City of Ontario Ontario Aquatic Center Operations Audit
Completed By:
Ken Ballard, President Ballard*King and Associates 2743 E. Ravenhill Cir.
Highlands Ranch, CO 80126 Phone: (303) 470-8661
Fax: (303) 470-8642
Section I - Introduction
The purpose of this audit is to critically analyze the operation, condition, programs and services, of the Ontario Aquatic Center for the City of Ontario. More specifically this study concentrates on identifying factors, issues and concerns within the facility that need to be addressed, changed, altered or improved to increase the operational efficiency, public use, and financial integrity of the facility.
This report is based on information gathered from two separate site visits to the center, interviews with facility and recreation staff, city staff, and other community members. There was also a review of operational and promotional material supplied by the Recreation Department and a formal survey that was conducted of the community by Leisure Vision.
Specific Audit Tasks Include:
I. Identify facility constraints and parameters
a. Market
b. Site/location
c. Components
2. Review facility structure/resources/policies
a. Marketing and promotion tools
b. Policies and procedures
c. Maintenance plan
d. Staffmg plan
e. Fee schedule (facility and programs)
f Operating budget
a. Expenditures
b. Revenues
3. Assessment of center's physical condition and functionality
a. Supervision and control
b. Image and appeal
c. Safety and security
d. Maintenance concerns
e. Facility alterations/changes
f Equipment and operating systems
4. Review existing recreation services and programs
a. Participation numbers (resident/non-resident)
b. Revenue figures
c. Fees and charges
d. Demand for services/facilities
5. Review recreation center budget
a. Expenditures
b. Revenues
c. Fees and charges
d. Review existing staffing levels Organizational flow chart Job functions
Salary levels/hourly wage scales Training
6. Marketing
a. Marketing plan assessment
b. Promotional tools
c. Sponsorships/partnerships
d. Customer service
7. Prepare a written report with the following recommendations
a. Program and service alterations or changes
b. Operations (budget, fees, staff) adjustments or enhancements
c. Marketing strategy
d. Customer service
e. Facility alterations
f. Maintenance/safety/security changes or upgrades
In addition to this scope of work, Ballard*King and Associates worked with Leisure Vision to administer a survey of local residents regarding parks and recreation services and facilities.
Summary:
The Ontario Aquatic Center is a regional facility that has had a presence in Ontario for some time and is viewed as a major community asset. The facility consists of an indoor pool with a small group exercise room, weight/cardiovascular equipment area and separate exterior supervisor's office. The pool is a 6 lane x 25 yard tank with a small separate teaching/therapy pool at the end and a raised spa. In addition, at the same site is the Ontario Recreation Center which is small building that features a multi purpose room that is used primarily as a pre-school and arts and crafts program area. Since the city opened the aquatic center in 1983, there have not been any major changes or additions to the facility.
The Ontario Aquatic Center's primary market is the residents of the City of Ontario with an approximate population of 11,000 but the center also serves other neighboring communities in Oregon and Idaho including Payette, Fruitland, Weiser, and Nyssa. It is estimated that· the primary service area for the center exceeds 50,000 people. The primary service area has a median household income of $37,000 with a median age of 34.3 years. The center has been very reliant on users from the larger service area due to the small population in Ontario itself. If the aquatic center is going to be financially successful in the future it will need to expand its regional appeal. However there are other indoor and outdoor pools in the service area that will continue to impact the market for the Ontario Aquatic Center in future years.
In the following pages is an analysis of the various areas of the center's operation that have been outlined above with an assessment of what changes or improvements should be made to increase the efficiency and financial status of the center while still supporting the mission of the Ontario Aquatic Center. Any recommendations being made are with the knowledge that it may be difficult to implement all of the findings in this report with the current operational funding level for the center, the staffing level of the Recreation Department, and the necessary time requirements for completion. Ultimately the city council will have to make a philosophical decision regarding its commitment to providing indoor recreation facilities and programs for the residents of Ontario.
Key Findings Include:
• The Ontario Aquatic Center is no longer state of the art and is in need of significant upgrades and improvements.
• The center has a relatively short term life left that requires the city to determine the future direction of the facility in the near future.
• The facility is operating in as cost effective manner as possible. It will not be possible to reduce the operational subsidy any further and there is no possibility of operational self sufficiency.
• The existing full time staff is doing a good job operating the center and its programs and services considering the very low level of staffing.
• The market in the primary service area is strong enough to support a full sized, comprehensive recreation center but the facility will still need to be subsidized.
• The City of Ontario will have to make a philosophical decision regarding the future of Ontario Aquatic Center.
• Priorities for facility improvements include:
o Correct the existing facility problems that have been identified in the engineering report.
o Remodel the building and improve the locker rooms, fitness and pool areas.
o Build an outdoor aquatic area and splash pad.
o Complete a master plan for the development on non-aquatic amenities such as a gym, indoor track and weight cardiovascular equipment area.
o Add more programs and services to the center.
• Next steps should include:
o Complete a study to determine the viability of establishing a recreation district to operate and fund improvements to the center. However, it must be realized that the formation of the district could take up to 2 years to complete and will require assistance from professional consultants.
o Complete a comprehensive feasibility study to determine if a new center should be built or the existing center renovated and expanded.
Section II - Center's Physical Condition and Functionality
This section will analyze the center's current physical condition and how the building and pool function in a number of areas.
