Parks & Open Space Department Business Plan

Transcription

1 Parks & Open Space Business Plan August 31, 2010

2 This plan is a living document that captures planning work that has been conducted to this particular point in time. This document will be updated throughout the life of the plan ( ) as required to reflect our changing business environment. This department business plan is a part of the overall strategic management system at the City of Regina. It takes direction from the corporate strategic plan, Accelerating Excellence , and the 2010 refresh of the corporate strategic plan and the division business plan, and will inform branch plans within this department, and across this division and the rest of the organization. Parks & Open Space 2

3 Table of Contents Table of Contents...3 Message from the Director...4 Introduction...5 Purpose...5 Background...5 How the business plan was developed...5 Overview...7 Mandate...7 Role...7 Organizational Structure...7 Values...8 Environmental Scan...10 Accomplishments Financial Considerations...12 Priorities...13 Vibrant...13 Inclusive...16 Attractive...17 Sustainable...18 Harmony...21 Opportunity...22 Best Run...22 Appendices...28 Appendix 1: Structure...28 Appendix 2: Detailed Action Plan...29 Appendix 3: Budget Highlight/Financial Considerations...32 Parks & Open Space 3

4 Message from the Director I am pleased to share the edition of the Business Plan for the Parks & Open Space. This Plan clarifies our connection to the Council s Vision and the Corporate Strategic Plan Accelerating Excellence, and will serve as a blueprint to guide our actions over the next three years. It also shows how the work we do, as an integral part of the Community & Protective Services Division, makes life better for people in Regina. Our Business Plan establishes the line-of-sight between the Vision and Corporate Strategic Plan on one end, and the contribution made by each individual employee on the other. Our Development Evaluation (PDE) enables each of us to make the connection between our day-to-day work and the City s vision. Branch and section (work unit) plans will further clarify the connection between the departmental business plan and the individual PDE. The desired outcomes of the Parks & Open Space are focused on customer satisfaction with the programs and services we provide. As the stewards of the parks and open space system, we contribute in very significant way to the vision of Regina is an Attractive and Vibrant place to be. The mandate of the Parks & Open Space is to enrich the lives of people in Regina by providing excellence in parks and open space management. In order to deliver on this mandate, we need to be clear about our role and our priorities. We also need to understand the challenges and opportunities that are facing us and the values that motivate our behaviours and contribute to creating our workplace culture. The Business Plan addresses all of these elements. Over the course of three years, this Business Plan will be the blueprint which will keep us focused on our priorities as a. It should be used to guide branch and section planning which in turn will guide the creation of each PDE ( Development Evaluation). Remember, it is a living document which will be need to be reviewed and updated regularly to ensure that it continues to be relevant. Neil Vandendort Director Parks & Open Space Community & Protective Services Division Parks & Open Space 4

5 Introduction Purpose The corporate strategic plan, Accelerating Excellence, , outlines the City of Regina s strategic direction, priorities and desired outcomes over the life of the plan. This strategic direction is expressed in the form of the vision, mission and values for the City, and the programs and services delivered by the City. The plan was refreshed in 2010 and identifies corporate priorities to the end of Division and business plans articulate the mandates and priorities for the threeyear period from 2011 through Division plans detail the link between the highest level of planning at the City, that is, the strategic priorities and outcomes listed in the corporate strategic plan, and the work the divisions do to achieve those strategic outcomes, ensuring alignment to the corporate strategic direction. plans detail the link between the day-to-day work of s and the corporate and division priorities and outcomes. They are intended to be management documents to guide prioritization of work for branches, allocation of resources and measurement of progress and success. Following the development of the department business plans by the end of August 2010, branch plans will be developed. The final link in the line of sight is the Personal Development Evaluation (PDE) that every employee will complete. Background In early 2010, the Corporation assessed the progress and effectiveness of the Corporate Strategic Plan against the current state as a part of the strategic management cycle. Through the findings from the gap analysis, it resulted in a corporate wide refresh of the existing Corporate Strategic Plan. The goal of the refresh is to align Council s vision to the Corporate Strategic Plan and to develop the outcomes for the performance measurement program. Through the business planning process, the outputs from the refresh of corporate strategic plan will cascade into business plans. As we develop our second edition of the divisional business plan, we want to highlight the progress we have made over the last few years. How the business plan was developed Parks & Open Space recognizes that business planning is a continuous cycle, not a one-time event. In July 2010, we held our second business planning session to guide the preparation of the department business plan. At this session the management team, along with our support partners, discussed the department s role in achieving the corporate strategic plan, confirmed the direction and priorities for the department and set the stage for branch planning to occur. Parks & Open Space 5

