than one month from the date of initiation. If tabulation and analysis of survey results occurs in-house, up to three months would seem realistic to complete that process. An outside consultant would likely be quicker, and have enhanced ability to format and publish the results in a manner that promotes public interest.

Preparing a schedule for the “road show” events is anticipated to be relatively straightforward, but will depend, in part, and advance knowledge community events being produced by outside organizations. Ideally, after the first iteration, scheduling will be streamlined based on the assumption that events will carry over from year to year. Time required to develop content will be, in part, dependent upon how many new District initiatives should be publicized at these events. However, assuming a majority of the communication focuses on results from the Community Satisfaction Surveys and resultant actions, much of that content should be readily available and not require additional effort to produce. A three to four month window for content production is anticipated to be sufficient.

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Gathering adequately predictive baseline data on internal subsidy costs is likely to require performing audits for a full year of classes and programs. Once a predictive metric is established and applied to cost recovery analyses, its accuracy should be confirmed by continuing to conduct post-program audits for at least six months. Audits on randomly selected classes and programs should be conducted occasionally to ensure the predictive capability remains robust over time.

Incorporating operations and maintenance costs into an assessment of proposed CIP projects will require monetizing the labor and materials costs incurred as a result of complying with maintenance standards. Thus, developing, implementing, and reliably tracking the costs associated with achieving maintenance standards are prerequisites for completing this recommendation. Ideally, these costs will be expressed as a factor of park or building area (i.e., unit costs) and be differentiated by park and facility type.

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MAINTENANCE STANDARDS

Completion of the asset inventory, as described through the associated recommendation for Strategic Priority #2, is expected to provide much of the baseline information needed to determine which assets require maintenance standards. However, it is anticipated that additional physical property assets – such as park landscaping, multiuse paths, and other built improvements – might not be tracked through an inventory system, but should be subject to regular maintenance standards.

To determine which assets should be monitored through a maintenance standard program, it is recommended that relevant departments determine which assets have a substantive impact on the District’s ability to achieve service, revenue, and operational goals. Factors such as whether implementing maintenance standards and regularly monitoring compliance would lengthen frequency of asset replacement, thereby decreasing long-term operational costs, should be carefully considered.

What were the team’s efforts?Much of our work involved creating lists of equipment and physical assets in order to group the maintenance level of the identified assets (shown below). We spent much of our time identifying the goal of our work. This work lead us to a preliminary conclusion that each department or work group needs to use an identified system to track said standards.

What was revealed during your work?Preparation of maintenance standards for each of the items listed above – and potentially others – will require thorough consideration of service, revenue, and operational goals, and how each item contributes to achieving those goals. For some items, determining appropriate maintenance standards will be straightforward, by simply relying on manufacturer specifications. Establishing maintenance standards for assets such as parks, structures, and other physical improvements will require discretionary assessment of service, revenue, and operational goals against potential budgetary constraints.

Thankfully, many organizations that have missions similar to Willamalane can be referred to for examples of maintenance standards “best practices.” After looking at agencies with NRPA accreditation we discovered that they categorize their physical property assets into levels of care. Additionally both routine and preventative maintenance on assets such as tools and vehicles should be scheduled and tracked, thereby creating a system that supports budgeting based on estimates of life expectancy and maintenance scheduling.

Implementing a comprehensive set of District-wide maintenance standards for relevant assets is expected to improve fiscal management decisions, improve labor efficiencies, and optimize service delivery. Regular tracking and reporting on compliance will provide program and

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department managers with valuable insights to forecast capital expenditures and adjust staffing based on existing and projected revenues.

What are the team’s specific actions or recommendations?It is recommended that operations and maintenance staff from Park Services, Facility Services, Custodial Services, and appropriate additional staff from each of the four major facilities (i.e., Bob Keefer Center, Willamalane Adult Activity Center, Willamalane Park Swim Center, and Splash at Lively Park) determine which assets should be subject to maintenance standards. It is important that each facility or work group develop their own systems as the conditions of work and assets used varies between departments.

Based on a preliminary review of industry “best practices”, it is recommended that a set of maintenance standards should incorporate metrics aimed at performance, cost, safety, and sustainability/conservation. For example, maintenance standards prepared for a building’s mechanical system might address: (1) whether manufacturer specifications are being followed; (2) if maintaining the system is more cost-effective than replacement or upgrading; (3) whether safe operation of the system remains possible by adhering to the maintenance standards; and (4) whether sustainability and energy conservation goals can continue to be met with the existing system. Similar factors should also be considered when it becomes necessary to replace building system or make other major capital reinvestments. For example, purchasing decisions should be informed by the anticipated maintenance costs and longevity of an asset, the sustainability of materials and manufacturing process, and the potential to reuse, repurpose, resell, or recycle.

A companion and critical element of establishing maintenance standards will be preparing associated cost projections. This will aid the District in all phases of fiscal management and planning. For example, correlating maintenance standards for a neighborhood park to a cost per acre will assist with maintenance equipment purchasing, determining appropriate staffing levels, and assessing capacity to acquire and develop additional parks.

What work is remaining and the any known timeline to complete the work?Establishing a preliminary set of assets for development of maintenance standards will provide clarity on the process for creating those standards, help with identifying efficiencies to be achieved through coordinated implementation of maintenance standards, and ensure that assets for which adoption of maintenance standards is essential are captured.

Selection of a preliminary set of assets from the categories recommended below should not require more than one month, assuming full staff participation.

To assist with identifying a comprehensive list of assets for which maintenance standards may be prudent, it is recommended that the following categories and corresponding subcategories be utilized.

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1. Buildings1.1. Mechanical

1.1.1. Electrical 1.1.2. Plumbing 1.1.3. HVAC 1.1.4. Fire and security systems

1.2. Structural 1.2.1. Roof/Awnings 1.2.2. Framing/Walls 1.2.3. Windows/Doors 1.2.4. Flooring 1.2.5. Foundation 1.2.6. Ceilings

1.3. Grounds/Landscaping 1.3.1. Building Apron

Landscaping 1.3.2. Exterior Lighting 1.3.3. Trash Receptacles 1.3.4. Signage 1.3.5. Drainage 1.3.6. Fencing

1.4. Parking/hardscapes 1.4.1. Pathways 1.4.2. Courtyards/Entries 1.4.3. Paving/Curbs 1.4.4. Drainage System (“open”

and “closed”) 1.4.5. Paint/Striping

1.5. Maint. Equipment/custodial 1.5.1. Push vacuum 1.5.2. Riding vacuum 1.5.3. Carpet cleaner/ extractor 1.5.4. Blower 1.5.5. Hand tools 1.5.6. Power tools 1.5.7. Out-door Riding Vac

(“Billy Goat”)

