Board of Directors Agenda & Reports June 5, 2012€¦ · M AY 2012 v ACKNOWLEDGEMENT PAGE 2012...

Board of Directors

Agenda & Reports

June 5, 2012

Bend Park and Recreation District Board of Directors

AGENDA

June 5, 2012 5:30 PM Work Session

7:00 PM Regular Meeting

District Office Building 799 SW Columbia

Bend, Oregon

5:30 PM WORK SESSION VISITORS Work sessions are scheduled for the board to receive and discuss information regarding district operations, projects, and planning to aid in their decision-making process. The board can choose to accept comment on work session agenda items at the end of their discussion. The chair may ask for comment from visitors at the appropriate time. Please state your name and address and limit your comments to three minutes in the interest of allowing the board to complete their work session agenda. 1. COCC Forestry Students – presentation of Capstone Project Report - Gopher Gulch 2. Police Services Report 3. Strategic Plan – final review 7:00 PM REGULAR MEETING VISITORS This is the time provided for individuals wishing to address the Board regarding items not listed in the business session. The Board may elect to ask for comment on business session items at the appropriate time. The visitor’s section is not designed for a lengthy presentation. If you have a proposal for Board consideration, briefly introduce the subject, and request that the Board consider adding discussion to a future Board meeting agenda. Visitors who wish to speak are asked to sign up on the public comment card provided. Please state your name and address at the time you address the Board. Please limit your remarks to three minutes.

CONSENT AGENDA 1. Approve Minutes: May 1, 2012, Work Session & Regular Meeting & May 8, 2012, Special Meeting 2. Approval of Ponderosa Park construction contract 3. Approval of Security Services contract BUSINESS SESSION 1. Conduct Public Hearing: FY 2012-13 Budget &

• Adopt Resolution No. 342: Adopting the Budget and Making Appropriations for FY 2012-13 • Adopt Resolution No. 343: Imposing and Categorizing Taxes

2. Adopt Resolution No. 344: 2013-2017 Five-Year Capital Improvement Plan 3. Adopt Strategic Plan (see item #3 Work Session) EXECUTIVE DIRECTOR’S REPORT BOARD MEETINGS CALENDAR REVIEW GOOD OF THE ORDER ADJOURN

BOARD AGENDA COMMUNICATION

AGENDA DATE: June 5, 2012 SUBJECT: COCC Forestry Capstone Project – Gopher Gulch STAFF RESOURCE: Paul Stell, Interim Director Park Services PREVIOUS BOARD ACTION: None ACTION PROPOSED: None BACKGROUND The board will receive a brief report from COCC Forestry students regarding their Capstone Project conducted at the Gopher Gulch property. A thorough inventory of the vegetation, plant community and the history of the site were completed, and the class will offer some suggestions for the future of the property. STAFF RECOMMENDATION None – the report is presented for information purposes only. BUDGETARY IMPACT None. MOTION None. ATTACHMENT None.


AGENDA DATE: June 5, 2012 SUBJECT: Park Resource Officer Update STAFF RESOURCE: Paul Stell, Interim Director Park Services PREVIOUS BOARD ACTION: Created the Park Resource Officer Program ACTION PROPOSED: None BACKGROUND The board will receive a brief report from Marc Tisher, Park Resource Officer, Bend Police Department, regarding incidents he and the Bend Police Department deal with in the district parks. STAFF RECOMMENDATION None – report is for information purposes only. BUDGETARY IMPACT None. MOTION None. ATTACHMENT None.


AGENDA DATE: June 5, 2012 SUBJECT: 2012 – 2017 Strategic Plan, final draft STAFF RESOURCE: Bruce Ronning, Director of Planning and

Development Matt Mercer, Recreation Services Director PREVIOUS BOARD ACTION: The district’s 2007- 2011 Strategic Plan was

adopted by the board on March 6, 2007 and has since been revisited on an annual basis at the onset of the budget process. The board discussed a first draft of the 2012-17 Plan in work sessions on May 1 and May 15, 2012.

ACTION PROPOSED: Board to adopt the 2012 – 2017 BMPRD Strategic

Plan. BACKGROUND The district’s Strategic Plan provides direction regarding major initiatives and district operations anticipated during a five-year planning period. The Plan is written to address community needs and priorities identified in the BMPRD Park, Recreation and Green Spaces Comprehensive Plan, in associated planning efforts and in ongoing discussion with the board. The current Plan was last amended and adopted on March 6, 2007, to address the period 2007 – 2011. The Plan is reviewed and undergoes minor revision in discussions between the board and staff at the onset of the annual budget process. It influences the scheduling and funding of projects identified in the District’s Capital Improvement Program (CIP) and guides the creation of the Annual Action Plan and Budget. (See the attached Planning Process diagram.) In FY 2011-12, the district engaged Barbara Heller of the national consulting firm Heller and Heller Inc. to assist in writing a new (2012 – 2017) Strategic Plan. The Recreation and Indoor Facilities Needs Assessment, completed in December, was the first phase of the strategic planning process. The findings and recommendations of the needs assessment including a September community survey, as well as information obtained in board and staff interviews, have informed the drafting of the 2012-17 Plan. On May 1, 2012, Ms. Heller led the board in a work session review and discussion of the major elements of the draft plan including:

• Identification of Themes and Objectives and a simplified strategy map; • Identified strategic initiatives separated into short term, midterm and long term

categories; • A “Balanced Scorecard” approach to aligning internal and external strategies; • A proposed system of measurements designed to monitor and determine Plan progress; • Proposed strategies for deploying the Plan.

The board commented on the draft Plan during their May 1 work session and in a subsequent discussion lead by staff on May 8. Ms. Heller and staff have since incorporated the board’s suggestions and done additional editing to the final Plan draft. (See attached.) STAFF RECOMMENDATION Staff asks the board to review and discuss the final draft of the 2012 - 2017 Strategic Plan in preparation for adoption. If the board finds that the final Plan draft as presented is complete, staff recommends adoption. A motion for adoption has been prepared. The current (2007 – 2011) Strategic Plan is located on the district’s website for reference at: BPRD Strategic Plan. BUDGETARY IMPACT The BMPRD Strategic Plan informs financial decisions in all areas of the district’s work. It has long term impacts on the district’s development program, recreation services, park and facility maintenance, and operations budgets. It helps guide the annual review and revision of the district’s Capital Improvement Plan (CIP) as well as the creation and deployment of the district’s annual budget and department work plans. MOTION I move to adopt the Bend Metro Park and Recreation District 2012 – 2017 Strategic Plan. ATACHMENTS 1. Planning Process Diagram 2. 2012-2017 Strategic Plan

http://www.bendparksandrec.org/.docs/pg/400/rid/12215/f/BMPRD_STRATEGIC_PLAN%2C_Adopted_03-06-07.pdf

5-Year Strategic Plan

20-Year Park, Recreation & Green Spaces Comprehensive Plan

5-Year Capital Improvement Plan (CIP)

Annual Action Plan

Annual Budget

Planning Process

Mission Statement and Core Values

5-Year Financial Forecast

C o m m u n i t y c o n n e c t i o n

F i n a n c i a l s t e w a r d s h i p

O p e r a t i o n a l e x c e l l e n c e

E m p o w e r e d a n d p r e p a r e d w o r k f o r c e

Bend Metro Park and Recreation District

2012 - 2017 Strategic Plan

Prepared by Hel ler and Hel ler Consulting, Inc . - May 2012

D I S T R I C T

S T R A T E G I C P L A N f o r t h e B E N D P A R K & R E C R E A T I O N D I S T R I C T

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Table of Contents

Introduction. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1

Mission and Values . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2

Board and Staff Workshop Information. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3

Major Focus Areas. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3

The Balanced Scorecard . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4

Strategic Themes and Hierarchy . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5

Strategy Maps. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7

Bend Metro Park and Recreation District Strategic Plan: Themes, Objectives, and Initiatives 9

Implementation Guidelines . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 15

Definitions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 16

Appendix A: Staff Focus Group Summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 18

Appendix B: Board Workshop Summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 20


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AC K N O W L E D G E M E N T PAG E

2012 Board of Directors:

Ted Schoenborn, ChairScott Asla, Vice ChairRuth WilliamsonScott WallaceDallas Brown

District Executive Team:

Don P. Horton, Executive DirectorBruce Ronning, Planning and Development DirectorMatt Mercer, Recreation Services DirectorLindsey Lombard, Finance DirectorEd Moore, Parks Services DirectorJan Taylor, Community Relations ManagerTheresa Albert, Human Resources Manager Paula Lowery, Executive Assistant

In addition to the Executive Team, the author wishes to acknowledge the many Bend Park and Recreation District staff members who participated in and contributed to the 2012 Recreation Needs Assessment and Strategic Planning projects.

The work for this project was completed collaboratively with Barbara Heller of Heller and Heller Consulting, Inc.


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Introduction

The Bend Park and Recreation District (BPRD) and Heller and Heller Consulting, Inc. (HHC) worked collaboratively with Board members and staff to develop the Bend Metro Park and Recreation District 2012 - 2017 Strategic Plan. The strategic planning project followed the 2011 Recreation Needs Assessment process completed in January 2012. The Plan will be aligned with the start of the FY2012-13 budget year. The Strategic Plan’s intent is to:

•Reinforce the District’s mission and values•Establish a five-year future direction for the District• Build upon previous planning efforts including the Comprehensive Plan, 2008 and 2011

Household Survey Results, 2007-2011 Strategic Plan, and Recreation Needs Assessment recommendations and incorporate information into the 2012-2017 Strategic Plan

•Provide a method for review and monitoring of organizational performance •Strengthen and identify elements of organizational culture

•Create a common language and understanding of terminology used in the Strategic Plan

A good strategic plan asks these three basic questions:

•Where are we now?•Where do we want to go?•How will we get there?

A commitment toward a strategic process positions the organization to achieve its mission. The planning project began during the spring of 2011 with a series of community focus groups held to seek input about community issues, satisfaction levels, under-served populations, program and facility needs, and district communication efforts. Subsequently, a household survey was developed by Leisure Vision to address these areas more specifically. Following the survey process, a Recreation Needs Assessment was completed. All of this information helped to identify the strategic initiatives included in this Plan.

The Strategic Plan creates direction for strengthening connections with community, the future allocation of resources, financial stability, internal support and communication, refining organizational culture, and the capacity for learning and growth. Four areas of investigation were included in the development of strategy: customer, financial, internal business, and learning and growth. Ensuring that each of these areas is addressed within the Plan will result in overall organizational balance.

This strategic planning effort included a review of the mission statement and the refinement of District values. The planning process included a workshop with Park Board members; a workshop with the Executive Team; a follow up workshop with the Executive Team, Managers, and staff; and additional work in refining strategic objectives and initiatives.


