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HomeMy WebLinkAbout2009-04-20; Parks & Recreation Commission; 0409-4; Identification of core servicesPARKS & RECREATION COMMISSION - AGENDA BILL AB#0409-4 MTG. DATE: 4/20/09 STAFF: | CALARCO IDENTIFICATION OF CORE SERVICES, RESOURCE ALLOCATION, COST RECOVERY GOALS, AND PRICING GUIDELINES INFO Ixl ACTION RECOMMENDED ACTION : Recommend City Council acceptance and implementation of key strategies as outlined in staff's report. ITEM EXPLANATION : Introduction: In July 2008, a city wide goal team was formed for the purpose of developing a cost recovery philosophy for the parks and recreation department. The resulting cost recovery philosophy will be used to guide the appropriate apportionment of funds for capital projects and subsidy levels for recreation programming. To begin the process, staff retained the services of GreenPlay, LLC, a nationwide parks and recreation consulting firm specializing in cost recovery and resource allocation studies and planning. A series of pre-planning workshops were held with the consultant, goal team and other staff members to develop a scope of work which included the development of a comprehensive core services and resource allocation model and policy, and the development of pricing guidelines. The initial step in the process included the review of the department's strategic plan elements including core values, vision, mission, and the creation of a project vision specific to this process. Service Assessment: In September 2008, a comprehensive service assessment was conducted which identified those services that the department offers that are "core" to the values, vision, and mission of the agency. The service assessment identified alternative comparable service providers, and using a series of "filters" revealed important information about the service such as how it "fits" within the organization, the level of service attractiveness, and our competitive position. The data was sorted using the MacMillan Matrix for the competitive analysis of programs. Depending on placement in the matrix, future service recommendations varied from aggressive competition, growth, build up best competitor, core service, divestment, investment, to collaboration. For example, one area of the service assessment revealed that the department may wish to consider aggressively growing community water safety programs, or potentially research the divestment of offering overnight trips for senior citizens (Exhibit 1). Public Pyramid Workshops: In November 2008, a series of public workshops were held where a diverse group of citizens were invited to provide input and sort the department's services on the pyramid. The pyramid is a AB # 0409-4 Page 2 best practice approach that assists the department in identifying a financial management philosophy which details the level to which all department services should be subsidized by General Fund monies, if at all. At the base of the pyramid were those park and recreation department services that citizens felt offered the greatest level of community benefit. As you ascend the five levels of the pyramid, community benefit gradually decreases and individual benefit increases, until you reach the top of the pyramid and the service benefit is solely about the individual rather than the community. For example, at the bottom of the pyramid you might expect to find open parks, space and trails providing the greatest level of community benefit overall. At the top of the pyramid you might find product resale and vending as those activities that typically benefit the individual and have little or no community benefit (Exhibit 2). Based upon recommendations from the public workshops, a second workshop was held at Carlsbad High School in February 2008 to gather input specifically from the youth and teen demographic. Additionally, staff was tasked with creating a pyramid of their own. Eventually, the data from all three pyramids was combined to form the final consensus pyramid. Program Based Budgeting and Cost Recovery Analysis: During this entire process, staff worked tirelessly to create detailed, program-based budgets which more accurately reveal the true costs associated with doing business. In 2007, the department operated at a 25% cost recovery level overall. This cost recovery level includes all recreation, parks, and facilities cost allocations (direct and indirect costs). This translates to 75% of the department's operations being subsidized by the City's General Fund. Cost recovery percentages were calculated for each service category on the pyramid, and cost recovery percentage range goals were established for each level on the pyramid (Exhibit 3). Cost recovery percentages for individual services