2014 CAPRA Report

City of Virginia Beach

Department of Parks and Recreation

15-Year Agency Self-Assessment Report

Submitted to:

Commission for Accreditation of Park and Recreation Agencies

National Recreation and Park Association

October 2014

City of Virginia Beach, Department of Parks and Recreation

15-Year Agency Self-Assessment Report, October 2014

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CITY OF VIRGINIA BEACH

DEPARTMENT OF PARKS & RECREATION

2014 AGENCY PROFILE

I. COMMUNITY DEMOGRAPHICS:

A. Predominant form of government in the tax jurisdiction:

The City of Virginia Beach is governed by the City Manager/City Council form of

government. The City Manager acts as the Chief Executive Officer under the general

direction of the City Council. The City has an elected at-large Mayor, 7 council members

are elected from their respective voting districts and 3 council members are elected at-

large for a total elected 11 member City Council.

B. Population of tax jurisdiction: 448,479

C. Population of metropolitan service area (MSA): 1,694,900

D. Age profile of tax jurisdiction:

Below Age 18: 23.2%

Age 18 to 65: 65.4%

Age 65+: 11.4%

E. Income profile of tax jurisdiction:

Less than $10,000 3.80%

$10,000 to $14,999 2.80%

$15,000 to $24,999 6.30%

$25,000 to $34,999 8.40%

$35,000 to $49,999 14.10%

$50,000 to $74,999 21.60%

$75,000 to $99,999 15.10%

$100,000 to $149,999 17.10%

$150,000 to $199,999 6.30%

$200,000 or more 4.50%



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F. Racial diversity of the tax jurisdiction:

White: 63.9%

Black/African American: 20.0%

Asian/Pacific Islander: 6.5%

Hispanic: 7.2%

Other: 2.4%

II. AGENCY CHARACTERISTICS:

A. Total FY 2014-15 Operating Budget: $46,857,817

B. Total FY 2014-15 Capital Budget: $24,587,750

C. Total FY 2014-15 Full-Time Employees: 485

D. Total FY 2014-15 Part-Time/Seasonal Employees: 353

E. Total FY 2014-15 Parkland Acreage: 14,278

F. Significant agency awards and/or recognitions:

2009: Virginia Recreation and Parks Society Award for Best New Greenway, Blueway,

or Trail for the Maritime Trail

National Recreation and Parks Society 10-Year CAPRA Re-Accreditation

Virginia Beach Beautification Commission Award for Volunteer Garden Gazebo

and Landscaping

2010: 100 Best Communities for Young People Award

Virginia Department of Forestry “Tree City USA” Award

Virginia Recreation and Park Society Award for Distinguished Service to Teri

Dalone

2011: Virginia Recreation and Park Society Fellows Award - Beth Wood-Whitley

Virginia Recreation and Park Society Award for Best Promotional Effort –

Electronic Media

Virginia Recreation and Park Society Award for Best New Environmental

Sustainability Award for Meadow Management and No-Mow Program

Virginia Department of Conservation and Recreation $500,000 Grant Award for

Pleasure House Point Acquisition

Frank Pia Lifesaving Award to Heather Boyko, Bonita Teaford, and Happ



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Radam

Trust for Public Land Award for Seventh Best Park System in the Nation for Park

Accessibility, Park Size, Services, and Investment.

2012: Virginia Department of Forestry “Tree City USA” Award

Virginia Recreation and Parks Society Environmental Sustainability Award for

Growing Wetlands in the Classroom Program

Virginia Lifesaving Award to Jeremy Haywood, A.J. White, and Julie Batakis

Virginia Governor’s Award for Fire/Water Education to Jill Fortner, Andrew

Carter, Dave Green, Bonita Teaford, and Scott Corillo

2013: American Red Cross Lifesaving Award to Carol Fernheimer, Josh Waltz, Ben

Wilson, and Ryan Solar

Trust for Public Land Award for Eighth Best Park System in the Nation for Park

Accessibility, Park Size, Services, and Investment

Virginia Governor’s Silver Environmental Excellence Award for Land

Conservation – Pleasure House Point Site Acquisition

Virginia Recreation and Park Society’s Best New Environmental Sustainability

Award for Pleasure House Point Site Acquisition

Virginia Department of Forestry “Tree City USA” Award

Virginia Recreation and Park Society Best New Facility Award (Bricks and

Mortar population category of greater than 100,000) for new Williams Farm

Community Recreation Center

Virginia Recreation and Park Society Award for Best New Facility Award (Parks,

Playgrounds, and Greenways population category of greater than 100,000) for

new Williams Farm Skate Park

Virginia Beach Planning Commission Design Award in the Public Facility

Category for new Williams Farm Community Recreation Center and Skate Park

Virginia Recreation and Parks Society President’s Award to Kathy Williams

American College of Sports Medicine Award for 18th Ranked Fittest Region of 50

Largest Cities in the Nation

III. PHYSICAL CHARACTERISTICS:

A. Geographic size of tax jurisdiction: 307 square miles

B. Describe significant rivers, lakes, mountain ranges, etc. that influences your

community:

The geographic boundaries of the City of Virginia Beach comprise a total of 307 square

miles, of which 248 square miles are land and 59 square miles are interior water.



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Additionally, there are 173 square miles of public beaches. The average elevation of the City

is 12 feet above sea level. The City is bordered on the east by the Atlantic Ocean and

bordered on the north by the Chesapeake Bay. The City has two primary water inlets that

serve the recreational, sports, and commercial fishing communities. These inlets are the

Rudee Inlet that provides boat access to the Atlantic Ocean and the Lynnhaven Inlet that

provides boat access to the Chesapeake Bay.

IV. CULTURAL CHARACTERISTICS:

A. Describe significant social and/or cultural factors that influence the agency's

delivery of service:

The City of Virginia Beach has a very strong military presence of both active duty and retired

military personnel. This strong military personnel presence somewhat insulates the City from

significant economic downturns. Active duty military personnel generate a significant

turnover in real estate ownership within the community with the normal rotation in military

active duty station reassignments. The federal government owns significant tax-exempt

acreage of very highly valued properties that are located on the Atlantic Ocean or the

Chesapeake Bay. The City also benefits economically from the many support industries to

the military.

The City of Virginia Beach maintains a very active recreational lifestyle as well as a deep

respect for the environment. As a major east coast tourist destination, the City of Virginia

Beach has a significant influx of summer visitors and the Department of Parks and

Recreation plays a major role in supporting the City tourism industry through the recreational

programs and services that are coordinated by the department that enable City residents and

visitors to pursue health and active lifestyles in a sustainable environment. Another social

driver is the extraordinary number of resident volunteers that the Department of Parks and

Recreation receives from the community that greatly enhances the quality of direct customer

service that the department is able to provide to the community.



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DEPARTMENT OF PARKS AND RECREATION

2014 CAPRA 15-YEAR RE-ACCREDITATION TEAM

Team Chair: Doug Cherry

Parks and Recreation Coordinator

Team Vice-Chair: Greg Newman

Planner II

Team Secretary: Amber Favor

Executive Assistant

Category #1: Michael Kalvort

Director of Parks and Recreation

Category #2: Brian Solis

Planning, Design, and Development Administrator

Barbara Duke

Planner III

Category #3: Pete Hangen

Marketing & Resource Development Coordinator

Category #4: Maile Hildenbrand

Business Systems Administrator

Category #5: Pam Pearce

Administrative Analyst

Category #6: Teri Dalone

Parks & Recreation Coordinator

Category #7: Frank Fentress

Landscape Management Administrator

Category #8: Rick Rowe


Category #9: Kevin Bennington


Category #10: Tracey Gauthier

Programming and Operations Manager



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2014 CAPRA TEAM RE-ACCREDITATION SCHEDULE

TIME FRAME ACTIVITY

February 7, 2012

9:00 a.m. to 10:00 a.m.

Director & Executive Team Review CAPRA 15-Year agency re-

accreditation process schedule and final selection of Re-

Accreditation Team members.

March 6, 2012

11:00 a.m. to 12:00 Noon

1st CAPRA Team Meeting:

CAPRA Team Chair briefs Re-Accreditation Team members

regarding the responsibilities of team co-chairs, the responsibilities

of team members, the re-accreditation schedule, the 2009

amendments to CAPRA accreditation standards, and the

accreditation standards that will need special attention by team

members.

April 4, 2012

11:00 a.m. to 12:00 Noon

2nd CAPRA Team Meeting:

Status report by all Re-Accreditation Team members regarding

planned strategy to revise all written standard responses and

update all exhibits for all standards in their assigned category.

Team discussion and resolution of problem issues.

May 1, 2012

11:00 a.m. to 12:00 Noon

3rd CAPRA Team Meeting:


planned strategy to revise all written standard responses and

update all exhibits for all standards in their assigned category.

Team discussion and resolution of problem issues.

June 5, 2012

11:00 a.m. to 12:00 Noon

4th CAPRA Team Meeting:


progress made toward revising written standard responses and

updating exhibits for all standards in their assigned category. Team

discussion and resolution of problem issues.

June 30, 2012 10% TEAM COMPLETION DEADLINE!

July 3, 2012

11:00 a.m. to 12:00 Noon






August 7, 2012

11:00 a.m. to 12:00 Noon






August 31, 2012 20% TEAM COMPLETION DEADLINE!



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TIME FRAME ACTIVITY

September 4, 2012

11:00 a.m. to 12:00 Noon






October 2, 2012

11:00 a.m. to 12:00 Noon






October 31, 2012 30% TEAM COMPLETION DEADLINE!

November 6, 2012 No CAPRA Team Meeting (Department Budget Preparation)

December 4, 2012 No CAPRA Team Meeting (Department Budget Preparation)

January 8, 2013 No CAPRA Team Meeting (Department Budget Preparation)

February 5, 2013

11:00 a.m. to 12:00 Noon






February 28, 2013 40% TEAM COMPLETION DEADLINE!

March 5, 2013

8:30 a.m. to 9:30 a.m.






April 2, 2013

8:30 a.m. to 9:30 a.m.






April 30, 2013 50% TEAM COMPLETION DEADLINE!

May 7, 2013

8:30 a.m. to 9:30 a.m.








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TIME FRAME ACTIVITY

June 4, 2013

8:30 a.m. to 9:30 a.m.






June 30, 2013 60% TEAM COMPLETION DEADLINE!

July 2, 2013

8:30 a.m. to 9:30 a.m. 14th CAPRA Team Meeting:





August 6, 2013

8:30 a.m. to 9:30 a.m.






August 31, 2013 70% TEAM COMPLETION DEADLINE!

September 3, 2013

8:30 a.m. to 9:30 a.m.






October 1, 2013

8:30 a.m. to 9:30 a.m.






October 31, 2013 80% TEAM COMPLETION DEADLINE!

November 5, 2013

8:30 a.m. to 9:30 a.m.








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TIME FRAME ACTIVITY

December 3, 2013

8:30 a.m. to 9:30 a.m.






January 7, 2014

8:30 a.m. to 9:30 a.m.






January 31, 2014 90% TEAM COMPLETION DEADLINE!

February 4, 2014

8:30 a.m. to 9:30 a.m.

21st CAPRA Team Meeting:





March 4, 2014

8:30 a.m. to 9:30 a.m.

22nd CAPRA Team Meeting:





March 31, 2014 100% TEAM COMPLETION DEADLINE!

April 1, 2014

8:30 a.m. to 9:30 a.m.

23rd CAPRA Team Meeting:

CAPRA Team Chair distributes draft of the Agency Self-

Assessment Re-Accreditation Report to all team members.

April 2-30, 2014

All CAPRA Team members review the draft of the Agency Self-

Assessment Re-Accreditation Report and submit all recommend

amendments to the CAPRA Team Chair. CAPRA Team Chair

finalizes all recommended amendments to the Agency Self-

Assessment Re-Accreditation Report.

May 6, 2014

8:30 a.m. to 9:30 a.m.


CAPRA Team Chair distributes final Agency Self-Assessment Re-

Accreditation Report to all team members.

May 21, 2014 Deadline for CAPRA Team Chair to submit automated pdf

copy of final Agency Self-Assessment Re-Accreditation Report

to NRPA Accreditation Manager and CAPRA Commissioners.



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TIME FRAME ACTIVITY

June 3, 2014 25th CAPRA Team Meeting:

Celebrate completion and submission of agency self-assessment

report. Discuss what needs to be accomplished to finalize all

exhibits for July site visitation.

June 1-30, 2014 CAPRA Team Chair works with the members of CAPRA Site

Visitation Team to finalize hotel accommodations, finalize flight

schedules, and purchase airline tickets.

June 1-30, 2014 CAPRA Team Chair works to develop Site Visitation Team

schedule for review and approval by CAPRA Site Visitation Team

Chair.

June 1-30, 2014 Director distributes final Agency Self-Assessment Re-

Accreditation Report to all department staff and conducts site

visitation briefing meetings for department staff as required.

CAPRA Team Chair coordinates finalization of written facility

descriptions for Site Visitation Team facility tours as required.

July 8, 2014


CAPRA Team Chair briefs all Re-Accreditation Team members

regarding site visitation team members and site visitation process

schedule.

July 21-25, 2014 CAPRA Site Visitation Team Comes to Virginia Beach.

August 5, 2014 27th CAPRA Team Meeting:

CAPRA Team celebrates successful completion of CAPRA Site

Visitation Team visitation and debriefs re-accreditation process.

October 12-16, 2014

National NRPA Congress in Charlotte, North Carolina. CAPRA

Commissioners make decision regarding our 15-Year agency re-

accreditation.

October 17-31 2014 Department Celebrates the Accomplishment of our 15-Year

CAPRA Re-Accreditation!



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1.0 Agency Authority, Role and Responsibility:

1.1 Source of Authority:

Standard: The source of authority of, and powers for, the public recreation and park managing

authority shall be clearly set forth by legal document.

Evidence of Compliance: The source of authority and powers for the Department of Parks and

Recreation is governed by the provisions of Section 24 of the City of Virginia Beach, City Code as

specified below. A copy of the City code provision has been provided as an exhibit. (Refer to on site

exhibit labeled “Category 1, Exhibit 1” that is available in the department CAPRA reference library.)

Section 24-1. Creation and Composition of Department:

There is hereby created a Department of Parks and Recreation, which shall consist of the Director of

Parks and Recreation and such other employees as may be prescribed by the council or by the orders

of the City Manager consistent therewith.

Section 24-2. Functions of Department:

The Department of Parks and Recreation shall be responsible for operating and maintaining all

public parks, playgrounds and recreation facilities and grounds within the city government and

organizing and conducting recreation programs, and shall have such other powers and duties as may

be assigned by the council.

Section 24-3. Fees, Policies, Procedures, Rules and Regulations Pertaining To the Use of City

Parks, Recreational Facilities, and Parks and Recreation Equipment:

(a) Except as provided in subsection (b) of this section, the director of parks and recreation is hereby

authorized to (i) establish reasonable fees, and (ii) adopt and enforce reasonable policies, procedures,

rules and regulations, pertaining to the use of city parks, recreational facilities, and parks and

recreation equipment, subject to the approval of the city manager.

Self Review: MET

1.1.1 Public Authority/Policy Body:

Standard: The organizational authority structure should provide for one public authority

responsible for policy-making functions.

Evidence of Compliance: The public authority that is responsible for all policy making functions for

the City of Virginia Beach and the Department of Parks and Recreation is the 11 elected members of

the City Council. The City adopted its first Charter on February 28, 1962, which was ratified by the

State Legislature on January 1, 1963, thereby incorporating the City. In its Charter, the City

established a City Council/City Manager form of government in which an elected City Council is

responsible for all policy making functions of the City and a City Council appointed City Manager is

responsible for the administrative execution of all policies established by the City Council.



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The Charter of the City provides for an 11-member City Council that is elected by the general

population of the City to serve four year staggered terms. The City Council is comprised of 1 “At-

Large” elected Mayor (may reside anywhere within the geographic boundaries of the City) who

chairs all informal and formal City Council meetings, 7 “District” elected members (must reside

within the geographic boundaries of the district they are elected to represent), and 3 “At-Large”

elected members (may reside anywhere within the geographic boundaries of the City). Copies of a

City executive staff organization chart, contact information for all City Council members, and

Chapter 1, 2, and 3 of the City Code pertaining to election procedures for City Council members

have been provided as exhibits. (Refer to on site exhibit labeled “Category 1, Exhibit 1" that is

available in the department CAPRA reference library.)

Self Review: MET

1.1.2 Citizen Advisory Boards/Committees:

Standard: There should be citizen advisory boards/committees.

Evidence of Compliance: Department of Parks and Recreation staff has been assigned by the City

Manager to coordinate all administrative functions required by the following City Council appointed

citizen commission and citizen advisory committees:

City Parks and Recreation Commission: The City Parks and Recreation Commission was

established in August 1988 by the City Council and serves as an citizen advisory board to the

City Council, the City Manager, and the Director of Parks and Recreation. The Parks and

Recreation Commission is comprised of 13 members who are appointed by the City Council to

serve 3 year staggered terms. The Parks and Recreation Commission is comprised of 7 “District”

appointed members (must reside within the geographic boundaries of the district they are

appointed to represent, and 6 “At Large” appointed members (may reside anywhere within the

geographic boundaries of the City) with two of these at large members required to be a junior

youth and a senior youth. The two youth members are appointed to serve two year staggered

terms. No member of the Parks and Recreation Commission may serve on the Commission more

than three consecutive terms (9 years.) Department of Parks and Recreation staff works closely

with commission members to coordinate all aspects of public involvement. Monthly commission

meetings are open to the public and department staff presentations on issues and projects are

publicly advertised to encourage citizen attendance and involvement. Copies of the Parks and

Recreation Commission By-Laws, membership roster, and meeting minutes have been provided

as exhibits. (Refer to on site exhibit labeled “Category 1, Exhibit 1" that is available in the

department CAPRA reference library.)

City Bikeways and Trails Advisory Committee: The Bikeways and Trails Advisory Committee

is a ten member citizen committee that is appointed by the City Council to work closely with

Department of Parks and Recreation staff, Department of Planning staff, and Department of

Public Works staff to implement and coordinate the City Council adopted Bikeways and Trails

Plan and to coordinate the timely construction of bicycle facilities, pedestrian safety



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improvements, and multi-purpose trails. The committee meets monthly and meetings are publicly

advertised to encourage citizen attendance and involvement. Copies of the City Bikeways and

Trails Advisory Committee membership roster and meeting minutes have been provided as

exhibits. (Refer to on site exhibit labeled “Category 1, Exhibit 1" that is available in the

department CAPRA reference library.)

City Open Space Advisory Committee: The City Open Space Advisory Committee is a nine

member citizen committee that is appointed by the City Council to work closely with Department

of Parks and Recreation staff, Department of Agriculture staff, Department of Planning staff,

Department of Public Works staff, and City Attorney’s Office staff as well as community and

civic representatives to evaluate parcels of privately-owned undeveloped land for potential

acquisition by the City for open space preservation. The committee meets monthly and meetings

are publicly advertised to encourage citizen attendance and involvement. An annual report is

prepared by Department of Parks and Recreation staff that is submitted to the City Council

during the month of July each calendar year. Copies of the City Open Space Advisory Committee

membership roster and meeting minutes have been provided as exhibits. (Refer to on site exhibit

labeled “Category 1, Exhibit 1" that is available in the department CAPRA reference library.)

Self Review: MET

1.1.3 Responsibilities of Approving Authority, Chief Administrator, and Staff:

Standard: There should be established guidelines defining the delineation of responsibilities for

the policy-making functions of the approving authority and the administrative functions of the

chief administrator and staff.

Evidence of Compliance: The established written guidelines that define and delineate the

relationships between the policy-making functions of the City Council and the administrative

functions of the City Manager and the Director of Parks and Recreation are governed by the

provisions of Section 4.01, Section 4.02, Section 4.03, Section 7.01, Section 7.02, and Section 7.03

of the City Code as well as the official City position description of the Director of Parks and

Recreation that is appointed by the City Manager. Copies of the City Code provisions and the

position description of the Director of Parks and Recreation have been provided as exhibits. (Refer to

on site exhibit labeled “Category 1, Exhibit 1" that is available in the department reference library).

The provision of Section 4.01 of the City Code defines the formal relationship between the City

Council and the City Manager by specifying that the City Council shall appoint a City Manager who

shall serve as the executive and administrative head of the City at the pleasure of the City Council.

Section 4.02 of the City Code defines the formal relationship between the City Manager and the

Director of Parks and Recreation by specifying that the City Manager shall appoint and remove all

officers of the City including the Director of Parks and Recreation at his discretion. Section 4.03 of

the City Code prohibits the interference of the City Council regarding the appointment or removal of

any person from any office by the City Manager.



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The provision of Section 7.01 of the City Code specifies that the City Council may create new City

departments or subdivisions thereof or combine or abolish existing City departments. Once a City

department has been established by the City Council, Section 7.02 of the City Code specifies that

there shall be a Director at the head of each department of the City that shall be appointed by the City

Manager and shall be removed at the discretion of the City Manager at any time. Section 7.03 of the

City Code specifies that the Directors of each City department shall be immediately responsible to

the City Manager for the administration of their respective departments to include the submittal of

reports and recommendations regarding all matters affecting their departments as may be required by

the City Manager.

The administrative duties and responsibilities of the Director of Parks and Recreation are outlined in

the official City position job description that highlights the critical elements of performance;

performance standards; and knowledge, skills and abilities expected of the Director position when

working with or on behalf of the City Manager and City Council. These duties and responsibilities

include, but are not limited to, the following:

Guides the development, implementation, and coordination of short and long range strategic

goals and objectives for the department in order to implement the strategic goals of the City as

established by the City Council.

Guides the development of the department’s operating budget and Capital Improvement

Program budget to ensure that sufficient funding is appropriated to accomplish the mission and

strategic goals of the City as established by the City Council.

Serves as the City Council and department liaison to the members of the City Parks and

Recreation Commission, City Open Space Committee, and City Bikeways and Trails Committee

that are appointed by City Council and assists commission members with the analysis of citywide

park and recreational needs.

Responds both orally and in writing in a timely and professional manner to inquiries received

from members of the City Council, the City Manager or his staff, other City executive staff, or

citizens to answer questions or resolve concerns or complaints regarding department programs,

services or facility operations.

Serves as the City Council liaison regarding the administration of all parks and recreation related

written contracts, land leases, and service agreements between the City and outside private,

public, or non-profit organizations that are approved by the City Council.

Ensures compliance with established City Code provisions that are approved by the City Council

and department policies and procedures regarding human resources management.

Effectively communicates both orally and in writing with members of the City Council, the City

Manager, other City executive staff; department staff, and the general public in a knowledgeable

and helpful manner that exhibits executive level oral and written communication skills.

Knowledge of the City core strategies as approved by the City Council and of quality

government organizational principles and practices, and how to apply them.

Knowledge of the City strategic goals and objectives as approved by the City Council and the

department’s mission and strategic goals and objectives and the relationship that exists toward

meeting the overall City’s strategy.



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Skill in conveying clear and concise communication, both orally and in writing, and in making

formal presentations to the City Council, City officials, department staff, and the public.

Skill in developing and maintaining effective working relationships with the members of the

City Council, City officials, representatives of the news media, representatives of local

businesses, representatives of state and federal agencies, and the general public.

Skill in the development of City and department strategic goals and objectives in response to the

strategic initiatives approved by the City Council.

Skill in the effective administration of parks and recreation related City Code provisions as

approved by the City Council as well as City and department level policies and procedures.

Skill in the effective application of established municipal accounting principles and procedures

in the development and administration of a department operating budget and department capital

improvement program budget as approved by the City Council.

Skill in the preparation of written special reports, as well as formal presentations to the City

Council, City officials, staff and the public.

Ability to effectively interpret broad policy directives and to interact effectively with the City

Council, the City Manager, Deputy City Managers, other members of the City executive team,

City staff, and the public.

Operationally, the Department of Parks and Recreation is organized into the Business Systems

Division, the Landscape Management Division, the Marketing and Resource Development Bureau,

the Planning, Design and Development Division, and the Programming and Operations Division.

Copies of the official City position descriptions of the administrative positions that manage these

divisions and bureau that report directly to the Director of Parks and Recreation have been provided


department reference library). A succinct summation of the scope of responsibilities of the division

and bureau administrators and their respective staff include, but is not limited to, the following:

Business Systems Division (Administrative Services Manager III):

Directs and coordinates the Department’s operating budget, finance, human resources,

information technology, enterprise software systems, and administrative functions.

Assists the Director in short and long range strategic planning, goals and objectives.

Handles complex funding issues with multiple funding sources typically involving fund

matching requirements for the Department of Parks and Recreation.

Works with changing intergovernmental financial mandates.

Landscape Management Division (Landscape Management Administrator):

Manages a very large multi-faceted division responsible for the landscape maintenance of all

City facilities including buildings, grounds, and roadways.

Manages citywide landscape development and maintenance programs for the grounds of all

public buildings, parks, park facilities, schools, public rights-of-way, resort area, and other

specified public properties.

Marketing and Resource Development Bureau (Parks and Recreation Coordinator):



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Responsible for overseeing data resources, performance measures, data analysis,

communication, marketing, sponsorship generation and retention, media purchases, and public

information objectives for the Department of Parks and Recreation.

Responsible for continually evaluating and updating the department’s marketing plan, branding

plan, and data and analysis program, which ties into the ongoing performance measurement, data

analysis and utilization.

Planning, Design & Development Division (Planning, Design & Development Administrator):

Directs and coordinates all activities of the Planning, Design and Development Division

including staff support and professional recommendations to the Parks and Recreation

Commission, Open Space Advisory Committee, Bikeways and Trails Advisory Committee, City

Council members, and all City executive staff.

Coordinates with the Landscape Management Division the overall design, maintenance,

inspection and management policies and procedures to ensure appropriate levels of maintenance,

improvements, and infrastructure replacements for all Department of Parks and Recreation

managed City owned property.

Manages the land use planning, research, analysis, and evaluation for all Department of Parks

and Recreation managed City owned property.

Manages the planning, design and construction of all Department of Parks and Recreation

Capital Improvement Program funded construction projects to ensure a comprehensive and

integrated approach to land use planning and management.

Programming and Operations Division (Programming and Operations Administrator):

Manages a large and comprehensive operational division encompassing multiple budget units

and a diverse network of parks and recreation facilities.

Manages the development and administration of a diversified and year round system of parks

and recreation related programs and services in response to the needs for all ages, groups, and

levels of interest throughout the City.

Collaborates with other human service agencies and Virginia Beach City Public Schools to

ensure a systems approach in meeting the parks and recreation related needs of City residents.

Self Review: MET

1.2 Jurisdiction:

Standard: The specific geographical boundaries of the agency's jurisdiction should be set forth

by geographical description and map.

Evidence of Compliance: The jurisdiction of the Department of Parks and Recreation is the

geographical boundaries of the City of Virginia Beach that comprise 307 square miles. The City was

legally established by the Virginia General Assembly on January 1, 1963 when the General

Assembly adopted a new Charter for the City that ratified the consolidation of the City of Virginia

Beach (the oceanfront resort area) with the adjacent Princess Anne County that was located to the

south.



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In 1995, the Virginia General Assembly amended Section 3.01 of the City of Virginia Beach Charter

to provide, among other things, that “The City shall be divided into seven residence districts of

approximately equal population which shall be numbered one through seven.” Pursuant to the

Charter amendment on February 6, 1996, the City Council adopted an ordinance establishing the

boundaries, names and numbers of the seven residence districts (Ordinance 96-2370B). The City

Council desired to amend Ordinance 96-2370B by associating names with each of the seven

residential districts to reflect the history, heritage, and landmarks of the City districts and to make the

districts more easily identifiable to the residents of the City. Ordinance 96-2370B, that was adopted

by the City Council on February 1, 1996, was amended by associating names with each of the seven

numbered residential districts as follows:

District 1: Centerville

District 2: Kempsville

District 3: Rose Hall

District 4: Bayside

District 5: Lynnhaven

District 6: Beach

District 7: Princess Anne

A current map of the City of Virginia Beach that reflects the geographical boundaries of the City has

been provided as an exhibit. (Refer to on site exhibit labeled “Category 1, Exhibit 1" that is available

in the department CAPRA reference library.)

Self Review: MET

1.3 Mission:

Standard: There shall be an established mission statement, which defines the direction and

purpose of the Agency.

Evidence of Compliance: In 2008, the Department of Parks and Recreation adopted and began

implementing a new strategic plan that established a new vision and mission for the department that

was framed by four community priorities. Since that time, the Director of Parks and Recreation and

department management team has continued to work closely with City executive staff, partner

agencies, citywide leadership groups, volunteer boards, and members of the Parks and Recreation

Commission and Virginia Beach Parks and Recreation Foundation to ensure the department vision

and mission continues to be a viable component of the City vision, mission, and strategic initiatives.

As a component of the development of a new Department of Parks and Recreation 2014 Strategic

Plan, the Director of Parks and Recreation and the department management team hosted a joint

meeting with members of the Parks and Recreation Commission, Bikeways and Trails Advisory

Committee, Open Space Advisory Committee, and the Virginia Beach Parks and Recreation

Foundation to review the department vision and mission statement. During the meeting, all members



19

in attendance unanimously endorsed that the current Department of Parks and Recreation vision

statement, mission statement, and community priorities continue to meet the needs of our thriving

City community. The current Department of Parks and Recreation strategic plan vision statement,

mission statement, and community priorities are as follows:

Vision Statement:

Our vision is a balanced, sustainable and value-focused system of parks, recreation and public spaces

that create a sense of community.

Mission Statement:

Our mission is to:

Deliver parks, recreation programs and public spaces that reflect the priorities of our community.

Support tiered levels of service that recognize the diverse needs of our community.

Focus on sustainability of core programs, services and facilities through efficient and effective

business practices.

Community Priorities:

Community Access: Provide a system that supports physical, economic, and social access to

services and facilities.

Environment and Outdoors: Provide facilities and programs that enable citizens and visitors to

be outdoors and enjoy the environment.

Healthy Lifestyles: Provide facilities and programs that enable citizens and visitors to pursue

healthy and active lifestyles.

Stewardship: Maintain and improve existing indoor and outdoor City facilities.

Self Review: MET

1.3.1 Agency Goals and Objectives:

Standard: There shall be established, measurable goals and objectives for the agency and for

each organizational component within the agency. Such goals and objectives shall be directed

toward accomplishing the agency mission, be reviewed annually, and distributed to all appropriate

personnel.

Evidence of Compliance: The City began a long-term strategic planning process in 1992 when the

City Council began conducting annual two-day strategic planning retreats. Staff support began in

1995 when Strategic Issue Teams comprised of department Directors and leadership staff were

established to develop management strategies to implement the City Council’s goals that are now

referred to as Destination Points. These Destination Points were further refined into seven City

businesses as follows: 1) Economic Vitality; 2) Safe Community; 3) Quality Education and Lifelong

Learning; 4) Quality Physical Environment; 5) Cultural and Recreational Opportunities; 6) Family

and Youth Opportunities, and 7) Quality Organization. The work of the Strategic Issue Teams was

integrated into a comprehensive strategic planning document that was implemented by the City in

August 1998 entitled Virginia Beach, Virginia, Community for a Lifetime, A Strategy to Achieve City



20

Council’s Vision for the Future. A copy of the strategy document has been provided as an exhibit.

(Refer to on site exhibit labeled “Category 1, Exhibit 1" that is available in the department CAPRA

reference library). This strategic planning document is revised annually following a two-day strategic

planning retreat by the eleven members of City Council, the City Manager, the Deputy City

Managers, and other senior executive staff. The new strategic initiatives are then utilized by all

department Directors of the City to determine their respective departmental strategic initiatives and

goals and objectives for the following fiscal year. A copy of the current City of Virginia Beach

Strategic Plan has been provided as an exhibit. (Refer to on site exhibit labeled “Category 1, Exhibit

1" that is available in the department CAPRA reference library).

During the past five years, the Department of Parks and Recreation has made major strides in

meeting or exceeding many of the goals as established in the 2008 department Strategic Plan. The

City Council has also established a new guiding vision for the City entitled Envision Virginia Beach

2040. Many of the department strategic goals for the next five years are derived from this guiding

document. Additionally in 2013, the City Council adopted a City Sustainability Plan. The principals

of this plan have already been embraced by the Department of Parks and Recreation and components

have been incorporated into department operational procedures as well as numerous department

capital improvement projects. For example, the new City Williams Farm Community Recreation

Center that is managed by the Department of Parks and Recreation was certified as a LEED Silver

facility and the goal for two additional replacement community recreation center facilities are for

both facilities to achieve LEED Silver certification as well. In addition, the department was

successful in 2013 in achieving City Council adoption of the first City Urban Forest Management

Plan that was developed by department staff during a three year period. Several department strategic

goals during the next five years come directly from the Urban Forest Management Plan and set lofty

expectations for increased levels of maintenance and landscape planting. As a living document, the

City’s three year action plan includes the highest priorities for the City, and includes detail strategies,

specific action items, community indicators, and identifies the lead departments or individuals

responsible for achieving these goals.

As a lead agency for the City executive staff Cultural and Recreational Opportunities Strategic Issue

Team, along with the Office of Cultural Affairs; Department of Museums; Department of

Management Services; Department of Libraries; Department of Economic Development; Convention

and Visitors Bureau; Department of Public Works; and Department of Planning, the Department of

Parks and Recreation is responsible for setting definitive goals, establishing objectives, determining

timetables, and monitoring efforts that will achieve the desired outcomes that the City Council has

established for the long term vision of the City.

For the past two years, Department of Parks and Recreation management and professional staff have

worked diligently on the development of a new department 2014 Strategic Plan with Parks and

Recreation Commission members. Commission members as well as department staff talked to

individuals in the community, partner agencies, volunteers, and City executive staff to determine the

organizational goals and objectives for the department for the next five years as follows:

Vision:



21

Citizens feel better physically, mentally, and socially (as a byproduct, health insurance rates are

lower).

Positive and transparent relationship with clients; they understand the products and services and

see the value in what we offer.

Best Parks & Recreation Department in the Nation for our size and demographics.

Gold Medal applicant and winner.

Clients, partners, other providers refer people to our services.

We are viewed by other local governmental agencies in Hampton Roads as an efficient and

customer focused entity (Go to agency).

State of the art community recreation centers that fully utilize technology, water playgrounds,

active adult rooms/activities at every center).

Focus On:

Parks and Public Areas: Maintain our facilities to a level of safety and usability as more areas

and facilities are added and budgets are tightened.

Facilities and Parks: Ensure that our facilities and parks are cutting edge and incorporate the

latest trends in our profession which will assist our changing demographics of our City (City is

getting older, yet still maintains active lifestyles).

Technology: Increase the use of technology whenever possible.

Bikeways & Trails: In response to citizen survey input, 2040 Vision, Council’s 2027 Vision

(also incorporates in the sustainability plan.) Schools, parks, SGA’s and light rail are

interconnected.

Customer Service: Implement a new comprehensive customer service program which focuses on

both internal and external customers and clients.

Increase Recreation Center Membership: Increase recreation center membership by 50% in five

years. Currently only 10% of City residents hold a membership and the new goal is 15%.

Better (what we already do but we need to do better…increase focus):

Data gathering and reporting…performance measures should reach across divisions and

programs…they all tie into each other.

Increased partnerships/collaboration with community groups and businesses.

Measure the impact of our Out of School Programs – what’s the relationship of our programs to

education – healthy mind, body. Report findings and work cooperatively with the schools for the

curriculum flows from school to after school.

Stronger relationship with the health community – Sentara and other health providers (Doctors

should prescribe Community Recreation Center memberships and various exercises at a park).

Communication across and up and down. Let’s ask: “What do our members, our clients, and our

constituents want to know, need to know, and how do they want to receive communication?”

Continue matrix initiative by looking at ways to improve and find efficiencies.

Continue to upgrade department managed community recreation centers and playgrounds to

incorporate newest amenities such as fitness implements, water playgrounds, technology

utilization, individualized fitness programs, etc.

Improve our reach of therapeutics for our diverse population.



22

Use technology to our advantage for marketing, communication, revenue development (app

driven marketing and sales, the second screen, social marketing, communicate through texts or

Facebook to younger staff).

Expectations:

Be proactive.

Data driven decision-making.

Respond to community and national trends.

Invest in technology.

Decisions at the Administrative and Leadership level are communicated down.

Communication flows upwards.

People are talking to each other across divisional lines to get things done, solve issues and

improve.

Strategic Plan:

Revisit mission, vision, goals.

Identify core services and businesses.

Update matrix and staffing plans.

Self Review: MET

1.3.2 Personnel Involvement:

Standard: There should be a process for acquiring and considering input from the various

personnel levels within the agency in the development of agency goals and objectives.

Evidence of Compliance: The Department of Parks and Recreation prides itself in the area of staff

participation in the development and administration of department goals and objectives that is

accomplished through an extensive staff collaboration process. Each fiscal year, department division

administrators are responsible for working with their respective supervisory, professional, and

management staff to develop divisional goals and objectives that demonstrate how the division will

contribute to the accomplishment of the four community priorities: Community Access, the

Environment and the Outdoors, Healthy Lifestyles, and Stewardship that were established by the City

Council. The recommended goals and objects for each division in the department are subsequently

reviewed by the department Administrative Team that is comprised of the four division

administrators along with the department Director. Based on this collaborative process, the goals and

objectives are finalized for every division in the department and the finalized divisional goals and

objective are then incorporated into the final goals and objectives for the Department of Parks and

Recreation. Divisional and department goals and objectives may be based upon a number of factors

including but not limited to service outcomes, customer satisfaction, and budget and fiscal priorities.

Numerous communication methodologies are utilized by the Department of Parks and Recreation to

communicate department goals and objectives to department staff including the quarterly PAR

Excellence department staff meetings, which provides the opportunity for the department Director to

provide divisional, budget and project updates and staff kudos and accomplishments to department



23

staff. Also, a portion of each meeting is dedicated to “Ask Michael”, which allows staff an

opportunity to ask the department Director questions in an open forum by either sending in their

questions prior to the meeting or asking their question during the “Ask Michael” segment. In

addition to the quarterly PAR Excellence meetings, the department has regularly scheduled divisional

staff meetings and staff focus group meetings that offers all department staff the opportunity to

provide input in the development of department goals and objectives. The department also utilizes

online tools: the Blog and Fact Finders, as opportunities for all department staff to receive news,

updates, ask questions, and provide suggestions for improvement. All feedback information obtained

from the numerous communication processes is utilized by department management staff to develop

a common vision for the future of the department. Copies of past PAR Excellence meeting

PowerPoint presentations have been provided as exhibits. (Refer to on site exhibit labeled “Category

1, Exhibit 1" that is available in the department CAPRA reference library).

Self Review: MET

1.4 Policies, Rules and Regulations, and Operational Procedures:

Standard: A distinction should be made among policies, rules and regulations, and operational

procedures and how each is developed and implemented within the agency.

Evidence of Compliance: The administration of the Department of Parks and Recreation is

governed by the provisions of formal City Resolutions and City Codes approved by the City Council,

City Administrative Directives approved by the City Manager, policies and procedures of other City

departments such as the Department of Finance and the Department of Human Resources that are

approved by the respective Department Director, policies and procedures of the Department of Parks

and Recreation that are approved by the Director of Parks and Recreation, and operational

procedures of the Department of Parks and Recreation that are approved by division administrators

of the Department of Parks and Recreation.

City Council Adopted Resolutions and City Code Ordinances: As adopted under the authority of

the City Council and administered by the City Attorney, the provisions of City Council adopted

resolutions and City Code ordinances govern all City departments to include the Department of

Parks and Recreation. New and amended City Code Resolutions and City Code Ordinances are

developed by the City Attorney’s Office staff as recommended by the Mayor, by any member of

the City Council, or by the City Attorney. All recommended City Council Resolutions and City

Code Ordinances are reviewed in closed session by the City Manager, Deputy City Managers,

and department Directors before being placed on the City Council agenda to be considered for

final approval.

City Manager Administrative Directives: As adopted and administered under the authority of the

City Manager, the provisions of administrative directives govern all City departments to include

the Department of Parks and Recreation. New and amended City administrative directives are

developed by the City Attorney’s Office staff at the request of the City Manager. A draft

Administrative Directive is distributed to all department Directors for their review and comment



24

back to the City Attorney. The City Attorney’s Office staff reviews all comments submitted by

department Directors with the City Manager and amendments are made to the draft document as

approved by the City Manager. A final review of the proposed Administrative Directive is then

conducted by the City Management Leadership Team that is comprised of the three Deputy City

Managers and the City Manager. Upon the approval of the Management Leadership Team, the

new or amended Administrative Directive is executed by the City Manager and distributed

electronically to all City departments.

Department of Human Resources, Policies and Procedures: As adopted under the authority of

the City Manager and administered by the Director of Human Resources, the provisions of

human resources policies and procedures govern all City departments to include the Department

of Parks and Recreation. The Director of Human Resources works cooperatively with a Deputy

City Manager assigned to provide executive liaison to the department to develop or amend all

City human resources management related policies and procedures. A final draft of any new or

amended City human resources policy and procedure is distributed to all department Directors

for their review and comment back to the Director of Human Resources. The Deputy City

Manager and the Director of Human Resources review and consider all comments and

recommendations received from department Directors before submitting a final recommended

policy and procedure to the City Manager for his review and approval. After approval by the City

Manager, the new or amended policy and procedure is distributed electronically by the Director

of Human Resources to all City departments.

Department of Finance, Policies and Procedures: As adopted under the authority of the City

Manager and administered by the Director of Finance, the provisions of finance policies and

procedures govern all City departments to include the Department of Parks and Recreation. The

Director of Finance works cooperatively with a Deputy City Manager assigned to provide

executive liaison to the department to develop or amend all City financial management related

policies and procedures. A final draft of any new or amended City finance policy and procedure

is distributed to all department Directors for their review and comment back to the Director of

Finance. The Deputy City Manager and the Director of Finance review and consider all

comments and recommendations received from department Directors before submitting a final

recommended policy and procedure to the City Manager for his review and approval. After

approval by the City Manager, the new or amended policy and procedure is distributed

electronically by the Director of Finance to all City departments.

Department of Parks and Recreation, Policies and Procedures: As adopted under the authority

of the City Manager and administered by the Director of Parks and Recreation, the provisions of

parks and recreation policies and procedures govern all department divisions. The Director of

Parks and Recreation works cooperatively with a Deputy City Manager assigned to provide

executive liaison to the department to develop or amend all parks and recreation management

related policies and procedures. A final draft of any new or amended department policy and

procedure is distributed to all department division administrators for their review and comment

back to the Director of Parks and Recreation. The Director considers all comments and

recommendations received from the division administrators before approving and signing the



25

new or amended department policy and procedure. After approval by the Director, the new or

amended policy and procedure is distributed electronically to all department staff.

Department of Parks and Recreation, Operational Procedures: As adopted under the authority

of the Director of Parks and Recreation and administered by the Business Systems Division

Administrator; the Landscape Management Division Administrator; the Planning, Design, and

Development Division Administrator; and the Programming and Operations Division

Administrator; the provisions of parks and recreation operational procedures govern all bureaus

in the respective operational division for which the operational procedure was established.

All division Administrators in the Department of Parks and Recreation may recommend new or

amended operational procedures as deemed appropriate for their respective divisional facilities

and programs. A final draft of any new or amended divisional operating procedure is distributed

by the initiating division Administrator to the three other division administrators and the Director

for their review and comment back to the initiating division Administrator. The initiating

division Administrator considers all comments and recommendations received before submitting

a recommended final draft to the Director of Parks and Recreation for final approval and

signature. After approval by the department Director, the new or amended operational procedure

is distributed electronically to all division staff.

Self Review: MET

1.4.1 Policy Manual:

Standard: There shall be a manual setting forth the agency policies, which is kept up-to date,

reviewed systematically, at least every five years, by the administration, and made available to

pertinent administrative and supervisory personnel.

Evidence of Compliance: The Department of Parks and Recreation is governed by the provisions of

the City Code adopted by the City Council, provisions of Administrative Directives issued by the

City Manager, provisions of policies issued by other City departments such as the Department of

Finance, and department policies issued by the Director of Parks and Recreation. These documents

are maintained in the Department of Parks and Recreation, Policy Manual that is kept current at all

times and is provided to all operational divisions in the department for reference by department staff.

A copy of a department policy manual has been provided as an exhibit. (Refer to on site exhibit

labeled “Category 1, Exhibit 2" that is available in the department CAPRA reference library). All

management, professional, and supervisory staff in the Department of Parks and Recreation has

access to a copy of the policy manual and are provided access to all City Code provisions, all

Administrative Directives, all City policies of other departments and all Department of Parks and

Recreation policies via the City’s internet site www.vbgov.com or the City staff intranet site

http.Beachnet.vbgov.com.

Self Review: MET

http://www.vbgov.com/



26

1.5 Agency Relationships:

Standard: There shall be an understanding of the roles of counterpart and complementary

organizations through liaison roles with nearby park and recreation agencies, public and social

service organizations, and other local government agencies.

Evidence of Compliance: Department of Parks and Recreation staff continually work with

numerous counterpart and complimentary associations and agencies in the community including but

not limited to the organizations listed below. Copies of letters of support from counterpart and

complimentary organizations documenting our collaborative relationships have been provided as

exhibits.

Mount Trashmore YMCA: Cooperative use, programming, and scheduling of Mount Trashmore

Park for various events and YMCA programs.

Virginia Beach Clean Community Commission: Serve as department liaison and coordinate

various park system clean-up and volunteer projects with the Commission and the City

Department of Public Works staff.

City Open Space Preservation Program Advisory Committee: Serve as City liaisons and advise

committee regarding potential open space property acquisitions.

City Bikeways and Trails Plan Implementation Advisory Committee: Serve as City liaisons and

coordinate various bikeways and trails capital projects with the committee.

Virginia Beach Field House: Cooperative use and scheduling of the facility and managing the

terms and conditions of the City property lease.

Tidewater Search and Rescue: Administer various temporary park use agreements to utilize City

parks and open space property for various training events and sessions.

Boy Scouts of America: Coordinate various Eagle Scout projects on City park properties that are

managed by the department.

Girl Scouts of America: Coordinate various Gold Award projects on City park properties that are

managed by the department.

Virginia Beach SPCA: Partner on various park system wildlife initiatives.

Virginia Marine Resources Commission: Partner on various park system waterway access and

use initiatives.

Virginia Department of Game and Inland Fisheries: Partner to perform fish monitoring and fish

counts and partner on various land management plans.



27

Virginia Department of Conservation and Recreation: Coordinate park system land enforcement

actions and partner on invasive species removal on City property.

Cape Henry Collegiate School: Partner on various park system clean-up projects.

Back Bay National Wildlife Refuge: Partner on cooperative use of City Little Island Park facility

for Back Bay sponsored daily tram tour rides and sponsored overnight camping events.

False Cape State Park: Partner on invasive species removal at select sites.

United States Military (All Branches): Partner with various groups to plan and conduct a wide

variety of park system clean-up and improvement projects.

Lynnhaven River Now: Partner on a wide variety of issues including park system clean-up

projects, committees such as the Clean Water Task Force and Waterway Access Task Force.

Various Civic Associations and Neighborhood Watch Groups: Partner to share information and

address issues related to the maintenance and security of the City 183 neighborhood park system.

Various Recreation Associations and Soccer Groups: Partner to coordinate the use of the City

neighborhood park system as assigned recreational space for practices and league games

including the development and management of park system Temporary Use Agreements for

these associations and groups.

Virginia Beach City Public Schools: Partner on a wide variety of issues such as lighted high

school tennis court renovations, lighted elementary school athletic fields, and the joint use of

school and recreation center facilities and park system property.

City of Chesapeake Department of Parks and Recreation: Partner on various issues including

sharing of portable entertainment stages and other recreational equipment for special events.

City of Norfolk Department of Recreation, Parks and Open Space: Partner on various issues

including sharing of portable entertainment stages and other recreational equipment for special

events.

The Department of Parks and Recreation is an agency member of the Virginia Recreation and Park

Society and has numerous department staff who serves on the Eastern District Governing Board

along with staff from neighboring cities. Department of Parks and Recreation staff work each year

with parks and recreation staff from the neighboring cities of Chesapeake, Norfolk, Suffolk,

Hampton, Newport News, and James City County to offer the Eastern District Summer Survival

Workshop. This one day event is a collaborative effort that gives both full-time and part-time staff

the opportunity to receive specialized training for summer work positions. Department of Parks and

Recreation staff also works cooperatively with parks and recreation staff from other neighboring

cities on staff interview panels and to share information concerning new recreation program



28

strategies.

Department of Parks and Recreation staff also serves as liaisons to numerous community and civic

organizations that include, but are not necessarily limited to, the following:

Business Systems Division:

NAME TITLE AFFILIATION

Maile Hildenbrand Business Systems

Administrator

Liaison, Parks and Recreation Commission

Liaison, City Quality Organization Strategic

Issue Team

Dena Kimball Recreation Specialist I Liaison, Norfolk Workforce Development

Programs

Liaison, Department of Aging and Rehabilitated

Services

Liaison, Military Fleet & Family Transition

Services

Liaison, Youth Career Opportunities

Liaison, Opportunity Inc. Employment

Programs

Liaison, Virginia Job Corps Programs

Liaison, Virginia Beach Technical & Career

Center

Liaison, Virginia Employment Commission

Pete Hangen Marketing & Resource

Development

Coordinator

Liaison, Virginia Beach Parks and Recreation

Foundation

Landscape Management Division:


Frank Fentress Landscape

Management

Administrator

Liaison, Council of Garden Clubs of Virginia

Beach

David Walker Operations Coordinator Liaison, Council of Garden Clubs of Virginia

Beach

Susan French City Arborist Liaison, Friends of Live Oaks Organization

Symsi Houser

Operations Coordinator

Liaison, Mid-Atlantic Steele, Inc.

Liaison, Western Virginian Water Authority



29


Liaison, Emergency Operations Center (EOC)

Liaison, Council of Garden Clubs of Virginia

Beach

Liaison, Virginia Beach Beautification

Commission

Planning, Design and Development Division:


Chad Morris Planning, Design and

Development

Administrator

Liaison, City Green Ribbon Committee

Liaison, U.S. Army Corps of Engineers

Liaison, Virginia Department of Conservation

and Recreation

Liaison, Virginia Department of Environmental

Quality

Liaison, Virginia Department of Game and

Inland Fisheries

Chris Kennedy Landscape Architect I Liaison, Lynnhaven River Now Organization

Barbara Duke

Planner III

Liaison, City Open Space Advisory Committee

Liaison, Lynnhaven River Now Organization

Liaison, Bay Front Advisory Committee

Greg Newman Planner II Liaison, City Open Space Advisory Committee

Wayne Wilcox Planner III Liaison, City Bikeways and Trails Advisory

Committee

Liaison, Virginia Department of Transportation

Doug Cherry Parks and Recreation

Coordinator

Liaison, NRPA CAPRA Accreditation

Liaison, City and Schools Joint Energy

Committee

Programming and Operations Division:


Starr Armstrong Recreation Specialist I Liaison, Seatack Neighborhood Assistance

Program Committee

Dave Green Parks and Recreation

Supervisor

Liaison, Seatack Civic League

Liaison, Citizen Advisory Committee with 2nd

Police Precinct



30


Peyton Campbell Parks and Recreation

Supervisor

Liaison, Kellam High School and Ocean

Lakes High School “Celebrate Life”

Graduation Committees

Opal Cooper Recreation Specialist I Liaison, Beach Baby Treasure Hunt Grant

Tiffany Cumbo Recreation Support

Assistant

Liaison, American Red Cross

Teri Dalone Parks and Recreation

Coordinator

Liaison, American Red Cross

Liaison, Virginia Beach Department of

Environmental Health

Liaison, Virginia Beach EMS

Pam Fisher Parks and Recreation

Supervisor

Liaison, Citizens Advisory Committee 2nd

Police Precinct

Tracey Gauthier Programming and

Operations Manager

Liaison, 4th Precinct Citizens Advisory

Council

Sharon Godfrey Parks and Recreation

Supervisor

Liaison, Great Neck Baseball League

Liaison, Mayor’s Committee for the Disabled

Jane Jagodzinski Parks and Recreation

Supervisor

Liaison, USA Field Hockey Association

Becky Jones Parks and Recreation

Supervisor

Liaison, Citizen Advisory Committee with 3rd

Police Precinct

Mike Leigh Parks and Recreation

Supervisor

Liaison, Citizen Advisory Committee with 4th

Police Precinct

Michael Lester Recreation Specialist II Liaison, Citizen Advisory Committee with 2nd

Police Precinct

Mike Moore

Recreation Specialist II

Liaison, Open Space Advisory Committee

Liaison, Bikeways and Trails Advisory

Committee

Liaison, Lynnhaven River Now

Jennifer Myers Recreation Specialist I Liaison, Virginia Recreation & Park Society

Conference Planning Committee

Mike Parkman

Recreation Specialist II

Liaison, Lynnhaven Boys Baseball

Liaison, City Special Events Task Force

Liaison, Virginia Rush Soccer Club

Carolyn Stark Recreation Specialist I Liaison, Special Education Advisory

Committee



31


Rick Rowe

Parks and Recreation

Coordinator

Liaison, Hampton Roads Soccer Council

Liaison, Public Safety Special Events Task

Force

Liaison, Great Neck Baseball League

Liaison, Plaza Little League

Liaison, Princess Anne Little League

Liaison, Virginia Beach Little League

Liaison, Kempsville Pony Baseball League

Liaison, Lynnhaven Boys Baseball League

Liaison, Neighborhood Youth Soccer League

Liaison, USA Field Hockey Association

Susan Topping Parks and Recreation

Supervisor

Liaison, Plaza Little League

Liaison, Virginia Beach Little League

Liaison, Kempsville Pony Baseball

Liaison, Parks & Recreation Foundation

Liaison, Boy Scouts & Girl Scouts of America

Amy Woodson Parks and Recreation

Supervisor

Liaison, Clean Community Commission

Liaison, Police 4th Precinct Citizens Advisory

Committee

Kathy Williams


Supervisor

Departmental Liaison to Citizens Loving All

Special People (CLASP)

Liaison Virginia Beach Extension Leadership

Council

Liaison, Virginia Beach Dept. of Agriculture

4-H Youth Summer Camp Program and 4-H

Teen Club

The Department of Parks and Recreation staff that is assigned liaison responsibility with official

local government agencies includes, but is not necessarily limited to, the following:

DIRECTOR OF PARKS AND RECREATION: Liaison to the City Council, the City School

Board, the Parks and Recreation Commission, the City Cultural and Recreational Opportunities

Strategic Issue Team, the City Strategy Coordinating Group, the City Human Resources

Commons Policy Team, and the Virginia Beach Parks and Recreation Foundation.

PLANNING, DESIGN AND DEVELOPMENT ADMINISTRATOR: Liaison to the City Council

appointed Open Space Advisory Committee, the False Cape Lodge Planning Team, the First

Landing State Park Planning Team, the Southeastern Parkway and Greenbelt Planning Team, the

Resort Area Advisory Commission, the Virginia Beach Hotel and Motel Association, the

Economic Vitality Strategic Issue Team, and numerous other civic associations.



32

PARKS AND RECREATION COORDINATORS: Liaison to the Joint City & Schools Facility Use

Committee.

PROGRAMMING AND OPERATIONS ADMINISTRATOR: Liaison to the Joint City/Schools

Facility Use Committee, the Families & Youth Opportunities Strategic Issues Teams, the South

Hampton Roads Alliance for Youth, a member of the Virginia Child Day Care Council, and the

Youth Services Coordinating Council.

SPORTS MANAGEMENT COORDINATOR: Liaison to the Golf Course Advisory Task Force.

PARKS AND RECREATION COORDINATOR: (Programming and Operations Division):

Liaison to the Americans with Disabilities Act Task Force and the Department of Emergency

Medical Services, Safe Community Strategic Issue Team, Quality Education & Lifelong

Learning Strategic Issues Teams

RECREATION SPECIALIST: (Programming and Operations Division): Liaison to the Mayor’s

Committee for the Disabled.

LANDSCAPE MANAGEMENT ADMINISTRATOR: Liaison to Quality Physical Environment

Strategic Issue Team, Virginia Beach Beautification Commission, Garden Clubs of Virginia

Beach, Resort Area Maintenance Initiative

Self Review: MET

1.5.1 Operational Coordination and Cooperation Agreements:

Standard: There should be established policies on cooperative use and maintenance of facilities

and program operation, facility design, land development, finances, etc., with other agencies or

organizations or individuals.

Evidence of Compliance: The Department of Parks and Recreation has numerous formalized

cooperative facility use and maintenance agreements with various agencies and organizations that

include but are not necessarily limited to the agreements listed below. Copies of referenced

agreements have been provided as exhibits. (Refer to on site exhibit labeled “Category 1, Exhibit 1"

that is available in the department CAPRA reference library).

Facility Use and Maintenance Agreement with the Virginia Beach School Board: This formal

agreement governs how the School Board and the Department of Parks and Recreation share

usage of School Board and City facilities including, but not limited to maintenance, cleaning,

safety, scheduling and priority of use of the facilities. The agreement was executed on July 1,

2010 and expires on June 30, 2015.

Land Lease Agreement with Stumpy Lake Golf Course, Inc.: This formal land lease agreement

authorizes the firm of Stumpy Lake Golf Course, Inc. (Lessee) to operate and maintain the City



33

owned Stumpy Lake Golf Course. The lease was executed on January 1, 2008 and will expire on

December 31, 2017.

Land Lease Agreement with Virginia Beach Golf Management, Inc. This formal land lease

agreement authorizes the firm of Virginia Beach Golf Management, Inc. (Lessee) to operate and

maintain the City owned Red Wing Lake Golf Course, Bow Creek Golf Course, and Kempsville

Greens Golf Course. The lease was executed on February 1, 2011 and will expire on January 31,

2021.

Park Land Lease Agreement with Virginia Wild Horse Rescue: This formal land lease

agreement authorizes the non-profit organization of Virginia Wild Horse Rescue to utilize a City

owned forty (40) acre parcel located at 2865 Indian River Road for the purpose of wild horse

rescue activities including pasturing, sheltering, and feeding of wild horses. The lease was

executed on February 1, 2013 and will expire on January 31, 2018.

Park Land Lease Agreement with Hampton Roads Soccer Council: This formal land lease

agreement authorizes the non-profit organization of Hampton Roads Soccer Council to utilize a

City owned fifty-five (55) acre parcel for the purpose of developing and operating a youth soccer

league facility. The lease was executed on March 8, 1994 and will expire on May 10, 2034.

Park Land Lease Agreement with Virginia Beach Field House, LLC: This formal land lease

agreement authorizes the firm of Virginia Beach Field House, L.L.C. to utilize a City owned

forty seven (47) acre parcel for the purpose of constructing and operating a Fieldhouse athletic

facility and multi-purpose athletic fields. The lease was executed on February 17, 2010 and will

expire on February 16, 2050.

Facility Management Lease Agreement with Hometown Sports Management, LLC: This formal

facility management lease agreement authorizes the firm of Hometown Sports Management, LLC

to manage and maintain the City owned facility known as the United States Field Hockey

National Training Center that is located on twenty seven (27) acres of City owned property. The

lease agreement was executed on April 10, 2009 and will expire on April 30, 2025.

Facility Management Lease Agreement with Hometown Sports Management, LLC: This formal

facility lease agreement authorizes the firm of Hometown Sports Management, LLC to manage

and maintain the City owned facility known as the Virginia Beach Sportsplex that is located on

eleven (11) acres of City owned property. The lease agreement was executed on April 10, 2009

and will expire on April 30, 2025.

Park Land Lease Agreement with Princess Anne Little League Inc.: This formal land lease

agreement authorizes the non-profit Princess Anne Little League Inc., to utilize a City owned 29

acre parcel for the purpose of developing and operating a youth baseball league. The lease was

executed on May 11, 2012 and will expire on May 10, 2052.

Park Land Lease Agreement with Great Neck Baseball League, Inc.: This formal land lease



34

agreement authorizes the non-profit Great Neck Baseball League, Inc. to utilize a City owned 12

acre parcel for the purpose of developing and operating a youth baseball league. The lease was

executed on September 1, 2013 and will expire on August 31, 2018.

Park Land Lease Agreement with Kempsville Borough Boys Baseball, Inc.: This formal land

lease agreement authorizes the non-profit Kempsville Borough Boys Baseball, Inc. to utilize a

City owned six (6) acre parcel for the purpose of developing and operating a youth baseball

league. The lease was executed on September 1, 2013 and will expire on August 31, 2018.

Park Land Lease Agreement with Boys Baseball of Lynnhaven, Inc.: This formal land lease

agreement authorizes the non-profit Boys Baseball of Lynnhaven, Inc. to utilize a City owned

sixteen (16) acre parcel for the purpose of developing and operating a youth baseball league. The

lease was executed on September 1, 2013 and will expire on August 31, 2018.

Park Land Lease Agreement with Virginia Beach Little League, Inc.: This formal land lease

agreement authorizes the non-profit Virginia Beach Little League, Inc. to utilize a City owned

fifteen (15) acre parcel for the purpose of developing and operating a youth baseball league. The

lease was executed on September 1, 2013 and will expire on August 31, 2018.

Park Land Lease Agreement with Plaza Little League, Inc.: This formal land lease agreement

authorizes the non-profit Plaza Little League, Inc. to utilize a City owned twenty- one (21) acre

parcel for the purpose of developing and operating a youth baseball league. The lease was

executed on September 1, 2013 and will expire on August 31, 2018.

Self Review: MET



35

2.0 Planning:

2.1 Overall Planning Function within Agency:

Standard: The agency should have planning functions with established responsibilities, including

at least one staff member or consultant with planning capability.

Evidence of Compliance: The Planning, Design, and Development Division staff is responsible for

all planning functions in the Department of Parks and Recreation. The division currently has nine

staff members with a combined 180 years of management and professional experience in fields

ranging from parks and recreation planning, environmental planning, urban and regional planning,

geography, landscape architecture, computer aided drafting design, geographic information systems,

economics, business management, public administration, accounting, horticulture, and environmental

design. The division staff functions as internal capital project managers for all capital projects funded

by the department Capital Improvement Program budget as well as internal project consultants to all

department staff and the Director of Parks and Recreation. The planning and design related

professional credentials of the nine division staff includes one certified planner by the American

Planning Association Professional Institute; three certified professional landscape architects by the

Professional Landscape Architects Association that are also registered landscape architects by the

Commonwealth of Virginia; and three LEED Accredited Professionals as certified by the Green

Building Certification Institute.

The mission of the Planning, Design and Development Division is to create a high quality and safe

indoor and outdoor recreational system through sustainable planning, design, and development

practices including but not limited to the following:

Management of the Department of Parks and Recreation Capital Improvement Program.

Provide professional capital project planning, design, and construction project management

resources.

Asset inventory management of all Department of Parks and Recreation managed City owned

real estate and all recreation related facility capital improvements.

Development and administration of the City of Virginia Beach Outdoors Plan, the City Council

adopted long range guidance document for natural area preservation and outdoor recreational

facility planning that is a component of the City of Virginia Beach Comprehensive Plan.

Development and administration of the City of Virginia Beach Bikeways and Trails Plan, the

City Council adopted long range planning document that is a component of the City of Virginia

Beach Comprehensive Plan.

Facilitation of the department’s public comment solicitation process and other various forms of

capital project stakeholder involvement.

Demographic analysis & forecasting.

Master land use and site planning.

Strategic real estate acquisition and partnership leveraging.

Review of new subdivision site development plans that are submitted to the City Department of

Planning with regard to parks, playgrounds, trails, and related recreation facilities.



36

City design resource to design many different varieties of public and quasi-public spaces.

Development and administration of the department Facility Design Standards Manual. A copy of

the current design standards manual has been provided as an exhibit. (Refer to on site exhibit

labeled “Category 2, Exhibit 3” that is available in the department CAPRA reference library).

The professional education and certification credentials of the Planning, Design and Development

Division staff is provided below. The current division organization chart has also been provided as

an exhibit. (Refer to on site exhibit labeled “Category 2, Exhibit 1” that is available in the

department CAPRA reference library).

Planning, Design & Development Administrator Bachelor of Landscape Architecture;

Licensed Professional Landscape

Architect

Parks & Recreation Coordinator Bachelor of Science in Business

Administration;

Master of Public Administration

Administrative Technician Bachelor of Science in Business

Administration;

Certified Government Administrative

Manager

Planner III (Senior Open Space Planner) Bachelor of Economics;

American Institute of Certified Planners;

LEED Accredited Professional

Planner III (Senior Bikeways and Trails Planner) Bachelor of Science in Horticulture;

Master of Landscape Architecture;


Architect

Planner II Certified Computer Aided Drafting

Designer

Planner I Bachelor of Science in Recreation &

Tourism;


Landscape Architect Bachelor of Landscape Architecture;


Architect;


Landscape Architect Bachelor of Landscape Architecture;

Bachelor of Arts in Graphic Design;


Architect

Self Review: MET



37

2.2 Involvement in Local Planning:

Standard: The park and recreation agency shall be regularly involved in local planning

(community, comprehensive planning, strategic planning, capital improvement planning) that will

impact parks and recreation services within their jurisdiction.

Evidence of Compliance: Department of Parks and Recreation staff have been and continue to be

involved in a variety of community planning groups. This involvement ranges from informal

communication with civic associations and citizens to long term staff commitment to regional

planning efforts. In addition to community planning, department staff is also actively involved in

working with other City departments, non-profit agencies, regional planning agencies, Virginia state

departments and agencies, and federal organizations. This effort provides a comprehensive approach

to address social, transportation, natural resource management, and health and wellness opportunities

for the entire community. Recent examples of specific public involvement with community planning

groups include but are not limited to the following:

City Bikeways and Trails Advisory Committee: This committee is comprised of Department of

Parks and Recreation staff, Department of Planning staff, Department of Public Works staff,

Department of Public Health staff, Department of Police staff, a Parks and Recreation

Commission member, as well as City Council appointed citizen representatives. This committee

serves in an advisory capacity to City Council with respect to the implementation, coordination,

and construction of bikeways and trail facilities throughout the City; the promotion of a balanced

approach between and among various facilities and trail user interests; and to provide a forum for

continued citizen and governmental input in the planning and programming of future bicycle

facilities and trails. Copies of the agenda and minutes from three recent meetings of the Bikeway

and Trail Advisory committee have been provided as exhibits. (Refer to on-site exhibit labeled

“Category 2, Exhibit 1” that is available in the department CAPRA reference library).

City Open Space Advisory Committee: This City Council appointed citizen committee is

comprised of a Parks and Recreation Commission member, Department of Parks and Recreation

staff, Department of Planning staff, community members, and business representatives. This

committee serves in an advisory capacity to the Parks and Recreation Commission and to the

City Council with respect to matters pertaining to the City purchase of undeveloped property in

order to preserve the property in a natural state as open space. The members of the committee

share expertise in such areas as trails, greenways, beaches, waterways, bikeways, active

recreational areas, cultural and natural areas, and environmental issues. Copies of the agenda and

minutes from three recent meetings of the Open Space Advisory Committee have been provided

as exhibits. (Refer to on site exhibit labeled “Category 2, Exhibit 1” that is available in the


Bayfront Advisory Committee: This City Council appointed citizen committee is comprised of

two City Council member liaisons, Department of Planning staff, community members, and

business representatives. Department of Parks and Recreation staff regularly attends committee

meetings to answer committee member questions and provide information regarding new and



38

existing recreational amenities that are located in the Bayfront geographical area. A major on-

going project for this group is improving pedestrian and bicyclist safety and connectivity

throughout the Shore Drive roadway corridor in the northern region of the City.