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Mission and Values

A good starting point for strategy is a review of mission and values. Mission statements define the business or purpose of the organization. Values set a level of expectation describing how people within the organization will behave. The District had an existing mission statement as well as organizational values that were last visited during development of the 2005 Comprehensive Plan. During the review of the Mission statement, staff expressed interest in making the statement shorter and more memorable. The Values were reviewed and only slightly edited. The revised versions of the Mission Statement and Values resultant of the review are as follows:

M i s s i o n S t a t e m e n t

To strengthen community vitality and foster healthy, enriched lifestyles by providing exceptional park and recreation services.

Va l u e s

The District has operated with an ongoing set of values. These remain essentially the same with minor changes, as follows:

Excellence by striving to set the standard for quality programs, parks and services through leadership, vision, innovation and dedication to our work.Environmental Sustainability by helping to protect, maintain and preserve our natural and developed resources.Fiscal Accountability by responsibly and efficiently managing the financial health of the District today and for generations to come.Inclusiveness by reducing physical, social and financial barriers to our programs, facilities and services.Partnerships by fostering an atmosphere of cooperation, trust and resourcefulness with our patrons, coworkers, and other organizations.Customers by interacting with people in a responsive, considerate and efficient manner.Safety by promoting a safe and healthy environment for all who work and play in our parks, facilities and programs.Staff by honoring the diverse contributions of each employee and volunteer, and recognizing them as essential to accomplishing our mission.

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Board and Staff Workshop Information

As part of the Strategic Planning process, two days of focus groups were held with staff members representing all departments of the District. The staff group meetings provided employees the opportunity to provide input into the process, including thoughts about ensuring the Plan is successfully implemented. Topic areas included:

•Desired outcomes•Future strategic issues•Improvements to the strategic planning process•Leadership commitment to strategy•Organizational ability to be innovative•Organizational performance measurement•Use of technology

The summary of comments is included as Appendix A to the Plan.

Following the staff focus groups, a workshop was held with the Board. This workshop included facilitated discussion related to organizational performance and identification of major issues. The discussion included an organizational analysis of strengths, weaknesses, opportunities, and threats (SWOT). In addition, the Board reviewed the existing mission and values to determine if they needed to change. After this discussion, the Board was asked about organizational areas needing improvement, moving forward. The summary of the discussion are included as Appendix B.

Major Focus Areas

In addition to discussion of the issues identified in the SWOT exercise, the Board and staff members were asked to brainstorm ideas about major areas the District should focus on during the next three to five years. The Major Focus Areas (MFA) consist of several key areas of organizational direction. The significance of the MFA list is to ensure elements of the Strategic Plan address these areas.

The MFA were created from discussion of organizational performance, including a review of the Comprehensive Plan, 2008 and 2011 Household Survey Results, 2007-2011 Strategic Plan, and Recreation Needs Assessment recommendations. Board members created a list of all the areas of future focus, which resulted in a system wide approach to organizational direction. The Board members generated a list of 10 areas. The following includes all of the ideas. These items are not listed in priority order.

•Organizational Response to Changes in Demand •Measurement of Success/Key Performance Measurement System •Partnerships


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•Financial Planning •Internal and External Communications •Succession Planning •Balancing Opportunities with Finishing Projects and Facilities •Connecting with the Community and planning for demographic changes •The District’s role in economic development and tourism•Organizational Staffing and Structure for the Future

Subsequent to the initial Board workshop, an additional workshop was held with staff to discuss Strategic Themes, Objectives, and Initiatives. This discussion started with the Executive Team and also included Managers and other staff. During this time, the Themes, Objectives, and Initiatives were reviewed. In addition, the mission statement and the values were reviewed further and finalized.

The Balanced Scorecard

The Bend Park and Recreation District Strategic Plan is based on the Balanced Scorecard, a strategy framework that emphasizes the cause and effect relationships among distinct yet interrelated aspects of the District: customer needs, financial performance, internal support processes, and learning and growth. The Scorecard also includes a measurement system that monitors organizational performance. The Scorecard focuses on the key drivers of success that lead to the achievement of mission and a way to measure organizational performance.

Robert Kaplan and David Norton developed the Balanced Scorecard in the early 1990s. They found that most organizations measured financial results, but did not measure employee capabilities, information systems, quality or innovation. The authors believed employees pay attention to what organizations measure and focused too specifically on financial indicators.

Since that time, both private and public sector organizations have implemented the Balanced Scorecard. It has evolved from a metrics-based framework to a process for developing strategy-focused organizations. The Balanced Scorecard framework includes four contexts:

•Customer: To achieve our mission and vision, how should we appear to our customers?•Financial: To succeed financially, how should we appear to our taxpayers?• Internal Business: To satisfy our customers, which business processes must we do extremely

well?• Learning and Growth: To achieve our mission and vision, how will we sustain our ability to

change and improve, and develop leaders among the staff and Board?

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Each context suggests detailed areas of opportunity for measurement and improvement. These are:

Customer

•Product/service attributes such as price, programs, quality, availability of services•Customer relationships• Service qualities such as access mechanisms, service standards, customer requirements and

encounters•Partnerships

Financial

•Revenue growth•Productivity•Financial results, such as budget to actual•Cost recovery•Tax versus non-tax revenue percentages

Internal Business

•Operations Management (maintenance practices, program development, park design)•Customer management processes (support systems and use of technology)•Innovation processes•Regulatory and social processes (safety and environmental)

Learning and Growth

•Human capital (needed competencies)•Information capital (organizational knowledge)•Organization capital (culture, work environment, leadership system)

The strategic recommendations included in this Plan outline future efforts and resource allocation relating to these four areas. This approach ensures that learning and growth and internal support systems relate to the identified strategic initiatives. Furthermore, it focuses on the customer and the ability of the agency to be financially stable.

Strategic Themes and Hierarchy

In using the Balanced Scorecard, the District has developed Strategic Themes that are broad-brushed organizational descriptions that provide direction. These Themes follow the four contextual areas of investigation outlined above. They include:

Customer: Community Connection

Financial: Financial Stewardship


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Internal Business: Organizational Excellence

Learning and Growth: Empowered and Prepared Workforce

The Themes, along with the Major Focus Areas, provide the over-arching framework for the Plan’s implementation.

Strategic Plan Hierarchy

The Plan includes a hierarchy of elements that starts at the macro level of strategy and moves to the micro level (i.e. moving from strategic to tactical). As with any good strategic plan,the process began with the review and revision of the BPRD mission and values. Following the mission and values review, discussion ensued about organizational performance and changing demographics of the community. This information plus the identification of Major Focus Areas form the basis for the sequence of strategy: the themes, objectives, measures, and initiatives.

Strategic Themes represent the broadest approaches to strategy. The development of Themes is followed by Objectives. Objectives describe what the District needs to do well in support of the Themes. Following the development of the Themes and Objectives, Measures are developed.

The measurement system identifies the progress of strategy and is aligned with the Strategic Objectives. Following the Themes, Objectives, and Measures are Initiatives. The Initiatives describe more specifically how the Objectives will be accomplished. Tactics are detailed action steps that outline how each Initiative will be accomplished and are very specific and lengthy in number. As such, they are best developed annually to address the current year Initiatives. For this reason tactics are not included within the Plan and will be developed throughout the five year time period and will be used to outline annual work plans and budgets.

The Balanced Scorecard hierarchy is presented in the inverted pyramid shown below.

MISSION and VALUES

STRATEGIC THEMES

STRATEGIC OBJECTIVES

MEASUREMENTS

STRATEGICINITIATIVES

This inverted pyramid diagram will help in understanding the hierarchy

of Strategic Planning with broad strategic concepts at the top moving

toward more narrow tactical initiatives at the bottom. Each element contributes to

progress toward strategic success.

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Strategy Maps

The connections among the Strategic Themes, Objectives and Measures are represented in the following two diagrams.

The first diagram describes how Themes and Objectives contribute to movement in the direction of strategic success. Objectives, shown in colors below, are the areas that are measurable.

Customer Theme:

Financial Theme:

Internal Business Theme:

Growth/Development Theme:

Respond to UserExpectations

Analyze and Adapt toChanging Community Need

Nurture Partnerships

Strengthen Community Awareness and Understanding of the

Full Range of Bene�ts of Services

Take Care of What We Have

Maintain FinancialStability

Invest in the Future

Encourage Creativityand Innovation

DevelopLeaders

Think Strategically

Provide ExceptionalCustomer Service

Create a BorderlessOrganization

Improve Business Practices

�e role of �emes and Objectives in movement toward Strategy

COMMUNITY CONNECTION

FINANCIAL STEWARDSHIP

OPERATIONAL EXCELLENCE

EMPOWERED AND PREPARED WORKFORCE


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In the second diagram, the Objectives are replaced with Measures and frequencies as a means of monitoring the progress and ongoing success of the identified strategies. Well-designed measurements will lead to a more complete understanding of the operations of the District and provide opportunities to set future goals based on actual performance.

As measures are tracked and analyzed and a baseline of performance exists, performance targets can be developed. This generally occurs after the first year of the Plan.

Measuring progress toward Strategy

Benchmark needs/unmet needs - every 3 yearsBenchmark service satisfaction - every 1-3 yearsLOS for parks, trails and recreation facilities compared to CP targets - Annually% who live within 1/2 mile of CP target amentities - AnnuallySuccess rate and capacity of targeted programs - Annually% Population served overall and for targeted demographic areas - AnnuallyPartnership satisfaction - every 2 years% Population aware that district is an independent agency and understanding of purpose - Annually

% of GF operating expenditures to the GF unrestricted fund balance - AnnuallyCost recovery of core programs, facilities, and services - AnnuallyCIP prioritization process satisfaction - AnnuallyReserve Fund balance - AnnuallyReview and Revise SDC methodology and fee - Annually

% Improvement in Borderless Satisfaction survey - Annually% Employee satisfaction toward internal communication - Annually% Overall Customer Satisfaction/% Excellent versus Good ratings - Annually# of improved business practices - Annually

% of leaders trained in leadership core competencies - AnnuallyImprovement in cultural assessment ratings - Annually% of employees satis�ed with District leadership - AnnuallyEmployee assessment of innovation within the District culture - AnnuallySuccess rate of new programs and services - Annually% Improvement of strategic thinking performance ratings - Annually

Customer Theme: COMMUNITY CONNECTION

Growth/Development Theme: EMPOWERED AND PREPARED WORKFORCE

Internal Business Theme: OPERATIONAL EXCELLENCE

FINANCIAL STEWARDSHIPFinancial Theme:

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Bend Metro Park and Recreation District Strategic Plan

This section lists the Strategic Themes, Objectives, and Initiatives for the next five years, 2012-2017. Time period priorities apply to each Initiative as follows:

•Short Term Initiatives to be completed by June 30, 2013

•Mid Term Initiatives to be completed by June 30, 2015

•Long Term Initiatives to be completed by June 30, 2017

Ongoing Initiatives are repeated throughout the five-year process, with timelines assigned annually to supporting tasks.