General:
With the age and poor layout of the center there are major challenges with the physical structure of the overall facility. Considering the limitations of the center the staff does an excellent job of trying to maximize its use.
• The aquatic center ·really functions as two separate buildings with the pool being in one and the fitness area and office being in a second space. In addition the office has no direct connection or even visual sighting to any portion of the facility. On top of this is the fact that the recreation center is located in another building on the same site. This results in a very dysfunctional layout that is difficult to manage and operate.
• Due to a very limited budget there is a very high level of deferred maintenance issues in the center.
• Holladay Engineering Company recently completed an assessment of the structural integrity of the center. Basic findings were:
o The building is structurally sound.
o There are window and wall problems due to moisture seepage.
o There is some evidence of mold being a potential problem.
o Some basic physical improvements are needed to the center.
• The pool itself continues to be functional but it is no longer considered a state of the art competitive facility due to its age. The pool with its conventional nature does not have the appeal of the newer recreational pools that focus on families and children. The pool is basically a program, lap, and competitive pool which limits its market appeal. If the pool is ever going to expand its market there will need to be significant improvements and additions to the physical layout of this amenity. Some of the improvements that should be considered include:
o Correct the poor air quality of the aquatic center itself. This may require significant improvements to the air handling units and de-humidification system as well as increasing the level of fresh air that enters the building.
o With improved air quality make repairs to the roof, wall and window systems in the pool enclosure. There are significant long term problems that must be rectified in this area. If this is not accomplished within the next year to eighteen months then the chance of long term structural damage will remain.
o Retain the 6 lane lap pool as part of a larger more diverse complex.
o Develop an outdoor leisure pool with slide, zero depth entry, interactive play features, and possibly a small lazy river. This area could also be used for therapy and the lazy river for water walking.
o The pool entry area should be reconfigured to provide better control and a larger staff area.
• The fitness portion of the facility is in need of a significant upgrade with new equipment and flooring (exercise room). Expanding the fitness area should also be considered.
• The locker rooms are woeful and in need of a major upgrade as well. They also appear to not meet ADA requirements. The gang showers and the fact that there no family change rooms to serve the pool are also a major concern.
• The center has a number of plumbing problems that need to be addressed.
• The exterior office space does not have any physical attachment to the pool area or the fitness amenities. This severely limits its use as an area that can serve both public needs and facility supervision requirements.
• Most of the door frames have a high level of corrosion and some are almost totally eaten through at deck level. These doors will need to be replaced.
• Consideration could be given to relocating the tennis courts to allow for expansion of the pool (either indoor or outdoor) itself or the addition of more parking. The outdoor pool deck is not used much and could also be considered for expansion of the pool area.
• Due to a lack of storage and staff space there is a significant amount of clutter in the building. The existing storage areas should be reorganized and any unneeded items removed.
• The recreation center is not well utilized and much of the space is used for storage.
• Parking is somewhat limited and if improvements are made to the facility and usage increases then this could be a major issue.
• Other physical limitations include:
• A qualitative analysis should be completed for each program and activity that is offered at the center. This assessment should primarily be conducted throughevaluations by the participants themselves. It is not necessary to evaluate each program every session but every program should be evaluated at least once during the course of a calendar year. At present it appears that evaluations are being done sporadically and they must become more systematic.
o Need to repaint the lane lines on the bottom of the pool.
o The inability to use the pool blankets due to limited staff time
Supervision and Control:
Generally speaking the center has only acceptable levels of supervision and control capabilities. There are issues in a number of areas.
• The poor layout of the existing center with separate fitness spaces and office area within the building makes supervision and control of the facility very difficult. The front desk has very poor sight lines into many of the areas of the center.
• With only a minimal staff to operate the center it is not possible to adequately supervise the entire facility on an on-going basis.
• The city has an excellent part-time employee manual but the aquatic center employee manual center needs to be updated and rewritten. The aquatic center employee manual should also have a sign off sheet.
• The center's emergency exits are not locked or alarmed so they must be chained. All exterior doors should be outfitted with panic bars and alarms.
Image and Appeal:
One of the greatest impacts on the use of a recreation facility is the overall image and appeal that it has with the public. The following are comments regarding the image and appeal of the center.
• The center appears to no longer have a strong presence in the community and in its current condition it does not have a real solid image to the public. There is a very definite need for a serious upgrade to the center to improve the image and appeal of the facility.
• The poor physical condition of the pool area is a major deterrent to use of the facility. This situation is further strained by high humidity levels that make the pool area uncomfortable to be in for extended periods of time.
• The center's colors and finishes are very dated which does not provide a welcoming environment for users.
• The facility strives to meet the needs of a wide variety of users from youth, seniors and families. Its true focus appears to be more with seniors and youth than the other age groups.
Safety and Security:
Now more than ever the safety and security of a center is a critical concern. The center appears to be doing an adequate job in this area but some specific concerns are:
• The center appears to have relatively few incidents of vandalism or other overt misuse.
• It will be important that a specific safety and risk management plan be adopted that ensures that all safety and security issues are being accounted for. This should be included in the operations manual for the center. This plan should also outline specific evacuation and emergency policies and procedures.
• A specific evacuation plan for the center should be posted prominently in the center.
• To support the safety and risk management plan a well defined staff training program should be developed to support these (and other) issues. Emergency procedures should be tested and simulated at least once annually. Safety and security responsibilities for all full-time and part-time staff must be clearly identified.
