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Home My WebLink AboutItem 8.4 Parks Strategic Plan~~~,L OF DU~~'G #~ i9;~~~~Z STAFF REPORT C I T Y C L E R K ~c~~l,~~ ~ DUBLIN CITY COUNCIL File # ^~~~-$^~ DATE: September 21, 2010 TO: Honorable Mayor and City Councilmembers FROM: Joni Pattillo, City Manager SUBJECT: Annual Report on Parks and Community Services Strategic Plan Prepared By: Paul McCreary, Assistant Director of Parks and Community Services EXECUTIVE SUMMARY: The City Council will receive a report on the progress made on the implementation of the Parks and Community Services Strategic Plan during Fiscal Year 2009-2010. FINANCIAL IMPACT: None RECOMMENDATION: It is Staff's recommendation that the City Council receive the report. ~ ~G~ Submitted by: Parks and Community Services Director Reviewed by: Assistant City Manager Page 1 of 5 ITEM NO. .~ BACKGROUND: In November 2008 the City Council adopted the Parks and Community Services Strategic Plan, which is Attachment 1. This long range planning document identified seven strategies to focus on over the next ten years in relation to park, facility and program development. The strategies include: 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 customer 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. The Strategic Plan recommends the Department create an annual report for the public showing the progress on the implementation of the plan. Since the adoption of the plan, Staff has completed 52 objectives that have supported the strategic goals outlined in the plan. Following is a summary of the objectives completed from January 2009 through June 2010. STRATEGY #1: Develop unique, aesthetically appealing parks and facilities that provide flexible spaces and safe environments to recreate. Goals and Accomplishments • Provide lighting for park facilities where appropriate to expand access and use. - Completed construction of Fallon Sports Park including lighted basketball and tennis courts, as well as soccer and softball fields. - Applied for and received grant for park pathway light replacement project. • Incorporate shade structures into existing and new parks. - A new playground with shade covers was installed at Stagecoach Park. - Shade structures were installed for the Fallon soccer and ball ~elds. • Complete construction of Shannon Center and plan for re-use of the Activity Center. - Received an "Award of Excellence" for design of the Shannon Community Center from the Califomia Parks and Recreation Society. - Completed study which recommended continuing to use the Activity Center as a Preschool; doubling the capacity of the program. • Plan for the ongoing renovation and modernization of existing parks and facilities, and identify funding sources to make improvements. - Began renovation of Dublin Sports Grounds using Measure WW grant funds from the East Bay Regional Park District (EBRPD). Page 2 of 5 - Completed replacement of the playground equipment at Emerald Glen and Stagecoach Parks. - Submitted grant applications for.- • Shannon Park parking lot improvements • Dublin Heritage Park and Museums "Fresh Water Corner' phase • Tree Replacement Project • Energy Block Grant to replace park lighting with LED lights Develop the Dublin Historic Park and relocate the historic Kolb ranch buildings to the site. - Commenced construction Monitor opportunities to develop and/or operate facilities in partnership with other public or private organizations. - Dublin Historical Preservation Association providing assistance to expand Heritage Park museum operations in FY 10-11 - Continued update to Joint Use Agreement with Dublin Unified School District STRATEGY #2: Promote and support environmental stewardship and protect environmental resources. Goa/s and Accomplishments • Implement the City's Green Building Ordinance in relation to facility development. - Prepared documentation for Shannon Community Center LEED certification. • Model best practices in how to best manage facilities and programs in areas such as waste reduction, recycling, water and energy conservation, indoor air quality, green cleaning practices and environmentally friendly supply and equipment requisition. - Installed central irrigation control system at various parks to monitor and reduce water consumption. - Received grant funding to replace park lighting with LED lights. • Support implementation of the City's Bikeways Master Plan. - Promoted Bicycle Safety C/asses and Bike to Work Month Activities. - Conducted Bike Rodeo for Fun in the Sun Camp in partnership with Dublin Police Services. • Facilitate carpooling to city sponsored programs, classes and events. - Established Senior Center Ride Match Program. Facilitate learning about the environment and invite the public to be active participants in stewardship programs. - Implemented a new Nature Day Camp Program. STRATEGY #3: Implement programs that are popular with the core customer market segments and are responsive to community and industry trends. Goals and Accomplishments Re-align existing programs and create new offerings to promote and support: • Effective communications with residents and marketing strategies that consider product, positioning, place, price and targeted promotion. - Expanded use of electronic promotions and email blasts using Vertical Response - Created new branding and marketing strategy for annual St Patrick's Day Celebration - Implemented new special event "Sponsorship Packages" Page 3 of 5 • Positive youth development and strong families - Expanded Preschool Program to both Shannon and Emerald Glen Parks, with 120% increase in registration - Developed Super Sitters Program • Healthy lifestyles and wellness - Created new series of cooking and nutrition c/asses • Active lifestyles involving sports and fitness - Expanded fitness classes • Personal enrichment and participation in hobbies, leisure pursuits, and self-help activities. - Expanded use of Senior Center on Saturdays mornings • Appreciation of nature and participation in unique and adventurous outdoor recreational activities. - Implemented new Nature Day Camp Program • Preservation and interpretation of Dublin's culture and heritage. - Developed Education Curriculum Packet for Dublin Unified School District (DUSD) - Completed Phase ll of Museum Assessment Program - Produced exhibit and book on Martin Family - Worked with DHPA/Camp Parks to preserve history - Coordinated Oral Histories project • Expansion of activities available for teens. - Implemented Teen Circuit Program STRATEGY #4: Position programs and service delivery to be unique, competitive and responsive to customer needs and expectations. Goals and Accomplishments • Provide high-quality, experienced staffing and independent contractors to provide first rate instruction, supervision and customer service. - Conducted Disney Institute Customer Service Training for all Department Staff • Educate public that Parks and Community Services activities are the