varied. Operational Plan, and Cost Recovery Goals and Objectives: Department staff developed a measurable one year action plan outlining planning and operational efforts intended to put the core services and resource allocation model and pricing guidelines into action (Exhibit 4). This internal working plan articulates the goals and objectives that must be achieved to realize the intended results of this comprehensive process. During the goals and objectives workshop staff identified several important goals for the coming year, one example of which is to review the potential divestment of the lagoon permitting process. Goal objectives include that aquatics staff prepare a report regarding current and historical lagoon use, research best practices of similar agencies, and then make a final recommendation regarding divestment to the Parks and Recreation Director, City Manager, and other policy makers. AB # 0409-4 Page3 Pricing Workshop and Guidelines: As the final step in the process, staff participated in a service pricing workshop intended to create a consistent, fair, and equitable approach to the development of service fees and charges based upon the recommended resource allocation goals. A series of pricing strategies are expected as part of the forthcoming GreenPlay "Core Services, Resource Allocation, and Pricing Guidelines" report. Key Strategies: Staff recommends that the Commission support and recommend City Council acceptance and implementation of the following key strategies: 1. Support the pyramid philosophy and overall cost recovery strategy; 2. Authorize staff to make pricing and policy changes to become more closely aligned with the pyramid cost recovery percentages; 3. Authorize staff to make service changes as needed to become more closely aligned with the pyramid cost recovery percentages. Conclusion: The primary goal of the City of Carlsbad parks and recreation department's core service and resource allocation model and pricing policy is to establish long term organizational stability through a logical and thoughtful philosophy of cost recovery and pricing guidelines that supports the core values, vision, and mission of the parks and recreation department and its community. FISCAL IMPACT: Fiscal impact will vary depending upon the individual cost recovery goals set for each service category. EXHIBITS: 1. Parks and Recreation Department Service Assessment 2. Example Pyramid 3. Parks and Recreation Department Cost Recovery Pyramid with Percentages 4. Parks and Recreation Department Action Plan Services Assessment August 25-27,2008 Key Service ~T!Io milS! Eacil~y Rentals -Shelters hcility Rentals -Center,Rooms Facility Rentals -Pool Lap Lanes Facility Rentals -Athletic Fields LagoonPermitting Equipment Rentals ADAComplianceInclusionPrograms Volunteer Program TRUSTTeachingRespect UnitySportsmanshipTeamwork trainingtothe public ~ftfJati{$- Community Water Safety Programs -f:-Recreational Swim Adult Lap Swim Special Event -lifeguard Garnes Masters Swim Program Safety Training -staff Guard start -public Group Swim Lessons private Lessons ~~ff Creative/Visual Arts Youth Classical/Studio Dance Beg Youth Classical/Studio Dance'lnt Youth Classical/Studio Dance Adv Adult Social Dance Ethnic Dance performing Arts -Music Performing Arts -Theater ~ Holiday YOuth'Nutrition 'EatTvcbif[1199!L Arts Healthand WellnessClasses lifeskillsand Education li'ij)lE}!~' Aerobics Category of Service,- 11a 11b/c 11a/b 11a 11a/b 11a/b 11a 11b 11c 11a/b 11a/b 11a/b 11a/b Services Menu with Sevice Categories by Number Services Menu -Carls bad Recreation Department Fit 1 1 1 1 2 1 15 16 16 8 10 14 x, 1 6 1 Aggressive Growth Aggressive Competition Aggressive Growth Aggressive Growth Aggressive Divestment Aggressive Competition "Soul of the Al!enc"" Aggressive Competition Aggressive Growth 3 1 1 1 2 2 1 '1 Aggressive Growth Aggressive Divestment Reconfigure the facility to a "teaching"facility Aggressive Competition Aggressive Competition Aggressive Competition Aggressive Growth Aggressive Growth Aggressive Competition Aggressive Competition 1 1 1 7 3 7 2 '7 Aggressive Competition Aggressive Competition Aggressive Competition Collaborate or Divest Aggressive Divestment Collaborate or Divest Aggressive Growth Collaborate or Divest Aggressive Competition invest,Collaborate,or Divest Aggressive Growth Aggressive Competition Aggressive Growth Aggressive Competition Changemarketing messageto be non-threatening and entry level EXHIBIT 1 Updated 11/04/08 Goodlliad x--;- x Service COlJ!petitive Alternative Attractiveness Position Coverage I Cell I Strategy High Low Strong Weak f-iigh Low x x x 1 AggressiVeCompetijionxxx2AuressiveGtowtbxxx3AggressiveDivestmentxx)(4 Invi!st,Collab9rate,or Divest x x x 5 Buildlip !lestCompetiWxxx6"SOuloftheAl/el'lcv"x x x 7 Collaborateor Oivest x x x 8 Collaborate or Oivest x na na x x 9 AggressiveDivestment x I na na x x 10 OrderlyDivestment - ~ Services Menu with Sevice Categories by Number Updated11/04/08 (i) ServicesAssessment Services MenuAugust25-27,2008 -Carlsbad Recreation Department Fit Service Competitive Alternative Attractiveness Position Coverage Cell Strategy Good Bad High Low Strong Weak High Low x x x x 1 Aggressive Competition x x x x 2 Aggressive Growth x x x x 3 Aggressive Divestment Key x x x x 4 Invest,Collaborate,or Divest x x x x S Build Up Best Competitor x x x x 6 "Soul of the Ageney" x x x x 7 Collaborate or Divest x x x x 8 Collaborate or \;livest x x na na x x 9 Aggressive Divestment x x na na x x 10 Orderly Divestment Mental and PhysicalConditioning lla/b x x x x 1 AggressiveCompetition Ma"I1 A.rts MartialArts Beg 11a x x x x 1 AggressiveCompetition MartialArts Int/Adv 11b/c x x x x 1 AggressiveCompetition Ai&@s$iveCompetitldi: Piesc:hool &ToddleriP'iograms 11a x x x x 1 Misnomer-01name -marketing message -required parent par!,lfipation Senl!!r Center ISS <:t,Jacilltv SeniorCenterFitness Room-drop-in 10 x x x x 1 AggressiveCompetition Bingo 8 x x x x 3 Invest,Collaborateor Divest SeniorCenterSocialServices-PCLab;Community Connections;HealthScreeningsand PersonalServices 6(8)x x x x 1 Aggressivecompetition Sel'!lliiiCenter 60+1,acllitv SeniorCenterCongregate Meals-donation requested &AggressiveCompetition partiallylunded by Federalgrant 6 x x x x 1 "Timeshare owners"taking advantage of the service Senior -Home Meal Delivery -Federal Grant 6 x x x x 2 AggressiveGrowth AggressiveGrowth Senior Center Transportation Program -donation Service does not alignwith mission-asagency works to revamp values,vision, requested &partialiylunded by Federalgrant 6 x x x x 2 mission,this is a consideration -social service agency? S!!l\iOr .Enricllmel'!t C[a$ses AggressiveCompetition Competition againstourseives -divestollree classes ordivest fee-based Health and WellnessServices 11a x x x x 1 programs AggressiveCompetition Competition againstourselves -divestoffree classes ordivest fee-based ArtsClasses 11a x x x x 1 programs TechnologyClasses 11a x x x x 2 AggressiveGrowth serilllr -General SeniorCenter-OngoingActivities 11aii/b-10 x I I x I I x x I I I SeriiQr.Safari ExcurS!oris DayTrips I 7 x I I x I I x I x I I 1 IAggressiveCompetition OvernightTrips I 7 x I I x I I x x I I 3 IAggressiveDivestment Spet:lllEvents I Health &WellnessExpo 14 x x x x 3 AggressiveDivestment Triathlon 12 x x x x 1 AggressiveCompetition Community-WideSocialEvents(FamilyMovieNightinthe Park)14 x x x x 6 "Soul of the ARenCy" Snores &Smores FamilyCampout:Pirates Cove 14 x x x x 2 AggressiveGrowth Community-Wide Social Events (Friday Night Film Festival - CarrilloRanch)14 x x x x 6 "Soul of the ARenCy" Services Assessment August 25-27,2008 Key EGGstravaganza Spring Festival Carlsbad,Loves Kids Dinner &A Movie P4mpkin Plunge Fall Festival at the Ranch Holiday at the Rancho ITeenScene Hot Rods &Cool Treats -- 6""' Volleyball ~out&.~. Basketball 3rd :8th grades Basketball Clinic 3rd -8th grades Pee Wee Indoor Soccer 4-6 years Pee Wee 8asketball1st -2nd grades NFLPunt Pass and Kick Community Center Gymnasium Family Night/Time Community Center Gymnasium open Play faCilities -Hldd'lYf.ill).yoni)i!!!P~r!< Services Menu Center 13 13 13 13 8io "9 Services Menu with Sevice Categories by Number Service Attractiveness Competitive Position High x x x x x Alternative Coverage Low -Carlsbad Recreation Department x x x x x x Cell 1 2 3 4 S ~ 7 8 9 10 Strategy Aggressive Competition ressive Growth Aggressive Divestment Invest,Collaborate,or Divest Build Up Best Competitor "SOul of the ~encv" Collaborate or Divest Collaborate or Divest Aggressive Divestment Orderly Divestment 3 2 2 2 5 Aggressive Divestment many such events -political implications? Aggressive Growth Aggressive Growth Aggressive Growth 8uild Up Best Competitor Aggressive Competition Market venue or activity or both x Aggressive Competition Aggressive Growth Aggressive Competition Aggressive Competition Collaborate or Divest Aggressive Competition Aggressive Competition Aggressive Competition 2 1 1 2 Aggressive Competition Aggressive Growth Aggressive Competition Aggressive Competition Aggressive Growth 4 2" Invest,Collaborate,or Divest Aggressive Growth Aggressive Competition Aggressive Competition Aggressive Competition Aggressive Competition Aggressive Growth Aggressive Competition Updated 11/04/08 Fit G3 Bad x x I I14 14 14 14 14 14 14 14 -............ lla/b lla/b lla/b 11a/b/c lla/b/c- . 