Walnut Creek Arts + Rec Strategic Plan 2019-2022 by City of Walnut Creek Arts+Rec

Strategic Plan

ACKNOWLEDGEMENTS Walnut Creek City Council Cindy Silva, Mayor Loella Haskew, Mayor Pro Tem Matt Francois Justin Wedel Kevin Wilk

Walnut Creek Arts Commission Iasmine Abdennabi-Klauber Glynnis Cowdery Jane Emanuel Ann Meredith Anita Sagastegui

Walnut Creek Parks, Recreation & Open Space Commission Jodi Davenport Robert Kearsley Brendan Moran Arthur Oller Fred Weston

Walnut Creek Arts + Rec Staff Kevin Safine, Director Jim Carlson Scott Denison Jacquelyn Harbert Cyndi Hashimoto Karen Heaston Martin Carolyn Jackson Carrie Lederer Maile Ogasawara Kat Reisinger

PROS Consulting, INC. Neelay Bhatt – Vice President and Principal Consultant Sarah Durham – Project Consultant Theron Wilson – Project Consultant

TABLE OF CONTENTS CHAPTER ONE – EXECUTIVE SUMMARY ................................................................. 1 INTRODUCTION AND DESIRED OUTCOMES .............................................................. 1 SWOT ANALYSIS ........................................................................................................................ 2 DEMOGRAPHICS AND TRENDS ANALYSIS ................................................................. 3 KEY LEADERSHIP AND STAKEHOLDER SUMMARY ............................................... 4 MALCOLM BALDRIGE SURVEY FINDINGS ................................................................... 5 VISIONING AND RECOMMENDATIONS .......................................................................... 7 SUMMARY .................................................................................................................................... 10

CHAPTER TWO - VISIONING .......................................................................................... 11 CORE VALUES, VISION AND MISSION ......................................................................... 11 SWOT ANALYSIS ...................................................................................................................... 11

CHAPTER THREE - MALCOLM BALDRIGE SURVEY FINDINGS ................... 14 “ARE WE MAKING PROGRESS” ASSESSMENT ....................................................... 14 FINDINGS ..................................................................................................................................... 17

CHAPTER FOUR - KEY LEADERSHIP AND STAKEHOLDER INTERVIEWS19 INTRODUCTION ........................................................................................................................ 19 RESPONSE SUMMARY BY QUESTION......................................................................... 21 SYNTHESIS ................................................................................................................................. 23

CHAPTER FIVE DEMOGRAPHICS & RECREATIONAL TRENDS................... 24 INTRODUCTION ........................................................................................................................ 24 DEMOGRAPHIC ANALYSIS ................................................................................................. 24 RECREATION TRENDS ANALYSIS.................................................................................. 33 SPORT AND LEISURE MARKET POTENTIAL............................................................. 34

CHAPTER SIX - STRATEGIC ACTION PLAN ........................................................... 37 VALUES ......................................................................................................................................... 37 VISION ............................................................................................................................................ 37 MISSION ........................................................................................................................................ 37 PROGRAMS & EVENTS ......................................................................................................... 38 MARKETING & COMMUNICATIONS ................................................................................ 38 FUNDING & REVENUE ........................................................................................................... 39 STAFFING & CUSTOMER SERVICE ............................................................................... 39

CHAPTER SEVEN - CONCLUSION .............................................................................. 40 APPENDIX A – DETAILED NATIONAL TRENDS ANALYSIS ............................. 41 APPENDIX B - DETAILED SURVEY RESULTS BY FUNCTION AREA .......... 50 ARTS AND RECREATION ADMINISTRATION .................................................................... 50 AQUATICS............................................................................................................................................ 50

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BEDFORD GALLERY ...................................................................................................................... 51 CENTER FOR COMMUNITY ARTS .......................................................................................... 51 CENTER REPERTORY COMPANY .......................................................................................... 52 LESHER CENTER FOR THE ARTS.......................................................................................... 52 RECREATION – CLASSES & SOCIAL SERVICE ............................................................... 53 RECREATION – FACILITY, RENTALS, SPORTS & CAMPS ......................................... 53

APPENDIX C – DETAILED ACTION PLAN ................................................................. 56 STRATEGIC PLAN TERMS .......................................................................................................... 56 FOCUS AREA: PROGRAMS & EVENTS ................................................................................ 57 FOCUS AREA: MARKETING & COMMUNICATIONS ....................................................... 60 FOCUS AREA: FUNDING & REVENUE .................................................................................. 62 FOCUS AREA: STAFFING & CUSTOMER SERVICE ....................................................... 64

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CHAPTER ONE – EXECUTIVE SUMMARY INTRODUCTION AND DESIRED OUTCOMES The City of Walnut Creek’s Arts + Recreation Department (“Department”) has been a high quality provider of program, event and facility offerings for decades. With offerings ranging from the Aquatics and Recreation Services to Boundary Oak Golf Course and Lesher Center for the Arts, among others, the Department continues to be a vital part of the quality of life and economic impact drivers in Walnut Creek.

As the Walnut Creek community continues to grow and evolve, the Department sought to ensure it is responsive to the changing demographics, trends and market conditions. In order to do that, it is critical to develop a Strategic Plan and a framework that helps guide and prioritize future decision-making and investment. To that end, the Department contracted with PROS Consulting, INC., a national parks and recreation planning firm specializing in Strategic Planning and Master Planning for similar agencies. The desired outcomes from the process are as below: Desired Outcomes 

Create a shared vision, core values and a roadmap for an innovative, empowered and learning Department



Ensure the organizational values cascade throughout all levels of the Department



Simplify department messages to get the whole team focused around core purpose and values

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Identify ways to empower staff to provide best possible guest/customer experience, within both consistent policies and unique aspects of each division

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Shift messaging from information to inspiration and engagement

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Maximize use of data to drive decision-making and continuous improvement

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Leverage new technology and systems to enhance customer experience in Walnut Creek

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Develop actionable and measurable performance goals to ensure accountability

The PROS Consulting Team undertook a comprehensive approach to address the Strategic Plan requirements for the Department with the culmination of the plan being the development of actionable strategies to address key issues and capitalize on potential opportunities. The key findings and recommendations are provided in the following pages.

SWOT ANALYSIS A key determinant of the future direction of the Department is an objective understanding of the Strengths, Weaknesses, Opportunities and Threats (SWOT) that impact future operations. Through an iterative process with the staff and the consulting team, the following SWOT was developed. A detailed SWOT can be seen in Chapter 2.2 Helpful

Harmful

to achieving the objective

Internal origin

Strengths (Internal – You can Control)           

External origin



Variety and breadth of offerings Dedicated staff / leadership Wide age-segment appeal Responsive organization / good reputation Extensive arts offerings and exhibitions Partnerships Accessible programs Experienced and new staff Recent branding efforts / community outreach Fiscally responsible Programs have high attendance rates Quantity and types of facilities

Opportunity (External – You may not be able to Control)  Good Department reputation  New development / growing populace  High awareness of Arts & Rec brand  High income and active community members  Retiree community (active adults) boosting volunteer pool  City Council’s focus on park and facility planning  More appetite for contemporary culture  New City leadership  Increasing demand for family programming  Shadelands Business Area  Program opportunities at city-owned open space and parklets  Land for facility development  Collaboration with Public Works and Police Departments  ‘Grow up’ with housing height limit  Increased tourism potential with downtown hotels  Technology / Social Media / e-Sports

           

Weaknesses (Internal – You can Control) Aging facilities Better internal communication within City Technology (e.g. software systems) Decentralized customer experience Program growth is outpacing program spaces (e.g. field space) Staffing constraints / lack of opportunities to reward staff Limited pathways to grow / stagnant staff No unified vision Fear of change Growing pains / reliance on hourly staff Ability storytelling Service duplication Threats (External – You may not be able to Control)

            

Rising CALPERS costs and tightening budget Housing prices Aging facilities Strong economy leads to competition for retaining staff Political changes Competition Transportation and traffic City departments competing for resources Aging demographic (i.e. fixed income, workforce reduction, transportation) Retiring workforce leads to less experienced staff Environmental factors Tax reform and changes in philanthropic giving (i.e. time vs. money) Competing free services (e.g. Library)

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DEMOGRAPHICS AND TRENDS ANALYSIS To develop the strategic roadmap for the future, it is first critical to understand existing and future population make up and key trends that may influence them in Walnut Creek. Thus, a Demographic and Trends analysis was also conducted to identify the future population projections and trends that may be impacting the Department and its offerings. Demographic data used for the analysis was obtained from U.S. Census Bureau and from Environmental Systems Research Institute, Inc. (ESRI), the largest research and development organization dedicated to Geographical Information Systems (GIS) and specializing in population projections and market trends. All data was acquired in February 2019 and reflects actual numbers as reported in the 2010 Census as well as estimates for 2018 and 2023 as obtained by ESRI. Straight line linear regression was utilized for 2028 and 2033 projections. Given below are the Cityâ&#x20AC;&#x2122;s 2018 Population characteristics. Projecting ahead, the city is expected to continue growing in population while it ages and becomes more racially / ethnically diverse as well. This will have implications on the kinds of arts / cultural / special event offerings the Department provides and also how the offerings may be marketed or priced to meet the needs of the evolving community. Detailed information is available in Chapter 5.

2018 Total Population

2018 Total Households

2018 Median Age

68,333

32,230

49.8

2018 Median Household Income

2018 Race

$90,215

75% White Alone, 15% Asian

1.3.1 SUMMARY OF DEMOGRAPHIC INFORMATION AND COMPARISON  The City’s population annual growth rate (0.82%) is somewhat similar to both California’s (0.86%) and the U.S.’s (0.86%) annual growth rates. 

The City’s age segment distribution skews significantly higher than national averages with over 40% of the Walnut Creek population above the age of 55, while nationally that percentage is close to 30%.



The City’s racial distribution reports slightly above White Alone (75.0%) as compared to the national percentage distribution. However, there was an above average Asian (15.0%) population when compared to national percentage distribution.



The City’s per capita income ($62,331) and median house income ($90,215) are both well above California’s ($34,254 & $69,051) and the U.S.’s ($31,950 & $58,100) income characteristics.

KEY LEADERSHIP AND STAKEHOLDER SUMMARY As part of the Strategic Plan, key stakeholder interviews were completed in August 2018 to provide a foundation for identifying community issues and key themes, along with understanding issues that would be beneficial for the plan. These included representatives from City Leadership (City Council, Arts Commission, Parks, Recreation and Open Space Commission, City Manager’s Office and Arts + Recreation Staff) and a variety of community stakeholders (arts groups, Foundations, parents and users of various programs, volunteers, Chamber of Commerce, Seniors Club and sports groups etc.). The detailed list of the user groups and their input is in Chapter Four. Note: The feedback is entirely subjective and simply a reflection of the input obtained at that time and not a statement of fact or a consultant recommendation. 1.4.1 SUMMARY INPUT After speaking with many stakeholders and interest groups of Walnut Creek’s Arts + Rec Department, it is apparent the pride the community has in the department’s varied offerings. Addressing aging facilities was identified as a key theme, as well as access to upgrading technology to provide different offerings and experiences. The Lesher Center for the Arts, Center for Community Arts and the Bedford Gallery are tremendous assets to the community and there is a sense of pride in the quality of these programs. The Department also provides a wealth of programs, such as the Aquatics program, Public Art Programs, etc. that are greatly appreciated by the community. As infrastructure ages, stakeholders believe attention will need to be given to ongoing maintenance and operations through the initiation of a calculated capital improvement program, as well as the creation of a dedicated funding source. It will be important to continue to update and replace aging infrastructure

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throughout the park system as the community has a high standard for maintenance. Especially with this being a key theme by stakeholders and interest groups to be addressed.

MALCOLM BALDRIGE SURVEY FINDINGS

Along with understanding the external customer framework through the Demographics and Trends Analysis and the Key Leadership and Stakeholder Input, it is important to understand the staff’s perception and readiness for successful implementation of the Strategic Plan’s recommendations. To that end, the consulting team conducted an assessment as a part of the Baldrige Criteria for Performance Excellence titled “Are We Making Progress”. This was shared with employees via an online link to ensure anonymity with the results being sent directly to the consultant team. This was critical to ensure everyone felt free to share their feedback objectively. The areas reviewed through this employee assessment template include:       

Leadership Strategic Planning Customer and Market Focus Measurement, Analysis and Knowledge Management Workforce Focus Process Management Cultural Results

One hundred seventy (170) employees (out of roughly 205) participated in this survey that was conducted in April - May 2018. Chapter 3 provides a detailed breakdown by each section. Among the seven criteria categories, the Results section received the highest scores from staff. Majority agree that the organization is a good place to work, obeys laws and regulations, has high customer satisfaction and has high standards and ethics; there is an opportunity to remove things that get in the way of progress and increase general awareness of the organization’s financial situation among staff. Overall, department staff is a very results-oriented and operationally sound with a strong focus on the growing use of data and analysis for decision making and customer / market awareness. Employees indicated a lower level of confidence in some areas with Leadership in their program divisions though the Arts + Rec Admin staff indicated a high level of positive sentiment with senior leadership. Those surveyed indicated a strong opportunity for improvement in asking employees what they think even though, ironically, the process of administering this survey and obtaining staff feedback was, in effect, asking staff about their input.

Customer and Market Focus for department employees was identified as an area to improve and could be a great strength for the organization. The department has just commenced an organizational culture change and customer service training process which will go a long way in positively impacting employee sentiment in these areas. Results for Strategic Planning received the lowest level of support from staff. Per survey responses, the organization scores particularly low in encouraging innovative thinking and involving employees in decision-making. Implementing proactive communication and information sharing will continue to help improve and address these issues. Note: It is important to realize that these results are likely reflective of the timing of this process since the Strategic Plan was still in the process of being developed. Based on operational experience with agencies nationally, the Consultant team feels confident that over time if the Strategic Plan is implemented effectively, these results will trend in a positive direction. On average, 75% of those surveyed agree or strongly agree with the statements asked during the Malcom Baldrige assessment. The graphic below depicts the employeesâ&#x20AC;&#x2122; perception of each the seven criteria categories from the survey.

