HomeMy WebLinkAbout8.1, Attch 1 DraftStrategicPlan
PARI<S & COMMUNITY SERVICES
DRAFT STRATEGIC PLAN 2008-201 8
CoON OU C O
Y
,-A d A J!
l en Ye• on fo Parks • ommunity Service
~ ~~i • ~ • • • •
The City of Dublin promotes and supports a high quality of life ihai ensures
a safe and secure environment, fosters new opportunities and provides
responsive fair treatmenr to our diverse communiry.
ATTACHMENT 1
DKAFI Parks and Cominunity Services Strategic Plan
ACKNOWLEDGMENTS
Janet Lockhart, Mayor
Tim Sbranti, Vice Mayor
Kasie Hildenbrand
Tony Oravetz
Kate Ann Scholz
Sue Flores, Chairperson Eric Swalwell, Chairperson
Steve Jones, Vice Chairperson Anita Carr, Vice Chairperson
Alan Elias Mary Beth Acuff
Rich Guarienti Kim Halket
Angela Muetterties Judy Lussie
Joseph Van Loon, Student Commissioner Connie Mack
Geargean Vonheeder Leopold
Joni Pattillo, City Manager
Diane Lowart, Parks and Community Services Directar
Paul McCreary, Assistant Director of Parks and Community Services
Herma Lichtenstein, Parks and Facilities Development Manager
John Hartnett, Heritage and Cultural Arts Manager
Rich Jochner, Recreation Supervisor
Frank Luna, Recreation Supervisor
Wrifteii bY Pcirr] McCrcczrq, Assistartt Director oF 1'«rks iiud Coiiin«uiity Sc rvices
The following Consultants prepared the studies related to the Needs Assessment:
National Research Center Inc., Research Consultiulg Firm
Nancy Kaiser, Executive Consultant/Staff Retreat Facilitator
DRAPl' Parks and Community Services Stratcgic Plan
Table of Contents
EXECUTIVE SUMMARY ....................................................................................................2
Ov erview 2
Research Methodologies .....................................................................................................3
Key Finciings .........................................................................................................................4
Proposed Strategies 6
Implementation and Evaluation 7
C0MMUN[TY ANAI.YSIS .................................................................................................8
Demographic Profile of Dublin ..........................................................................................8
Psycho Demographic Profile of Dublin ............................................................................9
NEEDS ASSESSMENT ......................................................................................................10
Key Informant Interviews .................................................................................................11
Mail-In Survey ....................................................................................................................13
Focus Groups ......................................................................................................................18
PAKT< AND FACILI"I'Y 1NVENTORY AND DEVELOPMF_NT PLAN ....................21
Park System 21
Community Facilities 22
Private Recreation Facilities 23
KHCOMMENDF,D S I'RATF,GIF_S AN[) GOAI 5 .........................................................24
STRATEGY #1 ....................................................................................................................25
STRATEGY #2 28
STRATEGY #3 30
STRATEGY #4 ....................................................................................................................34
STRATEGY #5 ....................................................................................................................38
STRATEGY #6 ....................................................................................................................40
STRATEGY #7 42
IMPLEMENTATIUN AND EVALUATION ..................................................................44
REFERENCES ......................................................................................................................45
_ Page ~ 7
llRAFI Parks and Cominunity Services Strategic Plan
Parks & Community Services
draft Strategic Plan 2008-2018
CREAIING COMMUNITY
EXECUTIYE SUMMARY
,
In 2007 the City Council undertook a comprehensive needs assessment to better understand the
parks and recreation needs of the community. The primary purpose of the needs assessment was
to provide a community-based assessment of the recreation programs currently offered and
recommendations for future programs that should be designed and implementeci. The data and
information received from the needs assessment was used to develop this strategic plan to focus
the development and delivery of Department parks, facilities and programs over d1e next ten years
to best meet resident interests in recreation, heritage and cultural arts.
Dublin has a current population of over 42,000 and is one of the top-five fastest growing
communities in California. This rapid growth mode is expected to last at least another 15 years at
which time the popularion at build-out of the City is expected to exceed 70,000. With this fast
growing population have come significant demographic and cultural changes. Dublin is a more
diverse, affluent and well-educated community than it was 20 years ago when the Parks and
Community Services Department was formed.
Dublin is a reladvely young community, with primary market segments including adults without
children, families, baby boomers and older adults. Recent residential development has increased
the number of households living in high-density attached housing. With less personal outdoor
space, residents living in higher density housing may have different types of demands related to
parks and recreation. Additionally the City has been successful at meeting State requirements for
provision of housing for residents of lower income. As the City grows it will be unportant the
Department balances its progranl offerings and service delivery to meet the needs of residents of
all backgrounds, abilities and economic status.
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DRAFI' Parks and Community Services Strategic Plan
The research was conducted by the National Research Center, which since 1981 has been
conducting survey research for government. All of the consultants assigned to the project have
graduate or doctorate degrees in fields that make them experts in quantitative and qualitative data
collection and measurement.
Data was collected using several different methods. The first step in the needs assessment was to
conduct 30 one-on-one interviews with a wide variety of stakeholders including the Mayor and
City Council Members; the Chairpersons of the Department's Commissions and Advisory
Committees; City of Dublin executive, supervisory and line employees; Community Leaders such
as the School District Superintendent and Chamber of Commerce President; Dublin employers and
citizens at large. The script was designed to gain an understanding of the current and future needs
of the City, as well as feedback on current programs, services and faciliHes provided by the Parks
and Community Services Department.
The second step in the needs assessment process was conducting a mail-in survey. The purpose of
the survey was to understand resident perception of current and potential fealures of Dubliri s
Parks and Community Services Deparrinenk The survey allowed residents to rate the quality of
life in Dublin, as well as parks and recrcation amenities and service delivery. Respondents were
able to provide feedback on what parks and recreation services they would like to see offered in
the future, current leisure activities and general barriers to participation. The survey was created
using ideas generated from the Key Informant Interviews and City staff.
Approximately 3,000 households within the City limits were selected to participate in the survey
using a stratified, systematic sampling method on addresses within carrier routes. About 9% of the
surveys were returned because the housing unit was vacant or the postal service was unable to
deliver the survey as addressed. Of fl1e 2,726 eligible households, 452 completed the survey,
providing a response rate of 17% and a margin of error of 5%.
While the mail-in survey provided a glimpse at what residents think about parks and community
services, it did not explain why they think it. Three focus groups made up the next stage of the
needs assessment to gain a better understand'uig of residents' reasons behind their ratings and
priorities, the factors influencing people's decisions to participate and sources of residents' information
about parks and recrearion in Dublin. Three resident groups were identified as target participants
far the three focus groups. The first group was composed of residents who lived around Bray
Commons Park and were between the ages of 25 and 40. This group was selected to determine if
there were differences in the needs of those living in higher density housing. The second group
contained parents who were new customers with the Parks and Community Services Departrnent
since January 2007. The final focus group was dedicated to adults between the ages of 45 and 60,
referred to as "Boomers° in this report. A total of 21 residents participated in the focus group
phase of the assessment.
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DHAFI Parks and Community Services Strategic Ylan
f ~
In all three phases of the needs assessment, there was an overwhelming sense the Department is
doing a good job of ineeting resident expectations and promoting and supparting a high quality of
life in the community. Perceived strengths included the variety of programs, quality facilities and
park maintenance, and responsive customer service.
Overall, residents were pleased with the community and the City's parks and recreation offerings.
Quality of life ratings were positive and higher than average compared to comparative ratings for
other cities. Customer service and communications were also viewed favorably. Seven in 10 felt
the City's customer service was excellent or good. Respondents consistently reported the parks
and facilities were well-maintained, accessible and clean. Activities and events were perceived as
well organized with quality instruction offered at a reasonable cost. It was generally reported that
Dublin's recreation offerings were on par with the private sector and neighboring communities.
Several respondents indicated the Department has developed strong parmerships, which provides
quality instruction at a much lower cost than the private sector.
Residents placed high value on parks, open space and multi-use trails. When asked about
spending levels on City services there were only two areas respondents were interested in
expanding spending includ'u1g open space preservation, and park acquisition and development.
Respondents' top priority for park amenities was multiple-use trails, with 89% indicating trails are
"essential" or "very important." This was consistent across subgroups, including different ages
and geographic location of residence in Dublin. Other top priorities for park amenities included
passive areas such as lakes and open space meadows, lighted sports fields, group picnic areas and
shade struciures. The least important park amenities included cricket fields, lacrosse fields, bocce
ball courts and volleyball courts.
At least half of the respondents indicated that a gymnasium, outdoor water park, community
theatre or a social hall/ rental space were "essential" or "very important". A fitness center with
exercise and weight machines, a game room, a community theatre and an outdoor water park were
most frequently rated as a number one priority. The least iinportant faciliHes among respondents
were a cafe/juice bar, indoor running track, rock climbing wall and dance studio. There was a
common theme in all three assessments that the existing Dublin Swim Center was outdated and in
need of modernization.
Respondents to the mail-in survey were asked to rate the classes and activities that were most
essenrial for the Department to offer. The area rated as the most essential or very important was
cultural festivals and events (56%). This was followed by adventure trips/outdoor recreation
(54%), science/ math/ engineering classes (47%), siudent academic tutoring (47%),
nutrition/weight loss training (47%), cooking classes and culinary events (44%), hobby/special
interest and social clubs (44%), and nature programs (43%).
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1)KAt- C Parks and Community Sercices titratcaic Plan
Programs deemed as least essential and rated by the greatest number of respondents as not at all
important include synchronized swimming (74%), cricket (73%), lacrosse (69%), flag football (62%),
and water polo (60%).
Across all three assessments common barriers to participation included being too busy working
and not having enough time. This correlates to the fact that 71 % of respondents to the mail-in
survey are working full-time, and 31% are commutulg at least one hour each day. This coupled
with the fact that 33% of respondents indicated the days or times af activities are inconvenient,
underscores the challenge of providing programs for dual career households. When asked about
scheduling preferences, 70% of respondents indicated that Saturday mornings were the most
convenient to participate in a class ar activity. This was followed by Saturday afternoon (68%) and
weekday evenings (67%).
For parents of school aged children, having childcare available, especially during the summer was
important. Currently most of the camps offered are only half-day programs which doii t meet the
needs of workulg householcis. Location was also an important factor in deciding to parHcipate in
parks and recreation activities. Far some, east to west travel seems difficult. For others,
neighborhood proximity was most important. Some still felt Dublin was small enough to get
around for recreational classes and activities.
Interestingly fllere were 42% of respondents indicating they nevcr participate in any of the
Department's activides or facilities, even outside of Dublin. This means that it is likely over 40% of
residents will never be customers of the Department.
