Page 25 - parks-master-plan

26

Staff's preference is to limit the number of policies so that it can retain as much flexibility as possible when needed. As the City matures, the tendency is for more bureaucracy to ensue.

While additional policy development could well be warranted, care must be exercised in preventing the development of policies that prevent beneficial services.

It is clear from citizen responses to the bi-annual survey that citizens feel their needs are being addressed. The divisions of Parks &

Open Space and Recreation Services both receive very high marks for their performance.

The City has adopted a very good process for selecting the right people for the right job. The selection/recruitment process is conducted with multiple staff involved, giving a balanced evaluation of potential employees. It identifies key competencies inherent to each position in order to select the most highly qualified and competent applicants for each position. Dublin’s pay structure helps in the recruitment of experienced candidates.

Policy 1: The Parks and Open Space and Recreation Services divisions will work collectively in full pursuit of their mission and goals.

Issue

• There is a need for better organizational structure and communications that integrate the resources of Parks & Open Space and Recreation Services divisions.

Strategies

• Ensure that recreation programming needs are considered during new park development processes.

• Ensure coordination between recreational programming and maintenance in relation to sports fields and other park facilities.

• Ensure unified direction to benefit both divisions by providing a common vision and integrate the divisions’ resources in their pursuit of full implementation of Council goals.

Policy 2: The City’s provision of recreation facilities and services are provided for general recreation and will benefit large segments of the population. The private sector or special interest groups may be

Policies, Issues and Strategies