• All general center equipment (especially weight and cardiovascular equipment) should be formally inspected on no less than an every two week basis and any problems or repairs noted. These inspection forms should be archived for a period of at least one year.
• Any safety and/or security incidents should continue to have an "incident report" completed by staff. These reports should be periodically reviewed as a whole to determine areas of persistent problems or where recurring issues keep occurring.
• It maybe necessary to tighten up the check-in system at the main entrance to the center to ensure that all users have paid to use the facility. However this will require a higher level of staffing at the front desk from what is currently present.
• It does not appear that Material Safety Data Sheets (MSDS) are present or prominently located in the building. These should be displayed in the actual aquatics maintenance area.
• Pool chemicals are located in a number or storage areas. These should be clearly marked and located in a secure storage area designated specifically for chemicals.
• Due to. budget concerns there is no lifeguard on duty during classes or other programs that are lead by guard qualified staff. The basic industry standards call for guards to be posted during all programs and activities.
• The following specific safety and security improvements should be made to the center:
o Consider adding a digital security camera system to monitor weight room use as well as parking lot and the entry area to the building itself. The video screens should be located at or near the front desk for better monitoring.
o All chemical recording sheets, opening and closing checklists, etc. should be archived for a minimum of one year.
o Develop a specific pool mechanical room diagram that is prominently mounted on the wall of the pool mechanical area.
Maintenance:
With the age of the center and its current level of relatively poor maintenance and upkeep, there are a number of significant maintenance issues including:
• The facility is currently not as well maintained as it should be. This is due in large part to the age of the center but is a significant concern which limits its ability to adequately serve the community. Most of the problems are a result of the poor condition and layout of the center but are magnified by the lack of a detailed written maintenance plan.
• There are a significant number of deferred maintenance issues that need to be addressed. A thorough and complete list of all maintenance needs must be . developed along with the funding required to fix the situation and then a 5 year plan to fund these needs. The improvements noted in the Holladay Engineering Assessment should be the top priority for funding.
• A formal active maintenance plan for the center should be developed that details all maintenance and custodial functions that must occur on a daily, weekly, monthly, quarterly and annual basis. This working document should include a strong preventative maintenance plan as well. This should be incorporated into the computer based system of tracking maintenance tasks, work order requests, and completed repairs.
• With the center being cleaned by a contract service provider, an ongoing assessment and evaluation of the effectiveness of this service should be conducted annually. Daily work logs, check list sheets and other verification of tasks completed should be required on a daily or weekly basis.
• The center has made an effort to meet all ADA requirements but there are still a number of ADA issues remaining that are due to the age and layout of the
building. Without significant overall facility upgrades these issues cannot be adequately dealt with.
• The center needs to be repainted and the weight rooms duct system repaired.
• The facility's storage areas need to be cleaned up and reorganized.
Equipment and Operations Systems:
The following is an assessment of the issues surrounding the equipment in the center and the facility's basic operating systems. Key issues include:
Equipment
• All furniture, fixtures and equipment in the center should be placed on a depreciation schedule with dollars budgeted for replacement of these items on an on-going basis. With the center' s current budget crises this simply may not be possible at this time.
• All of the existing weight/fitness equipment should be replaced with newer more state of the art, commercial grade equipment. Once this is done there is a need to develop a fitness equipment replacement schedule that sets a pre determined life for each piece of cardio and strength equipment and then staggers replacement of each item to minimize large capital outlays and provide for a turnover and update of equipment on a more timely basis.
• The existing phone system is antiquated and needs to be updated. An improved automated phone answering/forwarding/voice mail system should be introduced to the center.
Operating Systems
• The center's operations should be fully computerized. This includes program and service registration as well as facility use, rentals, payroll, staff scheduling and other management information.
• Utilization of the center should be tracked by time of the day, day of the week
· and month of the year. Much of this information is currently being collected by hand but would be much more effective if were part of an automated data base. This information will be beneficial in determining use patterns, peak load times and where capacity in the center can be raised. This can be accomplished through a computer software system by swipe of a user card. Tracking use of the center for programs and other activities in the same manner should also be done.
• Long term the city needs to develop an alternative to the use chlorine gas as a disinfection system for the pool water. While chlorine gas is a very effective disinfection agent, the inherent dangers of gas must be recognized.
Section III - Recreation Services and Programs
The Ontario Aquatic Center offers a number of programs and services. Some issues in this area are:
• With a tight budget, minimal staf and an aging facility the number or programs and services being provided is limited. The staff is doing as well as can be expected considering the situation.
• The strengths of the department as it relates to recreation programming are in the area of aquatics and youth activities. The learn to swim and aqua exercise programs are particularly strong.
• Programming weaknesses are in the areas of senior and adult activities with relatively few offerings and special events. There are also no playground or summer camp programs which are considered as basic services for most recreation departments.
• A long term programming plan will need to be developed that outlines program and service priorities for the next five years, the individual responsible for the development of the program, and the required resources (staff, funding, fees, etc.) to implement the activity. This programming plan should be updated annually.
• A formal program cost recovery policy must be adopted to guide program and service fee setting. Most all programs should be required to cover at minimum all of their direct costs through fees and charges. The fee policy should also stipulate a consistent percentage fee differential between a resident and non resident (a 25% to 50% differential is recommended).
