D-5
Elevation Place Business Plan
Town of Canmore ELEVATION PLACE BUSINESS PLAN
December 2012 December 2012
Commitee of the Whole 2013.02.12 at 1 p.m.
Page 42 of 100
D-5
Elevation Place Business Plan
TABLE OF CONTENTS Executive Summary
Page 1
Acknowledgments
Page 2
Introduction
Page 3 - 4
Strategy for Impact
Page 5 - 6
The Financial Challenge
Page 7 - 8
Enterprise Model
Page 9
Membership Model
Page 10 - 12
Growth Model
Page 13- 16
Marketing & Sales Plan
Page 17 - 19
Organizational Structure
Page 20 - 24
Financial Considerations
Page 25 - 28
Sponsorship Development
Page 29
Partners
Page 30 - 31
Member/Participant Engagement
Page 32
Metrics
Page 33
Appendix A: Sustainability
Page 34 - 35
December 2012
Commitee of the Whole 2013.02.12 at 1 p.m.
Page 43 of 100
Elevation Place Business Plan
EXECUTIVE SUMMARY Elevation Place will be an inspiring gathering place that enriches the well-being, enjoyment and aspirations of the community. The magnificent building, its various components and the quality programs which will be delivered all contribute greatly to achieving this vision for the community. Achieving the financial and business objectives requires a significant culture shift for both the recreation department and the town. This business plan outlines the strategies required to move not only to a new building, but to a new way of delivering recreation services and managing financial outcomes. The town and its recreation department, is assuming an approach which is leading edge for municipalities in Canada. For Elevation Place to be successful it requires leadership which has clarity, enables the professional team, and is supportive. The entire team must shift from a cost control mindset to one of revenue generation as the primary tool for achieving the desired benefits of recreation service delivery to the community. Moving to an enterprise model which employs a business approach with a community conscience, requires us to operate applying 4 key principles:
Provide extraordinary member/participant experiences and service; Create a membership structure which enhances our ability to engage more of the community to use Elevation Place more often and purchase more services; Lead the way in providing quality engaging programs, particularly in aquatics, climbing and fitness; and, Drive revenue as the primary means to achieve financial outcomes.
The anticipated financial results are presented on page 25 and 26 in this document. Our objective is to achieve a minimum 50% cost recovery on total operations, including facility operations. Since Elevation Place has significant fixed costs, the key to achieving desired financial results will be to increase our capacity to generate revenue. It will also require an acknowledgement of the benefit of recreation service delivery as an investment in the quality of life and a return on investment on the health of participants. This requires a significant shift to advertising and sales from the tradition of local promotion and program registration and less of a focus on “what it costs” to a “benefits approach” to service delivery. Our strategy requires engaging the entire community in a variety of ways to assist in making Elevation Place the gathering place we wish it to be. There are endless ways for community involvement - from as simple as being a “drop in” guest; to belonging as a member; to being a partner with us in the operation; or to being a sponsor.
December 2012 Commitee of the Whole 2013.02.12 at 1 p.m.
Page 1 Page 44 of 100
Elevation Place Business Plan
ACKNOWLEDGEMENTS This Business Report represents many months of work that were made possible through the combined efforts of several people. Our Chief Administrative Officer, Lisa de Soto, is to be commended for her leadership in guiding the development of an Enterprise model for Recreation Service Delivery, but most of all, for empowering a great group of people to develop the plans for this significant change process. Below are the people who have made significant contributions of strategy development and implementation in order to develop a successful operating model for Elevation Place. A, very special thanks to the teams who worked with the following people to make this all possible: Health Systems Group: Kim Snider: Thank you Kim, for the expertise and ability to share your years of Recreation Management experience that added value each and every time we met. Jeff Tareta: Thank you Jeff, for your coaching, responsiveness and positive words of encouragement throughout this change process. The Make It Happen Team: Thank you for always moving forward and making it happen! Moya Kelly, Chris Bartolomie, Chris Hay, Leslie King, Marg Szamosfalvi, Stephen Hanus/Dave Hubman , Terry Holt, Jenny Shepherd, and Allan Wingenbach, Sally Caudill, Scott Wing, Therese Rogers Town of Canmore Report Contributors included: Gary Buxton, General Manager, Infrastructure Terry Holt : Finance Chris Hay: Governance & Customer Service Sally Caudill: Sponsorship Therese Rogers: Organizational Structure Marg Szamosfalvi : Partnership Development Lori Rissling-Winn: Sustainability We ask for your endorsement of this plan and your support in endorsement of it. Regards, Lorrie O’Brien General Manager, Municipal Services, Town of Canmore
December 2012 Commitee of the Whole 2013.02.12 at 1 p.m.
Page 2 Page 45 of 100
Elevation Place Business Plan
INTRODUCTION Elevation Place “An inspiring gathering place that enriches the well-being, enjoyment and aspirations of the community.” From the outset the vision was clear: Elevation Place will be a facility that represents and exudes the unique lifestyle and vibrant community of Canmore. Elevation Place is a world class, exciting $39M, 73,000 square feet community facility, funded largely through the Province of Alberta's Municipal Sustainability Initiative (MSI). Located at 700 Railway Avenue, the building houses several important community amenities. Our new aquatics centre will accommodate the broadest needs of the community to recreate, learn and play and features a 25 metre - 8 lane pool with a depth of 2.49 meters, a zero entry beach and leisure pool area, a lazy river, large and small water slides, a steam room, on deck pool viewing and second floor spectator viewing, a 25 person hot tub, locker rooms and showers, and on deck multi-purpose rooms. The community library will be 11,500 square feet, and will include a 1,000 square feet multipurpose room, a technology area, children's collection and story area, and collection space. The climbing centre will be un-paralled in Alberta and will have over 7000 square feet of climbing surface with wall heights from 15 - 45 feet, including a speed wall and bouldering areas. The climbing wall will have spectacular views to the community space and the Three Sisters Mountains. Additional Community space includes a 1,000 square feet gallery for the Canmore Arts Guild (CAG), 2,000 square feet fitness room, 4 multipurpose rooms, a community atrium with a small performance stage, food tenant (Good Earth Café), a fireplace and exterior plaza, and multiple bike and stroller parking areas. Spectator viewing for the pool and the climbing centre is provided in the multipurpose spaces on the 2nd floor. These spaces will also provide programming opportunities ranging from fitness classes to club meeting rooms and child care spaces. Elevation Place is designed to reflect the various degrees of use by tourists, non-permanent residents, and permanent residents. It will function as a venue for large gatherings or competitions, a gateway to lasting relationships in the community, and a place for neighbours and friends to extend their daily interactions, fitness, wellness, education and culture.
December 2012 Commitee of the Whole 2013.02.12 at 1 p.m.
Page 3 Page 46 of 100
Elevation Place Business Plan Design Vision During the design process, the architectural team (Gibbs Gage) met with a project steering committee to understand and articulate the vision for Elevation Place. From the onset, the vision for Elevation Place was clear, it was to be a facility that represented and exuded the unique lifestyle and vibrant community of Canmore.