Top customer expectations and essential program characteristics appear to be quality of
instruction/ teaching, having fun, safety, cleanliness of facility and competitive price. It is
interesting to note that quality instruction is more important than competitive price. This may
indicate that customers would be willing to pay more for higher quality. Other important customer
expectations included flexible scheduling and the ability to drop in, ease of registration and
responsive customer service.
Across all the assessments residents are very likely to get their information from the quarterly
edition of "The Guide". Other popular methods included direct mail (78%), City of Dublin website
(74%), and the DublinRecGuide.com website (66%). The least likely sources included Community
Television (22%), other television stations (24%), flyers from schools (34%), and
SFGate.com/BayInsider.com and other what-to-do websites (34%).
Page I 5
UKAFI Parks and Conununity Services Strategic Plan
The Department employees met for a retreat to review the results of the needs assessment and
discuss potential strategies to move the Departrnent forward over the next ten years. The results of
the assessment, staff insights, and empirical research were used to develop seven broad strategies
to guide the provision of programs and services, which are as follows:
STRATEGY #1 Develop unique, aesthetically appealing parks and facilities that
provide flexible spaces and safe environments to recreate.
STRATEGY #2 Promote and support environmental stewardship and protect
environmental resources.
STRATEGY #3 Implement programs that are popular with the core customer
market segments and are responsive to community and industry
trends.
STRATEGY #4 Position programs and service delivery to be unique, competidve
and responsive to customer needs and expectations.
STRATEGY #5 Reduce barriers to participation in Department programs and
services.
STRATEGY #6 Maximize effectiveness of commuiucafion with existing and
potential customers.
STRATEGY #7 Create social connections and strong sense of community within
neighborhoods.
In addition to these strategies, it was determined that the Department would promote and support
programs that meet the specific needs of the following market segments:
i. Families (parents and children)
ii. Young Adults, 25-44 years, without children
iii. Adults, 45-64 years
iv. Older Adults, 65 years and better
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DRAFIParks and Cummunity Scrckes Stratcbic Plan
Based on the results of the assessment and industry trends it is recommended the Department re-
align existing programs and create new offerings to promote and support:
i. Effective communications with residents and marketing strategies that consider
product, positioning, place, price and targeted promotion.
ii. Positive youth development and strong families.
iii. Healthy lifestyles and wellness.
iv. Active lifestyles involving sparts and fitness.
v. Events to celebrate community milestones, enhance community pride, encourage
sharing of cultural traditions and contribute to economic development.
vi. Fun and safe enjoyment of water activities.
vii. Personal enrichment and participation in hobbies, leisure pursuits, and self-help
activities.
viii. Sense of community and strong neighborhood social connections. .
ix. Appreciation ofnature and participation in unique and advenlurous outdoor
recreational activities.
X. Appreciation of fine arts, performing arts, dance and music.
xi. Preservation and interpretation of Dubliri s culture and heritage.
Implementation of the strategic plan will require re-allocating some existing Department resources
to better align programs and operational procedures to support the seven broad strategies
identified in the plan. Additional resources such as staffing, contracted services, facilities, and
equipment may also be necessary to support the implementaHon of portions the plan. Based on
the City's exisring process far allocation of new resources, it is recommended that implementation
of the strategic plan be folded into the City Council's annual Goals and Objectives Program.
It is recommended the Department create an annual report for the public showing its progress on
the implementation of the plan. The annual repart should be made available in print and on the
web, as well as presented to fl1e City Council and the Department's various Commissions and
Advisory Committees.
Although this is a ten-year plan, it is recommended the Departrnent undertake a process every five
years to obtain feedback on how the Department is meeting citizen needs and provide data to
update flze plan as needed.
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UKAFIParks and Cominunity Services Strategic Plan
COMMUNITY ANALYSIS
This section provides an overview of the community and how it has changed since the 2000
census. These changes can affect Departrnent planning, programming and management.
Accarding to the Census, in 2000 Dublin had a total populaHon 29,633 (including group quarters
such as the correctional facility). At the time Dublin was the smallest City in the Tri-Valley region,
including the neighbaring cities of San Ramon and Pleasanton, as well as Danville and Livermore.
Accarding to 2008 California Department of Finance estimates, Dubliri s population has surged to
46,934 (including group quarters) which is a 58% increase since 2000.
The growth in population has dramatically changed the community's demographics. One of the
key changes has been the expanded diversity of races and ethnic backgrounds within the
community. According to the 1990 Census, Dublin's population was primarily blue collar and
Caucasian (70%). Based on estimates for 2008 pmvided by ESR1 Community Data, Caucasians now
account for 55% of the population (ESRI website). From 2000 to 2008, Dublin has become an
increasingly diverse community. In particular the Asian and Pacific Islander populadon grew
2,440 (78%), while the Hispanic population grew by 2,830 (71%) and African Americans by 918
(30%). This added diversity is valued by the City and supports the Council's vision of Dublin
becoming, "a distinctive place in the region, highlighting culture, diversity and civic stewardship
to create a broad mosaic. This mosaic is enriched by the integrating of cultures, races and economic
diversity into neighborhoods - forming a common network that welcomes both residents and
businesses alike; supporting the efforts and achievements of all".
The population in 2000 had higher levels of educational attainment than in 1990. While in 1990
only 21 % of the population had a college degree, by 2000 that had grown to 48%. In fact, the
number of residents with college degrees grew by over 77% during that period, while the number
of residents that had solely attained a high school diploma grew by only 2.5% percent In addition
the percent of the population that had executive, management ar professional occuparions
increased from 31% in 1990, to 58.4% in 2000, which is higher than the national average of 27%.
This has lead to increases in the median household income and per capita income. These changes
in educaHonal level, occupation and income can lead to changes in program demand and the
service delivery needs of the community.
Dublin is a relatively young City with a median age of 34.3 years in 2000, making it the youngest
population in the Tri-Valley, and beating the national average which is 36.4. The largest age group
in Dublin is those 35 to 44 years (22.8%), followed closely by those 25 to 34 years (21.3%).
P a g e 18
DKArT Parks and Comniunity Services Strategic Plan
.
ESRI (www.esri.com) has developed a market segmentation system classifying U.S.
neighborhoods based on socioeconomic and demographic composition. This helps explain
customer diversity, describes lifestyles and life-stages, and incorporates other data such as
demographic, business, and market potential data. This helps profile customers, better understand
consumer behavior, determine the most successful customer markets and product mixes, and
reveal underserved markets. The following are the top three market segments in Dublin. This can
influence Department program planning, marketing and service delivery options.
• "Enterprising Professionals"
T{iis fnst-gi'oa,lttg ttturkct is lioiizc to yoiuig, rtluuntril, <<,orkiug it'rNi ri ituciliafi n8c °f
32.4 yenrs. Sirigle or 1umrrued, Htey prefer iiezver rieighhorlioods ri>itli torn)rlrouies or nprxrtnieids. Tliis
seg)rient is rarikecl sec:orirl of nll the Corririuouty Tapestry irinrkets for ltihor force participntion, at 75 percetit. Tdieir lifestyle reflects t{teir youth, rnohility, aiicl grozvirig coxsiirrier doiit. ResidPiits rely on
cell pltoiies ruid PCs to stny in touch. T{iey itse tyie Internet to fiiirl their nert joh or home, trtick their
imycshuerits, 171111 sbrolz Tliey ozi~ir t{ie latest electronic gndgets. Leisiire rzctivities irirlude yogn,
plni/iuR FrisheF° nud foothnll, joggiirg, goittg Eo Hte tiioz,ies, niid attendirrg sprn-titig ez,ents. Tlrese 11°srflciits ril~o traccl hclifiriiHi/, hotli rloiuc5trcnlly airii oocrsens (ESR1, 2003).
• "Boomburbs°
Tlir riezivst artditioiGS to tlie sttbttrbs, Booiuhiirbs coirun~~inties nre Irotne to yowiger fnrurlics zolio liev
n busi/, tipscalc lifc~style. The triedirzri nge is 33J ycnrs. Tliis riuarket lras tke hig}iPSt poptilntioii
groznth nt 5.3 pei-ccrit tirrnunlly - more tlin)i four• rirrd one-hnlf tirrres tlae natiorlal figuve. Most
hoi+seholds hnne hno enruers nnd tuio 77ehicles. Tliis is the top nrarkef for householrts to ozun
projection TVs, MP3 plat/ers, scniirters, rnid laser pririters ns zoell as oenuirrg or leasilig fiill-sizerl
SUVs. It is tlre secorid-rni7kecf iriarkrt for ozniiing flat-screetr or- plasriio TVs, video gnnre sysEeriis, nnd
digitnl cnracorders ns zi,ell ns ovviing or lensing rniiiizinxs. Fanrily vncations are n top priority.
Popular zviratinrt dcsthtntiats nrc Distmy World arir! Llnii,ersrrl Studios, FloridrT. For e.rercise,
rr5itfciiFS pIrii/ frititic, nir~l &nlf, tiki, riiirl jng (E5R1. 200,4)
• "Urban Chic"
llrhfzn Omrcsidents nre znell-educrrteil professio1uils lioing nli urt,uH, cAclirsizIC lifi,shylc. A~lust ou'x
e.rpeiisioe siitgle-fnirtily Itonies. Mrtrrierl-couple fiiinilies rincl sirigles coirEprise inost of tlese
lioitscholds. The rrreciinii age is 42 yenrs. Lirhnri Cliic residents trazWl extensiz)ely, visit nrltseions,
nttend tlnrice perforrnmices, play golf, crrtd go hikitig. They use the Internet frequenNy to tt-nde or
trnck irizieshneiits or to syiop, bcn/ixg coucert aoid sports tickeEs, doHies, flozners, arld Hooks. They
nPF'recinte n good ctip of roffee zolrile rcnding a hook or nerospnpcr nrtd prefev to listen to clnssicnl
miisic, nll-talk, or 17ithlic rnrlio pi-ogrmiis. Ciz?ic rnrnded resitienfs nre likely to volunteer in their
conrmiGiiities (ESRI, 2008).
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DKArT Parks and Community Services Strategic Plan
NEEDS ASSESSMENT
The primary purpose of the needs assessment was to provide a community-based assessment of
the recreation programs currently offered and recommendations for future programs that should
be designed and implemented. Engaging residents in focus groups and conducting a statistically
valid survey provided a comprehensive community-based description of recreation program
issues, needs and recommendations. The expected outcomes of the assessment were to:
• Assess satisfaction levels with fl1e quality, quantity, and management of existulg programs,
services, parks and facilities.
• Determine current resident usage levels of programs and facilities and appropriateness of
when and where these services are offered.
• Identify the community's interest in the addition of future facilities.
• Identify future interests regarding the implementation of new programs and services that
meet the needs of the commtmity and respond to new trends in the leisure services
industry.
• Determine how effective the City of Dublin is at communicating its products and services
and disseminating relevant information to current and potential customers.
