"GETTING IT DONE"
GETTING IT DONE THROUGH PARTNERSHIPS: STRATEGIC PLANNING AND COLLABORATIVE EVALUATION STRATEGIC PLANNING AND COLLABORATIVE SERVICES The major benefit of Strategic Planning is understanding the linkage between outcomes, strategies and actions. A Strategic Plan that is reviewed and approved by the agency’s governing board empowers the organization to take action. An approved Strategic Plan that includes strategies associated with collaboration empowers the organization to “go forth and seek partnerships”. The effort required to sustain collaborative partnerships is HUGE. The size of the ego required to sustain collaborative partnerships should be small during an evaluation process. Developing recommendations in response to a collaborative evaluation requires a clear understanding of each partner’s mission. Initiatives that help each partner achieve their mission will be the ones selected for implementation. Parks and Recreation Strategic Plan FISCAL YEAR 2003-04 Parks and Recreation 2 Table of Contents Page ACKNOWLEDGEMENTS ................................................................................................... 3 INTRODUCTION ................................................................................................................. 4 Background ....................................................................................................................... 4 Concord’s Journey to Excellence ..................................................................................... 4-7 City Mission, Vision and Values ...................................................................................... 7-8 City Corporate Goals ....................................................................................................... 9-10 APPLICATION OF LONG RANGE STRATEGIC PLANNING TO THE PARKS & RECREATION DEPARTMENT ......................................................... 11 Purpose of the Strategic Plan ........................................................................................... 11-13 Strategic Planning Process ................................................................................................. 14 PARKS & RECREATION MISSION IDENTIFIED BY THE STRATEGIC PLAN .......... 15 HIGH PRIORITY OUTCOMES IDENTIFIED BY THE STRATEGIC PLAN ................. 16-17 ACTIONS AND STRATEGIES .......................................................................................... 18-20 OUTCOME MEASUREMENTS ....................................................................................... 21-22 APPENDICES Appendix A – Citizens Advisory Committee Meeting Notes, December 3, 1997 Appendix B – Citizens Advisory Committee Meeting Notes, January 7, 1998 Appendix C – Citizens Advisory Committee Meeting Notes, April 1, 1998 Appendix D – Staff Managers Meeting Notes, January 21, 1998 Appendix E – Implementation Action Plan Appendix F – Parks & Recreation Department Budget Summary, FY2003-04 ACKNOWLEDGEMENTS The Parks & Recreation Department of the City of Concord wishes to express their appreciation to the following individuals for their contribution to the preparation of this Strategic Plan. Citizens Advisory Committee (CAC) Robert Ayasse/Raquel Diaz Mt. Diablo Unified School District Pattie Behmlander Junior Optimist Baseball League Scott Belding Concord Pavilion Associates Johnny Butler California International Sports Foundation Jim Campbell Mt. Diablo Unified School District Suzie Carroll/Ruth Dorantes/Melanie Johnson Concord Youth Council Lura Dymond Friends of Parks, Recreation & Open Space Rich Elliott/Ron Mullin Willows Theatre Company Jerry Geronimo Diablo Valley Filipino-American League Virginia Heindrick Meadow Homes Community Association Melanie Johnson Concord Youth Council Garth Keehan Concord Men’s Golf Club Madelyn King Black Families Association Kandi Lancaster* Concord Parks & Recreation Commission Brad Nail Concord Chamber of Commerce Cindy Flood-Pease Mt. Diablo Soccer Association Officer Rick Rivera Concord Police Dept. – Youth Services Bureau Cesar Silva Hispanic Business & Professional Association James Smith Concord Senior Citizens Club Jenny Snodgrass Concord Alliance Hazel Sturm Contra Costa Visitors & Convention Bureau Mel Tilkin Turtle Creek Homeowners Association Robert Ward Holbrook Heights Homeowners Association Ralph Yokayama Diablo Japanese American Club Eugene Yount Concord Human Relations Commission * Served as Chair of CAC 3 ___________________________________________________________________ Introduction BACKGROUND In March, 1997, the City of Concord initiated a community-driven Strategic Planning process designed to enhance the overall performance of the Parks & Recreation Department. The Parks & Recreation Department provides a wide array of arts, recreational, community and educational services and facilities that primarily serve the citizens of Concord. The Department operates five recreational facilities (Concord Community Pool, Camp Concord, Diablo Creek Golf Course, Willow Pass Community Center, and Centre Concord) as well as many other programs and activities including oversight of the City-owned Chronicle Pavilion. The Strategic Plan is a policy document that provides guidance for determining the allocation of resources in anticipation and response to the ever-changing service needs of Concord residents. In an environment of increasing competition for funds among various community services, the Department wanted to ensure that it focuses its resources on the types of