Strengths

Results

Trending Positively

Opportunities

Workforce Focus

Leadership

Operations

Strategic Planning

Measurement, Analysis, & Knowledge Management

Customers

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VISIONING AND RECOMMENDATIONS The culmination of all the data, input and analysis process was the development of the Department’s core values, vision, mission and a recommendation framework to implement. To undertake that, the Consulting team conducted a Visioning Workshop where the leadership and staff went through an iterative process to develop the Core Values, Vision and Mission for the department.

1.6.1 VALUES  High Quality and Excellence  Exceptional Customer Experience  Collaboration  Innovation  Fun 1.6.2 VISION To be the leader in providing creative experiences that bring people together. 1.6.3 MISSION To impact lives in an inclusive, fun and innovative environment. The key strategies and tactics were developed based on desired outcomes specific to four focus areas: • • • •

Programs & Events Marketing & Communications Funding & Revenue Staffing & Customer Service

The following are the Goals and Strategies for each of the four focus areas guided by the Values, Vision and Mission statements. The detailed goals, key strategies, detailed tactics and the Strategic Action Plan framework are provided in Chapter 2 and in Appendix C. 1.6.4 PROGRAMS & EVENTS Goal: Increase participation and bring programs directly to the community. STRATEGY 1: PROVIDE MORE ACCESS TO PROGRAMS IN NON-TRADITIONAL SPACES. STRATEGY 2: TAILOR PROGRAMMING TO MIRROR THE GREATER BAY AREA COMMUNITY THAT WE SERVE. STRATEGY 3: COMMISSION NEW WORKS AND SERVE AS ARTIST INCUBATOR.

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1.6.5 MARKETING & COMMUNICATIONS Goal: Elevate the profile of Arts + Rec in Walnut Creek and beyond by telling the collective story. STRATEGY 1: CREATE DEPARTMENT OWNED AND OPERATED SIGNATURE PROGRAMS THAT REFLECT THE ARTS + REC BRAND. STRATEGY 2: MAKE THE CASE TO INTERNAL AND EXTERNAL AUDIENCES FOR SUPPORT AND ENGAGEMENT. 1.6.6 FUNDING & REVENUE Goal: Ensure sustainable funding for programs and services while meeting cost recovery goals. STRATEGY 1: EXPAND EFFORTS TO SEEK GRANTS FOR PROJECTS AND INITIATIVES. STRATEGY 2: MAKE THE CASE FOR FACILITY REPLACEMENT AND CAPITAL IMPROVEMENTS AND BE PREPARED FOR FUTURE IMPACT. 1.6.7 STAFFING & CUSTOMER SERVICE Goal: Consistently provide exceptional customer experiences. STRATEGY 1: ALIGN ALL STAFF TO DEPARTMENT WIDE MISSION, VISION AND VALUES. STRATEGY 2: RECRUIT AND RETAIN QUALITY HOURLY EMPLOYEES. STRATEGY 3: CENTRALIZE AND ENHANCE CUSTOMER SERVICE ACCESS AND EXPERIENCE.

SUMMARY In conclusion, the Department is highly valued by the community and its internal and external customers alike. The caliber of the offerings has been consistently high quality and well-participated in by Walnut Creek residents and visitors. Looking ahead, as the community evolves and the competition for peopleâ&#x20AC;&#x2122;s time and disposable income increases, this Strategic Plan and its framework will be crucial to the Departmentâ&#x20AC;&#x2122;s and the Cityâ&#x20AC;&#x2122;s continued growth and ability to attract residents, visitors and businesses. This document is meant to be a framework and a living action plan that will guide the Department for the next three to four years. Focusing on implementation and instituting performance indicators to measure implementation success will be key for the Department. The Consulting Team has worked with the Department staff for more than five years through the development of this Strategic Plan and other department initiatives and feels confident that the passionate and dedicated leadership and staff with a high level of expertise in their respective areas is well positioned to provide experiences that bring people together and impact lives today and for years to come.

Strategic Plan

CHAPTER TWO - VISIONING The Consulting Team conducted a visioning workshop with Walnut Creek Arts + Recreation leadership staff to help identify the overall values, vision, mission and strategic priorities bearing in mind the findings and analysis undertaken up to this point. This process allowed for an open and iterative format that helped identify and elevate the most critical elements for the department. Following the workshop, the broader list of elements developed were then further evaluated and curated by department staff in order to arrive at the final list shared below. These were then shared with key City organization and community leaders and stakeholders to obtain their feedback about the alignment of these proposed suggestions with community values, their vision, and as existing realities. Consequently, through this multi-pronged and thorough approach, the staff and consulting team have arrived at the following Vision, Mission and Core Values to help guide the department in the future.

CORE VALUES, VISION AND MISSION One outcome of the visioning workshop was to affirm or update the vision / mission and core values for the Arts + Rec Department. 2.1.1 CORE • • • • •

VALUES High Quality & Excellence Exceptional Customer Experience Collaboration Innovation Fun

2.1.2 MISSION To impact lives in an inclusive, fun, and innovative environment. 2.1.3 VISION To be the leader in providing creative experiences that bring people together.

SWOT ANALYSIS A strengths, weaknesses, opportunities, and threats (SWOT) analysis was performed as part of the Organizational Assessment Plan. The SWOT analysis provides context for how the organization functions by describing the things that are going well, those things that are challenging, and those things that can be improved upon.

STRENGTHS

WEAKNESSES

OPPORTUNITIES

THREATS

Internal – You Can Control

External – You May Not Be Able To Control

2.2.1 STRENGTHS Strengths are an internal analysis of what an organization does well and it is useful to think of strengths as special capabilities or expertise. These are things that have enabled the organization to be successful to this point, and how it has prepared itself to compete in the future. 2.2.2 WEAKNESSES Weaknesses are also considered to be an internal analysis and is the opportunity for an organization to identify areas of improvement. They include problems that need to be corrected, deficiencies recognized through a comparison with other agencies or best practices, or deficiencies such as lacking the resources to grow. Once strengths and weaknesses have been identified, the SWOT analysis becomes more external in nature and involves identifying ways in which the organization can better position itself for increased success in the future. 2.2.3 OPPORTUNITIES Opportunity seeking is an external analysis of strategic factors that can enhance or improve services the organization offers (both new and existing services), and a defined customer group at which that service is targeted (again including new and existing customers). 2.2.4 THREATS Threats are external trends or forces that adversely affect the organization that cannot be left unaddressed or even ignored.

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2.2.5 WALNUT CREEK ARTS + REC DEPARTMENT SWOT ANALYSIS

Helpful

Harmful

to achieving the objective

Internal origin

Strengths (Internal – You can Control)           

External origin



           

            

CHAPTER THREE - MALCOLM BALDRIGE SURVEY FINDINGS “ARE WE MAKING PROGRESS” ASSESSMENT This assessment was undertaken as a part of the Baldrige Criteria for Performance Excellence. It is titled “Are We Making Progress” and was circulated to employees via an online link that allowed for each employee to take this anonymously with the results being sent directly to the consultant team. This was critical to ensure everyone felt free to share their feedback objectively. The areas reviewed through this employee assessment template include:       

Leadership Strategic Planning Customer and Market Focus Measurement, Analysis and Knowledge Management Workforce Focus Process Management Cultural Results

The reason for evaluating the culture of the organization is to better understand and assess how your organization works. After understanding the culture of the organization, it will make it easier to build, maintain, or implement change in the organization. Understanding your employees’ needs and concerns will help develop them within the organization and help make your organization resilient. One hundred seventy (170) employees (out of roughly 205) participated in this survey that was conducted in April - May 2018. The following charts demonstrate the breakdown of employees by employment status and by function area within the department.

EMPLOYMENT STATUS 127

F UL L T I M E

P A RT TIME

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FUNCTION AREA 40 32 27 22 16

ARTS & RECREATION ADMIN

AQUATICS

BEDFORD GALLERY

CENTER FOR CENTER LESHER RECREATION RECREATION COMMUNITY REPERTORY CENTER FOR - CLASSES & - FACILITY ARTS COMPANY THE ARTS SOCIAL RENTALS, SERVICES SPORTS & CAMPS

Note: The “Arts & Recreation Admin” functional area was intended to capture staff in the Director’s office. Some staff who serve in administrative functions mistakenly tagged themselves to this function area instead of the appropriate program area.

The detailed survey results are provided in Appendix A while the Top and Bottom overall rankings statements are given below. Top overall ranking statements:

1. 2. 3. 4. 5. 6. 7. 8. 9. 10.

I am committed to my organization's success. My organization is a good place to work. My organization obeys laws and regulations. My work results / outcomes meet all requirements. My customers are satisfied with my work. My organization has high standards and ethics. I know how to measure the quality of my work. I have a safe workplace. My organization helps me help the community. I know my organization's mission (what it is trying to accomplish).

Bottom overall ranking statements

1. 2. 3. 4. 5. 6. 7. 8. 9. 10.

I know how well my organization is doing financially. As it plans for the future, my organization asks for my ideas. My organization removes things that get in the way of progress. I ask if my customers are satisfied or dissatisfied with my work. My organization encourages totally new ideas (innovation). I know how my organization as a whole is doing. I know the parts of my organization's plans that will affect me and my work. I know how to tell if we are making progress on my work group's part of the plan. My organization asks what I think. I know how the measures I use in my work fit into the organization's overall measures of improvement.

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FINDINGS Among the seven criteria categories, the Results section received the highest scores from staff. Majority agree that the organization is a good place to work, obeys laws and regulations, has high customer satisfaction and has high standards and ethics; there is an opportunity to remove things that get in the way of progress and increasing general awareness of the organizationâ&#x20AC;&#x2122;s financial situation among staff. Overall, department staff is a very results-oriented and operationally sound with a strong focus on the workforce and growing use of data and analysis for decision making and customer / market awareness. Employees indicated a lower level of confidence in some areas with Leadership in their program divisions though the Arts + Rec Admin staff indicated a high level of positive sentiment with senior leadership. The ability and willingness of the leadership to create a positive work environment and to ensure alignment with the organizational vision, mission, and values are critical stepping stones in the successful implementation of any planning process. Those surveyed indicated a strong opportunity for improvement in asking employees what they think even though, ironically, the process of administering this survey and obtaining staff feedback was, in effect, asking staff about their input. Customer and Market Focus for department employees need to improve and could be a great strength for the organization. The department has just commenced an organizational culture change and customer service training process which will go a long way in positively impacting employee sentiment in these areas. Results for Strategic Planning rank have the lowest level of support from staff. Per survey responses, the organization scores particularly low in encouraging innovative thinking and involving employees in decision-making. Implementing proactive communication and information sharing will continue to help improve and address these issues. Note: It is important to realize that these results are likely to reflect of the timing of this process since the Strategic Plan was still in the process of being developed. Based on operational experience with agencies nationally, the Consultant team feels confident that over time if the Strategic Plan is implemented effectively, these results trend in a positive direction. On average, 75% of those surveyed agree or strongly agree with the statements asked during the Malcom Baldrige assessment. The graphic below depicts the employeesâ&#x20AC;&#x2122; perception of each the seven criteria categories from the survey

Strengths

Results

Trending

Positively

Opportunities

Workforce Focus

Leadership

Operations

Strategic Planning

Measurement, Analysis, & Knowledge Management

Customers

The table below shows a detailed analysis of the average ranking by focus area for the overall department and by program function area. The lowest rating (in green) indicates the highest degree of favorability and positive support from the respondents and vice versa (in red). E.g. The average ranking of each statement within the Results Section (15) indicates that each of those statements have a high degree of support that, thus, ranks them in the top 15 out of 42 questions asked overall. The other end of the spectrum is the Strategy section whose statements have an average ranking of 34.8 out of 42 questions asked.

Average Ranking Recreation - Recreation Classes & Facility Rentals, Social Sports & Services Camps

All

Aquatics

Bedford Gallery

Results

15.0

19.5

22.0

29.8

22.0

24.3

20.7

23.5

21.7

Workforce

16.0

23.7

14.0

6.7

14.3

15.0

16.0

11.8

20.2

Operations

20.0

22.0

19.1

17.2

29.3

16.5

19.5

25.4

14.9

Leadership

21.0

12.3

23.0

17.5

15.5

25.8

15.2

22.2

Measurement, Analysis, & Knowledge Management

22.8

22.9

22.5

14.1

20.8

15.0

20.1

29.5

19.4

Customers

24.0

20.4

28.6

28.0

17.8

16.4

19.4

21.4

23.4

Strategy

34.8

26.8

31.3

29.8

29.2

29.1

32.1

25.3

20.1

Focus Area

Center for Center Community Repertory Arts Company

Lesher Center for the Arts

Arts & Recreation Admin

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CHAPTER FOUR - KEY LEADERSHIP AND STAKEHOLDER INTERVIEWS INTRODUCTION As part of the Strategic Plan, key stakeholder interviews were completed in August 2018 to provide a foundation for identifying community issues and key themes, along with understanding issues that would be beneficial for the plan. A facilitation guide was developed that included a series of questions to spur conversation and follow up questions were asked as appropriate. Invited stakeholders were identified by the Walnut Creek Arts + Recreation Department staff and included representatives from the following entities: City Leadership      

City Council Arts Commission Parks, Recreation and Open Space Commission City Manager Assistant City Manager Arts + Recreation staff from each program area

Community Stakeholders                  

Bedford Gallery affiliated artists Bedford Gallery Guild and Docents Clay Arts Guild Community Arts Foundation CourseCo Diablo Ballet Diablo Regional Arts Association Fantasy Forum Actors Ensemble Lesher Center ticket buyers Life Steps Foundation Recreation and Community Arts parents and students Recreation volunteers The Ballet School Trinity Center Walnut Creek Chamber of Commerce Walnut Creek Downtown Walnut Creek Seniors Club Walnut Creek Surf Soccer Club

The following sections list the cumulative input obtained by all those groups. It must be kept in mind that the feedback is entirely subjective and simply a reflection of the input obtained at that time and not a statement of fact or a consultant recommendation. The statements for Strengths and Opportunities may be different from those expressed in the SWOT analysis performed by staff.

