Return On Investment and Accountability

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GP RED Talk at the 2012 Invitational Think Tank, July 2012, Denver, Colorado

GP RED Talk at the 2012 Invitational Think Tank, July 2012, Denver, Colorado

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  • 1. Teresa Penbrooke, MAOM, CPREChris Cares, Managing Director, RRC Associates
  • 2.  Changing economic climate Repositioning of parks and recreation agencies Reactive or proactive? Tools for use
  • 3.  Mass exodus and retirements of 30 – 50% in the next 5-10 years Impact on health and environment  Need to show economic impact to justify funding
  • 4.  Recreation and Experiences? Quality of Life? Public Health? Public Safety? Transportation? Finance? The built or natural environment? Education and Communication?
  • 5. Our Fit in Overall Public Health Overall Public Health and Wellness IndividualConstitution, Medical Care Nutrition Recreation Basic Cognitive, Social,Preferences, Physical, andSecurity, and Spiritual Activities, Living along with facilitiesEnvironment
  • 6.  89% believe P&R dept’s should take the lead in developing communities conducive to active living Nearly 84% supported recreation programs that encourage active living in their community 45% believe the highest priority is a cohesive systems of parks and trails and accessible neighborhood parks Source: International City/County Management Association
  • 7.  Alpha Site – Bloomington, IN Beta Sites around the Country Toolkit Testing and Dissemination Positioning of Parks and Recreation as a Public Health Solution and Partner
  • 8. Examples: Swim Lessons After school crime reduction Midnight basketball Activation of spaces Guardians of our youth
  • 9.  Trails and sidewalks Alternative transportation ◦ Walking ◦ Biking ◦ Skating ◦ And? Access to the community
  • 10. What if all children had the opportunity to safely bicycle,ski, skate, scoot, or walk to their play destinations? For more information, contact Cindy Heath, cindyh@gpred.org, 303-501-7697
  • 11.  Organizational Sustainability Good Planning Inventory and Analysis of Possibilities Assess Community Needs and Impacts Economic and/or Other Benefits Positioning and Marketing - Communications Tools
  • 12. Consensus BuildingStakeholder Participation Community
  • 13. Needs Assessment and Stakeholder Engagement Develop Strategy for Input Define Stakeholders  Decision makers , staff & Public  User groups & associations, etc. Provide Opportunities  Statistically – Valid Surveys  Public meetings and Online Dialogue  Interviews, Informational Surveys, Focus Groups Key Issue: Facilitate and Organize Activities Getting input from Build Consensus diverse communities Tools
  • 14. Trends Management What things have you seen in parks and recreation lately that you might not have seen 10 years ago?
  • 15. Financial/ Economic Organizational Balance Social/ Environ- Recreation mentalConservation/Passive Mixed Use Active © 2009 GreenPlay, LLC
  • 16. Societal/Community Values Organizational ValuesMember/Staff Governing Bodies/ Values Policy Maker Values
  • 17. Organizational Assessment The mission of Salt Lake County Parks and Recreation is to cooperatively provide diverse recreational opportunities for County residents through facilities and programs that enhance quality of life. Quantitative Salt Lake County Strengths to be continued and2009 Data Source Section Area Planning Area Qualitative Data Data Consultant Professional Expertise Admin/Planning Golf Operations Key Issue - Rating Scale Staff Interviews Questionnaire c - minor issue Blue Ribbon Assessment Leadership Operations Committee Recreation Southwest b - opportunity to improve Interviews Southeast Services A.C.C.T. - longer-term North a - priority - short-term West Staff Park East n/a - not applicable Best Practice or Possible SolutionsOrganizational Culture Create outcomes-based section or job specific performanceStaff feels valued b a b b b b b b b a n/a c c a n/a measures; celebrate successes of meeting job specific goalsStaff feels like an integral part of the Engage in active listening; re-name division to include golf; c b a b b b b b b a n/a n/a c b n/aDivision practice cross functional teaming Manage by walking around/observation; active listening; practiceStaff feels heard b a b b b b b b b a n/a n/a b b n/a appreciative inquiry Solicit and encourage employees to develop new ideas; becomeFear of change a a a a a a a a a a n/a b a b b internal champions of change Create clear expectations tied to section or job specific performance measures/outcomes; this can reduce arbitrary orFear of repercussion b a b a b b b b b a n/a c b b b reactive repercussions because everyone understands what is expected and what the limits of authority are; create cultural change Tie values/principles/division to section or job specific b a b n/a performance/measures/outcomes; practice engaged leadershipMutual respect a a a a a a a a a a n/a Create cross-functional teams or committees to encourage teamCommon goals - mutual accountability b a a b b b b b b a n/a b b b n/a work; update job description and tie changes to section or job specific performance measures/outcomes Push decision making as deep into the organization as possible,Innovation and entrepreneurial thinking b b b a b b b b b a n/a b b b b retain administration or managers veto power & communicate to staff "the why" when different decisions are made Encourage new ideas; see relevance for team; excitement forObjective reflection a a a a a a a a a a b a a b b new possibilities through critical analysisCooperation - collaboration Tools a a a a a a a a a a a a a b a Create efficiencies; practice critical analysis; stewardship of the publics investment and assets warrant diligence