most fun, effective way to improved health and wellness. - Implemented "Parks Make Life Better" Marketing Campaign • Become a resource for finding other residents with similar recreational interests to form social groups for walking, hiking, biking and playing sports. - Expanded use of "free agenY' player lists for all adult sports leagues • Package Department programs to serve as wellness programs for local employers. - Participated in Health Fair at Zeiss Meditec • Position the Shannon Community Center as a premier regional rental facility for social events. - Created rental brochure - Attended bridal fair - Posted information on various websites Page 4 of 5 STRATEGY #5: Reduce barriers to participation in Department programs and services. Goa/s and Accomplishments • Expand the number of full-day programs when school is not in session. - Implemented the Nature Day Camp Program - Implemented the Sport/Swim Camp Program - Implemented the Camp Connector Provide youth programs or child care in tandem with adult classes to increase participation by parents. - Developed Super Sitter Program (starts Sep. 2010) - Tandem parent and child tennis c/asses • Provide fee assistance for youth programs for households with lower income. - $2,100 awarded since January 2010 - 33 applications received; $7, 490 in fund STRATEGY #6: Maximize effectiveness of communication with existing and potential customers. Goa/s and Accomplishments • Closely monitor trends in consumer adaptation of technology and expand use of electronic promotions when feasible. - Expanded use of Vertical Response mass emails • Expand Department outreach and promotions at City events to gain new customers. - Created Department Event Promotions Committee - Created partnership with Dublin Police Services STRATEGY #7: Create social connections and strong sense of community within neighborhoods. Goa/s and Accomplishments • Develop ability to find others in the community with similar recreational interests. - Offered drop-in golf and tennis programs for older adults - Expanded free agent lists for adult sports leagues • Conduct programs and events in neighborhood parks. - Conducfed Camp Out at Alamo Creek Park - Conducted Senior Center luncheon at Bray Commons NOTICING REQUIREMENTS/PUBLIC OUTREACH: This report was presented to the Parks and Community Services Commission and Heritage and Cultural Arts Commission. ATTACHMENTS: 1. Parks and Community Services Strategic Plan 2008-2018 Page 5 of 5 ~~ ~~ ~~ PARKS & CCJMMUNITY SERVICES STRATEGIC PLAN 2008-201 8 The City of Dublin promotes and supports a high quality of life that ensures a safe and secure environment, fosters new opportunities and provides responsive fair treatment to our diverse community. .~ , r-~ q _ ~.1 ° ~ 2~ ATTACHMENT 1 ~ ~ ?p~ ~-,~ ~ ~~ Parks and Community Services Strategic Plan ACI<N~WLEDGMENTS Janet Lockhart, Mayor Tim Sbranti, Vice Mayor Kasie Hildenbrand Tony Oravetz Kate Ann Scholz Sue Flores, Chairperson Steve Jones, Vice Chairperson Alan Elias Rich Guarienti Angela Muetterties Joseph Van Loon, Student Commissioner Joni Pattillo, City Manager Eric Swalwell, Chairperson Anita Carr, Vice Chairperson Mary Beth Acuff Kim Halket judy Lussie Connie Mack Georgean Vonheeder Leopold Diane Lowart, Parks and Community Services Director 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 Written by Pc~ul McCYear~~, Ass2s~tant Director of Parks an~ Coyyirrii~riity Services The following Consultants prepared the studies related to the Needs Assessment: National Research Center Inc., Research Consulting Firm Nancy Kaiser, Executive Consultant/Staff Retreat Facilitator ~~ ~~~ 3~6 ~ Parks and Community Services Strategic Plan .I ~k~l~ ~~f C ~~r~~~~~~~~ EXECUTIVE SUMMARY .................................................................................................... 2 Overview . .. . . . . ... . . . . . ............ . . . . . . . ................ .. . ......................... . .................. .. . . . .. . .. ... . . . . .. . . . .. . . . . . . 2 Research Methodologies .....................................................................................................3 Key Pindings .........................................................................................................................4 Proposed Strategies ............................................................................................................. 6 Implementation and Evaluation ........................................................................................ 7 COMMUNITY ANALYSIS ................................................................................................. 8 Demographic Profile of Dublin .......................................................................................... 8 Psycho Demographic Profile of Dublin ............................................................................ 9 NEEDS ASSESSMENT ......................................................................................o.....,.........10 Key Informant Interviews .................................................................................................11 Mail-In Survey ....................................................................................................................13 Focus Groups ......................................................................................................................18 PARK ANll FACILI'I'Y INVENTORY AND DEVELOPMENT PLAN..........,.o...,...21 Park System ........................................................................................................................ 21 Community Facilities ........................................................................................................ 22 Private Recreation Facilities ............................................................................................. 23 I~ECOMMENDED STRATEGIFS AND G(JALS ..............................b................,.........24 STRATEGY #1 .................................................................................................................... 25 STRATEGY #2 .................................................................................................................... 28 STRATEGY #3 ....................................................................................................................30 STRATEGY #4 .................................................................................................................... 34 STRATEGY #5 .................................................................................................................... 38 STRATEGY #6 ....................................................................................................................40 STRATEGY #7 ....................................................................................................................42 IMPLEMENTATION AND EVAtMUATION ..................................................................44 ItEFEREN('ES ......................................................................................................................45 P1gc ~ "1 ~.