Community Connection

Objective 1. Analyze and Adapt to Changing Community Need: The District is committed to excellent planning processes that will anticipate the growing and changing needs of the community. Identifying the future need for parks, trails, natural areas and recreation facilities will continue to be a critical planning function. In order to adapt to new trends in the marketplace and to shift recreation program delivery to meet demand, the District must have an understanding of changing community demographics, key customer requirements, and the needs of un-served and underserved groups and individuals.•Develop a Recreation Program Plan and incorporate in the Comprehensive Plan. Short Term • Develop a Future Indoor Recreation Facilities Plan to be incorporated into the Comprehensive

Plan. Mid Term• Participate in master planning for the areas identified for Urban Growth Boundary expansion

in the city of Bend Residential Lands Study. Mid Term• Work with community partners to develop a long-term solution for addressing Mirror Pond

sedimentation. Mid Term• Periodically review and revise the Comprehensive Plan elements including the Neighborhood

Park Plan and Trails Master Plan in order to accurately monitor and respond to the needs of a growing community. Long term

• Conduct periodic surveys to identify and benchmark community needs and unmet needs for parks, indoor facilities, programs; to measure public perception of and satisfaction with the district and its services; and to track progress on meeting Strategic Objectives. Ongoing

• Measure and monitor Comprehensive Plan service delivery standards in order to plan for equitable distribution of facilities. Ongoing

• Ensure that the Strategic Plan, CIP and annual action plans provide direction and detailed steps for addressing system deficiencies and the future facility needs of the community as identified in the district’s comprehensive planning process. Ongoing

• Acquire lands needed for identified future park, trail and indoor facility development. Ongoing

• Develop trails, river access, parks, natural areas, and recreation facilities to meet identified


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community demand and future need. Ongoing • Implement the methodology for measuring capacity/demand of indoor recreation facilities

and athletic fields in order to support future decisions regarding allocation and development of resources. Ongoing

Objective 2. Respond to User Expectations: Community support for the District is directly tied to the quality and equitable distribution of the park and recreation services. This includes: a continued commitment to high quality park and facility maintenance, and the continued provision of high quality recreation programs that will address general community interests as well as societal issues; e.g. obesity, health and wellness, children’s growing disconnect with nature, and underserved populations.• Improve and enhance methods for seeking public comment and input on district programs,

services and initiatives. Short Term• Develop and implement more efficient, effective and responsive way of managing district

rental facilities and reservations. Short Term• Revise recreation program development and evaluation processes incorporating

recommendations from the Recreation Needs Assessment. Short Term• Evaluate the needs of the Hispanic population and create action plans for possible increased

engagement. Mid Term • Expand the District’s role in addressing community and individual health and fitness,

including initiatives to combat childhood obesity. Ongoing• Design, expand and market programs and services that appeal to the growing and changing

older adult population and will result in higher participation levels.” Ongoing • Ensure access to critical recreation programs and services for those with limited ability to pay.

Ongoing • Invest in initiatives that will engage children in outdoor activities, nature education and

stewardship. Ongoing• Determine and provide the appropriate level of park and facility maintenance based on

community expectations. Ongoing

Objective 3. Nurture Partnerships: The District will continue its strong orientation toward partnerships and partnership development. This will assist in augmenting service delivery. Important to this objective will be identifying the goals, costs and benefits of existing and future partnerships and to evaluate their effectiveness.• Create a process for an annual review of partnerships and possible new partners according to

established criteria such as return on investment, District workload demands, alignment with mission, and fulfilling community need. Mid Term

• Work with the Board to determine the District’s appropriate role in economic development and the support of tourism promotion. Mid Term

• Evaluate, revise and potentially expand the use of partnerships, collaborations and independent contractors in the delivery of recreation programs in order to maximize community resources and minimize unnecessary duplication of services. Ongoing

• Develop potential partnerships in support of capital funding needs and larger development projects. Ongoing

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Objective 4. Strengthen Community Awareness and Understanding of the Full Range of Benefits of Services: The District will build upon a strong reputation for quality services and trustworthy management through ongoing communication with, and education of, the public. The objective includes forging and maintaining a relationship with the community based upon pride, value and trust.

• Develop and implement a communications, public relations and marketing plan that includes district-wide as well as programmatic goals. Short Term

• Determine and communicate the return on community investment and overall economic impact of parks and recreation for the community. Long Term

• Establish the district’s identity as an independent agency (from other local governments). Ongoing

Financial Stewardship

Objective 1. Maintain Financial Stability: The District will support its existing and future service levels through careful and responsible financial planning. Decisions related to new facilities, programs and services will rely on realistic information about ongoing operating and maintenance costs, as well as adequate return on investment. Furthermore, the District will seek an appropriate balance of tax and non-tax sources.• Establish new pricing methods based on the Recreation Needs Assessment to ensure the

District is not subsidizing services more than necessary. Short Term• Establish a cost recovery/subsidy allocation strategy that identifies what services to subsidize

and at what level. Mid Term• Create and implement meaningful financial dashboard measurements for the purpose of

effectively communicating to internal and external stakeholders. Mid Term• Provide responsible financial planning and management to support the district’s existing and

future level of service. Ongoing• Maximize the percentage of nontax revenue through leveraging alternative funding sources.

Ongoing

Objective 2. Take Care of What We Have: The Bend community expects the District to adequately care for current assets before investing in new parks and facilities. As growth and unmet user needs are addressed, the District will also ensure continued maintenance and investment in the existing infrastructure. This includes identifying the operating and maintenance costs for proposed new facilities and developing plans for replacement of existing assets.• Complete a comprehensive District wide Asset Management Plan and develop a long term

funding plan to meet future needs. Mid Term• Improve the process for forecasting long-term maintenance and operational costs of existing

and proposed facilities and programs. Ongoing


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• Coordinate capital planning and facility development with forecast need for maintenance and operational funding. Ongoing

Objective 3. Invest in the Future: Of great importance is the District’s ability to align the allocation of resources with identified community need. In addition, the District desires to be flexible and nimble to ensure the ability to take advantage of opportunities that arise. •Consider bond funding to address unfunded CIP priorities. Short Term• Review and revise the district’s Systems Development Charge (SDC) Methodology on a five-

year basis in order to ensure adequate funding for future facility need requisite of population growth. MidTerm

• Maintain the financial reserves in order to be flexible and responsive to opportunities as they arise. Ongoing

•Continually evaluate and enhance the CIP prioritization process. Ongoing

Operational Excellence

Objective 1. Create a Borderless Organization: The ability of the District to communicate effectively across departments results in efficient internal service as well as excellence in external service. Internal seamlessness and ongoing communication is vitally important and requires standard operating procedures to guide staff in working effectively with others. Borderless communication builds teamwork, optimizes organizational systems, and strengthens employee morale. It also effectively integrates the adopted mission and values throughout the organization.• Complete an assessment that identifies barriers among internal support activities and create an

action plan for improvement. Short Term• Implement an internal customer satisfaction measurement system to determine employee

satisfaction with support services. Mid Term•Improve integration of mission and values into all levels of the organization. Ongoing• Improve interdepartmental and cross-departmental communication and coordination.

Ongoing

Objective 2. Provide Exceptional Customer Service: Developing excellence in service systems requires accurate and timely knowledge of customers, including their most important requirements today and in the future, and building a systems approach to service delivery achieved through a cross functional service team. • Improve consistency of service delivery through the development and implementation of

service standards. Short Term•Develop a consistent, system wide process to measure customer service satisfaction. Mid Term

•Identify what is most important to customers. Ongoing

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Objective 3. Improve Business Practices: An important element of operational excellence includes the ability to manage and improve critical processes. Streamlining processes includes the development of an improvement model and metrics to measure both organizational and departmental performance. •Develop a performance measurement system to track and measure key performance indicators and track results through technology and software systems. Short Term• Re-engineer the performance appraisal process to encompass/align with strategic thinking,

core competencies, culture, and employee empowerment. Mid Term•Develop a Board self-assessment process. Mid Term• Compare the District’s core programs and facilities with other providers of similar services.

Ongoing• Identify, evaluate and improve critical processes to decrease inefficiencies and duplication of

work. Ongoing• Implement a regular system of training opportunities for improved business practices.

Ongoing• Continually evaluate operational procedures with the goal of improving and increasing the

District’s sustainable practices. Ongoing• Share lessons learned and best practices internally across departments and with other agencies.

Ongoing

Empowered and Prepared Workforce

Objective 1. Develop Leaders: Leadership will be responsible for defining and reinforcing the District’s culture. As a way of reinforcing best practices and to effectively manage the future, a well-defined system of leadership competencies is necessary. The desired outcome is to ensure strength of leadership throughout the organization, provide for succession, encourage future leaders’ development, and to provide learning opportunities for all employees through emphasis on professional development, aligned with strategy. •Develop core competencies for leadership positions. Short Term•Develop a succession plan. Mid Term• Further develop the District as being an “employer of choice” in order to attract and retain

highly qualified and motivated employees. Ongoing• Define a desired organizational culture and reinforce through educating, inspiring, and

empowering employees. Ongoing

Objective 2. Encourage Creativity and Innovation: One of the District’s core values is achieving excellence through innovation. This includes continuously reviewing trends in the marketplace, leveraging technology to improve services, and supporting enhanced business practices. Innovative cultures rely on participative leadership styles, cross-functional communication, and creativity. • Develop a cross-functional team to review and analyze trends in the industry or new ways of

doing business in order to implement innovative opportunities. Mid Term


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• Align recognition and reward systems with implementation of innovative changes to the workplace. Mid Term

•Create opportunities and time for planning innovation and idea sharing. Ongoing

Objective 3. Think Strategically: Developing a strategic focus results in a purposeful and disciplined approach to work efforts. Thinking strategically is a skill that includes the following: the ability to align the organization around strategy, the ability to translate strategy to operational terms through education, adapting the organizational culture to include strategy as a continuous process, and creating and mobilizing an agenda for change. It is everyone’s job in the District to think strategically. •Encourage strategic thinking and insight at all levels of the organization. Short Term•Develop strategic thinking skills through training. Mid Term•Align recognition and reward systems with strategic thinking. Mid Term•Develop expectations on following up on insights and ideas. Mid Term

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Implementation Guidelines

Implementation of the Strategic Plan requires a standardized process of review, improvement, refinement, and measurement. The following is a listing of recommendations for successful implementation of the Strategic Plan. It represents the commitment and discipline required to institutionalize the process.

