Needs and Priorities Assessment
needs and priorities assessment
leads to marketing strategies as well as service placement.
References to the survey results are noted throughout the
following sections of the Assessment.
The City of Raleigh’s Parks, Recreation and Cultural
Resources Department Recreation Division staffmembers
were asked to complete programassessments that included
detailed information for a variety of program areas. The
assessments requested informationaboutmarket segments
by age group, program description, pricing mechanisms,
financial and performance measures, and information
about similar providers of services. The following section
includes general comments about the assessments.
The program offerings in the Leisure Ledger represent
a wide range of activities. Virtually every core program
area is represented with a number of programs offered.
In addition, many of the new programs represent growth
in recent trend areas, although, there are a few programs
with lower registration numbers.
The life cycle analysis suggests the need to discontinue or
reduce some of the program offerings. It would be helpful
to develop a program capacity measurement process
that would identify the percentage of actual number of
registrants compared to the potential number of registrants
available by core program area. It is also beneficial to do
an occupancy study of facilities to determine occupancy
rates of specific rooms. The program and facility capacity
measures can be done on a consistent periodic basis
and analyzed for comparisons. The results from this
analysis can result in decisions about retrenching specific
programs such as French for Beginners and Guide ‘n’ Ride
or shifting programs to different facilities.
According to the staff, the zumba, camps, swimming,
kayaking, ESL, and school-based programs have been
growing over the past three years. Alternatively, kickball,
dodgeball, bikeway trips, guided bike tours, high end
trips for seniors, and general adult programs have faced
a decline during the past three years. It is important for
staff to have performance measures in place that will
allow them to consistently evaluate their programs on
a quarterly basis in order to make decisions about the
future of their programs. Currently staff uses revenue
history, registration numbers, waitlists, evaluations
from participants, and information from the Marketing
Division. In addition, the Needs Assessment household
survey will provide guidance in repositioning programs.
Currently, registration numbers for core programs
and facilities are aggregated into a registration report.
Staff reviews this information on regular basis and the
information is tracked year to year to identify trends.
Staff utilizes this information along with the space needs
for the program to determine the maximum number
of participants the program can successfully support.
Individual program managers and center directors
determine cost recovery goals based on the program,
clientele served and program expenses. The Department
does not have a single policy that is implemented across
all program opportunities.
The Department’s pricing process for various recreation
program areas includes pricing by competition and what
the market will allow. The program fees appear extremely
reasonable as compared to other neighboring agencies.
Keeping fees very reasonable is an important pricing
philosophy for the city, ensuring good access to programs.
It is important to continue offering fees appropriate
to what the market will accept, and utilize the existing
financial assistance program to ensure access.
Currently the Recreation Department does not have
a revenue policy but does have a Fees and Charges
schedule as approved by City Council. Cost of service
calculations assists in providing quantitative information
Introduction to White-water Kayaking
3.6.2 Current Program Assessment