1. Miami-Dade County Parks, Recreation and Open Spaces
Our Residents, Our Business

2. Miami-Dade County Parks, Recreation and Open Spaces
We create outstanding recreational, natural and cultural experiences to enrich you and to enhance our community for this and future generations.

3. Miami-Dade County Parks, Recreation and Open Spaces
VISION
Connecting People and Parks for Life
CORE VALUES
Outstanding Customer Service
Enthusiastic Attitude and Teamwork
Accountability and Integrity
Creativity and Innovation
Stewardship
Inclusiveness and Accessibility
Leadership and Professional Development

4. About Miami-Dade County Parks, Recreation and Open Spaces
Nationally accredited, a three-time winner of the NRPA National Gold Medal Award and winner of the 2009 Florida Governor's Sterling Award for excellence in management and operations
Serves 2.5 million residents and 10 million visitors annually
Serves 10,000 children in out-of-school and summer programs and 25,000 children in organized youth leagues annually
263 parks & 12,848 acres of land including:
After school, sports, summer camp programs
Educational nature centers and nature preserves
Beaches, marinas, pools, golf courses, gun range
Zoo Miami
Deering Estate at Cutler
Arts and culture programs and events
And much more

5. Table of Organization PROS Park Operations Mgt. Director Jack Kardys
Total Employees
FT - 433
FTE – 369.2
Total # Parks
PROS
Director
Jack Kardys
Executive Secretary
SPA 1
PSO 3
Park Operations Mgt.
Assistant Director
Kevin Kirwin
Park Operations
George Parrado
Recreation & Program Svcs.
Renae Nottage
Right-of-Way Aesthetic & Assets Management
David Cardenas
Coastal Park & Marinas Enterprise
Tom Morgan
Grounds Maint. & STD
Gil Delgado
Park Security
George Poulus
Beach Operations & Maintenance
John Ripple

6. Park Operations Total Employees FT - 84 FTE – 113.32 Park Operations
Administrative Secretary
PSO 3
Account Clerk
Park Operations
Region Manager
George Parrado
North Zone
Amelia Zone
Frankie Yanes
Central Zone
VACANT
Tamiami Zone
Lars Bergquist
Tropical Zone
Tim Byrnes
South Zone
Deallo Johnson
27th Avenue Boxing Center
Ives Estates Park
Norman & Jean Reach Park
Jefferson Reaves Sr. Park
Little River Park
North Glade Park
Oak Grove Park
Marva Y. Bannerman Park
West Little River Park
Amelia Earhart Park
Amelia Earhart Farm Village
Amelia Earhart Sports Complex
Amelia Earhart Maintenance
Kendall Indian Hammocks
Bird Lakes Park
Ron Ehmann Park
Kendall Soccer Park
The Women’s Park
Tamiami Park and Tennis
Rockway Park
Ruben Dario
McMillan Park
Tamiami Park Service Area
Tropical Park
Tropical Equestrian Center
A D Barnes Park
Homestead Air Reserve Park
Hammocks Community Park
Eureka Park
Devon Aire Park
Modello Park
Sgt. Delancy Park
Wild Lime Park
Southridge Park
Eureka Villas Park

7. Park Operations Services
Value Added
Core ‘Essential’
Important
Parks Maintenance/Safety/Preservatio n of Assets
Grounds Maintenance/Preparing of Fields/Clean and Green
Asset Inventory
General Plans
Security
Park facilities and Open Spaces Play Areas
Recreation/community Centers
District/Region Park/Maintenance
Landscape Maintenance/Tree Trimming Care
CBO space provided
Sports Development
Disability Sports
Athletic Facilities
Special Events
Life Sports
Skate Parks
Equestrian Center
Kendall Soccer Park
Tennis Facilities
Dog Parks
Concessions
Facility Rentals
Volunteer Programs

8. Customer Satisfaction
Essential to Business Planning
SWOT Analysis - strengths, weaknesses, opportunities, and threats.
Outcome Statements
Measures and Targets