1.6. IT Hardware 1.6.1. Projectors

1.6.2. Desktop computers 1.6.3. Laptop/ Tablets 1.6.4. Servers 1.6.5. Cell phones 1.6.6. Desk phones 1.6.7. WIFI routers 1.6.8. Phone systems 1.6.9. Battery backups 1.6.10. HVAC server rooms 1.6.11. Portable sound systems 1.6.12. In room sound systems 1.6.13. Plotter 1.6.14. Paper folding machine 1.6.15. Postage machine 1.6.16. Cameras 1.6.17. Portable memory devices 1.6.18. Software

1.7. Furniture/Fixtures 1.7.1. Front Counters 1.7.2. Tables 1.7.3. Public Seating 1.7.4. Drinking Fountains 1.7.5. Kiosks/Bulletin Boards 1.7.6. TV Monitors 1.7.7. Shelving/Cabinets 1.7.8. Desks 1.7.9. Cubicle/Partitions 1.7.10. Dry Erase Boards 1.7.11. Event Staging 1.7.12. Task Lighting 1.7.13. Decorative Wall

Coverings 1.7.14. Rec. Fixtures 1.7.15. Appliances

1.8. Signage 1.8.1. Reader boards 1.8.2. TV monitors 1.8.3. Bulletin boards 1.8.4. Brochure racks 1.8.5. Sandwich boards

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1.8.6. Banners 1.8.7. Building mounted

signage 1.8.8. Directional and safety

signage

1.9. Rec. Fixtures 1.9.1. Basketball hoops 1.9.2. Billiards 1.9.3. Foosball 1.9.4. Fitness equipment 1.9.5. Goals and nets 1.9.6. Climbing wall 1.9.7. Climbing safety

equipment 1.9.8. Aquatic infrastructure

2. Parks/Grounds2.1. Play/Athletic Equipment

2.1.1. Play structures 2.1.2. Swings 2.1.3. Slides 2.1.4. Spinners 2.1.5. Sand box 2.1.6. Water play tables 2.1.7. Splash pads 2.1.8. Nets and goals 2.1.9. Basketball courts 2.1.10. Basketball hoops 2.1.11. Bocce courts 2.1.12. Baseball bases and

mounds 2.1.13. Baseball backstops 2.1.14. Baseball dugouts 2.1.15. Racket courts 2.1.16. Soft rubber play surface 2.1.17. Play-away wood chips

2.2. Landscape Beds 2.2.1. Trees 2.2.2. Shrubs 2.2.3. Mulch

2.3. Lawn/Turf 2.3.1. Meadows/ fields 2.3.2. Sports fields 2.3.3. Park grass 2.3.4. Synthetic turf

2.4. Hardscapes/Paths 2.4.1. Parking lots 2.4.2. Concrete sidewalks 2.4.3. Asphalt paths 2.4.4. Gravel paths 2.4.5. Mulch paths 2.4.6. Boardwalks 2.4.7. Pedestrian bridges 2.4.8. Car bridges 2.4.9. Bench pads

2.5. Irrigation 2.5.1. Heads 2.5.2. Valves 2.5.3. Pipe 2.5.4. Isolation valves 2.5.5. Water meter 2.5.6. Clocks 2.5.7. Timers 2.5.8. Wireless controllers 2.5.9. Valve boxes 2.5.10. Double check valves

2.6. Furniture/Fixtures 2.6.1. Park Benches 2.6.2. Picnic Tables 2.6.3. Concrete Pads 2.6.4. Trash Containers 2.6.5. Bike Rakes 2.6.6. Bollards 2.6.7. Fire/BBQ Pits 2.6.8. Cook-Tops /Kitchens

2.7. Lighting 2.7.1. Athletic Fields 2.7.2. Parking Lot Lights

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2.7.3. Path Lights 2.7.4. Shelter Lights 2.7.5. Restroom Lights

2.8. Plumbing 2.8.1. Drinking Ftns. 2.8.2. Restrooms Potable Water 2.8.3. Septic 2.8.4. Water-Play / Playground 2.8.5. Wells 2.8.6. Pumps 2.8.7. Field Drains 2.8.8. Storm Drains

2.9 Structures 2.9.1.Shelters 2.9.2.Restrooms 2.9.3.Storage Sheds 2.9.4.Pump House(s) 2.9.5.Kiosks 2.9.6.Trash Enclosures-Compound(s)

3. Equipment/Fleet Vehicles3.1. Vehicles

(transportation/hauling) 3.1.1. Work Trucks (mid-size) 3.1.2. Dump Trucks 3.1.3. Lift Trucks 3.1.4. Small Bus 3.1.5. Vans 3.1.6. Mobile Storage (trailers) 3.1.7. Work Cars 3.1.8. Bus 3.1.9. Portable stage

3.2. Heavy Equipment 3.2.1. Tractor/attachments 3.2.2. Scissor Lift 3.2.3. John Deer Gator 3.2.4. Mowers 3.2.5. Bob Cat 3.2.6. Fork Lift 3.2.7. Small Utility Vehicles

3.2.8. Chipper 3.2.9. Trencher 3.2.10. Parking Lot Seal Coater

3.3. Power Hand Tools 3.3.1. Power Wheel Barrow 3.3.2. Blower Backpack 3.3.3. Hedge Trimmer 3.3.4. Chain Saws/Pole Saws 3.3.5. Edgers 3.3.6. Push Mowers 3.3.7. Power Washers 3.3.8. Power Saws 3.3.9. Power Drills 3.3.10. Toro Leaf Blower 3.3.11. Rotor Rooter 3.3.12. String Trimmer

3.4. Containers (tanks, storage, etc.) 3.4.1. Fuel Containers w/pump 3.4.2. Gas Cans 3.4.3. Watering Storage Tanks

3.5. Hand Tools 3.5.1. Shovels 3.5.2. Rakes 3.5.3. Pics 3.5.4. Axes 3.5.5. Brooms 3.5.6. Pruners 3.5.7. Backpack Sprayers 3.5.8. Hand Seeders

4. Chemicals4.1. Cleaning Solutions4.2. Fertilizer4.3. Herbicides4.4. Insecticides4.5. Fungicides4.6. Fuels4.7. Paints4.8. Lubricants

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Staff from relevant departments should assess the value of adopting and implementing maintenance standards for the assets noted above, based on fiscal and operational impact.

The time required to prepare maintenance standards for the spectrum of assets listed above will vary from asset to asset. Apportioning that work among several subcommittees, each with a focus on a particular category of assets, is anticipated to streamline the overall effort. Once the set of assets for which maintenance standards will be prepared has been selected, it will be possible to determine a realistic timeline for completion.

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• Researched other agency standards from the General Services Administration, City ofEugene Standards, City of Tualatin, and State of Washington, regarding staffing ratios forfacility and grounds maintenance.

• Developed an outline to determine staffing levels and organizational structure to achieveoptimum efficiency.

• It is unknown if current maintenance levels and standards are adequate.

• The District needs to determine what standards/level of care it expectss to have assetsmaintained too…establish “bench-mark.”

• Facility staffing levels remain below researched levels for similar facilities (BKC).

• Additional research is needed to determine adequate staffing levels to meet needs ofWPRD operations and type of use.

