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Home My WebLink AboutPOWERPOINT PRESENTATION - 65B (ADDED 9/14/2020)I THE GOLDEN CITMpb6Y FOUNDED 1869 Parks Recreation & Community Services Agency Service and Financial Sustainability Study Understanding the Pyramid Methodology Based on who benefits Core services vs important services Allows logical determination of: -how to use resources -cost recovery targets -fees and charges GREEMPLAYLLC The Pyramid Methodology ArMOpen Spaee Cnnaulllnp 3 v Q� Mostly Individual Benefit ` Considerable jJ Individual 4 Benefit Individual/Community Benefit ° 3 (Balanced Beneficiaries) Considerable Community Benefit �' Mostly Community Benefit ® 2001. 2008. 2009. 2013 GreenFl ay. LLC How the Pyramid Model Works Building on your agency's vision, mission, and community priorities Understanding benefit filters Developing an agency's Categories of Service Sorting the Categories of Service onto the Pyramid Defining Direct and Indirect Costs Determining current subsidy/cost recovery levels Establishing subsidy/cost recovery goals Understanding and preparing for influential factors Implementation Evaluation STRATEGI Meet with Senior Management • Learn about you and how you operate currently • Orientation to workshop series • Clarification of logistics and desired outcomes 9a % Workshop #1 Workshop 42A • Staff Introduction & Training + Project Team Meeting prep for sorting sessions • lD participant pool • Invitations • Schedule • Tablefacilitators M+ • Category Sorting Session • Staff • Public DEVELOPMENT OF CATEGORIES OF SERVICE Starts right after Strategic Kickoff. Work continues between workshops. To he cnmpleted before Workshop 42A. J I Workshop #29 Project Team Meeting • Develop consensus pyramid • Finalize Direct Cost methodology Starts right after Strategic Kickoff. Work continues between workshops. To be completed before Workshop fk3. Workshop 93 Project Team Meeting • Pricing Training • Establish tatgetsf goals for desired cast recovery per tier level of the pyramid • Develop Recommenda- tions and Phasing 0 • Defensible and transparent dec€sion- making business too[ • Cost Recovery Policy and Specific Recommendations • No Ongoing Fees for Use Df the Too II .. e.�, 12 i Categories of Service Tier 1 Community service and youth development programs Volunteer and opportunities operated, or managed through Program staff Internships Work experience for students Group programs and activities for older adults Senior Activities operated or taught by staff and/or participant led Special Events (Open to Public) City produced events Park and Facility Drop -in use of park/facility/activity that is non - Use (non- registered and non -instructed, city areas not monitored) monitored by department staff/volunteer supervision Mostly Community Benefit The Power of Engagement 74 community members participated O 111 hours of meaningful volunteer deliberation Tier 5 Private Lessons Film Permits Tier 4 Agreements (Profit) Special Event Services (Permitted - Private) Sport Field/Court Rentals (Leagues) Equipment Rentals Adult Classes/Sports I Parks, Recreation and Community Services Agency Resource Allocation and Cost Mostly individual Benefit Considerable Individual Benefit Balanced Community/ Individual Benefit Considerable Community Benefit Recovery Model Tier 3 Senior Services Partnerships Youth Leagues Parks and Facility Rentals Camps, After School & School Break. Activities Admissions -Special Facilities Youth School Based Programs Tier 2 Senior Grant Funded Services Special Events (Program Related) Youth Classes & Sports Preschool Classes &Sports Agreements (Non-profit) Special Event Services (Permitted Open to Public) Park and Facility Use (Monitored) Tier 1 Mostly Community Benefit Volunteer Programs O Internships Senior Activities Special Events (Open to the Public) Park and Facility Use (Non -monitored) How the Services Assessment Methodology was Applied Services Assessment Matrix 6REENPLAY.c USING 4 CRITERIA: Fit, Financial Capacity, Market Position, and Alternative Providers s Alternative Alternative Alternative Alternative Providers Providers Providers Providers u HIGH o LOW U HIGH u LOW AFFIRM ADVANCE Market Market Complementary "Core Position Position Development Service" I z s e Invest, DIVEST Collaborate or Divest 3 4 DIVEST Collaborate Collaborate or Divest or Divest 7 8 9 Services Portfolio FAIM7"'11t► I-M=- Position Advance Complementary Market Position Development Invest, Collaborate or Divest Categoryof Service/Type of Service Fit Financial Capacity Market Position Alternative Coverage Provision Strategy Good Poor High Low Strong Weak High Low II Ages Classes and Sports Brain Wellness - Family x x x x Clay -Family x x x x Complementary Development Danza Folklorico x x x x Complementary Development Guitar - Basic x x x x Complementary Development Guitar -Intermediate x x x x Complementary Development Judo Jujitsu x x x x Advance Market Position Karate Do Kiai (2 sites) x x x x Affirm Market Position Karate TKK x x x x Complementary Development Martial Arts (2 sites) x x x x Complementary Development Mindfulness Connecting Mind &Body x x x x - Music - Dosis Piano & Guitar x x x x Complementary Development PRIDE Program x x x x Core Service umba (RW) x x x x Complementary Development What Was Learned: Key Findings 1. A formal policy regarding pricing and cost recovery for services is needed. 2. Cost accounting at the activity level is challenging due to limitations in department's current cost accounting structure. The use of program codes that align with programs to track expenses should and labor should be implemented. Current cost recovery could not be calculated due to a lack of data on expenses at the program level. 3. A method of setting and changing fees using a meaningful methodology that aligns resource allocation and pricing with community values is needed. 4. To assist with decision -making a comprehensive program review process is needed that considers the best use of resources and market conditions. 5. A greater understanding of the City's budget process and the Agency's revenue goals is needed. 6. A formal process to determine how programs and services align with the mission and values of the Agency, and the overall benefit to the community, is needed. 7. A guiding policy for the use of donations, sponsorships, and partnerships is needed. One: Cost Recovery Two: Service Portfolio and Management r 7 L J Three: Policy and Administrative Strategies Four: Cost Savings and Cost Avoidance Strategies Five: Revenue Enhancement Six: Evaluation & Performance Measures Thank You 1471141Ai Ll if A L 17 wF.r ma'. t t t 1 t• t, t r