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• The right people are hired or placed in the right job.

• Marketing and communication programs are strong.

• Tough decisions are made when it is the right thing to do.

• Policies are adopted that provide the maximum flexibility to manage services.

• The agency listens to citizens' needs and addresses them within available resources.

Dublin uses the Community Plan, five year capital improvements program, a one-year capital budget, City facilities space assessment plan and bi-annual community survey as the bases for service delivery and planning. Staff has a good rapport with City Council, the Parks and Recreation Advisory Commission,

Community Service Advisory Commission, and Planning and Zoning Commission. Regular meetings and special work sessions guide staff in their decision-making and prioritization of the park development and recreation

programming. Through these regular meetings, Staff understands the expectations of the City Manager and City Council. Every two years a comprehensive community survey is performed, providing Parks and Recreation with qualitative customer feedback. Beyond the survey, no other performance measures are

used. There is a recognized need for more formalized performance measures.

Annual cost studies are conducted at the end of each fiscal year; fee adjustments are made to ensure cost recovery expectations are met. The generalization of cost recovery expectations allows for flexibility in the pricing of specific services and programs, offering options for pricing strategies relative to the market, value, costs, incentives, goals, objectives and other factors.

Both divisions feel the balance between capital funding and operating budgets is reasonable. It is important to note that as the City continues to age, increased funding toward renovations and replacements will be necessary to maintain a high level of quality service delivery. Close attention must be paid during the design development phase of parks to ensure needed operational funds are known before

implementation of the capital budget process.

The costs of delivering and maintaining quality parks and facilities are currently understood. Each division manages its own annual operating budget. Within each division, separate “funds,” or accounts, are used to separate various services and their relevant costs. In order to further clarify the multiple levels of services and to fully represent the actual funding level adjustments that are