Presentations P RC 03/05/20
Presentations
Item #4
Receipt of the Marketing Report Prepared by Learning
Resources Network (LERN)
PRC 03.05.20 Item #4
1121
CUPERTINO
City of Cupertino
Parks & Recreation Department
LERN Marketing Report
LEARNING RESOURCES NETWORK
Greg Marsello
March 2020
1
Learning Resources Network
The leading association in lifelong learning
Founded in 1974 as a nonprofit
Over 25% of LERN member organizations are parks
and recreation departments
"Information That Works!"O
*'d
1
PRC 03.05.20 Item #4
Agenda
Positive
Accomplishments A
Recommendations ��ND
Most Critical Action A
Items /-
Market Plan y
3
Positive Accomplishments
Covering Direct Costs (Cost Recovery): Marketing+
Production/Delivery, but also some Administration
Marketing Materials: Industry Best Practices
Repeat Rate: 45%
Members: Senior Center and Sports Center Selling&Retaining
ACTIVE Net: Up and Running&Data Generation
4
2
PRC 03.05.20 Item #4
Unique Selling Proposition
Data-Driven: Carrier Routes & Next
Activity
80/20, Best Customers & Primary Market
( ® Segments
AIDA Principle: Print, Website and
Descriptions
Integrated Marketing: Print, Website,
Emails, Social Media & Video Campaigns
Listening to Best Customers
5
Most Critical Action Items
• Increase percentage of budget spent on promotion to 3% and
ultimately 5%. Reduce production costs.
• Have one centralized marketing budget broken down by
general marketing and programming areas.
• Hold session marketing meetings to determine session
marketing strategies and build session promotion campaign.
• Ramp up digital marketing. Contract for or repurpose staff time
to content generation.
• Use ACTIVE Net to track registrations to determine promotion
method to registration ratio. Recreation Schedule should be
<20:1. Target carrier routes.
• Consider a Summer Camp-Only Schedule as well as testing
second session Recreation Schedule mailing.
6
3
PRC 03.05.20 Item #4
Determine Department's unique selling proposition and
zealously promote.
Have one person write activity descriptions. 40-120 words and
follow the AIDA Principle.
Implement annual needs assessment to gather information for
improvements from Department's best customers.
Implement annual experience survey checking on activity
quality and customer service.
Use polls and focus groups specific to programming areas to
ensure 20% new offerings and updated and relevant content.
Classes should be evaluated at least once a year.
Cross-promote Adult programming and 50+ programming.
Consider changing the name of the Senior Center. Could be
Lifelong Learning Center or named after a person.
7
Annual Market Plan
Foundation Plan
Explanation 3 to 7 Annual Goals
Vision, Mission, Values & Marketing Budget:
USP Distribution Method&Program Area
Primary Market Segments Marketing Benchmarks:
Promotion:Registration Ratio
Marketing Model: Process Promotion Methods: Print,
Marketing Budget: Historical Website, Email, Social Media&
Video
Repeat Rate Actions
Campaigns
Staff Responsibilities
s
4
PRC 03.05.20 Item #4
One-Year Market Plan FYXX Market Plan
.SAMPLE
Goals
Ixaming Unlimited is a lifelong learning program providing Anytown 1. Redesign websitn
community members and businesses continuing professional education. 2. Purchase and implement Inbound Marketing Tool.
community education and workforce solutions opportunities.The Learning 3. Wmkwith Op.Ml—Teamlasmr.1i.tiog Swdem Binh Ycar.
Unlimited marketing Aiiffmresponsible for the program's brand,think 4. Prodruc Sala Ritfer Workforce SOlWlem Tcam.
marketing and planning efforts,and integrated marketing promotion tasks. 5. Develop and implement an internal Marketing Plan.