• Each program and service offered by the center should have a cost and revenue projection completed prior to starting the activity that outlines expected financial performance. At the conclusion of the program a co st/revenue summary should then be completed that indicates the actual financial performance of the program. This effort should be refined to insure that each program and service meets its financial goals. Minimum registration levels should be set for each class or program to ensure that there is a measurable benefit for the cost of providing the activity.
• All program registration should be accomplished by computer with registrations and attendance tracked in this manner. This should also provide a data base of users and valuable demographic information regarding these individuals.
• A qualitative analysis should be completed for each program and activity that is offered at the center. This assessment should primarily be conducted through evaluations by the participants themselves. It is not necessary to evaluate each program every session but every program should be evaluated at least once during the course of a calendar year. At present it appears that evaluations are being done sporadically and they must become more systematic.
• The center should look at all possible additional partnering opportunities for programs and services. This should include the hospital, college and school district as well as neighboring cities. This can be a cost effective method to add more recreation programs and services without adding staff.
• Private swim lessons should be handled as a regular program with registration required, payment going through the normal process and payment of staff occurring on an hourly or per class basis.
Section IV - Budget
One of the more important areas of analysis for any operational audit is the budget. This aspect of a facility's operation will usually dictate the parameters that a facility must perform within and the options that are available to make effective changes in operations. Budget issues include:
• It must be recognized that public recreation facilities and programs will always have to be subsidized to some extent as this is a community service function of government. Considering the age of the pool, its relatively poor physical condition and lack of appeal to the community, the current operating subsidy is excellent and it is unrealistic to think that this deficit can be significantly reduced.
• The overall level of usage (and revenue) of the center has decreased over the last several years. This will most likely continue unless there are substantial improvements made to the center.
• The current operations budget does not reflect the true cost of operation since much of the maintenance of the center is covered in another city budget.
• The staff must do a better job of tracking the number of pass holders, the rate of renewal and other data on use.
• The center during the mid-day time period appears to be significantly under utilized. This is normal for most facilities and will not be easily overcome without use by an outside group or organization on a regular basis.
• The center currently has priced most of its use and services at the upper end of what the market will bear. It will not be possible to increase fees significantly in the future without substantial improvements to the facility itself. The median household income level is approximately $37,000 which is much lower than the national number and will limit future fee increases.
• The facility needs to track actual center usage (through a card scanner) by the day and hour of use. This will give a much better picture of the actual use and revenue patterns of the pool and other facilities. This information can then be utilized to justify or limit hours of operation.
• The center currently has a rather simplistic approach to budgeting with all operations and services lumped into a single budget. There must be a stronger budgeting process that identifies and manages the overall Aquatic/Recreation budget as a series of "cost centers". This budget process should isolate center operations expenses and revenues from recreation programs and services. From this a true cost of service can be determined and matched with the level of service that is being delivered to the community.
• Sound financial practices require good budget monitoring procedures and strong record keeping. The operational budget needs to continue to be monitored on at least a monthly basis with any possible deviations or modifications noted at that time.
• Every effort needs to be made to make on-going budget comparisons with previous years, quarters and months as a way to benchmark current operations.
• A five year capital improvement budget must be developed and updated yearly. This should identify necessary building improvements in priority order with the anticipated funding requirements. Some level of capital improvements to the center must be funded every budget year.
• A formal fee policy for facility use, rentals, programs and services should be developed that places a stronger emphasis on revenue generation. Very definitive cost recovery goals for programs and facilities need to be established as part of this process. However, the realities of the local Ontario recreation market must be considered in developing the policy.
• The city should begin the process of developing an on-line program registration option.
• If budget reductions are necessary serious consideration should be given to reducing hours or operation of the center, forming a recreation district or even "selling" the center to a local non-profit group to operate.
• Alternative sources of funding through sponsorship, advertising or even a quality of life tax should be considered. However sponsorship and advertising will be difficult to sell with the current poor condition of the center.
• If any major changes or even possible elimination of the center is going to be seriously considered in the future then the funding sources .that were utilized to build the center will need to be reviewed. If Land and Water Conservation Funds were utilized then there will be limited options available for the future disposition of the center.
• If other communities in the area develop new facilities in the coming years then the market for the Ontario Aquatic Center could be significantly reduced even further.
Staffing:
• The current full-time staffing level is at its absolute minimum and cannot be reduced any further. The staff does the best job that it can operating the center and recreation programs with the time and resources that are available. Long term planning, program and service growth, as well as basic administrative functions, are having to be compromised with the low level of staffing that is currently in place.
• Wage scales and benefits appear to be acceptable for full-time staff but are still at the lower end of the market. Part-time positions have hourly rates that are also at the low end for most recreation departments.
• There is a reasonably strong part-time staff training program in place (especially considering the small full-time staff).
• There will need to be an increased reliance on part-time staff for basic programming and services while key full-time staff provide more supervisory and management control. Direct program responsibilities should be very limited (to non-existent) for full-time staff.
• The two full-time positions (Parks & Recreation Director and Recreation Supervisor) should be on staggered work schedules to provide better coverage · of center operations.
• An increased emphasis will need to be placed on customer service for all staff.
• With the open front desk and guard area, at times it appears that the pool area is overstaffed with guards or instructors congregating in the administrative area. This practice needs to be curtailed and the number of staff present in this area kept to an absolute minimum.
