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HomeMy WebLinkAboutCS-36-87TOWN OF NEWCASTLE REPORT File #,' =0 Res. # By -Law # MEETING: GENERAL PURPOSE & ADMINISTRATION COMMITTEE DATE: November 16, 1987 REPORT #:CS -36 -87 FILE #: SMECT: COMMUNITY SERVICES PROGRAM DIVISION UPDATE RECOMMENDATIONS: It is respectfully recommended that the General Purpose & Administration Committee recommend to Council the following: - 1. That report no. CS -36 -87 be received for information. BACKGROUND & COMMENTS: The Program Division of the Community Services Department has been very active in Promotion, Community Development, and Program Administration during this past Summer and early Fall. Highlights of various activities of this division are noted in the various subsections as follows: OUTDOOR POOLS The two outdoor pools (Orono Park and Newcastle Lions) had an excellent year involving both structured and unstructured programs. Good weather conditions and front line staff have contributed to meet and in some cases exceed both revenue and participant projections (see Schedule I and II for detailed breakdown). Newcastle Lions Pool offered swimming lessons in August for the first time in the past three years due to requests for specific staff and demand for program at that pool. This in turn, helped to exceed departmental program revenue projections. ../2 ( / (A GENERAL PURPOSE & ADMINISTRATION COMMITTEE REPORT NO. CS -36 -87 PAGE 2. NEWCASTLE FITNESS CENTRE The Newcastle Fitness Centre is also having a successful year to date in terms of participant numbers and revenues in program. Youth programs continue to operate at capacity and currently additional program times are being considered. Semi - private and private lessons also continue to be popular despite substantial fee increases introduced September 1st. Adult programs are the only classes which have not been filled every session although even this trend seems to be changing this Fall. Other revenue accounts at the Fitness Centre are in line with projection figures at this time (see Schedule II) however, due to reduced daytime programming because of staff shortages this may affect swimming admissions and membership revenues. AQUATIC STAFF Availability of qualified staff to meet an increasing demand for pleasure swimming and lessons became a problem this Fall when a large number of staff left for college or university. There were also two daytime staff that left for full time positions with the School Board which taxed an already existing staff shortage. The high school staff shortage will be somewhat alleviated by December when potential candidates will complete some of the necessary leadership courses we are presently offering. A daytime crash course has also been offered in conjunction with a babysitting service operated by the YWCA, to encourage adults available during the day to go through the leadership courses required. There are presently ten candidates taking this course and it is anticipated some of these individuals will be successful and able to work daytime hours by January of 1988. Based on these numbers we anticipate operating our regular daytime swims and School Board programs at that time. ../3 GENERAL PURPOSE & ADMINISTRATION COMMITTEE PAGE 3. REPORT NO. CS -36 -87 The Aquatic Manager recently attended the A.A.P.P. (Association of Aquatic Personnel in Ontario) Conference where the province-wide problem ASSOC' conducted shortage of aquatic staffing was discussed. in This Ontario (see Schedule III) conducted a study of aquatic profe ssionals n have also to provide a document to deal with thissinu�ecruitingestaff. This developed a VHS tape for Managers to us e staffing issue will also be discussed at the upcoming term solutionseto this After this review, staff will be considering long problem as well as items which may be considered for the 1988 budget. SPECIAL EVENTS resently completed The March Break Program and Participaction were successfully working with the and reported on earlier this year. Staff are p special program of events to Celebration 188 Committee in developing a occur on December 21st, 1987 when the Olympic Torch arrives in Bowmanville. PROMOTION The Fall and Winter Community Activity Guide went out information epackage mid - August. As our community continues to grow this a cating to the public what of is plays an even more important role in communi y available to them. Local "welcome wagons "tuhasthis also been approached by e to newcomers. Department their package Our this Guide