Design Intent The design focused on inclusiveness, functionality and creating a sense of place for all people of Canmore, and was largely based on the geography of the town and its evolution from a small mining town to the recreational, cultural and vibrant mountain community it is today. It was intended to reflect Canmore‘s natural and built environment and the degrees of intensity with which people engage in the community. Three distinct user groups were identified; the tourist, the non-permanent resident and the permanent resident. Elevation Place was designed to accommodate the various users. It can function as an extroverted venue for large gatherings or competitions, a gateway to a more lasting relationship in the community and a place where neighbors, friends and residents extend the interactions of daily events. The massing and form of the building evolved out of the desire to address the unique geography and setting of Canmore. The building sets a stage much like the beautiful mountain ranges surrounding Canmore, drawing people towards the promise of what lies beyond. Similarly, the building material palette (with extensive use of local rock) is inspired by the locale, analogous to the snow topped tree lines of the nearby mountains.
December 2012 Commitee of the Whole 2013.02.12 at 1 p.m.
Page 4 Page 47 of 100
Elevation Place Business Plan
STRATEGY FOR IMPACT The Business and Operating Plan is focused on the successful shift to operating under an Enterprise Model. The most critical component of the shift is adopting a business approach with a community conscience. The Operating Plan will stand on the foundation of: Vision and Mission Core Values Long Term Goals and Strategic Objectives for Elevation Place Key Operating Principles/Practices Vision To be an inspiring gathering place that enriches the well-being, enjoyment and aspirations of the community. Core Values Wellness Respect Integrity Service Team work Long Term Goals Service Focus Be recognized as providing exceptional customer service within a community recreation centre. Program Excellence Be recognized as a leader in aquatics and (indoor) climbing programming/operations in Alberta. Engaged Community Achieve strong membership and participation results among residents in Canmore and surrounding communities. Effective Operations Achieve financial stability and growth as defined in the financial operating plan. Leadership Development Create an environment which supports innovation, superior product value and outstanding staff performance
December 2012 Commitee of the Whole 2013.02.12 at 1 p.m.
Page 5 Page 48 of 100
Elevation Place Business Plan Key Operating Principles/Practices 1. We will create a Culture Shift to: Being more user friendly and easy to do business with Renewed Customer Service approach Innovation and entrepreneurship Collaboration 2. We will Implement a Membership Model A membership model supports: Greater accessibility/inclusiveness for all members of the community Enhanced service levels Increased revenue generation The successful implementation of the membership model requires: A strong multi-faceted marketing and communication strategy Implementation of professional sales approach Developing strong partnerships with local businesses, associations and other groups High levels of member engagement including regular use, participation in multiple activities or programs, additional spending and participation in “advisory” activities or volunteerism. 3. Ensure a Focus on Revenue Generation Shifting from a cost control mindset to one of revenue generation as the primary tool for achieving outcomes This is best achieved through: Driving membership Increasing participation in registered programs Pricing membership, programs and services based on true cost; complement with pyramid cost recovery and subsidization methodology; and, accessibility strategies Selling group/bulk buying to associations, hospitality, tourism, event coordinators etc. 4. Strategic, Operational and Business Planning Implementing a cycle of planning, analysis and re-planning will provide the primary tool under which Elevation Place can create sustainable outcomes and hold the team accountable for results. The planning cycle will include: 3 Year Strategic Plans; Annual Operating, Business and Financial Plans; Monthly, Quarterly and Annual dashboards and reporting;
December 2012 Commitee of the Whole 2013.02.12 at 1 p.m.
Page 6 Page 49 of 100
Elevation Place Business Plan
THE FINANCIAL OPERATING CHALLENGE Elevation Place is faced with a number of challenges in achieving financial operating targets. The permanent population in Canmore poses some challenges (because of its relatively small size compared to the size of Elevation Place). There is an opportunity, however, to include the NonPermanent Resident and Tourist populations as users. There are over 3,000,000 estimated visitors per year to the Canmore area, of which approximately 70% live within driving distance to Canmore. In order to entice them into the facility as users, there will need to be a significant shift to marketing services. Operating costs will increase substantially due to the sheer increase in size of the new facility and the number of amenities that will be offered. Energy costs for power, water and heating will dramatically increase again due to the increase in size of the new complex. Since the facility is currently built to a silver LEED standard, with plans to achieve a gold LEED standard, energy conservation will assist, but energy expenditures will require monitoring, with the view of increased use and size. Due to the design of the facility there will be very little opportunity to off-set the cost burden. Pools, Libraries, climbing walls, small fitness centres and some multi-purpose rooms usually operate at a cost deficit. Elevation Place will be challenged to minimize the tax burden to the community. Rather than a focus on costs, we must be champions that support the tax investment as a tool to improve the quality of life, health and well-being, and economic prosperity of the community. An Enterprise operating model has been adopted to support managing these challenges. Operating Costs Operating costs will increase substantially due to the sheer increase in size of the new facility and the number of amenities that will be offered in comparison to the current aquatic and fitness centre. Staffing related expenses will be a significant component of increasing costs for the following reasons: The new aquatics centre requires, by law, increased lifeguards on duty to ensure the safety of all patrons. An aquatic audit, verifying requirements is scheduled post opening, once water is in the centre. Costs associated with directly staffing and operating the climbing centre (in contrast to the original consultant’s report which indicated the space could be rented to an independent provider who would themselves hire all required staff). Increased investment in Customer Service staff, specifically the addition of increased hours of service and supervision; an important role in achieving the service standards and outcomes anticipated for Elevation Place. Increased facility and maintenance staff and cleaning contractors, required to operate a facility of this size and to meet customer expectations and legislative requirements for boiler operations. Other areas of increased cost from the current operation include:
December 2012 Commitee of the Whole 2013.02.12 at 1 p.m.
Page 7 Page 50 of 100
Elevation Place Business Plan
Energy costs for power, water and heating will grow due to the increase in size of the new complex. Facility cleaning and maintenance supplies and materials. Promotion and sales related activities. Administrative and program supplies, simply because more of everything is needed. Human Resources and Administration requirements to respond to hiring more staff, orientations, training, coaching and supervision and to grow a strong volunteer component at the facility.
Revenue Generation The Recreation Department (and specifically Elevation Place) will be required to generate substantially more revenue than in the past in order to:
Offset as much of the increasing costs (outlined above) as possible; “Make up” for the loss of rental income for the climbing centre, which was anticipated in the consultants financial forecasts; and, Keep the increased tax burden to the community at a reasonable level.
The town’s capacity to generate the revenue necessary to achieve desired financial outcomes is impacted by:
The size of the residential population (including small communities in the surrounding area). This means the operation will need to attract higher participation/user rates than the norm. The average household income for permanent residents in the community means membership and program fees will need to be more moderately priced than what the true value/cost is. The ability to engage visitors to Canmore as “drop in” users of Elevation Place. This requires the development and maintenance of strong partnerships with the hotel, hospitality and tourism industry. The ability to rent community room space while balancing the needs of membership The ability to utilize volunteers
In order to achieve desired revenue targets, Elevation Place needs to achieve outstanding user/ participation rates. To achieve required participation numbers, Elevation Place will need to implement a strong, consistent promotion and sales strategy. This means a commitment to:
Investing in a multi-faceted promotion and advertising plan. Implementing professional sales practices that will include: a formal Marketing & Sales Plan and, dedicated roles and responsibilities in sales. Creating unique events and program offerings. Building a strong sales and services culture by incorporating a mix of people and processes that fosters an environment where sales and customer satisfaction are of primary importance.
