Professional Documents
Culture Documents
p g a Strategic
g Path Forward
Strategic plan progress update
November 9, 2015
we have tried to present a balanced and holistic view of the progress achieved to-date and the
opportunities to improve going forward
pp
the opportunity
pp
y to play
p y a role in helping
p g the
We believe in the mission of NORDC and appreciate
organization, the Commission, and the Foundation continue to achieve its long-term objectives
Executive summary
NORDC has made progress since the 2013 plan review and senior stakeholders appear committed to
continuing to make progress on key performance dimensions
Established Community Advisory Teams and capturing community feedback through several channels to
understand community concerns and desires
Diversified program offerings and working to become more data driven through the implementation of RecTrac
Collaborated with Civil Service to restructure position descriptions / levels to attract and retain talent
St d growth
Steady
th in
i ttotal
t l annuall ffunding
di driven
di
b
by Ad
Administration
i i t ti increases
i
(~12%
( 12% annually
ll since
i
2013)
Operationally, the expansion of facilities and programming has been positive for the community, but the
NORDC organization (which was depleted at the time of the 2013 report) is still adapting to growth challenges
Facility maintenance could be challenged moving forward as additional facilities come online but maintenance
budget does not increase at same pace
Staff turnover has added to the difficulty of developing institutional knowledge and codifying processes
The NORDC Board should fully take on the accountability for performance as defined within the governance
guidelines of the Commission and strive to address stakeholder issues and concerns
A more robust 5-year operational plan is recommended with specific performance metrics and targets defined
to guide NORDC leadership
Opportunity exists to further clarify NORDC future structure / operating model and optimize the long term
sustainability of NORDC
2015 11 09 NORDC progress report vF.pptx
Community
needs
Programming
and facilities
1.Community Advisory Teams established in conjunction with the Neighborhood Engagement Office 2. Per discussion with NORDC CEO and COO
2015 11 09 NORDC progress report vF.pptx
Organization
enablers
Funding
5
Governance
Po
otential actio
ons
Community
needs
d
Programming
and facilities
Organization
g
enablers
Funding
Decision
neede
ed
Governance
5 year goals
Gain NRPA
accreditation
High level of
satisfaction and
engagement
Programming
and facilities
High quality,
impactful
programs and
facilities
RecTrac data
Community participation level
Organization
enablers
Highly efficient
and effective
organization
Funding
Increased
funding to align
with
ith peer level
l
l
organizations
Overall
organization
Community
needs