Transcript Integrating Needs Assessment with Organizational Strategy

IAPD/IPRA Conference
January 2011
Integrating Needs Assessment with
Organizational Strategy
Ron Vine, President, Leisure Vision
Barbara Heller, President ,Heller and Heller
Consulting, Inc.
Session Overview
• Creating a strategy focused organization based on community
needs
• Why do a community needs assessment study?
• Steps to completing a community needs assessment study
• Benchmarking comparisons
• Why do strategic planning?
• Strategic planning development and deployment
• Developing and implementing strategy
Leisure Vision Illinois Clients
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Wheeling Park Dist.
Champaign Park Dist.
Mundelein Park Dist.
Schaumburg Park Dist.
Elk Grove Park Dist.
Highland Park District
City of Rock Island
Geneva Park District
Winnetka Park Dist.
Gurnee Park Dist.
River Trails Park Dist.
Hoffman Estates Park Dist.
Bloomingdale Park Dist.
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Deerfield Park Dist.
Lindenhurst Park Dist.
Carol Stream Park Dist.
Urbana Park Dist.
Downers Grove Park Dist.
Lisle Park Dist
Freeport Park Dist.
Northbrook Park District
Park District of Oak Park
Des Plaines Park Dist.
Glenview Park District
Sugar Grove Park Dist.
Lake Bluff Park District
Why Did These Park Districts Do Needs
Assessment Studies?
To understand usage of Park District today
• Usage and satisfaction with parks
• Usage and satisfaction with major facilities
• Participation and satisfaction with programs
• Marketing efforts used the most
• Barriers to participation
• Position as a market provider for youth and adults
• Value of park services
Why Did These Park Districts Do
Needs Assessment Studies
To understand community vision of Park District
tomorrow
• Needs for parks, trails, and facilities
• Unmet needs for parks, trails, and facilities
• Priorities for parks, trails, and facilities
• Usage of special facilities, i.e. community centers,
aquatic facilities
• To understand opportunities to expand Park District
percent of service market
Why Did These Park Districts Do Needs
Assessment Studies
To understand support for funding improvements
• Support for increasing program markets for priority
programs
• Level of increased tax support for priority projects
• Potential success of tax funding initiatives
Money is Not A Problem
it is A Solution. Awareness
is the Problem
Steps in the Community Needs
Assessment Process
Setting the Stage
 Build Stakeholders and Community Confidence
 Conducting the Needs Assessment Survey
 Analysis of the Needs Assessment Survey
including Benchmarking
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Buy-In Starts at the Process Beginning
and Continues Through Implementation
Set the Stage
Be a Leader from
the start
Empower staff
and community
Build confidence
in the integrity of
needs assessment
survey process
Build Confidence
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Stakeholder Interviews - One on one
interviews with key decision makers
(elected officials, business people, sponsors,
boards, etc.)
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Focus Groups – (8-15 persons) (Park
Board, staff, youth sports associations,
seniors, youth, non-profits, citizen users,
school officials, arts organizations)
Understand Issues of Key Importance
to Build Consensus Inside and Outside District
& to Build Early on Trust , Transparency
and Buy-In
Test What You Hear Though
Needs Assessment Surveys
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Quantitative Public Input includes statistically valid phone
and mail/phone surveys that build buy-in
A survey of 400 households has a 95% level of confidence
with a margin of error of +/-4.9%
A survey of 800 households has a 95% level of confidence
with a margin of error of +/-3.5%
A survey of 2,800 households has a 95% level of
confidence with a margin of error of +/-1.9%
@ Leisure Vision (913) 829-1215
Ensure Survey Results can be Broken
Down by Key Demographic Groups, i.e.
Household With and With-out Children, Visitors to Parks
User of Programs, Geographic Areas
Glenview Park District
Program Participation
Q10. Have You or Members of Your Households Participated
in Any Recreation Programs Offered by the Glenview
Park District During the Past 12 Months?