12 13 12 12 14 Low I Strong Weak High x x x X x x x x X x x x x x x x ServicesAssessment August 25-27,2008 Key Carrillo Ranch Tours:Guided &Self,guided with donations encouraged 110/8 Carrillo RanchMuseum visits with donations encouraged Carrillo Ranch 4th grade Art &History program --J 11a Services Menu withSevice Categories by Number Services Menu -Carlsbad Recreation Department X X Aggressive Growth Aggressive Growth Aggressive Growth Strategy Aggressive Competition Aggressive Growth Aggressive Divestment Invest,Collaborate,or Divest Build Up Best COmpetitor "Soul of the Agency" Collaborate or Divest Collaborate or Divest Aggressive Divestment Orderly Divestment Updated 11/04/08 Fit Good[:!!d X Service Competitive Alte(native Attractiveness Position Coverage I Cell High Low Strong Weak High Low x x x 1. x x x 2 x x x 3 x x x 4 x x x 5 x x x 6 x .!.x .!. na x COSTRECOVERY PYRAMID - ~ EXHIBIT 2 MQSTLY fNDIVIDtJAC Ben .fit ~ ~o ~ e':§0 '!jco i~c,~/INDIVIDU.ALJC'OM.,~~((~o Benef\it f$~..\:Or;.~~~~0'0'd(j~ ~o l(~ COMMUNITYJINDIVIDUAL Benefit COMMUNITY Benefit EXHIBIT 3 Carlsbad,CA Recreation Department 100%+-Rentals/private a 81% -Rentals/for-profit a 80% -Product resale/vending b(Proposed) -Lagoon permits 64% -Instructional/development programs- advanced b 73% -Individualized lessons (N/A) -Trips b 83% Cost Recovery Pyramid -2009 Based on Consensus Revised April 15,2009 -Instructional/development programs-intermediate 59% -Specialevents -competitiveC 66% I Mostly Individual I a -R/NR through pricing b -Was on level 4 c -Split up category d -New category e -Was on level 2 -Rentals/non-profita 35%-Specialized ser:\tfGClSd -Leagues/teams 74%(Proposed}) -Instructional/developmental programs ".,beginnil')g 68 -Camps 64% -Structured/monitored access 25% -60+wellness services e 60%I INDIVIDUAL/Community.1 ........... ~ -Rental/government -non-City of Carlsbad 2% -Specialevents -socialC 13% -Drop-in/monitored access 0% I COMMUNITY/Individual I -Rentals/government -City of Carlsbad 0% -Drop-in/non-monitored access 0% -Inclusione(N/A) -Departmental administrative support 0% I Mostly Community I Copyright @ 2001,2003,2008 GreenPlay,LLC EXHIBIT 4 Parks and Parks and Recreation Department Action Plan Service Provision Strategy - Divestment of Selected Events and Services , ' "' ^,* »lW.A'Si,j«l-, •'!..„ - ,<.i iJSii "k4i:,'i!,,'»ki"-'»AkU.,,»», Goal 1: Review the Divestment of Laeoon Permits D Objective 1 Aquatics staff will prepare a report regarding current lagoon use and historical information and submit report to the Recreation Services Manager (RSM), risk management and attorney. Timeline: by July 2009 D Objective 2 Aquatics staff will research best practices of agencies that manage similar-sized bodies of water and submit report to the RSM. Timeline: by August 2009 D Objectives After review of submitted reports, the RSM will determine whether or not to direct Aquatics staff to investigate liability implications of the city divesting lagoon permitting via risk management and city attorney. Timeline: by October 2009 D Objective 4 Aquatics staff will submit final recommendations with supporting documentation to RSM. Timeline: by December 2009 D Objectives The RSM will evaluate and submit the recommended course of action to the Director. Timeline: by December 2009 D Objectives In the event the Director agrees, he will propose divestment of the service to the City Manager for consideration. Timeline: by January 2010 D Objective 7: In the event the City Manager chooses to consider divestment, conduct a public meeting prior to bringing the issue to policy makers to obtain a sense of service divestment impact to the community. Goal 2: Investigate Options for Divestment of Individual Components of the Health and Wellness EXPO (Part 1; Tri-athletes. Part 2: EXPO) D Objective 1 Special event staff will evaluate demand for Health and Wellness Expo by comparing attendance from previous three years versus current year and submit report to the RSM. Timeline: by August 2009 D Objective 2 Special event staff will evaluate the merits of the Health and Wellness Expo through participant surveys to learn of the event's benefits and importance to users, and submit report to the RSM. Timeline: by August 2009 Special event staff will evaluate demand for Health and Wellness Expo by analyzing community support and alternative funding of current year's event and submit report to the RSM. Timeline: by August 2009 D Objective 4 Special event staff will research alternative providers of similar health and wellness events through professional contacts and submit report to the RSM. Timeline: by December 2009 D Objectives Staff will assess current market conditions through contact with alternative providers and submit report to the RSM. Timeline: by December 2009 D Objective 6 Staff will submit final recommendations for with supporting documentation to the RSM. Timeline: by