• All employees and Board members should receive a copy of the plan or electronic access to the Plan and it should become a regular part of staff and Board orientation.

•Post an executive summary or shortened version of the Plan on the Website. •Update major stakeholders on the Plan’s implementation and results on an annual basis.• A staff person should have responsibility of being the Plan manager to ensure successful

implementation.• Staff meetings should include regular discussions of strategy. Create a visualization process to

emphasize the Plan’s importance and the District’s commitment to execution. • Regular reporting of the Plan’s progress should occur. At the end of the year, perform an

annual review and documentation of progress on initiatives. • Review and measure the Plan’s progress and results and report to the Board and staff. Provide

an annual narrative about results.• The performance appraisal process should reflect the completion of the Strategic Plan

initiatives as an evaluation criterion. Performance criteria should be aligned with values of the District such as innovation, teamwork, and accountability.

• After completion of the first year of the Plan and baseline results are quantified, targets should be initiated for the measurement system.

• Staff should review the Plan annually and refine any parts of the process that need improvement. The measurement of objectives should be tracked on a quarterly basis and a summary of results provided annually . (Some measures will be calculated annually.) This assessment should include a “just-in-time review” of the following year’s Initiatives to determine if priorities have changed.

• When ideas for new strategies arise during the year, include them on a written “parking lot” for an annual “just in time” review to determine if they should be added and/or if they supplant existing initiatives.


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Definitions

The following list of key words describes the definition of the terminology used for the Strategic Plan.

Balanced Scorecard—the four areas of concentration include Customer, Financial, Internal Business, and Learning and Growth. They demonstrate cause and effect relationships in the completion of strategy. All of the Strategic Initiatives are aligned with these four areas.Major Focus Areas—as part of the planning workshop, staff members were asked to brainstorm ideas about areas of major focus the District should concentrate on during the next five years. While the focus areas are not part of the strategy map, they do become an important part of strategy formulation. References are made throughout the Plan and within the list of objectives and initiatives, to ensure focus on the most critical areas.Measures—a standard used to evaluate and communicate performance against expected results. Measures are normally quantitative indicators and capture numbers, dollars, percentages, etc. Measures assist the staff with the ability to determine organizational performance.Mission—describes the business of the organization. The mission also defines the core purpose of the organization and why it exists.Strategic Initiatives—the specific programs, projects, or actions an organization will undertake in an effort to support objectives. The strategic initiatives are detailed with specific tactics, which are not included within the body of the Strategic Plan, but will exist in separate documentation. Strategic Objectives—concise statements describing the specific elements an organization must do well in order to execute its strategy. Strategic Themes— broad brushed, macro-oriented organizational sense of direction that relates to the four Balanced Scorecard areas of customer, financial, internal business, and growth and development.Tactics—tactics are not explicitly included as part of the Plans their development largely occurs after the Plan’s implementation. Tactics are subordinate to the initiatives and provide detailed steps necessary to complete an initiative. Staff members will identify the tactics for the initiatives before the start of each fiscal year.Values—describe the way the District operates. Values are meaningful expressions of what is important in the way we treat our employees and our guests and relates to the internal culture of the organization.

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A P P E N D I X A : EMPLOYEE FOCUS GROUP SUMMARY

What outcomes are you looking for from this strategic planning process? How can this process be meaningful for individual employees? Employees were generally interested in future direction, transferable ideas, creating common strategic planning terminology, and developing ways for the District to be more pro-active in its approaches. There was also an interest in knowing what populations, if any, are not served well by the District. There is a strong belief that strategic planning can help identify priorities.

Describe the most significant strategic issues facing the District over the next five years. The responses included the importance of connecting with the community, strengthening public awareness and clarity in explaining the District’s role. Overall organizational communication, and information and knowledge transfer throughout the organization in the face of upcoming retirements in key positions was also a concern. Better serving under-represented populations was a consistent theme throughout the process. The District’s ability to respond to capacity issues as a result of increased demand for services and changing demographics was also an identified issue.

Any thoughts for improving the strategic planning process? Comments included the need to ensure employee involvement and better understanding of the Plan, having the discipline to follow Plan findings and recommendations, and developing an integrated, district-wide Plan, rather than one compartmentalized by departments.

How can leaders can spend time focusing on strategic issues? It’s important to get both leadership and the Board engaged in the process. It is difficult at times because of very busy workloads. Having a Plan that is truly implementable will help the District become more strategically focused. This process should also result in better decisions being made and an improved awareness of why a decision is made.

How would you assess the District’s ability to innovate and respond to industry trends? Overall, staff feels the District does a satisfactory job in being innovative. Employees can see continuous improvement in processes; however some Departments are more innovative than others. Additionally, there needs to be more effort in supporting each other - great ideas yield a great working environment. Staff innovators need to have their voices heard and be recognized for their efforts.

How does the District analyze and report on its performance? Based on survey information and previous planning efforts describe how the District is performing? Program evaluations are done, park services measures are related to their maintenance management system, and there are other examples of valid measures used throughout the District. But, an overall robust measurement system of key organizational performance is lacking. There is also a need for linking measures to strategy implementation.

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Building leadership is important to all organizations. How is leadership developed within the District? How can the District prepare for succession? There is a recognition and need for strengthening leadership development throughout the District through better feedback systems, individual career development plans, and establishment of core competencies. Employees and Board members also recognize the need for a formal succession plan.

What are some technology requirements the District should consider in the next couple of years? There could be improvement in software, Website and technology. Some employees more readily adapt to the use of new technology than others and the suggested updates will need to be accepted by the entire organization in order to be fully effective. In addition, there is a need to ensure that adequate resources are allocated to the provision of technology support services.

In thinking ahead to future skill sets needed, describe competencies needed for the future and what types of growth and development opportunities should the District provide? The employees offered a variety of skill sets for consideration. These included: innovation, flexibility, leadership development, diversity, bilingual skills, computer skills, customer service skills, data analysis, strategic thinking, and cross training to help staff adapt to changing demands,

How would you describe the organizational culture? The culture of the District varies from one area to the next. There is interest in better defining overall organizational culture.


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A P P E N D I X B : B O A R D W O R K S H O P S U M M A R Y

Organizational SWOT: Strengths, Weaknesses, Opportunities and Threats

Strengths

•Staff•Following a plan•Autonomy (separate district)•Budgeting/following the budget•Public perception •Values (cohesiveness, high standards)

Weaknesses

•Ambitious agenda •Funding and revenues because of the ambitious agenda•Increased needs from the community•Lack of indoor recreation facilities

Opportunities

•Public/private partnerships•Currently lower cost of construction and land values•Perceived leadership and leveraging it•Implementation of pricing pyramid•Expand and improve services•Residents trust us when we take care of what we have•Impending retirements

Threats

•Lack of a succession management plan•Public mistrust of government•The perception that the District is “well off ”•Rising costs•Protracted recession•Not finishing CIP projects (all of the elements of the projects)

In addition to the SWOT, the board was asked for other areas of importance as a result of the organizational performance review discussion. These areas included:

•Growing alternative revenue•Continue low employee turnover•Respond to population changes•Shrinking capital resources•Researching the potential benefits of tournaments•Ensure services are aligned with need•Importance of identifying and using available data sources

Bend Metro Park & Recreation District Board of Directors

Work Session, Executive Session & Regular Meeting May 1, 2012

BOARD PRESENT: Ted Schoenborn, Dallas Brown, and Scott Wallace.

STAFF PRESENT: Don Horton, Bruce Ronning, Lindsey Lombard, Jan Taylor, Paul Stell, Dave

Crowther and Paula Lowery.

LEGAL COUNSEL: Neil Bryant.

MEDIA: Nick Grube, The Bulletin. VISITORS: Justin Gottlieb, Michael Graham, Keith Scott and Deb Kraus. WORK SESSION Chair Ted Schoenborn convened the work session at 5:33 pm. Review of Strategic Plan Draft Bruce Ronning introduced Barbara Heller, of Heller and Heller Consulting, Inc., and explained the purpose of the presentation of the draft of the Strategic Plan to the board is to obtain input and comment in order to finalize the document for the board’s approval on June 5. He noted that Barbara has been working with the district for approximately one year beginning with the focus group work leading to the Recreation Needs Assessment, the survey conducted in September and completion of the Recreation Needs Assessment, all of which has framed the Strategic Plan along with the board and staff contribution. Barbara briefly presented an overview of the process to create the Strategic Plan including the revision to the district’s mission statement, values, major focus areas, strategy format, and what developed as a result of the process as strategies, themes and initiatives. The draft of the Strategic Plan was provided electronically as well as in paper form for the board. Barbara identified themes and objectives of the plan and explained how they are used to move toward strategy. Following completion of the review of the process Barbara addressed implementation and measurement of the progress of the plan. She stated it is critical for the organization to have the skill set and the tools to be able to implement the plan successfully. She noted a set of guidelines has been provided, and she recommended quarterly updates for the board and staff along with an annual update to determine what needs to be addressed in the upcoming year. Barbara explained how the tactics are developed a year or two at a time and once there is some experience in developing measures it helps to retool them to make appropriate changes based on past performance. She explained there should be a connection of the leadership of the organization with Strategic Plan results and performance appraisal, and she recommended having a project manager responsible for making sure the Strategic Plan is moving in the right direction. Scott Wallace asked about the reference to organizational culture, and if the description by staff was departmental. Barbara explained that each department has a different characteristic in terms of its culture. Ted Schoenborn noted that the values are reasonably shared throughout the organization and he would think that the different functions of each department would lead to a different perception of the how the values affect the organization. Scott Wallace stated there is a lot of content in the plan concerning how the district will address the different perspectives to develop a cohesive

culture. He noted there is current discussion about the district’s role in terms of economic development and tourism with regard to major focus areas and that may rise to a priority in the near term, and perhaps the district will take a more active role in helping to drive that. He stated that while it isn’t the district’s responsibility solely, there are services the district delivers to its citizens that could have a profound impact and actually help that. Don Horton stated that once the Strategic Plan is finalized and adopted staff will define specific tactics for each of the initiatives. Ted Schoenborn asked for clarification of the measurement process. He asked where the measurements will occur in terms of how we treat the objectives, and if the pattern of measurements would remain consistent. Bruce stated that staff would prepare clearer examples of the measurement process for board consideration during the June 5 work session. The board also discussed a self-assessment component of the plan and how to develop that process. Park Services Reorganization Don Horton presented an organizational chart of proposed changes for the park services department. He explained the reorganization has come about as a result of upcoming retirements in planning and development and park services. He stated that as a matter of practice, it is a good opportunity to evaluate the duties and responsibilities of key positions when those vacancies occur, however, at this time with the number of vacancies in park services, it is prudent to examine the structure of the entire department. He then reviewed changes that have been identified within facility construction and maintenance, equipment maintenance, and landscape maintenance reducing three manager positions to two and allow for the addition of staff on the work crews. He explained that specific current crew leaders will become crew supervisors taking on some manager duties in addition to their regular work in the field. He also noted an increase in the number of neighborhood park crews and associated additional equipment that will be needed that will be addressed in the budget process. Don explained the construction project manager currently contained in planning and development will be combined with park services facilities manager position to create a construction/facilities manager position. He added that a position currently identified as an inspector will manage construction contracts and assist the construction/facilities maintenance manager in the development of new parks. He added that park construction technician positions currently in the planning and development department will be moved to the park services construction/facilities division. Don also explained he is reviewing and evaluating the planning and development director position and considering changing the position to a Strategic Planning director that would be responsible for driving the Strategic Plan along with planning and design functions, dedicate more time to working with partners and assist with land acquisition and comprehensive planning for the district. Don stated that overall there will be one less manager position with the same number of full-time employees district-wide. REGULAR MEETING Chair Ted Schoenborn called the regular meeting to order at 7:03 pm. VISITORS Keith Scott addressed the board regarding the proposed bond measure. He stated the ongoing excellent maintenance of Bend’s parks does pay off with optimum aesthetics and appreciation of both residents and visitors. He stated that with the proposed bond measure there are both wants and needs and the needs should have priority. He stated that once we come out of the ongoing recession, wants as well as needs can be implemented with a future bond measure.

