2017/2018Oak Lawn Park District Marketing Plan

Table of Contents

I. Executive Summary 3

II. Organizational History 4

III. Organizational Analysis 5

IV. Demographics 7

V. SWOT Analysis 9

VI. Oak Lawn Park District 12

VII. Public Relations Strategies 13 VIII. Surveys & Analysis 19

IX. Centennial Aquatic Center and Central Pool 28

X. Community Pavilion 30

XI. Oak Lawn Ice Arena 31 XII. Racquet, Fitness and Gymnastics Center 32

XIII. Stony Creek Restaurant and Banquet Facility 33

XIV. Stony Creek Golf Course 34

XV. Recreation Programs 35

XVI. Research, Sources and Other Information 53

I. Executive Summary

The Oak Lawn Park District has developed this Marketing Plan to assist in effectively marketing programs and services to Oak Lawn & Hometown residents along with non-residents in other communities. This plan serves as a foundation for the Communication Department and Recreation Department as the Park District continues to achieve and exceed the needs and wants of our growing and diversifying community.

II. Organizational History

On November 28, 1944, voters approved the formation of an Oak Lawn Park District, which was sponsored by the Oak Lawn Lions Club and School District 123’s PTA. This new park district helped mold key contributions to postwar Oak Lawn. The first park board was elected with one member from each of the organizations that sponsored its formation. Our first board members were: Roland J. Beckley, Harvey Bergeson, Lucille C. Gad-dis, John C. Utz and Albert Ver Schave. These founders had a vision to build facilities and also institute pro-grams to meet the recreational needs of the citizens of Oak Lawn and the surrounding communities.

Over the years various facilities have been built and numerous programs established to serve the recreation and leisure needs of the community. Parkland and open space have been expanded, maintained and improved. Plan-ning has and will continue to play an important part in the operation of the Park District.

III. Organizational Analysis

...the Park District currently operates:

Aquatics (Central Pool & Centennial Aquatic Center) Centennial Aquatic Center features Flume Slide, Plunge Slide, Diving Board, wading pool, sand volley ball court, splash Pad and Party Pavilion for rent.

Central Pool features wading pool, diving board and sun deck.

1 splash pad at Centennial Aquatic Center, 1 splash pad at Memorial Park, Water Features at Sullivan Park, Wolfe Wildlife and Phillips.

1 indoor, year-round ice arena with seating for 1100. Facility includes a concession stand and 3 multi-use rooms for off-ice fitness and other activities/rentals.

1 community pavilion with weight room/exercise equipment, 4 indoor basketball courts, 8 volleyball courts, and has an 1/8 of a mile indoor walking/running track. 1 fitness studio, 1 program room, indoor playground, indoor soccer. It also holds or houses small trade shows and expos and well as athletic tournaments.

1 Racquet, Fitness & Gymnastics Center equipped with 5 courts for tennis, 3 racquet/wallyball courts, 2 party rooms, 3 base-ball/softball hitting & pitching cages, fitness center, a gymnastics center, and pickle ball and badminton courts.

1 golf course, 18-hole, adjacent to a driving range and miniature golf course and clubhouse which seats 100. They also have a golf simulator. 1 recreation center (Oak View Center)

There is a combination of 34 parks and facilities owned and operated by the Oak Lawn Park District which cover around 280 acres.We maintain 22 parks, 5 tot lots, 17 playgrounds, 19 baseball fields, 4 picnic areas, 8 sand volleyball courts, 1 soccer field, 16 outdoor basketball courts, 1 bike path, 1 skate park, 2 splash pads, 16 tennis courts, 1 museum, and 1 pickle ball court.

The 3 enterprise funds are the Ice Arena, Racquet, Fitness & Gymnastic Center, and Stony Creek Golf Course. The Pavilion is part of the recreation fund. Other Park District buildings include an Administrative Center; the Oak View Recreation Center, which houses staff, recreation programs and preschool; Menard Activity Center for programs and rentals; Dream Center, the home to many of our special recreation programs; Little White Building located in Lake Shore Park used for recreation programs and preschool; the Main-tenance business office and garage; and David Johnston Center for rentals.

Our 3 natural areas are: Chicago Ridge Prairie located at 105th and Menard, Wolfe Wildlife Refuge located at 109th & Laramie and Lewandowski Arboretum located at 87th St. and 49th Court. Wolfe Wildlife features a walking/jogging/bicycle paths, wetlands and nature studies. Chicago Ridge Prairie is a limestone prairie and features a nature walk, educational gazebo, and is home to the little white lady slipper orchid which is only found in 2 other spots in Illinois.

The Cultural Arts Department of the Park District has a theatre program which offer 6 plays each year.

Largest park is Wolfe Wildlife at 45.7 acres....The only facility where alcohol is served is the golf course. In 2018, Centennial Softball Fields will be an additional place where alcohol is served.

...Stony Creek has their own website at www.golfstonycreek.com.

...The surface of the Ice Arena is larger than that of the United Center where the Chicago Blackhawks play. It is an Interna-tional size rink.

SERVICES

The Park District offers a myriad of recreational programs and services to the 55,000 + residents of Oak Lawn, from tiny tots to senior citizens.

Four times a year the Park District delivers a program guide describing its programs and special events to all the residents in Oak Lawn. Program Guides are no longer delivered through the United States Postal Office. Program Guides are hung on the doorknobs of each Oak Lawn residents home using Door-to-Door Delivery.

The Park District manages a Special Recreation Cooperative Agreement offering recreational programs and services to indi-viduals with disabilities in 9 municipalities.

The Salute to Health program is designed for veterans with disabilities and includes a year-long membership to the Oak Lawn Pavilion for the veteran and a guest of their choice. It also includes personal training sessions and monthly socials open to the veterans and their families.

We partner with the Village of Oak Lawn to provide FREE concerts and movies on the Village Green each summer.Gotta Get Gardening, Aquatics, Bailey’s Crossing, Community Theatre, and Preschool Playtime.

EMPLOYMENT

...The Park District employs a staff of 55 full time and 380 part time employees. There are approximately 247 seasonal employees, which fluctuates with the season.

...We employ approximately 200 teens throughout the year, particularly during the summer months.

GENERAL

...The Oak Lawn Park District is a municipal corporation and is not part of the Village. We are our own taxing body.

...The Oak Lawn Park District operates under the state tax cap.

...We have received over $3,059,000 dollars of grant money in the past 3 years.

...The Oak Lawn Park District’s operating budget for 2017/18 is $10.4 million. Capital projects budget and debt service is $8.6 million. The fiscal year of the District runs from May 1st to April 30th.

…The Park District has 14 different Facebook pages that you can follow. The pages include General, Special Recreation, All Inclusive Playground, Gymnastics, Ice Arena, Nature Program, Racquet, Fitness & Gymnastics Center, Stony Creek Golf and Banquet Complex, Community Pavilion, Gotta Get Gardening, Aquatics, Bailey’s Crossing, Community Theatre, and Preschool Playtime.

…Follow us on Instagram @oaklawnparkdistrict or use #oaklawnparkdistrict.

IV. Demographics - US Census

The Oak Lawn Park District in Oak Lawn, Illinois served 56,257 people throughout Oak Lawn during 2016(American FactFinder, http://quickfacts.census.gov., 2016 and United States Census Bureau QuickFacts https://www.census.gov/quickfacts/).

Examining demographic changes in the population is important in order to understand how the changes may im-pact recreation programs and services. For this analysis, the following demographics were examined from the United States Cencus that is conducted every 10 years: age, race, gender, income, education, and employment.

Age of Residents in Oak Lawn, IllinoisAge Oak Lawn 2000 Oak Lawn 2010 Illinois 2010 US 2010Under 5 years 5.4% 5.6% 6.5% 6.5% 18 years and over 78.1% 21.8% 24.4% 24.0%65 years and over 21.7% 18.0% 12.5% 13.0%

Ethnicity: The Oak Lawn Park District serves a fairly diverse community with various racial/ethnic backgrounds. The table below describes the past and current racial/ethnic composition of the community:

Race/ethnicity Oak Lawn 2000 Oak Lawn 2010 Illinois 2010 US 2010White 93.3% 85.2% 71.5% 72.4%African American 1.2% 5.2% 14.5% 12.6%American Indian/Alaska Native 0.2% 0.2% 0.3% 0.9%Asian 1.7% 2.2% 4.6% 4.8%Native Hawaiian/Pacific Islander 0.0% Z 0.0% 0.2%Some other race 1.6% 1.9% 7.5% 2.9%Hispanic or Latino (of any race) 5.3% 14.3% 15.8% 16.3%White persons not Hispanic X 77.1% 63.7% 63.7%

Gender Oak Lawn 2000 Oak Lawn 2010 Illinois 2010 US 2010Male 46.9% 47.6% 49.0% 49.2%Female 53.1% 52.4% 51.0% 50.8%

Income Oak Lawn 2000 Oak Lawn 2010 Illinois 2010 US 2010Median household income $47,585 $59,050 $55,735 $51,914Median family income $60,575 $75,200 $65,417 XPer capita income 23,877 $29,296 $28,782 XFamilies below poverty level 3.9% X 9.2% XIndividuals below poverty level 5.4% X 12.6% 13.8%

Education Oak Lawn 2000 Oak Lawn 2010 Illinois 2010 US 2010Below Bachelor’s degree 79.1% 74.3% 69.3% XBachelor’s degree 14.1% 16.8% 19.2% XGraduate or professional degree 6.8% 8.9% 11.5% X

Occupation Oak Lawn 2000 Oak Lawn 2010 Illinois 2010 US 2010Employed 56.2% 58.5% X XUnemployed 2.3% 5.2% X XManagement, professional& related occupations 31.9% 31.5% 36.1% XService occupations 10.7% 14.8% 15.0% XManufacturing 12.1% 10.6% 12.3% XX indicates information that was not found.

