1. We want geographic, demographic, and psychographic analyses of the Department’s existing patrons through mining of the Department’s database of ticketed events and programs. a. An analysis of the Department’s patron database versus census data for the County and the Department’s “service areas” (as defined by the Formula 2040 plan in the “Resources” section below). 2. We want patron surveying and focus group testing. a. Surveying of Department patrons over an extended period to best capture the full breadth of possible segments (including harder-to-capture segments such as patrons who walk into community centers without prior registration, or patrons who appear at special, non-ticketed events). b. Focus groups broken into different stakeholder classifications. Both drawn from known segments (e.g. “seniors”, “teenagers”, “patrons engaged in our athletic programs”, “volunteers”, etc.) and from segments discovered through the analysis of our data (for example, a population segment for whom we’re not properly reaching). c. Internal focus group(s) of Department employees to establish a baseline evaluation of stakeholder understanding of the brand and how they feel about how the brand is received/perceived amongst its community. i. Secondarily, a focus group including close Department stakeholders such as the Parks and Recreation Advisory Board in Prince George’s County, the Prince George’s County Planning Board, and the Department’s Park Planning and Environment Stewardship Division. 3. Conclusions and recommendations a. Conclusions from data analysis laying out: i. Service areas where the Department is best at soliciting County residents and areas where it needs to focus. (Taking into account per-capita populations and other factors.) ii. Demographic and psychographic strengths and weaknesses of the Department’s patron data as compared to service area averages. b. Conclusions--both summed, and broken out by cohort based on surveying and focus groups--about existing Department patrons’ and County residents’ (with no existing patronage of the Department) relationship and understanding to/of: i. The Department’s mission; ii. The Department’s visual and brand identity; iii. The Department’s actual identity as it relates to other local governmental entities; iv. The Department’s programming as it relates to patrons’ relationship with the Department’s brand and as it relates to their needs; v. How patrons receive and react to Department news and communications, and how they receive and react to news and communications at large; vi. How patrons feel about how our branding messages are delivered and presented to them; vii. Patrons’ intangible reactions and feelings about the Department’s brand, communications, and programming; c. Executive summaries about the above conclusions, as well as a “Strengths- Weaknesses-Opportunities-Threats (SWOT)” analysis based on those findings.