December 2012 Commitee of the Whole 2013.02.12 at 1 p.m.
Page 8 Page 51 of 100
Elevation Place Business Plan
ROLE OF THE ENTERPRISE MODEL In early 2012, the Town of Canmore completed a review of operating models for the aquatics centre at Elevation Place. The results of this review are detailed in the report issued in March 2012. The report concluded that in order for the town to achieve key operating criteria, an Enterprise model of operation should be developed. Not only will the aquatics centre operate under an enterprise model, but all operations (facilities, aquatics, climbing centre, and fitness) at Elevation Place will apply the key principles of an Enterprise model. Definition and Benefits The municipality provides strategic oversight through council and administration, but operations are carried out by a professional team. The Enterprise model requires and supports the application of best practices in business management with a focus on revenue generation with a community conscience. Adopting the Enterprise Model will help to ensure:
Accountability; Fiscal Responsibility; Innovation; and, Accessibility.
Operating under the Enterprise Model provides the following benefits to the town: Greater accessibility for community members Greater opportunity to drive higher revenue The town maintains strategic control Supports a professional operational team Supports greater cost recovery opportunities Establishes accountability for all parties involved Key Principles of an Enterprise Model for Operating Recreation Facilities
Implement a strong Membership and Engagement Strategy (see page 32 for details) Take a comprehensive Promotion and Sales approach (see pages 17-19 for details) Manage financial outcomes by focusing on revenue generation (see pages 13-16 for details) Apply an oversight model which provides for clarity, support and accountability (see pages 21-21 for details).
December 2012 Commitee of the Whole 2013.02.12 at 1 p.m.
Page 9 Page 52 of 100
Elevation Place Business Plan
MEMBERSHIP Structure Elevation Place will adopt a Membership Model as the primary driver of participation from residents. This is a significant shift from a traditional drop in and registered program approach. It requires new mental models, behaviours, and development of training and systems to support staff through this change process. The Membership approach is being adopted for the following key reasons: It forms one of the key pillars for taking a business approach to the operation; Membership provides the greatest flexibility and accessibility to the user; It allows for setting higher (market value) user and program fees, which would be paid by nonmembers and tourists; and, Provides access to low income groups through reasonable or subsidized membership dues. The Membership approach will be supported by: Implementing a comprehensive marketing, promotion and sales strategy; Operating with a strong service focus; and, Adopting a member/user engagement plan. Types of Membership Membership will be available for: Fitness (FIT) – includes use of the weight/cardio room and access to all core group exercise fitness classes Climbing (PEAK) – includes use of the climbing centre and access to core climbing programs Aquatics (SPLASH) – includes access to all pool facilities (based on schedule of use) and core aquafit classes Full Access (GO BEYOND) – includes access to all facilities and programs of all 3 memberships (FIT, PEAK and SPLASH) Membership Categories Family (2 - Adults): Includes two parents/legal guardians with all children living in the same household and attending school up to and including high-school. There is no restriction on the number of children that are included from the same household. Family (1 - Adult): One Parent/legal guardian with children living in the same household and attending school up to and including high-school. There is no restriction on how many children are included from the same household for the price in this membership category. Adults: Adults are individuals age 26 – 64. Seniors: Seniors are individuals 65 years of age to 79 years of age and will pay approximately 75% of the Adult rate.
December 2012 Commitee of the Whole 2013.02.12 at 1 p.m.
Page 10 Page 53 of 100
Elevation Place Business Plan Young Adult/Student: A young adult is between the ages of 18 and 25 and will pay approximately 75% of the Adult rate. Youth: Youth are between the ages of 12 and 17 and will pay approximately 75% of the Young Adult rate. Must be 16 years of age or older to be a Fit member or use the weight/cardio room. Children: Children are between the ages of 0 and 11 and will pay approximately 75% of the Youth rate. Senior +: These are individuals 80 years of age and older. Their membership is complimentary. Pricing The following prices are MONTHLY DUES
Go Beyond
Splash
Peak
Fit
2 Parent Household
$119
$91
$91
$91
1 Parent Household
$86
$66
$66
$66
Adult (26-64)
$55
$42
$42
$42
Senior (65 – 79)
$41
$32
$32
$32
Young Adult (18-25)
$41
$32
$32
$32
Youth (12-17)
$31
$24
$24
$24
Child (Up to 11)
$23
$18
$18
NA
Family
Individual
Senior + (80 Plus)
Complimentary
Add-On-Memberships Individuals may “add-on” a membership to an existing membership. The most expensive membership is charged at 100% of the list price, additional memberships receive a 10% discount provided there is a single payer. As an example, an adult could “add-on” a youth by paying $55 + $27.90 ($31 less 10%). Corporate Groups 1. Corporate Groups – where the company is directly engaged in providing a subsidy Company provides a minimum of 20% subsidy. This can be done in any form. Company provides Elevation Place access for promotion. Elevation place also provides a 20% discount on membership dues. 2. Employee or Association Groups Company provides Elevation Place access for promotion. 10% discount on membership dues. December 2012 Commitee of the Whole 2013.02.12 at 1 p.m.
Page 11 Page 54 of 100
Elevation Place Business Plan Financial Assistance The town provides financial assistance through a Recreation Fee Assistance Program. Policies The following key membership policies form the foundation for the Membership offering. Membership Agreement Join as a member for an initial period of one year and pay monthly or annually. (There is no discount for paying annually). Payment is perpetual thereafter and continues until the member provides written cancellation notice based on the cancellation policy. Term Membership (Individuals may purchase a term membership under the following conditions). Minimum length of term is one month. Maximum length of term is 6 months. The term membership rate will be the value of the monthly rate plus 50% Term memberships are non-refundable. Only one (1) Term Membership can be purchased per calendar year. Payment Options Monthly (mid-month) through pre authorized banking or credit card. In Full (all term memberships; optional for regular) – NO financial advantage to pay in full for regular memberships. Debit, credit card, or cheque. Freeze/Hold (Full Access Membership Category only) Minimum of 30 days; Maximum of 3 months Can only place membership on hold once per year Flexibility for medical or financial reasons on the maximum length Charged a “hold fee” of $15 per month. Cancellation – Initiated by the Member After the first year of membership, 30 days written notice is required. This would apply for any reason. Term memberships automatically terminate. Moving out of the community. Proof of a move outside of the community enables the member to terminate their membership in the first year by providing 30 days written notice. A medical condition deemed by a medical doctor that recommends activity be stopped. (This would require a signed doctor’s note). Termination – Imposed by Elevation Place If payment is not received based on A/R policy. Breach of rules or code of conduct may constitute termination.
December 2012 Commitee of the Whole 2013.02.12 at 1 p.m.