Tit Learning Unlimited Une-Year Markel plan outlines the marketing $ud5;et&Bencbmarks
stairs accounmbilifies. Bud ci
Unique Selling Proposition catamw,m w�,anoa ?s xs
Learning Unlimited's unique selling proposition is our defining r
charactenstic or what our hest participant and clients value the most about WTao�rP�ouno,a
Learning Unlimited. F
Achieve Your('coals Benchmarks
uawrra
mum
Primary Market SegmentsG—ASE he,
.Bern e�ao�w .g wav„a
aan.cmaas 1
Market Se ant Int—t Area Revenue Percentage 11 xrraaarr
n
Baby Baornx Fanalcs personal Enrichment 20% c>vrr,tnam i2%
Baby Bamna&Gcnctatitm Transp.ounn. 15-1. uwueuax xau.s°r,
X Males tte Tra,c MeaswcR et Next FV amc
�i
GcneationYFemales Nlied Heahh 14% lrnny M.xry ra,aran
Female&Mali,Generation R.]Fstalc 10% .rxoasa na.. 1m .rxaam.ceaant>n e
x
Generation Y&Genaaoon Dorsal 9%. Promotions
X Front. Thefollowsng promorionr w111 be aced.
Ge¢eatianX Maly Conrptna CadEwa 74G 1➢eltaat Catalog -Targeted Pmmotiona -Email
BaYhy Bourne'&Cmleraeoa Orlmary 5% Social Media -Inbound Marketing -Webelte
X Females -NewspapalEtc.Articles Sase studies -Events
-Advem..g -Email Newsletters SEO
Finances -Lead Gcncmtion -Retention Comae,ts -Advising
a 10%of Learning Unlimited Budget spent on promotion with 13,5%
being spent on eau—programming marketing and 3%on contract Retention Actions
training I_ Tntckaudtbllow-upwithcatificatrankc u
• 70%nfpromation budget spent an direct mat,l0%on edvertisi¢g, 2, Each Quartadevelop a Next Course list for S IOOr courses and follow-up.
3. Provide Summer Camp discounts to fast paticipanta sgisteriog by D—ber 31.
5%on customer service and 15%on digital marketing
9
Quarter I(July-September)Campaigns
General Fall 11 CatalojxCamai n:October 16—December 15
Promotion Plan Task Due Date
The following nee Pramodon Campaigns per Quseer.The desalts of etch Prior Catalog Punted M
Campaign con hef send in she Peron Trading I o1. Mass Email 9/6
Fiat Catalog Arrr- Wit
QUARTER I(July-Rptember) T [ed Finarl Ncws 412o
encra L O1 10111 Catalog Campaign Second Caalog Arsives I OR
2. Health Fall 1I Targeted Campaign Mass Email 10+13
3. TransportananFalll11 Targeted Campaign Weekly Social Media TB3�per
day
perY
a, workforce solutions First Quarter Campa+gn 1:Once permy
S. November,innovation Conference Campaign Pimsret:Onceperday
QUARTER 2(October-December) Health Fall ll Targeted Cam ai n:October 16—December IS
I. Cmaral Winter Catalog Campaign
2. Health Winter Targeted Campaign Task Due Date
3. Transportation Winter Targeted Campaign Included in Fall I Catalog Follow Fall ll Catalog Campaign
4. Workforce Solutions Second Quaner Campaign Bmcbum pdmcd 4lg
5. Febmary internal Marketing Event Campaign Targeted Fi. 9113
Brocbac Amvcs 4115
QUARTER3(January-Minch) Reren[icn C.—inicadon IN4
. General s ern Cmal T tcd F nail M9
1
p g og Ca<r�atgn Weekly Social Media FB:3 t¢xs eweck
2. Health Spring Targeted Campaign T:3ti¢xsewule
3. Transportation Spring Ian-A Campaign
4. Workforce Solutions Third Quarter Campaign
S. Su>mma Camp Campaign Transportation Fa1111 Campaign:October 15—December 15
Task Due Date
QUARTER 4(April-lone) Included in Fat111 Cnalog Follow Fa116CaW gCampaign
1. General Fall Catalog Campaign 13mchum Fringed Ws
2. health Fall i Targeted Campaign 1 a,e d 1—.1 W13
3. Tie—ponation Fall l Targeted Campaign Brochure An- W%
4, Workforce Solutions Fourth Quarter Campaign Rctcation Conununerali- 1U14
5. Septnnber C.mmunity Outreach Event Campaign Tare[ed.F--1 --
WeeklySocialMedia FB:3 times.week
Staff Responsibilities T.3 timss.—a
-Marketing:Campaign Management,Branding,Dam Analysis,Webstte Workforce solutions First narter Cam ai _Jul -September
-Course Programming:Coordinating with Marketing on Open Enrollment Campaigns Task Due Date
-Workforce Solutions:CoordinMmgwith Mmkoingm Wortdorce Solutions Campaigns Free Supervisory Training Webiaa Dis.;w6
-0peraliom:Data Imputing,Data Col lector,Tracking,Retention,Advising,I.ogislics Webiner fnvimdon eWras:715,70&0
Health Treads Cmrherrt Livecn Web.ite:9lfi
Cmvwt Fmeils:9113 92T&
10
5
PRC 03.05.20 Item #4
Thanks!
