return on investment and accountability

Return On Investment and AccountabilityTeresa Penbrooke, MAOM, CPREChris Cares, Managing Director,

RRC Associates

Changing economic climate Repositioning of parks and recreation agencies

Reactive or proactive? Tools for use

What’s Happening?

What’s Happening?Mass exodus and retirements of 30 – 50% in the next 5-10 years

Impact on health and environmentNeed to show economic impact to justify funding

Where Do We Fit?

What are our roles?

Recreation and Experiences?Quality of Life?Public Health?Public Safety?Transportation?Finance?The built or natural environment?Education and Communication?

Overall Public Health and Wellness

NutritionIndividual Constitution,

Basic Preferences, Security, and

Living Environment

Medical CareRecreation

Cognitive, Social, Physical, and

Spiritual Activities, along with facilities

Our Fit in Overall Public Health

Active Living Approaches by Local Government (ICMA)

89% believe P&R dept’s should take the lead in developing communities conducive to active living

Nearly 84% supported recreation programs that encourage active living in their community

45% believe the highest priority is a cohesive systems of parks and trails and accessible neighborhood parks

Source: International City/County Management Association

Healthy Communities Research Group Surveillance and Management Toolkit

Alpha Site – Bloomington, IN Beta Sites around the Country Toolkit Testing and Dissemination Positioning of Parks and Recreation as a

Public Health Solution and Partner

Our Role in Public Safety

Examples: Swim Lessons After school crime

reduction Midnight basketball Activation of spaces Guardians of our youth

Our Role in Transportation

Trails and sidewalks Alternative

transportation◦ Walking◦ Biking◦ Skating◦ And?

Access to the community

Safe Routes To Play A Child-Centered Transportation Initiative

Safe Routes To Play Objectives

Community Assessment Tool – determine a community’s level of ‘active access’

Funding Mechanisms – implement Safe Routes To Play initiatives

Promote Awareness – the value of a child-centered active transportation model

Accepted Planning Practices – for transportation, community, and trails planners

Partnerships – with key government, academic, non-profit and business entities

What if all children had the opportunity to safely bicycle, ski, skate, scoot, or walk to their play destinations?

For more information, contact Cindy Heath, [email protected], 303-501-7697

How Do We Know What We Should Do?

Organizational Sustainability

Good Planning Inventory and Analysis of Possibilities

Assess Community Needs and Impacts

Economic and/or Other Benefits

Positioning and Marketing - Communications

Tools

Community

StaffGoverning Bodies

Consensus Building Stakeholder Participation

Needs Assessment and Stakeholder Engagement

Key Issue:

Getting input from diverse communities

Develop Strategy for Input Define Stakeholders

Decision makers , staff & Public User groups & associations, etc.

Provide Opportunities Statistically – Valid Surveys Public meetings and Online Dialogue Interviews, Informational Surveys,

Focus Groups

Facilitate and Organize Activities

Build Consensus

Tools

What things have you seen in parks and recreation lately that you might not have seen 10 years ago?

Trends Management

http://en.wikipedia.org/wiki/File:Facebook.svg

Organizational Balance

Financial/Economic

Social/ RecreationEnviron-

mental

Concepts of Sustainability

Conservation/Passive Mixed Use Active

© 2009 GreenPlay, LLC

Organizational Values

Societal/Community Values

Member/Staff Values

Governing Bodies/ Policy Maker

Values

2009 Data SourceSalt Lake County Strengths to be continued andConsultant Professional Expertise

Key Issue - Rating Scalec - minor issue

b - opportunity to improve - longer-term

a - priority - short-term n/a - not applicable R

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Staff feels valued b a b b b b b b b a n/a c c a n/aCreate outcomes-based section or job specific performance measures; celebrate successes of meeting job specific goals

Staff feels like an integral part of the Division

c b a b b b b b b a n/a n/a c b n/aEngage in active listening; re-name division to include golf; practice cross functional teaming

Staff feels heard b a b b b b b b b a n/a n/a b b n/aManage by walking around/observation; active listening; practice appreciative inquiry

Fear of change a a a a a a a a a a n/a b a b bSolicit and encourage employees to develop new ideas; become internal champions of change

Fear of repercussion b a b a b b b b b a n/a c b b b

Create clear expectations tied to section or job specific performance measures/outcomes; this can reduce arbitrary or reactive repercussions because everyone understands what is expected and what the limits of authority are; create cultural change

Mutual respect a a a a a a a a a a n/ab a b n/a

Tie values/principles/division to section or job specific performance/measures/outcomes; practice engaged leadership

Common goals - mutual accountability b a a b b b b b b a n/a b b b n/aCreate cross-functional teams or committees to encourage team work; update job description and tie changes to section or job specific performance measures/outcomes

Innovation and entrepreneurial thinking b b b a b b b b b a n/a b b b bPush decision making as deep into the organization as possible, retain administration or managers' veto power & communicate to staff "the why" when different decisions are made

Objective reflection a a a a a a a a a a b a a b bEncourage new ideas; see relevance for team; excitement for new possibilities through critical analysis

Cooperation - collaboration a a a a a a a a a a a a a b aCreate efficiencies; practice critical analysis; stewardship of the public's investment and assets warrant diligence

Quantitative DataQualitative DataSection Area Planning Area

Organizational Culture

The mission of Salt Lake County Parks and Recreation is to cooperatively provide diverse recreational opportunities for County residents through

facilities and programs that enhance quality of life.