Page 12 Page 55 of 100
Elevation Place Business Plan
MODEL FOR GROWTH Membership Growth Plan Elevation Place has a 3 year growth plan for membership with a target to reach approximately 15% of permanent residents being members by the end of year 3. The membership growth targets include: PreOpening Forecast Number of Membership Units Go Beyond Splash Peak Fit Est. Number of Individuals % of Permanent Population
105 85 38 40 268 499 4.1%
2013 Forecast
2014 PROJ.
2015 PROJ.
196 181 128 91 596 1,114 9.0%
270 267 198 148 883 1,622 13.2%
306 319 234 172 1,031 1,847 15.0%
At peak membership of 15% of permanent residents, membership revenue will generate approximately $45,000 per month or $540,000 a year. Membership growth will require a commitment to investing in required promotion and sales activities. It is critical that a dedicated, structured sales plan be implemented to ensure achievement of membership results. See the Marketing and Sales Plan for details Focusing promotion and sales efforts in the area of membership and admissions growth is critical since virtually 100% of sales contribute to the bottom line net profit as there are no additional costs to the operation to service a membership or admission. Admissions/“Drop In� Growth Plan Admissions or Drop In participation and revenue is critical to achieving strong financial outcomes, since every dollar can go to covering fixed operating costs and has no incremental delivery costs associated with it. Residents Admissions from permanent residents who are not members are critical to achieving high levels of community engagement and accessibility. It is assumed that admissions from (non-member) Canmore residents will peak in the first year and see nominal growth thereafter. Admissions would increase if and when the number of residents increases. December 2012 Commitee of the Whole 2013.02.12 at 1 p.m.
Page 13 Page 56 of 100
Elevation Place Business Plan Visitors Admissions to Elevation Place, from visitors to Canmore, are anticipated to grow significantly from current levels (estimated to be approximately 2,000 a year) to as much as 14,000 visits by year 2. This is anticipated to generate close to $150,000 in revenue, with little to no incremental cost in delivery. Consistent promotional strategies to the tourist market will be key to success. To achieve 14,000 visits, 3% of all visitors to Canmore will need to be a “drop in” guest at Elevation Place. Key strategies required to achieve this dramatic increase in admissions includes: Partnerships with the hotel and hospitality industry achieved through strong marketing, relationship, and selling strategies. Bulk Pass purchasing strategies achieved through direct sales to hotels, business and tourism. Comprehensive promotion, advertising and communication plans, using a wide variety of mediums. Achieved through investment in marketing and communications and partnership development. It is critical that the town not take a “build it and they will come” approach, but instead, be extremely pro-active in reaching out and communicating with visitors to the community. Failure to support marketing, promotion, advertising and sales will result in budget targets being unachievable. Program Participation Growth Plan Historically, program participation has represented the bulk of revenue generation for the recreation department. It is still estimated to represent approximately 1/3rd of total revenue. Since, delivering programs have additional costs associated with them; an average of 50% of the revenue can be allocated against fixed costs of operating. For this reason, in the first 2 -3 years of operation, Elevation Place will focus its efforts on selling and retaining memberships and increasing admissions. Once membership and admissions (among residents) grows to ideal levels, the rate of participation in registered programs will grow from its current levels. New registered programs will also be added, especially in the climbing and fitness centres. Separating instructor costs from core staffing costs will allow for the sale of additional registered programs such as swim lessons without exceeding staffing budgets. When instructor costs are higher than budgeted it will mean that registered program revenue is also higher – exactly what the town should aim for it to be. Three year operating projections, target a minimum of 5% increase in registered program participation/ sales each year.
December 2012 Commitee of the Whole 2013.02.12 at 1 p.m.
Page 14 Page 57 of 100
Elevation Place Business Plan Other Services Growth Plan Other key revenue generating services include: Rentals (pool, climbing gym, plaza, rooms). Year one represents $170,000 and rentals are anticipated to grow by 5% per year. A strategy to increase rental sales should be developed in year one of the operation for roll out in year 2. Guest services and product sales (pro-shop, child minding, birthday parties etc.). Year one represents $86,000 in gross revenue and is anticipated to grow by 5% per year. There is direct delivery costs associated with service and product sales.
Key Success Factors Key success factors include: 1. Focus on Service In today’s world, any institution requires a strong Service philosophy, approach and fulfillment structure. The key ingredients that ensure great customer service on each and every participant/member/tourist visit include: Build a culture of exceptional customer service; Make operating and policy decisions first from the customer’s perspective; Ensure there is continuous customer service training for all staff; Recognize good customer service by staff; and, Measure Customer Service. 2. Take a Comprehensive Promotion and Sales Approach In order for an aquatics and recreation centre such as Elevation Place to achieve strong participation and user rates (even if their programs are low cost or free), requires a comprehensive promotion and communication strategy. In the case where an operation relies to any great extent on participant and user fees to achieve financial outcomes, then a dedicated and profession sales approach is required, including: Implement a multi-faceted promotion and advertising strategy. Define the program/product offerings; determine appropriate fee structures. Implement professional sales practices that would include: A formal Marketing & Sales Plan and dedicated Marketing & Sales Staff. Build strong partnerships with the hotel and hospitality industry to support efforts in achieving high usage patterns from this market segment. Increasing use by tourists is critical to success. Define or create unique events and program offerings – be innovative and creative. Build a strong Sales culture by incorporating a mix of people and processes that fosters an environment where sales and customer satisfaction are of primary importance. 3. Implement a Strong Member/User Engagement Strategy December 2012 Commitee of the Whole 2013.02.12 at 1 p.m.
Page 15 Page 58 of 100
Elevation Place Business Plan
Research shows that when you have strong member engagement, three key things happen with members/users: They stay as members longer – so renew year after year, this is especially so with families; They refer more friends to your facility and programs; and They spend more money on programs or other services. Some of the key ingredients of member engagement include: Involvement in and use of multiple programs and services Engaging conversations and connections with staff Providing great user experiences Being easy to do business with 4.
Clearly Defined Roles and Accountabilities Ensure that strategic oversight is designed to support the operation and professional staff. It is important for Council and prominent members of the community to be champions and advocates of the facility and the professional staff. Clarity in direction, objectives and measurables. Support – through non-interference, respect and trust for the professionals who are hired to manage the strategic and operating plan. Develop a framework that supports Accountability at all levels of Aquatic Centre operation. The individual or team that is accountable for results also needs to be given the appropriate degree of responsibility.
5. Professional Business Management In order to make an effective shift to a more business oriented model of operating a community centre, the operator needs to have the training, expertise and systems to operate in this manner. The shift to an Enterprise Model will in fact require a culture shift for recreation services in Canmore. 6. Have Patience The long term success of Elevation Place will not happen overnight or even in the first two years of operations. Be prepared for the financial outcomes to be slow to come. We will not make expedient or impulsive decisions to get a quick outcome that compromises the future.
December 2012 Commitee of the Whole 2013.02.12 at 1 p.m.
Page 16 Page 59 of 100
Elevation Place Business Plan
MARKETING AND SALES In order for a recreation centre to achieve strong membership participation and user rates (even if their programs are low cost or free), a comprehensive Marketing and Promotion strategy is required. In the case where an operation relies to any great extent on participant and user fees (this is the case with Elevation Place) to achieve financial outcomes, then a dedicated and professional sales approach is also needed. The plan would include the need to:
Implement a multi-faceted promotion and advertising strategy. Implement professional sales practices that would include: a formal Marketing & Sales Plan and dedicated Marketing & Sales Staff. Build strong partnerships with the hotel and hospitality industry to support efforts in achieving high usage patterns from this market segment. Increasing use by tourists is critical to success. Define or create unique events and program offerings – be innovative and creative. Build a strong Sales culture by incorporating a mix of people and processes that fosters an environment where sales and customer satisfaction are of primary importance.