Lynnhaven River NOW: The non-profit Lynnhaven River NOW organization is a local citizen

volunteer organization that works closely with Department of Parks and Recreation staff,

Department of Public Works staff, and Department of Planning staff toward a common goal of

significantly improving the water quality of the Lynnhaven River in the northern region of the

City as well as all associated water tributaries. This goal is being accomplished by identifying

and reducing all sources of water contamination in the Lynnhaven River in order to restore lost

habitats such as oyster reefs and vegetative buffers.

Self Review: MET

2.3 Planning with Regional, State, Federal and Non-government Agencies:

The public park and recreation Agency should have a working relationship with regional, state,

and federal agencies as well as non-governmental service providers that impact the services within

their jurisdiction.

Evidence of Compliance: The Department of Parks and Recreation, Planning, Design and

Development Division staff works with a variety of internal and external planning agencies and

associations to address local municipal, regional, and state planning issues. In some cases, the

representation and involvement of department staff is on a permanent basis. In other cases, the

representation and involvement of department staff is on a temporary basis depending on the scope

and complexity of specific projects and issues. These planning agencies and associations include, but

are not necessarily limited to, the following:

Hampton Roads Planning District Commission: The Hampton Roads Planning District

Commission is a state appointed and funded regional planning commission that includes

representation from nine municipalities in the Hampton Roads area including the City of Virginia

Beach. Department of Parks and Recreation staff has worked closely with this commission to

design the Hampton Roads Conservation Corridor System to implement a green infrastructure

plan, open space planning, waterway access planning, bicycle trails planning, and water quality

and environmental systems planning.

Federal Highway Administration: Department of Parks and Recreation staff works closely with

Federal Highway Administration staff regarding department coordinated trail projects that are

partially funded by Federal Highway Administration administered reimbursement grants.

Virginia Department of Conservation and Recreation: Department of Parks and Recreation staff

works closely with the Department of Conservation and Recreation staff on a variety of regional

planning issues. For example, during calendar years 2012 and 2013, a department staff member

served on the technical advisory committee for the update of the Virginia State Outdoors Plan



39

that will be published by the Virginia Department of Conservation and Recreation during

calendar year 2014. The Virginia Department of Conservation and Recreation staff has also

worked closely with Department of Parks and Recreation staff to complete several inventories

and studies on conservation sites such as the Southern Watersheds Natural Area Inventory and

Preservation Plan, the Stumpy Lake Natural Area Plan, the North Landing River Access Plan,

and the First Landing State Park Master Plan. Department of Parks and Recreation staff also

works closely with the Virginia Department of Conservation and Recreation staff to coordinate

trail and park acquisition projects in the City that are partially funded by federal or state

reimbursement grants that are administered by the Virginia Department of Conservation and

Recreation.

Virginia Department of Environmental Quality: Department of Parks and Recreation staff works

closely with the Virginia Department of Environmental Quality staff regarding a variety of

environmental quality related issues including scoping and implementation of projects to reduce

pollutant levels from storm water runoff into city waterways and the development of no

discharge zones for boaters on the Lynnhaven River, Rudee Inlet and North Landing River.

Virginia Department of Game and Inland Fisheries: Department of Parks and Recreation staff

works closely with the Virginia Department of Game and Inland Fisheries staff to identify viable

City fishing locations and to provide public access to City waterways. The Virginia Department

of Game and Inland Fisheries has also provided federal and state reimbursement grants to the

Department of Parks and Recreation to improve water access sites throughout the City and holds

a conservation easement through a cooperative partnership with the City on 82 acres of a 108

acre site on the Lynnhaven River that is adjacent to the Chesapeake Bay that is now known as the

Pleasure House Point Natural Area. This conservation easement will assist the Department of

Parks and Recreation with protecting the site from commercial development and preserving the

site as a natural area. Department of Game and Inland Fisheries staff also worked closely with

Department of Parks and Recreation staff to develop a comprehensive site management plan for

the Pleasure House Point Natural Area site.

National Park Service: Department of Parks and Recreation staff works closely with National

Park Service staff to promote regional trail projects such as the Washington-Rochambeau

National Historic Trail, Captain John Smith National Historic Trail and the Southeast Coast

Paddle Trail. Department of Parks and Recreation staff also works to implement the Chesapeake

Bay Gateways Program that is administered by the National Park Service through an agreement

with the City. A copy of the Chesapeake Bay Gateways Memorandum of Understanding has

been provided as an exhibit. (Refer to on-site exhibit labeled “Category 2, Exhibit 1” that is

available in the department CAPRA reference library).

Trust for Public Land Organization: The Trust for Public Land is a national non-profit land

conservation organization. Department of Parks and Recreation staff worked closely with staff

from the Trust for Public Land organization on a three year effort to acquire a 108 acre natural

area site on the Lynnhaven River adjacent to the Chesapeake Bay that is now known as the

Pleasure House Point Natural Area that was threatened by commercial development. The



40

property was successfully acquired and is now open to the general public for hiking, fishing and

kayaking. A copy of the Memorandum of Understanding for the Pleasure House Point

acquisition has been provided as an exhibit (Refer to on-site exhibit labeled “Category 2, Exhibit

1” that is available in the department CAPRA reference library).

Chesapeake Bay Foundation Organization: The Chesapeake Bay Foundation is a regional non-

profit conservation organization focused on the health and preservation of the Chesapeake Bay

ecosystem. Department of Parks and Recreation staff worked closely with staff members from

the Chesapeake Bay Foundation to provide a location for their Hampton Roads headquarters that

is now known as the Brock Environmental Center. This new environmental education facility is

currently under construction on 10 acres of the 108 acre property that is now known as the

Pleasure House Point Natural Area.

Self Review: MET

2.4 Comprehensive Plan:

There shall be a comprehensive park and recreation system plan, which is basically an inventory

of existing conditions and recommendations for future programs and services, acquisition and

development of areas and facilities, and administration. The plan shall be officially adopted by the

appropriate governing body, updated regularly, be linked with a capital improvement budget and a

phased development.

Evidence of Compliance: The City of Virginia Beach Comprehensive Plan, the City Council’s

official policy regarding the physical development of the City, includes a comprehensive policy

document as well as a technical report that has been adopted by the City Council. The City

Comprehensive Plan serves as commercial development guidelines to both the public and private

sector by providing a long term vision of the City regarding how land will develop, how public

services and facilities will be provided, how the environment will be protected, how jobs will be

attracted and retained, how open space will be preserved, how the road system will be improved,

how housing will be made available, and generally what constant guiding principles will be

employed by the City to address the critical land use questions that face the community. The City

Comprehensive Plan does not address all of these issues individually, but rather presents a

coordinated citywide strategy that integrates the approaches to each issue into a single philosophy

that will literally define the future of the City. A copy of the City of Virginia Beach Comprehensive

Plan has been provided as an exhibit. (Refer to on site exhibit labeled “Category 2, Exhibit 4” that is


The Virginia Beach Bikeways and Trails Plan was adopted as a component of the City of Virginia

Beach Comprehensive Plan in 2011. The plan was developed and is administered by the Department

of Parks and Recreation and serves to integrate facilities for pedestrians and bicyclists into the

transportation and recreational networks throughout the City. The plan is utilized in conjunction with

the Virginia Beach Outdoors Plan to guide capital improvement program planning for outdoor

recreational facilities. A copy of the Virginia Beach Bikeways and Trails Plan has been provided as



41



The Virginia Beach Outdoors Plan was adopted as a component of the City of Virginia Beach

Comprehensive Plan in 2009. The plan was developed and is administered by the Department of

Parks and Recreation and serves as the comprehensive outdoor planning document for the

department. The plan includes strategies to address the development of new outdoor recreational

facilities and improvements to existing facilities as well as preservation of natural area resources

throughout the City. The City Council has adopted the Virginia Beach Outdoors Plan as the City

guidance document for open space and outdoor recreational planning. A copy of the Virginia Beach

Outdoors Plan has been provided as an exhibit. (Refer to on site exhibit labeled “Category 2, Exhibit


The goal of the current Virginia Beach Outdoors Plan is to continue to build upon the successful

implementation of former outdoors plan editions and to progress even further toward comprehensive

outdoor recreational planning and analysis through the following:

Refining classification of the park system components.

Incorporating Statistical Needs Analysis for City owned parks and recreation real estate assets

and amenities based on updated service standards.

Continuously updating the inventory of City owned parks and recreational real estate assets.

Continuously updating the inventory of all state, federal, and homeowner association owned

parks and recreation related real estate assets.

Geographic information system based equity mapping.

Parks and recreation related facility design standards.

Capacity demand standards model.

Qualitative and quantitative public participation process.

Recommendations for future strategic open space site acquisitions.

Recommendations for further outdoor recreational improvements.

Implementation strategies and cost estimates.

The Virginia Beach Outdoors Plan serves as a guide for all outdoor Department of Parks and

Recreation acquisition, construction, and renovation projects that are funded through the Department

of Parks and Recreation Capital Improvement Program. The Department of Parks and Recreation

Capital Improvement Program is the phased funding strategy and project schedule regarding the

capital construction and renovation of City parks, recreational facilities, and related infrastructure.

The Virginia Beach Outdoors Plan serves as a framework for developing these important amenities

in the community and ties directly into the City of Virginia Beach Comprehensive Plan that details

the strategy for growth and development throughout the City. The long term goals of the Department

of Parks and Recreation Capital Improvement Program include:

A City with an effective system of parks, recreational facilities, and open spaces that are located

throughout the City.

A City with recreational opportunities, natural environments, and open spaces that are considered



42

critical components of the City infrastructure.

A City with a variety of cultural and recreational amenities for the benefit of all residents and

visitors to the City.

A copy of the Department of Parks and Recreation proposed FY2014-15 Capital Improvement

Program has been provided as an exhibit. (Refer to on site exhibit labeled “Category 2, Exhibit 1”


Self Review: MET

2.4.1 Trends Analysis:

Standard: There shall be a system in place to assess societal and local trends over time.

Evidence of Compliance: Department of Parks and Recreation staff recognize the importance of

utilizing systematic methodologies to obtain research data that can then be analyzed and evaluated to

determine why and how local and societal trends are occurring. Decisions made by department

management staff regarding the implementation or elimination of department recreational programs

and services as well as the types, styles, and locations of capital facilities and other amenities is

always predicated on sound judgment utilizing systematic data evaluation and target market trends

analyses.

Two major examples regarding how Department of Parks and Recreation staff analyze and evaluate

trends in critical business areas of the department are the community recreation center membership

trend analysis and the community recreation center programming trend analyses that are succinctly

summarized as follows:

Community Recreation Center Membership Trend Analysis: In the Department of Parks and

Recreation, membership trend analysis is a component of an ongoing process of evaluating

community recreation center performance. By analyzing membership trends and statistics over a

prolonged period of time, department staff is able to more accurately predict customer

purchasing behavior in order to better adapt management strategies to counteract negative

membership trends on the financial stability of the seven City community recreation centers that

the department manages. The data utilized by Department of Parks and Recreation staff to

conduct membership trend analyses is obtained from statistical reports that are available through

the department automated database Class. The data is compiled into a Membership Sales Report

that provides the number of memberships sold monthly as well as total revenues generated by

type of membership. A copy of the department Membership Sales Report for the period July

2013 through February 2014 has been provided as an exhibit. (Refer to on-site exhibit labeled


The data from the Membership Sales Report is utilized to conduct trends analysis that allows

department staff to identify patterns and relationships related to membership sales including

seasonality patterns and other phenomena. For example, trends analysis has allowed department



43

staff to identify specific months during which the customer base is likely to increase

significantly. An example of this trend can be observed during the month of January in the

Membership Trend Analysis - Adult 12-Month Report that has been provided as an exhibit.

(Refer to on-site exhibit labeled “Category 2, Exhibit 1” that is available in the department

CAPRA reference library).

Longer term trends analysis is typically conducted by department staff regarding the various

types of memberships sold such as adult 12-month memberships, adult 6-month memberships,

and adult aggregate memberships. Copies of the Membership Trend Analysis - Adult 12-Month

Report; Membership Trend Analysis – Adult 6-Month Report; and Membership Trend Analysis -

Resident Aggregate Report have been provided as exhibits. (Refer to on-site exhibit labeled

“Category 2, Exhibit 1” that is available in the department CAPRA reference library). In

addition, a long term statistical and trends analysis is performed by department staff to track

aggregate membership changes. As the membership structure has changed over the years, the

trends reports have been adapted to include or exclude appropriate information. A copy of the

Membership Trend Analysis - Aggregate Memberships March 2008 - May 2012 Report has been

provided as an exhibit. (Refer to on-site exhibit labeled “Category 2, Exhibit 1” that is available

in the department CAPRA reference library).

Community Recreation Center Programming Trends Analysis: Department of Parks and

Recreation programming trends analysis is a continuous process of evaluation that is performed

by department staff. Program registration comparison reports are developed for each quarterly

catalog period to track changes in the number of program registrations, the number of courses

offered, and the revenue generated by course registrations. Course sections are tracked during

each catalog period and compared to previous catalog periods. Course sections are listed in the

Virginia Beach Parks and Recreation Programs & Activities Catalog that is mailed to households

prior to the commencement of each fall, winter, spring, and summer period. As with membership

trend analysis, the intention is to identify patterns and relationships in the number of

registrations. For example, the number of aquatics course registrations decreased 15.35% in

spring 2012 (1,180 registrations) when compared to spring 2011 (1,394 registrations).

Simultaneously, the number of courses offered in spring 2012 (114 courses) decreased by 19.2%

when compared to spring 2011 (141 courses). Therefore, department staff was able to determine

from this trend analysis that the decline in aquatics courses offered had a direct negative impact

on the number of aquatic program registrations during spring 2012. Copies of the Programming

Trend Analysis - 2011 & 2012 Spring Registration Comparison Report and the Programming

Trend Analysis - 2011 & 2012 Fall Registration Comparison Report have been provided as

exhibits. (Refer to on-site exhibit labeled “Category 2, Exhibit 1” that is available in the


On a broader City organizational level, the Department of Parks and Recreation coordinates an

important component of societal trends analysis through a statistically reliable bi-annual City Citizen

Satisfaction Survey of 500 randomly selected City residents that is conducted to measure the

opinions of City residents regarding City facilities, City services, and important community issues.

The phone survey is conducted by the firm of Continental Research Associates, Inc., through a



44

consulting services contract that is administered by the City Department of Budget and Management

Services. The survey asks questions of randomly selected respondents regarding their current

satisfaction ratings from an overall City services perspective regarding selected facilities, programs,

and services. Provided below are the four survey questions that are always included in the phone

survey with 2011 and 2013 survey results that are relevant to the Department of Parks and

Recreation. Department management staff considers the opinions of City residents that are obtained

from this survey to be a critical component to the development and implementation of effective

management strategies to ensure that community expectations are being satisfied regarding the

facilities, programs, and services provided by the department.

Survey results regarding citizens’ visitation to a recreation center, a recreation program or

class:

2011: 50.8% 2013: 52.2%

Survey results regarding citizens’ satisfaction rating with City’s recreation centers, programs

and classes:

2011: 93.5% 2013: 96.2%

Survey results regarding citizens’ visitation to a City park:

2011: 75.2% 2013: 75.4%

Survey results regarding citizens’ satisfaction rating with City’s parks:

2011: 93.6% 2013: 94.8%

Copies of “City of Virginia Beach Citizen Survey 2011” and “City of Virginia Beach Citizen Survey

2013” have been provided as exhibits. (Refer to on-site exhibit labeled “Category 2, Exhibit 1” that

is available in the department CAPRA reference library).

Self Review: MET

2.4.2 Community Assessment:

Standard: A comprehensive community study based on population shifts and changing social and

economic conditions shall be conducted regularly.

Evidence of Compliance: The Department of Parks and Recreation regularly conducts a

comprehensive community study based on population and associated demographic shifts as well as

changing social and economic conditions. The City of Virginia Beach Community Attitude and

Interest Survey is a biennial process intended to assess citizen attitudes and interests in order to

prepare for future development of programs, services and facilities. The most recent assessment was

conducted in 2012 by the consulting firm of Leisure Vision, a division of the ETC Institute, a firm

that specializes in conducting market research and analysis for the Parks and Recreation industry.

The survey was administered by mail, phone, and online and completed by 933 City of Virginia

Beach households. The results of the survey are statistically valid with a 95% level of confidence and



45

margin of error of ± 3.2%. A copy of the Community Interest & Opinion Survey - Final Report

December 2012 has been provided as an exhibit. (Refer to on site exhibit labeled “Category 2,

Exhibit 1” that is available in the department’s CAPRA reference library).

The community assessments provide an opportunity for the Department of Parks and Recreation

management staff to solicit comments from citizens that use and do not use department recreational

facilities, programs, and services. Community perceptions, preferences, and needs were assessed

through numerous questions. The survey instrument is located in Section 6 of the final report.

Notable findings from the final report of the 2012 community survey included the following:

94% of households that attended a Parks and Recreation program or event rated the overall

experience as ‘Excellent’ or ‘Good.’ Our ‘Excellent’ rating has improved 12% since 2006.

The three benefits of Parks and Recreation most important to citizens are: improving physical

health and fitness (51%), making Virginia Beach a more desirable place to live (40%), and

helping to reduce crime (35%).

Facilities that households have the most need for include: large community parks (52%), paved

walking and jogging trails (48%), picnic shelters/areas (47%), natural areas/wildlife habitats

(46%), biking trails (45%).

Programs that households have the most need for include: adult fitness and wellness (45%),

nature based activities (36%), outdoor recreation activities (36%), adult 50 and over fitness and

wellness (34%), large special events in City parks (30%).

When asked to allocate $100 of additional funds, citizens distributed funds as follows: improving

and maintaining parks ($24), acquiring and developing trails ($24), improving facilities ($21),

acquiring new parkland ($14), and constructing sports fields ($10), and other ($7).

The results of the 2012 community survey are being utilized by Department of Parks and Recreation

management staff to revise the department Strategic Plan and related department goals and

objectives regarding the planning and development of programs, services, and facilities in the

Department.

In addition to the conventional community assessment survey, the Department of Parks and

Recreation management staff identified a need to assess the purchasing behavior of adult community

recreation center members. In June 2011, the department contracted with the consulting firm of

Continental Research Associates, Inc., a local market research firm, to conduct a study to examine

member purchasing behavior. For the survey, Continental Research Associates staff conducted a

random phone survey of 538 active community recreation center adult members. The main

objectives of the study were: 1) To learn why some City residents elected to purchase a 6-month

membership plan over an annual plan; 2) To learn why some members were not planning to renew

their memberships after expiration; and 3) To learn whether the inclusion of drop in fitness classes in

the annual membership fee would appeal to members. The results of the survey are statistically valid

with a 95% level of confidence and margin of error of ± 4.22%. Notable findings from the final

report of the community recreation center adult member purchasing behavior survey included the

following:



46

Prior Membership Plan: 59.1% of current 6-month members “downgraded” from an annual

membership within the last year.

Renewal of Lapsed Membership: 42.5% of all respondents with recently expired memberships

expressed the intention to renew.

Participation in Group Fitness Classes: 16.9% of respondents indicated that they had participated

in group fitness classes in the past six months.

All-Inclusive Membership: 48.5% of all respondents, when given the option, would prefer a

membership including drop-in fitness classes, even when charged $20 more per year. When the

price for the inclusive fitness piece drops to an additional $15 for the year, 60.1% of respondents

indicate that they would prefer that type of membership over the current annual adult plan.

The community recreation center adult member behavior survey Member Purchasing Behavior

Survey - Final Report July 2011 has been provided as an exhibit. (Refer to on site exhibit labeled

“Category 2, Exhibit 1” that is available in the department’s CAPRA reference library).

In an effort to continuously enhance the operations of the Department of Parks and Recreation,

Landscape Management Division, customer service evaluation surveys are routinely sent to other

City departments and citizens after grounds maintenance services are provided by the division in

order to solicit customer feedback regarding the quality of the services provided by the division.

Surveys are sent to randomly selected participants that have placed a service request and have

voluntarily provided a means of communication such as a phone number or address. The number of

surveys sent and completed varies each month in conjunction with the variation in the number of

service requests received. Semi-annually, internal customers that receive grounds maintenance

services from the Landscape Management Division (Schools, Parks, Libraries, Recreation Centers,

Police Stations, etc.) receive a customer service survey as well.

The data collected from the customer service evaluations is utilized by the Landscape Management

Division management staff to identify common themes in the service delivery data. Once a theme is

identified, appropriate action to rectify the situation is determined and implemented. Common

themes can range from a Landscape Management Division maintenance team providing exceptional

customer service to several comments requesting to know ahead of time when landscaping teams

will be on site. This data is also utilized to identify specific internal and external customers that

require enhanced customer services in order to improve the current working relationship between the

Landscape Management Division staff and the customer. For example, this could mean an increase

in customer communication in general or a change in how division maintenance staff delivers

services to that particular customer. A copy of a customer service evaluation completed by an

external customer (Landscape Management Customer Service Evaluation - External Sample) and a

copy of a customer service evaluation completed by an internal customer (Landscape Management

Customer Service Evaluation - Internal Sample) have been provided as exhibits. (Refer to on site

exhibit labeled “Category 2, Exhibit 1” that is available in the department’s CAPRA reference

library).

Self Review: MET



47

2.4.3 Community Inventory:

Standard: There should be a compiled, complete and current inventory of all areas, facilities,

programs and services that are used and/or managed by the agency.

Evidence of Compliance: The Department of Parks and Recreation maintains a comprehensive

inventory of all areas, facilities, programs, and services that are managed by the department. The

inventory is organized in a database that can be readily updated upon a change in inventory and can

be queried to generate ad hoc reports based on a variety of criteria. The inventory is organized by

type of amenity with an identifying abbreviation and number including neighborhood parks,

community parks, metro parks, signature parks, resort parks, special use facilities - water access,

special use facilities - recreation centers, special use facilities - athletic facilities, special use facilities

- golf courses, natural areas, and open space preservation areas. There are several insightful fields

pertaining to each of the aforementioned amenities in the inventory database including site address,

City geographic property identification number (gpin), acreage, zoning, acreage developed, acreage

undeveloped, assessed value of the land, and the assessed value of improvements.

The inventory includes a comprehensive listing of park components, and one of the most important

uses of this information is analyzing the information to assist in the development or refinement of

new design standards for park components that are more sustainable and to phase in the

implementation of those standards throughout the park system. This information is also utilized

when identifying new properties to add to the park system to evaluate how the new property fits into

the system, what types of use would be most appropriate for the new property and what benefits the

new property will have to the overall park system. It is utilized to track performance indicators for

outdoor recreation during the annual budget process. The inventory is analyzed for benchmarking

studies that are conducted periodically by Virginia Beach Parks and Recreation as well as provided

to other communities for this purpose. The inventory is also utilized to assess community needs

during the periodic updates of the Virginia Beach Outdoors Plan. A copy of the current department

site inventory (Virginia Beach Parks and Recreation Site Inventory) of all City assets that are

managed by the Department of Parks and Recreation has been provided as an exhibit. (Refer to on

site exhibit labeled “Category 2, Exhibit 7” that is available in the department’s CAPRA reference

library).

Self Review: MET

2.4.4 Needs Index:

Standard: A needs index for determining priorities for development of services within the

community should be established within the comprehensive plan.

Evidence of Compliance: Department of Parks and Recreation staff determines priorities for

development of services within the community through a multi component needs index that includes

geographic service area analysis for both indoor and outdoor recreational needs as well as an athletic

field needs assessment and athletic allocation analysis. The geographic service area needs index



48

process utilizes geographic information systems data to perform a drive time and walk time analysis

for determining service area gaps from residential areas to City parks and community recreation

centers that are managed by the Department of Parks and Recreation.

The first approach by Department of Parks and Recreation staff to determine the priorities for the

development of department services within the community was the development of a geographic

service area needs index. These drive and walk time analyses determine service area gaps from

residences to City parks and community recreation centers. For example, department staff utilizes the

network analysis GIS tool for determining 10 minute walkable service area gaps throughout the

developed part of the City. This methodology simulates a person walking at a three mile per hour

walking pace from park road frontage along City rights-of-way to extend out to a 10 minute walk

period from each park entrance. This type of GIS analysis is able to exclude waterways and other

physical boundaries and takes into account how City residents would actually walk from their

residences to the nearest City park site. Similarly, the network analysis GIS tool can also measure 12

minute drive time service area gaps from residences to the nearest City community recreation center.

Walk time and drive time analysis is far more accurate than the previous conventional GIS service

area analysis methodology of simply drawing a radial distance boundary to depict park and recreation

facility service areas.

The drive time service area methodology utilizes the speed limit for each road segment in the City

and takes into account certain time delays for right or left turns at intersections as well as signalized

intersections to determine the distance that it takes for a 12 minute drive time in all directions using

all rights of way that provide access from residential origins to each City community recreation

center. This methodology will indicate all residential areas that are located within 12 minute drive

times of all City community recreation centers as well as service overlaps between the centers and

gaps in service areas. A copy of the most recent Virginia Beach Parks & Recreation, Recreation

Center Needs Index Report has been provided as an exhibit. (Refer to on site exhibit labeled

“Category 2, Exhibit 1” that is available in the department’s CAPRA reference library).

The walk and drive time service area gap analysis takes typical parks and recreation GIS analysis a

step further than basic mapping of parks and community recreation centers. This information was

utilized to develop the recommendations in the current Virginia Beach Outdoors Plan and will be

utilized again to analyze existing facilities and plan for new facilities during the update process that

is now underway. The City of Virginia Beach Department of Parks and Recreation was also one of

the first public parks and recreation agencies in the country to participate in the National Parks and

Recreation Association’s PRORAGIS database system. PRORAGIS is the national recreation and

parks database and source for critical data designed to assist park and recreation professionals in the

effective management and planning of their resources and facilities.

The second approach by Department of Parks and Recreation staff to determine priorities for the

development of services within the community was the development and implementation of a

strategy regarding the programmatic needs for athletic field allocations throughout the City. There

are two different types of athletic fields in the City that are City owned and managed and maintained

by the Department of Parks and Recreation. These two types are athletic fields at City parks and



49

elementary school sites that are typically allocated by the department to recreation leagues seven

days a week and the larger athletic field complexes that are typically allocated by the department to

recreation leagues on weekdays and to organized one and two day tournaments on weekends.

Department staff worked closely with representatives of the firm of Ballard-King & Associates to

complete a comprehensive analysis of the current need for athletic fields for youth and adult

recreation league and non-profit team practices and games as well as an evaluation of the current

athletic field allocation process. An athletic field needs index was developed through a

comprehensive process of evaluating current department policies and procedures, interviewing

department staff, and conducting focus group meetings with representatives of all youth and adult

recreation league and non-profit team organizations who utilize Department of Parks and Recreation

managed athletic fields. A survey was also distributed to all sports organizations that currently utilize

athletic fields in the City to document important information regarding current and projected future

athletic field requirements. A copy of the Virginia Beach Athletic Field Allocation Study Final

Report has been provided as an exhibit. (Refer to on site exhibit labeled “Category 2, Exhibit 1” that

is available in the department’s CAPRA reference library). A succinct summation of the athletic field

allocation study final report based on the findings from Department of Parks and Recreation staff

interviews, meetings with City school representatives, focus group meetings, and a recreation league

participant survey is as follows:

The greatest athletic field need throughout the City is for additional rectangular athletic fields

more than additional diamond fields.

Most of the recreation associations currently utilizing Department of Parks and Recreation

managed athletic fields are having their current athletic field needs satisfied by the department

and are not seeing a great deal of growth and are not projecting strong demand for additional

athletic field facilities in the future.

Football is the one sport in the recreation associations that has seen the most growth.

The independent sports leagues report a much higher level of unmet field needs. This is being

fueled by the continued strong expansion in the rate of participation in soccer and the explosion

in lacrosse. Some leagues have had to cap the number of teams they can accommodate.

Most of the anticipated growth in youth sports participation throughout the City is anticipated to

be in the younger age groups.

The continued emergence of lacrosse as a high school sport as well as a strong youth

development program has put a tremendous strain on the utilization of the current inventory of

Department of Parks and Recreation managed rectangular athletic fields that must be shared

between soccer and football. It is expected that lacrosse participation will continue to expand at

tremendous rates for the foreseeable future that will result in increased demand for rectangular

athletic fields in the future.

Field hockey and rugby are also emerging as viable sports throughout the City and will further

increase the demand for additional rectangular athletic fields from new user groups.

The Department of Park and Recreation has seen a significant increase in the number of

independent travel league teams that are requesting fields.

The greatest demand is for more lighted athletic fields and fields for team practices.

There is a real concern there will be an actual loss in the number of athletic fields in the near



50

future as military base athletic fields become unavailable due to security concerns.

The rebuilding of City schools and other changes in school facilities has resulted in a reduction

of available school athletic fields and this will continue to be an issue in the future.

2.5 Feasibility Studies:

Standard: Feasibility Studies shall be conducted to determine the feasibility of proposed facilities.

Evidence of Compliance: Department of Parks and Recreation staff regularly conducts professional

analysis and evaluation studies of facilities to facilitate long range strategic planning for the

department Capital Improvement Program including feasibility studies to determine the feasibility of

proposed new facilities as well as the feasibility of other parks and recreation system improvements.

For example, feasibility studies that have recently been completed by the department include the

study of modernizing the 50 year-old Bow Creek Community Recreation Center and the 37 year old

Kempsville Community Recreation Center; a study of the feasibility of relocating and consolidating

all department administrative staff in a new department administration building; a study of relocating

and consolidating the department Landscape Management Division staff; and a study to stabilize the

tidal shoreline of Woodstock Cove Neighborhood Park.

The Department of Parks and Recreation feasibility study regarding the modernization of the 50

year-old Bow Creek Community Recreation Center and the 37-year old Kempsville Community

Recreation Center was conducted by the architectural firm of Waller, Todd & Sadler Architects

based on department staff interviews in the Programming and Operations Division and the Planning,

Design and Development Division. The result of the feasibility study was invaluable in

communicating to City leadership and the public of the need for modernizing or otherwise replacing

the two oldest community recreation center facilities. As a result of the recommendations contained

in the feasibility study, two new department capital projects (CIP 4-505 Replacement of Bow Creek

Community Recreation Center and CIP 4-509 Replacement of Kempsville Community Recreation

Center) were appropriated by the City Council in the department Capital Improvement Program

budget. The new Bow Creek Community Recreation Center facility has been designed and is

currently under construction with a targeted opening date of December 2014. The new Kempsville

Community Recreation Center facility is currently in the design phase with a targeted construction

start date of January 2015. A copy of the feasibility study has been provided as an exhibit. (Refer to

on site exhibit labeled “Category 2, Exhibit 2” that is available in the department’s CAPRA

reference library).

The department also conducted a two part feasibility study to analyze and evaluate the viability of

relocating and consolidating all department administrative staff in a new department administration

building (Part 1) and to analyze and evaluate the viability of relocating and consolidating the

department Landscape Management Division staff in a single facility (Part 2).

The result of the feasibility study was valuable in communicating to City leadership and the public of

the need for replacing the oldest and most outdated staff facilities in the City that were being utilized

by the department. As a result of the recommendations for Part I of the feasibility study, a new



51

department capital project (CIP 4-503 Parks & Recreation Administration Offices Relocation) was

appropriated by the City Council in the department’s Capital Improvement Program budget that will

fund the design and construction of a new department office building beginning in July 2014 with

construction of the new building anticipated to begin in July 2015. In addition, as a result of the

recommendations for Part II of the feasibility study, department management staff and City

leadership are strategizing regarding the most viable methodology to fund the relocation and

consolidation of the Landscape Management Division staff. A copy of Part 1 of the feasibility study

(Parks & Recreation Administration Offices Relocation Study) and a copy of Part 2 of the feasibility

study (Relocation Study Landscape Management Division Consolidation) have been provided as

exhibits. (Refer to on site exhibit labeled “Category 2, Exhibit 2” that is available in the department’s


A final example of a feasibility study that the Department of Parks and Recreation recently

completed is an analysis and evaluation of the viable methodologies to stabilize the tidal shoreline of

the Woodstock Cove Neighborhood Park. As a flag shaped parcel, the popular neighborhood park

was suffering from years of bank erosion that had caused the majority of the park shoreline to

become a potential public safety issue with steep ledges along the park access points. As a result of

the recommendations contained in the feasibility study, a new Department of Parks and Recreation

capital project (CIP 4-025 Woodstock Cove Neighborhood Park Shoreline Re-Construction) was

appropriated by the City Council in the department Capital Improvement Program budget. A copy of

the Woodstock Cove Neighborhood Park Shoreline Stabilization Feasibility Study Report has been

provided as an exhibit. (Refer to on site exhibit labeled “Category 2, Exhibit 2” that is available in

the department’s CAPRA reference library).

Self Review: MET

2.6 Strategic Plan:

Standard: An agency shall have a strategic plan, approved by the approving authority, stating

how the agency will achieve its mission, goals, and objectives. The strategic plan shall be

reviewed annually.

Evidence of Compliance: In 2008, the Department of Parks and Recreation adopted and began

implementing a new strategic plan that established a new vision and mission for the department that

was framed by four community priorities. A copy of the 2008 department strategic plan has been

provided as an exhibit. (Refer to on site exhibit labeled “Category 2, Exhibit 8” that is available in

the department CAPRA reference library). A succinct summation of the four strategic plan

community priorities is as follows:



Environment and Outdoors: Provide facilities and programs that enable citizens and visitors to

be outdoors and enjoy the environment.




52



A significant realignment of Department of Parks and Recreation staff and resources was required to

enable staff with specialized skills to focus on the four community priorities and provide the best

possible service delivery. The department has successfully assigned resources to address and close

most service gaps. However, strategic implementation of the realignment has been problematic and

some adjustments were required to be implemented in order for the department to adapt to new

budget realities. From a long term perspective however, the department realignments have enabled

the department to better meet the needs of the community and transform the organization to one

focused on sustainable management of recreation facilities, programs, and public spaces.

In 2013, the Department of Parks and Recreation contracted with the consulting firm of GreenPlay to

evaluate the effectiveness and efficiencies of core services that are provided by the department, to

evaluate the efficacy of matrix management by the department, and to analyze the strategic plan

implementation progress by the department since 2008. A succinct summation of the scope of

consulting services that was provided to the Department of Parks and Recreation by Green Play

according to the provisions of their contract with the department is as follows:

The Department of Parks and Recreation seeks to assess, refine and optimize its structure and

business practices through an Organizational Development Study that will update the Parks and

Recreation Strategic Plan completed in 2008 as follows.

Strategies will be developed for the short and long term that will enhance service delivery,

improve internal/external business practices, and create operational efficiencies.

Available and future resources will be aligned with core services and commitments including

desired level of service, future direction, facilities, operations, and unmet needs.

A systematic action plan will insure the department is moving in the right direction to meet the

needs of the Virginia Beach community in terms of organizational and management structure,

resource and revenue optimization, program needs and service provision strategies.

The Critical Success Factors and Performance Measures of this process included:

Success Factor: Ensure external key stakeholders and external partners including community

groups, school district representatives, special interest groups, and the business community are

included.

Performance Measure: Determine list of invited stakeholders and partners for focus group

meetings and provide opportunities for participation and education.

Success Factor: Encourage participation and support of the process by City officials and

internal staff.

Performance Measure: Provide opportunities for staff education and participation within the

project schedule. Inform City Council and Parks and Recreation Commission members of the

methodology planned and ask for comment. Interview and invite to workshops as appropriate.



53

Success Factor: Learn industry best practices for assessing services and identifying alternative

provision strategies.

Performance Measure: Educate staff in the “Public Sector Services Assessment” process and

matrix which evaluates the strength or weakness of each services market position in relation to

the target market and service area; its fit with community values; the department vision and

mission; and its financial capacity or economic vitality.

Success Factor: Evaluate existing matrix-style management structure and explore and identify

other efficient models.

Performance Measure: Recommend adjustments to existing or new structure models to improve

department efficiencies and service delivery.

Success Factor: Manage expectations.

Performance Measure: Communicate and articulate to staff, decision makers, stakeholders, and

the public that the Strategic Plan of 2008 will be reviewed and components updated as required.

Balance community input and political influence with professional experience and expertise.

Temper expectations in that the process will highlight strengths (best practices) and deficits, not

fix all of the problems that are real or perceived. Help articulate that identification of additional

needs will not automatically ensure additional funding. Provide independent professional

assessment in key areas to evaluate effectiveness, efficiency and ability to deliver core services

and businesses.

As a result of the strategic plan review by GreenPlay, seven key issues were identified as being areas

of improvement as follows:

Efficiencies and Effectiveness:

Key Issue: Multiple and unfocused missions (purposes), missing or unrealistic standards in some areas, and lack of a sufficient underlying and commonly understood philosophy to drive decision making has led to staff at lower levels in the department feeling unsupported. Roles and responsibilities of work units are not clearly understood by others, causing communication issues and making it difficult to work collaboratively in some areas. The resulting inefficiency and ineffectiveness has contributed to low staff morale in some areas.

Programs:

Key Issue: “Core Services” have not been adequately and properly defined or identified causing

confusion within the programming effort. There is no process in place to determine how

programs and services are aligned with the mission and the values of the department and the

overall benefit to the community which is critical when resources are so limited.

Key Issue: A consistent format for business models/plans addressing market analysis, market

reach, and financial performance, does not exist, leaving many programming decisions based on

ability to generate revenue, currently the obvious default and measurable driver. Customer Service and Retention:

Key Issue: There is a lack of commonly understood and articulated customer service philosophy



54

and practices. Staffing within the recreation centers is not properly aligned with peak usage

periods and demands contributing to less than ideal customer service.

Key Issue: One-Stop Shopping is a noble notion but it is falling short of its intention to provide

convenience to the customer at the recreation center front desks due to cumbersome and time

consuming reservations, registrations, and participant information gathering processes as well as

an expectation placed on transient part-time staff to be responsible for knowing an unrealistic

amount of varied information.

Revenue Generation:

Key Issue: The Pricing Model is a good conceptual foundation but is inadequate to serve the

needs of the department in its current form. As circumstances have changed, the model is not

sophisticated enough nor sometimes used properly to make informed decisions about adjusting

pricing. There is not a full understanding of cost recovery concepts and there is inconsistent

application of program and service costs to the model. There is lack of adequate philosophy

based on the mission of the Department of Parks and Recreation to establish adequate and non-

conflicting cost recovery targets.

Key Issue: Some programs and services may be underpriced for a variety of reasons including:

misrepresentation of total cost of providing the program or service; wanting to set fees so they

are affordable to all, and/or misplacement or lack of placement of program or service in the

appropriate tier level.

The Department of Parks and Recreation is currently in the process of implementing actions to

address these areas of concern which include redefining the working definition of direct and indirect

costs, conducting a cost recovery and resource allocation analysis, conducting a service assessment

analysis, developing a new department Customer Service Plan, evaluating available technology that

might improve department efficiencies and productivity, and implementing a business plan approach

to delivering programs.

Copies of the complete GreenPlay Analysis and Recommendations Report and the new Department

of Parks and Recreation 2014 Strategic Plan have been provided as exhibits. (Refer to on site exhibit


Self Review: MET

2.7 Site Plans:

Standard: There should be site plans to guide the use of existing and the development of future

areas and facilities.

Evidence of Compliance: The Department of Parks and Recreation, Planning, Design and

Development Division staff utilizes all levels of detail of site plans to guide the renovation of

existing department facilities as well as the development of new department facilities. These site

plans are either developed by division staff or developed through consultation with contracted

architectural and engineering firms as required for more specialized and detailed site plans. The four



55

categories of design detail that are required for site plans that the Planning, Design, and

Development Division staff coordinates are conceptual, preliminary, final design, and final

construction site plans.

Conceptual Site Plans: Conceptual site plans are typically developed to provide a general idea

of how a park site, playground, building, trail, or other facility can be oriented at a particular

location with limited details. Usually, more than one conceptual site plan alternative is developed

for a capital project in order to provide different options from which to choose a preferred

alternative. Conceptual site plans range from 5% to 15% in terms of design completion detail. An

example of a recent conceptual site plan that was developed by the Department of Parks and

Recreation is the conceptual site plan for the new Bow Creek Community Recreation Center. A

copy of the conceptual site plan for the new community recreation center has been provided as an

exhibit. (Refer to on-site exhibit labeled “Category 2, Exhibit 2” that is available in the


Preliminary Site Plans: Preliminary site plans are developed for a capital project as a first level

of detail once a preferred conceptual alternative has been selected and these plans range from

15% to 35% in terms of design completion detail. The preliminary site plan phase is needed in

order to provide an early level of detail which is enough to review, comment on, and make

changes but not too much detail that requires high levels of costs in terms of design effort and

time. An example of a recent preliminary site plan that was developed by the Department of

Parks and Recreation is the preliminary site plan that was developed for the new Blackwater

Neighborhood Park. A copy of the preliminary site plan for the new neighborhood park has been

provided as an exhibit. (Refer to on-site exhibit labeled “Category 2, Exhibit 2” that is available


Final Design Site Plans: Final design site plans are developed for a capital project to provide

enough design detail to begin to make key decisions on material finishes, drainage, traffic

routing, pedestrian circulation, lighting, irrigation, and other key site and building decisions.

Final design site plan reviewers examine the final design site plans in order to refine and finalize

design details and suggest improvement changes from review comments of the preliminary site

plans phase. Final design site plans range from 35% to 95% in terms of design completion detail.

An example of a recent final design site plan that was developed by the Department of Parks and

Recreation is the final design site plan for a capital project to renovate a portion of Little Island

Signature Park. A copy of the final design plan for the signature park has been provided as an

exhibit. (Refer to on-site exhibit labeled “Category 2, Exhibit 2” that is available in the


Final Construction Site Plans: Final construction site plans represent a completed set of

drawings that can be utilized to construct a capital project. Often referred to as final construction

drawings or construction bid documents, final construction site plans represent all changes that

have been made from review comments of the conceptual, preliminary, and final design phases

of site plans. Final construction site plans represent 100% design completion detail. An example

of a recent final construction site plan that was developed by the Department of Parks and



56

Recreation is the final construction site plan for the new Grommet Island Park. A copy of the

final construction site plan for the new park has been provided as an exhibit. (Refer to on-site

exhibit labeled “Category 2, Exhibit 2” that is available in the department CAPRA reference

library).

Self Review: MET

2.8 Historical, Cultural and Natural Resource Management Plan:

Standard: A historical, cultural and natural resource management plan(s) should address all

resource-based areas.

Evidence of Compliance: The Department of Parks and Recreation has a multi-faceted approach to

managing historical, cultural, and natural resources throughout the City park system. The vision for

effectively managing the cultural and natural areas of the City is: 1) to acquire as open space certain

natural areas for their specific environmental, ecological, and aesthetic value; and 2) to support state,

federal, and other City agencies in preserving existing cultural and historic landmarks and to identify

other structural and geographical areas in the City that are worthy of cultural and historic

preservation.

Department of Parks and Recreation staff frequently coordinates with other City departments as well

as state and federal agencies to support property acquisition, plans, recreational programs, services,

amenities, and activities that are components to preserving and enhancing the cultural and natural

resources of the City. Current cultural and natural resource management efforts by Department of

Parks and Recreation staff include the development of site specific management plans and master

plans, historical research, and the development of a variety of public access improvements such as

canoe and kayak launch facilities in City parks that are designated as natural areas. Environmental

education and outreach is also conducted on a regular basis by Department of Parks and Recreation

staff through environmental programming and through providing volunteer opportunities for

department sponsored environmental projects such as trash clean ups along waterways and tree

plantings and wetland plantings in department managed City facilities. In addition, Department of

Parks and Recreation staff develops and installs environmental education signage in natural areas

and along trails that display site environmental education and natural resource characteristics of the

area. Examples of recent Department of Parks and Recreation historical, cultural, and natural area

resource management plans include but are not limited to the following:

Lake Lawson/Lake Smith Master Plan: The Lake Lawson/Lake Smith Master Plan was

developed for the 42 acre natural area that was acquired from the neighboring City of Norfolk in

2009. The natural area is considered unique because of the long history of recreation and casual

exploration on the site prior to the acquisition of the property by the City. The age and diversity

of the forested areas of the site is spectacular but the heavy use of the site has negatively

impacted the vegetation and shoreline of the site and aging infrastructure also degraded the user

experience. The master plan was developed by Department of Parks and Recreation staff with

community input in order to develop strategies for renovations to the site that would increase



57

public access opportunities for fishing, boating, and wildlife viewing while protecting the

historical and cultural importance of this landmark. A copy of the master plan for the Lake

Lawson/Lake Smith site has been provided as an exhibit. (Refer to on site exhibit labeled


Pleasure House Point Management Plan: The Pleasure House Point Management Plan was

developed by Department of Parks and Recreation staff to assist with the management of the 108

acre natural area known as Pleasure House Point. The Pleasure House Point site is an

environmentally sensitive area that is located on the Lynnhaven River in the heavily populated

Bayfront geographical area of the City. A major challenge in the development of the master plan

was the development of a management strategy that would effectively balance the desires of City

residents to access the site with the need to effectively protect the sanctity of the wildlife habitat.

The property was purchased for open space with the help of a grant from the U.S. Fish and

Wildlife Service under the National Coastal Wetlands Conservation Program. As a condition of

the grant, a conservation easement was recorded over 82 acres of the property that is held by the

Virginia State Department of Game and Inland Fisheries that required the City to develop a

management plan to govern the utilization and operation of the property. Department of Parks

and Recreation staff coordinated a committee of experts from the Virginia State Department of

Environmental Quality, the Virginia State Department of Conservation and Recreation, the

Virginia State Department of Game and Inland Fisheries, the City Department of Public Works,

and local environmental advocates to assist in developing the management plan over a period of

18 months. During the planning process, extensive wildlife surveys were conducted on the

property and provisions for continued wildlife monitoring on the site are included in the

management plan. A copy of the Pleasure House Point Management Plan has been provided as



Marshview Park Master Plan: The Marshview Park master plan was developed by the

Department of Parks and Recreation for the 100 acre open space property that is located in the

oceanfront geographic area of the City. The master plan emphasizes the elements of the history

of the area, cultural resources, natural resources, and the character of the surrounding area. A

copy of the Marshview Park Master Plan has been provided as an exhibit. (Refer to on site


library).

Marshview Park Phase II Archeological Investigation of Site 44VB0363: The Marshview Park

Phase II archeological investigation was conducted by the James River Institute for Archeology

for the Department of Parks and Recreation as a component of the master planning process for

the development of the new Marshview Park. Site 44VB0363 was identified as a suspected

colonial era domestic site during an initial Phase 1 archeological survey. The goals of the Phase

II study were to learn more about the site, provide City residents and students with an

opportunity to participate in the archeological dig, and to include recommendations for

interpretation of the site in the long range master plan for the Marshview Park site. A copy of the

Marshview Park Phase II Archeological Study has been provided as an exhibit. (Refer to on site



58


library).

Virginia Aquarium Owls Creek Area Master Plan: The Virginia Aquarium Owls Creek Area

Master Plan was developed by Department of Parks and Recreation staff through a partnership

with the non-profit Virginia Aquarium Foundation. The development of the master plan was the

product of an extensive 10 month, multi-step process that incorporated input from City executive

staff, Virginia Aquarium staff, and Virginia Aquarium Foundation members as well as from City

residents. The final master plan is intended to encourage redevelopment of regional significance

by preserving the existing community heritage, facilitating a mix of land uses, encouraging

transportation connectivity, and protecting the natural environment. A copy of the Virginia

Aquarium Owls Creek Area Master Plan has been provided as an exhibit. (Refer to on site


library).

Self Review: MET

2.9 Community Involvement:

Standard: The agency should include community involvement in the planning process.

Evidence of Compliance: Department of Parks and Recreation staff regularly liaison with the

community and agency representatives regarding numerous department capital project planning,

design, and construction projects as well as other parks and recreation related community planning

initiatives. These liaisons include staff from other City departments; staff from the City Schools

Division; local civic association members and officers; local, state, regional, and federal agency

representatives, as well as City Council appointed citizen advisory commissions and committees.

Examples of capital projects that the Department of Parks and Recreation has included community

involvement in the planning process include but are not limited to the following:

Kempsville Community Recreation Center Project: The Department of Parks and Recreation is

currently in the process of an extensive planning and design process for the construction of a new

75,000 square foot Kempsville Community Recreation Center. The new recreation center will

replace an existing community recreation center at the same location that was constructed in

1977 and was the first community recreation center in the City. A facility condition assessment

of the existing recreation center rated the overall condition of the facility as “poor” and

improvements to the facility were needed for accessibility compliance and the plumbing,

mechanical and electrical systems were at the end of their maximum life cycles. Department of

Parks and Recreation staff sponsored several public meetings with City residents to solicit

comments regarding a conceptual facility site plan and a survey regarding future programming

needs was provided to all recreation center patrons at the centers and also all City residents

through the City Virtual Town Hall, a web-based citizen feedback tool managed by the City

Media and Communications Office staff. All comments that have been received from City

residents will be considered during the process of finalizing the conceptual site plan for the new



59

recreation center facility. In addition, information on the project is frequently updated by

Department of Parks and Recreation staff on the department web page at www.vbgov.com/parks.

A copy of the Kempsville Community Recreation Center Replacement Project Survey that is

posted on Virtual Town Hall has been provided as an exhibit. (Refer to on site exhibit labeled


Strategic Growth Area Planning: During the period of 2009-2012, Department of Parks and

Recreation staff and Department of Planning staff led a steering committee to develop citywide

plans to direct future growth to existing areas targeted for increased density known as Strategic

Growth Areas. Each area plan took between 3 to 6 months to complete with a steering

committee consisting of City residents, business owners, and numerous City staff. Department of

Parks and Recreation staff was involved in the steering committee for each of these strategic

growth area plans as a community liaison to answer questions from City residents and business

owners regarding existing recreational assets and to discuss what future recreational needs had

been identified. Department of Parks and Recreation staff worked diligently with the community

and the Department of Planning staff to develop specific parks and open space facility

recommendations for each strategic growth area plan. Measures to implement these parks and

open space recommendations for each strategic growth area will be incorporated by Department

of Parks and Recreation staff into the next Virginia Beach Outdoors Plan document update that is

currently in progress. An excerpt from the Lynnhaven Strategic Growth Area Plan containing

parks and open space facility recommendations has been provided as an exhibit. (Refer to on-site


library).

Department of Parks and Recreation Master Planning Public Meetings: All park master plans

developed by Department of Parks and Recreation staff include at least one public information

meeting conducted by department staff that includes a display of the project design plans and

other documents related to the project as well as a survey for meeting participants to complete to

provide their comments regarding the project. Public meeting notices are always advertised in

area newspapers and notices of public meetings are sent to established area civic leagues to

encourage participation in the master planning process by City residents. All master planning

public meetings are conducted in public buildings as close to the actual project site as possible.

During the public meetings, department staff presents a PowerPoint briefing regarding the scope

of the project and are available after the briefing to answer questions and provide additional

information to meeting participants.

Neighborhood Park Capital Improvement Projects: Capital renovation projects of

neighborhood parks are scheduled on a cyclical basis subject to capital project funding being

available for the projects in the Department of Parks and Recreation Capital Improvement

Program budget. Prior to initiating work on any neighborhood park capital improvement project,

Department of Parks and Recreation staff always conduct a survey of neighborhood residents to

solicit comments regarding what capital improvements the neighborhood residents would like

department staff to make to the neighborhood park. Department staff also sends a letter to all

property owners who live adjacent to the neighborhood park site to advise them that a capital

http://www.vbgov.com/parks



60

renovation project is being planned for the neighborhood park site and soliciting their

suggestions regarding the scope of the park renovations they would recommend. In addition,

when department staff has completed a final design plan for each neighborhood park renovation

project, a presentation is scheduled with each neighborhood civic league for department staff to

brief area residents regarding the scope and time frame of the renovation project and to solicit

their endorsement for proceeding with the project.

Pleasure House Point Steering Committee: The Department of Parks and Recreation developed

a process to bring together stakeholders from different backgrounds that had an intense interest in

the property known as Pleasure House Point. All stakeholders were very supportive of the

acquisition efforts by the City to acquire this 108 acre natural area but not all stakeholders had

the same ideas about the balance of recreational use and conservation of the property. By

establishing the Pleasure House Point steering committee, Department of Parks and Recreation

staff was able to provide all stakeholders with the same information, develop shared values with

the group, and build consensus to produce a master plan for the site that all stakeholders

endorsed. A copy of the Pleasure House Point Steering Committee Membership List has been

provided as an exhibit. (Refer to on site exhibit labeled “Category 2, Exhibit 2” that is available


City Council Appointed Citizen Advisory Commissions and Committees: Department of Parks and

Recreation staff works closely with numerous citizen groups to coordinate a systematic process for

soliciting community participation in the strategic planning process of the department. Three of the

most important citizen groups are the City Parks and Recreation Commission, the City Bikeways and

Trails Advisory Committee, and the City Open Space Advisory Committee whose members are

appointed by the City Council.

City Parks and Recreation Commission: The City Parks and Recreation Commission is a

thirteen member citizen commission that is appointed by the City Council to work closely with

Department of Parks and Recreation staff regarding all Department of Parks and Recreation

related issues. The commission meets monthly with the Director of Parks and Recreation and

senior department management staff to coordinate all aspects of public involvement and all

commission meetings are open to the public and are publicly advertised to encourage attendance

and involvement by City residents. A copy of the current Parks and Recreation Commission

Membership List has been provided as an exhibit. (Refer to on site exhibit labeled “Category 2,

Exhibit 2” that is available in the department CAPRA reference library)

City Bikeways and Trails Advisory Committee: The City Bikeways and Trails Advisory

Committee is a ten member citizen committee that is appointed by the City Council to work

closely with Department of Parks and Recreation staff, Department of Planning staff, and

Department of Public Works staff to implement and coordinate the City Council adopted City

Bikeways and Trails Plan and to coordinate the timely construction of bicycle facilities,

pedestrian safety improvements, and multi-purpose trails. The committee meets monthly with

senior department management staff and meetings are open to the public and are publicly

advertised to encourage attendance and involvement by City residents. A copy of the current



61

Bikeways and Trails Advisory Committee Membership List has been provided as an exhibit.

(Refer to on site exhibit labeled “Category 2, Exhibit 2” that is available in the department


City Open Space Advisory Committee: The City Open Space Advisory Committee is a nine

member citizen committee that is appointed by the City Council to work closely with Department

of Parks and Recreation staff, Department of Agriculture staff, Department of Planning staff,

Department of Public Works staff, and the City Attorney’s Office staff as well as community and

civic representatives to evaluate parcels of privately owned undeveloped land for potential

acquisition by the City for open space preservation. The committee meets monthly with

department management staff and other City staff and meetings are open to the public and are

publicly advertised to encourage attendance and involvement by City residents. A copy of the

current Open Space Advisory Committee Membership List has been provided as an exhibit.

(Refer to on site exhibit labeled “Category 2, Exhibit 2” that is available in the department


Self Review: MET



62

3.0 Organization and Administration:

3.1 Organizational Structure:

Standard: The agency shall establish a staff organizational structure, specifying the

interrelationships within the organization.

Evidence of Compliance: Evidence of Compliance: The Department of Parks and Recreation is

comprised of four (4) operational divisions. These divisions are the Programming and Operations

Division, the Planning Design and Development Division, the Landscape Management Division, and

the Business Systems Division. Each of the operational divisions in the department is managed by a

division Administrator who reports to the Director of Parks and Recreation. In addition, the

Marketing and Resource Development Bureau is managed by a bureau Coordinator who also reports

to the Director of Parks and Recreation. Copies of the current department organization charts have

been provided as exhibits. (Refer to on site exhibit labeled “Category 3, Exhibit 1" that is available


Self Review: MET

3.1.1 Statement of Purpose for Each Organizational Component:

Standard: The agency should have an established purpose statement for each organizational

component that is available to all employees.

Evidence of Compliance: The Department of Parks and Recreation has established mission

statements for the department as well as for all of the operational divisions in the department that are

reviewed annually by the Director of Parks and Recreation and division Administrators. The

department and divisional mission statements are specified below and copies have also been

provided as exhibits that further describe the purpose and primary functions of each of the

operational divisions in the department. All mission statements are made available to department

staff on the City intranet site VBnet and copies are available to all department staff upon request. The

current department mission statement and the current mission statements for all department

operational divisions are as follows:

Department of Parks and Recreation Vision Statement:

Our vision is a balanced, sustainable and value-focused system of parks, recreation and public spaces

that creates a sense of community.

Department of Parks and Recreation Mission Statement:

Our Mission is to:

Deliver parks, recreation programs and public spaces that reflect the priorities of our community.

Support tired levels of service that recognize the diverse needs of our community.

Focus on sustainability of core programs, services and facilities through efficient and effective

business practices.



63

Programming and Operations Division:

The mission of the Programming and Operations Division is to deliver parks, recreation

programs, and facilities that reflect the diverse needs of our community.

Landscape Management Division:

The mission of the Landscape Management Division is to provide internal support for the external

delivery of parks facilities, recreation programs, public spaces, schools, and roadways through

proactive asset management that focuses organizational resources and processes toward

improving/enhancing the long-term value and viability of public assets and protects public

investment.

Planning Design and Development Division:

The mission of the Planning, Design and Development Division is to create quality and safe

recreational development and a sustainable City-wide environment through:

Efficient management of the Department of Parks and Recreation Capital Improvement

Program;

Responsive professional planning, design, and project management resources;

Asset management of Department of Parks and Recreation real estate and improvements;

Updating and implementation of the Virginia Beach Outdoors Plan and the Bikeways and

Trails Plan;

Stewardship of Department of Parks and Recreation natural resources.

Business Systems Division:

The mission of the Business Systems Division is to:

Develop a comprehensive and sustainable budget that meets the needs of the citizens;

Facilitate the recruitment, hiring and retention of staff who embody the Parks and Recreation

Department mission;

Ensure all divisions have the necessary software and hardware to efficiently complete daily

tasks;

Ensure the integrity and accuracy of all financial transactions

Marketing and Resource Development Bureau:

The mission of the Marketing and Resource Development Bureau is to deliver marketing

communications and data analysis to support the department’s objectives of providing quality

programs, services and facilities to citizens.

Self Review: MET

3.2 Administrative Policies and Procedures:

Standard: There shall be policies and procedures, encompassing administrative aspects of the

organization.

Evidence of Compliance: The Department of Parks and Recreation has an established



64

Administrative Manual that includes, but is not necessarily limit to, all of the administrative

procedures that govern the operational divisions in the department. Providing all of the department

operational procedures in a single manual helps to ensure that operational procedures are

standardized throughout the department even though the department has numerous staffed facilities

such as parks and recreation centers that are located throughout our 310 square mile municipality.

The department maintains and distributes the content of the Administrative Manual by posting the

manual on the department intranet site VBnet. For facility sites without computer access to electronic

documents, printed copies of relevant administrative procedures are made available to all department

staff upon request. A copy of the Department of Parks and Recreation Administrative Manual has



Self Review: MET

3.2.1 Administrative Offices:

Standard: There should be allocated administrative space and equipment to perform the agency's

functions and responsibilities.

Evidence of Compliance: All Department of Parks and Recreation staff offices and work areas are

designed according to established City Policy (City of Virginia Beach Master Planning Space

Allocation Standards) and are equipped with state-of-the-art networked microcomputers and printers

and sufficient file drawers, overhead storage, and lighting fixtures. Office supplies are conveniently

located in wall storage cabinets and are replenished on a regular schedule with special supply orders

for programs and projects delivered by vendors within forty-eight hours. A copy of the City policy

regarding space allocation standards has been provided as an exhibit.

Department of Parks and Recreation staff has access to the City Municipal Reference Library. This

research facility has 3,900 books, periodicals, magazines, newsletters, City and State documents, and

information files that include trends, issues, strategic plans, and historical data. In addition, the

Municipal Reference Library provides convenient access to automated national informational data

bases through the library’s computerized membership services that make it possible for department

staff to post information inquiries to other municipalities throughout the country. Trained library

staff is always available in the Municipal Reference Library to assist department staff with questions

and literary research.

Two conference rooms with seating capacity of twelve and twenty people respectively are available

in the Department of Parks and Recreation administration office building. Both conference rooms are

equipped with a television, telephone, presentation and virtual conferencing equipment, natural and

artificial lighting, and doors that lock. Approximately sixteen additional conference rooms in the

Municipal Center complex are located within walking distance of the department administration

office and are available to department staff on a scheduled basis. Two of the conference rooms are

located in an adjacent municipal building and are set up to accommodate larger groups for staff

training, staff meetings, volunteer training, briefings, and planning retreats. In addition, the



65

Landscape Management Division facility, the Programing and Operations Division facility, and the

seven community recreation center facilities located throughout the City have networked computers,

office space, meeting space, equipment rooms, and supply rooms that are adequate to meet the needs

of department staff assigned to those facilities. Office space allocated is covered in the provisions of

the City Space Allocation Standards that has been provided as an exhibit. (Refer to on site exhibit

labeled “Category 3, Exhibit 1" that is available in the department CAPRA reference library).

Self Review: MET

3.2.2 Support Services:

Standard: Support staff and services should be provided to enable the professional staff to

perform their appropriate functions.

Evidence of Compliance: The Department of Parks and Recreation has numerous administrative

staff support positions that are assigned to department administrative offices and operational facility

sites that are located throughout the City. The administrative support staff in the department provides

mission essential services to the management and professional staff in the department that greatly

contributes to the accomplishment of the department mission. Copies of positional job descriptions

and a listing of all full-time administrative staff support titles and position incumbents have been

provided as exhibits. (Refer to on site exhibit labeled “Category 3, Exhibit 1” that is available in the


Department of Parks and Recreation Office Supervisors are located at each facility office site to

ensure that effective administrative supervision is provided and that adequate administrative

assistance is provided at all times to the Management and professional staff at their respective

facility office sites. Support staff in the Business Systems Division Office includes the Finance Unit

staff that is comprised of an office supervisor and accounting services staff. The duties and

responsibilities of the Business Systems Division staff include coordination of all accounting and

purchasing functions for all units in the department. Other support staff at the department

administration office coordinate personnel related functions, training requests, payroll procedures,

reports, documentation, data input, correspondence, database personnel records, filing, and other

administrative support responsibilities as required.

The City Department of Communications and Information Technology staff provides technical

support to the department regarding all matters involving the purchase and maintenance of

microcomputer hardware, network infrastructure and software. To assist the Department of Parks and

Recreation staff with the performance of their assigned duties and responsibilities, the department

has a total of two hundred and eighty eight (288) microcomputers at facility office sites throughout

the department that are networked utilizing a Wide Area Network.

State-of-the-art copiers, fax machines, and audio-visual equipment are available to all Department of

Parks and Recreation staff as needed at each facility office site. The City utilizes Microsoft Outlook

and Lync as mechanisms to communicate quickly and effectively both within and outside the City



66

organization. The City has an extensive intranet that enables Department of Parks and Recreation

staff to access City and department policies, forms, and information on a variety of work related

subjects. The intranet is available to any staff with a login ID and password. The site can be accessed

at work or from anywhere in the world on a computer with internet access.

All Department of Parks and Recreation administrative support staff work closely with staff of City

administration departments such as the Department of Finance, Department of Human Resources,

and City Treasurer’s Office in order to effectively coordinate duties and responsibilities related to the

administration of payroll, employee benefits, and other personnel management related functions as

well as the financial accounting of all department revenues and expenditures.

Self Review: MET

3.3 Communication System:

Standard: A communication system shall be established to insure the accurate and timely

transfer of information, both internal and external.

Evidence of Compliance: The Department of Parks and Recreation communication system is

administered by the Marketing and Resource Development Bureau staff that utilizes both internal

and external communication systems to ensure the effective transmission of critical information to

citizens as well as to all department operational staff. A variety of marketing and communication

strategies are employed by the Marketing and Resource Development Bureau staff to ensure the

citizens of the City are fully informed and educated regarding the numerous programs, facilities and

events that are offered by the department. The target markets of the department are becoming more

segmented so typically multiple communication system strategies are employed by the Marketing

and Resource Development Bureau staff in order to support specialized marketing campaigns

including, but not necessarily limited to, the following:

Department of Parks and Recreation Programs and Activities Catalog: While direct mail in

this internet age may seem passé, the Department of Parks and Recreation Programs and

Activities Catalog accounts for a significant portion of program and activity registrations and

revenue. In a Department of Parks and Recreation community survey, when asked to choose a

preference regarding how to find out more about parks and recreation programs and activities,

the department quarterly programs and activities catalog was the top response. The Marketing

and Resource Development Bureau staff produces the quarterly catalog to promote department

facilities, class registrations, Out of School Time child care programs, sports leagues, special

events, and recreation center monthly and annual memberships as well as numerous other

department programs and activities. There are 145,000 catalogs that are printed quarterly with

135,000 mailed to current recreation center members, households with children, and high

potential customer carrier routes determined by market segmentation. The remaining 10,000

catalogs are distributed at department facilities such as recreation centers and parks and during

department sponsored special events.

Advertising Media: Paid advertising such as print, radio, television, and the internet are



67

primarily utilized by the Marketing and Resource Development Bureau staff to communicate

department public meetings or department sponsored special events or to promote department

recreation center membership or registration for department sponsored programs, activities, and

adult and youth athletic leagues. The type of advertising that is utilized by the Marketing and

Resource Development Bureau staff is dependent on the message, size, and demographic of the

target audience and the available budget. Whenever possible, multiple media outlets are utilized

in order to reach the desired target demographic.

Television Media: Television is a very effective way for the Marketing and Resource

Development Bureau staff to advertise Department of Parks and Recreation facilities, programs,

and special events. Over ninety-six percent (96%) of all households in the United States have one

or more televisions, making the television medium the most widespread form of consumer

entertainment. The major benefit of television over other advertising mediums is that television

incorporates sound and images so a complex story can easily be told during a 30-60 second

segment. Neilson ratings provide the metrics that measure audience demographics allowing the

department to place the desired message during the time of day when the television audience

demographic best matches the desired department target audience. The benefit to the department

of purchasing cable television advertising is that it enables a promotion to be directed at a more

targeted audience. However, television advertising has a much higher production and distribution

cost compared to other media and advertisement production time is much longer than other

viable media.

Radio Media: Radio is a very cost effective medium for the Marketing and Resource

Development Bureau staff to advertise Department of Parks and Recreation facilities, programs,

and special events. The advantage of radio communication is that it is easier to target the

message to a targeted demographic at relatively low cost and it is a readily available medium.

Messages can also be easily changed the same day or next day providing more flexibility that is

not available in the print or television mediums. Radio advertising flexibility is especially

important to the department when department sponsored special events must be delayed or

cancelled due to inclement weather conditions and the department must inform the public on

short notice. A department radio promotion can also be very effective for encouraging citizens to

attend department sponsored programs or events on the day of the event. While radio listener

demographics can be targeted based on Arbitron ratings, the broadcast nature of radio means the

communication message from the Department of Parks and Recreation is also being delivered to

residents who live in other area localities.

Print Media: The utilization of print newspapers, tabloids, monthly periodicals, niche

magazines, etc. is still a viable and economic option for the Marketing and Resource

Development Bureau staff to effectively communicate to targeted demographics. Newspapers

still play a major role in influencing older customers but this influence diminishes with younger

audiences. The main advantage of print media over radio and television media is longevity and

City residents indicated in the 2012 City Citizen Satisfaction Survey that newspaper and printed

catalogs were the top two methods for them to find out about department sponsored programs

and activities.