arts, recreational, community and educational programs and facilities most needed to maintain and further enhance the quality of life. The Strategic Plan provides a framework for change that centralizes planning and resource allocation, and ensures continued quality of services for the City of Concord. In order to understand the impact that the Strategic Plan will have on the Parks & Recreation Department, it is necessary to review the scope of organizational changes that have occurred in Concord since 1994. These changes have created an environment that rewards the continuous evaluation of information and supports new initiatives designed to improve the delivery of programs and services to the City’s customers. The implementation of these changes has become known as Concord’s Journey to Excellence. CONCORD’S JOURNEY TO EXCELLENCE “The Journey to Excellence” is the phrase used by Concord employees to define the reinventing experience of the City of Concord. The Journey roadmap points to an outcome-oriented, customer-service driven organization. Long-range strategic planning, with an emphasis on financial stability, forms the foundation of this effort. The Journey is a continuous endeavor. It began with a major reorganization in early 1995 when the City went from 10 to 8 departments. At that time, 21 positions were eliminated, 10 of which were management positions. This streamlined organization operated efficiently, saved the City $1.5M per year and solidified the City’s long- term financial position. By mid-1995, five task forces were established. Each task force was established for a specific function and was responsible for developing initiatives to assist the City in The Journey. 4 The Mission, Vision and Values Task Force was established to clearly articulate the purpose and objectives of the City and identify organizational values that would be adhered to in pursuing the mission. The Customer Service Task Force was established to address customer service issues throughout the organization. To accomplish their objective, this task force developed a framework for service delivery and established service standards applicable throughout the City. The Organizational Training Task Force was to design a customized, mission-specific training program to equip the City’s valuable human resources for The Journey. Developing an economic development strategy designed to maintain the long-term financial health of the City’s business community was the responsibility assigned to the Economic Development Task Force. The final task force was established to assist Concord in becoming a more results-oriented, performance driven organization. The Performance Based Budget (PBB) Task Force developed a budget program that links appropriations to service delivery. The City has undertaken several additional major organizational initiative processes in conjunction with the work of these five task forces: The development of the Manager’s Performance Management Process The Gateway to Organizational Achievement and Learning Program The District Partnership Teams These initiative processes took leading roles in improving the management, training and organizational collaborative efforts of the City. These organizational initiatives, the application of long-range strategic planning and the attainment of financial stability have developed into a distinctive management philosophy and policy hierarchy. This hierarchy is summarized in the graphic on Page 6. 5 Community Oriented Government Management and Policy Hierarchy MISSION, VISION AND VALUES ↓ Corporate Goals ↓ General Plan ↓ Long-Range Strategic Planning ↓ 10-Year Financial Plan ↓ Performance Based Budget ↓ Program Outcome ↓ Program Objective ↓ Performance Indicators ↓ Tasks/Activities The active implementation of these concepts, coupled with the organization’s resolve to succeed, has enabled the City to continue The Journey and to solidify a commitment to excellence. The Journey moves us towards a Community Oriented Government. The City is providing significantly more services than were provided in the past. The Citywide Survey conducted in 1999 indicates that 94% of Concord’s residents view the services provided by the City as positive. The Survey also indicates that four of five residents rate employee job performance as good or excellent. Services have been enhanced though resources have been limited. This is a result of significant financial savings realized from increased efficiency in managing a number of operations. Several studies were completed that identified how to more efficiently manage various services including the following studies completed by the Parks & Recreation Department: 6 - Centre Concord Operations - Concord Pavilion Operations - Golf Course Operations These and other studies and a focus on efficiency throughout the City have resulted in annual savings of over $4 million. These savings become available to enhance or provide other needed services. Though the organization has achieved impressive results, The Journey continues. The current achievements are the fruits of the organization’s labor during the past few years. Continuing successes will rely on an ongoing commitment to providing the best, most efficiently managed services to our community. This commitment to excellence is summarized within the organization’s Mission, Vision and Values and Corporate Goals. MISSION, VISION AND VALUES The MVV of the City of Concord is meant to provide employees with a common understanding of the organization’s purpose and