• Obtain general demographic characteristics of both users and non-users, and identify
perceptions of the various market segments and cultural/ethnic groups of Dubliri s
programs, parks and facilities.
• Identify what prohibits non-users from taking advantage of the City of Dubliri s services,
and if they participate in other similar activities not sponsared by the City of Dublin.
• Investigate how citizens wish to use their discredonary time and how the City may provide
recreational opportunities that takes into account the economic and time constraints of the
community.
• Providc residents the opportunity to offer suggestions, comments, and concerns about the
opportunities provideci to them by the City of Dublin.
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URAF'I Parks and Community Services Strategic Plan
Thc first step in the needs assessment was to conduct 30 one-on-one interviews with a wide variety
of stakeholders including the Mayor and City Council Members; the Chairpersons of the
Department's Commissions and Advisory Committees; City of Dublin executive, supervisary and
line employees; Community Leaders such as the School District Superintendent and Chamber of
Commerce President; Dublin employers and citizens at large. The script was designed to gain an
understanding of the current and future needs of the city, as well as feedback on current programs,
services and facilities provided by the Parks and Community Services Department.
Methodology
City staff in collaboration with the National Research Center, Inc (NRC) developed an interview
script. The City staff selected the ulteiviewees, all stakeholders in the community, and NRC
conducted the telephone interviews. Interviewees were encouraged to provide honest feedback
and received assurance that their responses would be completely confidential. Results were
analyzed using quantitative and qualitative techniques.
Key Findings
• Dublin's Parks and Community Services Department appears to be doing well in the eyes
of community stakeholders.
• City of Dublin employees, local employers and residents all spoke highly of the
Department, the staff, program offerings, festivals, events and facilities.
. Perceived strengths included the variety of programs, quality facilities and park
maintenance, excellent customer service, and responsiveness to citizen input.
• Respondents were generally unfamiliar with Dublin Parks and Community Services' efforts
to reach the "harder to reach" populations, especially people that speak languages other
than English.
• Stakeholders generally believed efforts to reach the harder to reach populations may
become increasingly necessary as the commuiuty becomes more diverse.
Respondents consistently reported tlie parks and facilities were well-maintained, accessible and
clean. Activities and events were perceived as well organized with quality instruction offered at a
reasonable cost. It was generally reported that Dubliri s recrearion offerings were on par widl the
private sector and neighboring commuiuties. Several respondents indicated the Deparhnent has
developed strong partnerships, which provides quality instruction at a much lower cost than the
private sector.
Key lnformants collecrively described customer service as responsive. The recent addiHon of the
dog park, skate park and cricket pitch were all mentioned as evidence of the Department's
responsiveness and willingness to expand facilities based on community input and need.
['age I 11
1)RAI'1 Parks and Cou1munily Services Slrategic Plan
Areas of improvement often mentioned by interviewees included the need to add more facilities
and meeting space, and expand teen programming. Additional gym facilities and a new sports
park were desired. Many interviewees felt the existing Dublin Swim Center was outdated and in
need of modernization.
In the area of arts and cultural opportunities, respondents reported that Dublin did not have as
much to offer as surrounding communikies. Several respondents suggested that Dublin create its
own niche, some kind of arts and cultural opportunity not available in surrounding communities.
Half of the key informants felt it was important to make promotional materials available in
multiple languages.
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llKAFt Yarks and Community Services Strategic Plan
The second step in the needs assessment process was conducting a mail-in survey. The purpose of
the survey was to understand resident perception of current and potenkial features of Dublin's
Parks and Community Services Department. The survey allowed residents to rate the yuality of
life in Dublin, as well as parks and recreation amenides and service delivery. Respondents were
able to provide feedback on what parks and recreaHon services they would like to see offered in
the future, current leisure activides and general barriers to participaHon. The survey was created
using ideas generated from the Key Informant Interviews and Ciiy staff.
Methodology
Approximately 3,000 households within the City limits were selected to participate in the survey
using a stratified, systematic sampling method on addresses within carrier routes. Attached
housing units were over-sampled to compensate for detached housing unit residents' tendency to
return surveys at a higher rate. An individual within each household was randomly selected to
complete the survey. Households reccived three mailings of the survey. Completed surveys were
collected for eight weeks.
About 9% of the surveys were returned because the housing unit was vacant or the postal service
was unable to deliver the survey as addressed. Of the 2,726 eligible households, 452 completed the
survey, providing a response rate of 17%.
National Research Center, Inc (NRC) maintains a database of comparative resident opinion data
comprised of perspectives gathered in citizen surveys from approximately 500 jurisdictions whose
residents evaluated local government services. NRC quantitatively integrated the results of
Dublin's survey with those that others have conducted. This provided normative comparisons
when similar questions on the Dublin survey were included in NRCs database and there are at
least five other jurisdictions in which the question was asked.
Confidence Intervals
The mail-in survey had a 95 percent confidence level, which is no greater than plus or minus five
percentage points around any given percent reported for the entire sample (452 completed
surveys). As part of the analysis, subgroups were defined, such as location of residence (east or
west of Dougherty Road). Other examples of subgroups created for analysis were respondent age
groups (18 to 34, 35 to 54 and 55+) and primary language spoken in the household (English or a
non-English language).
Results for subgroups are less precise than for the total sample of the survey. Far each specific
demographic subgroup the margin of errar rises to as much as plus or minus 15% for a sample size
of 44 (in smallest - households whose primary language was not English) to plus or minus 7% for
207 completed surveys (in largest - residents living on the east side of Dublin).
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L)IiAF'1Yarks and Community Ser%ices 5trategic Plan
Respondent Demographics
There were 452 households that participated in the mail-in survey. The largest group of
respondents were ages 25 to 34 (34%), followed by ages 35 to 44 (29%) then ages 45-54 (18%). It is
interesting to note that alkhough those respondents of possible child rearing years made up 81% of
the sample, only about 20% have children or teens in the household. Approximately one in four
respondents was of the baby-boomer age, while 6% were 65 and oldcr.
In regards to length of residency, 55% of respondents had lived in Dublin five or less years, with
14% of respondents moving here within the past year. On the other end of the spectrum, 26% of
respondents had lived in Dublin for 11 or more years. For housing type, 53% of respondents lived
in detached single family homes, while 47% lived in attached higher density units such as
apartments and condominiums. This higher percentage of attached housing is unique in the
suburban Tri-Valley region.
When asked about the total household income before taxes 27% of respondents earn $150,000 or
more, and 28% of respondents earn between $100,000 and $149,999. Another one-third of
respondents earned between $50,000 and $99,000, while 12% earned under $50,000.
The two major respondent races in the sample were White/European American/Caucasian (69%)
and Asian or Pacific Islander (26%). There were 4% of respondents indicating they are
Hispanic/ Spanish/ La tino. In 91% of households, English is the primary language spoken. Other
languages include Cantonese, Mandarin, Spanish, and Tagalog.
A significant proportion of the respondents are working full time (71%) and part time (10%). Of
those who are not working 8% are homemakers, 8% are retired, 2% are students, and 1% are
unemployed and looking for work. Only 13% of respondents worked in Dublin, and 6% work
from home.
Key Findings
QUALITY OF LIFE AND CITY SERVICES
Overall, residents were pleased with the community and the City's parks and recreation offerings.
Quality of life ratings were positive and higher than average compared to comparative ratings for
other cities. Customer service and communications were also viewed favorably. Seven in 10 felt
the City's customer service was excellent or good, and two-thirds feIt the City communicated
parks and recreation information effectively.
In general, respondents felt that Dublin should conHnue the current level of spending for each of
the services they were asked to rate, which may be attributable to resident satisfaction with City
services. There were two areas respondents were interested in expanding spending including
open space preservation, and park acquisition and development.
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llRAFT Parks and Cominunity Services Strategic Plail
EXISTING PAPKS AND FACILITIES
Respondents were also asked to rate various recreation facilities. The quality of the parks and the
quality of the sports fields were rated higher than the national benchmark. The Dublin Senior
Center had the highest quality ratings, and received a higher rating than the average of other
commtuuties across the country. The Dublin Public Library had the highest percentage of use by
respondents with 95% of respondents rating it as excellent or good.
The Dublin Swim Center received the lowest rarings, but was still considered excellent ar good by
the majority of respondents. Residents in western Dublin were more likely to give positive quality
ratings to the Swim Center than those living in castern Dublin.
EXISTING DEPARTMENT PROGRAMS
Programs in which the most respondents had participated included the Summer Concert Series
(83), Winter Concert Series (83), Youth Sports Programs (62), Swim Lessons (60), and Heritage
Center Event/Program (42). Programs wifli the least amount of participation by respondents
included Shamrock Preschool (10), Student Union (10), Senior Center Lunch Program (14), Teen
Special Events (14) and Junior Warriors Youth Basketball (17). Therefore, when assessing the
quality ratings, it is important to consider the number of respondents providing that opinion.
For the programs with the most participation, fllere is a much higher ratio of good rather than
excellent responses. This indicates that although customers value existing programs and services,
there is still room for improvement, which could be tied back to customer expectations.
Programs that received the most favorable ratings included the Shamrock Preschool, Dublin
Heritage Center, Concert Series, Senior Center activities, trips and the lunch program.
The Dublin Swim Center swimming lesson program had the highest percentage of respondents
(12%) rating the program as poor. However, the swim lesson program was rated as excellent or
good by 63% of those who had taken lessons during the past twelve months.
FUTURE PARK AMENITY PR10R1'I'lES
Respondents' top priority for park amenities was multiple-use trails, with 89% indicating trails are
"essential" or "very important." This was consistent across subgroups, including different ages
and geographic location of residence in Dublin. Other top priorities for park ameniries included
passive areas such as lakes and open space meadows, lighted sports fields, group picnic areas and
shade structures. The least important park amenities included cricket fields, lacrosse fields, bocce
ball courts and volleyball courts.
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DKAFIParks and Commwiity Services 9trategic Plan
FUTURE FACILITY PRIORITIES
At least half of the respondents indicated that a gymnasium, outdoor water park, community
theatre or a social hall/ rental space were "essential° or "very important." The least important
facilities among respondents were a cafe/juice bar, indoor running track, rock climbing wall and
dance studio.
Respondents were also asked to indicate their top three priorities for facilities. A fitness center
with exercise and weight machines, a game room, a community theatre and an outdoor water park
were most frequently rated as a number one priority. Residents living in western Dublin were
more likely to give a higher importance ratiulg to a community theatre.
CURRENT RECREATIONAL HABI'TS OF RESPONDENTS
The activides in which residents already most frequently participate in at a City of Dublin park or
facility rather than another facility include hiking/walking (66%) and running (40%). It is likely
the high level of participation in hiking/walking and running is why residents place such high
value on mulli-use trails.
