Presented to the National Recreation and Parks Association

COMMISSION FOR THE ACCREDIATION OF PARKS AND RECREATION AGENCIES (CAPRA)
Presented to the National Recreation and Parks Association National Conference, New Orleans, Louisiana September, 2017

Why are you here today? Existing Accredited Agency
Initial Visitor Training Recertifying as a Visitor Interested in being Accredited

Lift the Fog

Presentation Agenda Why Accreditation What is Accreditation
What is CAPRA Commission and how it works, mission and purpose CAPRA Benefits CAPRA Process CAPRA Standards Preparing a Self Assessment Visitor Guidelines and Preparations

Why Accreditation? There are things we know we know
There are things we know we don’t know There are things we don’t know that we don’t know

What is Agency Accreditation?
Simply stated, Accreditation is a comprehensive management system, based on industry best practices, that provide established, consistent polices, processes and programs for operating a parks and recreation agency regardless of size.

What is the CAPRA Commission? History
The Commission was formed by the American Academy for Parks and Recreation and Recreation Administration (AAPRA) and the National Recreation and Parks Association (NRPA). First agencies were accredited in 1994. The first agencies were: East Baton Rouge Parrish, Louisiana Monmouth County New Jersey City of Scottsdale, Arizona City of Plano, Texas City of Ashville, North Carolina

CAPRA Commission Representation 15 members, 3 year terms
National Recreation and Park Association (5 members) American Academy for Parks and Recreation Administration (5 members) International City/County Management Association National Association of County Parks and Recreation Officials American Association of Physical Activity and Recreation Armed Forces Recreation Society Council of State Executive Directors

CAPRA Duties and Responsibilities of the Commission
Set procedures or processes for accreditation and reaccreditation Confers accreditation and reaccreditation Conduct business Reviews and revises standards Amends and approves CAPRA Handbook Conducts training for agencies and visitors Link NRPA with other agencies Meets five times a year, once in person (NRPA Conference)

CAPRA Mission The Mission of Commission for Accreditation of Park and Recreation Agencies is to: Provide standards and procedures for the evaluation of public park and recreation agencies through a program of self evaluation and outside peer review for the purpose of national accreditation. Confer judgement about whether agencies have met the national accreditation standards. Enhance the performance of parks and recreation services. Promote the agencies that demonstrate overall excellence in operations and management.

CAPRA Purpose The purpose for which the Agency Accreditation program exists and to which NRPA and CAPRA are committed are: Development of quality parks and recreation agencies. Education of citizens, key stakeholders and professionals. Determination of accreditation status of parks and recreation agencies.

155 Agencies 39 States, 6 MWR Installations
Arkansas (1) Iowa (1) Michigan (4) North Carolina (10) Utah (1) Arizona (7) Illinois (7) Minnesota (5) Ohio (10) Virginia (7) California (5) Indiana (4) Missouri (5) Oklahoma (1) Vermont (1) Colorado (8) Kansas (3) Nevada (1) Oregon (3) Washington (3) Connecticut (1) Kentucky (3) New Hampshire (1) South Carolina (3) Washington, D. C (1) Florida (23) Louisiana (1) New Jersey (1) South Dakota (1) Wisconsin (2) Georgia (10) Maryland (3) New Mexico (1) Tennessee (1) Hawaii (1) Massachusetts (1) New York (1) Texas (12)

Agencies Initially Accredited by CAPRA
2007 – 9 2008 – 9 1997 – 0 2009 – 11 2010 – 10 2011 – 11

CAPRA Upcoming Reaccreditation Visits

Other Accrediting Agencies
Police, Jail, Communications CALEA Commission for the Accreditation of Law Enforcement Agencies Fire and Ambulance CPSE Center of Public Safety Excellence Building Inspection ISA International Standards Association Public Works APWA American Public Works Association

CAPRA Benefits Public Establishes measurable and consistent standards for agency parks and facilities and the delivery programs and services. Improves Parks and Recreation's imagine locally, nationally and internationally. Recognizes or professional leaders and mangers with proven knowledge and skills.

CAPRA Benefits Provides an internal self assessment process.
Agency Provides an internal self assessment process. Allows for discussions about process not personal. Verbal polices are upgraded to written polices. Establish new procedures with assessable outcomes. Platform for building relationships outside of agency. Know where everything is in a consistent format. I don’t have to worry about them. Helps get things done that you know you need to do but never made it a priority. Helps with litigation. Enhanced replacement fund.

CAPRA Benefits Agency (continued) Reputation increased.
Created approval and recognition for the community. Restructured management and business systems. Network with other accredited agencies. Developed new management plans and documents. Created a safer environment. Established benchmarks to check ourselves. Gave agency a road map to the future. Assisted with general obligation bond and other funding.

CAPRA Benefits Staff Benefits Everybody learns.
Increased staff understanding of why things are done the way they are. Gave us (and others) a better position when have to defend issues. Unity with other divisions. Created a safer environment. New director wanted to have an overall assessment. Improves staffs opportunity for promotion. Retiring director wanted to make sure everything was in order.

Steps CAPRA Process Submit initial application .
One person must have attended CAPRA Training. Assigned a Mentor. Complete self assessment (2 years). Submit self assessment to 2 CAPRA Commissioners 10 weeks before visit. Self assessment Released to Visitation Team. Visit Scheduled (six months prior to visit). Visit Takes Place and Team Completes Report. Visitation Report Response (if needed). CAPRA hearing. Accreditation Decided.