Promotion and Advertising Traditional municipal recreation centres primarily utilize communication tools such as program guides (which are dense with information) to describe program offerings and registration procedures. A community centre operated as an enterprise with a membership offering, requires a commitment to the promotion and advertising side of marketing. Promotional Theme Both the pre-opening and annual advertising strategies will utilize a theme throughout the promotional period. The theme will assist in creating an identity/brand which will become recognizable within the market place and allow for repeated messaging to “blanket” the community. The pre-opening theme is:
Be Active; Be Well; Belong
The use of a promotion theme allows for the Elevation Place name and slogan (“there’s no place like it”) to be used as well. Post-opening themes will be required, at a minimum on an annual basis, especially in relation to membership and admissions sales.
December 2012 Commitee of the Whole 2013.02.12 at 1 p.m.
Page 17 Page 60 of 100
Elevation Place Business Plan Pre-Opening Membership Offer A special incentive to purchase membership should ONLY be used in the pre-opening phase. An offer is used because: We are asking people to join/commit before they can see/touch/feel and that they are paying money in advance of being able to use; We want as many people as possible to join and be members before actual opening; and, The idea of membership at the recreation centre will be new to the community. The pre-opening membership offer will be a: Program Credit valued at 2 times the value of the monthly dues commitment. It is only available on regular memberships (initial term of 12 months). This would be a “virtual” program credit, identified on the membership agreement and placed on the member’s electronic file. Program Credit Use Rules: Must be a current/active member to use the credit, and not in arrears on membership dues. Therefore if a member cancels their membership, the program credit becomes invalid. Can be used to purchase registered programs such as swim lessons, climbing courses etc. Cannot be used in conjunction with other offers Can start to use the program credit immediately for registered programs Must be used within 12 months of Elevation Place opening Cannot be used to pay for membership dues, except if paying in full for 12 months There is no cash value surrender for the program credit Advertising Mediums A wide range of advertising and promotion mediums should be used both pre and post opening including:
Town of Canmore website – should include: o A theme of “banners” o A stronger presence for Elevation Place with a Membership “page” Local Newspaper Local Radio/TV – as part of PR strategy Mail outs to local community Hallway banners Program Guide – a full page membership add is recommended
It is recommended that all advertising activities focus on a single message, speak to emotions, use fewer words and more images and always have a “call to action”.
December 2012 Commitee of the Whole 2013.02.12 at 1 p.m.
Page 18 Page 61 of 100
Elevation Place Business Plan Tools/Systems and Training It is important for Elevation Place to have the necessary tools/systems and training to provide guidance and direction to the operation and staff in order to achieve desired sales and participation outcomes. The following tools and systems will be utilized:
Membership Sales training focused on building strong relationships; delivering great service and experiences (including how to give a great tour); and techniques on asking for and closing the sale. Both pre-opening and on-going training is anticipated. Relationship Management tools including membership enquiry forms (to capture interest and demographic information); features, benefits and unique features of Elevation Place (to be able to answer any question and explain membership/service value); membership and price presentation flyers; and follow-up materials (for both sales and non sales). Membership Sales Tracking tools which will allow for understanding which promotional mediums are effective; demographics of members; sales rate by sector (geographic, corporate, associations etc.); sales closure rates, etc. Sales Management systems to allow the Customer Experience Supervisor and the Recreation Manager to monitor sales results on a daily/weekly basis and make adjustments as required to achieve desired outcomes.
Corporate, Group and Bulk Buying As part of the marketing and sales strategy a specific approach to corporate, group and bulk buying will be implemented. Corporate membership is outlined above. Group and Bulk “Pass” buying will be focused on hospitality and event “agencies” purchasing for either re-sale or as part of a package of services they sell such as a room and play package.
December 2012 Commitee of the Whole 2013.02.12 at 1 p.m.
Page 19 Page 62 of 100
Elevation Place Business Plan
THE ORGANIZATION Governance Model Elevation Place will adopt a governance model which is designed to support the operation and professional staff. That is, the governance model needs to provide for: Clarity in direction, objectives and measurables. Support through the provision of tools and resources, and with respect and trust for the professionals who are hired to manage the strategic and operating plan. Accountability at all levels of the operation. The individual or team that is accountable for results also needs to be given the appropriate degree of responsibility. Governance and oversight will be provided through a Strategic Advisory Board; Community Advisory Committees and the professional staff from the Town. All budgets, business plans and policies and procedures will be approved by Council. Each of these groups will have clearly defined roles and accountabilities and be guided by terms of reference and relationship guidelines. Strategic Advisory Board The advisory board will include individuals from town council and appointed business leaders from the community. The board’s primary function is one of clarity and support and: Will be focused on strategy and high level decision making (based on the recommendations from the professional management team); and, not on operating. Is designed to support the operation and professional staff, through providing: Clarity in direction, objectives and measurables. Support through non-interference, and by ensuring that key tools and resources necessary to achieve desired outcomes are available to the operating team. Respect and trust for the professional operating team. The Strategic Advisory Board would include representation from the following: TOC Councillor
TOC Administration
Climbing
Aquatics
Library
Arts
Business
Tourism
Elite Athlete
Community At Large
December 2012 Commitee of the Whole 2013.02.12 at 1 p.m.
Page 20 Page 63 of 100
Elevation Place Business Plan Community Advisory Committees An advisory committee will be developed for the climbing centre and as needed for aquatics and recreation services. The primary function of the advisory committees is to provide feedback, programming suggestions and volunteer support to special events and activities. This group should also be able to connect the professional staff with community resources and groups they are involved with. Advisory committees will assist the professional operating team in staying current with community need, interest and ideas. Joint Use Committee Key professional staff/positions within Elevation Place will sit as part of the Joint Use (or operating) committee. This team would include:
Manager of Recreation
Facilities Supervisor/Manager
Aquatics Supervisor
Recreation Supervisor
Climbing Supervisor
Customer Experience Supervisor
Library Director
Canmore Art Guild (CAG) Representative
Good Earth Cafe
The key oversight role for this committee will be the Manager of Recreation who reports to the General Manager of Municipal Services.
Elevation Place/Recreation Services Staff Team The Management Team (above) will work with a staff team consisting of: Administration: 0.50 FTE Aquatics and Recreation: 11 FTE (includes all aquatics management, lifeguards – 8 FTE, and recreation programmers). Note: Provincial safety and pool operating standards sets requirements for number of lifeguards during operating hours) and may need to be adjusted following an aquatics audit. Guest Services: 6.5 FTE (Customer Service Agents) Climbing Centre: 2.86 FTE
December 2012 Commitee of the Whole 2013.02.12 at 1 p.m.
