Strengthen Organizational Culture
- Goal 1: Continue to invest in training, continuing education, and personal development.
- Goal 2: Improve internal communication and engagement.
- Goal 3: Assess operational needs and organizational structure.
- Goal 4: Become a more data-driven organization.
- Goal 5: Increase focus on District-wide succession planning.
Tactic 1: Evaluate and implement actions to become a more diverse, equitable, and inclusive organization (Targeted Completion Date-December 2025)
- Formed employee Diversity, Equity, and Inclusion (DEI) Team with 14 full-time and part-time employees (Spring 2021)
- Gathered feedback (along with resources) from other parks and recreation agencies on their experiences with implementing DEI initiatives (Spring 2021)
- Held first Team meeting, which included discussing DEI definitions, the Team’s role and expectations, and available resources (e.g., NRPA, IPRA, other Districts) to begin planning next steps (Spring 2021)
- Team wrote and distributed to employees an Inclusion Vision Stand to define and communicate the DEI Team's vision of how to create sustainable DEI efforts and foster inclusion across the organization (Summer 2021)
- Offered an employee DEI book club, which read and discussed Creating Belonging at Work by Rhodes Perry (Fall 2021) and held a DEI Discussion Group, which focused on a different DEI topic at four (4) meetings to expand participants understanding of DEI (Spring 2022)
- Updated registration software (and related forms) to expand gender identity options to include a non-binary option along with an option for persons who have a different gender identity than male, female, or non-binary (Fall 2021)
- Underwent a Request for Proposals (RFP) selection process to choose a DEI professional services firm to conduct a DEI organizational assessment, including: forming a selection team that reviewed submitted proposals, interviewed firms and selected the firm that is the best fit for the project based on the evaluation criteria (Fall 2022)
- Park Board approved the hiring of Dr. Tamekia Scott from Edquity-Minded Consulting to conduct the DEI organizational assessment, develop recommendations and implementation strategies with staff, and compile and present an implementation report (Winter 2022)
- Held project kick-off meeting with Dr. Tamekia Scott to confirm work plan and timelines (Winter 2022)
- Dr. Scott implemented a project communications plan, including maintaining a project online landing page with information and updates, creating a project overview video, and sending project update emails (Winter and Spring 2022)
- Dr. Scott completed the organizational assessment, including:
- conducted an online survey for employees to share their DEI personal experiences, understanding, and enagagement (Winter and Spring 2022)
- reviewed DEI policies and documented practices to validate the survey data and provide additional evidence of areas of strength and challenges/opportunities for growth (Spring 2022)
- held group meetings and individual interviews to gather more detailed information about the survey feedback, policies/practices, and the District’s DEI culture (Spring 2022); and
- based on the organizational assessment findings, developed recommendations, resources, and guidelines for future DEI planning and support (Summer 2022)
- Dr. Scott assisted a staff Working Group with drafting recommendation implementation strategies, timelines, and measures of success (Summer 2022)
- Dr. Scott compiled the Implementation Report to summarize project outcomes and direction to implement recommendations; the Park Board accepted the report goals and objectives at its November 28, 2022 meeting (Fall 2022)
- Tactic will continue to be addressed in 2023 with the implementation of DEI 2023 goals
Tactic 2: Review, determine, and begin implementing the optimal organizational structure (Targeted Completion Date-February 2023)
- To improve park operations in the field and improve outcomes in park maintenance, restructured supervision within the Parks Department without increasing the number of employees (Winter 2021)
- To optimize Enterprise Services financial performance and facility maintenance resources across the District, shifted Courts Plus, Wilder Mansion, and Sugar Creek Golf Course facility operations, budget, and staffing to the Facilities Department (from the Enterprise Services Department) (Fall 2021 and Winter 2022)
- Due to the retirement of the Director of Recreation and to support current and future operations and succession planning, made adjustments to the structure of the Recreation Department, including shifting oversight and supervision of both aquatics and Hub from the Facilities Department, creating a new position (Division Manager – Recreation) to supervise programming staff, and restoring the Program Supervisor – Adults position eliminated in 2020 (Winter/Spring/Summer 2022)
- Proposed four new full-time park and facility maintenance positions in the 2023 Budget to strengthen maintenance operations and support (Fall 2022)
- Tactic will continue to be addressed in 2023, including continuing to implement the optimal organizational structure and creating employee development and succession plans.
Tactic 3: Conduct organizational culture survey (Targeted Completion Date-April 2023)
- Tactic scheduled to begin Fall 2022.