direction. It is the foundation for the organization’s commitment to excellence. The Mission states why the City exists. It defines the organization’s purpose. The Vision depicts what the City wants to be; a picture of the ideal future of the organization. The Values lay out essential attributes necessary to make the City become the vision. The values are the guiding principles that help the organization fulfill its Mission and Vision. Concord’s Mission Statement Our mission is to join with our community to make Concord a City of the highest quality. We do this by providing RESPONSIVE, COST EFFECTIVE, and INNOVATIVE local government services. Concord’s Vision for the Future We will be customer based, performance driven, results oriented organization, focused on finding the answer, solving the problem, and achieving positive outcomes. We will partner with the Concord community to maximize resources, deliver high quality services, and be recognized as setting the standard for excellence. We will be trustworthy guardians of the public’s resources. We will make Concord a premier business location. We will collaborate to provide “seamless” services that benefit both our external and internal customers, streamlining our work processes and removing barriers wherever they arise. 7 We will accept the challenge of change and be committed to continually enhancing the safety, environment, quality of life, and economic vitality of our community. We will constantly look for new and better ways to deliver services. We will seek to be inno- vative, take reasonable risks, learn from our mistakes and always strive for excellence. We will welcome diversity in our community and our work place. We will conduct our work in an atmosphere of trust, respect and courtesy with open doors and open communication for our customers and each other. We will provide ethical, dynamic and effective leadership, establish clear direction and priorities and model the mission and values in support of our common Vision. We will be accountable for our performance and our organization’s success, and be recognized for our achievements. Concord’s Organizational Values Integrity and Trust. We say what we mean and mean what we say. We honor our word and keep our commitments. Commitment to Service. We put our customers first. We respond to our internal customers and treat them with the same courtesy and respect as our external customers. We facilitate, enable, and problem-solve. Partnerships. We place a high value on building partnerships with members of our community to assure we understand their needs and continue to deliver the services they desire in the most effective manner possible. Innovation and Continuous Improvement. We strive for excellence in the quality and productivity of our work. We create a work environment in which we look for new solutions and experiments with innovative ways to do things -- even if they don’t always work the first time. We recognize the need to be dynamic in meeting the community’s changing needs. Each and every employee is given the opportunity to develop and grow. Performance Accountability. We set measurable performance goals which support the priorities of the City of Concord and our individual work groups. We are given the necessary authority, training and resources to enable us to achieve these goals. Performance reviews are conducted in a timely and effective manner. Employee advancement and other incentives are based on performance. We are proud of the professionalism, competency and dedication that exist throughout the organization. Long Range Planning. We conduct long-range strategic and financial planning to maximize service delivery and build the economic stability of the City. We practice sound fiscal management to protect the public’s resources. Team Work. We respect each other as individuals, and we take the time and effort to show it. Although certain positions have more decision-making authority, we treat all members of the organization with the same consideration for their ideas and concerns. We really listen to, and each other honest feedback. We 8 recognize partnerships among work groups and employees as essential to effectively maximizing resources and delivering high quality services. Individual Worth and Diversity. We recognize and appreciate the uniqueness of each individual. We value the contribution made and the synergy created by different experiences and perspectives. We are committed to treating each and every person within the organization and the larger community with respect and dignity. The MVV is the common goal, the destination that the City as a Team is striving to reach. As a member of the Team, the Leisure Services Department is here to help the City realize the MVV. THE CORPORATE GOALS The City of Concord is a $100 million municipal corporation. Each manager within this corporation has the responsibility for communicating our purpose and assisting in the development of the corporate culture based on our Mission, Vision and Values. To be successful, the City needs to possess a unified vision. By choosing to work for a municipal corporation, Concord employees are legally endowed with providing municipal services to the community. The Corporate Goals of the City of Concord have been established to outline the most significant desired outcomes of the City working as a cohesive organization. The Goals serve as key measures for assessing how well the corporation of the City of Concord is accomplishing its objectives. The Corporate Goals form a basis on which the performance of managers and their departments can be evaluated. Success is measured not only by how well employees are progressing toward the program’s goals, but by the degree to which the Corporate Goals are being achieved. Guided by the precepts of the MVV, the Corporate Goals were established for specific purposes. The City of Concord Corporate Goals meet the following organizational needs: 1. Provide a concrete operational vision to staff for working more closely toward clearly defined goals. 