Fitness training such exercise classes and weight training were more likely to have been done at a
private facility than at either a City of Dublin facility or other public facility. This is likely because
there are no municipal fitness/wellness centers in the Tri-Valley. However, developing a fitness
center was ranked by the highest number of respondents as a number one priority.
Another key finding was that attending a play or concert, touring a museum or historic site, anci
visiting an art gallery ar exhibition was done more frequently at other public facilities rather than
those operated by the City of Dublin. This correlates to the low priority ranking for an art gallery
facility, as these needs are Ueing met elsewhere. However a community dleatre is considered
essential or very important by 52% of respondents.
ESSENTIAL CLASSES AND ACTIVITIES
Respondents were asked to rate the classes and activities that were most essential for the
Department to offer. The area rated as the most essenrial or very impartant was cultural festivals
and events (56%). This was followed by adventure trips/outdoor recreation (54%),
science/ math/ engineering classes (47%), student academic tutoring (47%), nutrition/weight loss
training (47%), cooking classes and culinary events (44%), hobby/special interest and social clubs
(44%), and nature programs (43%).
Programs deemed as least essential and rated by the greatest number of respondents as not at all
important include synchronized swimming (74%), cricket (73%), lacrosse (69%), flag football (62%),
and water polo (60%).
When comparing responses by location, residents on the eastern side of the City placed higher
importance on activities such as adult soccer, cricket, cycling/spin classes, foreign language
classes, cultural festiva]s/events, and music lessons. This may be due to the higher level of diverse
f'ige 1 16
UKAt~lParks and Community Sci~ices Strategic 1'lan
races and ethnic backgrounds in eastern Dublin. The higher demand for festivals may be due to
the higher proportion of new residents living in eastern Dublin, who may be moving to the
community seeking fllese types of events that create a sense of community and help them make
connections to othcrs in the City.
REASONS FOR NON-PARTICIPATION
Respondents were asked to indicate the frequency of use in the past twelve months of various City
programs and facilities. Far households that are not using City facilities or programs, most
respondents (48%) indicated they are too busy and do not have enough time. This may correlate to
the fact that 71 % of respondents are working full-time, and 31 % are commuting at least 30 minutes
each way. In addiNon 33% of respondents indicated the days or times of activities are
inconvenient, which underscores the challenge of providing programs for dual career households.
When asked about scheduling preferences, 70% of respondents indicated that Saturday mornings
were the most convenient to participate in a class or activity. This was followed by Saturday
afternoon (68%) and weekday evenings (67%).
There were 42% of respondents indicaring they never participate in any of these types of activities
or faciliHes, even outside of Dublin. This means that it is likely over 40% of residents will never be
customers of the Department.
CUSTOMER EXPECTATIONS
Respondents were asked about their top expectations for Department programs, Essential
program characteristics included quality of instruction/ teaching, having fun, safety, cleanliness of
facility and competitive price. It is interesting to notc that quality instruction is more important
than competitive price. This may indicate that customers would be willing to pay mare for higher
quality. Other important customer expectations included flexible scheduling and the ability to
drop in, ease of registration and responsive customer seivice. The least important expectarion was
availability of private lessons; however 67% still valucd individualized attention from the
instructor.
INFORMATION SOURCES
Residents were asked which sources of information they were most likely to use far information
and parks, recreation and cultural arts activities provided Uy fl1e City. Three in five respondents
were very likely to get their information from the quarterly edition of "The Guide", while 90%
indicated they were very likely or somewhat likely to use The Guide. Other popular methods
included direct mail (78%), City of Dublin website (74%), and the DublinRecGuide.com website
(66%). The least likely sources included Community Television (22%), other television stations
(24%), flyers from schools (34%), and SFGate.com/BayInsider.com and other what-to-do websites
(34%).
Page 1 17
DRAF'1 Parks and Caniuunity Services Strategic Plan
While the mail-in survey provides a glimpse at what residents think about parks and community
services, it does not explain why they think it. Three focus groups made up the next stage of the
needs assessment to gain a better understanding of residents' reasons behind their ratings and
priarities. Other outcomes were to understand more fully the types of activities in which people
participated; the types of programs and facilities residents would like to see in Dublin, the factors
influencing people's decisions to participate and sources of residents' infarmation about parks and
recreation in Dublin.
Methodology
Three resident groups were identified as target participants for the three focus groups. The first
group was composed of residents who lived around Bray Commons Park and were between the
ages of 25 and 40. This group was selected to assess the needs of those living in higher density
housing. The second group contained parents who were new customers with the Parks and
Community Services Deparhnent since January 2007. The final focus group was dedicated to
adults between the ages of 45 and 60, referred to as "Boomers" in this report.
Residents living near the Bray Commons Park neighborhood were mailed postcards to alert them
to the upcoming focus group. Additionally, flyers were posted throughout the neighborhood,
focusing on high visibility areas, such as grouped mailboxes at apartment complexes. The Boomer
group, consisting vf adults who were between 45 and 60 years of age, was recruited through flyers
posted around the city, at community centcrs, and through an advertisement in the City's
quarterly activity guide. Approximately 125 parents were randomly selected from a database of
new customers. Participants for the parent focus group were recruited through email.
Residents could call or email to schedule participation in the focus groups. Focus groups were
scheduled for approximately 90 mimites each and a thank you gift of $40 was given to each
participank NRC worked with City staff to develop three focus group scripts. The focus group
scripts shared many common themes widl a few unique questions and probes designed for each
group. The Bray Commons Park group haci four participants, the Boomer group had 12
participants and thc Parent group had five. Participation was less than anticipated due to several
no-shows. Groups were lead by a facilitator; and all groups were audio recorded and later
transcribed. The transcripts were then analyzed qualitatively.
Key Findings
The focus groups were asked about the types of recreational acrivities they participate in, including
those provided by the City, by private companies or activities they did on their own. Adults in all
three groups currendy participate in walking, running, biking, basketball, softball, yoga, tennis
and weight lifdng. Children participated in soccer, dance, basketball, judo, Spanish classes and
swimming.
Pa ge 1 18
DKAFIParks and Conununity Services Strategic Pian
There were some perceived barriers to participaHon in Departrnent activities identified by the
focus groups. Cost was discussed by both the Boomers and Parents groups. There were some of
the boomers that felt the City activities were more expensive than activities offered by the private
sector, while people in the other groups felt that classes offered by private endties were more
expensive than the City.
Scheduling was an obstacle to participation for all three demographics. Adults mentioned it can be
difficult to find the time to commit to an eight-week long class. When asked if the commitment of
time required inhibited them from enrolling, most participants felt commitment was less of an
issue than cost. Participants suggested timing programs to fit with work schedules, and
coardinate parents' programs so that corresponding kid.s' activities are held at the same time.
Most participants in all groups wanted additional wellness activities unrelated to exercise, such as
cooking, meditarion, massage, gardening and lectures. Most Boomers preferred to be active in the
mornulg, notiulg that the temperature is too hot later in the day to enjoy outdoor activities.
For parents of school aged children, having childcare available, especially during the summer was
important. Currendy most of the camps offered are only half-day programs which dori t meet the
needs of working households. One participant mentioned a problem with classes beulg cancelled
on a regular basis due to lack of enrollment. Another participant mentioned safety and the need to
provide responsible adult supervision for the after school recreation program.
Locadon was an important factor in deciding to participate in parks and recreation activities. For
some, east to west travel seems difficult. For others, neighborhood proximity was most important.
Some still felt Dublin was small enough to get around for recreational classes and activides.
Nearly all focus group participants knew about or had attended the St. Patrick's Day and Day on
the Glen festivals. Residents appreciated the entertainment and wide variety of activities. There
was a perception by some focus grvup participants that U1ere was not enough parking available for
the St. Pah•ick's Day Festival. Participants had attended several festivals and activities in other
cities, including summer concerts, antique fairs, street festivals and farmer's markets.
When discussing new recreation facilities and where to deliver services, most Boomers were in
favor of a single, upscale facility, centrally-located with state-of-dle-art amenities. On the other
hand, residents in the other two groups would prefer having programs and facilities scattered
throughout Dublin with basic ameniHes, such as bathrooms, lighting and competent instructors.
Some residents noted that the new Shannon Community Center will be more convenient for those
living in western Dublin. Boomers preferred the Shannon Community Center to the Senior Center,
as there seemed to be a stigma associated with the word "senior," and it was unclear as to which
programs at the Senior Center were for the general public as opposed to the senior population.
When classes were for the general public but offered at the Senior Center, extra effort should be
taken to let everyone know that the class is not age restricted.
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LJ1ZAk't Parks and Community Services Strategic Pla?
For recreation information a majority of the participants used The Gttide and felt it was an
extremely useful tool. It was considered easy to read, well-arganized and focused. The City's
website was mentioned by many others. Other sources included local newspapers, newsletters,
word-of-mouth, the library and the Senior Center.
At the end of each focus group meeting, participants were asked to name one thing, regardless of
cost that Dublin must have. Following is a summary of the responses.
Boomers Parents Adults by Bray
Commons
• A single, upscale facility ¦ Telephone registration ¦ A labyrinth
¦ Olympic pool ¦ Better supervision ¦ Racquetball courts
¦ Farmer's market ¦ Full-day schedules during ¦ A bigger dog park, separate
¦ New location for the St. Patrick's Day summer from the playgrounds
festival • More structured programs • Tr2ils for people with
(i.e., playing soccer games disabilities
¦ More parking for activities and
festivals instead of just the kicking ¦ getter lighting around the
ball)
¦ Culhtral center that includes a stage city
for plays and theater ' Timing of classes (i.e., to
facilitate parent-child
¦ Transit-oriented development schedule coordination)
• Different cancellation
policies
Page ~ 20
DKAPT Parks and Community Seivices Strategic Plan
PARK AND RECREATION FACILITY INVENTORY AND
DEVELOPMENT PLAN
The City has adopted several documents that guide the development of parks, trails, open space,
and community facilities. These plans include the General Plan, Eastern Dublin Specific Plan,
Parks and Recreation Master Plan, Citywide Bikeways Master Plan, Heritage and Cultural Arts
Long Range Plan, Emerald Glen Park Master Plan, Fallon Sports Park Master Plan, and the
Historic Park Master Plan. Following is a summary of the existing parks and community facilities,
those planned for development over die next five years, and those planned far thc eventual build-
out of the City to the estimated population of 71,000 residents.
The City's current park system includes 122 acres of open space areas, 16 City parks and six School
parks totaling 165.9 acres. At the build-out of the City the total amount of developed park land
will increase to over 360 acres. Implementadon of the Eastern Dublin Specific Plan and Parks and
Recreation Master Plan will significantly increase the amount of public and privately held open
space.
The Parks and Community Services Department manages park planning, development and
operations. The Public Works Department coordinates park maintenance. Several desirable
features of the park system include new playground equipment that meets safety and accessibility
requirements, group picnic areas, a skate park, numerous soccer fields and baseball diamonds, a
cricket field, cvncession stands, lighted tennis and basketball courts, and two parks with areas for
dogs to run off leash.