68

Direct Mail Media: Direct mail has been successfully utilized by the Marketing and Resource

Development Bureau staff to send specific messages to target markets. Postcards have been

especially cost-effective to reach target markets with a large population, such as parents with

children ages 3-10. Direct mailing requires a strong call to action to be successful and can be

tracked through the use of coupons, incentives, or even through web pages that are only

identified on the direct mail message.

Collateral Media: Collateral Media are printed items that customers can take with them and are

a key component to the Department of Parks and Recreation communication strategy. Media

such as flyers, rack cards, maps, and other brochures assist customers with learning more about

the scope of programs and services that are provided by the department. These professional

branded collateral media materials establish department credibility with customers and provide

department staff with an effective methodology to explain department programs, services, and

activities. Printing department information on rack cards also reduces space in the department

quarterly programs catalog that would otherwise be utilized to provide this important

information.

Online and Electronic Media: The Marketing and Resource Development Bureau staff also utilizes

the City website vbgov.com and social media as well as purchases online products to effectively

communicate and promote department facilities, programs, and services. However, there are always

some challenges in making traditional media and an electronic medium work together seamlessly and

in some instances coordinating the two media has not proven to be successful and an online media

promotion has been implemented as a standalone approach. Some examples of online and electronic

media utilized by the Department of Parks and Recreation include, but are not limited to, the

following:

Facebook: Facebook is an online social networking service that connects people with friends

and the world around them. Facebook is utilized to keep up with friends, upload an unlimited

number of photos, share links and videos, and learn more about people and businesses. The

Department of Parks and Recreation Facebook page, Facebook.com/VBParksRec, was launched

by the department in February 2010 as a means to provide a transparent, two-way

communication channel for citizens to engage in dialogue with and provide feedback to the

Marketing and Resource Development Bureau staff regarding programs and services that is

offered by the department. This strategy has been a very effective tool in communicating

department facility closures and promoting department events.

Flickr: Flickr is an online photo management and sharing application that enables the

department Marketing and Resource Development staff to visually display the breadth of

programs and services that are offered by the department through photos and video.

Online Display Advertising: The Marketing and Resource Development Bureau staff utilizes

online display advertising on local news websites and special interest websites that offer ad units

on their desktop and mobile sites to assist the Department of Parks and Recreation to contact a

http://www.facebook.com/VBParksREc



69

target audience online. With display advertising, the department can specify a target audience

based on geographic location, demographics, viewing behavior, or subject context. Department

advertising will appear alongside content and in the header or footer of a webpage. Display

advertising is utilized by the department to increase brand awareness, facilitate attendance to

department events and programs, facilitate membership sales and website traffic, and expand the

target audience in conjunction with department print media campaigns.

Email Marketing: The Marketing and Resource Development Bureau staff utilizes email

marketing through an online software program called Constant Contact to create and send email

newsletters to a targeted demographic. Email newsletters are an inexpensive, personalized way

for the department to deliver information directly to citizens who are interested in specific areas

of the department. Through Constant Contact, the Marketing and Resource Development Bureau

staff can also manage subscriber lists and view analytics.

Virtual Town Hall: The Virtual Town Hall is an online engagement application that is utilized

by the Marketing and Resource Development Bureau staff to encourage feedback on a single

question for a specific topic that allows the department to utilize three methodologies for

soliciting feedback on an issue as follows:

Open Statement: The department asks a question and each registered user is able to

provide one unlimited opinion statement in an open-ended question format.

Poll: The department asks a question and provides options for the poll. Registered users

can select one option and then provide additional reasoning in an opinion statement but

responders cannot select more than one poll option.

Priorities: There are two options here. Registered users are asked to rank a list of items

by dragging and dropping the list of items or a spending priority question requiring

responders to divide $100 among a list of options. Regardless of which priority option is

selected, responders can provide additional reasoning in an opinion statement.

City Communications Network: The City has established a City Communications Network with

representatives from each City department. As participants in the City communications network,

the Department of Parks and Recreation Marketing and Resource Development Bureau staff

produces and distributes daily departmental parks and recreation related information that can be

incorporated with daily City press releases and other messages. To accomplish this initiative, the

Marketing and Resource Development staff works closely with the City Media and

Communications Group staff and the Multimedia Services Office staff as well as other

communications network representatives to accomplish integrated messaging strategies.

News Releases: News releases are utilized by the Department of Parks and Recreation

Marketing and Resource Development Bureau staff to announce large special events, to

announce significant department activities such as the opening of a new facility, to announce

department awards and honors, to invite participation in department public meetings and facility

open houses, and to provide department information that appeals to a large audience. The

Marketing and Resource Development Bureau staff works closely with department operational



70

staff to finalize the information, post the information on the City VBgov.com/news website, and

submit the news releases to appropriate media contacts.

Public Meetings: The Department of Parks and Recreation offers numerous ways that the public

can become involved with department activities. In addition to volunteer opportunities, the

Marketing and Resource Development Bureau staff will host public meetings and dialogues to

solicit citizen input regarding upcoming department capital construction projects, department

budget recommendations, or to provide updates on departmental projects and activities. All

public meetings are advertised on the City website VBgov.com and all public meeting

announcements are shared with the local media.

Additional examples of various methodologies utilized by the Department of Parks and Recreation to

communicate information both internally and externally include, but are not necessarily limited to,

the following:

Internal Department:

Budget unit staff meetings

Monthly division administrators staff meetings

Monthly department Leadership Team meetings

Monthly Capital Improvement Program project review meetings

Monthly training opportunities email bulletins

Microsoft Outlook e-mail client

Programming and Operations Updates

Quarterly staff meetings with department director (PAR Excellence)

Staff intranet site (VBnet)

Department blog on VBnet

Internal City:

Monthly electronic issues of The Beam employee newsletter

Monthly Benefits Bulletin email newsletter

Monthly Wellness Update email newsletter

Monthly Member Update email newsletter

City Manager email newsletter (OnPoint with Jim)

Microsoft Outlook email client

City-wide intranet site (VBnet)

Monthly department Directors meeting

Monthly City Manager Department Leadership Team meetings

Monthly Strategic Issue Teams meetings

Quarterly Member Conversations

External Counterpart Agencies:

Virginia Recreation and Park Society

National Recreation and Park Association

American Society for Public Administration

http://www.vbgov.com/news



71

International Personnel Management Association

The Innovations Group

Hampton Roads Festival and Events Association

Learning Resource Network (LERN)

External Citizens:

Quarterly Programs and Activities Catalog

News Releases

Paid Advertising (TV, newspaper, radio, online)

City cable television station

Fliers, posters, brochures, rack cards, direct mail

Program Handbooks

Printed invitations and e-invitations

Annual Report

Virginia Beach Recreation Associations Report

Website: VBgov.com

Monthly Programmatic email newsletters

City-wide email newsletters (Virginia Beach CityPage)

Virginia Beach City Government and Virginia Beach Parks & Recreation Facebook pages

Virginia Beach Parks and Recreation’s Flickr photo stream

City of Virginia Beach YouTube Channel

Copies of the Department of Parks and Recreation Communication Matrix and the quarterly

Department of Parks and Recreation Programs and Activities Catalog have been provided as

exhibits. (Refer to on site exhibit labeled “Category 3, Exhibit 1" that is available in the department


Self-Review: MET

3.4 Process for Public Information, Community Relations, Marketing:

Standard: There shall be an established process regarding the integrated role of public

information, community relations, and marketing functions of the agency including periodic

reporting and evaluation.

Evidence of Compliance: Effective public information, community relations, and marketing

programs have long been a top priority of the Department of Parks and Recreation. In 1995, the

Marketing and Information Systems Bureau was established in the department to enhance the

communication process between the department, the public, and the news media regarding the

facilities, programs, services, activities, and benefits that are provided by the department. In January

2008, the Marketing and Information Systems Bureau was restructured and renamed the Marketing

and Resource Development Bureau as a component of a new department strategic plan with the

mission to coordinate all department marketing communications and data analysis functions in

support of department initiatives to provide quality facilities, programs, and services to all citizens.



72

To accomplish their mission, the Marketing and Resource Development Bureau staff provides

assistance to all department staff regarding department initiatives related to marketing, public

relations, technical analysis, and strategies to increase department revenues. Specific activities of the

Marketing and Resource Development Bureau include, but are not limited to, developing integrated

marketing strategies for programs, special events, and activities to ensure citizens are aware of the

numerous opportunities to participate in department recreational activities; managing all media

contacts and related issues for the department; developing message points and background

information on issues and news for utilization in department press releases; conducting citizen

surveys and market research; monitoring recreational market trends and pricing; coordinating the

application process for potential sponsorships and grants; and coordinating the administration of the

department strategic plan.

In past marketing plans, one or two Department of Parks and Recreation promotional strategies were

typically connected to a single marketing campaign. In current department marketing plans, multiple

promotional strategies and tactics are consolidated in each marketing campaign. These strategies are

outlined in the department Marketing Activity Matrix that delineates the major strategies to be

implemented during the next 12-18 months. A copy of the marketing activity matrix is a component

of the Marketing and Resource Development Bureau Operating Manual that has been provided as an

exhibit. (Refer to on site exhibit labeled “Category 3, Exhibit 2" that is available in the department


When selecting a Department of Parks and Recreation marketing campaign strategy, the Marketing

and Resource Development Bureau staff considers five criteria. These criteria are:

Impact: The strategy conclusively demonstrates that it will contribute to the achievement of

the specific marketing objective.

Proven: The strategy is firmly grounded in evidence based on research that indicates the

likelihood that the strategy will work.

Context: The strategy takes into account the current environment (business, political, social,

and market climate environment).

Feasibility: The organization has the time, money, and staff capability to successfully carry

out the strategy.

Appropriateness: The strategy is consistent with the department vision, mission, community

priorities, culture, and business processes.

A variety of marketing and communication strategies are employed by the Marketing and Resource

Development Bureau staff to ensure City residents are fully informed about Department of Parks and

Recreation issues, are educated about department programs, facilities and events available to them,

and have ample opportunity to dialogue with department staff. Parks and Recreation program

markets are becoming more competitive and segmented requiring multiple strategies to support

individual marketing campaigns. An overview of the major strategies utilized by the Marketing and

Resource Development Bureau staff to market department programs and facilities include but are not

limited to the following:



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Parks and Recreation Programs and Activities Catalog: The Marketing and Resource

Development Bureau staff produces 135,000 copies of a printed programs and activities catalog

four times each calendar year that are mailed each quarter directly to targeted customers. An

additional 10,000 copies of the programs and activities catalog are made available to the public

at the seven community recreation centers that are managed by the department as well as other

outlets. The catalogs provide information regarding department recreational programs, facilities,

event schedules and registration procedures.

Paid Advertising: Print, radio, television, and internet advertising are primarily utilized by the

Marketing and Resource Development Bureau staff to promote special department sponsored

events, community recreation center memberships, the Before School and After School Out-of-

School Time Child Care Program, department sponsored athletic leagues, department

coordinated public meetings, and department public notifications such as press releases. The type

of advertising chosen is dependent on the message, size, and demographic of the target audience

and the available budget. Whenever possible, multiple media outlets are utilized and the criteria

considered when deciding which media to utilize is the target audience (does it reach the right

demographic); reach (what is the size of the audience; frequency (how many times will a listener

hear the message); and cost (per impression).

News Releases: News releases are distributed by the Marketing and Resource Development

Bureau staff to announce large department sponsored special events, significant department

activities such as the opening of new facilities, department awards and honors, to invite

participation in department public meetings and open houses, and to provide department

information that appeals to a large audience. The Marketing and Resource Development Bureau

staff works closely with other department staff to prepare and post the information on the City

internet site www.VBgov.com/news and to send the news releases to appropriate media contacts.

Direct Mail: Direct mail has been successfully utilized by the Marketing and Resource

Development Bureau staff to send specific messages to target markets. Postcards have been a

very cost effective methodology to reach specific target markets with a large population such as

parents with children ages 3-10. Direct mail requires a strong call to action to be successful, and

can be tracked through the use of coupons, incentives, or even through webpages that are only

identified in the direct mail.

Collaterals: Collaterals are printed items that the customers can take with them and are a key

component to the Department of Parks and recreation marketing mix. Department flyers, rack

cards, maps, and other brochures help facility users to learn more about the scope of department

programs and services that are available. These professionally branded materials establish

department credibility with facility users and provide department staff with an effective tool to

effectively promote department programs, services, and activities.

Web and Social Media: The Marketing and Resource Development Bureau staff utilizes the City

website www.vbgov.com and social media to promote and market department programs, services,



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and activities. Online products such as banner ads, Google Ad words, and Facebook advertising

are purchased to promote the department. Whenever possible, traditional media and electronic

media are leveraged to work together but there are some instances when merging traditional

media and electronic media does not work well and the online promotion becomes a standalone

approach. Facebook and other social media outlets provide an excellent medium for community

discussion and dialog.

E-Newsletters: The Marketing and Resource Development Bureau staff utilizes Constant

Contact, an online software program to create and send email marketing newsletters. Email

newsletters are an inexpensive and personalized way to deliver information directly to a target

market who is interested in specific areas of the department. Constant Contact provides

subscriber list management tools and analytics such as open and click through rates that are

utilized to determine future newsletter content. City residents can subscribe to eight different

Department of Parks and Recreation subjects including General Interest, Adult Sports Leagues,

Aquatics, Fitness and Wellness, Outdoor and Environmental Programs, Tennis, Therapeutic

Recreation, and Youth Programs.

Self Review: MET

3.4.1 Public Information Statement:

Standard: A written statement states that the Agency is committed to informing the community

and the news media of events within the public domain that are handled by or involve the agency

and sets forth policies that govern what information should be released, when it should be

released, and by whom it should be released.

Evidence of Compliance: The Department of Parks and Recreation, Marketing and Resource

Development Bureau staff coordinates all media contacts for the department and develops message

points and background information on issues and news for utilization in press releases. This team

coordinates department messaging, promotions, and media contacts with the City Media

Communication Group and the City Multi Media Services Group. The Marketing and Resource

Development Bureau staff also provides assistance and support to department staff that are contacted

or interviewed by the media representatives. In addition, the Marketing and Resource Development

Bureau prepare and distribute news releases and update the Department of Parks and Recreation

Facebook page and the department website to inform citizens about unexpected facility closures,

program changes, or other issues.

The Department of Parks and Recreation has established open communication as a top department

priority for demonstrating accountability and building trust. All department communications

reinforce and reflect the goals that the City Council and the City executive staff have established for

all City departments. Recognizing the need for transparency and the desire to foster a relationship of

mutual trust, cooperation, and respect with the media and City residents, the department has adopted

the following policy statement from the City Media Relations Policy Manual as follows:

The City encourages open communication with the media and works to ensure accurate



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coverage of its events, programs and policies. All media outlets have equal access to

City information with the following exceptions:

Personnel matters

Executive/closed sessions

Pending legal matters

Pending Real Estate transactions

Information that statutes have exempted from mandatory disclosure and that a

department reasonably wishes to withhold

A copy of the Public Information Policy Statement has been provided as an exhibit. (Refer to on site

exhibit labeled “Category 3, Exhibit 1" that is available in the department CAPRA reference library).

Detailed procedures for public relations, issues management, and media communications can be

found in the Department of Parks and Recreation Marketing and Resource Development Manual in

Tab 1, Tab 10, and Tab 11 that has been provided as an exhibit. (Refer to on site exhibit labeled


Self Review: MET

3.4.1.1 Public Information and Community Relations Responsibility:

Standard: A specific position in the agency should be designated to direct the public information

and community relations functions.

Evidence of Compliance: The functions of public information and community relations in the

Department of Parks and Recreation are assigned to the Marketing and Resource Development

Bureau Coordinator. The bureau also has four (4) full-time Media and Communication Coordinator

positions and one (1) Graphic Designer position that are responsible for creating news releases for

the Department of Parks and Recreation. The Bureau also manages all media contacts and issues for

the department; develops message points and background information on issues and news for use in

department press releases; and has two (2) full-time staff on call twenty-four (24) hours a day to

assist and support parks and recreation staff being contacted or interviewed by media representatives.

The Marketing and Resource Development Bureau Coordinator and the Media Communication

Coordinators serve on the City Communications Network Team. This department team coordinates

all department messaging, promotions, and media contacts with the City Media Communications

Group and City Multi Media Services Group. In the event of a natural disaster or other catastrophic

emergency, the Marketing and Resource Development Bureau staff is assigned to the Emergency

Operations Center and Joint Information Center to provide public information and media

coordination. A copy of the Marketing and Resource Development Bureau Coordinator position

description has been provided as an exhibit. (Refer to on site exhibit labeled “Category 3, Exhibit 1"


Self Review: MET

3.4.2 Community Relations Plan:



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Standard: The agency should establish a community relations plan.

Evidence of Compliance: The Department of Parks and Recreation Community Relations Plan is

governed by the provisions of the City Communications Plan that is administered by the City Media

and Communications Group Office. The community relations function in the Department of Parks

and Recreation is strategically aligned with the City Communications Plan that requires the

department to conduct public meetings between department staff and City residents to be held

regularly to maintain an ongoing dialogue regarding parks and recreation issues and projects. A copy

of the City Communications Plan has been provided as an exhibit. (Refer to on site exhibit labeled

“Category 3, Exhibit 1" that is available in the department CAPRA reference library).

The Marketing and Resource Development Bureau staff monitors the current state of the City

through media utilizing tools such as Meltwater (a media aggregating tool), Google Alerts,

HootSuite, Twitter Search, Instagram Search, Social Mention monitoring of RSS feeds, and scanning

other local publications to monitor issues as they develop. The Marketing and Resource

Development Bureau staff manages all media issues for the department and coordinates

communication with key department and City staff to develop message points and to share timely

information with department staff, the public, and the media.

As a component of the City communications network that is comprised of representatives from each

City department, the Marketing and Resource Development Bureau staff produces and distributes

daily Department of Parks and Recreation community information bulletins that are designed to

integrate department information to the larger City messages. To accomplish this objective, the

bureau staff works closely with the City Media and Communications Group Office staff and the City

Multimedia Services Office staff and other City department communications network representatives

to develop a comprehensive integrated community relations messaging strategy.

The Department of Parks and Recreation offers numerous ways that City residents can become

involved with department activities. In addition to a variety of volunteer opportunities, department

staff hosts numerous community dialogue meetings with the public to solicit input regarding

scheduled department capital construction projects, department budget recommendations, and to

provide updates to the public regarding department projects and activities. All department sponsored

public meetings are advertised on the City website VBgov.com and all meeting announcements are

promoted through the local media. Neighbors and nearby businesses are often individually invited to

public forums regarding neighborhood focused specific topics.

In December 2012, the City launched a new web-based citizen engagement tool called Virtual Town

Hall that solicits the opinions of City residents regarding City projects and strategic initiatives with

the goal of incorporating this feedback into the decision making process. Virtual Town Hall allows

residents to indicate budgetary priorities, share opinions, and review what fellow residents are saying

about current City issues. All residents must register in order to participate in the forum and when

posting their first statement residents are requested to provide their name, email and home address

that are utilized to authenticate statements from City residents.



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Research indicates that limited participation at City Council meetings and other public forums is not

due to apathy, but inconvenience and, in some cases, fear of public speaking. Some people face

certain barriers to participation including transportation, work conflicts, childcare conflicts, and other

activities that can make attending public meetings difficult. The City Virtual Town Hall website

alleviates these concerns and the platform is also optimized for mobile devices so residents can

respond utilizing a smartphone.

Department of Parks and Recreation management staff evaluates the needs of constituents at the

level where services are delivered and partnerships with other City agencies have been developed in

order to satisfy resident needs. Agencies involved in these partnerships include, but are not limited

to, the Department of Public Works, Department of Planning, Department of Agriculture,

Department of Human Services, Department of Court Services, Department of Housing and

Neighborhood Preservation, Department of Public Libraries, Police Department, Department of

Communications and Information Technology, and the Virginia Beach City Public Schools.

Department staff also maintain close ties with the community through monthly meetings with

members of the City Parks and Recreation Commission, members of the City Open Space Advisory

Committee, members of the City Bikeways and Trails Plan Advisory Committee, and regular citizen

surveys conducted by department staff.

The Department of Parks and Recreation assigns a senior department staff member to attend the

quarterly meetings of the Council of Civic Organizations that is comprised of civic league Presidents

throughout the City. The department also hosts a variety of community dialogues on various topics

such as open space property acquisition, park planning and design, trail planning and design,

recreation center planning and design, and numerous other specific issue dialogues as required.

Information regarding the various methodologies and strategies utilized by the Department of Parks

and Recreation to maintain regular contact, interact, and dialogue with City residents are summarized

in the Department of Parks and Recreation Community Relations Plan. A copy of the department

community relations plan can be found in the Department of Parks and Recreation Marketing and

Resource Development Manual in Tab 10 that has been provided as an exhibit. (Refer to on site

exhibit labeled “Category 3, Exhibit 2” that is available in the department CAPRA reference library).

Self Review: MET

3.4.3 Marketing Plan:

Standard: The agency should have an established marketing plan, based on market research that

includes an annual evaluation.

Evidence of Compliance: The Department of Parks and Recreation, Marketing and Resource

Development Bureau staff is responsible for developing and administering an annual department

Marketing Plan. The mission of the Marketing and Resource Development Bureau is to coordinate

all department marketing communications and data analysis to support department strategic

initiatives regarding providing quality programs, services and facilities to all City residents. Copies



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of the department marketing plan and the Marketing and Resource Development Bureau organization

chart have been provided as exhibits. (Refer to on site exhibit labeled “Category 3, Exhibit 1" that is


The components of the Department of Parks and Recreation Marketing Plan include but are not


Situational Assessments: To ensure the Department of Parks and Recreation is in touch with the

priorities and needs of the community, the Marketing and Resource Development Bureau staff

conducts customer and citizen surveys, market research, trend analysis, and market pricing

comparisons. Situational assessments are also conducted on multiple levels to provide an

extensive understanding of the needs of the community, the competitive position of the

department in the market place, and the effectiveness of various departmental initiatives. In

addition, external resources are utilized to stay informed of emerging trends in the parks and

recreation and marketing professions. The Marketing and Resource Development Bureau staff

also utilizes professional resources such as MarketingProfs, LERN, and industry specific reports

generated by reputable organizations such as International Health, the Racquet and Sportsclub

Association, and the Sports and Fitness Industry Association.

Performance Measures: The Marketing and Resource Development Bureau also utilizes a set

of performance measures to monitor and evaluate the effectiveness of marketing plan activities.

Key performance measures include membership sales and revenue variances, customer retention

rates, customer base rates, membership cancellation rates, program cancellation rates, and

advertising response rates. These measures allow staff to understand, manage, and work toward

continuously improving performance. As a result, staff is able to take action intended to improve

efficiency and performance whenever necessary and appropriate. These measures also provide

accountability and transparency for the Marketing and Resource Development Bureau staff by

documenting the effectiveness of the bureau at accomplishing the mission of the bureau and the

mission of the Department of Parks and Recreation.

Systematic Community Assessment: The Department of Parks and Recreation recognizes the

importance of systematically assessing the needs and priorities of City residents. To support this

initiative, the Marketing and Resource Development Bureau staff conducts a community

assessment twice a year. These assessments are intended to assess City resident attitudes,

interests, and needs in order to prepare for future development of department programs, services,

and facilities. This method of direct feedback from City residents is invaluable to the Department

of Parks and Recreation as it allows the department to evaluate feedback received directly from

City residents; users and non-users of parks and recreation programs, services and facilities. The

Marketing and Resource Development Bureau staff also develops and implements program

specific surveys to ensure that programs are meeting their goals and customer expectations. The

information derived from these surveys allows department staff to better understand the specific

strengths of each program and to identify specific areas where each department program could be

enhanced for future program participants based on a customer perspective.

To ensure the Department of Parks and Recreation community assessment process is successful,



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the Marketing and Resource Development Bureau staff provides guidance to department staff

through an established six stage process for all community survey projects. The six stages are

needs analysis, questionnaire development, survey distribution, data handling, data analysis, and

finalization of business recommendations. Program surveys have been successfully utilized in

many program areas of the department. For example, the department Out-of-School Time Before

School and After School Child Care Program staff has utilized surveys to assess how the

programs are meeting parental expectations. The department Outdoor Programs staff has utilized

program surveys to solicit feedback from Winter Wildlife Festival participants to plan for future

exhibits and keynote attendees. The department Special Events staff has also solicited feedback

from numerous department special event attendees on aspects of entertainment, safety, customer

service, and the overall special event experience in order to plan for future events.

Marketing Objectives: The Marketing and Resource Development Bureau staff has established

seven marketing plan objectives that are utilized to determine the degree of success of the

department marketing plan. These objectives were established based on the five marketing plan

target areas of membership, revenue, participation, community relations, and public information

and analysis to achieve the following marketing objectives:

Increase the department’s brand awareness.

Increase participation, recreation center membership, and program registrations.

Expand the customer base.

Continue to be competitive in recruiting part-time employees.

Minimize negative coverage and improve public information transparency.

Identify media partners and journalists with strong affinity for our stories.

Increase word of mouth marketing.

Segmentation, Targeting, and Positioning: Market segmentation is an essential Marketing Plan

strategy that is utilized by the Marketing and Resource Development Bureau staff to divide a

broad market of consumers into similar subgroups of consumers with homogeneous qualities.

Different customers have varying needs and targeting all customers utilizing the same approach

can be highly ineffective. By segmenting the market, the Marketing and Resource Development

Bureau staff is able to promote messages that address the needs of specific market segments in a

more effective and direct manner. Having a deeper understanding of the market segments allows

the Marketing and Resource Development Bureau staff to personalize marketing strategies, to

better serve the needs of customers, and to improve the competitive position of the department in

the market. Through the market segmentation process, the department benefits from applying the

fundamentals of the 80-20 rule to identify and focus department resources on the 20% of

customers that generate 80% of the results thereby contributing to the financial sustainability of

the department. A copy of the department Marketing Segmentation Report can be found in the

Department of Parks and Recreation Marketing and Resource Development Manual in Tab 4 that

has been provided as an exhibit. (Refer to on site exhibit labeled “Category 3, Exhibit 2” that is


Marketing and Resource Development Bureau Budget: The Marketing and Resource Development

Bureau have an annual operating budget of approximately $969,000. All department advertising,



80

promotions, and publicity funding has been centralized to leverage the benefits of large scale

procurement and to insure consistent messaging and branding regarding all communications and

advertising. The general operating budget funding allocations for the Marketing and Resource

Development Bureau is as follows:

$211,000 is allocated to program catalog production and distribution. 580,000 program catalogs

are printed annually. 540,000 are mailed directly to customers and high response market

segments. Program catalogs are 56 pages in length and are distributed quarterly.

$141,000 is allocated to media advertising which includes print, television, radio, Pandora,

Google advertising, Facebook advertising and tradeshow advertisings. Media advertising

represents over 135 different advertisements.

$17,000 is allocated to other printing which includes rack cards, posters, banners and other

collaterals.

$519,000 is allocated to bureau full-time staffing. This is the staffing cost for the full bureau and

does not represent a 100% cost to marketing. Bureau staff is also responsible for program and

revenue analysis, supporting the Parks and Recreation Foundation, managing sponsorship grants,

and supporting other department initiatives.

Self Review: MET

3.4.3.1 Marketing Position Responsibility:

Standard: A specific position should be designated to direct the marketing function.

Evidence of Compliance: The Department of Parks and Recreation marketing function is the

responsibility of a full-time Marketing and Resource Development Coordinator position. The

Coordinator manages the department’s Marketing and Resource Development Bureau which consists

of four (4) Media and Communication Coordinators, one (1) Graphic Designer, and one (1)

Administrative Analyst.

The Marketing and Resource Development Coordinator position manages all marketing, promotions,

advertising, community relations, and market research functions for the department. Media and

Communication Coordinator staff and Graphic Designer staff assist the Bureau Coordinator with the

development of integrated marketing strategies for all department programs, events, and activities to

ensure that print, TV, and radio advertising convey our message. In addition, all Marketing and

Resource Development Bureau staff work as a cohesive team to implement department online

marketing strategies and to develop department catalogues, fliers, posters, rack cards, and other

media strategies that promote department programs, activities, and facilities. Administrative Analyst

staff is responsible for trend and market analysis and program and community surveys. This analysis

provides guidance on pricing, program opportunities, trends, and guides advertising tactics to align

with target markets.

A copy of the position description for the Marketing and Resource Development Coordinator

position has been provided in the exhibit. (Refer to on site exhibit labeled “Category 3, Exhibit 1"




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Self Review: MET

3.5 Management Information Systems:

Standard: The Agency shall have a management information system, including statistical and

data summaries of agency activities, such as daily, monthly, and annual reports.

Evidence of Compliance: The Department of Parks and Recreation utilizes a variety of

measurements and metrics to assist department management staff with their decision-making process

and to inform the community about progress on meeting community priorities. The daily data

processing needs of the department are accomplished utilizing the automated software application

system Class for such record keeping functions as program registrations, accounting, facility

reservations, inventory control, point-of-sale, facility membership management, and program

registration. The department automated software application system Hansen manages maintenance

staff workflow and all City assets and materials. The City automated financial software application

system InSITE tracks all department revenues and expenditures. Comprehensive reporting through

these automated software application systems enables department staff to maintain a proactive

strategy regarding the management of the department operating budget by accounting for all

expenditures in time and materials that are supported by revenue streams.

The Department of Parks and Recreation utilizes a variety of statistical and data summaries to assist

department management staff with making adjustments in spending, programming, and resource

allocations to achieve the department mission within a balanced budget. Departmental budget and

revenue analysis and reporting are the responsibility of the department Business Systems Division.

Budget reconciliation financial reports are completed by all department bureau managers and

submitted to the Business Systems Division staff for analysis and evaluation in order to compile a

comprehensive analysis of the monthly financial status of the department. Budget reconciliation

reports are completed for the first and second quarter of the fiscal year and then monthly for the

remainder of the fiscal year. The reconciliation reports also contain commentary from department

bureau managers regarding the status of the bureau in meeting assigned goals and objectives in

relation to the department mission. The annual budget process provides the forum to summarize past

year performance and adjust financials to better align with the department mission. Copies of

completed department financial reconciliation reports have been provided as exhibits. (Refer to on

site exhibit labeled “Category 3, Exhibit 1" that is available in the department CAPRA reference

library).

The department’s Marketing and Resource Development Bureau regularly performs statistical

analysis of marketing research data to assess community parks and recreational programming needs

and to evaluate programs and services currently being provided by the department. Examples of

these research methodologies include, but are not limited to, the following:

Customer and Citizen Survey: A key component to keeping the department in touch with the

priorities and needs of the citizens and customers is to periodically survey the general citizenry



82

and continually survey the customers utilizing the services of the department. The Marketing and

Resource Development Bureau has contracted with a professional research firm to conduct a full

community and member survey in 2010, a member only survey was conducted in 2011, and a full

community survey was conducted in 2012.

Marketing Research: The department Marketing and Resource Development Bureau staff

regularly performs marketing research in order to monitor market changes and market pricing

and to provide the base data necessary to perform an analysis of market trend. This type of

analysis helps department management staff to decide where the department can successfully

compete in the market and enables department management staff to price programs according to

competitive market pricing.

Trend Analysis: The department Marketing and Resource Development Bureau staff regularly

performs trend analysis in order to provide the long view of where the market is going as a basis

for planning future department programming, facilities and amenities. Membership, registration,

and customer retention are monitored as an internal check. The local and national market is

studied for trends related to attitudes towards activities, changes in citizen demographics, and

shifts in the program offerings of other agencies.

Cost of Service Analysis: Understanding the cost of providing a service or facility is the first

step in improving the financial performance of the Department of Parks and Recreation.

Methodologies developed by PROS Consulting and the Learning Resource Network (LERN) are

utilized by the department Marketing and Resource Development Bureau staff to determine

direct costs, program administration costs, and institutional costs to determine an appropriate

return on all department expenditures.

Program Pricing: Pricing of Department of Parks and Recreation programs and services has

traditionally been based on department pricing history, past department program attendance, and

the pricing of similar programs in the competitive market. The Department of Parks and

Recreation has now established a program and service pricing methodology based on a

combination of cost of service, service classification, market pricing, and price breaks.

Market Segmentation: Traditionally, 20% of Department of Parks and Recreation customers

bring in 80% of total department revenue so it is important to identify the 20% to improve on

customer acquisition and retention in order to improve customer sustainability. Rather than being

all things to all people, the department serves certain segments of the market better than others

and focuses resources (people, facilities, materials) on those segments. For example, the

Marketing and Resource Development Bureau staff performs a comprehensive market

segmentation analysis on department recreation center memberships and program participation in

order to identify the high use segments. This promotes a healthy revenue stream for the

department and removes the burden of subsidizing programs and facilities with tax revenue as

much as possible.

In addition to the financial and statistical reporting, the department produces an annual report.



83

This report highlights the work accomplished toward meeting the four community priorities of

Community Access, The Environment and Outdoors, Healthy Lifestyles, and Stewardship.


Self Review: MET

3.5.1 Application of Technology:

Standard: The application and use of technology should enable the agency to operate efficiently.

Evidence of Compliance: The Department of Parks and Recreation utilizes contemporary computer

hardware and computer business applications software such as SharePoint and the Microsoft

Business Suite to conduct daily operations. The department has four Business Application Specialists

and other technical staff to manage enterprise application specific to the special needs of a

contemporary parks and recreation system.

The Infor (Hansen) Public Sector 8 application is a critical automated software application that

enables the Landscape Management Division staff to effectively manage the grounds maintenance

for the 5,500 acre park system in the City, 512 public building sites, 816 roadway landscaping sites,

and 82 school parcels that are dispersed at more than 1,700 individual sites. Integration of the Infor

Public Sector application into the workflow has enabled the division to efficiently manage City

assets, workloads, and materials as well as develop a proactive strategy for divisional budgeting.

Additionally, the Infor Public Sector 8 application permits the department to account for

expenditures in time and materials supported by revenue streams from the Virginia Beach Public

Schools, the Virginia Department of Transportation, and the Federal Emergency Management

Agency. There are two full-time Business Application Specialist positions and one full-time

Infrastructure Data Specialist position in the department’s Business Systems Division who are

responsible for administering the Infor Public Sector 8 application.

The Class Enterprise Database System is utilized by Department of Parks and Recreation staff to

effectively manage all department course and program registrations, all community recreation center

memberships, and all facility reservations and rentals. The department has two full-time Business

Application Specialist positions in the department’s Marketing and Resource Development Bureau

who are responsible for administering the Class Enterprise Database System application.

The City Department of Communications and Information Technology staff provides technical

support to the department regarding all matters involving the purchase and maintenance of

microcomputer hardware, network infrastructure and software. To assist the Department of Parks and

Recreation staff with the performance of their assigned duties and responsibilities, the department

has a total of two hundred and eighty eight (288) microcomputers at facility office sites throughout

the department that are networked utilizing a Wide Area Network (WAN).

State-of-the-art copiers, fax machines, and audio-visual equipment are available to all Department of

Parks and Recreation staff as needed at each facility office site. The City utilizes Microsoft Outlook



84

and Lync as mechanisms to communicate quickly and effectively both within and outside the City

organization. The City has an extensive intranet that enables Department of Parks and Recreation

staff to access City and department policies, forms, and information on a variety of work related

subjects. The intranet is available to any staff with a login ID and password. The site can be accessed

at work or from anywhere in the world on a computer with internet access.

Self Review: MET

3.6 Records Management Policy and Procedure:

Standard: The agency should have established policy and procedures for control, maintenance,

and retention of records.

Evidence of Compliance: The administration of the records retention process for the Department of

Parks and Recreation is the responsibility of the Business Systems Division Office Manager who is

required to comply with City policy regarding records management that is specified in the provisions

of Administrative Directive #AD 2.10 (Records Management Guidelines) that was executed by the

City Manager. A copy of the administrative directive has been provided as an exhibit. (Refer to on

site exhibit labeled “Category 3, Exhibit 1" that is available in the department CAPRA reference

library). On-site file storage is kept to a minimum with only working documents being kept onsite.

Most documents are stored electronically on the City network or sent to the City Central Records

Management Facility for long-term storage. Each division in the department is responsible for their

own documents and the process for the storage and destruction of files is handled at each divisional

office site.

All records in the Department of Parks and Recreation are maintained according to the general

schedules as established by the Code of Virginia Section #42.1-86. Typically, most files are

maintained for three calendar years and the department Business Systems Division staff is

responsible for safeguarding the files and completing the required Certificate of Records Destruction

Form to initiate the physical destruction of files that is typically accomplished by recycling or

shredding the files.

When Department of Parks and Recreation records are moved to the City Central Records

Management Facility, the department Business Systems Division staff is responsible for completing

the required records and micrographics records transfer list and maintaining a record of all destroyed

or transferred files in order to facilitate access to all documents and records that have been

transferred to storage. Transferred files are kept for three to six years before being destroyed by the

City Central Records Management Facility staff according to standards administered by the Virginia

State Library and Archives, Archives and Records Division. A copy of the Virginia State Library and

Archives records destruction standards has been provided as an exhibit. (Refer to on site exhibit


In addition to paper records, the Department of Parks and Recreation has an extensive computerized

network that enables department staff to share automated data. File sharing is managed according to



85

the confidentiality of the data and the need for specific staff to have access to the data. This process

provides greater flexibility for collaborative work among department staff that is assigned to

different work locations and eliminates redundant sources of information.

Self Review: MET

3.6.1 Records Disaster Mitigation and Recovery:

Standard: There should be an established Records Disaster Mitigation and Recovery plan and

procedures.

Evidence of Compliance: The records disaster mitigation and recovery plan for the Department of

Parks and Recreation is governed by the provisions of City Administrative Directive #2.10 (Records

Maintenance Guidelines) that was executed by the City Manager. The administrative directive

defines “Vital Records” as documents that are essential to the continued operation of an

organization, essential to the resumption of operations following a disaster, essential to the

protection of rights and property of government and citizens, or essential to the re-creation of the

legal and financial status of the organization in the event of a disaster. Examples of vital records

include, but are not limited to, all contracts, all personnel and payroll records, all financial records

including bid documents, purchase orders, and payment vouchers, all inventory records, all design

and construction documents, and research documentation, and all creative works in progress. All

vital records are required to have extra special safeguards and protection from destruction to ensure

that the information will survive a disaster. A copy of Administrative Directive 2.10 has been

provided as an exhibit. (Refer to on site exhibit labeled “Category 3, Exhibit 1" that is available in

the department CAPRA reference library.

Department of Parks and Recreation staff makes every effort to retain only active working

documents on-site at department facilities that are stored in fire retardant file cabinets. Most

department records such as general correspondence, financial purchase orders and payment invoices,

and capital project design plans are stored electronically on the City automated network or sent to the

City Central Records Management facility for long term storage. All operational divisions in the

Department of Parks and Recreation are responsible for managing and safe guarding all vital

documents that are related to divisional operations as follows:

Planning, Design, and Development Division: The Department of Parks and Recreation

Planning, Design, and Development Division staff works closely with the City Department of

Planning staff to coordinate the review and approval of all proposed site development plans that

are submitted by private property development companies to the Department of Planning

regarding proposed public park property dedications or public open space property dedications

that are required by the City Zoning Ordinance. The division is responsible for maintaining vital

manual copies of all reviewed site development plan files that are stored in fire resistant file

cabinets in the Planning, Design, and Development Division. Should any of the department site

development plan files be destroyed, these files could be reproduced from the manual official

City site development plan files that are maintained by the Department of Planning or from



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duplicate electronic site development plan files on the City electronic network that is maintained

by the City Department of Communications and Information Technology.

The Planning, Design, and Development Division staff is also responsible for the development

and administration of the department annual $11/Million Capital Improvement Program budget

as well as the project management of all capital construction projects in the department. A vital

manual file for each Capital Improvement Program construction project that contains all

associated project correspondence, design, and financial documents is stored in the division in

fire resistant file cabinets. Should any of the department Capital Improvement Program

construction project files be destroyed, the files could be replicated from the duplicate electronic

files on the City electronic network that is maintained by the City Department of

Communications and Information Technology.

Landscape Management Division: The Department of Parks and Recreation, Landscape

Management Division staff is responsible for maintaining numerous vital manual operational

records that are stored in fire resistant file cabinets. Should any of the divisional records be

destroyed, these files could be re-created from numerous duplicate electronic records that are

stored on various City automated networks such as the Hansen, InSite, and GovMax systems that

are maintained by the City Department of Communications and Information Technology. In

addition, duplicate financial records for the division are maintained by the Department of Parks

and Recreation, Business Systems Division and the City Department of Finance. In addition,

duplicate City disaster recovery and FEMA related documents that are maintained by the

Landscape Management Division are stored in the City Department of Finance, Risk

Management Division as well as uploaded to the Virginia Department of Emergency

Management website.

Business Systems Division: The Department of Parks and Recreation, Business Systems Division

staff is responsible for maintaining all vital department operating budget, marketing, human

resources, and daily department operational financial records for the department. The entire vital

department records are stored in fire resistant file cabinets in the division and can be re-created

from the City automated financial system InSITE, the City automated financial system GovMax

or other departmental automated databases. All vital human resources related employee files and

payroll records are maintained by the division in fire resistant file cabinets according to the

provisions of the City human resources records retention procedure. These records could be re-

created from the City automated employment system WAVE or the City automated payroll system

database that is a component of the City automated financial system InSITE that is maintained by

the City Department of Communications and Information Technology.

Programming and Operations Division: The Department of Parks and Recreation,

Programming and Operations Division staff is responsible for maintaining all vital financial

records related to community recreation center memberships, the department Out of School Time

before school and after school child care program as well as all department recreational programs

registrations and related financial records that are stored in fire resistant file cabinets. All

financial records that are maintained by the division have a master copy that is stored



87

electronically on the City automated network. Copies of all Incident Reports could be retrieved

from the City automated application RiskMaster. Copies of all Employee Injury/Accident

Reports could be retrieved from the City automated application Corvel. All recreational

programs related financial reports including purchase orders and payment vouchers could be

retrieved electronically from the department automated application Class or the City automated

application InSITE.

Self Review: MET



88

4.0 Human Resources

4.1 Personnel Policies and Procedures Manual:

Standard: There shall be established policies, which govern the administration of personnel

procedures for both professional and nonprofessional employees that are reviewed annually.

Evidence of Compliance: The established policies which govern the administration of personnel

procedures for all Department of Parks and Recreation staff are contained in the City Department of

Human Resources, Policies and Procedures Manual. (Refer to on site exhibit labeled “Category 4,

Exhibit 2" that is available in the department CAPRA reference library). All management,

professional, and supervisory staff in the Department of Parks and Recreation has access to a copy of

the policy manual and are provided access to amended or new policies via the City’s intranet site

Beachnet.vbgov.com. All City personnel policies and procedures are reviewed continually by the

Department of Human Resources staff that execute policy amendments or develop new policies as

required and then distribute electronic copies of all amended or new policies throughout the City

administration. This review process incorporates a monthly policy review meeting with the Director

of Human Resources and the City Attorney. Departments are provided the opportunity to review

drafts of all amended or new policies by utilizing the Policy Comment Form that is distributed by the

Department of Human Resources staff whenever a City personnel policy is amended or a new policy

is developed. The Director of Parks and Recreation ensures that all department staff is made aware of

all amended or new City personnel policies by distributing copies to all department management,

professional, and supervisory staff who are directed to inform their respective staff that an amended

or new City personnel policy has been executed.

Self Review: MET

4.1.1 Code of Ethics:

Standard: There must be an established statement of ethical principles for agency personnel.

Evidence of Compliance: The established statement of ethical principles for all Department of

Parks and Recreation staff are specified in the City of Virginia Beach Code of Ethics. The Code of

Ethics was established by the City Manager to ensure that all City staff understands the importance

and definitions of the Principles of Ethical Conduct. The five principles as specified in the City Code

of Ethics are: Integrity, Accountability, Respect, Professionalism, and Citizenship. A copy of the

City of Virginia Beach Code of Ethics has been provided as an exhibit. (Refer to on site exhibit


Discussion of the City’s Code of Ethics, Mission Statement, and Organizational Values are

incorporated into the City four day new employee orientation training session that is conducted by

the Department of Human Resources, Learning and Development Division staff. During the

orientation training session, a specific ½ day session is dedicated to either an Integrity Connection

for Members session or an Integrity Connection for Leaders session depending on the position held



89

by an employee.

Self Review: MET

4.1.2 Recruitment Process:

Standard: There should be a comprehensive recruitment process to attract qualified personnel.

Evidence of Compliance: The Department of Parks and Recreation is required to utilize the

established City of Virginia Beach recruitment and selection procedures as specified in Department

of Human Resources Policy #1.01 (Recruitment, Applications, and Employment). (Refer to on site


The Department of Parks and Recreation has also developed a department Full-time Hiring Policy

and Procedure and a Part-time Hiring Policy and Procedure to further guide department staff

involved in the recruitment and selection process. (Refer to on site exhibit labeled “Category 4,

Exhibit 1" that is available in the department CAPRA reference library).

The City of Virginia Beach utilizes an on-line citywide application program called The Wave that

allows for an efficient recruitment and selection process for all vacant full-time and part-time

Department of Parks and Recreation positions. Applicants seeking employment with the department

can submit a City employment application on-line for any current vacant position and all department

hiring supervisors can screen applications from their respective office location. Department of Parks

and Recreation staff involved with the selection process may view an automated vacancy report that

is updated routinely and lists all department vacancies and the status of the selection process for

each. (Refer to on site exhibit labeled “Category 4, Exhibit 1" that is available in the department


The Department of Parks and Recreation is also an active participant in Job Fairs and Career Fairs at

local high schools and universities and has one full-time and three part-time staff members dedicated

to the recruitment and selection process for high turnover part-time positions. The department also

continually recruits for college student interns and special event volunteers.

Self Review: MET

4.1.3 Equal Employment Opportunity and Workforce Diversity:

Standard: There shall be an established policy regarding diversity for all employment practices

and evidence that it is being implemented.

Evidence of Compliance: The established policy regarding diversity for all employment practices in

the Department of Parks and Recreation is governed by the provisions of City policy and procedure

#6.06 (Equal Employment Opportunity). The provisions of this policy requires that all current City

staff and all non-City staff applicants for employment be afforded equal opportunity in the various

aspects of personnel management without regard to race, color, religion, national origin, political

affiliation, disabilities, sex, sexual orientation, or age. A copy of the City Equal Employment



90

Opportunity Policy and Procedure has been provided as an exhibit. (Refer to on site exhibit labeled

“Category 4, Exhibit 1" that is located in the department CAPRA reference library).

The Department of Parks and Recreation is required to comply with all City equal employment

opportunity policies and procedures. The City has established a city-wide Equal Employment

Opportunity Plan which guides all City departments in the development and implementation of

departmental action plans. The Department of Parks and Recreation has established an EEO

Diversity & Inclusion Plan that is reviewed and amended regularly by department management staff

and submitted to the City Department of Human Resources as required. A copy of the department

EEO Diversity & Inclusion Plan has been provided as an exhibit. (Refer to on site exhibit labeled

“Category 4, Exhibit 1” that is located in the department CAPRA reference library).

The City Department of Human Resources, Learning and Development Division staff provides

mandated training to all full-time Department of Parks and Recreation staff regarding the topics of

Equal Employment Opportunity, Sexual Harassment, and Discrimination in the Workplace as well as

provides supervisory staff training sessions targeted specifically for individuals with staff

supervisory responsibility. (Refer to on site exhibit labeled “Category 4, Exhibit 1” that is located in

the department CAPRA reference library). The Department of Parks and Recreation has also

developed a department policy regarding workplace harassment and provides a staff training session

regarding the topics of EEO, Workplace Harassment, Discrimination, and Diversity to all department

staff. (Refer to on site exhibit labeled “Category 4, Exhibit 1” that is located in the department


Self Review: MET

4.1.4 Selection Process:

Standard: There should be comprehensive procedures for the process of hiring personnel.

Evidence of Compliance: The selection process of the Department of Parks and Recreation is

governed by the provisions of City policy and procedure #1.01 (Recruitment, Applications, and

Employment) that is administered by the City Department of human Resources. A copy of the City

Recruitment, Applications, and Employment Policy and Procedure has been provided as an exhibit.

(Refer to on site exhibit labeled “Category 4, Exhibit 1" that is located in the department CAPRA

reference library).

The Department of Parks and Recreation, Human Resources Bureau staff provides training,

guidance, and assistance to all department staff regarding all aspects of the recruitment and selection

of full-time and part-time positions in the department. In that regard, the Human Resources Bureau

staff has established a department Full-Time Hiring Policy and Procedure and a department Part-

time Hiring Policy and Procedure. A copy of the department Full-Time Hiring Policy and Procedure

and Part-time Hiring Policy and Procedure have been provided as exhibits. (Refer to on site exhibit

labeled “Category 4, Exhibit 1" that is located in the department CAPRA reference library). All

department supervisory staff is required to attend a departmental training session regarding selection



91

procedures. A selection checklist is provided to each supervisor to assist as a reference guide for both

full-time and part-time hiring procedures. A copy of the selection checklist has been provided as an

exhibit. (Refer to on site exhibit labeled “Category 4, Exhibit 1" that is located in the department


Self Review: MET

4.1.5 Background Investigation:

Standard: Personnel hiring should include procedures for 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.

Evidence of Compliance: The City Department of Human Resources, Staffing and Compensation

Services Division staff reviews all job applications to verify the qualifying credentials of all

candidates. The City has established procedures that require Department of Parks and Recreation

staff to process all new hires for all full-time and part-time positions through the following

background investigation procedure:

Fingerprinting with the Police Department for F.B.I. criminal record check.

State criminal record check by Department of Parks and Recreation.

Central Registry criminal record check with the City Department of Social Services.

Division of Motor Vehicles transcript request by the City Occupational Safety Office.

These procedures are contained in the Department of Parks and Recreation Criminal History

Background Checks and Hiring Criteria Policy and Procedure. A copy of a completed background

investigation has been provided as an exhibit. (Refer to on site exhibit labeled “Category 4, Exhibit


Federal, Commonwealth of Virginia, and City of Virginia Beach background investigation

requirements have been established that prohibit the Department of Parks and Recreation from

retaining prospective department employees or volunteers who have been convicted of any violation

of the prescribed offenses. Those offenses include child abuse, child neglect, a sexual offense, a

violent crime, a felony drug distribution crime, or any other felony conviction that may have an

adverse correlation with the job in the Department of Parks and Recreation for which an individual is

employed or being considered for employment.

Because the Department of Parks and Recreation has a large volume of criminal history background

investigations on new full-time and part-time staff and volunteers, the department has designated two

department staff in the Human Resources Bureau to initiate state criminal record requests online.

Results of the criminal history background investigations are typically received by the department

within two business days. Department of Parks and Recreation policy requires hiring supervisors to

verify references of all candidates being considered for department position vacancies before

officially offering an applicant a position with the department.



92

Self Review: MET

4.1.6 Employee Benefits:

Standard: There should be an established employee benefits plan.

Evidence of Compliance: The employee benefits program of the City is administered by the staff of

the City Department of Human Resources, Employees Relations Division. Policy provisions that

govern the administration of the City employee benefits program are contained in the City

Department of Human Resources, Policies and Procedures Manual, Section #3 (Leave), and Section

#5 (Benefits). A copy of the Department of Human Resources Policies and Procedures Manual has



All new City staff receives a briefing regarding the employee benefits program offered by the City of

Virginia Beach during the City new employee orientation program that is conducted by the staff of

the Department of Human Resources. These benefits include health insurance plans, dental plans,

flexible benefits plan, legal resources plan, and long term care plan that are administered by the City

as well as a retirement plan and life insurance plan that are administered by the Commonwealth of

Virginia Retirement System. A complete listing of City benefits for full-time and part-time staff has

been provided as an exhibit. (Refer to on site exhibit labeled “Category 4, Exhibit 1” that is located


Self Review: MET

4.1.7 Supervision:

Standard: There should be constructive and effective supervision of all personnel to help them

grow professionally and improve programs and services.

Evidence of Compliance: To ensure the effective supervision of all Department of Parks and

Recreation staff, the department changed to a new matrix management system organization as a

result of a new department strategic plan that was developed in 2008. A key component of the new

matrix management system is that all department staff is held accountable for effectively

communicating and collaborating within their assigned division as well as with staff in other

divisions throughout the department. To facilitate this process, incumbents in middle management

positions are supervised by incumbents in division administrator positions or directly by the Director

of Parks and Recreation. Incumbents in professional and supervisory positions are supervised by

incumbents in middle management positions. Incumbents in clerical, skilled, or technical staff

positions are supervised by incumbents in supervisory staff positions. The department matrix

supervisory system is reflected in the department organizational chart that has been provided as an





93

All new Department of Parks and Recreation supervisors are required to participate in the Group

Mentoring component of the department Leadership Development Program and are also required to

attend a five day Foundations for New Supervisors leadership training course that is conducted by

the City Department of Human Resources, Learning and Development Division staff. During this

training course, new department supervisors are trained in the application of strategies dealing with

personnel management issues more effectively as well as the provisions of all City personnel

management policies and procedures. A copy of the Foundations for New Supervisors Leadership

Training Course syllabus has been provided as an exhibit. (Refer to on site exhibit labeled “Category

4, Exhibit 1" that is available in the department CAPRA reference library).

To ensure the supervisory process in the Department of Parks and Recreation enhances the

professional development of all department staff, all department supervisors are required to establish

specific performance objectives and provide ongoing feedback for all of their assigned subordinates.

This initiative is being accomplished throughout the department by requiring all department

supervisors to utilize a performance evaluation process that requires an informal six month

performance evaluation of all subordinate staff in addition to a formal annual performance

evaluation. All performance evaluations are performed by supervisors with input from subordinates

being evaluated as well as from at least two customers or coworkers. Informal six month

performance evaluations are conducted to discuss individual progress to date toward the established

annual goals and objectives and to amend performance expectations as necessary during the

following six months prior to the formal annual performance review date. All department supervisors

are also required to prepare a supplemental Performance Improvement Plan for all subordinates that

do not achieve the minimum expectations in any of the critical elements of performance specified for

a subordinate on the formal annual performance review.

Self Review: MET

4.1.8 Compensation:

Standard: There should be an established compensation plan that is reviewed annually that

establishes equity of compensation among units within the agency.

Evidence of Compliance: The City of Virginia Beach compensation system is administered by the

staff of the City Department of Human Resources, Staffing and Compensation Services Division

who is responsible for maintaining the City General Compensation Plan, Administrative

Compensation Plan, and Hourly Compensation Plan. A copy of the three City compensation plans

has been provided as exhibits. (Refer to on site exhibit labeled “Category 4, Exhibit 1" that is


All management staff and division administrators in the Department of Parks and Recreation have

access to a copy of the three City compensation plans that are reviewed and amended annually by the

staff of the City Department of Human Resources, Staffing and Compensation Services Division.

Written provisions that govern the administration of the City compensation plans are contained in



94

City policy #2.01 (Administration of Administrative and General Compensation Plans) that is

administered by the City Department of Human Resources. A copy of this City policy has been


the department CAPRA reference library).

To ensure that the City of Virginia Beach compensation system remains competitive with the

external labor market, the staff of the City Department of Human Resources, Staffing and

Compensation Services Division conducts external full-time market salary surveys every three years

and recommends appropriate salary range adjustments to the City Manager. The Director of Parks

and Recreation and senior management staff works closely with the staff of the Department of

Human Resources, Staffing and Compensation Services Division in order to ensure appropriate

“benchmark” classifications from the Department of Parks and Recreation are utilized in the market

salary surveys. A sample of the benchmark positions and sample market survey analysis has been



Due to the Department of Parks and Recreation’s high turnover rate of part-time positions, the

Department of Human Resources allows the Department of Parks and Recreation to develop,

conduct, and analyze part-time external market salary surveys with their oversight. The Department

of Parks and Recreation relies heavily on the part-time workforce, and typically experiences a serious

shortage of qualified part-time staff across all areas of operations. Salary surveys are conducted for

specific positions that are difficult to fill or retain to determine if they are in alignment with current

part-time market compensation levels. The results of past market surveys have provided

documentation of part-time position compensation inequities and the department has provided the

analysis and recommendations to the Department of Human Resources staff to justify increases to

part-time compensation levels. As a result of this initiative, the Department of Parks and Recreation

has been very successful regarding the elevation of the pay rates for part-time positions. In addition,

a new part-time job series was created in July 2011 to improve part-time position retention and to

differentiate compensation levels based on position responsibility.

Self Review: MET

4.1.9 Performance Evaluation:

Standard: There should be a fair and systematic procedure for annual appraisal of job

performance.

Evidence of Compliance: The systematic performance evaluation of all staff in the Department of

Parks and Recreation is governed by the provisions of City policy #6.07 (Performance Management

Policy). A copy of the City Performance Management Policy and Procedure has been provided as an

exhibit. (Refer to on site exhibit labeled “Category 4, Exhibit 1” that is available in the department

CAPRA reference library). This policy was revised in December of 2011 to link performance

standards of City positions with short and long-term goals for the organization, departments and

work units. A Member Self-Appraisal Form was developed to encourage and assist staff in providing



95

input on their performance to obtain more comprehensive information for the assessment. All

members are evaluated on eight performance traits that are critical to the effective performance of all

staff. The performance traits are as follows:

Compliance with City’s Organizational Values, Code of Ethics

Compliance with City and Departmental Policies and Procedures

Knowledge of Field

Initiative

Decision Making

Organization and Planning

Attendance and Punctuality

Working Relationships (with coworkers, supervisors, public and outside contacts

Supervisory staff is also evaluated on their performance based on the following performance traits:

Leadership

Work Management

Performance Management

Teamwork/Collaboration and Conflict Resolution

Member Recognition

Policy and Procedure Administration

Administrative Management

In addition, the Department of Parks and Recreation has established a Performance Feedback Policy

and Procedure that requires a semi-annual review for all full-time and year-round part-time staff.

The six-month evaluation provides the opportunity for recognition and to adjust performance goals

and to develop individual strategies to enhance performance if necessary prior to the annual

evaluation. This process also ensures ongoing communication and clarification of expectations

between supervisors and subordinates. The Department of Parks and Recreation policy requires that

the supervisor seek input regarding a staff member’s performance from at least two customers or

coworkers as mutually agreed upon by the supervisor and subordinate. Particular attention is given to

performance in the areas of departmental customer service standards, communication, collaboration

and recognition. These areas are critical to the success of the department’s matrix management

structure. It is the philosophy of the Department of Parks and Recreation that an on-going dialogue

between supervisors and all of their subordinate staff is critical and timely. Performance Feedback

Forms are tracked and reviewed internally by the department Director and the Human Resources

Coordinator. Trends are identified and referred to leadership for appropriate action. A copy of the

department performance feedback policy and procedure has been provided as an exhibit. (Refer to

on site exhibit labeled “Category 4, Exhibit 1" that is available in the department CAPRA reference

library).

Self Review: MET

4.1.10 Promotion:

Standard: There should be an established statement available to all employees defining the



96

promotion process and the agency's role.

Evidence of Compliance: The promotion of all Department of Parks and Recreation staff is

governed by the provisions of City policy #2.01 (Administration of Basic Pay Plan), Section #2-110

(Promotion) that is located in the Department of Human Resources, Policies and Procedures Manual.

A copy of the City promotion policy has been provided as an exhibit. (Refer to on site exhibit labeled

“Category 4, Exhibit 1" that is available in the department CAPRA reference library). The provisions

of this City policy prohibit the promotion of any staff member unless there is a position vacancy and

the individual to be promoted has been selected pursuant to a competitive selection process. All City

of Virginia Beach promotional opportunities are advertised on the City on-line employment

application system The WAVE. In addition, all Department of Parks and Recreation promotional

opportunities are e-mailed to all department staff by the department Human Resources Bureau staff.

In order to assist all Department of Parks and Recreation staff with their pursuit of available

promotional opportunities, the department Human Resources Bureau staff conducts a training course

on interview skills that also provides an overview of the selection process. During this training

course, all participants learn how to develop skills to complete City employment applications, how to

recognize the knowledge, skills, and abilities needed to secure desired employment, and how to

apply practical techniques for answering interview and application questions.

Mentoring opportunities are offered through the Department of Parks and Recreation Leadership

Development Program. Individual Leadership Development Plans are designed to enhance

knowledge, skills, abilities, and provide on-the-job experience to assist department staff with

becoming more eligible to be promoted. Cross-training opportunities and Acting assignments are

also offered to provide staff with the experience needed to successfully compete for promotions.

The Department of Parks and Recreation Full-time Hiring Policy and Procedure requires hiring

managers to provide constructive feedback to all department staff who apply for a position and are

not selected for an interview or who are interviewed and not selected for the position. Hiring

supervisors are required to personally contact applicants and explain how they can enhance their

application or improve their interviewing skills. A copy of the department Full-time Hiring Policy

and Procedure has been provided as an exhibit. (Refer to on site exhibit labeled “Category 4, Exhibit


Self Review: MET

4.1.11 Disciplinary System:

Standard: There should be a disciplinary system based on the code of conduct and performance.

Evidence of Compliance: The disciplinary system of the Department of Parks and Recreation is

governed by the provisions of City policy #4.02 (Discipline Policy and Procedure). The provisions

of the City policy specify that all Department of Parks and Recreation staff is subject to progressive

discipline as a result of misconduct or unsatisfactory work performance. The disciplinary process

begins with a fact finding investigation that is followed by a pre-disciplinary meeting at which time a



97

staff member is informed of the pending disciplinary action that is being considered and the

circumstances that justify the disciplinary action that is being considered. During this discussion, a

staff member must be given an opportunity to provide information on their behalf and this

information must be considered prior to imposing disciplinary action. Pending disciplinary actions

are required to be reviewed by a representative of the Department of Parks and Recreation, Human

Resources Bureau in order to insure that all disciplinary actions in the department are imposed fairly

and consistently. Consultation with the City Department of Human Resources staff is required for all

disciplinary actions regarding dismissal, demotion, administrative salary decrease, and suspension

without pay for more than 40 hours. The City Discipline Policy and Procedure also requires that all

disciplinary letters include an explanation of the administrative rights of a staff member who receives

a disciplinary action in accordance with the provisions of the City Grievance Policy and Procedure or

the City Open Door Policy. The Department of Parks and Recreation also encourages all staff to

request mediation in order to facilitate communication regarding any issues during their employment.

A copy of the City Discipline Policy and Procedure has been provided as an exhibit. (Refer to on site


Self Review: MET

4.1.12 Grievance Procedures:

Standard: A grievance procedure, available to all employees, should be established.

Evidence of Compliance: The grievance procedure of the Department of Parks and Recreation is

governed by the provisions of City policy #4.04 (Grievance Policy and Procedure) and City policy

#4.05 (Open Door Policy and Procedure). The City Grievance Policy and Procedure is a formal

process with specified timelines for each level of the process that requires documented responses to

the grievant by the chain of command to be submitted to the City Department of Human Resources at

each level of the process. The City Open Door policy and procedure is an informal process that

allows the grievant the opportunity to address concerns through their chain of command beginning

with their immediate supervisor and up to the City Manager or designee. In addition, the Department

of Parks and Recreation encourages all staff to request mediation assistance in order to facilitate

communication and resolve conflicts regarding any issues during their employment with the

department.

Department of Parks and Recreation staff training sessions regarding both the City Grievance Policy

and Procedure and the City Open Door Policy and Procedure is offered regularly through the City

Department of Human Resources. The Department of Parks and Recreation, Human Resources

Bureau staff also offers internal staff training regarding these policies upon request. Both the City

Grievance Policy and Procedure and the City Open Door Policy and Procedure are easily accessible

to all department staff on the City intranet website beachnet. A copy of the City Grievance Policy

and Procedure and the City Open Door Policy and Procedure has been provided as exhibits. (Refer to

on site exhibit labeled “Category 4, Exhibit 1” that is available in the department CAPRA reference

library).



98

Self Review: MET

4.1.13 Termination and End of Employment:

Standard: There should be established policies and procedures for termination and end of

employment.

Evidence of Compliance: Policies and procedures regarding the termination of Department of Parks

and Recreation staff are governed by the provisions of City policy #4.02 (Discipline Policy and

Procedure). A “Dismissal” action is defined as a form of discipline where the staff member is

involuntarily separated from employment as a result of a disciplinary or ongoing unsatisfactory job

performance issue. Any staff member who is being considered for dismissal must receive at least 24

hours prior notice in writing and must have the opportunity to provide information on their behalf

that must be considered in determining whether or not dismissal is warranted. All dismissals must

be reviewed and approved by a representative of the Department of Parks and Recreation Human

Resources Bureau and the City Department of Human Resources. A copy of the City Discipline

Policy and Procedure has been provided as an exhibit. (Refer to on site exhibit labeled “Category 4,


Policies and procedures regarding the non-disciplinary, involuntary termination of employment of

Department of Parks and Recreation staff are governed by the provisions of City policy #6.01A

(Separation From Employment Policy). An Administrative Separation action may be approved by the

City Director of Human Resources if the staff member fails to maintain required certifications or

licensure or fails to demonstrate the requisite knowledge, skills and abilities to perform the essential

functions of their position during the staff member’s probation period. A copy of the City Separation

From Employment Policy and Procedure has been provided as an exhibit. (Refer to on site exhibit


Policies and procedures regarding the non-disciplinary, voluntary termination of employment of

Department of Parks and Recreation staff are governed by the provisions of City policy #6.12

(Resignations). A Resignation action is defined as a voluntary separation from employment that is

initiated by the staff member through written notification to the employing authority. A copy of the

City Resignation Policy and Procedure has been provided as an exhibit. (Refer to on site exhibit


The provisions of City policies and procedures regarding dismissal, administrative separation, and

resignations are discussed and provided to all new full-time Department of Parks and Recreation

staff members by the City Department of Human Resources, Learning and Development Division

staff during a two day new staff member orientation training session and also during regularly

scheduled City staff training programs. The Department of Parks and Recreation, Human Resources

Bureau staff also offers internal staff training sessions regarding these policies and procedures upon

request these policies are easily accessible to all department staff on the City intranet website

beachnet.

Self Review: MET



99

4.2 Staff Qualifications:

Standard: The agency shall employ professional staff qualified to develop and operate programs

and services.