STAFFING AND ORGANIZATIONAL STRUCTURE TO SUPPORT MAINTENANCE

Determine appropriate staffing levels and organizational structure to maintain District assets at desired maintenance standards and levels of care. Review existing maintenance standards, develop additional standards as necessary. Identify a procedure to evaluate and determine staffing levels to meet standards.

What were the team's efforts?

The team met four times and completed the following tasks:

What was revealed during your work?The District should develop written standards for levels of care and maintenance for equipment facilities, systems components i.e. HVAC, electrical, plumbing, boilers, motors, site amenities and other assets. Currently, there are some written standards, i.e. level of care standards for parks.

Existing standards need to be identified and reviewed.

A process/procedure needs to be developed which will be used to evaluate standards and determine appropriate staffing levels.

Willamalane has a reputation of having high quality parks, program offerings and facilities. The District’s assets have increased significantly in the last 10 years. Staff believe resources to maintain those additional assets i.e. developed parks and amenities have not increased enough to provide staffing levels as well as the necessary resources to maintain quality at levels prior to the expansion of the District’s assets.

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What are the team’s specific actions or recommendations?

1. Compile dataset that shows how many hours, as an organization, we are spending to maintainand operate at current standards and levels of care.

2. Compare standards and use levels of other agencies. Measure against industry standards.

3. Park Services Manager, Facilities Operations Manager and Maintenance personnel work toidentify appropriate criteria to develop written standards.

4. Review what strategies have been used across the District to meet existing standards.

5. Develop written standards which may be measured and evaluated.

6. Develop a schedule for regular review of standards.

7. Schedule preventive maintenance tasks to consistently meet specific needs of all facilities andparks.

• Create a schedule of routine tasks for each facility.

8. Regularly review organizational structure. Identify and implement changes which may increaseefficiency and/or improve customer service.

• Conduct public and staff surveys in review of standards and staffing levels.

9. Align strengths of staff to meet departmental and District needs.• Identify strengths of staff, discuss opportunities for additional education/training to

learn new skills to fill a need within the District. This could be a part of annualperformance evaluations.

• Identify opportunities for apprenticeship training opportunities.

What work is remaining and any known timeline to complete the work? 1. Identify current standards – one month.

2. Determine if current standards are adequate at meeting facility, park and public needs –threemonths.

3. Update current standards and develop new standards, and levels of care in response toneeds – three to six months

4. Determine recommendations to adjust staffing and organizational structure to maintainstandards and optimum staffing levels.

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Strategic Priority Expedite completion of current bond-funded capital projects and nurture public trust through frequent updates on progress and successes.

Team Members

Kim Lyddane, Brandon Lemcke, Kristina Koenig Boe & Tom Chapin

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EXECUTIVE SUMMARY

In fall 2012, voters approved a bond measure that funds a number of projects aimed at expanding trails; preserving parkland around hillsides, rivers and streams; and conserving energy. Willamalane has made significant progress since the passage of the $20 million measure.

7 YEARS, 20 MILLION DOLLARS

In 2012 voters approved a 20 million dollar bond-Willamalane Park and Recreation District put their dollars to work.

IMPROVED

15 parks and facilities throughout the District

• Adult Activity Center • Willamalane Swim Center Pool • Ruff Park• Clearwater • Weyerhaeuser McKenzie • Pacific Park• Dorris Ranch • Gamebird (Community Garden) • Marylhurst• Quartz Park • Les Schwab Sports Park • Splash! at Lively Park• Island Park, • Thurston Hills Natural Area • Mill Race Path

ACQUIRED

490 acres of land

3.27 Acres at Pacific Park

487 Acres at Thurston Hills Natural Area (178 acquired from the Larson/Gray family prior to the bond)

.25 Acre Marylhurst Park

OPENED

726 acres of natural area for public use

665 Acres at Thurston Hills Natural Area

61.3 Weyerhaeuser McKenzie Natural Area

DEVELOPED

3 new neighborhood parks

• Pacific Park• Marylhurst Park• Quartz Park

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UPGRADED 6 existing parks and 3 facilities

Parks: Gamebird, Island, Dorris Ranch, Les Schwab, Clearwater and Ruff

Facilities: Adult Activity Center, Splash! and Willamalane Swim Center

ADDED

• 10 miles of new trails:

.15 Dorris Ranch2.7 Mill Race Path.2 Les Schwab Sports Park1 Clearwater Park6 Thurston Hills Natural Area

• 6 new restrooms

• 3 new playgrounds

• 2 basketball courts

• 1 community garden

• 2 new synthetic turf fields and 2 replaced synthetic turf fields at Les Schwab Sports Park

• 3 new trailheads

• 1 disc golf course at Clearwater Park

Adult Activity Center - Willamalane has replaced outdated kitchen equipment and carpeting.

Bob Keefer Center & Les Schwab Sports Park - In 2013, Willamalane built two new synthetic turf sports fields and replaced the turf on Morrisette Field. At the adjacent Kelly Field, crews installed grandstand seating for a dedicated soccer field, field lighting and additional parking. Willamalane also installed two 90-foot-long outdoor bocce ball courts just north of the main entrance. In 2016, Willamalane added a new entry area, parking lot, flag plaza and walking path at the Les Schwab Sports Park at Bob Keefer Center. In the Summer of 2018, the Kelly Field was replaced with new synthetic turf.

Clearwater Park - Willamalane has completed two new trails and installed a disc golf course.

Dorris Ranch - Add a flush restroom and accessibility improvements near the barn.

Gamebird Park - Willamalane has built a community garden on property owned by Springfield Public Schools on Flamingo Avenue, near Gamebird Park. Veggies are growing now in about 60 plots and eight raised beds.

Island Park - Willamalane upgraded the Charlie Smathers Playground at Island Park in 2016, installing tile surfacing and revamping the sand play area. Seating and walkways were also updated.

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Marylhurst Park - Willamalane has developed this half-acre lot at 18th and H streets as a small neighborhood park. Features include swings, a slide and a spinner, bike racks, benches and new sidewalks.

Mill Race Path - Mill Race Path, a 3-mile paved path along the historic Springfield Mill Race, has been completed. It features two trailheads, one at Booth-Kelly off South 5th Street, and one at Jasper Road. The path was a joint project of Willamalane, the city of Springfield, Springfield Utility Board and Springfield Utility Board.

Pacific Park - Willamalane has developed a 3.25-acre private park in the Pacific Park subdivision. This new neighborhood park features separate play areas for older and younger kids, picnic tables, accessible walkways and a basketball court.40

Quartz Park - Willamalane worked with Springfield Public Schools on a new park that will also serve as a playground for a future school. The park includes a sandbox, walking trail, basketball court, picnic table and more.

Ruff Park - New additions to Ruff Park include an access driveway from 66th Street, a paved parking lot with accessible parking spaces, an informational kiosk, paved trails, benches, bike racks and additional landscaping.