6 As this is our second cycle of business planning linked to the corporate strategic plan, we find ourselves measuring our accomplishments relative to the first business plan. It is a valuable reflection that these plans are to be viewed as living documents that are reviewed each year and improved, or changed, as circumstances warrant. Business planning is a continuous cycle and we look forward to seeing how the department plan will evolve, following more detailed work at the branch level and as we continually improve upon our performance measures and evaluation. Accelerating Excellence in Parks & Open Space means having a high level of customer satisfaction, value for the tax dollar, innovation and leading practices and knowledgeable, informed, accountable and engaged employees. We are committed to our role in making life better in this community and to building, shaping and strengthening our staff, our culture, our processes and our community. Parks & Open Space 6

7 Overview Mandate We enrich the lives of people in Regina by providing excellence in parks and open space management. Role The role of the Parks & Open Space is summarized in the Community & Protective Services Division Business Plan as follows: Plans, designs, develops and maintains an extensive and diverse parks and open space system consisting of attractive landscapes, the urban forest and outdoor recreation facilities, including the multi-use pathway system, athletic fields and playgrounds. Provides pest control services to ensure human health and safety and maintain the health of the urban forest. Maintains the City-owned golf courses and operates City-owned cemeteries. Organizational Structure The department is organized into four branches, as described below: Parks Maintenance Branch The City is subdivided into four Parks Maintenance Districts, each of which is responsible for the maintenance of the parks, athletic fields, playgrounds, joint-use school grounds and open space in that geographic area. The Irrigation work unit supports all four districts, as well as the cemeteries and golf courses, by providing maintenance and repair to irrigation systems, pump stations, and the City s central irrigation control system. Forestry, Horticulture & Pest Control Branch The Forestry section maintains the trees in the parks and open space system, including street trees. The Pest Control section is responsible for controlling a wide range of pests with the focus being on gophers, cankerworms and mosquitoes. The Horticulture unit plants and maintains floral displays on medians, in parks and downtown, operates the tree nursery, and provides horticultural support to the Regina Floral Conservatory. Parks & Open Space 7

8 Cemeteries, Golf Courses & Landscape Trades Branch The City operates two cemeteries and oversees and maintains five golf courses, as well as the lawn bowling facility. The Landscape Trades work unit undertakes repairs and restoration in parks and open space, plants trees, and also provides landscape restoration and construction services for other City departments. Business Support Branch The Business Support branch comprises of four work sections, The Employee Development section supports programs that evaluate employee performance, identify learning opportunities and develop programs to ensure departmental goals are met. The Landscape Design section is responsible for the design and construction management of City landscape projects related to existing infrastructure. The Asset Management section maintains the asset management (SPL) and service request systems (Hansen), handling all work order requests generated through preventative maintenance programs, calls from the public, capital work as well as day-to-day maintenance activities. The Administrative Services group provides clerical, administrative and records management services. Values Our department is committed to the corporate values and have identified the following behaviours as demonstration of that commitment. Driven & Accountable We all demonstrate leadership qualities. We instil a sense of mutual responsibility, open communication and teamwork while being accountable to each other, our community, and Council. Our efforts are performance driven and outcome based. We will lead by example. We expect that our permanent staff will provide leadership to our casual staff and we will encourage our casual staff to also demonstrate leadership qualities. We will coach, support, enable, respect, and trust our staff as they work to achieve our expectations. We will encourage staff to bring solutions and recommendations to us, when they identify issues Whenever possible, we will engage staff at various levels in planning and decision making. We will focus on strengthening communication, both within our and with others in the corporation. We will solicit feedback from staff through the use of surveys Parks & Open Space 8