Evidence of Compliance: The Department of Parks and Recreation employs a staff of 850 total

positions comprised of 487 (58%) full-time positions and 360 (42%) full-time equivalent part-time

positions. The full-time executive, management, and professional staff are highly competent with

diverse advanced education and experience backgrounds. An Excel software spreadsheet that

specifies the advanced education levels and certifications of all full-time executive, management, and

professional staff that is updated annually has been provided as an exhibit. The spreadsheet below

specifies the advanced education and certification credentials of current department executive,

management, and senior professional staff. (Refer to on-site exhibit labeled “Category 4, Exhibit 1”


INCUMBENT

TITLE

EDUCATION

CREDENTIALS

CERTIFICATION

CREDENTIALS

Director of Parks and

Recreation

Bachelor Degree (Sports

Administration) & Master

Degree (Public

Administration)

NRPA Certified Park and

Recreation Executive

Landscape Management

Administrator

Bachelor Degree (Landscape

Architecture) & Master

Degree (Public

Administration)

Certified ASLA Professional

Landscape Architect

Planning Design &

Development Administrator

Bachelor Degree (Urban &

Regional Planning) & Master

Degree (Public

Administration)

American Institute of

Certified Planners (AICP) &

Certified LEED Green

Associate

Programming & Operations

Administrator

Bachelor Degree (Recreation


Degree (Business

Administration)

Business Systems

Administrator

Bachelor Degree (Business

Administration)

Senior Professional Human

Resources (SPHR) &

Certified Mediator

Park and Recreation Manager Bachelor Degree (Economics)

& Master Degree (Sports

Management)


Coordinator



Degree (Public



100

INCUMBENT

TITLE

EDUCATION

CREDENTIALS

CERTIFICATION

CREDENTIALS

Administration)


Coordinator

Bachelor Degree (Secondary

Education) & Master Degree

(Public Administration)

Certified LERN Program

Planner


Coordinator

Bachelor Degree (Liberal

Arts) & Master Degree

(Recreation Administration)


Coordinator



Degree (Public

Administration)


Recreation Professional


Coordinator



Degree (Business

Administration)

Certified Mandt System

Trainer


Coordinator


Administration)

Certified Aquatic Facility

Operator


Coordinator


Administration)


Coordinator


Administration)

Certified Therapeutic

Recreation Specialist &

Certified Mandt System

Trainer

Youth Opportunities

Coordinator

Bachelor Degree (Sociology)

& Master Degree (Social

Work)

Planner III Bachelor Degree

(Horticulture) & Master

Degree (Landscape

Architecture)

Licensed Landscape Architect

Planner III Bachelor Degree (Economics) American Institute of

Certified Planners

Planner I Bachelor Degree (Recreation

& Tourism Management)

Certified LEED (Leadership

in Environmental and Energy

Design) Associate

Professional

Landscape Architect Bachelor Degree (Landscape

Architecture)


Landscape Architect



101

INCUMBENT

TITLE

EDUCATION

CREDENTIALS

CERTIFICATION

CREDENTIALS

Landscape Architect Bachelor Degree (Landscape

Architecture)


Landscape Architect

City Arborist Bachelor Degree


Degree (Horticulture)

Certified Commercial

Pesticide Applicator &

Certified Arborist

Horticulturist Bachelor Degree (Business

Administration)

Certified Commercial

Pesticide Applicator

Horticulturist Bachelor Degree


Degree (Business

Administration)

Administrative Analyst Associate Degree (Business

Management)

Administrative Analyst Associate Degree (Business

Management)

Administrative Analyst Bachelor Degree (Business


Degree (Business

Administration)

Administrative Specialist II Bachelor Degree (Business

Administration)

Business Application

Specialist II


Administration)

Business Application

Specialist II


Administration)

Certified LEED (Leadership

in Energy & Environmental

Design) Professional

Media & Communications

Coordinator II

Bachelor Degree (Media

Communications)


Coordinator II

Bachelor Degree (Secondary


(Education)


Coordinator II


Administration)


Coordinator I

Bachelor Degree (Media

Communications)


Supervisor


& Leisure)

Certified Aquatic Fitness

Professional


Supervisor

Bachelor Degree (Leisure

Services Management)



102

INCUMBENT

TITLE

EDUCATION

CREDENTIALS

CERTIFICATION

CREDENTIALS


Supervisor


& Leisure)

Certified Food Service

Manager


Supervisor

Bachelor Degree (Fine Arts)


Supervisor

Bachelor Degree (Health &

Physical Education)


Supervisor

Bachelor Degree (Physical


(Education)

NRPA Certified Aquatic

Facility Operator


Supervisor

Bachelor Degree (Psychology

& Early Childhood Education


Facility Operator


Supervisor


& Leisure)




Supervisor


Administration)


Supervisor

Bachelor Degree (Criminal

Justice) & Master Degree

(Business Administration)


Facility Operator


Supervisor

Bachelor Degree (Commercial

Art Marketing & Production)


Planner


Supervisor

Bachelor Degree (Therapeutic

Recreation)



Certified MANDT System

Trainer


Supervisor

Bachelor Degree (Sports

Management)


Planner


Supervisor

Bachelor Degree (Social

Work)


Planner


Supervisor


and Leisure)




Supervisor


Administration)


Supervisor


& Leisure)

NRPA Certified Park &



Supervisor

Associate Degree (Recreation

Administration)


Supervisor


Administration)



103

INCUMBENT

TITLE

EDUCATION

CREDENTIALS

CERTIFICATION

CREDENTIALS


Supervisor


& Leisure)




Planner


Supervisor


Administration

Self Review: MET

4.3 Job Analysis and Job Descriptions:

Standard: Established job descriptions for all positions shall be based on the job analysis and

include, at a minimum: duties, responsibilities, and tasks of each position; and minimum level of

proficiency necessary in the job-related skills, knowledge, abilities, and behaviors.

Evidence of Compliance: The Department of Parks and Recreation, Human Resources Bureau staff

manages the review process for all department position descriptions and compensation

recommendations in order to maintain consistency and appropriate market competitive salary levels.

Regional market salary surveys are conducted every three years for full-time positions by the City

Department of Human Resources, Staffing and Compensation Services Division staff. The

Department of Parks and Recreation also conducts local market salary surveys for department part-

time positions as deemed necessary. The last local market salary survey for department part-time

positions was completed in August 2013. A copy of the part-time market salary survey has been

provided as an exhibit. (Refer to onsite exhibit labeled “Category 4, Exhibit 1” that is available in the

department CAPRA reference library). When deemed appropriate, compensation adjustment

recommendations are submitted by the Director of Parks and Recreation to the Director of Human

Resources for review and approval.

The job analysis and reclassification process for all Department of Parks and Recreation full-time

positions is conducted by the Department of Human Resources, Staffing and Compensation Services

Division staff upon written request by the Director of Parks and Recreation for any department staff

who have been deemed to be regularly performing duties outside of their current job description. The

Department of Human Resources, Staffing and Compensation Services Division staff conducts job

audits if deemed necessary by reviewing a written Position Description Questionnaire that is

completed by all incumbents in audited positions and by conducting personal interviews with

position incumbents and their supervisors to verify actual position incumbent responsibilities. If the

results of the job audit process indicates that the job title or level of compensation should be

modified, the Director of Parks and Recreation is notified in writing by the Director of Human

Resources and appropriate job reclassifications are executed to implement the recommended

modifications.



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The Department of Parks and Recreation maintains a Staff Job Description Manual that contains all

City approved position descriptions for all full-time and part-time staff positions in the department.

Department job descriptions are also available to all department staff on the City BeachNet web site.

All department job descriptions include comprehensive information regarding the duties and

responsibilities of the position, performance standards, proficiency required in knowledge, skills, and

abilities, and the minimum qualifications of the position. The department Staff Job Description

Manual and a job description for an internship position have been provided as exhibits. (Refer to

onsite exhibit labeled “Category 4, Exhibit 3” that is available in the department CAPRA reference

library).

Self Review: MET

4.4 Chief Administrator:

Standard: There shall be a professionally-qualified administrator who is responsible to the

approving authority for the management, direction, and control of the operations and

administration of the agency, and who shall have authority to perform such responsibilities.

Evidence of Compliance: Michael J. Kalvort, CPRE, is the current Director of the Department of

Parks and Recreation who has worked in the Parks and Recreation field for over 20 years. His

responsibilities include strategic planning, policy development, programming and revenue

generation, and developing sustainable initiatives for the City that is comprised of 436,000 residents.

Michael leads a team of over 500 full time staff and 600 part time staff and oversees a department

budget of $54/Million. Prior to his current position with the City, Michael was the Director of Parks

and Recreation for the City of Chesapeake, Virginia and the Deputy Director of the Parks and

Recreation Department for the City of Cape Coral, Florida.

Michael has been active in the National Recreation and Park Association since 1995 and currently

serves as the Past Chair for the NRPA Revenue Development School and is one of only eight

nationally chosen regents. In 2005, Michael was a finalist for the NRPA Young Professional Award

and in 2010 he was selected as one of the “40 Professionals under 40” in Southwest Florida by an

independent business magazine. Michael has also given numerous professional training, leadership,

and personal development presentations and workshops in Florida, Missouri, West Virginia,

Virginia, and Kansas including “I want to Make a Difference,” “The Leader in You,” and “10 Steps

to Being More Marketable”. A copy of Michael’s current resume and a copy of the official City

position description for the Director of Parks and Recreation have been provided as exhibits. (Refer

to on site exhibit labeled “Category 4, Exhibit 1" that is available in the department CAPRA

reference library)

The authority of the Director of Parks and Recreation to direct and control the operations and

administration of the Department of Parks and Recreation is specified in the City of Virginia Beach,

City Code Section #24-3 as follows:

“...the director of parks and recreation is hereby authorized to (i) establish reasonable



105

fees, and (ii) adopt and enforce reasonable policies, procedures, rules and regulations,

pertaining to the use of city parks, recreation facilities, and parks and recreation

equipment, subject to the approval of the city manager.” (Refer to on site exhibit

labeled “Category 4, Exhibit 1" that is available in the department CAPRA reference

library)

Self Review: MET

4.5 Physical Examination:

Standard: There should be an established policy governing the provision of physical

examinations for employees.

Evidence of Compliance: The Department of Parks and Recreation has an established written policy

(Physical Examinations) that governs the provision of physical examinations for all department staff.

This policy requires that all prospective employees to undergo medical tests, procedures, or

examinations to establish their fitness to perform essential functions of the job. Employment is

conditional upon successful passing of the examination. Current staff that is assigned to safety

sensitive positions are required to complete a physical examination annually to determine their

fitness to perform the duties and responsibilities of the position. A copy of the department physical

examination policy has been provided as an exhibit. (Refer to on site exhibit labeled “Category 4,

Exhibit 1”, that is available in the department CAPRA reference library).

Self Review: MET

4.5.1 Workforce Health and Wellness:

Standard: There should be an employee health and wellness program(s) within the agency.

Evidence of Compliance: All Department of Parks and Recreation staff actively participates in the

City of Virginia Beach and City of Virginia Beach School System Wellness and Prevention Program

for all City and School System staff. The Wellness and Prevention Program is coordinated by the

Consolidated Benefits Office that publishes a quarterly newsletter and various other publications to

update City and School System staff on wellness information and prevention opportunities. Copies

of the quarterly Wellness and Prevention Program quarterly newsletters have been provided as



The Consolidated Benefits Office staff periodically coordinates free mammogram, skin cancer,

prostate cancer, blood pressure, and cholesterol screenings as well as provides annual free flu shots

to all City and School System staff as well as “Lunch and Learn” educational sessions offering a

variety of health related topics. In addition, monetary incentives are available to Department of Parks

and Recreation staff upon completion of specific health screenings and tests, such as mammograms

and colonoscopy exams as well as to staff participating in health, nutrition, and exercise programs.



106

The Consolidated Benefits Office annually provides a packet of information to all City of Virginia

Beach and City of Virginia Beach School System staff regarding the health and dental insurance

programs that will be available during the following calendar year. The City Occupational Health

Services Office staff also provides routine medical assistance to all City staff as needed including

screening and treatment of on-the-job related injuries, illnesses, and temporary duty assignments and

return to work provisions.

All Department of Parks and Recreation full-time staff is encouraged to participate in an annual City

sponsored health screening. This is an opportunity for all department staff to better understand their

health risks and maintain and improve their personal health. The health risks that are screened

include cholesterol, blood pressure, body mass index, diabetes, tobacco use, and physical activity.

Participating department staff receives a $500 health care premium credit toward health insurance

premiums. Department staff with 0 - 1 health risks automatically receives the health care premium

and staff with 2 or more health risks must speak to a health coach quarterly to receive the health care

credit.

Self Review: MET

4.6 Orientation Program:

Standard: There should be an orientation program for all personnel employed by the Agency.

Evidence of Compliance: The orientation program for all new staff employed by the Department of

Parks and Recreation is governed by the provisions of the City policy #1.02 (Orientation Policy and

Procedure) that is administered by the City Department of Human Resources. A copy of the City

Orientation Policy and Procedure has been provided as an exhibit. (Refer to on site exhibit labeled


The Department of Human Resources, Learning and Development Division staff conducts a

mandatory, three-part orientation training program for all new full-time staff employed by the City.

Part 1 of the orientation program is conducted on the first day of employment and Part 2 and Part 3

are scheduled to be completed within the first month of employment. On the first day of City

employment, Part 1 of the orientation training includes a welcome from the City Manager and

Mayor, completion of payroll forms, issuance of City identifications, and numerous training modules

are presented during the day regarding City benefits, City policies and procedures, the City

governance model, and the City’s vision, mission, and organizational values. Part 2 of the orientation

program includes additional training modules regarding organizational ethics, equal employment

opportunity, workplace harassment, information security, and an introduction to the supplemental

staff training module that is available regarding the Completed Staff Work Model. Part 3 of the

orientation program provides defensive driving training.

Department of Parks and Recreation staff also conducts a department quarterly “New Employee

Welcome” orientation that is mandatory for all new department full-time staff and for part-time staff

who are responsible for the functions of a customer service front-desk operation or scanning station.



107

During the half-day briefing, new staff meet the department Director, department division

administrators, and other key staff who are responsible for department budgeting, planning, human

resources, and marketing functions who attend the new employee welcome to provide a brief

presentation regarding the scope of their operational responsibility.

To further enhance the new staff orientation to the department and to the City, the Department of

Parks and Recreation has implemented an Orientation Checklist to ensure that all staff receive

timely, consistent, and updated information regarding their position responsibilities, position

compensation, City benefits, and City policies. The Orientation Checklist provides two distinct

outlines of the topics to be discussed with a new staff member by a member of the Department of

Parks and Recreation Human Resources Bureau and by the immediate supervisor. A new staff

member handbook is provided to all new staff in order to assist them with understanding City

policies, procedures, benefits, and overall departmental functions. (Refer to on site exhibit labeled


The Department of Parks and Recreation also provides a department orientation session for all

college students serving an internship in the department who are completing academic degrees in the

fields of parks and recreation, leisure studies, environmental studies, or therapeutic recreation. A

department internship manual and supervisor’s guide details these procedures for staff and students.

(Refer to on site exhibit labeled “Category 4, Exhibit 1” that is available in the department CAPRA

reference library).

Self Review: MET

4.6.1 In-Service Training Function:

Standard: There shall be an in-service training function within the agency that is evaluated,

updated, and reviewed annually.

Evidence of Compliance: All Department of Parks and Recreation staff members are afforded

training opportunities from both City and department sponsored training classes. After a supervisor

approves a staff member’s request to attend a training session, the request is processed by their unit’s

training representative and sent to the department training coordinator. A copy of a list of the 13

department training representatives has been provided as an exhibit. (Refer to on site exhibit labeled


City sponsored training sessions are offered to all Department of Parks and Recreation staff through

the Department of Human Resources. The Department of Human Resources, Learning and

Development Division staff publishes a City Training Catalog annually that is distributed to all City

departments. The Training Catalog is revised annually to offer new and refreshed in-service training

courses in order to keep up with the latest issues and trends. Some of the training programs that are

offered include New Member Orientation; Mid-Management Development Program; Coaching for

Commitment; Generational Differences; Situational Leadership; Teamwork & Collaboration;

Performance Management for Supervisors; and Powerful Listening. A copy of the City Human



108

Resources Learning and Development Catalog has been provided as an exhibit. (Refer to on site


The Department of Human Resources Learning and Development Division staff also coordinates E-

Learning classes that are available to all Department of Parks and Recreation staff. The E-Learning

training catalog offerings include a diverse variety of instruction including personal productivity;

human resources management; Microsoft Office, Word, and Excel software applications; as well as

leadership and management techniques. The on-line accessibility allows department staff members

the flexibility to complete a class at their personal convenience. A copy of the City Human

Resources E-Learning Catalog has been provided as an exhibit. (Refer to on site exhibit labeled


The Department of Human Resources, Occupational Safety Division staff offers safety related and

mandated training classes for all City and Department of Parks and Recreation staff on a regular

basis. Occupational Safety classes that are provided within in the semi-annual Training Catalog

include offerings such as Defensive Driving; First Aid/CPR/AED; Bloodborne Pathogens; Chain

Saw Safety; Commercial Driver’s License; and Hearing Conservation. Department staff members are

required to attend First Aid/CPR/AED training every two years, Bloodborne Pathogens training

annually, and Defensive Driving training every four years if they drive a City vehicle or drive their

private vehicle on City business. A copy of the City Occupational Safety Catalog has been provided

as an exhibit. (Refer to on site exhibit labeled “Category 4, Exhibit 1” that is available in the


The Department of Parks and Recreation, Human Resources Bureau staff also coordinates a wide

variety of in-service training courses that are available to all department staff. The department has a

designated training coordinator as well as designated facility site training representatives whose

responsibilities include distributing available training session information in a timely manner to all

department staff and coordinating the registration for all training sessions. The department training

coordinator also maintains an electronic training record for every department staff member that has

been completed during their career with the department. A copy of a Department of Parks and

Recreation in-service training course listing and a copy of a staff training record have been provided



On-the-job training, department orientation and comprehensive experience are provided to interns

studying in Parks and Recreation fields year-round. Interns are selected through a competitive

application and interview process three times per year. The Department Director personally meets

with each intern to ensure that his or her internship is mutually beneficial to the student and the

department. Interns gain exposure to projects and opportunities that provide practical experience for

future job opportunities. (Refer to on site exhibit labeled “Category 4, Exhibit 5” that is available in


For external training opportunities, the Department of Parks and Recreation is provided a budgeted

appropriation each fiscal year for department staff to attend state, regional, and national professional



109

improvement training and conferences. The department commitment to continuous learning and

improvement is evidenced by an $116,203 budget appropriation in the department’s FY 2013-14

operating budget. Each division in the department is authorized a specific amount of funding so that

staff can attend Virginia Recreation and Park Society conferences, National Recreation and Park

Association conferences, Virginia Recreation and Park Society Leadership Training Institutes, youth

development conferences, supervisor schools, revenue schools, parks planning and maintenance

schools, leadership schools, environmental and outdoor programming workshops, as well as

numerous other conferences and workshops that enhance the professional development of

department staff.

Self Review: MET

4.6.2 Employee Development:

Standard: There should be a program of employee development, available for employees

throughout the agency, based on needs of individual employees and future organizational needs.

Evidence of Compliance: The career development of all staff in the Department of Parks and

Recreation is a high priority for the department. In that regard, the department has developed and

implemented a staff mentoring program called the Leadership Development Program for all

interested department staff. A trained mentor is identified for each department staff member

participating in the program and the mentor serves as a coach for approximately two years. The

department Leadership Development Program not only provides actual on the job training but also

enhances career growth of all staff that participate in the program. The department goal is that less

experienced staff in the department can learn from more experienced staff and thereby further

enhance their skills, and abilities to assist them to achieve their personal career goals. One of the

major benefits of the department Leadership Development Program is that the process enables the

department to provide personalized opportunities for individual growth and development at all levels

of the organization through the utilization of the institutional knowledge from long tenured staff.

At the conclusion of each mentee-mentor relationship, a process evaluation is conducted by

Leadership Development Program Team representatives. A representative from the team is assigned

to monitor and assist with each mentee-mentor relationship and the mentee’s Leadership

Development Plan. For department part-time staff, a specialized component was developed called

the Part-Time Career Enhancement Program. The focus of this program is completing training

sessions that prepare part-time staff for enhancing their professional growth. The department

Leadership Development Program has been quite successful and the department plans to continue

allowing more staff members to take advantage of this opportunity. A copy of an overview of the

department Leadership Development Program has been provided as an exhibit. (Refer to on site


On occasions when a Department of Parks and Recreation position vacancy may not be filled for a

length of time, the department will typically offer an opportunity for staff to apply for an acting

position through a competitive process. This opportunity provides all department staff with an



110

opportunity to gain new knowledge, skills and abilities in a challenging new position through the

temporary assumption of the duties and responsibilities of the acting position.

The Department of Parks and Recreation also encourages and supports NRPA membership and

certification programs. Currently the department pays for an agency membership which provides

NRPA membership to all full-time staff. Certification study guides are available to department staff

at no charge to study for certification exams. Upon successful completion of the certification

examination, all department staff is fully reimbursed by the department for the cost of the exam and

are further reimbursed for all future associated CEU costs in order to maintain their certification. All

department staff that have achieved other professional certifications as a requirement or enhancement

of their position duties and responsibilities are also fully reimbursed by the department for the cost of

the exam and for all associated CEU costs in order to maintain their certification. (Refer to on site


All Department of Parks and Recreation staff is encouraged to further their professional careers by

attending specific internal and external training opportunities to achieve their professional goals such

as the City education and career fairs that are coordinated by the City Department of Human

Resources, Learning and Development Division staff. In addition, on the City performance

evaluation Performance Feedback Form there is a section entitled “Development Plan”. During the

annual performance evaluation process of all subordinate staff, all department supervisory staff is

required to discuss career development strategies with each respective staff member. Supervisors are

also expected to assist all subordinate staff with achieving their career goals through participation in

the department Leadership Development Program, college level academic courses, NRPA

conferences, professional training opportunities, State and City training courses, or other career

opportunities identified to achieve the stated career development objective.

Self Review: MET

4.6.3 Succession Planning:

Standard: Agencies should formulate a succession plan to ensure the continued effective

performance of the organization by making provisions for the development and replacement of

key people over time.

Evidence of Compliance: An analysis of the seniority of all 486 full-time staff in the Department of

Parks and Recreation indicated that 13% is currently eligible to retire with full retirement benefits as

of December 2013. Key staff members possess institutional and historic knowledge that would

almost be irreplaceable. For that reason, the department has implemented a succession management

plan in order to maintain a high level of service to the community. This formal plan has been

implemented by the department in order to prepare department staff to serve in key positions when

required in order to ensure continuity of department leadership and direction by developing staff to

assume these responsibilities. “Key” positions have been defined as those positions that are critical in

achieving the department mission, positions that would stop or hinder vital functions of the

department if left vacant for an extended period of time, positions that require specialized skills or

expertise that are difficult to replace, positions in which duties could not be performed by a similar



111

position from another location, positions with long learning curves, and positions in which functional

operational exposure is the main knowledge acquisition.

The planning process is an analysis of various data and trends including forecasted retirement of

employees currently in key positions, employee skills, competencies, workload projections and

turnover. Each manager is responsible for staff development and the anticipation of staff vacancies

in their operational area and of advising the department management team of projected gaps.

Supervisors are responsible for using a variety of staff development opportunities including the

Leadership Development Program, internal and external training, providing cross training

opportunities, coaching, mentoring, special projects and acting assignments. All department staff are

eligible for these career development opportunities through a competitive process and established

eligibility criteria.

The Department of Parks and Recreation Leadership Development Program incorporates personal

mentorship and job shadowing that facilitates the development of individual career leadership

development skills. These skills will be in high demand in critical operational areas of the

department where future vacancies could hinder successful department operations. The focus is to

ensure that the future talent requirements of the department are satisfied. All department staff may

apply to be considered for placement in one of four leadership tracts. Individual leadership plans are

drafted to incorporate the goals of the individual with departmental operational needs. A cross

section of employees serves as the departmental Leadership Development Program Review Team.

The Review Team reviews all applications and assesses the qualifications of all applicants to

determine eligibility for acceptance into the program. Since the implementation of the department

Leadership Development Program in 2006, twenty-four of the fifty-two graduates of the program or

forty-six percent have received career promotions either in the Department of Parks and Recreation

or in other City departments. A copy of the department Succession Management Plan has been



Self Review: MET

4.6.4 Professional Organization Membership:

Standard: Professional personnel should be active members of their professional organization(s).

Evidence of Compliance: The Department of Parks and Recreation is an agency member of both

NRPA and VRPS and is a very active supporter of professional organizations and encourages

individual staff membership in the National Recreation and Park Association, the Virginia

Recreation and Park Society, as well as other professional organizations. An annual review of

professional staff memberships is conducted and a written membership reminder is sent to all

professional staff regarding the importance of keeping their membership valid. Professional

membership opportunities in both agencies are discussed during the department new employee

orientation session. To encourage and support all professional staff to be active members in the

Virginia Recreation and Park Society, the department pays a portion of the annual membership dues

of all full-time and part-time staff. This is in keeping with the department philosophy that the



112

professional development of staff is a partnership between staff and the department. In addition, the

department pays for the premiere agency membership which makes all full time employees in the

department NRPA members. (Refer to on site exhibit labeled “Category 4, Exhibit 1" that is


The current active membership list of Department of Parks and Recreation staff in professional

organizations includes, but is not necessarily limited to, the following organizations:

NRPA (Department of Parks and Recreation is an Agency Member)

460 Individual Members

VRPS (Department of Parks and Recreation is an Agency Member)

30 Individual Members

Other Professional Organization Memberships

Aerobics and Fitness Association of America

American Aerobics Association

American Canoe Association

American Planning Association

American Red Cross Water Safety Committee Task Force

American Society of Landscape Architects

Aquatic Education Association

Hampton Roads Chamber of Commerce

Hampton Roads Cultural Alliance

International Association of Assembly Managers

International Council on Active Aging

International Festivals and Events Association

International Personnel Management Association - Human Resources

International Society of Arboriculture

International Sports Medicine Association

LERN (Learning Resources Network)

Longwood University TR Alumni Advisory Council

National Alliance for Youth Sports

National Council on Aging

National Wellness Institute

National Youth Sports Coaches Association

Professional Pool Operators Association

Smart Beginnings South Hampton Roads

Society for Human Resource Management

Southeast Festival and Events Association

Sports Turf Managers Association

Tennis Industry Association

United States Lifesaving Association

United States Professional Tennis Association



113

United States Tennis Association

Virginia Nursery and Landscape

Virginia Beach Child Advocacy Network

Virginia Festivals and Events Association

Virginia High School League

Virginia Society of Landscape Designers

Virginia Turf Council

VRPS Leadership Training Institute Board

Workforce Investment Board Youth Council

Young Audiences of Virginia

Youth Partnership of South Hampton Roads

The Department of Parks and Recreation has also hosted several Virginia Recreation and Park

Society annual conferences. The most recent one hosted by the department was in September 2006,

and was a tremendous success with the highest number of delegates attending a VRPS state

conference to date and the next opportunity for the department to host another VRPS state

conference will be in 2015. Department of Parks and Recreation staff has served or are presently

serving on a variety of committees and leadership roles within the NRPA and VRPS agencies.

Service by department staff includes presenting educational sessions at NRPA National Congress,

VRPS State Conference, VRPS Leadership Training Institute, NRPA Revenue School, LERN

International Conference, American Planning Association Conference, Alliance for Local

Government Innovation National Conference, North Carolina Park Ranger Institute, and the Mid-

East Therapeutic Recreation Symposium.

Self Review: MET

4.7 Volunteer Management:

Standard: There should be a volunteer management function within the agency, including a

comprehensive Volunteer Management Manual.

Evidence of Compliance: The volunteer management program of the Department of Parks and

Recreation is administered by the staff of the Human Resources Bureau in the Business Systems

Division in coordination with the City Office of Volunteer Resources that is located in the Office of

the City Manager. The City volunteer program is coordinated through a team of staff representatives

from every City department along with volunteer representatives. The Department of Parks and

Recreation Volunteer Manual outlines all procedures and guidelines regarding the utilization of

volunteers in the department. A copy of the department Volunteer Manual has been provided as an



The Department of Parks and Recreation utilizes volunteers in all operational areas of the department

and coordinates all volunteer activities with the City Office of Volunteer Resources staff regarding

the utilization of volunteers through recruitment, placement, training, recognition, and evaluation.



114

The Department of Parks and Recreation is one of the top user departments of volunteers in the City.

During fiscal year 2012-13, the department had a total of 10,438 volunteers who contributed 147,306

hours to the department with an estimated dollar value of $1,794,120.

Self Review: MET

4.7.1 Utilization of Volunteers:

Standard: Volunteers should be utilized by the agency in a variety of positions.

Evidence of Compliance: The Department of Parks and Recreation utilizes volunteers in a variety of

operational areas including, but not necessarily limited to, Out-of-School Time Programs; Adopt-A-

Programs; Athletics Programs; Parks and Recreation Commission; Clean Community Commission;

Bikeways and Trails Advisory Committee; Open Space Advisory Committee; Special Event

Programs; Environmental Programs; Aquatics Programs; Fitness Programs; Youth Activities

Programs; Administrative Support; Outdoor Programs; Parks Division Aides; Recreation Center

Programs and Therapeutic Recreation Programs. The department Volunteer Manual includes all

volunteer job descriptions, current volunteer opportunities, and staff contact information for

individuals who would like to volunteer. The manual is located in every department community

recreation center and City library throughout the City and is made available to the public upon

request. A copy of the department Volunteer Manual that includes the job descriptions of all

positions held by volunteers has been provided as an exhibit. (Refer to on site exhibit labeled

“Category 4, Exhibit 5 that is available in the department CAPRA reference library).

Self Review: MET

4.7.2 Recruitment, Selection, Orientation, Training, and Retention:

Standard: There should be an on-going function within the agency for the recruitment, selection,

orientation, training and retention of volunteers, including procedures on background screening.

Evidence of Compliance: The Department of Parks and Recreation Volunteer Resources Staff

Manual contains procedures for Department of Parks and Recreation staff to follow regarding the

recruitment, selection, orientation and recognition of volunteers. Section 5 of the manual provides

procedures for background screening. Volunteers 18 years and older must complete the Criminal

Record Information Request Form and submit finger prints to the Virginia Beach Police Department.

The Virginia Beach Department of Human Resources processes the background checks, reviews the

results and determines if the volunteer is eligible to be placed to the department. Volunteer athletic

league coaches are screened through Southern Security Consultants Incorporated. (Refer to on site


The Department of Parks and Recreation continually recruits volunteers through the quarterly

Department of Parks and Recreation Program Guide, local newspaper ads, the City Department of

Human Resources Volunteer Opportunities Listing, and department volunteer solicitation posters and



115

flyers. The Department of Parks and Recreation, Human Resources Bureau staff also recruits

volunteers through frequent job fairs and visits to local colleges. The department has a full-time staff

member responsible for volunteer resources coordination who ensures that all volunteers are directed

to the appropriate department facility site for placement. In addition, all department facilities and

program areas have a full-time staff member designated as a volunteer resources manager

responsible for the coordination of volunteer recruitment and placement for their respective facility

or program. All department volunteers are assigned to a department staff supervisor who is

responsible for providing an orientation and ensuring that all volunteers receive the training that is

required to perform their assigned duties.

The Department of Parks and Recreation Volunteer Job Description Manual lists all department

volunteer job descriptions, volunteer opportunities, and contact information. Copies of the manual

are located in every City community recreation center and all department administrative offices and

are made available to the public upon request. (Refer to on site exhibit labeled “Category #4, Exhibit

#5" that is available in the department CAPRA reference library).

The City Office of Volunteer Resources coordinates on-going inter-departmental staff committees

that are assigned to areas of volunteer recruitment, training, mentoring, evaluation, and recognition.

Committee members have also developed a City Volunteer Program Strategic Plan that is utilized by

all City departments to enhance their volunteer recruitment and retention strategies. (Refer to on site

exhibit labeled “Category #4, Exhibit #5" that is available in the department CAPRA reference

library).

Self Review: MET

4.7.3 Supervision and Evaluation:

Standard: Agency volunteers should be monitored, should receive supervisory visits and

conferences, and be evaluated regarding performance.

Evidence of Compliance: All Department of Parks and Recreation volunteers are closely monitored

and supervised by their respective site volunteer supervisor who is responsible for mentoring all

assigned volunteers in the performance of their duties. Frequent communication is encouraged to

ensure that department staff and volunteers work cohesively together and all volunteers are

encouraged to complete an evaluation of their volunteer experience to assist department staff with

maintaining meaningful volunteer experiences. The department strives for a volunteer experience

that is mutually beneficial to the volunteer and to the department. The Department of Parks and

Recreation Volunteer Resources Staff Manual provides a recommended form to utilize for volunteer

performance evaluations. Copies of completed volunteer performance evaluations have been

provided as exhibits. (Refer to on site exhibit labeled “Category 4, Exhibit 1" that is available in the


Self Review: MET



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4.7.4 Recognition:

Standard: There should be a function within the agency for the recognition for volunteers.

Evidence of Compliance: All Department of Parks and Recreation volunteer supervisors are

responsible for recognizing volunteers and reporting recognition efforts to the City Office of

Volunteer Resources. The Department of Parks and Recreation recognizes volunteers with letters of

appreciation, volunteer pins and certificates, appreciation gifts, and awards ceremonies, and an

annual department volunteer recognition breakfast that is typically held by the department during

National Volunteer Recognition Week the last week of April. Long tenured Department of Parks and

Recognition volunteers who have 500, 1,000 or more volunteer hours with the department also

receive a personal special recognition letter from the City Mayor thanking each volunteer for their

volunteer service to the department. Department of Parks and Recreation staff who are assigned the

responsibility of serving as volunteer resources managers for their facility site meet regularly to

develop volunteer recognition strategies and to plan recognition events. Volunteer appreciation gifts

and recognition ceremonies are funded by the Department of Parks and Recreation and the City

Office of Volunteer Resources that will reimburse all City departments up to $10 per volunteer

annually for volunteer recognition events. Information from the City Office of Volunteer Resources

Manual regarding volunteer recognition strategies and techniques has been provided as an exhibit.

(Refer to on site exhibit labeled “Category #4, Exhibit #1" that is available in the department


Self Review: MET

4.7.5 Liability Coverage:

Standard: Agency volunteers should be covered for negligence liability by the agency.

Evidence of Compliance: All Department of Parks and Recreation volunteers are provided primary

negligence liability insurance coverage, primary automobile liability insurance coverage, and medical

insurance benefits coverage by the City insurance program that is administered by the City

Department of Finance, Risk Management Division. Primary negligence liability insurance coverage

applies to all civil claims that may be made against volunteers while performing official duties on

behalf of the department while the volunteers are operating under the supervision and direction of

department staff. Primary automobile liability insurance coverage applies to all claims while

operating a City owned vehicle while conducting official City business for the department. Eligibility

for City automobile liability coverage is subject to volunteers completing the City defensive driving

course that is conducted regularly by the City Department of Human Resources, Safety Division staff

and is also subject to volunteers complying with all provisions of City policies regarding the

operation of motor vehicles. All department volunteers who do not have other primary health

insurance are also provided limited medical benefits by the City insurance program should they be

injured while performing official duties on behalf of the department. This insurance would provide



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up to $10,000 in medical benefits and up to $20,000 in death or dismemberment benefits.

Information from the City Office of Volunteer Resources Manual regarding the primary negligence

liability insurance coverage, the primary automobile liability insurance coverage, and the medical

insurance benefits coverage that is provided by the City insurance program to all Department of

Parks and Recreation volunteers has been provided as an exhibit. (Refer to on site exhibit labeled


Self Review: MET

4.8 Consultants and Contract Employees:

Standard: The agency should have policies and procedures regarding the use of consultants and

contract employees.

Evidence of Compliance: The utilization of consultants and contract staff by the Department of

Parks and Recreation is governed by the provisions of City Administrative Directive #AD 4.08

(Purchasing and Payment Requirements) City Administrative Directive #AD 4.12 (Sustainable

Procurements), and City Administrative Directive #AD 6.09 (Virginia Department of Minority

Businesses Enterprises (DMBE) Certified Small Businesses, Including Woman and Minority-Owned

Businesses, Enhancement Program Small Purchase Procedures) that were executed by the City

Manager and by the provisions of the City Purchasing Manual that was executed and is administered

by the City Department of Finance, Purchasing Division. A copy of each administrative directive and

a copy of the City purchasing manual have been provided as exhibits. (Refer to on site exhibit

labeled “Category 4, Exhibit 1” that is available in the department reference library).

The Department of Finance, Purchasing Division maintains professional services contracts with local

private firms to provide temporary staff services to all City departments, including the Department of

Parks and Recreation as operationally needed. Currently, administrative support, urban planning and

landscape architecture services are available through a City professional services contract with the

firm of Abacus Temporary Services. An architectural and engineering consultant annual service

contract has also been awarded by the City. Both contracts are administered by the City Purchasing

Division staff. Consulting firms are contracted by the Department of Parks and Recreation and other

City operational departments as required for capital project design and other professional services.

All consultant services are awarded through a competitive Request for Qualifications (RFQ) bid

process or a competitive Request for Proposals (RFP) bid process that is administered by the City

Purchasing Division staff in accordance with the provisions of the City Purchasing Manual.

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5.0 Financial Management

5.1 Fiscal Policy:

Standard: Fiscal policies setting guidelines for management and control of revenues,

expenditures, and investment of funds shall be set forth clearly in writing, and the legal authority

must be clearly established.

Evidence of Compliance: The City of Virginia Beach, City Council established the legal authority

for the management and control of all City revenues, expenditures, and investment of funds by

adopting provisions to the City Code that established the Department of Finance and the executive

positions of the Director of Finance, City Treasurer, and Commissioner of Revenue as well as

provisions of the City Code requiring an annual audit of all City finances as follows:

The scope of authority of the Department of Finance is specified in the provisions of City Code

Section #8.01 as follows:

“The department of finance shall consist of a director of finance, a comptroller or

accounting officer, the city treasurer and the commissioner of revenue and their

respective offices; insofar as inclusion of these offices is not inconsistent with the

Constitution and general laws of the Commonwealth of Virginia, and such other

officers and employees organized into such bureaus, divisions and other units as may

be provided by the council or by the orders of the director consistent therewith.”

(Refer to on site exhibit labeled “Category 5, Exhibit 1" that is available in the


The scope of authority of the executive position of the Director of Finance is specified in the

provisions of City Code Section #8.02 as follows:

“The head of the department of finance shall be the director of finance...skilled in

municipal accounting and financial control. He shall have charge of the financial

affairs of the city, including such powers and duties as may be assigned by the

council not inconsistent with the Constitution and general laws of the

Commonwealth of Virginia.” (Refer to on site exhibit labeled “Category 5, Exhibit 1"


The scope of authority of the executive position of City Treasurer is specified in the provisions of

City Code Section #8.03 as follows:

“The city treasurer shall be the custodian of all public monies of the city and shall

have such powers and duties as are provided by general law. He shall perform such

other duties as may be assigned by the director of finance or the council not

inconsistent with the laws of the commonwealth.” (Refer to on site exhibit labeled




119

The scope of authority of the executive position of Commissioner of Revenue is specified in the

provisions of City Code Section #8.04 as follows:

“The commissioner of revenue shall perform such duties not inconsistent with the

laws of the commonwealth in relation to the assessment of property and licenses as

may be assigned by the director of finance or the council.” (Refer to on site exhibit


library).

As specified in the City Code, it is the responsibility of these executive positions to establish

appropriate fiscal policies for the City within their defined scope of authority. The Director of Parks

and Recreation, along with all other City department Directors, is required to establish department

administrative procedures that ensure compliance to all fiscal City Code provisions and City fiscal

policies and procedures established by these executive positions. Each department Director is to

verify that there are established internal departmental fiscal controls in their department to ensure

effective stewardship of all public funds. (Refer to on site exhibit labeled “Category 5, Exhibit 1"


To ensure the continued effective management and control of all City revenues, expenditures, and

investment of funds, provisions of the City Code that are specified in Section #8.06 require an annual

audit of City finances as follows:

“The council shall cause to be made an independent audit of the city's finances at the

end of each fiscal year by the auditor of public accounts of the commonwealth or by a

firm of independent certified public accountants to be selected by the council. One

copy of the report of such audit shall be always available for public inspection in the

office of the city clerk during regular business hours.” (Refer to on site exhibit


library).

Self Review: MET

5.1.1 Fees and Charges:

Standard: There shall be an established policy on the type of services for what fees and charges

may be instituted and the basis for establishing the amount of such fees and charges.

Evidence of Compliance: The Department of Parks and Recreation policy regarding fees and

charges, the basis for the establishment of such fees, and the forms to calculate the cost and

suggested pricing of department provided programs and services, is contained in the Department of

Parks and Recreation Revenue and Pricing Policy and Procedure. (Refer to on site exhibit labeled




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The provisions of the Revenue and Pricing Policy and Procedure outline how the Department of

Parks and Recreation efficiently manages its resources in order to provide the community with

equitable opportunities for diverse services as identified by community priorities. With this in mind,

the department attempts to balance the cost-to-benefit ratio by providing certain basic facilities and

services without a fee. Extended or specialized facilities and programs are provided through fees to

recover all or part of the related costs.

Conversely, patrons who reside outside the City of Virginia Beach who do not contribute financial

support to the City of Virginia Beach parks and recreation efforts via taxes and those patrons who

propose to use public recreation facilities for proprietary gains may incur fees and charges higher

than the local taxpayer.

A sound and consistent policy provides the framework for the operation and management of

revenues and pricing to balance the demand for services with available resources. Pricing is

necessary to complement tax revenues in order to provide and sustain quality parks and recreation

experiences.

The Department of Parks and Recreation operates from eight separate fiscal funds. These funds are:

the Parks and Recreation Special Revenue Fund; the City’s General Fund; the Open Space Special

Revenue Fund; the Parks and Recreation Gift Fund; the Tourism Growth Investment Fund; the Town

Center Special Tax District Fund; the School Landscaping Internal Service Fund; and the City

Beautification Fund.

The Department of Parks and Recreation generates a significant portion of its operating budget

through self-supported fees and charges. Additionally, the department receives funding from

dedicated real estate tax revenues, from dedicated meals tax revenues, from non-dedicated general

appropriations, and from cash donations. The Parks and Recreation Special Revenue Fund is funded

42% through fees and charges, 43% through dedicated tax revenues, and 15% from non-dedicated

general appropriations. The Open Space Fund, Tourism Growth Investment Fund, and Town Center

Special Tax District Fund are funded 100% from dedicated tax revenues. The Gift Fund is funded

100% by private cash donations in support of department sponsored programs and services. The

School Landscaping Internal Service Fund is a transfer from the City Schools Division to fund

operational support at school sites that is provided by the Department of Parks and Recreation,

Landscape Management Division. The City Beautification Fund is 100% funded through private and

corporate donations that fund landscape beautification projects throughout the City.

Self Review: MET

5.1.2 Acceptance of Gifts and Donations:

Standard: The agency should have an established policy for the acceptance of gifts and

donations.

Evidence of Compliance: The acceptance of gifts and donations by the Department of Parks and



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Recreation is governed by the provisions of Administrative Directive AD 1.18 (Donations and Gifts

to the City) that was executed by the City Manager. The Administrative Directive specifies the

purpose and need for the policy, administrative procedures, and the responsibility and authority

granted to department Directors, the City Manager and the City Council. Generally, acceptance of

gifts and donations by a department Director is authorized when the gift or donation has an estimated

value under $5,000. Acceptance of gifts and donations by the City Manager is required when the gift

or donation has an estimated value between $5,000 and $25,000. Acceptance of gifts and donations

by the City Council is required when the gift or donation has an estimated value over $25,000. A

copy of the administrative directive has been provided as an exhibit. (Refer to on site exhibit labeled


4.0 Responsibility and Authority: In accordance with §15.2-1108 of the Code of Virginia, the City Council is

responsible for approving the acceptance of all donations to City agencies,

departments or programs. The City Council, at their discretion, may delegate that

responsibility. The authority to accept gifts is assigned as follows:

1. Acceptance by the City Council is required when the gift or donation meets any

one of the following criteria:

Has an estimated value over $25,000; or Involves the naming of properties, programs o r facilities; Consists of stock, securities, or real property; or

Creates a new program or long-term obligation by the City.

2. Acceptance by the City Manager or his designee is required when the gift or

donation meets any one of the following criteria:

Has an estimated value between $5,000 and $25,000; or Involves vehicles or construction of improvements to facilities maintained in

the City's capital assets inventory; or Requires an obligation on the part of the City to provide for expenditures

for which there is no established funding source.

3. Acceptance by the department Director is allowed when the gift or donation

meets all of the following criteria:

Has an estimated value under $5,000; does not involve a new program; and

Does not require maintenance for which the department will need additional

resources. The City Manager or a d epartment Director is authorized to accept cash donations in

accordance with the guidelines outlined above. However, City Council must appropriate

any new funding prior to incurring expenditures.

Self Review: MET



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5.1.3 Governmental Grants:

Standard: Where feasible and appropriate, regional, state and federal grants should be used

to supplement agency funding through an established procedure to research, coordinate and

implement grants.

Evidence of Compliance: The procedure utilized by the Department of Parks and Recreation to

research, coordinate, and implement regional, state, and federal government grants is governed by

the provisions of City Administrative Directive AD 1.05 (Grant Management) that was executed by

the City Manager. The Department of Parks and Recreation considers these funding options to be

important supplemental revenue sources that can greatly assist the department with providing quality

programs and services, acquiring recreational and open space preservation lands, and the design and

construction of capital construction and renovation projects. A copy of the City administrative

directive has been provided as an exhibit. (Refer to on site exhibit labeled “Category 5, Exhibit 1"


The Department of Parks and Recreation solicits funding assistance from regional, state, and federal

government grants for department capital construction and renovation projects and for recreational

programs and services that are provided by the department whenever possible. Governmental grants

that have been received by the department during the past five years have included but are not


A $1,000,000 grant from the United States Fish and Wildlife Service to partially fund the cost of

the purchase of the 108 acre Pleasure House Point Natural Area property located on the

Lynnhaven River to preserve the tidal marsh, sandy shores, and maritime forest features of the

property as open space.

A $825,000 grant from the United States Department of Energy to fund the installation of new

digital controls, hydronic valves, and related renovations on the HVAC systems at the 84,000

square foot Bayside, Great Neck, and Princess Anne recreation centers.

A $447,367 grant from the Virginia State Department of Transportation to partially fund the

construction cost of the department’s participation in the federal government sponsored Safe

Routes to School Program. The grant funding was dedicated to a department capital construction

project to increase the number of students walking or biking to school by constructing new bike

trails and sidewalks with safe street pedestrian crosswalks along routes to City elementary, junior

high, and high schools.

A $100,000 grant from the Virginia State Department of Conservation and Recreation to partially

fund the construction cost of a new trail in the new 98 acre Marshview Metro Park.

A summary of the $3,990,376 of governmental grants that has been received by the Department of

Parks and Recreation during the period of January 2009 thru December 2013 has been provided as an



Self Review: MET



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5.1.4 Private, Corporate, and Non-Profit Support:

Standard: Where feasible and appropriate, private, corporate, and non-profit support should be

used to supplement agency funding through an established procedure to research, coordinate and

implement alternative funding

Evidence of Compliance: The procedures utilized by the Department of Parks and Recreation to

research, solicit, coordinate, and implement private, corporate and non-profit financial support is

governed by the provisions of City Administrative Directive AD 1.05 (Grant Management), City

Administrative Directive AD 1.18 (Donations and Gifts to the City) and City Administrative

Directive AD 1.13 (Guidelines for Municipal Sponsorship Opportunities) that were executed by the

City Manager. Similar to governmental grants, the Department of Parks and Recreation considers

these funding options to be important supplemental revenue sources that can greatly assist the

department with providing quality programs and services, acquiring recreational and open space

preservation lands, and the design and construction of capital construction and renovation projects.

Copies of the three City administrative directives have been provided as exhibits. (Refer to on site


In 2004, the Department of Parks and Recreation facilitated the establishment of the Virginia Beach

Parks and Recreation Foundation as a 501C-3 non-profit organization to solicit and coordinate tax

deductible financial contributions to the department. The foundation is managed by an executive

Board comprised of City business leaders and citizens interested in the advancement and

enhancement of the Department of Parks and Recreation. The foundation has several very successful

fundraising programs including an annual golf tournament that is held at the Red Wing Lake

Municipal Golf Course, a program to recycle ink cartridges and cell phones, and a Bench Buddies

Program and Tree Buddies Program where an individual can purchase a bench or tree to be placed in

a City park as a remembrance to a family member. As a result of the success of these fundraising

programs, the foundation has made generous monetary contributions to the department including the

purchase of a playground for the Kempsville Community Recreation Center Preschool Program, the

purchase of Automated External Defibrillators to be installed in various City parks, the purchase of

beach wheelchairs for the department therapeutic recreation programs, the purchase of a stair climber

for the Kempsville Community Recreation Center weight room, and the funding of scholarships for

low income youth to participate in department programs. A copy of the Articles of Incorporation for

the Virginia Beach Parks and Recreation Foundation has been provided as an exhibit. (Refer to on

site exhibit labeled “Category 5, Exhibit 1” that is available in the department CAPRA reference

library).

In addition, the Department of Parks and Recreation has partnered with numerous private, corporate,

and non-profit organizations during the past five years to provide supplemental financial support to

the department to fund enhanced department programs and services, the acquisition of recreational

land, and to construct or replace department facilities. Financial contributions have included but are

not limited to the following:

A combined donation of $2,000,000 from the Virginia Gentlemen Foundation, The Amerigroup



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Foundation, Sentara Healthcare, Optima Health, and Town Bank to assist with the cost of

construction of Grommet Island Park Playground, a 100% ADA accessible 15,000 square foot

playground on the oceanfront that was completely funded by corporate and non-profit donations

and donations from more than 9,000 individuals.

A $500,000 donation from Dominion Resources, the local utility company, to partially fund

the cost of the purchase of the 108 acre Pleasure House Point Natural Area property located

on the Lynnhaven River to preserve the tidal marsh, sandy shores, and maritime forest

features of the property as open space.

A combined donation of $122,000 from a partnership with the From One Hand to Another non-

profit organization, Enoch Baptist Church, New Jerusalem Church of God in Christ, and the

United States Department of Agriculture for the Department of Parks and Recreation to provide a

summer program for students from low income families to improve student academic

achievement while participating in summer enrichment activity programs.

A combined donation of $67,651 from individuals through the Virginia Beach Parks and

Recreation Foundation to purchase 77 benches and 72 trees that have been installed throughout

the City park system.

A summary of the $2,864,414 of private, corporate, and non-profit grants, donations, partnerships

and other financial support that has been received by the Department of Parks and Recreation during

the period of January 2009 thru December 2013 has been provided as an exhibit. (Refer to on site


Self Review: MET

5.2 Fiscal Management Procedures:

Standard: There shall be established procedures for the fiscal management of the agency.

Evidence of Compliance: The established procedures regarding the fiscal management of the

Department of Parks and Recreation are governed by the provisions of Chapter 5 (Budget, Etc.) of

the City of Virginia Beach Code that was executed by the City Council and Administrative Directive

AD 7.01 (Resource Administration Directive) that was executed by the City Manager.

Chapter 5 (Budget, Etc.) of the City of Virginia Beach Code was established by the City Council in

order to codify the procedures to be followed by the City Council, the City Manager and department

Directors regarding: 1) the requirements for the determination of the time period for the City annual

operating budget and capital improvement program budget; 2) the procedures to be followed by

department Directors and the City Manager to prepare and submit the City annual operating budget

and capital improvement program budget to the City Council; 3) the procedures to be followed by

the City Council to hold annual budget review workshops and public hearings; and 4) the procedures

to be followed by the City Council to adopt a financially balanced City annual operating budget and

capital improvement program budget. A copy of Chapter 5 of the Virginia Beach City Code has been





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Administrative Directive AD 7.01 (Resource Administration Directive) was established by the City

Manager in order to: 1) maintain the requirements of the City Charter, the City Code, the Annual

Operating Budget Appropriation Ordinance, and the Capital Improvement Program Appropriation

Ordinance; 2) ensure the financial integrity of the City through the establishment of policies which

provide that the appropriation authority granted by the annual operating budget and the Capital

Improvement Program appropriation ordinances is not exceeded by any department without prior

approval of City Council; 3) provide a framework for responsible expenditure decisions; and 4)

maximize the flexibility and accountability of department Directors in responding to the demands of

their department missions and in fulfilling their program objectives while adhering to legal and

administrative policies. A copy of the administrative directive has been provided as an exhibit.


reference library).

In accordance with the provisions of Administrative Directive AD 7.01, the Department of Parks and

Recreation Director and senior management staff have established procedures to regularly analyze

and evaluate all department operating budget and Capital Improvement Program budget revenues

and expenditures during the course of each July 1 through June 30 fiscal year. Because the

Department of Parks and Recreation operates from eight separate fiscal funds with 42% of total

revenues generated through self-supported fees and charges, 43% through dedicated tax revenues,

and 15% from non-dedicated general appropriations, maintaining strict management controls of all

financial revenues and expenditures in the department is an operational necessity.

To ensure that strict management controls of the financial status of the Department of Parks and

Recreation is effectively maintained, during the first six months of each fiscal year, all budget unit

managers are required to submit a first quarter and second quarter reconciliation financial report for

their budget unit to the Business Systems Division staff for analysis and evaluation. In addition,

during the last six months of each fiscal year, all budget unit managers are required to submit

monthly reconciliation financial reports for their budget unit to the Business Systems Division staff

for analysis and evaluation. The reconciliation reports include budgeted, year to date, and projected

end of year revenues and expenditures. The Business Systems Division staff prepares cumulative

financial reports and projections for the review of the department Director on a quarterly basis and an

end of the fiscal year report that analyses trends and cost recovery rates. Copies of reconciliation

financial reports for the department operating budget and capital project tracking reports for the

department Capital Improvement Program have been provided as exhibits. (Refer to on site exhibit


Self Review: MET

5.2.1 Authority and Responsibility for Financial Management:

Standard: The agency's chief administrator should be designated as having the authority and

responsibility for the fiscal management of the agency.

Evidence of Compliance: The authority and responsibility of the Director of Parks and Recreation



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regarding the fiscal management of the Department of Parks and Recreation is governed by the

provisions of Section #24-3 of the Virginia Beach City Code that was executed by the City Council

and Section #4.0 of City Administrative Directive AD 7.01 (Resource Administration Directive) that

was executed by the City Manager. Section #24-3 of the City Code designates the Director of Parks

and Recreation as having the authority for the fiscal management of the department as follows:

Section 24-3 (a): ...the director of parks and recreation is hereby authorized to (i)

establish reasonable fees, and (ii) adopt and enforce reasonable policies, procedures,

rules and regulations, pertaining to the use of city parks, recreation facilities, and

parks and recreation equipment, subject to the approval of the city manager. (Refer to

on site exhibit labeled “Category 5, Exhibit 1" that is available in the department


Administrative Directive AD 7.01 (Resource Administration Directive) was established by the

City Manager to ensure the financial integrity of the City through the establishment of policies

which provide that the appropriation authority granted by the annual operating budget and the

Capital Improvement Program appropriation ordinances is not exceeded, without prior approval

of the City Council. Section #4.0 (Responsibility and Authority) of the administrative directive

specifies the fiscal responsibilities and authority granted to the Director of Parks and Recreation

and other department Directors as follows:

4.0 Responsibility and Authority:

Department Directors have a responsibility to ensure that:

a. The expenditures and encumbrances do not expand, enhance or create

programs which will be an on-going commitment or will create a future

liability of the City beyond the current fiscal year without the approval of the

City Manager and City Council.

b. The appropriation units remain balanced so that the aggregate total of

expenditures and encumbrances does not exceed the aggregate total of the

adjusted appropriations in each appropriation unit.

c. The estimated revenues which support each program are or will be realized

by the City and that Special Revenue and Enterprise Funds do not expend

more than the realized revenues.

d. The balance of each appropriation unit is maintained within each fund.

Should an appropriation unit contain appropriations from different funds, the

balance of each fund must be maintained separately and exclusively from the

other funds within the appropriation unit.

e. The expenditures and encumbrances conform to City Council policies and

other expenditure restrictions. Department Directors should be aware of

unique policies or restrictions relating to their own programs.

f. Departments conform to the policies and procedures of the City’s Grant



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Management Process as described in Administrative Directive AD 1.05.

g. The total expenditures for Personnel Services, Capital Purchases, and Land

Structures and Improvements do not exceed appropriations for those

accounts.

h. The aggregate total of expenditures and encumbrances for non-controlled

accounts does not exceed the aggregate total appropriated for those accounts

for the appropriation unit.

(Refer to on site exhibit labeled “Category 5, Exhibit 1" that is available in the department


Self Review: MET

5.2.2 Purchasing Procedures:

Standard: Agencies should have established procedures for the requisition and purchase of

agency equipment, supplies and services.

Evidence of Compliance: Written policies and procedures regarding the requisition, bidding, and

purchase of all Department of Parks and Recreation equipment and supplies are governed by the

provisions of the City of Virginia Beach, Purchasing Manual that is administered by the City

Department of Finance/Purchasing Division staff and City Administrative Directive AD 4.08

(Purchasing and Payment Requirements) and City Administrative Directive #6.09 (DMBE-Certified

Small Businesses, Including Woman and Minority-Owned Businesses, Enhancement Program Small

Purchase Procedures) that were executed by the City Manager. (Refer to on site exhibit labeled


The City of Virginia Beach, Purchasing Manual is a comprehensive guide for all City agencies

regarding City procurement laws, policies, and procedures. The manual is intended to assist City

agencies in the procurement of quality goods and services at the lowest possible cost while

promoting maximum competition and complying with all City and State legal and budgetary

requirements. The manual is divided into two primary sections: Procurement Guide for City

Agencies and Procurement Guide for Businesses. The Procurement Guide for City Agencies section

clearly defines the policies and procedures for procurement authority and delegated procurement

authority. The guide also defines specific procedures for the procurement of information technology

hardware and software as well as provides detailed information on the procurement cycle and the

five methods of procurement. The Department of Finance/Purchasing Division staff works with each

City department to determine the most appropriate method of procurement to utilize for the

requested item or service. The five established City methods of procurement are: 1) Small Purchases;

2) Competitive Sealed Bids; 3) Competitive Negotiations; 4) Sole Source; and 5) Emergency

Purchases. The required procedures to be followed for each of the five procurement methods are

quantified in the Procurement Guide for City Agencies section of the City Purchasing Manual.

Also included in the appendix of the City Purchasing Manual are several City Administrative



128

Directives that were executed by the City Manager. Administrative Directive AD 5.02 (Buy Recycled

Procurement Directive) demonstrates the City’s commitment to proactive procurement of products

with recycled content. Administrative Directive #6.01 (Asset Disposition) provides guidelines and

procedures for the centralized control of the disposition of excess, obsolete, salvageable, or

extensively damaged City assets. Administrative Directive AD 6.04 (Capital Improvement Projects

Construction Contracts, Change Orders and Formal Notification Policy) establishes a procedure

that will provide more timely and cost-effective preparation, solicitation, review and execution of all

construction contracts, construction change orders, and contractor formal notifications.

Administrative Directive AD 6.05 (Procurement of Architectural and Engineering Services)

provides an efficient and effective procedure for the procurement of architectural and engineering

services that complies with both City and State legal requirements.

In addition to the administrative directives concerning purchasing procedures that are contained in

the Purchasing Manual, there are two more administrative directives that were executed by the City

Manager that are separate from the manual. Administrative Directive AD 4.08 (Purchasing and

Payment Requirements) is the policy that provides fiscal control and accountability for all purchasing

and payment procedures. Administrative Directive AD 6.09 (DMBE-Certified Small Businesses,

Including Woman and Minority-Owned Businesses, Enhancement Program Small Purchase

Procedures) ensures that the City is committed to increasing the participation of small businesses,

woman, and minority owned businesses when conducting City business particularly when awarding

contracts and purchase orders.

Self Review: MET

5.2.2.1 Emergency Purchase Procedures:

Standard: There should be established procedures for emergency purchases within the agency.

Evidence of Compliance: Written procedures regarding the emergency purchase or rental of

Department of Parks and Recreation equipment are governed by the provisions of the City Code

Section #2-215.2 and the City of Virginia Beach, Purchasing Manual that is administered by the City

Department of Finance/Purchasing Division staff. The Purchasing Manual contains a section

regarding the Five Methods of Procurement and the fifth method of procurement is the established

City procedures regarding emergency purchases in accordance with the provisions of the City Code.

In the City Purchasing Manual, an “emergency” is defined as “a situation in which (1) an immediate

threat to the public health, safety, or welfare is involved or (2) immediate action is required to protect

or preserve public properties without delay.” In accordance with the provisions of the Purchasing

Manual and the City Code Section #2-215.2, the City Purchasing Agent is authorized to waive

normal purchasing procedures in order to acquire the necessary supplies or contractual services

regardless of the amount that are required in order for City staff to effectively respond to an

emergency condition. The provisions of the City Code also require that City departments submit a

written report to the Purchasing Agent that is signed by the department Director that details the

specifics of the emergency. (Refer to on site exhibit labeled “Category 5, Exhibit 1" that is available




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Self Review: MET

5.3 Accounting System:

Standard: The agency shall have a comprehensive accounting system.

Evidence of Compliance: The automated accounting system utilized by the Department of Parks

and Recreation is the InSITE financial database that is utilized by the City of Virginia Beach and City

of Virginia Beach, Public Schools. This decentralized electronic financial system database enhances

data collection, facilitates quick automated access to financial information, and allows Department of

Parks and Recreation staff to directly enter purchase requisitions, authorize invoice payments, and

track itemized encumbrances and expenditures. All financial transactions that originate in the

Department of Parks and Recreation are processed and approved by the City Department of Finance

staff and each transaction updates InSITE, the official accounting and general ledger system of the

City. All financial information that is contained within InSITE is considered public information that

is available to the City Council, City Manager, department Directors, financial institutions,

grantors, citizens, media representatives, and others upon request.

The City Comptroller has the authority to prescribe procedures and practices relating to the entry of

all financial transactions into the InSITE database. Department of Parks and Recreation staff is

responsible for ensuring that all applicable procedures relating to department financial transactions

are followed in order to ensure the timeliness, accuracy, and integrity of all departmental financial

accounts within the InSITE database. To ensure the integrity of all department financial accounts is

maintained at all times, all Department of Parks and Recreation staff that utilizes the InSITE

financial system must attend comprehensive training regarding the use of the system and the

accounting regulations that govern its use. An InSITE Training Manual that explains all aspects of

the system database including navigation, inquiry, reporting, and purchasing procedures has been



Self Review: MET

5.3.1 Financial Status Reports:

Standard: The agency should utilize monthly financial status reports.

Evidence of Compliance: The automated accounting system utilized by the Department of Parks

and Recreation is the City Virginia Beach InSITE financial database. The InSITE financial database

provides authorized department staff with daily on-line access to an extensive database of

department financial account information pertaining to both the department fiscal year operating

budget accounts and the department Capital Improvement Program project accounts. With the

InSITE automated financial database system, authorized department staff can easily generate

itemized daily, weekly, monthly, quarterly, or annual automated financial reports of operating budget

or capital project appropriations, encumbrances, expenditures, unencumbered balances and revenues



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at any time as required.

To ensure the financial status of the Department of Parks and Recreation is effectively monitored,

during the first six months of each fiscal year, all budget unit managers are required to submit a first

quarter and second quarter financial reconciliation report for their budget unit to their division

Administrator and the Business Systems Division staff for analysis and evaluation. During the last

six months of each fiscal year, all budget unit managers are required to submit monthly financial

reconciliation reports for their budget unit to their division Administrator and the Business Systems

Division staff for analysis and evaluation. The Business Systems Division staff also prepares

comprehensive quarterly and monthly reports for the department Special Revenue Fund where all

department revenues are deposited that operates like a business financial account and needs to be

monitored closely. Copies of various financial status reports utilized by the department have been



Self Review: MET

5.3.2 Position Authorization:

Standard: There should be established procedures for maintaining control over approved

positions in relation to budget authorizations.

Evidence of Compliance: By direction of the City Council, the position control system for the

Department of Parks and Recreation is administered by the City Department of Human Resources,

Staffing and Compensation Services Division staff utilizing the City WAVE position control hiring

system, the City InSite payroll system, and the City GovMax operating budget system. The InSite

payroll system is utilized by Department of Parks and Recreation staff to monitor the employment

status of all full-time permanent positions in the department that are authorized in the City operating

budget that is approved by the City Council each fiscal year.

All positions in the City InSite payroll system that are authorized for the Department of Parks and

Recreation are assigned a permanent alpha/numeric position control number that serves as a tracking

mechanism for all full-time department positions. The position control number is utilized in all three

aforementioned automated databases for the effective tracking of each position. The Department of

Parks and Recreation, Human Services Bureau staff also maintains position control for all full-time

and part-time positions in the department utilizing these automated systems and by preparing a

monthly vacancy report that tracks position vacancies including the status of each vacant position

that is in the hiring process. The Human Services Bureau staff also works closely with all department

managers to ensure the Department of Parks and Recreation does not exceed the total number of

annual fiscal year full-time budgeted position authorizations at any time. Copies of actual reports

from the City WAVE position control hiring system, the City InSite payroll system, the City GovMax

operating budget system, and the Department of Parks and Recreation monthly position vacancy

report have been provided as exhibits. (Refer to on site exhibit labeled “Category 5, Exhibit 1" that is




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Self Review: MET

5.3.3 Fiscal Control and Monitoring:

Standard: There should be established procedures used for collecting, safeguarding, and

disbursing funds.

Evidence of Compliance: Written procedures regarding the collection, safeguarding, and

disbursement of funds by the Department of Parks and Recreation are governed by the provisions of

Administrative Directive AD 7.01 (Resource Administration Directive), and Administrative

Directive AD 4.01 (Administration of Petty Cash and Change Funds) that were executed by the City

Manager, by the Department of Parks and Recreation Deposit Policy and Procedure, and by the

Department of Parks and Recreation Revenue and Pricing Policy and Procedure. Copies of these

documents have been provided as exhibits. (Refer to on site exhibit labeled “Category 5, Exhibit 1"


Administrative Directive AD 7.01 (Resource Administration Directive) was established to: 1)

Maintain the requirements of the City Charter, the City Code, the City Annual Operating Budget

Appropriation Ordinance, and the City Capital Improvement Program Appropriation Ordinance; 2)

Ensure the financial integrity of the City through the establishment of City policies which provide

that the appropriation authority granted by the City Annual Operating Budget and the City Capital

Improvement Program Appropriation Ordinances is not exceeded without prior approval of the City

Council; 3) Provide a framework for responsible expenditure decisions; and 4) Maximize the

flexibility and accountability of department Directors in responding to the demands of their

department mission and in fulfilling their program objectives while adhering to legal and

administrative policies. The City requires all financial expenditures and disbursements by the

Department of Parks and Recreation to be made through the City Department of Finance. The City

Treasurer is the official custodian of all public monies of the City with duties and responsibilities as

provided by the provisions of the Virginia State Code.

Administrative Directive AD 4.01 (Administration of Petty Cash and Change Funds) establishes

compliance procedures for all City departments regarding the authorization, establishment, and

maintenance of petty cash including appropriate uses, internal control procedures, and security

standards. The provisions of the directive requires the Department of Parks and Recreation to have a

designated custodian for each petty cash fund who is responsible for reconciling the fund on a regular

basis, maintaining required records regarding disbursements that have been made from the fund, and

replenishing the fund when necessary. The City Department of Finance is responsible for conducting

periodic, unannounced audits of petty cash funds and reconciling to the general ledger.

The Department of Parks and Recreation Deposit Policy and Procedure ensures that all department

staff complies with established written procedures to deposit collected revenues as endorsed by the

City Internal Auditor. The department utilizes the Point of Sale software module to record all

revenue transactions for the automated department CLASS registration system. All Department of



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Parks and Recreation deposit records are routinely reconciled to bank transaction records and the

records of the City Treasurer’s Office by the department Business Systems Division staff, the City

Department of Finance staff and the City Internal Auditor Staff.

The Department of Parks and Recreation Revenue and Pricing Policy and Procedure includes

provisions regarding the department program pricing philosophy and pricing tools as well as

provisions regarding the department refund policy and reduced pricing policy. The refund policy

establishes department refund guidelines and procedures that ensures consistent administration

throughout the department and is endorsed by the City Internal Auditor.

Self Review: MET

5.3.4 Independent Audit:

Standard: There shall be an independent audit of the agency's fiscal activities conducted

annually.