Splash! at Lively Park - Willamalane has completed upgrades to the mechanical systems at the 30- year-old wave pool to improve energy efficiency, water and air quality, and patron safety.

Thurston Hills Natural Area - Willamalane has built a trailhead and initial trail system at this new 665-acre natural area. The 1.9-mile North Access Trail features a compacted gravel surface. The 1.2-mile Spine Trail continues along the ridgeline to a gravel road at the south end of the property. Thesystem boasts over five miles of trails optimized for biking. The 2.2 miles of new downhill mountainbike trails are in addition to the hiking trails that were opened in January 2018.

PARTNERSHIPS Willamalane leveraged bond dollars and made them grow!

Over $3.4 million in funds through donated lands, agreements, and collaborating with the following organizations and groups:

• City of Springfield • Springfield Utility Board• Springfield Public Schools • Trust for Public Land• Bonneville Power Administration • US Forest Service• Disciples of Dirt • Bureau of Land Management• Huerto de la Familia • Lane County Youth Services• Pacific Park Home Owners Association • Local Community Members• Local Businesses

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GRANTS Obtained over $964K in grants.

$261,000 for Pacific Park from LGGP

$354,000 for Thurston Hills Natural Area ($154K from RTP, $954K from BLM and 105K from OWEB

$111,874 for energy conservation upgrades at Splash! and Willamalane Swim Center

VOLUNTEERS

Received over 2,000 hours of volunteer labor on Bond projects, equivalent to $36,800 in labor costs.

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Strategic Priority Become more reflective of the diversity of our population at the leadership, staff and patron levels.

Team Members

Christine Crutcher, Dania Ballard, Terilyn Jacobs, Sara Andreason, Simon Daws & Tracy Kribs

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Executive Summary

Willamalane Park and Recreation conducted a robust needs assessment in 2016 to understand the recreation programming needs of people in the District and to be more reflective of the diversity of the population. The Strategic Priorities #4 Team, along with the University of Oregon’s Community Service Center, identified the following findings and themes:

Strengths

• Patrons are more satisfied with Willamalane services than they were in 2012.

• Patrons view Willamalane programs and services as high value.

• Most who participate in Willamalane programs and services are satisfied with the offerings.

Key Findings

• Increasing employee awareness is key to implementing diversity objectives; awareness can beleveraged to support further pro-diversity objectives

• It is necessary to develop an understanding of how to most effectively reach and meet theneeds of our growing Latino community

• Homelessness is an issue that affects many in our community. It is critical that the Districtexamines access opportunities for homeless children and families

• The District must develop signage standards to improve consistency throughout the Districtand ensure that our facilities meet the needs of diverse populations

Tools and Processes

The team reviewed resources such as:

• Springfield/Eugene demographicinformation

• Internal employment statistics• Recreational offerings/materials• Entity signage consistency

Based on greater community reflection goals, the team developed a Diversity Team Matrix for each of the following objectives:

• Latino population• ADA/Inclusion• Socio-economic barriers

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Objective 1: Latino Population

Tactic Resources Used & How Tactic Was Accomplished

Measure of Effectiveness Tools Utilized to Measure Progress &

Ensure Accountability

Signage-Translation Dedicated Funds: Some signage already exists at aquatic facilities

Duplicate existing signs, if applicable, for other facilities

Create new signs and post at all facilities

Track the number of Spanish-speaking patron attendance

Implement a Consumer Demographic Survey

Translation for: Website/ActiveNet, Forms, Recreation Guide

Dedicated funds: Translation has already been implemented on the website and recreation guide

Expand translation to remaining customer interface tools

100% translated recreation guide in five years

100% translated website in five years

Track number of Spanish-speaking patron attendance

Review customer interfaces for translation

Implement a Consumer Demographic Survey

Increase Spanish language speaking presence throughout consumer points of contact

Dedicated funds: Provide or support Spanish language classes (free to employees)

Encourage job-specific conversational Spanish training (free to employees)

Staff Spanish-speakers at high volume activities/events

Track number of Spanish-speaking employees

Collect Employee demographic data

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Continued Objective 1: Latino Population

Latino-focused community organization involvement

Willamalane representative participation

Community outreach (station Spanish-speaking ambassador, etc.) at community events

Number of invites or requested involvement in Latino-focused organizations

Representative status reports

Focus/Advisory Committee

Create a committee of Latino-focused stakeholders (patrons, staff, community organization representatives) to advise on how Willamalane can meet needs

Number of Latino patron attendance

Consumer demographic survey

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Objective 2: ADA/Inclusion

Tactic Resources Used & How Tactic Was Accomplished

Measure of Effectiveness Tools Utilized to Measure Progress &

Ensure Accountability

Signage Dedicated funds: Some signage already exists

Duplicate existing signs, if applicable, for other facilities/grounds or create new signs

Compliance rate of facilities and grounds to ADA guideline requirements

ADA signage guideline requirements

Employee Awareness Require all employees to take cultural awareness/respectful accommodations training (already available)

Successful competency score (to not taken/passed) rate

HR training records

Diversity Statement - Job Applications

Add a standard diversity/inclusion statement to job applications

Number of applicants that meet diversity or inclusion parameters

Application CS

ADA Transition Plan Dedicated funds: Work with CIP committee to identify and fund priorities. Seek grants.

All priorities are funded and addressed

Amount of grant funding

ADA transition plan/priority list

Financial system to record grant funding

Notes: Oregon Health Authority (OHA) strives to create inclusive environments that welcome and value the diversity of the people we serve. OHA fosters fairness, equity, and inclusion to create workplace environments where everyone is treated with respect and dignity regardless of race, color, religion, sex, disability, physical stature, age, national origin, sexual orientation, gender identity, marital status, political affiliation and any other factor applicable by state or federal law.

The Oregon Department of Education (ODE) is committed to searching for and sustaining a culturally, racially, ethnically, and linguistically diverse working environment. We are dedicated to hiring and retaining a diverse staff that blends expertise and interest in supporting every student in Oregon. The ODE understands that an authentic focus on equity, diversity, and inclusion in the work place will in turn create an engaging and talented workforce devoted to creating a better education system for Oregon.

The Oregon Department of Human Services is committed to affirmative action, equal employment opportunity and workplace diversity.

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Objective 3: Socio-economic

Tactic Resources Used & How Tactic Was Accomplished

Measure of Effectiveness

Tools Utilized to Measure Progress &

Ensure Accountability

Expand One-pass to 'established' homeless families/children.

Willamalane Foundation, partnering agencies, or dedicated funds: 'grant/scholarship' funding for an 'established' homeless family/children (i.e. G Street Oasis)

Participation count One-pass (scholarship) statistics

Low Income Discount General funding: Provide a discount to people who can demonstrate low income need if the scholarship amount is exhausted

Usage count Low income discount statistics

Scholarship Awareness

Publicity/marketing on scholarship program and organization commitment to community

Donation ask or scholarship fundraiser/event

Scholarship use

Scholarship donation revenue change

Scholarship use statistics

Scholarship donation revenue

Designated accompanying adult pass for children with a One-pass

General fund: Allow adult to accompany child for activity (child too young to participate alone and family can't afford additional fees)

One-pass participation count

Accompanying adult pass count

One-pass participation statistics Accompanying adult statistics

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Strategic Priority Generate operating efficiencies and increase data security through integrated administrative systems.