CONSENT AGENDA Minutes: April 17, 2012, Work Session & Regular Meeting Old Bend Gym masonry contract Pine Nursery OLA irrigation contract Dallas Brown moved to approve the consent agenda. Scott Wallace seconded the motion. Dallas Brown, Scott Wallace, and Ted Schoenborn all voted aye. Motion passed. EXECUTIVE DIRECTOR’S REPORT Don Horton reminded the board of a special called meeting scheduled for Tuesday, May 8, beginning with an executive session to hear the appeal of Ed Moore, followed by a regular meeting to review the public meeting process for the proposed bond measure, and further review of the Strategic Plan. Don Horton stated the board needs to make a decision regarding the proposed municipal golf course presented to the board on April 17. He recommended that the district not pursue the proposal at this time as he believes it will be difficult to enlist community support given the number of existing golf courses in central Oregon. He added he is not convinced a municipal golf course could fully pay for itself. He suggested the group could create a non-profit and do the project on their own, if their pro forma is solid. The board agreed to consider a decision during the May 8 meeting. As there was no further business the meeting was adjourned at 7:08 pm to executive session pursuant to ORS 192.660(2)(h) for the purpose of consulting with legal counsel concerning legal rights and duties regarding current litigation or litigation likely to be filed. Prepared by,

Paula Lowery Executive Assistant __________________________________ ___________________________________ Ted Schoenborn, Chair Scott Asla, Vice-Chair __________________________________ __________________________________ Ruth Williamson Scott Wallace __________________________________ Dallas Brown

Bend Metro Park & Recreation District Board of Directors

Special Called Executive Session & Regular Meeting May 8, 2012

BOARD PRESENT: Ted Schoenborn, Scott Asla, Scott Wallace, Ruth Williamson and Dallas Brown.

STAFF PRESENT: Don Horton, Bruce Ronning, Matt Mercer, Jan Taylor, Theresa Albert and Paula

Lowery.

LEGAL COUNSEL: Neil Bryant and Paul Taylor.

MEDIA: None. VISITORS: None. REGULAR MEETING Chair Ted Schoenborn called the meeting to order at 6:00 pm. EXECUTIVE SESSION Chair Ted Schoenborn recessed the regular meeting to an executive session pursuant to ORS 192.660(2)(b) for the purpose of considering dismissal or disciplining of a public officer, employee, staff member or individual agent, and ORS 192.660(2)(h) for the purpose of consulting with legal counsel concerning legal rights and duties regarding current litigation or litigation likely to be filed. REGULAR MEETING Chair Ted Schoenborn reconvened the regular meeting at 7:55 pm. BUSINESS SESSION Board Action Pursuant to Executive Session Scott Asla moved that the board uphold the decision of the executive director in the matter of the termination of Ed Moore based upon the policies of the district. Scott Wallace seconded the motion. Scott Asla, Scott Wallace, Ruth Williamson, Dallas Brown, and Ted Schoenborn all voted aye. Motion passed. Potential Bond Discussion Jan Taylor presented a proposed schedule of meetings to present the potential list of bond projects to the public to obtain input to aid the board in their deliberations regarding seeking a bond measure on the November ballot. She reviewed the format of the meetings and drafts of sample display boards that will be designed to provide project information. She added that staff members will be present to answer questions about the projects and receive comment from the public. Jan stated the public meetings will be promoted in The Source and The Bulletin with public service announcements and paid advertising. She stated the public will be able to provide input via the district’s website. Don Horton referred to the previously considered project list and explained two properties have been removed from the list as it was determined the bond projects should remain centric to the Deschutes River Trail, southeast parkland acquisition and the west side outdoor event center. The board discussed the content for the display boards in terms of

what would be most informative and encourage public discussion. Ruth Williamson asked for clarification with regard to the role of Trust for Public Land (TPL) and the district. Jan explained the bond measure is a district effort and that once the board has made a determination to seek a bond measure, TPL assists with the campaign while district staff remains in an active education role regarding the projects that will be funded by the bond measure. Scott Wallace asked how the results of the public meetings will be presented to the board. Don explained the information will be presented in a similar manner that is used with park design projects. Strategic Plan Measurement Tools Bruce Ronning and Matt Mercer conducted a PowerPoint presentation demonstrating a means for measuring Strategic Plan objectives. Bruce cited examples of objectives, supporting initiatives, proposed tactics and the components of measures that would align with the objectives. The board and staff discussed using the level of service for parks, trails and recreation facilities as well as recreation programs as a measurement tool. Matt stated the level of service can be used for recreation services and pointed out that the Recreation Needs Assessment did obtain information regarding needs and unmet needs for programs and level of service standards could be set based on that information. Bruce also reviewed measurements identified that are associated with maintaining financial stability and improving business practices. He cited the proposed alignment of the performance appraisal process with strategic thinking. He pointed out that this is an area that will be more difficult to measure and will require significant training of supervisors on the relationship between mission, values, strategic thinking and job performance appraisal. The board and staff discussed potential methods for linking the performance appraisal to strategic thinking and how that might be measured. Ruth Williamson stated that she believes the Strategic Plan is a very valuable tool to guide our delivery. She stated that simply having a Strategic Plan and doing the level of planning the district undertakes is integral to the district’s excellence. Dallas Brown stated that he would be interested to see what this has the cost the district in terms of the consultant and extra staff time, and analyze how we could be more effective in doing it. He stated he would like to have seen the Strategic Plan from five years before and then a road map on what we are doing with the Strategic Plan. He stated he felt the exercises of the board workshop didn’t really get to the point of what he wanted to express or what he thought the board should be expressing. He stated he feels the document is very generalized, has no specific measurement, and it does not seem to have a process that makes sense for someone who would use it to try to figure out what our district is doing. He stated he feels we could do a better job internally. Ted Schoenborn agreed with Dallas’s reaction to the meetings and stated he felt they were essentially dysfunctional and not useful. He stated he feels the outcomes have resulted in a very interesting and sophisticated way of looking at the organization. He stated he thinks the board’s input was inadvertent to the extent of what we were really able to contribute. He stated that the way of looking at the objectives turns out to be a very sophisticated and non-traditional way of looking at an organization. Dallas stated he does recognize there is a lot of value in the plan and expressed concern that the voice of the document is that of the consultant. Don explained that the first part of the document is the consultant’s work, and the district’s voice becomes evident at the point where the objectives, strategies and initiatives are identified. He noted that staff has contributed a considerable amount of time editing the document to make it our own. He stated that while we hire a consultant to guide us through the process, the final product is only as good as the staff time invested in it. He stated this holds true with the Comprehensive Plan, the use of designers in the design of parks, etc. The board and staffed discussed the formatting and organization of the plan, and presentation of the planning method. Bruce noted that staff would bring a final draft to the board for review and consideration of adoption on June 5.

Golf Course Proposal Don Horton referred to the April 17 presentation to the board from a local group of golf course advocates and stated a decision of the board is needed to determine whether the district will move forward on the project. He stated that the big issue for the district is whether this is the right time to be embarking on such a project in light of the staff time available with respect to other projects such as CAPRA, a potential bond measure, the aggressive CIP, etc. He stated that he has heard from members of the community in opposition to the proposal and recommended that the district not take this project on at this time. Dallas Brown expressed concern that the public be adequately informed about the board’s decision. He stated that public assumes the board is going forward with the proposal and that will have a negative impact on the district. Scott Wallace stated that while the proposal had merit he feels it is not the time for the district to be getting into the golf business. Don noted that in comparing the number of golf holes in Deschutes County with the rest of the country, we are at the Palm Springs level. He questioned whether it would ever be wise for the district to take on a public course. Dallas asked if the district could do more to improve our current partnerships to offer youth golf and address some of the objectives of the proposal to make golf more accessible. Don stated that following the presentation on April 17 Matt Mercer began to investigate how the district could strengthen our partnerships with existing courses. He also noted that in terms of the district’s survey results, golf has ranked at the bottom of the list and the surveys also indicate the golf needs of the community are being met. Matt stated that the upside of the proposal may be that it will raise awareness of the local courses to this market need. The board agreed that the district would work to enhance partnerships with local golf courses, and reached consensus that the proposal from the local group of advocates would be declined. As there was no further business the meeting was adjourned at 9:24 pm. Prepared by,

Paula Lowery Executive Assistant __________________________________ ___________________________________ Ted Schoenborn, Chair Scott Asla, Vice-Chair __________________________________ __________________________________ Ruth Williamson Scott Wallace __________________________________ Dallas Brown


AGENDA DATE: June 5, 2012 SUBJECT: Ponderosa Park Utilities and Pavement Project STAFF RESOURCE: David Crowther, Business Manager Norm Ziesmer, Construction Project Manager Pat Erwert, Construction Project Manger PREVIOUS BOARD ACTION: None ACTION PROPOSED: Award Construction Contract COMMITTEE ACTION: None BACKGROUND The Ponderosa Park Utilities and Pavement Project will provide utilities, and road and parking infrastructure for the south end of the park adjacent to Wilson Avenue and 15th Street. The work includes clearing, grading, excavation for infiltration basins, trenching for water, storm and sanitary sewer installation, sleeving, base aggregate and asphaltic concrete paving, sidewalks, curbs, driveway, court sports, trails, minor chain link fencing and other miscellaneous work required for the park construction. Project estimate for this job was $320,000. The following bids were received on this project:

1. Sage Ridge Inc. $277,643.50 2. Alex Hodge Construction, Inc. $287,014.15 3. Latham Excavation $341,302.40 4. Jack Robinson and Sons, Inc. $392,701.10 5. Knife River $428,927.70

After conducting a responsible bidder determination of the low bidder, Sage Ridge Inc., it was determined that Sage Ridge Inc. holds only a Residential General Contractor License that does not allow them to perform work on a project of this size and value. Sage Ridge Inc. would need to have a current Commercial General Contractors License to be eligible for this project. STAFF RECOMMENDATION Staff recommends awarding the Ponderosa Park Utilities and Pavement Project to the second lowest bidder, Alex Hodge Construction, Inc., in the amount of $287,014.15.

