FY16 Department
Director Work and
Performance Plan
JAMES R.GARGES, CPRP PARK & RECREATION DEPARTMENT
MECKLENBURG COUNTY GOVERNMENT
SECTION 1: DEPARTMENT KEY INTIATIVES
Key Initiative #1: Increase Cost Recovery & Household Program Participation
Description:
Increase overall cost recovery/revenues of the department and increase household program participation.
Rationale:
Public awareness of P&R facilities and services continues to decline. This is having impacts throughout the
department and directly impacts both goals of this initiative. There is a tremendous need for a professional
marketing team within P&R. We are the only department of our size and scope of services throughout the
nation with no true marketing. While PI provides services such as press releases, the department is unlike any
other county department in terms of the need to strategically market revenue producing facilities, programs,
and events. The department currently brings in approx. $6M in revenues – from facility and shelter rentals, to
memberships and admissions, to fee based programs. While significant, both staff and our consultants believe
this can be increased via a marketing team and strategic marketing effort.
The updated P&R master plan calls for an aggressive and ambitious goal of raising cost recovery for the
department to 35% of overall funding. While it is unknown if this goal is achievable, it is certainly worthwhile
to strive for it, and if even the 35% goal is not attained it is strongly believed that any funding for marketing
will more than cover the expenses for the initiative. Additionally, the master plan calls for increasing
household program participation from the current 21% level to 30%. Marketing efforts will be critical to both
of these linked department goals.
An example of a non-existent marketing program is Ray’s Splash Planet. Pre-recession Ray’s had a dedicated
marketing budget of $80,000. As those funds were decreased, and eventually eliminated, there was a direct
impact on revenues.
Fiscal
Year
FY08
FY09
FY10
FY11
FY12
FY13
FY14
RSP Total
Revenue
$681,406
$643,585
$594,829
$597,813
$580,985
$562,204
$563,552
Marketing Funds allocated
just for Ray’s Splash Plant
$80,000
$70,000
$30,000
$0
$0
$0
$0
Daily Admission, Group
visits & Program Revenue
$461,406
$421,295
$395,852
$371,474
$374,644
$348,237
$364,100
There is no reason why some, if not all, of this revenue and awareness can’t be re-captured or attained through
a renewed strategic marketing effort for this facility, and accountability be placed on the marketing team.
In FY16 the department completed a marketing analysis by two of the most well-known and successful P&R
marketing individuals, Gary Packan and Ryan Hegreness with Arlington TX P&R. This analysis was a FY15
department initiative. They (as well as PROS consulting, the master planning consultant) concluded that
Mecklenburg County P&R should make significant investments in marketing. The consultants noted social
media marketing is just one aspect of where the department is greatly lacking. Their recommendations
included a 4 year plan to begin a marketing team and initiative, starting with no less than 3 FT positions and an
$80,000 budget and growing into an eventual marketing team of 7 positions and a budget of $97,000.
Completion Date:
FY18
Updates/Project Milestones:
• Spring 2015 - Marketing analysis completed.
• FY16 – Investigate opportunities to begin some marketing with existing resources.
• FY16 - Develop a three year action plan to implement elements of the marketing analysis.
Outcome/Measures:
Performance Rating:
Executive Team Comments:
[add rating here]
Key Initiative #2: Increase Access to Public Recreation
Description:
Increase access to public recreation amenities from 15.47% of the population to over 16% with strategies that
include opening new facilities in current gap areas and acquiring land for future parks in gap areas.
Rationale:
A broad department goal is to increase access to public recreation amenities. Research has shown that access is
key to the myriad health and social benefits of parks. For instance, living close to parks and recreation facilities
is consistently related to higher physical activity levels for both adults and youth. One study showed children
living within 1/2 mile of park or playground are 5 times more likely be a healthy weight, rather than
overweight, as compared to children who didn’t have a park nearby. Another 3-year study concluded children
have a much better chance of avoiding the obesity epidemic if they live in neighborhoods where they can
safely bike, walk and have access to parks. Significant health care cost savings are realized by individuals
living near parks and utilizing them.
