Supplement E - Strategic Plan Worksheet_FINAL_12.22.25

Recommended Actions
Intended Outcomes
Prioritization
Resource 
Requirement
Staff Lead/Team
Timeline
Complete?
Notes
1.1 Execute city-wide 75th Anniversary Celebration efforts to include the three-day festival, birthday celebration, scavenger hunt, etc.
high
high
Special Events, Interdepartmental Committee
Short-term (1-2 years)
1.2 Identify new partnership opportunities to address deficit/gap areas, utilizing the existing school district intergovernmental agreement (IGA).  
medium
medium
Department Director, contracted partners, future recreation division staff
Mid-term (3-5 years)
1.3 Evaluate existing partnership agreements and update as needed.
high
low
Department Director, Department Admin
Short-term (1-2 years)
1.4 Develop a marketing plan to strengthen community involvement, connection and participation, including bilingual and interactive materials and tools.  
medium
low
P&R leadership team, IPR
Mid-term (3-5 years)
1.5 Identify constraints and barriers to access.
medium
medium
Department Director
ongoing
1.6 Establish a scholarship/reduced rate/needs based assistance program.
medium
medium
Department Director
Mid-term (3-5 years)
1.7 Formalize the relationship with the El Mirage Youth Advisory Commission.
medium
low
Department Director, Department Admin., EMYAC Staff Liaisons
Short-term (1-2 years)
Recommended Actions
Intended Outcomes
Prioritization
Resource 
Requirement
Staff Lead/Team
Timeline
Complete?
Notes
2.1 Adopt a service delivery philosophy/strategy. 
low
low
Department Director, P&R Leadership Team, City Council
Long-term (5+ years)
2.2 Develop a service evaluation program.
medium
low
P&R leadership team
Short-term (1-2 years)
2.3 Implement a recreation management software system. 
low
medium
P&R leadership team
Mid-term (3-5 years)
2.4 Maintain an understanding of local public health indicators.
medium
medium
Department Director
Mid-term (3-5 years)
2.5 Evaluate park and recreation trends for relevance and feasibility.
low
medium
P&R leadership team
Long-term (5+ years)
2.6 Document parks maintenance capacity.
medium
low
Parks Division
Short-term (1-2 years)
2.7 Establish levels of service standards for parks maintenance.
medium
low
RDLC, SVR, Parks Division
Mid-term (3-5 years)
2.8 Develop an asset management plan.
medium
medium
Department Director, P&R Leadership Team
Mid-term (3-5 years)
2.9 Replace/rehabilitate park amenities identified as being in poor condition.
high
medium
Parks Division
Short-term (1-2 years)
2.10 Implement a computerized maintenance management software system (CMMS) for maintenance/asset management, PM scheduling, reporting, etc. 
medium
medium
Parks Division
Short-term (1-2 years)
2.11 Develop a communications protocol for landscape contractor oversight and quality control.
medium
low
Parks Division
Short-term (1-2 years)
2.12 Obtain Tree City designation.
low
high
Parks Division
Long-term (5+ years)
2.13 Enhance shade in parks and park areas.
medium
medium
Parks Division
ongoing
Recommended Actions
Intended Outcomes
Prioritization
Resource 
Requirement
Staff Lead/Team
Timeline
Complete?
Notes
3.1 Apply the Preferred Concept for the Basin Park.
medium
high
Department Director, City Admin, City Council
Mid-term (3-5 years)
3.2 Develop a master plan for Bill Gentry Park to determine park amenities and services that will improve access for North El Mirage residents.
medium
high
Department Director, City Admin, City Council
Mid-term (3-5 years)
3.3 Renovate and enhace Sundial IV Park.
medium
high
Department Director, City Admin, City Council
Mid-term (3-5 years)
3.4 Evaluate the feasibility and benefits of a neighborhood park in the central-west and north regions of El Mirage.
low
high
Department Director, City Admin, City Council
Mid-term (3-5 years)
3.5 Evaluate the feasibility of adding full walking loops to parks such as Bill Gentry, Brown Family, Charter Oak, and Veteran’s Parks.
