HomeMy Public PortalAbout02-08-05 - KB Community Center Operations ReportBallard*King and Associates
Key Biscayne Community Center
Operations Audit
Ken Ballard of Ballard*King and Associates conducted a brief operations audit of the
Key Biscayne Community Center during a site visit on December 6th 7thand 8th 2004.
The following is a summary of the audit findings.
General Findings:
In general for the center being open only a couple of months, it is operating well despite
some early problems. The first few months of any new center are always difficult with
great expectations from the public and a new building with staff that are still becoming
familiar with the facility. The key for the first 3 to 6 months is to establish clear
operations policies and procedures and provide a facility that is safe and inviting to the
public. It is important not to make too many changes too quickly as many of the
perceived issues will likely be straightened out on their own in reasonably short time.
It appears that the use and revenue projections are already being exceeded and the public
is generally happy with the facility and its offerings. However, there is a need to
determine specific priorities where improvements need to be made during the first 3 to 6
months of operation.
Priorities:
The following should be the top priorities for the center for the next 3 months.
1. Security/Access — Currently the center has too many entrances and exits that are
either not alarmed or not adequately monitored. This results in the center staff not
having any real knowledge of who is coming or going in the building. It will be
critical that the center improve its control of the access points to the center and
that all users are funneled to the front desk before actually using the center.
Update: Panic control hardware has been installed on several door within the
community center. A different type of unit is to be installed on the store front
door in the coming weeks.
2. Safety — More than anything else a facility must be safe to attract and keep its
users. Safety begins with strong monitoring of the facility and its occupants. In
order for this to happen the installation of video surveillance cameras in the center
is essential, especially in the garage area.
Update: Skyline Management and Village Staff met with Pro -Tech Security
Systems who installed the original security hardware in the Community Center.
They toured the facility and estimated that it would cost approximately $17, 500
to place security cameras in each area of the Community Center including the
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Garage. Currently there are thirteen cameras in the facility. The security
cameras currently monitor the following areas: main entrance (outside), west
entrance (off Fernwood), elevator at the lobby, west stair well first floor, west
stairwell second floor, pool, locker area between the interior first floor
bathrooms, south exit (McIntyre St.), north stairwell on the second floor,
bathroom corridor on the second floor, North stairwell exit, Elevator in the
garage, and the entrance to the garage. The Village is proceeding with the
purchase of the additional camera's.
3. Customer Service — One of the greatest areas of concern is with the current level
of customer service at the center. The existing level of service is not what it
should be and an active training program to improve customer service needs to be
implemented immediately. The priority should be with the front desk staff and
should emphasize recognition and greeting of users and members. A long term
customer service training program needs to be developed with monthly staff
training opportunities.
Update: Since Mr. Ballard's visit all of the Community Center Staff have
attended customer service training provided by the Ritz Carlton. A new uniform
policy adapted from the Ritz training has been implemented. The Community
Center management has made monitoring the service provided to residents a
priority. Staffing changes have been made where deficiencies were identified A
continuing education program is being developed.
4. Financial — The center needs to ensure that it is meeting its financial goals. In
order for this to be accomplished it will he important to make sure that all users
are fee paying members of the facility and are eligible (residency audit) for use of
the center. Besides controlling access and the payment of fees, tracking use of the
center, and monthly expenses and revenues will he important for monitoring
actual numbers vs. budget projections. The Class software system must be
utilized to its full potential to adequately track such numbers.
Update: A financial analysis of the Community Center was conducted on January
13, 2004. Please find the attached results.
Other Concerns:
• Staffing — There has been considerable discussion regarding the current as well as
future staffing needs of the center. While the facility has seen times when it
appears that it is understaffed, for the most part the current staffing levels of part-
time staff should be adequate for the near term. With the recent changes in the
full-time staff much more pressure will be put on the existing staff to operate the
center on a daily basis. With the Recreation Director taking on the role of facility
manager, it will be necessary to hire a full-time Fitness Coordinator to handle
both fitness and other sports programming. It is not recommended that an
Assistant Director be hired as more help is needed at the coordinator level. After
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the first six months of operation an evaluation should be made regarding the need
to hire another Facility Manager. There is real concern if the Recreation Director
can adequately handle the workload of being both the director and facility
manager at the same time.