A 4.1.1 STRENGTHS Based on their input, these were the strengths that they would like the Department to build upon. • • •

•

• •

Diverse and high-quality offerings for various demographics and income levels. Community Arts is highly respected and appreciated by the residents. Staff is very passionate about the work they do and constantly look for ways to offer new opportunities for the community. The Lesher Center staff does amazing work and the facility remains a great source for high quality performances. The Department provides offerings above and beyond a city this size has and also serves as a regional draw. Staff partners well with internal city departments and variety of external community groups (e.g. Little League, Soccer Club etc.) and private partners. Focus on the quality of life is appreciated by the community.

4.1.2 OPPORTUNITIES Based on their input, these were the opportunities they see for the Department. • • • • • •

•

Understanding the users being served will be key for program improvement. Ensure future offerings are aligned with community needs. Aging facilities and lack of indoor space limit future programming expansion and minimize gathering spaces. Internal staff growth and development needs to be addressed. Communication needs to continuously improve in order tell the department’s story and enhance the experience for current and future residents. A sense of connection and inclusion within the community and throughout the region. o Respondents feel this will place Walnut Creek Arts + Rec on the forefront of society as a place that feels like family and a home. Being the forefront of technology by having cutting edge resources to remain innovative and responsive to the community needs.

4.1.3 VALUES In reviewing the draft Department values, this was the input provided. • •

Overall, the revised Department values do resonate with the residents and they are reflective of the organization. Innovation is a value that resonates with residents, but many feel appropriately that it is an aspirational one.

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4.1.4 FUNDING If given funds to allocate, based on their input, this is where the funds should be directed. • •

•

Remodeling and addressing aging facilities is key. Upgrading the facilities allows for the buildings to be more vibrant and welcoming. It’s evident that several facilities need to be addressed with upgraded developments and newer/enhanced technology. Awareness is key and respondents believe resources spent on community outreach and engagement to help increase visitation would be helpful.

4.1.5 TOP PRIORITIES Based on their input, these were the top priorities the Department should focus on. •

• •

The department should be the regional draw for people to come and have an extraordinary experience of the Arts and Recreation. People want a sense of belonging to the community and its various offerings. Ensure that there are opportunities for all demographics. The department should continue to monitor trends and adapt accordingly. Enhance community involvement since stronger connection and community awareness will build a sense of unity and advocacy amongst the residents.

RESPONSE SUMMARY BY QUESTION 4.2.1 WHAT DOES ARTS + REC DO WELL THAT YOU WOULD WANT THEM TO CONTINUE DOING? Residents value the abundance of offerings that are available to the community. The wide variety of opportunities cover most demographics and makes for an impressive palette of programs and amenities. The staff is passionate about what they do and is committed to offering excellent community offerings, as well as customer service. Partnerships are thriving, which benefits the program development of the Department and program outreach. The Department offers many programs and amenities such as the Bedford Gallery, Lesher Center for The Arts, Aquatic programs, Community Arts and other offerings for all ages within categories of health, wellness and education. 4.2.2 WHAT WOULD YOU WANT THE AR TS + REC. TO IMPROVE UPON / STRATEGIC OPPORTUNITIES FOR THE FUTURE? Respondents feel there is a need to continue to address programming and remain in sync with the community needs. There should be a constant focus to search for more ways to improve as a whole. It’s important to align all future offerings to ensure they coincide with the demographics of the community, as well as community needs. The community values the importance of addressing aging facilities. Aging facilities can hinder the department from advancing their programming and offering top tier amenities for the residents. In addition, technology and equipment need to be updated as well.

Greater internal communication would be helpful to ensure effective cross promotion of all offerings and opportunities. This, consequently, will help attract new participants as well. Additionally, a continued focus on staff growth and development as well as understanding of individual and collective roles would be helpful. Pouring resources into staff development could also address various areas such as employee retention strategies. 4.2.3 WHAT DO YOU WANT WALNUT CREEK AR TS + REC TO BE KNOWN FOR IN THE FUTURE? As they look to the future, residents want the Department to be perceived as an example for other regional agencies. With a focus on addressing the aging facilities and cutting-edge technology, this can give the Department a vision for the future. A refreshing start can also allow for programs and activities to flourish, as well allowing the Department to remain as a beacon in the community. Residents feel inclusion is also on the forefront and want to create a sense of connection with the department and the community overall. 4.2.4 DO THE REVISED DEPARTMENT VALUES RESONATE WITH YOU AND ARE REFLECTIVE OF THE ORGANIZATION? IF NO, WHICH ONES DO NOT? Overall, the values resonate with the participants and they reflect the organization well. However, it also seems the stakeholders understand the organization will take time to grow into the potential it is capable of. It is understood it’s difficult to always stay ahead of the current trends but aspiring to innovate and continue to meet community needs are of value. In addition, greater collaboration can also help provide collective services without the department having to shoulder the burden entirely. Entrepreneurial approaches can fuel the foundation on how the values remain instilled in the organization’s makeup. This entrepreneurial mindset will also allow staff members to take initiative to ensure the Department is financially sustainable and is not reliant simply on general fund support. It builds a sense of ownership and passion in what they do, such as extraordinary forward thinking and always looking for ways to provide best-in-class experiences. 4.2.5 IF YOU WERE GIVEN MO NEY TO ALLOCATE AS Y OU SEE FIT, WHAT WOULD YOU BE MOST LIKELY TO FUND? There is a strong desire to move towards the future with new cutting-edge building structures and technology to help progress the community. For one, the Center for Community Arts’ technology needs to have updated equipment and better hardware to allow more improved resources to teach and educate residents. Residents are also interested in funding better community outreach. They want to feel more involved, but at the same time, need to be aware of the many programs that take place within the Department. 4.2.6 YOUR TOP PRIORITY Stakeholders find various areas of significance that need attention as the Department’s top priorities. It is important for the Department to set the standard for community centers and/or facilities regionally. Inclusion is a focal point and it’s what is needed to energize the community. As the Department advances their brand and programming, this will create a stronger connection with the community.

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With the Department possessing a strong arts component, they should use this to their advantage by building more awareness of the arts programming. More residents are ready to back the Department as it moves forward. The Department will continue to evolve, serve the community, and provide services for all demographics as they change over time.

SYNTHESIS After speaking with many stakeholders and interest groups of Walnut Creekâ&#x20AC;&#x2122;s Arts + Rec Department, it is apparent the pride the community has in the departmentâ&#x20AC;&#x2122;s varied offerings. Addressing aging facilities was identified as a key theme, as well as access to upgrading technology to provide different offerings and experiences. The Lesher Center for the Arts, Center for Community Arts and the Bedford Gallery are tremendous assets to the community and there is a sense of pride in the quality of these programs. The Department also provides a wealth of programs, such as the Aquatics program, Public Art Programs, etc. that are greatly appreciated by the community. As infrastructure ages, stakeholders believe attention will need to be given to ongoing maintenance and operations through the initiation of a calculated capital improvement program, as well as the creation of a dedicated funding source. It will be important to continue to update and replace aging infrastructure throughout the park system as the community has a high standard for maintenance. Especially with this being a key theme by stakeholders and interest groups to be addressed.

CHAPTER FIVE DEMOGRAPHICS & RECREATIONAL TRENDS INTRODUCTION This analysis will help provide a thorough understanding of the demographic makeup of residents within the City of Walnut Creek, while also identifying national, regional and local recreational and arts trends. This analysis essentially helps the Department understand the key question, “who do we serve?”.

DEMOGRAPHIC ANALYSIS The Demographic Analysis describes the population within Walnut Creek, California. Although the Department serves a regional audience, this assessment is reflective of the City’s total population and its key characteristics such as age segments, race, ethnicity, and income levels. It is important to note that future projections are based on historical patterns and unforeseen circumstances during or after the time of the analysis could have a significant bearing on the validity of the projected figures. 5.2.1WALNUT CREEK DEMOGRA PHIC OVERVIEW

2018 Total Population

2018 Total Households

2018 Median Age

68,333

32,230

49.8

2018 Median Household Income

2018 Race

$90,215

75% White Alone, 15% Asian

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5.2.2 METHODOLOGY Demographic data used for the analysis was obtained from U.S. Census Bureau and from Environmental Systems Research Institute, Inc. (ESRI), the largest research and development organization dedicated to Geographical Information Systems (GIS) and specializing in population projections and market trends. All data was acquired in February 2019 and reflects actual numbers as reported in the 2010 Census as well as estimates for 2018 and 2023 as obtained by ESRI. Straight line linear regression was utilized for 2028 and 2033 projections. The City boundaries shown below were utilized for the demographic analysis. (See Figure 1)

Figure 1: City Boundaries

Race and Ethnicity Definitions The minimum categories for data on race and ethnicity for Federal statistics, program administrative reporting, and civil rights compliance reporting are defined as below. The Census 2010 data on race are not directly comparable with data from the 2000 Census and earlier censuses; therefore, caution must be used when interpreting changes in the racial composition of the US population over time. The latest (Census 2010) definitions and nomenclature are used within this analysis. 

American Indian – This includes a person having origins in any of the original peoples of North and South America (including Central America), and who maintains tribal affiliation or community attachment



Asian – This includes a person having origins in any of the original peoples of the Far East, Southeast Asia, or the Indian subcontinent including, for example, Cambodia, China, India, Japan, Korea, Malaysia, Pakistan, the Philippine Islands, Thailand, and Vietnam



Black – This includes a person having origins in any of the black racial groups of Africa



Native Hawaiian or Other Pacific Islander – This includes a person having origins in any of the original peoples of Hawaii, Guam, Samoa, or other Pacific Islands



White – This includes a person having origins in any of the original peoples of Europe, the Middle East, or North Africa



Hispanic or Latino – This is an ethnic distinction, a subset of a race as defined by the Federal Government; this includes a person of Mexican, Puerto Rican, Cuban, South or Central American, or other Spanish culture or origin, regardless of race

Please Note: The Census Bureau defines Race as a person’s self-identification with one or more of the following social groups: White, Black or African American, Asian, American Indian and Alaska Native, Native Hawaiian and Other Pacific Islander, some other race, or a combination of these. While Ethnicity is defined as whether a person is of Hispanic / Latino origin or not. For this reason, the Hispanic / Latino ethnicity is viewed separate from race throughout this demographic analysis.

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5.2.3 WALNUT CREEK PO PULACE POPULATION The Cityâ&#x20AC;&#x2122;s population experienced a growing trend in recent years, increasing by 4,218 people from 2010 to 2018 (0.82% per year). This is consistent with the national annual growth rate of 0.86% (from 20102018). Similar to the population, the total number of households also experienced an average increase in recent years with 1,810 new households (0.74% per year). Currently, the population is estimated at 68,333 individuals living within 32,230 households. Projecting ahead, the total population and total number of households are both expected to continue growing over the next 15 years. Based on 2033 predictions, the City is expected to have 77,484 residents living within 36,272 households. (See Figures 2 & 3)

Total Population / Avg Annual Growth 90,000

2.00%

80,000 70,000

64,115

68,333

74,443

71,418

77,484 1.50%

60,000 50,000

0.90%

0.82%

40,000

0.85%

0.82%

1.00%

30,000 0.50%

20,000 10,000 0

0.00%

2010

2018

2023

City of Walnut Creek Total Population

2028

2033

Average Annual Growth (%)

Figure 2: Total Population

Total Households / Avg Annual Growth 40,000 35,000

30,420

32,230

33,628

34,938

36,272

1.40% 1.20%

30,000 1.00%

0.87%

25,000

0.78%

0.74%

0.76%

20,000

0.80% 0.60%

15,000 10,000

0.40%

5,000

0.20%

0.00%

2010

2018

2023

City of Walnut Creek Households

2028

2033

Average Annual Growth (%)

Figure 3: Total Number of Households

AGE SEGMENT Evaluating the City by age segments, Walnut Creek is an older community with over a third of the population falling within the 55-74 segment. Assessing the population as a whole, the City is projected to continue its current aging trend. Over the next 15 years, the 55+ population is expected to grow to represent 48% of the City’s total population. This is largely due to the increased life expectancies, higher cost of home ownership that may make it difficult for young families to move in and the remainder of the Baby Boomer generation shifting into the senior age groups. (See Figure 4). Due to the continued growth of the older age segments, it is useful to further segment the “Senior” population beyond the traditional 55+ designation. Within the field of parks and recreation, there are two commonly used ways to partition this age segment. One is to simply segment by age: 55-64, 65-74, and 75+. However, as these age segments are engaged in programming, the variability of health and wellness can be a more relevant factor. For example, a 55-year-old may be struggling with rheumatoid arthritis and need different recreational opportunities than a healthy 65-year old who is running marathons once a year. Therefore, it may be more useful to divide this age segment into “Active,” “Low-Impact,” and/or “Social” Seniors.

