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Chapter Two

existing system overview

64

This overview includes an observational review of the

City of Raleigh Parks, Recreation and Cultural Resources

Department’s current recreation program and service

offerings. This section provides an overview of recreation

programs and events and helps begin to identify the

strengths, weaknesses, and opportunities for future program

direction, which will be outlined in subsequent chapters

of this report. It also assists in identifying core programs

and program gaps within the community that will help in

identifying future program offerings for residents based on

community input and trends found in Chapter 3 - Needs and

Priorities Assessment.

Program findings were based on a review of program

information, program assessment worksheets completed

by department staff, and interviews and meetings with

recreation staff. In addition, marketing materials such as the

Leisure Ledger and the department’s website were reviewed.

The content of this section is organized as follows:

• Core Program Identification

• Program Mix

• Lifecycle Overview

• Age Segment Overview

• Marketing Approaches and Leisure Ledger Review

The ability to align program offerings according to

community need is of vital importance to successfully

delivering recreation services. At the same time, it is also

important to deliver recreation programs with a consistent

level of quality, which results in consistent customer

experiences. Core programs are generally offered each

year and form the foundation of recreation programs.

In assessing the categorization of core programs, many

criteria are considered. These criteria include:

• The program has been provided for a long period of time;

• Offered three to four sessions per year or two to three

sessions for seasonal programs;

• Wide demographic appeal;

• Includes 5% or more of recreation budget;

• Includes tiered level of skill development;

• Requires full-time staff to manage the program area;

• Has the ability tohelp solve a community issue (childhood

obesity, crime, community engagement, etc.);

• High level of customer interface exists;

• High partnering capability;

• Facilities are designed to support the program;

• Evolved as a trend and has resulted in a “must have”

program area;

• Dominant position in the market place; and

• Great brand and image of the program, based on the

Departments’s experience of offering the program.

Core programs, by definition meet at least the majority of

these criteria. The establishment of core programs helps to

provide a focus for program offerings. This focus, in turn,

creates a sense of discipline for quality control of these

program areas and helps to reduce variation of service

for the program participants. It must be noted that the

designation of non-core programs does not suggest they

Youth Learning to Swim Program

Section 2.6

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Existing Programs and

Services Overview

2.6 Introduction

2.6.1 Core Program Identification