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Comprehensive Master Plan Table of Contents

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Comprehensive Master Plan Table of Contents 2020-2022 COMPREHENSIVE MASTER PLAN TABLE OF CONTENTS Table of Contents Section 1.0 – Introduction 1.1 Acknowledgements 1.2 Commissioners, Committee Representatives, Community Representatives and Staff 1.3 Introduction/Purpose Statement 1.4 Goals of the Comprehensive Master Plan (CMP) Section 2.0 – Executive Summary Section 3.0 – Community Characteristics 3.1 Park District Boundaries 3.2 Population Characteristics 3.3 Transportation Characteristics 3.4 Regional Characteristics 3.5 State Location 3.6 Man-made/Natural Barriers 3.7 Planning Areas Section 4.0 – Schaumburg Park District Profile 4.1 History 4.2 Park Board 4.3 Committee Structure 4.4 Intergovernmental Agreements Section 5.0 – Guiding/Directional Framework 5.1 Mission Statement 5.2 Vision Statement 5.3 Values Section 6.0 – Strategic Plan 6.1 Strategic Plan Hierarchy 6.2 Balanced Scorecard 6.3 Strategy Map 6.4 District Goals, Initiatives and Objectives 6.5 Key Strategy Overview Section 7.0 – Citizen Survey/Needs Assessment 7.1 Community Interest and Opinion Survey Summary 1 Section 8.0 – Facilities 8.1 Responsibilities/Accountability 8.2 Organization/Personnel 8.3 SWOT Analysis 8.4 Trends 8.5 Comparison of Facilities to Standards 8.6 Facilities Inventory/Evaluation 8.7 Sustainable Operations and Maintenance Practices Evaluation 8.8 Emergency Management Plan Evaluation 8.9 ADA 8.10 Initiatives 8.11 Exhibits Section 9.0 – Parks 9.1 Responsibilities/Accountability 9.2 Organization/Personnel 9.3 SWOT Analysis 9.4 Trends 9.5 Comparison of Parks to Open Space Standards 9.6 Park/Facility Maintenance Standards 9.7 Playground Inventory/Analysis 9.8 Park/Athletic Field/Hard Surface Court Inventory/Evaluation 9.9 Vehicles/Equipment Inventory/Evaluation 9.10 ADA 9.11 Initiatives Section 10.0 – Schaumburg Golf Club 10.1 Responsibilities/Accountability 10.2 Organization/Personnel 10.3 SWOT Analysis 10.4 Trends 10.5 Golf Operations Analysis 10.6 Food and Beverage Operations Analysis 10.7 Golf Course Maintenance Standards 10.8 Golf Course Evaluation 10.9 Building and Facility Inventory/Evaluation 10.10 Initiatives Section 11.0 – Recreation 11.1 Responsibilities/Accountability 11.2 Organization/Personnel 11.3 SWOT Analysis 11.4 Trends 11.5 Operational Analysis 2 Section 12.0 – Communications & Marketing 12.1 Responsibilities/Accountability 12.2 Organization/Personnel 12.3 SWOT Analysis 12.4 Trends 12.5 Initiatives 12.6 Community Relations Plan 12.7 Marketing Plan Section 13.0 – Spring Valley & Conservation 13.1 Responsibilities/Accountability 13.2 Organization/Personnel 13.3 SWOT Analysis 13.4 Trends 13.5 Inventory/Evaluation 13.6 Operational Analysis 13.7 Maintenance Standards 13.8 Maintenance Equipment Inventory/Evaluation 13.9 Building and Facility Inventory/Evaluation 13.10 Initiatives Section 14.0 – Administration & Finance 14.1 Financial/Fund Overview 14.2 Responsibilities/Accountability 14.3 Organization/Personnel 14.4 SWOT Analysis 14.5 Trends 14.6 Best Practices 14.7 Inventory/Evaluation 14.8 Operational Analysis 14.9 Initiatives Section 15.0 – Risk Management & Security 15.1 Risk Management Overview 15.2 SWOT Analysis 15.3 Initiatives Section 16.0 – Human Resources 16.1 Human Resources Overview 16.2 Organization/Personnel 16.3 Responsibilities/Accountability 16.4 SWOT Analysis 16.5 Trends 16.6 Initiatives Section 17.0 – Capital Improvement Plan 3 SECTION 1.0 - INTRODUCTION 1.1 ACKNOWLEDGEMENTS Schaumburg Park District’s Comprehensive Master Plan (CMP) is the result of the collaborative efforts of District staff, committee members and the Board of Park Commissioners. Most importantly, as a resident-driven park district, much of the planning is based on input from our residents and customers obtained through the formal Citizen Interest and Opinion Survey. The most recent survey was conducted by ETC Institute, an independent company that specializes in asking park district residents for opinions of leisure services in their community. The statistically-valid survey data is a comprehensive audit of residents’ views of District programs, facilities and services. After analyzing the results, District officials and staff develop this Comprehensive Master Plan to establish priorities that will guide the future of parks and recreation in the community. Schaumburg Park District acknowledges and thanks all individuals involved in this process. 