Page 21 Page 64 of 100
Elevation Place Business Plan
The core staffing described above is needed to provide appropriate levels of facility and program supervision during all hours of operation (106 hours per week) including:
Elevation Place Building Customer Experience/Reception Aquatics Centre Climbing Centre Fitness Centre
Monday - Friday 6:00am – 10:00pm 6:00am – 10:00pm 6:00am – 10:00pm 10:00am – 10:00pm 6:00am – 10:00pm
Saturday and Sunday 8:00am – 9:00pm 8:00am – 9:00pm 8:00am – 9:00pm 9:00am – 9:00pm 8:00am – 9:00pm
Core Operating Systems and Processes In order to achieve operating and financial objectives as well as implement an Enterprise model (business approach with a community conscience), Elevation Place will need to modify some existing processes or add new systems. Core changes or additions will include the following: Enhanced Customer Service and Participant Engagement will require: Affirm customer service is a top priority throughout the entire Towns’ organization by ‘leading by example’ from senior administration to front line employees. Develop and implement a sustainable customer service training plan to address key standards and servicing difficult/upset customers; Implement systems and technologies to alleviate the frustrations of staff and customers. i.e. the new phone system and upgraded web services, etc. Development of service standards for each department activity. For example, what are the service standards for delivering a “belaying certification” course in the climbing centre; Investigate the feasibility of integrated services available at all Municipal facilities. i.e. program registration, facility bookings and payments, dog licensing. Implement a system wide notification guideline for any known emergencies or issues in operations to provide all staff with immediate and accurate information to provide to the public. Develop and communicate corporate customer service standards to create a consist service December 2012 Commitee of the Whole 2013.02.12 at 1 p.m.
Page 22 Page 65 of 100
Elevation Place Business Plan
levels across the corporation. ( i.e. Telephone / Email guideline regarding voicemails and emails protocol, etc.) Implement a program to recognize and encourage employees who exceed the customer’s expectations. Review staffing levels, identify position requirements and determine what is required to deliver customer service that goes beyond expectations. Develop a system by which to measure our customer service performance. Deploy information management software and web based applications to receive, track and respond to internal and external customers. Invest resources toward the website redevelopment project. Invest resources in content management for all web services. Provide child-minding services for more hours at peak times of the day. Provide two options for towel sales, one for a more economical cost and a higher quality product with a logo for a higher cost. Develop and implement a uniform guideline to ensure staff is easily recognizable within the facility. Implementing a member and guest satisfaction measurement tool; and, Implementation of a member retention strategy.
Membership Systems needed to support the Membership Structure as outlined above include: Changes to CLASS (the operating database) to include a more robust membership module and tracking/reporting capabilities; Integration of CLASS with the security system to support membership tiers and access (in progress) Processes for administrating membership policies such as freezes and early cancellation; and, Linking the security (swipe card) system to CLASS to allow for the collection and analysis of participation statistics. Membership Promotion and Sales requires the implementation of NEW processes including: Shifting from a communication approach in marketing to a promotional and “call to action” approach; and, Adding professional sales processes which allow for stronger sales outcomes and analysis. Financial Planning and Reporting process include: Budgeting and reporting processes which allow for more formal business analysis of various departments; Accounting processes which provide enhanced management information so that the operation clearly understands where revenue comes from and how expenses can be managed; Procedures for administrating auto membership dues collection: and, Improved processes for best practice and audit control. The process for Communication with and Reporting to Town Council will also change as identified and will focus on approval of policy changes and regular financial and strategy updates.
December 2012 Commitee of the Whole 2013.02.12 at 1 p.m.
Page 23 Page 66 of 100
Elevation Place Business Plan Creating a Service Culture Creating a strong and sustainable service culture is critical to the long-term success of Elevation Place. Our Vision: Elevation Place customers experience our programs and services as exceptional. We do this by Managing the Customer Experience. An exceptional service culture doesn’t just happen, it must be created. Elevation Place will create and support its service culture by: 1. Developing service standards in key areas such as: a. Interpersonal Skills b. Professional Conduct c. Program Delivery d. Customer Feedback e. Complaint Management f. Recovery Management g. Service Measurement h. Communication 2. Providing service training – not just once, but on an on-going basis. Training will include: a. Service Standards b. Member Engagement c. Managing Customer Complaints d. Handling Difficult Customers 3. Recognizing superior service delivery 4. Measuring service outcomes 5. Creating a fulfillment structure which provides the resources and support to achieve our service vision
December 2012 Commitee of the Whole 2013.02.12 at 1 p.m.
Page 24 Page 67 of 100
Elevation Place Business Plan
FINANCIAL FORECASTS 3 Year Financial Forecast Pre
2013
2014
2015
Opening
Forecast
PROJ.
PROJ.
105
196
270
306
Aquatics
85
181
267
319
Climbing
38
128
198
234
Fitness
40
91
148
172
268
596
883
1,031
Est. Number of Individuals
499
1,114
1,622
1,847
% of Permanent Population
4.1%
9.0%
13.2%
15.0%
REVENUES Number of Membership Units Full
Membership Revenues Full Access
120,172
179,541
214,677
Aquatics
62,225
102,924
132,443
Climbing
35,353
71,853
87,953
Fitness
33,512
62,749
251,263
417,067
240,000
81,462
% Change
66%
516,535
24%
252,000
5%
264,600
5%
25,000
26,250
5%
27,563
5%
Rentals & Leases
171,849
180,441
5%
189,464
5%
Programs & Services Revenues
434,415
477,857
10%
525,642
10%
Guest Service and Product Sales
86,202
90,512
5%
95,038
5%
957,466
1,027,060
7%
1,102,306
7%
1,208,729
1,444,127
19%
1,618,841
12%
3%
1,763,747
3%
Admissions/Drop In Bulk Pass Sales
TOTAL REVENUES
% Change
EXPENSES - DIRECT PROGRAM OPERATING (NOT INCLUDING FACILITY OPERATING COSTS) Staffing Core Salaries & Benefits
1,662,501
1,712,376
Aquatics
75,516
79,292
83,256
Climbing Specialty
42,456
44,579
46,808
116,130
127,743
140,517
Adult Recreational
58,007
60,908
63,953
Sub-total: Staffing
1,954,610
2,024,897
2,098,281
Children’s Recreational
December 2012 Commitee of the Whole 2013.02.12 at 1 p.m.
Page 25 Page 68 of 100
Elevation Place Business Plan
Program & Administration Aquatics
52,450
53,499
Climbing Centre
29,900
30,498
31,108
Guest Services
79,295
80,881
82,499
Adult Recreational
38,460
39,229
40,014
Children’s Recreational
58,230
59,395
60,582
258,335
263,502
268,772
TOTAL DIRECT OPERATING COSTS
2,212,945
2,288,399
2,367,053
Program Operating PROFIT (LOSS)
-1,004,216
-844,272
-748,212
55%
63%
68%
Salaries & benefits
418,968
431,538
3%
444,484
3%
Utilities
144,000
146,880
2%
149,818
2%
Repairs & Maintenance
223,500
227,970
2%
232,529
2%
Supplies & Materials
107,430
109,579
2%
111,770
2%
893,898
915,966
938,601
3,106,843
3,204,365
3,305,654
-1,898,115
-1,760,238
-1,686,813
39%
45%
49%
Sub-total: Program & Admin.
COST RECOVERY
2%
54,569
2%
EXPENSES - FACILITIES
Total EP Operating Expenses Elevation Place Operating PROFIT/LOSS COST RECOVERY
Future Budget and Reporting Formats In order to support the implementation of an Enterprise model and a culture shift to focus on revenue generation through a strong sales strategy, budgeting and financial reporting will change to allow for: 1. Focusing on driving revenue (while managing expenses) to achieve a desired financial outcome, instead of the traditional model of focusing on cost management. 2. Budgeting based on estimating membership and program/service participation rates, which can then be compared to actual results (including by specific demographics). This will allow the operation to determine its sales/participation reach rate and support the development of future business and financial plans. In order to achieve revenue projections the operation needs to focus on sales by program/ service and within the various market segments, on a monthly basis. The management team
December 2012 Commitee of the Whole 2013.02.12 at 1 p.m.