Greg Marsello: marsello@lern.org
info@lern.org
www.lern.org
,T
,, THANK
YOU
�► MIN
11
6
P RC 03/05/20
Presentations
Item #5
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EXISTING PAVEMENT
325 325
— PROPOSED REMOVABLE BOLLARD
320 " 320
—x x NEW FENCE LINE
NEW HANDRAIL
315 315 / — Date 2-11-2020
GRAPHIC SCALE ` X REMOVE EXISTING TREE Scale 1"=30'
310 310 30 0 15 30 60 120
9+90 9+50 9+00 8+50 8+00 7+50 7+00 6+50 6+00 5+50 5+00 - / Design By: FR
Job J19092
STATION ( IN FEET )
PROPOSED PEDESTRIAN PATHWAY PROFILE 1 inch = 30 ft. Sheet
SCALE: HORIZ: 1"=30' 4
VERT. 1"=10'
P RC 03/05/20
Presentations
Item #6
Receive a Presentation on the Senior Center's Classes
and Programs
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Cupertino Senior Center
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P RC 03/05/20
Presentations
Item #7
Rancho Rinconada Recreation & Park District
PRC 03.05.20 Item #7
Berkson
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Associates
i I Urban Economics
Policy Forensics&Forecasting
ii kw� Planning&Policy Analysis
SPECIAL STUDY: GOVERNANCE OPTIONS
Rancho Rinconada Recreation and Park District
Presentation to LAFCO of Santa Clara County
Feb. 5, 2020
Presentation to City of Cupertino
March 5, 2020
0
RRRPD Formed in 1955 EA
I
Ra•ncho Rinconatla � :LAFCO
Rc.aad•n nd Po*Olaric --
1
1
PRC 03.05.20 Item #7
Overview of the District EA
FIRM st,
Land Area 0.4 sq.miles `A F •p, R
Residential Parcels(2) 1,266
Population(3) 3,983 W *lk
nd h 2
Registered RRRPD Voters(4) 2,086 v�;�l�,
Total City Voters 30,630
RRRPD Voters as%of City 6.8%
Assessed Value(5) $1,200,662,755
Tax Increment Factors FY19-20(6) -
RanchoRinconadaRPD 4.61% _ _ -
CityofCupertino 6.17% -
See Table 1 in the report.
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2
RRRPD Programs PA
• Swim lessons (8,458 lessons in 2018)
• Public swim (May-Sept., approx. 8,781 entries)
• Training and teams (year-round)
• Swim camp
• BBQ, pool and hall rentals
• Other recreation partners (e.g., scuba lessons)
See Appendix B in the report.