9 Responsive & Respectful We cultivate a professional environment by being responsive and respectful in our conduct and interactions. We focus on safety, diversity and mutual respect. We will provide a timely response to all our customers, both external and internal We will do as we say. We will encourage, support, trust and respect each other. We will assess people's contributions fairly, recognizing that every day is a new day for staff, where the opportunities for excellence are endless. We will always focus on the issue, not the individual We are committed to providing a safe work environment. Innovative & Creative We continuously improve by promoting innovative approaches to our work and how we serve our community and Council. We are creative, purposeful and take measured risks which results in new ways of doing business and being cost effective. We will strive to provide quality service We will always look for better ways of doing what we do We will encourage innovation and creativity by creating an environment where staff feels supported and confident in asking questions and sharing their thoughts and ideas. We will act on ideas that help us achieve our objectives and will recognize staff for their input and good work. We will share staff successes. Focused on Excellence We are results oriented, providing excellent, responsive and accessible service. We will provide exceptional customer service, internally and externally, in a consistent manner. We will respond to citizens and customers in keeping with corporate customer service standards and expectations. We will record processes and reasons for decisions to assist with the transfer of knowledge and information. We will monitor and evaluate our progress and learn from our experiences. We will be proactive. We will keep informed of leading practices across Canada We will be our own champions. We will communicate results and celebrate our successes. Parks & Open Space 9

10 Environmental Scan Community Engagement and Service Delivery We expect that tree maintenance and pest control issues will continue to generate the greatest interest from the public and the media. Annually, our challenge continues to be minimizing tree defoliation due to cankerworms, controlling mosquitoes and keeping the gopher population at an acceptable level. We recognize the need for enhanced communication with our customers and, when appropriate, using public engagement for input into our programs and practices. We network on a regular basis with other municipalities and organizations in order to share information regarding programs and practices. Organizational Capacity and Employee Engagement Our permanent workforce of over sixty staff grows to well over three hundred during the fourmonth summer season. Our challenges include a declining number of applicants with farm/equipment background, a constant turnover rate due to the hiring of post-secondary students, managing a multi-generational workforce, and succession planning. We continue to be aware of the need to increase the level of technical training of our workforce and the need to develop leadership skills in our supervisory and permanent staff. Growth, Environmental and Sustainability Factors Two continuing challenges are managing an aging infrastructure and responding to environmental factors including: weather, climate change; new tree pests; and the national trend to ban cosmetic use of pesticides. We have the unique responsibility of managing a living asset which is subject to variable environmental factors. Technology We are committed to maximizing our use of the corporate SPL application and GIS to more effectively manage our assets. This technology will provide the foundation for the development of the Parks & Open Space asset management plan. Recognizing that students and young people form the majority of our workforce, we will explore the use of social networking to communicate with them in a more timely and effective manner. Parks & Open Space 10

11 Accomplishments The identifies our accomplishments in context of the City s corporate strategic priorities: Strengthen City Infrastructure & Manage Assets Tangible Capital Asset Inventory completed; Resurfacing plan for multi-use pathway developed and implemented. Ensure Organizational Capacity & Effectiveness al organizational structure reviewed; Integrated Landscape Design unit into the ; Branch organizational structures reviewed; Filled vacancies in positions reporting directly to managers; Achieved very high participation in Corporate Employee Survey; Relocated to new Parks/Facilities Administration Building; Implemented PDE process for all casual staff and 50% of permanent staff; Developed the Business Plan; Developed the 2010 Branch Business Plans; Developed a business case for a new work assignment/remuneration model for casual staff. Achieve Operational Excellence Service Request levels are at an acceptable level; Herbicide Program has been integrated into the Pest Control section; Delivered an enhanced cankerworm control program in 2009 and 2010; Delivered an enhanced gopher control program in 2009; Designated three parks as biocide-free in Parks & Open Space 11