Population by Age Segment 0-17

18-34

35-54

55-74

75+

16%

17%

23%

27%

28%

30%

31%

26%

24%

22%

21%

20%

17%

18%

19%

17%

16%

14%

2010

2018

2023

2028

2033

Walnut Creek

Figure 4: Population by Age Segments

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RACE Analyzing race, Walnut Creek’s current population is increasingly diversifying. The 2018 estimate shows that 90% of the population falls into the White Alone (75%) and Asian (15%) categories. The racial diversification of the City is somewhat comparable in terms to diversity to the national population, which is approximately 70% White Alone and the rest comprising of other minority groups. The Asian population is the largest minority group represented in Walnut Creek. The predictions for 2033 expect the City’s population to continue diversifying, with the White Alone population projected to decrease (67%) while the Asian population remains the larger minority (21%). (Figure 5)

Population by Race White Alone Asian Two or More Races

Black Alone Pacific Islander

American Indian Some Other Race

13%

15%

18%

19%

21%

79%

75%

72%

69%

67%

2010

2018

2023

2028

2033

Walnut Creek Figure 5: Population by Race

ETHNICITY The City’s population was also assessed based on Hispanic/Latino ethnicity, which by the Census Bureau definition is viewed independently from race. It is important to note that Population by Ethnicity Hispanic / Latino Origin (any race) All Others individuals who are Hispanic / Latino in ethnicity can also identify with any of the racial categories from above. Based on the 2010 Census, those of Hispanic/Latino origin represent approximately 10% of Walnut Creek’s current population, which is slightly lower than the national average (18% Hispanic/Latino). The Hispanic/ Latino population is expected to increase slightly over the next 15 years, growing to 12% of the City’s total population by 2033. (Figure 6)

91%

90%

88%

10%

12%

2018

2033

2010

Walnut Creek Figure 6: Population by Ethnicity

HOUSEHOLD INCOME As seen in Figure 7, the Cityâ&#x20AC;&#x2122;s per capita income ($62,331) and median household income ($90,215) are both significantly higher than current state ($34,254 & $69,051) and national averages ($31,950 & $58,100).

Income Characteristics Median Household Income

WA L N UT CR EEK

$58,100 $31,950

$34,254

$62,331

$69,051

$90,215

Per Capita Income

C A L I FO RNIA

Figure 7: Income Characteristics

US A

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5.2.4 WALNUT CREEK DEMOGRA PHIC COMPARATIVE SUM MARY The table below is a summary of the Cityâ&#x20AC;&#x2122;s demographic figures. These figures are then compared to the state and U.S. populations. This type of analysis allows Walnut Creek to see how their population compares on a local and national scale. The highlighted cells represent key takeaways from the comparison between the City and the national population. = Significantly higher than the National Average = Significantly lower than the National Average

Income Hispanic/Latino Characteristics Population

Race Distribution

Age Segment Households Distribution

Population

2018 Demographic Comparison

Walnut Creek

California

U.S.A.

0.82%

0.86%

0.89%

0.87%

0.88%

0.74%

0.75%

0.79%

2.09

2.92

2.59

16% 17% 24% 27% 16% 75.0% 2.0% 0.0% 15.0% 0.0% 3.0% 5.0%

23% 25% 26% 20% 6% 55.0% 5.9% 0.9% 14.6% 0.4% 17.8% 5.4%

22% 24% 25% 22% 7% 69.9% 12.9% 1.0% 5.7% 0.2% 6.9% 3.4%

Hispanic / Latino Origin (any race)

10.0%

39.6%

18.3%

All Others

90.0%

60.4%

81.7%

Annual Growth Rate (2010-2018) Projected Annual Growth Rate (2018-2033) Annual Growth Rate (2010-2018) Average Household Size Ages 0-17 Ages 18-34 Ages 35-54 Ages 55-74 Ages 75+ White Alone Black Alone American Indian Asian Pacific Islander Some other Race Two or More Races

Per Capita Figure 8: Demographic Comparative Summary Table $62,331 $34,254 Income

$31,950

Median Household Income

$58,100

$90,215

$69,051

5.2.5 DEMOGRAPHIC SUMMARY  The City’s population annual growth rate (0.82%) is somewhat similar to both California’s (0.86%) and the U.S.’s (0.86%) annual growth rates. 

Walnut Creek household annual growth rate (0.74%) is also similar to both state (0.75%) and national (0.79%) annual growth rates.



Walnut Creek’s percentage of Hispanic/Latino population (10.0%) is less than the national average (18.3%).



The City’s per capita income ($62,331) and median house income ($90,215) are both well above California’s ($34,254 & $69,051) and the U.S.’s ($31,950 & $58,100) income characteristics.

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RECREATION TRENDS ANALYSIS The Trends Analysis provides an understanding of both national and local recreational trends. This analysis examines participation trends, activity levels, and programming trends. It is important to note that all trends are based on current and/or historical patterns and participation rates. The following table gives a brief overview of national and local recreational trends. Including the most participated in recreational activities both in Walnut Creek and across the U.S. Detailed national trend data can be found in Appendix A. Summary of National Participatory Trends Analysis 1. Number of “inactives” decreased slightly, those ‘active to a healthy level’ on the rise a. “Inactives” down 0.2% in 2016, from 81.6 million to 81.4 million b. Approximately one-third of Americans (ages 6+) are active to a healthy level 2. Most popular sport and recreational activities a. Fitness Walking (107.9 million) b. Treadmill (52.0 million) c. Free/Hand Weights (51.5 million) 3. Most participated in team sports a. Golf (24.1 million) *2015 data b. Basketball (22.3 million) c. Tennis (18.1 million) 4. Activities most rapidly growing over last five years a. Stand-Up Paddling – up 181% b. Adventure Racing – up 150% c. Non-traditional/Off-road Triathlon – up 108% d. Rugby – up 82% 5. Activities most rapidly declining over last five years a. In-line Roller Skating – down 28% b. Touch Football – down 26% c. Ultimate Frisbee – down 25% d. Jet Skiing – down 24% Summary of Local Market Potential Index Analysis 6. Walnut Creek exhibits high market potential figures for sport and leisure activities 7. Top recreation activities in Walnut Creek compared to the national average a. Went to an art gallery b. Attended classical music/opera performance c. Went to a museum d. Went to live theater e. Tennis f. Yoga g. Hiking

SPORT AND LEISURE MARKET POTENTIAL 5.4.1 MARKET POTENIAL INDEX (MPI) The following charts show sport and leisure market potential data for Walnut Creekâ&#x20AC;&#x2122;s service area, as provided by ESRI. A Market Potential Index (MPI) measures the probable demand for a product or service within the City. The MPI shows the likelihood that an adult resident of the target area will participate in certain activities when compared to the U.S. national average. The national average is 100; therefore, numbers below 100 would represent lower than average participation rates, and numbers above 100 would represent higher than average participation rates. The City is compared to the national average in four (4) categories â&#x20AC;&#x201C; general sports, fitness, outdoor activity, and commercial recreation. Overall, the City demonstrates high market potential index (MPI) numbers. When analyzing fitness, outdoor activities and commercial recreation market potential charts, a significant number of activities within these categories have MPI scores above the national average (100). For example, in assessing the fitness activity market potential chart, all activities have well above average scores as compared to the national average. These overall high MPI scores show that Walnut Creek residents are very active and have a rather strong participation presence when it comes to recreational activities. This becomes significant when the City considers starting up new programs or building new facilities, giving them a strong tool to estimate resident attendance and participation. As seen in the charts below, the following sport and leisure trends are most prevalent for residents within the City. The activities are listed in descending order, from highest to lowest MPI score. High index numbers (100+) are significant because they demonstrate that there is a greater potential that residents within the service area will actively participate in offerings provided by Walnut Creek Arts & Recreation Department. GENERAL SPORTS MARKET POTENTIAL When analyzing the general sports MPI chart, Tennis (153 MPI), Golf (122 MPI), and Soccer (114 MPI) are the most popular sports amongst City residents when compared to the national average.

General Sports MPI Walnut Creek MPI

National Average

180 160

153

MPI Scores

140

122

120

114 95

100

60 40 20 0

Tennis

Golf

Soccer

Baseball

Softball Volleyball Basketball Football

Figure 14: General Sports Participation Trends

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FITNESS MARKET POTENTIAL The fitness MPI chart shows Yoga (151 MPI), Pilates (139 MPI), and Weight Lifting (131 MPI) as the most popular activities amongst Walnut Creek residents when compared to the national average.

Fitness MPI Walnut Creek MPI

National Average

151

160

139

140

131

128

125

120

119

MPI Scores

120 100 80 60 40 20 0

Yoga

Pilates

Weight Lifting

Walking for Exercise

Jogging/ Aerobics Swimming Zumba Running

Figure 15: Fitness Participation Trends

OUTDOOR ACTIVITY MARKET POTENTIAL When analyzing the outdoor activity MPI chart, Hiking (146 MPI), Road Bicycling (142 MPI), and Canoeing/Kayaking (135 MPI) are the most popular activities amongst City residents when compared to the national average.

Outdoor Activity MPI Walnut Creek MPI

National Average

160

146

142 135

140

133 115

120

MPI Scores

106

105

100

Hiking

Bicycling (road)

Canoeing/ Bicycling Backpacking Kayaking (mountain)

Boating (power)

Fishing (salt Horseback Fishing water) Riding (fresh water)

Figure 16: Outdoor Activity Participation Trends

ARTS AND CULTURE COMMERCIAL RECREATION MARKET POTENTIAL The MPI for Arts and Culture, as expected, is off the charts in Walnut Creek. The commercial recreation MPI chart shows Went to art gallery in the last 12 months (181 MPI), Attended classical music/opera performance in last 12 months (170 MPI), and Went to museum in last 12 months (159 MPI) as the most popular activities amongst Walnut Creek residents when compared to the national average.

Arts and Culture Recreation MPI (Last 12 Months) Walnut Creek MPI

National Average 181

Went to art gallery in last 12 months

170

Attended classical music/opera performance in last 12 months

159

Went to museum in last 12 months

153

Went to live theater in last 12 months

143

Participated in a book club in last 12 months

131

Attended dance performance in last 12 months Attended rock music performance in last 12 months

129

Played musical instrument in last 12 months

128 128

Did photography in last 12 months

115

Danced/went dancing in last 12 months

114

Did painting/drawing in last 12 months Did photo album/scrapbooking in last 12 months

Attended country music performance in last 12 months

95 0

100

MPI Scores

120

Figure 17: Arts and Culture Commercial Recreation Participation Trends Figure 17: Arts and Culture Commercial Recreation Trends

140

160

180

200

Strategic Plan

CHAPTER SIX - STRATEGIC ACTION PLAN The culmination of the Strategic Plan is the development of actionable strategies that will allow the Department to address key issues and capitalize on potential opportunities, as identified through this planning process. Each recommended strategy is fundamentally tied to the mission, vision, and values of the Department. Department leadership and staff went through an iterative process to develop the Core Values, Vision and Mission for the department. These became the guiding principles to help develop the key strategies and tactics that follow later in this section. It is important to note that a strategic action plan is a living document and these tactics can and will evolve over time.

VALUES     

High Quality and Excellence Exceptional Customer Experience Collaboration Innovation Fun

VISION To be the leader in providing creative experiences that bring people together.

MISSION To impact lives in an inclusive, fun and innovative environment. The key strategies and tactics were developed based on desired outcomes specific to four focus areas of the Department: • • • •

Programs & Events Marketing & Communications Funding & Revenue Staffing & Customer Service

Given below are each core areas with the Goals, Strategies and Tactics for implementation. A full Strategic Action Matrix that details every tactic, responsibilities, timelines, performance measures, and capital outlay will be in the Appendix C.

PROGRAMS & EVENTS Goal: Increase participation and bring programs directly to the community. 6.4.1 STRATEGY 1: PROVIDE MORE ACCESS TO PROGRAMS IN NON-TRADITIONAL SPACES • Offer pop up programming throughout the City. • Close Locust Street to pedestrian only traffic and utilize space for programming, events and community gathering. Successful programs such as Viva Calle in San José and Ciclovía in Bogota, Columbia, serve as inspiration for pedestrian only streets that enliven downtown areas. 6.4.2 STRATEGY 2: TAILOR P ROGRAMMING TO MIRROR THE GREATER BAY AREA COMMUNITY THAT WE SE RVE. • Identify and analyze the demographics of the regional community compared to the demographics of Arts + Rec participants. • Enhance multicultural offerings from all divisions. • Provide programs for range of senior population that are not tied to traditional senior center. • Promote programs and events in multiple languages. 6.4.3 STRATEGY 3: COMMISSI ON NEW WORKS AND SERVE AS ARTIST INCUBATOR. • Launch Artist in Residence program. • Commission new work to be produced by Center REP.

MARKETING & COMMUNICATIONS Goal: Elevate the profile of Arts + Rec in Walnut Creek and beyond by telling the collective story. 6.5.1 STRATEGY 1: CREATE DEPART MENT OWNED AND OPERATED SIGNATURE PROGRA MS THAT REFLECT THE ART S + REC BRAND • Host signature Arts + Rec event, featuring activities from all programs. Location could vary year to year, including an event held on Locust Street. • Realize signature public art piece that becomes central to Walnut Creek image. • Commission muralist to create visual connection between all Arts + Rec facilities, representing the through line of our programs across multiple locations. 6.5.2 STRATEGY 2: MAKE THE CASE TO INTERNAL AND EXTERNAL AUDIENCES FOR SUPPORT AND ENGAGEME NT • Publish department wide annual report and distribute to key stakeholders, emphasizing the department wide impact. • Update department wide promo video ensuring that new aspects of department are highlighted. • Develop testimonial videos tied to department values from program participants to share impact of programs on individuals. • Increase budget allocation for marketing tools and staff for all programs. • Be intricately involved in City’s branding discussions to ensure Arts + Rec is central to the City’s brand and that the Arts + Rec brand complements the City’s brand.

Strategic Plan

•

Be perceived as knowledge leaders in the national field.