Accreditation Fees Preliminary Application Fee $100
Extension Request Fee – 50% of the agency’s Review Fee Annual Report Late Fee - $500 Annual Review Late Fee - $500 Extension fees are for agency applying for initial accreditation and cannot complete the self assessment within the 2 year time frame. All fees are invoices in January and are due within 30 days of receipt of invoice. The review fee is invoiced in January to agencies with hearings occurring that calendar year. Level Operating Budget Review Fee Annual Fee 1 Under $500,000 $165 $60 2 $500,000 - $1 million $275 $120 3 $1 million - $2.5 million $550 $180 4 $2.5 million - $5 million $1,100 $240 5 $5 million – $10 million $1,650 $300 6 $10 million – $15 million $2,200 $360 7 $15 million – $25 million $2,750 $480 8 Over $25 million $3,300 $600

Additional Resources NRPA.org/CAPRA NRPA webinars for each chapter
NRPA Connect NRPA Knowledge Center Mentors Accreditation Handbook List of accredited agencies Agency kick off training sessions

2017 CAPRA Standards

CAPRA Standards 151 Standards in 10 major categories.
100% of the 37 Fundamental standards must be achieved. 90 % (103 of the remaining 115) standards must be met for initial accreditation 95% (108) for reaccreditation. Expectation is to try and meet all standards Suggested evidence of compliance is provided. Met, Not Met Accreditation is for 5 years.

CAPRA Key Documents Policy Manual Parks and Recreation Master Plan
Strategic Plan Community Relations Plan Program or Performance Based Budget Recreation Program Plan Area and Facilities Development Plan Maintenance and Operations Plan Recycling and Zero Waste Plan General Security Plan Emergency Risk Communications Plan Risk Management Plan Recreation and Leisure Trend Analysis

1.0 Agency Authority, Role and Responsibility
Delineations of jurisdictions and authority Policy and rule making functions Development and approval of procedures Vision, Mission, Goals and Objectives Relationship to other bodies Review and approval and key documents

14 Standards, 6 Fundamental
1.1 - Source of Authority Approving Authority/ Policy Body 1.1.2 – Citizen Advisory Boards/ Committees 1.2 – Period Timetable for Review of Documents 1.2.1 Document Approval Authority 1.3 Jurisdiction 1.4 Mission 1.4.1 Agency Goals and Objectives 1.4.2 Personnel Involvement 1.5 – Vision 1.6 Policies, Rules, Regulations and Operational Procedures Administrative Policies and Operational Procedures 1.7 Agency Relationships 1.7.1 Operational Coordination and Cooperative Agreement

1.6 - Policies, Rules, Regulations, and Operational Procedures
Standard: There shall be delegation of responsibilities for the policy-making functions of the approving authority and the administrative functions of the chief administrator and staff. The differences between Policies, Rules and regulations, and Operational procedures are often confused. Policies are broad statements set forth by the policy-making approving authority. An established policy is a settled course of action required to be followed by the chief administrator and staff. Rules and regulations are administrative statements developed by the agency chief administrator and, when appropriate, approved by the board. They are based on the policies and set forth requirements guiding the activity of participants and staff functions. Operational procedures are guidelines, set forth by the administrator and staff to facilitate the implementation of policies, how something is to be done, when, and by whom. Suggested Evidence of Compliance: Show delegation of responsibilities among approving authority, chief administrator, and staff regarding development and implementation of policies, rules, regulations, and operational procedures.

Commentary and Suggested Evidence of Compliance
Responsibility for policies that affect the Park and Recreation Department is held by the City Council and the Park Board. Other miscellaneous rules and regulations are provided by the City Manager’s Office and the Department Director. Park policies are established by the Park and Recreation Board. They are developed based upon a need expressed by the Park Board and/or the community. Policies are drafted by staff, reviewed by the Director and executive staff and then placed on an agenda for consideration and approval by the Park Board. Once approved, the policy is included in the formal list of Park and Recreation Board policies. There are various rules and regulations followed by City staff. They are primarily found in the City’s Administrative Directives, Personnel Rules, and Park Directives, which are specific to the Park Department only. Administrative Directives and Personnel Rules are developed and coordinated by the City Manager’s Office. They are reviewed by the City Attorney’s Office and approved by the City Council. Once approved, they are made available to all employees on the City’s intranet site. Park Directives are developed by staff, reviewed by the department executives and approved by the Director. Once approved, the directive is added to the official list for use by staff. The key hear is the ability to define and clarify who has what authority to develop and approve various levels of policies and procedures. Evidence Policy regarding how policy is created and what levels of authority Park Board Policy Manual Administrative Directives Personnel Rules Parks Directives

Visitation Report Responses
1.5 The District has a Vision Statement adopted by the Board on December 16, Minutes of this meeting were provided. The Vision Statement is communicated through the District website, employee website, and brochure. 1.6 Evidence of compliance is shown through the PRCR Director job description (2010) who has the authority to create policies and procedures for the programs offered and facilities operated by the department. The Department has a policy manual that provides a framework for accomplishing the administrative tasks of the organization. The manual was last updated 3/15 and is set to be reviewed and updated again 3/16. The Policy Manual is available at each department facility.

2.0 Planning Role in overall community planning
Land planning functions in department Strategic Planning Planning Resources

2.1 Overall Planning Function within Agency 2.2 Involvement in Local Planning 2.3 Planning with Regional, State and Federal Agencies 2.3.1 Community Comprehensive Plan with Parks and Recreation element 2.4 Parks and Recreation System Mater Plan 2.5 Strategic Plan 2.6 Feasibility Studies 2.7 Site Plans 2.8 Historical and Cultural Resources Management Plans 2.9 Community Involvement 2.10 ADA Transition Plan

2.3.1 - Community Comprehensive Plan with Park and Recreation Component
Standard: The jurisdiction with land use authority within which the agency operates shall have a comprehensive plan adopted by the governing authority that dictates public policy in terms of transportation, utilities, public facilities, land use, recreation, and housing. In some jurisdictions the comprehensive plan is called the general plan or the land use plan. Zoning for the jurisdiction is based upon the comprehensive plan. To meet this standard, the comprehensive plan shall have a park and/or recreation component that discusses how the jurisdiction intends to meet the needs for parkland and public recreation facilities in concert with other land use priorities. Suggested Evidence of Compliance: Provide the current plan, with date of official approval.