2. Direct management’s focus in the performance of day-to-day work. 3. Emphasize the importance of teamwork. 4. Encourage corporate level of thinking. 5. Foster the sharing in each other’s success. 6. Promote “seamless” government service. 7. Establish priorities and measure the consolidated efforts of all members of the organization by assessing overall performance. The City Manager saw the need for Corporate Goals and asked each department to nominate one to three of its most significant goals. The nominated goals were screened by the Executive Staff and evaluated for their appropriateness as barometers for achieving the City’s Mission. The Executive Staff then developed quantifiable performance measures for the Corporate Goals. The Corporate Goals were adopted by the City Council in 1998. 9 The Corporate Goals of the City of Concord Goal 1 Continue to make Concord a desirable place to live, work, and raise a family. Goal 2 Be responsive to the needs of Concord citizens, maintain a high level of customer satisfaction, and provide quality public information and outreach. Goal 3 Promote and improve Concord as a premier location for existing, expanding and new business. Goal 4 Ensure a balanced budget for a 10-year planning period with adequate replacement funds for for buildings and equipment. Goal 5 Preserve and enhance the livability of Concord’s residential neighborhoods with opportunities for a broad range of housing options. Goal 6 Offer an array of recreation, leisure, and cultural events and programs to meet the needs of citizens of all ages, with an emphasis on the well being of youth. Goal 7 Maintain a safe and efficient traffic circulation system. Goal 8 Have Concord be among the safest cities of comparable size in California and have citizens feel safe in their homes, places of work, and throughout the City. Goal 9 Maintain City parks, recreation facilities, streets, buildings, and other infrastructure to meet high standards of condition and appearance. Goal 10 Guide Concord’s development according to the General Plan and manage physical resources based on sound environmental principles. 10 Application of Long Range Strategic Planning to the Parks & Recreation Department PURPOSE OF THE STRATEGIC PLAN Strategic planning is an ongoing process to achieve the community’s high priority outcomes through continuous evaluation of critical issues and needs. The long range needs of the community are identified prior to the development of actions and strategies. Strategic planning links the development of programs and services to meet high priority outcomes with the allocation of resources and emphasizes learning and feedback as important planning tools. Strategic planning includes the steps illustrated below: STRATEGIC PLANNING & IMPLEMENTATION PROCESS Evaluation Community Actions and Implementation A. _________ Outcomes Strategies Action Results B. _________ Identification Plan A- _________ C _________ Feedback/Feedforward The graphic on Page 12 illustrates the interrelation and interaction between the Department’s Strategic Plan and the Community Oriented Government Management and Policy Hierarchy. 11 Community Oriented Government Management and Policy Hierarchy MISSION, VISION AND VALUES ↓ Corporate Goals ↓ General Plan ↓ * Parks & Recreation Strategic Plan ↓ 10-Year Financial Plan ↓ Outcome Management ↓ Performance Based Budget ↓ Program Outcome ↓ Program Objective ↓ Performance Indicators ↓ Tasks/Activities A framework has been developed for the Parks & Recreation Strategic Plan that will help Department employees to implement actions and strategies intended to achieve the City’s Mission and address the community’s high priority outcomes. The following graphic illustrates the “Strategic Plan Framework.” Parks & Recreation Mission ↓ High Priority Community Outcomes ↓ Actions and Strategies ↓ Incorporation of Actions into the Performance Management Process ↓ Adjustments to 10-Year Financial Plans ↓ Adjustments to the Application of Outcome Management 12 The framework illustrates how the implementation of the Strategic Plan is integrated with the Community Oriented Government Management and Policy Hierarchy. Integration of the Strategic Plan into the Hierarchy will insure that program/service development and resource allocation are effectively linked through the performance management process, adjustments to 10-year financial planning and adjustments to the application of outcome management. This linkage is critical to addressing the high priority outcomes identified during the Strategic Plan process. In order to thoroughly understand the application of the Strategic Plan, the following definitions are presented for each element of the framework. The Parks & Recreation Mission states why the Department exists within the larger City organization as well as its purpose as a service unit for the Concord community. High Priority Outcomes are the major issues and needs identified during the strategic planning process broadly