FUNDING & REVENUE Goal: Ensure sustainable funding for programs and services while meeting cost recovery goals. 6.6.1 STRATEGY 1: EXPAND EFFORTS TO SEEK GRANT S FOR PROJECTS AND INITIATIVES • Create internal Arts + Rec grants team. • Identify and pursue grant funds for high priority projects/initiatives. 6.6.2 STRATEGY 2: MAKE THE CASE FOR FACILITY REPLACEMENT AND CAPITAL IMPROVEMENTS AND BE PREPARED FOR FUTURE IMPACT. • Identify program and facility needs and educate decision makers.

STAFFING & CUSTOMER SERVICE Goal: Consistently provide exceptional customer experiences. 6.7.1 STRATEGY 1: ALIGN ALL STAFF TO DEPARTMENT WIDE MISSION, VISION AND VALUES • Develop visually interesting and creative representations of department mission, vision and values (posters, business cards) and distribute to all centers and all staff. • Develop internal communications plan to inform staff of department and city-wide information that impacts them. 6.7.2 STRATEGY 2: RECRUIT AND RETAIN QUALITY HOURLY EMPLOYEES • Conduct all recruitments, including hourly employees, through NeoGov to streamline hiring process. • Institute annual marketing campaign for recruitment. • Develop annual department recognition program with emphasis on recognizing hourly employees. 6.7.3 STRATEGY 3: CENTRALIZE AND ENHANCE CUSTOMER SERVICE ACCESS AND EXPERIENCE. • Undertake Customer Journey Mapping (internal and external), with PROS Consulting and cascading down for staff to create on their own. • Develop “Walnut Creek Arts + Rec Way.” • Establish performance metrics for evaluation and develop timeline for regular review of metrics. • Cross train employees to be able to address any request within Arts + Rec.

CHAPTER SEVEN - CONCLUSION In summary, the Walnut Creek Arts + Recreation Department has done a commendable job in serving the community’s needs and focusing on its internal customers (i.e. staff) as well. The overwhelmingly positive feedback from the stakeholder and user groups was validation of the Department’s commitment to meeting and exceeding the community’s needs and the high-quality offerings are symbolic of the Walnut Creek Arts + Rec way. Moving forward, as the Department seeks to be the leader in creative experiences that impact lives, this Strategic Plan and its implementation will play a key role. It is important to remember that this plan is meant to be a roadmap and a guiding document that can and should be updated as circumstance evolve. With the core values of high quality and excellence, exceptional customer experience, collaboration, innovation and fun guiding the Department and its future actions, the Consulting Team is optimistic about the future direction of the Department and its ability to continue impacting the lives of the community that lives, works or visits Walnut Creek.

Strategic Plan

APPENDIX A – DETAILED NATIONAL TRENDS ANALYSIS 7.1.1 NATIONAL TRENDS IN RECREATION METHODOLOGY The Sports & Fitness Industry Association’s (SFIA) Sports, Fitness & Recreational Activities Topline Participation Report 2017 was utilized in evaluating the following trends: 

National Trends in Sport and Fitness Participation



Core vs. Casual Participation



Activity by Generation



National Trends in Fitness and Sports Spending

The study is based on findings from surveys carried out in 2016 and the beginning of 2017 by the Physical Activity Council, resulting in a total of 24,134 online interviews – 11,453 individual and 12,681 household surveys. A sample size of 24,134 completed interviews is considered by SFIA to result in a high degree of statistical accuracy. A sport with a participation rate of five percent has a confidence interval of plus or minus 0.31 percentage points at a 95 percent confidence interval. Using a weighting technique, survey results are applied to the total U.S. population figure of 296,251,344 people (ages six and older). The purpose of the report is to establish levels of activity and identify key participatory trends in recreation across the U.S. Core vs. Casual Participation In addition to overall participation rates, SFIA further categorizes active participants as either core or casual participants based on frequency. Core participants have higher participatory frequency than casual participants. The thresholds that define casual versus core participation may vary based on the nature of each individual activity. For instance, core participants engage in most fitness and recreational activities more than 50 times per year, while for sports, the threshold for core participation is typically 13 times per year. In a given activity, core participants are more committed and tend to be less likely to switch to other activities or become inactive (engage in no physical activity) than causal participants. This may also explain why activities with more core participants tend to experience less pattern shifts in participation rates than those with larger groups of casual participants. Inactivity Rates / Activity Level Trends SFIA also categorizes participation rates by intensity, dividing activity levels into five categories based on the caloric implication (i.e., high calorie burning, low/med calorie burning, or inactive) and the frequency of participation (i.e., 1-50 times, 50-150 times, or above) for a given activity. Participation rates are expressed as ‘super active’ or ‘active to a healthy level’ (high calorie burning, 151+ times), ‘active’ (high calorie burning, 50-150 times), ‘casual’ (high calorie burning, 1-50 times), ‘low/med calorie burning’, and ‘inactive’. These participation rates are then assessed based on the total population trend over the last five years, as well as breaking down these rates by generation.

7.1.2 NATIONAL SPORT AND F ITNESS PARTICIPATORY TRENDS NATIONAL TRENDS IN GENERAL SPORTS The sportâ&#x20AC;&#x2122;s most heavily participated in the United States were golf (24.1 million in 2015) and basketball (22.3 million), which have participation figures well in excess of the other activities within the general sports category. The popularity of golf and basketball can be attributed to the ability to compete with relatively small number of participants. Golf also benefits from its wide age segment appeal, and is considered a life-long sport. Basketballâ&#x20AC;&#x2122;s success can be attributed to the limited amount of equipment needed to participate and the limited space requirements necessary, which make basketball the only traditional sport that can be played at the majority of American dwellings as a drive-way pickup game. Since 2011, rugby and other niche sports, like boxing, roller hockey, and squash, have seen strong growth. Rugby has emerged as the overall fastest growing sport, as it has seen participation levels rise by 82.4% over the last five years. Based on the five-year trend, boxing (62%), roller hockey (55.9%), squash (39.3%), lacrosse (39.2%), cheerleading (32.1%) and field hockey (31.8%) have also experienced significant growth. In the most recent year, the fastest growing sports were gymnastics (15%), rugby (14.9%), sand volleyball (14.7%), Pickleball (12.3%), and cheerleading (11.7%). During the last five years, the sports that are most rapidly declining include touch football (-26%), ultimate Frisbee (-24.5%), racquetball (-17.9%), and tackle football (-15%). Furthermore, Ultimate Frisbee and racquetball are losing their core participants, while touch football and tackle football are experiencing attrition in its casual participant base. For the most recent year, Ultimate Frisbee (-16.7%), touch football (-12.3%), tackle football (-11.9%), and boxing (-10.7%) underwent the largest declines. In general, the most recent year shares a similar pattern with the five-year trends; suggesting that the increasing participation rates in certain activities have yet to peak in sports like rugby, sand volleyball, and ice hockey. However, four sports that increased rapidly over the past five years have undergone recent declines, including lacrosse, field hockey, squash, and boxing for competition. The reversal of the five-year trends in these sports may be due to a relatively low user base (about 1 million) and could suggest that participation in these activities may have peaked. Exiting individuals from these declining activities are mostly casual participants that may switch to a variety of other sports or fitness activities. Core vs. Casual Trends in general sports The most popular sports, such as basketball and baseball, have a larger core participant base (engaged 13+ times annually) than casual participant base (engaged at least 1 time annually). Less mainstream, less organized sports such as ultimate Frisbee, roller hockey, squash and boxing for competition have larger casual participation engaged at a lower frequency. Although these sports increased in participation over the last five years, the newcomers were mostly casual participants that may be more inclined to switch to other sports or fitness activities, resulting in the declining one-year trends.

Strategic Plan

National Participatory Trends - General Sports Participation Levels % Change 2011 2015 2016 11-16 15-16 Golf (2015 data*) 26,122 24,700 24,120 -7.7% -2.3% Basketball 24,790 23,410 22,343 -9.9% -4.6% Tennis 17,772 17,963 18,079 1.7% 0.6% Baseball 13,561 13,711 14,760 8.8% 7.7% Soccer (Outdoor) 13,667 12,646 11,932 -12.7% -5.6% Softball (Slow Pitch) 7,809 7,114 7,690 -1.5% 8.1% Badminton 7,135 7,198 7,354 3.1% 2.2% Volleyball (Court) 6,662 6,423 6,216 -6.7% -3.2% Football, Flag 6,325 5,829 6,173 -2.4% 5.9% Football, Touch 7,684 6,487 5,686 -26.0% -12.3% Volleyball (Sand/Beach) 4,451 4,785 5,489 23.3% 14.7% Football, Tackle 6,448 6,222 5,481 -15.0% -11.9% Gymnastics 4,824 4,679 5,381 11.5% 15.0% Soccer (Indoor) 4,631 4,813 5,117 10.5% 6.3% Track and Field 4,341 4,222 4,116 -5.2% -2.5% Cheerleading 3,049 3,608 4,029 32.1% 11.7% Ultimate Frisbee 4,868 4,409 3,673 -24.5% -16.7% Racquetball 4,357 3,883 3,579 -17.9% -7.8% Pickleball N/A 2,506 2,815 N/A 12.3% Ice Hockey 2,131 2,546 2,697 26.6% 5.9% Softball (Fast Pitch) 2,400 2,460 2,467 2.8% 0.3% Lacrosse 1,501 2,094 2,090 39.2% -0.2% Roller Hockey 1,237 1,907 1,929 55.9% 1.2% Wrestling 1,971 1,978 1,922 -2.5% -2.8% Rugby 850 1,349 1,550 82.4% 14.9% Squash 1,112 1,710 1,549 39.3% -9.4% Field Hockey 1,147 1,565 1,512 31.8% -3.4% Boxing for Competition 747 1,355 1,210 62.0% -10.7% NOTE: Participation figures are in 000's for the US population ages 6 and over Activity

Legend:

Large Increase (greater than 25%)

M o derate Increase (0% to 25%)

M o derate Decrease (0% to -25%)

Figure 9: General Sports Participatory Trends

Large Decrease (less than -25%)

NATIONAL TRENDS IN GENERAL FITNESS Overall, national participatory trends in fitness have experienced strong growth in recent years. Many of these activities have become popular due to an increased interest among Americans to improve their health and enhance quality of life by engaging in an active lifestyle. This trend is evidenced by the fact that 0.4% more people were reported being active to a healthy level and inactivity rate decreased by 0.2% in 2016. These activities also have very few barriers to entry, which provides a variety of options that are relatively inexpensive to participate in and can be performed by most individuals. The most popular fitness activity, by far, is fitness walking, which had about 107.9 million participants in 2016, despite a 1.8% decrease from the previous year. Other leading fitness activities based on total number of participants include treadmill (52 million), hand weights (51.5 million), running/jogging (47.4 million), stationary cycling (36.1 million), and weight/resistance machines (35.8 million). Over the last five years, the activities growing most rapidly are non-traditional / off-road triathlons (108.2%), trail running (59.7%), traditional road triathlons (40.8%), high impact aerobics (35.8%), and tai chi (24.6%). Over the same time frame, the activities that have undergone the most decline include: boot camp style cross training (-14.6%), weight/resistant machines (-9.6%), running/jogging (-5.3%), and fitness walking (-4.3%). In the last year, activities with the largest gains in participation were stair climbing machine (13.9%), bodyweight exercise (13.4%), and cross training style workout (10.3%). From 2015 to 2016, the activities that had the most decline in participation were Barre (-7.1%), hand weights (-5.9%), stretching (-5.6%), and boxing for fitness (-4.5%). Core vs. Casual trends in general fitness It should be noted that many of the activities that are rapidly growing have a relatively low user base, which allows for more drastic shifts in terms of percentage, especially for five-year trends. Increasing casual participants may also explain the rapid growth in some activities. For instance, core/casual participation trends showed that over the last five years, casual participants increased drastically in high impact aerobics (62%) and tai chi (36.8%), while the core participant base of both activities experienced more steady growth. Recent declines in extremely popular activities, such as fitness walking and running / jogging, paired with widespread growth in activities with lower absolute participants, may suggest that those engaging in fitness activities are actively looking for new forms of exercise and trying new activities on a casual basis.