The most recent Comprehensive Plan was adopted by City Council on October 2009 and is reviewed periodically to ensure the City is responsive to changing trends in lifestyle, demographics, facility needs, and levels of service to the community. The Plan has been prepared in accordance with state statutes and requirements. Revised Statutes § through state that “it is the duty of the commission to make and adopt a master plan for the physical development of the municipality…the master plan of a municipality shall be an advisory document to guide land development decisions.” Additionally, this Plan has been prepared in accordance with local regulations. Section 2-60 of the City Code says that the Planning Commission shall develop and prepare a Comprehensive Plan to include the following topics: established character, goals and objectives; population; land use; economic base; public facilities; parks and open space; transportation; prevention of pollution; and resource conservation. The City of Comprehensive Plan, entitled Envision, includes sections on Parks and Recreation planning, goals and strategies. Suggested Evidence of Compliance Adopted Comprehensive Plan

Visitation Report Response
Visitor Comments: The agency has a Comprehensive Plan that was created with a great deal of public input and adopted by the City Council in There was participation by numerous boards and commissions as well as several parks and recreation staff. The city charter required the Comprehensive Plan to include a recreation and parks element. The city council also incorporated other elements into the plan including: art, culture and creativity, children and families, historical and cultural, and social. The plan had a lot of good concepts - including a Healthy Agency Program. However, the plan did not create a distinction between open space and developed parks and did not have much to say about creating facilities or programming.

2.4 - Park and Recreation System Master Plan
The agency shall have a comprehensive park and recreation system plan that provides recommendations for provision of facilities, programs and services; parkland acquisition and development; maintenance and operations; and administration and management. The plan shall be officially adopted by the policy-making body, updated periodically and linked with a capital improvement budget and a phased development program. The system master plan shall implement policies adopted in the comprehensive plan for the jurisdiction. Interested and affected agencies, organizations, and groups shall be engaged in the planning process. Suggested Evidence of Compliance: Provide the current plan with documentation of official approval; describe update process; and describe a phased implementation program with linkage to the agency's capital improvement budget. The system master plan shall include: Agency mission (1.4); Agency objectives (1.4.1); Recreation and leisure trends analysis (10.5.1); Needs assessment (10.4); Community inventory (10.5.2); and Level of service standards (10.3.1).

The Parks and Recreation Master Plan was a comprehensive planning process that took place from September 2014 through March The Master Plan was adopted by City Council in April of The Master Plan contains key findings and information gathered from recent demographics and trends analysis, public meetings, as well as a comprehensive inventory and analysis of existing parks, facilities, recreation programs, and maintenance operations. The Master Plan also contains the agency mission and vision, levels of service analysis, maintenance analysis and financial analysis. A community survey was completed with over 10% return rate. The results of the survey are below. Focus group meeting were held in November 2014 and January 2015, which included 22 community members, Department Heads, and the City Manager. The process for completing the plan is documented in the presentation PowerPoint. Suggested Evidence of Compliance 2.4-1 Parks and Recreation Approved Master Plan 2.4-2 Resolution approving Master Plan 2.4-3 Community Survey Results

2.4 The agency has a thorough Parks and Recreation Master Plan that was completed and adopted in A 2015 update was also provided. The plan included all necessary elements of a complete plan including: a department mission statement, an inventory of existing resources, trends analysis, community inventory and some level of service users. They had details specific to parks, open space and recreation programs, mostly broken down to different planning areas or service districts.

3.0 Organization and Administration
Organizational structure and delegation of authority Administrative reporting systems Public information, community relations and marketing Relationships with community organizations Technology and records management

3.1 Organization Structure 3.2 Administrative offices 3.2.1 Support Services 3.3 Internal Communication 3.4 Public Information Policy and Procedure 3.4.1 Public Information and Community Relations Responsibility 3.4.2 Community Relations Plan 3.4.3 Marketing Plan Marketing Responsibility 3.5 Utilization of Technology 3.5.1 Management Information 3.6 Records Management Policy and Procedure 3.6.1 Records Disaster Mitigation and Recovery Plan and Procedures

Marketing Plan Standard: The agency shall have an established marketing plan, based on market research that is evaluated periodically for effectiveness. The fundamental principle of marketing is to gain an understanding of customer needs, wants, concerns and behaviors. The marketing plan addresses the appropriate mix of communications tools to promote agency programs, facilities, events and services and to provide accurate, timely and useful information to the various segments of the target audience. Suggested Evidence of Compliance: Provide the plan and latest evaluation. The plan shall include: Marketing objectives; Situation assessment, to include: Examination of demographic trends Economic climate Market coverage by alternative providers; Segmentation, targeting, and positioning; Marketing mix; Marketing methods Evaluation criteria and methods. Research is important to support segmentation, targeting, and positioning. Common evaluation methods include surveys, focus groups, customer comment cards, and mystery shopping.

The Park and Recreation Department has engaged a consulting firm, Simmons Design Associates, to create a comprehensive marketing plan for the department. The comprehensive marketing plan scope of work includes the development of a new logo, style guide, communications plan, staffing plan and budget, and a marketing plan. Suggested Evidence of Compliance Marketing Plan

3.1 A complete staff organization chart of the management staff was provided. 3.2 The District provided documentation that showed office space allocation. In addition, we were able to see the administrative area to document that the offices are accessible to the public and staff and are adequately equipped. 3.4 The agency provided a copy of their Strategic & Crisis Communication Plan that details the type of information, methods of release and distribution, as well as staff responsibilities concerning regular communication with the public as well as communication during a crisis. Meeting minutes from the Board meeting showed approval by the Town Council of the most recent updated version of the plan. The agency provided a copy of the Communication Manager’s job description, which includes a list of responsibilities that include public information and community relations.