by percentage of respondents
Y es
50%
No
50%
Source: Leisure Vision/ETC Institute (March 2009)
Gurnee Park District
Rating of Park Conditions
Q3. Have Respondent Households Visited Any
Gurnee Park District Parks During the Past Year
by percentage of respondents
Q3a. How Respondent Would Rate the Physical
Condition of ALL the Gurnee Park District
Parks They Hav e Visited
Excellent
47%
No
22%
Y es
78%
Fair
2%
Good
51%
Source: Leisure Vision/ETC Institute (July 2007)
Level of Satisfaction with Overall Value
Received from the Geneva Park District
Q25. Level of Satisfaction with the Overall Value
Households Receive from the Geneva Park District
by percentage of respondents
Very Satisf ied
45%
Don't Know
6%
Somewhat Satisf ied
31%
Neutral
13%
Source: Leisure Vision/ETC Institute (June 2010)
Very Dissatisf ied
1%
Somewhat Dissatisf ied
4%
Needs for Parks and Recreation Facilities in
the Woodridge Park District
Q10a. Estimated Number of Households in the Woodridge
Park District That Have a Need for Various
Parks and Recreation Facilities
by number of households based on 12,406 households in the Woodridge Park District
Neighborhood parks
Bicycle pathway system
Large community parks
Outdoor swimming pool/water park
Nature center with trails
Park shelters/picnic areas
Indoor fitness and exercise facility
Playground equipment
Indoor walking/running track
Sledding Hill
Indoor swimming pool/leisure pool
Outdoor concert/entertainment stage
Golf course
Outdoor tennis courts
Fishing piers on ponds
Indoor basketball/volleyball courts
Outdoor basketball courts
Indoor multi-use sports field
Multi-use fields (soccer, football, lacrosse)
Baseball and softball fields
Outdoor sand volleyball courts
Disc golf course
Garden Plots
Skateboard park
Cricket field(s)
273
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Source: Leisure Vision/ETC Institute (January 2010)
9,342
7,903
7,642
7,642
7,419
6,501
6,277
6,178
6,178
6,067
5,732
5,533
4,627
4,553
3,809
3,759
3,164
3,064
2,816
2,543
2,543
2,295
2,221
1,464
2,000
4,000
6,000
8,000
10,000
Unmet Needs for Parks and Recreation
Facilities in the Woodridge Park District
Q10c. Estimated Number of Households in the Woodridge
Park District Whose Needs for Parks and Recreation
Facilities Are Only Being 50% Met or Less
by number of households based on 12,406 households in the Woodridge Park District
Indoor walking/running track
4,695
Indoor fitness and exercise facility
4,601
Indoor swimming pool/leisure pool
4,448
Sledding Hill
4,216
Nature center with trails
3,108
Outdoor concert/entertainment stage
2,684
Fishing piers on ponds
2,484
Indoor basketball/volleyball courts
2,391
Outdoor swimming pool/water park
2,331 Calculated by multiplying
Indoor multi-use sports field
2,316 the number of households
Park shelters/picnic areas
1,814
hav ing needs by the
Large community parks
1,543
percentage of households
Garden Plots
1,472
Outdoor tennis courts
1,471
whose needs are being
Bicycle pathway system
1,463
50% metor less.
Outdoor sand volleyball courts
1,404
Outdoor basketball courts
1,243
Neighborhood parks
1,234
Unmet needs exist for a
Playground equipment
1,106
wide range of outdoor and
Golf course
967
Skateboard park
773
indoor parks and facilities
Disc golf course
712
Multi-use fields (soccer, football, lacrosse)
658
Baseball and softball fields
593
Cricket field(s)
136
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1,000
2,000
50% Meets Needs
Source: Leisure Vision/ETC Institute (January 2010)
3,000
25% Meet Needs
4,000
5,000
0% Meets Needs
Priorities for Parks and Recreation Facilities
in the Woodridge Park District
Q11. Parks and Recreation Facilities That Are
Most Important to Respondent Households
by percentage of respondents who selected the item as one of their top four choices
Neighborhood parks
Bicycle pathway system
Indoor fitness and exercise facility
Indoor walking/running track
Indoor swimming pool/leisure pool
Outdoor swimming pool/water park
Nature center with trails
Large community parks
12%
Playground equipment
12%
Sledding Hill
12%
Golf course
10%
Fishing piers on ponds
8%
Park shelters/picnic areas
8%
Outdoor tennis courts
8%
Indoor multi-use sports field
