Strategy Three: Inspire Investment
Through community engagement, advocacy,
and partnerships, cultivate more financial resources
to keep San Francisco’s parks and programs
accessible for all
OBJECTIVE 3.1
Increase public investment to better align with infrastructure
needs and service expectations
PERFORMANCE INDICATOR
Park Satisfaction: Percentage of residents who in response to the Controller’s City Survey rate the overall quality of the Recreation
and Park system ‘good’ or ‘excellent’
PERFORMANCE TARGET
Achieve increases above 2013 baseline of 70% in each survey through FY20
Key
Initiatives
a) Pursue public investment
strategies in partnership with
Mayor, Board of Supervisors,
PROSAC, SF Parks Alliance, and the
parks community
b) Revise and update the
Department's capital asset
inventory to create tiered priorities
for infrastructure investment
c) Conduct a workforce analysis and
needs assessment of the Operations
division to optimize human capital,
equipment, and materials
Lead
Operations & General Manager
Capital
Operations
Support
Administration
Operations
Administration
Timeline
FY16-20
FY 17
FY16
OBJECTIVE 3.2
Broaden engagement and strengthen external communications
with park users and park partners
PERFORMANCE INDICATOR
Community engagement: Rates of social, digital, and in-person engagement across all communication platforms
PERFORMANCE TARGET
Establish FY16 baseline and achieve annual increases in the count of Facebook likes, Twitter and Instagram followers, newsletter
recipients, and community meetings
Key
Initiatives
a) Improve website and
create mobile web
capacity
b) Create mechanism to
track in-person
community meetings
c) Invest in a CRM system to (1) provide users real-time
information about the park system; and (2) provide realtime status of complaints, issues, and requests
Lead
Pol/Pub Affairs & Admin
Policy & Public Affairs
Policy & Public Affairs
Support
Operations
Capital
Administration
Timeline
FY16-20
FY16
FY16-20
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