Sex & AgeMale 48.%Female 51.2%

Under 5 years 6.5% 5 to 17 years 15.2% 18 to 24 years 7.9% 25 to 44 years 24.6% 45 to 54 years 14.9% 55 to 64 years 13.0% 65 to 74 years 8.0% 75 to 84 years 6.7% 85 years and over Median age (years) 41.0 RACE AND HISPANIC OR LATINO ORIGIN One race 97.6% White 84.6% Black or African American 6.0% American Indian and Alaska Native 0.0% Asian 1.8%Native Hawaiian and Other Pacific Islander 0.0% Some other race 5.2% Two or more races 2.4% Hispanic or Latino origin (of any race)18.0% White alone, not Hispanic or Latino 72.6% HOUSEHOLD TYPE In married-couple family 64.0% In other households 35.0% Average household size 2.62 Average family size 3.31 MARITAL STATUS Population 15 years and over 46,640 Never married 31.3% Now married, except separated 48.7% Divorced or separated 11.1% Widowed 8.8% SCHOOL ENROLLMENT Population 3 years and over enrolled in school 13,849 Nursery school, preschool 8.1% Elementary school (grades K-8) 42.5% High school (grades 9-12) 19.1% College or graduate school 30.3%

EDUCATIONAL ATTAINMENT Population 25 years and over 40,112 Less than high school graduate 10.1% High school graduate (includes equivalency) 31.6% Some college or associate’s degree 32.3% Bachelor’s degree 16.6% Graduate or professional degree 9.4% LANGUAGE SPOKEN AT HOME AND ABILITY TO SPEAK ENGLISH Population 5 years and over 53,283 English only 72.0% Language other than English 28.0% Speak English less than “very well” 9.6% EMPLOYMENT STATUS Population 16 years and over 46,079 In labor force 61.8% Civilian labor force 61.7% Employed 55.3% Unemployed 6.4% Percent of civilian labor force 10.5% Armed Forces 0.1% Not in labor force 38.2% Civilian employed population 16 years and over 25,461

EARNINGS IN THE PAST 12 MONTHS (IN 2015 INFLATION-ADJUSTED DOLLARS) FOR FULL-TIME, YEAR-ROUND WORKERS Population 16 years and over with earnings 17,691 $1 to $9,999 or loss 0.9% $10,000 to $14,999 2.6% $15,000 to $24,999 10.4% $25,000 to $34,999 14.8% $35,000 to $49,999 22.9% $50,000 to $74,999 25.9% $75,000 or more 22.5% Median earnings (dollars) for full-time, year-round workers: Male 53,782 +/-2,935 Female 41,904 +/-861 Median Household income (dollars) 56,185

IV. Community Demographics -

Though the United States Census is a great measure of city demographics every 10 years, it is important to note that community demographics are constantly changing. With this said, researching and collecting any type of annual demographic statisitcs, if available, is key in making sure we are keeping on trend and offering programs that will benefit the whole community.

The Village of Oak Lawn does not collect annual demographic information. Therefore, information has been collected online through the following website: American Fact Finder, https://factfinder.census.gov/, for the year of 2015.

Age of Residents in Oak Lawn, Illinois

In 2015, the total population was 56,980

SWOT Analysis

Strengths • Breadth of Innovative and unique program offerings • Strong sense of community • Communications • Clean, well maintained parks • Friendly, helpful, competent front line staff • Passionate, committed management and staff • Wide base of community support • Improved Customer Service experience• Professionals o Credentialed o Low turnover in full time employees • Ethical operation.• Consistent GFOA award • Accredited nationally and locally, numerous awards• Good employee newsletter • Theater program• Special Recreation programs• Strong non-resident participation• Maintenance department that provides incredible quality of workmanship on all projects and park upkeep• We are based in a good suburb of Chicago with many great communities surrounding us.• Our reputation is great and we have a great history to back it up• We provide leisure opportunities for people of all ages and abilities• Low turnover rate • Our facilities are in great shape for the most part and they all provide different forms of recreation• Our outside facilities, such as our parks & trails, are so beautiful and rich in nature that I sometimes forget we are located so close to one of the busiest cities in the world. • For the most part, our work force gets along with each other and works well with each other to reach common goals.• We have many employees who buy into our mission and it shows through their actions. • Oak Lawn Park District’s reputation • Facilities and diligence on capital project improvements• Management expertise, philosophy and passion• Culture of investing in innovative outcomes through calculated risk-taking• Pavilion Expansion- increased recreational opportunities (Indoor Soccer)• Number of grants received • We also do a nice job of staying connected with current trends, in areas of programming and the park amenities.• Our successful partnerships • Maintaining a united front when dealing with controversy• Having a board that supports our activities• Having the funds to renovate our system of parks. • Updated parks• Progressive leadership• Value priced services• Continuing education opportunities• Special events• Staff knowledge & experience• Team oriented• Healthy Living Program• Flexible family friendly workplace• Accessibility• Awards like CAPRA, DA, GFOA• Communication between facilities• Rec Trac

• Special Recreation programming• Staff that is specialized, qualified and certified, with great, caring attitudes and that strive to be the best.• Easy access to Oak Lawn and all facilities with spacious parking and handicap accessible.• Offering seasonal and year-round services, events and banquet options.• Departments working together to improve overall operations of the Park District.• Location just off a major expressway and major roads that pass through the city.

Weaknesses • Website’s Usability/Lack of Mobile Functionality• Fear of, and resistance to, change!• Reliable IT hardware, software and infrastructure • Communications • Limited Budget• Aging condition of facilities• Poor communication among all levels of staff• Human Resources (for part-time)• Technical resources for staff and public• Benefits for part-time staff• Not all programming is still flourishing – need to honestly identify stragglers and either commit to revive or discontinue• RecTrac implementation on certain products/components• Website• Employees who are too content & do not go above and beyond what is expected of them. (internal)• Many people think we are part of the village, so by default when people get upset at the village, they include us in that disappointment (external)• We have too many employees who are afraid of change. Therefore we have many policies & practices in place that are outdated and can be done more efficiently. I feel too many employees just go with the motto “We do it this way because that is how we’ve always done it”. I don’t think that way of thinking is beneficial at all. (internal)• With the state of Illinois being a mess, it is hard to get funding for all the projects we would like to pursue (external)• There is too much divide with Maintenance, Non-maintenance, and Stony Creek employees. • Funding • Responsiveness to budget challenges• Competitive salary structure• Accounting bureaucracy (Internal Service Fund accounting)• Building WIFI, Comcast, Ease of use on website• Lack of branching out. Share Ideas, Contacts, Experiences amongst facilities• Co-operative purchasing. • Not being able to maintain the water quality in creeks.• Lack of dedicated soccer fields. • Lack of open space• Facility space usage• Active adult programming• Complacency• Include entire community • Teen programming• Customer service• Special events• Inconsistent policies/staff awareness of updated policies• Lack of use of free social media opportunities• Staying on top of technological issues and lack of follow up on IT issues• Front desk attire is not appealing• Overcomplicating administrative procedures• Lack of communication from Admin to non-administration staff when major changes have been made• No indoor pool• Changing demographics in Oak Lawn area• Weather that affects outdoor programs.

• Increased service demands from community.• Changing population and age groups available for programs.• Training staff about policies and procedures.• Limited advertising and marketing for certain facilities that under utilize Facebook, Twitter, Instagram and other marketing that is popular today. • Provide more than one reminder and adequate time for marketing ideas or deadlines.• Lack of professionalism.

Opportunities • Cloud Computing• Technology advances • Intergovernmental Collaboration• Business partnerships• Internal - staff training staff • New Board coming on • Growing population of “active seniors”• Grants/Donations• Pre-school?• Crowdsourcing and community engagement• More affordable all-day Day Camps to help working parents• Growing teenage population• Increasing emphasis on wellness for the employee, community and preschool children.• Inclusive playgrounds• Stony Creek – New format and business plan implementation• Village of Oak Lawn relationship• Find new uses for buildings/parks throughout the Village• E-filing. • There are many small steps we can take that will equal up to big savings. • Mixed-use daycare facility• Expansion of successful programs (e.g. Gymnastics, FLASH, Volleyball for Charity)• Aggregation of purchasing power through evaluation of vendor cost centers• Tyler accounting resource to managers• Facility Upgrades (New Gymnastics, Day Care, Parks)• Trending Sports: Pickleball, Lacrosse • Diverse community• Customer Service• SRASA• Volleyball for Charity• Cooperation with other organizations• Special Events• Innovative Programming• Growth within position• Thinking “outside the box”• Conferences, Seminars, etc.• Leadership Academy• Inclusion Playground• Adding more shows and expos to bring in more people• Diversifying new programs and or events culturally• Christ Hospital and Little Company partnerships• Increase and improve advertising and marketing for all facilities.• Updating and maintain websites and Facebook• Attending business related functions • Utilize vendors to increase sales, services and marketing • Improve “branding” of the facilities • Improve financial reporting.

Threats • New and changing technologies• Aging workforce and loss of experienced personnel• Resistance to change• Changing environment, especially for communication/marketing• State budget issues• Duplicated or overlapping programs and services within the community and surrounding areas• Aging facilities • Rising utility costs• Chicago minimum wage hike• Communication challenges as we grow• Rising healthcare costs• Limited resources• Economy• Program costs• Competitive wages• Apathy• Club teams• Perception that the park district belongs to the village• Preschools/day-care center offerings overlapping our similar programs• Competition from our surrounding communities. Ex: The Ice Arena/Gymnastics facility that opened in Beverly• Our retirement insurance policy • Legislative freeze on property taxes• Unfunded public policy mandates; ACA, DOL, and FLSA• External interference and distractions to District’s mission and strategic plans• Political Climate• Youth Organizations Duplicating Programs• Decline of outdoor sports use: Baseball, Tennis, • Sedentary lifestyles/keeping community active• Social media• Customer service• Public perception of our programs and services• Low rate fitness centers and classes in the area• Parochial Schools Sports Programs• Tax Cap legislation• Weather that affects outdoor programs.• Residential demographics changing.• Bad customer service at facilities.• Park Board that is distrustful of staff and uncohesive.• Politics that affects the efficient operation of the district and the ability to serve the residents.

VI. Oak Lawn Park District

Vision Statement of the Oak Lawn Park DistrictThe vision of the Oak Lawn Park District is to create an environment that promotes happiness among staff and patrons.

Mission StatementThe Oak Lawn Park District promotes a strong sense of community by providing leisure opportunities and the preservation of natural resources that enhances the quality of life and wellness for everyone.