Team Members

Jana Weaver, Kory Holt, Jill Arendt, Nicole Gibson, Jeremy Peterman, Chelsea Clarkson, & Rachelle Owen

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Goal 1 Adopt software and practices that are consistent with Willamalane goals of efficiency and flexibility.

Goal 2 Develop consistent districtwide training standards and professional development opportunities.

Goal 3 Ensure the security of Willamalane’s information and communication resources.

What are the team’s specific actions or recommendations?

Goal 1 Recommendations: • Produce manuals consisting of agreed on standard operating procedures for departments or

positions. Annual training for staff on manuals or updates to manuals.

• Replace procedural "guidelines" with written polices as appropriate (e.g. a standardized refundpolicy).

• Work with front-line staff to gather input to submit to managers to finalize Standard OperatingProcedures, Policies and Best Practices.

• Develop an ActiveNet style guide for the training manual.

• Hire a consultant to conduct a software inventory and cost/benefit analysis to optimize ourefficiencies.

• Purchase software to centralize our programs (e.g. Time Keeper, WhenToWork, work ordersand internal administrative procedures).

Executive Summary

The purpose of this priority was to establish or discover what efficiencies can be gained from exploring options for streamlining and integrating our administrative systems to keep the District secure, reliable, and consistent.

What were the team’s efforts?The committee surveyed employees and held several focus groups, audits of systems, face to face survey’s to identify the current challenges and systems that are currently in place and then used the results to identify three goals and establish recommendations to help meet each goal.

What was revealed during your work?The committee discovered inconsistencies and deficiencies throughout work groups; multiple work order systems, lack of administrative processes with data and equipment security, inconsistent rentals and reservation processes and lack of cross training. Three goals were identified from the committee’s discovery and exploration;

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• Create an organizational system for shared drives.

• Develop online resources such as emergency contacts and SDS Sheets.

• Create a team to utilize WilllyWorkers for the central repository.

• Fully Implement ORMS.

• Create a committee of employees who would develop a standard replacement schedule for largeand small equipment.

• Develop policy for equipment/tool repair versus replacement, rental, etc.

Goal 2 Recommendations: • Develop a repository or a landing page with links for that information.

• Develop consistent and ongoing training for rental/reservation staff.

• Develop training procedure manuals for new hires that include: required district-wide trainingswith a timeline for completion; required job-specific trainings with a timeline for completion; anda "Willamalane Orientation" strategy for the 6-month probationary period.

• Develop a library of on-line videos for frequently asked questions (e.g. how to do a mail merge;how to print labels on the copier).

• Develop a cross training and mentorship program.

• Create a staff position dedicated to developing and implementing a strategic approach to staff jobtraining, cross-training and professional skills/development opportunities.

• Identify positions and departments for which cross-training staff would increase efficiency (e.g.cross-train recreation ALs to assist with different programs).

• Research job training and cross-training approaches used for businesses and organizations ofsimilar size and complexity as Willamalane. Specific areas of interest are best practices forfinancial management and customer service

• Develop professional development/cross-training procedural manuals for appropriatedepartments.

• Identify staff able to serve as in-house content mentors.

• Develop an inventory of external professional development/training programs that could benefitWillamalane staff in different departments and at different levels

• Develop a strategic approach to core staff trainings so that new hires can complete all requiredtrainings in-house within their 6-month probationary period online.

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• Research, document and keep current the benefits/outcomes, cost and timing of local andregional conferences, on-line courses, videos, certification programs, trainings and seminars.

• Develop policy for equipment/tool repair versus replacement, rental, etc.

Goal 3 Recommendations: • Develop a policy for Passwords to ensure data security.

• Implement network controls to prevent websites from remembering usernames and passwords.

• Formulate a strategy using a combination of software and manual investigation to uncover digitaland physical risks, the likelihood of the risk, and solution for the risk by conducting a networkrisk and security assessment.

• Develop a policy specifying PIN policies for users of District cell phones and maintain locationservices in case phone is lost/stolen.

• Private and public resources kept separate.

• Develop a policy for securing credit card swipes, barcode scanners, laptops, etc. for times whenstaff may not be present.

• Implement a proximity card system that is used to access all district doors, gates, etc. This willfacilitate easily disabling access when employee terminated.

• Obtain software that blocks, mitigates, and tracks zero day malware and enhances email spamfiltering.

• Process for opting out of communication process procedure or cheat sheet when patrons do notwant to be communicated with.

• Develop a policy that strictly prohibits district employees from writing customer credit cardinformation on paper where it can be seen by others or potentially stolen.

• Develop a plan utilizing cloud disaster recovery services to maintain a copy of critical Districtdigital information in case of natural/catastrophic events.

What work is remaining and the any known timeline to complete the work?

Goal 1: The timeline begins in FY 18/19 through FY21 and the cost is primarily staff time. The other recommendations would need an RFP for software and a progressive cost for 3 years to fully implement ORMS.

Goal 2: Proposed to start in FY 18/19 through FY20. Staff time would be the cost of completing this goal.

Goal 3: Proposed to start in FY 18/19 and be fully implemented in FY21. An RFP and quotes would be needed for proximity cards and security software.

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INFORMAL TECHNOLOGY USAGE INVENTORY

• Empower• When2Work• Google Drive/Google browser• Outlook• Outlook• Airtable• Snipping tool• ActiveNet• Adobe PDF• Lync• Cityworks• Neogov• Navision• Spiceworks• Arc GIS• Microsoft Office Suite• Windows 10• Dropbox• Adobe Acrobat Pro• Adobe Photoshop• Galaxy Digital• ORMS• Salesforce• Google Drive• Google Earth

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Recommendations

Matrix

Strategic Priorities 1 through 5 with approximate budget requirements.

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Willamalane Park and Recreation District

Strategic Priority Recommendations Matrix

Strategic Priority

Position Willamalane as a desirable place to work where employees have a high level of work satisfaction.