BUDGETARY IMPACT Monies available for this project have been budgeted in the general fund. MOTION I move to accept the bid for Ponderosa Park Utilities and Pavement Project from Alex Hodge Construction Inc., in the amount of $287,014.1,5 and to approve a total project amount not to exceed $315,715.57. ATTACHMENT None


AGENDA DATE: June 5, 2012 SUBJECT: Security Services Contract STAFF RESOURCE: David L. Crowther, Business Manager Greg Barker, Facilities Manager Pat Erwert, Construction Project Manager PREVIOUS BOARD ACTION: None ACTION PROPOSED: Award Security Services Contract COMMITTEE ACTION: Reviewed RFP’s and recommended Proposer BACKGROUND The district has been using security services for several years at special events and to monitor our facilities. Our organization has grown and expanded through the years and our need for security services has matured. It was time to re-address what the district was looking for in a security services provider by going out for a Request for Proposals. The district received three proposals to provide the security services from ADD Security, Security Pros’ and Bend Patrol Services. After reviewing all three proposals it was the consensus of the review committee that Bend Patrol Services offered the best price and provides the type of service that the district desires. STAFF RECOMMENDATION Staff recommends awarding the security services contract to Bend Patrol Services. BUDGETARY IMPACT Monies for this contract are available in the general fund. MOTION I move to authorize the negotiation and execution of the Professional Services Contract with Bend Patrol Services, to act as the district’s security services provider for one-year, beginning June 2012, with the option to extend for four (4) additional one-year terms. ATTACHMENT None.


AGENDA DATE: June 5, 2012 SUBJECT: Public Budget Hearing, Adoption of the 2012-13

Budget, and Imposing and Categorizing Taxes STAFF RESOURCE: Lindsey Lombard, Finance Director Don Horton, Executive Director PREVIOUS BOARD ACTION: None ACTION PROPOSED: Open a Public Hearing to Discuss the Budget for

Fiscal Year 2012-13, Adopt 342 Adopting the Budget and Making Appropriations for Fiscal Year 2012-13, and Adopt Resolution No. 343 Imposing and Categorizing Taxes

COMMITTEE ACTION: The 2012-13 Proposed Budget was previously

approved by the Budget Committee on May 16, 2012

BACKGROUND The State of Oregon Local Budget Law requires a public hearing be held to discuss the budget as approved by the Bend Park & Recreation District Budget Committee. After receiving public comment, the Board shall close the public hearing. After such time, the staff will present the approved budget to the Board and recommend the approved budget’s adoption. The Board may adopt the budget as approved, or may make changes based upon public comment or other reasons. By Oregon statute, no increases to expenditures may be greater than 10% of the total approved expenditures in any fund, without the budget requiring referral back to the Budget Committee. After the public hearing, the governing body must enact the proper resolutions to adopt the budget, make appropriations, and impose and categorize the taxes. The resolution adopting the budget should state the total amount of all the budget requirements, and a schedule of appropriations must be included. This schedule provides the local government with legal spending authority throughout the fiscal year. Per Oregon Revised Statute (ORS) 294.435(1), local governments that are using ad valorem property taxes to balance their budgets must declare the tax rate by resolution. The resolution should state the rate being certified to the county assessor. Property taxes are imposed for the tax year on the assessed value of all taxable property within the district. The Bend Park & Recreation District’s permanent tax rate is $1.461 per $1,000 assessed value. The governing body must also declare through resolution the tax limitation category(ies) into which the local

government’s tax is to be placed. This resolution must show the amount of ad valorem tax by fund by category. The district’s only taxing fund is the General Fund, and its only applicable tax limitation category is General Government. STAFF RECOMMENDATION Staff recommends that the Board adopt 342, adopting the budget and making appropriations for fiscal year 2012-13. This resolution reflects the approved budget, with no recommended changes. Staff also recommends that the Board adopt Resolution No. 343, imposing and categorizing taxes for fiscal year 2012-13. BUDGETARY IMPACT Adoption of the district’s operating budget for fiscal year 2012-13. MOTION These are two separate motions that need to be voted on individually: Motion #1: I move to adopt 342, adopting the budget and making appropriations for fiscal year 2012-13. Motion #2: I move to adopt Resolution No. 343, imposing and categorizing taxes for fiscal year 2012-13. ATTACHMENT Resolution No. 342, Adopting the Budget and Making Appropriations Resolution No. 343, Imposing and Categorizing Taxes

BMPRD RESOLUTION NO. 342 A RESOLUTION OF THE BEND METRO PARK AND RECREATION DISTRICT BOARD OF

DIRECTORS ADOPTING THE BUDGET AND MAKING APPROPRIATIONS

ADOPTING THE BUDGET BE IT RESOLVED that the Board of Directors of the Bend Metro Park and Recreation District hereby adopts the budget for fiscal year 2012-13 in the total of $ 32,628,237.

MAKING APPROPRIATIONS BE IT RESOLVED that the amounts for the fiscal year beginning July 1, 2012 and for the purposes shown below are hereby appropriated:

General Fund: Enterprise Fund: Personnel Services $ 4,662,717 Personnel Services $ 113,287 Materials & Services 2,731,029 Materials & Services 112,900 Capital Outlay 400,113 Capital Outlay 263,834 Transfers 4,242,207 Total Appropriations $ 490,021 Debt Service 540,000 Operating Contingency 1,800,000

Total Appropriations $ 14,376,066 Unappropriated Ending Fund Balance 1,000,000 Total General Fund $ 15,376,066

Special

Revenue Funds

Personnel Services

Materials/ Services

Capital Outlay Transfers

Operating Contingency

Total Appropriations

Recreation Services 4,685,694 1,595,521 0 0 225,000 6,506,215 System Development Charges 0 30,000 4,710,823 358,000 0 5,098,823

Reserve Funds Capital Outlay

Materials/ Services

Total Appropriations

Reserve for Future

Expenditures Total Fund Facility Reserve Fund 3,786,363 0 3,786,363 750,000 4,536,363 Equipment Reserve Fund 226,000 0 226,000 394,749 620,749

Total Appropriations-All Funds $ 30,483,488 Total Unappropriated Amounts – All Funds 2,144,749

Total Budget $ 32,628,237

ADOPTED by the Board of Directors of the District on this 5th day of June, 2012. _____________________________ Ted Schoenborn, Board Chair Attest: ______________________________ Don P. Horton, Executive Director

BMPRD RESOLUTION NO. 343

A RESOLUTION OF THE BEND METRO PARK AND RECREATION DISTRICT BOARD OF DIRECTORS IMPOSING AND CATEGORIZING TAXES

IMPOSING THE TAX

BE IT RESOLVED that the Board of Directors of the Bend Metro Park & Recreation District

hereby imposes the taxes provided for in the adopted budget at the rate of $1.461 per $1,000 of

assessed value for operations, and that these taxes are hereby imposed and categorized for tax

year 2012-13 upon the assessed value of all taxable property within the district as follows:

CATEGORIZING THE TAX

Categorizing the Tax General Government Excluded from Limitation Limitation

General Fund……………$1.461/$1,000 Debt Service Fund………………………………………………$0

THE BEND METRO PARK & RECREATION DISTRICT certifies to the County Clerk,

County Assessor, County Treasurer of Deschutes County, Oregon, and the Department of

Revenue in Salem, Oregon, the tax rate per thousand made by this resolution and shall file this

with a copy of the budget as finally adopted.

ADOPTED by the Board of Directors of the District on this 5th day of June, 2012.

_________________________________ Ted Schoenborn, Board Chair Attest: ____________________________________ Don P. Horton, Executive Director


AGENDA DATE: June 5, 2012 SUBJECT: 2013 - 2017 Capital Improvement Plan STAFF RESOURCE: Bruce Ronning, Director of Planning and

Development Lindsey Lombard, Finance Director PREVIOUS BOARD ACTION: The Board last adopted the CIP on June 7, 2011 ACTION PROPOSED: Adopt Resolution No. 344 and Exhibit A: BPRD 2013 - 2017 Five-Year Capital Improvement Plan BACKGROUND The BPRD Capital Improvement Plan (CIP) identifies and summarizes all approved and proposed district capital expenditures and revenue sources for a period of five years into the future. Pursuant to ORS 223, it is required that the “Master Plan” i.e. CIP be reviewed and revised to include the district’s on-going and future capital improvement projects identified for System Development Charge funding. The Board of Directors revises and adopts the district’s five–year CIP during the annual budget process. The BPRD Budget Committee approved a draft version of the CIP on May 16, 2012. The 2013 - 2017 CIP, attached to Resolution No. 344 as Exhibit A, is the same as that approved by the Budget Committee. STAFF RECOMMENDATION Staff recommends adoption of Resolution No. 344 and the BPRD 2013 - 2017 Five-Year Capital Improvement Plan. BUDGETARY IMPACT The 2013 - 2017 Capital Improvement Plan includes $ 23,221,029 in capital expenditures in fiscal years 2012-13 through 2016-17. $13,332,646 (~ 69%) is funded with Systems Development Charge revenues. MOTION I move to adopt Resolution No. 344, Adopting the 2013 - 2017 Capital Improvement Plan and Exhibit A: the 2013 - 2017 Capital Improvement Plan.

ATTACHMENT

1. Resolution No. 344, Adopting the 2013 - 2017 Five-Year Capital Improvement Plan 2. Exhibit A: BPRD 2013 - 2017 Five-Year Capital Improvement Plan

BMPRD RESOLUTION NO. 344

A RESOLUTION OF THE BEND METRO PARK AND RECREATION DISTRICT BOARD OF DIRECTORS ADOPTING THE 2013 - 2017 FIVE-YEAR CAPITAL IMPROVEMENT

PLAN

WHEREAS, pursuant to ORS 223, the Bend Metro Park & Recreation District adopted a Capital Improvement Plan (“Plan”) on June 7, 2011 with BMPRD Resolution No. 336; and WHEREAS, the Board has re-examined the park and facility needs for the district and finds that the projects identified on the attached Exhibit A: BPRD 2013 - 2017 Five-Year Capital Improvement Plan are in the public interest and necessary to serve park, recreation facility and trail needs of the district; and WHEREAS, the Board has adopted Ordinance No. 8 - System Development Charges and Resolution No. 311, A Methodology for Calculating Systems Development Charges , indicating the intention to adopt this resolution.