Organizational Assessment

Tools

Core Service Identification &

Provision Strategies

Financing Goals & Objectives

Our Role in Financial Sustainability

Organizational Values Vision

Financial Resource Allocation Philosophy

Organizational Mission

LEVEL OF SERVICE ANALYSIS

Capacities Analysis Acreage per 1,000 Amenities Quantitative analysis

Composite Values

Methodology (CVM) Component Based Functional analysis Access and Connectivity

Tools

Specialized Component-BasedAnalysisFor Key Issues And Needs

Analysis Perspectives

Tools

679 Self-reporting agencies - medians

CURRENT BENCHMARKING

NPRA “PRORAGIS”

WWW.PRORAGIS.COM

Economic Development and Impact

Quantitative Justification Dr. John Crompton, IMPLAN & Willdan

Financial’ s Work Tourism and VCB information CDC NRPA information Statewide Strategic Planning Efforts

Tools

Resources used ROI

Direct Vs. Indirect Benefits◦ Conservation /tree canopy / wetland preservation◦ Income growth / tourism◦ Health and Welfare impacts◦ Community development◦ Capacity of destination – rooms and support

Communication Increased Awareness

Economic Factors

EX: Willdan estimates that non-resident park visitor expenditures generates a total of $110 million in economic impacts and 4,300 jobs in the Broward County, FL economy.

Direct Economic Factors

Table XXEconomic Impact of Non Resident Expenditures

Income Employment

Direct 67,594,511 3,096Indirect 17,400,936 447Induced 24,626,107 758

Total 109,621,553 4,301

Sources: IMPLAN, Willdan Financial Services

Direct revenues Jobs created Actual cost to

residents

Courtesy of Tom O’Rourke,Executive Director, Charleston County, SC

Services Assessmen

t Matrix

Financial Capacity

Economically Viable

Financial Capacity

Not Economically Viable

Alternative Coverage High

Alternative Coverage Low

Alternative Coverage High

Alternative Coverage Low

Good Fit

Poor Fit

Strong Market Position

Weak Market Position

Affirm Market Position

Advance Market Position

Complement. Development

“Core Service”

DivestInvest, Collaborate or Divest

Collaborate or Divest

Collaborate or Divest

Divest

1 2

3 4

5 6

7 8

9

2009 GreenPlay LLC and GP RED

Tools

80% 20%

40%

60%

100%

Subsidy and Cost Recovery

+20%

= 100%

= 100%

Pyramid Methodology Management tool utilized by agencies across the country Articulates the level of benefit that services provide Aligns with core services

Allows for logical determination of:

resource allocationSubsidy and cost

recovery goals

future fees and charges

Justifies decisions

Tools

Indirect Economic Factors

Tourism and visitor expenditures Improved healthcare costs

Environmental / Storm Water management

Direct Use Value – save $$ for residents

Property Values up 10-20% within ½ mile

Strategic Industry Planning and Branding Strategies

California, Washington, Michigan, and Oregon – VIP Program

Colorado – PEAK Project Florida and South Carolina

Working together and consistently

Tools

REDLine Survey

REDLine Survey Restrooms

31%

18%

17%

16%

8%

6%

4%

0%

0% 5% 10% 15% 20% 25% 30% 35%

Types of activities offered at the park or type of park

Cost of installation

Number of users of the park

Staff resources needed to manage and maintain restrooms

Safety and security

Distance of the park from homes or other facilities with res

Cost of operation

Other

Percent Responding

Most Important : In your experience, what do you feel are the two most important factors in the decision of whether or not to provide restrooms at a park?

In your experience what do you feel is the most important factor in the decision of whether or not to provide restrooms at a park?

42%

40%

34%

33%

18%

17%

13%

1%

0% 10% 20% 30% 40% 50%

Staff resources needed to manage and maintain restrooms

Types of activities offered at the park or type of park

Number of users of the park

Cost of installation

Safety and security

Distance of the park from homes or other facilities with res

Cost of operation

Other

Percent Responding

In your experience, what do you feel are the two most important factors in the decision of whether or not to provide restrooms at a park?


In your experience, what do you feel are the two most important factors in the decision of whether or not to provide restrooms at a park?

Yes18%

No82%

Does your agency have a formal (written) policy that addresses when, where, or how restrooms will be provided in parks?

Yes No


Does your agency have a formal (written) policy that addresses when, where, or how restrooms will be provided in parks?

Yes 74%

No 26%

Does your agency expect to lose leadership/senior staff to retirement within the next three to five years?