During the next five years the Department will be planning for the opening of the following parks:
¦ Dublin Historic Park - Phase I
¦ Fallon Sports Park - Phase I
¦ Schaefer Ranch Neighborhood Park
¦ Passatempo Neighborhood Park
¦ Eastern Dublin Planning Area Neighborhood Park
¦ Wallis Ranch Park
Development of these new parks and others planned far eastern Dublin will be dependent on pace
of development and collection of park development impact fees. Based on the Parks and
Recreation Master Plan there will be two more community parks, nine more neighborhood parks,
and three neighborhood squares. Acquisition and development of the Western Hills Regional
Park and Open Space is planned in partnership with the East Bay Regional Park District. The
timing of acquisition of this large swafll of acreage is dependent on the interest in the land owners
to sell the property, or provide access via an easement.
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llRAFI Parks and Conununity Services Strategic Plan
The Parks and Community Services Departrnent currently manages the operations of several
community facilities including:
¦ Dublin Civic Center Regional Meeting Room
¦ Dublin Heritage Center
¦ Dublin Public Library Community Room
¦ Dublin Senior Center
¦ Dublin Swim Center
¦ Emerald Glen Activity Center
¦ Stager Community Gymnasium (in partnership with Dublin Unified School District)
In addition to providing programs and services at these City facilities, the Department also uHlizes
School District facilities to deliver programs and services, and coordinates scheduling of
community use of School Dish•ict facilities anc1 fields.
Based on the 2008-2013 Capital Improvement Program, the following City facilities will be
developed during the next five years:
¦ Shannon Community Center
¦ Kolb Ranch House and Barn
¦ Emerald Glen Recreation anci Aquatic Complex
According to the Parks and Recreation Master Plan other facilities needed to serve the recreational
and cultural needs of the City at build-out include:
¦ Emerald Glen Community Center
¦ Cultural and Performing Arts Center
The City plans to use development impact fees to fund the construction of the Emerald Glen
Community Center. A funding source has not been identified for the Cultural and Performing
Arts Center.
The School District is using bond funds and development impact fees to renovate existing schools
and construct new schools in eastern Dublin. Although the School DistricYs primary purpose is
education, the District views these as community facilities. This may provide opportunities for
joint-use projects between the City and School District.
Page 12z
llKAt`F Parks and Community Services Strategic Plan
During the past few years there has been a noticeable expansion in the number of private
providers of recreational programs in Dublin anci neighboring market areas. The Departrnent
partners with some of these companies to provide classes such as Dublin Iceland, Earl Anthony's
Dublin Bowl, Dublin Ranch Golf Course and Chords and Notes Music Studio. Other private
recreaHonal providers currently serving the Dublin market include fl1e American Swim Academy
(indoor swim lesson facility), private cabana clubs and pools, children's entertairunent/party
venues, martial arts and dance stitdios, and several health clubs including Fitness 2000, 24 Hour
Fitn.ess, and Club Sport Pleasanton.
There are a variety of home-based anci commercially operated child care facilities in Dublin.
However demand continues to be more than the available supply of spaces. This includes the
Extended Day Child Care (EDCC) program which is located on each elementary school campus
and provides before and after school care.
It is anticipated the increase of private recreation providers will continue in the future. Club Sport
will be developing a health club as part of the Grafton Square development. Other recreational
facilities have been proposed for the possible Towers development at Tassajara ana Interstate 580.
The Health Care industry also has interest in developing hospitals and medical facilities in Dublin.
Kaiser has purchased a large parcel adjacent to interstate 580, just east of Tassajara. There is also
the potential for another hospital adjacent to the Palo Alto Medical Foundation. These facilities
could provide additional opporhinities for partnerships on health and wellness programs.
Pa~,e ~ 23
llRAFI Parks and Cummunity Services Strategic Ylan
RECOMMENDED STRATEGIES AND GOALS
Following the completion of the Needs Assessment, a consultant was retained to conduct a
Deparhnent Staff Retreat to review the assessment results, discuss the vision of community and
Parks and Community Services in 2018, and identify strategies for achieving that vision. The
results of the assessment, staff insights, and empirical research were used to develop seven broad
strategies to guide the provision of programs and services, which are as follows:
STRATEGY #1 Develop unique, aesthetically appealing parks and facilities that provide
flexible spaces and safe environments to recreate.
STRATEGY #2 Promote and support environmental stewardship and protect environmental
resources.
STRATEGY #3 Implement programs that are popular with the core customer market
segments and are responsive to community and industry trends.
STRATEGY #4 Position programs and service delivery to be unique, competitive and
responsive to aistomer needs and expectations.
STRATEGY #5 Reduce barriers to participation in Department programs and services.
STRATEGY #6 Maximize effectiveness of communication with existing and potential
customers.
STRATEGY #7 Create social connections and strong sense of community within
neighborhoods.
An overview of these recommended strategies and goals are covered in the following pages.
Pagr ~ 24
DRAFI' Parks and Community Services Strategic Plan
Develop rrrid mrzintain xniqite, aestlietically appeRlirig pnrks and fncilities t}int providc flexihle
spnces nnd srrfe enzlirourrients to recrente nrid bring peace iand re-creatioti
a. Support opportunities to develop trails and passive park amenities, and when feasible
provide public access to privately held open space areas.
b. Encourage use of parks for fitness and provide pathways, trails and exercise equipment
where feasible.
c. Provide lighting for outdoor park facilities where appropriate to expand access and use.
d. Provide group picnic areas for rental by the community.
e. Incorporate shade structures into existing and new parks.
f. Continue to implement Parks and Recreation Master Plan to ensure the proper balance of
sports fields and recreation facilities to meet the needs of the community at build-out.
g. Complete consiruction of the Shannon Community Center and plan far the re-use of the
Emerald Glen Acdvity Center.
h. Develop the Dublin Historic Park and relocate the historic Kolb ranch buildings to the site.
i. Develop a state-of-the-art Recreation and Aquatic Complex at Emerald Glen Park with core
community amenities including a gymnasium, outdoor instructional pool with water park
features, competidve swimming pool, and flexiblc spaces initially used to accommodate a
game lounge, fitness equipment, aerobics, fitness and wellness classes, babysitting, birthday
party rentals, and food/beverage concessions.
j. Evaluate need to develop a Cultural Center and Theater
k. Plan for the ongoing renovation and modernization of existing parks and facilities, and
idenHfy funding sources to make improvements.
1. Monitor opportunities that would be beneficial for the City to develop and/ or operate
facilities in partnership with other public or private organizations.
The results of the nceds assessment clearly indicate that residents are interested in the
development of parks, open space and recreation facilities. According to the National Research
Center, this is similar to narionwide trends for similar communities. The results of the mail-in
survey which demonstrates residents place high value on multiple use trails, and passive park
amenities such as lakes, meadows and open space areas. This strategy and related goals will help
support the City Council's Strategy #4 to create an open space network that ensures environmental
protection and provides public access where appropriate. It also supports City Council Strategic
Goal #413 to create open space corulections and trails where appropriate; #313 to ensure a wide
range of transportation opdons for the community; and, #4C to implement the open space policies
of the Eastern Dublin General Plan Amendment and Specific Plan.
page 1 25
llltAllParks and (unimunity Scr% ice5 Sllatcbic Pla I i
Parks need to be planned and managed for the intersecting goals af preservation, recreation,
education, and economic development and revitalization (Bray,1994). Parks play an integral part
in the development of positive social values among residents. Residents' interest in group picnic
areas serves as a method to stimulate socialization and outdoor recreation. Cultural parks such as
the Dublin Historic Park become a vehicle for sharing cultural heritage and telling the story of the
City for fuhire generations (Bray,1994). Development of the Historic Park will also help
accomplish Council Strategic Goal #6A to expand and enhance the Dublin Historic Park.
Additionally, parks contribute positively to economic vitality. In particular stuclies have shown
that prices of high density units such as condos and townhomes increase with additional
proximity to parks (Dehring and Dunse, 2006). However there are generally no price effects from
park proximity for lower density housing, suggestulg the City should consider the scale and
density of surrounding development when planning the locations of future parks and open space
areas (Dehring and Dunse, 2006).
According to the mail in survey provision of shade in parks is considered essential or very
important by two-thirds of respondents. This is congruent with a growing naHonal trend far of
peoplc who will do almost anything and spend large amounts of money to protect themselves
from the sun (O'Sullivan, 2008).
Residents are also seeking indoor facilities where they can develop and support active and healthy
lifestyles, celebrate special occasions, and enjoy performing arts. As a developing city, Dublin has
an opporhinity to use state-of-the-art design and construction to create unique and sustainable
facilides. This strategy and related goals help support City Council Strategy #6 to develop
dynamic community facilities that provide unique recrearional and culhtral experiences in the
region. It also supports City Council Strategic Goal #613 to develop a state-of-the-art Recreation
and Aquatic Complex.
Selection of highly qualified architectural teams will be critical to effectively seize this opportunity.
Facilities that are poorly planned, designed, ar constructed may limit the programs that can be
offered; make the facility harder to operate, maintain, and supervise; and significantly increase the
exposure to risk (Seidler, 2006). Communities are beginning to use public buildings in more ways
than their original designers intendecl (Pierce,1996). Therefore it will be important that future
facilities are designed with flexirle spaces that can be adapted to changes over time.
The strategic goals reflect the park and facility development projects currently in process, and
those otrtlined in various City plannulg documents for the future. These include the Shannon
Community Center, Emerald Glen Recreadon and Aquatic Center, Dublin Historic Park, Fallon
Sports Park and various neighborhood parks and squares.
Another facility identified in the needs assessment as a high priority was a community theater.
Currently the City does not have funding for this project, and it is not anticipated to begin in the
next ten years. With the opening of the Shannon Community Center and the Barn at the Dublin
['age 1 26
L)RAF[ Parks and Communit}Service5 titrategic Plan
Historic Park, the Departrnent will have opportunities to expand City operated performing arts
classes and programs. Within the next five years the School District will also be constructing a
new theater at Dublin High School, which may provide community theater groups with anothcr
venue to host performances.
pag e 1 27
DKAPIParks and Community Seivices Strategic Plan
Proniote ntid saipport erwiromnentnl steznnrrtship niid pr-otect iiatinral resolirces. ,rr~•,~g:~~, , _ i ~ ,
a. Closely monitor opportunities to acquire and preserve open space.
b. Implement the City's Green Building Ordinance in relation to facility development.
c. Expand use of renewable energy sources.
d. Model best practices in how to hest manage facilides and programs in areas such as waste
reciuction, recycling, water and energy conservation, indoor air quality, green cleaning
practices and environmentally friendly supply and equipment requisition.
e. Support implementation of the City's Bikeways Master Plan.
f. Facilitate carpooling to city sponsoreci programs, classes and events.
g. Facilitate learning about the environment and invite the public to be active participants in
stewardship programs.