Park District Strategic Initiatives (2017-2019)

Strategic Initiative #1To improve communication

Strategic Initiative #2To continue improving, expanding, and adapting to current and new technology

Strategic Initiative #3To increase funding

Strategic Initiative #4To expand and stay current on relevant programs and services for all

Strategic Initiative #5To improve customer service on all levels

Overall Marketing StrategyTo raise patron awareness of all the services the Park District offers through consistent and positive messages.

Marketing/PR/ & IT Goals (2017-2018) Goal 1: To continue to produce quality publicity materials Goal 2: To continue to increase park district visibility in the community Goal 3: To continue to increase interdepartmental communication Goal 4: To analyze quantitative research Goal 5: To analyze qualitative research Goal 6: To increase customer service to all staff Goal 7: To increase sponsorships & advertising opportunities Goal 8: To use videos to be highlight facilities/programs/events Goal 9: To reach new patrons & non-residents Goal 10: To utilize Instagram and/or Twitter Goal 11: To install Facility-to-Facility Wireless System Goal 12: To finish Phone System Replacement Project Goal 13: To install large monitors in facility lobbies for promotional use Goal 14: Update District’s website Goal 15: Replace Networking Hardware to gain PCI Compliance Goal 16: To maintain active technology training for all staff in the following areas Goal 17: To maintain current operations

VII. Public Relations Strategies

Public Information, Community Relations and Marketing Statement The ultimate objective of the Communication Department is the development and implementation of mar-keting strategies that effectively promote the various programs, events, facilities and services that the Oak Lawn Park District provides for our patrons.

The Marketing & Public Relations Supervisor at the Oak Lawn Park District is responsible for the marketing, public relations, public information and advertisement of park district activities. Information is disseminated to the public and local media by means of the seasonal park program guides, press releases, paid advertisements, flyers/posters, email blasts, community events, social media, videos and the website.

The Marketing Supervisor is also responsible for the implementation of programs that improve inter-agency communications and morale as well as improving channels of communication with the customer.

Park District support for the community is also an important goal of the Park District. Support is shown through the various boards staff serve on, through advertisements and donations, and through the presence of staff at exhibitions and community events. The Park District also partners with numerous businesses to offer new and low cost special events.

The Park District also has a Superintendent of Communications and a Graphic Artist who works closely with the Marketing & Public Relations Supervisor to accomplish goals and objectives.

We have also aquired Marketing Interns to help aid the Communications Department in accomplishing goals and objectives.

2016-2017 Accomplishment Highlights

PR/Marketing• We maintained our sponsor relationships with: Oak Lawn Firefighters , St. Xavier University, & Chick-Fil-A• We developed new sponsor partnerships:Mary K, ComEd & Edward Jones • Oak Lawn Park District Facebook Page is up to 3,290 “Likes”. Last year at this time, there was 2,713 “Likes”. This is an increase of 577 likes in a year.• We welcomed our first Marketing Intern in Fall, and hired a new Graphic Artist • We submitted and won an award for IPRA’s Monarch Festival Special Event.• Our Customer Service Committee put the finishing touches on a new Secret Shopper Program, which will be implemented in the coming year.• We ramped up our Social Media presence by increasing paid advertisements, and producing Face book events as a way to increase FREE promotions.• Applied for the 2017 NPRA Gold Medal Award.• Designed and produced our first full color program guide.• We produced and distributed a promotional video for Centennial Aquatic Center and Central Pool.

Technology• Phone System Planning – we worked closely with our phone vendor, ATI, to plan and map out a new phone system. District Staff were involved in all aspects of the planning stages. The required servers and controlling software were set up and configured, and call routing was designed. Network limitations pre-vented us from stalled , but ready to roll in new year • In order to combine the tech hardware and network resources of the Ice Arena and the Administration Building, we ran fiber optic cable under parking lot between the two facilities to combine them into one facility network infrastructure. Combining the two facilities will save us a significant amount of money mov-ing forward. This is in anticipation of our facility-to-facility wireless and phone system projects.• Worked with Maintenance Department to configure and roll out Maintenance Trac, a comprehensive mobile work order and manpower tracker. 10 mini tablets were purchased, configured and distributed for Maintenance crews to use in the field.• We hired a highly qualified IT Tech Support assistant• Worked with Village to: o Gain access to Village owned wireless tower o Cooperative Tech Testing o Technology Staffs from the Park District, Village, Library, and 911 Center, collectively put togeth-er an RFP to have each of our Network Systems tested for vulnerability. By soliciting proposals as a group, we’ll be able to secure the work at a much more reasonable rate than if any of us were to do it separately.• Completed phasing out the obsolete Operating System, Windows XP, by either purchasing or updating a total of 15 new PCs through the District to Windows 7 or, in some cases Windows 10.• Introduced better Communication tools o Increased communications by instituting a TECH BULLETIN email system that is used to send critical information out to selected staff. The account is used to share outage information, email warnings, and general information o The online team communication tool, #Slack, has been used by the Core Tech Team for 6 months, and will be rolled out to all staff shortly. Internally, we’ve used this program with great success to trade notes, comments and issues in real time.• Worked with Pavilion staff to purchase, configure and distribute tablets at each of our FLASH satellite sites.

Where We Are Now - Public Information Statement

The Oak Lawn Park District Communication Department strives to keep the community informed of pertinent information in a consistent and timely fashion. Information is disseminated to the public and local media by means of the seasonal park program guides, press releases, paid advertising, Constant Contact, School newslet-ters, local access cable station, Facebook, website and through partnerships with local organizations.

• Seasonal Program Guides - 4 seasonal program guides are produced and delivered by Door-To-Door Direct to all residents. The program guides inform the community about programs, events, facilities and services the park district offers during a particular season.

• Press Releases - Press releases are sent out to media as needed to spread the word on programs, special events and important park district issues. Regular dialogue with the media assists in keeping them informed about what is going on at the park district and reinforces a positive relationship. Media is also invited to any type of event for a story or photo opportunity. Press release are also published by the Marketing/PR Supervisor on Patch and Chicago Metro Mix.

• Website - The park district website, is updated on a regular basis to provide residents with current informa-tion about programs, events and facilities. The current park district program guide is online. We continue to utilize the breaking news and calendar of events features. The website also provides links to other commu-nity organizations. Patrons can register online. This feature has attracted more patrons to find information through our website.

• Paid Advertising - Display ads are purchased by the park district to publicize and promote special events, programs or specials. Ads are also purchased to show support of community organizations.

• Constant Contact - The park district sends bi-weekly updates via email to patrons who have signed up to re-ceive information on either specific or general information. This is a great way to get quantitative measurements on the surveys read. Monthly Employee Newsletters are also distributed through Constant Contact. This keeps staff up-to-date with upcoming events, activities and projects which in return helps us answer any patrons ques-tions. Also, many of our employees and their families and friends utilize our programs and facilities.

• School Run Flyer - A monthly school run flyer is sent to all the local schools. Information included in the fly-ers pertain to the age group of the students. It informs students and their parents of upcoming events, programs and registration deadlines. Many schools are selecting an alternative way to disperse these flyers by using a digital backpacking system. This saves on paper and helps both the schools and park district “go green”.

• Local Access Cable Station - Press Releases are also sent to the Village of Oak Lawn to be placed on the local access cable station and marquee.

• Oak Lawn Matters “Village’s New Newspaper” - Press Releases are also sent to the Village of Oak Lawn to be placed in their new local Newspaper.

• Videos of Facilities/Parks/Rentals -The Park District has really embraced the use of videos as a way to pro-mote. The continuation of producing these high quality videos is a main goal. The Pools were captured this year. The next videos are to focus on our other facilities.

• General Street Pole Banner -The Park District purchased two general banners through the Chamber of Com-merce that are dispalyed among other business banners on high traffice streets. Both banners contain our logo and phone number. This is a great way to get exposure and show our community support.

Where We Are Now - Public Information Statement

• Local Organizations - The park district is very active with the Chamber of Commerce, South Suburban Parks and Professional Recreation Association (SSPRPA), Illinois Association of Park Districts (IAPD), Illinois Parks and Recreation Association (IPRA), Community Partnerships and other social organizations. Both of these organizations provide alternative outlets for media opportunities as well as interaction with other agencies.

•Facebook- The park district has 13 Facebook pages available to the public. Each page is facility or program related. If a patron “Likes” a page, they can receive instant updates on park district activities and post or comment. Staff are encourage to post daily.

•Facebook Events - The Communication Department also creates Facebook events once a press release has been completed. This allows us to target market and interact with those users who are interested in a spe-cific event. It tabulates a reach number. It also sends updates to those interested/attending the event.

• Surveys- The Park District encourages customer feedback. Survey evaluation forms on programs, events and services can be found online at www.olparks.com. Surveys are also conducted through an online tool called Sur-veymonkey. This helps staff manage surveys and analyze the results. Survey links are posted to Facebook and sent in email blasts to increase patron participation. Hard copy surveys are also made available at each facility.

• Video Snipets - Videos are becoming more popular as seen from our Facebook responses and are being posted to our YouTube Channel and on Facebook.

• Pamphlets - New demographic or facility related pamphlets have been created an icludes a Senior Pro-gram, Stony Creek Golf Course, Restaurant & Banquet Facility, and Summer Day Camp pamphlets.

• Flyers/Posters - The Graphic Artists designs weekly flyers and posters that are displayed at each facility, booths, and posted to Facebook and our website.

• Adult Newsletter - The Graphic Artists designs a monthly Adult Newsletter that promotes our adult pro-grams/events. This flyer is distributed at the Train Station, Library, Senior Center and is displayed at all our facilities.

• RecConnect - A new feature that Park District staff is utilizing is called RecConnect. This tool allows staff to send specialized emails and notifications to patrons who are registered for particular classes and special events. This allows us to reach those patrons who are directly effected by the information instead of saturating uninter-ested patrons.

• New Resident Coupons - New Resident Coupons were designed to encourage new residents to utilize Park District services. Each facility offers some type of discount. Oak Lawn Public Works is including the coupons in their Welcome Packets that each new Oak Lawn resident receives.

• Park Your Comment Cards - These business sized cards have a Park District related topic and the appropriate phone number a patron would contact if they needed further information on the topic. The card has been dis-persed to each facility front desk staff and to our maintenance department to hand to patrons who have ques-tions pertaining to another department or facility.

