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• Conduct a comprehensive market analysis of part-time wage

compensation rates to ensure quality staff recruitment and retention.

• Develop strategic professional development pathways within the part-time staff classifications to promote high levels of expertise.

Historically, the division has been generous with program development and has often developed programs based on individual requests.

This customization has generally been well received by the community; however,

continuing the practice makes it difficult to best serve the overall community needs. A strategic planning process will allow the division to reach its mission.

The newly adopted programs and services development process will aid in new program scheduling. The division is developing guidelines for program development that include specific program objectives, partnership

opportunities, resource limitations analysis, funding limitation determination, market trends evaluation, and the creation of universal evaluation processes.

User fees are expected to support a substantial portion of the direct recreational facilities operating costs. In addition, recreational programs are expected to recover on aggregate 50 percent of direct and indirect expenses. These recovery expectations allow for various pricing options and strategies relative to the market, community value, costs, incentives, goals and objectives, etc. The division has successfully met these expectations; however existing pricing practices do not have a universal or formalized method to determine overhead costs. Measurement of cost recovery is conducted after the program is being delivered and at the end of the fiscal year. Fee adjustments are made for the upcoming year to ensure cost recovery expectations are met.

Recreation Services is becoming more pro-active in its pricing methods by writing pricing guidelines that identify the determining factors for actual program and service costs. These guidelines will enable staff to complete a