January 2010 D Objective? The RSM will evaluate and submit the recommended course of action to the Director. Timeline: by January 2010 D Objectives In the event the Director agrees, he will propose divestment of the event to the City Manager for consideration. Timeline: by January 2010 Goal 3: Make Recommendation for Divestment of EGGstravaeanza Event D Objective 1 Special event staff will document the historical and political issues, participation trends and financial implications surrounding the EGGstravaganza Event and submit to the RSM. Timeline: by May 2009 D Objective 2 The RSM will evaluate and submit the recommended course of action to the Director. Timeline: by June 2009 D Objective 3 In the event the Director agrees, he will propose divestment of the event to the City Manager for FY 2009/2010 budget process. Timeline: by June 2009 Goal 4: Review the Divestment of Adult Social Dance (Instructional/Development Program - Beginning) D Objective 1 Enrichment staff will research the number of alternative providers of like or similar service. Timeline: byAugust2009 D Objective 2 Enrichment staff will collect enrollment history and analyze participation trends, and include possible alternative providers, making a recommendation to the RSM. Timeline: by September2009 Goal 5: Investigate Divestment of Other Instructional/Development Programs - Beginning Classes (e.g.. Cheerleading. Ethnic Dance and Youth Nutrition) and Advanced Classes (e.g.. Youth Classical Studio Dance) D Objective 1 Enrichment staff will collect and analyze current cost recovery and participation trends and present results to the RSM. Timeline: by August 2009 D Objective 2 Enrichment divestment. UDjecuve i Enrichment staff will research potential alternative providers to develop options for divestment. Timeline: by September 2009 D Objectives Enrichment staff (RAM) will make recommendation to RSM. Timeline: by October 2009 Goal 6: Reconsider Recommendation to Divest Recreational Swim D Objective 1 The RAM will compare recreational swim in relation to the facility use prioritization policy with appropriateness of the facility for usage, current community demand, cost recovery, usage, community benefit, balanced services, and submit the recommended course of action to the RSM. Timeline: by October 2009 D Objective 2 The RSM will consider the recommendations and forward recommended course of action to the Director as appropriate. Timeline: by November 2009 D Objective 3 In the event the Director agrees, he will take it through the appropriate approval channels for implementation. Timeline: by November 2009 - Collaborate or Divest Goal 1: Investigate Collaboration or Divestment of Leadership in Training and Education (LITE) Program D Objective 1 Youth and Teen Services staff will create a survey (i.e. intercept/interview) to determine community demand for the service. Timeline: by October 2009 D Objective 2 Youth and Teen Services staff will conduct the survey at the middle school and high school for students and parents. Timeline: by November 2009 D Objective 3 Youth and Teen Services staff will analyze survey data and report results and recommendations to RSM to (either collaborate or divest). Timeline: by October 2009 D Objective 4 Youth and Teen Services staff will document the available venue options, participation trends, financial implications, demographics and target markets, outreach options, and develop a menu of program options as the result of feedback obtained surrounding the LITE program and submit to the RSM. Timeline: by December 2009 D Objective 5 Depending on which strategy is warranted (collaborate or divest) Youth and Teen Services staff will research potential partners to collaborate efforts, consider the development of a youth advisory board, and evaluate program feasibility, or recommend divestment. Timeline: by January 2010 D Objectives Youth and Teen Services staff will submit recommendations and supporting documentation totheRSM. Timeline: by July 2009 D Objective? The RSM will evaluate, approve, and recommend a course of action. Timeline: by August 2009. Goal 2: Develop a Youth Advisory Board D Objective 1 Youth and Teen Services staff will propose the development of a youth advisory board to the RSM. Timeline: by May 2009 D Objective 2 The RSM will submit a request to the city manager and/or city council for the creation of the board. Timeline: by June 2009 D Objective 3 Upon approval, youth and teen services staff will begin the recruitment process and board development. Timeline: by August 2009 Goal 3: Transfer Management of Hot Rods and Cool Treats D Objective 1 Special Event staff will transfer the management of this event to the Senior Center (convert back to ice cream social). Timeline: by