accessible to local real estate agencies to consider making their prospective customers. The Department has also been working on a marketing strategy to promote not only facilities and programs but also to give staff and the some Department a higher profile in the Community. consideration in the capital budget for this type of promotion. ../4 GENERAL pURPOSE& ADMINISTRATION COMMITTE PAGE 4. REPORT NO. CS 3 6 COMMUNITY GROUPS or not at all during the Summer, Although most groups meet infrequently communicated with a number of groups this Fall he NCSAB onlow: as noted staff have co set up in cooperation with t 1) A fundraising workshop October 7th. Approximately 60 organizations took advantage of this training opportunity. staff met with Courtice park and the Oshawa Cente�lt council 2) St in September Neighborhood Association (O.C.C.N.A•) the status of Courtice Park and their "integration" ietW e st ff based programs. Courtice Park Board is to communicate transition. 1 when they are ready to proceed with this gradual and Hall 3) staff met with the Hampton Recreation including the Board in October to discuss a number of issues future of the Hampton Hall. ring for the 4) various grant enquiries and brochure submissieen handled by staff. & Summer Community Activity Guide have also STAFF DEVELOPMENT AND 'TRAINING o ort- Adman istration staff have been involved in a numbere f training asnoted below: unities this year to remain updated on current issu (ORS) Conference - Ontario Recreation Society ( Computers 1) Feb — r --uarY attended sessions on: Comp program Director (Coordinator) e Risk Managem in Recreation, Management ent in a Context of Chang Design. & Legal Liability, playground artment & NCSAB) Grants workshop (sponsored by Dep 2) May - attended to Acting Director & Program Director (Coordinator) MCC and New Horizons. review present grants available for M , ../5 GENERAL PURPOSE & ADMINISTRATION COMMITTEE PAGE 5. REPORT NO. CS -36 -87 3) June - Aquatic Staff Pre - Summer Training first aid and CPR. Aquatic staff updated qualifications including Department & NCSAB) October Fundraising Workshop (sponsored by �) -- Director (Coordinator) attended. Acting Director and program Oct- obey - p,APO Conference 5) eting, Creative Aquatic Manager attended sessions on: Budg promotional Tools Resource Development (professional begging)► and Risk Management. - Risk Management Seminar 6) October Director (Coordinator) parks & Cemetery Manager and program attended one day seminar on risk management. November - Advanced Instructor Clinic 7) required to train RLSSC Aquatic Manager attended session as req Swimming Instructor. g) Nov_ e_ mbar - SDMRO Conference sessions on: program Director (Coordinator) will Leadership, 1 Attitudes & work Humor in the workplace, ce Affecti eness Training. Habits of Youth, Sery Recommended for presentation Respectfully submitted, to the Committee ECG' Rotseff wrence Caruana, Acting Director Chief Ad i istrative Officer Josep Services Depment of Community JC:sa SCHEDULE I AQUATIC PROGRAMS REGISTRATION NUMBERS Winter (NFC) Youth 399 Adults 106 Privates 16 Semi - Private 56 TOTAL 577 Spring (NFC) Youth 573 Adults 117 Privates 37 Semi - Private 152 TOTAL 879 Summer (July & August) NFC 610 Newcastle Lions Pool 64 Orono Park Pool 66 TOTAL 740 Fall (NFC) Youth 647 Adult 127 Privates 21 Semi- Privates 96 TOTAL 891 Winter (NFC) 1988 Youth 46 Adult 107 Privates not set Semi- Private not set TOTAL 153 OF .� SCHEDULE II -PROGRAM REVENUES AS AT NOVEMBER 1, 1987 ACTUAL BUDGET Newcastle Lions Pool 1,598.50 1,000 Swim Lesson Program 4,0 3,000 Admissions & Memberships 5,602.50 4,000 Orono Park Pool 1,670 2,000 Swim Lesson Program 4,519 4,300 Admissions & Memberships 6,189 6,300 Newcastle Fitness Centre 75,823.30 78,000 youth Lesson Program 11,132.75 15,000 Adult Lesson Program 114.98 200 Department Issue 19,409.48 27,000 Memberships 29,319.00 37,000 Swimming Admissions 10,368.50 14,000 Squash Admissions 349.26 600 Miscellaneous 10,838.00 111000 Rentals 157,355.27 182,800 Special Programs 1,602.50 1,500 March Break SCHEDULE III 0. SIP) i • ► nlli lummIll Association of Aquatic Pefsonnel of Ontafio Q_ SCHEDULE III * * * MESSAGE. FROM TILE EXECUTIVE Dear AAPo member: This year, my role as AAPO Vice President involved the task of completing a full -time salary survey. After listening to comments and concerns of delegates at our 1986 Fall Conference, we decided to include a needs assessment to determine how well AAPO was serving to renew etheir membergships, picture of