• Facility Magnets - Magnets showcasing each Park District facilities information; name, address, phone num-ber were created and purchased. This allows patrons to have this key information available at their fingertips. Magnets have also been include in Public Works Welcome Packets. Magnets are also used at promotional booths.

Where We Want To Go And How We Want To Get There

The Oak Lawn Park District is constantly reevaluating and updating to better inform and serve the community. As technology changes and the every day needs of the community change, the park district must change as well in order to keep up with current trends.

In order to reach segments of the community that the park district does not already service on a regular basis, the park district is looking into new and innovative ways of attracting new users. Community segments that need to be addressed are teens, seniors and the culturally diverse resident groups.

The park district is looking into to the adding digital tv’s, a more interactive website, and use of social media avenues as ways to further disseminate information and aid in targeting the missed segments of the com-munity.

• Instagram/Booomerang - The Annual External PR/Marketing Needs Assessment established an interest from patrons infollowing the Park District on this social network. This will also help in efforts to increase our photo library. An account has been made and promoted. We would like to keep a steady increase in posts and followers.

• Digital TV’s - Display tv’s within each facility to replace current paper flyers. Also offer advertising opportu-nities to business. This particular item was added to the budget this year.

• Digital Marquee - Oak View Center, Community Pavilion and Racquet, Fitness & Gymnastics Center are all located on high traffic streets. Digital Marquees would be a great attention getter and help us cross promote Park District activities.

• Street Pole Banners - Highlight the programs or activities that take place at each facility by creating color-ful and fun street pole banners to hang on the light posts in front of each facility. This is a great way to show-case a positive and inviting image while also bringing attention to a facility.

• Facility Signs - The PR/Marketing survey has also established that patrons still find a handful of facilities hard to find based on outdoor signs.

• Surrounding Community Involvement - The Park District saturates the Oak Lawn community with promo-tions, but we also need to look at promoting to our non-residents. Possibly introduce School Run flyers to neighboring community schools and attending more booths outside the Oak Lawn community.

• Facebook Live - Social media continues to update their applications. One of the newer additions is live video streaming from Facebook. This could be useful at ribbon cutting ceremonies and at big events.

• New Website - As seen through the results of our Marketing Needs Assessment Survey, patrons find that our current website needs some improvement. Improvements should incldue easier navigation and search tools. It will also need to be maintained more frequently so information is kept up to date. We may also want to look into a more interactive map for our facilitie and parks.

• Tablets - Surveys no longer have to be conducted behind a computer. As seen with our Fourth of July event, utilizing tablets to collect survey data showed success. Instead of handing out a hard copy survey or asking individuals to visit a website to complete a survey, this route receives higher numbers • Newsletter to High School/College - We currently send out an Adult Interest Newsletter and a School Run Flyer which targets adults and youths. We would like to contact the High Schools and Colleges to see if we can exapnd upon the reach of these promotional items and target teens and young adults.

4.2 Assessment

Assessment is a key component to any marketing plan. Quantitative and qualitative method are necessary to determine the effectiveness of of the plan. Ways of measuring the plans effectiveness are:

1. Tracking information published in the local media versus what was submitted. 2. Coupon tracking. 3. Website hit counter 4. Surveys, both internal and external 5. Social Networking followers and statistics 6. Software programming 7. Online Registration 8. Facebook Advertisement 9. Secret Shoppers 10. Advisory Groups

VIII Surveys - University of Illinois Needs Assessment Survey Highlights (2015)

IntroductionThe Oak Lawn Park District (OLPD) recently completed a strategic plan and was interested in learning more about the community’s current needs and future interests with the park and recreation services and programs being offered. The OLPD contracted with the Office of Recreation and Park Resources with the University of Illinois, Urbana-Champaign to conduct a community survey to gather this information.

A total of 309 residents responded to the survey request and provided their feedback to questions about their cur-rent park district participation, suggestions for areas to make improvements within the park system, and opinions regarding some potential projects being considered by the OLPD.

The information compiled for this public report will help the Oak Lawn Park District work toward the goals identified in their strategic plan. • To maintain a high level of customer service and develop consistent policies and procedures district wide.• To develop consistent policies and procedures across all operations.• To identify and respond to current and changing trends.• To develop a capital assessment plan for each facility.• To develop comprehensive training to maximize new software.

ProcessThe survey questions were developed by the Office of Recreation and Park Resources, which were based on infor-mation requested by the Oak Lawn Park District. The surveys were mailed to a randomly selected sample of 3000 Oak Lawn residents during November and January. Social media and newspaper announcements were also used to reach Oak Lawn residents that would be interested in completing the survey online. Residents that completed the survey directly returned their surveys to the Office of Recreation and Park Resources where the survey data was analyzed.

Surveys - University of Illinois Needs Assessment Survey Highlights (2015)

Preferences for Marketing among ResidentsThe top two marketing methods reported by respondents stayed consistent from 2006 to 2014. However, compared to the 2006 survey, in 2014 respondents indicated a preference for email and the agency website, whereas in 2006 respondents reported a preference for newspaper and school flyers. No age differences were detected for marketing preferences.• Direct mail is still the most preferred method Oak Lawn residents wish to learn about park district programs and services.• The brochure was the second most preferred method of receiving information about the park district.• Email and the agency’s website were the third most preferred methods of learning about the park district’s programs and services.

MarketingMultiple marketing methods are used to ensure community awareness of all the programs and services offered by the Oak Lawn Park District. Generally, most respondents prefer to get their information through the program brochure or direct mail. Regardless of age, the brochure is by far the preferred form of communication by all survey respondents. Electronic communications through the website, email, and social media were appear to be used as secondary sources of information across all age ranges.

22

Note: Valid N=259 Respondents’ comments regarding preferred methods of contact:

• Local news paper • Oak Lawn Park District managers and get through the mail. • Perhaps the village marque on 95th street. Please stop catering to the

electronics! 50% of American seniors are not connected to the internet • Send info to schools private/parochial • Spring/summer; fall/winter booklet • The recreation book delivered • I am 86 years old I do not have computer. I like to keep active and would

like to have a facility in Oak Lawn instead of traveling to Burbank

Brochure   Direct  Mail   Website   Newspaper   Friend/Neighbor   E-­‐mail  

Park  District  Staff  

Social  Media  

School  Flyers  

1st   24%   26%   5%   2%   0%   5%   1%   3%   1%  

2nd   23%   17%   16%   9%   5%   17%   3%   8%   3%  

3rd   5%   6%   10%   11%   3%   9%   4%   7%   3%  

0%  

5%  

10%  

15%  

20%  

25%  

30%  

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Preferred Methods of Contact: Overall

Respondents’ comments regarding preferred methods of contact:• Local news paper• Oak Lawn Park District managers and get through the mail.• Perhaps the village marque on 95th street. Please stop catering to the electronics! 50% of American seniors are not connected to the internet• Send info to schools private/parochial• Spring/summer; fall/winter booklet• The recreation book delivered• I am 86 years old I do not have computer. I like to keep active and would like to have a facility in Oak Lawn instead of traveling to Burbank

Surveys - University of Illinois Needs Assessment Survey Highlights (2015)

23

Note: Valid N=116

Note: Valid N=130

Brochure Direct Mail Website Newspaper Friend/Neighbor E-mail

Park District Staff

Social Media

School Flyers

1st 26% 29% 9% 2% 0 10% 0% 5% 3%

2nd 24% 16% 21% 6% 8% 25% 3% 16% 5%

3rd 7% 9% 16% 9% 3% 14.0% 5% 8% 6%

0%

5%

10%

15%

20%

25%

30%

35%

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Preferred Methods of Contact for Ages: 50 and under

Brochure Direct Mail Website Newspaper Friend/Neighbor E-mail

Park District Staff

Social Media

School Flyers

1st 30% 34% 3% 3% 0% 4% 2% 2% 1%

2nd 30% 24% 16% 15% 4% 18% 3% 5% 3%

3rd 5% 6% 9% 18% 5% 8% 4% 9% 2%

0%

5%

10%

15%

20%

25%

30%

35%

40%

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Preferred Methods of Contact for Ages: 51 and older

Surveys - University of Illinois Needs Assessment Survey Highlights (2015)

General Suggestions:

Promotion• I think the district should let the community know more about what going on in the community. It would keep the children more active and care more about each other.• In this day and age it is better to use social media advertising because many of my peers (myself included) don’t read written print, or listen to local radio. Our free time is limited, therefore we use on demand options for music, video, andother entertainment services. As previously stated, I was unaware of many of the services regularly offered by OLPD.• The park district website contains the program guide for the upcoming (winter) session which is now open for registra-tion. I could not find the program guide for the current fall session. I’d like to see information for both the current andupcoming sessions made available on the website. That would let me check on holiday closings and ending dates for the current session; now I have to find the old brochure in order to get that information.• I wish to hear more about Oak Lawn activities. Oak Lawn is home for my family and would like Oak Lawn to continue to be the town it has always been - Family and Safe. The park district helps keep families active and safe. Thank you for55 your services and to the people that serves and to the people that service the community. Keep up

Surveys - External Marketing/PR Needs Assessment Survey by Communication Department (2017)

The Oak Lawn Park District’s Marketing & Public Relations Supervisor developed and promoted an Annual Marketing/PR Needs Assessment Survey for patrons to complete.

Surveys were made available from April 6 through May 1. This gave the Communication Department a little less than one month to collect responses. Patrons had the option to be entered into a raffle (one entry per household) for a chance to win a (one) Oak Lawn Community Theatre gift card good for Two Admissions to one 2017 Theatre Produc-tion. Surveys were posted to Facebook, sent in email blasts, were available online at www.olparks.com, and hard cop-ies were available at each facility front desk. 42 surveys were completed. Of that total, 39 were completed online and 3 were completed hard copies.

Compared to last year’s 63 survey participants, there is a noticeable decrease in survey participation.

Results

The first questions pertain to participant demographics.

85.37% are females, 12.20% are males, and 2.44% preferred not to say. 30 respondents are Caucasian (Non-Hispanic), 2 are African-American, 5 Hispanic, 1 Asian, and 1 preferred not to say. Ages 30-39 and 40-49 each were represented at 34.15%, 50 & Over is 21.95%, followed by ages 21-29 at 4.88%, ages 18-20 at 2.44%, and 2.744% preferred not to say. 73.17% are residents (includes Oak Lawn and Hometown) and 26.83% are non-residents.