NOW, THEREFORE, the Board of Directors hereby resolves as follows:

1. The Bend Metro Park and Recreation District 2013 - 2017 Five-Year Capital Improvement Plan, attached hereto as Exhibit A, is hereby adopted.

2. The Plan includes those projects that are needed to serve the park, recreation

facility and trail needs of district residents in fiscal years ending June 30, 2013 - 2017 including future need related to residential growth and development as specified in Ordinance No. 8 and Resolution 311 and pursuant to ORS 223.

3. The Plan identifies both those projects and portions of projects eligible to be

funded using System Development Charge (“SDC”) revenue as well as those projects funded by other revenue sources. Those expenditures from the SDC Improvement Fee fund and the SDC Reimbursement Fee fund shall be accounted for separately in accordance with statutory requirements for the use of SDC revenues.

ADOPTED by the Board of Directors of the District on this 5th day of June 2012.

______________________________ Ted Schoenborn, Board Chair

Attest:

____________________________________ Don P. Horton, Executive Director

Capital Improvement Plan: Fiscal Years Ending June 30 2013-2017 General Fund Expenditures by Year

Project Description

Year

Proposed SDC Fund

General

Fund

Potential

Bond

Other

Alternative

Funding

Total

Project

Costs

Current facility upgrades (Take care of what we have)

Community & Board Priority - Highest

Older park renovation and access improvements

Kiwanis landscape completion 1 10,000 10,000

Hillside 2 250,000 250,000

Sawyer 4 250,000 250,000

Total for 5 years - 510,000 - - 510,000

Deschutes River Trail and Riverfront Parks

Community & Board Priority - Highest

Miller's Landing ~ 4 acres 1 565,000 262,750 827,750

1st Street Rapids trail bridge 1 420,000 250,000 670,000

Davis Park ~ 3 acres TBD -

Land acquisition TBD -

Trail development TBD 150,000 150,000

Mirror Pond to Newport Ave. Bridge (ROW/Easement Acquisition) TBD -

Total for 5 years 985,000 250,000 - 412,750 1,647,750

Primary trail system

Community & Board Priority - High

West Bend Trail improvements 1 189,000 189,000

Miscellaneous trail system improvements 1 - 5 500,000 250,000 750,000

N Parkway Trail extension 1 - 5 150,000 150,000

Total for 5 years 689,000 250,000 - 150,000 1,089,000

Neighborhood park acquisition


SA 22 "Pettigrew" (3A) 1 269,268 269,268

SA 32 "Parrell" (2A) 2 - 3 183,102 183,102

SA 32 "Trap Club" (5A) 2 - 3 526,420 526,420

SA 3 "Juniper Ridge" (2A) 4 242,152 242,152

SA 35 "Coyote" (3A) 5 417,711 417,711

Additional neighborhood park acquisitions (6 acres) 4 - 5 780,939 780,939

(8 additional acres to maintain SDC LOS) 6 - 10 - -

Total for 5 years 2,419,592 - - - 2,419,592

Recreation facility development


Seasonal uncovered ice facility 2 590,000 300,000 890,000

Skate parks 2 250,000 60,000 310,000

Multi-purpose covered facility (ice, courts, event space) TBD -

Colorado Dam improvements TBD 900,000 900,000

Expanded aquatic and fitness facilities TBD -

Total for 5 years - 840,000 - 1,260,000 2,100,000

Neighborhood park development

Community & Board Priority - Medium

SA 5 "Butler Mkt" (4A) 1 794,000 794,000

SA 22 "Pettigrew" (3A) 2 743,995 743,995

SA 12 Sunset View (1A) 3 263,229 263,229

SA 22 "Parrell" (2A) 4 534,184 534,184

SA 32 "Trap Club" (5A) 5 1,366,325 1,366,325

Boyd developer agreement repayment 1 - 4 372,644 372,644

(26 additional acres to maintan SDC LOS ) 6 - 10 -

Total for 5 years 4,074,377 - - - 4,074,377

Community park development


Ponderosa Park improvements 1 883,109 883,109

Pine Nursery Phase I completion ~ 11 acres 1 - 3 2,980,000 500,000 3,480,000

Discovery Park ~10 acres 4 - 5 607,004 607,004

Pine Nursery Phase II TBD -

Community river park development TBD -

(16 additional acres to maintain SDC LOS ) 6 - 10 -

Total for 5 years 3,587,004 1,383,109 - - 4,970,113

Regional park development


Shevlin Park master plan improvements 2 - 5 227,673 227,673

Gopher Gulch development (46 acres) TBD -

(200 acres development to maintain SDC LOS) 6 - 10 -

Total for 5 years 227,673 - - - 227,673

Community park acquisition

Community & Board Priority - Low

Discovery Park ~10 acres 3 1,052,840 1,052,840

Larkspur Park addition ~4 acres TBD -

SE Quadrant 25+ acres (or develop High Desert) TBD -

Total for 5 years - 1,052,840 - - 1,052,840

Regional park acquisition

Community & Board Priority - Low

Reimburse Gopher Gulch Ranch land acquisition (yr 6 - 9 remaining) 1 - 5 1,350,000 1,350,000

Land acquisition TBD -

(65 acres acquisition to maintain SDC LOS) 6 - 10 -

Total for 5 years 1,350,000 - - - 1,350,000

Mirror Pond improvements - - - -

Community Priority - Unknown

Five-year Total Estimate 13,332,646 4,285,949 - 1,822,750 19,441,345

Community Relations May 2012 Community Relations/Administration

• Proposed Bond: crafted text and strategized displays for public input; developed promotion schedule, conducted media interviews; worked with team to develop stakeholder list for public meetings; reviewed FAQ’s for public input on prospective bond; attended meetings; began preparation for stakeholder meeting.

• Public presentations: arranged Soroptimists public presentation; drafted speaking points (Ruth, Robin and recreation staff)

• Events: wrote ADA materials for special event renters; met with Central Oregon Coalition for Access group to share district processes.

• ORPA: finalized contract with Portland Parks for OPRA; consulted with staff regularly on issues and guidance; communicated with OPRA ‘drysiders’; prepared executive committee agenda; worked on conference sponsor package; edited ORPA literature.

• Reviewed and edited strategic plan. • Retirement plans for staff. • Attended social media training by Colleen and Audrey. • Prepared budget planning presentation(s). • Met with former volunteer, Bob Wenger’s family to plan memorial and dedication of Pine Nursery

OLA to Bob.

Marketing Administration:

• Met with Older Adult Programming and Adult Fitness/Wellness Programming teams. • Regular meetings with JSFC and Bend Senior Center staff on marketing/communications. • Met with Emerging Government Leaders Group of area government agency staff. • Conducted staff lunch-n-learn series on technology, blogs and social media.

Advertising: • Completed summer registration ads for radio, TV and print. • Coordinated new radio ad concepts with copywriter and sound/recording. • Coordinated 2012-13 schedule for True North.

Sponsorships/Events: • Edited Central Oregon’s Got Talent video. • Coordinated with 4th of July team for event marketing/advertising. • Coordinated with Bend Senior Center staff regarding Larkspur Festival marketing; designed ads,

flyers, posters. • Updated Gopher Broke event materials; sent out e-postcard.

Communications: • Designed and coordinated materials, ads, e-postcards and displays for potential bond measure

projects open houses. • Coordinated and edited video for Deschutes River Trail potential bond measure projects. • Sent out PSAs for JSFC pool openings, golf course proposal update, West Bend Trail closure,

potential bond project public open houses and Memorial Day schedule. • Coordinated Good Morning Central Oregon guest appearances for sports department on spring

sports and Don Horton on potential bond measure project open houses. • Designed e-postcard on Youth Volleyball; assisted sports department staff on e-mail management

system.

Collateral Materials: • Reviewed Summer 2012 Recreation Guide with rec team. • Updated Hollinshead brochure. • Edited Bend Senior Center newsletter and Kids Inc newsletters. • Updated brochure for MAGIC.

Website & Social Media: • Launched new employment/hiring web portal. • Designed, coordinated and launched web pages, video, comment forms and surveys for potential

bond measure projects. • Updated website: 4th of July event information, planning and development, board meeting support

items and regular event/happenings calendar. • Increasing fan base on Facebook and Twitter with regular daily social media posts and photos.

Public Event Park Reservation Fielded (many) public inquiries regarding events, changes in events, event process, scheduling, park use, etc. May events: Salmon Run, Paddle Fest, Police Memorial (new on the books), PPP, Happy Girls, Memorial Day event. Pre/event meetings: Balloons Over Bend Children’s Fest- (Children’s fest expanded, two days), Shakespeare expanded 3 night performances, OSU Graduation (increased 850 to 2,400 in attendance), Unleash the Vision (new event), Yogi’s Unite, Munch & Music, Munch & Movies, Car Show, DogPac Ruff Run, Twilight Tunes. Post event meetings: CASA Lt of Hope, Walk MS, PPP, Salmon Run. July 4th Festival Drake Park and Pet Parade

• Event planning such as - staffing, portable toilet rental, promotion, supplies, volunteers, new City of Bend requirements, entertainment/activities, color guard, event announcer, sponsors requests, work orders, etc.

• Met with City staff regarding traffic control/ event road closures, fire and police • Expanding BPRD branding in park with increased logo exposure on banners and signs.

Outreach Activities

• Happy Girls: Monica lead the pre event fitness warm up brought to you by BPRD. • Soroptimists: provided materials for presentation . • Volunteer recruitment: Bend High & COCC . • Prepared district kiosk for Larkspur Festival.

District Event Support Larkspur Festival: Explored activity and event concepts to increase appeal and branding. Other Coordinated Wellness Committee employee blood draw event. Volunteer Program Coordinated:

• JSFC – Fit Kids and adult fitness class volunteers. • United Way Days of Caring

o Vertex Business Services pulled noxious weeds on the Larkspur Trail section at the base of Pilot Butte.

o Bendbroadband “Local Dogs” pulled noxious weeds, picked up litter and planted ponderosa pine seedlings at Skyline Park.

