Recreation Program Priorities (continued)

Medium Priority

RECREATION EXPERIENCE CORE PROGRAM AREA

SWIMMING - LAP SWIMMING AQUATiCS

SENIOR - EDUCATIONAL/INFORMATIONAL

SENIOR - CLUBS

SENIOR - SPECIAL EVENTS

SENIOR - SPECIAL INTEREST

SENIOR - TRIPS

SENiOR SER viCES

SENiOR SER viCES

SENiOR SER viCES

SENiOR SER viCES

SENiOR SER viCES

SWIMMING - SWIM TEAMS AQUATiCS

ZUMBA EXERCiSE AND FiTNESS

ENVIRONMENTAL EDUCATION PROGRAMS

CORRESPONDING FACILITIES / AMENITY NEEDED TO SUPPORT EXPERIENCE DESIRED iNDOOR/OUTDOOR AQUATiC FACiLiTiES (MiNiMUM OF 25 YARD)

MULTi-GENERATiONAL RECREATiON CENTER - MULTiPURPOSE SPACE/ CLASSROOMS/CUSTOMER SER viCE

MULTi-GENERATiONAL RECREATiON CENTER - MULTiPURPOSE SPACE/ CLASSROOMS

MULTi-GENERATiONAL RECREATiON CENTER - MULTiPURPOSE SPACE/ CLASSROOMS

MULTi-GENERATiONAL RECREATiON CENTER - MULTiPURPOSE SPACE/ CLASSROOMS

MULTi-GENERATiONAL RECREATiON CENTER - iNFORMATiON DESK/CUSTOMER SER viCE iNDOOR/OUTDOOR AQUATiC FACiLiTiES (MiNiMUM OF 25 BY 25 YARD POOL)

MULTi-GENERATiONAL RECREATiON CENTER - GROUP EXERCiSE STUDiOS

ENviRONMENTAL EDUCATiON NATURE AREA/NATURE CENTER

LOWER PRIORITY

RECREATION EXPERIENCE CORE PROGRAM AREA

TARGET SHOOTING

CORRESPONDING FACILITIES / AMENITY NEEDED TO SUPPORT EXPERIENCE DESIRED

OUTDOOR RECREATiON SPORTS SHOOTiNG CENTER

FRISBEE/DISC GOLF DiSC GOLF

CANOEING/KAYAKING

FISHING (FRESH WATER)

HORSEBACK RIDING

ARCHERY

SERVICE CLASSIFICATION

DiSC GOLF COURSE

OUTDOOR RECREATiON ACCESS TO RivERS AND LAKES (BOAT LAUNCHES)

OUTDOOR RECREATiON

EQUESTRiAN

OUTDOOR RECREATiON

ACCESS TO RivERS AND LAKES (FiSHiNG PiERS)

EQUESTRiAN TRAiLS/EQUESTRiAN EXERCiSE RiNGS

ARCHERY CENTER

WHO BENEFITS?

ESSENTIAL GENERAL PUBLiC

WHO PAYS?

THE PUBLiC THROUGH THE TAX SYSTEM, NO USER CHARGES

IMPORTANT iNDiviDUALS WHO PARTiCiPATE BENEFiT BUT ALL MEMBERS OF THE COMMUNiTY BENEFiT iN SOME WAY

VALUE-ADDED iNDiviDUAL WHO PARTiCiPATES iNDiviDUAL USERS PAY PARTiAL COST iNDiviDUAL USERS PAY FULL COSTS

9B. Service Classification and Cost Recovery

With the Citywide Parks, Recreation and Trails Master Plan Update, the Department has begun the process of classifying its services according to a pyramid with essential services at its base, important services in the middle, and value-added services at the top. Essential services are defined as those that benefit all the public. Important services benefit individuals who participate, but the broader community benefits as well. Valueadded services primarily benefit individuals who participate.

Of the programs Tracy considers essential, many are in Aquatics (for all ages), and Health & Wellness (for seniors) areas. Value-added programs are concentrated in the

Athletic Programs and Enrichment Programs categories.

Tracy will align its cost recovery goals and pricing strategy to support this classification, so that Department resources are focused on “essential” programs, while “value added” programs can be expected to recover more of their costs with user fees. The percentage of cost recovery is based on the classification of services and will typically fall within these ranges, although anomalies will exist:

> Essential 0-25%

> Important 25-75%

> Value Added 75%+

9C. Cost of Service Analysis

To properly fund all programs, either through tax subsidies or user fees, and to establish the right cost recovery targets, a Cost of Service Analysis should be conducted on each program, or program type, that accurately calculates direct (i.e., program-specific) and indirect (i.e., comprehensive, including administrative overhead) costs. Completing a Cost of Service Analysis not only helps determine the true and full cost of offering a program but provides information that can be used to accurately price programs.