8%
Multi-use fields (soccer, football, lacrosse)
7%
Outdoor concert/entertainment stage
7%
Baseball and softball fields
5%
Indoor basketball/volleyball courts
4%
Garden Plots
4%
Outdoor basketball courts
4%
Outdoor sand volleyball courts
4%
Disc golf course
3%
Skateboard park
2%
Cricket field(s)
1%
Other
3%
0%
Most Important
Source: Leisure Vision/ETC Institute (January 2010)
10%
2nd Most Important
34%
28%
25%
22%
20%
Neighorhood parks
19%
and outdoor
18%
swimming pool are
most important
facilities for
households with
children under 10
Bicycle pathway
system and indoor
pool most important
with households with
children 10-19
Neighborhood parks
and bicycle pathway
system most
important for
household without
children
20%
3rd Most Important
30%
4th Most Important
40%
Understanding Program Areas With
Highest Growth Opportunities
Q12. Recreation Programs that Are
Most Important to Respondent Households
Q13. Recreation Programs That Households Currently Participate in
District Facilities
28%
Adult fitness and wellness programs
6%
21%
Community special events
18%
20%
Youth sports programs
16%
17%
Golf lessons/clinics
12%
14%
Youth summer camp programs
Senior programs
11%
11%
4%
11%
Adult sports programs
6%
5%
9%
Golf leagues
0%
8%
9%
3%
10%
20%
Most Important for All Respondents
Participate Most Important at Northbrook Park District Facilities
Source: Leisure Vision/ETC Institute (August 2009)
Market Growth
Opportunities
Exist for
Programs of
Importance in
Northbrook Park
District Facilities
10%
Youth Learn to Swim programs
Water fitness programs
Most Often at Northbrook Park
30%
Understanding Support
for Bond Elections
Q14. How Respondents Would Vote on a Bond Levy in Kettering
to Fund the Types of Parks, Recreation, and Cultural Arts Capital
Projects That Are Most Important to Their Household and for the
Amount They Would Support
by percentage of respondents
Vote in Fav or
54%
Not prov ided
4%
Vote Against
10%
Might Vote in Fav or
14%
Not Sure
18%
Source: Leisure Vision/ETC Institute (May 2008)
Benchmarking Provides Better Information
Regarding Realistic Performance Goals
Q10. Have You or Members of Your Households Participated
in Any Recreation Programs Offered by the Glenview
Park District During the Past 12 Months?
by percentage of respondents
Participation is
considerably
higher than
national
benchmark of
30%
Y es
50%
Participation is
higher than
Illinois
benchmark of
43%
No
50%
Source: Leisure Vision/ETC Institute (March 2009)
Benchmarking Provides Better Information
Regarding Realistic Performance Goals
Q3. Have Respondent Households Visited Any
Gurnee Park District Parks During the Past Year
by percentage of respondents
Excellent rating
are considerably
higher than
national
benchmark of
30%
Excellent rating
are considerably
higher than
Illinois
benchmark of
34%
Q3a. How Respondent Would Rate the Physical
Condition of ALL the Gurnee Park District
Parks They Hav e Visited
Excellent
47%
No
22%
Y es
78%
Fair
2%
Good
51%
Source: Leisure Vision/ETC Institute (July 2007)
Benchmarking Provides Better Information
Regarding Realistic Performance Goals
Q25. Level of Satisfaction with the Overall Value
Households Receive from the Geneva Park District
by percentage of respondents
Very Satisf ied
45%
Very satisfied is
significantly higher
than national
benchmark of 26%
and the Ilinois
benchmark of 31%
Don't Know
6%
Somewhat Satisf ied
31%
Neutral
13%
Source: Leisure Vision/ETC Institute (June 2010)
Very Dissatisf ied
1%
Somewhat Dissatisf ied
4%
Developing Strategy
• Why?
• Who is involved?
• Community, stakeholder
input
• Map out the process
• What is the difference
between strategic
planning and master
planning?
Strategic Planning Benefits
Checklist for Strategy Development
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How do you conduct your strategic planning?
What are the key process steps?
Who are the key participants?
What are your short and longer term planning
time horizons?
• How do you ensure the plan addresses: SWOT,
major shifts in technology, markets, customers,
etc., long term organizational sustainability, your
ability to execute the plan?
• What are the key objectives and timeline?