stated as a desired result or outcome. Actions and Strategies are associated with the achievement of the community’s high priority outcomes. An action is a task or step implemented to achieve one of the high priority outcomes. A strategy is the management method used to guide implementation of the action. Incorporation of Actions into the Performance Management Process refers to the inclusion of actions within a process that guides and supports the manager’s achievements during each fiscal year. As an example, an action would typically be included as a service objective or major study/project within the manager’s Achievement Plan. Based on the plan, the manager is evaluated through Monthly Reports, Trimester Reviews and the Annual Performance Audit. Managers are rewarded according to their performance under the Pay for Performance Program. The inclusion of actions within the Performance Management Process enhances the implementation of the Strategic Plan by insuring management accountability. Adjustments to 10-Year Financial Plans may be required if the action has long range financial implications. As an example, an action that results in the development of a capital improvement project proposal will require the identification of resources necessary to complete a project and support its ongoing operation. An action that generates a CIP proposal will require an adjustment to the City’s 10-Year Financial Plan. Adjustments to the Application of Outcome Management refers to changes that could affect surveys, the Performance Based Budget, and the Performance Management Process. As an example, implementation of an action could require a long term change in how data is collected for program evaluation purposes. The change in data collection could require the use of a different survey method for a specific program. An action could also require the establishment of a new program with a new outcome, objectives, performance indicators and tasks. Subtle changes such as a different survey method or significant changes such as a new program will affect the Department’s Performance Based Budget (PBB). Changes to PBB ultimately affect the entire Performance Management Process. Associating changes generated by the actions with the application of outcome management will insure that the actions are tracked and evaluated as part of the Parks & Recreation Department operation. 13 STRATEGIC PLANNING PROCESS From June, 1997 through April, 1998, the Strategic Planning process involved the following steps: identifying the community’s high priority outcomes; developing actions and strategies to achieve the outcomes; and linking actions with resource allocation and outcome management. Citizen and staff participation was critical to the success of the Parks & Recreation Department Strategic Plan. At the onset of the project, the firm of Moore Iacofano Goltsman, Inc. (MIG) was hired by the City to conduct the Strategic Planning process and ensure that the community was actively involved in the planning process. The chronological order of events associated with the Parks & Recreation Strategic Plan is summarized below: Recreation Needs Assessment Survey, 1997. A 600 person stratified sample telephone survey was conducted in June, 1997 to assess the community’s needs and priorities for improving the City’s recreational services. Citizens Advisory Committee (CAC), November 1997 – April 1998. This committee was composed of key community stakeholders, representing a wide cross section of the Concord community. During the CAC’s four (4) meetings, CAC members and the members of the general public provided their feedback to consultants and City staff in response to the Strategic Plan. Staff Managers Workshop, January 1998. Staff Managers from the Parks & Recreation Department convened to review the high priority outcomes, mission and strategies which had been identified thus far in the strategic planning process. They refined the strategies and offered several specific strategic actions that could be implemented as part of the Plan. Staff Survey, March 1998. A more informal staff survey was distributed to all Department staff in order to gather feedback on the Plan’s outcomes and strategies. Staff provided critical information as to how they might address the outcomes in their own day-to-day work with specific strategic actions. At the CAC meetings and Staff Managers Workshop, MIG graphically recorded participants’ comments on large sheets of paper; graphic reductions of these recordings are compiled in the Appendix. 14 Parks & Recreation Mission Identified by the Strategic Plan The Strategic Planning process helped to identify a Mission Statement for the Parks & Recreation Department. The Mission Statement transmits a clear understanding to elected officials, executive management, members of the community and employees of the Department’s role within the larger City organization and its purpose as a service unit: “Our mission is to create community through people, parks and programs. We do this by engaging our citizens, building collaborative relationships and responsibly managing our resources.” 