Recommendations Assigned Staff Time Frame Performance Measures Budget Requirements

Reporting

I. Internal Communication Strategies

a. Launch an internal socialnetwork

Great Place to Work Committee

Establish within year 1, then ongoing

Staff participation and increase in internal engagement

Staff time, possible costs for events or initiatives

6-month check,work withCommunityEngagementY1: Q3

b. Develop communicationpolicy and educate staff

Departments Management Team

Current, ongoing

Increased internal awareness of current issues and projects, measured by 2019 BBR Survey

Staff time, cost for BBR Survey results, approximately $5,000/yr

Monthly superintendent reports

c. Formalize timelines andresponse times

Departments Management Team

Establish within year 1, then ongoing

Increased internal awareness of current issues and projects, measured by 2019 BBR Survey

Staff time, possible cost for an internal communication app, about $500/yr

Reported results and policy updates

d. Improve departmentalcommunications,including teamagreements, staff meetingstructure and emailresponse

Departments Management Team

Current, Ongoing

Increased efficiency in department meetings and communication

Staff time Continued evaluation by department

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Recommendations Assigned Staff Time Frame Performance Measures Budget Requirements

Reporting

II. Employee Engagement and Trust in Management

a. Promote engagementwith Board of Directors

Great Place to Work Committee

Ongoing More opportunities for meeting/interacting with board members, intangibles measured by 2019 BBR Survey

Staff time New opportunities and events scheduled

b. Encourage staffinvolvement and provideopportunities for input,particularly whenplanning major changes

Departments Management Team and Great Place to Work Committee

Current, Ongoing and Situational

Increased internal awareness of current issues and projects, measured by 2019 BBR Survey

Staff time, possibly cost of staff incentives

Policy updates for staff feedback and input

c. Set expectations forLeadership Forum andhold membersaccountable to the samestandards as other staff

Departments Management Team

Establish immediately, then ongoing and evolving

Consistent policy and protocol for all – measured by the 2019 BBR Survey

Staff time Policy updates

III. Equitable Promotion and Advancement

a. Establish “pipeline” tosupport advancementfrom part-time/seasonalemployment to full-time

HR/Committee Evaluate within year 1, then evolve and maintain

Increased opportunity for current staff to be competitive for full-time positions

Staff time, possible external research

Requirements created and published

b. Identify steps within eachjob title (I vs. II vs. III, etc.)and create measurableframework for promotionto minimize stagnation

HR/Committee Work to establish within two years

Measurable levels of advancement within job titles, quantifiably defined

Staff time, possible external research

Committee updates

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Recommendations Assigned Staff Time Frame Performance Measures Budget Requirements

Reporting

IV. Treatment by Supervisors and Managers

a. Require Supervisor andManager training incritical conversation,leadership,communication

Departments Management Team

Current, evolving with new position

Proof of completion for trainings

Staff time, possible contracted training costs

All supervisors and managers have training by a set date

b. Cross-departmentaltraining betweensupervisors to improveconsistency

Great Place to Work Committee HR/Committee

Current, evolving with new position

Creation/execution of “Supervisor Summit” or similar methods of cross-departmental information sharing

Staff time, event or retreat costs

Committee updates based on goals

V. Opportunities for Increases in Pay and Benefits

a. Revisit starting pay andrelationship to Cost ofLiving/minimum wageincreases

HR/Committee Current, continue to evolve

Comparative results with similar agencies

Staff time, possible pay increases

b. Address staff approachingmaximum limits of payrange

HR/Committee Begin external research within 2 years

New options for long-term staff

Staff time, possible pay increases

c. Research options foradjusting time off systeminto Bulk Paid Time Off(PTO)

HR/Committee Begin external research within 2 years

Dependent on research and WPRD decisions

Results reported and changes made accordingly

d. Host regular benefit andcompensation reviewsessions

HR/Committee Current, Ongoing

Increased internal understanding and utilization of existing benefits. Measurable by 2019 BBR Survey.

Staff time, possible cost of external specialist

Regular sessions scheduled and communicated

VI. Opportunities for On-Site Training

a. Stabilize StandardOperating Procedures,onboarding materials andprotocols

HR/Committee Established, continue to evolve

Centralized and concise onboarding procedures and materials

Leadership Forum updates and policy updates 59

Staff time

Staff time

Recommendations Assigned Staff Time Frame Performance Measures Budget Requirements

Reporting

b. Frontline StaffDevelopment Program

HR/Committee, Department Heads

Established, continue to evolve

A base program created which can be specified to department needs

Materials and procedures created, Leadership Forum updates

c. Mid-level and SupervisorDevelopment Program

HR/Committee Current, ongoing

Internal staff prepared for supervisory duties based on development program

Requirements for current and prospective supervisors

VII. Discipline and Termination for Poor Performance

a. Refine disciplinaryprocesses and protocols;Provide training forSupervisors and Managers

HR/Committee Begun, continue to establish and revise

Concise and procedural documents and instructions for disciplinary action, mandatory training for supervisors/managers

Staff time Leadership Forum and policy updates

b. Develop formal templatesfor documentingwarnings, write-ups, andwork plans

HR/Committee Begun, continue to establish and revise

Fillable documents created and made available, situation specific

Staff time Leadership Forum and policy updates

VIII. Teamwork, Cooperation, and Fun at Work

a. Establish and maintain aGreat Place to Workcommittee to overseeemployee recognition andteam-buildingopportunities

SP#1 Team Establish within year 1

Creation of committee and recruitment of members. Definition of a committee mission

Staff time, program or event costs, ongoing

Committee updates, mission and goals

b. Empower and educatesupervisors on creatingteam-building andinvolvementopportunities on adepartmental and teamlevel

Great Place to Work Committee

Establish within year 1

Internal training sessions focused on implementable ideas and options

Staff time, possible event, specialist or retreat costs

Total Anticipated Cost ……………………………………………….………………………….. $5,500/yr, plus staff costs

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Staff time

Staff time

Strategic Priority

Systematize and fund a comprehensive maintenance and reinvestment plan for physical assets to ensure high quality parks, facilities, and operations.

Recommendations Assigned Staff

Time Frame Performance Measures Budget Requirements

Reporting

I. Asset Inventory

a. Scoping andImplementation –Attributes and proceduresfor data entry,maintenance, reporting

Management Team rep., Finance Div. rep., program managers, facility managers

9 – 12 months (inventory scoping and implementation)

Periodic inventory statusand audit reports thatidentify existing supplylevels, utilization trends,asset maintenance, assetcondition, and purchasingcost-effectiveness.

$5,000 to$10,000 forinitial softwarepurchase,assumingexistingCityworksmodules arenot adequate.

$10,000 forconsultantservices

Additionalannual servicefees dependingon softwarepackage – TBD.

Internal reports, as needed, for relevant departments. Information would include those items noted under “Performance Measures.”

II. Maintenance Standards

a. Uniform Metrics –Performance, cost, safety,sustainability/conservation

Planning, Parks, and Facilities Director; Facilities and Operations Manager; Park Services Manager; Structures

12 months (preparation of maintenance standards)

Will be tailored to fitspecific characteristics ofthe asset, but generallyaddress performance, cost,safety, andsustainability/conservation.

Periodic reporting on assetcondition; maintenanceand replacement costs;

Internal reports, on a generated on a quarterly basis. Information would include metrics noted under “Performance Measures.”

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No external costs. Staff will research and prepare standards. Monitoring and reporting to be integrated into existing workloads and position duties.

Recommendations Assigned Staff

Time Frame Performance Measures Budget Requirements

Reporting

a. continued Manager; Aquatics Supervisor; Building managers

safety, functionality and sustainability benchmarks.