12 Financial Considerations The City of Regina has one of the most extensive municipal park and open space systems in Canada, providing 11.4 ha of parkland per 1,000 people for a total of 2,100 ha. The City s economic growth and prosperity has resulted in new subdivision developments, adding new parks and open space to the City s open space system. In turn, the additional open space requires additional funding to ensure that adequate maintenance levels are sustained throughout the system. In 2009, approximately 15 hectares of new or upgraded open space, as well as over 1100 streetscape trees, 2900 shrubs and 4 playgrounds were added throughout the City. This resulted in $99,100 of additional funding to sustain the open space system at current levels. In 2010 and beyond, significant subdivision development in south-west Regina, as well as other areas of the City, will lead to more open space resulting in either a need for additional funding, or a re-evaluation of deliverable service levels. In 2010, the Provincial Government announced the termination of cost-share grants for two pest control programs: West Nile Virus Mosquito Program and Dutch Elm Disease Program. Although, the Provincial Government did agree to provide one-time funding in 2010 for existing programs, no funding will be available in future years. The City s annual spending on the Mosquito Control Program for the past 6 years has been approximately $500,000. In this time period, $275,000 was received annually through the West Nile Virus Mosquito Provincial Grant. As well, the City has spent approximately $115,000 annually on Dutch Elm Disease prevention. The City had received approximately $20,000 annually from the Provincial Government through The Dutch Elm Disease Grant. In response to the elimination of the provincial grants, funding for the Pest Control programs will have to be allocated from Municipal Operating Grant revenue or the programs adjusted to reflect a reduction in funding of $295,000. Parks & Open Space 12

13 Priorities As a department, our day-to-day actions contribute to all the elements of the Vision, but mostly to the themes of being Attractive and Vibrant. Many of our actions support the goal of being Best Run. Our priorities for continue to be focused on: Skilled knowledgeable and engaged employees, supervisors and managers Customer-focused processes that contribute to a high level of customer satisfaction Effective management of the assets that make up the City s parks and open system Vibrant Vision Young people and creative spirits are inspiring dynamic neighbourhoods and an exciting downtown, all of which feature first rate facilities for health, wellness and artistic expression Strategic Opportunity The City Corporation is sensitive to the diverse needs of the community and responds by providing leadership, and orchestrating strong partnerships that leverage resources Community Direct investment to enhance the vibrancy of downtown Our customers express a high level of satisfaction with parks and open space in the downtown area. 1.1 Provide appropriate levels of maintenance for City Square, supporting the vision of year-round use. 1.2 Implement policies and practices which will contribute to realization of the Downtown Neighbourhood Plan Priority 3: 1.3 Develop an urban forest plan for downtown, as described in the Downtown Neighbourhood Plan. Parks & Open Space 13

14 Vibrant cont d Community Increased pedestrian, bicycle and public transit use Our customers express a high level of satisfaction with the quality of public pathways. 2.1 Provide year-round maintenance of the multi-use pathway system. 2.2 Implement the 10-year multi-use pathway system resurfacing plan. Community Active and well-used community facilities Our customers express a high level of satisfaction with the conditions of outdoor athletic facilities. 3.1 Maintain parks, athletic fields, play structures, outdoor ice, golf courses and cemeteries. 3.2 Assume responsibility for additional parks & open space as they are developed in new subdivisions. Parks & Open Space 14

15 Vibrant cont d Community Partnerships that leverage community participation and engagement Our customers are provided with opportunities to contribute to the vision of an attractive and vibrant city. 4.1 Provide community extension programs such as Adopt-A-Greenspace, Legacy Program (memorial trees and benches), Business in Bloom (in which the City provides planters and flowers to participating businesses for a fee). 4.2 Provide parks maintenance support for events held in public open spaces (e.g. Regina Folk Festival). Priority 3: 4.3 Review the Legacy Program (memorial trees and benches) to ensure that it continues to be effective. 4.4 Develop informational pieces for inclusion on the website about how parks and open space are managed and maintained. Starting point: Top 10 FAQ s about Parks. Parks & Open Space 15