• Park & OLA adoptions o Meadowlark Manor adopted Ponderosa Park o Bend Pet Express adopted Ponderosa OLA o Friends of Pine Nursery OLA adopted Pine Nursery OLA

• Court ordered community service volunteers – placed two adults assisting park maintenance. • OSU Cascades – practicum/intern student – coordinated with Senior Center – volunteering this

summer. • Teen volunteers

o Communicated with many parents and teens about summer volunteer opportunities. • Events

o Hershey Track & Field Games - volunteers o Larkspur Festival - volunteers o July 4th – Pet Parade & Festival

Met w/staff to define volunteer needs Volunteer Recruiting:

• Held volunteer open house/fair for teens interested in volunteering with summer programs. • Participated in OSU Cascades spring volunteer fair. • Held a volunteer information opportunity at Bend High. • Posted summer volunteer options on Volunteer Connect. • Did a radio interview with KBNW – teen volunteer opportunities.

Attended:

• Mid Valley Volunteer Managers Association (MVVMA) conference in Salem • Emerging Local Government Leaders meeting • TPL/potential bond measure information meeting

Monthly communication with adopt a park & trail volunteers BPR Foundation

• Coordinated two dedicated benches. • Worked with Debbie Bruck on mapping/data base for bench dedications. • Held meeting with Foundation board member and Sue Boettner about Gopher Broke. • Managed foundation finances including deposits, payments and monthly bookkeeping. • Communication with board regarding BPRD public meetings, upcoming Foundation board meeting.

Park Services May 2012 Facilities Staff

• Completed Franklin Avenue House Project: repainted complete interior, exterior soffits and trim and garage; repaired soffits and wiring in garage; removed upper portion of chimney and capped with metal; replaced carpet, floor in bathroom, kitchen sink faucet, exterior door hardware, locks, stove and refrigerator.

• Completed 212 work orders. Landscape Management

Sports Field Staff • Provided field layouts, painting and grooming support for one BPRD Show Down softball

tournament and the Triple Crown youth baseball tournament held on a majority of district fields. • Started the weekly mow schedules for the upcoming season. • Contracted tree removal in Harmon Park of a pine tree that was in decline along with an additional

spruce tree that was rubbing on the fascia board of building during wind storms. • Jon Turnage attended training on Turf & Ornamental pesticide applications and passed the test to

compete his Pesticide Applicators Certification for The State of Oregon. Neighborhood Parks Staff • Sweeping turf, park cleanups throughout the district. • Aerated and fertilized and completed irrigation startups all neighborhood parks. • Started the weekly mow schedules for the upcoming season. • Playground inspections; applied additional fall protection to select playgrounds. • Applied additional bark mulch to planter beds at several neighborhood park sites. Premier Parks Staff • Contracted the canopy cleaning of multiple trees at Juniper and Hollinshead Park. • Completed irrigation startups in all Premier Parks. • Repaired the broken mainline on the green roof. • Provided irrigation locates for the Solar Salmon Run, PPP and Happy Girls ½ Marathon events in

River Bend Park.

Shop Staff • Completed numerous vehicle and equipment repairs and maintenance in preparation for the

summer season. • Trained new staff on equipment and safety procedures. • Completed Mirror Pond Fence. • Started manufacturing Pine Nursery sports fencing.

Natural Resources Staff

• Finished resurfacing trails in Shevlin Commons. • Clean-up at Shevlin Park picnic areas. • Upgraded Colorado Dam Portage Path. • Finished Cougar Camp work orders. • Increased pre-molt goose hazing frequency. • Improved Sawyer Park footbridge tread surface. • Continued noxious weed control spraying. • Pulled weeds and planted 240 trees at Skyline Sports Complex with volunteers.

Planning and Development Project Summary – May 2012 NEW CONSTRUCTION Larkspur Trail - Pilot Butte to Neff: Way-finding and other trail signs are under design and should be installed this summer. Pine Nursery Off-Leash Area: The construction of an accessible asphalt trail from the Forest Service property to Yeoman Rd. is nearly complete. The irrigation installation for the new turf in the OLA has begun. Kiwanis Park Renovation: Sidewalk construction is complete. Building permits for the picnic and restroom shelters have been received, and the footings and slab construction are underway. The irrigation system installation is nearing completion. PROJECT PLANNING AND DESIGN Pine Nursery Community Park: An RFP for architectural design of phase 1"C" buildings and shelters is underway in preparation for construction in 2012-13. District Sign Program: The Sign Committee is conducting regular monthly meetings. A standard "rules and regulations" sign prototype has been manufactured and installed at Davis park. Work continues on design and review of various new signs as needed. Columbia Park Renovation: Manufacture of interpretive signs is underway. Ponderosa Community Park Phase 1: The Park Utilities and Paving project is out to bid for summer-fall 2012 construction. Construction contract approval is anticipated to be on the June 5th board agenda. Way-finding and trail signs for the park and Coyner Trail are in design. Park improvements will include new vehicle access from Wilson Ave., utility extensions, expanded parking, a new playground, picnic shelter and restroom, and preparation for the planned relocation of the skateboard park. Colorado Dam Paddle Trail Improvements: The Otak design team is completing work on whitewater Option A3 and Bridge Option 1 as approved by the board. Miller’s Landing: Planning, engineering, and architecture/landscape design work has been completed for the Site Plan, Waterway Overlay Zone, and Conditional Use Permit applications that have been submitted to the city. Staff has also prepared a presentation for the Local Government Grant Committee meeting scheduled for June 6th. 1st Street Rapids Bridge - 2010 ODOT Project Readiness Initiative: Consultant staff continues to work on refinement of the approved bridge and connecting paths prior to submitting the project to ODOT for preliminary approval. Staff has initiated work on a Waterway Overlay Zone permit to be the subject of an as yet unscheduled public hearing before the Bend Planning Commission.

Davis Park Master Plan: Coordination with the 1st Street Rapids bridge design process continues. Additional park master planning will include bridge and pathway connections on both sides of the river, however that work is on hold pending the hiring of new design staff. Butler Market Neighborhood Park: The first round of public involvement for the new park design is underway including a community questionnaire that was mailed in March and also made available on the district website. An open house meeting was held April 19th in the community room at the District Office. A topographical survey is underway but design work for this park is also on hold pending the hiring of a new park designer. LONG RANGE PLANNING Recreation Program and Indoor Facilities Needs Assessment: Project consultant Heller and Heller Inc. has completed work on a Strategic Plan draft that was presented for board review during the May 1 work session. IGA on Coordinated Planning and Urban Services: A revised draft of the IGA from the city of Bend is under review by staff and legal counsel. Bend UGB Amendment Remand: District staff and legal counsel continue to assist the city of Bend as needed with UGB remand issues relating to future park and trail land needs. District Bond Measure: District staff have provided display materials and staffed the initial public outreach meetings in advance of the board's decision to go forward or not with the potential bond measure. DISTRICT COMMITTEES AND COMMUNITY INVOLVEMENT District Committees: Planning and Development staff continues to serve on the ERC, Safety and Sign Committees as well as the Sustainability Team, Art and Walls Committee, and the Getting Kids Outside Committee. With Robin Laughlin's departure, exiting staff and the eventual new park designer will distribute any required BPRD, community, and agency committee representation duties. Community Involvement and Professional Associations: Norm Ziesmer attends COCA meetings. Steve Jorgensen attends BPAC meetings. Bruce Ronning serves on the OPRD Local Government Grant Committee, the Oregon SCORP Advisory Committee, the ORPA Legislative Committee, and the Deschutes County Committee on Recreation Assets - Bend area subcommittee.

Recreation Report May 2012 Participation/Registration

• Winter/Spring program registration numbers ended almost identical to last year. • Summer program registration trends continue to be strong. As of May 28, registration volume is

23.4% higher than last year. • Online registration has accounted for 82% of summer program registration to date, up from 78% at

this time last year. Planning/Collaborations

• Working with Bend La Pine Schools on a new Intergovernmental Agreement covering joint use of facilities and collaborative programming.

• Met with representative from Bend Pickleball Club to discuss potential partnership on the development of a pickleball facility. Staff also attended and addressed players at annual meeting.

• Continued discussions with Oregon Rush soccer regarding potential partnership on development of soccer fields for Phase 2 at Pine Nursery.

• Assisted with completion of the District Strategic Plan. Sports

• Recreation softball (Co-ed and Men’s) started with 56 teams. This is in addition to the 548 teams that are playing in the Metro Softball League.

• Hosted and produced Hersey Track Meet on May 30th at Bend High under warm, sunny skies for a change. 215 youth participated, an increase of over 50 from last year.

• Hosted and produced 1st Girls Showdown Fast Pitch Softball Tournament on May 19-20. 24 Teams participated including teams from Washington (6), Idaho (2), Oregon (14) and Bend (2)

• Provided fields for Triple Crown Youth Baseball Tournament May 25-27. 152 Teams from all over the Northwest participated in the tournament that used virtually every district ball field.

Youth and Adult

• Kids Inc. before/afterschool care program is wrapping up its 23rd successful year. Over 500 kids took part in the program this year.

• Staff gearing up for busy summer season by hiring and training staff, planning programs and preparing sites.

Juniper Swim & Fitness Center

• 50-meter is now outdoors! Cover was removed the week of May 14-18. Nice front page photo in the Bulletin on May 24 showcased the transformation of the pool from indoors to outdoors.

• Activity pool preparations are complete and pool opened for the season over the Memorial Day weekend. All we need now is warm, sunny weather!

• Third Grade Swim and Water Safety program has concluded for the year. This program that includes all 3rd grade classes in Bend has taken place since JSFC opened in 1979.

• Hired Sean Morrissey as the new Custodial Coordinator. Sean will be supervising our newly formed, facility-based, night janitorial team serving JSFC, Bend Senior Center, District Office and Hollinshead Barn.

• Summer staffing is gearing up with the hiring and training of more than 30 part-time lifeguards and swim instructors.

Bend Senior Center • Larkspur Festival is Saturday, June 2 featuring over 60 vendors, master gardener seminars, family

activities, food and entertainment. • New Super Tuesday’s meal program began May 8. Initial response has been good with 25-30

people attending. The program features soup, salad and sandwiches provided by a number of assisted living facilities. Meals are fee based but very affordable at $3.50 per person.

• 24 Seniors participated in the Oregon Gardens tour in Silverton, a successful first attempt at offering a collaborative day trip through the Senior Center.

Board Calendar

2011-12 *This working calendar of goals/projects is intended as a guide for the board and subject to change.

June 19 Work Session Draft conceptual plan – Discovery Park Bend La Pine School District use agreement Bond measure public input – findings and discussion Business Session July 3 Work Session Business Session Adopt resolution seeking bond measure

Board of Directors Agenda & Reports June 5, 2012€¦ · M AY 2012 v ACKNOWLEDGEMENT PAGE 2012...

Documents

Transcript of Board of Directors Agenda & Reports June 5, 2012€¦ · M AY 2012 v ACKNOWLEDGEMENT PAGE 2012...