Parks and Facilities
planning and evaluation, however, should be further developed. Service planning and evaluation will require preparing processes and data collection tools, in consultation with other departments (e.g., IT, Finance) as well as ongoing work to activate these functions. The Business Services Division is likely the best location for these functions, as they can integrate all three areas - Parks and Facilities, Culture and Heritage, Programs and Services in this work.
The Recreation, Culture, Parks Service Review “proposed some relatively minor modifications [to the Department’s organizational structure including improvements to] clarify responsibilities, reduce overlaps, and address gaps” (p. 3). To this end, the Review recommended assigning additional resources to the Department since, “managing the heightened workload associated with aging sports and recreation infrastructure - coupled with expanded opportunities for infrastructure renewal funding from higher levels of government - has ramped up the workload associated with capital upkeep and capital improvement projects” (p.3). It recommended either moving Project Management responsibilities to another department (ideally one with in-house engineering capacity) or contracting a professional organization” for this work (p. 3). Should these responsibilities remain within the Department, establishing a separate project management function with one dedicated employee reporting to the Director was recommended. In addition to these considerations, the parks assessment of the Master Plan recommends a seasonal (potentially full-time/year round) Horticulturalist (see page 73).
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Town of Tillsonburg | DRAFT Parks and Recreation Master Plan
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