15 High Priority Outcomes Identified by the Strategic Plan The Strategic Planning process generated several issues and needs. Staff reviewed these issues and needs and developed six high priority outcome statements. The outcome statements identified the basic purpose and the intended results envisioned by the Citizens Advisory Committee and staff for the Strategic Plan. OUTCOME NO. 1 To improve community, district and neighborhood identity by programming and facilitating special events. Several meeting participants indicated that Concord lacked a clearly stated, widely accepted identity as a community. This lack of identity was cited by the meeting participants as a major reason why 5l% of the survey respondents (the highest of any arts and educational activities category) indicated that they would like to see community-wide events expanded. The Citizen’s Advisory Committee and residents who attended the public forums cited events as a way to help people feel welcome and part of a larger community. Many meeting participants also noted that the events must be accessible to all residents, including families and citizens who lack transportation. Given this reality, community events programmed in order to address this outcome must consider transportation and location issues. Other public forum participants discussed the distinction between community identity and neighborhood identity. The identity issue has been further amplified by the formation of three community policing districts in the southern, northern and valley areas of Concord. These districts involve several neighborhoods that work collaboratively with City staff to address a wide range of issues. The distinction between community, district and neighborhood identity may be addressed by programming events and activities at community-wide locations (e.g., Todos Santos Plaza, Pavilion, Sun Valley Mall), local schools and neighborhood parks, and involving volunteers in the planning and event presentation process. OUTCOME NO. 2 To improve programs and the operation of public facilities through periodic reviews, appropriate maintenance, timely rehabilitation and effective scheduling practices. Participants in the public forums discussed the need for high quality maintenance, reinvesting in existing facilities, and the identification of opportunities for expanded use. Two specific examples were discussed by the CAC; Diablo Creek Golf Course and School District sites. The Golf Course was identified as a facility that needed a major restoration. Many School District sites were perceived as under-used because of the condition of the facilities. The staff managers workshop identified the program registration office and specific Pavilion operations such as parking and food service as sources of consistent customer complaints. In general, the conclusion of the CAC, public forum participants and Department staff was to maintain, protect and efficiently use existing facilities to meet community needs prior to building additional facilities and identify opportunities to improve programs and facility operations based on customer feedback and the results generated by the Performance Based Budget. OUTCOME NO. 3 To improve the array of recreation and community services opportunities by identifying and meeting special interests and targeting under-served neighborhoods. Respondents to the Recreation Needs Assessment Survey identified several activities that were not offered by the Parks & Recreation Department or widely available from other service providers. Examples include outdoor programs such as hiking, boating and fishing, and arts and crafts activities. During the public forums, members of the Citizens’ Advisory Committee and residents discussed bicycle motocross, in-line skating and skateboarding as desired activities. In addition, the CAC and forum participants commented that the Department offers few services for the culturally 16 and ethnically diverse residents of Concord. While respondents to the survey and public forum participants were generally satisfied with the quality of recreation opportunities available in Concord, the consensus conclusion was that the choice of opportunities needed to be expanded. Parks & Recreation will need to consider actions ranging from the development of specialized facilities (e.g., a skate park) to providing services that specifically address the human services needs of the City’s culturally and ethnically diverse citizens. OUTCOME NO. 4 To improve resident’s awareness of programs and services by increased marketing through expanded community/ neighborhood outreach. Several participants emphasized the need for the City to improve the promotion and advertisement of the programs and services available to citizens. Many Concord residents do not know what services and programs are already provided. In the process of “getting the word out” about these programs, Parks & Recreation must reach out to underrepresented and demographically diverse groups. The Department should consider ways to conduct outreach and marketing efforts in the multiple languages spoken by Concord residents and using materials designed for citizens with disabilities. The marketing effort should include information from other service providers and partners. OUTCOME NO. 5 To continue focusing on the well being of youth by expanding and enhancing programs and services. A total of 59% of the respondents to the Recreation Needs Assessment Survey indicated that the 13-17 year old age group should be the City’s highest priority when planning recreation programs. The 5-12 age group received the next highest priority rating, with 17%. In addition, 84% of the survey respondents believe that the City should offer programs that help youth develop positive behaviors, an outcome that has been incorporated into the Parks & Recreation Department’s Performance Based Budget. Public forum participants validated