1.2 COMMISSIONERS, COMMITTEE REPRESENTATIVES, COMMUNITY REPRESENTATIVES AND STAFF I. The District is overseen by a five-member elected Board whose Commissioners serve four-year terms. a) The current Commissioners are: a. Bob Schmidt b. Dave Johnson c. George Longmeyer d. Mike Daniels e. Sharon DiMaria b) The Board has five officer positions that rotate annually: President, 1st Vice President, 2nd Vice President, Secretary and Treasurer. II. Non-elected committee representatives serve on the Park District’s various sub committees. Current members include: a) Finance Committee a. Richard Osten b. Robert Hager b) Joint Advisory Committee a. Brian Burke b. Carl LaPonte c. Jason Mitchell 4 d. Donna Johnson c) Naming Committee a. Walt Johnson b. John Selke III. Community representatives from other governmental agencies within the District’s boundary who have regular interaction with the District are shown below. a) Village of Schaumburg a. Tom Dailly – Mayor, Schaumburg b. Brian Townsend – Village Manager, Schaumburg b) Township of Schaumburg a. Timothy M. Heneghan – Supervisor b. Suzanne McVey – Administrator c) Township High School District 211 a. Robert LeFevre, Jr. – Board of Education President b. Daniel E. Cates – Superintendent of Schools d) School District 54 a. Bob Kaplan – President b. Andrew DuRoss – Superintendent e) Township Library a. Anita Forte-Scott – President b. Annie Miskewitch – Executive Director IV. Senior Management at the District are: a. Tony LaFrenere – Executive Director b. Steve Burgess – Deputy Director/Director of Finance and Administration c. Rob Ward – Director of Recreation and Facilities d. Dave Brooks – Manager of Conservation Services e. Doug Kettel – Director of Facilities/E.M.C. f. Justin Sienkiewicz – Director of Communication and Marketing g. Jonathon Parsons – Director of Golf Operations h. Laila Bashia – Director of Human Resources i. Todd King – Director of Parks and Planning 5 1.3 INTRODUCTION / PURPOSE STATEMENT The Compressive Master Plan is a roadmap that will guide the future development and improvement of parks and recreation services in the community. The plan identifies the goals the District will strive to achieve over the next three to five years. In order to better identify and track those goals, the plan is divided by major areas of District operations. Staff develop the plan in a three-step approach: 1) Evaluate existing conditions throughout the District. 2) Identify important patron/citizen attitudes and interests concerning the direction of the District through the formal Community Interest and Opinion Survey. 3) Create a three to five year strategic plan reflecting patrons, stakeholders, and staff’s vision for park and recreation services in Schaumburg. This plan forms the basis for the District’s annual goal setting and prioritizing. 1.4 GOALS OF THE COMPREHENSIVE MASTER PLAN (CMP) • Conduct a comprehensive environmental evaluation and analyze collected data, including but not limited to, a demographic profile, SWOT analysis, benchmarking, internal and external influences and trends. • Conduct a complete inventory and assessment of the District to obtain a full understanding of existing conditions. • Provide a variety of meaningful resident and community involvement opportunities throughout the plan. • Obtain quantitative and qualitative citizen input regarding District operations, services and priorities. • Align the District’s mission, vision and values to reflect the information gathered from above. • Establish District goals and initiatives that reflect the future priorities of the District. • Develop strategies through measurable annual objectives to fulfill the mission and vision of the District as well as to maintain its values. 6 SECTION 2.0 - EXECUTIVE SUMMARY This plan has been developed using a three-step approach: 1) Gain a full understanding of the District’s existing conditions. 2) Identify important patron/citizen attitudes and interests concerning the direction of the District. 3) Create a three to five year strategic plan reflecting patrons, stakeholders, and staff’s vision for park and recreation services in Schaumburg. From the information gathered from this approach, detailed analysis was then developed for each major section of the District – recreational programming, parks, operations, etc. The analysis included procedures like SWOT analysis and trends. From this, long-term (three to five year) initiatives were developed based on four main themes: 1) Customer Satisfaction – Provide first class programs, services and facilities 2) Financial Sustainability – Optimize and leverage financial resources 3) Operational Excellence – Achieve operational and environmental excellence 4) Employee Growth and Development – Foster a motivated and accountable team culture These initiatives, and others within each section, were developed using a standardized method as shown by the table of contents for each section. All initiatives created from the plan will be used to develop annual detailed, measurable goals by department. 7 SECTION 3.0 - COMMUNITY CHARACTERISTICS 3.1 PARK DISTRICT BOUNDARIES a) The Park District includes the majority of the Village of Schaumburg and parts of
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