~ ~~ ~~:~ Parks and Community Services Strategic Plan Parks 8~ Communit Services ~ ~trate ic Plan 2008-201 ~ g t fi € ~.~ , ~~, EXECUTIVE 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 implemented. 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 the 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 population 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 relatively 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 important the Department balances its program offerings and service delivery to meet the needs of residents of all backgrounds, abilities and economic status. Page ~ 2 5bb 4 ~~ Parks and Community Services Strategic Pla~~ 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 facilities 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 percepdon of current and potential features of Dubliri s Parks and Community Services Department. The survey allowed residents to rate the quality of life in Dublin, as well as parks and recreation 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 lixnits 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 the 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 understanding of residents' reasons behind their ratings and priorities, the factors influencing people's decisions to participate and sources of residents' information about parks and recreation in Dublin. 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 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 Department 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. Page ~ 3 ,~ e'"".~~ °"`~ ~' #.~ ,~,~~ ~.- ~.~ Parks and Community Services Stratzgic Plan In all three phases of the needs assessment, there was an overwhelming sense the Departrnent is doing a good job of ineedng resident expectations and promoting and supporting 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 Dubl'm's recreation offerings were on par with the private sector and neighboring communities. Several respondents indicated the Department has developed strong partnerships, 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 t~vo areas respondents were interested in expanding spending including 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 structures. 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 important facilities 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 exisdng 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 essential 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%), 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%). Page ~ 4 rJ ~ ~ ..~~ Parks and Community Services Stt~ategic ['lan 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 commuting at least one hour each day. This coupled with the fact that 33% of respondents indicated the days or times of 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 or 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 dori t meet the needs of working households. Location was also 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 activities. Interestingly there were 42% of respondents indicating they never participate in any of the Department's acHvities 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 insiruction 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%). Pagc ~ 5 ~_,, ~' ;,~r ~~~ Parks and Community 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 Department 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, competitive and responsive to customer 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. 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 Page ~ 6 ~~ ~~ ~ ~R Parks and Community Services Strategic Plan Based on the results of the assessment and industry trends it is recommended the Departrnent 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 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 of nature and participation in unique and adveniurous 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 Departrnent 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 implementation of portions the plan. 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. It is recommended the Department create an annual report for the public showing its progress 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 Department's various Commissions and Advisory Committees. Although this is a ten-year plan, it is recommended the Department undertake a process every five years to obtain feedback on how the Department is meeting citizen needs and provide data to update the plan as needed. Page ~ 7 ~ ~` ~ ~ ~~ C~ Parks and Community 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 Department plaruling, programming and management. According to the Census, in 2000 Dublin had a total population 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 neighboring cities of San Ramon and Pleasanton, as well as Danville and Livermore. According 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, Dubliri s population was primarily blue collar and Caucasian (70%). Based on estimates for 2008 provided by ESRI 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 population 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 populadon 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 or professional occupations 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 educational 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%). Page ~ 8 ~~ ~~ ~~ Parks and Community 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" Tliis fiist-grozi~i~tg r~rnrkc~~t is l~~~rtc~ to yoti~zg, edlt~rit~~~~, rr~orl.irrg ~rofc~ssiorrals, «~itli rr rrredu~~l rzg~> of 32.4 t/enrs. Si~tglf~ or ~rrrtrrin~~, tltet/ ~~vc~fe~- ~ic t~~er~ rreigl~lE~o~~ltoor~s zrith tozn~t~torric~s or r~f~~~r~t«~~~r~ts. Tlri~ scgrr~errt is rny~)Lc~d secorr~ of nll tlr~~ Co~~rnu~rtit~ Tn~~c~st~~~y sttnt-kt~ts for~ ]rrhoe force pnrticipntioji, nt 75 ~7c'i'CP11t. T~ti'11" 11~PSf1~7P 1"C'~PCfS f{(('11' 1~Ol~ff{I, YYtt~Hlllfl/, liti(~ ~Y"t~Zf~ttl~ CI~PiSlliilPY Cjflldf. Rf:SlC~CIIfS /'£'~1~ 011 <<~Il ~~lto~trs ri~~r~ PCs to sMt~ i~i tortl~{t. Thc ~~ rrsn tlt~~ lftf~~rfi~~~t to Eirrr~ t/tE~i~~ jiei~t jvf~ or Iiofn~~, tr~~~~~k tlr~~i~~~ ir~i~~F~~shnt~rtts, r~rtri sha~~. Thc~~ o~~~u t1~r Irrte~st clc~rt~ror~i~ ~y~ulgr~ ts. 1~c~isi~rc r~ctiz~ities irrcl~rr~l~~ i~ngn, ~,lnyirr.g Fr~ishc>t~ artr~ f~~~~tbrill, lo~~gi~ig, ~ oirrg to t1iE~ i~rai~ic~s, ~z~ri1 ~itte~~r~iu~ sE~nrtin~ ez~E~~its. Tlrf~sf~ r~~sicl~~~rtsrzlso h-;a~~~~! fi-~>~~i~f~titl~~, hotlr r~c>t~ir~stir~~ill~~r2r~r~c~r~c=rsc~rs (E~R1, ?ODf~). • "Boomburbs" Tlre rrtzuest r~t~ditlons to F]re stthrir~t~s, Boc~lu~i~rE~s co~lnii~irrities rare lt~rrte tn l~c~i~~~ger fr~~~riilir~s z~~lrc~ liz~~~ rl P~irsy, ir~~~sc~rl~~ lif~sh~le~. The fne~litali «gE~ is 33J i/Enrs. Tliis rr~rrrkcat ]rns tlie l~ighesf p~~~ulatinrl gr~~zt~t1~~ nt 7. ~~~err~~fit rrtrni~rrll i~ - r~ior~i~ thnri forrr rm~ orre-hr71f tir~rE~s tl~~~ r~ationnl figirre~. ~1ust Irousel~olds 1»~z~e tzi~o cr~r~rf~rs a»~f tz~~o z~cfir~~lf s. This is t/rc~ to~> >~tark~t ~'or lini~sel7ol~fs to nr~~n j~~~ojE~rtror~t 7'Vs, 1~1P3 ~~In~yer~s, srra~t~tc~rs, a~rd Irasr~~~ priritc~~~s rrs z~~~~ll rzs ott~rliit~ ~~r l~~nsift~ ft~ll-sr~~e~~ S(./Vs. It is tltk~ secoflr~-rrz~~kr~d 1~tm~lu~~t for o~ojrii~~g flrrt-s~,f~~e~i or plris~rt~z T L's, ~~ic~no ~n~rte systf°nrs, «trr~ ~~i;i1n1 ~~r~yytro~~r~r~~~s ris z~~f~ll r~s oz~~~ii~ig or l~~rsirtg~ rrri~liz~~ztis. Fr7rrrily z~ncrzttapzs nrc~ r~ tn~a ~~rioriti~. F'o~~,~~ln~~ z~rlcrztioy~ clestiriatiojrs ni~~t~ I~)isrley I'Vot~l~~ nr«~ Uyriz~ct~s~l Stl~dio5, E,l~~~~rd~~. Fnr ~~l~~~rcisr, re~i~~ei~tts plni/ t~~ttiiis i~ttr~ gol f, skr, nlrrl jog (ESR1, 20U8) • "Urban Chic' Llrl~~~rr Chir reside~rts r~re rt~ell-ec~i~a~te~~ ~~rofc:ssiorzrzts li2~irtg rirr ~~rb~zri, e~chisi~z~e lifesti~te. ~~~[ost or~~~i ex~~errsiz~f~~ sir~gle fnrrrily horlies. N1ny~rie~~-co~r.