The next questions pertained to satisfaction of promotional materials.

The majority of the population with 40% is Highly Satisfied with the seasonal program guides. Next is Satisfied with 37.50%, Average with 12.50%, Unsatisfied with 5.0%, and 5.0% are Highly Unsatisfied.

Patrons are allotted space to provide any additional feedback on the seasonal program guides.Comments included program specific suggestions such as: [Offer]More than one class per week, new programs (old stuff), have programs end by 7:00P, offer programs for visually impaired/blind community, more activities for younger kids, and when class changes are made to the program guide send out an email blast [to the patrons] with the chang-es.

Comments directed towards the design or delivery of the program guide include: Easier search for classes online (maybe a keyword search), deliver to Hometown residents, and provide a calendar for tot and youth programs.As far as satisfaction with the website, www.olparks.com, a majority of the population is Satisfied at 35.90%. 25.64% are Highly Satisfied, 17.95% are Average, 15.38% are Unsatisfied, 2.56% are Highly Unsatisfied, and 2.56% do not use the website.

Patrons are again allowed space to provide additional feedback on the website.Suggestions include: It needs to be more organized, easier search for classes, update the content, not accessible for screen readers, easier search in program guide, calendar with programs, and easier online registration (including navi-gating in the shopping cart).

Question 12 asks whether or not the individual “likes” any of the Oak Lawn Park District Facebook pages. 30 partici-pants responded Yes , while 8 participant responded No.

Question 13 was a follow up question to ask those who responded No to question 12, why they do not “like” our Face-book pages. 2 respondents are not on Facebook, 1did not know they existed, and 1 never looked at them.

Question 14 asks which social networks would individuals be likely to follow us on (Twitter, Instagram, Tumblr, Pinter-est or Other). The most popular response was for Instagram with 70.59%, followed by Twitter with 47.06%, followed by Pinterest with 11.76%, and Tumblr with 5.88%.

Question 15 asks if park district facilities are easily identifiable based on outside signs or banners. 75.68% responded Yes while 24.32% responded No.

For those who responded No to question 15, a follow up question of which facilities are not easily identifiable by out-side signs or banners, the following facilities received votes:

6 for Administrative, 4 for Ice Arena, 4 for Oak View Center, 6 for Racquet, Fitness & Gymnastics Center, and 1 for Stony Creek Golf Course, Restaurant & Banquets.

Question 17 has participants rate a list of promotional tools as the most important to least important way they get information about the Oak Lawn Park District. The following are the promotional items they find the most important to least important: 1. Seasonal Program Guide 2.Website 3.Facebook. 4. Word-of-Mouth & Flyers 5. Newspaper Article, Coupon Offers, and Constant Contact E-blast 6. School Run Flyers 7. Booths & Other 8. Cable Station.

Question 18 asks how satisfied the population is with the Oak Lawn Park District’s involvement in the community. Out of 33 respondents, 16 are Satisfied, 8 are Highly Satisfied, 4 are Average, 3 are Unsatisfied, and 2 are Highly Unsatisfied.

Question 19 asks how satisfied the population is with the marketing towards all ages. Out of the 33 responses, 14 respondents are Satisfied, 9 are Highly Satisfied, 5 are Average, 4 are Unsatisfied, and 1 is Highly Unsatisfied.

Question 20 asks how satisfied the population is with the marketing towards all ethnicities. Out of 33 respondents 13 are Satisfied, 11 are Highly Satisfied, 7 are Average, and 2 are Highly Unsatisfied.

Question 21 asks how satisfied the population is with the marketing towards individuals and businesses outside of Oak Lawn. 27.27% responded Satisfied, 30.30% responded Highly Satisfied, 36.36% responded Average, and 6.06% responded Unsatisfied.

Question 22 asks in a month, how often the population participates with the Oak Lawn Park District. 4 responded Never, 16 responded 1 – 3 times, 3 responded 4 – 6 times, 3 responded 7 -9 times, and 7 responded with 10 or more times.

Question 23 asks what other organization(s) the populations utilize for leisure and/or recreational needs.With the highest amount, Libraries have 26 respondents. Next is School with 16 respondents, Church with 13, The Vil-lage with 12, Fitness Gym with 10, Other Park District with 7, Special Recreation Association with 5, Travel League with 4, Other is 2, and None is 0.

As far as Other organizations patrons use, responses include Museum and (Oak Lawn Baseball, Music Lessons, Yoga, and Martial Arts for younger children).The last question was left for feedback. Some feedback included:• Most activities have one class per week and this is not enough. Front offices need more information about activities to help answer inquiries. Some activities are expensive like theatre. Why is there no class for learning different lan-guages.• Work to reach your audience more through social media. Share pictures and interact more. Summer swimming classes should have more shade for parents. Should provide FREE wifi.• Customer Service at Stony Creek• Lower prices for residents and charge non-residents more. Improve the website and make online registration more user-friendly and do away with the program guide. Instead send promotional mailers with registration dates and where to pick up a guide.• Offer something for visually impaired/blind community.• Make website easier to navigate. Send out email reminders about registration deadlines. Give younger children activities that are during school hours. If a class might be canceled, email families or promote on social media for ad-ditional sign ups.• Easter Egg hunt needs to be revamped.

Analysis

After reviewing the results, these are the findings.

This year’s survey resulted in an increase in satisfaction with the Seasonal Program Guide in comparison to last year. Majority of respondents were Highly Satisfied this year while last year the majority was Satisfied.In both years, comments have included updating information on the website and delivering to Hometown residents. This year‘s comments also included more specific program suggestions. Feedback on the actual layout/design of the guide was limited.

The Communication Department will pass along the survey results to recreation staff so they can look over the feed-back on programs and make adjustments as they see fit.

As far as keeping program guide information updated on the website or in general, any corrections to the program guides are made by the Communication Department and sent to the Customer Service Committee. The Committee then notifies facility front desk staff about the changes in case they receive any inquires or have any patrons who come in to register for any changed programs/events. Corrections are also made in VSI and to the online program guide in red ink, so they will stand out to patrons.

Our first full colored program guide was published. Designing our program guide in full color and using colored pho-tos were always a comment that was brought up by patrons. Now that we have produced our first full-color program guide, this may have resulted in increased satisfaction of the guide.

We have not delivered and do not deliver the program guide to Hometown residents. It is cost prohibitive. If a Home-town residents calls, we will mail them out a copy. Copies are available at each facility for pickup and online.In regards to the website, the Communication Department is aware that the website is not as user friendly as we would like it to be. Therefore, a new website has been introduced into the budget for this upcoming year. We are hop-ing to add features such as a “search tool” and to create and arrange tabs in a way that is organized and easy to find by all.

In order to keep website information updated, full-time staff has been trained on how to edit their own specific web-site pages.

Like last two years, the majority of respondents “like” our Facebook pages. 2 individuals do not use Facebook, and 2 individuals were not aware of them or never looked.

The Communication Department continues to promote our Facebook presence in promotional materials, including the Facebook logo on flyers/posters, Constant Contact email blasts, throughout the seasonal program guide, and on the homepage of the website.

This year, to make it easier for patrons to find our General Facebook Page, we put through a request to Facebook and our General Page now contains the “official” mark. The General Facebook Page is updated almost daily to keep our au-dience engaged. This is an issue we see though with our other Facebook Pages, and it has been discussed at both our Strategic Initiative Meeting and the Communication Facility meeting. We need to continue to promote our pages and to update them on a consistent basis.

With the variety of social networks available to the public, we want to make sure we are utilizing the right social tools to reach our audiences. We can see a shift from last year with which social networks our survey respondents would follow or utilize if we had them: Pinterest and Instagram, came in with close numbers last year, but this year Instagram was the clear first choice with 74% saying they would use this social media app.

This is great news for us since last year’s results pushed us to research Instagram and other Park District’s that have an Instagram Page. With this said, the Communication Department just launched an Instagram campaign in conjunc-tion with a new Patron Passport Program on the Fourth of July at our Star Spangled Celebration event. The passport programs main goal is to get our community outside, to visit our parks, and share their pictures from their adventure to our new Instagram Page. We continue to promote our new Social Media and to post to our current audience.

Like last year, the majority of the population thinks Park District facilities are easily identifiable based on outside signs or banners. The same facilities that are ranked as the most unidentifiable include the Oak View Center (4 responses), Racquet, Fitness & Gymnastics Center (6 responses), Administrative Center (6 responses), Ice Arena (4 responses) and Stony Creek (1 response).

Outdoor signage at the Oak View Center is located on the north, south side and east side of the facility. The only side of the facility without signage is the west side, besides the Theatre signs that state Oak Lawn Park District on them.Our suggestion is to include signage on the west side of the building, the door entrance by the park. We would also like to see the south side signage painted black. Right now, the letters are a light green and are not very visible from 111th St, which is a very high traffic street. We think with these changes, the Oak View Center will be easier to identify.

As for the Racquet, Fitness & Gymnastics Center, in Spring 2015, a wooden sign that was displayed on Central Ave., a high traffic street, was taken down so additional parking could be added for Racquet Center patrons. It was the consensus that the large light up sign on the building combined with the smaller sign next to the front door would be sufficient facility recognition, and the rotting wooden sign would not be necessary to re-display.

It is the Communication Departments suggestion that the Racquet, Fitness & Gymnastics Center reconsider posting signage along Central Ave. again or to maintain consistency with the newly added building signs on the Ice Arena and Administrative Center, that white/black lettering, be displayed on the building itself.

The Administrative Center received new signage three years ago that the Communication Department feels clearly identifies the facility, but a wooden sign that was closer to the street has been removed since. Also, there are a lot of plants/trees in front of the building that may make the signage hard to notice. Therefore, it is our suggestion that an additional sign near the street is re-added and/or there are edits made to the landscape, so the building itself is more visible.

The Ice Arena also received new signage around three years ago on the facility building, which clearly identifies it. It is our suggestion that maybe like the Administrative Center, a more visible sign near the street would be more eye catch-ing.

The Administrative Center and Ice Arena are both located on a residential street, and because of this, it may be worth looking into speaking with the Village or Illinois Tollways to see about posting signs on a busier street (95th Ave.) that point to their direction.