3
2
PRC 03.05.20 Item #7
RRRPD Revenues
& Expenditures BA
• Surplus = $51,000/year STATUS QUO
RRRPD
• "Net Position" = $2 mill. pmdEam fievenues(,) $438,500
Property Tax(Z) 53 0000
• $1 million unrestricted, Total Ravenna, $968,5DD
cash/investments EXPENDITURES
Administration and Office Expenses(3) $77,957
• Capital assets $1 million FadlRles(4)
Building/ya rd,Pool,Utili[ies 113,000
F a clllty Depreclatlon(5) 73000
• $350,000 upgrades SnNtotal,F acilit- 186,000
Program Expenses(- staff)(6) 26,2
Personnel(]) 626,982
Total Expenditures $917,139
ANNUALSURPLUS OR(SHORTFALL) $51,361
Surplus or(shoMall)excluding depreciation $124,361
See Table 2 in the report.
4
Governance Issues PA
• RRRPD has a "zero-sphere" LAFCO designation
• 2013 MSR reviewed governance options, found a
significant service overlap which
"...creates inherent inefficiencies and fragmented service
delivery and impedes long-term planning for the delivery
of recreation services to the residents of Cupertino"
• MSR recommended further study of options
• Allegations of mismanagement, board dysfunction and
resignations, lack of a quorum in 2019
• Currently 3 board members, upcoming Fall 2020
election
5
3
PRC 03.05.20 Item #7
Governance Options EA
• Option 1 — Maintain RRRPD's Current Governance
(Status Quo)
• Option 2— Dissolution/Merger of RRRPD with the City
of Cupertino
• Option 3 — Reorganize RRRPD as a Subsidiary District to
Cupertino
See Table 3 in the report.
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6
Option 1 Status Quo PA
Advantages
• RRRPD property taxes continue to be spent within District
• The District continues to be governed by locally-elected
board
Disadvantages
• RRRPD potentially could revert to contentious/dysfunctional
board
• Possible future election costs & difficulty filling vacant seats
• Property tax continues to be allocated to two duplicative
aquatic recreation providers
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4
PRC 03.05.20 Item #7
Option 2 Dissolution/Merger EA
Advantages
• Eliminates duplication of aquatic recreation
services/admin
• No board member election costs
• Reduces potential for contentious/dysfunctional board
• Programs publicized and available to all City residents
at same cost
• Expanded year-round City swim
• Integrated, City-wide planning, programming,
budgeting
• More extensive management and supervisory structure
s
Option 2 Dissolution/Merger PA
Disadvantages
• Representation of District residents same as Citywide
representation
• Property tax to go to City General Fund
• Costs are slightly greater, but budget surplus is
substantially similar to Status Quo after considering
potential for slightly higher revenues
Financial comparison is substantially similarto Status
Quo.
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5
PRC 03.05.20 Item #7
Option 2 Dissolution/Merger EA
• Revenue slightly
exceeds Status REVENUES
Quo
Pregram Re�ennes(1) $43a,5DD $460,4DD
Property Tax(2) 53�_000 53�_000
Total Revenues $968,500 $990,400
• Costs are higher Ad,hi,-tonand OKce ERpenses(3) $77,957 $31,957
Facilaies(4)
• Net surplus is
Building/Yard,Pool,Utilities 113,000 99,000
Facility Depreciation(5) J300o 23000
substantially Subtotal,FacilRies 186,000 172,000
Program Expenses 1111 staff) 2E,2DD 26,mD
similar Personnel 626,982 702,657
Total Expenditures $917,139 $932,814
ANNUALSURPLUS OR(SHORTFALL) $51,361 $S7,586
Surplus or(shortfall)excluding depreciation $124,361 $130,596
See Table 4 and Appendix A.
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Option 3 Subsidiary District EA
Advantages
• RRRPD property tax would continue to be allocated
to subsidiary district for use by the district
• Other advantages of Option 2
Disadvantages
• Restricting property tax to the district could reduce
the City's flexibility managing other City recreation
programs
• Other disadvantages of Option 2
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6
PRC 03.05.20 Item #7
Reorganization Process EA
• Could be initiated by voter petition, RRRPD (or City)
resolution, or by LAFCO
• Findings required for LAFCO initiation can be met:
• Costs are substantially similar (net surplus is similar)
• The proposal promotes public access and accountability
See Table 5 in the report.
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12
Questions? EA
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7