our conduct deficiencies, and why included some fail members as to well as current members. The size of this task grew larger and more complex, so the AAPO executive decided to of Lakehead University, act as Research contract the service of Rick Rollins, PhD., Director to supervise the project. The AAPO executive worked closely wit h Rick throughout t the study, helping to develop the questionnaire, as well as reviewing a draft of the final and especially Overall, the 3i executive rate to they mailasurveysby our members. Thankhyoutvery� much espe Y for your participation. I would like to briefly mention a few highlights of the study. First, the report indicates that the Association is meeting the needs of its members. Second, the report indicates that we should investigate how the Association can assist its members in their professional development, especially with regard to career planning and dealing with supervisory staff. Third, the Association needs to focu s some hourshworked c raise by aquatics profile of aquatics in the municipal setting. Finally, large proportion of our members personnel (including volunteer work) is extremely high. are not satisfied with their compensation. In summary, this research project . has mmediately clear following direction 1987t Fall Conference, in its tasks for the upcoming y information from the detailed final report will be used in the objective planning session for the next year, discussed in Aqualine, reflected in workshops and conference sessions, and directly addressed by the executive. In the years to come, this survey will likely be repeated to provide guidance for future AAPO executives. fi d The end result of this process will be a more effective Association, a more satis e membership, and an increase in membership. Thank you again for your participation. I- • - = a —1 Sincerely yours, ROY WARREN Vice President, AAPO WHY DID WE DO THIS STUDY? The purpose of this study was to survey aquatics professionals in Ontario in order to fulfill the following objectives: 1. To measure the factors affecting job satisfaction. To what extent are aquatics professionals in Ontario satisfied with their work; and, more specifically, what aspects of their work do they find particularly satisfying or unsatisfying? theirseffortsntof improve cthe working environments of aquaticstprofessionals. in 2. To measure opinions on how AAPO can best serve the aquatics field in Ontario (i.e. a needs assessment). 3. To describe a profile of aquatics professionals in Ontario. This includes a ile descrition of allowsp members tosp compare stheir working g� situations f and salary. This with others throughout the province. SCHEDULE III Page 2 HOW DID WE DO THIS STUDY? The scope of this project was determined by the AAPO executive, particularly in deciding the types of issues to be addressed and the groups of people who would be included in the survey population. Questionnaire items were developed by reviewing the literature on job satisfaction, and through personal interviews with a small sample of AAPO members and the AAPO executive. The questionnaire was further refined with reviews by the AAPO executive, and by another small sample of AAPO members. Although the length of the questionnaire was considerable, the issues were of such importance that no attempt was made to shorten the questionnaire. To collect this information, a questionnaire was developed and sent in the mail to 151 current AAPO members, and to 142 recent AAPO members. After two additional reminder mailings to non — respondents, a total of 83% of the questionnaires were returned from current members and 50% from recent members. In this report, we have described highlights of the response we received from AAPO members. A more detailed report including the responses of previous AAPO members, can be obtained by contacting Roy Warren. RESULTS: JOB SATISFACTION AAPO members reported high levels of satisfaction with their job, with only a few people (8 %) expressing negative overall feelings about their job. However, a number of concerns were expressed, as follows: TABLE 1: CONCERNS WITH THE JOB 1. Amount of feedback received from supervisors. 2. Hours of work, particularly shift work. 3. Salaries, particularly when compared to education, training and experience. 4. Opportunities for promotion. 5. Extent of involvement in budget planning and implementation. 6. Size of aquatics budgets. 7. Clients (public) may not be learning enough, or appreciating the program schedule. 