Strategic Plan

National Participatory Trends - General Fitness Participation Levels 2011 2015 2016 Fitness Walking 112,715 109,829 107,895 Treadmill 53,260 50,398 51,972 Free Weights (Dumbbells/Hand Weights) N/A 54,716 51,513 Running/Jogging 50,061 48,496 47,384 Stationary Cycling (Recumbent/Upright) 36,341 35,553 36,118 Weight/Resistant Machines 39,548 35,310 35,768 Stretching 34,687 35,776 33,771 Elliptical Motion Trainer 29,734 32,321 32,218 Free Weights (Barbells) 27,056 25,381 26,473 Yoga 22,107 25,289 26,268 Calisthenics/Bodyweight Exercise N/A 22,146 25,110 Choreographed Exercise N/A 21,487 21,839 Aerobics (High Impact) 15,755 20,464 21,390 Stair Climbing Machine 13,409 13,234 15,079 Cross-Training Style Workout N/A 11,710 12,914 Stationary Cycling (Group) 8,738 8,677 8,937 Pilates Training 8,507 8,594 8,893 Trail Running 5,373 8,139 8,582 Cardio Kickboxing 6,488 6,708 6,899 Boot Camp Style Cross-Training 7,706 6,722 6,583 Martial Arts 5,037 5,507 5,745 Boxing for Fitness 4,631 5,419 5,175 Tai Chi 2,975 3,651 3,706 Barre N/A 3,583 3,329 Triathlon (Traditional/Road) 1,686 2,498 2,374 Triathlon (Non-Traditional/Off Road) 819 1,744 1,705 NOTE: Participation figures are in 000's for the US population ages 6 and over Activity

Legend:

Large Increase (greater than 25%)

M o derate Increase (0% to 25%)

M o derate Decrease (0% to -25%)

Figure 10: General Fitness National Participatory Trends

% Change 11-16 15-16 -4.3% -1.8% -2.4% 3.1% N/A -5.9% -5.3% -2.3% -0.6% 1.6% -9.6% 1.3% -2.6% -5.6% 8.4% -0.3% -2.2% 4.3% 18.8% 3.9% N/A 13.4% N/A 1.6% 35.8% 4.5% 12.5% 13.9% N/A 10.3% 2.3% 3.0% 4.5% 3.5% 59.7% 5.4% 6.3% 2.8% -14.6% -2.1% 14.1% 4.3% 11.7% -4.5% 24.6% 1.5% N/A -7.1% 40.8% -5.0% 108.2% -2.2% Large Decrease (less than -25%)

NATIONAL TRENDS IN OUTDOOR RECREATION Results from the SFIA report demonstrate a dichotomy of growth and attrition among outdoor / adventure recreation activities. Much like the general fitness activities, these activities encourage an active lifestyle, can be performed individually or within a group, and are not as limited by time constraints. In 2016, the most popular activities, in terms of total participants, from the outdoor / adventure recreation category include day hiking (42.1 million), road bicycling (38.4 million), freshwater fishing (38.1 million), and camping within ¼ mile of vehicle/home (26.5 million). From 2011-2016, adventure racing (149.5%), BMX bicycling (58.5%), traditional climbing (46.5%), and backpacking overnight (31.5%) have undergone the largest increases in participation. More recently, activities growing most rapidly in the last year were BMX bicycling (15.4%), day hiking (13.1%), traditional climbing (8.5%), and recreational vehicle camping (7.9%). The five-year trend shows activities declining most rapidly were in-line roller skating (-27.8%), camping within ¼ mile of home/vehicle (-17.2%), and bird watching (-11.3%). In the last year, activities experiencing the largest declines were bird watching (-11.5%), in-line roller skating (-10.7%), fly fishing (-5.7%), and camping within ¼ mile of home/vehicle (-4.6%). Core vs. Casual trends in Outdoor recreation Regarding the national trend of outdoor activities participation on the rise, all activities, except for inline roller skating, underwent increases in casual participation over the last five years. Any decline in participation over the last five years was mainly ascribed to decreases in core participants for activities such as skateboarding (-14.2%), RV camping (-11.2%), freshwater fishing (-8.7%), road bicycling (-7.7%) and fly fishing (-7.5%). Most recently, both core and casual participation were on the decline for archery and in-line roller skating.

Strategic Plan

National Participatory Trends - Outdoor / Adventure Recreation Participation Levels 2011 2015 2016 Hiking (Day) 33,494 37,232 42,128 Bicycling (Road) 39,834 38,280 38,365 Fishing (Freshwater) 38,864 37,682 38,121 Camping (< 1/4 Mile of Vehicle/Home) 31,961 27,742 26,467 Wildlife Viewing (>1/4 Mile of Home/Vehicle) 21,495 20,718 20,746 Camping (Recreational Vehicle) 16,282 14,699 15,855 Fishing (Saltwater) 11,896 11,975 12,266 Birdwatching (>1/4 mile of Vehicle/Home) 13,067 13,093 11,589 Backpacking Overnight 7,722 10,100 10,151 Bicycling (Mountain) 6,989 8,316 8,615 Archery 6,471 8,378 7,903 Fishing (Fly) 5,581 6,089 6,456 Skateboarding 6,318 6,436 6,442 Roller Skating, In-Line 7,451 6,024 5,381 Climbing (Sport/Indoor/Boulder) 4,445 4,684 4,905 Bicycling (BMX) 1,958 2,690 3,104 Adventure Racing 1,202 2,864 2,999 Climbing (Traditional/Ice/Mountaineering) 1,904 2,571 2,790 NOTE: Participation figures are in 000's for the US population ages 6 and over Activity

Legend:

Large Increase (greater than 25%)

M o derate Increase (0% to 25%)

M o derate Decrease (0% to -25%)

Figure 11: Outdoor / Adventure Recreation Participatory Trends

% Change 11-16 15-16 25.8% 13.1% -3.7% 0.2% -1.9% 1.2% -17.2% -4.6% -3.5% 0.1% -2.6% 7.9% 3.1% 2.4% -11.3% -11.5% 31.5% 0.5% 23.3% 3.6% 22.1% -5.7% 15.7% 6.0% 2.0% 0.1% -27.8% -10.7% 10.3% 4.7% 58.5% 15.4% 149.5% 4.7% 46.5% 8.5% Large Decrease (less than -25%)

NATIONAL TRENDS IN AQUATIC ACTIVITY Swimming is unquestionably a lifetime sport, and all aquatic activities have experienced strong participation growth among the American population. In 2016, fitness swimming is the absolute leader in overall participation (26.6 million) for aquatic activities, due in large part to its broad, multigenerational appeal. In the most recent year, competition swimming reported the strongest growth (16.5%) among aquatic activities, followed by aquatic exercise (14.6%) and fitness swimming (1.1%). Not only does aquatic exercise have a strong participation base of 10.6 million, it also has recently experienced a sharp increase in participants, due largely to ongoing research that demonstrates the activityâ&#x20AC;&#x2122;s great therapeutic benefit coupled with increased life expectancies and a booming senior population. Aquatic exercise has paved the way as a less stressful form of physical activity, while allowing similar benefits as land-based exercises, such as aerobic fitness, resistance training, flexibility, and balance. Doctors are now recommending aquatic exercise for injury rehabilitation, mature patients, and patients with bone or joint problems, due to the significant reduction of stress placed on weightbearing joints, bones, muscles, and also the effect of the water in reducing swelling from injuries.

National Participatory Trends - Aquatics Participation Levels % Change 2011 2015 2016 11-16 15-16 Swimming (Fitness) 21,517 26,319 26,601 23.6% 1.1% Aquatic Exercise 9,042 9,226 10,575 17.0% 14.6% Swimming (Competition) 2,363 2,892 3,369 42.6% 16.5% NOTE: Participation figures are in 000's for the US population ages 6 and over Activity

Legend:

Large Increase (greater than 25%)

M o derate Increase (0% to 25%)

M o derate Decrease (0% to -25%)

Large Decrease (less than -25%)

Figure 12: Aquatic Participatory Trends

Core vs. Casual Trends in Aquatic Activity While all activities have undergone increases over the last five years and most recently, casual participation (1-49 times) is increasing much more rapidly than core participation (50+ times). For the five-year timeframe, casual participants of competition swimming increased by 123.9%, aquatic exercise by 27.5% and fitness swimming by 26.4%. However, core participants of fitness swimming decreased by 4.8% in 2016. From 2011 to 2016, core participation of competition swimming declined by 2.3% and aquatic exercise declined by 0.1%.

Strategic Plan

7.1.3 ACTIVITY BY GENERATION Analyzing participation by age for recreational activities reveals that fitness and outdoor sports were the most common activities across all generations. Breaking down activity level by generation shows a converse correlation between age and healthy activity rates. Generation Z (born 2000+) were the most active, with only 17.6% identifying as inactive. Most people in this age range were moderate participants (participating 1-150 times a year); with 40.0% engaging in active & high calorie (19.4%) or casually & low/med calorie (20.6%) burning activities. Roughly 14% participated low/med calorie burning activities. A total of 36.4% of millennials (born 1980-1999) were active to a healthy level, while 24.4% claimed they were inactive. Although the inactivity rate was below the national level (27.5%), it has increased in the last year. Generation X (born 1965-1979) has the highest active to a healthy level rate (36.8%) among all generations, but they also have the second highest inactive rate, with 27.2% not active at all. The Boomers (born 1945-1964) were the least active generation, with an inactive rate of 33.7%. This age group tends to participate in less intensive activities. Approximately 33% claimed to engage in casual & low/med calorie (4.8%) or low/med calorie (27.8%) burning activities. PARTICIPATION RATES BY GENERATION US population, Ages 6+

Millennials (1980-1999)

Generation Z (2000+) 17.6%

24.4%

28.6%

36.4% 13.8%

15.0% 19.4%

20.6%

13.5%

10.7%

The Boomers (1945-1964)

Generation X (1965-1979)

27.6%

27.2% 33.7%

36.8%

6.1%

4.8%

18.4% 8.0%

9.6%

27.8%

*Times per year: Casual (1-50), Active (51-150), Active to Healthy Level (151+) 49

APPENDIX B - DETAILED SURVEY RESULTS BY FUNCTION AREA ARTS AND RECREATION ADMINISTRATION 16 RESPONDENTS Note: The “Arts & Recreation Admin” functional area was intended to capture staff in the Director’s office. Some staff who serve in administrative functions mistakenly tagged themselves to this function area instead of the appropriate program area.

TOP 3

Overall %

RESULTS

My organization is a good place to work.

100%

95.94%

RESULTS

My organization has high standards and ethics.

100%

89.12%

RESULTS

My organization helps me help the community.

100%

87.75%

OPERATIONS

We are prepared to handle an emergency.

100%

75.49%

Overall %

BOTTOM 3 STRATEGIC PLANNING

As it plans for the future, my organization asks for my ideas

61.54%

46.91%

STRATEGIC PLANNING

I know the parts of my organization's plans that will affect me and my work.

57.14%

59.87%

RESULTS

I know how well my organization is doing financially.

41.66%

30.41%

Overall %

AQUATICS 40 RESPONSES

TOP 3 RESULTS

My organization is a good place to work.

96.97%

95.94%

RESULTS

My work results / outcomes meet all requirements.

96.88%

89.79%

WORKFORCE FOCUS

I am committed to my organization's success.

94.33%

97.39%

Overall %

BOTTOM 3 STRATEGIC PLANNING

My organization encourages totally new ideas (innovation).

38.46%

58.28%

RESULTS

I know how well my organization is doing financially.

27.27%

30.41%

STRATEGIC PLANNING

As it plans for the future, my organization asks for my ideas

25.64%%

46.91%

Strategic Plan

BEDFORD GALLERY 11 RESPONDENTS

TOP 3

Overall %

WORKFORCE FOCUS

I am recognized for my work.

100%

73.03%

MEASUREMENT, ANALYSIS AND KNOWLEDGE MGMT.

I get all the important information I need to do my work.

100%

73.72%

WORKFORCE FOCUS

My managers / supervisors encourage me to develop my job skills so I can advance in my career.

100%

76.97%

Overall %

BOTTOM 3 RESULTS

My organization removes things that get in the way of progress.

40%

47.95%

RESULTS

I know how well my organization is doing financially.

40%

30.41%

CUSTOMERS

I ask if my customers are satisfied or dissatisfied with my work.

36.36%

55.90%

Overall %

CENTER FOR COMMUNITY ARTS 27 RESPONDENTS

TOP 3 WORKFORCE FOCUS

I am committed to my organization's success.

96.30%

97.39%

MEASUREMENT, ANALYSIS AND KNOWLEDGE MGMT.

I know how to measure the quality of my work.

96.30%

88.46%

RESULTS

My organization is a good place to work.

92.60%

95.94%

Overall %

BOTTOM 3 STRATEGIC PLANNING

I know the parts of my organization's plans that will affect me and my work.

46.16%

59.87%

RESULTS

My organization removes things that get in the way of progress.

42.31%

47.95%

RESULTS

I know how well my organization is doing financially.

25.92%

30.41%

CENTER REPERTORY COMPANY 8 RESPONDENTS

TOP 3

Overall %

WORKFORCE FOCUS

I am committed to my organization's success.

100%

97.39%

WORKFORCE FOCUS

The people I work with cooperate and work as a team (within my work group / Division).

100%

87.58%

OPERATIONS

I have control over my work processes.

100%

76.82%

BOTTOM 3

Overall %

STRATEGIC PLANNING

My organization asks what I think.

25%

64.71%

RESULTS

As it plans for the future, my organization asks for my ideas.

14.29%

46.91%

RESULTS

I know how well my organization is doing financially.

14.29%

30.41%

Overall %

LESHER CENTER FOR THE ARTS 32 RESPONDENTS

TOP 3 WORKFORCE FOCUS

I am committed to my organization's success.

100%

97.39%

RESULTS

My organization is a good place to work.

100%

95.94%

RESULTS

My customers are satisfied with my work.

100%

89.19%

Overall %

BOTTOM 3 RESULTS

My organization removes things that get in the way of progress.

38.46%

47.95%

STRATEGIC PLANNING

My organization encourages totally new ideas (innovation).

26.67%

58.28%

RESULTS

I know how well my organization is doing financially.

23.08%

30.41%

Strategic Plan

RECREATION – CLASSES & SOCIAL SERVICE 14 RESPONDENTS

TOP 3

Overall %

WORKFORCE FOCUS

I am committed to my organization's success.

100%

97.39%

RESULTS

The people I work with cooperate and work as a team (throughout our organization).

100%

75.17%

RESULTS

My managers / supervisors use our organization's values to guide us.

100%

77.38%

Overall %

50%

55.90%

BOTTOM 3 CUSTOMER

I ask if my customers are satisfied or dissatisfied with my work

RESULTS

My organization removes things that get in the way or progress

46.16%

47.95%

MEASUREMENT, ANALYSIS AND KNOWLEDGE MGMT

I know how the measures I use in my work fit into the organization’s overall measures of improvement

46.15%

66.67%

Overall %

RECREATION – FACILITY, RENTALS, SPORTS & CAMPS 22 RESPONDENTS

TOP 3 STRATEGIC PLANNING

My organization is flexible and can make changes quickly when needed.

100%

73.62%

RESULTS

I know how well my organization is doing financially.

95%

30.41%

RESULTS

I ask if my customers are satisfied or dissatisfied with my work.

95%

55.90%

BOTTOM 3

Overall %

RESULTS

My organization helps me help the community.