• One of the existing full-time parks staff should be trained as an additional Certified Pool Operator.
• If at all possible all part-time staff should be formally evaluated at least once a year.
• Staff shirts and name tags should be required for all front desk operations staff.
• The front desk should have a "hot file" to provide basic updated information to staff on a daily basis.
• The department should ultimately move toward a computerized time card and employee communication system through a required daily log-in and log-out system.
Section V - Marketing
A focus of the center's staff in the next several years should be in the area of marketing the facility and its recreation programs and services. Marketing issues include:
• The center and its programs do not have a formal marketing plan and one needs to be developed.
• The first priority must be the development of a concise and pointed annual marketing plan as well as a more visionary five year plan. The yearly marketing plan should be a simple document that is built on an overall marketing philosophy and contains bullet points for specific goals. This straight forward document should identify 3 to 4 areas of focus for the year, the specific marketing tasks that will be completed, a timeline for implementation, a cost estimate, the responsible staff, and a way to measure success.
• Clear areas of responsibility for all staff as it relates to marketing the center and its programs must be developed and endorsed by all staff. The overall marketing effort must be coordinated and directed by one individual.
• A budget for marketing will have to be developed and will require at least a small level of annual funding.
• There must be a strong recognition of the different demographic markets that must be served. The Hispanic population in the area will need to be specifically addressed as well as the need to appeal to youth, seniors and families.
• There needs to be continuing efforts to "brand" the center with the development of a specific recreation logo that would be used on all publications, promotional materials, flyers, signs and other items.
• The recreation department currently publicizes its programs and activities primarily through small flyers. The quality off these program listings should be improved.
• The center should accept and promote memberships by electronic funds transfer on a monthly basis from the user's bank account (this is only possible for annual pass holders). This will help with membership retention rates.
• The areas of focus for marketing in the short term are:
o Promotion of the fact that the center has not only a pool but also a weight room and group fitness area.
o Maximizing the use of the pool for therapy purposes.
o Increasing overall participation in programs and use of the center.
o Promote more day-time use of the center.
o Increasing membership retention.
o Increase the number of rentals.
• The center currently relies on the newspaper and flyers with information on the facility and recreation activities. Other alternative methods for marketing need to be instituted as well. Web page advertising and on-line registration need to be pursued.
• The use of E-mail as a viable marketing medium needs to be encouraged and should be expanded to include specific demographic groups and program participants.
• Consider the development of an organized comprehensive sponsorship program for the center itself, individual amenities in the center, and for specific programs and services. However, this could be a very time consuming process to implement.
• An annual survey of center members needs to be conducted. This survey should be conducted in-house and should gather opinions regarding the center's maintenance, staff, programs and services, and future needs.
• The manner in which facility users find out about the center, its programs and services, needs to be tracked on a regular basis and should guide future marketing resource allocation and areas of focus.
• The center has too many hand written and temporary signs posted around the building.
• The annual marketing efforts for the center should have a formal evaluation mechanism to determine the overall effectiveness of the marketing plan as well as specific marketing efforts.
• The center should attempt to establish partnerships with other local organizations in an effort to expand markets and services without having to do it all internally.
Section VI - Public Survey
An important aspect of a comprehensive audit is gathering input from the community regarding recreation programs and facilities. With this in mind the city of Ontario undertook a survey of residents regarding recreation facilities, programs and services.
Methodology:
A Community Attitude and Interest Citizen Survey was conducted during August and September of 2006 to establish priorities for the future of the existing Ontario Aquatic Center in the community. The survey was designed to obtain statistically valid results from households throughout the City of Ontario and the surrounding area. The survey was administered by a combination of mail and phone.
Leisure Vision worked with members of the Ballard*King and Associates project team in the development of the survey questionnaire. This work allowed the survey to be tailored to issues of strategic importance to effectively plan the future system.
In August 2006, surveys were mailed to a random sample of 1,500 households within the City of Ontario and the surrounding area. Approximately three days after the surveys were mailed, each household that received a survey also received an electronic voice message encouraging them to complete the survey. In addition, about two weeks after the surveys were mailed Leisure Vision began contacting households by phone, either to encourage completion of the mailed survey or to administer the survey by phone.
The goal was to obtain a total of at least 300 completed surveys. This goal was accomplished, with a total of 351 surveys having been completed. The results of the random sample of 351 households have a 95% level of confidence with a precision of at least +/-5.2%.
Survey Summary:
• The Ontario Aquatic Center receives reasonably strong use by residents in the area.
• The center meets some of the local aquatic and indoor recreation needs but not all of them.
• There are a significant number of people who are not users of aquatic and indoor recreation facilities, especially indoor recreation.
• Most users are generally satisfied with the major aspects of the center's operation.
• The greatest reason people do not use the Ontario Aquatic Center is the fact that the individuals are not users of this type of facility.
• There is a reasonably low level of participation in Ontario recreation programs and events.
• Most participants are generally satisfied with the recreation programs and events that are conducted by the city.
• The primary reason people do not participate in Ontario recreation programs and events is the fact that the individuals do not partake in these types of activities in general.
• Most information about recreation programs and activities is gathered from the newspaper, but a large percentage of respondents indicated that they do not receive any information.
• New recreation amenities that people believe are most needed include: o Indoor warm water family swim center
o Indoor track
o Outdoor swimming pool
o Gym and drop-in child care facility.