this result and reaffirmed the importance of the City’s youth-focused outcomes. Residents and members of the Citizens’ Advisory Committee discussed potential actions the City should consider, including stronger partnerships with the School District, youth services agencies and volunteer groups. OUTCOME NO. 6 To improve program accessibility for all citizens by considering service delivery issues such as location, fees, disabilities and demographics. The demographic data generated by the Recreation Needs Assessment Survey confirmed that a significant percentage of residents are over the age of 35, and that the percentage of residents over 55 is growing. In addition, questions in the Needs Assessment Survey regarding programs for senior citizens and the disabled received mostly favorable responses. As an example, 83% of the survey respondents believe that the City should partially subsidize programs that serve senior citizens and the disabled. The consensus conclusion of the public forum participants was that actions should be considered which would improve program accessibility for the City’s disabled and aging population. The actions may include facility improvements, the development of special programs for targeted groups and increased emphasis on “mainstreaming” disabled participants into current activities. 17 Actions and Strategies 17 Actions Actions are steps or tasks implemented to support the achievement of the community’s high priority outcomes. The linkage of an action to one of the six high priority outcomes must be clearly stated and mutually approved by a Department manager and the Department Director. If evaluated as a step or task that supports achievement of a high priority outcome, the action is incorporated into the City’s performance management process as a service objective or special project/study and assigned to a manager. Appendix “E” is the Implementation Action Plan. The Implementation Action Plan provides a summary of the strategic actions implemented to achieve each of the six high priority outcomes. The strategic actions are divided into categories defined as Scheduled, Future, Continuous and Completed. Scheduled actions are new projects that are included in the Department’s current year work plan. Future actions are projects that may be included in future annual work plans as the plans are updated. Continuous actions are projects, programs or events that have become part of the Department’s annual work plan and are evaluated through analysis of the most relevant outcome measurement data. Completed actions are projects that were initiated, completed and evaluated through analysis of the relevant outcome measurement data. Descriptions of each action’s association with the high priority outcomes must be documented in a manager’s Achievement Plan and the Department’s Year-End Report as part of the evaluation process. Strategies and Strategy Areas Strategies are the management methods used to guide implementation of the action. A strategy area is a term used to define a set of strategies. Fourteen strategies were developed from a compilation of ideas and suggestions generated by the strategic planning process. The strategies were organized into three strategy areas as defined below. Creating Applying the Enhancing Partnerships “Program Manage- Outreach to enhance ment Model” and Service to Service Promotion Delivery Delivery Creating Partnerships to Enhance Service Delivery refers to the development of collaborative efforts with other public agencies, the School District, neighborhood groups, community organizations and businesses to share facilities, co-develop or coordinate programs, expand/enhance operations and jointly promote activities and events. 18 Applying the “Program Management Model” to Service Delivery refers to the continuous review of programs and services that do not meet effectiveness and efficiency measures established in the Department’s Performance Based Budget and the need to evaluate potential future programs based on the community’s high priority outcomes. 18 Enhancing Outreach and Promotion refers to the need to improve the Department’s marketing efforts as well as to develop ways of communicating with under-served populations. The 14 strategies were categorized into the Strategy Areas as described below: CREATING PARTNERSHIPS TO ENHANCE SERVICE DELIVERY 1. Share facilities with School District, neighborhood and youth groups, community and cultural organizations, churches and businesses. 2. Develop recreational, educational, community service and cultural programs in partnership with the School District, neighborhood and youth groups, community and cultural organizations, churches and businesses. 3. Develop partnerships with transit operators and agencies (County Connection, BART, School District) in order to develop new and creative solutions to transporting Concord residents to recreational, cultural, and educational events and activities. 4. Develop partnerships to expand and promote volunteerism. 5. Develop partnerships that enhance the Department’s ability to provide services to under-served neighborhoods. APPLYING THE “PROGRAM MANAGEMENT” MODEL TO SERVICE DELIVERY 1. Conduct operational studies of specific programs and implement recommendations that will enhance the programs’ overall performance. 2. Conduct customer studies in order to update demographic data and to determine the types of programs and services to be offered. 