Update: The Village Manager has assigned the Assistant to the Village Manager
to the position of Community Center Manager. This will provide the opportunity
to operate the Community Center for several months while the needs of the
Community Center can he evaluated
Other staffing issues:
o Clear, well defined job descriptions and center responsibilities need to be
developed for each full-time and part-time position. From this a detailed
organizational chart should be developed. (completed)
o One master schedule for all staff in the building needs to be established
that indicates who should be working in the building at any given time.
This master schedule should be prominently located at the front counter
and at other key locations in the center so all staff knows who is to be
working. (completed)
o No full-time staff should be teaching classes on anything more than an
emergency basis. (completed)
o A computerized time clock system should be introduced that also allows
for e-mail communications with each staff member. (being researched)
o Staff monitoring and formal evaluations need to be done on at least an
every 6 month basis. (scheduled for May)
o All staff should be cross -trained to handle a variety of jobs, especially the
part-time staff. (currently being implemented)
o Local school calendars need to be reviewed to determine when there will
be holidays or other days off that will require a higher level of staffing in
the building. (completed)
o All staff members should have to wear a name tag and follow a basic
uniform standard. (completed)
• Maintenance — Developing an in depth maintenance plan for the center should be
completed within the first 18 months of operation. This plan should outline daily,
monthly, quarterly, semi-annual and annual maintenance tasks for all areas of the
building. This plan should also include preventative maintenance functions as
well as on -going tasks. In addition to developing the task plan, maintenance and
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custodial check lists as well as detailed personnel responsibilities also must be
established. (currently being completed)
Other maintenance issues:
o A specific maintenance and cleaning plan for the indoor playground needs
to be established. (completed)
o The light colors in the building will make cleaning and long term
maintenance even more critical. (noted)
o A building walk through should be completed each week with a member
of the contract custodial/maintenance firm. The walk through should
identify areas of concern and specific tasks that need to be completed.
• Programming — Currently the level of general program is more than adequate for
a center that has only been open for a fcw months. Most program areas have at
least basic offerings and this should be adequate for the next several months.
More enhanced programs (higher level and experience) should be offered in the 3
to 6 month time period and specialized and contract programs should be offered
in the 6 month to 12 month time period. Other programming issues:
o A drop -in babysitting program needs to instituted in the next 3 months.
(under development)
o Any contract programs should pay the center at minimum of 30% of all
revenues. (in place)
o The focus for basic programs needs to be on expanding more youth
activities (especially non -sports programming).
