Akron Recreation Bureau Community Needs Survey & Strategic Plan Presentation to Akron City Council 1/14/19 Executive Summary Introduction The Akron Recreation Bureau (ARB) is a rich tapestry of people, programs, and parks with perceptions highest among stakeholders in “Affordability,” Fun,” and “Safety.” Total number of venues and public spaces provide an enviable setting that most “city park” systems don’t possess. City administration provides overall city leadership of ARB, allocation of funding, governance and support. Mayor Horrigan understands the significant role ARB plays in continued city development, enhanced services, property values and their strategic role in attracting and maintaining the vibrancy that has emerged across the Akron landscape.   Breaking down citizen stakeholders… • 10% identified with multiple groups • In total 26 unique combinations of ethnicity were presented with potential for nearly 6 first languages. • Data and open-ended comments both reveal a desire from all groups for greater interaction with one another. The single largest driver of favorable perceptions of Akron Recreation Bureau was awareness of events, programs and overall offerings.  • 28% of responses said they were “Very Aware” of ARB’s offerings and in turn had higher perceptions and Net Promoter Scores (NPS).  • 51% were “Somewhat Aware” and rated perception slightly lower.  This is excellent news for ARB because these two groups represented 79% of the total survey group. Utilizing what citizens viewed as “Most Effective” communication channels, along with new branding and targeted feedback based on the survey results, improved favorability can easily be achieved. Project Timeline April 2018 – Project Kickoff July 2018 – Cross Functional Team Formation & Kickoff; survey design & survey training July thru September – Survey communication, survey administration, data analysis and findings October 2018 – Vision, mission, and values; future pull/strategy development November 2018 – Review facility report and created action plans December 2018 – Final report and plan completed Survey Process At a Glance DATA COLLECTION: 7.5 Weeks On-site requests via tablet/mobile Paper Response ALL LOCATIONS REPRESENTED 1510 RESPONSES REPRESENTING OVER 3,100 CONSTITUENTS STRONG DEMOGRAPHIC RESPONSE IN EVERY CATEGORY AND REPRESENTATIVE OF 2017 CENSUS RESULTS AMAZING OUTREACH BY CROSS-FUNCTIONAL TEAM OVERALL DEMOGRAPHIC SUMMARY The survey results are representative of the Akron 2017 Census Statistics. SURVEY RESPONSES BY ZIP CODE 44313 200 ?'25 132593 Zip Response of Total of Total 44301 148 9.8 9.80% - 44314 141 9.34 9.34% 44107 1 0.07 0.07% 44306 127 8.41 8.41% 44120 1 0.07 0.07% 44320 125 8.28 8.23% 44125 1 0_07 0_07% 3:313 133 :33 :33: 44130 1 0.07 0.07% 44305 90 5.96 5.96% 44142 1 0'07 0'07% 44303 76 5.03 5.03% 44143 1 0- 07 13-07% 44307 39 2.58 2.58% 44147 1 0.07 0.07% 44302 36 2.38 2.38% 44233 1 o_o7 (107% 44319 35 2-32 232% 44241 1 0.07 0.07% 44333 31 2.05 2.05% 44203 20 1 .32 1 .32% 44242 1 0' 07 0.07% 44311 20 1.32 1.32% 44250 1 0'07 037% 44321 20 1.32 1.32% 44252 1 0- 07 13-07% 44223 19 1 .26 1 .26% 44254 1 0. 07 0.07% 44685 17 1.13 1.13% 44270 1 1107 (107% 44273 14 0-93 033% 44286 1 0.07 0.07% 44224 1 1 0.73 0.73% 44240 11 0.73 0.73% 44309 1 0'07 0.07% 44221 10 0.66 0.66% 4431 1 0-07 44236 3 0_53 053% 44314-3611 1 0.07 0.07% 44303 3 0.53 0.53% 44315 1 0.07 0.07% 44720 7 0-46 (146% 44316 1 0.07 0.07% 1:333 2 3-: 3-133 44326 1 0.07 0.07% 44266 5 033 033% 44327 1 0.07 0.07% 44646 5 033 033% 44332 1 0.07 0.07% 44216 4 0.26 0.26% 44334 1 0-07 13-07% 44262 4 0.26 0.26% 44406 1 0.07 0.07% 44304 3 0-2 010% 44431 1 0.07 0.07% :333 3 001-3 333: 44434 1 0. 07 0.07% 44256 2 0.13 0.13% 44504 1 0.07 0.07% 44272 2 0.13 (113% 44505 1 0.07 0.07% 44325 2 0.13 0.13% 44614 1 0.07 0.07% 0 1 0.07 0.07% 44632 1 0.07 0.07% 15120 1 0-07 44663 1 0.07 0.07% 333 1 33; 33;: 44667 1 0.07 0.07% 33305 1 0.07 007% 44691 1 0.07 0.07% 43313 1 0.07 (107% 44709 1 0.07 0.07% 4333 1 0.07 0.07% 44714 1 0.07 0.07% 4403 1 0.07 0.07% 45312 1 0.07 0.07% 44054 1 0-07 007% 55319 1 0.07 0.07% 3:333 3 33; 33;: 72121 1 0.07 0.07% 44067 1 0. 07 0.07% 866 1 0' 07 0' 07% Key Insights 1. ARB is perceived well in key service areas, like “Affordability,” “Fun” and “Safety.” 2. Awareness is a key driver of perceived value. (i.e. the more you use ARB to more you like them) 3. The most important communication channel is Social Media, followed by Email. 4. Demographics (and Locations) experience ARB differently. 5. Service preferences have clear organizational trends, but have differences by demographic. 6. The community is unclear about facility’s care, housekeeping, maintenance and the public spaces often used by programs that ARB delivers. ARB is held responsible even though they do not manage parks and building maintenance. 