16 Inclusive Vision Our community welcomes people. We live the values of respect and trust and celebrate the strength that comes from our diversity Strategic The City Corporation invites participation from all in decision making, and its workforce Opportunity reflects the diversity of our community Community Residents facing barriers to access are engaged in and informed about what s happening in their community Our customers are informed of programs pest control and parks programs, enabling public understanding and support. 1.1 Manage the Pesticide Advisory Line which provides information to the public on current pesticide spraying activities. 1.2 Issue PSA s related to pest control programs and park maintenance. Community Physical and economic access to City of Regina community and other services by all residents Physical access to parks and open space is available to all residents. 2.1 Ensure that accessibility is a key consideration in the design and maintenance of parks and open space. Priority 3: 2.2 Evaluate accessibility in existing parks and communicate information regarding access. Parks & Open Space 16

17 Attractive Vision Residents and visitors choose Regina because it s clean, green, lively, friendly, affordable and fun! Strategic The City Corporation invests in active open spaces and appealing streetscapes Opportunity Community A responsive, well-managed open space system that includes parks, pathways, the urban forest and landscapes Our customers express a high level of satisfaction with the quality and quantity of available open space. 1.1 Design, build and maintain an extensive parks and open space system consisting of attractive landscapes, the urban forest, cemeteries, and outdoor recreation facilities (including the multi-use pathway system, playgrounds, athletic fields and golf courses) Priority 3: 1.2 Develop an Asset Management Plan to guide decision making in the management of the parks & open space system. Incorporate GIS technology to enable effective use of this information. 1.3 Develop an Encroachment Policy to address the issue of encroachments, by private property owners, on public open space. 1.4 Review and amend the Parks Bylaw. Parks & Open Space 17

18 Sustainable Vision People forge a balance between the economic, social, environmental, and cultural dimensions of their decisions by serving as stewards of the resources we share, and demonstrate leadership. Strategic Opportunity The City Corporation plans for compact and affordable neighbourhoods and invest in sustainable community infrastructure Community Reliable water, wastewater, storm, and roadway infrastructure In consultation with Parks & Open Space, Planning & Development incorporates design elements that enhance open space maintenance efficiencies. Actions: Priority 3: 1.1 Research environmentally-friendly options for irrigation (rain water detention) and other maintenance practices. Community Balanced urban design that provides a compact urban form and sufficient supply of land for future growth Parks & Open Space assumes responsibility for well designed, sustainable open space. 2.1 Work with Planning & Development to review plans for new parks & open space to ensure that it can be effectively managed and maintained, once assumed by the City. Parks & Open Space 18

19 Sustainable cont d Community Adequate and stable revenue for the City corporation, where citizens perceive tax dollars are well spent Cemeteries and Golf Course programs operate within the cost-recovery financial model. Actions: Priority 3: 3.1 Continue to operate cemeteries and golf courses on a full cost recovery basis. During the term of this plan, future fees will be established for the cemeteries ( ) and golf courses ( ). Community Actions: Environmentally, physically and economically sustainable civic facilities and equipment Forestry, Pest Control and District 4 have relocated to a new trades building. 4.1 Provide input into design of the new Parks/Facilities Trade Shop facility. Parks & Open Space 19

20 Sustainable cont d Community Minimal negative environmental impact The provides an acceptable level of service with minimal carbon or chemical footprint. 5.1 On a day-to-day basis, consider lowest impact to the environment in parks and open space management including: Use of equipment and technology to reduce water consumption Timing of irrigation Rationalization of frequency of maintenance Use of biological vs. chemical controls Use of improved products such as fertilizer (more targeted and specific) Priority 3: 5.2 Conduct a review of pesticide use with a goal of reducing the reliance on synthetic pesticides. 5.3 Review the naturalization policy (OSMS) for other opportunities. Parks & Open Space 20