4.0 Human Resources Qualified Personnel and Personnel Resources
Personnel Systems Personnel Resources Personnel Practices Volunteers

4.1 Personnel Policies and Procedures Manual 4.1.1 Code of Ethics Staff Acceptance of Gifts and Gratuities 4.1.2 Recruitment Process 4.1.3 Equal Opportunity Employment Workforce Diversity 4.1.4 Selection Process 4.1.5 Background Investigations 4.1.6 Employee Benefits 4.1.7 Supervision 4.1.8 Compensation Plan 4.1.9 Performance Evaluation Promotion Disciplinary System Grievance System Termination and end of Employment 4.2 Staff Qualifications 4.3 Job analysis for Job descriptions 4.4 Chief Administrator 4.4.1 Leadership Succession Procedure 4.5 Workforce Health and Wellness Plan 4.6 Orientation Program 4.6.1 Employee training and Development Program 4.6.2 Professional Certification 4.7 Volunteer Management 4.7.1 Use of Volunteers 4.7.2 Volunteer Recruitment, Selection, Orientation, Training and Retention 4.7.3 Supervision and Evaluations of Volunteers Liability Coverage for Volunteers 4.8 Consultants and Contract Employees

4.1.5 - Background Investigation
Standard: The agency process for hiring personnel shall include procedures for a national background investigation prior to appointment, including verification of a candidate's qualifying credentials, review of a candidate's civil and criminal record, particular attention to drug and child/adult-abuse records, and driving record for employees assigned to operate motor vehicles. Suggested Evidence of Compliance: Provide the background investigation procedures and examples of background checks completed.

All employees, volunteers, and contractors who have been offered a conditional job with the agency Ridge must have a criminal background check performed by the Human Resources Department through the City’s contracted agent Background Information Services (BIS). These checks are conducted at the state and national level for criminal felony and misdemeanor. A national sex registry search is performed prior to a job offer, returning to seasonal employment, or offer of additional employment (if a background had not been completed in within the past 12 months). In addition, all staff working in the licensed preschool or camp program must also undergo a state Bureau of Investigation fingerprint check. Driver’s license checks are performed on individuals who are required to operate a motor vehicle for their position. The agency defines disqualifications from employment in the Criminal Background Check Guidelines document. The City uses two different employment verification forms; one for supervisory positions and the other for non-supervisory positions. The employment verification form for supervisory positions is more extensive and seeks information on work quality, professional demeanor, customer service, and decision making skills. The Human Resources Representative, who conducts the employment verification, is allowed to ask additional questions based on concerns of the hiring manager. Agency Evidence of Compliance: Background Check Forms Criminal Background Check Guidelines Copy of Background Check Results Contractor Background Check Reference Check Form Supervisor Reference Check Form Licensed Childcare Fingerprint Paperwork

Evidence of compliance was demonstrated by providing the Hiring, Promotions, and Lateral Transfer Procedures, and the Human Resources Procedure-Conducting a Criminal Background Investigation: General Guidelines for Centralized Process, effective 09/03/ In addition, a completed CBI Report of Outcomes was included.

5.0 Financial Management Fiscal Management
Fiscal Management and Responsibility Ability to secure, Organize and Control Fiscal Resources Formal Control and Monitoring

5.1 Fiscal Policy 5.1.1 Comprehensive Revenue Policy 5.1.2 Agency Acceptance of Gifts and Donations 5.1.3 Grants Procedures 5.1.4 Private, Corporate and non Profit Support Procedures 5.2 Fiscal Management Procedures 5.2.2Purchasing Procedures Emergency Purchasing Procedures 5.3 Accounting System 5.3.1 Financial Status Reports 5.3.2 Position Authorization Procedures 5.3.3 Fiscal Control and Monitoring Procedures 5.3.4 Independent Audit 5.4 Annual or Biennial Budget 5.4.1 Budget Development Guidelines 5.4.2 Budget Recommendations 5.5.1 Supplemental/Emergency Appropriations Procedures 5.5.2 Inventory and Fixed Assets Control

5.1.1 - Comprehensive Revenue Policy
Standard: There shall be an established revenue policy that is periodically updated regarding fees and charges for services and the strategies and methodologies for determining fees and charges and levels of cost recovery. Suggested Evidence of Compliance: Provide the policy on fees and charges, the current fee schedules or cost-recovery procedures, and the most recent review or update.

The Park & Recreation District Revenue Policy, adopted by the Board of Directors, provides the guidance to maximize and diversify the District’s revenue base to generate sufficient revenue to support and maintain essential services, and prevent undue reliance on any one source of revenue. The Revenue Policy defines the District’s revenue sources including property tax revenue, fees and charges, system development charges (SDCs), grants, contributions and one- time revenues. The Fees and Charges Policy adopted by the Board of Directors defines fees and charges for District programs, facilities and other services. A “Tax Use Model” is applied to determine community vs. individual benefit levels provided by each service. This information feeds into the Cost Recovery/ Subsidy Allocation that defines the District’s expectation of cost recovery by service or program based upon public benefit levels, resulting pricing levels and expected subsidy percentages. The Board of Directors annually review and approve the level of tax support for each category of services and determine the percentage of service cost to be recovered through user fees. The Recreation Programs and Services Development and Delivery Process Manual include operational guidance for staff in evaluating fees and charges for their programs. System Development Charges (SDC) fees are assessed by the District for residential development within the District’s boundary. SDC fees are used to maintain the current level of park and recreation service as the population increases. Suggested Evidence of Compliance Revenue Policy Evaluation of Fees and Charges Cost Recovery Subsidy Allocation Determining Cost of Programs and Services