The top promotional avenues patrons utilize to receive Park District information has only slightly fluctuated since 2015-2016. The three most important tools remain our Seasonal Program Guide (1), Website (2), and Facebook (3).Online registration continues to bring patrons to our website. The Communication Department and staff have been adding more events/programs to the Calendar of Events. This feature is a great marketing tool as it allows staff to vis-ibly see the quantity of patrons that click on a particular event.

We also continue to produce and deliver four seasonal program guides. The seasonal program guides are now in full color and help push our registration dates and deadlines for each season.

Even though some patrons stated that they were not aware of our Facebook pages, Facebook “likes” continue to in-crease. Last year at this time we had 2,730 “likes”. This year we are at 3,350 “likes”. This is around a 600-person increase, which is the same increase numbers as last year. These numbers support the continued importance of this social me-dia tool in reaching our audience.

Respondents remain Satisfied with the Park Districts community involvement andmarketing towards all ages.

In regards to satisfaction with Marketing towards all ethnicities, the majority result remains Satisfied tho last year there was no one who was Highly Unsatisfied. This year, there were 2 High Unsatisfied responses.Satisfaction with marketing towards individuals and businesses outside of Oak Lawn had a majority of individuals who were Highly Satisfied, which was an increase from last year.

Last year and this year, the highest number of respondents says they participate at the Park District 1-3 times within a month. Still a surprising 4 respondents Never participate with the Park District (one less than last year).The Library continues to be the Park District’s biggest competitor with 26 participants utilizing the Library for leisure or recreational activities. Schools, Church, and the Village follow this, and were on the top of last year’s list too.

The Library displays our upcoming flyers and program guides. The Park District also has a program partnership with the Library, called StoryWalk. This partnership is a great way to benefit both organizations.The Park District and Library do offer similar programming. The Library prices tend to be lower in comparison to the Park District. It is at the suggestion of the Communication Department that a Park District representative meet with a representative from the Library each year to discuss upcoming programming so we can avoid offering competing programs.

As far as Schools, the Park District works closely with the schools especially with the Park District FLASH program. We also provide schools with a monthly school run flyer and our Day Camp guide. We also utilize their digital backpacking system where flyers are posted to their online program. We host booths at numerous school events.

The Communication Department would like to reach out to surrounding High Schools and Colleges to include the Teen and Young Adult population into our marketing. We have created an Adult Interest Newsletter that could be ex-tended to the Colleges. St. Xavier does sponsor our Community Art Day program, and we often have staffs that speak to Moraine Valley Community students about our services and field.

We could also contact the schools to see if we can be included in a Newsletter, an e-blast or if there are any events we can have a booth displayed.

The Communication Department will encourage staff to offer program coupons to College and High School students who are on holiday breaks. This can include free gym passes for one week, free open gym sessions, one free fitness class, ½ off court rentals, etc. Participants must show student i.d. to receive the promotion.

We also regularly advertise with several Churches in the area. We could do better in this area by reaching out for free special event advertising in the church bulletin.

The Communication Department has also hired their first two interns. They have helped us focus on those marketing areas that need improvements. This includes taking more photos of programs/events, increasing visibility on social networks, designing promotional materials, and bringing in new ideas.

The Park District continues to grow our Advisory Groups. Once again in this year’s Marketing/PR Survey, there was a section where respondents could provide their email address if they would like to receive more information on serving on an Advisory Group. Around 15 email addresses were collected. We are very excited to expand our Advisory Groups to receive more in-depth feedback on Park District programming and services.

We have also begun a Customer Service Secret Shopper program so we can evaluate patron experiences as they register for programs or have specific questions. We hope the results will help us enhance our customer service and resources that are available to staff and patrons.

Next year, we may want to prolong the collection of survey’s to coincide with Summer Registration dates in hopes we receive a higher number of completed surveys to represent a larger population. We could also include the survey information in our Summer Program Guide and incorporate surveys on tablets.

Overall, this year’s results came back pretty positive, tho we have a few patrons that emphasized being High Unsatis-fied in particular areas. New ideas continue to circulate while some new projects have already begun. The Communi-cation Department will focus on those areas in need of improvement and pass along the survey results and analysis to staff so they can update their program/facility marketing goals and objectives

Facility: Centennial Aquatic Center

Area Competitors: • Central Pool • Area Park District Pools • Lawn Aqua • Chicago Agricultural High School • Moraine Valley Community College

Target Market: • Community members of all ages and abilities • Day camps • Day care

Unique Selling Points: • Water Slide • Plunge Slide • Rental Hours • Splash Pad • Wading Pool • Vending • Renovated locker rooms • Friendly and capable staff • Splash Pad Canopy Rentals for parties • Ample Parking • Sand Volleyball Court • Close to major highway

Membership/Enrollment Trends: • Greater attendance than Central Pool • Attractive to Camps, field trips and Pool parties • Increased swim lesson partipation in Aquaexcercise

Overall Marketing Strategy: • Promote as a Family Aquatic Center ideal for all ages. • Very Tot Friendly. • Perfect for party rentals.

Marketing Objectives: • Continue to make the public aware of the amenities using facebook, brochure,website, banners, flyers and signage • Increase special events to attract the community • Create a customer friendly atmosphere promoting customer service with staff. • Promote rental option for parties and celebrations • use the video of Centennial Aquatic Center to showcase it’s amenities • Create new signs around the Community Pavilion area to highlight the location of the Pool

Facility: Central Pool

Area Competitors: • Centennial Aquatic Center • Area Park Districts • Lawn Aqua • Chicago Agricultural High School • Moraine Valley Community College

Target Market: • Community Members of all ages and abilities • Day Camps • Day care

Unique Selling Points: • Family Friendly • Water features • Baby Pool with slide • Vending • Located in the heart of Oak Lawn • Ample Seating • Friendly and capable staff

Membership/Enrollment Trends: • Popular with residents from the East and Center of town. • Popular with families. • More members attend this pool.

Overall Marketing Strategy: • Promote as family friendly and great for those with younger children.

Marketing Objectives: • Market through facebook, press releases, brochure, banners, flyers, and signage. • Provide information to tot and youth programs • Utilize website for information about hours, programs and specials • Increase awareness of rental opportunities

Facility: Community Pavilion

Area Competitors: • Benchmark Fit Club LLC • Powerhouse Gym • Curves • Planet Fitness • Charter Fitness • LA Fitness • XSport Fitness • Total of 17 listings under “Health Clubs” within a 5 mile radius.

Target Market: • Fitness Center targets adult residents as well as surrounding communities.

Unique Selling Points: • Low cost for full fitness amenities • Friendly laid back atmosphere • Newly renovated facility with the addition of a hard-wood floor gymnasium • Renovated Outdoor Park and Pavilion area

Membership Trends: • Peak membership occurs in early February. • Membership slows through spring and summer and increases in the fall.

Overall Marketing Strategy: • Provide low cost health club services to residents and to be a viable entity in the health club market.

Marketing Objectives: • Increase memberships by implementing corporate and family memberships at discounted rates • Conduct annual fitness survey • Promote healthy living • Increase promotions in youth athletic leagues • Cross promote programs at other facilities • Include Outdoor Signs (like that of Administration/Ice Arena) on the South Side of the facility

Facility: Ice Arena

Area Competitors: • Southwest Ice Arena • Homewood Flossmoor • Arctic Ice Arena • Mt. Greenwood-outdoor • Evergreen Park-outdoor • Chicago Park District - Morgan Park neighborhood

Target Market: • Beginner level skaters 3 and up • Families

Unique Selling Points: • Olympic size rink • Location • Monthly Special Events • Quality group instructional classes taught by accomplished & professional instructors • Competitive skating program • Small staff to student ratio • Numerous Advertising Opportunities • Safe and fun environment • Customer focus

Membership/Enrollment Trends: • Seasonal increase/decrease with skating • Cold weather increases participation • Success of Blackhawks • Growth during Olympics

Overall Marketing Strategy: • To increase awareness & participation in all program areas • Maintain current enrollment

Marketing Objectives: • Open skate coupons • Advertising • Group skating discounts • Utilizing Social Media outlets- Facebook page, Constant Contact, Instagram • Build partnerships with high schools • Stay active within community • Market to communities and businesses outside of Oak Lawn • Living Social/Groupon

Facility: Racquet, Fitness and Gymnastics Center

Area Competitors:• Multiple purpose facilities in area• Tennis & Racquet facilities in area• Gymnastics centers in area• Baseball instruction programs, cage rental facilities in area• Facilities offering pickleball, badminton, and wallyball drop in play, rentals & league play in area

Target Market: • Families • Youth and adult

Unique Selling Points: • “One stop shop” offer programs for everyone in the family

• Clean, bright, safe environment• Family friendly atmosphere in terms of staff• Recreational level and competitive level offerings for a variety of sports• Sports specific trained staff• Location of facility enables residents and non residents access to facility

Membership/Enrollment Trends: • July- September are traditionally slower months in terms of numbers of rentals and enrollment for programming

• October- June traditionally has stronger months in terms of number of rentals and enrollment for programming

• Evening programming (3:00-9:30pm) has stronger enrollment then the day time programming for all program within the Racquet Center

Overall Marketing Strategy:• Increase tennis, racquet and fitness membership• Increase participation in facility programs

Marketing Objectives:• Increase day time programming – morning and afternoon• Increase visibility in community through quarterly brochure, flyers, posters, Facebook, email mar-

keting, press releases, website and cross promotions among facilities• Increase participation in non-traditional programming and special events through quarterly bro-

chure, flyers, posters, Facebook, email marketing, press releases, website and cross promotions among facilities

Facility: Stony Creek Restaurant & Banquet Facility

Area Competitors: • Palermos on 95th Street • Waters Edge • Jennys Steakhouse (Banquet Facility) • BJ McMahons – Daily Specials • Portillos • Oak Lawn Hilton/Whitney’s Cafe • Coopers Hawk • Local Park District Rental Rooms

Target Market: • Current Customers from Golf Leagues and Past Banquets • Local Businesses, Churches, Clubs, Chambers • Park District Adult League participants • Schools for Graduation Parties • Individuals for weddings, showers, and parties Unique Selling Points: • Facility looks out on the golf course and range • Beautiful Bar and Restaurant • Ongoing Special Events (Music Venues, Banquets, Holiday Parties) • Banquet Packages for all Occasions • Landscaped grounds with gazebos, outdoor tent, and outdoor patio with T.V.