Evidence of Compliance: An independent citywide audit of the fiscal activities of all City

departments including the Department of Parks and Recreation is conducted annually by an

independent certified public accounting firm selected by the City Council and the results of this

auditing process is included in the City Comprehensive Annual Financial Report as governed by the

provisions of Section #8.06 (Annual Audit) of the City of Virginia Beach, City Code. A copy of the

City Code provisions has been provided as an exhibit. (Refer to on site exhibit labeled “Category 5,

Exhibit 1" that is available in the department CAPRA reference library). The City Code provisions

specify that an independent audit of all City fiscal year financial records be conducted annually at the

conclusion of each fiscal year as specified below:

“The council shall cause to be made an independent audit of the city’s finances at the

end of each fiscal year by the auditor of public accounts of the commonwealth or by a

firm of independent certified public accountants to be selected by the council. One

copy of the report of such audit shall be always available for public inspection in the

office of the city clerk during regular business hours.”

In addition, a supplemental internal audit of all fiscal activities of the Department of Parks and

Recreation is conducted annually by the City Auditor staff. The Office of the City Auditor is an

independent appraisal function, responsible for financial, attestation engagements and performance

audits of City programs, functions and activities. Other responsibilities include: oversight and

management of the City external audit contract; coordination of the City Fraud, Waste and Abuse

Prevention and Reporting Program; and technical advisory services. The mission of the Office of the

City Auditor is to promote financial accountability in all City operations by providing quality audit

services. (Refer to on site exhibit labeled “Category 5, Exhibit 1" that is available in the department


Self Review: MET



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5.4 Annual Budget:

Standard: There shall be an annual operating and capital improvements budget(s), including

both revenues and expenditures.

Evidence of Compliance: During the fall of each calendar year, the Department of Parks and

Recreation staff begin the process of developing a proposed department fiscal year Operating Budget

and proposed Capital Improvement Program Budget that begins on July 1st of each calendar year and

ends on June 30th of the following calendar year. The final proposed budgets must be submitted by

the Director of Parks and Recreation by early December of each calendar year to the City Manager

via the Department of Management Services for their analysis and recommendations to the City

Manager for his review and approval. The Operating Budget submission contains detailed revenue

and expense projections. The Capital Improvement Program Budget submission includes a brief

description of each capital project, a six year financing plan, and a project location map, if

applicable. The City Manager subsequently submits his proposed fiscal year Operating Budget and

proposed Capital Improvement Program Budget for the City and the City Schools Division to the

City Council by April 1st of each calendar year for the City Council’s review and approval. The City

Council is required by the Virginia State Code to approve the final operating budgets and Capital

Improvement Program budgets for both the City and City Schools Division no later than May 15th of

each calendar year. (Refer to on site exhibit labeled “Category 5, Exhibit 1" that is available in the


Self Review: MET

5.4.1 Budget Development Participation:

Standard: The heads of major agency components within the agency should participate in the

development of the agency's budget.

Evidence of Compliance: The preparation of the Department of Parks and Recreation fiscal year

Operating Budget and fiscal year Capital Improvement Program Budget involves considerable

involvement from all department management staff. All budget unit management staff in the

department receive a copy of the City Operating Budget Process Manual and Capital Improvement

Program Budget Process Manual that provide the policies, procedures, and time frames for the

preparation of both the proposed fiscal year Operating Budget and the proposed fiscal year Capital

Improvement Program Budget for the department. Budget unit managers in the department are

delegated by their respective division administrators with the responsibility of preparing a proposed

operating budget for their respective budget units and submitting the proposed budget to their

respective division administrator by a specified date for review and consideration. Any full-time or

part-time positions or any new proposed programs that cannot be funded within the assigned budget

unit appropriation amounts must be requested at the “above current” budget level and be thoroughly

justified for funding. Division administrators in the department are delegated by the Director of

Parks and Recreation with the responsibility of preparing a proposed operating budget, including a

ranking of above current items for their respective operational divisions and submitting their



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proposed budget to the Director by a specified date. A team comprised of the department division

Administrators and the department Director then reviews and ranks all of the requested above current

items in order to determine which requests will be recommended for funding. A final department

proposed Operating Budget and Capital Improvement Program Budget is then finalized and

submitted by the department Director to the City Manager and his staff for review and approval.


reference library).

Self Review: MET

5.4.2 Budget Recommendations:

Standard: Agency components should provide recommendations, based on operational and

activity analysis, for use in the development of the agency's budget.

Evidence of Compliance: Every year during the month of October, all Department of Parks and

Recreation budget unit managers are required to prepare a proposed operating budget for the

following July thru June fiscal year for their respective operational budget units that they manage

based on funding availability. During this process, all budget unit managers request continuing

appropriations for current services in their Service Level 2 budget submission and all proposed new

programs or services must be submitted in their Service Level 3 budget submission. All Service

Level 2 and Service Level 3 requests must be associated with a budget issue in the department

automated budget database and must include sufficient justification including total costs as well as

all related performance measures.

Following the submission of all proposed operating budgets by budget unit managers, each division

administrator works with their respective divisional management team to prioritize and rank all

budget unit appropriation requests in order to develop a final proposed operating budget for the

division that is submitted to the Director of Parks and Recreation for review and approval. The

department Director works closely with a department senior management team to rank all program

and service appropriation requests from all divisions in the department utilizing components of the

department Strategic plan as well as other City Council and departmental operational priorities. At

the conclusion of this extensive ranking process, a final proposed department operating budget is

developed by senior department management staff that is submitted by the Director of Parks and

Recreation to the City Manager along with an Operating Budget Letter of Transmittal that outlines

department programs and services that are priorities for funding during the next fiscal year. This

departmental ranking of budget issues is an important component of the proposed operating budget

for the department that is utilized by the City Manager to determine the appropriate level of funding

for the Department of Parks and Recreation each fiscal year. Copies of department program and

service appropriation request ranking documents as well as the Director of Parks and Recreation

Operating Budget Letter of Transmittal to the City Manager have been provided as exhibits. (Refer to

on site exhibit labeled “Category 5, Exhibit 1" that is available in the department CAPRA reference

library).



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Self Review: MET

5.5 Budget Control:

Standard: There should be procedures for budget control within the agency, including an

allotment system, accounting system, frequent reporting of revenues and expenditures, and

continuous management review.

Evidence of Compliance: Following approval by the City Council of the annual City operating

budget for the upcoming fiscal year, all budget unit managers of the Department of Parks and

Recreation have daily access to all financial accounts of the approved fiscal year budget for their

respective operational budget unit utilizing the City GovMax budget database. All department budget

unit managers also have daily on-line access to view the status of all revenue and expenditure

financial accounts in their respective budget unit utilizing the City InSite financial and payroll system

database. All department budget unit managers are required to closely monitor the status of all

financial accounts in their respective operational budget unit and to submit a quarterly financial

report to the department Business Systems Office Administrator that includes fiscal year-end revenue

and expenditure projections and explanations of any variances. The Business Systems Office staff is

subsequently responsible for reviewing and verifying all quarterly financial reports to ensure that all

department operational budget units do not overspend budget appropriations during the fiscal year.

The Business Systems Office staff is also required to prepare fiscal year quarterly department

financial status reports as well as a fiscal year annual cumulative department financial status report

that is submitted to the Director of Parks and Recreation. Copies of department quarterly and annual

fiscal year financial status reports have been provided as exhibits. (Refer to on site exhibit labeled


During the fiscal year, the Director of Parks and Recreation and division administrators have

regularly scheduled staff meetings to review the department revenue and expenditure status reports

that are prepared by the department Business Systems Office staff to ensure that both the department

operating budget and department Capital Improvement Program budget are effectively monitored

and managed in accordance with the provisions of Administrative Directive AD 7.01 (Resource

Administration Directive); Section #4.0.1 (Responsibility and Authority of Department Directors)

that was executed by the City Manager. A copy of the administrative directive has been provided as



Self Review: MET

5.5.1 Supplemental/Emergency Appropriations:

Standard: There should be established procedures for requesting supplemental or emergency

appropriations and fund transfers.

Evidence of Compliance: Written procedures regarding the request of supplemental or emergency



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appropriations and fund transfers by all City departments including the Department of Parks and

Recreation are governed by the provisions of Section #3.0, Section #4.0.2 and Section #4.0.3 of City

Administrative Directive AD 7.01 (Resource Administration Directive) that was executed by the City

manager. The provisions of the administrative directive that govern the request of supplemental or

emergency appropriations or fund transfers by the Department of Parks and Recreation are as

follows:

“The Department of Management Services is responsible for coordinating the City’s

Resource Management Plan and making recommendations to the City Manager. The

Department of Management Services shall act as the City Manager’s designee in the

approval of appropriation transfer requests.”

“Authorization is required from the City Manager or his designee to transfer

appropriations of up to $100,000 to or from controlled accounts, between

appropriation units, from reserves to contingencies accounts, or between capital

projects. Any modification to appropriations within controlled accounts will require

submission of a Transfer of Appropriations Form or a Redefinition of Funds Letter to

be approved by the Department of Management Services...The Department of

Management Services will notify the City Council in writing of approved transfers

from $25,000 to $100,000 on a monthly basis.”

“City Council approval is required for any transfer that 1) exceeds $100,000; 2)

significantly expands an existing program; 3) initiates a program that has not

previously been requested in the budget; 4) increases permanent positions; or 5)

appropriates new operating budget funds or a new capital project. All departments

must follow the City Council agenda process for appropriation transfer requests.”

A copy of City Administrative Directive AD 7.01 (Resource Administration Directive) has been

provided as an exhibit. (Refer to on site exhibit labeled “Category 5, Exhibit 1" that is available


Self Review: MET

5.5.2 Inventory and Fixed Assets Control:

Standard: There should be established procedures for inventory control of agency property,

equipment, and other assets.

Evidence of Compliance: Capital (Fixed) Assets must be shown in the City’s financial records as

required by the Governmental Accounting Standards Board (GASB). Established Procedures

regarding the inventory control of all property, equipment, and other assets for all City departments

including the Department of Parks and Recreation are governed by the provisions of Section #2-

214.1 of the City Code that was executed by the City Council and Administrative Directive #AD

6.01 (Asset Disposition) that was executed by the City Manager. A copy of the City Code provisions



137

and the administrative directive provisions have been provided as exhibits. (Refer to on site exhibit


The provisions of Section #2-214.1 of the City Code specify as follows:

(a) “The purchasing division of the department of finance shall be responsible for

the purchase or lease of all goods and the purchase of all services and

construction for all city departments and agencies exclusive of the city school

system. In addition, the division shall be responsible for the centralized control

and disposal of excess, obsolete and salvageable materials and equipment.”

(b) “No officer or employee of the city government has the authority to contract for

the procurement of materials, supplies, equipment or services except the city

purchasing agent or such employee as may be designated by the city manager or

city council.”

The provisions of Administrative Directive AD 6.01 specify as follows:

1.0 Purpose and Need:

“The City of Virginia Beach desires to protect City assets, to optimize its return-on-

investment in assets and to maximize assets useful life. The purpose of this directive

is to provide guidelines and procedures for the centralized control of the disposition

of excess, obsolete, salvageable, or extensively damaged City assets. The assets

covered by this directive include: 1) capital assets; 2) non-capital assets with salvage

value; and 3) non-capital assets without salvage value.”

2.0 Administrative Directive:

“Department Directors shall be responsible for the maintenance, care, custody, and

control of all City assets assigned to their budget units. Further, except as otherwise

set forth herein, written authorization from the Department of Finance, Purchasing

Division shall be obtained prior to the disposition of City assets.”

3.0 Responsibility and Authority:

Pursuant to Section 2-214.1, et seq., of the Code of the City of Virginia Beach, the

Purchasing Division shall be responsible for centralized control and disposal of

excess, obsolete and salvageable property of the City. The Purchasing Agent shall be

responsible for administration of this directive.”

Self Review: MET



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6.0 Programs and Services Management:

6.1 Recreation Programming Plan:

Standard: The agency shall utilize a recreation programming plan that includes both a long-

range plan covering 3-5 years or more that is periodically reviewed and a current-year

implementation plan.

Evidence of Compliance: The Department of Parks and Recreation offers a diverse scope of

recreational programs, activities, and facilities to the residents of the City. Department staff annually

performs a comprehensive assessment and planning process to ensure that the recreational needs and

desires of residents drive program delivery. Department management staff reviews short term and

long term recreational program goals in order to remain proactive and enable the organization to

remain strategic. Demographics, program evaluations, budgetary indicators, and performance

indicators are some of the numerous tools that are utilized by department staff to evaluate

programmatic success based on the department vision and mission, community priorities, and

guiding principles. Gaps in service are analyzed and addressed to ensure the delivery of inclusive and

universal programming where tiered levels of service exist for the benefit of all individuals. The

department Programming and Operations Division staff is responsible for developing the department

Recreation Program Plan that provides updated information and data, outlines the planning process,

and maps out the upcoming five years of recreational program and service initiatives. (Refer to on

site exhibit labeled “Category 6, Exhibit 1” [Recreation Program Plan] that is available in the

department CAPRA reference library). Components of the Department of Parks and Recreation,

Recreation Program Plan are as follows:

Introduction: Virginia Beach Parks & Recreation Vision and Mission; Community Priorities;

Guiding Principles; Revenue and Pricing Philosophy; & Matrixing Culture.

Demographics: Programming and Operations Structure; Finances; Staffing; & Community

Information.

Program Planning: Strategic Planning; Environmental Scanning; Universal Programming; Tiered

Levels of Service; Community Survey; & Community Outreach.

Program Evaluation: Performance Measures and Program Evaluation Tools.

Attachments: Strategic Work Groups; Tiered Levels of Service; Gap Assessment; Program

Planning Flowchart; Program Proposal Form; & FY2013-FY2017 Programs and Initiatives.

Self Review: MET

6.1.1 Program and Service Determinants:

Standard: The programs and services provided by the agency shall be based on the conceptual



139

foundations of play, recreation, and leisure; constituent interests and needs; community

opportunities; agency philosophy and goals; and experiences desirable for clientele.

Evidence of Compliance: The Department of Parks and Recreation determines the program and

services that will be provided based on: Agency Philosophy and Goals; Constituent Interests and

Needs; Community Opportunities; Conceptual Foundations of Play, Recreation, and Leisure; and

Experiences Desirable for Clientele. (Refer to on site exhibit labeled “Category 6, Exhibit 1”

[Program Determinants] that is available in the department CAPRA reference library).

Agency Philosophy and Goals:

The philosophy and goals of the Department of Park and Recreation are reflected in the department

vision and mission as follows:

Our Vision:

A balanced, sustainable and value-focused system of parks, recreation, and public spaces

that creates a sense of community.

Our Mission:

To deliver parks, recreation programs and public spaces that reflect the priorities of the

community

Support tiered levels of service that recognize the diverse needs of our community

Focus on sustainability of core programs, services and facilities through efficient and

effective business practices

The Department of Parks and Recreation, Programming and Operations Division utilizes the

department Recreation Program Plan to ensure that the programs and services that are offered are

developed, implemented and evaluated in a consistent manner. A copy of the plan has been provided


department CAPRA reference library). The Programming and Operations Division also utilizes the

department Revenue and Pricing Plan that provides a business minded approach to efficiently

manage resources in order to provide the community with equitable opportunities for diverse

services as identified by community priorities. This plan ensures that a tiered level of service is being

offered so all citizens benefit from a variety of department sponsored programs, services and

amenities. A copy of the plan has been provided as an exhibit. (Refer to on site exhibit labeled

“Category 6, Exhibit 1” [Revenue and Pricing Plan] that is available in the department CAPRA

reference library). The Programming and Operations Division develops and administers department

programs and services based on the department vision, mission, community priorities and a set of

guiding principles which include youth development, inclusion, sustainable business practices, and

exceptional customer service delivery. (Refer to on site exhibit labeled [Guiding Principles]


Universal Programming: A set of universal programming standards has been developed by the

Department of Parks and Recreation to ensure that all department programs are viable for all citizens

regardless of their abilities; to establish a naturally inclusive environment that accommodates those



140

with varying abilities; to encourage participation in department programs by a diverse population; to

support diverse learning styles; and to maximize the utilization of department resources while

minimizing operational costs. A program environment that is not established correctly can impede

citizen participation in the programs offered by the department. For example, the department has

established specialized techniques to be utilized to provide recreation center aquatic activities such as

learn to swim instruction for participants in the department before school and after school Out-of-

School Time Child Care Program that is managed by the department in all City elementary schools.

These guidelines center on consistency, structure, activity, choice, and shared investment in the

program. Department staff physically set the environment up, structure the program time, account for

all learning styles, and design program activities that are safe and fun that also meet program

objectives. (Refer to on site exhibit [Universal Programming Standards for the Out-of-School Time

Child Care Program and for the Aquatic Unit Programs] labeled “Category 6, Exhibit 1” that is

available in the CAPRA reference library).

Inclusion Support Services: Inclusion support services are provided by the Department of Parks and

Recreation to ensure that all citizens are provided opportunities to participate in department

sponsored programs in an inclusive environment and that adequate efforts are made by department

staff to accommodate all individuals with physical, mental, or emotional barriers. (Refer to on site

exhibit labeled “Category 6, Exhibit 1” [Inclusion Support Services Rack Card] that is available in

the CAPRA reference library).

Constituent Interests and Needs: The Department of Parks and Recreation utilizes surveys,

participant program evaluations, and citizen comments via social media to determine the recreational

facility, program, and services desires of the community. Residents are also able to provide feedback

and suggestions to department staff via the department web site [email protected]. Emails

received by the department on this web site are disseminated to appropriate department staff daily for

response. The information gained from these surveys and comments assist department staff with the

strategic planning process related to the development of future recreational facilities, the

management of the City Open Space Preservation Program, the management of the City Bikeways,

and Trails Plan, the management of the City Outdoors Plan, and the management of recreational

programs and services that are offered by the department.

In 2009, the Department of Parks and Recreation identified four community priorities that emerged

from the results of a citizen survey as well as information obtained through the development of a

new department strategic plan. The four community priorities were: 1) Community Access: A system

that supports community access based on physical, economic, and social factors. 2) The

Environment: Facilities and programs that enable citizens and visitors to be outdoors and enjoy the

environment; 3) Healthy Lifestyle: Facilities and programs that enable citizens and visitors to pursue

healthy and active lives; and 4) Stewardship: Citizens expect the City to maintain and improve

existing indoor and outdoor facilities. Since that time, this information has served as the framework

on which to base the development and administration of future parks and recreation projects,

programs, and services. (Refer to on site exhibit labeled “Category 6, Exhibit 1” [2010 Member

Survey; 2008 Department Strategic Plan; 2012 Community Interest and Opinion Survey; 2011 Adult

Member Purchasing Behavior Survey; Therapeutic Recreation Programs Participant Survey] that

mailto:[email protected]



141

are available in the department CAPRA reference library).

Community Opportunities: The Department of Parks and Recreation works with various City

agencies, boards, commissions, faith-based institutions, and citizen groups in an effort to identify and

serve the needs of the community. These partnerships enable the department to expand its impact

especially on low income target communities. Examples of these collaborative community

opportunity partnerships include but are not limited to the following:

Western Bayside Open Gym Program at Bayside Middle School: This program provides

recreational opportunities for youth and adults. This program is a community opportunity

partnership between Virginia Beach City Public Schools, the Department of Parks and

Recreation, and several Western Bayside community churches to open a local middle school

gymnasium on Friday nights from 6:00 p.m. – 10:00 p.m. and Saturday from 12:00 to 5:00 p.m.

for recreation opportunities. The program serves all citizens in the Western Bayside geographic

area of the City, a target community, and is managed by Department of Parks and Recreation

staff during the September thru June school year. Enoch Baptist Church members committed to

overseeing the program and working with other churches to provide volunteers as coaches and

mentors. The Department of Parks and Recreation funds the City staffing cost while the church

members provide facility supervision, the City Police Department provides security and the

Virginia Beach City Public Schools provide the program space and custodial services.

Western Bayside Community Arts Development Program: This program is conducted during the

aforementioned open gym program on Saturday afternoons. The target audience is youth ages 5-

18 and attracts more females to the open gym program. Activities include instruction in fitness,

dance, and visual arts with classes rotating weekly between fitness, dance, and visual arts.

Special events such as the Community Fitness Day are also conducted that are designed and

incorporated to introduce fun fitness programs to the target youth and adults who participate in

the program.

Western Bayside Community & Twin Canal Community Outdoor Camp Program: This program

provides outreach camp programs through the coordination of the Western Bayside Community

and Twin Canal Community Teen groups. This program exposes target community teens to

different types of outdoor recreational opportunities and environmental careers thru meeting

professionals in the field. The camp is coordinated through a Department of Parks and

Recreation, Youth Opportunities Office grant. Agencies that partner with the department for this

program include the Virginia State Department of Game and Inland Fisheries, the Federal Back

Bay National Wildlife Refuge, Virginia State Department of Parks, and the non-profit Lynnhaven

River NOW organization.

The Department of Parks and Recreation, Youth Opportunities Office staff works in association with

numerous City and community groups to address issues related to improving the quality of life for

City youth. Programs such as the Mayor’s Youth Leaders in Action Program and the Project Green

Teens Program are examples of this initiative as follows:



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The City of Virginia Beach Mayor’s Youth Leaders in Action Program (MYLA): The MYLA

Program is comprised of thirty (30) socially, economically and ethnically diverse middle and

high school youth from across the City. The group was established with the belief that young

people, if given the opportunity, could be meaningfully and successfully involved in making and

impacting decisions that affect their lives. The group works to build leadership skills, network

with similar youth organizations, and give back to their community through volunteering and

service projects. The MYLA Program provides opportunities for youth to develop their

leadership and decision-making skills by creating, organizing, participating, and implementing

youth led meetings and projects. They educate both youth and adults on building effective teams

and positive partnerships. Overall, the youth are provided with the opportunity to influence youth

related public policies by serving on adult committees. Currently, MYLA Program members

serve on the Virginia Beach Parks and Recreation Commission and the Youth Opportunities

Team. The MYLA Program was founded with the purpose of training youth to be involved in

programs and issues that affect their lives. They continue to validate this theory. During the

eleven years that the MYLA Program has existed, program participants have become a powerful

youth leadership group within the City. They are helping to educate and energize both youth and

adults throughout the City regarding youth related issues. The MYLA Program is linked to a

broader vision of a community where City youth are active participants with adults in the

decision making process. Essentially, through leadership training and community service and

civic involvement, the MYLA Program group is preparing itself to assist in creating positive

changes in their community.

Project Green Teens Program: The Project Green Teens Program is a volunteer group of

teens that strive to improve the environment and the mindset of the City community. These

“green teen” leaders find and complete projects that make a difference in our parks,

neighborhoods, and schools while earning community service hours. Program meetings are held

monthly with projects identified by the team.

Conceptual Foundations of Play, Recreation, and Leisure: The following programs that are

provided by the Department of Parks and Recreation are examples of programs that have been

developed by department staff based on the conceptual foundations of play, recreation, and leisure:

Out-of-School Time Program: The Department of Parks and Recreation, Out of School Time

Program that is offered in all City elementary schools is committed to providing affordable,

accessible, and high quality youth development programs for children ages 3-15 years. Play is

not only healthy for youth but research shows it is imperative for reaching essential social,

emotional, physical, and cognitive developmental milestones. Play also assists children with

managing stress and developing resiliency and is the foundation of all youth programs that are

sponsored by the department. The foundations of play, recreation, and leisure are woven through

department youth programming in a variety of ways. Children are offered a variety of daily

recreational opportunities while they participant in the Out-of-School Time Program in their

elementary school and they can participate in active games, art activities, sports, music, and

drama activities. In addition to providing quality recreation opportunities, the Department of

Parks and Recreation has adopted the Search Institutes 40 Developmental Assets framework that

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provides high quality experiences and relationships that young people need to thrive. This

positive youth development approach takes a more holistic view of youth and the power of

programs to ensure access to an interrelated range of experiences, relationships, and skills that all

youth need to grow up healthy. The Developmental Asset approach intentionally focuses on

raising competent and caring young people by supporting both external and internal assets.

Early Childhood Program: As evidence to the commitment of the Department of Parks and

Recreation to support child development through play and positive asset development, the

department has expanded the early childhood program and improved the quality of program

environments based on the Early Childhood Environment Rating Scale (ECERS-R). The early

childhood program is designed to offer self-directed, open play opportunities to children for

substantial portions of the day. Program environments at each program site are designed with a

variety of interest stations that relate to play, art, science, nature, language, reasoning, and math.

In addition, outside play is offered for specified periods and with a variety of equipment. This

environment scale is the primary source utilized when designing early childhood program

environments and is research based on producing positive play experiences for children. The

Classroom Assessment Scoring System (CLASS) tool is utilized by department staff to evaluate

the effectiveness of each early childhood program site and to assess the effectiveness of

interactions among program teachers and children. Positive daily interactions promote the social

and cognitive development of all program participants. Students thrive when teachers create a

nurturing, well managed setting and provide frequent and engaging opportunities to learn. (Refer

to onsite exhibit labeled “Category 6, Exhibit 1” [Early Childhood Program Parent Handbook]

that is available in the Department CAPRA reference library).

New Williams Farm Recreation Center Aquatics Program: Aquatic facility design trends

throughout the country have reflected a major shift in facility amenities and aquatic experiences.

The construction of the new 70,000/sf Williams Farm Community Recreation Center facility is

the first endeavor by the department to respond to those trends. The comprehensive design

process for this new and innovative recreational facility included a forty (40) person steering

committee comprised of area residents, representatives of civic organizations and representatives

from the City public school system who worked diligently during a nine month stakeholder

involvement process. The committee specifically designed the facility to target young leisure

swimmers and to provide a unique aquatic experience that was not available elsewhere in the

City. As a result of those efforts, the new recreation center pool amenities include a zero-depth

entry pool, aqua track, 156 foot water slide, rock climbing wall, water fort, outdoor spray ground,

swim lessons for all ages, lap swimming, dive in movies, and aquatic party rentals.

Experiences Desirable for Clientele: The Department of Parks and Recreation offers a large variety

of facilities, programs, and activities for City residents throughout the City. Department programs are

designed to introduce the art of recreation to all communities and offer ongoing services to guide and

encourage participation in recreational and leisure activities as a part of a healthy lifestyle in which

play is an important factor. Over the past five years, the department has seen explosive growth in the

areas of fitness programs on both land and water; the demand for private swimming lessons, and the

demand for more bikeways and trails. The department realignment of the management for City



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athletic venues resulted in the establishment of the Sports Management Bureau in the department

with the responsibility to provide consistent and quality opportunities to both local and visiting

athletes. The department continues to renovate existing and construct new recreation and parks

facilities to ensure that leisure, recreation, and play are available to all citizens who desire to

participate in those activities. The current popularity of all department sponsored recreational

programs and activities as well as all department managed recreation centers, parks, and athletic

facilities is a testament to how the mission and vision of the Department of Parks and Recreation is

considered essential to maintaining the active lifestyles of all citizens in the City.

Self Review: MET

6.1.2 Participant Involvement:

Standard: The agency’s development of programs and services should involve participants.

Evidence of Compliance: The Department of Parks and Recreation involves the general public as

well as program participants in the planning and development of department programs, services, and

facilities. Some of the methodologies utilized by department staff to ensure participant involvement

include but are not necessarily limited to the following:

Youth Opportunities Office: The Department of Parks and Recreation Youth Opportunities Office

staff encourages youth participation in the planning, development, and implementation of the

following youth programs and events.

Mayor’s Youth Leaders in Action Program (MYLA): The MYLA is a citywide youth leadership

program that is comprised of socially, economically, and ethnically diverse middle and high

school students from across the City. The mission of MYLA is to be a positive force in the

community through leadership, service, education, and representation and to educate youth

concerning relevant life issues in order to make a successful impact upon the community. The

MYLA Program educates and informs communities that youth are willing and able to have a

positive impact by actively participating in civic service by identifying, representing, and

communicating the views of City of Virginia Beach youth. MYLA is linked to a broader vision

of a community where young people are at the table in collaboration with adults making

decisions. This objective is accomplished by developing and utilizing leadership skills through

projects, events, and serving on adult committees and boards. Members of MYLA serve on the

City of Virginia Beach Parks and Recreation Commission and the Department of Parks and

Recreation Youth Opportunities Team. (Refer to on-site exhibit labeled “Category 6, Exhibit 1”

[Mayor’s Youth Leaders in Action Online Information] that is available in the department

CAPRA reference library). Some specific examples of MYLA Program activities include:

Youth Doing Awesome Things Lock-In: City school students in 6th through 8th grade

participate in this annual event from Friday evening through Saturday morning. Youth take

part in the activities planned and implemented by the MYLA Program to address the

consequences of negative decisions, underage drinking, bullying, and other issues young



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teens may face today. In addition to recreation, snacks, and prizes, youth participate in

educational sessions led by MYLA that encouraged positive decision making.

Regional Youth Alcohol and Drug Abuse Prevention Project (YADAPP) Conference: This is

an annual conference that educates teens on the dangers of drug and alcohol abuse through

interactive and educational workshops at a free, full-day conference. The YADAPP

conference is open to all area high school students and requires a team of four youth with an

adult sponsor. Teams create a project for their community or school in an effort to win the

prestigious “Y-Guy” award and a mini-grant that is given to the most creative and innovative

action plan.

Bullying Prevention Workshop: The MYLA Program has also created and members present

a bullying prevention workshop called “A Wave Drowning the Nation.” The workshop is

presented upon request and has been utilized at Out-of-School-Time new employee

orientations, FAST (Families and Schools Together) programs, and during Virginia

Recreation and Park Society conferences. Topics covered in the workshop include

identifying the players involved in bullying, steps to take now to prevent bullying, ideas to

stop bullying, and bullying statistics.

Project Green Teens Program: The Department of Parks and Recreation Project Green Teens

Program is a volunteer group of environmentally-focused middle and high school youth who

meet monthly to brainstorm, develop, and implement projects to improve the environment of the

City of Virginia Beach. These programs and ideas include a petition and plan for a plastic bag

ban in the City and the Dumpster Dive Project where all trash is catalogued and recyclables are

separated for recycling. (Refer to on-site exhibit labeled “Category 6, Exhibit 1” [Project Green

Teens Online Information] that is available in the department CAPRA reference library).

Out of School Time Volunteens Program: The Out-of-School Time Programs staff utilizes teen

volunteers ages 14 – 18 years old during the summer and school year to lead activities and assist

with youth programs and special events that are sponsored by the department. After youth apply

for the program, they are required to go through an interview process and attend orientation

training as well as the summer staff in-service training. Each summer, approximately 60 youth

volunteers are utilized at various locations to participate in the site programming and leading of

activities with the children. Many of the youth volunteers have attended the department youth

programs as children and then go on to apply for employment once they are 18 years of age.

Community Survey: In 2012, the Department of Parks and Recreation contracted with Leisure

Vision, a market research firm that specializes in analysis for the parks and recreation industry, to

conduct a Community Interest and Opinion Survey. This same firm conducted the survey in

2006, which was utilized as a benchmark for comparison. Over 930 families who live in various

communities throughout the City completed the survey. (Refer to on-site exhibit labeled

“Category 6, Exhibit 1” [2012 Community Interest and Opinion Survey Results] that is available




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Accommodation Planning: When developing an individualized accommodation, the Department

of Parks and Recreation Service Standards staff involves the participant or guardian who then

becomes a part of the accommodation team to guarantee that the needs of the individual are

being satisfied. The participant and/or guardian works along with the department Inclusion

Specialist and the program supervisor to ensure the most comprehensive plan is developed,

implemented, and evaluated. (Refer to on-site exhibit labeled “Category 6, Exhibit 1” [Service

Continuum Process and Accommodation Request Process] that are available in the department


Virginia Beach Adult & Youth Athletic Leagues & Associations: The Department of Parks and

Recreation coordinates 14 volunteer adult and youth athletic leagues and associations that have

been established throughout the City. The department provides training for all coaches, criminal

background checks for coaches, program orientations, evaluation sessions, school and athletic

field usage reservation coordination, game umpires and officials, and an incident appeals board.

All other responsibilities are governed by the athletic leagues and associations themselves and all

net revenues are reinvested into the community. (Refer to on-site exhibit labeled “Category 6,

Exhibit 1” [Youth Sports Leagues Online Information] that is available in the department


Virginia Beach Parks and Recreation Commission: The Parks and Recreation Commission is a

citizen volunteer advisory group to the City Council, City Manager, and Director of Parks and

Recreation. The Commission serves as a sounding board by holding monthly public meetings

and exercising influence throughout the City to improve and expand recreational opportunities

throughout the City. (Refer to on-site exhibit labeled “Category 6, Exhibit 1” [Parks and

Recreation Commission Online Information and Minutes] that is available in the department


Virginia Beach Bikeways and Trails Advisory Committee: The Bikeways and Trails Advisory

Committee is a citizen volunteer advisory group to the City Council whose mission is to serve in

an advisory capacity to the City Council and the Department of Parks and Recreation with

respect to the implementation of the City Bikeways and Trails Plan. The Bikeways and Trails

Advisory Committee also coordinates the timely construction of bicycle facilities and trails in

accordance with the priorities established, promotes a balanced approach between and among the

interest of various trail users, and provides a forum for continued citizen input in the planning

and programming of future bicycle facilities and trails. (Refer to on-site exhibit labeled

“Category 6, Exhibit 1” [Bikeways and Trails Advisory Committee Minutes] that is available in


Virginia Beach Open Space Advisory Committee: The Open Space Advisory Committee is a

citizen volunteer advisory group to the City Council whose mission is to research and evaluate

undeveloped properties throughout the City for possible acquisition to preserve as open space.

Many of the properties that have been evaluated by the Committee were identified in the 2000

edition of the Virginia Beach Outdoors Plan that was prepared by Department of Parks and

Recreation staff. Citizens and community groups have also brought numerous other properties to

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the attention of the Committee. The members of the Open Space Advisory Committee provide

guidance for the Virginia Beach Outdoors Plan open space acquisition initiative that was

developed by the Department of Parks and Recreation. The Open Space Advisory Committee

reports to the Parks and Recreation Commission and to the City Council. (Refer to on-site exhibit

labeled “Category 6, Exhibit 1” [Open Space Advisory Committee Minutes] that is available in


Forever Young Focus Groups: Forever Young Focus Groups are periodically conducted by

Department of Parks and Recreation staff at all 7 community recreation centers to assess the

services and programs currently being offered and provided for senior citizens as well as to

address current needs not being identified and filled by the department. Senior citizens who have

participated in the focus groups have worked with staff to define four major areas for

programming – physical, mental, social and environmental. This information has been utilized by

department staff to establish consistent programming in all department Forever Young Programs.

(Refer to on-site exhibit labeled “Category 6, Exhibit 1” [Forever Young Center Work Group

Manual] that is available in the department CAPRA reference library).

Self Review: MET

6.1.3 Self-Directed Programs and Services:

Standard: The agency should offer self-directed recreation opportunities.

Evidence of Compliance: The Department of Parks and Recreation provides numerous self-directed

recreational opportunities for citizens to recreate under general supervision. Examples include but

are not limited to the following:

Community Recreation Center Facilities: There are seven Department of Parks and Recreation

managed community recreation centers that provide a variety of weight, aerobics and fitness

areas and equipment; gymnasiums, racquetball courts, youth and adult game rooms, boxing

facilities and indoor 25-meter swimming pools. In addition to open swim, open gym, and drop-

in cardio and weight room areas, self-directed programs offered by the department include:

bridge, canasta, mahjong, table tennis, adult craft programs, social groups, board games,

shuffleboard, badminton and pickleball.

Aquatics: The Department of Parks and Recreation Aquatics Program provides self-directed

swimming opportunities in the 25-meter indoor swimming pools at the department’s seven

community recreation centers such as recreational swimming, lap swimming, inflatable float day,

climbing walls, and movie nights.

Lynnhaven Municipal Marina: A Department of Parks and Recreation managed marina that

provides the annual lease of fifty boat slips for recreational and commercial use. This facility

also provides transient dockage for short-term visits and encourages the utilization of our area

waterways for recreational activities.



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Park Facilities: There are over 200 Department of Parks and Recreation managed municipal

parks that are located throughout the City that provide outdoor recreational opportunities such as

trails, playgrounds, disc golf courses, skate parks, motorized boat launch, canoe and kayak

launches, fishing pier, lifeguard protected swimming and surfing beaches, dog parks, athletic

fields, tennis courts, equipment check out, and picnic shelters.

Owl Creek Municipal Tennis Facility: A Department of Parks and Recreation managed facility

that provides 14 outdoor lighted tennis courts and 2 lighted indoor tennis courts provides patrons

with the opportunity to rent a tennis court or tennis ball practice machine for unsupervised

practice or play at an hourly rate. This service is available for both indoor and outdoor courts.

Department Sponsored Special Events: Events and activities that are organized and managed by

Department of Parks and Recreation staff and are free for the public to attend include movie

nights, K-9 Karnival, Cherry Blossom Festival, July 4th Celebration, American Indian Pow Wow,

Concerts in the Park, Artisans in the Park, Santa’s Stocking, Old Fashioned Craft Bazaar, Earth

Day Celebration, and Sk8r Bash.

Outdoor & Environmental Programs: These programs encourage environmental responsibility

through the Clean the Bay Day Program and the Adopt-a-Program. The Clean the Bay Day

Program is a one day event where groups do organized cleanings of trash and other debris in

targeted areas such as lakes and beaches. The Adopt-a-Program is an ongoing program where

individuals and groups adopt an area such as a neighborhood park to keep debris free.

Grommet Island Park: This specially designed and constructed ADA accessible oceanfront park

and playground in the Rudee Inlet geographic area of the City that is adjacent to the oceanfront

beach is accessible to individuals of all abilities.

Western Bayside Open Gym: This Department of Parks and Recreation outreach program at an

area school where the gymnasium is open to the public for basketball on Friday nights and

Saturdays. Department staff and volunteers provide general supervision of the gym.

Self Review: MET

6.1.4 Leader-Directed Programs and Services:

Standard: The agency should offer leader-directed recreation opportunities.

Evidence of Compliance: The Department of Parks and Recreation offers numerous recreational

opportunities, including events, programs, and classes for citizens under the direct leadership and

instruction of department staff or contracted instructors. Examples of leader-directed recreation

opportunities that are offered by the department include but are not limited to the following:

Owl Creek Municipal Tennis Center: A Department of Parks and Recreation managed facility

that provides 14 outdoor lighted tennis courts and 2 lighted indoor tennis courts that offer



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supervised tennis league and tournament play, as well as tennis professional supervised group

classes, and private lessons.

Group Fitness Classes: Organized classes in such areas as Aquatics, Mind & Body, Dance,

Wellness, Group Fitness, Marital Arts, Boxing, Surfing, and Skateboarding are offered. These

classes are either drop in or pre-registered for a variety of ages. Personal and small group fitness

training is also available.

Silver Sneakers Program: A wellness and exercise program specifically for senior adults who

need modified workouts and fitness.

Fitness Events: Get Fit Virginia Beach and Passport to Fitness. Each event offers patrons to

sample our fitness classes for free under the direction of certified instructors. The Hershey Track

and Field event is for ages 9-14 to compete in various running and field events.

Outdoor & Environmental Special Events: These events such as the Winter Wildlife Festival

offer a variety of educational workshops, excursions, natural area tours, and lectures.

Outdoor & Environmental Classes: These events offer organized classes in such areas as

kayaking, fishing, hikes, owl prowls, archery, and exploring our parks.

Aquatics Program: American Red Cross Learn to Swim classes for ages 5 and up, preschool

swim lessons, private swim lessons, competitive aquatic leagues, stroke clinics, and advanced

water safety classes such as Lifeguarding, Basic Water Rescue, Junior Guard, Water Safety

Instructor and Lifeguarding Instructor.

Therapeutic Recreation Programs: Programs for children, teens and adults with disabilities:

Around Town 1, 2, 3 & 4, Learn to Swim, Swim Stretch or Tone, Adult Swim, Just Wanna

Dance, Outdoor Challenge Series, For the Love of Food, Sensational Gardening, Surf-n-Fun, and

camp programs (Champions, Camp Explore, New Ventures, and Junior Ventures.)

Out-of-School Time: Before school, after school, and all day recreation programs for youth ages

3–15 years old provided in area elementary and middle schools and recreation centers; specialty,

break, and summer camps at recreation centers and school facilities.

Athletic Programs, Clinics and Events: Adult basketball, adult soccer, floor hockey, youth

basketball clinics, sports walls, and co-ed volleyball tournaments.

Forever Young Centers: Program for older adults that support physical, intellectual, outdoor and

social needs. Activities include Bingo Exchange, local day trips, luncheons, guest speakers,

fitness activities, and holiday parties.

Preschool Programs and Events: Allow for parent and child interaction while developing social

and motor skills, such as You & Me Kid, Bounce and More, and Munchkins Sports Hour.



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Recreation Center Special Events: Co-ed Volleyball Tournaments and Little Cupids Preschool

Carnival.

Community Recreation Center Facilities: Department of Parks and Recreation managed

community recreation centers provide activities such as weight and fitness area orientations,

youth and teen empowerment programs, and senior square dancing.

Self Review: MET

6.1.5 Facilitated Programs and Services:

Standard: The agency should offer facilitated recreation opportunities.

Evidence of Compliance: The Department of Parks and Recreation provides numerous specialized

facilitated recreation opportunities and services to individuals and small groups to assist them with

becoming independent. These specialized recreation opportunities and services include but are not


Sponsored Recreation Associations: The Department of Parks and Recreation partners with

volunteer youth recreation associations that facilitate athletic leagues for youth ages 9 & under.

The department provides both indoor and outdoor athletic facilities for scheduled practices and

games that include both lighted and unlighted athletic fields and also performs background

investigations for all coaches in the sponsored recreation associations.

Independent Youth Sports Organizations: The Department of Parks and Recreation partners with

numerous non-profit youth sports organizations to provide athletic fields for scheduled team

practices and games at City parks and City elementary schools for baseball, softball, lacrosse,

soccer, and tackle football leagues.

Tennis League Play & Junior Tennis Team: The Department of Parks and Recreation partners

with local tennis organizations such as the Virginia Beach Tennis Patrons Association to provide

reserved court times at the Owl Creek Municipal Tennis Facility that is managed by the

department to facilitate organized tennis association leagues.

Aquatics: The Department of Parks and Recreation partners with the City of Virginia Beach

Public Schools to provide 25-meter competitive swimming facilitates in the community

recreation centers for high school varsity swimming and diving teams. Department aquatic

facilities are also available for private group rentals such as the Boy Scouts of America.

Therapeutic Recreation Programs: The Department of Parks and Recreation partners with non-

profit organizations such as Citizens Loving All Special People, Inc. (CLASP) and the Virginia

Sun Wheelers, Inc. to provide facility space in the community recreation centers for their

organizational programs and events.



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Kids Café Summer Feeding Services: The Department of Parks and Recreation partners with the

USDA and the Foodbank of Southeastern Virginia organization to provide balanced meals at the

community recreation centers for qualifying youth age 5-18 after school and during scheduled

times in the summer.

Boy Scouts and Girl Scouts of America: The Department of Parks and Recreation partners with

local Boy Scouts of America and Girl Scouts of America organizations to provide opportunities

for completion of service projects for merit badges within the parks system that range from

building of fences, foot bridges, dumpster enclosures, renovation and landscaping of plant beds,

trail establishment and maintenance.

Self Review: MET

6.1.6 Fee-Based Programs and Services:

Standard: The agency should offer programs and services for a fee.

Evidence of Compliance: The Department of Parks and Recreation relies greatly on the additional

revenues that are generated by the department through various program, activity, and facility usage

fees. Typically, the additional fee revenues supplement 25% - 30% of the department’s total annual

fiscal year operating budget. The categories of these fees include but are not limited to the following:

Party Packages: Various types of party formats and themes are available for all ages (pending

the selected format) such as pool parties, where staffing, food, and activities are provided by the

department. Department staff organizes and leads the parties from beginning to end.

Lynnhaven Municipal Marina Boat Slip Rentals: This 50 slip municipal marina that is managed

by the department is located adjacent to the Chesapeake Bay and charges annual slip lease fees

and daily transient slip rental fees.

Lynnhaven Boat & Beach Facility Launch Fees: This 15 acre facility that is managed by the

department is located adjacent to the Chesapeake Bay and charges daily boat launch fees.

Little Island Signature Park Fishing Pier: This wooden fishing pier that is managed by the

department is located on the Atlantic Ocean and charges a daily use fee for fishing off the pier.

Red Wing Metro Park and Woodstock Community Park Dog Parks: An annual use fee is

charged for the use of a large fenced dog exercise area.

Tennis Classes: Provides a professional instructor to teach youth and adult tennis classes.

Pre-school Programs: Little Cupids Carnival, a Preschool Valentine’s Day celebration including

games, crafts, and snacks; You and Me Kid, a program where parents and their preschool-age



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child interact with other children, listen to music, play with toys, and create colorful art while

enjoying a light snack.

Co-Ed Volleyball Tournaments: Ages 16 and up compete in a double-elimination co-ed

volleyball tournament.

Personal and Small Group Fitness Training: Individualized training and nutrition

information.

Outdoor & Environmental Classes: Kayaking, fishing, hikes, owl prowls, exploring our parks

and archery.

Spring Break Camps: Located at department managed community recreation centers.

After School and Summer Camps: These camps are managed by the Department of Parks and

Recreation and are conducted at City elementary school facilities as well as department managed

community recreation centers.

Youth Sports Clinics: Youth get instruction of basics skills to enhance their abilities in a specific

sport.

Room Rentals: Room rentals at community recreation centers at tiered levels for business and

personal use; reduced fees for citizen groups.

Facility Rentals: All day or half day fees are charged for rental of signature and metro park

large picnic shelters and additional fees are charged for special event permits or land use permits

for private use of park property.

Team Building Workshops: Staff facilitated workshops available to business and private groups

to develop leadership and build teams through group activities.

Aquatics: American Red Cross Learn to Swim classes for ages 5 and up, preschool swim

lessons, private swim lessons, competitive aquatic leagues, stroke clinics, and advanced water

safety classes such as Lifeguarding, Basic Water Rescue, Junior Guard, Water Safety Instructor

and Lifeguarding Instructor.

Therapeutic Recreation Programs: Programs for children, teens and adults with disabilities:

Around Town 1, 2, 3 & 4, Learn to Swim, Swim Stretch or Tone, Adult Swim, Just Wanna

Dance, Outdoor Challenge Series, For the Love of Food, Sensational Gardening, Surf-n-Fun, and

camp programs (Champions, Camp Explore, New Ventures, and Junior Ventures.)

Fitness Classes: Aquatic, Mind/Body, Dance, Wellness, Group Fitness, Marital Arts, Boxing,

surfing, skateboarding.

Arts and Crafts Classes: Various classes in art and drawing offered at the department



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community recreation centers.

Pottery and Ceramics Classes: From basic ceramics to mosaics, wine bottle slumping, and

wheel pottery, department sponsored classes are offered for youth and adults.

Sports Leagues: Franchise and team fees are charged for football, softball, basketball and

volleyball sports leagues for youth and adults that are coordinated by department staff.

Self Review: MET

6.1.7 Cooperative Programming:

Standard: There should be cooperative programming among the public, commercial, and

nonprofit entities.

Evidence of Compliance: The Department of Parks and Recreation facilitates cooperative

recreational programming whenever possible with numerous public, non-profit, and commercial

agency partners throughout the Virginia Beach community. These agencies include Virginia Beach

City Public Schools, Virginia Beach Public Libraries, the Virginia Department of Health, First

Landing Virginia State Park, Back Bay National Wildlife Refuge, state colleges and universities such

as Old Dominion University, Norfolk State University, Tidewater Community College, faith related

organizations, and numerous commercial agencies. A variety of cooperative programming is offered

in Department of Parks and Recreation managed City recreational facilities and by department

sponsored recreational programs and services. Some examples of cooperative programming that is

coordinated by Department of Parks and Recreation staff include but are not limited to the following:

Project HOPE Anchor Club Program: The Joseph V. Grimstead Sr. Seatack Community

Recreation Center partners with Project HOPE, the Foodbank of Southeastern Virginia, the City

Police Athletic League, Virginia Beach City Public School Transportation Services, and W.T.

Cooke Elementary School. Project HOPE sponsors the Anchor Club Program which is an after

school program that targets homeless students who reside in hotels and motels that are located in

the City Oceanfront geographical area who attend nearby W.T. Cooke Elementary School. In

support of the Anchor Club Program, a coalition of City, school, and community agencies

provide needed services to this marginalized population. Through Project HOPE, children

receive no-cost, supervised after school care, homework assistance, access to a recreation center,

cultural programming, and hot nutritional meals. Additionally, the families of these students

benefit from interventions and referrals to community resources by a Virginia Beach City Public

School social worker. Youth from City middle schools and scout troops also work together to

meet the needs of the participants. The Anchor Club Program promotes safety, self-esteem,

confidence, and improved academic performance that helps to “anchor” students for a lifetime of

success. (Refer to on site exhibit labeled “Category 6, Exhibit 1” [Memoranda of Agreement

with School Board of City of Virginia Beach] that is available in the department CAPRA

reference library).



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Kids Café: The Kids Café is a national after school child care program that is coordinated in the

City by the Foodbank of Southeastern Virginia and the Department of Parks and Recreation. Kids

Café is a place where children ages 4 through 18 go to receive free, nutritious evening meals in a

safe, supportive environment that are conveniently located in low income neighborhoods so

participating children can walk or bicycle to these sites after school. The Department of Parks

and Recreation, Joseph V. Grimstead Sr. Seatack Community Recreation Center staff

coordinates the Foodbank Kids Café program at the recreation center by preparing daily meals at

the center for eligible children who live in the Seatack geographical area of the City. (Refer to on

site exhibit labeled “Category 6, Exhibit 1” [Foodbank of Southeastern, Virginia 2012-2013 Kids

Café Site Information] that is available in the department CAPRA reference library).

Out-of-School Time Before School & After School Child Care Program: The Department of

Parks and Recreation Out-of-School Time Program is a cooperative partnership between the

department and the City Public Schools to provide affordable, accessible, and high quality youth

developmental programs at all City elementary schools for children ages 3-15 years during

periods of time before school and after school while parents are working. Play is not only healthy

for youth but research shows it is imperative for reaching essential social, emotional, physical

and cognitive developmental milestones. Play also assists children with managing stress and

developing resiliency and is the foundation for all department youth programs. Participating

children are offered a variety of recreational opportunities at all Out-of-School Time Program

elementary school sites and can participate in active games, art activities, sports, music, and

drama. In addition to promoting quality recreational opportunities, the Department of Parks and

Recreation has adopted the Search Institutes 40 Developmental Assets® framework which

provides high quality experiences and relationships that young people need to thrive. The

Developmental Asset approach intentionally focuses on raising competent and caring youth by

supporting both external and internal assets. All Out-of-School Time Program sites utilize a

cooperative programming approach in many areas in order to provide after school programs at all

65 City elementary school sites based on a cooperative agreement between the Department of

Parks and Recreation and the Virginia Beach City Public School system that identifies the

specific services to be provided by both the school system staff and Department of Parks and

Recreation staff. (Refer to on site exhibit labeled “Category 6, Exhibit 1” [Memorandum of

Agreement for Facility Use and Maintenance by The Virginia Beach School Board and the City

of Virginia Beach/2010] that is available in the department CAPRA reference library).

ExCELL Program: The Department of Parks and Recreation ExCELL Program (Excellence in

Children’s Early Language and Literacy) is a cooperative partnership between the Department

of Parks and Recreation, the Grow Smart Organization, the Virginia Literacy Foundation, the

City Department of Public Libraries, and Virginia Commonwealth University, and the Hampton

Roads Community Foundation. The ExCELL Program focuses on ensuring children receive

learning opportunities at home, at preschool, and in the community that is necessary to develop

critical early language and literacy skills known to predict later reading success. The ExCELL

Program promotes the development of early language and literacy skills for preschoolers through

four main program components. These components are professional development and classroom

based coaching, high quality instructional materials and children’s books, family literacy events



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and home literacy materials, and evaluation. The vision of the ExCELL Program is that all

children in the City will be born healthy, will enter kindergarten ready to learn, and will continue

to read proficiently through third grade thereby establishing a strong foundation for success in

school and in life. The ExCELL Program implements a comprehensive multi-level evaluation

model involving formative and summative data collection at the classroom/teacher,

parent/family, and child levels. An extensive Memorandum of Understanding identifies the

responsibilities of each ExCELL Program partner and funding for the ExCELL Program is

contributed from multiple agencies including the Grow Smart Organization, the City Department

of Social Services, and the Hampton Roads Community Foundation. (Refer to onsite exhibit

labeled “Category 6, Exhibit 1” [Memorandum of Agreement between the Virginia Literacy

Foundation ExCELL and the City of Virginia Beach] that is available in the department CAPRA

reference library).

Teaching Environmental Awareness Mobile Unit Program (TEAM-UP): The Department of

Parks and Recreation TEAM-UP Program is a cooperative partnership between the Department

of Parks and Recreation, the City Virginia Aquarium, the City Department of Libraries, and the

Virginia Department of State Parks. This program focuses on introducing outdoor and nature

programming to underserved youth who reside in the Bayside geographic area of the City. The

program began in 2009 and is currently conducted by Department of Parks and Recreation staff

monthly at both the City Luxford Elementary School and the City Newtown Elementary School

after school programs. Each month a specific theme is covered through engaging nature activities

which include literacy, science, and animals and field trips are provided regularly to the City

Virginia Aquarium facility and First Landing State Park.

Outdoor & Environmental Programming: The Department of Parks and Recreation Outdoor and

Environmental Programs Unit is a cooperative partnership that is committed to providing

outdoor play while learning about local wildlife and the environment. This is evident in the

Winter Wildlife Festival which provides opportunities to enjoy wildlife and enhance

environmental stewardship. The Department of Parks and Recreation is able to provide a richer

experience to the community thorough their partnership with the Virginia Department of Game

and Inland Fisheries, the City Virginia Aquarium, the City Department of Public Libraries, the

Back Bay National Wildlife Refuge, the Back Bay Restoration Foundation, the Virginia

Department of State Parks, the non-profit Lynnhaven River NOW organization, and the Virginia

Beach Audubon Society. All agencies promote the marketing of this annual event which serves

over 500 teen and adult participants. Financial support is provided by the Virginia State

Department of Game and Inland Fisheries, the Back Bay Restoration Foundation, and the

Virginia Beach Audubon Society. Other aforementioned partner agencies allow special access to

facilities, reduce cost for admission, and conduct over 20 workshops or excursions. (Refer to on

site exhibit labeled “Category 6, Exhibit 1” [Winter Wildlife Festival Rack Card] that is available


Annual Earth Day Event: The annual Earth Day event is sponsored by the Department of Parks

and Recreation at Mount Trashmore Signature Park that is managed by the department through a

cooperative partnership with the Virginia Beach Clean Community Commission and the Council



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of Girl Scouts. This large scale special event draws over 10,000 attendees annually to Mount

Trashmore Signature Park and activities include a bike ride, dumpster diving, rain barrel and

compost sales, environmental exhibitors, children’s crafts, and the collection of electronic waste.

Back 2 Nature Day Camp: The Back 2 Nature Day Camp is conducted by the Department of

Parks and Recreation through a cooperative partnership with the staff of First Landing State Park

to educate children in grades 1-6 regarding the benefits of outdoor recreational activities. Camp

activities include kayaking, fishing, archery and recreational programs related to environmental

stewardship. The First Landing State Park staff provides on-site environmental education

sessions and free access to the state park for all camp participants. The Department of Parks and

Recreation conducts 3 week long camp sessions each summer with an average total enrollment

each summer of 120 youth.

Family Fishing Clinics: Family fishing clinics that instruct youth regarding the basic skills of

fishing are conducted regularly by the Department of Parks and Recreation during the summer

months through a cooperative partnership with Region 7 of the Bass Fishing Federation, the

Virginia State Department of Game and Inland Fisheries, and the City Sheriff Department. This

free fishing clinic is open to all youth ages 5-14 and their parents and serves over 300

participants each year.

Star Party Event: The Star Party is an annual event that is sponsored by the Department of Parks

and Recreation through a cooperative partnership with the Back Bay Astronomers Club, the

Norfolk Astrological Society, the Peninsula Stargazers, and the Tidewater Alliance Star Wars

Fan Force. This event is conducted at Mount Trashmore Signature Park that is managed by the

department and provides an opportunity for over 1,000 youth and adults that attend this event

each year to learn about astronomy by viewing the stars and planets through high powered

telescopes provided by event partners.

Virginia Beach City Public Schools Swim Teams: The Department of Parks and Recreation

collaborates with the City Public Schools Division through a cooperative partnership to schedule

team practices and competitive swim meets for the eleven high school varsity swimming and

diving teams (450 plus athletes) at five community recreation center facilities that are managed

by the department. Department of Parks and Recreation staff supports the swimming and diving

teams by setting up competitive equipment, providing lifeguards during practices and

competitions, supervising events, and providing additional room space in the recreation center

facilities during large regional and state competitions.

Surf Camp Instruction Program: The Department of Parks and Recreation sponsors a

cooperative partnership with the firm of Ocean Rentals Ltd. to conduct a surf camp instruction

program for youth and adults in the City Little Island Signature Park that is managed by the

department. This partnership provides a high level of customer service to City residents and

summer tourists. (Refer to on site exhibit labeled “Category 6, Exhibit 1” [Ocean Rentals Ltd

Contract] that is available in the department CAPRA reference library).



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CLASP Therapeutic Recreation Dance Programs: The Department of Parks and Recreation,

Therapeutic Recreation Programs Unit sponsors a cooperative partnership with the non-profit

organization of Citizens Loving All Special People to offer all City residents with disabilities a

monthly dance program from September thru June. The Department of Parks and Recreation

provides space for the dance program each month is a community recreation center facility and

Therapeutic Recreation Programs Unit staff collaborates with area colleges and universities to

coordinate volunteers to facilitate each dance. (Refer to on site exhibit labeled “Category 6,

Exhibit 1” [CLASP Memorandum of Agreement] that is available in the department CAPRA

reference library).

Mayor’s Annual Invitational Wheelchair Basketball Tournament: The City Mayor’s Invitational

Wheelchair Basketball Tournament is an annual event that is sponsored by the Department of

Parks and Recreation through a cooperative partnership with the non-profit organization Sun

Wheelers Inc. The three day tournament draws amateur wheelchair basketball teams throughout

the Mid-Atlantic region to raise funds for the benefit of the Sun Wheelers Inc. organization. A

formal Memorandum of Agreement between the Department of Parks and Recreation and the

Sun Wheelers Inc. organization that was established in 2009 outlines the responsibilities of each

party in coordinating the tournament. The Department of Parks and Recreation is responsible for

providing the site of the tournament in the double gym of one of the City 84,000 square foot

community recreation centers that is managed by the department and the department Therapeutic

Recreation Programs Unit staff is responsible for the administration of the agreement and also

serves as the liaison to the Sun Wheelers Inc. organization for the department. The Sun Wheelers

Inc. organization is responsible for all operational aspects of the tournament including team

invitations, game scheduling, officials, scorers, and operation of the tournament concession and

hospitality room. (Refer to on site exhibit labeled “Category 6, Exhibit 1” [Sun Wheelers Inc.

Memorandum of Agreement] that is available in the department CAPRA reference library).

U.S. Conference of Mayors National Summer Youth Job Challenge Program: As a result of an

appeal by the U.S. Conference of Mayors requesting mayors throughout the country to “create

innovative partnerships with their local businesses, non-profit communities, and foundations to

ensure that youth in their cities have meaningful summer job experiences,” City Mayor Will

Sessoms requested all local businesses, foundations, and non-profit agencies to hire City youth

for the 2013 summer and to support summer job placements. The Department of Parks and

Recreation administered the program for the City through a cooperative partnership with the City

Department of Human Services, the City Department of Human Resources, and Norfolk State

University. Department of Parks and Recreation staff screened, interviewed and matched both

youth and young adults with prospective employers. Each organization that accepted summer

youth challenge young people at their work locations agreed to provide a meaningful and

supervised experience for up to 35 hours per week for 7 weeks. As a result of their efforts, the

Department of Parks and Recreation was able to place 35 youth at private businesses and City

agencies. (Refer to on site exhibit labeled “Category 6, Exhibit 1” [Mayor’s Letter of Invitation,

Mayor’s Summer Youth Jobs Challenge brochure] that is available in the department CAPRA

reference library).



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Self Review: MET

6.2 Objectives:

Standard: There shall be specific objectives established for programs or services.

Evidence of Compliance: The Department of Parks and Recreation establishes specific objectives

for department sponsored programs and services. A succinct summation of the current programs and

services that are being offered to all citizens by the department and their program objectives include

but are not limited to the following:

Youth Programs and Services:

School Based and Community Recreation Center Based Programs and Camps: The Department

of Parks and recreation school based and community recreation center based programs include

school KidzQuest Before School Programs, school KidzQuest After School Programs, Mega

Middle School Mania Before School Programs, Intersession Camps, Community Recreation

Center After School Camps, and Community Recreation Center Summer Camps. These

programs are located at designated City elementary school sites and designated City middle

schools sites as well as six City community recreation centers that are managed by the

Department of Parks and Recreation. Dedicated and certified Department of Parks and

Recreation staff members supervise the various programs and camps that feature a variety of

recreation, fitness, enrichment, and creative learning activities. Specific program objectives

include safety, active participation, fitness and positive youth development. A copy of the

objectives for these programs has been provided as an exhibit. (Refer to on site exhibits labeled

“Category 6, Exhibit 1” [Program Outcomes: Out-of-School Time Programs Unit] that are


RISE After School & Summer Program: The Department of Parks and Recreation RISE Program,

that is located at all Title I City elementary schools during the school year and at select

elementary school sites during the summer months, emphasizes Recreation, Imagination,

Socialization, and Education activities for disadvantaged youth. The RISE program objectives

include providing positive role models, encouraging self-esteem and positive youth development,

and supporting and expanding literacy and math skills. A copy of the RISE Program objectives

has been provided as an exhibit. (Refer to on site exhibits labeled “Category 6, Exhibit 1”

[Program Outcomes: Out-of-School Time Programs Unit] that are available in the department


Early Childhood Preschool Buddies Program: The Department of Parks and Recreation

Preschool Buddies Program serves children ages 3 to 5. The objectives of this program is to

provide convenient, affordable, safe and structured licensed early childhood programs at the

Department of Parks and Recreation managed Kempsville Community Recreation Center,

Princess Anne Community Recreation Center, and Williams Farm Community Recreation Center

as well as four school based programs that are offered at the City Cooke Elementary School,



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Glenwood Elementary School, Thalia Elementary School, and Thoroughgood Elementary

School. Children who participate in this program are engaged in a variety of activities to develop

their physical, emotional, language, and social skills. Dedicated and certified Department of

Parks and Recreation staff members maintain a safe, inclusive, and nurturing learning

environment. These programs operate from 6:30 a.m. until 6:00 p.m. and provide early morning

and late afternoon child care for half day school kindergarten students. Enrichment and play

based program activities expand on the concepts children learn in school and develop the whole

child with respect to their physical, emotional, cognitive, and social development. A copy of the

Early Childhood Preschool Buddies Program objectives has been provided as an exhibit. (Refer

to on site exhibits labeled “Category 6, Exhibit 1” [Program Outcomes: Out-of-School Time

Programs Unit] that are available in the department CAPRA reference library).

Early Childhood KinderBuddies Program: The Department of Parks and Recreation

KinderBuddies Program serves children ages 4 to 6. The objectives of this program is to provide

convenient, affordable, safe and structured licensed early childhood programs at the Department

of Parks and Recreation managed Kempsville Community Recreation Center, Princess Anne

Community Recreation Center, and Williams Farm Community Recreation Center as well as

four school based programs that are offered at the City Cooke Elementary School, Glenwood

Elementary School, Thalia Elementary School, and Thoroughgood Elementary School. Children

who participate in this program are engaged in a variety of activities to develop their physical,

emotional, language, and social skills. Dedicated and certified Department of Parks and

Recreation staff members maintain a safe, inclusive, and nurturing learning environment. These

programs operate from 6:30 a.m. until 6:00 p.m. and provide early morning and late afternoon

child care for half day school kindergarten students. Enrichment and play based program

activities expand on the concepts children learn in school and develop the whole child with

respect to their physical, emotional, cognitive, and social development. A copy of the Early

Childhood KinderBuddies Program objectives has been provided as an exhibit. (Refer to on site

exhibits labeled “Category 6, Exhibit 1” (Program Outcomes: Out-of-School Time Programs

Unit) that are available in the department CAPRA reference library).

Aquatics Programs and Services:

Preschool Swim Program: The Department of Parks and Recreation Preschool Swim Program

provides a safe and fun first swimming experience for children ages 1-5 with a participating

parent. An adult provides support and comfort as a child begins to learn water safety and

swimming skills through activities and songs and is introduced to more swim skills as they are

developmentally ready. A copy of the Preschool Swim Program objectives has been provided as

an exhibit. (Refer to on site exhibits labeled “Category 6, Exhibit 1” [Tiny Bobber Skill Sheet and

Tiny Bobber Progress Report] that are available in the department CAPRA reference library).

Youth Swim Program: The Department of Parks and Recreation Youth Swim Program provides

swim instruction and water safety skills to beginner, intermediate, and advanced youth ages 5-15.

The objectives of this program are for participants to learn and develop techniques to keep them

safe in and around the water by building on endurance and stroke performance. Specific goals are



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written for each level using seven categories: water entry and exit; breath control and underwater

swim; buoyancy; changing directions and position; treading water; swimming on front, back, and

side; and water safety. Each level of swim classes includes specific objectives. A copy of the

Youth Swim Program objectives has been provided as an exhibit. (Refer to on site exhibits

labeled “Category 6, Exhibit 1” [Learn to Swim Level 1-5 Skill Sheets and Progress Reports] that


Youth Competitive Program: The Department of Parks and Recreation Youth Competitive

Program includes dive, swim and water polo leagues for children ages 6-17. The program

objectives are to provide participant development of swimming, diving, and water polo skills in a

low key competitive environment with emphasis placed on sportsmanship, discipline, and

camaraderie. Each program participant will experience improvement in flexibility, strength, and

coordination; divers will improve their entries, approaches, and dives; water polo players will

learn the different aspects of treading water, strategy, and ball handling skills; and swimmers will

learn competitive starts, strokes, and turns by the conclusion of the program. All program

participants also identify individual goals at the beginning of the program. A copy of the Youth

Competitive Program objectives has been provided as an exhibit. (Refer to on site exhibits

labeled “Category 6, Exhibit 1” [Swim League Code of Ethics and Swimmers Oath and Aquatic

League Objectives] that are available in the department CAPRA reference library).

Advanced Water Safety Program: The Department of Parks and Recreation Advanced Water

Safety Program is for youth ages 10-15 who are seeking certification as a Junior Lifeguard or

Junior Lifeguard Instructor. Program objectives are to build a foundation of skills and abilities

for future lifeguards and water safety instructors. The American Red Cross lifeguarding class

objective is to teach youth ages 15 and older pool lifeguard skills needed to prevent and respond

to aquatic emergencies. Specific objectives include rescues for active, passive, and spinal

victims; CPR/AED techniques; and first aid applications. The Water Safety Instructor class

objective is to train youth ages 16 and older to teach American Red Cross level swim classes.

Course objectives include practice teaching and stroke techniques. A copy of the Advanced

Water Safety Program objectives has been provided as an exhibit. (Refer to on site exhibits

labeled “Category 6, Exhibit 1” [Junior Guard Skill Sheet, American Red Cross Lifeguarding

Participant Progress Log, and American Red Cross Water Safety Instructor Candidates’

Progress Log] that are available in the department CAPRA reference library).