The District provided a Revenue Policy that brings together the different methods they collect revenue. On March 3, 2009 the District Board approved a Methodology for Calculating Park System Development Charges and System Development Charges. On November 11, 2012 the District Board approved a Cost Recovery and Subsidy Allocation Model for programming. The Revenue Policy approved on November 18, 2014 showed a review of previously approved revenue plans and set out the review period for them. The Grants Policy and Procedures, dated , along with the two grants received in the last 5 years were reviewed. Agency Procurement Procedures Manual – Section 13 was provided as evidence of how to process emergency purchases.

6.0 Programs and Services Management
Leisure Education Awareness of self in leisure Appreciation of Leisure Understanding of self determination Making decisions regarding leisure choices Knowledge and use of resources for facilitating leisure Promoting social integration

Recreation programming Five determinants Conceptual foundations of play, recreation and leisure Agency philosophy Goals and objectives Constituent interests and desired needs Community opportunities for the public Program elements Delivery model

6.1 Recreation Programming Plan 6.1.1 Program and Service Determinants 6.1.2 Participant Involvement 6.1.3 Self-Directed programs and Services 6.1.4 Leader Directed Program and Services 6.1.5 Facilitated Programs and Services Directed 6.1.6 Cooperative Programming 6.2 Program Objectives 6.3 Scope of Program Opportunities 6.3.1 Outreach to Diverse and Underserved Populations 6.4 Community Education for Leisure 6.4.1 Community Health and Wellness Education and Promotion Participant and Spectator Code of Conduct

6.1 Recreation Programming Plan
Standard: The agency shall have a recreation programming plan covering 3-5 years that is updated periodically and a current-year implementation plan. The plan shall address all programs and services of the agency’s programming functions, including activity selection, type and scope of programs and outreach initiatives. Suggested Evidence of Compliance: Provide the current recreation programming plan and describe the update process. This plan shall address how the agency delivers services to persons of all ages and abilities, how it develops program offerings and it shall include the following elements: Program objectives (6.2); Program and service statistics (10.5); Program and service determinants (6.1.1); Recreation and leisure trends analysis (10.5.1); and Community inventory (10.5.2).

The Parks and Recreation Department’s Recreation Program Plan contains program goals and implementation strategies for a three-year period. This plan includes information on program objectives, program and service determinants, community engagement, demographic trends that affect programming decisions, implementation status updates, and recommendations for future programming efforts. The initial plan was created in The current plan covers the period It is reviewed and updated annually. Detailed information on specific program offerings is contained in the Programs and Services Management Matrix and Program Planning Workbooks Recreation Program Plan Recreation Program Plan Review Programs and Services Program Planning Workshop

6.1.1 The Department has provided the Recreation Programming Plan, which is the first they have written in their Department’s history. The plan addresses service delivery, program development, and includes: program objectives, statistics, determinants, trends analysis, and inventory. The narrative indicates this plan was adopted in January, 2016. The implementation and action steps derived from the many recommendations made for the current year and for 3-5 years. Onsite, the Department was asked to provide the current year and 3-5 year implementation plan. They indicated this was captured in the Comprehensive Plan, under various strategic directions. Upon review of the strategic directions, it appears several recommendations from the Recreation Master Plan are incorporated. For example, a recommendation from the Recreation Master Plan is to develop mini business plans for each core program area on an annual basis. These plans should evaluate desired outcomes for participants, cost recovery, percentage of the market and business controls, cost of service, pricing strategy for the next year, and marketing strategies that are to be implemented. Under Strategic Direction 4 (in the Comprehensive Plan), Action 4.I.3, captures this recommendation. The performance measure for this particular action is as follows: “each core program area has mini business plan; reviewed and updated annually”. Time frames associated with each action vary from short-term (0-5 years) to medium-term (0-10 years), to long-term (0-20 years) to continuous.

Planning, Development and Management of Physical Resources Natural Resources Preventive Resources Building Records Environmental Sustainability

7.1 Parkland Acquisition Procedures 7.2 Areas and Facilities Development Policies and Procedures 7.2.1 ADA Existing Facility and Site Access Audit 7.3 Defense Against Encroachment 7.4 Disposal of Land Procedures 7.5 Maintenance and Operations Management Standards 7.5.1 Facility Legal Requirement 7.7.2 Land and Lease Records 7.8 Environmental Sustainability Policy and Programs 7.9.1 Personnel Assignment Procedures 7.11 Recycling and/or Zero Waste Plan 7.10 Capital Asset Depreciation and Replacement Schedule

7.5 - Maintenance and Operations Management Standards
Standard: The agency shall have established maintenance and operations standards that are reviewed periodically for management of all park and recreation areas and facilities, including specialty facilities such as marinas, ice rinks, golf courses, zoological facilities, equestrian facilities, aquatic or athletic facilities, nature centers, where applicable. Parks, facilities and other recreational elements should be identified according to the intended use of the area, ranging from heavily used and high developed areas to those that are lightly used and less developed via a park classification or maintenance classification system. Each of these areas should be assigned an appropriate set of maintenance standards including both recommended frequency and acceptable quality. Suggested Evidence of Compliance: Provide the maintenance standards for all parks, facilities and specialty areas, including evidence of park maintenance classification according to the intended use of the area, ranging from heavily used and high developed areas to those that are lightly used and less developed. Provide the most recent review or update.

