Developing

p g a Strategic
g Path Forward
Strategic plan progress update

November 9, 2015

Note to the reader

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h made
has
d no undertaking
d t ki tto update
d t th
these materials
t i l after
ft th
the d
date
t h
hereoff notwithstanding
t ith t di th
thatt
such information may become outdated or inaccurate.

2015 11 09 NORDC progress report vF.pptx

Draftfor discussion only

Notes on the approach taken to support this review

The Boston Consulting Group undertook this review of the NORDC performance progress on a probono basis to ensure an objective and consistent approach relative to the plan goals defined in 2013
Our work was conducted for and on behalf of the NORDC Foundation Board and all observations and
comments are for the benefit of the Foundation Board
Our approach included a combination of quantified measures and qualified measures obtained
through many interviews with key stakeholders
There were many
y views shared amongst
g stakeholders some more p
positive and some more negative
g

we have tried to present a balanced and holistic view of the progress achieved to-date and the
opportunities to improve going forward
pp
the opportunity
pp
y to play
p y a role in helping
p g the
We believe in the mission of NORDC and appreciate
organization, the Commission, and the Foundation continue to achieve its long-term objectives

2015 11 09 NORDC progress report vF.pptx

Draftfor discussion only

Executive summary
NORDC has made progress since the 2013 plan review and senior stakeholders appear committed to
continuing to make progress on key performance dimensions

Established Community Advisory Teams and capturing community feedback through several channels to
understand community concerns and desires

Opened multiple new / renovated facilities to support recreation

Diversified program offerings and working to become more data driven through the implementation of RecTrac

Collaborated with Civil Service to restructure position descriptions / levels to attract and retain talent

St d growth
Steady
th in
i ttotal
t l annuall ffunding
di driven
di
b
by Ad
Administration
i i t ti increases
i
(~12%
( 12% annually
ll since
i
2013)

Operationally, the expansion of facilities and programming has been positive for the community, but the
NORDC organization (which was depleted at the time of the 2013 report) is still adapting to growth challenges

Facility maintenance could be challenged moving forward as additional facilities come online but maintenance
budget does not increase at same pace

Staff turnover has added to the difficulty of developing institutional knowledge and codifying processes

The NORDC Board should fully take on the accountability for performance as defined within the governance
guidelines of the Commission and strive to address stakeholder issues and concerns
A more robust 5-year operational plan is recommended with specific performance metrics and targets defined
to guide NORDC leadership
Opportunity exists to further clarify NORDC future structure / operating model and optimize the long term
sustainability of NORDC
2015 11 09 NORDC progress report vF.pptx

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NORDC has made progress on original shaping plan with

some areas needing to be addressed / reevaluated (I/III)
Original vision

Community
needs

Data driven understanding and

prioritization of community
needs
High level of community
satisfaction and engagement

High quality, impactful

programs and facilities
Data-driven approach to
making decisions, tied to
community needs

Programming
and facilities

Where we are today

Priorities going forward

Established 15 CATs1 to better

understand community desires
Set up feedback mechanisms
through public meetings (69
meetings in 2015 YTD2), social
media, NORDC website
Seeking approval for Chief
Information Officer position to
liaise with community and
provide an added feedback
conduit
Significant progress opening
multiple new / renovated
facilities to support recreation
Completed 24 projects
since 2013
Planning to complete 50
projects in pipeline
Increased and diversified
programming
Capturing and tracking program
satisfaction feedback
Driving towards a more data
driven culture through
implementation of RecTrac in
July 2015 to track attendance
and participation

Continue to educate community

on how feedback is collected
and used / responded to by
NORDC
Continue to think about how to
best leverage and improve the
effectiveness of CATs

Develop a more robust 5-year

operational plan with specific
performance metrics and
targets defined
Continue leveraging existing
tools, such as RecTrac, to drive
a more data-driven operating
plan to deliver high quality,
impactful programs and
optimize facility utilization
Ensure adequate facility
maintenance funding as
additional facilities come online

1.Community Advisory Teams established in conjunction with the Neighborhood Engagement Office 2. Per discussion with NORDC CEO and COO
2015 11 09 NORDC progress report vF.pptx

Draftfor discussion only

NORDC has made progress on original shaping plan with

some areas needing to be addressed / reevaluated (II/III)
Original vision
Highly efficient and effective
organization to support existing
programs as well as growth
Expand breadth of organization
capabilities