21 Harmony Vision Empathy and understanding come from, and lead to, being safe in our homes and neighbourhoods. Building strong social networks throughout the community creates synergy and a sense of belonging. Strategic Core City Corporation priorities remain police, fire, and emergency planning Opportunity Community Citizens are engaged in and informed about what s happening in their community Improved communication between Council and Advisory Committees and the department. 1.1 Participate in the Environment Advisory Committee. 1.2 Participate in the Community Services Advisory Committee. 1.3 Provide administrative support to the Cemetery al Consultative Group. Community The systems designed to protect the safety of citizens function effectively The public feels safe and secure in City parks and open space. 2.1 Implement the recommendations of CPTED (Crime Prevention Through Environmental Design) initiatives. 2.2 Provide ongoing inspection and maintenance of playgrounds and other amenities. 2.3 Provide pest control services to ensure human health and safety. Parks & Open Space 21

22 Opportunity Vision The entrepreneurial spirit powers Regina as a centre of excellence where research, innovation and excellence abound. Strategic The City Corporation is creative in its partnerships, pursues opportunity and takes Opportunity informed risks Best Run Mission Organization We aspire to be the best run municipality in Canada providing services that enhance the quality of life. We serve our community, support the Vision of Council and live our Values. Effective financial management The department is well-equipped to make sound business and management decisions based on accurate and reliable financial data. 1.1 Identify the financial information we need from the Dept. of Finance to better manage our budgets (requires maintaining solid relationships with Finance). 1.2 Review departmental variance reports and make reallocations based on departmental priorities. 1.3 Develop operating and capital budgets which enable the implementation of the Business Plan Parks & Open Space 22

23 Best Run cont d Organization Effective performance measurement and performance management The department is well-equipped to measure the results of business and management decisions through performance measurements. 2.1 Participate in the corporate PMP and PDE initiatives. Currently, 100% of out-of-scope and 100% of direct reports to Managers as well as the majority of our casual staff are participating in the PDE/EDE process target is to have 100% of permanent in-scope work force participate in PDE/EDE process. Priority 3: 2.2 Identify performance measures for parks and open space and strengthen our ability to measure that performance. Organization Efficient, customer-focused processes Provide outstanding customer service to the public. 3.1 Ensure continuous improvement of the process for handling Service Requests. Priority 3: 3.2 Finalize departmental customer service plan. Parks & Open Space 23

24 Best Run cont d Organization Skilled knowledgeable and engaged employees, supervisors and managers Parks & Open Space managers, supervisors and staff possess the leadership and mentoring attributes to deliver our mandate and ensure continuity of knowledge and skills. 4.1 Improve and enhance communications with staff, and explore the use of technology and social networking tools. 4.2 Continue to provide skills and equipment training (including tracking, follow-up, and certification). 4.3 Ensure that leadership development training is provided to supervisory and permanent staff. 4.4 Deliver annual orientation week for seasonal staff. 4.5 Organize an annual employee appreciation event in August Priority 3: 4.6 Develop a Leadership Program to help address succession issues. 4.7 Implement new model for work assignment/remuneration of Parks Workers. Parks & Open Space 24

25 Best Run cont d Organization Appropriate and efficient information technology tools in a secure environment The department utilizes the most effective information technology to deliver our mandate. Actions: Priority 3: 5.1 Analyze and utilize available data to make better decisions (eg. Tree inventory). 5.2 As part of the Parks Condition Assessment, work with other departments to collect data on park locations. Use SPL s GIS component to provide data for better business decisions. This is building on and integrating with what we already have.???? Parks & Open Space 25

26 Best Run cont d Organization Increased customer satisfaction Our customers express a high level of satisfaction with our Service Request response times and resolutions. Our customers express a high level of satisfaction with our level of service. 6.1 Ensure that all new staff participate in Customer Service Training. 6.2 Ensure that the number of open Service Requests does not exceed the following targets: 10% for Parks & Open Space issues; 20% for Forestry (during peak season) and 5% for all at year end. 6.3 Develop informational pieces about how parks and open space are managed and maintained for inclusion on the website. Starting point: Top 10 FAQ s about Parks. Organization Effective fleet management Parks & Open Space and Fleet Management work effectively together to ensure fleet requirements needed to deliver our mandate are met. 7.1 Participate in Fleet Governance Committee. 7.2 Continue monthly meetings with Fleet management team to foster ongoing effective working relationship Parks & Open Space 26