Sustainability is becoming the prominent social and economic movement of the decade. "MeeHng
the needs of the present without compromising the ability of future generations to meet their own
needs" will permeate every aspect of resident lifestyles, business infrastructures, and other societal
constituencies (French, 2008). According to research by Nielsen, across all American demographic
segments there is a common cultural belief fllat government needs to adopt long-term plans for
sustainability (French, 2008). Lots of companies have become green-oriented leacling consumers to
become more skeprical and demand proof that a company is actively reducing its carbon foot
print. This could lead to questions from Department customers about the content of foods served
at camp, recycling at events, and air quality in recreation facilities (O'Sullivan, 2008).
Conservation and renewable resources should be carefully evaluated for all park and recreaHon
facility development. As sustainability continues to move into the mainstream, the incremental
cost difference of a premium green facility is now minimal (Carels, 2008). Many green facilities
actually deliver long-term savings due to reduced energy consumption and operating costs; green
schools can save $100,000 per year on average (Carels, 2008). The end result is that the additional
up front capital outlay for a green component will often pay for itself sooner. Other benefits
include reduced operating and maintenancc costs, reduced energy and water use, reduced
polluHon and reduced landfill waste (Carels, 2008).
Another area for focus should be efficient use of water. lncreasing population and changing
clunate conditions are creaking water shartages (Halal, 2006). The State of CaliEornia is trying to
detcrmine how to renovatc and expand thc watcr system, and is even building 13 desalination
plants. However expansion alone will not be enough to ensure an adequate water supply. This
should be considered for park and facility design, as well as operations.
Yage 1 28
DKAFI Parks and Cuuiinunity' Serk ices Strategic Plan
Solar is becoming one of the most viable and effecHve sources of renewable energy. It is also the
most applicable to park and facility development. What is boosting solar as an effective source is
the use of new hybria photovoltaic and thermal solar systems, which create electricity and heat for
air and water. This could provide recreation buildings with hot water or air depending on the
season and the building temperature (Tripanagnostopoulos, 2007). However effective cost benefit
analysis should be done for any proposed solar project. If determined feasible, yet capital ouflay is
a problem, the City should research odler options for acquisidon and installation of solar
equipmcnt. At a minimum, when desigiiing new parks and facilities infrastructure should be
included far future expansion of solar to structures that have conspicuous spaces that would be
effective for collecting solar power.
The Department can help protect the environment in many simple low cost ways by implementing
the best practices of other public agencies. A tharough review of organizaHonal policies and
practices rnuld identify areas that need further research. Another way the Department can help
protect the environment is by reducing vehicular trips to programs, classes and events. Goals to
support this strategy include partnering with public transit for events, supporting the
implementation of the Bikeways Master Plan to cievelop trail connections to parks and facilities,
and establishing a means to facilitate carpooling by program participants.
Another way to support environmental stewardship is to make equipment readily available at
parks and facilities for residents who want to try new recreational activiHes. The Department
could rent or loan recreation equipment so residents don't have to buy more stuff to store in over-
crowded closets and garages (O'Sullivan, 2008).
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DIZAFi Parks attd Community Services Strategic l'lan
STIZA`1 EGY #3
lmpletrrent prograrns Niat are populnr zi4tli tlie core custoiiier iriarket segiiteiits atid are respo)asiz,e
to coluinunity nnrl iiidi-istry trf°uds.
a. Promote and support programs that meet the specific needs of the following market
segments:
i. Families with children
ii. Adults, 25-44 years, without children
iii. Boomer Adults, 45-64 years
iv. Older Adults, 65 years and better
b. Re-align existing programs and create new offerings to promote and support:
i. Effective communications with residents and marketing strategies that
consider product, positioning, place, price and targeted promotion.
ii. Positive youth development and strong families
iii. Healthy lifestyles and wellness
iv. Active lifestyles involving sports and fitness
v. Events to celebrate community milestones, enhance community pride,
encourage sharing of cultural traditions and contribute to economic
development.
vi. Fun and safety in and about the water
vii. Personal enrichment and participation in hobbies, leisure pursuits, and self-
help activities.
viii. Sense of community, strong neighborhood social connections and effective
communications with residents.
ix. Appreciation of nature and participation in unique and adventurous outdoor
recreational activities.
x. Appreciation of fine arts, performing arts, dance and music.
xi. PreservaHon and interpretation of Dubliri s culture and heritage.
c. Actively seek venues and partnerships to expand community festivals and events.
d. Expand acdvities available for teens.
Based on the Department's current customer base, community demographics, and anticipated
growth patterns, four primary market segments have been identified. The Department's current
customer base is primarily comprised of families with children, and the majority of programs and
markedng focus on this market segment. While the Department's focus is primarily on families
with children, only 35% of Dublin households had children at the time of the 2000 Census. In fact
of the 452 households responding to the mail in survey, only 28% had children under age six, and
merely 20% had youth or teens ages six to seventeen.
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I)1ZA1-1P.ir1.s and Com11uinit_~Services Sttategic Plan
Focus groups indicated this percentage appears to be declining and neighborhoods are not
"turning over" anymore because older residents are staying in their homes due to the high cost of
housing. This trend is demonstrated by the recent closure of Nielsen Elementary due to lack of
student population in that older established neighborhood. The high cost of housing may also be
preventing some families from residing in Dublin, and forcing them to lower cost areas. With a
much greater percentage of households without children, it will be important for the Department
to adapt to these changes and provide more balance serving the needs of aaults without children.
Family Market Segment
However as the City grows, the Departrnent should still plan for an increase in the number of
children in the community. In fact Federal statistics indicated that 2007 was a record breaking year
for births in fl1e United States. The 2007 birth rate rivals the record set in 1957 during the original
post World War II baby boom (O'Sullivan, 2008). The Department should follow this boom closely
and plan for program capacity accordingly.
Based on the needs assessment data, it appears that in a significant majority of Dublin families,
both parents are working. Therefore recreation programs for children that support the needs of
working parents arc a necessity. Many focus group participants noted the need for more full-day
camp options when school is not in session. Additionally with 50% of the mail-in survey
respondents indicating they commute, flexible hours and registration options are important.
The University of Michigan conducts annual polls to determine what parent concerns about
children. According to the July 2008 poll childhood obesity was the #1 concern among adults
surveyed; last year obesity ranked in the number three spot. Obesity ranked higher than both drug
abuse and smoking. Other serious parent concerns included bullying, internet safety, chemicals in
the environment and not enough opportunities far physical activity (University of Michigan, 2008).
According to the New York Times, discussion about the importance of play has become prevalent
among parents. Parents are concerned children are not playing like they did. This is due to
increased academic demands, and reduction in recess and physical education in schools (Henig,
2008). In fact according to the Joiirrial of Physicnl Educntiori, Recrention & Dnrtce demand for high
school sports participation is increasing while available spots decrease due to funding constraints.
This could be an underserved teen market the City could further pursue. A concern voiced by
psychologists is over-scheduling of children with homework and ofller commitments (Henig,
2008). Parents want their children to have playtime but balance that with the noHon that
additional education in science, math, music, and language provide an edge for college (Henig,
2008).
Another trend is fllat fathers today spend a great deal more Hme with their kids than in the 1970's.
This is a great opportunity to further develop the Department's family-oriented programs and
events (O'Sullivan, 2008). This could partially explain the high success rate of the new family
special event series the Department created in 2007.
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UKAf'1 Parks and C:omtnunity 5ervices Strategic Plan
Adults without Children Market Segment
This market segment is comprised of 25 to 44 year olds and is the smallest group of existing
Departrnent customers. This may be due to the fact that currently more programs and promotions
focus on youth and families. This market segment appears to be a good target customer far the
Department. According to ESRI it is a fast growing market of young, educated, working
professionals, with a meaian age of 32.4 years. Single or married, they prefer newer neighborhoods
with townhomes or aparhnents, and therefare are most likely clustered in the eastern part of
Dublin near Emerald Glen Park. It is estimated that 75% are in the warkforce (ESRI, 2008).
Members of this market segment expect quality experiences and have a keen interest in health,
fitness and self help classes. The Department should focus on planning programs for this segment
such as yoga, Pilates, playing frisbec and football, jogging, and fitness training (ESRI, 2008). Based
on the needs assessment data, it appears this market is more likely to go to a private facility for
these types of activities. However, after the Emerald Glen Recreation and Aquaric Complex is
open, it will provide a viable alternative to the high-end fihless clubs. Baseci on the qualities of this
generation compared to boomers, the Department needs to substantially change current programs
and service offerings to address the new warld view of adults younger than Boomers (O'Sullivan,
2008). For example many cities have shifted from traditional adult sparts leagues in basketball and
softball, to less traditional offerings such as dodge ball, kick ball, and other pickup ganles
(O'Sullivan, 2008). This may be a great strategy to start connecting with this market segment.
Baby Boomer Market Segment
Based on the 2000 census the baby boomers make up approximately 20% of the Dublin population.
According to ESRI, currently about 30% of the population within one-mile of Shannon Park are
baby boomers, while about 21 % of d1e population surrounding Emerald Glen Park are boomers
(ESRI, 2008). This market segment is primarily made up of married-couple households with a
median age of 42. This group travels extensively, visits museums, attends dance performances,
plays golf, and goes hiking.
For the past three years the Department has been offerulg more programs at the Senior Center
targeted toward the older boomers. However, as was confirmed by the boomer focus group, this
market segment does not have interest in attending programs at the Senior Center. However
many are serving as caregivers and may need the Senior Center for a parent. Another trend is the
increasing number of boomers that are providing care for dependents including children and
elderly parents, which is expected to ulcrease 20% by 2050 (Passel and D'Vera Cohn, 2008).
Additionally, more boomers, especially women are continuing to work past age 55 (O'Sullivan,
2008). When the Shannon Community Center opens, the Departrnent has an opportunity to better
serve this segment than with just the existing Senior Center.
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llKAll Parks and Comnl wl ity Scrricus Strategic ('lan
One of the interesting trends with current boomers is the fact that married couples are
participating in recreation and leisurc activities more independently than previous generations.
Spouses are now more likely to have different hobbies, recreational interests and even vacations.
This is somewhat generational, but also due to the fact that women have started earning more
money (Chatzky, 2006). In the past it would have been dinner and movie for a married couple of
this age. The Department should consider this opportunity to develop programs that support
personal enrichment, socialization and parHcipation in hobbies and leisure pursuits by groups of
men and women.
Older Adult Market
The older adult market is the currently the smallest market segment in the community. When
aging the 2000 Census data by eight years, this market segment makes up approximately 11 % of
Dubliri s population. However over the next ten years this market segment will continue to
expand since the 80+ generation is the fastest growing demographic group in the United States
(O'Sullivan, 2008).