Reports should be generated to coincide with and inform annual budget planning.

III. Schedule for Maintenance and Replacement

a. 3 “Level of Care” Tiers –Pending failure, non-essential, preventative

Facilities, Structures, Landscape and Grounds Program Managers. Maintenance staff.

12 – 18 months Timeline to createinventory of existingassets, create level of careranking for each asset.

Create timeline to developSOP for on-boarding newassets.

Data to be entered into acomprehensive database,possibly utilizing existingGIS software.

Internal reports, generated on a quarterly basis, for use in maintenance schedule planning in coordination with regularly generated “maintenance standards” status reports.

IV. Maintenance Staffing and Organizational Structure

a. Systems-based – correlateto assets and “Levels ofCare”, seasonality

Facilities, Structures, Landscape and Grounds Program Managers, Maintenance Personnel

Identify currentstandards – 1month

Evaluateeffectiveness ofcurrent standardsto meet facility,park and publicneeds – 3months.

Update standardsas necessary,develop new

Determine timelines for:

Review documentation oflabor hours to maintain andoperate at currentstandards and levels ofcare.

Research and comparestandards and levels of careof similar agencies,measure against industrystandards.

Identify criteria to developwritten standards, create

TBD External reporting on staffing levels, issued in conjunction with annual budget proposals to the Board of Directors. Findings and recommendation based on “maintenance

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TBD - Possible use of interns to perform inventory of existing assets.

Recommendations Assigned Staff

Time Frame Performance Measures Budget Requirements

Reporting

a. continued standards and levels of care – 3 to 6 months

Determinerecommendationsto adjust staffingandorganizationalstructure tomaintainstandards andoptimum staffinglevels. Timeline –TBD

new standards as necessary.

Develop schedule toreview standards.

Review existingmaintenanceschedules.

Create schedule ofpreventivemaintenance for alldistrict assets.

standards” reporting.

V. Asset Maintenance and Replacement Funding Plan

a. Funding “Triple Play” –Monetary incentives,“replacement funds”,purchasing andreplacement (budgetneutral or better)

Facilities lead 60 days, then on-going

Using the asset inventory,Identify equipment that isnearing end of life and/orareas for energyconservation.

Identify all incentiveprograms that Willamalanequalifies; for example,Energy Trust of Oregon,Local Utility, grants etc.Looking into all areasHVAC, Electrical, Lighting,Mechanical equipment,Building Infiltration,controls, retrocommissioning, etc.

Create an data base thatidentifies minimumrequirements for incentiveprograms and facilities that

Staff time Internal and external reporting on an annual basis that identifies funding efficiencies secured over the prior 12 months. Should coincide with annual budget preparation process to highlight new revenue streams.

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Recommendations Assigned Staff

Time Frame Performance Measures Budget Requirements

Reporting

a. continued meet the requirements and align with the conservation effort.

Assign upkeep of thisdatabase to a supervisor infacilities.

Look into giving prioritypoints for CIP Projects thatwould qualify forincentives.

Finance and Budget Heads

4 months Research the impacts ofsetting aside a percentageof facility rental revenue tofund future facilityimprovements ormaintenance with theability to carry over fundsfrom year to year.

If able to, what is theappropriate percentageand how does that impactcurrent budget practices.

Staff time

CIP Committee

2 months Reformat the CIP Processto give more value toprojects that will savemoney in the future.

Require a demonstration ofthe saving (i.e. reduction infees, staff time, etc).

Look at a way to encouragethe concept in theapplication process for allCIP submissions.

Staff time

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Recommendations Assigned Staff

Time Frame Performance Measures Budget Requirements

Reporting

VI. Evolution of District Facilities

a. Community Visioning –Bi-annual surveys,5-year“Road Shows”

Recreation Services Director; Planning, Parks, and Facilities Director; Community Engagement

3 – 6 months (preparation of bi-annual surveys and “Road Show” template

Bi-annual surveys will focuson community satisfactionwith park, facilities, andservices.

“Road Shows” will seekinput on communitydesires for new parks,facilities, and services toinform capital investmentand programmingdecisions, as well as bondmeasure campaigns.

$5,000 to$10,000 forconsultantservices toprepare,administer,and assess bi-annualsurveys.

$2,000 to $5,000 to prepare “Road Show” PR pieces, conduct community engagement events.

Summary reports of the survey findings, shared internally and externally.

b. Programmatic O&MAudits – Before capitalconstruction and afternew programs

Recreation Services Director and supporting staff; Planning, Parks, and Facilities Director and supporting staff

1 – 3 months (preparation of audit templates)

Maintenance cost metricswill inform decisions todevelop new parks andfacilities based onprojected tax revenues.

Programmatic audits willidentify internal supportcosts incurred to initiatenew recreation services, tobe factored into “Year 2”continuation of servicesand cost recovery models.

Staff time Internal reports, generated as needed, that document maintenance and support costs of new programs and facilities.

Total Anticipated Cost …………………………………………………………………………………………………..… $35,000

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Strategic Priority

Expedite completion of current bond-funded capital projects and nurture public trust through frequent updates on progress and successes.

Recommendations Assigned Staff Time Frame Performance Measures Budget Requirements

Reporting

I. Develop Project Timeline

Eric Adams & Kristina Koenig

Update by July 15, 2018

Complete the remaining projects on-time.

Staff time Already complete

II. Improve Internal Communication/Awareness

a. Market the completion ofprojects within our facilities

Community Engagement

Ongoing: Will include the fact sheet/infographic (below)

Bond Measure posters already in facilities

$200 Printing costs Track progress via AirTable

b. Develop a fact sheet reflectingstatistics on District’saccomplishments

Kristina Koenig

Will send draft to Community Engagement once board approves. Completion date of November 15, 2018

To be distributed to all staff, poster in each facility, mention on all social media as well as current website

$30 Printing cost Monthly check in and the track via AirTable

III. Create a Construction Web Page

Community Engagement and Revize

January 1, 2019 the district will roll out the new website

Can monitor click traffic No additional cost - incorporated intobuild of the newwebsite as per KateR.)

Annual CE and Revize check in (bi-weekly)

IV. Develop a Joint Marketing Campaign/Public Celebration for Bond Completion and District 75th Anniversary for Fall 2019

SEOR and Community Engagement

Marketing plan: September 2018 Event: September 2019. Completion

Marketing plan to include: Reader boards, rec.guide feature, reach screens,

Marketing: $1,500 for facility banners, $1,000 for kiosk printing,

Weekly updates by CE Supervisor and SEOR PM

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Recommendations Assigned Staff Time Frame Performance Measures Budget Requirements

Reporting

IV. continued will coincide nicely with 75th anniversary of the District

Register Guard/Eugene Weekly full page ads, banners for each building, updated park kiosks, t-shirts for staff (walking advertisements), possible buswraps/billboards

$4,400 for 5 bus wraps queen exterior for a season, $5,500 for interior cards in 110 busses, $3,500 for t-shirts, $1,500 for print ads.