27 Best Run cont d Organization Improved business plans and models and Branch business plans are completed and revisited throughout the plan cycle to reflect our changing business environment. 8.1 Monitor department business and branch business plan implementation. Priority 3: 8.2 Participate in any process improvement prioritized for the department.??? 8.3 Review lines of business and shift resources to core business activities Parks & Open Space 27

28 Appendices Appendix 1: Structure Parks & Open Space Business Support Parks Maintenance Forestry, Horticulture & Pest Control Cemeteries, Golf Courses & Landscape Trades Administrative Services District #1 Forestry Cemeteries Employee Development District #2 Pest Control Golf Courses Landscape Design District #3 Horticulture Landscape Trades Asset Management District #4 Irrigation Parks & Open Space 28

29 Appendix 2: Detailed Action Plan Vibrant Action/Activity/Task Priority Lead Others Timing Budget Provide appropriate levels of maintenance of for City Square, supporting the vision of 1 year-round use. Our customers express a high level of satisfaction with parks and open space in the downtown area. Implement policies and practices which will contribute to realization of the Downtown Neighbourhood Plan. Develop an urban forest plan for downtown, as described in the Downtown 1 3 Neighbourhood Plan. Our customers express a high level of satisfaction with Provide year-round maintenance of the multi-use pathway system. 1 the quality of public pathways. Implement a 10-year multi-use pathway system resurfacing plan. 1 Maintain parks, athletic fields, play structures, outdoor ice, golf courses and 1 Our customers express a high level of satisfaction with the conditions of outdoor athletic facilities. cemeteries. Assume responsibility for additional parks and open space as they are developed in 1 new subdivisions. Provide community extension programs such as Adopt-a-Greenspace, Legacy 1 Program (memorial trees and benches), Business in Bloom (in which the City provides planters and flowers to participating businesses for a fee). Our customers are provided with opportunities to Provide parks maintenance support for events held in public open spaces (eg. Regina 1 contribute to the vision of an attractive and vibrant city. Folk Festival). Review the Legacy Program (memorial trees and benches) to ensure that it continues to be effective. 3 Develop informational pieces for inclusion on the website about how parks and open space are managed and maintained. Starting point: Top 10 FAQ s about Parks. 3 Inclusive Our customers are informed of programs pest control Manage the Pesticide Advisory Line which provides information to the public on current 1 and parks programs, enabling public understanding and pesticide spraying activities. support. Issue PSA s related to pest control programs and park maintenance. 1 Physical access to parks and open space is available to all residents. Attractive Our customers express a high level of satisfaction with the quality and quantity of available open space. Sustainable In consultation with Parks & Open Space, Planning & Development incorporates design elements that enhance open space maintenance efficiencies. Parks & Open Space assumes responsibility for well designed, sustainable open space. Ensure that accessibility is a key consideration in the design and maintenance of parks and open space. Evaluate accessibility in existing parks and communicate information regarding access. 3 Design, build and maintain an extensive parks and open space system consisting of 1 attractive landscapes, the urban forest, cemeteries, and outdoor recreation facilities (including the multi-use pathway system, playgrounds, athletic fields and golf courses) Develop an Asset Management Plan to guide decision making in the management of 3 the parks & open space system. Incorporate GIS technology to enable effective use of this information. Develop an Encroachment Policy to address the issue of encroachments, by private 3 property owners, on public open space. Review and amend the Parks Bylaw. 3 Research environmentally-friendly options for irrigation (rain water detention) and other maintenance practices. Work with Planning & Development to review plans for new parks & open space to ensure that is can be effectively managed and maintained, once assumed by the City. Parks & Open Space