This market segment is living different lifestyles than prior generations as they have greater choice
and freedom. Older adults are working and living at home independently longer than previous
groups (O'Sullivan, 2008). With this group working longer and havulg less financially secure
retirements dlan dleir parents, there are some recent trends related to the health and wellness of
older adults. According to a 2008 report on the well being of older Americans, the Federal
Interagency Forum on Aging-Related StaHstics indicates that the propartion of time spent with
sports, exercise, recreation, socializarion and travel declines with age. Americans age 75 and older
spent a higher proportion of their leisure timc reading, relaxing and thinking than did those ages
55 to 64. On an average day, most Americans age 65 and older spent at least half of their leisure
time watching television. Over the past ten years, this has contributed to a 9% increase in the
percentage of people age 65 and older who are obese.
Another problem facing older adults is the rising cost of healthcare and prescriptions. One
potential solution is to increase physical activity levels among older residents. "Physical activity
provicies a proven, non-drug intervention that improves health" (Blair et a1.,1995; Gregg, Pereira,
& Casperson, 2000). Research also shows that plrysical activity has great potential to help decrease
healthcare costs by improving overall hcalth (Patc et al., 1995). However research has shown that
older adults tend to drop out of physical activity programs (Dishman & Sallis, 1994). The City has
an opportunity to provide programs for older adults that target health risks such as osteoporosis
and cardiovascular disease (Orsega-Smith et al., 2008).
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DRAYf Parks and Conimunity Sei vices Strategic Plan
~ tla N N' t: Y #4
Positioli progrrzuis arid serz,ice delivery to He iuiiqiie, conipetitive aud responsive to custonler needs
nnd nxpectritions.
r r { r r ? g, h ; 1 , 1.
a. Develop programs, staff and Department policies to satisfy core customer expectations
including:
i. Quality instruction
ii. Having Fun
iii. Safety
iv. Clean facility
v. Competidve Price
b. Provide high-quality, experienced staffing and independent contractors to provide first rate
instruction, supervision ancl customer service.
c. Educate public that Parks and Community Services activities are the most fun, effective
way to improved health and wellness.
d. Become a resource for finding other residents with similar recreational interests to form
social groups for walking, hiking, biking and playing sports.
e. Package Department programs to serve as wellness programs for local employers.
f. Develop a cost recovery policy to provide a method for determining appropriate pricnlg for
programs based on market comparison, qualifications of instructor, estimated registration
and revenue, overhead costs, and community benefit.
g. Position the Shannon Community Center as a premier regional rental facility for social
events.
h. Position the Fallon Sports Park as a premier tournament facility.
This strategy is intended to align programs and services with the needs, wants, desires and
problems of residents. These strategic goals will help guide the development of unique programs
and service delivery methods that satisfy core customer expectations and are competitive in the
market. It will be criHcal to keep on top of trends to ensure programs, packaging and delivery
remain consistent with changing customer needs.
According to the mail in survey, the top expectation of respondents is high quality staffing anci
instruction. Fun, safety and clean facilities were the next set of top expectations. Rounding out
the top five was compedtive price. Based on this data it appears the quality of the experience is
mare important than the cost. Therefore promotional messages should focus on these elements of
quality and when appropriate affordability. The focus on the quality of the experience may be
particularly effective far aciults without children and the baby boomer market segments.
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UKAI~IParkti and C uuinwnity Senite5 Strategic Plan
The key to the success of any Department program is the leadership provided at each site, class
and event. This leadership is sometimes providecl by employees and other times by independent
contractors with specialized skills. In some instances volunteers provide the leadership. The
Department needs to place an emphasis on recruiting and retaining high quality employees,
independent contractors and volunteers to provide programs and services.
The older boomer segment is an excellent base for employment and volunteer opportunities.
Because many are moving on to a new life-stage they are more interested in making a contribution
to the community (O'Sullivan, 2008). Many are looking for an "encorc carecr" after retirement,
secking an income and jobs where they can make a positive contribution. (O'Sullivan, 2008). For
volunteers the Department has to better promote the benefits of the meaningful volunteer
opportunities available.
Anodler key will be to expand employee orientation and training programs to enhance employees'
knowledge, skills and abilities as it relates to their assigned program and posiHon, and ensure they
understand the City's high standards related to the provision of friendly and responsive customer
service. This should be extended to independent contractors to prepare diem to be also effective
representatives of the Department.
In addition to preparing people for cluty, the Department needs to actively audit and monitar
programs and classes for quality assurance. Research has proven the value of knowing more
about customer expectations, as well as the importance of constantly evaluaking those expectations
to be able to respond to changes (Robinson, 2003). There is littlc doubt that quality management
and its associated techniques have become an integral part of the management of public services.
Public park and recreation agencies understand the need to improve the quality of their service
provision to meet increasing customer expectations and mitigate increased compeHtion from
private service providers (Robinson, 2003). Research has provided evidence of the positive effect of
quality management on the delivery of recreation programs and facilities (Robinson, 2003).
The International Organization for Standardization (ISO) also recognizes this need to have a
customer-focused approach to the provision of programs and services. The ISO outlines best
practices as, "researching and understanding customer needs and expectations, ensuring that the
objectives of the organizaHon are linked to customer needs and expectations, communicating
customer needs and expectations throughout the organization, measuring customer satisfaction
and acting on the results, systematically managulg customer relationships, and ensuring a
balanced approach between satisfying customers and other stakeholders" (ISO, n.d.).
Currently to evaluate customer satisfaction, the Department primarily uses a lengthy two-page
customer satisfaction survey. The survey needs to be shortened to focus on customers' satisfaction
in the areas of their top expectations. Department supervisory employees also need to visit classes
and programs for quality assurance, in particular focusing on newer programs.
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l)IZAI'f ['arl:s and (mmmunity Services Strategic Plan
The Department should arulually assess the satisfaction of new customers from each of the market
segments. Research has shown that many long held maxims in customer servicc are not necessarily
true. The first is that "given two equally-priced options, the customer will choose the one with the
higher expected quality° (Rust et a1,1999). Perceived risk is what discounts this theory, as a
"higher expected quality can be outweighed by greater perceived variability" (Rust et al, 1999).
Therefore the City should pay more attention to its newer and potenrial less loyal customers,
because differences in yuality will have the greatest impact on this group (Rust et a1,1999).
Additionally it may be more effective to give new customers trial experiences, rather than hying to
advertise (Rust et al, 1999). Another evaluation technique could be a Mysteiy Shopper Program.
Since the City is most concerned with the opinions of new customers, a group of about 30
households (ar 10% of the new customers in 2007), would be invited to serve as mystery shoppers.
Program pricing is an important decision factor for households. It will be crucial the DepartmenYs
programs are priced competitively and posiHon the Department as an organizaHon dlat can help
households have affordable fun locally.
Based on the needs assessment results, customers place a high value on fun experiences. Fun is
fundamental to health and the Department should take advantage of the edge it holds in that arena
(O'Sullivan, 2008). People are no longer interested in being told what they should or should not
do, and are already stressed by the demands of daily living, so programs and services should be
positioned and promoted as "pleasure positive" (O'Sullivan, 2008). It will be a challenge to create
and promote this message among the distractions of modern life.
In several of the previous strategies there is a focus on healthy lifestyles and environments.
Therefore Department programs and services need to be positioned and packaged around healthy
living. Earlier there was reference to rising health care costs, and more and more Americans
without health insurance, or forgoing expensive prescriptions far self-help cures. This concept of
°Heal Yourself Healthcare" is potentially an area the Department could provide unique solutions
1s people shift back to people being responsible for keeping themselves healthy (Celente, 2008).
The growing realization dlat physical inactivity is a serious health crisis for children is resulting in
the acceptance of new approaches (O'Sullivan, 2008). For example the addition of skateboarding
into school PE curriculums demonstrates the shift from compeHtive team sports to a variety of
alternarive wellness activities such as yoga, martial arts, rope dimbing that are more appealing to
today's youdl (MSNBC, 2006). Childreii s Ueliefs and practices are also shifting which is an
opportunity for the Department. According to the NPD Group, cookies are no longer the number
one snack for youth having been replaced by fruit. Youth are now less apt to have soft drinks, ice
cream, candy, cake, and fruit juice than the youth of 20 years ago. Parents are now more likely to
give snacks such as fruit rolls, gummy pieces, crackers, granola bars, and bottled water. (Source:
NPD Group). The Department should ensure programs are positioned to promote healthy eating,
by changing vending machine offerings and snacks for youth programs (O'Sullivan, 2008).
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DKAFI` Parks ancl Counnunity Sen ices titrategic Plan
The Department should also position its sparts, fitness, and health and wellness programs to serve
the neeas of employees working in Dublin. The Department has reccndy utilized this concept to
expand participation in adult sports programs by forming teams of City employees. This has been
well received, particularly by the 25 to 45 adult market segment.
Over the next five years the City will be planning for the opeiung of several new parks and
facilities including the Shannon Community Center, Dublin Historic Park, Emerald Glen
Recreation and Aquatic Complex and the Fallon Sports Park. The facilities will all be unique, state-
of-the-art, green and aesthetically pleasing. It will be important the Department properly position
and promote these facilities to take advantage of their unique characteristics and amenities. If
done properly, these faciliHes all have the potential to increase revenue for the Department. The
City's Green Building Ordinance requires that City facilities be constructed to earn a silver level
certification from the U.S. Green Building Council's "Leadership in Energy and Environmental
Design" (LEED) program. The LEED certification should be urilized to position the Department as
a green organization and consider those qualities in program and service delivery.
_
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DI2AF1Parks and Community Services Strategic Plan
~ I 14 A I t'(:l"
Reduce barriers to participatiou in Depnt-tirient prograuns tind serz)ices.
a. Provide flexible participation options such as ability to drop in, purchase a pass, or commit
to a longer session.
b. Expand the number of full-day programs when school is not in session.
c. Provide youth programs or child care in tandem with adult classes to increase participation
by parents.
d. Provide fee assistance for youth programs for households with lower income.
e. Strategically schedule facility spaces during primetime hours to ensure warking households
have access to popular programs and scrvices.
£ Provide health, wellness and fitness programs during early morning and late evening hours
to improve access for working adults.
g. When feasible provide progranls in two ar ulore locations to provide easier neighborhood
access to programs anci reduce vehicular trips and traffic.
The needs assessment identified time as one of the largest barriers to participation in recreational
activities. With dual income households and long commutes, households have limited
discretionary time available for recreation and leisure. This is consistent with national trends dlat
show time remains a high priority for making the most of leisure experiences particularly among
more affluent consumers (O'Sullivan, 2008). The Department needs to consider how time affects
each of the target market segments to more effectively schedule programs and services. Because
time is a limited resource for households, the Department needs to consider ease of registration,
limited amount of time needed for preparation, and flexible parHcipation options. When feasible,
program packages should include the necessary supplies and equipment rental to make it easier
for people to participate (O'Sullivan, 2008).