• Respondents indicated that they would allocate a portion of$100 to the following top recreation needs:
o New recreation amenities in the indoor pool area.
o Outdoor pool area
o Non-aquatic amenities
• Making improvements to the Ontario Aquatic Center is a medium priority for the area.
• The possibility of developing a separate recreation district to fund improvements will need to be investigated further.
• There is a low level of support for a sales tax increase or an increase in fees to operate the center.
• The demographic characteristics of the respondents are in line with those of the · area.
Cross Tabulation of Survey Data:
The survey data was examined based on a number of characteristics of the respondents. From this a number of observations are possible.
• Ontario residents make up the largest number of center users.
• The center has very strong usage by families and relatively low usage by people without children. Use is much stronger among the younger age groups than the senior age categories.
• Households with higher incomes are the most likely to use the center.
• Higher income households indicate that the facility meets their needs more so than lower income households. Seniors indicate the highest level of the facility not meeting their needs.
• There is a higher rate of use of the center by higher income households and shorter term residents of the area. The rate ofuse among seniors is the lowest.
• Lower income households, households without children, Ontario residents and longer term residents are more satisfied with the center and its programs. Households with children are the least satisfied.
• Higher income households are more likely to have not used the center than lower income households.
• Some concern was expressed regarding the high fees required to use the center by the younger population and families.
• A very large percentage of non-residents (50%) report that they do not receive any information about the programs and services offered by the center.
• The lowest level of support for exploring additional funding options is with seniors.
Section VII - Overall Analysis
The following is an overall assessment of the Ontario Aquatic Center's operational strengths and weaknesses.
Strengths:
• The facility has a long history in the community.
• There is a strong regional orientation.
• The center has a number of indoor and outdoor recreation spaces available to the community.
• In the programming area there is a strong aqua program and a reasonable youth program.
• The center is a very cost effective operation considering the age and orientation of the facility.
Weaknesses:
• Aging facility that is no longer state of the art and requires a significant infusion of capital to maintain. The pool area itself is a major concern.
• The facility is not well laid out and having a separate recreation center is an operations concern.
• Declining use of the center and its programs.
• An extensive backlog of deferred maintenance items.
• Very limited staffing, especially full-time.
• No formal cost center accounting practices.
• No comprehensive formal, written, cost recovery plan or fee setting policy.
• Limited number of programs and services.
• Lack of computerization of basic functions such as registration, center pass management, scheduling and record keeping.
• Lack of a comprehensive marketing plan.
• Lack of a true maintenance plan.
• Need to receive more feedback from center users and members.
• Need a 5 year capital improvement plan and a fitness equipment replacement program.
• There is a lack of information on membership demographics and utilization.
General Overall Findings:
The following is a summary of the general findings of the audit:
• The aquatic center has been an asset to the community in the past.
• The aquatic center is a poorly laid out facility that is no longer state of the art and is in need of significant improvements.
• The existing center is in relatively poor physical condition. There are a significant number of deferred maintenance items.
• The aquatic center will not be able to reduce the current level of operating subsidy and there is no opportunity to cover operating expenses with center generated revenues.
• Operational staffmg is at its absolute lowest level which adversely affects operations and programming.
• The City of Ontario will need to make a philosophical decision regarding the role of the city in the provision of indoor recreation services in the future. Status quo is not an option. The city will most likely need to make one of the following decisions:
o Close the center and severely limit or discontinue providing organized recreation services. This would require other providers in the area (neighboring communities, etc.) to fill the role of community recreation services agent. This would effectively take the City of Ontario out of the recreation business and save substantial amounts of money.
o Contract operation of the aquatic center and most recreation services. This could be accomplished with the establishment of a local non-profit organization or possibly with the YMCA (this would require a strong contractual agreement and partnership with the contracting agency). This would most likely reduce costs to the city but there would also be a loss of direct control over the delivery of recreation services. There would still not be any substantial improvements to the facility itself.
o The city works to establish a recreation district that covers a larger taxing area than just the city. The center is "sold" to the district and they take on the operation and maintenance of the facility. The district funds improvements and expansion of the center.
o The city continues to operate the aquatic center and financially commits to providing a first-class facility with a full complement of recreation services. To improve the current situation the city will need to enhance and refocus the center on its core business opportunities which will require upgrading and expanding the existing center and providing a higher level of operations funding. Significant improvements would need to be made to the center itself and the swimming pool in particular.
o The city commits to operating a first-class recreation department with a diverse number of program options for all age groups. This would require that the existing center be torn down and a new state of the art facility be developed in its place. This would provide the residents of Ontario with the best recreation facilities and programs but would require a very high allocation of tax dollars for capital. Ultimately, a more operationally cost-effective facility would be developed that would increase use and revenues as well as allow for a wider variety of recreation programs and services to be offered. ·
• If the city wants to significantly reduce the existing budget subsidy without making substantial improvements to the physical structure of the facility or contracting out operations, a number or options will have to be explored. However, these options should be seen as only temporary solutions only. These options include:
Expense Reductions:
o Limit hours, open an hour or so later and/or close an hour or two earlier. Also consider closing between 1pm and 3pm on weekdays during the school year.
Revenue Enhancements:
o Begin an active program of sponsorship for programs and the center in general.
o Accept advertising in the center itself.
o Actively pursue additional usage by non-residents.
o Increase fees on a yearly basis.