Therapeutic Recreation Programs and Services:

Camp Explore Program: The Department of Parks and Recreation Camp Explore Program

provides an instructional summer day camp that is modeled to assist participants to increase

social skills, explore new leisure interests, develop a greater sense of independence, and have

fun. Participants who are ages 6-21 have an individualized recreation plan developed especially

for them and, with assistance from Department of Parks and Recreation staff, each participant

attempts to achieve the target goals and objectives that have been established for them. A copy of

the Camp Explore Program objectives has been provided as an exhibit. (Refer to on site exhibits



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labeled “Category 6, Exhibit 1” [Camp Explore Program Proposal, Camp Explore Camper

Daily Progress Note] that are available in the department CAPRA reference library).

Champions Program: The Department of Parks and Recreation Champions Program provides

opportunities for middle and high school students to participate in instructional and recreational

activities after school. Each participant works towards the achievement of individual goals

through a variety of activities that include crafts, group games, drama, music, fitness, swimming,

and community outings. A copy of the Champions Program objectives has been provided as an

exhibit. (Refer to on site exhibits labeled “Category 6, Exhibit 1” [Champions Program

Proposal, Champions Participant Daily Progress Note] that are available in the department


Around Town I, II, III & IV Program: The Department of Parks and Recreation Around Town

Program provides the opportunity for teens and adults to participate in popular age appropriate

leisure activities in the City community recreation centers and in the community while promoting

decision making, increased socialization, and independence. Participants are evaluated on their

level of independence and the use of appropriate social skills.

Fitness Programs and Services:

Dance Program: The Department of Parks and Recreation offers introductory dance classes to

individuals interested in learning the basic fundamentals of movement and self-expression

through a variety of dance formats. The novice dancer is given an opportunity to participate in a

non-competitive environment that does allow for skill development to further explore more

advanced dance classes in the private sector. Youth classes such as Creative Movement, Pre

Ballet, Ballet I, Tumbling for Tots, Tap and Ballet Combo, and Creative Dance are based on age

appropriate motor skill development. Adult classes such as Adult Ballet, Adult Tap, Ballroom,

Shag, Swing, and Belly Dance are also offered by the department.

Marital Arts Program: The Department of Parks and Recreation Martial Arts Program is an

instructor led program where participants are introduced to the basic fundamentals of karate that

include the balance of mind, body and spirit. Program participants also learn the basic technical

components of body dynamics such as stances, blocking and strikes. Students of all ages are

combined in classes and do not earn “belts” or levels because these recreational programs are

purely for purposes of leisure and introduction to required skills.

TRX® Suspension Strap Training Program: The Department of Parks and Recreation TRX®

Suspension Strap Training Program are instructor led classes for participants ages 14 and up. The

classes are designed around simple movements that individuals make on a daily basis and the

class formats are appealing and appropriate for novices to athletes. The following classes are

offered: TRX® Basic, TRX® Cardio Circuit, TRX® Iron Circuit, and TRX® Bootcamps.

Fundamental movements are instructed in the basis format with progressively more challenging

formats that build muscular endurance and strength.



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Personal Training Program: The Department of Parks and Recreation Personal Training

Program is offered for individuals, partners and small groups consisting of three to five

participants. A full fitness assessment of all program participants is conducted to establish

realistic goals based on current muscular strength and endurance, cardiovascular conditioning,

and flexibility. Body fat, body mass index, and body weight is also measured to establish a

beginning point of each individual physiologically and is reassessed every four to eight weeks.

(Refer to on site exhibits labeled “Category 6, Exhibit 1” [Personal Training Assessment

Measurements; Personal Training Assessment Norms] that are available in the department


Tennis Programs and Services:

Tennis Tots Program: The Department of Parks and Recreation Tennis Tots program is

designed for children ages 4-6 and utilizes the United States Tennis Association’s innovative

QuickStart format for this beginner tennis program. Program instructors are certified tennis

professionals who provide participants with the latest in tennis instruction and strategy. Course

objectives focus on motor skills and hand eye coordination utilizing a variety of games. Basic

forehand, backhand, and volley stroke mechanics are introduced to program participants with an

emphasis on fun.

Youth and Adult Tennis Program: The Department of Parks and Recreation Youth and Adult

Tennis Program is designed to teach and develop the forehand, backhand, volley, and serve.

Program instructors are certified tennis professionals who provide participants with the latest in

tennis instruction and strategy. As a program participant advances from beginner to intermediate,

competitive play is introduced with an emphasis on rules, etiquette, and scoring. (Refer to on site

exhibits labeled “Category 6, Exhibit 1” [Youth Tennis Classes – Basic Lesson Plans] that are


Self Review: MET

6.3 Program Evaluation:

Standard: Programs shall be evaluated regularly and systematically based on stated program

objectives.

Evidence of Compliance: The Department of Parks and Recreation utilizes program evaluations as

a fundamental component of the program planning process. The program evaluation process utilized

by the department includes the development of program goals and objectives, the establishment of a

methodology for measuring program goals and objectives, and final analysis and evaluation. The

results of each program evaluation process are then utilized by department staff to determine if

changes to a program are necessary in the next programming cycle. Program evaluation

methodologies utilized by department staff include the following: participant survey, parent survey

(where appropriate), exhibitor survey, staff survey, repeat customer rate, demonstrated learning/skill

progression, program objectives/goals met, attendance vs. capacity, cost recovery, and facility/staff



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utilization. Examples of program evaluations that are utilized by the department include but are not


Therapeutic Recreation Programs: Therapeutic Recreation Program staff uses evaluations from

parents/participants and staff to evaluate programs. Most programs are evaluated each session

and changes based on the evaluations are made the next time the program is offered. Changes or

modifications are often determined based on facility space, staffing, budget resources and overall

program impact. (Refer to on site exhibits labeled “Category 6, Exhibit 1” [Camp Explore

Evaluation Forms/Data/Analysis; New Ventures Evaluation Form/Data/Analysis; and Junior

Ventures Pre/Post-Test] that are available in the department CAPRA reference library).

Out-of-School Time Programs: The Out-of-School Time Programs staff utilizes evaluations

from participants and parents to evaluate the current services provided and to gauge customer

satisfaction and customer need for services. During fall/winter of 2012, a before school program

survey was completed at all 56 elementary schools to determine who currently uses the program,

identify the need by location for a before school program, and assess if the current users were

satisfied with the service, and to solicit recommendations for program improvement from

program participants. The results of this evaluation were utilized to identify which school sites to

expand the Before School Program into for the 2013-2014 school year and what other changes

may be needed such as earlier opening hours which may better meet the needs of potential

customers. Evaluations are also utilized internally for new programs offered within the Out-of-

School Time Programs Unit to assess the impact of the program and to determine how the

program meets identified outcomes. (Refer to on site exhibits labeled “Category 6, Exhibit 1”

[Fitness Skillastics Programs Pre & Post-Test; KidsLit Pretest] that are available in the


Aquatic Programs: The Aquatic staff distributes evaluation forms to all American Red Cross

Learn-To-Swim program participants. For further evaluation of the swimming instructional

program, each site evaluates the completion rate of each skill level. This data is utilized to

identify areas in which teaching techniques should be discussed, re-taught, or reinforced at

instructor in-services. Dive, Swim and Water Polo Leagues use the same participant evaluation

as well as conduct coaches’ forums and supervisor wrap-up meetings at the end of each season to

evaluate participant feedback, analyze data and recommend changes to the program. American

Red Cross Lifeguard Training participants evaluate the instructor and program utilizing the

Participant Course Evaluation Form. Staff collects pass/fail data which also indicates what

section of the course the participant failed. This information is utilized to create written quizzes,

study guides, and adjust allotted instructional time. (Refer to on site exhibits labeled “Category 6,

Exhibit 1” [Learn to Swim & Lifeguard Training Participant and Evaluation Form; Learn-To-

Swim & Lifeguard Training Evaluation Analysis; Dive League Participant and Evaluation

Form; Dive League Coaches’ Forum Minutes; Swim League Participant Evaluation Form; Swim

League Coaches’ Forum Minutes; Water Polo Participant and Evaluation Form; Water Polo

Coaches’ Forum Minutes] that are available in the department CAPRA reference library).

Community Recreation Center Birthday Parties: The Community Recreation Center Staff plan,



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implement and supervise private parties for children ages 1-17. These premium tiered offerings

include basic birthday parties, pool parties, game room parties, sports parties, and climbing

parties. Evaluation forms are given to parents at the completion of the parties to rate the

activities, staff, and operations. There is immediate phone follow up if the customer is

unsatisfied and the evaluations are utilized to improve the coordination of future parties or

develop new parties. (Refer to on site exhibit labeled “Category 6, Exhibit 1” [Birthday Blast

Parent/Participant Evaluation Form & Analysis and Party Packages Evaluation Analysis] that is


Recreation Operations Drop-in Programs and Events: A master evaluation tool for participant

(or parent) feedback was developed for all Recreation Operations staff at the seven Community

Recreation Centers. Modifiable for utilization with any given program, this tool is utilized to

evaluate drop-in programs and is given to the parents of program participants at the end of the

program or event. Once the evaluations are collected and reviewed, the findings are utilized to

make positive changes to future programs. (Refer to on site exhibits labeled “Category 6,

Exhibit 1” [Little Preschool Harvest Party Evaluation and Drop-In Program Evaluations] that


Special Events: Affordable, family-friendly events offered at City parks and facilities to

residents of Virginia Beach and visitors include: movie nights, concerts, craft shows, and special

themed events. Program evaluations are conducted through the analysis of participant surveys,

exhibitor surveys, and staff feedback during the post event evaluation meeting. The collected

data is analyzed and utilized to determine if the event should be offered again and if so, what

improvements should be made. (Refer to on site exhibit labeled “Category 6, Exhibit 1” [July 4th

Celebration Participant Evaluation Data/Analysis] that is available in the department CAPRA

reference library).

Outdoor Programming: Outdoor Program staff utilizes local resources to provide and promote

sustainable outdoor recreation and leisure opportunities, environmental education, and

stewardship programs that meet the needs of City residents. Programs offered include: Kayaking,

Archery, Winter Wildlife Festival, Clean the Bay Day, Fishing, Hiking, Back to Nature Camps,

and Ropes Camp. Participant evaluations and staff program evaluations and are utilized to get

program feedback. A web-based Survey Monkey tool is utilized for collecting feedback from

Winter Wildlife Festival participants. An evaluation meeting is conducted after each event to

analyze the information and determine any changes that would be beneficial for future programs.

(Refer to on site exhibits labeled “Category 6, Exhibit 1” [Winter Wildlife Festival Evaluation

Data/Wrap-Up Meeting Agenda/Minutes and Earth Day Celebration Evaluation Data/Wrap-Up

Meeting Agenda/Minutes] that are available in the department CAPRA reference library).

Youth Community Sports Leagues: Softball, football, volleyball and basketball leagues for

youth ages 10-17 are offered throughout the year. Upon the completion of the season for each

sport, an evaluation meeting is scheduled with coaches, sport coordinators, area chairmen, and

City staff to review staffing, facilities, officiating, bylaws and rules and to address any league

issues or concerns. Changes are implemented as needed to improve the leagues for the next



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season. (Refer to on site exhibit labeled “Category 6, Exhibit 1” [Youth Basketball Evaluation

Meeting Minutes] that is available in the department CAPRA reference library).

Parks & Natural Areas: Parks & Natural Areas staff utilizes guest surveys from park participants

to evaluate park usage and identify participant demographic data. (Refer to on site exhibits

labeled “Category 6, Exhibit 1” [Parks and Natural Areas Guest Survey Form and Parks and

Natural Areas Survey Data Analysis] that are available in the department CAPRA reference

library).

Self Review: MET

6.4 Outreach to Underserved Populations:

Standard: The agency shall proactively extend programs and services to residents who may be

underserved in the community.

Evidence of Compliance: The Department of Parks and Recreation always considers the issues of

accessibility, affordability, and participant capability when planning and modeling department

programs and services. The department has a longstanding history of proactively identifying and

serving individuals and communities within the City who may experience a barrier to participation in

our department programs and services or access to our department facilities. There are multiple

methodologies by which department staff identifies and responds to underserved populations that

include but are not limited to the following:

Access to Department Facilities:

12 minute Drive Time Service Area for City Community Recreation Centers: The Department of

Parks and Recreation utilizes the Network Analyst tool of Arc GIS to depict service area buffers

for areas within the City of Virginia Beach which are within a twelve (12) minute drive of City

owned community recreation centers. The Geographic Information System (GIS) based program

allows for the conditions of posted speed limits for each road segment; a 30 second delay for

each existing traffic signal; a 10 second delay for left turns; and a 6 second delay for right turns

when mapping the 12 minute drive-time service areas. Utilizing the GIS methodology,

department staff created maps that depict the service areas for all City owned community

recreation centers by each of the City strategic planning areas. These tools are utilized to assist

department staff with decisions regarding the placement of new community recreation center

facilities. (Refer to on site exhibit labeled “Category 6, Exhibit 1” [Service Areas for Community

Recreation Centers] that is available in the department CAPRA reference library).

10 Minute Walkable Service Area for City Parks: The Department of Parks and Recreation

utilizes the Network Analyst tool of Arc GIS to depict service area buffers for areas within the

City of Virginia Beach. Generated maps depict walkable service areas based upon a 10 minute

walk with a 3 mile-per-hour walking pace to Department of Parks and Recreation managed City

parks. Utilizing this methodology, areas that are currently adequately served by City parks and



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areas that require additional focus of resources are easily identified by department staff. The walk

zone analysis is much more practical of a service area analysis as opposed to the typical distance

circle radius service area buffers because they account for physical barriers such as the many City

waterways and areas without roadways that cannot be crossed or otherwise accessed. (Refer to on

site exhibit labeled “Category 6, Exhibit 1” [Service Areas for City Owned Parks] that is


Community Demographics:

Department of Parks and Recreation staff also utilizes available census data to assist in determining

the most appropriate site for programs that are targeted toward a specific demographic. Specifically,

department staff is able to identify areas throughout the City that comprise the greatest concentration

of preschoolers, teens, seniors, elderly, minority, or low income families and then utilize this

information in determining where programs would most likely benefit the most residents. (Refer to

on site exhibit labeled “Category 6, Exhibit 1” [Census 2010 Reports] that is available in the


Partnerships with Other City Departments:

Collaborative working relationships between Department of Parks and Recreation staff and staff

from other City departments provide valuable information that is beneficial in identifying

underserved populations as well. Community outreach efforts have been established by the

department in target neighborhoods that were identified as a result of a close working relationship

between department staff and staff from the City Police Department and City Human Services

Department. Examples of the type of information collected by these partnerships with other City

departments are neighborhoods with the highest crime rates and neighborhoods with the greatest

number of households applying for food stamps.

In order to facilitate participation in Department of Parks and Recreation programs and services by

special populations throughout the City, the department sponsors numerous outreach oriented

programs and services that are specifically modeled to overcome the barriers that restrict

participation in recreational programs and services by special populations. Examples of these

programs and services include, but are not necessarily limited to, the following:

Financial Barriers:

Reduced Fee Pricing Program: Within the Department of Parks and Recreation Revenue and

Pricing Policy and Procedures, the Reduced Pricing Policy ensures that economically

disadvantaged residents that meet established income eligibility guidelines have opportunities to

participate in department programs and activities regardless of the ability to pay. Programs that

are currently eligible for reduced pricing are as follows:

Annual Recreation Center Memberships

Therapeutic Recreation Camps including after school programs

Licensed Early Childhood Programs



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School-Based Out-of-School Time Programs

Learn to Swim Levels 1-3 including Therapeutic Recreation

Qualified City residents who meet established low income guidelines receive a 50% reduction in

fees for a period of one year from their Reduced Pricing Program application approval date.

Residents automatically qualify for reduced fees if documentation supports eligibility for Food

Stamps, TANF, Section 8 Housing, or Medicaid. (Refer to on site exhibit labeled “Category 6,

Exhibit 1” [Revenue and Pricing Policy and Procedures] that is available in the department


Youth Scholarship Fund: In addition to the Reduced Pricing Program, low income youth who

would otherwise be unable to participate in a Department of Parks and Recreation program or

class may apply for assistance from the Youth Scholarship Fund. Families must meet the same

low income eligibility requirements as those required for the Reduced Pricing Program. After

eligibility has been verified by department staff, the Youth Scholarship Fund will pay for any

program or class offered for youth. The availability of funds is dependent upon contributions

from the community and donations and scholarships are tracked on an annual basis. (Refer to on

site exhibit labeled “Category 6, Exhibit 1” [Youth Scholarship Fund Tracking] that is available


No Fee & Reduced Fee Tiered Levels of Service: Department of Parks and Recreation facility

memberships, programs, and services are offered by the department based on a tiered level of

service broadly identified as Basic, Community, and Specialized. Where specific services and

programs fall within one of these categories depends upon identified criteria related to staff

resources, infrastructure, and community vs. participant benefit. This approach ensures that all

City residents have access to no cost and low cost opportunities for participation in addition to

those programs and services that are offered at a higher cost. (Refer to on site exhibit labeled

“Category 6, Exhibit 1” [Tiered Levels of Service] that is available in the department CAPRA

reference library).

Half-Price Fee At Risk Youth Program: The Recreation, Imagination, Socialization and

Education (RISE) Program is held after school during the school year and during the summer

months at all Title I schools within Virginia Beach Public Schools. The program is designed to

help support a youth’s success in school and the community. The RISE After School Program

offers half-price fees to all participants who currently qualify for free and/or reduced lunch with

the school system. Parents just need to show a current copy of a Free and Reduced Lunch letter

from the school system to qualify for the reduced fee. The RISE Summer Program offers an all-

day summer program in target areas for a one time, low cost activity fee. In addition, the

programs feature enrichments, such as KidzLit and KidzMath. KidzLit is a literacy program

which is designed to support literacy skills and character development that is designed especially

for after school programs. KidzMath is a math program that is designed to support reasoning and

mathematics skills in a fund and engaging way that is designed especially for after school

programs. (Refer to on site exhibits labeled “Category 6, Exhibit 1” [RISE Flyers; RISE Summer

Program Proposal; KidzLit and KidzMath Program Descriptions] that is available in the



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No Fee Bayside Middle School 21st Century Community Learning Center: The Department of

Parks and Recreation partners with the Virginia Beach City Public Schools to offer a free after

school enrichment program at Bayside Middle School for 6th – 8th grade students who are not

performing at their academic potential. Bayside Middle School is located in a geographic area of

the City with extensive low income housing and a free or reduced lunch rate program

participation rate of over 66% for area youth. Incoming 6th grade students typically perform 15 –

18% lower on the Stanford Achievement Test when compared to 6th graders throughout the City

Public Schools system. The program is designed to address the low SOL scores and academic

achievement gaps that have been identified at the school and to prepare students for high need

and high interest college and career paths such as STEM related fields, media arts, culinary

arts/nutrition, and military/public service. In September 2012, Department of Parks and

Recreation staff partnered with the Virginia Beach City Public Schools staff to obtain a three

year $552,000 federal grant for this program. (Refer to on site exhibits labeled “Category 6,

Exhibit 1” [CCLC Grant Application; CCLC Grant Award Letter & Press Release] that is


No Fee From One Hand to Another Program Partnership: In Summer 2012, the Department of

Parks and Recreation partnered with the Pharrell Williams 501C-3 organization’s From One

Hand to Another Program, ENOCH Baptist Church, and the Bayside Middle School 21st Century

Community Learning Center to offer a free Science, Technology, Engineering, & Mathematics

Program (STEM) in the western Bayside and Seatack geographic areas of the City. The unique

partnership serves youth in grades 4th – 8th and uses the NASA STEM curriculum to ensure they

stay sharp and learn skills throughout the summer to prevent the summer slide. Components of

the program include science, technology, math and dream mapping. The program includes free

breakfast and lunch and includes off-site field trips. The Seatack area site visits the Seatack

Community Recreation Center one day of the week for recreation experiences. A signed

Memorandum of Understanding was executed between the partnerships and joint planning,

training, and daily implementation occurs to provide this experience for approximately 200 youth

in the western Bayside and Seatack geographic areas of the City. (Refer to on site exhibits

labeled “Category 6, Exhibit 1” [From One Hand to Another MOU; School Usage Agreements;

Out of School Time Training Agenda; & Summer of Innovation Flyer] that is available in the


No Fee Youth & Teen Empowerment Programs: These Departmental of Parks and Recreation

managed programs offer recreational and educational opportunities to youth at the department

managed Seatack Community Recreation Center three days a week during the school year. The

program is geared to school age youth from two low income neighborhoods and includes guest

speakers, games, activities, and educational lessons. The Teen Empowerment Program is also

held during the summer at the Seatack Community Recreation Center.

No Fee Kids Café Summer Feeding Programs: This Departmental of Parks and Recreation

managed program is held at the department managed Seatack Community Recreation Center and



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provides children aged 5 through 18 with a free nutritious meal in a safe and supportive

environment. A Foodbank nutritionist oversees the program, prepares the menus, and provides

nutrition education to the children.

No Fee Summer Youth Employment Program: Funded by a Juvenile Accountability Grant, this

Department of Parks and Recreation managed program provides jobs and workplace readiness

skills for court involved youth or youth residing in more challenged neighborhoods. These young

people often lack the skills required to obtain employment and succeed in the workplace and can

now include solid work experience and real skills on their resumes through their participation in

this program.

No Fee Court Involved Youth Program: Funded by a Juvenile Accountability Grant, this

Department of Parks and Recreation managed program teaches jobs skills to juvenile court

involved youth. Court involved youth and adults in this program are sponsored by the

Department of Parks and Recreation to serve as City park staff volunteers to satisfy their court

directed community service hours. (Refer to on site exhibit labeled “Category 6, Exhibit 1”

[Court Directed Community Service] that is available in the department CAPRA reference

library).

No Fee Community Outreach Program: The Department of Parks and Recreation managed

Community Outreach Program is a collaboration with City agencies, City public schools, faith-

based organizations, and community groups in order to create a strong partnership in the Western

Bayside and Green Run geographic areas of the City. Emphasis is placed on utilizing the assets

of each community (residents, institutions, organizations, businesses, etc.). The Western Bayside

Initiative began with the premise that young people who are engaged in positive activities are

less likely to become involved with gangs and other negativity. The Green Run Initiative has

been modeled after the Western Bayside initiative while incorporating flexibility to satisfy the

specific needs of each community. (Refer to on site exhibit labeled “Category 6, Exhibit 1”

[Western Bayside Initiative] that is available in the department CAPRA reference library).

No Fee Virginia Beach Mayor’s Youth Leaders in Action Program: The Department of Parks

and Recreation managed Mayor’s Youth Leaders in Action Program is a group of 30 socially,

economically, and ethnically diverse middle and high school youth from across the City of

Virginia Beach. The group was created with the belief that young people, if given the

opportunity, could be meaningfully and successfully involved in making and impacting decisions

that affect their lives. Youth in the program work to build leadership skills, network with similar

youth organizations, and give back to their community through volunteering and service projects.

Transportation Barriers:

Department of Parks and Recreation staff regularly provides specialized public transportation

services to and from department sponsored recreational programs and activities in order to provide

special populations throughout in the City access to the recreational programs, services, and facilities

that are offered by the department. Examples include but are not limited to the following:



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Forever Young Program: Round trip transportation from their residence is provided by

Department of Parks and Recreation vans driven by department staff to senior residents who

cannot drive a vehicle. Program participants also take monthly department sponsored and

supervised outings throughout the region and also participate in specialized recreational activities

and seasonal celebrations in department managed City recreation centers.

Out of School Time Programs: These Department of Parks and Recreation managed programs

are supervised by department staff during before school and after school periods in City

elementary schools, during the day in City community recreation centers for the Kinderbuddies

Program, and after school in City community recreation centers for the Out of School Time After

School Program. Transportation to City community recreation centers for participants in these

programs is provided by department vans driven by department staff and contracted school

buses. Program participants also often go on department staff supervised field trips throughout

the regional community.

Therapeutic Recreation Programs: These Department of Parks and Recreation managed

programs provide department staff supervised transportation services to participants to attend

movies, sporting events, museums, plays, parks, vocational opportunities, and other venues

throughout the regional community. The scope of therapeutic recreation programming provided

by department staff includes the Around Town Program, Outdoor Challenge Program,

Champions After School Program, Camp Explore Program, New Ventures Program, and Junior

Ventures Program. Department Therapeutic Recreation staff also worked closely with the staff of

Hampton Roads Transit, the regional transportation organization that provides bus services to

citizens, to establish an additional bus route and stop to service the new Williams Farm

Community Recreation Center that is located in a special population geographic area of the City.

Physical Barriers:

Therapeutic Recreation Programs: The Department of Parks and Recreation Therapeutic

Recreation staff offers a variety of programs including summer camp, dance classes, fitness

programs, aquatic programs, after school programs, and social programs for children, teens, and

adults with disabilities such as Autism, ADD, ADHD, Down Syndrome, learning disabilities,

moderate behavioral or emotional disorders, mild to profound intellectual disabilities, traumatic

brain injuries, visual, hearing, or physical impairments. Program fees are structured to provide a

tiered level of service and reduced fees are available for select programs based on department

guidelines. Therapeutic Recreation programs meet a specific need in the City by serving

individuals with disabilities who have minimal access to recreational opportunities. Through

these programs, department staff strives to enrich the quality of life for individuals, provide them

with opportunities to develop skills, learn about leisure and recreational opportunities, gain a

sense of independence, and participate in life-long recreational activities.

Facility & Programmatic Barriers:

Individualized Accommodation Planning: The Department of Parks and Recreation, Service



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Standards staff is responsible for identifying and rectifying individual barriers to successful

participation in department recreation programs. Individualized accommodation plans are

created, implemented, and monitored to assist the recreation programming staff and the

participating individual. The Service Standards staff also provides sign language interpreters for

individuals that have hearing impairments. (Refer to on site exhibits labeled “Category 6, Exhibit

1” [Service Continuum & Accommodation Process; Inclusion, Accommodation and Special

Needs Request Form; & Inclusion Support Person Questionnaire] that is available in the


The Service Standards staff also works with all staff to create an environment where “every

participant is everyone’s participant.” Consistency of basic expectations and program formats are

ensured through the development, implementation, and assessment of Universal Program

Standards. The department has experienced increased diversity of individuals registering for

recreation programs. Individuals of various cultures, races, socio-economic status, ages, and

abilities can make programming for the recreation professional a challenge. There has been a

substantial increase in the number of individuals who have special needs participating in general

recreational programs. Through the creation of Universal Program Standards, department staff

has been able to proactively provide the least restrictive recreational environment for people of

all abilities. The standards establish a naturally inclusive environment, encourage participation by

a diverse population, support diverse learning styles, maximize resources, and accommodate

those with varying abilities. (Refer to on site exhibits labeled “Category 6, Exhibit 1” [OST

Universal Program Standards & Aquatics Universal Program Standards] that is available in the


Inclusivity Assessments: The Service Standards staff also uses a facility assessment tool

developed by The New York State Inclusive Recreation Resource Center at SUNY Cortland

called The Inclusivity Assessment that is designed to determine how a facility is accessible. Staff

is trained on how to conduct the assessment and use it to assess the degree of access that is

available to department facilities. (Refer to on site exhibit labeled “Category 6, Exhibit 1”

[Inclusivity Assessment Tools] that is available in the department CAPRA reference library).

The Service Standards staff cannot create a barrier free recreational environment without the

appropriate professional expertise so the department requires all Service Standards staff to

complete specialized training courses in Introduction to Inclusion; Behavior Support; Universal

Programming & Disabilities; ADHD; Autism Spectrum Disorders; Cognitive Disabilities;

Emotional & Behavioral Disorders; Physical Disabilities; Issues Facing our Mature Population;

Universal Programming; Positive Youth Development; and Fostering Friendships & Helping

Children with Disabilities Achieve Social Success. (Refer to on site exhibit labeled “Category 6,

Exhibit 1” [Service Standards Staff Training Program Descriptions] that is available in the


Self Review: MET



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6.5 Scope of Program Opportunities:

Standard: The agency's programs shall provide opportunities in all program fields for various

proficiency levels, ability, socio-economic levels, racial and ethnic backgrounds, ages, and gender

in accordance with the agency's statement of mission.

Evidence of Compliance: The Department of Parks and Recreation is committed to serving the

diverse needs of our community based on age, gender, racial and ethnic background, socio-economic

level, ability, and proficiency. This commitment is an integral component of our department vision

as a balanced, sustainable, and value-focused system of parks, recreation, and public spaces that

create a sense of community. This commitment is also an integral component of our department

mission to deliver parks, recreation programs, and public spaces that reflect the priorities of our

community, to support tiered levels of service that recognize the diverse needs of our community,

and to focus on the sustainability of core programs, services, and facilities through efficient and

effective business practices.

The Department of Parks and Recreation provides diversified recreational opportunities in multiple

program areas that provide opportunities for various skill levels and abilities. Every department work

unit is responsible for continual monitoring of internal and external environments. One component of

environmental scanning is an analysis of current programs and services that assists department staff

with the identification of potential programming gaps. This analysis incorporates the assessment of

trends, economic climate, technology, and customer needs. The result of this analysis process is

utilized by department staff for decision making and resource planning and is incorporated into the

department Programming and Operations Recreation Program Plan. The Scope of Program

Opportunities Matrix shows the extensive variety of recreation programming that is offered by the

department based on the gender and ages served and proficiency and skill levels. (Refer to Exhibit

labeled “Category 6, Exhibit 1” [Scope of Program Opportunities Matrix] that is available in the


The Department of Parks and Recreation, Programming and Operations Division has developed

operating principles that ensure everyone is provided with opportunities to participate in all

department programs and services at department managed facilities in an inclusive environment. The

department makes every reasonable effort to accommodate individuals with physical, mental, or

other barriers and department staff value, promote, and pursue diversity in participation and

programming. In addition, universal programming design and implementation standards have been

identified to ensure maximum inclusion in all programs and a comprehensive continuum of service is

offered by the department that is fluid and meets the needs of all City residents. (Refer to Exhibit

Labeled “Category 6, Exhibit 1” [Universal Program Standards and Service Continuum Process]


As a component of the Department of Parks and Recreation strategic planning process, a department

Revenue and Pricing Policy and Procedures was developed by department staff that specifies the

pricing philosophy and the associated tiered levels of service of the department and additional

affordable program opportunities are available to ensure department sponsored programs are



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financially accessible to all City residents. In addition, a department Reduced Fee Policy and

Application Procedure was developed that applies to selected programming opportunities that are

available to those who apply and qualify based on low income identifiers. In addition, the department

established a Youth Scholarship Fund that can offset registration fees for programs for youth who

apply and qualify. (Refer to on site exhibit labeled “Category 6, Exhibit 1” [Revenue and Pricing

Policy and Procedures, Reduced Fee Policy and Application Procedure, and Youth Scholarship

Fund Application] that is available in the department CAPRA reference library).

The following list of Department of Parks and Recreation programs is representative of the diverse

scope of programs and services offered by the department:

Therapeutic Recreation:

Recreational, skill development, and leisure educational programs that include summer day

camps, dance classes, aquatic programs, after school programs, and leisure programs for

children, teens and adults with disabilities such as Autism, ADD/ADHD, Down Syndrome,

learning disabilities, moderate emotional disorders, mild to profound intellectual disabilities,

traumatic brain injuries, visual, hearing, and physical disabilities.

Summer Youth Camps (Camp Explore, New Ventures and Junior Ventures)

After-School Programs for middle, and high school students

Instructional & Skill Development (i.e., Learn To Swim, Just Wanna Dance)

Leisure Education and Community Programs (Around Town, Outdoor Challenge Series)

Special Events:

Sponsors several community events that focus on cultural interests within the community. The

American Indian POW WOW event is held annually and specializes in American Indian customs

and traditions. The Cherry Blossom festival is an annual event that celebrates the spirit and

goodwill between the United States and Japan. The Cherry Blossoms are symbols of peace and

respect between the City of Virginia Beach and our sister city, Miyazaki, Japan.

Aquatics:

Instructional Programs (Aquatic Classes, Water Safety Presentations, Surfing, Adult Swim

Workout, Junior Lifeguard, Lifeguarding, Lifeguarding Instructor, Water Safety Instructor)

Infant, Youth, & Adult Learn To Swim Programs

Swim, Dive, and Water Polo League Programs

Youth Aquatic Swim Meet Programs

Out of School Time (School and Recreation Center-Based Programs):

Pre-School Licensed Programs

Kinderbuddies Programs

Before and After School Programs

School Spring Break Youth Camp Program

Summer Youth Camp Program

Specialty Youth Camps (Safety Camp, Sports Camps, Surf Camp, Outdoor Camps)



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Recreation Programming:

Environmental & Outdoor Recreation:

Numerous Youth & Adult Instructional Classes

Staffed Guided Interpretive Programs (Birding, Canoeing, Kayaking, Hiking)

Environmental & Stewardship Programs (Earth Day, Clean the Bay Day)

Fitness & Wellness:

Personal Training Programs

Group Land & Water Fitness Programs

Dance Programs

Martial Arts (Judo, Karate, Tai Chi) & Boxing Programs

Wellness and Nutrition Programs

Yoga Programs & Pilates Programs

Silver Sneakers Senior Program

Special Events:

Parks Special Events Programs (American Indian Pow Wow, Cherry Blossom Festival,

July 4th, Concerts, K-9 Karnival, Annual Arts Festival)

Recreation Center Special Event Programs (Santa’s Stocking)

Health & Fitness Fairs

Youth Opportunities:

Youth Development Asset Building & Recognition Program

Summer Youth Employment Program

Sports Management:

Youth & Adult soccer, football, & softball, athletic leagues

Beginning, Intermediate, and Advanced Tennis Instruction & League Programs

Self Review: MET

6.6 Selection of Program Content:

Standard: The selection of program content, specific activities, and opportunities shall be based

upon an understanding of individual differences and the culture of the community.

Evidence of Compliance: The Department of Parks and Recreation, Programming and Operations

Division staff is committed to ensuring that all program content offered by the department is based

on the overall program goals and objectives of the division. All programs that are offered by the

department take into account the varied interests of the diverse population of the City as well as the

unique natural resources of the City of Virginia Beach. Program content is also progressive and

based on individual skills and abilities that ensure the activities selected contribute towards the

fulfillment of the basic physical, emotional, and social needs of our participants. Examples of these



175

programs include, but are not necessarily limited to, the following:

Programs Based on Individual Differences (Physical, Social, Emotional and Cognitive):

Forever Young Centers Program: The program content of the Forever Young Centers Program

that is held at each of the department community recreation facilities for senior citizens

underwent significant changes in calendar year 2011. All recreation center facilities conducted

meetings with focus groups comprised of the Forever Young Center members and other

interested senior citizens to determine what types of activities were important and relative to this

segment of our population. From the gathered citizen information, staff developed new program

guidelines and activities that addressed four needs – physical, mental, social, and environmental.

The opportunities for physical exercise were met through a member of the fitness staff coming

in once a week to provide 30 minutes of chair aerobics, scheduled outdoor walks, and simple

fitness stations within the center. Mental activities include board game tournaments, puzzles,

trivia contests, and brain teaser contests. Social activities incorporate luncheons, special dances,

parties, game tournaments, and picnics. The environmental component consists of scheduled

nature walks, presentations from the department outdoors unit staff as well as the Virginia

Aquarium and Marine Science Center staff, and films dealing with various aspects of nature.

While emotional needs were not listed by the participants, the fellowship and support from staff

and members along with the program activities that are offered appear to be satisfying this

important component of the program. (Refer to on site exhibit labeled “Category 6, Exhibit 1”

[Focus Group Agenda & Feedback, Recommendations and Sample Forever Young Calendar]

that is available in the CAPRA reference library).

New Ventures Program: The department Therapeutic Recreation Unit staff plans activities based

on the skill level and interests of participants and the goals of the program. The four domains that

are focused on by the New Ventures Program are physical (fine and gross motor skills); social

(interactions and appropriate behavior); emotional (appropriate responses to situations); and

cognitive (intellectual skill development). These areas are reinforced by the selection and

implementation of activities within each program. (Refer to on site exhibit labeled “Category 6,

Exhibit 1” [New Ventures Program Plan, Weekly Planner and Program Planning and

Evaluation Form] that is available in the CAPRA reference library).

Out-of-School Time Program: The Department of Parks and Recreation Out-of-School-Time

Program is a before school and after school child care program that is sponsored by the

department at 65 elementary schools throughout the City to assist families with working parents.

The guiding philosophy of play, inclusion, and youth development are what guides the content of

the department Out-of-School Time Program. Activities and enrichment offerings tie into these

main guiding principles while supporting the physical, social, emotional and intellectual

development of the children who participate in the program. Social and emotional growth is

supported through utilization of the Search Institutes 40 Developmental Assets. The

Developmental Asset approach is introduced to parents, children, and staff in our Out of School

Time Program Handbook. Department staff supports positive youth development by focusing on

strengthening both the internal and external assets of all program participants. Positive adult



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relationships, providing service opportunities to others, reading for pleasure, creating a caring

school climate, and constructive use of time are just some of the ways the developmental assets

of program participants are supported daily by department staff.

Physical development is supported through active play opportunities daily. Department of Parks

and Recreation staff understands that children need to be active to develop healthy lifestyles.

Active play opportunities should be fun, engaging, and encourage youth to develop physically.

The Out Of School Time Program is committed to ensuring that all youth participants receive the

daily requirement of physical exercise. Partnering with the Virginia Beach Health Department,

the Out Of School Time Program received a grant to launch the Let’s Move Skillastics’ Program

at all 65 City elementary school program locations. The Out Of School Time Program is

committed to fighting childhood obesity and ensuring youth get the daily .5 hour to 1 hour

requirement of high level physical exercise as well as develop positive perceptions relating to

physical fitness.

Cognitive development is supported through the KidzLit and KidzMath curriculum. This

curriculum is designed especially for the Out Of School Time Program and supports positive

literacy and math skills through an active and engaging approach. The KidzLit and KidzMath

curriculum develops a sense of community and character that ties into the Developmental Asset

approach for ensuring children grow into caring productive adults. (Refer to on site exhibit

labeled “Category 6, Exhibit 1” [The Asset Approach 40 elements of Healthy Development; Out-

of-School Time Parent Handbook; New Employee Orientation Handbook; NRPA Policy Position

on Health, Wellness and Physical Activity; Virginia Department of Health Grant Application;

Parent Letter; Skillastics brochure; Grant proposal to The Parks and Recreation Foundation

with KidzLit and KidzMath curriculum] that is available in the CAPRA reference library).

Programs Based On Unique Characteristics (Culture and Community Interests):

Hip Hop Program: This Department of Parks and Recreation sponsored program for youth ages

13-17, where teens receive instruction and participate in discussion on the history and

foundations of hip-hop and explore the five elements upon which the culture is based. Teens

decide which elements they wish to study further and participate in an interactive workshop. The

group selects social issues that are important to them. As a team, they write, record and perform a

hip-hop track. At the final session, the songs are performed for family, friends and special guests

in the newly built Williams Farm Community Recreation Center music program area. (Refer to

on site exhibit labeled “Category 6, Exhibit 1” [Hip Hop 2013 Flyer] that is available in the


Progressive Based On Athletic Skills:

Aquatic Programs: Department of Parks and Recreation sponsored aquatic programs provide a

wide range of aquatic activities for all ages and ability levels. Opportunities include learn-to-

swim programs for both children and adults; parent and child introductory classes; adult swim

workouts for seasoned swimmers; certifications in lifeguarding, water safety instructor,



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lifeguarding instructor; pre-season competitive clinics; competitive leagues including swim,

dive, and water polo; and family special events. The fatal drowning rate of African American

children ages 5 to 14 is almost three times that of white children in the same age range. Factors

such as access to swimming pools, the desire or lack of desire to learn how to swim and choosing

water related recreational activities may contribute to the racial differences in drowning rates.

USA Swimming also noted that family income plays a contributing role with children who

qualify for free or reduced lunches being twice as likely to be at-risk swimmers. With this in

mind, Passport to Water Safety swim classes are held at the department Seatack and Williams

Farm community recreation center pools where the surrounding neighborhoods are

predominantly African American. This free program introduces non-swimmers and beginner

swimmers ages 5-10 years old to water safety topics, swimming skills, and fun water activities.

Participants who complete the Passport to Water Safety course are encouraged to register for our

Learn-to-Swim program. (Refer to on site exhibit labeled “Category 6, Exhibit 1” [Unintentional

Drowning Facts from the CDC article; Passport To Safety Sign-In Sheet; Passport To Safety

Lesson Plan; Passport to Safety Skills Certificate; Learn to Swim Levels 2 and 5 sample lesson

plans] that is available in the CAPRA reference library).

Sports Management Program: The Department of Parks and Recreation, Sports Management

Unit staff offers a variety of adult sports leagues and partners with 14 volunteer community

recreation associations to offer a variety of youth sports leagues. The department sponsors

recreational athletic leagues for youth age 10 through 18. Most recreation associations also offer

athletic leagues for youth under age 10. Department sponsored team sports for youth include

football, volleyball, basketball and softball and team sports for adults include softball, volleyball,

sand football and basketball. These leagues are arranged by age and playing ability to offer a

competitive yet fun recreational environment. In addition, a department sponsored tennis

program for youth offers progressive classes based on age that build the skills needed to become

a proficient tennis player. (Refer to on site exhibit labeled “Category 6, Exhibit 1” [Youth Basic

Lesson Plan for Tennis and Player Evaluation Form for Tots tennis program] that is available in

the CAPRA reference library).

Programs Based On Natural Resources:

Surf n Fun Program: The Department of Parks and Recreation, Therapeutic Recreation Unit

and Aquatic Unit staff sponsor a surf program for individuals with various disabilities including

intellectual disabilities, learning disabilities, autism, moderate behavioral or emotional disorders,

traumatic brain injuries, and visual, hearing, or physical disabilities. This exciting program

provides these individuals with an opportunity to experience the thrill of riding a wave or just

being in the ocean for the first time.

Back 2 Nature Camp: The Department of Parks and Recreation Out-of-School-Time Unit and

Outdoor Program Unit staff sponsor a week long camp for 1st – 6th graders that focuses on

spending time outdoors in the community where children can gain confidence and be exposed to

the wonders of nature. Program participants learn the basics of outdoor recreation, the

importance of environmental stewardship, and gain hands on knowledge of our local



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environment. Nature camps educate participants on the vast wetlands and habitats in our area and

introduce participants to trails, kayaking, and various other nature activities. Connecting to

nature has a positive effect on both mental and physical development and is a primary focus of

the department specialty camp offerings. (Refer to on site exhibit labeled “Category 6, Exhibit 1”

[NRPA Policy Statements: Children in Nature and Strengthening Well-Rounded Education

through Experiential Learning] that is available in the CAPRA reference library).

Surf Camp: The Department of Parks and Recreation Out-of-School-Time Unit and Aquatic

Unit staff sponsor a summer camp for 5th – 8th graders that introduces participants to the sport of

surfing. The goals include learning the safety aspects of identifying currents, rip tides, and areas

to surf where lifeguards are present. Surfing etiquette is introduced as well as techniques for

paddling, body position, footing stance and board control.

Kayak Program: The Department of Parks and Recreation Outdoors Program Unit staff

sponsors kayak water tours based on the abundance of waterway access throughout the area.

This program is offered throughout the year and provides a variety of kayaking related

experiences such as birding and fishing that educate program participants on basic paddling

techniques and local wildlife.

Self Review: MET

6.7 Community Education for Leisure:

Standard: The agency should have a function to educate the community on the benefits, values,

and impacts of leisure services.

Evidence of Compliance: The Department of Parks and Recreation initiative to continually educate

the citizens in our community regarding the physical, social, and mental health benefits of leisure,

play, and exercise is achieved through a three component strategy of staff educational public

presentations, educational recreational programming, and educational publicity including but are not

limit to the following methodologies:

Staff General Program Presentations: Department of Parks and Recreation staff frequently

attends civic league meetings, PTA meetings, school family fun nights, college classrooms, local

health fairs, and other group meetings to inform the public of the recreational programs that are

offered by the department. During these presentations, staff also educates meeting attendees

regarding the overall health benefits of department programs, services, and facilities including

the psychological, physical, social, economic, and environmental benefits of outdoor recreation;

the benefits of a healthy lifestyle in combatting chronic illnesses; and the enhanced social bonds

that are created when family members recreate together. (Refer to on-site exhibit labeled

“Category 6, Exhibit 1” [The Benefits are Boundless Presentation] that is available in the


Staff Fitness Program Presentations: The Department of Parks and Recreation Fitness Program



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staff regularly give presentations and demonstrations to high school sport coaches on the proper

use of athletic equipment and the benefits of a properly structured strength and conditioning

program. Staff presentations are conducted on site at the high schools and information is also

conveyed regarding the fitness programs that are offered by the department that will assist the

coaches to help their team members to achieve their fitness goals. (Refer to on-site exhibit

labeled “Category 6, Exhibit 1” [Core Workout on TRX, Heavy Ropes, and Kettlebell Basics] that


Staff Water Safety Program Presentations: The Department of Parks and Recreation Aquatics

Program staff, in collaboration with the City of Virginia Beach Fire Safety Brigade, conducts

water safety presentations to City elementary school children. Through these presentations, the

children learn the importance of being safe in and around water in addition to fire safety.

Department staff presenters act out skits, incorporate songs, and elicit audience participation.

During the past 5 years, department staff has conducted water safety presentations to over 90,000

children. In February 2012, the team received the 2011 Governor’s Award for Excellence in

Virginia’s Public Fire and Life Safety Education. (Refer to on-site exhibits labeled “Category 6,

Exhibit 1” [Water Safety Presentation Script and Governor’s Award for Excellence] that is


5 Day Back to Nature Camp Program: Research has shown that being in nature has a positive

impact on the mental & physical health of children. The Department of Parks and Recreation

Back to Nature Camp, for children age 1-6, is spent entirely outdoors in our community thereby

allowing participants to gain confidence in being outside and exploring the wonders of nature.

During the camp, participants learn through personal experiences the basics of outdoor recreation

and the benefits of leisure activities as well as the importance of environmental stewardship.

(Refer to on-site exhibit labeled “Category 6, Exhibit 1” [Back to Nature Camp Flyer and

Program Outline] that is available in the department CAPRA reference library).

Forever Young Centers Senior Program: Department of Parks and Recreation Forever Young

Centers are housed in each of the department community recreation centers. The goal of the

Forever Young Centers is to provide a gathering place for older adults (age 60 & up) interested in

enhancing their quality of life through recreational activities that support physical, intellectual,

outdoor, and social needs. This program provides information on available resources, health

services, programs, recreation activities and referrals to other community agencies. (Refer to on-

site exhibit labeled “Category 6, Exhibit 1” [Forever Young Center Work Group Manual and

Sample Schedule] that is available in the department CAPRA reference library).

Out of School Time Programs: The Department of Parks and Recreation has several Out-of-

School Time Programs serving over 8,000 children per year which include:

School-Based Programs: Early Childhood (Kindergarten), Before School (Elementary

School), After School (Elementary and Middle School), RISE (Elementary School Title I),

and summer (Elementary and Middle School).

Recreation Center-Based Programs: Early Childhood (Ages 3-5), After School

(Elementary School), summer (Early Childhood, Elementary School, and Teen), and Break



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Camps (Elementary School).

The benefits of these programs include: the value of play in a child’s development; how physical

activity promotes a sense of physical and mental well-being; and the necessity of providing a

positive youth development approach. The Parent Handbook is used as an educational resource

that educates parents about these benefits in addition to the importance of physical activity in the

healthy development of youth. Each year, 10,000 copies of the handbook are provided during the

program registration process and the handbook is also available on line on the Department of

Parks and Recreation web site. The welcome letter on page 2 of the handbook reinforces the

positive benefits of physical activity by stating:

“Studies show that children who participate in regular physical activity from an early

age are more likely to develop and continue an active lifestyle throughout their

teenage and adult years. Regular physical activity also improves a child’s physical

and mental well-being. It is our hope to provide activities which promote healthy

mind, body and spirit.” (Refer to on-site exhibit labeled “Category 6, Exhibit 1”

[Parent Handbook and OST Program Flyers] that is available in the department


Fitness Programs: Passport to Fitness and Get Fit Virginia Beach are two fitness based

programs that are offered free to the public by the Department of Parks and Recreation. These

programs allow the public to participate in fitness classes, gain knowledge of nutrition, gain

knowledge of proper exercise and have a personal fitness assessment done. Program participants

are then offered information on the benefits of what programs and classes that are offered by the

department that would suit them in obtaining their personal fitness goals. (Refer to on-site

exhibit labeled “Category 6, Exhibit 1” [Passport to Fitness and Get Fit Virginia Beach Flyers]


Therapeutic Recreation Programs: Many of the classes offered by Department of Parks and

Recreation Therapeutic Recreation Programs include teaching the importance of recreational

leisure as well as teaching lifelong leisure skills. The New Ventures and Junior Ventures

programs (7 week day camps) incorporate leisure education while participating in recreational

activities in the classroom and in the community. Participants are given the opportunity to

develop lifetime leisure skills, plan community outings and learn job skills by volunteering with

various community organizations. (Refer to on-site exhibits labeled “Category 6, Exhibit 1”

[Junior and New Ventures Catalog Information and New Ventures Program Outline] that are


Department of Parks and Recreation Publicity E-newsletters: The Department of Parks and

Recreation distributes E-newsletters monthly to email addresses of subscribers. The newsletters

contain information regarding department facilities, programs, and services as well as the

benefits of leisure activities that are frequently included to encourage City residents to take part

in programs and services that will assist them to live longer, healthier, and safer lives. To date,

our department e-newsletters have generated the following number of subscribers:



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E-Newsletter Focus Number of Subscribers

Adult Sports Leagues 942

Aquatics 1951

Fitness & Wellness 2351

General Interest 3253

Outdoor & Environmental Programs 1820

Tennis 735

Therapeutic Recreation 854

Youth Programs 1877

(Refer to on-site exhibit labeled “Category 6, Exhibit 1” [E-newsletters] that is available in the


Department of Parks and Recreation Web Site: The Department of Parks and Recreation

internet web site utilizes descriptions of programs and facilities which cite the benefits associated

with each. (Refer to on-site exhibit labeled “Category 6, Exhibit 1” [VBgov.com Web Pages] that


Department of Parks and Recreation Programs and Activities Catalogs: The Department of

Parks and Recreation publishes a Programs and Activities Catalog four times a year that includes

descriptions written to describe the benefits of each program or class. Each quarterly edition of

the catalog is mailed to approximately 135,000 citizens each quarter that are current or past

recreation center members, current or past program or class participants, or who are deemed to

have the best chance of responding to our programs. Each quarterly catalog is also posted on line

at vbgov.com/parks and a link is also available to the Department of Parks and Recreation

Facebook page. (Refer to on-site exhibit labeled “Category 6, Exhibit 1” [Programs and

Activities Catalog Content] that is available in the department CAPRA reference library).

Self Review: MET

6.8 Program and Service Statistics:

Standard: The agency should collect statistics on its programs and services for evaluation and

future program and service development.

Evidence of Compliance: The Department of Parks and Recreation staff maintains numerous

facility and program statistics that are utilized to plan and evaluate department programs and

services. These statistics include but are not limited to the following:

Marketing and Resource Development Bureau Statistics: The Department of Parks and

Recreation, Marketing and Resource Development Bureau staff performs program data

collection, data analysis, data evaluation, and program and event marketing and promotion

functions for the department. The types of statistical data that is compiled by bureau staff



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includes attendance, revenues, membership sales, program registrations, and department citizen

survey results. A statistical trends analysis is also performed to determine if the trend is positive

or negative. An example of the types of routine studies and surveys that are regularly conducted

by the Marketing and Resource Development Bureau was a recent survey to determine how

many current users of the City community recreation centers intended to purchase memberships.

Notable findings from the final report of the Member Purchasing Behavior Survey included: 1)

Prior Membership Plan: 59.1% of survey respondents indicated they currently had a 6 month

membership that they had downgraded from an annual membership within the last year due to

the economy; 2) Renewal of Lapsed Membership: 42.5% of survey respondents with recently

expired memberships expressed the intention to renew; and 3) Participation in Group Fitness

Classes: 16.9% of survey respondents indicated they had participated in group fitness classes that

were offered in the community recreation centers during the past six months. A copy of the

various types of statistics that are collected and evaluated by the Marketing and Resource

Development Bureau staff has been provided as an exhibit. (Refer to on-site exhibit labeled

“Category 6, Exhibit 1” [# of Classes, Registration, Revenues, and Membership Scan Analysis]


Another example of a Marketing and Resource Development Bureau study was conducted

regarding the age demographics of City residents who currently had an annual community

recreation center membership. The purpose of this study was to develop management strategies

for marketing and promoting department program offerings to the various target age groups. The

survey results identified distinct generational and gender differences between the target age

groups that the department categorized as The Matures, Baby Boomers, and Generations X, Y, Z

and Alpha. The survey results also indicated that the largest number of recreation center

memberships were between the ages of 4-32 and provided target market group characteristics

that greatly assisted department management staff with developing program development and

marketing strategies. A copy of the results of this survey and a survey analysis has been provided

as an exhibit. (Refer to on-site exhibit labeled “Category 6, Exhibit 1” [Customer Base

Generational Analysis] that is available in the department CAPRA reference library).

Community Recreation Centers Statistics: The Department of Parks and Recreation manages

seven community recreation center facilities that are open daily to provide a double gym, weight

room, group fitness room, meeting rooms, swimming pool, and other recreational amenities for

youth, adults, and seniors as well as department sponsored instructional classes and recreational

programs. The department community recreation center management staff prepares and

maintains numerous monthly, quarterly, and annual statistical records and reports for each

recreation center facility regarding revenues, expenditures, facility attendance, recreational

program attendance, and volunteer hours of service. These statistical reports are utilized by

department staff to analyze and evaluate membership trends for the seven community recreation

centers and to analyze and evaluate the participation levels for each department sponsored

recreational program that is offered in the community recreation centers. (Refer to on-site exhibit

labeled “Category 6, Exhibit 1” [Recreation Centers Monthly Revenues Report, Recreation

Centers Monthly Program Participation Statistics, Statistics Compilation Reports, Participant

Program Evaluations] that is available in the department CAPRA reference library).



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Outdoor Programs and Special Events Statistics: The Department of Parks and Recreation

sponsors numerous outdoor educational and recreational programs as well as large scale special

events for crowds over 1,000 participants. The department outdoor programs and special events

staff prepares and maintains numerous monthly, quarterly, and annual statistical records and

reports regarding outdoor program participation, special event attendance, volunteer hours

donated to the department to staff outdoor programs and special events, participant evaluations to

evaluate feedback regarding how outdoor programs and special events could be enhanced,

surveys to analyze the interest in potential outdoor programs and special events the department is

considering, and revenue and expenditure reports for budget tracking and to support budget

documentation and reconciliation. (Refer to on-site exhibit labeled “Category 6, Exhibit 1”

[Outdoor Program Monthly Report, Participation Evaluations and Surveys; Winter Wildlife –

Expense, Survey, Evaluations; K-9 Karnival Event Survey/Evaluation; and Volunteer Monthly

Log] that is available in the department CAPRA reference library).

Fitness Program Statistics: The Department of Parks and Recreation sponsors group fitness,

personal training, and specialized fitness classes for individuals and families. The department

fitness program staff prepares and maintains numerous monthly, quarterly, and annual fitness

program statistical records and reports including fitness program efficiency reports that track the

number of classes offered and class attendance averages, financial reconciliation reports that

analyze and evaluate program revenues that are utilized to develop future program budgetary

projections. (Refer to on-site exhibit labeled “Category 6, Exhibit 1” [Fitness Class Efficiency

Report, Silver Sneakers Program Utilization Report, August YTD Comparison Reconciliation

Numbers, and Kempsville Recreation Center Monthly Fitness Participation Report] that is


Inclusion Program Statistics: The Department of Parks and Recreation provides inclusion

support services to individuals with disabilities in order to provide the assistance that is required

for them to participate in department sponsored recreation programs and services. The

department inclusion program staff prepares and maintains program statistical records and

reports including the number of inclusion program requests for accommodation plans by age,

gender, and type of disability, monthly program participant attendance reports, and a

comprehensive program annual report to determine the program trends in service demand and to

identify where to place department resources and staff training needs. (Refer to on-site exhibit

labeled “Category 6, Exhibit 1” [FY2012-13 Service Standards Statistical Report] that is


Parks and Natural Areas Bureau Statistics: The Department of Parks and Recreation, Parks and

Natural Areas Bureau staff maintains and operates a tiered level park service that includes 265

park and open space sites. The types of statistical data that is compiled by bureau staff includes

monthly and annual attendance reports of visitors to the parks and results of customer

satisfaction surveys that are performed randomly throughout the year to patrons who have rented

park facilities as well as casual users. These survey reports are cross referenced based on the park

location, age, race, gender, and the date and time of the park visit. Areas surveyed include

satisfaction with park appearance, satisfaction with restroom cleanliness, and customer service,



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among other criteria. Results of these surveys also contribute to decisions made in areas

regarding park staffing levels and park maintenance requirements. (Refer to on-site exhibit

labeled “Category 6, Exhibit 1” [City Park System Attendance July 2013 and 2012 Guest Survey

Results] that is available in the department CAPRA reference library).

Sports Management Bureau Program Statistics: The Department of Parks and Recreation

sponsors organized youth and adult recreational leagues including basketball, football, volleyball,

and softball through a cooperative partnership in conjunction with volunteer recreation

associations. The type of statistical data that is compiled by bureau staff includes a programming

report that maintains statistics on specific sports including age groups, gender, and number of

participants. Annual comparisons are also analyzed and evaluated to determine the number, type,

and location of athletic facilities that are needed to increase registrations. A copy of a Sports

Management Bureau Program statistical report regarding Princess Anne Athletic Complex field

usage has been provided as an exhibit. (Refer to on-site exhibit labeled “Category 6, Exhibit 1”

[PAAC Field Usage Report, Athletic Program Attendance] that is available in the department


Out-of-School Time Program Statistics: The Department of Parks and Recreation Out-of-

School Time Program provides pre-school, elementary, and middle school students with

structured and supervised before and after school child care programs during the school year as

well as during the summer months. The type of statistical data that is compiled by bureau staff

includes basic statistical information regarding program participant name, age, birthdate, gender,

address, phone, emergency contacts, and authorized pick up information. In addition, program

registration comparison reports and program daily attendance reports are utilized by department

Out-of-School Time Program staff to compare program registrations from year to year, track

program revenues, and to monitor program wait lists to determine future program planning

decisions. (Refer to on-site exhibit labeled “Category 6, Exhibit 1” [Registration Comparison,

and Program Status Report] that is available in the department CAPRA reference library).

Aquatics Program Statistics: The Department of Parks and Recreation operates a swimming

pool in each of the seven City community recreation centers. Department Aquatics Program staff

provide swimming instruction to participants of all ages, coordinate department sponsored swim

and diving leagues for school age children, and host competitive swim meets between area high

school swim teams. The type of statistical data that is compiled by bureau staff includes monthly

and quarterly reports that track aquatic program participation, aquatic program revenues and

expenditures and aquatic program attendance for directed and non-directed aquatic programs and

activities that is utilized to analyze and evaluate potential program eliminations or to determine

future aquatic program opportunities. A copy of an Aquatics Program monthly report has been

provided as an exhibit. (Refer to on-site exhibit labeled “Category 6, Exhibit 1” [Aquatics

Program Monthly Report] that is available in the department CAPRA reference library).

Self Review: MET



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7.0 Facility and Land Use Management:

7.1 Acquisition of Park and Recreation Lands:

Standard: The agency should have established policies and procedures for the acquisition of

lands for park, recreation, conservation, and historical-cultural purposes.

Evidence of Compliance: The acquisition of lands by the Department of Parks and Recreation for

park, recreation, conservation, and historical-cultural related purposes is governed by the provisions

of the City ordinances, City administrative directives, and City policies that are summarized in the

following paragraphs. These documents require that appropriations for land acquisitions by the

Department of Parks and Recreation be recommended by the Director of Parks and Recreation and

approved by the City Manager and City Council.

City of Virginia Beach Policy #3.01 (Cash Payment In Lieu Of Park Reservation): The

provisions of this City Policy that was executed by the City Council governs the acceptance of

cash from developers in lieu of the dedication or reservation of land for recreational use subject

to the approval of the City Manager and the City Council. Provisions of this policy authorize the

utilization of revenue collected to be utilized by the Department of Parks and Recreation for

other land acquisitions for parks and recreation related purposes. A copy of City policy #3.01 has

been provided as an exhibit. (Refer to on site exhibit labeled “Category 7, Exhibit 1" that is


City of Virginia Beach Subdivision Ordinance Section #4.5 (Public Sites and Open Spaces): The

provisions of this City ordinance that was executed by the City Council governs land use issues

for the conservation of open space or development of land for parks and recreation purposes

throughout the City. This ordinance provides a methodology for the proactive acquisition of land

by the City by specifying alternatives for developers to dedicate land to the City for development

of parks or recreation facilities or the conservation of open spaces based on the needs generated

by new residential development. A copy of subdivision ordinance section #4.5 has been provided

as an exhibit. (Refer to on site exhibit labeled “Category 7, Exhibit 1" that is available in the


City of Virginia Beach Ordinance To Establish The Open Space Advisory Committee: The

provisions of this City ordinance that was executed by the City Council governs the

establishment of a City Council appointed 9 member citizen committee to work closely with

Department of Parks and Recreation staff regarding the administration of the City Open Space

Program including assisting in the development and monitoring of the overall process for

evaluation and recommendation of sites for acquisition by the City. A copy of the City ordinance

provisions has been provided as an exhibit. (Refer to on site exhibit labeled “Category 7, Exhibit


City of Virginia Beach Administrative Directive AD 6.08 (Special Real Estate Acquisitions and

Dispositions): The provisions of this City administrative directive that was executed by the City



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Manager governs the analysis, evaluation, and reporting procedures to be followed by all City

departments, including the Department of Parks and Recreation, regarding the justification and

viability of acquiring specified parcels of land by the City. A copy of the administrative directive



City of Virginia Beach, Outdoors Plan Acquisition Policy Document: The Virginia Beach

Outdoors Plan that was developed by the Department of Parks and Recreation and adopted by

the City Council is the City’s official guidance policy document for open space land acquisition

and the development of park and recreation land and facilities. The Outdoors Plan utilizes equity

mapping and GIS-based service area analysis, statistical analysis, and statistically significant

quantitative as well as qualitative public feedback resulting in the recommendations for open

space acquisitions. The Plan also outlines the long-range planning, action items, and capital

funding implementation strategies that comprise the City’s ultimate system of natural resources

and outdoor recreational assets. A copy of the Outdoors Plan has been provided as an exhibit.



Self Review: MET

7.2 Development of Areas and Facilities:

Standard: The agency should have established policies and procedures for the development of

park and recreation land and facilities.

Evidence of Compliance: The development of Department of Parks and Recreation managed City

property and facilities are governed by the provisions of the City ordinances, City administrative

directives, and City policies that are summarized in the following paragraphs. These documents

require that appropriations for the development of park and recreation land and facilities by the

Department of Parks and Recreation be recommended by the Director of Parks and Recreation and

approved by the City Manager and the City Council.

City of Virginia Beach Policy #3.01 (Cash Payment In Lieu Of Park Reservation): The

provisions of this City policy that was executed by the City Council governs the acceptance of

cash from developers in lieu of the dedication or reservation of land for recreational use subject

to the approval of the City Manager and the City Council. Provisions of this policy authorize the

utilization of revenue collected to be utilized by the Department of Parks and Recreation for the

development of new City parks or the renovation of existing City parks. A copy of City policy

#3.01 has been provided as an exhibit. (Refer to on site exhibit labeled “Category 7, Exhibit 1"


City of Virginia Beach Subdivision Ordinance Section #4.5 (Public Sites and Open Spaces): The

provisions of this City ordinance that was executed by the City Council governs land use issues

for the preservation of open space and development of park and recreation land and facilities



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throughout the City by specifying alternatives for the reservation, dedication, and development of

parks and open spaces based on the need generated by new residential development. This

ordinance provides a methodology for the proactive acquisition of land by the City for

recreational uses. A copy of subdivision ordinance section #4.5 has been provided as an exhibit.



City of Virginia Beach Outdoors Plan: The Virginia Beach Outdoors Plan that was developed by

the Department of Parks and Recreation and approved by the City Council is the official

guidance policy document for open space land acquisition and the development of park and

recreation land and facilities in the City of Virginia Beach. The Outdoors Plan utilizes equity

mapping and GIS-based service area analysis, statistical analysis, and statistically significant

quantitative as well as qualitative public feedback resulting in the recommendations for open

space acquisitions. The Plan also outlines the long-range planning, action items and capital

funding implementation strategies that comprise the City’s ultimate system of natural resources

and outdoor recreational assets.

In addition, development of parks and recreation lands and facilities is usually accomplished by the

Department of Parks and Recreation through diligent coordination with other City departments that

are constructing major City capital development projects. In this way, the benefits of parks and

recreation improvements can be integrated with road, bridge, school, and economic development

projects. Examples of this type of capital project coordination to accomplish parks and recreation

related development projects includes, but is not necessarily limited to, the following:

Coordination with other City Capital Projects such as Roads, Bridges, Wetland Mitigation, and

Schools: The construction of non-motorized boat ramps, trails, and athletic fields as well as the

acquisition of future park lands has all been successfully accomplished by including these

recreational facilities in the scope of other City capital projects. This strategy has also resulted in

the cost of Department of Parks and Recreation related capital projects being significantly

reduced and sometimes even completely absorbed by larger capital projects in the City. The

strategic facility needs and planning documented in the Virginia Beach Outdoors Plan serves as

document strategies for transportation and highway planners, engineers, environmental scientists,

and developers to complement and support parks and recreation capital projects. Department of

Parks and Recreation staff also works closely with Virginia Beach City Public Schools staff to

jointly develop and maintain recreational facilities such as playgrounds, tennis courts, and

athletic fields. Some examples of recent projects coordinated between the Department of Parks

and Recreation and other City agencies are Williams Farm Community Park and Beach Garden

Community Park that were designed and constructed in coordination with Virginia Beach City

Public Schools construction projects and the design and construction of Princess Anne Gateway

Park, Kemps Landing Park and Laskin Gateway Park in cooperation with the Department of

Public Works.

Coordination with State and Federal Agencies: Department of Parks and Recreation capital

construction and renovation projects are coordinated with state and federal agencies as required



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including, but not necessarily limited to, the Virginia Department of Transportation, the Virginia

Department of Conservation and Recreation, the Virginia Department of Game and Inland

Fisheries, the United States Fish and Wildlife Service, the United States Army Corps of

Engineers, and the Federal Highway Administration as required. Some recent examples of these

types of coordinated projects between the Department of Parks and Recreation and state and

federal agencies are the design and construction of the First Landing State Park Floating Dock,

Little Island Signature Park Cooperative Parking, the acquisition of Pleasure House Point Natural

Area, and cooperation in the application and management of an Alternative Transportation

Planning Grant for the Back Bay National Wildlife Refuge.

Self Review: MET

7.3 Defense Against Encroachment:

Standard: The agency should have procedures for protecting park and recreation lands and

facilities from encroachment.

Evidence of Compliance: Established procedures regarding the protection of Department of Parks

and Recreation managed City property against encroachment are governed by the provisions of the

Commonwealth of Virginia State Code #15.2-2009 (Obstructions or Encroachments); the

Commonwealth of Virginia State Code #15.2-2107 (Persons Occupying or Using Streets, Etc.,

Contrary to Law); the City of Virginia Beach City Code Section #23-46 (Nuisance Generally); and

the City of Virginia Beach City Code Section #33-114.1 (Removal, etc., of Certain Encroachments).