  • 18. Our Role in Financial Sustainability Organizational Values Vision Core Service Identification & Provision Strategies Organizational Mission Financial Resource Allocation Philosophy Financing Goals & Objectives
  • 19. LEVEL OF SERVICE ANALYSISCapacities Analysis Composite Values  Acreage per 1,000 Methodology (CVM)  Amenities  Component Based  Functional analysis  Quantitative analysis  Access and Connectivity Tools
  • 20. SpecializedComponent-BasedAnalysisFor Key IssuesAnd Needs
  • 21. Analysis Perspectives Tools
  • 22. CURRENT 679 Self-reportingBENCHMARKING agencies - medians NPRA “PRORAGIS” WWW.PRORAGIS.COM
  • 23.  Quantitative Justification Dr. John Crompton, IMPLAN & Willdan Financial’ s Work Tourism and VCB information CDC NRPA information Statewide Strategic Planning Efforts Tools
  • 24.  Resources used ROI Direct Vs. Indirect Benefits ◦ Conservation /tree canopy / wetland preservation ◦ Income growth / tourism ◦ Health and Welfare impacts ◦ Community development ◦ Capacity of destination – rooms and support Communication Increased Awareness
  • 25.  EX: Willdan estimates that non-resident park visitor expenditures generates a total of $110 million in economic impacts and 4,300 jobs in the Broward County, FL economy. Direct revenues Table XX Economic Impact of Non Resident Expenditures Jobs created Actual cost to Income Employment residents Direct 67,594,511 3,096 Indirect 17,400,936 447 Induced 24,626,107 758 Total 109,621,553 4,301 Sources: IMPLAN, Willdan Financial Services
  • 26. Courtesy ofTom O’Rourke,Executive Director,Charleston County, SC
  • 27. Financial Capacity Financial Capacity Services Economically Viable Not Economically Viable Assessment Matrix Alternative Alternative Alternative Alternative  2009 GreenPlay LLC Coverage Coverage Coverage Coverage and GP RED High Low High Low Strong Affirm Advance Market Market Complement. “Core Service” Market Development Position Position Position 1 2 5 6Good Fit Invest, Weak Divest Collaborate Collaborate Collaborate or Market or Divest or Divest Divest Position 3 4 7 8Poor Fit Divest Tools 9
  • 28. 60% 40% = 100% 80% 20% = 100% 100% +20%
  • 29. Pyramid Methodology Management tool utilized by agencies across the country Articulates the level of benefit that services provide Aligns with core services Allows for logical determination of:  resource allocation  Subsidy and cost recovery goals  future fees and charges Justifies decisions Tools
  • 30.  Tourism and visitor expenditures  Improved healthcare costs Environmental / Storm Water management Direct Use Value – save $$ for residents Property Values up 10-20% within ½ mile
  • 31.  California, Washington, Michigan, and Oregon – VIP Program Colorado – PEAK Project Florida and South Carolina Working together and consistently Tools
  • 32. REDLine Survey
  • 33. REDLine Survey RestroomsIn your experience : what do you feel is thethe two most important factorsfactor in Most Important In your experience, what do you feel are most important inthe decision of whether or whethertonot to provide restrooms at a park? at a park? the decision of not or provide restrooms Percent Responding 0% 5% 10% 15% 20% 25% 30% 35% Types of activities offered at the park or type of park 31% Cost of installation 18% Number of users of the park 17% Staff resources needed to manage and maintain restrooms 16% Safety and security 8% Distance of the park from homes or other facilities with res 6% Cost of operation 4% Other 0%
  • 34. REDLine Survey RestroomsIn your experience, what do you feel are the two most important factors in the In your experience, what do you feel are the two most important factors in the decision ofdecision of whether or not to provide restrooms at a park? whether or not to provide restrooms at a park? Percent Responding 0% 10% 20% 30% 40% 50% Staff resources needed to manage and maintain restrooms 42% Types of activities offered at the park or type of park 40% Number of users of the park 34% Cost of installation 33% Safety and security 18% Distance of the park from homes or other facilities with res 17% Cost of operation 13% Other 1%
  • 35. REDLine Survey RestroomsDoesDoes your agency have a formal (written) policy that addressesthat addresses your agency have a formal (written) policy when, where, or howwhen, where, or how restrooms be provided in parks? in parks? restrooms will will be provided Yes 18% No Yes No 82%
  • 36. REDLine SurveyRestrooms
  • 37. REDLine Survey Succession PlanningDoes your agency expect to lose leadership/senior staff to retirement Does your agency expect to lose leadership/senior staff towithin the next 3 – 5 years? retirement within the next three to five years? No 26% Yes Yes No 74%
  • 38. REDLine Survey Succession PlanningDoes your Does your agency have a(written) plan for the replacement of agency have a formal formal (written) plan for thevacated key replacement of vacated key leadership positions? leadership positions? Yes 9% No 91% Yes No