March 2009 Strategies to Meet Cost Recovery Goals , Goal 1: Increase the Level of Cost Recovery in Services not Meeting Cost Recovery Goals D Objective 1 Conduct internal process meetings to determine efficiencies, management styles, efficient uses of assets, and create recommendations to reduce costs and simplify processes, pushing approval/decision-making throughout the organization and reduce silo effect. Timeline: by August 2009 D Objective 2 The RAMs will document recommended process changes and management strategies, which reduce costs and forward to RSMs. Timeline: by October 2009 D Objectives Supervisors and Specialists will evaluate appropriate pricing by conducting a market analysis using suggested comparative analysis of like facilities and services and submit it to the RAMs. Timeline: by October 2009 D Objective 4 The RAMs will compare current facility usage with the results of the facility use prioritization policy and realign facility usage. Timeline: by November 2009 Goal 2: Develop a Facility Use Prioritization Policy D Objective 1 The RSMs and department staff will develop a facility use prioritization policy based upon community demand, cost recovery, current use, community benefit, and balanced services based on information supplied by the RAMs and submit the recommended course of action to the Director. Timeline: by September 2009 D Objective 2 In the event the Director agrees, he will take it through the appropriate approval channels for implementation. Timeline: by November 2009 Goal 3: Determine Cost Recovery and/or Service Provision Strategies for Senior Trips D Objective 1 Senior staff will determine if they can make trips meet the recommended cost recovery goals by looking at costs and fee adjustments. Timeline: by July 2009 D Objective 2 In the event that cost recovery goals cannot be achieved, then the RAM will articulate a recommendation to divest some or all trips to RSM'. Timeline: by December 2009 D Objectives The RSM will consider recommendation and forward to the Department Director for approval. Timeline: by December 2009 D Objective 4 In the event the Director agrees, he will take it through the appropriate approval channels for implementation. Timeline: by December 2009 Goal 4: Evaluate the feasibility of providing individualized swim lessons D Objective 1 Aquatic staff will re-evaluate the need for individualized swim lessons by completing a market study. Timeline: by September 2009 D Objective 2 Based on the results of the market study, aquatics staff design the service if there is a need, facility availability, and staffing. Timeline: by February 2010 n Objectives Aquatic staff will develop a tiered pricing and service model based on levels of instruction (e.g. lessons taught by a Tennis Pro versus a Tennis Instructor). Timeline: by December 2009 D Objective 4 Based on the "prioritization policy", aquatics staff will incorporate the individualized lessons into facility schedules and assign lanes. Timeline: by February 2010 Goal 5: Evaluate Feasibility of Providing Product Re-Sale and Vending D Objective 1 The RSMs will research other similar service agencies/businesses to determine best practices in product sales. Timeline: by September 2010 D Objective 2 The RSMs will research resources needed to provide the service including staffing levels, systems support, possible funding, storage, and city support functions to offer product sales. Timeline: by September 2010 D Objectives The RSMs will determine product mix by matching product compatibility with the department's services. Timeline: by October 2010 D Objective 4 Finance will work with the RSMs to determine a pricing model based on best practices. Timeline: by November 2010 D Objectives The RSMs will encourage Finance to approve the product/vendor business concept by outlining the proposed service and showing revenue increases. Timeline: by December 2010 Goal 6: Develop a Rationale for Resident/Non-Resident Fees for Consistent Application across the Department D Objective 1 The ,RSMs and Finance will determine the merits of a resident/non-resident fee structure by examining comparative analysis of other municipal parks and Parks and Recreation Departments, registration trends of participants, and non-residential fee differential, document implications, and develop recommendations for the Director's consideration. Timeline: by January 2010 D Objective 2 In the event the Director agrees, he will take it through the appropriate approval channels for implementation. Timeline: by July/August 2010 D Objectives The RSMs and Finance will research associated implementation and marketing strategies and make recommendations for the Director's consideration in preparation for the June Council budget meetings.