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can develop an overall operational assessment for efficiencies and best management practices that can be employed to guide the organization including an analysis and identification of core recreation services, effective resource allocation,cost recovery and pricing strategies that take into consideration community wide benefits vs. individual benefits. We may also determine broad strategies for improvement or elevation of current operations to a best practice level. Our approach can apply to pricing strategies for facilities and programs;staffing standards for recreation and interpretative services used by the community;and inventory of potential community partnerships and outside providers. LEVEL OF SERVICE/FACILITIES DEMAND AND NEEDS ASSESSMENT The RIM Team pioneered the development of statistical techniques to develop measures of demand for many types of recreation facilities,indoor and outdoor. Our approach is designed to quantify demand for recreation facilities that are specific to residents of the City, today and in the future. This method has been proven to be both actionable and defensible, following the most recent recommendations of the National Recreation and Park Association as determined by their Standards Revision Task Force. Our approach replaces the original NRPA national facility standards,as the NRPA Standards Revision Task Force has deemed them to be obsolete. Our Defensible Needs Assessment (DNA) method is based on current, actual reported program or facility usage,facility size norms,peak facility needs and seasonality for the City. Using a statistical technique we have developed and employed for more than twenty years for many other Plans and Needs Assessments,the usage rates will be converted into peak day demand estimates. These peak day demand estimates represent the volume of users that a facility type needs to accommodate on a given peak day. By then applying local facility size norms, an estimate of the number of facilities required to meet the demand is calculated. From this demand, a meaningful level of service facility standard for the City can be calculated for each facility type (expressed as an estimate of the facility number or square footage per thousand residents) for the effective delivery of recreation services. The current facility demand can be projected to a future horizon by not only accommodating population growth but, importantly, forecast change in the demographic profile of the community that can result in changing recreation patterns. Both current and forecast demand estimates may then be compared with the current inventory of facilities in the City(those operated by the City as well joint-use school district facilities) to identify the needs,expressed as either a surplus or a deficit,for each facility type. The product of the DNA analysis process provides insight into any possible gaps in level of service by facility type and geographical distribution throughout the City,and will help indicate where land acquisition and development would benefit user groups that could be currently underserved.A primary advantage to this method for determining facility needs is that it offers an unbiased, quantitative evaluation of the level of service in terms of surplus or deficit condition of facilities and provides a valuable context to the input received from stakeholders and residents during the Public Planning Process, facilitating community consensus. Further, this methodology has the ability to identify the potential needs for types of recreation facilities not available at this time in the City. PRODUCTS: Needs Assessment Report,Facility Needs Ratio/Level of Service Matrix,Core Services and Pricing Strategies Report MEETINGS: Two(2)Coordination GoToMeeting/teleconferences One(1) Team/Staff Needs Assessment results coord. meeting E. Action/Implementation Plan The implementation plan begins with a feasibility analysis to identify opportunities for new community recreation facilities. Properties suitable for acquisition can be identified and cost estimates prepared. Based on these opportunities, the Consultant can match funding resources and capacities to specific capital improvements proposed for the Plan. This information will provide decision makers with the tools required for implementation of each proposed project.