~le fi~r~rilies n~rrf si~iglE~s coffr~~r~isE~ i~~ost of~th~~5i~ lrot~sellolrls. 7~1u° rrtcc~i~~ii ~7ge is 42 yenrs. Urbcr~~i Clzi~~ resir~f~~~Ets trczz~E~l f~ltf~iasit~ely, t~isif r~u~ser~ir~s, ~ztt~~~rc~ rlnric~~ perfor~r~u~rzces; pla y golf, atu~ go lriki~ig. TliE~i~ iise tlrE° Irtterf~t~~t J~~~e~}u~~~rtl~ t~~ tradc~ or tr~r~clc ir~z~estfjtea~its or~ to s17o~~~, bi~~i~lg corrcer•t r~rtr~ sports tickets, clotltes, ~lozt~ers, nrr~j boot<s. Tliey ~aX~pt~~ecinte n goor~ cz~~ of coff~e z~~ltile rea~~irrg r~ ~~oolc or -~eiasp~~yf~r r~rr~~ ~~refe~- to Iistejr to cl~assicnl i~r~~trisi~; rill-tnik, c~~~~ ~~~rblic rrzrlio progrnrrrs. C,ii~ic rr~irirlf~r~ residc~ttts r~re ]ikrli/ t~~ z~ol~~f~t~er in tlr~~ir cornttufraitu~s (ESRI, 2008). Page ~ 9 /~ ~;~ ~_~°;:~~ 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 recommendadons. The expected oictcomes of the assessment were to: • Assess satisfaction levels with the quality, quantity, and management of existing 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 community 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 sponsored by the City of Dublin. • Investigate how citizens wish to use their discretionary time and how the City may provide recreational opportunities that takes into account the economic and time constraints of the community. ~ Provide residents the opportunity to offer suggestions, comments, and concerns about the opportunities provided to them by the City of Dublin. Page ~ 10 13 b~, ~~ Parks and Community Services Strategic Plan 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 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 interviewees, 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 ~ Dubliri 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 community becomes more diverse. 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 Dubliri s recreaHon offerings were on par with the private sector and neighboring communities. Several respondents indicated the Department has developed strong partnerships, which provides quality instruction at a much lower cost than the private sector. Key Informants collectively described customer service as responsive. The recent addition 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. P~ge ~ 11 ~ y~ ~~.~ Parks and Community Services Strategic 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 modernizadon. In the area of arts and cultural opportunities, respondents reported that Dublin did not have as much to offer as surrounding communities. 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. Page ~ 12 i~ ~~ ~~ ~~~ Parks and Community Secvices 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 potential features of Dubliri s Parks and Community Services Department. The survey allowed residents to rate the quality of life in Dublin, as well as parks and recreation 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. Methodology Approximately 3,000 households within the City limits were selected to pardcipate 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 received 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 Dubliri 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. For each specific demographic subgroup the margin of error 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). Page ~ 13 ~~~, ~~ '~ ~`~ , i, Parks and Conununity Services Strategic 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 although 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 older. 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 befiween $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/Latino. 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 felt the City communicated parks and recreation information effectively. In general, respondents felt that Dublin should continue 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. Pabe ~ 14 ~ ~~ ~~ ~~~ Parks and Community Services Strategic Plan EXISTING PARKS 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 communities 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 ratings, but was still considered excellent or 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 eastern 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 with 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, there 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 activiHes, 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 PRIORITIES 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 structures. The least important park amenities included cricket fields, lacrosse fields, bocce ball courts and volleyball courts. Page ~ 15 ~~ ~~~ ~ ~ ~ ~. Parks and Community Services Strategic 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 ruruling 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 rating to a community theatre. CURRENT RECREATIONAL HABITS OF RESPONDENTS The activities 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 ruiuling is why residents place such high value on multi-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, and visiting an art gallery or 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 being met elsewhere. However a community theatre 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 essential or very important 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 festivals/ events, and music lessons. This may be due to the higher level of diverse Page ~ 16 ~~~ ~~ f~~~ ~ Parks and Community Services Strategic Plan 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 these types of events that create a sense of community and help them make connections to others 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. For 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 addition 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 indicating they never participate in any of these types of activities or facilities, 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 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. The least important expectation was availability of private lessons; however 67% still valued individualized attention from the instructor. INFORMATION SOURCES Residents were asked which sources of information they were most likely to use for information and parks, recreation and cultural arts activities provided by the 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 ~ 17 ~~ ~ ~:~~~-~~ Parks and Community 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 priorities. 