Childcare was another common barrier to participadon for family households. It was clear that
providing childreri s activities or babysitting in tandem with adult classes would increase the
likelihood of participation. This not only affects the traditional market of mothers, but also fathers
and grandparents. For boomers and older adults many are struggling with the demands of being a
caregiver for a parent or spouse. As noted earlier, this trend is expected to grow significantly as
the boomers age.
During the next ten years it will be crirical for the Department to establish funding for a youth fee
assistance program. Initially the fee assistance should be focused on yuality of life programs. The
first priority should include programs that make it easier for parents of lower income families to
go to work and earn a living, such as after school recreation programs and day camps. The second
priority should be for swimming lessons. According to the Centers for Disease Control, youth are
I' a~; 38
DKAFI'Parks and Community Service5 `)trateo;ic Plan
at high risk for drowning, which remains the second-leading cause of unintentional injury-related
death far children ages 1 to 14 years. Additionally the rate of drowning among low income and
ethnic minority groups is alarmingly higher. If the amount of the donations to fee assistance
program grows, then consideration could be given to add'u1g programs that meet other youth
development needs.
Finally another barrier to participaHon for some residents is location. Although there is not a clear
majority of residents leaning one way ar the other on the issue, a large segment of the population
view travel from east to west in the City as a potential barrier to service, depending on the time of
day. The Department needs to carefully plan the time and place(s) in which programs will take
place. It will be important to promote both convenient times and locations whenever possible.
These decisions should take into account the atlributes of each market segment.
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DKAFC Parks and Community Services Strategic Plan
5 lR fk 1 1'Y$kf1
Maxirnize effectizieness of comiinanicntiox zuith existing rznd potentinl custoniers.
a. Develop and implement an annual Department marketing plan based on the core market
segments and products.
b. Evaluate methods for maximizing the effectiveness of reaching current and potential
customers with promodonal messages.
c. Closely monitor trends in consumer adaptation of technology and expand use of electronic
promotions when feasible.
d. Expand Department outreach and promotions at City events to gain new customers.
e. Produce Department introductory pamphlets in key languages to help new community
members better understand the programs and services offered by the Department; monitor
flie need for other bi-lingual materials.
f. Develop customer appreciation programs to retain existing customers.
g. Continue ta monitor effectiveness of techniques used to promote programs, events and
services, and make adjustments in the annual promotions plan.
The results of the needs assessment show that the Department's Activity Guide is fl1e most
commonly used method for finding out information about recreation and cultural activities. The
Guicje was found to be user-friendly and informative. The next most popular source of
information is the City website and DublinRecGuide.com website. These three promotional
methods were currently by far the most utilized by residents. However in the Key Informant
Interviews, Focus Groups and Public Input Workshop, there was still the sense the Department
needs to expand its breadth and penetration of promotional techniques. Many respondents
indicated there are a lot of great programs but not enough people know about them. In fact only
about 20% of respondents to the survey had actually used Department programs and facilities.
Granted about 40% of respondents indicated they would never participate in programs, but there
are still a lot of other residents that have not been reached.
Although the Activity Guide was rated highly by participants in the needs assessment, the
Department needs expand promotions beyond the Guide. It will be important to become more
targeted with promoHons to ensure key messages are reaching the various market segments. For
example, as noted in previous sections the Department's promotional materials are primarily
geared towards families and children. It may be beneficial to have two different quarterly
publications with unique covers and promotional messages that speak to different market
segments. This would make a young adult without children more likely to pick up The Guide and
quickly find programs to satisfy their needs.
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l)RAFI' Parks and Community Serrices Strategic Plan
The Department needs to keep up with trends in electronic communication and customer
preferences. During the past few years there has been a mobile technology explosion, which has
provided reasonably priced and effective online advertising, making it is easy for consumers to
access products and services locally (O'Sullivan, 2008). Recent development of targeted e-mail
distribution lists to customers with specific interests has also proven to be an effective tool to
increase awareness and participation.
In order to achieve this strategy the Department needs to focus more of its resources on promotion
and improved coordinaHon among Department staff. The Department has made enhancements in
this area over the past two years with successful results. Although there is a graphics technician
that has enhanced the appeal of the Department's visual communicarions, more of the
Department's resources need to be focused on enhancing marketing efforts to better target and
penelrate customer markets.
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llKAf'1 Parks and Community Services Strategic Plan
S CRA i F''(..Y #7
Create iieighborhood socitil corinectioris ayid a strong seiise of corrirrturtity.
a. Develop ability to find ofllers in the community with similar recrearional interests.
b. Conduct programs and events in neighborhood parks.
c Develop mobile recreation programs to deliver services in a variety of locations throughout
the community.
The focus of this strategy on creating neighborhood social connections indirectly supports the City
Council Strategic Goal #1C to strengthen the identity of "villages" in the community. Corporate
America has embraced the importance and potential power of sense of community upon people
(O'Sullivan, 2008). Examples include Applebee's and Starbuck's who claim to be the best in the
neighborhood. The term "neighborhood" is endearing because it gives people a sense of place
(Harovitz, 2008). According to advertising psychologists, times of global stress cause people to
yearn for a sense of community. Belonging to a neighborhood becomes an important value for
residents (Horovitz, 2008). It is noted that if organizations position themselves as part of the
neighborhood they need to actually get involved in neighborhood activikies or will turn off
customers (Horovitz, 2008). Therefore the Department needs to make an effort to help people who
are constantly plugged into technology, and those spending most of their day commuting and
working, to become connected with the community and their neighbors.
The results of the mail-in survey show that over 85% of respondents rated safety in parks as
excellent or good. The Deparhnent needs to capitalize on this strength and promote its parks as
safe and serene places to facilitate these neighborhood connections (O'Sullivan, 2008). The
widespread involvement in mobile recreation by many California communities has been one
technique that has help connect children, parents and neighborhoods. Other techniques for using
parks and facilides as places to create community include quarterly neighborhood special events,
crearion of a park watch program as an addition the Police Department's neighborhood watch.
The Department should also consicjer distributing summer camp programs held at community
parks to more of the neighborhood parks.
Another focus could be expanding the Department's role in leisure facilitation. This could be
accomplished using online services that promote leisure education, support people in acquiring
new activity skills and a greater appreciation far the importance of leisure (O'Sullivan, 2008).
As people have become more connected with technology, there has been a trend in the
development of online social network communities, which connects people with similar interests
(Hopkins, et al., 2004). The Department should apply this technology in its operations to help
residents meet new friends and like-minded people in the community. This can help olem join
P a g e 142
l)RAFT I'arks and Community Services Strategic Plan
and form groups to participate in a variety of recreational and leisure activities at City parks and
facilities, and ofller locations. For example someone who is new to thc community could find
someone else near Emerald Glen Park to start playing tennis with on Sunday evenings. A social
network community is a powerful tool for arganizations to target customers in a stimulating and
effective way (Bernoff and Li, 2008).
Social network communities often grow through viral marketing. The members of the community
will invite their friends, and hence you can reach a large number of people with a very limited
marketing budget (Bernoff and Li, 2008). Typically once members connect within a social network
community they will stay there (Hopkins, et al., 2004). This would help the Department more
effectively recruit and retain customers.
The success of social network communities has demonstrated the enormous demand of Internet
users for this kind of service such as Linkedin (professional networking), e-Harmony (dating), and
FaceBook (social). However, lots of people have found existing social network communikies to be
too general, broad and unfocused (Bernoff and Li, 2008). Therefore many people are looking for a
niche social network community built around a specific topic, industry or interest. Top areas of
interest include sports (e.g. soccer, golf basketball, sailuzg, etc.), hobbies and interests (harses, dogs,
gardening, handicrafts, etc.), and health related support (patients, caregivers, etc) (Bernoff and Li,
2008). The more focused a social netwark community is on a particular niche, the higher the rate
of success (Bernoff and Li, 2008).
The Department needs to explore how to implement this technology to help accomplish many of
the strategies and goals identified in this Strategic Plan. Not only could it be used to facilitate
interest-based connections in the community, it could be used for certain program implementaHon.
Far example the Department has a traditional model for conducting adult sports leagues (i.e. ten
week season, you play every Tuesday at 8:00 p.m.). For some people their schedules may be
varied and some weeks Tuesdays would work, but sometimes Thursdays may be better. Using
this technology with tennis as a model, individuals or teams could sign up for a quarterly tennis
league, enter their availability and preferreci ]ocation(s) for play. They would then have ten weeks
to schedule eight matches with others in the online league. They could search for others that had
similar schedules and facility preferences. Following the match the score could be posted online to
the bracket.
This technology would be a great way to offer services to several of the Department's market
segments and be beneficial to the community. It would increase socialization with ofller people in
general, increase use of parks and facilities, 1nd help residents form groups and organize group
events.
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DRAFC Parks and Conununity Services Strategic Plan
I M PLEM ENTATION AN D EVALUATI ON
Implementation of the strategic plan will require re-allocating some existing Department resources
to better align programs and operational procedures to support the seven broad strategies
identified in the plan. Additional resources such as staffing, contracted services, facilities, and
eyuipment will also be necessary to support the implementation of the plan over the next ten
years.
Based on the City's existing process for allocation of new resources, it is recommended that
implementation of the strategic plan be folded into the City Council's annual Goals and Objectives
Program. In November of each year, die Deparlment Staff should meet to review the Strategic
Plan and determine objectives to accomplish over the next iwo years that will help accomplish the
various strategic goals. Although the City adopts a one-year budget, it is recommended dlat the
Department always look at least two years out when considering objectives for the upcoming
Fiscal Year. This approach, rather fl1an developing a ten year list of specific dates for
accomplishment of each goal, will provide fl1e Department more flexibility in responding to
environmental conditions, resident needs and political and policy changes. This is the same way
the City Council's strategic plan has been implemented.
However without established dates for accomplishment, the Slrategic Plan could be in danger of
sitting on a shelf and collecting dusk Therefore it is recommended the Department create an
annual repart for the Deparhnent's Advisory Committees and Commissions showing its pmgress
on the implementation of the plan. The annual report should be made available in print and on
the web, as well as presented to the City Council and the Deparhnent's various Commissions and
Advisory Committees. This will add an element of accountability, along with the opportunity to
hear from residents each year about their satisfaction with the progress, and if there is a need to
make some modifications to the implementarion.
Although this is a ten-year plan, the Department should undertake a process every five years to
update the plan. The update should include some form of needs assessment and public input
process to reconfirm the Department priorities anci strategies.
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DRAFT Parks and Couuuunity Services Strategic Plan
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