Table of Contents Table of Contents
Previous Page  121 / 210 Next Page
Information
Show Menu
Previous Page 121 / 210 Next Page
Page Background

Needs and Priorities Assessment

121

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