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' information 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 Department 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 of adults who were between 45 and 60 years of age, was recruited through flyers posted around the city, at community centers, 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 minutes each and a thank you gift of $40 was given to each participant. NRC worked with City staff to develop three focus group scripts. The focus group scripts shared many common themes with a few unique questions and probes designed for each group. The Bray Commons Park group had four participants, the Boomer group had 12 participants and the 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 activities they participate in, including those provided by the City, by private companies or activities they did on their own. Adults in all three groups currently participate in walking, running, biking, basketball, softball, yoga, tennis and weight lifting. Children participated in soccer, dance, basketball, judo, Spanish classes and swimmmg. Page ~ 18 a I f~ ~.~,.. ~ .w Parks and Community Services Strategic Plan There were some perceived barriers to participation in Department 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 rriore expensive than activities offered by the private sector, while people in the other groups felt that classes offered by private entities 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 coordinate parents' programs so that corresponding kids' activities are held at the same time. Most participants in all groups wanted additional wellness activities unrelated to exercise, such as cooking, meditation, massage, gardening and lectures. Most Boomers preferred to be active in the morning, noting 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. Currently 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 being 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. Location 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 activities. 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 group participants that there was not enough parking available for the St. Patrick's Day Festival. Participants had attended several festivals and activities in other ciHes, 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-the-art amenities. On the other hand, residents in the other two groups would prefer having programs and facilities scattered throughout Dublin with basic amenities, 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. Page ~ 19 ~ , "`'' s ~~ i 1t~ ..,~ e„~ Parks and Community Services Strategic Plan For recreation information a majority of the participants used The Guide and felt it was an extremely useful tool. It was considered easy to read, well-organized and focused. The City's website was mentioned by many o#hers. 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 ^ Trails for people with More parking for activities and ^ (i.e., playing soccer games instead of just the kicking disabilities festivals ball) ^ getter lighting around the Cultural center that includes a stage ^ ' Timing of classes (i.e., to city for plays and theater facilitate parent-child ^ Transit-oriented development schedule coordination) ^ Different cancellation policies Page ~ 20 ~~ ~ ~ Parks and Community Servic~s Strategic Plan PARK AND RECREATION FACILITY INVENTQRY AND DEVELOPM ENT 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 the next five years, and those planned for the 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,l6 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. Implementation 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, concession 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 for 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 swath of acreage is dependent on the interest in the land owners to sell the property, or provide access via an easement. Page ~ 21 a~'f5 ~,~ t ~ ~~ 1 ~ ~ Parks and Community Services Strategic Plan The Parks and Community Services Department 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 utilizes School District facilities to deliver programs and services, and coordinates scheduling of community use of School District facilities and 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 and 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 District's 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 ~ 22 u 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 recreaHonal programs in Dublin and neighboring market areas. The Department 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 recreational providers currently serving the Dublin market include the American Swim Academy (indoor swim lesson facility), private cabana clubs and pools, childreri s entertainment/party venues, martial arts and dance studios, and several health clubs including Fitness 2000, 24 Hour Fitness, and Club Sport Pleasanton. There are a variety of home-based and 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 and 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 opportunities for partnerships on health and wellness programs. Page ~ 23 ~ ~,n c~~ ~ ~' Parks and Community Services Strategic Plan RECOMMENDED STRATEGIES AND GOALS Following the completion of the Needs Assessment, a consultant was retained to conduct a Departrnent 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 customer 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. Page ~ 24 ~ f ~ ~ ~:~ ~~ Parks and Conununity Services Strategic Plan i; D~~z~elo~~ rrrrrl ~frnillf~zi~i uni~~t~e, «csNietically rz~~pe~zlilig ~~rrks ni~d facilities that proz~ir~c flf iihln s~~nc~s n~rd s«fe e~iz~ir~c~ji~rierrts to r~ecreate n~ir~ bring pe~~ct: r~firl re-creation r ! ~ ~ ~ ~ ~ ~ a } , . ~ 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 faciliHes to meet the needs of the community at build-out. g. Complete construction of the Shannon Community Center and plan for the re-use of the Emerald Glen Activity 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, competitive swimming pool, and flexible 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 identify funding sources to make improvements. 