7. “Community events” and “Importance of aquatics” were highly rated across all demographics. Zone of Quality (ZOQ) Explanation Below Average Recommend (NPS) Above Average Recommend (NPS) Above Average ARB Index Above Average ARB Index Below Average Recommend (NPS) Above Average Recommend (NPS) Below Average ARB Index Below Average ARB Index ZONE OF QUALITY AVERAGES - BY FACILITIES Adjusted ARB Index: 3.82 Adjusted Recommend Avg.: 7.94 E3 Mean-r1 Pa CE 112 Heaeweir Pa rli: Pea-I a 33 FE l-{enmere a Hurthwegt CC ID LawtenStreetCC Ed Dauia CC a {Li Summit Lake CC 413 e: a a Patteraan '9 PefEirSE Wen-d5 Pant a Hrestene Park CC a Cemmun'rty LC a E: 1-31.! Park Standard Deviations awayr from avg. Recommend [194] ZONE OF QUALITY AVERAGES - BY DEMOGRAPHIC GROUPS ARB Index: 3.76 Recommend Avg: 7.74 Parl Hi??a 25?114 ill-IIWerk in ?EEfE?'r?ne atewn Caucasian tie Male E111 whab?gaduate ED E3 5? a {albe #?gr?ad'?'mgwhataware Very Awe re a Hememaker E: Afrftan?Ameriean Retired 0 High ?che-a! E: r; a Single Rent Kids :53 Femaie 0 Net wart in Akren (3 Diva-reed Jdent :Self Standard Deviations away from avg. Recommend Overall Findings Ed Davis was the highest NPS among facilities with a very targeted respondents group (those who use it for Tiny Tot Basketball love it). Put another way, a single program offering drove results which strategically is a challenge. New program development is the goal for facilities like these. All facility Supervisors developed specific plans based on individual Facility Reports and their specific data which is targeted to move them to higher performance levels. Response rates for all pools make data inconclusive for either facility. However “Importance of Aquatics” was above average for all of ARB across all demographics. Larger groups such as females, all ethnicity groups of color, and 65+ age group, rated ARB above average and are “Very Aware” of ARB. “Somewhat Aware” and “Not Aware” are below average and comprised predominately by  Male and Caucasian populations. A key insight is that all demographics experience ARB differently. Thus, as facility leadership develop plans, particular action should reflect the facility’s demographic variances. New Purpose, Vision, Mission ENRICH ALL LIVES, ENGAGE THE COMMUNITY AND EMPOWER THE FUTURE. Akron Recreation engages our diverse communities by being the leader in recreational activities in facilities, public spaces and venues throughout Northeast Ohio. Akron Recreation provides fun, safe and affordable opportunities to enhance quality of life and encourage deeper connections with our community. PURPOSE VISION MISSION Strategic Focuses YEAR 1 GOALS, OBJECTIVES AND STRATEGIES Organizational Reset: - Branding and Awareness Campaign - Leveraging new purpose, mission and vision (VMV) with broad announcements. - Aggressive use of new logo in marketing campaign. - Implement a robust social media plan. - Co-brand events so that ARB’s logo and new VMV are highly visible. - Marketing and program collaterals: Produce a Recreation brochure for distribution.  - Create e-newsletter Demonstrated Innovation - Integrate taglines into innovating programming that “enriches, engages, and empowers” community members. - Prioritize aquatics programming year-round and utilizing the outdoor pools to their fullest potential.   Staff Leadership Development: Deploy Staff Development Plans - Develop plan with 75% of emerging and hi-potential leaders. - Intentional alignment with VMV that “enriches, engages, and empowers” community members. - Participation in OPRA Conference. - Site/City exchange and networking.  Drive Employee Engagement Around New Purpose, Vision, Mission and Values - Rollout survey results and process along with outcomes through all hands meetings. Strategic Focuses (cont’d) YEAR 3 GOALS, OBJECTIVES AND STRATEGIES Community Impact and Reach: Programming Innovation - Building on established social media platform, offer localized events monthly and major community events each quarter. - Leverage momentum by partnering and co-branding efforts that integrate public space, Great Streets districts, and other initiatives where ARB can be recognized as the leader in drawing the community together, celebrating diversity, and creating a thriving culture. Technology - Community member’s data securely input across all community centers in RecDesk.  - Utilize email tools and “push” communications, along with social media following, to draw residents in as contributors to the fabric of Akron. Strategic Focuses (cont’d) YEAR 5 GOALS, OBJECTIVES AND STRATEGIES Facilities: Capital Improvements - Prioritize upgrading of community centers, playgrounds, and both existing pools - Exploration, determination and investment in new aquatics facilities. Engagement Recognized Leader In Engagement Across All Stakeholders - Volunteer program that spans region with facility, public space and events that out stripes the survey representation of 1,500 individuals. - ARB providing content at OPRA and other regional and national organizations on stakeholder engagement. 1- ?fg?