Organization
enablers

Increased funding to align with

peer level organizations
Multiple, stable funding sources
to support long term operations

Funding

2015 11 09 NORDC progress report vF.pptx

Where we are today

Priorities going forward

Successfully grown the

organization to ~156 FTEs to
support new facilities and
broader program offering
Building a strong team where
employees enjoy their roles
and are motivated to see
NORDC succeed
Collaborated with Civil Service
process to innovatively
restructure position
descriptions to attract talent
Increased total funding by 12%
annually since 2013
City administration has
been able to exceed
targeted levels from 2013
plan
NORDF providing
increased funding since
2013, including in-kind
services e.g., branding
study, strategic plan
Providing transparent and
detailed financial reporting

Continue to leverage clear

metrics / goals in place for all
NORDC staff to measure
performance
Continue to invest in staff and
provide transparent
professional development and
training supplementary to that
offered by Civil Service

Need to consider how to

sustain funding levels going
forward
Need to develop ideas for how
to address funding shortfall
relative to plan

Draftfor discussion only

NORDC has made progress on original shaping plan with

some areas needing to be addressed / reevaluated (III/III)
Original vision

5
Governance

Well defined governance with

clear expectations of roles,
responsibilities, and decision
rights across all stakeholders
Established process for
accountability for reports and
monitoring management

2015 11 09 NORDC progress report vF.pptx

Where we are today

Collaborative relationship
between NORDC leadership,
Commission Board, and City
Administration
Opportunities for the
Commission to be more
involved in strategic planning

Priorities going forward

Opportunity to train / educate
Commission to more fully
exercise their agreed-upon
decision rights
Need to clarify NORDC future
structure and operating model

Draftfor discussion only

Recommend pursuing a set of potential actions

Governance decision needed on end-state vision

Po
otential actio
ons

Community
needs
d

Programming
and facilities

Develop a more robust, data-driven operating plan to inform and prioritize

facilities and programs
Continued incorporation of innovative ideas from NRPA members

Organization
g
enablers

Set clear metrics / targets to measure NORDC performance

Continue to standardize processes for recruiting
recruiting, developing
developing, retaining staff
Continue technology upgrades to support organization and programming needs

Funding

Decision
neede
ed

Drive greater transparency against mechanisms to capture community input

Primary mechanism: citywide customer satisfaction survey (every 3 years)
Clarify / document community needs prioritization process

Governance

2015 11 09 NORDC progress report vF.pptx

Stabilize long term funding sources to ensure sustainability

Ensure
Ens re facility
facilit growth
gro th does not o
outpace
tpace maintenance ffunding
nding gro
growth
th
Re-evaluate alternative funding strategies (e.g. earned income)
Assess NORDC's progress moving towards becoming a successful publicprivate entity

Draftfor discussion only

Recommend clear metrics and targets to measure

NORDC performance
Example KPI / metrics
to be set annually

5 year goals

Potential collection method

Gain NRPA
accreditation

NRPA accreditation deliverables vs. plan

Submissions to NRPA to satisfy

compliance requirements

Deep, data driven

understanding of
community
it needs
d

Facilities / programs rated as important

By neighborhood
Facilities
F iliti / programs rated
t d as needed
d d
By neighborhood

High level of
satisfaction and
engagement

Overall satisfaction score

Attendance by facility
Participation by program

Survey data from email, website,

mailers and/or third party surveys

Programming
and facilities

High quality,
impactful
programs and
facilities

RecTrac data
Community participation level

Organization
enablers

Highly efficient
and effective
organization

Employee turnover rate

% of employee performance targets met
Trainings and certifications completed

Systematic tracking of FTE data

Workforce competency and
performance evaluations

Funding

Increased
funding to align
with
ith peer level
l
l
organizations

Total funding dollars

By source
Funding
F di per capita
it
% funds secured vs. target

Tracking of revenue from all sources

Target and actual funding mix

Overall
organization

Community
needs

2015 11 09 NORDC progress report vF.pptx

Facility / program satisfaction score

Growth in participation
% of participants retained
# new programs introduced

Community Advisory Teams

Survey data
NORDC expertt view
i
Neighborhood scorecard data

Draftfor discussion only