  • 39. REDLine Survey Succession PlanningHas yourHas your agency taken any of the following steps to address the loss of address the loss agency taken any of the following steps toof leaders/senior staff to retirement? leaders/senior staff to retirement? Percent Responding 0% 20% 40% 60% 80% 100% Employee development 82% Leadership training 57% Possible reorganization 52% Leadership identification 47% Knowledge transfer and legacy creation (celebration) 22% Formal succession plan in development 21%
  • 40. REDLine Survey Succession Planning Does your agency provide financial support and time forDoes your agency provide financial support and time for continuing education with at least one goal being to preparecontinuing education withto move up in the organization? employees at least one goal being to prepareemployees to move up in the organization? No 35% Yes 65% Yes No
  • 41. REDLine Survey Succession PlanningIn your organization, what has happened to to financial support for In your organization, what has happened financial continuing education resources in the past three years?support for continuing education resources in the past three years? Stayed the same Increased Decreased Decreased 53% Stayed the same 43% Increased 4%
  • 42. REDLine Survey Succession PlanningThinking about employees in your organization would the majority Thinking about employees in your organization, would the majority say that they have thesay that they have the following opportunities available to them? following opportunities available to them? Percent Responding 0% 20% 40% 60% 80% Support for continuing education (paid time) 66% Support for continuing education (fees paid) 65% Support for continuing education (unpaid time off) 47% Performance planning and feedback related to moving up 38% Formal mentoring within the agency 36% Job shadowing 17% Job rotation 17% Executive coaching 15% Formal mentoring outside the agency 10% Other 9%
  • 43. REDLine SurveySuccession Planning
  • 44. Research Tools Desired Emphasis Q. Please circle the word choice that indicates what emphasis you would like to see Jefferson County Open Space pursue.60% 49%50%40% Preservation/Protection Outdoor Recreation30%20% 16% 14% 12% 9%10%0% 1=Strong 2=Slight Emphasis 3=Equal Balance 4=Slight Emphasis 5=Strong Emphasis Towards Towards Towards Outdoor Emphasis Towards Preservation / Preservation / Recreation Outdoor Protection Protection Recreation
  • 45. Research Tools Desired Emphasis (by age) Q. Please circle the word choice that indicates what emphasis you would like to see Jefferson County Open Space pursue.60% Preservation/Protection Outdoor Recreation50% 49% 49%40% Over 4030% Under 4020% 16% 15% 14% 13% 12%10% 10% 9%0% 1=Strong 2=Slight Emphasis 3=Equal Balance 4=Slight Emphasis 5=Strong Emphasis Towards Towards Towards Outdoor Emphasis Towards Preservation / Preservation / Recreation Outdoor Protection Protection Recreation
  • 46. Research Tools Desired Emphasis (by location) Q. Please circle the word choice that indicates what emphasis you would like to see Jefferson County Open Space pursue.60% Preservation/Protection Outdoor Recreation 52%50% 50% 47% 46%40%30%20% 20% 18% 15% 16% 16% 15% 14% 13% 12%10% 10% 10% 9% 7% 8% 5%0% 1=Strong 2=Slight Emphasis 3=Equal Balance 4=Slight Emphasis 5=Strong Emphasis Towards Towards Towards Outdoor Emphasis Towards Preservation / Preservation / Recreation Outdoor Protection Protection Recreation Westminster, Arvada area Wheat Ridge, Edgewater, Golden, northern Lakewood Morrison, Ken-Caryl, southern Lakewood, southern Jeffco Mountain Locations Other
  • 47. Research Tools Desired Emphasis (by most frequent activity, random sample only) Q. Please circle the word choice that indicates what emphasis you would like to see Jefferson County Open Space pursue.70% Preservation/Protection 66% Outdoor Recreation60%50% 49% 47%40% 33% 34%30% 23%20% 20% 16% 16% 17% 15% 14% 13% 12% 12%10% 10% 9% 9% 5% 6% 3%0% 1% 1=Strong Emphasis 2=Slight Emphasis 3=Equal Balance 4=Slight Emphasis 5=Strong Emphasis Towards Towards Towards Outdoor Towards Outdoor Preservation / Preservation / Recreation Recreation Protection Protection Hiking /walking with dog(s) n=242 Mountain Biking n=105 Hiking /walking n=458 Running n=68 Overall n=1,279
  • 48. Research Tools Desired Emphasis Q. Please circle the word choice that indicates what emphasis you would like to see Jefferson County Open Space pursue.60% 49%50% Preservation/Protection Outdoor Recreation40%30% 28% 23%20%10%0% 1,2=Emphasis toward 3=Equal Balance 4,5=Emphasis toward conservation recreation
  • 49. REDLine Survey What? Topics so far? Results? New Questions? Anything else relevant (as much as you want?)
  • 50. Do not fear to be eccentric in opinion, for every opinion now accepted was once eccentric. -Bertrand Russell,philosopher, mathematician, author, Nobel laureate (1872-1970)
  • 51.  Which tools are lacking in your world? What questions do we need answered now? How do we best inform and educate the public and decision makers?
  • 52. What do want or need to do? __________________________________ __________________________________ __________________________________ __________________________________ __________________________________
  • 53. Teresa Penbrooke Chris Cares