o The number of special events that the department is responsible for
conducting needs to be limited and more time and resources allocated to
on -going programming. (noted)
o Specific policies regarding personal trainers, private swim instructors, and
other specialized program providers must be established. There should be
a requirement that all outside program and service providers pay a
substantial fee to the center for the right to use the center for their personal
gain (as an example at least 25% to 30% of their fee should go to the
center). ( Currently being developed)
o A master program and building use schedule must be developed and
posted on a daily basis so all staff knows what is happening in the building
on a given day. (completed via class software)
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o Establishing a strong rental program should not be a priority for the first
six months of operation. Eventually a rental program needs to be put in
place that promotes the use of the center on weekends and for specific
events and activities that would use the multi -purpose rooms upstairs. No
on -going, long term rentals to groups or organizations should be permitted
until after one full year of operation. (in development)
o Senior programming is struggling in large part due to the fact that senior
services had to be suspended for many months. A strong effort to expose
seniors to the building and its specific programs must be a priority. (The
senior programming has experienced a dramatic increase over the past
three months)
o Programming must be balanced with the demand for drop -in use of the
center to protect revenues from membership sales. (noted)
• Policies and Procedures — The center has a well defined policies and procedures
manual in place but there should be the following additions:
o A very definitive code of conduct should be written to cover both adults
and youth. The code should clearly identify the punishment for certain
violations. (to be completed)
o During the second year of operation a formal operations manual needs to
be developed that identifies operations standards and expectations. (to be
completed)
o Specific priorities of use for each space in the building should be
developed to guide decision making for the variety of demands for use of
the facility. (to be completed)
• Marketing — The center does not have a formal marketing plan for the center and
this will need to be accomplished during the second year of operation. However
in the interim several marketing efforts need to be started. These include:
o All flyers, information sheets and other printed public information should
include the center logo in a consistent location on the page. (will be
implemented with all future media items)
o A formal, glossy finish, membership packet should be developed that can
be given to prospective members. This packet should outline all of the
components of the facility and the programs and services that are offered
as well as the fees for use. (in development)
o Specific tools designed to communicate with the members and general
public need to be developed. A newsletter is a great method to provide
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information to the public but they can be very time consuming to produce.
Being able to e-mail concerns and issues should be promoted and all
members e --mail addresses should be obtained. A "frequently asked
questions" flyer should be developed. (An e-mail was sent to all members,
and a "frequently asked questions " flyer will be developed)
o An incentive program to have members scan their cards each day of use
should be developed. (researching possibilities)
o The center itself should attempt to "brand itself' by developing a
distinctive identity in the community.
o Three program brochures (winter/spring, summer and fall) should be
printed each year and the covers should have a glossy color finish. (The
second issue is in development)
• Building Issues/Improvements - Despite the fact that the center has just opened
there are a number of building issues that need to be addressed. These include:
o Pool — Establish slow, medium and fast lanes for lap swimming. Covers
should be placed over the starting blocks when they are not in use by swim
teams. The general public should not be permitted to use the blocks. (The
starting blocks are going to be removed and stored until they are needed.
The cover for the sleeves have been ordered)
o Fitness room — A workout records station needs to be provided and a
weight room attendant station should be located next to the records area.
The rubber flooring needs to be run up the wall at least 18" to prevent the
walls from being destroyed by free weight plates. (A filing cabinet has
been ordered, and prices for the rubber matting are being accepted)
o Gym — All the control apparatus and scoreboards need to have covers or
cages to protect them. The floor does appear to have a problem with dead
spots but there is probably nothing that can be done without considerable
expense. The white walls will mark-up quickly and will require painting
on a regular basis. (noted)
o Front desk — Signage at the front door, in the stairwell from the parking
garage, and the elevator needs to emphasize the requirement that all users
check in at the front desk. A stanchion system will also need to be added
to direct people to the front desk. The elevator should be programmed to
only go from the garage to the first floor during heavy use times. (Sign
have been ordered, the stanchions are in place, and a quote from
Schindler Elevator Co. for the key control system has been received)
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o Stairwells — The flooring surface in this area will probably have to be
upgraded as the existing painted concrete will not wear well over time.
(noted)
o General
■ Signage for each room in the building will need to be in place and
a clear window to place use information about the room should be
located next to the room sign itself. (MJR Interiors has ordered
these items)
■ A clock needs to be located in each room in the building.
Low Priorities:
Several concerns and issues have been raised that should not be considered as high
priorities for the center.
• Concessions — It is doubtful that a full concession operation well ever be
financially viable at the center and the existing concession space is not properly
set-up for a concession operation. A concession operation should only be pursued
on a contractual basis and only when interest is shown from an outside vendor.
• Fundraising — With the opening of the center the ability to fiandraise for the
building will be much more difficult. A very specific need will need to be
identified as a fundraising goal.