• If the center is to be financially successful then it will need to continue to draw non-resident users as the population base of Ontario is too small to support the center.
• The department currently offers a relatively small number of programs and services to the community compared to many other communities. Programming strengths are aqua exercise and other aquatic programs while the weaknesses are adult and senior activities.
• Strong overall operating policies and procedures are not in place to guide center operations.
• There is a general lack of long term planning for center operations and programming.
• There is a very definite lack of computerization of basic management functions.
• If the city is going to continue to operate the aquatic center then a significant capital investment will be necessary.
Priorities for Improvements:
Short-term - During the next 12 months to 18 months the following should be priorities for making overall improvements to the center.
• City Council will need to determine the future role of recreation programs and facilities in the City of Ontario.
• If the city determines that it wants to continue providing recreation programs and facilities then a strategic plan will need to be developed to map out future directions to accomplish this.
o . Physical improvements to the center (starting with the recommendations in the Holladay Engineering Assessment).
o Capital cost estimates.
o Operational costs and revenue estimates.
o Funding requirements.
• Budget refinements
o Establish clear budget goals and subsidy levels.
o Develop separate budgets for recreation programs and the center itself
o Increase funding for general staffing of the department.
o Continue and expand the tracking and monitoring of expenses and revenues on a monthly basis.
• Establish a formal fee policy and cost recovery plan for all programs and services.
o Conduct a cost/benefit analysis of each program or service
• Computerize operations
o Program registration
o Pass management
o Staff scheduling
o Facility usage and attendance
• Develop a comprehensive marketing plan.
• Improve the operations manual for the center by adding more information on safety and risk management
• Establish a 5 year capital improvement plan.
• Establish a program development plan for the next five years
• Improve the overall maintenance of the center through the development of a comprehensive maintenance plan.
• Improve and expand the number of partnerships that are present to add additional use and revenue to the center.
• Complete a study to determine the viability of establishing a recreation district to fund and operate the center. If the concept is feasible then move forward with the establishment of the district.
Long-term - These are the long term improvements that need to occur in the 2 year to 5 year window.
• Fund and complete the facility improvements determined through the strategic plan for the center.
• Establish an equipment depreciation budget.
• Install digital security cameras in the center.
• Establish a sponsorship program for the center and its programs.
• Begin on-line registration for all programs.
• Install an updated, automated phone answering system.
• Develop stronger partnerships with other local organizations o School district
o Other local governments
o Hospital
• Complete an annual survey of center users.
• Complete a feasibility study to determine the viability of adding recreational amenities to the indoor pool as well as constructing an outdoor leisure pool.
Use of Indoor and Outdoor Aquatic Facilities
From a list of five options, respondents were asked to indicate all of the indoor and outdoor aquatic facilities they use. The following summarizes key findings:
• The facilities that respondent households currently use the most to meet their aquatic needs are the Ontario Recreation/Aquatic Center (43%) and Payette Pool (25%). It should also be noted that 34% of respondent households do not use any aquatic facilities.
How Well Aquatic Facilities Meet the Needs of Respondent Households
From a list of three options , respondents were asked to indicate ho w well the indoor and outdoor aquatic facilities they are using meet the needs of their household. The following summarizes key findings:
Forty-eight percent (48%) of respondents indicated the aquatic facilities they are currently using meet all of their needs. In addition, 35% of respondents indicated that aquatic facilities they are using meet some of their needs, and 17% indicated the facilities do not meet any of their needs.
Use of Indoor Recreation Facilities
From a list of five opt ion s, respondents were asked to indicate all of the indoor recreation facilities they use. Th e following summarizes key findings:
•The indoor facilities that respondent households currently use the most to meet their recreation needs are the Ontario Recreation/Aquatic Center (25%) and private health clubs (16%). It should also be noted that 47% of respondent households don' t use any indoor recreation facilities.
How Well Recreation Facilities Meet the Needs of Respondent Households
From a list of three opt ions , respondents were asked to indicate how well the indoor recreation facilities they are using meet the needs of their household. The following summarizes key findings:
• Forty-two percent (42%) of respondents indicated the recreation facilities they are currently using meet all of their needs. ln addition, 36% of respondents indicated that recreation facilities they are using meet some of their needs, and 22% indicated the facilities do not meet any of their needs.
Use of the Ontario Recreation/Aquatic Center
Respondents were asked to indicate if they or members of their household have used the Ontario Recreation/Aquatic Center during the last year. The following summarizes key findings:
• Forty-three percent (43%) of respondent households have used the Ontario Recreation/Aquatic Center within the last year.
Frequency of Use of the Ontario Recreation/Aquatic Center
Respondent households that have used the Ontario Recreation/Aquatic Center during the last year were asked to indicate how often they use the center. The following summarizes key finding s:
• Of the 43% of respondent households that have used the Ontario Recreation/Aquatic Center within the last year, 42% indicated they use it rarely (several times per year). In addition , 34% of respondents use the center often (once a week or more) , and 24% use it sometime s (once a month).
Level of Satisfaction with Aspects of the Ontario Recreation/Aquatic Center
From a list of 12 aspects of the Ontario Recreation/Aquatic Center, respondent households that have used the Ontario Recreation/Aquatic Center during the last year were asked to rate their level of satisfaction with each aspect of the center. The following summarizes key findings:
• There are four aspects of the center that at least 50% of respondents are very satisfied with: pool (53%), customer service (52%), safety (51 %) and entry area (50%). It should also be noted that 8 of the 12 aspects had over 80% of respondents indicate being either very satisfied or somewhat satisfied with them.