1. Monitor opporiunities 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 needs 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 nationwide 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 #4B to create open space connections and trails where appropriate; #3B to ensure a wide range of transportation options for the community; and, #4C to implement the open space policies of the Eastern Dublin General Plan Amendment and Specific Plan. Page ~ 25 ~ ~``~ t~~" ;,.5 ~ Parks and Community Services Strategic Pian Parks need to be planned and managed for the intersecting goals of 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 future 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 studies 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, suggesting the City should consider the scale and density of surrounding development when planning the locadons 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 national trend for of people 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 opportunity to use state-of-the-art design and construction to create unique and sustainable facilities. This strategy and related goals help support City Council Strategy #6 to develop dynamic community facilities that provide unique recreadonal and cultural experiences in the region. It also supports City Council Strategic Goal #6B 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, or 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 intended (Pierce,1996). Therefore it will be important that future facilities are designed with flexible spaces that can be adapted to changes over time. The strategic goals reflect the park and facility development projects currently in process, and those outlined in various City planning documents for the future. These include the Shannon Community Center, Emerald Glen Recreation 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 Page ~ 26 ~~ ~'~~~ ~~~ «~ Parks and Community Services Strategic Plan Historic Park, the Department 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 another venue to host performances. Page ~ 27 ~~~j~ h°~; ~ Parks and Community Services Strategic Plan Pro~trote nrid sztp~ort enz~i~ro-ime~itnl stetvarr~sliip n~id protect nat~trnt reso~irces. ~ ~ ~ ~ ~ ~~ ~ ~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 best manage facilities and programs in areas such as waste reduction, 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 sponsored 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. "Meeting 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 that government needs to adopt long-term plans for sustainability (French, 2008). Lots of companies have become green-oriented leading consumers to become more skeptical 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 recreation 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 maintenance costs, reduced energy and water use, reduced pollution and reduced landfill waste (Carels, 2008). Another area for focus should be efficient use of water. Increasing population and changing climate conditions are creating water shortages (Halal, 2006). The State of California is trying to determine how to renovate and expand the water 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. P~lbe ~ 28 3 / ~~ ~~a~~~ Parks and Community Services Strategic Plan Solar is becoming one of the most viable and effective 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 hybrid 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 outlay is a problem, the City should research other options for acquisition and installation of solar equipment. At a minimum, when designing new parks and facilities infrastructure should be included for 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 thorough review of organizational policies and practices could identify areas that need further research. Another way the Departrnent 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 develop 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 activities. 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). Page ~ 29 ~~~ ;.~ ~ `~ ~ ~, ~~ ~ E,~ Parks and Comtnunity Services Strategic Plan ~' Ir3iple~7ie~rit pt~ograrr~~s tJic~t are popitlc~r zvifli t)~~e core citstorrter 11tc~~•I~et segr-rerits nri~l nre res~~orisiz~e fo cor~irrrunity nr~c~ irir~i-istr~ ti•er~c~s. ~ = c t E ~ ~ ~ . , _ ~ ~ a ~ ~ ~ 9 ; , ~ y `' , ~ ? ~ x ; ' , , ~ _ 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 participadon 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. Preservation and interpretation of Dubliri s culture and heritage. c. Actively seek venues and partnerships to expand community festivals and events. d. Expand activities 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 marketing focus on this market segment. While the Departrnent'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. I'a~e ( 30 ~~ ~~ ~~ Parks and Community Services Strategic 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 populaHon 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 adults without children. Family Market Segment However as the City grows, the Department should still plan for an increase in the number of children in the community. In fact Federal statisdcs indicated that 2007 was a record breaking year for births in the 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 are 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 for 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 Journal of Physical Education, Recreation F~ Dance 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 other 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 that fathers today spend a great deal more time with their kids than in the 1970's. This is a great opporiunity 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. Page ~ 31 ~~~~~ Parks and Community Services 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 Department 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 for the Department. According to ESRI it is a fast growing market of young, educated, working professionals, with a median age of 32.4 years. Single or married, they prefer newer neighborhoods with townhomes or apartments, and therefore are most likely clustered in the eastern part of Dublin near Emerald Glen Park. It is estimated that 75% are in the workforce (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 frisbee 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 Aquatic Complex is open, it will provide a viable alternative to the high-end fitness clubs. Based on the qualities of this generation compared to boomers, the Department needs to substantially change current programs and service offerings to address the new world view of adults younger than Boomers (O'Sullivan, 2008). For example many cides have shifted from traditional adult sports leagues in basketball and softball, to less tradidonal offerings such as dodge ball, kick ball, and other pickup games (O'Sullivan, 2008). This may be a great strategy to start connecting with this market segment. Baby Boorner 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 the 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 offering 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 increase 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 Department has