Page 26 Page 69 of 100
Elevation Place Business Plan can achieve the greatest outcomes by managing not the total revenue requirement, but line by line individual purchases. 3. Staffing costs related directly to the delivery of a registered (fee for service) program allocated in a separate and distinct line outside of core operating salaries and wages. This allows for: Evaluating costs against revenue, to ensure we are reaching profitability (cost recovery) targets on each service/program. Selling additional programs or services (a good thing) without compromising the core/base staffing costs. In the past, staying within total staffing budgets meant that additional programs could not be sold. 4. Reporting direct fixed operating costs – costs that exist no matter what revenue is generated – separate from variable costs. This will assist in understanding incremental costs associated with operating decisions (such as remaining open longer).
Operational Management The day to day operation of programs, services and membership will be managed by a professional team. This team will have responsibility and accountability for operational planning, decision making, monitoring and reporting. They fill their various roles being guided by 1) the strategic vision set by the advisory board; 2) a 3 year strategic plan which they have participated in developing; 3) the approved detailed annual operating plan; and are supported in their activities by the governance teams outlined above. This professional management/operating team will be enabled through: A Strategic Plan, developed in collaboration between the on-site professional team; the town’s management over site team; and approved by the strategy/governance group;
Supportive tools, resources and operational policies; and,
A Performance Management strategy which holds individuals and departments accountable for achieving desired outcomes
The team lead for Elevation Place will be the Manager of Recreation Services who will report to the General Manager, Municipal Services, who reports to the CAO. The Manager of Recreation Services will lead a team of Supervisors for Customer/Guest Experience; Climbing; Aquatics and Recreation.
December 2012 Commitee of the Whole 2013.02.12 at 1 p.m.
Page 27 Page 70 of 100
Elevation Place Business Plan
Key support roles from the town include the Marketing & Sales Coordinator; Manager of Facilities; Manager of Human Resources; and, Manager of Financial Services. Since these support roles are in 4 different departments, key oversight will come from the Chief Administrative Officer (CAO) who will include the General Manager of Municipal Services in all key discussions/decisions.
December 2012 Commitee of the Whole 2013.02.12 at 1 p.m.
Page 28 Page 71 of 100
Elevation Place Business Plan
SPONSORSHIP STRATEGY In December of 2011 a six month process to develop a sponsorship strategy was under taken. As part of the strategy development consultants created a value assessment of assets that are marketable to potential sponsors. A revised Sponsorship Policy was approved by council on November 6, 2012. Elevation Place delivers a majority of the value for sponsorship in three key areas of the facility (pool, climbing wall, and naming of the facility itself). However, our tenants (the Library and Canmore Art Guild) have been included in the inventory. Sponsorship Connections Team Sponsorships Connections have been engaged as our sponsorship consultants and will complete all outreach and negotiations activities. Sponsorship Connections staff will identify, prioritize and qualify prospective sponsors, conduct discovery sessions and custom design sponsorship proposals that will deliver return on investment (ROI) for sponsors with the goal to generate substantial revenue for Canmore. Sponsorship Connections will manage the sponsor relationship including the negotiation and closing of the sponsorships as well as creation of contracts for agreements. When approaching potential sponsors, Sponsorship Connections will “package” or “bundle” assets in Elevation Place to meet the needs and key outcomes for potential sponsors. The Town of Canmore will need to fulfill all aspects of the sponsorship agreements. This includes but is not limited to advertising and promotion inclusion, reputation management of our facility, on-site signage, access to mailing lists, website presence, and hosting or hospitality rights and tickets. All revenues generated from these sponsorship agreements will be invoiced by and paid directly to the Town of Canmore. Some current third-party sponsorship practices will need to change as a result of the Town seeking sponsors for the facility. For example, the competitive swim clubs currently utilize the pool wall to advertise some of their sponsors. This practice will not fit with the Town’s objectives however, new and different opportunities will exist to allow our user groups to continue to work with sponsors to support their programs. Revenue Potential The research report has identified just under $662,000 worth of available inventory for sale within Elevation Place on an annual basis. However no facility sells 100% of their available assets. The estimate from the consultants is that about 55% of that valued inventory could be sold within three years if packaged and presented correctly. This would result in approximately $364,000 in gross annual renewable revenue. Costs associated with obtaining the sponsorship contracts could cost up to 35% of this gross revenue. To date $90,000 has been spent to create the Sponsorship Valuation Report. Working with Sponsorship Connections costs $4,000/month for an initial retainer against commission on the first $192,000 of sponsorship revenue generated. In addition there are applicable travel and accommodation costs. It should be noted that the average timeline for securing sponsorship, from prospect to signed deal, is 1822 months in Canada. December 2012 Commitee of the Whole 2013.02.12 at 1 p.m.
Page 29 Page 72 of 100
Elevation Place Business Plan
PARTNERS Community Partnerships An approach to driving revenue is to develop partnerships with groups, organizations, or companies that share interest in the same market and/or outcomes of Elevation Place. A database of these potential partners has been developed and initial meetings have begun to present general information on Elevation Place and discuss possible partnership ideas. A summary of the strategies for working with partners is provided below. Canmore Hotel and Lodging Association (35 business members) Net rates for daily admission Ads in hotel and lodging rooms and relevant publications Incentive program for front line staff to encourage and reward referrals Hospitality days and tours for front line staff Team building and group programming for staff Corporate and/or group memberships Sponsorship Facility rentals Canmore Businesses (over 600 listings through the TOC Business Directory) Corporate and/or group memberships Sponsorship Promotional packages Events Facility rentals Bow Valley Sport Organizations Group rates for daily admissions Group memberships Group programming Facility rentals Bow Valley School Divisions (Canadian Rockies Public Schools, Our Lady of the Snows Catholic Academy Ecole Notre-Dame des Monts, Morley Community School) Group rates for daily admission Corporate and/or group memberships Group programming Facility rentals Transportation
December 2012 Commitee of the Whole 2013.02.12 at 1 p.m.
Page 30 Page 73 of 100
Elevation Place Business Plan Day Care and After School Program Providers (Canmore Community Day Care Society, Mountain Munchkins Day Care, ENVOL) Joint programming Group rates for daily admission Corporate and/or group memberships Group programming Facility rentals Bow Valley Primary Care Network (Partnership between more than thirty family doctors in the Bow Valley, Alberta Health & Wellness, and Alberta Health Services) Joint programming Corporate and/group memberships Individual memberships BOWDA (Over 130 members comprised of builders, developers, local municipalities, consultants, and supporting businesses) Corporate and/or group memberships Volunteers for Tour Ambassador Program Sponsorship Canmore Business and Tourism Marketing Corporate and/or group memberships Partnerships to promote Town and Elevation Place Event Development
December 2012 Commitee of the Whole 2013.02.12 at 1 p.m.