Reasons for Not Using the Ontario Recreation/Aquatic Center
From a list of six options, respondent households that have not used the Ontario Recreation/ Aquatic Center during the last year were asked to indicate all of the reasons they have not used the center. The following summarizes key findings:
• Of the 57% of respondents that have not used the Ontario Recreation/Aquatic Center during the past year, "I do not utilize indoor recreation/aquatic facilities" (54%) was by a wide margin the most frequently mentioned reason respondents haven't used the center. The other most frequently mentioned reasons that respondents haven ' t used the center are: "I use other facilities" (17%) and " center is too expensive " (12%).
Frequency of Participation in City of Ontario Recreation Programs/Events
Respondents were asked how often they or members of their ho use hold have participated in City of Ontario recreation programs or events in the last year. The following summarizes key finding s:
• Thirty-five percent (35%) of respondent households have participated in City of Ontario recreation programs or events at least once in the last year.
Level of Satisfaction with Ontario Recreation Programs/Activities
From a list of eight various Ontario recreation programs and/or activities , respondent house holds that have participated in Ontario recreation programs/activities during the last year were asked to indicate their level of satisfaction with each program/activity. The following summarizes key findings:
• There are three programs/activities that over 55% of respondents are very satisfied with: water aerobics (60%), preschool (59%), and step and cardio fitness classes (56%). It should also be noted that 7 of the 8 programs/activities had over 80% of respondents indicate being either very satisfied or somewhat satisfied with them.
Reasons for Not Participating in City of Ontario Recreation Programs
From a list of six option s, respondent house holds that have not used the Ontario Recreation/Aquatic Center during the last year were asked to indicate all of the reasons they have not used the center. The following summarizes key findings:
• Of the 62% of respondents that have not participated in City of Ontario recreation programs during the past year, " I do not participate in recreation programs" (65%) was by a wide margin the most frequently mentioned reason respondents haven't participated in programs. The other most frequently mentioned reasons that respondents haven' t participated in programs are: "I participate in recreation programs else where " (16 %) and "City doesn' t offer recreation programs I desire" ( I 0%).
Ways Respondents Find Out About Ontario Recreation/Aquatic Center Programs and Services
From a list of six options, respondent s were asked to indicate all of the ways they find out about Ontario Recreation/ Aquatic Center programs and service s. The following summarizes key findings:
• The newspaper (36%) is the most frequently mentioned way that respondents find out about Ontario Recreation/Aquatic Center programs and services. It should also be noted that 33% of respondents indicated that they do not get any information.
Level of Need for Various Recreation Features
From a list of 1 1 various recreation features that could be added to the Ontario Aquatic/Recreation Center, respondents were asked to indicate if each feature is strongly needed, somewhat needed , or not needed in the community. The following summarizes key findings:
Of the 11 recreation features, there are two that over 35% of respondents feel are strongly needed in the community: indoor warm water family oriented swimming center (44%) and indoor running/walking track (36%). It should also be noted that l O of the 1 I features had over 50% of respondents indicate they are either strongly or somewhat needed in the community.
Recreation Features Most Needed in the Community
From the list of 11 various recreation features, respondents were asked to select the three they feel are most needed in the community. The following summarizes key findings:
• Based on the sum of their top 3 choices, the features that are most needed in the community are: indoor warm water family oriented swimming center (39%), indoor running/walking track (35%) and outdoor swimming pool (26%). It should also be noted that an indoor warm water family oriented swimming center had the highest percentage of respondents select it as their first choice as the recreation feature they feel is most needed in the community.
Allocation of $100 for Various Items in the Recreation/Aquatic Center
Respondents were asked how they would allocate $100 among six various items in the Recreation/Aquatic Center. The following summarizes key findings:
• Respondents indicated they would allocate $24 out of every $100 to the addition of recreational amenities to the pool. The remaining $76 were allocated as follows: addition of an outdoor pool ($2 I) , additional non-aquatic amenities ($2 I) , improvements to the building ' s structure and operating system ($15), improvements to the locker rooms and entry area ($ I 1) and additional recreation programs ($8).
Support for Financing Options to Improve the Recreation/Aquatic Center
From a list of five financing options, respondents who are resident s of the City of Ontario were asked to indicate all of the options they would support to make improvements to the Ontario Recreation/Aquatic Center. The following summarizes key findings:
• Forty-nine percent (49%) of respondents who live in the City of Ontario support establishing a recreation district to expand the tax base for the center. In addition, 32% of respondents support an increase in user fees, and 23% support instituting a l% sales tax.
Priority That Should Be Placed on Improvements to the Recreation/Aquatic Center Compared to Other Issues
Respondents were asked to indicate how high of a priority should be placed on making improvements to the City of Ontario Recreation/Aquatic Center compared to other issues facing the Cit y. The following summarizes key findings:
• Sixty-nine percent (69%) of respondents indicated that at least a medium priority should be placed on making improvements to the Ontario Recreation/Aquatic Center compared to other issues in the City. In addition, only 1 I% of respondents feel improvements to the Ontario Recreation / Aquatic Center should be a low priority.