66.67%

87.75%

STRATEGIC PLANNING

My organization encourages totally new ideas (innovation).

60%

58.28%

STRATEGIC PLANNING

I know the parts of my organization's plans that will affect me and my work.

30%

59.87%

Strategic Plan

Percentage of Those Responding 'AGREE' and 'STRONGLY AGREE'

41 (24% of total)

Part Time & Hourly 127 (75% of total)

Rank

170 Responses

Full Time

Rank

Focus

Rank

Statement

All

Workforce

97.39% 1

97.22% 1

97.39% 1

My organization is a good place to work.

Results

95.94% 2

97.06% 2

95.54% 2

My organization obeys laws and regulations.

Results

91.22% 3

88.24% 7

91.97% 3

My work results / outcomes meet all requirements.

Results

89.79% 4

85.29% 8

90.99% 6

My customers are satisfied with my work.

Results

89.19% 5

91.18% 3

88.39% 9

My organization has high standards and ethics.

Results

89.12% 6

82.36% 12

90.99% 5

I know how to measure the quality of my work.

Measurement, Analysis, & Knowledge Mgmt

88.46% 7

80.56% 13

90.68% 7

Workforce

88.16% 8

77.78% 16

91.23% 4

Results

87.75% 9

91.18% 3

86.49% 11

I know my organization's mission (what it is trying to accomplish).

Leadership

87.64% 10

90.24% 5

86.62% 10

The people I work with cooperate and work as a team (within my work group / Division).

Workforce

87.58% 11

83.33% 9

88.69% 8

Measurement, Analysis, & Knowledge Mgmt

85.25% 12

83.33% 9

86.44% 12

I know who my most important customers are.

Customers

83.85% 13

89.74% 6

81.67% 15

My managers / supervisors create a work environment that helps me do my job.

Leadership

81.66% 14

72.50% 23

84.26% 13

I have what I need to do my job.

Operations

80.13% 15

71.43% 25

83.33% 14

My managers / supervisors and my organization care about me.

Workforce

79.09% 16

77.78% 16

79.13% 19

My organization's managers / supervisors share information about the organization.

Leadership

78.82% 17

73.17% 22

80.31% 17

We have good processes for doing our work.

Operations

78.81% 18

80.00% 14

78.07% 23

I regularly ask my customers what they need and want.

Customers

78.75% 19

79.49% 15

78.15% 22

I am allowed to make decisions to solve problems for my customers.

Customers

77.64% 20

76.93% 18

78.33% 21

My managers / supervisors use our organization's values to guide us.

Leadership

77.38% 21

70.74% 27

79.20% 18

My managers / supervisors encourage me to develop my job skills so I can advance in my career.

Workforce

76.97% 22

62.85% 34

80.87% 16

I have control over my work processes.

Operations

76.82% 23

82.86% 11

74.56% 27

We are prepared to handle an emergency.

Operations

75.49% 24

62.85% 34

78.95% 20

The people I work with cooperate and work as a team (throughout our organization).

Workforce

75.17% 25

69.44% 29

76.53% 25

Results

74.15% 26

73.53% 21

73.88% 28

Measurement, Analysis, & Knowledge Mgmt

73.72% 27

61.11% 36

77.12% 24

Strategic Planning

73.62% 28

66.67% 30

75.41% 26

I am recognized for my work.

Workforce

73.03% 29

71.43% 25

73.05% 29

I also know who my organization's most important customers are.

Customers

70.37% 30

74.36% 20

68.59% 31

I know my organization's vision (where it is trying to go in the future).

Leadership

68.04% 31

75.00% 19

65.35% 32

Measurement, Analysis, & Knowledge Mgmt

66.67% 32

61.11% 36

68.64% 30

Leadership

64.71% 33

70.73% 28

62.21% 35

I know how to tell if we are making progress on my work group's part of the plan.

Strategic Planning

61.96% 34

56.41% 38

63.11% 33

I know the parts of my organization's plans that will affect me and my work.

Strategic Planning

59.87% 35

50.00% 40

62.29% 34

Measurement, Analysis, & Knowledge Mgmt

59.35% 36

63.89% 33

57.27% 36

Strategic Planning

58.28% 37

64.10% 31

55.74% 37

I ask if my customers are satisfied or dissatisfied with my work.

Customers

55.90% 38

71.80% 24

51.24% 39

My organization removes things that get in the way of progress.

Results

47.95% 39

35.29% 41

51.81% 38

Strategic Planning

46.91% 40

64.10% 31

40.50% 40

Results

30.41% 41

52.94% 39

24.10% 41

I am committed to my organization's success.

I have a safe workplace. My organization helps me help the community.

I can use this information to make changes that will improve my work.

My organization has the right people and skills to do its work. I get all the important information I need to do my work. My organization is flexible and can make changes quickly when needed.

I know how the measures I use in my work fit into the organization's overall measures of improvement. My organization asks what I think.

I know how my organization as a whole is doing. My organization encourages totally new ideas (innovation).

As it plans for the future, my organization asks for my ideas. I know how well my organization is doing financially.

Strategic Plan

Percentage of Those Responding 'AGREE' and 'STRONGLY AGREE'

94.44% 3

My organization is a good place to work.

Results

95.94% 2

100.00% 1

My organization obeys laws and regulations.

Results

91.22% 3

91.67% 18

My work results / outcomes meet all requirements.

Results

89.79% 4

My customers are satisfied with my work.

Results

89.19% 5

My organization has high standards and ethics.

Results

89.12% 6

100.00% 1

I know how to measure the quality of my work.

Measurement, Analysis, & Knowledge Mgmt

88.46% 7

92.31% 13

Workforce Focus

88.16% 8

Results

87.75% 9

I have a safe workplace. My organization helps me help the community. I know my organization's mission (what it is trying to accomplish).

14 (8% of total)

Recreation Facility Rentals, Sports & Camps

Rank

92.31% 13

32 (19% of total)

Recreation Classes & Social Services

Rank

97.39% 1

8 (5% of total)

Lesher Center for the Arts

Rank

Workforce Focus

27 (16% of total)

Center Repertory Company

Rank

I am committed to my organization's success.

11 (6% of total)

Center for Community Arts

Rank

16 (9% of total)

Bedford Gallery

Rank

Aquatics 40 (24% of total)

Rank

All 170 Responses

Rank

Focus

Rank

Statement

Arts & Recreation Admin

22 (13% of total)

100.00% 1

96.30% 1

100.00% 1

86.37% 13

96.97% 1

90.00% 20

92.60% 3

85.72% 4

100.00% 1

81.81% 21

90.91% 9

100.00% 1

85.18% 12

71.43% 13

92.31% 5

100.00% 1

77.27% 27

91.67% 16

96.88% 2

90.00% 20

77.78% 19

71.43% 13

96.16% 4

92.31% 10

86.37% 13

100.00% 5

84.85% 18

80.00% 25

88.89% 6

71.43% 16

100.00% 1

84.61% 24

81.81% 21

87.50% 12

90.00% 20

92.59% 4

57.15% 19

88.46% 7

100.00% 1

77.27% 27

86.49% 14

100.00% 1

96.30% 1

85.72% 4

82.14% 11

76.92% 31

66.67% 37

76.93% 27

94.44% 3

100.00% 1

88.89% 6

85.71% 7

88.46% 7

84.62% 19

85.72% 15

100.00% 1

93.93% 6

80.00% 25

88.88% 10

85.71% 7

73.08% 19

92.31% 10

66.67% 38

Leadership

87.64% 10

93.75% 6

90.00% 10

90.90% 16

81.48% 14

75.00% 12

87.50% 9

92.86% 8

71.43% 33

Workforce Focus

87.58% 11

84.61% 23

91.67% 7

100.00% 1

81.48% 14

100.00% 1

77.78% 14

92.31% 13

76.20% 29

Measurement, Analysis, & Knowledge Mgmt

85.25% 12

92.31% 13

86.48% 15

100.00% 1

88.89% 6

85.72% 4

82.14% 10

61.53% 35

90.47% 5

Customers

83.85% 13

92.85% 11

67.57% 29

90.90% 16

88.89% 6

85.71% 7

80.00% 12

100.00% 1

85.71% 16

My managers / supervisors create a work environment that helps me do my job.

Leadership

81.66% 14

81.25% 25

85.00% 17

100.00% 14

84.62% 13

50.00% 25

71.88% 20

85.71% 16

76.20% 29

I have what I need to do my job.

Operations

80.13% 15

83.33% 24

80.00% 22

100.00% 1

70.37% 23

57.14% 22

77.78% 14

92.31% 10

85.00% 19

My managers / supervisors and my organization care about me.

Workforce

79.09% 16

76.92% 30

88.89% 11

100.00% 1

77.78% 21

57.14% 22

55.56% 32

84.62% 19

76.19% 31

My organization's managers / supervisors share information about the organization.

Leadership

78.82% 17

93.75% 6

85.00% 16

90.90% 16

85.18% 11

50.00% 25

62.51% 28

71.43% 32

90.48% 4

We have good processes for doing our work.

Operations

78.81% 18

91.67% 16

91.43% 8

100.00% 1

51.85% 37

85.71% 7

77.77% 16

84.61% 24

85.71% 16

I regularly ask my customers what they need and want.

Customers

78.75% 19

92.85% 11

72.98% 27

45.45% 38

92.31% 5

57.15% 19

80.00% 12

78.57% 26

71.43% 33

I am allowed to make decisions to solve problems for my customers.

Customers

77.64% 20

71.42% 33

86.84% 13

90.91% 15

70.37% 23

71.43% 13

66.66% 24

78.57% 26

76.19% 31

My managers / supervisors use our organization's values to guide us.

Leadership

77.38% 21

93.75% 6

74.36% 25

100.00% 1

81.48% 14

37.50% 36

61.29% 29

100.00% 1

66.67% 38

My managers / supervisors encourage me to develop my job skills so I can advance in my career.

Workforce

76.97% 22

91.67% 18

83.33% 19

100.00% 1

81.48% 14

42.86% 27

44.44% 36

84.62% 19

70.00% 35

I have control over my work processes.

Operations

76.82% 23

75.00% 32

74.28% 26

90.00% 19

70.37% 23

100.00% 1

70.37% 21

84.62% 19

90.00% 6

We are prepared to handle an emergency.

Operations

75.49% 24

100.00% 1

94.29% 5

70.00% 31

59.26% 34

42.86% 27

70.37% 21

61.54% 34

90.00% 6

The people I work with cooperate and work as a team (throughout our organization).

Workforce

75.17% 25

76.93% 27

75.00% 24

60.00% 35

66.66% 29

42.86% 27

88.89% 6

100.00% 1

89.47% 11

Results

74.15% 26

75.00% 31

81.82% 21

70.00% 31

65.38% 31

42.86% 27

76.92% 17

76.92% 30

80.00% 23

Measurement, Analysis, & Knowledge Mgmt

73.72% 27

76.92% 29

75.68% 23

100.00% 1

62.96% 32

57.14% 22

67.86% 23

84.62% 19

90.00% 6

Strategic Planning

73.62% 28

85.72% 20

82.05% 20

72.73% 28

66.67% 28

42.86% 27

63.34% 27

85.72% 14

100.00% 1

I am recognized for my work.

Workforce

73.03% 29

69.23% 34

72.23% 28

100.00% 1

74.07% 22

42.86% 27

55.56% 32

84.62% 18

85.00% 18

I also know who my organization's most important customers are.

Customers

70.37% 30

92.86% 10

44.73% 38

72.72% 30

77.78% 19

71.43% 16

73.33% 18

85.71% 16

70.00% 35

The people I work with cooperate and work as a team (within my work group / Division). I can use this information to make changes that will improve my work. I know who my most important customers are.

My organization has the right people and skills to do its work. I get all the important information I need to do my work. My organization is flexible and can make changes quickly when needed.

I know my organization's vision (where it is trying to go in the future). I know how the measures I use in my work fit into the organization's overall measures of improvement. My organization asks what I think. I know how to tell if we are making progress on my work group's part of the plan. I know the parts of my organization's plans that will affect me and my work. I know how my organization as a whole is doing. My organization encourages totally new ideas (innovation). I ask if my customers are satisfied or dissatisfied with my work. My organization removes things that get in the way of progress. As it plans for the future, my organization asks for my ideas. I know how well my organization is doing financially.

Leadership

68.04% 31

81.25% 25

62.50% 33

63.63% 34

69.23% 27

62.50% 18

50.01% 34

92.86% 8

80.00% 23

Measurement, Analysis, & Knowledge Mgmt

66.67% 32

69.23% 34

67.57% 29

80.00% 27

62.96% 32

85.71% 7

64.28% 26

46.15% 41

80.00% 23

Leadership

64.71% 33

93.75% 6

47.50% 37

81.81% 24

81.48% 14

25.00% 39

46.88% 35

78.57% 26

90.00% 6

Strategic Planning

61.96% 34

85.72% 20

64.11% 32

72.73% 29

66.66% 29

42.86% 27

43.34% 37

50.00% 38

90.00% 6

Strategic Planning

59.87% 35

57.14% 40

58.97% 34

63.64% 33

46.16% 39

57.15% 19

60.00% 30

78.57% 29

30.00% 41

Measurement, Analysis, & Knowledge Mgmt

59.35% 36

66.66% 36

64.87% 31

50.00% 37

48.15% 38

42.86% 27

64.29% 25

53.84% 36

80.00% 23

Strategic Planning

58.28% 37

85.71% 22

38.46% 39

81.82% 23

70.37% 23

28.58% 37

26.67% 40

85.72% 14

60.00% 40

Customers

55.90% 38

64.28% 37

48.65% 36

36.36% 41

59.25% 36

42.86% 27

56.66% 31

50.00% 38

95.00% 2

Results

47.95% 39

63.63% 38

54.54% 35

40.00% 39

42.31% 40

28.58% 37

38.46% 39

46.16% 40

85.00% 19

Strategic Planning

46.91% 40

61.54% 39

25.64% 41

54.54% 36

59.26% 34

14.29% 40

40.00% 38

64.29% 33

89.47% 11

Results

30.41% 41

41.66% 41

27.27% 40

40.00% 39

25.92% 41

14.29% 40

23.08% 41

53.84% 36

95.00% 2

Strategic Plan

APPENDIX C â&#x20AC;&#x201C; DETAILED ACTION PLAN

MISSION

The leader in providing creative experiences that bring people together.

