The Bolingbrook Park District collaborated with Heller and Heller Consulting, Inc. (HHC) to develop the Park District 2014-18 Strategic Plan. The Plan will be aligned with the start of the budget year, beginning January 2014 and continuing through December 2018.
The District gathered input from a variety of stakeholders, including the residents of Bolingbrook, employees, board members and civic leaders. As a result of that process, we have a clear strategic direction moving forward. We thank all the groups and individuals who helped us get to this next step.
An important component to the Strategic Plan was the Community Wide Survey, which was distributed randomly to Bolingbrook Park District households. This survey is completed every three years and is designed to capture resident impressions and perspectives of District services. Click here for Community Wide Survey Results
The Bolingbrook Park District Strategic Plan includes major areas as follows:
From feedback received and key demographic information, Bolingbrook Park District has developed 4 key Strategic Initiatives that will drive decision making and operations for the next five years. The District’s Key Operational Results have become the Strategic Initiatives for Bolingbrook Park District, which are depicted as follows:
LEARNING AND GROWTH: Employee Engagement and Satisfaction
Objective 1: One Team, One Voice, One Park District
Objective 2: Defining Expectations
Objective 3: Professional Development and Recognition
INTERNAL BUSINESS: Innovation
Objective 1: Use Technology to Improve Services
Objective 2: Communication 360
Objective 3: Investigate New Ideas & Solutions
CUSTOMER: Customer Satisfaction and Loyalty
Objective 1: Creating Customers for Life
Objective 2: Anticipating Future Needs
Objective 3: Meaningful Personalized Experience
FINANCIAL: Financial Growth and Sustainability
Objective 1: Realistic Operations Plan
Objective 2: Maximize Funding Opportunities
Objective 3: Efficient Use of Resources
Staff has developed an implementation plan with specific objectives for each Strategic Initiative, including a timeline for completion categorized as follows:
The Plan becomes the guidepost for the District. When decisions or responses to the community are needed, the Plan becomes the reference point for decision making and whether or not new issues or responses to the community are of higher importance than what’s been established as existing direction.
Progress on plan objectives will be reported quarterly to our Board and staff as well as a graphic depiction of progress on the website. Additionally, staff will be completing a formal progress report annually in our Spring Brochure as well as on our website.