Parks and Recreation Department Performance Measures October 2015 The FY2015 Annual Performance Measures focused heavily of quantitative vs qualitative measures focused on the Recreation, Aquatics, Special Events, and Sandra DeLucca Developmental Center. Historically these measures were tracked prior to the implementation of the City of Miami Strategic Plan and the new Parks Director Kevin M. Kirwin joining the department. Monthly, the performance metrics are reviewed at the senior staff meeting and discussed based on performance of that month and current total to date, to evaluate if the performance measure target will be met or not. Quarterly, the numbers are provided to the Strategic Initiatives Office in the City Manager’s office to be included in an overall City of Miami status report. What measures and why Reported numbers and Targets FY2015 1. General Summer Camp was a decrease from 2014 to 2015. This is attributed to the closing of Southside and Douglas Park due to contamination and the delayed opening of the new Gibson Park Gym this resulted in being unable to enroll more children in the summer program. 2. Learn‐to‐Swim was decreased from 2014 to 2015 due to Shenandoah Pool being closed for 6 months due to safety concerns and a need to shore up the pool to ensure operational needs and demands could be made. 3. Permit office showed an increase of issuance of permits from 2014 to 2015, this in part is attributed to better staffing levels in the permit office. 4. Grapeland Water Park showed an increase in attendance from 2014 to 2015, this is attributed to management transferring from Recreation to Aquatics, new staff and additional promotion of the park through grass roots efforts. 5. Jose Marti Gym attendance increased from 2014 to 2015 and this is correlates to the recent increase in young professionals moving into the downtown and urban core surrounding Miami, and due to the affordable admission and membership costs for the gym. 6. Subsidy for Summer Camp is a fee‐based program based on applications and approved fee reductions to low income families based on poverty levels. The decrease from 87% to 85% is attributed to the reduced number of campers from Douglas, Southside, and Gibson Park, and the increase in enrollment from middle to upper class parents. However, the percentage difference is nominal and still reflects a huge need in the Miami community for subsidized camp fees. 7. Children enrolled in Specialty Camps showed a slight increase in attendance. This was expected since there was no additional funding towards marketing dollars provided and previous attendees were targeted for registration. Staff Changes onsite at the Camp on the Bay was also anticipated to have an enrollment impact due to the popularity of the former park manager and the slow adjustment of parents to the new park manager. 8. Children enrolled in Afterschool Program reflected an increase of 50 children from 2014 to 2015, which can be accounted through the increase of staffing hours to allow accommodation of additional children at select locations that had a waiting list. Through this staffing change, more children could benefit from the Afterschool Program and free out of school snack program. Recreation—Children enrolled in General Summer Camps; Percentage of summer campers subsidized for General Camp attendance; Children enrolled in Specialty Camps; Children enrolled in Afterschool Programs. 
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By targeting and tracking the number of children who enroll in Summer Camp, Specialty Camp, and Afterschool, the Parks and Recreation Department was showing the actual number of children who are receiving services annually in the Parks, telling the story about the impact on residents. Through the reporting of subsidized enrollment in Summer Camp, the Parks and Recreation Department is able to show the sizeable percentage and need by low income families for recreation services and tie into the annual budget request for funding to allow providing the services of summer camp at the subsidized rate which can be the range of 25% to 100% Recommendations for the FY2016/17 – Look at what ways to measure satisfaction or results from the core services provided by the Recreation Division that provide outcome results that attribute value to the services delivered. Remove Attendance from Jose Marti Gym, as the number does not provide a specific measurable that reinforces or validates any service funding. Aquatics‐ Children Taught Learn‐To‐Swim; Grapeland Waterpark Attendance 
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Tracking the number of children who are taught Learn‐To‐Swim, the intent is to demonstrate the impact on water safety and lifesaving skills. The bulk of these lessons are in the summer months, which correlates to the increased summer part‐time staff hiring and the funding requests tied to the seasonal aquatic staff. *In the 2015 budget cycle these numbers helped to reinforce the need to raise the hourly pay rate for aquatic part‐timers in order to address poor recruitment levels from previous years which prevented a full schedule of Learn‐To‐Swim classes and open swim hours. Grapeland Water Park attendance tracks our visitor rate at this facility and demonstrates the need for proper staffing to run the only water park in the City of Miami limits. Providing the attendance 
numbers, which covers March through October, allows the Parks and Recreation Department to provide the necessary data for Capital and Operational funds for the proper maintenance of the park. Recommendations for the FY2016/17‐ Capture a qualitative result that allows showing the direct impact of the swim lesson. It may require tracking a new measurable in FY2016 with implementation in FY2017. Implement a guest satisfaction survey for Grapeland Waterpark to capture customer satisfaction and the level of delivery of service. Sandra DeLucca Developmental Center‐ Number of athletes with special needs enrolled in Get Fit. 
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Get Fit is a recreation, sports based program tied to Special Olympics and is one of the few programs in the Miami Dade County area that serves persons with special needs. Through tracking enrollment, the aim was to show the number of lives impacted by this specific leader directed program. Recommendations for the FY2016/17‐ Modify the measureable to reflect total enrollment for the special programs for persons with special needs to enable being able to tell a larger story of the services provided by the center. Through this modification the quality of programming can be better assessed and capture all programs that are recruited for during the year. Also explore the opportunity to do a client or parent survey on performance of services. Improvements Steps to improve performance measures that demonstrate the work performed by the Parks and Recreation Department will include: ‐
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Send Special Projects coordinator to training related to Performance Measurement and Impact o Develop training tool to engage staff in helping to identify performance measures Identify goals that tie to performance measures and write them into annual evaluations for staff Expand on Survey Monkey tool to obtain more feedback from Park Users on their experience to use the data to tell the story on the satisfaction with the level of service being delivered. Incorporate a Leisure Interest Survey into the 2016 Rec Plan to facilitate customer feedback into wants and needs and how the Parks and Recreation Department is currently providing service and to what level.