To impact lives in an inclusive, fun, and innovative environment.

VISION

VALUES

High Quality & Excellence Exceptional Customer Experience Collaboration Innovation Fun

STRATEGIC PLAN TERMS Focus Area = A broad grouping of action items. Goal = What do we want to achieve in this focus area? Strategy = What will we do to achieve the goal? Tactic = What specific actions will we take?

Strategic Plan

FOCUS AREA: PROGRAMS & EVENTS GOAL: INCREASE PARTICIPATION AND BRING P ROGRAMS DIRECTLY TO THE COMMUNITY. Strategy 1, Programs & Events: Provide more access to programs in non-traditional spaces. Tactic

Responsible Party

Identify potential spaces and partners in the community for hosting pop ups Determine funding strategy (fees, grants or sponsorships) Create cross-departmental staff team to define pop up program goals, logistics and promotion plan Pilot pop up programs and identify lessons learned Recommend structure, schedule, and promotion plan for expanded and ongoing pop ups year round

2: Close Locust Street to pedestrian only traffic and utilize space for programming, events and community gathering. Successful programs such as Viva Calle in San Jose and CiclovĂa in Bogota, Columbia, serve as inspiration for pedestrian only streets that enliven downtown areas. -

Pilot closure with a 3 day block party type event, emphasizing welcoming new downtown residents

Measures

Core Values

Pilot Spring 2020

1: Offer pop up programming throughout the City. -

Target Completion Date

Maile with support from Jim & Scott

Expand Summer 2020 to Summer 2021

Pilot 2019 Scott

Permanent Closure 2020

Number of pop-ups Attendance per pop up

Staff time Collaboration Innovation Fun

Positive feedback from Arts District business partners, including increased sales Positive feedback from attendees

Estimated Budget Outlay

Exceptional Customer Experience

$300 - $500 per pop up for supplies, staffing and instructor fees

TBD

Collaboration Fun

Strategic Plan

Strategy 2, Programs & Events: Tailor programming to mirror the greater Bay Area community that we serve. Tactic

3: Identify and analyze the demographics of the regional community compared to the demographics of Arts + Rec participants. -

Identify gaps between our participant base and the wider community

Responsible Party

Carolyn

Decide on cultural theme and title of event Identify programs for each division Define timeline, logistics, and promotion plan

Conduct survey or needs assessment to determine priority programming for range of senior population Recommend program changes, including cross-division, that better serve this population

Initial analysis 2019

Completion of analysis

Plan 2019 Carrie

5: Provide programs for range of senior population that are not tied to traditional senior center. -

Measures

Reanalyze 2021

4: Enhance multicultural offerings from all divisions. -

Target Completion Date

Kat & Jim

Launch 2020

Needs assessment 2020 Program launch 2021

6: Promote programs and events in multiple languages. -

Based on demographic analysis, determine priority languages for translating materials Prioritize programs and materials that should be consistently marketed in multiple languages, including print and digital mediums Source translation services or tools, such as Google translate for webpages, as needed

Ongoing review and updates Event attendance Demographics of attendees (reaching new demographics) Needs assessment completed Program changes implemented Program attendance Materials distributed

Carolyn

2020

Demographics of attendees (reaching new demographics)

Core Values

Estimated Budget Outlay

Exceptional Customer Experience

Staff time

High Quality & Excellence Collaboration Fun

Staff time $30,000$50,000 for event production

High Quality & Excellence Exceptional Customer Experience

Staff time

Exceptional Customer Experience

Staff time and fees for translation services

Collaboration

Strategic Plan

Strategy 3, Programs & Events: Commission new works and serve as artist incubator. Tactic

Responsible Party

Target Completion Date

Measures Public interest in program

7: Launch Artist in Residence program. -

Develop program goals and expectations Develop application process and criteria for artists, including list of artists for invitational application Identify funding and stipend for the artist Identify sites for artistic practice, determine projects or teaching assignments

Carrie & Maile

2020

Attendance at artist residency events (classes, workshops, open studios)

Core Values

Estimated Budget Outlay

High Quality & Excellence Collaboration Innovation

$10,000$50,000

Fun

Artist feedback after residency Ticket sales

8: Commission new work to be produced by Center REP. -

Develop program goals and expectations Develop application process and criteria for artists, including list of artists for invitational application Identify funding, artist fee, and timeline for production

Scott

2022-2023 Center REP season

Attendance at educational events Positive artist experience

High Quality & Excellence

$100,000+

Innovation

Positive LCA guest experience

Strategic Plan

FOCUS AREA: MARKETIN G & COMMUNICATIONS GOAL: ELEVATE THE PROFILE OF ARTS + REC IN WALNUT CREEK AND BEYOND B Y TELLING THE COLLECTIVE STORY. Strategy 1, Marketing & Communications: Create department owned and operated signature programs that reflect the Arts + Rec brand. Tactic

9: Host signature Arts + Rec event, featuring activities from all of our programs. Location could vary year to year, including an event held on Locust Street. -

Pilot an event at Tice Gym Using lessons learned from the pilot, plan for how a signature event will take place annually

Responsible Party

Jim & Karen

Target Completion Date

Measures

Core Values

Event attendance

High Quality & Excellence

Pilot Fall 2019

Positive customer experience

Expand 2020

Department wide engagement

Exceptional Customer Experience Collaboration

Estimated Budget Outlay

Staff time $8,000$10,000 event costs

Fun 10: Realize signature public art piece that becomes central to Walnut Creek image. -

Identify funding sources Identify sites and artists for invitational Organize selection panel process

11: Commission muralist to create visual connection between all Arts + Rec facilities, representing the through line of our programs across multiple locations. -

Identify sites and artists Brainstorm types of imagery appropriate for all programs

Carrie

2021

Initial mural 2019 Expand 2020/2021

Completion of project installation Press mentions for new piece

Completion of project installation

High Quality & Excellence

High Quality & Excellence Collaboration Innovation Fun

$500,000 $1mil

$10,000$50,000 depending on size and materials

Strategic Plan

Strategy 2, Marketing & Communications: Make the case to internal and external audiences for support and engagement. Tactic 12: Publish department wide annual report and distribute to key stakeholders, emphasizing the department wide impact. -

Responsible Party

Target Completion Date

Measures

Core Values

Carolyn

Ongoing annually from 2019

Completion of report

High Quality & Excellence

Connect to testimonial stories gathered from videos

13: Update department wide promo video ensuring that new aspects of department are highlighted

Carolyn

2020

Completion of video

High Quality & Excellence Collaboration Fun High Quality & Excellence

14: Develop testimonial videos tied to department values from program participants to share impact of programs on individuals.

Carolyn

2020

15: Increase budget allocation for marketing tools and staff for all programs. -

Conduct marketing audit of current approaches and staffing Lead discussion of marketing needs and potential structure of staffing within the department Identify necessary budget allocation and timeline for phasing in increases year over year Recruit and train for marketing needs

16: Be intricately involved in City’s branding discussions to ensure Arts + Rec is central to the City’s brand and that the Arts + Rec brand complements the City’s brand.

Minimum of 5 videos developed

Marketing needs identified Carolyn

Carolyn

2021

TBD pending City branding efforts

Budget allocated and staff hired accordingly

TBD pending City branding efforts

Estimated Budget Outlay Staff Time Minimal printing costs Staff Time Video development by City’s communication team Staff Time

Fun

Video development by City’s communication team

High Quality & Excellence

TBD

Exceptional Customer Experience

Collaboration

Collaboration Fun

Staff time

Presentation value 17: Be perceived as knowledge leaders in the national field. -

Pursue opportunities to present at public meetings and conferences Pursue feature articles in national industry publications, such as National Recreation & Park Association, California Park & Recreation Society or Americans for the Arts

Maile & Karen

2021

Number of presentation / feature opportunities Feedback from others / public response

High Quality & Excellence Collaboration Innovation

Staff time Conference fees (if any) and travel

Strategic Plan

FOCUS AREA: FUNDING & REVENUE 7.1.4 GOAL: ENSURE SUSTAINABLE FUNDING FOR PROGRAMS AND SERVICES WHILE MEETING COST RECOVERY GOALS. Strategy 1, Funding & Revenue: Expand efforts to seek grants for projects and initiatives. Tactic

18: Create internal Arts + Rec grants team -

Address grant writing capacity needs in some divisions

Responsible Party

Target Completion Date

Measures

Core Values

Estimated Budget Outlay

Arts + Rec Leadership Team

2020

Involved personnel identified

Collaboration

Staff and/or contractor time

Completion of research, prioritized list of projects, and application deadlines

19: Identify and pursue grant funds: -

Research and identify public and private grant makers whose funding priorities and eligibility requirements align with the mission and profile of Walnut Creek Arts + Rec Identify a limited number of high priority projects/initiatives that are candidates for grant seeking efforts Identify specific grant opportunities to pursue for selected high priority projects/initiatives Identify fiscal sponsors and contract for services (if needed) Prepare and submit grant applications for selected grant opportunities

Arts + Rec Grants Team + involved Program Managers

2020

Executed fiscal sponsorship contract (if applicable)

Collaboration

Staff and/or contractor time Program costs

Grant application submitted

Strategic Plan

Strategy 2, Funding & Revenue: Make the case for facility replacement and capital improvements and be prepared for future impact. Tactic

Responsible Party

Target Completion Date

20: Identify program and facility needs and educate decision makers -

Lead Your Parks, Your Future planning phase I around programs and facilities Prepare for multiyear facility improvements and programming disruptions

Kevin

2020

Measures Your Parks, Your Future report accurately depicts the program and facility needs

Core Values

High Quality & Excellence Collaboration

Estimated Budget Outlay

TBD, pending Council direction

Specific timelines are developed

Strategic Plan

FOCUS AREA: STAFFING & CUSTOMER SERVICE GOAL: CONSISTENTLY PROVIDE EXCEPTIONAL CUSTOMER EXPERIENCES. Strategy 1, Staffing & Customer Service: Align all staff to department wide mission, vision and values. Tactic

21: Develop visually interesting and creative representations of department mission, vision and values (posters, business cards) and distribute to all centers and all staff. -

Responsible Party

Carrie

Target Completion Date

2019

Identify project deliverables and potential artists Brainstorm types of imagery

22: Develop internal communications plan to inform staff of department and city-wide information that impacts them.

Measures

Completion of project deliverables

Core Values

Collaboration Innovation Fun

Estimated Budget Outlay $6,000$12,000 for design commission and production

Documented communications plan Carolyn

2020

Feedback from employees that they feel more informed

Collaboration

Staff time

Strategic Plan

Strategy 2, Staffing & Customer Service: Recruit and retain quality hourly employees Tactic

23: Conduct all recruitments, including hourly employees, through NeoGov to streamline hiring process. -

Pilot use of NeoGov for summer 2019 Lifeguard recruitment Expand to remainder of Arts + Rec hourly positions in 2020

Responsible Party

Karen

Target Completion Date

Pilot 2019 Expand 2020

24: Institute annual marketing campaign for recruitment. -

Develop department wide marketing collateral for employment and volunteer opportunities Pursue PSAs or features in the Nutshell highlighting the experience of working for Arts + Rec

Karen, Maile & Jim

2019

Identify ways to spotlight and recognize hourly employees Plan Department events at times when hourly employees can attend and participate Identify incentives for employee retention

Centralized application procedures and process for announcements, application, hiring process Number of community calendars / PSAs featured Number of applications received compared to previous years Hourly staff retention

25: Develop annual department recognition program with emphasis on recognizing hourly employees. -

Measures

Karen, Maile & Kevin

2019

Hourly staff feedback Attendance at events

Core Values

High Quality & Excellence

Estimated Budget Outlay

Staff time

Collaboration

Staff time Collaboration

High Quality & Excellence Collaboration Fun

$2,000-$3,000 for design, printing, advertising

Staff time Event / Award / Incentive costs

Strategic Plan

Strategy 3, Staffing & Customer Service: Centralize and enhance customer service access and experience. Tactic

26: Undertake Customer Journey Mapping (internal and external), with PROS Consulting and cascading down for staff to create on their own.

Responsible Party

Kevin & Carolyn

Target Completion Date

Journey maps are developed 2019

Identify both universal practices and baselines for the entire department and program specific practices Define and develop onboarding process and ongoing trainings centered on department values and customer service practices

28: Establish performance metrics for evaluation and develop timeline for regular review of metrics.

Kevin & Carolyn

2019

29: Cross train employees to be able to address any request within Arts + Rec -

Organize quarterly meetings between front desk staff and program coordinators before the Arts + Rec Guide is distributed to allow for Q&A from front desk staff

Jim & Scott

Staff are trained to develop maps in the future

All items are developed

27: Develop â&#x20AC;&#x153;Walnut Creek Arts + Rec Wayâ&#x20AC;? -

Measures

2020

Onboarding is utilized across the department Metrics are developed, out into practice, and results are examined for additional improvements Increased department awareness by staff Shortened customer journey

Core Values

Estimated Budget Outlay

Exceptional Customer Experience

TBD

Exceptional Customer Experience

TBD

Exceptional Customer Experience

TBD

Exceptional Customer Experience

TBD

Collaboration