The Parks and Recreation Maintenance and Operations Plan provide procedures and standards for management of parks and recreation areas and facilities. The Wheat Ridge Parks and Recreation Maintenance and Operations Manual is a guiding document that assists staff in providing well-maintained parks, facilities, and trails. This plan includes content from City management policies and best practice standards for parks, playgrounds, and facilities maintenance. The Maintenance and Operations Plan defines three tiers of park classification and the varying degrees of maintenance for each tier based on volume of patron use and level of patron expectation. The Parks and Recreation Department uses a variety of reports to inspect, document, and repair maintenance issues effectively and efficiently. Inspection reports include but are not limited to: field inspections, tree inspections, playground inspections, park inspections, and open space inspections. Suggested Evidence of Compliance 7.5-1 Maintenance and Operations 7.5-2 Field Inspection Report 7.5-3 Playground Maintenance Repair Sheet 7.5-4 Landscape Maintenance Standards and Procedures

Visitation Report Reponses
7.5 The PARD has several well-developed Maintenance Management Systems. Evidence provided showed systems for facilities, parks, playgrounds, athletic fields, and aquatics. Also included was a training program for a work order system.

8.0 Public Safety, Law Enforcement and Safety
Laws and ordinances Ability to enforce laws Front line staff training Emergency Procedures General Security

8.1 Codes, Laws and Ordinances 8.1.1 Staff Liaison to Law Enforcement 8.2 Authority to Enforce Laws by Law Enforcement Officers 8.3 Law Enforcement Training 8.4 Public Information on Laws, Ordinances, Rules Regulations and Policies 8.4.1 In Service Training for Staff on Public Safety and Law Enforcement Handling of Disruptive Behavior Traffic Control, Parking Plans and Crowd Control 8.5 General Security Plan 8.6 Emergency Management Planning

8.5 - General Security Plan
Standard: The agency shall have a comprehensive general security plan addressing areas, buildings and facilities under its jurisdiction that is updated periodically. Plans for each major area, building or facility should be available at each site. The general security plan may be a compilation of security plans from each major area, building or facility. Hazardous or flammable materials storage areas should be clearly identified in plans and at each specific site. Signage at each site should be installed in accordance with the unified signage system. To be effective, the security plan should be updated when a new area, building or facility is added, security systems are modified or when legislation requires change. Suggested Evidence of Compliance: Provide the agency’s general security plan or compilation of security plans from each major area, building or facility with the most recent review or update. At a minimum, these plans should include: Locking key systems and associated assignments; Alarm system and assignment of security codes; Opening and closing procedures; Fire alarm and fire suppression systems; Emergency evacuation procedures; and Critical incident response procedures

The General Security Plan was created to keep staff, patrons, and facilities safe. The Wheat Ridge General Security Plan includes specific guidelines for the general security and safety of major buildings and facilities under the jurisdiction of the Department. Staff is trained and participates in drills on security measures related to their position. The Plan was developed in 2015 with assistance from Risk Management, the Safety Committee, Police Department, and Fire Department. The General Security Plan addresses controlled access systems, alarm and monitoring systems, opening and closing procedures, and emergency response procedures. The General Security Plan is reviewed annually and updated as needed. Additional security measures, as required by planned events, are outlined in the Large Event Permit Packet where the Police, Fire and Public Works Departments create a plan to handle security for large crowds. Suggested Evidence of Compliance 8.5-1 General Security Plan 8.5-2 Emergency Response Procedures 8.5-3 Emergency Response Poster

8.5 The Parks and Recreation Department’s Operational Guidelines Manual, updated in 2016, addresses General Security issues for park areas, buildings, and facilities. The sections on safety and facility operations address building security issues, such as locking systems and alarms; opening and closing procedures; fire, weather, material, and environmental safety; and more. The security components of this Manual are designed to prepare employees and provide instructions to aid in the prevention of and response to emergency situations. This Manual serves as a guide for site specific plans within the Department. This plan is designed so that each facility plan contains much of the information unique to that specific location. All employees have access to the comprehensive Operational Guidelines Manual on the shared network. Building and facility managers have the primary responsibility for the dissemination of the site specific safety plans to their employees. This policy works in conjunction with all other Department policies and procedures. The frequent review of the Operational Guidelines Manual as it relates to safety and security is a necessity and is the responsibility of the Department Occupational Safety Manager.

9.0 Risk Management Safety and Liability Protection Risk Management
ADA Compliance

9.1 Risk Management Policy 9.1.1 Risk Management Plan and Procedures 9.1.2 Accident and Incident Procedures 9.1.3 Personnel Involvement and Training 9.2 Risk Manager 9.3 ADA Compliance and Face-to-Face Resolution

9.1.1 - Risk Management Plan and Procedures
Standard: The agency shall have an established risk management plan and operating procedures that are reviewed periodically, accessible to all agency personnel and approved by the proper authority that encompasses analysis of risk exposure, control approaches and financial and operational impact for the agency The plan shall analyze the programs/services offered and facilities/areas managed for personal injury and financial loss potential and identify approaches to manage such injury, loss, and business and operational impact. Suggested Evidence of Compliance: Provide the current risk management plan with approval by the proper authority, the most recent review, and indication of how the plan and procedures are available to staff. The risk management plan shall reflect all three phases of risk management: Identification and assessment; Response strategies; and Management planning.

