Author: zeceightinsights_l0pfvg

Why

The 2020 Community Needs Assessment identified a need to conduct an Athletics Field Feasibility Study. In 2021, Lexington Recreation and Community Programs (LRCP) began developing the study; however, there was a need to also examine the larger maintenance and operations practices performed annually because athletic field maintenance (and general park maintenance) involves Department of Public Works (DPW) along with other entities. Therefore, a study was requested to coincide with the Athletics Field Feasibility Study to coordinate field improvements with maintenance and operations considerations.

HOW

Zec Eight Insights analyzed all LRCP athletic fields for playability, use, existing field allocation, and existing maintenance standards implementation. A time-task analysis was conducted that developed and documented the cost associated with maintaining the system’s athletic fields based on staff time. A utilization analysis was conducted that analyzed existing use data provided by LRCP. The analysis sought to discover usage trends including, but not limited to, seasonal use, time of day, day of the week, individual field, user group, sport/activity, length of stay, and fees. A maintenance workshop was held to verify staff findings and to collect context around maintenance and operations practices and procedures.

What

The utilization analysis was combined with the maintenance standard development process to arrive at a final understanding of the requirements to maintain the existing system while providing insight into future athletic field development and field allocation implications. In all, 14 strategies outline key focus areas related to everything from work order management system use to forecasting maintenance and operations costs to tactics for enhancing field conditions, and everything in between.

Reference
Melissa Termine Battite, Director
Town of Lexington Recreation and Community Programs
(781) 698-4801
mbattite@lexingtonma.gov
39 Marrett Road
Lexington, MA 02420

Why

Brownsburg Parks created its initial Maintenance Management Plan in 2017. Five years later, and the department continues to serve a fast-growing community and is continually striking a balance between park land acquisition and development. As a result, Brownsburg Parks was in need to update its plan to incorporate new properties, train a new park staff, and update and validate system unit costs.

HOW

Zec Eight Insights updated the Maintenance Management Plan by focusing on five specific tasks:

1. Establishing and articulating Brownsburg Parks’ primary operations and maintenance functions;
2. Developing a comparison between Brownsburg Parks and best practice data/organizations;
3. Conducting a data analysis utilizing FacilityDude actuals;
4. Determining the appropriate decision matrix/guide for contracting operations and maintenance services and moving toward more “specialized” services; and
5. Assisting with projecting maintenance costs for new properties and features.

What

The final Maintenance Management Plan Update provides unit costs based on over 2,000 analyzed work orders, separated by location, work order category (such as planned maintenance, vandalism, etc.), and year. A custom decision matrix is provided to help Brownsburg Parks decide when to contract maintenance services. Additionally, enhanced administrative functional help is created and outlined by changing internal reporting, documentation, and quality assurance/quality control (QA/QC) methods. This is done to prepare for the department’s work order system change to Asset Essentials.

Reference
Amber Lane, Director
Brownsburg Parks
(317) 858-4172
alane@brownsburgparks.com
402 E Main Street
Brownsburg, IN 46112

Why

Ocean County Parks oversees over 31,000 acres of park land, trails, greenways, beaches, and conservation lands. With a $7.2 million budget for daily operations and equipment needs and $3.2 million for capital improvement costs, personnel costs account for 86% of the total operational and capital budget. This figure is approximately 41% higher than the national average (45%). Ocean County Parks experienced difficulty in investing in maintenance and operations and felt overextended to take care of the system properly. Therefore, they sought the development of a Maintenance Management Plan to better understand their financial and operational situation and outline a path forward.

HOW

Zec Eight Insights partnered with PROS Consulting to develop the Maintenance Management Plan. Zec Eight Insights conducted a system-wide park assessment that examined existing maintenance practices, operational procedures, and the type of recreational inventory contained within the system (as the type of amenities and facilities directly relate to how maintenance and operations should be planned). Additionally, a detailed work order analysis was performed to produce unit costs for maintaining acres, amenity types, locations, and more. The calculations also involved a time-task analysis that worked with staff to track time across various required maintenance and operations functions and park site locations.

What

The Maintenance Management Plan outlines a fundamental shift in maintenance and operations philosophy. It was determined that a tiered approach to maintenance was necessary in order to maximize the existing budget. Additionally, maintenance standards were developed along with financial implications/considerations so Ocean County Parks can enact changes to help their bottom line now and into the future.