8. Extent to which the facility is marketed. 9. Working relationships with competitive organizations (such as the Water Polo Association, and the Canadian Amateur Diving Association) are weaker than with non — competitive aquatics organizations. AAPO members seemed to be particularly concerned with hours of work, and their salaries. Table 2 explores the relationship between work satisfaction and lieu time received. This table indicates that people who are satisfied with the amount of lieu time they receive tend to be satisfied with hours worked per week and the amount of overtime work they do. Clearly, lieu time partially compensates for the number of hours worked per week. TABLE 2: COMPARISON OF "SATISFACTION WITH LIEU TIME RECEIVED" WITH OTHER FACTORS Item Compared With "Satisfaction Nature of Relationship With Lieu Time Received" (Yes /No) Satisfaction With Hours Worked Per Week Yes Satisfaction With Amount of Overtime Work Yes No response from 5 people. TABLE 3: COMPARISON OF SALARIES WITH BUDGETS Under $20,000- MARY RECEIVED 45,000 - $25,000- $30,000- $35,000- $40,000- $ 45 000 $50 000 $50 Over 000 BUDGET 20 000 $25 000 30 000 35 000 $40 000 Under - 25 L4 2 0 1 12 6 0 $20,000 0 0 $20,000 - 5 5 5 2 1 0 $40,000 0 0 $40,000 - L 3 1 3 2 p $60,000 0 0 $60,000 - 2 0 L 1 4 1 $80,000 i 0 $80,000 - 1 0 p 1 0 2 $100,000 0 L $100 +000- 0 3 L 3 0 0 $200,000 p 0 $200,000- 2 0 0 0 1 1 $400,000 O 1 0 p i L 0 0 Over $400,000 No response from 9 people. COMPARISON OF SALARIES WITH SIZE OF .COMMUNITY TABLE 4; SALARY RECEIVED Under $20,000- $25,000- $30'x- $35'x- $45'000 $50 000 Over $50,000 SIZE OF CommITY $20,000 25 000 $30,000 35 000 $40, 000 7 4 2 4 0 0 0 2 Under 10,000 1 0 10,000 - 17 10 0 4 2 0 50,000 0 0 50,000 - 6 5 4 2 2 0 100,000 0 0 100,000- 2 3 4 5 4 p 200,000 0 0 200,000- 1 2 1 0 1 1 300,000 1 0 300,000- 3 5 5 2 2 1 500,000 0 0 ��. 4 1 2 3 0 l Over 400,000 No response from 5 people. SCHEDULE III RESULTS: JOB SATISFACTION (Continued) Page 4 TABLE 5: COMPARISON OF SALARIES WITH NUMBER OF FACILITIES SUPERVISED SALARY RECEIVED NOHBER OF Under $20,000— $25,000— $30,000— $35,000— $40,000— $45,000 — Over FACILITIES $20,000 $25,000 $30,000 $35,000 $40,000 $45,000 $50,000 $50,000 0 4 1 2 0 1 0 1 0 1 31 22 17 8 1 2 0 1 2 1 0 3 7 4 0 0 0 3 2 1 0 0 2 0 0 0 4 0 0 0 2 2 0 0 0 5 12 0 0 0 0 1 1 0 8 1 1 0 1 0 0 0 0 o response trom TABLE 6: COMPARISON OF SALARIES WITH NUMBER OF PEOPLE SUPERVISED SALARY RECEIVED PEOPLE Under $20,000— $25,000— $30,000— $35,000 - $40,000— $45,000 — Over SUPERVISED $20,000 $25,000 $30,000 $35,000 $40,000 $45,000 $50,000 $50,000 0 -5 22 9 5 7 1 0 1 0 6— 10 8 7 6 3 0 0 0 0 11 — 15 1 4 7 4 3 2 0 0 16 -20 1 3 1 1 0 0 0 0 21 — 30 1 0 1 3 4 0 0 0 31 — 40 0 0 0 1 0 0 0 0 41 -50 0 0 0 3 0 1 1 0 Over 50 6 2 1 2 2 0 0 4 Table 7 compares the relationship between "satisfaction with salary received" and a number of other factors. This table indicates that salary satisfaction is not influenced by the amount of income received or the amount of training people possess. Rather, salary satisfaction is influenced by the other factors shown on the table, namely: satisfaction with hours worked per week, satisfaction with amount of overtime worked, number of responsibilities held, and sum of benefits received. TABLE 7: SATISFACTION WITH SALARY COMPARED WITH OTHER FACTORS Item Compared With Nature of Relationship Salary Satisfaction (Yes /No) Satisfaction With Hours Worked Per Week Yes Satisfaction With Amount of Overtime Work Yes Income Received No Sum of Responsibilities Yes Sum of Benefits Received Yes Amount of Training No SCHEDULE III Page 5 Table 8 compares education with income peoople receive, and with job satisfaction. Although people holding a degree appear to have higher income, this difference is not large enough to be significantly different. TABLE 8: COMPARISON OF EDUCATION WITH INCOME AND JOB SATISFACTION Average Average Education Income Satisfaction No University Degree $ 22,689.00 4.67 University Degree 28,404.93 4.93 1. Average income not significantly different. 2. Average job satisfaction (or a scale of 1 -7) not significantly different. RESULTS: NEEDS ASSESSMENT The overall assessment of the work of AAPO, by AAPO members was very positive (5.5 on a satisfaction scale ranging from 1 to 7). The current direction and activities of AAPO received a strong endorsement, with just two exceptions. First, AAPO members indicated a clear preference for a broad selection of topics at the Annual Conference, rather than an intensive institute. Second, not much attention was attached to the suggestion of providing workshops in effective writing techniques. The items that received the highest ratings in the needs assessment portion of the questionnaire are listed in rank order in Table 9. TABLE 9: ITEMS RATED HIGHEST IN THE NEEDS ASSESSMENT 1. Discussion of trends, methods and techniques in aquatics and recreation. 