A detailed analysis by GIS in 2014 found that 15.47% of county residents can walk to a public recreational
amenity within 10 minutes or ¼ mile. This was an actual walk to/walk time analysis which took into account
barriers (such as highways, etc.) and the actual physical entrances to recreational sites. Parklands currently
undeveloped with no amenities were excluded from the analysis, as were golf courses. It included all
developed parks and nature preserves as well as all greenways accesses.
In FY16 the goal is to steadily increase the % of the population with “walk to” access to some type of
recreational park, nature preserve, or greenway. The GIS analysis will be recalculated in June 2016. Critical to
the success of this initiative is the opening of new parks in currently underserved “gap” areas.
Completion Date:
June 2016
Updates/Project Milestones:
As stated, the success of this initiative is the opening of new parks in gap areas. Milestones are centered
around the following opening of new parks, preserves and greenways in FY16:
•
•
•
•
•
Aug. 2015 – open Wesley Heights Greenway
Oct. 2015 – open Berewick Park and Reid Neighborhood Park
Dec. 2015 – open First Ward Park and Hampton Place Connector on Clarks Creek Greenway
April 2016 – open Flat Branch Nature Preserve
Ongoing – acquire parkland for future parks, greenways, and nature preserves in gap areas
Outcome/Measures:
• By June 2016 public access increases to at least 16% of the population.
Performance Rating:
Executive Team Comments:
[add rating here]
Key Initiative #3: Increase Fitness & Wellness Programming
Description:
Increase successful Fitness and Wellness program offerings by 5%
Rationale: Per the priorities indicated in the Community Needs Assessment Survey for Recreation Programs,
households ranked “Adult Fitness and Wellness Programs” the highest out of 22 program categories. Over
181,000 households have a need for these types of programs.
Per the County Health Rankings and Roadmap Programs, 24% of adults in Mecklenburg County are obese.
The Mecklenburg Community Health Assessment indicates that the rise in overweight and obesity rates in this
country over the past 30 years, especially among children, have increased the need for improved nutritional
and physical activity programs to offset this and related risk factors for chronic conditions.
The goal of this initiative is to strategically look at and review existing department program offerings. Using
data from current and program offerings, assess and reallocate resources as appropriate to expand Fitness and
Wellness offerings, as well as use data to eliminate or decrease less successful programs while expanding
programs in other areas. Additionally, the department will begin to train existing staff in high demand areas
(such as group fitness instruction.) and target these skills and certifications in new hires. By training and
certifying staff we will build capacity to offer an increased number of fitness programs, raise participation
numbers and frequency of residents in fitness programs, decrease the need for contracts for instructors, and
increasing the overall health and wellness of Mecklenburg County residents.
Completion Date: June 30, 2016
Updates/Project Milestones:
• Fall 2015 – detailed review of existing programs. Elimination of programs in “decline” stage.
• Winter 2015 - Train 15 Recreation Specialists as certified ACE (American Council on Education)
group fitness instructors.
• Spring/Summer 2015 – expand and offer 5-10% more adult health and fitness group programs
compared to 2014 levels
• Ongoing - Recruit and target recreation specialists with health and fitness certifications
• Ongoing - Identify partners, services, and resources to assist with goal of increasing physical activity
and improving dietary habits
• Ongoing - Infuse nutrition, fitness, and wellness elements into applicable programs, both internal and
contracted
• On-going - Continue efforts to install outdoor fitness zones (outdoor fitness equipment) in strategic
locations (as identified in a Trust for Public Land analysis in FY14).
• On-going - Continue the free swim lesson program at county swimming pools.
Outcome/Measures:
• 5-10% more adult fitness programs offered and run by June 30, 2016
• Provide free swim lessons to another 2,000 youth in FY16.