Service Classification and Cost Recovery Goals

Service Classification and Cost Recovery Goals

9D. Pricing Policy and Strategies

Pricing based on established cost recovery goals will provide flexibility to maximize all pricing strategies to the fullest. Allowing the staff to work within a pricing range tied to cost recovery goals will permit them to set prices based on market factors and differential pricing (prime-time/ non-primetime, season/off-season rates) to maximize user participation and also encourage additional group rate pricing where applicable.

To gain and provide consistency, a revised pricing policy should be adopted in order for the City of Tracy Parks and Recreation Department to operate effectively and efficiently to meet the program cost recovery goals. In order to achieve the cost recovery goals, efforts must be made to:

> Consistently deliver high quality programs and services

> Strategically price programs and services

> Solicit sponsorships and donations to develop a sustainable earned income stream

> Expand marketing to increase the volume of participation in programs and services

It is expected that introducing the classification methodology and a new pricing policy along with the refinement of Department’s cost of service analysis will occur over the next five years, and will begin to affect cost recovery as changes are introduced. Additionally, external factors such as economic conditions and changes to the City’s financial policies will have a bearing on achieving cost recovery goals.

As the Parks and Recreation Department embarks on the implementation of a new pricing policy, it will be necessary to develop pricing strategies that will not only increase sales but also maximize the utilization of the City of Tracy’ parks, programs and recreation facilities. By creating pricing options, customers are given the opportunity to choose which option best fits their schedule and price point. The Department will continue to explore pricing strategies that create options for the customer.

The most appropriate strategies for the City of Tracy to consider are as follows:

> Primetime and Non-primetime pricing strategy. The price is set based on the time of the day. Primetime is considered to be the time of day in which the demand for the service is highest. Fees for the rental of a park or pool during this time would be set at rate that would recover 125-150% of costs incurred. To lessen the demand for “primetime”, the Department can lower prices for rentals of the park or pool during times in which demand is lower. This will assist in maximizing the utilization of its facilities.

> Premium pricing. The price set is high to reflect the exclusiveness of the product. An example of this would be a user group paying higher rental fees for the exclusive use of a facility that prohibits the general public or other groups from participating.

9E. Program Monitoring and Updating

The City will continue to monitor recreation programming to ensure that program offerings meet the needs of Tracy residents. This will include:

> Participation Data Analysis. Through consistent participation data analysis across all core program areas, refine recreation program offerings to reduce low enrollment or cancelled programs due to no enrollment.

> Expand programs and services in the areas of greatest demand. Ongoing analysis of the participation trends of programming allows staff to focus efforts on the programs and services of the greatest need and reduce or eliminate programs and services where interest is declining.

> Partnerships. Memorialize all partnerships in formal agreements.

> Evaluation. Implement the program assessment and evaluation tool as recommended. The assessment/evaluation tool is provided as an Excel spreadsheet as a stand-alone separate document.

9F. Equitable and Inclusive Programming

Programming in parks can be made more inclusive by having the capacity to provide one-on-one support from trained staff; language interpretation; culturally sensitive program hours

(i.e. women-only pool hours), and accessible transportation options.

9G. Staff Training and Organizational Support

City staff will regularly participate in trainings grounded in effective training models using evidencebased content. Training will be comprehensive (covers multiple topics), based on credible research and delivered by qualified personnel. All new staff members will be quickly oriented to inclusive policies and practices.

We will put in place organizational supports that create a social environment (including positive relationships among staff, youth, families and community) that encourages all to be inclusive. For Staff, this includes:

> Demonstrating an attitude of inclusion, including nondiscriminatory language and actions

> Determining and addressing any potential unintended outcomes of activities, programs or parks to ensure that they do not limit participation or cause worse outcomes based on ability, age, sexual orientation, identity, religion or country of origin

> Providing educational materials about inclusion to all constituents at community events

> Sharing and discussing practices during community meetings

For the Parks and Recreation Department, this means:

> Developing an advisory group and/or community network of groups that support inclusive behaviors in the community

> Assessing agency hiring practices to ensure staff is representative of the diverse community and is an equalopportunity employer

> Communications

> Providing positive messages about diversity and inclusion through written and verbal messaging, posters, pictures and books.

9H. Inclusion Policy Development

The Parks and Recreation Department will initiate an equity and inclusion policy and strategy that builds on these. The policy will involve a study of community equity issues; an engagement process that includes people who can speak to a diversity of experiences; policy integration and rollout that ensures consistency across the Department and staff; and a plan for measurement and continuous improvement.