Yes No

REDLine Survey Succession Planning

Does your agency expect to lose leadership/senior staff to retirement within the next 3 – 5 years?

Yes9%

No91%

Does your agency have a formal (written) plan for the replacement of vacated key leadership positions?

Yes No


Does your agency have a formal (written) plan for the replacement of vacated key leadership positions?

82%

57%

52%

47%

22%

21%

0% 20% 40% 60% 80% 100%

Employee development

Leadership training

Possible reorganization

Leadership identification

Knowledge transfer and legacy creation (celebration)

Formal succession plan in development

Percent Responding

Has your agency taken any of the following steps to address the loss of leaders/senior staff to retirement?

REDLine Survey Succession PlanningHas your agency taken any of the following steps to address the loss of leaders/senior staff to retirement?

Yes65%

No35%

Does your agency provide financial support and time for continuing education with at least one goal being to prepare

employees to move up in the organization?

Yes No


Does your agency provide financial support and time for continuing education with at least one goal being to prepare employees to move up in the organization?

Stayed the same43%

Increased4%

Decreased53%

In your organization, what has happened to financial support for continuing education resources in the past three years?

Stayed the same

Increased

Decreased


In your organization, what has happened to financial support for continuing education resources in the past three years?

66%

65%

47%

38%

36%

17%

17%

15%

10%

9%

0% 20% 40% 60% 80%

Support for continuing education (paid time)

Support for continuing education (fees paid)

Support for continuing education (unpaid time off)

Performance planning and feedback related to moving up

Formal mentoring within the agency

Job shadowing

Job rotation

Executive coaching

Formal mentoring outside the agency

Other

Percent Responding

Thinking about employees in your organization, would the majority say that they have the following opportunities available to them?

REDLine Survey Succession PlanningThinking about employees in your organization would the majority say that they have the following opportunities available to them?

Research Tools

9%14%

49%

16%12%

0%

10%

20%

30%

40%

50%

60%

1=Strong Emphasis Towards

Preservation / Protection

2=Slight Emphasis Towards


3=Equal Balance 4=Slight Emphasis Towards Outdoor

Recreation


Outdoor Recreation

Desired EmphasisQ. Please circle the word choice that indicates what emphasis you would like to see

Jefferson County Open Space pursue.

Preservation/Protection Outdoor Recreation

Research Tools

10%13%

49%

15%12%

9%

14%

49%

16%

0%

10%

20%

30%

40%

50%

60%






Recreation


Outdoor Recreation

Desired Emphasis (by age)Q. Please circle the word choice that indicates what emphasis you would like to see


Over 40

Under 40


Research Tools

10%

15%

52%

13%

9%12%

10%

50%

20%

8%7%

15%

47%

16% 15%

5%

14%

47%

18%16%

12%15%

46%

13%

0%

10%

20%

30%

40%

50%

60%






Recreation


Outdoor Recreation

Desired Emphasis (by location)Q. Please circle the word choice that indicates what emphasis you would like to see


Westminster, Arvada area

Wheat Ridge, Edgewater, Golden, northern Lakewood

Morrison, Ken-Caryl, southern Lakewood, southern Jeffco

Mountain Locations

Other


Research Tools

9%

15%

47%

12%

17%

5%9%

33% 34%

20%

10%

16%

49%

13% 12%

1%3%

66%

23%

6%9%

14%

49%

16%

0%

10%

20%

30%

40%

50%

60%

70%






Recreation

5=Strong Emphasis Towards Outdoor

Recreation

Desired Emphasis (by most frequent activity, random sample only)

Q. Please circle the word choice that indicates what emphasis you would like to see Jefferson County Open Space pursue.

Hiking/walking with dog(s) n=242

Mountain Biking n=105

Hiking/walking n=458

Running n=68

Overall n=1,279


Research Tools

23%

49%

28%

0%

10%

20%

30%

40%

50%

60%

1,2=Emphasis toward conservation

3=Equal Balance 4,5=Emphasis toward recreation

Desired EmphasisQ. Please circle the word choice that indicates what emphasis you would like to see



REDLine Survey

What? Topics so far? Results? New Questions? Anything else relevant (as much as

you want?)

Do not fear to be eccentric in opinion, for

every opinion now accepted was once

eccentric. -Bertrand Russell,

philosopher, mathematician, author,

Nobel laureate (1872-1970)

RED Talk - Discussion Accountability and ROI Tools

Which tools are lacking in your world? What questions do we need answered

now? How do we best inform and educate

the public and decision makers?

Your Action Plan

What do want or need to do? __________________________________ __________________________________ __________________________________ __________________________________ __________________________________

Thank you for attending Return on Investment

and Accountability Overview

Teresa PenbrookeChris Cares

return on investment and accountability

Education

golfc b

leadershipmutual respect

aaab aa bbnew possibilities

cohesivesystems of parks

public safety

job specific performancestaff

active listening re

valid surveys public