Reference
Michael Mangum, Director
Ocean County Department of Parks & Recreation
(732) 506-9090
mmangum@co.ocean.nj.us
1198 Brandon Road
Toms River, NJ 08753

Why

The Rhode Island Recreation and Parks Association (RIRPA) is a professional association serving the park and recreation profession within Rhode Island. RIRPA members include directors, superintendents, managers, frontline staff, other professional staff, elected officials, active citizens, and commercial vendors. With no dedicated full-time staff, RIRPA is managed by a Board of Directors, each serving two-year terms. Since working professionals are responsible for RIRPA’s governance, it was extremely important to create a Strategic plan to outline how RIRPA should advance its operations to align more closely with other state associations.

How

Zec Eight Insights facilitated Board of Director workshops and implemented a membership survey as part of the process. The planning process culminated with a new vision, mission, and guiding values statements.

What

Designed to be valid from 2023-2027, the final Strategic Plan contains 23 objectives organized into four strategic categories:

1. Enhance RIRPA Awareness and Brand
2. Increase Organizational Support and Operations
3. Formalize Processes and Procedures
4. Enhance Membership Offerings

Reference
Ray DeFalco, Director
Jamestown Parks and Recreation
(401) 423-7266
rdefalco@jamestownri.net
41 Conanicus Avenue
Jamestown, RI 02835

WHy

Park Ordinances are the overarching rules and regulations for a particular park system. Dakota County’s Ordinance 107 (Park Use) was enacted in 1997 and many years elapsed since revisiting it. Since this time, many changes occurred in technology and the way that visitors use County parks and greenways. The gaps between coverage in the Ordinance and new activities, as well as arising safety or social issues, created a level of uncertainty and confusion for staff tasked with education around and enforcement of park rules.

How

Zec Eight Insights was hired to update Dakota County Ordinance 107 (Park Use). The County approved a multi-phase project in 2018 to update the Ordinance. Phase 1, completed in September 2019, was conducted by the Office of Performance and Analysis (OPA) in conjunction with the Parks Department. It included conducting background research and providing a summary of pertinent topics and potential recommendations for revision.

Zec Eight Insights created a customized approach to updating the Park Ordinance and implemented the following process:

• Conducted a stakeholder analysis to identify key stakeholders and determine necessary engagement throughout the project;
• Developed a Public Engagement Plan and conducted public engagement;
• Drafted a revised Ordinance for comprehensive County review; and
• Assessed communication needs and made recommendations on the content/format of the new Ordinance and supporting materials.
  

What

Phase 2 of the Ordinance Update resulted in the development of a revised Ordinance presented to the County Board for adoption. The final Ordinance meets three identified project objectives:

1. The Ordinance should be contemporary and dynamic;
2. The Ordinance should recognize system inequalities and substantially advance inclusion; and
3. The Ordinance should be easy for the County to communicate and easy for users to understand.

Reference (current contact information)
Jeff Bransford, PMP, CPRE
Park Development Manager
(830) 221-4358
jbransford@newbraunfels.gov
110 Golf Course Road
New Braunfels, TX 78130

Why

The National Recreation and Park Association (NRPA) Commission for Accreditation of Park and Recreation Agencies (CAPRA) delivers quality assurance and improvement to accredited park and recreation departments throughout the United States. This operational management system improves their infrastructures; increases efficiency in all activities; and demonstrates accountability within their communities. Implementation of this system strengthens teamwork among department staff, imbeds all aspects of CAPRA into their department’s internal culture, and establishes a continuous improvement mindset for all department activities.

CAPRA is the only national accreditation of park and recreation departments and is a valuable measure of a department’s overall quality of operation, management, and service to the community. Achieving CAPRA accreditation is the best way to demonstrate that your department and your staff provide your community with the highest level of service.

HOW

Zec Eight Insights was hired to provide consultation, project management, and support for Memphis Parks’ attempt to become a CAPRA accredited parks system. Zec Eight Insights conducted an all staff meeting in September 2022 to formally kick-off the CAPRA process. Staff members were organized into chapter teams, each with a leader or co-leader. Over the course of 2023 and into 2024, Zec Eight Insights reviewed and assessed evidence of compliance (EOC), facilitated staff workshops and meetings, and provided overall guidance for the CAPRA accreditation process.

What

Memphis Parks received accreditation during the spring 2024 visit season, becoming only the third agency from Tennessee to achieve this status.

Reference
Amy Collier, CPRP
Development Manager
(901) 636-4206
amy.collier@memphistn.gov
2599 Avery Avenue
Memphis, TN 38112