Membership/Enrollment Trends: • Competition on offering more variety on healthy alternative items on menu Overall Marketing Strategy: • Defining an image.

Marketing Objectives: • Bring a friend incentive to receive complimentary appetizer coupon. • Send out flyers/menus to homes within a 2 mile radius to raise awareness of Stony Creek’s restaurant/ special events. • Drop off menus to funeral directors and encourage them to use Stony Creek for funeral luncheons • Talk to local businesses about business luncheons and drop off menus; including attending Chamber Luncheons. • Promote to Park District Leagues and Clubs to have luncheons or banquets at Stony (Local Parishes, Church groups, Senior Clubs, Leagues) • Offer Daily Specials that offer value and variety • Continue to produce an annual Stony Creek pamphlet containing Golf, Restaurant, and Banquet information. • Utilize Facebook more to reach customers • Continue to send out Constant Contacts

Facility: Stony Creek Golf Course

Area Competitors: • Water’s Edge(11605 S Harlem Ave, Chicago, IL)(1.9mi) • Palos Hills Municipal(7301 W 105th St, Palos Hills, IL)(2.0) • Hickory Hills country club(8301 W 95th St, Hickory Hills, IL)(3.4mi) • Fountain Hills(12601 Kedzie Av, Alsip, IL)(4.1mi) • Meadows Golf Club(2800 123rd, Blue Island, IL)(4.3mi) • Palos Country Club(13100 Southwest Hwy, Orland Park, IL)(5.57mi) • George Dunne National Golf (16310 Central Avenue, Oak Forest, IL)(9.90mi) • Silver Lake Country Club (14700 South 82nd Avenue, Orland Park, IL)(9.40mi) • Oak Hills Country Club(13200 S 76th Ave, Palos Heights, IL, 60463)(4.7mi) • Flagg Creek Golf Course(6939 Wolf Rd, Indian Head Park, IL, 60525)(8.01mi) Target Market: • Seniors/Juniors/Ladies • Local Charity Events • Churches (Men’s Clubs) • Oak Lawn Residents • Local Golf Community in a 10 mile radius

Unique Selling Points: • Great Course Layout for every skill level • Family Oriented Recreational Opportunities • 18 Hole Mini Golf Course • 52 Station Driving Range open until 11PM in season • Bean Bag Area • Landscaped grounds and patios • Golf Lessons by PGA Professionals Membership/Enrollment Trends: • Consumer Golfing Base is still trending down from the peak in 2002 of 30 Million. Overall Marketing Strategy: • To market Stony Creek Golf Course as the “BEST VALUE” on the SOUTHSIDE!

Marketing Objectives • Email Marketing for Tee time specials (Lowest rate available on golfstonycreek.com Guaranteed!) • Promote and enhance our tournament schedule and have our goal to increase participation by 10%. • Market a variety of golf lessons for all ages from 12PM – 8PM and have our goal to increase participation by 5%. • Offer prepaid specials on-line for Holidays like Father’s Day & July 4th. • Promote Range passes and range key purchases to create repeat business and loyalty.

Program: Adult Athletics

Area Competitors: • Local Park Districts, specifically Joliet, Chicago, Alsip, Tinley, Hickory Hills, Burbank, and Worth. • Players Sports and other commercial recreation organizations. • Oak Forest Bowl has drawn many sand volleyball teams in the area.

Target Market: • Adult leagues are available to men and women ages 18 and older.

Unique Selling Points: • Indoor volleyball, basketball and ball hockey are offered year round. • Softball is offered in the Summer and the Fall. New field renovation scheduled for 2018. • Compared to other organizations our league fees are on the low end. • We offer league payouts to the winners of the regular season and the playoffs. • We offer adult ball hockey which is unique in this area.

Membership/Enrollment Trends: • Softball numbers are up this year, specifically in the Men’s 16” Co-Rec leagues where we are up to 50 teams. • Indoor volleyball leagues are doing well, but there has been a national drop in interest which we have seen over the past 3 years. The leagues have slowly been gaining traction again • Ball hockey and basketball have been moderately successful. Basketball has been filling to capacity every session.

Overall Marketing Strategy: • Adult leagues are promoted in the seasonal brochure, Rec Connect, via constant contact, in the adult interest newsletter, on painted billboards outside of the pavilion as well as via posters in local establishments. We also send out a Summer Softball postcard each year.

Marketing Objectives: • More promotions through local establishments. It would be helpful to find out which bars/restaurants are looking for team to sponsor and to post that information on the flyer at that location. We could also consider printing out information on coasters to distribute to local bars. • We could consider running ball hockey tournaments to promote more interest in the ball hockey league and offer a unique opportunity in our area. • More promotions in local colleges that may not offer the same intramural leagues on campus. Con sider a college discount for Moraine Valley, St. Xavier, Trinity College and University of St. Francis students.

Program: Dog Obedience

Area Competitors: • Canine Obedience College (Alsip, IL) • Petco • Petsmart Target Market: • New dog owners • Owners with a misbehaved dog or family • Dogs needing advanced training •Adopted shelter dogs

Unique Selling Points: • Very reasonable cost • 6-8 week classes (adequate time to train dog) • Various levels of dog training offered • Classes offered various day of the week Membership/Enrollment Trends: • Returning participants with a new dog or advancing training • Rescue dogs • New dog owners Overall Marketing Strategy: • Solicit new dogs for training • Reach out to Rescue Groups

Marketing Objectives: • Social Media • Website • Cross-promotion • Hand-out flyers at Dog Park • Drop-off promotional material at Animal Shelters • Continue to promote at Veterinarian offices (partner through good relationships to enhance image)

Program: Aquatics

Area Competitors: • Area Park Districts • Oak Lawn High School • Stagg High School • Chicago Agricultural High School • Moraine Valley Community College • Oak Lawn Lightning Swim Club • Richards Area Swim Club (RASC)

Target Market: • Tots - Seniors Unique Selling Points: • American Red Cross trained instructors • Variety of class times and day • Multiple locations • Learn to swim in a fun environment • Life time activity • More focused mentally • Promotes fitness • Prevents Drowning

Membership/Enrollment Trends: • More enrollments by adults in learn to swim and lap swim and Aqua Fitness programs. • Greater demand for learn to swim programs for youth and tots • More youth swimming for fitness • Patrons want and Indoor Pool

Overall Marketing Strategy: • To provide greater awareness of the benefits of aquatic programming for health, safety and wellness.

Marketing Objectives: • Include lifelong benefits of aquatic activity in promotional materials • Provide educational pamphlets to parents on the importance of supervising children in and around water, drowning statistics, and the importance of learning to swim. • Plan more special events at the pool to then be promoted • Keep public informed of special events and registration by utilizing facebook, flyers, press releases, the brochure and the website. • Take more photos of Indoor Aquatics to use on promotional materials

Program: Arts & Crafts

Area Competitors: • Michaels • Schools • Beverly Arts Center • Library programs in Oak Lawn and various towns • Social clubs women involved in (knitting for an example) • Business offering use of a kiln

Target Market: • Youth and adults of all ages Unique Selling Points: • Continuously changing programs • Creative instructors • Affordable pricing • Workshops/Classes/Birthday party venues offered • Only rubberstamping program in area • Dedicated Art Room • Private Art parties and lessons Membership/Enrollment Trends: • A lot of returning participants • Homeschoolers • Rise in popularity of Art Parties • New Art Class particpants for youth classes Overall Marketing Strategy: • Increase new participants and overall numbers • Fill up the programs we do offer and catch interest of new participants and ideas

Marketing Objectives: • Social Media • Brochure • Cross-promote • School run • Adult Newsletter • Home School Association • New pamphlet for birthday/art parties • Include Arts & Crafts Category to Constant Contact • Homeschool tab on website

Program: FLASH

Area Competitors: • Penny Lane • Papoose • High Hopes

Target Market: • Working parents/ families of school aged children

Unique Selling Points: • Located in the schools; children never need to leave • Flexible schedule; priced accordingly • Recreation based • Numerous locations (Oak Lawn Hometown Middle School is the 10th location) • Participant numbers continue to grow • Just celebrated 5 years

Membership/Enrollment Trends: • Enrollment has been steadily increasing over the years. We are currently up to 440 participants. • Camp and Field Trip participation average is up to 25-30 per trip.

Overall Marketing Strategy: • To continue to market FLASH throughout the park district and school district.

Marketing Objectives: • Promote FLASH Facebook page to parents. • Host booths at school events

Program: Fitness & Wellness

Area Competitors: • LA Fitness • Charter Fitness • Planet Fitness • X-Sport Fitness • West Communities YMCA • Yoga Studios • Other local Park Districts (Burbank, Hickory Hills, Worth, Alsip, Chicago) • Smaller workout studios (Pure Indoor Cycling) Target Market: • Adults, ages 18 and older, both active and not active • Teens • Seniors

Unique Selling Points: • Offer 10-12 week classes at an affordable price at Oak View • Offer 9 week classes at Pavilion and 11 weeks during the Summer at the Pavilion. • Classes typically offered more than once a week • Flexible schedules • Special prices for taking multiple classes • Good variety of classes • Close to home • Babysitting is offered during class time during the week (Oak View Center only) • Discount on multiple classes • Same instructors – have quite a following • Introducing new classes and trends • Programs offered at two facilities (Oak View and Pavilion)

Membership/Enrollment Trends: • A lot of returning participants • Yoga and Seniorcise still popular • Some older classes see no new enrollment • Number of participants increased once independent contract was terminated • Participants sign up last minute which causes some classes to be cancelled due to low numbers • Participants look for newer classes to try • Youth participants increasing and looking for classes Overall Marketing Strategy: • Bring in new participants and maintain current participants • Stay current with fitness trends • Create, fun quality fitness programs • Create community health initiative with classes and events

Marketing Objectives: • Social media • Adult Interest Newsletter • More flyers/pamphlets • Program Brochure • School Run • Offer class trials with instructors and participants • Community Health Drive • Walking Challenge

Program: Gymnastics

Area Competitors: • All area park district gymnastics/tumbling program • 3D gymnastics • Flying High Gymnastics • Chicago Park District

Target Market: • Kids 1-18 years • Boys & girls

Unique Selling Points: • Clean gym • Established program • Friendly, Trained Staff that are positive role models to your child • Updated Facility • Variety of programs offered • Increase coordination, strength, flexibility and self esteem while participating in a fun safe experience in the sport of gymnastics

Membership/Enrollment Trends: • Summer enrollment is lower • School year strongest enrollment

Overall Marketing Strategy: • To attract head of family to sign up child in parents and tot programs and keep them returning to our program with each child and year.