30 Cemeteries and Golf Course programs operate within the cost-recovery financial model. Forestry, Pest Control and District 4 have relocated to a new trades building. The provides an acceptable level of service with minimal carbon or chemical footprint. Harmony Improved communication between Council and Advisory Committees and the department. The public feels safe and secure in City parks and open space. Opportunity Continue to operate cemeteries and golf courses on a full cost recovery basis. During 3 the term of this plan, future fees will be established for the cemeteries ( ) and golf courses ( ). Provide input into design of the new Parks/Facilities Trade Shop facility. 3 On a day to day basis, consider lowest impact to the environment in parks and open 1 space management including: Use of equipment and technology to reduce water consumption Timing of irrigation Rationalization of frequency of maintenance Use of biological vs. chemical controls Use of improved products such as fertilizer (more targeted and specific) Conduct a review of pesticide use with a goal of reducing the reliance on synthetic 3 pesticides. Review the naturalization policy (OSMS) for other opportunities. 3 Participate in the Environment Advisory Committee. 1 Participate in the Community Services Advisory Committee. 1 Provide administrative support to the Cemetery al Consultative Group. 1 Implement the recommendations of CPTED (Crime Prevention Through Environmental 1 Design) Initiatives. Provide ongoing inspection and maintenance of playgrounds and other amenities. 1 Provide pest control services to ensure human health and safety. 1 Best Run The department is well-equipped to make sound business and management decisions based on accurate and reliable financial data. The department is well-equipped to measure the results of business and management decisions through performance measurements. Provide outstanding customer service to the public. Identify the financial information we need from the Dept. of Finance to better manage 1 our budgets (requires maintaining solid relationships with Finance). Review departmental variance reports and make reallocations based on departmental 1 priorities. Develop operating and capital budgets which enable the implementation of the 1 Business Plan. Participate in the corporate PMP and PDE initiatives. 1 Currently, 100% of out-of-scope and 100% of direct reports to Managers as well as the majority of our casual staff are participating in the PDE/EDE process target is to have 100% of permanent in-scope work force participate in PDE/EDE process. Identify performance measures for parks and open space and strengthen our ability to 3 measure that performance. Ensure continuous improvement of the process for handling Service Requests. 1 Finalize departmental customer service plan. 3 Parks & Open Space 30

31 Parks & Open Space managers, supervisors and staff possess the leadership and mentoring attributes to deliver our mandate and ensure continuity of knowledge and skills. The department utilizes the most effective information technology to deliver our mandate. Our customers express a high level of satisfaction with our level of service. Parks & Open Space and Fleet Management work effectively together to ensure fleet requirements needed to deliver our mandate are met. and Branch business plans are completed and revisited throughout the plan cycle to reflect our changing business environment. Improve and enhance communications with staff, and explore the use of technology 1 and social networking tools. Continue to provide skills and equipment training (including tracking, follow-up, and 1 certification). Ensure that leadership development training is provided to supervisory and permanent 1 staff. Deliver annual orientation week for seasonal staff. 1 Organize an annual employee appreciation event in August. 1 Develop a Leadership Program to help address succession issues. 3 Implement new model for work assignment/remuneration of Parks Workers. 3 Analyze and utilize available data to make better decisions (eg. Tree inventory). 3 As part of the Parks Condition Assessment, work with other departments to collect data 3 on park locations. Use SPL s GIS component to provide data for better business decisions. Ensure that all new staff participate in Customer Service Training. 1 Ensure that the number of open Service Requests does not exceed the following 1 targets: 10% for Parks & Open Space issues; 20% for Forestry (during peak season) and 5% for all at year end. Develop informational pieces about how parks and open space are managed and 1 maintained for inclusion on the website. Starting point: Top 10 FAQ s about Parks. Participate in Fleet Governance Committee. 1 Continue monthly meetings with Fleet management team to foster ongoing effective 1 working relationship. Monitor department business and branch business plan implementation. 1 Review lines of business and shift resources to core business activities. 3 Parks & Open Space 31

32 Appendix 3: Budget Highlight/Financial Considerations Parks & Open Space 32