Event: $5,000 for food, $2,000 music and activities - Budgeted

during department head meeting. We will also track via AirTable

V. Identify Future Bond Goals

Board, Management team, Willamalane Park Foundation, Possible community outreach

Ongoing Staff time Board discretion as to how this will be reported

Total Anticipated Cost ………………………………………………………………………………………………………. $17,630

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Strategic Priority

Become more reflective of the diversity of our population at the leadership, staff and patron levels.

Recommendations Assigned Staff Time Frame Performance Measures Budget Requirements Reporting

I. Reach Latino Population

a. Increase District’s Spanish-speaking presence

Key Recreation Staff

3 Years Increase number of Spanish-speaking employees.

$2500 annual ($21 per hour for instructor, 8 week course 2 times/year)

Annual check in at start of Q 4 to plan the next year

b. Improve Spanish languagesignage

Program Managers

6 months Increased number of Spanish-speaking patron attendance.

Facilities: $2000 Parks: $6900

Quarterly check in

c. Expand Spanish languageprint and web-basedmaterials

Community Engagement

2 years 100% translated recreation guide in five years. 100% translated website in five years. Number of Spanish-speaking patron attendance.

In progress for 2018-2019 fiscal year.

Check in with Community Engagement During rec guide development

d. Latino-focused communityorganization involvement

Management Team

6 months Number of invites or requested involvement in Latino-focused organizations.

Share monthly with team re: opportunities

II. Improve Approaches to ADA/Inclusion

a. Improve accessibilitysignage

Inclusion Coordinator and Program Managers

6 months Compliance rate of facilities and grounds to ADA guideline requirements.

$7500 for Parks and Facilities

Report installation in Super’s Report

b. Provide employees withrespectfulaccommodations training

Human Resources

3 months Employees acknowledge understanding of respectful accommodations in our programs and facilities.

Training available on Willy Workers. No cost.

Maintain completion in the HR reporting matrix

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Recommendations Assigned Staff Time Frame Performance Measures Budget Requirements Reporting

c. Add a diversity/inclusionstatement to jobapplications

Human Resources

3 months Increase number of applicants that meet diversity or inclusion parameters.

Staff time Review and finalize for apps in Neo-GOV

d. ADA transition plan

P&D/Parks

5 Years ADA transition plan and financial system to record grant funding.

Increase of approx. $30,000 per year based on budget availability

Quarterly meetings to review progress and report to management

III. Consider Socio-Economic Barriers

a. Provide discounts tofamilies with demonstratedneed

Program Managers

6 mo. Increase usage based on participation count.

TBD—Based on each program.

Report usage of programs in Super’s Report

b. Scholarship awareness Community Engagement

1 year Increase participation. Staff time Review and have info ready for guides

Total Anticipated Cost ………………………………………….………………………………………………………… $318,000

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Strategic Priority

Generate operating efficiencies and increase data security through integrated administrative systems.

Recommendations Assigned Staff Time Frame Performance Measures Budget Requirements Reporting

I. Adopt Software and Practices that are Consistent with Goals of Efficiency and Flexibility

a. Finalize standard operatingprocedures, policies andbest practices

Program Managers and Admin Staff

Year 2 Committee meets to create, revise, and standardize procedures for implementation. Quarterly reviews to evaluate if the new operating procedures are working and make changes as necessary. Final success would be measured by increased customer service and ease through the process and consistent practices.

Staff time Leadership Forum updates

b. Hire a consultant toconduct a softwareinventory and systemstesting and cost/benefitanalysis

Information Services

Year 1 Determine if we go internal for survey and cost benefit analysis or external. Based on final report, meetings with staff and stake holders, roll-out and fold-in of current or new programs. Training on updates and/or new programs. Develop policy on software functionality/position and or department.

$4,800 Summary reports shared of the survey findings

c. Develop policy forequipment/tool repair vs.replacement vs. rental

Mechanic and Program Managers

Year 1 A matrix that allows staff to make fiscally responsible decisions.

Staff time Reported results at Leadership Forum and policy updates

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Recommendations Assigned Staff Time Frame Performance Measures Budget Requirements Reporting

II. Develop Consistent Districtwide Training Standards and Professional Development Opportunities

a. Develop training programand manuals for new hires

Human Resources

Year 1 New staff know what is expected of them and the steps needed to grow into the position they are hired for with knowledge of where and how to access the tools they need.

Staff time Continued evaluation by Human Resources on effectiveness with reports for Leadership Forum

b. Develop a cross trainingand mentorship program,including proceduralmanuals

Human Resources and Program Managers

Year 2 Staff are confident in their positions while being encouraged to learn new skills which results in job satisfaction.

Staff time Internal Survey every 6 months on effectiveness with reports for Leadership Forum

c. Create/identify a positiondedicated to developingand implementing astrategic approach totraining.

Human Resources & Leadership Task Force

Year 1 Identifying key staff to help create a training curriculum to implement during new hire and throughout the year for staff to give employees tools to be efficient and effective in their positions

Staff time Requirements for current and new supervisors upon implementation and within 3 months of hire.

III. Ensure the Security of District Information and Communication Resources

a. Develop administrative andsecurity procedures

Information Services

Ongoing Standard Operating Procedures and expectations are developed by the IS team to help give process and guidelines so the IS department is organized and has an accurate inventory of equipment and a known process to give employees

Staff time Leadership Forum and evaluated on a yearly basis for updates.

b. Implement a proximity cardsystem that is used toaccess all district doors,gates, etc.

Information Services and Program Managers

Year 2 Full roll out of system include software set up on server and installation of door controllers, purchasing of

$16,200 Weekly updates and timeline established by IS

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Recommendations Assigned Staff Time Frame Performance Measures Budget Requirements Reporting

b. continued proximity cards and issuing it out. Training supervisors and staff on the system function to going live with the system.

Analyst and ASD. Track through Spiceworks

c. Develop a plan utilizingcloud-based disasterrecovery services tomaintain a copy of criticalDistrict digital informationin case ofnatural/catastrophic event

Information Services

Year 1 Check in with vendor for reputable cloud provider and successful transfer repository on the transfer. Successful migration would be synchronizing data between our private to the public cloud. An offsite secure storage for district data.

$14,580/year Requirements created and published. Internal reports, generated as needed, that document progress and costs of new provider and system.

Total Anticipated Cost …………………………………………………………………………………………………….. $35,580

Estimated Budget Requirements*

Strategic Priority #1 …..…..…………………………………………………………..……………………………………….$5,500

Strategic Priority #2 .…………………………………………………………………………………………………………..$35,000

Strategic Priority #3 .…………………………………………………………………………………………………………..$17,630

Strategic Priority #4 .………………………………………………………………………………………………..……….$318,000

Strategic Priority #5 .…………………………………………………………………………………………………………..$35,580

Total Cost $411,710.00

72 * Based on budget availability

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