The State Code provisions that were executed by the Commonwealth of Virginia General Assembly

and the City Code provisions that were executed by the City Council prohibit all unlawful

encroachments on City property. These provisions are utilized by Department of Parks and

Recreation staff with the assistance of the Department of Public Works, Real Estate Division staff to

resolve all encroachment issues involving parks and recreation lands and facilities. Copies of the

State Code and City Code provisions have been provided as exhibits. (Refer to on site exhibit labeled

“Category 7, Exhibit 1" that is available in the department CAPRA reference library). Summations

of the State Code and City Code provisions regarding encroachments are as follows:

Commonwealth of Virginia State Code #15.2-2009 (Obstructions or

Encroachments): A locality may prevent any unlawful obstruction of or

encroachment over, under or in any street, highway, road, alley, bridge, viaduct,

subway, underpass or other public right-of-way or place; may provide penalties for

maintaining any such unlawful obstruction or encroachment; may remove the same

and charge the cost thereof to the owner or occupant of the property so obstructing or

encroaching; and may collect the cost in any manner provided by law for the

collection of state or local taxes. The locality may require the owner or occupant of

the property so obstructing or encroaching to remove the property and, pending such

removal, may charge the owner of the property so obstructing or encroaching

compensation for the use of such portion of the street, highway, road, alley, bridge,



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viaduct, subway, underpass or other public right-of-way or place obstructed or

encroached upon the equivalent of what would be the tax upon the land so occupied

if it were owned by the owner of the property so obstructing or encroaching. If

removal is not accomplished within the time ordered, the locality may impose

penalties for each day that the obstruction or encroachment is allowed to continue.

Commonwealth of Virginia State Code #15.2-2107 (Persons Occupying or Using

Streets, Etc., Contrary to Law): Any person occupying or using any of the streets,

avenues, parks, bridges or any other public places or public property or any public

easement of any description of a city or town, in a manner not permitted to the

general public, without having first legally obtained the consent of the city or town

shall be guilty of a Class 4 misdemeanor. Each day's continuance thereof shall be a

separate offense. Such occupancy or use shall be deemed a nuisance. The court trying

the case may cause the nuisance to be abated and commit the offenders and all their

agents and employees engaged in such offenses to jail until the order of the court is

obeyed.

City of Virginia Beach City Code Section #23-46 (Nuisance Generally):

(a) For purposes of this section, the term "city manager" shall mean the city manager

or such other employee of the city as may be designated by the city manager to

perform the duties described in this section.

(b) Except as otherwise provided in this Code or other ordinances of the city, it shall

be unlawful for any person to cause, create, allow, permit or maintain, upon any land

or premises in the city in his possession or under his control, any public nuisance or

any condition injurious to the public health or morals or endangering the life or

property of others

(c) Upon a determination by the city manager, that there exists on any land or

premises within the city a public nuisance as set forth in subsection (a) hereof, notice

shall be served on the owner of such land or premises or his agent, or on the occupant

thereof, or both, to abate or remove such public nuisance from such land or premises

within seven (7) days from the date of such notice.

(d) Service of the notice provided for in subsection (b) shall be by first-class mail,

personal delivery or posting in a conspicuous place upon the land or premises;

provided, however, that if the land or premises are unoccupied and the owner or his

agent cannot be found by the exercise of due diligence or are unknown, such notice

shall be sufficient against the owner if given by first-class mail to the owner's last

known mailing address and posted in a conspicuous place upon the land or premises.

The city manager is authorized to deliver or post such notice.

(e) A violation of any of the provisions of this section, or failure to comply with the



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terms of a notice issued and served as provided in this section within the time

prescribed in such notice, shall constitute a class 2 misdemeanor. In addition to any

penalties imposed hereunder, the city may institute legal action to enjoin the

continuing violation of this section and may remove or contract for the removal of

such public nuisance, in which event the cost and expenses thereof, including an

administrative fee in the amount of one hundred fifty dollars ($150.00), shall be

chargeable to and paid by the owner or occupant of the land or premises. Any such

charge which is not paid within thirty (30) days of the date or which is billed to the

person or persons named in the notice may be collected by an action at law or in any

manner provided by law for the collection of taxes.

City of Virginia Beach City Code Section #33-114.1 (Removal, etc., of Certain

Encroachments)

(a) It shall be unlawful for any person to erect or maintain…any sign, awning,

marquee or other like structure which encroaches, in whole or in part, in, upon or

over any public street, without first obtaining authorization for such encroachment

pursuant to the provisions of this article.

(b) Whenever the director of planning determines that there has been a violation of

this section, he shall give notice thereof to the owner or occupant of the property to

which the encroaching structure is affixed or appended, stating the nature of the

violation and ordering the removal of the structure or the encroaching portion thereof

within a reasonable period of time specified therein. Such notice shall be in writing

and shall be served upon the owner or his agent or the occupant, and shall be deemed

to be properly served upon such owner or agent or upon such occupant if served upon

him personally, sent by certified or registered mail to his last known address or the

address of the property to which the encroaching structure is affixed or appended,

posted in a conspicuous place in or upon such property, or served by any other

method authorized by the laws of this state.

(c) Failure to comply with the terms of such notice within the time specified therein

shall be punishable as a Class 3 misdemeanor, and each day thereafter that the

violation continues shall constitute a separate offense. In addition to any fine imposed

hereunder, the director may, in the name of the city, bring legal action to enjoin the

continuing violation of this section; may remove or contract for the removal of any

such encroachment, in which event the cost thereof shall be charged to the owner or

occupant of the property and collected as real estate taxes are collected; and may, on

behalf of the city, pending the removal of any such encroachment or encroaching

portion thereof, charge the owner compensation for the use of such portion of the

street at the equivalent of the tax upon the land so occupied if it were property of the

owner.

Self Review: MET



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7.4 Disposal of Lands:

Standard: The agency should have established procedures regarding the disposal of park and

recreation lands.

Evidence of Compliance: The established procedures regarding the disposal of Department of Parks

and Recreation managed City property is governed by the provisions of Administrative Directive

#6.08 (Special Real Estate Acquisitions and Dispositions) that was executed by the City Manager in

order to ensure that all City real estate dispositions are initiated, evaluated, authorized, and presented

to the City Council in closed session for direction in a consistent, coordinated, and professionally

managed manner. (Refer to on site exhibit labeled “Category 7, Exhibit 1” that is available in the


Although it is a rare occurrence, there are situations when land previously identified for parks or

open space is requested to be sold for other uses. When existing City property is determined

appropriate for sale following a review by the Department of Parks and Recreation staff and the City

Open Space Advisory Committee, a written recommendation is submitted to the City Excess

Property Review Committee for their review and consideration. A final recommendation for the sale

of the property is then forwarded to the City Manager and subject to the City Manager’s approval is

submitted to the City Council for their review and consideration. In most cases, the revenue from the

sale of any park land is deposited into a Department of Parks and Recreation, Capital Improvement

Program revenue account to be utilized by the department for the acquisition and development of

additional park property.

Self Review: MET

7.5 Maintenance and Operations Management Plan:

Standard: There shall be an established maintenance and operations plan for management of the

agency's park and recreation areas, facilities, and equipment.

Evidence of Compliance: The Department of Parks and Recreation, Landscape Management

Division Maintenance and Operations Management Plan supports the proactive approach by the

department to maintaining facilities and infrastructure in the most efficient and effective manner

possible. As an outcome of the department strategic planning process, the Landscape Management

Division was strategically realigned to maximize the operational efficiency and effectiveness of the

division. The organizational realignment consisted of the establishment of four operational bureaus

in the division named the Asset Management Bureau, the Maintenance Management Bureau, the Life

Cycle Management Bureau, and the Special Zones Management Bureau. A copy of the new

Landscape Management Division organization chart has been included as an exhibit in the

Landscape Management Division Maintenance and Operations Plan that has been provided as an


CAPRA reference library). A succinct summation of the scope of the duties and responsibilities of

each bureau is as follows:



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Asset Management Bureau: The Asset Management Bureau is responsible for efficiently and

effectively managing all divisional capital assets. These divisional assets include all vehicles and

equipment, all automated Hansen™ system resources management and related functions,

materials and supplies inventories, communications systems, and other technology. Asset

Management monitors division standards for performance measurement, productivity, workflow

improvement, operational development, and quality control. This bureau also administers

landscape installation and maintenance contracts, tree pruning and removal contracts, coordinates

emergency disaster response, and plays a leading role in the implementation and administration

of the Hansen automated maintenance system.

Maintenance Management Bureau: The Maintenance Management Bureau is responsible for all

citywide routinely scheduled landscape maintenance and is divided into three East, North, and

West zones. This allows for enhanced coordination and efficiencies based on allocating resources

geographically and utilizing defined maintenance standards. Due to the relatively small number

of department sites in the southern zone, all scheduled landscape maintenance is contractor

maintained resulting in efficiencies in reduced travel time for division staff and more

concentrated contract inspections. Copies of the zone spreadsheets that outline zone assigned

staff, sites maintained, resources, and zone maps are included in the Landscape Management

Division Maintenance and Operations Plan that has been provided as an exhibit.

Life Cycle Management Bureau: The Life Cycle Management Bureau is responsible for

providing proactive facility preventative maintenance programs by prioritizing responses to

facility maintenance requests that ensures safe and responsible life cycle asset management. The

Rapid Response Team responds to emergency and customer service requests that are generated

through work orders that are initiated either internally or externally. The Lifecycle Maintenance

Bureau is work order based and focused on funded improvements associated with repair or

replacement initiatives.

Special Zones Management Bureau: The Special Zones Management Bureau is responsible for

ensuring the continued delivery of the highest tier of maintenance services for the most visible,

intensively managed and maintained City districts where major public and public/private

investment has occurred and where there is significant utilization. These special zones are the

oceanfront resort area, the municipal center complex, the Princess Anne Athletic Complex, and

Town Center.

The major components of the Landscape Management Division Maintenance and Operations

Management Plan are as follows:

Tier Mowing Operations: Proper mowing maximizes the health and appearance of the turf and

reduces efforts and costs of turf maintenance. The goals of tiered mowing operations are

appearance, safety, and playability and all City facilities and properties have been designated

with one of six tier maintenance levels with Tier 1 being the highest priority such as athletic

facilities and Tier 6 being the lowest priority such as open space natural areas. Copies of the

definitions and standard operating practices for the six tiers of mowing operations have been



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included as exhibits in the Landscape Management Division Maintenance and Operations Plan

that has been provided as an exhibit.

Mowing Frequencies: Different mowing frequencies have been established for different

categories of sites such as buildings, parks, and roadways. All mowing frequencies are calculated

and tracked both in the automated Hansen system and on a separate spreadsheet for each site that

is maintained. A copy of the established mowing frequency by category and an example of a

mowing frequency tracking spreadsheet has been included as an exhibit in the Landscape

Management Division Maintenance and Operations Plan that has been provided as an exhibit.

Meadow and Shoreline Management: Landscape Management Division staff has established

procedures and identified opportunities for meadow and shoreline management areas as a way to

protect City waterways while establishing more efficient maintenance and management policies

and procedures. Currently, there are 880 acres of meadow managed areas and an inventory and

maintenance schedules are maintained and managed by the Landscape Management Division

staff. Copies of an inventory of meadow and shoreline managed areas, established meadow

management tiers, and established goals and benefits of the meadow and shoreline management

initiative have been included as exhibits in the Landscape Management Division Maintenance

and Operations Plan that has been provided as an exhibit. (Refer to on site exhibit labeled


Hansen™ Automated System Resource Management: The Hansen™ automated system is a

comprehensive software system shared by the Department of Parks and Recreation, Department

of Public Works and Department of Public Utilities that provides detailed contract management,

work management, asset management, and cost accounting management tools that greatly assists

the departments with improving the effectiveness and efficiency of a broad range of operational

processes. The Hansen™ system is utilized by the Landscape Management Division staff to track

all calls for service, all work activities, and all costs associated with work activities for all

Department of Parks and Recreation managed sites as well as all other City property sites and

right-of-way areas that are maintained by the Landscape Management Division staff. The

Hansen™ system is an invaluable tool for generating work orders for scheduled or cyclical

maintenance such as work orders every three months for the inspection of playgrounds at City

schools and parks. The reports that the Landscape Management Division staff is able to generate

from the system are also invaluable in documenting historical cost data for maintenance of all

City assets as well as forecasting future maintenance costs. Examples of Hansen™ system

reports have been included as exhibits in the Landscape Management Division Maintenance and

Operations Plan that has been provided as an exhibit. (Refer to on site exhibit labeled “Category

7, Exhibit 1” that is available in the department CAPRA reference library).

Standard Operating Procedures: The Landscape Management Division staff and the Parks and

Natural Areas Bureau staff has developed numerous standard operating procedures regarding the

various maintenance and other activities that the division and bureau staff perform. Copies of the

Standard Operating procedures for the Landscape Management Division and the Parks and

Natural Areas Bureau have been included as exhibits in the Landscape Management Division



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Maintenance and Operations Plan that has been provided as an exhibit. (Refer to on site exhibit


Annual Condition Assessment Inspections: Annual condition assessment inspections are

performed by the Landscape Management Division staff on all City and Schools Division athletic

fields, playgrounds, and park infrastructure such as basketball courts, tennis courts, baseball

backstops, picnic shelters, benches, bleachers, sidewalks, trails, bridges and parking lots. During

the condition assessment inspection process, the condition of each asset is rated on a numeric

scale with a low score indicating an asset is in need of major repairs or replacement and a high

score indicating an asset in like new condition. Condition assessment inspection scores and

inspector comments are entered into the Hansen™ work order system to document findings and

to generate inspection reports.

Routine Inspections: Routine inspections by the Landscape Management Division staff are

incorporated into each maintenance cycle and the inspection frequency is dependent on the tier

level assigned to each site. A routine inspection report form known as the Picture Perfect

Inspection Form is a tool that prompts a division maintenance supervisor to look for specific

maintenance issues that should be addressed immediately, completed on the next cycle, or

submitted as a service request. The Picture Perfect Inspection Form has been added as a tab

option in the Hansen™ system work order window to document maintenance issues. Copies of a

routine inspection report and a Picture Perfect Inspection Form have been included as exhibits in

the Landscape Management Division Maintenance and Operations Plan that has been provided as

an exhibit. (Refer to on site exhibit labeled “Category 7, Exhibit 1" that is available in the


Self Review: MET

7.5.1 Facility Legal Requirements:

Standard: There should be a regular review of legal requirements related to facilities, such as

licenses, sanitary regulations, fire laws, and safety measures, and inspections of adherence

thereto.

Evidence of Compliance: The legal requirements related to all Department of Parks and Recreation

managed facilities are governed by the provisions of Administrative Directive #AD 3.13 (Project

Management of City Buildings) that was executed by the City Manager, by City Policy #7.01 (Safety

and Loss Control) that is administered by the City Department of Human Resources, Safety Division

and by Section #34 of the City Code (Swimming Pools) that is administered by the State of Virginia,

Department of Public Health. A copy of the administrative directive provisions, City policy

provisions, and City Code provisions has been provided as exhibits. (Refer to on site exhibit labeled


The Department of Parks and Recreation operates licensed early childhood programs at three

community recreation centers. Each of these programs is licensed biennially by the Virginia



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Department of Social Services. A copy of the Code of Virginia provisions regarding the licensing

requirements for the department early childhood programs and copies of program licenses have been



All concessions at Department of Parks and Recreation managed facilities are operated by private

concession vendors under contract with the department. All concession vendors are required to

comply with all laws, permits, and health guidelines established by the City or State of Virginia and

they are also required by their contract to have liability insurance. The verification of all

contractually required permits and insurance is performed annually by Department of Parks and

Recreation staff. Copies of concession contracts, health permits, and certificates of insurance have

been provided as exhibits. (Refer to on site exhibit labeled “Category 7, Exhibit 1” that is available


Department of Parks and Recreation division administrators and facility site managers are assigned

the responsibility for ensuring their assigned facilities are inspected regularly by the appropriate local

and state regulatory agencies as required to ensure continued compliance with all legal requirements

regarding the protection of the health, safety, and welfare of all citizens who utilize department

managed City facilities. A copy of various examples of the facility inspection reports regarding fire

inspection, fire extinguishers, fire alarm systems, fire suppression systems, backflow assembly

systems, emergency lighting systems, emergency generator testing, weekly recreation center pool

inspections, site security checklists, and food service inspection reports have been provided as

exhibits. (Refer to on site exhibit labeled “Category 7, Exhibit 1” that is available in the department


Self Review: MET

7.5.2 Preventive Maintenance Plan:

Standard: There should be a comprehensive preventive maintenance plan, which incorporates a

preventive program for each facility that includes regularly scheduled systematic inspections and

detailed safety checks.

Evidence of Compliance: The Department of Parks and Recreation coordinates the preventive

maintenance program for all department managed facilities with the City Department of Public

Works, Building Maintenance Division, the City Department of Fire, Fire Marshall Office, and the

Virginia State Department of Health.

The City Department of Public Works, Building Maintenance Division staff is responsible for

systematic preventive maintenance inspections of all structural building components for all

Department of Parks and Recreation buildings including the seven City community recreation center

facilities that are managed by the department. The preventive maintenance inspections include

quarterly facility inspection reports, extended maintenance warranties and service agreements on

numerous facility HVAC mechanical equipment that are inspected annually, and the administration



196

of the provisions of City custodial contracts for all Department of Parks and Recreation facilities.

Copies of preventive maintenance schedules for recreation centers, quarterly facility inspection

reports, custodial maintenance standards, and the current City custodial contract have been provided



The City Fire Department, Fire Marshall Office staff is responsible for coordinating the systematic

preventive maintenance inspections of all fire alarm and fire suppression systems to include annual

fire extinguisher inspections and annual inspections of smoke alarm systems. Copies of Department

of Parks and Recreation facility preventive maintenance inspection and safety checks performed by

Fire Department staff have been provided as exhibits including fire extinguisher inspection reports,

fire alarm system inspection reports, fire suppression system inspection reports, water backflow

assembly system inspection reports, emergency lighting inspection reports, emergency generator

testing inspection reports, weekly community recreation center 25-meter swimming pool inspection

reports, and site security checklist reports. (Refer to on site exhibit labeled “Category 7, Exhibit 1


The Virginia State Department of Health annually inspects the full-size kitchens in the seven City

community recreation centers that are managed by the Department of Parks and Recreation and a

Food Service Establishment Inspection Report is issued by the Department of health following each

inspection. The kitchens are utilized by department staff to store and prepare food supplies for a

variety of recreation center programs. At least two department staff at each community recreation

center is required to obtain a Professional Food Manager Certification that is valid for three years in

order to manage each kitchen. These individuals are responsible for ensuring that others using the

kitchen and preparing food for recreation center programs follow prescribed health and safety

standards. A copy of a Food Service Establishment Inspection Report has been provided as an

exhibit. (Refer to on site exhibit labeled “Category 7, Exhibit 1 that is available in the department


The Department of Parks and Recreation, Programing and Operations Division aquatic staff is

responsible for coordinating the systematic preventive maintenance inspections of all community

recreation center 25-meter swimming pools and all pool related mechanical equipment. Copies of

daily pool record sheets, preventive maintenance schedules, various pool inspection forms,

preventive maintenance checklists and permits, and the quarterly maintenance of pool equipment

report have been provided as exhibits. (Refer to on site exhibit labeled “Category 7, Exhibit 1" that is


The Department of Parks and Recreation, Programing and Operations Division staff that are assigned

to the seven City community recreation centers that are managed by the department perform

systematic visual safety and preventive maintenance inspections on all recreational equipment

utilized throughout the centers to include daily inspections of weight room equipment that includes

repairs and lubrication of moving parts and the cleaning and sanitation of each piece of equipment.

Department staff submits preventive maintenance work order requests for mechanical, structural,

carpentry, electrical, plumbing, HVAC, or safety issues to the City Department of Public Works,



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Building Maintenance Division staff as required to maintain the recreation center facilities and a log

is kept at each community recreation center site for all work orders that are submitted. A copy of a

cumulative work order log for a community recreation center has been provided as an exhibit. (Refer

to on site exhibit labeled “Category 7, Exhibit 1" that is available in the department CAPRA

reference library). In addition, each of the seven community recreation centers that are managed by

the department has an annual maintenance week closure period in order to complete a multitude of

maintenance items such as painting, electrical, plumbing, HVAC, floor refinishing, and other

necessary repairs and maintenance. A copy of a maintenance week preventive maintenance schedule

has been provided as an exhibit. (Refer to on site exhibit labeled “Category 7, Exhibit 1" that is


The Department of Parks and Recreation, Landscape Management Division staff and Parks and

Natural Areas Bureau staff are responsible for the systematic preventive maintenance inspection of

all park facilities and park infrastructure to include buildings, playgrounds, picnic shelters, benches,

bleachers, bridges, concrete and asphalt walkways, tennis courts, basketball courts, fencing, athletic

fields and athletic field fencing. The condition of all assets during an inspection is rated on a numeric

scale. A low score indicates that the asset is in need of major repairs or replacement. A high score

indicates an asset is in like new condition. Scores and comments are entered into an automated

Hansen work order system to document findings and to generate inspection reports. The inspection

report includes comments specifying the issues discovered during the inspection. Spot safety and

maintenance inspections are also performed by Landscape Management Division staff and Parks and

Natural Areas Bureau staff each time a specific park is visited and an automated Hansen

maintenance work order is generated for all maintenance deficiencies that are identified. If larger

catastrophic maintenance issues are identified, those issues are prioritized for funding as park

renovation capital projects that are funded through the Department of Parks and Recreation Capital

Improvement Program that funds all major department capital repair and renovation projects. A copy

of an inspection report has been provided as an exhibit. (Refer to on site exhibit labeled “Category 7,


All City playgrounds managed by the Department of Parks and Recreation receive regular preventive

maintenance inspections that are conducted by department staff that are NRPA certified playground

safety inspectors on an established schedule to ensure that a safe environment is maintained for the

public. All playground safety related maintenance discrepancies that are identified during the

inspection process are considered a top priority and are remediated in a timely manner. Copies of the

Department of Parks and Recreation Playground Structures Inspection, Repair, and Maintenance

Policy and Procedure; a Playground Inspection Schedule; a Playground Equipment Inspection Sheet;

and a Playground Inspection Calendar by park have been provided as exhibits. (Refer to on site


Self Review: MET

7.5.3 Recycling:

Standard: There should be a recycling program for park and recreation facilities as well as the



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agency’s administrative offices.

Evidence of Compliance: The Department of Parks and Recreation is an active participant in the

City sponsored Recycling Program that is administered by the City Department of Public Works.

Through the partnership with the Department of Public Works staff, tree debris is collected weekly

from homeowners and recycled into mulch that is subsequently installed in landscape beds at various

municipal sites by Department of Parks and Recreation, Landscape Management Division staff.

All Department of Parks and Recreation community recreation centers display recycling containers

in selected areas of the buildings for the public and department staff to recycle paper products, plastic

and aluminum bottles, inkjet and laser printer cartridges, cell phones, and batteries. Signs are posted

throughout the facilities on bulletin boards and near the recycling containers to encourage the

recycling process. Recycling dumpsters are located in the rear of each community recreation center

for weekly collection of the recyclable materials by a private company under contract with the City.

All Department of Parks and Recreation administrative offices display recycling containers in

selected areas of the buildings for department staff to recycle paper products, plastic and aluminum

bottles, inkjet and laser printer cartridges, cell phones, and batteries. Recycling containers are located

in the rear of each administrative building for weekly collection of the recyclable materials by a

private company under contract with the City. Pictures of recycling containers that are utilized

throughout the department have been provided as exhibits. (Refer to on site exhibit labeled


Whenever possible, the Department of Parks and Recreation complies with the provisions of

Administrative Directive #AD 6.02 (Buy Recycled) that was executed by the City Manager that

requires all City departments to purchase goods that incorporate the use of recycled materials,

reusable products and products designed to be recycled. Whenever possible, the department also

complies with Administrative Directive #AD 4.12 (Sustainable Procurement) that was executed by

the City Manager that requires all City departments to implement effective sustainable procurement

procedures that incorporate energy efficiency, the use of recycled materials, the use of reusable

products, and the use of products designed to be recycled or composted. A copy of the administrative

directives has been provided as exhibits. (Refer to on site exhibit labeled “Category 7, Exhibit 1” that


The Project Green Teens Program is a Department of Parks and Recreation sponsored program that

is designed specifically for youth aged thirteen (13) thru eighteen (18). This program is comprised of

a volunteer group of teens that strive to improve the City environment and the mindset of the City

community by completing projects that make a difference in our parks, neighborhoods, and schools

while earning community service hours. Through their outreach and educational component, the

Project Green Teens Program has brought the importance of recycling to the forefront for both

department staff and the general public. (Refer to on site exhibit labeled “Category 7, Exhibit 1” that


Self Review: MET



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7.6 Fleet Management Plan:

Standard: The agency should have an established fleet management plan comprised of an

inventory and maintenance schedule of all vehicles and other major equipment, annual

inspections, and a replacement schedule.

Evidence of Compliance: The Department of Parks and Recreation Fleet Management Plan is

governed by the provisions of Administrative Directive AD 5.07 (Repair and Maintenance of Fleet

Assets by City Employees) that was executed by the City manager and the Department of Public

Works SOP 17.3 (Equipment and Fleet Management, Operator Inspection). (Refer to on site exhibit

labeled “Category 7, Exhibit 1" that is available in the department CAPRA reference library). The

City Department of Public Works, Automotive Services Division staff is responsible for the

inspection, maintenance, repair, and replacement of all Department of Parks and Recreation capital

vehicles and equipment.

In order to avoid extensive downtime and costly repairs of fleet assets, the Automotive Services

Division staff also manages the Preventive Maintenance Program for all City vehicles and equipment

in accordance with the Department of Public Works SOP 17.4 (Equipment and Fleet Management:

Preventive Maintenance Program). (Refer to on site exhibit labeled “Category 7, Exhibit 1" that is

available in the department CAPRA reference library). Preventive maintenance schedules are

established in order to effectively maintain and prolong the life of vehicles and equipment in the City

fleet in accordance with the Department of Public Works SOP 17.6 (Equipment and Fleet

Management: Preventive Maintenance Schedule) (Refer to on site exhibit labeled “Category 7,


Maintenance and repair records of all department capital vehicles and equipment are maintained in

the Automotive Services Division and an inventory is maintained through the City Capital Assets

Inventory System that is updated annually. (Refer to on site exhibit labeled “Category 7, Exhibit 1"

that is available in the department CAPRA reference library). Disposition of assets are in accordance

with Administrative Directive AD 6.01 (Asset Disposition). (Refer to on site exhibit labeled


To ensure all City fleet assets are used appropriately, parameters governing fleet asset operation are

outlined in Administrative Directive AD 5.01 (Fleet Asset Operation) and Administrative Directive

AD 5.10 (No Idling Policy). (Refer to on site exhibit labeled “Category 7, Exhibit 1" that is available


The replacement of all Department of Parks and Recreation capital vehicles and equipment is

governed by the provisions of Department of Public Works SOP 17.7 (Equipment and Fleet

Management Replacement Policy) that is administered by the Department of Public Works,

Automotive Services Division that specifies the procedures for the Department of Parks and

Recreation to request replacement of capital vehicles and equipment. (Refer to on site exhibit labeled




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Self Review: MET

7.7 Agency-Owned Equipment and Property:

Standard: There should be policies and procedures for the management of and accountability for

agency-owned equipment and property.

Evidence of Compliance: The policy and procedure regarding the purchase and accountability of all

Department of Parks and Recreation equipment and property is governed by the provisions of the

City Purchasing Manual that is administered by the City Department of Finance, Purchasing

Division staff. (Refer to on site exhibit labeled “Category 7, Exhibit 1" that is available in the


The management of and the accountability for all Department of Parks and Recreation information

technology assets and related services is governed by the provisions of Administrative Directive AD

2.04 (Information and Communications Technology Acceptable Use) and Administrative Directive

AD 2.06 (Information Technology Infrastructure and Asset Management) that were executed by the

City Manager. These administrative directives require the Department of Parks and Recreation staff

to coordinate the acquisition, installation, maintenance, security, and disposition of all City computer

systems with the City Department of Communications and Information Technology. (Refer to on site


The management of and the accountability for all Department of Parks and Recreation wireless

communications technology assets and related services is governed by the provisions of

Administrative Directive AD 2.05 (Use of Wireless Phones and Services) that was executed by the

City Manager. This administrative directive designates the Department of Communications and

Information Technology, Telecommunications Division as the administrator of the City cellular

contract and specifies that the utilization of City wireless communication equipment by Department

of Parks and Recreation staff is authorized for official City business purposes only. (Refer to on site


The disposition of all capital and non-capital Department of Parks and Recreation assets is governed

by Administrative Directive AD 6.01 (Asset Disposition) that was executed by the City Manager.

This administrative directive specifies the guidelines and procedures for all City departments

including the Department of Parks and Recreation to dispose of excess, obsolete, salvageable, or

extensively damaged City assets. (Refer to on site exhibit labeled “Category 7, Exhibit 1” that is


In addition, Administrative Directive AD 5.01 (Fleet Asset Operation) that was executed by the City

Manager requires Department of Parks and Recreation staff that operates a City vehicle or equipment

to be trained every four years in defensive driving techniques and to have an annual driving record

background check. A drug and alcohol test is also required for all department staff that is required to

obtain a Commonwealth of Virginia Commercial Driver’s License to operate their assigned City

vehicle. All department staff is also required to certify that they maintain State of Virginia required



201

minimum insurance limits when they operate their private vehicle on official City business. (Refer to


library).

Self Review: MET

7.8 Natural Resource Management and Environmental Stewardship

Standard: There shall be environmentally sound policies and procedures that are integral to all

operations.

Evidence of Compliance: The management of all Department of Parks and Recreation natural

resources within the citywide parks system is the responsibility of the Landscape Management

Division staff and the Parks and Natural Areas Bureau staff. The methods and guidelines utilized for

the design and management of these natural resources is a cooperative effort that includes other City

departments as well as state and federal agencies such as the United States Army Corps of Engineers;

the Commonwealth of Virginia Department of Conservation and Recreation; the Commonwealth of

Virginia Department of Game and Inland Fisheries; the Commonwealth of Virginia Department of

Natural Resources; and the Commonwealth of Virginia Department of Environmental Quality in

accordance with the provisions of the Department of Parks and Recreation Design Standards

Manual. (Refer to on site exhibit labeled “Category 7, Exhibit 2” that is available in the department


Some examples of Department of Parks and Recreation developed plans and programs that have

served to establish administrative policies, practices, and procedures regarding the effective

management of natural resources throughout the City include but are not limited to the following:

Virginia Beach Outdoors Plan: The Virginia Beach Outdoors Plan was adopted as a component

of the City comprehensive plan in 2009. The Virginia Beach Outdoors Plan was developed and

is administered by the Department of Parks and Recreation and serves as a comprehensive

strategy for the City regarding environmental stewardship and the management of natural

resources. The plan includes strategies to preserve City owned natural areas throughout the City

by implementing best management practices to maintain these City owned properties and

strategies for the City to acquire additional undeveloped properties to protect the properties from

development and to preserve the properties in their natural state as open space.

City Open Space Acquisition Program: The City Open Space Acquisition Program was

established by the City Council in May 2001 and is administered by the Department of Parks and

Recreation, Planning, Design, and Development Division staff. The mission of the program is to

research and evaluate undeveloped properties throughout the City for possible acquisition by the

City to preserve the properties from development in their natural state as open space. As of

January 2014, 2,827 acres throughout the City have been acquired and preserved as open space.

Paul S. Sarbanes TRIPP Grant: The City received a Paul S. Sarbanes Transit in Parks Program



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(TRIPP) grant from the Federal Transit Administration to study transportation alternatives for

visitors to reach the Back Bay National Wildlife Refuge without using private motor vehicles.

Transportation alternatives may include providing trams from populated areas of the City to the

refuge, construction of a shared-use path for biking and walking, and development of

canoe/kayak facilities. When the grant report is completed, the City and the Back Bay National

Wildlife Refuge can pursue implementation grants through the same TRIPP program or through

other programs. (Refer to on site exhibit labeled “Category 7, Exhibit 2 that is available in the


City Bikeways and Trails Plan: In April 2011, the City Council adopted the City of Virginia

Beach Bikeways & Trails Plan that was developed by the Department of Parks and Recreation,

as a component of the City Comprehensive Plan. A copy of the City of Virginia Beach Bikeways

& Trails Plan has been provided as an exhibit. (Refer to on site exhibit labeled “Category 7,

Exhibit 2 that is available in the department CAPRA reference library). Department of Parks and

Recreation and other City team members worked cooperatively to develop a citywide trail

destinations map that includes designated points of interest, and a comprehensive, citywide

waterways map including launch sites. A copy of the trail destinations map has been provided as

an exhibit. (Refer to on site exhibit labeled “Category 7, Exhibit 2 that is available in the


Lake Lawson/Lake Smith Natural Area Master Plan: Department of Parks and Recreation staff

worked cooperatively with staff from the Department of Public Works in the adjacent

community of the City of Norfolk to evaluate the current condition and use of the 42 acre Lake

Lawson/Lake Smith property that the City of Virginia Beach acquired from the City of Norfolk

in October 2009. The Master Plan contains long term recommendations that focus on expanding

the overall potential for use and preservation of the site in a manner that improves the user

experience and minimizes environmental degradation. A copy of the master plan has been

provided as an exhibit. (Refer to on site exhibit labeled “Category 7, Exhibit 2 that is available in


Marshview Metro Park Master Plan: Department of Parks and Recreation staff worked

cooperatively with representatives of the United States Navy to acquire over 100 acres of

undeveloped, forested property on Owls Creek, a tributary of Lake Rudee in the City. A 65 acre

area of the site will be managed by the Department of Parks and Recreation as a natural area with

public access and limited amenities. A copy of the Marshview Metro Park Master Plan has been

provided as an exhibit. (Refer to on site exhibit labeled “Category 7, Exhibit 2 that is available in


Meadow Management Plan: The Department of Parks and Recreation, Landscape Management

Division staff practices meadow management as a way to protect our waterways while

establishing more efficient maintenance and management practices. A meadow management

inventory and maintenance schedule is maintained as components of the Department of Parks

and Recreation, Meadow Management Plan. A copy of the management plan has been provided




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Mount Trashmore Signature Park Master Plan: Department of Parks and Recreation staff and

other City staff worked cooperatively to coordinate the development of a park master plan that

incorporated no-mow areas, natural areas, and a citizen environmental education program

regarding effective strategies to maintain water quality in the City. A copy of the master plan has

been provided as an exhibit. (Refer to on site exhibit labeled “Category 7, Exhibit 2 that is


Pleasure House Point Preservation Site Acquisition: Department of Parks and Recreation staff

worked cooperatively with representatives of the Trust for Public Land, the Chesapeake Bay

Foundation and members of the community to acquire 118 acres of natural area in 2012. The site

is comprised of maritime forests, tidal marshes, and estuary habitats and is under a conservation

easement to be managed as a natural area with public access. A copy of the Pleasure House Point

acquisition informational guide has been provided as an exhibit. (Refer to on site exhibit labeled

“Category 7, Exhibit 2 that is available in the department CAPRA reference library).

In addition, Department of Parks and Recreation staff has worked cooperatively with volunteers

from the community, environmental organizations, and local universities to perform a site

analysis to determine what flora and fauna species are on the Pleasure House Point property.

With this inventory, plans will be developed and implemented to reduce the disturbance of

habitats threatened for endangered species in consultation with the Virginia Department of Game

and Inland Fisheries and other environmental organizations. A copy of the Pleasure house Point

site flora and fauna inventory has been provided as an exhibit. (Refer to on site exhibit labeled


City Urban Forest Management Plan: Department of Parks and Recreation staff worked

cooperatively with other City departments and community members to develop a management

plan that recommends steps the City of Virginia Beach should take to preserve and increase the

urban tree canopy. The steps include three key elements to sound urban forest management

quantification: 1) the collection and analysis of data to quantify tree canopy percentages in the

City of Virginia Beach; 2) identifying areas of opportunity for preserving or increasing the tree

canopy; and 3) management strategies which includes tree maintenance and pruning programs

and public education outreach programs that promote tree preservation and encourage tree

plantings. A copy of the management plan has been provided as an exhibit. (Refer to on site


library).

Self Review: MET

7.9 Environmental Sustainability:

Standard: The agency should have an established environmental sustainability policy that

addresses energy conservation, environmentally preferable purchasing, water



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conservation/quality protection and sustainable design/construction of buildings and facilities.

Evidence of Compliance: Both the City and the Department of Parks and Recreation are strong

advocates of environmental sustainability and both have implemented environmental sustainability

management practices and procedures that enhance the natural environment through the

implementation of best management practices and citizen engagement and education. Included below

are numerous examples of City documents and Department of Parks and Recreation capital projects

and programs that have established environmental sustainability policies and procedures in which the

City and the Department of Parks and Recreation uphold and implement the principles of the City

Environmental Sustainability Plan:

City Environmental Sustainability Plan: The traditional definition of environmental

sustainability calls for policies and strategies that meet the needs of the present society without

compromising the needs of future generations. The City Environmental Sustainability Plan is an

overarching guidance policy that will be directed by principles that promote actions and attitudes

to help focus City and community efforts to achieve this vision in matters related to

environmental, economic and social sustainability. Actions are fine tuned to balance economic,

environmental, and social sustainability so that a desired outcome in any one of these three areas

of sustainability does not ignore the implications of the other two areas of sustainability. The

City Environment and Sustainability Office will serve as the central clearinghouse for the

reporting function related to the City Environmental Sustainability Plan. A copy of the City

Environmental Sustainability Plan has been provided as an exhibit. (Refer to onsite exhibit


Administrative Directive AD 3.22 (Green Buildings Criteria for New City Buildings): In July

2007, the City Council formally adopted a City Green Ribbon Committee report that

recommended the City implement a “green building” certification program. As a result, in July

2008 the City Manager formally executed Administrative Directive AD 3.22 to establish a City

executive directive to all City departments to execute implementation of a green building

program consistent with the United States Green Building Council’s Leadership in Energy and

Environmental Design (LEED) criteria. The administrative directive states that whenever

technically and fiscally possible, all new City building projects that have over 10,000 square feet

of conditioned space will be designed and constructed to achieve no less than a LEED Certified

rating. The new City Williams Farm Community Recreation Center that is managed by the

Department of Parks and Recreation is a prime example of adherence to AD 3.22 with a LEED

Silver certification. A copy of administrative directive AD 3.22 and a copy of the Williams Farm

Community Recreation Center LEED Certification have been provided as exhibits. (Refer to

onsite exhibit labeled “Category 7, Exhibit 2” that is available in the department CAPRA

reference library).

Administrative Directive AD 6.02 (Buy Recycled Procurement Directive): Administrative

directive AD 6.02 was executed by the City Manager in May 1993. This executive directive

requires all City departments to: “Where at all possible, to the maximum extent practicable and

to the extent authorized by state and local law, City departments and agencies will make



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reasonable efforts to purchase products with specifications that can incorporate the use of

recycled materials, reusable products and products designed to be recycled”. A copy of

administrative directive AD 6.02 has been provided as an exhibit. (Refer to onsite exhibit labeled


Meadow Management Program: In January of 2009, the City of Virginia Beach, Department of

Parks and Recreation, established an initiative to actively select and protect designated natural

resources including park land, water access areas, and other key municipal properties. The

department Parks and Natural Areas Bureau partnered with the Landscape Management Division

to establish a Meadow Management Program to address water quality in the many waterways

located throughout the City. A managed meadow is an area that is maintained by only periodic

mowing or other techniques to limit woody vegetation growth while allowing herbaceous native

vegetation to become established. Additional environmental benefits of the Meadow

Management Program have included providing food and habitat for sensitive wildlife and plant

species, reduced shoreline erosion, and reduced emissions from decreased use of gas powered

landscape equipment. The cycle of mowing is determined by location and the rate of emergence

of woody vegetation. Meadow managed sites are mowed no more than once per year and

typically are mowed every other year to eliminate woody vegetation competition. In addition,

each year Department of Parks and Recreation staff strives to identify new areas where meadow

management can be implemented. Currently, 880 acres are managed by the Department of Parks

and Recreation under the Meadow Management Program. A copy of the Department of Parks

and Recreation Meadow Management Program has been provided as an exhibit. (Refer to onsite


library).

City Open Space Acquisition Program: The City Open Space Acquisition Program, which was

established by the City Council in May 2001, is administered by Department of Parks and

Recreation, Planning, Design, and Development Division staff that works closely with a 9

member citizen Open Space Advisory Committee. The members of the Open Space Advisory

Committee provide guidance for the Virginia Beach Outdoors Plan open space acquisition

initiative. To accomplish this initiative, Committee members have met monthly since June 2001

and have dedicated numerous hours to evaluate properties for possible acquisition by the City for

open space preservation. The mission of the Open Space Advisory Committee is to research and

evaluate undeveloped properties throughout the City for possible acquisition by the City to

preserve the properties in their natural state as open space. Many of the properties that have been

evaluated by the Open Space Advisory Committee were identified in the Virginia Beach

Outdoors Plan as potential open space preservation properties. City residents and community

groups have also brought numerous other properties to the attention of the Open Space Advisory

Committee that reports to the Parks and Recreation Commission and to the City Council. As of

January 2014, 2,827 acres throughout the City have been acquired and preserved as open space.

A copy of the Virginia Beach Open Space Program 2014 Annual Report has been provided as an

exhibit. (Refer to onsite exhibit labeled “Category 7, Exhibit 2” that is available in the




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Project Green Teens Program: As a result of the Virginia Beach Youth Forum which gave

teens the opportunity to share thoughts and concerns about community issues to City leaders, the

Department of Parks and Recreation and the Virginia Beach Youth Opportunities Office

launched Project Green Teens in 2009. A copy of the Bi-Laws for the Department of Parks and

Recreation Project Green Teens Program has been provided as an exhibit. (Refer to onsite exhibit


All Project Green Teens Program members are youth leaders in seventh through twelfth grades

who strive to improve the environment and educate and inform the residents of the City

regarding the importance of protecting and improving the environment. Together, the teens

decide on worthy environmental projects, determine the project objectives, and outline steps to

implement projects with minimal direction from adults with mentorship provided by Department

of Parks and Recreation staff. Recent examples of the accomplishments of the Project Green

Teens Program include conducting environmental audits of select City public schools,

conducting trash and recycling analysis through dumpster dives at various locations throughout

the City and during Virginia Beach Earth Day celebrations, participating in the Virginia

Aquarium’s Stranding Response Team’s annual dolphin count, removing over 5,000 pounds of

trash during City sponsored trash clean ups, and the donation by 69 Project Green Team Program

members of 1,065 hours of community service to the City during the 2012-13 school year.

City Urban Forest Management Plan: In January of 2014, a new City Urban Forest

Management Plan was adopted by the City Council as an integral component of the City

Comprehensive Plan. This accomplishment was led by Department of Parks and Recreation staff

with collaborative input from a broad cross section of staff from numerous City departments,

citizen groups, and the staff from the Virginia State Forestry Department. The Urban Forest

Management Plan provides a broad range of actions that will sustain a healthy and vibrant urban

forest throughout the City by looking over a 20-year horizon and recommending specific actions

the City must take to protect and enhance the environment that trees provide. One of the goals of

the Urban Forest Management Plan is to increase the citywide tree canopy from 36% to 45%

over the next twenty years. A copy of the City Urban Forest Management Plan has been provided

as an exhibit. (Refer to onsite exhibit labeled “Category 7, Exhibit 2” that is available in the


Self Review: MET

7.10 Maintenance Personnel Assignment:

Standard: The agency should have procedures for the assignment of competent personnel with

clearly defined duties for routine maintenance, repairs and minor improvements, general

cleanliness and overall attractiveness of areas, facilities, and equipment.

Evidence of Compliance: As a component of the most recent Department of Parks and Recreation

Strategic Plan, a comprehensive Workforce Planning and Development Plan was developed that

included an extensive reorganization throughout most department divisions. Staff and divisional



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realignments were based on components of previous workforce planning phases, anticipated staffing

needs, the revised mission statements of department divisions and bureaus, and community priorities.

The reorganization of department staff was accomplished through current staff position

reclassifications and transfers as well as through the employment process to fill vacant potions. All

written City position descriptions were also revised to update the knowledge, skills, abilities, and

minimum education and experience requirements that are required to perform each job with a high

level of competence. The Department of Parks and Recreation, Human Resources Bureau staff

continues to guide the department through the final implementation stages of the remaining

components of the Workforce Planning and Development Plan that are high priorities for the

department. A copy of the Department of Parks and Recreation, Workforce Planning and

Development Plan has been provided as an exhibit. Refer to onsite exhibit labeled “Category 7,

Exhibit 2” that is available in the department CAPRA reference library).

During the strategic realignment of the Department of Parks and Recreation, Landscape Management

Division, a complete realignment of the maintenance bureaus was implemented to maximize the

operational efficiency and effectiveness of the division. The organizational realignment consisted of

the establishment of four operational bureaus in the division named the Asset Management Bureau,

the Maintenance Management Bureau, the Special Zones Management Bureau, and the Life Cycle

Management Bureau. The Asset Management Bureau serves a matrix function by working with

internal and external groups to efficiently and effectively manage all Landscape Management

Division assets. These assets include vehicles and equipment, human resources, materials and

supplies inventories, communications systems, and other technology. The Maintenance Management

Bureau is responsible for all citywide routine landscape maintenance functions and allocates

maintenance staff resources according to defined maintenance standards within four geographic

zones throughout the City that maximizes maintenance coordination and efficiency. The Special

Zones Management Bureau is responsible for ensuring the continued delivery of the highest tier of

maintenance services for the City’s most visible, intensively managed and maintained districts where

major public and private investment has occurred and where there is significant utilization. The Life

Cycle Management Bureau is responsible for all proactive preventative maintenance programs by

prioritizing responses to facility maintenance requests thereby ensuring safe and responsible life

cycle asset management to stimulate the economic vitality of the community. A copy of the

Landscape Management Division Strategic Plan Report has been provided as an exhibit. (Refer to


library).

The Department of Parks and Recreation utilizes a highly trained and competent maintenance staff in

the Landscape Management Division and the Parks and Natural Areas Bureau who are responsible

for providing quality maintenance services for all City parks and other properties that are managed

by the department. Copies of the Landscape Management Division and Parks and Natural Areas

Bureau organization charts have been provided as exhibits. (Refer to on site exhibit labeled

“Category 7, Exhibit 2” that is available in the department CAPRA reference library). In conjunction

with clearly defined position duties and responsibilities, the Department of Parks and Recreation has

clearly defined maintenance and mowing standards for all City parks and other facilities that are

managed by the department. Copies of the department Maintenance Standard for Parks and



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Facilities and Standard Operating Procedure for Mowing Operations have been provided as

exhibits. (Refer to onsite exhibit labeled “Category 7, Exhibit 2” that is available in the department


The Department of Parks and Recreation has an extensive position vacancy hiring process. A Hiring

Reference Guide which includes detailed instruction on the advertising of a position vacancy,

interview panel selection, hiring question development, how to systematically review the

applications utilizing a matrix method, and completing a selection comment form was developed by

the department to assist hiring supervisors in the selection of the most qualified applicant. This

extensive selection process ensures the department selects the most qualified applicant for all

position vacancies in the Landscape Management Division and that all management and supervisory

staff in the division are highly skilled in the management and daily supervision of public sector

maintenance work. Copies of the Hiring Reference Guide as well as examples of a hiring matrix and

selection comment form have been provided as exhibits. (Refer to on site exhibit labeled “Category


The Department of Parks and Recreation maintains a Staff Job Description Manual that contains all

City approved position descriptions for all positions in the department. All department job

descriptions include comprehensive information regarding the duties and responsibilities of the

position, performance standards, the minimum proficiency required in knowledge, skills, and

abilities, and the minimum qualifications of the position. Having approved position descriptions for

all positions in the Landscape Management Division has established a division of labor as well as

clearly defined duties and responsibilities for all division staff that ensures competent staff is

available to perform a variety of maintenance tasks as assigned. A copy of the department Staff Job

Description Manual has been provided as an exhibit. (Refer to on site exhibit labeled “Category 4,


Self Review: MET

7.11 Capital Asset Depreciation and Replacement:

Standard: The agency should have an established depreciation and replacement schedule for all

park and recreation capital assets.

Evidence of Compliance: The Department of Parks and Recreation continually strives to protect all

department capital assets, optimize the return-on-investment of all capital assets, and maximize the

life cycle of all capital assets in the department. Department management staff are responsible for the

maintenance, custody, and control of all capital assets that are assigned to their respective operational

divisions and bureaus and are also responsible for accurately reporting the acquisition of new capital

assets to the City Department of Finance, Comptroller Division in accordance with the provisions of

City Administrative Directive AD 6.01 (Asset Disposition) that was executed by the City Manager. A

copy of the administrative directive has been provided as an exhibit. (Refer to on site exhibit labeled




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The provisions of City Administrative Directive AD 6.01 (Asset Disposition) specify that all

Department of Parks and Recreation Non-Capital Assets are defined as items with a purchase price

of less than $5,000. The purchase of new or replacement Non-Capital Assets in the Department of

Parks and Recreation is required to be funded in the City Council approved annual department

operating budget. A copy of the Department of Parks and Recreation annual operating budget

document has been provided as an exhibit. (Refer to on site exhibit labeled “Category 7, Exhibit 2”


The provisions of City Administrative Directive AD 6.01 (Asset Disposition) also specify that

Capital Assets are defined as items with a purchase price of more than $5,000. The purchase of new

or replacement Capital Assets in the Department of Parks and Recreation is required to be funded in

the City Council approved annual department operating budget and the department must report the

acquisition to the City Department of Finance, Comptroller Division to be added to the City capital

asset inventory. A copy of the Department of Parks and Recreation Capital Asset Inventory Report



The replacement of all Department of Parks and Recreation Vehicular Capital Assets with a purchase

price of more than $5,000 is required to be approved and funded in the City Council approved

Department of Public Works, Fleet Management Division annual operating budget. The replacement

schedule for all capital vehicles and equipment for the Department of Parks and Recreation is

determined by a citywide numerical priority ranking system that is based on the age, repair history,

and current condition of each vehicle or capital equipment in the citywide inventory. A copy of the

Department of Parks and Recreation Vehicle Replacement Schedule and the Department of Parks and

Recreation Vehicle and Equipment Inventory has been provided as exhibits. (Refer to on site exhibit


The Department of Parks and Recreation also realizes the importance of renovating older parks and

recreation facilities to replace existing capital assets that have reached the end of their life cycle as

well as constructing new facilities in response to the ever changing programmatic, service, and

facility needs of City residents. To accomplish this initiative, all major capital renovation projects as

well as all new capital construction projects are prioritized by department management staff and

strategically funded in the department six year Capital Improvement Program Budget. A copy of the

Department of Parks and Recreation FY15 thru FY20 Capital Improvement Program Budget has

been provided as an exhibit. (Refer to on site exhibit labeled “Category 7, Exhibit 2” that is available


Self Review: MET



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8.0 Public Safety, Law Enforcement and Security:

8.1 Laws and Ordinances

Standard: Public safety and law enforcement within parks and recreation areas and facilities

shall be governed by laws and ordinances, some of which may be enacted specifically for the

control and management of parks and recreation areas and facilities.

Evidence of Compliance: The primary authority for law enforcement for the Department of Parks

and Recreation is governed by the provisions of Chapter 24, Section 24-3 (Fees, Policies,

Procedures, Rules and Regulations Pertaining to the Use of City Parks, Recreational Facilities, and

Parks and Recreation Equipment) of the Virginia Beach City Code. This City Code provision

authorizes the Director of Parks and Recreation to adopt and enforce all policies, procedures, rules,

and regulations pertaining to the use of department managed City facilities. A copy of Section 24-3

of the City Code has been provided as an exhibit. (Refer to site exhibit labeled “Category 8, Exhibit


There are several other City Code provisions that directly apply to the control and management of

parks and recreation areas and facilities. Whenever feasible, these applicable City Code provisions

are posted on Department of Parks and Recreation facility signage and are also available to facility

visitors in written regulations and on the Department of Parks and Recreation web site. These City

Code provisions include, but are not limited to, Trespassing and Nighttime Use of City Parks

(Chapter 23, Section 23-43); Feeding of Wildlife (Chapter 5, Section 5-547); Riding of Horses or

Driving Vehicles on the Beach or Dunes (Chapter 6, Section 6-12); Keeping Dogs Under Restraint -

Leash Law (Chapter 5, Section 5-531); Use of Waterways for Swimming and Fishing (Chapter 6,

Various Sections); and Drinking Alcoholic Beverages in a Public Place (Chapter 23, Section 23-

22.1). Copies of all of these City Code provisions have been provided as exhibits. (Refer to site


Self Review: MET

8.2 Authority to Enforce Laws by Law Enforcement Officers:

Standard: The authority of Law Enforcement Officers to enforce laws and ordinances pertaining

specifically to activity within parks and recreation areas and facilities shall be clearly established

to ensure that enforcement actions are upheld.

Evidence of Compliance: The legal authority to enforce all laws and ordinances pertaining

specifically to activity within Department of Parks and Recreation managed City facilities and

properties rests with the City of Virginia Beach Police Department in accordance with the provisions

of the Code of Virginia and the Virginia Beach City Code. This enforcement authority is governed by

the provisions of the Code of Virginia (Title 15.2, Chapter 17, Section 1704); Code of Virginia (Title

15.2, Chapter 11, Section 1124); Code of Virginia (Title 9.1, Chapter 1, Section 101); and the

Virginia Beach City Code (Chapter 27). Copies of these State and City Code provisions have been



211



In addition, a sworn Deputy Police Chief has been appointed by the Chief of Police to serve as the

Police Department liaison to the Department of Parks and Recreation to enhance the communication

process, as well as the coordination of law enforcement issues and matters between the Department

of Parks and Recreation and the Virginia Beach Police Department. One of the duties of the Deputy

Police Chief is to attend each of the monthly Parks and Recreation Commission meetings and to

serve as the primary contact for Department of Parks and Recreation management staff regarding all

law enforcement related matters within Department of Parks and Recreation managed City facilities

and properties.

Self Review: MET

8.3 Law Enforcement Officer Training:

Standard: Law enforcement officers with the authority to enforce laws within areas and facilities

under the jurisdiction of the agency must have proper training in order to carry out their roles

and responsibilities.

Evidence of Compliance: The legal authority to enforce all laws and City ordinances within all City

parks, recreation areas, and recreation facilities that are managed by the Department of Parks and

Recreation is the sole responsibility of sworn law enforcement officers in City Police Department.

This enforcement authority is governed by the provisions of the Code of Virginia (Title 15.2, Chapter

17, Section 1704; Title 15.2, Chapter 11, Section 1124; and Title 9.1, Chapter 1, Section 101) and by

the provisions of the Virginia Beach City Code Chapter 27, all previously provided as exhibits.

All new sworn law enforcement recruits in the City Police Department attend a 24 week Department

of Criminal Justice Services accredited Law Enforcement Training Academy. During the training

academy, sworn law enforcement officer recruits receive over 960 hours of detailed class room

training regarding all facets of public safety and law enforcement and an additional 640 hours of

practical field training. Written and/or practical performance objectives must be fulfilled in critical

areas such as professionalism, legal, communication, patrol, investigations, defensive tactics and use

of force, driver training, physical training, field training, and weapons. Details of this extensive

training are contained in the Law Enforcement Training Academy Schedule and the Commonwealth

of Virginia, Department of Criminal Justice Service, Training Reference Manual that have been


department CAPRA reference library). Officers also receive periodic training updates via scheduled

training sessions and/or Police Department Training Bulletins.

Self Review: MET

8.4 Public Safety and Law Enforcement Role of Agency Staff:



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Standard: Agency staff has a role in educating and informing patrons of laws, ordinances, rules

and regulations that apply to parks and recreation areas and facilities. This role and level of

authority shall be established through policy directive.

Evidence of Compliance: All Department of Parks and Recreation staff, especially the facility

management and operations staff, have an obligation to not only perform their job responsibilities in

accordance with all applicable laws, codes, rules, and regulations but also the responsibility to

inform and educate the public on all applicable laws, codes, rules, and regulations. Department staff

also has the responsibility to attempt to correct violations and inappropriate behaviors at all levels

and, when the public refuses or fails to comply, contact the City Police Department for sworn police

assistance. These staff responsibilities are outlined in the Department of Parks and Recreation Basic

Law Enforcement Policy and Procedure. A copy of the policy has been provided as an exhibit.


reference library).

In addition to verbal direct communication with the public and the posting of facility regulations on

the Department of Parks and Recreation web site, the primary method of informing and educating the

public on applicable laws, codes, rules, and regulations is to post the most common violations and

issues in readily available and highly visible public areas such as information boards and kiosks that

are installed in all Department of Parks and Recreation managed major park facilities as well as all

Department of Parks and Recreation managed community recreation centers. In addition, park

facility regulatory signage is installed throughout the City Park System at the primary entrances into

the facilities and in other highly visible locations. These regulatory signs are intended to highlight the

most common issues and rules violations in the park system and may be site specific in some cases.

Signage content such as “No Trespassing After Dark” is closely coordinated with the Police

Department and the Office of the City Attorney and always specifies the pertinent City Code

provisions regarding the park regulation in order to ensure legal enforceability.

Copies of facility rules and regulations are provided to the public as needed or when requested and

are also provided as part of the facility and amenity rental process and the program registration

process. Some examples of facility rules and regulations include park regulations, recreation center

program rules, the out of school time program parent handbook, aquatics swimmer responsibilities,

and athletic field rental policies. Copies of these examples of department facility rules and

regulations have been provided as exhibits. (Refer to on site exhibit labeled “Category 8, Exhibit 1”


Self Review: MET

8.4.1 Staff Liaison to Law Enforcement Officers:

Standard: There should be formalized liaison assignments for agency staff to the official law

enforcement officers providing public safety and law enforcement service to the agency.

Evidence of Compliance: In order to safely and effectively operate and manage all Department of



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Parks and Recreation facilities and to administer all applicable laws, codes, rules, and regulations,

department senior management staff are assigned the responsibility for maintaining close operational

working relationships with numerous Virginia Beach Police Department Divisions including the

Police Department First Precinct, Second Precinct, Third Precinct, Fourth Precinct, Animal Control

Bureau, Marine Patrol Bureau, and the Special Operations Division. These operational relationships

assist in providing general safety for the public and department staff and in the coordination of

appropriate Police Department responses to department facility sites regarding any situation

requiring assistance by sworn law enforcement officers. These close working relationships also

support and encourage ongoing communication and coordination regarding various issues and

incidents.

The Department of Parks and Recreation managed facilities that require the most communication and

coordination with the City Police Department are the City community recreation center facilities and

the City park system facilities. The designated management liaisons that are assigned the

responsibility of primary interaction with City Police Department Divisions for these facilities are as

follows:

Recreation Operations Coordinator (Bob Leedom): Community Recreation Centers

Recreation Operations Coordinator (Cathy Staples): Community Recreation Centers

Sports Management Coordinator (Kevin Bennington): Park Athletic Facilities

Parks and Natural Areas Coordinator (Rick Rowe): Parks and Park Facilities

The management staff liaison assignments specified above are formally designated in the

Department of Parks and Recreation Basic Law Enforcement Policy and Procedure. A copy of the

policy has been provided as an exhibit. (Refer to on site exhibit labeled “Category 8, Exhibit 1” that


Self Review: MET

8.4.2 Public Safety and Law Enforcement In-Service Training for Staff:

Standard: Agency staff should understand their role in public safety and law enforcement and

relationships with law enforcement officers having jurisdiction within parks and recreation areas

and facilities.

Evidence of Compliance: All Department of Parks and Recreation staff receive periodic in-service

training regarding basic law enforcement procedures and staff roles and responsibilities in

accordance with the provisions of the department Basic Law Enforcement Policy and Procedure. A

copy of the policy has been provided as an exhibit. (Refer to on site exhibit labeled “Category 8,


Department of Parks and Recreation staff training is accomplished during new employee orientation

sessions and during other annual, semi-annual, or quarterly staff training sessions such as the annual

maintenance week facility closure staff in-service training sessions for all community recreation



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center staff, the annual staff in-service training sessions for all park system staff, the semi-annual

staff in-service training for all Out of School Time staff, and the annual staff in-service training

sessions for all Landscape Management Division staff. Documentation of these staff in-service

training sessions has been provided as exhibits. (Refer to on site exhibit labeled “Category 8, Exhibit

1” that is available in the department CAPRA reference library for documentation of training.

Self Review: MET

8.4.3 Handling of Disruptive Behavior:

Standard: There should be established procedures prescribed for agency staff for response to

disruptive behavior at agency areas and facilities.

Evidence of Compliance: Established Department of Parks and Recreation procedures regarding the

management and reporting of disruptive behavior such as unruly patrons, assaults, batteries, crowd

disturbances, and other types of incidents on Department of Parks and Recreation managed City

property are governed by the provisions of City Policy #6.17 (Violence Prevention Policy), the

provisions of City Policy #6.18 (Weapons Policy), the provisions of Department of Parks and

Recreation policy (Basic Law Enforcement Policy and Procedure), and the provisions of Department

of Parks and Recreation policy (Mandt System® Training Policy and Procedure), in addition to other

applicable Department of Parks and Recreation rules and regulations. Copies of these policies have

been provided as exhibits. (Refer to on site exhibit labeled “Category 8, Exhibit 2" that is available


Department of Parks and Recreation staff receive specialized training regarding the strategies of The

Mandt System® to ensure all department staff has been effectively trained in the appropriate

procedures to respond to an incident on Department of Parks and Recreation managed City property.

The Mandt System is a nationally recognized training program that provides department staff with

skills and strategies for preventing, de-escalating, and resolving aggression, conflict, or violence

between department program participants.

The Mandt System® Relational Training component consists of one 8-hour training session that is

designed to teach department staff how to de-escalate situations and how to interact with people who

are under stress. The focus of the training principles is on inter-personal skills and communication

with respect. The most important component of any crisis interaction training is having the proper

attitude and philosophy so the importance of de-escalating the situation and interacting with people is

emphasized during the training session.

The Mandt System® Technical Training component consists of two 8-hour training sessions that are

designed for staff that interact on a daily basis with people who may become uncooperative or

aggressive towards department staff or program participants. A system of gradual and graded

alternatives for de-escalating and managing people is presented, using a combination of interpersonal

communication skills and physical interaction techniques designed to reduce the chance of injury to

all the participants in an encounter. The interpersonal skills from the relational training component



215

are reviewed and practiced, but emphasis is placed on learning appropriate physical skills while

maintaining a high level of dignity and respect.

Self Review: MET

8.4.4 Traffic Control, Parking Plans, and Crowd Control:

Standard: Large-scale events hosted or facilitated by the agency require planning and

coordination of traffic, parking, and crowd control should be coordinated with the official law

enforcement agency having jurisdiction over the affected areas.

Evidence of Compliance: Traffic control, parking, and crowd control plans for all large special

events on Department of Parks and Recreation managed City property are coordinated with the City

Police Department as well as other City departments through a Department of Parks and Recreation

coordinated Special Event Permit process. This process is authorized by Virginia Beach City Code

Chapter 24, Section 24-6 (Permit Requirements for Use of City Parks). A copy of the Special Event

Permit Application Form and a copy of Section 24.6 of the City Code have been provided as



The coordination and management of large special events between the Department of Parks and

Recreation and the Police Department is especially necessary when the expected attendance at a

specific event is expected to be of such magnitude that the event will impede the flow of vehicular

traffic on area roadways and intersections, will restrict access to or near the special event site by City

emergency response vehicles, or will generally compromise the public safety of special event

attendees as well as nearby commercial and residential areas. During the review of each Special

Event Permit application for large special events to be held on Department of Parks and Recreation

managed City property, sworn law enforcement officers and the Commanding Officer from each of

the four Police Department Precincts will determine if any specific traffic control and crowd control

requirements are required based on the expected attendance at each special event.

For many large special events, the Police Department will typically require the special event

applicant to provide a specified number of off duty sworn law enforcement officers or off duty sworn

deputy sheriff personnel to provide vehicular and pedestrian traffic control in the area as well as on-

site security as needed for parking and crowd control. A copy of a large special event traffic control

and crowd control plan recommended by the Police Department has been provided as an exhibit.


reference library).

Subsequent to receiving the event requirements for traffic and crowd control from the Police

Department, Department of Parks and Recreation staff will contact the special event applicant to

inform the applicant that approval of the special event permit application and the issuance of a

special event permit is conditional on the applicant providing additional sworn officer personnel,

certified private security, or a City approved parking contractor at the applicant’s expense. This



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requirement is often necessary to ensure that adequate traffic control, parking assistance, crowd

control, and on-site security is provided by the applicant before, during, and after the special event as

required. If the special event applicant does not agree to provide the required traffic, parking, and

crowd control at the applicant’s expense, Department of Parks and Recreation staff will disapprove

the special event permit application.

Self Review: MET

8.4.5 Handling of Evidentiary Items:

Standard: Procedures should be established that guide agency staff in the preservation and

handling of evidentiary items from discovery until transferred to the appropriate law enforcement

authority.

Evidence of Compliance: Department of Parks and Recreation procedures regarding the handling of

evidentiary items by department staff such as illegal drugs, weapons, or items suspected to be stolen

are governed by the provisions of the department Basic Law Enforcement Policy and Procedure that

was developed with the assistance of City Police Department sworn management staff. A copy of the

department policy has been provided as an exhibit. The policy specifies procedures to be followed by

department staff to ensure that evidentiary items found on department managed City property are

preserved until such time when City sworn law enforcement officers can assume responsibility for

the scene as follows:

“For all situations involving weapons or illegal drugs that are found on City property,

department staff will make every effort to secure the general public from access to

the item(s) without touching or moving the item(s), and will immediately notify their

facility site supervisor so an appropriate Police response can be requested. If the

situation is deemed by department staff and/or facility site supervisor to be

an immediate danger to the public or the facility site, department staff will call E-911

and request immediate sworn Police Officer response to assume control of the

situation and accept transfer of the item(s). Staff shall complete and file a detailed

incident report including date, time, location, and any witnesses.” (Refer to on site

exhibit labeled “Category 8, Exhibit 2" that is available in the department CAPRA

reference library).

Should a Department of Parks and Recreation staff member be accidentally exposed to blood or any

other potentially infectious material from evidentiary items that are found on department managed

City property, the procedures specified in the City Occupational Exposure to Bloodborne Pathogens

Manual are to be implemented immediately. A copy of the manual has been provided as an exhibit.


reference library).

Self Review: MET



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8.5 General Security Plan:

Standard: The agency shall have a comprehensive general security plan addressing all major

areas, buildings and facilities under its jurisdiction.

Evidence of Compliance: The Department of Parks and Recreation has various established plans

and operational procedures regarding the responsibilities of department staff to adequately operate,

manage, and maintain the security of all department managed facilities. For example, each of the

seven department managed City community recreation centers has general security plan procedures

that are included in the Community Recreation Center Emergency Operations Procedures Manual

and the Recreation Operations Employee Handbook. The department Parks and Natural Areas

Bureau has similar general security plan procedures for all park facilities that are included in the

Park Operations Manual and the Emergency Operations Procedures Quick-Reference Manual. In

addition, the department Out-of-School Time Programs Bureau utilizes general facility security plan

procedures for all City elementary school sites where the Out-of-School Time Program is conducted.

Copies of these documents have been provided as exhibits. (Refer to site Exhibit labeled “Category


These general facility security procedures, handbooks, and manuals are reviewed and updated

annually by department management staff and include specific provisions including, but not limited

to, opening and closing procedures, fire and security alarm systems, accidents and medical

emergencies, facility evacuation, threats and incident responses, patron and visitor safety, media

contacts and relations, and other general building and facility security issues.