• How do your strategic objectives address
innovation, and balance the needs of all
stakeholders
Review of Organizational Performance and
Results
 Mission. Vision, and Values
development or review
 SWOT
 Financial measures (non-tax
revenue, gross revenues, fund
balances)
Review of Organizational
Performance and Results
 Customer measures (customer satisfaction, customer
referrals, lost customers, customer issues)
 Internal business results (internal customer satisfaction,
efficiency measurements, process improvements,
operational measures, benchmark comparisons)
 Employee measures (satisfaction, core competencies,
alignment with strategy)
Consideration of Demographics and Trends
 Aligning strategy with community needs
 Aging population, yet park and recreation
offerings are youth oriented
 Ethnic diversity
 Balance of programs among age segments
and ethnic groups
 US Census information
 School district, city planning
 Environmental Services Research Institute
 US Sporting Goods Association, American
Sports Study
 Trends process/lifecycle review
The Balanced Scorecard Approach to
Strategy
• Addresses the leadership infrastructure
• Can include master plan elements/or bridge to
master plan
• The four perspectives: customer, financial, internal
business support, and employee learning and growth
• Cause and effect relationships
• Themes, Objectives, Measures, and Initiatives
• Building a Strategy Map
Strategy Hierarchy
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Major Focus Areas
Strategic Themes
Strategic Objectives
Strategic Measures
Strategic Initiatives
Tactics
Cascade to business units
Creating Value through the Balanced
Scorecard
Customer Perspective
– Product/service attributes (price, programs, quality, availability)
– Relationship (customer loyalty)
– Service (access mechanisms, standards, requirements, and encounters)
– Image
Financial Perspective
– Productivity, growth, financial results
Internal Perspective
– Operations Management (maintenance practices, program development, park
design)
– Customer Management processes (support systems and use of technology)
– Innovation processes
– Regulatory and Social processes (safety, environmental)
Learning and Growth Perspective
– Human capital
– Information capital (management of organizational knowledge)
– Organization capital
STRATEGY MAP
Delight the Customer
Customer
Perspective
Expand recreation
opportunities, aligned
with customer need
Improve customer
satisfaction and loyalty
Provide a quality
product at a good value
Financial Capability
Financial
Perspective
Non-tax revenue
Aligning financial
resources
Growing program and
facility revenue
Operational Excellence
Internal
Perspective
Build image and
brand
Drive innovation
Streamline
critical processes
Build strategic
alliances
Continuous Employee Development
Employee
Learning &
Growth
Perspective
Foster a positive work
environment
Develop competencies
Develop customer
focus
BALANCED SCORECARD
Vision: To serve the community by delivering best in class parks and recreation opportunities.
Mission: The Park District is a leader in providing leisure experiences that enhance the quality of life for our community.
Employee
Learning &
Growth
Internal
Financial
Customer
Strategic Themes
Strategic Objectives
Strategic Measures
• Expand recreation
opportunities, aligned with
customer need
• Improve customer
satisfaction and loyalty
• Provide a quality product at
a good value
• Program registration (q)
• Customer satisfaction
(q)
• Customer referral (q)
• Customer retention (q)
Financial capability
• Non-tax revenue growth
• Aligning financial resources
• Growing program and
facility revenue
• Program and facility revenue
(q)
• Alternative revenue (q)
• Non-tax revenue percentage
(q)
Operational
Excellence
• Build image and brand
• Drive innovation
• Streamline critical
processes
• Build strategic alliances
• New programs (q)
• Internal customer
satisfaction (a)
• Partner satisfaction (a)
• Efficiency savings (q)
• Key process documented (q)
Continuous employee
development
• Foster a positive work
environment
• Develop competencies
• Develop customer focus
• Employee satisfaction (a)
• Regrettable turnover (q)
• Percent competencies
achieved (q)
• Percent service staff rated
high (a)
Delight the
customer
Effectively Deploying Strategy
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Top leadership commitment
Retreats
Regular reporting system
Annual report
Measurement system (12-20 Key Measures)
Continuous communication with employees
Performance appraisal for senior leaders
Cascading to divisional and personal levels after a year
Governance and staff involvement
Effectively Deploying Strategy, cont’d
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Stakeholder sharing…cliff notes version
Spreadsheet, software for tracking
Just in time adjustments, annually
Visual management
Tie it into budget process
Institutionalize the process—board retreat,
staff retreat, educate employees about
strategy, recalibrate measures
Deploying Strategy, cont’d.
• Strategy formulation process Fair process:
engagement, explanation, and expectation clarity
• Attitudes: Trust and communication: I feel my
opinion counts
• Behavior: Voluntary Cooperation: I’ll go beyond the
call of duty
• Strategy Execution: Exceeds Expectations: Self
Initiated
Blue Ocean Strategy: Kim, Mauborgne
Summary/Discussion