Page 31 Page 74 of 100
Elevation Place Business Plan
MEMBER AND PARTICIPANT ENGAGEMENT Individuals are more likely to participate in programs and services at Elevation Place if the programs/services are engaging; meet personal needs; provide social interaction and are promoted to capture attention that speaks to both the experience they seek and the benefits of participation. Elevation place will achieve participation levels in membership and programs above the norm, when we systematically design, promote and deliver engaging programs that keep them “coming back”. Our engagement strategy will include: 1)
Understanding Community Need and Interest Recreation staff will engage in a variety of activities to learn as much as we can about members and participants. We will do this by: Meeting and planning with the advisory board and committees Personal interaction with members and participants Seeking feedback on a regular basis through surveys, comment cards and focus groups Monitoring and tracking participation and satisfaction
2)
Design and Deliver Engaging, Memorable, Fun, Educational Programs We will deliver a wide range of programs including: Individual activity programs; Group based programs including regular updating of the schedule and addition of new offerings occurs. Education – through special training courses); workshops and events. Adherence and Motivation programs which encourage, recognize and reward participation in programs and services at Elevation Place. Special Events, Challenges and Community/Charitable activities.
3)
Implementing a strong Promotion and Communication strategy Communications and promotions which, will attract attention, in a variety of creative formats: newsletters, posters, teaser announcements, on-line, social media etc. Creating a vibrant social media and on-line presence as both a source of information about recreation, fitness and wellness; and, a place where community members can connect with all things “active living” in Canmore.
4)
Friendly, Qualified and Customer Focused Staff We know that the most important operating tool we have are our people. The best program design, communication and management systems are all dependent on the individuals who actually deliver on them. Hiring, training and performance management processes all contribute to a high level of membership, client and staff satisfaction.
December 2012 Commitee of the Whole 2013.02.12 at 1 p.m.
Page 32 Page 75 of 100
Elevation Place Business Plan
METRICS Elevation Place will measure its progress and success against its Long Term Goals using a variety of quantitative and qualitative data and metrics including (but not limited to): Service Focus: Be recognized as providing exceptional customer service within a community recreation centre. Measures include: Member and guest satisfaction surveys Participant feedback and comments Member engagement surveys Member and program participant retention Program Excellence: Be recognized as a leader in aquatics and (indoor) climbing programming/ operations in Alberta. Measures include: Rates of program participation Ability to attract high caliber events Participant satisfaction surveys Repeat program participation Best Practice audits Engaged Community: Achieve strong membership and participation results among residents in Canmore and surrounding communities. Measures include: Membership, visit and program statistics, including growth patterns Purchasing patterns (average spend per membership/user; number purchasing beyond membership) Use of multiple programs or services Member/Participant engagement survey Effective Operations: Achieve financial stability and growth as defined in the financial operating plan. Measures include: Financial results compared to plan Profitability of key programs/services Cost recovery results Leadership Development: Create an environment which supports innovation, superior product value and outstanding staff performance. Measures include: Employee engagement survey Employee retention
December 2012 Commitee of the Whole 2013.02.12 at 1 p.m.
Page 33 Page 76 of 100
Elevation Place Business Plan Appendix A
SUSTAINABILITY The Town of Canmore committed that all new facilities in excess of 500m2 would meet or exceed the LEED Silver rating. The following describes some of the sustainability highlights: Sustainable Sites
Dedicated parking spaces available for carpooling are located close to the entrance. In order to “reward” patrons that choose to car pool, 6-8 stalls will be dedicated in the parking area to vehicles carpooling. An electric car charging station will also be available in the parking lot.
The design of the facility provides ample open space in the form of natural landscaping and public outdoor plaza. Over 1/3 of the overall site is open space landscaping and plaza.
All storm water generated on site will be managed on site. Storm water will infiltrate into extensive landscaping and bioswales, which serve as filters capturing the fluids/contaminants that are often released by cars (salts, hydrocarbons, metals
Man-made places typically retain heat, especially darker surfaces such as asphalt. In order to mitigate this, the roof of Elevation Place is finished with a light coloured roofing material which both reduces the absorption of heat and reflects sunlight, thereby minimizing the urban heat island effect.
Outdoor light fixtures on Elevation Place were selected to reduce light pollution and preserve our dark sky.
The site is linked to local and regional trail systems to reduce the number of vehicles travelling to and from the facility. 32 bike parking spaces will be provided on site.
Water efficiency
The building will reduce water consumption by 69% compared to the typical consumption of a regular building. Pool water reuse will facilitate the majority of this savings – spent water from the pool (up to 37,000 litres weekly) will be stored in a cistern in the building and reused for flushing toilets and urinals. This innovative design feature not only reuses the pool discharge water, but eliminates the treatment and consumption of potable water for flushing.
Additionally, all the fixtures in the building will be low flow.
In order to encourage guest use of refillable water bottles, Elevation Place boasts five water fountain/water bottle filling stations. Bottle refilling stations are provided to guests at no charge. In addition, vendors in Elevation Place will not sell bottled water.
Energy The building is designed to reduce energy consumption by a minimum 40% compared to the typical consumption of a regular, non-LEED built building. This will be achieved in a number of ways, through the use of:
30 solar panels to pre-heat hot water,
December 2012 Commitee of the Whole 2013.02.12 at 1 p.m.
Page 34 Page 77 of 100
Elevation Place Business Plan
high efficiency boilers,
radiant floor heating which is more efficient than space heating,
occupancy sensors in every room,
a heat recovery system to capture waste heat, and
ground source cooling to cool the building rather than a traditional air conditioning system. This takes advantage of the naturally cool ground water in the area. This also eliminates having to use toxic refrigerants.
The building will also reduce its energy consumption and associated GHG emissions through the direct purchase of green power – 35% (and possibly as high as 60%) of the building’s electricity will be purchased as green power through an EcoLogo certified green energy provider. Materials and resources Once operational, Elevation Place will provide opportunities for waste diversion and recycling throughout the building. Recyclable material collected will include refundable beverage containers, paper, cardboard, plastic, metal and glass. Indoor environmental quality A number of initiatives ensure high indoor air quality in Elevation Place:
Implementation of an Indoor Air Quality Management Plan during construction where material and ductwork were covered to minimize dust accumulation and indoor spaces were swept every day to ensure airborne dust and pollutants are minimized.
Low VOC emitting finishes were used throughout the interior of the building including the adhesives, sealants, paints, and cabinetry. This provides a healthier work environment for the construction crew, but ongoing, also ensures a healthy interior space for Elevation Place staff and guests.
Landscaping The site is landscaped with native species, ensuring they are drought tolerant and eliminating the need for irrigation. Landscaped islands throughout the site provide critical storm water retention, create nodes of natural areas for guests to enjoy, and reduce the urban heat island effect of the site. Innovation The ongoing operation of Elevation Place will also include a Green Housekeeping Program to ensure a continued healthy work environment for staff and guests. The Green Housekeeping Program includes the use of sustainable cleaning products and also includes staff training in green cleaning techniques and products. Information will be available on an ongoing basis in the way of pamphlets and panels in the building and through a unique Ambassador Program. Local Elevation Place ambassadors will share the LEED features of the building with visitors. December 2012 Commitee of the Whole 2013.02.12 at 1 p.m.
Page 35 Page 78 of 100