an opportunity to better serve this segment than with just the existing Senior Center. Page ~ 32 ~ ~ ~ ~ ,'r- `,_ ~ ' ~X ~ ,.,/ . Parks and Community Services Strategic Plan One of the interesting trends with current boomers is the fact that married couples are participating in recreation and leisure 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 Departrnent should consider this opportunity to develop programs that support personal enrichment, socialization and participation 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 conHnue 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 having less financially secure retirements than their 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 Statistics indicates that the proportion of time spent with sports, exercise, recreation, socialization and travel declines with age. Americans age 75 and older spent a higher proportion of their leisure time 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 provides a proven, non-drug intervention that improves health" (Blair et a1.,1995; Gregg, Pereira, & Casperson, 2000). Research also shows that physical activity has great potential to help decrease healthcare costs by improving overall health (Pate 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). 1'~~e ~ 33 ~ . t"? :~9ry; ~~ ~,~ a~ Parks and Community Services Strategic Plan Positiori ~~r-c~gt~~zlars r~~~c~ service ~E~li~z~ery to l~e ~tr~iy~ie, co~~ipetitiz~e nnct res~orisiz~e to ciistorirer rleer~s t~f~~~~ el:pect~~tioris. ~ ~;F ~ ~ ~'~ ~ _ ~_ ; ~ { f 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. Competitive Price b. Provide high-quality, experienced staffing and independent contractors to provide first rate instruction, supervision and 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 pricing 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 Sparts 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 critical 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 and instruction. Fun, safety and clean facilities were the next set of top expectations. Rounding out the top five was competitive price. Based on this data it appears the quality of the experience is more 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 for adults without children and the baby boomer market segments. Page ~ 34 .~ -~~6 ;~,~~, Parks and Community Services 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 provided 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 "encore career" after retirement, seeking 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. Another key will be to expand employee orientation and training programs to enhance employees' knowledge, skills and abiliHes as it relates to their assigned program and position, 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 them to be also effective representatives of the Department. In addition to preparing people for duty, the Departrnent needs to actively audit and monitor programs and classes for quality assurance. Research has proven the value of knowing more about customer expectations, as well as the importance of constantly evaluating those expectations to be able to respond to changes (Robinson, 2003). There is little 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 competition 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 organization are linked to customer needs and expectations, communicating customer needs and expectations throughout the organization, measuring customer satisfaction and acting on the results, systematically managing 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. Page ~ 35 ~ ~ ~~~ ~~ ~ Parks and Community Servites Strategic Plan The Department should annually assess the sadsfaction of new customers from each of the market segments. Research has shown that many long held maxims in customer service 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 hi her ex ected uali can be outwei hed b reater erceived variabili " Rust et a1,1999 . „ g p q ~' g Y g P ~' ~ ) Therefore the City should pay more attention to its newer and potential less loyal customers, because differences in quality 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 trying to advertise (Rust et a1,1999). Another evaluation technique could be a Mystery Shopper Program. Since the City is most concerned with the opinions of new customers, a group of about 30 households (or 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 Department's programs are priced competitively and position the Department as an organization that 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 for self-help cures. This concept of "Heal Yourself Healthcare" is potentially an area the Department could provide unique solutions as people shift back to people being responsible for keeping themselves healthy (Celente, 2008). The growing realization that 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 competidve team sports to a variety of alternative wellness activities such as yoga, martial arts, rope climbing that are more appealing to today's youth (MSNBC, 2006). Childreri s beliefs 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). Page ~ 36 ~~r~ ~ ~ ~~' Parks and Communit~y Services Strategic Plan The Department should also position its sports, fitness, and health and wellness programs to serve the needs of employees working in Dublin. The Department has recently 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 opening 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 facilities 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 utilized to position the Department as a green organization and consider those qualities in program and service delivery. Page ~ 37 ~~ s~ ~~ ~ Strate ic Plan Parks and Community Services g 2ed~tce barriers to ~r~rticiprif.ion in Depr~rhne~lt progrrz~l~ts ar~cl serz~ices. ~ F . _. , ~ ~ ` ~ ~ ~~ ~ ~ ~ . ~ R ' ti~ 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 working households have access to popular programs and services. f. Provide health, wellness and fitness programs during early morning and late evening hours to improve access for working adults. g. When feasible provide programs in two or more locations to provide easier neighborhood access to programs and 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 that 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 registraHon, limited amount of time needed for preparation, and flexible participation 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 participation 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 critica~ for the Department to establish funding for a youth fee assistance program. Initially the fee assistance should be focused on quality 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 Page ~ 38 41 ~ ~ ~~~ Parks and Community Sen-ices Strategic ['Ian at high risk for drowning, which remains the second-leading cause of unintentional injury-related death for 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 