low
high
Department Director, City Admin, City Council
Long-term (5+ years)
3.6 Develop a program and partnership plan for Bill Gentry Park (e.g., Farmers Market, concession building activation).
medium
medium
P&R leadership team
Mid-term (3-5 years)
3.7 Implement the safe routes to parks connectivity plan.
medium
medium
P&R leadership team, Development Services, Public Works
Long-term (5+ years)
3.8 Establish an interdepartmental planning collaboration to oversee review and implement the multi-modal plan.
medium
low
Department Director, Development Services, Public Works
Short-term (1-2 years)
3.9 Include pour-in-place rubber surfacing to enhance ADA accessibility for existing as well as new playgrounds.
medium
high
Parks Division
Long-term (5+ years)
3.10 Enhance parks security by implementing safety measures, including increased police presence and ranger protocols, security cameras, and hard-wired lighting.
high
high
Parks Division, City Admin., City Council
Short-term (1-2 years)
3.11 Finalize the design of an adopt-a-park and/or friends-of-the-parks program with designated service days (e.g., "Make a Difference Day"). 
low
medium
P&R leadership team
Long-term (5+ years)
3.12 Create a standardized and consistent rental program for all rentable assets (fields, ramadas, garden plots, senior center).
medium
low
P&R Admin, Dept. Director
Short-term (1-2 years)
Recommended Actions
Intended Outcomes
Prioritization
Resource 
Requirement
Staff Lead/Team
Timeline
Complete?
Notes
4.1 Adopt a financial sustainability strategy.
medium
low
P&R leadership team
Long-term (5+ years)
4.2 Conduct a cost of service analysis.
medium
low
P&R leadership team
Long-term (5+ years)
4.3 Develop a departmental purpose statement.
high
low
P&R leadership team
Short-term (1-2 years)
4.4 Create position-specific professional development plans.
medium
low
P&R leadership team
Short-term (1-2 years)
4.5 Design a department-specific onboarding program with consideration of division and position components. 
medium
low
P&R leadership team
Mid-term (3-5 years)
4.6 Host and facilitate regular team building opportunities, mission/vision review gatherings, etc.
high
low
Department Director, Department Admin
Short-term (1-2 years)
4.7 Develop a departmental risk management / loss control program. 
medium
low
 P&R Leadership Team, Clerk's Office, PW
Long-term (5+ years)
4.8 Develop division specific safety/security plans.
medium
low
P&R leadership team
Long-term (5+ years)
4.9 Develop administrative SOPs to include: procurement, cash handling, division specific (senior center, special events, etc.)
medium
low
Department Admin
Long-term (5+ years)
4.10 Create mechanisms for regular staff feedback and sharing (e.g., staff satisfaction survey, sharing success stories).
medium
low
P&R leadership team
Short-term (1-2 years)
4.11 Continue conversion of the new Administrative Building into a functioning home base.
medium
low
Department Admin, Special Events Coordinator
Short-term (1-2 years)
4.12 Conduct an ordinance review and recommend updates as needed.
medium
low
Department Director, Department Admin 
Mid-term (3-5 years)
El Mirage Parks & Recreation
Strategic Plan Worksheet
Quality Services
An Engaged Community
Activated Spaces & Places
A Culture of Excellence
increased participation
strategic/effective partnerships and collaborations
positive relationships and interactions with the community
community ownership and co-stewardship
a more informed community
increased participations
improved safety
improved and increased engagement between the community and staff
community ownership
enhanced understanding of department opportunities
increased value/utility of parks and recreation
Key Issues
optimization of resources/productivity
staff retention and continuity
enhanced service delivery
a healthy workplace
high levels of service
clean/safe/well-maintained spaces and places
increased participation
enhanced department image
staff and community pride
Training and development of staff (competencies 
and preparedness)
Financial resources - availability (staff, operations, 
maintenance)
Operations and maintenance commitments to 
support services
Improve communications - information and 
relationships
Safety - internal and external
High levels of service - condition of assets
A new department image
Stay relevant
Limited quality-of-life opportunities