Performance Rating:
[add rating here]
Executive Team Comments:
Key Initiative #4: Fiscal Management, Contracts & Internal Business Process Improvement
Description: Fiscal Management and Internal Business Process Improvement - Ensure fiscal compliance
with generally accepted accounting principles, state statutes, county and department policies and procedures to
include developing efficient processes and providing learning opportunities.
Rationale: To maintain a cost effective high performance organization we must develop and deliver regular
education opportunities for staff to learn the basics and fundamentals in preparing and processing financially
related transactions. Areas of highest risk include cash handling, performance contract preparation, and using
Active Network reservation system. Required attendance will be required for certain learning sessions.
Completion Date: Implementation summer 2015. On-going/routine trainings throughout FY16
Updates/Project Milestones:
• July 2015 – contract compliance training created
• July-Aug 2015 – all managers and staff that initiate contracts to attend mandatory training
• Ongoing – quarterly trainings as needed for new hires/new managers
• Ongoing – all staff trained in cash handling (training created in spring 2015)
Outcome/Measures:
• Exemplary scores – BEST and FAST
• High rating for P&R fiscal staff on internal customer satisfaction survey
• Satisfactory audit reviews and follow-up by both P&R department internal and external auditors
Performance Rating:
Executive Team Comments:
[add rating here]
Key Initiative #5: Deferred Maintenance
Description:
Address highest needs of Deferred Maintenance backlog.
Rationale:
Deferred maintenance needs arise from assets not receiving the capital repairs or upkeep necessary, over and
above daily/routine maintenance. Due to funding constraints resulting from the recent recession, many assets
of the department (fields, courts, buildings, fences, playgrounds, bathrooms, and various park amenities) have
exceeded their lifespan and/or have been damaged, resulting in much needed repairs or replacement. Currently
the department has approximately $18.5M in deferred maintenance needs.
The deferred maintenance backlog of needed projects is expected to grow $3.9M in FY16 and another $3.1M
in FY17. On average it grows $3.5M per year. In FY16 the department has been allocated $1M in operational
funding and $4.288M in capital funding to address the backlog of deferred maintenance projects. The $1M will
be prioritized and monies spent by June 30, 2016. The $4.288M will be used to address all deferred
maintenance issues at Freedom Park, Latta Plantation Nature Preserve, Ramsey Creek Park, Hornet’s Nest
Park, and Sugar Creek Park. The combined $5.288M will address numerous deferred maintenance issues and
take a large bite out of the existing needs. Milestones are listed below.
Completion Date:
June 30, 2016
Updates/Project Milestones:
• All repairs and equipment purchased by June 30, 2016
• Freedom Park – Restroom replacements, tennis court repairs, playground replacement, suspension
bridge and trail repair, and drainage repairs
• Latta Plantation – Restroom replacement, shelter replacements, storage and maintenance compound
replacements, barn renovations, trail repair and renovations, and repairs to fishing pier.
• Ramsey Creek Park – Restroom replacement and repairs to boat docks and fishing piers
• Hornet’s Nest - Playground replacement & ballfield lighting replacement
• Sugar Creek - Restroom replacement and drainage repairs
Outcome/Measures:
• Increased customer satisfaction with park facilities
• Deferred maintenance backlog of repairs decreased by nearly $2M by the end of FY16.
Performance Rating:
Executive Team Comments:
[add rating here]
3-Year Department Strategic Business Plan (FY17-FY19)
Description:
Create a 3-Year department strategic business plan that incorporates department initiatives
(including those aligned to Mecklenburg Livable Communities Plan), identifies upcoming
business imperatives and links initiatives to the budget process.
Rationale:
Department strategic business planning is essential to outlining departmental goals, strategies
and measures that will serve as the guiding document for budgeting from FY17-FY19.
Completion Date:
January 2016
Updates/Project Milestones:
August 2015: “Train-the-Facilitator” training
September 10, 2015: County Manager’s Strategic Planning Retreat
September – January 2016: Departments Draft Strategic Business plans
Outcome/Measures:
Successful completion of a 3-Year Strategic Business Plan for FY17-FY19