9. SWOT Analysis - OPs Strengths (what's going well) Opportunities
INTERNAL
Strengths (what's going well)
Opportunities
EXTERNAL
Geographically located shelters for rentals (
New Programming/concession RFPs, ITBs and Permits
Large open recreational spaces
New sports programming i.e. Lacrosse, Rugby, Adult sports
Geographically availability of large sport facilities (
Coordinated corporate rentals for all large facilities
Specialized facilities (
Marketing i.e. Web site, Facebook, social media venues, online schedules and results
Revenue producing partners - RFPs, ITBs, Permits, i.e.
Local, Regional and National sports tournaments
Weaknesses (what's not going well)
Threats (what's endangering us)
Reduction in Staffing levels/grounds maintenance
Regulatory agencies (life safety)
Building sizes (one dimensional)
Weather
Aging Fleet
Economy
Limits on offering new sports or expanding current ones
Competing facilities of other municipalities/agencies
Aging facilities/accessibilities
Competitor pricing

10. SWOT - PROS EXTERNAL INTERNAL Strengths (what's going well)
Opportunities
EXTERNAL
Responsiveness (high visibility and the first contact)
Grants [FDLE, DHS, DOJ, etc.]
Support special events
MDPD relationship
Professionalism (certification & state license)
Partnership with State Farm
Laptop computers ( 5 supervisors)
Marina / boat ramp operations
Educating the public
Customer focus (Park Watch program)
AVL vehicle tracking system
Work cooperatively park operations
Communication, 800 mg radios
Weaknesses (what's not going well)
Threats (what's endangering us)
Patrol vehicle condition
1 Incorporation
Bumping of Secretary (specialized duties)
2 Public unawareness of criminal activity
No capacity to staff overnight response
3 Privatizing
Internal partnership with Miami-Dade Police
Linking incident documentation
Cross training Guards
Laptop for Officer, cut back on paper Go Green

11. Outcome Statements For whom is the service provided? For what purpose?
For what benefit?
For what cost?
For what outcome?

12. Outcome Statements - examples
Disability Services: To provide architectural and program access to the Miami-Dade County Parks, Recreation and Open Spaces Department to individuals with disabilities through compliance with current legal requirements and collaboration with individuals with disabilities, their families, their communities, and the organizations that represent them.
Special Tax: To provide exceptional landscape and tree care services to better serve our residents by improving property values and aesthetics throughout Miami-Dade while being financially sustainable.

13. Performance Accountability
Who are our customers?
How can we measure if our customers are better off?
How can we measure if we are delivering services well?
How are we doing on the most important of these measures?
Who are the partners that have a role to play in doing better?
What works to do better, including no-cost and low- cost ideas?
What do we propose to do?

14. Balanced Scorecard Structure

15. Balanced Scorecard

16. Measures – Maintain & Grow Customers

17. Measures – Remain Committed Stewards

18. Measure – # of Parks Programming Registrants

19. Measure - Cleanliness Score: Beach

20. Measure –Customer Satisfaction Summer Camp Score:Hub Sites

21. Measure – Avg. Customer Satisfaction Score:Zoo

22. Measure – Avg. Sparkle Tour Score

23. Measure – Avg. Sparkle Tour Score

24. Measure – Avg. Employee Satisfaction Score
Overall Employee Satisfaction Score for Park and Rec based on responses from survey. Goal is above 4.

25. Measure – Avg. Employee Satisfaction Score:Marinas

26. Measure - % of Safety Tree Trimming Requests

27. Measure - % of Tree Removal Request Response

28. Secret Shopping:Tropical Park
Scoring Summary - Tropical Park
Overall Score
Actual
Possible
Score
96%
Environment 9 10
90%
Office Interaction 11 12
92%
Food and Beverage 25
100%
Overall Impression 5

29. Secret Shopping - Environment
Was the parking area clean and free of debris?
Yes/No
Was the landscaping well maintained?
Were the grounds clean with no visible trash?
Were trash receptables usabe and not overflowing?
Was signage visible and easy to read?
Were the fields, shelters and courts well maintained?

30. Secret Shopping – Office Interaction
Did the Employee:
Smile and make eye contact?
Yes/No
Speak clearly and in a pleasant voice?
Make you feel welcome?
Appear knowledgeable when asked questions?
Process you in an efficient manner?

31. Thank you and any questions?