adding programs that meet other youth development needs. Finally another barrier to participation for some residents is location. Although there is not a clear majority of residents leaning one way or 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 Hme 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 attributes of each market segment. P~ge ~ 39 ~- ~ ~ ~~ Parks and Community Services Strategic Plan rtilrrxin~ize effectiz~ertess of eofytrn~~nicntioti zi~itli eiistiflg rr~~d poter~tial ci~rstotr~ers. r , _. . ~ a - ~~ ; . ~; : ~ ~.;rx=:,~ ~`R.:~ ~ ~;~ ~_ ; 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 promotional 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 the need for other bi-lingual materials. f. Develop customer appreciation programs to retain existing customers. g. Continue to 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 the most commonly used method for finding out information about recreation and cultural activities. The Guide 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 Acdvity 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 promotions 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. Page ~ 40 r` ~~ ~ ~~ Parks and Community Servic~s Strategic P]an 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 coordination 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 communications, more of the Department's resources need to be focused on enhancing marketing efforts to better target and penetrate customer markets. Page ~ 4~ ~~ ~ ~~ Parks and Community Services Strategic Plan CrE~~rte rieigl~zborhood socinl cort~tections i~r~rt « strong seftse of eotnrni-inity. d.~ 7 * _ ~t ~`'`' ~ '"` 4 ~Y ~~.. ~~~, ~~ ~.:: R ..- ~ t ~ . `'- . ~ s. . . . . . . + . . . . . ~~ ~ ~ . . ~. ~ .. a. Develop ability to find others in the community with similar recreational interests. b. Conduct programs and events in neighborhood parks. c. Develop mobile recreation programs to deliver services in a variety of locations throughout the communiry. 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 (Horovitz, 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 activities 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 Department 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 communiHes has been one technique that has help connect children, parents and neighborhoods. Other techniques for using parks and facilities as places to create community include quarterly neighborhood special events, creation of a park watch program as an addition the Police Department's neighborhood watch. The Department should also consider 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 for 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 Departrnent should apply this technology in its operations to help residents meet new friends and like-minded people in the community. This can help them join Page ~ 42 ;~ ~~'' ~ ~ ~vt y ~ I Parks and Community Services Str~itegic Plan and form groups to participate in a variety of recreational and leisure activities at City parks and facilities, and other locations. For example someone who is new to the 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 organizations 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 Departrnent 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 communities 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, sailing, etc.), hobbies and interests (horses, dogs, gardening, handicrafts, etc.), and health related support (patients, caregivers, etc.) (Bernoff and Li, 2008). The more focused a social network 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 implementation. For 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 preferred location(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 Departrnent's market segments and be beneficial to the community. It would increase socialization with other people in general, increase use of parks and facilities, and help residents form groups and organize group events. Pa~e ~ 43 ~~ ~ ~ Parks and Community Services Strategic Pian I M PLEM ENTATION AN D EVALUATION 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 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, the Department Staff should meet to review the Strategic Plan and determine objectives to accomplish over the next ttivo years that will help accomplish the various strategic goals. Although the City adopts a one-year budget, it is recommended that the Department always look at least two years out when considering objectives for the upcoming Fiscal Year. This approach, rather than developing a ten year list of specific dates for accomplishment of each goal, will provide the 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 Strategic Plan could be in danger of sitting on a shelf and collecting dust. Therefore it is recommended the Department create an annual report for the Department's Advisory Committees and Commissions showing its progress 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 Departrnent'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 implementation. 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 and strategies. Page ~ 44 ~ ~ ~._~,~ ~ x ~`~ ,~ ~ . ~.~ Parks and Community Services Strategic Plan REFERENCES Bernoff, J., Li, C. (2008). Harnessing the Power of the Oh-So-Social Web. MIT Sloan Management Rez~iezv, 49(3), 36-42. Retrieved July 3, 2008, from ABI/INFORM Global database. (Document ID: 1458948591). Blair, S., Kohl, H., Barlow, C, Paffenbarger, R., Gibbons, L., & Macera, C. (1995). Changes in physical fitness and all-cause mortality: A prospective study of healthy and unhealthy men. 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Committed to quality: The use of quality schemes in UK public leisure services. Mc~naging Service Quality, 13(3), 247. Retrieved October 17, 2007, from ABI/INFORM Global database. (Document ID: 353906921). Rust, R.T., Inman, J. J., Jia, J., & Zahorik, A. (Wntr 1999). What you don't know about customer-perceived quality: the role of customer expectation distributions. Marketing Science,18,1. p.77(1). Retrieved October 13, 2007, from Academic OneFile via Gale: htt~•//0-find gale~roup.com.i~riacio.usfca.edu:80/ips/start.do?prodId=IPS Seidler, T L(May-June 2006). Planning and designing safe facilities: if all hazards were obvious, this article would be unnecessary. JOPERD--The journal of Pliysical Educc~tion, Recreation F~ Dance, 77, 5. p.32(7). Retrieved July 31, 2008, from Academic OneFile via Gale: http• / /0-find.~le~roup.com.ignacio.usfca.edu:80/ips/start.do?prodId=II'S Tripanagnostopoulos, Y. (2007). Aspects and improvements of hybrid photovoltaic/thermal solar energy systems. Solar Energy, 81(9), 1117. Retrieved July 31, 2008, from Research Library database. (Document ID: 1333889031). University of Michigan (July 2008). National Poll on Children's Healtll. Vol. 4, Issue 2. Retrieved July 28, 2008, from http:/ /health.med.umich.edu/home npch.cfm?id=325 Pabe ~ 48