Investing in Employee Satisfaction is Not Just Kind... it is Strategic

The city of Las Vegas is a jurisdiction in Southern Nevada whose Core Purpose is to Build Community to Make Life Better. Our Core Values are Kind, Committed and Smart. Recently our Department of Parks, Recreation and Cultural Affairs decided to take this one step further by creating a unifying Vision... this vision is centered around Employee Satisfaction. Not only is being kind and committed to our employees smart.... it is strategic.

Being kind and committed to investing in employees is one of the most powerful and sustainable strategies any organization can adopt — and its ripple effects extend far beyond the workplace. For the organization, it increases employee engagement and retention, supports higher performance and innovation, and develops a strong work culture and reputation. For the community, this strengthens families, boosts local economies, and nurtures future leaders through improved programs, facilities and opportunities for engagement.

Proper employee management and improved organizational health can only be accomplished if it strategic, targeted, and intentional. To begin crafting this unifying vision, our department leadership brought together representatives from each unit to complete a SWOT analysis and engage in conversations. Together, they came up with a holistic vision for the Department of Parks, Recreation and Cultural Affairs. Our department Director, Maggie Plaster, delivered this vision at our spring all-staff meeting.

Our Department's Vision:

Passionate and competent Parks, Recreation and Cultural Affairs staff will deliver exceptional programs, events, parks and facilities that are widely recognized and utilized by the community , ensuring an improved quality of life for all residents.

To achieve this vision, the department identified 3 strategic priorities:

1. Training and empowering staff

2. Standardizing practices across the department

3. Delivering the highest quality services possible

   
   

Maggie Plaster, Director for the Department of Parks, Recreation and Cultural Affairs delivers the department's Strategic Plan at the All Staff Training on April 30, 2025.

In that vain, each division and unit will be expected to work towards their own SMART goals in alignment with these priorities.

Recreation:

• Develop role-specific training and competencies to enhance staff performance

• Establish SOP for 10 key operational processes by the end of the fiscal year

• Develop facility utilization matrix to optimize space and programming

Parks and Grounds Maintenance:

• Implement monthly and quarterly training calendar for field staff

• Finalize and train staff on annual Maintenance Standards

• Revise and submit groundskeeper job series for year ahead.

Cultural Affairs:

• Define and document roles, responsibilities and expectations -specific training

• Craft comprehensive onboarding materials

• Standardize common practices across the division

Being in the Cultural Affairs Special Events unit, I will focus my own individual goals and progress report to center around these last three priorities:

• Defining my Role:

  • Role: Facility and Event Coordinator (FEC)

  • Responsibilities: Scheduling events and contracted services associated with events for the city of Las Vegas Civic Center.

  • Expectation: Deliver exceptional customer service in a timely manner with professionalism and passion for the community

    
    

• Craft comprehensive onboarding materials:

  • As a supervisor for the Gate House Staff at Floyd Lamb Park, I ensured that I left a complete package of Training Acknowledgements (each part time employee) for the incoming FEC.

  • Ensure the new FEC is trained on Facility Use Agreements, Civic Rec Software and other essential processes before moving to the new facility.

  • As new FEC for Civic Center I will hire a part time employee to assist with special events at the new facility and provide them with training

    
    

• Standardize common practices across the division

  • Express full proficiency and understanding of Standard Operating Practices, Department Policies, Facility Use Agreements (contracts specific to my role), and application of our Civic Rec Software, as well as a comprehensive understanding of scheduling contracted services and implementation of our reporting processes.

Why Strategic Vision Matters in Parks and Recreation

A clear and shared vision gives direction to every initiative, ensures consistency in service delivery, and creates purpose for the entire team. When everyone on your team has a shared vision, understands their role in the organization, is armed with proper training and empowered to make an impact on the community, magic happens! Employees have a greater sense of purpose and career satisfaction. Parks are cleaner, programs are more inclusive and effective, and the public feels more connected to the spaces around them.

Strategic vision isn’t just about long-term goals; it’s about daily alignment. It enables staff to make decisions with confidence, knowing they’re part of something bigger. It also fosters accountability, collaboration, and innovation across department units. It builds trust and understanding.

Ultimately, a strong vision transforms a Parks and Recreation department from a service provider into a community leader. When vision, training, and empowerment come together, everyone—staff and citizens alike—benefits.