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Key Biscayne Community Center Budget
Statement of Expenditures 1/13/2005 3:28pm
For GENERAL FUND (001)
For the Fiscal Period 2005-4 Ending October 31, 2005
Account Number
Expenditures
001.12.572.12920
001.12.572 12960
001 12 572.12970
001.12 572 12980
001.12.572 21100
001.12.572.22100
001.12.572.23100
001.12, 572.24100
001.12.572.34100
001.12.572.43100 UTILITIES
001.12 572.43210 WATER & SEWER
001.12.572 45100 INSURANCE
001.12.572.52100 SUPPLIES
Total GENERAL FUND Expenditures
GENERAL FUND Excess of Revenues Over Expenditures
COMMUNITY CENTER SUPERVISOR
YOUTH SERVICES COORDINATOR
FRONT DESK MANAGER
PART TIME CENTER PERSONNEL
PAYROLL TAXES
RETIREMENT CONTRIBUTIONS
LIFE, HEALTH, DISABILITY INSURANCE
WORKERS COMPENSATION
CONTRACT SERVICES
Account Number
Total Expenditures
Total Excess of Revenues Over Expenditures
Current
Budget
Current
Actual
Annual
Budget
YTD Remaing %
Actual of Budget
4,463.335 0.005 53,560.00$ 9,903.85$ 81.51%
2,666.67 0.00 32,000.00 7,704.62 75.92%
2,583.33 0.00 31,000.00 6.892.31 77.77%
30,750.08 0.00 369,001.00 51,829.69 85.95%
3,095.42 0.00 37,145.00 6,273.53 83.11%
1,165.58 0.00 13,987.00 1,075.92 92.31%
1,350.00 0.00 16,200.00 4,050.00 75.00%
4,879.92 0.00 58,559.00 0.00 100.00%
8,783.33 4.231.00 105,400.00 21,517.79 79.58%
16,305.33 0.00 195,664.00 2,125.68 98.91%
1,164.67 0.00 13, 976, 00 0.00 100.00%
4,000.00 0.00 48,000.00 0.00 100.00%
7,666.67 1,126.08 92,000.00 24,908.27 72.93%
88,874.335 5,357.085 1,066,492.005 136,281.66$ 87.22%
(88,874.33)5 (5,357.08)5 (1,066,492.00)$ (136,281.66)5 87.22%
Village of Key Biscayne
Statement of Expenditures 1/13/2005 3:28pm
For the Fiscal Period 2005-4 Ending October 31, 2005
Current
Budget
88,874.335
(88,874.33)5
Current
Actual
5,357.085
(5,357.08)5
Annual
Budget
1,066,492.00$
(1,066,492.00)5
YTD Remaing %
Actual of Budget
136,281.665 87.22%
(136,281.66)5 87.22%
Statement of Revenues 1/13/05
POS Revenue (Day passes & punch cards)
Program Revenue
$31,468.34
$34,530.73
Total $65,999.07
Membership Revenue $505,588.63
Total Membership, POS & Program Revenue $571,587.70
Budget Summary
The Key Biscayne Community Center has been in operation for eleven (11) weeks. The eleven (11) weeks
equates to 21% percent of the fiscal year and 23% of the eleven (11) months the Community Center will be in
operation this fiscal year. The following analysis reveals that both revenue and expenditures are in line with
fiscal year 2005 adopted budget.
The expenditures to date fall in line with where we are in the current fiscal year. The current budget line items
should have between seventy six percent (76%) or seventy nine percent (79%) of the current budget remaining.
Salaries average less because we the full time staff have been paid for the remainder of the month.
The revenues to date would predict the annual program and POS revenue to be $290,744.
The expenditure data was obtained from the Finance Department's CITRIX accounting software. This information
was cut and pasted to the previous page. The revenue information was retrieved from the Community Center's
CLASS software. Please find the attached CLASS reports that were used to compile the revenue information.
Page 1:
Page 2:
POS YTD Summary Report
YTD Membership Pass Summary Report