The Agency Risk Management Plan approved, reviewed and updated, annually by the Executive Director is available to District staff through the employee website. The Risk Management Plan defines procedures to preserve and protect the Agency’s Assets, resources and public service capacity. The Plan encompasses procedures for analyzing risk exposure, control approaches, and financial and operational impact. The plan also includes Procedures for analyzing Agency programs, services and facilities management in terms of loss prevention for personal injury and financial loss providing approaches to managing the business impact of personal injury and financial loss. Risk Assessment determines insurance level requirements for events taking place on Agency property. The Risk Manager analyzes Property and Casualty Report provided quarterly by Special Agency Association, the Agency’s broker for property and casualty insurance coverage. Suggested evidence of Compliance Risk Management Plan Loss Control Standards/ Risk Assessment

9.1.1 Evidence of compliance provided by the District Risk Management Plan that covers identification and assessment, response strategies and management planning. This document is available on the employee website to all employees and was last reviewed by the Executive Director on January 23, 2015

10.0 Evaluation, Assessment and Research
Evaluation and Research regarding impacts of services Data Services Performance Measurement Outcomes vs outputs

10.1 – Systematic Evaluation Process Responsibility for Evaluation Staff Training on how to Evaluate Program, Services and Facilities 10.2 Outcomes Assessment 10.3 Performance Measurement Level of Service Standards 10.4 Needs Assessment 10.5 Program and Service Statistic Recreation and Leisure trends Analysis Community Inventory Park Metrics 10.6 Research Investigation Quality Assurance

Why Evaluate? Improves programs, events and services.
Identified and eliminates detrimental elements. Early indicators of problems. Manages risk and enhance safety. Improved decision making. Justifies expenditures, accountability and documentation. Complies with internal and external standards. Helps demonstrate and communicate the outcomes of Parks and Recreation. Meet obligation for professional practice. What gets measured, get done.

10.1 Systematic Evaluation Process
Standard: The agency shall have systematic processes for evaluating programs, facilities and services of operations efficiency and effectiveness. Suggest Evidence of Compliance: Describe what is evaluated and the methods and frequency of evaluation of program facilities and services. Evaluations is the process of determining the effectiveness of current practices and procedures.

The Parks and Recreation Department evaluates programs, services and operations both through evaluations as well as more in-depth reports to make sure the community needs are being met. The Department monitors the success of programs and services through numerous evaluation methods described in the Evaluation Matrix. The Evaluation Matrix summarizes different methods used; describes what is measured; identifies the frequency of use; explains the outcomes; and lists evidence of compliance for the specific evaluation method. The Department currently has the following evaluation methods which are available and distributed to customers on an on-going basis throughout the year. Program & Event Evaluation: This evaluation addresses the participants' experience attending a program or event, including the registration process, location, program content, instructor/staff, price, and overall experience. This evaluation is available either by hardcopy or online for program and event participants to fill out on SurveyMonkey. Results are tracked by the responsible supervisor. Park Visit Evaluation: Each City park has an individual Facebook page that customers can visit and leave feedback. The department has a park visit survey on survey monkey that can be linked to a parks Facebook page to track results. The Social Media Specialist is responsible for responding and tracking Facebook feedback. Department staff are also involved in evaluating parks. Customer Comment Cards: Anyone can fill out a comment card which is available at Department facilities. Comment cards are typically filled out regarding programs or facilities; however, customers can leave feedback about anything in the writing space provided on the card. Comment cards are forwarded to the responsible supervisor for a response and then given to the Administrative Assistant for recording and tracking. Website Link: The City has a “Contact Us” link on the homepage where anyone can submit a service request and receive a response within 48 hours. Each Department analyzes requests and determines if further action is needed. These results are viewed and discussed by management staff during staff meetings. SurveyMonkey results can also be set up to be automatically ed to staff once submitted. The Agency creates and distributes a citizen survey every two years which asks Parks and Recreation Department specific questions. Survey data is gathered to determine current satisfaction levels and set future goals. In order to evaluate progress, the majority of questions are consistent every two years.

The agency provided compliance evidence of the Department’s upgraded actions to ensure programming and services are evaluated. The overall Agency evidence, however, was limited and did not reflect regular training and development progress in evaluation methods and practice over the last five (5) years. Training and development evidence for the ongoing evaluation of programs, services and other areas and/or facilities for fiscal years are not in evidence. However, at the time of the visit, additional information was being prepared and there is currently satisfactory evidence of compliance to meet the standard. Onsite discussions with the Office of Performance Management (OPM) Business Process Consultant demonstrated that all of the suggested EOC pertaining to training was temporarily suspended at that time. The agency has since experienced a culture shift and is reformulating their employee training model and evaluation approach in conjunction with the Centralized Programming Division (CPD). This was begun with an emphasis on teen programming and inclusion practices training. This capacity-building transition (policies, training manuals) is leading to training with a more systematic performance development approach (YPQ teen programming, inclusion services) which will subsequently be fully operational in FY In 2015, the Office of Performance Management (OPM) staff attended the Summer Learning Institute hosted by the American Evaluation to enhance their competencies, skills, and knowledge for organizational evaluation (Institute invoices for three members to attend). These train-the-trainer efforts are expected to assist those certified individuals to train more staff in Additionally, a systematic effort to provide a Recreation Academy for staff is planned for 2017 (in progress; announcement flyer 10/2017). Various program staff in the Centralized Programs Division are certified external assessors in Youth Program Quality assessment allowing them to evaluate youth programs (Performance Consultant job description, approved: (6/23/05; revised: 4/8/12; letter of congratulations on passing certification exam 2/11/15).

Developing the self assessment Putting the pieces together
Form a team. Key managers in lead. Identify what you have. Develop a time, calendar and tracking system. Depending on size, develop teams for each chapter. May add committees for key documents. Prepare in one voice. Call the agency the same thing throughout the self assessment and visitation report. Organize and attach evidence of compliance. Keep you agency informed and engaged.

Developing the self assessment Team Chair Role/Agency Representative
Coordinates the scheduling of all meetings. Ensures minutes are prepared and distributed with team secretary. Assists team members to make sure they are moving as a coordinated unit. Coordinates all deadlines. Works with CAPRA mentor. Complies and edits the agency’s self assessment and distributes it to the team for review. Coordinates the collection of the Evidence of Compliance and links to document.