3. Establish clear cost recovery goals for all programs as part of the annual budget approval process and update the 10-year plans for the Department’s General Fund and Enterprise Funds. 4. Develop scholarship funds, in-kind contributions, grants and other means of community support that will improve access to all programs and services regardless of a resident’s ability to pay. 19 19 ENHANCING OUTREACH AND PROMOTION 1. Promote Concord’s “Journey to Excellence” and the Leisure Services Department’s contributions to the Journey. 2. Develop and aggressively promote community, district and neighborhood events that are consistent with Concord’s community character. 3. Develop or support the development of a motto that reflects Concord’s community identity for use in all Leisure Services program material. 4. Identify and develop the resources necessary to expand outreach and promotion. 5. Develop the means to communicate with non-English speaking Concord residents. 20 Outcome Measurements 20 The City’s emphasis on Outcome Management provides a solid framework for measuring the outcomes associated with the Strategic Plan. The primary tools used by City departments to measure outcomes are the annual Customer Satisfaction Public Opinion Survey and the Performance Based Budget. The following information summarizes how each tool will be applied to a continuous evaluation of the Parks & Recreation Strategic Plan. Customer Satisfaction Public Opinion Survey The Customer Satisfaction Public Opinion Survey has been conducted annually since 1997. The survey collects and analyzes the opinions of Concord residents on a number of major issues, including quality of life and assessment of specific City services. There are certain responses generated from the annual survey that can provide Parks & Recreation managers with an assessment of the Department’s performance. These same questions can assist in providing an assessment regarding the effectiveness of the Strategic Plan. The survey questions that will be reviewed annually as a means of evaluating Strategic Plan outcomes are listed below: Quality of Life in Concord Satisfaction with Public Parks Satisfaction with Recreation Programs Satisfaction with Cultural Activities and Events Efficiency Ratings for Department Employees Responses to these questions will be evaluated for trends and improvements that may be associated with actions. For example, facility improvements completed for various park and recreation facilities that improve its appearance and use should have a favorable impact on a survey respondent’s satisfaction with public parks. Exceptionally high satisfaction ratings should be maintained as actions that support the community’s high priority outcomes are implemented each year. Performance Based Budget In terms of its scope and coverage, the Performance Based Budget (PBB) is perhaps the most essential Outcome Management tool of the City. PBB links service performance to budget allocation. It also provides concrete data to help evaluate performance, including the effectiveness and efficiency of a service. The PBB structure includes the following elements: Program Outcomes that state in broad terms the purpose of the program. Program Objectives that define the outcomes in measurable terms. Performance Indicators that measure the effectiveness or quality of the program. Task/Activities that measure efficiency or productivity of the program. 21 As actions that address the community’s high priority outcomes are implemented, effectiveness and efficiency measures for the affected programs are expected to improve. As an example, collaborative agreements involving the School District, County Social Services and other agencies that expand and enhance after school services should have an impact on the academic performance of students involved in the program (Performance 21 Indicator) and the level of participation (Task/Activities). The impact will be reviewed to determine whether or not academic performance has been improved and if the additional program participation is delivered in the most efficient manner. The Department’s Performance Based Budget is updated each year as part of the City’s budget development process to reflect the actual and projected levels of service. Strategic Plan actions that generate service level changes are incorporated into the updated PBB. In some cases, it may be appropriate to change the PBB structure or revise effectiveness/efficiency measures in response to Strategic Plan actions. Changes to the PBB structure will be considered as part of the budget development process. Appendix “F” is the updated PBB summary customarily provided to the City Council as Volume I of the City budget. The summary includes the program outcomes and program objectives for the Leisure Services Department. Year-End Reports As part of their Year-End Reports, Parks & Recreation managers will summarize within their operational and special project/study sections all Strategic Plan actions that had an impact on the Customer Satisfaction Public Opinion Survey or the Department’s Performance Based Budget. In addition, managers will also summarize other Strategic Plan actions that address the community’s high priority outcomes. The Department’s Year-End Report to the City Manager will include a detailed summary of the Implementation Action Plan. The summary will show the actions that were implemented in association with the high priority outcomes and their documented impact on the Customer Satisfaction Public Opinion Survey and/or the Department’s Performance Based Budget. Stratplan00.doc 22 22