2. To have a provincial organization that contributes to the development of aquatics in Ontario. 3. To sustain an atmosphere that encourages positive change in aquatics and recreation. 4. To effect positive change in health regulations. 5. To raise the public profile of aquatics issues. 6. To address the issues of staff shortages. 7. To raise the perception (i.e. importance) of aquatics in municipal government. RESULTS: PROFILE OF AAPO MEMBERS Tables 10 through 14 highlight characteristics of the working environment of AAPO members. With regard to hours worked (Table 10), it should be recalled that AAPO members indicated w elsewhere their concern for the number of hours worked. With regard to benefits received (Table 11), it should be recalled that a relationship exists between the number of benefits received and salary satisfaction, salary received and size of community. Likewise, with regard to responsibilities (Table 12), a relationship exists between the number of responsibilities and salary satisfaction, salary received, and size of community. TABLE 10: PROFILE OF HOURS WORKED 1. Average hours worked per week = 39.9 hours 2. Average hours of nonpaid extra work per week = 9.3 hours 3. Average hours of volunteer work per week = 5.6 hours 4. Proportion who worked shift work this year = 50.0% 5. Proportion who worked split shift this year = 53.2% 6. Proportion who had a lieu time alternative = 80.2% 7. Proportion who were limited to a maximum lieu time = 34.1% 8. Proportion who could receive cash for overtime = 24.6 %. SCHEDULE III _ Page 6 TABLE 11: PROFILE OF BENEFITS RECEIVED 1. OHIP: 83.37 2. Extended Health Care: 78.2% 3. Dental Plan: 83.1% 4. Eye Glasses: 62.1% 5. Life Insurance: 84.77 6. Canada Pension Plan: 84.7% RRSP: 47.6% 7. Contributions by Employee 8. Uniforms: 29.8% 9. Parking: 54.8% 10. Credit Union: 28.2% 11. Canada Savings Bonds: 55.6% 12. Personal Facility Membership: 43.5% 13. Family Facility Memberships: 16.1% 14. Mileage or Other Reimbursement When Using our Car at Work: 81.5% 15. Time Off to Attend Workshops, Conferences,_ etc.: 94.4% 16. Subsidies to Cover the Cost for Attending Workshops, Conferences, etc.: 79.0% 17. Time Off in Lieu of Subsidies to Cover the Cost of Attending Workshops, Conferences, etc.: 26.6% nding Workshops, Conferences, etc: 90.3 %. 18. Regular Salary While Atte 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. 13. 14. 15. 16. 17. 18. 19. 20. 21. 22. 23. TABLE 12: PROFILE OF RESPONSIBILITIES TABLE 13: PROFILE OF SUPERVISORY RESPONSIBILITIES 1. Average Number of Full -Time People Supervised = 6.2 2. Average Number of Part -Time People Supervised = 13.0 3. Average Number of Full-Time/Part-Time People Supervised = 10.1 4. Average Budget Size = $125,754.00 5. Average Number of Facilities Supervised = 1.8 Page 7 RESULTS: SERVICES PREFERRED BY AAPO MEMBERS 73.7% of AAPO members rosin ted hof With regard to the annual AAPO conference, eprefer to maintain the present planned to attend, and 72.1% said they October. , rociobe loos] • .1 1� yMt Sri 'ie. LL'I�1.Mt it z�l�tis seir l 4 15 e �o .ro� xol. '.exe vl o;.�x �o.saie�o evo xx�xex'xs x0'xe xOx xn01x''. xe 70 t e,.o xOx xx xe nx0'x'xs xe,pxe xe xolsos x vnev xe xvbo! xo w�� ted they intend to renew their membership. 92.9% indicated With regard to AAPO membership, Y the no longer retained their AAPO Former AAPO members indicated the following reasons why membership: 1. No longer in aquatics. 2. Money not available. 3. Time not available. 4. Disappointed with AAPO. Preferences for AAPO services are summarized in Table 17. TABLE 17: PREFERENCES FOR AAPO SERVICES 1. Annual Conference: 77.8% 2. "Aqualine" Newsletter: 81.0% 3. Representation With Parks and Recreation Federation of Ontario: 56.3% 4. "Issues Update ": 73'O Surveys: 64.3% 5. Publication of Salary Y 6. Regional Workshops: 65.1% 7. Publication of Technical Article in Aquatics and Recreation: 63.5 8. Access to "Federation Job Mart 63.5% SCHEDULE 1I1 Page 8 ° The Association of Aquatic Personnel of Ontario would i like to gratefully acknowledge the Ministry of Tourism and Recreation, and the contributions of the Wintario Development Program, for their support of this project.