Each of the seven City community recreation centers that are managed by the Department of Parks

and Recreation has a state-of-the-art digital fire alarm and fire suppression systems, digital motion

sensor security systems with alarms on all exterior doors, and digital camera surveillance systems

with digital video recorders. The digital camera surveillance systems with digital video recorder

components and up to 32 cameras at each recreation center, provides 24 hour, 7 day a week, 28

calendar day camera surveillance of all interior rooms and hallways as well as the exterior perimeter

of each community recreation center. When an incident occurs on the grounds of any community

recreation center, recreation center staff can easily refer to the digital recording of the incident and

initiate appropriate administrative action or refer the matter to legal authorities. Three of the larger

community recreation centers recently completed a perimeter security facility landscape

enhancement plan through a cooperative partnership with the Crime Prevention Unit staff in the City

Police Department that removed all overgrown trees and shrubs around the building perimeters that

obstructed views and provided hiding places and replaced them with low lying shrubs for improved

visibility and physical security.

The Department of Parks and Recreation, Parks and Natural Areas Bureau continues to coordinate

closely with the City Police Department on a wide range of general security issues related to the

management and operation of the City Park System. When necessary, assistance is requested from

the Police Department to provide sworn law enforcement officers to perform site security monitoring



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of a facility or a department sponsored special event that the department sponsors in the City Park

System. City sworn law enforcement officers monitor and visit park system facilities frequently

during their routine patrol responsibilities during both day and evening patrol shifts and immediately

inform department management staff of facility security issues so appropriate remedial action can be

initiated in a timely manner. The department Parks and Natural Areas Bureau staff that is assigned

to large City parks utilize motorized utility vehicles to routinely patrol the park site for general

security. Park staff is also issued cell phones and portable radios so they can effectively and

immediately communicate issues to site managers and quickly contact sworn law enforcement

officers if a police response is required. Some of the major park office buildings also have security

alarm systems installed to provide general night security for the buildings. Department of Parks and

Recreation staff utilizes established national and City guidelines, codes, and standards to design

facilities in a manner that will maximize facility security for all new department facility capital

construction and renovation projects. These guidelines are based on the strategy that the proper

design of a facility can lead to a reduction in security related incidents and vandalism.

Finally, in order to continually enhance strategies regarding general facility security, Department of

Parks and Recreation management staff works closely with Police Department staff to monitor

monthly Police Department crime reports. Department of Parks and Recreation staff from the Parks

and Natural Areas Bureau and the Recreation Operations Bureau of the Programming and Operations

Division also attends monthly Citizens Advisory Committee meetings that are comprised of City

staff and civic group leaders to discuss crime trends in each of the four Police Department precincts.

Self Review: MET

8.6 Emergency Management Plan:

Standard: Park and recreation agencies, having roles in emergency management systems within

their local jurisdiction, should be aware of the applicable operations plan.

Evidence of Compliance: The Department of Parks and Recreation has various roles in the support

of overall City emergency operations management that are governed by the provisions of the City of

Virginia Beach Emergency Operations Plan. This plan meets the legal mandates for jurisdictional

emergency planning as required by the provisions of the Virginia State Emergency Services and

Disaster Law that requires each local jurisdiction to prepare and keep current a local emergency

operations plan. It also provides the emergency management organization a comprehensive and

integrated response structure for large scale emergencies and disasters that includes natural,

technological, and human caused emergency conditions when specialized coordination is required to

address the overall scope, nature, and complexity of such incidents. The plan encompasses all City

departments and agencies that fall under the authority of the City Council including the Department

of Parks and Recreation. A copy of the City of Virginia Beach Emergency Operations Plan has been

provided as an exhibit. (Refer to site exhibit labeled “Category 8, Exhibit 2” that is available in the

department CAPRA reference library)

The components of the City of Virginia Beach Emergency Operations Plan are the general goals,



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hazard and vulnerability analysis, types of various hazards and disasters, assigned City department

emergency condition response roles, responsibilities, and tasks, and the established emergency

condition incident command structure. The City emergency operations plan also includes the specific

responsibilities of the Department of Parks and Recreation that include assisting the Department of

Public Works with citywide debris management or snow removal operations and assisting the

Department of Social Services with shelter management operations (pages 35, 41, and 42 of the

plan). Other Department of Parks and Recreation responsibilities and roles during emergency

conditions are outlined in the City of Virginia Beach Sandbridge Emergency Operations Plan that



The Department of Parks and Recreation also has developed departmental emergency management

procedures that support the overall City emergency operations plan strategy. These procedures

govern the responsibilities of department staff to operate and manage department facilities as well as

to support other City emergency management functions during emergency conditions such as

hurricanes, hazardous material incidents, flooding, plane crashes, terrorist threats, and significant

snow events. For example, each department managed community recreation center has emergency

operations management procedures that are included in the Center Emergency Operations

Procedures and the Recreation Operations Employee Handbook. The department Parks and Natural

Areas Bureau has similar emergency operations management procedures included in the Park

Operations Manual and Emergency Operations Procedures. Copies of these documents have been

provided as exhibits previously. Additionally, the department Landscape Management Division has

a Snow Removal Routes Plan that also supports the City emergency operations plan strategy. (Refer

to on site exhibit labeled, “Category 8, Exhibit 2” that is available in the department CAPRA

reference library).

Under the guidance of the City Department of Public Health, the Department of Parks and

Recreation has developed a Pandemic Preparedness and Response Plan regarding a pandemic

emergency. The department plan was developed in the event there is a pandemic or global epidemic

of a new strain of virus that emerges to which a portion of the population has had no previous

exposure and thus has no immunity. The Department of Parks and Recreation plan is designed to

protect the health and welfare of both the public and department staff. For example, in response to a

pandemic emergency, the department plan would immediately prohibit the public from using all

department managed City facilities thereby reducing the likelihood of spreading the pandemic strain.

A copy of the department Pandemic Preparedness and Response Plan has been provided as an

exhibit. (Refer to on-site exhibit labeled “Category 8, Exhibit 2” that is available in the department


Self Review: MET

8.6.1 In-Service Training for Agency Staff:

Standard: Through the use of in-service training, agency personnel should understand their role

in ongoing security and emergency management.



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Evidence of Compliance: The Department of Parks and Recreation has in-service training programs

that are governed by established plans and operational procedures regarding the responsibilities of

department staff to adequately operate and manage department facilities, maintain the security of all

department managed facilities, and respond to and support other City emergency management

functions during emergency conditions. These plans and procedures require all department facility

sites to develop such plans and procedures and to conduct periodic in-service staff training sessions

regarding these plans and procedures.

Department of Parks and Recreation staff that manages the seven City community recreation centers

maintain a Center Emergency Operations Procedures Manual and a Recreation Operations

Employee Handbook on site to provide guidance regarding facility security and emergency

management. Department Parks and Natural Areas Bureau staff that manages the citywide parks

network maintain a Park Operations Manual and an Emergency Operations Procedures Quick-

Reference Manual to provide guidance regarding park operational security and emergency

management. Department Out-of-School Time Programs staff maintain an Emergency Operations

Procedures Manual as well as an Out-of-School Time Program Safety and Supervisory Standards

Manual to provide guidance regarding established program security and emergency management

procedures. These documents have been previously provided as exhibits.

Department of Parks and Recreation in-service facility security and emergency management training

is a component of all department new employee orientation sessions as well as a component of

annual in-service staff training sessions that are conducted during community recreation center

maintenance weeks or during annual staff block training sessions. These staff training sessions are

documented and maintained in the training records of departmental staff by the department Human

Resources Bureau staff. Examples of department staff training records regarding facility security and

emergency management have been provided as exhibits. (Refer to on-site exhibit labeled “Category


Self Review: MET



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9.0 Risk Management:

9.1 Risk Management Plan:

Standard: There shall be a risk management plan reviewed on a regular basis which

encompasses analysis of risk exposure, control approaches and financial impact for the agency.

Evidence of Compliance: Evidence of Compliance: All risk management related accidents and

incidents arising from Department of Parks and Recreation facility operations that result in injury to

department staff, injury to department volunteers, injury to citizens, damage to City property, or

damage to private property are required to be reported promptly by the department to the City

Department of Finance, Risk Management Division in accordance to the provisions of the City

Departmental Reporting Policy and Procedures Manual that is administered by the Risk

Management Division staff. A copy of the manual has been provided as an exhibit. (Refer to on-site


This comprehensive manual provides standard reporting procedures and requirements for all City

departments including the Department of Parks and Recreation regarding all risk management related

issues involving accidents, incidents, property damage, or property loss. The Risk Management

Division is also the City agency responsible for the task of risk management analysis and reporting

that is provided to City leadership annually in the Annual Risk Management Financial Report. This

annual report serves as a systematic analysis of all City department risk management related issues

for the year as well as a comparison to risk management related issues from the prior year. A copy of

a Risk Management Division Annual Risk Management Financial Report has been provided as an

exhibit. (Refer to on-site exhibit labeled “Category 9, Exhibit 1" that is available in the department


The Department of Parks and Recreation Risk Management Plan is governed by the provisions of ten

administrative directives (AD 5.01 thru AD 5.11) that were executed by the City Manager that are

administered by the City Department of Finance, Risk Management Division as well as City policies

and procedures regarding the City risk management system that were executed and are administered

by the City Department of Finance, Risk Management Division. Copies of all of the administrative

directives and City policies and procedures that govern the administration of the City Risk

Management Plan have been provided as exhibits. (Refer to on-site exhibit labeled “Category 9,


To ensure the strategic management of all risk management related issues in the Department of Parks

and Recreation, the department has established internal administrative procedures, investigational

tools, and preventative measures that ensure all department staff are committed to established safety

procedures and the mitigation of potential risk. For example, the department has established a

Department of Parks and Recreation Health and Safety Plan and a Department of Parks and

Recreation Safety Committee with the mission to support the City goal of prevention of workplace

accidents and health related exposure, thereby increasing efficiency of operations while

demonstrating the commitment of the Department of Parks and Recreation to the safety of

department staff and citizens. A copy of the Department of Parks and Recreation Health and Safety



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Plan has been provided as an exhibit. (Refer to on-site exhibit labeled “Category 9, Exhibit 1" that is


The Department of Parks and Recreation is committed to providing a proactive approach to risk

management with the goal of protecting City residents, department staff and department capital

assets. While it is not possible to eliminate all risk, all department staff is involved in the

management of risk including investigation, trend analysis, and process improvement. In that regard,

the department has consolidated all pertinent City risk management reporting requirements and risk

management reporting forms on the department intranet web site. This information is now available

to all department staff thereby creating consistency and accuracy throughout the department risk

management reporting system. A copy of a screen shot of the Department of Parks and Recreation

Safety Committee web page, http://vbnet/parksrec/home/teams/Pages/safety-committee.aspx, has

been provided as an exhibit. (Refer to on-site exhibit labeled “Category 9, Exhibit 1" that is available


Self Review: MET

9.1.1 Statement of Policy:

Standard: The agency should have a policy for risk management that is approved by the proper

authority.

Evidence of Compliance: The policy regarding risk management for the Department of Parks and

Recreation is governed by the provisions of Administrative Directive AD 5.04 (Risk Management

Directive) that was executed by the City Manager and is administered by the City Department of

Finance, Risk Management Division. The provisions of the Administrative Directive specifies as

follows:

“To ensure that City services and operations are provided in the most risk free and

cost effective manner, all employees and volunteers shall perform their duties in a

manner that will eliminate or reduce conditions and practices which cause or allow

for possible losses to city personnel, property, or public funds. Because all risks

confronting the city cannot be eliminated, the Risk Management Administrator shall

work with all city agencies to employ whichever risk management techniques are

deemed most appropriate to efficiently respond to risks confronting the city and

reduce the uncertainty of loss of assets.” (Refer to on site exhibit labeled “Category 9,


Self Review: MET

9.1.2 Risk Management Operations Manual:

Standard: There should be a manual(s) of operating procedures for carrying out the risk

management plan, accessible to all agency personnel.

http://vbnet/parksrec/home/teams/Pages/safety-committee.aspx



223

Evidence of Compliance: The manual of operational procedures for executing the City risk

management plan in the Department of Parks and Recreation is governed by the provisions of the

City Risk Management Departmental Reporting Policies and Procedures Manual that is

administered by the City Department of Finance, Risk Management Division in accordance with the

provisions of Chapter 2, Article VI, Division 2, Section 2-213 of the City Code. All Department of

Parks and Recreation facility sites have been issued a copy of the City Risk Management Manual that

is also accessible to all department staff on the City intranet website Beachnet and all department

administrative staff has been trained in risk management operational procedures. A copy of the City

Risk Management Manual has been provided as an exhibit. (Refer to on site exhibit labeled


Self Review: MET

9.1.2.1 Accident and Incident Reports:

Standard: There should be established procedures for accident and incident reporting and

analysis of accident and incident reports.

Evidence of Compliance: Established procedures for reporting accidents and incidents that occur in

the Department of Parks and Recreation are governed by the provisions of the City risk management

Departmental Reporting Policies and Procedures Manual that is administered by the City

Department of Finance, Risk Management Division in accordance with the provisions of Chapter 2,

Article VI, Division 2, Section 2-213 of the City Code. All accidents and incidents that occur in the

department are required to be submitted on standardized City accident and incident reporting forms.

A copy of the accident and incident reporting forms and reporting procedural guides have been



Completed accident and incident report forms are required to be compiled by Department of Parks

and Recreation staff and entered into the City automated application system CAREMC for all

incidents and accidents resulting in a staff injury or the City automated application system

RiskMaster for all incidents and accidents resulting in property damage or loss. Department of Parks

and Recreation staff is required to have all accident and incident reports entered into the CAREMC or

RiskMaster automated application systems within forty-eight (48) hours of an occurrence. The timely

reporting of accidents and incidents is critical as these automated program applications are utilized

by both the Risk Management Division staff and Department of Parks and Recreation administrative

staff to track and evaluate all accidents and incidents that occur in the department.

A CAREMC and RiskMaster application report is generated monthly by the Department of Parks and

Recreation, Human Resources Bureau staff. Members of the department Safety Committee analyze

each monthly report to identify safety concerns and accident trends and work cooperatively with

department operational staff to manage all identified risks with the goal of eliminating potential

hazards. Working collaboratively with the Department of Finance, Risk Management Division staff,

the Department of Parks and Recreation management staff is also actively involved in the



224

identification, evaluation, and elimination of all potential risks associated with the performance of

the duties and responsibilities that are assigned to department staff. Copies of monthly CAREMC and

RiskMaster application reports have been provided as exhibits. (Refer to on site exhibit labeled


Self Review: MET

9.1.3 Personnel Involvement and Training:

Standard: The risk management function within the agency should involve active interaction

among personnel at all levels.

Evidence of Compliance: Risk management in the Department of Parks and Recreation is a

decentralized activity with elements of the department risk management plan executed at all levels of

the department. Examples of risk management activities in the department include, but are not

necessarily limited to, the following: development and enforcement of rules for participant behavior;

facility designs that meet or exceed current local, state, and federal safety standards; and an extensive

staff training program on topics such as defensive driving, safe equipment operation, first aid, CPR,

blood borne pathogens, crisis management, automatic electronic defibrillator operation, and the City

and department emergency operational procedures. These activities are achieved through

collaboration and interaction between all department staff who are encouraged to inform their

supervisors immediately of any safety concerns. A copy of the City Department of Human Resources

Occupational Safety Staff Training Catalog and City Defensive Driving Course Catalog has been



The Department of Parks and Recreation has also established a Safety Committee that meets monthly

with the mission to “Maintain the safety and health of our members that is a priority in our

organization. The City’s goal is prevention of workplace accidents and health related exposures,

thereby eliminating human suffering, increasing efficiency of operations, and saving thousands of

dollars. Our Departmental Safety and Health Plan will serve as a source document and reference for

all safety and health programs and requirements. The success of the plan will require the continuous,

active support of all members, particularly those in supervisory positions.” Additional information

regarding the Department of Parks and Recreation Safety Committee has been provided as an

exhibit. A copy of the Department of Parks and Recreation Health and Safety Plan has been provided

as an exhibit. (Refer to on site exhibit labeled “Category 9, Exhibit 1" that is available in the


Self Review: MET

9.2 Risk Manager:

Standard: There should be an individual with risk management responsibility and authority to

carry out the policies established for risk management of the park and recreation agency.



225

Evidence of Compliance: The City Department of Finance, Risk Management Administrator

position is responsible for the administration of all City policies and procedures regarding risk

management related issues for the Department of Parks and Recreation. The administrative authority

of the Risk Management Administrator position is specified in Administrative Directive AD 5.04

(Risk Management Directive) that was executed by the City manager that specifies as follows:

“The Risk Management Administrator shall be responsible for the coordination and

administration of this policy in accordance with the directions of the City Manager

and the Director of Finance.”

The scope of duties and responsibilities of the Risk Management Administrator position is specified

in the City position description as follows:

“The Risk Management Administrator identifies, measures, and develops programs

to treat all municipal risks; administers City insurance and self-insurance programs;

supervises worker’s compensation, property and casualty claims adjusting activities;

reviews all contracts entered into by the City; provides technical assistance to all City

agencies, boards, and commissions; provides analytical reports of City claims and

risks; coordinates the City’s disaster recovery public assistance program with FEMA

and the Virginia Department of Emergency Services; does related work as required.”

A copy of Administrative Directive AD 5.04 and a copy of the City position description for the

Risk Management Administrator position have been provided as exhibits. (Refer to on site

exhibit labeled “Category 9, Exhibit 1" that is available in the department CAPRA reference

library).

Self Review: MET



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10.0 Evaluation and Research

10.1 Evaluation Analysis:

Standard: There shall be a process for evaluation to assess the outcomes of park and recreation

programs, services areas and facilities, completed annually at a minimum and linked to the

agency’s planning process.

Evidence of Compliance:

The Department of Parks and Recreation regularly systematically evaluates the operational

effectiveness and efficiency of all department managed facilities, programs, and services areas in

order to analyze and evaluate the degree of achievement of established department goals and

objectives. Every evaluation process is modeled on the foundations of data collection and analysis

and the results of this systematic process are utilized by department management staff to establish

new department goals and priorities for the following fiscal year quarter. Fiscal planning and fiscal

management analysis and evaluation are also ongoing processes that become top priorities for the

department during the months of October, November, and December of each calendar year. During

this time period, data collected throughout the year is utilized by department management staff to

execute program planning and budgeting decisions regarding the development of a proposed

Department of Parks and Recreation fiscal year operating budget and a proposed department fiscal

year Capital Improvement Program budget.

The following methodologies illustrate how Department of Parks and Recreation staff continually

perform strategic analysis and evaluations of the planning, administrative, financial, programmatic,

risk management, and public relations operational components of the department:

Strategic Planning: The foundation for all Department of Parks and Recreation systematic

evaluation strategies is the department strategic plan. In 2008, the Department of Parks and

Recreation adopted and began implementing a new strategic plan that established a new vision

and mission for the department that was framed by four community priorities. A succinct

summation of the four strategic plan community priorities is as follows:



Environment and Outdoors: Provide facilities and programs that enable citizens and visitors

to be outdoors and enjoy the environment.




A significant realignment of Department of Parks and Recreation staff and resources was

required to enable staff with specialized skills to focus on the four community priorities in order

to ensure that the department provided the best possible service delivery. As a result of this staff



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realignment, the department has been very successful in resolving all identified service gaps.

However, strategic implementation of the realignment has been problematic and some

adjustments were required to be implemented in order for the department to adapt to new budget

realities. From a long term perspective however, the department realignments have enabled the

department to better meet the needs of the community and transform the organization to one

focused on sustainable management of recreation facilities, programs, service areas, and public

spaces.

In 2013, the Department of Parks and Recreation contracted with the consulting firm of

GreenPlay to evaluate the effectiveness and efficiencies of core services that are provided by the

department, to evaluate the efficacy of matrix management by the department, and to analyze the

strategic plan implementation progress by the department since 2008. One of the opportunities

for improvement identified during this process was the department Pricing Tool. The department

Pricing Tool was developed and implemented following the 2008 strategic planning process and

is utilized for pricing all department programs and services. The GreenPlay evaluation found the

Pricing Tool to be an effective model but recommended several fine tuning strategies to ensure

consistent use and interpretation. Building upon the cost recovery and tiered levels of service

models that were developed for the Programming and Operations Division during the 2008

strategic planning process, department staff initiated an evaluation process to identify the direct

and indirect costs for all work units in the department. The goal of this work was to ensure a

more uniform and complete understanding of the costs, value, cost recovery, and levels of service

that were provided by all work units as well as by the department as a whole. The next steps for

department staff will be to place all department programs in a pyramid of service and identify the

tiered categories of service. This methodology will provide an effective management tool that

will be utilized to facilitate future department planning and pricing decisions.

Evaluation of Department Pricing Tool: The Department of Parks and Recreation Pricing Tool

was developed as a component of the department 2008 Strategic Plan. The department pricing

policy dictates that all programs should be priced at the identified cost recovery tier based on

projected staffing and supply costs divided by the number of participants. The Pricing Tool as

originally designed has been an excellent strategy for determining the appropriate registration fee

for all department recreational programs. It has been utilized effectively as both a planning tool

and an evaluation tool for new and existing programs. However, some drawbacks have been

identified with our current pricing tools and the tiers of service information. For instance, the

formula in the current Pricing Tool sets prices above market rates for teen programs and places

the department in an uncompetitive position to offer teen programs. The cost recovery rates

calculated for youth programs were set as high as some adult specialty classes (151% cost

recovery) and that pricing strategy that was adopted in 2008 has had a negative impact on youth

memberships due to the pricing of teen programs. A copy of the current department Pricing Tool

planning worksheet has been provided as an exhibit. (Refer to on site exhibit labeled “Category

10, Exhibit 1” that is available in the department reference library).

The Department of Parks and Recreation is in the process of implementing the recommendations

of GreenPlay regarding redefining the working definition of direct and indirect costs, conducting



228

a cost recovery and resource allocation analysis, conducting a service assessment analysis,

developing a new department Customer Service Plan, evaluating available technology that might

improve department efficiencies and productivity, and implementing a business plan approach to

delivering all department programs and services. The 2014 Strategic Plan will be reviewed at

least once a year by department management staff to evaluate the progress of the department on

achieving the aggressive goals and objectives of the new strategic plan.

Director’s Office: The Director of Parks and Recreation is responsible for working closely with

the senior management staff of the department to annually evaluate the strategic goals and

objectives of the department as well as other components of the department strategic plan to

ensure that they remain compliant to the City Council long term guiding vision for the City

entitled Envision Virginia Beach 2040 as well as the new City Sustainability Plan that was

adopted by the City Council in 2013. These guiding principles have already been embraced by

the Department of Parks and Recreation and components are incorporated into all department

operational procedures as well as numerous department capital improvement projects. The new

department 2014 Strategic Plan incorporates many of the City Council goals and objectives for

the next five years that will ensure the facilities, programs, and services areas that the department

provides to City residents are compliant with both the City and department strategic vision and

community priorities.

Business Systems Division: The Business Systems Division staff is responsible for ensuring that

all department administrative services functions are managed effectively and efficiently and that

they align with City and department priorities as well as all applicable City administrative

directives and City policies. Division staff coordinates all financial and administrative functions

of the department including the development, monitoring and evaluation of the department

operating budget, the administration of all human resources functions, the management of all

information technology and systems support to ensure efficient and effective use of accurate data,

and the analysis and evaluation of all risk management related issues including City vehicle

accidents and worker’s compensation claims and work related injuries in an effort to reduce

employee injuries and reduce risk management costs. The following provides examples of the

systematic analysis and evaluation processes that are performed by the department Business

Systems Division staff:

Operating Budget Development & Administration: The Business Systems Division

Administrator and Administrative Analyst position incumbents are responsible for

coordinating the development and administration of the Department of Parks and Recreation

annual operating budget. This responsibility incorporates working closely with the Director

of Parks and Recreation and senior management and professional staff to evaluate and

develop operating budget funding priorities to be requested in the department annual

operating budget proposal. In addition, the Business Systems Division Administrator and

Administrative Analyst position incumbents coordinate an ongoing analysis and evaluation

process of all department budget revenues and expenditures that is performed quarterly for

the first six months of each fiscal year and then monthly for the last six months of each fiscal

year to ensure that department expenditures do not exceed department revenues at any time



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during the fiscal year. This critical component of the department operating budget

administration process is accomplished through the preparation of financial reconciliation

reports that include current fiscal year revenues and expenditures, comparable historical

financial data for the same time frame from the previous fiscal year, and end-of-year

financial revenue and expenditure projections with explanations for any significant financial

variances. Each department financial reconciliation report is analyzed and evaluated by the

Business Systems Division Administrator and Administrative Analyst position incumbents

prior to being submitted to the Director of Parks and Recreation. Copies of the department

operating budget financial reconciliation reports have been provided as exhibits. (Refer to on

site exhibit labeled “Category 10, Exhibit 1” that is available in the department reference

library).

Automated Applications Administration: The Business Systems Division staff is responsible

for the administration of the CLASS automated software system that is utilized by

Department of Parks and Recreation staff to analyze and evaluate all recreation program

registrations, facility rentals, and point-of-sale transactions. CLASS financial reports are

utilized by the Business Systems Division staff to analyze and evaluate department revenues

as well as tracking of program participation and program cancelation rates. Copies of

department automated CLASS software reports have been provided as exhibits. (Refer to on

site exhibit labeled “Category 10, Exhibit 1” that is available in the department CAPRA

reference library). Funding was approved by the City Council in the department FY15

operating budget to purchase a new web hosted ActiveNet automated software system that

will replace the CLASS automated software system and make it possible for department staff

to perform a more comprehensive analysis and evaluation of the outcomes of programs and

services that are provided by the department to City residents.

Human Resources & Risk Management Administration: The Human Resources Bureau

Coordinator position incumbent is responsible for coordinating all human resources and risk

management administration related functions in the department including the analysis and

evaluation of the department risk management program. This responsibility incorporates

working closely with a department Health and Safety Plan Committee in an effort to reduce

work related department staff accidents, injuries, and Worker’s Compensation costs. The

committee meets monthly to analyze and evaluate data from accident, injury, and Worker’s

Compensation cost reports for the department and to develop viable action plans to improve

staff safety and reduce work related injuries. As a result of the diligent efforts by committee

members, Worker’s Compensation payments in the department were reduced $83,018 during

the period of July thru December 2013 compared to the period of July thru December 2012.

Copies of department accident, injury, and Worker’s Compensation cost reports have been

provided as exhibits. (Refer to on site exhibit labeled “Category 10, Exhibit 1” that is


Planning, Design, and Development Division: The Planning, Design and Development Division

staff is responsible for working closely with all department management staff to annually assess,

analyze, and evaluate all capital project design, construction, and renovation projects that are



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needed throughout the department in order to determine annual project scheduling and cost

priorities based on project priority rankings and available annual capital funding appropriations.

Division staff are also responsible for creating and maintaining a quality and safe parks and

recreational facilities network and a sustainable natural area environment through the ongoing

analysis and evaluation of: 1) the management of the department Capital Improvement Program

annual budget; 2) the management of department facility design standards; 3) the management of

the Virginia Beach Outdoors Plan; 4) the management of the Virginia Beach Bikeways and Trails

Plan; 5) the management of the Virginia Beach Open Space Preservation Program; and 6) the

stewardship of all City natural areas that are managed by the department.

New Bow Creek Community Recreation Center Design & Construction: The Planning,

Design and Development Division staff has worked diligently with the department Director,

design consultants, Department of Public Works Engineering staff, and City residents to

design and construct a replacement for the Bow Creek Community Recreation Center that

was 50 years old and was no longer meeting the facility recreational programmatic needs of

the department and the area community. Through the execution of extensive assessment,

analytical, and evaluation methodologies, the department Director and division staff

developed a master design plan for the new $27.4 Million facility to replace the existing

37,000 square foot recreation center with a new 68,000 square foot recreation center facility

and presented the design plan to the area community for input through a series of community

dialogue meetings. Division staff also worked closely with the department Director to

facilitate final project design and funding approval by the City Council. Division staff is

currently working closely with Department of Public Works Engineering Division staff to

manage the construction process for the new Bow Creek Community Recreation Center that

has a projected public opening date of January 2015. Copies of the new Bow Creek

Community Recreation Center site plan and floor plan have been provided as exhibits. (Refer

to on site exhibit labeled “Category 10, Exhibit 1” that is available in the department CAPRA

reference library).

New Kempsville Community Recreation Center Design & Construction: The Planning,

Design and Development Division staff is also currently working with the department

Director, design consultants, and Department of Public Works Engineering Division staff to

design a replacement for the 85,000 square foot Kempsville Community Recreation Center

that is 37 years old and is no longer meeting the facility recreational programmatic needs of

the department and the area community. The design process for the new 76,000 square foot

recreation center facility that is estimated to cost $32 Million has involved extensive facility

and programmatic assessment, analytical, and evaluation methodologies by department staff.

Numerous community dialogue meetings have also been conducted by the department

Director and division staff with Kempsville area community residents to obtain their

comments regarding the design components of the new facility. Funding for the construction

of the new Kempsville Community Recreation Center facility has been approved by the City

Council and division staff is currently working diligently with the department Director and

Department of Public Works Engineering staff to finalize the design of the new recreation

center facility in time for the existing recreation center to be closed for demolition when the



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new Bow Creek Community Recreation Center is opened to the public. Copies of the new

Kempsville Community Recreation Center site plan and floor plan have been provided as

exhibits. (Refer to on site exhibit labeled “Category 10, Exhibit 1” that is available in the


Landscape Management Division: The Landscape Management Division staff is responsible for

the landscaping and grounds maintenance of all City building sites, all school building sites, all

City roadway right-of-way areas, the resort beach area, and all Department of Parks and

Recreation managed facilities including park and athletic facilities. This responsibility comprises

512 building sites, 82 school sites, 5,500 acres of park and athletic facility sites, 816 miles of

roadway, and 1,700 land parcels throughout the City. The Landscape Management Division

utilizes the Hansen automated software system to constantly assess, analyze, and evaluate

maintenance work orders and all associated costs, response time to work order requests, and the

number of types of work orders by location on a monthly, quarterly, and annual cycle. The

automated compilation of this data has made it possible for division staff to perform statistical

analysis and evaluations of divisional operations including but not limited to the following:

Monthly Mowing Maintenance Cycle Analysis and Evaluations: The Landscape

Management Division staff has established regular cycles for all components of divisional

maintenance responsibilities and regular analysis and evaluation techniques to ensure the

division is performing at optimal efficiency and effectiveness and to assist with divisional

budgetary and resource planning. For example, a monthly Hansen automated software

system work order data base report for 10, 18, and 21 day mowing maintenance cycles is

generated to facilitate divisional budgetary planning priorities. For example, a 21 day

roadway mowing cycle generates many customer calls to inquire why the medians and turf

areas along divided highways are not mowed. This data can be utilized to justify additional

funding requests in the divisional operating budget for consideration by the City Council. A

copy of a Mowing and Maintenance Cycle Report has been provided as an exhibit. (Refer to


reference library).

Quarterly Maintenance Customer Service Analysis and Evaluations: Customer surveys are

distributed to Landscape Management Division customers on a regular schedule in an effort

to continuously assess and evaluate divisional service delivery. The survey questions monitor

response timeliness, knowledge and professionalism of divisional staff, and the overall

quality of the maintenance service provided. The Landscape Management Divisional

Leadership Team evaluates these reports quarterly in a staff meeting and utilizes the

customer survey data to identify trends and areas that indicate opportunities for improvement

in service delivery efficiency. As an example of this process, a recent comprehensive

evaluation of maintenance services determined there were inconsistencies in the customer

communication and follow up process. Divisional maintenance staff was instructed to

personally contact customers via phone or email to provide each customer with a date the

work would be completed as well as any other details deemed necessary regarding the service

delivery. As a result of the implementation of this new customer service strategy, customer



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survey comments are now indicating a significant improvement with communication and the

trend was reversed. A copy of a Landscape Management Division customer survey report has

been provided as an exhibit. (Refer to onsite exhibit labeled “Category 10, Exhibit 1” that is


Programming and Operations Division: The Programming and Operations Division staff is

responsible for the coordination of the daily operations of all Department of Parks and

Recreation managed City parks, open space natural areas, community recreation centers, Out-of-

School Time Child Care programs in all City elementary schools and recreation centers,

department sponsored youth and adult athletic leagues, and City sports facilities such as the

Princess Anne Athletic Complex and the Owl Creek Municipal Tennis Center as well as the

administration of all formal recreational program contracts and facility leases. Numerous

assessment and analytical methodologies are utilized by division staff to regularly evaluate these

department programs, facilities, and services areas to ensure they are effectively and efficiently

managed and that superior quality assurance and customer relations are continuously maintained.

Multiple databases and methodologies are utilized by division staff to generate financial,

programmatic, and statistical reports that are analyzed and evaluated to ensure that trends are

identified, appropriate adjustments are implemented, and customer feedback is solicited and

evaluated in order for division staff to make informed management decisions.

Financial Analysis and Evaluations: All bureaus in the Programming and Operations

Division are required to analyze and evaluate financial reconciliation reports that are

generated quarterly in the first six months of the fiscal year and then monthly for the last six

months of the fiscal year utilizing the City InSite financial automated software system.

Rational explanations for changes and variances in these financial reports when comparing a

financial trend in the current fiscal year to the previous fiscal year is required from the

management staff responsible for each bureau prior to reports being submitted to the

Programming and Operations Division Administrator and the department Business Systems

Division for aggregate departmental analysis. The preparation and evaluation of these

financial reports is considered a critical component of the process that ensures the division

and the department analyzes current financial revenue and expenditure trends in comparison

to established fiscal year financial goals. The ongoing monitoring of financial performance

enables division management staff to adjust resource allocations as needed at any time in

order to proactively maintain divisional financial accountability. Copies of financial

recognition reports have been provided as exhibits. (Refer to onsite exhibit labeled “Category


Program Attendance Analysis and Evaluations: Facility and program attendance is

documented daily and these statistics are entered into monthly automated attendance reports

that are utilized to tabulate yearly attendance statistics by facility site and by program

participation. Attendance reports specifically assist division staff with determining what

programs have the highest participation levels and revenue generation so they can be

scheduled again during the next program cycle. For example, if the statistics indicate that

attendance for a dance program has increased during a specific program period, then this



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information will assist the division fitness program staff with determining whether to offer

additional dance classes for the next program period or for the same season (summer, fall,

winter or spring) the following calendar year. Copies of facility and program attendance

reports have been provided as exhibits. (Refer to onsite exhibit labeled “Category 10, Exhibit


Customer Feedback Analysis and Evaluations: The Programming and Operations Division

continuously receive inquiries and suggestions from citizens via the department web site

www.vbgov.com/parks and through citizen comment cards that are provided by the

department at numerous sites. The citizen comment cards including the Park System Guest

Survey, Recreation Center Comment Card, and Out-of-School Time Program Comment Card

are all prominently placed and readily available to invite City residents to share their

questions, comments, and suggestions with department staff. Completed comment cards are

reviewed regularly by department staff and addressed as appropriate. When contact

information is provided, department staff will contact residents directly to personally respond

to their suggestions and concerns. This process allows for an open dialog between

department staff and City residents who support the department and provides department

staff with invaluable information to analyze and evaluate the facilities, programs, and service

areas that is provided by the department. Copies of customer guest surveys, customer

comment cards, and parent feedback surveys have been provided as exhibits. (Refer to onsite

exhibit labeled “Category 10, Exhibit 1” that is available in the department CAPRA

reference library).

Part-Time Staffing Costs Analysis and Evaluations: Programming and Operations Division

part-time staff hours and related costs are documented, analyzed, and evaluated in a number

of ways including by position title and by work site location. Due to recent changes in federal

law, a management decision was made to limit the number of hours a part-time staff can

work to twenty seven hours per week. Divisional part-time staffing cost reports are generated

monthly from the City InSite automated financial software system and are regularly analyzed

and evaluated by division management staff in order to ensure that the division does not

exceed annual operating budget part-time salary appropriations. Copies of department part-

time staffing cost reports have been provided as exhibits. (Refer to onsite exhibit labeled


Community Recreation Centers Membership and Revenue Analysis and Evaluations:

Revenues from recreation center memberships is a significant component to the Department

of Parks and Recreation annual operating budget. As a result, the Programming and

Operations Division staff regularly analyze and evaluate membership and revenue trends to

ensure the department is maintaining annual operating budget projections. During FY2012,

division staff identified a declining trend in community recreation center memberships and

associated revenue and immediately initiated a process to research and evaluates the possible

causes of the negative trend. This challenge inspired creative thinking and the staff identified

and implemented new membership models that would be more compatible with current

economic conditions and customer interests. One of the new membership models that have

http://www.vbgov.com/parks



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been extremely successful is a month-to-month membership category for all community

recreation centers that has contributed to an increase in total recreation center memberships

of 23% during FY2013. A new divisional Recreation Center Membership Team was also

formed to monthly assess and evaluate membership and revenue statistical trends and analyze

what those statics demonstrate. Annual membership and revenue goals were also developed

for each community recreation center and an aggregate total membership and revenue goal

were established for all the community recreation centers to achieve together. Now that

division staff is comparing membership data monthly, staff is better informed about the

quantitative progress made each month toward meeting annual membership goals. In

addition, a new divisional Recreation Center Marketing Team was also formed to design and

implement a new recreation center membership marketing plan complete with action steps

and timelines to ensure the division achieves actionable milestones toward department

recreation center membership and revenue goals each fiscal year. Copies of department

recreation center membership statistical reports have been provided as exhibits. (Refer to


reference library).

Programs and Special Events Analysis and Evaluations: The Programs and Operations

Division staff considers program participant evaluations such as the Aquatic Learn to Swim

Program and special event participant evaluations such as the Winter Wildlife Festival to be

invaluable to the department programming and special event planning, analysis, and

evaluation process. Depending on the type of program or special event, a simple survey form

may be utilized or an online survey tool may be utilized such as Survey Monkey to obtain

program and special event evaluation information from participants. Formal and informal

surveys of participants are several of the numerous methodologies utilized by division staff

to assess the components of each program and special event that is offered by the department.

The participant feedback process is considered by division staff to be a constructive

qualitative assessment process that is a critical component to the planning process as

participant feedback may recommend that division staff change a component of a program or

special event such as the time of year, day of the week, or time of day that a program or

special event is offered in order to increase program participation. For example, participant

feedback provided after the Winter Wildlife Festival the past two years has identified the

online registration process as one of the barriers to participating in this festival. This

feedback was a contributing factor in the decision by the department to convert from the

CLASS automated software system to the Activenet automated software system that will offer

a more convenient automated online registration system for City residents. Copies of

completed program and special event participant survey evaluations have been provided as

exhibits. (Refer to onsite exhibit labeled “Category 10, Exhibit 1” that is available in the


Self-Review: MET



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10.1.1 Position Responsibility for Evaluation:

Standard: There should be specific personnel within the agency responsible for managing the

evaluation analysis.

Evidence of Compliance: The Department of Parks and Recreation has four division administrators

who are responsible for the management of all research, analysis, and evaluation functions by all

staff assigned to their respective divisions. All incumbent staff in these positions has achieved

bachelor and master degrees and have acquired the skills necessary to coordinate technical research,

analysis, and evaluation processes through their formal academic training. The job titles of these

incumbents are Administrative Services Manager III; Landscape Management Administrator;

Planning, Design, and Development Administrator; and Programming and Operations Administrator.

Job descriptions for these positions require research, evaluative, and analytical knowledge, skills and

abilities. This expertise is extensively utilized by incumbent staff members to evaluate existing

programs, services, and facilities offered by the department as well as to research potential new

programs, services, and facilities being considered by the department. Copies of positional job

descriptions and the resumes of the four division administrators who are responsible for the

management of all research, analysis, and evaluation functions in the department have been provided


department reference library).

Self Review: MET

10.2 Experimental and Demonstration Projects

Standard: There should be at least one experimental or demonstration project or involvement in

some aspect of research, as related to any part of park and recreation operations, each year.

Evidence of Compliance: The Department of Parks and Recreation has been involved in numerous

strategic research studies as well as programmatic and capital project initiatives that have included,

but are not limited to, the following:

Western Bayside Gang Prevention Program: In many cities throughout the United States, gang

activity is emerging that presents a real threat to the safety of community residents. In an effort to

be proactive, the Department of Parks and Recreation and the Virginia Beach Police Department

partnered to initiate the Virginia Beach Gang Task Force that is comprised of representative of

multiple City, State and community agencies. The Virginia Beach Police Department began with

a research-based, three-pronged approach: enforcement, intervention and prevention. While

enforcement and intervention efforts demonstrated some successes, City leaders recognized that

real success in preventing gang activity and criminal involvement was reliant on the involvement

of community residents. As a result, the Virginia Beach Gang Task Force commissioned a Gang

Prevention Subcommittee that was supported by the Police Department, Department of Parks and

Recreation, Department of Human Services, Department of Public Libraries, and Virginia Beach

Public Schools. The Gang Prevention Subcommittee was tasked with focusing initial gang



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prevention efforts in the Western Bayside geographic area of the City and the Youth

Opportunities Office of the Department of Parks and Recreation was assigned as the City lead

agency for this initiative. The Western Bayside Gang Prevention Program emphasizes the

utilization of community assets such as concerned community residents, athletic coaches, and

school educators as well as area organizations such as local churches and businesses.

A new strategic approach that is being utilized by the Department of Parks and Recreation for the

Western Bayside Gang Prevention Program is the Building a Community From The Inside Out

Initiative that has generated multiple positive outcomes including a written Community Plan that

is being implemented by the community. The new Community Plan is comprised of increased

citizen engagement that facilitates community sustainability; increased recreational, educational

and cultural activities for residents of all ages; and community celebrations. Examples of

activities and initiatives that have been implemented because they have value to the community

are an Open Gym Program at Bayside Middle School; a Western Bayside Community Day

Program; a Western Bayside Summer Day Camp Program; and a Teaching Environmental

Awareness Mobile Unit (TEAM UP) Program. A copy of the Western Bayside Gang Prevention

Program Task Force Report has been provided as an exhibit. (Refer to on site exhibit labeled

“Category 10 Exhibit 1” that is available in the department CAPRA reference library).

The Western Bayside Gang Prevention Program is a citizen engagement tool that was initiated to

address the gang problem and the program remains the best prevention tool available to the City

that has produced sustainable outcomes. The Virginia Beach City Council supported the program

as a community engagement model for potential replication in other City communities. As a

result of the success of the Western Bayside Gang Prevention Program, the Department of Parks

and Recreation is in the process of implementing the Green Run Gang Prevention Program in the

Green Run geographic area of the City. A copy of the Green Run Gang Prevention Program

Mayor’s Invitation to Community Leaders PowerPoint Presentation has been provided as an

exhibit. (Refer to on site exhibit labeled “Category 10 Exhibit 1” that is available in the


Search Institute’s 40 Developmental Assets: The Department of Parks and Recreation has

adopted the recommendations of the Search Institute’s 40 Developmental Assets™ initiative as

the framework for the development of department youth programs. The framework of

developmental assets is grounded in extensive research on what kids need to succeed. Since

1989, the Search Institute has been studying the assets in the lives of young people. To date,

about three million young people have been surveyed in thousands of communities across North

America. The assets are the experiences, qualities, and relationships young people need to grow

up healthy, competent, principled, and prepared. The goal of the Department of Parks and

Recreation is to provide opportunities that build asset rich foundations for young people that lead

to increased self-esteem, a commitment to learning, increased social competencies, demonstrated

leadership skills, positive values that encourage good decision-making, and a sense of

empowerment through service to others. The 40 Developmental Assets are incorporated into

department program initiatives in many ways including program proposals for City funding that

must demonstrate a commitment to the principles and practices of asset development in program



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designs, activities, staff quality and competence, and training elements. A copy of the 40

Developmental Assets has been provided as an exhibit. (Refer to on site exhibit labeled


Out-of-School Time Program Initiatives: In 2009, The Department of Parks and Recreation Out-

of-School Time Programs Unit made a strategic decision to become more intentional about

encouraging the academic success of program participants. A partnership was formed with a

community-based agency to launch a Children’s Defense Fund Freedom School Summer

Program for the summer of 2009. The Freedom School Model is curriculum driven and combines

culturally relevant literacy education with enrichment and recreation activities targeted to reach

at-risk children. The department Out-of-School Time Programs Unit successfully operated a

summer Freedom School Programs for two summers that served approximately 150 students.

This initiative was deemed very successful and the department wanted to expand the program.

However, the program was determined to be too expensive to run as defined in this specific way

so the Rise School Initiative was born from the success of this program so the department could

reach more students.

RISE School Initiative: Beginning with the school year of 2010-11, the Department of Parks and

Recreation Out-of-School Time Programs Unit staff developed the RISE School Initiative

(Recreation, Imagination, Socialization, Education) for after school and summer and adopted the

KidzLit and KidzMath curricula. While the RISE School Initiative was developed to work with

after school programs at all Virginia Beach City Public Schools Title I schools, the new initiative

was launched at three select schools serving one high need area of the City during the 2010-11

school year. The department’s RISE School Initiative is currently operating in all 13 City Title I

schools, utilizing KidzLit and KidzMath curriculum to serve approximately 460 students.

Recently, department Out-of-School Time Program staff has established a cooperative

partnership with the Virginia Beach City Public Schools Curriculum and Instruction staff to

ensure alignment between school day and Department of Parks and Recreation managed after

school activities and to consider relevant assessment metrics. The initiative to link out-of-school

time activities to school learning objectives also resulted in additional partnerships between the

Department of Parks and Recreation and non-profit organizations. These new partnerships

included a collaboration with Virginia Beach City Public Schools for two 21st Century

Community Learning Center Grant funded programs that focused on Science, Technology,

Engineering, and Math educational programs serving approximately 200 students and a Science,

Technology, Engineering, and Math educational programming initiative with the community

non-profit From One Hand To Another serving over 150 students.

Kinderbuddies Early Childhood Program: In the 2011 school year, the Department of Parks and

Recreation, Out Of School Time Program staff partnered with the City public school system to

launch an innovative kindergarten pilot program augmenting half-day kindergarten to benefit

students and their families. The program, called Kinderbuddies, is particularly beneficial to

parents who need child care for the remaining parts of the school day that is not covered by half-

day kindergarten who would like their child to receive care in the same quality educational and

social environment. The new program was piloted at one City elementary school and featured a



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curriculum developed in concert with City kindergarten teachers and the Department of Parks

and Recreation, Out Of School Time Program staff to utilize school technology for student

education and enrichment activities and to provide additional school support on a variety of

levels. The pilot Kinderbuddies program ultimately proved to be so successful that three

additional Kinderbuddies elementary school sites were added in the 2012 school year and

additional school sites are being considered for this innovation program.

Playing Field Allocation Study: Historically, the Department of Parks and Recreation has always

allocated City athletic fields to the fourteen volunteer recreation associations that organize youth

sports throughout the City. These recreation associations were enabled by the department to re-

allocate their athletic fields to other sports associations as they deemed appropriate. While this

approach was the least resource intensive for the department, it eventually resulted in athletic

fields being underutilized while also giving the perception of a shortage of fields. As the number

of youth recreation associations continues to increase, Department of Parks and Recreation

Athletics Program staff realized that the demand for additional field allocations from the

department was increasing annually.

In 2012, the Department of Parks and Recreation contracted for a Playing Field Allocation Study

with the firm of Ballard-King & Associates Ltd. Ballard-King interviewed numerous

stakeholders and developed best practices for the department to implement in order to maximize

the use of its athletic field inventory. The resulting Athletic Field Allocation Plan will eliminate

the current practice of block scheduling for user groups and the ability for user groups to sub-

lease to other organizations. Utilizing standardized criteria and best practices based on player

age, athletic field allocations will now be determined on a team-by-team and organization-by-

organization basis. The Department of Parks and Recreation, Sports Management Unit staff now

meets annually with community athletic associations to explain the new allocation process and to

determine the actual versus the perceived need of each association for additional playing fields.

In addition, the study concluded that as many athletic fields as possible should be fully lighted to

maximize their utilization and the conversion of some existing grass athletic fields to artificial

turf athletic fields should be investigated. There is a national trend on the municipal level to

develop more lighted, artificial turf, rectangular fields to reduce the demand for new fields

through increased use, extended seasons, and the ability to play through inclement weather.

While there does not appear to be an acute shortage of athletic fields in the City from the present

group of athletic associations, the issue could become more acute in the future due to: 1) An

expected increase in school age youth in the City; 2) A possible loss of some existing fields

especially those located on military bases; and 3) A growth in the popularity of some sports such

as lacrosse, rugby, and field hockey. Alternatives to building new athletic fields such as lighting

more existing fields and converting grass fields to artificial turf fields are planned to be

researched and evaluated by department staff in the near future. A copy of the Playing Field

Allocation Study has been provided as an exhibit. (Refer to on site exhibit labeled “Category 10,


Urban Forest Management Plan: The urban forest is an indicator for environmental health,



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economic prosperity, and community cohesion. A sustainable Urban Forest Management Plan is

crucial in order for the City to move forward proactively in enhancing the urban forest and to

meet the needs of an expanding population. Tree related studies have allowed the Department of

Parks and Recreation to pinpoint areas where effective management and the addition of trees will

significantly and positively impact the community. Among other initiatives, the department’s

new Integrated Site Design Guide provides updated citywide standards for sustainable tree

management and an ecologically efficient green infrastructure.

In 2012, Department of Parks and Recreation staff conducted an investigative tree inventory

throughout the Virginia Beach Municipal Center complex. This inventory will be utilized by

Department of Parks and Recreation, Landscape Management Division staff to development a

new and more sustainable municipal center landscape design plan that will be implemented

during the next several years. Another horticultural investigative project that was completed by

department staff in 2012 was a comprehensive wind survey of the oceanfront area to determine

the effect of adverse weather conditions on existing landscaping installed in the oceanfront area.

The results of this survey will greatly assist Department of Parks and Recreation, Landscape

Management Division staff with selecting more appropriate species and cultivars for the

oceanfront area. Additional strategies that will be implemented by department staff to further

enhance the City urban tree canopy will include conducting additional tree inventories, repeating

the City urban tree canopy analysis at regular intervals and monitoring changes in the

environment, and researching sustainable urban tree canopy management practices utilized in

other cities for possible adoption in the City of Virginia Beach. A copy of the new Urban Forrest

Management Plan has been provided as an exhibit. (Refer to on site exhibit labeled “Category

10, Exhibit 1” that is available in the department CAPRA reference library)

Design and Construction of Three New LEED SILVER Certified Community Recreation Centers:

In 2012, the Department of Parks and Recreation implemented a new department facility

management strategy regarding the design and construction of LEED certified community

recreation center buildings. The new strategy was in response to a new City Administrative

Directive AD 3.22 (Green Building Criteria for New City Buildings) that was executed by the

City Manager. A copy of the administrative directive has been provided as an exhibit. (Refer to

on site exhibit labeled “Category 10, Exhibit 1” that is available in the department CAPRA

reference library). The administrative directive requires that all new City buildings over 10,000

square feet in size to be designed and constructed to qualify for Leadership in Energy and

Environmental Design (LEED) certification. The national LEED certification program is based

on the design and construction of a building based on six categories: Sustainable Sites, Water

Efficiency, Energy & Atmosphere, Materials & Resources, Indoor Environmental Quality, and

Innovation in Design. The LEED certification program is a performance oriented system where

credits are earned for satisfying the criteria in these six categories that were developed to address

specific environmental impacts inherent in the design, construction, operations, and maintenance

of buildings. Different levels of green building certification (Certified, Silver, Gold, and

Platinum) are awarded based on the total credits earned.

The first new facility construction project to be completed by the Department of Parks and



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Recreation based on the LEED SILVER design criteria was the new Williams Farm

Community Recreation Center that was opened to the public in October 2012. The new

LEED SILVER certified recreation center is a 71,000 square foot innovative facility like

none other in the City. The large indoor pool has a large family oriented water playground

with a 150 foot curving slide that goes outside the building before returning into the pool.

Fitness enthusiasts also heavily utilize the two court indoor gymnasium, spacious

cardiovascular, free weight, and fitness class areas, as well as the indoor track that overlooks

the pool and gym. Other features include an outdoor play area, a multimedia area for teens,

classrooms for department sponsored preschool child care programs, and an adjacent 25,000

square foot skate park facility with urban street plaza elements like steps and rails and

vertical ramps and bowl components. A copy of the master design plan of the new Williams

Farm Community Recreation Center has been provided as an exhibit. (Refer to on site


reference library).

A second new LEED SILVER certified community recreation center facility is currently

being constructed by the Department of Parks and Recreation. The energy efficient Bow

Creek Community Recreation Center will be 68,000 square feet and will provide a four lane

twenty-five meter indoor swimming pool with play components; a two court indoor

gymnasium; expanded fitness areas; locker rooms with family changing areas; a youth game

room; early childhood care rooms with a playground; and meeting rooms. The new Bow

Creek Community Recreation Center is targeted to be opened to the public in January 2015.

A copy of the master design plan for the new Bow Creek Community Recreation Center has

been provided as an exhibit. (Refer to on site exhibit labeled “Category 10, Exhibit 1” that is


A third new LEED SILVER certified community recreation center facility is currently being

designed by the Department of Parks and Recreation. The energy efficient Kempsville

Community Recreation Center will be 75,000 square feet and will feature a two court indoor

gymnasium, a six lane twenty-five meter indoor swimming pool, an indoor elevated walking

track with cardio and circuit equipment areas, early childhood care rooms with an exterior

spray ground play area, and seven multi-purpose meeting rooms. The new Kempsville

Community recreation Center is scheduled to start construction in January 2015 and be

opened to the public in December 2016. A copy of the master design plan of the new

Kempsville Community Recreation Center has been provided as an exhibit. (Refer to on site


reference library).

Stumpy Lake Natural Area ADA Accessible Canoe & Kayak Launch: In 2012, the Department of

Parks and Recreation completed construction of the City’s first ADA accessible municipal

canoe/kayak launch at the Stumpy Lake Natural Area. This project was a demonstration project

to evaluate the popularity of the launch to determine if similar ADA accessible canoe/kayak

launches should be constructed at other water access sites throughout the City. As a valuable

aesthetic resource, the Stumpy Lake Natural Area property consists of a 278 acre lake and



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approximately 970 acres of undeveloped and forested land surrounding the lake. The Stumpy

Lake Natural Area provides citizens an opportunity to enjoy passive recreational uses such as

hiking, bird watching, nature observation, and photography. Based on the popularity of the new

Stumpy Lake Natural Area ADA accessible canoe/kayak launch since the launch was opened to

the public, the Department of Parks and Recreation has plans to construct numerous other ADA

accessible canoe/kayak launch sites throughout the City. Pictures of the Stumpy Lake Natural

Area canoe & kayak launch have been provided as exhibits. (Refer to on site exhibit labeled


Self Review: MET

10.3 Staff Training for Evaluation of Programs, Services, Areas, Facilities:

Standard: There should be ongoing training opportunities for all personnel of the agency

involved in evaluation of programs, services, areas and/or facilities.

Evidence of Compliance:

Having a Department of Parks and Recreation management and professional staff that is highly

skilled in contemporary research, analysis, and evaluation procedures has always been a high priority

for the department. During the past 5 years, the department has appropriated an average of $110,000

per year in the department operating budget to ensure staff can continue to attend professional

conferences and other specialized training opportunities such as those sponsored by the National

Recreation and Parks Association and the Virginia Recreation and Parks Society. Additional staff

training opportunities regarding contemporary research, analysis, and evaluation methodologies are

also available through City sponsored training sessions that are coordinated by the City Department

of Human Resources.

Research, analysis, and evaluation functions are such a high priority for the Department of Parks and

Recreation that in 2012 the department hired a full-time Administrative Analyst to coordinate the

research, analysis, and evaluation functions throughout the department. The Administrative Analyst

incumbent is responsible for performing highly technical research, data analysis, and evaluation

duties and responsibilities and for mentoring and training department staff who are responsible for

performing evaluations of department facilities, programs, and/or services to ensure they have the

expertise in qualitative and quantitative data analysis and evaluation methodologies.

Examples of research and evaluation training opportunities that Department of Parks and Recreation

staff has attended have included but are not limited to the following:

City Completed Staff Work Training: This staff training session that is sponsored by the City

Department of Human Resources instructs Department of Parks and Recreation staff regarding

the philosophy and strategy of completed staff work principles and the three potential

methodologies of completed staff work that can be utilized by department staff as well as

practical examples that illustrate when to apply each particular method. Copies of the training



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session curriculum outline and a list of all department staff that have attended the Completed

Staff Work training session have been provided as exhibits. (Refer to on site exhibit labeled


NRPA Certified Aquatic Facility Operator Training: Completion of the NRPA sponsored

Certified Aquatic Facility Operator training course every 5 years is a Department of Parks and

Recreation requirement for all aquatic staff who coordinate the daily operations of the indoor

swimming pools in the seven community recreation centers that are managed by the department.

This training course instructs department aquatic staff regarding the systematic approach to

public pool operational management including daily inspection, analysis, and evaluation of pool

filtration, pool chemistry, pool safety, and pool risk management. Copies of the training course

curriculum outline and a list of all department aquatic staff that have completed the NRPA

Certified Aquatic Facility Operator course have been provided as exhibits. (Refer to on site


library).

NRPA Certified Playground Safety Inspector Training: Completion of the NRPA sponsored

Certified Playground Safety Inspector training course is a Department of Parks and Recreation

requirement for all department maintenance staff who are responsible for the safety analysis and

evaluation of all playground equipment that is installed in City parks throughout the City. This

training course instructs department maintenance staff regarding how to identify, analyze, and

evaluate safety hazards on City playgrounds and playground equipment, how to rank those

hazards according to injury potential, and how to apply that expertise to effectively maintain the

Department of Parks and Recreation playground safety program. Copies of the training course

curriculum outline and a list of all department staff that have completed the NRPA Certified

Playground Safety Inspector course have been provided as exhibits. (Refer to on site exhibit


Public Sector Service Assessment Training: As a component of the development of a new

Department of Parks and Recreation 2014 Strategic Plan during the past two years, the

department contracted with the consulting firm of GreenPlay to work closely with department

management and professional staff to analyze and evaluate the effectiveness and efficiencies of

core services that are provided by the department, to evaluate the viability of matrix management

by the department, and to analyze the progress of the strategic plan implementation process by

department staff since 2008.

To accomplish their contract with the department, GreenPlay consultants conducted extensive

training classes for all department management and professional staff regarding a Public Sector

Service Assessment methodology. The training principles focused on providing department staff

with a strategy for analyzing and evaluating the direct and indirect costs of all department

facilities, programs, and services that are currently provided or could be provided by the

department to determine the core mission and goals and objectives of the department as well as

under what circumstances the department should aggressively pursue a market niche, should

divest interest, should diversify resources, or should form cooperative partnerships.



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Department management and professional staff are currently in the process of utilizing the

service assessment principles to implement a new department systematic management strategy

that will identify all department categories of service and redefine the definition of program

direct and indirect costs. The service assessment principles are also guiding department staff

through a comprehensive process that will result in the completion of a department cost recovery

and resource allocation analysis, completion of a department service assessment analysis,

development of a new department Customer Service Plan, evaluation of available technology

that might improve department efficiencies and productivity, and the implementation of a

comprehensive business plan approach to program delivery strategies. Copies of the Public

Sector Service Assessment training curriculum outline and a list of all department management

and professional staff that completed the training have been provided as exhibits. (Refer to on

site exhibit labeled “Category 10, Exhibit 1” that is available in the department CAPRA

reference library).

National, Regional, and State Conferences and Seminars: The Department of Parks and

Recreation provides annual funding for department staff to receive specialized training regarding

contemporary analysis, and evaluation methodologies. These specialized training opportunities

include professional conferences, seminars, and workshops sponsored by organizations such as

the National Recreation and Park Association, the Virginia Recreation and Parks Society, the

Alliance for Innovation, the International City Managers’ Association, Government Finance

Officers of America, and the International Personnel Management Association. These national

organizations include program evaluation workshops and training sessions at state, regional and

national conferences. A list of numerous staff training conferences and seminars attended by

Department of Parks and Recreation staff has been provided as an exhibit. (Refer to on site


library).

Self Review: MET

10.4 Quality Assurance:

Standard: The agency should monitor and evaluate the quality of its programs, services, areas

and facilities from the user's perspective.

Evidence of Compliance: The Department of Parks and Recreation utilizes numerous

methodologies to regularly monitor and evaluate department facilities, programs, and services to

ensure that quality assurance and customer relations are continuously maintained. Department of

Parks and Recreation customer service statistics are tracked and evaluated annually by fiscal year to

provide department staff with the latest trends regarding facility attendance and program

participation for all department managed City facilities. These metrics are reported to the City

Council, City Manager, and the Parks and Recreation Commission in the department fiscal year

annual report. A copy of a department annual report has been provided as an exhibit. (Refer to on site


library). Formal evaluations are conducted at the conclusion of recreation classes by surveying class



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participants. The department also continuously receives inquiries and suggestions from citizens via

the department web site [email protected]. All citizen e-mail messages are forwarded to

appropriate department staff for a timely response and all correspondence is reviewed annually by

department staff to identify the recurring topic trends and to enhance the programs and services that

are provided by the department. Formal and informal assessments of the effectiveness of Department

of Parks and Recreation programs and services are conducted by department staff throughout the

year and include, but are not limited to, the quality assurance assessments listed below.

Social Media: The Department of Parks and Recreation Facebook page,

Facebook.com/VBParksRec, was launched in February 2010 as a means to provide a transparent,

two-way communication channel for citizens to engage in dialogue and provide feedback

regarding department programs and services that are offered by the department. The department

Marketing and Resource Development Bureau staff monitors Facebook, Google, and Yelp web

sites for feedback on all programs, services, and facilities and forwards this feedback to the

appropriate department management staff. Alerts have also been established on the Facebook,

Google, and Yelp web sites to alert the Marketing and Resource Development Bureau staff when

any department programs, services, and facilities are mentioned online.

Forever Young Programs Focus Groups: In the fall of 2010, six focus groups were conducted

with a total of 43 participants from the department’s Forever Young senior programs. The

questions asked of the groups were designed to give tangible feedback regarding the most and

least important programs, new programs desired, awareness of other program offerings, program

days and times, obstacles to participation, and level of satisfaction. Department staff has utilized

this information to significantly enhance the variety of programs being offered by the department

to our senior population. Copies of a Forever Young Programs Focus Groups participant survey

and staff report have been provided as exhibits. (Refer to on site exhibit labeled “Category 10


Community Recreation Centers Adult Member Purchasing Behavior Survey: In 2011, the

Department of Parks and Recreation contracted with a local consulting firm to conduct a phone

survey of 600 adults who had active community recreation center memberships. In addition to

the survey respondent’s usage of the community recreation center facilities, the survey focused

on why adults chose a specific membership type, participation in group fitness classes, and their

opinion regarding the option of including group fitness classes in the cost of a recreation center

membership. The survey results gave department management staff valuable information

regarding what types of membership plans to offer to City residents. Offering a month to month

membership has helped the department increase recreation center memberships by 23% during

FY2012-13. The survey results also renewed department staff confidence in their decision to

have cardiovascular, circuit and free weight equipment on a 5 year replacement schedule to keep

equipment up-to-date. The survey results also reinforced the department strategy to continuously

expand and update department fitness class offerings. A copy of the survey results has been

provided as an exhibit. (Refer to on site exhibit labeled “Category 10 Exhibit 3” that is available


mailto:[email protected]

http://www.facebook.com/VBParksREc



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2013 Citywide Citizen Satisfaction Survey: A citywide citizen satisfaction survey is conducted

every two years by the City Media and Communications Bureau staff. Below are the survey

results of several questions excerpted from the last City Citizen Satisfaction Survey that was

conducted in 2013 that pertained to the Department of Parks and Recreation. A copy of the

citizen satisfaction survey has been provided as an exhibit. (Refer to on site exhibit labeled


Citizens’ satisfaction rating with City recreation centers, programs and classes was 96%

Citizens’ satisfaction rating with parks was 95%

Citizens’ satisfaction with the overall appearance of the City was 94%

2012 Community Interest and Opinion Survey: In 2012, the Department of Parks and Recreation

contracted with the consulting firm of Leisure Vision/ETC Institute to conduct a Community

Interest and Opinion Survey. The purpose of the survey was to help the department prepare for

the future development of programs, services, and facilities based on community interest. The

survey determined that 94% of citizens rated the overall quality of programs and events as good

or excellent and this result was 12% above the national average and 12% higher than the 2006

results of the same department survey. Valuable information was gained from this survey

regarding department programs, services, and facilities and department management staff utilized

the survey results to reprioritize departmental efforts. For instance, in 2011 the City Council

adopted the City Bikeways and Trails Plan that was developed by the Department of Parks and

Recreation and approved a capital project that was recommended by the department to fund the

implementation of the new plan. In addition, an indoor walking track was added to the design of

the new Kempsville Community Recreation Center. A copy of the community interest and

opinion survey has been provided as an exhibit. (Refer to on site exhibit labeled “Category 10


Accommodation Program Plans Evaluation Process: Department of Parks and Recreation

Accommodation Program plans are developed by Inclusion Specialists staff to serve people with

disabilities. In order to ensure the department is providing quality customer service, the feedback

of inclusion program participants is solicited utilizing a two-way evaluation process for each

accommodation. The participant and the parent or guardian is requested to evaluate the

registration process, the accommodation development process, the communication process, the

perceived success of the accommodation, and the overall satisfaction with the accommodation

experience. The information gained from this quality assurance process allows department staff

to assess if there are any gaps in communication, if information gathering regarding the

participant is relevant to program participation, and if the department Inclusion Specialist staff is

current in trends regarding accommodating specific disabilities and providing excellent customer

service. The feedback process is also utilized to develop additional training for department staff

regarding inclusion, universal programming, or accommodating specific disabilities. A copy of

department accommodation plan staff and participant evaluation forms have been provided as

exhibits. (Refer to on site exhibit labeled “Category 10, Exhibit 1" that is available in the




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Landscape Management Division Customer Service Surveys: In an effort to continuously

enhance customer service in the Landscape Management Division staff conducts a quality

assurance process through a customer service evaluation process that is administered regularly to

all landscape maintenance customers to solicit open and honest feedback. Surveys are sent to

randomly selected participants that have submitted a grounds maintenance service request and

have voluntarily provided contact information such as a phone number or address. The number

of surveys administered and completed varies each month in conjunction with the variation in

service requests received. In addition, internal City customers that receive grounds maintenance

services from the Landscape Management Division staff such as City schools, parks, libraries,

recreation centers, and police stations receive a semi-annual customer service survey as well. The

data collected from the customer service evaluations is utilized by the Landscape Management

Division management staff to identify common trends in the customer service survey data. When

a common trend is identified, an appropriate action response is determined and executed.

Survey data is also utilized to identify specific internal City customers that the Landscape

Management Division staff may need to work with more closely. For example, this could mean

an increase in customer communication in general or a change in how the division delivers

services to that particular customer. As an example, based on feedback from customers, the

Landscape Management Division staff began reinforcing personalized service several years ago.

Supervisors have been given business cards and they have been requested to service their

accounts by stopping in, dropping off their business cards, and asking site managers how they are

doing and if there are any special requests. The expectation is that this public relations initiative

will be accomplished more than once a year as well as each time a supervisor is new to a

particular zone. This high level of customer service is stressed through staff performance

management and customer feedback and compliments that are received by the department for

great customer service are published in a newsletter every two months. Copies of completed

customer service evaluation forms have been provided as exhibits. (Refer to on site exhibit


Self Review: MET

Documents

2014 CAPRA Report