Marketing Objectives: • Increase day time programming – morning and afternoon and promote those increases. • Increase visibility in community through flyers, posters, Facebook, press releases and website. • Increase participation in non-traditional programming and special events through seasonal program guide and cross promotions among facilities.

Program: Music & Drama

Area Competitors: • The Music School (Oak Lawn) • Palos Heights Piano • Local schools • Private Teachers/Lessons • Ortigaras

Target Market: • Youth (pre-K through teens) • Adults Unique Selling Points: • Very experienced and talented instructors • Provide necessary equipment • Provide a theater and the experience of performing/viewing in one Membership/Enrollment Trends: • A lot of returning/advancing participants • Consistent enrollment • StagePlay enrollment is increasing

Overall Marketing Strategy: • Maintain enrollment numbers • Reach new participants for private music lessons

Marketing Objectives: • Social media • Brochure • Market to High Schools • Press Releases • School Run Flyers

Program: Nature

Area Competitors: • Lake Katherine • The Center (Palos)

Target Market: • Adults and youth Unique Selling Points: • Variety of programs offered • Very knowledgeable instructors • Competitive pricing • Specific programs for seasons • Discounted pricing for registering for more classes • Summer Camp • Survival skills incorporated into camps

Membership/Enrollment Trends: • 5-10/younger programs more consistently full • Summer Camp growing • 10 & over interested in survival camp

Overall Marketing Strategy: • Bring in older youth and adults

Marketing Objectives: • Social media: • School run • Market through day camps- preschool • Cross-promote at other events • Adult Newsletter

Program: Preschool

Area Competitors: • Oak Lawn School Districts 122/123 Preschool program • Penny Lane Preschool and Daycare • Montesssori - same facility • Local parishes offering preschool-8 in the area • Childcare facilities in Oak Lawn and surround area (Growing Seed on 111th St.)

Target Market: • Families with children aged 2 to 4 years of age Unique Selling Points: • Lunch and Fun programs to extend the preschoolers day • Multiple locations • Teachers all have 15+ years of experience • Classroom size of 1:8(teacher to student) • Cost • Upgraded Little White Building

Membership/Enrollment Trends: •Majority of classes run and do not have to be cancelled. • Program be offered more than two to three days • Families looking for full day program or extended hours Overall Marketing Strategy: • To offer the best preschool program in the area and to fill all classes offered

Marketing Objectives: • Create awareness of both locations in promotional materials • Increase enrollment of programs through social media, Constant Contact, website, and press releases. • Purchase ad in Family Time Magazine

Program: Special Recreation & Veterans Services

Area Competitors: • SWSRA/other local SRAs/park districts that offer special recreation programming • Independent parent/participant clubs • Church social groups for teens with disabilities • Day programs for adults that have aged out of the school system (21 +) Target Market: • Children and adults with various disabilities ages 3 & up • Veterans with injuries from all conflicts/eras

Unique Selling Points: • Free fitness/socialization program for qualifying veterans • Program schedules include evening & weekend hours • Number of different types of classes (i.e. sports, social, camps, and fitness) • Competitive pricing • Programs provide opportunities for social independence and community awareness • Highly trained staff members • Members of the cooperative agreement receive resident rates for special recreation programming Membership/Enrollment Trends: • Season/time of the year/time & day of classes • Parents tend to suggest programs & also assist with recruiting new participants • Fitness and sports programs are trending now. More movement and exercise is in demand for our participants. Overall Marketing Strategy: • Publishing a program guide quarterly that is inclusive of all of the programs/services we offer for individuals with disabilities/injuries. In addition, with the use of social media, updated program information is available to our program participants. • We use weekly email updates to our parent email list to remind of program deadlines, upcoming programs, and cancellations.

Marketing Objectives: • Increase public awareness of special recreation/veteran services being offered through the OLPD at community booths. • Increase participation in special recreation programs we currently offer through the seasonal program guide, Facebook, press releases, and flyers/posters. • Increase participant satisfaction with the variety of programs through surveys. • Increase customers from referral and word of mouth • Continue partnerships within the community to keep residents and non-residents aware of our programming options.

Program: Teens

Area Competitors: • School programs • Household electronics • Other Park District Teen Centers • The Bridge

Target Market: • Youth (10-16)

Unique Selling Points: • Facilities available • Unique experiences through a variety of trips/programs offered seasonally. • Offer ability to meet new teens with similar interests outside of school setting Membership/Enrollment Trends: • Constant need to recruit more participants • Events not running due to low enrollment Overall Marketing Strategy:• Attract teens to get outside the house and put down the electronics to experience new encounters/programs

Marketing Objectives: • Social media: Twitter, Instagram, Snapchat or RemindMe Apps • Program Guide • Start a Teen Advisory Committee • Schools • Cross-promote at other events/facilities • Geocaching marketing

Program: Tennis

Area Competitors: • Wimboldon Tennis • Evergreen Racquet • Score • Five Seasons • Beverly Country Club

Target Market: • Youth age 4-18 • Adults

Unique Selling Points: • Great Courts • Well trained Staff with knowledge and great enthusiasm • Cost • Variety of program offered • Indoor and Outdoor Lessons available

Membership/Enrollment Trends: • School year is strong enrollment • Summer enrollment low

Overall Marketing Strategy: • To increase enrollment for membership as well as programming and leagues

Marketing Objectives: • Increase day time programming – morning and afternoon and promote those increases. • Increase visibility in community through flyers, posters, Facebook, press releases and website. • Increase participation in non-traditional programming and special events through seasonal program guide and cross promotions among facilities.

Program: Theatre

Area Competitors: • Beverly Theatre Guild • Beverly Arts Center • Drama Group • Curtain Call

Target Market: • Seniors, Adults, Teens • Broadway Jr. – Children

Unique Selling Points: • Downtown professional theatre in a community setting • Comfortable seating • Affordable pricing • Variety of performances offered • Utilization of local talent

Membership/Enrollment Trends: • Ticket sales consistent – depending on show • Non-musical offered this year did well • Teen show saw increased sales

Overall Marketing Strategy: • Increase ticket sales • Increase exposure in the community and surrounding areas

Marketing Objectives: • Use of social media • Cross promote • Press releases with pictures of cast • Website • Program Guide • Word of mouth

Program: Tots

Area Competitors: • Village Library programs • Local church programs • Day Care Centers (Penny Lane) • Other programs within the park district held at the same time for the 3-5 year olds

Target Market: • Families and children aged 18 months to 5 years of age • Boys & Girls

Unique Selling Points: • Programs offered in art, science, cooking, and exercise • Lunch and Fun programs offered to extend child’s day • Teachers experience of 5+ years with early child programming • Programs offered where the parents attend and others that allow child to be independent • Morning classes are offered during fitness classes • Increase socialization • Increase coordination • Convenient afternoon times • Variety of sports (tee ball, soccer, football, floor hockey)

Membership/Enrollment Trends: • Consistent enrollment across board • Numbers tend to drop a bit during the summer due to trips and siblings out of school • Offer more programs for the working parents

Overall Marketing Strategy: • Offer exciting and new programs that the public wants to attend • Focus on increasing number during the summer

Marketing Objectives: • Fill classes to run each and every season through promotional materials • Promoting the Lunch and Fun program • Except new program ideas for families through surveys • Market afternoon classes to ½ day preschool children • Advertise more in the school run and Facebook

Program: Trips & Tours

Area Competitors: • Oak Lawn Library • Senior Centers • All surrounding Park Districts: • Banks in Area • Churches

Target Market: • Adults/Seniors ages 16 and older • Men and women • Active Seniors for the more active trips

Unique Selling Points: • No driving for patrons • Discount group tickets • Making new friendships • Motorcoach seats comfortable • Variety of trips offered

Membership/Enrollment Trends: • Enrollment lower during winter months • More non-resident registrations • Show and meal work best • Want more overnights • Offer more active senior trips • More Mayflower Tours

Overall Marketing Strategy: • Advertise more using visuals such as flyers/brochures/press releases/Constant Contact/Facebook and Adult Interest Newsletter

Marketing Objectives: • Work on collecting more senior emails for Constant Contact • Utilize social media to increase numbers • Work with library to avoid competitive programs

Program: Youth Athletics

Area Competitors: • Burbank Park District • Hickory Hills Park District • Southwest Ball Hockey (ball hockey only) • Club teams for soccer / basketball / volleyball / football • Elementary & Middle school teams • Parochial Elementary Schools Pee Wee Basketball Leagues & Programs / Indoor Soccer Leagues (Ex: Christ the King, St. Catherine’s, St. Germaine’s, St Mary Star of the Sea.)

Target Market: • Youth (boys / girls) ages 4 to 17 years old Unique Selling Points: • Recreational leagues • Lower prices compared to club teams • Central locations for games / practices • Requests • Intramurals are located in the schools • Youth basketball league has “Night of Champions”

Membership/Enrollment Trends: • Indoor Soccer has seen an increase in participation as well as outdoor soccer • Youth ball hockey has been steady since Summer 2014 • Volleyball class has been steady • Intramural numbers are increasing • Youth basketball has also increased Overall Marketing Strategy: • Continue to increase number of participation in all leagues / classes

Marketing Objectives: • Utilize brochure • Utilize flyers / posters to other facilities • Utilize billboards outside of Pavilion for leagues • Continue to use school runs for leagues • Continue to use constant contact or Rec Connect for reminders about leagues • Use social media to promote leagues • Cross promote between different programs

XVI. Research, Sources and Other information

1. Oak Lawn Park District Needs Assessment Survey Results and Summary

2. SWOT Analysis

3. 2017-2019 Stategic Plan

4. 2017/2018 Goals and Objectives

5. 2010 Census (http://factfinder2.census.gov)

6. University of Illinois Needs Assessment Survey Results and Summary (2015)

7. American Fact Finder and United Census Bureau Quickfacts websites.