Developing the Self assessment Team Chair Role/Agency Representative
Coordinates the submission of the self assessment to CAPRA and the visitors. Works with CAPRA to finalize the Visitation Team. Works with the visitation Team Chair to coordinate the travel arrangements. Coordinates the Visitation Team Itinerary. Coordinates with the NRPA Accreditation Manager, Visit Chair and agency for the CAPRA hearing at the NRPA Conference. Coordinates presentation of the Accreditation at the Best of the Best ceremony.

Self-Assessment Reports (pages CAPRA Handbook) MUST Use CAPRA template 4 Parts of the Template Cover Sheet Self-Assessment Report Introduction Agency Overview Self Assessment Response for each standards

Keep the page numbers in the footer. Full agency name in the header. Use 12 point Times New Roman. Use abbreviations acronyms only after they have been written out in each chapter. Use active voice and stay consistent with verb use. Refrain from using overstatement or hyperbole. Submit document in unprotected Word format.

Commissioners will initially look at the self-assessment for relevance, accuracy, specificity and completeness in the both the narrative and evidence of compliance. Narrative Thorough yet concise (Goldilocks Responses). Discuss how the agency complies with the standards and refers to how it uses the evidence of compliance. Evidence of Compliance should be limited to what is referenced in the narrative and attached the way is it submitted.

Evidence of Compliance Use consistent naming procedures. DO NOT list documents that are not referenced in the narrative. Hyperlinks must be used and be operational. Bookmark links to large documents. Provide only the necessary documents (Goldilocks). Provide electron copy of for most documents. Others such a park drawings with be verified during the visit. Use a flash drive as opposed to Dropbox.

Visitor Qualifications Accreditation Handbook (pages 18-19)
Employed or retired in the parks and recreation field. Have 5 years of full time experience. CPRP or CRPE unless retired. NRPA members. Attend official training (this counts) within the last five years.

Visitor Qualifications and Eligibility Accreditation Handbook (pages 18-19)
Visitor Selection Visitor must come from outside the state form where the visit is taking place. May not be a visitor to an agency where the visitor was employed. Must be 10 (2 cycles) years between when a visitor can return to an agency as a visitor. Sign the Confidentially and Conflict of Interest Statement. May not visit an agency where they have provided consulting services within the last five year. Commitment to fulfill duties. Have at least one member of a similar sized agency. Agency with confirm visitors have no conflicts. Complete the Visitor Application and Visitor Resume and to (links are found in CAPRA Handbook, page 18). Respond to Call for Visitors.

Accreditation Visitors Responsibility of the Chair
Responsibilities of the Visit Chair (pages CAPRA Handbook) Introductory messages. Make sure everyone received a copy of the self-assessment and reads it. Make sure the self-assessment is reviewed. Divisions of tasks for the team. Coordinate arrangements. Develop itinerary (page 23, CAPRA Handbook). Spokesperson for the team. Understand the self-assessment and be able to resolve ANY issues. Submit Visitation Report to CAPRA with two weeks. Communicate with Commission Reviewers.

Accreditation Visit Responsibility of Visit Chair and Host
Preparing for the Visit (Visit Chair and host agency) Shared logistics Transportation arrangements Lodging Meals Handling expenses Physical and support arrangements (computers and access to internal network)

Accreditation Visitors
Preparing for the Visit. Sign and return the Conflict of Interest and Confidentially Statement. Contract information is distributed. Material available 10 to 12 weeks before visit first to commission reviewers. Visit must take place 90 days before CAPRA meeting at the NRPA Conference.

Onsite visit Overview Here to help. Fact finding on behalf of the Commission. Verify and clarify the self assessment report. Initial Visit, do they have it and is it properly approved. Reaccreditation, are they using it. Evaluate the agency’s status using CAPRA standards not yours. Report finding and recommendations to the CAPRA Commission. Suggest any appropriate revisions to the content or accreditation documents.

Length and timing of visit Reaccreditation Visit Option (pages 17 and 23, CAPRA Handbook) Initial onsite meeting Data collection Review and verify documents Interview staff Exit interview Unsolicited information

Final Onsite meeting Visitor Presence Activities and events Outside activities Confidentially Pre visit (Completely read the self assessment and have your written work complete) If there are questions or issues these should be shared with the Visit Chair and agency before the visit. During the visit Post visit

Evaluations Agency will be asked to evaluate the team. Visitation team chair will evaluated the Lead Commission Reviewer. Visit team members will evaluate each other. Evaluations are completed on line. Evaluations are reviewed by the CAPRA Board.

Responsibilities of the Commission Reviewers Review and release the Self-assessment. Agency readiness review. Review, approve and release the Visitation Report. Review the agency response to the Visitation Report. Procedure at the CAPRA Hearing. Follow up

Visitation Report Cover sheet Self-assessment report introduction Visitation report introduction Agency overview Evaluation of compliance of standards Section Summary Final summary Agency strengths Agency preparedness Standards overview Other concerns related to maintain accreditation Signatures

Hosting a Visit Length and Timing of Visit Logistics of Visit
Meeting with key city officials Initial onsite meetings Facility and onsite visit Data collection Review of documents Interview of staff

Items Critical for Success
Communication Ask Questions

Contact information Jennifer Stromberg, NRPA CAPRA Manager National Recreation and Park Association 22377 Belmont Ridge Road Ashburn, Virginia 20148 Phone Fax:

Contact information Dirk Richwine, CPRE Jim Headley, CPRP

Final Slide Wrap up Questions

Presented to the National Recreation and Parks Association

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